Municipal Focus Vol 42

The official Publication of LGBN

www.lgbn.co.za

Volume 42

Leaders in Local Government Business Intelligence &

Leaders in Local Government Business Intelligence & Insights

NELSON MANDELA

CENTENARY

Volume 41

LETTER FROM THE EDITOR

Publishing Editor Desmond Sampson

DO WE HAVE A LEADERSHIP CRISIS IN SOUTH AFRICA?

W

e are all reeling from extremely violent service delivery protests that have rocked the country. Service delivery protests have become commonplace in South Africa. Although protests serve a purpose and is protected by the constitution, it has however become more and more violent and serious.

Kimberley in the Northern Cape was shut for a week and Hermanus in the Western Cape was locked down for days.

At Emfuleni in Gauteng where a lake of sewage was allowed to form as a result of the failure of the municipality to attend to the matter timeously are but a few of these violent service delivery protests. It is mind boggling that these protests were necessary. These service delivery protests are a clear indication that we have a leadership crisis, not only at local level but also all the way up to national level.

2

Municipal Focus

These service delivery protests could have been avoided had the leadership heeded the cries of the communities for the delivery of basic services that they have a right to and is enshrined in the constitution. Courageous leadership is required to correct the dysfunctional municipalities that are at the core of the anger of the people.

It is this leadership that was shown

by Nelson Mandela. As we celebrate his legacy of his centenary that his leadership qualities are required. On the 18 July all South Africans joined in and participated in the various programmes to remember our icon and celebrate his legacy. Nelson Mandela, through his courageous leadership steered South African to a peaceful free democratic country based on reconciliation and a better life for all South Africans. However we have forgotten that courageous leadership. If

we took the baton from Nelson Mandela we would surely have carved a deliberate path in uniting our splintered society.

This edition is dedicated to the legacy left to all of us by Nelson Mandela as we celebrate the centenary of his birth.

We also highlight the seriousness of the many dysfunctional municipalities.

The situation is so dire that the minister of Cooperative Governance and Traditional Affairs has finally taken the lead and has sent professionals such as civil engineers, electrical engineers, financial experts and many others to 55 municipalities to pull them out of the quagmire they have plunged into.

We once again highlight the plight of our youth unemployment. The recent statistics indicate that the situation has not improved and that a revolutionary and robust approach is needed to arrest and rectify this situation. Failing this we will certainly have to deal with a catastrophe.

We, as we do in every edition, draw South African’s attention to the fact that we will have to embrace a new way of how we use water. The effects of climate change, together with the fact that we are a water scarce country, will have a huge impact on all of us as far as our water resources are concerned.

We have to adopt new and innovative ways of conserving and reusing water.

We therefore call on all South Africans to heed the advice of the experts and adapt to a new life with less water.

Enjoy the read Desmond

B-BBEE LEVEL

CONTRIBUTOR

L O C A L

G O V E R N M E N T

B U S I N E S S

CONTENTS LGBN

SALGA

MUNICIPALITIES

TRANSPORT

N E T W O R K

O F

S O U T H

A F R I C A

MUNICIPAL FOCUS Leaders in Local Government Business Intelligence &

INFRASTRUCTURE

LOCAL GOVERNMENT

REGULARS

2 Editorial

FEATURES

12 Celebrating a 100 years of an icon 20 Searching for a solution 26 Water and sanitation

12

12

22

6

Municipal Focus

26

LGBN

SALGA

MUNICIPALITIES

TRANSPORT

INFRASTRUCTURE

LOCAL GOVERNMENT

FEATURES

30 Our water woes continue FEATURES

36 Development of local government orgainising framework LGBN

42 Scene around NEWS

46 Municipal news LOCAL GOVERNMENT

65 Contacts

46

30

48

52

54 VO L U M E 42

Municipal Focus

7

ADVERTORIAL

INYATSI CONSTRUCTION LTD IN SOUTH AFRICA

T

he South African subsidiary is supported by Inyatsi Construction Group Holdings, a Civil and Building construction group,

which operates through local entities in 7 of the 15 SADC member countries for the past 35 years, focusing on the roads, earthworks, water works, pipe lines, dams, hospitals, airports, retail and office centres, low cost housing, mining and town infrastructure. Over the past 10 years its revenue has grown from R100 million to nearly R 1,5 billion, with a considerable list of completed projects.

Supported by the central management services of the Group, the South African subsidiary is able to draw from these resources to compete with the best contractors in the South African

environments in which we work. Hence,

norm in the construction industry is

construction sector, while delivering on

we identify local projects which we

to invest 1% of profit in CSI, however,

the empowerment goals of the South

support and out lend assistance to initiate

we live up to our CSI Wellness slogan

African Government.

projects where need is identified.

“Inyatsi Cares” by going the extra mile

The Group place utmost importance

The Group has an excellent reputation

and investing approximately 2.5%

on developing not only our employees,

with regard to our Corporate Social

since 2013 and have won several

but also the communities and the

Investment (CSI) programmes. The

recognition rewards.

INYATSI CONSTRUCTION LTD

Inyatsi Construction Ltd was first registered in Swaziland in 1982.

Due to a number of factors, including changes in shareholding, expansion into new markets, growth and diversification, Inyatsi Construction Group Holdings (Pty) Ltd (ICGH) was formed in 2007 as the holding company of Inyatsi and its regional subsidiaries in Southern Africa. In September 2009, Construction Associates was taken over by Inyatsi Construction Group Holdings to become the building construction organ of the Group.

With a world-class team of professionals, Inyatsi is competing with the best, and doing so successfully. This is a true Swazi success story: from small beginnings to a truly multinational, Inyatsi is a company to be reckoned with in Africa South of the Sahara.

The company has operations in Swaziland, South Africa, Zambia, and Mozambique as well as registered companies in Botswana and Namibia.

Inyatsi Construction is a CIDB 9CE 9GB company. Also registered with the HBRC.

Accreditation: 1. NOSA Integrated Five Star System 2. ISO 9001:2008

INYATSI CONSTRUCTION'S MOTTO IS "QCD" • Quality – Do it right the first time.

• Control – Control every last little detail to ensure we do it right the first time.

• Discipline – The discipline to continuously do this every time.

Contact Details: Inyatsi Construction Ltd 53 Yaldwyn Road Hughes Extension Jet Park Tel: 010 590-5512 Email: reception@inyatsi.co.za Website: www.inyatsi.co.za

The official Publication of LGBN

www.lgbn.co.za

Volume 42

Leaders in Local Government Business Intelligence &

Leaders in Local Government Business Intelligence & Insights

ON THE COVER NELSON MANDELA

CENTENARY

Former President Nelson Mandela

Volume 41

EDITORIAL TEAM Publishing Editor Desmond Sampson Email: desmond@uhurucom.co.za LGBN EDITORIAL BOARD Lebo Gunguluza – Director Bainang Mpolokeng – Director

The official Publication of LGBN

Leaders in Local Government Business Intelligence &

www.lgbn.co.za

Volume 36

Review UPdate Vol 21 | 2017 www.soereview.co.za

NURSING

T he maga zine for s t ate - ow ne d comp anies , entities and s t atutor y b o dies

THE MAGAZINE FOR THE CARING PROFESSION

SEPT/OCT 2017 Volume 42 No 5

Leaders in Local Government Business Intelligence & Insights

NURSES UNITED IN PURSUING SERVICE EXCELLENCE

TRANSPORT MONTH IN SOUTH AFRICA

DESIGN Digital Pixels info@digitalpixels.co.za Production Co-ordinator Viola Josephs

DISTRIBUTION LGBN Summits, municipal conferences, national departments, municipalities, mayors, managers, heads of procurement, tenders and purchasing officers, SALGA, COGTA, public and private Sector DESIGNED BY: Digital Pixels Pty Ltd

MIDWIFERY SPECIAL MIDWIVES’ SELF-INTROSPECTION ON THE SPECIALTY

WOMEN’S MONTH Volume 36

IN SOUTH AFRICA

NURSING IS IN CAPABLE HANDS

DAY HOSPITALS AN IDEAL ALTERNATIVE FOR CHILDREN

BRING BACK MATRONS’ WARD ROUNDS?

KZN NURSES WIN UNIFORM ALLOWANCE BATTLE

RSA R25.00 (INCL. VAT)

Our magazine print runs range from 10 000 to 80 000

design print publish Having been in the Publishing, Advertising and Design Service Industry for 14 years we would like to share with you how we appreciate our Mutual partnership and welcome your support thus far. We can be of value to your business. Do you need to advertise your products and services? Or do you require researched articles, facts and figures about health, thriving businesses and the activities of our municipalities and government in our beautiful country? Uhuru is proudly South African and celebrates its heritage and various cultures.

We are excited about the wealth of knowledge and expertise in our country. All our products and services aim to showcase this to thousands of readers in SA. We can also ensure that your advertisements and articles reach your target audiences through our product and service offerings.

design print publish

10

Municipal Focus www.uhurucom.co.za

CONTACTS LGBN office Tel: +27 11 807 5359, Email: bainang@lgbn.co.za Editorial desmond@uhurucom.co.za Advertising mac@uhurucom.co.za andy@uhurucom.co.za Production studio@uhurucom.co.za Administration shirley@uhurucom.co.za Subscriptions / Distribution Viola Josephs Email: viola@uhurucom.co.za

www.digitalpixels.co.za PUBLISHED BY Impressions Publishing 3 Braefield Road Plumstead, Cape Town Tel: +27 21 761 1279 Website: www.uhurucom.co.za

All editorial, business and production correspondence should be addressed to Municipal Focus, PO Box 44292 Claremont 7735. Manuscripts, illustrations and other material must be accompanied by a stamped, self-addressed envelope. No responsibility can be accepted for unsolicited material. The editor reserves the right to amend and to alter copy and visual material as deemed necessary. Copyright by Uhuru Publishing and Printers. All rights reserved.

No part of this publication may be reproduced, stored in a retrieval system or transmitted by any form or any means without prior permission of the publisher. The opinions expressed in Municipal Focus are not necessarily those of the publishers.

O

RBIT College is one of the 50 public Technical Vocational Education and Training Colleges (TVET) countrywide that specialises in priority skills development.

We are situated in the North West Province with

campuses in Rustenburg, Brits and Mogwase. TVET Colleges are part of the Department of Higher Education and Training (DHET). Students who study at ORBIT TVET College get a head start to a great career due to the

REPORT 191 (NATED) PROGRAMMES  Engineering Studies N1 - N3 (Artisan Development Programmes)  Engineering Studies N4 - N6  Business Studies N4 - N6  Utility Studies N4 - N6  Educational Studies N4 - N6  Performing Arts N4 - N6  Art and Design N4 - N6

focus on responsive, relevant programmes that develop critical and scarce skills

NATIONAL CERTIFICATE (VOCATIONAL) NQF LEVEL 2 - 4  Engineering related & ICT programmes  Business & Services-related programmes OCCUPATIONAL AND ACCREDITED SKILLS PROGRAMMES (Accredited by SETAs)

For more information on programmes offered please visit http://www.orbitcollege.co.za

D

ue to a severe skills shortage in the Engineering Sector, the Department of Higher Education

and Training (DHET) is looking to increase the number of students enrolled and trained in priority and critical skills areas.

Artisans play a critical role in the delivery of services especially in the engineering trades, and South Africa

needs to produce 30 000 artisans a year to help the economy grow.

Access to Trade Test (Non-contracted learners)       



N2 Certificate with trade theory and 3 years’ relevant work experience Technical trade theory programmes quality-assured by a SETA and a minimum of 3 years’ relevant work experience (NQF Level 3) Relevant National Certificate (Vocational) Level 3 Engineering qualification and 3 years’ relevant work experience Relevant National Certificate (Vocational) Level 4 Engineering qualification and 18 months’ relevant work experience Technical Grade 12 with Mathematics, Engineering Science and related trade theory subject and 3 years’ relevant work experience Grade 9 and a minimum of 4 years’ relevant work experience Relevant (directly related to the trade theory subjects) N6 Certificate or National Technical Diploma (S,T or N stream.) and 18 months’ relevant work experience



DHET TVET College bursaries - Available to students who have registered for NC(V) or Report 191 (NATED) programmes

College bursaries – Available to compliant students who do not qualify for the DHET TVET College bursaries

For more details on bursary information please visit http://www.orbitcollege.co.za/bursaries.html

How to contact us Call Centre 0861 000 305/014 592 4147

www.orbitcollege.co.za

Follow us on

info@orbitcollege.co.za

CELEBRATING 100 YEARS OF AN ICON

CELEBRATING 100 YEARS OF AN ICON

The Legacy of Nelson Mandela 12

Municipal Focus

Mandela cell Pollsmoor

T

hroughout history the world has spawned iconic leaders that have steered the world in a new direction. These iconic leaders have come from various echelons of human life. We have had charismatic and iconic leaders from the humanities, sciences, war, politics and spiritual among others.

These leaders have left their mark on all of us on planet earth and we use their legacies to model our lives on. A quick dive into the memory banks reveal names such as Julius Caesar, Jesus Christ, Alexander the Great, Isaac Newton, Winston Churchill, Mother Theresa, Mahatma Gandhi, William Shakespeare and many others.

South Africa has spawned its own world icon on 18 July 1918. Nelson Rolihlahla Mandela.

As with all otherworld icons that lived through the ages, Nelson Mandela left his mark on all of us and to honour his legacy the month of July has been designated as “Mandela Month” in South Africa. However, due to his high profile as a “Freedom Fighter” Nelson Mandela is revered all over the world and as a result his centenary was celebrated throughout the world. This celebration is of crucial importance specifically to South Africans as it makes us reflect on the present situation in the country from the time Nelson Mandela was president and

Municipal Focus

13

CELEBRATING 100 YEARS OF AN ICON

Nelson-Mandela-Day

the conditions we now have to endure. The country has deteriorated to such an extent that we have become the most unequal society in the world. This was caused by the lack of leadership displayed by those that succeeded Nelson Mandela. The leadership we inherited after Mandela at this time that we have the opportunity to deliberately examine where we went wrong and how we could use the legacy of Nelson Mandela to correct the errors commits it.

On the 18 July this year in South Africa every South African spent some time remembering the life and times of Nelson Mandela. More importantly we reflected on his legacy with the objective of bringing South Africa back on course as we have gone completely off the rails since Nelson Mandela retired from active life.

Nelson Mandela Childrens Foundation

14

Municipal Focus

We have all recognized that South Africa is in dire straits as the promised new life for all has all but dissipated. As a result a clarion call was made by all organizations to all South Africans to reflect on the legacy of Nelson Mandela in order to take the necessary action to reset the compass.

As we scan the various programmes that have been conducted to assist us in our efforts to bring us back to the glory days of our icon, the country was requested to reflect on what Nelson Mandela fought for. What was amazing was that the whole country participated in celebrating the centenary of Nelson Mandela in many conventional as well as innovative ways.

The day saw South Africans united. That the spirit of Nelson Mandela could still move a nation into action was truly remarkable.

This one day was a far cry from the 364 days where we witnessed the divisive conduct of a divided nation driven by racism, corruption, unemployment, poverty and more importantly the huge chasm of inequality.

The theme for the centenary has been to live the legacy of Nelson Mandela. By the various events taking place since the 18 July it is difficult to see that all South Africans are keeping alive the legacy of Nelson Mandela post 18 July. Clearly we have not got to the heart of the legacy of Nelson Mandela.

So what is the legacy of Nelson Mandela that was so inspirational that made him the toast of the world?

Nelson Mandela had all the attributes of a leader. The great leaders of the world have all during their lifetimes displayed these attributes. These attributes were spelt out at the trial of Nelson Mandela and just before his release.

At his treason trial he was advised by his legal team how to proceed before sentencing. The fear was that he would be sentenced to death. As he faced this dire fate he advised his legal team that he would not take their advice but would make his own statement as he was bound by his convictions. He proceeded to put together his statement that become synonymous with Nelson Mandela. It is these words that South African leaders have forgotten.

It was these words that placed him in the same category as the great leaders of the world. Who can forget Martin Luther King’s “I had a dream….” speech just

Quality & Innovation Helping preserve a precious commodity Our proudly South African water management products boast the highest quality standards ensuring water is conservatively and consciously managed to ensure no wastage or leakages.

SMART METERS

WATER METERS

METER BOXES

BULK METERS

T: +27 (0)87 095 1318 | F: +27 (0)86 547 5499 | C: +27 (0)61 470 0263 | E: sales@amanzimeters.co.za Tongaat Industrial, 9 Walter Reid Road, Tongaat, 4399, KwaZulu-Natal, South Africa Municipal Focus

15

16

Municipal Focus

CELEBRATING 100 YEARS OF AN ICON

Pollsmoor

before he was assinated. Who can forget Winston Churchill’s “ We will fight them on the beaches, we will fight them in the skies…..we will never surrender” and the many others. However we have forgotten the statement of Nelson Mandela before sentencing when he expected the death sentence. It is therefore necessary for us to remind all South Africans of this statement as many South Africans have clearly forgotten it. “ During my lifetime I have dedicated myself to this struggle of the African people. I have fought against white domination and I have fought against black domination. I have cherished the ideal of a democratic and free society in which all persons live together in harmony and equal opportunities. It is an ideal I hope to live for and achieve. But if needs be it is an ideal for which I am prepared to die for” It is these profound words that have been lost in the mists of time but needs to be embossed in the minds of every South African. Facing certain death these words would surely have been the final nails in his coffin. We know the outcome.

Another example of Nelson Mandela’s legacy as a leader was when he was at Pollsmoore prison with some of his comrades from Robben Island. Nelson was recuperating from surgery on his prostrate and was taken to a cell on the ground floor

of Pollsmoore whilst his comrades were three stories above him. He occupied three rooms and a separate toilet. Although he missed his comrades he used his solitude to ponder the state of the struggle. Here he came to the conclusion that the struggle could be best pushed forward through negotiations failing this the country would be plunged into a bloody civil war.

It was clear to Nelson Mandela that the government of the day had the military might but knew that this alone would not be sufficient to defeat the struggle for freedom. The government was now on the wrong side of history. Nelson Mandela came to the conclusion that if he did not initiate dialog millions of lives would be lost in the conflict. It was time to talk. He knew that a decision of this importance could

only be taken in Lusaka. He decided that he would proceed to initiate talks with the government without informing either his comrades in prison above him nor those in Lusaka. In his autobiography, A Long Walk to Freedom, volume two he stated, “I choose to tell no one what I was about to do. Neither my colleagues upstairs nor those in Lusaka. The ANC is a collective, but the government has made collectivity in this case impossible. I did not have the security or the time to discuss these issues with my organization. I knew my colleagues would condemn my proposal, and that would kill my initiative even before it was born. There are times when a leader must move out ahead of the flock, go off in a new direction, confident that he is leading his people the right way” Again his leadership qualities were revealed. Even in prison he was prepared to take on an organization, this time his own organization, the ANC, to lead his people to freedom. He had the courage of his convictions and was prepared to face the wrath of the leadership of the ANC. Is this therefore not the legacy of Nelson Mandela? He was always prepared to face the onslaught of the powerful to do what is right to improve the lives of his people. He displayed the ultimate quality of leadership and that is that his position as a leader was worthless unless he was prepared to place the cause ahead of himself even though it could cost him his life. This is the legacy of all great leaders Is it not time that we really take seriously the legacy of Nelson Mandela and use his leadership qualities to unite all South Africans to enjoy the right of a free society in South Africa where there is no domination of one group over another. This is what Nelson Mandela was prepared to die for. Are we ready to die for this ideal?

Robben Island-entrance

Municipal Focus

17

Robben Island clean up as part as 67 mi

Blankets made by correctional services

Pollsmoor

DONATIONS to Luvuyo Orphanage Home in Soshanguve on Mandela Day.

Donating clothing for the under privaliged

67 blankets for Nelson Mandela Day

18

Municipal Focus

Former president Kgalema Motlanthe at the Tree-Planting Ceremony in Eastern Cape

Deputy President David Mabuza hands over newly built houses to seven beneficiary families as part of centenary celebrations.jpg

We join the world in honour of Nelson Mandela on this Centenary Celebration United Nations

President Cyril Ramaphosa and former President Jacob Zuma hands over bicycles to learners at the birth place of former President Nelson Mandela

Mvezo in the Eastern Cape as part of the Nelson Mandela Centenary Celebrations, 18 July 2018

SAPS painted the premises of Edu-Care Center

To celebrate the Mandela centenary, the French Embassy in South Africa jogged from the French Residence to the Mandela statue in Pretoria.

Municipal Focus

19

YOUTH UNEMPLOYMENT

SEARCHING FOR A SOLUTION FOR OUR YOUTH UNEMPLOYMENT

U

nemployment in South Africa, now standing at 26.7% according to statsSA, remains one of the most serious impediments to our growth and development. This situation is exacerbated by the fact that the unemployment rate for our youth stands at 53%. As our youth makes up about 35% of our population approximately nine million young people in South Africa is without jobs.

The above statistics should come as a wake up call for all of us. At this time in the economic and social climate we find ourselves in the situation can only become worse. The intervention of every South African is required to reverse the situation. Those that are in positions of power and influence should realize that we are sitting on a ticking time bomb. How often have we witnessed service delivery protests being led by young people? These protests offer young people the

Municipal Focus

21

YOUTH UNEMPLOYMENT

opportunity to release their anger at the almost hopeless situation they find themselves in.

Both the private and public sector should accept responsibility for the crisis we now find ourselves in with regard to youth unemployment specifically and unemployment generally. Many commentators would like to underplay this serious state of affairs by saying that youth unemployment is a global phenomenon, however the statistics say otherwise. According to Trading Economies, The highest country next to South Africa experiencing youth unemployment is Spain with 34%, Italy with 32% and France with 20%. The lowest is Switzerland. Our problem in respect of youth unemployment is a serious problem and as such we need to recognize the serious implications for all of us unless this matter is addressed and addressed as a crisis.

It is fortunate that our new president has taken heed of this crisis and has indicated that youth unemployment is top of the agenda in the presidency. He has also indicated that he is putting together a team to tackle this problem as a matter of urgency. In March the president launched the Youth Employment Services (YES) that aims to see more than one million young people between the ages 18 to 35 being offered paid work experience over the next three years.

22

Municipal Focus

YOUTH UNEMPLOYMENT President Ramaphosa says that the Youth Employment Services will have a positive effect on youth unemployment in the country. This initiative was launched in partnership with business, government, labour and civil society. The concept is for business to provide paid work experience for one year or through small business development where young people are empowered through training and funding to start and grow their own businesses.

Ramaphosa says that this will tackle the high rate of unemployment among the youth, as they will be come employable.

About 100 companies have signed up for the programme.

When one looks at the number of unemployed youth at about nine million and we assume that one million would be accommodated by the YES programme the question is what about the other eight million? Clearly we cannot therefore accept this this initiative will be the silver bullet that will take care of the crisis. A comprehensive and holistic approach should be developed.

The starting point will be to establish a youth employment agency funded by both government and the private sector.

The first task will be to do a skills audit of the unemployed youth and establish where these unemployed youths can be best utilized. We then need both government and the private sector to identify the skills that they require in their organizations and find space to employ these candidates.

The next step would be to send those that have the ability to improve their skills to the various institutions to upgrade their skills.

In the manufacturing and construction sector consideration should be given to reintroduce the apprenticeship system.

This system will be able to absorb those young people who are not academically suited to enter institutions where a higher education level is required. This system will encourage many youths to take up a trade that will give them the qualifications to earn a reasonable income and also open up opportunities to establish their own businesses.

The private sector should accept that they have a responsibility towards the growth and development of the country.

We know by the results of the financials of many companies that huge profits are being made but nowhere do we see meaningful investment being made by these companies. The published results focus on dividends to share holders and payments to executives. No attention is paid to the investment of human capital and expansion programmes that will create jobs. We are entering a very dangerous phase of our democracy where the

inequality gap is increasing at an alarming rate.

If we allow this situation to continue, we will not be able to keep the lid on the pressure cooker of youth unemployment for much longer. Poverty is a result of unemployment. This leads to hunger and anger. Young people are by nature tempestuous and exuberant. We need to heed these signs and reflect on how we as a country are developing our socio economic strategies and policies.

Companies need to consider paying a dividend to the development of skills and jobs for unemployed youth. After all the reported financials of companies clearly indicate that South African companies are making huge profits. With these huge profits a paradigm shift is needed that will include investment in human capital.

Government must create a favourable environment and incentives for those companies willing to rethink their

We will not be able to keep the lid on the boiling pot of youth unemployment for much longer.

Poverty is a result of unemployment.

This leads to hunger and anger.

Municipal Focus

23

YOUTH UNEMPLOYMENT

investment strategies. These companies need to provide a clear plan on how they will create jobs for the youth and invest in human capital. Government must move swiftly to recognize the need to rework their socio economic policies to ensure that

24

Municipal Focus

the focus is on creating an environment that is focused on an inclusive drive to reverse youth unemployment.

We cannot proceed with the same socio economic models of the past at this time of great uneasiness and hopelessness

in the majority of our communities in South Africa. The time for change has arrived and an immediate robust approach to this vexed issue of youth unemployment is needed without further delay. As they say in the classics unless action is taken now, “the future is too ghastly to contemplate”

FCB10017171JB/E

TOGETHER WE HAVE EMPOWERED OVER 50 000 SMALL BUSINESSES As an Old Mutual customer you are part of our great story. Together, we are changing South Africa for the better.

We invest our customers’ funds into small business projects that deliver great returns, while helping to build the dreams of small business owners so that they give their families a great future.

Join us today and invest in a greater future for us all. www.oldmutual.co.za

INVESTMENTS I SAVINGS I PROTECTION

Old Mutual is a Licensed Financial Services Provider

WATER WOES

26

Municipal Focus

WATER AND SANITATION MUNICIPALITIES IN THE SPOTLIGHT

A

s we indicated in the previous edition municipalities are mandated by the constitution to provide safe clean drinking water to the communities they serve.

By the many reports that have been received on the wires recently it is clear that many municipalities have fallen short in providing its communities with water and sanitation.

These municipalities are therefore not only in breach of the constitution but has also provoked service delivery protests.

The situation is so dire that in a speech delivered at the send-off briefing for appointed engineers and town planners very recently Minister Zweli Mkhize said that the department of Cooperative Government and Traditional Affairs (Cogta) identified 87 distressed and dysfunctional municipalities for intervention towards recovery, working with National Treasury.

At this media briefing, according to the minister only 7% of the municipalities are well functioning. 31% of the municipalities are dysfunctional. Alarmingly 10% of communities in KZN and 14% of communities in the Eastern Cape has no access to sanitation. Communities that have no access to piped water are also alarming. In KZN 25% have no access to piped water whilst the Eastern Cape (25%), Limpopo 13% and Mpumalanga (10%) also lack piped water.

The minister also revealed the shocking statistic that approximately R3.4 billion has been returned to treasury by the municipalities, as they could not spend this money on infrastructure. This is really a shocking revelation as infrastructure development is at the heart of service delivery. The situation in the country is such that only 55 municipalities out of 257 had engineers leading their technical divisions.

The minister said “ the ability of municipalities to plan, deliver, operate, and maintain infrastructure is dependent to a greater extent on the capacity of officials to execute their responsibilities. The technical nature of the responsibilities

demands requisite levels of expertise and skills, mainly in the field of civil engineering” In recognizing the need for urgent intervention in infrastructure development that will provide among others water and sanitation the minister will through the Municipal Infrastructure Support Agent (MISA) urgently support 55 struggling municipalities to spend their infrastructure allocations. To give effect to this commitment the minister will deploy District Technical Support Teams to the affected municipalities.

At the briefing the minister said, “We have established the District Support Teams and appointed engineers and town planners who have been deployed to municipalities in the nine provinces.”

The minister added that ‘”it is my great pleasure to warmly welcome to Cogta our new 81 new engineers and town planners. We have thus far appointed: 1. Nine provincial managers, most of whom are engineers 2. 36 civil engineers with seven of them being chief engineers 3. 14 electrical engineers 4. 16 town and regional planners 5. Seven candidate civil engineers, who are experienced engineers who are in the process of completing their professional registration”.

This technical support programme will run until end of April 2021.

In describing the challenges that lay ahead of the technical team the minister said that the engineers will find serious problems in the water and sanitation sector due to either aging infrastructure, inferior quality built historically or poor maintenance in predominantly black residential areas. Some municipalities face problems related to sewage spillage or blockages. The communities that are faced with these spillages and blockages that are left unattended for weeks and in some instances months impairs the dignity of

Municipal Focus

27

WATER WOES

the residents.

In this regard a perfect example is the Emfuleni local council. The Emfuleni sewage system has reached crisis proportions and as a result has now contaminated the Vaal River and caused an ecological disaster. The situation in Emfuleni can be described as chaotic and dire. The situation is so bad that the workers downed tools over a dispute are protective clothing. Added to the dilemma was the theft of cables and pump station equipment. Soon after this dispute was resolved angry construction workers at the Sebokeng Waste Water Treatment Plant and community members prevented employees entering the plant causing a plant shut down. The lock out happened when Emfuleni stopped working on the module 6-expansion project because of the lack of funding for this project.

The closure of the plant caused 150 megalitres of raw sewage to flood into the Rieyspruit and Vaal Rivers for eight days.

E-coli counts in the Rietspruit were 240000 per 100ml of water during this period.

This clearly presented a health hazard throughout the area.

Local NGO’s have remonstrated with the Emfuleni Council and had to the courts for the necessary relief. However the Emfuleni Council has ignored these court orders and is now in contempt of court.

The court orders were obtained as a result of the failure of the Emfuleni Council to attend to the treatment and management of the sewage, waste and sanitation in its

28

Municipal Focus

area. The Emfuleni council has ignored the pleas of the communities and many NGO’s in the area causing a lake of sewage to develop in the area. The mismanagement and corruption in the Emfuleni council have caused the Gauteng Legislature to apply for the Emfuleni local council to be placed under administration.

The above is but one example of the water and sanitation mismanagement that abounds in local municipalities throughout the country that will face the team. The teams will be expected to build permanent capacity in these municipalities beyond project implementation. In conclusion the minister said, “We want to build functional municipalities. Functional municipalities are well managed and deliver basic services.

The pride of any municipality is access to healthy potable water and high quality water, good roads, a clean environment, working streetlights and an efficient run administration with good governance and no corruption. We are determined to build such municipalities”.

Cogta also unveiled its; COGTA THUMA MINA PLEDGE. Hereunder is THE COGTA THUMA MINA PLEDGE. I want to be there when our people turn municipalities around. Send me!

When they triumph over poverty unemployment and inequality I want to be there When our people protest and cry out for service delivery I want to be there

I want to be there for the indigent unemployed and those in informal settlements.

I want to lend a hand when our people fight against rigging of tenders fraud and corruption.

I want to be there when our people eliminate crime, violence and abuse of women and children.

I want to be there in the fight against HIV and AIDS and tuberculosis and cancers.

I want to be there when our people fight for land and get involved in the agrarian revolution.

I want to be there when to ensure food and security and healthy lifestyles. Send me!

I want to be there when our people clean the streets of our towns and cities to reclaim our dignity and pride.

I want to be there when our people fix pot holes broken lights and cut the grass on the verges of the roads.

I want to be there to ensure that natural disasters do not reverse our development gains.

I want to be there when our people share in the country’s wealth to be included in a growing and vibrant economy.

I want to lend a hand in the struggle to improve the lives of all South Africans.

I want to be there for the nation building, social cohesion and protection of human rights for all.

We will hold the minister accountable.

Super Solution

WATER WOES

OUR WATER WOES CONTINUE Katse-Dam Lesotho Africa.

D

espite the good rains that have been experienced in the Western Cape with dams now at 60% levels, the average rainfall for July this year is still below average. It is also reported that dam levels in the rest of South Africa has reached an average of 80%. This should be good news for South Africans. However the experts warn that we should not be lulled into a false sense of security.

Dam levels across the country have collectively reached 80% capacity thus

30

Municipal Focus

rising above the levels recorded last year.

Gauteng recorded a full capacity of dam levels at 100%, followed by Free State and North West at 94% and 93% respectively.

Among the dams spilling over is the Misverstand Dam in the Western Cape that is at 157%. This after we reported in the last edition that water had to be released from the Berg River to augment the dam as it was too low to pipe water to the communities on the West Coast.

The integrated Vaal River System that

contributes to the Vaal River is fully functional with its 14 tributaries pouring into the Vaal Dam. The Department of Water and Sanitation has however urged that municipalities where water restrictions had not been lifted residents still need to adhere to the latest water restrictions that are in place.

According to Reuters South Africa’s water crisis spreads from Cape Town.

While Cape Town is running out of

water and dam levels are low, the Katse Dam in the emerald green highlands of Lesotho are raising alarm bells in South Africa’s industrial heartland around Johannesburg that has so far avoided the shortages hitting other regions. The tourist hub in Cape Town suffered as a result of the “water scare” in April this year.

Water supplies across South Africa have yet to recover from an El Nino triggered drought two years ago heralding water shortages that hit industrial and

agricultural output.

Nelson Mandela Bay in the Eastern Cape province has imposed water restrictions, dam levels are at worrying levels in the sugar – cane producing province of Kwa-Zulu Natal and a swath of South Africa’s maize belt has been hit by the drought.

The next crisis may lurk in the mountains of Lesotho, a land locked mountain kingdom encircled by South Africa. Much of the water that supplies

Municipal Focus

31

WATER WOES

Vaal-Dam

Gauteng, the province that includes Johannesburg, Pretoria and much of the South Africa’s industry flows from the Katse and Mohale dams in Lesotho.

According to the Department of Water and Sanitation, dam levels in Lesotho are very low. Its levels are lower than the height of the drought two years ago when the combined levels of the dams were at almost 50% capacity compared with 32% now. Experts say that water in the dams should ideally be used for storage, but Pretoria is now drawing from Lesotho as it continues topping up Gauteng’s Vaal supply system.

“At the moment we are using the whole system and that will remain until we see better rain” said Department of Water and Sanitation spokesperson Sputnik Ratua. “Going into the winter with the possibility of snow, we expect next summer we will see a recharge of the system” WASTED WATER The South African Weather Service is forecasting above normal rain as the southern hemisphere summer progresses

32

Municipal Focus

in the northeastern regions, but says the outlook is uncertain for central areas that include Lesotho.

The overall picture for South Africa is worrying, with Cape Town the most urgent. Its residents, who have daily limits cut to 50 litres per person face water uncertainty. The government has been urging people across the country to use water more wisely and cut consumption.

Nationwide, water storage levels are ranked by authorities as moderately low on a scale that ranges from high to very low and Lesotho’s dwindling supplies are attracting attention.

Jason Hallowes, managing director of water research consultancy and software provider DHI South Africa, said Lesotho’s water should not be used at the moment.

The Gauteng system in the northeast, where rainfall has been picking up could see flooding that would then waste water flowing down from Katse, he said.

“It would be more prudent to keep this water in these dams rather than release it.

The most important dams supporting the system are Katse and Mohale”,

Hallowes said.

Ratau said the water department was mindful and watching everything but we are not have palpitations about it at this stage.

Pertochemical giant SASOL that relies ultimately on Lesotho for backup supplies said it was monitoring the situation in the mountain kingdom very closely.

The weather experts however say that due to climate change it has become very difficult to predict rainfall patterns with any confidence. Throughout the world the weather has been confounding the experts who have now indicated that we are due for extremes such as heat waves with temperatures in the 40’s, as has been experienced in parts of Europe and high rainfall with flash flooding as is being experienced in parts of Asia.

We should take cognizance of these warnings and proceed to find more innovative methods of conserving water.

We should not look back to how we used water in the past but rather accept that we are a water scarce country and every South African should recycle and conserve water.

Dream it.

We’ll take you there.

• Master of Public Administration • Bachelor of Public Administration • Higher Certificate in Public Management • Higher Certificate in Public Sector Procurement • Higher Certificate in Local Government and Development Management

www.mancosa.co.za

BY SUPPORTED DISTANCE LEARNING

accredited I affordable I accessible

MANCOSA is registered with the Department of Higher Education and Training (DHET) as a private higher education institution under the Higher Education Act, 1997 (as amended). Registration No.2000/HE07/003.

Water Sector Skills Supply-

Demand Forecasting in Local Government Submitted by LGSETA

• Background Water sector skills shortages are of serious concern continentally, regionally and nationally. Its impact on all aspects of the water management value chain have been assessed, with evidence being increasingly documented. While the diagnosis of the problem is clear and easy, intervention measures to resolve the problem have proven difficult.

The LGSETA in South Africa commissioned a proactive planning intervention to forecast specific municipal skills needs in relation to supply dynamics. This supports their mandate and the National Skills Development Strategy (NSDS) lll in which states “...there is a need for each sector to define the skills sets they need and at which levels ... in order to meet the demands of that sector and the corresponding SETA. ... each sector has its own profile of skills demands not only because of the specific service it provides, but also with regards the spatial and demographics specifics ....”

• Methods The study was configured into three iterative phases: Phase 1 –collation of information on: (a) skills forecasting models through literature reviews: and, (b) the current water system in local government and identification of sector issues (interviews and questionnaire assessments were conducted in sixty-six municipalities across the country): Phase 2 – development of a proof-of concept prototype model, using outputs

34

Municipal Focus

from Phase 1 and supplementary data and information. There was emphasis on the model configuration, definition of user specifications and selection of an appropriate, representative demonstration municipality having adequate data; and Phase 3 – prototype model refinement and implementation planning.

• Results The study confirmed the poor availability of water sector skills data.

Additionally, the Phase 1 interview information confirmed sector issues reported on other studies. Although skills supply-demand forecasting models exist locally and internationally, there is none for local government water sector skills supply-demand forecasting.

A proof-of-concept prototype model was developed and in currently undergoing initial testing, prior to further refinement and development in the study Phase 3. The lack of data was the biggest

challenge in selecting and configuring the model using open source software.

• Conclusion The model development was beset with challenges not fully anticipated during the study planning process.

However, the pioneering nature of the study in a data scarce environment required different, more pliable configuration approaches to maintain the level of confidence and value of the model outputs. There is interest in deploying the model in other water sector capacity-poor countries, and the intention to expand the model to include other sectors in local government (waste, electricity/power, transport/roads).

Finally, NSDS111 states “...it is essential to understand future trends in the demands on that specific sector to model skill demand forecast... this in turn will inform what institutional arrangements need to be in place to ensure that such skills demands are met, which is the supply side of the forecasting model.”

Synthetic Sport Surfaces Synthetic Sport Surfaces was established over 20 years ago; from the onset we had the mentality of quality of product and quality of workmanship is paramount. Since then we have installed over 100 full size sports fields and multitudes of smaller pitches using specialised artificial turf. Hockey, Soccer, Rugby, Cricket, Netball and many more take full advantage of using Artificial turf as it provides a consistent surface that is usable everyday, all day no matter the weather. It requires very low maintenance and no watering (in most cases). In South Africa, we are very passionate about all our sports and always strive for excellence at

both domestic and international levels.

To be competitive a school or club requires a consistent and true surface that can be used year round. It is essential for training as well as the competitive matches especially when we start to move into international sports. Synthetic Sport Surfaces is able to offer a turn-key solution starting with the design and engineering phase of the project to supply and installing the highest quality products using over two decades of experience to provide the end-users with a sports field that they are able to use year round that they and their community can be proud of for many years.

Head Office: 48 Lucullus St, Graceland Farm, East-Rural, Cape Town, South Africa 7570 Knysna Office: 5 Uil Street, Knysna, South Africa 6570 Stephen MacGregor (Cape Town): 021 987 1441 • Michael Merryweather (Cape Town/ National): 082 324 6204 • Dylan Merryweather (Garden Route/ National): 073 220 6095 • Lizette Merryweather (admin/ accounts): 082 419 7688 Fax: +27 (0)86 236 0499 • Email: info@synsport.co.za • Web: www.synsport.co.za

EDUCATION AND TRAINING

DEVELOPMENT OF THE LOCAL GOVERNMENT ORGANISING FRAMEWORK FOR OCCUPATIONS (OFO) CODE HANDBOOK Submitted by Local Government Sector Education and Trianing Authority (LGSETA).

ORIENTATION In terms of the South African Constitution, 1996, local, district and metropolitan municipalities are autonomous as far as their systems and organisational structures, including staff arrangements, are concerned. This led to a situation where occupational categories, job titles, job descriptions, and job specifications differ per category and type of municipality as well as per province in the country. In order to establish conformity and uniformity as far as the relationship between different job titles and occupations is concerned, it is imperative to register all job titles and occupations on an Organising Framework for Occupations (OFO) Code.

An OFO can be regarded as a coded occupational classification system.

It serves as key tool for identifying, reporting and monitoring skills demand and supply in the South African local government sector. The purpose of the OFO is to enable a broad discourse on labour market trends based on a common lexicon and classification of occupations. This discourse can only be meaningful if various employment trends and statistics are reported in accordance with a coded classification

36

Municipal Focus

system. Job titles alone cannot be utilised for this purpose due to the multitude of variations used by employers. Persons with the same job title in different workplaces can in fact represent completely different occupations.

In practical terms, an occupation is a set of jobs whose main tasks are characterised by a high degree of similarity across a range of different employment situations. However, the local government sector is struggling with the inconsistencies in the use of job titles across municipalities, provinces as well as other entities including

municipal owned entities (MoE), local government entities and private entities paying levies to the Local Government Sector Education and Training Authority (LGSETA). For this reason the Local Government Sector Education and Training Authority (LGSETA) has embarked on a process to review occupations and commissioned Enterprises University of Pretoria (Enterprises UP) to develop a new OFO Handbook for local government outlining all the relevant OFO Codes for the local government sector and indicate the job titles linked to the respective occupations. This included

EDUCATION AND TRAINING the mapping of OFO Codes to different OFO Code versions (i.e. 2013, 2015 and 2017) in order to establish alignment. The purpose of this article is to reflect on the methodology and main findings of this project.

PERSPECTIVES ON OFO CODING The International Labour Organisation (ILO) consolidated the various views and approaches and compiled the International Standard Classification of Occupations (ISCO). Statistics South Africa adapted this classification system for South Africa which resulted in the South African Standard Classification of Occupations (SASCO). The SASCO was used for the purpose of conducting the national census data and to track the changes in the occupational profile of South Africa’s workforce. During 2004, the Department of Labour (DoL) attempted to link skills demand and supply in the labour market, by using “occupations” as the common denominator for analysis.

SASCO has been proven to be a powerful information tool, but it did not provide the detail that was required for effective skills development planning and intervention endeavours.

The OFO is a skills-based coded classification system that captures all jobs in the form of occupations and provides a framework for the identification, articulation, reporting and monitoring of skills demand and supply in the South African labour market. The framework provides HRD professionals in local government with common terminology to define the numerous jobs and also to determine the demand and supply of skills required for these jobs.

The structure of the OFO The OFO has been constructed from the bottom up, first by analysing all jobs according to similarities in tasks and skills and then categorising similar jobs into occupational groupings. It then classify occupations into these occupational groupings at increasing levels of generality. The OFO is structured according to five orders of classification where each subsequent order of classification is derived from the former.

Each major group has a number of submajor groups. Each sub-major group in turn has a number of minor groups, which has a number of unit groups. Each unit group has a number of occupations related to it, wherein occupation-specific

Table 1:

Major group title descriptors

Code

Major Group Title

Major Group Title Descriptors

1

Managers

Managers plan, direct, coordinate and evaluate the overall activities of enterprises, government and other organizations, or of organisational units within them, and formulate and review their policies, laws, rules and regulations.

2

Professionals

Professionals increase the existing stock of knowledge, apply scientific or artistic concepts and theories, teach about the foregoing in a systematic manner, or engage in any combination of these activities

3

Technicians and Associate Professionals

Technicians and associate professionals perform mostly technical and related tasks connected with research and the application of scientific or artistic concepts and operational methods, and government or business regulations

4

Clerical Support Workers

Clerical support workers record, organise, store, compute and retrieve information related, and perform a number of clerical duties in connection with money-handling operations, travel arrangements, requests for information, and appointments.

5

Service and Sales Workers Service and sales workers provide personal and protective services related to travel, housekeeping, catering, personal care, or protection against fire and unlawful acts, or demonstrate and sell goods in wholesale or retail shops and similar establishments, as well as at stalls and on markets

6

Skilled Agricultural, Forestry, Fishery, Craft and Related Trades Workers

7

Plant and Machine Operators and Assemblers

Elementary Occupations

Skilled agricultural, forestry, fishery craft and related trades workers apply specific knowledge and skills to construct and maintain buildings, form metal, erect metal structures, set machine tools, or make, fit, maintain and repair machinery, equipment or tools, carry out printing work produce or process foodstuffs, textiles, or wooden, metal and other articles, including handicraft goods and grow and harvest field or tree and shrub crops, breed, tend or hunt animals, produce a variety of animal husbandry products, cultivate, conserve and exploit forests and breed or catch fish.

Plant and machine operators and assemblers operate and monitor industrial and agricultural machinery and equipment on the spot or by remote control, drive and operate trains, motor vehicles and mobile machinery and equipment, or assemble products from component parts according to strict specifications and procedures.

The work mainly calls for experience with and an understanding of industrial and agricultural machinery and equipment as well as an ability to cope with machinepaced operations and to adapt to technological innovations.

Elementary occupations involve the performance of simple and routine tasks which may require the use of hand-held tools and considerable physical effort.

Municipal Focus

37

EDUCATION AND TRAINING titles, alternative titles and specialist titles are found. The five orders of classification are illustrated as building blocks in figure 1 below with each order being represented by a digit.

Figure 1: Hierarchy of OFO Codes The practical application of the structure of the OFO can best be described by analysing the actual code given to each occupation. Each code consists of six digits as shown in figure 2 below where the occupation of Automotive Motor Mechanic is used as an example.

The first digit of the OFO code reflects the Major Group of the occupation.

Major groups are the broadest level of the classification and are distinguished from each other on the basis of skill level and the broadest concept of skill specialisation. Major groups carry a broad description of the nature of the jobs related to the specific major group as well as an overview of the related tasks. The descriptors for each of the eight Major Groups are shown in table 1 below.

Occupational groups are arranged within each major group into Sub-Major Groups (2nd digit in the OFO code), Minor Groups (3rd digit) and Unit Groups (4th digit). This division into groups are done on the basis of characteristics of skills specialisation. There are 39 sub-major groups, 125 minor groups, and 440 unit groups, each containing a descriptor and tasks.

The last two digits in the OFO code reflects the occupation. Occupations are

Table 2:

not part of the actual structure, but has been listed as sub-divisions of the unit groups through a consultation process.

Occupations are distinguished from each other on the basis of uniqueness of the output, usually due to a specific application of skills and knowledge in a specific context. Occupations relates to a cluster of jobs which involve the performance of a common set of tasks.

There are 1 440 occupations, each containing a descriptor.

The starting point for developing and understanding the Organising Framework for Occupations is the identification of similar outputs. These ‘outputs’ are embedded in ‘job descriptions’ and not in job titles. An individual occupation on the OFO is identified by finding its appropriate code through an examination of: • its descriptor; • where it appears in the OFO (e.g. unit group, minor, sub-major and major groups); • tasks which are described at unit group level; • similarity in terms of knowledge base; and • alternate titles and specialisations linked to it.

Experience has shown that the main reason for mapping jobs to incorrect occupations or not finding a matching occupation, is that not all job titles are reflected on the framework as an occupation, alternative title or specialisation. It is therefore important to

interpret the appropriate match in terms of similarity of the criteria mentioned above.

THE SIGNIFICANCE OF OFO CODES FOR SKILLS PLANNING Skills development planning is critical to ensure that the data used to compile workplace skills plans and complete annual training reports is accurate, valid, reliable, consistent, and up-to-date.

Employers are therefore concerned with the way in which skills planning informs general organisational planning as well as how it could facilitate attracting the best talent for vacant positions. Given this context, the OFO adds significant value to skills development planning endeavours as well as in the execution of skills development initiatives in that it – • provides a common lexicon when referring to occupations; • captures jobs in the form of occupations; and • groups occupations into successively broader categories and hierarchical levels based on similarity of tasks, skills and knowledge.

At the heart of skills development planning is the data received by the respective SETAs from employers in the form of Workplace Skills Plans (WSPs).

In the case of the local government sector, the LGSETA utilises WSP data to analyse skills gaps (“top-up” skills) and occupational shortages (scarce skills) in combination with other data sets. If this data is not accurate it may lead to misguided skills development

Mapping between ISCO skill levels and ISCED 97

ISCO-08 Skill Level

ISCED-97 groups

4

6 - Second stage of tertiary education (leading to an advanced research qualification) 5a - First stage of tertiary education, 1st degree (medium duration)

3

5b - First stage of tertiary education (short or medium duration)

2

4 - Post-secondary, non-tertiary education 3 - Upper secondary level of education 2 - Lower secondary level of education

1

1 - Primary level of education

38

Municipal Focus

EDUCATION AND TRAINING priorities and ill-informed management decisions in the sector. It is thus of utmost importance that skills development and job-related data are recorded accurately against the appropriate OFO code.

Poorly captured jobs on the OFO may result in resources being allocated to inappropriate areas. In this respect the OFO directly aids skills by • providing information for Sector Skills Plans; • assisting with the identification of critical and scarce skills; • identifying common skills development needs; and • information utilisation by municipalities.

The OFO provides clear definitions and descriptions of jobs as well as the skills needed for an employee to perform optimally. This in turn informs the compilation of WSPs. The OFO further assists municipalities to communicate with each other in a common language during the rolling out of WSPs. Municipalities, especially those in rural areas, can then assist each other in the sharing of service providers for education and training programmes.

Skill level was applied in the determination of the OFO structure at the highest level only and the level of formal education defined in terms of the ISCED-97 is one of the measures used. In the cases where formal education and training requirements were used a part of the measurement of the skill level of an occupation, these requirements were defined in terms of the International Standard Classification of Education (ISCED). The mapping between the ISCO skill levels and the ISCED 97 is provided in Table 2.

Descriptions of the different skills levels provide clarity of the boundaries between the levels, namely: • Skill Level 1 - involve the performance of simple and routine physical or manual tasks, such as cleaning, digging, lifting and carrying materials by hand, sorting, storing or assembling goods by hand; • Skill Level 2 - involve the performance of tasks such as operating machinery and electronic equipment; driving vehicles; maintenance and repair of electrical and mechanical equipment; and manipulation, ordering and storage of information;

Table 3: Mapping of the skills levels to the OFO major groups MAJOR GROUPS

SKILLS LEVEL

1 – Managers, senior officials and legislators

3+4

2 – Professionals

4

3 – Technicians and associate professionals

3

4 – Clerks

2

5 – Service and sales workers

2

6 – Skilled agricultural, craft and related trade workers 7 – Plant & machine operators, and assemblers

2

8 – Elementary occupations

1

0 – Military occupations

1+4

•

Skill Level 3 - involve the performance of complex technical and practical tasks which require an extensive body of factual, technical and procedural knowledge in a specialised field; and • Skill Level 4 - involve the performance of tasks which require complex problem-solving and decision-making abilities based on an extensive body of theoretical and factual knowledge in a specialised field.

The OFO Major Groups and the four skills levels are mapped in table 3 below, indicating which skill level is applicable to the different major groups.

It is important to note the formal education and training requirements are only one component of the measurement of skill level and should be seen as indicative only. The most important determinant of skill level is the nature of the tasks performed in a particular occupation in relation to the characteristic tasks defined for each skill level. It is not necessary for individuals to hold qualifications at a particular level in order for their jobs to be classified at a particular ISCO skill level.

APPROACH TO DEVELOP THE OFO HANDBOOK Following a robust literature review to cover the theoretical and technical elements of the handbook, a major tasks was to compile a comprehensive list of job titles and to align it to the OFO. The steps followed to accomplish this were as follows: •Step 1: Invite all SDFs to submit data: The data included a list of job titles as well as job descriptions. The job descriptions

2

were important as they describe what individuals in a particular post do. Since the OFO is classified based on activities, these represent the means by which they were mapped. The total sample of participating municipalities represented: • 45 local, district and metropolitan municipalities; • 16 315 Job Titles; and • 7 132 Job Descriptions and Profiles.

• Step 2: Compile a first draft of mapping: The first draft of mapping the job titles to the OFO resulted in a draft table linking job titles to OFO codes. Where the researchers were uncertain of the OFO code mapped, the job titles were marked accordingly.

• Step 3: Validation: Validation of the table of job titles linked to OFO codes was done by means of a validation workshop as well as broad consultation with provincial offices. The workshop included key role-players such as LGSETA, SALGA, SAMWU, and IMATU as well as parties that could provide expert opinion on the matter.

Consultation sessions were conducted in all nine provinces and included presenting the handbook, presenting the electronic tool, and inviting comments.

• Step 4: Finalise the list and prepare handbook for submission: The last step was the finalisation of the Handbook and List based on input obtained from the consultative sessions and

Municipal Focus

39

EDUCATION AND TRAINING validation workshops.

KEY FINDINGS EMANATING FROM THE MAPPING PROCESS • Inconsistent interpretation of job titles: There were often common words that were used in job titles in different municipalities but with different interpretations of what the job actually entails. As a result, a direct match from the alphabetical Job Title List or online tool should be checked against the actual activities performed in the job to ensure a suitable OFO match. To mitigate potential confusion, notes are included in these areas where variations may occur. The notes graphically illustrate how the interpretation varies with suggestions on which code to use based on what the role in question actually does. For example, a ‘Customer Relations Officer’ can be classified as a ‘Communication Coordinator’ or ‘Enquiries Clerk’ (if the core activities are clerical in nature).

• Seniority and complexity usually do not affect the occupation: Jobs relating to an occupation should only be considered to be a different occupation if outputs are unique in nature (i.e. not only different levels of complexity of the same occupation). This means that a ‘Junior Engineer’ and a ‘Senior Engineer’ will be classified under the same OFO Code.

• OFO changes if the core activities change: The above point about seniority is valid until the activities undertaken as part of the role are amended. The output of the Senior Housing Officer, for example, includes the coordination of activities and oversight of staff as opposed to be purely clerical in nature.

Therefore, the OFO Code will change from ‘Enquiries Clerk’ to ‘Office Administrator’.

• Multiple roles in a single Job Title: Often job titles represent combined or merged roles, such as in the case of ‘Finance and Planning Manager’. There is an OFO code for ‘Finance Manager’ and one for ‘Policy and Planning Manager’. The key principle

40

Municipal Focus

that should be applied in such instances is to determine where the greater balance of focus is.

• Incorrect spelling: The spelling of words often differs from the spelling on the OFO. An example of this is the spelling of “Platelayer as one word, but on the OFO it is two words (i.e. ‘Plate Layer’), resorting under 2015- 651202: Welder.

• Use the smallest specific definer of the job (shortest word) in search specification: The focus of the job should be used to find the relevant occupation. Rather have three or four investigators to choose from, based on their descriptors.

• Reference to ‘Manager’ in job titles does not necessarily mean that the employee is a manager: Usually junior managers will be classified according to their technical function.

RECOMMENDED CHANGES TO THE OFO Based on the findings of the OFO Mapping exercise, the following job titles do not have a natural location in the current version of the OFO: a) Inspectors: A significant number of inspector-related job titles was submitted by the sector (e.g. Signage Inspector, Outdoor Advertising Inspector, Zoning Inspector). The OFO does cater for inspectorate functions to a large extend, but there are certain distinct gaps. These gaps relate especially to specific municipal functions where someone is required to inspect compliance against a specific by-law that is not catered for in the existing codes. b) Quality Systems Practitioner: Within the quality systems environment there is a gap at this job level.

Quality systems in this context refer to a formalised system that documents processes, procedure and responsibilities to ensure a consistent outcome. The most commonly known and used quality standards are the ISO standards.

The OFO does provide for Quality Systems Manager (2017-121908), but various quality practitioners in specific contexts complicate matters.

These contexts include water quality, training, computer, manufacturing,

and safety, health, environment and quality (SHEQ). It is proposed that LGSETA engage the Services SETA or the South African Society for Quality (SASQ) to determine the best approach to map Quality Systems Practitioners. c) IT Managers: In mapping the job titles to the OFO, a number of specialist IT managers were encountered where there is no obvious match on the OFO. Most significantly are ‘IT Forensic Manager’, ‘IT Security Manager’, and ‘Network Manager’. These jobs were mapped to 2017-133105 Information Technology Manager.

It is recommended that LGSETA engage with MICTSETA to determine whether there is a possibility to add the respective specialisations under the Information Technology Manager occupation. d) Plan Examiner: The plan examiner is responsible for inspecting plans submitted to the council from a compliance point of view. It is a role that requires significant technical knowledge on building codes. As such it is mapped to ‘2017-335913 Building Inspector’. However, the difference in technical responsibilities warrants investigation by the task team to see if an alternate occupation is required. e) Other occupations without an ideal match: A number of occupations were mapped, but no matches were suitable. Some of these occupations include ‘Public Prosecutor’, mapped to 2017-261101: Attorney (Alternate title: Prosecutor), and ‘Corporate Performance Manager’, mapped to 2015-121301: Policy and Planning Manager.

CONCLUDING REMARKS The OFO Handbook make a valuable contribution to standardisation in the local government sector as far as skills development planning and career development are concerned.

Municipalities have three options to use the outputs of the OFO Handbook to map municipal job titles namely the alphabetical list of job titles, the online OFO tool, or the OFO structural logic (inclusive of Handbook notes) to find the most appropriate place for a code.

WATER LOSS INSURANCE FOR MUNICIPALITIES Water Loss Insurance provides municipalities with a great solution for managing unintended underground water leaks at private homes, townhouses and complexes.

The Insurance provides cover to a consumer who may be surprised by a huge municipal water bill caused by a leak on their premises while the Municipality at the same time is assured of its income, thus avoiding disputes between the consumer and the municipality.

Visit us: www.lionofafrica.co.za or talk to your Broker

EKURHULENI 2018

II

SCENE AROUND

SCENE © GCIS

Child protection week

Minister Susan Shabangu closes Child Protection Week in Free State

Traditional dancers at the closing of Child Protection Week 2018 in Ladybrand, Free State

Premier Sisi Ntombela adresses the closing of Child Protection Week 2018

Children from Early Childhood Develoment centres attended the closing of Child Protection Week 2018

Children from Early Childhood Develoment centres attended the closing of Child Protection Week 2018 in Ladybrand, Free State

42

Municipal Focus

Empowering Municipalities to Empower Communities

Leaders in Local Government Business Intelligence &

www.lgbn. co.za

Volume 29

Leaders in Local Gov ernm

ent Busines s Intelligen ce &

OUR HERITA GE EMBRACIN G OU DIVERSE CU R RICH LTURES

Intellig ence & Insight s

MUNICIPAL AUDITS OUR REMEMBERING FALLEN HEROES

Volume 29

We are wholly black-owned and fully BBEE compliant.

Tel: 5080 I Fax: 086 575 1561 I www.uhurucom.co.za Tel:021 021003 7611279 | www.uhurucom.co.za

of LGBN

Busine ss

To learn more about us and our services, contact Desmond Sampson.

The officia l Publication

Volume 28

The publication helps municipalities to empower their communities with the latest news and developments.

gence & Business Intelli

in Local Govern ment

If you are looking for a communications partner to help empower your business, look no further than Uhuru.

Government Leaders in Local

Volume 28

Leader s

This magazine is widely read and reaches a database of 15,000 municipal and community leaders.

a www.lgbn.co.z

tion of LGBN The official Publica

& Insights

It also gives corporates and other interested parties insights into the workings of local municipalities; and our advertisers derive great benefits as their products and services are showcased to a captive audience.

ce Business Intelligen Governm ent Leaders in Local

For a number of years Uhuru has partnered with LGBN, producing their monthly magazine, Municipal Focus – from content to design, print and distribution; as well as the creation of the Municipal Focus website, electronic mailers and a monthly eMag.

design print publish

MUNICIPAL TE ELECTIONS UPDA

ATES DROUGHT UPD

FIGHTING CORRUPTIO N OUR WATE R More solutio WOES ns

MUNICIPAL ELECTIONS IEC progress on voter reg istration

SCENE AROUND

SCENE © GCIS

Fifth South Africa TB Conference

Deputy President David Mabuza with Dr Lucica Ditiu, Executive Director of the Stop TB Partnership

Deputy President David Mabuza open fifth South African TB Conference

Deputy President David Mabuza officially opening of the 5th South African (SA) TB Conference

Deputy President David Mabuza during a walk-about at the official opening of the 5th South African (SA) TB Conference

Deputy President David Mabuza dancing with the choir at the official opening of the 5th South African (SA) TB Conference

44

Municipal Focus

MUNICIPAL

NEWS K E E P I N G YO U U P -T O - D AT E W I T H T H E L AT E S T A N D M O S T R E L E VA N T N E W S I N S O U T H A F R I C A

Hermanus protesters apply for bail

Kimberley shut down

Municipalities fail to spend infrastructure grants Minister assists

distressed municipalities

MUNICIPAL

NEWS No whey! Dairy factory in Mossel Bay goes drought-friendly by extracting water from milk

Francis Carruthers Mayor Harry Levendal

A Nestle dairy factory in the Garden Route town of Mossel Bay has figured out a way to reduce its reliance on municipal water by extracting water from cow’s milk.

By using an evaporation process at a new waste water treatment plant on site, approximately 47 tankers of water will now be recovered from the milk every week.

The water is reused for various purposes within the facility.

Around 400 000 litres of fresh milk are dropped off at the plant every day to make powdered milk, evaporated milk, condensed milk and other dairy products.

The milk contains an average of 88% water.

The waste treatment plant follows in the footsteps of Nestle factories in Mexico, India and China that have fully implemented “Zero Water” technologies.

With the Western Cape and other parts of the country in the grips of a serious drought, Water and Sanitation Minister Gugile Nkwinti mentioned that he wanted to make the plant “a big story” with President Cyril Ramaphosa.

A visibly impressed Nkwinti inaugurated

46

Municipal Focus

Extracting water from milk

the plant on Tuesday.

“When I see him next week in Pretoria, the first thing I want to say to him is please go to Mossel Bay and see what is being done there,” he said at the launch on site.

“He is looking for these stories because we want to change South Africa for the better all the time.”

He said the organisation had positively responded to the drought with proactive measures, instead of reacting negatively.

Mossel Bay and surrounding areas suffered a serious drought between 2008 and 2010, which saw the region subsequently declared a disaster area.

Water restrictions, which have by now become a norm for residents of Cape Town and some Western Cape towns, had to be put in place.

As a result, Nestle started a project towards environmental sustainability and responsible water use.

In 2009, it looked at ways to reduce water usage. In 2010, the next phase was finding ways to reuse water, followed by the last phase of recycling water.

The project had resulted in a 65% reduction in water usage since 2009.

According to Nestle, the Mossel Bay site will continue to use municipal water for fire systems and a back-up water supply.

The factory, which was opened in 1958, operates around the clock.

Nkwinti was given a tour of the locally manufactured and installed waste water treatment plant on site, a few metres away from the main factory, by local employee Fred Huysen.

The whole process is not done by hand, but operates from a control room with a bird’s eye view of shiny machines.

Huysen explained that the milk is stored in a big tank under the plant, before being moved at the right temperature to a totally enclosed big blue tank, called the digester, for two days.

Minister Gugile Nkwinti

The 100 000l tank contains good bacteria.

“Milk contains milk solids and fat,” said Huysen. “The bacteria we use to break down the fat loves milk solids and protein.”

The bacteria creates by-products of gas and waste.

‘Nothing goes to waste anymore’ In the spirit of reusing and recycling, the methane gas is drawn out to make steam and power a boiler.

The waste is reused on farming land as a fertiliser.

After being “digested”, the waste water is filtrated to remove the brown colour and slight odour.

The plant uses micro-filters to remove particles, and reverse osmosis to remove dissolved solids.

Minerals then have to be put back into the 100% pure water before it can be re-used.

“So nothing goes to waste anymore, nothing goes to the municipality anymore as effluent to be treated at the waste water plant,” said Huysen, beaming with pride.

Mossel Bay Mayor Harry Levendal welcomed Nkwinti to the area and thanked his department for providing money a few years ago to build a desalination plant.

He pointed out that Nestle had received its milk from rural communities and negotiations were ongoing so the company could do its bit towards corporate social investment in these areas.

Nkwinti said it was very important to get more young people from townships employed and involved in such technological spaces because “this is their time”.

Municipal Focus

47

MUNICIPAL

NEWS 18 people charged over Hermanus protest to apply for bail A group of 18 people will apply for bail in the Hermanus Magistrate’s Court on Monday after being charged for crimes related to a protest earlier this month.

Zwelihle Renewal Committee member Theron Mqhu faces charges of robbery with aggravating circumstances, attempted murder and public violence.

The others face charges relating to public violence.

Man arrested in Hermanus after being found with police shotgun Mqhu’s charges are related to the brutal attack of a law enforcement official who was also robbed of his firearm. Attackers struck the officer on the head with an axe while he was in his police vehicle. The officer had to be hospitalised in critical condition at the time.

His lawyer previously told the court that Mqhu had actually been the one to ensure the firearm was returned safely,

48

Municipal Focus

after being taken by unknown protesters.

Protests flared up in March over land for backyarders after a group started pegging out plots on municipal land.

There were also complaints about alleged irregularities in government housing processes and the unequal expenditure of services between black and white residents.

Heavy police presence The protests subsided after some residents organised themselves into the Zwelihle Renewal Committee, to negotiate with the municipality and the Department of Human Settlements on behalf of the community for land for backyarders and others who have been battling to find affordable places to live.

Unrest calmed as the negotiations revealed that a private plot, Schulphoek, would be bought back from developers, and other municipal stands would be

made available.

Hermanus accused in the dock as community waits to meet with Cele News24 previously reported that it was understood protests flared up two weeks ago when a fence on the Sandbaai side of Zwelihle was removed, allegedly by some Zwelihle residents who felt they were blocked off from the rest of Hermanus.

Police Minister Bheki Cele recently returned to the area for a second time to respond to several grievances aired by a handful of residents, who alleged that police barged into their homes and assaulted them.

Cele asked for the Independent Police Investigative Directorate (IPID) to investigate allegations of police brutality in Zwelihle, and also said that the heavy police presence in the area would be withdrawn.

Cele, Mkhize, Hanekom broker truce in Kimberley, following protests A truce was brokered to end protests in Kimberley after a meeting on Tuesday between top ANC officials, including Police Minister Bheki Cele and disgruntled residents in the diamondmining Northern Cape town, ANC provincial secretary Deshi Ngxanga said.

He said the protests were raised in the ANC’s national executive committee (NEC) meeting on Monday and at the instruction of the party’s top six, headed

by President Cyril Ramaphosa, the three officials travelled to the Sol Plaatje municipality to get to the bottom of the issues.

“He (Ramaphosa) said the issues must be resolved, particularly in an amicable way, without confrontation,” said Ngxanga.

Cele was accompanied by Minister of Cooperative Governance and Traditional Affairs Zweli Mkhize and Minister of Tourism Derek Hanekom.

The officials went wearing “both hats” - as NEC members and government officials - so that they could deal with the issues raised from government and party perspectives.

The delegation also met the party’s provincial executive committee’s top officials, and then representatives of the disgruntled groups of people who have been protesting in suburbs around Kimberley, particularly in Galeshewe.

Mangaliso Matika removal Ngxanga said residents who spoke to them said they wanted the municipal manager, the chief financial officer and the mayor removed, and were angry over electricity tariffs the municipality had imposed.

However, the Northern Cape High Court dealt with the mayoral issue following an application by the Democratic Alliance (DA) and ordered that Executive Mayor Mangaliso Matika vacate his office with immediate effect.

Court orders removal of Sol Plaatje mayor following violent protests

Sol Plaatje Municipality Executive Mayor Mangaliso Matika has been ordered to vacate his office with immediate effect by the Northern Cape High Court on Tuesday.

The Democratic Alliance (DA) filed an application for an urgent interdict, in which it wanted the outcome of a special council meeting, where a motion of no confidence in Matika was passed last week Wednesday, to be upheld.

Northern Cape DA leader Andrew Louw said that the party’s legal counsel had finally reached an agreement with Matika’s lawyers.

“The interdict [application] was meant to be heard at 09:30, but because of the back and forth between the lawyers, Judge Cecile Williams could only make a decision at 15:00 today,” he told News24.

The matter will be finalised on August 22.

Who is fooling who?

On Tuesday morning, Kimberley residents took to the streets to demand Matika’s removal when he refused to vacate his office.

Two weeks ago, a peaceful protest to the

municipal buildings turned violent when Matika chose to address protesters from inside the building.

Numerous shops and government infrastructure were vandalised and looted during the protests.

Louw expressed his satisfaction with the Northern Cape High Court’s upholding of the interests of the community.

“We are very happy that the courts have confirmed what the community has been telling Matika and his cronies in the ANC for a long time - that it is time for him to return the Audi bought with the people’s money, to bring back the keys to the mayoral office and to hand over the mayoral chain so that the process of rebuilding the municipality can begin,” he said.

“It is truly tragic that the situation has deteriorated this far and that protests in Kimberley have kept children from school, residents from receiving much-needed government services and businesses from being able to operate.”

Matika was not immediately available for comment.

Municipal Focus

49

MUNICIPAL

NEWS Beaufort West Mayor set to face another noconfidence motion The Karoo Development Front’s Noel Constable says they’ll be tabling a motion of no confidence in the Beaufort West mayor and they’re confident that they’ll once again oust Japie van der Linde.

CAPE TOWN - The Beaufort West Municipality is once again headed into stormy waters.

The Karoo town’s council has been in and out of the courts recently after the breakdown of an alliance between the Democratic Alliance (DA) and the Karoo Development Front party.

The KDF joined forces with the opposition ANC earlier this year and pulled off a vote of no confidence in the DA mayor.

But he’s since been reinstated after the Western Cape High Court overturned the vote.

Now the KDF is planning to try again with a new motion of no confidence in mayor Japie van der Linde.

The Karoo Development Front’s Noel Constable says they’ll be tabling a motion of no confidence in the Beaufort

Japie van der Linde

West mayor and they’re confident that they’ll once again oust Japie van der Linde.

“We don’t have faith in the DA municipality. They are not in the majority.

We are currently six and Tankwa region is seven. We’re bringing his motion because of issues within the municipality.”

For his part, Van der Linde says he just wants to serve the citizens of the Karoo

town and accuses the opposition of playing for power.

“I’m sorry for our town because it’s not a matter to come serve the people. People come serve their pockets. That’s been happening the last four months and that’s going to happen again. They’ll steal until the town is under administration.”

The KDF says that the motion will be debated in council on 3 July.

No need for national Govt intervention in WC municipalities, says DA The DA says it’s untrue that the Western Cape provincial government is not doing enough to ensure stability in troubled municipalities.

CAPE TOWN - The Democratic Alliance (DA) says there’s no need for national government to intervene in any of the municipalities under its control in the Western Cape.

Four municipalities including George and Knysna, are currently in turmoil with the drama centering on the town’s mayors.

The African National Congress (ANC) wants the national government to

50

Municipal Focus

get involved.

The DA says it’s untrue that the Western Cape provincial government is not doing enough to ensure stability in troubled municipalities.

Local Government MEC Anton Bredell says despite the leadership challenges in some municipalities, reports from the Auditor-General and Statistics South Africa prove that councils in the province outperform those elsewhere in terms of service delivery and financial governance.

DA federal executive chairperson

James Selfe says the party has already investigated matters in some of the municipalities, while the Hawks are dealing with issues in George and Oudtshoorn.

“The ANC better remember that the bar is very high and that one cannot place a municipality under administration except going through the most rigorous process.”

Bredell says that the province has zero tolerance for corruption regardless of party politics and who’s in charge.

CoGTA Deputy Minister lament failure of some municipalities in spending their municipal infrastructure grants Deputy Minister Andries Nel says CoGTA is concerned by the failure of many municipalities to spend their Municipal Infrastructure Grants (MIG) which impacts directly on the poorest and most vulnerable citizens’ access to housing, water, sanitation and roads.

The Deputy Minister Nel has was addressing the SALGA Municipal Innovative Infrastructure Financing Conference. He applauded SALGA for taking the initiative of organising the conference.

He said last month his department held a Budget Vote for the Ministry of Cooperative Governance and Traditional Affairs and one of the key challenges highlighted was the lack of spending on municipal infrastructure.

“If South Africa is to raise the pace at which our economy grows and eliminate the legacies of apartheid, we must fix municipalities, in particular their ability to build and maintain infrastructure,” he said.

He said national government transfers more than R40 billion annually to municipalities to assist them fund infrastructure

Deputy Minister Andries Nel

investment however, this is not enough to meet the infrastructure requirements.

“So, municipalities must add to this pot of money by increasing the share of resources they generate on their own. I hope that this conference will help municipalities identify ways of sustainably raising finance

How the state of municipal Infrastructure impacts on drinking water

to invest in much needed new, and the refurbishment of existing, infrastructure,” he said.

Deputy Minister Nel said investment by municipalities in the building of new and maintenance of existing infrastructure can contribute to faster economic growth.

He said faster economic growth, on the other hand, will also make it relatively easier for municipalities to fund long-term investments that are required to improve infrastructure networks.

He said the conference provided an opportunity for the private sector and government, as well as other stakeholders, to exchange ideas on how we can work together to reform the current system of infrastructure funding.

“We hope that government, the private sector and other stakeholders can work together to reposition municipalities as co-drivers of economic development and growth,” Deputy Minister Nel said

Municipal Focus

51

MUNICIPAL

NEWS Dams half full, but too early to call for easing restrictions Water flows from the Berg River Dam on Wednesday 18 April 2018. (File, Screengrab from video supplied by DWS) Cape Town’s dam levels rose to 50.3% on Tuesday as streams and rivers swollen with rain from the weekend’s intense cold front, flowed into the storage dams.

There is now double the amount of water in the city’s supply dams than there was at this time last year, when the level stood at 25.1%.

The level will increase further this week with run-off and as the snow on mountain peaks in the catchment area begins to melt.

But despite the recent good rains that have seen the dam levels rise from a low of 20% in May, experts have warned that the City may be jumping the gun in wanting to reduce the level of water restrictions before the end of the rainy season.

The City’s announcement last week, that its updated water data meant that it could rule out a Day Zero in 2019, was welcomed. However, some water experts say there are still two unknowns: the first is what the rainfall will be like in July and August. The second is whether Capetonians will keep saving water as well as they have been once restrictions are eased and tariffs lowered, or will they revert back to the bad old ways of water wastage?

The national Department of Water and Sanitation calls the shots with regard to water allocation, both how much is allocated and to whom. It has said that it will not lift restrictions until the Cape supply dams are 85% full.

It will review the situation in October at the end of the “hydrological year” – the end of the Western Cape’s rainy season – unless dams reach 85% before October, in which case the department will drop restrictions.

Restrictions However, Cape Town Deputy Mayor

52

Municipal Focus

Berg River Dam

Ian Neilson is hoping to persuade the national government to go for a phased approach, and ease restrictions before reaching the 85% level.

Neilson argues that while there is still a need to have “adequate” water restrictions, there is no need to keep to the strict level B restrictions if more water is available.

“We need to have in-between steps and not just a ‘big bang’ and remove all restrictions. If we can go to a less restrictive system, we must do so. It also means a lower tariff,” Neilson said.

The new higher water tariffs kick in this month. The City is legally allowed to change water tariffs only once a year with the annual budget. However, different tariffs are linked to different levels of water restrictions: the stricter the restrictions, the higher the tariff. In this way, there can be different tariffs imposed within one financial year, depending on the level of water restrictions.

Neilson is seeking a meeting Water and Sanitation Minister Gugile Nkwinti to discuss the reduction of restrictions before October.

UCT academic Kevin Winter from the environmental and geographical department, said the next eight weeks

would be crucial for Cape Town’s water supplies.

“There are still a lot of unknowns ahead.

Obviously, we have been very lucky. To have a 6% rise in dam levels in a week is amazing, but we don’t know what July and August will be like.”

Winter said in 2006, when water restrictions had been relaxed, Capetonians had doubled the amount of water they used within 12 months.

“The big fear is are we going to ratchet up our consumption as we did in 2006?”

On the positive side, while the City had been in a “fair amount of chaos” at the start of the water crisis, it now had much better control over water demand, and had a world-class system of pressure management. This saved 62 million litres of water a day.

Winter welcomed the removal of Day Zero from 2019, and said it was bad for Cape Town’s reputation to have the symbol of Day Zero hanging over it.

“We had to get that monkey off our backs.”

Wits professor Bob Scholes of the Global Change and Sustainability Research Institute said the City’s decision that there would be no Day Zero in 2019 would have been fundamentally a technical one.

“It would not make a lot of sense to say there was going to be a Day Zero if the data showed that there wasn’t going to be one.”

Scholes said there was a possibility that the 85% dam level would not be reached this year, and it might be that water restrictions would be relaxed but not totally lifted.

He said the water crisis had been a strong learning curve for City officials, politicians and the public.

“But the question is, what is the retention time of that learning, and how long before we go back to our wicked ways?”

Scholes said.

Environmental teacher and activist Patrick Dowling said it was a relief that Cape Town did not have to be the first major city to have the taps turned off.

High water consumption ways Dowling believed the water crisis had brought home the message about the

value of water and how it was being wasted “even to the nonenvironmentally minded”.

“For instance, nurseries are no longer saying things like ‘special today - pansies’, but rather ‘have you got your mulch?’

And a lot of people who could afford it have invested in rainwater tanks and grey water systems.

“But I think the City is jumping the gun a bit regarding relaxing of restrictions. The dams filling up is something to be happy about, but in terms of the precautionary principle, it is a bit early to get overjoyous about it and talk about easing restrictions,” Dowling said.

While it was good to see the winter rainfall pattern changing back, the climate change predictions were that the rainfall in the western half of the Western Cape would decrease and temperatures increase.

“Never again will we be able to go back to

our old high water consumption ways. A lot of people have learned that they can live on far less,” Dowling said.

Asked to comment, Sputnik Ratau, spokesperson for the Department of Water and Sanitation, said the lifting or relaxing of the water restrictions would be decided by “the reality on the ground” in October.

He said if restrictions were eased now, it might “encourage people to let consumption patterns go haywire”.

“It is still early days and I’m not sure why they want to hurry it through. We will be in discussions with the City and make them understand why we need to make an assessment at the end of the hydrological cycle in October. At the moment, until the hydrological year comes to an end, restrictions remain as they are,” Ratau said.

Water flowing from Berg River Dam

Municipal Focus

53

MUNICIPAL

NEWS Drakenstein rated most financially healthy municipality in Western Cape Drakenstein Municipality has officially been rated the most financially healthy municipality in the Western Cape by National Treasury.

It shares the number one position of South Africa’s top 27 municipalities (with the largest budgets) with the City of uMhlathuze (Richards Bay).

This is according to the State of Local Government Finances and Financial Management as at 30 June 2017 report, released by Treasury earlier this month.

This report assesses the financial health of all municipalities in South Africa.

The results show that Drakenstein Municipality (covering Paarl, Wellington, Gouda, Hermon, Saron and Simondium) has excelled as a secondary city.

In the Western Cape – the topperforming province in South Africa and home to one metro and three secondary cities - Drakenstein Municipality was rated the Number One city, followed

by Stellenbosch Municipality in second

Western Cape, two local municipalities

place, and the City of Cape Town and

(Overstrand and Swartland) and four

George Municipality, jointly in third place.

district municipalities (West Coast,

Of the other 21 local municipalities and five district municipalities in the

Cape Winelands, Overberg and Eden) received the same rating as Drakenstein - on a local municipality and district municipality level.

Drakenstein Municipality for the 2016/17 financial year also received a fourth consecutive clean audit together with the City of uMhlathuze and 31 other municipalities in South Africa.

“We are incredibly proud of this accomplishment,” says Councillor Conrad Poole, executive mayor of Drakenstein.

“Not only is this perfectly in line with our vision of growing a city of excellence, but it also confirms that we are on the right track as we continue our pursuit of clean administration and governance in Drakenstein. It has certainly been a team effort.

City of uMhlathuze Final report achievement

54

Municipal Focus

Emfuleni a work in progress The Gauteng Provincial Government has established five work streams in an effort to support the Emfuleni Local Municipality as it is faced with challenges of service delivery and financial management.

“Section 139 of the Constitution gives the provincial executive of a province the authority to intervene when a municipality cannot or does not fulfill its executive obligations,” the Gauteng Provincial Government said in a statement on Monday.

Since November 2015 the provincial departments of Treasury and the Department of Cooperative Governance and Traditional Affairs (COGTA) have been working with the Emfuleni Local Municipality to put an action plan that will ensure that it meets its constitutional obligations.

“Section 154 of the Constitution enjoins national and provincial government to support and strengthen the capacity of municipalities to manage their own affairs and perform their functions in order to meet their constitutional obligations,” the Gauteng Provincial Government said.

The municipality is currently struggling

Potholes Emfuleni roads

cial government,” the provincial

work streams will focus on water and

government said.

storm water infrastructure; sanitation;

To address the challenges faced by the

management; roads, maintenance, resur-

has intervened.

facing and fleet managements; infrastruc-

“Provincial Executive Council decided to institute a comprehensive intervention plan in line with Section 139 in in order to

to deliver services to community members

ensure minimum standards of service de-

and has financial problems.

livery to communities and ensure financial

The current leadership of the municipality under Mayor Jacob Khawe has been working very hard, together with the

viability through a financial recovery plan,” the provincial government said.

Through this comprehensive interven-

provincial government departments to

tion, the provincial government will work

address various institutional and

with the current leadership of the munici-

financial issues.

pality to address service delivery minimum

“Despite these efforts, the financial position of Emfuleni Local Municipality is continuing to deteriorate to a point where

energy and electricity; cleaning and waste

municipality, the provincial government

requirements and financial challenges over the next six months.

The provincial intervention will be

ture as well as human settlement.

Enhanced revenue collection and engagements with Rand Water and Eskom to agree on debt repayment terms so that there is no disruption to the supply of water and electricity for communities.

“The Premier will convene monthly meetings with the Mayor, MECs and Members of the Mayoral Committee to review progress on the intervention with regard to service delivery improvements and financial recovery interventions.

“Once a week, the Premier and the Mayor will join the teams that are work-

the municipality is not able, alone, to guar-

structured into five work streams that will

antee the provision of minimum standard

focus on service delivery and enhancing

ing in communities to fix potholes and

of services to communities without an

revenue collection.

participate in the clean-up campaign,” the

intervention from the national and provin-

With regards to service delivery, the

provincial government said

Municipal Focus

55

MUNICIPAL

NEWS Finance Minister addresses SALGA Municipal Innovative Infrastructure Financing Conference

Finance minister Nhlanhla Nene

Minister of Finance Nhlanhla Nene says following the Auditor General’s negative municipal audit outcomes report on municipalities, government working together with CoGTA and SALGA will assist municipalities that are still struggling with their finances.

Minister Nene was delivering his keynote address during the convening of SALGA’s three-day Municipal Innovative Infrastructure Financing Conference held in Emperors Palace in Kempton Park, Johannesburg.

Minister Nene said how well a municipality invests and looks after its infrastructure, including roads, electricity, water, and other services, has a huge bearing on our quality of life.

56

Municipal Focus

“Since all economic activity takes place

municipalities to add to this pot of money

within the boundaries of a municipality,

by increasing their share of resources they

the quality of municipal infrastructure

generate on their own.

matters for the performance of our economy,” said Minister Nene.

He said if South Africa is to raise

“I hope that this conference will help municipalities identify ways of sustainably raising finance to invest in much needed

the pace at which our economy grows

new, and the refurbishment of existing,

and eliminate the legacies of apartheid,

infrastructure,” he said.

government must fix municipalities,

Minister Nene said investment by

in particular their ability to build and

municipalities in the building of new and

maintain infrastructure.

maintenance of existing infrastructure can

Minister Nene said National government transfers more than R40

contribute to faster economic growth.

“Faster economic growth, on the

billion annually to municipalities to assist

other hand, will also make it relatively

them fund infrastructure investment. He

easier for municipalities to fund long-term

said this is however not enough to meet

investments that are required to improve

the infrastructure requirements. He urged

infrastructure networks,” he said.

Further energy woes as only one top defaulting council gets energy grant Cape Town – Municipalities that owe Eskom millions for electricity are not only battling to pay back their debt, but are also missing out on a grant which would allow them access to funding for energy billing and green energy solutions.

Only one of the top 10 defaulting municipalities which owe Eskom millions for electricity is taking advantage of the assistance of the Energy Efficiency and Demand Side Management Grant, according to gazetted annexures with local government finance data.

According to an annexure in Volume 636 of the Government Gazette, titled Specific Purpose Allocations to Municipalities, only Govan Mbeki Local Municipality would get R6m in each of the financial years between 2018/19 and 2020/21.

The Municipal Infrastructure Support Agent is a fund allocation and management body which holds a variety of funds available to municipalities, many of which do not have the capacity to generate revenue needed to fund their operations.

The grants are conditional and can be used to fund a variety of functions. They are aimed at supporting poor councils and giving dysfunctional ones capacity.

The top 10 defaulting municipalities owe about R13bn to the power utility in total cover four provinces. Maluti A Phofung, Matjhabeng and Ngwathe local municipalities are in the Free State Province.

Emalahleni, Govan Mbeki, Lekwa and Thaba Chweu local municipalities are in Mpumalanga.

In May, Auditor General Kimi Makwetu announced that audit outcomes for municipalities have continued to regress, with irregular and fruitless and wasteful expenditure each ballooning more than 70% for the 2016/17 year.

Naledi and Ditsobotla local municipalities are in the North West Province, while Emfuleni Local Municipality is in Gauteng Province. Most municipalities also complained that electricity meters were outdated and that they did not have the funds to replace them with prepaid meters.

This is according to a municipalities which briefed Parliament’s Standing Committee on Public Accounts last week on their challenges in paying Eskom.

Municipalities have the right to apply for allocations from the Energy Efficiency and Demand Side Management Grant, but it is a conditional grant whose funds cannot be underspent or misspent.

In June, mayors, municipal managers and chief financial officers from these councils told Parliament that they struggled to pay because of dysfunctional revenue collection systems and a negative payment culture where some residents defraud or protest their way out of paying electricity bills.

Only 32 of the country’s 257 municipalities received money from the grant.

Even Cape Town Metropolitan Municipality (R10m) and EThekwini Metropolitan Municipality (R14m) got funding from the grant, despite metros’ capacity to generate their own revenue by the billions.

But it is not clear why others are not taking advantage of it.

The South African Local Government Association (Salga) has also conceded that that the grant has limitations in that most councils struggle to use it and other conditional grants for the development of bulk infrastructure.

“Although the Energy Efficiency and Demand Side Management Grant

provides funds for retrofitting existing infrastructure to become more energy efficient, municipalities have limited guidance on how other municipal capital grants may be used to invest in energy efficient infrastructure,” according to Salga’s handbook on efficient green energy solutions which could be funded by municipal grant. The handbook is titled Energy Efficiency and Renewable Energy in Existing Infrastructure Grants.

Salga head of energy policy Nhlanhla Ngidi told Fin24 on Wednesday that the grant was aimed at implementing energy efficiency and green solutions to the municipal infrastructure. He said it started when the country was going through power capacity challenges in 2008.

“This grant is not discriminatory; it’s for all municipalities in the country who want to reduce their use of energy in their facilities and also contribute in the reduction of carbon emissions as required in the national government energy efficiency and demand side management strategies,” Ngidi said.

Ngidi said it was a conditional because it was allocated in relation to a specific programme and nothing else. However, he said municipalities still have to apply for it.

He said in addition to the Energy Efficiency and Demand Side Management Grant, the interventions presented below are focused on equipment to ensure compatibility with the purpose of the capital infrastructure grants.

Operational changes are best funded through operational grants such as the equitable share, an unconditional grant provided to all municipalities, it said. The grant allocated R215m in 2018/19, R227m in 2019/20 and R239m in 2020/21.

Municipal Focus

57

MUNICIPAL

NEWS Government says YES to jobs for youth For many young people, getting a job without experience can prove to be tough. Many young people find themselves between a rock and a hard place: you need experience to get a job and a job to get experience.

It’s a dilemma faced by many people across the country, including graduates. But government wants to change this through the new Youth Employment Service (YES) launched recently by President Cyril Ramaphosa. It’s a first of several long term strategies aimed at addressing the country’s youth unemployment.

For 26 year-old Akani Mbondzisa of Mpumalanga, securing a year’s worth of work experience with the YES programme is a shot at getting employed and providing for his four-year old child.

Akani’s parents, a primary school general worker and a miner, worked hard to give their child a chance to a better life.

But a series of personal problems meant that Akani would not perform at his best at school and as a result, he battled with his grades and failed his matric. It was at this point where his future became uncertain as his dream of obtaining a matric certificate dwindled along with that of potentially securing a job in the future.

“I passed all the other Grades and when I got to Grade 12, I failed and then I said: I give up.”

It was at this stage that Akani’s parents sought to intervene and took him to an organisation called Good Work Foundation (GWF).

It’s a non-profit organisation which helps equip students who lack basic opportunities to become proficient in English and digital skills.

It was at GWF where Akani improved his English and obtained an Information Communication Technology certificate.

With few opportunities, Akani did odd jobs, including working as a volunteer at a homebased care centre, but nothing came out of it and 2017 remained grim for the youngster with few prospects of securing a proper job.

But, with determination and tenacity to find the right opportunities, Akani’s day

58

Municipal Focus

finally came, when he was chosen as part of the Top 20 students selected for the first cohort of the YES initiative.

The YES is a government initiative that was developed out of a partnership between business, labour and civil society to help young people gain access to employment opportunities. The initiative is led by the country’s president himself.

It seeks to wrestle with the 27.7% unemployment rate in the country by targeting the six million unemployed youth in the country and offer them a chance to become economically active through a year’s worth of paid work experience.

The idea is based on research which found that one year of work experience, coupled with a CV and a reference letter, increases by three times, a young person’s chances of finding employment.

Government seeks to do this by introducing a new Youth Employment Broad-Based Black Economic Empowerment recognition, which allows a business that meets YES targets and complies with registration criteria to move up a level on their current B-BBEE scorecard.

YES Chief Executive Officer Tashmia Ismail-Saville says the initiative particularly aims to create opportunities for those who lack the necessary skills required by companies for formal employment.

“YES aims to give that portion of our youth, which are largely overlooked by the country’s current employment models, a crucial first chance to gain a paid work experience of a decent quality. This significantly increases their chances of securing permanent employment after the one year,” he says.

In addition, the initiative aims to cut through the socio-economic challenges which stifle youth from accessing jobs such as apartheid spatial planning which often demands that young employees travel far to their places of work.

It does this by aiming to place young people closer to their jobs, ensuring that they save on exorbitant transport costs.

Although government is working

closely with the YES, it is envisaged that the private sector is where the majority of jobs would be created. Both small and big businesses will be critical for the success of the programme.

For businesses that need the labour but cannot afford to pay their employees, the initiative offers an opportunity for companies to form a social compact. One as the provider of skills and the other of resources.

This allows small businesses the opportunity to gain access to labour while transferring skills to the youth.

An example is a case of two organisations participating in the programme are Sabi Sands and Investec.

Sabi Sands will serve as the training arm of the social compact but the 20 students will receive their stipend from Investec’s payroll.

The stipend is expected to be set at the national minimum wage level of R3, 500 per month, and includes associated training and support which on average will bring the cost to R55, 000 per annum.

Companies employing black youth between the ages of 18 and 29 will qualify for the Employment Tax Incentive.

Furthermore, the YES initiative empowers young people to start and grow their own businesses, with support in the form of training, seed funding and valuechain integration.

Young people interested in joining the YES must be in the ages of between 18 and 34, be unemployed for more than six months and are black African, Coloured or Indian.

Government says it is through initiatives such as the YES programme that young people with difficult experiences like that of Akani can regain their confidence and gain access to work experience and possibly realise their dreams.

“This will change my life because I will have an opportunity to improve my CV and to get experience,” says Akani.

Businesses interested in the Yes programme can visit www.yes4youth. co.za to sign up for the youth job creation initiative.

Minister Mkhize calls for the turnaround of all distressed municipalities and to go back to basics The Minister of Cooperative Governance and Traditional Affairs (CoGTA), Dr Zweli Mkhize sounded a clarion call on 22 June 2018 to all dysfunctional and distressed municipalities, in Mangaung Metro Municipality. Minister Mkhize, Premier Sisi Ntombela, Deputy Minister Andries Nel and MEC Oupa Khoabane met with the leadership of some municipalities in the Free State Province.

The visit of the Minister was undertaken in the spirit of Section 154 of the constitution, Act 108 of 1996 which states that national government and provincial governments, by legislative and other measures, must support and strengthen the capacity of municipalities to manage their own affairs, to exercise their powers and to perform their functions.

Speaking with the councillors in Mangaung Metro Municipality Offices, Minister Mkhize indicated that the role of CoGTA is to play a supportive role in ensuring that there is service delivery as expected. “This oversight visit to the Free State Province is part of the ongoing programme by CoGTA geared to identifying municipalities with challenges and assist to come up with interventions that will ensure an effective and efficient functioning municipalities”, said Minister Mkhize.

The Minister urged councillors to make the municipalities the pride of their people when he met leaders of the nine municipalities. The councillors were urged to put aside political differences to ensure that the intervention programmes to support distressed and dysfunctional municipalities in the province becomes a resounding success as expected.

A key and important area is that municipalities should deliver basic services to the people such as the cutting of grass, refuse removal, provision of street lighting, water, sewerage systems and other services.

As part of the Back to Basics (B2B) programme and in the spirit of Thuma Mina, the visit is important as it’s success will set us on the path to the achievement

of the objectives we set ourselves in the National Development Plan (NDP).

The discussions that ensued looked at the following key focus areas – governance and administration, service delivery, infrastructure, financial management, poor revenue collection, political instability and leadership. All this challenges have unfortunately led to a public outcry in South Africa about poor performance of some municipalities which continue not to do well.

Guided by the B2B programme aimed at building functional municipalities, the visit of the Minister was able to assist to identify and agree on critical and priority challenges. The Minister indicated that this challenges should be given an urgent attention, especially in the 9 critical municipalities.

All the engagements took place in the Mangaung Metro with the following municipalities: a) Mafube b) Masilonyana c) Maluti-A-Phofung d) Kopanong e) Letsemeng f) Mantsopa g) Nketoana h) Tokologo i) Mohokare After the engagements, Minister indicated that Free State municipalities can overcome current challenges if they are willing to play their part. However, this will require a swift change of attitude towards governance and financial management Minister Mkhize Informed municipalities as follows: I. The non-payment of municipal services continues to drive municipalities deeper into debt, as such councillors were urged to device plans that will encourage communities to pay.

II. Municipalities to develop and implement clear turn around plans – to fix their challenges.

III. Municipalities to submit reports to

CoGTA in four weeks from the date of the meeting and this will include all other municipalities in the province.

IV. Municipal grants should not be used to pay for anything else other than what they are meant to finance.

V. Municipalities were urged to pay their bulk accounts – Eskom and Water Boards.

VI. We should not tolerate corruption and the mismanagement of funds and there should be consequences for those found guilty.

VII. Our work should show that there is a difference in the services that we are delivering to our communities.

VIII. Municipalities to fill their key positions in 3 months and this should be people who are well qualified to perform as required.

Minister Mkhize reiterated that municipalities should function optimally and among other criteria, exhibit strong political and administrative leadership, have political stability, spend budgets as expected, have functional council and oversight structures, undertake regular report backs to communities, have low vacancy rates, a good rate of revenue collection.

The Minister urged Municipalities to change their attitudes to service delivery and ensure that the needs of communities are taken into consideration at all times. We need to do the basics and correct the way we approach service delivery guided by our plans aligned to the B2B programme.

In his concluding remarks the Minister said, “we are optimistic that you will commit to improving Free State municipalities as we don’t want to see a situation where municipalities are taken over or ultimately dissolved. “It’s your role to run municipalities, and you were elected for a reason”, said Minister.

The Minister committed to supporting municipalities that have resolved and are capable to change the adverse situation they find themselves in.

Municipal Focus

59

MUNICIPAL

NEWS No bailout for councils hit by VBS Bank collapse Mkhize

VBS-Mutual-Bank

South Africa’s government won’t bail out 13 municipalities that lost about R1.65bn they invested in VBS Mutual Bank before it collapsed in March, says Cooperative Governance and Traditional Affairs Minister Zweli Mkhize.

“All these monies were wiped out,” Mkhize said in an interview at Bloomberg’s Johannesburg offices on Friday. “What they have done is unacceptable and if that money is lost, it is actually lost to the fiscus and the communities that it was supposed to service.”

The Reserve Bank put VBS, one of South Africa’s smallest lenders, under administration in March after it was unable to repay money owed to municipalities.

VBS took in large short-term deposits and used them to make long-term loans. Local councils, most of which are struggling to maintain services, are prohibited from placing ratepayer money into mutual banks.

Mkhize said his department would conduct investigations with the Treasury

60

Municipal Focus

into the processes at these municipalities while waiting for the Reserve Bank’s report on the matter.

‘Culture of non-payment’ “They can’t charge anyone yet because they are waiting for the forensic report which will show who are the ones who need to be charged,” he said. “At the end of the day, someone is going to be caught.”

More than 60% of the country’s 257 municipalities are categorised as dysfunctional or close to dysfunctional, according to Mkhize’s ministry. Councils are battling to pay debt of R16bn to state power utility Eskom because they are owed about R138bn by residents, businesses and other state entities, he said.

“There is a culture of non-payment, where people just don’t pay for electricity,” Mkhize said. “It’s something that needs to be dealt with.”

While the cash-strapped Eskom has threatened to cut power supply to some

More than 60% of the country’s 257 municipalities are categorised as dysfunctional or close to dysfunctional, according to Mkhize’s ministry.

Councils are battling to pay debt of R16bn to state power utility Eskom because they are owed about R138bn by residents, businesses and other state entities, he said.. towns if they don’t settle their debt, the government won’t bail them out, Mkhize said.

These municipalities “are in a debt trap, which they can’t get out of on their own,” he said. “There has to be intervention. It’s going to come in the form of restructuring the debt and changing their capacity to collect revenue.

No guarantee municipalities will get VBS money back - SARB

Anoosh Rooplal

Cape Town - The Reserve Bank has committed to recover the monies of retail depositors of VBS Mutual Bank; however, the same cannot be said for municipal deposits, a committee has heard.

The Standing Committee on Finance on Wednesday held a briefing on progress made on VBS Mutual Bank, since it was placed under curatorship by the Reserve Bank in March due to a liquidity crisis.

Deputy Reserve Bank Governor Kuben Naidoo briefed the committee on the bank’s status.

“Curatorship is ongoing, we have every intention to continue with curatorship to try protect depositor interest.

“The level of confidence we have that the bank can be saved and is salvageable is lower than the day it started the curatorship,” he warned. “I am not saying zero, I’m not saying there’s no chance, we’ll continue to work in that direction.”

Naidoo previously told journalists at a briefing on the Bank Supervision Department annual report, that the situation at VBS Bank was worse than they thought.

The Reserve Bank also fined VBS R2.5m and suspended R2m for the year, for failure to comply with the Financial

Intelligence Centre Act. Naidoo explained that the Reserve Bank has not been able to put in place a mechanism to refund depositors of less than R50 000, because the Reserve Bank could not make an unsecured loan to VBS. “The SARB Act does not allow us to put money in without security. To date we cannot establish the veracity of assets (loans) to determine if there is adequate security to put money in,” Naidoo said.

He added that it should take between two and three weeks to put in place the mechanism to refund retail deposits.

Naidoo however said that the SARB cannot explicitly guarantee recovery of municipal deposits. “It is highly likely municipalities will lose a significant portion of the money deposited.”

He said the Reserve Bank is in

Kuben-Naidoo

discussion with National Treasury and the Department of Cooperative Governance and Traditional Affairs (CoGTA) on what can be done, ultimately this is an issue Treasury and CoGTA must deal with as the SARB cannot refund municipalities.

“In an optimistic scenario where we recover all loans, it could take seven to 10 years to recover money to pay depositors, a highly unlikely scenario.”

Municipal Focus

61

MUNICIPAL

NEWS What is the role of the municipal infrastructure support agent?

The Municipal Infrastructure Support Agent (MISA) was established as Government Component within the Ministry for Cooperative Governance and Traditional Affairs (CoGTA). It is a Schedule 3 entity regulated in terms of the Public Service Act, of 1994, as amended.

This initiative is an integral part of the Department of Cooperative Governance’s programme towards improving municipal infrastructure provisioning and maintenance for accelerated service delivery, in line with the objectives of Local Government Turnaround Strategy.

According to the Proclamation Notice No R29 MISA is mandated to: • Support municipalities to conduct effective infrastructure planning to achieve sustainable service delivery; • Support and assist municipalities with the implementation of infrastructure projects as determined by the municipal Integrated Development Plans (IDPs); • Support and assist municipalities

Implementation Services

62

Municipal Focus

with the operation and maintenance of municipal infrastructure; and • Build the capacity of municipalities to undertake effective planning, delivery, operations and management of municipal infrastructure MISA interventions are executed through the provision of technical capacity deployments (engineers, town planners, project managers, and other built environment fields) in various municipalities. The support is managed at provincial level with the assistance of Provincial Programme Managers, who are also responsible for stakeholder management and coordination. Going forward, the deployment of support will be managed at district-level, to ensure that the Cabinet resolution to prioritise some of the struggling districts is implemented.

The district-wide model will also assist in co-ordinating and managing other collaborative efforts from state institutions and private sector.

Whilst MISA’s core mandate is on building and providing technical capacity to municipalities, the reality is that most municipalities require a holistic intervention, to include issues of governance, infrastructure procurement and financial management. These realities are wellarticulated in the Back to Basics strategy document and pillar 2 becomes relevant for MISA.

THB/422801/1

GETTING TO THE HEART OF HOME OWNERSHIP For government employees, home ownership now has two great options.

The GEHS has partnered with SA Home Loans to enable more South Africans to own a place they can call ‘home’. We have two home finance options available exclusively to government employees: GEHS MORTGAGE LOAN:

This home loan package allows you to get a 100% bond on your new home, or you can switch your existing bond to get the special benefits that this package offers.

GEHS HOUSING ACCESS LOAN: If you’re wanting to buy or build on communal or family land with no title deeds, this will provide the finance to do so.

To find out more about these options and take a step closer to home ownership, call us now to speak to a friendly consultant who will guide you through the process.

0860 2 4 6 8 10

www.sahomeloans.com *Made possible through the GEHS as a result of a partnership between the DPSA, PIC, GEPF and SA Home Loans.

GEHS Government Employees Housing Scheme

SUBSCRIBE TO Leaders in Local Government Business Intelligence &

PLEASE TICK THE APPROPRIATE BOX (SOUTH AFRICA ONLY) Individual subscriptions of six (6) issues of Municipal Focus @ R205.00 per annum.

Bulk subscription rates are available upon request.

SEND SUBSCRIPTIONS TO – Attention: Viola Josephs Municipal Focus, PO Box 44292, Claremont 7735 Tel: 021 Tel: +277611297 21 003 5080 · Fax: 086 575 1561 Email: viola@uhurucom.co.za PAYMENT CAN BE MADE BY CHEQUE, PAYABLE TO: Uhuru Design Studio Pty Ltd Or Direct bank deposit to BANK: Standard Bank · BRANCH: Claremont BRANCH CODE: 025109 · ACCOUNT NAME: Uhuru Design Studio Pty Ltd ACCOUNT NUMBER: 332251187 · Reference NB: Please use your name as a reference (please print clearly). Fax a copy of the deposit slip to: 086 575 1561. send to viola@uhurucom.co.za

The official Publication of LGBN

www.lgbn.co.za

The official Publication of LGBN

Volume 20

www.lgbn.co.za

Volume 19

The official Publication of LGBN

Leaders in Local Government Business Intelligence &

Leaders in Local Government Business Intelligence &

www.lgbn.co.za

Volume 18

Leaders in Local Government Business Intelligence &

Leaders in Local Government Business Intelligence & Insights

Leaders in Local Government Business Intelligence & Insights

Leaders in Local Government Business Intelligence & Insights

MUNICIPALITIES

LOCAL GOVERNMENT SUMMIT BUSINESS NEEDS WELL-FUNCTIONING MUNICIPALITIES

Price: R50.00 I SSN 2074 - 7594

GAUTENG WATER CRISIS CAUSED BY PERFECT STORM

9 772074 759009

9 772074 759009

R1,9 BILLION MIXED RESIDENTIAL DEVELOPMENT

I SSN 2074 - 7594

PPP

MAJOR BOOST FOR COASTAL CITIES

Volume 18

OCEAN ECONOMY

Volume 19

Volume 20

9 772074 759009

LOCAL GOVERNMENT GETS R207 BILLION BUDGET

Price: R50.00

Price: R50.00 I SSN 2074 - 7594

ARE KEY TO TOURISM STRATEGY

BRT OFFERS PARTNERSHIP OPPORTUNITIES

ENERGY: SALGA AND ESKOM FORM PARTNERSHIP

Name Municipality / Company

Department

Address

City Telephone (

Code )

Email

CAPITEC BANK

WOMEN IN LOCAL GOVERNMENT

IMPROVING COMMUNITIES THROUGH FINANCIAL LIFE SKILLS

DRIVING GENDER TRANSFORMATION

CONTACTS

CONTACTS

Register as a member of LGBN at www.lgbn.co.za for more municipal contacts

COMPANY EASTERN CAPE

NAME

DESIGNATION

TELEPHONE

E-MAIL

Alfred Nzo District Municipality

Mr M Z Silinga

Municipal Manager

039 254 5009

gxashin@andm.gov.za

Amahlati Local Municipality

Mr Balisa King Socikwa

Municipal Manager

043 683 5000

bsocikwa@amahlati.gov.za

Amathole District Municipality

Mr Chris Magwangqana

Municipal Manager

043 783 2257

joelenel@amathole.gov.za

Baviaans Local Municipality

Mr Jama Vumazonke

Municipal Manager

044 923 1004

jama@baviaans.gov.za

Blue Crane Route Local Municipality

Mr Moppo Audrey Mene

Municipal Manager

042 243 1333

bcrm.munmanager@lgnet. org.za

Buffalo City Local Municipality

Andile Fani

Municipal Manager

043 705 2000

fania@buffalocity.gov.za

Cacadu District Municipality

Mr Ted Pillay

Municipal Manager

041 508 7115

tpillay@cacadu.co.za

Camdeboo Local Municipality

Mr Monde Gerald Langbooi

Municipal Manager

049 807 5700

Monde.Langbooi@lgnet. org.za

Chris Hani District Municipality

Mr Moppo Mene

Municipal Manager

045 808 4600

mmene@chrishanidm.gov.za

Elundini Local Municipality

Mr Khayalethu Gashi

Municipal Manager

045 932 8106

khayag@elundini.gov.za

Emalahleni Local Municipality

Mr Nkosinathi James Kwepile

Municipal Manager

013 690 6208

kwepilen@emalahleni.gov.za

Engcobo Local Municipality

Silumko Mahlasela

Municipal Manager

047 548 5601

xanax@engcobolm.org.za

Gariep Local Municipality

Mr Thembikosi Mawonga

Municipal Manager

051 653 1777

gariepmm@jgdm.gov.za

Great Kei Local Municipality

Mr VZ Mapukata

Municipal Manager

043 831 1028

zmapukata@greatkeilm. gov.za

Ikhwezi Local Municipality

Mr Thembani Gutas

Municipal Manager

049 836 0021

mm@ikwezimunicipality.co.za

Ikwanca Local Municipality

Mr Galliot Sigojo

Municipal Manager

045 967 0021

galliot.sigojo@gmail.com

Ingquza Hill Local Municipality

Mr Mluleki Fihlani

Municipal Manager

039 252 0131

mluleki.fihlani@lgnet.org.za

Intsika Yethu Local Municipality

Mr Zamxolo Shasha

Municipal Manager

047 874 0575

shashaz@intsikayethu.gov.za

Inxuba Yethemba Local Municipality

Mr Mzwandile Sydney Tantsi

Municipal Manager

048 801 5000

sonja@iym.gov.za

King Sabata Dalindyebo Local Municipality

Mr Zama Mnqanqeni

Municipal Manager

047 501 4238

ksd@ksd.org.za

Kouga Local Municipality

Mr Sidney Fadi

Municipal Manager

042 200 2200

jreed@kouga.gov.za

Kou-Kamma Local Municipality

Mr Sabelo Nkuhlu

Municipal Manager

042 288 7200

nkuhlus@koukamma.gov.za

Lukhanji Local Municipality

Mr Gideon Judeel (Acting)

Municipal Manager

048 807 2606

mantashek@yahoo.com

Makana Local Municipality

Dr Pravine Naidoo

Municipal Manager

046 603 6111

pravine@makana.gov.za

Maletswai Local Municipality

Mr Patrick Nonjola

Municipal Manager

051 633 2441

nonjolam@maletswai.gov.za

Matatiele Local Municipality

Dr Tshepang Nakin

Municipal Manager

039 737 3135

manager@matatiele.gov.za

Mbhashe Local Municipality

Ms J Nxumalo

Municipal Manager

047 489 5800

jabnxumalo@gmail.com

Mbizana Local Municipality

Mr Luvuyo Mahlaka

Municipal Manager

039 251 0230

mm@jgdm.gov.za

Mhlonto Local Municipality

Mr Sibongile Sotshongaye (Acting)

Municipal Manager

047 553 7000

sg648@yahoo.co.uk

Mnquma Local Municipality

Mr Sindile Tantsi

Municipal Manager

047 401 2400

fbooi@mnquma.gov.za

Ndlambe Local Municipality

Adv Rolly Dumezweni

Municipal Manager

046 624 1140

rdumezweni@ndlambe.gov.za

Nelson Mandela Bay Municipality

Mr Mpilo Mbambisa

Municipal Manager

041 506 3209

mm@mandelametro.gov.za

Municipal Focus

65

CONTACTS Ngqushwa Local Municipality

Ms V Mbelani

Municipal Manager

040 673 3095

vmbelani@ngqushwamun. co.za

Nkonkobe Local Municipality

Mr Khanyile Maneli

Municipal Manager

046 645 7451

bganyaza@nkonkobe.co.za

Ntabankulu Local Municipality

Mr Monde Sondba

Municipal Manager

039 258 0056

mondesondba@ ntabankululocalmunicipality. gov.za

Nxuba Local Municipality

Mr Siphiwo Caga

Municipal Manager

046 684 0034

cagasiphiwo@yahoo.com

Nyandeni Local Municipality

Mrs N Nomandela

Municipal Manager

047 555 5000

nomandela@nyandenilm. gov.za

O R Tambo District Municipality

Mr Tshaka Hlazo

Municipal Manager

047 501 7000

tshakahlazo@yahoo.com

Port St Johns Local Municipality

Mr Ncedile Jakuja

Municipal Manager

047 564 1207

fmshiywa@psjmunicipality. gov.za

Sakhisizwe Local Municipality

Mr Thembeni Samuel

Municipal Manager

047 877 5200

tsamuel@iafrica.com

Sunday’s River Valley Local Municipality

Mr Lonwabo Ngoqo

Municipal Manager

042 230 0077

lonwabon@srvm.gov.za

Tsolwana Local Municipality

Mr Similo Dayi

Municipal Manager

045 846 0033

similo.dayi@lgnet.org.za

Ukhahlamba District Municipality

Mr Zolile Williams

Municipal Manager

045 979 3006

zwilliams@jgdm.gov.za

Umzimvubu Local Municipality

Mr Thobela Gladstone

Municipal Manager

039 255 6000

tobela.nota@yahoo.com

Dihlabeng Local Municipality

Mr Thabiso Tsoaedi

Municipal Manager

058 303 5732

municipalmanager@ dihlabeng.co.za

Fezile Dabi District Municipality

Ms Lindi Molibeli

Municipal Manager

016 970 8607

lindim@feziledabi.gov.za

Kopanong Local Municipality

Ms Lebohang Moletsane

Municipal Manager

051 713 9203

lebo@kopanong.gov.za

Lejweleputswa District Municipality

Mme Nontsikelelo Aaron

Municipal Manager

057 391 8906

aaronn@lejwe.co.za

Letsemeng Local Municipality

Mr Itumeleng Pooe

Municipal Manager

053 205 9210

itumeleng@mweb.co.za

Mafube Local Municipality

Mr Isaac Radebe

Municipal Manager

058 813 9702

mm@mafube.gov.za

Maluti A Phofung Local Municipality

Mr Ratolo Stephen Kau

Municipal Manager

058 718 3762

kau@map.gov.za

Mangaung Local Municipality

Mr Sandile Joseph Msibi

Municipal Manager

051 405 8621

nthabiseng.matsoake@ mangaung.co.za

Mantsopa Local Municipality

Mr Selby Selepe

Municipal Manager

051 924 0654

selby@mantsopa.co.za

Masilonyana Local Municipality

Mr Sipho Mtakati

Municipal Manager

057 733 0106

mm@masilo.co.za

Metsimaholo Local Municipality

Mr Steve Molala

Municipal Manager

016 973 8313

stephen.molala@ metsimaholo.gov.za

Mohokare Local Municipality

Mr T C Panyani

Municipal Manager

051 673 9603

tpanyani@yahoo.com

Motheo District Municipality

Mr Henk Boshoff (Acting)

Municipal Manager

051 407 3363

sellor@motheo.co.za

Nala Local Municipality

Mr David Shongwe

Municipal Manager

056 514 9204

shongwe@nala.co.za

Naledi Local Municipality

Mr Modisenyane T. Segapo

Municipal Manager

053 928 2201

municipalmanager@naledi. local.gov.za

Ngwathe Local Municipality

Mr Norman Selai

Municipal Manager

056 811 2131

norman@ngwathe.co.za

Nketoana Local Municipality

Mr L Mokgatlhe

Municipal Manager

058 863 2811

limokgatlhe@nketoanafs. co.za

Phumelela Local Municipality

Mr Bruce William Kannemeyer

Municipal Manager

058 913 8300

mm@phumelela.gov.za

Setsoto Local Municipality

Mr Tshepiso Ramakarane

Municipal Manager

051 933 9302

tshepiso@setsoto.co.za

Thabo Mofutsanyane District Municipality

Mr Bennett Molotsi

Municipal Manager

058 718 1036

mm@thabomun.co.za

FREE STATE

66

Municipal Focus

Tswelopele Local Municipality

Mr Tshemedi Lucas Mkhwane

Municipal Manager

051 853 1111

skaza@tswelopele.org

Xhariep District Municipality

Mr Martin Kubeka

Municipal Manager

051 713 9300

martyr@xhariep.gov.za

City of Johannesburg Metropolitan Municipality

Mr Trevor Fowler

City Manager

011 407 7309

ntswakih@joburg.org.za

City of Tshwane Metropolitan Municipality

Mr Jason Ngobeni

City Manager

012 358 9999

citymanager@tshwane.gov.za

Ekurhuleni Metropolitan Municipality

Mr Khaya Ngema

City Manager

011 999 0765

khaya.ngema@ekurhuleni. gov.za

Emfuleni Local Municipality

Sam Shabalala

Municipal Manager

016 950 5102

shabalalas@emfuleni.gov.za

Kungwini Local Municipality

Mr Nava Pillay

Municipal Manager

013 933 6505

d.shongwe@metsweding.com

Lesedi Local Municipality

Ayanda Makhanya

Municipal Manager

016 340 4305

mm@lesedilm.co.za

Merafong City Local Municipality

Mr George Seitisho

Municipal Manager

018 788 9500

mmsecretary@merafong. gov.za

Midvaal Local Municipality

Albert De Klerk

Municipal Manager

016 360 7412

municipalmanager@midvaal. gov.za

Mogale City Local Municipality

Mr Dan Matshitiso

Municipal Manager

011 951 2013

mm@mogale.gov.za

Randfontein Local Municipality

Mr Mpho Mogale

Municipal Manager

011 411 0051

lana.olivier@randfontein. gov.za

Sedibeng District Municipality

Mr Yunus Chamda

Municipal Manager

016 450 3249

yunusc@sedibeng.gov.za

West Rand District Municipality

David Mokoena

Municipal Manager

011 411 5221

dmokoena@wrdm.gov.za

Westonaria Local Municipality

Thabo Ndlovu

Municipal Manager

011 278 3000

tndlovu@westonaria.gov.za

Abaqulusi Local Municipality

Mr Bonga Evert Ntanzi

Municipal Manager

034 982 2230

municipalmanager@ abaqulusi.gov.za

Amajuba District Municipality

Mr Linda Africa

Municipal Manager

034 329 7200

mpumes@amajuba.gov.za

City of uMhlathuze Local Municipality

Dr Nhlanhla J Sibeko

City Manager

035 907 5023

SibiyaFN@umhlathuze.gov.za

Dannhauser Local Municipality

Mr Bonginkosi Nkosi

Municipal Manager

034 621 2666

municipalmanager@ dannhauser.gov.za

Edumbe Local Municipality

Mr T V Mkhize

Municipal Manager

034 995 1650

edumbekz261@mweb.org.za

Emadlangeni Local Municipality

Mrs G N Ntshangase

Municipal Manager

034 331 3041

stephaniej@emadlangeni. gov.za

Emnambithi-Ladysmith Local Municipality

Mr Madoda P Khathide

Municipal Manager

036 637 2231

mm@ladysmith.co.za

Endumeni Local Municipality

Mr R Bijraj

Municipal Manager

034 212 2121

james@endumeni.gov.za

Ethekwini Metropolitan Municipality

Sibusiso Sithole

City Manager

031 311 2100

dovec@durban.gov.za

Ezinqoleni Local Municipality

Mr M Mabece

Municipal Manager

039 534 1582

ezinq@venturenet.co.za

Greater Kokstad Local Municipality

Mr Zamokuhle Mkhize

Municipal Manager

039 797 6601

nomzekelo.selani@kokstad. org.za

Harry Gwala District Municipality

Mr Nhlanhla Maxwell Mabaso

Municipal Manager

039 834 8700

mabasonm@sisonkedm. gov.za

Hibiscus Coast Local Municipality

Mr Maxwell Sihle Mbili

Municipal Manager

039 688 2000

mm@hcm.gov.za

Hlabisa Local Municipality

Ms NZ Ndlela (Acting)

Municipal Manager

035 838 8500

info@hlabisa.org.za

Ilembe District Municipality

Mr N G Khumalo (Acting)

Municipal Manager

032 437 9300

salora.pillay@ilembe.gov.za

GAUTENG

KWAZULU-NATAL

Municipal Focus

67

CONTACTS Imbambazane Local Municipality

Mr Mthetheleli Moses Ndlela

Municipal Manager

036 353 0693

moses.ndlela@lgnet.org

Impendle Local Municipality

Mr Sibusiso Mabaso

Municipal Manager

033 996 0771

impendle@futurenet.co.za

Indaka Local Municipality

Mr Sinatra Khumalo

Municipal Manager

034 261 1000

khedarik@indaka.gov.za

Ingwe Local Municipality

Mr N C Vezi

Municipal Manager

039 833 1038

mm@ingwemunicipality.co.za

Jozini Local Municipality

Mr S Dondo (Acting)

Municipal Manager

035 572 1292

sdondo@jozini.org.za

Kwa Sani Local Municipality

Ms N C James

Municipal Manager

033 702 1060

mm@kwasani.co.za

KwaDukuza Local Municipality

Mr Nhlanhla Mdakane

Municipal Manager

032 437 5003

municipalmanager@ kwadukuza.gov.za

Mandeni Local Municipality

Mr L Mapholoba

Municipal Manager

032 456 8200

ceo@mandeni.gov.za

Maphumulo Local Municipality

Mr Bheki Ngubane (Acting)

Municipal Manager

032 481 2047

bheki@maphumulo.gov.za

Mbonambi Local Municipality

Mr Khulumokwakhe Gamede

Municipal Manager

035 580 1421

gamedek@mbonambi.co.za

Mkhambathini Local Municipality

Mr Deven Pillay

Municipal Manager

031 785 9300

mkhambamune@telkomsa. net

Mpofana Local Municipality

Mr Muzi Madlala

Municipal Manager

033 263 1221

muzi.madlala@mpofana. gov,za

Msinga Local Municipality

Mr Fanosi Bethuel Sithole

Municipal Manager

033 493 0761

fanosi.sithole@lgent.org.za

Msunduzi Local Municipality

Mr Mxolisi Nkosi

Municipal Manager

033 392 3000

municipal.manager@ msunduzi.gov.za

Mthonjaneni Local Municipality

Mr R P Mnguni

Municipal Manager

035 450 2082

meltlc@mweb.co.za

Mtubatuba Local Municipality

Mr Siyabonga Ntuli

Municipal Manager

035 550 0069

ceo@mtbtlc.co.za

Ndwedwe Local Municipality

Ms Thembeka Cibane

Municipal Manager

032 532 5000

mm@ndwedwe.co.za

Newcastle Local Municipality

Mr Kebone Masange

Municipal Manager

034 328 7750

kmasange@newcastle.gov.za

Nkandla Local Municipality

Mr Sthembiso Mthembu

Municipal Manager

035 833 2000

smthembu@nkandla.gov.za

Nongoma Local Municipality

Bonga Ntanzi

Municipal Manager

035 831 7500

reception@nongoma.org.za

Nquthu Local Municipality

Mr Bonginkosi Paul Gumbi

Municipal Manager

034 271 6103

paul@nquthu.gov.za

Ntambanana Local Municipality

Mr Phiwamandla Raymond Mnguni

Municipal Manager

035 792 7093

raymondm@lgnet.org.za

Okhahlamba Local Municipality

Mr S D Sibande

Municipal Manager

036 448 8000

siza.sibande@okhahlamba. org

Richmond Local Municipality

Mr Sibusiso Sithole

Municipal Manager

033 212 2155

sibusiso.sithole@richmond. gov.za

The Big Five False Bay Local Municipality

Mr A M Dhlomo

Municipal Manager

035 562 0040

dhlomo@bigfivefalsebay. org.za

Ubuhlebezwe Local Municipality

Mr Gamakulu Sineke

Municipal Manager

039 834 7700

corporatem@ubuhlebezwe. org.za

Ugu District Municipality

Mr Luvuyo Mahlaka

Municipal Manager

039 688 5704

info@ugu.org.za

Ulundi Local Municipality

Princesss Buthelezi

Municipal Manager

035 874 5800

info@ulundi.co.za

Umdoni Local Municipality

Mr X S Luthuli

Municipal Manager

039 976 1202

mmoffice@umdoni.gov.za

Umgungundlovu District Municipality

Mr T L S Khuzwayo

Municipal Manager

033 897 6763

mm@umdm.gov.za

Umhlabuyalingana Local Municipality

Mr Sibusiso Bukhosini

Municipal Manager

035 592 0665

bukhosinis@ umhlabuyalingana.org.za

Umkhanyakude District Municipality

Mr Sbu Gwacela

Municipal Manager

035 573 8600

mmchunu@umkhanyakude. org.za

68

Municipal Focus

Umlalazi Local Municipality

Mr Thembinkosi Simon Mashabane

Municipal Manager

035 473 3342

mm@umlalazi.org.za

Umngeni Local Municipality

Dr M B Ngubane

Municipal Manager

035 239 9210

manager@umngeni.gov.za

Umshwati Local Municipality

Mr Vincent Cebekulu

Municipal Manager

033 502 0282

vcebekulu@umtshwati.org.za

Umtshezi Local Municipality

Ms Nonhlanhla Njoko

Municipal Manager

036 342 7800

umtshezimuni@intekom.co.za

Umuziwabantu Local Municipality

Mr S D Mbhele

Municipal Manager

039 433 1205

sazi@umuziwabantu.org.za

Umvoti Local Municipality

Mr B A Xulu

Municipal Manager

033 413 9100

mm@umvoti.gov.za

Umzimkhulu Local Municipality

Zweliphantsi Sikhosana

Municipal Manager

039 259 5000

zsikhona@umzimkhululm. gov.za

Umzinyathi District Municipality

Mr W J Mngomezulu

Municipal Manager

034 215 1500

mm@umzinyathi.gov.za

Uphongolo Local Municipality

Mr M N Mabaso

Municipal Manager

034 413 1223

mm@uphongolo.org.za

Uthungulu District Municipality

Mr Mandla Nkosi

Municipal Manager

035 799 2501

sceo@uthungulu.co.za

Vulamehlo Local Municipality

Mr Msizi Zulu

Municipal Manager

039 974 0450

msizi@venturenet.co.za

Zululand District Municipality

Mr Johan De Klerk

Municipal Manager

035 874 5503

mm@zululand.org.za

Aganang Local Municipality

Ramakuntwane Selepe

Municipal Manager

015 295 1415

rselepe@aganang.gov.za

Bela Bela Municipality

Sam Ngoetjana Bambo

Municipal Manager

014 736 8052

munmanager@belabela.co.za

Blouberg Local Municipality

Mr T M Kgoale

Municipal Manager

015 505 7120

kgoalep@blouberg.gov.za

Elias Motsoaledi Local Municipality

Mr W Phala

Municipal Manager

013 262 3056

wphala@emlm.gov.za

Fetakgomo Local Municipality

Motlanalo Lebepe

Municipal Manager

015 622 8000

lebepem@fetakgomo.gov.za

Greater Giyani Local Municipality

Gezani Isaac Masingi

Municipal Manager

015 811 5542

gezanim@greatergiyani.gov. za

Greater Letaba Local Municipality

Mr Tsakani Mashaba

Municipal Manager

015 309 9246

greaterletaba@greaterletaba. co.za

Greater Tubatse Local Municipality

Simon Malepeng

Municipal Manager

013 231 1000

simonm@tubatse.gov.za

Lepelle-Nkumpi Local Municipality

Mr Obakeng Mashiane

Municipal Manager

015 633 4500

obakeng.mashiane@lepellenkumpi.gov.za

Lephalale Local Municipality

Mr A S Naidoo

Municipal Manager

014 762 1409

bob.naidoo@lephalale.gov.za

Makhado Local Municipality

Mr I P Mutshinyali

Municipal Manager

015 519 3000

municipal.manager@ makhado.gov.za

Makhuduthamaga Local Municipality

Mr M E Moropa

Municipal Manager

013 265 8644

mogobadim@ makhuduthamaga.gov.za

Maruleng Local Municipality

Refilwe Jonath Ramothwala

Municipal Manager

015 793 2409

ramothwalar@maruleng. gov.za

Modimolle Local Municipality

Khupa Salthiel Lekala

Municipal Manager

014 718 2077

lekala@modimolle.gov.za

Mogalakwena Local Municipality

Willy Kekana

Municipal Manager

015 491 9604

kekanasw@mogalakwena. gov.za

Molemole Local Municipality

Mr David Nkoana

Municipal Manager

015 501 0243

nkoanad@molemole.gov.za

Mookgophang Local Municipality

Mr N P Magwala

Municipal Manager

014 743 6600

mephoka1@gmail.com

Musina Local Municipality

Mr Johnson Matshivha

Municipal Manager

015 534 6181

musinamm@limpopo.co.za

Mutale Local Municipality

Thiathu Godfrey Netshanze

Municipal Manager

015 967 9601/2

netshanzet@mutale.gov.za

Polokwane Local Municipality

Ms T C Mametja

Municipal Manager

015 290 2000

thibulek@polokwane.gov.za

Thabazimbi Local Municipality

Adv M E Ntsoane

Municipal Manager

014 777 1525

ntswetswele@thabazimbi. gov.za

LIMPOPO

Municipal Focus

69

CONTACTS Thulamela Local Municipality

Makondolele Helton Mathivha

Municipal Manager

015 962 7589

mathivhamh@thulamela. gov.za

Chief Albert Luthuli Municipality

Mr Vusimuzi Nelson Mpila

Municipal Manager

017 843 4000

mm@albertluthuli.gov.za

Dipaleseng Local Municipality

Mr D V Ngcobo

Municipal Manager

017 773 0055

ngcobov@dipaseleng.com

Dr JS Moroka Local Municipality

Mr N Busane

Municipal Manager

013 973 1101/1270

mahlangub@moroka.gov.za

Dr Pixley Ka Isaka Seme Local Municipality

Mr P B Malebye

Municipal Manager

017 734 6100

mayor@pixleykaseme.co.za

Ehlanzeni District Municipality

Adv Hugh Mbatha

Municipal Manager

013 759 8655

hmbatha@ledc.co.za

Emakhazeni Local Municipality

Mrs Thandi J Shoba

Municipal Manager

013 253 7628

shobat@emakhazenilm.co.za

Gert Sibande District Municipality

Mr C A Habile

Municipal Manager

017 801 7000

cahabile@gsibande.gov.za

Govan Mbeki Local Municipality

Mr F Mahlangu

Municipal Manager

017 620 6000

mm@govanmbeki.gov.za

Lekwa Local Municipality

Mr Linda Tshabalala

Municipal Manager

017 712 9600

jsindane@lekwalm.gov.za

Mbombela District Municipality

Mr David Shabangu

Municipal Manager

013 759 2004

Xolani.Mzobe@mbombela. gov.za

Msukaligwa Municipality

Mr Thami Dlamini

Municipal Manager

017 801 3504

tdlamini@msukaligwa.gov.za

Nkomazi Municipality

Mr M D Ngwenya

Municipal Manager

013 790 0245

nkzmun@mweb.co.za

Thaba Chweu Municipality

Mr Surprise Maebela (Acting)

Municipal Manager

013 237 7300

mokale@thabochweu.org.za

Thembisile Hani Municipality

Mr J S Sindane

Municipal Manager

013 986 9100

SindaneJ@thembisilehanilm. gov.za

Umjindi Local Municipality

Mr Patrick Msibi

Municipal Manager

013 712 8800

mm@umjindi.gov.za

Victor Khanye Local Municipality

Mr R M Maredi

Municipal Manager

013 665 6000

info@victorkhanyelm.gov.za

Bojanala Platinum District Municipality

Mr Innocent Sirovha

Municipal Manager

014 590 4502

innocents@bojanala.gov.za

City of Matlosana Local Municipality

Mr E T Motsemme

Municipal Manager

018 487 8009

dnkosi@klerksdorp.org

Ditsobotla Local Municipality

Mr M J Bhine

Municipal Manager

018 633 3880

moiloag24@gmail.com

Dr Kenneth Kaunda District Municipality

Ms Matlakala Irene Matthews

Municipal Manager

018 473 8016

matthewsm@kaundadistrict. gov.za

Dr Ruth Segomotsi Mompati District Municipality

Mr Zebo Tshetlho

Municipal Manager

053 928 1423

tshetlhoz@bophirima.co.za

Greater Taung Local Municipality

Mr Lepodisi Tong (Acting)

Municipal Manager

053 994 9418

mccordc@taunglm.co.za

Kagisano-Molopo Local Municipality

Mr A Khuduge

Municipal Manager

053 998 4455

khudugea@kagisanolm.co.za

Kgetleng River Local Municipality

Mr Sipho Ngwenya

Municipal Manager

014 543 2004

mm@kgetlengrivier.gov.za

Lekwa-Teemane Local Municipality

Mr Andrew Makuapane

Municipal Manager

053 441 2206

makuapanea@lekwateemane.co.za

Madibeng Local Municipality

Mr Monde Juta

Municipal Manager

012 318 9212

munman@madibeng.gov.za

Mahikeng Local Municipality

Mr Kgotso Rabanye

Municipal Manager

018 389 0212

munman@mafikeng.gov.za

Mamusa Local Municipality

Mr Ruben Gincane

Municipal Manager

053 963 1331

gincancer@mamusalm.gov.za

Moretele Local Municipality

Mr T S R Nkhumise

Municipal Manager

012 716 1301

roger.nkhumise@moretele. org.za

Moses Kotane Local Municipality

Ms Nono Dince

Municipal Manager

014 555 1307

municipalmanager@ moseskotane.gov.za

MPUMALANGA

NORTH WEST

70

Municipal Focus

Naledi Local Municipality

Mr Modisenyane Segapo

Municipal Manager

053 928 2201

segapod@gmail.com

Ratlou Local Municipality

Mr Glen Lekomanyane

Municipal Manager

018 330 7000

riaht@ratlou.gov.za

Rustenburg Local Municipality

Dr M K Mako

Municipal Manager

014 590 3551

munman@rustenburg.gov.za

Tlokwe Local Municipality

Mr Laws Mohlomi (Acting)

Municipal Manager

018 299 5003

joeym@tlokwe.co.za

Tswaing Local Municipality

Mr K S Mere

Municipal Manager

053 948 9413

dionmere@mweb.co.za

Ventersdorp Local Municipality

Mr Joel Makadi

Municipal Manager

018 264 8503

jmakade@ventersdorp.co.za

!Kheis Local Municipality

Mrs Teresa Scheepers

Municipal Manager

054 833 9500

teresascheepers@vodamail. co.za

//Khara Hais Local Municipality

Mr Daluxolo Ngxanga

Municipal Manager

054 338 7001

manager@kharahais.gov.za

Dikgatlong Local Municipality

Mr M H Robertson

Municipal Manager

053 531 0671

simone@dikgatlong.co.za

Emthanjeni Local Municipality

Mr Isak Visser

Municipal Manager

053 632 9100

visser@emthanjeni.co.za

Gamagara Local Municipality

Mr Clement Itumeleng

Municipal Manager

053 723 2261

mm@gamagara.co.za

Ga-segonyana Local Municipality

Mr Edward Ntefang

Municipal Manager

053 712 9418

eddie.ntefang@gmail.com

Hantam Local Municipality

Mr Charl du Plessis

Municipal Manager

027 341 8500

municipalmanager@hantam. gov.za

Joe Morolong Local Municipality

Mr Tshepo Bloom

Municipal Manager

053 773 9300

bloomt@joemorolong.gov.za

Kai !Garib Local Municipality

Mr J G Lategan

Municipal Manager

054 431 6328

mm@kaigarib.gov.za

Kamiesberg Local Municipality

Mr Joseph Cloete

Municipal Manager

027 652 8011

mm@kamiesberg.co.za

Kareeberg Local Municipality

Mr W de Bruin

Municipal Manager

053 382 3012

kareeberg@xsinet.co.za

Karoo Hoogland Local Municipality

Mr M K Botha

Municipal Manager

053 391 3063

karooadmin@telkomsa.net

Kgatelopele Local Municipality

Mr Gilbert Lategan

Municipal Manager

053 384 8600

municipalmanager@ kgatelopele.gov.za

Khai Ma Local Municipality

Mr Edward Cloete

Municipal Manager

054 933 1000

boet@khaima.gov.za

Magareng Local Municipality

Mr Tebogo Leeuw

Municipal Manager

053 497 3111

mm@magareng.gov.za

Mier Local Municipality

Mr M Makibi (Acting)

Municipal Manager

054 531 0019

miermun@lantic.net

Nama Khoi Local Municipality

Mr Aubrey Baartman

Municipal Manager

027 718 8121

springbok@namakhoi.org.za

Namakwa District Municipality

Ms Madeleinne Brandt

Municipal Manager

027 712 8000

info@namakwa-dm.gov.za

Phokwane Local Municipality

Mr Moeketsi Dichaba

Municipal Manager

053 474 9703

dichaba@phokwane.gov.za

Renosterberg Local Municipality

Mr G Nieuwenhuizen

Municipal Manager

053 663 0041

gladwin@thecricket.co.za

Richtersveld Local Municipality

Mrs D Farmer

Municipal Manager

027 851 1111

dalene@richtersveld.gov.za

Siyancuma Local Municipality

Mr H F Nel

Municipal Manager

053 298 1810

douglas@siyancuma.gov.za

Siyathemba Local Municipality

Mr HEE Nieuwenhuizen (Acting)

Municipal Manager

053 353 5300

mmsec@siyathemba.gov.za

Sol Plaatje Local Municipality

Mr Goolam Akharwaray

Municipal Manager

053 830 6911

goolam@solplaatje.org.za

Thembelihle Local Municipality

Mr Mpho Mogale

Municipal Manager

053 203 0005

mmogale@ thembelihlemunicipality.gov.za

Tsantsabane Local Municipality

Mr Gilbert Lategan (Acting)

Municipal Manager

053 313 7300

tsantsabane.mm@lgnet.org.za

Ubuntu Local Municipality

Mr Martin Fillis

Municipal Manager

053 621 0026

mfillis@mweb.co.za

Umsobomvu Local Municipality

Mr Amos China Mpela

Municipal Manager

051 753 0777

mpela@umsobomvumun. co.za

ZF Mgcawu District Municipality

Mr E Ntoba

Municipal Manager

054 337 2800

admin@zfm-dm.gov.za

NORTHERN CAPE

Municipal Focus

71

CONTACTS WESTERN CAPE Beaufort West Local Municipality

Mr Jafta Booysen

Municipal Manager

023 414 8020

jaffie@beaufortwestmun. co.za

Bergrivier Local Municipality

Adv Hanlie Linde

Municipal Manager

022 913 6000

bergmun@telkomsa.net

Bitou Local Municipality

Mr Allen Paulse

Municipal Manager

044 501 3000

apaulse@plett.gov.za

Breede Valley Local Municipality

Mr Gerrit Matthyse

Municipal Manager

023 348 2600

mm@bvm.gov.za

Cape Agulhas Local Municipality

Mr Dean O’Neill

Municipal Manager

028 425 5500

info@capeagulhas.gov.za

Cederberg Local Municipality

Mr Ian Kenned

Municipal Manager

027 482 8000

iank@cederbergraad.co.za

Central Karoo District Municipality

Mr Stefanus Jooste

Municipal Manager

023 449 1000

manager@skdm.co.za

City of Cape Town Metropolitan Municipality

Mr Achmat Ebrahim

City Manager

021 400 1330

city.manager@capetown. gov.za

Drakenstein Local Municipality

Mr Johann Mettler

Municipal Manager

021 807 4500

ceo@drakenstein.gov.za

Eden District Municipality

Mr Godfrey Louw

Municipal Manager

044 803 1300

mm@edendm.co.za

George Local Municipality

Mr Trevor Botha

Municipal Manager

044 801 9111

mreception@george.org.za

Hessequa Local Municipality

Mr Johan Jacobs

Municipal Manager

028 713 8001

johan@hessequa.gov.za

Kannaland Local Municipality

Mr Morné Hoogbaard

Municipal Manager

028 551 1023

municipalmanager@ kannaland.co.za

Knysna Local Municipality

Ms Lauren Waring

Municipal Manager

044 302 6590

lwaring@knysna.gov.za

Laingsburg Local Municipality

Mr Predo Williams

Municipal Manager

023 551 1019

pawilliams@laingsburg.gov.za

Langeberg Local Municipality

Mr Soyisile Andreas Mokweni

Municipal Manager

023 615 8001

mm@langeberg.gov.za

Matzikama Local Municipality

Mr Mark Bolton

Municipal Manager

027 201 3301

cfo@matzikamamun.co.za

Mossel Bay Local Municipality

Dr Michelle Gratz

Municipal Manager

044 606 5000

admin@mosselbay.gov.za

Oudtshoom Local Municipality

Mr Ronnie-Peter Lottering (Acting)

Municipal Manager

044 203 3106

rowayda@oudtmun.gov.za

Overberg District Municipality

Mr D P Beretti

Municipal Manager

028 425 1157

mm@odm.org.za

Overstrand Local Municipality

Mr Coenie Groenewald

Municipal Manager

028 313 8003

cgroenewald@overstrand. gov.za

Prince Albert Local Municipality

Mr Heinrich Mettler

Municipal Manager

023 541 1320

mettler@pamun.gov.za

Saldanha Bay Local Municipality

Mr L A Scheepers

Municipal Manager

022 701 7000

louis.scheepers@sbm.gov.za

Stellenbosch Local Municipality

Mrs Christa Liebenberg

Municipal Manager

021 808 8025

municipal.manager@ stellenbosch.gov.za

Swartland Local Municipality

Mr Joggie Scholtz

Municipal Manager

022 487 9400

mmanager@swartland.org.za

Swellendam Local Municipality

Mr C M Africa (Acting)

Municipal Manager

028 514 8500

info@swellenmun.co.za

Theewaterskloof Local Municipality

Mr Stan Wallace

Municipal Manager

028 214 7500

stanwa@twk.org.za

West Coast District Municipality

Mr Henry Prins

Municipal Manager

022 433 8410

hfprins@wcdm.co.za

Witzenberg Local Municipality

Mr David Nasson

Municipal Manager

023 316 1854

david@witzenberg.gov.za

72

Municipal Focus

The magazine for state-owned companies, entities and statutory bodies

Review SOE

The Power of Good News

e for s t ate - ow

ne d com p ani es, ent itie s

THE MAGAZ

INE FOR STATEOWNED COMPA

T RIBU TE

NIES, ENTITIE

TO OUR WOM IN SOUTH AF EN RIC A

S AND STATUT ORY BODIES

G EMOFOSTRRUGAGLETIN COM40MYEA RS 2016 VOLUME 14 |

RSA R25.00 (INCL.

VAT)

VOLUM E 15 | 2016

We are wholly black-owned and fully BBEE compliant.

Tel: 021 003 5080 I Fax: 086 575 1561 I www.uhurucom.co.za

SOE REVIEW

T he ma ga zin

STATUTORY BODIES

To learn more about us and our services, contact Desmond Sampson.

dies s t atu to r y b o enti ties an d

Vol 15 | 2016 www.soer eview .co.za

IES, ENTITIES AND

If you are looking for a communications partner to help empower your business, look no further than Uhuru.

co mp anie s,

NED COMPAN

It is stories such as these that make us proud to be South Africans. And, at Uhuru

We take each edition of this esteemed publication from concept to design to print and distribution. What’s more we have created an eMag and web blog and we spread the good news via Facebok, Twitter and Linkedin.

E FOR STATE-OW

Our highly skilled in-house writers and other contributors do not have to search too far to fill SOE Review with good news stories; stories reflecting a country that is moving forward in leaps and bounds and a government that is committed to eradicating the iniquities of our past.

Rev i ew Rev i ew ned e fo r s t ate - ow T h e ma ga z in

THE MAGAZIN

The good news stories are largely ignored.

we are proud to partner SOE Review in this endeavour.

SOE REVIEW

Mainstream media more often than not reports on events in a way that depicts our country as a failed state with corrupt government departments and officials.

Vol 14 | 2016 .co.za www.so ereview

design print publish

RSA R25.00

(INCL . VAT)

and s t atu tor y

b o die s

JHB 61267

A great country starts with great municipalities To build a great country, you have to start with the communities and municipalities that form it. The Investec Balance Sheet Management team with our out of the ordinary approach, high-level expertise and competitive rates, will continue to partner with you in building better municipalities together, forming a great country as we do.

For more information, please contact Jeanine Polley on 011 286 4824 or email jeanine.polley@investec.co.za investec.com

Corporate & Institutional Banking The information is for informative purposes and not intended to constitute advice in any form. The information therefore has no regard to the specific investment objectives, financial situation or particular needs of any specific recipient. Investec Bank Limited accepts no liability whatsoever for any loss or damage of any kind arising out of the use of all or any part of this communication. Investec Corporate and Institutional Banking, a division of Investec Bank Limited.

Reg. No.1969/004763/06. An Authorised Financial Services Provider. A registered credit provider registration number NCRCP9. A member of the Investec Group.