South African Municipal Magazine
Leaders in Local Government Business Intelligence &
Leaders in Local Government Business Intelligence & Insights
27 OCTOBER 2021
LOCAL GOVERNMENT CLLR MG MHLONGO MAYOR OF THE CITY OF UMHLATHUZE ELECTIONS SMART DELIVERY... CLEAN AUDIT
Prepaid sub-meters significantly lower municipal risk
n a downturn economy the struggle for municipalities to collect on utilities increases significantly. With municipalities like Ekurhuleni saying that illegal and bypassed electrical connections costing R1.2 billion just last year, finding a solution to utility management has become critical. Fortunately reputable prepaid utility sub-meter providers can help with at least a part of the municipal customer base: formal and backyard rentals - thereby reducing the drain on municipal resources and help ensure they are able to honour their commitments to Eskom.
sumption empowers tenants to change their usage habits and better manage their utility budgets. Also, prepaid means they never find themselves with an electricity bill that they cannot afford that could potentially bankrupt them and force them to take desperate measures like absconding. Prepaid sub-meters lower the chance of disputes arising making for a much better tenant / landlord relationship and, more importantly, ensuring that landlords are paid so they can then pay their municipality, which in turn can honour their Eskom commitments.
According to a report for the World Bank, more than 13% of urban households in South Africa reside in backyard struc- Illegal Connections tures and that number is set to climb as more people flock An unfortunate reality is that some landlords avoid paying the municipalities by illegal connections, essentially by byto the cities looking for work. Many property owners rely passing the main meter. The only way to police on these informal rentals as their primary source this is with monitoring purchasing patterns of income. However, managing and collect“Traditionally, combined with a regular meter inspection ing utility payments from tenants, whether landlords either cycle. formal or informal, is an ongoing risk for divide the total bill In exceptional cases the main municproperty owners. by the number of ipal meter is replaced with a prepaid tenants or use meters to sub-meter, either in error, or as an at“Traditionally, landlords either divide measure consumption tempt to defraud the Landlord and Muthe total bill by the number of tenants and then bill their nicipality. or use meters to measure consumption tenants once a and then bill their tenants once a month. month. Fortunately, reputable sub-meter providers This can result in disputes and tenants withhold the answer. holding payment, or more frequently, tenants absconding without paying their bills. This can put landlords under pressure since they are still liable for mu- “Working with signed NDAs in place, Citiq Prepaid has alnicipal payment but may themselves no longer be in a posi- ready helped a number of municipalities track and trace tion to do so. Landlords unable to pay their municipal bill in fraudulent activities. We are able to assist with a full transturn puts the Municipality under pressure,” explains Michael action history for suspect meters, masked bank account information and even ad-hoc investigations. We also asFranze, Citiq Prepaid Managing Director. sist with full disclosure in criminal prosecutions. In short, The benefits that landlords get using prepaid sub-meters installing a Citiq Prepaid sub-meter is the stupidest thing a extend to the municipality too. Prepaid sub-meters continue fraudster can do,” Franze comments. the chain of payment trust from tenants all the way to the Power and water remain scarce resources in South Africa Municipality and even Eskom. and protecting our fragile supply is in everyone’s interest. Prepaid sub-meters allow tenants to see exactly how much Prepaid sub-meters could very well be the elusive missing electricity they are using. This immediate feedback on con- link to achieving real resilience.
SOUTH AFRICA’S MOST TRUSTED PREPAID UTILITIES SOLUTION
087 55 111 11
LETTER FROM THE PUBLISHER
PUBLISHER'S NOTE Atlantis SEZ on page 20
resident Cyril Ramaphosa announced that the local government elections will take place on Wednesday, 27 October 2021, this being the sixth time under South Africa’s democratic dispensation that voters will elect leadership and public representatives at metropolitan, district and local level. In this edition we look at the IEC’s initiative to evaluate the impact of Covid-19 on conditions conducive for the holding of free and fair elections. In an all clear, the City of uMhlathuze was given a clean audit 2019/20, after just missing it the previous year after a consecutive five-year-run, and the Front Cover Feature boasts of the city’s service delivery excellence despite the challenges brought on by COVID-19. As we aim to improve coherence and impact of government service delivery
Nardine Nelson Publisher & CEO Kweda Media & Communications
and do away with the fragmented approach of ‘operating in silos’, Municipal Focus looks at the District Development Model(DDM) and the Municipal Infrastructure Support Agent (MISA's) role/mandate in providing technical support at district level. President Cyril Ramaphosa has committed to unlocking bottlenecks to fast track service delivery and by focusing on implementation at a district level, all three spheres of government can work together, with communities and stakeholders, to plan, budget and implement in unison. With the triple challenges of poverty, inequality and employment, our Youth Month focus showcases the socio-economic impact of SARAO in the Karoo, where their training interventions ensure that the youth are ably equipped, and greater educational benefits accrue to the
local communities. We also celebrate the achievements of the Harry Gwala DM that improved their matric pass rate and produced Thembelihle Tsengane (18), who ranked 2nd on the National Best Performers List and was among the top performers in the KZN Province. May, being Museum Month, we look at two of our iconic cultural attractions that are home to our history and legacies: IZIKO Museums & the Nelson Mandela Museum. Not only are they amazing attractions that warrant visitors from around the world but they play an integral role in preserving the history of our society. Museum exhibits tell us stories about how our nation, our communities and our cultures came to be and without them, those stories could be forgotten, indeed they are precious. This year has seen some relief as we geared towards level 1 COVID-19, but the battle it seems has not been won, we have communities, businesses and individuals reeling from the onslaught, and a new threat of the 3rd wave in some of our provinces. Our compassion and humanity in all our personal and business relations is required for our nation to get through this together. Enjoy the read and keep safe.
District Development Model on page 8
Together, we can build a capable, ethical & developmental South Africa.
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Assisting Local Government and Municipalities to strengthen their Procurement & Supply Chains and help deliver better services to communities. Now is the time.
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Leaders in Local Government Business Intelligence &
12 City of uMhlathuze FEATURES
08 District Development Model 20 Atlantis SEZ 24 National Fund for Municipal Workers 26 The Meerkat Project 30 Iziko Museums 38 Buhle Waste
42 CSIR - Just Energy Transition 48 Local Government Elections FEATURES
54 LEDA Partners with VKB Milling 58 Local Economic Development (DESTEA) 60 Border-Kei Chamber of Business MUNICIPAL NEWS
62 Harry Gwala District Municipality 64 Richmond Local Municipality 66 Nelson Mandela Museum 68 West Rand Initiatives 72 Sekhukhune District Municipality
South African Municipal Magazine
Leaders in Local Government Business Intelligence &
Leaders in Local Government Business Intelligence & Insights
27 OCTOBER 2021
LOCAL GOVERNMENT ELECTIONS
CLLR MG MHLONGO MAYOR OF THE CITY OF UMHLATHUZE SMART DELIVERY... CLEAN AUDIT Volume 52
PUBLISHING EDITOR Nardine Nelson email@example.com +27 82 739 3932
ON THE COVER CLLR MG MHLONGO MAYOR OF THE CITY OF UMHLATHUZE
DISTRIBUTION GCIS, National Assembly, NCOP, National & Provincial Departments, Municipalities: Mayors, Managers, Heads
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IN-HOUSE SECURITY SERVICE PROVIDERS
THE PRIMARY OBJECTIVE OF PSiRA IS TO REGULATE THE PRIVATE SECURITY INDUSTRY
rom March 2020, South Africa’s economy came to a standstill due to the Corona Virus pandemic. This shift from the norm resulted in many industries shutting down according to the lockdown levels. The private security industry remained resilient with its own challenges of having clients closing their businesses for good. Job insecurity was at its highest among security officers and security businesses. These security providers were registered with the Private Security Industry Regulatory Authority (PSiRA). The function of PSiRA is to register security service providers. As part of this process, screening is required for all persons intending to enter the security industry for purposes of ensuring that persons with serious criminal convictions do not participate in the industry. The inspection of security providers, being security officers and businesses, is a very important function undertaken by PSiRA. This function determines the level of compliance with the law, and if non-compliance is detected consequences follow in the form of prosecution of the non-compliant security provider. In-house registration in respect of security providers has increased over the years.
For instance, many government departments, state owned entities and municipalities prefer to in-source security officers as opposed to contracting out to service providers to render security services. This form of on-boarding of security officers has been seen in parastatals such as the Passenger Rail Agency of South Africa (PRASA), Thulamela Municipality in Limpopo, City of Joburg Municipality in Gauteng, and eThekwini Municipality in KwaZulu-Natal, to name but a few. As the Authority, we require that in-house security providers must appoint a supervisor or manager who is trained, in possession of at least a Grade B certificate, and registered with PSiRA. All security officers employed by an in-house entity, department or company must be registered with PSiRA. Compliance within the private security industry is of paramount importance and an in-house government department, SOE or Municipality must ensure that security providers in their in-house space is in line with all legal prescripts. Inspections are conducted by PSiRA’s inspectors that robustly check for compliance. Annual Fees are required from security providers and these are paid by May.
It is paramount to check that every security officer is registered with PSiRA, Security Officers can be verified on the PSiRA App, which is available on Google Play and Apple Store. WWW.PSIRA.CO.ZA.
DISTRICT DEVELOPMENT MODEL
The District Development Model (DDM) aims to improve coherence and impact of government service delivery with focus on 44 Districts and 8 Metros around the country
DISTRICT DEVELOPMENT MODEL a new integrated planning model for Cooperative Governance to improve the face of local government
uring the 2019 Presidency Budget Speech, the Honourable President, Mr. Cyril Ramaphosa identified the “pattern of operating in silos" as a challenge which led to “lack of coherence in planning and implementation which has made monitoring and oversight of government's programmes difficult". The consequence has been non-optimal delivery of services and diminished impact on the triple challenges of poverty, inequality and employment. The President further called for the rolling out of “a new integrated district based approach to addressing our service delivery challenges and localised procurement and job creation, that promotes and supports local businesses, and that involves communities." The District Development Model (DDM) aims to improve coherence and impact of government service delivery with focus
on 44 Districts and 8 Metros around the country as development spaces that can be used as centres of service delivery and economic development, including job creation. Following the approval of the model by government structures, including Cabinet, the President then piloted it in 2019 in two Districts and one Metro namely; OR Tambo District for its rural element, Waterberg District for its mining element and eThekwini Metro which brings in an element of a metro. The District/Metro spaces offers the appropriate scale and arena for intergovernmental planning coordination. The 44 Districts and 8 Metros are developmental spaces (IGR Impact Zones) and strategic alignment platforms for all three spheres of government where the One Plan for each space guides and directs all strategic investments and projects for transparent accountability.
DISTRICT DEVELOPMENT MODEL The development and implementation of the One Plan(s) will be overseen by allocated DDM Political Champion(s) supported by Intergovernmental Technical Teams. Since the DDM was first piloted in 2019, three One Plans have been concluded as such; OR Tambo, Waterberg and eThekwini and implementation is currently underway.
The One Plan is an intergovernmental plan setting out a long-term strategic framework to guide investment and delivery in the 52 district and metropolitan space. All 52 plans will harmonise and create interrelated, interdependent development hubs supported by comprehensive detailed plans. In September 2020, the Minister of Cooperative Governance and Traditional Affairs, Dr Nkosazana Dlamini Zuma launched the Waterberg District Hub during her DDM working visit. District hubs are established to drive the formulation and the implementation of a ‘One Plan’ in each district or metropolitan space while ensuring that such hubs respond to the significant disparities across the 52 district/ metropolitan spaces. The DDM is anchored on the development of a single plan per district/ metro known as “One Plan”. This long term plan will be broken down into, and aligned, with each electoral term. It, in respect of the current term, confirms what is in existing plans, refines as necessary and identifies key strategic gaps/issues. It expresses IG agreement, alignment, and commitments and is therefore not a detailed development plan. It has been adopted
collectively by all three spheres of government and stakeholders as an IGR and social compact which emphasises shared understanding of the space, agreement on priorities, common vision, measurable outcomes, realistic targets and commitments. This plan is meant to be jointly developed and agreed to by all spheres of government. The development and approval of the One Plan involves a series of collaborative intergovernmental planning sessions reflecting on research, evidence and solutions for the 52 developmental spaces.
Following the successful launch of the DDM, the honourable President, Cyril Ramaphosa assigned Ministers and Deputy Ministers to different districts as District Champions whose role is: • To provide strategic guidance for the development and implementation of the One Plan. • To contribute towards the institutional stabilisation of the allocated district and the reprioritisation process that seeks to respond to urgent institutional and governance gaps, and urgent development priorities outlined in the specific district profile. • To facilitate the District wide adoption of the One Plan through the various Inter–Governmental Relations Structures (IGR), including its sign off and implementation. To work in collaboration with line Ministries and provide support to unblock and bring to the surface any
issues that may hinder progress in the implementation of the District Development Model. To collaborate with other champions and districts to maximise impact.
Municipal Infrastructure Support Agent (MISA), a component of the Department of Cooperative Governance whose mandate it is to render technical advice and support to municipalities so that they optimise municipal infrastructure provisioning, has a team of 222 technical staff including Engineers, Technicians, Planners and Young Graduates that are deployed to the priority districts to support the implementation of MISA’s mandate and the key projects. Therefore MISA’s approach on institutionalizing the DDM is providing the technical support (with the assistance of the 222 technical staff members) at district level. MISA enters into an MOU with a district municipality and signs an integrated technical support program with the district and all the local municipalities. Each of the priority districts has an engineer who coordinates all infrastructure interventions and programs by various stakeholders to ensure alignment with the district service delivery needs. MISA assists municipalities in these 4 key areas:
Review contract documents, SLAs and advise on suitable form of contracts Participate in SIPDM gates review Assess infrastructure that requires refurbishment 3. Implementation: Participate in progress and site meetings Review progress payments Assist with contract management Assist with quality and budget control and monitoring Assist in consolidation and review of monthly reports
4. Operation and Maintenance: Assess infrastructure that requires refurbishment MISA will measure the successful implementation of the DDM through stakeholders sharing the same vision towards developing the district; commitment and cooperation by all parties/stakeholders towards achieving the objectives to grow the district (resources); and adherence to the DDM principle of working in a cohesive manner.
1. Planning: Assist in the review/development of sector plans Assist in development of PMU, INEP, WSIG business plans/implementation plans Assist with project scoping report Review of technical reports for MIG funded projects Design development – review designs by the PSPs Review and development of O & M Plans 2. Procurement: Offer support in development of procurement plans Review tender documentation and specifications Carry out due diligence on evaluation processes
CITY OF uMHLATHUZE
CITY RECLAIMS ITS FORMER GLORY AND REMAINS ON TRACK WITH SERVICE DELIVERY TARGETS 12
A RECENT FEATHER IN THE CITY’S CAP IS ITS UNQUALIFIED AUDIT OPINION, ALSO REFERRED TO AS A CLEAN AUDIT.
EING invested heavily in good governance is a sure bet to reaping a good return on investment. Couple that with staying true to your mandate to stakeholders, both residents and business, you are bound to reap handsomely. That is exactly what The City of uMhlathuze can attest to about its four-and-a-half year term of office, marked by a string of impressive
accomplishments consistently. A recent feather in the city’s cap is its unqualified audit opinion, also referred to as a Clean Audit, during the 2019/20 financial year. The good news was presented before the Full Council by the Office of the Auditor-General (AG). The news of the Clean Audit was welcomed by an elated Mayor, Cllr Mduduzi Mhlongo, who ably leads the Financial Portfolio Committee, the Executive Council,
the Full Council, the Municipal Public Accounts Committee, the Audit Committee, the Finance Team, the Internal Audit and the Accounting Officer. “As the municipality, we are excited with the outcomes of the Audit for the 2019/20 financial year. For us, this is not an opportunity to be complacent but it is an opportunity to improve, and reverse some of the issues and recommendations raised in the report.
CITY OF uMHLATHUZE
In particular, the city was commended for its efficient leadership, oversight responsibility, sound policies on supply chain management, a functioning Audit Committee and proper record-keeping.
In particular, the city was commended for its efficient leadership, oversight responsibility, sound policies on supply chain management, a functioning Audit Committee and proper record-keeping. Infrastructure development in Umhlathuze
We want to make sure that we continue to be the best example of leadership in the country and (in) KZN in particular,” said the first citizen of the burgeoning coastal city. The show of faith in the prudent handling of the financial affairs by the city followed the unflattering news of the previous financial year, when it was flagged. What was a relief was that the AG said it was for an unwitting “misinterpretation” of a certain section of the legislation in discharging its duties.
management and stringent monitoring in compliance processes with all prescripts and legislation.
The AG found that during the period under review uMhlathuze did not engage in any fruitless, wasteful and unauthorised expenditure.
The AG underscored that during the audit, uMhlathuze was not found wanting on compliance with prescripts, and had provided reliable and credible performance information and a clear financial statement.
The recent accomplishment is in line with the city’s vision and tireless efforts in fulfilling its constitutional mandate.
Crucially, the AG gave all financial systems a clean bill of health.
On Cllr. Mhlongo’s watch, the city has seen several service delivery achievements and has provided
The recent accolade was a welcome return for the city to the golden years, characterised by five consecutive clean audit opinions. Cllr. Mhlongo said the city introspected on the previous audit outcome. “We were coming from a record of five consecutive years of clean audits and taken aback by the bizarre outcomes in the (past) financial year where we were castigated for doing what we thought is correct. We had to pull ourselves from that and put measures in place to ensure that we do everything according to book,” he said. The city was commended for its numerous progressive measures for the positive results. They include improvements in contract
Richards Bay Industrial Development Zone (RBIDZ)
effective basic services that have had a direct impact to the lives of its people and other stakeholders. At the centre of uMhlathuze’s economic success have been collaborations and partnerships with institutions such as the Department of Economic Development, Tourism and Environmental Affairs, COGTA, Richards Bay Industrial Development Zone (RIDZ) and Transnet. According to the Mayor, the city’s updated supply chain management (SCM) policy that is aimed at addressing the imbalances of the past is gradually benefitting local businesses. UMhlathuze cares for its youth because they are the future of the city and it has earmarked certain projects for the development of its young people. To that end and working with Transnet, uMhlathuze recently opened an SMME centre to assist small businesses with business opportunities and skills. “We have an SCM policy that responds to the advancement of previously underprivileged groups which sets
aside 40% of capital budget for women, 40% for the youth and 20% for disabled persons, and as part of supporting the SMMEs, we have established a one-stop-shop in the eMpangeni CBD with NYDA offices that covers the whole King Cetshwayo region, Zululand and some parts of uMkhanyakude districts,” he added. In partnership with SEDA, uMhlathuze is on course to establishing a fully-
fledged construction incubator at eSikhaleni, the biggest township in the city. It will facilitate skills development for the youth to seize opportunities in infrastructure development. The programme has begun to bear fruit already with 20 beneficiaries under the programme. A building will be unveiled this year. As a result of its deliberate attempt to open up opportunities for the youth and in keeping with the times, the municipality has been keeping tabs on the age index of its employees, which is becoming lower in relation to age. “It cannot be right to have a municipality that does not employ its youth, hence we have an MoU with the University of Zululand and Umfolozi TVET College to absorb artisans and graduates from these educational institutions,” says Cllr. Mhlongo. As part of its fourth industrial revolution drive, uMhlathuze is gearing towards becoming a Smart City through piloting technologicallyadvanced operations. In addition to the roll-out of free public wi-fi, which has reached even rural spaces, the city has embarked on a study regarding developing a City App to assist customers and citizens to access services remotely.
CITY OF uMHLATHUZE The city’s figures dwindled as a result of the incorporation of the new areas. Notwithstanding the challenges, it has managed to deliver on services while taking care of the public purse. Over the years, among its achievement is a 2 500 housing project in Ntambanana, where people now have a taste of freedom for the first time in their lives. The project is still on course with geotechnical studies and environmental impact assessments already completed.
Deputy Mayor: Cllr. K.D.Sibiya
As part of moving with the technological trends and keeping up with the needs and requirements of the fourth industrial revolution, our city has adopted a move towards being a Smart City through piloting technologically-advanced means of operations. We are currently investigating the establishment of a City App that will connect our customers and citizens with our services easily without them having to carry any costs of travelling to our offices. uMhlathuze works tirelessly to deliver basic services for its people while also ensuring there is socio-economic development in the area. As part of the City’s commitment to stabilise the power supply permanently, it approved a construction
We are also proud to be one of the few municipalities in the country to have installed a desalination plant that is able to supplement our system during crisis periods. project of a 132KV grid that will eliminate power interruptions. This will also ensure that the supply to old and new customers, including heavy industries, is not interrupted. Previously, uMhlathuze service connections such as water, refuse removal, electricity and tarred roads in the urban precinct sat between 80 and 95%, but after the 2016 local government elections it inherited three large wards that were previously not in its demarcation.
The advent of democracy and freedom in South Africa has brought about welcome and noticeable changes for the people. They are now far better off than they were during the oppressive and racially exclusionary apartheid era. UMhlathuze has been the driving force in improving the quality of life, delivering better services and bringing about noticeable changes in the landscape of the city. The city continues to be a beacon of hope for the people under very strenuous global economic conditions, which the city is not immune to, and the continued demand for services against the reversal of the inherited damage that ravaged the chain of life of black residents, and of late, the global pandemic. The triple challenge of poverty, unemployment and inequality remains our biggest enemy, but one that we will defeat if we all work together to grow South Africa, KZN and uMhlathuze. Despite all the accomplishments, we are mindful of basic service delivery shortfalls and all its causes, mainly the migration of people from other areas to seek better opportunities in our city, thus straining our systems. Human settlement patterns, mainly in semi-urban and rural areas, thus prompt the city to deliver services after the houses are built, instead of laying services first then top structures. Migration to the city by people in search of better opportunities,
Municipal Manager: Mr. Lulamile Mapholoba
continues to cause strain to our aged infrastructure, hence we have embarked on a trajectory of laying new underground water pipes to ensure adequate and constant supply. The people we serve can bear testimony to the speed with which we have accelerated basic service delivery to them in the past few years under serious constraints of a non-payment for services culture, illegal connections and ageing infrastructure, all of which we are earnestly overcoming. The outbreak of Covid-19 compounded the strain on the city’s resources. As a result of our concerted efforts, water connectivity is now sitting at 95%, the remainder being the Ntambanana wards. New infrastructure such as a 3 Megalitre reservoir and reticulation will be completed soon and some in the near future. We are also proud to be one of the few municipalities in the country to have installed a desalination plant that is able to supplement our system during crisis periods. The quality of desalinated water is as good as natural water. This is critical to the city as we also supply our industries with water for their production. We are now embarking on a pre-paid water meter system that will ensure that customers honour the municipal services timeously. Another ground-breaking initiative for uMhlathuze is exploring the possibility of recycling water and sending it to industrial customers. This will save volumes of clear water for future supply to our communities. To this end, the KwaZulu-Natal Treasury is facilitating a Public-Private Partnership to undertake this project. The bulk of the budget in all financial years goes towards securing electricity from the national supplier, Eskom, who then distributes to the customers. Some of the areas are supplied directly by Eskom. The industries are the major bulk customers and it is worth noting that uMhlathuze ensures at all times that they are powered up,
Speaker: S.G. Mkhize
The city has established itself as the economic hub of the northern coast of KwaZulu-Natal and is gradually moving towards being the second largest GDP contributor to the provincial economy.
knowing they need to be continuously productive to maintain the economy. Providing sanitation amounts to bringing dignity to human life. To date, the city is sitting at 79%. In the urban areas it is at 100% with waterborne sewerage and in other areas, we provide VIP units, some of which need to be changed in areas such as Ntambanana.
Our aim is to create and maintain an environment where business and investors will thrive, thus creating further opportunities and employment for our domestic, commercial and industrial residents. Our new supply chain management policy, aimed at addressing the imbalances of the past, is gradually benefitting local businesses. Part of further activating economic activities in the eSikhaleni precinct is the expansion of the main intersection, for which we have budgeted a further R30 million to ease traffic congestion during peak hours. This project was hit by the lockdown and suffered a major setback. Work has resumed now and contractors will move with speed to complete it.
Waste collection coverage is at 68% within the city and rural areas. In the outskirts, the waste skips system is utilised and EPWP workers are employed to assist in this area. The city has completed a waste transfer station in Ntambanana, where waste will be collected, separated, some recycled and the rest transported to the nearest refill site.
Despite the global economic decline that is also affecting our city, working with the Department of Economic Development, Tourism and Environmental Affairs and the RIDZ, plus the good working relationship with Transnet, the city has made a strong case to investors to consider uMhlathuze as their next investment destination. This has, and will continue to, yield positive and tangible results.
The city has established itself as the economic hub of the northern coast of KwaZulu-Natal and is gradually moving towards being the second largest GDP contributor to the provincial economy.
The establishment of The Ridge Estate overlooking the ocean and the deepest harbour on the African continent is in the pipeline and earthworks will begin later this year.
CITY OF uMHLATHUZE international best practice, has embarked on efforts that are aimed at improving efficiencies around the red tape to improve service delivery and doing business. The outbreak of COVID-19 has continued to send shockwaves around the globe. South Africa and uMhlathuze have not been spared of its ravages.
N2 highway upgrade between Mtunzini and Empangeni
This high-class estate will consist of an upmarket hotel and residential units. Coupled with the beach development precinct and the future plan to revamp the Tuzi Gazi Waterfront, the face and the landscape of uMhlathuze will change completely for the better. All environmental studies required have been completed successfully. The work will begin later this year. Underground infrastructure has been laid in eMpangeni opposite Qalakabusha Prison, where the city, together with the provincial and national governments, is building 10 000 mixed-use houses including stand-alone flats and subsidised units. This is a new suburb that will include all amenities such as schools, healthcare and recreational facilities.
uMhlathuze has formulated an economywide COVID-19 Economic Recovery Plan that aims to bring the economy back into a growth trajectory. A new airport construction project is in the pipeline. Environmental studies are in progress. The council receives quarterly reports on progress on these projects. The city’s self-funded budget is also an indication that its revenue collection base remains healthy although it can be improved, thus reducing reliance on government grants. We want to assure the people who elected us to serve them that we are a caring government and all we do is towards the betterment of their lives.
All underground infrastructure has been laid. Overground services such as road storm water drainages have been completed. More than 10 000 houses will be built.
We are aware of the challenges they are facing and are tackling them headon. It may take time, but by working together with them, we shall conquer.
The relocation of the city’s airport is also underway with recent studies conducted showing positive projections. An airport city will be developed including shopping centres and other amenities.
Residents, businesses and investors often complain about the red tape they experience in their dealings with the city. It can lead to frustrations, inefficiencies and lost opportunities. As a result, uMhlathuze, as a responsive municipality and in keeping with
Mindful of that, uMhlathuze has formulated an economywide COVID-19 Economic Recovery Plan that aims to bring the economy back into a growth trajectory. The city continues to be the epitome of clean governance, and it is reflected in the recently acquired clean audit results having obtained five consecutive clean audits. Investors want to know how the local government of the area they intend investing in is run, therefore, our credibility is crucial to their decisionmaking processes. This means taxpayers’ money is directed where it is meant to go, that is into service delivery projects within the prescribed period. “The ending term of office has been characterised by a harmonious political climate not only in Council, but also in the community we serve. We prioritised engagements and communications with all social and statutory structures and improved relationship with traditional authorities drastically. “We have changed the landscape of the City of uMhlathuze in all corners and created a conducive environment for companies to trade and helped develop SMMEs mainly for the youth, women and disabled people. We thank everyone who has played a meaningful role in the development of our people during this term of office and have high hopes that the city will continue to rise amid all challenges,” Mhlongo concluded.
SPECIAL ECONOMIC ZONES (SEZs)
Atlantis Special Economic Zone is a priority development node situated approximately 40 km north of the Cape Town CBD, 19 km north of Melkbosstrand and 76 km south of Saldanha Bay.
he Atlantis SEZ is the result of six years of collaborative effort with the City of Cape Town, Western Cape Government and the National Department of Trade Industry and Competition (the DTIC). Owing to its strategic location and envisaged growth, the ASEZ is demonstrating its potential to contribute towards regional economic and spatial development. The Western Cape government submitted an application to the DTIC in 2015 to have parts of the Atlantis Industrial area declared an SEZ after signing a memorandum of understanding with the DTIC in 2013. In October 2017, the DTIC conducted public consultations and received overwhelming support for the Atlantis SEZ’s formation. The decision by the then-minister of trade
and industry to appoint the ASEZ was endorsed by the South African Cabinet on June 7, 2018. This was after the Special Economic Zones Advisory Board was satisfied with the rationale and scale of economic opportunities in the region and recommended that the Minister designate the proposed area and grant a SEZ licence to the Western Cape Department of Economic Development and Tourism. On December 6, 2018, the ASEZ was officially launched by President Ramaphosa. Provincially, the zone complements the Western Cape Government Green Economy Strategy Framework, and the City of Cape Town’s Atlantis 2023 strategy. Atlantis Special Economic Zone is a priority development node situated
SPECIAL ECONOMIC ZONES (SEZs) approximately 40 km north of the Cape Town CBD, 19 km north of Melkbosstrand and 76 km south of Saldanha Bay. It lies between the N7 to Namibia and the R27 West Coast Road. The Atlantis SEZ is projected to grow the Greentech sector in the Western Cape more broadly and revitalise Atlantis as a key industrial node in the region. The zone welcomes manufacturers, service providers, suppliers and other players in the value chains of green technology manufacturing. The designated area of the SEZ is embedded in the existing Atlantis Industria and is mere blocks from the residential area. The community’s role has been fundamental to the ethos of the development of the ASEZ. Making sure that the project is socially inclusive is important. Every day, we remind ourselves that social inclusivity is something we teach in South Africa, but don’t often practice. The work with community members in Atlantis has been unique in the landscape of economic infrastructure development; members of the community have participated in co creating the SEZ’s implementation plans and shaping their representative structures. A Community Facilitation Agreement was signed in December 2020 with
12 members elected to represent small business, education, women & disabled, and youth sectors through a community stakeholder network. CURRENT COMMUNITY INITIATIVES: Community engagement sessions • Small, focused group meetings with key stakeholders (5 in total), driven by restrictions on public gatherings. • Presentation to Sub-council 1 at their Ward Committee member induction • Continued support and collaboration of Bearfish Strategic Services work in Atlantis • Engagement with Atlantis Rotary for youth entrepreneurship support Training roll-out • Basic welding, mechanical fitting and boilermaking (54 beneficiaries) started 22 Feb 2021. • SARETEC Bolting and Fastening training (12 beneficiaries). • IkamvaYouth programme (90 beneficiaries), annual programme. • Water treatment and Waste management training (20 beneficiaries) commenced end
of November 2020. Early Childhood Development (20 beneficiaries) commenced end of November 2020. • PV Solar training (30 beneficiaries) - National Business Initiative (NBI), West Coast College (WCC) and SARETEC currently recruiting. • Community engagement (15 beneficiaries) started 4 March • Technical training (50 beneficiaries) currently contracting. •
Smme/supplier development support • Project Management (15 beneficiaries) • Business Admin and Communication (20 beneficiaries) • Solar School (10 beneficiaries) Infrastructure Development The ASEZ has developed a masterplan for the role out of infrastructure within the three zones. Although not cast in stone, this gives a good indication of what the industrial park may look like in 3 to 5 years. Coupled with the masterplan, zone and individual sitespecific guidelines were developed to incorporate the Greentech ethos of the ASEZ.
Why would investors want to invest in the Atlantis SEZ? There are strong and growing South African and African markets for Greentech. The South African Greentech manufacturing market is worth at least R3-billion, with a growing Greentech market in neighbouring countries. South Africa has opportunities in energy, waste, agriculture, transport and other sectors and is a great entry point to the SADC market. Coupled to this, Atlantis is a great location and development ready with ninety-three hectares of zoned land which is available for leasing to investors. Bulk infrastructure is in place and Atlantis has new public transport, fibre connectivity and shipping links. Atlantis is also close to major ports, roads, universities and Greentech markets. Investors have access to extensive investment support through the InvestSA One Stop Shop for investor support and the rest of the investor support ecosystem, which includes GreenCape, the City of Cape Town, and Wesgro. There is an attractive, wide-ranging skills base to recruit from, with five universities and many more colleges in the province, and a large range of unskilled, semi-skilled, technical and professional candidates.
Contact Mr Jarrod Lyons - Executive: Business Development for Investment opportunities in the Zone - firstname.lastname@example.org or Hlumela Nama for any media queries Hlumela@atlantissez.co.za. Telephone – 087 183 7000.
A TRUSTED CUSTODIAN THAT GROWS MEMBERS’ INVESTMENTS and keeps members informed along the way to a secure retirement
he National Fund for Municipal Workers has grown to be the largest retirement fund in the Local Government industry and with more than 54 000 active members employed at 214 municipalities throughout South Africa, it is clear that NFMW is the fund of choice. The NFMW has been providing retirement and ancillary benefits to Local Government employees and councillors for more than 24 years. As a defined contribution fund, the NFMW was established after negotiations at Bargaining Council level between the employer and trade unions and is registered in terms of the Pension Funds Act 24 of 1956. It is managed by a Board of Trustees consisting of 12 member representatives and 1 employer representative. This means that more than 90% of the Trustees are members. The NFMW takes pride in the provision of service excellence and its administration costs, which are among the lowest in the industry, and this translates to lessening members' contribution costs and increased retirement savings. The Fund's vision is to positively impact the lives of members, their families and their communities, today and tomorrow - and its mission is to be a trusted custodian who grows members' investments and keeps members informed along the way to secure retirement.
What sets the NFMW apart? • Their members are at the centre of everything they do: decisions, behaviours, and the strategies in the management of the Fund. The Fund's purpose of existence is to financially secure the future of its members. • Service excellence • Low administration costs
translate to less of members’ contributions towards the cost of administration and more towards savings. • The NFMW has an excellent long-term investment performance track record on par with the best global balanced managed portfolios in South Africa and ahead of other local government retirement funds.
Mr Leslie Ndawana, who was appointed as the NFMW's Principal Executive and Chief Executive Officer in August 2020 shares his aspirations for the NFMW: "I want the Fund to be a recognised participant in the dialogue on issues of national importance such as sustainable socio-economic development of our nation, transformation, equality, and justice, among others. The retirement assets/savings managed by the NFMW and other retirement funds should also contribute to creating an environment that is conducive to live in, such that our members benefit from the Fund’s assets, not only at retirement, but also during their working life. Positively impacting the lives of our members, their families, and their communities, today and tomorrow. Lastly, I would want the NFMW to develop into the most trusted custodian within local government, growing our members' investments and keeping them informed along the way to a secure retirement.” In terms of the proposed rationalisation/restructuring of local government retirement funds, Mr Ndawana responded by delivering the following message: “The NFMW has previously communicated on the proposed rationalisation/restructuring of Local Government retirement funds which will allow members to move to the
fund of their choice and take up membership at that fund. Retirement funds will be required to undergo an accreditation exercise to ensure that they meet the criteria as set out by the South African Local Government Bargaining Council (SALGBC). The Local Government retirement funds sector restructuring/rationalisation is meant to ensure that members receive value for their contributions and save as much as possible towards their retirement. This process is also meant to ensure that all retirement funds are properly governed and that retirement funds put the interest of members first. The NFMW supports the proposed retirement funds restructuring exercise as we believe that members who are locked into funds due to the current restrictions, should be given the freedom to choose retirement funds that are cost-effectively managed, practise good governance and responsible investing in order to provide members with desirable retirement outcomes. The NFMW supports and will partake in the accreditation process as the criteria pose no threat to well-managed and cost-effective funds, like the NFMW. Rather, this provides funds like the NFMW with an opportunity to grow in membership and assets resulting in a further reduction in costs, improved benefits and even better returns for our members. The earliest anticipated implementation date for the window
Mr Leslie Ndawana Principal Executive and Chief Executive Officer
period during which members will be allowed to move from one fund to another is still to be confirmed. A detailed fund comparison on costs, benefits and investment performance will be made available so that members and potential members can compare accredited funds before deciding on which fund to participate in or transferring between funds. We will, as always, ensure that you are updated on any new developments in this regard. We look forward to continuing to serve our members beyond the rationalisation exercise.”
NFMW has won numerous Institute of Retirement Funds (IRFA}- Best Practices Industry Awards 2018 Overall winner Communication Strategy 2019 Financial management and reporting, Governance, Investment practices, and a Gold standard award 2020 Best in class - Investment practices; Best in class – Governance; Best practices in Transformation; Best practices in Financial management and reporting and Best practices in Stakeholder engagement and education. These awards are a testament to the Fund's compliance with all regulatory and other statutory requirements and above all, recognition for setting the benchmark of excellence in Local Government.
THE MEERKAT PROJECT
an oasis of hope in the Karoo
he construction of the MeerKAT radio telescope and Southern African Large Telescope (SALT) has enabled South Africa to develop capabilities in design and building of world class telescopes, costeffective supercomputing systems, multidisciplinary systems engineering protocols for large infrastructure and technology projects, and development of a geographical advantage area into a research investment hub supported by advanced legislation and technical skills to preserve it. The MeerKAT radio telescope, is an iconic scientific instrument designed entirely by South African scientists and engineers, with more than 75% of the total spend being local. As a responsible corporate citizen, the South African Radio Astronomy Observatory (SARAO) works in partnership with the local Karoo community in order to ensure the long term successful operation of radio astronomy facilities in the area. To this end, SARAO has created significant artisanal capacity to operate and maintain the MeerKAT and SKA facilities. Students from Karoo towns have been trained or are training as electricians, fitters and turners, instrumentation, diesel mechanics, IT, boiler making, carpentry, plumbing, bricklaying and welding. Of the 18 qualified artisans supported, 11 have been employed by SARAO. In addition,
The MeerKAT radio telescope, is an iconic scientific instrument designed entirely by South African scientists and engineers, with more than 75% of the total spend being local. SARAO has established and is managing a technical training centre in Carnarvon, to train electrical-artisan students. Since 2007, SARAO has been coordinating various interventions in the primary and high schools close to the SKA site in the Karoo. The intention of the schools programme is to improve literacy, mathematics and science teaching and learning in these schools, and ensure greater educational benefits
accrue to the local communities as a result of the SKA project. Interventions have included the secondment of qualified and experienced mathematics and science educators to the schools, support to the science and mathematics educators and learners, and a bursary programme for Grade 8 to 12 learners to study at Carnarvon High School - the only high school in the region offering Mathematics and Physical Science to Grade 12 level. Such initiatives have had long lasting impact. For example, working in partnership with organised agriculture and local authorities, SARAO also supported the establishment of a feedlot to support local emerging farmers during the current drought conditions in the Karoo.
SARAO has to date spent over R460m on Northern Cape local suppliers and contractors. In addition, R1.7m was spent on material sourced from suppliers in Carnarvon and surrounding communities. A further R1m was spent on the training of 351 people in Carnarvon and the surrounding areas. Moreover, 110 locals from the areas surrounding the MeerKAT project are employed at the site, and 72 students from these communities have received scholarships from SARAO since 2011. These exclude the sponsored computer labs at both Carnarvon Primary and High Schools, as well as a Community Knowledge Centre. The local primary school also provides internet services to the community. A summary of SARAO’s socio-economic
SARAO has to date spent over R460m on Northern Cape local suppliers and contractors. In addition, R1.7m was spent on material sourced from suppliers in Carnarvon and surrounding communities. impact in the Karoo, Northern Cape • More than R110-million was awarded to 16 SMEs nationally through a financial assistance programme. This has empowered local high-tech industry and institutions to acquire skills and expertise in advanced technologies in order to be able to compete for more
contracts during the SKA design and construction phases. R1-million spent on training of 351 people in Carnarvon and surrounding communities in the Northern Cape by major contractors. R1.7-million spent on material sourced from local Carnarvon and surrounding communities suppliers for the construction of the HERA telescope. Major infrastructure work involved the resurfacing of 80km of road to the site, the construction of 110 km of power lines, fibre rollout, buildings on site as well as the MeerKAT data centre. 72 – number of SKA further education and training funded
students from local SKA surrounding communities since 2011. 14 - number of SKA Bursary funded students from local SKA surrounding communities studying at various universities. 8 – number of local schools in SKA surrounding communities where Human Capital Development (HCD) programmes are conducted such as robotics school competitions.
Human Capital Development (HCD) A significant return on South Africa’s investment in the international Square Kilometre Array (SKA) effort, and the construction and operation of the MeerKAT Radio Telescope, are the outputs of SARAO’s human capital development (HCD) initiatives. The exciting nature of the science and engineering of the project, as well as the availability of competitive scholarships, has attracted students to study relevant Science, Technology, Engineering and Mathematics (STEM) degrees, and has created upskilling and employment opportunities for many South Africans. The establishment of the SARAO HCD Programme followed an instruction from the then Minister of Science and Innovation in 2005 to develop a community of scientists, engineers
The programme was necessarily devised in a structured and proactive way that is fit-for-purpose, for enabling SARAO to deliver on this unique and challenging mandate. and artisans to ensure that SARAO fulfil its primary mandate to build, operate and exploit one of the world’s largest scientific infrastructures - the SKA, as well as other world-class radio telescopes. The programme was necessarily devised in a structured and proactive way that is fit-for-purpose, for enabling SARAO to deliver on this unique and challenging mandate. To date, SARAO HCD has provided 1,279 grants to post-doctoral fellows, postgraduate and undergraduate students doing science and engineering degrees and research at universities, and universities of technology, and to students training to be artisans. In addition, the project is supporting five Research Chairs at South African universities. The research chairs have further increased the number of researchers and supervisors able to supervise postgraduate students and manage SKA and MeerKAT related research.
Of the 1,279 grants awarded, 81% have been to South African citizens, of which 69% have been to Black South Africans (African, Coloured and Indian), and 30% to South African women. In order to attract the best and brightest young people, and to drive transformation, the levels of financial support ensures that all students have access to studying. SARAO’s grants are competitive and cover all the costs associated with studying – namely tuition fees, accommodation costs, meals, sundries and stationery. SARAO HCD has always consciously and actively prioritised support to Black (ACI) and Women South Africans.
Of the 1,279 grants awarded, 133 have been awarded to students from other African countries, as part of SARAO’s role in developing radio astronomy science and related engineering capacity on the African continent. Through its various HCD interventions, SARAO has been instrumental in developing a large and interactive research community in South Africa and elsewhere in Africa that participates in relevant radio astronomy science and engineering research, at a local and international level. Of the 1,279 grants awarded, 133 have been awarded to students from other African countries, as part of SARAO’s role in developing radio astronomy science and related engineering capacity on the African continent. When South Africa submitted its expression of interest to host the SKA in 2003, there were fewer than five radio astronomers in South Africa. Today, largely due to SARAO’s HCD programme, there are more than 200 practicing radio astronomers based in South African universities and national facilities.
“Iziko Museums has a very deep history, legacy, practise – and it’s something that one is proud to learn from and be associated with,” says Ms Rooksana Omar, CEO, Iziko Museums of South Africa.“
Ms Rooksana Omar, CEO, Iziko Museums of South Africa
IZIKO MUSEUMS OF SOUTH AFRICA AND THE FUTURE OF MUSEUMS:
RECOVER AND REIMAGINE WITH MS ROOKSANA OMAR
ziko Museums of South Africa, or affectionately known as ‘Iziko’, is the mother city’s premier public cultural attraction, and operates eleven national museums, a planetarium, a social history archive, three collectionspecific libraries, as well as the wreck site of the São José Paquete Africa. Iziko, an isiXhosa word meaning ‘hearth’, embodies the spirit of a transformed institution and the vision of ‘African Museums of Excellence’. The hearth is traditionally and symbolically the social centre of the home; a place associated with warmth, kinship and the spirits of ancestors. Iziko was thus envisaged as a space for all South Africans to gather, nourish body and soul, and share stories and knowledge passed from one generation to the next. Iziko seeks to celebrate our heritage whilst generating new cultural legacies for future generations, and a society that has moved beyond the shackles of the past. In considering the 2021 theme for the upcoming International Museum Day, The Future of Museums: Recover and Reimagine, it’s important to recognise that – while museums such as Iziko seek to generate a sense of community and foreground heritage – there is much work to be done in addressing South Africa’s painful past, and navigating our contemporaneity of a pandemic, economic hardship, the on-set of global warming, and the ever-increasing growth in Artificial Intelligence, social media and technological advancements. “Iziko Museums has a very deep history, legacy, practise – and it’s something that one is proud to learn from and be
associated with,” says Ms Rooksana Omar, CEO, Iziko Museums of South Africa. “That doesn’t necessarily mean that the Iziko Museums is perfect.” “Because the Museums, the collections, are old – there is a huge need for these museums to engage in an introspection. We need to introspect in terms of our collections, in terms of our practises, in terms of what we are collecting and why we are collecting. And this introspection can be path-breaking; we have to look inside to be able to do things right outside.” Ms Omar joined Iziko as Chief Executive Officer in 2010, the first woman at the helm of the establishment, and spearheaded Iziko’s institutional transformation process. Under Omar’s leadership, Iziko was renamed the Iziko Museums of South Africa – marking a turning point within the institution and affirming Iziko’s national status. Like South Africa’s anthem and flag, Iziko Museums is an integral part of our national identity. “I think what really made me want to join the Iziko Museums of South Africa, and lead it, is that I’ve always perceived it as being iconic museums in the country. As we know, Iziko is one of the two flagships within South Africa – and I’ve always stood afar and admired the collections they’ve had, the people who work here, and the programmes they’ve done. “It all seemed so fantastic, interesting, path-breaking; it just seemed so right and appealing to be a part of this team of people who were doing everything so right in terms of bringing the museums alive, bringing it to the people, and being
...one of the most attractive things about Iziko Museums; we have these disciplines – natural history, social history, art – and we try and bring them together to tell a holistic story. And I think you can see this in some of the galleries,
Ms Rooksana Omar, CEO, Iziko Museums of South Africa
hugely creative. I was really attracted to that – to that ethos, to that business practice and how they were able to position themselves within the artistic, cultural and natural landscape in the country, and not just one little corner of South Africa.” This year, the Iziko South African National Gallery celebrates its 175th year, and in 2025, the Iziko South African Museum will turn 200-years-old. While these institutions have certainly stood the test of time, the 21st century – and especially the year 2020 – has brought with it many changes and challenges; the cultural sector is among the most affected, with serious economic, social and psychological repercussions in the short and long-term alike. However, this crisis, specifically that of Covid-19, has also served as a catalyst for crucial innovations that were already underway. “We are continuously recognising that we’ve got to adapt. We’ve got to adapt, we’ve got to change, we’ve got to react,” says Ms Omar. “Museums are a reminder of the fact that we are on a continuous path of learning.” “You don’t always want to be the institution that has answers. We are learning from each other, from other practises, from other leaders, from other
museum workers, from exchanges. And I think that’s the plus about working at Iziko Museums; we know that we’ve got a heritage to look after, and it has relevance to South Africa, Africa and the world – but we don’t claim we always have the answers. And that is something very valuable in an institution, not to have an arrogance.” Throughout her time leading Iziko, Omar has endeavoured to break down barriers between the Museums and communities, by making Iziko more inviting, open and accessible. Since her appointment, Omar has sought to develop the foundation for critical exchanges, build collections to speak to and represent South Africa’s collective past, and to recognise the inequities of the past – reclaiming powerful histories and working for social inclusion, knowledge creation and community participation. “We say that we want to foster social cohesion, and we’ve got to accept that one of the world’s biggest challenges is the issue of social cohesion. It’s a challenge and there is no overnight solution – yet it’s important to bring people together, to work together, to find common ground, and to appreciate our differences. “That is one of the most attractive things
about Iziko Museums; we have these disciplines – natural history, social history, art – and we try and bring them together to tell a holistic story. And I think you can see this in some of the galleries, where they are working with other collections and seeing the beauty of these vast collections coming together and taking on different meanings, and becoming more meaningful. By adding those elements – it actually gives one a far fuller understanding of ourselves as human beings. “Visiting Iziko will really open your eyes to different narratives of the world in which we live. There are some fantastic exhibitions at each one of our museums, and they just bring a totally different narrative for different people.” As spaces of heritage, Iziko Museums are an important social conduit for educating people about societal issues, stimulating active citizenship, and acting as catalysts for social change. Now, perhaps more than ever before, Iziko can offer a sense of community; through exhibitions, research, and educational and public programmes – museums are able to cast an eye on the resilience of the human spirit, and come to be a space where we feel connected to each other. While the world is no longer what it once was, Iziko is still a place for all South Africans to gather – be it virtually, or within our physically-distance-friendly museums. “Our heritage has very important meaning for the world, and for learning, and for understanding the world. And that is something that we have to Text by Ellen Agnew treasure always.”
75 Years of dedication to Local Industry! Putting South African Industry first should be our main priority in these challenges we currently experience. Our economy cannot achieve our goals if we import most of the products we use. A thriving manufacturing industry creates jobs and business opportunities, enables skills development and improves our competitiveness in global markets. Procuring locally manufactured goods has obvious benefits for national competitiveness and economic growth. Therefore, the Local Production and Content initiative mandates minimum local content requirements for state tenders in designated sectors. For public procurement, South African National Standard (SANS) 1286:2017 defines local content as “that portion of the tender price that is not included in the imported content, provided that local manufacturing takes place and is calculated following the local content formula”. Standard available FREE at www.store.sabs.co.za When companies irrespective of the size ask how SABS can improve the quality of their products and services and consistently meet their customers’ expectations, then we confidently can say that Standards are the answer. Addressing various aspects of quality management there’s the well known SANS/ISO 9000 family. The Standards have continuously been updated to suit changing manufacturing environments. At SABS we say: “Start your Success, start with GET STANDARD SANS/ISO 9001”. Quality DOES count! ONLINE
SABS provides services to assist the implementation of best practice solutions • • • • • •
More than 7000 South African National Standards Laboratory Testing Services for a diverse range of Products Certification of Companies to Management System Standards Certification of Products and the Application of the SABS Mark Scheme Training of Management and Employees on Implementations of SANS Local Content Verification for South African manufacturing industry
SABS a Trusted Partner in Delivering Quality Assurance. Contact SABS to establish support for your Standardisation, Testing, Training and Certification Aspirations.
FIND INFO LCV
ONLINE Municipal Focus
Alternative circular water sources how municipal innovations around the world are relieving water stress Author: Thembi Thulare, Business Development Manager, DuPont Water Solutions SSA
As a global water technology provider, DuPont works on a myriad of challenges in the supply of water, all with very particular local circumstances. A number of case studies were conducted to highlight some of latest technologies for the reuse of precious water. The basic premise is to use the water more than once, rather than flushing it downstream, a field we are experts in. · Serdo - Afar Region, Ethiopia – treating water with high salinity and fluoride concentrations The town of Serdo in the Afar Region of Ethiopia lies within the Great Rift Valley, which is known for underground water reservoirs that contain dangerously high levels of salinity and fluoride. The plant treats a minimum of 60 000 L of water per day. DuPont’s reverse osmosis membrane technology is used to treat contaminated borehole water by reducing the salinity and fluoride content to safe levels, at which point the clean, potable water can be used by the community. · Orange County, California – replenishing the aquif with treated wastewater California has great demands on its limited water resources which are affected heavily by cyclical rainfall. In some years there are constant droughts, in others heavy rains. The Groundwater Replenishment System (GWRS) south of Los Angeles is a 100 million gallon per day advanced water purification facility using reverse osmosis membrane technology that turns wastewater into drinking water. This is then not used directly, though it could, but injected back into the aquifer for future extraction and to hold off seawater intrusion.
This is especially important in urban areas with growing population and stricter discharge requirements, as well as where energy and CO2 savings are important. · San Francisco, California – recycling stormwater for urban power plant Until recently, excess water in the BART subway station had to be removed and treated at great cost until the loop was closed to the neighboring power plant, a major consumer of water. Our Closed Circuit Reverse Osmosis (CCRO) system in operation there helps to save 30 million gallons of drinking water per year by purifying the surplus water with advanced membrane technology. This not only saved both organizations money, but reduced the stress on precious freshwater supplies in the arid region. These are some of the way municipal leaders are creating alternate water sources for their citizens, using water repeatedly rather than letting it escape – a wise way to overcome water stress. Re-use and Recycle water is the future!
· Manila, the Philippines – dealing with great variety in source water Lake Laguna de Bay near Manila is a vital source of water for the burgeoning capital of the Philippines. There, the Putatan plant has a particular challenge: dealing with a great variety of different water qualities throughout the seasons. This requires an ultrafiltration solution that is particularly robust to ensure a safe barrier to any contaminants. Currently, 280 million liters of excellent drinking water are filtered by our membranes with a very sustainable process with superior economic and environmental performance. · Birmingham, England – retrofitting a wastewater plant with space and energy saving MABRs One of England’s larger water utilities, Severn Trent, has a full-sized wastewater treatment plant at Spernal in the Midlands. Here, as well as normal operation, new innovations are put through their paces in live processes. Like our Membrane Aerated Biofilm Reactor (MABR) – a key innovation that helps municipalities expand the capacity and efficiency of wastewater treatment plants without taking up extra space.
Thembi Thulare, Business Development Manager, DuPont Water Solutions SSA
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For some, it’s water. For us, it’s possibility. Possibility Flows With Us. dupontwatersolutions.com Copyright © 2021 DuPont. All rights reserved. The DuPont Oval Logo and DuPont™ are trademarks of E. I. du Pont de Nemours and Company or its affiliates.
TO BE THE LEADING PROVIDER OF QUALITY WATER SERVICES IN
MAGALIES WATER MAKING STRIDES IN THE WATER SECTOR
agalies Water Board is one of the nine water boards in South Africa mandated to supply bulk water and sanitation services. The board provides potable water to municipalities, mines and other private consumers within, but not limited to North West, Limpopo and Gauteng provinces. Magalies Water is an organ of state reporting to the Minister of Human Settlements, Water and Sanitation and currently stretches over the Pienaars and Crocodile rivers which are the two major catchment areas. With a total staff compliment of +/- 280, Magalies Water owns and operates four water treatment plants with the combined potable water treatment capacity of 340Ml/d. Over the past five years, Magalies Water has been refining its strategy, capital expenditure programme and governance systems and is now poised for its next phase of growth. This is demonstrated by the fact that the entity obtained a clean audit for the 2019/2020 financial year with an average of 93% performance rate. Notwithstanding the challenges, Magalies Water’s performance in relation to its primary mandate of water sales has been exceptional with a total water sales volume of 94704.5ML. Moreover, the water sold was on average compliant with all five parameters of the SANS 241:2015 standard (Acute-1 health, Acute-2 health, Chronic health, Operational and Aesthetic) Aligned to its Corporate Plan, Magalies Water has implemented structural improvements and has also developed bulk water infrastructure which has positioned the organization for rapid growth within the current markets. Some of the key projects that have been completed include the construction of a 16.5km long bulk supply pipeline with a booster pump station from the Tuschenkomst terminal reservoir to the existing bulk supply pipeline in Ruighoek. This has ultimately increased water supply to the Mabeskraal cluster.
Mr Sandile Mkhize
“We intend to place ourselves centrally, in the minds and hearts of our customers and stakeholders as the bulk water utility of choice,” says Chief Executive of Magalies Water, Sandile Mkhize.
operation and maintenance of water and wastewater treatment plants in the Kgetlengrivier Local Municipality (KRLM) as per the Other projects include the construction of a booster pump station agreement signed between the two parties to increase the pumping capacity from the Klipdrift WTW towards This is particularly significant since in 2016 Magalies Water was the northern areas of Bela-Bela and Modimolle-Mokgopoong tasked with designing and successfully building a state-of-the-art municipalities in Limpopo as well as the mechanical and electrical nutrient removal activated sludge plant in Koster with a design upgrade of the Wallmannsthal High Lift pump station, whose capacity of 6ML/day. impact has seen an increased pumping capacity and efficiency thus reducing the downtime in the City of Tshwane. The demand for water services continues to grow as a result of the local population growth, however, Magalies Water “We intend to place ourselves centrally, in the minds and hearts of remains determined to achieve its mandate irrespective of the our customers and stakeholders as the bulk water utility of choice,” economic conditions. says Chief Executive of Magalies Water, Sandile Mkhize. “We have to adapt our operations and resilience going into One of the more noteworthy milestones for 2021 was the the future if we are to deliver successfully on our contribution to appointment of Magalies Water as the implementing agent for the the socio-economic development mandate,” reiterated Mkhize.
Vaalkop Water Treatment Plant (VWTP)
Klipdrift Water Treatment Plant (KWTP)
VWTP is the largest of the four plants and has a design capacity of 270Ml/d, where raw water is abstracted from the Vaalkop Dam in the Crocodile River catchment area. Treated potable water is distributed to the North West and Limpopo provinces.
The raw water channeled to the plant is abstracted from the nearby Roodeplaat Dam in the Pienaars River catchment and supplied to MW areas of supply in Gauteng and Limpopo. The design capacity for the plant is currently 42Ml/d.
Cullinan Water Treatment Plant (CWTP)
Wallmannsthal Water Treatment Plant (WWTP)
The Cullinan plant with a capacity of 16ML/d, raw water abstracted from the Bronkhorspruit Dam in the Pienaars River catchment area. The treated water is supplied to Cullinan Diamond Mine and City of Tshwane.
With an overall capacity of 12Ml/d, this plant is the smallest that Magalies Water owns and serves also the City of Tshwane and other customers
A WASTED COUNTRY
We have a future to build for the youth and the environment
Mr Nkoto Sekete: Regional Manager
he prevailing narrative in South Africa is that of continued crises. We seem to move from one problem, having to forget about it before addressing it, to move on to the next problem. We are bombarded with protests, statistics of a failing economy and snippets of a broken State machinery in a public Commission. And all of this whilst having to deal with a Global Pandemic. We seem to wallow in the negativity and continue to enforce the idea that Government ought to solve our problems; in short, we are developing a dependency syndrome fuelled by the Olympics of Suffering where we compete for the title of biggest problem wins. The role
Dr Phetole David Sekete: Medical Doctor
Mr Thabang Sekete: Business Development Manager
of the State is to provide a platform for people to exercise their own agency; when people are provided a supportive platform, they can change the world through their own actions. Buhle Waste (Pty) Ltd was started by a Pioneer, Dr P.D. Sekete, in 1997, who realised that it was his responsibility to work on counteracting the ills plaguing his community. With a bank loan and a dream Dr Sekete bought a truck and employed 8 staff members to clean up the dusty streets of Katlehong. His mission was to prevent communicable diseases in the community rather than cure them. At the time, President Mandela’s transitional Government
could mostly focus on ensuring peace and stability in the country, but the State still recognised the need for relying on and supporting emerging Black businesses in order to fulfil the needs of the people – African solutions to African problems driven by African people. Today, Buhle Waste is a family business that is 100% black-owned and managed. Over the 20 years we have gained experience and developed expertise in the management of general, industrial, hazardous and medical waste. We are a holistic waste management service provider who alleviate the administrative woes of procurement departments by minimising their service providers; our experience in
Today, Buhle Waste is a family business that is 100% black-owned and managed. Over the 20 years we have gained experience and developed expertise in the management of general, industrial, hazardous and medical waste.
the industry instils confidence in risk and compliance departments with the firm knowledge that they know where their waste is at any given time; our technological advancements are revolutionising the way in which business leaders talk about their own environmental contribution – we are taking the industry on a zerowaste-to-landfill journey. Buhle Waste is the market leader in the waste management industry. Buhle Waste (Pty) Ltd has set upon the difficult but rewarding journey of achieving a zero-waste-to-landfill objective for all waste streams we manage. It is a business imperative that considers the environmental impact of our activities more than
just our economic well-being. Additionally, the value contribution this journey will make towards employment activity in the waste industry and its environmental impact is substantial. South Africa has some of the most stringent waste management regulations in the world. However, the behaviour of most South Africans is not in line with the strict regulations or the global trends. Therefore, the burden of managing the waste in accordance with the country’s regulation rests on the waste industry. This results in an over-reliance on the industry to utilise landfill sites as a cost-effective waste disposal method; the costeffectiveness comes at the expense
of employment opportunities and economic activity. At Buhle Waste we are fully aware of the perils of overusing landfill sites – the environmental impact and the land debate in South Africa implore us to make alternative considerations. Over the years we have invested in technologies, processes and capacitating our staff to achieve our zero-waste-to-landfill objective. Managing multiple waste streams means we have had to make great investments in technologies for hazardous waste management; our investments in processes have been targeted at general and industrial waste; and we have equipped our people to deal with a plethora of questions and tasks from our clients
WASTE MANAGEMENT who are in a wide array of different industries. However, the greatest investment the industry can make is in educating the South African people that waste is a resource and there can be no environmental or economic value generated by dumping it at a landfill site. As a country, we cannot afford to throw away a financial opportunity, quite literally, in the bin. Over the years, the South African economic landscape has been dominated by headlines related to unemployment statistics, a national skills shortage and financial opportunities for the youth. These issues have been recognised as crises running the risk of plaguing our country to the brink of collapse; we are an economy on the precipice of imploding due to our inability to merge corporate capitalism, unionised socialism and the missing link – the skilled worker. All this whilst struggling to provide a platform for our entrepreneurs who only seek to be pioneers in their own rights. The balance of these critical components to our economic landscape has become increasingly important and relevant with the depressing unemployment statistics. South Africa has one of the highest rates of unemployment in the world and the youth are worst affected with more than 50% i of them unemployed. Moreover, 66% of the country’s population is comprised of people under the age of 35 ii . The statistics alone highlight the uncomfortable reality that, as a country, we have neglected our youth on the economic activity issue. There is a developing crisis in the country. But individuals, companies and government institutions are intent on finding a solution. Buhle Waste has formalised a bursary and internship programme focusing on the youth. We believe that through innovative education and relevant experience we can upskill our country’s youth and significantly reduce our unemployment figures. Our bursaries range for students wanting to begin their formal
education at primary level to furthering their education at tertiary level. Our internship programme looks to provide individuals with the necessary experience and enhanced skills needed to become an asset to the country’s economy. Many of the students we support work for us during their vacations, allowing the bursary and internship programmes to work hand-in-hand. In total, we have supported about 15 students and interns in the last two years. This number is set to increase drastically in the coming years. Additionally, Buhle Waste has embarked on an Enterprise Development initiative that would realise the opportunities for entrepreneurs to engage the waste management value chain whilst enjoying the benefit of an established company’s support. Through this initiative we have supported over 22 emerging businesses assisting them to generate more than R100m in economic value. This is only the beginning. We seek to utilise our technologies and vision of a zerowaste-to-landfill South Africa to further garner economic activity and support throughout the waste industry from the single waste picker
to the truck driver working towards owning their vehicle and fleet. As a company, we have heeded Government’s call, in the National Waste Management Strategy, to create economic activity through waste management. It is of paramount importance that we actively ensure the future leaders of our country are skilled and experienced to effectively guide us to positive returns. It is equally important to support the pioneering entrepreneur who will further contribute to job creation and economic value. Only through a direct and concerted effort, in a collaboration amongst the youth, government, corporate and the country’s citizens, can we nurture the needs of our people and realise a solution to the crises. Contact Details Thabang Sekete Business Development Manager Tel: 011 595 3000 Email: email@example.com Website: www.buhlewaste.co.za i Stats SA – www.statssa.gov.za ii UNFPA - southafrica.unfpa.org/ topics/young-people-1
Know your wards for the 2021 local government elections #KnowYourWards Province
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Add an address to know in which ward it is situated.
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GROUND-UP The potential role that municipalities could and should play as part of South Africa’s just energy transition
nergy security concerns, rising electricity prices, the emergence of low-cost renewable energy technologies and the growth of embedded generators have resulted
in a range of challenges for utilities globally and now in South Africa. Municipal distributors are no exception here. In light of these dynamics, municipalities are being compelled to re-define their role in the electricity value chain and adapt their funding and operating models. All of this being contextualised in the global consensus surrounding climate as part of commitments made in the Paris Agreement within the United Nations Framework Convention on Climate Change (UNFCCC). As part of this agreement, various nations have committed to National Determined Contributions (NDCs) that aim to reduce CO2 emissions, improve emissions reporting, and strategic planning that aims to
improve national contributions to climate change mitigation. South Africa’s NDC was established in 2016 (inclusive of adaptation and mitigation components) based on The National Climate Change Response Policy (NCCRP) from 2011. The global energy transition aims to adhere to these requirements by enabling the cleanest and most sustainable energy mixes in all nations. The energy transition is currently occurring globally and domestically. Without proper planning, it is expected that substantial economic and socioeconomic losses would be incurred by the South African economy and society. These losses will be compounded on a regional level in areas where coal mining activities have been driving economic activity. A regional and national just energy transition plan or strategy is therefore needed to ensure that this transition is associated with social inclusion, decent work for all and the eradication of poverty while the transition unfolds.
As part of the necessary planning
long-term energy mix discussion have
in this domain, the Department of
thus far been very limited. Simply put,
Mineral Resources and Energy (DMRE),
municipalities have not known what
the system operator (Eskom) and the
their potential role in the future energy
National Energy Regulator of South
mix could be as it would classically be
Africa (NERSA) are responsible for the
determined by utility-scale supply-side
development, publication and updating
investments at a national level which
of the national level long-term electricity
local governments would not necessarily
sector plan known as the Integrated
have much control over.
Resource Plan (IRP). As described in the Electricity Regulation Act No. 4 of 2006 and regulations in the Electricity Regulations for New Generation Capacity published in 2009; the IRP defines the manner in which the national electrical energy mix is expected to evolve into the future and considers a range of input assumptions, scenario development and
the IRP defines the manner in which the national electrical energy mix is expected to evolve into the future and considers a range of input assumptions, scenario development and detailed techno-economic modelling.
detailed techno-economic modelling. As a result of the broad implications of the IRP for various stakeholders, it is consulted
In recent years, this has changed as
on with various government entities
smaller, modular and more distributed
(including municipalities) and with social
supply-side and demand-side
partners in structured forums and via
technologies have seen their costs
public consultations. Although local
fall dramatically globally and have
government has well-defined vested
simultaneously demonstrated similar
interests in what the potential future
cost declines as part of the Renewable
energy mix could be in the country, the
Energy Independent Power Producer
quantitative basis upon which structured
Procurement Programme (REIPPPP).
submissions could be made to the
This has been driven by the likes of
solar photovoltaics (PV) and wind energy technologies but have also been seen in integrated systems where the combination of these technologies are combined with battery energy storage and demand-side response to demonstrate the real capabilities of dispatchable and reliable electricity supply that can supplement wholesale grid-based electricity. Hence, the municipal role in the future energy mix has become more complex in that there is an increased active role that municipalities could play. The boundary conditions upon which municipalities could enable, deploy and potentially procure their own energy supply needs an informed basis upon which to become a reality. However, without the fundamental underlying analytical support this becomes arbitrary. The development of municipal level IRPs, would enable a complementary and tightly integrated contribution to national energy policymaking, as a contribution to the country’s transition, whilst creating a solid foundation to empower municipalities to determine what type, when and the boundary conditions to procure and enable
www.sanedi.org.za @sanedi.org @sanedi_org
SMART GRIDS PROJECT ENHANCES MUNICIPAL REVENUE SANEDI, as an agency of the Department of Mineral Resources and Energy, is a leader in energy research and innovation. Through our local and global partnerships, we’re well-positioned to catalyse growth, while working towards a greener South Africa.
Municipalities are currently under huge financial pressure, largely as a result of poor revenue collection and incorrect tariff designs. The Enhanced Revenue Management project, piloted in ten municipalities, was designed to assist municipalities in collecting electricity revenues.
SANEDI, in collaboration with the DMRE, developed and piloted the concept of Smart Grids in South Africa. The programme mainly focused on “Technology as an Enabler for Change” in the municipal environment.
For projects that were properly designed and implemented, results have shown that technology can be used to improve revenue collection while also enhancing the effectiveness and efficiency of the municipalities, thereby returning them to sustainability.
CSIR energy solutions in their respective geographies. These municipal IRPs or Municipal Electrical Master Plans (MEMPs) could then also start to establish the business case for the municipal role in the sustainable energy transition, leveraging municipal competencies and integrating spatially dependent local resources and opportunities. The Just Energy Transition (JET) aims to ensure that the aforementioned transition occurs in a just manner considering environmental, economic and social effects with the goals of decent work for all, social inclusion and the eradication of poverty. A broad overview of the current just transition landscape that should be further investigated is provided in Figure 1 where key stakeholders are highlighted. It is notable that most stakeholders do not or have not contributed to all spheres of the just transition (most specialise in a one or two specific spheres only). Similarly, local government is not in this graphical illustration (yet) but most definitely should be as a ground-up approach to the JET is essential for success. These two items also illustrate part of the reason as to why South Africa does not have a consolidated just transition plan or planning framework. There is critical quantitative and qualitative research, stakeholder consultation and planning necessary over the coming months and years necessary to identify the economic,
technical, cost and socio economic impacts of the transition in South Africa to better understand the benefits for various sectors as well as South African society as a whole. The immediate impacts seen at a local government level will be real and substantial. How new investments in new sustainable electrical infrastructure investments (driven by power generation capacity) as an input to sustainable growth needs to be well
understood. Local resources should be leveraged and network infrastructure linkages created to ensure any negative impacts of the transition are mitigated and benefits are maximised whilst enabling all social partners to make the best decisions as geographies transition. By Ruan Fourie and Jarrad Wright Council for Scientific and Industrial Research (CSIR)
Figure 1 • • • • • • •
Effect on bio-diversity GHG emissions Air quality Resource use Land use Research Institutions: CSIR, SEA, WWF, SANBI, Water research Council, TIPS, Oneworld Stakeholders: GCF, DEFF, IKI, NPC, UNECA, MPG, Agora, Earthlife Africa, Ground work, World Bank
• Economic growth • Number and quality of jobs • Government spending • Economic diversification • Skills • Research Institutions: CSIR, TIPS, Greencape, NBI, UCT, Meridian • Stakeholders: DPME, EDD, NT, IKI, Dti, IPPO, Exxaro, Eskom, Sasol, EIUG, GIZ, MPG, Chamber of mines, Agora, Res4Africa, Labour Unions, World Bank
Technical and Cost Effects
• Health impacts • Community participation • Quality of life • Crime • Other social pathologies • Research Institutions: CSIR, YES, NBI, Oneworld, SEA • Stakeholders: DPME, NPC, DSD, IPPO, UNECA, MPG, Labour Unions
• • • • •
Cost of various technologies Impacts on electricity tariffs Grid stability and reliability Research Institutions: CSIR, ESKOM, UCT, Meridian Stakeholders: DPE, DOE, NT, NERSA, SASOL, GIZ, MPG, World Bank
"We empower institutions that enable Africa's development".
Founded in 2005, Ntiyiso Consulting is an authentically African and globally wired management consulting firm that seeks to empower institutions that enable Africa’s development. Ntiyiso Consulting helps improve cash positions of large and medium-sized municipalities; turns around or improves the revenue, profitability or social mandate performance of large and medium organisations; and unlocks economic opportunities on behalf of communities and regions. We deliver sustainable and evidence-based solutions through three subsidiaries, viz. Ntiyiso Revenue Consulting, Ntiyiso Business Consulting and Ntiyiso Industrialisation Consulting. Ntiyiso means ‘TRUTH’ in Xitsonga. Ntiyiso Consulting is, therefore, naturally inclined to deliver the most trusted solutions to its clients.
NTIYISO CONSULTING LEADERSHIP TEAM ALEX MABUNDA Group Chief Executive Officer
ANDISA RAMAVHUNGA Group Chief Advisor
MIYELANI HOLENI Group Chief Advisor
NTIYISO CONSULTING SUBSIDIARIES NTIYISO REVENUE CONSULTING
NTIYISO BUSINESS CONSULTING
NTIYISO INDUSTRIALISATION CONSULTING
We improve cash positions of large and medium-sized municipalities. Here we optimise all or some components of the revenue value chain.
We turnaround or improve the revenue, profitability or social mandate performance of large and medium organisations. We achieve this by aligning the organisational ecosystem viz. strategy, leadership, people, architecture, routines and culture.
We unlock economic opportunities on behalf of communities and regions. We achieve this through end-to-end project conceptualisation and development. We also develop strategic economic development plans and infrastructure master plans.
“We provide innovative solutions to inspire business success”.
“We unlock new economic streams for growth”.
“If it is money, we will find it for you”.
T R U T H | T R U S T | R E S U LT S
Building 3, Stanford Office Park, 12 Bauhinia Street, Highveld Technopark, Centurion, South Africa
MUNICIPAL ELECTIONS 2021
THE IMPACT OF COVID-19
ON THE LOCAL GOVERNMENT ELECTIONS
he Electoral Commission has appointed former Deputy Chief Justice, Dikgang Moseneke, to lead the process of evaluating the impact of COVID-19 on conditions conducive for free and fair Local Government Elections on 27 October. Moseneke said: “This is the first time in the history of our nascent democracy that we have faced such extraordinary circumstances. How we respond as a country will have far-reaching consequences for our democracy and for our people,” The appointment is in line with Section 14(4) of the Electoral Commission Act. This section provides for the Commission, should it deem necessary, to publish a report on the likelihood or otherwise that it will be able to ensure that any pending elections will be free and fair.
Moseneke will undertake an urgent appraisal of all the relevant legal, socio-political, health, practical and other considerations, and submit a report to the Commission in July. “In addition to assessing the various factors, the report may also make recommendations of additional measures to further fortify the integrity and safety of the elections,” IEC chairperson Glen Mashinini said at a briefing. Mashinini said the IEC has, over the past two years, engaged political parties through the National Party Liaison Committee (NPLC), as part of its preparations for the Local Government Elections in 2021. “More recently, it has emerged that the various political parties are divided on whether the upcoming Local Government Elections can be free and fair within the context of the
ongoing COVID-19 pandemic. “While the majority of political parties believe that elections should proceed under the extant Constitutional provisions, some parties have raised concerns that restrictions on campaigning imposed by the national disaster regulations could undermine the freeness and fairness of the elections,” he said. Election preparations are already at an advanced stage and the Commission is satisfied that it is possible to conduct successful elections within the current circumstances. “The commission is also confident that the special COVID-19 protocols and measures to be put in place for the elections will provide adequate safeguards. These measures have been tested in over 150 by-elections conducted over the past six months,” Mashinini said.
The Electoral Commission announced that the national voter registration weekend ahead of the upcoming Local Government Elections will be held on 17–18 July 2021. The measures also take into consideration the experiences of a number of other countries in conducting elections successfully during the pandemic. Mashinini said the Commission is not oblivious to the uncertainties and unpredictability of the pandemic, and the risks associated with hosting events that bring together large numbers of people. “The Commission wishes to benefit from an independent evaluation of all factors that have a bearing on the possibility or otherwise of a free and fair elections,” he said. Mashinini said the proclamation of the elections by Cooperative Governance and Traditional Affairs (CoGTA) Minister, Dr Nkosazana Dlamini-Zuma, triggers a series of electoral processes, including the closing of the voters’ roll and the opening of candidate nominations.
“This proclamation must take place by early August in order to allow a minimum of 86 days for the Commission to undertake all its obligations, in terms of the elections timetable. “In order to allow the Commission to benefit from the report, it needs to be submitted by mid-July at the latest,” he said. Who can make submissions? As part of the process, Justice Moseneke will consider submissions from various stakeholders represented within the National Political Party Liaison Committee and key electoral stakeholders, including the administration of the Electoral Commission. The process will also consider representations from health
authorities, in particular on matters related to the trajectory of the pandemic, as well as efforts to manage, mitigate and reach community immunity through vaccination. It will also engage disaster management authorities, including CoGTA, and other relevant government structures. Moseneke said he could not reject the request to lead the evaluation, saying it is an “extraordinary assignment”. “I could not ignore the importance of this undertaking within the context of our ongoing journey to entrench and strengthen democracy in our country. “This is the first time in the history of our nascent democracy that we have faced such extraordinary circumstances. How we respond as a country will have far-reaching consequences for our democracy and for our people,” he said.
MUNICIPAL ELECTIONS 2021 Voters are reminded that they must be registered at a voting station in the ward in which they are a ordinarily resident and must provide an address or detailed description of a place of residence. However, proof of address (e.g. in the form of a utilities account) is NOT required for registration. Voters who have moved house since the last election as well as those with incorrect, incomplete or missing addresses are especially urged to update their details. Voters visiting a voting station in person to register or update their details are reminded that they must wear a mask or appropriate face covering and observe social distancing. Hand sanitizing facilities as well as stationery will be provided at each voting station. Voters wishing to bring their own pen are encouraged to do so even though pens will be provided and sanitized routinely. Despite the tight timeframes, Moseneke said the process must be conducted rapidly and robustly “to consider and assess all factors that may affect or influence the freeness and fairness of the upcoming elections”. When is the national voter registration weekend? The Electoral Commission announced that the national voter registration weekend ahead of the upcoming Local Government Elections will be held on 17–18 July 2021. Voters are reminded that for this election the 17-18 July weekend is the ONLY general voter registration opportunity for voters to register and check their registration at their voting stations. However, ongoing voter registration will continue during working hours at local IEC offices until the proclamation of the elections. In the lead-up to this weekend, the Electoral Commission will embark on a nationwide voter education and awareness campaign to encourage all eligible voters to make sure they are ready to participate in the elections scheduled to be held on 27 October 2021.
This campaign will span a variety of multimedia platforms including television, radio, outdoor and digital media along with targeted interventions aimed specifically at young, first-time voters. These will include registration initiatives at schools, tertiary education campuses and other opportunities. In addition, registered voters will still be able to amend their registration details through the “Click, Check, Confirm” functionality on the website of the Electoral Commission. The facility was introduced in 2018 and has been used by over 350 000 voters to update their details. Over the weekend all 23 146 voting stations around the country will open from 8am to 5pm to assist new voters to register and existing voters to check and, where necessary, update their registration details. Who can vote and what is the voting protocol during COVID-19? In order to register as a voter, you must be at least 16 years old, a South African citizen and in possession of a valid South African ID document – either a green barcoded ID book or a smartcard ID.
Where can I get more information? Eligible voters can find out more about where, when and how to register by visiting the Electoral Commission website at www.elections.org.za. From June the LGE 2021 Contact Centre (0800 11 8000) will also be available to assist voters via phone and email (firstname.lastname@example.org). Voters will also be assisted on the Electoral Commission’s Facebook page and Twitter account (@IECSouthAfrica). Existing voters can check their current registration details on the website or by SMSing their ID number to 32810 (cost R1). The Electoral Commission urges all eligible voters – and especially first-time voters – to make use of the one-and-only registration weekend or the online portal to prepare to vote in October this year. The IEC calls all political parties, candidates, civil society organisations, the media, business and labour organisations, faithbased organisations and all other stakeholders to join together to encourage voter registration and participation among their staff, clientele, customers and followers. Let’s register to vote South Africa!
COVID-19 RESPONSE SUMMARY: “Health care cannot be a question of income: it is a fundamental human right” - Nelson Mandela
Medical At the beginning of the COVID-19 pandemic, Gift of the Givers introduced medical intervention in a controlled manner, with the initial focus on health-care professionals at state institutions. Although initially, there was huge difficulty accessing a supply of masks due to excessive costs and shortages, our organisation managed to source masks and identified hospitals nationally that were in need. The Gift of the Givers team remain committed to providing masks, coveralls, hazmat suits, re-usable and disposable surgical gowns, scrub suits, latex gloves, head covers, shoe covers, goggles, visors and thermal scans, as well enhancing the medical capacity of state institutions with the distribution of portable ultrasound machines, pulse oximeters, laryngoscopes and medicines for general use to support facilities. To date, our team has assisted some 210 hospitals and clinics nationwide, with many more to follow.
boreholes in the past two years, providing clean drinking water daily to a number of identified hospitals and many thousands of people.
Food Providing food and access to basic supply necessities was an area of major concern during the country’s hard lockdown. The assumption was that there would be a breakdown of primary services regarding the delivery of food and basic necessities to vulnerable communities throughout the country, most particularly those residing in rural areas. Gift of the Givers implemented a disaster mitigation plan, which included ensuring disaster preparedness, inclusive of the stockpiling of foodstuffs, medical supplies and sanitary packs for the lockdown period and beyond; arranging with our key suppliers to hold, on demand, essential commodities to ensure immediate availability; monitoring institutions, such as homes for the disabled, orphanages, frail care centres and the like on a regular basis; continuing our feeding scheme at hospitals and other institutions which depend on our services; and increasing co-operation between various stakeholders, from Government and community representatives, to enhance our capacity to deliver emergency and essential services as and when required. Gift of the Givers provided rations to more than 100 feeding centres and has delivered 320 000 food parcels to hungry families across South Africa. In addition, the organisation has played a critical role in ensuring the delivery of fodder, valued at millions of Rand, in order to save the lives of animals and, as a consequence, the livelihoods of needy farmers and their workforces. We envisage a much greater intervention in these areas into the future.
In addition, we distributed 2 500 CPAP machines and High Flow Nasal Oxygen Machines to healthcare facilities in great need. We carried out hospital upgrades up to the value of R15 million, as well as the establishment of 10 COVID-19 testing sites and 3 mobile teams. We also installed 37 triage tents in frontline hospitals at a monthly cost of R3 million and distributed 10 000 sets of scrubs to medical facilities.
Water With an aim to fight the spread of COVID-19, Gift of the Givers has in place a number of water projects which remain ongoing to give millions of South Africans access to running water. Having a water supply is not only vital for living, but is regarded as a pandemic safe-guard in the quest to prevent the spread by washing one’s hands. Due to severe water shortages and challenges in obtaining a regular and reliable supply of water, Gift of the Givers has included in its water projects, the distribution of bottled water; delivery of clean water for drinking and hygiene via our three water tankers; and the drilling and equipping of boreholes. Our water tankers deliver 600 000 litres of water per week in the Eastern Cape. In addition, we have drilled 420 fully-functional
Provision of medical supplies by The Gift Of The Givers Team
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LEDA PARTNERS WITH VKB MILLING To donate food parcels to needy communities
n unintended consequence of the prolonged lockdown, with no real end in sight, is the amplified effect that this is having on local communities that currently have reduced sources of income or access to food and facilities. Through generous donations, the Limpopo Economic Development Agency (LEDA) in partnership with a Limpopo based milling company, VKB Milling, is putting food on the table for hundreds of poor households to alleviate poverty during the Covid-19 lockdown. LEDA, through its CSI programme, teamed-up with VKB Milling, following numerous donation requests from different charity organizations for food parcels and otherrelated assistance. Get Well Charity Organization (GWCO) an NGO based in Lebowakgomo is privileged to be one of the latest
CEO of LEDA: Thakhani Makhuvha
beneficiaries of LEDA and VKB’s generosity. The NGO identified 20 families who were in desperate need of assistance and were provided with 20 x 25kg super maize meal. GWCO Founder and Chairperson: Ms. Anne M Kgomo said the lockdown period had affected most families around Lebowakgomo, making it
difficult for them to put food on the table. “This campaign for food parcel donations was formed because not everyone will manage to take care of themselves and their loved ones until the end of this lockdown period. “It’s impossible for the unemployed
”In these difficult times, we’re proud to join forces and play such a vital role in supporting people in need especially during their period of isolation,” said the VKB rep.
“We are targeting the homes of the most vulnerable where there are unemployed parents, childheaded households, and the elderly who are supporting their grandchildren.”
Beneficiaries of food parcel donations
and those relying on informal jobs to get through this phase,” said Kgomo. “We are targeting the homes of the most vulnerable where there are unemployed parents, child-headed households and the elderly who are supporting their grandchildren.” LEDA’s CSI Specialist, Ms. Kholofelo Motlharo said there had been an upsurge in the number of calls from charity organizations seeking food relief. She said LEDA’s CSI programme was used as the mechanism to identify deserving beneficiaries for food relief in the communities.
During the handover of the food parcels in a small social distance event Motlharo said, “it is extremely humbling and gratifying to be able to give something back to the community under these difficult circumstances”. She added that, LEDA, as the provincial agency with specific programmes that are designed to achieve structural change in critical areas of the economy, “is commited to contribute substantively to poverty alleviation and addressing inequalities”.
VKB Milling said they are proud to be part of a process that is intended to help “our people. ”In these difficult times, we’re proud to join forces and play such a vital role in supporting people in need, especially during their period of isolation,” said the VKB rep. For more information: Please contact: Mthunzi Dlamini LEDA Interim Corporate Communications Manager. email@example.com
Magnifisan maize meal produced in Limpopo
MAKING LOCAL GOVERNMENTS RESILIENT FOR THE FUTURE
The COVID-19 pandemic has exacerbated the funding shortfalls faced by local governments, with most of them now facing serious financial deficits in the next financial year. Apart from having to drive the post-lockdown recovery of their local economies and town centres, protect the long-term future of the communities they serve and support the transformation of front-line services, these local authorities now also have to source and secure funding in order to continue their operations.
o meet their objectives, local governments must adopt new and innovative methods as part of their long-term, transformative resilience planning. The creation of Public-Private Partnerships (PPPs) has become vital to ensure the survival, growth and future success when it comes to financing, building and maintaining new projects or assets that should comply with Government’s Immovable Asset Management Act (GIAMA) and the Public Finance Management Act (PFMA). The AFMS Group is well-acquainted with the PPP space through the specialist services delivered by our various subsidiaries. Afroteq Advisory
turning ailing administrations around offers multi-disciplinary, integrated by curtailing fruitless expenditure, advisory and training services to unlocking significant savings with the built environment, while FM informed procurement decisions and Solutions has a wealth of experience addressing a myriad in managing many large “We have of historical problems government departments, unparalleled and failures created by parastatals and private experience predecessors. contracts across various Building on this rich industries. in turning history and track record Over the last 20 years, ailing of successes, we have we have frequently been administrations developed a resilience called upon to conduct around.” framework that assists condition audits, provide local government organisations with maintenance solutions and introduce their short, medium and long-term SMME development initiatives. challenges in order to deliver on the Thanks to the expertise of our diverse, promises and expectations of the multi-disciplinary team of experts, communities they serve. we offer unparalleled experience in
Our resilience framewOrk
Being resilient requires long-term thinking that ensures improved capability when dealing with future challenges. This is expected to be more difficult than ever before as local governments respond
to the aftermath of COVID-19. Our multidisciplinary team of experts can help local governments in the following ways: • Prioritising immediate management risks • Developing and
reviewing financial and organisational resilience to ease cash flow impacts • Planning and establishing longterm priorities and programmes, focussed on portfolio-
wide savings and net value creation • Identifying and articulating the impacts of necessary service reforms • Embedding investment strategies and tactical solutions
to unlock income streams from these reforms • Harnessing existing assets as a mechanism to drive new revenue and stimulate local economic recovery
www.afmsgroup.co.za | email: firstname.lastname@example.org The rOle Of The resilienT auThOriTy in The cOmmuniTy
The core focus of local government should be delivering frontline services, yet the challenges they face go beyond income generation and corporate strategy. Each municipality has its own unique requirements that demand a tailormade response in order to achieve maximum social value and community resilience. Working closely with local government clients to understand their key community drivers, Afroteq develops holistic and achievable plans that provide the right solutions both for the organisation and the communities they serve.
Key considerations for local government resilience include:
• Support vulnerable communities • Address weaknesses in social care and inequalities • Health and social care working together
Social care & wellbeing
• Effective leadership • Future of local government • Delivery of core services • Training and capacity building
• Strengthen council reserves • Real cost of ownership • Space optimisation • Property evaluation & urban consolidation
Core council services
LOCAL GOVERNMENT Council finance
Master Precinct Planning
• Local health hubs to support communities • Health estates managed by councils
• Creating employment that addresses local business needs • Support for local businesses (retail, commercial, industrial and e-commerce) • Incubation of small, independent businesses • Change in Consumer behaviour
• Creating resilient communities • Providing safe, affordable housing • Regenerating town and rural centres • Maintaining and developing local transport infrastructure • Digital infrastructure and behaviour analysis • Planning policy changes
Driving a Truly hOlisTic apprOach
We take a holistic view of your longterm resilience needs, and combine this with our company’s extensive cross-sector capabilities, best practice processes and systems. Through its subsidiaries the AFMS Group can provide government departments and private sector with
a resilient and integrated approach that aligns: • Corporate Governance • Funding and commercial models • Transformation programmes • Operational efficiency improvement • Procurement and supply chain management solutions
Subsidiary companies of the AFMS Group
• Development solutions • Service asset planning • Risk and programme assurance • Project and programme management • Diversification strategies • Portfolio optimisation strategies • Investment strategies • Precinct Management
MEC MAKALO MOHALE commits to Local Economic Development
MEC: Makalo Mohale
EC Makalo Mohale has begun a series of stakeholder engagements to ensure that everyone is pulling in the same direction with the goal of revitalizing and growing the Free State economy, particularly the township economy post-Covid-19. Speaking to Free State’s local government leadership which included Mayors, MMCs for Local Economic
Development, and Municipal Managers, MEC Mohale acknowledged the devastation that the Covid-19 pandemic is continuing to have on the local economy. To save many enterprises from definite collapse due to the impact of strict lockdown regulations, the DESTEA introduced Economic Recovery Incentives whose aim was to provide financial support to Free State enterprises. These incentives targeted both the formal and informal
sectors in the townships and rural areas, in order to save jobs and create new ones. To date, a total of R71 million was disbursed to assist over 893 Free State enterprises. DESTEA intends to sharpen its attention on Local Economic Development this financial year in order to ensure inclusive economic growth. Efforts will be made to enhance the District Development
The role of functional and well capacitated Local Economic Development (LED) offices at local government was identified as being key to driving economic development and job creation.
these forums must ensure that the identified strategic projects are implemented. The department was mandated to consult with municipalities and compile a catalogue of catalytic projects which will be used to engage potential investors. The proliferation of illegal businesses, mainly in the townships, was another issue the meeting discussed at length. Businesses in most townships operate without the necessary permits and many do not comply with the applicable business by-laws as well as the Businesses Act. Furthermore, there has been a proliferation of businesses operated by non-documented foreign nationals. In this regard MEC Mohale reiterated the commitment he made in his budget speech earlier this year when he said, “We will continue to focus on enforcement of business by-laws to curb trade in illicit goods, building of illegal business structures, and trading without business permits,” MEC: Makalo Mohale
Model in order to pool financial and non-financial resources from national, provincial and local government. The role of functional and well capacitated Local Economic Development (LED) offices at local government was identified as being key to driving economic development and job creation. To this end, the meeting agreed that both the district and provincial LED forums will be immediately resuscitated and that
This process, the MEC said, has already started with the DESTEA team visiting municipalities to assess the efficiency of available by-laws and to assist municipalities with enforcement strategies. Recently, the DESTEA team visited Koppies in Ngwathe Municipality to roll out this process. The exercise entails engagement with Municipality LED officials, Law enforcement officials, and the business community. Encouraging progress is being made in this regard. The local government leadership took the opportunity to voice their
gratitude on MEC Mohale’s leadership and commitment towards ensuring a better life for the people of the Free State. They also shared with the MEC, plans being undertaken by their respective municipalities to ensure economic recovery and growth. It was obvious that DESTEA’s support and guidance in making these initiatives a reality will be highly appreciated. Enquiries: Kgotso Tau Head Of Communications E-mail: email@example.com
BORDER-KEI CHAMBER OF BUSINESS
NEW BKCOB EXECUTIVE DIRECTOR APPOINTED
he Border-Kei Chamber of Business has appointed Lizelle Maurice as its incoming Executive Director following the retirement of Les Holbrook in December 2020.
the rapidly changing way of doing business,” said Maurice. Moving forward, Maurice’s focus for the Chamber will revolve around member retention and increasing the organisation’s value add to businesses, especially for the SMME and the tourism sectors which have been hit the hardest by Covid-19.
Maurice will officially assume the position of Executive Director on 1 July, taking over from current Acting ED, Drayton Brown, whose 6-month period in the position ends on 30 June. This appointment marks the beginning of a new era for the Chamber as Maurice is the first-ever female Executive Director of the organisation in its 144 years of existence. Speaking on the appointment, Chamber President, Dr Chris Ettmayr said: “Lizelle came in with an impressive CV and the linkages as well as similarities. Her developed skill set resonated well with the needs of the Business Chamber. After the interview process, the panel of interviewers were happy to give her the position.” Maurice was born in the small town of Lady Frere and was raised on the outskirts of Queenstown (now Komani) where her father was a school principal. After matriculating in 1988, she did several tertiary courses through Coronation Nursing College, Unisa, Damelin, UCT and Buffalo City College. Maurice is no stranger to the business community as she has previously sat on several boards, which include the BWA, Border Cricket, St Bernard’s Hospice, and the Leadership Development Institute.
Mark Wilson, chairperson of the Komani branch of BKCOB echoed Maurice’s sentiments surrounding the focus on the tourism sector.
Lizelle Maurice Executive Director
“I definitely think that there needs to be public-private partnership. The reality of it is that government makes the policies within which the private sector needs to operate." In her own capacity she has run her own hospitality venture, Park Place Boutique Guesthouse, together with her husband. Coming into the Executive Director position after Les Holbrook, whose tenure at the Chamber spanned just one year short of three decades would be daunting for many, but Maurice is looking forward to owning the role. “I could never fill Les’s shoes. And I believe you have to map out your own strategy. Business has changed, and you have to see how you form a new pathway within all these technological advances, and
“As with most of the country, tourism should be a major contributor towards the local GDP and we are looking forward to Lizelle’s input to inject life back into the battling sector,” said Wilson. Maurice also believes that strengthening the private sector’s relationship with the public sector will build a more enabling environment for business to flourish within Buffalo City as well as Komani, where the Chamber’s second office is situated. “I definitely think that there needs to be public-private partnership. The reality of it is that government makes the policies within which the private sector needs to operate. Therefore, they cannot formulate strategies as government on their own without business in the room. Business are the ones who operate for profit and create job opportunities for the unemployed,” she said. Acting Executive Director, Drayton Brown said that he and the team are looking forward to welcoming the newly appointed Executive Director, and are ready to support her as she takes on this new role.
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
Harry Gwala District Municipality
Proactive service delivery
Richmond Local Municipality
Grounded in social cohesion
Nelson Mandela Museum A gateway to the Wild Coast
West Rand Initiatives
Igniting economic reconstruction and recovery
Sekhukhune District Municipality
Taking education to the people
NEWS Harry Gwala District Municipality Service Delivery News The Harry Gwala District Municipality is located South-West of the province of KwaZulu-Natal, forming part of the border between KwaZulu-Natal and the Eastern Cape Province. It boasts a size of about 10 618.0 km2, dividing to form four local municipalities namely, Ubuhlebezwe, Umzimkhulu, Dr. Nkosazana Dlamini Zuma and Greater Kokstad. Harry Gwala District Municipality is presently led by Mayor, Cllr. Zamokwakhe David Nxumalo, who is known for being proactive and firm when it comes to service delivery. The municipality, under his leadership, endeavours to fulfil the constitutional responsibility of providing clean drinking water and proper and dignified sanitation services to all local municipalities under the jurisdiction of Harry Gwala. To achieve this, the council and officials have adopted a “Proactive Approach” which involves the Mayor and/or a deployed Councillor, and official(s) routinely inspecting ground infrastructure and listening to various concerns of citizens spanning the length and breadth of the district. This approach, amongst other things ensures and safeguards the process of public participation, thus guaranteeing smooth operation, and benefits include receiving firsthand information about progress, challenges and the overall condition of the water system and other service delivery inputs.
Mayor, Cllr. Zamokwakhe David Nxumalo
Mayor, Cllr. Zamokwakhe David Nxumalo is known for being proactive and firm when it comes to service delivery. Harry Gwala District Municipality has noted that over the years people do not pay their water accounts and has opted for the move towards a smart prepaid metering solution that will compel residents and businesses to use water sparingly and also manage water appropriately. Those who can pay to use more than their allotted portion can then do so.
The year 2021 began on a rather sombre note, with South Africa being hit by the second wave of the Corona Virus (COVID-19). During COVID-19, the District, along with its local municipalities followed procedures to address, prevent, and resist COVID19’s spread but despite the fact that their efforts were not in vain, they were saddened to experience loss of lives caused by the pandemic. Their citizen’s suffered, the mortality rate increased rapidly and many people were constantly in mourning. In South Africa we also lost revered leaders such as King Goodwill Zwelithini kaBhekuzulu, the Minister in the Presidency Mr. Jackson Mphikwa Mthembu, who was also the DDM
Champion for Harry Gwala District, and the former KwaZulu-Natal MEC for Transport, Mr. Muntukayise Bhekuyise Ntuli. It is quite saddening and the municipality conveyed their deepest condolences to families and friends of the departed. On a high note the matric class of 2020 performed exceptionally well with the pass rate increasing from 67% to 75%. The Matric Release Programme was conducted at the Little Flower Combined School in Ixopo, and the Mayor praised learner, Thembelihle Tsengane (18), from Little Flower Senior Secondary School, for lifting the District’s flag high and putting the town on the map in the 2020 Matric results. Thembelihle was ranked second on the National Best Performer’s list and was among the top performers in the KwaZulu-Natal province. The municipality vowed to assist with the construction of decent lavatories to restore the dignity of children and educators after outcries from numerous rural schools and as a result, have made it a goal to deliver on time and effectively, as inspired by His Excellency, President Cyril Matamela Ramaphosa’s powerful message “Thuma Mina”, which means “Send Me”. They have commited to working hard at improving the lives of the people of Harry Gwala District by bringing services closer to them. Furthermore, they urged their communities to work hand in glove with the municipality in all its affairs,
Thembelihle Tsengane (18) from Little Flower Senior Secondary School
On a high note the matric class of 2020 performed exceptionally well with the pass rate increasing from 67% to 75%.The Matric Release Programme was conducted at the Little Flower Combined School in Ixopo.
use water more sparingly, report leaks and illegal connections, provide input in development plans, and more importantly, ensure that all COVID-19 protocols are adhered to, as Covid-19 remains rife in South Africa. Please follow the municipality on our various social media platforms such as Facebook (Harry Gwala District Municipality), Twitter(@GwalaHarry), Instagram(HarryGwala) and the website: www.harrygwaladm.gov.za
NEWS Richmond Local Municipality Grounded in social cohesion
The Mayor of Richmond Local Municipality, Cllr Siminenkosi Samora Ndlovu, who has spent less time in the office and more time on the ground attending to service delivery issues said, “there can never be enough consultation with the community in Local Government because this is the coalface of governance, therefore, our decision to continuously engage our people remains the primary focus of this administration”. On Tuesday 18th of May 2021, Mayor, Cllr Siminenkosi Samora Ndlovu met with ward committee members as a build up to the IDP/Budget in an attempt to accelerate service delivery of the IDP/Budget Vote scheduled in the coming weeks.
The meeting with the ward committee members afforded the Municipality an opportunity to give feedback regarding budget and expenditure while getting much needed input from communities about their expectations and experiences in the work that they do. Ward committees were offered an opportunity to ask questions and raise issues they deemed as priority to them which will assist the Municipality in planning for the 2021/2022 financial year Budget. All the inputs submitted will form part of the city’s Integrated Development Plan. The Municipality has communicated with a number of local radio stations as platforms to present the IDP/Budget
thus ensuring that the community is informed and able to engage – this is in line with the threat of the third COVID-19 wave which makes it difficult to hold ward meetings. Let’s all stay safe and remember to take vaccinations seriously. Richmond Municipal Council cares.
“there can never be enough consultation with the community in Local Government because this is the coalface of governance”
2022 Draft Budget Consultation Richmond Municipality OPERATIONAL BUDGET 1. Revenue budget: • R114 million as income to be generated in the 2021/22 budget year. The budgeted income is made up of the following items: • Property Rates: R19,5 million • Services Charges for refuse removal: R590 thousand • Rental of facilities: R1 million • Interest Income from cash invested: R2.4 million • Collection Charges on outstanding property rates: R3,7 million • Licenses and permits: R1,6 million Grants from government department: R6,9 million • Other income from operations: R3,9 million 2. Expenditure Budget: R143 million as expenditure in the 2021/22 financial year. The budgeted expenditure is made up of the following items: • Employee related costs: R60 million • Remuneration of councillors: R6,2 million • Debt impairment - due to poor collection of rates: R3 million • Depreciation & asset impairment: R20,1 million • Finance charges or interest expense: R199 thousand • Contracted services: R28,4 million • Other operation expenses: R17,4 million
The 2021/22 expenditure budget was increased by 4%. This was done taking into account the projected inflation percentage increase for the 2022 financial year. CAPITAL PROJECTS 3. Electrification Projects: The Department of Energy has approved and allocated an amount of R10.9 million for the 2021/22 financial year. The R10,9 million allocation will be used to electrify the following areas: • 300 x Shayamoya Mkhobeni Connections: R5,4 million • 190 x Smozomeni Connections : R3.4 million • 300 x Kosithole/Kosotobe Connections: R2.1 million 4. Infrastructure Projects: 4.1 Grant Funded R18,4 million has been allocated for the 2021/22 financial year in respect of MIG. The MIG Grant is used by the municipality to implement capital projects such as: Road Infrastructure, Community Halls and Sport Facilities • Ezindongeni Main Road and Bus Shelters: R4 million • Ezulwini Bridge: R7,4 million • Resurfacing on Internal Roads: R4,9 million • Construction of sport field ward 7: R1 million
• Construction of Sheti Box Culvert: R1 million 4.2 Internally Funded: The following capital projects will be implemented and funded by own funds/resources: • Refurbishment of Richmond Memorial Hall: R1,5 million • Acquisition of Tractor: R500 thousand • Installation of Town Cameras: R750 thousand • Waste Removal Truck: R1,5 million • Landfill site maintenance: R2,5 million 5. Municipal Programmes: • Local Economic Development Strategy: R150 thousand • Tourism Strategy: R150 thousand • Training of youth: R200 thousand • Gender program: R100 thousand • Disaster Management: R300 thousand • Art and Culture: R100 thousand • LED programs: R300 thousand 6. Public Participation Budget: • Ward Committee: R100 thousand • MPAC Oversight: R30 thousand • Public meetings, awareness campaigns and events: R150 thousand • Evaluation meeting: R200 thousand • Uniform: R80 thousand
NEWS Nelson Mandela Museum
A Gateway to the Wild Coast Mthatha: In the Eastern Cape heartland, there lies a small village town of Mthatha, a home to Nelson Mandela Museum named after the first democratically elected President of the Republic of South Africa, Nelson Rholihlahla Mandela. The Museum offers a memorable cultural experience that gives insights into the life of Nelson Mandela, with guided tours and a heritage that follows his footprints within the geographical landscape of O.R. Tambo District Municipality. Nelson Mandela Museum is more than a place that houses the physical artefacts of Nelson Mandela’s life, but serves as a centre of learning, a place where Nelson Mandela’s philosophy is spoken of and passed on to all who visit. It allows visitors to follow in the footprints of a man whose long walk to freedom began in the foothills that rise from the banks of the Mbhashe River in Mvezo where his umbilical cord is buried. It follows his journey to his second home in Qunu where he relocated after the banning of his father and his later move to Mqhekezweni after the death of his father. Nelson Mandela had the privilege of listening to and learning from his elders about the battles that took place in defence of the motherland and gained this knowledge under the guardianship of Regent Jongintaba of Mqhekezweni. The museum’s existence is inspired by Nelson Mandela’s words, where he
insisted that this museum should not just become a static collection, but a living memorial to his values and vision. The museum opened its doors ten years to the day after his release from prison on 11 February 1990 - a schedule 3 public institution which is an entity the Department of Sport, Art and Culture. It is within his views that the museum continues to serve as a catalyst for development not just for the people of Mthatha, but for the benefit of the people of the Eastern Cape and South Africa. The museum serves as a Gateway to the incredible, unassuming combination of breathtaking coastline, precipitous and craggy cliff faces, wild and isolated beaches, quiet bays and green hills that rush headlong into deeply etched river valleys of the Wild Coast.
This constantly evolving legacy is located in Mthatha, with its two main sites: The Nelson Mandela Youth and Heritage Centre in Qunu, and the Bhunga Building in Mthatha. The Bhunga building site of the museum in Mthatha is an ancient building that stood the test of time, from colonial times to homeland state and democratic governance. This building serves as a national and international symbol for viewing exhibitions on Nelson Mandela and an incredible collection of gems bestowed upon President Nelson Mandela from various institutions, statesmen, kings, queens, and ordinary people from different parts of the world. The building houses the Meaning of Mandela exhibition which strips back the layers of his life that reveal him as a comrade, leader, prisoner, negotiator,
and finally, statesman. It shows the human values that underpin the man.
currently undergoing a condition based maintenance that includes building, electrical, civil works and upgrading of the sewer system. The closure of the site has created job opportunities for the local community of Qunu and surroundings.
opportunity to loan its travelling exhibitions to interested institutions. Interested parties are given an opportunity to keep these exhibitions for a duration of six months.
Nelson Mandela Museum hosts a myriad of educational programmes in the form of local youth and international youth camps. These camps are educational in nature as they are in sync with the curriculum of the Department of Education. The learners are introduced to leadership programmes where they are taught about ethical, accountable and responsible leadership.
The geographical location of the youth and heritage centre inspires nature lovers and cultural enthusiasts to visit Qunu. The centre houses a sliding stone where he used to play with his peers, ruins of a rondavel where he was named Nelson on his first day at school, not far from the centre there is a family grave site, a church where he was christened and a residential place where he is laid to rest. It further boasts of accommodation facilities that includes executive rooms and chalets, a conference centre, restaurant, dining hall, sports hall, ablution facilities, sporting fields and exhibitions halls.
Through the partnership with Anne Frank Haus in Lower Saxony County, Germany, the museum affords five South African students selected from different provinces an opportunity to travel to Germany for the International Youth Camp. The camp promotes social cohesion and racial and cultural tolerance as learners from diverse social, cultural and political backgrounds gather together for the duration of the camp.
Opening times: Monday to Friday: 09h00 and 16h00 except Worker’s Day Saturdays: 09h00 to 13h00 Sundays: Closed. Only tours booked in advance allowed between 09h00 to 12h00 Telephone: 047- 501 9500 Fax: 047-532 3345 Email:info@nelsonmandelamuseum. org.za
This multidimensional youth and heritage centre of the museum is
Nelson Mandela Museum provides museums and libraries with an
The site houses ‘Mandela and Luthuli: In Conversation’, the exhibition that brings the interactions and conversations between the Nobel laureates’ to life for ordinary people through a compilation of photographs and quotations from writings – all of which give this exhibition vital and inspiring insights. This historic site further boasts of a Special Library. The second site, Nelson Mandela Museum Youth and Heritage Centre serves as a catalyst for South African youth’s economic and training development. The objective of its establishment is to run structured youth programmes based on human rights, freedom and democracy.
Nelson Mandela Museum Travelling Exhibitions
Travelling exhibitions on offer:
• • •
In conversation: Nelson Mandela and Chief Albert Luthuli Exhibition “For Madiba with Love” Exhibition Parenting a Nation Travelling Exhibition “Dear Mr. Mandela, Dear Mrs. Parks” children’s letters: global exhibition Quilt Exhibition Freedom Exhibition
Interested institutions can contact Collection & Conservation Manager Phumeza Mandela @ 047 501 9520
For more about the museum, visit: www.nelsonmandelamuseum.org.za Please note that no pets are allowed in the Museum. However, working animals such as guide dogs for the blind are permitted.
NEWS West Rand Initiatives
Stimulating economic growth ability to change and respond quickly as and when. Our priority as a region is to focus on our high-growth sectors and infrastructure investment projects that will unlock the transformation, modernisation and re-industrialisation of the different corridors within the District.
a view to making land available for the establishment of the SEZ and has identified Busmark as a key tenant in one of the key industrial clusters. The identified economic precinct that will form part of the SEZ will focus on the following economic activities: •
These sectors are: • • •
• • • Acting Municipal Manager: Elias Koloi
The pronouncement made by Premier David Makhura in his State of the Province Address is that Gauteng is taking a lead in re-igniting economic reconstruction and recovery of the West Rand. As a result of the pandemic, the global economy finds itself in a state of chaos, where South Africa, Gauteng and the West Rand are not immune from this chaos. What becomes inspiring are the opportunities that lie amidst the chaos. The economic landscape needs to be transformed at an alarming rate to respond to the new normal. The recovery, resilience and robustness of our economies going forward, requires innovation and forward thinking, ability to utilise existing paradigms efficiently and effectively, and the
Transportation and Logistics Energy, with a focus on new technologies and diversifying the energy mix Tourism and Hospitality Food, Beverages, Agro-Processing, and Agribusiness Construction and Infrastructure
In preparation for the implementation of the West Rand SEZ, the region has engaged Sibanye Stillwater with
Cold storage unit
• • •
Bus and Truck heavy commercial hub; Western Accelerator SMME incubation centre; West Rand Logistics Centre and Food City Hub; West Rand Agri-Parks; and Agro - Processing
Busmark will also establish the West City Accelerator on the West Rand Industrial Park which will focus on finding, developing and growing black component manufacturers. To ensure the viability of suppliers in
the accelerator, Busmark has committed to outsource 50% of its component manufacturing to suppliers which form part of the incubation programme. This therefore creates great opportunities for young people in the region to take advantage of these kinds of opportunities. Bokamoso Ba Rona Agri-Industrial Hub is another industrial cluster where Provincial government, National government, State Owned Enterprises and private sector companies have partnered in agri-processing industrial cluster initiatives on the West Rand. Sibanye Stillwater, Merafong Local Municipality and the Far West Rand Dolomitic Association have made available approximately 30 000 hectares of land to facilitate the development of this agri-industrial hub. The objectives of the programme are to: •
Make West-Rand into the agriindustrial hub of Gauteng which drives continuous technical, commercial, institutional and developmental innovation. Build a sustainable post mining economy and development framework. Promote the export of high value, relatively labour-intensive agricultural produce, with a particular focus on downstream value addition. Create jobs with agriculture skills transfer. Promote Black Economic Empowerment including the development of entrepreneurs and industrialists.
West Rand Mega Park Development
The West Rand Mega Park Maximum Group is planning to establish a unique industrial, International Agri City and Fresh Produce Market known as West Rand Mega Park on the West Rand. • •
Facilitate comprehensive local socio-economic development. Facilitate and promote community participation.
A manager and fund manager for the program has already been appointed following a public Request for Qualifications. A memorandum of agreement has been signed by
all the four founding members who are WRDM, Sibanye Stillwater, Far West Rand Dolomitic Association and Gauteng Infrastructure Financing Agency (GIFA). The West Rand Mega Park Maximum Group is planning to establish a unique industrial, International Agri City and Fresh Produce Market known as West Rand Mega Park in the West Rand. The Agri City will include industrial and manufacturing to complement the development in order to enable value chain creation with local SMMEs. The West Rand Mega Park project is earmarked to be implemented along the N12 near Lenasia on the side of the West Rand. It will be a major catalytic project and enabler of future growth in the Rand West region.
NEWS The Food Hub will include: • Fresh Produce market, • Meat market, • Egg & Dairy market, • Seafood market, • Flower market and • Liquor market. Furthermore, the development will include: • Cold Storage facilities, • The Square - public square with a number of restaurants, • Agri-Processing and • A 40 000 sqm Wholesale Mall. Each one of the aspects above is a project in its own right and buyers or tenants for each can be discussed. The development will provide world-class Agri Processing and Industrial facilities with the latest renewable energies and Hi-Tech technologies including block chain, monitoring and metering, Peer2Peer sales; transport sharing, space sharing, logistics sharing, Online Produce Trading, etc. at an affordable price, not forgetting the opportunity to digitize the agricultural processes also. Being positioned at Soweto’s
The Fresh Produce Market will democratize access to produce markets for emerging farmers and will unlock opportunities for small-scale farmers.
will democratize access to produce markets for emerging farmers and will unlock opportunities for small-scale farmers. The development is designed to create Industrial Symbiosis and achieve zero-to-landfill. The project will be part of the Special Economic Zone for the region.
southern entrance - this would also set a positive and uplifting tone for the immediate area of Soweto and Rand West City. The Fresh Produce Market
Furthermore, the Maximum Group in partnership with Afribix have identified a project that will yield 13 000 residential units on the adjacent piece of land next to West Rand Mega Park. West Rand Academy The WRDM, Sibanye Stillwater, South Deep Mine together with other stakeholders, have identified that an academy or college is required in Westonaria since there are no institutions of higher learning to provide skills that will support the vision of the region of developing the agriculture sector and reducing reliance on mining. To support the municipality’s development plan (IDP), construction of the West Rand Academy has been initiated in a phased
office space to the National Youth Agency (NYDA) to deliver on its mandate of advancing youth development through guidance and support initiatives, across sectors of society and spheres of government. This enables young people from the region to have easy access to NYDA offices to get information on their services.
approach. There will be different schools or faculties, with the school of Agriculture and Engineering forming part of the first phase. The project cost is an estimated amount of R60 million for the total project and Phase 1 an estimated amount of R25 million. Sibanye Stillwater has donated the land for the Academy. The total area is 14 Ha of which 5 Ha will be used for Phase 1. The appointment of a project managing company has been concluded through Sibanye procurement processes and construction and should commence soon. Sibanye Stillwater, Gold Fields South Deep Gold Mine, Westonaria Community Trust, South Deep Education Trust are the funding partners of the project.
West Rand Development Agency has obtained a clean audit opinion from the Auditor General of South Africa. National Youth Development Agency The WRDM in its endeavour to support youth empowerment has provided an
AUDIT OUTCOME The West Rand District Municipality has managed to reduce the number of audit findings from 24 to 7 under the current regularity audit conducted by the Office of the Auditor General South Africa. The District has no findings on the audit of the predetermined objectives (performance management), no findings under supply chain management and received an Unqualified Audit opinion. Furthermore the district entity, West Rand Development Agency, has obtained a clean audit opinion from the Auditor General of South Africa. This attests that the region is en route to attain clean governance.
The N12 Corridor task team comprised of the Presidency, DTIC, Premier’s Office, Department of Economic Development, WRDM and its LMs has been established and will be responsible for coordinating and streamlining the implementation of all the above mentioned initiatives along the N12 in our region.
NEWS Sekhukhune District Municipality New TUT campus in store The Tshwane University of Technology (TUT) and the Kingdom of Bapedi in Sekhukhune, Limpopo, signed a Memorandum of Understanding (MoU), and announced plans to establish a campus in the Sekhukhune District. The signing ceremony took place at Mohlaletsi village. Speaking at the event, Prof Stanley Mukhola, Deputy Vice-Chancellor: Teaching, Learning and Technology (TLT), indicated that the MoU was formulated to facilitate collaboration in the area of tertiary education between TUT and the Bapedi Kingdom. Prof Mukhola said, “We are grateful for the warm welcome in the Sekhukhune area to establish what I call, not a satellite, but a distant campus. The idea is to begin a new campus focusing mainly on mining and agriculture. We believe in taking education to the people. That is mainly the reason we signed the MoU, which will assist us to embark on a fruitful journey that will benefit the University, Kingdom of Bapedi, the community of Sekhukhune and Limpopo at large. In their countless meetings, the Royal House and the University were able to identify the old Sekhukhune Teaching College as a possible venue for this venture, dependent on approval by the Department of Higher Education and Training (DHET). The college’s building was no longer being used as it had closed down. The Sekhukhune Royal House revealed that before his passing at the age of 40
Prof Stanley Mukhola, Deputy Vice-Chancellor: Teaching, Learning and Technology (TLT)
earlier this year, King Victor Thulare III, had envisioned establishing a university in Sekhukhune. The King also planned to harness the rich mineral resources of platinum metal groups in Sekhukhune to help improve the livelihoods of the Bapedi people. Speaking on behalf of the acting Bapedi Queen, Manyaku Thulare , Official Royal House Spokesperson, Ntoampe Mampuru, stated that the agreement between TUT and the Kingdom of Bapedi was part of realising the legacy of the late king. “The Queen has blessed this occasion and looks forward to the many great things to come out of this initiative”, he said. The Sekhukhune Development Agency - an agency of Sekhukhune District Municipality is one of the key institutions that will drive the rollout of this new
Sekhukhune TUT Campus. Young people in the Sekhukhune District say the new campus will help improve access to education. The University is currently conducting a feasibility study to establish interest and support by local mining houses, the agricultural sector and the community at large. Upon completion, the study will be submitted to the University and Department of Higher Education and Training (DHET) respectively for approval. After that process, the design of new programs in mining and agriculture will resume, which will take 18 months or more. This historic development was signed by Her Majesty the Acting Queen of Bapedi Nation, Queen Mother Manyaku Thulare and TUT Deputy Vice-Chancellor, Professor Murembiwa Stanley Mukhola at Bapedi Kingdom capital Mohlaletse in Fetakgomo Tubatse Local Municipality.
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