Municipal Focus Volume 55

South African Municipal Magazine

www.municipalfocus.co.za

Volume 55

Leaders in Local Government Business Intelligence &

DR MPHO PHALATSE

ELECTORAL COMMISSION

Free and Fair Municipal Election Results 2021

Executive Mayor City of Joburg

SALGA

Celebrating 25 years of Local Government TRANSPORT

MUNICIPAL FINANCES

MUNICIPAL NEWS

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LETTER FROM THE PUBLISHER

Interview with Executive Mayor Cllr. Mpho Phalatse on page 10

PUBLISHER'S NOTE

O

n the 10th Dec, and as a constitutional democracy, we celebrate the 25th Anniversary of the Signing of South Africa’s Constitution. We celebrate this milestone knowing that it is internationally acclaimed as one of the most progressive, transformative constitutions in the world!

10 461 councillors who won the right to serve our people and urging them to work at making the lives of our people better. He further urged the Councillors to ensure that “our communities develop and live in peace, and through honest and ethical work, guarantee the future of our children”.

The last few months have been hectic to say the least…motivations to postpone the local government elections, the decision to go ahead, the date being finalised for 1 Nov 2021 and then the last-minute rallying for party votes.

This election with all its challenges gave a voice to the people of SA and the message is clear, we matter, our future matters, our children’s futures matter, we want accountability, we need action, you have our vote and we will be here in 5 years’ time again.

By the 4th Nov the outcome was declared “free and fair” by the CEO of the Electoral Commission, Sy Mamabolo, with the Chairperson, Glen Mashinini, congratulating the

In our cover feature we celebrate the election of the new Hon Mayor of the City of Joburg, Mpho Phalatse, the first woman elected to this position, and unpack her vision for the City and

Nardine Nelson Publisher & CEO Kweda Media & Communications

her priorities as she takes the reigns of the economic powerhouse of South Africa – Joburg.

SALGA whose role it is to represent, promote and protect the interests of local governments and to raise the profile of local government celebrates its 25th Anniversary, and our feature looks at its road travelled and its vision for the future.

The spectacular Mpumalanga Province (Zulu name for "the place where the sun rises") is explored in our travel feature, and it’s no wonder that it is seen as one of the most beautiful tourism destinations in SA. A bucket list, for anyone with a love for travel, will include the largest canyon in the world, a world heritage site (The Makhonjwa Mountains) and the Graskop Gorge Lift - offering an outing of panoramic views, restaurants and bars and amazing curio shopping, amongst others.

We wish our readers, and all South Africans, a peaceful year-end and have hope that the new year will bring with it opportunities to fulfil our personal, professional and ubuntu aspirations.

Enjoy the read and keep safe!

4

Municipal Focus

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FOCUS

Leaders in Local Government Business Intelligence &

WATER

MUNICIPALITIES

ELECTIONS

INFRASTRUCTURE

LOCAL

GOVERNMENT

COVER FEATURE

10 City of Joburg FEATURES

18 Independent Electoral Commission 22 Salga - Celebrating 25 Years 28 Makhanda Circle of Unity 30 Municipal Innovation Maturity Index 34 African Rail Industry Association Outcomes 38 Breede-Gouritz Catchment Management Agency 40 NJMPF - An Anchor in Uncertain Storms

18

10

30

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Municipal Focus

34

WATER

MUNICIPALITIES

ELECTIONS

INFRASTRUCTURE

LOCAL

GOVERNMENT

44 Tshwane Rapid Transit - Our Origins 48 Greenpeace - Africa FEATURES 50 What to Know About Ransomware

56 Phoenix College of Education Johannesburg 58 Amadlelo- Poised to Transform South Africa's Agribusiness Sector 60 EC Transport Community and Saftey 66 Mpumalanga Province 70 IMATU - An Independent Trade Union MUNICIPAL NEWS

72 Chris Hani Local Municipality 74 Mogale City 76 City of Tshwane

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Municipal Focus

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South African Municipal Magazine

www.municipalfocus.co.za

Volume 55

Leaders in Local Government Business Intelligence &

DR MPHO PHALATSE

ELECTORAL COMMISSION

Free and Fair Municipal Election Results 2021

Executive Mayor City of Joburg

SALGA

Celebrating 25 years of Local Government TRANSPORT

MUNICIPAL FINANCES

MUNICIPAL NEWS

ON THE COVER

DR MPHO PHALATSE EXECUTIVE MAYOR CITY OF JOBURG

PUBLISHING EDITOR

DISTRIBUTION

Nardine Nelson

GCIS, National Assembly,

nardine@kwedamedia.co.za

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All editorial, business and production correspondence should be addressed to Municipal Focus, PO Box 12454 Plumstead 7800. Manuscripts, illustrations and other material must be accompanied by a stamped, self-addressed envelope. No responsibility can be accepted for unsolicited material. The editor reserves the right to amend and to alter copy and visual material as deemed necessary. Copyright by Kweda Media & Communications. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted by any form or any means without prior permission of the publisher. The opinions expressed in Municipal Focus are not necessarily those of the publishers.

CITY OF JOBURG

Dr Mpho Phalatse will be recorded in history books as the first female mayor of South Africa’s economic hub - Joburg

Cllr. Mpho Phalatse at the Joburg Open - 25 November 2021

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Municipal Focus

CITY OF JOBURG D

r Mpho Phalatse will be recorded in history books as the first female mayor of South Africa’s arguably most important metro, City of Joburg – the country’s economic hub. The city is the commercial powerhouse on the African continent as it generates around 16 percent of South Africa's GDP and employs 12 percent of the national workforce. Phalatse is well aware of the responsibility of wearing the mayoral chain of the City of Joburg and the big challenging task ahead of her. Municipal Focus magazine caught up with Phalatse for a conversation about her vision for Johannesburg and some of her immediate priorities as Executive Mayor.

Municipal Focus (MF): You have just been elected the first female mayor of Johannesburg, what is your vision for the city and what will be your key priorities as you take up the reins of the economic powerhouse of South Africa?

Cllr. Mpho Phalatse (MP): We’ve had an interesting election outcome, one which we didn’t expect where no single party had an outright majority, yes we entered in a coalition in 2016 but it’s more expressed now in 2021.

In 2016, we had 11 political parties; currently we have 18 parties that

have made it into council. Many of them have one seat but they are in council nonetheless. But now if you look at the split of the votes across all political parties, you would need to have a coalition government of quite a number of parties to have a stable government which is 50 percent plus of the seats in council for you to be able to make decisions and approve budgets, Integrated Development Plans etc. So the first vision is to form a stable government, we’ve had an unstable government in the last five years where we’ve had four administrations in a five year period.

We don’t want a repeat of that, you

Municipal Focus

11

CITY OF JOBURG see it reflected on our streets and communities through the breakdown in service delivery and infrastructure so we need to see some upward development this time around and that will take a stable government which is the first priority. We want a stable coalition government that can take the city forward in the next five years. And once that has happened we will open up to other political parties to make inputs into a manifesto that we had tabled our offer to the city.

MF: Talking about forming a stable government being the first priority, how critical is it to form a majority coalition government?

Cllr. Mpho Phalatse: It’s so important because you don’t want to be negotiating a coalition before every council meeting because there are certain council items that require a 50% plus one majority for them to be approved, therefore it becomes cumbersome that for every council meeting you have to be negotiating and it also opens up room for corruption and corrupt dealings between the political parties to sweeten deals so we don’t want to expose ourselves to that.

MF: What type of approach is required to bring about stability in a coalition arrangement that can often be tricky, if what transpired in the last term is anything to go by?

Cllr. Mpho Phalatse: As you’ve rightfully said, we’ve learnt a lot from what happened between 2016 and 2019 in particular when we were in a DA-led coalition government and a lot of those learnings have given rise to a draft coalition agreement which was developed by the Democratic Alliance in trying to address a lot of the gaps which we realised were there in the initial coalition arrangement of 2016.

There are conversations you need to have before the fact, you need to set parameters and you need to be clear on your non-negotiables. For example the DA has been very clear on the need for alignment on certain key values and principles, and also on the fact that we will not entertain

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Municipal Focus

Executive Mayor Cllr. Mpho Phalatse during her announcement of the members mayoral committee

corruption. And that we will not use the procurement or the recruitment space to sweeten deals with coalition partners. We will put residents first and run transparent governments where we govern and those are some of the good governance principles which for us are a nonnegotiable. So those conversations must happen prospectively so that anybody signs understanding these are set parameters and when anybody deviates we can go back to our document and deal with the matter.

This was not done in 2016 so we have improved in how we do this based on the mistakes that we made.

MF: You have previously expressed views on equal representation of all constituencies as being key to your administration, why is this so important for the city and how will it benefit a city like Johannesburg?

Cllr. Mpho Phalatse: Let’s just qualify equal representation. What I have said is that there has to be representation but representation has to be proportional to the number of votes. However, we will want each constituency to be represented in some form or another when decisions are made around the table. That’s why even in the coalition negotiations we have tried to accommodate as many parties as possible to ensure that as many constituencies are represented at the decision-making table. This is important because each resident of

the city counts and matters. Joburg is a very complex and also a very diverse city, even socio-economically you’ve got different constituencies. We need every Joburg resident to feel that they have a voice in our council chambers when decisions are made. That’s what the outcome of the elections has given us, an opportunity to be truly representative of different groupings of Johannesburg.

MF: You’ve touched on rooting out corruption in the city, how will you go about ensuring that this indeed does happen?

Cllr. Mpho Phalatse: There’s already mechanism in place that we can piggyback on and strengthen. You will recall that in the 2016 DA-led administration there was an office which was established called Group Forensic and Investigation Services.

Now this establishment still exists and what we need is to capacitate it and ensure that it’s enabled and empowered to discharge its mandate.

And what we also need to do is to use the data that is received from this unit. In the past we focused on investigations with a view to have prosecutions and ultimately convictions and have money stolen out of the system recovered. What I’ve seen since I have occupied this office, and I have had engagements with this unit, is that they actually have useful data that can inform us of the leaks in the system. Corruption looks different

in City Power than how it looks within the health department. You can be able to zoom into departments and observe patterns which you can use to perform re-engineering initiatives in those areas to make it difficult for people whether officials or politicians to engage in corruption.

MF: Anything you’d like to achieve in your first 100 days in office?

Cllr. Mpho Phalatse: The fact that we are now working on a majority coalition which will involve a few other parties as much as I had my 100-day wish list, I would now need to go and review it with a view of accommodating other parties. But I think some of the obvious issues that are burning issues for most people in Johannesburg are things like stable power supply and water supply. I think those are things that we can already agree on across political parties that they are a priority. So we can start rolling out programmes addressing those issues. I am already in talks with independent power producers on how we can jointly run pilot projects; of course we need to look at legislative limitations of doing that.

But I would like to do something to stabilise power supply within 100 days in Johannesburg with a view to increase capacity by opening up the market to more players. As we increase capacity, we will also be resolving

the issue of backyard dwellers and informal settlements which are yet electrified. This is where we see the increase in the population in Johannesburg against our ability to be able to supply basic services including electricity. That will help when we have more players. What it will also help us with is to offset load-shedding.

I am excited about the talks that are happening right now but I can’t reveal too much.

MF: Speaking of power supply, you have recently met with Eskom officials regarding problems of electricity theft in Diepkloof, Soweto.

How big is this problem and how can be resolved?

Cllr. Mpho Phalatse: This problem is big and what makes it big is that it’s a culture which was entertained for a very long time. Had it not been so, it wouldn’t be such a big problem.

What Eskom is saying is that; you have a community in Zone 3 Diepkloof where they have eight transformers.

In that area, less than 20% is buying electricity, and the rest are either bypassing meters, connecting illegally to the grid or buying energy from ghost vendors. In the last eight months, Eskom reports losses of R96million in Diepkloof alone. That is not sustainable. Eskom is saying to those residents; please pay at least a reconnection fee as they have identified 700 transgressors. Eskom is

requesting R6000 reconnection fee from each of the transgressors. What Eskom will recover is around R4m which is nothing compared to the R96million which has been lost. The problem is that there’s a long standing culture of non-payment and most of the people do not want to pay for electricity. These engagements have been happening for years, back and forth through different political parties and we’ve never been able to crack it.

But this time around I believe that we will get it right.

MF: Joburg, as the country’s economic powerhouse is arguably the most important municipality in the country with many economics and political analysts believing Joburg’s success is critical for the country’s overall success. What is your take on that and does that bring about added pressure?

Cllr. Mpho Phalatse: It’s absolutely true; Johannesburg is the economic hub of the country and is also a gateway to Africa. So it’s also an economic hub for the African continent. That being said it’s important for Joburg to work. We contribute a lot to the GDP of this country; we contribute a lot to the tax base of this country which then benefits, not only Johannesburg but the whole of the country. Joburg is a very important city and needs to work in order for South Africa to function and thrive.

MF: Does it pose a challenge?

Cllr. Mpho Phalatse: Yes, I view it as an exciting challenge. You can see that the challenges of Joburg are manmade whether by officials who are corrupt or by residents who are not doing their bit by taking responsibility.

Once we can sort out a lot of those behavioural issues and get governance systems in place to ensure that we close taps and leaks in the system and get it to work, a lot of things will function. There’s a lot of goodwill out there, a lot of private sector players who are begging to get involved in the spaces that we’ve protected for so long.

Municipal Focus

13

CITY OF JOBURG

MF: What’s your message to the people of Joburg? What can they expect from your leadership as their mayor?

Cllr. Mpho Phalatse: My message to the people of Joburg is that this is an exciting time. Every resident must really get excited. We’ve got a golden opportunity where we have a multiparty government which represents most if not all constituencies in the city which is exciting. So everyone can be sure that their lives will improve. We also have responsibilities as much as we have rights, we would like to encourage the residents to exercise their rights but also remember responsibilities.

Those who can afford to pay must pay their bills; those who cannot afford also have a responsibility to make that known by registering on the city’s indigent database so that they can be assisted. It’s so important; we must collectively rebuild our city. Don’t litter or participate in illegal dumping, report any illegality that you see. Work with the city. To the private sector as well; our doors are open and Joburg is open for business. Let’s work together and we can do so much more.

MF: You are a qualified medical doctor, what was your journey into

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Municipal Focus

the political sphere, and what do you think your past experiences uniquely bring to the table?

Cllr. Mpho Phalatse: My journey has been quite interesting, I’ve been a councillor now since 2016 and I suffered huge culture shock initially. Just in terms of the level of professionalism, sometimes our council meetings look like a circus. It’s sometimes unbelievable to witness the behaviour of some adults and you’d expect some level of decorum. You don’t find such in the profession that I come from. You find a high level of discipline and people are generally ethical and focused in delivering their mandate. That was a bit of something that I struggled with when I started.

I’ve gotten used to it, I’m able to function in the noise while ignoring the noise and keeping my focus. I’ve gained new skills that I didn’t know I needed. So I’d say I’ve grown in quite interesting ways.

I was quite disappointed at the lack of team work in politics. In medicine, if you are in casualty and you have a patient wheeled in that needs resuscitation, everybody literally drops what they are doing and run to the patient and everybody does something. One would put up a drip,

one would prepare the drugs and one would be doing CPR. There’s a culture of teamwork whether it’s your patient or not. In politics it’s quite the direct opposite. Everyone next to you is either trying to pull you down or trying to set traps for you. You just need to have eyes everywhere. I’ve learnt and gained skills to survive. I come from an environment where the stakes are high, if you don’t do your work a patient dies. The way I approach problems is very systematic and that comes from my medical training.

MF: On a final note, who is Mpho Phalatse - what does she like doing during her own time, and do you have any hobbies?

Cllr. Mpho Phalatse: Mpho Phalatse is very family orientated. I have intimate relations with my parents and my children. I love spending time with the people that I love and those are the people that are very close to me. You’ll never find me at a night club. I don’t like noise, I love good conversations.

I am also a creative; I write songs and my thoughts. I also listen to music.

I love walks, hikes and long drives even when I do them alone. I love to introspect and listen to my thoughts.

That’s me in a nutshell

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Email saenquiries@cips.org.za to find out more.

MUNICIPAL DEMARCATION BOARD

THE MDB UNPACKS THE MUNICIPAL OUTER BOUNDARY CHANGE PROCESS

T

he municipal outer boundary change/re-determination process is now open, and is conducted in terms of the Municipal Demarcation Act (MDA) of 1998 and other appropriate legislation enacted in terms of Chapter 7 of the Constitution.

In line with lessons learnt in the previous cycle and to maximise public participation, members of the public and stakeholders who wish to submit proposals to determine or re-determine municipal boundaries, (not ward boundary delimitation) are welcome to submit by not later than 31 March 2022.

It should be noted that no late submissions will be accepted after the closing date.

Thabo Manyoni - Chairperson of the Municipal Demarcation Board (MDB)

•

All proposals submitted must be motivated in terms of section 24 and 25 of the MDA (Demarcation criteria) and section 2 of the Municipal Structures Act (MSA) for re-categorization of municipalities.

More information on the process including proposal submission forms can be obtained on the MDB website (www.demarcation.co.za) or on request by contacting 012 342 2481 or email at registry@demarcation.org.za.

The proposals must be emailed to registry@demarcation.org.za or faxed to 012 3422480, or posted to Private Bag X123, Centurion, 0046 or hand delivered to Eco Origins Office Park, Block C1, 349 Witch-Hazel Avenue, Highveld, 0157. The proposals must be addressed for the attention of the Chairperson of the MDB.

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Municipal Focus

entails a major and large scale municipal boundary re-determination which will have a significant impact on the geographic areas, the number of voters, and the capacities of the affected municipalities, the re-determination includes the merging of adjacent municipalities or the splitting of municipal areas to create other municipal areas.

DIFFERENT CATEGORIES OF OUTER BOUNDARIES Municipal boundary changes are classified as follows:

•

Class 1, Technical and minor boundary re-determinationsThis re-determination entails a small scale boundary adjustment and alignment with a minor impact on the geographic area, a negligible or no impact on the number of voters and no impact on the capacity of the affected municipalities.

Class 2, Consolidation and AnnexationsThis is a medium scale boundary re- determination that may impact on a sizable geographic area, and number of voters in one or all the municipalities affected. This type of determination may impact on ward arrangements but will not materially impact on the capacities of the affected municipalities to deliver services

• Class 3, AmalgamationsThis type of re-determination

•

Class 4, CategorizationThis is a type of re-determination that involves the categorisation of any new Category A Metropolitan, Category C District and Category B Local municipalities with or without boundary changes; Category A must satisfy Section 2 of the MSA and Section 24 and 25 of the Act respectively; the Board will categorise an area that qualify to be a category A municipalities after consultation with National Minister responsible for local government, the MEC for local government in the provinces concerned, and SALGA

Municipal Boundary Re-determination Process In terms of Municipal Demarcation Act (MDA)

The following steps are taken during the municipal boundary change process: 1

2

3

Initiation of Boundary Redetermination in terms of Section 22 of MDA

Publication in terms of Section 26 of MDA

4

Consideration of Section 26 views and representations

Determine boundaries in terms of Section 21 of MDA or conduct public meetings in terms of Section 28 of MDA OR Conduct formal investigations in terms of Section 29/30 of MDA OR Conduct both public meetings concurrently with formal investigations

5

6 Consider Reports

7

Decision to redetermine and publish in terms of Section 21 of MDA for objections

8 Consider objections

OR Decision not to Re-determine

For more information:

info@demarcation.org.za I www.demarcation.org.za

Final decision on redetermination Confirm vary or withdraw Publish decision in provincial gazette in terms of Section 21(5) of MDA

012 342 2481 072 819 8220

ELECTORAL COMMISSION

DELIVERED: FREE AND FAIR 2021 MUNICIPAL ELECTIONS South Africa’s sixth democratic municipal elections have been hostage to fate since the start of the COVID-19 pandemic, but the Electoral Commission persevered to make the elections a reality, delivering a milestone free and fair election to citizens.

S

outh Africa’s sixth democratic municipal elections were held on Monday, 1 November 2021, and the results were announced three days later, Thursday, 4 November 2021.

“The 2021 Municipal Elections tested us, as a nation, in many ways.

The Electoral Commission, political parties, independent candidates, and voters were all faced with a number of challenges. These included the COVID-19 pandemic, truncated time frames, bad weather and power interruptions, and logistical glitches,” observed Electoral Commission Chairperson Glen Mashinini at the results announcement.

Despite these challenges, the elections management body achieved its objective of taking its electoral system to the next level of automation through the introduction of a voter management device, which has put paid to the possibility that there could ever be allegations of double voting.

“The fact that we are here today, having delivered these elections is an achievement we should all be proud of as a nation. Our thriving, vibrant, and maturing democracy has indeed withstood the test thrown at it. And for that we are indebted and grateful to all our employees, the Inter-Ministerial Committee, state institutions, agencies, including the security cluster, political contestants, and all our social partners,” Mashinini said.

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Municipal Focus

Electoral Commission Chief Electoral Officer Sy Mamabolo at the announcement of the 2021 Municipal Elections results on 4 November 2021

His words were echoed by Chief Electoral Officer, Sy Mamabolo, who noted: “It was an election characterised by uncertainties at some points in the journey, and possibilities at others. At times, it was perceived as an election in doubt, for we never were sure about its safe conduct. It is an election that created diametrically opposed and intense sentiments in the political landscape.”

“Yet despite this uneven and oblique path, we have experienced a people involving themselves in the act of electoral engagement. An electoral engagement that avails to the citizenry of the country a moment to re-constitute municipal councils.

Indeed, a democratic enterprise that

offers an opportunity to participate in a regular election to determine legislative and executive leadership of the various municipalities in the country,” said Mamabolo.

Inclusive elections In keeping with its constitutional commitment of being inclusive, its electoral engagement has a social consciousness and is thus alive to the fact that we have amongst us those who are infirm or with impaired mobility. Hence, South Africans in special circumstances were offered an opportunity to cast special votes, both at their voting stations or in their homes, on 30 and 31 October 2021.

2021 MUNICIPAL ELECTIONS IN NUMBERS Number of registered voters: 26 204 579 Female registered voters: 14 458 508 (55 %) Male registered voters: 11 746 071 (45% ) Voter turnout: 12 064 531 (45.87%) Voting districts (stations): 23 148 Registered parties contesting: 323 Candidates contesting: 95 427 Council seats contested: 10 461 Councils contested: 213 Number of ballots printed: 72 million Electoral staff serving: 190 000 Special votes served a twin purpose, on the one hand, they enfranchised people in special circumstances, while at the time offering us an opportunity to sharpen the proficiency of our operations ahead of voting day.

Voting day In this electoral encounter, 12.3 million voters went to the 23 148 voting stations across the country and marked ballots and by so doing expressed their electoral choices.

For these voters, the enormity of the act of voting was so pronounced that whatever health risks there may be, that would not deter them from voting. These are compatriots with a deep civic consciousness for in their minds there can never be a risk big enough to dissuade from voting.

We thank you for your simple and humble act of voting, your act of voting serves to fortify electoral engagement in our society.

South Africa’s 6th democratic municipal elections, held on 1 November 2021

Municipal Focus

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ELECTORAL COMMISSION

“The use of the voter management devices, or VMDs, catapulted electoral management in our country to new heights. No doubt, operational challenges were encountered, yet despite that, the 2021 Municipal Elections were the most technologically advanced ever held in the country.” - CEO Sy Mamabolo

The views of these voters were solicited in a survey by the Human Sciences Research Council. If our electoral democracy is to be enriched then the views and opinions of the receipt of the electoral service are paramount, bearing in mind that ultimately our electoral enterprise is about the people and their concomitant well-being.

In the Voter Satisfaction Survey, the HSRC interviewed 12 189 randomly sampled voters in 300 voting stations across the country during different time segments throughout the voting day. By acceptable standards, this is a representative sample that enables us to generalize the whole voter population.

Of the sampled voters, 97% found that the voting procedures inside the Electoral Commission’s voting stations were easy to understand, while 94% were satisfied with the ballot paper used in the elections.

In other words, the identifiers used in the ballot design were clear and not confusing to voters.

The survey further indicates that 96% were satisfied with the secrecy of the ballot, while 93% were satisfied with the safety and security at the voting station and 84% expressed confidence in the accuracy of the counting and tallying processes. Most importantly, 95% experienced the elections as having been free and fair.

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Municipal Focus

“We are glad that this survey found that 93% of the voters commended the Commission’s efforts to mitigate the risk of COVID-19 at the voting stations. Overall, voters are saying their lived electoral reality is positive and consistent with their expectations of integrity standards in the voting process,” noted Mamabolo.

Adopting digital technology “This election was much about participation as it was about the introduction of digital solutions in the electoral process,” observed Mamabolo.

“The use of the voter management devices, or VMDs, catapulted electoral management in our country to new heights. No doubt, operational challenges were encountered, yet despite that, the 2021 Municipal Elections were the most technologically advanced ever held in the country,” he added.

On voting days, the Commission deployed 30 387 VMDs which were centrally connected through an access point network. This digital connection enabled the strengthening of controls in the voting process. Once ballots were issued to the voter, they could not present themselves at another voting station without detection. In use at the voting, stations were live, centrally connected voters’ roll. This capability will decisively lay to rest allegations of double voting.

With the VMD possibilities abound: the prospect of building additional engines and reports will enable the real-time monitoring of the quantities of ballot papers issued and on hand at each voting station. This will remedy the reports of voting stations running out of ballot papers.

“Therefore, the introduction of the VMD can only serve to fortify controls in the voting process and enhancing capability to manage the voting process efficiently. Any challenges as we experienced them in the 2021 Municipal Elections should not cloud our desire to exploit digital technology to better our electoral engagement.

We dare not retard the progress we have made,” said Mamabolo.

Free and fair In terms of Section 190 of the Constitution of the Republic of South Africa, the mandate of the Electoral Commission is to: • compile and maintain a voters' roll • manage elections of national, provincial, and municipal legislative bodies • ensure that those elections are free and fair, and • declare the results of those elections.

On the evening of 4 November 2021, Chairperson Mashinini announced the results of the 2021 Municipal Elections which are determined in terms of

Section 64 (1) (b) of the Municipal Electoral Act. The role of the Commission is to satisfy itself that the conditions for free and fair elections were met in all these elections.

Among the factors which the Commission must consider in declaring an election free and fair is first whether the electoral regulations, laws, and agreed processes were followed.

Secondly, where irregularities and breaches did occur, what impact did this have on the outcome of the election.

The Commission was satisfied that, bar a few incidents, for which it apologised, that it had delivered quality elections.

The Commission was happy to report that its unique political party liaison committee system is working.

“It is through this system that we caught an electoral officer who had transgressed our electoral laws by stuffing ballots into a box. It is because of the vigilance of party agents and members of the PLC that the stuffed ballot box, as well as the mishandling of used ballots, were exposed.”

The Electoral Commission has satisfied itself that the conditions for free and fair elections were met and that the results for 213 councils are declared as final results.

There were 26.1-million voters registered for these elections.

Approximately 370 000 were registered in the pre-approved MEC 7 list. A total of 12.3 million South Africans voted in these elections, resulting in a 46% turnout.

In terms of the 213 municipalities contested: • The African National Congress achieved a majority in 161 municipalities • The Democratic Alliance achieved a majority in 13 municipalities • And the Inkatha Freedom Party achieved a majority in 10 municipalities.

In 66 municipalities no party achieved a majority – which is known as hung councils, and in four (4) municipalities there were tied councils, that is two parties won the same number of seats.

For the full set of election results and ensuing seat allocation, please visit the Electoral Commission’s website at www.elections.org.za.

Serving South Africa’s people

Between 1 and 4 November 2021, the Commission received and cleared 290 objections, after investigations and deliberations.

Mamabolo said that the 2021 Municipal Elections saw 95 000 of our fellow compatriots raise their hands

and offer themselves as candidates for the civic duty to serve on municipal councils.

“As with any election, not all contestants emerge victorious.

We nonetheless honour all those who made themselves available for election, because, without such participation, our electoral reality is hollow.”

“To the 10 400 elected councillors, we raise our hands to you in a congratulatory wave. The voters have bestowed trust in your ability to service the communities you now represent. You owe them a measure of gratitude. Our proposition is that the best reward you can offer them is selflessness and service-mindedness towards communities you are to represent,” added Mamabolo.

Chairperson Mashinini also congratulated the 10 461 councilors who have won the right to serve our people.

“We urge them to go out and make the lives of our people better. Go out and ensure that our communities develop and live in peace. Go out and, through your honest and ethical work, guarantee the future of our children.”

“Through these elections, we are proud to proclaim to the world that we are still flying high the banner of electoral integrity, excellence, and free and fair elections,” concluded Mashinini.

“Through these elections, we are proud to proclaim to the world that we are still flying high the banner of electoral integrity, excellence, and free and fair elections.” - Chairperson Glen Mashinini

Chairperson Glen Mashinini at the 2021 Municipal Elections results announcement

Municipal Focus

21

SALGA - 25th Anniversary

SALGA: CELEBRATING 25 YEARS OF LOCAL GOVERNMENT “SALGA’s determination to establish transformed and well-governed local government remains robust; one that will stimulate growth and reignite societal well-being in a post-COVID future,” Thembi Nkadimeng, ex-President of SALGA, now Deputy Minister of CoGTA

T

he South African Local Government Association (SALGA), one of the unique children of a democratic South Africa celebrates 25 years since its birth in November 1996 with jubilation and with angst. It has been two-and-a-half decades of great achievement in the unchartered waters of a democratic local government in the country whilst facing storms of unparalleled challenges; and the voyage continues!

The organization was brought into existence by the country’s constitution at a time when South Africa was trying to understand and interpret the very constitution that SALGA was being anchored on. Moreover local government had existed prior to SALGA’s birth, but it was governed and coordinated by fragmented institutions that only served the privileged few in apartheid South Africa.

Father Smangaliso Mkhatshwa, ex-Mayor of Tshwane aptly put it when he said; “Local government entered a new era with the adoption of the Constitution. For the first time in our history, a wall-to-wall local government system was introduced.”

Father Smangaliso Mkhatshwa, ex-Mayor of Tshwane

Each of the four pre-1994 provinces had a local government association.

These associations were based on the apartheid segregation policies and were organized as follows;

The structure was not just fragmented, but it was also steeped into a deep racial culture that ignored the greater need outside of the “formal towns”.

What made amalgamation of the structure challenging was that this had to be done within the confines of a negotiated settlement. Hence local government was one of the issues negotiated in Codessa 1 & 2 in the 1990s.

• The Transvaal Municipal Association; • The Cape Province Municipal Association; • The Orange Free State Municipal Association; and • The Natal Municipal Association.

Mr Zamindlela Titus, Lead ANC Technical Negotiator at CODESA described it aptly when he said: “In 1992 we then met at CODESA 1 and 2 after whose collapse we had the negotiation forum. At the first instance, we had to say to ourselves: what type

22

Municipal Focus

of South Africa do we need? [The intent was that…] even if we have not done anything that is visible to South Africans, at least we need to identify what it is that we ought to do to demonstrate to all and sundry that we are serious about change.

We then said let us start by de-racialising local government because we had a local government system which was racially based.

We said, then, even before we start the negotiations process beyond September 1992, let us agree on the de-racialisation of local government, the government sphere that is closest to the people. That led to the enactment of the Local Government Transition Act.”

The South African Local Government Association (SALGA) was formed to create a national umbrella for all municipalities from one corner of South Africa to another. Whilst this was happening, the number of municipalities had to be reduced from over 1 000 to under 800 and later to about 284, in nine provinces, which meant re-demarcation of municipal boundaries, reallocation and relocation of assets and resources whilst managing constitutionally binding elections every five years – transformation.

Now SALGA’s members comprise 205 Local Municipalities, 44 District Municipalities and Eight (8) Metropolitan Municipalities or Metros.

Father Smangaliso Mkhatshwa, ex-Mayor of Tshwane aptly put it when he said; “Local government entered a new era with the adoption of the Constitution. For the first time in our history, a wall-to-wall local government system was introduced.”

Poverty, unemployment, patchy development and inequality have remained constant devastating companions of a local government sector from whom populations have expected some form of succor and hope in their difficult circumstances.

The “new” municipalities had to operate in sync in order to deliver equitable services from border to border across the country.

This invariably included delivery of services in areas previously excluded.

To achieve this SALGA was appointed and mandated in line with section 3(3) of the Municipal Systems Act to be the inter-governmental representative of local government in all platforms with a clear objective to promote cooperative governance.

SALGA was established by means of a founding statement in November of 1996. It was set up as a voluntary association to represent all the nine provincial local government associations. In January 1997, the Minister of Constitutional Development recognised SALGA as the national organisation representing

local government, as per section 2(1) of the Organised Local Government Act, 1997 (No. 52 of 1997). Since its founding, the organisation has been shaped by councilors who constitute the Provincial Executive Committee (PEC) and the National Executive Committee (NEC).

The Association’s institutional framework has undergone tremendous transformation from this initial establishment. This was achieved through painstaking engagements, lobbying, negotiations and partnerships. The key milestones in this journey from its formation were its promulgation in 1998 as the National Organisation for Local Government in South Africa, and in 2002 SALGA was listed as a Schedule 3A public entity in terms of the Public Finance Management Act 1 of 1999.

SALGA had to deal with one major challenge whilst driving the Transformation of Local Government; the practical implementation of the unification of the old provincial structures. SALGA was originally framed as what could be described as a “federated body operating in all spheres of governance”. Each of the provincial bodies operated as an independent entity governed by its own constitution. The practical issues of representing the sector as a unified voice necessitated a rethink on how the organization operated.

It was not until 2011 that all the provincial municipal bodies were unified and joined SALGA. Local Government completed its first Strategic Plan as a unified body under SALGA in 2012.

The adopted strategy and constitution had an added focus and mandate to increase the role of women in local government. This included striving for parity (50%) of representation in governance structures (section 3.8), which was derived from South Africa’s signatory status to the Beijing Platform for Action and the Convention to End Discrimination Against Women (CEDAW). The drive towards gender parity had always been a practice in

SALGA CEO: Xolile George

the organisation, this addition now placed a constitutional responsibility on SALGA to ensure that its governance structures (the National Executive Committee, Provincial Executive Committees and working groups) are representative of women to the desired extent (50%).

This increased the mandates of SALGA to include; • Ensuring the full participation of women in organised local government, including striving for parity (50%) of representation in its governance structures; • Increasing knowledge-sharing and improve the communications capacity as well as vertical and horizontal connectivity of organised local government and municipalities; and • Ensuring that South African local government plays a critical role in furthering Africa’s development at regional, continental and international levels SALGA’s engagement with various arms of national government, mainly with COGTA helped to establish better autonomy for local government and minimized the encroachment national government on municipal competences. This has improved role clarification between the various arms

Municipal Focus

23

SALGA - 25th Anniversary of government, despite SALGA’s own challenges with unity of its members.

Local Government Week which was initiated by SALGA in partnership with the National Council of Provinces (NCOP) has become a feature in the calendar of government and governance practitioners. In the first local government week, issues around the alignment and coordination of planning and budgets between the three spheres of government were made visible. Administration and political will were identified as major issues while peer learning was identified as a major change lever for service delivery.

SALGA assisted individual municipalities to begin to streamline their revenue stream by negotiating and reaching a Memorandum of Understanding with Eskom, the National Energy Regulator of South Africa (NERSA) and the Water Bodies.

More was achieved as a collective as would have been possible for individual municipalities.

negotiations at the South African Local Government Bargaining Council (SALGBC) by its governance structures.

Consequently SALGA supported, advised and represented over 100 municipalities on various labour relations matters.

The local government week format raised awareness of what all spheres of government need to do collectively to bring about improvements in service delivery outcomes.

Post-unification of local government associations under SALGA in 2011 assisted in achieving better results for municipalities together. In 2014 the Association worked with the Department of Science and Technology (DST) and the Council for Scientific and Industrial Research (CSIR) in building technical skills in the waste management sector through the development of formal qualifications on waste management.

Subsequent local government weeks have addressed municipal financial performance, devolution of functions to support service subsidiarity and public participation. There have been consistent attempts to address these issues by putting the right frameworks in place, particularly around spatial management and urbanisation.

The SALGA Centre for Leadership and Governance (SCLG) introduced and got buy in on a development agenda in Local Government through active reflection and thought leadership programmes in 2016 to 2017.

In the 2017/18 financial year, SALGA’s Collective Bargaining Strategy was developed and approved for

The benefits of SALGA working with local government as a collective have stretched beyond the borders of South Africa and the continent as demonstrated by the Association’s relationship with the Association of Flemish Cities and Municipalities (VVSG), its counterpart based in Brussels, Belgium. SALGA has entered into a cooperation agreement on environmental management with the VVSG to the benefit of all its members.

“The constitutional basis on which SALGA was formed and is entrenched is remarkable,” says Karlie Jorgensen, Director of Municipal Development Cooperation of VVSG. “This has led to the formation of an independent professional organization of which we are proud to have partnered with,” she adds.

The association played a key role for municipalities as an Employer

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Municipal Focus

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“SALGA is not just celebrating 25 years of democratic local government, but it also marks 25 years as an independent institution that works with all political organisations but remains autonomous to deliver efficient local government throughout the country,” says Mr Risenga Maluleka, Statistician General of Stats SA. “We have worked closely

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The Association has also played a pivotal role as advisor to municipalities and sharing knowledge on science-based approaches to addressing the challenges facing individual municipalities. That has included financial management down to environmental and waste management. As a result over 4 000 officials and over 3 000 councillors benefitted from SALGA’s capacity building programmes, while 1 090 benefitted from continuous development programmes.

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The employer-body role did not apply to bargaining only, but to skills development. As a part of skills development initiatives, SALGA has supported gender equality and ensured that the mainstreaming of gender has occurred by establishing the SALGA Women’s Commission as well as by means ofensuring that the staff composition of the organisation is representative of the nation’s gender policy intentions. Gender has been promoted at every level, from the local and provincial level through the Provincial Women in Local Government and the United Cities of Local Government (UCLG).

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Body for all local government. For example, there were multiple worker representation formations operating in each sector of the metropolitan municipalities. As local government developed a common approach to labour relations commensurate to the reforms occurring in the local government sector, SALGA joined the National Bargaining Council as an employer body and began to negotiate on behalf of the sector.

Prior to this, each province was highly fragmented and bargaining took place at separate localities.

National Government

with the association to ensure that they have accurate information to deliver services and support our country’s development,” he adds.

The institution itself has played an exemplary role in financial management in the local government sphere as demonstrated by SALGA receiving clean audits for eight consecutive years from 2012 to 2020.

In 25 years the baby of democratic South Africa has managed to grow and contribute to the country whilst addressing its own growing-up pangs.

Considering that the steps made were in unchartered waters, SALGA has made considerable strides in democratizing local government and entrenching democracy in South Africa.

The mandate of SALGA has been refined to being assisting local government in South Africa and the Continent fulfil its developmental role by; • Lobbying, Advocacy, Representation • Capacity Building • Support, Advice • Strategic Profiling • Knowledge/Information-sharing.

The Association has also played a pivotal role as advisor to municipalities and sharing knowledge on science-based approaches to addressing the challenges facing individual municipalities.

That has included financial management down to environmental and waste management.

“SALGA is the ambassador of local government and like any organization, we need to constantly refresh ourselves, renew ourselves so that our relevance, our reputation and our standing continues to espouse the values of who we are; a progressive force of change in local government,” says Mr Xolile George, CEO of SALGA. “We are at the centre of connecting the three spheres of government; national, provincial and local government.”

Municipal Focus

25

IMAGINING A SMART FUTURE FOR AMATHOLE TOWARDS 2058

A

ccess to basic services for communities as enshrined in the Constitution of the Republic of South remains a major challenge for the local government sphere, in particular water and sanitation. Not only is climate change a major factor but also the reliability and availability of this scarce resource is putting more focus on provision of sustainable solution for the entire country.

Amathole District Municipality (ADM), is steadfast in its commitment to supply reliable and sustainable basic services to its communities against a backdrop of a vastly rural landscape and the national norms and standards set by the Department of Water and Sanitation. Further to this, it is becoming more evident that communities aspire for higher level of service outside of the RDP standard in water provision-communal standpipes thus contributing to illegal water connections.

ADM is home to more than 912 thousand people with more than 80% living in poverty and high unemployment rate of more than 37%. Majority of the population is babies, toddlers, kids followed by youth. The leading economic sector in the District is the community services sector with limited revenue generation base.

However, with each coming and passing administration, strides and initiatives are being explored and implemented in ensuring services are delivered to our communities, with the intention of achieving uninterruptable and sustainable service.

With the shrinking fiscus and limited revenue base for the District playing a major role, the pace at which these services are delivered become restrained thus requiring each coming and administration to take the baton forward and continue where the others had left off, while also paving new paths.

The 5th Administration's era has postured itself to building blocks towards a realisation of ADM's Vision

of a commitment to giving quality services to its communities. This translates into the strides taken towards the long term plan of Vision 2058: Building A Smart District and its adoption by Council. This future oriented concept embodies bold catalytic projects to bring about new opportunities for the District which are presented by the Fourth Industrial Revolution (4IR).

Furthermore, as a vehicle to realise this long term plan, ADM has been implementing its Municipal Turnaround Strategy of moving the District forward within the context of brand repositioning and bringing confidence into the Brand ADM. One of its key drivers, Infrastructure Development and Innovation is but one of the few that are designed to narrow the distance between the communities and the district, as the organisation, steadily so, is delivering on its bulk regional water infrastructure which will see communities having better access to affordable and sustainable water services.

Taking a bite size of the elephant, Regional Bulk Water Project are being implemented throughout the district despite factors that continue to undermined the sustainability of water provision. These being, but not limited to, infrastructure vandalism, aged infrastructure, illegal water connections, etcetera. In an effort to overcome these challenges, the district has set out a transformative development path through its Municipal Turn-Around Strategy.

Having mapped the journey ahead clearly as the institution, ours is to ensure we cement the involvement of our communities in participatory democracy so that they become co-creators of the vision of building a smart futuristic district together. In addition to this, it is also our belief and resolve in line with the District Development Model (DDM) pronounced by the Honourable President, to ensure that we deliberately focus on growing an inclusive and sustainable economy government and other key state entities engagements and unison approach for a coherent service delivery and development outcomes.

In order to be an appropriate vehicle developed for the realization of “Vision 2058”, Amathole District Municipality is implementing its Municipal Turnaround Strategy (MTAS) in its pursuit to build a Culture of Excellence by “Bringing ADM Back to its Former Glory”.

ASPIRE (Amathole District Economic Development Agency) is currently implementing its Repositioning and Transformation Strategy towards a “Prosperous and Smart Amathole District” focusing on the creation of a conducive environment in diversifying socio-economic development in Amathole.

DYNAMIC RURAL ECONOMY

SUSTAINABLE DISTRICT

Our district is not afraid of growing Slowly, but afraid only of standing still and we will ensure to unlock development opportunities, create a sustainable future for our district.

Creating a friendly environment is one of our visions as a district towards a cleaner Amathole. Our goal is to have zero waste landfills and greenhouse gas emissions to be reduced to 80 % by 2058.

By 2058, we have confidence that Amathole will exemplify socialeconomic leadership by having access to affordable and high quality housing.

ADM Executive Mayor Cllr Khanyile Maneli

JUST & EQUITABLE

RESILIENT DISTRICT

Amathole has a long proud tradition of confronting tough issues head on. With determination and disposable skills, our smart district will lift its people out of poverty.

Challenges cannot be fixed overnight but our smart District can lead towards the first step by focusing on the pressing issues of GROWTH, SUSTAINABILITY and RESILIENCE. We will ensure the district is leading in the change needed in our communities by strengthening homes, businesses, communitybased organisations and public services.

Our goal as Amathole District is to have high-impact initiatives to support education, job creation and provide quality jobs across a diverse range of sectors.

ADM Municipal Manager Dr Thandekile Mnyimba

Revitalisation of Crop Plantations

World Class Disaster Management System

Revitalisation of Irrigation Schemes

Small Towns Revitalisation

Integrated Waste Management

SMART DISTRICT SOLUTIONS TOWARDS

2058

Stem Skills Academy

Integrated Marine Precinct and Sea Water Desalination Plant

Integrated Transport Systems

Broadband Connectivity

Aspire Board Chairperson Prof Christian Adendorff World Class Sports Academy

Aspire Aspire Acting CEO

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RHODES UNIVERSITY

TOWARDS A DISCOURSE OF COLLABORATION: THE MAKHANDA CIRCLE OF UNITY

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hilst it has long been articulated by experienced social activists and oversight bodies that local government in South Africa is in crisis and unable to respond to all the needs of its constituencies, it is a problem that cannot be overstated.

The consequences of ignoring the degeneration and gradual collapse of local institutions are not only the destruction of the structures that are intended to enable dignified conditions of living for communities but also, the failure of much-needed service delivery.

Marginalised communities continue to sink into a never-ending cycle of struggle that, at its worst, dehumanizes them. At the precipice we find ourselves in, with increasing levels of discontent and anger expressed by community members towards their local municipalities, it is no longer enough to be angry without translating that anger into constructive action.

In turn, the resolution to the current crisis of governance that we are in, cannot be constructed by any one actor; it requires an intentional commitment to the principles of inclusive development and collaboration across political and ideological lines to facilitate meaningful change. The stakes are too high for this not to be a priority.

It is this very same sentiment that underscores the purpose of the Makhanda Circle of Unity (MCU).

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Municipal Focus

Sisesakhe Ntlabezo is the Programme Manager of the Makhanda Circle of Unity in Makhanda, Eastern Cape

Makana Municipality is one of the municipalities that is staring down the barrel of irreversible socio-economic harm. The municipality has, in recent times, occupied national attention a result of protests caused by rapidly growing discontent and distrust in the municipality. The main seat of the municipality is in Makhanda, the largest of its seven cities and oft the site of struggle for frustrated citizens.

Makhanda is also the home of the MCU, the starting base for what is hoped to be an ‘exportable idea’ that is scalable and replicable in similar contexts of small rural towns.

The MCU is a registered non-profit organisation (registration number: 258810 NPO) that was founded in late 2019 and works through a variety of selfdirecting thematic “clusters”, focusing on areas ranging from education to food security. It was formed following a series of engagements with key civil society, academic and business stakeholders in the city of Makhanda in Makana Municipality, who were all deeply concerned with the hastening downwards spiral of a municipal structure that, just 14 years prior, had been heralded as one of the best performing municipalities in South Africa.

At the heart of these stakeholder engagements was a common message – that only through inclusive collaboration by all can improvement be seen in the conditions of the municipality. As such, at its heart the MCU is an organisation that is deeply committed to facilitating citizen participation in the development and revival of Makana Municipality, alongside the municipality itself.

It is vitally important to recognise that the MCU is not the first such attempt to engender improvement in the state of Makana Municipality. Several organisations and entities, both local and national, have in the past come forward to work with municipal actors to respond to the debilitating situation Makana finds itself in. National organisations such as Gift of the Givers and Kagiso Trust have invested significant amounts of capacity and resources into the Municipality in such pursuits. Local organisations, despite what can be surmised as an exhaustion with the cyclical pattern of service delivery failure in the region, have remained steadfast in their commitment to protecting the conditions of living for residents.

While such attempts have not always been successful in the long run, the impact of these attempts to support the municipality have had an indelible impact. The MCU seeks to harness this commitment and willingness to

Sisesakhe Ntlabezo in action at a community event

support the municipality and facilitate a space for various stakeholders to sit together and collectively strategies on responses to the challenges at hand. In essence, ours is to support the creation of what can be described as a living language of collaboration in the city.

The MCU has the potential to be a vibrant model that could break down long-standing barriers between the municipality and the community by actively attempting to sustain a channel of communication between the community and the municipality.

In the short time it has been around, the MCU has collaborated with the Makana Municipality in late 2020 to

join the Open Government Partnership (OGP) network, which in turn led to Makana Municipality being the first municipality in South Africa to be accepted into this global network. It has also created a forum for key stakeholders in food security to coordinate some efforts to provide support to impoverished persons, particularly at the onset of the COVID-19 pandemic, and has started building relationships with regional structures of the Department of Social Development and the Department of Rural Development and Agricultural Reform. It has been invited to participate in the development of a precinct plan that is intended to stimulate the local economy of Makana and "Makhanda East," the poorer side of Makhanda City. Working alongside Kagiso Trust, it has also started working on strategies to improve data management in the city in order to equip the municipality with the requisite information it needs to be responsive to impoverished citizen needs. Much more work needs to be done to pave a path out of the challenge that municipality faces – and this work cannot be achieved without recognising and encouraging stakeholders to join the collective.

However, this does represent the start of what may be a crucial change in local governance, for the region and potentially more.

Municipal Focus

29

MUNICIPAL INNOVATION MATURITY INDEX

MIMI is expected to enhance the capacity of municipalities to plan, integrate and embed innovation and technology in their daily operations.

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Municipal Focus

THE MUNICIPAL INNOVATION MATURITY INDEX: A NEW TOOL TO ENCOURAGE INNOVATION IN LOCAL GOVERNMENT FOR IMPROVED SERVICE DELIVERY.

T

he University of KwaZulu-Natal (UKZN), the Human Sciences Research Council (HSRC) and the South African Local Government Association (SALGA) has developed and introduced the Municipal Innovation Maturity Index (MIMI), an innovative tool to assess the capabilities of municipalities and municipal officials to support innovation for improved service delivery. The project is funded by the Department of Science and Innovation.

The MIMI was developed in line with the country’s 2030 National Development Plan (NDP), which recognizes the development of innovation and technology as priorities to enable the state to achieve improved governance and enhance the quality of basic services.

Additionally, the MIMI is expected to enhance the capacity of municipalities to plan, integrate and embed innovation and technology in their daily operations.

Research Coordinator: Municipal Innovation Maturity Index (MIMI): Dr Sithembiso Lindelihle Myeni

What is MIMI and what are its advantages?

MIMI is made up of many facets that are interlinked and work together to promote innovation and learning within and across municipalities.

The multifaceted tool also measures innovation maturity of the municipality as an organization and of municipal officials. MIMI consists of:

Municipal Focus

31

MUNICIPAL INNOVATION MATURITY INDEX

Director-General: Department of Science and Innovation Dr. Phil Mjwara

1. An Information engagement instrument for self-reflective learning – the instrument is a set of questions that requires officials to reflect on the state of maturity or extent to which their activities and the municipal environment is innovation ready. The instrument consists of 2 dimensions. Firstly, the organizational Innovation Culture and Governance which speaks to creating an enabling environment and providing leadership support for innovation, and secondly, the individual innovation capabilities which considers the learning of officials and how the official promotes and partakes in innovation, networking behavior and rates of collaboration.

2. Information processing and analysis – information collected from the instrument is processed generating individual scores for each municipality against the maturity level.

3. Learning forum - MIMI is an interactive information and decision support tool for local government. It relies on the direct and active participation of municipalities through learning forums to open a space for selfreflection and shared learning among municipal officials.

4. Uptake and use in decision support - Along six maturity levels in the MIMI platform, individuals and municipalities can make informed decisions on how to better their innovation capabilities i.e., at an individual, management or organizational level as illustrated in the instrument.

5. Innovation maturity framework - MIMI consists of an innovation capability maturity framework that captures the key underpinning organizational and individual capabilities that can sustainably influence innovation activity.

Continuous engagement with MIMI gradually improves on the innovation maturity of the municipality until innovation is entrenched in all structures of the municipality.

The project team hosted two learning forums with municipal officials during

the project implementation. These engagements revealed that MIMI will be instrumental in assisting individual employees and municipalities to learn, adopt, implement, and institutionalize innovations that can improve the functioning and performance of municipalities. Participating in the MIMI enables a municipality to reflect on their innovation capabilities and assists them to make informed decisions and think of ways to manage innovation ideas, institutionalize innovation to migrate to higher levels of innovation maturity.

Piloting and Implementation Testing The MIMI tool underwent rigorous pilot and implementation testing.

However, a low response rate was recorded due to the impacts of the COVID-19 pandemic. For the duration of the implementation testing, 55 responses from municipalities were recorded. Results from the implementation testing show that while municipalities are forging strategic partnerships with external stakeholders, they (municipalities) have faced constraints in the implementation of innovation.

These constraints include legislative red tapes, funding, human resources, and management. The implementation testing demonstrated the value of the MIMI tool in assessing the innovation maturity and innovation readiness in municipalities.

MIMI INNOVATION MATURITY LEVELS LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

LEVEL 6

Limited, if any

Defined

Applied

Managed

Entrenched

Share learnings

Limited, if any, awareness, or evidence of innovation on the part of individual officials or the organisation.

Innovation is defined. Officials understand innovation principles and innovation strategies are in place, but there is little, if any, evidence of innovation implementation.

Innovation is applied. There is evidence of implementation in certain departments of the municipality.

Innovation is repeatable, but irregular.

Innovation is managed.

Innovation occurs on an on-going basis and processes in relation to this are managed well in the municipality.

Innovation principles and practices are entrenched throughout the municipality.

Innovation.

Officials seek to optimise and evaluate solutions and improve on these continuously for internal benefit.

Innovation is open and outward looking.

New knowledge is applied creatively, based on evidence, in different contexts and shared with others outside of the organisation

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The testing also provided some valuable insights on how MIMI can be improved by: • Developing strategies/incentives to increase the participation of municipal officials • Providing timeous/scheduled feedback to municipalities on the outcome of their participation • Regular publication of the state of municipal innovation in South Africa to encourage participation in MIMI. • Harnessing the strength of the learning aspect of MIMI through increased learning forum/shared learning National Rollout Launch: The national Rollout of the MIMI was officially launched on the 21st of July 2021 through a webinar. The webinar was attended by various stakeholders including municipal officials, local government policy and decision-makers, government officials from national and provincial departments, research institutions and private-sector partners supporting innovation and innovative programmes. During the launch, Dr Phil Mjwara, (the Director-General of the DSI) encouraged all stakeholders in the national system of innovation to support MIMI and partner with the government to work towards creating an enabling environment for

CARRS

The MIMI tool underwent rigorous pilot and implementation testing.

However, a low response rate was recorded due to the impacts of the COVID-19 pandemic. innovation to happen in municipalities.

This is particularly important at a time when the local government sector is under pressure to deliver basic services.

Way Forward: The MIMI tool is now accessible to municipalities through the

website (www.mimi.org.za). The next steps are to enroll more municipalities and increase the participation of municipal officials. Coupled with this is the introduction of an accreditation system and the municipal innovation awards that will recognize and encourage the uptake of innovation in municipal policies and processes.

What is MIMI? MIMI was developed and piloted through a DSI partnership with the South African Local Government Association (SALGA), Human Sciences Research Council (HSRC) and University of KwaZulu-Natal (UKZN).

This allows municipalities to assess their science, technology and innovation readiness levels and utilise a technology-based tool to inform them to upscale or take-up innovation in order to improve service delivery.

CONTACT DETAILS: Dr. Sithembiso Myeni University of KwaZulu-Natal (UKZN) Email: Myeni1@ukzn.ac.za Tel: 031 260 1270 Algae Based Ponding Water Treatment (IPRDP)

Municipal Focus

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RAIL TRANSPORT

Just 17% of all freight in South Africa is carried by rail, which means our roads are clogged with heavy trucks emitting toxic gasses, ruining the road infrastructure and integrity, and making life very difficult for ordinary commuters.

MESELA NHLAPO BIOGRAPHY Mesela Nhlapo is Chief Executive Officer of the African Rail Industry Association, having headed its predecessor, the RailRoad Association of South Africa.

Holding a BCom in Marketing and an LLB degree, she has more than 20 years of experience in manufacturing and technical business development. She has started her career as a quality control manager at Pro-Tech Galvanizers. Mesela is the Department of Transport Economics and Logistics Management advisory board member at the North-West University. She also serves as Africa director for the Rail Working Group. Mesela was recently voted the top speaker at the 2021 Railway Regulator conference. Mesela is a renowned speaker and passionate about integrating the continent to increase Inter Africa Trade.

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PRIVATE RAIL OPERATORS CAN INJECT BILLIONS INTO THE ECONOMY

By Mesela Nhlapo, CEO of the African Rail Industry Association (ARIA)

R

ail transport is cheap, efficient, fast and clean.

However, less than 20% of all freight in South Africa travels by rail. African Rail Industry Association (ARIA) CEO Mesela Nhlapo makes a case for allowing third-party access to the country’s rail network as a matter of urgency.

Just 17% of all freight in South Africa is carried by rail, which means our roads are clogged with heavy trucks emitting toxic gasses, ruining the road infrastructure and integrity, and making life very difficult for ordinary commuters.

It does not have to be this way.

Rail is the obvious and logical choice to relieve the pressure on our road system, maintain a significant infrastructure, and create many, much-needed employment opportunities.

Rail is cheaper, cleaner and more efficient than road transport and will become even more critical in a postCovid world as cargo can be shipped in a sanitised, minimal-contact environment.

However, the key to rail becoming a significant player in the South African economic space is third party access to the infrastructure currently wholly owned by Transnet.

agricultural and forestry products and hazardous chemicals, to rail.

As a result, it has the potential to strengthen Transnet’s financial position considerably and add value to the country’s economy.

Transnet moved 215 million tonnes in 2019, down 5% from 2018, with vandalism often paralysing the country’s electric fleet. ARIA’s research shows that 190 million tons of intercity freight and 20 million tons of bulk commodities currently move by road every year. Of this, around 58 million tonnes could move to rail almost immediately. The sectors that would benefit include agricultural commodities, metals and minerals, cars, containers, hazardous chemicals and liquid bulk.

Multiple operators will generate additional revenues for Transnet that could be invested back to build our rail network into a source of global competitive advantage by reducing the cost of logistics for exporters and producers alike, while enhancing the road-to-rail strategy. In addition, our local supply base within the manufacturing environment could see a turnaround as demand starts to increase for rolling stock.

It is vitally important that the public and industry understand that third-party access is not privatisation.

On the contrary, it allows private operators to use South Africa’s rail network at a fee, which would grow the rail freight business exponentially.

Early projections by ARIA suggest that additional parties using the rail network will create numerous upstream jobs by enabling the industry to become internationally competitive. Similarly, rail corridors into Africa would create cost-effective gateways to take South African goods into these markets.

This would not diminish Transnet’s existing flows at all but would bring significant additional volumes, such as increased containerised cargo,

Allowing third-party access to our rail system is in line with President Cyril Ramaphosa’s Economic Reconstruction

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RAIL TRANSPORT and Recovery Plan, announced in October 2020, which aims to supplement Transnet’s capacity, migrate freight volumes from the road to rail and stimulate broader economic growth.

The government’s proposed structural reforms to the rail sector, which will see private rail operators operating on the country’s core rail network, will breathe new life into an industry that is under severe pressure.

Importantly, no new regulation is required to enable third-party access.

Regional trading partners have already moved to this model, supporting interoperability and regional trade for pan-African operations. The value of this move to the Government and Transnet would be significant. Right now, we have a massive network with an excess capacity that could unlock substantial incremental cash flows through access fees from private operators. In addition, the existing infrastructure requires no extra state investment, as track maintenance costs should be largely fixed costs.

An estimated R45 billion in rolling stock alone would be needed to service this volume requirement, which would provide a massive boost to the local rail manufacturing industry, with significant locomotive and wagon build programmes on the cards. Unlocking this capacity would also grow the rail services segment, finance markets and the advisory market, as specialist advisors would be required across the supply chain.

South Africa’s current unemployment rate of 34.4% (Stats SA second-quarter survey) imposes significant pressure on taxpayers and the country’s budget. However, the rail sector is ready to reduce these numbers in the coming year when third-party access is available and implemented in the freight rail sector.

Opening the rail network to thirdparty operators is not only entirely achievable in 2021. However, it would provide a multi-billion rand boost to the country’s economy over the

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The government’s proposed structural reforms to the rail sector, which will see private rail operators operating on the country’s core rail network, will breathe new life into an industry that is under severe pressure. next five years, potentially generating thousands of jobs and driving massive economic benefits.

Concurrently, state-owned rail operator Transnet would benefit through access fees without necessarily competing with private rail operators who would target volumes not currently moved on rail.

A healthy balance sheet for Transnet can significantly improve South Africa’s overall credit rating and reduce the cost at which we borrow money as a nation. The knock-on effect of this is a less burdened taxpayer, more disposable income, and tremendous economic growth at a time that our country desperately needs it.

Freight rail is a key driver of a nation’s logistics performance, which drives more incredible economic performance. Germany, which scores the highest on the World Bank’s Logistics Performance Indicator, has opened its rail network to private rail operators. The entry of these operators

onto the state network resulted in the creation of hundreds of SMEs for the provision of infrastructure interlinked to freight rail operations.

McKinsey research suggests that SMEs represent more than 98% of South African businesses and employ 50-60% of the country’s workforce. So we have a real opportunity for SMEs to get involved in specialised technological services or innovations – often jobs that never existed in rail before.

We can’t afford to rely on one or two players to support the potential growth of our rail industry. So we must bring in private operators as soon as possible to make the most of this incredible asset we have for the benefit of the sector, industry in general, and the entire country.

At ARIA, we’re busy engaging government to restart an overdue conversation about railway infrastructure. Without an efficient rail network, industries will incur higher costs, which would raise the prices of a larger share of consumer goods. We represent a range of rail industry stakeholders, including original equipment manufacturers, rail component manufacturers, operators and services companies.

It is time to get all stakeholders around the table to get our rail industry driving our economy forward.

It is a conversation we cannot afford to delay.

BREEDE-GOURITZ CATCHMENT MANAGEMENT AGENCY

THE ECO-STATUS OF THE RIVERS

WITHIN THE GOURITZ RIVER CATCHMENT

T

he Breede-Gouritz Catchment Management Agency (BGCMA) has undertaken biomonitoring in the Gouritz sub-Water Management Area (WMA) for the purpose of implementation of the River Ecostatus Monitoring Programme (REMP) in the Western Cape. The aim of REMP is to determine the ecological status of the rivers in this catchment. This is achieved by sampling macroinvertebrates, using the South African Scoring System version 5 (SASS5) protocol. The sampling was done from June 2020 to February 2021.

The Gouritz sub-WMA is situated along the southern coast of South Africa and extends inland across the Little Karoo and into the Great Karoo. The area covers about 53 140 km2 and includes the Gouritz River catchment, as well as the catchments of the smaller coastal rivers that lie to the east and west of the Gouritz River mouth.

The following rivers have been sampled: Doring, Touws, Buffels, Groot at J11J quaternary catchment, Groot River at J13C quaternary catchment, Gamka, Olifants, Kammanassie, Gouritz, Duiwenhoks, Goukou, Groot Brak, Malgas, Kaaimans, Diep, Karatara, Goukamma, Knysna, Gouna and Keurbooms. Most rivers in this subWMA are in a moderately modified condition (C ecological category), indicating a loss and change of natural

habitat and biota have occurred but the basic ecosystem functions remain unchanged. Some are in largely natural condition (B ecological category), indicating that a small change in natural habitats and biota may have taken place but the ecosystem functions are essentially unchanged, while others are and in-between, with a largely natural to moderately modified condition (B/C ecological category).

The Gouritz sub-WMA is situated along the southern coast of South Africa and extends inland across the Little Karoo and into the Great Karoo. The area covers about 53 140 km2 and includes the Gouritz River catchment, as well as the catchments of the smaller coastal rivers that lie to the east and west of the Gouritz River mouth.

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Only one was found to be in a largely modified condition, (D ecological category) indicating that a large loss of natural habitat, biota and basic ecosystem functions has occurred.

The rivers are mainly impacted by alien vegetation, agricultural runoff, planting and irrigation of crops in riparian zone, water abstraction, bulldozing, flow modification by in-stream dams upstream, rubbish dumping, cattle

trampling. Only the coastal rivers were flowing during this period, the inland rivers were dry throughout the entire sampling period.

The results have been compared with the recently determined Resource Quality Objectives (RQOs), and some sites are compliant with RQOs while others are not. Those that are not compliant will be monitored closely

to see if the situation will improve or remain the same. If the conditions remain the same, this will trigger an investigation on what causes the sites to be non-compliant.

The REMP monitoring is an ongoing programme, where any degradation that will be detected will be recommended to be investigated and addressed.

The recommendations for the impacts on the rivers are as follows: •

•

•

• •

Clearing of alien vegetation be undertaken in rivers that are affected, Buffer areas be introduced and enforced where agricultural activities are impacting on water resources, especially during the water use authorisation process, Implementation of ecological water requirements when instream dams are constructed, Rehabilitation and restoration of riparian zones, Education and awareness on protection of water resources be undertaken.

For any queries contact M Mlabateki-Public Relations & Marketing Officer on 023-346 8000

Municipal Focus

39

NJMPF

The team pulled together to prepare these parcels and worked together to ensure that they bring some love and light to the recipients during these trying times in the spirit of Ubuntu.

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Municipal Focus

AN ANCHOR IN UNCERTAIN STORMS

I

n the past 11 months of 2021, the KwaZulu-Natal Joint Municipal Pension/Provident Funds received a total of 11 awards in different awards categories from local and international organisations within the pension funds industry. The awards were recognition from the likes of the Institute of Retirement Funds Africa, Global Banking and Finance Awards, the International Finance Awards, Acquisition International and The European, and are testament to the Fund’s mission of providing superior retirement services.

The NJMPF is delighted to receive recognition for paying attention to detail when serving and providing retirement services to municipal employees in KwaZulu-Natal.

At this crucial time, the NJMPF is truly living up to its motto of being an anchor in uncertain storms. For this year’s 67 Minutes for Mandela the Fund commemorated beneficiaries that earn a pension from the NJMPF and are living with disabilities, but due to the pandemic and government restrictions, the Fund was unable to visit all the beneficiaries to deliver their commemoration parcels. Irrespective of that, CEO Bonginkosi Mkhize,

NJMPF CEO/Principal Officer: Mr Bongi Mkhize

CFO Zinhle Ndlovu, Communications Manager Sizwe Tshabalala and Communications Supervisor Mbalenhle Ntuli were able to hand deliver parcels to some of the respective beneficiaries.

The parcels consisted of personal protection equipment (PPE’s), assorted fruits, and other essential items. The CEO says what made these parcels special is the fact that they were made with love. The two executives along with staff members dedicated their time by spending an evening

Municipal Focus

41

NJMPF at the office sorting, putting the parcels together and wrapping them themselves - before being sent out to the beneficiaries. The team pulled together to prepare these parcels and worked together to ensure that they bring some love and light to the recipients during these trying times in the spirit of Ubuntu.

Bonginkosi Mkhize, the first black CEO at the NJMPF, explains that at this critical time of social distancing, it is important that the NJMPF stays connected to its members. Celebrating the beneficiaries was just one of many ways that the Fund stays connected to its stakeholders. The NJMPF celebrates the opportunity to uplift stakeholder’s lives through its status as one of the most awarded retirement funds in South Africa. The NJMPF is committed to its transformation by adapting to the constantly changing environment, the ever-changing financial markets and also in empowering its members through financial literacy. Mkhize stated that the Fund is dedicated to serving its members, pensioners and beneficiaries by continuing to uphold its mission of providing superior retirement services with their costeffective and quality solutions that will help facilitate specialised stakeholder’s needs. He also believes that the relationship with stakeholders has incredible potential, especially during these unprecedented times we find ourselves navigating through.

When asked what makes the NJMPF different and makes it stand out from its peers in the industry, Mkhize responded that the Fund’s governance structure is built on a culture where ethical and astute behavior is rooted in its DNA, over the years the Fund has constantly adhered to the governance requirements and been achieving AAA on the governance assesment by the Institute of Directors South Africa (IoDSA) which is the convener of the King Report. The Fund has a history of over a decade of achieving clean audit reports from the Auditor General in an environment where these are rare, NJMPF is a member-centric Fund, every project it embarks on must be for the benefit of its members, thats what makes the Fund stand out.

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Sharing a bit of his background, Mkhize emphasised how important education is to him. In his early years, he had to balance his education with the herding of his father’s cattle – ensuring that he succeeded in both. He shared a motto that he continues to live by till this day that his father imparted to him, “A man’s riches are his cows”. He says that this motto is what fuels his passion for member education and engagement. Member benefits within the Fund are their ‘cows’, so long as their benefits/‘cows’ are sought after.

Members need to ensure that their cows are fed (contribute the maximum rate and monitor their net replacement ratio). The more their ‘cows’ are fed consistently, the greater their returns will be. This simply means that at retirement members can enjoy their riches, retiring comfortably as their ‘cows’ will bring financial stability during their retirement.

The NJMPF has provided a solution that will ensure that members, especially the 16 000 provident fund members, enjoy a comfortable retirement by offering members a low-cost in-house living annuity - which they can purchase upon retirement and earn a monthly pension. This will put these members in line with their peers who contribute to the NJMPF’s defined benefit funds (superannuation and retirement funds), who have a guaranteed projected lump sum and a monthly pension upon retirement. The regulations for the provident fund only guaranteed a lump sum benefit upon retirement, the recent changes in the retirement

funding industry where the annuitisation of the provident fund retirement benefits became effective as of the 1st March 2021.

This gave direction for the provident fund members to be entitled to claim 1/3rd of their retirement benefit as a lump sum and use the 2/3rd remainder to purchase an annuity.

The NJMPF in-house living annuity was developed with the member in mind ensuring that its members save as much as they can and administration fees for the living annuity are a egligible amount, probably the cheapest annuity product in the market.

The NJMPF is moving along with the world towards digitalisation, and it is not leaving behind its members.

The Fund has introduced a new process for verifying the alive status of its pensioners, replacing the old manual system where pensioners were required to complete an annual declaration form, the new electronic process uses state-of-theart-technology to verify the alive status of pensioners. This is truly a wonderful solution, especially amid a global pandemic. Pensioners can stay at home and be safe whilst receiving their monthly pension and not worrying about it being suspended.

CONTACT US: Tel: 08610 NJMPF (65673) E-mail: info@njmpf.co.za 5 Derby Place, Derby Downs Office Park University Road Westville, KwaZulu Natal

TSHWANE RAPID TRANSIT

The shareholders of TRT are taxi and bus operators, on routes serviced by private buses and taxis, known as Affected Operators, through shareholding equivalent to their market share.

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OUR ORIGINS

TSHWANE RAPID TRANSIT

T

shwane Rapid Transit (Pty) Ltd is a corporate legal entity in terms of the Companies Act 71 of 2008, as amended, responsible for rapid bus services within the City of Tshwane and surrounding areas.

It is a government initiative aimed at transforming public transport and dramatically improve commuters’ experience of mobility.

The principal way in which the TRT seeks to transform road-based public transport services is through a concept known as Bus Rapid Transit (BRT). BRT is a high-quality bus-based transit system that delivers fast, comfortable, and cost-effective urban mobility using segregated right-of-way infrastructure, rapid and frequent operations, and excellent customer service.

The shareholders of TRT are taxi and bus operators, on routes serviced by private buses and taxis, known as Affected Operators, through shareholding equivalent to their market share. TRT is managed as an independent corporate entity.

A corporate governance structure has been established as an interim arrangement for the daily operations of TRT until handover to the Affected Operators. It has its own independent board, management team and staff.

Its plan is to provide the public with services that are pleasantly efficient and commercially viable for the benefit of the Affected Operators.

The running of the company is based on a concession agreement with the City of Tshwane, and it is governed by standard operating procedures designed by the City.

The City of Tshwane is responsible for fare collection, the monitoring of services, and for tracking TRT’s performance.

The introduction of Bus Rapid Transit (BRT) in the City of Tshwane comes as a transport system that is designed to improve capacity and reliability of the contemporary conventional bus system. This has among other things, precipitated the design of roadways that are dedicated and gives exclusive priority to buses at intersections.

The system is designed in such a way that it can combine the capacity and speed with flexibility, lower cost, and simplicity of a bus system. Globally, the first BRT of its kind was explored and tested in 1974 in Curitiba (Brazil).

TRT Operations are managed through two streams of government policy namely the Integrated Public Transport Network (IRPTN) and Public Transport Operating Grant (PTOG) space. TRT together with the City of Tshwane have signed the BOCA (Bus Operating Company Agreement) which regulates the relationship in line with the provisions and requirements of IRPTN. The City collects the revenue and manages the system whilst TRT supplies buses on a kilometer basis to the City.

TRT further operates within the PTOG space where contracts are issued by the contracting authorities, in this case the Gauteng Department of Roads and Transport (GDRT). These contracts are subsidized, and the company collects and manages its own revenue. The current contract was issued in 1996 and is being renewed on an annual basis. TRT started these operations in October 2017 on a

TRT CEO: Mr Samuel Matebane

temporary basis and has since learned and mastered the operating model.

TRT has interest to operate in this space on a permanent basis with the Taxi Industry partners.

TRT’s current operations is as follows: • The BRT bus procurement project is funded by DBSA; • Currently 114 BRT buses procured (30 Volvo and 84 Mercedes Benz); • 55 buses procured for Mamelodi operations; • 40 CNG Standard (12m); • 7 Articulated Diesel (18m); • 67 Standard Diesel; • TRT buses are owned and managed by the company; • We operate 30 000 Average trips per month; • 56 Bus stops Furthermore, among other issues, the BOCA with the City of Tshwane requires TRT to increase the BRT fleet size to 171. TRT is currently exploring business partnerships with Taxi Associations in Tshwane for contracts

Municipal Focus

45

TSHWANE RAPID TRANSIT • Ensure a financially sustainable business that plays a role in promoting environmental sustainability.

• To be recognized as “Employer of choice”.

• Embed governance compliance culture and risk management.

• Operate an efficient and effective bus operation.

HIGHLIGHTS: •

from the areas covering Mamelodi, Hammanskraal, Atteridgeville, Mabopane and Soshanguve. The estimated number of buses for TRT to operate in this partnership is in excess of 1 000. TRT is working on both the BRT expansion as per phase 1 roll out.

TRT’s current BRT route network is summarized as follows: • The Inception Phase 1A – Line 2A from Pretoria CBD to Hatfield (7km) – launched in 2014, • Phase 1B and 1C – Line 1A – Paul Kruger Street – Wonderboom (11km) –launched October 2017 The revised schedule introduced the following improvements over and above the previous schedule: • Line 1 and Line 2 have been combined into a single service from Wonderboom via Molefe Makinta Station to General Siyothula Station in Hatfield, • A separate BRT service has been introduced from Molefe Makinta Station to Bosman Station.

In September 2021, the City of Tshwane launched A Re Yeng Line 2B route from CBD to Menlyn, this is an incredible milestone. Given, that this expansion has been on the table for the past four years. This new route operates in mixed traffic and will connect the Menlyn economic node with the heart of the capital.

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Municipal Focus

OUR VISION To be the leading passenger transport operator in the continent.

OUR MISSION To operate reliable, safe and commercially viable passenger transport services.

OUR OBJECTIVES • To render a safe, affordable and reliable bus operating service to the residents of Tshwane and surrounding areas.

• To improve the socio-economic conditions and quality of life of all Tshwane residents • To offer a better level of service, as part of an integrated public transport system.

OUR STRATEGIC INTENT • Expansion of TRT business operations.

• Stakeholder engagement and management.

Launch of new buses in the Mamelodi bus operations

To improve our service to the community of Mamelodi, Tshwane Rapid Transit (TRT) launched new buses for the Mamelodi bus operations, effective from 1 February 2021.

Over the last three years, TRT has been operating BRT buses, which were not fit for purpose.

Pursuant to the extension of our contract for a further 36 Months, by Gauteng Department of Roads and Transport. TRT commenced with internal engagements, pertaining the procurement of buses for this operation.

The company was able to successfully procure commuter type of buses, which will enable the company to provide high-quality bus service to the community of Mamelodi These newly procured commuter buses will address numerous challenges that we were confronted with namely overloading and inability to fully service the timetable.

• Fleet Telematics One of TRT’s strategic goal was to implement a telematics system, this goal was achieved when TRT appointed MBSA for its fleet board system. The implementation of the system will enable the company to track the following data on its buses; Vehicle location, Driving patterns, Traffic and Congestion, Geo-fencing, CO2 Emissions, Servicing and Maintenance and Telematics Mapping.

• Implement Quality Management System The company is in the final phase of implementation of ISO 39001:2012 which specifies requirements for a Road Traffic Safety Management System. It enables an organization that interacts with road traffic system, to reduce death and serious injuries related to road traffic crashes. This standard is applicable to public and private organizations that interact with road traffic system.

This standard is created to have a considerable impact on the future of traffic safety and increase the awareness of speed, vehicle and driver condition. Concerning the social role, ISO 39001 is a journey to make our roads a safer place to travel.

Benefits of ISO 39001 certification to our company: • Improves company image • Reduces traffic accidents • Improves productivity

• Improves working environment which leads to higher employee satisfaction • Cost reduction on vehicles • Competitive advantage toward our competitors • Competitive advantage in tenders • Less administrative procedures with insurance companies • Commitment to Corporate Social Responsibility

greenhouse gas emissions and reducing the company’s dependence on petroleum. Natural gas vehicles are some of the cleanest vehicle in commercial production today and produce only 5 to 10 percent of the emissions allowable, even by today’s most stringent standards. Compressed Natural Gas buses produce 20 to 30 percent less greenhouse gases than gasoline or diesel-powered vehicles.

• Compressed Natural Gas

Benefits of using CNG buses are:

Of the 114 BRT bus fleet, 40 buses run on Compressed Natural Gas making Tshwane the first city in sub-Saharan Africa to run buses on gas.

• Lower gaseous emissions • Environmental safety • Release less noise than normal diesel buses • Lower maintenance costs than other hydrocarbon fuel-powered vehicles.

Natural gas vehicles offer an array of economic and environmental benefits to Tshwane residents. These may include the economic benefits of a low-cost domestic fuel, developing a market for green jobs, improving regional air quality, reducing

The sound pressure level of a CNG engine is lower than that of a diesel engine, causing 90 percent less noise. This makes CNG buses a good choice in densely populated areas or for vehicles that operate at night. In addition, refuelling with compressed natural gas, versus gasoline or diesel, reduces odorant and evaporative emissions.

TRT

TSHWANE RAPID TRANSIT

Municipal Focus

47

ENVIROMENTAL AFFAIRS

T

he science is clear: we are witnessing the climate crisis unfold before our very eyes. Recent research by Greenepace Africa has confirmed that, as the climate crisis worsens, and if we neglect to take immediate action to reduce our carbon emissions, extreme weather events such as droughts, floods, and cyclones, will only become more intense and less predictable. Our report, titled Weathering The Storm, provides the scientific background needed for us to make our call clear: we need to declare a Climate Emergency - and we need to act accordingly.

Public infrastructure is not prepared to deal with the impacts of the climate crisis. In recent memory, Tropical Cyclone Eloise pillaged through neighbouring countries Mozambique,

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The threat to public infrastructure has been seen and felt internationally as well. Hurricane Ida, which pillaged across Louisiana before rippling across New York, was a stark demonstration of how illprepared public infrastructure is for the imminent wave of extreme weather events

The threat to public infrastructure has been seen and felt internationally as well. Hurricane Ida, which pillaged across Louisiana before rippling across New York, was a stark demonstration of how ill-prepared public infrastructure is for the imminent wave of extreme weather events. Flooded underground railways became obsolete, cars swept away during flash floods and hospitals, already at capacity with COVID-19 patients, were forced to contend with the influx of extreme weatherrelated injuries and diseases.

Zambia, and zimbabwe. But the effects were felt locally as well in parts of Mpumalanga and Limpopo provinces. Schools were damaged, healthcare centers were left unusable, and bridges were destroyed, leaving people in remote rural areas stranded without assistance or access to services.

South Africa's infrastructure challenges, without considering the potential risks that come with future climate shocks, remain a barrier to economic growth.

A report released by the UN World Meteorological Organisations (WMO), anticipates that Sub-Saharan Africa’s gross domestic product (GDP) may contract by 3% by 2050.

South Africa cannot afford to take such risks in the face of a growing climate crisis.

With COP26 imminent, it is imperative that every country across the world plays its part in combating the climate crisis. Now more than ever, we need to see real action to start phasing out fossil fuels. No new oil wells or pipelines, no new coal plants, no new coal mines and no new gas projects. And no government support for existing fossil fuel projects, which should be phased out. Coal - the most carbon-polluting fossil fuel - should be phased out as quickly as possible.

We cannot waste precious time flirting with energy options that will lock us into a high emissions trajectory.

Firm rules need to be properly put in place to connect nature.

When we protect nature, nature protects us. It is timeless wisdom that governments and corporations seem to have forgotten in the race to pursue development, extractivism, and profit. There is no room for any more irresponsible leakages into the uMbilo river, no room for exploding chemical warehouses, no room for new gas projects creating havoc in our oceans, and there is certainly no room for another oil spill off the coast of Mauritius. Most important of all, there is no more room for the fossil fuel industry to fight against science and avoid taking action to safeguard our futures from catastrophe.

It must be made clear on the global stage that Africa is not the new frontier for oil and gas extraction and exploitation. We must find ways to undo the legacy of colonial

Greenpeace Africa is part of a growing movement of people who are fighting for environmental and social justice, and calling on governments to declare a Climate Emergency.

exploitation and extraction which still drives most of the fossil fuel investments in Africa. Africans must see themselves as key stakeholders in addressing the climate crisis and not as mere victims of a crisis manufactured elsewhere. The complacency of African leadership and the greed of foreign governments/corporations must be dealt with to deal with the climate crisis.

South Africa has the opportunity to leap over this toxic industry and begin making investments in renewable energy, and rapidly implement a just transition that will protect the lives and livelihoods of countless people

across the country - and indeed the continent.

Greenpeace Africa is part of a growing movement of people who are fighting for environmental and social justice, and calling on governments to declare a Climate Emergency. South Africa has the opportunity to be a leader on the continent by leading the way on climate action and climate ambition.

We know what the solution is: a just transition to renewable energy will protect the planet and protect the future - all of our futures - from further catastrophe. All we need is the political will to act on it.

GREENPEACE AFRICA 293 Kent Avenue Ferndale Randburg 2194 011 482 4696 coafrica@Greenpeace.org www.greenpeace.org

Municipal Focus

49

MIMECAST

WHAT TO KNOW ABOUT RANSOMWARE ATTACKS (AND HOW TO STOP THEM)

By Brian Pinnock, cybersecurity expert at Mimecast

E

ven as the world remains in the grip of a global pandemic that is showing no signs of abating, another threat is vying for the crown of number one risk to the global economy.

In scenes reminiscent of action thrillers, high-tech criminal organisations are targeting high-value organisations and critical national infrastructure. Data is being locked away in encrypted formats and criminals are demanding ransoms for millions in exchange for the release of data or, in some cases, the promise to not release sensitive customer and company information such as passwords and ID numbers publicly (in what is known as double extortion attacks).

These ransomware attacks are forcing organisations offline, which can lead to major disruption of an

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organisation and its supply chains.

Downtime means organisations are unable to deliver services which could be catastrophic when it affects government departments and critical national infrastructure.

Following a series of highly publicised ransomware attacks on businesses and critical US infrastructure, the US Department of Justice has announced

it is elevating investigations of ransomware attacks to a similar priority level as terrorism.

A few months ago, a successful ransomware attack on a US IT management software firm, Kaseya, put more than 1 000 businesses all customers of the firm - at risk.

What distinguished the perpetrators of this latest attack from historic

In South Africa, organisations face the dual challenge of securing against ransomware attacks and avoiding regulatory penalties should they fail to take all reasonable steps to protect against data breaches. The Protection of Personal Information Act has raised the stakes for businesses who already face a growing volume of increasingly sophisticated attacks.

ransomware attackers is that they offer ransomware-as-a-service, suggesting that anyone who was willing to pay it for its services could launch similar attacks against businesses or critical infrastructure. In fact, one report found that nearly two-thirds of ransomware attacks in 2020 employed a ransomware-as-a-service model.

LOCAL ORGANISATIONS TARGETED In South Africa, organisations face the dual challenge of securing against ransomware attacks and avoiding regulatory penalties should they fail to take all reasonable steps to protect against data breaches. The Protection of Personal Information Act has raised the stakes for businesses who already face a growing volume of increasingly sophisticated attacks.

In Mimecast’s State of Email Security 2021 Report, 47% of South African respondents stated their organisations

a negative impact on regulatory compliance (24%).

Scan the QR code and fight back against ransomware.

Recent research by the Ponemon Institute also brings into stark relief the cost of data breaches to local organisations. According to the latest data, it took South African organisations an average of 177 days to identify a data breach and 51 days to contain it, costing them on average $2.14-million, or around R30-million, per breach.

www.info.mimecast.com/ransomware-kit

were hit by a ransomware attack in the past 12 months, with seven days being the average amount of downtime. On a global level, 48% of public sector respondents reported being impacted by ransomware and 5 days was the average downtime.

Common consequences for affected public sector organisations include data loss (26%), business disruption (36%), loss of productivity (39%), and

Organisations, desperate to get their data back and avoid downtime as well as damage to their customers and reputations, are paying huge sums to these criminal organisations.

Mimecast research found that 53% of South African organisations that suffered a ransomware attack paid the ransom, but only 60% actually recovered their data. Forty percent never got their data back despite paying the ransom.

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MIMECAST

However, in a twist of irony, ransom payments are playing into the hands of criminals. When an organisation suffers a ransomware attack and makes the payment, they become prime targets for future attacks.

And cyber insurance is no longer the silver bullet: many insurance firms no longer cover the cost of ransomware payments.

A LAYERED SECURITY STRATEGY APPROACH FOR BEST PROTECTION What can organisations do in response to the growing threat of ransomware attacks?

1. Harden the email perimeter. Email remains the most attractive attack vector. Using a mature, cloudbased secure email gateway with advanced inbound and outbound scanning remains the most effective way to do that.

2. Deploy a layered email security strategy to augment the built-in email security of solutions such as Microsoft 365. Recent Mimecast research found that 95% of IT decision-makers in South Africa’s Public Sector use additional thirdparty solutions to better secure their business email platforms.

Fifty three percent of public sector respondents identified ransomware as a reason for deploying thirdparty solutions for email security, while over a quarter (29%) said ransomware was one of the

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Protect and preserve corporate data by archiving to an independent, separately secured environment.

cybersecurity awareness training.

This helps strengthen overall organisational defences and removes opportunities for threat actors to breach the perimeter due to human error or negligence.

primary reasons. Thirty eight percent suggested their email platform’s built-in security does not have adequate ransomware tools.

6. Employ new technologies such as AI and machine learning to bolster the capabilities of security teams. Such tools can be invaluable in helping recognise patterns for detecting threats or vulnerabilities, equipping security teams with greater visibility over potential risk areas.

3. Protect and preserve corporate data by archiving to an independent, separately secured environment. This allows organisations to recover their data in the event of a successful ransomware attack while also maintaining a lean amount of data that reduces the organisation’s exposure and attack surface.

Our research found that 38% of public sector respondents deployed third party solutions for email as they required reliable and robust back-up solutions in the event of a breach.

4. Establish an email continuity plan that allows you to continue operating in the event of a cyberattack or other disruption. As the lifeblood of modern business productivity, email is essential to keeping the business running in the wake of a disruptive event, including ransomware attacks.

5. Support end-users by empowering them with regular and effective

7. Finally, organisations must monitor and control shadow IT. With the rise of the hybrid digital workplace, the lines between employees personal and professional lives are increasingly blurred. Unsecured Wi-Fi, public file sharing services and insecure website access all increase the risk to the user and, by effect, the organisation. By gaining greater visibility over applications, security teams are better able to monitor which apps are being used and block those that pose a risk to organisational defences.

CONTACT INFORMATION Mimecast South Africa Phone: +27 (0) 11 722 3700 Email: meabdr@mimecast.com

Worried about ransomware? (you should be)

47%

of South African organisations suffered a ransomware attack in the last year.

Prevent ransomware, maintain productivity and eliminate data loss with Mimecast’s advanced ransomware protection solution.

Read more: info.mimecast.com/ransomware-kit

CELL C

PLAYING OUR ROLE SO NO-ONE IS LEFT BEHIND DIGITAL INCLUSION AND SKILLS DEVELOPMENT KEY FOR 4IR SUCCESS

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he digital world presents every citizen with a host of opportunities to become active participants in local economies and contributors to the growth of the national GDP. However, the task of bridging the digital divide cannot lie solely with the Government; corporate citizens such as Cell C need to play their part in driving the Fourth Industrial Revolution.

A critical success factor to bridging the digital divide involves access to an affordable, quality network infrastructure to broaden access.

In this new world, connectivity becomes a commodity rather than a luxury and Cell C’s drive for digital inclusion has been to adapt to an evolving trend, where infrastructure sharing is the most efficient enabler of network capacity. By entering into roaming agreements with network infrastructure providers, Cell C increases competition and improves digital inclusion by focusing on developing products and services that offer value, while improving accessibility to the digital world.

With the rising cost of living, internet connectivity costs have become unaffordable for many households.

South Africans therefore need to be supported as best as possible with innovative solutions that provide access at a price that is affordable.

Solutions such as Cell C’s Home Connecta Flexi prepaid LTE product address this gap and bridge the digital divide through a simple, affordable solution that when used in a Wi-Fi

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router can provide internet access to a household.

Simo Mkhize, Chief Commercial Officer at Cell C says, “Internet connection (Wi-Fi) is still seen a luxury purchase for many households and reserved as a service for the elite. However, in the digital and online world, this should not be so. Affordability plays a big role in digital access – for many, internet access is still at the bottom of the list, when customers are forced to choose between necessities like food versus data. It was with the insight into the realities of our consumer and their needs that Cell C came up with the Home Connecta Flexi offering.”

Cell C’s solutions expand beyond products, the organisation invests in initiatives and programmes that will truly empower people. Through the sharing of knowledge and skills, communities can sustain themselves with the necessary infrastructure and resources needed to support local economic growth and sustainability.

• Cell C Data Science Academy, which focuses on digital skills development. The initiative provides funding and skills to young men and women from disadvantaged backgrounds from all over the country who show high potential in Maths and Science. The selected students then participate in a year-long programme that will see them qualify as ICT innovators with skills that may qualify them as Data Scientists, Engineers and/or Software Developers.

• Cell C Innovation Challenge, which invests in ICT entrepreneurs for economic growth. SMEs or startups in the ICT sector are invited to motivate for resources they need to scale their businesses and are empowered with pitching skills so they may reach out to other potential investors.

• Donations in the form of data, airtime and equipment through its partners e.g. smart devices.

Some of Cell C’s programmes and initiatives include:

• Connecting public schools and healthcare facilities to the internet across the country.

• Cell C Take a Girl Child to Work Day, which has moved to online and is teaching high school learners digital skills. The programme has been running for 19 years and has reached approximately five million girls since inception. Some of the girls from the programme have gone on to lead successful careers with some in blue chip companies.

“We understand the importance of actively partnering with Government to empower South Africans on the journey towards digital inclusion that opens up opportunities that build local economies. Digital inclusion is the step towards empowering South Africans with the necessary resources to change their worlds and successfully execute the nation’s 4IR strategies,” concludes Mkhize.

WE’RE READY TO

CHANGE YOUR WORLD. Cell C is equipped to meet the needs of Government through tailor-made, innovative solutions.

Our strategic partnerships enable us to offer cost-effective and flexible packages complemented by quality network coverage.

Don’t you think it’s time to choose a truly South African telecommunications partner that is genuinely committed to local suppliers and uplifting our community?

CHANGE YOUR WORLD

BY PARTNERING WITH CELL C.

EMAIL: government@cellc.co.za

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COLLEGE EDUCATION

PHOENIX COLLEGE OF JOHANNESBURG - an online and in class organisation

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uring December 1993, a lonely Engineer that had been retrenched was sitting on a box in a De Villiers Street, hopefully handing out pamphlets and dreading about the school that he hoped to open the following year. There were no learners, no teachers and he wondered whether it would ever become a reality. Using his pension money, he was able to put down a deposit on a building and as chairs and desks were not available when the school opened in January with eight staff members and 100 leaners, these items were hired from an events company.

At the same time that the new Rainbow Nation was being formed in 1994, a new school needed a name. in Greek mythology, the Phoenix bird died in fire but not before leaving behind two eggs that hatched, resulting in two baby birds. This has become a symbol of new life. With the new dispensation in mind, the school was aptly named Phoenix College of Johannesburg. Both our nation and Phoenix College needed “COURAGE” for success and so that was chosen to appear as the motto on our badge.

Our vision is to be a top school in South Africa punching far above the level of our competitors in order to deliver the category of graduates that can fill top positions in the new South Africa.

Drama Group

Thursday 26 March 2020, learners were prevented from attending school but on-line lessons were in place the following Monday 30 March 2020, showing the Phoenix College commitment to education.

Our mission is to provide the broadest possible education that is not catered for in the national curriculum but is a requirement for success.

As has been stated by wise men of the past, “A tree can be judged by its fruits”.

As a result of the lockdown for COVID-19 virus being declared on

The fruits of our tree are the incomparable Top Achievements that

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we have attained and will live with us forever.

• A certificate for, “Care of the child” received by from a Swedish NGO for taking in and educating 16 children orphaned in Rwanda and arranging free flights for them through various consulates so that they could join their siblings and be further educated overseas.

• Receiving the Nelson Mandela Trophy for the Top Matric Learner in 2012.

• Achieving an average Matric pass rate of 100% from 2008 until 2020.

• Winning the Drama Competition at the Hillbrow Theatre in 2019 with seven of our learners being chosen to give their renditions in eleven European countries over three months.

• A visit by Professor, Doctor Steven Ball of London University to ascertain the reason for our success.

• Receiving certificate of Excellent Management from the Gauteng Department of Education.

• WE have received Top Teacher awards from the GDE for Accounting, Business Studies, Computer Applications Technology, Information Technology, Economics, Mathematical Literacy, IsiZulu and English, and are proud of our teaching staff as well as our Principal Mr S Mlalazi.

Our achievements are too many to cover in detail but they include top positions in Soccer; Chess; Debating, choir and others.

Girls Soccer Team

Junior Chess Team

We provide free career guidance to learners in grade 9 and grade 12 by means of personality testing and further advice of life skills.

We have firm discipline and a zerotolerance attitude to alcohol and drugs, and anybody found to be involved is immediately sent to the Department of social welfare for assistance.

Phoenix College is very conveniently placed for access from Park Station or Taxi ranks.

Boys Soccer Team

CONTACT DETAILS Physical Address: Happiness House 120 Loveday cnr Wolmarans Street Braamfontein Tel: 011 720 1227 Cell: 073 471 5045 Website: www.phoenixcollege.org.za Email: info@phoenixcollege.org.za Facebook: Phoenix College of Johannesburg

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AGRICULTURE

AMADLELO POISED TO TRANSFORM SOUTH AFRICA’S AGRIBUSINESS SECTOR “Amadlelo has undergone major structural changes and is now a transformed 72% black-owned agribusiness, with established rural community partnerships and a strong network of successful commercial farmers,” says Somdyala.

Amadlelo Agri CEO Simpiwe Somdyala (left) with a young graduate of the Amadlelo internship programme.

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or nearly two decades, Amadlelo Agri has been at the forefront of dairy farming in South Africa.

The Eastern Cape-based agribusiness, established in 2004, operates dairy farms and is a strategic investor in a macadamia farm, a piggery farm, and food manufacturing company Coega Food Group.

In 2006, Amadlelo teamed up with government and the University of Fort Hare to launch the company’s first dairy farm in Alice, Eastern Cape. Since then, the number of dairy farms under Amadlelo’s management has grown to five, laying the foundation for the company to add more dairies to

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its portfolio and to diversify into non-dairy agribusinesses.

The five dairies produce 28 million litres of milk a year. The milk is processed by Coega Dairies in Gqeberha, formerly Port Elizabeth.

The company operates mainly in rural areas on land owned by the communities. It engages in sharemilk partnership agreements with the communities, whereby it provides management skills, movable assets, and livestock required to operate the dairy farms.

In turn, the communities bring to the table land and physical infrastructure. Amadlelo’s sharemilk

model is based on New Zealand’s sharemilk model, whereby the company also facilitates skills transfer to communities and creates market access for the milk produced by the dairies. Amadlelo operates dairies in Alice, Middledrift, Shiloh, Keiskammahoek, and Ncora.

Amadlelo’s chief executive officer, Simpiwe Somdyala, has been driving the next phase of the company’s expansion. The seasoned corporate executive took over the reins in 2019 from dairy guru and agri-business entrepreneur, Jeff Every, who played an instrumental role in establishing the company.

The management shake-up was

preceded by an acquisition of an equity stake in 2017 by investment outfit Tulsacap, which transformed Amadlelo into a 72% broad-based, black-owned company.

The remainder of the shares is held by Amadlelo Milk Producers Investment Company (AMPIC). AMPIC represents 50 commercial farmers from KwaZulu Natal and the Eastern Cape, who supported the company when it was established. Over the years, the company has identified dormant or underutilized land parcels, unlock value by partnering with rural communities and established commercial farmers.

“Amadlelo has undergone major structural changes and is now a transformed 72% black-owned agribusiness, with established rural community partnerships and a strong network of successful commercial farmers,” says Somdyala.

Having recently crossed the R1 billion combined farm revenue mark since its inception, Amadlelo has also transformed the lives of communities where it operates. Since the company’s establishment, it has paid R869 million into communities in the form of wages, distributions, land rentals, and community partnerships.

Through its community partnerships, the company has access to 2205 hectares of irrigated land, where it keeps 10, 024 cows including heifers

and calves. On the irrigated land, Amadlelo plants maize, lucerne, and other feedstock that is used to feed the cows.

At its dairies, Amadlelo utilises state-of the-art equipment and management systems. The company has a long-term vision of contributing to the development of an inclusive prosperous future through sustainable and profitable agribusinesses.

“We aim to position Amadlelo as a preferred empowered company that unlocks latent agricultural assets and expands existing capacity into profitable and sustainable agribusinesses, through mutually beneficial partnerships and long-term joint ventures,” says Somdyala.

Amadlelo also prides itself in nurturing

black talent. Recently six graduates completed were sent to New Zealand to the New Zealand Internship Programme (NZIP) and two managers have also participated in talent development programmes.

Through Amadlelo’s programmes, nine junior managers received mentorship and training on commercial farms that are partners of Amadlelo.

The company also dispatched 15 young trainees to various commercial farms for practical training.

Amadlelo is fully supportive of the vision to turn South Africa into Africa’s breadbasket. To contribute to this vision, it plans to expand the Ncora dairy farm and collaborate with a strategic partner to revive the Keiskamma Sevens Stars Dairy Factory, where amasi, butter, and Gouda cheese will be produced and supplied to retailers through off-take agreements.

“We will continue to strengthen partnerships, strengthen our balance sheet, diversify income streams, transfer skills and empower communities to achieve sustainable development impact in areas where we operate,” concludes Somdyala.

CONTACT DETAILS Zipho Makwabe Phone: 063 634 8363 Email: zipho@amadlelo.co.za Address: 23 Lourie Street, Fort Beaufort, 5720

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EC TRANSPORT AND COMMUNITY SAFETY

IGNITING ECONOMIC ACTIVITY THROUGH TRANSPORT INFRASTRUCTURE DEVELOPMENT

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he Eastern Cape is one of the biggest provinces by land size and has for many years suffered a huge under investment on its transport systems and infrastructure contributing to a generally stagnant economy.

The current transport infrastructure backlog for both paved and unpaved roads is currently estimated at R64 billion, a fact which Transport and Community Safety MEC, Weziwe Tikana-Gxothiwe says requires urgent attention with a focus on speeding up implementation of funded projects while mobilising resources for additional needs.

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The department has committed to use its R2.3 billion budget allocation for the 2021/22 to drastically improve roads especially those leading to tourism centers, social and economic infrastructure. This work will be implemented using a combination of interventions, that is, upgrade of gravel road to surface standard (tar), reseal of existing surface roads, introducing interlocking-block paving and re-gravelling as well as blading of its gravel road network.

MEC Tikana-Gxothiwe recognises that infrastructure development is critical for in creating jobs as well as growing the economy.

The Butterworth to Centane reseal is one of the flagship projects under the recently launched S’hamba Sonke Programme which aims to create jobs through labour intensive initiatives.

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EC TRANSPORT AND COMMUNITY SAFETY

valued at R280, 4 million includes the upgrade from gravel to surface and construction of two bridges.

Apart from increasing mobility of communities in the area, this road will improve access to the one of the provinces tourism attraction, the Dwesa Nature Reserve.

The R205 million Hluleka Nature Reserve road project is also gaining momentum with work completed sitting at over 50%, while in the Joe Gqabi District Municipality, the department is constructing a 12km leading to Mlamli Hospital with an investment of R225 million.

MEC Weziwe Tikana-Gxotiwe recently inspected work currently underway on DR08563 between Indwe and Machubeni. The 6km interlocking block paving project has created no less than 40 jobs and on completion it will service four wards with approximately 15 thousand community members.

“improved road infrastructure provide access to social services such as health and education. Roads are also crucial to enable growth in the tourism and agricultural sector which are key sectors of development for the province,” said Tikana-Gxotiwe.

To offset the limited financial resources, the department has started processes of rebuilding its in-house capacity to maintain roads as it procured various plant items to increase the performance of its inhouse construction and maintenance teams. Several other projects have been outsourced to reputable contractors for implementation.

Some of the outsourced projects currently underway include the upgrade from gravel to surface standard of T125 in Siphethu to the N2.

The 14km project is estimated to cost government just over R296 million.

Work is moving with great speed with the construction of Phase 2 of the Willowvale to Dwesa road which ends at Msengeni Junction. The project

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The R205 million Hluleka Nature Reserve road project is also gaining momentum with work completed sitting at over 50%, while in the Joe Gqabi District Municipality, the department is constructing a 12km leading to Mlamli Hospital with an investment of R225 million.

Meanwhile, the in-house construction team is implementing six projects which include, Canzibe Hospital Road, Cofimvaba to Askeaton, R72 to Hamburg, Coffee Bay to Zithulele Hospital and Madwaleni Hospital Road.

In addition to these, the team is implementing two interlocking block paving projects, 6km of DR08131 in Qumbu as well as T167 (Shawburry Road).

The province received a much needed boost to its resources with an allocation of R86, 1 million from the Presidential Stimulus Package, enabling the implementation of three additional project, 6km interlocking block paving project on D08563 at Macubeni in Cacadu; 8km interlocking block paving project in Healdtown, Fort Beaufort and upgrading of the road to Tsolwana

Nature Reserve. The labour intensive projects have created hundreds of jobs for the unskilled local labours.

Lusikisiki and Mtentu in Bizana is by far one of the biggest government investment in the Eastern Cape.

Further to this, the connecting rural communities has since the 2019/20 financial year received a major boost as the department partnered with the National Department of Public Works and Infrastructure as well as the South African National Defence Force for the construction of nine (9) bailey bridges.

The completed structures have been handed over to communities in various municipalities and these include Nyosana in Port St Johns, T70 in Matatiele, Zazulwana in Mnquma, Tora and Nkobongo in Engcobo, Bilatye in Intsika Yethu, Fini in Emalahleni, Jozana and Ndofela in Senqu.

In addition to this some of the notable projects being implemented

by Sanral include improvements of the N2 from Green River to Buffalo River in the Buffalo City Metro, R63 from Fort Beaufort to Alice, R61 from Baziya to Mthatha Airport. Recently, Eastern Cape Premier Oscar Mabuyane introduced to the community a contractor appointed for the construction of the N2 Breidbach and Belstone Interchange.

Over the years, the provincial government also approved the handing over of some of the provinces strategic provincial roads to the country’s road agency, Sanral resulting to major economic injection over time for road infrastructure.

The multi-billion rands N2 Wild Coast Project which includes the building of two massive bridges at Msikaba in

MEC Tikana-Gxotiwe commended the work done by Sanral saying that the investment continues to improve the quality of life for the people of the Eastern Cape.

The MEC stressed that while tremendous work has been done over the years, a still needs to be done to change the face of transport infrastructure in the province. She says that the current economic climate may force the department to place much more attention on the maintenance of existing infrastructure instead of building new ones.

MEC: Weziwe Tikana-Gxotiwe

Ms Tikana-Gxotiwe was sworn in as the MEC for Transport, Safety and Liaison. She currently serves on the ANC’s Provincial Executive Committee and the Women’s League and has been a member of the Eastern Cape Provincial Legislature since 2014.

She obtained the following qualifications: Primary Teachers’ Diploma from Belgravia Institute; Diploma in Local Government Management from the University of Pretoria; Diploma in Labour Law from Global Business Solutions. She has previously worked as a Senior Administration Officer at Emalahleni Local Municipality and Director: Municipal Public Participation at the Department of Local Government and Traditional Affairs.

CONTACT US: Reception - Tel: 043-604-7400 Call Center: 0800-644-644 customercare@ectransport.gov.za www.ectranport.gov.za

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“We are motivated by the desire to truly transform the industry and provide cutting edge technology solutions to government and all our clients.”

- Themba Ndhlovu CEO

MPUMALANGA PROVINCE

MUST VISIT MPUMALANGA ATTRACTIONS 1. MAKHONJWA MOUNTAINS WORLD HERITAGE SITE The Barberton Makhonjwa Mountains was inscribed as a World Heritage Site on 2 July 2018. The site comprises 40% of the Barberton Greenstone Belt, one of the world’s oldest geological structures. It represents the bestpreserved succession of volcanic and sedimentary rock dating back 3.6 to 3.25 billion years, when the first continents were starting to form on the primitive earth. It also features meteor-impact fallback breccia’s resulting from the impact of meteorites formed just after the Great Bombardment (4.6 to 3.8 billion years ago). Barberton Makhonjwa Mountains is South Africa’s 10th World Heritage site, and the first for Mpumalanga.

2. GEOTRAIL The Geotrail allows you to step back in time and explore what the surface of our planet would have looked like 3.5 billion years ago. Before man, before the dinosaurs, when the first life forms were only beginning to appear and the planet was a far more hostile place.

Along the route, you will see evidence of the first life visible to the naked eye, of superhot volcanoes, ancient tsunami’s and what could be the first land! It is impossible to overstate the importance of the Geotrail, as these rocks only occur in two places on earth and the other is totally inaccessible.

So come and let the Geotrail reveal its secrets, take in the spectacular scenery & wildlife along the route and learn about life 3.5 billion years ago. The Geotrail starts just outside of Barberton at the intersection between

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the R40 and R38 and continues all the way along the R40 to the Swaziland border. There are 11 stops along the route, each with information boards.

The route takes around 5 hours to do, so pack a picnic and make use of the picnic sites along the way. It is free for those doing a self-drive tour, the cost of guided tours vary.

3. LIBERATION HERITAGE ROUTE The Liberation Heritage Route forms part of the Mpumalanga chapter of the National Liberation Heritage Route, spearheaded by the Mpumalanga Department of Culture, Sports and Recreation, to map out, document and preserve Mpumalanga routes to independence. It highlights the key freedom fighters who fought against racial segregation as well as the destinations that featured prominently during the liberation struggle.

The Nkangala District Resistance and Liberation Route highlights four key towns and sites that were extensively involved in the antiapartheid liberation struggle, which resulted in a peaceful transition to democracy in 1994. These include Delmas, Emalahleni, Botshabelo and Mapoch caves. The Gert Sibande District Liberation and Heritage Route highlights six towns like Bethal, Daggakraal, Ermelo, Saul Mkhizeville (formerly Driefontein), Secunda and Volksrust. Although these are not the only sites within the Province that were home to various freedom fighters involved in the grassroots liberation struggle, more research continues to be conducted and other towns may be added within the route.

MEC for Finance, Economic Development & Tourism: PV Mkhatshwa

Detailed content highlighting each town and the various offerings in each place has been developed which provides detailed information about the route, accommodation, attractions, maps and cities. The information will assist in planning your trip when visiting the attractions on these routes. Information is available on www.mpumalanga.com or you can download it from the Mpumalanga Travel Guide App available on apple and android phones.

4. DR ESTHER MAHLANGU Dr Esther Mahlangu was born in 1935 on a farm outside Middleburg, in what is now the Mpumalanga province. She was the first of nine children: six boys and three girls. Following traditions passed down from her mother and grandmother, she learned traditional

Ndebele wall painting and beadwork as a child. She became an expert in executing murals as a teenager, using a widening range of paint colours that emerged in the 1940s. She married and had three sons, but lost her husband and two of her children. Between 1980 and 1991, she lived and worked at the Botshabelo Historical Village, an openair museum of Ndebele culture.

5. SUDWALA CAVES Visit the Sudwala Caves which are regarded as the oldest caves in the world. See the PR Owen Hall known as the “Amphitheatre”, which is so large that it has its own natural cooling system. Go on the Crystal Tour, which takes you 2000m below into the heart of the caves. The aim of this tour is to reach the Crystal Chamber, which has spectacular aragonite crystals. This tour is not for the faint hearted and it is designed for individuals who seek adventure. Please make sure that you meet the requirements before you set your heart on doing this tour.

While you are at the Sudwala Caves, you can also go to The Sudwala Dinosaur Park where you can see life size models of pre-historical dinosaurs along with the real life Nile crocodiles.

Graskop Gorge Lift

6. SAMORA MACHEL MONUMENT The Samora Machel Monument in Mbuzini, near Komatipoort in the Mpumalanga province of South Africa, marks the spot where the plane carrying the then President of Mozambique crashed in 1986.

Blyde River Canyon

7. LOSKOP DAM NATURE RESERVE Loskop Dam is known as the largest dam in the Southern Hemisphere and it is a Nature Reserve for wildlife and plant life. You can do the following: Boat Safari: Loskop Dam is the only place in Mpumalanga where you can take a game drive on the water! You could possibly see three of the big five: the Buffalo, the Leopard and the White Rhino.

Barberton Makhonjwa Mountains

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MPUMALANGA PROVINCE The main attraction is the viewing lift that takes visitors 51 meters down the face of the gorge and into the forest below, where a wooden walkway and rising, falling, and crossing suspension bridges take visitors along a 500 meter interpretation trail through the indigenous forest. Privately developed by three locals with a passion for conscientiously sharing the beauty of the Panorama Route, the gorge development includes a restaurant and bar with spectacular views, shops and curios.

Fast Facts:

Dr Esther Mahlangu

Hiking: You can hike around the Loskop Dam and see the spectacular wildlife, Flora, and Fauna.

8. BLYDE RIVER CANYON Blyde River Canyon is the site of Natural Phenomena. It is the largest Green Canyon in the world, stretches over 26 km, and is over 800 meters deep. You can do the following activities: • Boat Trips • Microlight Flights • Lower Blyde River Tubing • Abseiling

of the valley. Breyten lies at the foot of Klipstapel, meaning ‘rock pile’ in Afrikaans, which at 1829 meters above sea level is the highest point on the watershed between the westwardflowing Vaal River system and the eastward-flowing Olifants and Komati River systems. In the late summer months, the landscape is swathed in the pink and white of cosmos flowers.

10. GOLIATH’S FOOTPRINT

Panorama Route includes the following attractions: • Pinnacle • Bourke’s Luck Potholes • Three Rondavels • God’s Window • Lisbon Falls • Berlin Falls • The Natural Bridge

Some people refer to it as God’s Footprint, others call it Adam’s Footprint. While others believe that, it is proof that giants – like those described in the Bible and that featured in children’s stories – once roamed the earth. The legend of e’Mpuluzi tells the tale of a female giant, who was 10 meters tall, according to the size of her footprint. She was running towards her lover when a volcano erupted killing her. Yet an imprint of her foot remained in the lava that later cooled and hardened and is still visible 100 million years later.

9. THE GIANT MUSHROOM ROCK

11. GRASKOP GORGE LIFT

The Batwa Valley region surrounding Breyten is brimming with San history that is seldom told. These stories are narrated on a private tour through the geological features and historic sites

Situated just outside of Graskop on the R533 towards Hazyview (on the opposite side of the gorge to the Big Swing), it promises a wonderful outing for the whole family.

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240 tons of concrete in the foundation.

88 tons of steel in the shaft. Lift was manufactured by Otis. The distance from the base to the top of the shaft is 60m. The total travel distance in the lift is 51m. The lift travels at 1m/s and takes one minute to go down. ONLY the front of the lift is glass from waist height upwards.

12. LONG TOM TOBOGGAN Long Tom Pass is named after the cannons used during the Boer war - with an example to be seen at the crest of the Pass. Originally used as the route for wagon drivers travelling between Mozambique and Lydenburg, the Pass was treacherous, with steep hairpin bends and incredible descents - not to mention the malaria and sleeping sickness that bedeviled these trips - and wild animals that preyed on the oxen. Today however, as you travel on the new-tarred road, you will still see the old road twisting over its dangerous course but the danger is no longer present. This area is now rich in vegetation like eucalyptus and pine trees as far as the eye can see.

The scene is dominated by the peaks of Mount Anderson and Mauchsberg making it a most beautiful route to drive along.

CONTACT US: Tel: +27 13 759 5300 Reservations: +27 13 759 5432 Email: info@mtpa.co.za reservations@mtpa.co.za Web:www.mpumalanga.com

There are persistent scammers using the JOSHCO name and logo to defraud innocent people who are in need of affordable rental accommodation. This also includes a syndicate group claiming that they have agents inside JOSHCO. • No one can acquire a unit unless they follow the right process.

• No internal staff can help you jump the queue!

PLEASE DO NOT FALL VICTIM TO SUCH SCAMS!!

JOSHCO DOES NOT HAVE AGENTS OR AGENCIES TRADING ON ITS BEHALF. To enquire about a JOSHCO rental unit, please send Heita JOSHCO to our WhatsApp line: 066 511 7139. Upon enquiry, you will receive an automated response detailing unit vacancies (if any) including how to apply All fraud and corruption related incidents must be reported to the CoJ Anti-Fraud and Corruption Hotline: 0800 002 587.

We encourage community members to report allegations, suspicious of fraud , theft, and corruption anonymously to assist the organization in creating a fraud and corruption free culture.

JOSHCO HAS ZERO TOLERANCE AGAINST FRAUD AND CORRUPTION! Any JOSHCO staff members found guilty of any such act of criminality will be dismissed and charged accordingly by the authorities.

IMATU

AN INDEPENDENT TRADE UNION, POLITICALLY NONALLIGNED, IMPACTING THE LIVES OF OUR MEMBERS The Independent Municipal and Allied Trade Union (IMATU) is a politically independent trade union and organises workers in local, district and metropolitan municipalities, including municipal entities.

IMATU represents over 106 000 members countrywide.

IMATU is recognised as the foremost progressive and effective trade union in the Local Government and Allied Sector because we are committed to excellent service delivery at all levels of the community and strive for social transformation through sustainable local government.

We are proud to say that our membership and leadership are truly representative of our country’s rainbow nation. Our growing membership ensures that our union is current, dynamic and continually in keeping with the changing needs of our members.

IMATU’s operations are geared to retain and increase our membership base by meeting and exceeding the expectations and requirements of our members.

WHAT SETS IMATU APART • We believe in selfless commitment to the service of our members in all aspects of their employment.

• We are able to fully represent our members’ interests by providing outstanding professional services through the protection and representation of their labour relations rights and interests.

• We comprise an experienced,

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Keith Swanepoel – President and Queen Mbatha – Deputy President

professional and committed team of well-motivated office bearers, shop stewards and staff, who negotiate wage/salary increases and improved conditions of service.

• We represent our members in grievances, “…suspension hearings, disciplinary enquiries and unfair dismissals.”

• We negotiate a stable work environment for our members and take action against managers who are guilty of unfair labour practices.

• We communicate effectively throughout all levels of our union and encourage members to become actively involved in the various structures of the union.

• We ensure that our members’ interests are protected in respect of pension funds, medical schemes and other benefits.

WORKING TOGETHER FOR YOU

Contact Details Tel: 012 460 6276/7/8 Fax: 012 460 4888 Email: info@imatu.co.za www.imatu.co.za Twitter: @ Imatu_Media

MUNICIPAL

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

Chris Hani Local Municipality

R250m Tsomo River Water Abstraction and Water Treatment Works nears completion

Mogale City

The City of Human Origins and More

City of Tshwane

Tshwane Mayor Randall Williams plans to hit the ground running backed by a signed coalition agreement

Municipal Focus

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NEWS CHRIS HANI LOCAL MUNICIPALITY R250m Tsomo River Water Abstraction and Water Treatment Works nears completion

Villagers of Intsika Yethu Local Municipality from wards 3, 6, 8 and parts of wards 1 and 13; including Engcobo Local Municipality in wards 1 and 2 as well as eight (8) wards under Mnquma Local Municipality, will soon benefit from a multi-million rand Tsomo river water Abstraction and Water Treatment Works that is nearing completion. The project which commenced in 2016 is aimed at resolving water challenges in the Amathole and Chris Hani District Municipalities. Over 40 000 thousand households in the identified areas are expected to benefit, with 8650 households currently served by the plant.

Executive Mayor: Cllr. Wongama Gela

The R215m water abstraction and treatment project has created job opportunities since its implementation with locally based Small Medium and Micro Enterprises (SMME) utilized for the construction of the buildings, roadworks, paving, gabions, and reinforcing steel fixing. Material for the

project was also sourced from locallybased suppliers – residing within the Chris Hani District Municipality area of jurisdiction. Over one thousand six hundred and ninety (1690) job opportunities for local people were created during the construction of the plant with recruitment of youth and women in the majority.

This is a regional and cross border bulk water supply project sourcing water from an abstraction weir on the Tsomo River, in Tsomo town. The plan is to provide bulk water to areas in two local municipalities within the Chris Hani District Municipality (CHDM) and one Local Municipality falling under Amathole District Municipality (ADM).

The total capacity of the abstraction works and water treatment works is 25 mega litres per day. Chris Hani District Municipality will be applying for an increase to 42 megalitres a day to accommodate the Amathole District Municipality project which will be connected to the plant.

The Water Treatment Works will supply bulk purified water to 47632 households from areas of Intsika Yethu such as Tsomo town, Ngcobo and Mnquma. Beneficiaries from these identified areas will be served through numerous different projects.

Some of these projects have already

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been constructed and are ready to be supplied purified water, whilst others are still under construction or in the planning stages.

The project is being implemented by the Chris Hani District Municipality, with funding from the Department of Water and Sanitation through the Regional Bulk Infrastructure Grant (RBIG) as part of a cooperative initiative with ADM. The implementation and provision of water services is governed by a Memorandum of Understanding between key role players: Chris Hani DM, Amathole DM and the Department of Water and Sanitation. The project is implemented in phases due to its magnitude and all the above phases have been successfully completed with only the last three remaining.

These are as follows: Phase 1 Involved construction of Bulk Water Supply from existing Section 9 Jojweni Reservoir with capacity for extension to Amathole villages.

Phase 2 Involved construction of Bulk pumping main, gravity pipeline and 2 mega liters reservoir connecting Tsomo Town to the Tsojana Southern Bulk.

Phase 3A Involved River Abstraction Works and raw water pumps installation.

Phase 3B Involves construction of a Water Treatment Works and Highlift pump station and a 700mm diameter HDPe pipeline & associated works.

Phase 3C Involves Bulk Pipeline from Tsojana Southern Bulk to Jojweni (including reservoir and pump station). 1mega litre Command reservoir and a generator.

Phase 3D Involved construction of Bulk Pipeline Jojweni to Xolobe (including reservoir and pump station).

Phase 4 Bulk Distribution and bulk connection to Southern Bulk, Xolobe and Banzi areas. Tsomo Town South Mzomhle Bulk line & Reservoir.

Phase 5 Installation of Infrastructure required to supply bulk water to the Ngqamakhwe and Cluster 8 Projects, Ncora bulk release works.

“The overall progress on the construction of the project is commendable with the project

The project is being implemented by the Chris Hani District Municipality, with funding from the Department of Water and Sanitation through the Regional Bulk Infrastructure Grant (RBIG). team having commenced with commissioning of functional components of the Abstraction Works & Water Treatment Work.

The team on site is progressing well and is on track with major works of the project with only minimal work outstanding on the roads, storm-water, buildings and general finishing. Future phases of the project will extend the bulk supply to Xolobe, Mzomhle, Banzi and the Cluster 8 project in Engcobo.

The project is expected to be finished by end of the year and has significantly assisted stimulate economic growth in the area.

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NEWS THE CITY OF HUMAN ORIGINS AND MORE The Cradle of Humankind World Heritage Site is arguably the world’s best place to discover your roots. But there is so much more to Mogale City HUMAN ORIGINS, meandering rivers, the vast Magaliesburg mountain range, tranquil countryside, vibrant townships, and the conveniences of urban life – Mogale City boasts it all, a whole lot of living where life began.

Offering sunny climate almost all year-round, and while it has all modern comforts such as first-class hotels and lodges, African cuisine, and excellent infrastructure, it is the spectacular scenery and enjoining tranquility that gives this area its country charm.

Mogale City is an easy 30-minute drive from Johannesburg or Pretoria, 20 minutes from Lanseria International Airport, and a 60-minute drive from OR Tambo International Airport.

The city’s main town of Krugersdorp is perfectly situated to explore Gauteng, equidistant to Johannesburg and Pretoria (Tshwane), and on the route to Rustenburg and the Pilanesberg in North West Province.

Cradle of Humankind Visitor Centre, Maropeng

made by the chief and his people was long ignored, but in 2001 their status was restored with the renaming of the municipality from Krugersdorp Local Council to Mogale City, in recognition of this City’s rich history.

Human origins and More

The area has a rich history and culture that will interest any visitor.

Mogale City is named after Mogale wa Mogale, who took over the Po Chiefdom following the death of his father in the 1820s at the hands of Mzilikazi’s warriors.

The Batswana ba Po was one of the original tribes that inhabited the region. They were miners and traders of gold, with links to other people across the continent. The contribution

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Now a universally accepted fact that it is the continent of Africa that is the birthplace of our human species.

This is the place where our collective umbilical cord lies buried – in the soil of this great continent, the Cradle of all humankind. Nowhere else on Earth but in the City of Human Origins does there exist such definitive and conclusive proof of our common origin as a species and thus of our common destiny.

Located in the western quadrant of Mogale City, the Cradle of Humankind World Heritage Site was listed as a World Heritage Site by UNESCO in 1999. This site holds global significance as it contains a superbly preserved record of the various stages in the evolution of humankind over 3.5 million years.

This 53 000-hectare area offers far more than heritage, with over 400 diverse tourism offerings ranging from adventure, wining and dining, spending the night, wildlife wonders, a platter of wedding venues, premier cycling and much more.

Maropeng – the Official Visitor Centre to The Cradle of Humankind and the Sterkfontein Caves provides

a dual interactive tour experience.

Maropeng’s portfolio includes a four star boutique hotel, a gastronomy inspired menu offering large conference facilities and a green educational facility which offers dormitory style accommodation and is perfect not only for school but also group overnight visits.

Moreover, located near Hartbeespoort Dam, which offers a wide range of boating and outdoor activities, and the spectacular Wonder Caves that take you back millions of years. The area is home to the Magaliesberg Meander, on which delightful arts and crafts are available from the artists’ studios.

Cultural tourism and Vibrant Townships For a genuine African adventure, there is the Lesedi Cultural Village, which

is a remarkable fusion of charming, authentic, earthy Africa in the heart of the bushveld. Visitors can enjoy African dishes, with lively music and cheerful chatter – a vibrancy that is uniquely African. Also, a perfect outing for teambuilding, societies, stokvels, re-unions and family outings.

Of course, there are also the various townships and cities around Mogale City that are always worth visiting.

Here you can get a real feel of life in Mogale City: Kagiso, where you can enjoy music, dance and stop for a traditional meal; Munsieville, the childhood home of Archbishop Emeritus and Nobel Peace Prize recipient Desmond Tutu which has rich struggle history; and Azaadville, a largely Indian suburb where Ghandi once worked to help prevent forced removals – also a stop of a truly uniquely Asian meal and matching homestead.

Action visit There is a game reserve, on the outskirts of Krugersdorp, with diverse species of mammal, including lion, buffalo and leopard on 1 400 hectares of bushveld. Game drives can be either self-drive on tarred roads or guided game drives in open vehicles. It is also home to the largest aviary in Africa.

Enjoy environmental hiking trails, game viewing, cave tours, visits to an old Gold Mine, ox-wagon rides, a visit to a children’s farm or go camping.

For the adventurer, the unique experience of hot-air ballooning is a rather exciting and eccentric adventure in space and time. A further aerial adventure is microlight flying.

Accommodation for visitors varies from B&Bs, guesthouses and lodges, to luxury resorts. The area is very popular for its wedding and conference facilities. These offerings dot the entire city; from the townships to the tranquil rural areas.

Owed to it’s scenic beauty and matchless outdoor escapes, Mogale City also boast amongst Gauteng’s best events and venues alike – these among other Coronation Park, Nirox Sculpture Park, Silverstar Casino, Maropeng Stone Park and Amphitheatre, Walter Sisulu Botanical Gardens and many more.

For further venue and offering-specific information around Mogale City please visit the following websites:

As Deputy President Cyril Ramaphosa at the unveiling at the world-famous Naledi fossil in the Cradle of Humankind

Cradle of humankind – SA Venues.com www.lekkerplaces.co.za www.maropeng.co.za

Municipal Focus

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NEWS TSHWANE MAYOR RANDALL WILLIAMS PLANS TO HIT THE GROUND RUNNING BACKED BY A SIGNED COALITION AGREEMENT of Tshwane would largely depend on how political parties represented in council work together.

Executive Mayor: Randall Williams

Fresh from being elected unopposed, returning Tshwane Executive Mayor Randall Williams wants to hit the ground running and quickly turn the capital city around.

He believes that the only way to achieve excellence especially in rendering services to the ratepayers

Tshwane is one of the most sought after metros and a strategic municipality as it’s the country’s capital, home to the Union Buildings, the official seat of the SA government.

Williams was mayor of the capital for about 12 months during the tail end of the last administration which saw two previous mayors, Solly Msimanga and Stevens Mokgalapa leaving the city before their terms ended.

“The result (being elected unopposed) is pleasing for us but it comes with a lot of responsibility. We have a city that is in trouble,” Williams said just a few hours after getting the mayoral chain once again.

Williams said there were important lessons which were learnt in the last five years of governing Tshwane and that those lessons would come in handy for the new administration he will lead.

“I believe here in Tshwane we have learnt a lot, political parties have also learnt a lot. In fact in 2016 when we had formal coalition arrangements that in itself was a minority government, that’s what we ran,” Williams said.

However, he said after previous council collapses on numerous occasions in 2020 due to walkouts by ANC and EFF councillors, it was now critical that there is a majority government in place tied together by a solid signed agreement going forward.

After the 2021 Local Government Election results failed to produce a majority winner in Tshwane, the DA needed both the Freedom Front Plus and the ACDP to be able to cross over the line and win the capital.

Williams admitted that it was very difficult to govern in the last

Tshwane is one of the most sought after metros and a strategic municipality as it’s the country’s capital, home to the Union Buildings, the official seat of the SA government.

The Nelson Mandela statue on the Union Buildings grounds

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Before Williams took over as mayor, the city was placed under administration by the Gauteng Cooperative Governance MEC, Lebogang Maile, just as the COVID-19 pandemic wreaked havoc in South Africa.

He said being placed under administration “was not an enjoyable experience”.

Addressing the media after being elected

administration and emphasised that it was critical for political parties getting into a coalition to govern the city to have a written coalition agreement in place.

were able to function normally. I had a 44% vote in council and we all learnt to work together,” Williams said.

“There must be signed coalition agreements and these agreements must be made public,” Williams said.

He reiterated the call that political parties must be given more time after the elections to be able to put

Before Williams took over as mayor, the city was placed under administration by the Gauteng Cooperative Governance MEC, Lebogang Maile, just as the COVID-19 pandemic wreaked havoc in South Africa.

At that time Tshwane did not have a mayor and a municipal manager, and a budget had not been passed as several council meetings had collapsed and failed to quorate.

“I can relate to my 12 months experience where I ran a minority government without issues and we

Municipal Focus

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NEWS

together coalition agreements which are very solid and can be able to run hung councils like the Tshwane one.

“We are going to have more coalition governments in South Africa and we need to amend our legislation to make provision for that,” Williams said.

He said the two weeks which political parties in SA are given after the results are promulgated were not enough for firm coalition agreements to be reached and signed.

He believes it is important for all political parties represented in council to join hands and work together irrespective of their differences.

“We still have a lot of work to do, we have a long way to go and hopefully we can all work together in council, all the parties should be able to work together and put the interests of the residents first,” Williams said.

He said he hoped that political parties would “stop fighting and concentrate more on service delivery” as the new term starts.

“I believe we can do it, we can turn the city around and we can make the

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City of Tshwane one of the best cities in the world if we all work together,” Williams said.

upgrades at the Rooiwal Waste Water Treatment Works in Hammanskraal were almost halfway done.

He said Tshwane needed to have “sound processes in place” to ensure that the metro delivers on its mandate to the people of the city without any delay.

Old infrastructure at the Rooiwal Wastewater Treatment Works is mainly to blame for the Hammanskraal water crisis that has lasted for about a decade, way before William’s time as mayor.

As Williams returned as mayor, Katlego Mathebe also returned as Council Speaker with Christo van den Heever also retaining the position of Chief Whip of Council.

Unlike other Gauteng metros, the DA crossed the line with the help of the parties it already enjoys a good working relationship with, which would make Williams sleep better at night.

Among the key issues that Williams will most likely be focusing on during this new term is the long-running water quality problems in Hammanskraal, north of Pretoria.

In his State of the City address in April 2021, Williams had announced that

Rooiwal is the biggest water treatment plant in Tshwane, treating almost half of the city’s waste water. Williams said it will remain in operation during the upgrades project which will run until 2026.

He said the multi-phase project will be undertaken to upgrade and improve the waste treatment plant which has led to sewage or poor treated waste water getting discharged into the river, which feeds into the Leeukraal Dam, a source of water for Hammanskraal.

Having hit the ground running, Williams is well on his way of fulling his mission to turn Tshwane into a world class capital city.

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