Municipal Focus Volume 58

South African Municipal Magazine

www.municipalfocus.co.za

Volume 58

Leaders in Local Government Business Intelligence &

SIMO MKHIZE

BARLOWORLD

Building Communities

SA CITIES NETWORK Highlights SACN’S 2021 State of Cities Report YOUTH MONTH

TECHNOLOGY

CHIEF COMMERCIAL OFFICER CELL C

‘Partnerships: Key to Serving SA and Her Role’ MUNICIPAL NEWS

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Managing organisational-level strategic outcomes to achieve greater organisational performance.

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Human Settlements

Infrastructure

Transport Assets

Heritage Assets

Investment Assets

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Computer Equipment

Asset Management The most advanced and streamlined asset management tool yet across all departments.

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LETTER FROM THE PUBLISHER

CELL C: Partnerships - The Key to Serving South Africa and Her People

PUBLISHER'S NOTE

I

n these very challenging times, government is looking towards PPP’s, or Public-Private Partnerships, to better respond to SA’s growing concerns that include unemployment, economic development, poverty, re-imagining SA after Covid19, the KZN floods, waste management, housing, our energy crises, social cohesion and bridging the digital divide, to name just a few of the challenges we now face.

Local, provincial and national government leaders are looking at innovative solutions, and synergies with civil society and the private sector, to identify and seize opportunities for collective impact.

In this edition our cover feature showcases Cell C which has invested in “connecting communities and building capabilities”, where those who have been previously disadvantaged are afforded opportunities that empower them with the necessary skills, services

and products that enable them to participate in the growing economy.

Municipal Focus unpacks the role, commitment and contribution of the National School of Government (NSG) to the establishment of a capable, professional and responsive public sector, and speaks to Principal, Prof Busani Ngcaweni, about the NSG’s work in the local government sphere that include programme partnerships and capacity building interventions, so that public servants can best understand and implement their work.

June 2022 coincides with Youth Month and we have a conversation with Malusi Shezi, the CEO of CETA (Construction Education & Training Authority) about the construction industry, empowering youth with skills in the sector, the SETA’s successes and challenges, and collaborations with some of the other SETA’s and TVET Colleges that will benefit the youth.

Nardine Nelson Publisher & CEO Kweda Media & Communications

The Electoral Commission has embarked on a Youth Democracy Campaign, aimed at youth voter education, participation and registration. Mawethu Mosery, Deputy Chief Electoral Officer: Outreach at the Electoral Commission, said that engaging the youth in this manner will empower this generation with the knowledge, skills and attitudes that will allow them to participate in elections and to shape their own future.

Barloworld celebrates its 120th Anniversary and continues the group’s legacy of positively impacting the communities in which it operates.

Through its flagship programme, Barloworld Mbewu, it offers support to start-ups and other organizations that exist to help solve local socioeconomic challenges. Through its perpetual policy of giving back to communities, this iconic South African company continues to thrive.

Through collaborations, and by introducing civil society and private sector technology, innovation and ideas to deal with SA’s challenges, we are better positioned to make local government work, supplement the limited government capacity and resources we have, and provide better public services.

Enjoy the read and keep safe!

SA Cities Network

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Municipal Focus

Together, we can build a capable, ethical & developmental South Africa.

Strengthen

Establish

• • • • • •

• • • • •

Service delivery Reputation & credibility Ethical practices Audit outcomes Risk identification & mitigation Management

A robust ethical approach Stronger stakeholder relationships Efficient & economic ways of working A competitive edge Full control through performance measurement

Ensure

Decrease

• •

• • •

Accountability Employees are highly skilled & competent professionals through up-skilling

Costs Wastage Complexity

Assisting Local Government and Municipalities to strengthen their Procurement & Supply Chains and help deliver better services to communities. Now is the time.

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

FOCUS

Leaders in Local Government Business Intelligence &

WATER

MUNICIPALITIES

ELECTIONS

INFRASTRUCTURE

LOCAL

GOVERNMENT

COVER FEATURE

10 CELL C: PARTNERSHIPS THE KEY TO SERVING SOUTH AFRICA AND HER PEOPLE FEATURES

16 Electoral Commission: SA'S Youth Vote Matters 20 SA Cities Network 24 Ozone Information Technology Distribution 30 Barloworld Mbewu 36 Kwikspace 38 Plastics SA: Honours Water Warriors

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Municipal Focus

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WATER

MUNICIPALITIES

ELECTIONS

INFRASTRUCTURE

LOCAL

GOVERNMENT

40 National School of Government 48 CETA: Building for Tomorrow 54 OR Tambo School of Leadership 56 CSIR: Voice Computing Research Helps Non-Readers to Become Readers 58 SBS: Your Trusted Water Storage Solutions Partner 60 Tshwane TVET College 66 NFMW - A Trusted Custodian MUNICIPAL NEWS

68 Bela-Bela Local Municipality 70 West Rand District Municipality 72 Welcome to the City of Matlosana 74 Mopani District Municipality

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South SouthAfrican AfricanMunicipal MunicipalMagazine Magazine

www.municipalfocus.co.za www.municipalfocus.co.za

Volume Volume57 58

Leaders LeadersininLocal LocalGovernment GovernmentBusiness BusinessIntelligence Intelligence&&

STATE OF THE BARLOWORLD PROVINCE Building Communities ADDRESS Limpopo SA CITIES NETWORK North WestSACN’S 2021 Highlights Western Cape Report State of Cities WATER YOUTHMONTH MONTH

SITHOLE SIMO MBANGA SA CITIESMKHIZE NETWORK Preparing TheCHIEF Cities For COMMERCIAL a Better Future

OFFICER CELL C OR TAMBO SCHOOL ‘Partnerships: OF KeyLEADERSHIP to Serving SA and Her Role’ Building Agents of Change

TECHNOLOGY TECHNOLOGY

MUNICIPAL MUNICIPALNEWS NEWS

ON THE COVER

SITHOLE MBANGA SIMO MKHIZE

CCO: SA CELL C NETWORK CEO: CITIES

PUBLISHING EDITOR

DISTRIBUTION

Nardine Nelson

GCIS, National Assembly,

nardine@kwedamedia.co.za nardine@kwedamedia.co.za

NCOP, National & Provincial

+27 82 739 739 3932 3932 +27 82

Departments, Municipalities: Mayors, Managers, Heads

EDITORIAL CONTRIBUTORS

of Procurement, Tenders and

Contributors

Purchasing Officers, Conferences

Happy Nkhoma

and the Private Sector

Isaac Mahlangu

DESIGN PRINT PUBLISH “Communications, Marketing and Advertising are indispensable tools towards success and growth in any business venture…”

Kweda Media & Communications offers a diverse range of business and sales solutions, strategies and ideas that are customised to meet our clients’ standards and exceed their expectations.

NwabisaThepa Pondoyi Madala MAGAZINE DESIGN & LAYOUT MAGAZINE DESIGN Digital Pixels Studio& LAYOUT DigitalSampson Pixels Studio Paul Paul Sampson paul@digital-pixels.co.za paul@digital-pixels.co.za Advertising Advertising Njovana Mphumzi Mphumzi Njovana mphumzi@kwedamedia.co.za mphumzi@kwedamedia.co.za Debroah Bender Nazly Leite debbie@kwedamedia.co.za

Our Vision is driven by the passion to inspire, assist and elevate business enterprises by forming strategic collaborations that will yield multiple benefits of success and growth for all.

DIGITAL E-BOOK CREATION

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PUBLISHED BY Kweda Media & Communications 1 The Village Square, Main Road, Plumstead, Cape Town Tel: +27 +27 (21) (21)768 7680115 0115 www.kwedamedia.co.za www.kwedamedia.co.za

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2206239_FP_E

NINE PROVINCES. ONE MISSION. Why should municipalities partner with the PRO that has a 17-year track record?

1.9 BILLION

PETCO works at a national level to empower collectors, SMMEs and co-operatives through sponsorship and capacity building. PETCO provides support in key areas such as infrastructure, equipment, training and mentoring within the collection and recycling value chain.

R895 MILLION

In 2021, PETCO collaborated with 39 municipalities across the 9 provinces to look at how best to capacitate the informal sector. This continues to be part and parcel of unlocking the collection of PET packaging for recycling. We are open to working with all municipalities and warmly welcome collaboration.

For more information about partnering with PETCO, please reach out to belinda.booker@petco.co.za

PET plastic bottles collected for recycling*

injected into South Africa’s economy*

511 310

cubic metres of landfill space saved*

52 600

active collectors involved in PET collection for recycling* * 2020 specifically

Plastic bottles are not trash.

CELL C

Partnerships between Public and Private Sectors, and the synergy this creates, are pivotal to ensuring that South Africa achieves her growth and development objectives – both economically and socially.

Chief Commercial Officer CELL C: Simo Mkhize

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Municipal Focus

PARTNERSHIPS THE KEY TO SERVING SOUTH AFRICA AND HER PEOPLE

T

he South African government has tirelessly been working on building an equal society where those who had been previously disadvantaged are afforded opportunities that enable them to participate in the growing economy.

The National Development Plan (NDP 2030) is a mandate to eliminate and reduce inequality by 2030 and is the blueprint towards this objective. It outlines, amongst other things, growing an inclusive economy, building the right capabilities, and leveraging off partnerships throughout society.

Empowering South Africans and Bridging the Gap Partnerships between Public and Private Sectors, and the synergy this creates, are pivotal to ensuring that South Africa achieves her growth and development objectives – both economically and socially.

Municipal Focus

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CELL C

Cell C has been playing its part by partnering with provincial departments to help connect learners and impart the necessary digital skills through various programmes.

Phumzile Secondary School Learners with Cell C Sponsored Tablets

One of the starting points is investment in her people – by empowering them with the right resources, skills, capabilities and services that enable them to change their worlds and become active and thriving participants in growing the economy.

As a proudly South African corporate citizen, Cell C is motivated by the belief that commercial activities should be mutually beneficial to both supplier and the customer. We strive to imbue our products, promotions, and business strategies with a sense of responsibility towards the customers we serve.

Cell C has committed itself to bridging the digital divide by adopting a

network strategy that uses key industry partnerships to improve network quality and delivering stable and quality connectivity to citizens so they can effectively connect to the digital world. This journey to improved connectivity has begun with good progress made in the Northern Cape, Eastern Cape, Free State and Limpopo.

By the end of 2023 all provinces will realise the benefit of our quest to enhance the digital experience of our customers country wide.

As part of this network expansion strategy comes a retail promotion designed to allow customers currently on 2G devices to affordably transition to 3G and LTE-enabled smartphones.

The monthly Fantastic High Speed Super Sale (FHSSS) leverages our

partnerships with retailers across the country to offer highly discounted smartphones. Coupled with the bestin-class recharge rewards built into our All-in-One tariff plan, the FHSSS promotion softens the barrier to entry to customers for whom smartphone access was out of reach.

Throughout the year, we hold various promotions where customers who purchase qualifying products have a chance to “spin and win” prizes.

However, it’s the thought process behind what prizes are on offer that we’d love more people to embrace.

Rather than offering seemingly “frivolous” prizes, we prefer to reward customers with something meaningful that can truly change their world.

Some of these prizes include utility vehicles such as bakkies, motorcycles, Uber-approved sedans and compact trucks. Other prizes offer empowering smart devices such as laptops, tablets and smartphones.

We’ve witnessed first-hand how prize winners suddenly have the means to monetise an idea – they suddenly have an ocean of possibility that was until then just too far out of reach. A bakkie can remove rubble, deliver furniture, drive a mechanic to people’s homes or place of work to perform minor repairs or services, moonlight for Takealot.com, among many more.

The world has been moving online and embracing digital migration

Khumbuzile Meyiwa: Cell C 2021 Toyota Corolla winner

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Municipal Focus

with the Fourth Industrial Revolution (4IR) and imminent Fifth Industrial Revolution (5IR). Equitable access to relevant connectivity resources has become a key pillar to achieving longterm development goals. To bridge the digital divide that exists between the segments of our society, Cell C developed a low-cost LTE product – Home Connecta Flexi. This product allows customers to enjoy high speed LTE connectivity by purchasing prepaid bundles from as little as R45 for 4GB. Home Connecta Flexi can be used in a smartphone which allows customers to stay connected wherever the need takes them.

The Power of Partnerships in Connecting Communities and Building Capabilities Digital access not only requires stable internet connectivity, but also digital infrastructure and digital tools, resources, and skills. Through partnerships, South Africa’s goals can be realised at a greater pace. Cell C has been playing its part by partnering with provincial departments to help connect learners and impart the necessary digital skills through various programmes such as the Data Science Academy and GirlCoder Clubs in partnership with GirlCode; which are aimed at imparting critical foundational technology and digital skills that meet the 4IR and approaching 5IR requirements such

Left to right: Lucy Moyane, HOD of Education at MDE; Cllr. Lesetja Dikgale, Exec. Mayor Thembisile Hani LM; MEC Bonakele Majuba; Lethiwe Hlatswayo, Cell C; and Joshual Moela, Cell C

as robotics, coding, data science and programming. Building these foundational capabilities and skills at a young age is in line with the Government’s own objectives.

Over and above skills development, Cell C has commenced its school connectivity programme in partnership with provincial governments, targeting schools in rural and peri-urban areas and equipping them with digital labs that include all the necessary digital infrastructure such as tablets, laptops, projectors, printers, servers, and screens, to name a few.

Coupled with this is skills development where the schools are taught to operate the hardware and software through other Cell C programmes

such as the Data Science Academy.

Cell C has completed two schools so far: Rekhuditse Secondary School in Limpopo and Phumzile Secondary School in Mpumalanga. The remaining provinces will be covered between 2022 and 2025.

Further to the digital labs, Cell C has partnered with the Limpopo, Mpumalanga and Gauteng Departments of Education to sponsor learners with digital tools for their higher education training. Many of our youth from underprivileged communities and families do not have the funds to access digital tools and the Public and Private Sector partnership aids in ensuring they are not left behind and/or excluded in the pursuit of their studies.

Digital access not only requires stable internet connectivity, but also digital infrastructure and digital tools, resources, and skills. Through partnerships, South Africa’s goals can be realised at a greater pace.

Municipal Focus

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CELL C 10030500 Cell C Network Ad - A1 Poster-

Partnering to Support Government Deliver on their Mandate

ST E B E H ITH T W W NO

The National Treasury, an essential enabling engine for service delivery and economic activity in the country, put out a national requirement for mobile services. Cell C is proud to have been able to partner with more than 20 government entities and municipalities.

Cell C has designed comprehensive, customisable and easy to use mobile solutions that not only offer value, but also continuous up-time and inhouse management, digital access and control for the Public Sector.

We have demonstrated our support and service capabilities, our commitment to meeting the Public Sector’s requirements, provide the right solutions, the value and support necessary to assist in achieving its objective of cost efficiencies with their telecommunications needs.

When the Public and Private Sectors engage in meaningful partnerships, we collectively contribute to thriving and cohesive societies in which business can thrive and, in turn, bolster economic growth and social development, ultimately enabling Government to fully deliver on its mandate to deliver on the NDP 2030.

10030500 Cell C Network Ad - A1 Poster.indd 1

Percy Moleke and Joshua Moela with aviation students and GCRA bursars receiving sponsored digital tools

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Municipal Focus

2022/04/01 11:53

Cities have been driving growth and generating almost two-thirds of the country’s economic activity and despite everything that is going on at a national level, cities remain well positioned to take a leading role in South Africa’s economic recovery and development.

CHANGE IS INEVITABLE. GROWTH IS UP TO US. Never underestimate the power of stable connectivity and digital inclusivity. Cell C is now providing the best quality network to SA through partnerships with key industry players and the Government. By choosing to make data affordable and put the value back in consumers’ hands, Cell C is rapidly bridging the digital divide. Digital access is not a privilege or a luxury; it’s a need and a right. This ‘change mindset’ has allowed Cell C to place the empowerment of communities through digital skills building at the forefront of the organisation.

CHANGE YOUR WORLD. PARTNER WITH CELL C.

Email: government@cellc.co.za

Municipal Focus

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ELECTORAL COMMISSION

SA’S YOUTH VOTE MATTERS

Ahead of the 2024 general elections, and following the low voter turnout in the 2021 municipal elections, the Electoral Commission has prioritised democracy education for the youth of South Africa. It is midway through its expanded democracy education programme, aimed not just at school learners, but also the youth at tertiary educational institutions, and those outside of formal educational and workplace structures.

I

n South Africa, the youth played a historically important role in achieving electoral democracy.

They were active citizens and made an immense contribution towards the liberation of this country.

Many of them even lost their lives in the pursuit of freedom and the democracy that we all enjoy today.

However, young people in the post-apartheid era form part of the phenomenon of electoral abstention, which is becoming prevalent in many countries the world over. For example, voter turnout during the 2021

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Municipal Focus

municipal elections was a mere 46%, which was the lowest in the history of democratic South Africa. During the 2021 municipal elections, nearly 1,8 million eligible 18-19 year-olds did not register to vote. This translates into 1,8 million lost potential votes in these elections, because one cannot vote if one is not registered to vote, and consequently not on the voter's roll.

On another front, statistics report that those within the age group of 15-34 years constitute more than a third (about 35%) of the estimated population of about 60 million people

in South Africa. Interestingly, during the same 2021 municipal elections, out of the 175 206 voters on the roll, 18-19 year-olds registered to vote, a total of 124 905 of them actually voted, translating into 71% voter turnout amongst this age group. This was far above the national average voter turnout of 46%. Therefore, it is evident that, once registered, young voters do participate.

It was against this background that the Electoral Commission launched a voter education and registration campaign within the education sector.

The campaign aims to cultivate and instil a culture of electoral democracy and active citizenry among students in both public and private institutions of learning, to enhance voter registration and voter participation in student representative council elections and in national, provincial and local government elections.

Mosery, Deputy Chief Electoral Officer: Outreach at the Electoral Commission.

“Our goal is to create a new generation empowered with the knowledge, skills and attitudes necessary for active and responsible citizenry, proud to register to vote, participate in elections and begin to shape their own future,” he adds.

“The Electoral Commission is of the opinion that engaging students’ views about democracy and elections through voter educationbased dialogues will enhance their voter participation,” says Mawethu

Since the national launch of this campaign at the University of the Witwatersrand on 22 March 2022, over 350 public and private institutions of higher learning have been visited by the Electoral

Commission across the republic.

The focus week for this campaign was 22-25 March 2022 to coincide with Human Rights Day commemorations.

As at 30 April 2022, some 4 000 potential young voters were registered to vote during this campaign. It is important to acknowledge that to instil a culture requires determination, commitment and consistency and therefore, this campaign will run until the end of September 2022 when the Electoral Commission will exit the space, so to speak, so that students can prepare for their year-end exams.

Municipal Focus

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ELECTORAL COMMISSION This campaign has been promoted across a broad range of media channels, including 25 campusbased radio stations, the on-campus communication and entertainment channels on over 100 HD screens at six universities, and digital media platforms, such as Facebook, Twitter ads, TikTok. Publisher websites such as News24/Network24, Google, YouTube, and mobile operators such as Vodacom’s Please Call Me adverts, and SABC Digital – 16 radio stations social media platforms, have also been utilised for campaign promotions.

All of these media platforms are key mediums for universities and colleges to reach out to their campus communities, and interact with their students in particlar. During various campus activations, students were encouraged to use the Electoral Commission’s online voter registration platform to register as voters.

Never too young to learn about democracy The Electoral Commission then proceeded to launch its youth democracy programme in schools on 22 April 2022 in collaboration with the Department of Basic Education (DBE), known as Schools Democracy Week, at Rekgaratlhile High School, Kuruman, GaSegonyana Local Municipality, in John Taolo Gaetsewe District, Northern Cape.

Schools Democracy Week is an annual civic and democracy education (CDE) programme for learners in basic education, which normally spans the week in which Freedom Day is commemorated on 27 April. During the week, IEC officials visited various schools to promote CDE and register eligible learners on the voters’ roll.

In her address to the national launch, Deputy Minister of Basic Education, Dr Makgabo Reginah Mhaule, said the Schools Democracy Week was a launch pad to a broader continuous Democracy Education Programme, which is offered at schools in Human Rights and Values as part of Life Orientation to reinforce the curriculum offering on human rights, democracy and civic education.

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Municipal Focus

In April, in line with the aims of this programme, the Electoral Commission visited some 2 000 schools countrywide to provide CDE to the learners and register them to vote to facilitate their constitutional right to vote during elections.

It’s worth noting that the Schools Democracy Week Programme was first held in 2013 following the signing of a Memorandum of Agreement between the Electoral Commission and the DBE to enhance youth participation in electoral democracy.

During youth month in June, the Electoral Commission will target the so-called ‘unorganised’ youth to ensure that they are also receive democracy education and an opportunity to register to vote so that they can participate in our electoral democracy. For the purpose of this programme, the unorganised youth are defined as youth out of school found in our communities and without employment.

The Electoral Commission envisages working with civil society organisations, among other stakeholders, to implement the June Youth Programme. Organisations interested in offering their assistance should please contact Mmakgabo Jerry Ramatlhodi of the Electoral Commission’s Outreach unit at ramatlhodim@elections.org.za or call him on Tel: 012 622 5445 Eligible voters who wish to register to vote or to update their address on the voters’ roll can do so online. Just go to https://registertovote.elections. org.za – the voter portal is available 24/7, and registration is safe, quick and easy!

SA CITIES NETWORK

ALL-OF-SOCIETY TO ADDRESS URBAN GOVERNANCE ISSUES, HIGHLIGHTS SACN’S 2021 STATE OF CITIES REPORT

N

ow in its fifth edition, the South African Cities Network (SACN)’s State of Cities Report 2021 (SoCR) has been released and, overall, strongly points to the need for a whole-of-government and all-ofsociety approach to address rampant urban governance issues, many exasperated by recent emergencies in the financial, health, corruption and climate environments that each require swift, integrated and effective governance.

but face key pressures and that they have been effective drivers of local and national development. The 2021 Report builds on each of these themes, continuing the journey by applying a governance lens to diagnose progress made towards achieving productive, inclusive, sustainable and spatially transformed cities – while demonstrating how all actors across society, from civil society, business, government, and citizens must work together to address ongoing issues at the city level.

The SoCR is a yardstick report that has been published since 2004. Previous editions have focused on how cities can be drivers of social change, that apartheid has remained largely unchanged, that cities are resilient

“This is because by 2050 the South African population is expected to grow by 9 – 24 million people, many of whom will live in cities or towns.

Given cities are crucial for global development, their performance in

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Municipal Focus

delivering basic services and positive development outcomes is inextricably linked to the wellbeing of their citizens, regions, countries and the world,” says Sithole Mbanga, CEO of The South African Cities Network.

The 9 cities that the SoCR analyses are Buffalo City, Cape Town, Ekurhuleni, eThekwini, Johannesburg, Mangaung, Nelson Mandela Bay, Msunduzi and Tshwane. The report’s insights per city pertain to people and households, the economy, social fabric, sustainability, city finance, service delivery, citizen engagement and transport.

“In order for cities to meet their objectives of becoming more economically and socially inclusive, sustainable and spatially transformed,

a whole-of-government and all-ofsociety approach is required. This as South African cities have made little progress in achieving key development outcomes,” comments Mbanga.

Governing South African Cities Governing cities and towns is complex and challenging as it has to respond to globalisation and its many crises: climate change, inequality, political instability, terrorism, migration, social polarisation and pandemics.

Yet defendable global development and prosperity are reliant on the sustainability of the world’s cities and this depends on how well cities are governed.

Local government’s funding bases need to be broadened, and resources for strategic projects and community assistance must not be consumed by operating costs. “A pursuit of all-ofsociety partnerships is essential for cities to make the most of the funding they do have. Urban autonomy is not achieved through delegation, funding and intergovernmental arrangements alone and there is a need for a new approach to urban governance and a renewed look at urban structures,” says Mbanga.

Productive Cities Inclusive growth in cities is of utmost importance and cities have the ability to address historical economic constraints. But while cities are key drivers of productivity, economic gains are not always evenly distributed and many South Africans are still excluded from participating and benefitting meaningfully. Job opportunities have not always been constant and many cities have experienced “jobless growth”, resulting in poor, disadvantaged citizens being excluded from benefitting in improved GDP. The majority of people remain susceptible to precarious income generation and skills development opportunities, which prevents them from accessing the formal economy and all of its benefits.

Furthermore, the shock of Covid-19 exposed the economy’s fragility.

Municipal Focus

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SA CITIES NETWORK To address this, economic actors need to come together to improve a city’s economy and foster economic inclusion. This requires an understanding of the importance of an all-of-society approach. These same actors need to better cooperate to understand city economies through cooperative structures associated with economic development levers. “This is crucial to facilitate economic growth, inclusion and redress,” says Mbanga.

Inclusive Cities Inclusivity and wellbeing are critical for cities’ sustainability, as it leads to a better quality of life for city dwellers.

Yet not much progress has been made towards enabling inclusivity in our cities through places that all people, including the marginalised, can own.

Decades after apartheid, many urban dwellers remain socially, spatially and economically excluded. This has been deepened by the Covid-19 pandemic.

Fortunately there are pockets of excellence where an all-of-society approach and cooperation among government spheres has made their cities more inclusive. They are making cities safer, involve the youth in urban processes, and are improving informal settlements’ living conditions while creating better public spaces. Other cities are urged to follow in their footsteps as there is a general lack of progress in making and managing more inclusive spaces. This is in part due to local governance structures that are constrained in terms of devolution, transversal management and intergovernmental relations.

Conflict among communities and stakeholders also exist and to change the status quo will require a wholeof-government and all-of-society approach, including the participation among government spheres, public agencies and other sectors of society.

Sustainable Cities Enabling a just urban transition through cooperative governance and an all-of-society approach to tackle issues of sustainability are essential. In order for cities to meet this growing

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Municipal Focus

challenge that affects all its residents, but specifically those living on the outskirts of our cities, partnerships are needed that enable knowledgesharing and cooperation (for energy, water and waste).

“While national policy frameworks and city-level strategies are being adopted - which goes some way to demonstrate cities’ commitment to a just urban transition - despite all the efforts made, the practical challenges associated with this shift have not been fully grasped. Stakeholders across sectors of society need to formulate a shared value proposition to achieve great change,” says Mbanga.

South African cities face a triple challenge: responses to environmental issues, deepening socioeconomic inequalities espoused by the Covid-19 pandemic and a new mode of cooperative government that can navigate the complexities of cities in the information age. Addressing this requires cooperative governance, codes and practices, partnerships and integrated infrastructure plans.

Spatially Trapped Addressing spatial transformation in our cities is among our key needs, yet its success depends on the governance capacity of the municipal institution.

Internal municipal environments can hinder or harness equitable spatial outcomes, and the structural forces in municipalities share the behaviours

of practitioners which negatively affect spatial transformation goals.

These structural forces are both formal (legislative) and informal (institutional norms and power dynamics) and impact intergovernmental cooperation, community partnerships and longterm meaningful engagement.

To attain greater spatial inclusion/ transformation in our cities requires a shift in these structural forces.

This includes the measurement and reward of intergovernmental cooperation, the review of legislation and regulations, the improvement of the political-administrative interface, building capacity and learning and integrating social facilitation skills.

“Cities that adopt new ways of thinking will see the dawn before others do and choices made now will affect generations to come. South African cities have the potential to be beacons for cities across the globe in managing future challenges that cities will face.

“Municipalities must also be given adequate representation in all national and provincial strategy sessions and party conferences, as well as specific planning and budgeting sessions.

Local government has a substantial role to play in reshaping the future of our cities, and responding to challenges as they emerge. Cities also need to recognise that citizens are their greatest resource and that they need to put themselves at the centre of discussions and policy,” concludes Mbanga.

WWW.G IFTO FTH E G I V E R S . O R G

DIGNITY TO THE

Today’s world is afflicted by natural disasters, largely the consequence of climate change, and pose a real and present danger, devastating communities, destroying infrastructure and displacing hundreds of thousands of people in their wake… as witnessed by the recent destructive and widespread floods in KwaZulu-Natal.

Our fast and active response is to save lives and restore dignity to those most in need, assessing disasters and applying our know-how, accessing resources and additional collaborative expertise to best react to the immediate needs of communities shattered by such events.

MOST

VULNERABLE

Our quest is to unite people with a common vision; to serve mankind for the ‘Greater Good,’ providing unconditional support for the most vulnerable, regardless of race, religion, colour, class, political affiliation or geographic location.

Our daily interventions include: • Disaster Response • Hunger Alleviation • Healthcare • Water Provision • Education • Social Upliftment

“ B E ST AM O N G P E O P L E AR E T H O S E WH O B EN EFI T M A N K I N D ” You can make a difference… follow us

@GiftoftheGivers

@GiftoftheGivers

@gift.of.the.givers Municipal Focus

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OZONE INFORMATION TECHNOLOGY DISTRIBUTION

“Perhaps one of the biggest pain points for any user is their password, and having to manage so many different complicated passwords across so many different platforms and logins,” says Olivier.

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EMBEDDING INTELLIGENT SECURITY

MUNICIPALITIES DON’T HAVE TO ENDURE COMPLEXITY WHEN BUILDING A CULTURE OF SECURITY

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ybersecurity is a threat, not just for the enterprise, but the public sector as well. Municipalities face a relentless onslaught from hackers, phishing attacks, smishing, ransomware and more. They have to protect their systems and resources from organised cybercrime syndicates that have become smarter and more determined over the past few years.

Over the past year, South Africa’s infrastructure and many public sector institutions have been hard hit by cyberattacks, and the recent Trend Micro report described South Africa as a playground for cybercrime.

According to Henk Olivier, Managing Director at Ozone Information Technology Distribution, the government remains a target because it holds a significant percentage of highly valuable data and information.

“There is immense pressure on municipalities to implement robust security controls that minimise risk,” he adds. “However, these tools have to be easy to use and accessible to employees or they’ll simply alienate users and fail to achieve their objectives. People don’t want to fiddle with complicated security protocols that inhibit their ability to do their jobs, or that take up time they don’t have.”

This is a complex balancing act.

On one hand, security has to be pernicious, tight, controlled and vigorous. On the other hand, people are involved and they don’t want to feel that big brother is watching and controlling their every move. This makes the implementation of

a security solution within the sector a careful and planned process that includes users and recognises their pain points.

“Perhaps one of the biggest pain points for any user is their password, and having to manage so many different complicated passwords across so many different platforms and logins,” says Olivier. “Many people have to create passwords with capital letters and special characters that are at least 12 characters long and that have to change every so often to meet security protocols. It’s impossible to expect people to remember them, so they write them down.”

It’s a common mistake, along with using poor passwords like ‘12345’ or ‘QWERTY’. People write their passwords on a piece of paper or in a book and these items are easily stolen or copied by hackers or people who have been paid to work from the inside of an organisation. This may sound a lot like a plot from a movie, but it’s very much a part of business reality. Fortunately, technology has been keeping up with what people need when it comes to security as well as what municipalities need.

“One very smart solution for the public sector is Keeper Password Manager,” says Olivier. “This solution is designed to protect users by storing their passwords securely in a centralised database that can only be accessed by them, when they need it. Keeper Business Password Manager protects municipalities of all sizes by ensuring that passwords are secure and secured.”

Henk Olivier, Managing Director at Ozone Information Technology Distribution

Keeper uses a proprietary zeroknowledge security architecture and is one of the most audited and certified products on the market. It protects the business and its data while also keeping things simple. Thanks to its configurable roles, role-based permissions and admin privilege controls, municipalities can implement the solution in alignment with existing infrastructure and processes.

The software can scale to fit any business size and keeps passwords and private information absolutely secure.

All users need to do is create one central password to access the Keeper system, and the other passwords are all stored inside. Access is granted using multifactor authentication and admins can use the included provisioning, reporting tools and delegated admin functionalities to track trends, areas of concern and more.

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OZONE INFORMATION TECHNOLOGY DISTRIBUTION

“Another smart tool that’s highly scalable and flexible enough to support municipalities and public sector organisations is MOVEit. It’s a secure file transfer service that helps audit data movement inside and outside of corporate networks. Considering how much data and paperwork is involved in these institutions, this is a clever tool that fits perfectly.”

“This is just a very simple and smart way to protect systems without having to make users jump through too many hoops,” says Olivier. “Another smart tool that’s highly scalable and flexible enough to support municipalities and public sector organisations is MOVEit. It’s a secure file transfer service that helps audit data movement inside and outside of corporate networks.

Considering how much data and paperwork is involved in these institutions, this is a clever tool that fits perfectly.”

MOVEit is secure, auditable, automated

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and compliant. It allows for seamless on-premise and cloud-based file transfers for sensitive data alongside advanced workflow automation capabilities without the need for scripting. The solution includes encryption and activity tracking toolkits that ensure compliance with regulations such as PCI, HIPAAA, POPIA and GDPR. MOVEit will manage transfers by consolidating all file transfer activities for better management and control; remove human error by automating tasks and workflows without scripting; can be deployed anywhere whether it is on-

prem or as a service in the cloud; and is flexibly integrated with any system.

“This is precisely what the public sector wants – a cost-effective and simple solution that makes life easier while embedding security into every crack and crevice,” adds Olivier.

“Then, another solution that’s essential to any organisation in any sector, is one that can investigate digital systems effectively in the event of fraud or theft. The latter incidents are inevitable, but with Nuix Investigate, catching the guilty is often just as inevitable.”

Nuix Investigate is one of the most advanced investigation solutions on the market today. It blends cuttingedge digital workflows and graphic analyses with elements of traditional, non-digital investigation to get the results that the public sector wants.

This tool offers the public sector the visibility it sorely needs to combat fraud and theft.

“With Nuix Investigate, municipalities can dig deep into the data to find out how an incident occurred, what vulnerabilities allowed for it to happen, and formulate solid response plans to minimise these in the future,” says Olivier. “The software offers powerful visualisations and search capabilities on top of analysis tools that are designed to help government agencies, law enforcement and service providers examine and get answers from their case data. Using this platform, investigators and their teams can make informed decisions and solve cases faster.”

While security will never stop being an issue there are an increasingly intelligent array of tools that give municipalities better control over the threats and the impact they have.

Using smart password management systems, the public sector can ensure that every employee has a high-level password that meets stringent security requirements. Embedding a secure file transfer tool ensures that data is protected at every step in its journey.

And, using tools designed to catch crime and criminals, the public sector can use its data to mitigate the threats and recoup losses.

“The future of security isn’t complexity,” concludes Olivier.

“It’s smart solutions that just get to work and do what needs to be done – no mess, no fuss, and no lengthy integration processes. Users can get started straight away and security is layered throughout the business in a way that’s relevant to how it operates and what it needs.”

“The future of security isn’t complexity,” concludes Olivier. “It’s smart solutions that just get to work and do what needs to be done – no mess, no fuss, and no lengthy integration processes. Users can get started straight away and security is layered throughout the business in a way that’s relevant to how it operates and what it needs.”

Contact Details

Email: info@ozone.co.za Tel: +27 10 591 55 88 Web: www.ozone.co.za

Municipal Focus

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THE FUTURE IS SWEETER WITH HULETTS Iconic South African brand and a Proudly South African company, Huletts has long been at the forefront of socio-economic empowerment and upliftment in the areas in which their business operates. Huletts has made a full commitment to Growing a Sweet Future for our communities, the country, and the planet, with a wide range of initiatives fully aligned to the goals of government.

Huletts acts as facilitators and enablers.

They establish fertile environments, innovative platforms, and diverse forms of assistance for South Africans to help themselves Grow a Sweet Future. Huletts listens carefully to communities, so their concerns and challenges are addressed.

Growing a Sweet Future for communities involves a wide range of initiatives, with education and training a major force for change and development. Projects range from the establishment and maintenance of Early Childhood Development Centres, all the way through to postmatric bursaries and internships for artisanal skills to be used inside and outside the sugar industry.

#GROWINGASWEETFUTURE

Growing a sweet future for the country extends beyond individual communities into both rural and urban environments. Huletts fosters the skills and training needed for successful agriculture and farmer development, mentoring young black farmers into good farming practices and food security. In urban settings, Huletts focuses on facilitating job linkages - matching skills to the country’s requirements.

To Grow a Sweet Future for the planet, it’s about the bigger picture. Huletts has aligned itself with the world’s 17 sustainability goals, and with every initiative, aligns itself to those goals.

Sustainability is a thread which runs through all Huletts’ operations, with innovative community projects aimed at zero impact, clean rivers, plastic eradication, recycling, and more.

For Huletts, close partnerships with government and business, enables them to work consistently towards their goals of empowerment, upliftment and inclusivity. Growing a Sweet Future is Huletts’ promise to South Africa and South Africans.

BARLOWORLD

BARLOWORLD MBEWU PERPETUATES THE GROUP’S LEGACY OF POSITIVELY IMPACTING THE COMMUNITIES IN WHICH IT OPERATES

B

arloworld has a prodigious 120-year history of inspiring a ‘World of Difference’.

Our uncompromising commitment to active corporate citizenship and enabling growth and progress through strategic socioeconomic development programmes, culminated in the establishment of Barloworld Mbewu in 2019. This innovative flagship programme is designed to provide tailored support to start-up social enterprises, established social businesses, as well as organisations that exist to solve

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local socio-economic challenges through the implementation of sound business practice. We believe strongly that our investment in these social enterprises are investments in the future, as they serve to build resilient communities.

Barloworld Mbewu is premised on the creation of a well-articulated social equity story; collaboration on key social impact initiatives within the business value chain; partnering with key stakeholders and social partners on key projects; thought

leadership, community stakeholder engagement and implementing employee volunteer engagement initiatives. At the launch of the initiative, Barloworld Group CEO, Dominic Sewela, highlighted that Barloworld's strategy takes a focused approach to long-term value creation for all its stakeholders, and as such, Mbewu is completely aligned with the Group’s strategy, which is premised on the belief that the growth of the communities in which we operate is inextricably linked to the growth of the business.

What distinguishes Barloworld Mbewu from other Corporate Social Investment (CSI) initiatives, is that it nurtures sustainability and self-sufficiency, by enabling its beneficiaries, to move away from dependence on grant funding, supporting them to scale-up and drive meaningful economic empowerment in the marginalised communities in which they operate.

The devastating economic impact of the Covid-19 pandemic has brought the need for initiatives like

Barloworld Mbewu into sharp focus and we are impressed by the work our beneficiaries are doing in this regard.

We are also extremely proud of our employee volunteer programme, which forms part of the initiative. Recently, they were instrumental in supporting communities affected by the floods in KwaZulu-Natal through a companywide drive for the collection and distribution of non-perishable items to flood victims.

BARLOWORLD LIMITED CORPORATE OFFICE Phone: +27 11 445 1000 E-mail: Corporate social investment: csi@barloworld.com Web: https://www.barloworld.com/ mbewu/ Address: 61 Katherine Street Sandton, 2196 Postal address PO Box 782248 Sandton, 2196

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BARLOWORLD

BARLOWORLD MBEWU ZEKHALA CHARCOAL Founder: Lerato Mbomboyi Zekhala Charcoal is a proudly South African and Eastern Cape brand of charcoal that specifically rids black wattle in community owned lands while converting it to charcoal.

MOLAM'S FARMING Founder: Alice Radebe Molam's farming specialises in the primary agricultural production of maize, sunflower, groundnuts, blue buffalo grass pastures and vegetables. The entity also derives income from contract farming to assist various previously disadvantaged communities around its areas of operation.

DIHLAPING AQUACULTURE PROJECTS Founder: Mathema Makola The Dihlaping Aquaculture Projects (Pty) Ltd was established in 2014 with the objective of developing an aquaculture facility for the production of Tilapia fish through a polyculture system that would produce fish, chickens, eggs and vegetables.

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BENEFICIARIES EXPRESSION CULTURE ACADEMY Founder: Vuyo Mayesa Provision of community art development services for the Refitlhile Community such as sewing centre, arts and craft, events and audience development, library etc.

JAXON TYRES Founder: Tauriq Jackson We are a mobile fitment centre with vehicles equipped to supply tyres, fit and balance them on-site! We are AA Approved so rest assured, you are in good hands. We also offer wheel alignment using high tech laser technology and Automechanika accredited.

LUDADA AND ASSOCIATES ORTHOPAEDIC SERVICES (PTY) LTD Founder: Ncedo Ludada Ludada and Associates Orthopaedic Services (Pty) Ltd, is a 100% black-owned and managed enterprise. It was incorporated in 2016 with a clear mission of improving the quality of life of people with temporary and permanent disabilities.

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BONUTRAX

BONUTRAX

IS AN ENVIRONMENTALLY CONSCIOUS SCRAP RECLAMATION AND INDUSTRIAL WASTE PROCESSING COMPANY

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he company, which operates in Kriel, Mpumalanga, was selected to participate in the Seriti Enterprise and Supplier Development (ESD) Programme in 2021 and has since secured a multiyear contract that paves the way for future growth.

Established in 2016, and managed by a young, black entrepreneur, Sizwe Morgan Mtshali, Bonutrax has a scrap reclamation site in Kriel, Mpumalanga, and a workshop in the nearby town of Ogies. The company currently employs 25 people and deals strictly with scrap metal.

Its core business is the collection of scrap metal from mines in the Mpumalanga province, which it then sells on their behalf to scrap metal dealers and recyclers. Following the conclusion of a sale, the company then pays the mines a predetermined rate for the material. Bonutrax lists one of its main objectives as wanting to contribute to the South African economy through job creation, skills transfer and the development of business opportunities and wealth for youth from historically disadvantaged backgrounds.

The challenge Bonutrax faced several challenges that prevented it from being able to expand. It struggled to secure contracts with local mines due to its inability to market its services effectively. Another significant hurdle was the company’s difficulty to manage its finances and cashflow properly, while its inability to source scrap metal in large quantities restricted its earnings and its ability

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Sizwe Morgan Mtshali, Bonutrax Director

to unlock greater profits. At the time, Bonutrax was also facing a significant transition, with Mtshali set to take over the running of the business from his father, who wanted to retire.

While Mtshali was passionate about the company, he realised that he lacked the management skills and financial know-how to effectively run the business. In addition, Bonutrax, which at the time employed six people, was severely impacted by the outbreak of the COVID-19 pandemic.

Lockdown restrictions saw the company suspend operations and grapple with the three trucks it owned and used to transport scrap metal due to mechanical problems.

As a result of not being able to operate, the company struggled financially and could not afford to fix its vehicles.

Mtshali realised that in order to turn the business around he would need

"When we introduced our Enterprise and Supplier Development (ESD) programme, we had two goals in mind: To develop local SMMEs to create a pipeline of supply chain ready businesses that can secure procurement opportunities both in and outside Seriti, and to enable them to realise scale and drive supplier diversity in our supply chain."

Jacques de Klerk Head: Supply Chain at Seriti to acquire business and management skills, and also implement adequate systems to effectively manage the company’s finances and marketing.

The solution In 2020, Bonutrax applied and was selected to join the Seriti ESD Programme, which was designed to identify small, medium and micro enterprises (SMMEs) in the specified local communities in which Seriti operates. Seriti contracted Zevoli Growth Partners to develop and implement the ESD programme on its behalf, in line with Seriti’s commitment to support local SMMEs in acquiring essential business skills needed to expand their operating capacity.

A recruitment and awareness campaign attracted more than 500 applications from nearby SMMEs. The ESD programme was a capacity and capability building and mentorship initiative, held between February and July 2021. The structured mentorship and training programme was aimed at helping SMMEs improve their operational efficiency, expand market share, grow strategically and align to a level of sustainability.

Bonutrax participated in the programme, which highlighted several areas within the business that needed attention, particularly related to marketing and the management of finances. Due to the nature of its business, Bonutrax needed to effectively market its ability and experience to sell scrap metal. The company received training and guidance through the Mentorship and Coaching, Business Growth Learning Programme and Digital Marketing modules. Several tools and resources were deployed for the company, including a financial system that could track its finances, create quotes, invoices and payslips at the touch of a button. It also received a project management system to manage its time, teams and projects in a systematic way. The programme also included a complete identity revamp, including an update of its logo and setting up of a website.

While participating in the programme, Bonutrax secured a three-year contract with Seriti to collect scrap metal from its various sites.

The result Upon completing the programme, Bonutrax implemented systems that enabled it to manage its finances more effectively and this has made the company more profitable.

The company’s revenue grew by 84% and its staff compliment by 75% over the ESD programme period.

The marketing tools and skills the business acquired enabled it to create a social media presence and develop a more effective marketing strategy.

The contract with Seriti is the first long-term contract that the company ever secured and ensures that it will generate an income for the next three years. As a result, Bonutrax was able to hire another 19 employees. Crucially, the Seriti contract is also an effective marketing tool that the company can use to gain more clients, as it demonstrates that it has the skills and capacity to handle large amounts of scrap metal on behalf of big mining companies. Mtshali also personally benefited from the programme and feels that he now has the skills and tools in place to steer Bonutrax into a bright future.

CONTACT DETAILS

For more information visit www.https://bonutrax.com/ Tel: +27 791 779 538

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KWIKSPACE

AFRICA’S LARGEST SUPPLIER OF PREFABRICATED BUILDINGS

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wikspace has built a reputation for its rapid supply of prefabricated units to provide solutions to customers who require relief for planned or unplanned crises over the past 50 years. Kwikspace offers a cost-effective and smart solution for any application due to its flexibility and customisability, that can be hired or purchased, with convenient, quick turnaround times.

To illustrate Kwikspace’s quick turnaround times, 11 Kwikspace units were recently supplied one day after a received order for a primary school in Sekhune, Limpopo, which suffered extreme weather damage to their existing classrooms. The Kwikspace solution, purchased from its longterm client, the Limpopo Department of Education, enabled up to 42 learners per classroom to promptly commence with their vital education in a safe environment. The school has purchased the units for permanent use with the intention to increase

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the school’s enrolment capacity after repairs have been implemented on their existing buildings.

Another recently completed and significant project from Kwikspace included planned COVID-19 testing station units at the Komatipoort border between South Africa and Mozambique. Kwikspace supplied two units to their client, Msanda Laboratories, to serve as a weatherproof, and luxurious replacement to their gazebo structures in which their pathological tests took place prior to the units. Kwikspace was extremely proud to witness their units achieve their full potential for the customer’s application – after customisation and interior design, an aesthetically pleasing environment was created that was almost unrecognisable as a container.

Kwikspace offers modular buildings for a range of applications. Applications include modular accommodation units (single units to a village of units),

kitchens and diners, ablutions, clinics, classrooms, offices, remote mining sites and construction camps, and extended space of existing buildings. The following is preinstalled: doors, windows, plumbing pipes, electrical conducts, and lights.

Additional features can be installed in the units, making the units more appropriate and user friendly for its specific application. For instance, classrooms can have whiteboards, sinks, and bathrooms installed, furthermore, classrooms in harsh environments can include verandas and aircons.

Additionally, Kwikspace offers Kwik Kits, units which are delivered in flat pack form with detailed construction drawings for assembly. This allows customers to install and erect units to their preferred dimensions themselves or through their nominated contractors. With the assistance of steel structures, customers can erect units up to eight storeys high.

Kwikspace offers various standard units, from single-wides (3 x 3 m) to (17,42 x 3,58 m) and double-wides (7 x 7 m) to (34,84 x 7 m). The Kwikspace units are constructed with steel, thicker than that of an industry standard, and polyurethane foam for insulation. The latter offers additional thermal properties and strength than that of standard expanded polystyrene (EPS). For increased durability and longevity, unit panels are coated in 0.42 mm and 0.47 mm aluzinc painted steel for a corrosion-resistant finish.

Kwikspace additionally offers KWIKPREMIUM, a 40 mm steel clad panel filled with polyurethane at 36kg/m3. The polyurethane bonds to the steel, avoiding the need for adhesives and eliminating delamination. This is ideal for applications that require a solution that is fire retardant, offers exceptional thermal properties (R value = 1.81), and resists moisture, dust, and insects.

It is the fastest and most cost-effective Alternative Buildings System to erect.

This emergency order included Kwikspace classroom units with additional verandas for typically high temperatures in Limpopo.

With eight strategically placed branches across South Africa, Kwikspace can provide fast support and services for the convenience of its customers across sub-Saharan Africa. Kwikspace has branches located in Johannesburg, Cape Town, Port Elizabeth and Durban, satellite offices are located in North West, Mpumalanga, Secunda, and Kathu.

Kwikspace units meet ISO standards and have a minimum guarantee of 20 years.

Visit their website for more information: (https://www.kwikspace.co.za) or follow them on LinkedIn (https://www.linkedin.com/company/ kwikspacemodularbuildings/).

WASTE MANAGEMENT

PLASTICS SA HONOURS WATER WARRIORS

BY AWARDING CAROLINE REID AWARDS FOR SOUTH AFRICA’S CLEAN-UP CHAMPIONS

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lastics SA used National Water Week (20-26 March 2022) to recognize the commitment and dedication of our country’s water warriors by awarding the annual Caroline Reid Awards for Clean-Up Champions of the Year.

“We launched the Caroline Reid Award in 2019 in memory of a fearless and passionate conservation warrior who was also a very dear friend of the industry. Caroline sadly passed away in 2018 after a tragic accident, but we wanted to ensure her memory and passion live on with these awards that recognise and reward greatness by an individual in the field of inland, waterways and marine and coastal clean-ups,” explains Douw Steyn, Sustainability Director at Plastics SA. Douw commended the many unsung heroes in communities around South Africa who protect the environment

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and make a difference in the quality of community life.

“Keeping South Africa clean from litter in peri-urban and nature preservation areas greatly depends on the actions of volunteers. Each one of this year’s winners made a tremendous difference in their respective areas. Awards were handed out to organisations and individuals around the country in recognition of their tireless effort to create awareness of the plight of many of our waterways and oceans that are being affected by litter originating inland, and to help protect the natural environment,” he said.

Recipients of the 2022 Caroline Reid Awards were: • Sulandi van den Heever is a true West Coaster who has taken it upon herself to coordinate the clean-ups in the Lambert’s Bay area for the last decade.

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The Glencairn Education & Environmental Support Enthusiasts (GEESE), headed up by Cilla Bromley, has been organising clean-ups in the Glencairn and Simon’s Town areas for more than a decade.

The Izame Zabantu Nature Helpers are dedicated to removing the pollution that flows via the Black River, into the canals in Paarden Island in Cape Town.

This small, but dedicated group of eco-warriors have already filled tens of thousands of bags with waste they have removed.

The Birdwatching fraternity is a dedicated group of supporters of clean-up events and projects in the Overberg under the auspices of Dr. Anton Odendal. They have successfully tackled sensitive cleanup actions along their local coast.

The Lower Breede River Conservation Trust is based in Witsand and has been very

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proactive in keeping one of the largest rivers in the Western Cape managed and cleaned through monthly clean-ups. They were also very involved with clean-ups of the last pellet spill that ended up on our beaches.

Safripol has been a long-standing supporter of Plastics SA’s annual Clean-up and Recycle SA Week and is also a signatory of Operation Clean Sweep. They sponsor the Durban Green Corridor Clean-ups and litterbooms on the Umgeni River and also actively promote recycling and education in order to keep litter out of the environment.

CityZen and Najen Naidoo have been helping communities of Rivonia, Gallo Manor, Morningside, Bryanston, Kramerville, Wendywood and Woodmead to fight neighbourhood deterioration by creating greener, clean and safe areas, one clean-up at a time.

They turn the collected waste into sustainable job opportunities through recycling and upcycling programmes.

Clean City SA conducts cleanup campaigns in Hillbrow every Saturday morning. Headed up

by Dalu Cele, the team keeps the streets and open spaces clean and has already collected over 6 000 refuse bags.

Durban Clean Corridors provide solutions and support for cleaning of natural environments, ensuring that waste is recycled, repurposed or removed and that communities within these areas are significantly involved. Siphiwe Rakgabale is the coordinator of these clean-ups and is also the litter booms coordinator of the Umgeni and Umhlanga litterbooms. He ensures that waste collected from these litterbooms is removed and sorted for recycling.

Eco Care Trust gathers valuable information on the aquatic state of our country’s freshwater ecosystems. Bernard Venter, a keen angler and supporter of Plastics SA’s Clean-up and Recycle Cleanups, distributes our litterbags to visitors at dams, rivers and angling competitions to educate people on the effects of litter on the waterways.

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The Soulbent Project, under the leadership of Luka Mashudu Makhado, is very aware of the negative impacts illegal dumping has on the environment.

This intrepid team is therefore dedicated to cleaning Gauteng one illegal dumpsite at a time.

“We would like to thank Plastics SA for this recognition as we continue to carry on the legacy of Caroline Reid. The work we do is very much in collaboration with a number of partner organisation. We hope that our efforts to restore and clean riverways will helps to create improved natural spaces for people to connect with nature and the planet and improve their quality of life”, said Green Corridors’ Coastal and Waste Management Projects officer Musawenkosi Shange and Green Corridors’ litter boom co-ordinator Siphiwe Rakgabale after receiving their award.

Plastics SA thanked every volunteer, sponsor, organisation and individual who works to remove visible litter from the environment. “Eco-warriors make a tangible difference and create much-needed awareness about the importance of keeping litter out of our waterways,” Douw concluded.

For more information about www.plasticsinfo.co.za Douw Steyn (left) from Plastics SA with Siphiwe Rakgabale (right) from Durban Green Corridors.

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NATIONAL SCHOOL OF GOVERNMENT

An ethical state is driven by the constitutional values and principles of public administration and the rule of law, focused on the progressive realisation of socio-economic rights and social justice as outlined in the Bill of Rights.

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NATIONAL SCHOOL OF GOVERNMENT

delivering quality education, training and development interventions that are relevant to the needs of the public sector

T

he principal of the National School of Government (NSG), Professor Busani Ngcaweni has been dealing with among others organisational restructuring and implementing a new strategy through developing a new service delivery model. Ngcaweni considers having had two heads of state, current President Cyril Ramaphosa and former President Kgalema Motlanthe participating in the school’s programmes as one of the key highlights of the school. Municipal Focus Magazine caught up with Ngcaweni for a conversation about the school, its mandate and programmes targeting the local government sector.

Q: Would you please unpack the significance of the National School of Government across all spheres of government and its contribution towards the establishment of a capable, professional, and responsive public sector in SA? Prof. Busani Ngcaweni (BN): The National School of Government (the NSG) is a part of the portfolio of institutions reporting to the Minister for the Public Service and Administration. We have a mandate to provide or facilitate the provision of education, training and development (ETD) in the three spheres of government, stateowned entities (SOEs) and organs of state. Our mandate is in line with Section 195 of the Constitution of the Republic of South Africa, 1996, which declares public administration

to be development-oriented and participatory, and the basic values and principles being the basis of interaction between public administration (three spheres of government, organs of state, public enterprises) and society.

The foremost priority of this administration is to build a capable, ethical and developmental state.

A capable state has the required human capabilities, institutional capacity, service processes and technological platforms to deliver on the NDP through a social contract with the people.

An ethical state is driven by the constitutional values and principles of public administration and the rule of law, focused on the progressive realisation of socio-economic rights and social justice as outlined in the Bill of Rights.

A developmental state aims to meet people’s needs through interventionist, developmental, participatory public administration.

Building an autonomous developmental state driven by the public interest and not individual or sectional interests; embedded in South African society leading an active citizenry through partnerships with all sectors of society.

The NSG must ensure that it provides ETD interventions to appointed public servants and elected public representatives in order that they

The principal of the National School of Government (NSG), Professor Busani Ngcaweni

fulfil their responsibilities. Our public service requires that we have qualified public servants with relevant skills and competencies for the job they have been employed to do and have ethical disposition steeped in the Batho Pele principles.

The NSG delivers on its mandate by taking on a blended approach of classroom interaction, online learning, onsite experimentations, webinars, thought leadership master classes, and conferences.

In addition, professionalising the public sector is one of the key imperatives for building state capacity.

This is important to ensure that the state is staffed by qualified and competent officials who know what they are doing. In other words, those

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NATIONAL SCHOOL OF GOVERNMENT who are fully equipped to perform their public function conscientiously with a strong sense of public service and ethical disposition.

The NSG has a key role from pre-entry into the public service to managing careers of public servants through our interventions.

Q: Would you please explain what the Compulsory Induction Programme is about?

(BN): The Compulsory Induction Programme (CIP) aims to challenge public servants to live the Batho Pele principles and to imbue them with knowledge and understanding of the intrinsic values and building blocks of our democratic state. These intrinsic values and building blocks of our democracy represent the cornerstone of our Constitution, the Bill of Rights and related legislation as well as our Legislative Frameworks.

The public servants entering the State, regardless of their differing backgrounds, skills and experience, need to be orientated around a common programme to understand and implement the agenda of the State.

Responding to this need, the CIP is designed to ensure that new officials are inducted into the culture and ethos of their department and the work it is mandated to carry out. It is assumed

that a well inducted new entrant will be able to contribute meaningfully towards the functioning of their department in particular, as well as the Public Service in general.

Q: Would you please explain your Local Government Leadership Development Programme (LGLDP) and what it seeks to achieve?

(BN): The purpose of the LGLDP is to enable municipal leaders and managers to provide effective governance to the municipalities that they run, and in particular to structure governance arrangements so that municipalities are politically stable, well-administered, financially sustainable and able to deliver municipal services optimally.

This programme is specifically for municipal leaders, manager officials in municipalities.

The LGLDP is structured into five (5) modules: i.

Municipal Government Legislation and Policy Framework: The local government legislative context is critically explored with a focus on the role of political and administrative functions to enable service delivery in the South African Local Government. ii. Cooperative Government and Intergovernmental Relations: This module focuses on the role of government promoting

cooperation amongst the three spheres of government.

The main intergovernmental and policy processes at national and provincial level local government are considered in the context of NDP objectives. iii. Leadership, Governance and Ethics in Municipalities: This module focuses on leadership principles, attributes and values supporting service orientated leadership for a capable state. The personal role of leaders in enhancing ethical, effective and efficient service delivery in the municipality is analysed. iv. Political oversight and Communicative Functions: The political-administrative interdependencies are highlighted, together with the importance of the oversight role, accountability and communication responsibilities for the realisation of policy objectives and strategic outcomes. v. Systems and Processes in a Municipality: This module deals with important municipal processes which include the budget and budgeting system, local economic development and an integrated development system.

Q: Is the school likely to offer new courses in future and what areas do you think needs attention?

(BN): In response to systemic demands, the NSG expands its course offerings for targeted audiences such as Executive Authorities, Accounting Authorities, Mayors and Councillors.

To this extent, the NSG is currently working on consolidating such executive programmes for example, Ethical Leadership and Executive Oversight for Members of the Executive; Induction Programme for Board Members; Economic Governance Schools for Members of the Executive; and Etella – Programme for Executive Managers.

We are now in consultation to finalise the curriculum for a Mayoral Programme. We are also expanding our programme offerings targeting Youth.

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Municipal Focus

Q: Could you expand on the NSG’s work in the local government sphere?

(BN): We continue to provide capacity building opportunities for municipalities with priorities on enabling officials to perform responsibilities. Amongst these priority areas are members serving on various bid committees. These are officials whom some do not possess any background in financial and supply chain management and it becomes critical that such members are not just thrown in the deep end of serving in these committees that oversee millions of rand in spending, in a high-risk environment, without equipping them with the necessary knowledge of the supply chain environment. We have trained thousands of officials in many municipalities in this area and we still hope to train more as supply chain management remains a key risk area in various AG reports every year.

Capacity to deliver services at local level continues to be challenging regardless of various interventions by state entities, and part of the challenge is the lack of coordination in the work of various departments.

The NSG will, as a response to that be finalizing a training programme to improve capacity to provide a more effective coordination amongst various spheres of government which eventually have an impact on the municipal space.

Q: Who are you partnering with in delivering programmes, specifically those aimed at local government, and what do participants who complete your modules receive?

(BN): The NSG partners with SALGA, LGSETA and uses independent individual contractors with the experience and expertise relevant to the local government and particular course. The participants receive a certificate of attendance or a certificate of completion.

Q: Issues such as oversight, monitoring and evaluation are often a weakness which are picked up by the Auditor-General, including in the local government sector, are any of your programmes looking into issues of oversight?

(BN): We have reviewed two of our programmes focusing on managing and commissioning evaluations for government in order to strengthen its offering in this field. Evaluation Methodology and the Use of Evaluation Results in government encourages evidence-based decision making for government programme development.

Q: Would you please unpack the recently signed memorandum of understanding signed with the Cape Town Metropolitan Municipality to provide training programmes to the employees of the City of Cape Town Metropolitan Municipality entails?

(BN): In pursuance of the spirit of collaboration with the NSG,

SOME OF THE TRAINING PROGRAMMES OFFERED FOR LOCAL GOVERNMENT The Local Government Leadership Development Programme Ethics Management in Local Government Contract Management: MFMA Bid Committees: MFMA Mainstreaming Gender in the Public Service Foundation Management Development Programme Advanced Management Development Programme Municipal Standards Chart of Accounts

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43

NATIONAL SCHOOL OF GOVERNMENT

We are in a dynamic and complex environment with changes being brought about by digital transformation, climate change and the COVID19 pandemic, amongst others.

We therefore have to keep public servants abreast with new knowledge and workplace learning. the City of Cape Town is procuring exclusively from the NSG for the following training programmes: a) Advanced Acquisition Management b) Anti-Corruption training for Practitioners c) Bid Committee (MFMA) d) Contract Management (MFMA) e) Demand Management f) Detection & Combating Bid Rigging in the public Sector g) Ethics Management in Local Government h) Excellent Customer Services i) Strategic Sourcing (Assessment Development and Execution) j) Inventory Management k) Basic and Advanced Project Management programmes We are also working with many other municipalities of all categories not only metro municipalities in providing training and these include amongst others Musina Local Municipality in Limpopo, Nkangala District Municipality in Mpumalanga, Buffalo City Metro in Eastern Cape, City of Johannesburg and many others and we aim to eventually sign these agreements with all of the 257 municipalities in the country.

Q: The National School of Government also recently signed a Memorandum of Agreement (MoA) with the Gauteng Provincial Legislature

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Municipal Focus

for training and other capacity building interventions for Members of the Provincial Legislature (MPLs).

Would you please explain the training that will be covered by this agreement?

(BN): The two parties agreed that the NSG will conduct Training Needs Analysis (TNA) for both officials and members of the Provincial Legislature.

This work will further inform their developmental needs to be progressively addressed during this multi-year agreement.

We agreed that the following immediate training interventions be rolled out for both officials and members of the Legislature: a) Bid Committee (PFMA) b) Project Khaedu c) The enrolment in the Legislative Sector in Governance and Leadership (LCBP) offered by the NSG. The Gauteng Provincial Legislature will further encourage participation by its members in the bespoke programmes such as Etella, and both Local & International Seminars/Webinars as organised by the NSG. Q: How critical is the role of the National School of Government in a young democracy that South Africa is?

(BN): As a training institute that has been in existence before 1994 – having transformed and evolved from a Public Service Training Institute to South African Management Development Institute, to the Public Administration Leadership and Management Academy and since 2013 as the National School of Government.

Developing capacity for the public service has always been a critical role for us to play. We have recalibrated ourselves over the years – for example from focusing on management and leadership development to covering every occupational/salary level so our focus is on all public servants.

As such we develop courses, programmes and interventions for certain salary levels (e.g. senior managers) but at the same time have courses and programmes that cut across all levels (e.g. ethics).

Furthermore, we are in a dynamic and complex environment with changes being brought about by digital transformation, climate change and the COVID19 pandemic, amongst others. We therefore have to keep public servants abreast with new knowledge and workplace learning.

Q: The National School of Government unveiled more online courses during the Covid-19 national lockdown in 2020.

Are those courses still being rolled out and what has been the response from participants?

(BN): The courses added to the online offering of the NSG are still being rolled out. eLearning uptake continues to grow even after the requirements of social distancing have been adjusted.

The total number of enrolments recorded on the NSG eLearning platform increased by 48% from the 2020/21 to the 2021/22 financial year.

Q: Briefly unpack your journey as the principal of the NSG? (BN): I consider myself somewhat of a “crazy person” dreaming up of crazy ideas in the odd hours of the night. What I found in the NSG is a group of highly committed, skilled and professional employees who are able to translate my craziness into practical deliverables. My journey thus far has been one of huge satisfaction, as I truly believe we are making a difference to our public servants.

In my journey, we dealt with a long outstanding matter of organisational restructuring, implementing a new strategy, developing a new service delivery model and service delivery charter. We have opened up the learning pathways across the board.

Q: What are the key indicators of the NSG’s successes or failures?

(BN): The key indicator for us is to train as many public servants and

public representatives as we can.

As our vision states, we wish to build a capable and ethical public sector in the service of the people. I believe that the suite of offerings by the NSG – be it courses, programmes, webinars, master classes, simulated learning, online learning – are making a difference to our public servants.

The high numbers we see on our eLearning platform or those who join our webinars indicate our success as an institution that we are doing something correct.

Another success factor for us has been to diversify our offerings, and not just focusing on traditional course offerings. We have ventured into areas such as disaster management and scenario planning. Our international partnerships is another significant indicator of success. We are now able to offer our public servants global opportunities and exposure to international academics and thought leaders.

When we see public servants behaving unethically, unlawfully, with mediocrity in the performance of their duties or treating citizens badly, we see this as an element of failure. We may not have complete control of their behaviour and attitude but we try by all means to provide our public servants with the learning to always respect the Constitution and serve with empathy.

Q: What, if anything, do you think needs to be done to enhance the impact of the NSG? (BN): From the findings of the impact evaluations that have been undertaken by the NSG, it is evident that where effort has been put in ensuring that the training programmes are well developed, the curriculum is sound, the correct target audience attends, and the work environment of these participants is conducive for implementation of their newly acquired knowledge and skills, behavioural changes in the participants have been realised.

In many instances, systemic changes as well as improvements in operational procedures in the Departments also occurred as a result of application of learning that occurred.

Where departments and all other relevant stakeholders are committed to ensuring that they are supportive of participants from the time of entry into the programme, impact and outcome can be measured.

Therefore, in order to enhance the impact of the NSG the following initiatives are/should be undertaken: (i) Training needs analyses should be conducted for municipalities (or any other relevant stakeholders) who will

Our international partnerships is another significant indicator of success. We are now able to offer our public servants global opportunities and exposure to international academics and thought leaders.

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45

NATIONAL SCHOOL OF GOVERNMENT receive the training to ascertain which training programmes would address the training needs in these municipalities. (ii) The programmes to be offered to officials must be selected based on the training needs that have been identified – where necessary the content has to be contextualised for the audience (who will be the correct target audience for the training programme). (iii) Senior Management in municipalities (and any other departments) have to be fully committed and on board to ensure that the workplace is conducive for the application of learning once employees return to the workplace. The necessary support for the application of newly acquired knowledge and skills is vital. (iv) Senior Management in the municipalities (and any other departments) should provide their full co-operation to the NSG when impact evaluations are conducted of the training programmes that they received.

If these conditions are met, the impact of the programmes offered by the NSG will be enhanced as the changes can be measured and will be visible in the various departments and municipalities where training programmes were offered.

Q: What have been the achievements of the National School of Government thus far?

And in this fiscal?

(BN): We have implemented our five year strategy in 2020, and we are in the third year of implementation. This strategy was implemented at the time of the COVID19 pandemic and the national lockdown. Safe to say, we were entering a period of uncertainty and trepidation. As the leadership, we had to recalibrate our delivery modalities and this has now led us to a new trajectory. We can say that we turned a crisis into an opportunity.

Our successes include the following: a. Enrolling in excess of 100 000 learners on our eLearning platform over a 2 year period. This is unprecedented for the NSG or many training institutions. b. Building the NSG brand and a very strong global partnership footprint. c. Diversifying our course and programme offerings. We are now able to respond to many public sector institutions, including local government and SOEs on their training needs. Where we cannot provide directly we engage with our partners. d. Generated more than R116m in two years and brought in other funding sources as well, including private sponsorships.

Q: Where do you see the NSG in the next decade?

(BN): We are going to become the premier training institution for the public sector. We are going to influence the theory and practice of public administration through our interventions in the ecosystem of education, training and development.

We are going to be a global player, recognised among some of the best, when we introduce our own suite of executive education programmes.

We are also going to open our space for international learners.

We are going to expose our public servants and public representatives to global exchanges and opportunities, so that they learn and implement here in South Africa. We are going to offer qualifications to all our public servants.

We are starting off now with a post-graduate qualification but this will grow to other qualifications.

We must give every public servant from the lowest level up to the President of this country every possible opportunity to improve him/her self.

Finally, we are going to realise a professional and meritocratic public administration that really respond to the needs of the people.

The public sector will no longer be a place for unlawfulness, corruption, fraud and mediocrity.

CONTACT DETAILS

Enquiries about the Economic Governance Programme should be directed to Mr Khomotso Radebe at: khomotso.radebe@thensg.gov.za/ +27 83 268 0219 Enquiries about Local Government Programmes should be directed to The NSG Contact Centre: contactcentre@thensg.gov.za/ 086 100 8326 / 012 441 7000 Visit: www.thensg.gov.za

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Municipal Focus

school of government Department: National School of Government REPUBLIC OF SOUTH AFRICA

A Flagship Executive Programme for Accounting Officers

Broadening leadership perspectives is essential to improve the performance of the State for accelerated service delivery and inclusive growth. Etella will help public sector Accounting Officers enhance their capabilities in executive leadership, optimise digital transformation, build high performance teams, apply appropriate financial modelling, and embed execution diligence.

For More Information and Enrolment:

Vuyo Mathapo Vuyo.Mathapo@thensg.gov.za @thensgZA

Nompumelelo Lukhele Nompumelelo.Lukhele@thensg.gov.za

General enquiries may also be directed to the NSG Contact Centre: 0861 008 326 / 012 441 6000 www.thensg.gov.za

Learn Serve Grow

2030

CETA

The core mandate of CETA is to ensure that the SA construction sector has the skills it requires to be economically sustainable and globally competitive, so it can grow.

Malusi Shezi, CEO of CETA SETA

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Municipal Focus

BUILDING FOR TOMORROW “POSITIONING SKILLS AS A FOUNDATION FOR ECONOMIC DEVELOPMENT AND EMPOWERMENT” INTERVIEW WITH MALUSI SHEZI, CEO OF CETA SETA

W

hat is the core mandate of the Construction Education and Training Authority (CETA)?

The core mandate of CETA is to ensure that the SA construction sector has the skills it requires to be economically sustainable and globally competitive, so it can grow. Our research matches the demand and the supply side of the skills requirements. We ensure there are approved qualifications that talks to industry for the critical skills needed. We also do the building of capacity for the sector through learning programmes that we roll out to capacitate the current and future workforce, including those who are still at institutions of higher learning, and high school learners, through

bursaries and career guidance. The CETA disburses DG and MG funds in support of the levy payers and training providers in the sector.

To what degree is CETA fulfilling this mandate?

CETA is doing well in fulfilling its mandate including paying our staff well. There are areas where we can do better. In the area of rolling out programmes and pathways and project monitoring and evaluation, improving our stakeholder response and relations in addressing the needs of key stakeholders like levy payers; we could improve. At the moment our research and innovation needs intervention. We will be making huge improvements by using all pieces of data at our disposal in

research planning, and crafting clear and relevant impactful research agenda.

We need to capacitate our research unit to include issues of scenario planning and benchmarking.

New ways of doing things better and efficiently like the introduction of robotics and green buildings, coupled now with the Fourth Industrial Revolution, is posing a challenge for the construction sector where more physical skills are involved. Another area where we need significant improvement is stakeholder relations management and responsiveness.

We need to respond on time. Not that we will be able to always make the stakeholders happy but at least we must be more responsive and keep them updated.

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CETA What aspects of your education and career history have prepared you for this challenge?

I studied finance, accounting and business management at university in pursuit of a chartered accountant professional certification. In the accounting profession, you write board exams, during articles you get exposed to different industries and companies with different challenges, which then culminated in my qualifying as a chartered accountant (SA) with SAICA.

to this challenge. I am very motivated to serve this country during the time that I have and to make an impact now and for the generations to come to benefit from. I am willing to see change and for the organisation to become better and return to its glorious status.

What are your priorities now for the organisation?

After we reviewed the challenges faced by the CETA, I came up with seven priorities.

As a CA you are expected to possess a suite of skills and capabilities that enables you to operate in any environment and sector as a business leader. I went through same extensive programmes doing articles in a big four firm. After that I had a short stint at Liberty Life as a group management accountant. I then joined the AuditorGeneral where I specialised in auditing public entities in the main; including secondment to UNBOA in New York.

This gave me exposure to how you make public sector operations efficient and efficient in delivering services to the citizens. Public entities exist to make the government effective and efficient in its service delivery.

I had ambition to be an all-rounded business leader; as I didn’t want to be a person who only understands numbers but who rather understands business in totality. With that in mind I completed a Master of Business Administration at GIBS in 2013 in a quest to make sure I sharpened my understanding of business management principles and strategies and what is needed for a business leader to succeed in this ever changing and volatile world.

One of them is to create a sustainable and optimal operating and governance model for this organisation. Obviously for the organisation to have gone to administration it means there was some form of governance failure, non-performance, and also possible financial maladministration. The sector itself was already in decline even before the arrival of Covid19 and our levy base was already challenged.

Sustainability is at the core of being financially viable and also being relevant today and in the future.

I believe that personal values and motivation to serve are important.

My vision is to see the CETA as an organisation become effective and to be able to fulfil its mandate, which is ensuring that skills are positioned as a foundation for economic development and empowerment; which contributes to a country’s competitiveness. I think also that my ethics, values, experience and competencies prove that I am up

Priority number three is people management: people competencies, skills, their engagement and their development and growth in the organisation. Asking questions like are our staff performing at a level they should be performing at? Are they motivated? Are they skilled? Are they properly placed in the organisation?

Learning, development and growth is one of the areas where we were weak

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As a CEO it is my responsibility to make sure that the frameworks, policies and charters talk to the legislative governance frameworks.

In addition, to make sure that we have a sustainable operating model and competent and capable people to assist CETA efficiently discharge its mandate.

That links to stakeholder relations management. We need to invest in tools and processes that will support us as a SETA, to be able to gauge and measure the views and the experiences of stakeholders.

in the past. We were supporting people with bursaries, but some of these were not linked to a relevant career path and also to the skills and competency needs of certain units within the organisation. Some units in CETA are specialist in nature.

The fourth area of priority is improving the organisational culture, anchored by our values of being honest and responsive at all times.

Also, to encourage and support the management team to live those values and lead by example; to have a caring attitude and be agile.

A customer-centric culture in the organisation is urgently needed to be infused.

The fifth priority is innovation, systems and technologies. We should be using technology and innovation to achieve efficiencies in terms of our planning and executing our functions and reporting roles. Most of our processes are currently manual. We should be able to have information at our fingertips, use dashboards at anytime

learnership component and will include other trades such as plumbing and electrical fitting.

To what extent is current skills policy aligned with needs?

The current policy regarding skills development and provisioning is aligned to cover South African economic sectors’ needs, especially in relation to the construction sector. This is also covered in the National Human Resource Development Strategy and our National Skills Development Plan 2030. The policy directives are clear. We need to strengthen the implementation side. We need to work on changing attitudes of all role players in the sector as well. All SETAs are struggling with workplaces for practical exposure after people have been given theoretical training.

Where do they go to get practical experience?

without hassle that tells us where we are, what is going well, what is not going well and where we should improve.

Research and innovation capacity links to the sixth priority to make sure that our research agenda is responsive to sector needs and also the need for scenario planning in our research agenda.

The seventh and last priority is the reputable and strong CETA brand experience and image. The fact that we went into administration tainted our brand. There is a need to reposition the brand and our value proposition accordingly. We want to be among one of the top employers of choice in the next five years. We are setting up the systems and processes that will assist the organisation to be experienced by its employees as an employer of choice and also as a good brand by those that interact with CETA.

Can the CETA boost employment in the sector?

Our contribution in this regard is by making sure that the quality of training that people are getting will enable them to be ready to operate in a practical environment.

Our contribution in the time of COVID was through roll-out of the Economic Reconstruction and Recovery Plan.

We ran short skills programmes in 2021 where we had 4 654 learners enrolled in different provinces. These learners were trained on road construction and community house building, with a contribution of about R98-million by the CETA in alleviating the impact of COVID on skills and livelihoods.

This was run in the provinces of Mpumalanga, KwaZulu-Natal, Western Cape, Northern Cape, Eastern Cape and a few learners in the province of Limpopo. CETA will be continuing with ERRP project in this current financial year; now focused on other trades as well. It will have a 12-month

In some provinces like in the North West they have employers who are not keen to take on learners to give them practical experience.

Then that province is forced to incur additional costs to take learners to Gauteng, where economic activities and construction activities are booming, to get the practical exposure.

Also from an implementation side, our projects monitoring and evaluating will be strengthened.

The M&E projects evaluate the quality of training that is being rolled out against the standard that the training providers are accredited for.

Overall transformation of the industry is more the role of the Construction Industry Development Board (CIDB); but ours is to engage with the stakeholders to see the need to broaden the opportunities for skills development in the industry and to improve access. We are not lacking people needed to enter the sector, but it is what happens when they are in the industry that needs to be looked at: are they getting exposure and the right experience that will

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CETA enable them to go on and become competent technicians, artisans or professionals?

Our Sector Skills Plan (SSP) is revised at least annually. With the improvement in our research agenda and our capacity, we are now not only going to be revising it once a year but every time there is a change. It must be a live and dynamic document. For instance, when the critical skills list was published in February this year, we went back to our SSP, to review which skills were not on our list of critical skills.

We updated it to make sure that we don’t work with a document that was a museum artifact.

Is CETA tackling the green economy and the 4IR?

How would you characterise the relationship between SETAs and stakeholders like TVET colleges, labour and business?

It is one of the planned research agenda items that we need to cover, together with the institutions of higher education. We are having engagements with the Green Building Council to sign a memorandum of understanding so that we can collaborate in this area. We will be doing surveys with the industry itself to see who is doing this or how and to what extent these green projects are taking place, and what is in the pipeline.

I will start with the SETAs themselves, as all SETAs report to the Department of Higher Education and Training. By virtue of a policy directive, we have to collaborate because there are areas that cut across the SETAs. Also, when we go out there it assists when you go in numbers to make an impact. If a person who is being trained to be a plumber wants to be an entrepreneur, they need business management and financial management skills as well.

A different SETA may offer these

components. We have signed memorandums of collaboration with eight of the 21 SETAs. We intend by the end of this year to have signed with the majority.

The same applies to TVET colleges.

We have memorandums of understanding with some TVET colleges hosting our skills development centres and provincial offices. We have given bursaries to TVET college lecturers plus community education and training colleges and some support for IT equipment as part of our support imperatives.

Our stakeholder engagement with labour and business will improve when the board is also appointed. We will be doing a stakeholder imbizo in May, taking all our stakeholders through where we are as an organisation.

There will be communication through newsletters, email and other regular communications of what is happening in the organisation.

CONTACT DETAILS Tel: 011 265 3900 Website: www.ceda.org.za Ms Danisa Mboni Email: Danisam@ceta.co.za Address: 52 14th Road Noordwyk Midrand 1687

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OR TAMBO SCHOOL OF LEADERSHIP

OR TAMBO SCHOOL

CLINCHES 3RD YEAR OF SUCCESS

T

he 11th April 2022, marks three years since the launch of OR Tambo School of Leadership by President Cyril Ramaphosa. The school’s three years of existence marks successful rollout of various political education offerings which have been well received across the ANC, mass democratic movement and society.

“We are encouraged by responses to OR Tambo School’s offerings, particularly understanding what it means for organisational and societal renewal.” Explained OR Tambo School Principal, Dr David Masondo as he reflected on the meaning of the moment. “And it is this understanding of what our purpose means that the OR Tambo School collective from board to all staff members and volunteers has been resolute in the determination to ensure the school becomes a successful endeavour”.

Success factors recorded by OR Tambo School over this period includes: •

•

54

The establishment of a functional board with its subcommittees that have now completed a full term in office. The board is led by former President Kgalema Motlanthe as Chairperson.

Offering free entry-level online political education courses to members of the ANC, mass democratic movement as well as interested members of the public. To date a total 51 560 have successfully completed this course with registration standing around 70 000.

Municipal Focus

Board Members

•

Developed 8 of 13 strategic courses and started rollout to ANC representatives. These being Members of Parliament, Provincial Legislatures as well as Provincial and Regional Executive Committees.

•

Conducted induction workshops for all ANC public representatives in national, provincial and local government spheres.

•

Introduced the OR Tambo School Book Club which reviews books focused on numerous topical subjects. Members of the book club meet quarterly and are guided through a reading schedule.

•

Published the ANC’s political education publication, Umrabulo, which is now expanded into a programme that include Umrabulo Dialogues.

•

Entered into collaborative relationships with Oliver and Adelaide Tambo Foundation, University of Johannesburg, Unisa Enterprise, Friederich Ebert Stiftung (FES), British High Commission and Harry Gwala Foundation.

Appreciative of OR Tambo School’s role and purpose, ANC’s national leadership determined that for councilors to represent the organization as public representatives in local government, they are obligated to first complete OR Tambo School’s entry-level Prerequisite Course.

“That is a clear signal that the ground has been laid about the character of leaders the ANC desires.

From here we can also expect further internalization of structured and formalized political education” Further explained Dr Masondo as he concluded. “This we believe augurs well for the overall organizational and societal renewal agenda”.

SOCIAL MEDIA PAGES Facebook: www.facebook.com/RTamboSchool/ Twitter: https://twitter.com/ORTamboSchool Instagram: www.instagram.com/ ortamboschoolofleadership Website: https://www.ortamboschool.org.za/

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Certify your Municipality for SANS 18091:2020 Quality Management Systems (QMS) Guidelines for the application of ISO 9001 in local government SANS/ISO 18091 is applicable to all local government processes at all levels (i.e. strategical, tactical-managerial and operational) in order to constitute a comprehensive quality management system that focuses on the local government achieving its objectives. The comprehensive character of this system is essential to ensure that all the areas of the local government have a specified level of reliability (i.e. effectiveness of the processes). Improve Delivery to Municipalities through Quality Management.

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CSIR VOICE COMPUTING RESEARCH HELPS NON-READERS TO BECOME READERS

C

onventional reading is currently accessible only to the traditionally literate person. Many school learners face barriers to reading, and consequently learning, due to early literacy difficulties, visual impairment, dyslexia and other special educational needs. The Council for Scientific and Industrial Research (CSIR) is helping to change this with the development of a user-friendly application (app) that adds and synchronises humannarrated or computer-generated audio to text.

The audio can be added to text that is written in any of the 11 official languages of South Africa. “The app targets both the day-to-day content of educators and the textbooks of publishers. It adds value to the publishing industry by breaking down these barriers to turn non-readers into readers and increase the industry’s addressable market size”, says CSIR voice computing research group leader Karen Calteaux.

The app is named iSinkwe, which is the

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isiZulu word for a bushbaby.

The big eyes and ears of the bushbaby symbolise how iSinkwe empowers school learners to read through a rich audio-visual experience. The app allows users to create more accessible textbooks, class notes and other documents, opening up an exciting, interactive world of reading and learning to everyone.

ISinkwe functions by adding audio, which is either recorded manually by a voice artist or generated automatically by a computer, to a standard Electronic Publication Version Three (EPUB3) document. It automates the synchronisation of the audio to the text of the document at word, sentence and paragraph levels, allowing users to switch between these levels when they read or navigate through the document using audio and highlighting.

For clarification, iSinkwe does not translate the content from one language to another, but simply adds audio to documents that are already written in the language of the user’s choice.

“If users only have a Microsoft DOCX or PDF document, they can convert those documents automatically to the standard EPUB3 format using iSinkwe Convert. They simply upload the document to the iSinkwe website, and it will provide them with an EPUB3 version that they can download,” says product leader Georg Schlünz.

ISinkwe Synchronise allows users to upload a standard EPUB3 document and, optionally, the pre-existing human-narrated audio files, to the iSinkwe website. When no humannarrated audio is available, computergenerated audio is added instead.

It also allows for a combination of human-narrated and computergenerated audio. Users can then download the EPUB3 document with the synchronised text and audio included.

To read any of the EPUB3 documents with synchronised text and audio, users need to install the iSinkwe Read app, which is currently available for Android, with iOS and Windows versions coming soon. Once the EPUB3 document is added to the library and

opened, users can listen to and navigate through the audio on word, sentence and paragraph levels.

Text highlighting on these levels follow the audio automatically as it is played.

Users can customise the reading experience further by changing the font type, font size and background colour, as well as the playback speed of the audio and associated text scrolling behaviour.

ISinkwe is now available for licensing by resellers. The resellers will be able to sell iSinkwe to B2B customers like schools, publishers and accessible format providers who want to integrate iSinkwe into their operations, as well as to B2C customers for private use. Producers who add the audio pay for the ISinkwe Convert and Synchronise web services.

Consumers who read the audio are free to download the branded iSinkwe Read Android app from the Google Play store. B2B customers who want to use iSinkwe Read in their own distribution channels can obtain a white-label version directly from the CSIR. The CSIR piloted iSinkwe to teachers and learners at Jan Kriel School, Langerug School and Tafelberg School. The engagements with the schools were made possible by the Western Cape Education Department.

“The schools have already requested additional features! The reading assistance provided by the app must further convert text, math and other visuals in images to audio. The app must also give writing assistance in the form of automated dictation.

We are excited to include these features in the product roadmap of the next three years,” says Schlünz.

The app in its current form is ready to be licensed by interested resellers.

They can contact: Commercialisation Manager: Minal Soni: msoni1@csir.co.za In the meantime, schools, publishers and others can visit: www.isinkwe.com or contact the iSinkwe team at: info@isinkwe.com for more information and updates on the licensing progress.

Municipal Focus

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SBS TANKS

SBS YOUR TRUSTED WATER STORAGE SOLUTIONS PARTNER

T

he SBS Group, as a leading provider of innovative and technologically advanced water storage solutions, has partnered with SALGA and South African local and national government bodies with one common goal – to deliver water and sanitation services to the people of South Africa.

SBS offers a range of over 500 sizes of water storage tanks which meet the need for a variety of uses from rainwater harvesting, domestic storage and commercial storage on limited footprints to municipal water supply and storage, and effluent or process water storage. Tank capacities range from 7000 litres to 4.4 million litres offering a comprehensive and effective solution that can be installed in a matter of days.

What does this mean for clients and partners?

• •

•

•

• “We are proud of the fact that our water storage tanks have been installed all across South Africa, into Africa and across the world,” says Mava Gwagwa, Director: New Business Development. “We can confidently say that we make a difference – fast.

One of the many benefits of an SBS tank is the modular nature which ensures quick installation with no heavy lifting equipment making them suitable for remote areas with limited or no road access.”

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Municipal Focus

•

SBS can install large scale water or liquid storage solutions in a matter of days, delivering on the promise of “water for all” quickly.

Despite the speed of installation, SBS tanks have a life expectancy of 65 years, with the internal liner keeping the water away from the tank structure and carrying its own 10-year warranty.

The modular nature of the tank, built from Zincalume panels, means that they can be installed anywhere – no matter how remote the location and even if there is no existing access road. Panels and equipment can be transported to site on light delivery vehicles or carried by hand.

SBS tanks are built from the ground up, using a jacking system, which prevents the need for heavy equipment on site. This reduces the overall cost to client including that of site establishment and speeds up installation time.

Tanks can be dismantled and relocated, if necessary, for example at projects where new pipelines are installed and municipal flush tanks are required, or for operational site camps where infrastructure construction is taking place over a

•

•

long distance and long period of time.

SBS water storage tanks maximise storage capacity on a limited footprint, utilising vertical space effectively. This is ideal for established sites or sites where space is at a premium.

In projects where mass storage is required, multiple SBS tanks can be installed and connected, allowing for fast and continuous water supply to communities, even during routine system maintenance ensuring ongoing service delivery.

As a Proudly South African business, SBS is Level 2 BBBEE, SABS ISO9001 and SABS ISO45001 compliant.

SBS has delivered water storage solutions to the African continent and beyond for almost 25 years and looks forward to the next 25 years partnering with Municipalities to deliver on the mandate of water for all. Together we can overcome the challenges faced and bring water and sanitation services to people living in communities.

Talk to your SBS partner today and let us take care of your next water service delivery project. Tel: +27317161820 or +27 86 048 2657. Mfundo Ngcobo: +27 82 888 9144

info@sbstanks.co.za | 086 048 2657

PARTNERING

WITH GOVERNMENT

TO DELIVER ON ‘WATER FOR ALL’ MANDATE

WHY CHOOSE SBS TANKS? SBS® is a leader in the water storage tank and reservoir industry working with government, municipalities, and the commercial sector to deliver on the ‘Water for all mandate”.

SBS Tanks® are durable, modular, quick to install and can be built with no major construction works or heavy equipment in even the most rural and rugged locations.

Trusted by municipalities for over 20 years Capacity range: 7000 litres to 3.3 million litres Rapid installation: Tanks commissioned immediately, no waiting time 65+ year lifespan Internationally approved potable water liner for drinking water storage 10-year no leak warranty for liner Elevated tank solutions for increased water pressure delivery.

Scan QR code to visit website

@sbstanks

sbstanks

@sbs_tanks

Building Resilience

HOLDING COMPANY

MAKING LOCAL GOVERNMENTS RESILIENT FOR THE FUTURE

The COVID-19 pandemic has exacerbated the funding shortfalls faced by local governments, with most of them now facing serious financial deficits in the next financial year. Apart from having to drive the post-lockdown recovery of their local economies and town centres, protect the long-term future of the communities they serve and support the transformation of front-line services, these local authorities now also have to source and secure funding in order to continue their operations.

T

o meet their objectives, local governments must adopt new and innovative methods as part of their long-term, transformative resilience planning. The creation of Public-Private Partnerships (PPPs) has become vital to ensure the survival, growth and future success when it comes to financing, building and maintaining new projects or assets that should comply with Government’s Immovable Asset Management Act (GIAMA) and the Public Finance Management Act (PFMA).

The AFMS Group is well-acquainted with the PPP space through the specialist services delivered by our various subsidiaries. Afroteq Advisory

turning ailing administrations around offers multi-disciplinary, integrated by curtailing fruitless expenditure, advisory and training services to unlocking significant savings with the built environment, while FM informed procurement decisions and Solutions has a wealth of experience addressing a myriad in managing many large “We have of historical problems government departments, unparalleled and failures created by parastatals and private experience predecessors. contracts across various Building on this rich industries. in turning history and track record Over the last 20 years, ailing of successes, we have we have frequently been administrations developed a resilience called upon to conduct around.” framework that assists condition audits, provide local government organisations with maintenance solutions and introduce their short, medium and long-term SMME development initiatives. challenges in order to deliver on the Thanks to the expertise of our diverse, promises and expectations of the multi-disciplinary team of experts, communities they serve. we offer unparalleled experience in

Our resilience framewOrk

Being resilient requires long-term thinking that ensures improved capability when dealing with future challenges.

This is expected to be more difficult than ever before as local governments respond

to the aftermath of COVID-19. Our multidisciplinary team of experts can help local governments in the following ways: • Prioritising immediate management risks • Developing and

reviewing financial and organisational resilience to ease cash flow impacts • Planning and establishing longterm priorities and programmes, focussed on portfolio-

wide savings and net value creation • Identifying and articulating the impacts of necessary service reforms • Embedding investment strategies and tactical solutions

to unlock income streams from these reforms • Harnessing existing assets as a mechanism to drive new revenue and stimulate local economic recovery

www.afmsgroup.co.za | email: info@afmsgroup.co.za The rOle Of The resilienT auThOriTy in The cOmmuniTy

The core focus of local government should be delivering frontline services, yet the challenges they face go beyond income generation and corporate strategy. Each municipality has its own unique requirements that demand a tailormade response in order to achieve maximum social value and community resilience. Working closely with local government clients to understand their key community drivers, Afroteq develops holistic and achievable plans that provide the right solutions both for the organisation and the communities they serve.

Key considerations for local government resilience include:

• Support vulnerable communities • Address weaknesses in social care and inequalities • Health and social care working together

Social care & wellbeing

• Effective leadership • Future of local government • Delivery of core services • Training and capacity building

• Strengthen council reserves • Real cost of ownership • Space optimisation • Property evaluation & urban consolidation

Core council services

Local healthcare

LOCAL GOVERNMENT Council finance

Local economy

Master Precinct Planning

• Local health hubs to support communities • Health estates managed by councils

• Creating employment that addresses local business needs • Support for local businesses (retail, commercial, industrial and e-commerce) • Incubation of small, independent businesses • Change in Consumer behaviour

• Creating resilient communities • Providing safe, affordable housing • Regenerating town and rural centres • Maintaining and developing local transport infrastructure • Digital infrastructure and behaviour analysis • Planning policy changes

Driving a Truly hOlisTic apprOach

We take a holistic view of your longterm resilience needs, and combine this with our company’s extensive cross-sector capabilities, best practice processes and systems.

Through its subsidiaries the AFMS Group can provide government departments and private sector with

afroteq

a resilient and integrated approach that aligns: • Corporate Governance • Funding and commercial models • Transformation programmes • Operational efficiency improvement • Procurement and supply chain management solutions

Subsidiary companies of the AFMS Group

• Development solutions • Service asset planning • Risk and programme assurance • Project and programme management • Diversification strategies • Portfolio optimisation strategies • Investment strategies • Precinct Management

TSHWANE TVET COLLEGE

TSHWANE SOUTH TVET COLLEGE

T

shwane South Technical Vocational Education and Training (TVET) College is a merger of three Colleges: Atteridgeville, Centurion and Pretoria West. Odi campus previously belonged to Orbit College in the Northwest.

Currently, the College comprises of the following Campuses: Atteridgeville, Centurion, Odi and Pretoria West.

The College’s campuses in Centurion & Odi are famed for the culinary skills of their hospitality students and for having the best machinery for practical engineering training workshops. Atteridgeville campus is well known for its Civil Engineering, while the centralised campus in Pretoria West offers Engineering for both Report 191 and NC (V) and has also been identified for Engineering Report 191 and Engineering and IT courses. Meanwhile, the Odi campus in Mabopane is acclaimed for its NC (V) Tourism Programme.

Tshwane South TVET College, operating under the Department of Higher Education & Training (DHET), succeeded in enrolling approximately 25 000 students in 2017.

This is inclusive of the National Certificate Vocational. NC (V), Report 191 NATED Engineering and General Studies programmes and workshops.

The College managed to attain the fifth ranking in the 2019 T119 national results.

The NC(V) programme pass rate at TSC ranked position twenty-four (24) Nationally and eight (8) Regionally with an average of 81% in 2020. In 2021 the rankings for the programmes’ pass rate improved because, nationally it was seated at positions 9 and 2 regionally.

In 2021 the pass rates for the Report 191 Business Studies Programmes for S1/21 ranked position 1 regionally and second nationally with an average of 86.1%. For S2/21 Business

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Studies ranked position 1 regionally and 5 nationally with an average of 84.2%. Engineering Studies T1 had an average of 69.7% regionally. The College’s target is 60% per APP (Annual performance Plan) however the figures indicate that the institution is maintaining its mandate of “achieving the future”.

The College was identified as one of the Centres of Specialisation for Mechanical Fitter, Fitting and Turning, Electrician, Boilermaking and Millwright in two consecutive years, 2017 and 2018. With just below 500 employees, the College offers students the necessary skills for the job market and can boast alumni working for renowned companies. In addition, the College also offers NC(V) courses to learners who have completed Grades 9 through to 11 as well as NATED/Report 191 programmes to learners who have completed grade 12.

This year in 2022, TSC started offering distance learning. The measure has been seen as an expansion of programmes offered at the College.

Programmes offered under distance learning include Public Relations, Business Management, Financial Management, Human Resources Management and Management Assistant.

The College offers Report 191 Programmes in: •

N4 to N6 Mechanical, Civil, and Electrical Engineering

•

N4 to N6 Management Assistant, Financial Management and Hospitality Studies, Tourism (New), Intro Clothing Production (New)

•

NC(V) L2-L4 in Electrical Infrastructure Construction, Engineering & Related Design Information Technology, Tourism, Office Administration, Civil Engineering & Building Construction, Finance Economics & Accounting and Hospitality

Learnerships, Skills Programmes, and Apprenticeships are also offered at the College.

CONTACT US ON: General Enquiries: 012 401 5000 College website: www.tsc.edu.za Email: info@tsc.edu.za Official Tshwane South TVET College Instagram: tsc_ tvet Twitter: @tsc.tvet Facebook: Tshwane South TVET College YouTube: Tshwane South TVET College

Prepaid sub-meters significantly lower municipal risk

I

n a downturn economy the struggle for municipalities to collect on utilities increases significantly. With municipalities like Ekurhuleni saying that illegal and bypassed electrical connections costing R1.2 billion just last year, finding a solution to utility management has become critical. Fortunately reputable prepaid utility sub-meter providers can help with at least a part of the municipal customer base: formal and backyard rentals - thereby reducing the drain on municipal resources and help ensure they are able to honour their commitments to Eskom.

sumption empowers tenants to change their usage habits and better manage their utility budgets. Also, prepaid means they never find themselves with an electricity bill that they cannot afford that could potentially bankrupt them and force them to take desperate measures like absconding.

Prepaid sub-meters lower the chance of disputes arising making for a much better tenant / landlord relationship and, more importantly, ensuring that landlords are paid so they can then pay their municipality, which in turn can honour their Eskom commitments.

According to a report for the World Bank, more than 13% of urban households in South Africa reside in backyard struc- Illegal Connections tures and that number is set to climb as more people flock An unfortunate reality is that some landlords avoid paying the municipalities by illegal connections, essentially by byto the cities looking for work. Many property owners rely passing the main meter. The only way to police on these informal rentals as their primary source this is with monitoring purchasing patterns of income. However, managing and collect“Traditionally, combined with a regular meter inspection ing utility payments from tenants, whether landlords either cycle. formal or informal, is an ongoing risk for divide the total bill In exceptional cases the main municproperty owners. by the number of ipal meter is replaced with a prepaid tenants or use meters to sub-meter, either in error, or as an at“Traditionally, landlords either divide measure consumption tempt to defraud the Landlord and Muthe total bill by the number of tenants and then bill their nicipality. or use meters to measure consumption tenants once a and then bill their tenants once a month. month.

Fortunately, reputable sub-meter providers This can result in disputes and tenants withhold the answer. holding payment, or more frequently, tenants absconding without paying their bills. This can put landlords under pressure since they are still liable for mu- “Working with signed NDAs in place, Citiq Prepaid has alnicipal payment but may themselves no longer be in a posi- ready helped a number of municipalities track and trace tion to do so. Landlords unable to pay their municipal bill in fraudulent activities. We are able to assist with a full transturn puts the Municipality under pressure,” explains Michael action history for suspect meters, masked bank account information and even ad-hoc investigations. We also asFranze, Citiq Prepaid Managing Director. sist with full disclosure in criminal prosecutions. In short, The benefits that landlords get using prepaid sub-meters installing a Citiq Prepaid sub-meter is the stupidest thing a extend to the municipality too. Prepaid sub-meters continue fraudster can do,” Franze comments. the chain of payment trust from tenants all the way to the Power and water remain scarce resources in South Africa Municipality and even Eskom. and protecting our fragile supply is in everyone’s interest.

Prepaid sub-meters allow tenants to see exactly how much Prepaid sub-meters could very well be the elusive missing electricity they are using. This immediate feedback on con- link to achieving real resilience.

SOUTH AFRICA’S MOST TRUSTED PREPAID UTILITIES SOLUTION

www.citiqprepaid.co.za

087 55 111 11

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Municipal Focus

MUNICIPAL

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

BELA-BELA LOCAL MUNICIPALITY A tourist paradise

WEST RAND DISTRICT MUNICIPALITY

Invest and tour in West Rand

CITY OF MATLOSANA MUNICIPALITY

City of people on the move

MOPANI DISTRICT MUNICIPALITY In good hands

Municipal Focus

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MUNICIPAL

NEWS BELA-BELA LOCAL MUNICIPALITY A TOURIST PARADISE

Honourable Mayor: Cllr. Gloria Seleka

Honourable Mayor Gloria Seleka has said, “Here at the Local Municipality, we believe that no traveller worth his or her salt can claim to have travelled the world, if he or she has not been to this awesome place - a tourist paradise”. The municipality has continued to grow and attract thousands of local and international tourists priding itself on being the holiday of choice of many tourists, exposing them to the warmth and

hospitality of its people, as well as nature, the Big Five and other worldclass attractions.

Bela-Bela Local Municipality is situated in the Waterberg District Municipality within the Southern part of the Limpopo Province. The total municipal area (both urban and rural) is approx.

4000km2 and it shares its borders with Gauteng, Mpumalanga and North West Provinces. It is situated on the main

Bela-Bela’s hot springs were originally used for healing purposes by the Tswana people, and today these legendary waters have been turned into a series of fountains, pools and bathing areas at various health and holiday resorts. highway from Gauteng to the Limpopo Province and Zimbabwe.

The Tourism industry is the main driver of the local economy and by far, the largest contributor to the District’s GDP, and cognizance must be taken of the environmental uniqueness of the region. Previously known as Warmbaths it is famous as a holiday and health resort, owing to the renowned hot minerals which produce 22 000 litres of water hourly at a temperature of 50°C, and 286 sunny days every year! The name Bela-Bela means boiling-boiling.

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Since 1830 people have visited Bela-Bela to wallow in the natural mineral baths which contain healing properties. The water from these springs is rich in sodium chloride, calcium carbonate and other salts that are highly valuable to those suffering from rheumatic conditions - and now over a million tourists visit Bela-Bela annually.

Aside from relaxing at the Aventura Resort there are numerous other activities including game viewing, hunting, bird watching, hiking, biking, swimming, golfing, and places to visit of historical significance. The Municipality incorporates wetland areas next to the Bospoort stream and Klein Kariba River, south of the Aventura Resort. It also incorporates numerous game and nature reserves that are popular tourist destinations: Mabula; the award winning and internationally acclaimed Mabalingwe; Bonwa Phala; Kunkuru; and Sondela nature reserves.

Other attractions include: • • • • • • • •

Carousel Casino and Entertainment World Mokopa Reptile Park Thaba Kwena Crocodile Farm Bela-Bela Dam Bela-Bela Waterfront 4 x 4 routes Zipliners Game and hunting farms

•

•

•

•

Visit the government building where the township locals used to gather to watch TV when no one in the whole township owned a TV Get to see the paraffin pump that provided the whole township with light and cooking energy when there was no electricity in the area See the mountain that produced sandstone used to build a portion of the Union Buildings in Pretoria Take a tour to hear about South Africa’s political icons who were born in the township and see where they lived.

Bela-Bela is the birthplace of both Honourable Minister Bomo Edith Edna Molewa, SA’s ex- Minister of Environmental Affairs, and Pinky Sharon Kekana, who served as the Deputy Minister of Communications in South Africa and is now SA’s Deputy Minister in the Presidency.

As Honourable Mayor Gloria Seleka has said – Bela-Bela is indeed a tourist’s paradise!

Municipal Focus

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MUNICIPAL

NEWS WEST RAND DISTRICT MUNICIPALITY INVEST AND TOUR IN THE WEST RAND West Rand District Municipality is a local authority comprising of the three (3) municipalities, Mogale City, Rand West City and Merafong City. It is a unique area with special economic opportunities and home to the Cradle Of Humankind - A World Heritage Site.

From the majestic Magaliesberg Mountain Range in the north and along the meandering Crocodile River, a tapestry of resorts and activities await, where tranquility restores the soul and the adventurer can stretch the limits...

This region is gaining increasing popularity and, as ever more discoveries are made, prepares to welcome the world to the Gateway to the Cradle of Humankind! Here, strangers become friends and visits result in lasting memories. From near and far, people are coming to learn of the golden spectacles of The West Rand often returning many times for weekend visits.

West Rand is less than 45 minutes’ drive along excellent highways from Sandton, (N1), Pretoria (R28), and Johannesburg, as well as international and local airports.

With the Lanseria International Airport located close by, business potential has increased with many exports being undertaken with the streamlined efficiencies of the airport – unlike the OR Tambo airport, there is no backlog and customs here is relatively smooth.

Many emerging farmers are stationed in the area and there are developing

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Municipal Focus

opportunities in the SMME agricultural and related sectors and the region is in close proximity to the Johannesburg Fresh Produce Market.

A number of mining houses resides in the West Rand and this provides a lot of opportunities for forward and backward linkages and the establishment of downstream-gold activities such as refinery, jewellery manufacturing and purification of mine water. This is the area that has the deepest gold mine in the world with a depth of more than 3.9km below the surface.

The Cradle of Humankind World Heritage Site, Wonderfontein Caves, Magaliesberg Express, Magaliesberg Wilderness area and more than 50 golf courses all offer a tremendous developmental infrastructure and promising developmental phase to the emerging business sector for budding entrepreneurs.

Executive Mayor: Cllr Hullet Hild

The Cultural and Heritage tourism sector and weekend getaway target audiences are the primary focus into tourism in the region.

The Magaliesberg area is frequented by the business and leisure tourists who either need to pop in for a quick getaway or look for a venue close

to the hub of Sandton. The proximity of the region to Johannesburg attracts the Cultural tour segment, both from local and international tourists. The route to Sun City and the Pilanesberg traverses the district and this often leads to the introduction of passer’s by to returning to the region for lengthier stays.

One of the newer elements in tourism which has evolved in the last ten years is the Nature and Adventure Tourism segment. The district is ideally positioned to promote this particular segment to the Gauteng market and geographically is strategically positioned to maximize the potential of this particular sector.

The WRDM has undertaken studies on the potential of this segment and have become involved in promoting the small and micro enterprise projects focusing on this segment and in turn this translates to an increase in the regional contribution to the provincial economy.

The abundance of land for development availed by mining houses create a conducive environment for potential investors in our region. Our partnership with the private sector will assist in the creation of the much needed jobs and we therefore invite more investors in our region. Our financial challenges do not supersedes the economic opportunities prevailing in our region.

Our robust financial management that has resulted in Unqualified audit opinions over the years attest to our commitment for clean governance A number of economic initiatives that are on the pipeline such as Bokamoso ba rona, the West Rand Mega park, agriparks and the Special Economic Zone confirm our intentions to turn our economy around.

Many farms are scattered around the area where emerging and existing farmers have turned their farms into vacation resorts for weekend getaways. It is indeed an experience that no one would like to miss. Plans are afoot to host town to town race marathons as well as the Cradle of humankind Camino.

The district and its constituent municipalities is on a path to revitalize the economy after the negative impact caused by covid-19 and its historical dependency on mining.

Municipal Focus

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MUNICIPAL

NEWS WELCOME TO THE CITY OF MATLOSANA

CITY OF PEOPLE ON THE MOVE The City of Matlosana Municipality is situated approximately 164 km South West of Johannesburg, strategically located on the N12 Treasure Route, which is the North West Province’s primary tourism corridor.

The scenic N12 starts from Mpumalanga and is the gateway to the Western Cape Province. The route takes you from eMalahleni, to the vibrant Gauteng Province and the Sterkfontein Cradle of Humankind World Heritage Site, and continues to Potchefstroom, Klerksdorp, Kimberley, Beaufort West, up until George.

It is the Transformation of the N12 Treasure Route that has unlocked regional opportunities and resulted in massive activity and mobility along the Matlosana portion of the corridor. It has a multi-dimensional character that has created employment, enhanced commuter movement, enhanced investment opportunities, increased economic activity, etc.

WHY VISIT THE CITY OF MATLOSANA? Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities. The City has a wealth of attractions for visitors: • • • •

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Adventure tourism Wildlife tourism Medical tourism Wellness tourism

Municipal Focus

Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities.

MATLOSANA AS A MEDICAL HUB To us health care is of paramount importance as a healthy city is productive and constitutes prosperity.

We boast well-developed medical facilities, which enhances and promotes the competitive advantage of Matlosana as a major Medical Hub in the North West Province. Services include: general and private medical fascilities, casualty/trauma and dental services. Most clinics focus on primary health care services.

The city prides itself on having five private hospitals, two government hospitals, including the largest state hospital in the North West Province and 15 clinics including mobile clinics. It also boasts the only fully contained oncology unit in the North West Province, which offers a comprehensive service at four pathological laboratories and has the latest MRI scanner at the radiology unit.

PRIME LAND FOR DEVELOPMENT N12 Development Route was identified by the municipality as a flagship project for golden opportunities in the following sectors: housing, business, industrial, heritage, mining, tourism, sport as well as recreation.

AGRICULTURE Agriculture is one of the mainstays of Matlosana, which proudly boasts a region rich with agricultural potential.

The emphasis is focused on field crops, such as maize, wheat, sorghum, sunflowers, etc... (climatically suitable with a 70% probability of production success).

INFRASTRUCTURE DEVELOPMENT Aside from attracting investment, the N12 Treasure Route connects communities to the economic hub of Matlosana City. The improved road infrastructure changes the lives of the City’s citizens making it easier to access employment opportunities and other services.

SHOPPING EXPERIENCE Shoppers can also be spoiled for choice between Matlosana Mall, City Mall, Flamwood Walk Shopping Mall, Tower Mall and other leading shopping centres in Matlosana.

Agriculture is one of the mainstays of Matlosana, which proudly boasts a region rich with agricultural potential.

The emphasis is focused on field crops, such as maize, wheat, sorghum, sunflowers, etc...

NATIONAL FRESH PRODUCE MARKET The Market is the property of the City of Matlosana and was established in 1980 and it is ranked 8th out of 17 Fresh Markets in the country according to turnover.

With five Market agents, the market supplies customers as far as Botswana, Kimberly and Vryburg.

CONTACT DETAILS Address: Cnr Braamfisher & OR Tambo Streets, Klerksdorp Tel: 018 487 8000/ 018 487 8800 Email: communications@ klerksdorp.org CityofMatlosanaUpdates @MatlosanaCom Cityofmatlosanamunicipal

Municipal Focus

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MUNICIPAL

NEWS MOPANI DISTRICT MUNICIPALITY IN GOOD HANDS Cllr. Pule Shayi was elected as Executive Mayor of Mopani District Municipality on 26 Nov 2022 following the 01 November 2021 Local Government Elections. Shayi is the fifth elected District Mayor since the inception of democracy.

Cllr Pule Josiah Shayi was born on 30 June 1972 in Mashishimale Village where he grew up and attended school. After completing his Grade 12, he enrolled at Mapulaneng College of Education, where he acquired a Senior Primary Teaching Diploma.

He furthered his studies and obtained a Bachelor of Arts Degree, Honours in Media Studies from the University of South Africa (UNISA), and a Certificate in Local Government Law and Municipal Administration from the University of Pretoria. He recently graduated from Wits Business School and is currently enrolled with UNISA for an LLB. He cut his political teeth at Mapulaneng College of Education and was an active member of the South African Student Congress (SASCO). He was elected as the SASCO Political and Education Officer of the college in 1994. After completing his Teaching Diploma, he became an active member of the African National Congress (ANC) and its Youth League (ANCYL) at Mphiko Malatji respectively.

His youth activism includes serving as the District Deputy Secretary for the South African Youth Council (SAYC), ANCYL Ba-Phalaborwa Sub-Regional Secretary from 2001-2003. He was later elected to serve as the ANCYL BaPhalaborwa Sub-Regional Chairperson

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Executive Mayor: Cllr. Pule Shayi

in 2004-2007. In 2005, he was elected as ANCYL Mopani’s Regional Secretary.

He also served in numerous trade unions and alliances such as South African National Civic Organisation (SANCO), South African Democratic Teacher’s Union (SADTU), South African Municipal Workers Union (SAMWU) and South African Communist Party (SACP).

He diligently served in the ANC where he is currently a member of the REC and RWC. He has vast experience in the Local Government sphere and Public Service acquired from several institutions including the Department of Basic Education, Mopani District Municipality, and Office of the Minister for Public Service and Administration, Municipal Infrastructure Support Agency and the Department of Cooperative Governance and Traditional Affairs.

In 2015, he visited Beijing in China on a Political Development Programme at Party School with the Communist

Party of China. He served as the Mayor of Ba-Phalaborwa Municipality from the 16th of August 2016 until 07th June 2019. He is currently serving as the Deputy Secretary of SACP Lawrence Phokanoka District. He is the current ANC Norman Mashabane Regional Chairperson. Cllr Shayi also served as the Provincial Chairperson of SALGA. As the current Executive Mayor of Mopani District Municipality, Cllr Pule Shayi has hit the ground running, pledging to transform the district economy to serve its people, advance social transformation, to step up the fight against corruption, build safer communities, and safeguard the integrity of the Municipality through provision of ethical leadership.

In his inaugural speech he stated that: “Our vision as District should be engrained in programmes that reflect a departure from a culture inconsistent with Batho Pele”.

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