Municipal Focus Volume 68

South South African African Municipal Municipal Magazine Magazine

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

Volume Volume 68 58

Leaders in Local Government Business Intelligence &

DHET

MINISTER BLADE NZIMANDE COMMITS BARLOWORLD R3.8 BILLION TO Building Communities SUPPORT 'THE MISSING MIDDLE'

SA CITIES NETWORK Highlights SACN’S 2021 PRESIDENCY Launches R1bn Report State of Cities housing project in Northern Cape INVESTMENTS YOUTH MONTH

SIMO DWS MKHIZE Municipalities

CHIEF awarded Blue and Green Drop COMMERCIAL Certification

OFFICER CELL C

‘Partnerships: KeyMakes toSANRAL Serving SA massive and Her Role’ economic injection into Construction Industry

SERVICE DELIVERY TECHNOLOGY

MUNICIPAL MUNICIPAL NEWS NEWS

Transforming Spaces, People and the Economy The Gautrain is not just a transport project, it is an economic development project focusing on reaching objectives of stimulating economic growth and job creation, promoting investment and new development.

LETTER FROM THE PUBLISHER TALETSO TVET COLLEGE

DHET Minister, Blade Nzimande

Nardine Nelson Publisher & CEO Kweda Media & Communications

PUBLISHER'S NOTE

And we got just that on the 18th January from the Department of Basic Education (DBE) with the announcement of the much-awaited matric results. President Cyril Ramaphosa said the unprecedented success recorded by the Matric Class of 2023, "evidences the determination and ambition of learners and of a nation that values its youth."

As SA celebrates the 30th Anniversary of Democracy, our special Front Cover Feature unpacks a story that brings much-needed relief to the ‘missing middle’, the category of students whose households have a total income of 350K, but not more than 600K per annum. In time for the beginning of the student academic year, DHET Minister Blade Nzimande made a R3.8bn loan amount available that will fund approximately half, or 35 000 students, from this missing middle bracket.

Extending his personal congratulations and that of Government to the Class of 2023, he thanked the extended support system of educators, parents, school governing bodies and health care providers who carried this cohort of learners through the COVID-19 pandemic when they were in earlier grades, to the well-deserved 82.9% overall pass rate.

Municipal Focus also took the opportunity to speak with the Acting CEO of the Colliery Taining College (CTC), Ms. Khulile Shoba, a charismatic and energized woman leader of note that has set her sights firmly on the College’s goal of increasing the pool of competent and qualified engineering and mining graduates.

After a year of many ups and downs, South Africans needed some really good news to celebrate, and bring in 2024.

President Ramaphosa also recently proudly launched a R1bn mega-housing project in the Northern Cape province, the biggest in the province to date, and we took the opportunity to look at the targeted groups, and the reasoning and motivation behind this massive project with a completion date set for the next 12-18 months.

Putting this edition together story by story brought a feeling of hope to the team, and we were encouraged as we unpacked both government and corporate projects, programmes and initiatives that are geared towards ensuring that government fulfils its commitment to the people of South Africa.

As we steer toward the 2024 National and Provincial Elections, we should reflect on the living legacy that Nelson Mandela bequeathed us – the rule of law, freedom of speech, free and fair elections, gender equality and equality for all. …and readying ourselves for the new year, let the life of Nelson Mandela remain a testament to us of the power of determination and of the human spirit.

Enjoy the read and keep safe!

DWS awards best performing municipalities on their Blue and Green Drop Certifications.

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FOCUS

Leaders in Local Government Business Intelligence &

WWA AT TE ERR

MM UN U NI CI CI PI PAAL LI ITTI IEESS

E LE LE ECCTTI IOONN SS

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COVER FEATURE COVER FEATURE 1008 MINISTER BLADE NZIMANDE CELL C: PARTNERSHIPS ANNOUNCES R3,8BN FUNDING FOR THE KEYMIDDLE’ TO SERVING ‘MISSING STUDENTS SOUTH AFRICA AND HER PEOPLE

FEATURES FEATURES

16 The Colliery Training College 14 Electoral Commission: SA'S Youth Vote Matters 24 The South African Radio Astronomy Observatory (SARAO)

18 SA Cities Network 29 CSOS Connect - Pioneering a digital in customer satisfaction Ozone Information 22 revolution Technology Distribution 36 NRCS - “Highlights from the 12th Annual Control Officer’s Convention” 28 Building Barloworld Mbewu 4034 600SA - Key to driving efficiency in Kwikspace the highly specialised world of waste management

36 Plastics SA: Honours Water Warriors 44 Department of Water and Sanitation (DWS) Awards best performing municipalities on their Blue and Green a Drop Certifications

52 North West Province - Takes centre stage in economic development

16 18

10 08

24 22

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WAT E R

M U N I C I PA L I T I E S

ELECTIONS

INFRASTRUCTURE

LOCAL GOVERNMENT

56 SANRAL - Sets its sights on a massive R28 billion economic injection into the construction industry

60 NASHUA KOPANO - Six steps to protect your business from power outages in 2024

64 President Ramaphosa launches a R1 billion human settlements project in the Northern Cape

66 The COEGA Development Corporation (COEGA) sets the bar high

MUNICIPAL NEWS 72 JOE GQABI ECONOMIC DEVELOPMENT AGENCY (JOGEDA)

75 CITY OF JOBURG 76 CITY OF UMHLATHUZE 78 OVERSTRAND LOCAL MUNICIPALITY

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South SouthAfrican AfricanMunicipal MunicipalMagazine Magazine South Municipal Magazine Magazine South African Municipal

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Volume Volume57 58 Volume Volume 68 58

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Volume Volume57 58

Leaders LeadersininLocal LocalGovernment GovernmentBusiness BusinessIntelligence Intelligence&& Leaders in Local Government Business Intelligence &

Leaders LeadersininLocal LocalGovernment GovernmentBusiness BusinessIntelligence Intelligence&&

Leaders in Local Government Business Intelligence & Insights

DHET

Volume 58

MINISTER BLADE NZIMANDE COMMITS STATE OF THE BARLOWORLD R3.8 BILLION TO PROVINCE Building Building Communities SUPPORT 'THE STATE OF THE ADDRESS BARLOWORLD MISSING MIDDLE' Limpopo Building SAPROVINCE CITIESCommunities NETWORK ADDRESS North West Highlights Highlights SACN’S 2021 PRESIDENCY Limpopo Western Cape Launches R1bn NETWORK SAofCITIES State Cities State Report housing project in North WestSACN’S Highlights 2021 Northern Cape Western Cape Report State of Cities INVESTMENTS WATER MONTH YOUTH MONTH YOUTH MONTH WATER YOUTHMONTH MONTH

SITHOLE SIMO SIMO MBANGA SITHOLE DWS MKHIZE MKHIZE SA CITIES NETWORK SIMO Municipalities MBANGA CHIEF Preparing Cities CHIEF awardedThe Blue and MKHIZE Green Drop SA For CITIES NETWORK a Better Future COMMERCIAL COMMERCIAL Certification

SERVICE DELIVERY TECHNOLOGY TECHNOLOGY TECHNOLOGY

CHIEF Preparing Cities OFFICERThe CELL OFFICER CELL CC For ‘Partnerships: a‘Partnerships: Better Future COMMERCIAL OR TAMBO SCHOOL SANRAL OFFICER CELL OF LEADERSHIP Key to Serving SAC Key to Serving SA Makes SCHOOL massive OReconomic TAMBO ‘Partnerships: and Her Role’ Building Agents and Her Role’ injection into Construction OF KeyLEADERSHIP toofServing ChangeSA andIndustry Her Role’ Building Agents MUNICIPAL NEWS of Change MUNICIPAL NEWS MUNICIPAL NEWS MUNICIPAL NEWS

TECHNOLOGY TECHNOLOGY

MUNICIPAL MUNICIPALNEWS NEWS

PUBLISHING EDITOR PUBLISHING EDITOR Nardine Nelson Nardine Nelson nardine@kwedamedia.co.za nardine@kwedamedia.co.za nardine@kwedamedia.co.za nardine@kwedamedia.co.za +27 82 +27 82 739 739 3932 3932 +27 82 +27 82 739 739 3932 3932

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EDITORIAL EDITORIAL CONTRIBUTORS CONTRIBUTORS EDITORIAL CONTRIBUTORS Contributors Contributors Contributors Happy Nkhoma Happy Nkhoma Nkhoma Happy Isaac Mahlangu Isaac Mahlangu Madala Thepa Isaac Mahlangu Madala Thepa Nwabisa Pondoyi Matodzi MadalaMakananisa Thepa Nwabisa Pondoyi Madala Thepa Khulu Phasiwe Madala Thepa MAGAZINE DESIGN & LAYOUT MAGAZINE DESIGN & LAYOUT MAGAZINE DESIGN & LAYOUT LAYOUT Digital Pixels Studio& MAGAZINE DESIGN Digital Pixels Studio& LAYOUT MAGAZINE DESIGN KCDA Design Agency Paul Sampson Digital Pixels Studio Paul Sampson Digital Pixels Studio Jaco Kotze paul@digital-pixels.co.za Paul Sampson paul@digital-pixels.co.za Paul Sampson jk@kcda.co.za paul@digital-pixels.co.za paul@digital-pixels.co.za Advertising Advertising Advertising Mphumzi Njovana Advertising Mphumzi Njovana Advertising Zelda McKop mphumzi@kwedamedia.co.za Mphumzi Njovana mphumzi@kwedamedia.co.za Mphumzi Njovana zelda@kwedamedia.co.za Nazly mphumzi@kwedamedia.co.za NazlyLeite Leite mphumzi@kwedamedia.co.za Bongani Matwa nazly@kwedamedia.co.za Nazly Leite bongani@kwedamedia.co.za nazly@kwedamedia.co.za Nazly Leite nazly@kwedamedia.co.za Nazly Leite nazly@kwedamedia.co.za nazly@kwedamedia.co.za Production Production production@kwedamedia.co.za Production production@kwedamedia.co.za Production Production Rayhaan RayhaanSuleiman Suleiman production@kwedamedia.co.za Administration production@kwedamedia.co.za Administration production@kwedamedia.co.za Tameryn TamerynMoses Moses Administration/Finance Administration tameryn@kwedamedia.co.za Administration tameryn@kwedamedia.co.za Amelia Groenemeyer admin@kwedamedia.co.za admin@kwedamedia.co.za amelia@kwedamedia.co.za

ON ON ON THE THE THE COVER COVER COVER

SIMO MKHIZE SITHOLE MBANGA

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DHET

MINISTER NZIMANDE ANNOUNCES

R3,8BN FUNDING FOR ‘MISSING MIDDLE’ STUDENTS On the cusp of the 2024 National and Provincial Elections, and as we celebrate 30 Years of Democracy, Department of Higher Education and Training (DHET) Minister, Prof Blade Nzimande, announced that government would make R3,8bn available to fund the ‘missing middle’.

T

he announcement stems from a commitment made by the Minister on the 24th May 2023, when he presented the Department of Higher Education and Training’s budget vote and indicated that the Department was working towards the finalisation of a new Comprehensive Student Funding Model, based on the consideration of the recommendations of the Ministerial Task Team on the Comprehensive Student Funding Model, chaired by Prof Mtose, ViceChancellor of the University of Zululand.

The plan was that through the Comprehensive Student Funding Model, DHET would introduce measures to support all the categories of students including those who are currently not supported by the National Financial Aid Scheme (NSFAS) bursary and funding policy. This category of students is those who come from families who have a total income of more than R350 000, but not more than R600 000 per annum.

On 14th January 2024 the Minister declared: “Today I am pleased to stand before you to indicate that we are now ready to implement the first phase of the Comprehensive Student Funding Model, which will ensure that the missing middle students will now be able to access financial support from government in a form of a loan to pursue their studies.” In effect the R3,8bn will fund approximately half of the 68 446 students from the missing middle category.

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DHET “Today I am pleased to announce yet another important milestone in the commitments of the ANC led government to advance a better life for all as we celebrate thirty (30) years of freedom,” said Minister Nzimande.

This loan scheme will be administered

by NSFAS which has the legal mandate to offer student loans as per Section 4 of NSFAS Act 1999. In order to implement the loan scheme, NSFAS will evoke Section 19 of the NSFAS Act. NSFAS represents one of the most progressive and successful efforts by the government to systematically break the legacies of inter-generational social inequality in access post-school education and training.

2 918 624 students have benefitted from the disbursement of the R123 Billion between 2019 and 2022 by NSFAS. As an administrator, NSFAS will deliver on front-end services, that is userinterface, and where appropriate will partner with public or private financial institutions as well as universities with experience in running student loan schemes, to provide back-end support and other services.

NSFAS will also use existing capacities

in the universities to work and oversee the steady growth of capacity in the loan unit to service the scheme and grow the social impact bond (SIB) in the short to long term.

When speaking of the implementation of the first phase of the Comprehensive Student Funding Model, the Minister reminded all South Africans that South Africa’s Post School Education and Training (PSET ) sector is one of the biggest in Africa with highly developed institutions that feature in the global arena of international education, training, research, technology development and innovation, and also has the single largest research infrastructure and systems on the African continent.

When the Sixth Administration took over in 2019, spending on education as a proportion of overall government expenditure was 22.7% in 2019/20 and 7.2% of Gross Domestic Product (GDP), far exceeding the benchmarks set by UNESCO, which recommends allocating 15-20% of public spending to education and 4-6% of GDP to education. Minister Nzimande indicated that as we draw closer to the end of the 6th Administration, this

trajectory is massively continuing.

In 2021/22 South Africa’s spending on education as a proportion of overall government expenditure was 22.6% and Gross Domestic Product (GDP) at 6.4% which continues to exceed the UNESCO benchmarks.

The Minister stated that “This illustrates that the ANC-led government continues to spend a large share of its national budget on education (both at the basic education and post education and training).”

Ministerial Task Team on Student Funding The Ministerial Task Team (MTT ) reviewed a number of solutions to missing middle funding, outlining a number of loan and bursary options already available within the student funding landscape, and a range of proposed emerging funding solutions were explored for the short and medium term.

The work of the MTT was carried out in two phases: the first phase was to support immediate recommendations for the 2024 budget process, and the second phase was to make medium to long-term recommendations for the future funding.

The MTT submitted an initial report to Minister Nzimande in July 2021, which was also presented to Cabinet. The final report was presented to Cabinet on 22 June 2022.

The MTT concluded that it is possible for Government to develop a comprehensive and universal financial aid solution that is affordable and sustainable in the long-term.

This comprehensive and universal financial aid solution will resolve the ongoing challenges that affect postschool institutions on an annual basis.

The report further noted that the new

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This Ministerial Task Team (MTT) Report advocates for a more closer collaboration between government and the private sector to ensure the massification of funding options to students. model should not be developed at the expense of funding necessary for institutions to remain sustainable, grow and to develop and support quality higher education that contributes to economic development and skills revolution.

Africa Democratic Teachers Union (SADTU), Department of Cooperative Governance and Traditional Affairs (COGTA), University Chancellors Forum, and the South Africa Human Rights Commission (SAHRC).

The MTT Report produced eighteen (18) recommendations and explored three high level policy models, supported by financial models, to guide the decision-making on its final recommendations.

The Department is now also working closely with the Department of Monitoring and Evaluation.

The Department furthermore conducted an international benchmark study of student financial aid schemes in different parts of the world.

Following Cabinet’s directive, the Department, consulted stakeholders, including student and labour organizations, Universities South Africa (USAf ), Banking Association of South Africa (BASA), BBBEE Commission, Public Investment Corporation (PIC) and National Treasury (NT ).

Growth in South Africa student funding Our historical review of the South Africa policy developments in student funding has shown that State resources to support student funding in the post school education and training sector have grown exponentially since the establishment of NSFAS.

Consultations also took place with the Department of Trade Industry and Competition (DTIC), Business Unity South Africa (BUSA), National Economic Development and Labour Council (Nedlac), Ikusasa Student Financial Aid Programme (ISFAP), Public Protector, Congress of the South African Trade Unions (COSATU), South

The work on other bursary and scholarship funding in the university sector shows that 161 292 students in the public university system received bursaries from sources other than NSFAS. These funding sources includes funding from the private sector, other government funding, and funding provided by institutions themselves.

The desktop report on funding available for university study from the website: SA Bursaries in 2021, highlighted that there were 3 304 student funding pockets in the form of loans, scholarships, and bursaries. This report advocates for a more closer collaboration between government and the private sector to ensure the massification of funding options to students.

The Minister said that as the Department gradually implemented the Comprehensive Funding Model, they would continue to work with all funding stakeholders to ensure that DHET consolidates these multiple bursary schemes to ensure that it has a consolidated and efficient loan and bursary system in South Africa.

Household income threshold for funding the missing middle student category The Minister reiterated that government is currently providing funding through NSFAS for the children of the working class and the poor who wants to access post school and training in South Africa.

He stated that the 2017 National Income Dynamic Study (NIDS) data estimates that 85.6% of all households fall >

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DHET in the low-income category, earning less than R350 000 per year and 11% of households fall into the missing middle category.

This tentatively means that currently our ANC-led government funds 85.6% of students who are from poor workingclass families. Government will now be expanding its funding through the loan scheme to the 11% of the missing middle students.

Plan for the missing middle Following consultations with the National Treasury on the viability of launching the loan scheme, the plans have been divided into two phases as follows: Phase 1 (2024-2025): Government has committed the initial capitalisation fund totalling R3.8 billion to support the loan scheme. This amount comprises of R1.5 billion from the National Skills Fund (NSF), and R2.3 billion from Sector Education and Training Authorities (SETAs). This amount will fund 47% of the missing middle students, that is, 31 884 of the estimated 68 446 missing middle.

Government has also committed funds to revive NSFAS ICT systems, including the loan system.

On the implementation of the scheme, the Department has thus far consulted with the National Treasury, University Vice Chancellors and Student Leaders.

Further workshops will be held with the Registrars and Student financial officers once NSFAS has obtained Board approval for the funding guidelines.

Implementing Phase 2 of the funding model: In implementing Phase 2 of the funding model (Long term 2025-2034), the Department will ensure that the seed funding contribution by government is increased to R31.6 billion to R42.1 billion over ten years. This is approximately R3.1 billion to R4.2 billion annually.

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Together with the National Treasury, DHET has committed to continue to engage with relevant institutions, including public and private financial institutions to expand the scheme.

In order to qualify for the loan, students should meet the following criteria: •

• • •

• •

Students whose annual household income is between R350 000-R600 000; TVET and University (public) students; Undergraduate or postgraduate students; 70% Science, technology, engineering and mathematics (STEM) programmes (which may be adjusted to include commercial programmes that are in demand in the labour market or entrepreneurial programmes); 30% Humanities programmes; and Students willing to sign a loan agreement.

on average and within prescribed time will get 50% reduction on loan on request.

Leave of absence of the NSFAS Board Chairperson The Minister had a briefing session with Prof Van Staden, the former Vice Chancellor of the Tshwane University of Technology (TUT ) and now Acting Chairperson of NSFAS emphasising the importance of NSFAS to prioritise readiness for the beginning of the of the 2024 academic year.

Minister Nzimande appointed Prof Staden to the position in light of the Chairperson of NSFAS (Ernest Khosa) having taken leave of absence.

The Minister has also stipulated that NSFAS prioritise the employment of a new CEO and fully implement the Werksmans report that was commissioned by NSFAS.

Conclusion Conditionalities: •

•

•

Students can apply for the loan in Year 1, 2, 3 etc. in order to continue to be funded through the loan. Student are expected to get 60% pass rate (average); Students will be supported for tuition, learning material and accommodation; Students who obtain 70% or above

Minister Nzimande took the opportunity at the end of the event to thank President Cyril Ramaphosa and the entire Cabinet for ensuring that government protects the right for access to education by approving the implementation of this phase of the Comprehensive Student Funding Model, and to encourage students who qualify to apply for this ‘missing middle’ loan scheme. 

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For more information visit harmony.co.za

CTC

THE COLLIERY TRAINING COLLEGE 16

Municipal Focus

T

he Colliery Training College in Emalahleni, Mpumalanga has been in existence since 1965. It has sailed through a number of changing epochs and has today transformed into an integrated training and development institution preparing its graduates for the 4th Industrial Revolution. Playing a pivotal role in shaping the success of the college is acting CEO Ms Khulile Shoba.

Municipal Focus (MF) caught up with her as the new year starts.

MF: Can you tell us about your background, education, and past work experience, and how that lead to your current position as Acting CEO of the College?

I started my career as HR Practitioner in Manufacturing, Mining and Education sectors. Culminating in my current role as Acting CEO at Colliery Training College. I hold a Post Graduate Diploma in Human Resources Management

and have gained over 16 years of work experience.

My human resources background endowed me with a combination of strategic thinking and strong leadership abilities, coupled with effective communication skills. These abilities have laid a solid foundation that allows me to handle the role of the acting Chief Executive Officer effectively and to be able to execute the strategic objectives of CTC. My people management skills I value the most as they have enabled me to motivate the teams I have had the honour of leading to achieve the exceptional results.

MF: How long have you worked for CTC? I started in CTC in May 2016, making it over 7 years.

MF: With your wealth of experience in the education and mining sectors, what are the highlights of that experience?

I have had the pleasure of working for Mining and Manufacturing companies at the height of their prime and be present at the same companies at the time of extreme distress. I have had opportunities to reflect on why companies that are very good at certain points in time eventually go into decline.

Part of the challenge facing these companies was ensuring that organisational skills and competencies remain relevant, given the ever changing environmental, technological, industrial and regulatory contexts.

This was what evolved my current passions in the skills development field - how could we contribute to this national challenge of ensuring that we develop effective partnerships across all stakeholders to ensure that society always has the requisite skillsets to deal with its challenges?

Acting CEO Ms Khulile Shoba

The country needs to continue to develop Strong Industry Connections and Partnerships, and these partnerships need to turn diligent students into competent and skilled professionals. >

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CTC

MF: What in your view is the strategic role or key role of CTC in the mining training sector, and the training sector in the province and/country?

Here's a breakdown of CTC strategic contributions to that vision: •

The Colliery Training College (Pty) Ltd. was founded in 1965. Initially, CTC was established to cater only for the mining sector but has since diversified. Engineering artisan skills training is now available for all Industry sectors. The demand for engineering artisans in both the Public and Private sectors in South Africa is growing rapidly.

• CTC is accredited by the Quality Council for Trades and Occupations (QCTO) and has developed strong working relationships with various SETAs to advance the national skills development agenda. CTC is committed to responding to the National Skills Plan – Vision 2030.

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Municipal Focus

Skills shortages: The operations that require a specialized workforce with technical expertise, safety awareness, and operational knowledge. CTC has a demonstrated capability to provide training programs to roles like miners, engineering artisans, technicians, geologists, engineers, and maintenance personnel, aligning with industry needs and filling crucial gaps.

Boosting Productivity and Efficiency: A skilled workforce leads to improved operational efficiency, increased productivity, and enhanced safety standards within mines. This translates to cost savings, increased profitability, and better resource utilization for mining companies.

•

Promoting Technological Adoption: The industry is increasingly embracing automation and advanced technologies. CTC equips workers with the necessary skills to operate and maintain new technologies, ensuring smooth integration and maximizing their benefits.

•

Social Development and Poverty Reduction: CTC provides skills that result in employment opportunities, particularly for local communities, contribute to poverty reduction, improved social well-being and reducing reliance on foreign skilled labour. This fosters inclusive development and strengthens local communities.

•

For the Country’s Economic Growth and Diversification:

CTC provides the industry with a skilled workforce that allows them to contribute to our country's GDP. CTC plays a crucial role in this by ensuring the sector's long-term sustainability and competitiveness, potentially contributing to economic diversification, and attracting further investments.

•

•

Knowledge Transfer and Innovation: CTC acts as a hub for knowledge exchange and innovation within the mining sector.

CTC facilitates collaboration: between industry, institutions of higher learning, research institutions, and Original Equipment Manufacturers (OEMs) and Original Technology Manufacturer (OTMs) so that we can train students on the latest technologies emerging in the industry.

MF: Is coal mining the only industry the College supports?

CTC’s current five-year strategy is that it will transition into three campuses; a Skills Development Campus, a Technology Development Campus and an Enterprise Development Campus.

By having Electricity Generators and Back up water storage systems.

The Enterprise Development Campus will cater for all entrepreneurship skills and provide the engineering artisans with the potential to go into existing employment or develop their own SMEs.

•

CTC Engineering students achieved 75% pass rate for the trade test first attempt.

•

CTC underground training section leads within all safety stats such as 21 years LTI free.

This in an environment where 90% of all work is done with Labour (Learners) with little to no skill or experience.

•

A significant number of CTC alumni have developed to become captains of their industry e.g. General Managers, Mining Managers and Engineering mangers etc.

MF: Coal mining and mining in general has been a maledominated industry, what, if anything is the college doing to introduce more women to the sector?

CTC has made a lot of progress in terms of gender inclusivity. As we speak 35% of CTC graduates are women, in that respect we are leading in the industry by providing a pool of competent and qualified female engineering artisans and miners. i.

Notably CTC is very proud of its coal mining industry heritage but we have since expanded our engineering artisan training offering to the broader Mining, Manufacturing, Energy, Agriculture, Oil and Gas and Automobile sectors.

MF: According to research, skills development is the best way to bridge unemployment. What is the role of CTC in preparing students for the labor market and entrepreneurship?

Engineering artisan training comprises three (3) components: 1. Knowledge; 2. Practical; 3. Workplace Experiential Learning.

That learning takes place in two forms, 70% in the workplace and 30% at the training center. This combination of leaning ensures that when the leaners qualify, they have workplace knowledge and are already prepared for the labour market.

ii.

We adopted policies and procedures that promote gender equality, such as equal pay for equal work and zero tolerance for harassment and discrimination.

We have Invested in training and developing women facilitators.

Thus we have created role models for the female students.

This has helped to increase the number of women with the skills and knowledge necessary to enter the mining industry.

MF: What (if anything) are the challenges that the college is facing in our present environment and how do you and your team plan navigate your way around them?

The college is facing load-shedding challenges that are impacting larger parts of the county, causing disruptions to both water and electricity supply, however we have been able to mitigate the negative impact to our leaners by having contingency plans in place.

MF: What are some of the recent student achievements that the college has witnessed?

MF: The principle of accountability and clean governance is clear in your leadership style, how has this impacted the college’s achievements?

Thank you for recognizing the importance of accountability and clean governance in my leadership style. I believe these principles are crucial for driving success in any organization, and I'm glad you see them reflected in our work at the college.

Here are some specific ways how CTC commitment to accountability and clean governance has impacted the college's achievements: 1. Transparency and Open Communication: Regularly sharing key performance indicators and progress reports across the organisation. This ensures all stakeholders, from training officers and staff to students, are informed about the college's goals, progress, and challenges. >

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CTC Open communication channels: We regularly engage with training Officers, staff, and students through forums, and one-on-one meetings to gather feedback and address concerns. This promotes a culture of trust and encourages participation in decision-making.

Commitment to ethical conduct: CTC Board and Leadership collective has established clear policies and procedures for ethical conduct and conflict of interest, and we lead by example in holding each other accountable to these standards.

This fosters a culture of integrity and accountability throughout the college.

2. Data-Driven Decision Making: Utilizing data and analytics to inform strategic decisions: By basing our decisions on evidence rather than personal opinions or anecdotes, we ensure that our resources are allocated effectively and that our programs are delivering the desired outcomes.

Tracking progress and measuring impact: We regularly monitor key metrics to assess the effectiveness of our programs and initiatives. This allows us to adjust and make course corrections as needed, ensuring that we are continuously improving.

Openness to feedback and evaluation: We actively seek feedback from stakeholders on our decision-making processes and the effectiveness of our programs. This allows us to identify areas for improvement and ensure that we are accountable to our stakeholders.

Regular performance evaluations: We have a fair and transparent performance evaluation system that provides everyone with an opportunity to receive feedback and improve their performance.

Rewarding success and addressing underperformance: We recognize and reward individuals and departments that consistently exceed expectations. We also provide support and guidance to those who are struggling to meet their goals.

I believe that these practices have contributed to several of the CTC's achievements, including: •

Strong academic performance: Our students consistently score well and achieve higher pass rates than our expectations.

•

Increased enrolment and retention: We have seen a steady increase in the number of students who choose to attend our college, and we are able to retain a high percentage of them throughout their studies.

3. Accountability and Performance Management: Setting clear goals and expectations: We work with training officers, staff, and department heads to establish clear and measurable goals for each department and individual. This ensures that everyone is accountable for their work and that we are all working towards achieving the same objectives.

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•

Improved financial stability: We have implemented sound financial management practices that have resulted in a

balanced budget and increased investment in training mock ups and student accommodation services.

•

Positive reputation: CTC is recognized as a leader in our field, and we attract experienced Training Officers from across various industries and students from the SADC region.

Ultimately, I believe that a commitment to accountability and clean governance is not just the right thing to do, but it is also essential for achieving success in any organization. By establishing a culture of trust, transparency, and data-driven decision-making, we can ensure that everyone is working towards the same goals and that we are achieving the best possible outcomes for our students, Employees, Partners, Stakeholders across the wider society.

MF: What makes the college different from other colleges?

CTC operates a basic underground training centre. It was designed and structured to support and regulate the basic training and requirements for an Underground Coal Miner. This is for them to safely

and profitably mine coal within the South African coal fields, regardless of seam or conditions.

The underground training centre has been operational on Greenside Colliery for a greater part of 50 years and has been cemented into its culture and growth over these years.

The underground Section, and cultures we live by, have become the base line and routes in which ALL Miners, Shift overseers, Mine Overseers, Mine Managers and most General managers mine and manage today.

CTC is the only training college that provides this training in the Country.

grounded. My contribution to CTC’s vision, I hope, will be my legacy to them.

MF: Where would you like to see the college in the next 10 years?

•

CTC will be a paperless digital campus, with a hybrid teaching model where students can enrol and start training anywhere and only come to the campus to do practical training on both the digital and physical mock ups.

•

CTC would have established a technology centre and the enterprise centre.

•

The Technology Centre will be for research and development where we develop our own technology instead of being only consumers of technology.

MF: Does the college cater for students with disabilities?

We do cater for students with disabilities, we also collaborate with employers to make sure that the students will be accommodated in the workplace for their on-the job training.

MF: In the current climate, how do you keep yourself grounded and focused on the college’s vision?

My family, especially my kids keep me

•

The Enterprise Development Centre will have empowered new entrepreneurship skills and supported engineering artisans to develop their own SMEs.

MF: As we celebrate the 30th Anniversary of our country’s Democracy, can you give us any message that you would like to

convey to the readers that brings encouragement to the Mining Sector and South Africa as a whole.

South Africa is a resilient country.

We have been able to overcome institutional racism and been able to build a diverse multi-cultural democracy. Whilst our social challenges remain, it is my personal belief that a resilient people empowered with appropriate skills and competencies will eventually triumph. I believe that each generation creates its own future while standing on the foundation of the legacy of those who came before them.

MF: Finally, can you tell us a little about Khulile Shoba, your family, hobbies, likes and dislikes, and who has had a major influence in both your personal and professional life.

Khulile Shoba is an independent, determined, and positive thinker.

My passion is to give hope to young adults across the African continent.

I enjoy spending time sharing a great meal with family and friends.

I have recently taken up golf which I am thoroughly enjoying, and I also enjoy travelling, especially across the continent.

My late mother remains my role model and continues to shape my beliefs, both personal and professional, and my kids are my inspiration. 

CONTACT DETAILS Website: www.ctctraining.org Email: info@ctctraining.co.za Tell: 013 692 3121 Physical Address: Cnr. Stevenson & O.R. Tambo Streets Klipfontein Emalahleni ( Witbank) Mpumalanga 1039

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Vezinhlanhla is a 100% black-owned mining contractor which combines top-notch experience with the versatility and innovation required by the mining industry to be sustainable in the long term. Established by Prince Vusi in 2017 to focus exclusively on the mining industry, Vezinhlanhla is an empowered turnkey contractor with capabilities across the underground and opencast contract mining value chain.

Our commitment

Vezinhlanhla believes the empowerment of women, youth and disabled persons should be achieved in all aspects of work, and that bringing more women on board only strengthens the company’s capacity. It aims to employ more youth to pass on the skills to the next generation as the company grows.

Bursary schemes will also be introduced for students to further their studies.

Vezinhlanhla has developed a culture where there is no discrimination against disabled persons; hence, it will seek to find, train and employ disabled persons who show potential and enthusiasm.

Our community development plan

Vezinhlanhla’s objective is to train its staff and empower them to take on new challenges. Community undergraduates studying at university and colleges, especially in the fields of engineering, safety or mining, will be given the opportunity to further their studies in the field at Vezinhlanhla.

CONTACT DETAILS: +27(0) 087 550 2087, info@vezinhlanhla.co.za, www.vezinhlanhla.co.za Facebook - Vezinhlanhla mining | LinkedIn - Vezinhlanhla mining

SARAO

The MeerKAT radio telescope is currently an array of 64 dishes. It is a precursor to the Square Kilometre Array (SKA) and will be integrated into the mid-frequency

THE SOUTH AFRICAN RADIO ASTRONOMY OBSERVATORY (SARAO)

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S

outh Africa’s sparsely populated Karoo provides the perfect radio quiet backdrop for the groundbreaking MeerKAT and SKA-Mid telescopes. The MeerKAT telescope is operated remotely from Cape Town to reduce the number of people working at the telescope site and to minimise any potential radio interference.

In pursuit of establishing South Africa as an international hub for astronomy, radio astronomy investments in South Africa are complemented with investment in optical astronomy (the flagship instrument being the Southern African Large Telescope, SALT ) and gamma ray astronomy (using the Namibian-based High Energy Stereoscopic System, H.E.S.S.).

To this end, SARAO’s vision is as a technical and scientific solutions provider to astronomy.

The beginnings of radio astronomy in South Africa

The South African Radio Astronomy Observatory (SARAO) is a national facility of the National Research Foundation (NRF) and responsible for implementing South Africa’s strategic investment in radio astronomy, including leading South Africa’s involvement in the international Square Kilometre Array (SKA) project on behalf of the Department of Science and Innovation (DSI). Its tasks include the development and operations of the state-of-the-art MeerKAT radio telescope in the Karoo and the geodesy and VLBI activities at the Hartebeesthoek Radio Astronomy Observatory (HartRAO).

SARAO also implements the Africa Programme, which includes coordination of the African VLBI Network (AVN) for the eight SKA partner countries in Africa (Botswana, Ghana, Kenya, Madagascar,

Mauritius, Mozambique, Namibia, and Zambia), as well as South Africa’s contribution to the infrastructure and engineering planning and construction for the SKA radio telescope.

To maximise the return on South Africa’s investment in radio astronomy, SARAO manages programmes to create capacity in radio astronomy science and engineering research, and the technical capacity required to support site operations.

SARAO headquarters are located in Cape Town, not far from the South African Astronomical Observatory (SAAO). The observing site, which is now part of the Meerkat National Park, is approximately 650 km north-east of Cape Town in the semi-arid region of the Karoo.

The Hartebeesthoek Radio Astronomy Observatory (HartRAO) was South Africa’s first radio astronomy observatory. It is located in a valley in the Magaliesberg hills, 50 km northwest of Johannesburg in the province of Gauteng. It began as Deep Space Station 51 and was built in 1961 by the National Aeronautics and Space Administration (NASA) of the United States of America. An 85-foot (26-m) diameter antenna was used to get data from, and send commands to, many unmanned US space probes going beyond Earth orbit. These included the Ranger, Surveyor and Lunar Orbiter spacecrafts, which landed on the Moon or mapped it from orbit, the Mariner missions, which explored the planets Venus and Mars, and the Pioneers, which measured the Sun’s wind.

In 1975, the station was handed over to the South African Council for Scientific and Industrial Research (CSIR), which converted it to a radio astronomy observatory. In 1988, the observatory became a national facility operated by the Foundation for Research Development (FRD), which became part of the NRF in 1999. > Municipal Focus

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SARAO Initially, the function of HartRAO was purely research in radio astronomy, but in the 1980s a new application called Space Geodesy (geodesy using space techniques) was implemented at HartRAO.

1.Working with Northern Cape Communities A critical success factor for the establishment and operation of radio astronomy facilities in the Karoo region of the Northern Cape is the need to be accepted as a legitimate member of the community — conceptualised as having a ‘social license to operate’.

This is achieved through active stakeholder management activities and initiatives undertaken by internal departments in partnership with local communities and stakeholders. These activities and initiatives are aimed at maximising and exploiting opportunities for positive impact in the local communities and are evaluated in terms of a benefit framework described by the following pillars: •

• • •

Education and skills development: a majority of interventions focus on skills and educational opportunities at local schools, including teacher support, educational programmes and bursaries; Community and cultural investments; Business and enterprise development; and Public good.

SARAO also provides science engagement and outreach activities that are aimed at popularizing science and astronomy education and awareness locally and nationally.

Education and skills development A significant amount of SARAO’s investment in local communities has focused on providing educational opportunities to minimise the gap to access opportunities now and in the future. There are two programmes: the Schools programme and the Artisan Training programme. Both

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Artisans being taken through their paces at the Artisan Training Centre

are part of the Human Capital Development (HCD) programme which was established by SARAO in 2005.

Community and cultural investments SARAO manages a community development granting programme that is aimed at supporting community initiatives to address social issues such as early childhood development, literacy programmes, and youth development programmes. The Siyafunda Community Technology Centre, for example, is aimed at bridging the digital access and literacy divide by providing access to ICT services for local community members. It also offers training and support to improve digital skills, and creates a community space for collaboration.

The Swartkop Multipurpose

Community Centre is supported through a community development grant. It provides a space for various community services including an early childhood development centre, community library and a soup kitchen.

Other community development projects include the installation of Wi-Fi hotspots in all local libraries in the community, participation in local sports and cultural initiatives.

SARAO also participates in promoting local heritage and cultural initiatives in local communities. The promotion of indigenous knowledge and culture is embedded in the SARAO Declaration on Local Indigenous Peoples, which focuses on the promotion and protection of indigenous culture, heritage and indigenous knowledge systems, the development of the youth of local

indigenous peoples, participation in human capital development, and other community development programmes delivered by SARAO. The Riel Dance Festival, for example, celebrates the cultural dances of local indigenous peoples (see image), whilst the Medicinal Plant Study captures indigenous knowledge on the use of plants for medicinal purposes.

Business and enterprise development Economic development is a crucial part of our work in local communities. To this end, SARAO runs a local business development programme that aims to capacitate local businesses and ensure that they can maximise benefit from activities initiated by the various projects related to the SKA. Small, Medium and Micro Enterprises (SMMEs) receive continuous business support to assist them to take advantage of local opportunities, gaining access to new markets, and other administrative services to ensure that they meet the necessary regulatory requirements.

As a result of the SMME development programmes, small businesses that participated in the programme have successfully participated in the MK extension project. A total of 33

of these were pre-qualified work packages. Twelve of the pre-qualified businesses were successful in the tender process to subcontract under a consortium appointed to deliver infrastructure works for the MeerKAT extension project.

The MeerKAT Creative Community Initiative is aimed at developing local craft makers from disadvantaged backgrounds and providing them with creative skills training, basic business and marketing and other skills, and on how to run sustainable businesses in arts and craft. Crafters are requested to produce corporate gifts for SARAO/SKAO related events from time to time. These events include visits by ministers and international partners to the SKA site near Carnarvon, as well as the conferences hosted by SARAO nationally.

SARAO also hosts the Karoo Innovation Challenge, a competition aimed at fostering innovation and entrepreneurship in the local community.

The Karoo Innovation Challenge is a sub-programme of the Karoo Enterprise Development programme managed by the SARAO Commercialisation unit, generating innovative ideas that provide

solutions to pressing societal issues.

Winners from the Karoo Innovation Challenge received financial assistance and training prizes. The grants are intended to be applied towards advancing their businesses.

In addition, all 20 finalists received pitch training from the National Youth Development Agency in collaboration with the Small Enterprise Development Agency (SEDA), that is, they were taught how to present the core values, mission and visions of their businesses in a concise and clear manner. Since January 2023, they also receive incubation and business support.

2.Human Capital Development Since its inception, the HCD programme has successfully grown an active, globally-recognised and transformed radio astronomy community in South Africa. This community participates in and exploits the scientific and technical research opportunities that have been made available through South Africa’s investments in radio astronomy and thereby continues to secure the country’s return on its investment. The HCD strategy has and continues to focus on >

Riel dancers performing around foundation of the of one of the telescopes to mark the construction commencement ceremony of the SKA project Municipal Focus

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SARAO creating a critical mass of world leading research groups in South African universities, and, to a lesser extent, in universities in the SKA African partner countries, through supporting science and engineering undergraduate and postgraduate students, postdoctoral fellows and academics, and collaborations with leading international universities.

In parallel, the strategy addresses capacity requirements for the maintenance and operation of the telescopes by supporting young people to obtain relevant technician and artisan qualifications and experience.

The intention is for SARAO’s HCD programme to continue in the era of the SKA because the construction and operation of the SKA as well as the significant science opportunities the telescopes will provide necessitate that relevant capacity development continues, at least at the current annual rate.

Universities programme When South Africa submitted its expression of interest to host the SKA in 2003, there were five radio astronomers in South Africa. Since then, over 1,500 scholarships and fellowships have been awarded

by SARAO. However, the measure of success of the SARAO HCD programme lies not in the number of grants awarded, but rather in the impact the programme has had on the South African and African academic and research sector, and on South African industry.

To date, nearly 70% of individuals funded by SARAO scholarships, fellowships and grants are employed in positions at South African and other African universities, SARAO and other national research facilities, and in industry.

Schools programme in the Northern Cape communities Since 2007 and as part of its HCD initiative, SARAO has coordinated and funded various interventions in the primary and high schools located in towns close to the SKA

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Robotics team from Carnarvon High School who came back from participating in the World

site in the Karoo. The schools in this region, like many rural schools in South Africa, service financially constrained communities that cannot afford to pay school fees. The schools therefore rely completely on the funds they receive from the Department of Education, which only covers the most basic costs. In addition, due to the remote location of the schools, it is an ongoing challenge for the schools to attract and retain qualified educators, especially for Mathematics and Physical/Natural Sciences.

Due to the scientific and technological nature of the work done by SARAO as well as the fact that mathematics and science are the most under-resourced subjects in South Africa, the intention of SARAO’s school programme is to assist with mathematics and science teaching and learning.

The interventions to date have included the secondment of qualified and experienced mathematics and science educators to the schools, “Reading with comprehension” programmes, summer/winter SET schools, a Lego Robotics programme, Wi-Fi connectivity and other ICT infrastructure, including the establishment of a Cyberlab at Carnarvon High School (CHS).

To encourage learners to pursue Mathematics and Physical Science to grade 12, SARAO established in 2014

a bursary programme for grade 8 to 12 learners to study at CHS --- since it is the only school in the region offering Mathematics and Physical Science to grade 12 level. Learners who meet the minimum academic requirements and who commit to studying mathematics and physical science to grade 12 receive a bursary that covers their school fees as well as hostel and travel costs for learners who do not live in Carnarvon. Since the start of the programme, SARAO has provided 259 learner bursaries.

Artisans training in the Northern Cape communities The Artisan Training programme aims at developing skilled artisans from the local community. To date, 120 artisans trained to become fiber technicians, IT technicians, electricians, boilermakers, fitters and turners, mechanics, and instrument control technicians. The Artisan Training centre is currently being relocated and expanded to accommodate more trades and students.  CONTACT DETAILS: General enquiries: enquiries@ska.ac.za Tel: +27 (0)21 506 7300 Fax: +27 (0)21 506 7375 Postal/Street address: SARAO 2 Fir Street, Black River Park, Observatory (North Gate entrance), 7925

CSOS CONNECT

PIONEERING A DIGITAL REVOLUTION IN CUSTOMER SATISFACTION Municipal Focus

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CSOS

I

n the fast-paced realm of customer satisfaction, maintaining a seamless edge is not just a strategic advantage but a necessity for organizational success. Recognising the imperative to streamline operations and align with the demands of the digital era, the Community Schemes Ombud Service (CSOS) embarked on a transformative journey in 2022 with the implementation of a cutting-edge business automation system.

This initiative marked a substantial shift from traditional manual practices to a highly digitalised and automated environment, presenting numerous advantages for both the organization and its diverse clientele. At the forefront of this technological evolution is CSOS Connect.

CSOS Connect stands as a comprehensive business automation system that fundamentally transforms the operational landscape of CSOS and its interactions with various stakeholders.

By harnessing state-of-the-art technology and sophisticated software solutions, CSOS Connect facilitates the seamless amalgamation of diverse business processes, thereby enhancing efficiency, precision, and overall productivity.

Moreover, the benefits of CSOS Connect extend beyond internal operations to external stakeholders, notably the customers. The system presents a userfriendly interface, empowering customers to engage with CSOS more efficiently and conveniently, whether through web or mobile platforms.

The implementation of CSOS Connect has also brought about increased security and data protection measures. In an era where businesses are becoming more digitised, ensuring the security and integrity of sensitive information is paramount. CSOS Connect employs robust encryption protocols and strict access controls to safeguard confidential data, protecting both the organization and its customers from potential cyber threats.

CSOS Connect has been operational since November 25th, 2022, featuring both a public portal for customers and an admin portal for CSOS staff members.

In the initial phases, CSOS Connect

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successfully launched Phase 1 and Phase 2, introducing essential functionalities to the portal.

One of the pivotal components introduced in these phases is the Scheme Registration Module. This module is designed to facilitate the seamless registration and management of various schemes within the CSOS organisational framework. The Scheme Registration Module aims to enhance operational efficiency, promote transparency, and provide a user-friendly experience for both scheme administrators and participants. By streamlining the registration process and ensuring robust management, CSOS Connect has significantly contributed to creating a more agile and responsive organizational structure.

Another critical functionality introduced in the early phases is the Customer Relations Management (CRM) approach.

Customer Relationship Management is a strategic approach adopted by CSOS to manage and analyse interactions with

its current and potential customers. This approach ensures that communication with CSOS is not only efficient but also personalized and tailored to meet the diverse needs of stakeholders. The implementation of CRM through CSOS Connect allows the organization to gain valuable insights into customer behaviour and preferences, fostering better relationships and enhancing customer satisfaction.

Since its launch, CSOS Connect has successfully registered over 3000 users, enabling stakeholders and customers to engage directly with CSOS through the portal. The organization has made significant progress in expanding the portal's capabilities, introducing various functionalities to enhance the overall user experience.

The way forward….

Moving forward to Phase 3 of CSOS Connect, the organisation has planned several additional features to further elevate the platform's capabilities:

financial features into CSOS Connect enhances efficiency and contributes to a more integrated approach to financial management.

4.

Dispute Resolutions: CSOS Connect will provide a streamlined process for handling dispute resolutions.

This feature is crucial for ensuring fair and efficient dispute resolution mechanisms, contributing to a positive user experience.

As CSOS continues to evolve and adapt, the organization recognises the essential role of embracing digital transformation and automation. CSOS Connect serves as a testament to this commitment, revolutionising business processes and setting the stage for a more streamlined, efficient, and customer-centric future.

With CSOS Connect at the helm, CSOS is well-equipped to navigate the complexities of the modern business world and achieve sustained customer experience excellence.

1.

2.

3.

Waivers: Once implemented, users will be able to request waivers through the portal, streamlining and automating a previously manual process.

Scheme Governance and Enforcements: This functionality will be a valuable addition to the portal, allowing users to manage scheme governance and enforcement matters efficiently.

This feature contributes not only to operational efficiency but also to a more transparent and accountable organizational structure Integration of Banking (Revenue): CSOS is actively working on the full integration of the Banking (Revenue) feature into CSOS Connect. This integration aims to streamline financial processes, allowing users to manage banking and revenue-related activities seamlessly within the same platform. The holistic integration of

CSOS Connect represents a significant milestone in CSOS's journey towards digital transformation and automation.

The platform's implementation in the initial phases and the planned enhancements for Phase 3 underscore its pivotal role in reshaping how CSOS operates and interacts with its stakeholders. As technology continues to advance, CSOS Connect serves as a beacon, guiding the organisation towards a future where efficiency, transparency, and customer satisfaction are at the forefront of its endeavours.

Through CSOS Connect, CSOS is not merely adapting to change but leading the way in redefining the standards of customer service and operational excellence in the digital age.

“Notably, our commitment to innovation is evident through the implementation of CSOS Connect, a system designed to automate our services and make impressive strides in advancing our community schemes” says the Acting Chief Ombud, Ms Thembelihle Mbatha.

To keep stakeholders informed about the latest developments at CSOS and receive updates on CSOS Connect, the organization encourages the community

to follow them on various social media platforms. Feedback and suggestions from users are eagerly awaited and highly valued, as CSOS aims to continuously improve and refine the CSOS Connect solution. Interested individuals can visit www.csosconnect. org.za for all CSOS Connect services, where the motto "CSOS Connect. Easy Seamless Connected." encapsulates the commitment to simplicity, efficiency, and connectivity.

WHO IS THE CSOS? Established in terms of the Community Scheme Ombud Service Act, 2011 [Act 9 of 2011] to regulate the conduct of parties within community schemes and to ensure their good governance, the CSOS came into operation on the 7th of October 2016.

The CSOS plays a multifaceted role in promoting good governance, fostering harmonious relations, conducting educational campaigns, enhancing community schemes' tenure, and implementing organisational measures to transform the sector.

WHAT IS A COMMUNITY SCHEME? A community scheme is defined as any scheme or arrangement where there is shared use of and responsibility for parts of land and buildings, including but not limited to: a. b. c.

d. e.

Sectional titles development schemes; Share block companies; Home or property owners' associations (inclusive of nonprofit companies and common law associations); Housing schemes for retired persons; and Housing co-operatives.

Community Schemes MUST Be Registered with the CSOS by Law. In terms of the CSOS Act, read with Regulation 18(2)(a)(v) of the CSOS Regulations, all community schemes must be registered with the CSOS within 30 days after the incorporation of the community scheme. CSOS Connect, our self-service digital platform which was launched in November 2022. The system allows stakeholders to easily register their schemes online. 

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Nedbank partners with local government to deliver positive societal impact payments due to them, and appreciate the need for our clients to thrive in this digital era where ease of transacting and convenience is the order of the day.

Phumela Xanywa, Executive: Public Sector and Business Transformation, at Nedbank Commercial Banking At Nedbank, we believe in being the difference that impacts our world, and we are committed to delivering positive societal and environmental impact. Our purpose is to use our financial expertise to do good and to contribute to the well-being and growth of the societies in which we operate by delivering value to our employees, clients, shareholders, regulators and society.

We recognise that the various spheres of government and their agencies face unique challenges, and that the public sector requires financial solutions to enable the broader mandate of service delivery. In response, we have established dedicated public sector teams across South Africa and now boast extensive experience in provincial and local government, state-owned entities, and educational institutions.

With an enduring belief in the value of strong partnerships in facilitating business growth, effective community development and environmental conservation, our teams draw on Nedbank’s innovative, seamless and hassle-free products and solutions to help build a greater nation. For example, local government plays a key role in providing critically required investments in infrastructure and, in response, we have provided medium-to-long-term loans and other funding solutions to various municipalities. We also offer convenient ways to help municipalities manage

Nedbank Ltd 1951/000009/06 – licensed FSP & registered CP (NCRCP16).

Nedbank’s partnership with the public sector, and our aspirations to become their bank of choice continue to grow. Since 2019 Nedbank Commercial Banking was appointed primary banker to Nelson Mandela Development Agency, Bloem Water, Amatola Water, and awarded the Free State Provincial Treasury account in 2022, as well as the following 24 municipalities: 1 Amathole District Municipality 2 Beaufort West Local Municipality 3 Bergrivier Local Municipality 4 Breede Valley Local Municipality 5 Cape Winelands District Municipality 6 Central Karoo District Municipality 7 Dr Ruth Segomotsi District Municipality 8 Drakenstein Municipality 9 Elias Motsoaledi Local Municipality 10 Garden Route District Municipality 11 Impendle Local Municipality 12 JB Marks Local Municipality 13 Lekwa Local Municipality 14 Mangaung Metropolitan Municipality 15 Maphumulo Local Municipality 16 Matatiele Local Municipality 17 Midvaal Local Municipality 18 Nama Khoi Local Municipality 19 Namakwa District Municipality 20 Ndwedwe Local Municipality 21 Overberg District Municipality 22 Overstrand Local Municipality 23 Thembisile Hani Local Municipality 24 Ubuhlebezwe Local Municipality During the same period we were appointed primary banker of four public entities, and we remain the bank of choice for the eThekwini and City of Cape Town metropolitan municipalities, as well as several local and district municipalities across the country.

We sincerely thank all our public sector clients for continuing to entrust us with their business. Being the preferred banking partner is a major accolade that we do not take lightly. It is testament to the strides we are making in meeting the banking needs of public sector clients through our experienced team of specialists.

Nedbank's dedicated team of public sector specialists is ready to discuss how we can partner with you to support your needs.

To find out more, talk to your business manager or send an email to publicsector@nedbank.co.za.

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Commercial Banking

Want a bank that’s serious about public sector growth?

Nedbank is committed to being the business banking partner for the public sector. Our bigger-picture approach to banking is designed to provide groundbreaking solutions for your municipality. With the expertise and knowledge of our community specialists, we can ensure continuity, accessibility and quick decision-making that guides your business growth.

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Nedbank Ltd Reg No 1951/000009/06. Licensed financial services and registered credit provider (NCRCP16).

NRCS

BUILDING RESILIENCE IN CHANGING TIMES

“Highlights from the 12th Annual Building Control Officer’s Convention” In the ever-evolving landscape of construction and development, staying ahead of the curve is essential. The National Regulator for Compulsory Specifications (NRCS) recently hosted the prestigious 12th Annual Building Control Officer’s Convention, jointly organised with the eThekwini Metropolitan Municipality at Durban International Convention Centre (DICC) in KwaZuluNatal Province on 15 November 2023.

A

s the construction industry continues to evolve, this convention served as a crucial platform for building control officers, regulators, and industry stakeholders alike to come together, share insights,

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Municipal Focus

and explore innovative solutions for ensuring the highest standards of safety and compliance in the built environment.

The convention also addressed current challenges within the industry such as the effect of the environment, climate changes and new phenomenon such as construction mafias delaying construction projects in various parts of the country.

Delegates further discussed among others, progress on reviewing the new NBR&BS Act, building resilience through collaboration to improve the quality and standard of services, and implementation of a web-based

building plan software portal to overcome the limitations imposed by pandemics to mention just a few.

The convention kicked off with a compelling keynote address delivered

by Deputy Minister of Trade, Industry and Competition Nomalungelo Gina who made an impassioned plea to local authorities and stakeholders to ensure that adherence to building regulations is made a top priority to save lives and stimulate the South African economy.

“The Built Industry suffered massive loss over the past years due to many challenges such as the effect of climate change, delays in completion

of construction projects owing to limitations imposed by the global Covid-19 pandemic as well as the new construction mafias that demand a percentage of work before construction projects can commence, and it is in forums like this where new ideas should emerge and ensure that it recovers in order to stimulate economic growth and create jobs. Adherence to these building regulations should therefore be made a top priority to maintain structural credibility and avoid past mistakes,” added Deputy Minister Gina.

The Deputy Minister was accompanied

by Executive Mayor of eThekwini Metropolitan Municipality Cllr Mxolisi Kaunda and NRCS Acting Chief Executive Office Mr Duncan Mutengwe.

"Building Resilience in Changing Times" Held under the theme - Building Resilience in Changing Times, the convention brought together professionals from across the industry, BCOs from various municipalities and addressed by speakers from different organisations including the South African Council for Architectural Profession (SACAP), World Bank, ethekwini Municipality and the University of Cape Town, among others. This engagement served as a dynamic platform for experts to share insights, discuss emerging trends, and collectively navigate the challenges posed by the rapidly changing environment.

The theme set the tone for discussions aimed at addressing challenges in the construction sector. With a focus on collaboration and innovation, the event aimed to equip building control officers with the knowledge and tools necessary to navigate the evolving landscape of building regulations.

Echoing the Deputy Minister’s sentiments, Executive Mayor of eThekwini Metropolitan Municipality Cllr Mxolisi Kaunda said that the importance of adhering to regulations cannot be over emphasised in times where the effects of climate change are there for all to see. “We have seen buildings collapsing in our city, people losing lives due to non-adherence to

regulations, and I therefore urge all stakeholders to work together to ensure that we save lives and protect the infrastructure,” concluded Kaunda.

Key Takeaways: A series of engaging panel discussions delved into various aspects of building resilience. Inadequacies and the amount of time it has taken national government to review the Act are some of the issues raised at the Convention.

While addressing the convention, the NRCS ACEO Duncan Mutengwe said that the NRCS continuously engages with the relevant stakeholders to highlight changes published in SANS (South African National Standard 10400) as the short-term mechanism to address some of the issues identified in the application of the National Building Regulations at the Local Authority level.

On matters around the reviewing of the Act, Mr Mutengwe indicated that NRCS continues to interact with the Department of Trade, Industry and Competition (dtic) regarding the re-writing of the Act however the interactions have focused in the main, to ensure full compliance with the constitutional framework and post-1996 transversal national legislation.

“Let me also emphasise the importance of all Municipalities to adhere to the Act to ensure uniform implementation.

The perception that the NBR&BSA is a hindrance to development will lead to the demise of more building sector players, as well as the loss of jobs, skills and expertise”, Mutengwe retorted.

Some of the solutions proposed at the convention among others include, investing in modern technologies in buildings, cutting red tape with regard to issuing of building plans and permits, finding new innovative ways to adapt to the ever-changing environment to mention just a few.

Adapting to Technological Advances: The construction industry is undergoing a technological revolution, and the convention emphasised the importance of incorporating new technologies

into building control processes. From advanced building materials to cuttingedge inspection tools, participants explored ways to leverage technology for more efficient and accurate regulatory practices.

Regulatory Compliance and Enforcement: Building control officers play a pivotal role in upholding safety and quality standards. The convention delved into strategies for effective regulatory compliance and enforcement, emphasising the need for clear communication between regulatory bodies, builders, and other stakeholders to streamline processes and ensure adherence to standards.

Climate Resilience in Construction: With the increasing frequency and severity of climate events, building control officers discussed strategies to make structures more resilient to extreme weather conditions. This included designing buildings with better insulation, robust foundations, and incorporating climate-responsive architectural elements.

Networking Opportunities: The convention provided an ideal platform for networking and collaboration. Building control officers, regulatory bodies, architects, and industry suppliers exchanged ideas, formed partnerships, and discussed potential solutions to shared challenges.

The exchange of experiences and expertise fostered a sense of community and strengthened the collective commitment to building resilience.

In conclusion, the 12th Annual Building Control Officer’s Convention, was a resounding success, bringing together professionals committed to navigating the complexities of a rapidly changing construction landscape.

As the industry continues to evolve, the insights gained from the convention will undoubtedly shape the future of building control, fostering resilience, sustainability, and innovation. The event demonstrated the industry's ability to adapt to change and reaffirmed the importance of collaboration in building a robust and resilient future. 

Municipal Focus

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Aquamation was introduced in South Africa in 2019.

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Aquamation is an eco-friendly, water-based form of cremation.

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At the core of the process is water, which is a natural and essential part of life, comprising 60% of our bodies.

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The scientific name for the Aquamation process is alkaline hydrolysis. However, it is also known as flameless cremation, water cremation and bio-cremation.

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Aquamation reduces the soft tissue of the body to its basic building blocks.

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Although it has been in use abroad in various applications for many years, AVBOB is at the forefront of developing this innovative procedure in South Africa.

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AVBOB plans to expand its Aquamation service to a further eight AVBOB branches across South Africa over the next few years.

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600SA

TECHNOLOGY-BASED SOLUTIONS, REFUSE COMPACTORS AND RECYCLING PROGRAMMES

KEY TO DRIVING EFFICIENCY IN THE HIGHLY SPECIALISED WORLD OF WASTE MANAGEMENT

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ccording to the latest available statistics, South Africans generate about 122 million tonnes of waste per year, of which only 10% is recycled or recovered for other uses.

At least 90% is landfilled or dumped illegally. Now more than ever, we need good waste management solutions. So, how are we getting there?

Sonia Pretorius, National Sales Manager

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Municipal Focus

Smarter and more tech-focused solutions for the collection and transportation of solid waste are already contributing to efficient

refuse management, with reduced costs being a critical factor. Digital technologies in the solid waste sector now contain elements of robotics, artificial intelligence, internet of things, cloud computing, data analysis and communication technology.

Sonia Pretorius, National Sales Manager for 600SA, a division of CFAO Equipment SA that assembles and sells refuse compactors says technology-based solutions make a significant difference in streamlining waste management operations in several ways.

“Smart waste technologies embrace efficiency and lower expenses.

Technology allows for the accurate collection, monitoring, and analysis of data related to waste generation, collection, and disposal. This data can help waste management operators identify trends, patterns, and inefficiencies, enabling them to make more informed decisions and optimise their operations accordingly.”

“Tracking and monitoring systems such as GPS can be used to track waste collection vehicles, containers, and bins in real-time. This enables operators to monitor the status and location of these assets, optimise routes, and ensure timely pickups.

It also helps prevent unauthorised dumping and theft.”

“Automation technologies, such as robotic arms and conveyor belt systems, can be employed in waste sorting and recycling facilities to increase efficiency and throughput.

This reduces the reliance on manual labour, reduces errors and speeds up the overall process,” says Pretorius.

Technology-based solutions can also facilitate the identification, separation, and recycling of specific waste streams. Advanced sorting technologies, such as optical sensors and AI-powered algorithms, can efficiently segregate varied materials for recycling, promoting a circular economy and reducing landfill usage.

Compactors also play a key role as they reduce the waste volume that is collected, making waste transport easier.

For example, the Orakci refuse compactor, distributed locally by 600SA, integrates technologies for a cost-effective way of segregating and recycling waste. Manufactured and assembled locally at the 600SA plant in Johannesburg to meet South African chassis standards and road conditions, it is the robust, yet uncomplicated design of the Orakci that makes it so attractive to businesses working in the refuse

management space.

“Being locally manufactured, parts are readily available to reduce downtime, with access to national service centres to ensure compactors are processing refuse, not producing wasted revenue of their own.”

“A refuse compactor can contribute to efficiency, reliability, and overall operating costs in refuse management in several ways. Since a refuse compactor compresses and compacts waste, reducing its volume, this increases the amount of waste that can be stored in a given space, reducing the frequency of waste collection and the number of trips required for transportation.

This leads to increased efficiency and lower operating costs as less labour is required,” says Pretorius.

She says the Orakci refuse compactor can efficiently handle a variety of waste types, including bulky and non-compactable waste.

By effectively processing and compacting diverse types of waste, it reduces the need for separate disposal methods and contributes to improved overall waste management efficiency.

Orakci refuse compactors are also designed to withstand heavy use and harsh operating conditions.

They have robust construction and advanced features such as reinforced structure, impact-resistant materials, and reliable hydraulic systems. This ensures their long-term durability and reduces the frequency of breakdowns or maintenance issues, leading to increased reliability and reduced downtime.

Since a refuse compactor has a larger storage capacity compared to a traditional refuse vehicle, it can compact and crush the waste, allowing it to store a significantly higher amount of refuse in one trip.

This reduces the number of trips required to dispose of the waste, saving time and resources, whilst reducing carbon emissions.

“By compacting the waste, a

refuse compactor decreases the volume of waste being disposed of, thereby reducing the demand for additional landfill space. It minimises the number of trips and, subsequently, the fuel consumption and carbon emissions associated with waste transportation.”

“With waste being compacted and stored inside the vehicle, a refuse compactor helps maintain a cleaner and more hygienic environment compared to traditional refuse vehicles that may carry loose waste.

Moreover, compacted waste is less likely to spill or leak during transportation, enhancing safety standards,” Pretorius says.

Key to efficient waste management is a recycling programme to divert recyclable materials from landfills by ensuring separation and processing of recyclables. Pretorius says 600SA is investigating partnering with NPOs to encourage recyclable material collection in the informal sector.

“We recognise the importance of informal waste pickers in South Africa and support their integration into formal waste management systems.

This can lead to more sustainable waste management practices, poverty reduction, and improved social and environmental outcomes.”

Pretorius says in recent years, there has been a growing recognition among municipalities and the private sector of the importance of enhancing waste management efficiency. This is partly driven by increased awareness of the negative impacts of improper waste disposal on public health, ecosystems, and the overall quality of life.

“Many municipalities and private companies in South Africa are now investing in initiatives to review and adapt their waste management processes. This includes implementing more efficient waste collection systems, promoting recycling and composting, and exploring innovative technologies for waste treatment and disposal,” Pretorius says. 

Municipal Focus

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WE OWE IT TO OUR CHILDREN TO MAKE PLANET-FRIENDLY ENERGY INVESTMENTS Always seek out BESS systems designed with a radically reduced carbon footprint by utilising the top performing EV storage batteries on the continent Lance Dickerson, REVOV MD and co-founder Eskom recently announced that the first rollout of its Battery Energy Storage System (BESS) was completed at the Hex substation in Worcester in the Western Cape.

Eskom should be congratulated for following through on such a progressive project.

In addition to this, it is equally important that we ask questions about renewable investments that potentially compound the sustainability paradox.

We all want energy stability, and the ability to store electricity generated through a myriad - hopefully clean - sources goes some way in this pursuit. However, it is the grand aspiration of reducing our negative impact on the environment that attracts attention.

Regarding the BESS investment, Eskom writes on its website about its battery storage strategy: “Through BESS, Eskom aspires to enable the integration of distributed energy resources and pursuing a lowcarbon future to reduce the impact of greenhouse gas emissions on the environment. The 1440 megawatt-hours (MWh) distributed BESS with 360 megawatts (MW) Solar Photovoltaic (PV) represents a giant leap forward in achieving this aspiration.”

No one would - or should - disagree with the intent to pursue a low-carbon future to reduce the impact of greenhouse gas emissions. The climate clock estimates that we only have eight years and five months left until global temperatures have increased by the dreaded 1.5 degrees celsius.

However, the sustainability paradox arises when the pursuit of environmentally friendly technologies, such as energy storage, contributes to environmental degradation due to the extraction and processing of raw materials needed for these solutions. In other words, the minerals that make up those batteries - most notably lithium - need to be mined. Cobalt, manganese, lithium, graphite and nickel will need to be extracted from mines around the world, and on this continent from countries such as the Democratic Republic of Congo, Zimbabwe, South Africa, and others. Congo, alone, has millions of tonnes of lithium reserves and when read against the fact that those batteries in the BESS systems are lithium-ion, a story begins to emerge.

Every tonne of lithium mined equates to 15 tonnes of carbon dioxide being released into the atmosphere.

This is in addition to potential social consequences, logistics of moving raw materials to countries far away, and - of course - the beneficiation. And so, Africa, which is responsible for only 10%, but probably less, of the world’s carbon emissions, suffers disproportionately as the continent is the least equipped to cope with the negative impacts of climate change.

It’s usually here that we are told that there needs to be measured compromises. To be fair, this is not entirely true. But then, what is the alternative?

There is a solution, and it resides in the electric vehicle (EV) ecosystem. EV batteries are replaced when the weight of the battery compared to output requires replacement. The cells in these replaced batteries because of how EV batteries are built - still have the same, but most likely more, life than batteries built exclusively for stationary storage. This is a gaping hole in the circular economy where yet another paradox, where the replaced batteries would end up in landfills, is solved. The EV batteries, when deployed in storage solutions, solve two problems: they keep batteries out of the earth and they provide a storage solution that does not increase the carbon burden on the planet.

An initial concern might be that there are not enough of these around. The opposite is true. A short visit to just one Chinese city such as Shenzhen will paint a picture

of just how many EV cells there are to provide stationery storage. It is estimated that there will be 750,000 EVs in Shenzhen by 2025. That’s a single city.

Read against ambitious targets in the EU, it becomes clear that an almost endless supply of EV storage batteries is just waiting to be deployed into BESS solutions and other applications where those who invest in them do so to protect the environment..

Naturally, the next point of interest would be performance. Surely, one would contend, a battery made exclusively for storage is superior? Think again.

The rigorous testing performed on EV batteries is second to none - pressure tests, impact tests, heat tests, penetration tests, charge and discharge tests, the list is almost endless. Only cells that have made it through all these stringent protocols make it into EV batteries the rest find their way into other applications such as storage-only batteries. It makes sense, because the operating conditions in an EV are harsh - rapid charge and discharge cycles, excessive heat, the need to energise powerful power trains, and much more.

This is the reason our REVOV engineers have pioneered BESS systems with EV storage batteries. Indeed, we are witnessing unprecedented demand for high-voltage

systems that are fit for purpose and high-performing, and, of course, considerate to the planet. As our first-generation EV storage batteries attest, having performed at a superior rate to stationary lithium iron phosphate batteries for a lifespan just as long, and in some instances longer, there is no longer any debate around the superiority of EV lithium batteries.

The switch on a national scale could easily be achieved, and we call on everyone to encourage a mindset that prioritises genuine net zero aspirations. Just as our REVOV engineers are actively working on recycling technologies for the end-of-life phase of EV storage batteries, we need more people in South Africa - and the world - to take a moment to think about their energy investments.

Are they making the planet healthier or is there a risk they may perpetuate the climate crisis? South Africans are people who care deeply, and I would argue that we owe it to our children, and their children’s children, to leave behind a planet that is healthy and habitable.

This requires a conscious effort to choose genuinely green energy solutions.

Y T I L I B A I L E R Y G R E N E N I N O I A REVOLUT

revov.co.za

DEPARTMENT OF WATER AND SANITATION

On Tuesday, 05 December 2023, the Department of Water and Sanitation (DWS), led by Minister Senzo Mchunu and Deputy Minister Judith Tshabalala, conferred awards for the best performing municipalities on their Blue and Green Drop Certifications as part of the release of the incentivebased regulatory reports held at Emperors Palace in Ekurhuleni. This event recognized the outstanding performance of municipalities in ensuring the quality and sustainability of their water supply systems.

DEPARTMENT OF WATER AND SANITATION (DWS)

Awards best performing municipalities on their Blue and Green Drop Certifications 44

Municipal Focus

The importance of these awards cannot be overstated, as they underscore the government’s dedication to service delivery and the well-being of our citizens.

By recognizing and celebrating these achievements, other municipalities are encouraged to strive for excellence in the provision of essential services.

The Minister commended all municipalities that received awards and applauded their unwavering commitment to ensuring the sustainability and quality of their water supply systems.

The evolvement of the Blue Drop and Green Drop Certification Programmes The Blue Drop and Green Drop certification programmes were introduced in 2008 – 15 years ago, with the first reports released in 2009 and each year thereafter, until 2014.

“When we joined the Ministry back in 2021, we committed the Department to reintroducing these flagship programmes for the sector, we have since resuscitated these programmes and I am very pleased with this achievement. We have once again audited all Water Services Authorities in terms of their drinking water systems, water conservation and demand management as well as wastewater treatment works.

T

he full Blue Drop and No Drop reports were released simultaneously with the ceremony held to also recognise the top-performing Water Services Authorities (WSAs) of 2023, based on their assessments.

The Blue Drop report evaluated all the 958 water supply systems across 144 water services authorities. These

evaluations considered factors such as infrastructure condition, maintenance, operation, treatment processes, and staff expertise.

The accolades the municipalities received are not only a source of pride, but also a reflection of the collaborative efforts between local government and the communities they serve.

“These programmes are important as they serve as indicators as to where we are as a country in terms of the quality of our drinking and wastewater. We also have the No Drop programme, which focuses on water conservation and demand management, aimed at ensuring that water distribution systems function effectively and do not lose precious, much needed water via leaks, explained Minister Mchunu.

The Drop Certification Programme has ignited the passion and pride in the water sector. >

Municipal Focus

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DEPARTMENT OF WATER AND SANITATION In Gauteng province, three municipalities have received National Blue Drop Certification.

The Meyerton water supply system provided by Rand Water Bulk Water Service in Midvaal Local Municipality has been certified.

Similarly, the Ekurhuleni water supply systems provided by Rand Water Bulk Service in the City of Ekurhuleni Metropolitan Municipality have also received certification. Lastly, the Greater Johannesburg water supply system provided by Rand Water Bulk water supply systems in the City of Johannesburg Metropolitan Municipality is now certified.

It embeds a culture of regulatory compliance and provides a standard for municipalities to work towards.

Through the recognition of excellent performance, the programme provides a powerful incentive for improvement. The Drop Certification programmes have become more than just a reporting mechanism to the participants – it has become the accolade of water professionals, in and outside of this beautiful country. Perhaps most importantly, the programme provides citizens with important information about the performance of their water and sanitation services.

In 2014, 44 water supply systems received Blue Drop Certifications for achieving scores above 95%.

However, in 2023, only 26 water supply systems were able to achieve this feat. On the other hand, the number of water supply systems in a critical state of performance increased from 174 in 2014 to 277 in 2023. These statistics indicate a significant decline in excellence between 2014 and 2023. DWS, the regulatory authority for the water sector under the National Water and Water Services Acts, implemented incentive-based regulation programs in 2008, discontinued them in 2014, and reintroduced them in 2021 with Minister Mchunu's support.

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Municipal Focus

How results are determined The results are from a scorecard used to rate the WSAs and subsequent supply systems based on evidence from: • Capacity Management •

Drinking Water Quality Risk Management

•

Financial Management

•

Technical Management

•

Drinking Water Quality Compliance

If a water supply system secures an exceptionally high Blue Drop score of 95% or more, it is granted the esteemed Blue Drop Certification.

If the water supply system has scored less than 31%, it is deemed inadequate and in a critical state – initiating necessary regulatory action.

In KwaZulu-Natal, three municipalities were awarded the National Blue Drop Certification for their water supply systems. uMngeniuThukela bulk water service provider received certification for its uMgungundlovu water supply system. Msunduzi Local Municipality was awarded certification for its Umsunduzi water supply system pro and iLembe District Municipality received certification for its Dolphin Coast Ballito water supply system, both also supplied by uMngeni-uThukela bulk water.

In Mpumalanga province, the Blue Drop certification went to Mbombela-Umjindi Local Municipality for their Primkop, Karino, Nelspruit, and Matsulu water supply systems.

The Blue Drop Scores for each water supply system is categorised as following:

>95 - 100%

Excellent situation, need to maintain via continued improvement

>80 - 95%

Good performance, some room for improvement

>50 - 80%

Average performance, ample room for improvement

>31 - 50%

Very poor performance, need targeted intervention towards gradual sustainable improvements

>0 - 31%

Critical state, need urgent intervention for all aspects of the water services business

The JB Marks Local Municipality in the North West Province has been awarded the prestigious Blue Drop Certification for its exceptional water supply system in Potchefstroom.

In the 2023 Blue Drop bestperforming Water Services Institution category, the Overstrand Local Municipality claimed the top spot, followed by the City of Cape Town and then the City of Johannesburg.

Eight municipalities were also recognized for their commendable no-drop performance. These municipalities include Berg Rivier, Bitou, Ekurhuleni, Nelson Mandela Bay Metropolitan Municipality with a score of 81%, George Municipality, Drakenstein Local Municipality with a score of 82%, Saldanha Bay Local Municipality with a score of 84%, and Langeberg Local Municipality with a score of 87%.

In the City of Cape Town Metropolitan Municipality, the Faure water treatment work won the Best Technical Score, followed by Rand Water Board's Vereeniging water supply system, and Drakenstein Local Municipality's Welvanpans water treatment work placed third.

In another noteworthy achievement, Buffelsrivier, Greater Gansbaai, Greater Hermanus, Kleinmond, Pearly Beach, and Standford Local Municipalities have secured joint first place in the 2023 Blue Drop Best Performing Water Supply System category. The Overstrand Local Municipality has been ranked second while iLembe District Municipality has secured third place.

“The Constitution of the Republic of South Africa, 1996, affords citizens the right to an environment that is not harmful to their health or wellbeing; it also affords citizens a right to have access to sufficient water – these two rights are fundamentally linked to the rights to life and human dignity – two non-negotiable rights in the Constitution and our mantra; ‘Water is Life. Sanitation is Dignity.’ Our mandate is indeed one that gives life and we dare not fail the citizens of the Republic,” said Minister Mchunu.

“One other important aspect of these programmes is that they set standards higher than minimum requirements and they challenge Water Services Authorities to go the extra mile in a quest for excellence.

Whilst there is primary legislation

which deals with these aspects, it needs to be understood that these programmes are intended to augment and compliment the normal legislative and regulatory provisions,” he emphasized.

Addressing attendees at the event's closing remarks, Minister Mchunu reaffirmed the department's commitment to working closely with local municipalities, the Department of Cooperative Governance and Traditional Affairs (COGTA) and the National Treasury among other institutions to achieve the Sustainable Development Goals 6 (SDG6) by 2030. The Minister further acknowledged the decline in excellence and stressed that underperforming municipalities must prioritise meeting public expectations for quality water supply.

Action plans have been developed to address the key findings in the worst performing municipalities and these action plans include the provision of grants worth more than R20 billion per annum to municipalities, technical and engineering support and assistance, capacity building and training, and financial management advice and support. 

Minister of Department of Water and Sanitation, Senzo Mchunu

Municipal Focus

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RE-IMAGINING LOCAL GOVERNMENT TO CREATE SMART CITIES.

MIYELANI HOLENI Ntiyiso Consulting Group – Group Chief Advisor & Local Government Expert

Twenty-four years after the birth of local government, we have reached a point where there are more questions than answers regarding the functioning and performance of this crucial sphere of government. Frustrations are certainly reaching boiling point from all quarters of society. Things have deteriorated to the point where there are challenges with each and every aspect of municipal function, whether it’s refuse not collected on time, delays in solving queries, irreparable infrastructure, mismanaged finances or no service at all. The truth is that the current state of South African local government system is totally different from what was envisaged when the system transitioned from the pre-1994 regime to the democratic dispensation. The assumption that municipalities will be able to depend mainly on their own revenue to finance the delivery of basic services, underpins the Local Government White Paper of 1998. With benefit of hindsight, it has now become apparent that the assumption was wrong. Municipalities are struggling to fund their budgets, other challenges about their governance notwithstanding.

Another assumption made by the White Paper was that municipalities would be able to play a key role in local economic development without the powers to create tax incentives and other legislative powers necessary to facilitate the same. It has to be accepted that these assumptions were made using data that was collected before the dawn of democracy.

The failures that were caused by these incorrect assumptions notwithstanding, there is a silver lining, after all. The fact that we have endured twenty-four years of post-apartheid local government means we have at least collected relevant data points to re-imagine, re-purpose and resource local government for the next twenty-five years. We must now use this statistical data available to inform changes to the statutes enshrined into our Constitution and other legislative instruments such as the PFMA, DORA (Division of Revenue Act) to henceforth govern local government in pursuit of cities of the future.

We should infuse into this new legislative undertaking lessons and principles from successful cities around the world. Even as we adopt the lessons, we must aim to build a local government regime that will create cities with an African characteristic and cater to the needs of us Africans in Africa. In line with the African Union Agenda 2063, the new cities must look, feel and behave differently from the past that was characterised with the collapse of governance and infrastructure, and incessant financial crisis.

To achieve the above and more, the rewriting of legislation should also be accompanied by design and implementation of programmes to build state capacity and capability as envisaged in the National Development Plan. The capacity and capability must be built across citizen, council and administrative levels to be able to tackle the complex problems that will inevitably come with building cities of the future.

We have a golden opportunity to build new cities, Future City is perhaps an apt name for these new engines of growth for all African countries. Future City is citizen-driven and customer-centric; it must be characterised by integrated thinking and planning, allowing for co-creation with societal stakeholders, coherent with provincial and national governments, and has solid governance. Future City has its citizens actively involved in governance and accountability value chain. It is characterised by functioning technology infrastructure that ensures that there is ease of communication and active engagement with it through digital or virtual platforms. Future City is relentless in customer centricity by having multiple platforms that customers can communicate, receive feedback and pay for their services. In fact, Future City is open for 24 hours to deliver services to all its stakeholders without prejudice.

In Future City, nothing happens by accident nor luck but through careful design of every facet of the system! Integrated thinking and planning are mature and institutionalised to the point where all the master plans have been developed and taken through feasibility studies. The master plans are not just on paper but have been digitised in an interactive digital platform where citizens have access, financiers can identify projects that require financing and work is done overnight to deliver the promises in the new day. This has resulted in heightened appetite for co-creation between all stakeholders that have a role in developing solutions through transparent and intentional consultation processes. Smart use of intellectual capital among private sector entities and across private and public sectors is contributing towards an uninterrupted provision of socio-economic services which motivates customers to pay for services that they consume.

As a stakeholder in local government, we believe everyone has a duty to drive the conversation about how we fix and re-imagine local government for the sake of posterity. Our Future of Cities campaign is our small contribution and with it we encourage all the other stakeholders to join the conversation and hopefully create the critical mass of voices we need to press the reset button.

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NORTH WEST DEDECT

NORTH WEST PROVINCE

TAKES CENTRE STAGE IN ECONOMIC DEVELOPMENT The Department of Economic Development, Environment, Conservation, and Tourism (DEDECT) in the North West has implemented a number of strategic activities to uplift communities through Economic Development.

I

n a resounding demonstration of its commitment to economic empowerment, the North West Province government, led by the Department of Economic Development, Environment, Conservation, and Tourism (DEDECT ), has intensified its support for Cooperative Financial Institutions (CFIs). The province played a pivotal role at the 2023 Cooperative Banking Institutions (CBIs) Indaba held at the luxurious Sun City, a collaborative effort with the Co-operative Banks Development Agency (CBDA).

The recently concluded Indaba aimed to assess progress in implementing the sector strategy, address challenges, and chart the way forward. Key discussions centred on elevating the cooperative banking sector as a catalyst for community development. The spotlight shone on the significance of an effective Secondary Cooperative Bank, Advocacy Association, and the formulation of a comprehensive financial inclusion policy.

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Municipal Focus

“A developing economy creates jobs. And that will uplift our people in the North West Province out of poverty – hence our commitment.”

- MEC Thlapi

MEC Virginia Tlhapi's Vision for Financial Inclusion MEC Virginia Galebekwe Tlhapi, for DEDECT, delivered a compelling message, echoing the positive reflections of the 2013 CFI Indaba and tracing the sector's journey towards promoting financial inclusion. Emphasizing the 2023 Indaba's theme, "CBIs as financial intermediaries of choice for local economic development and growth," MEC Tlhapi envisioned these institutions as key players in financing economic and social cohesion within their communities.

Addressing the demands of the Fourth Industrial Revolution (4IR), the MEC advocated for the continuous push for digital financial services in the sector. She acknowledged the global and South Africa-specific economic challenges impacting CFIs, urging the sector to strive to be the financial intermediaries of choice in both rural and township economies.

“The imperative of developing robust workplace skills plans to counter the high mortality rate of institutions cannot be over-emphasised,” Tlhapi stressed. “There is a need for well-trained leadership to prevent

MEC Virginia Galebekwe Tlhapi

non-compliance and de-registration, emphasizing the urgency to revitalize and sustainably grow operational CFIs in the North West Province.”

Challenges and Collaborative Solutions The Indaba deliberations spotlighted challenges hindering the sector's progress, with excessive regulation and budgetary constraints noted.

The CBDA, despite resource limitations, is committed to efficiently leveraging its resources to support cooperative banks across all provinces. Aligning with the District Development Model (DDM), CBDA aims to secure additional support by collaborating with relevant government departments, municipalities, government Development Finance Institutions (DFIs), and the private sector.

MEC Tlhapi underscored the challenge of financial exclusion, urging cooperatives to actively participate in finding solutions.

Notable outcomes included the establishment of the National Secondary Co-operative Bank (NSBD) and the South African Co-operative Banking Association (SACOBA), entities dedicated to promoting financial and economic inclusion while representing the sector's interests.

Celebrating Excellence and Commitment.

The Indaba celebrated outstanding achievements and contributions of cooperative banks and financial institutions nationwide. Awards were presented to recognize those dedicated to promoting financial and economic inclusion through cooperative banking models.

The event reinforced a commitment to ownership and control by the people, emphasizing the pivotal role of cooperative banking in alleviating poverty and addressing unemployment challenges. >

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NORTH WEST DEDECT The Indaba received support from institutions like the National Development Agency (NDA) and Retail Savings Bonds (RSB), showcasing their services for financial support in the growth and sustainability of cooperative banking institutions.

In a world evolving towards digital economies, North West Province's commitment to cooperative banking stands as a beacon of progress, signaling a path toward inclusive economic development and empowerment for all.

Empowering Youth for Business Licensing Compliance Implemented through the Thuntsha Lerole Accelerated Service Delivery Programme, the initiative signifies a crucial strategy to fortify ethical business practices across the province.

The department conducted a comprehensive induction, equipping the newly appointed Youth Data Capturers with in-depth training on their roles and responsibilities.

MEC Tlhapi emphasized that the

has a clear vision and understanding of the goals we are trying to achieve,” stated the MEC.

Ensuring Compliance through Data Capturers Ms. Onnicah Sithole, DEDECT’s Chief Director for Business Regulations, highlighted the critical role of the Data Capturers in ensuring compliance with the North West Business Licensing Act No. 03 of 2019. “The appointments of these Data Capturers will significantly enhance our ability to verify that all businesses operating within the province are duly licensed with their respective municipalities,” said Ms. Sithole.

Appointed for a one-year term, the Data Capturers bear the responsibility of ensuring adherence to regulatory requirements and escalating non-compliance issues to the Department’s regulatory divisions.

The stringent monitoring mechanisms in place include the submission of weekly reports for consolidation and subsequent submission to the department, and maintaining a comprehensive and up-to-date business licensing database for effective regulation.

Fostering Collaboration for Growth

THE NORTH WEST PROVINCE PAVES THE WAY FOR ETHICAL BUSINESS PRACTICES BY EMPOWERING THE YOUTH THROUGH THE THUNTSHA LEROLE PROGRAMME Confirming its commitment to job creation and economic transformation, the North West Province has taken a bold step by appointing 113 Youth Data Capturers through the Thuntsha Lerole Programme. This strategic move, announced during the 2023/2024 Departmental Budget Vote by the MEC, underscores the province's dedication to combat illegal business activities and strengthen business licensing compliance.

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primary task of these data capturers is to identify and address illegal tuckshops operating without licenses or using fraudulent documents. The initiative aims to curb criminal activities and ensure the legality of businesses, with Data Capturers playing a pivotal role in conducting thorough checks on every business outlet in their assigned areas to verify licenses and compliance with regulations.

“Our province is plagued by illegal tuckshops that are not registered and operating without the necessary licenses. As the department responsible for regulating businesses, we need assistance in identifying and registering these outlets. We are conducting this induction and workshop to make sure that everyone involved in this operation

Encouraging collaboration between business owners and Data Capturers, the department envisions a wellregulated environment that fosters growth and economic prosperity in the North West Province. By working together, businesses can contribute to a positive and compliant business landscape.

The Thuntsha Lerole Programme stands as a testament to the North West Province's commitment to its pronouncements on job creation and economic transformation, providing youth with a platform to actively contribute to ethical and regulated business practices. As these Data Capturers embark on their mission, the province takes a significant stride toward a brighter, more compliant business future.

THE PROVINCIAL DEPARTMENT AS GUARDIANS OF THE WILD: STING OPERATION THWARTS ILLEGAL PANGOLIN TRADE In a bold move to safeguard endangered wildlife, the North West DEDECT in collaboration with Environmental Inspectors, Eco Force, North West Parks and Tourism Board, Mahikeng Highway Patrol, and Vryburg Stock Theft Unit, has achieved a major victory with the successful undercover operation targeting illegal pangolin trade.

Coordinated Effort Yields Results The well-coordinated operation unfolded with precision, leading to the apprehension of four suspects involved in the illicit trade of critically endangered pangolin species.

The collaborative effort involved Environmental Inspectors, Eco Force, North West Parks and Tourism Board, Mahikeng Highway Patrol, and Vryburg Stock Theft Unit.

Acting on credible information from an anonymous source, authorities

obtained a 252A undercover authorization. The undercover agent made contact with the sellers, culminating in a meticulously executed buy-and-bust operation at the Puma Filling station in Stella, Naledi Local Municipality.

Four male suspects from Mahikeng were apprehended during the operation, with one managing to escape the scene.

Confiscated items included a pangolin, four cellphones, and a VW Caravela mini-bus.

Legal Consequences for Offenders The arrested individuals, Michelle Cameron (44), Steven Melody (39), Oikanyeng Tsimane (36), and Thabo Sekitlano (28), faced charges of contravening the National Environmental Management Biodiversity Act 10/2004 57(1) and CITES Regulation (16) (1) (b). Pangolins, classified as critically endangered species and listed on CITES Appendix 1, are strictly prohibited from trade.

Jonathan Denga, Director of Biodiversity Management within DEDECT, emphasized the national protection of pangolins under the Threatened

and Protected Species Regulation. He urged community members to avoid engaging in transactions involving listed species, highlighting the severe legal consequences associated with such activities. The suspects made their first appearance at Vryburg Magistrate Court, and the case was postponed pending a bail application.

Commitment to Wildlife Preservation The Provincial Department commended the team of inspectors for their exceptional dedication and efforts in executing this successful operation.

The province reaffirms its commitment to taking robust action against all forms of illicit wildlife trade, ensuring that perpetrators face the full force of the law.

This recent victory stands as a testament to the North West Province government's unwavering commitment to the protection of protected species.

As guardians of the wild, they continue to strike against those who threaten the delicate balance of our natural heritage, reinforcing the collective commitment to preserving the precious wildlife heritage for generations to come. 

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SANRAL

SANRAL

SETS ITS SIGHTS ON A MASSIVE R28 BILLION ECONOMIC INJECTION INTO THE CONSTRUCTION INDUSTRY OVER THE NEXT FEW MONTHS

OF ENGINEERING EXCELLENCE

The Msikaba Bridge South Bank pylon is at 81% completion at a height of 84.2 metres

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The South African National Roads Agency SOC Limited (SANRAL) will inject R28 billion into the economy over the next six months, starting with the conclusion of 77 contracts worth more than R6 billion which were put out to tender at the end of last year.

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his will be followed by at least another 70 tenders before the end of the first half of this year, indicating the national roads agency’s strong role in the economic recovery of the country through its investment in infrastructure development. SANRAL has invested more than R120 billion into the economy over the past five years.

Last year, SANRAL celebrated 25 years since its inception in 1998 under the first administration of President Nelson Mandela. Its mandate is to develop, build and maintain South Africa’s national road network, while ensuring that it makes a significant difference in the lives of people living in communities affected by these roads.

South Africa has a total road network of approximately 750,000km with an estimated value of R2.1 trillion, the longest road network on the African continent and the 11th longest in the world.

SANRAL manages the national road network of 23,559km, which equates to four percent (4%) of South Africa’s total road network.

This four percent carries 40% of all annual vehicle traffic and up to 70% of all long-distance freight. In short, SANRAL oversees a critically important road network and injects billions of rands into the economy through maintenance as well as the construction of new roads and bridges.

The construction and maintenance of road infrastructure has a direct impact on the movement of goods and people across South Africa, which impacts overall economic growth.

In the last five years SANRAL has rolled out more than 1,200 projects

worth some R120-billion.

For the construction industry, this gives real meaning to public-private partnerships in which the stateowned enterprises play a significant role in investments in transport infrastructure.

These 1,200 projects mean that ordinary citizens who were previously excluded from economic opportunities have found ways to do business and participate in the economy. The impact of the government’s investments in road infrastructure is felt far beyond small businesses; it penetrates deep into the hearts of marginalised communities. This illustrates how national government has created an economic climate conducive to growth, with the public sector helping to drive economic recovery, creating jobs and dignity for South Africans, and ultimately fighting poverty and inequality.

In January, SANRAL announced an injection of up to R28 billion into the construction industry in the first half of this year. As part of SANRAL’s efforts to deepen transformation and in terms of its Interim Preferential Procurement Policy (PPP), at least 30% of these will be allocated to smaller black-owned construction companies. Thro ugh these contracts, SANRAL aims to ensure that small businesses graduate to become major construction companies.

SANRAL’s Chief Executive Officer (CEO), Reginald Demana, said that wherever the SANRAL projects are, the agency has a mandate to ensure that value flows through to smal l, medium and micro enterprises (SMMEs) and local communities.

The announcement comes after SANRAL closed 77 tenders worth R6.43 billion in December 2023. The agency is on a mission to accelerate work in the construction industry early in the first half of 2024. SANRAL intends to put out at least another 70 tenders to the market in the next couple of weeks resulting in > Municipal Focus

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SANRAL

Mount Edgecombe Interchange in Durban

about R28 billion of tenders advertised under the Interim PPP in the current 2023/2024 financial year.

The 77 tenders were readvertised following the SANRAL Board’s withdrawal of the Preferential Procurement Policy (PPP) which it had adopted in May 2023. The adoption of a new PPP in May 2023 was necessitated by the Constitutional Court judgment of February 2022. The case between Afribusiness NPC and the Minister of Finance nullified SANRAL’s PPP, which was effective at the time, and led to SANRAL’s introduction of a new PPP aimed at accelerating the slow pace of transformation in the road construction industry.

The Board announced on 24 October 2023 that it had withdrawn the PPP after several construction companies launched legal challenges against the policy.

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These challenges resulted in SANRAL being prevented from processing tenders worth billions of Rands, with significant negative consequences for the construction industry and related jobs.

In the interest of avoiding protracted legal battles, the Board withdrew the policy while at the same time committing the roads agency to move speedily to consult interested and affected parties on a proposed interim PPP. Subsequently SANRAL launched a national public consultative process which began on Tuesday 31 October and ended on 21 November 2023.

The consultations were well attended and all oral input as well as 162 written comments were considered in developing the Interim PPP. The work that SANRAL has put out to market is spread across the entire country through its four regions:

•

The Western Region ( Western Cape and Northern Cape) will get contracts worth R600 million.

•

The Southern Region (Eastern Cape) will get contracts worth R2.8 billion.

•

The Eastern Region (Free State and KwaZulu-Natal) will get contracts worth R2.1 billion.

•

The Northern Region (Gauteng, Limpopo, Mpumalanga and North West) will get contracts worth over R500 million.

The Eastern and Southern regions are allocated much bigger portions as they encompass significant infrastructure projects such as the N2/N3 expansion in KwaZulu-Natal and N2 Wild Coast project in the Eastern Cape. “ The full rollout of the additional contracts, that we are going to

issue will include dividing the R28 billion across the entire country, in all provinces. We try and make sure that we are distributing work and tenders equitably so that we don't leave any part of the country feeling that we are not looking after the national road network in their area,” said Demana.

SANRAL is also rolling out massive projects across the country over the next few years, some of which will move well into the next decade.

Some of the biggest projects underway are the following: KwaZulu-Natal is the site of a R40bn project to upgrade and expand the N2 and N3 freeways, part of our country’s major transport corridor between the economic capital

of the continent, Johannesburg in Gauteng, and the port city of Durban in KZN. This project entails approximately 135km of construction works along the N2 (55km from Lovu River on the South Coast to Umdloti on the North Coast) and N3 (80km from Durban to Pietermaritzburg). It will create more than 15,000 job opportunities over the eight (8) to ten (10) years of the project. There are six (6) of the fourteen (14) packages currently under construction and there are a lot more in the pipeline.

The Eastern Cape is host to the more than R20bn N2 Wild Coast Road project, a 410km stretch of road from East London to the Mtamvuna River on the boundary of the Eastern Cape and KwaZulu-Natal (KZN).

The N2WCR project features two mega-bridges, Mtentu and Msikaba, and strategically positioned to connect four provinces: Western Cape, Eastern Cape, KwaZulu-Natal and Mpumalanga. Construction will create approximately 8,000 direct full-time equivalent jobs, with a wage bill of roughly R750 million and between 21,300 and 28,100 indirect jobs.

The R573 Moloto Road project is estimated to cost R11.5 billion and spans the provinces of Gauteng, Limpopo and Mpumalanga leading to some 12,000 jobs across the three provinces. SANRAL has invested R3.7 billion for the first phase in the Mpumalanga and Limpopo sections.

SMMEs will benefit to the tune of 30% of the project value. Work is progressing steadily across all three provinces.

As SANRAL embarks on this extensive rollout of tenders, the aim is to stimulate economic growth, promote infrastructure, development and create opportunities across the country. 

SANRAL has introduced four traffic circles, three in Mpumalanga and one in Limpopo as speed-clamping measures

CONTACT DETAILS Tel: +27 (0) 12 844 8000 Website: www.nra.co.za SANRAL Head Office: South African National Roads Agency SOC Limited (SANRAL) 48 Tambotie Avenue, Val de Grace, Pretoria, 0184 PO Box 415, Pretoria, 0001 N2 KwaMashu upgrade. The 37-month construction project will see approximately 13,7km section of the National Route 2 (N2) upgraded from a two-lane dual carriageway to up to eight-lane dual carriageway

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NASHUA KOPANO

SIX STEPS TO PROTECT YOUR BUSINESS FROM POWER OUTAGES IN 2024

By Chris Kruger, Managing Director at Nashua Kopano

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s we enter the new year, one safe prediction is that power outages will continue to be one of the major challenges that South African businesses need to navigate. But businesses are not only contending with near-daily load shedding, they are also facing continuous increases in the tariffs they pay for an unreliable power supply. They are also under pressure to reduce carbon emissions.

Businesses that are best able to protect themselves against the disruptions

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and high operational costs of load shedding and the impact of higherthan-inflation electricity price increases will thus be able to get a significant competitive advantage.

In this context, it’s vital for every organisation to become smarter about power consumption as well as to investigate alternative energy solutions.

Here are six steps your business can take to improve energy resilience and efficiency in the year ahead:

1

Partner with a trusted energy solutions provider Energy efficiency and access to power should be treated as a strategic

concern rather than as a tactical matter. A good starting point is to seek a partner that can help you achieve higher levels of sustainability and energy efficiency in your business. Find a partner that can look at your energy needs from a holistic perspective and work with you to shape a long-term plan.

With the cost of hardware plummeting due to the high demand and overstocking, the only real variable becomes a trusted energy solutions provider. As energy is a long-term investment, you need to make sure you partner with a company that has been around for a long time and will continue to

be here when you will require future maintenance and changes.

2 Audit your energy usage Before implementing alternative or backup energy solutions, start with an audit of your current energy consumption. This will help you to understand your electricity usage patterns as well as any potential wastage of energy in your environment. Smart electricity data / usage loggers using Internet of Things (IoT ) technology and intelligent automation software can help produce the accurate data you need to optimise energy consumption.

3 Improve efficiencies Before you implement alternative or backup power solutions, it makes sense to improve your energy efficiency.

IoT driven innovations such as smart thermostats, smart lighting and smart plugs can help you to avoid wastage of power by, for example, keeping lighting on when no one is in the office or leaving energy-intensive appliances and equipment on when not in use.

Other quick wins can come from replacing less energy-efficient devices and equipment—such as older printers and computers—with newer gear.

This approach enables you to reduce consumption and start transitioning to alternative energy, with a focus on choosing a solution correctly sized for your more energy efficient business.

4 Create your roadmap

5 Choose and implement solutions • With a roadmap in place, you can start to roll out your energy solutions.

It’s not necessary to take a big-bang approach. You can start with modular solutions that address your most immediate needs and gradually build up your energy independence. Each energy solution has its own benefits and strengths, so you need to make sure that the solution you choose supports your needs.

For example, if you have employees working from home and you want them to be online during a power outage, you might want to consider portable backup power system such as a lithium based portable power station If you have energy-intensive loads, such as industrial equipment, you may need to invest in backup diesel generators.

Solar, however, is emerging as the solution of choice for general office use. It’s cleaner and quieter than generators, reliable, and increasingly affordable.

Solar comes in three major variations: •

A grid-tied system is connected to the municipal grid and uses any electricity generated from the solar panels when the sun is shining but makes up the difference needed by drawing it from the grid. Such a unit saves you money on your power bill but will not function during load shedding.

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An off-grid system is where there is no access to public electricity supply. The solar system generates power and stores any excess in batteries for use

With a more optimised environment and a clearer view of your energy consumption, you can start to create an energy efficiency and security strategy that meets your long-term needs. To create your roadmap, think about what is most important for your business right now and what you would like to achieve in the longer run.

In the near-term, evaluate which devices, appliances, machines, lights, and so on, you want to keep running through load shedding and for how long. This will help you to size the alternative power and

at high usage times, nighttime and cloudy days. Often these are coupled with diesel generators to prevent a complete outage. As great as this sounds, it’s just too expensive for most businesses.

backup solutions you need to meet your most immediate operational requirements. But also take a longterm view on how you can reduce energy costs and carbon emissions through your energy strategy.

A hybrid system uses solar power during the day, with excess power charging your batteries for later use at night or during power outages. The hybrid solar system takes your solar PV, mains, batteries, and optional generator – combines and stabilises it all into one system to supply your electricity loads.

The beauty of solar is that you can start small and evolve your system according to your business needs.

You can implement the solution in phases, starting first with the batteries and inverter or the panels and inverter, then adding more panels and batteries over time. With a range of financing options and tax incentives for solar investment, moving to solar makes more and more business sense.

6 Monitor and optimise It’s important to continuously monitor how well your energy plan is working for you. Intelligent monitoring software can give you more detailed real-time reports, so that you can monitor your power usage and spending to track ROI from your investments. Be sure to include the business continuity and sustainability benefits in your ROI calculations. 

Municipal Focus

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BA-PHALABORWA MUNICIPALITY

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Municipal Focus

SUPPORTING THE

LIFECYCLE OF WATER We enable our customers to drastically improve the way water and wastewater are managed, conserved, reused, and returned to nature.

Innovative, smart technology solutions for water and wastewater Proven expertise across industries and the water cycle Unmatched service and customer support

Find out how we can solve water together.

PRESIDENCY

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ddressing communities in the Northern Cape on the 18 January 2024 at the project’s launch in Kimberley, President Ramaphosa described the mega-housing project as the biggest in the history of the province.

Over the course of the next 12 to 18 months, in a programme valued at R1 billion, over 4,000 houses will be built in municipalities across the province.

President Ramaphosa said the project is going to help reduce the housing backlog in the Northern Cape, as more people have access to housing in urban and rural areas. He stated that the most vulnerable in our society will be prioritised as beneficiaries of this mega-housing project.

“We will strive to ensure that the elderly, childheaded households, military veterans and persons with disabilities get priority in the allocation of these houses,” said Ramaphosa.

“What is significant about this project is that it will also address the housing needs of the so-called ‘missing middle,’ people who have a form of income but do not qualify for either subsidised housing or home loans with commercial banks.

“Through this project, thousands of families will now have a home they can call their own, an asset that can be used to improve their lives and access financing for their needs, and a home that can be passed on to future generations,” stated President Cyril Ramaphosa the President.

The poorest will be prioritized with funds being allocating to eradicate informal settlements and unsuitable housing structures like mud homes.

“This project is going to create work and business opportunities in the Northern Cape across its lifespan.

PRESIDENT RAMAPHOSA LAUNCHES A R1 BILLION HUMAN SETTLEMENTS PROJECT IN THE NORTHERN CAPE 64

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These opportunities will be in the construction itself, in the sourcing and production of building materials, in the laying down of bulk infrastructure, in the supply of professional services and other economic activities associated with the project.

“We will be prioritising women and youth-owned businesses. We are determined that it will be Northern Cape residents and Northern Cape businesses that will benefit from the opportunities that will be created,” the President said.

He assured residents that the province has put measures in place to ensure these housing projects are delivered within the projected timeframes, according to budget and without any wastage or corruption.

Reflecting on the social housing structures in Roodepan and in other parts of the municipality that were not built according to quality standards, with some facing challenges with wastewater drainage and groundwater seepage, the president assured the communities that this will not be allowed to happen again.

“We are going to ensure that the contractors appointed to this project observe the highest construction standards,” said the President.

30 years since achieving our democracy Ramaphosa said that we should celebrate the progress we have made as a country in expanding access to housing since the advent of SA’s democracy. “Last year, Statistics South Africa released the results of Census 2022, which give an indication of the strides we have made in improving the lives of the South African people. When the census was conducted in 2022, nearly 9 out of every 10 households were living in formal dwellings.

“When the first census in a democratic South Africa was held in 1996, only 6 out of every 10 households lived in a formal dwelling. Today, 8 out of every 10 households have access to piped water either inside their home or in the yard, he stated.

He said over 4.7 million housing opportunities have been provided since the advent of democracy. This includes stand-alone houses, multiple storey and multi-unit buildings and serviced stands. Security of tenure has been granted to the many households who live in pre-1994 government rental houses.

Speaking of the renowned native, Sol Plaatje’s book that was published over a century ago called Native Life in South Africa, the President reminded us of the conditions of the so-called native locations, over-crowded places of despair for a people “driven from their homes, their homes broken up, with no hopes of redress.”

He reminded us of the oppressive laws of the day, where the inhabitants of these native locations could not as individuals own land or gain separate title as owners. Black people could not own land or homes in most urban areas.

Many had to rent flats and houses from the apartheid state in the locations designated for their race.

Some became family homes, in which generations were raised, but were never owned by their inhabitants. In other cases, permits were granted to build houses in the townships, but the state still owned the land on which they were built.

Explaining the road travelled in the

past 30 years and since the advent of democracy, the Presidency highlighted that it was these atrocious indignities that government has been working to correct.

He said government’s work over the past 30 years was to work towards eradicating spatial inequality by building socially and economically sustainable human settlements close to places of work, study and recreation.

“The launch of this project today is a further demonstration that we are making good on our commitment to fulfil the human rights of all South Africans.

“I want to commend Premier Zamani Saul, Minister of Human Settlements Mmamoloko Kubayi, the Northern Cape Provincial Government and National Treasury for making this approach possible.

“Through this project, thousands of families will now have a home they can call their own, an asset that can be used to improve their lives and access financing for their needs, and a home that can be passed on to future generations,” said Ramaphosa.

In concluding, the President said: “In this, the 30th year of our freedom, let us look to the future with hope as we work to build a better South Africa.” 

NC Premier - Zamani Saul

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COEGA

THE COEGA DEVELOPMENT CORPORATION (COEGA) SETS THE BAR HIGH The AGSA presented awards to government departments and public entities that achieved clean audit results.

Being recognised for its commitment to financial excellence is testament to the hard work and dedication of the entire Coega team and its stakeholders in ensuring that the organisation complies with good governance and financial management standards in accordance with the PFMA and other related National Treasury Prescripts.

By attaining yet another clean audit, Coega has reinforced its reputation as a reliable and trustworthy entity, positioning itself as an attractive partner for local and global investors and stakeholders.

Particularly, this award recognises the following achievements that Coega strives for, every year: •

COEGA RECEIVES ITS 4TH CONSECUTIVE AUDIT

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oega Development Corporation (Coega received the Public Finance Management Act (PFMA) Clean Audit Award for the financial year 2022/23 from the Auditor

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General South Africa (AGSA), at the Premier's 2023 Year End Reflections glittering event hosted by the Eastern Cape Province hosted on Wednesday, 13 December 2023 in East London.

•

•

•

A full commitment to excellence, including sustained clean audit outcomes.

A full commitment to Good Governance and controls and systems that clients and partners can rely on.

Credible financial statements fully aligned to international financial reporting standards.

No areas of noncompliance or findings on the reported performance identified by the Auditor-General of South Africa.

“Coega's financial management practices adhere to the highest standards of transparency and accountability, reassuring tenants, stakeholders, partners, and clients, and boosting public confidence in general.

Such recognition reflects the concerted efforts made by Coega's finance team, management, and employees to maintain strict compliance with applicable legislation and financial regulations, as well as the optimal use of resources. By attaining yet another clean audit for the fourth consecutive year, Coega has reinforced its reputation as a reliable and trustworthy entity, positioning itself as an attractive partner for local and global investors and stakeholders,” says Mr. Rodger Hill, Coega’s Chief Financial Officer (CFO).

Moreover, sustaining a clean audit signifies that Coega has maintained the financial controls and systems, whilst reducing the likelihood of financial irregularities, fraud, and mismanagement. By upholding financial discipline, Coega not only mitigates financial risks but also aligns with international best practices, establishing a solid foundation to stimulate sustainable economic growth and development.

This creates an opportunity for the organisation to assist other stateowned entities and government departments to achieve the same.

creation during the financial year, contributing a total of 15 222 jobs created (5 844 construction and 9 378 accumulative operational jobs).

Furthermore, the organisation trained over 3 932 people. In terms of both SEZ and non-SEZ programmes, the organisation generated an impressive overall revenue of R609.3 million.

To-date, Coega is home to 58 operational investors across diverse sectors (and growing), with a combined investment value of R11.96 billion. Notably, the Coega SEZ stands out as a preferred investment destination, with approximately 31% of investments being Foreign Direct Investment (FDI), ranging from small, medium, and micro enterprises (SMMEs) to large global exporters.

Coega has also excelled in SMME procurement spend, achieving a remarkable 47.93% for the 2022/23 FY, in line with its vision to be a leading catalyst for the championing of socio-economic development.

In addition, Coega has achieved a Level 1 B-BBEE certificate, improving from Level 3, last year.

During the year, Coega secured nine (9) new investors, with a combined investment value of R1.224 billion, underscoring the Coega Special Economic Zone (SEZ) as a preferred investment destination, and leader in African SEZ operations and development. These investments span various sectors, including logistics, agro-processing, chemical, and general manufacturing clusters.

The Corporation’s good performance is a result of its position as a plug and play investment destination, diversification strategy in terms of revenue generation, market development into the African continent, and its reputable global brand image. The Corporation’s focus is centered on achieving impact and outcome statements, namely, financial sustainability, increased strategic economic advantage for targeted industries, and economic opportunities for the marginalised.

Additionally, Coega has made a substantial contribution to job

Looking ahead, Mr. Rodger Hill expressed confidence about the

current financial year’s performance: “Coega has already signed four (4) new investors with an investment value of R385 million in the first quarter (April to June 2023), while in September the Stellantis Group confirmed a R3 billion investment set to be operational in early 2026 in line with the Group’s Dare Forward Strategy. The CKD plant is earmarked to manufacture 50 000 vehicles, with capacity to achieve 90 000.

Coega is optimistic about its forecasted performance for the remaining six months of the financial year to March 2024, as the organisation continues to be engaged in various government infrastructure development and maintenance projects throughout South Africa, and other projects throughout the continent as an Implementing Agent of Choice.”

Sustaining a clean audit signifies that Coega has maintained the financial controls and systems, whilst reducing the likelihood of financial irregularities, fraud, and mismanagement. By upholding financial discipline, Coega not only mitigates financial risks but also aligns with international best practices, establishing a solid foundation to stimulate sustainable economic growth and development.

This creates an opportunity for the organisation to assist other stateowned entities and government departments to achieve the same.

Coega remains steadfast in maintaining its clean audit status going forward through good corporate governance, as the organisation continues to implement its Five- Year Strategic Plan 2020/21 – 2024/2025, endorsed by its shareholder and Board of Directors, and supported by partners and stakeholders, concludes Hill. >

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COEGA

COEGA COMPLETES THREE EC SCHOOL INFRASTRUCTURE PROJECTS VALUED AT OVER R185 MILLION

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institutions are key in providing quality education to the local community and will help contribute to building a brighter future for the students.

These transformative projects, which began in 2017, have now reached practical completion and are set to significantly impact the educational landscape in the region, says Dr Ayanda Vilakazi, Coega’s Head of Marketing, Brand and Communications.

Coega is pleased to have served as the Trusted Implementing Agent (IA) of Choice for these important projects and is proud of the significant impact they will have on the local community. The completion of these projects demonstrates Coega’s commitment to delivering high-quality infrastructure that supports and enhances education in the Eastern Cape Province.

The projects, which include Cebe Junior Secondary School, Krazukile Senior Secondary School (SSS), and Tyali High School, located in Centani, have a combined value of over R185 million. These educational

Mr. Siyabulela Ntanta, Coega Programme Manager, said that as Coega concludes the year on a high note, the organisation looks forward to the positive impact these completed projects will have

he Coega Development Corporation (Coega) is proud to announce the successful completion of three key educational institution projects in the Eastern Cape Province that were commissioned by the Department of Education (DoE).

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on the educational sector in the Eastern Cape Province in 2024.

“We remain committed to partnering with the Department of Education and other stakeholders to contribute to the development and improvement of educational facilities in the region.

We take immense pride in the impactful work we undertake for local communities, enriching the lives of learners and contributing to the broader landscape of education for all.

These projects stand as a testament to our commitment to advancing educational infrastructure and cultivating environments conducive to learning. The unique scope of each school project we undertake as Coega aligns with our goal of delivering quality educational

facilities, on time, within scope and budget,” says Ntanta.

Cebe Junior Secondary School, valued at R59 million, has successfully reached practical completion. The project generated 89 jobs, allocating 33.75% procurement spend to local SMMEs, and included the construction of new classrooms, an administration block, a science lab, and various other facilities. The attentive planning and execution are evident in the project’s successful outcome.

Krazukile Senior Secondary School, with a project value of R52 million, showcases Coega’s commitment to education development. The project involved the construction of 2 new classrooms, an administration block, a science lab, and multipurpose and library facilities, among others.

The project, having created 75 jobs, with 34.7% of the construction work awarded to local SMMEs. Tyali High School, with an investment value of R74 million, is another testament to Coega’s dedication to

education infrastructure. The project, now practically complete, involves the construction of 14 new classrooms, an administration block, a science lab, library, and more. With 84 jobs created and 24.60% of the project benefiting SMMEs, this school stands as a model for comprehensive educational development.

Ms. Nokuzola Bota, Coega Project Manager, outlines the comprehensive nature of project execution: “ The overview of the execution includes initiation, planning, execution, monitoring and control, and closure. Each phase is undertaken to ensure the success and sustainability of the project. From the initial stages of planning to the monitoring and control throughout implementation, our approach is strategic and thorough. The final phase of closure signifies the fulfilment of our commitment to delivering quality outcomes.

positive impact on the communities we serve," adds Ms. Bota.

Coega remains steadfast in contributing to the growth and enhancement of educational infrastructure, fostering a brighter future for communities. The successful completion of these projects, with due consideration for local economic upliftment and job creation, reflects Coega’s dedication to socio-economic development in line with its vision of being a leading catalyst for championing of the socio-economic development.

Therefore, Coega continues to be a beacon of hope, forming partnerships with stakeholders in the delivery and maintenance of infrastructure projects throughout the country and the African continent, concludes Dr Vilakazi. 

“ This execution framework reflects our dedication to excellence in every aspect of project management.

We ensure that every project we embark upon leaves a lasting and

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The National Fund for Municipal Workers (NFMW) has grown to be THE LARGEST FUND WITHIN LOCAL GOVERNMENT with a membership base of more than 56 000(employees and councillors) throughout South Africa and R27-billion in assets under management.

OUR MEMBERS ARE AT THE CENTRE OF WHAT WE DO, our decisions, our behaviours and the strategies that we employ in the management of the Fund. We pride ourselves in providing EXCELLENT SERVICE and the ADMINISTRATION COSTS ARE ONE OF THE LOWEST IN THE INDUSTRY, which translates to less of our members’ contributions going towards costs and more towards retirement savings.

Our EXCELLENT LONG-TERM INVESTMENT PERFORMANCE TRACK RECORD puts us on par with the best global balanced managed portfolios in South Africa and ahead of our peers in Local Government.

THE FUND HAS WON NUMEROUS INSTITUTE OF RETIREMENT FUNDS AFRICA BEST PRACTICES INDUSTRY AWARDS. These awards are a testament to the Fund’s compliance with all regulatory and other statutory requirements and above all, recognition for setting the benchmark of excellence in Local Government.

INVESTED IN THE PSYCHOLOGICAL AND FINANCIAL WELLNESS OF ALL OUR MEMBERS The NFMW offers holistic personal financial planning, advice and retirement counselling, which include retirement planning, investment planning, estate planning and tax planning for all members. Our psychological and health wellness programme offered to our members and their immediate family members allows them access to a free and confidential health resource which provides counselling and support services in their personal life and at work. Living our vision of positively impacting the lives of our members, their families and their communities, today and tomorrow.

“Given our commitment to good governance, impactful investing with financially sound investment returns, care for our members and responsible leadership, value to our members is guaranteed”.

Leslie Ndawana, Chief and Principal Executive Officer of the National Fund for Municipal Workers

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 JOE GQABI ECONOMIC MUNICIPALITY DEVELOPMENT Invest andAGENCY tour in West Rand (JOGEDA)

Hosts successful 8th Joe Gqabi SMME CITYInvestment OF MATLOSANA and Summit

MUNICIPALITY City of people move CITY on OFthe JOBURG

Initiates rehabilitation of Lillian MOPANINgoyi DISTRICT Street

MUNICIPALITY CITY OF UMHLATHUZE In good hands

Airlink aircraft upgrade enhances capacity and economic opportunities

OVERSTRAND LOCAL MUNICIPALITY

Awarded for excellent water management

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NEWS JOE GQABITO ECONOMIC WELCOME THE CITYDEVELOPMENT OF AGENCY (JOGEDA) MATLOSANA

HostsOF successful 8th THE Joe Gqabi CITY PEOPLE ON MOVE SMME and Investment Summit

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? The Joeunforgettable Gqabi Economic Development Create memories Agency (JoGEDA), an entity of the Joe at our quality business and leisure Gqabi District Municipality, hosted its accommodation venues which 8th Joe Gqabi SMME and Investment include conferencing, wedding and Summit on Wednesday, 29 November spa facilities. The City has a wealth of 2023 at the Limakatso Conference attractions for visitors: Centre in Aliwal North.

• Adventure The summit broughttourism together • Wildlife tourism stakeholders from business, • Medical government, andtourism higher education • mull over Wellness tourismeconomic to Joe Gqabi’s

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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 development importance astrajectory. a healthy city is productive and constitutes prosperity.

As part of the programme, 16 budding We boast well-developed medical SMME owners from the district facilities, which enhances and were handed NQF level 5 business promotes the certificates competitivefrom advantage development the of Matlosana as a major Medical University of Stellenbosch’s SmallHub in the North West Province.

Business Academy (SBA). Services include: general and private medical fascilities, andGqabi dental These werecasualty/trauma presented by Joe services.Municipality Most clinics Executive focus on primary District Mayor health care services.

Cllr Nomvuyo Patricia Mposelwa,

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 JoGEDA Board radiology unit.Chairperson Gcinumzi Qotywa and JoGEDA CEO Ayanda Gqoboka.

PRIME LAND FOR DEVELOPMENT The initiative is a strategic N12 Development Route was collaboration between JoGEDA and identified by the municipality the University of Stellenbosch Business as a flagship project for golden School that sees select small business opportunities in the following sectors: owners ushered into an ecosystem housing, business, industrial, that nurtures SMMEs through heritage, mining, tourism, sport as well as entrepreneurship training, mentoring, recreation. and technical guidance.

To date, the SBA programme has supported 150 SMMEs in Joe Gqabi.

SBA Operations Manager Gabby Emjedi said the course enables SMMEs to develop, grow and sustain their businesses.

The four-course module 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.

include business essentials, finance, marketing as well as the business plan, Emjedi said.

Gqoboka said: "Eight years ago we partnered with the University of Stellenbosch Business School to train our small businesses because we established through research that the first thousand days of any business are quite tough and that most businesses fail because they lack

the elementaries of presenting their cases to financiers, and they don’t understand the intricacies of their businesses.”

"The reason why we have this summit is so that we can bring in partners who are in the space so that they can talk to us about the opportunities that are out there and show us how to access those opportunities.”

- JoGEDA Board Chairperson Gcinumzi Qotywa

Gqoboka continued: "This programme teaches them to understand those intricacies, and they are able to package their Agriculture is present one ofthem the business plans and tomainstays the banks andofunderstand their Matlosana, businesses much better. We have which proudly boasts trained 150 enterprises in various a region rich These with sectors sectors since 2016. agricultural potential. include agriculture, manufacturing, and construction andiswe have The emphasis focused also plugged them to various on field crops, such as opportunities that we have.”

maize, wheat, sorghum,

sunflowers, etc... her joy Cllr Mposelwa expressed during her Keynote address at the summit: "This is how we as Joe Gqabi are contributing to targets outlined in 2030 National Development Plan of the country,” she said about the district facilitating the business development training of 150 SMMEs since 2016.

Outlining the purpose of the summit Qotywa said: "The focus has always been on ‘how do we get jobs?’, I think it should change to ‘how do we facilitate the creation of jobs?’ what opportunities are out there that we can tap in to be able to create jobs?”

Qotywa continued: "The reason why we have this summit is so that we can bring in partners who are in the space so that they can talk to us about the opportunities that are out there and show us how to access those opportunities.”

One of the 16 graduate SMME owners in the summit, Bukeka Bhoqwana of Zakhe Youth Development, said she was looking forward to further growing her business that already employs 25 people near Sterkspruit.

Zakhe Youth Development produces cabbage, potatoes, and spinach for distribution in retail stores, hawkers and public schools. The company is in Bikizana Village on the riverbank of Senqu and make use of 10 hectares communal land that is well fenced, has storage facility and abundant water supply.

NATIONAL FRESH PRODUCE

Joe Gqabi Investment MARKET Opportunities

The Market is the property of Peach Stone Fruit the Cityand of Matlosana and was Joe Gqabi District Municipality established in 1980 and it is ranked presents agricultural 8th out ofnumerous 17 Fresh Markets in the enterprise opportunities, including a country according to turnover. conclusion that stone fruit (peaches) is one of the enterprises which With five Market agents, the market are highly suitable at Senqu Local supplies customers as far as Botswana, Municipality. Project preliminary Kimberly andhave Vryburg. assessments been conducted by the Agricultural Research Council which included soil and water CONTACT DETAILS requirements samples, infrastructure and challenges faced at the project Address: Cnr Braamfisher & site.

OR Tambo Streets, Klerksdorp This is 8000/ well underway for Tel:project 018 487 commercialization 018 487 8800of an initial 100ha from communal land and the process Email: communications@ ofklerksdorp.org land acquisition has started with the local traditional authority and CityofMatlosanaUpdates Department of Rural Development @MatlosanaCom and Land Reform together with all Cityofmatlosanamunicipal other stakeholders. This project also forms part of one of the District

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MUNICIPAL

NEWS WELCOME TO THE CITY OF MATLOSANA

•

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.

Grain Project The Crop Production Programme is a maize project facilitated by JoGEDA and implemented by Chris Hani CoOperative Development Centre in Hlankomo Village. The land is owned by the Hlankomo Primary Cooperative.

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.

Elundini Middle-Income Housing Joe Gqabi District Municipality and its local municipalities have an obligation to provide adequate housing for the citizens of the district. In striving to fulfill this obligation, Elundini Local Municipality signed a memorandum of understanding with JoGEDA to facilitate the development of middleincome housing in Ugie.

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.

Senqu Commercial Property Development JoGEDA has been given developmental The city prides itself on having rights by Senqu Local Municipality to five private hospitals, two government facilitate the development of small hospitals, including the largest scale mixed-use commercial property state hospital in the North West investment in Sterkspruit.

Province and 15 clinics including mobile clinics.University It also boasts the only Stellenbosch Small fully contained oncology unit in the Business Development Programme North West Province, which offersis The primary goal of this program toa comprehensive empower local SMMEs with the service at four knowledge, skills, and resources pathological laboratories and hasthey need to thrive, grow their businesses, the latest MRI scanner at the and become self-reliant.

The program radiology unit. comprises theoretical training, mentoring, workshops, and engaged PRIME LAND FOR DEVELOPMENT learning, enabling SMMEs to enhance their business operations.

N12 Development Route was identified by the municipality The 8th Joe Gqabi SMME and as a flagship project for golden Investment Summit demonstrated opportunities in the following sectors: the strategic value of sustainable housing, business, industrial, heritage, partnerships to develop and empower mining,astourism, sport as well asgrowth people key lever in realising recreation. and development in a rural economy.

CITY OF PEOPLE ON THE MOVE

WHY VISIT THE CITY OF MATLOSANA? Development Model Projects.

Industrial Development Corporation Create unforgettable memories project preparation support has been at our quality business and leisure sought to ensure successful packaging accommodation venues which and financing. include conferencing, wedding and spa facilities. The City has a wealth of District Wide Wool Project attractions for visitors: Eastern Cape is one of the highest wool producing provinces in the • Adventure country.

According tourism to the latest wool • Wildlife tourism statistics from Cape Wool SA, Eastern • Medicalfortourism Cape accounts roughly 38.6% of • national Wellness the wool tourism production,

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

MATLOSANA AS A MEDICAL HUB and Gqabi District Municipality is To usJoe health care is of paramount the second highest producer importance as a healthy city isof wool in the province. productive and constitutes prosperity.

We boast well-developed medical The project aims to: facilities, which enhances and the competitive advantage •promotes contribute to an improvement in of Matlosana as a major Medical Hub the quality of wool produced in in the West Province. Services theNorth district general and private medical •include: facilitate formation of strategic fascilities, casualty/trauma and dental partnerships with key industry services.

Most clinics focus onforprimary role-players to leverage health care services. training research,

•

facilitate information sharing, equipment, etc; ensure the youth of Joe Gqabi takes advantages of the employment opportunities in the wool value chain.

CITY OF JOBURG

Initiates rehabilitation of Lillian Ngoyi Street 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 fromthe attracting investment, Following harrowing gas explosion the N12 Treasure Route Ngoyi connects that occurred in Lillian Street, the communities to the economic hub of City has commenced a rehabilitation project that is currently in full swing Matlosana City. The improved road with an anticipated completion by the infrastructure changes the lives of end of the year. the City’s citizens making it easier to access employment opportunities and Acting swiftly in prioritising this essential other services. rehabilitation endeavour, the City has appointed contractor and established SHOPPINGaEXPERIENCE a technical team, formalising an application to declare the affected area Shoppers can also be spoiled for a disaster zone. choice between Matlosana Mall, City Mall, Flamwood Walk Shopping Mall, Since the incident, the technical team, Tower Mall and other leading shopping working closely with City officials, centres in Matlosana. has diligently worked on securing, recovering, and restoring Lillian Ngoyi Street. A significant milestone has been achieved with the official initiation of the construction phase, focusing on road redevelopment, service infrastructure, and associated amenities.

Aligned with the commitment outlined in the Friday, 13 October 2023 media briefing, the City has appointed a contractor, and construction is now underway, overseen by the Johannesburg Roads Agency (JRA) through a robust 7-Stage Project Management process.

The planning and design stages, initiated on Tuesday, 22 August 2023, and concluded on Monday, 20 November 2023, encompassed crucial steps such as identifying impacted services, allocating budgets, and appointing a professional service provider.

The City is investing R196 million in professional fees and construction costs, covering roadworks, stormwater and services infrastructure, electrical, mechanical, and structural works.

The City’s swift approach to the disaster not only signifies its response to challenges, Agriculture is one of but also underscores thethe mainstays of commitment Matlosana, municipality’s which proudly boasts to the well-being of Joburg's aresidents. region rich with

The Quality Assurance Committee, led by the Group Chief Financial Officer, meticulously oversaw procurement processes, maintaining strict adherence to supply chain management and financial regulations.

Transparent and fair procedures, integrated with probity at every stage, underscored the City's commitment to accountability.

“We were very clear from the onset that we would waste no time in ensuring that we act with diligence and speed to ensure the speedy implementation of the supply chain management processes that wouldFRESH allow us to commence NATIONAL PRODUCE with the rehabilitation work,” Mayor MARKET Gwamanda notes.

The Market is the property of As City part of of Matlosana its commitment to safety, the the and was City is actively assessing other service established in 1980 and it is ranked agricultural potential. tunnels throughout the municipality 8th out of 17 Fresh Markets in the to prevent future incidents. Designs The construction period spans from The emphasis is focused country according to turnover. for their upgrades are expected to Thursday, 11 January 2024, to Sunday, 15 on field crops, such as December 2024, with stringent oversight be finalised in June 2024, with actual With five Market agents, the market wheat, sorghum,to upgrades scheduled for the 2024–2025 bymaize, the JRA to ensure adherence supplies customers as far as Botswana, sunflowers, etc... financial year. timelines.

Kimberly and Vryburg.

“Simultaneously, the City has submitted a disaster declaration application, seeking funding for the rehabilitation work. Despite the ongoing finalisation process with the province, recognising the urgency, the City has reallocated its budget to expedite rehabilitation efforts,” explains the Executive Mayor, Kabelo Gwamanda.

The City’s swift approach to this disaster not only signifies its response CONTACT DETAILS to challenges but also underscores the municipality’s commitment to the wellAddress: Cnr Braamfisher & Mayor being of Joburg's residents. The remains committed to collaborating, OR Tambo Streets, Klerksdorp acting with Tel: 018 487vision, 8000/and taking decisive actions to rebuild 018 487 8800and elevate Joburg’s landscape.

Email: communications@

From the outset, the City demonstrated a swift response to the gas explosion, ensuring a streamlined supply chain management process to fast-track procurement for repairs.

“We remain committed to the CityofMatlosanaUpdates betterment of our citizens’ lives by @MatlosanaCom restoring dignity and ensuring a brighter Cityofmatlosanamunicipal future for all.” - Executive Mayor, Kabelo Gwamanda.

klerksdorp.org

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MUNICIPAL

NEWS WELCOME TO THE CITY OF CITY OF UMHLATHUZE MATLOSANA Airlink aircraft upgrade enhances capacity and CITY OF PEOPLE ON THE MOVE economic opportunities 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.

Mayor Ngwezi emphasized Richards Bay’s vital role in South Africa’s economy, highlighting the necessity for reliable air services to connect the city’s businesses with broader markets. In his speech, he lauded the new jet service’s potential to bolster connectivity and spur economic growth. Richards Bay, primarily a commercial tourism city, stands to benefit as the increased seating capacity positions it as an attractive destination for both corporate and holiday travelers.

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 alaunch multi-dimensional character that The of Airlink’s new 75-seater has created employment, enhanced Embraer E170 jet service at Richards commuter enhanced Bay Airportmovement, marked a pivotal moment investment opportunities, for uMhlathuze’s economicincreased prospects. economic activity, etc.

The attendance of Mayor Xolani Ngwezi, Airlink’s ChiefOF Executive and WHY VISIT THE CITY Managing Director, Mr. Rodger Foster, MATLOSANA? and ACSA’s Regional General Manager, Mr. Nkosinathi Myataza, underscored Create unforgettable memories the collective vision to propel at our quality business and leisure uMhlathuze’s growth trajectory. accommodation venues which Forming a strategic partnership, ACSA include conferencing, wedding and entered into a multi-year contract with spa facilities. The City has a wealth of uMhlathuze Municipality to manage attractions for visitors: the Richards Bay Airport after its closure of close to two years due to • Adventure tourism Covid-19.

• Wildlife tourism • Medical ACSA noted that tourism since the reopening • the airport Wellness tourism of Airlink was the only

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Create unforgettable memories at our carrier that returned to operate quality business and out of Richards Bay, servicing the leisure accommodation Johannesburg-Richards Bay route, out venues which include of conferencing, the three that previously operated wedding from Richards Bay. and spa facilities.

Since resumingAS itsAoperations, the MATLOSANA MEDICAL HUB growing demand for passenger and cargo services at Richards Bay Airport To us health care is of paramount has seen Airlink's fleet operating importance as a healthy city is at full capacity, necessitating the upgrade productive and constitutes prosperity. from the J41 (25-seater) to the muchWe boast well-developed medical needed larger E170 (75-seater) aircraft. facilities, which enhances and promotes the competitive advantage The ACSA-uMhlathuze partnership of Matlosana as a major Medical will see the transfer of skills and Hub in themuch-needed North West Province.

Services bring revitalisation include: general and private medical of the local economy through fascilities, casualty/trauma and dental the optimisation of the transport services. Most where clinics focus infrastructure, ACSA on willprimary health care services. play a pivotal role.

Mr. Rodger Foster emphasized Airlink’s commitment to meeting the region’s escalating demand for enhanced air services. Airlink currently The city prides itself on having operates flights between Richards five private hospitals, two government Bay and more than 45 destinations hospitals, including theexpressed largest the within South Africa. He state hospital the North importance of in efficient andWest reliable Province and 15for clinics including air connections uMhlathuze’s mobile clinics. also boasts the only businesses and Itindustries, affirming fully contained oncology unit in the Airlink’s dedication to facilitating North West Province, which offers seamless connectivity. a comprehensive service at four Mr. Nkosinathilaboratories Myataza, ACSA’s pathological and has Regional General Manager, the latest MRI scanner at the commended the strategic partnership radiology unit. between Airlink and Richards Bay Airport highlighted the positive PRIME and LAND FOR DEVELOPMENT impact this collaboration will have on economic development and tourism N12 Development Route was potential in the region. identified by the municipality as a flagship project for golden Richards Bay, a thriving commercial opportunities in the following sectors: tourism hub, stands to benefit housing, business, immensely from thisindustrial, upgrade,heritage, mining, tourism, sport asand well as attracting both business recreation. leisure travelers.

The City of uMhlathuze, grateful for Airlink’s substantial investment, looks forward to reaping the benefits of enhanced connectivity and economic growth.

AGRICULTURE

The Partnership as part of ACSA’s turnaround Agriculture is one of the mainstays

ACSA's recovery is largely driven by of Matlosana, which proudly boasts a the rapid turnaround in domestic region rich with agricultural potential. travel, which underscores the The emphasis is focused on field importance of this market's crops, such as maize, wheat, sorghum, contribution to its business. In sunflowers, etc... (climatically suitable October 2023, 2 800 passengers with aprocessed 70% probability of the production were through airport, success). which indicates a 230% increase since the airport re-opened its doors for INFRASTRUCTURE DEVELOPMENT business.

Aside noted from attracting investment, ACSA that the upgrade at the N12 Treasure Route connects Richards Bay Airport is not only a communities the economic hub of milestone for to Airlink but also crucial for the airport and the community Matlosana City. The improved road of uMhlathuze.changes With the infrastructure theincreased lives of seating capacity, there willit be more the City’s citizens making easier to opportunities for travel and enhanced access employment opportunities and cargo movement. other services.

SHOPPING EXPERIENCE

Airlink’s new jet service plays acan vital role fostering Shoppers also be in spoiled for connectivity and economic choice between Matlosana Mall, City opportunities, aligning with Mall, Flamwood Walk Shopping Mall, the Mall city’s plans expansion Tower and otherfor leading shopping centres in Matlosana. and development.

development should also meet the social needs \nd objectives of local communities. There should therefore be synergy between airport development and the development strategies of all spheres of government."

"This is a positive development that speaks to the robust and steady recovery of the domestic aviation sector. We wish Airlink all the best and may they see further growth and expansion in the future," concludes Mr. Ndebele.

Richards Bay Local Airport Manager, Langa Ndebele says "Richards Bay Airport is an important airport in the region, facilitating the movement of goods and passengers from an economic hub of some considerable force, and the role that the airport is playing in the continued economic development of this region is significant.

In his closing remarks at the launch, the City of uMhlathuze Mayor, Xolani Ngwezi, extended the City’s gratitude to Airlink for this significant investment that will enhance uMhlathuze’s connectivity and contribute to its economic growth. He also thanked ACSA for the mutually beneficial partnership that it has with the City of uMhlathuze.

NATIONAL FRESH PRODUCE

Agriculture is one of the MARKET mainstays of Matlosana, The Market is the property of which proudly boasts the City of Matlosana and was a region rich with established in 1980 and it is ranked agricultural potential.

8th out of 17 Fresh Markets in the The emphasis is focused country according to turnover. on field crops, such as With five Market agents, the market maize, wheat, sorghum, supplies customers as far as Botswana, sunflowers, etc... ACSA’s Regional General Mr. Nkosinathi Myataza, Manager Kimberly and Vryburg.

CONTACT DETAILS

Of more significance is ACSA’s alignment with the principles stated in the White Paper on National Civil Aviation Policy as explained by ACSA Regional General Manager, Nkosinathi Myataza: "Airport development should not be considered in isolation, but be integrated into all national, provincial, and municipal economic and spatial development initiatives.

At the same time, airport

Address: Cnr Braamfisher & OR Tambo Streets, Klerksdorp Tel: 018 487 8000/ 018 487 8800 Email: communications@ klerksdorp.org CityofMatlosanaUpdates @MatlosanaCom Cityofmatlosanamunicipal Airlink’s Chief Executive and Managing Director, Mr. Rodger Foster

City of uMhlathuze Mayor, Xolani Ngwezi

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NEWS WELCOME TO THE CITY OF OVERSTRAND LOCAL MUNICIPALITY MATLOSANA Awarded for excellent water management CITY OF PEOPLE ON THE MOVE Overstrand Municipality’s water The City of Matlosana management scored aMunicipality whopping is situated approximately 164 km 99.99% in the national Department South West Johannesburg, of Water andofSanitation’s (DWS) Blue strategically located on the N12 Drop rating process, which was the Treasure score Route,ofwhich is the and North West highest all metros local Province’s primary tourism municipalities in the wholecorridor. of South Africa for the management of drinking The scenic N12supplied starts from water quality to its residents.

Mpumalanga and is the gateway to This was revealed in the 2023 full Blue the Western Cape Province.

The route Drop Report that was released by takes you from eMalahleni, to the the Department of Water andand Sanitation vibrant Gauteng Province the on 5 December 2023.

Sterkfontein Cradle of Humankind World Heritage Site, and continues to 144 Municipalities coveringKimberley, 958 water Potchefstroom, Klerksdorp, supply systems, were evaluated on Beaufort West, up until George. their drinking water compliance; management plans; the capacity It is the Transformation of the N12 and condition of the infrastructure; Treasure Route that has unlocked whether the required maintenance regional opportunities and resulted in is being done on the infrastructure; massive activity and mobility the whether the infrastructure is along operated Matlosanawhether portion of corridor. It correctly; thethe proper has a multi-dimensional treatment processes are character followed; that has created employment, enhanced whether proper monitoring and commuter enhanced controls aremovement, in place; and whether investment opportunities, increased the staff have the necessary skills and qualifications. economic activity, etc.

Overstrand also received WHY VISIT THE CITY OF the award for the best performing Water Services MATLOSANA? Authority (WSA) in the country, with aCreate total unforgettable Blue Drop score of 99.9%. memories All eight Overstrand water at our quality business and schemes leisure achieved Blue Drop status, i.e. scores accommodation venues which of more than 95%, and six of the include conferencing, wedding and Overstrand plants achieved the 6 spa facilities. The City has a wealth of highest scores in the country of attractions for visitors: the 958 water systems.

• tourism The City Adventure of Cape Town achieved • second Wildlife tourism the highest score in the • Medical tourism Western Cape with 98.1% and • Wellness tourism George Municipality was third with

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Pictured with the awards are Overstrand Director of Infrastructure and Planning Directorate, Stephen Müller, Coenie Loubser (Veolia Overstrand Operation Manager), the MMC for Community Services, Cllr Ronald Nutt, Isak Heneke (Veolia Superintendent), Overstrand Executive Mayor Dr Annelie Rabie, the MMC for Infrastructure, Investment and Tourism, Cllr Clinton Lerm, Municipal Manager Dean O’Neill, Deputy Director of Infrastructure & Planning Hanré Blignaut, Manager for Water Infrastructure and Quality Patrick Robinson and Vuyo Maliwa, Superintendent: Water & Wastewater Monitoring.

Create unforgettable memories at to our 94.95%.

According the Blue Drop Performance Barometer, 15 Western quality business and Cape municipalities improved on their leisure accommodation blue drop scores; with the remaining venues which include tenconferencing, municipalities that regressed on wedding their municipal blue drop and spa facilities. scores.

Overstrand Municipality, with service MATLOSANA AS A MEDICAL HUB provider, Veolia Services SA, manages nine with the To uswater healthtreatment care is of plants paramount capacity to produce 60 million importance as a healthy city is litres of drinking water per day. productive and constitutes prosperity.

We boast well-developed medical “Overstrand residents can be assured facilities, which enhances and that they are drinking the best water promotes the competitive in the country directly fromadvantage their own of Matlosana as a major tap. Our team has done Medical us proudHub in in the North Province.

Services achieving thisWest coveted award,” said an include: general and private medical elated Overstrand Executive Mayor, Dr fascilities, casualty/trauma and dental Annelie Rabie. services. Most clinics focus on primary health care services.

The Blue Drop Report stated that the

The city prides itself on having five private hospitals, two government Overstrand Municipality impressed hospitals, including the largest with the co-operative way in which stateprovide hospitalpotable in the North they water West to their Province and clinics including customers with15their service provider, mobile clinics.

It alsothe boasts the only Veolia Water.

During assessment, unit in the itfully wascontained clear that oncology their relationship is North which offers with built onWest trustProvince, and mutual respect, continuous communication between a comprehensive service at four the two entities being key to pathological laboratories andtheir has operations.

Thescanner Regulator experienced the latest MRI at the aradiology well-prepared unit. team during the assessment and all information provided was relevant to the process.

PRIME LAND FOR DEVELOPMENT

Overstrand Municipality, with a total N12 Development Route was score of 101%, also achieved the top identified by the municipality position in the country in DWS’s No as a flagship project for golden Drop certification programme, which opportunities in the following sectors: evaluates municipalities on their water housing,management business, industrial, heritage, demand programmes, mining, tourism, sport well as i.e. the management ofas a municipality’s recreation. water losses and non-revenue water.

Follow these steps to obtain a Safety Permit:

The Railway Safety Regulator (RSR) Act 16 of 2002 (as amended) requires all operators, including municipalities with railway sidings, to apply for a safety permit issued by the RSR. To apply for a safety permit operators must follow these simple steps:

Applicants must send an email to (safetypermitsadmin@rsr. org.za and Cc: louisam@ rsr.org.za ) to get the requirements of the Safety Management System.

Applicants must have an Interface Agreement with Transnet.

RSR to arrange for a meeting with applicant to discuss their business intentions.

Applicants must pay a non-refundable safety permit application fee.

Applicants must register on the National Information Monitoring System (NIMS)

The operator is expected to manage their Safety Management System.

The RSR shall conduct regular audits and inspection to ensure compliance.

The applicant will be required to pay the safety permit fee within 30 days of being issued an invoice by the Regulator.

The RSR shall evaluate the safety permit application.

The permit fee is then calculated, and an invoice is issued.

www.rsr.org.za

The applicant shall submit the application through, NIMS.

The applicant will be issued with a Safety Permit.

RailwaySafetyRegulator

@Rail_Safety

Railway Safety Regulator

railway_safety_regulator

A great country, starts with great municipalities.

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

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

Investec Corporate and Institutional Banking is a division of Investec Bank Limited registration number 1969/004763/06, an Authorised Financial Services Provider (11750), a Registered Credit Provider (NCRCP 9), an authorised Over the Counter Derivatives Provider, and a member of the JSE. Investec is committed to the Code of Banking Practice as regulated by the Ombudsman for Banking Services. Copies of the Code and the Ombudsman’s details are available on request.

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Municipal Focus