Having reached the midpoint of 2025, this July-August edition of Municipal Focus invites us to pause and reflect - not only on the progress made this year, but on the values and priorities that will shape the road ahead.
Anchored by three (3) vital commemorations - Nelson Mandela Month, TVET Month and Women’s Month - this edition celebrates the work of institutions and individuals helping to build a more inclusive, skilled, and resilient South Africa.
Our front cover feature spotlights Nozipho Nkomo, COO of CCG Systems, whose leadership story is as inspiring as it is practical. In our interview Nozipho speaks candidly about the role of women in governance and the power of technology to transform how municipalities deliver services. Her journey reminds us that leadership is personal - and purposefuland that public service innovation must be rooted in both empathy and
excellence. Under her guidance, CCG Systems’ work with municipalities continues to strengthen financial accountability, audit outcomes, and service delivery through integrated, mSCOA-compliant systems.
In keeping with the spirit of Women's Month, we also highlight trailblazing women reshaping their sectors, including: CEO, Parmi Natesan of IoDSA, Yolanda Madikizela, Founder of Kumyolz Investments, Edith Leeuta of Fibre Circle, and the women-led projects supported by the Johannesburg Development Agency (JDA) and Tongaat Hulett. Together, their stories challenge outdated norms and expand the spaces where women lead, build, and set the agenda - not as tokens, but as changemakers.
In this edition we also showcase leadership, skills development and TVET excellence by journeying through the inspiring work of KSD TVET College in the Eastern Cape and South West Gauteng TVET College.
Their work signals a clear message: technical education isn’t a fallback - it’s a frontline force in building SA’s future.
This year, in honour of Nelson Mandela Month we celebrate the life of Nelson Mandela by spotlighting the 25 th Anniversary of the Nelson Mandela Museum - a living institution calling each of us to carry Mandela’s legacy forward.
Further impactful stories include Milpark Education, NHFC, and Blind SA, each demonstrating what is possible when purpose meets action - and unpack the 2025/26 CoGTA Budget Vote, where Minister Hlabisa sets a bold course for fixing dysfunctional municipalities, strengthening disaster resilience, and reimagining local government through the White Paper review.
Also follow our special section on Municipal News that looks at leadership, best management practices, initiatives and successes of our individual municipalities.
We invite you to explore the pages that follow as a reminder that transformation is not a moment, but a movement - and it’s lived in how we lead, how we serve, and how we show up for the communities that count on us.
Keep safe and enjoy the read!
Warm regards,
Nelson Mandela Museum - Celebrating
Nardine Nelson: Publisher & CEO Kweda Media & Communications
Nozipho Nkomo: COO of CCG Systems
MAKE YOUR VOICE HEARD!
The Annual General Meeting (AGM) takes place on 31 July 2025 via Zoom. Visit www.gems.gov.za to get more information and register today!
The GEMS 2025 Board of Trustee Elections - Voting is now OPEN!
If you are a GEMS principal member and in good standing, you can vote using any of the following four convenient options.
If you prefer to use paper, mark your ballot and return it by post, email, fax, or drop it off.
For online voting, click the secure voting link sent to your email, log in, and vote in minutes.
On the go? Dial *134*7777# on your cellphone and vote via USSD. This is quick and data-free!
Want to vote in person? Visit any GEMS Walk-In Centre between 18 and 30 August or catch the pop-up voting booths at Government Departments near you from 11 to 29 August!
Remember, voting will close at Midday on 6 September 2025. Let your vote count. You can only vote once, for up to three candidates
Cast your vote today
42 SOUTH WEST GAUTENG TVET COLLEGE Unveils State-of-the-Art Trade Test Centres
44 KSD TVET COLLEGE - A Conversation with Principal Mqondisi Bhikisha…
48 SIOC-CDT - Babatas CPA Water Infrastructure Project: An Important Life Resource
50 WEARCHECK - Effective Water Treatment Explained
52 PSiRA - Expands Oversight to Safeguard Communities and Strengthen Local Partnerships
56 FUTURELECT - Closing the Gender Gap in Political Leadership
60 BLIND SA - Navigating a Sightless World
68 MOGALE CITY
71 UMDONI LOCAL MUNICIPALITY
72 MANGAUNG METROPOLITAN MUNICIPALITY
75 UMZIMKHULU LOCAL MUNICIPALITY
78 CITY OF EKURHULENI
PUBLISHING EDITOR
PUBLISHING EDITOR
ON THE COVER
SIMO MKHIZE
SITHOLE MBANGA CEO: SA CITIES NETWORK
COO OF CCG SYSTEMS NOZIPHO NKOMO
SITHOLE MBANGA
SIMO MKHIZE
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Kweda Media and Communications is a Proudly South African, 100% black female owned company located in Plumstead, Cape Town, registered as a private company since May 2014 - we hold a level 1 B-BBEE certificate. We are a team of multi skilled staff members who have a fresh, innovative and diverse approach to working and always willing to put in the extra time and attention to ensure great service delivery on time.
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All editorial, business and production correspondence should be addressed to Municipal Focus, PO Box 12454 Plumstead 7800. Manuscripts, illustrations and other material must be accompanied by a stamped, self-addressed envelope. No responsibility can be accepted for unsolicited material. The editor reserves the right to amend and to alter copy and visual material as deemed necessary. Copyright by Kweda Media & Communications. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted by any form or any means without prior permission of the publisher. The opinions expressed in Municipal Focus are not necessarily those of the publishers.
business and production correspondence should be addressed to Municipal Focus, PO Box 12454 Plumstead 7800. Manuscripts, illustrations and other material must be accompanied by a stamped, self-addressed envelope. No responsibility can be accepted for unsolicited material. The editor reserves the right to amend and to alter copy and visual material as deemed necessary. Copyright by Kweda Media & Communications. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted by any form or any means without prior permission of the publisher. The opinions expressed in Municipal Focus are not necessarily those of the publishers.
All editorial, business and production correspondence should be addressed to Municipal Focus, PO Box 12454 Plumstead 7800. Manuscripts, illustrations and other material must be accompanied by a stamped, self-addressed envelope. No responsibility can be accepted for unsolicited material. The editor reserves the right to amend and to alter copy and visual material as deemed necessary. Copyright by Kweda Media & Communications. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted by any form or any means without prior permission of the publisher. The opinions expressed in Municipal Focus are not necessarily those of the publishers.
All business production correspondence should be addressed to Municipal Focus, PO Box 12454 Plumstead 7800. Manuscripts, illustrations and other material must be accompanied by a stamped, self-addressed envelope. No responsibility can be accepted for unsolicited material. The editor reserves the right to amend and to alter copy and visual material as deemed necessary. Copyright by Kweda Media & Communications. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted by any form or any means without prior permission of the publisher. The opinions expressed in Municipal Focus are not necessarily those of the publishers.
All editorial, business and production correspondence should be addressed to Municipal Focus, PO Box 12454 Plumstead 7800. Manuscripts, illustrations and other material must be accompanied by a stamped, self-addressed envelope. No responsibility can be accepted for unsolicited material. The editor reserves the right to amend and to alter copy and visual material as deemed necessary. Copyright by Kweda Media & Communications. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted by any form or any means without prior permission of the publisher. The opinions expressed in Municipal Focus are not necessarily those of the publishers.
POWERING BUSINESS EXPANSION ACROSS AFRICA
Smart staffing. Seamless growth.
As businesses tap into Africa’s booming markets, the right workforce makes all the difference. Workforce Staffing is expanding into SADC and beyond delivering staffing solutions that boost growth, cut risk, and uplift communities.
YOUR LOCAL EXPANSION PARTNER
Breaking into new markets? We smooth the way with:
• Local compliance-aligned recruitment
• Skills transfer programmes
• Fast, disruption-free onboarding
HR SOLUTIONS THAT WORK
Our tech-enabled, on-the-ground teams help you:
• Find and grow the right talent
• Stay compliant
• Simplify payroll and HR admin
Starting in Mozambique in 2012, we recognised the critical need for skilled labour, particularly in the liquid natural gas sector.
We’ve since expanded into Botswana, Zambia, Tanzania, and Namibia, with registered entities in Uganda and Rwanda, and plans for further growth.
- Jimmy Samuels, Africa Executive
Expand with confidence. Partner with Africa’s trusted staffing leader.
NOZIPHO NKOMO
LEADING WITH PURPOSE, POWERED BY EMPATHY
Nozipho Nkomo is the Chief Operations Officer (COO) of CCG Systems, a position she has held since 2016, after joining the company in 2008. Formerly known as Camelsa Consulting, CCG Systems was established in 2006, and its flagship offering – among a range of information technology (IT) services – focuses on helping municipalities and public entities improve financial reporting, while also assisting private sector clients with financial, human resources, and enterprise resource management systems.
This Women’s Month, we spoke to Nozipho Nkomo about her personal and professional journey, her role in developing leaders in technology and the public service, and why women need to be reminded:
“You are enough, and you are needed.”
AN ACCOUNTANT, A PROBLEM SOLVER
You are an accountant by background. What attracted you to the profession, where did you study and where did you cut your teeth? I was initially attracted to the accounting profession by its structure, clarity, and impact. I was drawn to the way numbers tell a story – how they reveal the health of an organisation, guide decisionmaking, and create accountability.
From a young age, I had a passion for problem-solving and a desire to contribute meaningfully, and accounting offered both a technical foundation and a gateway into leadership.
I studied accounting at Unisa, where I developed not only a strong academic grounding but also an appreciation for how financial systems underpin effective governance - particularly in the public sector.
I then completed my articles at Ernst & Young, where I was exposed to complex audits, municipal finances, and compliance environments. That experience helped sharpen my analytical skills and gave me first-hand insight into the operational challenges faced by government institutions.
Those early years shaped my appreciation for the role of finance in transformation - not just balancing books, but enabling service delivery, transparency, and trust.
This led me into public sector systems and ultimately into leadership at CCG Systems, where I’ve been able to merge my accounting background with technology and strategy.
Your role and company are technologically focused. How did you develop your technology and digital skills?
Having an accounting and audit background I observed during my articles days that most of our client findings were due to poor financial systems which lacked proper controls,
no record keeping and poor reporting this led to an interest in wanting to improve systems as a way of improving audit outcomes.
All I could do as an auditor was to point out the issues and make recommendations which, as we would be aware, takes a while to implement. So, when I joined CCG Systems in 2008 I was privy to the introduction of our financial systems to local government.
“My journey into the tech and digital space has been both intentional and driven by curiosity.”
While my foundation was built through formal education and professional training, much of my growth came from being handson - working in environments where technology wasn’t just a tool, but a driver of transformation.
I’ve invested in continuous learning through certifications, workshops, and executive development programmes focused on digital transformation, systems thinking, and data governanceparticularly in the public sector context, from cloud systems to integrated municipal platforms aligned with Municipal Standard Chart of Accounts (mSCOA) >
Could you briefly share your journey into the world of leadership and how it led you to your current role as COO of CCG Systems?
I joined CCG Systems in 2008 as a consultant and, truth be told, it was not even about the position then but the excitement of being introduced into the world of systems. Being a hardworking, driven and passionate individual, I quickly managed to make suggestions about changes that we could do for our clients in an effort to improve audit opinions, accountability and service delivery, which obviously meant we had to implement and do a lot of change management from manual processes to digital systems.
This had its own challenges and a lot of sleepless nights. Early in my career, I found myself naturally drawn to problemsolving, supporting my colleagues, and taking initiative beyond my defined role. Over time, these actions led to more responsibilities and opportunities to lead small teams and projects. In 2013 I progressed to KZN regional manager and a year later moved to senior manager. In 2016, the COO position was open, and the rest is history.
“Leadership, for me, has been a journey of growth, humility, and a continuous commitment to excellence.”
What were some of the pivotal moments or decisions in your career that helped shape your professional path?
One of the earliest was stepping into my first leadership role, where I had to shift from being a technical expert to someone who empowers others. That transition taught me the importance of trust, delegation, and people development.
Another significant decision was taking on a cross-functional project that was outside of my comfort zone. That experience deepened my strategic thinking and solidified my interest in operations at an enterprise level.
Growing up, did you always envision yourself in a leadership role - particularly in a sector that intersects with technology and public service?
Interestingly, I didn’t always envision myself in a leadership role - especially not in a space where technology and public service intersect.
Growing up, I was more focused on making a meaningful contribution, being part of something that drives positive change. It was only as I progressed in my studies and early career that I began to see how leadership could amplify that impact.
As a woman in a leadership position, are there any challenges you’ve had to overcome - and if so, what lessons have stayed with you?
Yes, being a woman in leadership has come with its share of challenges –some visible, others more subtle. One of the early challenges I faced was having to constantly prove my credibility in rooms where I was either the only woman or one of very few.
At times, my voice was overlooked until someone else repeated the same idea.
The biggest lessons that have stayed with me are: never underestimate the power
of preparation, always advocate for yourself and others, and create space for the next generation of women leaders.
"Representation matters, and the more visible we are, the more we normalise diversity in leadership.”
How do you think women in leadership can be supported and advanced and how have you been able to open the door for young, black and female leaders?
Supporting and advancing women in leadership – especially young, black women – requires intentional action at multiple levels. It starts with creating environments where women are seen, heard, and given real opportunities to lead.
This means addressing biases in recruitment and promotion processes, investing in leadership development, and ensuring women have access to mentorship and sponsorship.
I believe support should go beyond encouragement – it must include visibility, inclusion in decision-making spaces, and a culture that values diverse leadership styles.
LEADERSHIP & IMPACT
What does leadership mean to you personally, and how do you apply that philosophy in your role at CCG Systems?
To me, leadership is about service, influence, and responsibility. It’s not just about directing others – it’s about creating an environment where people can thrive, where purpose is clear, and where every individual feels empowered to contribute their best. True leadership is rooted in integrity, empathy, and vision – it’s about leading by example, even when no one is watching.
“Leadership is personal, and for me, it’s about lifting others as I lead.”
WHAT IS CCG SYSTEMS, ITS MISSION & PUBLIC SECTOR WORK?
For those unfamiliar with the work of CCG Systems, how would you describe the company’s value proposition to government and municipalities?
CCG Systems is a technology and consulting firm dedicated to strengthening public sector performance, particularly within local government. Our core value
frameworks – most notably the mSCOA reforms.
We provide integrated systems and business solutions that enable municipalities to plan, budget, transact, and report in a way that aligns with National Treasury requirements. But beyond just compliance, we focus on building sustainable capacity –helping local governments use data intelligently, improve service delivery, and make informed decisions that benefit communities.
What are some of the standout projects or partnerships that CCG Systems has been involved in that you’re particularly proud of?
CCG Systems has had the privilege of partnering with several municipalities and public sector institutions across South Africa, and several projects stand out for the impact they have made.
One that I’m particularly proud of is our work supporting municipalities with the successful implementation of mSCOA-compliant systems. This was not just a systems upgrade – it was a complete transformation of how municipalities plan, budget, and report.
We provided not only the technology but also change management support, training, and ongoing advisory to ensure the transition was sustainable. Seeing municipalities move from fragmented processes to integrated, transparent governance has been incredibly rewarding.
Another standout initiative has been our partnership with under-resourced municipalities where we’ve focused on digital transformation and capacity building. In these cases, our role extended beyond systems – we became true partners in improving institutional performance and ultimately service delivery to communities. >
How does the company help municipalities enhance governance, service delivery, and long-term sustainability?
At CCG Systems, we take a holistic approach to supporting municipalities – our goal is not just to implement systems, but to build institutional strength. We help enhance governance by providing integrated, mSCOAcompliant financial and operational systems that improve transparency, accountability, and compliance. Our solutions make it easier for municipalities to plan, budget, transact, and report accurately and in real time.
In terms of service delivery, our tools enable data-driven decision-making. Municipalities can track performance, allocate resources effectively, and respond to community needs with greater speed and accuracy.
What do you see as drivers of growth for CCG over the next three to five years?
I see several key drivers – rooted in both the evolving needs of the public sector and our ability to innovate and respond proactively.
• Firstly, the increasing demand for digital transformation in municipalities will continue to be a major growth driver. As local governments aim to modernise service delivery and improve efficiency, there’s a clear opportunity for us to scale our integrated solutions – especially in areas like smart financial management, digital case tracking, and automated workflows.
• Secondly, regulatory shifts and accountability pressures –particularly around mSCOA compliance, audit outcomes, and performance reporting – create a space for trusted partners like CCG to step in. Our deep understanding of both the technology and legislative requirements positions us to grow by helping municipalities not only comply but excel.
• Thirdly, expanding our footprint beyond South Africa, particularly in SADC and other developing regions, is a strategic opportunity.
• Lastly, continued investment in innovation, data analytics, and people development will fuel our growth. By equipping municipalities with predictive tools, dashboards, and strategic support – not just systems – we’re evolving into a long-term transformation partner rather than just a service provider.
In short, CCG’s growth will be driven by relevance, responsiveness, and results.
MILESTONES, SUCCESSES & LESSONS
What have been some of the company’s major achievements under your leadership as COO?
As COO, one of my core priorities has been to align operational excellence with strategic impact – and I’m proud to say that under my leadership, CCG Systems has achieved several key milestones.
We’ve deepened our role as a strategic transformation partner to municipalities – moving beyond just systems implementation to offering more integrated support, including governance advisory, process reengineering, and capacitybuilding. This shift has helped clients not only become mSCOA-compliant but also improve audit outcomes and operational effectiveness.
Another proud achievement is our investment in talent development and transformation within the company. We have actively created pathways for young, black professionals –particularly women – to step into technical and leadership roles. It’s a personal passion of mine, and seeing that change reflected across our teams is incredibly meaningful.
What has been your proudest moment to date, either professionally or personally? One of my proudest moments professionally was seeing a team I had mentored and developed lead a major client project entirely on their own – and not only succeed but exceed expectations. Watching them take ownership, solve complex challenges, and earn the client’s trust without needing to be micromanaged was incredibly rewarding.
On a personal level, I’m deeply proud of the role I have played in opening doors for young black women in the tech and public sector spaces.
WOMEN EMPOWERMENT & MENTORSHIP
As we celebrate Women’s Month, what message would you like to share with young women who aspire to leadership in tech, business, or the public sector? To every young woman aspiring to lead in tech, business, or the public sector – my message is this: You are enough, and you are needed. Do not wait to be invited to the table – show up with confidence, bring your voice, and make your presence count. Leadership is not about perfection; it’s about purpose, resilience, and courage.
Stay rooted in your values. Let integrity, compassion, and excellence guide you. You don’t have to change who you are to lead – you just need to believe that who you are is already leadership material.
“Own your journey. The future needs you.”
Are you involved in any mentorship, advocacy, or community development initiatives – either through CCG Systems or personally?
Yes, both personally and through CCG Systems, I am actively involved in mentorship and community
development – because I believe that leadership should always be linked to impact beyond the boardroom.
At CCG Systems, we have intentionally created platforms to mentor and develop young professionals, in tech and public sector consulting.
Outside of work, I am involved in mentorship circles that support university students and early-career professionals – focusing on career readiness, confidence-building, and access to networks.
What role do women play in shaping the future of ethical, accountable governance - especially in the South African public sector? Women play a critical and transformative role in shaping the future of ethical, accountable governance – particularly in South
Africa’s public sector, where the stakes are high and the need for integrity is urgent. Across all levels of government, women are increasingly becoming the voices of reason, the champions of transparency, and the guardians of public trust.
What sets women apart is not just capability, but often a values-driven approach to leadership. We lead with empathy, we collaborate instinctively, and we tend to prioritise long-term impact over short-term gain.
PERSONAL LIFE
How do you maintain a balance between your demanding role and your personal life? Any hobbies or routines that help you recharge? Balancing a demanding leadership role with personal life is a continuous journey
– not a perfect science. I’ve learned that being intentional about boundaries and well-being is just as important as being committed to excellence at work.
I prioritise structure and planning –not just for my calendar, but also for rest and personal time. I’ve had to learn that rest is not a reward; it’s part of being effective and present in all areas of life. I try to unplug in the evenings, and I protect my weekends as much as possible for family, reflection, or doing things that ground me.
To recharge, I enjoy reading, nature walks, and quiet time with music or journaling. I also love spending time with close friends and family – those moments of laughter and connection remind me of who I am outside of the title.
Finally, how old are you? Tell us an interesting fact about yourself. You never ask a woman their age. Let us just say with over 15 years’ experience I am mature enough, but still young enough, to learn. After all you are never too old.
One interesting fact about me is that I used to write poetry and perform spoken word during my youngish days. It was a creative outlet that helped me express myself, build confidence, and connect with people on a deeper level. Even now, I still write privately when I need to reflect or recharge. My bucket list includes writing a book and telling my story. It is a reminder that while we lead with strategy and structure during the day, there is always space for softness, storytelling, and selfexpression.
“It has also taught me that leadership is not just technical –it’s deeply human.”
At a Glance: CoGTA Budget 2025/26
Total Allocation
• R410.9 billion - Cooperative Governance
• R195.5 million - Traditional Affairs
Key Allocations
• R57 billion for Municipal Infrastructure Grant (MIG)
• R4.1 billion for Integrated Urban Development Grant (IUDG)
• R474.6 million for Municipal Systems Improvement Grant (MSIG)
• R1.163 billion to support MISA
Strategic Focus Areas
• Disaster recovery and resilience
• Strengthening governance and financial oversight
• Reimagining local government through the White Paper review
• Professionalising municipal leadership
• Deepening participatory democracy through ward delimitation
• Supporting traditional leadership and cultural heritage
South Africa’s Department of Cooperative Governance and Traditional Affairs (CoGTA) has unveiled its 2025/26 budget in the wake of devastating floods, rising fiscal pressure, and growing demands for reform across municipalities. In his first Budget Vote address to Parliament, Minister Velenkosini Hlabisa tabled Budget Votes 3 and 15 - Cooperative Governance and Traditional Affairs respectivelyoutlining a decisive shift toward ethical leadership, communitycentred governance, and accelerated infrastructure delivery.
The R410.9 billion allocated to Vote 3 (Cooperative Governance) and R195.5
million to Vote 15 (Traditional Affairs) are far more than financial appropriations - they are strategic instruments for transformation.
With more than 96% of Vote 3 directed to municipalities and related entities, the message is clear: government is committed to making local government work, especially where it is needed most.
Disaster Response and Resilience
Minister Hlabisa began by acknowledging the gravity of the natural disasters that recently gripped parts of KwaZulu-Natal, the Western Cape, and the Eastern Cape, leaving more than 100 lives lost and thousands
displaced. The swift classification of a national disaster on 5 June 2025 triggered intergovernmental budget adjustments, with R1.255 billion already allocated to affected provinces.
A further R6.3 billion in estimated damages from the June 2025 floods is under verification, with recovery funding set to be announced by 5 August 2025. “We are acting to build back better,” the Minister noted, emphasising that future disaster responses will be concluded within 60 days of classification to ensure timeliness and impact.
To enhance future preparedness, South Africa’s global role in the G20 Disaster Risk Reduction Working Group has taken centre stage. This forum is focused on pioneering initiatives such as nature-based disaster risk reduction, climate-resilient infrastructure, and inclusive financing tools - a proactive shift in how local government tackles the growing threat of climate change.
Reimagining Local Government: White Paper Review
In one of the most significant policy shifts since the advent of local government in 2000, Minister Hlabisa confirmed the official review of the 1998 White Paper on Local Government. “This is not ceremonial. It is strategic,” he said. The review, extended to 31 July 2025, seeks to reshape the future of municipalities to be more agile, inclusive, and financially sustainable.
Key priorities of the review include:
• Restoring public trust through ethical leadership and transparency
• Revisiting the flawed assumption that municipalities can self-fund 90% of operations
• Establishing minimum qualifications for councillors and officials
• Integrating smart governance tools like open budgeting and real-time performance dashboards
• Recognising and empowering traditional leadership within a constitutional framework >
This process, the Minister explained, is guided by a simple but urgent principle: “Every Municipality Must Work” - in practice, not just policy.
This reform also aims to tackle structural barriers to growth in small and rural municipalities, many of which struggle with unreliable revenue streams, limited digital infrastructure, and persistent service delivery gaps. The review offers an opportunity to reimagine municipal sustainability in the digital and climate-aware era.
“We are not just funding infrastructure. We are rebuilding trust, restoring dignity, and ensuring that local government delivers for every South African, without exception.”
- Minister Velenkosini Hlabisa
Fixing Dysfunctional Municipalities
Minister Hlabisa did not shy away from confronting the systemic dysfunction plaguing many municipalities. From unauthorised budgets to poor audit outcomes and service delivery paralysis, the rot is real – and the response must be bold.
Working in partnership with the National Treasury, CoGTA will take “extraordinary steps” to compel municipalities with unfunded budgets to revise them. This includes enforcing payments to water boards and Eskom and ensuring municipalities honour pension and medical aid obligations.
A new “10 x 10” initiative with the Auditor-General’s office and provincial AGs aims to address audit regression. The South African Institute of Government Auditors (SAIGA), supported by Fasset SETA, has been roped in to provide oversight in
high-risk municipalities – especially those failing to submit Annual Financial Statements (AFS). This initiative sends a strong signal: financial accountability is non-negotiable, and chronic underperformance will no longer go unchecked.
Strategic Budget Tools for Impact
To enhance service delivery in highneed areas, CoGTA has designated 30 priority municipalities for targeted support. The Municipal Infrastructure Grant (MIG) has been shifted to Schedule 6B of the Division of Revenue Act to allow for national interventions, with the Municipal Infrastructure Support Agent (MISA) designated as the lead implementing agent.
MISA’s expanded role includes:
• Technical and procurement support
• Training in project management and contract oversight
• Exploring alternative infrastructure financing models
This new role not only aims to fasttrack delivery but also build the longterm internal capacity of municipalities. By focusing on project preparation and contract management, MISA will help to avoid delays, cost overruns, and quality concerns that have previously plagued infrastructure rollout.
These measures will be accompanied by rigorous value-for-money audits, ensuring transparency in the use of public funds.
Local Economic Development and Revenue Reform
CoGTA is also exploring new ways to revitalise local economies, particularly in areas affected by deindustrialisation, migration, or climate-related challenges.
The department’s strategic framework includes revisiting the local government funding model, encouraging partnerships with the private sector, and unlocking non-traditional sources of revenue such as municipal-owned enterprises and local asset leasing.
Municipalities will be encouraged to develop context-specific Local Economic Development (LED) strategies that promote job creation and entrepreneurship. Through the District Development Model (DDM), CoGTA is pushing for greater alignment of LED initiatives with provincial and national growth plans, avoiding duplication and improving efficiency.
Participatory Democracy in Action: Ward Delimitation
A key milestone on the road to the 2026 Local Government Elections is the launch of the ward delimitation process by the Municipal Demarcation Board (MDB). Under the theme “Redefining Municipal Wards: The Building Blocks for Inclusive and Efficient Local Governance”, CoGTA is promoting mass participation from rural, youth, and historically marginalised groups.
This process will culminate in the final demarcation of ward boundaries by October 2025 and is accompanied by the introduction of the Independent Municipal Demarcation Authority (IMDA) Bill, which will replace the existing 1998 legislation.
“The success of this process,” Minister Hlabisa stated, “depends on maximum community involvement. Wards are not just lines on a map - they are the pulse of representation, accountability, and delivery.”
Traditional Affairs: Culture, Leadership and Accountability
While CoGTA’s focus remains on municipalities, the Minister paid particular attention to challenges facing Traditional Affairs. In one of the most moving moments of the speech, he expressed outrage at the deaths of 19 boys during the recent initiation season. “A line must be drawn,” he declared. “This must not continue.”
The Minister will convene an urgent national meeting with MECs and initiation committees on 13 July 2025 to address this crisis.
Legal enforcement, community education, and coordinated oversight are expected outcomes.
“This is a
budget of accountability and delivery. Every municipality must work in both planning, implementation, and achieving measurable, communityfocused results.”
- Minister Velenkosini Hlabisa
CoGTA is also supporting:
• The enforcement of the Customary Initiation Act
• Implementation of the Traditional and Khoi-San Leadership Act
• The Forum of South African Majesties and the Queens’ Council, launched in March 2025 to elevate the role of women in traditional communities
• Finalisation of funding modalities for Royal Palaces through Treasury under PFMA Section 30(2)(d)
The National House of Traditional and Khoi-San Leaders (NHTKL) continues to lead on social cohesion efforts, while the Commission for Khoi-San Matters (CKSM) has processed over 220 applications for recognition.
Importantly, Parliament has been granted an extension by the Constitutional Court to May 2027 to rectify the Traditional and Khoi-San Leadership Act following its invalidation in 2023 - a move welcomed by the department.
Conclusion: A Budget for Action and Accountability
In tabling Budget Votes 3 and 15, Minister Hlabisa reaffirmed CoGTA’s commitment to cooperative governance, resilience, and cultural stewardship.
“In a time of disaster recovery, fiscal strain, and political complexity, we must uphold the values of accountability, service, and inclusion,” he said.
With strong budgetary allocations, policy clarity, and sharpened instruments of reform, the 2025/26 financial year could mark a turning point in local governance - provided that all stakeholders, from councillors to community members, commit to the shared goal: that every municipality must indeed work.
cooperative governance & traditional affairs
Department:
Cooperative Governance and Traditional Affairs REPUBLIC OF SOUTH AFRICA
NELSONMANDELAMUSEUM
A LIVING LEGACY OF LEADERSHIP, JUSTICE AND HOPE C 25 YEARS elebrating
This July marks 25 years since the Nelson Mandela Museum opened its doors in Mthatha, Eastern Cape - a region close to the heart and heritage of the global icon who gave his name to the institution. It is a milestone that invites South Africans, and indeed the world, to pause and reflect on the towering legacy of Nelson Rolihlahla Mandela: a man whose leadership was not defined by power, but by principle; not by ambition, but by sacrifice.
As the country celebrates Nelson Mandela Month, this moment reminds us that history is not something we visit only in museums - it is something we shape every day through our actions, decisions, and relationships. And as the Museum turns 25, it stands as both a symbol and a summons:
a symbol of how far we’ve come, and a summons to continue building the just, united society that Madiba dreamed of.
A Museum of Memoryand Movement
Inaugurated in 2000, the Nelson Mandela Museum was never intended to be a static tribute to a man of stone. It was envisioned as a dynamic institution“a living museum,” Mandela said - where learning, dialogue, and development would thrive. Nestled in a region marked by deep poverty and rural underdevelopment, the Museum has grown into a space of upliftment and engagement, drawing thousands of visitors annually while offering outreach, education programmes, and cultural preservation.
Yet beyond the exhibits and archival treasures, the Museum’s true power lies in what it represents: that the values Mandela stood for - freedom, equality, dignity, and service - remain the foundation on which our democratic society must continue to be built.
As the Museum marks its silver jubilee, it becomes a mirror reflecting not only the past, but the responsibilities of the present. It asks whether we are still listening to Mandela’s call and choosing dialogue over division, empathy over exclusion, and service over self-interest.
Mandela’s Legacy: A Blueprint for Leadership
At a time when public trust in leadership is under strain, Mandela’s example
Nelson Mandela Month
Not just a month of remembrance, it is a call to action
• to lead with integrity
• serve with humility
• and build with unity
remains a touchstone for what ethical leadership should look like - across both the public and private sector. His life showed that leadership is not about dominating a boardroom or commanding a crowd; it is about uplifting others, especially the marginalised, and committing to the long road of justice.
In government, Mandela insisted that power must always be tempered by responsibility. He respected the rule of law, protected the rights of minorities, and used the presidency not to enrich himself, but to empower others. These lessons are more vital today than ever, as South Africa continues to grapple with inequality, youth unemployment, and institutional mistrust.
For the private sector, Mandela offered a challenge too - to look beyond profit, and toward purpose. He believed in partnerships that could rebuild communities and reinvest in people. Corporate social investment, skills development, and inclusive enterprise were not optional extras; they were, and still are, essential pillars in the nation’s reconstruction and development.
In this context, the Museum’s 25th anniversary offers a platform to reignite these partnerships. From digital archiving to youth mentorship, there is real scope for collaboration between the Museum, government, and private stakeholders - to keep Mandela’s vision alive and relevant for new generations.
Freedom:
A Beginning, Not an End
Mandela understood that freedom was not an endpoint, but a beginning. He often said: “After climbing a great hill, one only finds that there are many more hills to climb.” South Africa has indeed
climbed many hills - ending apartheid, establishing a Constitution admired around the world, and holding free and fair elections over three decades.
But there are still hills to climbpoverty, unemployment, corruption, load-shedding, gender-based violence, land reform, and access to quality education remain urgent national challenges. Mandela’s approach would have been clear: don’t deny the mountain - but never stop climbing.
This is what the Nelson Mandela Museum teaches us. That legacy is not cast in bronze or etched in granite - it is built in classrooms, council chambers, homes, policies, and the daily actions of ordinary citizens. It is built when a business funds a bursary, when government delivers clean water, when a teacher refuses to give up on a struggling learner, and when a young person leads with empathy, not ego.
Living the Legacy
As we celebrate Nelson Mandela Month this year, may the museum’s milestone 25th Anniversary reawaken our sense of collective responsibility. Let it remind us that Mandela’s legacy is not something to be inherited; it is something to be practiced.
The Nelson Mandela Museum does not just commemorate the life of a man - it challenges every South African to live as he did: with courage, compassion, and conviction.
In a world growing ever more polarised, the Museum stands as a rare place of unity, where people of all races, classes, and backgrounds come not to worship a hero, but to recommit to a shared humanity.
A National Asset Rooted in a Rural Heartland
That such a world-renowned museum is rooted in a rural town is no accident - it reflects Mandela’s belief in inclusive development. The Eastern Cape, like many rural provinces, still bears the brunt of underdevelopment. But institutions like the Nelson Mandela Museum offer a blueprint for how cultural heritage can support tourism, education, and local economic growth.
By investing in this legacy institution - through government support, philanthropy, or public-private partnerships - we are investing not only in remembrance, but in reconstruction.
A Final Word...
As we honour Mandela this July, we do not simply mark 25 years of a museum. We celebrate the power of an idea - that one life lived in service of others can ignite millions more.
Let us take that idea into our workplaces, our communities, and our leadershippublic or private - and remind ourselves:
It is in our hands now.
LEADING WITH PURPOSE: WOMEN IN THE HEART OF PUBLIC ADMINISTRATION THEA NGELE (SENIOR LECTURERMILPARK BUSINESS SCHOOL)
In every thriving heart lies a powerful force: a force that is operational; a force that is warm; a force that is adaptable; a force that cares; a force that is educated; and that force can be called a woman. Across the global sphere, the empowerment of women has not only been through the classroom, but through sacrifice and intent. We should constantly be reminded that we are not alone. In hindsight, it may seem that way; however, there are fellow sisters and brothers cheering us on. Women should remember that their presence is seen and heard.
The Postgraduate Diploma in Public Administration is not only a qualification
that serves as a tick box exercise; it provides leaders and future leaders with the foundation of critical and strategic thinking, while fostering a global perspective on our day-today lives. The aim is to foster skills from different avenues, such as finance, leadership, human resource management, policy analysis, monitoring and evaluation and economics.
The qualification is about making a difference not only to the individual but to the broader society. It is imperative that through leadership, skills are also enhanced. Putting theory into practice is important. It would be fruitless to study for
such a qualification and not be able to apply it to your daily life. Remember, every day is public administration: from what we read in newspapers to social media to what we hear on radio. At the end of it all, we are all affected somewhere, somehow.
As Women’s Month approaches, let us continue to celebrate and support our students and prospective students. Empowering a woman means empowering the nation. Let systems continue to be built so that barriers can be broken, so that communities can be enhanced.
"To every woman on the path to education - your leadership is needed, your presence matters, and your journey is a movement towards equity and excellence."
To every woman on the educational path, or considering the path to furthering their education, always be reminded that you are important, your leadership is needed and continue the journey to a larger movement which is equity and excellence in governance. Together we can walk and learn from one another. This is how we can thrive!
The Postgraduate Diploma in Public Administration is more than a credential; it is a qualification that challenges the norms with the notion of serving the community and ensuring that complexities are solved in our day-lived realities. Graduates will be prepared to not only lead but lead with impact.
Every step forward changes more than a path.
Leadership doesn’t always come with applause. Sometimes, it starts with quiet resolve and firm footsteps. This is where you begin, on familiar ground, with unfamiliar courage.
From these corridors, new futures unfold.
The Milpark Postgraduate Diploma in Public Administration, is the course for a new generation of pathmakers.
Your path to purpose-driven civic leadership starts here. FIND OUT MORE
LEADING WITH PURPOSE…
Parmi Natesan’s Journey to Boardroom Excellence
As South Africa celebrates Women’s Month , attention naturally turns to the women redefining leadership, challenging conventions and driving transformation.
Among them stands Parmi Natesan , Chief Executive Officer of the Institute of Directors in South Africa (IoDSA), who has become one of the country’s most recognised voices in ethical leadership and corporate governance.
Since taking the helm in 2019, Natesan has led the IoDSA with distinction. Her appointment marked more than just a personal milestone - it signalled a shift towards a more inclusive and representative governance landscape in South Africa.
Born and raised in a small Eastern Cape town, Natesan was the first in her family to attend university, earning both her BCom (cum laude) and BCom Honours from Nelson Mandela University. She went on to qualify as a Chartered Accountant and later as a Chartered Director (SA), a designation she passionately promotes as part of the IoDSA’s mission to professionalise directorship across the continent.
Under her leadership, the IoDSA has strengthened its role as
South Africa’s foremost authority on directorship and governance, balancing financial sustainability with expanding impact. The organisation has gained international recognition and remains a trusted voice in shaping ethical and effective leadership, both in the public and private sectors.
Importantly, this Women’s Month edition provides an opportunity to spotlight not only Natesan’s personal achievements but also the IoDSA’s continued contribution to good governance under her stewardship. Programmes like the Women on Boards Foundation Programme and the Director Mentoring Programme are empowering more women to step into leadership roles, helping to transform boardrooms into more diverse, inclusive and future-fit spaces.
Natesan’s influence also extends into the policy arena. She led the IoDSA’s submission to Parliament on the Companies Amendment Bill, advocating for legislation that supports accountable and transparent leadership. In addition, she plays a key role in developing King V, South Africa’s globally respected corporate governance framework, ensuring that governance standards evolve in step with a changing world.
Beyond her work at the IoDSA, Natesan is an active advocate for women’s empowerment through her involvement with the International Women’s Forum South Africa (IWFSA), the 30% Club, and other platforms focused on gender parity. At the IoDSA itself, her leadership has helped create a team of strong women - underscoring her commitment to walking the talk.
Her list of accolades reflects her growing influence: 2024 Business Leader of the Year at the Top Empowerment Awards, SAICA Difference Maker Award for Ethical Leadership, and multiple recognitions both locally and internationally for her role in reshaping governance.
While her professional success is significant, Natesan remains deeply grounded. As a mother of two teenagers, she balances the demands of leading a national institution with being actively involved in her children’s lives - a real-world example of empowered, purpose-driven leadership in action.
“Parmi Natesan’s journey is a reminder that leadership is not only about position, but about impact, integrity and the power to open doors for others. In a rapidly changing world, she stands as a beacon for ethical leadership, inspiring a new generation to rise.”
UNLOCKING IMPACT THROUGH INTEGRATION
HOW THE DISTRICT DEVELOPMENT MODEL IS STRENGTHENING MUNICIPAL DELIVERY
In response to the complex and often fragmented nature of South Africa’s governance system, the District Development Model (DDM) was introduced as a strategic approach to improve coherence, efficiency, and impact across all spheres of government. Launched in 2019 by the Department of Cooperative Governance and Traditional Affairs (CoGTA), the DDM aims to bring together national, provincial, and local government departments in a single, integrated planning framework. For municipalities, this has brought a welcome shift toward collaboration, long-term development alignment, and greater resource coordination.
At the heart of the DDM is the principle of ‘One District, One Plan’ , which ensures that every district and metropolitan space in South Africa has a comprehensive, jointly developed development plan. These plans are rooted in local realities while guided by national and provincial priorities. They are intended not only to eliminate duplication of efforts and wastage of resources, but also to ensure that the various role-players work toward the same developmental outcomes.
Bridging the Implementation Gap
For municipalities grappling with limited capacity, inconsistent service delivery, and infrastructure backlogs, the DDM has emerged as a platform that enables better coordination of support from other spheres of government. Instead of siloed planning and sporadic project rollouts,
municipalities are now increasingly included in integrated planning discussions where district-wide challenges are tackled collectively.
Through the DDM, municipalities gain access to the technical and financial support of sector departments and state-owned entities in a structured and predictable manner. This has helped accelerate infrastructure delivery, unlock catalytic projects, and address service delivery bottlenecks more effectively. In many cases, district hubs have been established to provide planning and implementation support to local municipalities, further strengthening institutional capacity.
The alignment of municipal Integrated Development Plans (IDPs) with DDM plans also allows for improved monitoring and accountability. As departments and agencies report against shared outcomes, the focus has shifted from compliance-based reporting to performance-based development.
“The DDM is not just about coordination; it’s about delivering services where they are most needed - on time, in budget, and with impact.”
- Department of Cooperative Governance
Enabling Localised Economic Growth
Beyond governance improvements,
the DDM promotes local economic development by linking spatial planning to investment attraction and job creation. It encourages municipalities to identify high-impact projects within their areas - such as agri-hubs, transport nodes, or renewable energy initiatives - that can be prioritised and supported across government.
This localisation of development has proven particularly important in historically marginalised areas where planning has often failed to reflect community realities. Under the DDM, government investments are now better aligned with the specific socioeconomic profiles of districts, helping ensure that development is both inclusive and transformative.
While implementation challenges remain, including the need for more agile procurement processes and improved data systems, the DDM continues to evolve as a responsive and inclusive model for developmental governance.
As South Africa’s municipalities strive to improve audit outcomes, expand service access, and build sustainable communities, the District Development Model offers a structured, integrated, and cooperative pathway forward.
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Foundation and Learn
Connecting youth to better education and enhanced careers
Over the past 5 years, The Foundation has reached over 40 000 beneficiaries through the adoption of effective integration of technology in education to build future-fit and competitive young global citizens.
The Foundation has trained around 1000 children in coding, capacitating 300 top students with further training in Artificial Intelligence apps, web development, and cybersecurity through our Digital Skills programme.
Access to education has improved dramatically over the last few decades. The Foundation has committed to improving the educational outcomes of secondary school students by reimagining and providing holistic support to encourage mastery of the prescribed curriculum and digital skills. We believe that harnessing the power of technology can bridge the gap of inequality in education and provide necessary academic support that keeps young minds engaged.
As the Head of the Foundation, Judy Vilakazi says, “At the Foundation, we believe that meaningful change starts with equitable access to quality education and digital skills. “Our programmes are designed to equip young South Africans with the tools, confidence, opportunities they need to thrive - from the classroom all the way to the boardroom.”
Building on the Foundation’s work in transforming education through technology, Learn extends this impact by offering a seamless digital bridge from the classroom to career readiness.
<< SCAN ME>>
Learn is your gateway to high-quality digital learning—bringing the classroom to your fingertips and connecting you to a brighter future. Through partnerships with globally recognized institutions and top-tier experts, Learn offers both Basic Education support for High School learners and Higher Learning support delivering in-demand courses in fields like artificial intelligence, entrepreneurship, coding, data science, cloud computing, and more.
We’ve teamed up with industry giants including Google, IBM, HP, Duke University, Alibaba, and Microsoft to ensure that every course offered is current, credible, and career-ready—helping you gain the skills today’s top employers & leading businesses are looking for.
To make online learning more accessible, Learn also offers unbeatable deals on data and essential tech- devices, tablets, laptops - to power your learning journey. With , getting connected has never been easier or more affordable.
For younger learners, Learn offers a robust basic education solution in collaboration with Lightbulb EdTech. This advanced online learning portal is tailored specifically for high school students, covering a wide array of subjects like English, Afrikaans, Mathematics, Natural and Physical Sciences, Geography, History, and Accounting - providing a strong foundation for academic success.
“At the forefront of this educational transformation are Learn and Lightbulb Education, who have joined forces to deliver dynamic, engaging, and interactive online learning experiences.
We encourage parents and learners across South Africa to take advantage of this opportunity to empower themselves,” says Dr Mmaki Jantjies, Group Executive of Innovation and Transformation at . “ Learn is a digital gateway to a brighter, more connected future.”
Start your journey today and unlock your future with Learn and Foundation!
Digital learning is igniting new possibilities for young people worldwide, offering them the chance to build valuable skills, broaden their horizons, and earn qualifications in a more flexible, accessible way.
The construction industry is one of the biggest role players when it comes to driving economic development. While it remains maledominated, there are encouraging signs that women are starting to become better represented in this sector.
WOMEN EMPOWERMENT: TRANSFORMING THE BUILT ENVIRONMENT SECTOR
WOMEN ARE SHAPING THE CITY
By awarding flagship projects like the Hikhensile Clinic and Brixton Social Cluster to women-led companies, the JDA is championing inclusive growth and proving that women belong at the forefront of infrastructure delivery.
At the JDA, empowerment is more than a goal - it’s a guiding principle!
THE JDA’S ECONOMIC EMPOWERMENT PROGRAMME
The Johannesburg Development Agency’s (JDA) Economic Empowerment Programme focuses on the development of skills and capacity within the construction industry in Johannesburg; as well as optimising the JDA’s contribution to inclusive economic growth and empowerment, and the transformation of the construction industry.
In terms of capital projects, the JDA aims to increase the number
of local emerging contractors from previously disadvantaged communities as well as the number of local construction jobs created - in particular empowering women in development and construction.
ENABLING WOMEN IN INFRASTRUCTURE DELIVERY
The built environment is constantly changing and the development of SMMEs is critical in building and advancing innovation and transformation within the industry.
The City of Johannesburg, through its infrastructure arm the JDA,
is already showing a good footprint where women are concerned.
Some of the JDA’s ongoing flagship projects within the metro are run by women - this includes the Hikhensile Clinic and Brixton Social Cluster Phase 2.
STATE-OF-THE-ART, 2173M² HIKHENSILE CLINIC
The construction of the state-of-the-art 2173m² Hikhensile Clinic demonstrates the City of Johannesburg's commitment to providing primary healthcare facilities. The JDA is implementing the facility, which is a monumental step forward in enhancing community healthcare services in the region, on behalf of the City’s Health Department.
The JDA appointed Big O Engineers, a female owned, Level-1 BBBEE contributor founded in 2010 as the main contractor on the project. The old Hikhensile Clinic has been demolished to pave the way for a modern facility.
The construction of the new Hikhensile Clinic is located on Lokologa Street, Ivory Park, Region A, Johannesburg.
With 16 consulting rooms and a 159-seat waiting area, the clinic will be able to accommodate larger volumes of patients and provide a wider range of services.
BRIXTON SOCIAL CLUSTER PHASE TWO
As part of the strategy of the City of Johannesburg to meet the demand for new social infrastructure, the JDA has been implementing Phase 2 of the construction of the Social Cluster.
The JDA appointed Nkomaba Trading and Projects, a female owned, Level-1 BBBEE contributor founded in 2009.
Nkomaba Trading and Projects’ scope of work on the project entails the creation of a public square, new library, new coffee shop, upgrading the green open space and kids play area, and upgrading the swimming pool.
The old Brixton Library has been demolished and is being replaced by a modern, single-storey facility with a floor area of 1840m² to better serve the growing number of users. The new building will house the main library, general and specialised information
resource areas, as well as a dedicated study centre..
The Brixton Swimming Pool was constructed in 1938 and is older than 60 years. To maintain the swimming pool’s historical value, the JDA will be undertaking renovations to the facility in accordance with heritage consultants' and architect specifications.
The public square of the Brixton Social Cluster is aimed at being a safe and well-lit outdoor gathering place for the community. The Art Gallery and Coffeehouse will serve as a single-story building of 320m².
"The JDA is committed to fostering an inclusive and transformative construction industry. Through our Economic Empowerment Programme, we aim to not only build skills and capacity but also to ensure that women have a significant role in shaping the future of Johannesburg's infrastructure,” JDA CEO Mr Themba Mathibe said.
“The success of projects like the Hikhensile Clinic and the Brixton Social Cluster, led by women, is a testament to our ongoing efforts to drive change and innovation in the built environment", he noted.
About the JDA
The Johannesburg Development Agency (JDA) is the infrastructure development arm of the City of Johannesburg. Established during the iGoli 2002 re-engineering process, the JDA has grown into a key player in reshaping Johannesburg’s urban landscape.
Guided by frameworks such as the National Development Plan, Gauteng 2055 and the City’s GDS 2040, the JDA champions resilient, liveable, and sustainable development. It drives area-based urban regeneration through strategic capital investments in precincts and transit corridors, with a strong emphasis on inclusive growth.
With over 1 300 projects delivered in 24 years, the JDA continues to transform communities, create opportunities, and build a better city for all.
Hikhensile Clinic
Brixton Social Cluster Phase Two
THE NHFC ENABLING ACCESS • EMPOWERING DEVELOPERS • TRANSFORMING HOUSING
Who we are:
The NHFC was established by the National Department of Human Settlements (NDOHS) as a development finance institution (DFI) in 1996, with the mandate of broadening access to affordable housing for the low- and middle-income households. As a national public entity the NHFC adheres to the regulatory framework of the Public Finance Management Act (PFMA) of 1999.
The NHFC operates largely as a wholesale funder providing funding in the affordable housing market through a network of clients that include social housing institutions, property developers and investors, contractors, as well as non-banking financial retail intermediaries. In addition, it facilitates national implementation of a housing subsidy programme on behalf of the Department of Human Settlements which is focused on providing a subsidy
for aspiring first time homeownersknown as the First Home Finance Programme. The entity also provides programme management services to augment capacity of provincial and local government in the implementation of various housing programmes.
The company operates nationally, mostly through intermediaries operating in the four (4) main financing channels, namely, the residential developer financing channel, the Social Housing Institution/ Other Delivery Agents (ODAs) financing channel, the contractor financing channel, as well as the incremental housing intermediary financing channel. In addition to providing loans to its intermediary partners, the company also provides other forms of funding in the form of strategic investments such as equity and quasi equity to certain niche businesses in the affordable housing value chain.
Azola Mayekiso: Chief Executive Officer, National Housing Finance Corporation
Emerging Developer Incubator and Post Investment Support Programme (EDIP)
The National Housing Finance Corporation (NHFC) launched the Emerging Developer Incubator and Post Investment Support Programme in March 2025.
Applications for the programme closed on 26 th June 2025.
Programme representation was national with applications received from all provinces in the following categories:
• Start-Up Developer Applications - 130
• Emerging Developer Applications - 44
• Professionals Database Applications - 56
EDIP Transformation Goals:
This initiative is a critical step in driving transformation, creating opportunities for emerging developers and start-ups, access funding and have bankable projects - whilst contributing to the broader housing development ecosystem.
Programme Intention:
Strategic Alignment and Sector
Capacitation: This initiative is a key part of the transformation agenda in the built environment aimed at supporting developers from historically excluded groups with a focus on designated groups (women, youth, people with disabilities, and military veterans).
Programme Objectives:
The initiative provides non-financial support to emerging developers with key deliverables being:
1. Enabling emerging developers access funding
2. Construction Phase AssistanceOn-site support by construction professionals
3. Post Investment SupportAssistance with marketing for sales development and tenanting strategies
Emerging Developers:
Budget Overview:
The NHFC has set aside R27 million towards pre-funding support to the emerging developers for the 3-year programme.
Impact:
The programme will support 60 developers over 3 years ensuring sustainable growth in the housing development sector. The split of the programme support will be:
• 19 Start-Up Developers (Those developers with built environment experience, but are starting out in the property development sector and require full on technical support and monitoring).
• 41 Emerging Developers (Developers that have done 1 or 2 developments and require monitoring support).
LEADING WITH PURPOSE
MD: YOLANDA MADIKIZELA IS SHAPING KUMYOLZ’S SUCCESS STORY
I grew up in a very small town called Elliot, in the Eastern Cape province of South Africa. I am the last born of five, with two sisters and two brothers. I always laughed at my mom because she could have stopped with four kids. After all, the age gap between my brother and me is bigger than the gap between any of my other siblings.
I grew up with both my parents, but their jobs were demanding. My father would look after me as my mother would be working night shifts or vice versa. I would spend most of my time with my father. I always tell those close to me that a man raised me, and I understand why it was like that because the power of self-awareness and resilience was born in me. My dad was a policeman, and at that time, he was an investigator. It was not easy to be an investigator at that time in South Africa because you would be labelled as a spy. Being resilient was the nature of the game.
The Birth of Kumyolz
This background has played a critical role in my life and in the foundation of Kumyolz. Kumyolz Investments is a company founded by myself (Yolanda) after I gave birth to my firstborn son, whom I named Kumkani. Then, by combining the first three letters of Kum-kani and the first three letters of my name Yol-anda, we created a beautiful name: Kumyolz, which most people find difficult to pronounce.
Kumyolz was founded in August 2013 with the aim of venturing into the construction industry. However, that industry couldn’t find space in my heart. My late partner, who was a chartered accountant (CA), would come back from meetings - where he used to chair internal audit committeesand share the frustrations around revenue within the municipalities. I saw in this an opportunity for Kumyolz to venture into the Revenue Enhancement space, which focused on debt collection services from the inception - and grew to offer other services such as data cleansing, tracing, indigent verification, and credit control.
“My goal was always bigger than just building a business - it was about opening doors to spaces where women were once excluded.”
MD: Yolanda Madikizela
Empowering Women to Enter New Spaces
As the sole director of Kumyolzwho is a woman and 100% shareholder - my purpose was to work with as many young unemployed women as I could, so that women can get into places and spaces we never thought we could. The government space, or the public sector space, has for many years been led by men, but we had to break those barriers and work with men - and have
men working for women. Kumyolz has been very successful in doing so, and working with men has not been and is still not a challenge for us as a company and with our clients.
Collecting with Compassion, Guided by UBUNTU
Kumyolz has grown into embracing the debt collection space with a totally different view, because it has taught us UBUNTU: treating our debtors humanely and with utmost empathy in our worst times as a country, especially when we were faced with the brutal COVID-19 pandemic and the economic times that kept crippling our people’s daily living.
Kumyolz is not your normal debt collection company that demands money, but has adopted the spirit of UBUNTU by upholding the dignity of debtors and finding ways to rather put ourselves in the debtor’s shoes and work together to ensure that all parties involved - namely the debtor, the client (municipality in our case), and Kumyolz as the service provider - reach a common goal of settling the debt. We make sure that both parties know and deliver on their responsibilities, without any queries that typically hinder successful revenue collection.
CONTACT INFORMATION
Address:
676 Galagher Avenue Halfway House Midrand 1685
Call: 010 448 0502
Email: info@kumyolz.co.za
Website: kumyolzinvestments.com
LEADING SOUTH AFRICA’S CIRCULAR FUTURE
- ONE PAGE AT A TIME
For Fibre Circle CEO, Edith Leeuta, increasing the collection and recycling of paper and paper-based packaging remains core to achieving their mandate. They aim to do this through building long-term strategies that connect producers, municipalities, and communities in the drive toward a circular economy.
Purpose. Passion. Impact. These three words capture the essence of Edith Leeuta, the visionary CEO at the helm of Fibre Circle, South Africa’s Producer Responsibility Organisation (PRO) for paper and paper packaging. As the driving force, Leeuta is not only steering an ambitious mission to reduce waste, but also inspiring a culture of sustainability and circularity that spans boardrooms, classrooms, and communities alike.
From strategy to sustainability
When Leeuta took the reins as CEO of Fibre Circle in 2021, she brought with her a rich background in organisational development, community upliftment, and environmental education. A co-founder of GR33N Africa, a not-for-profit focused on sustainable practices, her passion for environmental justice was already well established.
Now, through Fibre Circle, she is implementing the Extended Producer Responsibility (EPR) regulations for the paper and paper packaging sector. This legal framework requires producers to take responsibility for the full lifecycle of their products, ensuring less paper ends up in landfills and more is recycled back into the economy.
Leeuta quickly introduced a more collaborative structure within Fibre Circle by creating steering committees with representatives from member organisations - now over 270 strong. These groups help shape strategy and ensure each player understands their role in achieving the collective goal.
“Fibre Circle is a dynamic space. We’re not just meeting targets; we’re building longterm systems that make recycling work; for people, the planet, and the economy.”
- Fibre Circle CEO, Edith Leeuta
“Fibre Circle is a dynamic space,” she says. “We’re not just meeting targets; we’re building long-term systems that make recycling work; for people, the planet, and the economy.”
Thanks to this approach, South Africa continues to maintain a strong paper recovery rate of around 70%, with further plans to target difficult-torecycle materials, broaden outreach, and support emerging waste innovators.
Collaboration that creates change
Leeuta is the first to acknowledge that environmental impact isn’t made in isolation, it’s built through partnerships. She’s placed particular emphasis on strengthening relationships with the public sector, including the Department of Forestry, Fisheries and the Environment, as well as municipalities, schools, and local entrepreneurs. She believes firmly that any producer of packaging must assume responsibility for the collection and recycling thereof post consumption.
“We cannot tackle the waste crisis alone. Collaboration is not optional, it’s essential.”
One pressing issue she’s currently tackling is the rise in imported packaging that cannot be recycled locally. By engaging with importers and regulators, Fibre Circle is working to close this gap through dialogue, industry education, and shared innovation.
Crucially, the organisation is also expanding its work with schools, developing programmes that introduce learners to the importance of reducing, reusing, and recycling. By fostering environmental awareness from a young age, Leeuta hopes to create a generation of citizens who value sustainability as second nature.
Beyond education, Fibre Circle’s community efforts are increasingly focused on supporting local recycling businesses and waste collectors, particularly in areas where municipal infrastructure is limited. These efforts not
only reduce environmental harm, but also stimulate economic inclusion and entrepreneurship.
A vision for an inclusive green economy
As South Africa celebrates Women’s Month, Edith Leeuta stands out as a leader who exemplifies values-driven leadership with national impact. Her vision extends far beyond clean streets and full recycling bins, rooted in the belief that sustainability should also create jobs, empower communities, and close the gap between informal and formal economies.
“Every tonne of recycled paper is also a job, a business, a restored environment,” she says. “That’s the power of the circular economy.”
Fibre Circle is now exploring deeper collaborations with municipalities to support local infrastructure, pilot community-driven collection models, and elevate informal recyclers into active contributors to the system.
Her hope is to see more municipalities step into this shared mission. With Fibre Circle’s technical support, national reach, and track record of impact, Leeuta believes that there is a great opportunity for cities and towns across South Africa to lead on circular solutions.
“We are here to partner, not prescribe. When we align public goals with practical action, we create something truly sustainable,” she says.
As the country moves toward a zerowaste future, Fibre Circle and its CEO remain firmly at the forefront, pioneering a model of environmental progress grounded in equity, collaboration, and long-term impact.
ROOTED IN GROWTH… WOMEN CULTIVATING CHANGE
IN SOUTH AFRICAN AGRICULTURE
Empowering Communities and Driving Sustainability with Tongaat Hulett
Across the fields of KwaZulu-Natal, a quiet yet profound transformation is taking place. At the heart of this change are women who are challenging traditional boundaries, building resilient communities, and growing a sweeter future - quite literally. In honour of Women’s Month, Municipal Focus spotlights the inspirational journeys of two forces of nature: farm manager Doreen Mbonambi and the remarkable women of the Sizama Ukuyaphambili Co-Operative.
Both stories are bound by a common thread - Tongaat Hulett’s support for inclusive agricultural developmentand a shared determination to uplift women, families, and communities through sustainable farming.
FROM ADMIN CLERK TO FARM MANAGER: THE RISE OF DOREEN MBONAMBI
Doreen Mbonambi’s story is one of grit, growth and purpose. Raised on a family farm with six brothers and two sisters, Doreen was drawn to agriculture early on, inspired by her grandmother who sold vegetables to nearby communities. That seed of interest blossomed into a thriving career - but not without challenges.
Her formal journey began in 2013 at Doornkop Sugar Estate, where she joined as an admin clerk. Under the mentorship of leaders like Miles Garnett and Marc Dunlop, she soon recognised her own potential and enrolled in a sugarcane farming course - earning an impressive 95% pass mark. She credits their leadership for shaping her own path and encouraging her to pursue a more hands-on role in agriculture.
That investment in her development bore fruit when Doreen began taking on more responsibility across the estate. Today, she manages one of the larger farms in Darnall, on the north coast of KwaZulu-Natal, as part of the Doornkop Sugar Estate Trust and Simamisa Farming - operations leased through Tongaat Hulett.
She oversees between 160 and 180 workers during the planting season and manages all aspects of operations, from field logistics to team well-being.
She is especially grateful for the opportunities created through Tongaat Hulett’s involvement.
“Without their support, this would not be possible on a small farm,” she explains. “My knowledge would not be so widespread.” Access to a large fleet, state-of-the-art equipment, and modern systems has empowered her to succeed at a scale she once only imagined.
Breaking Barriers and Leading with Purpose
As a young woman in a traditionally male-dominated industry, Doreen has encountered her fair share of resistance. From being underestimated to navigating perceptions around her authority, she has had to earn her place - and she has done so with humility, skill, and determination.
She highlights some key milestones along the way as obtaining her driver’s licence and sharpening her administrative and leadership capabilities. What sets Doreen apart is her belief in doing
the small things right - maintaining high standards across every aspect of farm life, from planting to people Management.
“Women should rise up,” she says. “We can do it - we are not less than men.”
That sentiment has become a guiding force. Doreen is passionate about helping other women access opportunities in agriculture, particularly in leadership roles. She sees herself not just as a farm manager, but as a mentor - someone who can inspire the next generation of women to see agriculture as a space for ambition, impact and self-reliance.
Her vision extends even further. Doreen has a keen interest in expanding her scope beyond sugarcane to explore macadamia nut farming and essential oil production. She remains driven by the potential of agriculture to uplift rural communities - especially when women are at the forefront. >
“Let’s grab the bull by its horns by taking over the farming industry and proving to the world that we are capable of bringing change.” - Doreen Mbonambi
The Women of Sizama
SOWING HOPE IN MACEKANE: THE WOMEN OF SIZAMA UKUYAPHAMBILI CO-OPERATIVE
While Doreen manages commercialscale farms, another story of collective empowerment is unfolding in Macekane, near Empangeni. The women of the Sizama Ukuyaphambili Co-Operative are redefining what agriculture can look like at community level – not only as a means of survival, but as a path to sustainable development.
This group of about a dozen women has created a thriving agricultural project that grows more than fruits and vegetables - it grows opportunity, dignity, and local pride. Their dream is simple but ambitious: to feed their
families, support each other, and one day, see their produce on retail shelves across South Africa.
That dream took a leap forward with the support of Tongaat Hulett, which stepped in to provide essential resources including new fencing and a water system. These contributions made a significant difference, enabling the co-operative to increase output and build a more resilient operation.
Philile Ntombikhona Nkwanyana, one of the co-op’s core members, speaks passionately about how the initiative has changed her life. “I’ve been able
to send my children to school,” she shares. “This garden has helped my family thrive.”
The women have become role models in their village, particularly to the youth, who are now seeing farming not as a last resort but as a viable career path.
Empowered women are transforming farming into a platform for growth, dignity, leadership, and long-term community upliftment.
Ukuyaphambili
Perseverance, Community and the Power of Support
The co-operative’s story was recently captured in a short documentary, where their journey of teamwork and resilience unfolds. Each woman plays an integral role - from planting and harvesting to planning future expansions. Their strength lies not only in their labour but in their unity.
“Our gardens don’t just grow vegetables,” says Philile. “They grow hope and remind us of what we can achieve when we work together.”
Through patience, shared effort and the right backing, the group has turned modest beginnings into a growing beacon of local sustainability. Their model demonstrates the power of grassroots agricultural projects to drive impact - especially when combined with corporate support, technical resources, and a shared community vision.
“Success takes time, and with patience and the right support, you can flourish.” - Philile Nkwanyana
#GrowingASweetFuture - Together
From managing 180 seasonal workers in Darnall to planting beds in Macekane, the journeys of Doreen and the Sizama Ukuyaphambili women illustrate the transformative power of agriculture in the hands of women. With the right support, farming becomes a platform for leadership, innovation, and legacy-building.
Tongaat Hulett’s role in these stories is not incidental - it is intentional. Through strategic partnerships and ongoing investment in rural talent, the company is helping build a sector that reflects the full spectrum of South African society. Its focus on equity, inclusion and shared value is setting a powerful example for what
agricultural transformation can look like.
These women are not just growing crops - they are cultivating futures. Their hands tend the soil, but their impact reaches far beyond the fields. They feed families, inspire peers, mentor youth and prove daily that women are central to building an inclusive, resilient, and prosperous South Africa.
As we celebrate Women’s Month, let us honour these stories not just as individual triumphs, but as blueprints for what is possible when women are given the tools to lead, and the space to thrive.
SOUTH WEST GAUTENG
TVET COLLEGE UNVEILS
STATE-OF-THE-ART
TRADE TEST CENTRES
In a proud and visionary step forward for technical education, South West Gauteng TVET College, in partnership with merSETA, officially opened its Trade Test Centres for Mechanical Fitter and Fitter & Turner Workshops at the Molapo Campus on Monday, 30 June 2025, amid Youth Month celebrations
Presiding over the ceremony was the Minister of Higher Education and Training, Honourable Dr. Nobuhle
Pamela Nkabane, MP, who lauded the initiative as both a triumph of collaboration and a beacon of transformation.
“It is both an honour and a profound privilege to stand before you today as we celebrate a momentous occasion in the life of South West Gauteng TVET College - the official opening of the Mechanical Fitter and Fitter & Turner Workshops as Trade Test Centres and Centres of Specialisation,” the Minister declared.
The event was particularly symbolic, falling during Youth Month, a period that commemorates the courage and
sacrifice of the 1976 generation and challenges today’s leaders to build a future grounded in opportunity, dignity, and inclusive growth.
Centres of Specialisation: A Backbone of the Economy
With the unveiling of these cuttingedge workshops, South West Gauteng TVET College has positioned itself as a national leader in artisan development.
The facilities are equipped to provide rigorous, hands-on training tailored to the demands of South Africa’s industrial landscape, including:
• Equipment maintenance and mechanical fitting
• Machining, turning, and tooling precision
• Workplace safety and quality assurance
The Minister emphasised the powerful shift in perception around vocational education, stating: “An artisan is not a backup plan - an artisan is the backbone of a thriving economy.”
Anticipated Contributions to Skills Development
The Centres are expected to contribute to:
• Youth employability: By offering trade tests that unlock job pathways
• Industry-readiness: With training aligned to real-world mechanical and engineering demands
• Partnerships: Strengthening links between education and the private sector
• Economic inclusion: Empowering youth in Soweto and beyond to thrive in the labour market
DHET Minister: Dr. Nobuhle Nkabane
A Legacy in the Making
Set in the heart of Soweto - where youth voices once rang out for justice and education - the Trade Test Centres now stand as gateways to opportunity. They promise to annually certify and empower hundreds of young South Africans in trades vital to infrastructure, energy, manufacturing, and innovation.
The Minister closed her remarks with a heartfelt appeal to all stakeholders:
“To the apprentices - use these facilities, commit to your training, and aim for excellence. To the facilitators - continue to inspire and equip with passion and integrity. To the partnerslet us deepen collaboration for even greater impact.”
As South West Gauteng TVET College moves forward, the newly opened Trade Test Centres will continue to embody a vision of progress, inclusion, and excellence in skills development.
Looking Forward…
As infrastructure and systems are put in place, South West Gauteng TVET College is working toward becoming a hub where young South Africans not only acquire skills but also gain access to certified trade qualifications, apprenticeships, and economic empowerment.
The Trade Test Centres are not just built for today - they are built to shape the artisans, innovators, and builders of tomorrow.
In the heart of Soweto, a new chapter beginswhere skilled hands will shape South Africa’s industrial future, drive local innovation, and unlock pathways to economic empowerment.
About South West Gauteng TVET College
Under the leadership of Principal Mr Joey Monyamane, South West Gauteng TVET College has grown into one of South Africa’s largest and most dynamic public TVET institutions. With over 30 000 students enrolled across six campuses and a distancelearning centre, the College offers accredited programmes from NQF Levels 2 to 6 in both vocational and NATED streams.
Headquartered in Soweto, SWGC plays a vital role in expanding access to technical education, empowering youth with jobready skills, and contributing meaningfully to South Africa’s skills development and economic transformation agenda. Its strong industry partnerships and commitment to community upliftment continue to position the College as a leader in inclusive, future-focused education.
EMPOWERING FUTURES THROUGH SKILLS AND PARTNERSHIPS
A Conversation with KSD TVET Principal Mqondisi Bhikisha…
As South Africa celebrates TVET Month, King Sabata Dalindyebo (KSD) TVET College in the Eastern Cape stands out as a vital engine for youth empowerment, entrepreneurship, and regional economic development. With over 9 000 students across seven campuses and a bold vision for innovation and inclusion, the college is led by a seasoned education leader, Principal Mqondisi Bhikisha.
In this in-depth Q&A, Municipal Focus speaks to Principal Bhikisha about his leadership approach, the college’s critical role in shaping skilled graduates, and how strategic partnerships are transforming opportunities for students and communities.
"At KSD, we don’t just teach skills - we help young people rediscover their worth, unlock their potential, and believe in their power to lead."
MF: What inspired your decision to take the helm at KSD TVET College, and what is your overall vision for the institution?
I was drawn to KSD TVET College by both its scale and the promise it holds. With more than 9 000 students and campuses spread across the OR Tambo District, the institution plays a critical role in addressing skills shortages, youth unemployment, and economic transformation. My vision is to position KSD among the top-performing TVET colleges in South Africa - not only in terms of academic results but in how we serve our communities and enable entrepreneurship.
KSD must be a place where students are equipped with practical skills, exposed to real work environments, and supported to either find employment or create it. We want to foster a generation of graduates who are confident, skilled, and socially conscious.
Through every partnership, placement, and programme, this college is changing lives - opening doors for young people who once felt overlooked, uncertain, or excluded from real opportunity.
MF: How would you describe the college’s strategic focus in terms of programmes and community relevance?
KSD TVET’s programme offerings are deliberately aligned with both local economic needs and national development goals. We offer strong streams in engineering, business studies, ICT, tourism, and hospitalityall sectors with high growth potential.
For example, the Libode Campus houses one of the few trade test
centres in the province for both petrol and diesel engines, while our Mapuzi Campus, situated in the heart of the Wild Coast, specialises in tourism and hospitality - areas key to unlocking rural development. We are not only producing skilled technicians and artisans, but also equipping students with business acumen so they can be employers, not just employees.
MF: The Eastern Cape has a long manufacturing and logistics history. How is the college responding to the region’s economic landscape?
The automotive sector has deep roots in this province - from the early Ford models in the 1920s to the continued presence of VW and Mercedes-Benz today. This has created an ecosystem of parts manufacturing, mechanics, and logistics. Our engineering programme is a direct response to this, and through our trade test centres and SETA partnerships, we ensure our students are certified and work-ready. We also anticipate future needs. For instance, we are developing a new campus in Ngqeleni that will focus on maritime transport and agricultural management - two key sectors that can unlock job creation and food security in our coastal and rural communities.
MF: Partnerships seem to be at the heart of KSD’s success. Can you elaborate on some of the key collaborations?
Partnerships are essential to our model. They allow us to link training to employment and to expose students to real-world applications of their skills. Through the Office of the Premier and the Automotive Industry Development Centre Eastern Cape (AIDCEC), we supported 66 students - many of whom were informal mechanics - through Recognition of Prior Learning and trade testing.
Now they’re qualified professionals. Another exciting partnership is with MICT SETA and NetCampus, where we trained 40 students in ICT fields like data science and cloud computing. These students were placed not only at KSD but also in institutions like the Department of Correctional Services and the Nelson Mandela Museum.
We also collaborate with the Eastern Cape Development Corporation (ECDC), where our Civil Engineering students are actively involved in infrastructure projects such as building viewing decks and landing strips in Port St Johns. These kinds of projects empower students while contributing to community development.
MF: The college also plays a role in digital inclusion. How are you reaching underserved communities?
Digital literacy is not a luxury - it’s a necessity. Through our partnership with the National Electronic Media Institute of South Africa (NEMISA), we’re training student ambassadors to deliver digital skills training in surrounding communities. These learners undergo a week-long induction and then go out to teach basic ICT skills in places that have limited access to technology.
It’s a practical way to extend our impact beyond the campus and foster a culture of tech-savvy youth who can participate in the digital economy.
MF: What distinguishes your approach to leadership - and how are you developing leadership within the college?
I believe in mentorship and exposure. At Ikhala TVET College, where I was Deputy Principal: Academic Services (2013-2024), and Acting Principal (2023-2024), more than half of the campuses were managed by women. >
That was no accident. I made it a priority to support and develop emerging leaders, especially women and youth.
At KSD, I am following the same path. We are deliberately building leadership capacity among our staff - from academic heads to support servicesbecause a college is only as strong as its people. I also encourage campus managers and lecturers to network, benchmark, and learn from institutions that are outperforming us.
When a student walks through our gates, they carry a dream. When they leave, they carry skills, confidence, and the courage to turn that dream into reality.
MF: Are there any international partnerships that students can benefit from?
Yes. We are proud to be part of the South African Technical Skills Enhancement Programme, which links all eight TVET colleges in the Eastern Cape, and three in Limpopo, with the Canadian Institute of Technical Colleges. Currently, this is an online collaboration focused on research and innovation, but we’re working towards physical exchanges that will give students and lecturers international exposure.
Global partnerships help us raise the bar. They allow us to benchmark, learn, and innovate - all of which contribute to academic excellence and employability.
MF: Let’s talk about campuses. Could you give us a clearer picture of the college’s geographic footprint and what makes each site unique?
We’re spread out across the OR Tambo District to ensure broad access to education:
• Mthatha Campus: Our administrative and academic hub.
• Zimbane Campus: Located near Mthatha, offering core programmes.
• Libode Campus: Home to a stateof-the-art trade test centre for both petrol and diesel engines.
• Mapuzi Campus: Focuses on tourism and hospitality - essential for the Wild Coast.
• Mngazi Campus: Situated near Port St Johns, addressing needs in coastal communities.
• Ngcobo Campus: One of our rural sites, promoting access in underserved areas.
• Ntabozuko Campus: Near the Haven Beach Resort, with potential for marine and environmental training.
• Ngqeleni Campus (under development): Will focus on maritime transport and agricultural management, supporting both ocean and land-based economies.
Each campus is tailored to the needs of its surrounding community, allowing us to deliver relevant, place-based education.
From rural villages to coastal towns, KSD TVET is lighting the way for a determined generationa generation rising to rebuild families, communities, and the future they deserve.
MF: What is your message to prospective students or parents still unsure about TVET colleges?
My message is simple: TVET Colleges are the future. It’s where you gain practical skills, get exposure to real work environments, and learn how to contribute meaningfully to society. We’re not preparing people to wait for jobs - we’re preparing them to build businesses, solve problems, and take initiative.
At KSD, you’ll be part of a community that believes in you, supports your growth, and opens doors - whether you want to be a tradesperson, a manager, or an entrepreneur.
Strategic Partnerships Driving Real-World Impact
KSD TVET College collaborates with a range of partners to deliver practical training, workplace exposure, and job placement opportunities for its students:
• AIDCEC & Office of the Premier RPL and trade testing for community-based mechanics
• MICT SETA & NetCampus
ICT training in cloud computing and data science with placements in public institutions
• NEMISA
Students trained as digital literacy ambassadors for outreach in local communities
• Eastern Cape Development Corporation (ECDC)
Civil Engineering students involved in infrastructure projects, including airstrip and viewing deck development
• Wholesale & Retail SETA (W&R SETA)
Training and placement in retail management, IT support, baking and confectionery
• SASSETA & Department of Justice
Safety in Society and Business Studies students placed in justice and security sectors
• ETDP SETA, CHIETA & YDN Academy
Support for business, engineering, and chemical industry learners
• Canadian Institute of Technical Colleges
International collaboration focused on research, innovation, and skills exchange
MF: And finally, how would you like to be remembered as Principal of KSD TVET College?
I’d like to be remembered as someone who transformed KSD into a college of choice - not just for students, but for partners, funders, and staff. A place of excellence, inclusion, and community impact. A place that produced skilled graduates who are proud to say, “I studied at KSD.”
Above all, I want KSD to be known for changing lives - one student at a time.
CONTACT DETAILS
Tel: 047 505 1000
Email: admissions@ksdcollege.edu.za
Web: www.ksdcollege.edu.za
Administration Centre and Mthatha Campus: R61 Queenstown Road, Cicira Village, Mthatha
BABATAS CPA WATER INFRASTRUCTURE PROJECT
- AN IMPORTANT LIFE RESOURCE
Babatas is a new settlement located within the Gamagara Local Municipality in the Northern Cape province of South Africa. It is a peri-urban residential community under the Babatas Communal Property Association (CPA), known for its farming activities, primarily subsistence livestock farming. Situated approximately 25 km from the mining town of Kathu - a key hub in the municipal area - Babatas is home to a growing population.
The settlement falls under the administration of the Babatas CPA, which plays a pivotal role in managing local resources and affairs. The wider Gamagara area is heavily reliant on mining operations, particularly iron ore and manganese,
with major establishments such as Sishen Mine driving the regional economy. Many Babatas residents commute daily to nearby towns, including Kathu and Kuruman, for employment.
The SIOC Community Development Trust (SIOC-CDT) was established in 2006 by Sishen Iron Ore (Pty) Ltd (trading as Kumba) to invest in the development of communities surrounding its operations. The Trust focuses on delivering sustainable development projects in its beneficiary communities adjacent to Kumba’s mining activities in both the Northern Cape and Limpopo provinces.
In the Northern Cape’s John Taolo Gaetsewe District and
Tsantsabane Local Municipality, as well as Limpopo’s Thabazimbi Local Municipality, SIOC-CDT has implemented numerous projects aimed at supporting socio-economic development during and beyond the life of mining operations.
Through the years, the projects implemented in the Northern Cape and Limpopo provinces have contributed towards social stability, economic growth and job creation within the provincial and regional economies.
The Babatas CPA Water Infrastructure Project is one such initiative that the Trust takes great pride in. Before SIOCCDT’s intervention, the community had, for years since resettlement, been without access to even the most basic services - including clean drinking water. The Trust allocated
R21 million to address this, enabling the drilling of boreholes, laying of pipelines, erection of reservoirs, and full reticulation of potable water to every household.
Project Impact
This 19-month-long built bulk water supply and reticulation project has had a lasting impact on the Babatas community, with meaningful economic benefits realised during implementation. Six local SMMEs were engaged, and 23 labour opportunities created, providing temporary income and skills development within the community.
Key milestones include:
• The drilling, equipping, and commissioning of boreholes fitted with solar-powered pumps.
• The water infrastructure has the capacity to meet the needs of 600 households.
• Approximately 8 500 metres of bulk pipeline and 7 500 metres of internal water reticulation were installed as part of the project.
Currently, the system provides clean drinking water to 300 households. Each household has a standpipe, and the system includes fire hydrants, a buffer dam, and solar pumps that feed into a 305kl elevated storage tank for treated potable water.
Since the completion of the project, positive changes are becoming evident, with development partners initiating additional communityfocused projects. This vital infrastructure has not only improved daily life but has also unlocked potential for further development. The people of Babatas now have access to the most essential life resource - and are committed to safeguarding it for future generations.
This project is more than infrastructure - it is a foundation for development, opportunity, and long-term community resilience, bringing lasting change and renewed hope to the people of Babatas - for today and generations to come.
Defining ourselves through our actions, not our words
Kilolitres of water distributed in Babatas CPA October 2023 - April 2025
SEFFECTIVE WATER TREATMENT EXPLAINED
cientific water analysis is just one of the testing services offered by specialist condition monitoring company, WearCheck. Highly trained water technicians use a variety of laboratory-based tests to determine the quality and suitability of water.
WearCheck Water operates several water analysis laboratories, which process water samples from around Southern Africa. The company’s biggest clients include industrial operations that must follow municipal by-laws by ensuring that effluent/wastewater is compliant and safe for disposal. Compliance with the laws and environmental safety standards allows for the harmless disposal of wastewater into sewers, streams and rivers.
Innovation plays a key role at WearCheck Water, where new technologies and refined testing methods are embraced. The company offers a comprehensive diagnosis of the effectiveness of water treatment.
Moses Lelaka, WearCheck Water’s technical water laboratory manager, explains the water-treatment process:
“Conventional water treatment refers to the treatment of water from the surface - for example river or dam water - using a series of processes to remove suspended solids and colloidal matter, disinfecting the water and stabilising the water chemically. This approach effectively removes raw-water turbidity, along with harmful bacteria, including E. coli.
“For domestic use, the conventional treatment of water involves several treatment steps:
• Removing suspended solids and colloidal matter (turbidity) to an acceptable level by means of coagulation-flocculation, sedimentation and sand filtration,
• Disinfection for safe drinking water,
• Chemical stabilisation to prevent corrosion of pipelines.
“Conventional treatment methods for removal of suspended or colloidal material from water include:
• Chemical coagulation of small colloidal particles - chemicals (coagulants) are added to the water to bring the non-settling particles together into large, heavier masses of solids called flocs. Aluminium sulphate (Alum) is the most commonly used coagulant in water purification.
• Flocculation of the small particles to form large flocs or aggregates,
• Followed by sedimentation - this happens naturally when the water is still, because gravity pulls the heavier sediments down to form a sludge layer.
• Sand filtration.
"When water contains a large amount of suspended material, large particles, such as sand, can be removed by means of settling without coagulation and flocculation. Other methods include slow sand filtration, flotation, microfiltration and ultra-filtration."
Says Lelaka, “Selecting the best combination of processes to treat water depends on several factors:
• The amount of suspended solids
• The turbidity of the water
• The nature of the suspended material
• The chemical properties of water (pH and alkalinity)
• The volumes of water to be treated
• The availability of facilities, trained operators and supervisors
“Simple settling of water is often used as a pre-treatment step to remove larger, suspended particles without coagulation-flocculation. Settling requires water to be stagnant for some time to allow larger particles to settle to the bottom of the holding reservoir.
Moses Lelaka, WearCheck Water’s technical water laboratory manager
“After settling, clear water can be decanted. Settling can be performed as a batch process or as a continuous process. In a continuous process the water flows through the reservoir at a slow rate that allows time for settling, while clarified water is drawn continuously.
“Once water has undergone these treatments, samples can be sent to WearCheck Water to assess the effectiveness of the water-treatment process. Different treatment processes and levels are used for water that is used for different purposes, such as for medical, agricultural or industrial use, or human consumption. Our testing processes can confirm whether the targeted levels of treatment are sufficient for the water’s purpose.”
Water-treatment terminology:
Coagulation: The colloidal particles in water are destabilised (i.e. the nature of the colloidal particles is changed) so that they can form flocs through the process of flocculation, and can be readily separated from water. Destabilisation is achieved through the addition of chemicals
Flocculation: Follows coagulation. The main objective is to cause the individual destabilised, colloidal particles to collide with one another to form aggregates that can be easily removed by means of sedimentation or flotation. So, flocculation involves the stirring of water to which coagulants have been added at a slow rate, causing the individual particles to collide Sedimentation: The aggregates that have been formed during coagulation and flocculation are allowed to settle.
Filtration: Solids are removed from water after they have accumulated on the top surface of the medium.
Disinfection: Most of the bacteria and micro-organisms are removed during
viruses remain in filtered water, even at low turbidity levels. Disinfection entails the addition of the required amount of disinfectant and allowing enough contact time between the water and the disinfectant. Physical methods of disinfection include irradiation with UV light and boiling. The most common disinfectant is chlorine gas. Other disinfectants include Ozone, chlorine dioxide, calcium hypochlorite (HTH), sodium hypochlorite (bleach) and monochloramine.
For more information, contact WearCheck on +27 (11) 392-6322, visit www.wearcheck.co.za or email marketing@wearcheck.co.za
Water is Africa’s most precious resource, and ensuring its quality is essential for drinking, industry, and agriculture.
WearCheck’s ISO 17025 accredited labs provide expert water analysis, testing samples from various sources for safety, irrigation, and disposal. Trust us for reliable water
Ensure your water meets the highest standards - test with
PSiRA EXPANDS OVERSIGHT TO SAFEGUARD COMMUNITIES AND STRENGTHEN LOCAL PARTNERSHIPS
As South Africa’s private security industry continues to outpace the size of its public police force, the role of the Private Security Industry Regulatory Authority (PSiRA) has never been more critical. With an ambitious five-year strategy now in motion, PSiRA is scaling up its operations and regulatory framework to ensure the security sector remains compliant, professional, and aligned with the country’s broader safety goalsincluding those of local government.
Responding to a Growing Industry
PSiRA estimates that over 250 000 new security officers and more than 3 000 new security businesses will be registered over the next few years. This growth presents opportunities - and significant regulatory challenges.
To meet this demand, PSiRA is increasing its national presence, with three new provincial offices set to open in the Northern Cape, North West, and Limpopo. The expansion will improve oversight, support local enforcement, and ensure that communities, including those in rural municipalities, benefit from enhanced security governance.
“Our mandate is to ensure transparency, public safety, and lawful conduct in one of the largest security sectors on the continent,” said Director Manabela Chauke, addressing Parliament’s Portfolio Committee on Police.
Strategic Priorities with Local Impact
Municipalities across the country rely heavily on private security firms - whether to guard infrastructure, protect supply chains, or support law enforcement.
Recognising this, PSiRA’s 2025–2030
Strategic Plan includes priorities that will directly benefit the local government sector:
• Enhanced law enforcement capacity, including the creation of a dedicated K9 Unit
• Stricter firearm compliance and digital fingerprint vetting
• The introduction of a Business Intelligence Unit to support risk profiling
• Upgraded training standards for security personnel
• Community engagement and public education initiatives
• The establishment of a Guarantee Fund to provide public liability cover
These priorities not only aim to raise industry standards but also to protect municipal clients and the communities they serve from the risks posed by non-compliant operators.
Modern Tools for Modern Challenges
PSiRA’s investment in mobile offices, drones, vehicles, and the refurbishment of its multipurpose centre reflects its commitment to modern, decentralised regulation. It is also digitising ID card printing and background checks to improve turnaround times and reduce fraud.
The Authority’s budget will grow by 34% between 2024/25 and 2025/26, with increased allocations toward staffing, technology, legal enforcement, and stakeholder communication. These enhancements are expected to sharpen compliance and support municipalities in their due diligence when procuring security services.
Building Trust and Accountability
While Parliament welcomed PSiRA’s modernisation plans, it also flagged concerns about enforcement in informal or loosely regulated environmentswhere some municipalities may unknowingly engage non-compliant service providers.
PSiRA acknowledged these concerns and reaffirmed its commitment to inter-agency collaboration, stronger enforcement, and building trust with both the public and its clients.
As municipalities face rising service delivery threats and infrastructure crime, PSiRA’s evolving strategy offers a valuable layer of oversight. For public sector leaders, understanding and engaging with PSiRA’s regulatory tools is more than a compliance issue - it is a step toward safer, more resilient communities.
S i k a® U c r e t e ®
F LO OR P ROT E C TI ON A G AIN S T E XTR E ME EXPOSURE IN INDU S T RIA L ENVIRONMENTS
BEYOND THE EXPECTED
■ Impact resistance
■ Chemical resistance
■ Slip resistance
■ Thermal-shock resistance S i k a® U c r e t e ®
■ Highest hygienic standards
■ Fast return to service
RAISING THE BAR: CLOSING THE GENDER GAP IN POLITICAL LEADERSHIP
BY SHAUNEI GERBER, HEAD OF MARKETING AND COMMUNICATIONS
AT FUTURELECT
Across Africa and here at home in South Africa, the promise of inclusive leadership remains unfulfilled for many women and young people. Despite constitutional commitments, political pledges, and progressive legislation, the stark reality persists: women and youth are still underrepresented at almost every level of public office. At our current pace, gender parity in
African parliaments will not be achieved until 2100. This timeline is not only disheartening - it is unacceptable.
Progress on Paper, Not in Practice
South Africa often ranks among the top countries on the continent for gender representation, with women holding 44,5% of seats in
the National Assembly. However, this national success masks a different story at the local level. According to Statistics South Africa, women held just 39% of senior-level municipal positions in 2021. Only 25 out of 257 municipalities had reached the 50% parity target set out in the Women Empowerment and Gender Equality Bill.
Youth participation is even more concerning. Despite young people comprising the majority of South Africa’s population, voter registration and political participation among youth has been steadily declining. In the 2021 local government elections, only 15% of 18- to 19-year-olds were registered to vote - a sharp decline from 30% in 2005. The voices of the next generation are being left out of local decisionmaking, and that should concern us all.
We know what is possible - now we must be brave enough to make it real. True inclusion means dismantling systems, not just celebrating progress.
Barriers that Persist
The obstacles preventing women and youth from fully participating in politics are entrenched and complex. Structural inequalities,
socio-economic exclusion, and cultural biases are compounded by political systems that continue to favour older, established men. From access to campaign funding to safety and credibility, women face an uphill battle even before they step onto the political stage.
A recent report, The Cost of Politics in South Africa, developed by Futurelect in collaboration with the Westminster Foundation for Democracy and the European Partnership for Democracy, found that campaign costs can range from R17 000 to R1 million - with a median spend of R50 000. For many women, particularly those without political lineage or access to donor networks, these financial hurdles are insurmountable.
Moreover, women in politics continue to face gendered scrutiny, online harassment, and personal safety risks that discourage open participation. These dynamics disproportionately impact young women who are just starting to navigate public life. The result is a political landscape that is not only unrepresentative but actively exclusionary.
A Different Vision for Local Government
This is not just about numbers; it is about power, voice, and the ability to shape policy and budgets that reflect the needs of all South Africans. Local government, as the closest sphere to communities, has the greatest potential to transform lives - but only if it is truly inclusive. Women in municipal leadership bring not only fresh perspectives but also a commitment to participatory, ethical governance that centres the everyday needs of citizens.
We need more than celebration during Women’s Month - we need systemic change.
That includes:
• Implementing gender quotas at local level to ensure equitable representation.
• Providing financial and logistical support to women candidates.
• Creating safe, inclusive spaces within political structures.
• Engaging youth through civic education and leadership programmes that demystify governance and build confidence.
What Futurelect is Doing About It
At Futurelect, we are actively building the next generation of political leaders. Through our nonpartisan Women in Public Office, South Africa Programme, we work with aspiring women political leaders aged 18 to 45 across all nine provinces. Our five-month programme equips participants with the tools they need to run effective campaigns, lead with integrity, and navigate the unique challenges of being a woman in politics.
We do not just train candidateswe nurture a network. Through mentorship, skills development, and peer support, we prepare women to not only contest elections but to transform governance. Our programmes are tailored to address the real barriers women face - from the financial costs of campaigning to the structural sexism embedded in party politics.
About Futurelect
We also run a free Civic Education Programme aimed at South Africans aged 16 to 34. Through accessible online content, we aim to increase political literacy and participationbecause an informed electorate is as important as ethical leadership.
From Celebration to Commitment
As South Africa prepares for the 2026/27 local government elections, now is the time to move from symbolic recognition to substantive inclusion. We must ask ourselves: what legacy are we building, and who is being left behind?
If we are serious about development, service delivery, and democratic integrity, we cannot afford to exclude half the population from political leadership. Women are not a minorityand their representation in government should not be treated as a box-ticking exercise.
The theme of Women’s Month this year is more than commemorationit is a call to action. A call to dismantle the systems that exclude, to build new pathways for participation, and to affirm that ethical, effective leadership knows no gender.
We know what is possible. Now we must be brave enough to make it real.
Futurelect, founded in 2018 in Johannesburg, is a non-profit organisation focused on transforming African political and government leadership. We empower young, ethical leaders with the skills to serve communities responsibly and with integrity. Our non-partisan programmes develop diverse, skilled political leaders, primarily targeting African women aged 18-45 pursuing or aspiring to leadership roles in politics and public office. We also offer a free online Civic Education Programme in South Africa, providing nonpartisan courses on democracy and governance for South Africans aged 16-34.
UNLOCKING PROGRESS: STANDARD BANK’S VISION FOR PUBLIC-PRIVATE
PARTNERSHIPS AND MUNICIPAL
GROWTH
As local government leaders seek solutions to complex service delivery challenges, the call for stronger collaboration between the public and private sectors is becoming increasingly urgent.
Standard Bank, one of Africa’s leading financial institutions, is responding with a strategic and practical approach that places municipalities at the centre of inclusive development.
Through a combination of financial innovation, digital enablement, and infrastructure investment, the bank is actively shaping a new era of public–private partnerships (PPPs) that deliver long-term impact.
Tailored Financial Solutions for Municipalities
Standard Bank recognises that no two municipalities are the same. Its public sector offerings are designed with flexibility in mind - meeting each municipality where it is, while helping it move forward. This includes tailored financing models that comply with the Municipal Finance Management Act (MFMA), and support capital
projects such as road upgrades, health infrastructure, and water systems.
By designing instruments around the budget cycles, compliance needs, and delivery mandates of municipalities, Standard Bank is helping local governments unlock funding while upholding fiscal discipline.
“We work very closely with municipalities to design financial solutions that are practical, transparent, and aligned with their service delivery objectives.”
- Timothy Matlala, Head of Public Sector, Standard Bank
Enabling Digital Transformation in Government Services
The bank has also made significant strides in enabling digital transformation across public sector institutions. Municipalities increasingly require digital tools to modernise billing systems, expand connectivity, improve citizen engagement, and drive operational efficiency.
Standard Bank supports this shift through funding structures that make large-scale tech upgrades possible - particularly in municipalities that face barriers to entry due to legacy infrastructure or limited internal capacity.
This focus on enabling digital governance ensures that municipalities are better equipped to manage resources, respond to citizens, and improve service delivery in a connected era.
Driving Infrastructure and Energy Projects Through PPPs
Standard Bank continues to play a key role in structuring PPPs that respond
to South Africa’s infrastructure and energy development priorities. With public funding under pressure, PPPs are emerging as a critical solution to maintain infrastructure development momentum at the local level.
The bank has been involved in supporting municipal renewable energy initiatives, large-scale housing infrastructure, and industrial development zones - leveraging its ability to connect technical partners, project managers, and funders under a unified vision.
These partnerships are not only about financing physical assets - they are about building trust, unlocking efficiencies, and creating shared value across sectors.
A Trusted Ally in Local Government Development
As municipalities navigate an increasingly complex operating environment, Standard Bank is emerging as more than a financial partner - it is a development ally. Its work in supporting responsible governance, investing in communities, and facilitating meaningful public-private engagement reflects a long-term commitment to national and local progress.
By aligning financial tools with policy goals and practical needs on the ground, Standard Bank is helping to reshape how local government functions - and what it can achieve.
With its focus on sustainable delivery, smart partnerships, and inclusive growth, the bank is helping to lay the groundwork for a stronger, more resilient public sector across South Africa.
Head of Public Sector, Business, and Commercial Banking: Timothy Mahlala
RUTH SHOGOE
GROUP EXECUTIVE: PUBLIC SECTOR AT NOVUS HOLDINGS
PARTNERING WITH PURPOSE: NOVUS PRINT
In the printing world, every message matters. Can you imagine a missed public notice, an unclear utility bill, a delayed voter pamphlet? All these small oversights can easily snowball into big issues. This is why we believe municipalities don’t just need a printer but a solution driven partner.
Ruth Shogoe was appointed as the Group Executive: Public Sector effective July 1, 2023. Her role entails maintaining and building strategic relationships that strengthen Novus Holdings’ Public, Private Partnerships. Ruth is also the Cape Chamber Chairperson for Printing SA (The Printing Industries Federation of South Africa NPC).
At Novus Print, we understand that print is not just paper but public service in action. It’s how communities stay informed, how officials stay accountable, and how progress is communicated.
In my role as the Group Executive: Public Sector, I have seen what happens when the right partners come together. Reduced turnaround times, enhanced quality, and citizens feel seen, heard, and respected. Novus Print remains a proud partner in offering an end-to-end, high-volume, and cost-conscious print solutions tailored for our clientele; we deliver with scale, precision, and purpose.
Our promise is simple: Where printing is personal.
At Novus Print, we don’t just print - we partner to build a better tomorrow.
FUN FACT: Ruth can speak 10 of the12 South African languages.
Novus Print – a division of Novus Holdings – is built on a foundation of quality, precision, and personalised service. These core values have cemented its status as the leading commercial printing operation on the African continent. With state-of-the-art print technology and a diverse range of print channels, Novus Print’s specialised plants are fully equipped to handle short-, medium-, and long-run projects. From books, directories, retail inserts, and catalogues to magazines, newspapers, security products, educational materials, exercise books, wet-glue labels, wrap-around labels, and paper carrier bags – every job is delivered with consistency and care. Whatever your print needs, talk to Novus Print. Our advanced printing solutions are designed to make a lasting impression.
NAVIGATING A SIGHTLESS WORLD:
How Blind SA Empowers The Visually Impaired Through Learning, Mobility, And Independence
Across South Africa, thousands of individuals are navigating the world without sight. For these citizens, independence and dignity often depend on access to tools and services that are still largely out of reach. In the quiet corridors of the 23 Special Schools for the Blind, where touch replaces sight and sound guides direction, a revolution is quietly underway - one led by a Non-profit Organisation, Blind SA, which is dedicated to transforming how blind and partially sighted individuals experience the world and access education.
Blind SA believes that empowerment begins with two fundamental pillars: Orientation & Mobility (O&M) and accessible educational materials, including braille, audio, and large print formats. Together, these form the cornerstone of independence, dignity, and inclusion.
Through its pioneering work in Orientation & Mobility (O&M), Skills of Daily Living (SDL), assistive technology, and accessible learning materials, Blind SA ensures that visually impaired individuals are not only supported, but empowered. Whether in a classroom, at home, or crossing a street, Blind SA's work is quietly reshaping lives and communities - one skill, one braille book, and one person at a time.
Orientation & Mobility: A Foundation for Independent Living
At the heart of Blind SA’s work is Orientation & Mobility (O&M) training - a specialised programme designed to help people who are blind or partially sighted learn how to safely and confidently move through their environment. O&M is far more than just learning to walk with a white cane; it is about building awareness, confidence, and control in spaces that are often inaccessible or unsafe.
Blind SA’s structured O&M training includes:
• White cane techniques for detecting obstacles and terrain
• Environmental mapping and spatial orientation
• Use of non-visual cues such as sounds, smells, textures, and landmarks
• Navigation of public transport systems
In a country where urban infrastructure remains inconsistent and largely inaccessible, such skills are essential. Sidewalks often lack tactile paving, signage is not visually or audibly accessible, and public buildings and transport systems can be difficult or dangerous to navigate without
assistance. For many, these barriers result in social isolation and dependence on others.
To overcome this, Blind SA works with trained Orientation & Mobility
Practitioners who deliver hands-on instruction tailored to the learner’s needs. These practitioners support clients in mastering routes, adapting to new environments, and using assistive devices to maximise their independence.
"Independence
is not a luxury - it’s a fundamental right to navigate your world confidently, learn freely, and live with dignity every day."
- Jace Nair, CEO Blind SA
Skills for Daily Living: Building Confidence at Home and in the Community
In addition to O&M, Blind SA offers training in Skills of Daily Living (SDL) - a key component in fostering independence. This includes practical training in:
• Personal grooming and hygiene
• Home organisation and cleaning techniques
• Basic and adaptive cooking skills
• Money management and safe use of household appliances >
"Empowerment begins with two pillars: the ability to move freely, the right to learn without barriers, and the tools to thrive."
- Jace Nair, CEO Blind SA
By equipping individuals with these competencies, Blind SA enhances their ability to function independently and with dignity. These skills also reduce reliance on family members or caregivers, and open up possibilities for further education, employment, and community involvement.
Such life-changing work is supported by an array of innovative assistive devices. These include the Liquid Level Indicator (used to pour liquids safely), symbol white canes, braille and talking watches, and the locally designed Mali Bhalia signature guide that also assists in identifying South African banknotes. While many of these tools are usually imported and costly, Blind SA manufactures several in-house, ensuring affordability and creating jobs
for blind and partially sighted South Africans in the process.
Enabling Independent Living: From Training to Transformation
The
Story
of Tshidiso Ramalo…
For 25-year-old Tshidiso Ramalo, life has not been easy. Blind and reliant on crutches, he lives with his mother - a part-time worker - in a community where basic support is limited. For years, he depended heavily on neighbours for help with everyday tasks, including simple errands like buying bread or airtime at the local tuckshop.
That changed when Tshidiso joined an O&M training programme run by Blind SA and funded by the City of Johannesburg. Under the guidance of O&M practitioners, he learned how to orient himself using environmental cues, walk confidently with crutches, and complete basic daily activities independently.
Today, Tshidiso no longer relies on neighbours to fetch items for him - he crosses the street confidently and shops for himself. “Going to the
shop on my own may seem small to others,” he shares, “but to me, it means freedom.”
His story highlights the transformative power of tailored support and the dignity that comes from being able to make one’s own way in the world.
The Fight for Accessible Education: Braille, Audio and Inclusion
Mobility is just one side of the inclusion coin. The other is access to education, which remains a major challenge for blind and partially sighted learners in South Africa. At present, there is a critical shortage of accessible learning materials –particularly braille textbooks. In many of the 23 Special Schools for the Blind, an entire class may be forced to share a single braille textbook. In other instances, books arrive late in the school year, or not at all. Teachers are left to improvise, often reading aloud from inaccessible content, which undermines independent learning and limits academic progress.
Accessible formats go beyond braille. They also include:
• MP3 audio books
• Tactile graphics and diagrams
• Large print versions for those with low vision
• Electronic braille and screen reader-friendly digital content
Blind SA’s Braille Services Division plays a key role in bridging this gap. It employs both sighted and visually impaired transcribers and proofreaders to produce highquality braille books, exam scripts, magazines, and official publications in all 11 South African languages. This not only creates employment but ensures cultural and linguistic relevance in materials used in the classroom.
Challenges and Policy Gaps: The Work Still to Be Done
Despite Blind SA’s groundbreaking work, several systemic challenges remain:
• Funding shortfalls: Braille production is expensiveoften costing three to four times more than standard print.
• Instructor shortages: There is a nationwide lack of trained O&M practitioners, especially in rural and remote areas.
• Limited access to assistive technology: Many schools and learners cannot afford devices, and digital infrastructure is weak in certain provinces.
• Policy and implementation gaps: While inclusive education is supported in policy, practical implementation often lags behind, leaving learners unsupported.
To address these, Blind SA continues to advocate for:
• Increased government f unding and CSR contributions to support accessible education and mobility training
• Ratification of the Marrakesh Treaty and the Copyright Amendment Bill to allow the conversion of printed works into accessible formats without legal barriers
• Proper equipping and r esourcing of Special Schools for the Blind
• Stronger public-private partnerships to scale up the production and distribution of accessible materials
• Job creation within the accessibility and inclusion sector, especially for persons with disabilities
A Collective Vision: No One Left Behind
Every braille page transcribed, every white cane distributed, and every mobility lesson taught brings South Africa one step closer to an inclusive society. But this vision cannot be realised by Blind SA alone.
It requires the collective effort of government, business, civil society, schools, and individuals. Whether it is funding a single braille textbook, supporting mobility training in under-resourced communities, or simply ensuring your website or content is screen reader-friendly -every action counts.
Inclusion begins with understanding, and access begins with action. Blind SA is already doing the hard work - and now calls on all South Africans to join hands in building a future where every person, regardless of ability, can live a life of dignity, independence, and opportunity.
Be part of the changeSupport inclusive education. Empower mobility. Champion accessibility.
FOR ANY ENQUIRIES CONTACT:
Telephone: 011 839 1793
Email: ceo@blindsa.org.za
Website: www.blindsa.org.za
Address: 5 Fuchs Street, Alrode, Alberton, 1451
FOR SOCIAL MEDIA ENGAGEMENTS FOLLOW:
Facebook: Blind SA
Instagram: blind_sa_
Youtube: @blindsa5438
Tik Tok: @blind.sa
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.
Think bigger. Think Nedbank Commercial Banking. For more information email us at publicsector@nedbank.co.za.
Nedbank’s Public Sector Team delivers bespoke solutions to strengthen municipal and SOE finances and drive infrastructure investment.
Nedbank Commercial Banking’s Public Sector Team, led by experienced banker Monei Seleho, provides a comprehensive suite of innovative financial solutions to public sector clients including provincial and local government, as well as technical, vocational, education and training (TVET) colleges.
Working with Monei is a team of seasoned bankers with a wealth of experience in the public sector and who are based across the main regions of the country. They are committed and actively involved in community and enterprise development, which are initiatives through which Nedbank creates meaningful impacts in line with its sustainability framework.
‘In addition, we’re partnering with and offer expertise to municipalities to help build reserves, diversify risk, and ringfence funds meant for specific projects. Furthermore, we are providing sustainability funding for infrastructure development, such as for water, sanitation and energy, which aligns with the United Nations Sustainability Development Goals and our purpose of using our financial expertise to do good.’
Nedbank recognises that the public sector requires bespoke financial solutions to enable government to fulfil its broader service delivery mandate.
‘We understand that various spheres of government and their agencies face unique challenges, which is why we’ve established dedicated public sector teams across the country. Working alongside municipal leaders and other state-owned entities, we’ve tailored our approach to meet the unique needs and challenges of each province. This is to make sure that every solution that the team delivers adds real value and long-term impact,’ Monei explains.
‘We are experts in transactional banking, including value-added solutions, which can greatly benefit the municipalities by for example enhancing revenue collection and improving reconciliation. Revenue collection continues to be an area of concern, and Nedbank is developing solutions to strengthen it, identify revenue leakages and ensure municipal and provincial balance sheets are creditworthy. This financial stability is crucial to attracting investment and delivering essential services.
In the tertiary education sector, our Public Sector Team is using its expertise to partner with TVET colleges to deliver on our skills development mandate. At the core of our offerings is the understanding that local government is at the forefront of service delivery, infrastructure development and community empowerment. In particular, municipalities are central to the provision of basic services, which are a basic right for every citizen.
Nedbank’s Public Sector Team is committed to being a trusted partner to its public sector clients by ensuring that its products and services empower them to excel in serving communities and fulfilling their mandates.
Think bigger.
Think Nedbank Commercial Banking.
For more information on our public sector offering, email publicsector@nedbank.co.za.
From left to right: Sithembiso Cele – Public Sector Provincial Manager: KwaZulu-Natal and Eastern Cape; Nomvula Nyandeni – Public Sector Provincial Manager: Limpopo, Mpumalanga, North West and Gauteng; Monei Seleho – Head: Public Sector; Mumsie Pillay – National Manager: Public Sector and Leiee Mosesi – Public Sector Provincial Manager: Western Cape, Northern Cape and Free State.
NFMW EMPOWERING FUTURES
A trusted custodian who grows your investments for a secure retirement.
The National Fund for Municipal Workers (NFMW) is the largest fund in Local Government with approximately R30 billion in assets under management, serving a membership base of more than 59 000 (EMPLOYEES AND COUNCILLORS) across South Africa.
With a steadfast commitment to our members, we prioritise their needs in every decision and strategy we implement. Our dedication to excellence ensures minimal administration costs, maximising contributions towards retirement savings.
Achieving excellent long-term investment performance, puts us on par with the best global portfolios and ahead of our peers in Local Government. Recognised with numerous Institute of Retirement Funds Africa Best Practices Industry Awards, we set the benchmark for excellence in the retirement fund sector.
At the NFMW we go beyond financial support, offering comprehensive personal financial planning, retirement benefit counselling, and a unique health and wellness program for members and their families.
With our unwavering commitment to good governance, impactful investing yielding financially sound returns, care for our members, and responsible leadership, the NFMW assures unparalleled value to all our members.
Our focus remains on continuing to provide exceptional service to our members, ensuring their financial security and well-being. We aim to further improve our member value proposition to meet the evolving needs of our members and continue to contribute to socio-economic prosperity in various ways to positively impact the lives of our members, their families and communities today and tomorrow!
THE FUND OF CHOICE IN LOCAL GOVERNMENT!
MOGALE CITY
Leratong Node - Shaping a Liveable, Inclusive Urban Future
UMDONI LOCAL MUNICIPALITY
Getting to know the Executive Mayor
MANGAUNG METROPOLITAN MUNICIPALITY
Reclaiming Glory Through Governance, Resilience and Inclusive Growth
UMZIMKHULU LOCAL MUNICIPALITY
Inclusive Leadership, Tangible Progress
MNQUMA LOCAL MUNICIPALITY
Strategic Investment in Women-Led Development
CITY OF EKURHULENI
A Legacy of Leadership and Service
MOGALE CITY
Leratong Node - Shaping a Liveable, Inclusive Urban Future
A bold new chapter is unfolding in Mogale City with the official launch of the Leratong Node - a flagship spatial development initiative that is fast emerging as a model for integrated, people-centred urban renewal. Spearheaded by Mogale City Local Municipality in partnership with Trendville Investments, the R5 billion Leratong Nodal Development is not just a construction project - it is a vision for a more equitable, inclusive and vibrant future.
At the heart of this transformative development lies the municipality’s determination to redress spatial inequalities, stimulate local economic growth, and build a truly liveable urban centre where residents can live, work, and thrive.
Addressing Historic Imbalances Through Bold Urban Planning
The Leratong Node directly responds to the enduring legacy of apartheidera spatial planning, which forced communities to the peripheries of economic opportunity and infrastructure. For many residents of Kagiso and surrounding areas, daily life has long involved long commutes to jobs, limited access to services, and an absence of dignified, affordable housing.
In this context, the Leratong development is not simply a set of buildings - it is a bold correction of the past and an investment in a better future. As Executive Mayor Lucky Sele remarked, “This is more than a development - it is a reclaiming of space,
dignity and opportunity for our people. We are building liveable communities where residents can live, work, and thrive, with access to transport, healthcare and jobs.”
Located strategically around the Leratong Hospital and Randfontein Road corridor, the Leratong Node spans over 350 hectares and is set to deliver more than 15 000 mixed-income housing units, a 35 000m² regional shopping centre, upgraded infrastructure, and new public amenities.
Economic Stimulus and a New Local Economy
With an estimated 2 500 construction jobs and 750 permanent operational jobs
“This is more than a development - it is a reclaiming of space, dignity and opportunity for our people. Through the Leratong Node, we are building a city where communities can live, work and thrive, with access to transport, healthcare and jobs - all within reach.”
- Executive Mayor Lucky Sele
to be created, the Leratong Node is a major catalyst for job creation and economic inclusion. Its economic model is designed to favour local procurement, stimulate the growth of small, medium
Executive Mayor: Lucky Sele
and micro-enterprises (SMMEs), and promote township entrepreneurship.
An especially innovative feature of the development is the inclusion of a Kasi CoLAB - a township design and entrepreneur incubator that will support local artisans, creatives and small business owners in accessing markets and growing their ventures. Market gardens, mixed-use business centres and other localised infrastructure further contribute to building a resilient local economy.
The initiative aligns with national and provincial development priorities such as the Gauteng 2055 vision and the National Development Plan. Mogale City’s efforts have not gone unnoticed, the municipality was recently recognised among the top 10 local governments at the Infrastructure South Africa Thought Leadership Dialogue for its innovative, inclusive growth strategies.
Leratong City Mall: A Commercial Anchor
Anchoring the node is the Leratong City Mall - a 35 000m² regional retail centre developed by McCormick Property Development. This will be the group’s 89th mall development and its most ambitious to date. Known for its focus on underserviced and emerging areas, McCormick’s involvement signals confidence in the area’s commercial potential.
Scheduled to open by November 2026, the mall will not only offer a wide range of shopping and service options but will also play a pivotal role in stimulating foot traffic, retail jobs, and surrounding commercial investment. It is envisioned as a central gathering point and commercial anchor for the greater Leratong City.
The mall and adjoining commercial precinct will also host public-sector offices
and government support services, making it a truly integrated hub where commerce, services and community intersect.
Inclusive Housing for a Diverse Urban Population
The housing component of the Leratong Node is grounded in inclusivity. The development offers a spectrum of accommodation options tailored to a range of income levels - a deliberate strategy to foster socioeconomic integration and avoid the pitfalls of segregated developments.
The housing mix includes:
• 4 200 Breaking New Ground (BNG) fully subsidised units
• 8 300 affordable and social housing units
• 2 500 bonded freehold homes for families earning over R15,000 per month
Housing is thoughtfully located close to schools, early childhood development centres, religious sites, healthcare, parks, and retail outlets - making it easier for families to build fulfilling lives within their communities. The emphasis is on building not just shelter, but sustainable neighbourhoods.
Strengthening Urban Infrastructure and Mobility
Critical to the success of the Leratong Node is the rollout of enabling infrastructure. Bulk infrastructure development - including water and sewer upgrades, a new electrical substation, and significant road improvements - is already underway.
The node is well-positioned at the intersection of major regional transport routes, linking Mogale City to Soweto, Randfontein, Merafong, Roodepoort, Florida and Johannesburg. A planned intermodal transport hub will facilitate convenient, affordable and safe public transport, easing the mobility challenges that have long affected township residents.
The development also benefits from designation as a Neighbourhood Development Partnership Grant (NDPG) area, unlocking catalytic public-sector investment to support long-term viability.
Green Spaces, Social Infrastructure and Sustainability
In addition to its economic and housing offerings, Leratong City is being designed with liveability in mind. The spatial plan includes:
• Public parks and green spaces
• Sports and recreational facilities
• Crèches and educational institutions
• A community centre and mixed-use civic spaces
Environmental sustainability has also been considered, with plans to introduce green building methods, rainwater harvesting infrastructure, and energyefficient public facilities in later phases. The integration of open spaces and community amenities promotes social cohesion and contributes to improved quality of life.
Strong Governance and Intergovernmental Collaboration
The Leratong Nodal Development stands out for its strong leadership and governance. A public-private partnership between Mogale City and Trendville Investments - which includes links to McCormick Property Developmenthas ensured strategic alignment, financial credibility and long-term commitment.
Gauteng Premier Panyaza Lesufi and MEC for Human Settlements Tasneem Motara both commended Mogale City’s leadership for its proactive planning, community-centred approach and firm commitment to development. “This project exemplifies the power of local government driving transformative change,” said Premier Lesufi.
A Model for Future Urban Development
Perhaps most significantly, the Leratong Node offers a model of what inclusive urban development in South Africa can look like. It is responsive to community needs, anchored in a long-term spatial vision, and supported by active governance and intergovernmental alignment.
The project also aims to revitalise adjacent areas such as the Chamdor Industrial node - historically underutilised but rich in potential. By unlocking investment in industrial, commercial
and residential spaces concurrently, Mogale City is laying the groundwork for a diverse and thriving economy.
As Thamsanqa Mfundisi, Executive Chairman of Sasuka Logistics Services (another project partner) noted, “This development will not only house thousands of families but also support economic transformation by attracting investment and creating new job opportunities.”
Conclusion: From Vision to Impact
The Leratong Nodal Development is not just a flagship project for Mogale City - it is a symbol of what is possible when cities embrace transformation with clarity, inclusivity and purpose.
Through smart urban planning, strategic partnerships and unwavering political will, the municipality is delivering on its promise to create liveable, connected, and inclusive spaces for all. It is a project rooted in hope and built on the principle that everyone deserves a dignified place in the city.
As Mayor Sele affirmed, “The Leratong Node is not just a project. It is the beginning of a new Urban City Centreand the future of Mogale City.”
“This project exemplifies what’s possible when all spheres of government work together with a shared vision. Mogale City is leading from the front, proving that local government can drive meaningful change when communities are placed at the heart of development.”
- Gauteng Premier, Panyaza Lesufi
UMDONI LOCAL MUNICIPALITY
Getting to know the Executive Mayor
Born and bred in the semi-rural part of Umdoni, I grew up as a young girl in Amahlongwa area where I attained my basic and higher education in local schools that advocated for the growth of girls, transforming myself into a woman full of determination to reach the highest of stars and become a leader in the community.
Subsequent to completing my tertiary level education, I then proceeded to infiltrate the government space, working as an official in various departments that are service delivery orientated. My passion to serve and make a difference in people’s lives was conceived then and continues to live within me till this day. When this season of my career came to an end, I pursued a political career which introduced me into the political domain of leadership within the same institution. My journey as a Ward 16 Councillor and the Speaker Council.
From January 2024, I was entrusted with a mammoth task of being the Mayor of Umdoni municipality. On the day I assumed this role, I vowed to the people of Umdoni and fellow Councillors to serve with diligence, honour and transparency. This role comes with responsibilities of leading the Executive Committee and Finance Management Committee.
I am proud of the service delivery achievements Umdoni Municipality has accomplished which have a direct impact on the livelihood of Umdoni people through the enhancement of the local economy, creation of job opportunities, and the endless efforts to improve the delivery of core-mandated services.
Under the leadership of this Council led by myself, we have reached a memorable service delivery milestones. We have successfully provided electricity to residents of Ward 1, one of the deepest rural areas of Umdoni and continue to eradicate illegal connections by connecting communities on approved electricity projects conducted in collaboration with ESKOM. “It is indeed rewarding to witness change being effected in these communities after years of inconveniences.” We have constructed and completed numerous state of the art community facilities which includes community halls and sports fields. We have upgraded various roads in the semi-rural part of Umdoni from gravel to asphalt.
Local economic development also remains an integral part of community growth. We have successfully empowered youth-owned businesses with resource assistance and other SMME’s. Hundreds of Thousands have been utilised to boost the local economy and contribute
towards successfully defeating the lingering scourge of unemployment, poverty and inequality in the communities that we lead.
Umdoni Municipality’s community development efforts also prioritise the development of the youth. We have advocated for meaningful programmes to assist the youth in developing themselves and change the narrative of youth unemployment.
This municipality is proud to have assisted the youth with tertiary fee registrations to 60 young people, enrolment in a 3-year plumbing training course for 81 youth who are now on their final year and carpentry training for 11 youth amongst numerous other youth development programmes that aim for the youth to reach success.
Furthermore, I hold up high the attainment of a Blue Flag Status for Pennington Beach which has since improved tourism in Umdoni. In the KZN Municipal Service Excellence Awards held in March this year, Umdoni received an award recognising its expenditure on repairs and maintenance. This served as motivation to work harder towards ensuring that Umdoni does indeed become the JEWEL of the South Coast.
Mine is to serve with diligence, honour and transparency and effect a deeplydesired change in the lives of the people of Umdoni.
I work to leave behind a legacylong-standing proof that I made a positive impact in the lives of those that I led and those that led with me. I Served and will continue to Serve!!!!
Exec. Mayor Cllr: Mbali Cele-Luthuli
MANGAUNG METROPOLITAN MUNICIPALITY
Reclaiming Glory Through Governance, Resilience and Inclusive Growth
Over the past year, Mangaung Metropolitan Municipality has emerged from the shadows of instability to take confident steps toward sustainable governance and improved service delivery. In his recent State of the City Address (SoCA) and the tabling of the 2025/26 annual budget in the Dr Petrus Molemela Stadium in Bloemfontein on Tuesday 27th May, Executive Mayor Cllr. Gregory Nthatisi painted a picture of a city in transition - one that has laid a firm foundation for renewal after years under constitutional intervention.
“We are reclaiming Mangaung’s rightful place not only as the Free State’s only metro but as a national symbol of resilience and unity,” the Mayor said, as he reflected on the city’s journey since his appointment in October 2023.
Stabilising Governance and Administration
The most significant achievement in Mangaung’s recent history has been the return to political and administrative stability. The Mayor acknowledged that between 2021 and 2023, the city cycled through seven acting city managers and two national administrators - an era marked by organisational turmoil and eroded public confidence. Today, the tide has turned.
With support from the Free State Provincial Government, National Treasury, and other intergovernmental partners, a full mayoral committee is in place, oversight structures are functioning, and key appointments have been made across departments. A revised macro-organisational structure has been approved, while a refined micro-structure is under review.
Importantly, Mangaung has taken ownership of the District Development Model (DDM) with the finalisation of its first “One Plan” and the establishment of structured workstreams for coordinated project planning and implementation.
Financial Management: From Rescue to Recovery
Fiscal recovery remains at the heart of Mangaung’s developmental mission. The city has shown determination to correct past financial mismanagement, including responding to material irregularities flagged by the AuditorGeneral for prior financial years. A shift system approved by labour unions is expected to reduce overtime expenditure by at least 35%, particularly in waste and engineering services.
Most notably, the city has written off approximately R402 million in municipal debt, covering both indigent households and historic debt, including R15 million owed by former Naledi residents. It has also intensified its revenue collection campaign, working with CENTLEC to enforce both water and electricity disconnections where necessary.
“To fix potholes and provide sustainable services, we need our residents to pay for the services they receive,” the Mayor urged. The Indigent Policy continues to protect the most vulnerable, offering subsidies on basic services including water, sanitation, and electricity.
The city is also intensifying efforts to reduce unauthorised, irregular, fruitless and wasteful expenditure,
Executive Mayor: Cllr. Gregory Nthatisi
with referrals now systematically directed to the Municipal Public Accounts Committee and the Disciplinary Board.
Service Delivery in Action: Water, Sanitation and Roads
At the core of the 2025/26 Integrated Development Plan (IDP) is a renewed emphasis on basic service delivery. The city has made significant strides in addressing historical backlogs across water, sanitation, electricity, and roads.
Through a partnership with the Development Bank of Southern Africa (DBSA), the city is rolling out 18 targeted interventions to reduce its current 46.4% non-revenue water levels. This includes leak detection, pipe replacement, meter upgrades, and improvements to the Maselspoort Water Treatment Works, which is 60% complete. Once fully operational, the plant will more than double its treatment capacity from 45 to 110 megalitres per day.
On the sanitation front, the city has reduced the turnaround time for sewer spillages from over 72 hours to just 48 hours. A further investment of R971 million over the next three years will support the upgrade of wastewater treatment plants and sanitation infrastructure, as the city moves towards eradicating pit latrines and the bucket system.
The road network, spanning approximately 1 600 km, is also receiving attention.
"Our journey from intervention to stability is a collective effort - it demands responsible governance, active citizens, and a shared
commitment to progress."
- Cllr. Gregory Nthatisi, Executive Mayor
While full rehabilitation will require an estimated R7.5 billion, the 2025/26 budget allocates over R124 million toward road and stormwater projects including Zastron Street, Bochabela roads, and the ZCC road. Additionally, the city has allocated R65 million for access roads to better connect informal settlements with formal areas.
Human Settlements and Informal Upgrading
With over 73 000 households on the housing backlog and 57 informal settlements home to nearly 39 000 families, the city’s response has been decisive. Mangaung has committed nearly R956 million through the Informal Settlements Upgrading Partnership Grant (ISUPG) over the next three years, with R301 million earmarked for the 2025/26 financial year alone.
Sixteen informal settlements have already been upgraded to phase
3 with full household connections. Several land parcels have been identified for further development, including in Botshabelo, Selosesha, and Lourierpark.
The municipality is also tackling student accommodation shortages by working with provincial and national stakeholders to convert underutilised buildings into rental and social housing options.
Economic Development, Youth Empowerment and Public Safety
The first Mangaung Investment Summit held in February 2025 attracted pledges in property, health, ICT, and renewable energy, underscoring a shift toward economic diversification. Next year’s focus will be on the agriculture and agro-processing sector, building on the Thaba Nchu Agri-Park model.
"We are reclaiming Mangaung’s rightful place
- not just as a provincial capital, but as a symbol of unity, resilience and service to our people."
- Cllr. Gregory Nthatisi, Executive Mayor
The city’s Expanded Public Works Programme (EPWP) and Presidential Employment Stimulus (PES) projects are empowering young people through green economy initiatives, urban greening, and leak repair jobs.
A R24.8 million PES allocation for 2025/26 will continue this work.
In the area of public safety, a revived partnership with the SANDF and planned development of an Integrated Control Command Centre (ICCC) underscore the city’s commitment to security. Surveillance will also be intensified around student housing in response to safety concerns.
Electricity Services and the Digital Transition CENTLEC, the city's electricity utility, remains a strategic player. Highlights include:
• 1 797 new household electrifications (with 1 500 more expected by June 2025)
• TID prepayment meter upgrades completed ahead of the November 2024 deadline
• A pipeline of 83MW in renewable energy projects
• The rollout of smart metering to reduce non-technical losses from 7.6% to below the 5.4% target
Despite infrastructure backlogs exceeding R350 million annually, CENTLEC continues to modernise its operations to meet future energy demands.
Looking Ahead: Flagship Programmes and Ethical Governance
Mayor Nthatisi emphasised a “whole-ofsociety” approach in his call to action. As the metro prepares to exit Section 139 constitutional intervention, the next steps include:
• Formalising flagship mayoral outreach and youth development programmes
• Sealing investor deals that directly benefit youth and women
• Finalising a long-term sewer blockage detection system using modern technologies
• Conducting a feasibility study for bucket eradication
• Implementing staff job evaluation processes to improve productivity and morale
Conclusion: A City on the Rise
The journey toward financial autonomy and developmental excellence is still unfolding, but Mangaung has proven that with unity, accountability, and decisive action, transformation is possible.
As the Mayor concluded in his address: “We call upon every councillor,
citizen, business leader and institution to join hands in transforming our city into a more professional, developmental and ethical place to live.”
Mangaung’s 2025/26 budget of R35.1 billion is fully funded and aligned with the IDP. With 67% allocated to essential trading services - electricity, water, and sanitation - the city is making deliberate choices to serve its people better, proving that governance can indeed be a gateway to dignity.
• R35.13 billion fully funded budget
• 67% spent on basic services: water, sanitation, electricity
• 1 797 homes electrified; 1 500 more by June
• R956 million committed to informal settlement upgrades
• 13.42 ML/day water saved in one year
• 1 500 title deeds handed over to rightful owners
• PES jobs: R24.8 million allocated to youth employment
Quick Facts: Mangaung 2025/26
UMZIMKHULU LOCAL MUNICIPALITY
Inclusive Leadership, Tangible Progress
When Jabulile Msiya became the first black female mayor of uMzimkhulu Local Municipality in 2021, she made history and ushered in a new era of local governance. Her leadership has brought measurable improvements in service delivery, infrastructure, and inclusive development, particularly in historically underserved communities.
As the country celebrates Women’s Month this August, Msiya stands out as a leader whose approach to clean governance, grassroots participation, and economic inclusion is making a real difference in KwaZulu-Natal.
Focused on Delivery and Development
Before becoming mayor, Msiya served as a ward councillor, speaker, and member of the executive committee. These roles gave her a strong foundation in municipal governance and community needs.
“My leadership focuses on transparency, accountability and grassroots engagement,” she explains. “People must know what we can and cannot do - public participation is not optional.”
Under her watch, rural roads and bridges have been upgraded, improving mobility, access to services, and stimulating local commerce. The municipality has also prioritised water and sanitation infrastructure, with several wards now benefitting from improved systems that offer more reliable access. “We’ve prioritised water and sanitation because they are fundamental human rights and critical for economic growth,” she says.
Maintaining a clean and safe town has also been a focus. “We try by all means to keep our town clean and safe so we can attract investors,” Msiya notes, recognising the link between municipal hygiene and economic development. Community clean-up drives, waste management campaigns, and beautification efforts have become more visible under her tenure, helping foster a shared sense of civic pride.
Empowering Communities Through Inclusion
Msiya has placed strong emphasis on empowering women and youth, who often face barriers to formal employment and economic opportunity. Her administration has introduced programmes that provide training, mentorship, and seed funding to young entrepreneurs and women in business. These initiatives are aimed at breaking cycles of poverty and building pathways to long-term prosperity. “We believe that sustainable economic development must be inclusive. When women
and young people thrive, communities thrive.”
Recognising the importance of public safety in community wellbeing, her administration has worked closely with law enforcement to enhance community policing and reduce crime. “Security is not only about policing - it’s about partnerships,” she says. “We are committed to creating an environment where people feel safe to live, work, and invest.”
“Good governance isn’t just a checklist item - it’s the foundation on which inclusion, progress, stability and community confidence are built.”
Committed to Good Governance
Internally, Msiya has prioritised strengthening the municipality’s governance structures, including the audit committee and MPAC, in an effort to promote transparency and achieve clean audits. “Good governance isn’t just a checklist item - it’s the foundation on which progress, stability and community confidence are built.”
Although challenges remain - including unemployment and service backlogs - her administration is focused on longterm solutions. “We know there is still a lot of work to do,” she acknowledges. “But we are committed to building a municipality that is inclusive, efficient, and forward-looking. Our people deserve nothing less!”
Mayor: Jabulile Msiya
- Mayor Jabulile Msiya
NEWS
MNQUMA LOCAL MUNICIPALITY Strategic Investment in Women-Led Development
As the country marks Women’s Month in August, in tribute to the women who marched to the Union Buildings in 1956, many municipalities are responding with action. In Mnquma Local Municipality, that action is being driven with purpose, clarity, and compassion with the municipality having committed over R200 000 to support two womenled initiatives operating within its jurisdiction.
According to the most recent population data from Stats SA, Mnquma is home to approximately 392 000 residents, many of whom face ongoing socio-economic challenges. This initiative is part of the municipality’s broader commitment
to empowering local women through targeted support - particularly in rural and township communities across Centane, Ngqamakwe and Gcuwa, which collectively make up Mnquma’s administrative area.
Investing in Hope: The Ikamva Non-Profit Organisation
In Centane, the municipality is assisting the Ikamva Non-Profit Organisation, a women-led centre that provides support to survivors of gender-based violence (GBV). Known locally as a white-door centre, Ikamva offers critical support services including trauma counselling, safe housing, and legal guidance for women escaping abusive environments.
The support provided by Mnquma Local Municipality includes vital infrastructure: beds, fencing, secure gates, and office furniture which aims to improve the living and operating conditions at the centre, enabling it to serve more people in need. With these resources, Ikamva is better positioned to provide dignified care to victims, many of whom come from the townships and remote rural villages where access to professional support is limited.
The intervention is timely. Police data from 2023 ranked Mnquma among the top five municipalities nationwide in reported cases of domestic violence.
Mayor Manxila-Nkamisa is acutely aware of the deep roots and complex nature of GBV in the region. Under her leadership, the municipality has launched ongoing public engagement efforts - dialogues, community imbizos, and educational
campaigns - focused on exposing the drivers of GBV, reducing stigma, and encouraging victims to report abuse.
“In many of our villages, women remain financially dependent on their partners, which often increases their vulnerability to abuse,” she noted during a recent dialogue. “We need to change that narrative - not just through words, but by empowering women economically and socially.”
Digital Tools for Economic Upliftment: The Lelani Civil Internet Café
In Zizamele Township near Gcuwa, another women-led initiative is being equipped for impact. Lelani Civil Internet Café is a community-based business providing digital services to residents who would otherwise travel long distances - and incur high coststo access printing, scanning, or internet services.
The municipality’s Special Programmes Unit (SPU), a dedicated structure within Mnquma tasked with supporting vulnerable populations including women, youth, and the elderly, facilitated the delivery of one large printer, four desktop computers, a laptop, and printing supplies to Lelani.
This support enables the café not only to expand its services, but also to serve as a micro-hub of digital inclusion. In a township where jobseeking youth often lack access to the digital tools needed to apply for employment or study opportunities, the impact of this donation is both immediate and far-reaching.
Exec. Mayor: Cllr Tunyiswa Manxila-Nkamisa
“The partnership with the municipality gives us the tools to operate efficiently, expand our offerings, and hire additional young people,” said the cooperative’s founder. “It’s more than equipmentit’s a signal that our municipality believes in what women can build when given a chance.”
A Governance Model
Rooted in Inclusion
Mnquma’s investment in these two initiatives forms part of its ongoing efforts to promote gender equality and support local development. The Special Programmes Unit continues to identify opportunities to strengthen the role of women in economic and community initiatives across the municipality.
According to Mayor Manxila-Nkamisa, the aim is not only to respond to social issues such as GBV, but also to support initiatives that create sustainable opportunities for women in rural
and township settings. Both Ikamva and Lelani Civil Internet Café demonstrate how targeted support from local government can strengthen grassroots organisations that serve critical roles in their communities.
The Road Ahead… Strengthening the Pipeline
As local government across the country reflect on their Women’s Month priorities, Mnquma’s actions serve as a reminder that empowerment must be practical, measurable, and sustained. Supporting cooperatives and non-profits with tangible resources creates ripple effects - expanding access to services, strengthening local economies, and ultimately building safer, more inclusive communities.
“True empowerment,” says Mayor Manxila-Nkamisa, “is when women are not only heard but are equipped to lead. That’s what this Women’s Month is about, real action, not just recognition.”
In Centane and Zizamele, that vision is already taking root - one shelter bed and one desktop computer at a time!
”Investing in women-led initiatives it’s a direct investment in safer communities and stronger local economies."
"Our responsibility as a municipality is to ensure that women have the resources and space to lead change where it matters most.”
- Cllr Tunyiswa ManxilaNkamisa
CITY OF EKURHULENI A Legacy of Leadership and Service
In the executive corridors of the City of Ekurhuleni, the name Dr Imogen Mashazi has become synonymous with integrity, vision, and transformative leadership. From her early days at Chris Hani Baragwanath Academic Hospital to making history as Ekurhuleni’s first female City Manager, Dr Mashazi’s journey has been shaped by purpose, not privilege.
“I lead with compassion, but I do not compromise on principles. Good governance is about discipline, accountability, and always putting the people first.”
Her leadership style - informed by a healthcare background and rooted in compassion - has brought a humancentred approach to governance. Rather than leading with authority, she has led with care, listening attentively and prioritising the well-being of residents. Under her stewardship, Ekurhuleni has
achieved clean audits, restored financial stability, and laid strong foundations for ethical, transparent administration.
Empowering Women Through Action
With more than 30 years in local government, Dr Mashazi has risen through the ranks, dismantling gender barriers and inspiring a new generation of women leaders. In 2017, she launched the Women’s Empowerment Legacy Project - a bold initiative committed to real transformation. By investing in education and professional advancement, the programme has helped propel women into senior roles across the municipality, from department heads to directors, station commanders, and superintendents.
The 2025 edition of the Women’s Empowerment Legacy Project underscored the tangible outcomes of her work. Hundreds of newly appointed female firefighters, municipal peace officers, and wardens now serve across Ekurhuleni - a direct result of her unwavering commitment to gender equity. “We must ensure our policies and laws for gender equality are not just
words but actions visible in every workplace and community,” she has stated, reaffirming her focus on measurable, visible progress.
Leading with Integrity and Vision
Even amid the complexity of a multiparty coalition era, Dr Mashazi has maintained stability through clear strategy and collaborative leadership. Her ability to balance discipline with empathy has earned the trust of colleagues and the appreciation of many whose lives have been touched by her efforts.
In a moment of reflection and inspiration, Dr Mashazi recently launched her memoir The Epitome of Good Governance - a personal and professional chronicle of her journey and a guiding light for future public servants. The launch was more than a celebration; it was a reminder of what committed leadership can achieve.
A mother, a mentor, and a model of principled leadership, Dr Imogen Mashazi has shown that public service, when rooted in compassion and integrity, has the power not just to change institutions - but to change lives.
City Manager: Dr Imogen Mashazi
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