CEO of the IEC: Sy Mamabolo, unpacked major developments in the country’s electoral landscape At a recent media briefing.
PUBLISHER'S NOTE
As we approach mid-year 2025, we are poised to reflect on the progress made – and the possibilities that still lie ahead. Some of us in our personal and professional space are faced with a growing urgency to fulfil the commitments made in the year’s early promises.
Faced with pressing socio-economic demands and the ever-evolving needs of our communities, it also presents a time for government, the private sector and civil society to align around practical action and enduring impact.
In this edition, we are proud to spotlight public and private sector initiatives that are not only inspiring in their intent, but measurable in their outcomes.
Our front cover feature on the R500 million Spaza Shop Support Fund exemplifies what it means to invest in the beating heart of
township economies. Spearheaded by the Department of Small Business Development (DSBD) and supported by the NEF and SEFDA, this initiative is more than a grant – it’s a call to action to formalise, sustain and grow the informal retail sector as a powerful vehicle for job creation and economic inclusion.
As the country prepares for the 2026 local elections, the Electoral Commission reminds us of the importance of trust, technology, and transparency. Their digital registration platform and national consultation on e-voting are quietly transforming how citizens engage with democracy.
As we celebrate Youth Month in June, education and youth development continue to take centre stage in our coverage. Motheo TVET College’s Thusanang House Building Project in the Free State is a remarkable example
of students gaining practical skills while contributing to their community’s built environment. Similarly, the MTN Foundation’s Digital Skills for Digital Jobs programme is changing the narrative around youth unemployment, bridging gaps in access, readiness, and opportunity across underserved communities.
We also profile impactful youth-centred initiatives like bumb’INGOMSO, which is transforming lives in the Eastern Cape through mentorship, health services, and leadership networks, and SOS Children’s Villages, which continues to provide holistic care and job readiness training for youth navigating life without stable parental support.
Urban safety, too, remains top of mind. The South African Cities Network’s latest report shows us that good governance, data-led strategies, and community partnerships can reverse even longstanding crime trends.
Let this issue be both a recognition of how far we’ve come and a motivator to do more – with intention, with collaboration, and with an unwavering focus on building communities that work for all.
Keep safe and enjoy the read!
Warm regards,
Nardine Nelson Publisher & CEO Kweda Media & Communications
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- State of the City Address 2025
54 BELL EQUIPMENT - Ngquza Hill Municipality turns to Bell to boost its fleet
58 MICROSOFT SA - How AI and cloud technology are transforming government service delivery
60 ZUTARI - Shines at the 2025 CESA Aon Engineering Excellence Awards
62
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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.
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THE ELECTORAL COMMISSION GEARING TOWARDS THE “2026 LOCAL GOVERNMENT ELECTIONS”
At a recent media briefing, the IEC unpacked major developments in the country’s electoral landscape, outlined key highlights from the first quarter of the financial year, and shared plans for the upcoming 2026 Local Government Elections. Municipal Focus attended the event and, in this feature, unpacks the Commission’s key messages and what they mean for the road ahead.
The Electoral Commission of South Africa (IEC) has just secured its fifth consecutive clean audit for the 2024/2025 financial year from the Auditor General of South Africa (AGSA). The country’s election management body also received an endorsement from Parliament for successfully organising last year's national and provincial elections. These achievements make the IEC not only a centre of excellence in the South African public service but also a critical custodian of South Africa’s democracy, responsible for consistently organising credible elections which serve as a bedrock of a stable democracy.
Looking ahead, the IEC’s foremost responsibility is to deliver a 2026 Local Government Election that is beyond reproach - free, fair, and credible in the eyes of all South Africans.
Chief Electoral Officer of the IEC: Sy Mamabolo
After an interim electoral commission oversaw the 1994 elections, the IEC was established under Chapter Nine of the South Africa’s Constitution as an Institution Supporting Democracy and set up through the Independent Electoral Commission Act of 1996. The body commenced operations in 1998 with a mandate to organise all national and provincial elections from 1999 and local government elections from 2000. The IEC is now a globally renowned election management body.
“The IEC’s work is critical and should be supported and protected by all patriotic and democracy loving South Africans. The most valuable form of support they can show is to exercise their right to vote whenever an opportunity arises, be it at national, provincial or local level” says Sy Mamabolo, Chief Electoral Officer of the IEC since 2017.
Mamabolo frequently reminds South Africans that voting is a tool to both hold politicians and political parties to account, and to determine the policy directions they believe will positively impact their lives and those of their families and communities.
Leadership
The IEC is led by a highly capable leadership collective that is widely admired and boasts long association with the institution. They do not only bring technical expertise, but also institutional memory to their roles.
The Commission Chairperson Mosotho Moepya , for example, has been with the IEC since 1998 and has held various roles including being Deputy Chief Electoral Officer for Elections Operations, as well as Chief Electoral Officer. He was appointed as a Commissioner in 2018 for a seven-year term and became Chairman in 2022.
Commissioner Glen Mashinini is a former Chairperson of the IEC, a position he held from 2015 to 2022, when he was reappointed for a new seven-year term. Mashinini was part of the executive management team that established the IEC back in 1998 and has worked on election management all over the continent in a career spanning three decades.
These seasoned IEC veterans serve alongside individuals such as Deputy Chairperson of the IEC Janet Love , the anti-apartheid and human rights activist who was unanimously recommended by all parties
represented in parliament in 2016. Love joined the IEC as a part time Commissioner that year and became a full time Commissioner in 2018.
At the executive level, CEO Sy Mamabolo has throughout his tenure at the IEC helped oversee nine elections across all spheres. Before holding this position, he was the Deputy Chief Electoral Officer for Election Operations and prior to that he was Provincial Electoral Officer for Gauteng.
• Masego Sheburi, Deputy CEO for Electoral Operations
• Mawethu Mosery, Deputy CEO for Outreach, overseeing communication, voter education, research and knowledge management.
• George Mahlangu, Deputy CEO for Political Party Funding
• Dawn Mbatha, Chief Financial Officer
• Akhthari Henning oversees all support function as the Deputy CEO for Corporate Services responsible for Human Resources, Information and Communication Technology and Legal Services. >
Financial Prudence and Transparent Governance
In the 2023/24 financial year, the IEC generated revenue of R2.5 billion, including a parliamentary allocation of R2.2 billion, election-related income of R51 million, and investment revenue of R161 million.
The Commission incurred overall expenditure of R2.6 billion to yield a modest deficit of R111 million.
Expenditure included employee related costs of R1.1 billion and costs of goods and services of R1.2 billion. Under goods and services, voting station staff costs amounted to R156 million, while spending on permanent and fixed staff amounted to R33 million. This is separate from spending on salaries of R961 million.
For the 2024/2025 financial year, the IEC received its fifth Clean Audit from
the Auditor General. This is not only for its financial statement but also for statements of political funding. “A clean audit opinion attests to the fact that the Electoral Commission manages the public resources placed at its disposal prudently and in accordance with the prescripts,” Mamabolo noted when announcing the achievement. “The Commission commends its staff for working tirelessly to ensure that accountability, proficiency, and transparency remain at the centre of the organisation's business practices.”
So, what advice does Mamabolo give to other public sector leaders on achieving and maintaining a clean audit? “Stick to the prescripts” he says. “Have transparent procurement processes and where you have committees in place do not interfere in areas where you are not supposed to.”
LGE 2026
By law, the term of each council runs for five years with local government elections required to be held within 90 days thereafter.
The current term of council runs until 02 November 2026, which means elections can take place between then and January 2027, the latter being less than 18 months from September this year. The final date for the elections is determined by Minister Hlabisa in consultation with the IEC.
Preparations for next year’s Local Government Elections got underway in April this year when the Minister responsible for Cooperative Governance and Traditional Affairs (CoGTA) Velenkosini Hlabisa published the formulae for the determination of the numbers of councillors for Metropolitan Municipalities, District Municipalities and Local Municipalities.
Deputy Chairperson: Janet Love
Commissioner: Glen Mashinini
Chairperson: Mosotho Moepya
Following this, the MECs responsible for Local Government determined the number of councillors for each municipality in their respective provinces. This then allowed the IEC’s partner, the Municipal Demarcation Board (MDB), to start the process of setting ward boundaries.
Preparations for LGE 2026
are well underwaywith the IEC focusing on ward demarcation, voter registration, and logistical readiness to ensure that no community is left behind.
Noting that ward demarcation underpins the very basis of elections, Mamabolo has expressed his pleasure at the announcement by the MDB that the final wards will be handed over to the IEC at the end of October 2025. This will then start the process of the IEC annalysing the final wards and ensuring that the voting districts are geographically aligned to those final wards. On completion of this process, the IEC will then begin the voter registration phase.
Mamabolo said that an important consideration that the Minister makes when determining the date of the elections is to allow for ample time for all eligible voters to register in their correct voting districts especially if they have moved between elections.
Mamabolo stated that the Minister must also take into account the availability of voting stations, many of which are schools that may have exams underway for the contemplated period. Weather conditions are another important consideration.
He emphasised that while elections must take place before the prescribed deadline - “come rain or shine”the IEC would, where possible, seek to avoid scheduling the elections during the rainy season, as adverse weather can disrupt logistics and affect voter turnout.
In between municipal polls, the IEC holds by-elections to fill seats vacated by the resignation or death of a councillor. Since the beginning of April this year, the IEC has held 39 by-elections and replaced 149 proportional representative (PR) councillors. On average, the Electoral Commission replaces three hundred and seventy-seven (377) PR councillors in a financial year.
Electronic Voting
In line with keeping South Africa abreast with global trends, the IEC hosted a three-day national conference in Cape Town in March this year to test the feasibility, sustainability, and policy implications of e-voting.
The conference received presentations from experts and country case studies including countries such as Namibia -
which in 2014 became the first African country to use e-voting - as well as Estonia, the Eastern European nation that has successfully implemented it.
Following the event, the IEC released a discussion document that has drawn mixed feedback. There were parties to the discussion that are keen to have e-voting implemented soonest, but other parties voiced a more cautious approach - sceptical of cyber security threats, voter tampering and manipulation of results. Public consultation is active, and citizens have until the end of September 2025 to submit feedback.
Mamabolo stated it would be premature to consider using e-voting in the upcoming local government elections and risk failure. He said there is currently no official policy framework for use of e-voting in SA, so it will not be implemented. >
The discussion document will be updated with inputs from public hearings and will be consolidated into a Green Paper for the Minister of Home Affairs to process through cabinet and parliament.
Thumbs up for GNU poll
In July this year, the IEC went to parliament to give a full account of last year’s national and provincial elections which took place at the end of May in 2024 and produced the Government of National Unity (GNU) for the first time in South Africa’s democracy.
“The election report makes a point that the elections met international standards for freeness and fairness and met the constitutional and legal requirements.” says Mamabolo.
Mamabolo described the election as a mammoth national effort but also an impressive logistical operation.
• There were 27.78 million registered voters, the highest since 1999 when the voters’ roll was first introduced.
• 23 292 voting stations were used, of which 936 were temporary voting stations and 32 were mobile voting stations.
• On average, the number of voters per voting station has been reduced from 1900 to 916.
• 90 million ballot papers were printed within an immutable threeweek printing window period.
• 14 886 candidates nominated to contest 887 seats. Eleven of whom were independent candidates.
• 16.2 million citizens voted, representing a voter turnout of 58 per cent.
• Of this, 1.1 million voted using the special voting dispensation in the two days preceding voting day. 200 526 election staff were recruited and trained for various roles in the voting stations
• The 88 legal challenges to various aspects of the voting process and all but one, currently at the Supreme Court of Appeal, have been resolved.
The Home Affairs Portfolio Committee welcomed the report, acknowledged that there were areas for improvement, and commended the Commission for delivering free, fair, and credible elections.
The Electoral Commission’s foremost responsibility for LGE 2026 is to deliver an election that is free, fair, and trusted by all South Africans, safeguarding the integrity of the democratic process.
Charting the way forward…
As South Africa prepares for the 2026 Local Government Elections, the IEC’s record of clean audits, credible election management, and seasoned leadership reinforces its standing as a cornerstone of the country’s democracy.
From upholding transparency and accountability to exploring innovations such as electronic voting, the Commission continues to strengthen the integrity of the ballot and deepen public trust in the electoral process.
The IEC is more than an election organiser - it is the custodian of South Africa’s democratic promise, ensuring that every vote counts and that the will of the people is heard, respected, and protected.
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After more than two decades of debates, delays, and court challenges, South Africa is finally set to implement the Administrative Adjudication of Road Traffic Offences (AARTO) system nationwide. The Act, passed in 1998, was designed to usher in a modern traffic enforcement regime built around a points-based demerit system.
Pilot projects in Johannesburg and Tshwane, which began in 2008, gave policymakers and road users a glimpse of its potential and pitfalls. Yet for motorists across the country, the idea of a demerit system remained more theory than practice. Now, following constitutional clearance and firm dates gazetted by government, AARTO is poised to move from pilot to practice.
“We are entering a new chapter in road safety enforcement, one that prioritises accountability and fairness,” said Transport Minister Barbara Creecy. “AARTO has been long overdue, but its time has come.”
Understanding AARTO: More Than Just Points
At its core, AARTO aims to improve road safety by introducing a demerit points system that holds motorists accountable for repeated infringements. Unlike the traditional traffic fine model, which often relied on lengthy court processes, AARTO takes an administrative approach.
Matsemela Moloi, Registrar and CEO of the RTIA, emphasised: “AARTO is not about punishment for its own sake. It’s about changing behaviour and instilling respect for the rules of the road. The lives lost daily on our roads demand nothing less.”
AARTO Rollout South Africa’s New Era of Road Safety Enforcement
The system allows traffic authorities to issue fines, allocate demerit points, and - where necessary - suspend or cancel licences without the courts being the primary avenue of enforcement.
Supporters argue that this shift will help decongest South Africa’s overburdened judicial system while strengthening deterrence against reckless driving.
“AARTO is not about punishment for its own sake. It’s about changing behaviour, creating a culture of compliance, and ultimately saving lives.”
- Matsemela Moloi, RTIA CEO
The Rollout Roadmap
The Department of Transport has structured the rollout into four (4) clear phases:
Pilot Phase (2008): Johannesburg and Tshwane served as early testing grounds, helping shape the refined system now ready for national deployment.
Phase Two - National Rollout Begins (01 December 2025): AARTO will expand to 69 municipalities, including major metros - Cape Town, eThekwini, Nelson Mandela Bay, Mangaung, Buffalo City, Polokwane, Mbombela - and important secondary towns such as Stellenbosch, George, and Beaufort West.
Phase Three - National Expansion (01 April 2026): AARTO will extend to a further 144 municipalities, completing geographic coverage across South Africa.
Final Phase - Demerit Points Nationwide (01 September 2026): The demerit points system will be fully active nationwide.
“By the end of August 2026, every motorist in South Africa will be subject to the same system, the same rules, and the same accountability,” Minister Creecy confirmed.
How the Demerit System Works
Clarity and fairness are central to AARTO’s demerit system. Here’s what motorists need to know:
Points and Penalties (demerits)
• Drivers start with zero points.
• Each infringement incurs 1 to 6 points depending on severity.
• Accumulating 15 points triggers a three-month licence suspension for each excess point.
• Two suspensions result in licence cancellation, requiring reapplication from a learner’s licence.
Examples of Infringements
• Exceeding the speed limit by 11 - 15 km/h: R250 fine, 0 points
• Exceeding the speed limit by 21 - 25 km/h: fine plus 2 points
• Failing to keep left: R1 000 fine, 3 points
• No number plate: fine plus 3 points
• Driving under the influence: 6 points, and criminal offence, court process
Rehabilitation of Points
Every three-month period without further violations reduces 1 point - encouraging responsible driving.
Fines and Discounts
When an infringement is recorded, motorists will receive a notification and have 32 days to pay. >
If they settle within that window, a 50% discount applies. If they fail to pay, the process escalates: a courtesy letter, followed by an enforcement order that blocks licence renewals and adds demerit points.
Disputes and Appeals
Motorists can challenge infringements by:
• Submitting online representations to the RTIA
• Electing to take the matter to court
• From December 2025, appeal to the newly established Appeals Tribunal.
Infringements vs Offences: The Key Distinction
Clear definitions ensure fairness:
• Infringements: Minor contraventions such as speeding slightly over the limit, missing number plates, or failing to keep left are handled administratively by the RTIA and do not result in criminal records.
• Offences: Serious contraventions such as reckless/negligent driving, driving under the influence of alcohol or drugs, or excessive speeding, remain criminal matters, prosecuted under the Criminal Procedure Act, with more severe consequences - in addition to demerit points.
This separation is designed to reduce pressure on the courts while ensuring that serious crimes on the roads are dealt with firmly.
Perspectives on AARTO
AARTO is presented as a public safety initiative. With nearly 12 000 road-related fatalities recorded annually, and over 80% linked to human error, systemic enforcement is clearly needed.
While some groups like the AA have questioned readiness, government has emphasised its robust training
programmes and public outreach efforts. Others argue that AARTO risks becoming more of a revenue collection mechanism than a safety intervention.
Moloi has emphasised that, “AARTO is a safety project, not a revenue project. Every infringement recorded is a chance to correct behaviour before tragedy strikes.”
Implications for Municipalities
Municipalities play a pivotal role in AARTO’s success. They will have to ensure:
• Their systems integrate seamlessly with the national eNatis database
• Readiness of over 25 000 trained traffic officers
• Sufficient service centres are available to manage increased public engagement
• The roll-out of awareness campaigns to educate the public
When implemented effectively, AARTO provides municipalities with a valuable platform to strengthen road safety and promote responsible driving within their communities.
International Comparisons
Countries such as Australia, Canada, and Germany have long demonstrated the effectiveness of demerit systems
in improving road safety. In these countries, the allocation of points for infringements, together with strict follow-through on suspensions, has helped reduce dangerous behaviour such as speeding and drunk driving, while encouraging a culture of compliance over time.
“Every infringement recorded is a chance to correct behaviour before tragedy strikes. AARTO is a safety project, not a revenue project.”
- Matsemela Moloi, RTIA CEO
South Africa’s model builds on this international experience but adds its own distinctive element through enforcement orders, which prevent motorists from renewing licences or conducting other transactions until outstanding fines and points are resolved. This integration of demerit points with administrative enforcement tools creates a more robust framework than simple fines alone.
If applied consistently, fairly, and transparently, this system has the potential not only to improve driver behaviour but also to strengthen public trust in road safety governance. By combining international best practice with tailored enforcement suited to local conditions, AARTO could become
a uniquely effective mechanism for lasting behavioural change on South African roads.
Looking Ahead >>>
As 01 December 2025 approaches, government will usher in the next phase of road safety enforcement, with municipalities at the forefront of implementation.
The months ahead will be critical. Effective training, public communication, and seamless integration of systems will determine whether AARTO achieves its purpose: safer roads, fewer fatalities, and greater accountability.
Minister Barbara Creecy captured the urgency of the moment: “We cannot normalise the carnage on our roads. AARTO is a tool to help us save lives.”
The rollout is more than a technical exercise - it is a shared national commitment to road safety and reducing road fatalities. With government providing leadership, the RTIA ensuring administrative integrity, municipalities implementing on the ground, and motorists embracing responsibility, AARTO has the potential to reshape South Africa’s driving culture.
If this collaborative approach is realised, AARTO can redefine South Africa’s driving culture and place safety at the centre of every journey - turning compliance into a shared commitment to save lives!
SALGA AND METRO MAYORS FORGE A UNITED FRONT FOR STRONGER GOVERNANCE
The South African Local Government Association (SALGA) convened a landmark Metro Mayors Meeting in Cape Town on 28 August 2025, bringing together the leadership of all eight metropolitan municipalities. The gathering marked the beginning of a structured platform for collaboration, knowledge-sharing, and collective problem-solving among the country’s largest urban centres, which together contribute more than 55% of the national economy.
In his welcome, City of Cape Town Executive Mayor, Cllr Geordin Hill-Lewis, underscored the pivotal role of metros in driving South Africa’s development. He stressed that their ability to work together would determine how effectively municipalities could meet service delivery expectations and unlock growth opportunities.
SALGA President, Cllr Bheke Stofile, emphasised the strategic importance of the inaugural meeting: “Local government is akin to the legs - without strong legs, the entire body falters. By strengthening our metros, we enhance the state, boost the economy, and improve the daily lives of our citizens.”
Key Issues and Resolutions
• Modernising Services
Delegates agreed that modernising core trading services - such as water, electricity, and waste managementmust be prioritised. They called for improved Service Level Agreements with Eskom, transparent tariff-setting with NERSA, and innovative delivery
models that reflect the changing needs of urban residents.
• White Paper on Local Government
The meeting reaffirmed the constitutional authority of metros and their role in shaping governance reform. Leaders committed to developing a consolidated metropolitan position on issues including coalition stability, devolution of key functions such as housing, passenger rail and policing, and enhancing local autonomy.
“We are committed to building strong partnerships with our metro municipalities to address the challenges we face and to drive progress in our cities.”
- SALGA President, Cllr Stofile
• Professionalising Local Government
Participants at the event highlighted the urgency of implementing the Professionalisation Framework. This includes attracting young professionals into the sector, embedding Batho Pele principles, and minimising political interference in administration to ensure that service delivery remains citizencentred.
• Fiscal Sustainability
A recurring concern was the imbalance in fiscal allocations: municipalities shoulder nearly half of government functions but receive only 10% of nationally raised revenue.
Delegates resolved to advocate for a more equitable funding model, explore new revenue instruments, and push for the urgent settlement of debts owed to municipalities by other government entities.
• Bulk Water Governance
Metro mayors also pressed for greater control over bulk water infrastructure and Water Boards, supported by more transparent tariff processes and closer collaboration with the Department of Water and Sanitation.
• Intergovernmental Relations
• and the DDM
While recognising the value of the District Development Model (DDM), mayors stressed that it must complement, rather than dilute, metropolitan authority. SALGA undertook to develop mediation mechanisms to resolve intergovernmental disputes constructively.
• Building Resilient Cities
The meeting closed with a commitment to hold quarterly engagements, ensuring metros remain aligned in their efforts to address challenges, foster inclusive growth, and position cities as hubs of resilience, innovation, and investment.
This inaugural meeting has laid the foundation for a collaborative era in metropolitan governance - one that prioritises sustainable service delivery, financial stability, and responsive leadership to advance the wellbeing of citizens and South Africa’s broader economic development.
NORTH WEST COGHSTA’S 2025/26 BUDGET VOTE UNPACKED
"RENEWING
THE SOCIAL CONTRACT"
When MEC Gaoage Oageng Molapisi delivered his 2025/26 Budget Vote for Cooperative Governance, Human Settlements and Traditional Affairs at the North West Provincial Legislature on 23 rd July 2025, he grounded his message in history and responsibility. He reminded the House that this year
marks the 70 th Anniversary of the Freedom Charter - a living document whose declaration that “there shall be houses, security and comfort” remains at the heart of CoGHSTA’s mandate.
“This anniversary is not only commemorative but a call to action,” he said, emphasising that the work of his department goes beyond administration and budgeting - it is about building communities where dignity, security and opportunity are a lived reality. >
the 2025 State of the Nation Address (SoNA), the budget reflects a renewed commitment to three (3) overarching goals: 1. to drive inclusive economic growth, 2. to reduce poverty and the cost of living , and 3. to build a capable, ethical and developmental state.
Milestones in Building Capacity for Better Governance
MEC Molapisi announced that the department has achieved a major milestone and has taken bold steps to modernise its internal systems and strengthen capacity. For the first time since 2019, CoGTA now has a new organisational structure, endorsed by the Minister of Public Service and Administration. This structure creates a modern, fit-for-purpose department aligned to both governance and cultural priorities.
Development and Planning - and a new division under Traditional Institutional Management now manages indigenous knowledge and initiation schools, reinforcing cultural preservation and public safety.
MEC Molapisi stated that recruitment is also improving institutional capacity. Of 27 advertised posts, 13 have already been filled, with the rest at advanced stages of appointment. 44 Engineering graduates have been placed in municipalities on a candidacy programme in partnership with merSETA, directly boosting technical capacity in critical areas such as water and infrastructure.
Professionalisation of the public service is being advanced through competency-based recruitment, performance management, ethics frameworks, workforce planning,
and partnerships with professional bodies. These programmes are integrated across the employee life cycle to strengthen professionalism and improve service delivery.
Building on seven consecutive unqualified audits, the MEC announced that the target for 2025/26 is to achieve an unqualified opinion with no findings. To this end, stronger internal controls, post-audit action plans, and rigorous oversight systems are being put in place.
Strengthening Local
CoGTA is focused on building municipalities that are responsive and capable. In partnership with SALGA and the Provincial Treasury, a Municipal Roadshow Programme has been completed using the Municipal Performance Assessment Tool (MPAT).
The programme assesses municipalities across six pillars: Putting People First Service Delivery
3. Governance
4. Financial Management
5. Institutional Capacity
6. Local Economic Development
The MEC said that the roadshows revealed both achievements and gaps. Skills audits across 22 municipalities showed mismatches between qualifications and positions, prompting a call for immediate action plans to close the gaps. Service delivery challenges, particularly ageing water and sanitation infrastructure, were also identified - and municipalities are now expected to use every available grant to address these pressing needs. The MEC reinforced that accountability is non-negotiable. Non-compliance with regulations on senior manager appointments remains a concern, with the department invoking Section 54A of the Municipal Systems Act to nullify irregular appointments in JB Marks
and Ditsobotla municipalities. Courts are also being asked to impose financial costs on councillors responsible for unlawful decisions.
MEC Molapisi announced that quarterly State of Local Government briefings will be held to keep the public informed of municipal performance, highlight audit improvement strategies, and report on human settlements projects. He stated that this new measure is aimed at enhancing transparency, strengthening oversight, and restoring public confidence in municipalities.
We remain steadfast in building a prosperous province…unflinching in our commitment to sustainable human settlements, effective local government, and restoring the dignity of traditional leadership.
Stabilising Municipal Finances
The MEC stated that as of June 2025, municipal debt to Eskom stood at R9.3 billion, while overall municipal debt reached R37.1 billion, comprising R28.6 billion owed by households, R2.3 billion by government entities, and R4.2 billion by businesses. Municipalities themselves also owed Magalies Water more than R2.3 billion.
To address this, Premier Lazarus Mokgosi, in collaboration with the Minister of Water and Sanitation, Pemmy Majodina, has brokered payment agreements between Magalies Water and three (3) municipalities: Maquassi Hills, Dr Ruth Segomotsi Mompati and Ngaka Modiri Molema. CoGTA will closely monitor these agreements to ensure compliance and improve cashflow management.
The message from the MEC was clear: municipalities must adopt
responsible debt strategies, protect service delivery, and ensure sustainable finances.
Gearing towards the 2026 Local Government Elections
With the current term of councillors nearing its end, preparations for the 2026 Local Government Elections are well underway. The Municipal Demarcation Board (MDB) has completed public consultations on ward boundaries, with final boundaries due to be submitted to the IEC by October 2025.
At the same time, the review of the White Paper on Local Government is advancing.
The process, extended by Minister Velenkosini Hlabisa to allow for further public input, is expected to lead to reforms that will strengthen municipal capacity, governance, and accountability. As the MEC highlighted, these reforms represent more than administrative adjustments - they are a shift towards a more responsive and citizen-centred local government system.
Delivering Water Security
A key achievement highlighted in the budget is Operation Bulela Metsi , which has accelerated the delivery of water and sanitation projects across the province. Completed projects include the Moretele Bulk Water Supply, Greater Taung Bulk Water Supply Scheme, and new boreholes in Lichtenburg.
In 2025/26, amongst others, the following major water projects are underway:
• Multiple projects in Ngaka Modiri Molema worth over R200 million
• Bulk water supply schemes in Dr Ruth Segomotsi Mompati worth more than R300 million
On 01 st August 2025, the MEC announced that Deputy President Paul Mashatile and Minister Pemmy Majodina >
will officially hand over the Moretele South Reservoir Project, part of a R139 million investment benefiting 12 communities.
The MEC added that, to ensure accountability, all municipalities designated as Water Services Authorities will undergo capacity assessments, and where necessary, rights to provide water will be reviewed.
Infrastructure and Clean Cities
Municipalities achieved a 98% expenditure rate of the Municipal Infrastructure Grant (MIG) in 2024/25, with 11 municipalities reaching 100% utilisation. This demonstrates growing capacity to deliver infrastructure effectively. Persistent underperformance in a few municipalities will be addressed through strengthened monitoring and support.
The District Development Model (DDM) is being rolled out with clear legal backing, embedding collaborative planning into performance agreements of senior officials. MEC Molapisi stated that quarterly MUNIMEC meetings now bring together mayors,
councillors, and officials to strengthen oversight, improve grant performance, address municipal debt, and tackle non-compliance in senior appointments.
MEC Molapisi stated that the Clean Cities Campaign, launched in April 2025 under the theme “Rata Tikologo ya Gago” (Love Your Environment), is driving visible improvements across towns and villages. Supported by community leaders and municipalities, the campaign is aligning with the national vision for clean, safe and healthy settlements.
Disaster Management and Community Safety
The heavy rains of 2024/25 caused significant damage, prompting classification of the incidents as a national disaster. Only four (4) minicipalities complied with the request to submit business plans for submission to the National Disaster Management Centre. In response, Minister Velenkosini Hlabisa has allocated R50.5 million to affected municipalities: Ratlou, Moretele, JB Marks and City of Matlosana.
The MEC emphasised the importance of disaster readiness. Municipalities are urged to maintain stormwater systems and prevent illegal dumping, while the Provincial Disaster Management Centre is shifting focus to proactive disaster risk governance.
Regulation of spaza shops and food outlets has also been strengthened, with over 16 800 registrations recorded. This measure aims to protect public health and enhance compliance.
This Budget Speech reaffirms our unwavering commitment to renewing the social contract - a contract built on trust, accountability, and shared responsibility between government and the people we serve.
Supporting Traditional Leadership
CoGTA continues to provide tangible support to traditional leaders. Vehicles worth R7.3 million are being delivered this year, adding to the fleet purchased in previous years. Traditional leadership records are being digitised by September 2025, and disputes are being resolved more effectively. The MEC stated that the Provincial Initiation Coordinating Committee has successfully closed 18 illegal initiation schools, rescuing over 100 initiates from unsafe conditions. These efforts reflect the department’s commitment to preserving cultural heritage while ensuring safety and dignity.
Human Settlements: Restoring Dignity
The Department of Human Settlements has been allocated R1.847 billion for 2025/26. Of this, 80% will be directed to unblocking stalled housing projects, ensuring beneficiaries receive long-promised homes before new developments begin.
Key deliverables include:
• 3 555 new housing units and 5 403 serviced sites
• 1 133 units in mining towns, restoring dignity to affected communities
• 6 718 title deeds, giving families security of tenure
• 83 houses for military veterans, recognising their sacrifices
• 64 mud houses replaced in rural areas
• Rollout of the asbestos removal programme, starting in JB Marks Municipality
Catalytic projects such as Bokamoso in Bojanala and the N12 Corridor in Dr Kenneth Kaunda will continue, while mega projects including Rustenburg, Marikana and the Matlosana Smart City will unlock thousands of housing opportunities and create jobs.
Partnerships and Inclusivity
The MEC reaffirmed that government cannot deliver alone. Partnerships with contractors, developers, and communities are central to accelerating housing delivery. In some cases, contractors have even donated houses to vulnerable families, reflecting a shared commitment to building stronger communities.
Inclusivity remains a guiding principle. Forty percent of the infrastructure budget is earmarked for women, youth, and people with disabilities, ensuring that human settlements delivery also advances empowerment.
Delivering on the Promise…
The 2025/26 Budget Vote presented by MEC Gaoage Oageng Molapisi reflects a clear commitment to practical delivery and communitycentred progress. Priorities such as modernising CoGHSTA, expanding water infrastructure, strengthening
Renewing the Social Contract
municipal accountability, and restoring dignity through housing all underscore a results-driven and transparent approach.
Under the leadership of Premier Lazarus Mokgosi, the North West is showing that capable governance and decisive action can transform lives.
As the MEC affirmed: “We remain steadfast in building a prosperous province.”
Guided by the vision of the Freedom Charter and strengthened by practical action, the province is renewing its social contract with citizens - building municipalities that work, human settlements that restore dignity, and a future of stability and opportunity for all.
In delivering the 2025/26 Budget Vote MEC Molapisi's message was clear:
• Accountability is non-negotiable - municipalities must comply with the law.
• Water and sanitation are a basic human right - failure to deliver is unacceptable.
• Municipalities must be responsive, ethical and capable - rooted in good governance.
• Traditional leadership deserves tangible support - with digitised records and stronger oversight.
• Housing is about restoring dignity, not just building units - title deeds, unblocked projects, and inclusive delivery are central.
“We
remain steadfast in building a prosperous province.”
school of government
National School of Government Department: REPUBLIC OF SOUTH AFRICA
for solutions. The programme was first implemented in November 2021 and was hailed as a resounding success with forty members of the executive having attended the virtual sessions during the times of covid contact restrictions.
The second phase of the annual Economic Governance School Programme took place at the National School of Government (NSG) in Johannesburg. This initiative, spearheaded by the NSG, Kenya School of Government (KSG), and Ghana Institute of Management and Public Administration (GIMPA), aims to cultivate a cadre of proficient, ethical, and forward-thinking public service leaders to drive Africa’s progress. Participants, included Deputy Ministers, MECs, and Heads of Departments, representing Kenya, Ghana, and South Africa.
ECONOMIC GOVERNANCE SCHOOL: A PLATFORM FOR ETHICAL AND EFFECTIVE LEADERSHIP
In the 2020 State of the Nation Address (SoNA) President Cyril Ramaphosa emphasised the need to confront South Africa’s challenges. These included rebuilding institutions and removing impediments to investment, ensuring excellence in planning and execution in government, and placing the South African economy on a path to recovery and inclusive growth.
Within this context, the National School of Government (NSG) designed the annual Economic Governance School Programme for Members of the Executive as part of its support to the government’s commitment to building a capable state. The innovative programme was approved by Cabinet in August 2020. It intends to enhance
leadership and oversight capabilities and broaden perspectives through analysis and critical reflection, and enable members of the executive within the three spheres of government to re-examine governance challenges that constrain inclusivity and sustainable economic growth.
Low economic growth, high levels of unemployment and recurring lapses in ethical leadership have a frustrating effect on domestic efforts to overcome the stubborn legacy of socio-economic imbalances. The COVID-19 pandemic has also demonstrated that leadership needs to evolve. The Economic Governance School provides a platform for our political office bearers and executives to confront these challenges head on in the quest
The programme grew in leaps and bounds over the years. With the diverse and rapidly evolving economic landscape in Africa within the global context, effective economic governance is crucial for promoting sustainable development, reducing poverty, and achieving inclusive growth. The workshop seeks to equip participants with essential knowledge and skills to understand and address some of the core challenges and opportunities related to economic governance in Africa. The workshop provides an overview of the current challenges, propose strategies for improving economic governance in selected topic areas and highlight the potential benefits for African countries.
6th Iteration of the Economic Governance School
In the month of June, the Minister for the Public Service and Administration (DPSA), Inkosi Mzamo Buthelezi, welcomed the convening of the sixth iteration of the Economic Governance School for public service leaders in Ghana for Module 1 of the programme. The iteration brought together members of the legislature, members of the executive, heads of departments and academics from South Africa, Ghana, Liberia, Kenya. South Africa hosted Module 2 in August and Module 3 will be hosted in Kenya in November 2025.
This three-module provision takes economic governance capacity building to greater heights as the regional schools of government collaborate to enable Members of the Executive and senior public leaders to:
• Enhance leadership and oversight capabilities, and broaden perspectives through analysis and critical reflection;
• Re-examine governance challenges that constrain inclusivity and sustainable economic growth locally and continentally; and
• Create a public service that thrives in a digital world and develop anticipatory capabilities to prepare for the future.
The programme provides a focused learning experience that combines theoretical frameworks, practical case studies, and interactive discussions to enhance participants' capacity.
The specific themes tackled at the workshop include six main thematic areas being:
1. Sustainabilities and Just Transitions
2. African Free Trade
3. Corruption
4. Artificial Intelligence
5. Food Security
6. Gender and Youth Unemployment
Since its approval, the Economic Governance School has been implemented as a seasonal programme that brought together over 150 members of the executive and senior officials from South Africa and eight other African states. These include the 2023 South Africa-Kenya exchange arrangement in Pretoria and Mombasa, and the 2024 South Africa-Zambia joint delivery in Lusaka.
The programme remains relevant as we accelerate the attainment of the 2030 development goals and 2063 aspirations. s
UPDATE ON THE WARD CHANGE PROCESS AHEAD OF THE 2026 LOCAL GOVERNMENT ELECTIONS
As the country prepares for the 2026 Local Government Elections, the Municipal Demarcation Board (MDB) continues to play a crucial role in shaping the future of local governance. The ward delimitation process, which is central to ensuring fair and representative elections, is now entering a key phase of publishing the second draft of wards to enable members of the public to lodge objections during September 2025.
SECOND DRAFT WARDS COMING SOON: HAVE YOUR SAY >>>>
The MDB has completed its review of all submitted ward delimitation proposals. The second draft set of wards will soon be published for public objections. Once published in the provincial gazettes (expected in September 2025), the public will have only 14 days to submit objections. Be on the lookout for the gazettes and visit www.demarcation.org.za for updates and submission guidelines.
What About the Deferred Cases?
In the 2023/2024 municipal boundary re-determination process, 13 cases affecting 19 municipalities were deferred for further investigation.
After extensive research and stakeholder engagement, the MDB has resolved not to re-determine any municipal boundaries at this time.
This is in line with Circulars 1 and 2 of 2025. Affected municipalities are listed per province in (Figure 1):
PROVINCE
EASTERN CAPE
MUNICIPALITY
Enoch Mgijima Local Municipality
Inxuba Yethemba Local Municipality
Blue Crane Local Municipality
Raymond Mhlaba Local Municipality
FREE STATE
KWAZULU NATAL
LIMPOPO
MPUMALANGA
NORTH WEST
(Figure 1)
What’s Next for These Municipalities?
Since no boundary changes will be made, the MDB will now proceed with ward delimitation for the affected municipalities. Here's what to expect: Public consultations will commence in September 2025.
Community input is critical; Members of the community will have an opportunity to suggest how their wards should be configured.
The second draft for these municipalities will be published in October 2025. Members of the community will have 14 days to submit objections.
Maluti-A-Phofung Local Municipality
Mangaung Metropolitan Municipality
Msunduzi Local Municipality
Richmond Local Municipality
Polokwane Local Municipality
Blouberg Local Municipality
Molemole Local Municipality
Musina Local Municipality
Thulamela Local Municipality
Collins Chabane Local Municipality
Makhado Local Municipality
Elias Motsoaledi Local Municipality
Makhuduthamaga Local Municipality
City of Mbombela Local Municipality
JB Marks Local Municipality
Why Ward Changes Matter
Wards are delimited every five years ahead of the local government elections. By participating in the ward delimitation process, members of the community help shape responsive, inclusive and accountable local government.
Once the process is finalised, the final wards are handed over to the Electoral Commission (IEC) to prepare for the local government elections.
For updates, resources, and notices: visit: www.demarcation.org.za
Stay informed and make your voices heard!
- Zwakala Asakhe Amawadi!
Ward Delimitation Legal Process
In terms of the Local Government: Municipal Structures Act 117 of 1998 as amended (MSA)
1
IEC provides the municipal segment of the national common Voters’ Roll Electoral Act 73 of 1998.
Minister of CoGTA determines the formulae for determining the number of councillors of Metros, Districts and Local Municipalities in terms of section 20(1) and (2) of the MSA.
MEC determines the number of councillors for all municipalities in their respective provinces in terms of section 20(3), (4) and (5) of the MSA.
Municipal Demarcation Board determines the number of wards for municipalities and delimit wards for local government elections in terms of schedule 1 of the MSA.
Municipal Demarcation Board publishes wards in provincial gazettes and invites any person aggrieved by a delimitation to submit objections within 14 days of publication. 2 3
Municipal Demarcation Board considers written objections received and either, confirm or vary its delimitation. The final decision is published in provincial Gazettes. 6
The MDB submits the final ward boundaries to the IEC to prepare for local government elections.
SOUTH AFRICA’S GREAT MUNICIPAL EXPERIMENT
South Africa is preparing the most sweeping reconfiguration of local government since 1996. Velenkosini Hlabisa, the minister of co-operative governance and traditional affairs (CoGTA), has unveiled a plan to reduce dysfunction, shore up finances and restore public trust in the country’s 257 municipalities. At least 35 of these are now deemed dysfunctional, crippled by empty coffers and chronic failures in basic service delivery.
The reform is bold in scope. Dysfunctional municipalities may be disbanded. Leadership requirements will be professionalised, ending politically motivated appointments that have hollowed out administrative competence. A new framework of minimum skills for senior managers is being developed. A comprehensive review of the 1998 White Paper on Local Government, launched in May, will underpin both legislative reforms and the drafting of a new funding model. Several bills are in the pipeline: amendments to general
local-government law, stricter rules for unstable coalitions, and a legal framework for interventions in failing municipalities.
Professor Kedibone Phago, director of the School of Government Studies at North-West University (NWU), believes the scale of the intervention is overdue but warns against cosmetic fixes. “We need to ask ourselves how local government can respond more effectively to residents’ needs,” he says. “The main problem is that this process focuses on the political process as a means to fix systemic rot. Yet it is the political process that has brought us to a point where most municipalities are not only dysfunctional but have become highly toxic places to work and do business.”
He points to the chilling climate professionals face: “Most would rather seek employment elsewhere than work in local government. Sadly, it is not only municipalities in rural areas that are marred by grand corruption. Even in metropolitan areas we have witnessed killings of professionals investigating corruption - cases in Ekurhuleni and Johannesburg abound, with no end in sight.” Unless individuals with “material interests” are removed, he argues, reform will merely resurface old problems under new laws.
Phago stresses that dysfunction is not monolithic but bifurcated. Rural municipalities often lack economic activity, making them entirely dependent on transfers from the national fiscus. “Places lacking basic municipal services can neither create nor attract middle-class families who would pay for services,” he notes. Urban and metropolitan areas, by contrast, have stronger revenue bases but are plagued by procurement capture: “ The political elite and their cronies have hijacked supply-chain
management processes. Resources are diverted from serving residents to serving providers. This has become chronic and requires institutional capacity and leadership to fix.”
Most striking is Phago’s call for technocratic rigour. “Why don’t we use a scientific process to inform the shakeup, Minister?” he asks. He proposes that no municipality should exist without substantial economic activity proportional to its population. Moreover, councils that consistently underperform - as flagged by the Auditor-General or forensic investigations - should be stripped of their financial powers and placed under a centralised CoGTA agency until the end of their term. “It is such drastic reconfiguration steps,” he argues, “that would help reduce dysfunctionality within the local-government system and restore public trust.”
For now, CoGTA has named a handful of municipalities for immediate intervention: Ditsobotla in the North West, Kopanong and Mafube in the Free State, Emfuleni in Gauteng, Thabazimbi in Limpopo, and even the eThekwini metro. The ambition is commendable. But as Prof Phago cautions, only reforms anchored in professional standards, enforceable oversight and economic viability will succeed. Anything less risks replicating the hollow politics of the past three decades.
South Africa’s great municipal experiment may finally be under way. Its success will depend not on the fanfare of announcements, but on whether government dares to enforce the very discipline it preaches.
Director of the School of Government Studies, (NWU): Professor Kedibone Phago
Who We Are
Amadlelo Agri is a diverse majority black-owned agribusiness established in 2004 with the main objective of transforming dormant and under-utilised land into profitable and sustainable agribusinesses.
Our History
For more than two decades, the collaborative efforts of Amadlelo Agri have been at the forefront of transforming the agriculture industry and unlocking the land potential in communities in the Eastern Cape and KwaZulu-Natal. Amadlelo Agri has also pioneered other milestones which are indicative of the success that Amadlelo Agri has enjoyed in South Africa’s agricultural sector.
Our Strategy & Model OUR STRATEGY & MODEL
Vision
An inclusive prosperous future through sustainable and profitable agribusinesses.
Mission
Position Amadlelo Agri as a preferred empowered company that unlocks latent agricultural assets and expands existing capacity into profitable agribusinesses through mutually beneficial partnerships and long-term joint venture.
• Stewardship • Transparency and trust • Accountability • Consistency and focused execution
Collaborative Ventures Strengthening Agriculture and Communities
Amadlelo Agri’s impact extends beyond its flagship Dairy Trusts, with partnershipdriven projects that diversify agriculture and strengthen communities. From the Fort Hare Piggery Trust to the Ncera Macadamia Project, innovative ventures in vegetables, and the upgrade of the Ncora Dairy Scheme, Amadlelo works hand-inhand with government, universities, private partners, and local communities. These projects not only unlock land potential but also create jobs, transfer skills, and build sustainable agribusinesses that uplift thousands of beneficiaries.
FORT HARE PIGGERY TRUST
Alice, Eastern Cape
Partnership between Fort Hare, No2 Piggeries and Amadlelo Agri
Production 1,000
sow breeding unit
Focus
Fattening unit producing 400 - 500 baconers weekly
Impact
University of Fort Hare (UFH) and its workers will benefit
Growing cabbage, maize, beetroot, lucerne, potatoes, butternut, green peppers
Impact
400 participants 537 farmers
NCERA MACADAMIA PROJECT
12km from East London, Eastern Cape Partnership between Dept of Agriculture, Kula Development Facilitators, Ncera community, TGK Farming, Amadlelo Agri
Production 180ha on 300ha farm
Focus
Macadamia nuts production (first yield 2013)
Impact
10 000 community members benefit 300 people employed
UPGRADE OF THE NCORA DAIRY SCHEME
Ncora, Eastern Cape
Amadlelo Agri (appointed by Eastern Cape Rural and Development Agency)
Project Value
R10.2m
Irrigation
Expansion of irrigation included
Focus
Engagement of youth-owned companies | direct support, technical assistance, monitoring, evaluation
Impact
Upgrading of milking parlour, facilities, and scheme infrastructure
Amadleo Agri –Guided by Purpose, Driven by Impact
“Through partnerships and shared vision, Amadlelo Agri turns land into livelihoods and growth into lasting community wealth for sustainable generations.”
- Vukile Hlobongwana, Acting CEO and CFO of Amadlelo Agri
In the landscape of South African agriculture, Amadlelo Agri has become synonymous with renewal, resilience, and shared growth. What began as a bold idea to convert under-utilised land into productive ventures has evolved into a living model of how business and community can thrive together. Its farms and partnership projects are not only producing milk, pigs, macadamias, and vegetables - they are producing dignity, employment, and hope in rural areas too often left behind.
At the heart of this journey is the conviction that agriculture must serve more than markets; it must erve people. Amadlelo’s ventures demonstrate that when communities are equipped with the right tools, skills, and collaborative support, they can generate sustainable livelihoods that ripple through entire districts. Each initiative, whether a Dairy Trust or a diversified partnership, has been designed with the understandingthat prosperity is strongest when it is shared.
Guiding this vision forward is Acting CEO and CFO, Vukile Hlobongwana. His steady leadership brings together financial discipline, operational rigour, and a genuine commitment to transformation. With a background in finance and development, Vukile has ensured that Amadlelo’s work remains rooted in accountability while never losing sight of its human purpose.
His role has been pivotal in steering the company to not only achieve commercial success, but to remain true to its founding ethos of empowerment.
For the Eastern Cape, Amadlelo’s impact extends beyond its farms. It represents a practical expression of what revitalisation can mean for a province often defined by its untapped potential. The revival of dairy schemes, the establishment of diversified agribusinesses, and the deliberate focus on skills transfer all contribute to reshaping the region’s economic and social fabric. Communities that once faced declining prospects are now participants in a new story of opportunity and self-reliance.
As Amadlelo looks ahead, its work stands as proof that inclusive partnerships can unlock transformation on a scale that matters. Its model continues to show that agriculture, when practised with vision and integrity, can be both profitable and profoundly meaningful.
Amadlelo Agri is not only strengthening its operations - it is also deepening its contribution to the growth, renewal, and revitalisation of the Eastern Cape and its people.
Head Office: 23 Laurie St, Fort Beaufort, 5720 PO Box 987, Fort Beaufort, 5720
Tel : 040 653 0972
Email : growingafrica@amadlelo.co.za
Website: www.amadlelo.co.za
Vukile Hlobongwana: Acting CEO and CFO
FLOODING IN SOUTH AFRICA THE URGENT ROLE OF MUNICIPAL STORMWATER
MANAGEMENT
With the rainy season approaching in most of South Africa, communities across the country, and especially in flood-prone areas, face the threat of storms, overwhelmed infrastructure and floods.
The Western Cape has already experienced winter storms with torrential rains and high winds that caused devastating flooding. For municipalities, residents and businesses in other regions, their risks will soon increase as the summer rains start. Increasingly erratic weather patterns, rapid urbanisation and ageing infrastructure mean that the challenge of managing urban flooding has never been greater or more urgent, according to the Institute for Municipal Engineering of Southern Africa (IMESA). Key to addressing this challenge is stormwater management, better planning and putting an end
to the abuse of stormwater systems, IMESA states.
Municipalities must prepare now - fixing what they can, educating communities and designing systems that can withstand the storms to come.
Stormwater systems under immense strain
Much of South Africa’s municipal stormwater infrastructure was designed for an era of lower
population densities and less intense weather events. Today, many of these systems, which typically comprise closed piped networks, kerb inlets, grid inlets and other structures, are under immense strain. The primary function of these systems is to convey runoff safely during rains. However, in many cities and towns, they no longer function as intended. This is not only due to capacity constraints or ageing infrastructure but increasingly due to human interference, which IMESA refers to as "stormwater system abuse".
System
abuse
is a concerning cause of flooding
One of the most concerning trends is the intentional removal of manhole
covers to gain access to underground stormwater pipes, IMESA reports. “Once open, these systems are used to dispose of inappropriate materials ranging from builder’s rubble and household waste to clothing, tyres and even large rocks. These items cannot enter the system through normal kerb or grid inlets, so their presence is almost always due to deliberate misuse. The impact is severe. Blockages in the system prevent water from flowing freely, leading to localised flooding when it rains. Since many municipalities lack the resources for routine preventative maintenance, these blockages often remain undetected until it’s too late. They are only discovered when water rises and roads, homes and businesses are flooded.”
Recent floods serve as a wakeup call
IMESA asserts that the floods that swept through parts of the Western Cape earlier this year offered a stark reminder of the consequences of inadequate stormwater planning and maintenance. “In many areas, culverts overflowed, roads collapsed and informal settlements bore the brunt of the damage. But the Western Cape is not alone. Cities like Johannesburg, Durban and Tshwane have all experienced recurring flood events in recent years, some with tragic outcomes. As weather patterns become more unpredictable and rainfall intensity increases, these events are likely to become more frequent and severe,” the institute advises. “This puts added pressure on municipal engineers and planners to anticipate and mitigate the impacts of flooding, even as they contend with limited budgets, outdated data and aging infrastructure.”
Landmark document is a critical tool for South Africa
To help municipalities respond to the challenges, IMESA and the Water Research Commission (WRC) released the Best Practice Guideline for Design Flood Estimation in Municipal Areas. This landmark document is proving to be a vital tool in bridging the gap between academic expertise and onthe-ground implementation. Prior to its publication in 2023, there were no standardised design standards for urban flood estimation and risk assessment in South Africa.
Developed by a consortium of experts from South African universities and municipal practitioners, the guideline provides a comprehensive framework for flood estimation in urban catchments. It equips engineers with the tools and knowledge needed to assess stormwater infrastructure, estimate design floods and plan accordingly.
The key features of the guideline include multiple flood estimation methods;
real-world data sources; an emphasis on catchment-based planning; and guidance on uncertainty and calibration. IMESA notes that the document is not just a technical manual, it is a call to action for municipalities to build institutional capacity, create reliable data systems and work across departments to develop longterm flood resilience.
Planning Beyond the 100-year flood line
Traditionally, flood planning in South Africa has focused on the 100-year flood line, which is widely used in development control. A flood line is a graphical representation of where the edge of the flood waters will reach for a given return period flood (e.g. a 1 in 100 year flood).
The flow is determined by rainfall and the characteristics of the catchment (i.e. the slope and extent of hardening within the catchment). IMESA explains that the term “1 in 100 year flood” is misleading because it leads people to believe that it happens only once every 100 years. “The truth is that an uncommonly big flood can happen any year. The term “100-year flood” is really a statistical designation, and there is a 1-in-100 chance that a flood this size will happen during any year. Another way of referencing a 1 in 100 year flood is that there is a 1% chance of this flood flow being exceeded in any given year. A 1 in 50 year flood will have a 2% chance of being exceeded in any one year.”
But planning for the 100-year flood is no longer enough, IMESA stresses. As the guideline points out, municipalities must also plan for smaller, more frequent events (such as 1-, 2-, 5-, 10-year events), as well as rare but catastrophic events (like the 1 000-year flood that is now considered in parts of the United Kingdom). “Planning for these varied scenarios requires municipalities to invest in better data, maintain accurate stormwater asset registers and, critically, to design systems that not only convey water but also manage it sustainably. This aligns with global shifts towards Water Sensitive >
Urban Design (WSUD) and Sustainable Drainage Systems (SuDS), which prioritise detention, retention and the environmental integration of stormwater infrastructure.”
To manage flood risk more effectively
The institute says that to manage flood risk more effectively, municipalities should prioritise stormwater maintenance budgets, enabling regular inspections and preventative cleaning.
“It is highly recommended that they use the IMESA-WRC Best Practice Guideline as a standard framework across all new developments and upgrades. Investing in local data collection, including rainfall, flood events and asset conditions is vital, along with inter-departmental collaboration, especially between planning and engineering teams. Educating the public about the d angers of system abuse and illegal dumping is crucial.
“Municipal infrastructure is a shared asset and communities can play a role in protecting it. When residents dump waste into stormwater systems -
whether intentionally or unknowingly - they put their own homes and neighbours at risk,” warns IMESA. “Simple actions, like reporting missing manhole covers or illegal dumping, can go a long way in preventing localised flooding. Municipalities can support this by ensuring that reporting channels are open, accessible and responsive.”
Design for a more resilient future
Flooding is not a new problem in South Africa, but it is a growing one.
The IMESA-WRC Best Practice Guideline offers municipalities the tools to design for a more resilient future. But these tools must be used alongside a cultural shift that sees stormwater not as waste to be discarded, but as a critical part of our urban ecosystems, IMESA emphasises.
“As the summer rains approach, the time for preparation is now. We must fix what we can, educate where we needto and build the kind of systems and communities that can withstand the storms to come,” the institute concludes.
ABOUT IMESA
Since 1961, The Institute of Municipal Engineering of Southern Africa (IMESA) has been committed to the pursuit of excellence in all facets of infrastructure, pushing boundaries and driving innovation. Our unwavering dedication extends to the professionals who form the backbone of this industry.
IMESA creates a platform for the exchange of ideas and viewpoints on all aspects of municipal engineering with the aim of expanding the knowledge and best practices in all local government municipalities. This is made up of a community of pioneers, professionals and enthusiasts united by a singular purpose: to reshape the landscape of infrastructure engineering.
For media enquiries, please contact: Ingrid Botton Head Office Manager / Institute Secretary Institute of Municipal Engineering of Southern Africa (IMESA)
In South Africa and communities worldwide, the need for robust road infrastructure is more critical than ever. At Komatsu, we acknowledge these challenges: we are actively working to overcome them.
As a leading manufacturer and supplier of capital equipment for the construction and mining industry we are committed to providing more than just machinery. We are dedicated to creating a sustainable future where people, businesses and our planet thrive together.
Through manufacturing and technology innovation, we harness the power of our collective expertise to address South Africa’s road infrastructure needs and beyond.
SUSTAINABLE IMPACT
THROUGH STRATEGIC COMMUNITY INVESTMENT
Impala Platinum Holdings Limited (Implats) is a leading producer of platinum group metals (PGMs), with operations spanning South Africa, Zimbabwe and Canada. Contributing approximately 20% to the annual global primary production of these future-facing metals, Implats plays a pivotal role in powering a more sustainable and innovative world.
At the heart of our business is a deep commitment to responsible and sustainable development. We strive to leave a lasting, positive legacy in the communities where we operate - delivering impactful development projects that foster shared progress and meaningful partnerships, both during and beyond the life of our mining operations.
Strategic community investment
Our approach to social investment is collaborative and inclusive. We work closely with local municipalities, traditional authorities, government departments and community leaders to design and implement highimpact projects that address real needs and unlock long-term value.
During the financial year ending 30 June 2025, Implats invested R274 million in community-focused initiatives - excluding our industry-leading employee housing programmes. These investments targeted key areas such as community wellbeing, education and skills development, enterprise and supplier development (ESD), inclusive procurement and developing resilient infrastructure.
Together, these initiatives benefited over 61 000 people and supported approximately 3 700 employment opportunities.
Highlights of our impact include:
• More than 9 100 individuals benefited from community wellbeing initiatives, including support for 350 farmers, four agricultural programmes, and five genderbased violence (GBV) initiatives
• Our education and skills development offerings reached more than 4 500 learners, awarded more than 680 bursaries and learnerships and supported 75 mine-community schools.
• Additionally, school sports programmes sponsored by Implats engaged over 7 000 participants
• Our ESD and procurement efforts supported over 400 small, medium, and micro enterprises (SMMEs), trained more than 1 600 minecommunity entrepreneurs and sustained over 2 600 jobs
• Seventeen community infrastructure projects were completed, positively impacting more than 21 000 people and creating 1 100 employment opportunities.
Responsive support to mine-host communities
In June, our subsidiary company Impala Rustenburg, situated in the North West, was honoured to officially hand over several transformative Social and Labour Plan (SLP) and “beyond compliance” projects, marking a significant milestone in the Group’s ongoing commitment to community development. The projects included new ablution
facilities at Seraleng Primary School, a new community centre for Bobuanja, building the Maithufi Road in Phokeng, constructing the Tsitsing water pipeline and upgrading Retlakgona Primary School. The handover event, attended by national, regional and local government dignitaries, traditional authorities and other key stakeholders, celebrated the completion of key infrastructure that will benefit thousands of residents across our mine communities.
At our Marula operation in Limpopo, Implats partnered with the Red Cross to support hostcommunity families displaced by severe flooding in December. This timely intervention underscores our dedication to being a responsive and compassionate corporate citizen.
Implats has also strengthened its collaboration with the National Prosecuting Authority, the South African Police Service and the Minerals Council South Africa to address gender-based violence. Our contributions to Thuthuzela Care Centres (TCCs) - government-established one-stop facilities - help reduce secondary victimisation and support the prosecution of sexual violence cases.
Our social investment initiatives reflect a shared vision of dignity and progress. At Implats, we believe in the potential of the communities we serve and remain committed to building genuine partnerships that drive sustainable development and lasting impact.
Creating a better future through the way we do business
Caring for and supporting our environment
Developing and caring for our host communities
Providing meaningful employment and developing skills
Growing mine community SMMEs
MENTORS, MINDS AND MUNICIPALITIES A NEW ERA OF SERVICE DELIVERY
Written by: Thea Ngele , Milpark Business School
In South Africa, service delivery is an ongoing discussion filled with issues of potholes, power cuts, and general public frustration, however, the solution is not only found in budgets and blueprints, but in books, brains and bold partnerships. The true unsung hero of municipal transformation starts with higher education.
Educational institutions are not merely places of collecting degrees, diplomas and certificates, they are hubs of innovation, creativity, leadership and a sense of community. When these institutions have the chance to team up with municipalities, magic can happen.
Let’s briefly talk about talent: There are many graduates in South Africa with different skills within various qualifications, but here is the twist:
if municipalities and academics don’t collaborate, we risk producing graduates who are brilliant in theory, but disconnected from the gritty realities of service delivery. Imagine a curriculum shaped by real municipal challenges - now that’s education with teeth!
Academic institutions have a great wealth of data, ideas and fresh perspectives, so there is no need to reinvent the wheel, it is just a matter of tapping into the available resources, for example, information/ research on creating infrastructure that can improve waste management, or innovative solutions to expand access to technology in rural areas.
Mentorship is another crucial element. More than just guidance, mentorship is the heartbeat of professional growth. It is not only about teaching technical skills but about sharing unwritten rules, guiding with integrity, and helping young professionals build the resilience needed to thrive in real-world challenges. Bridging
the gap between theory and practice is important for service delivery. Imagine placing a young graduate in a municipality to gain experiencethe gap can be bridged!
When universities and municipalities co-create ideas, theory meets realityproducing solutions that are practical, inclusive, and transformative for service delivery.
Mentorship has the potential to foster accountability and pride within the public service, and if supported and guided correctly, young graduates can learn, contribute and stay for a long period of time. It’s a long-term investment with exponential returns.
But here’s the real magic: partnership. When municipalities and academic institutions work together, innovation flows. Joint forums, advisory boards, and shared initiatives create a culture of mutual respect and learning. It’s not about ivory towers dictating policy, it’s about co-creating solutions that are grounded, inclusive, and future-ready.
So, what’s the takeaway? Service delivery isn’t just a government issue, it’s a societal one. And higher education has a starring role to play. By embracing collaboration, investing in skills, leveraging research, and championing mentorship, we can turn frustration into innovation, and complaints into community-driven change.
Let’s stop seeing academic institutions as distant institutions and start seeing them as dynamic partners in development. Because when academia meets action, and mentorship fuels the journey, service delivery gets a serious upgrade.
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Fleets that operate in dusty settings or other adverse conditions will benefit from regular condition monitoring to ensure that engine components are operating at maximum efficiency.
FLEET OPERATORS CUT MAINTENANCE COSTS WITH WEARCHECK
Transport operators are under constant pressure to keep vehicles on the road while reducing operating expenses. One of the most effective ways to achieve this balance is through proactive condition monitoring – and this is where WearCheck, a specialist in predictive maintenance, has become a trusted partner.
WearCheck helps engines, machinery, and other components run at peak efficiency while keeping maintenance costs under control. The company’s comprehensive monitoring programmes serve many industries, including transport, power generation, mining and others.
Managing Director Neil Robinson notes that commercial transport operators face continuous cost pressures.
‘We recommend regular monitoring of key fluids – such as oil, fuel, and coolants – to ensure that vehicle components are functioning as they should. This helps avoid unscheduled breakdowns by identifying and remedying potential issues before they escalate.’
WearCheck’s core service is the scientific analysis of used oils, fuels, and coolants. By testing samples for microscopic wear particles, the company can pinpoint which components are under stress or deteriorating abnormally. A team of skilled diagnosticians interprets the results and advises on corrective measures where necessary.
Robinson explains, ‘We detect potential failures before they occur, which prevents catastrophic damage, increases machine availability, and extends component life – all of which have a direct impact on profitability.’
WearCheck managing director, Neil Robinson, understands the need for fleet owners to maximise operational efficiency and reduce maintenance costs.
WearCheck’s transport-sector clients range from bus and truck fleets to logistics operators, as well as vehicles serving agriculture, mining, and quarrying. Beyond transport, WearCheck also serves power generation, renewable energy, aviation, maritime, and heavy industry, amongst others. This wide reach has established the company as a leader in predictive maintenance across multiple sectors.
While fluid analysis is its cornerstone, WearCheck offers several complementary services that strengthen asset reliability. These include:
• Asset Reliability Care (ARC): tailored programmes to extend equipment life include vibration analysis, thermography, online remote monitoring diagnostics, alignment, balancing and many more.
• Advanced Field Services (AFS): nondestructive testing, rope condition monitoring, and technical compliance.
• Water Analysis: scientific testing of water to determine the presence and concentration
• Transformer Analysis: chemistry services to ensure reliable utility and energy operations.
• Lubrication-Enabled Reliability (LER): WearCheck’s Lubrigard division offers customised solutions for optimising lubrication systems, making them cost effective and efficient.
Together, these tools create a proactive maintenance ecosystem designed to keep fleets and machinery running smoothly.
WearCheck’s reputation has been built over decades, with many clients remaining loyal for generations of fleet operations. Its Africa-wide network of laboratories provides clients with world-class diagnostics and accessible, reliable service hubs.
For transport operators, the message is clear: regular condition monitoring not only prevents breakdowns, but also delivers significant savings on maintenance costs. In an industry where uptime is everything, WearCheck ensures that vehicles spend more time on the road and less time in the workshop.
Behind every smooth ride is smart maintenance
In the passenger transport sector, reliability is everything. With tight schedules, safety expectations, and public trust on the line, there’s no room for unexpected downtime. That’s why proactive maintenance is essential.
WearCheck’s advanced oil, fuel and coolant analysis helps bus fleet operators detect hidden issues before they lead to costly failures. By identifying contamination, wear or mechanical stress early, you can reduce breakdowns, optimise maintenance cycles, and extend vehicle lifespan.
A WearCheck laboratory technician processes used oil samples in one of the company’s world-class laboratories.
STATEOF THECITY ADDRESS 2025 EKURHULENI SOCA 25
Executive Mayor: Alderman Nkosindiphile Xhakaza
When Executive Mayor Alderman Nkosindiphile Xhakaza delivered the 2025 State of the City Address (SoCA) in September 2025, he offered a candid assessment of Ekurhuleni’s governance, finances, and service delivery. Speaking in front of councillors, management, stakeholders, and residents, the Mayor charted the City’s progress from a period of instability and financial strain to one of recovery and renewal.
With the metro having faced a R2.1 billion energy revenue shortfall, deteriorating infrastructure, and challenges in sustaining service delivery, the address underscored a clear message: Ekurhuleni is turning the corner. Through political stability, improved financial management, and targeted investment in essential services, the City is positioning itself as a reliable, responsive metro that places residents at the centre of its agenda.
Sound financial management is the bedrock of sustainable service delivery, and every rand collected in Ekurhuleni is being maximised to fund the essential services our communities depend on.
Political Stability: A Foundation for Service Delivery
At the heart of the Mayor’s address was the theme of political stability. For years, uncertainty in Ekurhuleni had stemmed from divisions in leadership and the constant risk of mayors being removed prematurely. The 2025 ANC Regional Conference shifted this dynamic when Alderman Xhakaza was entrusted not only as Executive Mayor but also as Regional Chairperson.
This dual leadership role has effectively ended the risk of competing centres of power that had threatened continuity. As the Mayor explained, “this new found stability is the bedrock upon which we can now build with confidence.” Stability has restored certainty to administration, reassured investors, and given officials the security needed to plan and deliver programmes without political disruption.
The alignment between political and administrative leadership has enabled the City to pursue its vision under the guiding theme: “A Responsive City Working with
Agility to Restore Service Delivery to the People.” This theme, he stressed, is not only a slogan but a measurable commitment to improving lives on the ground.
Tackling the Energy Revenue Shortfall
Perhaps the most daunting challenge inherited by the administration was a historic R2.1 billion energy revenue shortfall. Years of billing inaccuracies, inadequate meter management, and poor systems integration had weakened the City’s finances and eroded trust among residents. Rather than avoiding the issue, the City adopted a three-pronged turnaround strategy:
1. Integrity of billing systems - Automated meter reading accuracy has climbed from 84% to an unprecedented 97%. This step alone has restored credibility to the billing process, ensuring that residents are charged fairly and accurately for services consumed.
2. Accountability - Officials responsible for the failures were subjected to consequence management, with the suspension of the Chief Information Officer and ongoing disciplinary processes. This signalled a shift towards a culture of responsibility.
3. Recovery - Almost R1.4 billion has been billed, with R365 million already collected. The balance is in various stages of dispute resolution and billing, and a citywide campaign is under way to collect the remaining R1 billion owed.
The Council has further approved a Performance Improvement Action Plan for the Energy Department, introduced a new Service Delivery Agreement, and engaged National Treasury to reform financial models. The Mayor underlined that this is not merely about recovering funds but also about rebuilding trust and ensuring such mismanagement never occurs again. >
Building Financial Sustainability
The turnaround in energy revenues is part of a broader push to restore financial sustainability. The Mayor reported a remarkable improvement in the City’s liquidity and fiscal discipline:
• Cash on hand: Doubled from 11 days to 21 days.
• Bank balances: Grew from R615 million to more than R1.2 billion.
• Investments: Rose from R245 million to R672 million in a single year.
The City’s credit rating has been upgraded, a milestone that reflects growing market confidence. Investors and financial institutions have taken note, signalling renewed confidence in the City’s management and governance.
A tender process is now underway for a revenue enhancement contract to introduce innovation and ensure the City is better equipped to sustain its long-term financial health. As the Mayor put it, “sound financial management is the bedrock of sustainable service delivery”
Accelerating Service Delivery Across Communities
• Energy and Lighting Residents have already seen improvements in service delivery. In the energy sector, targets were exceeded:
• 37 new High Mast Lights installed, compared to a target of 30.
• 214 new streetlights installed, above the target of 200.
• 3 287 new household electricity connections completed in communities such as Clayville and Chief Albert Luthuli.
We are building a city that is resilient, responsive, and reliable - one that confronts past challenges with honesty while accelerating service delivery for the people of Ekurhuleni.
These interventions have improved safety and brought dignity to households long awaiting electrification.
• Roads and Transport
The Bus Rapid Transit (BRT) system is now 90% complete, promising a vital connection from Tembisa to Rhodesfield, Isando, and OR Tambo International Airport. This is a major step towards modernising transport and reducing travel times for commuters.
• In addition, over 20 km of roads
• in Kempton Park’s CBD have been rehabilitated, alongside 3.9 km of Pretoria Road in Benoni and the entire stretch of Nala Street in Duduza. The City also maintained more than 7 800 stormwater systems, reducing the risk of flooding in vulnerable neighbourhoods.
• Safety
The Ekurhuleni Metropolitan Police Department (EMPD) has stepped up its operations, conducting 133 hotspot interventions - well above the target of 100. Thirty new police vehicles have been procured to improve visibility and response times, while key infrastructure such as the Katlehong Fire Station and Edleen Police Precinct are nearing completion.
• Water and Sanitation
Ekurhuleni is investing in water security for the future. Six new reservoirs and eight pump stations are under construction. Sewer line upgrades are being rolled out to protect the environment and sustain growth. Importantly, the City is addressing the 113 000 unmetered stands by rolling out a programme to ensure every household is properly accounted for in the water system.
• Waste Management
Waste collection services are being maintained for more than 752 000 formal households, while an additional 209 000 households in informal settlements now benefit from consistent refuse removal. The “Clean Your Kasi” campaign has created jobs for 345 general assistants who are improving cleanliness and civic pride in communities.
• Parks, Cemeteries, and Community Services
The City has resumed grass cutting, rehabilitated wetlands such as Homestead Dam and Boksburg Lake, and maintained a 100% success rate in providing timely burial services - a matter of dignity and respect for residents.
• Human Settlements
Ekurhuleni delivered 167 new housing units and serviced 455 stands during the year. These projects go beyond providing roofs over heads - they form the foundation of stronger, more cohesive communities.
Repairs and Maintenance: Fixing the Basics
A core focus of the administration is ensuring that existing infrastructure is properly maintained. The City has increased its repairs and maintenance budget by R400 million, bringing the total to R3.1 billion.
Allocations include:
• Energy: R1.3 billion for streetlight repairs and cable replacement.
• Roads: R814 million for pothole patching and road rehabilitation.
• Water and Sanitation: R449 million for leak repairs and sewer unblocking.
167 NEW HOUSES, 455 SERVICED STANDS UNIFIED LEADERSHIP ENSURES STABILITY CASH RESERVES DOUBLED TO R1.2BN 97% BILLING ACCURACY ACHIEVED
R365M COLLECTED FROM REVENUE SHORTFALL
R3.1BN REPAIRS & MAINTENANCE BUDGET
The City has also introduced a Sanitation Services Sustainability Model that combines hiring and acquiring chemical toilets to improve services in informal settlements and reduce long-term costs.
This renewed emphasis on maintenance is about restoring everyday dignity, with visible improvements in streetlights, potholes, leaks, and sanitation across the metro.
Moves Towards a Resilient and Reliable Metro…
Mayor Xhakaza concluded his address with a clear vision: Ekurhuleni is
8 PUMP
confronting its past challenges with honesty, strengthening its finances with prudence, and accelerating service delivery with renewed energy.
“The state of governance in Ekurhuleni is stable, and our progress is undeniable. We are building a city that is resilient, responsive, and reliable,” he told residents. Through unified leadership, responsible financial management, and targeted delivery, the City is embarking on a Road to Renewal.
While challenges remain, the administration is moving forward with agility and determination to restore service delivery, uplift communities, and reinforce Ekurhuleni’s position as one of South Africa’s key metros.
KNYSNA MUNICIPALITY PUBLIC-PRIVATE PARTNERSHIP POWERING GAP HOUSING DELIVERY
In an environment where public sector budgets are increasingly constrained, municipalities are compelled to explore innovative and sustainable approaches to service delivery, particularly in the housing sector. Knysna Municipality has responded decisively by adopting a forwardthinking Public-Private Partnership (PPP) model that aims to accelerate housing delivery, optimise resource utilisation, and promote long-term community sustainability.
This initiative underscores a paradigm shift from traditional procurement methods, embracing a collaborative framework that harnesses private sector investment and expertise to address critical housing needs.
A Strategic Approach to Inclusive Housing
The development on Erf 3339 exemplifies this strategic shift. Through a formal Service Level Agreement (SLA), the municipality appointed KRMS Consulting as the Transaction Advisor, tasked with overseeing the realisation of this innovative project. The development will feature a diverse mix of housing types, including freehold stands targeted at middle-income earners, as well as townhouses and flats designed for lower-income households.
What makes this project particularly notable is its entirely private funding model. Unlike conventional governmentfunded housing projects, this
development leverages private sector capital, thereby reducing the financial burden on municipal resources while ensuring rapid and high-quality delivery.
“This project is about restoring dignity and offering real opportunities to those who often fall through the cracks,” said Neil Louw, Member of the Mayoral Committee (MMC) for Integrated Human Settlements. “Our lower- to middle-income residents, including teachers, nurses, municipal staff, and young professionals, deserve the chance to own homes in well-located communities. This development is designed with them in mind.”
Addressing GAP Housing
The initiative directly responds to the persistent demand for GAP Housing - residential options for individuals earning between R3 501 and R22 000, who qualify for government subsidies but find themselves unable to secure traditional mortgage finance. By harnessing private sector funding and expertise, the municipality aims to bridge this gap, providing affordable, well-located housing solutions that foster community stability and economic participation.
Exec.Mayor: Cllr Thando Matika
Importantly, this approach aligns with the provisions of the Municipal Finance Management Act (MFMA), 2003 (Act 56 of 2003), ensuring financial accountability and regulatory compliance throughout all phases of development.
The Advantages of a PPP Model in Housing Delivery
Traditional procurement processes often struggle with delays, cost overruns, and inefficient delivery, hampering the realisation of housing projects. The PPP model adopted by Knysna Municipality seeks to mitigate these issues by transferring key risks - such as project costs, delivery timelines, and operational responsibilities, to private developers. This strategic risk transfer ensures that the project progresses more swiftly, remains within budget, and adheres to the highest quality standards.
This approach ensures that housing delivery is both faster and more costeffective, with the added benefit of quality assurance. The development is structured over a two-year construction period, followed by a five-year operational management phase, which guarantees ongoing maintenance, functionality, and community value.
Role of KRMS Consulting and Community Engagement in ensuring excellence from start to finish
KRMS Consulting will play a pivotal role in ensuring the project's success, leveraging its expertise to manage costs, quality, scope, and timelines effectively. Their responsibilities extend to risk mitigation, stakeholder engagement, and ensuring compliance with procurement regulations. Their strategic oversight ensures transparency, regulatory compliance, and efficient coordination among contractors, financiers, and community representatives.
An important facet of the project is its focus on employment creation through the Expanded Public Works Programme (EPWP), aligning economic development with social upliftment. Community involvement and communication are integral to fostering local support and ensuring that residents are kept informed and engaged throughout the development process.
Current Status and Next Steps
Following a thorough feasibility assessment, the project has progressed into its Best and Final Offer (BAFO) stage. A Request for Quotation (RFQ) will soon be issued to select preferred bidders who will formalise the PPP agreement. The private developer will assume responsibility for all development activities, including marketing, sales, bank approvals, FLISP subsidy applications, bond registrations, and property transfers, ensuring streamlined processes and accountability.
Financial transactions will be managed via a secure Escrow Account, with disbursements only made upon independent verification of project milestones - ensuring transparency and accountability.
A Vision for Sustainable Communities
This development represents more than an infrastructure project, it embodies an investment in people, community resilience, and economic vitality. By providing quality, affordable homes for middle-income families, the initiative aims to facilitate asset ownership, wealth creation, and intergenerational stability.
“Our goal is to bridge the gap in housing by offering real, practical solutions,” Louw emphasised. “Middle-class families are the backbone of our economy, and they deserve to live in decent, affordable homes close to their workplaces and schools. This PPP project helps make that a reality.”
Moreover, the project will stimulate the local economy through the inclusion of local contractors and suppliers, fostering job creation and supporting small and medium enterprises. It exemplifies how innovative partnerships can deliver impactful, sustainable outcomessetting a precedent for future municipal housing initiatives.
Looking Forward…
Drawing on successful models such as the Gautrain PPP, the Erf 3339 development aims to set a new standard in local governmentled housing projects - combining transparency, efficiency, and community benefit. As the project advances, the municipality’s Housing Directorate remains committed to close collaboration with all stakeholders, ensuring that the development not only provides homes but also contributes to the creation of resilient, vibrant communities. “This project is about more than bricks and mortar, it’s about building lives, fostering pride, and creating a legacy of inclusive growth for generations to come” concluded Louw.
CLEAN-UP AND RECYCLE MONTH BUILDING CLEANER, GREENER COMMUNITIES
Each September, South Africa marks Clean-up and Recycle Month, a nationwide campaign that highlights the importance of responsible waste management, recycling, and community participation in creating cleaner, healthier environments. In 2025, the theme carries renewed urgency as municipalities, civil society, and industry partners intensify efforts to combat pollution, reduce landfill pressure, and foster a culture of sustainability.
A National Effort with Local Impact
Municipalities remain at the forefront of this drive, coordinating clean-up activities in neighbourhoods, schools, parks, and waterways. These initiatives not only remove litter but also raise awareness of the link between waste management, public health, and environmental resilience.
Local government has a critical role in enabling effective recycling systems, from establishing separation-at-source programmes to ensuring reliable collection and supporting waste pickers and cooperatives. By embedding
recycling in municipal planning, cities and towns can divert significant volumes of waste away from landfills, extending their lifespan and cutting greenhouse gas emissions.
“By turning waste into opportunity, municipalities are not only cleaning our cities but also creating jobs, supporting small enterprises, and building greener communities.”
Partnerships that Work
A key success factor in Clean-up and Recycle Month has been collaboration. Municipalities are working alongside private companies, producer responsibility organisations, and community groups to extend the reach of recycling initiatives. Public-private partnerships are helping to strengthen infrastructure for plastics, glass, paper, and electronic waste, while education campaigns ensure that households understand how to participate.
The circular economy presents a vital opportunity: waste is no longer just a burden but a resource that can create jobs, support small enterprises, and stimulate innovation. Many
municipalities are already showcasing best practice by piloting projects where recyclable materials are processed locally, creating employment and supplying inputs back into the economy.
Empowering Citizens
Central to the campaign is citizen action. Whether through joining a community clean-up, reducing single-use plastics, or recycling at home, small daily actions add up to meaningful change. Municipal leaders are urging residents to take ownership of their environment, recognising that clean, safe spaces enhance quality of life and attract investment.
Looking Ahead…
Clean-up and Recycle Month 2025 is not only a reminder of the challenges posed by waste but also an opportunity to showcase solutions that are already working. By scaling up recycling programmes, strengthening community involvement, and promoting innovation, municipalities can ensure that environmental sustainability becomes embedded in service delivery and local development.
Together, government, business, and communities can transform waste into opportunity - creating cleaner cities, healthier citizens, and a greener South Africa.
By investing in excavators and a Bell Articulated Tractor, Ngquza Hill Municipality is strengthening its ability to maintain vital infrastructure and reduce reliance on contractors.
NGQUZA HILL MUNICIPALITY
TURNS TO BELL TO BOOST ITS FLEET
The Ngquza Hill Local Municipality in the Eastern Cape has invested in its yellow machine fleet, adding two excavators and a Bell Articulated Tractor over an eighteen-month period. This follows a decision by the municipality’s council that the maintenance of roads and other infrastructure should take place in-house and, as far as possible, without the use of contractors.
The municipality lies in one of the most picturesque parts of the Eastern Cape where deep valleys separate towering hills with traditional homesteads dotting the countryside. The municipality serves both Flagstaff and Lusikisiki, the latter which lies further south. There are 32 voter
wards across the two towns in which some 333 000 people live, according to the most recent census.
The Ngquza Hill Local Municipality’s Technical Manager, Asanda Hlehliso, is a qualified civil engineer with postgraduate qualifications, and in an ideal position to explain the municipality’s many duties. “We as the technical department oversee the maintenance and repair of much of the infrastructure in both Flagstaff and Lusikisiki, which includes public spaces, parks, sports fields, cemeteries, solid waste dump sites and a massive 981km of gravel roads. The gravel road network is vitally important as it grants our citizens access to their homes, schools and places of business,
relaxation and worship,” she says. “When the council decided that we were to do the maintenance ourselves, we realised that we’d need to add to our yellow equipment fleet to do this effectively.”
Asanda, in her capacity as department head, put together a technical committee consisting of herself and colleagues Pathuo Nqezo, the Senior Roads Foreman, and Gugu Ndwabu, the Roads Foreman, to do a needs analysis of what equipment was most urgently needed. They decided they most needed an excavator.
Fortunately, the Ngquza Hill Local Municipality could leverage an RT57 agreement with Bell Equipment and, through the supplier’s Public Sector
Sales Representative, Fundile Ntsinde, they gained valuable insight into what excavator model would work well for them.
“Working with our supply chain division, we put forward criteria such as price, availability, technical backup and previous experience –all conditions which Bell Equipment met easily. Although we initially thought to buy a 20-ton excavator, Fundile recommended that we rather consider a 30-ton machine that could handle heavier work given the vast number of roads we have to maintain as well as water and drainage infrastructure that was under pressure with the recent heavy rainfall.”
Their choice ultimately fell on a JCB JS305 Excavator which was delivered on 26 October 2023, and they are not disappointed. “We’re happy that we trusted Fundile’s advice as we’re extremely satisfied with the JCB JS305 Excavator’s performance,” said Asanda.
Standardising the fleet with Bell Equipment supports smoother servicing, quicker access to spares, and greater reliability for Ngquza
Hill’s infrastructure projects.
She mentions that another consideration in their forward planning was to obtain as much yellow machine equipment as is possible from one supplier to smooth the way forward for the mechanic position that was recently filled. “We believe that we’ll reduce potential downtime on machine servicing and repair if we must only deal with one supplier and it should make the keeping of essential consumable spares and service kits easier. In this case we’d be well satisfied if that supplier could be Bell Equipment in keeping with the older Bell 770G Grader and Bell 315SL Backhoe Loader that we already have. We’re also confident that with Bell Equipment having a well-stocked depot in nearby Mthatha, our machines’ maintenance will be prioritised.”
Roads Foreman, Gugu Ndwabu adds: “Our operator took to the JCB JS305 Excavator easily and reports that the controls are smooth and responsive. We’ve been excavating road-fill material that it loads into tipper trucks and despite this relatively heavy and constant work, the machine’s miserly fuel burn has surprised us as we’re averaging around 19,6 litres an hour.”
The municipality followed up with a Kobelco SK220XD-10 Excavator at the end of May 2024 and a Bell 2304E Articulated Tractor in February 2025. The Kobelco Excavator was delivered to the Lusikisiki landfill site for refuse removal, waste disposal, and excavating of the site while
the Bell Articulated Tractor is used in the Flagstaff area for crushing and compacting soil on gravels roads.
“These are challenging yet exciting times for us in the Technical Department and we’re certainly setting out to not disappoint our principals and the citizens of our towns in terms of our commitment to service delivery,” Asanda concludes.
Ngquza Hill Local Municipality Roads Foreman, Gugu Ndwabu (left), with Bell Equipment Sales Representative, Fundile Ntsinde.
CLEAN-UP & RECYCLE SA WEEK 2025 MAKE A DIFFERENCE WHERE YOU WORK, LIVE AND PLAY
South Africans are once again being called to action this spring as Clean-Up & Recycle SA Week 2025 takes place from 15-20 September 2025.
Organised annually by Plastics SA, the umbrella body representing the entire plastics industry and supported by packaging industry, this inspiring initiative encourages all citizens to take pride in their environment by actively participating in clean-up and recycling activities - making a difference where they work, live, and play.
September has become synonymous with “spring cleaning” the environment, and this year promises to be no exception. Throughout the month, various clean-ups will take place across the country, uniting communities, schools, businesses, and individuals in the shared goal of protecting our environment.
According to Douw Steyn, Sustainability Director at Plastics SA, the week highlights the importance of responsible plastic and packaging use - ensuring that plastic and packaging products are reused and recycled after use, and not allowed to pollute our rivers, beaches, or landscapes.
“Clean-Up & Recycle SA Week is more than just picking up litter; it’s about fostering a culture of accountability and respect for our environment,” says Steyn. “Plastics and packaging are valuable materials that should be recycled and kept in the circular economy. By working together to clean and recycle, we are preserving our natural resources and ensuring a healthier planet for generations to come.”
Highlights of the week include:
• National River Clean-Up DayWednesday, 17 September 2025
• National Recycling Day South Africa - Friday, 19 September 2025
• International Coastal Clean-Up Day/ World Clean-Up Day - Saturday, 20 September 2025
Plastics SA and our partners will once again sponsor thousands of bright yellow branded bags, which will be distributed to coordinators and volunteers around the country. These bags will help collect and sort the litter gathered during the clean-ups.
While Plastics SA is spearheading the initiative, various material streams (including paper, glass and metals) will also be involved, showcasing how collaboration between industries and citizens is key to tackling pollution.
“We invite everyone to join uswhether it’s at your local beach, riverbank, park, or neighbourhood. Each bag of litter collected, each bottle or bag recycled, is a step towards a cleaner and more sustainable South Africa,” Steyn adds.
Schools, businesses, and communities are encouraged to organise their own clean-up events, register them online (www.cleanupandrecycle.co.za), and share their successes on social media to inspire others.
For more information on how to get involved in Clean-Up & Recycle SA Week 2025, visit www.cleanupandrecycle.co.za or www.plasticsinfo.co.za.
Together, we can make a real difference - one clean-up at a time!
Cutting Beach clean-up with Deputy Minister Narend Singh
Spring time is clean-up time.
This is the ideal time to turn our attention and efforts to cleaning up our environment. Every piece of litter that is carelessly discarded, makes its way via waterways, rivers and streams, to our oceans! As the weather warms up, head outdoors and make a difference wherever you are! At work, school or play, your smallest actions make the difference and create awareness!
HOW AI AND CLOUD TECHNOLOGY ARE TRANSFORMING GOVERNMENT SERVICE DELIVERY
LeratoMathabatha , PublicSector Director at Microsoft
In an era where digital transformation defines the relationship between governments and their citizens, South Africa finds itself at a crucial crossroads. Citizens today expect government services that match their consumer experiences - tailored,
convenient, and secure.
From the palm of their hand, South Africans can order groceries, transfer money instantly across countries, and receive personalised healthcare advice through intuitive interfaces that anticipate their needs and protect their privacy.
Yet when turning to government for essential services like renewing a license, accessing social benefits, or registering a business, they're often met with fragmented systems, lengthy queues, and outdated processes.
This stark contrast has created an expectation gap that no government can afford to ignore. Today's citizens demand experiences that are as seamless as their airtime purchase, as personalised as their streaming service, and as secure as their most trusted digital platforms.
Digital transformation is the key to rebuilding trust, improving service delivery, and creating a more inclusive future for all South Africans.
Turning digital transformation challenges into innovation opportunities
This complex transformation landscape presents challenges and unique opportunities.
While skills development needs exist, particularly in cybersecurity and AI fluency capabilities, targeted initiatives are already building local capacity alongside efforts to foster inclusive economic growth and strengthen citizen trust. Early successes demonstrate that seamless, citizencentric experiences are not just possible - they're already becoming reality across various government touchpoints.
Real-world impact is further evident in partnerships like the one with the Gauteng Provincial Government, which created a unified digital platform integrating services from 14 departments. Citizens can now ask questions, log issues, and apply for services through web browsers or mobile applications - transforming fragmented experiences into cohesive journeys.
Fortifying security and governance in the digital age
According to the 2024 Cybersecurity Workforce Report by Boston Consulting Group and the Global Cybersecurity Forum, Africa faces a particularly acute cybersecurity challenge, with fewer than 300,000 cybersecurity professionals tasked with protecting one of the world's fastest-growing digital ecosystems.
Government services are essential, meaning prolonged disruptions can significantly impact safety and health. This reality demands innovative security approaches powered by artificial intelligence (AI). Our Digital Defence Report 2023 found that 53% of cyberattacks focused on government and critical infrastructure, while the public sector remains one of the
sectors with the least integration of GenAI for cybersecurity operations.
The complex field of cybersecurity requires continuous innovation, skilled personnel, automation, and scalability. By leveraging AI technology to upskill or reskill teams and modernising cybersecurity processes, public sector organisations can ensure they're equipped to protect their digital ecosystem from rising cyberattacks. Having established security frameworks necessary for digital transformation, the next step lies in harnessing cloud computing, data analytics, and AI to reimagine citizen service delivery from the ground up.
From licensing to water management, AI and cloud are redefining how government serves its people, building services that are faster, smarter, and more responsive.
A good example here is the City of Cape Town which replaced its legacy, on-premise virtual desktop infrastructure with a cloud-based solution to enhance contractor access and strengthen security. Similarly, eThekwini Municipality has adopted technologies to improve urban safety and water management. Through the Cocity app, citizens can report crimes anonymously, enhancing confidence in law enforcement. Meanwhile, cloud and AI tools streamline water data analysis, enabling faster leak detection, efficient repairs, and better resource management across the city.
Empowering the government workforce
The skills gap challenge requires systematic intervention. Our comprehensive skills development initiatives recognise that people are the critical ingredient in successful digital transformation, with heavy investment in learning interventions focused on data engineering, AI, machine learning, cybersecurity, and cloud computing.
The National School of Government is using Microsoft’s AI Fluency curriculum to train thousands of public servants via the National Electronic Media Institute of South Africa’s online platform over the next few years. This practical learning includes modules on responsible AI use, digital policy design, and applying tools like Microsoft Copilot in service delivery and productivity. The approach is wide-reaching and inclusive, building digital and AI confidence at every level of government with overwhelmingly positive feedback.
Further complementary initiatives are advancing South Africa’s digital transformation by nurturing technical talent and inclusive growth. The Gauteng Centre of Excellence trained 3,000 developers with support from 300 mentors, empowering underserved communities. Meanwhile, our Emerging Partner Programme enables black-owned ICT SMMEs to become Microsoft Solutions Partners, building local capability, diversifying the tech supply chain, and strengthening the ecosystem supporting government transformation.
Realising the vision
The question facing government leaders across South Africa is not whether to modernise, but rather how quickly they can transform citizen touchpoints into the intelligent, responsive, and trustworthy experiences that democracy in the digital age requires.
Systematic skills development and inclusive economic initiatives ensure all South Africans can participate in the digital economy. As government agencies continue their digital transformation journeys, the partnership between public sector vision and private sector capability creates key opportunities to overcome historical challenges while building toward a more efficient, transparent, and inclusive future. Our partnership with government demonstrates that realising this vision is not only possible but already underway.
ZUTARI SHINES
... AT 2025 CESA AON ENGINEERING EXCELLENCE AWARDS
enable infrastructure to drive meaningful social and economic development.
Zutari, a leading buildings and infrastructure engineering and advisory firm, has been recognised for its innovation, resilience, and technical excellence at the 2025 CESA Aon Engineering Excellence Awards, securing one category win and two commendations at the industry’s premier annual event, held on 21 August at Vodacom World in Midrand.
Now in its 53rd year, the CESA Aon Awards remain the pinnacle of recognition in South Africa’s consulting engineering sector. The awards celebrate not only technical achievement but also the partnerships and collaboration that
Zutari’s award-winning projects highlight both the complexity of the challenges faced and the enduring impact of the solutions delivered. The company’s flagship achievement was the N1 Sinkhole Repair Project for SANRAL, which won in the category for projects valued between R50 million and R250 million.
In January 2022, a massive sinkhole opened up near Pretoria, threatening one of South Africa’s busiest transport corridors, with 85 000 vehicles passing daily. Zutari led a rapid and multidisciplinary response to stabilise the dolomitic ground conditions, deploying advanced digital tools such as drone photogrammetry, 3D modelling, and detailed geotechnical logging. The project balanced technical
excellence with public convenience, restoring the route with minimal disruption while significantly improving its long-term resilience.
Zutari also received a commendation in the mega projects category (valued above R1 billion) for its role in delivering the Tshwane Automotive Special Economic Zone Phase 1 and 1a for the Coega Development Corporation. Appointed on the eve of the national COVID-19 lockdown in March 2020, Zutari provided civil and structural engineering services for Africa’s first Automotive City.
Despite extraordinary challenges, the project was completed in time to support Ford’s global launch of its new Ranger vehicle. Beyond its engineering achievement, the project became a catalyst for socio-economic
Teddy Daka: Group CEO
development, with 106 SMMEs supported, over 1 100 local jobs created, and nearly 1 000 people benefiting from training and development, making a lasting contribution to the Mamelodi community.
A further commendation was awarded to Zutari in the projects valued between R250 million and R1 billion category for the N2 Slope Stabilisation Project in KwaZulu-Natal. Following the devastating floods of April 2022, three major slope failures severely compromised a key section of the N2 national route.
Zutari mobilised rapidly under SANRAL’s Emergency Works programme, developing resilient solutions to stabilise the road embankments, safeguard downslope communities and restore the strategic corridor. The works also included upgrades to local access routes, reconnecting communities and ensuring that children could travel safely to school even during heavy rainfall.
Commenting on the company’s success, Zutari Group CEO Teddy Daka says: “These awards are benchmarks
of engineering excellence and resilience. They celebrate not only the technical mastery of our teams but also the real impact that engineering has in protecting lives, reconnecting communities, and driving socio-economic development. At Zutari, we are proud to be recognised among the best in our industry, and these accolades affirm our purpose of cocreating enduring impact across Africa.”
Zutari was also recently ranked among the world’s top 100 firms in the Engineering News-Record (ENR) Top 225 International Design Firms 2025, further underscoring its reputation as a global leader in engineering and infrastructure advisory services. As a strategic sponsor of the 2025 FIDIC Global Infrastructure Conference at the Cape Town International Convention Centre from 21 to 23 September, Zutari is set to showcase its expertise on a global stage - reaffirming its commitment to shaping sustainable infrastructure solutions for South Africa, Africa, and the world.
About Zutari:
Zutari, a leading buildings and infrastructure engineering and advisory firm with a proud legacy of over 90 years across Africa and the Middle East. We partner with clients throughout the infrastructure lifecycle, delivering innovative, digitally enabled solutions across sectors like: Buildings, Water, Mining, Energy, Transport and Sustainability. Co-creating locally relevant, globally eminent solutions, we prioritise impact, purpose, and people. At Zutari, we don’t just design infrastructure, we create possibilities, unlock futures, and shape living legacies that uplift communities and redefine what’s possible for generations to come.
Contact Details:
Cambridge Mokanyane, Chief Marketing
Officer
Email: Cambridge.Mokanyane@zutari.com
Tel: (012) 427 2000
Web: https://www.zutari.com
MOVING FROM CAPACITY TO RESULTS: A NEW ERA OF COLLABORATIVE MUNICIPAL SUPPORT
Reflections from the Anglo American Municipal Capability and Partnership Programme and peer learning event.
By Elsona van Huyssteen, Sizo Sebake and Somila Rozani, Vickesh Bholai (CSIR)
In regions where economic pressures, service delivery demands and institutional limitations converge, collaboration becomes more than a strategyit becomes a lifeline. This spirit shaped the recent peer learning event of the Anglo American-funded Municipal Capability and Partnership Programme (MCPP), where eight municipalities gathered to reflect on their shared journey toward sustainable development.
Hosted at the CSIR Knowledge Commons in Pretoria and co-led by Anglo American and the CSIR, the event enabled the gathering of all eight participating MCPP municipalities in one space. It served not just as a reflective milestone but as a moment to showcase what the programme has achieved beyond capacity-building.
“The opportunity to learn from peers facing similar challenges was invaluable,” shared a municipal official. “It helped us refine our strategies and build confidence in our approach.”
Since its inception, the MCPP has focused on enabling municipalities in mining-linked regions to move from constrained service delivery to functional systems that can support growth. This includes strengthening water service delivery, infrastructure sustainability, spatial and economic development planning, and the coordination of public and private investment. See the accompanying
summary for a snapshot of the results that MCPP municipalities have achieved.
Crucially, MCPP is not about training or compliance checklists. It is a flexible, context-specific programme built on collaboration, problem-solving and shared accountability. Its success lies in pairing technical expertise with responsive coaching, peer learning
Fishbowl exercise discussing challenges and improvement achieved through participation in the programme
and integrated teaming support, facilitating not just capability but visible results on the ground.
Municipal teams shared how they moved from limited or fragmented service responses to addressing organisational culture challenges, constraints in the value chains and aligning planning, budgeting, maintenance and operations. They also shared how meaningful development planning processes, evidence, as well as technical and facilitation support, enabled them to overcome regulatory and reporting paralysis, as well as bridge divides between political and technical arms, industry partners and community priorities. Officials reflected on the value of enabling joint planning and participatory processes and improving performance in infrastructure, land management and intergovernmental alignment.
“Strong municipalities are essential to the long-term sustainability of mining operations,” said Musa Jack, Anglo
American’s Programme Manager. “This programme helps build the foundations for inclusive and resilient regional development.”
The programme commenced in 2020 through collaboration with the Department of Co-operative Governance and contribution by funders such as Kumba Iron Ore, DeBeers and former Anglo American Platinum (now Valterra Platinum) in collaboration with various partners such as Provincial Departments of Co-operative Government, Human Settlement and Traditional Affairs (CoGHSTAs), South African Local Government Association (SALGA), the Minerals Council (MC), CSIR, University of Pretoria, KAGISO Trust, National Business Institute (NBI), Infrastructure South Africa and others.
On the last day, collaborators were invited to join, and the peer learning event concluded with a gallery walk and open dialogue, enabling municipal officials to showcase and share the results achieved. It also featured
a panel reflection on the GamagaraTsantsabane Mine-Municipal Compact, an example of how joint frameworks and regional collaboration can shift the post-mining trajectory.
Throughout, the contribution and leadership of municipal teams were celebrated, not for building capacity under ideal conditions, but for the real progress achieved in complex environments. Their stories highlight what can be achieved when support goes beyond skills training to unlock functionality, enabling collaboration and focusing on shared outcomes.
“In this time of reviewing the White Paper on Local Government, the MCPP offers a beacon of hope,” reflected CSIR programme lead Dr Elsona van Huyssteen. “It shows what becomes possible when we not only focus on technical and professional capacity, but actively strengthen institutional purpose, team functionality, developmental leadership and enable collaboration to shift from fragmented delivery to collective impact.” >
Gamagara Local Municipality Water Team
1. Improved basic services and infrastructure management
• Water quality (Blue Drop): All five participating municipalities improved scores.
• Water security (No Drop): Two municipalities recorded scores for the first time.
• Revenue reporting: Water balance reporting institutionalised in three municipalities.
• Asset management: All eight municipalities adopted improved practices; three met funding prerequisites for Treasury support.
• Municipal Infrastructure Grant (MIG): Participating municipality improved project delivery from 70% (with poor completion) to 87% (full completion).
2. Strengthened spatial and development planning
• Economic diversification: Seven of eight municipalities progressed long-term strategies from a baseline of 0).
• Spatial Development Frameworks (SDFs): Five incorporated mining and settlement realities; four aligned directly to infrastructure and water planning.
• Planning influence: Updated plans informed four Social and Labour Plans (SLPs) and guided socioeconomic development in the mine (seven of eight municipalities).
3. Deepened collaboration and post-mining resilience
• Multi-stakeholder minemunicipal collaboration:
Compacts initiated and expanded in Gamagara and Tsantsabane, engaging mines, municipalities, provincial and national departments and key private sector players.
• Joint planning and investment alignment: In Mogalakwena, collaboration between mines, municipality, traditional leaders and over 500 stakeholders produced a shared long-term SDF and Local SDF; led to reactivation of the Local Economic Development (LED) Forum, alignmen of land and infrastructure priorities and stronger inter-stakeholder trust.
• Fetakgomo Tubatse Local Municipality: Over 800 participants engaged in the Food Security Programme; City Development Strategy and IDPs now reflect regional priorities.
MCPP Team and Municipal Officials from Blouberg, Fetakgomo Tubatse, Gamagara, Mogalakwena, Moses Kotane, Musina, Thabazimbi and Tsantsabane local municipalities on day 2
Highlights from MCPP results
• Thabazimbi and Moses Kotane: Long-term LED strategies developed with private sector and traditional authority collaboration.
4. Functional teaming and
individual growth
• Participants reached: 235 active individuals across 33 teams.
• In-service coaching: Shift in technical knowledge, work attitude, and teamwork observed.
• Narrative feedback from 58 individuals (2024 results):
- 59% reported organisationallevel change;
• - 87% reflected positive experience with 13% concerned about the future of institutions; - 55% credited improvements to inter-unit collaboration; and - 85% saw lasting value beyond the programme timeframe.
5. Practice and policy contribution
• Knowledge contribution: Inputs shared at National Local Economic Development Forum, Limpopo COGHSTA, South African Planning Institute (SAPI) 2024. Inter-municipal Asset Management, Capital Expenditure Framework training with Urban Management Academy, and research collaboration with UP.
• Asset handover guidelines: Shared and refined with 15+ mining houses and multiple municipalities (Limpopo and Northern Cape) in collaboration with the MC and SALGA.
Framework for Investment Impact in Mining Regions, developed and tested to address SLP and Integrated Development Plan alignment challenges.
• Technology and evidence tools:
• In collaboration with the CSIR, scenario modelling, growth profiling and climate risk adaptation were applied in mining towns.
For more information on the programme please contact:
Ms Musa Jack, Anglo American Programme Manager at: musa.jack@angloamerican.com or Dr Elsona van Huyssteen, CSIR Programme Lead at: EvHuyssteen@csir.co.za
Gamagara Municipal Officials presenting to stakeholders during the exhibition walk
Tsatsabane process controller and Moses Kotane water technician engaging on water initiatives in their respective municipalities during the exhibition walk
Shaping the future
The National Fund for Municipal Workers is a leading retirement fund, with more than 60 000 members and over R35-billion in assets under management. In shaping the Fund’s focus for the next financial year, it has adopted the strategy EMPOWER. EVOLVE. EXCEL! Dr Leslie Ndawana, principal executive officer of NFMW, explains what this theme means for the Fund and its members.
Dr Ndawana, why was it important for NFMW to adopt a new theme for the financial year ahead?
A theme provides focus, direction and a shared sense of purpose. For us, EMPOWER. EVOLVE. EXCEL! is more than a slogan - it captures our aspirations and responsibilities as a Fund. It reflects our unwavering commitment to continuous improvement and innovation while staying true to our vision: making a meaningful difference by positively impacting the lives of our members, their families and the communities we serve, today and tomorrow.
Let’s unpack the first part of your theme. What does EMPOWER mean for NFMW?
Empowerment is about unlocking potential through engagement, knowledge and inclusion. We want every employee, member and stakeholder to feel equipped and valued. Engagement is key here - when people are noticed, heard and actively involved, they are motivated to contribute their best.
We are creating an environment where everyone understands their role in the bigger picture and has access to the resources they need to grow. An engaged and empowered individual doesn’t wait for change, they help create it.
The second part of the theme is EVOLVE. How is NFMW evolving?
Change is constant, and so is our commitment to grow with it. For us, EVOLVE means adapting with purpose - refining our systems, embracing innovation and remaining agile to meet emerging needs. It’s not only about technological advancements, but also about evolving our mindset, strategies and service delivery to better serve our members.
And finally, EXCEL. How does NFMW define excellence?
Excellence is our standard. It’s about consistently delivering value, driving growth and making a lasting impact. We aim not only to meet expectations but to exceed them, setting benchmarks for high performance and holding ourselves accountable to the highest ethical standards. When we EXCEL, we honour our purpose and build a legacy of meaningful impact.
2025 marks a pivotal moment with the conclusion of the 2021-2025 strategic cycle and the launch of the Fund’s renewed fiveyear roadmap. Could you share some insights into NFMW’s strategic direction for 2025-2030?
Absolutely. The Board undertook a thorough review of the outcomes from the 2021-2025
Dr Leslie Ndawana,
Principal Executive Officer of NFMW
cycle, reaffirming our core strengths and identifying key opportunities to lead transformation within the municipal pension fund sector. This process clarified our strategic intent and set clear priorities for the next 12, 36 and 60 months.
Our renewed strategy is framed around three overarching pillars:
• Empowering members and communities. We focus on promoting ember wellbeing, financial resilience and retirement readiness through inclusive benefit structures and support services.
• Driving strategic growth and evolution. This pillar emphasises advancing our digital transformation, expanding scalable operations and adapting to regulatory and socio-economic shifts.
• Demonstrating operational excellence and good governance. We are committed to sustaining superior performance, embedding accountability and ensuring ethical, transparent fund management.
Moving forward, NFMW aims to deepen its role not just as a pension provider but as a trusted partner, innovator and agent of inclusive and sustainable development.
How will this strategy complement the theme EMPOWER. EVOLVE. EXCEL?
The strategy and theme are fully aligned. EMPOWER links directly to empowering members and communities; EVOLVE reflects our commitment to strategic growth and adapting to change and EXCEL embodies our pursuit of operational excellence and governance. Together, they provide a unified foundation for purposeful future-focused work over the next five years.
What can members and stakeholders expect from NFMW in the year ahead?
Members can expect a continued focus on engagement, innovative services and ethical stewardship of their retirement savings.
We will push boundaries to deliver measurable value and meaningful engagement, adapt responsively to their needs and collaborate broadly to ensure a lasting and positive impact well beyond retirement.
Do you have any closing remarks?
Thank you for the opportunity to share NFMW’s vision. We look forward to walking this journey with our members and partners, empowering, evolving and excelling together.
UMGUNGUNDLOVU DISTRICT MUNICIPALITY Rolls out drone technology
WELCOME TO THE CITY OF MATLOSANA CITY OF PEOPLE ON THE MOVE
EMFULENI LOCAL MUNICIPALITY #PhakhamaVaal Campaign to Clean Up Emfuleni
The City of Matlosana Municipality is situated approximately 164 km South West of Johannesburg, strategically located on the N12 Treasure Route, which is the North West Province’s primary tourism corridor.
The scenic N12 starts from Mpumalanga and is the gateway to the Western Cape Province. The route takes you from eMalahleni, to the vibrant Gauteng Province and the Sterkfontein Cradle of Humankind World Heritage Site, and continues to Potchefstroom, Klerksdorp, Kimberley, Beaufort West, up until George.
It is the Transformation of the N12 Treasure Route that has unlocked regional opportunities and resulted in massive activity and mobility along the Matlosana portion of the corridor. It has a multi-dimensional character that has created employment, enhanced commuter movement, enhanced investment opportunities, increased economic activity, etc.
health, quality of life, and local economic activity. His presence at the event signals a strong provincial backing for local efforts to resolve fundamental municipal service delivery challenges.
Clean Commitments
Executive Mayor Sipho Radebe, speaking during the campaign rollout, reflected the MEC’s sentiments and underscored the Emfuleni Local Municipality’s commitment to sustained and effective change.
WHY VISIT THE CITY OF MATLOSANA?
Emfuleni Local Municipality has taken a bold step in addressing persistent waste management challenges and service delivery issues. On 2 June 2025, the Executive Mayor launched the #PhakhamaVaal campaign in Sebokeng, with a renewed commitment to restoring cleanliness and dignity to the municipality's public spaces.
Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities. The City has a wealth of attractions for visitors:
• Adventure tourism
• Wildlife tourism
• Medical tourism
• Wellness tourism
The campaign commenced with visible action along Lebohang Mahata Road, Waterdal Road, and the Golden Highway. Led by Emfuleni’s Executive Mayor Sipho Radebe and supported by the Gauteng MEC for Cooperative Governance and Traditional Affairs (CoGTA), Mr Jacob Mamabolo, the initiative has been welcomed as a much needed intervention in
a region grappling with mounting waste and illegal dumping.
A Community Call to Action
Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities.
MATLOSANA AS A MEDICAL HUB
Addressing community members and municipal workers at the launch, MEC Jacob Mamabolo emphasised the broader social and economic importance of a clean living environment.
“Our citizens have the right to live in a clean and healthy space. This campaign goes beyond just picking up trash, it aims to bring back respect and foster a sense of ownership, partnership, and responsibility within our neighbourhoods,” he remarked.
“We recognise our residents’ frustration, and we are devoted to working hard to ensure the cleanliness of our town. This campaign is an important step forward,” he said.
To us health care is of paramount importance as a healthy city is productive and constitutes prosperity. We boast well-developed medical facilities, which enhances and promotes the competitive advantage of Matlosana as a major Medical Hub in the North West Province. Services include: general and private medical fascilities, casualty/trauma and dental services. Most clinics focus on primary health care services.
MEC Mamabolo reiterated that a clean environment is linked to public
The city prides itself on having five private hospitals, two government hospitals, including the largest state hospital in the North West Province and 15 clinics including mobile clinics. It also boasts the only fully contained oncology unit in the North West Province, which offers a comprehensive service at four pathological laboratories and has the latest MRI scanner at the radiology unit.
Mayor Radebe further noted that while the initiative starts with cleaning up waste, its long term goal is to rebuild public confidence in municipal services. “This is just the beginning. We want to show our residents that we are serious about service delivery and dedicated to reversing the decline in our communities,” he added.
PRIME LAND FOR DEVELOPMENT
“We recognise our residents’ frustration, and we are devoted to working hard to ensure the cleanliness of our town. This campaign is an important step forward.”
- Exec. Mayor: Cllr Sipho Radebe
N12 Development Route was identified by the municipality as a flagship project for golden opportunities in the following sectors: housing, business, industrial, heritage, mining, tourism, sport as well as recreation.
an example, implement effective systems, and work hand-in-hand with our communities. Cleanliness should become a way of life,” he said during the launch.
Focused Clean-Up and Waste Removal
Since the campaign launch, dedicated municipal teams have actively focused on key interventions across Emfuleni.
Their efforts have included:
• Intensive waste collection
• Clearing of illegal dumping sites
• Street sweeping
infrastructure changes the lives of NATIONAL FRESH PRODUCE MARKET
Leading by Example
Municipal Manager Mr April Ntuli, also took an active role on the ground, joining cleaning teams along the targeted streets. His visible leadership, alongside various municipal officials, set a positive tone for the campaign. Staff were equipped with personal protective equipment, indicating the municipality's
commitment to the health and safety of its workforce.
Ntuli highlighted the importance of not only removing waste but also maintaining a system that discourages future dumping. He stated that the campaign includes both immediate action and long term strategies. “We are not only here to clean, but to set
• Regular removal of domestic and public waste
The Market is the property of the City of Matlosana and was established in 1980 and it is ranked 8th out of 17 Fresh Markets in the country according to turnover.
With five Market agents, the market supplies customers as far as Botswana, Kimberly and Vryburg.
The municipality continues to coordinate efforts to expand the campaign across other parts of Emfuleni, ensuring maximum coverage and sustained impact. Residents are also encouraged to remain engaged by reporting illegal dumping and participating in local clean-up initiatives, reinforcing a shared responsibility for a cleaner community.
CONTACT DETAILS
A Clean Start for Emfuleni
Address: Cnr Braamfisher & OR Tambo Streets, Klerksdorp
Tel: 018 487 8000/ 018 487 8800
Email: communications@ klerksdorp.org
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Cityofmatlosanamunicipal
The launch of #PhakhamaVaal represents more than just a clean-up drive, it is an appeal for shared responsibility. With visible leadership, strong provincial support, and community involvement, Emfuleni is positioned to advance with impact toward restoring its environment.growth and meaningful transformation.
MUNICIPAL NEWS
OVERSTRAND MUNICIPALITY
Building Communities, Creating Futures
WELCOME TO THE CITY OF MATLOSANA CITY OF PEOPLE ON THE MOVE
The City of Matlosana Municipality is situated approximately 164 km South West of Johannesburg, strategically located on the N12 Treasure Route, which is the North West Province’s primary tourism corridor.
The scenic N12 starts from Mpumalanga and is the gateway to the Western Cape Province. The route takes you from eMalahleni, to the vibrant Gauteng Province and the Sterkfontein Cradle of Humankind World Heritage Site, and continues to Potchefstroom, Klerksdorp, Kimberley, Beaufort West, up until George.
It is the Transformation of the N12 Treasure Route that has unlocked regional opportunities and resulted in massive activity and mobility along the Matlosana portion of the corridor. It has a multi-dimensional character that has created employment, enhanced commuter movement, enhanced investment opportunities, increased economic activity, etc.
WHY VISIT THE CITY OF MATLOSANA?
under the diligent oversight of the project’s implementing agent, MCape. The total expenditure on building these homes exceeded R58 million, with the broader civil infrastructure investment surpassing R77.6 million. These figures not only reflect financial commitment but also the collective investment of time, expertise, and community spirit.
Celebrating Community Milestones
In a resounding testament to the power of effective municipal service delivery, the Masakhane Integrated Residential Development Programme (IRDP) has reached its moment of triumph. The culmination of years of dedicated effort and collaborative endeavour has come to fruition in Gansbaai, where the final 135 registered title deeds have been officially handed over to new homeowners. This milestone marks the delivery of a total of 295 homes to the community, symbolising not just shelter but a profound step towards stability, dignity, and community pride.
Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities.
In Masakhane, each title deed handed over is more than a legal document; it’s where the promise of a better future takes root - and the foundation for dignity, stability, and hope.
MATLOSANA AS A MEDICAL HUB
On Thursday, 24 July 2025, the Western Cape Minister of Infrastructure, Tertuis Simmers, together with Overstrand’s Executive Mayor, Archie Klaas, formally handed over the title deeds to the last group of beneficiaries. In their presence, the final beneficiaries received their title deeds, marking a profound shift from promise to permanence. The event was more than a ceremonial gesture; it was a celebration of community resilience, hope, and progress.
Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities. The City has a wealth of attractions for visitors:
• Adventure tourism
• Wildlife tourism
A Journey of Development and Delivery
• Medical tourism
• Wellness tourism
Construction of the final phase of the Masakhane housing project
commenced in April 2023, culminating in March 2024. This phase followed the successful completion of the first, which saw 150 homes handed over in March 2023. The entire development process has been a meticulous and strategic effort, involving multiple phases of planning, infrastructure development, and construction.
The building work was undertaken by the contractor Power/Lucon Construction Joint Venture, operating
To us health care is of paramount importance as a healthy city is productive and constitutes prosperity. We boast well-developed medical facilities, which enhances and promotes the competitive advantage of Matlosana as a major Medical Hub in the North West Province. Services include: general and private medical fascilities, casualty/trauma and dental services. Most clinics focus on primary health care services.
The city prides itself on having five private hospitals, two government hospitals, including the largest state hospital in the North West Province and 15 clinics including mobile clinics. It also boasts the only fully contained oncology unit in the North West Province, which offers a comprehensive service at four pathological laboratories and has the latest MRI scanner at the radiology unit.
PRIME LAND FOR DEVELOPMENT
During the handover, Minister Simmers expressed his views on the significance of homeownership, that it extends beyond mere shelter to become a vessel for dignity, security and opportunity. “Owning a home is about more than just having a roof over your head. It brings dignity, security, and opportunity,” he stated. His words underscored the core philosophy driving the project, that a residence is the foundation upon which individuals and families can build better futures.
N12 Development Route was identified by the municipality as a flagship project for golden opportunities in the following sectors: housing, business, industrial, heritage, mining, tourism, sport as well as recreation.
The Minister further emphasised the importance of responsible ownership, urging residents to use their new homes for their intended purposeresidential living, not as venues for illicit activities. In his heartfelt message,
Exec. Mayor: Cllr Archie Klaas
AGRICULTURE
he cautioned, “That’s where trouble starts in a community. A tuck shop should not take the place of a family home,” he remarked. “Selling your house and returning to a backyard dweller’s life is not progress. People must understand the value of what they’ve received and make informed choices. This is how we continue building communities that thrive.”
Agriculture is one of the mainstays of Matlosana, which proudly boasts a region rich with agricultural potential. The emphasis is focused on field crops, such as maize, wheat, sorghum, sunflowers, etc... (climatically suitable with a 70% probability of production success).
INFRASTRUCTURE DEVELOPMENT
Recognising Collective Effort
Mayor Klaas, known for his appreciation of the often-unseen efforts that underpin such projects, acknowledged the extensive teamwork involved.
Aside from attracting investment, the N12 Treasure Route connects communities to the economic hub of Matlosana City. The improved road infrastructure changes the lives of the City’s citizens making it easier to access employment opportunities and other services.
SHOPPING EXPERIENCE
“Housing delivery doesn’t happen overnight - it takes time and cooperation,” he said. “My sincere thanks go to all our implementing partners, ward councillors, municipal staff in the Housing Department and Project Management Unit, as well as community structures who worked tirelessly to ensure this project’s success."
Shoppers can also be spoiled for choice between Matlosana Mall, City Mall, Flamwood Walk Shopping Mall, Tower Mall and other leading shopping centres in Matlosana.
He highlighted that the journey of the Masakhane project has spanned over a decade, reflecting the complexities and perseverance required to realise such an initiative.
From Planning to Reality
The roots of the Masakhane development stretch back to 2012, when pre-planning funding was submitted to the Department of Human Settlements and subsequently approved in July 2013. The project gained further momentum with the approval of town planning (LUPO) in March 2018, paving the way for infrastructure development.
sunflowers, etc...
supplies customers as far as Botswana, Kimberly and Vryburg.
WELCOME TO THE CITY OF MATLOSANA
CITY OF PEOPLE ON THE MOVE
The City of Matlosana Municipality is situated approximately 164 km South West of Johannesburg, strategically located on the N12 Treasure Route, which is the North West Province’s primary tourism corridor.
Civil infrastructure funding was secured in November 2018, with installation commencing in February 2019. However, the project faced initial setbacks due to informal settlers occupying 42 sites. This challenge delayed progress, as only 254 erven could be completed by December 2019. Relocation of the informal residents was necessary to unlock the full potential of the development, once completed, the remaining infrastructure was finalised by June 2021. The civil works alone amounted to R19 562 440.
The scenic N12 starts from Mpumalanga and is the gateway to the Western Cape Province. The route takes you from eMalahleni, to the vibrant Gauteng Province and the Sterkfontein Cradle of Humankind World Heritage Site, and continues to Potchefstroom, Klerksdorp, Kimberley, Beaufort West, up until George.
Following the successful relocation and infrastructure completion, the construction of the residential unitsreferred to as the “top structures” began in earnest in mid-2022. This phase has now been fully realised, with all homes completed and ready for occupation.
Personal Stories of Hope
It is the Transformation of the N12 Treasure Route that has unlocked regional opportunities and resulted in massive activity and mobility along the Matlosana portion of the corridor. It has a multi-dimensional character that has created employment, enhanced commuter movement, enhanced investment opportunities, increased economic activity, etc.
A Future Built on Pride and Responsibility
investment
bricks and mortar but in people's futures.
Perhaps no words express the importance of this milestone better than those of 77-year-old Nyanisile Yalezo. As he received his title deed, his voice choked with emotion.
The Masakhane project exemplifies a broader vision for community development, one rooted in the belief that a home is more than just a physical structure. It is an anchor for social stability, a platform for economic opportunity, and a symbol of community pride.
Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities.
WHY VISIT THE CITY OF MATLOSANA?
“I’ve lived in backyard rooms most of my ife,” he shared. “To finally have a home I can call my own, with a toilet inside, it’s a blessing.” His tears reflected the deep sense of fulfilment and hopethat the project had instilled in him.
Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities. The City has a wealth of attractions for visitors:
• Adventure tourism
• Wildlife tourism
• Medical tourism
• Wellness tourism
Yalezo’s story is emblematic of the broader impact that secure homeownership can have on individuals and families - transforming lives, restoring dignity, and fostering a sense of belonging.
MATLOSANA AS A MEDICAL HUB
The success of this initiative underscores the importance of longterm planning, collaborative effort, and community engagement. It also serves as a reminder that governmentled development programmes, when executed effectively, can unlock the potential of communities and lay the foundation for sustainable growth.
As the last of the title deeds were handed over in Gansbaai, the message was clear - homeownership is a vital step toward individual empowerment and community resilience. It is an
To us health care is of paramount importance as a healthy city is productive and constitutes prosperity. We boast well-developed medical facilities, which enhances and promotes the competitive advantage of Matlosana as a major Medical Hub in the North West Province. Services include: general and private medical fascilities, casualty/trauma and dental services. Most clinics focus on primary health care services.
The journey of Masakhane has demonstrated that with dedication, coordination, and a shared sense of purpose, communities can overcome challenges and achieve lasting progress. The hope now is that each new homeowner will cherish their residence, use it responsibly, and become active participants in nurturing a community built on pride, purpose, and shared prosperity.
The city prides itself on having five private hospitals, two government hospitals, including the largest state hospital in the North West Province and 15 clinics including mobile clinics. It also boasts the only fully contained oncology unit in the North West Province, which offers a comprehensive service at four pathological laboratories and has the latest MRI scanner at the radiology unit.
PRIME LAND FOR DEVELOPMENT
As citizens take ownership of their homes and their futures, they lay the groundwork for a stronger, more vibrant society - one where every individual can find dignity, security, and opportunity within the comfort of their own home.
In the words of Minister Simmers, “This is how we continue building communities that thrive!”
N12 Development Route was identified by the municipality as a flagship project for golden opportunities in the following sectors: housing, business, industrial, heritage, mining, tourism, sport as well as recreation.
not only in
UMNGENI LOCAL MUNICIPALITY Homes that restore hope and bring dignity
WELCOME TO THE CITY OF MATLOSANA CITY OF PEOPLE ON THE MOVE
The City of Matlosana Municipality is situated approximately 164 km South West of Johannesburg, strategically located on the N12 Treasure Route, which is the North West Province’s primary tourism corridor.
The scenic N12 starts from Mpumalanga and is the gateway to the Western Cape Province. The route takes you from eMalahleni, to the vibrant Gauteng Province and the Sterkfontein Cradle of Humankind World Heritage Site, and continues to Potchefstroom, Klerksdorp, Kimberley, Beaufort West, up until George.
His Worship, the Mayor of uMngeni Local Municipality, Chris Pappas, recently handed over building materials to vulnerable families across the municipality. Now in its second year, this programme has become a lifeline for residents facing urgent housing needs. By providing essential materials, the Municipality is helping to reduce the housing backlog while restoring dignity and hope to its most disadvantaged communities.
From Relief to Long-Term Solutions
It is the Transformation of the N12 Treasure Route that has unlocked regional opportunities and resulted in massive activity and mobility along the Matlosana portion of the corridor. It has a multi-dimensional character that has created employment, enhanced commuter movement, enhanced investment opportunities, increased economic activity, etc.
WHY VISIT THE CITY OF MATLOSANA?
The initiative was first introduced as a relief effort to assist families whose mud homes were severely damaged by storms. Recognising the need for long-term solutions, Mayor Pappas ensured that strategic budgeting would allow the Municipality to provide bricks, sand, cement, door and window frames, and related materials. These resources empower beneficiaries to rebuild homes that are not only more durable but also resistant to the harsh and unpredictable weather conditions that often devastate rural areas.
to my heart. Providing durable shelters resistant to extreme weather, with better structural integrity, was vital. By supplying building material, we reduced the worry of homes deteriorating further during storms,” said Mayor Chris Pappas.
Restoring Dignity Through Shelter
Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities.
MATLOSANA AS A MEDICAL HUB
Similarly, Thuleleni Lushozi from KwaChief near Mpophomeni shared her relief: “I could not get any assistance before, but today the Mayor has helped me to rebuild my home and restore my dignity in the community.”
Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities. The City has a wealth of attractions for visitors:
• Adventure tourism
• Wildlife tourism
• Medical tourism
• Wellness tourism
As the programme matured, the relevant sub-directorate began conducting community assessments and inviting requests from residents living in unsafe or collapsing mud structures. Priority is also given to families who have never had proper shelter of their own. This evolution has brought renewed pride and joy to households transitioning from mud to brick homes, or those who, for the first time, can finally build a house of their own.
The initiative has already benefitted residents from farm communities and remote rural areas. Among them is Eric Sokhela from Colbourne Farm in Karkloof, whose house was destroyed by heavy rains. “Today, we can rebuild our home. All thanks to Honourable Mayor Chris Pappas for helping us. We are very happy and grateful for the assistance,” he said.
Another recipient, Dumisile Zakwe from Emashingeni, received materials to construct a two-bedroom house for her family. Having never owned a home, she expressed her joy:
To us health care is of paramount importance as a healthy city is productive and constitutes prosperity. We boast well-developed medical facilities, which enhances and promotes the competitive advantage of Matlosana as a major Medical Hub in the North West Province. Services include: general and private medical fascilities, casualty/trauma and dental services. Most clinics focus on primary health care services.
Although housing does not traditionally fall within municipal mandates, this initiative reflects uMngeni Municipality’s commitment to being a responsive government. By focusing on the needs of the most vulnerable, the Municipality is proving that leadership grounded in compassion can deliver meaningful progress.
The city prides itself on having five private hospitals, two government hospitals, including the largest state hospital in the North West Province and 15 clinics including mobile clinics. It also boasts the only fully contained oncology unit in the North West Province, which offers a comprehensive service at four pathological laboratories and has the latest MRI scanner at the radiology unit.
PRIME LAND FOR DEVELOPMENT
“Providing durable shelters resistant to extreme weather, with better structural integrity, was vital for our Municipality.”
- Exec. Mayor: Cllr Chris Pappas
N12 Development Route was identified by the municipality as a flagship project for golden opportunities in the following sectors: housing, business, industrial, heritage, mining, tourism, sport as well as recreation.
WELCOME TO THE CITY OF MATLOSANA CITY OF PEOPLE ON THE MOVE
The City of Matlosana Municipality is situated approximately 164 km South West of Johannesburg, strategically located on the N12 Treasure Route, which is the North West Province’s primary tourism corridor.
The scenic N12 starts from Mpumalanga and is the gateway to the Western Cape Province. The route takes you from eMalahleni, to the vibrant Gauteng Province and the Sterkfontein Cradle of Humankind World Heritage Site, and continues to Potchefstroom, Klerksdorp, Kimberley, Beaufort West, up until George.
It is the Transformation of the N12 Treasure Route that has unlocked regional opportunities and resulted in massive activity and mobility along the Matlosana portion of the corridor. It has a multi-dimensional character that has created employment, enhanced commuter movement, enhanced investment opportunities, increased economic activity, etc.
WHY VISIT THE CITY OF MATLOSANA?
Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities.
MATLOSANA AS A MEDICAL HUB
at the Southern Sun Elangeni and Maharani Hotel - and brought together business leaders, associations, and key players in the tourism industry to address sector development, challenges, and opportunities for economic growth.
Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities. The City has a wealth of attractions for visitors:
• Adventure tourism
In a significant move to reaffirm the City’s commitment to strengthening partnerships with Durban’s tourism sector, eThekwini Metro Executive Mayor Cllr Cyril Xaba met with over 90 representatives from across Durban’s tourism landscape during a focused stakeholder engagement session.
• Wildlife tourism
• Medical tourism
• Wellness tourism
The event, part of September 2025 Tourism Month activities, was held
The Mayoral Tourism Trade Stakeholder Engagement was convened under the theme "Collectively taking Durban tourism to greater heights", emphasised the importance of collaboration in unlocking growth opportunities. Mayor Xaba emphasised that the engagement “is a call for us all to strengthen the partnerships that exist between government and the private sector, with the ultimate goal of unlocking growth opportunities within our tourism ecosystem.”
To us health care is of paramount importance as a healthy city is productive and constitutes prosperity. We boast well-developed medical facilities, which enhances and promotes the competitive advantage of Matlosana as a major Medical Hub in the North West Province. Services include: general and private medical fascilities, casualty/trauma and dental services. Most clinics focus on primary health care services.
The mayor took the opportunity to reaffirm the City's commitment to working collaboratively with industry stakeholders to craft a strategic framework for a more inclusive and resilient tourism economy. The roadmap, he emphasised, would focus on job creation, community empowerment, and sustainable development.
The city prides itself on having five private hospitals, two government hospitals, including the largest state hospital in the North West Province and 15 clinics including mobile clinics. It also boasts the only fully contained oncology unit in the North West Province, which offers a comprehensive service at four pathological laboratories and has the latest MRI scanner at the radiology unit.
PRIME LAND FOR DEVELOPMENT
“Strengthening partnerships between government and the private sector is the key to unlocking growth opportunities within Durban’s tourism ecosystem.” - Exec. Mayor Cllr Cyril Xaba
N12 Development Route was identified by the municipality as a flagship project for golden opportunities in the following sectors: housing, business, industrial, heritage, mining, tourism, sport as well as recreation.
Exec. Mayor: Cllr Cyril Xaba
AGRICULTURE
Key Announcements from City Leadership
The session also served as a platform for strategic updates from the City’s leadership, with City Manager Musa Mbhele delivering several key announcements that signal a renewed push to elevate Durban’s tourism offering:
Agriculture is one of the mainstays of Matlosana, which proudly boasts a region rich with agricultural potential. The emphasis is focused on field crops, such as maize, wheat, sorghum, sunflowers, etc... (climatically suitable with a 70% probability of production success).
1. Tourist Safety Technology
INFRASTRUCTURE DEVELOPMENT
One of the highlights was the upcoming launch of a mobile safety app designed to connect and activate security providers within a 500 metre radius. The app aims to enhance visitor safety and give tourists greater peace of mind while exploring the city.
2. Sports Tourism Promotion
Aside from attracting investment, the N12 Treasure Route connects communities to the economic hub of Matlosana City. The improved road infrastructure changes the lives of the City’s citizens making it easier to access employment opportunities and other services.
SHOPPING EXPERIENCE
Shoppers can also be spoiled for choice between Matlosana Mall, City Mall, Flamwood Walk Shopping Mall, Tower Mall and other leading shopping centres in Matlosana.
The city is currently engaging with the Council of Southern Africa Football Associations (COSAFA) and the American Homecoming Programme to host an extended month of sporting events during the upcoming COSAFA Games. The initiative seeks to position Durban as a premier destination for sports tourism, leveraging its infrastructure and global appeal.
3. Improved Regional Connectivity
To support long-term tourism growth,the city is exploring plans to develop a second airport along the South Coast. This move is expected to improve regional accessibility and unlock new tourism markets by connecting underserved areas to key travel hubs.
Pioneering Coastal and Tourism Safety Unit
Durban has recently launched
South Africa’s first Coastal and Tourism Policing Unit. Tasked with patrolling over 100 kilometres of coastline, this specialised unit is part of a broader safety strategy aimed at creating a secure and welcoming environment for both tourists and residents. The city hopes this initiative will set a national precedent for coastal safety and visitor protection.
City Manager Mbhele expressed optimism about the positive momentum currently seen in the tourism sector, referencing recent data released by South African Tourism. “International arrivals increased to 186 000 between January and May this year, while domestic tourists rose to
Agriculture is one of the mainstays of Matlosana, which proudly boasts
2.8 million, compared to the same period last year,” he said. He attributed this growth to Durban’s unique combination of natural beauty, cultural diversity, and historical richness, factors that continue to attract a wide spectrum of visitors.
Ongoing Projects and Urban Regeneration
NATIONAL FRESH PRODUCE MARKET
Mbhele further highlighted major urban development and regeneration projects currently underway. Among them are the Beachwood Development, Sibaya Precinct, and the Oceans South Residential Tower, all of which have the potential to stimulate further investment and tourism traffic.
The Market is the property of
WELCOME TO THE CITY OF MATLOSANA
CITY OF PEOPLE ON THE MOVE
He also pointed to the Inner-City Regeneration Programme as a testament to the municipality’s commitment to urban renewal.
The City of Matlosana Municipality is situated approximately 164 km South West of Johannesburg, strategically located on the N12 Treasure Route, which is the North West Province’s primary tourism corridor.
Of the 120 derelict buildings identified for refurbishment, 47 have already been addressed, contributing to increased investor confidence and the transformation of neglected spaces into thriving economic zones.
The scenic N12 starts from Mpumalanga and is the gateway to the Western Cape Province. The route takes you from eMalahleni, to the vibrant Gauteng Province and the Sterkfontein Cradle of Humankind World Heritage Site, and continues to Potchefstroom, Klerksdorp, Kimberley, Beaufort West, up until George.
Collaboration Through the Presidential
eThekwini Working
Group
Stakeholders at the event praised the establishment of the Presidential eThekwini Working Group (PeWG), which was launched in April 2024. The group’s mandate is to drive multi-stakeholder collaboration in addressing critical municipal challenges such as infrastructure maintenance, service delivery backlogs, and economic revitalisation.
It is the Transformation of the N12 Treasure Route that has unlocked regional opportunities and resulted in massive activity and mobility along the Matlosana portion of the corridor. It has a multi-dimensional character that has created employment, enhanced commuter movement, enhanced investment opportunities, increased economic activity, etc.
WHY VISIT THE CITY OF MATLOSANA?
The City’s leadership believes that such multi-pronged collaboration is essential to rebuilding business confidence and laying the foundation for sustainable growth in the tourism sector.
Strategic Vision for Sustainable Tourism
Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities. The City has a wealth of attractions for visitors:
• Adventure tourism
• Wildlife tourism
• Medical tourism
• Wellness tourism
Councillor Thembo Ntuli, Chairperson of the Economic Development and Planning Committee, emphasised that the stakeholder engagement aligns with Mayor Xaba’s broader vision of sustainable development and inclusive economic growth. “It’s about working together to promote Durban as a destination of choice and
to develop it sustainably, this initiative aligns with our ongoing efforts to revitalise tourism through promotion, infrastructure updates, maintenance, and strategic resource allocation.” Ntuli said.
As part of the City's broader tourism promotion strategy, Mbhele also invited stakeholders to participate in the upcoming reSURGEnce Conference, which will take place from 20 to 24 September 2025 at the Inkosi Albert Luthuli International Convention Centre. The conference is expected to host more than 150 delegates from various countries, including representatives from the United States. “This is a vital opportunity to foster meaningful collaborations that will propel our sector to new heights,” Mbhele concluded.
Durban Chamber of Commerce and Operations Director for Southern Sun in KwaZulu-Natal, commended the initiative.
Looking Forward…
The Mayoral Tourism Trade Stakeholder Engagement reaffirms the City of eThekwini’s dedication to creating a thriving, secure, and inclusive tourism environment. By strengthening partnerships, investing in safety and infrastructure, and embracing innovation, Durban is positioning itself not only as a leading destination in South Africa but as a player in sustainable urban tourism.
Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities.
The engagement was well received by participants, including key figures from the private sector. Samantha Croft, Chairperson of the Tourism Committee Group for the
AS A MEDICAL HUB
To us health care is of paramount importance as a healthy city is productive and constitutes prosperity. We boast well-developed medical facilities, which enhances and promotes the competitive advantage of Matlosana as a major Medical Hub in the North West Province. Services include: general and private medical fascilities, casualty/trauma and dental services. Most clinics focus on primary health care services.
The initiatives outlined during this engagement demonstrate the municipality's recognition of tourism as a key economic driver. As collaboration between government and industry deepens, Durban’s tourism sector appears well placed for sustained growth and meaningful transformation.
The city prides itself on having five private hospitals, two government hospitals, including the largest state hospital in the North West Province and 15 clinics including mobile clinics. It also boasts the only fully contained oncology unit in the North West Province, which offers
opportunities in the following sectors:
MATLOSANA
MOPANI DISTRICT MUNICIPALITY
Restores Water Access Through "Operation Fix All"
The Mopani District Municipality has launched an ambitious initiative to restore water access in rural communities through the ongoing Operation Fix All, with a focus on rehabilitating dysfunctional boreholes that had left many households without reliable water supply for extended periods. The campaign has seen the visible presence of the Executive Mayor and municipal officials actively engaging with local communities, ensuring that the repair work is effectively conducted by the Water Services’ maintenance teams.
This initiative-taking approach underscores the municipality’s commitment to providing sustainable access to basic services, and to alleviating water scarcity, a pressing challenge in many villages.
The campaign’s success has been palpable. For instance, in Makhwibidung, Khujwana, and Kampersrus, boreholes and package plants have been refurbished, restoring vital water sources. In the first phase of implementation, numerous sites across the district have seen boreholes refurbished and water restored.
Community Engagement
The Executive Mayor, supported by Members of the Mayoral Committee (MMCs), has been actively monitoring progress on the ground, ensuring that water infrastructure repairs are delivered effectively and without delay.
The Mayor has personally led site visits in areas such as Makhwibidung and Khujwana, where restored boreholes are now servicing the local population. In Maruleng, work included the rehabilitation of both a borehole and a water package plant, significantly improving supply reliability for the community.
In Greater Tzaneen, inspections confirmed that four out of five boreholes at Xikukwane were successfully repaired to supplement the supply from the Giyani Water Works, while additional boreholes in Mayephu were also brought back into operation.
Meanwhile, in Ba-Phalaborwa, borehole restorations at Benfarm and Matiko-Xikaya have returned water to households, while in Greater Giyani, three out of four boreholes in Noblehoek were restored.
The Executive Mayor reiterated the municipality’s commitment to resolving water access issues through infrastructure renewal: “We are on the streets with our people every week dealing with issues of water in the context of Operation Fix All - Hi Nwa Mati. Getting water is preceded by fixing the infrastructure that is in a state of disrepair. We have an obligation to fix all the boreholes in the entire district,” he said.
Community Impact: Lives Transformed
In Noblehoek, the impact of the campaign has been immediate and meaningful.
“We are excited to have water, especially from Middle-Letaba which we have not had for 10 years. Just glad that we now have water right here in our homes,”
- General Manyike, Member of the Local Water Committee
This initiative exemplifies strategic municipal leadership, demonstrating how targeted infrastructural repairs can significantly transform lives and foster community resilience. With Operation Fix All - Hi Nwa Mati gaining momentum, Mopani District is demonstrating strong leadership in infrastructure renewal and service delivery. The municipality continues to prioritise the needs of its residents.
Exec. Mayor: Cllr Pule Shayi
UMGUNGUNDLOVU DISTRICT MUNICIPALITY Rolls Out Drone Technology
The uMgungundlovu District Municipality is making significant strides in integrating drone technology to enhance service delivery and emergency response capabilities across the district. On 17 July 2025, ahead of the official launch of the municipality’s drone programme, the Municipal Information and Communication Technology (ICT) Unit, in collaboration with Smart Aerial Systems, organised a demonstration to highlight the potential applications of drones in municipal operations. The event brought together key departments such as Disaster Management, Environmental Health, and Fire and Rescue.
The demonstration underscored how drones can revolutionise emergency responses, environmental monitoring, and infrastructure inspections. The event featured a short documentary and a live drone demonstration involving key departments such as Disaster Management, Environmental Health, and Fire and Rescue. These departments actively participated in displaying how drones can support their operations, from rapid disaster assessment to environmental monitoring and firefighting.
Currently, the municipality boasts three certified drone pilots, all eager to harness this technology for public good. The enthusiasm among departmental representatives reflects a shared recognition of the potential for drones to support the municipality’s commitment to smart, responsive governance.
Harnessing Technology to Save Lives
Ms. N. Hlophe, a senior official within the municipality, articulated the motivation behind this initiative. She recalled two tragic incidents that starkly illustrated the need for such technology. The first was the flooding at Henley Dam in January 2024, which unfortunately resulted in the loss of a life despite efforts to contain the disaster. The second was the heartbreaking incident involving firefighters who lost their lives while battling a farm blaze in Howick. These tragedies serve as stark reminders that advanced tools and technology are essential to prevent future loss of life and minimise damage.
She further emphasised that the municipality’s drive to incorporate drones goes beyond merely acquiring new technology. It aligns with the municipality’s core mandate to improve service delivery, especially in areas such as water provision
“Real-time aerial imagery and data collection are vital for informed decision-making and rapid response.”
- Ms. Nombuso Hlophe, Deputy Chief Information Officer
and disaster management. She noted that real-time aerial imagery and data collection are vital for informed decision-making and rapid response, helping to prevent disasters and save lives.
The adoption of drone technology also aligns with broader goals of modernising municipal operations and promoting sustainable, data-driven governance, streamlining processes such as disaster assessment, environmental inspections, infrastructure monitoring, and emergency response. This technology allows municipal officials to access real-time data, enabling more accurate and timely interventions in critical situations.
Looking ahead, uMgungundlovu plans to expand its drone programme, including additional training for pilots and exploring further applications in service delivery. The municipality’s embrace of drone technology not only reflects a commitment to cutting-edge solutions, but also exemplifies a forward-thinking approach to service delivery - enhancing safety, efficiency, and responsiveness for the communities.
Exec. Mayor: Cllr Mzi Zuma
INAUGURAL WORLD CITIES DAY COLLOQUIUM
HOSTED BY SCHOOL OF CONSTRUCTION ECONOMICS AND MANAGEMENT IN PARTNERSHIP WITH THE SOUTH AFRICAN CITIES NETWORK
This inaugural event forms part of the Wits School of Construction, Economics and Management’s celebration of World Cities Day, as declared by the United Nations.
The Colloquium seeks to provide a platform for rigorous and solutions-oriented dialogue on urbanisation, among academics, practitioners, policymakers, and thought leaders.
Venue: School of Construction, Economics and Management
New John Moffat Building - Braamfontein Campus East
RSVP by 15 October 2025 | Email faranani.gethe@wits.ac.za
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Each model delivers the power, precision, and comfort you expect from a premium grader, with local Bell support you can count on:
• G140 Eco: For government and general maintenance applications
• G140: For maintenance and light to medium construction tasks.
• G160: Increased power and performance for heavy construction.
• G200: For bulk earthworks and mining applications.
The three larger models are available in 4WD or 6WD. Contact your nearest Bell Dealer to find out more.
