Having reached the midpoint of 2025, this July-August edition of Municipal Focus invites us to pause and reflect - not only on the progress made this year, but on the values and priorities that will shape the road ahead.
Anchored by three (3) vital commemorations - Nelson Mandela Month, TVET Month and Women’s Month - this edition celebrates the work of institutions and individuals helping to build a more inclusive, skilled, and resilient South Africa.
Our front cover feature spotlights Nozipho Nkomo, COO of CCG Systems, whose leadership story is as inspiring as it is practical. In our interview Nozipho speaks candidly about the role of women in governance and the power of technology to transform how municipalities deliver services. Her journey reminds us that leadership is personal - and purposefuland that public service innovation must be rooted in both empathy and
excellence. Under her guidance, CCG Systems’ work with municipalities continues to strengthen financial accountability, audit outcomes, and service delivery through integrated, mSCOA-compliant systems.
In keeping with the spirit of Women's Month, we also highlight trailblazing women reshaping their sectors, including: CEO, Parmi Natesan of IoDSA, Yolanda Madikizela, Founder of Kumyolz Investments, Edith Leeuta of Fibre Circle, and the women-led projects supported by the Johannesburg Development Agency (JDA) and Tongaat Hulett. Together, their stories challenge outdated norms and expand the spaces where women lead, build, and set the agenda - not as tokens, but as changemakers.
In this edition we also showcase leadership, skills development and TVET excellence by journeying through the inspiring work of KSD TVET College in the Eastern Cape and South West Gauteng TVET College.
NUWATER - focus on practical and rapid water solutions for municipalities.
Their work signals a clear message: technical education isn’t a fallback - it’s a frontline force in building SA’s future.
This year, in honour of Nelson Mandela Month we celebrate the life of Nelson Mandela by spotlighting the 25 th Anniversary of the Nelson Mandela Museum - a living institution calling each of us to carry Mandela’s legacy forward.
Further impactful stories include Milpark Education, NHFC, and Blind SA, each demonstrating what is possible when purpose meets action - and unpack the 2025/26 CoGTA Budget Vote, where Minister Hlabisa sets a bold course for fixing dysfunctional municipalities, strengthening disaster resilience, and reimagining local government through the White Paper review.
Also follow our special section on Municipal News that looks at leadership, best management practices, initiatives and successes of our individual municipalities.
We invite you to explore the pages that follow as a reminder that transformation is not a moment, but a movement - and it’s lived in how we lead, how we serve, and how we show up for the communities that count on us.
Keep safe and enjoy the read!
Warm regards,
Nardine Nelson: Publisher & CEO Kweda Media & Communications
Dr Thulani Dlamini : CEO of CSIR
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42 NRCS - Intensifying national enforcement drive to combat unsafe and illicit products
44 bumb’INGOMSO - Mentors are guiding youth to rewrite their futures
48 GAUTENG CoGTA - One vision, one plan
54 KWAZULU-NATAL - Strengthens disaster readiness for Summer 2025
56 NUWATER - Restoring trust and water flow
58 HIV PREVENTION - South Africa prepares to roll out groundbreaking HIV prevention
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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 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.
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.
MAKE YOUR VOICE HEARD!
The Annual General Meeting (AGM) takes place on 31 July 2025 via Zoom. Visit www.gems.gov.za to get more information and register today!
The GEMS 2025 Board of Trustee Elections - Voting is now OPEN!
If you are a GEMS principal member and in good standing, you can vote using any of the following four convenient options.
If you prefer to use paper, mark your ballot and return it by post, email, fax, or drop it off.
For online voting, click the secure voting link sent to your email, log in, and vote in minutes.
On the go? Dial *134*7777# on your cellphone and vote via USSD. This is quick and data-free!
Want to vote in person? Visit any GEMS Walk-In Centre between 18 and 30 August or catch the pop-up voting booths at Government Departments near you from 11 to 29 August!
Remember, voting will close at Midday on 6 September 2025. Let your vote count. You can only vote once, for up to three candidates
Cast your vote today
“Together, we are building an organisation that not only delivers world-class science and technology but also contributes meaningfully to South Africa’s industrial and societal transformation.”
– Dr Thulani Dlamini
THE CSIR PUTS SCIENCE TO THE SERVICE OF THE COUNTRY
With 15 clean audits in a row, the CSIR sets a high bar for the public sector. But behind the numbers are some astonishing innovations that are improving the daily lives of South Africans.
This year marks the CSIR’s 80 th anniversary, and CEO Dr Thulani Dlamini’s team of nearly 2 300 staff - 70% of them involved in science, engineering and technology (SET) - did not disappoint. Eight decades on, the country’s oldest public sector science council continues to lead with purpose and innovation.
Announcing its Annual Report for the 2024/2025 Financial Year at a CSIR Roundtable at the CSIR headquarters in Pretoria in November, Dlamini ran through impressive numbers:
• The CSIR reached or exceeded 29 of its 31 key performance indicators;
• Operating income was up 11% on the prior year to 3.54 billion, with nearly 20% of this coming by way of a Parliamentary grant;
• A 17% rise in joint technology development agreements with industry;
• A 22% increase in projects implemented for government and SOEs;
• A net profit of R40.62 million, against a projected loss of R67.6 million.
These results are the culmination of a strategy launched six years ago, aimed at setting the organisation on a more sustainable path that improves the lives of South Africans while deploying its scientists and engineers in the service of both the public and private sectors.
Buried in the details are some impressive wins, such as the 175% increase in international income, a 10% drop in the state grant, a 20% improvement in income from contract research and development and a 50% increase in priority patent applications. The number of actual patents granted declined, but Dlamini says this is not a particular source of concern, as many of the priority patent applications will ultimately be converted into patents.
State Funding meets cutting edge research
Though the CSIR receives funding from the state, it also counts the public sector as a major client, with a 234% increase in projects implemented on behalf of government departments and state-owned enterprises (SOEs).
The CSIR is without doubt one of SA’s richest repositories of intellectual property. “We want to do cutting edge research, not just research for its own sake,” said Dlamini. “We are supporting South Africa’s re-industrialisation.”
One measure of intellectual relevance is the number of research papers
published. The CSIR set itself a target of 298 ‘publication equivalents’ for the 2025 financial year, but blew past this with just short of 500. This reflects increased research output, and increased collaboration with higher education institutions and industry.
New patents filed and world-beating technologies
Among the priority patents filed were an E. coli bacterial diagnostic device and a chemistry process for the production of cannabinoid compounds.
There are few areas of life that are not impacted by the scientists at the CSIR. Take its laser beam welding technology
that has been deployed at Eskom power stations to speed repair times and return turbines to service. The result has been multiple load shedding stages saved, allowing Eskom to return its generators to service in record time.
Another world-beating technology is the laser sorting system used in the diamond sector that has vastly
exceeded the performance of previous systems that often fail to distinguish between diamonds and quartz. To the naked eye, diamonds and quartz appear similar, but not to a laser. The CSIR technology is able to differentiate diamonds from quartz despite their similar molecular signatures. The technology has now been deployed at five
sites, with interesting possibilities for further deployment.
For the defence and aeronautical sectors, the CSIR has developed unique phased radar that has no mechanical parts. Combined with AI, it has already been tested at the Rietvlei Nature Reserve near Pretoria where it was able to detect and track intruders over a wide area. These systems can be used to monitor borders, game parks, mines, factories and critical infrastructure such as rail and power lines. It’s a technology whose time has come - solving many of the problems of which South Africans complain.
“Our strategy has yielded significant results in forging deeper partnerships with industry, government and higher education institutions,” said Dlamini. “For the reporting year, our collaboration with public sector entities reached its highest level since 2019. Projects ranged from predictive models for the national and provincial elections to frameworks for transforming taxi ranks into economic hubs and environmental assessments that support the green hydrogen economy. These initiatives illustrate the breadth of our capabilities and the alignment of our work with national priorities,” he added.
Scientific breakthroughs that improve lives
Behind the numbers are some astonishing scientific breakthroughs and innovations that delivered real improvements to the country. Some of these are already deployed, while others are in the process of being commercialised by way of licensing agreements or partnerships with the private sector.
One technology that has huge potential benefits is a compostable food packaging solution which offers an alternative to conventional plastics
that pollute the environment. Designed to retain its shape and integrity even at high temperatures, the packaging is particularly suitable for ready-to-eat products - items often not recycled due to food contamination.
Also being investigated are electric vehicles for micro-mobility - such as scooters and tricycles that are currently fuel-based and largely imported from China. These could be manufactured and sold locally at much lower costs than the imported versions. A prototype has been produced and should be ready for commercialisation within the next year. It’s not inconceivable that SA may soon have its own micromobility manufacturing plants.
Collaboration remains at the heart of the CSIR’s success - linking science, industry and government to address the nation’s most pressing challenges.
Helping the municipal sector
When it comes to the municipal sector, the CSIR has a range of innovations and technologies ready for deployment. One is a biodegradable single-use kit capable of detecting E. coli in water within six hours. This innovative solution is faster than existing lateral flow detection devices, simple enough for non-experts to use and circumvents the need for lengthy laboratory testing.
It is especially suitable for use by municipalities responsible for managing sewage precipitation ponds, which must be treated before releasing water into river systems. With this quick test, E. coli levels can be tested and safe water released within six hours - significantly quicker than waiting several days for laboratory results.
Election forecasting: over the last 10 elections since 1999 at local and national levels, the CSIR has employed a statistical model to predict the election outcomes at various levels of government, namely local, provincial and national. The CSIR’s election prediction model is based on two core principles: the analysis of voter behaviour patterns and the sequence in which voting results are announced on election day.
Water has been identified by the World Bank as one of SA’s greatest potential risks. The CSIR, the Water Research Commission (WRC) and two Western Cape municipalities have developed a framework to help cities across South Africa manage their water resources in partnership with citizens, industry and neighbouring municipalities. Drawing on lessons learned in Cape Town and Witzenberg
in the Western Cape, the system provides user-friendly guidance for municipalities and demonstrates practical applications using spatial data and mapping.
Alongside this water initiative is another guideline aimed at helping municipalities better anticipate and respond to climate risks.
A great story to tell
“The CSIR has an incredible story to tell,” says Kaven Naidoo, group executive for business excellence and integration at the CSIR. “We have made a positive impact on the lives of South Africans in ways most people don’t know. For example, we developed and rolled out 18 000 ventilators within six months during Covid. We’re localising the production of probiotics so we can manufacture these in SA.
We worked with [French energy company] EDF to supply the valves incountry that are needed at Eskom power stations so we could get less generation downtime, and hence less load shedding.
“If you look at the products that you see in Dischem stores, I would say roughly 20% originated right here at the CSIR.”
With fifteen consecutive clean audits, the CSIR stands as proof that accountability and excellence can thrive within a publicsector institution.
A hybrid funding model
While some would like to see the CSIR as a fully self-funded science research institute licensing and selling its technology to the private sector, there is a reason why a hybrid funding model, which includes grants from the state, continues to be pursued by similar institutions around the world.
There is little funding available in the commercial sector for what is known as pre-competitive research and development (R&D) where technology is developed to prototype stage so that it can be scaled for commercial
investment or licensing. The CSIR has demonstrated time and again that it is prepared to take on what in the private sector would be considered higher risk R&D, and then take that a step further to commercialisation.
Some research attracts little attention from the private sector - such as the climate reliance and water management frameworks mentioned earlier that were developed by the CSIR - but which serve a vital public good.
Research by the Association of University Technology Managers (AUTM) shows just one in 1 000 lab inventions reaches market, the result of heavily under-funded private sector research. There’s also the reality that the fully self-funded model risks mission drift, leading R&D units to focus on short-term commercialisation goals, while government funding allows the pursuit of longer-term research goals that would not otherwise attract private sector funding.
International attention
The work of the CSIR is gaining international attention, from radar systems to continuous flow chemistry that allows pharmaceuticals to be manufactured at scale in a small space.
Rachel Chikwamba, group executive for advanced chemistry and life sciences, points to the CSIR’s work in continuous flow chemistry and its implications for pharmaceutical products in SA and elsewhere. “This is cutting edge technology,” she says. “It allows ingredients to be mixed as they flow rather than the traditional method of mixing them in batch reactors. This allows for pharmaceuticals to be produced safely and in a relatively small area, which means this can be used for a wide number of applications.”
Just as impressive is the development, in collaboration with Gauteng-based Filament Factory, of a nano-reinforced polymer composite that offers electromagnetic interference shielding and enhanced electrical conductivity. This is ideal for shielding stealth aircraft from radar and other military applications, while in the medical field its enhanced conductivity makes it ideal for use in medical implants, as well as sensors and electronic devices.
There’s also the next generation radar described earlier, alongside a modern naval radar system known as Quadome that was developed by the CSIR together with Hensoldt South Africa, a subsidiary of Hensoldt GmbH, a leading international company in the supply of sensor solutions for defence and security applications.
Quadome is aimed at the global market for tactical naval radar systems, primarily targeting offshore patrol vessels, corvettes, light frigates and support vessels. A first order has been received for the UK Royal Fleet Auxiliary’s new fleet solid support vessels.
Empowerment gains
The CSIR’s B-BBEE level improved from Level 4 in 2020 to Level 1 in 2022 and has been consistently maintained at Level 1 since. Of the 1 617 staff falling under SET, 73% are black (ahead of target for the 2025 year) and 19% have PhDs (which is on target). The percentage of chief researchers who are black is 29%, (which is ahead of target), while 41% of chief researchers are black (well ahead of target). The percentage of female SET staff is 40%, which is again ahead of target.
Through targeted initiatives such as the Accelerated Researcher Development Programme, the organisation continues to invest in the development of a representative and future-ready workforce.
Dlamini was effusive in his praise for the CSIR staff who delivered in
abundance during the 2025 financial year. “Together, we are building an organisation that not only delivers world-class science and technology but also contributes meaningfully to South Africa’s industrial and societal transformation,” he told the media roundtable.
Promoting SMMEs
Dlamini is equally proud of the work being done by the CSIR to promote small, micro and medium enterprises (SMMEs), pointing to several programmes completed or underway to provide business opportunities. One of these was the support given to 23 SMMEs in developing and marketing high-quality, regulatorycompliant cannabis products for local and international markets.
Over 40 cannabidiol (CBD)-infused and cannabis-based prototypes have been developed, including nutraceuticals, cosmeceuticals and herbal remedies. Overall, there was a 51% increase in the number of SMMEs supported in 2025.
“Our strategic intent of growth, sustainability, impact and relevance
has continued to shape our decisions and drive our performance,” said Dlamini.
Conclusion...
As it celebrates 80 years of scientific excellence and its 15th consecutive clean audit, the CSIR remains a cornerstone of research, technology and innovation that strengthens the nation’s competitiveness and improves the quality of life for all South Africans.
Under the sterling leadership of Dr Thulani Dlamini, the organisation continues to deliver science that aligns with national priorities - advancing industrialisation, ensuring the organisation’s financial sustainability, supporting inclusive growth, and building a capable state.
It’s clear that the CSIR remains relevant, even vital, to the future of SA. It is an institution of which we can rightly feel proud of.
A FUNERAL SERVICE INNOVATION AQUAMATION
Although death is inevitable, many people find it difficult to talk about. Uncomfortable as it may be, it is crucial to share your funeral wishes with your loved ones. This includes conversations on whether you’d prefer a grave burial, cremation or Aquamation (also known as alkaline hydrolysis or water-based cremation).
AVBOB launched Aquamation in South Africa in 2019 and, at present, it is only available at the AVBOB Maitland Funeral Parlour in Cape Town and the AVBOB Pretoria West branch in Gauteng.
Considering South Africa’s growing awareness of environmental issues, this offering comes at a good time, and AVBOB is investing heavily into it, going forward.”
UNDERSTANDING AQUAMATION
The provision of a dignified send-off for loved ones has been part of AVBOB’s DNA for 107 years and it continues to lead the way in bringing this environmentally-friendly funeral service innovation to South Africa.
SMARTER REVENUE STARTS WITH CULTUREALIGN PEOPLE, PROCESS AND TECHNOLOGY
Founded in 2005, the Ntiyiso Consulting Group is an authentically African and globally wired management consulting firm that “seeks to empower institutions that enable Africa’s development”. Its impact goes beyond the boardroom into the communities that are served by its clients.
With more than 200 senior professionals, it provides deep, evidence-based and robust solutions to complex management and organisational problems. The Ntiyiso Consulting Group team are experts in strategy, governance, organisational turnaround, revenue enhancement, industrialisation, infrastructure and economic planning.
Ntiyiso means “truth” in the Xitsonga language, an ethos on which our relationships, solutions and business are built.
Discussions about South Africa’s municipal financial crisis are often dominated by figures - audit outcomes, revenue shortfalls and debt ratios. Yet, the challenge confronting most municipalities is not primarily a technical or financial one. It is cultural.
Behind every malfunctioning billing system or poor collection rate lies an organisational culture that is not aligned with accountability, service excellence or innovation. In such environments, the link between payment and service delivery is weakened, eroding both trust and compliance.
No technological upgrade or turnaround strategy can succeed
without addressing this underlying cultural dimension. Sustainable municipal revenue begins with transforming the mindset and behaviours of the people responsible for delivery.
Revenue management is not solely a financial process- it is a cultural and leadership discipline.
Sustainable municipal revenue begins not with systems or spreadsheets, but with a culture that values accountability, service excellence, and the belief that delivery drives trust.
A lesson from the licence queue
In 2021, the Road Traffic Management Corporation (RTMC) faced a severe operational challenge: more than 1.5-million driving licence cards had expired during the Covid-19 lockdowns. Testing centres were overwhelmed, citizens were frustrated and revenue performance was declining.
In response, the RTMC leadership set a bold and measurable target: no applicant should spend more than 12 minutes renewing a driving licence card.
This clear vision transformed the institution. Staff were mobilised around a shared purpose, processes were redesigned for efficiency and technology was leveraged to enable faster service. Within months, the backlog was cleared, public sentiment improved and revenue recovered.
This example underscores a key principle: when institutions focus on improving citizen experience, financial performance follows.
Culture determines financial outcomes
Revenue is the financial lifeblood of any public institution. Yet the Auditor-General’s 2023/24 report revealed that only 16% of South African municipalities achieved clean audits. The remainder remain locked in a cycle of poor service delivery, weak accountability and financial instability.
This persistent failure is often attributed to inadequate systems or insufficient resources. In reality, it stems from a culture of disengagement, where inefficiency is tolerated and accountability is diluted.
Organisational culture is the sum of collective behaviour when supervision is absent. It manifests in decision-making, in how problems are escalated and in how citizens are treated.
In financially resilient municipalities, culture is characterised by:
• A shared sense of purpose
• Data-driven decision-making
• Accountability across all levels
In distressed institutions, by contrast, culture is marked by resignation, fragmented leadership and minimal ownership.
The difference between these two environments determines whether revenue is collected or lost.
Technology and process cannot compensate for an organisation that lacks accountability, ownership and trust.
People first: aligning purpose and performance
At Ntiyiso Consulting, we have consistently observed that sustainable revenue recovery begins with people. >
In one metropolitan municipality we supported, persistent payment defaults had resulted in a R2-billion deficit. The problem appeared financial but was fundamentally behavioural: poor meter readings, inaccurate billing and weak coordination between departments.
Once the municipality aligned its leadership, clarified accountability and invested in staff development, operational performance improved. Billing accuracy increased, credit control was enforced and customer trust began to return.
Within 12 months, the city recorded a R700-million surplus. Within two years, this grew to R2-billion.
The turnaround was not achieved through systems alone - it was achieved through people who understood and believed in their purpose.
Technology as an enabler, not a substitute
Digital transformation plays a critical role in modern revenue management. However, technology must be seen as an enabler of institutional efficiency, not a substitute for it.
Dashboards, analytics and heat maps can provide valuable insights into payment patterns, service coverage and revenue leakages. Yet these tools deliver value only when there is a culture that values evidencebased decision-making.
Without that cultural foundation, even the most sophisticated technology risks become underutilised or misapplied.
True digital transformation begins with cultivating a culture of trust in data, transparency in reporting and responsiveness in management action.
Only then does technology amplify human capability rather than automate dysfunction.
Building a culture of fiscal citizenship
Effective revenue collection also requires restoring public confidence. Citizens pay for services when they perceive value, fairness and reliability.
This mutual accountability - between municipalities and residentsconstitutes what may be termed fiscal citizenship. It represents a social contract in which both parties uphold their obligations: municipalities deliver quality services with integrity and citizens fulfil their payment responsibilities in good faith.
Rebuilding this relationship demands consistent communication, equitable enforcement and demonstrable improvements in service quality. When citizens experience transparency and fairness, payment becomes not a burden, but an act of civic participation.
Fiscal citizenship is built on trustwhen people see fairness and delivery, they see value in paying.
A new framework for municipal resilience
To move beyond short-term revenue interventions and towards institutional sustainability, municipalities must adopt an integrated framework that aligns people, processes and technology.
This requires leadership that:
1. Leads with purpose - positioning financial health as an institutional rather than departmental goal
2. Aligns systems and structures - ensuring processes reinforce accountability and transparency
3. Measures what matters - combining financial indicators with service performance metrics
4. Reinforces positive narrativescelebrating operational success to shift organisational morale
5. Invests in capability - equipping staff to be proactive problemsolvers, not mere policy enforcers
These are not theoretical principles; they are practical imperatives for institutions seeking to rebuild fiscal credibility and operational excellence.
Leadership courage defines outcomes
Municipal revenue enhancement is not simply a technical reform programme - it is a test of leadership courage
Leaders must be willing to confront entrenched behaviours, rebuild institutional pride and restore public trust. The future of local government finance in South Africa will not be determined by software or systems, but by the integrity, competence and collective will of its people.
If culture has contributed to the problem, then culture must become the cornerstone of the solution.
Sustainable revenue growth begins with a culture shift - where accountability, service, and trust become the currency of governance.
CONTACT US
Tel: +27 10 261 5100
Email: info@ntiyisoconsulting.co.za
Address: 2nd Floor, Block G, Hertford Office Park, 90 Bekker Road, Vorna Valley
A quarter of a century has passed since South Africa enacted the local government foundational laws that were based on the Constitution of the Republic of South Africa (1996), which was further distilled into the 1998 White Paper on Local Government.
LOCAL GOVERNMENT’S NEXT 25 YEARS SHOULD BE BASED ON THE FUTURE WE IMAGINE NOW
Author: Nosipho Hlatshwayo, CEO: SACN
Tracing the history of municipal legislation
The sequencing of municipal legislation was no accident. Following the first democratic local government elections in 1995 and 1996 (KwaZulu-Natal and Western Cape had their elections between May and June 1996, whereas all the other provinces had their elections on 1 November 1995), the priority was to sort out legislation relating to the relationships between the three spheres of government.
Only afterwards could legislation speaking to the governance and management of local government be adopted. This began with the 1998 White Paper on Local Government, which made recommendations for a new local government system that was based on specific concepts, such as developmental local government; co-operative government; a metro, district and local institutional system; an elected political system; a role for traditional authorities; and administrative and financial systems.
Subsequently, between 1998 and 2003, legislation relating to local government was enacted. These crucial pieces of legislation included the Municipal Structures Act (No. 117 of 1998), the Municipal Systems Act (No. 32 of 2000) and the Municipal Finance Management Act (No. 56 of 2003).
Acknowledging both gains and areas of improvement
The task of developing legislation for local government was no small task but resulted in, among others: a clear process through which political and administrative office bearers get into office; clear and standardised ways of demarcating municipal areas; standardisation of municipal mediumterm plans through the integrated development plans (IDPs); and a system of governance and appropriation of municipal finances across all municipalities regardless of their category.
Municipalities were given legislative capability to provide citizens with water, electricity and other municipal services based on the powers and functions assigned to them and a coherent framework throug which they account for the use of public funds.
However, South Africa’s local government democratic experiment has not been without challenges. These include the ability of some municipalities to deliver on their constitutional mandates, thereby depriving citizens of access to reliable basic services, which are rights enshrined in the Constitution; policy incoherencies, particularly in the relationship between municipalities and the traditional and Khoisan leadership; the impact of stagnant economic growth on local economies and in turn on the fiscus of municipalities, affecting the rollout of municipal programmes.
The ‘ideal municipality’, as envisaged by the White Paper on Local Government (1998)
Source: Local Government 21-Year Review, Department of Cooperative Governance 2021–2023
Furthermore, municipal powers and functions relating to housing development, health care and social related services are still outstanding, putting a strain on municipal finances and, ultimately, not achieving efficiencies in how the whole-ofgovernment delivers services. There is also the issue of unimplemented policies of government, in particular the Integrated Urban Development Plan (IUDF). The IUDF was meant to be the policy instrument to ensure coherent investment and intervention by government in urban spaces, given that the cities are the engines of economic growth.
At the heart of many of these challenges is the inability of wholeof-government to plan and deliver in a coherent and targeted manner in municipal spaces, despite expressions in legislation that this should be done, the Intergovernmental Local Government Framework Act (No. 13 of 2005) and legislative tools such as the IDPs, as well as the District Development Model that was introduced with an intention of having a single plan
for all of government’s investments and programmes based on the local needs. Local government reforms, driven by both National Treasury and the Presidency, will be a test of whether intergovernmental alignment can be achieved through national interventions, perhaps not through the Presidential Working Groups alone (as implemented in eThekwini Municipality and City of Johannesburg) but through whole-of-government realising that the importance of functional cities in advancing the democratic project. This is because functional cities are not a political pieces in the game of power but are engines of growth and places of convergence for people from different walks of life and with different expectations, which, when met, communicate the functioning of the state as a whole.
These challenges have given rise to the need to review the 1998 White Paper on Local Government, to revisit the assumptions and architecture of the local government system, and to agree on a phased introduction of structural and systemic changes to improve longterm system performance >
and sustainability. The process started with the gazetted Discussion Document that went out for public comment between April and July 2025.
A need for a different review of the White Paper on Local Government
Over the years, there have been numerous reviews of the White Paper on Local Government. However, this review is not a ‘cosmetic upgrade’ but rather seeks to examine critically the changes in the material conditions since 1998, i.e., demographic, political, social, cultural, economic, financial, global, technical, digital, regulatory, state capacity and capabilities, and environmental and climate shifts. These changes inform the upgrading and restructuring of the local government system to make it fit for purpose.
The review should be anchored on a clear theory of change, i.e., what are the desired changes that the review seeks to bring about and what are the prevailing conditions that will make it a success.
A clear and testable hypothesis about how change will occur will not only allow local government and all actors that contribute to it to be accountable for results, but also make the results more credible because they were predicted to occur in a certain way.
The theory of change is linked to the need for local government to invest in developing futures scenarios, which are informed by what has happened in the past (trends) - the current conditions and the set of probable futures that need to be considered to make strategic policy and implementation interventions towards the desired future. No blueprint exists either for the kind of local government we want, or for the evaluation of measurable indicators of success that are agreed among stakeholders. Although some municipalities have developed longterm strategies and plans, political changes in municipalities have led to these plans being abandoned at will. Therefore, a coherent local government theory of change needs to anchor all plans by municipalities and other spheres of government.
The challenge that lies ahead...
All the different actors that interface with local government, including ratepayers, citizens, clients, investors and other spheres of government, need to participate in this process of reviewing the White Paper on Local Government. More than 250 comments have been received on the Discussion Document alone, but the true test will be the level of engagement in the subsequent processes, imagining imagine what is possible for local government.
The proposals of the draft and final White Paper, which will be shared for public comment, need to be bold and transcend generations in terms of ideology, while being anchored in today’s realities and future possibilities. The reviewed White Paper will have implications beyond the administrators and legislators working on it. Therefore, any new proposals that emerge through research will still need to be tested through legislated and other non-legislated processes, to ensure that the White Paper captures the feelings of the nation on how local government needs to transform.
The review is not meant as an overnight shift of local government challenges, but it provides an opportunity to reflect, assess and reset the processes and interactions that happen in the local government arena. It is about reimagining the political-administrative interfaces in government processes, addressing people issues that affect capacity and capability in municipalities, and allowing for a shared vision of local government that works for the citizens. This needs to be done not for this generation but for future generations living in conditions that are a result of the decisions we take today and our ability to imagine beyond the possibilities of our lifetime.
AYear in
LEADING
PURPOSE
By: Nozipho Nkomo, Chief Operating Officer, CCG Systems
As I reflect on the past year serving as Chief Operating Officer at CCG Systems, I am reminded that progress is not only measured by milestones achieved, but by the collective resilience, innovation, and purpose that guide us forward. This hasbeen a year of meaningful transformation - one where operational excellence, people empower-ment, and digital innovation have intersected to strengthen our impact across the local government landscape.
Strengthening Operational Foundations
At the core of this year’s achievements was a commitment tooperational excellence. We focused on optimising our internal systems, enhancing service delivery models, and ensuring that our structures support sustainable growth. Through process refinement and improved governance frame-works, we laid the groundwork for a more agile and performance-driven organisation - one that is better equipped to respond to the evolving needs of our municipal clients.
Innovation as a Strategic Imperative
The pace of change within the public sector technology space continues to accelerate. Recognising this, CCG Systems has remained steadfast in advancing digital transformation - not as a trend, but as a strategic imperative. Our teams worked tirelessly to modernise financial management solutions, enhance user experience, and deliver data-driven insights that empower decision-making at municipal level. This innovation has strengthened our reputation as a trusted partner in the modernisation of local government financial systems.
Empowering People, Building Culture
Behind every success story at CCG Systems stands a team of talented, dedicated professionals. This year, we deepened our investment in people - prioritising leadership development, performance recognition, and employee engagement. We continued to nurture a culture of collaboration and accountability, ensuring that every team member understands the vital role they play in driving our mission forward. The enthusiasm and innovation of our staff remain the true heartbeat of our organisation.
Collaborative Partnerships and Client Impact
Our partnerships remain central to our journey. Through close collaboration with municipalities, government departments, and key stakeholders, we have strengthened our collective capacity to promote transparency, financial accountability, and improved service delivery. These relationships are built on trust and shared purposevalues that continue to define our approach to public sector support and transformation.
“At CCG Systems, we will continue to harness technology, empower our people, and drive transformation that delivers genuine impact within the municipalities we serve.”
Looking to the Future
As we move into a new year, our focus will remain on deepening impact, accelerating innovation,
and driving sustainable operational excellence. We will continue to harness technology to enhance financial governance, empower our people to lead with purpose, and deliver value that extends beyond compliance - toward genuine transformation in the municipalities we serve.
A Shared Journey of Growth
Reflecting on this past year fills me with gratitude - for our clients who trust us, our teams who inspire us, and the leadership that continues to guide CCG Systems with vision and integrity. The year ahead promises new challenges and opportunities, and I am confident that, together, we will continue to move forward with focus, purpose, and pride.
About CCG Cystems
A trusted ICT partner to South Africa’s public sector
Immersive Online Learning Initiative to Transform Higher Education in South Africa
On 13 October 2025, Milpark Education announces the launch of its Immersive Online (IO) Learning Initiative. A bold new approach designed to reshape the way higher education is delivered and experienced in South Africa.
IO Learning introduces a guided, flexible, and human-centred model of digital education. Through interactive content, scheduled sessions, and collaborative activities, students engage in a connected learning journey that fosters deeper understanding, meaningful interaction, and career readiness.
This strategic shift is the result of collaboration between subject matter experts, a dedicated learning innovation and design team, and an academic team focused on personalised support. As we enter an era where access to information is no longer a differentiator, Milpark shifts its emphasis to developing practical, context-driven skills that prepare students for the realities of the modern workplace.
From 2026, IO Learning will replace the current Distance Learning Online (DLO) model. This transition reflects Milpark’s continued pursuit of excellence in digital education—leveraging global best practices in learning design and supported by world-class learner management systems.
Compared to most traditional online education, which relies on static content and self-directed study, Milpark’s IO Learning focuses on engagement and support – the modern pillars of meaningful learning.
By prioritising skill development in real-world contexts, students are empowered with the confidence, adaptability, and professional competence needed to succeed in today’s fast-changing work environments.
WHY IMMERSIVE LEARNING MATTERS
South Africa’s education system faces a set of persistent challenges:
▪ Youth unemployment remains among the highest globally, pointing to a gap between classroom learning and workplace readiness.
▪ Shifts in the workplace – driven by AI, globalisation, and economic transformation –demand more than technical competence; they require critical thinking, leadership, and adaptability.
▪ Equitable access to quality education, including mentorship and psychosocial support, continues to limit opportunities for many students.
Milpark’s programmes – already spanning business, commerce, financial services, accounting, and management – address these challenges by embedding immersive, human-centred learning into every step of the academic journey.
WHAT IMMERSIVE LEARNING LOOKS LIKE
Immersive Learning at Milpark is about deep engagement, real-world practice, and meaningful connection. Students will not only learn about concepts, but will live them through experiences that mirror professional and community realities.
1. Applied, real-world modules – Case studies, virtual simulations, practicums, and study tours that expose students to real organisational settings.
2. Collaborative problem-solving – Projects with companies, non-profits, and communities that challenge students to work on real problems, not just textbook examples.
3. Leadership in practice – Leadership, ethics, and emotional intelligence woven into all levels of study, from undergraduate to MBA.
4. Blended support systems – Faculty mentorship, peer-learning circles, and guided feedback that ensure students remain supported, connected, and motivated.
5. Alignment with national priorities –
A curriculum shaped by South Africa’s urgent needs in governance, commerce, finance, and sustainable development
THE MILPARK PERSPECTIVE
Andrew Horsfall, CEO at Milpark Education, said:
“Education in South Africa must be more than the pursuit of a certificate. It must develop graduates who are confident, ethical, and ready to act in a world that is changing every day. Immersive learning bridges the gap between theory and practice. It gives students the chance to test themselves, to collaborate, to fail safely, and to grow as leaders. At Milpark, we are committed to building education that is rigorous, relevant, and deeply human.”
WHAT THIS MEANS FOR STUDENTS AND STAKEHOLDERS
▪ For students: More than accredited qualifications – graduates leave with portfolios of real projects, practical leadership experience, and networks that enhance employability.
▪ For employers: A pipeline of adaptable graduates who can engage with complexity from day one.
▪ For industry and public sector partners: Collaborations that generate practical solutions to pressing policy, governance, and socio-economic challenges.
▪ For South Africa’s education ecosystem: A push toward models that prioritise depth, context, and equity alongside academic rigour. The IO Immersive Learning Initiative will launch in the 2026 academic year starting with focused rollouts in:
• The Bachelor of Business Administration –integrating leadership and stakeholder engagement more intensively
• BCom in Accounting and other professional streams – incorporating exposure to contextual technical software that graduates will use in the workplace.
• MBA and postgraduate electives – including study tours and real-organisation case engagements.
• Short courses and executive education –in governance, risk, design thinking, and emotional intelligence, where experiential learning has immediate application.
Support infrastructure – from faculty training and mentorship systems to learning design and virtual environments – will scale alongside the initiative.
EXPECTED IMPACT
▪ Stronger student engagement, retention, and success.
▪ Improved alignment between graduate skills and labour market needs.
▪ Graduates who combine technical expertise with ethical leadership and resilience.
▪ Greater equity by making immersive, world-class learning accessible to students across South Africa, regardless of geography.
There is no doubt that as the world of education shifts so too do the systems that support it need to and we are very proud that as an online institution, we are able to innovate even further in this space –bringing real-life, immersive learning to the online education environment.
ANDREW HORSFALL, CEO, MILPARK EDUCATION
Welcome to Milpark’s way of learning: Immersive Online. It’s learning designed around you. Collaborative, connected, and alive beyond the screen.
Disability Management in the Public Service
Purpose
The purpose of this course is to facilitate the inclusion of persons with disabilities in the workplace, and removing barriers that prevent their successful participation in the job market. Learners will learn to develop presentations and raise awareness about the benefits of supporting a diverse workplace to employers, employees, customers, and the community. Learners will also be equipped with knowledge of the legal requirements, codes of good practice and manuals on the employment of persons with disabilities.
Learning Outcomes
By the end of this course learners should be able to successfully complete the respective unit outcomes of the course:
• Communicate benefits and rights of persons with disabilities in the workplace.
• Facilitate equitable representation of persons with disabilities in the workplace.
• Conduct interventions to remove barriers to persons with disabilities in the workplace.
Assessment Approach
Minimum requirements for Enrolment
It is assumed that learners enrolling for this course are competent in Communication and Mathematical Literacy at NQF level 4 (equivalent to matric / national senior certificate).
Target Group
This course is focused on persons delegated to implement the Job ACCESS Strategic Framework on the Recruitment, Employment and Retention of Persons with Disabilities in the Public Service.
Duration
This course is presented over five (5) working days.
Purpose
To build the capacity of a range of stakeholders to create and maintain a barrier-free and accessible public sector workplace, with a focus on employees and service users with disabilities.
For this workshop, sensitisation means three things (learn, unlearn and re-learn), expressed below as learning outcomes:
a. Learn: Acquire new knowledge, skills and appropriate attitudes regarding persons with disabilities and their rights.
b. Unlearn: Identify and unlearn inappropriate attitudes, language and behaviours which create exclusion and barriers to participation for persons with disabilities.
c. Re-learn: Apply the principles of the Constitution and equality law and policy to identify and remove discrimination against persons with disabilities.
Learning Outcomes
• Explain the concepts of equality, disability inclusiveness, universal design, universal access, and reasonable accommodation at work.
• Understand the legislative requirements regarding incapacity due to ill health, disability, equality, universal design, universal access, and reasonable accommodation at work.
• Practically apply the principles of universal design, universal access, and reasonable accommodation of persons with ill health and disability at the workplace.
Target Group
• The course is applicable to all officials in the Public Service.
Duration
• This workshop is presented over three (3) working days.
th
cIGFA ro 96
Annual Conference
A Milestone in Public Fin A nce A nd GlobA l coll A bor Ation
The Chartered Institute of Government Finance, Audit and Risk Officers (CIGFARO) successfully hosted its 96 th Annual Conference from 6-9 October 2025 at the Durban International Convention Centre (Inkosi Albert Luthuli ICC) in KwaZulu-Natal - marking yet another milestone in advancing the principles of good governance, transparency, and accountability within the public sector.
Held under the theme “Reviewing the Fundamentals of Public Finance in a Changing World,” the conference brought together over 1 500 delegates across all spheres of government, state entities, and the private sector, creating a dynamic platform for professional exchange, innovation, and policy dialogue.
The conference was officially opened by the Premier of KwaZulu-Natal, Honourable Thami Ntuli, who emphasised the importance of effective financial governance in driving service delivery and sustainable development. He highlighted the critical role of finance professionals in rebuilding trust and strengthening institutions amid global and local economic pressures.
The KwaZulu-Natal MEC for Cooperative Governance and Traditional Affairs (CoGTA), Rev Thulasizwe Buthelezi echoed these sentiments, urging municipalities to embrace accountability mechanisms and leverage partnerships to enhance financial management capacity. Adding a local government perspective, Cllr Xaba, the Executive Mayor of eThekwini Municipality welcomed delegates to the city of Durban and reaffirmed eThekwini’s commitment to supporting public sector excellence through collaboration with professional bodies such as CIGFARO.
One of the defining highlights of the 96 th Annual Conference was the launch of the Global Federation of Public Finance Associations (GFPFA) - a historic milestone marking the formal establishment of a global platform dedicated to strengthening financial governance across borders. The launch featured a Memorandum of Understanding (MoU) signing between the GFPFA and the Government Finance Officers Association (GFOA), symbolizing a collective commitment to advancing excellence, transparency, and innovation in public finance worldwide. Mr. Lunda Asmani, representing the GFOA, delivered an insightful address on “The Role of Global Collaboration in Building Financial Resilience.” His remarks underscored the need for shared learning and the exchange of best practices to enhance the sustainability of public finance systems globally. >
Zul uN at al
“The 96th Annual Conference has once again proven that collaborationlocally and globally - is essential in advancing excellence in public financial management.”
- Dr Emmanuel Ngcobo, Outgoing CIGFARO President
“Our commitment to unity, professional development, and innovation will guide CIGFARO into a new era of excellence and accountability.”
- Ms Louise Muller, Incoming CIGFARO President
From the South African perspective, CIGFARO President Dr Emmanuel Ngcobo and CIGFARO CEO
Mr Nakisani Mathobo both reaffirmed the Institute’s mission to champion good governance and professionalise public finance through education, advocacy, and strategic partnerships.
International contributions from thought leaders such as Mr. Roland Svensson of KEF Sweden and Mr. Lunda Asmani of GFOA enriched the programme with comparative insights into global trends in fiscal management, audit reforms, and risk governance.
The conference also featured dynamic sessions with high profile speakers like Arlene-Lynn Volmink, CEO of the Institute of Internal Auditors South Africa (IIA SA), who emphasised the synergies between assurance and accountability in the public sector.
Beyond its technical sessions, the conference provided an opportunity for delegates to engage, network, and share innovative approaches to managing public funds in a rapidly evolving landscape. Leadership expert Mr. Linda Ntuli energised the delegates with a motivational address on “Resilience and Leadership in Times of Change,” setting an inspiring tone for professionals navigating complex governance environments.
CIGFARO extends its sincere appreciation to all sponsors, partners, and exhibitors whose contributions made the 96 th Annual Conference a success!
In particular, heartfelt grati tude goes to our Platinum Sponsor - Munsoft - for their unwavering support and partnership.
Munsoft’s continued commitment to innovation in local government systems and digital transformation reflects the forward-thinking spirit that drives progress in the public sector.
Through their sponsorship and active participation, Munsoft played a vital role in enabling meaningful engagement, knowledge-sharing, and the seamless execution of this landmark event.
The conference culminated in the Mayoral Welcoming Dinner, an evening dedicated to celebrating excellence, innovation, and integrity in public financial management. Award recipients were recognised for their outstanding contributions to good governance and professional excellence within their respective institutions.
Another significant highlight of the 96 th Annual Conference was the inauguration of the newly elected CIGFARO President, Ms. Louise Muller. Her appointment marks a new chapter of visionary leadership for the Institute as it continues its mission of advancing excellence, integrity, and accountability within public finance. In her acceptance address, Ms. Muller emphasised the importance of unity, professional development, and innovation in navigating the evolving landscape of public sector finance. She also extended heartfelt appreciation to outgoing President Dr. Emmanuel Ngcobo for his dedication and impactful leadership, which have laid a strong foundation for CIGFARO’s continued growth and global recognition.
In the same spirit of growth and renewal, CIGFARO proudly launched the CIGFARO Youth Forum during the conferencean initiative aimed at nurturing the next generation of finance and governance professionals. The Youth Forum will serve as a dynamic platform for young practitioners and students to engage, learn, and contribute to the evolving public finance landscape. Its establishment underscores CIGFARO’s commitment to capacity building, mentorship, and the longterm sustainability of the profession.
Dr Emmanuel Ngcobo in his outgoing speech expressed appreciation to all speakers, delegates, and partners for their invaluable contributions to the success of the conference. He reaffirmed CIGFARO’s commitment to promoting professional development and strengthening accountability within all spheres of government. “The 96th Annual Conference has once again proven that collaboration - locally and globally - is essential in advancing excellence in public financial management,” said Dr Ngcobo.
“As we look to the future, CIGFARO remains dedicated to shaping capable, ethical, and visionary leaders who will drive change across our public institutions.”
CIGFARO extends its gratitude to all attendees, sponsors, and exhibitors who played a part in making the 96th Annual Conference a success. The Institute looks forward to building on this momentum as it continues to drive conversations that strengthen public finance and governance both in South Africa and abroad.
For post-conference highlights, photographs, and presentation downloads, visit www.cigfaro.co.za or follow CIGFARO on its official social media channels.
TURNING POSSIBILITY INTO PROGRESS: Avo Vision’s Journey of Empowerment
Across South Africa, stories of hope and resilience unfold every-day in township enterprises finding their feet, in young people learning financial confidence and in rural communities restoring their land and livelihoods. At the heart of many of these stories is Avo Vision, a proudly African social enterprise committed to unlocking opportunity and sustainable growth where it matters most.
Since its inception in 1996, Avo Vision has worked to tackle three of the country’s most pressing challenges: poverty, inequality and unemployment through practical, people-centred solutions.
Avo Vision’s approach is anchored in four strategic pillars:
• Socio-Economic Development and Evironmental stewarship.
These pillars are designed to create pathways to opportunity and resilience, not only for individuals but for the broader ecosystems in which they live.
Partnership is central to Avo Vision’s model. The organisation builds partnerships across business, civil society and government to ensure that change is meaningful and sustainable. Its programmes align with key national and global frameworks, including South Africa’s National Development Plan 2030, the African Union’s Agenda 2063 and the United Nations Sustainable Development Goals.
Henry Sebata, CEO
Khwezi Cenenda, ESD Director
Key Highlights from the 2024 Impact Report:
291 businesses supported through Enterprise Development initiatives. 1,358 since 2018
1,058 new jobs created across projects in 2024
1,873 small businesses supported between 2011 and 2024
902 hectares of land restored through Alien Invasive Clearing projects since 2022
600,000+ individuals reached through Consumer Financial Education (Financial Literacy) since 2009
Financial Education for Empowerment
For millions of South Africans, especially young people, informal workers and rural communities, financial exclusion remains a daily struggle. Limited access to financial guidance keeps many trapped in cycles of debt and uncertainty. Avo Vision’s Consumer Financial Education (CFE) programme addresses this head-on.
Built on the simple but powerful principle that knowledge leads to confidence, the programme helps individuals gain practical skills to manage money, reduce debt and plan for the future. Through a blended learning approach that combines in-person training through digital tools, Avo Vision ensures financial literacy reaches even the most remote communities.
Since 2009, the CFE programme has reached over 600,000 participants and is on track to impact one million lives by 2030.
Supporting Small Enterprises
Many micro and small enterprises, particularly in rural and township settings, face limited access to finance, mentorship and markets.
Avo Vision’s Enterprise and Supplier Development (ESD) initiatives address this gap through targeted programmes that nurture entrepreneurs and strengthen local value chains. Whether through unlocking green value chains for rural communities, supporting township entrepreneurs with alternative energy solutions or enabling Early Childhood Development centres' financial sustainability for deepened and broader impact, Avo Vision’s interventions are regenerative and locally led.
“Behind
every Avo Vision programme lies a simple truth: progress is interdependent. Empowered
individuals drive thriving enterprises and thriving enterprises strengthen resilient communities.”
- Avo Vision’s Director of Enterprise and Supplier Development, Khwezi Cenenda.
Green Economy and Environmental Restoration
To combine environmental restoration with economic development and livelihoods creation, Avo Vision's Green Business Value Chain (GBVC) initiative is a leading force in sustainable entrepreneurship in South Africa. The programme has successfully created over 1,700 jobs in green businesses in the past two years
while clearing hundreds of hectares of alien and invasive plant species and beneficiating the biomass into value added products for various markets.
The initiative, in partnership with the private and public sectors; Department of Forestry, Fisheries and the Environment, Department of Small Business Development and Industrial Development Corporation's Social Employment Fund (SEF), part of the Presidential Employment Stimulus, has already supported more than 70 green businesses through comprehensive training and resource provision. Private sector partners include De Beers, Nedbank and Lewis Foundation. The initiative's impact extends beyond numbers.
This dual approach has proven particularly effective in reducing community dependence on government grants by fostering financial independence through sustainable business ventures. Environmental benefits have been equally impressive. The cleared areas have shown significant improvements in water conservation and ecosystem health, making previously degraded land suitable for agricultural use.
Partner with Avo Vision
Avo Vision invites partners from corporates and development agencies to local enterprises and public institutions to join hands in creating inclusive, sustainable growth.
Connect with us to explore partnership opportunities that make a real impact where it matters most.
Supporting climate change adaptation efforts and building societal resilience
Partnership for Risk and Resilience (P4RR) is Santam’s flagship programme, aimed at building societal resilience through collaboration and partnerships with all spheres of government, state owned entities, research and academic institutions, community-based organisations, private sector agencies to co-create initiatives to enhance institutional capacity of mandated organisations to manage disaster risks focusing on three primary hazards i.e., drought, fires and floods.
Supporting climate change adaptation efforts in municipalities
Climate change and variability are reshaping South Africa’s disaster risk landscape, leading to an unprecedented scale of devastation affecting communities, livelihoods, social infrastructure, and resulting in significant insurance losses. There is an increasing need for climate change adaptation support for South African municipalities to reduce their vulnerability and exposure to climate hazards.
Santam, the Council for Scientific and Industrial Research (CSIR) and other partners supported 20 selected district municipalities with development of Climate Change Adaptation Plans using the Green Book. The next phase of this project will focus on supporting municipalities to mainstream the adaptation action plans and incorporate these into their planning and budgeting.
This will support better implementation, especially where resources are limited, and improve the overall impact of climate response efforts.
Planting trees to support climate change adaptation efforts
Globally, cities are confronting the impact of climate change which is exacerbated by the loss of green spaces and forests, with an estimated 1 million hectares of forests destroyed each year. The large-scale loss of trees, particularly in areas that are poverty-stricken leads to the depletion of carbon sinks and green lungs and poses multifaceted threats to the environment, urban sustainability, and health and wellbeing. The impact of the loss of an urban canopy is the worsening of climate-induced temperature rise and contributing to the urban heat island effect.
As part of the 2025 program, over 350 indigenous and fruit trees were planted across four P4RR partner municipalities (City of Tshwane, Mopani, West Rand, Alfred Nzo Districts). These trees were planted with community members in identified high risk areas prioritized by each partner with the aim of driving climate change adaptation, enriching the local environment, promoting biodiversity, advancing urban greening, and contributing to a healthier planet for generations to come. To date, over 1000 trees have been planted in five partner municipalities across the country.
Collaboration with City of Tshwane to reduce urban flood risk and build local skills
Flooding is becoming a growing challenge in cities around the world, especially in urban areas. This is mainly due to rapid development, aging infrastructure, poor maintenance, and climate change. In many places, stormwater systems are outdated and can’t handle the increased pressure. Littering and environmental neglect also block drains, causing local flooding during heavy rains. To help reduce flood risks, Santam partnered with the City of Tshwane to clean stormwater drainage systems in high-risk areas as part of its P4RR programme. Areas included Pretoria CBD, Atteridgeville, Olievenhoutbosch, Centurion, Mamelodi, Eersterust, and Pretoria East, among others.
The project also supported skills development for 10 unemployed learners over 16 months, helping them gain technical experience and improve their chances of finding permanent jobs. More than 1,000 stormwater catchpits were cleaned, and the impact will be monitored over time, especially during heavy rainfall. Feedback from the learners shows that the programme gave them valuable skills, experience, and connections to pursue better opportunities. The City of Tshwane has expressed strong support for the initiative, noting its value in the face of ongoing budget constraints. Regular monitoring will be conducted to assess the long-term impact of the cleaned stormwater systems, particularly during the rainy season. This partnership reflects Santam’s continued commitment to building resilient communities and supporting sustainable urban development.
Key outcomes of the P4RR programme since inception
110
3 20 1500+ 1000+
people benefited from P4RR initiatives
29.2 180k+ 5 municipalities district municipalities municipalities people indigenous trees million people metros supported since 2012 (Mopani, Capricorn & Nkangala) -supported with hosting schools debate competition focusing on disaster and environmental management supported with development of climate change adaptation plans trained in firefighting, safety, disaster management and related courses planted in five partner municipalities across the country to support climate change adaptation efforts
reached with targeted community level disaster risk awareness and education supported to strengthen capacity in water security, fire and disaster risk management
SAFCOL’S LEADERSHIP IN SUSTAINABLE FORESTRY AND CLIMATE ACTION FORESTS FOR THE FUTURE
Forestry is not just about timber, it is a vital lifeline for communities, a guardian of biodiversity, and a critical player in global climate resilience. As industries around the world commit to sustainability, South Africa’s forestry sector is undergoing a deliberate transformation that balances cuttingedge innovation with responsible environmental stewardship.
At the forefront of this evolution is SAFCOL (South African Forestry Company SOC Limited), a state-owned enterprise under the Department of Forestry, Fisheries and the Environment (DFFE). Operating across Limpopo, Mpumalanga, KwaZulu-Natal, and parts of Mozambique, SAFCOL is more than a forestry company, it is a catalyst for socio-economic development, supporting over 20 000 lives through job creation, enterprise development, and social upliftment initiatives such as building schools, clinics, and early childhood development centres. With 5 000 direct and indirect
employees, SAFCOL’s impact extends far beyond its plantations, into the heart of communities that depend on forestry for their livelihoods.
Global Climate Leadership and G20 Engagement
SAFCOL plays a strategic role in the G20 Environment and Climate Sustainability Working Group (ECSWG), led by the DFFE, reinforcing our commitment to responsible forest stewardship and climate action.
This global platform underscores SAFCOL’s commitment to sustainable forest management and climate change mitigation, ensuring that forestry operations align with international best practices for reducing carbon emissions and enhancing ecosystem resilience.
Forests are natural carbon sinks, and sustainable forestry is a cornerstone of climate action. SAFCOL’s approach
integrates responsible harvesting, reforestation, and mechanised operations that reduce waste and improve efficiency, all while preserving biodiversity and cultural heritage.
Driving Industrialisation Through Mechanisation
One of the most significant milestones in SAFCOL’s journey has been the introduction of mechanised harvesting. Transitioning from labour-intensive methods, SAFCOL’s mechanised harvesting revolutionises efficiency, safety, and sustainability. Traditionally, forestry relied on labour-intensive practices that posed safety risks and limited productivity. Mechanisation has changed that narrative, ushering in a new era.
To support this shift, SAFCOL introduced a state-of-the-art forestry simulator, offering immersive, risk-free training for machine operators. This innovation not only enhances operational excellence but also empowers youth and women, creating pathways for professional growth in a modernised forestry sector.
Commitment to Transformation and Sustainability
SAFCOL exemplifies “responsible forest stewardship” by managing its forests with the highest environmental and social standards, aligned with global best practices but tailored to local realities.
For communities in forest-rich provinces, forestry is deeply tied to heritage and identity. SAFCOL recognises this and actively works to integrate local communities into the forestry value chain.
Through skills development, enterprise support, and inclusive projects, SAFCOL ensures that progress does not come at the expense of tradition. Instead, heritage and innovation coexist, strengthening community resilience while driving economic growth.
SAFCOL proudly holds a Level 1 B-BBEE rating, reflecting its commitment to empowerment and inclusion. By prioritising previously disadvantaged South Africans in its supply chain and operations, SAFCOL aligns with the State’s transformation agenda while fostering shared value.
Sustainability remains central to SAFCOL’s operations. The company adheres to responsible forest management principles, limiting annual harvesting to approximately 1.4 million m³ to maintain ecological balance. This approach ensures that SAFCOL’s impact is not only economic but also environmental, safeguarding resources for future generations.
Innovating for Tomorrow
From structural lumber certified to national standards to premium appearance grades for furniture manufacturing, SAFCOL’s product portfolio reflects quality and reliability. But beyond products, SAFCOL’s vision is clear: to lead the industrialisation of South Africa’s forestry sector while preserving its cultural and environmental heritage.
As SAFCOL continues to modernise operations, invest in technology, and empower communities, it sets a benchmark for how state-owned enterprises can drive inclusive growth. In doing so, SAFCOL proves that industrialisation and sustainability are not opposing forces, they are partners in shaping a resilient, innovative future for South Africa.
Call to Action:
Forestry is more than timber; it is a story of heritage, innovation, and shared prosperity. SAFCOL invites governments, industries, partners, and communities to join us in building a future where progress and preservation thrive side by side, demonstrating the power of responsible industrial leadership for climate action and inclusive growth.
INTENSIFYING NATIONAL ENFORCEMENT DRIVE TO COMBAT UNSAFE AND ILLICIT PRODUCTS
Working Towards a Safer, Compliant and Competitive South African Market
The National Regulator for Compulsory Specifications (NRCS) has launched an intensified national enforcement programme targeting unsafe, noncompliant and illicit products across South Africa. This campaign forms part of the NRCS’s Annual Performance Plan and directly supports its core mandate to protect public health, safety, and the environment through the enforcement of compulsory specifications and technical regulations.
Consumer protection lies at the heart of the NRCS’s work but this function is also key to South Africa’s role in the global economy. Ensuring that goods entering and sold in the country are safe, certified and fit for purpose helps build consumer confidence and supports fair competition in the market.
Strategic Joint Inspections Across Provinces and Border Posts
From August to October 2025, the NRCS working in collaboration with enforcement partners including SARS, SAPS, the Border Management Authority, and local municipalities, undertook a series of coordinated joint inspections in KwaZulu-Natal, Limpopo and the Northern Cape.
In KwaZulu-Natal, operations targeted retail hubs in Durban, Umlazi, Pietermaritz-burg, and Springfield. Inspectors uncovered and removed unsafe electrical appliances, counterfeit clothing, expired food items, and unmarked timber products that posed serious risks to consumers.
In Limpopo, inspections in Polokwane and Lebowakgomo led to the confiscation of more than 6 300 unsafe products
valued at over R66.3 million. These included safety footwear, electrical appliances and food items, among others.
At the Nakop Border Post and in Upington (Northern Cape), the focus shifted to import control. Inspectors reviewed incoming consignments of tyres, cosmetics, electrical items and other regulated goods. Noncompliant goods were detained before entering the local market, supporting the NRCS’s border enforcement strategy to stop unsafe products at source.
Alignment with Strategic Goals and National Targets
These operations align with the NRCS Strategic Plan 2025-2030, which outlines key performance targets:
• Conducting 78 joint or blitz inspections in partnership with government agencies
• Removing or correcting R2.31 billion worth of non-compliant goods from the market
The NRCS uses a risk-based and intelligence-led enforcement approach, combining market surveillance, border control, business engagement, and inspections at source. These regulatory tools ensure that unsafe products are intercepted at all stages of the supply chain, from entry points to shop shelves.
Protecting Communities and Supporting Compliance
Beyond enforcement, the NRCS also plays an educational role, engaging with traders and businesses to raise awareness on compulsory specifications and the consequences of noncompliance. During the raids, businesses were briefed on the reasons behind product seizures and guided on how to meet the regulatory requirements.
These interventions are critical to building a culture of compliance and empowering municipalities to enforce national safety standards at the local level.
Looking Ahead: Expanding the Reach of Enforcement
As the NRCS accelerates its operations towards the 2025/26 targets, it remains committed to expanding its footprint, strengthening multi-agency collaboration, and increasing the reach of inspections across the country.
Every inspection, whether at a border post or retail outlet, is a step towards a safer, more competitive, and more compliant South African economy. These interventions are not only removing harmful goods but also reinforcing trust in the regulatory system and promoting sustainable, fair trade practices for the benefit of all South Africans.
HOW bumb’INGOMSO MENTORS ARE GUIDING YOUTH TO REWRITE THEIR FUTURES
Across Buffalo City
Metropolitan Municipality (BCMM)’s communities, powerful stories of hope, resilience, and transformation are being written - one young person at a time. Behind these stories it is bumb’INGOMSO (BI), an HIV prevention project that continues to inspire youth to make informed life choices, challenge harmful gender norms, and achieve agency so they are less likely to engage in risky behaviour, therefore reduce their vulnerability to HIV infection.
For many young people across BCM, bumb’INGOMSO has become more than just an HIV prevention intervention, it is a movement of self-discovery, empowerment, and lasting change.
This movement is led by ordinary young people doing extraordinary work in their communities. They are the BI mentors, community influencers
and club members - passionate changemakers helping young people find direction, purpose, and confidence to take charge of their lives.
Mentorship that Moulds Futures
BI mentors are placed at schools for defined periods while community influencers and club members are working within communities. They are the heartbeat of BI’s work, walking alongside young people through some of life’s toughest decisions. Whether it’s choosing to stay in school, saying no to peer pressure, or seeking help for mental health challenges, mentors are there, offering guidance, information, and a listening ear.
They create safe spaces where young people can talk openly about their dreams, fears, and everyday struggles. From discussions on gender equality
and relationships to sessions on HIV prevention and career choices, mentors are trained to listen without judgment and to share accurate, youth-friendly information with young people.
Through mentorship and compassion,
bumb’INGOMSO is shaping a generation of young people who believe in their worth and power to create change.
Beyond information and opportunities, mentors provide something even more important, emotional support. Many of the young people they work with face challenges at their homes, schools and communities. Having someone who believes in them, listens, and encourages them to keep going, makes all the difference.
They also help connect young people to real opportunities, including bursaries, internships, or community initiatives that build skills necessary for them to earn a living and achieve agency.
For BI, mentoring is about showing young people what’s possible. BI mentors lead by example, they live
the values of respect, courage, and resilience. They remind young people that no matter where they come from, they have the power to shape their own future.
Through their commitment and compassion, these mentors are not just changing lives - they are helping to build a stronger, more hopeful
community in Buffalo City and parts of Amathole District Municipality.
bumb’INGOMSO is an isiXhosa term meaning “mould the future,” and that’s exactly what the programme is doing: building a future where every young person believes they matter, knows their worth, and feels empowered to make choices that shape a brighter life.
Here is what our mentors have to say about bumb’INGOMSO:
I joined BI back in 2022 and never looked back! Being a mentor is a fulfilling job, and I have embraced it over the years. What motivates me every day is seeing hope in young people’s eyes every time they see me. The fact that they trust me to help solve their problems and see me as their role model is what makes me want to wake up every morning and go to work.
I joined BI many years ago when I was at school. I am now a Community Influencer, and I am known around here as an advocate for human rights, as a result, when young people are facing challenges, they look for me for advice and support. What motivates me to keep going is seeing young people receive the justice they deserve.
My inspiration to become a peer mentor stemmed from my desire to support fellow students and make a positive impact on their academic journey. I have witnessed the challenges some students face both personally and academically. What motivates me is seeing fellow students overcoming their challenges, passing their studies and getting their qualifications.
I have been part of BI since 2020. What I like about working with children is getting to understand the diverse ways in which kids learn and express themselves. Some learn through reading, visuals and sound while other learn through play. What motivates me everyday is seeing young people who started out shy, starting to open up and expressing themselves in confidence.
changing lives,one young person at a time!
Khuthazwa Dlelaphantsi (27): BI Mentor - Keiskammahoek
Bulelani Njongi (30): BI Community Influencer - Ndevana
Bianca Nompumezo James (30): BI Peer Mentor - Lovedale TVET College, Zwelitsha Campus
Ntsika Mafombela (32): BI Mentor - Cwecwani, Butterworth
VODACOM LIMPOPO FAST-TRACKS DIGITAL INCLUSION WITH
OVER HALF A BILLION-RAND INVESTMENT
Vodacom Limpopo has reaffirmed its commitment to bridging the digital divide with a major network infrastructure investment of more than R500 million for the 2025/26 financial year. Building on last year’s R414 million allocation, the new capital injection strengthens Vodacom’s mission to empower communities, drive economic growth, and connect even the most remote parts of the province through reliable broadband connectivity.
This year’s investment brings Vodacom’s total expenditure in radio and transmission infrastructure in Limpopo to R3.1 billion over the past seven yearsa clear signal of the company’s long-term vision to support inclusive, technologyenabled development across the region.
Expanding coverage and capacity
Of the current allocation, R312 million has been earmarked for radio network rollout, while R194.2 million will support the expansion of transmission infrastructure. A further R346 million has already been committed for the next financial year, ensuring continued growth in network capacity and coverage.
The rollout includes over 250 new 5G sites across key areas such as Polokwane, Makhado, Thohoyandou, Makhuduthamaga Rural, Greater Tubatse, Thulamela Rural, Ba-Phalaborwa Rural and Greater Tzaneen Rural. Many deeprural communities, including Giyani, Malamulele and Musina, will benefit from this expansion - bringing highspeed connectivity to previously underserved areas.
“At Vodacom, our vision is to connect every individual and community, ensuring that everyone has the opportunity to participate in the digital economy and reap the associated socio-economic benefits,” says Lynn Benjamin, Managing Executive for Vodacom Limpopo. “By investing in advanced network infrastructure and affordable digital solutions, we are laying the foundation for a brighter, more inclusive future for all.”
Connecting Limpopo for a better tomorrow means ensuring that every household, business, and community across the province can fully participate in and benefit from the digital economy.
Supporting local enterprise and growth
Vodacom’s approach extends beyond connectivity to direct community investment. Between FY24 and FY26, R40.3 million has been allocated to support small, medium, and micro-enterprises (SMMEs) in the province. This initiative aims to strengthen Limpopo’s digital backbone, stimulate local entrepreneurship, and contribute to sustained job creation.
Driving affordability and accessibility
Central to Vodacom’s strategy is making connectivity more affordable and accessible. The company’s EasyToOwn programme allows customers to purchase a smartphone for as little as R6.50 per day using airtime.
Since its launch in 2023, EasyToOwn has grown by 113 percent, reflecting high demand for affordable digital access.
In a special Mandela Day initiative, Vodacom offered 4G smartphones to 2G users for R67 - a fraction of their R700 retail value - helping customers upgrade to devices capable of accessing faster, more efficient networks.
Smartphone penetration in Limpopo has risen by nine percentage points over the past year, demonstrating significant progress in the region’s digital migration.
Vodacom has also reduced data bundle prices by an average of 30 percent, supported by targeted regional promotions and personalised platforms. Educational campaigns have led to an 11 percent year-on-year increase in customers engaging with these platforms, ensuring that more residents benefit from cost-effective digital solutions.
Building an inclusive digital future
Through these sustained investments, Vodacom Limpopo is transforming the province’s connectivity landscape. Beyond building towers and networks, the company is investing in people - supporting learning, enterprise, and economic participation in both urban and rural communities.
“Our ongoing commitment to digital inclusion is about more than technology; it is about empowering people, fostering growth, and building a province where no one is left behind. Together, we are connecting Limpopo for a better tomorrow,” Benjamin concludes.
ONE VISION, ONE PLAN
AN INTEGRATED APPROACH IN LAW ENFORCEMENT AND SERVICE DELIVERY SECURES A POSITIVE OUTLOOK ON THE GAUTENG LOCAL GOVERNMENT LANDSCAPE
By Mary Martins
During the 2025 State of the Province Address, Gauteng Premier Lesufi stressed the need for coordinated safety initiatives, affirming: “Gauteng will go a step further by signing a memorandum of cooperation with SAPS and municipalities to ensure that we effectively fight crime. Each municipal law enforcement agency will be able to operate across boundaries.”
Criminals are known to operate and evolve without the restrictions of area boundaries and borders. It was a long overdue strategic move to make crime-fighting match the freedom of movement that criminals have been using to their advantage for the longest of time. In the spirit of collaboration, Gauteng municipalities agreed
to adopt a “one vision, one plan” to protect and serve the people of our province
Crime also has a definite effect on service delivery and criminals are responsible for denying residents of much needed basic services. Crimes such as cable theft, damaging and destruction of infrastructure, electricity theft and illegal occupations, put extra pressure and financial demands on already burdened municipalities.
Landmark Safety and Security Memorandum of Understanding (MoU)
The Gauteng Provincial Government (GPG), in partnership with the South
African Police Service (SAPS), municipal law enforcement agencies, and local municipalities across the province, has recently signed a landmark Safety and Security Memorandum of Understanding (MoU) aimed at intensifying the province’s fight against crime, violence and lawlessness.
Gauteng’s united front against crime shows that integration breeds success – when municipalities work together, communities become safer and service delivery thrives.
This significant agreement was formally signed on 15 April 2025 by political and
law enforcement leadership at a public event held in Johannesburg. During a colourful, public parade, a symbolic display by all law enforcement agencies of the Gauteng province. A bold, united front against crime was demonstrated on the day.
The memorandum of understanding brings together all municipalities across the Gauteng province to work together in providing safer communities they serve. Law enforcement agencies now enjoy the freedom of movement that makes it easier for more effective pursuing of criminals and prevention of crime across municipal borders. This MoU signifies the abandoning of unnecessary bureaucracy and putting the safety of our residents first.
Premier Lesufi, in his address during the signing ceremony, further emphasised the link between safety and economic development, saying that the economy of Gauteng would not grow, and that job creation would be hampered with high levels of crime.
Objectives of the MoU
The objective of this landmark Agreement is to record the co-operation of the Parties in pursuance of a shared vision of safety and security within Municipalities, encompassing various initiatives, programmes and strategies aimed at promoting a safe, secure and conducive environment by:
• The creation of a shared safer cities and towns vision that maximizes integrated relationships with all spheres of government and civil society in creating a safe and secure environment.
• The development of programmes, plans, interventions and infrastructure that will seek to reduce the levels of crime in society.
• The development of an aligned approach to support and enhance safety and security in the province.
• By ensuring that a conducive platform is created that transverses decision-making levels of all spheres of government and other relevant stakeholders.
• By building internal capacity to ensure a successful delivery of the areas of co-operation as set out in Clause 6, hereunder.
• By undertaking research and developing, procuring and
commissioning technological infrastructure where resources are integrated; and
• By alignment of strategies aimed at promoting a safe and secure environment as well as the co-ordination and implementation thereof.
This MoU outlines a comprehensive five-year framework for >
intergovernmental cooperation, bringing together SAPS, the Department of Cooperative Governance and Traditional Affairs (COGTA), the Gauteng Department of Community Safety, municipal police departments, district and local municipalities, Community Policing Forums (CPFs), and Gauteng Crime Wardens.
Key areas of cooperation include Joint law enforcement operations across municipal boundaries; intelligence sharing and joint training; combatting crimes such as drug trafficking, cable theft, illegal mining, GBVF, illegal firearms, and unsafe buildings.
Following the signing of the MoU, successful joint Crime prevention and Service delivery operations were conducted in all five regions across the Gauteng province. These operations formed part of the provincial government’s efforts to strengthen multi-agency collaborations to combat crime across jurisdictions and to enhance police visibility, promote information sharing among law enforcement agencies and showcase technological tools used in crime prevention.
The programme also focusses on addressing key service delivery challenges in all areas such as:
School Safety Campaigns:
Law enforcement agencies and social partners conduct school searches and awareness talks to promote drug-free, safe learning environments.
Waste Management and Illegal Dumping Clean-up:
Multiple illegal dumping sites are cleared, enhancing environmental health and restoring community dignity.
Road Maintenance:
Critical potholes are repaired, and road signage updated to improve mobility and safety.
By-law Enforcement:
Teams tackle illegal trading, noise pollution, and unauthorised land use through active by-law enforcement.
General Law Enforcement:
Enhanced patrols and joint perations contributing to crime prevention and boosting visible policing.
It is all systems go to ensure that, going forward, Gauteng residents and visitors to the province, can now look forward to safer areas and the freedom of movement to enjoy whatever the province
has to offer. Instead of working in silos, municipalities now have more resources available to enhance service delivery in the communities they serve.
By combining safety operations with service delivery improvements, Gauteng is restoring dignity, rebuilding trust, and creating cleaner, more liveable communities for all.
Building on the momentum
In taking integration further, the Gauteng Provincial Government (GPG), in partnership with all 11 municipalities in the province, has launched a major revitalisation initiative under the broader framework of tackling the G13 challenges, as outlined in the 2025 State of the Province Address.
On Friday, 5 September, GPG departments, the City of Johannesburg together with the civil movement Jozi My Jozi, and the Johannesburg Inner City Partnership (JICP) rolled out the first Integrated G13 Service Delivery Operation. The operation focused on improving lighting, security, and cleanliness to create an environment that restores dignity, attracts investment, and fosters safer, more liveable communities.
As part of this realignment, government has adopted a joint programme across all spheres. MEC for Infrastructure Development and Cooperative Governance and Traditional Affairs, MEC Jacob Mamabolo, reaffirmed Gauteng’s priorities: securing water, protecting infrastructure, fixing traffic lights and potholes, fighting crime, managing informal settlements, stabilising electricity, tackling gender-based violence and drug abuse, improving health and education services, reviving CBDs, and reducing unemployment.
The G13 concept is anchored in ten strategic interventions that drive Gauteng’s development priorities. Hundreds of law enforcement officers, supported by government officials, were deployed across Johannesburg in impact-driven operations.
The Johannesburg Metropolitan Police Department (JMPD) led multidisciplinary enforcement actions to restore law and order in the CBD, focusing on traffic management, impounding of illegally parked vehicles,
stop-and-search operations, verification of documentation, and the removal of illegal traders in line with city by-laws.
Alongside law enforcement, service delivery teams concentrated on clearing illegal dumping sites, repairing roads and potholes, marking streets, restoring streetlights, fixing water leaks, unblocking drainage systems, and pairing pavements.
These G13 Fridays are constantly gaining momentum across the province. Each Friday is now marked by a variety of impact base integrated service delivery operations and interventions that yield significant and notable successes.
These integrated operations demonstrate the commitment of the Gauteng Provincial Government, working with its partners, to deliver visible change. The service delivery operations will continue, ensuring that the Gauteng province becomes a safer, cleaner, and more welcoming space for residents, businesses, investors and visitors.
From every angle, working together in unison, proves to be a winning approach. Integration breeds success.
What the MoU Means for Gauteng Province
A new era of collaboration:
The landmark Safety and Security MoU marks the first time all Gauteng municipalities, SAPS, and provincial departments operate under one coordinated framework.
Breaking down boundaries: Law enforcement can now act beyond municipal borders, ensuring faster response times and stronger coordination in fighting crime and protecting infrastructure.
Beyond policing:
The initiative links safety with service delivery - tackling issues such as cable theft, illegal dumping, road maintenance, and school safety in one integrated approach.
Community impact: Cleaner environments, improved visibility of law enforcement, and revitalised public spaces are restoring confidence and dignity in local communities.
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FROM REACTION TO RESILIENCE: KWAZULU-NATAL STRENGTHENS DISASTER READINESS FOR SUMMER 2025
The KwaZulu-Natal Provincial Government, under the leadership of Premier Thamsanqa Ntuli, has officially launched its 2025 Provincial Summer Season Awareness Campaign, signalling a renewed determination to build a culture of preparedness, resilience and sustainable development across the province. The launch event, hosted at the Mazakhele Sportsground in Umuziwabantu Local Municipality, was convened by the Department
of Cooperative Governance and Traditional Affairs (COGTA) in partnership with the Provincial Disaster Management Centre (PDMC). It marks a major pivot in the province’s approach to climate-related risk
At the core of the campaign is the formal hand-over of essential firefighting apparatus and disasterresponse equipment to multiple municipalities. Eleven fire-trucks, graciously donated by the
Department of Forestry, Fisheries and the Environment (DFFE), were delivered to the following eleven municipalities: uMfolozi, uMvoti, uMngeni, Inkosi Langalibalele, uBuhlebezwe, Dr Nkosazana DlaminiZuma, Ray Nkonyeni, Madlangeni, Nkandla, eDumbe and Nongoma.
Premier Ntuli emphasised that the campaign reflects KwaZulu-Natal’s resolve to move from reaction to prevention. “For too long, KwaZuluNatal has borne the brunt of severe
weather events,” he declared. “This campaign is a declaration of our provincial government’s commitment to moving from a reactive stance to a proactive and preventative posture against disasters.”
He further remarked on the strategic significance of the resources being deployed: “Today, we are not just handing over fire trucks and equipment; we are investing directly in the resilience, preparedness and ultimate safety of every citizen of our province. These resources will empower our local municipalities, especially those in rural and high-risk areas, to respond with the speed and efficacy our people deserve.”
Crucially, the government acknowledges that hardware is only one component of effective disaster risk reduction. The campaign is complemented by communityeducation, early-warning infrastructure and strengthened municipal capacity. The launch event included calls for all 54 municipalities in the province to prioritise disaster-relief funding in their operational budgets.
“This campaign is a declaration of our commitment to move from a reactive stance to a proactive and preventative posture against disasters.”
- Premier Thamsanqa Ntuli
Building capacity and promoting community resilience
Beyond the equipment hand-overs, the campaign places a strong emphasis on skills-development and socio-
economic upliftment. Premier Ntuli emphasised that “disaster preparedness is intrinsically linked to economic development. By creating sustainable job opportunities and developing essential local skills, we are building capacity from the ground up. This is a double victory for our communities.”
In this context, a partnership with the Development Bank of Southern Africa (DBSA) will enable the training of 50 young people from five municipalities as professional firefighters - thereby creating real career pathways that also enhance the province’s readiness.
Additionally, four municipalitiesuMfolozi, Nongoma, uKhahlamba and Umuziwabantu - received further disaster-management materials and tools valued at R1 million, aimed at increasing their immediate operational responsiveness.
The role of governance and fiscal discipline was also underlined during the launch. MEC Reverend Thulasizwe Buthelezi of COGTA supported the Premier’s vision, acknowledging that disasters cannot wait for budgets or extended planning cycles. “Disasters do not wait for budgets or plans, they strike suddenly and often unfairly affect the poor,” he said. “That is why, under the Premier’s decisive leadership, our provincial focus is shifting to actively funding resilience. Every rand we invest today in prevention and community education saves lives and millions in recovery costs tomorrow.”
With growing climate-variability placing significantly increased pressure on municipalities, the campaign emphasises that strengthening local capacity, infrastructure and coordination is no longer optional - it is imperative. According to provincial sources, since 2021 more than 500 people in KwaZulu-Natal have lost their lives in weather-related disasters including floods, thunderstorms and veld fires.
A province united in preparedness
The Summer Season Awareness Campaign signals that KwaZulu-Natal is not waiting for the next disaster to respond - it is preparing now. The initiative seeks to involve all sectors of society: government, traditional leadership, local communities, private-sector partners and development agencies. The approach is multi-pronged: from equipment and skills to community education, early-warning systems and sustainable local economic development.
Among the key messages conveyed during the launch is that disaster risk reduction must be embedded in municipal governance, integrated into infrastructure planning (housing, transport, public-works) and aligned with rural and townshipdevelopment strategies. The campaign encourages municipalities to revise their Integrated Development Plans (IDPs) and budget allocations in favour of a resilience-driven model.
Premier Ntuli concluded the event with a direct call to all residents of KwaZuluNatal: “We urge every citizen to play their part in this vital campaign. Disaster management begins in your home, your ward and your community. Together, we will make KwaZulu-Natal a safer, stronger and more resilient province.”
This partnership-based vision recognises that disasters are not solely the preserve of emergency-services - they are an issue of development, governance and livelihood protection. Through this campaign, the provincial government is demonstrating that effective disaster management is not an event, but an ongoing commitment - one that safeguards lives, supports growth and protects vulnerable communities now and into the future.
For municipalities - national, provincial and local stakeholders - the message is clear: invest in resilience today, and the return will be measured in lives saved, infrastructure protected and communities strengthened.
RESTORING TRUST (AND WATER FLOW)
QUICK WINS FOR PUBLIC SERVANTS FACING INFRASTRUCTURE COLLAPSE
The crisis of water insecurity across South Africa presents a fundamental challenge to the mandate of public service, undermining economic stability and eroding constituent confidence. For National, Provincial, and Local Government Officials, Parliament Members, and their teams, securinga reliable, accessible, and clean water supply is the most pressing governance priority.
“Public servants are under immense pressure to deliver results fast. At NuWater, we focus on practical, rapid solutions that help municipalities restore supply and public confidence at the same time.”
NuWater, as a proudly South African company established in 2008, offers the proven, adaptive solution that forward-thinking public servants need to deliver quick, tangible wins and restore faith in service delivery. We understand that years-long, multi-billion-rand infrastructure rebuilds are often impractical and politically perilous given immediate community needs. Our strategy shifts the focus from lengthy, reactive maintenance to proactive, rapidly deployed water security. Our modular and automated water treatment plants are designed for speed and flexibility, allowing us to deploy exactly where needed to address community crises within weeks, not years, a capability that directly translates into immediate relief and restored constituent confidence.
Sandile Masikane, NuWater Business Developer
NuWater’s value to the public servant is clear in three (3) strategic intervention areas:
Firstly, we provide Downstream Remedial Interventions for failing infrastructure; rather than waiting for an entire municipal system to be overhauled, we combine essential upgrades with the rapid deployment of our modular plants, ensuring communities receive clean water even while older systems remain under stress. This is a practical, politically astute way to deliver immediate results.
“Water
security is not just about infrastructure; it’s about trust, resilience, and sustainability. Our work empowers local governments to turn short-term relief into lasting impact.”
Secondly, we specialise in the Restoration of Redundant or Non-Performing Water Treatment Plants. We have a proven track record of reconfiguring and recommissioning abandoned or poorly designed municipal facilities affordably and quickly, thereby bringing existing public assets back online. Critically, we embed this with an emphasis on training and empowering local plant operators, ensuring the long-term, sustained efficiency of the restored facilities and investing in local job skills.
Finally, for new capacity require-ments, our Water & Wastewater Treatment Plant Design and Engineering offers turnkey solutions built for sustainability and energy efficiency, supporting long-term planning.
By adopting NuWater ’s proven technology, pioneering public servants are not just purchasing water treatment equipment; they are acquiring agility and operational resilience. Our commitment to a circular water economy enables the reuse
and reclamation of water, reducing dependence on stressed fresh water sources and helping the country meet national sustainability goals.
Partnering with NuWater means aligning technology, expertise,
and shared purpose to safeguard the essential resource of clean water, allowing public servants to move decisively from managing crises to guaranteeing reliable service delivery and earning back the trust of their constituencies.
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Address: 87 Capricorn Drive, Capricorn Park, Muizenberg, Cape Town, 7945
SOUTH AFRICA PREPARES TO ROLL OUT GROUNDBREAKING HIV PREVENTION INJECTION
South Africa is on the cusp of a major breakthrough in HIV prevention with the introduction of a twice-yearly injectable option that is almost 100% effective in preventing HIV infection in high-risk individuals. The injectable, known as lenacapavir, is a long-acting antiretroviral (ARV) that promises to transform the country’s HIV response and accelerate progress towards ending new infections.
What is Lenacapavir?
Lenacapavir is a capsid-inhibitor ARV that can be administered as a subcutaneous injection every six months. After two initial loading doses, one injection every 26 weeks is enough to maintain protection. In a major trial involving more than 5 000 adolescent girls and young women in South Africa and Uganda, no new HIV infections were recorded among those who received lenacapavir - a striking result that highlights its potential impact.
The South African Health Products Regulatory Authority (SAHPRA) approved lenacapavir for HIV prevention in October 2025, paving the way for its public-sector rollout.
Why this injection matters
South Africa continues to carry one of the world’s highest HIV burdens. Until now, prevention has relied mainly on daily oral pre-exposure prophylaxis (PrEP) pills, which require consistent adherence. The new long-acting injection overcomes the challenge of missed doses and daily pill fatigue, offering a convenient and discreet alternative.
Health experts have described lenacapavir as a “game-changer” in HIV prevention. By reducing the frequency of clinic visits and improving adherence, it has the potential to ease pressure on public health facilities while giving individuals more control over their protection.
Rolling out in South Africa
The National Department of Health plans a phased rollout from April 2026, beginning in selected public-sector clinics located in high-incidence districts. In its first phase, lenacapavir will be made available through 300 to 360 clinics across six provinces.
Funding of around US $29 million from the Global Fund to Fight AIDS, Tuberculosis and Malaria will support the initial rollout, providing access for roughly 456 000 people over two years. Priority will be given to groups at highest risk of infection, including adolescent girls and young women, sex workers, men who have sex with men, and people who use drugs.
Challenges and considerations
Despite its promise, several challenges remain. The injection will initially be available at a limited number of sites, meaning many people may not have immediate access. The cost of branded lenacapavir is also high, though cheaper generic versions are expected from 2027.
The medicine is intended for HIVnegative individuals who weigh at least 35 kg and are at substantial risk of acquiring the virus. Importantly, it must still be used alongside safer-sex practices, such as condoms, to protect against other sexually transmitted infections.
The broader significance
If implemented successfully, lenacapavir could mark a turning point in South Africa’s fight against HIV. With only two injections required each year, it offers a sustainable and user-friendly prevention method that can reach those who have struggled with daily medication routines.
By combining innovation, equity, and collaboration across sectors, the country is laying the foundation for a future free from new HIV infections.
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Bachelor of Arts Honours in isiNdebele
Bachelor of Commerce Honours in Industrial and Organisational Psychology
Bachelor of Commerce Honours in Economics
Bachelor of Commerce Honours in Business Management
Bachelor of Commerce Honours in Organisational Psychology
Bachelor of Science Honours (General)
Bachelor of Science Honours in Geology
Bachelor of Science Honours in Entomology
Bachelor of Science Honours in Geography
Bachelor of Science Honours in Ecology
Bachelor of Honours in Information
Communication Technology
Bachelor of Honours in Development Studies
Bachelor of Honours in Agricultural Extension and Rural Resource Management
Bachelor of Administration Honours
Bachelor of Education Honours in Teaching and Learning
POSTGRADUATE PROGRAMMES
One-year full-time and two years part-time Programmes
Master of Development Studies
Master of Education in Early Childhood Education
Master of Agriculture in Agricultural Extension
Master of Science
Master of Science in Agriculture
Master of Commerce
Master of Commerce in Business Management
Master of Arts in English Language and Literature
Master of Arts in siSwati Language and Literature
Master of Arts in Industrial Psychology
Master of Arts
Master of Arts in Geography
Master of Arts in Psychology
Master in Computing
Master in Administration
Master of Tourism and Hospitality Management
Doctoral Degrees
Doctor of Philosophy in Agriculture
Doctor of Philosophy in Development Studies
Doctor of Philosophy in Humanities
Doctor of Philosophy (Commerce)
Doctor of Philosophy (Science)
Doctor of Philosophy in Economics
Doctor of Philosophy in Education
PROACTIVE TRANSFORMER CONDITION MONITORING
HOW WEARCHECK HELPS DETECT TRANSFORMER FAILURE BEFORE IT BECOMES A CRISIS
WearCheck transformer division manager, Gert Nel, urges transformer maintenance teams to take heed of important information revealed during the process of transformer oil analysis to ensure transformer longevity.
One of the earliest warning signs of transformer distress can be found through the insulating oil. Changes in oil quality signal degradation or contamination long before catastrophic breakdowns, but these early signs are often overlooked, misinterpreted, or ignored.
WearCheck, South Africa’s leading condition monitoring specialist, has developed a thorough transformer oil analysis service designed to identify and interpret these changes. By combining cutting-edge technology, scientific expertise, and decades of diagnostic experience in oil analysis to determine transformer condition, WearCheck helps extend transformer lifespans and reduce costly, unplanned outages.
Transformers are the quiet workhorses of energy supply to Africa’s municipalities. These assets underpin critical infrastructure, yet their reliability is often taken for granted - until a failure occurs.
Transformer oil performs a dual role: insulating electrical components and dissipating heat. Over time, exposure to high temperatures, electrical stress, and environmental contamination leads to chemical and physical changes in the oil.
In transformer oil analysis, common indicators of deterioration include increased moisture content (this accelerates paper insulation ageing and reduces dielectric strength), dissolved gases such as hydrogen, methane, ethane, ethylene and acetylene - each pointing to specific fault types like overheating or arcing, declining interfacial tension and dielectric breakdown voltage (signalling reduced insulating ability),
and rising acidity - contributing to sludge formation, corrosion, and impaired cooling.
These markers often appear gradually, and without regular, expert analysis they can remain undetected. The consequences are severe: reduced transformer efficiency, escalating fault risk, and even catastrophic failure.
“By turning complex transformer oil data into clear, actionable insight, WearCheck helps operators detect problems early and prevent costly failures before they happen.”
In WearCheck’s Durban laboratory, transformer lab technician, Zamaswazi Dlamini, operates a gas chromatograph - a vital tool for detecting dissolved gases that reveal early signs of transformer faults.
Despite evidence linking oil degradation to transformer unreliability, many operators still treat oil testing as a tick-box exercise, focusing on compliance rather than insight. This leaves many transformers vulnerable to deterioration that could have been prevented with a more thorough condition monitoring programme.
Transformer division manager for WearCheck Gert Nel, oversees the company’s transformer condition monitoring services, which feature customisation, accuracy, speedy test results, and actionable insight. This enables customers to make well-informed maintenance decisions.
At the core of WearCheck’s service is a blend of technology and human expertise. Nel outlines some of WearCheck’s innovations and
capabilities, ‘Our state-of-the-art chromatography allows for precise measurement of dissolved gases and oil chemistry. We use moisture analysis tools that detect even minute water ingress, which is critical for avoiding insulation breakdown. Our proprietary diagnostic models are built from decades of transformer data, that enhances interpretation accuracy.
‘Furthermore, our expert analysts have both chemical and engineering backgrounds - this ensures that results are contextualised, not just tabulated.
‘Our integrated approach enables us to go beyond surface-level data, uncovering hidden risks and offering targeted recommendations,’ says Nel.
To maintain a transformer in peak condition, Nel offers this advice:
1. Test regularly - oil analysis is a scheduled part of condition monitoring, not an occasional exercise.
2. Look deeper - ensure that test suites cover dissolved gas analysis, acidity, interfacial tension, and furan content, not just surface parameters.
3. Seek expert interpretationanomalies should be explained in the context of your specific transformers.
4. Act promptly on flagged anomalies.
5. Choose a partner, not just a labopt for a provider like WearCheck that offers professional diagnostic support, decades of experience, consultation, and integration into your broader maintenance strategy.
‘Transformers seldom fail without warning - the oil usually tells the story first. At WearCheck, our mission is to ensure our clients never miss those signs.’
With a network of 16 world-class laboratories around Africa and beyond, WearCheck is well positioned to help clients across multiple sectors to ensure that their assets are operating at peak performance.
From Source to Safety - we’ve
Water is Africa’s most precious resource, and ensuring its quality is essential for drinking, industry, and agriculture.
WearCheck’s ISO 17025 accredited labs provide expert water analysis, testing samples from various sources for safety, irrigation, and disposal. Trust us for reliable water
Ensure your water meets the highest standards - test with
Shapi ng t he f ut u re
Shaping the future
The National Fund for Municipal Workers is a leading retirement fund, with more than 60 000 members and over R36-billion in assets under management. In shaping the Fund’s focus for the next financial year, it has adopted the strategy EMPOWER. EVOLVE. EXCEL! We spoke to Dr Leslie Ndawana, principal executive officer of NFMW, about what this theme means for the Fund and its members.
The National Fund for Municipal Workers is a leading retirement fund , with more than 60 000 members and over R36 -billion in assets under management. In shaping the Fund’s focus for the next financial year, it has adopted the strategy EMPOWER. EVOLVE. EXCEL! We spoke to Dr Leslie Ndawana, principal executive officer of NFMW, about what this theme means for the Fund and its members.
DDr Leslie Ndawana, Principal Executive Officer of NFMW
DDr Ndawana, why was it important for NFMW to adopt a new theme for the financial year ahead?
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.
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.
Let’s unpack the first part of your theme. What does EMPOWER mean for NFMW?
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.
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?
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.
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?
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.
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 20212025 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?
2025 marks a pivotal moment with the conclusion of the 2021- 2025 strategic cycle and the launch of the Fund’s renewed five- year 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 cycle, reaffirming our core strengths and identifying key opportunities to lead transformation within the municipal pension
Absolutely. The Board undertook a thorough review of the outcomes from the 2021- 2025 cycle, reaffirming our core strengths and identifying key opportunities to lead transformation within the municipal pension fund sector.
EMPOWER. EVOLVE. EXCEL!
EMPOWER. EVOLVE.
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 member 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.
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 member 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.
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?
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.
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?
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.
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?
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.
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. S
Dr Leslie Ndawana, Principal Executive Officer of NFMW.
MOGALE CITY
Takes giant step towards revitalising the inner city
CITY OF EKURHULENI
Gets new City Manager - Kagiso Lerutla
JOE GQABI DISTRICT MUNICIPALITY
Showcases rural innovation and resilience at Global Forum
CITY OF TSHWANE
How Mayor Nasiphi Moya is reclaiming Tshwane’s future
ALFRED DUMA LOCAL MUNICIPALITY
Ekuvukeni Water Supply Project officially handed over
WEST COAST DISTRICT
MUNICIPALITY
A Benchmark for clean governance
MOGALE CITY Takes Giant Step Towards Revitalising the Inner City
The inner city of Krugersdorp faces several critical challenges, including urban decay, neglected and aging infrastructure, and deteriorating buildings. What was once the heart of the metropolis, the historic Central Business District (CBD), is now marked by instability, illegal land use, safety concerns, underutilized public spaces, and a growing homeless population, all of which continue to fuel its decline.
To reverse this trajectory, the municipality secured grant funding from National Treasury to support
the development of the Krugersdorp CBD Precinct Plan, originally approved in 2017. This comprehensive plan outlines targeted interventions designed to bring new economic and social life to the CBD, fostering an environment that attracts both public and private investment while reinforcing the city’s distinct character and identity.
Laying the foundation:
The CBD Sub-Precinct Programme
As a key component of the broader revitalisation strategy, the CBD Sub-Precinct Programme marks the
first stage in implementing the Precinct Plan’s vision. This sub-precinct focuses on a northern portion of the CBD, anchored by several key sites: the under-construction Mogale City Civic Centre, the recently completed onceinfamous taxi rank, the existing President Square Shopping Centre, and the old Bob van Reenen Stadium site. Funded through National Treasury as part of the Neighbourhood Development Partnership Programme, the SubPrecinct Programme aligns with national development priorities, particularly the goal of addressing
spatial inequality - a central pillar of South Africa’s National Development Plan.
A Civic Centre with a historic legacy
At the heart of this transformation stands the historic Municipal Civic Centre - a National Heritage Site originally designed by architect Chris Hosking in 1907, with later extensions in 1985 by Wilhelm Meyer.
While the building remains a cultural and architectural landmark, it no longer meets the partial and functional needs of Mogale City’s growing administration. Currently, municipal offices are scattered across multiple rented buildings including IEC, Ellerines and other buildings resulting in inefficiencies and annual rental costs exceeding R2.7 million.
Studies show that at least 30 000 m2 of additional net office space is
required to consolidate municipal functions and improve service delivery. By centralising key municipal departments in a slinge modern facility, residents will no longer need to move between multiple offices to access basic services. This “one stop” model brings departments closer together, improving coordination, reducing turnaround times, making it easier for residents to resolve queries in one location.
To achieve this, the city has embarked on a phased expansion of the Civic Centre, with Phase One to deliver 5 000 m2 of net office space and a total gross floor area of 13 600 m2 . The six-storey development will include two levels of parking and four levels of office space.
The revitalisation of Krugersdorp’s CBD is more than a construction project - it is a bold investment in restoring the city’s identity, energy, and economic heartbeat.
More significantly, beyond reducing costly rentals the expanded Civic Centre will serve as the anchor project for the wider precinct, linking to existing and planned projects such as the historic Nederduits Hervormde Kerk building (constructed in 1936), proposed upgrades to President, Kruger, and Market Streets, and major catalytic developments including Bob van Reenen Stadium,
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Coronation Park Redevelopment, Fountain Street Market, Library Square, and the Krugersdorp Station Precinct.
Modern design for a sustainable future
From modern design principles to operational efficiency, the new civic centre incorporates features that ensure long-term durability, energy efficiency and cost effectiveness:
• Architectural features: Optimised building orientation, screen walls, tinted double glazing to reduce solar heat gain
• Mechanical systems: Energyefficient central air conditioning with a smart building management system to monitor and control water use, fire alarms, and maintenance operations
• Electrical design: LED lighting and occupancy sensors to prevent unnecessary energy use, complemented by large glass façades for natural light and power reduction
• Safety: A dedicated fire escape on each floor to ensure compliance and occupant safety
*Phase One of construction is expected to be completed by 2026.
A vision beyond Infrastructure
The goal of this precinct development extends beyond physical infrastructure.
It seeks to reignite the social, cultural, and economic vitality of the inner city-transforming it into a vibrant hub of commerce, creativity, and community life. The area is envisioned as a mixed-use, people-centred urban space tha attracts residents, investors, and visitors while promoting safety, accessibility, and inclusive growth.
While the Civic Centre project has faced public criticism, including allegations of mismanaged funds, it is important to clarify that the development is predominantly grant-funded and operates under strict regulatory oversight. Above all, it represents a strategic and transparent investment in Mogale City’s futureone that supports better governance,
enhanced service delivery, and sustained economic growth.
This initiative therefore stands as a cornerstone of Mogale City’s long-term development vision, marking not just the construction of a new building but a bold and forward-looking step toward the complete revitalisation of the inner city.
By centralising municipal services under one roof, Mogale City is not only improving efficiency but reaffirming its commitment to accessible, people-centred governance.
CITY OF EKURHULENI Gets New City Manager - Kagiso Lerutla
The City of Ekurhuleni has confirmed the appointment of Kagiso Michael Lerutla CA(SA) as its new City Manager, effective 1 November 2025, following a council resolution adopted at the end of October. His appointment marks a significant moment for the metro, introducing a new era of leadership and continuity in public administration.
A qualified Chartered Accountant, Lerutla brings more than 13 years of experience in financial governance, municipal management, and public-sector leadership. He holds a BCompt degree from the University of Limpopo and a BCom Honours in Accounting from the University of Johannesburg, and is a registered member of the South African Institute of Chartered Accountants (SAICA).
Lerutla began his career at the Auditor-General South Africa (AGSA), where he developed deep insight into public-sector accountability, compliance, and the importance of robust internal controls. He later joined the City of Ekurhuleni in 2014, steadily rising through the ranks in areas including governance, supply chain, and financial management. His analytical mindset, combined with a reputation for diligence and integrity, saw him appointed Group Chief Financial Officer in 2019 - one of the youngest CFOs ever appointed in a metropolitan municipality.
During his tenure as CFO, Lerutla helped to strengthen the City’s financial systems and was instrumental in advancing a culture of fiscal discipline, performance monitoring, and transparent reporting. Under his financial leadership, Ekurhuleni earned national recognition for consecutive clean audits, demonstrating the metro’s commitment to accountability and compliance with the Municipal Finance Management Act. His ability to blend financial precision with a developmental outlook became a hallmark of his leadership style.
Taking over as City Manager, Lerutla now oversees one of South Africa’s largest metropolitan administrations - a city of more than 3.8 million residents and 20 000 employees - at a time when municipalities are under pressure to improve efficiency, drive infrastructure investment, and deliver reliable basic services. His key priorities are expected to include stabilising governance, improving service delivery outcomes, and ensuring that financial prudence is matched by visible progress on the ground.
The City’s leadership has emphasised that Lerutla’s appointment represents both continuity and renewal: continuity in the systems that underpin sound financial management, and renewal through a younger generation of professionals taking senior responsibility within the public service. His grounding in audit and governance provides a strong platform for strategic decisionmaking and institutional reform.
Lerutla succeeds Dr Imogen Mashazi, who retired earlier in 2025 after decades of service and who made history as the metro’s first woman City Manager. Building on that legacy, Lerutla steps into the role at a time when public expectations of transparent, ethical, and efficient local government are higher than ever.
With his proven track record in financial administration and a reputation for steady, principled leadership, Kagiso Lerutla is well placed to guide Ekurhuleni’s administration into its next chapter. His appointment has been widely welcomed within professional and civic circles as an opportunity to consolidate good governance while accelerating the pace of delivery. For residents, the measure of success will lie in improved municipal services,greater accountability, and a city that works better for all.
With a proven record in financial governance, Kagiso Lerutla is poised to strengthen stability, accelerate service delivery, and restore confidence in Ekurhuleni’s administration.
JOE GQABI DISTRICT MUNICIPALITY Showcases Rural
Innovation and Resilience
at Global Forum
The Executive Mayor of Joe Gqabi District Municipality (JGDM), Councillor Nomvuyo Mposelwa, proudly represented her district at the prestigious Global Platform for Sustainable Cities (GPSC) Mayors’ Roundtable held in Rio de Janeiro, Brazil, on 5 November 2025.
Jointly organised by the World Bank and the International Finance Corporation (IFC), the Roundtable brought together mayors, city leaders, and development partners from across the world under the theme “Commitment to Urban Sustainability.” The event served as a platform for the exchange of ideas
on how cities of varying sizes can drive resilience and sustainability while addressing infrastructure backlogs and climate challenges.
The meeting also marked the official launch of the GEF-8 Sustainable Cities Integrated Programme (SCIP), a major global initiative designed to integrate climate, biodiversity, and circulareconomy goals into the planning frameworks of local governments.
A Platform for Global Exchange
The GPSC Mayors’ Roundtable was a significant milestone in the build-up to COP30’s Local Leaders Forum, giving
municipal executives from around the world a voice in the global sustainability dialogue. More than 16 mayors and city representatives attended, alongside senior officials from international institutions including the World Bank Group, the Development Bank of Southern Africa (DBSA), the United Nations Environment Programme (UNEP), and the Global Environment Facility (GEF).
The event focused on identifying practical and inclusive approaches to sustainable financing, urban innovation, and climateresilient infrastructure. Participants also explored the role of technology, data-driven planning, and collaborative
Executive Mayor of the Joe Gqabi District Municipality, Cllr Nomvuyo Mposelwa, at the GPSC Mayors’ Roundtable in Rio de Janeiro
governance in supporting cities’ long-term transitions to lowcarbon economies.
Sharing Joe Gqabi’s Integrated Model
Mayor Mposelwa used the opportunity to share Joe Gqabi’s own experience in embedding sustainability within municipal planning, operations, and service delivery.
“Our approach seeks to align service delivery with resilience, equity, and environmental stewardship,” she said. “In Joe Gqabi, sustainability is not a standalone agenda – it is how we do business.”
This holistic model ensures that every infrastructure project considers climate impact, energy efficiency, and community well-being. She highlighted the municipality’s success in achieving clean audits and its reputation for prudent financial management, noting that sound governance underpins long-term sustainability.
A flagship example of this approach is the Aliwal North Wastewater Treatment Works upgrade, which demonstrates how innovation can drive both environmental and economic benefits. The project reuses treated effluent for irrigation and industrial purposes, reducing emissions and operational costs while improving water security and generating local employment.
“Projects like Aliwal North show that sustainability can also be economically viable,” the Mayor added. “They stimulate local enterprise and help us build climate resilience from the ground up.”
Financing for Rural Resilience
Despite its progress, Mposelwa acknowledged the major challenge rural municipalities face – accessing finance for sustainable infrastructure. “As a largely rural district, our greatest challenge remains securing sustainable infrastructure financing,” she said. “We therefore seek innovative partnerships, including concessional loans, project-preparation facilities, and green-bond collaborations to scale up our sustainability projects.”
She participated in a session focused on sub-national financing options, joining global peers and development finance institutions to explore ways to unlock funding for local sustainability initiatives.
Citing a successful example, she referenced the Elundini Rural Water Supply ORIO Programme, funded by the Netherlands Government, which will provide essential water infrastructure to 15 villages and over 500 households in areas including Elalini, Cicira, and Gqaqhala.
“Unlocking sub-national financing is not just about capital - it is about inclusion,” she stressed. “Rural and small municipalities must be part of the green transition if we are to achieve equitable and sustainable development globally.”
A Global Forum with Local Impact
Participation in this international forum has positioned Joe Gqabi among the leading rural municipalities championing sustainability on the global stage. The municipality’s inclusion in such high-level dialogues demonstrates how even small districts can offer
scalable, replicable solutions for integrated development.
Beyond the global exposure, the insights gained from the Roundtable will inform Joe Gqabi’s local sustainability agenda. The district plans to strengthen partnerships with development finance institutions and leverage green-funding mechanisms to accelerate infrastructure delivery. This includes extending renewable-energy adoption, improving water-resource management, and introducing circular-economy initiatives across municipal functions.
Looking Ahead...
The Mayor’s participation also underscores South Africa’s broader commitment to sustainable development. Joe Gqabi’s work aligns with the National Development Plan (NDP 2030), the District Development Model, and the country’s just-transition strategy towards a low-carbon future.
As she returns from Rio de Janeiro, Mayor Mposelwa’s focus now turns to ensuring that global commitments translate into tangible local outcomes. With a clear vision, a capable administration, and growing international support, Joe Gqabi District Municipality is proving that rural municipalities can lead the way in building sustainable, inclusive communities that protect both people and the planet.
“Our participation has reaffirmed that Joe Gqabi’s story is one of resilience and innovation. We are not just beneficiaries of global change - we are active contributors to it.”
CITY OF TSHWANE
How Mayor Nasiphi Moya is Reclaiming Tshwane’s Future
When Councillor Dr Nasiphi Moya assumed office as Executive Mayor of Tshwane, few could have predicted the scale and pace of transformation that would unfold within just twelve months. One year on, the capital city is showing signs of renewed confidence, stability, and forward momentumanchored by sound financial discipline, strategic investment, and a visible commitment to service delivery.
What was once a city mired in budget shortfalls and failing infrastructure is now cautiously but convincingly on a path to recovery. For the first time in years, Tshwane has passed a fully funded budget, achieved a R1.9 billion surplus in the first quarter of the current financial year, and significantly reduced its historic Eskom debt from R6.7 billion to R5.6 billion. For Moya, this is not
just about balancing books, it’s about restoring credibility and public trust.
Reclaiming the City
Central to Mayor Moya’s first-year agenda has been the aptly named Reclaim the City initiative, a programme designed to enforce by-laws without fear or favour. More than 400 regional operations have been conducted, tackling illegal trading, land invasions, and environmental degradation.
Equally ambitious is the Tshwane Ya Tima campaign, which has seen the City’s debtors’ book shrink from over R35 billion to R27.99 billion through rigorous debt collection and responsible financial management.
Over the past year, the city resurfaced 220 kilometres of roads, repaired 78%
of reported potholes, and cleared 1 850 illegal dumping hotspots. Almost 500 litter-picking operations have helped restore dignity to neighbourhoods once plagued by neglect.
In the realm of human development, 3 368 title deeds have been handed over - transforming beneficiaries from tenants to homeowners - and 4 033 indigent households are now receiving municipal support. The recruitment of 200 Tshwane Metro Police Department (TMPD) officers, the first intake in a decade, signals a renewed focus on safety and accountability.
Healthcare has not been overlooked either. A pilot project to extend clinic hours at Olievenhoutbosch Clinic marks a step towards more accessible and people-centred service delivery.
Rebuilding
Tshwane is about opportunity, dignity, and shared progress - ensuring every resident is part of the city’s renewal journey.
Driving Investment and Job Creation
If there is one defining marker of Mayor Moya’s first year, it is the bold pursuit of economic revitalisation. Under her leadership, the Tshwane Investment Summit in September 2025 attracted an astounding
R86 billion in pledges, far exceeding the City’s initial target of R26 billion.
These investments cut across key sectors such as tourism, construction, property development, automotive manufacturing, and the digital economy.
The Mayor’s Tshwane Economic Revitalisation Strategy (TERS) serves as a roadmap to grow the local economy by 3.9% by 2029, unlock underutilised
Flagship Programmes
• Reclaim the City –enforcing by-laws and restoring urban order
• Tshwane Ya Tima –driving revenue recovery and accountability
• Tshwane Economic Revitalisation Strategy (TERS) –unlocking investment and jobs
• Water Balance Dashboard –leveraging technology for smart water management Focus Areas for 2026
• Stabilising the City’s energy supply
• Deepening community and business partnerships
• Strengthening local infrastructure and safety
• Promoting inclusive growth and service delivery
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municipal assets, and fast-track highimpact projects through the new Strategic Investment Committee (STRIC) and VIP Business Line for major investors.
The strategy is already bearing fruit. In the last quarter alone, Tshwane created more jobs than Cape Town, Johannesburg, and Ekurhuleni combined - a symbolic turning point for a city long overshadowed by its metropolitan peers.
Innovation Through Partnership
Mayor Moya’s administration is also redefining how cities leverage
technology for sustainability. In collaboration with Vodacom, the Strategic Water Partnership Network (SWPN), and Mezzanine, Tshwane has launched a state-of-the-art Water Balance Dashboard, a digital platform designed to monitor and reduce water losses.
This web-based tool, built on the International Water Association’s water balance methodology, provides realtime data on consumption and wastage across distribution networks. It promotes transparency by allowing residents to view the city’s water performance
online, fostering a new era of datadriven, accountable governance.
Building a Tshwane That Works for All
Beyond the metrics, what defines Moya’s first year is a renewed sense of purpose in the capital. Her administration has expanded SMME and co-operative support to over 1 050 small businesses and 179 co-operatives, injected R1.4 billion into stabilising the electricity grid, and reduced audit non-compliance areas from 13 to 6 - clear indicators of maturing governance.
Still, the Mayor remains pragmatic. She acknowledges that much work lies ahead, stabilising energy supply, deepening community partnerships, and ensuring that growth reaches the most vulnerable.
The Road Ahead…
As Tshwane marks one year under Mayor Dr Nasiphi Moya, the journey demonstrates that transformation is possible when leadership combines vision with action. Yet this milestone is also a starting point. The real test lies ahead: sustaining momentum, deepening community engagement, and ensuring that growth reaches every corner of Tshwane. With bold reforms, strategic partnerships, and a clear vision for inclusive development, Mayor Moya is steering the city toward a future where residents not only witness change but actively benefit from it.
ALFRED DUMA LOCAL MUNICIPALITY
Ekuvukeni Water Supply Project Officially
Handed Over
The Alfred Duma Local Municipality has achieved a significant milestone in improving service delivery with the official handover of the Ekuvukeni Water Supply Project by CoGTA Minister Velenkosini Hlabisa. The ceremony, held in Ekuvukeni, marks a new era for residents of Wards 30 to 36, who have endured years of inconsistent water supply that affected public health, sanitation and livelihoods.
Implemented through a partnership between Alfred Duma Local Municipality, uThukela District Municipality, KZN CoGTA and the Municipal Infrastructure Support Agent (MISA), the project forms part of a broader programme to strengthen basic services across the district. It includes upgraded bulk pipelines, an expanded reticulation network, new valve chambers and communal standpipes, and improved storage capacity to ensure a consistent and safe water supply to thousands of households.
A shared commitment to service delivery
In his address, Mayor Cllr Z.J. Sibisi thanked Minister Hlabisa and all partners for their collaboration, describing the project as a victory for the people of Ekuvukeni. “Reliable water supply is at the heart of service delivery. This project restores dignity to our people and builds confidence in the municipality’s ability to deliver,” he said.
The handover was attended by leaders from all three spheres of
government, including uThukela District Mayor Inkosi N.B. Shabalala, Inkosi Langalibalele Mayor Cllr M. Myeza, traditional leaders led by Inkosi Mabaso, and officials from national and provincial CoGTA. Their participation reflected a united commitment to improving living conditions through sustainable infrastructure investment.
Recognising leadership and progress
Minister Hlabisa commended Alfred Duma Local Municipality for its proactive approach, describing it as an emerging Intermediate City that continues to demonstrate strong leadership in planning and infrastructure delivery. He also announced a R7 million allocation to uThukela District Municipality to address recurring water and sewer blockages - support that will improve maintenance capacity and service reliability throughout the district.
He reaffirmed that access to clean water is a fundamental human right, urging
communities to protect infrastructure so that the benefits of investment endure for future generations.
Building a sustainable future
For Alfred Duma Local Municipality, the Ekuvukeni Water Supply Project is more than a technical success - it is a symbol of partnership, progress and renewed hope. The municipality remains focused on maintaining essential services, expanding access and improving the quality of life for every resident.
As Mayor Sibisi concluded, “This project is not just about pipes and pumps - it is about people, progress and the promise of a better future for all.”
“Reliable water supply is at the heart of service delivery. This project restores dignity to our people and builds confidence in the municipality’s ability to deliver.”
- Mayor, Cllr Z.J. Sibisi
WEST COAST DISTRICT MUNICIPALITY A Benchmark for Clean Governance
Fourteen Years of Excellence
Fourteen consecutive clean auditsan achievement few municipalities in South Africa can claim. This distinction has earned the West Coast District Municipality (WCDM) the title of South Africa’s best-run municipality for 2025, confirming its position as a model of effective and transparent governance.
The announcement, based on the annual Ratings Afrika Municipal Financial Sustainability Index, once again places WCDM at the top of the national rankings. It also highlights the exceptional performance of its local municipalities, Saldanha Bay and Swartland, which tied for first place among local municipalities across the country.
A Record Built on Sound Management
Covering more than 31 000 square kilometres of the Western Cape,
WCDM manages a diverse region stretching from agricultural heartlands to coastal towns. What sets the municipality apart is strong financial discipline and effective management, not geographic advantage or population size.
Year after year, WCDM has demonstrated responsible budgeting, prudent spending, and full utilisation of its capital-project funds. This consistent approach to planning and oversight has not only secured clean audits but also ensured reliable service delivery in areas such as infrastructure, water supply, and environmental management.
A District That Inspires Confidence
The achievements of Saldanha Bay and Swartland local municipalities mirror the same high standards of governance that define the broader
West Coast region. Both achieved top national scores, reflecting a culture that values transparency, accountability, and responsiveness to community needs.
Together, they have strengthened investor confidence, attracted new development, and positioned the West Coast as a region where good governance drives growth. For residents, that means dependable services, fiscal stability, and visible improvements in everyday life.
Leading by example
At a time when many municipalities grapple with audit disclaimers, rising debt, and infrastructure backlogs, WCDM’s performance proves that excellence in local government is achievable.
Its record stands as a clear example of how capable leadership, sound financial management, and community-centred planning can restore trust and deliver progress.
The West Coast District Municipality’s 14-year streak of clean audits is more than a financial achievement - it is a story of leadership that delivers, setting a benchmark for municipalities across South Africa to follow.
The West Coast District Municipality proves that capable leadership and sound financial management can turn good governance into lasting public trust and meaningful progress.
Executive Mayor, Alderman Roelof “Boffie” Strydom
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