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2 SALGA FOREWORD
Exploring the importance of youth representation in municipal decision-making.
GLOBALPERSPECTIVES
3 IN BRIEF
A rapid re look at constitutional reform, leadership transitions and genocide remembrance, paying tribute to an Kenyan icon and demographic dynamics for the impact on African youth.
4 COP28
As South Africa steps onto the global stage preparing to host the G20, the momentum from Earth Day’s “Planet vs Plastics” spotlight serves as a timely reminder: environmental reforms are no longer optional but essential.
IN THE SPOTLIGHT
8 YOUTH
South Africa’s hosting of the Y20 o ers African youth a powerful platform to shape global policies, driving inclusive growth, climate action and innovation on the world stage.
10 2026 LOCAL GOVERNMENT ELECTIONS
Preparations for the 2026 local government elections are well underway, but there is a need to encourage voters to have faith that their vote can make a di erence.
13 STATE OF CLEAN
AUDITS
An overview of the latest audit outcomes across South African municipalities.
14
PROFESSIONALISING LOCAL GOVERNMENT
Municipalities have their work cut out in professionalising their o ering and kicking corruption aside.
20
LOCAL GOVERNMENT WHITE PAPER
The White Paper on Local Government review, launched in May, is expected to correct many of the shortfalls of the original White Paper.
22
DISASTER READINESS
As climate-related disasters intensify in South Africa, the ability of local governments to respond swiftly and e ectively is under increasing scrutiny, but are they adequately prepared?
24
DIGITAL TRANSITION
AI is at work everywhere, except in South Africa’s municipalities. We explore the potential for AI deployment at local government level.
YOUR MUNICIPALITY AT WORK
25
MUNICIPAL LIABILITY
Understanding when a municipality is liable for damage caused by failing infrastructure.
A defi ning year for Africa, youth and democracy
As we navigate the complexities of 2025, one truth becomes clear: this must be Africa’s year for bold, measurable development. The challenges we face, from rising inequality and youth unemployment to fragile infrastructure, require more than promises. They demand action rooted in inclusion, innovation and accountability. No one is better placed to lead this charge than Africa’s young people. Our continent has the world’s youngest population. In South Africa alone, nearly 66 per cent of the population is under the age of 35. This is not a burden; it is our greatest asset. However, for youth to drive development, they need more than inspiration; they need
investment, skills, platforms and policy that truly re ects their lived realities. Local government, as the most immediate layer of democracy, plays a powerful role in enabling that change.
The 2026 local government elections are fast approaching. They offer a pivotal opportunity for citizens, especially the youth, to demand better services, elect capable leadership and hold municipalities accountable. This is how we build the Africa we want: by showing up, speaking out and voting wisely.
Let 2025 be the turning point. The future is not only in our hands; it’s on the ballot.
Raina Julies
Amplifying youth voices in local government
Youth inclusion in local government is vital. Their voices, leadership and perspectives must shape decisions to build stronger, more inclusive and future-focused municipalities across South Africa.
Amplifying youth voices and enhancing their engagement in local government decision-making remains a critical and urgent issue in South Africa’s public discourse. Young people aged 18–34 make up nearly a third of the country’s population. This signi cant demographic representation demands that their perspectives, priorities and lived realities be adequately re ected in the policies and decisions that shape their municipalities and communities.
Youth participation in local government is not only a democratic right, but also a necessity for creating responsive and inclusive municipalities. Young people bring fresh perspectives, energy, innovation and a deep understanding of emerging social, economic and environmental challenges. Ensuring their inclusion in municipal decision-making structures strengthens the legitimacy and effectiveness of local governance and lays the foundation for long-term democratic stability.
PLATFORMS FOR YOUTH ENGAGEMENT
Currently, there are several avenues through which young people can engage and in uence local government. These include voting in municipal elections, running for elected positions in councils, participating in ward committees, attending Imbizo meetings and contributing to Integrated Development Planning (IDP) forums. These platforms are crucial spaces for youth to articulate their needs and contribute to the planning
By SALGA Editorial team
and implementation of services and infrastructure that directly affect them.
Encouragingly, during the current ve-year term of municipal councils, just over 30 per cent of councillors are aged 20–39. This shows progress, but it also reveals room for improvement. With the 2026 municipal elections approaching, political parties have an opportunity – and responsibility – to do more. By actively recruiting, supporting and nominating more young candidates for local of ce, parties can ensure municipal councils are more re ective of the populations they serve. This will not only improve the representativeness of councils, but also help maintain the engagement of youth in formal governance processes.
THE IMPORTANCE OF REPRESENTATION
Representation matters. When young people see themselves re ected in the leaders making decisions about their communities, they are more likely to participate, engage and invest in those processes. A lack of representation, on the other hand, contributes to political disengagement, apathy and frustration among youth. By empowering young leaders and encouraging intergenerational collaboration in local governance, we can build a more inclusive and participatory democracy.
Municipalities also have a vital role to play in amplifying youth voices. Beyond creating platforms for dialogue, they can take concrete steps to increase youth participation in strategic planning and policy development.
The involvement of young people in local governance is not a symbolic gesture; it is a democratic imperative.
Regular and well-publicised opportunities for youth to engage in ward meetings, IDP consultations and other participatory forums are essential. These should be designed to be youth-friendly, accessible and responsive to the unique needs and circumstances of young people. Municipalities function not only as governance structures, but also as employers. By adopting youthfocused hiring policies and integrating gender and age considerations into their workforce development strategies, municipalities can provide more young people with opportunities for economic inclusion and career advancement within the public sector. This dual approach – of participatory inclusion and employment equity – can signi cantly enhance youth engagement at the local level.
Ultimately, both political parties and municipalities must take intentional and proactive steps to increase youth representation in local government. This includes mentorship programmes, leadership development initiatives and sustained support for young councillors and municipal staff. Importantly, these efforts must be ongoing and not limited to election cycles.
The involvement of young people in local governance is not a symbolic gesture; it is a democratic imperative. Their perspectives are vital to shaping programmes, policies and services that affect not only their current lives, but also the future of the communities they will lead. Now more than ever, we must place young people at the forefront of local decision-making, ensuring their voices are not only heard, but also meaningfully acted upon. Strengthening local democracy depends on it.
IN BRIEF
Togo’s constitutional reform
Togo underwent signi cant constitutional reforms in 2024, transitioning from a presidential to a parliamentary system. In May 2025, the country held its rst indirect presidential election, resulting in the unanimous selection of 85-year-old Jean-Lucien Savi de Tové as president. While the presidency became largely ceremonial, real executive power shifted to the president of the Council of Ministers, a position retained by long-time leader Faure Gnassingbé.
African Development Bank’s leadership transition
The African Development Bank is set to appoint a new president in September 2025, succeeding Akinwumi Adesina. The incoming leader will face the challenge of navigating significant financial pressures, including proposed US funding cuts amounting to $555-million. Candidates from South Africa, Senegal, Zambia, Chad and Mauritania are in contention for the position.
Source: Reuters
Namibia’s first genocide remembrance day
On 28 May 2025, Namibia commemorated its rst genocide remembrance day, honouring approximately 75 000 Herero and Nama people killed during German colonial rule from 1904 to 1908. President Netumbo Nandi-Ndaitwah reaf rmed the government’s commitment to pursuing reparations from Germany, emphasising the importance of continuing complex negotiations. Although Germany of cially recognised the atrocities as genocide in 2021 and pledged €1.1-billion for development, it categorised this as reconciliation, not compensation. Descendants of the victims insist on direct negotiations and more substantive reparations.
Source: Guardian
DID YOU KNOW?
Demographic dynamics: a youthful continent
1. As of May 2025, Africa’s population is approximately 1.54 billion, accounting for 18.83 per cent of the global population.
Source: Worldometer
2. Over 400 million Africans are aged between 15 and 35, making up a significant portion of the continent’s populace.
Source: African Union
3. By 2030, young Africans are projected to constitute 42 per cent of the world’s youth population.
Source: PRB.org
PAYING TRIBUTE
Kenyan literary icon Ngugi wa Thiong’o passed away at the age of 87 in Bedford, Georgia, prompting national mourning and tributes. Known for his outspoken criticism of autocratic rule in Kenya during the 1970s, Ngugi was imprisoned and later exiled, surviving multiple assassination attempts due to his political activism. President William Ruto praised him as a patriotic intellectual committed to justice and truth, while opposition leader Raila Odinga lamented the loss of “a giant African”.
From COP28 to G20
As South Africa steps onto the global stage preparing to host the G20, the momentum from Earth Day’s “Planet vs Plastics” spotlight serves as a timely reminder: environmental reforms are no longer optional, but essential, writes
SPHIWE MASUKU, Fundi’s head of brand and marketing
As South Africa grapples with complex environmental challenges, the recent global celebration of Earth Day served as a powerful moment to re ect on the country’s urgent need to accelerate environmental reforms. This year’s Earth Day theme, “Planet vs Plastics”, underscored the pressing demands on governments worldwide to adopt sustainable governance frameworks and respond more effectively to environmental crises.
For South Africa, which is preparing to host the G20 later this year, Earth Day was not just symbolic, but a critical checkpoint in evaluating progress toward meeting the United Nations Sustainable Development Goals (SDGs) and ful lling the G20’s ambitious environmental and climate commitments.
A PIVOTAL MOMENT ON THE GLOBAL STAGE
South Africa’s role as the rst African nation to chair the G20 places the country under a global spotlight. This leadership position ampli es the urgency for decisive action on climate change, sustainability and environmental justice. The country’s performance in these areas is more than a national matter;
it is a continental and global responsibility. Earth Day has provided a timely “pause point” to assess how far South Africa has come and how far it still must go.
Earth Day is more than a symbolic moment. It’s a call to action for those shaping and implementing public policy. In South Africa, this means equipping our public servants, from municipal of cials to national policymakers, with the knowledge and tools needed to lead the shift toward sustainable governance and service delivery. Their ability to do so directly impacts our ability to honour our G20 and SDG targets.
POLICY DEVELOPMENTS DRIVING CHANGE
South Africa’s regulatory and policy environment is evolving rapidly to meet international standards and respond to new global realities. This includes several key initiatives requiring urgent implementation and capacity-building within government departments, municipalities and state-owned entities:
• The Department of Forestry, Fisheries and the Environment has released a Draft National Climate Change Adaptation Strategy alongside a Just Transition Framework, aimed at ensuring the economy’s shift to low-carbon, climate-resilient growth is socially equitable.
• Updates to the National Environmental Management Act are introducing more stringent environmental standards and regulatory oversight.
• New disclosure requirements related to environmental, social and governance (ESG) reporting and procurement are compelling public institutions to increase transparency and accountability. These frameworks not only demand substantial technical and regulatory knowledge, but also call for a new way of thinking about governance, focusing on sustainability, resilience and inclusivity.
THE CAPACITY CHALLENGE: TRAINING FOR A GREEN FUTURE
One of the most signi cant obstacles South Africa faces in meeting its environmental commitments is the existing skills gap within the public sector. Many current of cials were not formally trained in climate science, sustainability principles or the complex regulatory frameworks emerging from global agreements such as COP28 and G20 resolutions. These reforms are critical to transitioning our economy, but they require a new level of technical, regulatory and systems knowledge for which many current public servants
Education is not merely a professional requirement; it is the lever that can unlock sustainable development and e ective policy implementation.
Sphiwe Masuku
never received formal training. We are seeing increasing numbers of public sector employees investing in their own education and training to stay up to date, especially in areas such as ESG reporting, sustainable infrastructure development, green procurement and circular economy models.
This trend is encouraging, signalling a shift towards proactive upskilling in government. Fundi anticipates a surge in demand for funding towards education and training programmes that enhance competencies in green economy skills, including public administration with an ESG lens, climate policy and governance studies and certi cations in sustainable procurement and environmental auditing.
EDUCATION AS A LEVER FOR TRANSFORMATION
Education is not merely a professional requirement; it is the lever that can unlock sustainable development and effective policy implementation. Without well-trained of cials, reforms risk stalling in the face of bureaucratic inertia and outdated practices.
By investing in their own learning, public servants are not only improving their career prospects, but are also contributing meaningfully to a more sustainable, resilient South Africa. This aligns perfectly with the commitments we’ve made on the global stage, including at COP28 and the G20.
South Africa’s departments of Environmental Affairs, Water and Sanitation, Transport, Energy, Trade and Industry, and local government play critical roles in environmental governance and service delivery. For these sectors, education and capacity building must be a continuous priority.
FAST FACTS: ENVIRONMENTAL CONTEXT FOR SOUTH AFRICA
•South Africa ranks as the 14th highest emitter of CO2 globally, accounting for around 1 per cent of global emissions despite having less than 1 per cent of the world’s population.
(Source: Global Carbon Project, 2023)
•The country’s energy sector is heavily reliant on coal, making up 77 per cent of electricity generation. Transitioning
to renewable energy is a key focus to meet both national and international climate commitments.
(Source: International Energy Agency, 2024)
•South Africa has committed to achieving a peak in greenhouse gas emissions by 2025, with a gradual decline thereafter, in line with its Nationally Determined Contributions under the Paris Agreement.
(Source: UNFCCC, 2023)
•Plastic pollution remains a growing threat, with South Africa producing over two million tonnes of plastic waste annually, and only a fraction recycled.
(Source: CSIR Report, 2022)
These statistics underscore the scale of the challenges and the importance of comprehensive, co-ordinated environmental reforms supported by well-informed governance.
ALIGNING LOCAL ACTION WITH GLOBAL COMMITMENTS
The G20’s 2025 agenda emphasises green transitions, sustainable infrastructure, climate nance and innovation to accelerate climate action. South Africa’s success in hosting the G20 will be measured partly by its ability to embed these priorities into domestic policy and implementation.
Moreover, COP28 outcomes have called for heightened ambition in climate adaptation and mitigation strategies, emphasising social justice and inclusivity, principles that South Africa’s own Just Transition Framework re ects.
However, translating these high-level agreements into local impact requires more than policy papers; it demands practical tools, frameworks and, above all, human capital capable of driving change.
SUPPORTING TOOLS AND FRAMEWORKS
Alongside regulatory updates, the government has introduced numerous tools to promote sustainability in governance:
•Climate adaptation toolkits to assist municipalities in climate risk management.
•ESG reporting guidelines for transparency in public entities.
•Sustainable procurement frameworks to encourage green supply chains.
•Capacity-building programmes for local government of cials.
These resources are vital but must be matched with investment in education and training to ensure of cials can apply them effectively.
THE ROLE OF INNOVATION AND CONTINUOUS LEARNING
To build a future-ready public sector, continuous professional development is essential. Innovations in digital learning, short courses and modular quali cations provide exible options for upskilling without disrupting existing workloads.
We’re already seeing the rise of “green champions” within government – individuals taking initiative to pioneer sustainability projects and in uence policy from within. Supporting these leaders through education funding and mentorship will be key to scaling impact.
THE BIGGER PICTURE: SUSTAINABLE DEVELOPMENT GOALS
South Africa’s environmental reforms are not isolated objectives, but part of the broader framework of the SDGs, which set clear targets for environmental sustainability, clean energy, climate action and responsible consumption.
Meeting SDG 13 (Climate Action), SDG 12 (Responsible Consumption and Production) and SDG 6 (Clean Water and Sanitation) will require concerted efforts across multiple sectors and levels of government.
EDUCATION AS THE CATALYST FOR CHANGE
As Earth Day fades into memory and South Africa prepares to host the G20, the message is clear: environmental reforms are imperative and non-negotiable. Success depends on equipping public servants with the skills, knowledge and tools to lead this green transition effectively.
Education is the lever we need to unlock sustainability. Without it, policy will stall. With it, South Africa can lead the continent in honouring the promise of Earth Day, not just as a once-a-year event, but also as a daily commitment to a resilient, prosperous future for all.
IN THE SPOTLIGHT
8 From youth dialogue to municipal action: how Y20 can empower local government transformation.
10 Municipalities gear up early for the 2026 local government elections.
14 Professionalising local government now.
20 The White Paper on Local Government review.
22 Disaster readiness: is local government equipped for the next crisis?
24 AI and automation: the digital lifeline for SA’s broken municipal billing systems.
2025: A CALL TO ACTION FOR SOUTH AFRICA’S FUTURE Youth Month in Mzansi is not just a commemoration of past struggles; it’s a crucial moment to focus on the present challenges and future potential of the nation’s young population. As of the first quarter of 2025, the youth unemployment rate (ages 15–34) has risen to 46.1 per cent, with the 15–24 age group facing an even higher rate of 62.4 per cent.
These statistics highlight a pressing issue: nearly half of South Africa’s working-age population is under 35, yet a significant portion remains unemployed. This disconnect between the youth’s potential and their economic participation underscores the need for targeted interventions.
Youth Month serves as a reminder that young people are not just beneficiaries of policy, but active agents of change. Their involvement in entrepreneurship, innovation and civic engagement is vital for driving inclusive economic growth. Investing in education, vocational training and support for young entrepreneurs can harness this demographic dividend.
In 2025, Youth Month is a call to action to address the systemic barriers facing young South Africans and empower them to shape a more equitable and prosperous future.
Youth voices at the forefront
South Africa’s pivotal role in the Y20 and G20 dialogue
South Africa’s hosting of the Y20 offers African youth a powerful platform to shape global policies, driving inclusive growth, climate action and innovation on the world stage. By MATTHEW HIRSCH
South Africa’s hosting of the Youth 20 (Y20) summit presents an unprecedented opportunity for South Africans and young people across the African continent to actively shape global policy and in uence the future of governance, economy and social development.
Denise Rapitsi, co-head of the Y20 Secretariat for South Africa, highlights the historic signi cance of Africa hosting the G20 for the rst time. “It’s not only for South Africa, but also Africa as a whole. It gives us a voice to contribute to how the global policy of the world looks, within the economy and other sectors.” This enables African youth to engage directly in conversations that will de ne global priorities, giving them a seat at the table in international decision-making.
The Y20 South Africa recently launched at the prestigious Rand Club in Johannesburg, gathering more than 100 attendees in person, alongside a signi cant online audience. Organisers stressed that this was not just a ceremonial launch, but the beginning of a movement committed to building a better Africa and a better world.
Y20 is one of several key engagement groups alongside Urban 20 (U20), Women 20 (W20), and others that form part of the broader G20 framework, each focused on vital segments of society.
A PLATFORM FOR YOUTH LEADERSHIP AND POLICY INFLUENCE
The Y20 is designed to foster dialogue between young people from G20 member countries. According to Y20’s of cial website, it is a platform where young leaders, aged between 18 and 30, can re ect on the priority agenda of youth worldwide, in uence debates and contribute to public policy formation.
The rst-ever Y20 summit took place in Vancouver, Canada, in 2010, and has since become a crucial global forum for youth engagement.
Rapitsi explains that throughout the year, Y20 participants work on drafting a comprehensive policy document that is then handed over to the next G20 hosts. This document shapes the youth agenda within the G20 discussions, ensuring young voices are part of the global policy-making ecosystem.
“The role of Y20 is to bring in voices from civil society and private sector organisations to also lend their voice to the global mission,” Rapitsi says. “We want to make a lasting impression and provide impactful solutions to the challenges we face as a continent and a country.”
BUILDING A NATIONWIDE YOUTH MOVEMENT
Beyond the Johannesburg launch, Y20 South Africa plans to extend its reach countrywide. “We co-hosted an event in Cape Town and will continue with roadshows to engage young people in various regions,” Rapitsi shares.
Key partnerships have been vital to this expansion. One of the most important collaborators has been the South African Local Government Association (SALGA), which has actively supported Y20’s efforts to engage youth at the municipal level.
At the Johannesburg launch, Lucky Sele, chairperson of SALGA’s Youth Commission and executive mayor of Mogale City, emphasised the importance of youth participation in local government. “In South Africa, we have long af rmed that development must be people-centred, democratic and inclusive. That’s why SALGA has placed youth at the centre of its developmental agenda,” he said.
“The youth of today are not passive bene ciaries; they are co-creators.
In every ward, village and metro, young
“The role of Y20 is to bring in voices from civil society and private sector organisations to also lend their voice to the global mission. We want to make a lasting impression and provide impactful solutions to the challenges we face as a continent and a country.” – Denise Rapitsi
people should be driving change as community builders, entrepreneurs, public representatives and guardians of democracy.”
Sele added a powerful call to action: “This launch is not a conclusion; it is the beginning. As young people of South Africa and as part of the global youth movement, we are ready – ready to lead, challenge, collaborate and innovate.”
INCLUSIVITY AT THE CORE OF Y20 WORKING GROUPS
Rapitsi stresses that inclusivity is key to Y20’s success. When calls for expressions of interest were issued, applicants were invited to specify which working groups they wished to join, enabling organisers to select participants from a variety of backgrounds and regions.
“We wanted to make sure that every voice is represented,” she says. The Secretariat went further by inviting young people from other African countries to join the working groups, expanding the dialogue beyond South Africa’s borders.
Member states will convene for a pre-summit in June, with young delegates actively participating in discussions, workshops and breakout sessions across various municipalities.
Rapitsi is excited by the response: “Thousands of young people from across Africa have reached out, showing a real hunger to be noticed and heard.”
PREPARING FOR IMPACT
Between September and November, Y20 South Africa will publish its declaration and policy recommendations. These documents will then be formally handed over to the United States of America, the next host of the G20 in 2026.
The theme of this year’s Y20 summit is “Youth Building Bridges,” reflecting a commitment to fostering collaboration and understanding across diverse youth groups globally.
The theme of this year’s Y20 summit is “Youth Building Bridges,” re ecting a commitment to fostering collaboration and understanding across diverse youth groups globally.
PRIORITY FOCUS AREAS FOR YOUTH-LED CHANGE
The summit’s agenda covers ve critical areas:
•Climate change and environmental sustainability: under the banner “Green Horizons: Leading a Just Energy Transition,” young people are advocating for balanced solutions that address climate change without compromising socioeconomic development.
•Inclusive economic growth and employment: “Pathways to Prosperity” will focus on creating sustainable employment opportunities that include all segments of society.
• Artificial intelligence, digital innovation, education and the future of work: the theme, “Innovate to Elevate: Building Skills for Tomorrow”, speaks to the need for digital literacy, innovation and adapting education to prepare youth for the evolving job market.
•Meaningful youth engagement and reforming multilateralism for a just future: emphasises youth participation in global governance and multilateral institutions.
•Inclusive social development and fighting inequality: addressing
systemic social inequalities and ensuring social justice remain at the forefront. The Y20 SA concept note particularly highlights climate change and environmental sustainability as a platform of paramount importance. South Africa’s unique status as a biodiversity hotspot, alongside its reliance on natural resources, makes climate resilience a pressing priority for young people.
Young Africans face the realities of rising temperatures, drought and ecological strain, and are keenly aware that sustainable solutions must balance environmental protection and socioeconomic growth. This theme places African perspectives at the heart of the global climate dialogue.
SALGA’S ROLE IN AMPLIFYING YOUTH VOICES
Rapitsi acknowledges SALGA’s critical role in expanding Y20’s reach into municipalities nationwide. “SALGA has graciously offered us satellite of ces in various municipalities. This allows us to support young people who may not be digitally literate or have access to funding and opportunities,” she says.
While digital connectivity is only one facet of the initiative, ensuring access to computers and reliable bandwidth is vital to bridging gaps and empowering youth participation.
“We want to close that digital divide,” Rapitsi notes. “It’s about more than technology; it’s about access and inclusion.”
Municipalities gear up early for the 2026 elections
The preparations for the 2026 local government elections are well underway, but there is a need to encourage voters to have faith that their vote can make a difference, writes BUSANI MOYO
Meticulous preparation is crucial for ensuring that the 2026 local government elections in South Africa are free and fair, as it involves thorough planning and co-ordination to address logistical challenges, ensure security and uphold transparency. Other important aspects include training election of cials, educating voters and ensuring all necessary materials are ready and on time. Thorough preparation is not just the preserve of the Independent Electoral Commission of South Africa (IEC); all stakeholders must work together to ensure the election produces credible results that accurately re ect the will of the people.
As South Africa looks towards the 2026 municipal elections, we look at the early preparations to ensure municipalities are administratively ready and politically stable to handle the process.
CABINET SETS THE BALL ROLLING
When she emerged from the cabinet meeting on 13 November 2024, Minister in the Presidency Khumbudzo Ntshavheni made the announcement that indicated the ball for the 2026 local
government elections was in motion. She announced: “Cabinet approved the inter-ministerial committee (IMC) that will oversee the preparations for the 2026 local government elections. The next municipal elections will be held between 2 November 2026 and 1 February 2027.” She added: “The IMC will be convened by the Minister of Cooperative Governance and Traditional Affairs (CoGTA) and consists of several government departments that are key to ensuring the delivery of successful elections.”
THE IEC
The Independent Electoral Commission of South Africa is generally well respected for its role in managing free and fair elections. Over the years, the organisation’s conduct has indicated that it is a credible body committed to upholding democratic principles and
ensuring transparent electoral processes. Its consistent efforts to engage political parties and educate voters have contributed to its reputation as a trusted institution in safeguarding South Africa’s democratic landscape.
In a recent interview with the SABC, IEC chief electoral of cer Sy Mamabolo was asked about preparations for the elections. He indicated that the CoGTA minister will proclaim the speci ed date of the elections in consultation with the commissions. He added: “We can indicate that preliminary consultations have commenced.”
If one considers that the IMC was constituted by the cabinet almost two years ahead of the 2026 elections, it becomes clear that the road to such elections is long and winding. But what does it entail? The IEC indicates that several dependencies must occur in sequence:
1.The CoGTA minister triggers the process by publishing the formulae for determining the number of councillors for the three categories of municipalities.
2.Members of the executive committees (MECs) responsible for local government then use the formulae to determine the number of councillors for each municipality in the provinces they are responsible for.
3.Once the number of councillors has been determined, a body known as the Municipal Demarcation Board (MDB) begins demarcating wards.
In relation to these three processes for the 2026 elections, the IEC reports that the CoGTA minister has already performed his duties. Following this, on 3 April 2025, the MDB began the ward
“In instances where, as a result of the demarcation of wards, voting districts no longer accord with the wards, the Electoral Commission will undertake projects to communicate and re-register the a ected voters to ensure they are registered in wards of ordinary residence.” – the IEC
delimitation public process. It is expected that at the end of October 2025, the MDB will hand over the ward boundaries to the Commission. It is within these wards that the municipal elections will be contested. According to the IEC: “On receipt of the ward boundaries, the Electoral Commission will, in turn, assess to ensure the boundaries of its network of 23 292 voting districts are aligned to the wards. In instances where, as a result of the demarcation of wards, voting districts no longer accord with the wards, the Electoral Commission will undertake projects to communicate and re-register the affected voters to ensure they are registered in wards of ordinary residence.”
Following the widely reported technical glitch at the National Results Centre during the 2024 national government elections, the IEC will be under greater scrutiny in next year’s elections. This is the reality acknowledged by Daryl Swanepoel, CEO of the Inclusive Society Institute (ISI). The ISI is an autonomous and independent institution established to support and deepen multiparty democracy. In a recent interview, Swanepoel indicated that his organisation fears the IEC may not be adequately funded to do everything on its own and thus needs to be supported by municipalities in areas such as ensuring municipal managers are adequately trained on how to stabilise their municipalities, especially those that tend to be volatile.
SALGA’S ROLE
Mandated to represent, promote and protect the interests of local government in South Africa, the South African Local Government Association (SALGA) provides governance support in the lead-up to the elections. For example, the IEC requests SALGA to facilitate the process of ensuring the availability of municipal electoral of cers (MEOs). The organisation also ensures the availability of municipal infrastructure, particularly during voter registration, candidate nomination, party liaison committees and the voting day and results declaration period. All these are critical for a successful election.
SALGA also plays an important role when municipalities are required
“Local government does not necessarily have to get everything right before the election, but people will have to see changes starting to take place. You need to restore hope in the population so they feel that it is worth participating.” – Daryl Swanepoel
to provide support to voting centres, ensuring the availability of water and electricity. In rural areas, the organisation can also work in collaboration with local municipalities to ensure access to roads to voting districts. Moreover, municipalities impacted by the restructuring of boundaries following the delimitation process must liaise with the IEC to ensure MEOs for any newly established municipalities are appointed after the declaration of the election date.
GETTING VOTERS TO TRUST THE PROCESS
Swanepoel notes that there are two aspects to delivering an election that ensures voters have faith in the voting process. One is within the power of the government, and the other is within the control of politicians. He reports that the ISI conducts surveys that examine people’s trust in government structures. Currently, “the trust in government structures is low, in the late 30s,” he says. According to him, this lack of trust leads people to ask “Is it worth participating in the election? Nothing happens anyway; we vote in the elections, and the government does what it wants to do, but it does not perform. So, it is not worth wasting our time on elections.”
You need to restore hope in the population so they feel that it is worth participating. It is no good to start bringing about big changes two or three months before the elections because people will say it is an election gimmick. Start addressing corruption and improving service delivery right now. If they don’t get the service delivery right, we are going to continue to see low turnout in the municipal elections.”
Swanepoel suggests the situation can be turned around if local government starts performing effectively. He says: “Local government does not necessarily have to get everything right before the election, but people will have to see changes starting to take place.
Swanepoel believes “political parties must do more to vet their local government candidates, and they must start that process now”. He warns: “If they are just going to regurgitate the existing counsellors through the system, who haven’t performed for the last 10 to 20 years, why would the electorate suddenly view the voting process as credible?” The solution: “They must put in fresh blood, new energy and quali ed people because municipalities are highly technical structures. You need to put in people who understand nances, productivity and what it takes to deliver services.”
Clean audits signal growing financial discipline in local government
South Africa celebrates improved municipal financial management as 41 municipalities achieve clean audits. However, concerns remain over underperformance, debt and structural funding challenges
The South African Local Government Association (SALGA) has welcomed the Auditor-General’s 2023/2024 Municipal Audit Outcomes with a sense of cautious optimism. Of particular signi cance is the increase in clean audit outcomes from 34 in 2022/23 to 41 in 2023/24, a development SALGA describes as “commendable” and re ective of enhanced nancial discipline, improved leadership and better governance practices in those municipalities.
Clean audits re ect a local government’s ability to manage public funds transparently, report performance reliably and comply with legislation. The 41 municipalities achieving this status have demonstrated a clear commitment to ethical leadership, internal controls and consequence management, setting a benchmark for others countrywide to follow.
Equally noteworthy is that 140 municipalities, representing 55 per cent of South Africa’s local government sphere, achieved unqualified and clean audit outcomes. Collectively, these municipalities manage over R378-billion or 66 per cent of the total local government R575-billion budget.
SALGA commends municipal leadership and of cials for the visible progress, but says: “This improvement must be sustained and scaled.” SALGA remains deeply concerned by the performance of the remaining 45 per cent of municipalities that continue to fall below acceptable audit standards. Several failed to submit nancial statements, while others were plagued by recurring fruitless and wasteful expenditure. These outcomes highlight the urgent need for deeper reform, stronger accountability mechanisms and improved internal capacity.
CELEBRATING EXCELLENCE: LEARNING FROM THE BEST
Several municipalities have consistently achieved clean audits for more than ve consecutive years, including Midvaal (Gauteng) and Cape Winelands, Overstrand, Witzenberg and Cape Agulhas (Western Cape). SALGA urges other municipalities to study these best-practice models to replicate their success countrywide.
SALGA also echoed the Auditor-General’s ndings that leadership stability and accountability, particularly in the roles of municipal managers, chief nancial of cers and heads of infrastructure, are key drivers of positive audit outcomes. Filling these strategic positions with quali ed and ethical professionals, supported by robust oversight from mayors and speakers, is essential to turning audit results around.
ONGOING COMMITMENT TO SUPPORT AND REFORM
SALGA will intensify its efforts to strengthen leadership, governance and nancial management through a range of support programmes. These include deploying experienced former councillors and mayors, improving internal capacity to reduce reliance on consultants and using technology to address recurring audit ndings.
WHO RECEIVED CLEAN AUDITS IN 2023/24?
MUNICIPALITY
Midvaal (GP) Peter Teixira X West Rand (GP) Thabiso BovinganaX
King Cetshwayo (KZN) SZ Dlamini X Umsinga (KZN) Dr FJ SikhakhaneX
Richmond (KZN) Siminenkosi NdlovuX
uMhlathuze (KZN) Xolani NgweziX
uMlalazi (KZN) Queen Xulu X
uMshwathi (KZN) Godrey ZondiX
uMvoti (KZN) GZ Malembe X
Capricorn District (LP) Mamedupe Teffo X
Waterberg District (LP) Moloko Jack MaekoX
Ehlanzeni District (MP) Terrance ShabanguX
Nkangala District (MP) Thomas NgwenyaX
Frances Baard (NC) Nondumiso BudaX
Namakwa District (NC) Mervin CloeteX
Alfred Nzo District (EC) MhlelembanaX
Joe Gqabi District (EC) NP Mposelwa X
Kouga (EC) Hattingh BornmanX
Mnquma (EC) T Manxila-Nkamisa X
Senqu (EC) Nomvuyo Mposelwa X
uMzimvubu (EC) Zukiswa Ndevu X
Cape Winelands (WC) Helena von Schlicht X
Garden Route (WC) Andrew StroebelX
Overberg (WC) Andries Franken
West Coast (WC) Roelof Weiderman Strydom X
Bergriver (WC) Raynold van RooyX
Breede Valley (WC) Anoinette Steyn X
Cape Agulhas (WC) Paul Swart X
Drakenstein (WC) Conrad PooleX
George (WC) Jacqulique von Brandis X
Hessequa (WC) Grant RiddlesX
Langeberg (WC) Schalk van EedenX
Matzikama (WC) Johannes van der Hoven X
Mossel Bay (WC) Dirk Kotzé X
Overstrand (WC) Archie Klaas X
Saldanha Bay (WC) André Truter X
Stellenbosch (WC) Jeremy FasserX
Swartland (WC) Harold Cleophas X
Swellendam (WC) Francois Du Rand X
Witzenberg (WC) Trevor AbrahamsX
Professionalising local government now
In the lead up to the fourth industrial revolution and the United Nations globally critical Sustainable Development Goals, ailing municipalities in South Africa have their work cut out to professionalise their offering and kick corruption aside. By VANESSA ROGERS
President Cyril Ramaphosa, in his February 2025 State of the Nation Address, spoke upfront about the need for municipality upgrades: “In many cities and towns across the country, roads are not maintained, water and electricity supply is disrupted, refuse isn’t collected and sewage runs in the streets. In part, this is due to municipalities lacking the technical skills and resources to meet resident needs; many haven’t reinvested their revenue into the upkeep of infrastructure.
“Starting this year, we will work with our municipalities to establish professionally managed, ringfenced utilities for water and electricity services and to ensure adequate investment and maintenance … [including the development of an] updated White Paper on Local Government to outline a modern and t-for-purpose system.”
TARGETED MUNICIPALITIES REMAIN AN IMMEDIATE PRIORITY
In light of Ramaphosa’s speech, the South African Local Government Association’s (SALGA) intervention in the running of ailing municipalities aims to provide resources and expertise, assist in developmental efforts and up the number of women in council to improve both service delivery and nancial stability.
The need for this intervention has been starkly depicted in media articles showcasing, for example, the “Collapse of Mangaung in images”, and an Auditor-General of South Africa report reveals that not a single Free State municipality was given a clean audit over the 2022/23 and 2023/24 nancial years. High vacancies, failure to deal with infrastructure maintenance, inadequate refuse removal and revenue collection challenges have further threatened the constitutional rights of residents in these
municipalities (the likes of Ditsobotla, Emfuleni and Mangaung), reveals the South African Human Rights Commission.
INVOLVEMENT, TOOLS AND OVERSIGHT STRUCTURES
According to the Parliamentary Monitoring Group, SALGA’s involvement in ailing municipalities should be four-fold:
• Representation and advocacy by keeping the interests of local government at heart while ensuring residents receive the utilities that are their right.
Municipal support and intervention model
Human development framework
Governance and intergovernmental relations
Municipal accountability assessment tool
Municipal accountability and consequence framework
Stakeholder engagement tool
Professional framework for local government
Local government innovation toolkit
Intervention framework for local government
Intervention model for municipalities
Local government framework for community development
Stakeholder management framework
•Technical assistance and support, both nancial and service-delivery related by providing guidance on budget management, infrastructure development and service delivery optimisation.
•Monitoring and reporting, as it relates to performance, progress and challenges, by identifying areas where assistance is needed and ensuring municipalities are held accountable for their actions.
• Helping struggling municipalities, by co-ordinating with the relevant authorities to implement recovery plans or address speci c issues such as clean water and/or a reliable electricity supply.
SALGA has also introduced an impressive number of tools and frameworks to encourage better governance within municipalities:
Focuses on supplementing and strengthening the capacity of municipalities by providing specialised services, facilitating shared learning and promoting human resources development.
Enables local government to address human development issues effectively and contribute to the United Nations Sustainable Development Goals.
Focuses on improving public participation, ward governance and the separation of powers within municipalities.
Helps municipalities assess their own accountability and identify areas for improvement.
Outlines the consequences of noncompliance with the required accountability standards.
Provides tools for engaging with stakeholders, such as community members, to keep local government responsive to their needs.
Promotes administrative practices that ensure an effective, efficient, accountable and responsive local government system, and outlines principles that officials should adhere to such as selflessness, stewardship, integrity and impartiality.
Provides guidance on how to innovate in local government – top-down vs bottom-up and needs-led vs efficiency-led, for example.
Outlines SALGA’s approach to intervening in municipalities facing challenges.
Provides a structured approach to address specific municipal challenges.
Aims to guide municipalities in community development initiatives, keeping them efficient and sustainable.
Emphasises the importance of engaging with all stakeholders (municipalities, civil society organisations and other government bodies) to achieve SALGA’s most pressing goals.
To encourage optimum community oversight SALGA has:
• Provided frameworks and resources to guide municipalities in engaging with communities and ensuring effective participation.
• Offered training and capacity building to enhance councillors’ understanding of oversight mechanisms and their responsibilities.
• Advocated for effective oversight by emphasising the importance of community involvement in the development, implementation and review of municipal performance management systems.
• Supported public participation by recognising ward committees as an important tool to ensure public participation and community involvement in municipal affairs.
• Implemented an integrated monitoring and benchmarking system to assess municipal performance and identify areas where support is needed.
THE POLITICAL ELEMENT
Although the need to balance political loyalty with professional governance remains a challenge, SALGA is adamant about appointing of cials who can remain politically detached as they go about their work. Some steps in SALGA’s armoury include:
• Municipal of cials maintaining a strict professional detachment from partisan political activities.
• Elected political of ce holders not unduly interfering in the work of appointed of cials.
• Setting clear boundaries between political and administrative functions to prevent political meddling in the technical aspects of governance.
• Local government of cials adhering to ethical principles, including upholding the constitution and the rule of law and acting in accordance with public trust.
• Promoting continuous learning and knowledge sharing to keep staff updated on best practice and ensure they can adapt to changing circumstances.
• Implementing a merit-based system for appointments and promotions so that the most quali ed individuals are placed in positions of responsibility, regardless of political af liation.
CASE STUDY COLLATERAL
“Strengthening developmental local government in South Africa: the role of capacity building”, published in the Journal of Public Administration highlights the need for ongoing capacity building, stakeholder engagement and collaboration in achieving sustainable outcomes. Through practical recommendations, tailored training programmes, the implementation of performance management systems and the cultivation of a culture of continuous learning, South African municipalities may go on to address their challenges and achieve the mandate of greater competency.
“Governance challenges in the provision of municipal services in the Vhembe District Municipality”, published in the African Public Service Delivery & Performance Review, reveals how “poor ef ciency, a lack of accountability, a shortage of equipment, dysfunctional implementation of policy framework, poorly maintained infrastructure, a lack of responsiveness, a lack of requisite resources, incompetent service providers and poor performance appraisals” are all challenges faced by municipalities (Vhembe, in particular) related to service provision.
While residents judge a municipality’s performance on its service provision and treatment from of cials, a lack of governance adversely affects both. Municipalities must therefore strive for best-in-class accountability, well-maintained infrastructure and the appointment of of cials who can effectively implement policies.
Professors Hendri Kroukamp and Fanie Cloete, who co-authored “Improving professionalism in South African local government” published in Acta Academica: Critical Views on Society, Culture and Politics, have commented: “Despite an array of legislative and regulatory provisions to encourage professional behaviour, not all municipalities are living up to these expectations. Improving professionalism in local government requires sound
FAST FACT
James Matsie, specialist, municipal infrastructure fi nance at SALGA, commented at the 95th CIGFARO Annual Conference that “of the R1.4-trillion required by South Africa for its Just Energy Transition Implementation Plan, municipalities will need R319-billion” to be able to move with the times, with a steady focus required “on distribution maintenance, infrastructure modernisation and operational aspects such as demand-side management, access design, capacity building and planning and adequately confi gured revenue models”.
leadership, mechanisms for performance management, a culture of service, sound nancial governance, inculcating the right values in each employee and applying direct and indirect support interventions. To achieve better professionalisation, stronger political, administrative and nancial commitments will prove essential.”
Follow: James Matsie @ www.linkedin.com/in/james-matsie-27a176157
Professor Fanie Cloete
WATCH
James Matsie address the CIGFARO Annual Conference
James Matsie
Turning construction waste into building blocks for the future
Just in time for Earth Day, South Africa’s DEPARTMENT OF SCIENCE, TECHNOLOGY AND INNOVATION has started rolling out its Circular Economy Demonstration Fund initiatives, aimed at sustainable development
In partnership with the Council for Scienti c and Industrial Research (CSIR) and small businesses Use-It and Key Bricks, the Department of Science, Technology and Innovation (DSTI) participated in the demonstration of a green building block prototype on 11 April 2025 in Pietermaritzburg. This innovation transforms construction and demolition waste, such as crushed glass and rubble, into durable, eco-friendly bricks for low-cost RDP housing.
Attendees were guided through the full life cycle of the building block, from crushing waste glass and rubble to the nished interlocking block and, nally, its use in the construction of a housing unit. Made of 70 per cent recycled content and 100 per cent recyclable, the green block is designed with sustainability, affordability and ease of use in mind.
INNOVATIVE DESIGN FOR EASY USAGE
What sets the block apart from other construction material is its interlocking Lego-like design, which allows for quick assembly without needing cement to join the layers. Internal hollows in each block create vertical channels for wiring and plumbing, eliminating the need to cut grooves and reducing material wastage. The blocks are ideal for communities with
limited construction experience and can be dismantled and reused elsewhere –adding exibility and longevity to low-cost housing solutions.
A SOLUTION FOR SEVERAL PROBLEMS
“This innovation emerged from the need to nd local markets for waste glass and rubble in KwaZulu-Natal,” said Belinda Putterill, managing director of Use-It. “Transporting waste glass to Gauteng isn’t viable due to cost, which means much of it ends up as uncollected waste, impacting the environment. We needed local solutions for local problems.”
Illegal dumping of construction rubble is a growing issue in many towns and cities across the country. By converting this waste into building material, the initiative not only supports environmental cleanup, but also addresses the national housing backlog. According to CSIR senior researcher Aubrey Muswema, the block could unlock new revenue streams for local companies and small businesses in the construction sector.
“Using waste as a resource can open new business opportunities,” Muswema said. “This innovation supports social relief efforts while contributing to cleaner, more sustainable cities.” The prototype and block-making machine were demonstrated
The blocks are ideal for communities with limited construction experience and can be dismantled and reused elsewhere – adding flexibility and longevity to low-cost housing solutions.
to stakeholders, including municipal of cials and representatives of the private sector and small enterprises in the building and housing sectors.
Dr Mmboneni Muofhe, deputy director-general: socioeconomic innovation partnerships at the DSTI, praised the collaboration between government, science councils and small businesses.
“South Africans have practised circular economy principles for generations, just without the label,” Dr Muofhe said. “This project shows what’s possible when creativity and systemic collaboration meet. It’s a testament to the power of partnerships.”
Professor Linda Godfrey, CSIR principal researcher and manager of Circular Innovation South Africa, highlighted the broader vision of the fund.
“The circular economy holds enormous potential for South Africa. We’ve long understood its value, but we haven’t scaled it for meaningful impact,” she said. “Through the fund, we aim to help businesses and industry demonstrate, derisk and scale circular innovations, unlocking vital socioeconomic opportunities.”
The green block project is one of several initiatives supported by the DSTI’s Circular Economy Demonstration Fund, which connects research institutions with the private sector to turn innovative ideas into tangible, scalable solutions.
For more information: www.dsti.gov.za
Revolutionising retail with refill innovation
In the bustling township of Diepsloot, a retail revolution is underway with an automated refill store offering a new way for consumers to access essential products. This initiative is supported by the DEPARTMENT OF SCIENCE, TECHNOLOGY AND INNOVATION
Launched in May 2025 at Chuma Mall, Skubu is rede ning how communities access everyday essentials. More than just a shop, it’s a bold step toward sustainable, affordable living.
Founded by Ebenhaezer de Jongh, CEO of Sonke, the start-up behind automated re ll stations, this innovative venture was born with the aim of creating a positive impact in underserved communities while championing environmental sustainability.
The launch event drew attention not only for its fresh approach to retail, but also for its strong backing through the Circular Economy Demonstration Fund, supported by the Department of Science, Technology and Innovation (DSTI) and implemented by the Council for Scienti c and Industrial Research. The initiative aims to scale proven circular economy solutions across South Africa and Skubu is leading the charge.
SAVINGS FOR CONSUMERS AND LANDFILLS
Automated re ll stations in the Skubu store enable customers to dispense products, such as cooking oil, rice, maize meal,
sugar, cake our, Unilever liquid products and even water, directly into reusable containers. The result? Up to 50 per cent savings for consumers and a dramatic reduction in single-use plastic waste – up to 100 per cent elimination.
De Jongh emphasised that affordability isn’t just a marketing strategy; it’s the core of Skubu’s mission. “We want people to buy what they need when they need it without breaking the bank or harming the planet,” he said at the launch.
TURNING TEETHING PROBLEMS INTO OPPORTUNITY
However, the journey to success wasn’t smooth. De Jongh recalls how the Sonke team imported a machine from China early in their journey only for it to break down shortly thereafter. Undeterred, they took matters into their own hands and built their rst re ll station from scratch.
Their initial test run selling nonbranded cleaning products in Tembisa faced stiff competition from corporate giants like Unilever. Instead of ghting the tide, de Jongh turned it into an opportunity and partnered with Unilever to expand product offerings and reach.
“If we could replicate projects like this across the country, we’d be looking at a very di erent South Africa.” – Dr Mmboneni Muofhe
Then the Russia-Ukraine con ict disrupted global oil supplies, driving up prices for cooking oil. Seizing the moment, Sonke launched SunQueen, its own brand of cooking oil, via re ll stations.
Today, Sonke Retail has over 100 re ll stations operating across South Africa, Zimbabwe and Nigeria, making it the world’s largest automated re ll company. Partners like the Manzi beverage company have joined the movement, helping to scale the model regionally.
Skubu isn’t just changing business models, it’s changing lives. Zosuliwe Mangahi, a customer from Diepsloot, says the store has helped her save money on essentials like maize meal and sugar. “I’ve already saved some money, and I’m going to save more so I can use the extra for other things around the house,” she explains.
Another customer, Happiness Buthelezi, says the lower prices on cleaning products are especially bene cial for maintaining hygiene in the community. “It helps us stay clean and healthy,” she adds.
Sonke has created 15 full-time jobs and generated R12-million in consumer savings over the past three years.
Dr Mmboneni Muofhe, deputy director-general: socioeconomic innovation partnerships at the DSTI, praised Skubu’s collaborative spirit and tangible impact.
“If we could replicate projects like this across the country, we’d be looking at a very different South Africa,” he said at the launch.
With its blend of innovation, affordability and sustainability, Skubu is more than just a store; it’s a blueprint for the future of inclusive, eco-conscious retail.
For more information: www.dsti.gov.za
Ancient remedies meet modern science to revolutionise bovine health management
In June 2025, South Africa celebrated Youth Month under the theme “Skills for the changing world: Empowering youth for meaningful economic participation”.
Aligning with this theme, the DEPARTMENT OF SCIENCE, TECHNOLOGY AND INNOVATION is proud to showcase the achievements of young South African talent in the biomedical sector
Bishop Ramagoma is a PhD candidate at the University of Pretoria’s Department of Paraclinical Sciences, Phytomedicine Group. He holds a master’s degree in Biomedical Nanoscience (with distinction) from Nelson Mandela University, which he pursued through the Department of Science, Technology and Innovation’s nanoscience scholarship. Funded by the Department of Agriculture, Land Reform and Rural Development, his current research focuses on ancient medicinal plants used to treat ailments in humans and animals.
As concerns rise over antibiotic resistance and the long-term effects of synthetic drugs on animal health, interest in traditional remedies has surged. Researchers are studying the intersection between phytomedicine and modern science, especially nanotechnology, to nd innovative, effective and sustainable treatments for disease.
A GROUNDBREAKING STUDY
Ramagoma is part of a groundbreaking study currently underway at the University of Pretoria, in collaboration with the Agricultural Research Council, which is exploring the potential of compounds derived from the searsia plant species in treating bovine mastitis, an in ammation of the udder that is one of the most economically damaging diseases in the dairy industry. The study is also investigating green nanotechnology, focusing on the biosynthesis of silver and zinc oxide nanoparticles from searsia extracts.
Initial ndings are promising. Among various medicinal plants tested for
their antimicrobial, anti-in ammatory and antioxidant properties, searsia species have shown the most potent results against clinical isolates of bovine mastitis. The current phase of research is centred on isolating the most effective bioactive compounds and synthesising corresponding metal nanoparticles to maximise therapeutic potential.
PROMISING OUTCOMES
Bovine mastitis costs the global dairy industry more than R375-billion annually, affecting both smallholder farmers and large commercial operations. It reduces milk yield and quality, impacting livelihoods and food security. The integration of phytomedicine with nanotechnology offers a promising solution. Plant-derived treatments have demonstrated strong antibacterial activity even at low concentrations, along with low cytotoxicity. When combined with nanoparticles, their ef cacy increases signi cantly, opening new possibilities for treatment.
Biologically synthesised nanoparticles are especially valuable due to their high
The development of plant-based, nanotechnology-enhanced therapies holds substantial promise for improving animal welfare and advancing sustainability in the dairy sector.
surface area, functional versatility and broad-spectrum antimicrobial activity. These characteristics make them ideal candidates to combat resistant strains of bacteria responsible for mastitis. Additionally, nanoparticles can be used to encapsulate plant extracts or isolated compounds, improving their stability and bioavailability. This allows for lower therapeutic doses, reducing toxicity and minimising side effects – a key advantage in organic and sustainable farming systems where antibiotic use is limited or discouraged.
The development of plant-based, nanotechnology-enhanced therapies holds substantial promise for improving animal welfare and advancing sustainability in the dairy sector. They offer the dual bene t of maintaining high milk quality and yield while addressing the urgent global challenge of antimicrobial resistance.
Collaboration between researchers, veterinarians and industry is needed to translate laboratory breakthroughs into accessible, farm-ready treatments that re ect a holistic understanding of animal health.
The future of bovine mastitis management lies at the convergence of age-old botanical knowledge and modern nanotechnology. As this research advances, Ramagoma hopes it will lead to safer, more effective and environmentally conscious approaches to animal healthcare – bene tting farmers, animals and consumers alike.
Bishop Ramagoma
Launch of the Municipal Innovation Recognition Awards to celebrate innovation in local government
In a significant move to bolster innovation and technological advancement in South Africa’s municipalities, the DEPARTMENT OF SCIENCE, TECHNOLOGY AND INNOVATION has launched the Municipal Innovation Recognition Awards
The Municipal Innovation Recognition Awards (MIRA) was developed under the auspices of the Municipal Innovation Maturity Index (MIMI) project, a strategic initiative that measures and promotes the uptake of innovation across municipalities. MIMI is closely aligned with key international and national policy frameworks, such as the Sustainable Development Goals (SDGs), the National Development Plan, the District Development Model and the Department of Science, Technology and Innovation’s (DSTI) Decadal Plan. These frameworks emphasise the critical role of science, technology and innovation in building capable institutions, fostering sustainable urban development and driving inclusive growth.
RECOGNISING INNOVATIONS THAT IMPROVE PERFORMANCE
South African municipalities face an array of complex challenges, from ageing infrastructure and nancial constraints to rising unemployment, crime, corruption and energy shortages. In this context, innovation is not merely a luxury but
a necessity for improving operational ef ciency, enhancing public service delivery and creating resilient communities.
Despite these challenges, many municipalities are actively exploring innovative solutions to deliver basic services such as clean water, sanitation, waste management and housing. Others are leveraging digital tools to streamline governance, increase transparency and engage citizens more effectively. However, these efforts often go unnoticed or remain isolated, limiting their potential for replication and scaling.
The MIRA aims to address this gap by recognising innovations that have improved municipal performance and have potential for widespread adoption, encouraging the uptake of innovation by inspiring municipal leadership and of cials to embrace new technologies and practices, celebrating lighthouse initiatives that demonstrate excellence in innovation-driven service delivery, promoting participation in the MIMI assessment process to benchmark and improve innovation maturity and positioning municipalities as active partners in the national system of innovation. This contributes to the implementation of the Decadal Plan, which calls for the creation of an enabling environment for innovation in the public sector and society at large.
The MIRA will be implemented through a strategic partnership between the University of KwaZulu-Natal, the South African Local Government Association and the DSTI. This partnership will work to embed innovation into the core functions of local government, from
Participating municipalities are assessed on various indicators of innovation maturity.
strategic planning and budgeting to project implementation and citizen engagement. Through the MIMI framework, participating municipalities are assessed on various indicators of innovation maturity, including leadership commitment, institutional capacity, collaboration with external stakeholders, use of data and technology and the impact of innovation on service delivery outcomes.
ADDRESSING SEVERAL OBJECTIVES
The MIRA initiative is strategically positioned to support several high-level policy objectives, including SDG11, which emphasises the need for sustainable urbanisation, resilient infrastructure and inclusive, safe and sustainable cities – all of which require innovation.
By recognising and celebrating innovation champions, MIRA celebrates successful practices and encourages knowledge-sharing, learning and the replication of effective models across the country.
As municipalities increasingly become engines of local economic development and service delivery, embedding innovation into their operations will be essential to achieving long-term sustainability and resilience. With initiatives like MIRA and MIMI leading the way, South Africa is taking bold steps toward transforming its local governments into dynamic centres of innovation and progress.
For more information: www.dsti.gov.za
Local government reset ahead
The White Paper on Local Government review, launched in May, is expected to correct many of the shortfalls of the original White Paper. LISA WITEPSKI unpacks the recommendations that are likely to be made
The 1998 White Paper on Local Government was a landmark policy that established a framework for democratic municipalities, equitable service delivery and community engagement. “It played a pivotal role in shaping post-apartheid local governance and addressing historical disparities,” says Melvin Mpala, associate partner at Ntiyiso Consulting Group.
As South Africa’s socioeconomic landscape has evolved, the review seeks to update the original framework to address current challenges, including service delivery gaps and nancial sustainability, better. Added to this, Mpala points out that the country has undergone several changes, both political and socioeconomic, since the introduction of the paper. The review further acknowledges emerging priorities such as climate resilience, traditional governance co-ordination and spatial equity, which require updated policy approaches. Finally, says Mpala, the review re ects a commitment to a “whole-of-society” approach, emphasising participatory governance.
FLOUNDERING MUNICIPALITIES
Most mornings, community WhatsApp groups are abuzz with a litany of complaints: sewerage running down streets, water outages, refuse remaining uncollected. This is the legacy of oundering municipalities. Political analyst Khanyi Magubane notes that there are many reasons for their poor state, starting with the fact that little (if any) skills transfer took place between the white employees who staffed the
prior structures and the black employees who joined them in 1994 when local government was rst established.
The complex relationship between macro and micro issues has exacerbated the problems caused by the poor capacitation of staff members. Yes, it’s crucial that we address economic, social and environmental challenges, but refuse removal, tarred roads and the supply of electricity to all households are equally important. “Economic integration matters little to the people who want their suburb to have street lights so that they feel safe. They feel entitled to this because they pay their rates and taxes,” Magubane points out. “We’ve been focused on macro issues at the expense of the micro, which are part of local government’s core function – and this may have been where we should have started.”
Finance has been another bugbear. “Quite simply, local government is low-hanging fruit for corruption,”
“The review will likely propose a tiered model for municipalities, recognising the diverse needs of metropolitan, urban and rural councils.” – Khanyi Magubane
The review further acknowledges emerging priorities such as climate resilience, traditional governance co-ordination and spatial equity, which require updated policy approaches.
Magubane says. This is because municipalities work with smaller budgets, and the projects for which those budgets were allocated are necessarily discarded.
Then again, many projects fail to materialise because the positions which should be held by decision-makers are either vacant or held by acting employees with no real power. The resultant failure to spend allocated budgets leads to a tarnished image of the municipality; the idea that it is not a responsible custodian of funds. So, when budgets are allocated again the following year, the municipality in question will be overlooked.
Magubane says this poor image of municipalities plays a role in the entities’ ability to attract the country’s top talent, who would prefer to work in the private sector.
“However, perhaps the biggest killer of municipalities has been the proliferation of coalition governments where there are no real legal frameworks to enforce agreements, and then both sides walk away when the partnership fails,” she says. “Stability is a cornerstone of strong local government.”
For political analyst Ralph Mathekha, local government’s subservient role, in relation to national government, is problematic. “With the ANC heavily dominating national politics, there has been no room for local government to experiment with development. Perhaps because of this, municipalities are not seen as an attractive career prospect; they’re more a transitional place on the way to better things.”
Mpala’s view is that although the original White Paper emphasised
Melvin Mpala
co-ordination between structures, it did not account for the complexities of intergovernmental relations. This has led to misalignments and inef ciency, for example, overlapping mandates and unclear roles have hampered effective service delivery. Nor did the White Paper fully anticipate external pressures, such as rapid urbanisation, climate change and spatial inequality. While it aimed to provide a platform for community participation, it overestimated the readiness of communities and municipalities to engage in meaningful, inclusive dialogue.
ROOM FOR IMPROVEMENT
Mathekga maintains that the political fragmentation South Africa is experiencing may bene t local government. “The ANC has never favoured a federalised approach, yet local government thrives under a more autonomous, decentralised structure. Greater decentralisation would allow municipalities to focus more effectively on the needs of people on the ground.”
Magubane, meanwhile, would like to see greater capacitation of local government staff. Private-public partnerships may play a role here as they will help nurture local entrepreneurs who have real skills and can effect delivery.
“We need to increase rates payment because people value what they pay for, we may see a drop in criminal behaviour like bridging, but for many, rates are still unaffordable, so we need to nd a way to include them.
As South Africa’s socioeconomic landscape has evolved, the review seeks to update the original framework to address current challenges, including service delivery gaps and financial sustainability, better.
“Finally, we need a clear picture of what local government should look like; a roadmap of sorts – the review should provide this.”
THE WAY FORWARD
The review is expected to introduce progressive reforms, including differentiated frameworks for municipalities to meet diverse community needs better. “The review will likely propose a tiered model for municipalities, recognising the diverse needs of metropolitan, urban and rural councils. This could include tailored performance standards, funding allocations and governance structures to ensure smaller municipalities are not overburdened by expectations designed for larger metros,” Magubane says.
There will also be suggested reforms to enhance nancial sustainability, including reforms to the Municipal Finance Management Act to diversify revenue streams, such as property taxes and public-private partnerships, and the introduction of multiyear funding settlements. A proposed national framework for scal accountability, featuring regular audits and incentive-based funding, will enhance nancial governance.
Mpala further predicts the possible introduction of stricter separation between political and administrative roles to address over-politicisation. Clear codes of conduct and mechanisms to prevent political interference in operational decisions may form part of this.
Additional reforms include the introduction of mandatory participatory
FAST FACT
Municipal spending per resident is lowest in Nomgoma Local Municipality in KwaZulu-Natal (R1 389) and highest in Gamagara Local Municipality in the Northern Cape (R23 201).
Source: www.statssa.gov.za
processes, such as open budgeting and regular public consultations, supported by digital platforms to enhance accessibility and facilitate community engagement. Challenges around the integration of traditional leaders (especially in rural areas) may be addressed through the formalisation of their roles, for instance, we may see the introduction of joint decision-making bodies and representation on municipal councils.
Mpala adds that the review is likely to make suggestions around climate-resilient infrastructure and planning and improved intergovernmental co-ordination, such as a national co-ordination body to align policies across government spheres, reduce mandate overlaps and ensure consistent support for municipalities through regular intergovernmental forums and shared performance metrics. Measures to enhance ethical governance are also likely, along with suggestions for harnessing technology to optimise service delivery, improve ef ciency and transparency and to allow data-driven decision-making. Pilot programmes for smart municipal systems could also be proposed, Mpala states.
A proposed national framework for fiscal accountability, featuring regular audits and incentive-based funding, will enhance financial governance.
Khanyi Magubane @ www.instagram.com/khanyi_magubane/?hl=en Ralph Mathekha @ www.linkedin.com/in/ralphmathekga
Ralph Mathekha
Disaster readiness
Is local government equipped for the next crisis?
As climate-related disasters escalate across South Africa, ITUMELENG MOGAKI spoke to experts in municipal sustainability, disaster risk management and climate planning to assess whether local governments are prepared
As climate-related disasters intensify in South Africa, the ability of local governments to respond swiftly and effectively is under increasing scrutiny. From the devastating oods in KwaZulu-Natal to wild res in the Western Cape and prolonged droughts in the Eastern Cape, the pattern is clear: weather extreme events are becoming more frequent and severe. However, the big question is: “Is the country’s local government infrastructure ready?”
HIGHLIGHTING MUNICIPAL CHALLENGES
Last year, several media reported that a severe storm hit KwaZulu-Natal and the Eastern Cape, bringing heavy rain, tornadoes and ooding. The storm caused over 23 deaths, displaced more than 2 500 people and led to damages estimated at R617-billion.
The town of oThongathi (Tongaat) was especially hard-hit by a tornado that destroyed much of its infrastructure, sparking calls for a local state of disaster.
The 2024 Western Cape wild res saw forest res sweep through Cape Town and nearby areas, burning 52 501 hectares, including 15 587 hectares on
CapeNature land. Visible infrared-imaging radiometer suite satellite data recorded 129 high-con dence re alerts between 11 September 2023 and 16 September 2024, with 52 alerts reported in 2024.
Early this year, KwaZulu-Natal was hit by severe ooding after heavy rains, resulting in at least 22 deaths and damages of over R3.1-billion. A national state of disaster was declared to speed up relief and rebuilding efforts.
PACE OF CLIMATE CHANGE OUTSTRIPPING LOCAL GOVERNMENT’S CAPACITY
According to Dorah Marema, head of the municipal sustainability portfolio at the South African Local Government Association (SALGA), the impact of climate change is accelerating faster than local governments can adapt.
“Southern Africa has already experienced temperature increases of up to 1.44°C between 1961 and 2015,
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along with more frequent and intense heatwaves, droughts and erratic rainfall,” she says. “Municipalities are now facing climate extremes that their systems and infrastructure were never designed to manage.”
While some municipalities have taken strides in integrating climate resilience into local governance, Marema warns that efforts remain uneven and under-resourced. “To truly keep pace with escalating climate risks, local governments need stronger national support, access to climate nance and partnerships with civil society and the private sector,” she says.
Marema further explains that infrastructure is a frontline defence during a disaster. “High-quality infrastructure, such as reliable roads, bridges, hospitals and communication networks, enables emergency services to reach affected areas quickly and deliver aid ef ciently.”
She adds that there is a major gap in current local infrastructure planning. “Much of South Africa’s infrastructure wasn’t built with today’s climate risks in mind. Undermaintained water networks and inadequate stormwater systems are leaving communities exposed.”
However, Marema sees an opportunity to reimagine infrastructure investments “Nature-based solutions, such as rehabilitating wetlands or upgrading drainage systems, can reduce disaster risk while creating jobs and enhancing biodiversity.”
“Much of South Africa’s infrastructure wasn’t built with today’s climate risks in mind. Undermaintained water networks and inadequate stormwater systems are leaving communities exposed.” – Dorah Marema
Agreeing that infrastructure remains a critical weak point, Emeka Umeche, associate partner at Ntiyiso Industrialisation Consulting, says in drought-prone areas like Nelson Mandela Bay, the picture is equally bleak. “Ageing infrastructure nearly led to Day Zero water outage. Meanwhile, wild re-prone areas continue to suffer as re ghting resources are overwhelmed.”
“Risk-informed spatial planning should be enforced to prevent development in fl oodplains or fi re-prone zones. Critical networks need upgrading and maintenance.” – Emeka Umeche
To build resilience, Umeche emphasises the need for a major rethink of how and where infrastructure is built. “Risk-informed spatial planning should be enforced to prevent development in oodplains or re-prone zones. Critical networks need upgrading and maintenance.”
Marema says municipalities are using tools like the Green Book to integrate climate risk into spatial planning.
“These tools identify high-risk areas, help protect informal settlements and guide infrastructure investment.”
“They must inform everyday decisions, where to build, how to retro t, what insurance to buy. This is the new baseline for corporate and municipal planning alike.”
WHAT NEEDS TO HAPPEN NEXT?
Umeche also highlights stark inequalities in disaster risk reduction (DRR) efforts. “In formal areas, you might nd ood zoning laws and building codes, although enforcement is often lacking. But in informal settlements, DRR strategies are largely absent.”
Umeche also says many informal communities are situated on dangerous terrain like steep hills or oodplains. “They lack drainage, road access and basic services. During the 2022 Durban oods, 87 shacks in the eNkanini hilltop community collapsed in seconds during a mudslide. That’s the kind of risk we’re dealing with.”
DATA AND FORECASTING TOOLS FOR PROACTIVE DISASTER PLANNING
Despite the challenges, Umeche says some technological progress has been made. “We’re seeing the use of GIS-based hazard mapping to identify high-risk zones and guide spatial planning”, also giving an example of how The South African Weather Service’s impact-based models allowed early evacuations during the 2022 oods. “That’s a promising sign,” he says.
“The National Disaster Management Centre and the CSIR are also incorporating real-time platforms like the C-MORE system to streamline early warning dissemination. These tools are essential for local planning, but they need to be scaled across all municipalities.”
She also puts emphasis on data to be used for public awareness and resource allocation. “Historical disaster data, demographic pro les and infrastructure maps can help identify vulnerable groups, for example, the elderly or those without transport, so emergency plans are more inclusive and effective.”
TREATING CLIMATE RISKS AS INTERCONNECTED TO STRENGTHEN MUNICIPAL RESILIENCE
For Ernest Eng, head of analytics, risk nance and captives for Marsh Advisory MEA, data isn’t just a government concern; it’s a business imperative. “Companies with physical infrastructure or supply chain dependencies must integrate climate modelling into their risk management strategies,” he says. “Targeted data and analytics are crucial for resilience, adaptation and risk intervention.”
There’s an urgent need for a shift in mindset, he says, highlighting the Cape Town res and prolonged droughts as stark reminders that climate change isn’t an isolated event. “It’s a cascade of risks,” says Eng.
“Overlapping risk conditions such as heat, wind and humidity are becoming the norm. We’re seeing a global shift where extreme weather is now the biggest long-term threat, according to the World Economic Forum’s Global Risk Report,” says Eng.
Eng believes climate tools should go beyond emergency response.
“Disaster response is not just about reacting to emergencies,” says Marema. “It’s about embedding climate adaptation into every aspect of local governance, from housing and health to energy and transport.”
Umeche concludes that investment in infrastructure and early-warning systems is non-negotiable. “Municipalities must be empowered with the skills, funding and political backing to enforce risk-informed planning.”
Eng makes it clear that the private sector has a role to play. “Businesses must embrace climate data and take responsibility for their risk exposure. Adaptation isn’t a choice; it’s a necessity for survival.”
South Africa’s local governments are battling a rising tide of climate-induced disasters with outdated infrastructure, limited budgets and patchy planning. As the country experiences more oods, res, droughts and storms, the window to build resilience is narrowing.
The general consensus is that what’s needed is bold investment in climate-resilient infrastructure, a culture of data-driven planning and the political will to prioritise disaster readiness at national and local levels.
As Marema puts it: “Building resilience is not just a technical task. It’s about safeguarding the future of our communities.”
AI is at work everywhere, except in South Africa’s municipalities. TREVOR CRIGHTON explores the potential for AI deployment at local government level
South Africa has no explicit arti cial intelligence (AI) policy, nor is a national smart city policy in place. Pockets of technological advancements exist within local government, but with AI already commonly in use in everyday life, it’s still rare to nd it being rolled out in municipalities to help make processes easier.
LEADING THE CHARGE
The Cape Winelands District Municipality is using AI to drive long-term government transformation with a three-tiered system that boosts strategy, quality and ef ciency while keeping data secure.
The municipality has successfully deployed a custom-built AI platform designed for long-term municipal transformation. It is a strategically aligned, three-tiered system that enhances decision-making, improves service quality and scales operations, all while maintaining strict data security and accountability.
“Tier 1 of the system operates as a private, of ine assistant installed on individual computers, which allows employees to get help with sensitive tasks, without any data leaving their device,” explains Abdul Gabier, deputy director: information communication technology
at the Cape Winelands District Municipality.
“The second tier is a locally hosted AI ne-tuned on municipal processes, providing auditable, high-quality answers for critical work ows such as turning tender documents into service level agreements. Every interaction is logged, enabling transparency and accountability. Employees can demonstrate how AI assisted their work and supervisors can verify its impact,” explains Gabier. “All data is locally stored and no internet connectivity is used. The third tier is an internet-enabled copilot for innovation. This tier helps take care of creative tasks, such as design, social media or brainstorming, and staff can use external AI tools without risking sensitive data,” he says. “Strict usage policies ensure this tier complements, never compromises, the secure local system.”
BETTER BLUEPRINT
The project is proving to be a blueprint for how governments can adopt AI without sacri cing security or accountability. “With the technology now fully operational, the municipality is shifting to scaling impact through a dedicated task team, mandated with three key priorities: strategic alignment, quality enhancement and volume at scale,” explains Gabier.
In its rst focus area, the technology evaluates whether the projects and tasks it is asked to examine are aligned with the strategic objectives. Secondly, the system uses its audit logs to re ne outputs, reduce errors and elevate standards in documents, decisions and resident services. Lastly, the system expands AI-assisted work ows to handle more cases, faster, without sacri cing quality or oversight.
We’re investing in a fundamental transformation of how our municipality operates with AI as a strategic partner – Abdul Gabier
Smart tech at local government level
Smart metering
Seven service providers were appointed by national government last year to convert millions of prepaid water and electricity meters in South African households to smart metering solutions. The aim is to audit and convert existing prepaid meters in the hope of minimising the burden of procurement for local municipalities while helping achieve advanced and economically developed electricity and water systems.
COCT’s data strategy
Last year, the City of Cape Town launched its data strategy, which included the possibility of deploying artificial intelligence (AI) to help municipal officers make better decisions. Data is at the heart of the process. Without adequate data, there’s nothing to “feed” the AI to ask it to solve challenges. The new strategy is designed to enable better services through evidence-led decision-making and inform better planning for the future.
Smart electricity
In March 2023, the George Municipality became the first electricity provider in the country to pilot a freely licensed software solution that reads smart meters, stores the meter data in a meter data sharing system and delivers that data to municipalities. Software then allows the municipality to create and load its electricity tariffs and apply them to a bill.
“We’re not chasing a quick win. We’re investing in a fundamental transformation of how our municipality operates with AI as a strategic partner. The technology ensures every step we take aligns with our mission, improves outcomes and keeps our data secure,” says Gabier.
Arecent High Court judgement (Yende v City of Johannesburg Metropolitan Municipality and Another) offers important insights into the evolving jurisprudence on municipal liability for injuries caused by defective public infrastructure. The case highlights how courts weigh the public’s right to safe infrastructure against the operational constraints faced by municipalities.
The plaintiff sustained injuries after falling into an uncovered stormwater manhole on Chris Hani Road, Soweto, while walking to catch a taxi. She suffered a fractured right ankle, which required surgery and an extended hospital stay. The matter proceeded on the issue of liability only, with damages (quantum) to be determined at a later stage.
The plaintiff’s claim was based on negligence, which required her to prove all the elements of negligence on a balance of probabilities.
In response, the defendants denied any legal duty to maintain the manhole. Alternatively, they argued that if such a duty did exist, it was subject to the limitations of manpower and available resources.
The plaintiff’s evidence con rmed that the incident occurred during the day. She conceded that she had been multitasking, walking briskly while looking for a taxi. The defendants led evidence that the Johannesburg Roads
Mind the gap Municipal liability and the hidden dangers beneath our feet
When public infrastructure fails, who is to blame? A recent judgement reveals why municipalities must do more to protect lives – and why the public must stay alert.
By RETHABILE SHABALALA, senior associate, NOSIPHIWO RALA, trainee attorney, and LONDIWE MAZIBUKO, candidate attorney, at Webber Wentzel
Agency (JRA) had both proactive and reactive maintenance plans for manholes. The JRA also reported limited resources and reliance on members of the public to report infrastructure defects. Manhole covers, according to the evidence, are inspected twice a year.
The court acknowledged that a municipality’s legal duty is not absolute and must be assessed in light of its capacity, particularly funding and staf ng. However, it found that the defendants had conceded the legal duty to cover and barricade manholes and were negligent in ful lling this duty. A reasonable person in the JRA’s position would have taken proactive, reasonable steps to prevent harm, particularly on a road with high pedestrian traf c, such as Chris Hani Road, where the risk of injury was foreseeable.
Insofar as the defence based on manpower and resources was concerned, the court was unable to consider it, as it had not been put to the plaintiff and no supporting documentary evidence had been discovered.
The court held the defendants liable to the plaintiff. However, it also found that the plaintiff had contributed to the incident. Given her own admission that she had been walking briskly and multitasking, and taking into account the clear weather and unobstructed pavement, the court concluded that she had failed to keep a proper lookout. She was found to be contributorily negligent. The court therefore apportioned liability, holding the defendants jointly and severally liable for 50 per cent of the plaintiff’s proven or agreed damages.
This judgement con rms that there is no blanket liability for municipalities in cases involving defective infrastructure. Each case must be considered on its facts. Plaintiffs are also expected to take reasonable care for their safety.
Importantly, where relevant and properly presented, evidence of a municipality’s budgetary or resource constraints may help displace a nding of negligence and causation.
Key takeaways
The key takeaways for both the public and municipalities include:
•Municipalities have a legal duty to take reasonable, proactive steps to ensure the safety of public infrastructure, especially in high-foot-traffic areas.
•This duty is not absolute and must be evaluated in light of available resources, but municipalities must produce credible evidence to support any limitation.
•A failure to act, even in the absence of an absolute duty, may still amount to wrongful and negligent conduct where the risk of harm is foreseeable.
• Contributory negligence remains an important consideration; members of the public also have a duty to take reasonable care for their own safety.
