VOICE November 2025 by SundayTimesZA

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Issue 49, inside this issue

WORLD VIEW | THE AFRICAN CONTEXT

5 Standards, skills and systems: lessons from Africa’s best performers

Algeria and Mauritius show how key performance indicators, audits and skills planning can transform governance. South Africa should follow suit through standards-driven reform.

THE DEEP DIVE | 30 YEARS OF LOCAL GOVERNMENT

6 Municipalities and leaders shining brightly

As South Africa observes 30 years of local government, we highlight municipalities and leaders driving transformation, innovation and service delivery; Key milestones de ning local government.

IN FOCUS | LOCAL GOVERNMENT ELECTIONS

10 The Municipal Demarcation Board gears up for elections

As political parties ramp up their campaigning ahead of next year’s hotly anticipated local government elections, one vital independent body is also heading to the nal stretch of preparations – the Municipal Demarcation Board.

12 Digital innovation: how technology is transforming local government

With local elections approaching, technology is rede ning how municipalities deliver services. From Cape Town’s award-winning Wayleave System to Kouga’s reporting app, innovation is driving e ciency, transparency and accountability, shaping not just daily life, but also voter expectations.

POLICY AND GOVERNANCE | REFORM AND ACCOUNTABILITY

14 Reinventing local government: lessons, leadership and the road ahead

Through candid insights, SALGA’s Lance Joel shares how South Africa’s Local Government White Paper reforms could rede ne governance, strengthen municipalities and rebuild community con dence.

15 The push for real municipal accountability

We take a deep dive into the oversight, technology and community power reforms essential for xing failing municipalities and ensuring genuine accountability.

THE LEDGER | REVENUE COLLECTION

18 Tshwane’s revenue comeback: bold reforms drive record R40.6-billion collection

Through strategic enforcement, technology and community engagement, Tshwane achieved record collections, strengthened nances and rebuilt public trust in 2024/25.

EARTH MATTERS | CLIMATE ADAPTATION

22 Climate change: the role of municipalities

The implementation of the Climate Change Act of 2024 means that municipalities are required to adopt new strategies for climate change adaptation and mitigation.

23 Climate Change Act unpacked

The Climate Change Act of 2024 sets out speci c responsibilities for municipalities. We take a closer look at the changes.

24 Working for water security

We unpack the City of Ekurhuleni’s Ten-point Water Plan.

CITIES AND SPACES | URBAN PLANNING

30 Reimagining our cities: SA’s urban agenda and Vision 2050 frameworks

We explore how the Vision 2050 framework in two South African metros is reshaping urban renewal, sustainability and competitiveness.

30 Building resilient cities: NUF 2025 outlines next steps for South Africa’s urban agenda

A concise roundup of discussions and outcomes from the National Urban Forum.

31 Digitising future-ready municipalities

Our experts share how South Africa’s municipalities can become future-ready hubs of service delivery, climate resilience and inclusive development.

HUB | DIGITAL INTEGRATION

32 Municipalities turn to digital tools to close the service gap

Three decades after South Africa’s rst democratic local government elections, municipalities are embracing digital platforms to strengthen service delivery and rebuild public trust.

IN ACTION | SERVICE DELIVERY

34 Tracking the progress of Operation Vulindlela

As political parties prepare for the 2026 local government elections, attention is rmly on municipalities and their ability to deliver essential services to communities. We shine a spotlight on one government-backed initiative guiding reform in this space –Operation Vulindlela.

November reflections: trust, transformation and the power of local government

This

November marks a powerful convergence

local government story, a

in South

Africa’s

moment to reﬂect, celebrate and recommit, writes the SALGA Editorial team

Four years ago, on 1 November 2021, millions of South Africans stepped into polling stations across the country. In the shadow of a global pandemic, they cast their votes with hope and determination, reaf rming the vital role of local democracy in shaping daily life. That act of civic courage was more than a ballot; it was a blueprint for the future.

The month also commemorates another milestone, the 29th anniversary of the South African Local Government Association (SALGA). For nearly three decades, SALGA has been more than an institution; it has been a reliable partner in building municipalities that are resilient, inclusive and future-focused.

This month invites us to pause and ask the hard questions: where has local government delivered? Where has the sector fallen short? How does it move forward with greater urgency and action?

The answers lie not just in policy, but in people. In the trust they place in their leaders, in the services that reach their homes and in the dignity of daily life.

According to Statistics SA’s 2023 Governance, Public Safety and Justice Survey, 56.1 per cent of South Africans expressed trust in national government. Provincial government followed at 54.4 per cent, with local government close behind at 52.5 per cent.

These numbers are not just data points; they are a mirror. Trust is the invisible thread that binds citizens to

their local municipalities, communities to institutions and democracy to delivery.

To strengthen that thread, local government must lead with transparency, accountability and a solutions- rst mindset. When people feel heard, seen and served, trust grows. And, with trust comes transformation.

SERVICE DELIVERY: PROGRESS WITH PURPOSE

Despite nancial and capacity constraints, municipalities have made measurable progress:

•Access to electricity has risen from 76 per cent in 2002 to 90 per cent in 2024.

•Piped water now reaches 87 per cent of households.

•Improved sanitation has grown from 61.7 to 83.3 per cent.

•Weekly refuse removal serves 61 per cent of households. These gains matter. They speak to progress and to possibility because the journey towards equitable, reliable and responsive service delivery is far from over.

SALGA AT 29: A LEGACY OF LOCAL POWER

Since 1996, SALGA has walked alongside municipalities, not just as a collective voice for the sector, but as a trusted ally. From capacity building to collective bargaining, from knowledge sharing to strategic advocacy, SALGA has helped bridge the gap between policy and people.

As SALGA turns 29, we honour its journey and the communities it has helped shape.

Its legacy is woven into the fabric of our democracy. It sees local government as the closest sphere of government, where transformation begins, where service delivery takes root and where trust is earned.

As SALGA turns 29, we honour its journey and the communities it has helped shape. More than that, we also look ahead with resolve, vision and the shared belief that local government is not just a sphere of government; it is the heartbeat of transformation.

2026 LOCAL GOVERNMENT ELECTIONS: LAYING THE GROUNDWORK FOR DEMOCRACY

As we edge closer to the 2026 municipal elections, this edition marks the beginning of an important conversation – one about preparation, participation and the power of the vote.

The Municipal Demarcation Board (MDB), South Africa’s independent authority tasked with de ning municipal and ward boundaries, is already hard at work. Its efforts are critical in shaping fair, functional spaces for representation and service delivery. From boundary reviews to public consultations, the MDB is laying the foundation for a credible and inclusive voting process.

With election day on the horizon, we invite every citizen to re ect on the value of their vote. It’s more than a mark on a ballot; it’s a voice in the future of your community, your municipality and your country.

Let this edition inspire renewed commitment to local democracy. The countdown has begun.

FOCUSED

When insightful understanding combines with agile legal expertise and an instinct developed over generations has a single-minded focus, you want that focus to be collaborating on your business.

From vision to fruition

Standards, skills and systems

Lessons from Africa’s best performers

Algeria and Mauritius show how key performance indicators, audits and skills planning can transform governance. South Africa must follow suit through standards-driven reform. By MUHAMMAD ALI, managing director, World Wide Industrial and Systems Engineers

South African municipalities are in crisis and failing our citizens. In 2024, only 16 per cent (41 out of 257) achieved clean audits. That statistic is a national embarrassment, but it is not an inevitability. Across Africa, there are examples of disciplined performance management, measurable key performance indicators (KPIs) and ef cient budget execution that deliver results. We must learn from them and act decisively

ALGERIA – STATE-LED PRODUCTIVITY ANCHORED IN ACCOUNTABILITY

Algeria has long bene tted from a capital-intensive energy sector, but its success is not just resource-driven. The country enforces ministry-level KPIs, undertakes regular audits and evaluation reports and insists on ef cient budget execution. These mechanisms ensure revenue is not simply generated, but also translated into reliable service delivery. For South Africa, the lesson is clear: performance must be measured at every layer of government and budgets must be tied to outcomes rather than absorbed by bureaucracy.

MAURITIUS – SMALL STATE, BIG RESULTS

Mauritius consistently outperforms much larger African peers in governance and public service. Its model is built on performance-based budgeting, annual staff appraisals and ministry-wide KPIs. By linking pay, planning and promotions to actual results, Mauritius has created a culture of accountability. The message for South Africa is that size is no excuse – what matters is a system that cascades responsibility down to the individual level and rewards delivery.

WHY SOUTH AFRICA LAGS BEHIND

In contrast, South African municipalities rarely cascade performance systems

beyond senior executives. Individual development plans are weak, often ignoring leadership, motivation and communication. Budget cuts have gutted training and resourcing.

The skills gap is staggering: where the global benchmark is one engineer per 1 000–1 500 people, South Africa has just one per 3 166 people. Municipal vacancies are rife. Our water systems re ect this weakness – 46 per cent are at critical or high risk, compared with global benchmarks where most are at acceptable levels.

is not about consultants writing reports; it is about skilled ISO implementers working within municipalities to transfer knowledge and drive reform.

TECHNOLOGY AND CENTRALISATION

Technology can fast-track accountability. Cape Town’s digital initiatives, from online performance dashboards to its Digital Wayleave Management System and citizen-facing app with over 300 000 users, show how transparency, data and participation can strengthen service delivery. Scaling such models nationally, alongside central procurement and standardised billing systems, would reduce waste and raise standards.

ISO STANDARDS AS A WAY FORWARD

The International Organisation for Standardisation (ISO) provides proven frameworks that municipalities can adopt to professionalise operations. Four stand out:

• ISO 23326 – employee engagement.

• ISO 30414 – human capital metrics.

• ISO 30408 – governance and ethical decision-making.

• ISO 30409 – workforce planning.

Mauritius and Algeria may not use these precise standards, but their emphasis on measurable KPIs, staff accountability and independent audits re ects the same philosophy. For South Africa, adopting ISO frameworks would formalise this discipline and embed it across all municipalities.

IMPLEMENTATION – INVESTMENT, TIME AND WILL

A real turnaround requires embedded implementation over at least three years, with budgets of R150–R200-million per municipality. This investment covers learning management systems, skills plans linked to KPIs, blended training and automated dashboards that escalate nonperformance to authorities. Crucially, it

THE POLITICAL CHOICE

Ultimately, standards and skills are useless without political will. Municipal leaders must accept that service delivery requires investment in people, systems and accountability – and that underperformance must carry consequences. At the same time, excellence must be recognised and scaled.

AFRICA’S LESSONS FOR SOUTH AFRICA

South Africa does not need to reinvent the wheel. Algeria teaches us the value of ministry-level KPIs, strong audits and budget discipline. Mauritius shows how performance-based budgeting and individual accountability drive results. Global ISO standards provide a framework to formalise these lessons.

The challenge is not technical but political. If we adopt the best practices our African peers are already applying, invest in people and systems and commit to independent certi cation, South Africa can move from 16 per cent clean audits to majority compliance within a decade. The alternative is ongoing decay. The choice is ours.

Muhammad Ali

Municipalities and leaders shining brightly

As South Africa observes 30 years of local government, MARCHELLE ABRAHAMS highlights municipalities and leaders driving transformation, innovation and service delivery

Accountability is a word often heard in politics, especially when corruption or mismanagement surfaces. In local government, its absence becomes a wound that infects everything. How do we stop the rot?

Local leaders are accountable to the people they serve. Frameworks and independent bodies exist to ensure municipalities meet their mandates. One such tool is the Governance Performance Index (GPI) – created to track and strengthen accountability across municipalities. This scoring tool provides an independent, publicly available assessment of the state of local governance in South Africa.

Created by Good Governance Africa (GGA), the annual index ranks each

municipality based on the data gathered on administration and governance, leadership and management and service delivery.

The 2024 iteration shows that the Western Cape continues to command the top levels of local municipal performance. By disparity, the North West province reported the lowest average GPI scores.

In the metropolitan city rankings, the City of Cape Town (CoCT), Ekurhuleni and eThekwini are the top-performing metros.

CLEAN AUDITS AND SERVICE DELIVERY

The CoCT has consistently achieved a clean audit, which, according to Councillor Siseko Mbandezi, mayoral committee member for nance, is a re ection of the City’s commitment to “transparency, accountability and sound nancial management”.

So, how does a clean audit translate into tangible bene ts for residents beyond nancial and compliance considerations? For one, Mbandezi says clean audits reassure residents that their money is being managed and spent effectively and honestly in the metro.

The second aspect is investor con dence in the city. “This also means that fewer resources are wasted on inef ciencies, leaving more resources available for the city to focus on our service delivery,” explains Mbandezi.

Unlike a few other metros, the CoCT’s budget is fully funded, which means it can “plan for and implement large-scale, multiyear infrastructure projects that bene t all residents”.

Mbandezi says communities can see the results in the city’s infrastructure investment programme, reliable electricity supply and affordable housing delivery.

Key milestones defining local government

“The deﬁning milestones that shaped local government occurred between 1995 and 2005,” says LANCE JOEL, chief ofﬁcer for intergovernmental relations, governance and municipal resilience at SALGA. This pivotal decade, he asserts, laid the foundation for municipalities that are democratic, accountable and capable of delivering services to communities.

FIRST DEMOCRATIC MUNICIPAL ELECTIONS

South Africa held its ﬁrst municipal elections, marking the start of democratic local governance.

“We had elections for municipalities, but we literally had no legislative framework other than the Constitution and the Local Government Transition Act,” recalls Joel.

These elections established transitional councils, setting the stage for permanent municipalities and formalising local government structures across the country.

ADOPTION OF THE CONSTITUTION

The 1996 Constitution was a historic milestone, formally recognising municipalities as a separate sphere of government.

• For the ﬁrst time, municipalities were established across the entire territory of the Republic.

• The Constitution deﬁned municipal powers, responsibilities and accountability mechanisms.

• It laid the groundwork for democratic governance, service delivery and citizen participation at the local level.

WHITE PAPER ON LOCAL GOVERNMENT

The 1998 White Paper provided a policy framework for developmental local government.

• Focused on meeting community needs, fostering participation and delivering sustainable services.

• Served as a blueprint for municipalities to navigate governance, planning and local development.

• Remains inﬂuential today, even as it undergoes review to address contemporary challenges.

ESTABLISHMENT OF THE MUNICIPAL DEMARCATION BOARD (MDB)

The MDB was created as an independent authority to rationalise municipal boundaries.

• Reduced 843 fragmented municipal structures into 284 districts, locals and metros, promoting efﬁciency and better representation.

• Ensured municipalities could operate effectively and equitably across South Africa.

Siseko Mbandezi

While the city acknowledges that the metro is expanding at a rapid rate, Mbandezi adds that “by protecting our nancial integrity and good governance, we are creating a scal space to invest in our pro-poor services, our one-of-a-kind affordable housing programme and infrastructure expansion and maintenance for all our residents”.

LONG-TERM SUSTAINABILITY

Service delivery has long been a bone of contention between municipal leaders and residents. Knysna, for one, has experienced several years of infrastructure breakdowns, ongoing sewage spillages and water supply disruptions.

What was once the jewel of the Garden Route has diminished into a town that can barely deliver basic services. The result is a municipality placed under administration.

Yet, there are solutions. They may not be achievable right away, but they are tangible. Co-governance could be the answer to accomplish long-term sustainability.

“That is a great idea, how municipalities have for many years been thinking about co-producing the delivery of services,” says the University of the Western Cape’s political studies professor, Fiona Anciano

FIRST FULLY DEMOCRATIC LOCAL GOVERNMENT ELECTIONS

On 5 December 2000, South Africa held its ﬁrst fully democratic municipal elections under the new framework.

• Consolidated the transition from temporary councils to permanent municipalities.

• Strengthened democracy at the local level and ensured that municipalities were accountable to communities.

She mentions Joburg Water and City Power as earlier models of co-production. “But those are pre-designed as a kind of pseudo-private sector-state combination. What is happening now is that there are too few co-produced services with residents and the state working together.”

Professor Anciano says that when residents provide their own services, such as community policing or installing solar panels, they are often not doing it with the state as a partner. Service provision is happening despite the state and happening around the state. “That in itself is problematic because it means residents and the municipalities are not planning together,” Professor Anciano says.

The method is ne for short-term solutions. “It’s not okay for a longer-term state planning perspective because the government’s fundamental job is to oversee equal access for all residents to all services,” she explains.

LEADING WITH HUMILITY

Rustenburg Municipality may be ghting negative publicity, but the bad press hasn’t stopped executive mayor Councillor Shiela Mabale-Huma from doing her job. She recently headed a blitz inspection, testing compliance levels with labour laws and

CONSOLIDATED MUNICIPAL INFRASTRUCTURE PROGRAMME (CMIP)

The CMIP was introduced to provide capital grants for municipal infrastructure, addressing critical gaps in water, sanitation and roads.

• Helped municipalities plan and deliver basic services to previously underserved areas.

• In 2005, the programme evolved into the Municipal Infrastructure Grant (MIG) to streamline funding and improve efﬁciency.

PROJECT CONSOLIDATE

Project Consolidate ran from 2004 to 2006, targeting municipalities with capacity challenges.

• Focused on practical support and engagement between national, provincial and local government.

• Strengthened governance, planning and service delivery, providing hands-on assistance to municipalities struggling to meet community needs.

regulations, alongside deputy minister of Employment and Labour Jomo Sibiya.

Since initiating a back-to-school campaign earlier this year, Mabale-Huma pulled resources together to donate shoes to schools in and around Rustenburg. Her impressive leadership record has gained her the of ce of the executive mayor since the 2021 municipal elections. Addressing the needs of her community, Mabale-Huma emphasises the importance of hard work and dedication. Through Rustenburg’s ve-year strategic plan, the executive mayor endeavours to “create a world-class city where all communities enjoy a high quality of life”.

SMALL TOWN, BIG IMPACT

Equitable access to all services is the Swartland’s main goal. Topping the GPI small town rankings, the Swartland Local Municipality is thinking long-term – 2040 to be exact.

“What is important to us is that when you wake up in the middle of the night and ick the light switch, the light comes on. When you turn the tap, clean water ows,”

MUNICIPAL INFRASTRUCTURE GRANT (MIG)

The MIG consolidated multiple capital grants into a single, streamlined funding mechanism.

• Simpliﬁed access to infrastructure funding for municipalities.

• Enabled long-term planning, efﬁcient resource allocation and accelerated delivery of basic services.

• Played a central role in reducing service delivery backlogs across South Africa.

LOOKING AHEAD

These milestones reﬂect South Africa’s journey to building municipalities that are inclusive, accountable and responsive. From the ﬁrst democratic elections to the creation of streamlined funding mechanisms, this decade of reform laid the foundation for modern local government – a journey that SALGA continues to champion today.

Fiona Anciano

Women in local leadership

Blouberg Municipality has undergone a remarkable shift under the leadership of its mayor, councillor Maria Thamaga, who has made social development a priority. Her signature project, the Dantzig Crèche, is a state-of-the-art facility (built in 2023 at a cost of R3.4-million, funded by the Municipal Infrastructure Grant) that serves one of the municipality’s most underserved communities.

Beyond the crèche, Thamaga has pushed for women’s empowerment, supporting female-led small, medium and micro enterprises and ensuring women are represented in decision-making roles.

Here are other women leaders across South Africa doing exceptional work:

•Gina Duimpies, Beaufort West’s newest mayor, says she is determined to serve her community with unwavering dedication.

•Mayor Queen Xulu (uMlalazi Municipality, KwaZulu-Natal) – awarded “Best Woman” in local government at the Sebenza Women Awards for her strong delivery of services in a rural area.

• Jackie von Brandis (George Municipality, Western Cape) – honoured nationally by SALGA for excellence in leadership. Under her stewardship, George Municipality has emphasised ﬁnancial sustainability, transparency and clean audits. These leaders show that women in local government can deliver real change – both through large programmes like infrastructure and small interventions that centre on community.

says executive mayor Alderman Harold Cleophas. “That is our goal and our purpose: to render service and to be of service to our community.”

The municipality’s 2040 vision encompasses ve pillars: community safety and wellness, economic transformation, quality and reliable services, a healthy and sustainable environment and a connected and innovative local government.

The Integrated Development Plan (IDP) is key to achieving this vision. “Plans for community safety, for example, include the installation of a camera network to monitor safety and improve crime prevention and detection in problem areas,” says Cleophas.

“In economic transformation, our rst focus is creating an environment that attracts private-sector investment, as these are the key players in sustainable job creation. We also prioritise training, equipping and

facilitating networks and partnerships for small, medium and micro enterprises.”

The municipality’s current initiatives are worth noting. Dignity-driven projects take precedence. Early childhood development centres are equipped with educational materials, and sanitary products are provided to all primary schools.

“Sometimes, it is not the big awards that matter most, but the smaller projects where we lend a helping hand to meet the basic needs of our most vulnerable residents,” says Cleophas.

With the next local government elections set for 2026, now is the time to pause and re ect on the work your municipality has done thus far. Is it ful lling its mandate? Does it deliver essential services? Does it encourage residents to be active participants in decision-making on a micro level?

Youth engagement in local government

Local government is a team sport, not a race for individuals, says Swartland executive mayor Alderman Harold Cleophas. His ofﬁce works closely with communities towards achieving its 2040 vision. This includes training and equipping younger residents, thereby creating an environment that attracts private-sector investment.

Every year, the municipality encourages residents aged 22–28 to apply for youth worker positions at Sondeza Afri-Youth Camp. The opportunity is ideal for those studying education and social development or passionate youth leaders wanting to make an impact in the lives of young people.

South Africa also has a growing number of young mayors stepping into leadership roles:

• Chad Louw was elected mayor of Oudtshoorn in 2021 at 24 years of age.

• Geordin Hill-Lewis is Cape Town’s youngest post-1994 mayor, elected at age 34 in 2021.

• Siboniso Zungu took ofﬁce as Muziwabantu Municipality’s mayor at 29 years of age.

• Mbuso Magubane became the youngest mayor of Chief Albert Luthuli Municipality at age 37.

These leaders show that youth are not only shaping the future; they’re already driving change at the highest levels of local government.

Follow: Siseko Mbandezi www.linkedin.com/in/siseko-mbandezi-a4808a69 City of Cape Town www.facebook.com/CityofCT, City of Cape Town X: @CityofCT Professor Fiona Anciano www.linkedin.com/in/ﬁona-anciano-03b01513

Ofﬁce of the Executive Mayor Rustenburg Local Municipality www.facebook.com/p/Ofﬁce-of-the-Executive-Mayor-Rustenburg-LocalMunicipality-100088086721287

Swartland Municipality www.facebook.com/SwartlandMunicipality Blouberg Local Municipality www.facebook.com/bloubergmunicipality01 Lance Joel www.linkedin.com/in/lance-joel-6bb4736

Empowering local government through skills

THE ENERGY AND WATER SECTOR EDUCATION AND TRAINING AUTHORITY builds capacity for a resilient energy and water future

Municipalities are on the frontline of delivering clean water and reliable energy, yet many lack the skilled professionals needed to maintain and expand essential infrastructure. The Energy and Water Sector Education and Training Authority (EWSETA) closes this gap by strengthening partnerships with local government to build a future-ready workforce that supports sustainable energy and water solutions.

“Our collaboration with local government is about community-level impact,” says Robyn Vilakazi, acting CEO of EWSETA. “When we invest in municipal skills, we invest in the sustainability and reliability of South Africa’s energy and water future.”

ALIGNING SKILLS WITH LOCAL PRIORITIES

EWSETA’s work is guided by the National Skills Development Plan and the District Development Model, ensuring national strategies translate into practical local impact. By aligning training with municipal priorities, EWSETA strengthens capacity and improves service delivery. The focus is on long-term skills development that equips municipalities to deliver sustainable, reliable services.

BUILDING SKILLS FOR SUSTAINABLE INFRASTRUCTURE

EWSETA partners with Umgeni uThukela, Rand Water and the municipalities of Drakenstein, Swellendam and Ekurhuleni to deliver targeted skills programmes in water treatment, wastewater management and renewable energy. By linking technical and vocational education and training colleges to local workforce needs, EWSETA develops job-ready professionals who strengthen municipal operations and support local economic growth.

“Every municipality has challenges and potential,” says Vilakazi. “Our role is to unlock that potential by equipping local teams with the skills to deliver reliable, sustainable services.”

SUPPORTING THE JUST ENERGY TRANSITION

Municipalities are at the centre of South Africa’s Just Energy Transition and EWSETA helps them prepare for this transition by developing the skills needed to manage new systems and support the growth of clean energy.

Working with the Department of Water and Sanitation, Department of Mineral Resources and Energy, the Department of Science and Innovation and the Municipal Infrastructure Support Agent, EWSETA builds technical capacity for water, solar, wind, green hydrogen, battery storage, demand-side management and waste-to-energy projects. These initiatives help municipalities strengthen their technical capacity, professionalise and diversify energy sources, improve reliability and create new employment opportunities in the green economy.

STRENGTHENING WATER AND SANITATION SYSTEMS

EWSETA’s contribution to water and sanitation reform aligns with the National Water Resource Strategy 3, Sanitation Master Plan and the National Water Resources Infrastructure Agency Bill. Training programmes for water treatment operators, plumbers and technicians improve infrastructure reliability and service continuity in municipalities facing persistent supply challenges.

A PARTNERSHIP MODEL THAT DELIVERS

EWSETA’s work with local government shows what can be achieved through collaboration and shared accountability. By working with SALGA, the Municipal Infrastructure Support Agent and other partners, EWSETA ensures municipal skills development aligns with and supports the country’s broader efforts to build a sustainable and inclusive future.

“When we invest in municipal skills, we invest in the sustainability and reliability of South Africa’s energy and water future.” – Robyn Vilakazi

About EWSETA

EWSETA builds the skilled workforce that underpins South Africa’s energy and water future, working with industry and government to deliver high-impact skills development nationwide.

“When we build municipal capacity, we build national resilience,” concludes Vilakazi. For more information: +27

Robyn Vilakazi

The Municipal Demarcation Board gears up for elections

As political parties ramp up their campaigning ahead of next year’s hotly anticipated local government elections, one vital independent body is also heading to the ﬁnal stretch of preparations – the Municipal Demarcation Board.

By MATTHEW HIRSCH

The Municipal Demarcation Board (MDB) was established in 1998 with the promulgation of the Municipal Demarcation Act 27 of 1998. The MDB is exclusively responsible for redetermining municipal boundaries. Its role in delineating municipal boundaries is critical as demarcation in uences access to services, development planning and resource allocation.

South Africa has 257 metropolitan, district and local municipalities. This number includes 8 metropolitan, 44 district and 205 local municipalities. The MDB has a signi cant job on its hands.

It might not be as well-known to most South Africans as other bodies, but the work the MDB does is vital. It impacts service delivery and voter representation. Government relies on the MDB to do important work in the build-up to local government elections.

THE MDB’S MANDATE

The chairperson of the MDB, Thabo Manyoni, shares that

the MDB’s mandate is divided into four categories. One of the key activities is to determine and redetermine municipal boundaries. “You’ll nd that sometimes you have to take a certain portion from one municipality and incorporate it into another. So, the boundary, of course, will change if we have to amalgamate.”

He cites the amalgamation of the community of JB Marks Local Municipality in the North West Province in 2023 as an example. According to a parliament media statement, JB Marks Local Municipality was established after the 2016 local government elections when Tlokwe and Ventersdorp were amalgamated. Residents claimed that this did not result in any improved delivery. They argued that before the merger, the Tlokwe local municipality was already functioning

effectively. Service delivery suffered as a result of the merger because Ventersdorp was a struggling municipality.

“It’s one thing that we do. We determine and redetermine boundaries through that process,” says Manyoni.

WARD DELIMITATION

Independent Electoral Commission (IEC) chief electoral of cer Sy Mamabolo says the law states that the term of a municipal council is ve years and that elections must be held no later than ninety days following the end of the term. The current municipal councils were elected on 1 November 2021.

Although no date has been announced yet for the local government elections, the general elections of municipal councils fall due between 2 November 2026 and the end of January 2027. The MDB needs, ideally, to provide a report to the IEC on the ward demarcations 10 months before elections take place.

Once the MDB provides the nal set of wards to the IEC, the commission will analyse its network of voting districts to ensure they are geographically aligned to the nal ward boundaries in preparation for voter registration ahead of the 2026-2027 local government elections.

“We also delimit the ward boundaries of every municipality. We do so in most cases in preparation for local government elections. The intention of dividing ward boundaries is to ensure each municipality has an equitable number of potential voters across the municipality. These are also referred to as voting districts,” Mamabolo explains.

“Public consultation is quite important. For us, it is not only an issue of being mandatory in terms of legislation. The consultation process does not necessarily mean agreeing all the time with the participants because, at the end of the day, there are criteria.” – Thabo Manyoni

Thabo Manyoni

CAPACITY ASSESSMENTS

Another category of the MDB’s mandate, according to Manyoni, is to conduct municipal capacity assessments.

They do this to “ascertain whether municipalities have the requisite capability to ful l their constitutional obligations in the sense of being a democratic state able to provide basic services”.

“We then advise the MECs on our allocation of powers and functions between local and district municipalities.

“Some municipalities can perform most of the functions as set out in the Constitution, but some municipalities cannot. To allocate some of the functions, we do an assessment and check whether the municipality has the necessary capacity. We check their capacity both in the human resource form and also in terms of the infrastructure,” he says.

PUBLIC PARTICIPATION

Manyoni says another important aspect of the MDB’s work is public participation, speci cally community engagement.

“Public consultation is quite important. For us, it is not only an issue of being mandatory in terms of legislation.

“The consultation process does not necessarily mean agreeing all the time with the participants because, at the end of the day, there are criteria,” he says.

“In terms of the institution’s limited budget, we have, over the years, intensi ed public awareness and community participation.”

He adds that they have of cials assigned to work with every province, even though everything is co-ordinated from the head of ce in Centurion.

AN INDEPENDENT INSTITUTION

Velenkosini Hlabisa, the Minister of Cooperative Governance and Traditional Affairs (CoGTA), explains that the MDB is an independent constitutional institution.

“The MDB relates to public participation when it comes to boundary determination and redetermination, and ward delimitation,” says Hlabisa.

He says the MDB “plays a critical role in the preparations for municipal elections as it is required to delimit wards in all local and metropolitan municipalities, considering, among others, the following legislated criteria: the need to avoid as

far as possible the fragmentation of communities, enhance participatory democracy in local government through ward committees and the safety and security of voters and election material.

“This work directly underpins the fairness and effectiveness of our electoral system and is an important building block towards the holding of free and fair elections,” explains Hlabisa.

PREPARING FOR THE ELECTIONS

According to Hlabisa, the MDB is currently nalising the delimitation of ward boundaries, whereafter it will hand over all nal ward boundaries to the IEC to commence nalising boundaries of voting districts in preparation for the local government elections.

The CoGTA minister is the chairperson of the interministerial committee (IMC) on local government elections. Reports from the MDB and the IEC, and from other stakeholders, are presented at the IMC, and any challenges raised are discussed and addressed there, adds Hlabisa.

KEY CHALLENGES

Manyoni says the MDB faces several challenges. One of these is that it works with the voters’ roll from the previous elections.

where people have to cross rivers and dysfunctional bridges to get to the voting station.”

Although this is a matter the IEC is supposed to be looking into, Manyoni says that, at the end of the day, it also impacts their work.

He says they have regular meetings with the IEC and also get the previous voters’ roll from it. In cases where the MDB might have to split the voting district, the IEC also needs to be informed in time.

SERVICE DELIVERY FRUSTRATIONS

Manyoni adds that many people in the country are unhappy with service delivery. “The view – a very strong view in our country – is that their problems can be solved by redetermination of boundaries. The MDB is not a body that will resolve your lack of service delivery.

“In most cases, mainly councillors will say the number of people has increased in my ward since the last elections and so on, although they might not have been captured in the voters’ roll,” he explains.

He also stresses the importance of working with traditional leaders, especially in rural areas. “You get those challenges where some people of one clan might also be in another ward that is dominated by another clan,” he says.

“Another challenge is areas where the voting stations are inaccessible, for example, in the Eastern Cape,

“People who are elected as councillors, the of cials employed in your municipalities, are the ones who must deliver the service.”

ACCESSIBILITY AND ENGAGE-

Manyoni also stresses the importance of making the MDB as accessible as possible to the public. “We are looking forward to government assisting us to ensure we also have a regional presence.

“We start every term by writing to all registered parties in parliament to say we are available, we will come and explain everything. We have also been doing workshops with some of the political parties. I think that is the right way and we will keep on doing so,” he adds.

The MDB plays a crucial role in ensuring free and fair elections. Its work in the coming months will be vital ahead of the upcoming local government elections. It needs all the support it can get.

“The MDB plays a critical role in the preparations for municipal elections as it is required to delimit wards in all local and metropolitan municipalities.” – Velenkosini Hlabisa

Velenkosini Hlabisa

Digital innovation How technology is transforming local government

With local elections approaching, technology is redeﬁning how municipalities deliver services. From Cape Town’s award-winning Wayleave System to Kouga’s reporting app, innovation is driving efﬁciency, transparency and accountability, shaping not just daily life, but also voter expectations. By MATTHEW

HIRSCH

With elections looming, one issue unites both government of cials and watchdogs: technology is no longer optional in municipalities; it’s essential for better service delivery.

INNOVATION AS A NECCESITY

Speaking at the second Municipal Innovation Recognition Awards (MIRA) in Durban in July, the Deputy Minister of Science, Technology and Innovation, Nomalungelo Gina, emphasised that technology is “not optional, but essential, especially for rural municipalities that continue to face deep-rooted development challenges”.

“Innovation allows us to leapfrog to better outcomes. New technologies disrupt the status quo, reduce costs and streamline processes, ultimately empowering citizens and restoring public trust in local government,” she said.

That sentiment is echoed by Julius Kleynhans, executive manager at the Organisation Undoing Tax Abuse (OUTA), who agrees that technology should come rst. However, he stresses the importance of getting the basics right.

He notes that municipalities successful in adopting technology “stand out because they look at best practices internationally and adopt those”.

“Of course, you can adapt and customise them locally. That’s evident from a customer service perspective, billing collections and how the City of Cape Town plans its ve-year budgets,” he adds.

Kleynhans points to Kouga Local Municipality in the Eastern Cape as an example of a smaller municipality innovating with technology. Residents can use an app to report when septic tanks require cleaning.“This system is very cost-ef cient. Customers can log an issue and take

a photo, allowing the municipality to analyse what’s needed rather than sending someone out multiple times,” he explains.

He also highlights the launch of the Municipal Innovation Fund (MIF) earlier this year as a key initiative. The fund is a dedicated resource to support municipalities in “developing and implementing innovative projects” that enhance basic service delivery.

However, Kleynhans argues that centralising such funds could reduce waste. “Why must every municipality issue a tender every ve years just to build a new website? In many cases, electricity, water and refuse billing systems are not integrated. There’s no cohesion.”

MUNICIPALITIES LEVERAGING TECH FOR SMARTER GOVERNANCE

Cape Town, he says, is a positive example of technology in action. “The performance dashboards for top executives are online. You can see whether they are meeting their key performance indicators. There’s accountability – transparency is the enemy of corruption.” Earlier this year, Cape Town received the Trailblazing Innovation Award for its Digital Wayleave Management System, which consolidates development-related permissions into a single web-based platform.

Hugh Cole, the city’s chief data of cer, says: “If there is an opportunity to use data or technology to deliver better services or plan more effectively for the future, governments should seize it.”

Cole adds that the online Wayleave Management System has cut the average processing time for a wayleave from forty days two years ago to just six to eight days.

Top municipalities using technology

Besides Cape Town, which won the Trailblazing Innovation Award at the Municipal Innovation Recognition Awards, several municipalities received recognition for their innovative practices.

The City of Tshwane, Emalahleni, eThekwini and Waterberg District Municipality received Special Recognition Awards for achieving Innovation Maturity Level 4, indicating that their innovation processes are consistent, well-managed and embedded within the municipalities.

Municipalities, such as Vhembe, Waterberg, ModimolleMookgopong and uMgungundlovu, were also honoured for successfully applying innovation within speciﬁc departments.

The City’s of cial app, with over 300 000 subscribers, serves as a platform for public participation, fault reporting, event promotion and news sharing.

“The need for innovation and technological advancement to improve the experience of residents and employees is highlighted in our ve-year Integrated Development Plan. Departments are expected to innovate within their budget contexts,” Cole explains.

As citizens prepare to cast their votes, these examples show that smarter, tech-driven governance is no longer a “nice-to-have.” Innovation is shaping how municipalities deliver services, how communities hold them accountable and ultimately how voters decide who deserves their trust.

Follow: Hugh Cole www.linkedin.com/in/hughdcole Nomalungelo Gina www.linkedin.com/in/deputy-minister-nomalungelo-gina-233028342

Julius Kleynhans www.linkedin.com/in/juliuskleynhans

Preparations for the local government elections well underway

THE ELECTORAL COMMISSION provides the following update on its preparations and developments ahead of the 2026 local government elections

VOTER REGISTRATION

The Electoral Commission (IEC) reports that from January to September 2025, over 305 206 new voters registered, while 60 752 voters updated their registration details.

VOTERS USED VARIOUS METHODS TO REGISTER:

• 76.8% registered via Voter Management Devices (VMD)

• 12% used online portal

• 10% visited local IEC ofﬁces

• Digital innovation embraced by young, ﬁrst-time voters

PUBLIC CONSULTATIONS

The IEC extends its appreciation to all South Africans who participated in the public consultations held across all nine provinces. These stakeholder sessions were open and consultative, providing opportunities for direct public

participation and engagement by citizens across the country.

Key highlights emerging from the consultations include:

• A phased and pilot-driven approach to the adoption of electronic voting technologies.

• The adoption of a hybrid voting system, combining the current manual paper ballot with poll-site e-voting technologies.

• A focus on ensuring accessibility for all citizens, including those in rural areas and persons with disabilities.

• The need for signi cant public investment in digital infrastructure across the country.

• The development of a robust legislative framework before introducing e-voting technologies.

LEGISLATIVE AMENDMENTS

Ahead of the general election of municipal councils, the commission has proposed amendments to electoral legislation. The proposed amendments seek to:

• Limit objections to the provisionally compiled voters’ roll rather than the certi ed roll for an election.

• Provide remedies for the IEC to consider deciding on an objection to a provisionally compiled voters’ roll.

• Automatically deregister unrepresented political parties that fail to notify the Chief Electoral Of cer of their continued existence by the prescribed date.

• Restrict candidate nominations to those political parties already registered on the date when an election is called.

The Commission is scheduled to present the draft bill to the Portfolio Committee on Home Affairs on 18 November 2025.

Stakeholder sessions were open and consultative, providing opportunities for direct public participation and engagement by citizens across the country.

WARD DELIMITATION PROCESS

The Municipal Demarcation Board advises that the ward delimitation is underway and the handover of nal ward boundaries will take place early in December. This will enable the alignment of voting districts and electoral planning. It is important to note that boundary adjustments may affect ward/voting district allocation. Voters must verify and update their registration details post-delimitation.

REGISTRATION OF POLITICAL PARTIES

• New political parties: 62

• Registered political parties at national level: 295

• Registered political parties at provincial district or metro level: 404

• Registered political parties in total: 508

COUNTRY-WIDE INFORMATION WORKSHOPS

Countrywide information workshops for potential electoral contestants will be held during November. These aim to equip unrepresented political parties, still-to-be registered parties and aspiring independent candidates with information to ensure their successful participation in the upcoming elections.

MAKE YOUR VOICES HEARD

We call on all eligible voters to make their voices heard at the ballot box! Register to vote and/or ensure your voters’ roll details are up to date.

Visit Registertovote.elections.org.za – the process is quick, safe and easy.

SOUTH AFRICA

For more information: www.elections.org.za WhatsApp “Hi” to 0600 88 0000 Call Centre: 0800 11 8000

Reinventing local government

Lessons, leadership and the road ahead

Through candid insights, Lance Joel tells BUSANI MOYO how South Africa’s Local Government White Paper reforms could redeﬁne governance, strengthen municipalities and rebuild community conﬁdence

When Lance Joel, chief of cer for intergovernmental relations, governance and municipal resilience at the South African Local Government Association (SALGA), speaks about the white paper review on local government, he does so with the insight of someone who has not only witnessed, but lived, the evolution of local governance in South Africa.

“We’re only twenty- ve years into a new form and shape of local government,” he begins, “and the rst fteen years were really about building the regulatory framework – the foundation upon which our system stands.”

For Joel, the white paper review is more than a technical exercise; it’s a moment of reckoning. After a quarter-century of experimentation, South Africa’s local government system is confronting its own growing pains. “The biggest lesson,” he says, “is that reform is not a once-off event. It’s a continuous process. Many of the early assumptions made when the system was designed haven’t held up against experience.”

GOVERNANCE: FROM ASSUMPTIONS TO ACCOUNTABILITY

Re ecting on the past two and a half decades, Joel points out that the laws and structures were designed with optimism but perhaps with limited foresight. Early roles such as mayor, speaker and council were de ned without deeply understanding how they would interact in practice. “The law was clear,” he notes, “but the practice wasn’t. We assumed the relationships would work naturally, but experience has shown otherwise.”

That hard-won experience is now shaping the national executive committee’s (NEC) position on reform. The challenge, Joel argues, lies not in rewriting laws but in “breathing life into them”. He explains:

“The systems and processes exist. What’s missing is behaviour – the human element that gives meaning to governance. The law doesn’t always regulate behaviour, but we must nd ways to in uence it because when people don’t act within the spirit of the system, chaos follows.”

CAPACITY BUILDING: THE RIGHT PEOPLE FIRST

Asked about the chronic capacity gaps in municipalities, Joel quickly cuts to the core of the challenge. “Before we talk about capacity building, let’s get the right people into the system,” he insists. “It’s easier to build the capacity of appropriately skilled, quali ed and experienced people. Our problem isn’t a lack of potential; it’s that we’re not attracting the right talent into local government in the rst place.”

He cautions against the misconception that South Africa has a “skills shortage”. Instead, he frames it as a structural problem. “We have capable South Africans,” he says, “but local government is not seen as an attractive space for top talent. We need to change that narrative.”

Once recruited, of cials need sustained investment in growth. “Capacity building can’t be a one-off training programme – it must be a long-term, strategic process,” Joel asserts. “Only then can we start talking about accountability and performance improvement.”

ACCOUNTABILITY AND CONSEQUENCE: RESTORING CREDIBILITY

For Joel and the SALGA NEC, accountability is the thread that ties reform together. Yet he’s quick to point out that accountability is impossible without consequence. “The issue is not that there are no laws,” he says. “It’s that people act without facing consequences. That must change.”

In his view, reforming governance must involve mechanisms that make accountability unavoidable –

for councillors, administrators and communities alike. “We can improve systems all we want, but without consequences for inaction or misconduct, the system will continue to leak trust.”

COMMUNITIES: THE MISSING LEG OF ACCOUNTABILITY

In a moment of sharp re ection, Joel turns the spotlight on citizens themselves. “We’ve focused too much on political and administrative capacity,” he admits. “The community leg of accountability has been neglected. When communities don’t see themselves as owners of local government, they disengage.”

His call is for a renewed social contract. “Local government exists for the community,” he emphasises. “If communities don’t take ownership of their councillors, their assets, their development, the system weakens from the ground up.”

LOOKING AHEAD: REFORM AS RENEWAL

As the white paper review unfolds, Joel sees an opportunity to correct course rather than reinvent. “We’re not starting from zero,” he says. “Our regulatory framework is strong – it just needs re nements based on real-world experience. Systems can guide us, but accountable, capable and committed people will determine whether this next chapter delivers.”

Lance Joel

The push for real municipal accountability

BUSANI MOYO deep dives into the oversight, technology and community power reforms essential for ﬁxing failing municipalities and ensuring genuine accountability

Across South Africa, a combination of traditional oversight, technological innovation and community-led initiatives is being proposed and implemented to ensure ethical governance and tangible results. However, as experts point out, building a culture of accountability is a complex task requiring action on multiple fronts.

STRENGTHENING THE CORE MECHANISMS

At its heart, accountability relies on robust internal systems and clear consequences for failure. Dr Johandri Wright, a postdoctoral researcher and SARChI chair in multilevel government, law and development at the Dullah Omar Institute, argues that accountability is effective when there is good consequence management and capacity building. She also notes that internal audits must be followed by “clear action, whether disciplinary processes or targeted training”.

Julia Fish, regional manager at Joburg Community Action Network (JoburgCAN), agrees and points to practical measures like performance-linked contracts for municipal managers and strong municipal public accounts committees. She notes that when these structures operate effectively, they establish clear lines of responsibility, address irregular expenditure, and reduce opportunities for corruption. For example, Fish highlights municipalities like Cape Town where live performance dashboards showcase how senior of cials perform, making transparency a public-facing reality.

THE CHALLENGE OF OVERSIGHT

While internal controls are vital, national and provincial bodies, such as the Auditor-General and the Department of Cooperative Governance and Traditional Affairs, are mandated to enforce standards from above. According to Dr Wright, provincial departments are central in monitoring municipalities, while national departments can step in “where provinces fail to ful l their monitoring, oversight and supporting mandates”.

However, this oversight often falls short. Political interference is a signi cant hurdle, with Dr Wright noting that provincial interventions have “often deepened political tensions and power struggles, limiting their effectiveness”. Fish adds that a lack of real consequences undermines the entire process. “Many audit ndings are repeated year after year without action taken against responsible of cials.”

She warns that delays and poor-quality nancial reporting prevent oversight bodies from agging issues on time.

THE PROMISE AND PERIL OF TECHNOLOGY

Technological innovations offer a powerful pathway to real-time transparency. Julius Kleynhans, executive manager at the Organisation Undoing Tax Abuse (OUTA), explains that digital dashboards and open-data portals allow residents to track budgets and service

delivery directly. Yet, implementation is fraught with challenges. Both Dr Wright and Kleynhans cite the high cost of software, the lack of IT infrastructure and the risk of municipalities becoming dependent on service providers who control their data.

BUILDING CAPACITY FROM THE GROUND UP

While continuous nancial and contract management training is important, Kleynhans argues for a more fundamental shift in recruitment and election processes. He notes challenges in the current system: “Councillors should be ready to take of ce when elected, not learn how to conduct proper oversight over their ve-year tenure at the expense of service delivery.” Kleynhans insists that employing people who can already do the job is the primary step, with capacity building to enhance existing skills, not create them from scratch.

THE FOUNDATION OF TRUST: COMMUNITY ENGAGEMENT

“The foundation of accountability is relationships,” says Dr Wright. She argues that municipalities must be transparent about their successes and limitations, whether nancial or legal. This honesty helps manage expectations and fosters co-operation. Kleynhans agrees, advocating for practical steps like participatory budget forums and publishing simpli ed annual reports. For trust to grow, he stresses that residents must see that their concerns are logged, tracked and addressed.

Follow: Dr Johandri Wright www.linkedin.com/in/johandri-wright-589405203

Julia Fish https://joburgcan.org.za/tag/julia-ﬁsh

Julius Kleynhans www.linkedin.com/in/juliuskleynhans

Julia Fish

Julius Kleynhans

A giant step towards revitalising the inner city

KRUGERSDORP CBD in Mogale City is undergoing a transformation aimed at reigniting the social, cultural and economic vitality of the inner city

The inner city of Krugersdorp faces several critical challenges, including urban decay, neglected and ageing infrastructure and deteriorating buildings. What was once the heart of the metropolis, the historic Central Business District (CBD), is now marked by instability, illegal land use, safety concerns, underutilised public spaces and a growing homeless population, all of which continue to fuel its decline.

To reverse this trajectory, the municipality secured grant funding from National Treasury to support the development of the Krugersdorp CBD Precinct Plan, originally approved in 2017. This comprehensive plan outlines targeted interventions designed to bring new economic and social life to the CBD, fostering an environment that attracts both public and private investment while reinforcing the city’s distinct character and identity.

At the heart of this transformation stands the historic Municipal Civic Centre, a national heritage site originally designed by architect Chris Hosking in 1907, with later extensions by Wilhelm Meyer in 1985.

LAYING THE FOUNDATION: THE

CBD SUB-PRECINCT

PROGRAMME

As a key component of the broader revitalisation strategy, the CBD Sub-Precinct Programme marks the rst stage in implementing the Precinct Plan’s vision. This sub-precinct focuses on a northern portion of the CBD, anchored by several key sites: the under-construction Mogale City Civic Centre, the recently completed once-infamous taxi rank, the existing

President Square Shopping Centre and the old Bob van Reenen Stadium site. Funded through National Treasury as part of the Neighbourhood Development Partnership Programme, the Sub-Precinct Programme aligns with national development priorities, particularly the goal of addressing spatial inequality – a central pillar of South Africa’s National Development Plan.

A CIVIC CENTRE WITH A HISTORIC LEGACY

Studies show that at least 30 000m2 of additional net o ce space is required to consolidate municipal functions and improve service delivery.

While the building remains a cultural and architectural landmark, it no longer meets the partial and functional needs of Mogale City’s growing administration. Currently, municipal of ces are scattered across multiple rented buildings, including IEC, Ellerines and other buildings, resulting in inef ciencies and annual rental costs exceeding R2.7-million.

Studies show that at least 30 000m2 of additional net of ce space is required to consolidate municipal functions and improve service delivery. By centralising key municipal departments in a single modern facility, residents will no longer need to move between multiple of ces to access basic services. This “one-stop” model brings departments closer together, improving co-ordination and reducing turnaround times, making it easier for residents to resolve queries in one location.

To achieve this, the city has embarked on a phased expansion of the civic centre, with phase one to deliver 5 000 m2 of net of ce space and a total gross oor area of 13 600m2. The six-storey development will include two levels of parking and four levels of of ce space.

More signi cantly, beyond reducing costly rentals, the expanded civic centre will serve as the anchor project for the

wider precinct, linking to existing and planned projects, such as the historic Nederduits Hervormde Kerk building (constructed in 1936), proposed upgrades to President, Kruger and Market Streets, and major catalytic developments, including Bob van Reenen Stadium, Coronation Park Redevelopment, Fountain Street Market, Library Square and the Krugersdorp Station Precinct.

MODERN DESIGN FOR A SUSTAINABLE FUTURE

From modern design principles to operational ef ciency, the new civic centre incorporates features that ensure long-term durability, energy ef ciency and cost effectiveness:

• Architectural features: optimised building orientation, screen walls, tinted double glazing to reduce solar heat gain.

• Mechanical systems: energy-ef cient central air conditioning with a smart building management system to monitor and control water use, re alarms, and maintenance operations.

• Electrical design: LED lighting and occupancy sensors to prevent unnecessary energy use, complemented by large glass facades for natural light and power reduction.

• Safety: a dedicated re escape on each oor to ensure compliance and occupant safety.

Phase one of construction is expected to be completed by 2026.

A VISION BEYOND INFRASTRUCTURE

The goal of this precinct development extends beyond physical infrastructure. It seeks to reignite the social, cultural and economic vitality of the inner city, transforming it into a vibrant hub of commerce, creativity and community life. The area is envisioned as a mixed-use, people-centred urban space that attracts residents, investors and visitors while promoting safety, accessibility and inclusive growth.

While the civic centre project has faced public criticism, including allegations of mismanaged funds, it is important to clarify that the development is predominantly grant-funded and operates under strict regulatory oversight. Above all, it represents a strategic and transparent investment in Mogale City’s future –one that supports better governance, enhanced service delivery and sustained economic growth.

This initiative stands as a cornerstone of Mogale City’s long-term development vision, marking not just the construction of a new building, but also a bold and forward-looking step toward the complete revitalisation of the inner city.

Tshwane’s revenue comeback

Bold reforms drive record R40.6-billion collection

Through strategic enforcement, technology and community engagement, Tshwane achieved record collections, strengthened ﬁnances and rebuilt public trust in 2024/25. By VUKANI

MAGUBANE

In another year marked by ongoing scal uncertainty across many municipalities, the City of Tshwane’s latest revenue collection campaign stands out for its impact on the city, achieving a record-setting performance for the 2024/25 nancial year, demonstrating that targeted reform and strategic enforcement can be powerful drivers of economic recovery.

RECORD-BREAKING COLLECTIONS

Lindelo Mashigo, the city’s media liaison of cer, says Tshwane collected R40.6-billion for the 2024/25 nancial year, achieving 98 per cent of its revenue goal – a marked improvement over prior years.

The city’s liquidity also strengthened with its current ratio rising from 54 to 76 per cent, showing healthier short-term nances. This means Tshwane had 76 cents worth in current assets for every R1 of current liabilities, re ecting a 41 per cent year-on-year improvement in nancial resiliency.

Residents and businesses are also paying more reliably. By June 2025, Tshwane’s collection rate had climbed to 86.7 per cent up from 81.9 per cent the year before, while payment levels hit 106 per cent, boosted by arrears recovery and better compliance by residents and businesses, he adds, thanks to stronger arrears recovery and a renewed culture of compliance.

TURNING THE TIDE ON FISCAL PRESSURES

For a city long under pressure, these are encouraging signs that the bold reforms are beginning to pay off.

By streamlining billing systems, intensifying compliance efforts and

engaging communities through transparent communications, Tshwane not only exceeded its revenue targets, but also went a long way in reinforcing public trust in local governance.

The city’s success story offers valuable insight for other municipalities seeking to strengthen their nancial footing amid challenging economic conditions.

Tshwane, like other cities, has been dealing with converging pressures, including a ballooning debtors’ book, chronic losses from tampered meters and faulty billing, public distrust and poor service delivery. The frustrations were showing up everywhere – service outages, collapsing infrastructure and mounting public frustration.

THE MAYORAL CHARTER: A BLUEPRINT FOR RECOVERY

At the heart of Tshwane’s campaign was the Mayoral Charter on Revenue Enhancement and Financial Recovery, a blueprint adopted by the council to guide the city’s short-, medium- and long-term turnaround.

Mashigo explains that the charter lays out a comprehensive plan to strengthen Tshwane’s nances by tightening revenue collection, exploring new income streams and managing expenditure more responsibly.

He adds: “It also commits the city to an integrated and ef cient service delivery model backed by skilled staff and improved customer service, ensuring every rand collected translates into visible improvements for residents.”

How did the campaign contribute to the broader mandate of municipalities to

become nancially viable while delivering essential services effectively?

The city had to take bold actions, and it did.

FINANCIAL RECOVERY PLAN IN ACTION

Mashigo says Tshwane’s Financial Recovery Plan (FRP), approved initially in 2021 and revitalised in 2024, is designed to align the city’s nances with its constitutional duty to remain viable while delivering services sustainably. The plan embeds nancial recovery into every department’s operations, budget cycle and performance indicators.

By linking daily department key performance indicators to the Mayoral Charter, the city is holding itself accountable not only for debt recovery and expenditure control, but also measurable service delivery outcomes, he explains.

The emphasis is on reducing wasteful spending, tightening nancial discipline and ensuring every rand collected is channelled into improving services for residents.

“The FRP is not a stand-alone element; it is at the core of the city’s business in every department,” he says, adding, “it’s part of the budget process and takes cognisance of all other measures put in place to ensure the city recovers from its nancial challenges, while ensuring ef cient use of available resources.”

TECHNOLOGY AND PARTNERSHIPS POWERING PROGRESS

Technology and partnerships have played a key role in strengthening revenue collections by pairing stronger nancial oversight with smarter tools. The oversight committee now tracks revenue and spending in real-time, while partnerships with departments ensure alignment across services.

By June 2025, Tshwane’s collection rate had climbed to 86.7 per cent up from 81.9 per cent the year before, while payment levels hit 106 per cent.

Lindelo Mashigo

Digital platforms, such as eTshwane, are helping the city to use big data to engage customers directly, improve payment compliance and improve revenue collection.

SMART ENFORCEMENT MEETS COMMUNITY ENGAGEMENT

Tshwane’s campaign also draws on a mix of tough enforcement and smarter engagement to enhance revenue. Credit control measures like disconnections and prepaid blockings are paired with debt collection tools such as robo-diallers, nal demands and

targeted electronic messaging.

At the same time, incentives and debt relief schemes encourage compliance, while data intelligence helps segment accounts by region and customer type for more focused action.

Mashigo says community outreach and education programmes complement the strategy, ensuring ratepayers are engaged and informed in real-time.

“To manage big data, it is vital that technology platforms are used to reach the city’s customer base in a targeted manner, obtaining data intelligence using tools like eTshwane,” he says.

LESSONS FOR OTHER MUNICIPALITIES

Mashigo says that through knowledge sharing, the lessons learned can be replicated by other municipalities. The city has hosted the city of eThekwini on a benchmarking visit to share experiences and peer learning. Tshwane’s turnaround proves that nancial recovery isn’t just a numbers game; it’s a mindset.

With the right attitude, smart strategies and shared accountability across government, business and communities, municipalities can reclaim stability, restore trust and deliver the services people deserve. The road to recovery is tough, but Tshwane is showing it can be done.

Smart technology and private sector partnerships to unlock new revenue streams

Districts and local municipalities are increasingly turning to smart technologies and private sector partnerships to boost revenues and build ﬁnancial resiliency. These municipalities show that with the right partnerships and digital tools, even mid-sized or rural districts can:

1.Monetise public assets (land, data, infrastructure).

2.Digitise services to improve compliance and reduce leakage.

3. Partner with private ﬁrms for energy, mobility and connectivity solutions.

City of Cape Town

•Smart metering: rolled out smart electricity meters to improve billing accuracy and reduce losses.

•Independent power production: pioneering efforts to procure renewable energy from IPPs (independent power producers), aiming to sell excess power and reduce reliance on Eskom.

•Digital services: offers online platforms for rates, ﬁnes and permit payments, streamlining revenue collection.

eThekwini Municipality (Durban)

• Smart water management: partnered with private ﬁrms to deploy smart water meters and leak detection systems.

• Waste-to-energy projects: exploring landﬁll gas-to-energy conversion to generate electricity and revenue.

• Digital advertising: using public infrastructure (for example, bus shelters) for commercial advertising.

City of Johannesburg

•E-services portal: offers digital access to billing, permits and licensing – monetised through transaction fees.

•Smart parking: implemented sensor-based parking systems with mobile payments and dynamic pricing.

•PPP for broadband: partnered with private ﬁrms to roll out citywide broadband, monetised through leasing and service fees.

Stellenbosch Municipality

•Smart parking: deployed internet of things-enabled parking sensors and mobile payment systems, generating consistent revenue.

•Digital tourism tools: developed apps and platforms to promote local tourism and monetise bookings and advertising.

Buffalo City Municipality (East London)

•Landﬁll monetisation: partnering with private ﬁrms to convert

waste into energy and recyclable materials.

•Urban renewal public-private partnerships: revitalising inner-city areas through joint ventures with developers, boosting property tax and service charges.

Fetakgomo Tubatse Local Municipality (Limpopo)

•Land tenure upgrading: formalising informal settlements and selling stands with secure tenure, unlocking property tax revenue.

•Mining partnerships: collaborating with mining companies to co-develop infrastructure and community services.

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Building sustainable municipalities

This year marks 80 years of quality assurance excellence from the SOUTH AFRICAN BUREAU OF STANDARDS, which partners municipalities to deliver quality services

The South African Bureau of Standards (SABS) is an integral part of South Africa’s national development story. Its work in standardisation, testing, certi cation and advisory services has supported every sector of society, ensuring safety, reliability and trust in the products, infrastructure and services that shape people’s daily lives.

Under the anniversary theme “Empowering Nations, Industries and Shaping the Future,” the SABS celebrates its legacy and the partnerships that drive South Africa’s growth. Among these are those with municipalities, which play a central role in delivering quality services and improving the lives of communities.

STANDARDS

Municipalities are responsible for providing clean water, safe housing, reliable energy and sound infrastructure. The SABS, develops and maintains more than 7 000 South African National Standards (SANS) that guide these services.

Municipalities like the City of Johannesburg, City of Tshwane, City of Cape Town, and Mahikeng Local Municipality have incorporated SANS into their service delivery programmes. By applying these standards, they are strengthening infrastructure planning, improving operational quality, promoting public safety and delivering better outcomes for citizens.

TESTING AND CERTIFICATION

The SABS operates a network of advanced laboratories through its laboratories division, where products and materials used in public projects are scienti cally tested to verify their quality and safety. Reliable testing prevents poor-quality materials from

entering municipal projects, safeguarding public funds and communities.

The certi cation division provides independent con rmation that products and suppliers meet national and international standards. This allows municipalities to procure from trusted, certi ed suppliers, reducing maintenance costs and improving the longevity of public infrastructure.

BUSINESS ADVISORY SERVICES

Through its business services and advisory division, the SABS works directly with municipalities to build internal capacity and strengthen local economies. This division provides training, technical guidance and systems support to help municipal teams and local enterprises understand and apply standards effectively.

The City of Johannesburg partnership, for example, assists new agro-processors to meet market standards and become self-sustaining. In Tshwane, SABS has collaborated on programmes running workshops for women entrepreneurs and small-scale manufacturers.

Partnerships with Mahikeng Local Municipality and entities such as the Small Enterprise Development Finance Agency (through SEDFA) are helping small businesses access testing and certi cation services at reduced costs. These initiatives are creating pathways for small, medium and micro enterprises in rural and township economies to grow and compete effectively.

The City of Cape Town has worked with the SABS to implement formal, independently audited management systems. Several divisions within its water and sanitation department are certi ed to ISO 9001 for quality management. Further certi cations include ISO 22000

SABS’ vision remains clear: to empower municipalities to deliver world-class infrastructure and services that meet the needs of today, while building resilience for tomorrow.

for food safety, ISO 50001 for energy management and ISO 14001 and ISO 45001 for environmental and occupational health and safety. These certi cations re ect the quality of systems that municipalities are increasingly adopting through collaboration with the SABS to strengthen quality, safety and sustainability assurance.

PARTNERSHIPS

Through Memoranda of Understanding (MoUs) with municipalities, the SABS ensures that collaboration is focused, practical and aligned with local development priorities. Areas of co-operation often include product testing and certi cation, standards application training, access to national standards and advisory support for local industries.

These MoUs also ensure each partnership contributes directly to key municipal outcomes, such as economic inclusion, infrastructure reliability and sustainable service delivery. The SABS’s role as both technical partner and enabler helps municipalities to improve governance and build a culture of quality that reaches every community.

A SHARED VISION FOR THE FUTURE

As the SABS celebrates eight decades of advancing quality in South Africa, it reaf rms its commitment to local government and the communities. SABS’ vision remains clear: to empower municipalities to deliver world-class infrastructure and services that meet the needs of today, while building resilience for tomorrow.

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Climate change: the role of municipalitiess

The implementation of the Climate Change Act of 2024 means that municipalities are required to adopt new strategies for climate change adaptation and mitigation, writes LISA WITEPSKI

South Africa’s local government climate strategies are getting a much-needed refresh.

Developed in 2017 and last updated in 2021, they’re now being reviewed to align with new legislation, says Rabelani Tshikalange, specialist: environment, climate change and sustainability at SALGA.

“This is a work in progress that will intensify over time,” he explains. SALGA is already collaborating with partners such as the CSIR to ensure all climate adaptation and mitigation plans are both evidence-based and compliant with the new act. Among its key provisions is the creation of Climate Change Forums to co-ordinate municipal plans once risk and vulnerability assessments have been completed.

CHALLENGES AHEAD

Tshikalange notes that several challenges face municipalities, with funding standing out as a particular issue. However, the act provides assistance in this area, mobilising funding through the National Climate Response Fund. This will make it possible for municipalities to access funding for losses and damages from climate events, such as the oods in KwaZulu-Natal and East London earlier this year.

Tshikalange also laments the fact that, although municipalities are often the most hard hit by climate events, they have little in uence. To correct this and ensure the voices of municipalities are heard, SALGA introduced a series of Town Hall Conference of Parties (COPs), running from August to October, intended to provide a platform where municipalities, civil society and communities could offer input on the climate change policies and international commitments. These insights will be fed to the Department of Forestry, Fisheries and the Environment, allowing these institutions to play a role in shaping policy.

A further challenge, Tshikalange continues, is the need to capacitate municipalities so they are geared towards addressing issues around climate change and the just transition.

Peer learning has been a key tool in this regard, along with training around tasks like integrated development planning.

“Our goal is to mainstream climate change in all planning processes. For example, budget allocations should be viewed through a climate change lens.” To this end, there is an increased focus on data, such as temperature and changing rainfall patterns, so that all decisions made by municipalities are based on evidence-based information.

“This enables us to identify vulnerable areas so we can take appropriate action. For instance, if rainfall patterns

“Our goal is to mainstream climate change in all planning processes. For example, budget allocations should be viewed through a climate change lens.” – Rabelani Tshikalange

are changing in a certain area, we know that we need to invest in the correct infrastructure.”

TAKING ACTION

Several municipalities are already taking action. For example, the City of eThekwini has implemented projects encouraging local communities to manage riverine ecosystems, which have recently been affected by ooding and land degradation. The City of Cape Town is taking steps to eradicate alien invasive species through targeted water management initiatives. Several municipalities are implementing such projects, but the issue of funding and nancing is a major constraint, says Tshikalange. The association is assisting by linking projects in the concept and pre-feasibility stages with possible nanciers. “At the same time, it’s heartening to note that there are several champions promoting work around climate change. This is a complicated issue, but we are making progress,” Tshikalange concludes.

Follow: Rabelani Tshikalange www.linkedin.com/in/rabelani-tshikalange-03157382

Rabelani Tshikalange

Climate Change Act unpacked

The Climate Change Act of 2024 sets out speciﬁc responsibilities for municipalities. LISA WITEPSKI takes a closer look

Chapter 2 of the Climate Change Act, according to Dzingira Matenga, MD of Ntiyiso Business Consulting, has the greatest implications for municipalities. It requires that “every organ of state that exercises a power or performs a function affected by climate change, or tasked with promoting a sustainable environment, must review and, where necessary, revise, amend, co-ordinate and harmonise their policies, laws, programmes and decisions to ensure that climate risks and vulnerabilities are taken into account.”

“This is signi cant,” Matenga adds, “because we nally have an act that compels organs of state to embed climate change mitigation and management from a process, policy and people perspective. Until now, this has been missing, enabling most government institutions to either develop independent climate change interventions or not develop any interventions at all.”

Margo-Ann Werner, legal director of Pinsent Masons, notes that the act sets in place speci c responsibilities in terms of emissions reductions, with municipalities required to integrate climate change considerations into their Integrated Development Plans and service delivery networks, and to conduct climate change needs and response assessments within one year of the National Adaptation Strategy. They are also required to review and amend assessments every ve years to re ect evolving climate risks and vulnerabilities, and they must develop and implement a Climate Change Response Implementation Plan within two years of the climate risk assessment. This, too, must be reviewed and amended at least once every ve years.

“These plans must address disaster risk reduction, infrastructure resilience and vulnerable communities,” Werner says. The act also imposes reporting obligations, stating that municipalities must report progress on their climate change response plans to the relevant national and provincial authorities.

The act also imposes reporting obligations, stating that municipalities must report progress on their climate change response plans to the relevant national and provincial authorities.

ADEQUATE MEASURES?

This seems promising, but is it enough to delay the climate crisis?

Brandon Abdinor from the Centre for Environmental Rights is concerned that the targets proposed by the Department of Forestry, Fisheries and the Environment are not adequate to keep South Africa in line with the Paris Agreement. However, the country is

certainly not alone in this regard, as most are off track.

On a more positive note, Werner observes that many municipalities already have initiatives addressing climate resilience in place. Matenga notes that Ntiyiso Consulting Group is currently working with several municipalities on climate-adaptive projects such as grid-tied solar energy systems.

“We ﬁnally have an act that compels organs of state to embed climate change mitigation and management from a process, policy and people perspective.” – Dzingira Matenga

Follow: Dzingira Matenga www.linkedin.com/in/matenga

Margo-Ann Werner www.linkedin.com/in/margo-ann-werner-04445776

Margo-Ann Werner

Dzingira Matenga

Working for water security

LISA WITEPSKI unpacks the City of Ekurhuleni’s Ten-point Water Plan

Thokozani Maseko, head of the Water and Sanitation Department at the City of Ekurhuleni, explains that the ten-point plan was developed as part of the Gauteng Project 2028 State of Readiness. “This speci cally prepares us for the completion of Phase 2 of the Lesotho Highlands Water Project, which involves construction of the Polihali Dam, reservoirs, a water transfer tunnel connecting Polihali to the existing Katse reservoir and additional infrastructure like access roads, bridges and telecommunications networks.”

TEN-POINT WATER PLAN

Maseko adds that the ten-point plan aims to address water challenges in Gauteng in the metros and municipalities that receive water from the Vaal River system: the cities of Johannesburg, Tshwane and Ekurhuleni, Midvaal Local, Lesedi Local, Merafong City Local, Mogale City Local, Emfuleni Local and Rand West City Local. It forms part of a provincial intergovernmental relations structure and focuses on the following:

•An assessment of the water challenges in Gauteng.

•The establishment of a committee and agenda to focus on nonrevenue water (water lost through, for example, leaks).

•Institutionalising nonrevenue water to ensure there are structures in place at all metros to address this issue.

•Addressing nonreporting on a dashboard set up to monitor water losses and capacity to meet current and future demands.

•Entrenching a discipline of reporting, appointing of cials responsible for issuing reports to update data and ensure data ef ciency.

•Hosting roadshows to encourage buy-in from all stakeholders and ensure co-ordination between provincial task teams.

•Ensuring Rand Water’s consumption in all municipalities is included in the dashboard.

•Logging water emergencies on the dashboard.

•Drafting project proposals.

•Assessing the state of readiness for Gauteng Project 2028 and making necessary adjustments.

TAKING ACTION

The City of Ekurhuleni is moving to address challenges around water security through several other initiatives, says Maseko. For instance, the municipality has implemented a water conservation and demand management strategy, which has been developed around three pillars: reducing nonwater revenue by stemming real and physical loss (for example, through assessing and replacing pipelines and valves, monitoring water pressure and engaging telemetry), reducing apparent losses that occur when the accuracy of meters is compromised by wear and tear and addressing unbilled authorised usage by unproclaimed township erfs and metering informal settlements.

It has, furthermore, turned its attention to upgrading sanitation systems, with a 50-year master plan leading action in this area.

Finally, it is safeguarding its Blue Drop certi cation – an assurance of water quality – by testing random samples of drinking water weekly to ensure SANS 241 compliance.

LESSONS LEARNED

The department has gleaned several learnings from the implementation of these initiatives, says Maseko. “First and foremost is the importance of

“We also continuously monitor data and trends to keep track of areas of improvement and have ensured nonrevenue water becomes a top priority by placing it on a risk register.”

–

Thokozani

Maseko

developing and implementing the water conservation/water demand strategy; ours has proved key to informing all other actions. It’s also vital to secure buy-in from top management and stakeholders and to ensure all divisions keep the strategy alive by implementing the programmes for which they are responsible. We also continuously monitor data and trends to keep track of areas of improvement and have ensured nonrevenue water becomes a top priority by placing it on a risk register.”

Maseko notes that the municipality takes care to benchmark against global best practice. “Above all, we have adopted a ‘never arrived’ attitude: we see our goals as a daily undertaking.”

Follow: Thokozani Maseko www.linkedin.com/in/thokozani-maseko-256735127

Thokozani Maseko

Communities lead the way in recognising and preserving indigenous knowledge

Community stakeholders are at the centre of efforts to honour, validate and preserve indigenous knowledge, writes the DEPARTMENT OF SCIENCE, TECHNOLOGY AND INNOVATION

Community elders, traditional healers, knowledge keepers, local leaders and government of cials gathered in KwaZulu-Natal on 27 October for a landmark ve-day conference focused on honouring and formally recognising indigenous knowledge (IK) held within South Africa’s communities. Organised by the Department of Science, Technology and Innovation (DSTI) in partnership with North-West University, the University of Venda and community-based stakeholders, the event placed community voices at the centre of efforts to validate and preserve indigenous knowledge systems (IKS).

The conference, themed “Beyond the Thinking”, responds to community calls for the recognition of the expertise held by traditional practitioners, farmers, artisans, healers, and cultural custodians. It builds on successful pilot projects in KwaZulu-Natal, North West and Limpopo, where community members are already receiving formal acknowledgement of their skills, from traditional healing to seed preservation and rites of passage.

Indigenous knowledge is not just old knowledge; it lives in homes, elds, ceremonies and languages.

OPENING PATHWAYS TO EDUCATION AND EMPLOYMENT

The initiative aims to establish national norms and standards for Recognition of Prior Learning (RPL) in IK, enabling community knowledge holders to have their lifelong learning and experience formally recognised and certi ed, thereby opening pathways to further education, employment, and intergenerational mentorship.

Dr Mlungisi Cele, director-general of the DSTI, says the RPL in IK initiative was part of the department’s mandate, under the IKS Policy, to address elements of indigenous knowledge not readily accommodated in the National Quali cations Framework. The aim is to establish a system for accrediting and certifying practitioners across various elds, often spanning multiple disciplines, so they can receive of cial recognition for their expertise.

“The IKS Policy, as an enabling framework, approaches indigenous knowledge on its own terms and recognises it as a source of understanding and innovation that has survived the forces of colonialism. It covers all forms of indigenous knowledge and technologies, including the rich heritage and different ways of thinking embodied in local languages,” explains Dr Cele.

“RPL is about opening doors for education, but more importantly, it’s about honouring the knowledge that already exists in our people.” – Professor Thebe Medupe

Since the Protection, Promotion, Development and Management of Indigenous Knowledge Act was promulgated in 2019, the DSTI has worked closely with academic and community partners to implement it.

“RPL is about opening doors for education,” says Professor Thebe Medupe of North-West University, “but more importantly, it’s about honouring the knowledge that already exists in our people.”

IK disciplines on the conference agenda included traditional rites of passage (for men and women), traditional Khoi and San leadership institutions, cosmology and astronomy, hunting and shing (including habitat knowledge), farming and animal husbandry (including food systems, seed banking and harvesting practices), trade, knowledge acquisition and the intergenerational transfer of IK, traditional cultural expressions (the visual arts, performance, couture, language, music and literature), and indigenous technology and architecture.

With the 2019 Indigenous Knowledge Act now guiding national efforts, the conference marked a pivotal step towards ensuring that recognition, protection and development of IK are not just policy goals, but lived realities in South Africa’s villages, townships, and rural homesteads.

For partnership enquiries, visit: +27 12 843 6300 www.dsti.gov.za

More internship opportunities needed

THE DEPARTMENT OF SCIENCE, TECHNOLOGY AND INNOVATION is urging the private sector to expand internship opportunities for South Africa’s graduates

The Deputy Minister of Science, Technology and Innovation, Dr Nomalungelo Gina, has urged the private sector to open its doors wider to young graduates in South Africa by creating more internship opportunities, describing youth unemployment as a national emergency.

Dr Gina addressed a gala dinner hosted by the Human Sciences Research Council (HSRC) in Johannesburg on 22 October. The event marked 20 years of an impactful graduate internship programme in the science, technology and innovation sector, celebrating 131 graduates who recently completed their two-year training at various institutions across the country.

She pointed to the 45.5 per cent of cial youth unemployment rate (and 62.1 per cent under the expanded de nition) and warned that South Africa is “sitting on a ticking time bomb” if bold action is not taken.

“We need every employer in the private sector, municipalities and state-owned enterprises to double their absorption of young graduates each year. The future of our country depends on it,” she said.

TACKLING GRADUATE UNEMPLOYMENT

Since its inception in 2005, the Department of Science, Technology and Innovation (DSTI) Graduate Internship Programme, implemented through the HSRC, has provided over 7 600 unemployed graduates with valuable workplace experience and research skills in science, engineering and technology, as well as in the humanities and social sciences.

In terms of demographics, 91 per cent of interns placed were black (African, coloured and Indian), while 68 per cent were female and 2 per cent were persons with disabilities.

To date, more than 200 institutions have hosted interns, contributing meaningfully to skills development across the country. These institutions include science councils, national facilities, museums, government agencies, private companies and higher education institutions.

Dr Gina said the initiative has become one of the most impactful interventions in tackling graduate unemployment and developing skills for the economy. “These interventions are not only producing a skilled workforce for science, technology and the social sciences, but also nurturing future entrepreneurs who will innovate, commercialise new ideas and become employers themselves,” she said.

The event featured past and present bene ciaries, including Dr Mutshidzi

“The initiative has become one of the most impactful interventions in tackling graduate unemployment and developing skills for the economy.” – Dr Nomalungelo Gina

Mulondo, an award-winning global health academic instrumental in establishing the rst Division of Public Health at the University of the Free State. “It is because of the internship I received through this programme that I stand here today as a top scholar recognised globally,” she said.

Among the 131 graduates celebrated at the event, Okuhle Ngqoboka, hosted by the Durban University of Technology in 2023, described her journey as “exciting and insightful”, paying tribute to her mentor, Dr Bloodless Dzwairo, for recognising her hard work. “I am now employed on contract as a grant assistant. I not only gained valuable work experience, but was also motivated to register for my honours degree and continue my studies,” she said.

Dr Gina applauded the HSRC for running the programme “in a professional and structured way,” adding that its impact “will be felt across the National System of Innovation and the broader economy for years to come.”

She also encouraged graduates to remain proactive: “You are no longer graduates without experience. Use your networks, stay visible and show initiative. As the African proverb says, ‘The earliest bird catches the fattest worm’.”

HSRC chief executive of cer Professor Sarah Mosoetsa said the two decades of learning and training are a true testament to transformation at the HSRC, paying tribute to all partners who have supported the programme over the years. For partnership enquiries, visit: +27 12 843 6300 www.dsti.gov.za

Dr Nomalungelo Gina

Clearing the way for Africa’s electric future

THE DEPARTMENT OF SCIENCE, TECHNOLOGY AND INNOVATION in partnership with the Nelson Mandela University, hosted the third annual uYilo e-Mobility Summit

Experts in new energy vehicles, along with industry leaders, academics and specialists, met in Gqeberha to share valuable insights on industry innovations and initiatives, particularly those focused on decarbonising the transport sector. The Department of Science, Technology and Innovation (DSTI) partnered with the uYilo e-Mobility Programme at Nelson Mandela University (NMU) to host the annual uYilo Annual e-Mobility Summit in October 2025.

The department’s Mbangiseni Mabudafhasi, deputy director: power, said the summit recognises the urgency of global commitments to reduce carbon dioxide emissions in the transport sector, which have catalysed growing market demand for electric vehicles (EVs). He added that while internal combustion engine (ICE) vehicles remain dominant, particularly in developing markets, their market share is expected to decline signi cantly in high-income countries after 2035.

South Africa’s automotive industry plays a crucial economic role, contributing approximately 5.2 per cent to the national gross domestic product. Studies show that the sector supports around 115 000 high-skilled manufacturing jobs and roughly 500 000 formal jobs across the automotive supply chain.

Mabudafhasi stressed that discussions about the future of ICEs are essential as the industry stands at a critical juncture. “By 2035, it is projected that sixty-three per cent of key export markets, including the European Union and the United Kingdom, will implement bans on the sale of new ICE vehicles,” he said.

DUAL-TRACK STRATEGY

To navigate this transition, South Africa is encouraged to adopt a pragmatic dual-track strategy, which aims to maximise the operational life and minimise the carbon emissions of ICE vehicles while simultaneously fostering the growth of the most promising EV and hybrid platforms. It acknowledges that

Mbangiseni Mabudafhasi

“The summit recognises the urgency of global commitments to reduce carbon dioxide emissions in the transport sector, which have catalysed growing market demand for electric vehicles.” –Mbangiseni Mabudafhasi

ICE vehicle market share is expected to decline in high-income countries beyond 2035.

Gareth Burley, CEO of Microcare Solar Energy, said that Africa’s e-mobility transition must be designed around local realities rather than imported wholesale from abroad. “African innovations must solve African problems,” he said, emphasising that the continent’s success hinges on developing systems tailored to its economic, infrastructural and social contexts. E-mobility in Africa, he contended, cannot simply replicate European or Asian models, but must address challenges such as energy access, affordability and the informal nature of much of the transport economy.

“If we only import our chargers and software, we will continue to outsource jobs, intellectual property and after-sales services,” Burley warned. “Localising support technologies, such as chargers, power electronics and related components, is the fastest on-ramp for small, medium and micro enterprises in our country.”

Microcare Solar Energy has developed the DC-DC Solar EV Charger, a exible, solar-integrated solution that delivers consistent charging directly from photovoltaic panels, eliminating the need for AC conversion or grid dependency. This makes it ideal for remote locations.

CO-ORDINATION AND ALIGNMENT NEEDED

Burley noted that sustainable progress requires close co-ordination between governments, academia and the private sector. “Research must inform regulation, regulation must enable innovation, and innovation must be rooted in community bene t,” he said. The desired outcome, he maintained, is a self-reinforcing ecosystem of skills, investment and local manufacturing capacity rather than continued dependence on imported solutions.

Zakariae Ouachakradi, business development manager of Morocco’s Green Energy Park, echoed this sentiment as he described Morocco’s approach to building an EV charging network. He highlighted the delicate balance between technical precision and the institutional co-ordination required to sustain such an initiative. Morocco’s strategy, he explained, relies on the government’s proactive role in setting standards, funding research and aligning industrial policy with environmental goals.

The Green Energy Park – a partnership between the Institute for Research in Solar Energy and Renewable Energies and the OCP Group – employs engineers and researchers who design and test charging stations adapted to African climates and grid conditions. This localised research and development model ensures that technologies are not only viable, but also resilient under regional constraints. However, Mr Ouachakradi also pointed to persistent challenges, particularly the lack of harmonised standards across the continent. Without shared frameworks for charging protocols, battery systems and

Africa’s e-mobility transition is an active continental agenda, and realising it will demand co-ordination, foresight and unwavering commitment.

safety compliance, he cautioned, African countries risk building fragmented systems that hinder regional integration.

Africa’s e-mobility future depends on alignment and co-operation, not on nations working in silos. The continent’s diversity in energy systems, industrial capacity and regulatory readiness must become a source of collective strength. Two of the most pressing and decisive factors identi ed were the transfer of technical expertise and the development of skilled human capital. Without a workforce capable of building, maintaining and innovating within these systems, even the most advanced technologies will remain underutilised. Both speakers signalled a shift away from viewing Africa as a passive recipient of technology and towards recognising it as a generator of homegrown solutions. A growing number of African research institutions and start-ups already contribute to global clean-mobility knowledge. The consensus was clear: this momentum must be channelled through supportive policies, regional collaboration and sustained investment in applied science.

Africa’s e-mobility transition is an active continental agenda, and realising it will demand co-ordination, foresight and unwavering commitment. The road ahead leads toward a cleaner, more connected, self-reliant and innovative Africa that is powered by its own ingenuity.

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For partnership enquiries, visit: +27 12 843 6300 www.dsti.gov.za

Reimagining our cities

SA’s urban agenda and Vision 2050 frameworks

ITUMELENG MOGAKI unpacks how Vision 2050 frameworks in two of South Africa’s metros are reshaping urban renewal, sustainability and competitiveness

South Africa’s two largest metros, Cape Town and Johannesburg, are rethinking their futures through long-term planning frameworks designed to reshape the urban landscape by mid-century.

With a focus on inclusivity, sustainability and competitiveness, these Vision 2050 strategies aim to address historic inequalities while positioning both cities as resilient, climate-ready and economically vibrant hubs.

CAPE TOWN’S 2050 VISION

Cape Town’s draft long-term plan (LTP) outlines reforms across housing, infrastructure, services and mobility. The city aims to unlock 50 000 new housing opportunities annually by 2050 through land release, mixed-use development and private-sector collaboration.

Additional service delivery reforms include diversifying water sources, scaling

wastewater reuse, investing in waste-to-energy projects and reaching carbon-neutral electricity by 2050.

A R800-million solar photovoltaic and battery storage facility is already in development, while the plan also targets expanded rail and nonmotorised transport so that three-quarters of trips by 2050 are made without private cars.

Safety, health and environmental goals include reducing the murder rate, ensuring water samples meet health standards and conserving 25 per cent of land under a formal estate.

Cape Town’s mayor, Geordin Hill-Lewis, has framed the plan as an opportunity to secure a city where jobs, housing and services meet demand, and growth directly uplifts communities. He emphasises that avoiding urban decline will require decisive

investment and broad collaboration, but also promises that Cape Town can become a model for a “future- t city of opportunities”.

JOHANNESBURG’S 2050 VISION

Johannesburg’s urban agenda is guided by a web of strategies, including the National Infrastructure Plan 2050, the city’s Climate Action Plan and the Gauteng 2030 strategy.

Key goals include densi cation and affordable inner-city housing, township regeneration, low-carbon growth, expanded sanitation and energy services and investment in logistics corridors. Safety and health remain priorities, with a focus on integrated policing and resilient public health systems.

Though their approaches differ, both metros share a vision of greener, safer, more inclusive cities by 2050. If realised, these frameworks could reshape the country’s urban fabric, driving equity, resilience and global competitiveness.

Follow: Geordin Hill-Lewis www.linkedin.com/in/geordin-hill-lewis-98a42a231

Building resilient cities

NUF 2025 outlines next steps for South Africa’s urban agenda

A concise roundup of discussions and outcomes from the National Urban Forum. By ITUMELENG MOGAKI

South Africa’s urban future took centre stage at the National Urban Forum (NUF) 2025 in Durban, where leaders, planners and civil society moved beyond diagnosis to concrete solutions for cities under strain.

Convened by SALGA in partnership with UN-Habitat and other stakeholders, the two-day forum reframed urbanisation as both a crisis and an opportunity, spotlighting urgent reforms in land governance, municipal ﬁnancing and climate resilience.

Rather than simply debating, delegates co-created actionable strategies, from scaling renewable energy adoption

and upgrading informal settlements to unlocking private investment and embedding community voices in planning.

On day one, prominent leaders, including SALGA president Bheke Stoﬁle, Xolani Sotashe, chairperson of SALGA’s national working group on human settlements and the urban agenda, Thami Ntuli, the KwaZulu-Natal Premier, UN-Habitat executive director

Anacláudia Rossbach, and human settlements minister Thembi Simelane, among others, set the tone for action.

Their message was clear: South Africa’s future depends on co-ordinated urban strategies that keep pace with rapid

urbanisation, already at 68 per cent and projected to reach 80 per cent by 2050.

Stoﬁle outlined six urgent priorities for municipalities: housing and informal settlement upgrading, integrated transport, local economic development, climate resilience, food systems planning and ﬁnancial sustainability.

Sotashe highlighted that while urbanisation poses major challenges, it also presents opportunities for smart city innovation and green building solutions if managed effectively.

Day two shifted from dialogue to practical recommendations. Panels on land governance, municipal ﬁscal reforms and urban safety highlighted the need to strengthen planning systems and attract private sector partnerships.

Experts warned that stalled land reform, weak municipal ﬁnances and governance gaps undermine resilience. Technology and smart infrastructure were cited as enablers, but inclusive, community-led planning was emphasised as the cornerstone of liveable, safe cities.

The forum concluded with a declaration for a transformative urban

agenda rooted in sustainability, equity and spatial justice, placing youth, women and marginalised groups at the centre of decision-making. Stakeholders

also agreed that collaborative action, innovative ﬁnancing, and integrated planning are essential to secure South Africa’s urban future.

Follow: Bheke Stoﬁle www.salga.org.za/event/nma23/sp3.html

Anacláudia Rossbach www.linkedin.com/in/anaclaudiarossbach

Digitising future-ready municipalities

ITUMELENG MOGAKI explores how South Africa’s municipalities can become future-ready hubs of service delivery, climate resilience and inclusive development

During the last 30 years, municipalities have expanded access to water, electricity, sanitation and housing. Yet these achievements are increasingly tested. Kutlwano Chaba, chief digital of cer at SALGA, shares his insights on what has been achieved, where the system is under pressure and how innovation can shape the municipalities of tomorrow. Ageing infrastructure, nancial strain, skills shortages and rising community frustrations paint a complex picture.

The numbers underline the urgency.

According to National Treasury, by June 2025, municipalities were owed R427.7-billion in consumer debt, with households responsible for nearly 72 per cent. Municipal creditors stood at R156.1-billion, most overdue by more than 90 days. Almost 50 municipalities reported negative cash positions, highlighting just how fragile the system has become. “These are systemic challenges,” says Chaba. “However, technology and innovation remain central to turning things around to shift municipalities from surviving to becoming truly future-ready.”

BARRIERS TO PROGRESS

Chaba identi es ve major obstacles holding municipalities back:

• Competing priorities: urgent demands like water and electricity crowd out longer-term planning.

• Budget limits: most cannot afford advanced digital systems.

• Low digital literacy: gaps exist among both elected councillors and staff.

• Lack of standardisation: municipalities operate with varying systems and processes.

• Connectivity gaps: rural and peri-urban areas face coverage and cost hurdles.

Despite these challenges, SALGA is working with municipalities through a digital and innovation roadmap, aligned with Integrated Development Plans (IDPs). “By reusing proven solutions across municipalities and pooling resources, we can achieve economies of scale and make innovation more affordable,” Chaba says.

BALANCING INNOVATION AND INCLUSIVITY

For Chaba, the task is not just to digitise, but to ensure inclusivity. Digital services must be accessible to residents across income levels and usable in both urban and rural settings.

“We encourage municipalities to replicate tested platforms,” he explains. “Whether it’s digital billing, real-time water monitoring or shared procurement systems, the goal is to avoid duplication and spread the bene ts more widely.”

CREATING FUTURE-READY MUNICIPALITIES

Chaba outlines nine pillars that can de ne the “municipality of the future”:

1. Connected infrastructure: smart monitoring of water, electricity and assets in real time.

2. Smart homes and buildings: ef cient use of energy and water, plus structural monitoring.

3.Hyper-automation: robotics and arti cial intelligence to streamline repetitive tasks.

4. Connected citizens: multiple digital channels for engagement and accountability.

5. Paperless administration: transparent, traceable and ef cient smart record-keeping.

6. Integration and security: reducing duplication, ensuring cybersecurity and improving outputs.

7. Connected workforce: technology for recruitment, training and productivity.

8. Emerging technologies: from smart waste collection to digital safety solutions.

9. Data-driven local government (PULSE): using analytics for evidence-based planning and decision-making.

“These nine areas, when fully embraced, can unlock high levels of digital maturity,” says Chaba. “It is about positioning municipalities as adaptive, resilient and capable of driving inclusive growth.

“Future-ready municipalities will not only close service backlogs, but also prepare communities for climate shocks, strengthen citizen trust and deliver the promise of democracy for the next generation,” concludes Chaba.

Follow: Kutlwano Chaba www.linkedin.com/in/kutlwano

Kutlwano Chaba

Municipalities turn to digital tools to close the service gap

Three decades after South Africa’s ﬁrst democratic local government elections, municipalities are embracing digital platforms to strengthen service delivery and rebuild public trust, writes BRENDON PETERSEN

Thirty years after South Africa’s rst democratic local government elections, municipalities face mounting pressure to deliver services ef ciently while grappling with budget constraints and skills shortages. The answer, according to government of cials and technology specialists, lies in embracing digital tools that automate processes, improve transparency and reshape how citizens interact with their local authorities.

AUTOMATING PROCESSES TO FREE UP CAPACITY

“Digital platforms are a powerful way for municipalities to stretch limited resources further,” explains Andrew Bourne, regional head of Zoho South Africa, a cloud-based software provider working with government institutions. “By automating repetitive processes, streamlining communication and cutting down on paperwork, municipalities can reallocate funds and staff time to the areas that matter most, such as service delivery.”

CAPE TOWN’S 20-YEAR DIGITAL JOURNEY

The City of Cape Town exempli es this shift. Hugh Cole, the City of Cape Town’s chief data of cer and strategy director, points to two decades of internal digital infrastructure development, which has begun yielding tangible results for residents. “The

City of Cape Town has made extensive use of digital tools internally for over twenty years, both operationally, in the form of our ERP system, engineering systems, such as SCADA and SCOOT, as well as strategically with tools, such as GIS systems, advanced modelling and simulation tools and machine learning libraries,” he says.

However, the real transformation has occurred in the past decade, as these internal systems have opened outward-facing channels. The city’s e-services portal now handles account payments and management, while an open data portal shares municipal information with researchers and activists. Most signi cantly, the city has begun exposing real-time functionality through application programming interfaces, allowing third-party applications to integrate seamlessly with city systems.

AN ECOSYSTEM OF CITIZEN-FOCUSED TOOLS

“This means that other applications and systems operated by third parties can seamlessly integrate with city systems, providing a better experience to end users,” Cole explains. Third-party services, such as My Smart City and ESP, now use city data in their offerings, creating an ecosystem of citizen-focused tools. The impact extends far beyond convenience. Cole describes a collaborative effort following the COVID-19 pandemic, when the city used data insights from resident complaints to address

service backlogs that had accumulated during lockdowns. “The results speak for themselves with those post-pandemic backlogs being effectively addressed, and performance has now surpassed pre-COVID-19 levels,” he notes.

SPEEDING UP RESPONSES THROUGH AUTOMATION

Organisations that implement comprehensive digital service platforms enabled by automation features, such as ticket categorisation, prioritisation and service-level-agreement-based routing, have reported improvements in response and resolution times by up to 50 per cent, notes Bourne. “The common factor is automation: when you remove the need for manual routing and guesswork, turnaround times drop signi cantly,” he says.

INTERNATIONAL LESSONS: INDIA’S RAPID ROLL-OUT

International examples underscore the potential. During India’s COVID-19 vaccination drive, Chennai leveraged a low-code platform to build a citizen-centric booking portal in 48 hours after the national system struggled to meet demand. Over 300 000 people booked vaccination slots through the locally developed system, dramatically easing congestion.

INCLUSION REMAINS CRITICAL

Yet digital transformation carries inherent challenges. Not all residents have reliable internet access or digital literacy, raising questions about inclusivity. Cole acknowledges this concern, noting that the City of Cape Town pioneered the SmartCape network across its city libraries over two decades ago, providing many Capetonians with their rst access to the internet. The city also ensures that

“Organisations implementing comprehensive digital service platforms have reported improvements in response and resolution times by up to 50 per cent.” – Andrew Bourne

Hugh Cole

Andrew Bourne

all content on government domains is zero-rated, meaning telecommunications providers cannot charge for accessing these sites.

“Inclusion remains an important concern,” Cole says, “and so we ask of all of our outward-facing digital products: are we meeting our residents where they are?”. The city maintains a presence on social media platforms popular with residents while holding telecommunications providers accountable for zero-rating compliance. Beyond accessibility, municipalities must navigate resistance to change among staff comfortable with legacy processes. “The barriers we encounter most often are resistance to change and lack of digital con dence,” Bourne observes. His company designs platforms with low-code and no-code capabilities that don’t require advanced IT expertise, encouraging municipalities to start with smaller pilot projects that deliver quick wins.

DATA GOVERNANCE AND PRIVACY

Data protection represents another critical concern. Bourne emphasises that trust is non-negotiable, noting his company’s strict privacy- rst philosophy and compliance with data protection laws like the Protection of Personal Information Act (POPIA). “Our platforms include encryption, role-based access and detailed audit trails so citizen data is always secure,” he says.

The City of Cape Town has made data governance central to its strategy. Following an internal data strategy in 2018, the city released a public strategy in 2024 and formed a dedicated data science team that evolved into a data analytics hub. The city recently released ndings from its inaugural city-wide household survey, engaging over 8 000 households from February to October 2024. A public-facing dashboard now allows residents, researchers and policymakers to explore the data at suburb level.

COLLABORATION AND PARTNERSHIPS

Partnerships play a crucial role in driving innovation. The City of Cape Town works with public sector organisations, such as Violence Prevention through Urban Upgrading and OpenCities Labs, on tangible digital products. Zoho adopts what Bourne calls a “locally rooted, globally informed approach”, working with

local implementation partners, government agencies and academic institutions to ensure solutions address South African realities, from POPIA compliance to multilingual forms.

LOOKING AHEAD

Both Bourne and Cole see digital platforms supporting broader urban challenges. Zoho’s platforms can track waste collection schedules, monitor energy consumption and gather transport usage data, turning this information into planning tools through analytics. “It means municipalities can manage resources better today while preparing for the urban challenges of tomorrow,” Bourne says.

Cole points to generative arti cial intelligence as an exciting prospect. “This includes both more uent interfaces, as well as working with large volumes of qualitative

data more effectively,” he notes, though he cautions about considerable hype surrounding the technology. The city is proceeding responsibly, focusing on internal tooling.

BUILDING TRUST

For residents, the long-term bene ts could be transformative. “Residents could expect services that are faster, more transparent and more predictable,” Bourne suggests. “Imagine being able to apply for a licence online, track the progress in real-time or pay municipal bills digitally without standing in queues.”

Perhaps most importantly, effective digital transformation builds trust between municipalities and communities. Cole emphasises that digital tools are “force enhancers that only work when they’re part of functional process, driven by committed leadership”.

“Digital tools are force enhancers that only work when they’re part of functional process, driven by committed leadership.” – Hugh Cole

Smart municipalities

E-GOVERNANCE PLATFORMS

The City of Tshwane launched its Digital Tshwane Strategy in 2020, focusing on online licensing, billing and records management. The platform allows residents to apply for building plans, business licences and clearance certiﬁcates online, signiﬁcantly reducing processing times. According to the city’s 2023 annual report, online transactions increased by 34 per cent between 2021 and 2023.

eThekwini Municipality implemented an integrated e-services platform in 2019 that consolidated multiple services into a single portal. Residents can now pay rates, report faults, apply for permits and track service requests online. The municipality reported a 28 per cent reduction in walk-in queries at customer service centres following implementation.

SMART WASTE MANAGEMENT SYSTEMS

The City of Cape Town piloted smart waste bin sensors in several areas in 2022, using internet of things technology to monitor ﬁll levels and optimise collection routes. According to the city’s Waste Management Department, the pilot reduced unnecessary collections by 23 per cent and improved efﬁciency by targeting bins that actually required servicing.

In Johannesburg, the city’s Pikitup waste management entity began implementing GPS tracking on waste collection vehicles in 2021. The system provides real-time monitoring of collection routes, helping identify service gaps and improve accountability. The entity’s 2023 operational report noted improved route efﬁciency and better complaint resolution times.

Tracking the progress of Operation Vulindlela

As political parties prepare for the 2026 local government elections, attention is ﬁrmly on municipalities and their ability to deliver essential services to communities. One of the central government-backed initiatives guiding reform in this space is Operation Vulindlela. LEVI LETSOKO unpacks its impact

Operation Vulindlela – a joint commitment by the presidency and National Treasury – was launched in October 2020 to accelerate the implementation of structural reforms that support economic recovery. In its rst phase, the initiative aimed to modernise and transform South Africa’s core network industries. In its second phase, the mandate has expanded to cover broader development challenges, with municipalities now at the heart of ensuring these reforms translate into improved service delivery.

INITIATED TO STRENGTHEN MUNICIPAL EFFICIENCY

Operation Vulindlela’s central aim is clear: to capacitate municipalities so they can deliver effective and sustainable services to their communities. The initiative embodies reform models that can be replicated across regions, with Johannesburg and Durban piloting some of the earliest phases.

“Operation Vulindlela was initiated by President Ramaphosa in 2020 to accelerate the implementation of economic reform. This arose from the recognition that

we needed to move with greater speed and boldness to revive economic growth,” explains Rudi Dicks, head of project management in the presidency.

“In its rst phase, Operation Vulindlela focused on ve areas of reform: energy, logistics, water, telecommunications and the visa system. We have since expanded this focus to include local government, spatial inequality and digital transformation as key areas that can drive economic growth.”

For local government, this expansion is signi cant. It recognises that municipalities are often the rst point of contact between citizens and the state and that bottlenecks in service delivery can derail even the most well-designed reforms.

PHASE 1: LAYING THE FOUNDATION

The rst phase of Operation Vulindlela yielded some encouraging results. By targeting sectors, such as energy, water, logistics and telecommunications, the reforms sought to address chronic infrastructure backlogs and service inef ciencies.

Ministers, departments and state entities were required to adopt the recommendations coming from the Vulindlela unit. For municipalities, this meant greater alignment between national reform objectives and local implementation.

“The presidency actively tracks the initiative’s progress and is deeply involved in implementing reforms through the Vulindlela unit,” says Dicks. “Fast-tracking high-impact reforms is not easy, but it shows a government intent on unblocking the bottlenecks that have stalled progress.”

PHASE 2: CONSOLIDATING GAINS AND TACKLING SPATIAL INEQUALITY

Phase 2, launched in 2023, represents a second wave of reforms. Its expanded mandate includes spatial integration and housing reform, crucial to municipalities grappling with rapid urbanisation, informal settlements and service backlogs.

“Implementing structural reform often requires complex institutional and legislative changes,” notes Dicks. “Strong co-ordination from the centre of government is crucial, but it also requires ownership of the reform agenda by those implementing it.”

Breaking down silos across government departments remains a challenge. For municipalities, this often plays out in slow housing approvals, delayed bulk infrastructure projects or gaps between planning and funding cycles.

Volunteers registering at the Standard Bank Command Centre.

The refurbishment of the Nelson Mandela Bridge included solar lighting and structural repairs.

MUNICIPAL ENERGY REFORM: SOLAR POWER AND BEYOND

One of the most visible areas where Operation Vulindlela touches municipalities is in energy reform. SALGA, through its head of electricity and energy, Nhlanhleni Ngidi, is helping municipalities transition towards solar energy and decentralised power supply models.

“We are restructuring electricity trading through independent trading entities, which enables metros and municipalities to participate more actively in the wholesale energy market. This allows them to buy electricity from multiple generators, not only Eskom, and sell to customers,” explains Ngidi.

While progress is gradual, this shift promises a more competitive electricity market, fairer tariffs and more reliable supply. Importantly, governance and nancial sustainability reforms are also being embedded to strengthen billing and revenue collection systems.

“Democratising energy supply is still in its infancy, but it is essential to reduce cross-subsidisation risks, improve

municipal creditworthiness and ensure municipalities remain viable,” adds Ngidi.

The Just Energy Transition is ensuring municipalities are not left behind, with inclusive planning and funding mechanisms to support smaller towns and rural areas. This also creates opportunities for small, medium and micro enterprises (SMMEs), as reliable and affordable energy enables local enterprises to thrive.

Operation Vulindlela is not a silver bullet, but for municipalities, it represents an important framework for aligning local service delivery with national reform objectives. By tackling structural bottlenecks and embedding accountability, the initiative is helping municipalities to modernise, innovate and ultimately serve communities more effectively.

As Phase 2 unfolds, the test will be in translating reform commitments into visible improvements in water supply, electricity reliability, waste management and housing delivery – the services that matter most to citizens.

JoziMyJozi –partnerships that deliver

The JoziMyJozi campaign, launched in 2023, illustrates how reform-minded municipalities can harness partnerships with the private sector and civil society to improve service delivery outcomes.

Aimed at modernising Johannesburg ahead of the 2025 G20 Summit, the campaign has already seen the refurbishment of the Nelson Mandela Bridge, in partnership with Absa Bank and the Maharishi Invincibility Institute. The project included solar lighting, anti-grafﬁti measures and structural repairs – all tangible improvements for residents and commuters.

“The public and private sectors are mutually inclusive,” says Innocent Mabusela, head of communications at JoziMyJozi.

“The public sector must create a viable environment in which the private sector can prosper, while the private sector must also support government where gaps exist in delivering infrastructure and services.”

Other municipalities are adopting similar models. In the Western Cape, the provincial government partnered with seven municipalities to install solar backup systems at SMME trading hubs, ensuring small businesses can operate during load shedding. These collaborative approaches highlight how municipalities can extend service delivery capacity through creative partnerships

Follow: Rudi Dicks www.linkedin.com/in/rudi-dicks-377a9741

Nhlanhleni Ngidi www.linkedin.com/in/nhlanhleni-lucky-ngidi-2a342651

JoziMyJozi www.linkedin.com/company/jozimyjozi

Nhlanhleni Ngidi

Children are provided with a nurturing space designed for safety and exploration.