Public Sector Leaders | February 2021

MEET THE NEW GENERAL

Ms Tsakani Maluleke, South Africa’s first female auditor-general in the institution’s 109-year history.

SOCIAL JUSTICE

looking at the Constitution and genderbased violence

WOMEN IN LEADERSHIP Shining the spotlight on women leading in social justice

FINANCIAL FITNESS Where there is a will there is a way

COVID19

How the pandemic has impacted on education

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SA’s BEST BANK* SA’s BEST BANK* Public Sector Leaders • February 2021 | 3

Contents

FEBRUARY 2021 | ISSUE 1

Editorial Women in Leadership

A Regional Focus

Shining the spotlight on women leading in social justice

The Eastern Cape Fights The Second Wave

Building the Nation

We’re Making Headway!

We need to act with a common purpose

Phase one of inoculations in SA spearheaded by Johnson & Johnson

Covid-19 Shaping The Future

How Healthcare & Education in SA has been impacted

Reflections from the Lowveld

Observing the Public Service Reorientation Programme

Education Disrupted

Covid-19’s massive impact on the country’s educators Agricultural Overview

How technology can shape South African agriculture

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Beyond scarcity and abundance

A look at Water security in South Africa

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Features Addressing The Nation

Advancing Manufacturing

President Cyril Ramaphosa delivers an update on SA

Investment in SA

Meet Rashmee Ragaven - Senior Manager for the DTI

Meet The New Auditor-General SA

SAPPMA Interview

Tsakani Maluleke – first woman to hold supreme audit position in the institution’s 109-year history!

An interview with CEO, Jan Venter TVET Sector Overview

A Tribute

Contributing to sustainable development in SA

Honouring the late Honourable Jackson Mthembu

The Silent Pandemic: GBV

SONA 2021

A year of change for progress and rebirth

We cannot afford to have a gender neutral approach to pandemics

Lifestyle Financial Fitness

Where there’s a Will, there’s a way forward

CREDITS PUBLIC SECTOR LEADERS The Publication for Public Sector Leaders

Contributors

CEO Ralf Fletcher

National School of Government

Production Director Van Fletcher van. etcher@topco.co.za Managing Editor Fiona Wakelin fiona.wakelin@topco.co.za Assistant Editor Charndré Emma Kippie Features Writer Olivia Main

Mbuyiselo Botha - Commissioner at Commission for Gender Equality Pulane Molokwane - Member of the National Planning Commission Social Justice Initiative Designer Nasreen Emeran Traffic Manager Daniel Bouwer Sales Emlyn Dunn Tel: 072 126 3962 emlyn.dunn@topco.co.za

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Sidney Phiri Tel: 076 8420205 sidney.phiri@topco.co.za Advertising Tel +27 086 000 9590 Images Cover: Auditor General Istock / Pexels / Unsplash Head Office Top Media & Communications (Pty) Ltd T/A Topco Media 2nd Floor, Elkay House 186 Loop Street, Cape Town, 8001 Tel: 086 000 9590 Email: info@topco.co.za Website: www.topco.co.za

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P

resident Ramaphosa’s final weekly letter to the nation for the month of January was focused on COVID-19 and the roll out strategy for the vaccines.

President Ramaphosa stressed that the success of the rollout will depend on the partnership between the public sector, the private sector, civil society, the religious sector and traditional leaders – “It is vital that this is a society-wide campaign, in which everyone is involved and no-one is left behind”.

The first consignment will come from the Serum Institute in India - the world’s largest vaccine producer. “The first vaccines to arrive will be provided to health care workers, who will be targeted in the first phase. The second phase will include essential workers, teachers, the elderly and those with co-morbidities. The third phase will include other adults in the population.”

The arrival of the vaccine is the first glimmer of hope since the virus started spreading around

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the globe a year ago – and signals the recovery of the health of South Africans and the South African economy.

President Ramaphosa explains that the combination of the global demand for the vaccine, together with the buying power of developed countries, meant that the South African government had to “engage in extensive and protracted negotiations with manufacturers to secure enough vaccines to reach South Africa’s adult population”.

Editorial | Adressing the Nation

“We have also worked closely with the global COVAX facility and the African Union’s Vaccine Acquisition Task Team as part of the collective effort to secure vaccines for the world’s low- and middle-income countries”, he continued.

In his letter to the nation, the President reassures all South Africans that, since the onset of the virus, the government has been proactive in seeking out the best scientific advice in order to contain infections, protect the health system and prevent an even greater loss of life. As soon as the negotiations with manufacturer of the vaccine are concluded, and the nondisclosure agreements fall away, the details will be released to the public.

“We recognise that it is important that the public must be kept abreast of developments on vaccine acquisition at all times. And government must be held to account for all the decisions it makes in this regard.

Freedom of speech and open public debate are cornerstones of our democracy, as is the media’s right to scrutinise and interrogate all government’s policies and decisions.

of the disease. When it comes to fighting a deadly pandemic like this, honesty and trust are just as valuable as any vaccine.”

Throughout the pandemic, government has been open and transparent with the South African people on the health measures it is taking to secure our people’s safety. We have sought to explain all our decisions, to listen to people’s concerns and to continuously update the country on the state

“We have a massive task ahead of us, probably far greater than any of us has ever undertaken before.

President Ramaphosa emphasises that we are all in this together and that we each have a responsibility to build confidence in the vaccine and its vital role in overcoming the virus.

He closes with a call for trust and communication:

But if we work together, if we support and trust each other and if we keep the lines of communication open, we will certainly succeed.”

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A year of “change, for progress and for rebirth” President Ramaphosa’s 5th State of the Nation Address 11 Feb 2021

by Fiona Wakelin

I

n the October 2020 Medium-Term Budget Policy Statement, Finance Minister Tito Mboweni used the Aloe Ferox as an analogy for survival and recovery.

On February 2021, during his SONA address, President Ramaphosa continued using the symbolism of resilient flora unique to South Africa: “Like the hardy fynbos of our native land, we too have proven to be resilient in many ways.”

President Ramaphosa was unequivocal in setting out his administration’s four priorities: “We must defeat the coronavirus pandemic; that is the primary aim in all we do. And second, we must accelerate our economic recovery. Third, we must implement economic reforms to create sustainable jobs and drive inclusive growth. And finally, we must fight corruption and strengthen the state.”

The continuation of support measures, tabled by civil society and organised labour, were addressed with the President announcing the continuation of the R350 Covid-19 Support Grant for three months, and the Unemployment Insurance Fund (UIF)

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Feature | SONA 2021

Temporary Employee/Employer Scheme has been extended to 15 March for certain sectors.

Regarding the first priority – the defeat of the coronavirus, President Ramaphosa said the first 80,000 doses of Johnson & Johnson vaccine - which has been shown to be effective against the 501Y.V2 variant - would arrive in South Africa next week and be administered to healthcare workers.

Over the next four weeks, another 500,000 vaccines will follow. Twenty million Pfizer vaccine doses will be delivered at the end of the first quarter - end of March 2021; 12 million doses have been secured from the global Covax facility. Other vaccines will be available to South Africa through the AU’s African Vaccine Acquisition Task Team facility, and there are ongoing engagements with all the vaccine manufacturers to ensure that sufficient quantities of vaccines that are suitable to South Africa’s conditions. All provinces have roll out plans in place. Addressing the second priority of economic recovery, the President emphasised the importance of localisation, citing four master plans for the clothing, chicken, vehicle and sugar sectors alongside 42 products, including edible oils, fruit concentrates and steel products, for sourcing locally.

There is a renewed commitment from the state, organised labour and business to “buy local”.

On the creation of sustainable jobs, the President emphasised the social compact between the private sector and the state – while the role of the private sector will be key the public sector has a responsibility to stimulate job creation, both through its policies and through direct job creation opportunities: “The Presidential Employment Stimulus is one of the most significant expansions of public and social employment in South Africa’s history. By the end of January 2021, over 430,000 opportunities have already been supported through the stimulus. A further 180,000 opportunities are currently in the recruitment process. These opportunities are in areas like education, arts and culture, global business services, early childhood development, and small-scale andsubsistence farming.”

for government officials, from entry level to senior management and the Executive. In October last year, I signed off on Ministerial Performance Agreements with all Ministers, which have now been published online. This will enhance accountability and focused performance by members of the executive. We remain on course to build a capable and professional civil service that delivers on its mandate and is accountable to the South African people.”

The President closed the SONA by quoting Maya Angelou’s inspiring poem ‘I rise’.

Infrastructure projects and the R100-billion Infrastructure Fund will stimulate investment by the private sector. The fourth priority – fighting corruption and strengthening the state was addressed by the following: “Advancing honesty, ethics and integrity in the public service is critical if we are to build a capable state.

“Through the National School of Government, we continue to roll out courses and training programmes

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Meet The New Auditor-General SA:

Tsakani Maluleke

by Charndré Emma Kippie

I

n November 2020, President Cyril Ramaphosa made the special announcement that Tsakani Maluleke would take up the position of the Auditor-General of South Africa (AGSA), for the next seven years.

She has experience in both the private and public sectors, and has expert knowledge in areas such as consulting, auditing, corporate advisory, investment management, development finance, and skills development agencies.

Tsakani is the first woman to hold this position in the supreme audit institution’s 109-year history, and was also the first female deputy auditor-general, working alongside Kimi Makwetu since 2014.

Adding to her string of impressive accolades, Tsakani previously served on the Presidential BEE Advisory Council. Here she led a subcommittee that developed recommendations for broad-based black economic empowerment.

Taking up the position of chairperson of the CA Charter Council, she headed the first BEE sector charter, which focused heavily on essential transformation initiatives, which continues to open doors for black people to enter the accountancy profession.

Tsakani is also currently the Chair of the South African Institute of Chartered Accountants.

Tsakani, who has been dubbed the ‘public finance watchdog’, takes over from her predecessor who passed on 11 November 2020, after serving as the auditor-general between 2013 and 2020. Tsakani is a highly talented Chartered Accountant with a booming career which has spanned over more than 20 years.

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A mom of two beautiful daughters, today Tsakani manages to balance a big career with a healthy lifestyle, often taking time out to play a few sets of tennis. It is also known that she is quite the fan of Formula One and motorsport, in general.

Feature | Tsakani Maluleke

BACKGROUND Born and raised in Soshanguve, Pretoria, Tsakani started working in her family’s supermarket, as a cashier, at age nine. Tsakani and Basani Maluleke’s father, George Maluleke, who died in 2017, was a renowned lawyer and later judge at the Venda High Court. Continuing her father’s great legacy, Tsakani instills all the wisdom imparted upon her, in her career and daily decision-making.

“I would love to pretend I dreamt about being an auditor when I was a little girl, but that would be untrue”, she admits.

“I was raised by a father who was an attorney for many years, and I’m the quintessential daddy’s girl. All I ever wanted was to be like daddy.”

Tsakani and her family moved to Johannesburg in 1987. During the holidays, she would go back and visit Soshanguve, attentively working in the family store, which is where she eventually picked up key accounting practices, such as reconciliation and working with cash on hand.

In terms of her schooling, Tsakani attended a boarding school in Senderwood, Johannesburg - Saint Andrew’s School for Girls. She later went on to study at the University of Cape Town, which is where she graduated with a BCom (Accounting) in 1996. She also completed her Post-graduate Diploma in Accountancy in 1997.

Thereafter, the talented accountant

completed her articles at PriceWaterhouseCoopers (PwC), and kicked off a fruitful career working for the Eastern Cape Development Corporation and Izingwe Holdings, in her early days as a finance fundi. In the past, she has also held directorial positions at companies such as Aberdare Cables and Onelogix.

ORGANISATIONS • Business Unity South Africa • African Women Chartered Accountants • Association for the Advancement of Black Accountants of Southern Africa (Abasa) • South African Institute of Chartered Accountants (Saica) • African Leadership Initiative • Aspen Global Leadership Network • Financial Advisory & Intermediary Services (FAIS) Although her journey at AGSA has just begun, Tsakani’s passion for finance, and contributing to the upliftment of black men and women in the field of accountancy, continues to grow stronger and stronger. She is committed to upholding the values of AGSA, whilst paving the way forward for generations of black accounts still to come. Thus, she does not take her newfound platform lightly, and is dedicated to fostering the growth of the socio-economic development (SED) programme of the AGSA, which includes three key initiatives: the Adopted Schools Initiative, the Mandela Day Initiative

and the University Sponsorship Initiative - geared towards assisting the historically disadvantaged.

AGSA VISION To be recognised by all our stakeholders as a relevant SAI that enhances public sector accountability.

MISSION The AGSA has a constitutional mandate and, as the SAI of South Africa, it exists to strengthen our country’s democracy by enabling oversight, accountability and governance in the public sector through auditing, thereby building public confidence.

CORE VALUES We value, respect and recognise all people Our accountability is clearand personal We are performance driven We value and own our reputation We work effectively in teams We are proud to be South African

Public Sector Leaders • February 2021 | 15

Honouring the late Honourable Jackson Mthembu

By Fiona Wakelin

T

he Honourable Jackson Mphikwa Mthembu, Minister in the Presidency, was the public face of government, communicating its policies and its decisions - he was at the forefront of the national effort to contain the coronavirus pandemic.

His passing, as a result of COVID-related complications, was relayed to the nation by President Cyril Ramaphosa, in a statement on Thursday 21st January. He was 62 at the time of his death.

In his eulogy for the Honourable Mthembu, President Ramaphosa emphasised the Minister’s humanity,

his dedication to his country and how he was respected across party lines. He was a leader who had an enormous impact on the lives of those around him, and he served his people and his country without waver.

“When sorrows come, they come not as single spies, but in battalions” President Ramaphosa addressed the nation in general, but the family in particular, emphasising the loss which he knew they felt.

Excerpt from the eulogy by President Cyril Ramaphosa, at the official funeral of Minister Jackson Mphikwa Mthembu, 24 January 2021 - 12:30pm: “For those who knew him, who worked alongside him, who counted and relied on him, who were led by him, who learned from him, who loved him, it is unbearable that we will never see him again.

“I was shocked and heartbroken when I received the news of Minister Mthembu’s untimely

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Feature | Tribute

passing from the Minister of Health Dr Zweli Mkhize and the doctor who was in charge of treating him, Dr Williams, on Thursday.

“The news struck a deep and solemn note. I remembered the words of William Shakespeare, that when sorrows come, they come not as single spies, but in battalions. The corona virus has caused so many sorrows in our country.

“Our society, like most around the world, has been plunged into turmoil. We have lost so many lives to this disease. There have been tears and grief in so many

homes. We have had to endure so much that at times it has seemed too great to bear.

“When we found ourselves close to despair, as a people and a nation, he offered hope. When our nation’s spirits were down and flagging, he lifted them up. He brought clarity, certainty and the utmost professionalism to every task he was assigned. He has left a huge void in our government, in the movement to which he dedicated his life and in the country of which he was such a proud citizen.

“Mvelase was among those infinitely rare individuals in our politically-charged society. He was

admired and respected across party lines. It has been profoundly touching to witness how the news of Jackson Mthembu’s passing stilled the clatter and bickering that has consumed us in recent times and united us in our sorrow.

“One dare hope that the sentiment that has been displayed at Jackson Mthembu’s passing is a reminder that we have far more in common than we may choose to believe, whether as members of society or as political parties.

“After all, we all want one thing: what is best for our country.”

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WHAT DOES IT MEAN FOR A PROFESSION TO BE RELEVANT?

BY CHANTYL MULDER In its Constitution, the International Federation of Accountants (IFAC) stipulates that its mission is to serve the public’s interest. This is a nobility that sometimes gets forgotten. If we think about the South African Institute of Chartered Accountants (SAICA), it is an institution that serves its members and associates, regulates their behaviour, delivers talent into the economy and society, upholds standards, but ultimately serves and supports members in fulfilling their duty of serving society. If SAICA and its members and associates do not serve society, the profession would lose its relevance.

Some query, for example, if it’s reasonable for an accountant to serve as a Chief Financial Officer (CFO) and have the same obligation, and public duty, as a public auditor. Whilst the public auditor might certify accounts, this brings a different responsibility. In the same way as a CFO who provides information for decision making supports the entity that he or she serves so that it Every professional, regardless of whether they are an engineer, lawyer, doctor or accountant, exists to serve society.

meets its own responsibilities, the entity has a responsibility to society. It has a responsibility to deliver financial or commercial returns to its investors, but it also has a duty to behave as responsible corporate citizens.

From the onset, we believe that professionals have a duty to serve society. This stems from the fact that, first of all, they are a part of the elite class and are in the very top echelons of leadership and, by the nature of their positions and knowledge, it is for the benefit of society to invest in their value. It may sound altruistic, but it is something we believe – that all professionals have a noble cause to bring to bear, a noble obligation to serve society. One that does

Serving society informs our sense of what SAICA should always be (inside that sweet spot of relevance where the organisation needs to find itself) as an important facet to help its members become more accustomed to what it means to serve the public interest while it offers support to this quest.

not warrant non-payment of servitude.

SAICA, therefore, must continue to create platforms

For accounting professionals this mandate goes

needed by society. It has to be about dealing with the

even deeper.

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for members to collaborate in delivering that value so really pertinent questions of our time. In a nutshell, we are

Advertorial | SAICA ADVERTORIAL

not going to be relevant as long as we don’t help our

the world reach the SDGs by 2030. SAICA has undertaken to

members understand their public interest responsibilities,

track the manner in which its members are contributing to a

while also failing to set up platforms for their efficiency. It

better world and showcase this in a special annual report.

isn’t helpful for SAICA and the profession to have a narrow

Through the voluntary contributions of our members and

view of what society expects of its membership.

associates, SAICA has, for the third year running, extracted key learnings that can help build the momentum required

Ultimately, we should be aware that the profession doesn’t exist for itself. It exists to serve society.

across the sector. It is notable, for example, that quality education, poverty eradication and inequality remain top three concerns among both our individual

In 2015, world leaders gathered at the

member and company responses. This is no

United Nations to adopt an ambitious

surprise when you consider that these

framework of 17 Sustainable

areas remain the key priorities South

Development Goals (SDGs) and 169

Africa needs to focus on if we are to

associated targets to address the

move our country forward.

full range of social and economicdevelopment issues facing people

We are encouraged by our

around the world. These goals

profession’s commitment to the

included finding solutions for

SDGs. However, the commitment

poverty, hunger, health, education, climate change, gender equality, water, sanitation, energy, environment

and actions of individuals alone is not enough to see us deliver on the Global Goals. As Goal 17 outlines,

and social justice. When bunched up these

it is the partnerships-based approach

goals, provide governments, businesses and

underpinned by collective actions that will truly

civil society with a universal roadmap to tackle urgent

see us reach the targets set in the 2030 Agenda.

challenges, to meaningfully engage with emerging risks and discover new opportunities for creating value.

As SAICA, we have united around the SDGs to deepen the country’s understanding of the challenges, opportunities

Whenever we think about themes relating to ‘a profession

and dynamics that can be leveraged to accelerate and

of national value’, the UN SDGs or nation building, we are

prioritise the delivery of the SDGs. It should be incumbent

reminded that it is imperative that we find a very good

on all professionals – not just those in the accountancy

way to anchor all of this very good work in the idea that

profession – to rally behind these Goals for the greater

the profession needs to be in a position to be able to

good of our country and our planet.

solve some of society’s most pressing problems. We are not going to do that by ourselves as SAICA. We can only

SAICA’s 2020 SA Chartered Accountancy Profession and

achieve this by ensuring that our members understand

the Sustainable Development Goals Report is available at

their public duty. Of course, making sure that they have

http://saicasdg.co.za/sdg-reports.

the technical competencies they need to have is also important and we shouldn’t take it for granted.

As the leading accountancy body in South Africa, SAICA has been calling on its members not only to ‘adopt’ one of the SDGs, but also show the work that members do – in their personal and business capacity – in assisting to help

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Women

By Social Justice Initiative

Shining the spotlight on women leading in social justice

I

n the height of a once-in-acentury pandemic, it might seem like hubris to salute the work of the South African social justice sector. All of us, it seems, have just been getting on with the work of social distancing, isolation and just keeping going by whatever means possible to keep us alive, where we can.

Yet some clearly have not been able to – spare a thought for the informal sector workers locked out of the public spaces that are their ‘workplaces’ during the hard lock down, from early April 2020.

The social justice sector, at the height of the pandemic, continues to confront declining education budgets, fights for access to unemployment insurance, to food in food insecure areas, and extends the hand of our healthcare system through the work of care and

community health workers that have strengthened the national response. It is no doubt a task they are well accustomed to. Since the fall of apartheid many of the organisations we have spoken to have brought closer, to many communities, the Constitutional promise of our democratic breakthrough.

Making sure that democracy is real for everyone .. and that South Africa really belongs to all who live in it They have made rights ‘tangible’ and have contributed to giving practical meaning to the injunction that the ‘People Shall

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Govern’. Slogans and chants aside, the Social Justice Initiative – a nonprofit organisation established in 2013 that mobilises resources for social justice work in South Africa – has been shining a spotlight on the women at the frontier of holding the ground that many have so valiantly sacrificed for, with its #WomenInSocialJustice series.

The series consistently and constructively engages and critiques the exercise of power within and beyond the state, in firms, in ward committees, school governing bodies and community policing fora. Where power exists and is exercised - women are there. To ensure in many cases, as our series shows, that such power is built and where it is exercised, this is done in line with the injunctions of our supreme law. The rights guaranteed to all in the Constitution to education,

Editorial | Women in Leaderhip

healthcare, food, water, housing and social security, are a decisive break with the South Africa of old. In the new society we have all committed ourselves to build in the heady days of our transition, ‘everyone has the right to have access to adequate housing, education, reproductive healthcare, sufficient food and water’.

In order for these rights to be realised, the Constitution makes clear the role of state action, through reasonable measures, to make progressively available and accessible all these rights.

It is a tall ask, and the leaders we have spoken to, in their day-to-day work, have sought to give these injunctions ‘meaning’, even when it has meant direct confrontation with the state, corporations and what they deem ‘reasonable’.

At times the task of the social justice sector has also been, as Umunyana Rugege from Section 27 suggested, “[to] build up and strengthen state institutions, so that there is accountability for those directly affected”.

And in South Africa there are many things that ‘affect’ us, from the scourge of gender-based violence, to mental healthcare users being bussed off in wheelbarrows and bakkies headed for garages, to

large corporations polluting water sources to inadequate resource allocation to community safety in areas that need it the most.

The reclamation of these rights, through advocacy, litigation and movement-building, is a crucial part of bringing social change, as Palesa Madi from the Centre for Applied Legal Studies reminded us.

Similarly, Tracey Malawana from Equal Education observed that the key challenge of the moment was, “how [to] use education to eradicate social ills within our community”.

testimony to this. Moreover, the work of the sector as Noncedo Madubedube from Equal Education told us, is also about a long-term project of entrenching the “ideas of justice, equality and equity inside campaigns (in the sector) that will be sustained over a long period of time”. Justice in South Africa requires the prioritisation in how we intervene and engage; of the fissures of race, gender, class and geography that continue to separate a country, whose tasks remain those of ‘national reconstruction’. That journey

Put differently, how does the act and struggle to achieve basic promises of the new South Africa, interlink with the restoration of dignity and humanity? As this work evolves it undoubtedly interfaces with technological advances, as Koketso Moeti from Amandla. mobi stated, which uses mobile telephony and the digital space as a ‘democracy-building tool’.

It is work that occurs in a shifting and ever-changing context, and the ‘toolkit’ to respond to these shifts, is changing accordingly. The work, in building movements and currents of change, is something which Amandla. mobi undertakes alongside other organisations using USSD, text and digital channels is

Umunyana Rugege Executive Director at SECTION27

Public Sector Leaders • February 2021 | 21

of reconstruction, for Mandisa Dyantyi, is about “making sure that democracy is real for everyone” she says, “and that South Africa really belongs to all who live in it”.

could use the law to bring about social change … that you could help people improve their lives or access opportunities and justice through the use of law,” Madi says.

the publication of the Wiehahn Report in 1979, CALS was one of the organisations that took on the firms who were “slack about health and safety matters”.

At a time when many feel alienated, displaced and removed from life and livelihood in this nation, it is an unenviable task, but one as this series has shown, that women leaders within the social justice sector stand ready to undertake and complete.

She joined CALS as an intern in 2013. CALS is a public interest law organisation founded in 1978, by Professor John Dugard, as a legal research unit within the University of the Witwatersrand. CALS has always been a thorn on the side of those who exercise power and authority in ways that alienate and marginalise the poor.

With Apartheid coming to an end formally, in the early 1990s, CALS continued to focus on the varied manifestations of its overhang on South African society.

THE LETTER OF THE LAW Not all lawyers join the heady world of commerce – drafting contracts, litigating for industry and overseeing mergers and acquisitions. Unlike in the movies either, not all attorneys are defense lawyers. It’s worth re-stating. In South Africa, many lawyers on completing their studies, join a long tradition of ‘human rights lawyers’ of all races, genders and persuasions whose primary task is to wield the weapon of law and jurisprudence, in defense of the voiceless and those deemed invisible.

Palesa Madi, an attorney and the Acting Deputy Director of the Centre for Applied Legal Studies (CALS) is one such lawyer. Born in Mohlakeng in the West Rand town of Randfontein, Madi is an author, lecturer and attorney. For her, this route began when she joined the student organisation, Students for Law and Social Justice.

“It became apparent to me that I

A public interest law organisation like CALS plays a critical role in “furthering the transformative constitutionalism project” During the Apartheid era, CALS was involved in many initiatives aimed at holding the South African government accountable for its actions, especially in the areas of security legislation and policing.

It was engaged in extensive research and education programmes both within and outside of the legal arena.

Increasingly, CALS found itself in the courts with the Apartheid state, litigating on issues related to labour relations, the Group Areas Act and the pass laws. When black trade unions started to organise after

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“Our programmes focus on business and human rights and we also have an environmental justice programme where we focus a lot on the mining sector; we have the civil and political justice programme and a land, home and rural democracy programme helping people to defend unlawful evictions and access basic human rights like water and electricity,” Madi says.

CALS also has a gender wjustice programme focused on ensuring that criminal prosecutions against perpetrators are brought to a finality in the interests of survivors. “Our focus is also to ensure that the institutions that are responsible to protect women are held accountable where they fail to protect women.

“We try and take on cases that will have a larger social impact; so it won’t just benefit that particular client, but it will set a precedent and fundamentally change the law so that other people, in a position similar to that client, will also benefit from that judgement.”

A public interest law organisation

Editorial | Women in Leaderhip

like CALS plays a critical role in “furthering the transformative constitutionalism project”, holding the state, corporations and individuals accountable for their role in violating or enabling the violation of citizen’s human rights.

For Madi, every day is an opportunity to use the ‘law and letter’ of the rights enshrined in our Constitution; to bring tangible benefits to the marginalised and overlooked in our society. From her introduction to CALS during her student days, it seems Madi has come full circle, as she suggested even as a student, she had already started to think of how she could “creatively use the law to think

about the solutions to the varied problems we face in this country.”

philanthropists to sustain its work.

“I urge individuals, corporations and the state to play their part … so that we all equally benefit from a better society,” Madi says.

“This work cannot continue if we are not well-resourced,” Madi points out.

It was the conscious philanthropic impulses of the likes of the Ford Foundation, Carnegie Corporation and the Rockefeller Brothers Fund that initially underwrote the public interest litigation and applied research of CALS during Apartheid.

In this phase of its growth and in relation to the shifting and complex mix of challenges it has to respond to, CALS needs the continued support of South African

The next phases of our democratic journey will require bringing the law and in particular the Constitutionally-enshrined promises, closer to the day-today exigencies of life in this new society.

The work of Palesa Madi and CALS will no doubt be invaluable on that journey.

Palesa Madi Acting Deputy Director of CALS

Public Sector Leaders • February 2021 | 23

DNG - CHAMPIONING THE LNG VALUE CHAIN Q: PLEASE GIVE AN OVERVIEW OF THE BACKGROUND OF DNG

The availability of large volumes of LNG through DNG’s activities at Coega will therefore mean that South

A: DNG is a liquefied natural gas (LNG) infrastructure and

Africa has security of supply to feed gas-fired power

supply company that was established in 2013 by South

stations with a reliable source. In addition, LNG plays

African entrepreneur, Aldworth Mbalati. We are present

an important role in stabilising the electricity grid that

in four African countries: South Africa, Mozambique,

will be largely supplied by

Ghana and Nigeria. Our reason for existence is bringing

renewables as envisaged in

about an energy revolution through the provision of

the Integrated Resources

LNG. We are investing in smart LNG infrastructure to

Plan (IRP 2019). The

ensure that we contribute to the revival of Africa’s

building of new gas-

economy by ensuring availability of stable, affordable

fired power plants, and

and sustainable power.

conversion of existing diesel-fired turbines to

Q: WHAT SERVICES DO YOU SUPPLY?

using LNG, will bring

A: We have an LNG bunkering licence, which allows us to

about new skills and

supply LNG to international ships that pass through South

opportunities for jobs

Africa’s Algoa Bay, and we are finalising authorisation

in the gas power

to be able to supply the local South African market with

market.

LNG. We have operations that traverse the whole LNG supply chain from importing, distribution to beneficiation of large quantities of LNG. Our services will include bunkering, feeding LNG to marine, road and rail transport, commercial and industrial operations, gasto-power plants, ordinary homes and manufacturing cryogenic, and gas equipment for our operations and other clients in the industry.

Q: HOW WILL LIQUEFIED NATURAL GAS IMPACT ON THE ENERGY MIX IN SOUTH AFRICA – AND WHAT BENEFITS DOES IT PROVIDE? A: LNG is used as a cleaner and affordable fuel for transportation, commercial and industrial operations as well as powering homes and gas-to-power projects. LNG has less carbon than other fossil fuels so it will fast-track the move to a decarbonised energy industry that achieves just transition.

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24 | Public Sector Leaders • February 2021

Aldworth Mbalati Group Chief Executive Officer

Interview | DNG INTERVIEW

Q: WHAT HAVE BEEN SOME OF YOUR MAJOR MILESTONES AS CEO OF DNG? A: One of the notable milestones was when DNG

Q: HOW HAS COVID IMPACTED ON YOUR BUSINESS? A: While we were fortunate to navigate the first wave with our team intact, the second wave hit us as our team

introduced a small-scale LNG solution for natural

lost loved ones. Our business has suffered some delays

gas users in Ghana in 2016. The two main end-users

in terms of timelines we had set for ourselves, but we

were Trojan and Sunon Assogli power plants, who

are working hard to catch up on those plans. One

were to consume LNG transported by DNG from

such project was the construction of the DNG loading

Nigeria and delivered through the Port at Tema

container and transport barge, which we are now

and then ultimately distributed to the power plants

working towards finishing in 2021.

via LNG trucks and ISO tanks. However, the biggest milestone so far is DNG getting the bunkering licence

Q: WHAT PLANS DO YOU HAVE FOR 2021?

for Coega. This is going to be a game changer for

A: In 2021 we plan to get underway with bunkering in

energy provision and security in the country and

Algoa Bay and then expand our operations at the

continent. Our footprint will become global, as we

port of Maputo. We are also awaiting a response on

will begin serving international ships passing through

the government’s risk mitigation independent power

Algoa Bay, and the country will move to greater

procurement programme (RMIPPPP), which will mean

heights on the back of economic development that

starting work on our gas-to-power projects.

will be brought about by DNG’s activities at Coega.

Q: DO YOU HAVE A MESSAGE FOR BUSINESSES AND PEOPLE Q: WHAT HAVE BEEN YOUR GREATEST PAIN POINTS AND HOW DID YOU OVERCOME THEM? A: I would say that the pains we have experienced

OUT THERE STRUGGLING TO SURVIVE? A: Hard times are part of the journey of life, so it is important to plan and build resilience within the business systems.

were growing pains of the industry. The regulatory

This is where creativity, agility and resourcefulness come

environment for LNG is still in infancy. The process

into play. One may even find opportunities, during times

of obtaining the bunkering licence took a

of crises, when these are approached with a cool head.

whopping seven years of hard work. However,

Partnerships also help as one can collaborate with a

we have learnt a lot during this period and

like-minded business or person to serve a certain need. I

are proud to have charted a way in this

believe that it is in serving that we get to be our best and

industry putting in place blueprints that will

reap good rewards. I am saying this being mindful that

make it easier for those who will follow us.

we sometimes face circumstances that are beyond any

We have also gained invaluable knowledge

plan we may have put in place. This is where the spirit

and experience in dealing with multiple

of Ubuntu comes into play. If we are to survive into the

stakeholders and ensuring that the process

future, we must go beyond narrow business interests and

delivers positive results for all concerned.

build in care packages in the business system that will take care of society when times are hard. This could be in the form of big business assisting small businesses who are struggling to rise above hard times to remain sustainable.

HEAD OFFICE – DNG SOUTH AFRICA Telephone: +27 (0) 10 880 2935 Physical Address: 27 Fricker Road, Illovo, Sandton, 2196 Web: dng.energy

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Public Sector Leaders • February 2021 | 25

EDUCATION

DISRUPTED COVID-19’S IMPACT ON EDUCATORS

by Charndré Emma Kippie

A

s the Covid-29 pandemic set in early last year, many in the education sector expressed concerns surrounding school-goers and the impact on the annual curriculum. Now, in the second wave, the country is forced to realise how this global disruption is affecting its educators too.

The Covid-19 pandemic has left the entire world unsettled, uncertain of what the future holds, and seeking solutions to unprecedented economic and societal issues. One sphere that has taken a big hit is the education sector. Even before the lockdown, the country’s education system was under immense pressure, as it faced a shortage of qualified educators and educational facilitators.

Also, The Teaching and Learning International Survey (TALIS) of 2019, indicated that South Africa has a limited number of teachers to take up Science, Mathematics, Engineering and Technology posts in schools.

A lag was also found in terms of the amount of technical educators and foundation phase teachers the country was producing annually. In conjunction with this, many public schools were lacking adequate infrastructure and basic resources.

STATISTICS PRIOR TO COVID-19 • A UNESCO report estimated that sub-Saharan Africa would need a further 6, 3 million teachers in order to achieve universal primary education by 2030.

• According to current records of the Department of Basic Education, SA’s public education system comprises 410 000 teachers. The country sees about 15 000 new graduate teachers per year. As per the TALIS, 60% of teachers in South Africa are female, of which only 22% hold principal positions.

• South Africa has more than 25,000 schools of which 23,000 are public schools which cater to more than 12

26 | Public Sector Leaders • February 2021

million learners. As growth in the education sector slowed down during 2020, many of South Africa’s educators faced the rise of even more issues, namely instability, new workplace restrictions, having to adapt to remote teaching mechanisms, salary concerns, and major health risks.

it is clear that we need to continue to work together REMOTE TEACHING: A LACK OF LEARNING? Both pupils and educators quickly had to adapt to remote teaching in 2020. This truly tested our education system, as teachers had to immediately, without warning, carry out their job responsibilities in the face of unexpected circumstances. The restriction in interaction between teachers and pupils marked a new

Editorial | Focus on Education

reality, as Covid-29 changed how knowledge is to be transferred, and tested traditional teaching styles.

In this way, the pandemic paved the way for teachers to rethink learning scenarios that would be beneficial to pupils.

ONLINE LEARNING BARRIERS In South Africa, digital learning gaps have become more evident. Pupils from vulnerable communities attend governmentfunded learning institutions.

Often, education is free here, but these institutions face the harsh reality of weak infrastructure, the lack of schoolbooks and tools, overcrowding, a scarcity of educators and high teacher dropout rates.

With this in mind, not all pupils have been able to gain access to online learning platforms, causing major disparity. Alongside access, internet connectivity also affected teaching quality, as pupils in impoverished communities could not benefit from these digital learning tools.

LIVES ON THE LINE As the country phased in and out of its various lockdown stages, learners were allowed to attend school, physically, at own risk.

Pupils with existing comorbidities, however, were encouraged to learnfrom-home, in certain instances.

This shifting situation put educators under pressure,

as balancing things out and maintaining a routine quickly became a tough task, with severe health risks looming. By December 2020, an estimated 1600 teachers 1600 had succumbed to COVID-19 related health complications. More recently, it was also estimated, by the SA Democratic Teachers ‘ Union (SAdtu), that 73 teachers had died after the closing of schools on 15 December 2020, despite strict hygiene and sanitation practices.

A SALARY FREEZE Many public servants, such as doctors, nurses, police officers and teachers, have also lost their jobs or received pay cuts during these perplexing times. Due to the fact schools were closed for a significant portion of the academic year, many private schools announced that their educators would need to take a decrease in salary, mainly because many parents and guardians had lost their jobs and couldn’t afford to pay school fees in full.

AT A JUNCTURE If teachers are to assume that this pandemic may last for quite some time, changing the face of the South African education system for the foreseeable future then support and infrastructure will be key.

“A survey conducted by teacher unions confirms that between 4% and 8% of schools had to close due to infrastructure challenges, or the inability of the schools to fully comply with the Covid-19 protocols’, says Basic Education Minister, Angie Motshekga.

At present, these noble public servants are doing the most they can with what they have access to, putting their lives on the line each time they are called back to school.

Teachers and students should

Another dilemma that teachers anxiously face is Finance Minister Tito Mboweni’s recent proposal of a ‘wage freeze’ for public servants.

He proposed this for the next three years as a strategy for decreasing government debt and expenditure, in order to avoid a larger debt crisis. The matter has not been received well by Labour Unions, who continue to fight against Mboweni’s plans.

Public Sector Leaders • February 2021 | 27

Editorial | Focus on Education

also be supported by wellness programmes as these times have been grueling for them, especially. Already, we’ve seen a delay in the school year due to a second wave of the Covid-19 virus.

“Due to the infection rate, it is clear that we need to continue to work together to contain the transmission of the virus. As the basic education sector, we have to play our part together, with all our strategic stakeholders and partners”, she continues.

And whilst it is easy to say that all learning should be done online, this is not a realistic concept for all South African schools right now, as not all pupils have access to the necessary tools and resources, and pupils have different learning capabilities that will need to be catered for.

“The disruptions of 2020 will need a longer time frame to address. We have a three-year curriculum recovery plan. From 2021, we will be implementing

the recovery teaching plan in grades 1 to 12”, Hon. Motshekga comments.

What can be done right now, is learning from these circumstances and planning ahead for the future of the education system. We must reflect and understand where we can invest more in education, choosing the path of wisdom, and building upon the foundation we’ve built.

IMPORTANT QUESTIONS RIGHT NOW: How can we foster larger investment in education and knowledge as an essential resource for the future?

What can we do to assist with training teachers in how to digitise their work effectively?

How do we ensure that learners in vulnerable communities gain adequate access to the technology that is now an essential part of learning What strategies need to be put in place for the country to produce more teachers, decreasing the number of pupils per classroom?

How do we take better care of our teachers post Covid-19?

Matsie Angelina Motshekga Minister of Basic Education

28 | Public Sector Leaders • February 2021

see money differently

AGRICULTURAL PARTNERSHIP IN THE EASTERN CAPE EMPOWERS A COMMUNITY An inspiring farming initiative in the Eastern Cape between Wiphold and Nedbank is changing lives daily, writes MALUTA NETSHAULU, Senior Manager of Agriculture Client Value Proposition at Nedbank.

Transforming the agriculture sector requires a commitment to doing the hard work in laying the foundation before reaping the rewards, says Gloria Serobe, pioneering founder and executive director of Wiphold, whose groundbreaking farming initiative has already changed the lives of many.

Serobe speaks with passion – and pride – about the transformative effect of a long-standing partnership in the agricultural sector that has evolved into an inspiring role model for transformation in the Eastern Cape.

As money experts committed to doing good, Nedbank has walked this journey with Wiphold in two of the poorest rural areas in the country. These are Centane, a town that forms part of the Mnquma Local Municipality, and the adjoining district of Mbhashe, with its municipal office in Dutywa, best known for being the birthplace of former President Thabo Mbeki and also the home and resting place of one of South Africa’s top investigative journalists, Simpiwe Piliso, who died in 2016.

Piliso always championed the claims of his hometown as a place ripe for tourism but Mbeki’s seminal speech as Deputy President in the National Assembly on 29 May 1998 highlighted the economic disparities between black and white.

Against this backdrop, Wiphold began working in Centane and Mbhashe in 2006 – initially through a financial inclusion initiative called Imbizo. With Nedbank, Old Mutual and Mutual & Federal (now Old Mutual Insure) they focused on small-scale enterprise (including small-scale agriculture) support. Through imbizos the community explained what they required of a bank, and branches were opened in Centane, Mount Frere, Lusikisiki and Dutywa.

Serobe says the Centane and Mbhashe Agricultural Initiative was born with emphasis on the development of a model for the profitable and sustainable farming of communally owned land. Since its inception in 2012, the initiative has cultivated 2 500 hectares of land across 34 villages in the Eastern Cape.

‘

Piliso always championed the claims of his hometown as a place ripe for tourism but Mbeki’s seminal speech as Deputy President in the National Assembly on 29 May 1998 highlighted the economic disparities between black and white.

‘

Participating landowners each receive ten 40 kg bags of maize per season in the form of a land use fee. Each project member receives cash, and training in areas such as basic bookkeeping, enterprise development, farming and equipment management. Thus far, the project has created 1 486 permanent and seasonal jobs.

To date it has paid R28,5 million in cash to participating community shareholders, contributing, in Serobe’s words, towards lifting people out of poverty. What makes this initiative stand out as a blueprint for transformation is that, underpinned by financial services funding, it is a partnership between 2 318 communal landowners from 34 villages and Wiphold as part of the BBP Legacy Programme. The programme has delivered steadily improving results, with growth in farm size, improvements in soil quality and a steady improvement in crop yields.

'The ultimate goal is for the people in Centane and Mbhashe to run their operation on their own; they do not need a Wiphold to do this,' says Serobe.

She hopes that the partnership between Wiphold and Nedbank – and Old Mutual – inspires transformation in general but specifically in agriculture so that the inspiring story of what is happening in the Eastern Cape can spread throughout the country.

For more information, send an email to Maluta Netshaulu at agriculture@nedbank.co.za or visit nedbank.co.za/business.

Wiphold runs the farming operation, and community members help in ways such as erecting and maintaining fencing, guarding the fields, monitoring the crops and helping with harvesting.

Public Sector Leaders • February 2021 | 29

TVET: CONTRIBUTING TO SU STAIN ABLE DE VE LOPME NT I N S A

by Charndré Emma Kippie

W

ith 50 Technical and Vocational Education and Training (TVET) colleges across South Africa, offering accredited and independently monitored courses which meet the standards of the International Organisation for Standardisation (ISO), the country’s TVET Sector is well positioned to grow into a major contributor to the sustainability of our tertiary education system and economy.

However, there is still a long journey ahead of us.

With many uncertainties, and disruption to the 2020/2021 academic year, leaders in the sector attempted to salvage proposed curricula for vocational education and training strategies.

TOWARDS INNOVATION Formal TVET is closely linked to industrialisation and economic development. This is why it is imperative that we continue to invest in this sector and upgrade

as we go along. Whilst 2020 was a difficult year, despite the pandemic South Africa saw some major breakthroughs: Minister of Higher Education, Science and Innovation, Blade Nzimande, announced that National Student Financial Aid Scheme (NSFAS) students battling with access to online learning systems and materials would receive laptops as a form of relief.

This is truly a time of reflection & reinvention These laptops are to be received in March 2021, at the beginning of the new academic year. Digitalisation has become top priority as no student can be left behind. Mass open online courses (MOOCs) and ‘digital campuses’ are now under consideration.

The South African College Principals Organisation (Sacpo) signed a

30 | Public Sector Leaders • February 2021

memorandum of understanding with Huawei, in efforts to produce information and communication technology (ICT) academies within all of the country’s 50 TVET colleges, by 2021. Speaking on the news in December 2020, Nzimande commented: “Today I remain honoured that the Huawei ICT Academy, which is a nonprofit partnership programme that authorises our universities and TVET colleges to deliver Huawei certification courses to their students, continues to record significant successes.”

The staggered academic year, with its many challenges, also brought existing issues to the forefront, regarding unemployment, access to tertiary education and delayed certifications.

THE YEAR AHEAD Despite the impact of Covid the approved 2021 Academic Calendar remains applicable and will be

Feature | TVET Sector

adhered to with students having returned at staggered dates from January to February.

Minister Nzimande explained that support mechanisms are being be put i n place for students who return to TVET colleges in February 2021, and will then have to make use of remote learning structures.

Emphasis will also be placed on ‘trimester students’ due to the fact that they face shortened study time, and N5 and N6 students have to return before N4 students.

“This will allow for walk-ins to be better managed. Presently colleges with the systems in place are continuing with online registrations. For the remainder, colleges have put systems in place to observe all COVID-19 protocols to

avert the spread of infections’, says Minister Nzimande.

He also went on to outline expectations for TVET management: “Given that colleges and campuses differ quite significantly in the extent to which they are affected by the current rate of infections and fatalities, agreement was reached with the relevant stakeholders on our consultations that colleges will be afforded some flexibility to manage both the return of staff and students, based on the principles and parameters provided by the Department. This will be especially important for college management to be able to effectively and responsibly manage campuses located in hotspots.”

With lessons learned from 2020, this is truly a time of reflection and reinvention. The Technical and Vocational Education and Training colleges, aligned to the needs of the economy and the growth of the manufacturingsector as well as the industrialisation needs of the country are well positioned to accelerate development across multiple sectors.

The growth of this sector is crucial to the realisation of the National Development Plan and Vision 2030.

The eradication of poverty and inequality are closely linked to the growth of a vibrant entrepreneurial culture in South Africa - which in turn will boost the economy and job creation.

From left to right: Huawei EBG president Liao Yong; higher education, science and innovation minister Dr Blade Nzimande; SAPCO president Sanele Mlotshwa; and Huawei SA deputy CEO Kian Chen.

Public Sector Leaders • February 2021 | 31

Covid-19:

How it has impacted Healthcare & Education in SA

By Olivia Main

T

he reopening date for schools in South Africa has been set for 15 February 2021. This is excellent news for teachers, pupils and parents who have all had to be resourceful in their efforts to keep up with the curriculum doing their homework – and schoolwork – while stuck at home.

The date has, however, been pushed out from the initial date set for 25 January in the face of increasing infections, which is sadly in keeping with the uncertainty of life in a pandemic.

LACK OF READINESS Adding to the uncertainty, is a survey of 7 440 schools in South Africa which revealed that the majority are not yet ready to welcome learners back on 15 February. Assessing the material readiness, which is to say a ready supply of hand and surface sanitisers along with face masks, five teacher and education unions found that at least 40% of schools

do not have adequate supplies.

Further complicating matters, is that 53% said they are not confident that they can comply with government’s sanitising and social distancing protocols effectively.

According to the survey, readiness varies from province to province, with the Western Cape appearing to be best prepared to welcome students back.

Many departments are stepping up to the plate to ensure 2021 will be a year of learning On the other end of the scale is KwaZulu-Natal, a province still struggling to equip itself. Other worrying indicators from the survey points to a drop in teachers’ psychological well-being, as educators are more and more faced with mounting Covid-19 infections

32 | Public Sector Leaders • February 2021

and death among their colleagues, family and friends.

ACCUMULATED GAPS The challenges the education department faces are truly monumental, as pointed out by the Department of Education’s Director General, Mathanzima Mweli. In a briefing to Parliament on 20 January, Mweli said that younger students are particularly at risk of forgetting about skills and knowledge acquired at school if they stop learning for extended periods of time.

“This creates a challenge of ‘accumulated gaps’ as they continue into further grades.

We have therefore narrowed the curriculum, as part of a process known as ‘trimming’, which means that these students were not exposed to the full curriculum.

However, in matric, they will be examined on the full contents of Grades 10, 11 and 12.”

Mweli said that the department

Editorial | COVID-19: How it has impacted Healthcare & Education in SA

was concerned about the Grade 12 cohort of 2021, who lost significant teaching time as Grade 11 pupils in 2020.

“The further delay of teaching this year places a huge burden on the system as we now not only have to catch up on Grade 12 content, but also on the Grade 11 content which was lost last year. It is going to be extremely difficult for the education system to recover the learning losses.”

STEPPING UP Despite the challenges, many departments are stepping up to the plate to ensure 2021 will be a year of learning. According to Gauteng Education Department spokesperson Steve Mabona, “School managers have been busy with planning, making sure the educators will be furnished with necessary plans on how they will be teaching and [how they will be accommodating] those learners who have comorbidities and will be learning from home.”

He added that activity packs for pupils in Gauteng, who will be learning at home, have already been prepared. In addition, the department is making daily deliveries of masks, face shields and sanitisers to schools in the province, to “make sure that by the time we welcome learners, all will be ready, and learners will be just going into the classes and continuing [with learning]”. Over 1.5 million

learners in the province will have received food parcels by 12 February, as part of the department’s nutrition programme, added Mabona, and normal feeding will resume when schools open. To “address space challenges”, 211 mobile classrooms have been erected at schools. This will be bolstered by the opening of three new schools.

INTERNATIONAL YEAR OF HEALTH AND CARE WORKERS Unsurprisingly, 2021 has been designated as the International Year of Health and Care Workers by the World Health Organisation (WHO). The designation, however, does not compare to the massive contribution and sacrifices health workers across the world are making to combat the virus. And South Africa is no exception. In his address to the nation in midDecember, South African President Hon. Cyril Ramaphosa said more than 38 000 health workers in the public sector had tested positive for Coronavirus. Of these, nearly 5 000 were admitted to hospital and 391 died. These numbers have spiked further during the second wave.

themselves and their families against Covid-19. With the first vaccines about to be administered, healthcare workers across the country are first priority. To that end, government launched the Electronic Vaccination Data System (EVDS), which is only open to all private, public, clinical and nonclinical healthcare workers for now.

Registration is voluntary and government has cautioned that it does not guarantee that all will be vaccinated in the first phase.

The main idea behind the EVDS is to identify eligible vaccination beneficiaries, plan the supply of vaccines and ancillary items, allocate beneficiaries to their nearest available service point, and communicate with enrolled individuals about the vaccination programme.

All that is needed is the person’s ID or passport number, the name of where they are employed and their professional registration details.

“As a nation, we owe so much to these brave and dedicated people and to their families, for without them, we would not have come this far,” Hon. Ramaphosa said.

FRONT OF THE LINE The good news is that the President and government have begun the process to help healthcare workers protect

Mathanzima Mweli Department of Education’s Director General

Public Sector Leaders • February 2021 | 33

Building the future through fruitful public private

PARTNERSHIPS

By Olivia Main

R

ecently it was disclosed

by Public Works and Infrastructure Minister Patricia de Lille, that the South African government spent R5billion on renting private buildings during the financial year ending March 2020.

‘The South African government has a portfolio of more than 93,000 buildings. Many of these hold great historical value and should be more than adequate to accommodate the public servants and departments they were meant to house – provided that they were in a safe and habitable state.

The fact that State departments

needed to rent private buildings from landlords shows the urgent need for collaboration between the public and the private sector – especially when it comes to managing valuable property assets’, says Lydia Hendricks,

FM is able to play a huge role in aligning service delivery and infrastructure Business Development Director at FM Solutions. Hendricks explains that traditionally, the government’s approach to property management

34 | Public Sector Leaders • February 2021

has been to steer funds towards upgrading derelict buildings.

‘Historically, the government was steadfast in managing their buildings themselves. This meant that massive financial injections were needed to restore the structures to their former glory’ Hendricks reports.

She suggests that a robust Facilities Management plan, backed by a financial plan to preserve and extend the life cycle of these assets, be implemented to nurture a healthy cycle that fosters lower capital costs. This could be achieved through collaboration between all parties involved.

Advertorial | FM Solutions

Hendricks advocates that fixing this problem starts with professional Facility Management (FM) experts coming together with government; these experts would be able to provide a thorough understanding of the built-in systems, as well as develop a detailed recovery and restoration plan. Together, this type of partnership could garner fruitful infrastructure expenditure.

“A robust and measurable FM support plan would not only ensure building compliance, but also the sustainability and reliability of all government’s operating systems.

This includes the technology and the human resources that drive and manage it. FM is able to play a huge role in aligning service delivery and infrastructure.

Because valuable assets are preserved and maintained, interruption to services would be

kept to a minimum and strategic objectives of the organisation met,” she says.

ahead of the start of the new financial year. Funds are required to continue operations, maintain buildings an d drive the postlockdown recovery of local economies and town centres. The only way they can do this is to join hands with the FM industry and form Public-Private Partnerships (PPP),” she implores.

There are numerous ways in which partnerships between the public sector and private FM service providers will not only address gaps, but will also result in immediate savings thanks to informed procurement decisions.

Moreover, this could facilitate job creation in communities through the development of SMME initiatives, the appointment of carefully selected local service providers and the training of inhouse staff to run their facilities effectively.

“I believe the current COVID-19 pandemic has brought us to the point of no return. Local governments in particular are facing serious financial deficits

FM Solutions has been creating and managing productive workplaces for private and public enterprises over the past 20 years.

During this time, they have developed and coordinated effective property management solutions for many large governmental, parastatal and private sector contracts that comply with Government’s Immovable Asset Management Act (GIAMA) and the Public Finance Management Act (PFMA).

CONTACT

For more information about FM Solutions, visit www.fm-solutions.co.za

Public Sector Leaders • February 2021 | 35

Public Service Reorientation Programme:Reflections from the Lowveld

S

outh Africa entered uncharted waters in March 2020 when the novel coronavirus arrived on our shores. .

Like anywhere else in the country, the officials in Mpumalanga are public servants faced with the heavy task of serving the public with diligence, efficiency and dignity, amidst the Covid-19 challenges as well as existing historical inequality and socioeconomic challenges The question remained: How to encourage ethical, wellinformed professional conduct from seasoned public servants?

Mpumalanga was the testing ground for the new Reorientation Programme offered by the National School of Government for public servants who were in the system for some time.

The province of Mpumalanga has an approximate population of over 4,5 million people spread over three district municipal areas. The population has grown at an annual

rate of 1.60% per annum between 2011 and 2017, which is higher than the national average of 1.48% (according to SCOR’s2018 Spatial Challenges and Opportunities Report).

Demonstrate the application of developmental values, constitutional principles and citizencentred approaches According to Stats SA (2016), the province’s total number of households increased from 1 075 488 in 2011 to 1 238 861 in 2016. Whilst Mpumalanga’s Human Development Index (HDI) has seen a great improvement from only 0.50 in 2009 to 0.67 in 2018, poverty in the province is still higher than the national share (SCOR, 2018). The necessity of having a professional, competent and ethical public service is paramount. Convened in the

36 | Public Sector Leaders • February 2021

By National School of Government

summer of 2020 in Mbombela by the , the Reorientation Programme drew participants from a wide variety of occupations, experience and worldviews. It made for a rich experience where the seniorand middle-manager divide was diminished through stimulating conversations and creativity that covered the following outcomes: •

•

•

Demonstrate an understanding of how global, regional and national issues affect them and the people they serve, as well as the commitment to unblocking service delivery challenges.

Demonstrate the application of developmental values, constitutional principles and citizen-centred approaches to their work and the public they serve.

Demonstrate an understanding of regulatory frameworks from the perspective of lay people and a commitment to work with zeal to implement government priorities.

Editorial | Public Service Reorientation Programme

In addressing real and complex public service issues, the content framework of the programme molded the learning and dialogue towards pragmatic solutions. The ROP curriculum is designed around four vital themes: I care; I value; I serve; and I deliver.

It became clear that in grappling with intricate challenges presented by the content, participants were concerned that any new way of thinking would be futile if it wasn’t anchored on a foundation of a good value-system founded on the Constitution. For South Africa, participants emphasised the preeminence of the principle of nation-building as the cornerstone for a recommitted and revitalised public servant, envisaged in the ROP content. They argued that there can be no real alignment to the developmental state vision in the absence of nation-building, a key principle that became the hallmark of South Africa’s democratic dispensation.

Since its inception, the Public Service Reorientation Programme (ROP) had to navigate through an already charted path to find its own niche among an array of induction courses offered by the National School of Government (NSG).

“How do we amplify the ROP among a range of our courses already entrenched in the public service

training environment?” Rolled out nationwide in national and provincial departments, the ROP has weathered the marketing storm and it has gradually become a sought-after programme among experienced public servants, rekindling the passion for the public service and the re-commitment to the people of South Africa.

For senior and middle managers at the Office of the Premier in Mpumalanga, the attraction to the ROP difference lies in its curriculum design and conversational methodology.

drawn from issues driving change and development globally, regionally and nationally. These are subjects which bear relevance to the public service and how it discharges its constitutional mandate.

The reflections by participants do not only showcase how attuned they have become with the external environment influencing the public service, but also point to how they have been infused with the urgency to serve with care, dignity and respect for the public.

Personal reflections from Brett Cuthill, Director of Information Technology, who remarked, “My experience in the ROP sessions was pleasant. Given the group’s diversity, I got to hear other people’s views and gain understanding of their civil service roles. A number of my responsibilities and duties were refreshed by the facilitator.”

For Joseph Khoza, Manager, HRD&M, the lasting impression emanating from the programme lies in how it affects attitudinal change and workplace behaviour among public servants. The ROP is designed to revitalise experienced public servants, while infusing new knowledge

Ms RM Mtshweni-Tsipane Mpumalanga Premier

Public Sector Leaders • February 2021 | 37

We’re making headway!

Phase One of Inoculations in SA Spearheaded by Johnson & Johnson

By Olivia Main

South Africa officially received its first shipment of one million Oxford-AstraZeneca COVID-19 vaccines, also known as ‘Covishield’, from the Serum Institute of India (SII) on 1 February 2021, with initial plans set for the remaining 500 000 of the procurement due to arrive later on. However, the AstraZenecaOxford vaccine has brought forth perplexing results, and upon further investigation, it has been decided that we need a new plan of action.

completed by Wits University, government had to rework their plans to start administering the AstraZeneca vaccine to the public and the Department of Health has, now, alternatively opted to push forward the administration of the Johnson & Johnson vaccine demonstrating a 57% effective rate against the 501Y.V2 strain - as nine million vaccine doses were secured from them and were initially set to commence with delivery in the second quarter.

The assumed ‘life-saving antigens’ underwent quality checks in a cold room lab, which took between 10 and 14 days. President Cyril Ramaphosa initially outlined South Africa’s COVID-19 vaccine rollout plan during his address to the nation, with regards to developments in the country’s response to the coronavirus pandemic, stating that there would be a three phase mass inoculation programme and that the first batch of vaccines “will be distributed across the country to thousands of our healthcare workers who every day put their own lives at risk to save others” first. Due to a study

South Africa has secured nine million vaccine doses from Johnson & Johnson Health Minister Zweli Mkhize recently announced that this vaccine will be administered by way of an implementation study intended to aid in keeping track of new developments: “The Johnson & Johnson vaccine has been proven effective against the 501Y.V2 variant, and the necessary approval processes used in the country are underway.

38 | Public Sector Leaders • February 2021

The rollout of the vaccination will proceed in the form of an implementation study with the partnership between the medical research council and the national department of health’s vaccination sites across the country.

“This will help us get valuable information about the pandemic in the post- vaccination community and thus ensure early identification of breakthrough infections should they occur amongst the vaccinated healthcare workers,” Minister Mkhize commented.

The Johnson & Johnson vaccine will be followed by an effort to vaccinate an estimated 40 million people in South Africa by the end of 2021. South Africa will, however, also be utilising the Pfizer vaccine and possibly the Russian Sputnik V and the Chinese Sinopharm vaccine, according to Minister Mkhize.

GOVERNMENT TO ROLL OUT ELECTRONIC VACCINE DATA SYSTEM The Department of Health has developed an electronic vaccine data system (EVDS) to streamline

Editorial | In Other News

the vaccine registration and rollout process.

“This will allow us to capture all relevant data associated with the administration of the vaccine.

“This system allows a person to make an appointment as soon as they qualify for a vaccination at the vaccine centre closest to them. The system will record vaccinations as they are administered,” the President said.

The EVDS will help the government monitor vaccine effectiveness, planning and safety monitoring, as well as uptake and coverage, explained Dr Anban Pillay, Deputy Director General of the Department of Health and member of the South African Covid-19 ministerial advisory committee on vaccines.

being a highly sought after global commodity. For this reason, the Department of Health will be storing the vaccines in an undisclosed “centralised location” in order to prevent theft.

“There is a security issue because countries which have already begun rolling out the vaccines have warned us there is huge theft of it, so we may not even disclose where it’s being centrally stored,” departmental spokesperson Popo Moja commented.

President Ramaphosa is encouraged though, by the daily collaboration between the public and private sectors.“ A considerable amount of work has been done with the private sector, and I am pleased that there is strong commitment to support

every aspect of the national vaccine rollout effort. This includes funding when needed, logistics, distribution and administration.”

KHUMBUDZO NTSHAVHENI APPOINTED ACTING MINISTER IN THE PRESIDENCY President Cyril Ramaphosa has appointed Khumbudzo Ntshavheni as the Acting Minister in the Presidency responsible for Planning, Monitoring and Evaluation, after the sudden death of the Honourable Jackson Mthembu, the Presidency announced on 27 January.

Minister Ntshavheni will continue to perform her responsibilities as Minister of Small Business Development while acting as Minister in the Presidency “until further notice”.

The EVDS will roll out simultaneously with the vaccine in early February. It will collect information such as patient demographics, number of doses taken, where the patient was vaccinated, vaccine administered, and a record of vaccination issued to individuals.

“There’ll be a track and-trace of vaccines using bar code scanning as well as the safe and secure disposal of these packaging, vials and data verification linked to the volumes that have been submitted,” Pillay said.

Inevitably, as other countries have warned, there will arise the issue of theft of vaccines, now

Public Sector Leaders • February 2021 | 39

Future growth:

How technology can shape South African agriculture

By Olivia Main

T

he South African agriculture industry is in the midst of one of its most productive year-on-year growth periods to date.

The country’s 2020/21 total grain and oilseed output measured 17.85 million tonnes, making it one of the largest on record exceeding 2019’s number by 34%. Maize, wheat, barley, canola and citrus harvests have been similarly big which means that, in a time of shortages and uncertainty, the agriculture sector is spearheading South Africa’s economic recovery and growth journey post the COVID-19 pandemic.

Unsurprisingly, the gains are largely due to exceptional growing conditions, which included favourable rains in the Western Cape and good soil moisture in other provinces.

A contributing factor, however, is strong collaboration between government and industries in formulating and implementing enabling policy frameworks. To ensure the sector continues on its upward trajectory, this collaboration, together with a good look at implementing emerging

technologies, should be high on the agenda.

EARTH OBSERVATION (EO) Earth Observation (EO) is at the forefront of digital technologies driving agricultural growth across

Hydrological modelling improves water procurement and water allocation before and during irrigation thereby reducing water shortages. the world, facilitating continentwide increases in crop yields and savings on waste. According to the World Economic Forum’s 2021 Unlocking the Potential of Earth Observation (EO) to address Africa’s Critical Challenges, the technology is one of the most valuable assets of the African continent as it fights food shortages.

“The insights it offers can be used to tackle a wide range of issues including water scarcity, land use and food security,’ said Adam Lewis, the Managing Director of

40 | Public Sector Leaders • February 2021

Digital Earth Africa (DE Africa), a platform designed to catalogue EO data in order for it to be used by policy makers, scientists and the private sector to address social, environmental and economic changes on the African continent.

Reduced insurance and pesticide costs are two benefits which the agricultural sector stands to gain from keeping a digital eye on crops. Despite several benefits in agricultural practices, such as productivity improvements and protection of crop yields, pesticides can often have severe consequences for both public health and the environment.

Through the implementation of best practices and the prevention of the spread of natural diseases, the use of pesticides could be reduced. EO data can play a focal role in setting up development models aimed at monitoring the evolution of diseases and the massive movements of insects.

Such models would be crucial in forecasting how much and where these phenomena spread, to focus and limit pesticide intervention instead of resorting to broad,

Editorial | Agricultural Overview

spray-all campaigns. With regards to insurance, the little information insurers currently have on the activities of African farmers, is leading to exorbitant premiums.

Satellite data can improve transparency on agricultural activity and output as it helps assess crop conditions and environmental risks.

This enables insurance companies to develop index-based insurance products to compensate farmers for their loss and keep premiums down.

However, addressing water scarcity remains the biggest benefit to agriculture. Hydrological modelling improves water procurement and water allocation before and during irrigation thereby reducing water shortages. EO also improves crop monitoring at field and farm level to identify and remove factors causing lower yields, for example sowing too late or irrigating at the wrong times of the year. It is projected that EO will drastically reduce water shortages.

In fact, it is estimated that if every African farmer could rely on geospatial services, the continent would save over 175 trillion litres of water every year, a quantity which is roughly equal to the dimension of the Turkana Lake in Kenya and Ethiopia. Fortunately, for farmers in South Africa, the infrastructure needed for EO is already in place in the form of locally accessible satellites orbiting the earth. The South African Space Agency captures a substantial amount of earth observation data from

these low-flying satellites. The organisation has a legislative mandate for acquisition, archiving, storing and disseminating of satellite imagery to enable the development of public and commercial EO derived products and services.

With all that data ready and at hand, there is no reason for the South African agriculture sector not to join the Fourth Industrial Revolution.

AI FARMING The ability of artificial intelligence (AI) to accurately predict outcomes, has been put to use by an Israelibased company dedicated to addressing the world’s food waste crisis. In 2017, the company Trellis began working closely with international food and beverage producers, to help predict their sourcing requirements from growers and accurately manage their supply chain operation. According to Ilay Englard, Co-Founder and CEO of Trellis, the company

computer, providing improvements in efficiency at key stages across the food supply chain. Another piece of AI technology assisting fresh produce farmers, in particular, is Clarifruit: an on-the-go automatic quality control and data analytics platform. When selling fresh produce, the prices producers get are often dependent on the subjective opinion of the buyer on the quality of the produce.

The software enables a producer to photograph a sample fruit or vegetable and have its external characteristics analysed automatically for size, colour, stem colour, and defects. With improved collaboration along the supply chain, a grower is better able to match product quality to customer specifications.

“Our Clarifruit platform can significantly improve a fresh produce business’ profitability, as it allows growers and packhouses

“has developed a data/ artificial intelligence (AI) platform that can measure procurement and logistic inefficiencies, such as timing of harvest, field-level yield and quality insights, all the way to the optimal freight and production plan.”

The Trellis system is accessible on any smartphone, tablet, laptop or

Public Sector Leaders • February 2021 | 41

Editorial | Agricultural Overview

to quickly sort sub-quality produce from marketable produce, resulting in fewer rejections by buyers on the market floor,” said Elad Mardix, President of Clarifruit.

Each year, 1.3 billion tons of food is discarded due to faults in cold chains. Once again AI developers have come to the rescue with an app called FreshCode: barcoded tags that monitor and record temperatures throughout a perishable product’s journey along the cold chain.

The tags and the related track-andtrace software can also generate real-time records of who scanned a tag, what perishable product was tagged, when and where it was scanned, and whether or not the tagged product was exposed to temperatures outside of set parameters. The software issues a warning for any such out-ofparameter incidents, enabling users to identify the reasons for the lapse and handle the affected products appropriately. According to Yaron Nemet, Co-Founder and CEO of Varcode who created the app, in addition to the enhanced food safety

provided by FreshCode tags, the costs of purchasing and using these tags and their associated software and hardware are lower “by a huge margin” than any other perishable foods cold chain monitoring technology available today.

TRAINING, TECHNOLOGY AND TEAMWORK At the beginning of the Coronavirus pandemic, the stakeholders in the agricultural sector, including the South African government, came together to find ways to cushion the industry from the developing crisis.

Working hand-in-hand, farmers, business and government developed agricultural-related COVID-19 regulations and solutions. A prime example of this fruitful collaboration is an end-to-end agro-food chain tracker system that helped the industry identify blockages and provide instant support to farmers and agribusinesses during lockdown.

An additional and timely boost from government, with an eye on the latest developments, is a planned training programme on innovation and management in the digital and data era for all public servants. According

to the national school of government, the digital transformation course is aimed at reducing the gap between public administration, and the world of innovation and new technologies.

“The National School of Government, in partnership with the E’Cole Nationale D’administration (ENA) of France, will offer courses in Public Affairs Management in the Digital Era and Leadership in Times of Crisis and Complexity in February 2021,” they said, adding that “Digital technology is expected to boost the ability of public servants to innovate in order to meet new expectations of citizens”.

Maintaining close public-private collaboration in instituting reforms and support measures, sufficient digital training, and the successful harnessing of emerging technologies are critical for the continued prosperity of farmers and agribusiness, in the midst of COVID-19 interruptions and subdued global markets.

SA’s agricultural sector is having an upbeat start to the year.

This optimism is a welcome change from the usual heightened uncertainty that has characterised the beginning of each of the past few years.

WANDILE SIHLOBO

Chief Economist of the Agricultural Business Chamber of South Africa (Agbiz)

The expected large grain harvests in the 2020/2021 production season will most probably translate through softening grain prices from around February 2021. It will appear on food price inflation from the second quarter of the year or so, with a lag.

42 | Public Sector Leaders • February 2021

CHANNEL AFRICA THE AFRICAN PERSPECTIVE

Channel Africa is South Africa’s international public broadcast radio station whose primary audience is the entire African continent.

Our secondary audience is the rest of the world, where we harvest our news and information. As an International Public Broadcaster, our core values subscribe to the highest journalistic ethics which find expression in fairness, accuracy, and impartiality.

Channel Africa is a platform through which Africa is engaged in debate with itself, and recognises South Africa as a role player in continental and international affairs.

Vision: “The African Perspective” Mission: “to promote the regeneration, revival, and rejuvenation of Africa, through the production and broadcast of dynamic, stimulating, and interesting programmes”.

Contact Information: Tel: 011 714 2997 Fax: 011 714 2072 Email: info@channelafrica.co.za Web: www.channelafrica.co.za Twitter: channelafrica1 Instagram: channelafricaradio DSTV:802 Public Sector Leaders • February 2021 | 43

By Fiona Wakelin

H

on. Blade Nzimande, Minister of Higher Education, Science and Innovation, addresses the Construction Education and Training Authority (CETA) Infrastructure Summit - 27 Jan 2021: “The CETA is at the inter-section between skills production, the labour market and the economy.

For this reason, it is only right that the CETA leads the effort of ensuring that this sector’s effort is underpinned by a robust skills revolution through continuous skills development and training to reverse the historical injustices of the past.”

In 2018, there were more than 59 000 businesses registered with the Construction SETA, and over 51 513 firms registered with the Construction Industry Development Board (CIDB). The good news is that from 2019 – 2020 the number of new entrants into the construction sector increased by 47%.. The opportunities this sector offers include major job creation and multipliers through supply chain management - using local South African materials and

construction companies as well as labour-intensive methods. This is a crucial sector for growing the South African economy.

We need to act with a common purpose On 27 January 2021 when Hon. Blade Nzimande addressed the Construction Education and Training Authority Infrastructure Summit, he opened with some data from Stats SA, which showed that the constriction sector had grown by 71.1% in the third quarter of 2020 as opposed to the contraction by 76.6% in the second quarter, with employment rising from 1 066 000 to 1 080 000, implying an increase by 14 000.

According to the Construction Monitor, released in October 2020, Gauteng, KwaZulu-Natal, Western Cape and Eastern Cape collectively contribute 75% of construction work employment. The Economic Reconstruction and Recovery Plan launched by President Cyril Ramaphosa in October 2020, will positively contribute to increased

44 | Public Sector Leaders • February 2021

economic growth and employment in the construction sector.

Minister Nzimande then turned to the issue of COVID and its impact on the sector: “The COVID-19 pandemic has inspired all social actors across South Africa, in government, business, labour and communities into a social compact designed not only to reverse the worse effects of the pandemic on the economy and society, but to overhaul current systems and re-imagine a better post-COVID-19 or post lockdown society. Hence President Ramaphosa well captures the momentum when he said: ‘We are determined not merely to return our economy to where it was before the coronavirus, but to forge a new economy in a new global reality.’

“What we are yearning for, is a construction sector with specific efforts devoted to a common path for recovery and rebuilding the sector in ways that goes beyond the impact of the COVID 19 pandemic. But it must also be a construction sector that will deal with the historical structural and

Editorial | Building the Nation

systemic challenges that always characterised the sector, as a preserve of monopolies who are a preserve of whites and male dominated. This character does not belong to a future construction sector that government wants to build. Accompanying these developments must be the restructuring and repositioning of the Construction Seta to play its appropriate role in skills development, to support the revitalisation of the construction industry. “ Hon. Nzimande referred to the Construction Industry Development Board’s (CIDB) Annual Report of 2019/20 which reflects a commitment to the development of high-level construction skills including workplace training opportunities and partnership with the Department of Higher Education and Training for the absorption of TVET college learners in its TVET expansion programme.

This resulted in the placement of 223 learners on three college construction and infrastructure maintenance projects, with more expected in the coming financial year (2021/22). Another exciting development is the standard for developing skills through infrastructure contracts which the CIDB is working on: “I am looking forward to the CIDB’s Standard for Developing Skills through Infrastructure Contracts to further assist small and medium construction companies by

providing workplace training with programmes that result in national accreditations.

THE PUBLIC SECTOR CONTRACTS, WILL RESULT IN AROUND: • R450-million spend on workplace training per year; • 10 000 learning opportunities per year for further education and training learners/artisans; and • 1 500 learning opportunities for candidates.

“By implementing this Standard,, around 10% of the labour force on construction sites and in design offices will receive structured workplace skills training annually.

To me, this is what I need to see within the construction sector, turning every workplace into a training space.”

Minister Nzimande went on to emphasise the importance of job creation for the youth – in the third quarter of 2020 unemployment levels in this cohort were standing at 74.1%. Women remain hugely underrepresented in the sector – with only 113 000 women being employed out of the total workforce of 1 080 000.

He concluded by referring to the important work being done by the South African genomic scientists, led by the KwaZulu-Natal Research Informatics and Sequencing Programme (KRISP), into the evolutionary characteristics of SARS CoV-2, which resulted in the detection of the new coronavirus variant - 501Y.V2.

“We do not know how much longer the COVID-19 storm will last or how much worse it will get, but we know what we need to do to weather the storm. We know what we need to do to protect ourselves and those around us. We know what we need to do – as a nation, as a continent and as a global community – to overcome this pandemic. We need to act with a common purpose, understanding that what we each do is important for ourselves, our families, our communities and our society.

“Importantly to all of us, especially in this sector, is to continue observing COVID-19 protocols and requirements in construction workplaces, whilst not lowering our commitment to turn the construction industry into a training space.

“If we work together and if we maintain our resolve, we will realise a better new year that we all so dearly yearn for.”

Hon Blade Nzimande Minister of Higher Education, Science and Innovation

Public Sector Leaders • February 2021 | 45

Water security in South Africa Beyond scarcity and abundance

By Dr Pulane Molokwane Member of the National Planning Commission (NPC)

I

n July 2020, the National Planning Commission (NPC) released the National Water Security Framework (NWSF) which redefines water security in South Africa.

This report comes at a time when the country is grappling with the ravages of the COVID-19 pandemic, which accentuated the challenges of poverty, unemployment and inequality. The report will serve as a constant reminder that water as a source of life requires high levels of stewardship.

South Africa is no stranger to water challenges, given the need to balance temporal and spatial distribution to ensure socioeconomic development. Many great mega-projects were initiated as a way of addressing these challenges over the years. It is a foregone conclusion that these large multibillion-rand projects are now limited in scope for various reasons and that new innovative ways of ensuring water security have become a necessity.

At the height of South Africa’s energy crisis between 2014 and 2015, difficult questions began to emerge about the probability of the water

sector experiencing the shortages that were being experienced in the energy sector. A diagnostic report was commissioned to assess the situation and it recommended a high-level Integrated National Water Plan to avert the potential crisis.

Subsequently, the NPC embarked on a detailed assessment of the implementation of the NDP, leading to the development of the first NWSF for South Africa. The NWSF takes into account that given South Africa’s unfavourable hydroclimatic conditions, apartheid legacy and national development imperatives, the country cannot afford a water crisis, and that there was a need to address the triple challenges of poverty, inequality and unemployment.

It ought to be at the core of planning in order to achieve the goals espoused in the NDP The report coincided with the tenth anniversary of the United Nations’ (UN) declaration of access to water as a human right last year. By the

46 | Public Sector Leaders • February 2021

time this landmark declaration was made, South Africa already had a head start in terms of moving from ‘water rights’ to ‘water use rights’, which was embedded in the Constitution through the Bill of Rights and subsequently through legislation. Water security as a concept has become pervasive in scholastic, public and private spaces alike.

It is envisaged that the NWSF will take the water project for South Africa beyond the ‘access’ mantra, to enabling the hydro-social and economic development levels. This would be in line with the national imperatives as articulated in the NDP vision 2030, that ‘… each and every one of us is intimately and inextricably of this earth with its beauty and life-giving sources; that our lives on earth are both enriched and complicated by what we have contributed to its condition.’ Water is seen through the lens of its various dimensions in life systems beyond its material nature.

The first edition of the NWSF revitalises the global definition of water security and further localises it by taking into account

Feature | Water security

the importance of addressing the hydro-social dimension. Water security is redefined to reflect the positioning of water in the South African context. Eight principles have been constructed to guide the country across all sectors from nexus approach to aspects of accountability, among others. These principles anchor the definition and are seen as the bedrock of our endeavours in achieving water security. These are: • •

• •

•

•

• •

Source to sea across the water value chain/water cycle Long-term view based on scenario planning and associated risks Policy and Legislation as starting point NEXUS approach to planning, implementation and management Decision support from credible information and research results Mass balance approach to assessment and implementation Accountability and clear roles and responsibility Total value chain ownership concept in context of the trusteeship doctrine.

The NWSF is a culmination of extensive work over an extended period and is a result of analysis and synthesis from the work of the NPC, whose main task was to review and ensure the implementation of the NDP as intended. The national consultation process

included various stakeholders from government, private sector, practitioners and research institutions across the country and reflects the national positioning of water security at the highest level across the board.

As part of the process, field visits were conducted to a number of communities to get a sense of lived experience amongst the ordinary people who are directly affected by challenges pertaining to water scarcity. These communities included the rural community of Western Thembuland Kingdom in Qamata, in the old Transkei region of the Eastern Cape, as well as the area around Nandoni Dam, situated in the old Venda area of Limpopo province, which has since completion in 2004 been ravaged by challenges of corruption, service delivery and community upheavals. Experts and communities alike had many ideas of how the challenges of water in the country could be addressed, from new modalities of allocation of water to innovative ways of planning for water security.

practical ideas of where to start and what key interventions would be relevant in relation to addressing the triple challenges of poverty, inequality and unemployment. As the second NPC winds down, this guideline will take the country further down the implementation route which will be reviewed regularly to raise the sense of urgency and ensure effective implementation of the goals of the NDP. Water remains a critical resource to humanity as it is essential both for the wellbeing of the people and the growth of the country’s economy. It ought to be at the core of planning in order to achieve the goals espoused in the NDP.

Going forward, a process has been initiated to develop a guideline for the implementation of the NWSF to help the various sectors with

Public Sector Leaders • February 2021 | 47

Interview with CEO

Jan Venter

by Charndré Emma Kippie

I

nvesting in the pipe infrastructure industry in South Africa - a vital factor in the growth of our economy The Southern African Plastic Pipe Manufacturers Association (SAPPMA) has released the findings of a qualitative and quantitative survey into the plastic pipe market that was conducted in 2020 by LHA Management Consultants.

This was the third quantitative survey they conducted for the plastic pipes standards body, following on previous studies in 2009, 2012 and 2017, to assess the size of the plastic pipes market visà-vis pipes made from alternative materials, such as concrete or galvanised steel. According to Jan Venter, CEO of SAPPMA, it was important for them to gauge how the SAPPMA brand is perceived in the marketplace, as well as

whether decision makers are aware of SAPPMA mission and activities. In order to do this, LHA conducted interviews with municipalities, contractors,consultants and other decision makers around South Africa. What became clear from the research, was that significantly fewer funds have been invested in infrastructure and building projects over the past six years – causing the pipe market to shrink by an alarming 15% since 2014. Although South Africa recorded average GDP growth of 0.8 % per annum during the same period, the amount of money that was invested in building and construction projects as a percentage of GDP had declined sharply.

‘Reliable infrastructure is desperately needed in our country to ensure the supply of clean drinking water, uninterrupted sewage services and the provision of electricity, telecommunication

48 | Public Sector Leaders • February 2021

and gas services to communities around South Africa. We are very concerned that the pipe infrastructure provision is declining on a per capita basis.

This is a clear indication that the taxpayer’s money is not being spent where it is supposed to go, despite the promises made by politicians’, Venter reported.

Reliable infrastructure is desperately needed in our country LOOKING AHEAD Valuable and insightful feedback was received from the respondents, which SAPPMA will use to set its agenda and priorities for the next few years: ‘It is clear that there is a need for ongoing training, communication and skills transfer in the industry. Our annual PIPES conferences, quality workshops and technical manual play an important role in this regard.

We will continue educating engineers and other decision makers about pipe selection, pipes standards and pipeline design

Interview | SAPPMA

through these platforms, but will also be offering roadshows to the various provinces once the COVID-19 pandemic is over and life has returned to normal’, said Venter.

Recognising the importance of educating future engineers with practical and relevant information about plastic pipe materials, SAPPMA has begun engaging with the Department of Civil Engineering of the University of Pretoria to incorporate basic technical information into the curriculum for the third-year students.

What is the agenda and which are the priorities that the Southern African Plastic Pipe Manufacturers Association (SAPPMA) will be implementing over the next few years?

SAPPMA strategy and plans include the following: •

•

Increasing the market awareness of plastic piping systems, including the major benefits they offer in terms of, among others, costeffectiveness, life expectancy, environmental protection and personal health. Similarly, are we planning to step up the ‘education’ of the market, in terms of technical and design information, through regular webinars and workshops.

The purpose is to empower

•

• •

designers and users to become comfortable with the design aspects of plastic pipe systems.

Continued support of our members in terms of product standards – knowledge, interpretation, application and adherence.

Regular media releases to highlight relevant topics.

It needs to be said that plastic piping systems are already the dominant material in infrastructure, as yet again proved by an independent market survey early 2020.

What is the cause of the gap in ongoing training, communication and skills transfer in the industry?

What solutions can assist in addressing these issues?

consultation and the publication of an excellent Technical Manual which is regularly updated. It needs to be highlighted that SAPPMA is a non-profit organisation and funded by its members. If this financial restraint could be alleviated, it will enable us to do a lot more for the industry and the country.

What impact will implementing upgrades have on the existing pipe networks?

If eventually the promised expenditure on pipe infrastructure does materialise, it will have a big positive effect on this very important, but underrated industry.

With the soft demand of the past number of years, manufacturers suffer from chronically low gross margins.

Part of the problem lies in the fact that student engineers at tertiary institutions are not properly exposed to plastic materials for engineering applications. We plan to help alleviate this by including as many of them as possible, in our technical webinar programme for 2021.

Apart from the foregoing, SAPPMA has in any event on an ongoing basis, dispensed design information to the market for the past 15 years.

This is being done by way of technical seminars, personal

Public Sector Leaders • February 2021 | 49

Interview | SAPPMA

That in turn hinders them in essential upgrading of production equipment, leading to drop in efficiencies which in turn limits the ability to reduce product prices.

The manufacturing (extrusion) process is a continuous one and therefore sensitive to volume and excessive stoppages. The other very important result will be a major saving of precious water caused by leaking pipe networks, which either is past its effective life or are poorly maintained. In the third place, it should enable reaching people not currently serviced with clean potable water supply and the removal of sewage

After four years of SA’S GDP recovery, how do you see the pipes industry evolving after 2023?

The enforced country-wide shut down obviously had a very negative, but yet unquantified effect on the pipe industry. On top of the pre-existent strain on. manufacturers, the overall effect will take a long time to wash out of the system.

Part of the action we have taken to support members was to reduce membership fees for the current financial year, instead of the usual nominal increase. We have always

had a strong focus on operating costs and will continue with this, even more so, in future. The other leg of our action is improved marketing – as described above.

Historically the plastic pipe industry typically demonstrated growth, even up to triple in excess of GDP. This has slowed down to a static position even before the clamp down earlier this year.

Hopefully common sense will prevail and the critical importance of this sector of the economy will start enjoying more attention.

CONACT

Address: 18 Gazelle Ave Corporate Park North Midrand - JHB

50 | Public Sector Leaders • February 2021

Office: +27 11 314 4021 Mail: admin@sappma.co.za

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Public Sector Leaders • February 2021 | 51

ADVANCING MANUFACTURING INVESTMENT IN SA

by Charndré Emma Kippie

Rashmee Ragaven | Senior Manager for the DTI

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outh Africa’s Manufacturing

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as licensing, company registration

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investments into the country, is

and work permits, and top-notch

Rashmee Ragaven, Senior Manager

investor aftercare.

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for the dti (Department of Trade

and advocating a change that will

and Industry: Republic of South

result in a more conducive,

Africa), who is committed to advanced manufacturing in Invest SA. Rashmee has been involved with the Department of Trade and Industry for almost ten years now,

One of the most rewarding parts of my job is being able to convince an investor to invest in our country

enabling environment for the investor. This allows for the optimisation of the investment.”

Aside from investments, she thoroughly enjoys the role she plays in connecting companies, individuals and institutions Mwho,

starting as an Economic Policy Coordinator, taking up the role

At present, South Africa offers a

together, resolve pertinent societal

of Strategic Partnerships and

combination of developed first

issues. Most recently, Rashmee

Customer Care three years later,

world economic infrastructure

was the recipient of the Standard

and finally being appointed as the

and a growing emerging market.

Bank Top Woman Public Sector

Senior Manager.

Its investment potential lies in its

Leader Award, hosted by Topco

diversity of sectors and industries.

Media, achieving high praise for her

A seasoned public sector leader,

Rashmee is passionate about

work in uplifting the sector.

Rashmee exhibits exemplary

making valuable contributions to

leadership in terms of making

this growth through her work for

“I do think the award acknowledges

sure investors and potential

the Trade and Industry Sector.

the work that the public sector

52 | Public Sector Leaders • February 2021

Feature | Trailblazers

does, specifically the role that

and Masters in Business

and a core belief system which

women play in the sector. It

Administration, and she looks

emphasised always lending a

has encouraged other women,

forward to continuing her studies

hand to help others and work in

especially those in the private

in the near future. Her first job was

an ethical and principled manner.

sector, to lend their hands to help

for the Government of India in the

These values have had a positive

with further empowerment”,

Commercial Sector, where she

impact on her work ethic today.

she comments.

dealt with business enquiries “I am privileged to be in the

and investments.

position of advising companies to

“I believe that the award allowed more people to be made aware

“I loved the interaction and

place their manufacturing facilities

of the outstanding contributions

engagement with businesses and

in the country, and that I get to

that the public sector continues

this fuelled a passion that has led

influence and advice companies

to play, and has strengthened

me, through my various portfolios,

and the public sector on the

relationships with businesses

into advising and supporting

importance of such investments”,

and other institutions in the

foreign direct investment”,

Rashmee expresses.

public sector”.

she comments.

Although she has had quite

Rashmee’s tertiary studies

Rashmee was brought up in a

a successful career thus far,

included a B Comm Honours

family with very strong values

Rashmee admits that working

Public Sector Leaders • February 2021 | 53

Feature | Trailblazers

in the Trade and Industry sector

automotive sector and was given

the capacity and capability of a

comes with much pressure and

six months to understand the

stronger team to be able to execute

hard work.

company business and industry,

tasks better”, she says.

and represented the company

FAST FACTS:

Full Name: Rashmee Ragaven Hometown: Durban Current Location: Pretoria Hobbies: Travel, dancing, tennis and table tennis Book Recommendations: Becoming

by Michelle Obama & The Leader Who Had No Title by Robin Sharma

at many forums. Whilst this

“I’d also like to use my platform to

posed a challenge initially, I learnt

empower other women to go after

very quickly to understand the

their dreams and aspirations.”

high level and detail of subject

When asked what advice she has

matter so that I could articulate

for individuals who aspire to work

arguments with confidence and

within the Trade and Industry

authority. It was this that led to

sector, Rashmee offered the

the opportunity for me to present

following tips and insight:

at the IBSA Summit, in 2006, on behalf of the automotive sector,

“You have to have a passion for

“Being in a manufacturing

with less than a year experience

business and be focused on being

environment, which is male

within the sector.”

customer centric. You must also have good listening skills, as you

dominated, requires you to ensure that you are an expert in the

As we all know, and have

are there to respond to enquiries

subject matter of the field in which

experienced, 2020 was a year

and issues, and most importantly,

you operate”, she says.

filled with uncertainty and many

you need to have a sense of

challenges. However, this year,

urgency in resolving these issues.

“Accelerated learning and being

Rashmee aims to raise the bar.

As you progress, learn the lessons

able to demonstrate ability, competence and expertise, is

“I am going to build on my skills

that come your way and develop a

what will earn trust and build your

and further my studies. I also

mindset of being solutions driven.”

confidence. I was involved in the

plan to spend more time building

54 | Public Sector Leaders • February 2021

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Click here to subscribe: https://www.topbusinesswomen.co.za/top-women-leaders-subscription/

Public Sector Leaders • February 2021 | 55

GENDER-BASED VIOLENCE THE

SILENT

PANDEMIC

by Mbuyiselo Botha Commissioner at Commission for Gender Equality (CGE)

T

he world has been hit by an unprecedented, brutal and tragic pandemic, which has left bare the world’s insufficiencies when it comes to dealing with inequality. In South Africa, the impact has been especially severe, considering the already stark reality of inequality we are still battling – long into our democracy.

But it is the gendered aspect of COVID-19 which I would like to focus on here. Due to the way our society is structured, this pandemic has had a disproportionate impact on women. Traditionally, it is women who carry water to homes in areas that do not have access to running water, it is women who look after the sick, while also ensuring that there is food on the table.

Women do not only represent the majority of workers in the health sector in the world, but they are said to do three times as much unpaid care work at home as men, according to UN Women.

In addition, women are at the receiving end of increased abuse, due to the pandemic confining them at home, with their abusers, for longer periods of time than usual. With law enforcement increasingly focusing and diverting more of its attention toward ensuring that South Africans abide by the stringent measures placed on our society during this period – especially during the earlier, stricter lockdown levels – the question is: What effect will this have on women and gender-based violence?

A crisis such as this puts strain on the many citizens who are already on the periphery of society.

And indeed, this pandemic has shown to have a material effect on women, who have experienced an increased rate of abuse as a result. During lockdown Level 5, the

56 | Public Sector Leaders • February 2021

national Gender-Based Violence Command Centre is said to have received triple the number of calls from women who were trapped with their abusive partners at home. This is echoed by one of the findings of the 2020 multicountry study on the ‘Emerging effects of the COVID-19 pandemic on gender-based violence in Africa’ conducted by MenEngage and Sonke Gender Justice.The study found that “before COVID-19, for majority of the respondents the frequency of violence incidents was either indicated as ‘once’ or ‘a few times’ with 67%, 80%, 62% and 18% of responding females from Cameroon, DRC, Kenya and South Africa respectively indicating that the frequency was ‘a few times’.

The majority of the females in all countries indicated that abuse happened ‘many times’ after the pandemic begun. Additionally, the difference in severity of abuse between the period before and during COVID-19 was noticeable

Feature | Gender Justice

with majority of the respondents, 47%, 36% and 80% of the female respondents in Cameroon, DRC and South Africa respectively indicating that the abuse was severe after the lockdown measures were instigated”.

According to UN Women, the risk of family violence tends to increase as strategies, such as self-isolation and quarantine, are implemented.

Furthermore, UN Women states that, resources are diverted away from services that women hugely need during such crisis periods – as seen during outbreaks of diseases such as the Ebola and Zika viruses.

Women in our country, and the world, live in constant danger, and this danger is at risk of heightening as resources and personnel meant to safeguard women are redirected towards the pandemic – possibly leading to women being increasingly unable to fully access safety and support structures, which already do not come easily on any normal day.

The economic impact will also be gravely felt by women. Women are found within the informal economy which was/is hugely compromised, as people stay home and some businesses pause operation, as we have seen in the media. When not in the informal economy, women work in environments characterised by precarious working conditions, job insecurity and unfair pay. These work environments usually neglect labour laws and have abhorrent labour practices that will leave them

even more vulnerable, as companies close down or downsize – and some doing so without paying workers, ignoring the labour directives given by the president. These workers are the very same people who run households, meaning entire homes will have their basic needs hugely compromised.

A crisis such as this puts strain on the many citizens who are already on the periphery of society. One day, if we are to face such a tragedy again, I hope we will have dealt with the many interconnected factors that impact our country’s ability to adjust in times of a pandemic such as this. Pregs Govender, former Human Rights Commissioner and Deputy Chairperson of the South African Human Rights Commission (SAHRC), put it perfectly when she said,

contain and deal with this crisis. I do, however, believe our president and our health minister have done well in appropriately responding and showing considerable leadership.

Do not get me wrong, this crisis affects us all, but like all things, some will feel the effects more harshly than others, because of their socioeconomic positionality and because of their gender. We cannot afford to have a genderneutral approach to pandemics. Our society is gendered, our economy is gendered and so is the experience of daily living.

We therefore need to have this in mind when we respond and it starts by being proactive, during ‘normal’ times.

“SA’s success in ‘flattening the curve’ of this global pandemic rests on recog nising political, civil, economic, social, and cultural human rights as interdependent, indivisible and universal”.

These are the quandaries we are faced with, when we fail as a country, to proactively deal with socioeconomic issues. When a pandemic hits, we hurryingly devise interim measures meant to deal with the crisis at hand. It is quite scary to think of the possible impact on our country when countries with economies and infrastructures way ahead of ours are struggling to

Pregs Govender former Human Rights Commissioner and Deputy Chairperson of SAHRC

Public Sector Leaders • February 2021 | 57

EASTERN

CAPE

By Olivia Main

T

he Eastern Cape has been particularly hard hit by the ongoing Coronavirus pandemic, posting some of the grimmest numbers for infections and fatalities in the country.

The province – widely regarded as South Africa’s most beautiful – is putting up a brave fight. However, with collaboration between local and national government, in addition to help from the World Health Organisation (WHO) contributing to a sense, that there is indeed light at the end of what has been a long and dark tunnel.

FINANCIAL AID Working with various organisations, including the South African Post Office and South African Social Security Agency (SASSA), the Eastern Cape local government is addressing the challenges people face in getting their R250 Covid Relief Grants head on.

“When it comes to the South African Post Office, we have developed a new plan to manage

the queues in service centers and they have helped members to receive the R250 grant. We looked into what caused long queues at post office branches, and, by improving personnel technology and capacity and communication for appointments for clients, we hope to alleviate the burden on people standing in queues when collecting their money”, said Eastern Cape Premiere Oscar Mabuyane

a hands-on approach to administer a vaccine that is safe for all our people “Furthermore,” he added, “the South African Post Office will be meeting with SASSA to further engage on the proposal on further areas to improve on. Our state information technology agency SETA is part of a collaborated effort to address the existing pressures as evidence in the commitments already made.”

58 | Public Sector Leaders • February 2021

Hon. Mabuyane pledged that the province will continue with mass testing and gearing itself for the vaccination programme, which, he said, “will require a hands-on approach to administer a vaccine that is safe for all our people”.

VACCINATION DRIVE The vaccination drive is indeed getting into motion, with the Eastern Cape Health Department saying it is ready to roll out the COVID-19 vaccine and face challenges that may arise. Over 500 vaccinators are currently being trained for the rollout, and eight storage facilities have already been set up, with the provincial government aiming to vaccinate 3.7 million people in six to nine months.

“Whilst we see challenges with the vastness of the province, we are ready to overcome those challenges, having set up a plan for the rural areas working with district municipalities and local municipalities. We have plans right

Editorial | Regional Focus

up to ward level to address the issues that we foresee,“ said acting HOD in the Eastern Cape Health Department, Dr. Sibongile Zungu.

HELP FROM THE WHO The Nelson Mandela Metro and the Sarah Baartman Districts – two of the six health districts in the Eastern Cape Province – have been some of the worst-affected areas in a province suffering as a whole. To address problems, the representative in South Africa of the World Health Organisation, Dr. Owen Kaluwa, joined the Minister of Health, Dr. Zweli Mkhize, and the Eastern Cape MEC of Health, Ms. Sindiswa Gomba, recently for an oversight visit of the affected districts.

Following the visits, Dr Kawula assigned additional staff to the Eastern Cape to support monitoring the effectiveness of the provincial and districts’ responses, bolster risk communication and community engagement, strengthen infection and prevention measures, promote the uptake of community targeted testing and heighten the level and intensity of contact tracing.

After inspecting the newly renovated 100-bed COVID-19 ward at Dora Nginza Hospital, he pledged to help with the anticipated increase in the number of patients from the affected districts and implement strict infection prevention

and control (IPC) measures to minimise healthcare-associated transmission of COVID-19 among the healthcare workers. He added that the WHO is fully committed to helping to limit and interrupt further ongoing COVID-19 transmission.

Acting Head of the Eastern Cape Department of Health, Dr. Sibongile Zungu, said her team was ready for the WHO surge team.

“We have been working with WHO experts in the province and additional dedicated ones to the affected districts are welcomed.

On the ground, we know they will strengthen the response including transfer of skills to the local health staff, intensifying contact tracing, daily community mobilisation, ensuring the readiness of health facilities, and dealing with cluster outbreaks.”

and contact tracing, addressing communities at risk of exposure and reducing the impact of COVID-19, operation of isolation and quarantine sites, and execution of referral mechanisms.

It truly is a case of all hands on deck as the Eastern Cape attempts, together with the rest of the country and the world, to combat the Coronavirus pandemic.

The people of the Eastern Cape have known and endured a lot of hardship in the past and continue to do so. They have, however, always overcome difficulties and, with the roll-out of the vaccine and the continued adherence to protocols, such has maintaining a social distance, washing hands and wearing a mask, officials in the Eastern Cape and beyond believe that the end of the pandemic in the province is in sight.

The Eastern Cape Province visit,

by Dr Kaluwa, followed on four others he has already undertaken to the KwaZulu-Natal, North West, Free State and Gauteng provinces, where the WHO COVID-19 response technical experts are deployed. The provinces have seen improvements in the implementation of the Incident Management System (coordination of the COVID-19 response), practice of infection prevention and control in health facilities, conducting surveillance

Public Sector Leaders • February 2021 | 59

Everything by focus and design The Inzalo Group is a strong network of leading B-BBEE Level 1 industry players whose technologies are purpose-built to be agile and resilient. We partner with local government to optimise the complete municipal revenue cycle. From our expertise, and data-driven insight, to our proudly South African manufactured products, we focus on what matters: futureproofing South Africa’s public sector.

Revenue Management, Smart Technology and Infrastructure

World-class solutions to responsibly manage water

An mSCOA compliant ERP system for municipalities

STS 2 approved prepaid vending for water and electricity

INZALO UMS specialises in revenue optimisation.

Using their geospatial mapping technology, they give municipalities a comprehensive view of their financial viability.

They also employ their indigent register, credit control, and revenue enhancement models to assist municipalities collect on revenue. At their core, they are project managers who operate at ground level.

An important initiative of theirs is to provide skills training and development to uplift local communities.

INZALO UTILITY SYSTEMS uses data driven technology to help municipalities and water service providers better manage water supply, while optimising their revenue collection. Their world renowned Water Management Device (WMD), at the core of their smart water management solution, was recognised by the Global Water Awards in 2019, as playing a pivotal role in rescuing the City of Cape Town from reaching Day Zero – a testament to its mission of encouraging the smart management of the world’s most valuable resource... water.

INZALO EMS advocates for the public sector. Its technologies aim to streamline business processes, improve productivity, and elevate people. It has developed a standardised ERP system that assists municipalities attain mSCOA compliance.

Their bespoke system has been built from the ground up. They took no shortcuts and added no third-party plugins. The system is purpose-built to preserve data integrity in strict accordance with National Treasury’s requirements.

INZALOPAY offers the ease and convenience of paying for water and electricity online. There is no need to frequent the municipality to buy prepaid utilities or settle accounts - it can all be done on the website, InzaloPay app or local participating retailer.

The Standard Transfer Specification (STS) is an international accreditation, which certifies that InzaloPay’s technology continuously adapts to meet with the growing demands for improved functionality and system security.

We focus on future-proofing the public sector by narrowing in on, and optimising, the complete municipal revenue cycle www.inzaloems.co.za

60 | Public Sector Leaders • February 2021

CORPORATE PROFILE

Kgomo Engineering Sustaining power and serving landscapes is the mission behind the energy company Freddie Letsoalo built six years ago Kgomo Engineering n the six years since Freddie Letsoalo established Kgomo envelope and to innovative. His company website (www.narekgomo.co.za)

I

CORPORATE PROFILE

KGOMO ENGINEERING:

Sustaining power and serving landscapes

the mission behind the energyto company Engineering, he and his partners have evolved theirisservices refers the “marriage” of Kgomo Engineering with the agriculturally Freddie Letsoalo built six years ago and products and learned invaluable lessons from their focussed Nare Group. successes as well as their mistakes. This solid foundation “My interests in engineering and farming led me to discover an exciting KGOMO ENGINEERING ensured the company had the resilience to withstand the link between the two sectors, as the waste generated by theSustaining one industry power. Serving landscapes ravages of the effects of Covid-19 on their business. actually feeds the other,” says Letsoalo, who highlights the fact that manure and animal excrement can be converted into natural gas, bio-gas “It definitely affected our business adversely, although we are still here, or bio-fuels, while fertilised manure can create organic fertiliser for your despite the setback of having a number of projects cancelled,” says agricultural output and products.

Letsoalo. “Our challenge is to work with “This actually talks to the first SUITE OF SERVICES our clients to helpwas them to find a way law thatYOUTH energy OWNED Q: A of Sthermodynamics, A 100% BLACK Kgomo Engineering to get these projects up and running cannot be created–nor destroyed–but COMPANY, WHERE DO YOU SEE YOUR conceptualised again, evenand if in alaunched different form in altomerely changes from one form to gether, and a few have started to come another.

The more time we spend ORGANISATION POSITIONED IN THE 2015, and continues to be work back on line, but probably 98% of those understanding all these relationships INDUSTRY in progress.

Kgomo Engineering projects will have to be remodelled or and ENGINEERING possibilities, the more we under-AT PRESENT? in a black commercial term.” stand know andEngineering, we can now startwe are A: AtweKgomo (PTY) Ltd.redesigned is a 100% Kgomo Engineering is a 100% utilising the resources that we have to proving youth-owned and dynamically Black Youth-Owned and Dynamically and actually minimisingdedicated what we call waste, Managed Engineering, Procurement, whereas by right there shouldn’t 48 our true competence, be skill and managed engineering, Construction and Management (EPCM) any waste, we must just be able to knowledge, from within procurement, construction and on Tier 2 ESCo company that focusses utilise all these things in the formboth the the engineering space, the energy that they are in after we have meanprivate and public sector - with management (EPCM) Tier 2 ESCo space. ingfully used up what we think we covers everything know about little toit.” no assistance. We soldier on company.“Our Thefocus organisation hasfrom your simple energy audits all the way What sets his business apart from through and accumulated 40+entire years through the valuecollective chain and up the competition challenges is the manner that his continuously to self-generation or generations for teamdevelop view and engage with a problem, innovative ways of experience with a highly qualified other people’s usage,” says Letsoalo. for example in the way they have linked engagement, survival and growth and strategic team which The team boasts over 40 offers years of colagriculture and engineering. lective expert engineering experience “As a human species, we have kind we strive for efficacy and excellence specially tailored engineering and of forgotten the two and we have to offer specially tailored engineering in service. energy solutions at innovative and energy solutions at innovative divorced them from each other, which pricing models. is why we are so proud to have found pricing models.

“We specialise in measurement and the connection.

Q:“This W HAT ‘OUT-OF-THE-BOX’ verification, energy management and ability to see the bigger, wider STRATEGIES engineering services spanning several Freddie Letsoalo picture is what sets us apart from all of MAKE YOUR COMPANY UNIQUE? Kgomo Engineering specialises in industries and service clients from the our competitors, because whenever we industrialand sectorverification, through to commercial mining, in addition to residential engage with potentialfrom client we do notcompanies pretend to be experts andhat sets usa apart other is our fluid measurement energy management and comeA:in W clients and governmental projects,” adds the dynamic, Pretoria-born and in their process. Our aim is to work alongside them as strategic partners and keen ability to acclimatise.

We are also a engineering spanning across industries. raised services engineer, whose family has a strongvarious agricultural background.The to assistnature, them to reach their optimum effectiveness and efficiency levels,” one granddad is a farmer engineers and we grew up knowing farming.

I says Letsoalo. very curious and flexible organisation, with the strength company “My employs professional (Pr.Eng.), project “We also pride ourselves on our knowledge and ability to skillshare didn’t traditionally study farming but I know what needs to be done and andwith know-how for marrying two or more industries, and/ management (PMP), certified measurement and engage the basicsprofessionals of working the land.” clients to impart a positive experience on a client, employee or anyone we work with.

That is the one core value that we not having Although he learned from his grandfather and those around him, he or processes, that were initially thought of as and verification professionals (CMVP) and certified energy also questioned farming methods and was always looking to push the try to keep as our base.” ▲

EXCEEDING ALL EXPECTATIONS I

n the six years since Freddie Letsoalo established Kgomo Engineering, he and his partners have evolved their services and products and learned invaluable lessons from their successes as well as their mistakes. This solid foundation ensured the company had the resilience to withstand the ravages of the effects of Covid-19 on their business.

“It definitely affected our business adversely, although we are still here, despite the setback of having a number of projects cancelled,” says Letsoalo. “Our challenge is to work with our clients to help them to find a way to get these projects up and running again, even if in a different form altogether, and a few have started to come back on line, but probably 98% of those projects will have to be remodelled or redesigned in a commercial term.”

Kgomo Engineering is a 100% Black Youth-Owned and Dynamically Managed Engineering, Procurement, Construction and Management (EPCM) Tier 2 ESCo company that focusses on the engineering space, the energy space.

“Our focus covers everything from your simple energy audits all the way through the entire value chain and up to self-generation or generations for other people’s usage,” says Letsoalo.

The team boasts over 40 years of collective expert engineering experience to offer specially tailored engineering and energy solutions at innovative pricing models.

“We specialise in measurement and verification, energy management and engineering services spanning several Freddie Letsoalo industries and service clients from the industrial sector through to commercial mining, in addition to residential clients and governmental projects,” adds the dynamic, Pretoria-born and raised engineer, whose family has a strong agricultural background.

“My one granddad is a farmer and we grew up knowing farming. I didn’t traditionally study farming but I know what needs to be done and the basics of working the land.”

Although he learned from his grandfather and those around him, he also questioned farming methods and was always looking to push the

envelope and to innovative. His company website (www.narekgomo.co.za) refers to the “marriage” of Kgomo Engineering with the agriculturally focussed Nare Group.

“My interests in engineering and farming led me to discover an exciting link between the two sectors, as the waste generated by the one industry actually feeds the other,” says Letsoalo, who highlights the fact that manure and animal excrement can be converted into natural gas, bio-gas or bio-fuels, while fertilised manure can create organic fertiliser for your agricultural output and products.

“This actually talks to the first law of thermodynamics, that energy cannot be created–nor destroyed–but merely changes from one form to another. The more time we spend understanding all these relationships and possibilities, the more we understand we know and we can now start utilising the resources that we have and minimising what we call waste, whereas by right there shouldn’t be any waste, we must just be able to utilise all these things in the form that they are in after we have meaningfully used up what we think we know about it.”

What sets his business apart from the competition is the manner that his team view and engage with a problem, for example in the way they have linked agriculture and engineering.

“As a human species, we have kind of forgotten the two and we have divorced them from each other, which is why we are so proud to have found the connection.

“This ability to see the bigger, wider picture is what sets us apart from all of our competitors, because whenever we come in and engage with a potential client we do not pretend to be experts in their process. Our aim is to work alongside them as strategic partners to assist them to reach their optimum effectiveness and efficiency levels,” says Letsoalo.

“We also pride ourselves on our knowledge and ability to skillshare and engage with clients to impart a positive experience on a client, employee or anyone we work with. That is the one core value that we try to keep as our base.” ▲

Kgomo Engineering (Pty) Ltd is a 100% black youth-owned, and dynamically managed, engineering, procurement, construction and management company.

The firm specialises in measurement and verification (M&V), energy management and engineering services, spanning various industries.

As a Tier 2 energy-services company, Kgomo Engineering provides 40-plus years of collective experience by a highly qualified and competent team, offering specially tailored engineering and energy solutions, with innovative pricing models.

It employs professional project managers and engineers, as well as certified energy specialists with vast industry experience to provide complete designs for industrial, commercial, mining, residential and governmental developments.

Through decisive leadership and innovation, Kgomo Engineering continuously provides assurance to its clients through the provision of effective and efficient solutions, as opposed to being solely product-driven.

As an organisation, Kgomo Engineering believes client satisfaction is critical to its survival and sustainable growth.

That can only be achieved through

employing highly skilled and competent professionals who specialise in providing innovative and cost-effective solutions.

• M&V plan development • Project performance and certification • Section 12 income tax incentives

By building a sustainable organisation that seeks to alleviate the generational poverty cycle, the transfer of skills and knowledge is embodied in the ethos of the organisation. For this reason, Kgomo Engineering strives to partner with locals on an as-when-needed basis for the projects it engages in.

Project management • Project scheduling and planning • Resource allocation and management • Cost control • Stakeholder engagement and management

Engineering services

Energy and resource management

• Resource efficiency and cleaner productions • Energy and demandbaseline development • Revenue protection and enhancement • Renewable energies • Project design, development and management • Financial-model development

M&V

• Independent analysis and reporting of energy-saving impacts • Scoping (due-diligence) study • Energy and demandbaseline development

• Utility bill analysis and verification • Conditional assessments on electrical and mechanical systems • Feasibility studies • Conceptual and detailed designs (electrical and mechanical) • Installations and maintenance of systems (electrical and mechanical)

Renewable energies • Solar PV • Solar thermal • Biogas • Waste to energy • Co- and tri-generation

Plant hire

• Tipper trucks • Interlink side tippers • Water tankers • TLBs and excavators

info@narekgomo.co.za | 082 652 6337 | Plot 25, Second Road, Hillcrest Agricultural Holdings, Putfontein, 1513

managers (CEM), who have seasoned industry experience

for providing 48 immaculate designs for industrial, commercial

any commonalities.

mining, residential and governmental facilities.

Q: W HAT ARE SOME OF THE HURDLES YOU’VE FACED, AND HOW

Tshwane-born CEO, Freddie Letsoalo, sits down for an

A: One of the major issues we’ve faced is having to witness

HAS THIS IMPACTED YOUR CURRENT MANAGEMENT STYLE? insightful interview with us.

a set proposal being implemented incorrectly by others, coupled with not being paid timeously. However, we

CAREER ACCOLADES

value our policies and contracts, and are always willing to

• Certified energy manager (CEM®) and

negotiate all terms and conditions to make adjustments

• Certified measurement and verification professional

where possible, making our management style rather

(CMVP®) • Measurement and verification expert review panelist for the section 12 tax incentive administered by SANEDI

flexible. We also realise that payment, at times, is often better or worth more when not financial, and rather in the form of credibility and exposure.

Public Sector Leaders • February 2021 | 61

Where there’s a Will, there's always a way forward.

By Charndré Emma Kippie

E

xperiencing the the passing of a loved one is inevitable.

Despite any reservations you may have, whether this be financially or personally, it is essential that you create a plan of action for when this may occur. Proper financial planning and creating a Will, will ensure that your assets are distributed as you see fit, and that those closest to you will be provided for NO WILL IN PLACE? Without having a Will in place, it is important to note that your estate will be broken up and shared in terms of the ‘law of intestate succession’.

This means that those closest to you, whom you’d want to benefit from what you’ve left behind, will

potentially have no legal entitlement to your assets. Having a Will drawn up also safeguards your ability to appoint legal guardians should you have children who are minors, and provides a written record and guideline of medical decisions should you become physically and/ or mentally unable to communicate your wishes. Going through the process of drawing up a Will can be unsettling; there are so many questions and legalities that need to be considered before making a definitive decision.

TIPS FOR PREPARING TO DRAW UP YOUR WILL Drawing up a Will is part of what is known as ‘estate planning’. Your Will acts as a set of instructions you’ve confirmed on how you’d require your assets to be shared after

62 | Public Sector Leaders • February 2021

you’ve passed. This formal document may prevent the nasty occasion where loved ones become conflicted over the distribution of your assets. It also ensures that the state will not be given the power to decide what happens to your estate.

KNOW YOUR WORTH First port of call is checking whether or not you’ll have the necessary liquidity/cash in your estate to fund all your expenses.

This means that you will need to add up all your assets, such as property, personal vehicles, savings, shares on the stock exchange, and insurance policies that pay out after death, (all at current market value).

Once you’ve done this exercise, you will then need to deduct all your liabilities and long-term debts from

Editorial | Financial Fitness

this amount. These deductions will include your bond and taxes - this is how you calculate your current net worth.

A Will must be drafted by a person who is 16 years or older.

PREPARE FOR DISTRIBUTION OF ASSETS After calculating your current net worth, you will now need to ensure that all the people who will be inheriting something from you (formally labelled as ‘beneficiaries), will get what you intended them to receive.

This is where next of kin and marital regime will take priority. Your Will can ensure that your children are able to finance their education and future property investments.

This document will also make sure your spouse is taken care of should you pass. One common misconception is that unmarried individuals do not need to have a Will - this is false. If you own any savings, property or have investments, you should have a Will to avoid issues later on, such as leaving a future partner at a disadvantage.

COMPILING YOUR WILL It is often thought that a lawyer is needed to create a basic will.

Actually, you can in fact prepare one by yourself. An easy-to-complete Will Form may also be available at a nearby stationery shop.This document must be notarised and meet legal requirements of your province. In the event of any unusual circumstances or uncertainty, hiring a lawyer may be the better option, though.

Should you appoint an executor — the individual who will ensure that your assets are distributed according to your wishes set out in your Will — this person will need to be given a copy for safeguarding.

THE REQUIREMENTS FOR A VALID WILL As a legal document, a Will must be drafted by a person who is 16 years or older. A Will may be typed or handwritten. All parties involved in drawing up a Will must be mentally sound and able to comprehend the nature and consequences. The Wills Act 7 of 1953 (“the Act”) stipulates that two competent witnesses sign the document. All witnesses need to be 14 years or older and may not be beneficiaries of the Will.

regularly updated in terms of new beneficiaries, legislation, and special instructions.

An updated version of your Will must also be stored in a safe place that will be accessible to your loved ones and executor after your passing. It is essential that your Will be put together by a legal professional, and regular updates be included over time to avoid invalidation. This document may seem stressful at first, but will provide your loved ones with peace of mind, making the process of moving on a little more easier, once you pass away.

The only certainty we have in life is that death often comes when you least expect it. The least we can do is prepare for it - the sooner, the better.

The individual creating the Will (the testator), and all witnesses, are required to initial every page of the document and sign the final page - in each other’s physical presence.

This legal document must be

Public Sector Leaders • February 2021 | 63

64 | Public Sector Leaders • February 2021

Public Sector Leaders • February 2021 | 65

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