City of Ekurhuleni 2023: Together for better and prosperous communities

PLEASE NOTE: City of Ekurhuleni statistics have been taken from publically available published and draft documents that may or may not reflect the absolute correct numbers applicable at the time of going to print.

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LOCAL ECONOMIC DEVELOPMENT

STATE OF THE CITY OF EKURHULENI

On 25 April 2023, Executive Mayor Cllr Sivuyile Ngodwana of the City of Ekurhuleni delivered his administration’s State of the City Address. A key focus was placed on stimulating economic development in the region.

Ngodwana set the broader context: “This State of the City Address takes place on the heels of South Africa’s technical recession, the Covid-19 pandemic, Eskom’s load-shedding and other structural constraints that have directly affected efforts to grow and develop the municipal regional economy. However, we continue to navigate the regional economy as it transits from the post-economic relief phase, into the economic recovery phase while leveraging instruments in the public, private and diplomatic sectors to move the regional economy into an economic stimulus phase.

“In effect, we need to start by accepting that today’s economic environment requires the City to embrace and enforce critical and lateral thinking across its operations as well as adopt a problemsolving mentality, skills and capabilities in order to remain competitive and impactful in the global economic landscape. In as much as the post-crisis period has had a silver lining on South Africa by emphasising the role of municipalities as the engines for growth, development, transformation and transfer, this realisation presents municipalities such as ours with the opportunity to address economic divides that sit at the heart of our socio-economic profile,” the mayor noted.

He expanded that, in this regard, the time had never been so opportune to implement a well-coordinated spatial, social and economic justice compact that ignites an inclusive economic growth trajectory that would redress various long-term economic vulnerabilities.

LED INTERVENTIONS

In the context of local economic development, the current administration has committed to:

• Re-engineer the Vukuphile Programme to focus on maintenance within the built environment – incubating 50 young people (gender equal) skills development: plumbing, carpentry, landscaping, road,

CITY OF EKURHULENI

sewer and stormwater maintenance, fixing of streets and traffic lighting.

• Release land for the local trading precinct to stimulate local trading and job creation. This should include the creation of a platform for flea markets in the township to promote the sale of locally produced brands.

• Support 300 South African blackowned tuck shops with a view to enhancing their competitiveness.

• Support the modernisation of 150 viable fruit and vegetable trading businesses that are owned by bona fide South Africans – providing support for informal trading.

• Revive the City’s tourism route in collaboration with the private sector.

• Continue to support access to tertiary education through the City’s bursary intervention (80% technical and 20% others, spread across universities, universities of technology and TVET colleges). This will be done with a transformative approach towards the infrastructural, social, and economic needs of the poorest areas to promote an attitude of acquiring skills in order to be part of contributing to the social and developmental needs of the City.

• Fast-track the release of strategic land parcels for the revitalisation of the manufacturing and retail industry.

• Pursue the implementation of the Aerotropolis master plan.

SPECIAL ECONOMIC ZONES

Ngodwana emphasized the importance of expanding, protecting and supporting the Special Economic Zones (SEZs) within the City, stating, “[This administration] advocates that the SEZs within the City be massively expanded, protected and supported in order to aid in ending the socio-economic crisis

of joblessness.” He further emphasised the need to prioritise economic development through the industrialisation of the municipal area, noting its role as “a workshop of the Gauteng province”. This strategic focus is crucial, as Ekurhuleni’s unemployment rate stands at 31.6% – higher than the provincial and national averages.

To address these challenges, Ngodwana emphasised the need to take a different approach towards working with SMMEs, highlighting the importance of SEZs serving as food security hubs to foster economic activity.

“This administration will demonstrate a stronger commitment to the creation of a conducive environment that enables regional economic development, competitiveness, transformation and growth,” the mayor affirmed, adding that the administration remains dedicated to stimulating the township economy, promoting business regulation, and supporting community enterprise development and empowerment.

Ngodwana recognised the hardships faced by the youth in townships, particularly concerning unemployment and poverty: “With the acknowledgement that township youth in our city continue to face a harsh and unprecedented unemployment and poverty crisis, it is a no-brainer that our Local Economic Development programme is anchored on the stimulation of the township economy.” This approach involves leveraging service delivery as a foundation for attracting investment and creating job opportunities within the municipality, while simultaneously facilitating the formalisation of and providing financial support to SMMEs.

HOUSING

Acknowledging a problem facing much of South Africa, the mayor highlighted the importance of prioritising land and housing in Ekurhuleni. He noted

the challenges faced in implementing the right to adequate housing, among other challenges, stating, “The prioritisation of land requires that the City equally ensures equitable land management and reintegrates informal settlements with infrastructure and services via planning and design.”

To address these issues, Ngodwana’s administration has made several commitments, including providing serviced stands for employed youth and professionals to build their own houses. It has also pledged to deliver houses for applicants from the 1990s, with a focus on pensioners, backyard dwellers, people with disabilities, and verified military veterans.

Furthermore, the City aims to provide decent and affordable rental stock for professionals and the middle class through collaborations with the private sector. It has plans to repossess illegally occupied and redundant buildings, converting them into social housing, recreational spaces, and jobcreating economic activities through public-private partnerships. The City also intends to release three strategic land parcels for the development of blackowned estates through a black consortium. Additionally, the mayor stressed the importance of conducting a thorough land audit to identify dormant and unused land. Such land, hindered by outdated property laws, should be brought under the purview of the appropriate departments, with efforts made to donate this land to those in need.

STRATEGIC INITIATIVES

The mayor outlined key performance areas that the City aims to implement immediately, but also recognised the importance of focusing on the future. To that end, Ngodwana highlighted several strategic initiatives that will be pursued. These initiatives include:

• Unlocking public-private partnership infrastructure projects: The approved strategic land parcels will be made available to attract investment and create work opportunities.

• Infrastructure investment: Emphasis will

be placed on key assets that provide social and economic infrastructure such as energy, water, roads and other enablers of economic activities.

• Pitching hub for business investment: Efforts will be made to attract and facilitate business investment, supported by the practical implementation of the Investment Incentive Scheme.

• High-rise human settlements: Human settlements will be strategically located near economic opportunities to enhance accessibility and promote inclusive development.

• Integrated public transport: Measures will be taken to improve the movement of goods and people through an integrated public transport system.

• International convention centre and museum: Plans are in place to establish an international convention centre and an Ekurhuleni museum, enhancing the city’s profile as a hub for events and cultural activities.

• Botanical garden: The development of a botanical garden will offer recreational spaces and contribute to the City’s environmental preservation efforts.

• Exploiting lakes and dams: Economic activities will be explored around lakes and dams, starting with Germiston Lake and Dries Niemandt, to leverage their potential for tourism and other ventures.

• Lobbying for university construction: Efforts will be made to advocate for the construction of a university in the city, addressing the educational needs of the region and promoting economic growth.

10-POINT PLAN

The City of Ekurhuleni’s 10-Point Plan underpins its approach to broader socioeconomic development. It has made great strides in the implementation of this plan, including the following:

• A clear roadmap for the effective implementation of the Aerotropolis Master Plan: The administration recognises the significance of the Aerotropolis and will establish a clear plan to ensure its successful implementation.

• Revitalisation of the manufacturing sector: Efforts will be directed towards revitalising the manufacturing sector, which plays a crucial role in job creation and economic growth.

• Enabling public transport system: The administration aims to improve the public transport system, making it more efficient, accessible and reliable for residents.

• Acceleration of IDZ/SEZ programmes: The Industrial Development Zone (IDZ) and SEZ programme will be expedited to attract investment and stimulate economic activity, fostering economic growth, and creating employment opportunities.

• Land availability for strategic development: The administration will ensure the availability of land for strategic development initiatives, enabling the implementation of various projects such as housing, infrastructure and commercial ventures. This will support the City’s growth and development goals.

• Implementation of township economy strategy: A comprehensive strategy will be implemented to support and empower the township economy,

including measures to promote local entrepreneurship, create business opportunities, and provide necessary support and resources.

• Empowerment and support of SMMEs through public procurement: The administration recognises the importance of SMMEs and will prioritise their empowerment and support. This includes promoting their participation in public procurement processes, providing training and capacitybuilding initiatives, and creating an enabling environment.

• Massive infrastructure investment: The administration will prioritise significant investments in infrastructure development. This includes the improvement and expansion of critical infrastructure essential for economic growth and improved quality of life for residents.

• Promote support of local products: There will be a focus on promoting the consumption of locally produced goods and services. This ‘Buy Local’ initiative aims to boost local businesses, create jobs and enhance economic resilience.

• Skills and capacity development: The administration will prioritise skills and capacity development programmes to equip residents with key knowledge and skills through training, vocational education and apprenticeship programmes.

• Increase investment attraction: Efforts will be made to attract more investment. This includes marketing and promotional activities, creating a conducive business environment, and engaging with potential investors to showcase Ekurhuleni’s economic potential and opportunities.

NEW KEMPTON PARK PRECINCT REDEFINING SA’S MIXED-USE LANDSCAPE

Located in Ekurhuleni, in close proximity to O.R. Tambo International Airport and related uses, the precinct is a hub for some of the country’s biggest logistics and distribution companies and hosts a wide range of amenities, including residential estates, shopping centres and parks. This mixed-use precinct is fast establishing itself as a vibrant hub of activity offering something for everyone.

Gideon van der Vyver, who heads up the team at Riverfields Development Company, which is responsible for the precinct, explains that Riverfields was designed with the vision of creating a sustainable modern

development that provides a safe and convenient urban lifestyle experience for residents and prime space for logistics and commercial operations. One of the primary benefits of living in a managed precinct like Riverfields is convenient access to a mixture of business parks and retail centres right on their doorstep, including the newly built Harvest Place Shopping Centre, which features a variety of retail stores, restaurants and entertainment facilities for residents to enjoy.

Van der Vyver notes that several leading national and international real estate companies were attracted to Riverfields Precinct for several reasons. Top factors include

the precinct’s robust security measures, convenient access to national transport infrastructure, and the availability of large tracts of development-ready land.

RESIDENTIAL OFFERINGS

The precinct’s current residential offerings include Glen Erasmia Boulevard, Gleneagles Estate, and Swallow Hills Estate – a popular choice for families due to its proximity to schools, beautifully landscaped parks, and safe playground areas for children. These and other residential developments offer modern, secure living within gated estates and include familyoriented amenities such as central security control with 24-hour security,

Riverfields Precinct in Kempton Park is quickly becoming one of the most soughtafter residential and commercial precincts in South Africa.

integrated open space systems for leisure and recreational purposes, improved public transport linkages, and good access to social facilities. The reality of generational expectations is driving demand for apartment living and denser cities. Riverfields Precinct is an obvious fit, providing an opportunity to build both the social and other infrastructure needed for higher-density living.

The latest Twin City Development project, Glen Starling, is currently under construction and will add 400 rental units to the market. Riverfields Development Company also has plans to introduce more residential offerings, situated close to the planned community park, expanded retail facilities, the new private school, as well as a housing scheme catering to the needs of the elderly

in a modern retirement village near an upcoming medical centre.

INTEGRATED, SAFE SUSTAINABLE LIVING

The Riverfields Management Association is committed to creating a community that prioritises safety, sustainability and a convenient lifestyle. Precincts do not exist in isolation; they are connected with the infrastructure and systems around them. The aim is therefore to achieve enhanced environmental, economic and social performance through collaboration in managing the environment and resources. These efforts align with the association’s commitment to sustainability, ensuring that residents can enjoy a comfortable and eco-friendly lifestyle.

In addition to a focus on sustainability, safety is prioritised throughout the precinct.

Security measures are integrated at every level, from individual developments to the entire area. The landscaping is designed to be low maintenance, with a focus on water conservation, and is wellmaintained. The Riverfields Management Association also provides numerous local employment opportunities, particularly for general upkeep and security of the precinct, to ensure a safe and clean environment for residents.

“Riverfields is part of an ever-expanding aerotropolis, and there are many exciting projects planned for the benefit of the community and local businesses. We’re excited to see what the future holds and remain committed to creating a space that people are proud to call both home and their preferred place of doing business,” Van der Vyver concludes.

EKURHULENI’S FINANCIAL ROADMAP

Navigating economic headwinds, the City of Ekurhuleni faces a challenging landscape, marked by sluggish GDP growth and a struggling national economy. However, the municipality remains committed to stimulating recovery, promoting job creation and fostering a resilient local economy.

The various challenges presented internally and on a macro level are top considerations in the preparation of the City’s Medium Term Revenue and Expenditure Framework (MTREF), while the Ekurhuleni Growth and Development Strategy (GDS) 2055 and the Integrated Development Plan (IDP) also serve as the key references.

This plan serves as a roadmap for the municipality’s development, integrating and coordinating various plans while considering proposals for the municipality’s growth. It aligns the City’s resources and capacity with the implementation of the IDP. As such, the IDP forms the policy framework and provides a general basis for the budget.

In line with national directives, the City has developed a long-term funding strategy that has influenced the budgeting process. The strategy includes setting limits for the funding mix of both operating and capital budgets. These

limits apply to external borrowings and internal sources of funding. However, grants received from the national and provincial governments are excluded from these limits, as they are determined outside the control of the City.

To assist municipalities and their entities in preparing their 2023/24 MTREF, the Municipal Finance Management Act (MFMA) Circulars 122, issued on 9 December 2022, in conjunction with Circular 123, issued on March 4, 2023, provide valuable guidance. These circulars outline the necessary steps and considerations for developing the MTREF, ensuring compliance with financial regulations and promoting sound financial management practices.

By adhering to the guidance provided and incorporating the objectives and strategies outlined in the IDP, the City of Ekurhuleni aims to develop a comprehensive and

sustainable MTREF. This framework will enable effective resource allocation, promote responsible financial planning, and support the realisation of the municipality’s development goals. Through strategic alignment and prudent financial management, the City strives to enhance service delivery, infrastructure development, and the overall well-being of its residents.

ECONOMIC OUTLOOK

The economic outlook for the City of Ekurhuleni presents a challenging landscape influenced by various factors. GDP growth is projected to be 0.9% in real terms for 2023, which is lower than the previous estimate of 1.4% stated in the Medium-term Budget Policy Statement. While there is an expectation of a slow recovery, with GDP growth reaching 1.8% by 2025, the current economic conditions remain concerning.

The City’s economy, which primarily relies on the logistics and manufacturing sectors, has been significantly impacted by the overall decline in the national economy. This decline has resulted in adverse effects on the regional business environment, leading to reduced economic activity and constrained growth prospects. The challenges faced by the economy have also hampered the ability to create

new jobs, exacerbating the issue of unemployment within the region.

The high levels of unemployment, coupled with the stagnant job market, have had a direct impact on households’ ability to meet their financial obligations, including the payment for essential services. The strain on household incomes has made it increasingly difficult for residents to afford necessary services, adding additional financial burdens to already vulnerable households.

Furthermore, the ongoing issue of load-shedding, resulting in scheduled power outages, continues to have a negative impact on the overall growth of the economy and the successful implementation of development

initiatives. The inconsistent electricity supply disrupts business operations, reduces productivity and hinders the ability of industries to expand and contribute to economic growth. This challenging energy situation poses significant obstacles to the City’s efforts to attract investment, create employment opportunities and foster sustainable economic development.

To address these economic challenges, the City of Ekurhuleni needs to explore innovative strategies and partnerships to stimulate economic recovery and promote job creation. This may involve diversifying the economic base, supporting entrepreneurship and small businesses, investing in infrastructure development, and collaborating with both the public and private sectors to mitigate the impacts of load-shedding and ensure a more resilient and thriving local economy.

LOCAL GOVERNMENT BUDGET AND FINANCIAL MANAGEMENT REFORMS

The South African Constitution places a significant emphasis on promoting transparency, accountability and effective financial management in budgeting processes at the national, provincial and municipal levels. Section 215(1) of the Constitution explicitly states the importance of these principles in managing the economy, debt and the public sector. Furthermore, Section 216(1)

of the Constitution mandates national legislation to establish measures that ensure transparency and expenditure control in each sphere of government.

To adhere to these constitutional provisions, National Treasury has undertaken various reforms in budgeting and financial management. These reforms aim to enhance the transparency, efficiency and effectiveness of budgetary processes across all levels of government. They have been implemented following the introduction of the MFMA in 2003.

One of the key aspects of the budget reforms is the establishment of generally recognised accounting practices, which provide standardised guidelines for financial reporting and accounting procedures. These practices help ensure consistency and comparability in financial statements, enabling better monitoring and evaluation of public funds. By adopting these practices, municipalities can enhance their financial transparency and accountability.

Another important reform introduced is the implementation of uniform expenditure classifications. These classifications provide a standardised framework for categorising and reporting government expenditures, enabling better analysis and understanding of budget allocations and expenditure patterns. This uniformity facilitates effective oversight and control of public spending.

Additionally, the budget reforms have emphasised the need for uniform treasury norms and standards, which establish guidelines and benchmarks for financial management practices, procurement processes and fiscal discipline. By adhering to these norms and standards, municipalities can improve their financial governance and ensure responsible and sustainable fiscal management.

To support the implementation of Section 216(1) of the Constitution, National Treasury introduced the Municipal Regulations on the Standard Chart of Accounts in 2014. This standardised chart of accounts provides a uniform framework for financial

reporting, ensuring consistency in the presentation and analysis of financial data across municipalities. It enhances the comparability of financial information and enables effective monitoring and oversight at both the local and national levels.

In recent years, these budget and financial management reforms – coupled with better coordination, targeted incentives and efforts to build municipal financial capacity – have yielded positive outcomes. They have contributed to improved capital project planning and execution. By enhancing financial governance and ensuring transparency in budgetary processes, these reforms have paved the way for more effective utilisation of public funds and improved service delivery to communities.

However, ongoing efforts to strengthen budget and financial management practices remain crucial. Continued collaboration between national and local government, as well as capacitybuilding initiatives, will be vital in sustaining and further enhancing the gains made through these reforms. Through ongoing reforms and diligent implementation, local governments can continue to uphold the principles of transparency, accountability and effective financial management for the benefit of their constituents and the

overall development of the country.

Key to the ability to set accurate and viable budgets that meet the needs of residents is ensuring effective rates collection, as well as adjusting municipal tariffs. Without making adjustments in line with inflation and the growing financial demands of carrying out its functions, the City’s capabilities to deliver services would collapse.

SUMMARY OF MAJOR TARIFFS

Assessment rates: The City implemented its new valuation roll as of 1 July 2021. No changes in the rates for all categories of properties were proposed for the 2022/23 period. However, a tariff increase of 4.4% is now proposed for 2023/24 to account for the increasing cost of doing business and other service delivery obligations in line with the inflationary rate.

Water tariff: A 12% increase in the water tariff is proposed to cover the rising costs of water reticulation and overhead expenses associated with providing water services.

Sewer tariff: ERWAT, the entity responsible for sewerage services, proposes a selling tariff increase of 5.3% for both domestic and industrial sewer customers, aligning with the inflationary rate.

Refuse removal tariff: A 5.3% increase in the refuse removal tariff is proposed, reflecting the inflationary rate and

the cost of providing efficient waste management services.

Electricity tariff: The electricity tariff increase varies between 15% and 18.65% for different tariff categories. NERSA, the regulatory authority, has indicated an overall tariff increase of 18.65%. This increase is necessary to account for the rising costs associated with generating and distributing electricity.

Sundry tariffs: Sundry tariffs, which include various ancillary services, will increase in line with the consumer price index rate of 5.3%. This adjustment ensures that these services remain aligned with the general cost of living and inflation.

Burial and cemetery tariff: A modest increase of 4.7% is proposed for burial and cemetery tariffs. This adjustment considers the costs associated with maintaining burial sites and providing cemetery services.

Municipal bus services tariff: Tariffs for municipal bus services have been reviewed, resulting in an average increase of 3.8%. This adjustment accounts for operational costs and ensures the continued provision of reliable and efficient public transportation services.

These proposed tariff adjustments reflect the need to balance the costs of service provision, infrastructure maintenance and meeting service

delivery obligations while considering the impact on consumers. The specific increases for each tariff category aim to cover operational expenses, inflationary pressures and the sustainable provision of essential services to the community.

COLLECTION AND SERVICE DELIVERY

The financial sustainability of the 2023/24 MTREF heavily relies on the collection level of billed income, with a provision set at 90%. To achieve this collection target, the City of Ekurhuleni is implementing robust credit control measures and

developing strategies to bill properties that have remained unbilled. Efforts are also being made to reduce electricity and water losses, optimise the existing revenue base and continue implementing a revenue enhancement strategy. Ongoing monitoring and evaluation ensure the progress and effectiveness of these measures.

In line with the Council’s social commitment to assisting poorer communities in the city, provision has been made for the supply of free basic services and social contributions to deserving households. Residential owners will continue to receive an assessment rate exemption on the value of their homes, with the first R150 000 exempted. Various other grants and rebates on assessment rates – such as the pensioners’ rebate, rebate for lowincome individuals and properties zoned for religious purposes – will also continue. The provision of free basic services to registered indigent households aligns with national legislation. This includes 6 kℓ of water and sanitation services and 50 kWh of electricity per month. However, a challenge arises with free basic water, as some indigent households exceed their allocated consumption. Historical trends

indicate that the cost of excess consumption amounts to approximately R600 million to R750 million per annum, putting a strain on the City’s constrained resources. Addressing this challenge requires careful management and finding effective solutions to ensure the sustainable provision of essential services while balancing the needs of indigent households and the City’s financial constraints.

MTREF SUMMARY

The revenue and expenditure figures for the fiscal year 2023/24 were determined through a collaborative process involving the Mayoral Strategic Session and extensive deliberations between the Finance Department and the senior management team.

The Mayoral Strategic Session, which includes key decision-makers and stakeholders, provides strategic direction and sets priorities for the municipality. During this session, discussions and resolutions take place regarding the financial aspects of the upcoming year, including revenue generation and expenditure management.

Following this, the Finance Department works closely with senior management to translate the strategic priorities into practical financial plans. This involves analysing revenue streams, identifying potential sources of income, assessing expenditure requirements, and aligning the budget with the municipality’s overall objectives.

The proposed consolidated capital budget for the fiscal year 2023/24 is set at R2.72 billion, representing a decrease of 16.9% (R555.7 million) compared to the previous year’s adjusted budget of R3.28 billion.

The capital budget primarily comprises projects that align with the goals and objectives outlined in the GDS 2055 and the IDP. These projects are designed to address the needs and priorities of the community, as well as tackle the existing backlog in service delivery.

The operating revenue expected for 2023/24 is set at R55.32 billion, while the City’s operating expenditure is anticipated to be R54.92 billion.

Our areas of expertise include:

• Architecture

• Civil Engineering

• Electrical Engineering

• Mechanical Engineering

• Quantity Surveying

• Structural Engineering

• Town Planning

DITLOU CONSULTING always strives to meet the following objectives:

• To promote professional excellence through dedication and provision of innovative and appropriate solutions

• To continuously liaise with the client and beneficiary communities, ensuring their maximum participation and involvement in projects

• To transfer skills and impart

knowledge to beneficiaries and communities within which the projects are undertaken

• To always complete our projects on budget and within project duration

• To conduct our business with honesty, integrity, respect, excellence, diligence, openness and fairness

• To have a well-balanced approach to development taking all relevant environmental aspects into consideration, which also seeks to protect, preserve and enhance the environment

• To treat all our suppliers fairly and professionally according to sound and legal business practices

Multi-disciplinary infrastructure consulting company

Providing solutions that improve lives

The company is led by CEO Otshepeng Ranamane and COO Poppy Nkambule, who are both professionally registered engineers with the Engineering Council of South Africa (ECSA). Under their leadership, the company boasts a dynamic team of highly qualified professionals, who are registered with their respective organisations, including ECSA, SACAP (South African Council for Architectural Profession), SACPCMP (South African Council for Project & Construction Management Professions), SACPLAN (South African Council for Planners), and SACQSP (South African Council for Quantity Surveying Profession).

SOLVING PROBLEMS

Ditlou Consulting’s core purpose is to solve problems – with a focus on improving the lives of communities in South Africa and the world at large through the provision of sound technical solutions. The company aims to uphold client satisfaction by ensuring that it provides the best-quality solutions, which are also cost-effective and delivered in a timely fashion with a positive attitude. Over the medium term, the company’s goal is to be regarded as

the best firm in its field locally. Over the long term, this goal extends to Ditlou Consulting achieving the same feat internationally.

MAJOR CLIENTS

Some of the company’s main clients are public sector clients ranging from metropolitan municipalities such as the City of Tshwane, City of Ekurhuleni, City of Johannesburg and its subsidiaries, to smaller local municipalities such as Midvaal Local Municipality, Madibeng Local Municipality, Moretele Local Municipality, Mogale City Local Municipality, Thembisile Hani Local Municipality, Maluti-a-Phofung Local Municipality, Nkangala District Municipality, and Thabazimbi Local Municipality. Provincial government clients such as the Gauteng Department of Infrastructure Development (GDID) and the Gauteng Department of Roads & Transport (Gautrans) also form part of a large array of clients that the company serves.

Ditlou aims to diversify its portfolio over the medium to long term to include private sector clients, such as developers (retail, residential, commercial) and mining houses.

NOTABLE PROJECTS

Ditlou Consulting has been involved in over 60 notable projects spanning the breadth of the civil engineering field. Currently, it is delivering work on a number of projects, with some of the most notable ones listed below.

For the Housing Company Tshwane, Ditlou is currently involved in the Social Housing Development at Chantelle Ext. 39, Pretoria, which is valued at R354 million. Also within the Tshwane region, work is being undertaken for the City on a Social Development Centre, which is being constructed in the Winterveldt area, at a project value of some R55 million.

In wider Gauteng, Ditlou is working on the implementation of the Legislature Building at Duduza Customer Care Centre, valued at R37.5 million, for the City of Ekurhuleni. The company is also involved in the R193 million de-densification of hostels and informal settlements at 2 077 Roosevelt Street in Alexandra, Region E for the Johannesburg Social Housing Company.

On the West Rand, the firm is currently widening Robert Broom Drive in Krugersdorp for Mogale City Municipality. This second-phase project is valued at R18 million.

Ditlou Consulting was founded in 2003 as a consulting firm specialising in civil and structural engineering but has since evolved into a multi-disciplinary infrastructure consulting company.

The City of Ekurhuleni scooped four Awards for Excellent Governance at the Inaugural Municipal Audit Awards by the South African Local Government Association. The City walked away with two first-place prizes for the 2021/22 financial year clean audit outcome, and for good recordkeeping – a critical process in the audit purposes and measuring service delivery achievements.

The City then got a second-place award for capital expenditure on the allocated budget, and another second place for revenue collection and management.

The awards come off the back of the City’s remarkable feat of securing three consecutive clean audits.

Accepting the awards, City Manager Dr Imogen Mashazi said: “I receive these awards with great honour and humility. We all know that it is never easy to achieve and maintain a clean

ABOUT SALGA

RECOGNISING EKURHULENI’S EXCELLENCE

audit in local government. However, as the City, we have always made this one of our key targets and managed to achieve it.

“We are proud to have received three consecutive clean audit opinions from the Auditor General and remain determined to maintain the status quo going forward,” said the city manager.

The Audit Committee conducts quarterly reviews of internal processes and interrogates the City’s performance to ensure that the administration remains committed to improving the controls. The oversight

The South African Local Government Association (SALGA) is an organisation that represents and supports the interests of local government authorities in South Africa. SALGA plays a crucial role in promoting effective governance, providing policy advocacy, facilitating cooperation between municipalities, and advocating for the improvement of service delivery at the local level. It serves as a platform for dialogue, collaboration, and capacity-building among municipalities, aiming to enhance local government’s ability to meet the needs of communities and contribute to sustainable development.

from the Audit Committee also contributes to the effectiveness of the turnaround strategy, which has translated to positive audit outcomes, Mashazi explained.

KEEPING CLEAN

Obtaining clean financial audits is of utmost importance for municipalities. A clean financial audit indicates that a municipality’s financial statements are accurate, transparent and in compliance with relevant laws and regulations. It demonstrates responsible financial management, accountability and good governance practices. They enhance credibility, attracting stakeholders and investment; they are also necessary for accessing and requesting further financial assistance and grants. Clean audits improve financial planning and decisionmaking, while preventing fraud, corruption and the mismanagement of public funds – issues that South Africans are increasingly concerned with and affected by.

Ekurhuleni clinches four awards for clean governance from SALGA.

STRATEGIC IMPERATIVES FOR A PROSPEROUS FUTURE

The City of Ekurhuleni has detailed five strategic objectives in its Integrated Development Plan for 2022/23 to 2026/27. These outline its vision and priorities for the period, reflecting a commitment to improving services, promoting community well-being, protecting the environment and driving inclusive economic growth.

2 To Build a Clean, Capable and Modernised Local State: The City seeks to establish a local government that is efficient, transparent and equipped with modern systems and processes. By doing so, it aims to enhance its ability to serve the community effectively and respond to the evolving needs of its residents.

3 To Promote Safer, Healthy and Socially Empowered Communities: The objective here is to prioritise the safety and well-being of the community. The City aims to create an environment where residents feel secure and empowered, promoting healthy lifestyles and fostering social cohesion.

1 To Deliver Reliable, Affordable and Sustainable Services, and Ensure Improved Infrastructure

Maintenance: The City aims to provide its residents with dependable and reasonably priced services while focusing on the long-term sustainability of infrastructure. This objective includes enhancing maintenance efforts to ensure the efficient functioning of essential facilities.

4 To Protect the Natural Environment and Promote Resource Sustainability: Ekurhuleni is committed to preserving its natural surroundings and promoting sustainable practices. This objective involves implementing initiatives to protect the environment, conserve resources and promote sustainable development throughout the city.

5 To Create an Enabling Environment for Inclusive Growth and Job Creation: The City aims to foster an environment that encourages holistic economic growth and provides opportunities for job creation. This objective includes supporting businesses, attracting investment and implementing policies that promote equitable economic development.

The following pages unpack these objectives in greater detail.

Strategic Objective 1

To Deliver Reliable, Affordable and Sustainable Services, and Ensure Improved Infrastructure Maintenance

This strategic objective seeks to promote integrated human settlements by ensuring access to basic services. National government categorises water, sanitation, waste removal and electricity as basic services. The biggest priority in the provision of basic services is improving the lives of the people of Ekurhuleni. In this regard, the City will develop a holistic infrastructure strategy that combines the imperatives of an increased spend on

WATER MANAGEMENT

The City of Ekurhuleni will, in the current term, accelerate the provision of water services to the community by ensuring that every community has access to reliable, clean, running water, which is safe to drink and to prepare food. This will also involve the modernisation of water management and the detection of water leaks in the city. Plans are underway to prevent untreated wastewater contaminating the environment, homes,

SUSTAINABLE ELECTRICITY

The provision of reliable electricity is central to the plans of the City. The City will develop strategies to reduce residents’ vulnerability to Eskom load-shedding and eradicate Eskom supply areas. The City will continue to enhance access to reliable, affordable and sustainable electricity, while incentivising prepaid electricity systems and private electricity generation is central to the process.

PUBLIC TRANSPORT

Investment in safe, reliable and affordable public transport is essential to the economic development of the Ekurhuleni region. Projects dedicated to continue with the maintenance of roads and stormwater infrastructure will be implemented, and work will be done to eradicate irrational national taxes and tolls on roads affecting municipal areas.

SUSTAINABLE HOUSING

The City will collaborate with relevant stakeholders for transparent sustainable housing, and to increase the scale of housing delivered through private initiatives, as well as diversifying housing options. Home ownership and the provision of valid title deeds are also key to the City’s plans of creating sustainable human settlements.

Strategic Objective 2

To Build a Clean, Capable and Modernised Local State

The governance of the City embraces: the constitutional, legislative, political and participatory mandate of the municipality as expressed in its legislative, executive and judicial structures and organs; the planning, fiscal and asset management systems and processes in its administration; the participatory interface with its social partners; and the management of its operations.

CLEAN AUDITS

The City of Ekurhuleni intends to continue running a clean administration and sustaining clean audits. Financial sustainability is also central to good governance; as a result, the issues of revenue generation and accurate billing will be streamlined. Revenue enhancement is central to good governance and ensuring that the City has sufficient funds to deliver on promised services to the community.

TARIFF INCREASES

The City intends to continue implementing programmes to address water leaks in the City. Cost-effectiveness is central to financial prudency and, as a result, the services of the City will be provided in a cost-effective manner as per legislation. Bearing in mind that the rate of unemployment and poverty

in the City is above inflation, increases in tariffs, rates and taxes will be avoided where possible, and the community will be kept abreast with the tariff increases.

GOOD GOVERNANCE

The City will continue to adopt and implement practices in good governance and deal decisively with corruption. Processes will be put in place to support the devolution of power to the lowest effective level within the constitutional and legislative framework; and to ensure the effective functioning of ward committees. A feasibility study will be conducted to assess the appropriateness of establishing subcouncils in metropolitan local governments.

FIT-FOR-PURPOSE OFFICIALS

An audit and review the municipality’s organogram and staff complement, including a review as envisioned by Section 4(3)a of the Regulations of the Municipal Structures Act, will be conducted to ensure that the organogram complements the objectives of the City. This will include the review of the remuneration levels and ensuring the appointment of fit-for-purpose officials. The review of salary scales will also be done together with the filling of vacant posts. Performance management processes have been strengthened and business

processes improved to ensure effective service delivery and rapid results, especially in the project delivery area. Risk management and risk-based internal audits continue to form an integral part of the municipality’s governance processes. As part of the performance management process, the City will enforce consequence management procedures for the transgression of laws and regulations, as well as non-performance. To promote and strengthen good governance, the City will implements programmes to ensure that its residents are multilingual and that the services it provides are rendered in the languages of the municipality (in accordance with Section 6(3)b of the South African Constitution).

ILLEGAL IMMIGRANTS

The City is cognisant that illegal immigration and failures to document legal immigrants are issues that affect local government and require government to develop a holistic strategy to respond to these challenges. Any action in relation to illegal immigrants must adhere to the provisions of the South African Constitution, South African law, precepts of international law, the basic tenets of human compassion and decency, and avoid the promotion of xenophobia.

Strategic Objective 3

To Promote Safer, Healthy and Socially Empowered Communities

The Ekurhuleni Growth & Development Strategy 2055 requires that the capacity and capability of social capital, including social cohesion and mobilisation, and partnerships be strengthened. This strategic objective addresses issues related to access to healthcare, ECD (early childhood development), embracing the needs of vulnerable groups, and social development, among others.

HEALTH AWARENESS

A holistic approach will be adopted to keep communities in good health, minimise the risks that lead to poor health, respond effectively to health emergencies, and achieve overall positive health outcomes. Access to primary healthcare will be improved and health awareness campaigns will be intensified. Efforts will be made to ensure that children and the elderly have access to healthcare to maintain good health – and to make sure that the people of Ekurhuleni are tested and treated for HIV, TB and Covid-19.

In the quest to reduce the rate of drug addiction in the municipal area, awareness programmes will be implemented coupled with the provision of drug rehabilitation centres. Environmental health programmes such as interventions to reduce rodents in formal and informal settlements will be implemented to reduce the risk of diseases and to contribute to a healthy life for all.

RESTORING DIGNITY

The provision of social services and amenities is critical to ensuring sustainable communities and to restoring people’s dignity. A concerted effort will be made to provide – where possible – and maintain sports, recreation, arts and culture (SRAC) facilities. Access to basic education and a skilled community is central to economic growth. As a result, Ekurhuleni will continue to provide ECD training as well as SRAC programmes to the community of Ekurhuleni. Protecting and enhancing the heritage landscape is also central to community development in the city. Programmes that empower the youth, elderly, woman, disabled and children will be implemented. Geyodi is an acronym for gender, youth and disability. This is an advocacy programme seeking to address issues related to gender mainstreaming, youth development and persons with disabilities in the city. The City has established the following three structures to drive issues of transformation: the Ekurhuleni Men’s Forum, Ekurhuleni Women

Empowerment Forum, and the Disability Forum.

The following are Geyodi-related programmes:

National Disability Month

16 days of activism against women and children abuse (men and women dialogue)

blind and deaf awareness

International Men’s Day (sports day for men)

International Women’s Day Youth and Men’s Month (men’s dialogue)

take a girl/boy child to work

National Women’s Day.

The City will continue to provide support to registered indigents in a sustainable manner. It will intensify processes to improve food security, which is central to reducing poverty.

SAFETY AND SECURITY

Crime fighting initiatives will continue in partnership with agencies such as the South African Police Service, among others. By-law enforcement will be intensified to ensure a safe and vibrant city, while community safety programmes will also be implemented.

The City will continue to provide disaster and emergency management services and facilities to ensure the resilience of the residents of Ekurhuleni. The reduction of loss of life and property as a result of fires and related dangers – and natural or other forms of disasters

– will continue to be the focus of disaster management. Disaster risk management will be strengthened by promoting and implementing public education and awareness strategies and campaigns at civic, institutional and business sector levels, including primary and secondary schools.

Strategic Objective 4

To Protect the Natural Environment and Promote Resource Sustainability

The Growth & Development Strategy 2055 stresses the importance of mainstreaming biodiversity and ecosystem goods and services in the economy so that their full value is recognised, and their sustainable use is rewarded. The City of Ekurhuleni will continue to protect the natural environment and promote resource sustainability.

The Climate Change Response Strategy 2017 was developed as an overarching framework for all climate change actions and ambitions for the City of Ekurhuleni, and it further outlines the City’s climate action and targets for 2030. The process for the development of the City’s Green City Action Plan (GCAP) started in October 2020 and was finalised in May 2022 through the release of the final reports. The GCAP seeks to support the City in achieving its mitigation goals and create a roadmap that will aid Ekurhuleni to become a resilient and carbon-neutral city region by 2050. It aims to increase the pipeline of public and private

climate-related investments, which can be influenced by City-level policies and plans.

The City of Ekurhuleni views climate action as necessary to reduce greenhouse gas emissions and ensure that global warming is limited. This is imperative, as the impacts of climate change aftermath such as flash flooding, heatwaves, storms and drought continue to affect cities and vulnerable communities globally. The need to reduce emissions is a pressing one that requires an individual and systematic approach. The City of Ekurhuleni recognises the role cities should be playing in emissions reduction and has therefore committed itself to be carbon-neutral by 2050.

KEY PRINCIPLES

The City of Ekurhuleni seeks to apply the following principles as concerns climate change within the municipal area: Identify and reduce impacts to climate change:

• identify those sectors that may

be vulnerable to the impacts of climate change – e.g. energyintensive industries, agriculture and human settlements

• evaluate the risks associated with vulnerable sectors

• ensure that the risks are minimised by enhancing disaster management programmes and effective mitigation and adaptation strategies for those sectors

• reduce risk to flash flooding by improving stormwater management systems and rehabilitating/maintaining open areas to attenuate flood water.

Reduce greenhouse gas emissions through:

• the promotion of green technologies in the industry

• reduction of methane from landfill sites and agricultural sector

• the promotion of green building

• the promotion of public transport

• the promotion of alternative

energy production – i.e. solar, wind, biogas, etc.

Improve energy efficiency through:

• the promotion of green technologies in the industry

• the promotion of green building, solar technologies and alternative energy

• the promotion of public transport.

Improve water efficiency through:

• the promotion of green building, rainwater collection of flood attenuation on-site

• the better control of stormwater systems

• the promotion of water recycling technologies.

Reduce waste through:

• the promotion of reduce, reuse and recycling methods in order to reduce waste at landfill sites

• the promotion of waste exchange programmes between industries, manufacturers and businesses.

KEY COMMITMENTS

As a signatory to the Durban Adaptation Charter (COP17 Durban 2011), Ekurhuleni joined the international community in calling upon local and subnational governments to commit and upscale action to accelerate their adaptation efforts by committing to the following:

• mainstream adaptation as a key informant of all local government development planning

• understand climate risks through conducting impact and vulnerability assessments

• prepare and implement integrated, inclusive and longterm local adaptation strategies designed to reduce vulnerability

• ensure that adaptation strategies are aligned with mitigation strategies

• promote the use of adaptation that recognises the needs

of vulnerable communities and ensures sustainable local economic development

• prioritise the role of functioning ecosystems as core municipal green infrastructure

• seek the creation of direct access to funding opportunities

• develop an acceptable, robust, transparent, measurable, reportable and verifiable register

• promote multilevel and integrated governance and advocate for partnerships with subnational and national governments on local climate action

• promote partnerships at all levels and city-to-city cooperation and knowledge exchange.

Some of the initiatives the City is implementing as a response to climate change and adaptation include the harvesting of landfill gases as well as investigating the possibility of implementing alternative waste treatment technologies. Environmental education and public awareness are an integral part of sustainable development and an important part of a community’s understanding of the environmental impacts and how these relate to their actions.

The Ekurhuleni waste collection and minimisation strategy will be implemented to reduce waste in the landfill sites and to improve the cleanliness of the City. This will also include intensifying the recycling project. Air quality monitoring, rehabilitation of water bodies and compliance with standards for drinking water will be at the centre of the efforts to protect the natural environment.

The City will continue to provide/ upgrade where possible and maintain the different levels of parks to enable communities to have access to well-developed open spaces. This also involves reclaiming public spaces currently taken over by lawlessness, litter and neglect,

so that they may be places for all residents to enjoy once again. Water conservation, demand management and pollution prevention to protect the existing water resource capacity will be central to the agenda during the current term.

BURIAL SERVICES

The City has been able to seamlessly provide graves and burial services to the community. Upgrading of cemeteries took place in the various regions according to backlogs in development and infrastructure requirements. Additional land for cemetery development is constantly being investigated for all three the regions. The City is moving ahead with the process of digitalising its cemetery register. Work is in progress to expand the existing crematorium while exploring suitable land for a regional crematorium in Ekurhuleni. Maintaining sufficient burial space is a challenge in the municipal area due to increased competing needs for land use. In the majority of urban municipalities, especially the metropolitan areas, the older cemeteries that were initially considered large often run out of space for new burials and vacant land needed to extend the cemetery or to develop new cemeteries is scarce.

There is more demand for burial land because of increased population compounded by the scourge of HIV/AIDS, the Covid-19 outbreak and other lifestyle diseases, which have caused a spike in deaths. Rapid urbanisation in towns and cities is also resulting in fierce competition for well-located land. The majority of burials still use the old conventional, earthen grave methods. There is a constant challenge to educate the public and to encourage new alternatives.

Strategic Objective 5

To Create an Enabling Environment for Inclusive Growth and Job Creation

The success of the social and economic transformation agenda depends on the continuous renewal of social and technical infrastructure, which in turn requires the attraction and retention of investment. An enabling climate for investment is critical for economic growth and social development. For this reason, the City will continue to implement the 10-point economic plan, as part of the Gauteng Province Radical Economic Transformation Agenda, which will enable the City to create an enabling environment for sustainable economic growth and job creation.

The City will focus on providing the foundation to bringing in investment and jobs to the local economy and to improving the business environment by making it easier to do business within the municipality.

Building investor confidence and improvement in investor

relations will enhance the value proposition to domestic and foreign investment, which is crucial for a developmental state programme. Central to investment decision-making is re-engineering and optimising the investment transmission and decision-making mechanism by empowering the Ekurhuleni Investment Committee and DFC with preliminary decisionmaking delegated powers. An online investment facilitation system will be implemented to facilitate investment across sector departments.

2022/2027 CITY SCORECARD

Governing all of these strategic objectives, the City’s IDP performance scorecard will serve as a performance contract between the municipality and Ekurhuleni residents during the current term of Council 2022/23 to 2026/27. A set of communityfacing outcome indicators have been carefully selected

to demonstrate the City’s commitment toward inclusive community development. These indicators must be read together with the annual Service Delivery Budget an Implementation Plan, which provides detailed annual outputs to be measured toward the realisation of the IDP objectives. These indicators involve all municipal departments –covering areas that include finance, housing, service delivery, water and sanitation, city planning, infrastructure development, human resources, disaster management, information and communications technology, sports and recreation, and all other areas of municipal operation –and have defined set outcomes against which performance may be measured.

SOLUTION IMPLEMENTED USING PROJECT MANAGEMENT IDEOLOGIES

A SINGLE POINT OF CONTACT FOR REPORTING AND SERVICE ASSURANCE

ONGOING SUPPORT TO ENSURE THE EFFECTIVE MANAGEMENT OF INFORMATION RESOURCES

INDUSTRIES: GOVERNMENT, MINING, HEALTHCARE, TELECOMMUNICATIONS, CONSTRUCTION, MANUFACTURING AND SECURITY

MULTISECTORAL ICT EXPERTISE

Officially established in 2013, wholly South African owned business DNN Technologies provides value-added information and communications technology solutions and services. The company has delivered many successful projects over the years and continues to grow together alongside its customers.

As a BBBEE Level 1 company, DNN Solutions is 100% black owned, with 51% ownership by black women.

The various solutions offered by DNN effectively increase the business and organisational value of its clients through the provision of:

• ongoing support to ensure the effective management of information resources

• a single point of contact for all services

• a single point of contact for reporting and service assurance

• solutions implemented using project management ideologies.

STRIVING TO BE A MARKET LEADER

DNN Technologies aims to be the market leader in providing comprehensive integrated solutions tailored to the needs of specific industries on existing technologies. In order to do this, the company plans to continue growing its business within the SMME, large enterprise and public sector by formulating strategic alliances with technology vendors.

The company offers comprehensive solutions within an array of sectors and industries, which include government, mining, healthcare and life science, telecommunications, construction, manufacturing and security.

• Department of Public Works & Infrastructure: End-to-end ICT enterprise security infrastructure

• SITA: CCTV solution with IoT capabilities

• Mmamethlake Hospital: Cold room construction

• Gauteng Department of Cooperative Governance and Traditional Affairs: Data centre implementation

• Gauteng Department of Education: Printing solution

• Department of Women: LAN infrastructure support

• Phalaborwa Phutha Malatji Hospital: Solar energy and CCTV security solution

• Office of the Valuer-General: LAN infrastructure and server room

• Central Rand Gold Mine: Enterprise infrastructure support

• Redpath Mining: Cisco solutions and backup infrastructure.

DNN was also recently appointed by the City of Ekurhuleni for three-year projects entailing UTP Cabling, Fortinet & McAfee & Web Development (PHP). The company very much looks forward to delivering on this project to the satisfaction of the City.

• integrated and cost-effective solutions

• improved network reliability and resilience, through the use of fit-forpurpose technologies

The company’s list of clients is reflective of its expansive, multisectoral expertise. Some of the projects DNN has been involved in include:

+27

DNN Technologies is an ICT (information communications technology) firm specialising in consulting, IT infrastructure deployments, enterprise solutions, nextgeneration technologies, security solutions, biosecurity, as well as the supply of hardware and software.

(0)10 592 0093 www.dnntech.co.za

MANAGING RISK FOR EFFECTIVE GOVERNANCE

The City of Ekurhuleni recognises the importance of proactive risk management in achieving its objectives and ensuring effective governance and service delivery. By anticipating and mitigating potential obstacles and uncertainties, the municipality seeks to optimise its chances of success.

The City of Ekurhuleni acknowledges the inherent uncertainties and challenges that may arise in achieving the objectives set out in its Integrated Development Plan (IDP). It recognises that meeting these objectives within the planned timeframes and with the allocated resources is not without

potential obstacles. To address this, the City proactively embraces risk management as a means of providing reasonable assurance that its commitments will be successfully achieved.

Risk management is a vital process that enables the City to anticipate and mitigate potential causes

of uncertainty, impediments and obstacles that could hinder the realisation of its goals. By identifying and understanding these risks in advance, the City can develop appropriate measures and strategies to effectively manage and mitigate them.

As mandated by the Municipal Finance Management Act (MFMA), the City Manager is responsible for establishing and maintaining a comprehensive risk management system. This system ensures that potential risks are identified, assessed and managed across the municipality. By integrating risk management practices into its operations, the City aims to foster a proactive approach to addressing uncertainties and minimising their impact.

The adoption of a robust risk management framework enables the City of Ekurhuleni to enhance its overall governance and decision-making processes. It allows the municipality to take pre-emptive actions, allocate resources prudently and minimise potential disruptions that may arise. Furthermore, by actively managing risks, the City can improve its ability to deliver reliable services, maintain infrastructure effectively, and fulfil its commitments to the community. Through a proactive and systematic approach to risk management, the City of Ekurhuleni demonstrates its commitment to responsible and effective governance. By addressing potential impediments and obstacles head-on, the City strives to optimise its chances of successfully achieving its objectives as outlined in the IDP.

RISK PRIORITIES

The City characterises the strategic risks it faces into the priority levels and categories below.

HIGH PRIORITY

• People:

- Performance of human capital: Risks associated with the effectiveness and productivity of the City’s workforce, including the capability and performance of employees to deliver on their responsibilities.

- Availability of human capital: Risks related to the availability and adequacy of skilled personnel required to meet the City’s operational needs and strategic objectives.

• Liquidity:

- Revenue collection: Risks associated with the City’s ability to collect sufficient revenue to maintain adequate cash flow for daily operations, including the funding of essential services and infrastructure maintenance.

• Political:

- Stability of political leadership: Risks arising from uncertainties surrounding the stability and continuity of the City’s political leadership, which can impact decision-making processes and strategic direction.

• Projects:

- Timeliness and quality of project

delivery: Risks associated with the completion of committed projects within the expected timeframes and at the desired levels of quality, including factors such as delays, budget overruns, and resource constraints.

• Service Delivery :

- Adequacy of basic municipal services: Risks related to the City’s ability to deliver essential municipal services, such as water, sanitation, electricity, waste management, and transportation, at the expected levels of quality and efficiency.

• Infrastructure:

- Deterioration of municipal infrastructure: Risks pertaining to the deterioration or insufficient maintenance of the City’s infrastructure assets, which may lead to the inability to sustain the required levels of service delivery and meet the needs of the community.

MEDIUM-HIGH PRIORITY

• Revenue Generation:

- Uncertainty around generating adequate revenue: This risk encompasses the uncertainties associated with the City’s ability to generate sufficient revenue to meet its financial obligations and fund its operations, including the provision of services and infrastructure maintenance. Factors such as economic conditions, changes in tax policies, collection efficiency and external funding sources can contribute to uncertainty in revenue generation.

MEDIUM PRIORITY

• Economic:

- Regressive or slower-thananticipated local economic growth: Risks associated with internal and external factors that may hinder the growth and development of the local economy, impacting job creation, investment and overall economic well-being.

• Environment:

- Erosion and destruction of the local natural environment: Risks arising from direct human and industrial activities that may lead

to environmental degradation, pollution, loss of biodiversity and the depletion of natural resources.

• Social:

- Erosion of community social cohesion: Risks that can contribute to a decline in social cohesion within the community, including factors such as an increase in crime levels, limited accessibility to healthcare services, unmet demands for social infrastructure and services, degradation of heritage assets and a high housing backlog.

• Technology:

- Unavailability and dysfunction of ICT infrastructure and critical applications: Risks associated with the failure or inadequacy of information and communication technology infrastructure and critical applications, which may hinder business processes and the efficient delivery of services to the community.

LOW

• Governance:

- Uncertainty regarding the effectiveness of the City’s governance systems: Risks associated with the possibility that the existing governance systems may not adequately contribute to the financial and operational sustainability of the City, as well as hinder the achievement of performance targets.

• Covid-19:

- Uncertainty about the impact of Covid-19 on employee health and municipal operations: Risks related to the potential effects of the Covid-19 pandemic on the health and well-being of employees, as well as its impact on the

continuity and efficiency of municipal operations.

SETTING PRIORITIES STRAIGHT

The priority of the risks was specifically influenced by various factors detailed below.

1 State of the economy and load-shedding: The higher prevalence of load-shedding has impacted the municipality’s capacity to generate and collect revenue, which has implications for the financial sustainability of the City.

2 Economic and financial measures implemented: The municipality had to implement specific economic and financial measures to address the challenges posed by the state of the economy and load-shedding.

3 Strain on municipal infrastructure: The financial challenges faced by the City have resulted in insufficient maintenance of municipal infrastructure, compromising its condition and capacity to support service delivery.

4 Strain on sustaining municipal services: The City may experience difficulties in reliably sustaining some municipal services due to the financial challenges it faces.

5 Political events and decisionmaking effectiveness: The occurrence of political events, both within the City and at other peer municipalities, has had an impact on the effectiveness of decision-making processes, potentially affecting the City’s ability to address risks and make informed choices.

The City of Ekurhuleni’s Service Delivery and Budget Implementation Plan defines the appropriate risk response measures for the identified risks. This plan likely outlines the specific actions,

strategies and resources allocated to manage and mitigate the prioritised risks in alignment with the City’s objectives and available budget.

RISK PHILOSOPHY AND APPETITE

The City of Ekurhuleni adopts a riskaverse posture and aims to avoid negative outcomes associated with risks that may materialise. This risk appetite is influenced by several factors:

• Public engagement and service delivery mandates: The municipality directly engages with the public to determine service delivery priorities and needs. This level of engagement emphasises the municipality’s responsibility towards meeting the expectations of the community.

• Stewardship role: As the steward of Ekurhuleni, the municipality recognises its duty to execute the service delivery mandate effectively. This implies a cautious approach to risk-taking to fulfil its responsibilities and obligations.

• Avoidance of high losses: The municipality is unwilling to expose itself to significant losses – both financial and in other resources –that may arise from taking risks in delivering services. This emphasises the need to protect the City’s assets and ensure responsible resource management.

• Achievement of strategic objectives: The municipality is unwilling to compromise the achievement of its strategic objectives. This implies that risks should be managed in a way that aligns with the City’s overarching goals and aspirations.

It is important to note that this positioning does not mean that the municipality is entirely risk-averse. The City is willing to accept some level

of risk in pursuit of its service delivery mandate. However, this acceptance of risk is contingent on the nature of the risk and is limited to situations where the municipality has invested sufficient resources and effort to respond to the risk, either by reducing its likelihood or mitigating its impact.

By adopting a risk-averse approach while acknowledging the need to accept and manage certain risks, the City of Ekurhuleni aims to strike a balance between achieving its service delivery goals and ensuring responsible and effective risk management practices.

Accordingly, the municipality aims to respond to risk by generally attempting to reduce risk levels to acceptable levels. The City will escalate, as appropriate, and monitor areas of high residual risk exposure that remain unmitigated.

In particular, the City has no appetite for risks associated with the following:

• Incidences of fraud and corruption: The municipality is committed to preventing and addressing acts of fraud and corruption. It aims to safeguard its resources and maintain the trust and confidence of the public by actively working to minimise the occurrence and impact of fraudulent activities.

• Compromise of ethical values: The City places a strong emphasis

on upholding ethical values in its operations. It is unwilling to tolerate any actions or situations that compromise its ethical standards, as this could erode public trust and undermine the integrity of its governance.

• Non-compliance with applicable laws and regulations: The municipality is committed to compliance with relevant laws and regulations. It seeks to avoid any risks associated with non-compliance, recognising that adherence to legal requirements is essential for responsible governance and the delivery of effective services.

RISK MONITORING AND REVIEW

The City of Ekurhuleni acknowledges the importance of continuous monitoring of risks to ensure that appropriate risk responses are successfully implemented and aligned with the desired outcome objectives. The monitoring process will involve various key aspects that are listed below.

Key risk indicators: The status and performance of key risk indicators will be monitored to track and assess the level and impact of identified risks. These indicators serve as measurable metrics that provide insights into the potential occurrence and severity of risks.

Risk appetite levels: The monitoring process will also assess whether the risk appetite levels established by the municipality have been breached. This helps in evaluating whether risks are being managed within the predetermined thresholds and aligning with the risk appetite framework.

Progress of risk action plans: The extent of progress in implementing the risk action plans developed by management will be monitored against the defined time frames. This ensures that the identified actions and mitigation strategies are being executed in a timely manner and contributing to risk reduction.

Emergence of new risks and external factors: The monitoring activities will take into account any emerging internal or external factors that have the potential to impact the identified risks or give rise to new risks. This allows for proactive identification and assessment of evolving risks to ensure timely responses.

The monitoring activities mentioned above will be carried out on an ongoing basis and documented quarterly for reporting purposes. Regular monitoring and documentation of risk-related information enable the municipality to maintain awareness of the risk landscape, track progress and make informed decisions regarding risk management strategies and actions.

IN SUMMARY

Through a robust risk management framework, the City of Ekurhuleni demonstrates its commitment to responsible and effective governance. By addressing risks head-on and continuously monitoring them, the municipality can enhance decisionmaking, allocate resources wisely, and minimize disruptions. With a focus on public engagement, ethical values, and compliance, the City strikes a balance between risk aversion and the acceptance of necessary risks. By effectively managing risks, the City aims to deliver reliable services, maintain infrastructure, and achieve its strategic objectives while maintaining the trust and confidence of the community it serves.

PROFESSIONAL AFFILIATION

A member of South African Black Technical and Allied Careers Organisation (SABTACO) and Consulting Engineers South Africa (CESA)

CIVIL ENGINEERING CONSULTING AND PROJECT MANAGEMENT

• Pipeline (bulk and reticulation) Design

• Water Master Planning

• Township Services

• Schools, Clinics And Hospitals Services

• Industrial Services

• Water And Waste Treatment Plant Design

• Structural Design

• Pump Station And Reservoir Design

• Roads And Stormwater Design

• Waste Management

• Water Demand Management

BUSINESS PLANNING

PROJECT MANAGEMENT

SMALL BUSINESS DEVELOPMENT

CONTACT US:

Bartlett Lake Office Park, Unit 3, 170 Leith Road, Bartlett, Boksburg, 2198

info@kukhanyaprojects.co.za

+27 10 534 5553

www.kukhanyaprojects.co.za

KZN HEAD OFFICE

Sanhall Office Park, Unit 13-14, 1 Kirsty Close, Ballito, 4420

info@kukhanyaprojects.co.za

032 946 9023

SERVING THE PEOPLE

Headquartered in Ballito, KwaZulu-Natal, with its Gauteng offices located in Boksburg, Ekurhuleni, Kukhanya Projects looks to improve the lives of its fellow South Africans through the implementation of innovative, sustainable solutions in the built environment space.

Operating largely in Mpumalanga, Gauteng and KwaZulu-Natal, the 100% black-owned consulting firm is headed by managing director and company principal Mbongeni Mabuza, who has extensive local and international experience.

A GUIDING VISION

Kukhanya Projects’ vision is to be a leading company in bringing services within the infrastructure and built environment sphere to all citizens. Underpinned by quality and absolute professionalism, the company seeks to provide cost-effective and sustainable engineering solutions to its clients in the public and private sector.

The company’s expertise in the realm of project management is founded on the experience it has gained on projects of all scales – from small business development initiatives to interventions focused on the provision of services to informal settlements valued in the hundreds of millions of rand. No task is beyond solving.

Informing the company’s capabilities are a set of values that drive its

everyday operations. These are:

• upholding the integrity of societal values and the engineering doctrine

• acquiring and effectively transferring knowledge

• pursuing innovation

• rendering a world-class service

• ensuring relevance in every sense –to the company mission, to clients’ present-day challenges, and to improving the lives of all people.

KEY COMPETENCIES

In 2024, Kukhanya Projects will celebrate 10 years of delivering exceptional client service, while its team boasts over 50 years’ combined experience in project execution – from inception to handover stage – with a focus on quality, time management, cost-effectiveness and client satisfaction.

The company’s bread and butter is its exceptional civils project and programme management acumen. From conceptualisation to financials, training, implementation and everything in-between, every stage of a project is expertly accounted for and covered, leaving clients to focus on their daily operational concerns.

These proficiencies include procurement management, ensuring projects and tender documentation are specified correctly, and that the appropriate systems are in place to ensure adherence to the strictest tendering and purchasing processes.

CIVILS FOCUS AREAS

Kukhanya Projects has extensive experience in a vast array of civil engineering projects, with a scope of work that includes:

• prefeasibility and feasibility studies

• project/programme formulation, design and planning

• strategy formulation of sustenance in services provided to clients

• project inception reporting

• project design and documentation

• development of responsibility and management structures

• construction project management

• landfill design and management

• water demand management.

COMMUNITY WORK

Kukhanya Projects is also deeply involved in working towards helping and bettering communities – a recent example being the handover of a church building it funded and built for UVBCI church in Ngwavunga/Mbodla area near Jozini, KZN, which had stood incomplete for some seven years.

Whether working with the public or private sector – on civils projects that range from sanitation infrastructure to the building of schools – Kukhanya Projects is a valued partner that constantly seeks to improve South Africa’s built environment and further the economic emancipation of its populace. Through innovative solutions, sustainable development is possible.

Kukhanya Projects is a SANAS-accredited, Level 1 BBBEE consulting engineering firm focused on uplifting disadvantaged individuals, communities and upcoming businesses.

CREATING A CLEANER CITY THAT EMPOWERS COMMUNITIES

Waste management is a pressing issue in the City of Ekurhuleni, with the majority of households relying on refuse disposal services provided by the council, private companies, or community members. However, a significant portion still lacks access to proper waste removal, surpassing regional and national averages. The increasing demand for waste removal is closely tied to population growth, the establishment of new informal settlements and immigration, presenting both challenges and opportunities for the City.

RISING DEMAND FOR WASTE REMOVAL

The City of Ekurhuleni has experienced a surge in the demand for waste removal, driven by a combination of factors. First and foremost, Ekurhuleni’s population has been steadily increasing, resulting in greater waste production. Additionally, the establishment of new townships and the influx of immigrants seeking job opportunities have further intensified the demand for waste management services.

To address these challenges, the City has implemented a comprehensive waste management system across

all 112 wards, including the informal settlements. Through various operating models, waste collection services are efficiently delivered to more than 723 890 service points in formalised areas and over 170 000 households in 163 informal settlements. This expansive coverage ensures that residents have access to essential waste management services, contributing to a cleaner and healthier environment.

PROMOTING SAFE DISPOSAL AND RENEWAL OF TOWNSHIPS

In its commitment to promoting safe waste disposal and revitalising townships, Ekurhuleni has developed 13 public offloading areas strategically located throughout the municipal area. These designated sites – including Actonville, Atlasville, Brenthurst, Cloverdene, Daggafontein, Daveyton, Elspark, Geduld, Geluksdal, Heidelberg

The City of Ekurhuleni understands that waste management is not just about sustainability but also about driving economic growth.

Cllr Eunice Matloga, MMC for Waste Management Services and Environmental Resources, receives keys to the newly purchased waste compactor from Cllr Andile Mngwevu, MMC for Transport and Planning, at the City’s mechanical workshop in Germiston

Road, Katlehong and Minnebron –serve as convenient disposal points for residents.

Furthermore, the City has implemented key waste management operations to enhance efficiency and service delivery. This includes the introduction of a fixed collection calendar system, ensuring that waste is collected promptly and residents can plan accordingly. Additionally, a new organisational structure has been created, clearly defining responsibilities and refining processes to optimise waste management operations. These initiatives form a crucial part of Ekurhuleni’s commitment to providing a minimum service level of waste removal once a week for all residents, ensuring that no community is left behind in waste management efforts.

DIVERSE BUSINESS MODELS AND ECONOMIC EMPOWERMENT

The City of Ekurhuleni adopts various business models to ensure comprehensive waste management services throughout its jurisdiction. Waste collection services are rendered through a combination of in-house operations and collaborations with private contractors, with more than 674 385 service points benefiting from these partnerships.

Recognising the waste sector’s potential to contribute to township

IN THE NEWS

CITY BUYS FOUR NEW WASTE TRUCKS

The City of Ekurhuleni is geared up to address waste removal services bottlenecks across the region.

This follows the purchase of 12 new waste trucks, four of which were released on 20 June 2023. Eight more trucks will be delivered in July.

The City has budgeted R40 million towards the replenishing of the waste fleet. The new vehicles will include 10 rear-end loaders and two front-end loaders.

Cllr Eunice Matloga, MMC for Environment Resources and Waste Management Services, says the City is on course to normalise waste removal services in the municipal area. “We have purchased these waste trucks in order to address the backlog of waste removal in the city and also to strengthen our internal resources so as to reduce the reliance on service providers,” Matloga explains.

economic revitalisation, the City has implemented innovative approaches. To this end, Ekurhuleni appoints development contractors who work alongside community-based contractors to provide comprehensive refuse removal services. This economic intervention has yielded positive outcomes, creating 54 new entrepreneurs within the waste sector and generating 756 sustainable jobs over a five-year period. By empowering local businesses and individuals, Ekurhuleni not only addresses waste management challenges but also fosters economic growth and development within the township economy.

In addition to entrepreneurial opportunities, the City has gone a step further by establishing communitybased cooperatives empowered to render basic waste management services in the 163 informal settlements. With over 60 000 households benefitting from these cooperative efforts, this initiative not only improves waste management but also provides employment opportunities for local residents.

WASTE RECYCLING

The City of Ekurhuleni is committed to implementing an integrated waste management hierarchy, with a particular emphasis on waste

minimisation. Through pilot projects and public-private partnerships, the municipality has been focusing on waste sorting at the source in Tembisa and other township areas. These initiatives aim to revitalise the township economy by igniting local economic development through sustainable waste management practices.

Pioneering waste minimisation efforts

As part of its waste minimisation endeavours, the City has successfully diverted and recycled an average of 18% of waste from all landfill sites. The municipality has taken the lead in driving the recycling programme, actively involving community members. Selected individuals have received training, and their organisations have been cooperating with the municipalled waste minimisation programme. This collaboration between the municipality and community members not only promotes recycling but also supports community organisation, formalisation and public buy-in.

EXPANSION AND ROLL-OUT STRATEGY

To further expand and enhance the waste minimisation programme, the City has adopted the developmental

contractor model. This approach facilitates the establishment of recycling cooperatives and provides the necessary infrastructure, machinery and equipment. As part of this strategy, the municipality plans to develop public offloading facilities with offices, ensuring that the facilities are adequately equipped to meet operational requirements.

The developmental contractor’s role includes supplying balers, plastic granulators and other essential equipment to enable efficient waste processing. By centralising the delivery of recyclables at the public offloading facilities, the community-based contractors engaged through the developmental contractor can source and reclaim the recyclable materials, contributing to a more streamlined and effective recycling process.

SUSTAINABLE DEVELOPMENT AND ECONOMIC EMPOWERMENT

The waste minimisation programme in Ekurhuleni not only promotes environmental sustainability but also empowers the local economy. Through the establishment of recycling cooperatives, the programme creates opportunities for job creation and economic growth

within the township economy. These cooperatives – supported by the developmental contractor and equipped with the necessary infrastructure, machinery and equipment – play a vital role in driving the recycling initiatives at the community level.

Moreover, the programme’s emphasis on public-private partnerships, including the involvement of the European Union, highlights the City’s commitment to collaborating with external stakeholders to achieve sustainable waste management goals. This collaborative approach fosters knowledge exchange, innovation and financial support, ensuring the programme’s long-term viability and success.

The waste minimisation programme in Ekurhuleni demonstrates the City’s dedication to sustainable development and community empowerment through effective waste management practices and recycling initiatives.

IMPLEMENTING MEASURES TO ADDRESS CLIMATE CHANGE

In 2022, the City of Ekurhuleni and International Finance Corporation (IFC) finalised the Green City Action Plan, which seeks to prioritise policy and interventions in various sectors to aid in mitigating the effects of climate change.

In the waste sector, five priority measures are identified to improve the rate at which waste is disposed of at landfill. These are listed below, alongside the concomitant next steps for implementation.

1Composting: To advance the implementation of composting, a

comprehensive feasibility study is essential. This study will delve into various aspects, including the sources of garden waste, potential end-users of compost, available technologies and the indirect impacts of large-scale composting efforts. It is crucial to validate the quantity and quality of garden waste currently being disposed of in landfills while also identifying other waste streams that could complement the composting process. Additionally, the study should explore potential markets for the produced compost, whether for personal, municipal or commercial use. Detailed assessments of suitable technologies and viable business models should be conducted. Furthermore, it is important to assess any indirect consequences resulting from diverting garden waste from landfills, such as the potential impact on materials used for landfill management, such as capping and slope-stabilisation materials.

segregated collection at the household level would likely be necessary to ensure proper waste separation.

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generated from landfills. Additionally, it is necessary to develop a pricing scheme for landfill gas. An initial high-level tariff analysis, conducted by IFC in support of the Ekurhuleni Power Partners programme, revealed that landfill gas is currently not cost-competitive with grid electricity. However, it is important to consider landfill gas beyond its energy value alone. Factors such as the negative impact of flaring or the consequences of taking no action on landfill sites must also be taken into account. In this regard, exploring alternative funding sources linked to greenhouse gas emissions reduction (e.g. carbon tax reductions, carbon credits) could potentially be leveraged to enhance project feasibility and viability.

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Anaerobic digestion: Similar to composting, conducting a feasibility study is the subsequent step in implementing anaerobic digestion. This study should encompass a thorough evaluation of food waste sources, encompassing both domestic and commercial arisings. It is essential to determine the optimal locations, sizes and types of anaerobic digestion equipment for efficient implementation. Targeting commercial waste initially could be a practical approach, as these arisings generally exhibit lower levels of contamination. To address contamination concerns related to domestic waste, implementing

Materials recovery facilities (MRFs) and separation of recyclables: The effectiveness of MRFs greatly depends on the marketability of recycled materials. Further exploration is necessary to better understand market barriers, identify opportunities to address them, and enhance the value of end products. One approach is designing MRFs to minimise contamination in recyclable waste materials, instilling confidence in buyers regarding product quality. Additionally, integrating refuse-derived fuel pellets into waste-to-energy initiatives can provide an alternative fossil fuel source for manufacturing and industrial purposes. To move forward, conducting a feasibility study is crucial. This study should analyse the quantity of recyclable waste, evaluate technology options, explore potential business models, and consider other relevant factors. Developing new business models that incorporate the role of independent waste pickers, including clear separation of duties in conjunction with formal waste collection, can help avoid disputes. It is also important to establish logistical arrangements to facilitate the transport of recyclables from waste pickers to the MRF.

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Energy from landfill gas: The next phase involves conducting a feasibility report that encompasses an updated assessment of the quality, consistency and quantity of gas

5Waste-to-energy: In order to make informed decisions regarding technology selection and financing options for waste-to-energy projects, it is crucial to conduct or update feasibility studies. These studies should provide a comprehensive understanding of various factors, including waste quantities, waste characteristics (such as morphology and composition), moisture content, calorific value, seasonal variations, and trends and forecasts that may impact future waste generation. Additionally, it is essential to assess changes throughout the waste supply chain. By gathering and analysing this information, the City can make informed choices regarding waste-toenergy technologies and secure appropriate financing for the implementation of such projects.

SECURITY BEYOND EXPECTATIONS

Security is more than just a business requirement; it’s a matter of trust. That’s why MKH Security takes pride in providing clients with reliable, efficient and effective solutions. Whether you’re a small business owner or a large corporation, the company has the expertise and experience to meet your security needs.

By deploying a customer-oriented approach alongside the latest technologies, MKH Security Services delivers cost-effective and holistic security solutions that are tailored to meet clients’ individual needs. The company provides an array of security products and services across sectors ranging from residential to commercial, industrial, agricultural, mining and even events.

SERVICES OFFERED

Guards: Whether you need permanent security personnel or ad hoc arrangements, MKH Security’s highly trained guards provide an extra layer of protection. With their keen eyes and ears, they enhance community security by detecting unfamiliar activities and promptly reporting to the company’s control centre for immediate backup. Armed response: Customers can rest assured knowing that the MKH Security fleet of vehicles is equipped with advanced technology for automatic dispatch in emergencies, ensuring swift response times. Onboard camera systems provide valuable footage for threat identification, suspect recognition and crime-scene analysis, enabling the company to help fight crime more effectively.

Electronic alarm systems: The company specialises in installing state-of-the-art alarm systems that detect, determine and deter criminal activity or threats. With three components working seamlessly together, these systems provide reliable notifications for invasion burglaries or other emergencies, ensuring your safety. Tactical response: When it comes to tactical operations, the highly trained security professionals at MKH Security are at your service. Tactical teams, guided by experienced military leaders, offer proactive resolutions through armed officers and canine units. By mitigating risks, conducting investigations and offering close protection services, MKH Security is the ideal provider to safeguard your valuable assets.

Asset protection: The company can help you manage human traffic at your premises through the installation of access control and time management systems. With intercom systems that seamlessly integrate into your existing network infrastructure, communication is more efficient and security measures are enhanced.

Fire detection: The company provides advanced fire detection systems that can help you prevent, minimise and alert authorities about potential fire situations. Whether you choose conventional or addressable systems, MKH Security offers comprehensive solutions tailored to your specific needs. Electric fencing: From agricultural areas to wildlife reserves and perimeter security, the company provides electric fencing solutions that are highly

effective – at keeping intruders out or livestock in. With quick installation, minimised risk of injury and powerful deterrent capabilities, electric fences offer peace of mind.

TECHNOLOGIES

Biometrics: Utilise cutting-edge technology for secure identification and authentication. From fingerprints to facial images, iris and voice recognition, MKH Security installs systems that ensure only authorised individuals have access to restricted areas and sensitive data. CCTV: MKH Security provides innovative CCTV solutions that can include multisensor panoramic cameras, facial recognition, e-PoE for long-distance power and data transmission, and Smart Codec for improved encoding efficiency. With different product levels available, the company caters to diverse needs.

Access control: Integrate access control systems to track visitor movements and ensure site security. By programming access rights based on scheduled meetings, unauthorised entry is prevented. MKH Security can combine visitor management with access control for enhanced building security, protecting your employees and assets.

Alarm systems: Whether you need to rent, purchase or upgrade your burglar alarm system, the company offers quality installations, inspections and professional service. From compliant burglar/intruder alarm systems to CCTV for industrial, business and residential premises, MKH Security provides comprehensive alarm solutions.

Based in Kempton Park, Ekurhuleni, MKH Security Services is a proud Level 1 BBBEE security solutions provider committed to delivering top-quality service to keep you and your assets safe.

ELEVATING EKURHULENI THROUGH SERVICE DELIVERY

The mayor acknowledged the need to address the historical inequalities and challenges caused by apartheid and committed to delivering quality, equitable and sustainable services to the community.

Cllr Ngodwana outlined a comprehensive plan for the energy sector in Ekurhuleni, emphasising the need for diversified energy sources and enhanced electricity capacity to eliminate loadshedding and ensure reliable, affordable and sustainable electricity for all residents. To achieve this, the mayor emphasised the importance of upgrading and maintaining the electricity network, ensuring that the City’s electrical assets and infrastructure are well managed and resilient. This includes improving access to electricity, particularly in new

developments and informal settlements, as a means of promoting inclusivity and addressing historical disparities in service provision.

As part of the City’s commitment to addressing the needs of informal settlements, the mayor pledged to reblock and electrify an additional 12 settlements within the remaining term. This initiative aims to improve living conditions and provide basic services to residents in these areas, fostering a sense of dignity and empowerment.

COMBATTING CRIMINALITY

Ngodwana expressed a zero-tolerance approach towards individuals, organised systemic sabotage and syndicates that exploit the City’s resources for personal gain, both literally and figuratively.

This strong stance underscores the municipality’s determination to protect its assets and ensure uninterrupted power supply to residents.

To safeguard the City’s assets and infrastructure, the mayor stressed the importance of making them tamperproof, highly resistant to vandalism and, ultimately, crime-proof. By implementing security measures and investing in expertise and political will, the municipality aims to preserve its resources and prevent unauthorised interference, contributing to a stable and secure energy supply.

The mayor highlighted the accelerated implementation of smart metering systems as a key strategy to manage load control on residential and small commercial installations. These

In his 2023 State of the City Address, Executive Mayor Cllr Sivuyile Ngodwana emphasised the importance of sustainable basic services provision to the residents of Ekurhuleni, with particular focus on strengthening the resilience of water and energy supply.

advanced systems enable customers to better understand their energy consumption patterns, and load reduction can be automatically applied by smart systems, reducing non-essential loads. This promotes energy efficiency and helps residents manage their electricity usage effectively.

In recognition of the vital role played by industrial customers, the municipality intends to introduce load-shedding exemptions for qualifying industrial customers. This measure aims to ensure the continuity of supply for industries, safeguarding economic activities and revenue generation while still balancing the needs of all residents.

WATER

Mayor Ngodwana highlighted the need for the City of Ekurhuleni to reassess its approach to water sourcing and distribution, recognising the current heavy reliance on infrastructure provided by Rand Water. Recent events in the eastern part of the region demonstrated the vulnerabilities of this reliance, prompting the municipality to explore alternative ventures that can provide greater control and access to water resources.

Among the key concerns raised by the mayor were the ever-increasing tariffs imposed by Rand Water, which have a significant impact on the City’s operational budget. These escalating costs also place a burden on the taxpayers of Ekurhuleni.

In order to ensure a sustainable water supply and alleviate the strain on the budget, the municipality committed to implementing certain measures.

First, the mayor emphasised the importance of fixing water leaks, including addressing in-house leakages for indigent households. By reducing non-revenue water through the repair and maintenance of water leaks, the municipality aims to optimise the usage of available water resources and minimise wastage.

To enhance water security, the municipality has undertaken the task of completing and operationalising the 29 water reservoirs currently under construction. Ngodwana announced plans to prioritise the completion of nine of these reservoirs within the next 100 days

(around mid-August 2023). These reservoirs – including Crossings, Edelweiss, Masetchaba, Fairland, Olifantsfontein, Isando, Etwatwa, Palmridge, and Zulu/Xhosa – will bolster the City’s water infrastructure and contribute to a more reliable water supply.

Recognising the need for contingency measures during instances of water outages or interruptions, the municipality intends to build internal capacity in terms of water tankers. These tankers will be deployed strategically to mitigate the impact of water shortages and ensure that essential water services are maintained for residents.

The mayor also highlighted the significance of scaling up the rehabilitation of waste facilities, reticulation systems, and capacity expansion through the assignment of resources and funding to ERWAT (East Rand Water Care Company). Given the fast-growing population in Ekurhuleni, this proactive approach aims to meet the increasing demand for water services while ensuring the efficient management of wastewater and sewage. Lastly, the municipality will prioritise the maintenance of sewerage networks to minimise sewer spillages. This commitment aligns with the broader goal of improving environmental health and preserving the quality of water resources within the City.

IMPROVING RESPONSIVENESS

Ngodwana emphasised the importance of improving the City’s interaction with residents and customers to achieve the desired results and make a positive impact on society. Acknowledging the complaints received regarding the responsiveness to service delivery interruptions, the mayor identified the lack of communication as a significant concern. Specifically, residents and customers expressed dissatisfaction with the insufficient flow of critical information during service interruptions. To address this issue, the mayor outlined several measures to enhance communication and engagement with the community:

• Re-engineering the functionality of the City’s Call Centre: The municipality intends to revamp its Call Centre

operations to ensure efficient handling of inquiries and complaints from residents. By improving the functionality of the Call Centre, the City aims to enhance its responsiveness to service-related issues and provide prompt assistance to residents and customers.

• Integration with service departments: To streamline the communication process, the mayor stressed the need for improved integration between the Call Centre and various service departments. This integration will enable a seamless flow of information, allowing for better coordination and quicker resolutions to service interruptions.

• Implementation of service delivery standards: The municipality commits to enforcing service delivery standards to ensure consistent and reliable service provision. By establishing and adhering to these standards, the City aims to enhance the overall quality and efficiency of its services, thereby addressing residents’ concerns and expectations.

• Maintenance, repairs, and project monitoring through the Service Delivery Mayoral Outreach Programme: The mayor highlighted the importance of the Service Delivery Mayoral Outreach Programme, specifically focusing on maintenance, repairs, and project monitoring. This initiative aims to proactively address service-related issues by conducting regular site visits, monitoring ongoing projects, and ensuring the maintenance and repairs of infrastructure. By actively engaging with the community and monitoring service delivery, the municipality aims to identify and resolve issues in a timely manner.

COMMUNITY SAFETY

SECURITY DRIVES PROSPERITY

As noted by Executive Mayor Cllr Sivuyile Ngodwana, crime remains a major problem for the people of Ekurhuleni – much as it does for the rest of South Africa’s metropolitan areas. “This situation is not acceptable, and we need to ensure that we create a safe environment for our people. We must create an atmosphere in which everyone feels safe to move around without fear of being a victim of crime. We must bring an end to the scourge of illicit drugs in our communities.”

Indicating more than just rhetoric, the City has committed to prioritising the curbing of crime – not only by investing in localised law enforcement but also by enforcing by-laws (particularly in taverns and clubs), escalating the number of raids in undertaken, reclaiming hijacked buildings, ensuring greater police visibility and presence, deploying effective roadblocks around Ekurhuleni, as well as ensuring effective and continuous grass cutting

in high crime areas to improve visibility and eliminate easy hiding spots.

In this regard, the Ekurhuleni Metropolitan Police Department (EMPD) has been directed to intensify by-law enforcement, protect municipal infrastructure from vandalism as well as combat the theft of electricity cables, and arrest drug dealers who run amok within the city.

The mayor added that his administration would further upskill EMPD officers to deal with any scenario while also increasing the capacity of the department.

TACKLING GBV

“The issue of gender-based violence (GBV) continues to ravage our communities and we have no choice but to prioritise it. Central to our interventions is the prioritising of women when it comes to the benefits of economic emancipation, education of the police on gender justice, and the establishment of specialised law enforcement units to

deal with women and LGBTQI crimes,” Ngodwana explained. Units of skilled and experienced personnel are often over-burdened with workloads covering other forms of crime, which much be addressed through additional resources and capacitation. The City also aims to establish community spaces of safety in conjunction with NGOs committed to battling GBV, which should be equally well-resourced and run efficiently.

In addressing wider women’s issues, the mayor stated, “We must continue to aggressively engage public awareness and communication strategies and training interventions that are aimed at or directed towards positively changing social norms while ensuring access to female-specific healthcare and sexual reproductive healthcare in accordance with standards of universal healthcare coverage.” In addition, he shared that the City’s aims to provide free sanitary towels and alternative sanitary materials for women and girls.

The City of Ekurhuleni is committed to fostering a safer environment in which all may flourish. It is forging a path towards a safer and more inclusive community, where citizens feel secure and empowered.

Fostering a healthy, educated Ekurhuleni

Working towards a healthier Ekurhuleni, the City administration has allocated R1.37 billion for 2022/23 to ensure that primary healthcare facilities are staffed with well-trained professionals. R4 million has also been set aside for the acquisition of specialised medical equipment and tools, essential for delivering quality care.

To improve healthcare services, the City is set to launch a campaign dedicated to minimising health risks and effectively responding to emergencies. This initiative will involve building and capacitating clinics to operate 24/7, staffed with permanent doctors and health practitioners. One of the goals of this deployment is for these professionals not to be entirely passive – simply waiting for patients to visit their clinic – but to also develop proactive wardbased healthcare profiles. By doing so, the healthcare system will be more able to detect common diseases and develop the necessary mechanisms to prevent their spread before they reach crisis levels, as well as cater to the unique needs of individual wards.

Implementing the de-commodification of healthcare and establishing an

electronic healthcare data system that stores patient health history are crucial steps for the City of Ekurhuleni. Embracing new technology in healthcare provision is essential, as it offers opportunities to streamline administrative processes, reduce waiting times and minimise the need for physical interactions. By effectively implementing these innovations, the City can significantly enhance the efficiency of clinic and hospital operations, improve access to healthcare services, and reduce costs in the healthcare sector.

EDUCATION

In the realm of education, the City is reviving the Mayoral Bursary Scheme, allocating R15 million for the 2022/23 financial year. This initiative will support students from Ekurhuleni in pursuing higher education outside the city, providing them with access to diverse learning opportunities.

The City’s ambitions, however, extend beyond scholarships.

Active engagement with institutions of higher learning is underway to establish satellite campuses within Ekurhuleni, making it the idea place in which to

live, work, play and learn. While all of South Africa’s other metropolitan municipalities boast major universities, the City of Ekurhuleni currently lacks such a presence. It is the City’s firm resolve to rectify this and ensure that credible institutions of higher learning thrive within Ekurhuleni, empowering residents with accessible education.

In Executive Mayor Cllr Sivuyile Ngodwana’s 2023 State of the City Address, the mayor reiterated that the City would be lobbying national government to follow through on its promise to build the Ekurhuleni University of Technology and Science, which will be a STEM-focused tertiary institute catering to the growing demands of local industry and hightechnology sectors.

By bolstering the healthcare and education sectors, the City of Ekurhuleni is making strides toward a more equitable and prosperous future for all its residents. These initiatives demonstrate the City’s unwavering commitment to the well-being and development of the community.

As part of its drive to bolster social services for the people of Ekurhuleni, the City has committed to improving access to healthcare and education within the municipal area.

It’s a hat-trick!

The City of Ekurhuleni celebrates its third consecutive annual clean audit from the Auditor General for the 2021/22 financial year – being the first Gauteng metro to do so.

Aclean audit outcome is an affirmation of a wellfunctioning administration. It means that the financial statements do not contain material errors – in other words, a financially unqualified audit opinion, and there are no material findings on performance information and compliance with legislation.

“It is an honour to receive this outcome, which is very unique in the sense that many other municipalities have struggled to obtain clean audits. Three clean audits in a row demonstrate that we are not regressing in our efforts to run a clean government,” says City Manager Dr Imogen Mashazi.

“I wish to thank all key stakeholders who have made this possible and encourage all of them not to drop the ball as the success of local government in the country requires great financial prudence,” she

says, outlining that the road to this achievement has not been easy.

OPERATION CLEAN AUDIT

The City has always made it clear that of its key cornerstones is running a clean, financially stable, accountable and effective government. Operation Clean Audit is the special-purpose vehicle that was introduced to monitor the implementation of the Auditor General’s previous recommendations, and ensure that adequate systems for dealing with audit queries are in place.

The implementation of the action plan has always been underpinned by a framework that ensures governance structures are accountable to each other and to the community that they serve, and that the fraud and corruption reporting mechanisms and processes are functional.

“We have over the years created a stable administration with qualified personnel because one of the main

criticisms of local government has historically been the issue of employing unqualified staff to handle public finances and run the administration,” Mashazi explains, adding that a clean audit outcome is an outcome that enhances accountability in the public sector.

“This translates to the quality of our financial reports being credible and in compliance with all laws and regulations applicable.

RESTORING CONFIDENCE

“The clean audits we are receiving are clear proof that this City is committed to good governance, and they are a vital step to restoring the confidence of our citizens in this administration. This is an achievement that has not come easily, but it is a result of many sleepless nights and long hours,” says the accounting officer.

“We remain steadfast in our zerotolerance approach to non-adherence to deviation on established supply chain processes. This has proven extremely vital in the eradication of irregular, wasteful, fruitless and unauthorized expenditures in the metro,” explains Mashazi.

She commits that the metro will continue to work even harder to ensure more clean audits in the future.

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