Former President Nelson Mandela
DECARBONISING MUNICIPALITIES
Unlock the future with Tayarisha at the Wits School of Governance.
TThe Wits School of Governance proudly hosts Tayarisha, an initiative on digital governance established in 2021 at Wits University. As a hub for teaching, research, policy dialogue and outreach, Tayarisha addresses the challenges and opportunities of digitisation in the public sector, society and industry across Africa.
Why Tayarisha matters
Tayarisha operates at the intersection of government, business and society, focusing on regulation, public policy and ethics. By conducting rigorous research, providing top-tier education and fostering public debate, Tayarisha contributes to the public good.
Visit: https://www.wits.ac.za/tayarisha/
OUR INITIATIVE PROVIDES:
Governance perspective: Transforming government policies and service delivery through digitalisation.
Public policy perspective: Emphasising government-private sector and civil society relations and regulatory and ethical implications.
Socio-technical perspective: Examining social change and human behaviour in relation to technological development.
“Tayarisha connects, hosts and convenes experts and initiatives to advance digital transformation and anticipatory governance,” says Associate Professor Geci Karuri-Sebina, Tayarisha’s coordinator. “We aim to collaborate with Africa’s leading experts in digital governance and become the premier community of resources in this field.”
RESEARCH FOCUS AREAS
• Governing Digital Transformation
• Digital Policy, Legislation and Regulation
• Digital Public Systems, Services and Innovation
• Data Governance, Intelligence and Analytics
• Digital Rights and Development
• Digital Democracy and Participation
• Digital Trust, Ethics and Inclusion
• African Digital Futures and Anticipatory Governance
Tayarisha’s coordinator, Associate Professor Geci Karuri-Sebina.
South Africa, through the School of Governance (Wits University) and the National Department of Public Service and Administration (DPSA), will host the International Conference on Theory and Practice of Electronic Governance (ICEGOV) from 1-4 October 2024 in Pretoria. The conference theme is “Trust and Ethical Digital Governance for the World We Want.” For more information and to register, visit: www.icegov.org
Join us at Tayarisha to explore, innovate and lead in the digital governance space. Together, we can shape the future of digital transformation in Africa.
Do you dream of a more just and well-governed Africa? The Wits School of Governance can help you turn those dreams into reality. At Africa’s leading School of Governance, we offer a unique educational experience that combines rigorous academics with real-world practice. Make a difference: WSG is dedicated to developing future leaders who can tackle Africa’s most pressing governance challenges.
Expert academics: Learn from renowned academics and practitioners who are at the forefront of governance and policymaking research.
Diverse community: Network with experienced professionals from across the public and private sectors and civil society.
Flexible learning: Choose from a variety of programmes, including postgraduate degrees, executive short courses and online options to fit your needs and schedule.
Research focus: WSG’s research-led approach ensures your education is grounded in cutting-edge knowledge and real-world application.
Our programmes and executive education focus on public policy, development economics and governance and management. Whether you’re a seasoned professional or a recent graduate, WSG has an offering to help you achieve your goals.
We work closely with government and community-based organisations in South Africa and across the African continent to:
• Support national and local public policy development, governance frameworks and institutional arrangements
• Enhance management systems, mechanisms and modalities
• Help the public sector to strengthen service-delivery through skills, strategic planning, programme development and monitoring and evaluation
• Develop public finance capacity in almost all sectors of government
• Prepare our students to be global citizens while responding to local challenges
• Host several talks and debates on topics that directly affect us such as race relations, corruption, security and policy-related issues. S
Visit: www.wsg.ac.za
The Energy sector is in a dynamic transition that is constantly evolving, continuous learning is your key to sustainable growth and unrivaled success. Whether you’re already a qualified professional or aspiring to be one, keeping your skills up to date is non-negotiable
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Government
By Sipho Mosai, Group Chief Executive, Rand WaterSA’s 30 years of democracy have witnessed a parallel journey in digital transformation, by Boxfusion 44
Service
It
TTo those born after 1994, the impact and meaning of our democracy are very different to those who lived during apartheid and through democratic change. Life as we now know it was very different before 1994 and things we now take for granted were only provided to a select few.
Hospitals are being built and houses are provided for the poor. Life expectations have rapidly increased and the number of those who know their HIV status has increased while new infections decline. The Presidential Employment Stimulus and Youth Employment Programme have created more than 1.7-million work and livelihood opportunities and put more than one-million assistants into classrooms.
Like Madiba, we must keep moving, always forward, always onwards, towards the country of our dreams.
“We have made significant progress on measures to grow the economy, create jobs and reduce poverty. While we have set in motion the process of renewal and reform, there is more work to be done to see these reforms through to the end,” says President Ramaphosa (page 18).
He calls for South Africans to stand together against attempts to undermine the progressive realisation of everyone’s rights and against those who foment violence to divide South Africa and undermine democracy.
“As we move forward, let us remember that it is up to us, not anyone else, to determine the future of South Africa. We are not passive observers of our history. We are its authors. We are the builders of this country we call home.
“Like Madiba, we must keep moving, always forward, always onwards, towards the country of our dreams. Always believing that victory is certain.”
Our journey since 1994 has proved that we are a nation that inspires hope for a better tomorrow. We value our people and we strive for equal opportunities, prosperity and individual dignity.
We have zero tolerance for discrimination, sexism, racism and state-sponsored violence, things that were a norm in the past. Our unique experiences and diversity make us stronger as we work to build and fortify our nation (page 16).
Thirty years into democracy, what does the future hold for the public service? The principal of the National School of Government, Professor Busani Ngcaweni, urges public servants to use available information like the Census 2022 results to reflect on what has been achieved since 1994 and what needs to be done. The bigger question is whether we will be able to sustain the momentum as public servants.
“We cannot continue to bask in the glory of those who have achieved what is contained in the Census [2022 report] and not think about what we, as a generation of public administrators, will achieve,” he says (page 14).
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Firmly established as a leader in smart metering solutions in South Africa, with a multi-decade history, African Metering Solutions is at the forefront of creating bespoke solutions to meet a multiplicity of needs. This was displayed at Enlit 2024 with a live demo of its locally manufactured water and electricity meters.
AA proudly South African Level 1 black women-owned company, African Metering Solutions (AMS) has led innovation in metering, smart load and outage management, revenue recovery, revenue management, job creation, localisation and grid digitisation (smart infrastructure management), coupled with data analytics, AI, business intelligence (BI) and the enablement of small-scale embedded generation (SSEG).
At AMS, we pride ourselves on being adaptable and able to meet the diverse needs of private and commercial clients as well as municipal and government entities within the utilities and revenue recovery and management sectors.
We’ve assisted numerous (public and private) clients in reducing their operating expenditure, increasing their revenue recovery, protecting their assets, digitising their grid and improving their customer service.
We’re more than just metering AMS offers municipalities a solution that is integrated into the vending management system allowing for both remote and onsite access, tailored smart metering and communications solutions and a vending system for prepaid and postpaid vending to manage meters, tariffs and customers. As the solution is meter-agnostic you do not have to replace meters to use and benefit from the “one” platform.
With our leading-edge technology, we support many independent utilities and municipalities by configuring a solution that gives them
unique access, an exclusive management interface and a world-class mobile app for vending and customer interaction.
Our Johannesburg-located manufacturing facility is responsible for producing a variety of smart electricity and water meters bespoke to our client requirements and partnered with the latest technological innovations, from a team dedicated to building technology, who firmly believe in African solutions for African problems. Our smart water and electricity meters play a key role in safeguarding two of the most precious resources in South Africa; water and electricity!
At AMS, we pride ourselves on being adaptable and able to meet the diverse needs of private and commercial clients as well as municipal and government entities.
Our unique solutions incorporate innovative technology in the design and development of our smart meters. This enables utilisation
of our products in the battle to minimise water and electricity losses and maximise conservation and energy-saving efforts in Africa with the ability to recover revenue through postpaid and or prepaid vending for all clients.
The result of this is accurate customer readings, verified billing, maximum revenue recovery, reduced water and electricity losses and the enablement of infrastructure digitisation with maximum efficiency and satisfied customers.
AMS is the only local meter manufacturing facility with a recycling plant on premises. This enables our participation in the reduction of the negative environmental impact that industry has on our planet and keeps us active in the fight to save our natural resources and our planet and fosters local job creation.
electricity and water meter industry. Through a partnership with local informal traders, AMS has created economic opportunities for these traders in the collection of waste for recycling.
AMS holds multiple ISO certifications, NRCS approvals, ICASA certifications and is a member of the statutory organisations governing the utility’s industry.
AMS has exhibited directly at numerous conferences and shows in South Africa as well as indirectly through supporting AMS customers at exhibitions and expos in South Africa and numerous African countries. S S
AMS trains people local to our customers’ areas. We have a fully accredited training facility and are mobile training enabled as well. AMS holds multiple international OEM training accreditations and prides itself in creating sustainable local empowerment in the smart
To lead the utilities industry through superior and innovative products and services, maintain and increase our sustainable shareholder value and empower and uplift our employees and local communities.
We strive to deliver excellent services and products that improve community growth and quality of life in the communities we work in. We believe in empowering local communities, which in turn provides superior returns and stakeholder values.
AMS is able to provide Financed, Co-Financed and At-Risk Solutions to Municipalities to increase their Revenue Recovery of current, past and historical debt coupled with Customer Service Delivery and Management Systems to maximize local jobs creation, empowerment and tariff corrections with bill verification.
The Chemical Industries Education and Training Authority (CHIETA) welcomed the release of a groundbreaking research report mapping the way forward for “Identification of Skills Needs for the Hydrogen Economy”. This report, prepared for the Department of Higher Education and Training’s Labour Market Intelligence (LMI) Research Programme, addresses the critical skills requirements for South Africa’s transition to a green hydrogen economy. Minister of Higher Education, Science and Innovation, Dr Blade Nzimande, said the LMI, in response to the needs of the economy and the labour market, undertook a project to identify skills for the hydrogen economy. The hydrogen economy is expected to grow phenomenally in South Africa, and R319-million of the R1. 4-trillion of the Just Energy Transition investment plan has already been targeted for this sector.
The report identifies 138 new roles in the green hydrogen value chain, including engineers, technicians, tradespeople, specialists as well as managerial and elementary-level occupations.
The global hydrogen economy is experiencing rapid growth, with green hydrogen playing a crucial role in developing a sustainable energy future. Green hydrogen enables the decarbonisation of hard-to-abate sectors such as heavy-duty transport, cement, steel, mining, refineries, chemicals, agriculture and plastics.
In responding to the report, CHIETA will lead the establishment of a Centre of Specialisation for Green Hydrogen Skills to close the hydrogen skills gap and ensure South Africa has the 138 skills to grow the hydrogen economy.
CHIETA, the Mining Qualifications Authority and the Transport Education Training Authority will collaborate to establish this multimillion-dollar centre by 2025.
The report identified the three SETAs as central to the growth of the green hydrogen economy. The report added that 74 degree and diploma programmes are required for the hydrogen economy, 50 of which are already offered in South African institutions.
The plan towards fulfilling the promises of the National Health Insurance (NHI) will be a complex and unprecedented process that will necessitate extensive reorganisation of the healthcare sector. As such the experience for most South Africans will not meaningfully change for years to come with hopes having been raised of achieving Universal Health Coverage (UHC) through the NHI Act.
“There are various paths towards UHC and collaboration with private healthcare funders can bring the benefits of more equitable access to quality healthcare to millions more South Africans,” says Craig Comrie, chairperson of the Health Funders Association.
“The signing of the NHI Bill into law by President Ramaphosa will shape South Africa’s healthcare future, yet at present there is no threat to medical scheme members’ benefits as the implementation of the Act will be constrained by significant financial and structural constraints and complexities, not to mention legal challenges.
Benefit Options (LCBOs) and regular Prescribed Minimum Benefit reviews, real and lasting progress towards the goals of UHC could be made,” Comrie says.
“We remain concerned about the long-term implications of certain sections of the NHI Act and its ramifications for the quality of healthcare for all South Africans, the sustainability of the healthcare system, and by extension, the rights of patients to quality care.
“Until the NHI Fund and public healthcare system are ready to support quality, dignity-affirming healthcare, private health cover could offer an effective means of elevating the standards of care and extending access to millions more South Africans. With the finalisation of long-awaited regulations such as those on Low-Cost
“What is needed is for all in the healthcare sector to unite our efforts to build a workable integrated funding system incorporating multiple funding streams and collaborative engagement to benefit everyone in South Africa. There are workable alternative approaches which can achieve universal healthcare without compromising the freedom of individuals to choose how to fund their healthcare needs,” he notes.
“Where constitutional and other legal issues exist, we will take the necessary action to protect the constitutional rights of individuals and their medical scheme benefits,” Comrie says.
“The NHI Act in its current form will not achieve equity in healthcare and there are better ways to achieve the genuine objectives of Universal Health Coverage. We take the duty to protect access to quality healthcare in line with citizens’ constitutional rights very seriously and will not be deterred.”
PUBLIC FINANCIAL MANAGEMENT PERFORMANCE
Vital insights from a cross-continental group of public sector leaders and experts have shaped new research from the Association of Chartered Certified Accountants (ACCA) which highlights deficiencies and a route to stronger public service delivery.
The report, “Public Financial Management (PFM) Performance in Africa”, says that while PFM in Africa has significantly evolved over the last decades, the pace of reform continues to be challenged by systemic issues and deficiencies that undermine major investments from governments and development partners. It identifies four priority areas of support urgently needed to improve performance:
· Empowering effective coordination. This includes the need for key legislative and policy updates required to facilitate effective oversight, the institutionalised use of performance assessment tools and the improvement of inter-agency and inter-sector collaboration.
· Driving people development. To positively impact public service delivery, people need to develop to acquire a combination of specific soft, technical and ethical skills.
· Ensuring data integrity. The report recommends an impactfocused, as opposed to input-focused, approach to digitisation to ensure data integrity.
· Improving resource efficiency. Increasing transparency and improving internal control and audit processes were found to be fundamental in enabling the sustainable use of resources across the public sector in Africa.
Report author, Evelyn Isioye, Regional Lead, Policy and Insights – India & Africa at ACCA says, “This report not only highlights the
PREPARING TVET STUDENTS FOR THE FUTURE
TVET colleges play an important role in the science, technology and innovation landscape and the South African economy.
Acting Director-General of Science and Innovation, Daan du Toit, says, “TVET colleges play a critical role in society by offering hands-on training in various technical and vocational fields, including science-related studies. These institutions equip South Africans with the skills needed to revitalise traditional industries and seize new opportunities in digital technology and the green economy.”
The African Union declared 2024 the year of education, under the theme, “Educate an African fit for the 21st century: building resilient education systems for increased access to inclusive, lifelong, quality and relevant learning in Africa.” Embracing this theme, the department partnered with Tshwane South and North TVET colleges
critical factors hindering effective public finance reforms across Africa, but more importantly, sets out practical interventions that need to be prioritised to enhance performance. PFM systems vary across sampled countries, but we see a common theme of transformative impact in improving the quality of public service delivery in the region.”
ACCA Director for Africa, Jamil Ampomah, adds, “We believe that the accountancy profession plays a pivotal role in building strong PFM systems and achieving sustainable reform objectives. By building capacity and fostering collaboration between the public sector and relevant key stakeholders, we look to enable strong institutions and systems that optimise public sector delivery.”
accaglobal.com
to commemorate this year’s Africa Day, with representatives of several commissions from African countries attending.
Students were invited to visit the research facilities at the Council for Scientific and Industrial Research throughout the week, gaining insight into scientific advancements and their applications.
The main celebration focused on the pivotal role of TVET colleges in nurturing the next generation of innovators and entrepreneurs.
The event explored strategies for building the innovative, agile and adaptive society needed for Africa’s development.
Deputy Principal Registrar at the Tshwane South TVET College, Pontsho Mosoeu, called for the education sector to interrogate the TVET college curricula at to ensure alignment with the digital age and entrepreneurship. He emphasised the need to develop key partnerships for the TVET sector to thrive in the current environment.
Egna de Sousa, First Secretary at the Embassy of Angola in South Africa, said, “Let us capitalise on the most valuable resource we have at our disposal, the young people. Let us use the transformative power of academia as an instrument to raise the living standards of our people and create an inclusive and prosperous environment. Africa should not be perceived as a hindrance, but rather as a challenge, particularly in the realm of education and all forms of human expression. Because the Africa we want is not just a place, it is hearts and human minds.”
Statistics South Africa’s General Household Survey (GHS) 2023 providing comprehensive data on living conditions countrywide has been published. The survey offers valuable insights into service delivery, focusing on access to services, social development, education, health, housing, food security and agriculture.
The proportion of individuals benefiting from social grants increased from 12.8% (2003) to 30.9% (2019) and surged to 39.4% (2023) due to the Covid-19 Social Relief of Distress grant. Three out of 20 South Africans had access to a medical aid scheme in 2023, declining from 15.9% (2002) to 15.7% (2023).
The GHS 2023 tracks South Africa’s developmental progress and highlights areas where service delivery can be improved.
Significant progress has been made with the provision of basic services over the past two decades.
Formal dwellings increased from 73.5% (2002) to 83.5% (2023). Households that received a government housing subsidy increased from 5.6% (2002) to 13.8% (2023). Between 2002 and 2023, households with access to water off-site or on-site increased by 2.6% to 87%. Households with access to piped water in their dwellings increased from 40.4% to 45.2% and those with access to municipal water increased from 78.4% (2004) to 80.4% (2023) an increase of six-million households. Access to improved sanitation (flush and pit toilets with ventilation pipes) increased from 61.7% (2002) to 83.3% (2023). Almost 66% of households used flush toilets (up from 57.3% in 2002), while 17.3% used pit toilets with ventilation pipes (4.4% in 2002). Pit latrines without ventilation pipes decreased by 15.5% to 10% in 2023. Less than 1% of households did not have access to sanitation. While 45.3% of toilet facilities were in the dwelling, 50.5% were in the yard.
The Presidential Youth EmployThe government commemorates the 48th anniversary of Youth Month since the Soweto and other related uprisings by Actively Embracing the Socio-Economic Gains of Democracy. The 2024 Youth Month comes during a season where South Africans are also celebrating 30 years of freedom and democracy. South Africa is a developing country with a population of 62-million where a majority of its population is young and below the age of 34. What this translates to is that the youth population in South Africa is almost a third of the population, this includes 9.04-million males and 8.80-million females.
“A majority of young people in South Africa are confronted with the government’s triple challenges (poverty, unemployment, and inequality) as well as corruption with unemployment being a weighty burden facing the country’s youth, with adolescent girls and young women facing far more challenges,” said Minister Dlamini Zuma, Minister in the Presidency responsible for Women, Youth and Persons with Disabilities.
As part of government efforts to address youth unemployment, over 100 000 young South Africans between the ages of 15 and 34 years are placed in paid internships, apprenticeships, mentorship and
Access to mains electricity increased from 76.7% (2002) to 89.8%.
Houses with electricity as the main source of energy for cooking increased from 57.5% to 76.9%, while those that used paraffin decreased to 2.5% (from 16%), and wood or coal from 23% to 8.1%. Gas increased from 2.2% to 6.8%.
Houses with landlines decreased from 33.6% (2002) to 5%, and 96.1% owned at least one mobile phone in 2023. Access to the Internet through other means increased from 28% (2010) to 78.6% (2023) and through fixed lines at 10% between 2010 and 2021, increasing to 14.5% (2023). Households that did not receive any physical mail services increased from 9% (2002) to 56.6% (2023).
A total of 24.4% of households were happier than they were a decade ago, compared to 40.4% who were less happy.
entrepreneurship across the country through the Youth Employment Services (YES) programme.
In response to a call by the Presidential Youth Employment Initiative has identified several priority interventions to accelerate youth ways into the economy including the establishment of a National Pathway Management Network, to help with the delivery of agile workforce development, support for youth self-employment and enterprise in the township and rural economy, strengthening of workplace experience, and the National Youth Service programme. As part of government efforts to address youth unemployment, over 100 000 young South Africans between the ages of 15 and 34 years are placed in paid internships, apprenticeships, mentorship and entrepreneurship across the country through the Youth Employment Services (YES) programme. In response to a call by the Presidential Youth Employment Initiative to collaborate with various stakeholders. The government recently launched the South African National Service Institute in partnership with the SA National Defence Force an initiative aimed at addressing skills shortages in maritime, the ocean economy; engineering, construction and skills of the future, which includes Artificial Intelligence as well as defence and security.
The Minister of Trade, Industry and Competition, Ebrahim Patel, issued the following statement in May:
It has been a great honour to serve my country as a member of Cabinet for 15 years and three terms of office. I have advised the president that I will conclude my service in Cabinet at the end of this third term.
During the 15 years, the world changed significantly. I entered Cabinet in the wake of the 2008/09 global economic crisis, with the South African economy entering a recession.
In the period since then, the challenge of climate change has become more urgent, geopolitical tensions are sharper, volatility is now baked into economies and technological innovation and the rise of artificial intelligence is reshaping our world. During this period, we saw state capture locally and the fight against it, the biggest pandemic in 100 years leading to the deepest recession globally since World War II, war in Europe that led to food, fuel and fertilizer price spikes, continued conflict around the right of Palestinians to statehood and droughts, floods and unsettled weather patterns.
And yet, within this period we have seen considerable progress too, with careful navigation by firms and policymakers to get the economy back on a growth trajectory and jobs recovery.
The gains that were made and the successes recorded are the result of teamwork and the close-working relationship with social partners from both the business community and organised labour, members of Cabinet and the six deputy ministers with who I worked over the 15 years, as well as with colleagues from countries in Africa and other parts of the world.
Under the leadership of the president and the ANC, I am confident a solid foundation has been laid for the incoming administration and that the new Cabinet will unite South Africans and strengthen further a jobs-rich growth path.
After 15 years in Cabinet, I will relax a bit, reflect a lot and then look forward to serving our democracy in new and different ways.
Following the 2024 elections, the country’s seventh democratic parliament is established. Parliamentary spokesperson, Moloto Mothapo, said arrangements have been made for forming the new National Assembly (NA).
In democratic countries such as South Africa, parliament plays a crucial role in making legislation and holding the government to account.
“Under a proportional representation electoral system, members of parliament are elected to represent the people of the country and act as their voice. Parliament is accountable to the people of South Africa,” Mothapo said.
On 29 May, South Africans cast their votes in the seventh democratic election to determine which political parties and, for the first time, independent candidates, will represent them in parliament and the provincial legislatures.
Mothapo said as the legislative authority of the democratic republic, the NA must ensure a government by the people by choosing a president, providing a national forum for public consideration of issues, passing legislation and exercising oversight over the executive’s actions.
NA may be constituted with no fewer than 350 and no more than 400 members.
First sitting of the National Assembly
Before members of the NA perform their functions, they affirm faithfulness to the Republic and obedience of the Constitution, under Schedule 2 to the Constitution. The chief justice then presides over the election of the NA speaker, who presides over the deputy speaker election. The nation’s president is the last to be elected because the Assembly must be duly constituted to exercise its power to elect the president. The chief justice presides over the presidential election.
Once the president has assumed office, the cabinet must be appointed and the Opening of Parliament Address (OPA) date needs to be set. “The State of the Nation Address is held annually in February to outline the government’s plans and priorities for the year and report on the state of the nation. OPA marks the beginning of the new five-year parliamentary term – it is a platform where the government’s vision and priorities are presented, setting the tone for the legislative and administrative actions that will follow. It symbolises the functioning of the new parliament, reflecting the continuity and stability of governance,” Mothapo said.
– SAnews.gov.za
Many public servants have made an indelible mark in moving the country forward. They do this with the recognition that effective public service is a key cog in delivering services that improve the lives of citizens.
TThe principal of the National School of Government (NSG), Professor Busani Ngcaweni, says despite the many challenges facing the public service, public administration “is on an upward trajectory”.
As the country moves towards 30 years of democracy, Ngcaweni notes that despite some negative public sentiment on its efficacy, the public service has evolved a lot over the past 29 years. In the early years of democracy, government had a mammoth task of putting in place an inclusive public service to serve all South Africans, including setting up democratic institutions.
Ngcaweni describes the first public service, under former President Nelson Mandela, as “characterised by phenomenal growth and achievement”, adding that it was an intense period with rapid transformation. “We had to transform the character of the public service to serve more citizens. We had to transform and create one administration.” He says the second generation (from 2008 to 2004) in public administration was that of both elected and appointed officials who worked to consolidate the gains of the first administration.
Government, through public servants, worked hard to produce programmes that continue to benefit South Africans. “So, for
example, during that first 10 years of democracy, you see the consolidation and expansion of the social security system. They did not hire consulting firms to create that system. It was created by public administrators,” he adds.
It was during this time that the country hosted major conferences, such as the World Summit on Sustainable Development, the Organisation of African Unity (OAU) conference that led to the transformation of the then OAU into the African Union and the World Racism Conference.
“This redefined South Africa in the eyes of the global community and, of course, there were laws that were legislated and implemented such as the Employment Equity Act (Act 55 of 1998) and Black Economic Empowerment and we were beginning to see a major growth as well in terms of black people who were working formally in the labour market,” he says.
Highlights from the third administration, led by former President Thabo Mbeki, include preparations for the country to host the 2010 FIFA Soccer World Cup – backed by a growing economy. Public servants continued to offer innovative ways of delivering service to South Africans.
The fourth administration, under former President Jacob Zuma’s leadership, saw the World Cup being hosted on African soil for the first time. “This World Cup was prepared for by public servants. They worked on it, set up new institutions like the [National] Planning Commission and set up departments like the [Department of Performance] Monitoring and Evaluation,” adds Ngcaweni.
The global financial crisis in 2008 harmed the country’s economy. “There was a major reversal when we entered the period of care and maintenance for most of the problems of government.”
The fifth administration continued with care and maintenance and there “was a kind of turmoil in public administration during that period”.
“We ended up having State Capture and we had instability in many institutions of state and that took away the ability of public administrators to perform diligently.
“But there were still some good things that were happening, like Operation Phakisa during that period but the focus just changed, there was major disruption in terms of people being focused and we didn’t do as much to recover the lost ground in terms of the economy,” says Ngcaweni.
An initiative of government, Operation Phakisa was designed to fasttrack the implementation of solutions to critical development issues highlighted in the country’s National Development Plan (NDP). The NDP guides all government policy formulation and implementation.
The sixth administration is about rebuilding.
Thirty years into democracy, what does the future hold for the public service?
Ngcaweni’s assessment of the public service comes on the heels of the NSG having celebrated a decade of existence in October 2023. The milestone comes after the approval of the national framework towards the professionalisation of the public service.
In 2020/21, the NSG trained 12 000 people, today we are training 85 000 people and that change is because there is a national
movement to build state capacity and everyone in the public service must return to school,” says Ngcaweni.
He reiterated the importance of continuous learning among public servants. “Public servants must see themselves as pilots and cabin crew. For you to retain your licence as a crew member or to be in the cockpit, you must constantly return to the simulator because flight conditions are changing all the time.”
He notes that there are some aspects of the national framework towards the professionalisation of the public service that require the amendment of legislation. “Three pieces of legislation are currently in parliament for amendment to give effect to the framework – the Public Service Commission Bill, the Public Administration Management Amendment Bill and the Public Service Amendment Bill.”
On what constitutes good governance, Ngcaweni says, “It is about doing the right thing that serves the public even when no-one is watching you. It must have an impact on those you are serving.”
He adds that it is unethical for public servants to fail to deliver services when they have the means and resources. He is of the view that ethics can be taught and has emphasised the need for a national campaign.
Thirty years into democracy, what does the future hold for the public service? Ngcaweni urges public servants to use available information like the Census 2022 results to reflect on what has been achieved since 1994 and what needs to be done. The bigger question is whether we will be able to sustain the momentum as public servants.
“We cannot continue to bask in the glory of those who have achieved what is contained in the Census [2022 report] and not think about what we, as a generation of public administrators, will achieve,” he concludes. S
South Africa has made significant strides since achieving freedom 30 years ago, thanks to its human rights-driven constitutional dispensation. This has translated into sound governance and impactful programmes that improve citizens’ lives.
By Mawande Ndongeni*TTo those born after 1994, the impact and meaning of our democracy are very different to those who lived during apartheid and through democratic change. Life as we now know it was very different before 1994 and things we now take for granted were only provided to a select few.
For example, the range of social programmes and services which have been implemented, such as family planning, and pre- and postnatal care interventions have resulted in a notable decrease in infant mortality. Our funding in education has changed lives and brought hope and prosperity. While we can easily quantify the number of people who have benefited from these services, it is impossible
to measure the profound impact these programmes have had on ordinary people.
On the international front, our nation is committed to improving humanity and the lives of people. We are renowned for our diplomatic endeavours in resolving disputes through dialogue, as well as our participation in peacekeeping missions. Furthermore, South Africa has extended aid and assistance to those affected by natural disasters and unforeseen events around the globe.
Our journey since 1994 has proved that we are a nation that inspires hope for a better tomorrow.
Despite our many successes since 1994, we are not immune to the challenges faced in the world. The country is currently grappling with economic hardships caused by the rapidly changing geopolitical landscape and armed conflicts that have impacted global trade and economies across the world. Despite these setbacks, South Africa remains committed to finding long-term solutions, securing a brighter future for future generations and improving relations with its international partners.
In terms of economic trade, South Africa achieved a momentous feat in 2024 by successfully sending its first shipment of products under the African Continental Free Trade Area. This historic agreement has established the most extensive free trade region in the world and is a significant step towards achieving Agenda 2063.
The potential of South African goods and services reaching a market of over one-billion individuals is enormous and could revolutionise the economic landscape for South Africans, across the continent and the world. From raw and unprocessed resources to advanced and contemporary products and services, this is a crucial catalyst for South Africa’s growth and progress.
Our journey since 1994 has proved that we are a nation that inspires hope for a better tomorrow. We value our people and we strive for equal opportunities, prosperity and individual dignity. We have zero tolerance for discrimination, sexism, racism and state-sponsored violence, things that were a norm in the past. Our unique experiences and diversity make us stronger as we work to build and fortify our nation. S
*Mawande Ndongeni works at GCIS: Programme Support.
President Ramaphosa touched on the 30 years of a democratic South Africa in his 2024 SONA.
By Marianne MertenI“It is this dream, of a free and united people, that is woven into our democratic Constitution. It is this Constitution that has guided our collective efforts over the last three decades to fundamentally change our country for the better, and it must stand at the centre of the work we do now to build a better life for all.”
The benefits for Tintswalo* include free healthcare, no-fee schools with feeding schemes that ensure nutrition for nine-million learners, social grants paid monthly to 26-million South Africans, free tertiary education, employment equity and black economic empowerment.
Signalling his intention to implement the National Health Insurance – organised business and others recently asked that the controversial Bill be referred back to parliament – Ramaphosa said his administration would “incrementally implement the NHI” to deal with financing and more.
Like Madiba, we must keep moving, always forward, always onwards, towards the country of our dreams.
This was his cue to tack into his five-year administration and the challenges it faced, from Covid-19 to increased oil and gas prices due to the Russian invasion of Ukraine.
“The last five years has been a time of recovery, rebuilding and renewal. We have had to revitalise our economy after more than a decade of poor economic performance. We have had to rebuild our public institutions after the era of State Capture.”
According to Ramaphosa, that’s exactly what his administration has done. Hospitals are being built and houses are provided for the poor. Life expectations have rapidly increased and the number of those who know their HIV status has increased while new infections decline. The Presidential Employment Stimulus and Youth Employment Programme have created more than 1.7-million work and livelihood opportunities and put more than one-million assistants into classrooms.
*TINTSWALO, DEMOCRACY’S CHILD
Tintswalo grew up in a society that was the total opposite from the South Africa her parents knew. She is one of the first recipients of free health care. Thirty years ago, Tintswalo lived in a house provided by the state with access to water and electricity.
“We have laid a foundation for growth through far-reaching economic reforms, an ambitious investment drive and an infrastructure programme that is starting to yield results.
“Companies continue to invest, thousands of hectares of farmland are being planted, new factories are being opened and production is being expanded.”
Styling his administration as one of rebuilding, revitalising and renewal, Ramaphosa did not gloss over challenges, but contextualised them as work in progress.
On the electricity front, regulatory reform would continue and 14 000km of new transmission lines were built. Elsewhere, plans were underway to resolve the freight and rail logistics crisis.
“In the past year, we have come together with social partners to end loadshedding, address the challenges in the logistics sector, tackle crime and corruption and accelerate job creation.
“This is the South African way of building a social compact working together on tangible issues, and it will be the key to building a new society in the years to come,” Ramaphosa said.
“We have made significant progress on measures to grow the economy, create jobs and reduce poverty. While we have set in motion the process of renewal and reform, there is more work to be done to see these reforms through to the end. We will see through the work underway with our partners to end loadshedding and revive the performance of our ports and rail network.”
He called for South Africans to stand together against attempts to undermine the progressive realisation of everyone’s rights and against those who foment violence to divide South Africa and undermine democracy.
“As we move forward, let us remember that it is up to us, not anyone else, to determine the future of South Africa. We are not passive observers of our history. We are its authors. We are the builders of this country we call home.
“Like Madiba, we must keep moving, always forward, always onwards, towards the country of our dreams. Always believing that victory is certain,” concluded Ramaphosa. S
Despite an uphill battle over the last three decades, South Africa has successfully stayed the course of building a democratic society since the end of apartheid, says President Cyril Ramaphosa.
“We have cast off the tyranny of apartheid and built a democratic state based on the will of the people,” President Ramaphosa says, acknowledging that the country has established strong institutions to protect the fundamental freedoms and human rights of all people.
“We have transformed the lives of millions of South Africans, providing the necessities of life and creating opportunities that never existed before.”
Government, he says, has enabled the creation of a diverse economy whose minerals, agricultural products and manufactured goods reach every corner of the world, while creating jobs in South Africa.
“As a country, we have returned to the community of nations, extending a hand of peace and friendship to all countries and all peoples.
“We have endured times of great difficulty when the strength of our constitutional democracy has been severely tested. There have been times when events beyond our borders have held back our progress.
“The global financial crisis of 2007 and 2008 brought to an end a decade of strong growth and faster job creation,” President Ramaphosa says.
The president says that South Africa’s policies and programmes have, over 30 years, lifted millions of people out of dire poverty.
“Today, fewer South Africans go hungry and fewer live in poverty. In 1993, South Africa faced a significant poverty challenge, with 71.1% of its population living in poverty. However, under the democratic government, there has been a consistent decline in these numbers.
“By 2010, the poverty rate had dropped to 60.9%, and it continued to decrease, reaching 55.5% in 2020, as reported by the World Bank. This progress has been made possible by extensive support to those in society who need it most.”
Five years ago, government introduced a further measure to tackle poverty by introducing the National Minimum Wage.
“The decision by key role-players, being business and labour and communities, to introduce the minimum wage immediately raised the wages of over six-million workers.”
Social support
During the Covid pandemic, government introduced the Special Social Relief of Distress (SRD) Grant, which currently reaches some nine-million unemployed people every month.
“We have seen the benefits of this grant and will extend it and improve it as the next step towards income support for the unemployed. These grants and subsidies do much more than give people what they need to live. They are an investment in the future.
“Social assistance has been shown to increase school enrolment and attendance, lower drop-out rates and improve the pass rate. South Africans are living longer than ever before. Life expectancy has increased from 54 years in 2003 to 65 years in 2023.
“Maternal and infant deaths have declined dramatically. We have built more hospitals and clinics, especially in poor areas, providing better-quality care to more South Africans.
“Today, 95% of persons diagnosed with HIV know their status; 79% of those receive antiretroviral treatment and 93% of those are virally suppressed. New HIV infections among young people have declined significantly,” Ramaphosa says.
He acknowledges efforts to improve access to quality healthcare through the National Health Insurance (NHI).
“The NHI will provide free healthcare at the point of care for all South Africans, whether in public or private health facilities. We plan to incrementally implement the NHI, dealing with issues like health system financing, the health workforce, medical products, vaccines and technologies as well as health information systems.”
One of the most impactful achievements in the first three decades of freedom has been in providing homes to the people.
“Today, nearly nine out of every 10 households live in a formal dwelling. Where there were once shacks and mud houses, there are now homes of brick and mortar. These are homes that have water to drink and wash and electricity for lighting and cooking.
“At the end of apartheid, only six out of 10 people had access to clean drinking water. Today, that figure has increased to nine out of 10 South Africans. We are working to ensure that subsidised housing is located close to work, education and services.”
Broadly, South Africa now exports almost half its agricultural products in value terms. In 2022, South Africa’s agricultural exports reached a record $12.8-billion.
By Wandile Sihlobo*
TThere are divergent views about the effectiveness and extent to which South Africa’s agricultural policies have been implemented. Regardless of how experts feel about the capacity of the state and the policy stance of the South African government since the dawn of democracy, the one undeniable fact is that the sector has grown tremendously. Data from the Department of Agriculture, Land Reform and Rural Development show that domestic agricultural output in 2022/23 was twice as much as in 1993/94.
Whether this growth has been inclusive and transformative is a question I will return to later in this piece. For now, it’s important to emphasise the growth of the industry and the drivers of its expansion. Significantly, this expansion was not driven by a few sectors but has been widespread – livestock, horticulture and field crops have all seen strong growth over this period.
Of course, the production of some crops, most notably wheat and sorghum, has declined over time. This, however, had a lot to do with changes in agro-ecological conditions and falling demand in the case of sorghum, not policies.
These higher production levels have been underpinned, mainly by adopting new production technologies, better farming skills, growing demand (locally and globally) and progressive trade policy. The private sector has played a major role in this progress.
I use the words “progressive trade policy” solely to highlight South Africa’s standing in global agriculture. South Africa was the world’s 32nd-largest agricultural exporter in 2022 – the only African country within the world’s top 40 largest agricultural exporters in value terms. This is according to data from Trade Map.
This was made possible by a range of international trading agreements the South African government secured over the past decades. Africa and Europe now account for about two-thirds of
South Africa’s agricultural exports. Asia is also an important market for South Africa’s agricultural exports.
The agricultural subsectors that have primarily enjoyed this progress in exports are horticulture (and wine) and grains.
The increase in agricultural output is why South Africa is now ranked 59th out of 113 countries in the Global Food Security Index, making it the most food-secure in Sub-Saharan Africa. I recognise that boasting about this ranking when millions of South Africans go to bed hungry every day may ring hollow, as I pointed out at a few presentations where I cited these statistics.
However, it is essential to note that the lack of access to food that most South Africans face is due to the income poverty challenge rather than lack of availability due to low agricultural output, as is the case in other parts of Africa. We need to ensure that there is employment and that households have sufficient income.
We must remember that the Global Food Security Index balances the four elements (affordability, availability, quality and safety) to arrive at a rating and covers matters at a broad national level. In this regard, South Africa produces enough food to fill the shelves of supermarkets with high-quality products but still has a long way to go in addressing household food insecurity, as many households cannot afford the food that is available in a way that meets their nutritional demands. This is a topic for another day.
Earlier on, I noted that the consensus on agricultural growth is at variance with the diversity and sometimes polarising views around the extent to which this growth is sustainable, inclusive and
transformative. The gains we’ve seen in agricultural production over the past two decades have not been equitably distributed across the agricultural industry. Specifically, the growth in the agricultural sector has been restricted to organised commercial agriculture, sometimes at the expense of a distinct but heterogeneous cohort of farmers in South Africa.
As I argued in my recent book, A Country of Two Agricultures, “Nearly three decades after the dawn of democracy, South Africa has remained a country of ‘two agricultures’. On the one hand, we have a subsistence, primarily non-commercial and black farming segment; on the other, we have predominantly commercial and white farmers.”
The book adds, “The democratic government’s corrective policies and programmes to unify the sector and build an inclusive agricultural economy have suffered failures since 1994. The private sector has also not provided many successful partnership programmes to foster the inclusion of black farmers in commercial production at scale.
“It is no surprise that institutions such as the National Agricultural Marketing Council estimate that black farmers account for less than 10% on average of commercial agricultural production in South Africa. This lacklustre performance by black farmers in commercial agriculture cannot be blamed solely on historical legacies.”
While this paints a bleak picture of transformation in the agricultural sector, what we can also not ignore is the anecdotal evidence pointing to the rise of black farmers in some corners of South Africa. We see this in field crops, horticulture and livestock in the Free State, Western Cape, Eastern Cape and other regions.
Even with the adoption of technology that catalyses agricultural productivity improvements, employment in South Africa’s agriculture industry has remained robust. For example, about 922 000 people were employed in the industry in 1994, according to data from Statistics South Africa. This is both seasonal and permanent labour. While the share of seasonal and regular labour changed over time, the broad conditions remained vibrant. In the third quarter of 2023, about 956 000 people were working in primary agriculture, a 4% increase from 1994.
As South Africa moves forward, let’s always be mindful of the progress that has been made in boosting our agricultural fortunes. And in the quest to grow and be more inclusive, we should be vigilant of the unintended consequences of the policies we seek to implement. Equally, we must never be complacent with the dualism we continue to see in South Africa’s agricultural sector.
The task, then, is how to grow South Africa’s agricultural sector more inclusively and transformatively.
This will need the private sector (organised agriculture groups and agribusinesses, etc) and the government to craft a common vision for the sector with clear rules of engagement and monitoring systems. This can build on the work of the National Development Plan (Chapter Six to be specific), the Agriculture and Agroprocessing Master Plan, the Land Reform Agency (yet to be launched by government) and other progressive programmes and policies available to the nation. S
*Wandile Sihlobo is chief economist at the Agricultural Business Chamber of SA and author of A Country of Two Agricultures.
Service speaks to the Principal Executive Officer and CEO of the National Fund for Municipal Workers, Dr Leslie Ndawana, about the success that he and the Fund have achieved through serving the lives of others.
Leslie, Service has spoken to you a few times before. Please explain to our new readers who the National Fund for Municipal Workers (NFMW) is and what the Fund does.
The National Fund for Municipal Workers is the largest fund, by membership, in local government dedicated to serving our more than 56 000 municipal employees and councillors across South Africa.
Our primary goal is to manage and grow our members’ investment to ensure a secure retirement; in addition, we also provide risk benefits, payable in the case of a member’s disability or death.
As part of our holistic member wellness approach, we offer free financial planning services and wellness programmes to ensure our members’ long-term financial security and psychological well-being. Our vision, aiming to positively impact the lives of our members, their families and communities, today and tomorrow, is deeply rooted in supporting municipal workers and their families by contributing to their prosperity, well-being and financial security.
Congratulations on being conferred with a professional doctorate in “Leadership in Investments” by the European International University. Please tell us more.
Thank you for your kind words. Receiving the professional doctorate was indeed a significant milestone in my professional journey. This terminal/doctoral degree serves as a testament to my ability to apply expert knowledge in leadership and investments to practically address real-life challenges.
Through continuous professional development, I have developed in-depth understanding of investment strategies, risk management and application of leadership principles within the financial services industry, particularly retirement funds and asset management industries. This comprehensive knowledge has uniquely equipped
our leadership team to lead the NFMW effectively to navigate the complexities of today’s business and investment landscape.
In 2020, you aimed to transform the lives of the NFMW members, employees, communities and broader society. Please outline your work, challenges faced and achievements made regarding this stated objective.
Since 2020, our unwavering commitment at the NFMW has been dedicated to transforming the lives of our members, employees, communities and broader society. This journey has presented both formidable challenges and rewarding opportunities. Through meticulous planning and execution, we instituted initiatives to enhance our member value proposition and optimise operational efficiency. Despite obstacles such as the global pandemic, uncertain economic backdrop, evolving regulatory landscapes and municipal challenges, we have made remarkable progress in advancing our mission. Notably, we have refined our member communication channels, streamlined operational processes and implemented sustainable investment strategies that yield positive returns for our members and
2023/2024
contribute to socioeconomic advancement. These efforts underscore our steadfast commitment to delivering tangible, lasting impacts that resonate across our membership base and the communities we serve.
Our unwavering commitment at the NFMW has been dedicated to transforming the lives of our members, employees, communities and broader society.
Please expand on the “experience, learn, apply and impact lives” iteration in which you are consistently involved in.
The “experience, learn, apply and impact lives” iteration encapsulates my personal and professional ethos. I firmly believe in continuous learning, seeking new experiences, learning from such experiences, and applying the knowledge gained to make a positive impact on the lives of others. My passion lies in contributing to society’s attainment of desirable retirement outcomes and positively impacting lives. I strive to create meaningful change that enhances the well-being of individuals and our communities.
The NFMW has recently surpassed the R30-billion mark in assets under management. Please detail this outstanding achievement.
The NFMW’s total assets under management surpassing R30-billion signalled a significant increase of almost 100% since our impact investing journey began in 2020. Achieving this milestone is a testament to the collective efforts of our team at the NFMW. It underscores our commitment to prudent financial management and sound investment practices. This achievement reflects the trust placed in us by our members and positions us as a significant player in the financial services industry. Moving forward, we are dedicated to safeguarding and growing our members’ assets to secure their futures financially.
Please outline the changes within the South African local government retirement funds space that the NFMW has navigated with you at its helm.
As the Principal Executive Officer and Chief Executive Officer of the NFMW, I have been privileged to work alongside a dedicated Board of Trustees whose guidance and support have been instrumental in navigating the changes within the South African local government retirement funds space and in the broader retirement funds space. Together, we have adeptly managed various challenges, including regulatory reforms, market dynamics and evolving member needs. By leveraging the collective expertise and strategic vision of our Board, we have implemented initiatives to enhance member value, ensure regulatory compliance and adapt to shifting market conditions. Our collaborative efforts have positioned the NFMW as a trusted custodian of our members’ retirement assets, committed to safeguarding their financial futures while driving sustainable growth and prosperity.
You have also led the transformation of NFMW’s investment approach towards impact investing. What is impact investing? Impact investing is a powerful approach to investment that seeks to generate positive, measurable social and environmental impact alongside financial returns. At the NFMW, we recognise the potential of impact investing to address pressing societal challenges while delivering sustainable financial returns for our members.
Under the current collective leadership, we have successfully implemented impact investing as a core component of our investment strategy. This involves identifying investment opportunities that generate financial returns and create meaningful social and environmental benefits.
As of 31 December 2023, the Fund had invested (deployed and committed capital) R3.8-billion, representing about 12% of the Fund’s total assets, in alternative assets that have a direct and positive effect on sustainable economic development. These diversified alternative assets portfolio has returned approximately 11.9%, beating all asset classes over the last five years to 31 December 2023. By leveraging our capital for positive change, we are not only fulfilling our fiduciary duty to our members but also contributing to the advancement of society as a whole. S
Dr Leslie Ndawana, Principal Officer and CEO, NFMW.
Municipal bulk services, which encompass a variety of essential functions provided by local governments, have varying levels of carbon intensity.
By Llewellyn van Wyk, B. ARCH; MSC (Applied), Urban AnalystMMunicipal services often rely on electricity for operations such as street lighting, water reticulation and treatment, sewage reticulation and treatment, transportation management systems as well as waste collection, treatment and disposal.
The carbon intensity of these services depends on the energy sources used. Electricity generated from fossil fuels (such as coal or natural gas) tends to be more carbon-intensive due to the associated carbon dioxide (CO2) emissions during power production. Some municipalities have however prioritised renewable energy sources (like wind, solar or hydroelectric power) to reduce their carbon footprint.
Carbon intensity is a measure of how clean electricity is. It measures how many grams of carbon dioxide (CO2) are released to produce a kilowatt hour (kWh) of electricity.[i] Electricity that’s generated using fossil fuels is more carbon intensive, as the process by which it’s generated creates CO2 emissions.
Municipal waste services, including collection, disposal and recycling, contribute to carbon emissions. Collection trucks, landfill operations and waste incineration all release greenhouse gases.
Efforts to improve waste management practices, such as recycling and composting, can mitigate the carbon impact. Municipal waste management can vary significantly in its carbon intensity depending on the methods employed for collection, transportation, treatment and disposal.
Collection and transportation. The carbon intensity can be influenced by the type of vehicles used for waste collection and transportation.
Diesel-powered trucks, for example, emit more carbon dioxide than electric or hybrid vehicles.
Network size and transportation emissions. A comprehensive waste collection system often involves transporting waste from various locations to treatment facilities or landfills. The more extensive the system, the greater the distance waste needs to travel, leading to higher transportation emissions, particularly if fossil fuel-powered vehicles are used. Waste treatment. Different methods of waste treatment have varying carbon footprints. Landfilling, for instance, produces methane, a potent greenhouse gas, as organic waste decomposes anaerobically. Incineration also releases CO2 and other pollutants into the atmosphere, though modern facilities often have pollution control measures in place.
or incineration. However, the carbon intensity of recycling can vary depending on factors such as the energy required for processing and transportation.
Energy recovery. Some waste-to-energy facilities generate electricity or heat from waste, which can offset the use of fossil fuels and reduce greenhouse gas emissions. However, the carbon intensity of energy recovery depends on factors such as the efficiency of the facility and the emissions control technology used.
Overall, municipal waste management practices can range from carbon-intensive (eg landfilling without gas capture) to more carbon-neutral or even carbon-negative (eg recycling, composting or energy recovery with efficient pollution controls). Efforts to reduce the carbon intensity of waste management often focus on increasing recycling and composting rates, improving waste collection and transportation efficiency and implementing cleaner technologies for waste treatment and energy recovery.
The carbon intensity of public transport can vary depending on several factors, including the type of vehicles used, the fuel they consume, the efficiency of the transportation system and the source of the energy used to power the vehicles.
Vehicle type. Public transport can include buses, trams, trains and subways. The carbon intensity varies among these modes depending on factors such as their size, capacity and fuel efficiency. For example, electric trains powered by renewable energy sources tend to have lower carbon emissions compared to diesel buses.
Fuel type. The type of fuel used by public transport vehicles significantly influences their carbon intensity. Diesel-powered buses and trains emit more CO2 per passenger-kilometre than vehicles running on electricity, hydrogen or biofuels.
Electrified public transport systems, especially those powered by renewable energy sources such as wind or solar, can have very low carbon emissions.
Efficiency and load factors. The efficiency of public transport systems can impact their carbon intensity. Systems that operate with high occupancy rates and frequent services are more efficient per passenger-kilometre travelled, reducing carbon emissions per passenger. Efficient route planning, scheduling and maintenance practices also contribute to lower carbon intensity.
Energy source. The carbon intensity of public transport is also influenced by the source of energy used to power the vehicles.
Recycling and composting. Recycling and composting typically have lower carbon footprints compared to landfilling or incineration because they avoid the emissions associated with waste decomposition
Electric buses or trains charged with electricity generated from coal-fired power plants may have higher carbon emissions compared to those charged with electricity from renewable sources.
Network size and urban sprawl. Sprawling cities typically have lower population density and spread-out infrastructure, leading to longer commute distances between residential areas, workplaces and amenities. This reliance on automobiles for transportation results in higher fuel consumption and increased emissions of greenhouse gases such as CO2 and nitrogen oxides (NOx). Urban sprawl often necessitates the construction of new roads, highways and utility networks to accommodate dispersed development.
infrastructure
improve efficiency can help reduce carbon intensity.
The construction and maintenance of this infrastructure require significant energy and resources, contributing to carbon emissions both directly through construction activities and indirectly using materials like concrete, which has a high carbon footprint. Urban sprawl encroaches upon natural habitats and green spaces, leading to deforestation and habitat loss. Trees and vegetation play a crucial role in sequestering CO2 from the atmosphere through photosynthesis. The loss of green spaces reduces the capacity of urban areas to absorb carbon emissions and mitigate the urban heat island effect, leading to higher energy consumption for cooling and increased carbon intensity.
Sprawling development patterns often result in larger, less energy efficient buildings and homes, as well as longer utility networks for supplying electricity, water and other services.
This leads to higher energy consumption for heating, cooling and lighting, increasing carbon emissions associated with electricity generation and distribution. Urban sprawl can make it challenging to establish efficient public transportation systems due to low population density and dispersed land use. This further exacerbates dependence on private vehicles, leading to higher carbon emissions from transportation.
Addressing urban sprawl and its associated carbon intensity requires comprehensive urban planning strategies that prioritise compact, mixed-use development, promote transit-oriented development, preserve green spaces and encourage sustainable transportation options such as walking, cycling and public transit.
Additionally, policies to incentivise energy-efficient building design and land-use regulations that discourage sprawling development can help mitigate the environmental impacts of urban expansion.
Efforts to reduce the carbon intensity of public transport often involve transitioning to cleaner and more efficient vehicles, improving infrastructure to support electrification, increasing the use of renewable energy sources, optimising routes and schedules to maximise efficiency and promoting modal shifts to public transport from more carbon-intensive modes of transportation like private cars.
Water treatment facilities consume energy for pumping, filtration and distribution. Again, the carbon intensity depends on the energy mix powering these facilities.
The carbon intensity of municipal water reticulation, which refers to the distribution of water through a network of pipes, can vary depending on several factors: Energy use. The primary driver of carbon intensity in water reticulation is often the energy used to pump and treat the water. Pumping water from its source
(eg reservoirs, groundwater) to treatment plants and then distributing it through the network requires energy, typically from electricity. The carbon intensity of this energy depends on its source (eg fossil fuels, renewables).
Infrastructure efficiency. The efficiency of the water distribution infrastructure can influence carbon intensity. Older systems with leaky pipes or inefficient pumps may require more energy to maintain water pressure and flow, increasing carbon emissions per unit of water delivered. Upgrading infrastructure to improve efficiency can help reduce carbon intensity. Water treatment. The carbon intensity of water treatment processes can also contribute to overall emissions. Treatment methods such as filtration, disinfection and desalination require energy, chemicals and sometimes heat, all of which can produce carbon emissions depending on their source and efficiency. The size of the network and the volume of wastewater treated influence the energy requirements and carbon intensity of wastewater treatment operations.
Water source. The source of the water can impact its carbon intensity indirectly. For example, treating and distributing groundwater typically requires less energy compared to surface water sources like rivers or reservoirs. However, if groundwater extraction leads to energy-intensive pumping or requires desalination, its carbon intensity may increase.
Network size and urban sprawl. The size of the water treatment network, including the distance water needs to be transported and the scale of treatment facilities, affects the energy required for these processes. Larger networks or those serving dispersed populations may require more energy-intensive pumping and treatment, leading to higher carbon intensity.
Building and maintaining water treatment infrastructure, including treatment plants, pipelines, and reservoirs, requires materials and energy. The carbon intensity of infrastructure construction depends on factors such as material choice, construction techniques and transportation of materials to the site. Larger water treatment networks may require more extensive infrastructure, leading to higher carbon emissions associated with construction and maintenance activities.
Waste management. The carbon intensity of waste management practices associated with water treatment can also be a factor. For example, disposing of sludge generated during treatment processes may involve transportation and disposal methods that produce emissions.
Overall, optimising the design and operation of water treatment networks to minimise energy consumption, chemical usage, water loss and infrastructure impacts can help reduce carbon intensity. Strategies such as investing in energy-efficient treatment technologies, reducing water loss through leak detection and repair as well as implementing decentralised treatment systems can contribute to lower carbon emissions in water treatment operations. Additionally, integrating renewable energy sources and improving overall system efficiency can further mitigate the carbon footprint of water treatment networks.
Efforts to reduce the carbon intensity of municipal water reticulation often focus on improving energy efficiency in pumping and treatment processes, transitioning to renewable energy sources for powering infrastructure, reducing water losses through leak detection and repair, optimising treatment methods to minimise energy consumption, optimising network efficiencies including scale, introducing smart grids and promoting water conservation measures to reduce overall demand and energy requirements.
Land-use patterns can have a significant impact on carbon intensity, affecting both carbon emissions and carbon sequestration.
Urbanisation and development. Urban areas typically have higher carbon intensity due to factors such as energy consumption in buildings, transportation and infrastructure.
Urban sprawl, characterised by low-density development and extensive land-use for roads and parking lots, can exacerbate carbon intensity by increasing vehicle miles travelled and energy demand for bulk services reticulation, heating, cooling and transportation.
Urban forest and natural ecosystems. Urban forests, grasslands, wetlands and other natural ecosystems can act as carbon sinks, sequestering CO2 from the atmosphere through photosynthesis
and storing it in biomass and soils. Land-use changes such as deforestation, degradation and conversion to agriculture or urban areas can release stored carbon and reduce the capacity of ecosystems to sequester carbon.
Land-use planning and management. Effective land-use planning and management strategies help mitigate carbon intensity by promoting compact, mixed-use development patterns that reduce the need for driving and energy consumption, protecting and restoring natural ecosystems to enhance carbon sequestration and reducing the network scale and extent of bulk services.
Land-use patterns play a critical role in determining carbon intensity by influencing emissions from various sectors such as energy, transportation and land management as well as the capacity of ecosystems to sequester carbon. Sustainable land-use planning and management practices that prioritise carbon sequestration, emissions reduction and resilience to climate change help mitigate carbon intensity and promote environmental sustainability.
In South Africa, the energy sector plays a crucial role in the country’s economy. Electricity consumption data is typically collected by different sectors as described below.
Industry sector. The industry sector is the leading electricity consumer in South Africa, accounting for approximately 56% of the total consumption.[ii] Industries rely heavily on electricity for manufacturing, production and other processes.
Residential sector. The residential sector follows, consuming around 19% of the total electricity.[iii] Residential energy use includes households, apartments and other residential buildings.
Services sector. The services sector (which includes commercial buildings, offices and public facilities) contributes approximately
14% to the overall consumption.[iv] This sector encompasses services such as healthcare, education and administration.
Public sector. The public sector (including government offices, schools, hospitals and other public facilities) also consumes electricity. However, specific data on the percentage of electricity consumed by the South African public sector as a proportion of the total national consumption is not readily available in my current resources. Data is, however, available for the Western Cape Province.
Total energy consumption for the Western Cape Province for 2015/16 was 299 401 470GJ, with a total energy-related GHG emissions of 38 901 581tCO2e.[v] The City of Cape Town accounts for nearly 60% of all energy used in the province.[vi]
As noted in their report, most energy-related emissions in the Western Cape come from electricity. This report, which collects data per sector, includes local government as a sector.
This is noteworthy as similar data sets were not found for other municipalities. For the 2015/16 year, the local government sector of the Western Cape Province consumed 1 561 of the total 299 401TJ consumed in the province as a whole. With regards to electricity consumption, local government accounts for 2% of the overall total in the same period.
In the context of municipal electricity consumption, the proportion of electricity used for municipal bulk services reticulation is an important metric.
Municipal bulk services reticulation. This refers to the distribution of electricity within a municipality, including infrastructure like
substations, transformers and power lines that deliver electricity to various municipal facilities (such as streetlights, water treatment plants, public buildings, etc).
Total municipal electricity consumption. This encompasses all electricity consumed by the municipality, including both residential and non-residential usage.
The percentage of electricity consumed for municipal bulk services reticulation varies significantly depending on the size of the municipality, its infrastructure and the efficiency of its electricity distribution system. Unfortunately, the exact percentage relative to the total national, provincial and local government consumption would require further investigation from official reports or energy authorities.
Some strategies that municipalities can adopt to reduce their carbon footprint and promote sustainability are:
• Promote renewable energy sources. Transition to clean energy by investing in solar, wind, hydroelectric and geothermal power. Encourage residents and businesses to use renewable energy options.
• Energy efficiency measures. Retrofit municipal buildings with energy-efficient lighting, insulation and HVAC systems. Promote mini-grids and distributed grids to reduce dependence on national grid networks and distribution losses. Implement smart grid technologies to optimise energy distribution.
• Green transportation. Expand public transportation networks with electric buses and trains. Develop bike lanes and pedestrian-friendly infrastructure. Encourage carpooling and ridesharing.
• Waste reduction and recycling. Promote recycling programmes for paper, plastic, glass and electronic waste. Educate residents about proper waste disposal and composting.
• Urban planning and green spaces. Design walkable neighbourhoods with mixed land use. Create parks, green roofs and urban forests to absorb CO2. Implement mini-grids and decentralised treatment systems.
• Efficient water management. Repair leaks in water distribution systems. Use water-saving technologies for irrigation and landscaping. Promote rainwater harvesting and recycling.
• Building codes and standards. Enforce energy-efficient building codes for new constructions. Encourage green building practices and certifications. Retrofit existing municipal buildings with energy efficiency technologies.
• Community engagement and education. Raise awareness about climate change and individual actions. Involve citizens in sustainability initiatives.
• Carbon offsetting and sequestration. Invest in projects that offset emissions (such as tree planting or renewable energy projects). Explore carbon capture and storage technologies.
• Collaborate with other entities. Partner with neighbouring municipalities, businesses and nonprofits. Share best practices and resources.
To fully understand the carbon intensity of municipal bulk services more specific data will be needed. The extent to which carbon intensity varies relative to the nature of the service, the scale and extent of the service, the size of the municipality, the condition of its infrastructure and the efficiency of its bulk reticulation systems would be valuable to determine to adopt effective mitigation strategies. To do this the exact percentage relative to the total national, provincial and local government consumption would require further investigation from official reports or energy authorities. S
Municipal bulk services, which encompass a variety of essential functions provided by local governments, can have varying levels of carbon intensity. The carbon intensity can be influenced by energy choices, system management practices, transportation options and regional policies. Efforts to transition bulk services systems to cleaner energy and sustainable practices are crucial for minimising their impact on the environment. The effective decarbonisation of bulk municipal services will require more accurate and disaggregated data per service to assess the decarbonisation value of alternative infrastructure delivery paradigms, including innovative technologies and distributed smart grids.
[i] National Grid, 2024. “What is carbon intensity?” Retrieved from: https://www.nationalgrid.com/stories/energy-explained/what-iscarbon-intensity Downloaded: 7 April 2024.
[ii] South Africa: electricity consumption by sector | Statista. https://www.statista.com/statistics/1221769/ electricity-consumption-in-south-africa-by-sector/
[iii] Ibid.
[iv] Ibid.
[v] WCPG 2016. Energy Consumption and CO2 Emissions Database for the Western Cape. Cape Town: Western Cape Government: Environmental Affairs & Development Planning.
[vi] Ibid.
And just like that, Enlit Africa 2024 has come and gone! It was a fantastic few days at the CTICC, filled with great energy, networking sessions, activations and so much more. Here is a recap of what happened this year.
Africa faces significant energy challenges, with many people lacking access to reliable and affordable energy sources. The situation has farreaching consequences for economic development, health, education and the environment. The human impact of this energy deficit is profound. We can build a more sustainable and equitable energy future for Africa through innovation, collaboration and investment.
Day one of Enlit Africa was jam-packed with insightful conference topics and more than 250 world-class exhibits. The exhibition floor was buzzing with energy throughout the day. The morning’s Fireside Chat during the keynote session explored how to better understand Eskom’s role in the new energy landscape, including Eskom’s Generation Recovery Plan, the Just Energy Transition Investment Plan, updates on the distribution business and the formation of the new National Transmission Company of South Africa.
Through innovation, collaboration and investment, we can build a more sustainable and equitable energy future for Africa.
The day-two keynote, sponsored by Siemens, unpacked the keys to success in decarbonising Africa’s energy sector. The session featured a captivating keynote address by Sabine Dall’Omo, CEO of Siemens Sub-Saharan Africa, alongside an exploration of Africa’s green business and financing landscape with Matthias Naab from UNDP. Parks Tau, Deputy Minister of Cooperative Governance and Traditional Affairs of South Africa, delivered the closing address.
Enlit’s Municipal Forum unpacked the municipal grid commercialisation business model, tariff restructuring and wheeling strategies for energy distribution in South Africa.
The UNDP Africa Green Business and Financing (AGBFI) Flagship Report was launched on day two.
The AGBFI Flagship Report, which forms a core initial component of AGBFI, offers an overview of the current state of green business and finance across Africa. It provides specific references to the wide range of activities, projects and private companies that are driving innovation and growth in this space.
On the third and final day of Enlit, the Women in Energy session highlighted successful interventions and paved the way for future actions, under the theme “Supporting Women in Energy – A Grassroots Approach.” We heard from trailblazing women in the sector such as Elizabeth Marabwa from the Department of Mineral
Resources and Energy, South Africa, Elsie Pule, group executive HR of Eskom and many more.
The Municipal Forum featured an insightful panel discussion on interventions municipalities can take to improve energy efficiency programmes, followed by an in-depth session on how municipalities can design tariffs that factor in fixed costs through variable charges.
Wheeling strategies for energy distribution in South Africa were also high on the agenda.
Dominic Wilhelm, founder of the Global Trust Project, delivered an insightful closing keynote about the benefits of trust, after which we awarded some of the best stands, pavilions and activations on the floor with various awards for their creativity, engagement and proactivity.
Next year’s event will be held from 20-22 May 2025 at the CTICC in Cape Town, South Africa. S
Currently, much emphasis is placed on innovation and aiding property owners in embracing the transition to clean energy, thereby reducing the “operational” carbon emissions of their buildings – those emissions stemming from heating, cooling and lighting.
By Frikkie Malan, Remote Metering SolutionsTThis evolution, driven by technological advancements, reshapes consumer expectations, shifting the utility management industry from its traditional focus on meter readings and straightforward billing towards a more integrated, dynamic and sustainable model.
The age-old practice of monthly meter readings is drawing to a close in the face of the modern world’s dynamic and fluctuating energy demands.
Traditional methods and legacy systems no longer suffice to capture the complete picture of energy consumption and building operations, necessitating a shift towards real-time load profile consumption data enabled by smart metering.
The transition to smart metering isn’t solely about collecting more data; it’s about ensuring accurate, transparent billing and leveraging actionable intelligence to optimise energy usage, reduce costs and downtime, and improve decision-making.
Real-time analytics of energy consumption data facilitate predictive maintenance by identifying concerns before they escalate.
Valuable consumption data delivered by smart metering enables both effective energy management and streamlined maintenance processes. Decision-making is accelerated and outcomes are of higher quality.
Reliance on a single grid is outdated and energy diversification or using different energy sources to meet demand has become imperative. The challenges of loadshedding, the urgency of decarbonisation and the volatility of energy markets demand a more flexible, resilient approach.
Today, the new normal consists of a blend of generators, embedded solar panels, and energy wheeling and storage solutions. This mix characterises the modern energy landscape, enabling property owners to meet supply needs consistently, smoothing fluctuations, decarbonising their operations and meeting the energy needs of their tenants.
Integrating renewable energy sources with existing systems requires meticulous planning and management and adequate infrastructure and business processes to ensure grid flexibility, demand response, reliability and efficiency.
Investing in the latest technology alone is insufficient when managing energy usage in buildings, and success often relies on behavioural factors. The International Energy Agency (IEA) calculated that changing human behaviour and creating awareness can realise up to 25% of energy efficiency potential, and smart metering is an
essential technology to provide the information to motivate people to reassess their habits.
The role of tenants in energy management is crucial and undergoing a significant shift. Most of today’s tenants are informed, environmentally conscious and financially savvy. They demand a say in their buildings’ energy sources, with a keen interest in the environmental benefits and financial savings of alternative energy sources. Investments in the requisite smart metering technology are required to empower tenants to participate and actively take ownership of their usage habits.
Utility management continues to evolve from a straightforward process of meter reading and bill processing to a complex ecosystem of transaction management. Navigating this complexity necessitates significant investment in system development, skills enhancement, and business process optimisation.
The wealth of consumption data available today presents a goldmine of untapped potential. However, data remains useless unless it becomes actionable intelligence that provides insight into consumption patterns, behaviour and system response.
Beyond billing and recovery, data-driven insights are key to unlocking enhanced customer experiences and new value propositions and insights to drive the transition from traditional utility management to a converged solution. By adopting integrated smart systems, property owners can optimise utility recovery, drive sustainability and benefit from remote, real-time asset management.
The built environment is rich with opportunities for innovation and growth, and the utility manager of the future is no longer a distant concept; it’s a reality. Through the strategic adoption of technology, utility managers redefine the value of their offerings and continue to add unparalleled value to the lives of property owners. In this new era, utility management is about more than just billing tenants; it’s about driving efficiency, embracing sustainability and unlocking new opportunities for growth and profitability. S
Water security goes far beyond whether we have too much or too little of the physical resource. It goes to the heart of every aspect of our development and well-being as people on a liveable planet.
By Water Research CommissionWWe need enough water of the right quality to keep us healthy, sustain our livelihoods, grow our economies and protect our ecosystems. Water security covers all aspects of the issue, from water-related disasters and waterborne diseases to conflict over shared resources and governance challenges to biodiversity and groundwater quality.
Considered a semi-arid country, with a yearly rainfall that falls well below the world average, water security has always been an important consideration in South Africa’s development. The country walks an arduous tightrope between water demand and supply for all socio-economic sectors, while ensuring the protection of the natural environment.
Much of the success of South Africa’s integrated water resource management has been due to the knowledge support and innovation produced by the country’s premier water research and development entity, the Water Research Commission (WRC). Ensuring water security and continuous access to water for socio-economic activities in South Africa and the region is a key priority and core technical mandate of the WRC. The organisation’s research, development and innovation (RDI) programmes focus on the generation of new knowledge and innovation, and necessary enabling mechanisms including continuously building human capital with the requisite cohort of skills required to support water RDI.
The outputs from the RDI interventions generate results in new or adapted technologies and innovations which the WRC provides to the water and related sectors to address specific needs, priorities, opportunities and challenges. It supports, ensures and facilitates innovations and technologies that enable uptake along the innovation value chain and ultimately have greater impact. The programme continues to support and encourage new RDI initiatives which adequately address these challenges and associated risks. Projects span the full water and sanitation value chain. This is implemented through active engagement with stakeholders to contribute to the RDI agenda and associated prioritisation and funding.
Climate resilience and adaptation have become the new paradigm for sustainable development.
As in many areas of the world, South Africa’s water security is increasingly being threatened by climate change. Climate change is intensifying the global water cycle and exposing large segments of the world’s population to significant water-related hazards. These are expected to increase in severity over time. These changes not only threaten the ecosystem and livelihoods of people – particularly the poorest and most vulnerable – they also pose a major impediment to economic and social development. This highlights the importance for countries to incorporate water security and climate resilience strategies into development plans. Climate resilience and adaptation have become the new paradigm for sustainable development, gaining momentum in the water sector, since water security is intimately connected to climate change.
There is a need to leverage science for innovation to improve climate change adaptation and contribute towards resilience. Science offers enormous potential to provide sustainable solutions for food security, through science-based management of land, soil and water. Further, leveraging of science must lead to translation of scientific solutions into packages that can be disseminated to water users. Solutions should thus be co-generated between researchers and a wide range of users so that resilience challenges can be addressed in a demand-driven and knowledge-intensive manner. Digital technologies can be harnessed to monitor climate change risks to identify the onset of climatic shocks before they happen, to facilitate responses that build resilience.
For this reason, in 2023 the WRC took the strategic decision to pursue a stakeholder-centric approach that boosts innovation-driven development to enhance climate resilience and adaptation within the water and sanitation sector in South Africa.
The WRC’s new approach is executed through five thematic areas:
• Water availability. This thematic area seeks to ensure sustainable water availability across all scales and contexts; and to produce innovations that resolve water challenges and improve water management practices.
• Water use. This thematic area seeks to provide knowledge and innovation that ensures reliable, affordable and efficient water
use services in the domestic, industrial, agriculture and mining areas to enhance quality of life and contribute to economic growth and improved public and environmental health.
• Water quality and health. This thematic area drives integrated research and innovation to generate new knowledge, insights and data to inform the establishment of appropriate health-based targets and thresholds for different water uses, development and deployment of appropriate and innovative water treatment and ecological infrastructure rehabilitation methods, inform adaptive strategies and support the development of effective interventions to protect public/environmental health, build resilient communities and contribute to the attainment of water security.
• Water advisory support. This theme seeks to support extension services and strengthen capacity building instruments through support for centres of excellence, communities of practice, research chairs and advisory panels in the areas of importance at local, district, provincial and national level.
• Knowledge services. An unremitting challenge for the WRC is to improve the accessibility of WRC-generated knowledge to the stakeholders it is intended to reach in a format that is acceptable and understandable for each stakeholder type. The WRC will work towards creating specific knowledge dissemination methods and strengthen existing tools to cater for the knowledge and information needs of its specific stakeholders.
The WRC’s stakeholder-centric approach can be seen practically in initiatives such as the Giyani Local Scale Climate Resilience Programme, which is focused on the communities of the Giyani area in Limpopo. The programme aims to, among others, create an enabling environment whereby local authorities, institutions, communities, tribal authorities and market players are mobilised to improve climate resilience and water utilisation. The project team is working with local authorities and communities to test new methods and innovations to supplement water supply, enhance food security and ultimately improve livelihoods.
There is a need to leverage science for innovation to improve climate change adaptation and contribute towards resilience.
Earlier this year, the WRC also hosted a roadshow with partner organisations in Kimberley that brought together provincial stakeholders. The engagement provided a platform to empower municipalities in the Northern Cape with research-based tools aimed at relieving water- and wastewater-related challenges experienced in the province. Particular highlights include the signing of a memorandum of understanding (MoU) with Sol Plaatje University to launch an Arid Water Centre, with the strategic partnership enhancing collaboration between the university, the WRC and its research partners towards RDI programmes, projects and activities to address key water sector needs and challenges in the Northern Cape. Solutions are being sought under the topics of climate change, groundwater, citizen science, water and wastewater services, agriculture in arid environments and water socioeconomic and indigenous knowledge.
The organisation’s new strategy was further adequately illustrated by its activities at the Water Institute of Southern Africa (WISA) Biennial 2024 Conference, held at the Durban International Conference Centre from 12 to 14 June. Here, the WRC, a platinum sponsor, led several sessions.
The session themed “Transforming water use in South Africa through research, development and innovation to enhance water use efficiency and security” seeks to provide water management solutions as well as to answer to human capacity development and partnerships to promote water use efficiency pathways and enhance water security initiatives. Presentations in this session highlighted work aimed at transforming communities and improving livelihoods
by developing products and tools that promote the circular economy. This includes presentations on water and wastewater management in the mining and industrial sector, the WRC’s indigenous crop research programmes and research aimed at integrating sanitation into climate resilient and adaptation strategies.
The session, “Dealing with the future water quality nexus”, highlighted the need for an integrative concept that acknowledges that the health of humans, animals and ecosystems are closely linked and that negative changes to the quality of water can have far-reaching health consequences. This integrated approach to water quality and health management considers the various water enduses, ie domestic, environmental, recreational, industrial, irrigation and other water uses, to benefit livelihoods, the natural environment and the economy. The session will share high-level thinking and directions on the future of water quality and its management towards a one-water approach. Presentations in this session will look at the state of water quality in South Africa, the future of groundwater quality management, innovations in water treatment technologies and practices and the growing importance of water quality on food production, among others.
Another session, “Navigating the interconnection between water security, adaptation and resilience for sustainable water management”, will explored best practices, such as nature-based
solutions and community-driven initiatives, to address the challenges of water availability amid increasing climate change. The session will be hosted with the premise that by integrating considerations of water security, adaptation and resilience, policymakers, practitioners and communities can work towards sustainable water management that meets the needs of both present and future generations. Presentations in this session focused on providing an overview of the present status of water security, adaptation and resilience in South Africa, the latest knowledge around climate change; and highlighting case studies where communities have increased water availability and resilience through innovative practices.
The WRC funds, and has local and international partnerships to pool funds, and drive larger programmes and outcomes. The fourth session, “Empowerment of stakeholders through innovation and expert advisory services” set the state of innovation and uptake in the water sector and discussed the WRC’s programme models used successfully to scale knowledge and innovation. The session presented the WRC’s five-year roadmap to enhance capacity, innovation and empower water sector professionals.
The WRC will continue to support its stakeholders in the pursuit of long-term water security, including universal access to water for sustainable socio-economic development and aid other entities to deliver dignified sanitation to the underserviced. S
Government seeks to work with the South African Local Government Association to review municipal water and sanitation service delivery mechanisms.
AA nationally coordinated task team consisting of the Department of Water and Sanitation (DWS), the Department of Cooperative Governance and Traditional Affairs (CoGTA) and the South African Local Government Association (SALGA) is being set up to initiate and coordinate Municipal Systems Act Section 78 processes in certain municipalities. This is one of the resolutions adopted during a recent summit hosted by DWS with the 144 municipalities which are Water Services Authorities (WSAs).
The purpose is to review service delivery mechanisms for water and sanitation services to address the decline of these services as outlined in the Blue Drop, Green Drop and No Drop reports recently released by DWS. The Department carries out the Drop assessments as the regulator of the water services sector in terms of the Water Services Act. The regulator has a legal obligation to monitor the adherence of WSAs to national norms and standards, to inform the
public of the results of this monitoring, and to act where norms and standards are not being met. The task team will focus on the 105 municipalities categorised by the Blue Drop and Green Drop reports as critical and poor performing.
The Drop reports indicated a general decline in performance. For example, the Blue Drop report found that the percentage of water supply systems with poor or bad microbiological water quality compliance (ie water that is not safe to drink) increased from 5% in 2014 to 46% in 2023. The Green Drop report found that the percentage of municipal wastewater systems in a critical performance state (ie discharging partially treated or untreated sewage into rivers) increased from 30% in 2013 to 39% in 2022. The No Drop report found that the national average for municipal non-revenue water increased from 37% in 2014 to 47% in 2023.
The DWS, CoGTA, Municipal Infrastructure Support Agency, Department of Human Settlements and National Treasury are providing extensive support to assist Water Services Authorities with the provision of water and sanitation services. This includes providing water and sanitation infrastructure grants worth more than R20-billion per annum; technical and engineering support and assistance; capacity building and training as well as financial management advice and support.
Despite this support, the Drop reports show that municipal water services have declined sharply, indicating there are limitations
to which support from the national government can solve the problems and that more fundamental reforms are required. For example, routine maintenance and operations must be funded by revenue from the sale of water by municipalities to customers and municipal councils must make the required decisions to prioritise budgets accordingly.
As stated in the South Africa’s Constitution, the primary role of municipalities, as WSAs, is to ensure the delivery of water services, not necessarily to deliver the services themselves. In terms of the Water Services Act, read together with the Municipal Systems Act, a WSA must decide whether to deliver water services itself or allow another water services provider (WSP) to provide the services.
The Water Services Act states that the WSA can approve any legal entity (ie the municipality itself, a municipal entity, another municipality, a community-based organisation, a non-governmental organisation, another organ of the state, a private company or a water board) to function as a WSP in the municipality. Section 76-78 of the Municipal Systems Act requires a municipality to engage in defined feasibility studies and public consultation processes before changing its service delivery mechanism.
Most WSAs in South Africa are currently both WSA and WSP (ie they have approved themselves as sole WSPs, apart from water boards for bulk services). The Water Services Act requires the WSA and WSP functions to be managed and accounted for separately by municipalities, but this is not happening. The Act states that the key role of the WSA is to ensure that the WSP provides services which meet minimum norms and standards – and this is not happening either, as borne out by the results of the Drop assessments. S
While government has made good progress in increasing access to water infrastructure since 1994, municipal challenges remain with the key issue being the reliability of water supply to communities.
According to the Department of Water and Sanitation, more than 90% of the country’s households now have access to at least a Reconstruction and Development Programme (RDP) level of service in terms of water supply.
“However, the reliability of the water supply through municipal water distribution services has deteriorated markedly over the last 10 years, so that only 68% of householders now receive a reliable service.
“This means that while water services infrastructure may be in place, it often does not function properly or does not provide water of an adequate quality, due to poor maintenance and operation by municipalities,” explains the department’s Director-General Dr Sean Phillips.
The DWS aims to ensure that the remaining 10% of households that do not have supply, obtain access.
“In this regard, the department prioritises working with water boards and municipalities to extend water distribution infrastructure to all areas that are not yet supplied.
“For example, the department is working with Lepelle Northern Water and the Mopani District Municipality in Limpopo to ensure the installation of distribution infrastructure to communities in and around Giyani that have never had piped water.
“The department prioritises these projects with its Regional Bulk Infrastructure Grant and Water Services Infrastructure Grant which it allocates to municipalities.”
The minister and the department engage with municipalities on an ongoing basis.
“The minister has prioritised the municipalities with the most deteriorated water and sanitation services and in many of these the minister and mayors have agreed on turnaround action plans which the department is supporting the municipalities to implement.”
The department is also strengthening its regulatory functions for municipal water and sanitation services and is working on revised minimum norms and standards for these services. It is also standardising its responses to non-compliance with these norms and standards across all its regional offices.
Meanwhile, the country has, over the years, seen more incidences of flooding which have affected water services infrastructure, with considerable damage to water and sanitation services infrastructure in eThekwini, during the KwaZulu-Natal floods. The department encourages municipalities to design and build water services infrastructure with flood resistance in mind. The department is also encouraging municipalities not to allow the building of human settlements within the 100-year flood lines of rivers.
Gauteng’s water supply and demand requirements are carefully managed in the province’s water-scarce and financially distressed municipal environment. The debate about water sufficiency cannot be isolated to a water quantity dialogue outside the affordability of a benefit that is not only a social but an economic one.
By Sipho Mosai, Group Chief Executive, Rand WaterSSouth Africa’s mean annual rainfall is estimated at 492 millimetres (mm) against the world average of 985mm. Rainfall distribution in the country is uneven with the western part of the country receiving over 1 000mm of rainfall and the eastern receiving no more than 250mm. Gauteng only receives between 500mm and 1 000mm, which is not sufficient to meet the water needs of Gauteng for irrigation, environmental, domestic, mining and industrial uses if this rainfall were to be dammed in the province.
To rub salt into the wound, the Gauteng region is also at the receiving end of the El Nino climate phenomenon where the country now finds itself. According to the South Africa Weather
Service (SAWS) Climate Watch Report issued on 31 October 2023 for the period November to March 2024, this situation is expected to persist through most of the summer months.
The SAWS multi-model rainfall forecast indicates belownormal rainfall for the north-east of the country during November-December-January, December-January-February and January-February-March with below-normal rainfall predicted for the central and south-western parts of the country. Minimum and maximum temperatures are also expected to be mostly above normal countrywide for the forecast period.
For Rand Water and Gauteng, this in turn means higher than normal water consumption.
Over the years, starting as far back as 1903, to meet the water demand in its area of operation, Rand Water started exploiting water resources, beginning with groundwater development. As the Witwatersrand demand for water started exceeding supply, Rand Water exploited surface water by building the Vaal Dam with the [then] Department of Irrigation in 1955.
Many dams were built progressively in the country including Lesotho’s Mohale and Katse dams as water demand grew exponentially. Several dams now feed into the Vaal Dam from which Rand Water abstracts raw water. These dams together with the rivers that feed them form a system that is called the Integrated Vaal River System. It’s a river system made up of 14 dams located in Gauteng, Mpumalanga, Free State, KwaZulu-Natal, Northern Cape and Lesotho. It is reported that the system supplies water to 46% of the country’s economy and 33% of the population.
Since those early days, Rand Water has closely monitored the water demands of water users in its area of operations and contributed to the water resource reconciliation studies that advise the now Department of Water and Sanitation (DWS) when to build dams to meet future water requirements. Subsequently, Rand Water expands its bulk water infrastructure to meet future water requirements. Rand Water’s demand forecasting is made up of:
1. Customer water demands. This forecasting is based on demand forecasts from major customers (municipalities) per meter connection at five-year intervals. Included in these forecasts are planned municipal developments.
2. Population forecasting. Rand Water obtains estimates of population growth from Statistics South Africa and various institutions because water demand growth is closely related to population growth.
Following the acquisition of the water demand forecasts, Rand Water imposes this demand into its asset life-cycle management model for the planning and design of infrastructure augmentation projects to meet future water requirements by its customers. This model assists with infrastructure planning and ensures that Rand Water operates and maintains its infrastructure fleet so that the assets achieve their original design or estimated useful life.
The identified projects are given effect by the Infrastructure Development Plan, which highlights projects that must be implemented in the medium-term future. Rand Water plans for 20 years. In 2023, because of its long-term planning discipline, Rand Water launched two flagship projects:
• Vlakfontein Reservoir No. 3. This project was about the construction of a 210ML post-tensioned concrete reservoir with associated inlet works, outlet chambers and scour chambers. It is
the largest post-tensioned reservoir in the world. The construction of the project started in May 2020 and was completed in February 2023. The reservoir supplies Tshwane (Pretoria East), Ekurhuleni, Govan Mbeki, Victor Khanye, Thembisile Hani and Lesedi municipalities.
• Zuikerbosch System 5A. The second flagship project is the Zuikerbosch System 5A water purification works. The project’s main objective is to provide an additional 1 200 megalitres per day (ML/d) of potable water to the current supply capacity of Rand Water. Construction of the scheme commenced in 2015 and from August 2023, the project has been adding a water supply of 150ML/d into the system.
These augmentation projects have since enabled Rand Water to supply water that far exceeds our customers’ water demands which usually grow year-on-year by 1.2%. The graph below demonstrates that Rand Water has been growing and increasing bulk potable water supply to municipalities. In 2023, relative to 2022, the water supply variance as a percentage of planned volumes grew by 6.1 %. In volume terms, Rand Water on average supplied 4 520ML/d relative to the planned water supply demand of 4 262ML/d. This consumption was approximately 1.5% more than the 4 444 ML/d of potable water supplied in 2022. Rand Water has increased water provision exponentially year-on-year for the last five years as depicted by the linear dotted graph in Figure 1.
Quarter (Q) on quarter from the first quarter of 2023, variance from planned water volumes supplied has increased by 4.2%, 7.5% and 7.4% in Q2, Q3 and Q4 respectively. In effect, Rand Water has been pumping more water into the system than the planned water demand.
The increased water supply to municipalities beyond the budgeted water requirements has had unintended financial distress to municipalities and created an accounts receivable burden on Rand Water’s finances. The Rand Water debtors’ days have during the same period of increased water supply deteriorated further. Most municipalities are struggling to pay their water bills to Rand Water on time and some have completely stopped.
In 2019, Rand Water debtors’ days were sitting at 56 days but by the end of the financial year in 2023, the debtors’ days had grown to 109 days, demonstrating sheer financial distress by municipalities. Despite many packages Rand Water made available to the municipalities, the municipalities still struggle with their water bill payment. Some of the interventions included extended payment periods and interest holidays.
It is evident that increased water volume in a high-water-loss environment is not helpful to the municipalities and pumping more
water into such a system will not only harm municipalities with high debt but also cause Rand Water financial distress and extinction in the long run.
According to the No Drop report published by the Department of Water and Sanitation in November 2023, the estimated system input volume for Gauteng province is 1 500 000 000m3/annum and nonrevenue water (NRW) is 637 100 000m3/annum (42.4%) which is above the international norm of 15%.
The major contributor to NRW is made up of physical losses (33%). This is largely due to pipe leaks/bursts and reservoir overflows. The leak repair performance of municipalities ranged from poor to critical as outlined by the No Drop report. The report also points out that the Gauteng litres per person per day water consumption is 279 against the international average of 173 litres per person per day owing to high municipal non-revenue water.
In 2023, Rand Water’s peak water supply at the end of the financial year was 5 200ML/d. The 33% physical water loss translates to the total physical water losses of 17-billion litres of water a day when Rand Water’s supplies are at peak.
The solution to water-supply challenges in Gauteng still lies in water-use efficiency. This matter is not completely new to the water supply sector and has been at the forefront since the advent of the first edition of the National Water Resources Strategy (NWRS) in 2004. The NWRS is the country’s framework for the protection, use, development, conservation, management and control of water resources for the country. The strategy clarifies that “we have enough water to meet our nation’s needs for the foreseeable future. But we need to use that water sparingly, and we must reduce and avoid pollution”. It further emphasises that “we are not on the point of running out of water, but we have to use our limited water supplies more efficiently and effectively”.
’s day when Rand Water’s suppl
The second edition in 2012 also indicated that Water Conservation and Demand Management (WC/WDM) is the foremost reconciliation strategy to balance water supply and demand. WC/WDM targets must be met in several priority water supply systems to reduce demand and thus “stretch” the available water resources up to the date when the new augmentation projects will be implemented. If this is not achieved, earlier and more severe water restrictions will have to be implemented when droughts are experienced. The report suggested that a dedicated national programme is required to deal with water wastage and losses, which will have additional job creation and small business development benefits. The strategy proposes that specific actions and targets be set for different water-use sectors, which include:
• Implement effective water metering and monitoring system
• Implement realistic targets for water-use reduction
• Develop incentive schemes
• Implement targeted regulation and ensure effective control
• Obtain sector commitments
• Focus on improved technology
• Improve associated water management, especially in priority risk areas
• Support effective water use for productive purposes in rural and peri-urban communities
The third edition of the NWRS dated November 2021 emphasises the same. It stresses water demand management to ensure efficient use of water by all sectors through the implementation of appropriate water conservation and water demand management measures to meet the social and economic needs of South Africa both now and in the future. Furthermore, the report indicates that where water is used efficiently, WC/WDM could postpone the need for capital infrastructure such as dams and bulk treatment works. The resources, scope of work and prioritisation of WC/ WDM activities should be determined through an integrated planning process.
The latest No Drop report further underscores that Gauteng’s solution lies with the investment in Water Conservation and Water Demand Management. According to DWS, there is insufficient investment in Operation and Maintenance (O&M), resulting in operational inefficiencies of the infrastructure that lead to massive water losses. The lack of O&M has resulted in the rapid deterioration of the condition and performance of the infrastructure. A few interventions can immediately be affected to set the WC/WDM on the way. These include:
• Enforcement of by-laws such as tackling unwise water usage
• Appointment of a panel of service providers to fix leaks on an urgent basis
• Implement pressure-reducing valves to manage night flows
• Restriction of high-consumption meters
The above must be supported by repurposed institutional arrangements wherein water and sanitation revenue is ring-fenced so that infrastructure investments can be made into the sector enabling sufficient budget to implement water conservation and demand management measures. S
It is a tragic reality that many South African municipalities are in disarray. Of the 257 local and district administrative areas, 66 are considered dysfunctional. That means more than a quarter of all municipalities are in a state of turmoil. Adhering to internationally recognised standards prevent failing audits, poor governance and corrupt procurement.
AA Department of Cooperative Governance and Traditional Affairs report presented to parliament towards the end of last year also revealed that only 11.67% of municipalities are deemed “stable”.
While Deputy President Paul Mashatile attributes the situation to poor governance, weak institutional capacity, woeful capacity and political instability, corruption also plays a major role.
The Hawks told parliament last year that more than 120 corruption cases were being investigated across all municipalities. At the same briefing in June, SIU chief national investigations officer Leonard Lekgetho said R1.7-billion related to local government corruption was under civil litigation.
Given the huge amounts of money changing hands illegally, tackling corruption may seem insurmountable. However, Muhammad Ali, managing director of World Wide Industrial & Systems Engineers (WWISE) and ISO specialist, believes there is a simple solution when it comes to municipal procurement and supply chains: automation.
“By working within the Public Finances Management Act and international standards agreed to by the International Organization for Standardization (ISO), municipalities can create robust criteria selection, and the automated system can identify the best possible supplier,” he says. “The system logs must be protected to ensure there is no foul play. Another advantage is that organisations awarded tenders will be appointed faster. At the same time, machine learning can also identify poor-performing vendors who do not conform to standards in executing their duties.”
One of the big changes Ali advocates for is boards of directors and top management being held more accountable for what happens in municipalities.
“They need to sign letters of appointment that clearly define the consequences of failing audits with reoccurring findings and how this impacts their leadership role and municipality’s reputation.”
He says the time has come for the public sector to embrace the ISO standards which have proved so successful in assisting private sector companies.
“ISO standards promote effective understanding, training and on-the-job implementation. This way, a municipality can see
The 70-year-old International Organization for Standardization (ISO) is an independent, non-governmental international body that develops business management standards to ensure the quality, safety and efficiency of products, services and systems across a multitude of industries. It aims to uphold consistency and quality in an increasingly globalised marketplace.
value, understand consequences and ultimately feel satisfied with its performance. Insecure employees do not trust the process. That is where we fail, as no decisions are made. In South Africa, we are over-governed because of insecurities in our processes. But trust, automation and internal quality checks improve these processes.”
The systems to ensure the health and well-being of the public should also be standardised, Ali adds. If there is a fatality, the Occupational Health and Safety Act can hold the highest person in the organisation responsible. “Once processes, policies and procedures are in place, the employees must understand what is expected of them and who to hold responsible.”
There are numerous ways in which municipal officials can measure the success of implementing internationally recognised standards. These include risk reduction, improvements in audit findings and governance, and constructive feedback from the public on improvements that have been made in streamlining processes and finding effective solutions.
He points out that nations like Singapore have adopted ISO standards at the municipal level to great effect. It has benefited from standards like ISO 18091, the first ISO standard directed at the public sector, which gives guidelines for the implementation of ISO 9001 for quality management systems. This includes a diagnostic methodology for local authorities to measure the scope and evolution of their processes and services.
“The problem in South Africa is there few understand the importance of using a risk register to optimise processes. This needs to change,” Ali says. S
South Africa’s 30 years of democracy have witnessed a parallel journey in digital transformation, a journey in which Boxfusion has played an instrumental role. For 16 years, Boxfusion has partnered with the public sector, developing innovative software solutions tailored to address the unique challenges faced by government.
By BoxfusionOOur flagship SmartGov platform stands as a testament to this commitment, offering a comprehensive suite of tools designed to enhance transparency, efficiency and service delivery.
Outdated legacy systems have plagued government operations, hindering progress and contributing to issues such as unauthorised expenditure, fraud and service delivery failures. SmartGov directly addresses these challenges by digitising and automating crucial back-office processes across human resources, supply chain management, finance, legal and other core functions. By transitioning from cumbersome paper-based workflows to streamlined digital processes, SmartGov empowers government agencies to improve accountability, traceability and overall efficiency. One of SmartGov’s standout features is its robust document management capabilities through the SmartGov for Admin platform.
submit documents. The automated placement system, coupled with an appeals mechanism, reduced complaints and friction between parents and the Gauteng Department of Education.
Boxfusion’s commitment to citizen-centric service delivery is evident in the SmartGov suite’s diverse modules, each designed to address specific pain points. For example, Boxfusion’s Citizen Engagement Platform (CEP) has revolutionised the way citizens interact with government services. This mobile solution provides 24/7 access to information, facilitates complaints and queries and enables transactional services. The CEP’s effectiveness was demonstrated during the 2022 floods in eThekwini, where its 24/7 chatbot facilitated emergency response efforts. Similarly, MySAPS, which enhanceds access to policing information such as wanted suspects, crime statistics, crime hotspots and police stations, seeks to aid in the reduction of crime across the country.
By allowing seamless attachment of supporting documents and evidence to each process, the platform simplifies record-keeping, promotes transparency and streamlines decision-making.
Additionally, the platform’s digitisation of signatures, including the use of Advanced Electronic Signatures (AES), ensures full compliance with the Electronic Communications and Transactions (ECT) Act, enhancing security and trust in digital transactions. The eLeave module automates leave management, reducing noncompliance and ensuring accurate record-keeping.
Additionally, the Invoice Tracking module enhances the tracking and payment of invoices, leading to improved compliance with 30-day payment regulations.
These modules have been successfully deployed across various government departments, with notable results such as the elimination of audit findings on leave in the Mpumalanga local government and significant improvements in 30-day payment compliance.
This module catapulted the province from the worst-performing provinces on 30-day payment to among the best-performing province (top two since 2021).
SmartGov’s impact extends beyond internal operations, revolutionising service delivery to citizens. A prime example is the automation of school admissions in the Gauteng Department of Education.
By digitising the application process for grades one and eight, SmartGov eliminated the need for parents to take time off work to
Boxfusion is not just embracing the future; it is building it. With strategic initiatives in 4IR technologies, we are expanding our impact beyond government, venturing into the private sector and revolutionising industries like agriculture. Our low-code development platform has enabled the rapid creation of innovative solutions, such as an Agritech platform that leverages IoT to empower farmers with data-driven insights for enhanced productivity and access to funding.
Meanwhile, our AI-powered chatbot, Botsa, is transforming HR and employee interactions, freeing up valuable human resources by intelligently handling routine policy-related inquiries with over 90% accuracy.
Boxfusion’s 16-year journey is a testament to our dedication to digital transformation in South Africa. We are proud of our contribution to improving government efficiency, accountability and service delivery through our innovative software solutions. As South Africa marks 30 years of democracy, we remain committed to empowering the public sector and enhancing the lives of citizens through technology. S
Julius Segole, Chief Technology Officer, Boxfusion.
The rapid advancements of technology we see today have not only ushered to the world the convenience of powerful digital tools but a stark reality, that we find ourselves at risk of being left behind in a world fluent in the language of digital literacy
Speech by Minister of Communications and Digital Technologies, Mondli Gungubele at the launch of the National Digital Skills Forum, 1 March 2024.
FFor eons, literacy in the traditional sense of learning numeracy and how to read and write, has been the common language in the global village. It has been one of the endeavours of governments worldwide to ensure that literacy levels among their citizens are above reproach.
Our government has been no different. We have journeyed to the peak of this mountain, and we relish the opportunity to reflect on the work of this sixth administration, and that of this democratic government three decades on.
Where literacy is concerned, according to a StatsSA report on social challenges, between 2002 and 2017, South Africa saw improvements in school-going learners aged between six and 18 years. It states that school attendance rose from 91.3% to 96% and problems around access to textbooks as reported by households dropped from 24.3% to 5.9%. The increase in school attendance was boosted by implementing a “no-fee” policy. The percentage of learners benefiting from the “nofee” policy rose from 0.3% to 64.8% by 2017. Learners attending public schools in Limpopo, Free State and Eastern Cape were the major beneficiaries of this policy.
However, as technology has become a critical aspect of our daily lives, the digital economy has at the same pace demanded that all citizens be digitally literate. This is why we face the new task of building a digitally literate nation in a rapidly progressing world.
The speedy advancement, adoption and deployment of technologies in developing countries like ours has resulted in a shortage of digital skills.
Societies around the world have become increasingly interconnected and dependent on digital technologies. This has compelled the economy to have a digitally skilled workforce.
South Africa’s ability to expand economically and remain competitive globally depends on its ability to develop massive digital skills programmes that are vital components of human capacity.
Skills development will always remain essential for the country’s economic growth and competitiveness in the global economy and the broader global landscape.
Our government has recognised the importance of developing digital skills and has taken giant steps towards bridging the digital divide. One of those significant steps was evident in the establishment of the Presidential Commission on the 4IR by President Ramaphosa in 2019. This commission was mandated to provide leadership for society to understand, navigate and assume agency over our fundamentally altered future.
The Department of Communications and Digital Technologies developed the national digital and future skills strategy a year later.
It was based on a comprehensive assessment of the digital skills gaps that exist in the country and those necessary in the future.
This strategy provides a guide for developing professional and societal digital skills required for the country’s advancement as a digital economy. It also seeks to ensure that the citizens can benefit from enhanced levels of digital skills, leading to an improved quality of life and education, greater economic growth and job creation.
As part of the implementation of this National Digital and Future Skills Strategy:
• Our department partnered with the National Electronic Media Institute to launch Ya Rona Digital. The programme is a “digital skills massification drive” that empowers youth and offers them an opportunity to become digital ambassadors to train their communities in digital skills. The programme has been successfully rolled out in the North West, KwaZulu-Natal, Limpopo and Free State provinces. It is currently underway in the Eastern Cape province and is intended to be rolled out to all provinces in South Africa. To date, over 20 000 citizens in these provinces have been successfully trained by ambassadors on basic digital literacy concepts.
• We have partnered with other government departments, state-owned entities (SoEs) and the business sector through the SA Connect flagship. SA Connect deploys the relevant ICT infrastructure. The objective is to expedite connectivity to five-million rural and township households enabled by 32 055 WiFi hotspots in the next three to four years. To date, we can report that we have achieved a coverage of 361 000 households enabled by 2 502 WiFi hotspots. Numerous challenges hamper progress in digital skills. Key among them is the lack of funding and collaboration.
Nevertheless, the department is currently bringing together more partners to assist in creating internships and work placements for graduates and citizens. We are partnering with GIZ-South Africa [a skills development agency for the German government] in implementing digital skills programmes. Through this partnership, 250 not-in-education and not-in-training (NEET) young women were put on a 12-month digital entrepreneur learnership programme. The GIZ is researching to find ways to support TVET colleges.
• In 2022, the department launched the Artificial Intelligence Institute in partnership with the University of Johannesburg and Tshwane University. The Institute aims to increase access to advanced digital skills and research to enable the creation of new knowledge and innovative technology applications in industries such as health, agriculture, education, energy, manufacturing, tourism and ICT.
• The department partnered with the International Telecommunication Union (ITU), International Labour Organization (ILO) and United Nations Development Program (UNDP) on the development of the National Programme on Digital Skills for Decent Jobs for Youth in South Africa. The programme aims to promote digital skills among South African youth.
The department is hard at work to ensure that the youth, particularly those in the rural settlements and not-ineducation not-in-training (NEET) sector, have access to ICT and digital skills to enable them to actively take part in the digital economy. S
There’s a concerted effort by government and the ICT sector to strike a balance between embracing the potential of AI and ensuring responsible practices.
By Ayavuya Jack and Kabelo Dlothi, CMS South Africa*As we explore the key developments shaping AI, there are concerns about transparency, justice and fairness, non-maleficence or the ethical principles that require actions that minimise harm to others, responsibility and privacy. South Africans’ concerns include foreign data and models, data limitations, increased inequality, uninformed stakeholders and the absence of policy and regulation. A forward-thinking approach to deploying AI is vital while ensuring workers obtain skills to adapt to an AI-driven economy.
Government is taking concrete steps to regulate AI. In November 2022, the Department of Communication and Digital Technologies, formerly led by Minister Ntshavheni, launched the Artificial Intelligence Institute of South Africa (AIISA) to explore the legislative aspects of AI. This initiative aligns with the broader vision set by the Presidential Commission on the Fourth Industrial Revolution (PC4IR) tasked with proposing the country’s overarching 4IR strategy, currently chaired by President Ramaphosa.
The Department of Science and Innovation provides funding for AI research through programmes like the National Research Fund and innovation hubs. The IDC supports AI startups and SMEs through its technology innovation fund and the South African National Foundation Research Facility funds AI research through its high-performance computing facility.
AIISA and the PC4IR will recommend the institutional frameworks and roles of various sectors of society and create legislation that empowers responsible technology use. The current focus is on data privacy, protection laws and digital taxation to create a science-literate judiciary.
The South African Artificial Intelligence Association (SAAIA), comprising senior experts from the public and private sectors, aims to ensure that AI benefits society and the economy responsibly and inclusively. Technology has the potential to enhance industry, address unemployment and present the opportunity for South Africa to reskill our labour force.
In 2021, South Africa and several African Union member states presented the “Smart Africa Alliance Artificial Intelligence Blueprint”, which outlines ethical considerations and policies for responsible AI adoption, introducing regional AI centres of excellence to optimise economic development.
The DCDT is developing an AI policy using the PC4IR report as the official guide for regulations. The establishment of the World Economic Forum AI Centre of Excellence in 2021 by the DCDT, currently managed by the CSIR, further underscores South Africa’s commitment to navigating the AI landscape in a globally inclusive manner.
At this stage of its infancy, current legislation such as the Protection of Personal Information Act no 4 of 2013 (POPIA) and the Electronic Communications and Transactions Act 2002 (ECTA), play an important, albeit indirect, role in overseeing the lawful use of AI locally. POPIA, for example, regulates data processing with potential future adjustments to accommodate the evolving nature of AI. ECTA recognises contracts concluded electronically, ensuring AI transactions, like chatbots, are governed by existing legal frameworks.
*Ayavuya Jack is candidate attorney, corporate & commercial and Kabelo Dlothi is director, co-head of corporate & commercial at CMS South Africa.
Service meets Professor Khehla Ndlovu, Vice-Chancellor and Principal of the Vaal University of Technology. Over the next five years, Professor Ndlovu will provide strategic leadership, aligning the Vaal University of Technology’s functions with its vision and mission while ensuring harmony with government policy initiatives.
Professor Ndlovu, you took over office at the beginning of 2024. Please share your academic and career trajectory to this point.
In February, I joined the Vaal University of Technology (VUT) having served as the Vice Principal: Strategy, Risk and Advisory Services at the University of South Africa (UNISA). However, my higher education career started in 1990 when I joined the University of Zululand (UniZulu) as a junior lecturer.
Since then, I have been involved in the transformative leadership of the South African higher education sector serving in various capacities. More importantly, focusing on portfolios such as risk and compliance management, estates management and logistics, human capital and development, corporate affairs and marketing, university planning and research, finance, information technology and networks, legal services, resource mobilisation, programme development, quality assurance, higher education governance and strategic leadership, higher education policy, institutional and enrolment planning as well as strategy development and implementation.
My leadership roles include Durban University of Technology, where I served as Deputy Vice-Chancellor: People and Operations and Mangosuthu University of Technology, where I was Deputy Vice-Chancellor: Resources and Planning. My influence in higher education also extended through my roles held at numerous institutions, both locally and internationally.
Notable among these are positions at Tshwane University of Technology, University of Limpopo, UniZulu and the University of Massachusetts in the US. Equally, my influence extends beyond
academia, as evidenced by my impactful contributions to the Department of Higher Education, United States Agency for International Development (USAID) and the American Institute for Research (AIR). My multifaceted expertise and global engagement underscore my commitment to advancing education and research on a broad scale.
We need leaders who will inspire our people to believe in themselves.
As the Vice-Chancellor and Principal of VUT, what is your vision for the university and your strategy to make this vision a reality?
My profound experience and commitment to academic excellence ideally position me to spearhead VUT into a promising era of growth and innovation. My forward-thinking vision for higher education in South Africa, generally, complements VUT’s dedication to making knowledge and learning accessible to all. I am convinced that my tenure in higher education leadership roles has uniquely equipped me to propel the university’s mission of fostering young leaders who will advance societal interests through technological innovation, excellence and inclusive growth.
As someone who embraces an inclusive approach to dealing with matters, VUT’s challenges can only be addressed by the people of
VUT across all levels of the university – everyone is important and has an equally important role to play for VUT to succeed.
I do not have plans to introduce a new strategy for the university because one is already in existence; the Strategic Plan 2033+ which was only adopted last year, and the assignment I have is to secure everyone’s commitment to it. We have already covered some ground in this aspect through a comprehensive integrated stakeholder engagement roadshow that we undertook when I assumed office at the beginning of the year.
However, some of my immediate focus areas include focusing on harnessing our people abilities to achieve our vision and mission, increasing our research output and impact to improve the university’s echelons across ranking systems. Also, at the top of my agenda is addressing infrastructure challenges – our research infrastructure and commitment to green technologies will help position the university as a leader in innovation.
On the student front, in addition to promoting success, I aim to ameliorate a culture of technological entrepreneurship and leadership, rather than producing graduates that are solely focused on gaining employment.
You have a wealth of knowledge in transformational leadership. How can transformational leadership help South Africa as it enters its seventh democratic administration?
We have an abundance of transformational leaders in our country. These leaders intentionally, and unintentionally, empower people to see the need for positive change and be able to accomplish it. Their power lies in the ability to connect emotionally and inspire others to achieve greater things. I am not saying I am one of them, but I do have an impact on people to see and feel better about themselves.
If we can achieve this, our people will always look forward to new things and better ways of doing things.
We need leaders who will inspire our people to believe in themselves and be encouraged to do things for themselves. As we enter the seventh administration, we need leaders to inspire our people to build on what our government provides rather than depend on it. We have, to some extent, created a dependency syndrome where our people believe that our government must provide support for them.
Please talk to us about the role of research and innovation in addressing societal challenges.
From the onset, I must indicate that VUT prides itself on being associated with several National Research Foundation-rated and world-class academics who have proven themselves with high standards of research that have shaped existing studies in South Africa and globally. Most importantly, not only do they produce groundbreaking research, but research that is relevant and which matters, thus solving real-life problems.
It is important that universities conduct relevant research that impacts the communities, and that there is an even greater need for the integration of research and community engagement.
On the community engagement front, this is aligned and underpinned by one of the university’s strategic pillars of sociallyengaged scholarship. Over the years, VUT has embarked on an initiative of embedding the scholarship of engagement through which relations among scholars, academics and communities are
fostered through reciprocal and mutual learning for the benefit of social humanity.
The Vaal Special Economic Zone (SEZ) is set to boost the region as an industrial hub converging state, innovators and industry aspirations. How has this impacted VUT and its objectives going forward?
By signing a Memorandum of Understanding (MoU) with the North-West University and the Vaal SEZ last year, we cemented our indelible mark and contribution to enhancing skills and economic development in the Vaal region. Although the objectives of the MoU have not been fully realised, the strategic collaboration seeks to enhance skills, re-industrialise and rejuvenate the Vaal region’s declining economy, and VUT has ample research and innovation expertise to support these endeavours. In advancing the institution’s strategic objectives, the collaboration aligns with one of our strategic goals which emphasises enhancing research productivity and driving impactful research outcomes.
As we aim to strengthen our position as a leading research institution by enhancing research output, this collaboration is a great platform to showcase some of our strengths that would be relevant and valuable to this project. These include our Centre for Alternative Energy which has a focus on fuel cell research, dating back from 2004 and has grown to a point that a novel membrane has been developed and manufactured. This centre, working with other departments, will play a vital role in the project on green energy generation, hydrogen and steel. We envisage that VUT will play a major role in the focus area on greenhouse farming, agri-processing and cannabis-related farming as the university’s Institute for Chemical and Biotechnology (ICBT) has secured a license to be a testing centre for cannabis growers around Gauteng. To this effect, the ICBT has also been awarded a grant for infrastructure development by the Gauteng Department of Agriculture and Rural Development. S
Landfills seldom come to mind when we think of public space, but they are one of the best mirrors of how we relate to the public realm. It is time to rethink how we manage the huge amount of rubbish we send to the dump.
By Marcela Guerrero Casas, Western Cape Economic Development PartnershipRecently, I visited a landfill for the first time in my life; it was a revealing experience. As one of my colleagues commented, the sight of Cape Town’s Coastal Park landfill in Muizenberg was both amazing and sad. On the one hand, the scale of the operation in terms of space and materials, as well as the system in which trucks, reclaimers and formal employees of the site work, was nothing short of impressive; on the other, it was a poignant reminder of the stark social inequity that enables some to over-consume while others’ livelihoods depend solely on what is disposed of as a result of that over-consumption. Every single one of us plays a role in that cycle.
Indeed, we may bury it, but that doesn’t mean the story of waste ends there. Our landfills produce methane, a greenhouse gas linked to climate change, as well as other chemicals that contribute to soil and air pollution. In addition, most landfills are already nearly full.
The question is therefore: how should we think about our shared spaces to accommodate for, and ideally better manage, the waste we produce but which we all so desperately try to hide from public view?
The waste we produce accumulates in our private space, but it soon enters the public realm.
Traditional service provision, the activation of public spaces to exhibit art made up of “rubbish”, academics doing innovative research in this space and the activities of waste actors in the private sector all indicate that waste really can form a virtuous cycle – despite the perception most of us hold.
The waste we produce accumulates in our private space, but it soon enters the public realm. Residents in formal parts of our cities normally do not have to think much about where waste goes after it gets placed on the pavement. In some cases, recycling happens, either by design or with the help of waste reclaimers; either way, waste does not often feature as a problem with which one must contend individually in these areas.
Yet we have a very personal relationship with waste; and no matter how much we might know about it, a negative perception is deeply embedded in our thinking. When I spoke with Taahirah Ghoor
from GreenCape, she said that despite her intimate knowledge of this sector – she thinks about the circular economy daily – she finds herself at times defaulting to the idea that waste “is something you have to get rid of and hide – something can be perfectly clean in your hand, but as soon as it goes into the bin, it becomes dirty and untouchable”. Waste is a resource in the wrong place.
Similarly, we are taught that a place without litter is one of value, and cleansing becomes an indicator of things such as safety and ambience. Conversely, we easily judge areas that have litter in public spaces as “unkept” while failing to see that, in poor neighbourhoods, service delivery can be insufficient at best. This is undeniably yet another mirror of the inequity that plagues our city.
Ghoor notes that, unlike energy and water, which are considered a basic right, not having waste in your environment is seen as more of a privilege, reserved for those who can pay for the extra service. She also acknowledges that maintaining clean public spaces has an additional level of complexity compared to other services because of
the multiple inputs it requires for collection, maintenance and safety, and how it ultimately relies on human behaviour. As she calls it, it is a “moving model”.3
It truly is a moving model, and even though there is agreement that a clean place shows a level of appreciation by its users and/or authorities, it is also true that this might only be part of the story.
Professor Bradley Rink from the University of the Western Cape (UWC) says “people like to hide waste” but fail to think about the steps that created it in the first place or to imagine that when a piece of plastic is thrown away, that is not the end of waste. It is crucial to recognise the large set of actors that play a role in this “constellation of waste”, as Rink calls it. From the producers of waste, ie each one of us, to the “consumers” of waste, who are often individual reclaimers or private companies who see the value of waste, to those managing the process, namely government, there is a multi-actor operation in place.
Municipalities are responsible for many activities when it comes to waste management: cleansing, collection and transportation, storage, sorting and recycling, reprocessing, treatment as well as disposal or burial. Various actors from the private sector play critical roles, ranging from formal businesses in the private sector to the thousands of informal reclaimers across our city who play a pivotal role (often unacknowledged and uncompensated) in diverting waste from landfills.
The job also falls on communities and civil society, particularly in informal settlements, where services are profoundly inadequate and refuse collection is often outsourced to private companies. Alliances that seek to improve waste management are key. A local campaign called Asivikelane, for instance, provides a channel for residents to report failures in waste removal and other basic services, to ensure an evidence-based response from government departments.
Analysing the waste system is also crucial work. There is great value in the facilitation and research provided by other non-governmental entities such as GreenCape, the Western Cape Economic Development Partnership (EDP) and academic groups like UWC’s Chair in Waste and Society. Practical solutions are sought by these institutions.
At a policy level, the City of Cape Town and the Western Cape provincial government have taken steps to proactively address waste management. In addition to the ban on organic waste from landfills across the province by 2027, the City’s Climate Change Action Plan also incorporates actions to tackle waste.
Melanie Ludwig from the Organics Recycling Association of South Africa maintains that community-led initiatives are valuable and – if done carefully – can certainly be part of the solution. They cannot, however, solve the problem.
Ludwig says people must understand there is a cost to processing waste. While city residents are, in fact, already paying partly for that service in their rates, there is no consistent municipal system to separate either organic or inorganic waste; the private sector fulfils that role.
“The private sector can complement public efforts, but it is crucial that our value isn’t eroded by well-meaning ‘free’ services. These often end up damaging sustainability, because over time they can’t continue to operate, and their waste ends up reverting to landfill. If supported, the industry can help in the creation of jobs and the transformation of how we, as a society, see and understand the role of waste in our cities,” she says.
Landfills are deliberately built far away. Transporting waste long distances is not only economically disadvantageous, but it also runs counter to the need to reduce carbon emissions. Locating landfills far away, moreover, allows them to continue to be out of our imaginings for better “public spaces”.
What if, instead, we thought of them as the repository of our daily stories and our daily experiences? What if we imagined them as a museum because they reflect how we behave and interact with our environment? Could they become places that are more respected and valued? What if waste removal and management were decentralised to become more present in our day to day, so that we would have to be far more thoughtful and conscious of these activities?
Those might be dreams for the future; in the meantime, we could start by making waste more visible, both in terms of the role it plays in our daily lives, as well as in concrete ways through financial incentives and penalties. Perhaps we need more art installations to remind us of the quantity of waste we produce, but also to allow us to see some beauty in waste.
And once the landfill is covered in green or turned into a park or trails, perhaps there is a way of documenting what sits buried underneath our feet. Waste may be out of sight, but it should never be out of mind. S
*Marcela Guerrero Casas is a programme lead at the Western Cape Economic Development Partnership. This work was supported by the Heinrich Boll Stiftung Southern Africa. ..
Fuelled by community collaboration, private-public partnerships, investment and forward-thinking initiatives, Tidy Towns, an initiative started by residents, has reignited the South Coast’s status as a premier tourist destination.
By Stephen Herbst, Tidy TownsIn late 2021, the public rallied together and embraced a proactive approach to community improvement. Individuals from various backgrounds came together to support the cause and local volunteers lent their skills to make the town tidy again. Tidy Towns partnered with the local municipality, SAPS and local law enforcement who provided support and resources as the programme gained traction. Its motto “Clean Makes Clean” soon spread across the South Coast. Tidy Towns uses volunteers for everything from finance to driving as well as for its Clean Team. The effects of the tidy environments are far-reaching and have boosted community morale.
A knock-on effect of the movement is that property values have increased and there has been a property and infrastructure investment boom. Several luxury eco-estates have been established, such as a R200-million mall in Port Shepstone. Apart from the growing interest from property developers, property values have also increased. The boom in property and infrastructure investment includes the establishment of several luxury eco-estates on the South Coast such as the R800-million Serenity Hills and 32-hectare Jabula Lifestyle Estate in Margate as well as the R15-billion Renishaw Coastal Precinct Hills in Scottburgh. The biggest of these impressive residential estates is the multi-billion-rand Bahari Bay eco-estate in Shelly Beach, consisting of 100 hectares with a focus on wildlife and conservation within the estate.
Infrastructural upgrades by Ugu District Municipality in the Margate area are anticipated, along with a major road surface refurbishment from Port Shepstone to Southbroom. There has also been a significant improvement of structural upgrades with more on the cards, including new sewerage works and the reconstruction of stormwater drains.
The most recent Crime Stats SA quarterly statistics indicate a decline of crime by 7% in Hibberdene, 4% in Scottburgh and 3% in Port Shepstone from March to June 2023. Local community policing forums have reported that Margate patrons are returning to the area.
Hospitality and tourism have always contributed significantly to the region’s economic health. According to Margate Sands GM, there has been a 13% increase in occupancy from 77% in 2023 to 90% in 2024. S
The Green Army, an initiative by Gauteng’s Department of Agriculture, Rural Development and Environment, has been a lifeline for unemployed young people in the province, but also for the environment.
By Onke NgcukaAAcross the province, the Green Army employs more than 6 000 people who clean up illegal dumping sites and clear open and green spaces, while promoting communal and household food gardens.
The Green Army is part of the Expanded Public Works Programme (EPWP), which mainly operates in townships, informal settlements and hostels. Agriculture, Rural Development and Environment MEC Mbali Hlophe says that the programme is part of the province’s effort to promote sustainability while addressing the scourge of youth unemployment.
“On the environmental side of things, we are aware that we are dealing with the issues of climate change and air quality. So, the brigades assist in terms of cleaning our environment and planting trees to create a better environment for our people and our children.
“We have also been able to establish food gardens as part of our priority of addressing food security, particularly among vulnerable groups such as old, disabled and destitute people. We endeavour to make sure they can be self-sustainable over and above a food parcel as this programme assists them with home gardens,” Hlophe says.
More than 25 households in three wards in Soweto had established food gardens as a result of the programme, which began in May 2023. The MEC said her department has helped homes with spatial challenges to establish vertical gardens. Some of these gardens have been established in elderly and child-headed households.
Statistics South Africa has observed that only 6.4% of households in Gauteng are engaged in agricultural activity. Research published in the African Journal of Food, Agriculture, Nutrition and Development found that more than 80% of households that received government support from an initiative in Gauteng in 1997, the Homestead Food Garden programme, continued to cultivate their gardens.
Matshidiso Koena (39), a supervisor for the Green Army in Soweto, says there has been a difference in her community since they began operating there.
The group collects about 800 refuse bags when it focuses on cleaning from Monday to Wednesday every week. They spend Thursdays and Fridays on gardening activities.
“There is a difference in terms of waste. There is also an impact that we have in the community, even with the gardens. We are seeing more families coming to collect the vegetables that we have planted, especially the spinach, cabbage and potatoes. I have established more than 10 gardens in the wards that I am supervising. Whatever we have planted is shared with the community or is donated to those who need it,” Koena says.
Boy Chiloane, the manager of the Rev Motlalepula Chabaku Food Garden, said some of the produce – spinach, kale, tomatoes, chillies and cabbage – was taken to the nearby creche. He says Gauteng’s
Department of Agriculture, Rural Development and Environment had been of great support and had supplied compost, seeds, hosepipes and pesticides, among other necessities.
“It has been a learning experience and also very productive. Thanks to Gauteng’s Department of Agriculture, Rural Development and Environment, the area is developing in terms of greening, vegetation, waste [management] and employment – there is a difference. It has really, really helped young people the most.
“The programme has positively impacted the participants. We have learnt a lot. We have learnt about waste management and separation, even in our own homes there has been a change thanks to the training we received.” S
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