Municipal Focus Volume 62

PUBLISHER'S NOTE

As we enter 2023, the Hon President Cyril Ramaphosa will ready to deliver his State of the Nation Address (SoNA) to set out the government’s key policy objectives and deliverables for the year ahead.

Each year around this time, the President uses this platform (SoNA) to flag challenges, outline interventions, as well as to highlight achievements. All this to unlock socio-economic development interventions for the coming financial year.

PUBLISHER'S NOTE

In these very challenging times, government is looking towards PPP’s, or Public-Private Partnerships, to better respond to SA’s growing concerns that include unemployment, economic development, poverty, re-imagining SA after Covid19, the KZN floods, waste management, housing, our energy crises, social cohesion and bridging the digital divide, to name just a few of the challenges we now face.

To achieve this end, it is imperative for all work of the SA government to be focused entirely on its communities, the delivery of services, and the general improvement of the quality of the lives of South Africans. It is also imperative that the local government sphere, the sphere of government closest to the people, deliver on its mandate.

In this first edition of 2023 Municipal Focus looks at collaborations that work to the benefit of communities! Our front cover feature on JoGEDA showcases the foresight of CEO Ayanda Gqoboka, a man invested in the economic development of one of the most rural municipalities in the Eastern Cape. Under his leadership JoGEDA has formed a partnership with the University of Stellenbosch Business School. This partnership, the Small Business Academy (SBA) programme, has allowed him to successfully address the challenges faced by small businesses in the Joe Gqabi District Municipality. JoGEDA has also successfully partnered with other corporates, Potato SA, and SANTAM to name a few.

Local, provincial and national government leaders are looking at innovative solutions, and synergies with civil society and the private sector, to identify and seize opportunities for collective impact.

and products that enable them to participate in the growing economy.

Municipal Focus unpacks the role, commitment and contribution of the National School of Government (NSG) to the establishment of a capable, professional and responsive public sector, and speaks to Principal, Prof Busani Ngcaweni, about the NSG’s work in the local government sphere that include programme partnerships and capacity building interventions, so that public servants can best understand and implement their work.

We also showcase the social interventions of Marula Mine, that with a budget of in excess of R1 billion, are implementing projects that advance social development

In this edition our cover feature showcases Cell C which has invested in “connecting communities and building capabilities”, where those who have been previously disadvantaged are afforded opportunities that empower them with the necessary skills, services

June 2022 coincides with Youth Month and we have a conversation with Malusi Shezi, the CEO of CETA (Construction Education & Training Authority) about the construction industry, empowering youth with skills in the sector, the SETA’s successes and challenges, and collaborations with some of the other SETA’s and TVET Colleges that will benefit the youth.

Nardine Nelson Publisher & CEO Kweda Media & Communications

in the rural, local communities of Limpopo; and delivering lasting positive contributions to all those affected by the mining operations.

We cover a young innovative Cape Town engineer, Sigqibo Hlwati, who now earns a living generating an income within his community as a recycling entrepreneur. He has been in collaboration with ISUZU for 3 successful years - and their teamwork continues.

The Electoral Commission has embarked on a Youth Democracy Campaign, aimed at youth voter education, participation and registration. Mawethu Mosery, Deputy Chief Electoral Officer: Outreach at the Electoral Commission, said that engaging the youth in this manner will empower this generation with the knowledge, skills and attitudes that will allow them to participate in elections and to shape their own future.

In the Nelson Mandela Metro, the Nelson Mandela Bay Business Chamber members have buckled down on water consumption, with measures in place to recycle and harvest water.

The new year has kicked off with an exciting start and we look forward to providing our readers with informative and insightful content aimed at highlighting significant matters in South Africa.

Barloworld celebrates its 120th Anniversary and continues the group’s legacy of positively impacting the communities in which it operates. Through its flagship programme, Barloworld Mbewu, it offers support to start-ups and other organizations that exist to help solve local socioeconomic challenges. Through its perpetual policy of giving back to communities, this iconic South African company continues to thrive.

I extend our best wishes to you for 2023 and may we continue reaching new publishing heights together. 

Enjoy the read and keep safe!

Through collaborations, and by introducing civil society and private sector technology, innovation and ideas to deal with SA’s challenges, we are better positioned to make local government work, supplement the limited government capacity and resources we have, and provide better public services!

Enjoy the read and keep safe!

LETTER FROM THE PUBLISHER

Nardine Nelson Publisher & CEO Kweda Media & Communications

CELL C: Partnerships - The Key to Serving South Africa and Her People SA Cities Network

JoGEDA CEO: Ayanda Gqoboka

Together, we can build a capable, ethical & developmental South Africa.

• Service delivery

• Reputation & credibility

• Ethical practices

• Audit outcomes

• Risk identification & mitigation

• Management

• A robust ethical approach

• Stronger stakeholder relationships

• Efficient & economic ways of working

• A competitive edge

• Full control through performance measurement

Ensure Decrease

• Accountability

• Employees are highly skilled & competent professionals through up-skilling

• Costs

• Wastage

• Complexity

Assisting Local Government and Municipalities to strengthen their Procurement & Supply Chains and help deliver better services to communities. Now is the time.

-

DEVELOPMENT AGENCY THAT POWERS ‘GO-GETTER’ ENTREPRENEURS IN THE RURAL PARTS OF THE

JoGEDA

“I realised that I had found a winner in this programme… the outcomes speak for themselves today”

– CEO Ayanda Gqoboka

JoGEDA

THE DEVELOPMENT AGENCY THAT POWERS ‘GO-GETTER’ ENTREPRENEURS IN THE RURAL PARTS OF THE EASTERN CAPE PROVINCE.

CEO Ayanda Gqoboka

The Joe Gqabi Economic Development Agency (JoGEDA) is the development agency for the northeastern corner of the Province of the Eastern Cape in the Joe Gqabi District Municipality comprising the rural towns of Aliwal North, Mount Fletcher, Barkly East, Burgersdorp, Jamestown, Lady Grey, Maclear, Oviston, Rhodes, Rossouw, Sterkspruit, Steynsburg, Ugie and Venterstad.

It was here that a pioneering programme for the development of rural small businesses, powered by JoGEDA, partnered by the University of Stellenbosch Business School, and driven by CEO Ayanda Gqoboka from the onset, resulted in small businesses moving out of survivalist mode and becoming sustainable engines of economic growth and employment creation.

This was all part of Gqoboka’s strategy to “diversify economic activity in the district, unlock the potential for growth, and create local employment opportunities that would retain young people in the district.”

SIMPLE BUT STRONG ORIGIN

In 2016 Ayanda Gqoboka, as Chief Executive for JoGEDA, approached the Small Business Academy (SBA) at the University of Stellenbosch to investigate the possibility of working with the SBA Development Programme to the benefit of the economy of the Joe Gqabi District Municipality.

What made him think this would work?

Ayanda Gqoboka explains: “In the early years of my executive management experience I worked in the banking sector and focused on support for SMEs. I learned the challenges that face small business. Many SMMEs don’t survive their first year due to a lack of business knowledge, the inability to create

a business plan and poor market research amongst other. In the latter years I worked in Economic Development and then joined JoGEDA. I noticed the same trend.”

“In the Eastern Cape though, the situation is more dire; more than 35% of the population in the district is unemployed. The district suffers from lack of investment and business knowledge platforms, the negative impact of increased migration of people in search for employment opportunities in urban centers and metropolitan areas. We see the daily struggle of small businesses in the area operating as survivalist businesses. We needed a more strategic intervention: tailor-made training and mentorship of small-business owners in lowincome areas,” he explains.

In late 2016, this led to the launch of the SBA Development Programme in the Eastern Cape. The programme’s curriculum was the same as in the Western Cape, but a few adjustments had to be made because the delivery had to take place in Aliwal North in the Eastern Cape, almost a thousand kilometres from Cape Town. What made the foundation of this programme strong was that it was developed out of research that had been conducted by Stellenbosch University.

CLEAR OBJECTIVE

The main aim of JoGEDA was to stimulate economic growth in the Joe Gqabi District on behalf of the region’s three local municipalities. The programme was therefore not training for training’s sake but to see a meaningful change in the small business sector that can be calculated in rands and cents. “We have success stories that speak for themselves,” Gqoboka explains. “Hence we have seen both the small businesses and the programme grow exponentially by themselves.”

OUTSTANDING SUCCESS STORIES

Vintage Car Restoration Business

Nosipho Kholutsoane from Mount Fletcher started her vintage cars restoration business with a R2,000 loan from her husband in 2014she now makes over R50,000 in commission a year fixing old cars.

Khulotsoane says what she learned at JoGEDA’s SBA programme helped her grow her business.

She started Lereku Trading Classic Cars after watching a television programme on vintage cars, and >

Nosipho Kholutsoane

falling in love with the concept.

The first car she restored was a badly rusted 1947 Pontiac. The 39-year-old now restores and hires out vintage cars, and works with vintage car enthusiasts from big cities and around the world. Her business may be located in a deep rural area, but there are advantages to this: Mount Fletcher is on R56 which is the shortest route between KwaZulu-Natal and the Eastern Cape. This has connected her to customers from big cities in the county and international travellers.

“What is more encouraging is that all the small businesses that participated have created new employment opportunities and most of them are keen to develop the skills of the local youth and to create opportunities for them. We all know that the youth love dabbling in cars – so who would not want to work on car restoration projects? The opportunities for growth there are immense,” says Gqoboka.

B&B and Camping Site

A massive dinosaur fossil find in Qhemerha in the Eastern Cape in 2018 shone the international spotlight on the rural town bordering Lesotho, attracting researchers and palaeontology tourists, hikers, anglers and history buffs, from South Africa as well as globally, to work on the site. Two entrepreneurs saw an opportunity to provide much needed prompt but world-class accommodation; Thandeka Kama and Yoliswa Sigudu set up Sigudu Bed

& Breakfast on Yoliswa’s 9 ha family property in the Drakensberg foothills close to the Orange River.

Farmer and livestock trader Thandeka Kama drew on her childhood experience of sheep and cattle herding for the business, while Yoliswa Sigudu shares her fascination with the area’s cultural heritage and internationally recognised dinosaur graveyard as a tour guide and host of the B&B and camping site.

The JoGEDA-SBA programme helped them to sharpen their financial management skills, enabling them to ask the right questions and making them less dependent on accountants’ advice. They even plan to enrol in the USB MBA programme later.

“We have loved the knowledge and networks gained on the SBA programme. Times are changing and you have to be able to continually adapt and adjust, that’s why we want to go on to the MBA,” the entrepreneurs say.

“The results for the more than 100 businesses that have now been through the programme have been outstanding in enabling entrepreneurs to structure, focus and plan for their businesses,” the Chief Executive says.

Thandeka Kama

Yoliswa Sigudu adds:” We have created value out of being in a rural setting. We have the great advantage of being able to host guests mostly outdoors in the fresh air, for hiking, running, fishing, camping. People can camp and we offer a safe environment for a getaway with lots to do, or just relaxing in the mountain air.”

Sigudu got an opportunity to travel to Dublin, Ireland to benchmark on hosting international guests.

Communications Company

Bomikazi Nkolongwane started her business, Amani Communications in 2014. It was tough going from the first day. She did not have a proper business plan and ran the business informally with very little finance.

Today her impressive client list includes Senqu Municipality, Joe Gqabi District Municipality, the Film and Publication Board, Arengo6, African Union Foundation, and Chris Hani District to name a few.

Her services range from media relations to integrated marketing communication plans, social media management and publication development.

“As part of the JoGEDA-SBA programme I learned how to structure my business and most importantly gained invaluable insight from my USB MBA Alumnus, Johan Wepener, who offered fresh perspective and sound advice,” she says. “Having an experienced mentor is vital for any small business owner to overcome one’s challenges.”

She adds: “The programme covered training in general management, finance, marketing, computer skills, business plan development, personal development, and practical workshops. Above financial and operational knowledge to grow and strengthen your business, the programme also creates networking opportunities and offers a mentorship programme.”

Bomikazi says the programme has taught her how to believe in herself

and in the potential her business has to grow. “I currently use freelancers and outsource certain activities but I’ve realised that if I apply some strategic thought I will be able to grow my business to such an extent that I can employ people permanently and ultimately become a force to reckon with in the public relations and communications industry.”

Rural Farming

The Joe Gqabi District Municipality is primarily rural and subsistence farming is the mainstay of the area. Despite the enormous potential for farming and agricultural growth farmers lack access to business and market information as well as financing and land. This has not been lost on Gqoboka, hence the programme also turned attention to farming-related SMMEs.

One of the farmers who participated in the JoGEDA-SBA programme is Wilfred Makaphela, a retired school principal. Wilfred grew up in rural >

Mr. Wilfred Makaphela

Esiwonyeni with his father funding his education by sheering wool and selling sheep and cattle. He had been farming in Sterkspruit for 13 years when he joined the programme.

Wilfred farms with Bonsmara cattle supplying agents of Karen Beef and Sparta and he sells the curled cows to abattoirs and to private households for traditional purposes. He employs two permanent staff members and despite the many challenges of theft, veld fires and access to finance, his vision is to become the leading supplier of Bonsmara cattle in South Africa.

“The SBA programme has truly been an eye opener for me in terms of how to management my business. I have now learnt how to identify opportunities and build on them, how to manage any threats and weaknesses and how to market my livestock. I really would like to start giving back to the community by sharing the knowledge that I’ve learnt through the SBA with illiterate, upcoming farmers,” he says.

Another uplifting success story from the programme is that of cattle and sheep farmer, Mr. Lawrence Maduna. When Maduna joined the programme he had one farm and banks were declining to finance the acquisition of a second farm as his farming activities were growing. Through the programme was given a Mentor, a successful farmer who assisted him to manage his farming administration and operations. At the end of the programme he was able to write his own business plan and prove capacity to the financiers and ultimately managed to acquire second farm.

He was further nominated as a Best Farmer in the Eastern Cape.

In the mentor’s words– ‘Since joining the SBA programme, Maduna has overcome his computer illiteracy, gained accounting and financial knowledge, allowing him to work closely with his bookkeeper, learned how to do market research, how to run his own advertising campaigns and reaching the market in a more structured, agile way’.” Gqoboka firmly believes that by intervening meaningfully in the businesses of rural farming, JoGEDA can grow the sector and address unemployment and sustainably at the same time.

COLLABORATIONS – AS A FORMULA FOR SUCCESS

Ayanda Gqoboka expounds: “Partnerships are what are making this programme a success. From the onset the partnership between JoGEDA and the University of Stellenbosh got us going. The university’s Small Business Academy with its alumni were critical in developing an effective programme. The support of the Eastern Cape Development Corporation (ECDC) and the provincial Department for Economic Development, Environmental Affairs and Tourism were also critical.”

“Other partners who play a critical role are ABSA Bank, SANTAM insurance training our farmers on financial skills; POTATO SA providing mentorship to our emerging farmers that specialize in potato farming to scale their production. Lastly, we have partnered with Decidious Fruit Development Chamber in our pursuit to develop 100 ha stone fruit orchard in the Senqu Municipality along Oranje River,” he adds.

An important aspect of the SBA Development Programme is that participants ‘graduate’ with a certificate from Stellenbosch University.

Therefore, care was taken to design a programme that would be in line with all the requirements of, firstly, the business school, secondly, Stellenbosch University, and thirdly,

the Higher Education Quality Council (HEQC) of the Council on Higher Education (CHE) in South Africa. That is why Stellenbosch Business School’s SBA Development Programme is accredited by the HEQC of the Council on Higher Education under the auspices of Stellenbosch University. Also playing a significant role in the development of the programme were Edith Kennedy (the then head of stakeholder relations at Stellenbosch Business School) and Prof Salomé van Coller-Peter (the then head of the MPhil in Management Coaching at Stellenbosch Business School).

The programme is registered as a short course with Stellenbosch University and provides flexible learning to meet the specific needs of owners of micro and small businesses so that it

"Programmes of this nature serve as a platform to embolden the power of our entrepreneurs to reach for their dreams,”

- Gqoboka

Mr. Lawrence Maduna.

does not take them away from their businesses.

“As in the words of painter Pablo Picasso who once said, 'Our goals can only be reached through a vehicle of a plan, in which we must fervently believe, and upon which we must vigorously act. There is no other route to success.' We believe in precision execution of our plans and partnering with other organizations that have similar goals,” the CEO says.

USB & JoGEDA - Committed to the programme

Gqoboka’s commitment to the programme stems from his time working at various banks; Standard

Bank, Nedbank and FNB, where he focussed on SMEs and learned to appreciate not only the challenges, but the value of small business to families, communities and the overall economy.

Gqoboka never lost sight of the value of entrepreneurs and this lead him as CEO of JoGEDA to urge the University of Stellenbosch Business School lecturers to agree to travel all the way to Aliwal North to deliver the programme where it was needed.

As explained by Dr Marietjie TheronWepener, founder of the SBA: “Ayanda Gqoboka, CEO of the Joe Gqabi Economic Development Agency (JoGEDA), saw an advertisement for the SBA Development Programme in an inflight magazine. He thought

that it was worth investigating. He came to see us and persuaded us to start the programme; but in Aliwal North!”

She continues: “The distance between Cape Town and this rural part of South Africa meant that lecturers and the mentorship team had to fly to the closest city, namely Bloemfontein, and then travel by car for about 200 kilometres to reach Aliwal North. Mentors – typically Stellenbosch Business School alumni – were not as readily available, and at the start of the programme, senior mentors from the Western Cape had to travel up-country. Over time, more mentors came on board, including a few top students from the SBA programme itself. Today it is a resounding success!”

Gqoboka concludes: “The thing that makes working with entrepreneurs fulfilling though is that their businesses are usually based on something they love and can do well, and in most cases, for almost no pay or remuneration; the passion and commitment are guaranteed! The JoGEDA-SBA programme is open for business – so we would like to see more entrepreneurs and partners come forward, for the development of the people of our district.” 

CONTACT DETAILS

Tel: 051 023 0600

Email: info@jogeda.co.za

Web: www.jogeda.co.za

Address: 27 Dan Pienaar Avenue, Springs, Aliwal North, 9750

Joe Gqabi ECONOMIC DEVELOPMENT AGENCY

MARULA MINE HAS KEEN FOCUS ON EDUCATION AS SOCIAL DEVELOPMENT DRIVER

Marula mine, part of the Implats Group, is located within the Fetakgomo Tubatse Local Municipality on four farms where its local communities reside, being Clapham, Driekop, Forest Hill and Winnaarshoek in the Limpopo province.

The mine is in a rural area characterised by limited formal economic activity, high levels of youth unemployment, inadequate provision of infrastructure and poor service delivery. Social interventions are designed as far as possible to address these issues while operating according to an agreed social and labour plan (SLP) as required by every mining operation in South Africa.

Now in the final stages of implementing its third SLP, Marula mine has spent in excess of R1 billion thus far on projects that advance social development. These projects fit into one of six categories: employment equity, human resource development, mine community development, enterprise and supplier development, preferential procurement and housing and living conditions.

A key element that stretches across most of these areas is education and skills development, which are key to unlocking economic development and improving social conditions. Marula mine’s goal is to deliver education and skills development programmes that open employment opportunities with initiatives ranging from early childhood development to higher levels of schooling and include adult education and continuous skills development.

In 2021, four blocks of classrooms were constructed at four local schools as part of Marula’s SLP commitments to help reduce over-crowding and improve overall learning outcomes.

These included the Ntoshang Primary School, Mosedi Secondary School, Manyaka Primary School and Dihlabakela Secondary School. The latter was also provided with two mobile classrooms that can accommodate a total of 80 learners. The new blocks as well as the two mobile classrooms were handed over fully furnished.

The Makgamathu Secondary School science laboratory is a partnership between the Mashishi Community Trust and Marula mine and paid for by Makgomo Chrome dividends. The Mashishi Community Trust initiated a project to build a science laboratory at Makgamathu Secondary School and the mine was approached to provide the laboratory with furniture, apparatus, learning materials and chemicals.

The mine will also assist with teacher training on the use of the laboratory apparatus. With the implementation of the project, a total of 2 877 learners from six local secondary schools will benefit from the R1.9 million facility which will provide a solid foundation for those wishing to study in the mathematics and science fields.

The laboratory is registered with the Department of Education, which will also assist with the maintenance. During

construction, 13 jobs were created in the local community and the facility will require four additional educators. In addition, the operation continues to support matriculants enrolling in maths and physical science at six local secondary schools. Marula’s School Enrichment Programme, which assists teachers and students through stipends and transportation to hold weekend and vacation classes focusing on maths and science, benefited 407 learners.

Marula also supported 15 bursaries and 15 learnerships during the year. Some of the other key projects undertaken and completed by the mine have a strong focus on infrastructure development and which consider the basic human rights of local communities.

Over 50km of main access community roads have been maintained or upgraded. Over 4 300 households have benefitted thus far from the minesponsored electrification project in local communities and over 10 500 beneficiaries now have household access to potable water.

Marula mine goes beyond compliance to deliver a lasting positive contribution to all those affected by the mining operations. 

Creating a better future

through the way we do business

Caring for and supporting our environment

Developing and caring for our host communities

Creating value for all our stakeholders

Providing meaningful employment

TURNING THE TIDE ON THE WATER CRISES

South Africa’s water crisis could be reversed by changing the paradigm of water as a finite resource, and bringing together political will, science and capital to change the way water is managed. This is according to Prof Anthony Turton, a

scientist and consultant specialising in water resource management as a strategic issue.

Prof Turton says that while South Africa is undeniably experiencing a water crisis, this situation could be reversed by changing the paradigms

around water management. “In the past, water was seen as single use stock, and the solution to scarcity was to create dams and inter basintransfers,” he says.

This approach was the foundation of huge industrial growth around

the world, but had unintended consequences, he notes. Now, areas of the country that once thrived on a foundation of dammed water face economic ruin.

“The paradigm must change –water is infinitely usable. In a new paradigm of abundance, based on simple scientific truth, we must acknowledge that water is a flux flowing in time and space, therefore it’s an infinitely renewable resource. When it has been used, it returns into the ecosystem, so you haven’t lost it – you still have the same volume,” he says.

In his paper, A South African Perspective on Climate Change, Food Security and Water, presented at the 4th BRICS Academic Forum, New Delhi, March 2012, Prof Turton noted that water moves in time and space, driven by the laws of physics, in what is known as the hydrological cycle. “In fact, we have the same volume on our planet today as we had when the dinosaurs roamed free 65 million years ago,” he said.

“The crisis of management is that by seeing water as stock instead of flux, future economic growth has been constricted and cities like Port Elizabeth are on the brink of total collapse.

more capital, we can launch more water recycling and desalination programmes,” he says.

“We don’t need to crash and burn –we need credible thought leadership creating a vision supported by robust science, engineering and technology; then we need to populate the vision with enthusiastic and competent people.”

Prof Turton says that desalination and recycling water will substantially improve the situation: “South Africa has been reclaiming and desalinating acid mine water at Witbank and other areas for at least a decade without problems, proving that we can convert the worst water into the cleanest potable water.

With an enabling environment and

Optimism about progress already being made

“There’s a lot of good news. The current Minister of Water and Sanitation, Senzo Mchunu, has gone out of his way to reach out to experts and create water war rooms. Within the government, we see ‘moderate middle’ components where capital resides, and rational people want to make South Africa a better place. And there are scientists, business chambers and local governments already working on more advanced water recycling and desalination plans.

The South African Water Chamber, of which I am a founding member, is working with stakeholders and the government to create programmes using special purpose vehicles as a solution to failing municipalities and to enable economic growth. These SPVs, to be rolled out over the next >

We need R1trillion to fix what’s broken in the water sector, but the science and technology already exist to make it happen,” he says.

Prof Anthony Turton

Minister of Water and Sanitation - Senzo Mchunu

decade, will mobilise the R1 Trillion we need,” he says.

Prof Turton says research based in science is important in driving progress in sectors such as water resource management: “During WWII, it became evident that science, engineering and technology could play a significant role. The invention of radar, directly linked to Prof Basil Schonland at Wits University, was a game changer in the Battle of Britain. This triggered the creation of national science councils in all former British colonies, mandated by parliament to generate the science, engineering and technology platform needed to develop the economy.

Each Commonwealth country has gone different routes, but many still have CSIR-type science councils. In South Africa, the Commission of Enquiry into Water Matters, created the national framework to guide the CSIR in the type of research and technology development needed. An example is the development of technology to safely recycle sewage as potable water, which was pioneered by the CSIR for implementation in Windhoek. The same happened when the treatment of acid mine water became a crisis, with the sulphur removal technology being pioneered by the CSIR.

We can safely say that the economic development of South Africa has been strongly influenced by science, engineering and technology, with many examples, including the pioneering work into the production of oil from coal.”

Research information supports his own work, he notes: “Research creates an unambiguous platform for the creation of new knowledge around complex issues. Coming from a national science council, that research formed the foundation of policy and thinking in both the public and private spheres. Today I still work in two spheres – research exclusively funded by private capital for strictly commercial purposes and research in the public domain for the public good. There is a place for both in society.”

Lucia Franco publishing director of Elsevier’s Water Management journal portfolio says Prof Turton’s work, and that of others working in the water and sanitation space, is encouraging. Credible research, with rigorous controls and standards in place, is the foundation for innovative thinking and progress.

John Sterley, Account Manager at Elsevier in South Africa says, “At Elsevier, we help researchers make

new discoveries and collaborate with their colleagues and give them the knowledge they need to help find funding. We also help governments and universities to evaluate and improve their research strategies. Our goal is to expand the boundaries of knowledge for the benefit of humanity.” 

About Elsevier

Emphasising the importance of credible science and research

Elsevier, a global information and analytics company, is publishing a series of stories about noteworthy research projects that are well worth the read. The information and analytics, helps researchers, professionals and government officials advance science and improve outcomes for the benefit of society. Elsevier is part of RELX, a global provider of informationbased analytics and decision tools for professional and business customers. www.elsevier.com

CONTACT DETAILS

For more information on Elsevier contact:

ITP Communications (Pty) Ltd

Email:

Leigh Angelo at leigh@tradeprojects.co.za

Tel: 011 869 9153 082 954 7833

Over 75 Years of dedication to Local Industry!

A thriving manufacturing industry creates jobs and business opportunities, enables skills development and improves our competitiveness in global markets. A first step is procuring locally manufactured goods, this has obvious benefits for national competitiveness and economic growth.

SABS’ mandate is to provide standardisation, voluntary conformity assessment, and local content verification services to enable the achievement of the country's industrial, economic, and developmental objectives. Now more than ever our industry needs Quality Assurance through standardasation! Start your Certification journey today and Contact us!

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For organisations committed to addressing their impact, conserving resources and improving the bottom line through efficient energy management, SANS/ISO 50001was developed. Designed to support organisations in all sectors, this ISO/SANS standard provides a practical way to improve energy use, through the development of an energy management system (EnMS).

SANS/ISO 50001 is based on the management system model of continual improvement also used for other well-known standards such as SANS/ISO 9001 or SANS/ISO 14001. This makes it easier for organizations to integrate energy management into their overall efforts to improve quality and environmental management.

SABS provides services to assist the implementation of best practice solutions:

• Manage and develop South African National Standards

• Laboratory Testing Services for a diverse range of Products. Supporting of South African Manufacturing industry as well as Municipal delivery through: Testing of water quality, Testing/Certifying Water Meters, Smart Meters, and other products/systems.

• Certification of Companies to International Management System Standards such as SANS/ISO 50001, SANS/ISO 14001, SANS/ISO 45001, SANS/ISO 9001 and much more.

• Certification of Products and the Application of the SABS Mark Scheme.

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• Local Content Verification for South African manufacturing industry

Assurance.

SKY HIGH CONSULTING ENGINEERS

OUR COMPANY

Sky High Consulting Engineers was founded in 2008, by a group of individuals passionate about providing the highest level of service delivery, ensuring client satisfaction and the pursuit of dreams. We are a vibrant South African Multidisciplinary Consulting Engineering Company, humbled by a vision of greatness and belief in our Rainbow Nation’s capabilities. Our staff compliment is 40 permanent staff comprised of Professional Engineers, Technicians, Technologists and support staff.

We are committed to professional integrity and delivery of quality solutions that have been formulated on best practice and sound business principles. We execute our work with the intention of improving the lives of our communities.

Sky High Consulting Engineers core business offering is Multi-Disciplinary Civil Engineering Services including Roads and Transportation, Water and Sanitation, Structures, Ports and Harbours, along with comprehensive Project Management Services within the built environment.

What makes us unique is our desire to serve our communities as well as offering a one-stop service, focusing on “Turnkey: Design & Construction Projects”. Clients are offered an all-inclusive package, including the full spectrum of professional and construction supervision services across project life-cycle; initiation,

planning, execution/construction and close-out.

Professional Services, Consulting Engineering and Project Management, are provided by registered Consulting Engineers and Construction Project Managers respectively. We also have longstanding affiliations with a selection of Specialist Consultants and Contractors to support our service delivery, where required.

We are a Level 3 B-BBEE contributor, 100% African owned with 100% black ownership.

OUR VISION

• To provide the most innovative, highest-quality consulting engineering and project management services.

• To foster long-term relationships with clients and beneficiaries.

• To contribute to the upliftment of local communities.

• To maximise equity and skills transfer through employment and the application of worldclass resources, practices and technologies.

OUR MISSION

To go above and beyond on every project and deliver on our promises with passion, excellence, and the highest integrity.

CONTACT DETAILS

Directors: Andy E. Mhlongo, Vuyo M. Booi, Taurai B. Ndadzibaya, Cladious Nhawu, Gerald J. Nkhwashu

Tzaneen - 015 307 6961

No 14 Peace Street, Tzaneen, 0850

Nelspruit - 013 752 3014

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1 A Stockton Road, Berea, 5241

Email: vuyob@shconsulting.co.za

Website: www.shconsulting.co.za

CHANGE YOUR WORLD. PARTNER WITH CELL C.

Municipal Focus spoke with Dr Zolekile Willie Pafa, a man who has always believed “people working together have a chance to overcome challenges... our children and the society at large look at us for solutions, the time is now not to fail them,” he says. Here are his views…

FUNDS BE WASTED WITHOUT A PERMANENT SOLUTION?

Each year the Auditor General publishes a report on how local government funds have been spent.

Without getting into deep analysis of the annual MFMA reports, because in each issues raised are not dealt with, this article seeks to identify the problem areas and provide possible solutions.

1. CHALLENGES AT LOCAL GOVERNMENT LEVEL

1.1 Pre-election of councillors

There is a problem with the nomination process of potential candidates as councillors. It is during this period that factionalism plays in the open.

Those who are close to leadership would likely be the ones nominated to be councillors, irrespective of their knowledge, skill, and potential. I have witnessed this in my area on many occasions. Each faction would hold separate meetings but at the end of the day, a faction closer to those in leadership positions will be the one to be imposed on people.

What is painful is that after these people were imposed, they disregard the same community they are supposed to serve, and do not know the community needs. They do not hold community meetings. It is not known what they report to the Municipal Council. It is also not known what systems the municipality has in place to ensure active community participation in the affairs of the municipality.

1.2 Election of councillors

Local government has been used as a dumping ground in most of the time where those who failed to be in the national or provincial lists end up being deployed at local government, not due to the appreciation of their skills, but mostly due to appeasing the political party contestations. Once they are deployed, they show no passion for local governance, a sphere they do not understand, as some regard their deployment at that level as political humiliation. It must not come as a surprise therefore when most of these councillors do not care about the municipal processes and the report of the Auditor General because they are misplaced.

Even political parties are to be blamed. It seems once deployees are in the Municipal Council, political parties no longer care whether their candidates do what is expected of them. These political parties do not even go to the community to get feedback on how the community feels about their preferred representative or whether the councillor provides the expected leadership.

1.3 Appointment of senior managers

The problems at local government are not addressed because those in leadership and strategic positions do not want to solve them. They remain unsolved because they do not have the capacity to deal with them and do not know how to arrest them. Let me expatiate on this by presenting a trend analysis approach. It is the Council which employs all senior managers in the municipality. Unfortunately, when they employ these senior officials,

the rule book is thrown out of the window to employ those who are politically connected, even if they do not qualify or are under qualified.

It is no longer surprising to hear that a primary school teacher has been appointed as Chief Financial Officer (CFO) of a municipality or someone with a background of mathematics has been appointed. When these people are employed, all they know and can do is to transfer party politics to the municipality and champion factional administration by defending the faction which brought them to the municipality.

In other words, and in every financial year to follow, certain municipalities always have a bad audit opinion because those who have been employed to do a job are absent though present. Once there is this continuous trend, civil society groups and the communities themselves >

Dr Zolekile Willie Pafa

start to make noise, and the Council then starts to craft a Plan B to cover their failures and the failures of the parachuted executives. What is this Plan B? This Plan B is the appointment of consultants.

1.4 Appointment of consultants

The Plan B is to appoint consultants to do the job of people who are appointed and are paid monthly. There is often no disciplinary process or sanction against underperforming municipal workers although the mere fact that a Council can appoint consultants when there is a person employed to do the job should be enough to apply consequence management. It is unfortunate that when these consultants are appointed, the ‘municipal tendency’ of recruitment comes into play.

Municipalities employing consultants not on merit but on proximity could end up having unqualified and under qualified executives and inexperienced and incompetent consultants.

Although the Auditor General is against the blatant and overuse of consultants because they do add value, I see the problem being exacerbated by the appointment of incompetent consultants. It is my argument that any action therefore should be directed to the leadership of municipalities for appointing incompetent and inexperience consultants, not the entire consultancy community.

1.5 Lack Of Accountability

Most councillors are not accountable to anyone and have caused instability in the municipality they serve. They undermine the troika, they do not account to their party, or anyone in the line of monitoring and authority. This is political discipline which could have been addressed at a political party level. This is clear evidence that not all who are deployed understand the importance of their role, hence reports by the Auditor General show municipalities that are casualties of these unfortunate deployments. Political parties need to be curious about the

performance of their members in the Council.

1.6 Reluctance to take decisions

One of the contributory factors in not addressing the content of the Auditor General’s report is the inability or reluctance to take decisions on time. This should be understood in the context of wrong deployment and wrong appointments. Under these circumstances decisions are either ignored, or the matter is deferred for consultation purposes.

2. WHAT ARE MY PROPOSALS?

It is the view of this article that there should be a paradigm shift if we are to resolve local government challenges, and these challenges are as follows:

• A systemic approach in addressing local government challenges is required, as exposed above.

• Establish a structure like the South African Council for Educators (SACE) to monitor the conduct which includes performance of councillors.

• Municipalities must be required to submit performance reports to this structure on a quarterly basis, including the conduct of individual councillors. The guidelines should be clear such that when a transgression reaches a certain level, this body would be required to advise the Independent Electoral Commission (IEC) to declare a vacancy. This should be done after the deploying party has been advised to correct the conduct of that councillor within a stipulated time.

• There should be a penalty imposed to such a councillor. It is understood that this might have legislative implications, but if needs be, the amendment of legislation should be the way to go. This should not be confused with section 47 report which is about the institution.

3. CONCLUSION

The Local Government sphere has been the antithesis of what it ought to be. It cannot be correct to use local governance as a training ground for those who aspire to be politicians and administrators. We need to save local government for the sake of those who are vulnerable, illiterate, literate, highly educated, the poor and the rich. I list all these people to demonstrate that local government is for all the people, and when it is not functional, all people suffer irrespective of one’s social standing.

In www.pafadialogue.co.za, I wrote in one my articles something which I want to use in this article as my parting statement that “If you create a culture in any organization of protecting mediocrity, there is no way employees can pull up their socks because the culture tells if you lose there will always be a tomorrow”.

Academic Achievements:

• Advanced Management Development ProgrammeUniversity of Pretoria

• Executive Development Programme - Nelson Mandela Metropolitan University

• Bachelor of Social Science (Cum Laude) - University of Fort Hare

• Master of Public Administration (Cum Laude) - University of Fort Hare

• Doctor of Philosophy Social Science in Development StudiesUniversity of Fort Hare 

CONTACT DETAILS

Contact Person: Dr. Z W Pafa

Cell: 071 618 7325 082 908 6342

Email: info@pafadialogue.co.za

Address: 64 Clark Street, Haven Hills, East London, 5247

DIHLABENG IMPROVEMENT AGENCY GETTING THINGS DONE

COMPANY VALUES

The Dihlabeng Improvement Agency (DIA) was established in 2021 as a model Non Profit Organization (NPO) with a focus on revitalizing the long neglected and decaying local infrastructure and to help rejuvenate the economy of the Dihlabeng region at large.

As a non-profit organization, the DIA operates with its own Board of Directors and liaises with SAPS, Department of Social Development, Department of Public Works, Department of Health, Department of Education, Local Authorities, and the Private Sector, working with each to develop, manage, and promote the Dihlabeng region.

DIA is funded by sponsors, private donors, participating property owners and the business community to provide complementary urban management services to all Dihlabeng towns and its Central Business District. DIA is also registered with the South African Revenue Service as a Public Benefit Organization (PBO), that will be able to issue Section 18A Certificates to potential donors.

These services include supporting and augmenting the safety and cleaning efforts in our townships and CBD’s, ensuring that the environment is well

nurtured and groomed, that social development issues like homelessness, and drug addiction are addressed, and lastly, that the Dihlabeng region is promoted as a leading business destination.

The DIA comprising Four (4) operational departments, namely:

• Public Safety

• Urban Management

• Social Development

• Communications

The DIA stretches its services across the Five (5) Towns of Dihlabeng, being Bethlehem, Clarens, Fouriesburg, Paul Roux and Rosendal. We intend to employ the locals to take care of their surroundings and “Get things done…”

Pitso Trinity Maholela (Founder & Chairman), saw a need to unite the community of Dihlabeng with a focus on transforming and rejuvenating the region. Equipped with a Bachelor of Economics focused on Finance and Marketing, Strategic Planning, Business Development, Marketing Strategy and Event Management he has diligently set about achieving this goal.

CONTACT DETAILS

CEO and Founder of Dihlabeng Improvement Agency: Pitso Trinity Maholela

Dhlabeng Improvement Agency Getting things done...

Policy

THE POLICY UNCERTAINTY INDEX

The role of policy uncertainty has loomed large in much of the recent economic debate in SA, and hardly any recent economic assessment or media release from international or local financial institutions, business lobbies, economic analysts, financial journalists, or credit rating agencies appears without the inclusion of the words 'policy uncertainty' occurring in them. It is widely seen to have important implications for business confidence and the investment climate in the country.

There have been many manifestations of policy uncertainty in SA over the years and a deeper understanding of how uncertainty 'shocks' affect the SA economy helps policy makers assess how future shocks will impact markets and business.

UNDERSTANDING THE PUI

The Policy Uncertainty Index (PUI), launched in early 2016, is the net outcome

of positive and negative factors influencing the calibration of policy uncertainty over the relevant period and the outcome of the research done will now be made regularly available on a quarterly basis to hopefully fill a gap in our monitoring of the economic environment.

The PUI is published in January, April, July, and October of each year. An increase beyond 50 reflects heightened policy uncertainty; a decline in the PUI means reduced uncertainty. The value of the PUI as a proxy for policy uncertainty will lie in tracking changes in policy uncertainty over time.

Correlations between the policy uncertainty index with economic outcomes

Empirically it shows that when economic policy uncertainty is strongly present in the environment, it indeed lowers investment, employment, and output. High levels of such policy uncertainty inhibit meaningful

investment and consumption. Elevated policy uncertainty in many countries contributes to sluggish growth. Economic policy uncertainty then has actual consequences for the economy.

PUI RESULTS FOR 4Q 2022 - WHAT DO THEY SAY?

The results show that the 4Q 2022 PUI at 53.2 eased considerably from the 3Q 2022 PUI at 59.6, but remains in negative territory (baseline 50).

Unpacking the three elements constituting the latest index shows the following:

i. Media data reflected a decrease in references to economic/policy uncertainty

ii. The survey of economists indicated that policy uncertainty had declined

iii. University of Stellenbosch’s Bureau for Economic Research survey of manufacturers experiencing policy/political uncertainty increased from 76 to 83.

NARRATIVE ON FACTORS INFLUENCING ECONOMIC/POLICY UNCERTAINTY

1. Global Economic Outlook

On the international scene the RussiaUkraine war, inflation and recession fears have continued to strongly shape the economic prospects of many economies as the year had unfolded. The three major ‘locomotives’ driving the world economy – the US, Europe, and China – are all to a greater or lesser extent slowing down. They will continue to do so into 2023. China in particular is now expected to show its weakest economic growth in several decades.

In a recent survey the International Monetary Fund (IMF) forecast that more than a third of economies world-wide will have contracted by the end of 2022, or will do so during 2023. The World Bank (WB) therefore believes that, in these more vulnerable circumstances, even a small shock could knock the global economy off course and precipitate a wider recession. It would seem that economic growth and interest rates are now the two main variables to watch globally in 2023.

The IMF has stressed that the general global outlook ‘remains fraught with uncertainty’.

On the positive side it may be that the basic resilience of the US economy means only a mild recession or a ‘soft landing’ there, despite much higher interest rates. "In short", says The Economist (10/9/2022), "the dollar is the go-to currency because America has proved a reliable source of economic growth." What, of course, is needed to weaken the dollar is that the global growth ‘gap’ must narrow and

for growth prospects outside the US to improve.

On the inflation front there is mounting evidence that global inflation may have peaked, or is close to that point. Central banks, however, remain cautious. And although future interest rate hikes in several economies may be less aggressive as we move into 2023, there is unlikely to be an early return to softer monetary policies. Central banks, including the US Fed, will want to see more definitive evidence of declining inflation – and even in some cases likely rising unemployment – before cutting interest rates. Several markets are gradually adjusting to that scenario.

Regarding Sub-Saharan Africa the IMF expects the region’s GDP growth to have slowed sharply by more than 1% to 3.6% in 2022 and to remain at about that level in 2023. This is the inevitable outcome of the above-mentioned slowdown in advanced economies and emerging markets, tightening global financial conditions and volatile commodity prices. In a region already wearied by ongoing shocks (such as Covid-19) rising food and energy prices are severely impacting on the vulnerable. The IMF says that public debt and inflation in Sub-Saharan Africa are at levels not seen in decades.

These deteriorating economic conditions are also creating serious socio-political

tensions. Earlier this year The Economist (25/6/2022) built a statistical model demonstrating that rises in food and fuelprices were, under certain conditions, a strong portent of political instability.

The risks for economic growth in SubSaharan Africa are presently on the upside, the extent depending on what steps are taken to offset or mitigate the escalating pressures. And the SA economy?

2. The South African Economy

2.1 Balance between positive and negative factors influencing the 4Q 2022 PUI

As 2022 drew to a close the NWU Business School PUI eased significantly from 59.6 in 3Q 2022 to 53.2 in 4Q 2022. Exceptional circumstances have combined in recent times to strongly elevate the PUI, ranging from Covid-19 to geopolitical developments, civil unrest, and record Eskom load-shedding. But the calibration of the 4Q 2022 PUI suggests that some negative factors have either ameliorated, or are now being largely ‘priced in’ by markets.

Externally, the immediate global implications for the SA economy have registered in five broad uncertain ways: the continued Russia-Ukraine war; the accelerated slowdown in the world eco-nomy, including for Sub-Saharan Africa; weaker international >

Prof RWK Parsons - NWU - PUI

commodity prices; the outlook for energy and food prices; and a world that has moved into a cycle of ‘dearer money’.

But positive trends in SA in recent months included the much better-thanexpected GDP growth in 3Q 2022 (after negative growth in the second quarter), a slight easing in the rate of inflation, lower fuel costs, better employment figures, additional anti-corruption steps, a well-accepted Medium Term Budget Policy Statement (MTBPS) in October and the leadership outcome of the ANC 55th elective conference in December. The credit rating agencies have also maintained a stable outlook for SA, although the ‘junk’ investment rating itself remains unchanged for now.

In particular, SA’s real GDP in 3Q 2022 rose by 1.6%, which was well ahead of consensus forecasts of only 0.4%. While there may also have been technical reasons for this outcome, the upshot is that growth forecasts have had to be revised upward.

For 2022 as a whole growth is now likely to be about 2.3% (instead of the consensus view of 1.8%) and for 2023 GDP growth may be about 1.4% (instead of the consensus view of 1.2%). This surprise GDP growth was largely driven by agriculture with its bumper crop yield, together with support from most other sectors of the economy.

Political developments may also have played an important role. The re-election of President Cyril Ramaphosa as ANC President at the recent ANC elective conference appears to have had a particularly favourable impact on the 4Q 2022 PUI. President Cyril Ramaphosa emerged from the conference with a strong mandate and majority support in the hierarchy of the governing ANC. Business and the markets perceived the new ANC leadership as committed to expediting economic reform and implementing pro-growth policies and projects in 2023.

On the other hand, the factors keeping the 4Q 2022 PUI in negative territory included:

• The shock resignation of Eskom CEO André de Ruyter in mid-December

put a big question mark over the future role and functioning of Eskom. Although the further intensified Eskom blackouts during 4Q 2022 took their toll on economic and business activity, business and markets saw De Ruyter as a stable factor broadly moving Eskom in the right direction in its future financing and restructuring.

• The continued weakening in household spending as high inflation and higher interest rates increasingly had a negative impact on disposable income (SARB Quarterly Bulletin, December 2022). Food inflation continued to erode household budgets, especially of poor and working-class families. Interest rates in SA will rise further in 2023, though probably at a slower pace. Business and consumer confidence have persistently remained at low levels.

• Higher fixed capital formation has remained modest and as yet is an insufficient pillar for the job-rich growth that SA needs. Over the next decade the percentage of total fixed investment to GDP needs to almost double, from its present 14% to about 25%, if SA is to attain and sustain inclusive economic growth rates well beyond 2%.

• As 2022 drew to a close it remained uncertain as to, firstly, how soon the stronger political mandate would indeed translate into rapid and tangible implementation of urgent economic reforms, such as around Eskom and, secondly, what resolutions affecting the economy would have been decided at the postponed ANC ‘hybrid’ conference

on January 5. How these factors unfold and interact at the policy level will play a big role in the prospects of shifting the PUI into positive territory in 2023.

2.2 Summary and Conclusion:

The SA economy is struggling to gain momentum at a time of serious socioeconomic challenges, but a lower level of policy uncertainty creates an opportunity to strengthen SA’s economic prospects.

President Cyril Ramaphosa now has a strong political mandate that must be visibly translated into tangible implementation of a positive reform agenda that has urgency and momentum in 2023. The ball therefore remains largely in SA’s court.

Stronger economic growth in SA now requires multi-tiered good news on the implementation front in 2023, especially on energy matters. Absent that, it is hard to see the economy attaining the levels of investment and job creation that it needs. There is no room for complacency.

The big challenge in unlocking SA’s true economic potential remains the rapid and successful implementation of key domestic reforms that further reduce policy uncertainty and ignite confidence 

CONTACT DETAILS

Website: www.nwu.ac.za

Address:

NWU Business School

Faculty of Economic and Management Sciences North-West University Potchefstroom, 2531

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The South African Local Government Bargaining Council (SALGBC) celebrated its 20th Anniversary with a series of regional events culminating in a Gala Dinner, held on 3 December 2022.

The SALGBC is a key institution that strives to ensure a stabilized and peaceful industrial relations in the municipal sector. The SALGBC is established voluntarily, in terms of the Labour Relations Act, by the three founding parties to the Council, viz. the South African Local Government Association (SALGA), on the one hand, and the South African Municipal Workers Union (SAMWU) and the Independent Municipal and Allied Trade Union (IMATU). SALGA is the only employer body, which represents the 257 municipalities. The two trade union parties, SAMWU and IMATU jointly represent 97% of employees in the municipal sector.

The establishment of the SALGBC in 2001 has to be contextualized and understood in the old and new dispensation of local government. Prior to 1994, local government in South Africa was a fragmented and disparate system. As democracy unfolded and government transformed at national, provincial, and local levels in the post CODESA era, so too did the institutions that support it. The aim in the new dispensation was to make all municipalities operate in the same way and enjoy the same authority. This same approach was necessary in the collective bargaining system of local government, where there was a need to bring together fragmented bargaining arrangements into a single centralised body to serve the needs of both employers and employees in the municipal sector. It was out of this process and desire that the South African Local Government Bargaining Council (SALGBC) was formed. The SALGBC is the third largest private bargaining council.

The Local Government Negotiating Forum (LGNF) was established on 22 March 1993. Its purpose was to serve as the main negotiating forum in respect of a new local government dispensation. One of these working groups, the Technical Working Group, was established to deal with the industrial relations aspects of the process of restructuring local government. >

The cutting of the cake by President of SAMWU, Mr Nelson Mkogotho, President of SALGA, Councillor Bheke Stofile, and President of IMATU, Mr Keith Swanepoel

Dance Africa , opening the gala dinner

It was out of this that the NLRFLG and eventually the SALGBC would emerge. The SALGBC is the result of a preparatory and consultative process that spanned seven years. The process began prior to 1994 in the Local Government Negotiation Forum (LGNF). This was followed in 1994 with the formation of the National Labour Relations Forum for Local Government (NLRFLG). The NLRFLG laid the foundation for the interim SALGBC, which was formed in 1997, and which was followed in 2001 by the SALGBC.

The SALGBC performs three primary functions, its main function is that it is a forum for collective bargaining and for the conclusion of collective agreements in the municipal sector between its parties, viz. (SALGA), on the one hand, and the two trade Unions, SAMWU and IMATU, on the other. One of the key success of the bargaining partners is the seven three-year multi-year salary wage collective agreements concluded since 2001. The SALGBC is a pioneer in concluding three year salary and wage agreements. Many other industries or sectors have adopted a similar approach. In the beginning the salary and wage negotiations were characterized by the exertion of the power relations

between parties, strikes and industrial action were a feature of the collective bargaining power, however since 2011 there has been no industrial action that accompanied the salary and wage negotiations. This bears testimony to the evolution of a mature and robust negotiations and relationship between the bargaining partners. Peaceful negotiations, without the need to resort to industrial action by the bargaining partners, is a key success story of the parties in the last decade.

The Councils second main function is to process disputes that are referred to the

Council in terms of the LRA, the SALGBC Constitution and relevant collective agreements. In this respect the Council developed its own case management system and is one of the few bargaining Councils that has developed its own Case Management System. The SALGBC manages its own disputes, however the Council applies for accreditation from the CCMA and have been successfully accredited by the CCMA since 2001. Another key milestone or success is that the SALGBC is financially independent. The Councils third key function is to manage the levies paid by employers and employees. The financial strength of the

Chief Officer: Municipal Capabilities & Governance, Mr Rio Nolutshungu (SALGA’s representative on the the 20th Anniversary Organising Sub-Committee) and Ms. Nina Hastie (Co-Master of Ceremonies for the night)

IMATU Delegation of current and previous national office bearers: Mr Danie Carstens, Mr Stanley Khoza, Mr Ravi Velan, Mr Mzi Sebezo,, Ms Heidi Coffee, Mr Johan Koen (current General Secretary), Mr JT Crouse, Ms Helen Duminy, Mr Clive Dunstan, Mr Keith Swanepoel (current President), Mr Rudy De Bruyn

SALGBC has also grown since 2001. In that year all the premises from which the council operated were rented. In 2008 the Council took A decision to invest some of the council’s funds in property. Since then, the council acquired five properties, including its Head Office, in Durban. These offices represent an important milestone as it establishes a totally independent and neutral location for the bargaining council partners to conduct their affairs. The Council has its own premises in Belville, Kimberley, Gqeberha and Centurion.

The Council has received 17 clean audits consecutively since 2006, a significant milestone noting this to be serious challenge in the municipal sector.

Like any other institution the Council had to keep afloat and deal with the challenges of COVID 19. During lockdown level 5, the Council operated on shift system and was able to render its dispute resolution services. The COVID 19 Lockdown Regulations prevented the Council from celebrating it 20th anniversary milestone in 2021, hence the celebration was delayed to 2022, after the lockdown regulations were lifted.

In 2001 the staff consisted of the General Secretary and the six regional secretaries, with a small administrative staff of 18 staff only. The result of this process was the employment of around eighteen staff throughout South Africa in the various regions and the head office. The council operates on a twotier system in all its operations, with the head office operating nationally and the regional offices managing the 13 divisions respectively.

The first day of employment for the staff at the head office saw them confronted with what was essentially an empty building, with painted walls and empty offices. Originally the head office and Kwazulu-Natal regional office was located, in the Murray Morrison Building in Westville Road, Westville. Due to the lack of infrastructure in the council itself, the first staff meetings took place at the Spur across >

Chairperson of the Executive Committee, Ms Busi Hlumbane handing over a gift to the ex CEO of SALGA, Mr Xolile George (currently Secretary of Parliament)

Honourable Deputy Minister of COGTA, Thembisile Nkadimeng who delivered the key note address, receiving a gift from the Chairperson of the Executive Committee, Cllr Busi Hlumbane

Acting General Secretary of the SALGBC, Ms Nanicky Hlangwani handing a certificate of service to the Finance Manager Mr Dhanesh Ramkissoon for 17 years

the road from the council premises. The first challenge for the first General Secretary, Mr Kevin Perumal and Regional Secretaries, (Mr L Dlamini, Mr F Gaushe, Mr M Faas, Ms D Manyoni) was to get the offices up and running, buy furniture, install computers, and telephone systems and generally develop

the infrastructure needed to function as a bargaining council. In 2002 the head office moved to its second location in the old municipal council chamber at the Westville Civic Centre where it remained until May 2009.

Since 2001 the council’s staff had grown

in a piecemeal fashion, with certain departments expanding and others being newly formed. An example of this growth is the management of the finances of the SALGBC. In 2001 the administrative assistant to the General Secretary was responsible for banking, performing the accounting functions and finances generally.

In 2002, the council employed its first Financial Officer who, in the absence of any financial systems, recorded all income and levies in a black book. Therefore, systems for both accounting and finances had to be introduced. Whereas in 2003 the finance department consisted of the Financial Officer and a clerk, by 2010 it had grown to a finance manager and five other staff, all of whom are based at the head office. In 2009, the Council established two new departments, the Legal and Compliance and IT departments, both of which employed staff for the first time in 2010. Significantly, the total staff establishment grew from 18 in 2001,41 in 2011 and 46 in 2022.

The story of the SALGBC in the municipal sector is one of success and growth, and it was befitting for the Council to mark its 20 years of existence at the Gala Dinner with a night of reflection, remembrance and honouring the founding fathers of the SALGBC parties. The Council honoured some of its members posthumously.

For more information about the SALGBC contact

Tel: 031 201-8210 031 201-9788

Email: info@salgbc.org.za

Web: www.salgbc.org.za

Address: Private Bag X16, Musgrave, 4062461 King Dinuzulu Road (South), Berea, Durban, 4062

SAMWU Members receiving awards: President Nelson Mokgotho, Cathrine Maubane, Dumisane Magagula, posthumous award to Late Mr Koena Ramatlou (General Secretary of SAMWU) received by Mokgadi Ramatlou, Mr Tholinhlanhla Dlamini, son of Late Mr John Dlamini (President of SAMWU), Ms Phumla Bam for late Mr Xolile Nxu (Boss)(1st Deputy President of SAMWU in 1987) , Ms Kontso Mashishi, daughter of the late Mr Petrus Mashishi (1st President of SAMWU in 1987)

SALGBC Staff: Ms Judith Ntshulana, Ms Judy Thompson, Ms Donna Camp, Ms Silindile Ncube, Ms Louisa Teele, Ms Tshegofatso Mokoka

SALGA Delegation: Mr Slade Pillay, Mr Derick Naidoo, Mr Jakkie Gerber, Mr Makgane Thobejane, Mr Johan Van Zyl, Mr Gerard Greveling Mr Joe Moloisane (SAMWU)

YOUNG ENGINEER WORKS WITH ISUZU

SELBSTBAUPROJEKT IN SÜDAFRIKA • HOCHSCHULE WISMAR • FAKULTÄT GESTALTUNG

Sigqibo Hlwati grew up in the small village of Goshen outside Komani (formerly Queenstown) before studying electrical engineering at a TVET college. Today he runs his own recycling business. Paintshop and Environmental Area Manager, Ncedisa Mzuzu, said ISUZU had been working with Hlwati for three years.

“We met Hlwati through the Gogo Selina Project when he was a student in training. He was part of the team

mentored the young engineer.

“ISUZU was one of his first clients when Hlwati opened his own business,” said Mzuzu. “We worked with him to design and create new waste separation containers.

“We also ensured that, since he would have little start-up capital, he was able to use ISUZU pallets and wood to ensure he could deliver the right quality waste containers.”

“Re-using and up-scaling materials can have a huge impact on the economy and unemployment. I am living proof of that.” - Sigqibo Hlwati

Nurturing young talent

It’s a relationship that ISUZU is continuing to nurture and it dates back to when Hlwati was studying electrical engineering at the PE College in Gqeberha.

“As I was doing my last year I volunteered on a community project in Joe Slovo where we built a recycling workshop out of pallets,” he said.

Sigqibo Hlwati: Engineer in the Eastern Cape

“ISUZU was one of the stakeholders in that project, and after that project I fell in love with design and alternative building.”

After graduating, Hlwati continued working for the community, “and that got me closer to ISUZU.” He continued to re-purpose waste in collaboration with ISUZU when he opened his own business.

ISUZU’s environmental ethos

“One of my best projects was the opportunity to design and build waste separation bins for ISUZU. This showed me that reusing waste can also take place at a corporate level,” Hlwati said.

“Re-using and up-scaling materials can have a huge impact on the economy and unemployment. I am living proof of that.

“ISUZU is so environmentally conscious, it has been a very good experience to work with them, and it has elevated my level of workmanship.”

He sees endless applications for recycled materials: “You can incorporate what you love most so it does not only have to be in construction, it can also be in other areas. You can easily develop a career in the recycling industry.”

At the same time as reducing youth unemployment and poverty, Hlwati believes recycling is essential for the future of our planet.

Fighting climate change

“We are all in a fight against global warming that is caused (in part) by non-biodegradable waste in landfills and oceans. The more people we have on board, the brighter is the future

for humanity and life,” he said.

“I work with communities, teaching them how to look for resources within their living spaces, and how to be more independent.” He also helps with community skills transfer, helped by PE College, Nelson Mandela University and Wismar University in Germany.

“As I am a small enterprise, it is hard to get funding and financial support but the ultimate goal is to leave a legacy in black townships and in South Africa as a whole.”

Hlwati encourages others to open their own businesses using the resources they see all around them.

“Start small, at home, with the waste you have. If your separate and sort it, you will see that this is money that you throw away.” 

CONTACT DETAILS

Tel: 041 403 9111

Address: Isuzu Motors South Africa

Struanway, Struandale, 6001, Gqeberha

Sigqibo Hlwati, second from right, at the ISUZU recycling station

This laptop stand is an example of how wood from ISUZU’s pallets can be recycled station

Waste wood can be repurposed into construction components

BKCOB assisting women to export products

The Border-Kei Chamber of Business (BKCOB), with approximately 600 business members, is situated in the Border-Kei region of South Africa's Eastern Cape Province. The BKCOB was founded in 1877 and recognised as a nongovernmental organisation in 2013. Purporting to be the “Voice of Business in the Border-Kei Region”, the Chamber has its head office in

East London and a branch in Komani, serving its members through various committees. Additionally, the BKCOB belongs to the Association of South African Chambers (ASAC).

The National Development Plan 2030 for South Africa adopted a gender mainstreaming strategy to address the advancement of women and the requirement for gender equality in its

many chapters. Every chapter of the NDP recognised the need to address issues impacting women, youth, and individuals with disabilities as crosscutting, transversal, and overarching aims. Women's emancipation and the advancement of women's socioeconomic lives were among the NDP's highest priorities.

Empowering Women through the Women in Trade Export Readiness Programme

The plan called for a wide range of actions to be taken by 2030 in order to enhance women's equality and the transformation of the economy through the active engagement and empowerment of women.

The expansion and development of women-owned businesses and preparing them for export are two areas that have been highlighted as having the potential to significantly improve the socio-economic status of women, particularly given that less than 20% of women-owned businesses export. In order to do this, the BKCOB considered it vital for the organisation to collaborate with Trade Forward Southern Africa (TFSA)

Executive Director of BKCOB: Lizelle Maurice

BKCOB is one of only three organisations on the African continent selected to administer this programme.

on their Women in Trade Export Readiness Programme, funded by the UK government.

This programme was run by the UK School of Export, and the lectures and questionnaires were distributed through an online management system. The programme consisted of two main components to enrich the participants: group coaching sessions and mandatory one-on-one coaching sessions.

The BKCOB actively started recruiting at the beginning of July 2022 with participants being selected from identified sub-sectors of industry that have potential for export. Of the 19 women interviewed, 18 were recruited and unfortunately, two women dropped out due to various reasons.

From the first cohort of women in the Border-Kei Region, 16 women went on to conclude the programme acquired certificates of completion, and left with a wealth of new knowledge and connections to draw from.

One of the participants, Simone Klaasen, co-owner of Ginger Love, said: “I absolutely love the sessions, it’s been so exciting to meet different women from different fields and to be able to network.”

She acknowledged the sound contributions made by Executive Director of BKCOB, Lizelle Maurice, saying, “ Lizelle is so knowledgeable

and very helpful with all sessions.”

Women were selected for the programme in the following categories:

1 x Aquaculture

1 x Mohair and Wool

1 x Green Technology and Renewable Energy

5 x Fruits, Nuts, and Vegetables

7 x Condiments & Specialty Foods

3 x Cosmetics and Natural Ingredients

Chamber of Women’s Forum

The Chamber Women's Forum has taken up the Women in Trade Export Readiness Programme's second cohort, which began on December 1st, 2022, with the graduation date set for early in March 2023 Chairperson of the BKCOB women’s forum, Bonnie Currin, said it was impressive that strong candidates in the Border region could be immediately identified, with their products well beyond export standard.

Participants selected had to demonstrate a strong hold on the local market, with their products already established for two years or more.

Currin said given the success the participants have had in the local market, export opportunities would definitely yield results. Despite local

economic challenges, their success was a testament to their resilience and business acumen.

“A lot of these businesses started as side hustles and over time have grown into local established brands,” she said.

“The maturity of their products shows they have what it takes. They understand success will come but it will take sacrifice now, especially because none of the businesses have experience in exporting.” Currin said the programme would have ripple effects through creating jobs and contributing to the economy.

Tel: 043 743 8438 Email : admin@bkcob.co.za Website : www.bkcob.co.za

Address: Chamber House, The Hub, Beacon Bay, East London, 5214

Chairperson of the BKCOB Women’s Forum: Bonnie Currin

Real Service Delivery Achieved Through Artificial Intelligence

Boxfusion’s AI-powered WhatsApp Chatbot is a win for the Ethekwini Electricity Department

In 2022, local software solution developer Boxfusion deployed a WhatsApp Chatbot inside the Ethekwini municipality’s electricity department. The municipality’s call centre was already using WhatsApp to manage queries from the public; the addition of the AI-powered Chatbot enabled faster turnaround times and fewer dropped calls, which in turn led to higher levels of customer satisfaction.

Key metrics

The Chatbot’s excellent performance and its positive impact on Ethekwini customers is reflected in some of the key metrics pulled from the municipality’s contact centres over the last year.

Most notable of these is the successful handling of the high volume of queries that came in during the KZN floods of April 2022: between April 11 and April 22, 2022, more than a million messages were sent to the Chatbot in 12 days – 1,048,576 to be exact. To compare, the previous six months at the call centre saw a total of 902,471 calls coming in.

Moreover, during that time 41,975 queries were resolved, something that could not have happened without the Chatbot’s assistance.

Automation is at the heart

One of the core competencies of any AI is the ability to automate common tasks. In this case, the Ethekwini municipality’s Chatbot automated common responses to the public’s most frequently-asked questions, freeing up human agents to handle more complex queries. This boosted the municipality’s ability to effectively respond to the most pressing issues in time, by reducing the number of queries that were escalated to a human.

At the peak of the KZN flood crisis, the contact centre was handling 45,420 requests per day.

This is far more than the daily average of 1,990 requests handled under more normal circumstances.

Without the presence of the Chatbot the contact centre would have been overwhelmed, and the public would not have received the response it did.

How does it work?

Boxfusion’s Chatbot uses a combination of artificial intelligence and the ability to communicate using natural language to make using it as easy as possible for the end user. It also supports multiple languages, so people could talk to it in their native tongue – a very useful feature in South Africa’s multilingual society.

Part of the reason for the Chatbot’s success is its connection to several of the municipality’s digital systems. For example, it has access to both the Loadshedding and Outage systems, allowing the Chatbot to tell citizens if their electricity outage is due to scheduled loadshedding or not, without needing any kind of human intervention.

Furthermore, it can automatically log queries to an external system and return a reference number to the caller, intelligently route queries that must involve humans to the right place, and route callers to a quick survey at the end of their query to generate a “customer satisfaction” rating.

Many of these functions previously relied on human intervention, but thanks to the Chatbot’s automation capabilities and the ability to intelligently direct queries where they need to go, many of the municipality’s internal processes now take place far quicker and without human assistance.

Humans not obsolete

That’s not to say that humans won’t be needed in the future; rather, as society makes more use of AI tools to automate mundane tasks, humans will be freed up to do things that require the human touch. These are arguably more important – and satisfying –than many of the mundane processes that will be handled by AI in the future, so AI remains a net win for humankind.

With so much expertise under our belt and incredible technologies like AI at our fingertips, isn’t it time you got in touch with us?

CHAMBER MEMBER COMPANIES taking the lead in water-saving initiatives

With dams supplying Nelson Mandela Bay currently at a historically low level, some of the Business Chamber member companies are taking a lead in implementing innovative water-saving initiatives in their daily operations, says Denise van Huyssteen, CEO of the Nelson Mandela Bay Business Chamber.

This show of commitment bodes well for the Metro as it rallies for every business and household to save 20%

of their daily water consumption to help prolong the city’s water supply for at least a few months.

Over 1,5 million litres of water per day could be saved through the Nelson Mandela Bay Business Chamber’s Adopt a Leak initiative, which complements the work of the Municipality to rein in water leaks across Nelson Mandela Bay.

The Department of Water and Sanitation has allocated 210 Megalitres per day to the Metro

but the current consumption trend averages 300 Ml per day. “By reducing daily consumption levels by 20%, this will lengthen the time water can continue to be supplied to impacted areas,” emphasises van Huyssteen. “We therefore appeal to both the business sector and residents to urgently reduce their water consumption levels.”

ISUZU’s water saving initiatives

As one of the biggest car manufacturers in the Bay, Isuzu Motors South Africa has implemented water-saving initiatives that have strategically reduced the company’s water consumption significantly. Mandlakazi Sigcawu, Executive for Corporate and Public Affairs says, “Recognising our impact on the community and the environment is an integral part of Isuzu Motors South Africa’s vision, thus it is important for us to implement solutions to preserve water as much as we can. We have put in place the necessary preparations to be able to continue processes which are critical to the continuation of production, should we reach day zero. In the interim, our organisation has adopted a culture of using water sparingly and we are continuing to be proactive in our drive to protect and preserve this precious resource.”

Isuzu is harvesting rainwater for flushing their ablutions in areas too remote to use their treated effluent water. Currently, the water tanks have 60 thousand litres of water and at full capacity, they will have 160 thousand. The harvested water

“Recognising our impact on the community and the environment is an integral part of Isuzu Motors South Africa’s vision”, Mandlakazi Sigcawu, ISUZU, Executive for Corporate and Public Affairs

Denise van Huyssteen, CEO

is also collected for the filling of their water-test facility, as well as topping up the fire dam. The effluent streams coming from the processes are treated in the company’s water treatment plant before leaving the site. This water is further treated, stored, and re-used to supply flushing water for around 80% of its ablutions.

The Manufacturer has drilled four boreholes at its manufacturing plant, with a further two on the cards. The plan is for this water to be treated and used in the manufacturing processes should the city run out of water. The water will be used for paint pre-treatment, spray-booth humidification, cooling towers, water-test, and fire system.

Furthermore, Isuzu has adopted three schools as part of the Business Chamber’s Adopt a School initiative. The company will be educating them on how to reduce water consumption and also supply requisite equipment to ensure they are using water wisely and sparingly.

Nelson Mandela University’s drive to save water

The Nelson Mandela University is currently on a water emergency and sustainability drive to address the Bay’s looming water crisis. At huge but necessary cost to Nelson Mandela University, the institutional water management and risk mitigation plan has been accelerated. The plans, upscaled from June last 2021, are well into the implementation phase. The university is increasing the storage capacity of critical buildings and residences that do not have emergency water reserves. Most buildings already have some storage tanks and an additional 95 x 5,000l water tanks have been purchased to be installed at critical areas across its campuses. These efforts build on the 36 water meters and electronic readers already installed at student residences on the North, South and the 2nd Avenue campuses. Three bulk meters were also installed on South Campus, as well as electronic remote readers. An additional 58 meters for all other South Campus buildings are currently being installed.

They are further exploring the installation of flow restrictors on the taps while also replacing the flushing mechanisms of toilets with a cistern-less system using flush valves. Two boreholes linked to the North Campus and Sanlam Residence Village residences have been drilled. They are achieving a good yield

of 80,000 to 100,000 litres per day. The university is exploring the need and impact of adding boreholes on Missionvale and Second Avenue Campuses.

“The university is doing everything it can to ensure that students and staff will continue to enjoy a supply of water come Day Zero. A Water Emergency Management Team comprising water scientists and technical support staff, that works closely with the Municipality disaster management command centre and the Business Chamber water task teams has been constituted,” says Nelson Mandela University’s Sustainability Engineer, Dr Andre Hefer.

“Emergency management measures are being implemented along with a comprehensive water awareness campaign to bring our students and staff on board and ensure they actively assist in reducing water consumption on campus and curtail any water wastage.”

Volkswagen Group South Africa - reducing their use of natural resources

Reducing their use of natural resources, including water, has also been a major focus at Volkswagen Group South Africa for the past 15 years. The company introduced its Think Blue. Factory programme in 2010. The programme, which encouraged environmentally responsible habits both at work and at home, set the aim of reducing waste, CO2 and volatile organic compound (VOC) emissions, and the use of energy and water, by 45% by 2025.

“By the end of 2020 we had already exceeded this goal, reducing our impact in terms of these resources by 47,5%,” said Andile Dlamini, Head: Group Communications at VWSA. “Specifically in terms of water, we had reduced our use by 66% at the end of 2020. We are always looking for new ways to ensure >

"We are always looking for new ways to ensure we are using water and other resources efficiently and responsibly,"Andile Dlamini, VWSA, Head Group Communications

Volkswagen has contracted a waste water recycling plant in it's factory in Kariega (Uitenhage) in Nelson Mandela Bay

we are using water and other resources efficiently and responsibly. We are also in the process of installing a wastewater recycling plant, so that by the end of this year we will be able to recycle more than the 20% required by the Metro.”

It is vital that public facing businesses which attract a lot of foot traffic, such as shopping centres, drive water saving initiatives and awareness. To this end the Greenacres and Cleary Park Shopping Centres have also installed water tanks in their premises to catch rainwater to supplement their supply. Van Huyssteen says that awareness around the extent of the water crisis and the resultant need to radically reduce water consumption levels was currently insufficient. “Everywhere we go, we should be seeing signs highlighting the need to save water, as well as visible evidence of citizens and businesses playing their part to preserve our water supply. The water crisis affects all of us and as such we are all in this together”.

CONTACT DETAILS

Tel: 041 506 1911

Web:

www.nelsonmandelabay.gov.za

Water: 041 506 2258

waterleaks@mandelametro.gov.za

Address :

Nelson Mandela Bay Municipality

Port Elizabeth 6000

PRASA is committed to rebuilding the rail infrastructure and restoring passenger rail as the backbone of public transport.

PRASA IS REBUILDING PASSENGER RAIL CORRIDOR-BY-CORRIDOR

The provision of safe, reliable, affordable, and efficient transport is a mandate of government. Passenger rail is one platform through which government responds to this mandate. This is further articulated in the recently approved National Rail Policy, which is an enabler and catalyst for economic growth. The Passenger Rail Agency of South Africa (PRASA) has focused on restoring passenger rail to its rightful place as the backbone of public transport. To achieve this goal, PRASA has invested significant resources in rebuilding and modernizing its infrastructure. PRASA has implemented >

an impressive rolling stock modernization programme.

Passengers have received the new Electric Multiple Unit (EMU) blue trains with great enthusiasm. It is for this reason that the new train is popularly known as ‘Isitimela Sabantu’, ‘The People’s Train’. The new trains come with built-in features such as CCTV cameras, automatic doors that do not open when the train is running, emergency stop and smoke detectors.

There has also been an upgrade of stations, depots and in the case of the Cape Town Station, there is a new development that will transform this Cape Town landmark with the addition of student accommodation, offices and retail space. This rebuild and modernization programme is ongoing.

In the 2022 State of The Nation Address, President Cyril Ramaphosa committed to restore passenger rail services in at least 10 priority corridors. PRASA has successfully rebuilt large parts of the passenger rail network. The rebuild and recovery of service is on a corridorby-corridor basis. The corridors were chosen based on the volume of passengers per corridor, the service demand, the damage extent, and

the time required to recover and rehabilitate the corridor. Below are the milestones achieved.

To date, the following corridors have been recovered, with the introduction of the new electric trains:

• Mabopane to Pretoria resumed services in January 2022

• Saulsville to Pretoria resumed services in March 2022

• Pienaarspoort to Pretoria resumed services in October 2022

• De Wildt to Pretoria line in October 2022

• Naledi to Johannesburg resumed services in December 2022

• Cape Town to Simonstown resumed services in March 2022

• Cape Town to Retreat via Athlone resumed services in March 2022

• On the Central Line, Cape Town to Langa via Pinelands and Langa to Bellville via Sarepta, with service resumption in July 2022

• Cape Town to Bellville via Goodwood resumed services in March 2022

• Eerste Rivier to Belville resumed services in January 2023

In KwaZulu-Natal, Metrorail was running diesel services on the grey and yellow trains before the flood

damage disrupted the service in April. The following corridors have since been recovered:

• Durban to Tongaat resumed services in November 2022

• Durban to Umbongintwini resumed services in August 2022

• Reunion to Kwamnyandu (Umlazi Corridor) resumed services in October 2022 and has since been extended to Umlazi station this month (January, 2023)

• Durban to Cato Ridge resumed services in November 2022.

Safety and security of the rail infrastructure is an integral part of PRASA’s rebuilding and recovery strategy. The integrated security plan will provide security to ensure the rail network and infrastructure is protected from criminals.

Through the Depot modernization programme, PRASA is installing walls with built-in high-tech security features to prevent criminals from accessing our trains.

PRASA’s ambitious rebuild programme promises to return passenger rail to its place as a first choice for commuters. There has been a rapid increase in the number of commuters in the corridors that have been returned to service. With the planned recovery of more corridors in the 2023/24 financial year, PRASA expects to welcome ever more riders onto its trains, confirming once again that rail is the preferred mode of transport. 

CONTACT DETAILS

Tel: +27 12 748 7000

Email: info@prasa.com

Website: www.prasa.com

Address:

Prasa House, 1040 Burnett Street, Hatfield, Pretoria

For as little as R199 per month or a lump sum of R1999, you can grow your money more than keeping it in a normal savings bank account. Pay low fees and partner with Mianzo’s investment team with 80 years’ experience and strong track-record in growing money for clients.

Mianzo’s unit trusts were created with a sole purpose of helping ordinary South Africans to invest in the stock market and other inflation-beating assets in order to grow their money faster.

Mianzo has developed two unit trusts:

MIANZO EQUITY 27FOUR UNIT TRUST: This unit trust will solely invest funds in JSE-listed shares has a potential of generating higher returns relative to other asset classes like bonds and cash.

MIANZO INFLATION +3% 27FOUR UNIT TRUST: This is a diversified portfolio fund designed to beat inflation and preserve the buying power of investors’ money. The fund will invest in shares, bonds, cash, and money market instruments. It will also invest in stock markets outside of South Africa.

More information on the unit trusts can be downloaded from www.mianzo.co.za

MIANZO CELEBRATES 12-YEAR

In August last year, Mianzo Asset Management celebrated its 12year anniversary which coincided with the company attaining its first carbon footprint certificate.

After starting 2022 with approximately R12 billion in assets under management (AUM), Mianzo continues to grow its assets and its offerings to its clients. The business recently included their Money Market and structured products to their investment suite.

This key milestone in Mianzo’s journey as a company was achieved at a time when global markets were facing headwinds due to the RussiaUkraine war, which broke out on 24 February last year.

The war has caused market volatility and disrupted the supply chains of the energy and food markets, driving up prices and the cost of living across the world.

In response to rising inflation, central banks around the world have hiked interest rates to fight off inflation, raising fears that global economy will slide into a recession.

Mianzo is a Cape Town-based, blackowned asset manager that was established in 2010.

Mianzo is one of 61 black asset managers operating in South Africa that are managing about R1.3 trillion, according to a 2022 BEE.conomics survey. These companies manage and invest funds on behalf of their clients, mainly pension funds and other institutional investors.

Mianzo has not only grown assets under management, but it is also contributing in the fight to combat climate change by reducing greenhouse gas emissions.

Over the last five years, the World Economic Forum has consistently

ANNIVERSARY WHILE AIMING TO BE A RESPONSIBLE INVESTOR

Managing Director and Portfolio Manager: Luvo Tyandela

listed climate change as the number one risk facing organisations. Climate change can affect countries in so many ways.

It contributes to adverse weather conditions such as floods, hurricanes, heatwaves, and droughts. These adverse weather conditions are causing damage to infrastructure and food sources, displace populations, and result in farmers having land that is no longer arable.

Climate change is also leading to rising sea levels, putting at risk about 40% of global population living near the coast.

“Mianzo fully supports the main goal of the Paris Agreement, which calls on all countries to reduce carbon emissions to limit global warming to around 1.5 degrees celsius and reach next zero emissions by 2050. As a business, we are committed to playing our part in gradually reducing our reliance on fossil fuel energy sources such as coal and crude oil and adopting low-carbon energy sources like wind and solar,” says Luvo Tyandela, portfolio manager and Mianzo MD.

For its part, Mianzo embarked on a strategy to cut its carbon emissions. As a responsible investor, the company has begun taking steps to incorporate sound environment, social, and governance (ESG) practices in its investment decisionmaking and risk management processes.

“We have engaged auditors Mazars to measure our carbon footprint. This engagement has led to Mianzo developing environmentally friendly policies around its operations regarding paper usage, energy efficiency, use of digital technology, reduction of waste, and use of alternative energy,” explains Isaacs.

An analysis done by Mazars established that Mianzo’s carbon footprint is about half of the global average for firms of its size in the financial services sector.

The analysis further established that the most significant contributors to Mianzo’s carbon emissions were electricity consumption and employee commute, which contribute 45% and 42% respectively to emissions.

These contributors are largely driven by the fact that Mianzo purchases electricity from electricity supplier, Eskom, which relies on coal generators while Mianzo’s employees engage in long distance commute with some in fuel-guzzling vehicles.

To reduce emissions, Mianzo is exploring engaging owners of the office building it is renting to consider installing renewable energy to the building. In the last 12 months, Mianzo has implemented a hybrid work model, whereby 50% of staff work from home and the other half from the office. This is done on a rotational basis.

In 2020, Mianzo created a fund designed to offer loans to small and medium-sized enterprises (SMEs). The fund was introduced to contribute to stimulating economic growth and job creation.

These funds are housed in an alternative investment platform at Mianzo, managed by Sifiso Simelane, who has extensive experience in financing broad-based BEE transactions and the alternative platform.

In November 2019, the asset manager launched two affordable unit trusts products, Mianzo Equity 27four Unit Trust and Mianzo Inflation + 3% 27four Unit Trust, to help low and

middle-income retail investors get exposure to the stock market.

Since the launch of the alternative investment funds, the value of the total portfolio of these funds has grown to R340 million.

The unit trust products have been designed for ordinary South Africans, particularly blue-collar workers, midlevel office professionals, emerging business owners, and informal traders, who are eager to invest in the stock market (equities) and listed-debt market (bonds).

The launch of the unit trust products was followed in June 2021 by the launch of Mianzo Black Umbrellas SME Debt Fund, which provides loans to 51% black-owned SMEs based in South Africa. The fund was introduced to contribute to stimulating economic growth and job creation.

With South Africa being plagued by load shedding, slow economic growth, and mounting job losses, the SME Debt Fund could play a crucial role in providing funding to entrepreneurs looking to grow their businesses.

Mianzo Asset Management | an Authorised Financial Provider | FSP43114. 

MSUNDUZI MUNICIPALITY’S NEW CITY MANAGER LULAMILE MAPHOLOBA IS GEARED AND COMMITTED TO TAKING THE CITY TO NEW HEIGHT –EVEN A METRO

Lulamile Mapholoba, the new Manager of Msunduzi City, has hit the deck running and knows what needs to be done to take the City to the next level. He even believes that the City will achieve Metro status at the next round of engagements with the Municipal Demarcation Board. Is he gung-ho or just arrogant?

“No,” says Lulamile Mapholoba. “The critical elements for taking the city to

the next level are in place. There is great commitment from the political leadership to see the city improving – not goat-heard consensus; but agreement on a way forward amid the robust political debate. I therefore have their backing. There are numerous sources of revenue for the City and they can bring in enough to fund the city’s strategy. Finally the dwellers of the city want to see positive change and better services and are committed to paying for it.”

Mapholoba has achieved clean audits and numerous accolades in various municipalities that he has worked in. At the previous workplaces he managed to stabilize the municipalities and turned them around from the challenges that included poor financial management, maladministration, poor staff morale, poor service delivery, poor stakeholder management and those municipalities achieved clean audits. He adds: “From my side I bring a wealth of experience in local government management, particularly in this province. Over 20 years in the sector. And I have the management and academic training to understand and implement the latest relevant trends in this arena”

It will be no easy task because he took over a municipality that is under administration. But he is not phased as she continues;

The critical elements for taking the city to the next level are in place. There is great commitment from the political leadership to see the city improving,” – City Manager, Lulamile Mapholoba

Municipal Manager: Lulamile Mapholoba.

“The municipal wheels came off at a particular point, warranting the intervention of provincial and national government. That is the situation that we are going to turn around and ensure that the municipality is able to focus on its core activities as is contained in the constitution and various laws of the republic. We can no longer postpone change, the residents deserve to see it now.”

The view that he is ‘the man for the job’ was confirmed by Mayor of Msunduzi Municipality, Honourable Councillor Mzimkhulu Thebolla who when announcing the appointment of the new city manager called him a local government guru with over 20 years experience in local government. Councillor Thebolla said; “We believe this is a milestone that will turn Msunduzi around, a milestone that will not

only restore the dignity of Msunduzi Municipality but will restore the dignity of the residents of the city.”

“He is expected to help the leadership in bringing confidence to all our

stakeholders firstly by getting the municipality out of Section 139 (1) (b) intervention (administration) and by assisting in addressing challenges that include aging infrastructure, the challenges of revenue collection >

and help the municipality to be financially viable,” Councillor Thebolla added.

Mapholoba believes his formula for success in turning municipalities around is based on effective stakeholder engagement. Stakeholders were not just the political parties and municipal employees, but key were the residents of the city. He promised to engage with residents listen to their issues, provide solutions and ensure that things are done. He stresses that there was no time to waste while there are urgent issues to be dealt with. Residents must get service delivery for the money that they pay to the municipality. These include cleanliness, water, electricity and ensuring that the institution is run in terms of principles of clean governance. We regret what happened in the past that caused intervention. This municipality is not supposed to be in intervention. Msunduzi should be that municipality that is able to assist other municipalities in the district.

The City Manager committed to base his work on Msunduzi’s Vision 2040, a Six-Point-based plan that’s goals will ensure that "By 2040, Msunduzi will be a safe, vibrant, sustainable and smart Metropolis."

The six goals are:

1. Governance and Policy – that is effective and benefits the city

2. Developed and Maintained Infrastructure

3. Human and Community Development – ensuring safer, healthier and better livelihoods for citizens

4. Financial Viability

5. Economic Growth and Development

6. Spatial Equity and Human Settlements – better land use and housing

These goals, however, will only be achievable if they are underpinned by the values of transparency, Ubuntu, sustainability and results-oriented teamwork by the municipality employees and its political leadership.

The key determinant to the municipality coming out of administration will be its ability to meet is financial commitments and obligations. This can be done when funds are available which means more efficient revenue collection and management. The first area of business for the city manager has been to focus on revenue collection.

“We cannot call for citizens to pay for water when its supply is intermittent and the water is not clean. Garbage is collected in some areas and not all and sewage runs in the street. Revenue collection and effective financial management goes hand-in-hand,” Mapholoba adds. He added that the infrastructure in the city was old and needed replacement, but there was a

need to start with what can be fixed then move to the more costly replacement. Mapholoba said:” A mere call for citizens to pay for services got an overwhelming response from residents who came forward to pay. Without any enforcements or threats. The city’s residents are ready to move forward – they just need a better service. And that is what I am committing to do.”

These views are confirmed by some of the stakeholders who said:” this city has had to suffer the consequences of the mismanagement of Msunduzi’s resources for far too long now, and we are all out of tolerance. We need and deserve a strong, ethical and competent manager with clear strategic direction.”

“Let us give him a chance with no political interference,” others say.

Mapholoba quips:” I am grateful to have been well received by the Council and all political parties who wanted to see change. In the past, one of the things that was lacking was political will.

The current political leadership in the municipality would like to leave a lasting legacy, they want to be remembered as the people who made a change. I am happy that they are allowing me to play my role.”

“The City of Msunduzi is in great hands. I have never managed a municipality that fails,” concludes City Manager Lulamile Mapholoba. 

Tel:

Reception - 033 392 3000

Call Centre - 080 000 1868

Email: call.centre@msunduzi.gov.za

Web: www.msunduzi.gov.za

Minister: Dr Nkosazana Dlamini-Zuma

MINISTER DLAMINI-ZUMA CONGRATULATES THE NEWLY-RECONSTITUTED NATIONAL HOUSE OF TRADITIONAL AND KHOI-SAN LEADERS

CoGTA Minister, Dr Nkosazana Dlamini-Zuma has congratulated the reconstituted National House of Traditional and Khoi-San Leaders (NHTKL) and wished the newly elected leadership well in executing their responsibilities.

The reconstitution of the National House, that took place Monday, 31 October 2022, was conducted in terms of the Traditional and Khoi-San Leadership Act, 2019 (Act No 3 of 2019), and followed the reconstitution of all the Provincial Houses of Traditional and Khoi-San Leaders.

The reconstitution of the sixth House was presided over by Deputy Judge President of Gauteng, Judge AP Ledwaba.

The members of the House elected Kgosi Thabo Milton Seatlholo as the new Chairperson and unanimously elected Nkosi Langa Mavuso as the Deputy Chairperson.

Kgosi Seatlholo who hails from Lotlhakane in Mahikeng, is a former Deputy Chairperson of the NHTL, a role he played for seven (7) years. He succeeds her Majesty Nkosikazi Dorothy Mhla. He has been elected for a period of five (5) years.

Kgosi Seatlholo holds a BA Degree in Political Leadership and Citizenship from UNISA. He has served as a Senior Traditional Leader at Barolong

Boo Rapulana Traditional Council in Lotlhakane, a position he has been occupying since 2014. He is also a member of the North West House of Traditional and Khoi-San Leaders and has served in different committees such as the Justice and Constitutional Development Committee.

Celebrated in the North West Province

North West Premier Kaobitsa Bushy Maape said Kgosi Seatlholo is well deserving of this appointment as he has demonstrated dedication and commitment to issues of traditional leadership, culture and the development of rural communities.

“We are delighted at his appointment as this is a great achievement for the province and the nation at large. We must remember that traditional leaders are custodians of our cultures and traditions. They are very important to us as government particularly in ensuring that we address >

Minister Dlamini-Zuma and Chairperson Kgosi Thabo Milton Seatlholo

“As the North West Provincial Government we are proud of his installation to this position. He has our full support. We wish him well in his new role,” says Maape

a number of service delivery challenges in our communities" said Premier Maape.

Chairperson of NWHTKL, Kgosi Thari Maotwe shared in the excitement saying, “We are elated at the election of Kgosi Seatlholo and this is clearly an indication that indeed we really have capacity in the province which has not gone unnoticed. He has all the right qualities, experience and much needed vigour. We have no doubt that he will do a good job and make sure that issues that affect traditional leaders get the necessary attention from government.”

Minister Dlamini-Zuma commits to working with the House

The Minister urged the new leadership to ensure that the House continues to promote the role of traditional and Khoi-San leadership within a

democratic constitutional dispensation, constitutes to nation building, the preservation of the moral fibre and regeneration of society.

She further urged them to work with all stakeholders to preserve the culture and traditions of communities; facilitate socio-economic development and service delivery; and the transformation and adaptation of customary law and customs so as to comply with the provisions of the Bill of Rights in the Constitution.

The Minister committed to working with the House and updating it on work being undertaken as part of the Inter-Ministerial Task Team, led by Deputy President David Mabuza, established to respond to issues raised by Traditional and Khoisan leaders. “Working with our provincial counterparts, we will continue to pursue our responsibilities emanating from the establishment of the IMTT. But we will need you to join hands with us in this process,” the Minister said.

The Minister appealed to the House to work closely with the National Initiation Oversight Committee and the Provincial Initiation Coordinating Committees to register, visit, and ensure that all initiation schools are safe, respect human rights and plant good morals to the young people who participate. 

CONTACT DETAILS

Tell: 012 334 0600

Email: info@cogta.gov.za

Web: www.cogta.gov.za

Address: 87 Hamilton Street, Arcadia, Pretoria

Deputy Minister Obed Bapela congratulates Chairperson Kgosi Thabo Milton Seatlholo

TULSAWIZ LOGISTICS GEARING UP FOR THE MINING SECTOR

experienced and resourced enough to enter and extend our services to the mining sector.” It will not be for the first time that the company tackles this market. In 2011 when the business was in its formative years, Tulsawiz Logistics provided services for a handful of mining clients on an ad-hoc basis.

Mayeza explains: “We worked mainly as sub-contractors in the mining industry then, and could not prove our prowess as the industry had set conditions that were sometimes not favourable to smaller, entry level, women-owned businesses.”

Tulsawiz Logistics is one of the young end-to-end logistics companies that survived the Covid-19 pandemic and actually came out stronger with phenomenal growth. The company exited the troublesome period with a contract that guarantees three times its annual turnover!

Currently the company provides transport, supply chain and logistics services within South Africa, and crossborder transport of high tonnage goods throughout the Southern African region.

“Our business is mainly in the automotive sector where we have multi-million rand contracts,” says Tulsawiz Logistics CEO Nozuko Mayeza. “We are now

The Company

Over the past 10 years Tulsawiz has developed the capacity to design a system for each client that enables them to make the right routing decisions, taking into account both cost and services. Tulsawiz Logistics has acquired critical skills and expertise in managing inbound and outbound logistics.

“Our Unique Selling Proposition (USP) is that we are flexible and can adapt to the changes in logistical situations, from weather to delayed arrivals and other eventualities and still meet the obligations of the client; on time delivery,” says Mayeza. ”Even more critical is we do this without runaway costs to the client.”

Gearing towards mining

It has not always been easy. In a maledominated trucking industry, the fact that Tulsawiz Logistics is headed by a woman could not be ignored. However our success speaks for itself.

“Besides having our own trucks that range from 8 ton to 34 tonners, we also have a warehouse from where we manage our logistics,” Mayeza adds. “We now have a balance sheet that can enable us to acquire whatever equipment we require to service clients in the mining sector.”

Mayeza says the automotive industry has helped them understand the meaning of on-time delivery. The sector is line production-driven so the delay of a single part can stop a whole production line and cost the client millions of rands, if not dollars.

“It is also important to price correctly and be able to deliver wherever, whenever at that price. My banking sector experience has come in handy

"We are flexible and can adapt to the changes in logistical situations, and still meet the obligations of the client; on time delivery,” says Mayeza

CEO: Nozuko Mayeza

in this regard, but understanding the risk and external factors cannot be underplayed,” she explains.

“The other key advantage we have as we enter the mining sector is that we can move their consumables from one corner of South Africa to another – we have the experience. We can do this efficiently, reliably and cost effectively. But we can also move their bulk from one operating site to another or to a relevant harbour, with the same efficiency,” she adds.

Tulsawiz Logistics is not just good talk

• They were nominated for the 2018 Women in Transport Award in the 11th Annual Transport Africa Awards

• Runner up in the 2018 Influential Women in Trucking Awards

• Featured member in the British Chamber of Business in South Africa

• Selected and participated in the ABSA Enterprise Development Program

Reliability

The biggest tes timony to th e company’s capabilities though is entering into a R90 million three-year service contract with one of the multinational car

manufacturers in the country.

“This is a vote of confidence that we are a trusted member of the production line and we shall ensure that it is never interrupted,” she says proudly. “This reliability is what we are taking with us into the mining sector.”

The company moves more than soft delicate cargo for the manufacturing sector. It also moves bricks in rough terrain between manufacturers, construction sites and warehouses. Its reliable service to this sector is what has won the company the trust of the automotive manufacturing sector.

The company has a state-of-the-art highly innovative online track and trace system to improve interactions with the customers, giving them added peace of mind. This system eradicates unnecessary administration, communication and logistical hurdles. “We are geared and experienced to provide a total solution for mining operations,” Mayeza elucidates.

“Tulsawiz Logistics can deliver the pens for the mine administration, carry the parts for the mine processing plant, supply critical spares for the mining equipment and move the stockpile of the mined ore; between operating sites or to the harbour for export.”

Empowering Women and Youth

Tulsawiz Logistics is not just about profits. Mayeza and her team dedicate time and resources to empowering women and youth in the regions where they operate.

As a women-owned, 100% blackempowered business, Tulsawiz is passionate about sharing its knowledge and experience, and Mayeza strives to empower women in the logistics and trucking sector.

Dedicated to transforming the sector, Tulsawiz is committed to empowering youth through sustainable development and job creation programmes offering them experiential training as well as business opportunities. 

LIMPOPO AND ITS MUNICIPALITIES SHOWING PROMISE IMPROVING THE FINANCIAL OUTLOOK OF LOCAL GOVERNMENT

Lo cal Government, as the focal point of the entire expression of the South African state, is perhaps the most important sphere of government, and one we cannot afford to get wrong.

T his is according to Limpopo Cooperative Governance, Human Settlement and Traditional Affairs MEC, Mr Basikopo Makamu, as he evaluated the performance of Limpopo’s 27 municipalities and

t heir financial audit outcomes in the past few financial years.

“ Our municipalities are at the coalface of service delivery to each and every South African across the length and breadth of our land. They are practically the government arm closest to communities, they are by design aimed at working with communities to improve their quality of life,” said MEC Makamu, adding that it is therefore imperative that their financial outlook was beyond reproach.

F or Limpopo, the 2021/2022 Audit Outcomes bring some promise to the hope of healthy financial state of affairs at municipalities, with only one of its municipalities in the red. T he 2020/2021 Auditor General’s Municipal Audit outcomes were slightly worrying, with two municipalities found to have a dverse findings, and only one municipality achieving a clean a udit as compared to the two clean audits achieved for the year 2021/2022.

“ The financial state of our local government and our province has come a long way since the days when this province was placed u nder administration, and we have been part of a gradual yet undeniable improvement under the stewardship of Premier Stanley Mathabatha,” Makamu explained.

A DMINISTRATION

I n 2011, the Limpopo provincial government was brought to its knees with reports of severe trends of overspending and the shocking scale of challenges in supply chain.

B y the end of that year, the province was driven to technical bankruptcy, compelling the National Executive to act by way of placing the province under administration.

A ccording to the National Treasury’s records, it was clear that the province would not be able to pay teachers, doctors, nurses, social workers, service providers and other public sector employees.

T he province had progressively accumulated unauthorized expenditure which grew from R1.5 billion in 2009 to R2.7 billion 2011. Accruals, in the form of unpaid invoices grew to R500 million that year.

“ Comparatively speaking, the improvements of the past few years are all round and stella by any measure. Our provincial government has totally turned things around, and with that we have secured the fate of our people.

H ad we been lethargic in our approach, the sluggish economic outlook that our nation finds >

itself in due to some global trends would have completely crippled some of our people,” said the MEC.

N otably, improvements in the provincial government sphere have cascaded down to local government.

I n fact, when announcing the local government audit outcomes of the financial year 2019/2020, Auditor General Tsakani Maluleke pointed to the dismal performance of most province’s municipalities save for Limpopo and the Western Cape who showed promise.

S he credited the improvements in Limpopo to what she termed the “change in tone” by the province’s administration as led Premier Mathabatha. "The premier [Stanley Mathabatha] five years ago set a tone that said we will shift our municipalities out of the declaimer zone, and they will improve," said Maluleke.

S he alluded to how the coordinated strategy between the department of Cooperative Governance and Traditional Affairs led by MEC Makamu, Provincial Treasury led by MEC Seaparo Sekoati together with provincial SALGA, in supporting municipalities provided a significant boost to the financial health of municipalities.

P ROGRESS

I n the past three financial years, the province has delivered significant leaps of improvements from its municipalities. Noteworthy among these is the 2019/2020 financial year, where 9 municipalities moved from qualified audit opinions to unqualified, bringing the total of unqualified audit opinions to an impressive 15.

T he number of clean audits has also moved up a notch in the 2021/2022 financial year, from an average of one, to two municipalities attaining clean audit findings. This improvement marks the first time in more than five financial years that the province has recorded more than one clean audit at a time.

T he province has also reduced the number of municipalities with disclaimer audit findings from two in the 2020/2021 financial year to just one, showing clear resilience and prudence in the provincial government’s strategies.

“ For a province that is on the top of the list in terms of the number of people living below the poverty line at 72,2%. These results are unprecedented, they are a demonstration of local government at work, and we are slowly moving

towards the local government our people deserve,” said MEC Makamu.

T he province has attributed much of its achievements to sheer political will from the top filtering down. A part from the leadership provided by the Premier and his MECs, mayors have also fallen in line. Mayors have been required to attend every municipal audit steering committee meeting, ensuring a more handson approach from the political principals.

T hey play an important role to play in ensuring audit remedial plans are carried out, to verify whether the planned actions will adequately address the root cause of the audit findings, and that municipalities are assigned Municipal Finance Support staff, among other interventions.

T he clear and close step by step monitoring that audit remedial recommendations from the previous year are executed is also a big part of the answer.

M unicipalities having heeded the advice and guidance given by provincial government department officials can also pat themselves on the back for the improvements. A great example of this cann be seen when observing the Makhuduthamaga Local Municipality and how it has achieved and maintained its unqualified audit finding while it only has property rates as its revenue stream.

D espite the revenue generating option it is employing being quite inadequate, the municipality has invested in capacitating its officials to work on its Annual Financial Statements inhouse, a decision that is proving worthwhile for them.

C ONCERNS REMAIN

H owever, according to the department of COGHSTA, there is still a list of issues that desperately need to be focused and improved

on in order to see all the province’s municipalities joining Capricorn and Waterberg District Municipalities in their elite clean audit status.

T he lack of creative ways to generate revenue for municipalities has been found to be one of the reasons municipalities have been seen digging into the Municipal Infrastructure Grant in order to build new infrastructure.

T his while the upkeep of old infrastructure and the servicing of creditors suffer. “Municipalities must use their facilities, land and where possible the sale of prepaid electricity to generate revenue. This will see municipalities accumulate enough funds to repair roads and maintain their infrastructure,” said Makamu.

H e added that the overreliance on consultants remained a challenge as these raked up an inexcusable bill. Makamu said he deemed the slow pace of municipalities in working

consultants out of their systems through active skills transfer and a clear plan towards ending their contracts unacceptable.

“As part of our intervention, w e continue to encourage municipalities to build their own capacity.

W e need them to strengthen their accountability ecosystem, otherwise referred to as combined assurance. This will ensure that any and every red flag is seen and dealt with along the conveyer belt of officials up to the mayor,” said Makamu.

H e explained that Limpopo was investing many resources and time to the health of municipalities as there was a desperate need for municipalities to succeed, adding that anything to the contrary would prove detrimental to the province.

“ Where municipalities are in financial disarray, our people are doubly

marginalized by fragments of the apartheid era and their democratic state, Makamu explained.

H e said that work had not stopped despite the current improvements. “ I have met with the mayors of the few municipalities that have regressed so that they take accountability for the poor performances. In turn, they can hold their officials to account,” said the MEC.

M akamu extended gratitude towards the administrative staff at COGHSTA, The Provincial Treasury, SALGA and all municipalities, including their political and administrative leadership, “ we will eventually rid our province of badly performing municipalities.

“ I believe it is also important for us t o reserve a word of gratitude towards our Premier for his outstanding leadership and guidance as we strive for greater heights,” concluded Makamu. 

NEWS

CAPE WINELANDS DISTRICT MUNICIPALITY

Performing from a platform of excellence

SWELLENDAM LOCAL MUNICIPALITY

Demonstrates that effective and clean governance is possible

ETHEKWINI MUNICIPALITY

Winner of two ICT Public Service Awards in 2022

VELABAHLEKE HIGH SCHOOL IN UMLAZI, DURBAN

Achieves 100% matric pass rate

CAPE AGULHAS MUNICIPALITY

Rated best local municipality in South Africa

CAPE WINELANDS DISTRICT MUNICIPALITY Performing from a platform of excellence

WELCOME TO THE CITY OF MATLOSANA CITY OF PEOPLE ON THE MOVE

CWDM - Gets 9th Consecutive Clean Audit

The City of Matlosana Municipality is situated approximately 164 km South West of Johannesburg, strategically located on the N12 Treasure Route, which is the North West Province’s primary tourism corridor.

The Cape Winelands District Municipality (CWDM) is happy to announce that the Auditor-General has expressed the ninth consecutive, unqualified audit opinion with no findings for the municipality.

The scenic N12 starts from Mpumalanga and is the gateway to the Western Cape Province. The route takes you from eMalahleni, to the vibrant Gauteng Province and the Sterkfontein Cradle of Humankind World Heritage Site, and continues to Potchefstroom, Klerksdorp, Kimberley, Beaufort West, up until George.

This clean audit opinion bears witness to strong financial management, sound internal controls, diligent supply chain management practices and a robust budgeting process. These elements demonstrate that the municipality utilises funds at its disposal efficiently and effectively towards meeting the targets set out in its IDP, which ultimately result in improved service delivery for the communities we serve.

It is the Transformation of the N12 Treasure Route that has unlocked regional opportunities and resulted in massive activity and mobility along the Matlosana portion of the corridor. It has a multi-dimensional character that has created employment, enhanced commuter movement, enhanced investment opportunities, increased economic activity, etc.

This clean audit opinion bears witness to strong financial management, sound internal controls, diligent supply chain management practices and a robust budgeting process

WHY VISIT THE CITY OF MATLOSANA?

controls to ensure service delivery where we can create a life of dignity for all,” said Ald (Dr) Elna von Schlicht. Strong administrative leadership exists amongst the executive management team, all of whom are competent and committed to ensuring that services are delivered. They remain cognisant of the stringent legislation guiding all supply chain processes and performance management.

Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities.

MATLOSANA AS A MEDICAL HUB

Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities. The City has a wealth of attractions for visitors:

• Adventure tourism

• Wildlife tourism

• Medical tourism

• Wellness tourism

“I want to express my sincere gratitude to an efficient finance team, officials from all departments, and the administration under the leadership of our Municipal Manager, Henry Prins. This outcome illustrates the dedication of all officials to diligently deliver services in order to build a ‘Unified Cape Winelands of Excellence’. The CWDM will remain committed to sound financial management and internal budgeting

“I am quietly proud of the achievements made by the officials of this organization. I want to thank the Executive Mayor and council for their continued support and creating an environment for the administration to execute Council’s mandate. This ninth consecutive unqualified audit opinion with no findings is testament to the commitment that all CWDM officials have towards our citizens. I want to encourage my colleagues to pause and celebrate this accomplishment,” said Municipal Manager, Henry Prins. This is the 12th award (at two

municipalities) for our Municipal Manager, who was recently appointed for a second term at the municipality. The Auditor-General’s scope covers the auditing of financial statements, reporting of performance against predetermined objectives, as well as compliance with laws and regulations. It is required that the financial statements be free of material misstatements (financially unqualified audit opinion) and that there are no material findings on reporting on performance objectives or noncompliance with legislation to obtain a ‘clean audit’.

To us health care is of paramount importance as a healthy city is productive and constitutes prosperity. We boast well-developed medical facilities, which enhances and promotes the competitive advantage of Matlosana as a major Medical Hub in the North West Province. Services include: general and private medical fascilities, casualty/trauma and dental services. Most clinics focus on primary health care services.

The city prides itself on having five private hospitals, two government hospitals, including the largest state hospital in the North West Province and 15 clinics including mobile clinics. It also boasts the only fully contained oncology unit in the North West Province, which offers a comprehensive service at four pathological laboratories and has the latest MRI scanner at the radiology unit.

PRIME LAND FOR DEVELOPMENT

N12 Development Route was identified by the municipality as a flagship project for golden opportunities in the following sectors: housing, business, industrial, heritage, mining, tourism, sport as well as recreation.

The CWDM has a proven track record in business support and is the preferred partner in growing businesses and sourcing a wide range of investment opportunities that result in upskilling our community members and creating jobs. Thus, another consecutive clean audit is testament to the fact that the municipality utilises its funds to the benefit of the community we serve.

AGRICULTURE

We are proud of what we have managed to achieve with Santam during this partnership and assure you that the legacy of the P4RR will be felt for years to come,” said Henry Prins

said, “We are here to convey our appreciation and to show that partnership is indeed the way to enhance service delivery. We welcome all partnerships in the Cape Winelands as we cannot take this district forward if we work in silos.”

the City’s citizens making it easier to access employment opportunities and other services.

SHOPPING EXPERIENCE

CWDM AND SANTAMProof that Partnerships Work

Shoppers can also be spoiled for choice between Matlosana Mall, City Mall, Flamwood Walk Shopping Mall, Tower Mall and other leading shopping centres in Matlosana.

The Cape Winelands District Municipality (CWDM) and Santam celebrated the conclusion of a three-year Partnership for Risk and Resilience (P4RR) that has significantly contributed to reducing risks associated with fires and floods in the region. Given the unforeseen pandemic, activities were adapted and rose above the challenges of Covid-19 with resilience and success.

After welcoming guests to the handover event that was held on Thursday 10 November 2022 at Grand Roche Hotel in Paarl, Ald (Dr)

Elna von Schlicht, Executive Mayor of the CWDM

Since June 2019, the P4RR assisted with capacitating local municipalities in CWDM in terms of their needs and matters that have a direct impact on communities. These included fire equipment and PPE, smoke alarms, upskilling of officials and the provision of relief packages to name but a few.

Agriculture is one of the mainstays of Matlosana, which proudly boasts a region rich with agricultural potential. The emphasis is focused on field crops, such as maize, wheat, sorghum, sunflowers, etc...

Further benefits included the supply of an awareness and outreach trailer for Stellenbosch Municipality, three skid units installed on Breede Valley Municipality vehicles, and the development of a mascot, Lenny the Leopard, to enhance the learning experience during school visits.

Water safety training was provided to 44 994 learners across the district, which was especially valuable as there is a high incidence of drowning in the district. In addition, the disaster-ready awareness toolkit distributed to all local municipalities will allow officials from Disaster Management and Communication

to broaden their reach and ensure effective messaging and use of social media before and after a disaster.

The extent of this project included SASRIA who, in conjunction with Santam, established a multipurpose centre in De Doorns.

This multimillion-rand project is aimed at uplifting youth through training and educational projects. In communities where resources are few and access to skills development is limited, a centre such as this can be lifechanging. “It is quite evident from the array of projects and the amount of money invested into our municipalities and communities just how fortunate we are that Santam chose to partner with our district.

NATIONAL FRESH PRODUCE MARKET

The Market is the property of the City of Matlosana and was established in 1980 and it is ranked 8th out of 17 Fresh Markets in the country according to turnover.

With five Market agents, the market supplies customers as far as Botswana, Kimberly and Vryburg.

We are proud of what we have managed to achieve with Santam during this partnership and assure you that the legacy of the P4RR will be felt for years to come,” said Henry Prins, Municipal Manager of the CWDM.

CONTACT DETAILS

Address: Cnr Braamfisher & OR Tambo Streets, Klerksdorp

Thanks to P4RR, the district’s fire services are now better resourced, officials are skilled in identifying and responding to risks, and the municipality’s communities are safer and more disaster ready.

Tel: 018 487 8000/ 018 487 8800

Email: communications@ klerksdorp.org

CityofMatlosanaUpdates

@MatlosanaCom

Cityofmatlosanamunicipal

"We are in the business of mitigating risk and building resilience in the societies in which we operate," - SANTAM

Municipal Manager: Henry Prins

WELCOME TO THE CITY OF MATLOSANA CITY OF PEOPLE ON THE MOVE

SWELLENDAM LOCAL MUNICIPALITY

compliance with service delivery in such a manner that the best benefit can be obtained in the interest of the community, emphasising the need to balance the plight of the poor with the growth of the economy and sustainable service delivery and congratulated the staff and the oversight structures following the positive outcome.”

has a multi-dimensional character that has created employment, enhanced commuter movement, enhanced investment opportunities, increased economic activity, etc.

WHY VISIT THE CITY OF MATLOSANA?

The Swellendam Municipality proudly announced that it has received a clean audit for the 2021-2022 financial year. The audit outcome has remained unchanged from the 2020-2021 financial year as unqualified with no findings!

Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities. The City has a wealth of attractions for visitors:

This marks the seventh clean audit in recent years, a challenging achievement with limited funding and an overlegislated environment.

quality business and leisure accommodation venues which include conferencing, wedding and spa facilities.

• Adventure tourism

• Wildlife tourism

• Medical tourism

• Wellness tourism

A clean audit opinion obtained for the 2021-2022 financial year confirms that the Auditor General believes the municipality’s financial statements and governance matters are reasonably stated and free from material misstatement.

Additionally, it also means that the audit team has not identified any significant issues with the internal control framework, hereby expressing trust in the management of the municipality. The importance of a clean audit goes beyond legislative compliance and the avoidance of fiscal penalties. A clean audit further signifies municipal transparency, one of the most important building blocks of democracy. It is an assurance to residents and taxpayers that their hard-earned money is spent in a healthy and accountable manner.

The Greater Swellendam Farming Community includes the towns of Swellendam, Suurbraak, Barrydale, Buffeljagsrivier and Malgas. These towns owe their origin to a colourful history steeped in trade and includes sections of the Garden Route and R62. Stretching from the Klein Karoo, Langeberg Mountains and Wine

MATLOSANA AS A MEDICAL HUB

To us health care is of paramount importance as a healthy city is productive and constitutes prosperity. We boast well-developed medical facilities, which enhances and promotes the competitive advantage of Matlosana as a major Medical Hub in the North West Province. Services include: general and private medical fascilities, casualty/trauma and dental services. Most clinics focus on primary health care services.

The city prides itself on having five private hospitals, two government hospitals, including the largest state hospital in the North West Province and 15 clinics including mobile clinics. It also boasts the only fully contained oncology unit in the North West Province, which offers a comprehensive service at four pathological laboratories and has the latest MRI scanner at the radiology unit.

Executive Mayor Francois du Rand stated “the Swellendam Municipality strives to balance legislative

Routes to the Ocean at Koppie Alleen, each of our regions has their own unique character, crafts and history to share. Swellendam is one of the biggest agricultural producing areas in South Africa, generating huge amounts of grain, Canola oil, meat & dairy as well as exporting citrus, berries, persimmons, wool and wine all over the world.

PRIME LAND FOR DEVELOPMENT

N12 Development Route was identified by the municipality as a flagship project for golden opportunities in the following sectors: housing, business, industrial, heritage, mining, tourism, sport as well as recreation.

Demonstrates that effective and clean governance is possible

Executive Mayor Francois du Rand

Mayor du Rand assures the community ‘that Swellendam Municipality is committed to continuing on the path of good governance in 2023!’

"A clean audit signifies municipal transparency, one of the most important building blocks of democracy."

ETHEKWINI MUNICIPALITY

Winner of two ICT Public Service Awards in 2022

AGRICULTURE

Agriculture is one of the mainstays of Matlosana, which proudly boasts a region rich with agricultural potential. The emphasis is focused on field crops, such as maize, wheat, sorghum, sunflowers, etc... (climatically suitable with a 70% probability of production success).

INFRASTRUCTURE DEVELOPMENT

Aside from attracting investment, the N12 Treasure Route connects communities to the economic hub of Matlosana City. The improved road infrastructure changes the lives of the City’s citizens making it easier to access employment opportunities and other services.

SHOPPING EXPERIENCE

Shoppers can also be spoiled for choice between Matlosana Mall, City Mall, Flamwood Walk Shopping Mall, Tower Mall and other leading shopping centres in Matlosana.

eThekwini Municipality won two SITA Digital Public Service Awards for the data driven Strategic Hub that was launched, 7 September 2022 setting them firmly on the path of becoming a digitised city.

Dr Sandile Mbatha, Senior Manager: City Research and Policy Advocacy, scooped the Overall Winner Award in the Government Technology Leader category.

His team was also awarded second place in the Digital Governance Award category

sunflowers, etc...

for their innovation on the Strategic Hub (Strat Hub). The Hub is referred to as the ‘Single Source of Truth’ and contains a host of strategic tools such as dashboards, indexes and models aimed at enhancing insight-driven policy and strategic decision-making.

This is part of eThekwini’s journey of promoting a data-driven culture where decisions on policy, resource allocation, and operations are based on insight and not instinct. The Strategic Hub supports the centralisation of data as critical

infrastructure for improving service delivery.

eThekwini mayor, Cllr Mxolisi Kaunda congratulated the team on their success, saying this is a shining example of the innovation and expertise that is contained in the public sector and of what can be achieved when we work hard for the betterment of our communities.” He stated that the team’s innovation and dedication needs to be commended.

NATIONAL FRESH PRODUCE MARKET

The Market is the property of the City of Matlosana and was established in 1980 and it is ranked 8th out of 17 Fresh Markets in the country according to turnover.

With five Market agents, the market supplies customers as far as Botswana, Kimberly and Vryburg.

CONTACT DETAILS

A humble Dr Mbatha attributed his success to his team saying, “Receiving the Government Technology Leader Award would not have been possible without the support I received from my family and colleagues. I am merely a reflection of the team and its ethics. I’m indebted to my colleagues, who selflessly support my journey and believe in me.” He further explained that this award reflects the spirit of teamwork and professionalism of a great group of people.

Address: Cnr Braamfisher & OR Tambo Streets, Klerksdorp

Tel: 018 487 8000/ 018 487 8800

Email: communications@ klerksdorp.org

He stated, “I’m extremely proud of the support we have received and continue to receive from the city leadership. As a collective, we are eternally grateful and proud to represent the residents of this fantastic municipality.”

CityofMatlosanaUpdates @MatlosanaCom

The strategic hub can be accessed by logging onto strathub.durban.gov.za.

Cityofmatlosanamunicipal

Dr Sandile Mbatha

The ICT Public Service Awards recognises excellence in government institutions, that have used technology to improve the lives of citizens.

WELCOME TO THE CITY OF MATLOSANA CITY OF PEOPLE ON THE MOVE

VELABAHLEKE HIGH SCHOOL IN UMLAZI, DURBAN Achieves 100% matric pass rate

The City of Matlosana Municipality is situated approximately 164 km South West of Johannesburg, strategically located on the N12 Treasure Route, which is the North West Province’s primary tourism corridor.

The scenic N12 starts from Mpumalanga and is the gateway to the Western Cape Province. The route takes you from eMalahleni, to the vibrant Gauteng Province and the Sterkfontein Cradle of Humankind World Heritage Site, and continues to Potchefstroom, Klerksdorp, Kimberley, Beaufort West, up until George.

It is the Transformation of the N12 Treasure Route that has unlocked regional opportunities and resulted in massive activity and mobility along the Matlosana portion of the corridor. It has a multi-dimensional character that has created employment, enhanced commuter movement, enhanced investment opportunities, increased economic activity, etc.

When the 2022 National Senior Certificate results were released on Friday, 20 January 2023, among the top achieving schools in KwaZuluNatal was Velabahleke High School. A public school in Umlazi, Durban, led by Principal Mr Bheki Cedric Mhlongo, the school reached a milestone in achieving a 100% matric pass rate.

Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities.

WHY VISIT THE CITY OF MATLOSANA?

Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities. The City has a wealth of attractions for visitors:

• Adventure tourism

• Wildlife tourism

• Medical tourism

• Wellness tourism

With their eye fixed firmly on this goal the Principal and the circuit manager, Mr Mzolo, shared the podium a couple of times during the 2022 school year and spoke about the changes the class of 2022 needed to adopt to secure the 100% pass rate and quality passes.

Though the class of 2022 had to navigate through a cocktail of challenges; the shared vision that was communicated by the principal, circuit manager, and teachers to the learners, served as a great reminder to help them focus on what was important, which is getting the 100% pass.

MATLOSANA AS A MEDICAL HUB

To us health care is of paramount importance as a healthy city is productive and constitutes prosperity. We boast well-developed medical facilities, which enhances and promotes the competitive advantage of Matlosana as a major Medical Hub in the North West Province. Services include: general and private medical fascilities, casualty/trauma and dental services. Most clinics focus on primary health care services.

The school leadership offered up valuable advices throughout the year to both the students and the VBHS community on a whole - and brought about the record-breaking results. The Principal expressed his heartfelt congratulations to the students for putting up such an extraordinary performance throughout the year

and in their final exams. “May your lives be showered with great success and joy. Your hard work and determination paid off well. We’re extremely proud of you! May you keep achieving such remarkable success,” he stated.

The city prides itself on having five private hospitals, two government hospitals, including the largest state hospital in the North West Province and 15 clinics including mobile clinics. It also boasts the only fully contained oncology unit in the North West Province, which offers a comprehensive service at four pathological laboratories and has the latest MRI scanner at the radiology unit.

The class of 2022 theme song was, “Khanyisa” by @Paige and Sdala B, they chose the song as a reassurance to the Principal, their educators and most importantly, themselves in saying that… “Khanyisa ikhandlela, sizo sizo, phumelela, sizo, phumelela…” and they went all out and did just that.

PRIME LAND FOR DEVELOPMENT

N12 Development Route was identified by the municipality as a flagship project for golden opportunities in the following sectors: housing, business, industrial, heritage, mining, tourism, sport as well as recreation.

VBHS took the opportunity to thank

AGRICULTURE

all the stakeholders it has worked with during the year for their contribution to the success. Mention was made of stakeholders such as, Mr. Michael Zulu from Durban University of Technology, Mangosuthu University of Technology and Golden Circle to name a few.

Agriculture is one of the mainstays of Matlosana, which proudly boasts a region rich with agricultural potential. The emphasis is focused on field crops, such as maize, wheat, sorghum, sunflowers, etc... (climatically suitable with a 70% probability of production success).

She is hoping to get offers from either UCT, Wits and UKZN. She also thanked her family for all their support throughout her high school journey.

show up on Sundays leaving their families to be with us,” she said. I can never thank them enough,” she said.

Also, among the top notable achievements for the school were 6 pupils all managing to score 100% in Business Studies.

VBHS also commended #GoTutors, an organisation started by two of the school’s alumnus, Onjengawe Cebisa and Ndumiso Zondi, for awarding the Class of 2022 Mathematics and Accounting top achievers the opportunity of passing their matric exam with flying colours.

INFRASTRUCTURE DEVELOPMENT

Aside from attracting investment, the N12 Treasure Route connects communities to the economic hub of Matlosana City. The improved road infrastructure changes the lives of the City’s citizens making it easier to access employment opportunities and other services.

“I didn’t want to spend time complaining about Covid-19, load shedding and other misfortunes. I had the goal to pass. At one stage I had to use two candles per night studying; but I reached my target through discipline.”

Nothando, who intends studying medicine, praised her teachers for “dedicating their lives to our success.” She said that she could not have achieved this feat without her teachers.

Message to the future matriculants…

With the new year set to full motion the Principal and educators at VBHS sent a clear message to the new students at VBHS - the Grade 8 Class of 2023.

The school also congratulated Mr Mzolo, the circuit manager, saying, “The VBHS achievement is yours too to boast about Sir, it’s well deserved. “As VBHS, we thank you for all the support you’ve been giving us and our kids throughout the year, and we pray that the Lord continues to bless you with long life so you can see the fruit of your hard work.”

SHOPPING EXPERIENCE

Shoppers can also be spoiled for choice between Matlosana Mall, City Mall, Flamwood Walk Shopping Mall, Tower Mall and other leading shopping centres in Matlosana.

Top Achievers:

Two students who excelled were Olwethu Ndlovu, 17, and Nothando Koza, 18, both achieving eight distinctions.

Olwethu said her resilience paid off after having to circumvent the challenges of load shedding, floods and Covid-19 during her studies, and with this achievement she is going to pursue a career in the “maledominated” sector of neurosurgery at one of the leading SA Universities.

Agriculture is one of the mainstays of Matlosana, which proudly boasts a region rich with agricultural potential. The emphasis is focused

NATIONAL FRESH PRODUCE MARKET

“Our teachers dedicated their lives to our success. We had classes from Monday to Sunday, every week, every month without fail. Our teachers would

The Market is the property of the City of Matlosana and was established in 1980 and it is ranked 8th out of 17 Fresh Markets in the country according to turnover.

Welcoming the Grade 8’s to their first year at high school, Mr Mhlongo wished the students every success and the school’s full support in achieving all their goals. “We can’t wait to see what you achieve and what you accomplish!” – he said.

With five Market agents, the market supplies customers as far as Botswana, Kimberly and Vryburg.

“Every little thing that matters to you, matters to us,” he stated. “We as VBHS will do everything it takes to make your academic moments momentous. We are eagerly looking forward to watching you grow and accomplish new goals and accolades. We are here for you… because every one of you is a winner!”

CONTACT DETAILS

Address: Cnr Braamfisher & OR Tambo Streets, Klerksdorp

Tel: 018 487 8000/ 018 487 8800 Email: communications@ klerksdorp.org

“Now, it’s time to put on your new school clothes, and your happy look. It’s time to start a new year in high school. Open those books and learn something new,” he urged, before continuing:

CityofMatlosanaUpdates @MatlosanaCom Cityofmatlosanamunicipal

" A successful future starts at school! The best adventure of your lives starts here!"

CAPE AGULHAS MUNICIPALITY

Rated best local municipality in South Africa

WELCOME TO THE CITY OF MATLOSANA CITY OF PEOPLE ON THE MOVE

The City of Matlosana Municipality is situated approximately 164 km South West of Johannesburg, strategically located on the N12 Treasure Route, which is the North West Province’s primary tourism corridor.

The scenic N12 starts from Mpumalanga and is the gateway to the Western Cape Province. The route takes you from eMalahleni, to the vibrant Gauteng Province and the Sterkfontein Cradle of Humankind World Heritage Site, and continues to Potchefstroom, Klerksdorp, Kimberley, Beaufort West, up until George.

It is the Transformation of the N12 Treasure Route that has unlocked regional opportunities and resulted in massive activity and mobility along the Matlosana portion of the corridor. It has a multi-dimensional character that has created employment, enhanced commuter movement, enhanced investment opportunities, increased economic activity, etc.

Cape Agulhas Municipality (CAM) was recently rated as the best local municipality in the country by Good Governance Africa (GGA) on the Governance Performance Index (GPI). The prime purpose of the GPI is to reflect the importance of good governance at the local municipal level and GGA has designed it as a tool to influence national-level policy that can improve local governance.

WHY VISIT THE CITY OF MATLOSANA?

and to strengthen citizens to hold their governments to account. The purpose of building a ranking index, in the shape of our enhanced GPI, is to equip citizens to this end.

Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities.

were financial compliance, accountability, and adequate performance in human resources management.

Audit outcomes were one critical measure in the administration category.

There is a rank of 205 local municipalities and 8 metropolitan municipalities, and it is important to mention that local municipalities are ranked separately from the metros. Local municipalities were ranked based on data gathered for 18 indicators under three governance categories namely Administration, Service Delivery and Planning and Monitoring. The most recent available data (2019 – 2021) was gathered from Statistics South Africa, The Auditor General of South Africa (Audit Outcomes, and the Covid-19 Audit Report) and The National Treasury.

According to Good Governance Africa, “the GPI is a ranking instrument that provides all interested stakeholders with an index of municipal-level governance performance. Governance is ultimately about the efficient and productive allocation of resources. Its presence, or lack thereof, is most keenly felt at the local level.

Create unforgettable memories at our quality business and leisure accommodation venues which include conferencing, wedding and spa facilities. The City has a wealth of attractions for visitors:

• Adventure tourism

• Wildlife tourism

• Medical tourism

• Wellness tourism

Transparency and accountability are the key building blocks of good governance. Their mandate is to improve government effectiveness

MATLOSANA AS A MEDICAL HUB

“The GPI reflects which municipalities are excelling and which require improvement. It is, simultaneously, a tool that aids investment decisionmaking, as it provides a snapshot of the attractiveness of each local municipality.”

Service delivery was the category that carried the most weight. Some of the main factors affecting the service delivery performance index are: access to piped water, flush toilets connected to sewerage lines, access to electricity and weekly refuse removal.

Administration was the second most important category. Some of the main indicators taken into consideration

To us health care is of paramount importance as a healthy city is productive and constitutes prosperity. We boast well-developed medical facilities, which enhances and promotes the competitive advantage of Matlosana as a major Medical Hub in the North West Province. Services include: general and private medical fascilities, casualty/trauma and dental services. Most clinics focus on primary health care services.

The top performing municipalities are all from the Western Cape with Cape Agulhas Municipality (at number one followed by Bergrivier Municipality and Saldanha Municipality. Swellendam was ranked sixth and the Overstrand Municipality was ranked seventh.

The city prides itself on having five private hospitals, two government hospitals, including the largest state hospital in the North West Province and 15 clinics including mobile clinics. It also boasts the only fully contained oncology unit in the North West Province, which offers a comprehensive service at four pathological laboratories and has the latest MRI scanner at the radiology unit.

PRIME LAND FOR DEVELOPMENT

Executive Mayor Paul Swart congratulated all municipal officials and the management as well as the residents of Cape Agulhas for their support, acknowledging that although they are faced with many challenges the aim was to “keep Cape Agulhas on top.”

N12 Development Route was identified by the municipality as a flagship project for golden opportunities in the following sectors: housing, business, industrial, heritage, mining, tourism, sport as well as recreation.

We offer the following core services:

> Customised Facilities Management Services

> Technical expertise and maintenance services

> Soft Services, Enhancing the work environment

> Business Support Services

> Utility efficiency services within the energy and water sectors

We

Our core offerings are:

> Professional services: Quantity Surveying, Project and Programme Management and Development Management

> Occupational Health and Safety Management and Consulting

> Facility projects including conditions assessment, asset management, facilities planning

> Design and space planning

> Facilities Management Training –

NQF level 5, 6 and short courses

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