9 minute read
SA CITIES NETWORK
Effective 01 July 2024, Nosipho Hlatswayo became the new CEO of the South African Cities Network (SACN).
An urbanist with extensive experience in strategy development and implementation, Nosipho’s key focus areas is program development and evaluation across different sectors, including the built environment, finance, social services and economics in public, private and non-profit industries.
As CEO she will oversee the organisation’s strategic direction, build relationships with key stakeholders and partners, and drive initiatives that contribute to the sustainable development of South African cities.
Municipal Focus (MF) took the opportunity to speak with the new CEO, Nosipho Hlatswayo, getting to learn of her journey to this key position, her credentials, her passion for ‘future cities’, and a little about the person she is.
MF: Can you share a bit about your background in local government and what has inspired your professional journey?
Growing up, I did not have an interest in studying something like the Built Environment. In fact, I wanted to study medicine, either dentistry or pharmacy. However, growing up in KwaZulu-Natal, there was this separation between our Community and an Indian Community through a buffer zone, and I was intrigued by this, a physical separation between one community and the other. Moreover, somehow, we were never allowed to integrate.
As a young child, I always questioned this, and it bothered me that that's how things were, and I couldn't find the answers. These questions drove my path into the Built Environment as they ignited my curiosity about why we lived where we lived and why certain decisions were taken on our behalf. It wasn’t just about redesigning space, but how I could play a role in the Built Environment to ensure that those excluded from the system also find a voice outside of the legislative process. So even if you are not attending an IDP Meeting, for example, how do you, at least at the basic level, know how to engage? How do I get you to know your role, your rights and responsibilities in ensuring the system is accountable outside of politics? And how do you then also be active?
Earlier on, when I got into the profession, for me, it was that “WOW”, there are people who are studying how cities are developed, why cities have shaped the way that they are, and how we can make them better. I now play a part in addressing cities’ challenges.
MF: What are the biggest challenges currently facing South African municipalities, and what role does the SACN play in addressing these?
Let’s start by acknowledging the successes that have accumulated over time due to the relatively new transformation agenda in South Africa. The municipalities we have today were established in 2000, so we’re dealing with 24 years of a system meant to integrate people physically and ideologically. It's important not to overlook the fact that this system is in place.
In terms of the challenges that still exist, the biggest one is the change management challenge, which has several elements:
When policies are introduced to improve the lives of our citizens, that process of change needs to be effectively managed with continuity from those who have championed the change. However, the turnover in leadership in municipalities, due to instability, politically or not, has made it difficult to effectively manage change.
This constant change makes it impossible to understand what we are changing and why.
The challenge of handling different perspectives in the system of governance, which is based on various political ideologies, has resulted in delays in decision-making and negative long-term implications for the cities. This challenge affects areas such as finance, environmental sustainability, climate change, and inclusion. We are still struggling to understand what we are aiming for, and the best route to get there, outside of the realm of politics.
Another challenge we are dealing with is communication and collaboration between the various spheres of government, to ensure that everyone works together towards a common goal.
SACN’s role is crucial in all of this. Firstly, we have an advantage because we can see the entire system and identify opportunities for interface and collaboration. Secondly, because we sit outside of government, we work with everyone and have the best interests of the cities in mind.
Through the credibility we have established over the last 20 years as an organisation, we have a role to play in bringing those outsides of government to contribute to addressing societal challenges. Working with the system within the system can be faced with hurdles or administrative challenges. Our positioning allows us to navigate these two worlds with ease and agility, bringing everyone into the room.
MF: What leadership strategies have you found most effective in your career, and how will you apply them in your new role?
I plan to inspire a shared vision by creating an environment where everyone feels comfortable challenging the process. At SACN we want to change the status quo to enable others to act, meaning that we want to create a conducive environment for things to happen. If you’re asking what I bring to the table as the woman at the helm of SACN then I would have to say amongst others;
1. Leading from the heart and encouraging from the heart is essential.
2. Celebrating people’s accomplishments.
3. Understanding that people are human beings and that work should not become a task that affects their personal lives and health.
MF: What are the short- and long-term vital strategic priorities for the South African Cities Network?
As part of our 10-year strategy extending to 2030, we are committed to deeply embedding ourselves within cities. By living and working closely with municipalities, we aim to fully understand their challenges and priorities, allowing us to co-create programs that effectively address their needs. Our ongoing commitment is to collaborate with cities and all of society to work towards liveable, safe, resource-efficient cities and towns that are socially integrated, economically inclusive, and globally competitive, where residents actively participate in urban life.
MF: How do you intend to foster collaboration across all of society to support municipalities and urban development?
Establishing sustainable partnerships is one of our core strategic objectives, and we place a high value on collaboration. Our approach to partnerships involves listening, understanding, and co-creating solutions. One of our key strengths is providing a platform that brings together diverse voices in urban development. This is achieved through our peer-to-peer learning platforms, various learning events, and flagship projects such as our Annual Urban Festival. We will continue to be a thought leader, a network of cities, and a convener of vital conversations, supporting municipalities and fostering urban development.
MF: What have been some of the most significant milestones in your career so far, and how have they prepared you for this role?
The highlights of my career have always been not about the position, but what I've been able to do with the platform that I've been given. Starting new initiatives in an organisation, seeing them succeed, and, in some instances, seeing them adopted as practice. Some of the key roles I’ve occupied include:
1. Group Head of Strategy at The City of Tshwane, responsible for strategy development, implementation, monitoring and evaluation
2. Being part of the South Africa Leadership Forum, where I was nominated
3. Starting something completely new at the City of Tshwane.
How has this prepared me for my new role?
1. I've constantly been reminded that if I have to succeed, I need to build a team or community that is of one mind that can buy into what we are trying to do because there is no loud voice in a community. Still, all voices are critical, and they contribute to building whatever we’re trying to achieve.
2. My past experiences have allowed me to work with and to understand diverse stakeholders from businesses, NGOs, and academic institutions, and whoever we are working with, to get them to see themselves as part of that project.
MF: What advice do you have for young people aspiring to leadership positions in urban development and management?
Firstly, things are always going to change, and the best thing one can do is to be curious. Be curious about
what is happening in your space and what is happening outside of your space, and connect the dots to see what opportunities these changes present for yourself, the sector and the industry.
Secondly, create networks of people; don’t be shy to do this; surround yourself with people who know better than you, who are more intelligent than you, and people who challenge you because only through that will you be able to learn, test some of your assumptions, and rethink some of your positions you hold. To follow the phrase, “strong opinions, loosely held”.
My advice to the young people who aspire to be leaders in the sector is to find ways outside of your regular work to contribute to society and make it your mission to make a change. It does not need to be work-related. Find something that you are passionate about that is not only for your benefit but is for the greater good of society.
MF: We can see that you’re passionate about the work of the SACN, what about your role excites you the most?
I am ready to make a meaningful impact to our country’s urban future through my leadership role.
I'm zealously passionate about the future as an element of strategic thinking.
And as much as we are all focusing on solving the challenges of today's actualities, we sometimes need help imagining the future we'd like to see. Venturing into this ‘future space’ is very exciting for me. What will the future of work look like in our municipalities? How will people commute in our cities? How will people engage with the government in the age of AI?
Technology is impacting everything; how does that impact space, and how do we design space around these technological advancements? So, all these questions about the future and how they can influence our strategies excite me, and it's the terrain we want to get into as the SACN.
So, looking into the future or at future exercises is exciting because it's something that has not been done that much by local government, or by government in general. It will also allow us to utilise the various data sets that exist abundantly.
MF: What are your expectations for urban development in South Africa, and what role will the South African Cities Network play in shaping that future?
As the world evolves, so too does the landscape in which we operate. Pressing issues such as climate change, for instance, compel us to think and act differently, adapting our strategies to meet these new challenges. The SACN will be an organisation at the forefront of that change by generating future focused knowledge to guide evidence based planning and efficient resource allocation in local government.
