Municipal Focus Volume 72 by kwedamedia

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Gauteng Roads and Transport MEC, Kedibone Diale-Tlabela, brings a bold and visionary approach to leadership.

PUBLISHER'S NOTE

As we gear toward the last quarter of the year, we set on a pragmatic path to showcase the determination of government, NGO’s, and the private sector alike, to work together to build an inclusive, prosperous and resilient South Africa for all who live here.

As we celebrate October Transport Month, we are proud to feature the Gauteng Department of Roads and Transport as our Front Cover Feature, showcasing how the department, led by MEC Kedibone Diale-Tlabela, is driving key infrastructure and community-focused projects aimed at modernising the province’s transport systems, while fostering socio-economic growth.

The feature also highlights g-FleeT’s Merchant Development Programme, which is vital to supporting township businesses. This programme is part of

g-FleeT’s broader effort to contribute to the Township Economic Revitalisation (TER) strategy and to create a more inclusive and sustainable economy.

Municipal Focus had the privilege of interviewing Obakeng Nyundu, CEO of Housing Company Tshwane (HCT), to gain valuable insights into her vision for urban transformation. Nyundu affirmed the HCT’s commitment to reshaping the City of Tshwane’s housing landscape by creating affordable, inclusive, sustainable, and vibrant spaces that better serve its residents.

We also spotlight a groundbreaking achievement in the local government sector - the signing of a historic five-year wage agreement that brings long-term stability and certainty for workers and municipalities alike. This landmark deal sets a new standard for labour relations within the sector.

SAMWU, SALGA, IMATU and SALGBC signed a historic five-year wage agreement in early September 2024.

In recognition of Food Security Month, we highlight the positive impact of the collaboration of Amadlelo Agri and dairy farmers in the rural Eastern Cape. Through these partnerships and innovative dairy farming initiatives, Amadlelo Agri plays a pivotal role in strengthening local food security while empowering small-scale farmers. Be sure to read this inspiring feature to learn more about how Amadlelo Agri is shaping the future of agriculture and boosting local economies.

A noteworthy celebration is Blind SA's 78th anniversary with their standout commitment to advocating for the blind and visually impaired. With a strong focus on skills development, community upliftment, and breaking barriers to accessibility, Blind SA continues to pave the way for an inclusive and empowered future.

This edition also highlights the progress and innovations across various municipalities, including the City of Cape Town’s infrastructure investments, Sedibeng’s development plans, Bushbuckridge’s community upliftment efforts, Bitou’s leadership transition with its first woman Mayor being elected, and Elias Motsoaledi’s local governance advancements.

Enjoy the read and keep safe!

Nardine Nelson Publisher & CEO Kweda Media & Communications

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SALGBC - Historic wage deal brings stability to local government

Komatsu - Empowering Empangeni

27 Amadlelo Agri - Sustainable dairy farming & community upliftment in the Eastern Cape through innovative partnerships

32 GCRO - Has post apartheid spatial transformation achieved greater racial diversity in Gauteng?

36 SA Cities Network - Good Hood Stories Season 3 set to launch on World Cities Day 2024 38 Allianz - The top five rising

46 AGSA - Local Government Audit Outcomes 2022/23

50 Madinda Utilities - Pioneering the future of utility management

56 Plastics SA - “Join the movement to make a difference”

58 iSimangaliso Wetland Park - A timeless symphony of nature and heritage

62 Blind SA - 78 Years of serving the blind & partially sighted

65 MTN@30YRS - "A reflection through its Art Collection"

66 EC Gambling Board - Celebrates a decade of clean audit outcomes!

MUNICIPAL NEWS

72 City of Cape Town

75 Sedibeng District Municipality

76 Elias Motsoaledi Local Municipality

77 Bushbuckridge Local Municipality

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All editorial, business and production correspondence should be addressed to Municipal Focus, PO Box 12454 Plumstead 7800. Manuscripts, illustrations and other material must be accompanied by a stamped, self-addressed envelope. No responsibility can be accepted for unsolicited material. The editor reserves the right to amend and to alter copy and visual material as deemed necessary. Copyright by Kweda Media & Communications. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted by any form or any means without prior permission of the publisher. The opinions expressed in Municipal Focus are not necessarily those of the publishers.

editorial, and production correspondence should be addressed to Municipal Focus, PO Box 12454 Plumstead 7800. Manuscripts, illustrations and other material must be accompanied by a stamped, self-addressed envelope. No responsibility can be accepted for unsolicited material. The editor reserves the right to amend and to alter copy and visual material as deemed necessary. Copyright by Kweda Media & Communications. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted by any form or any means without prior permission of the publisher. The opinions expressed in Municipal Focus are not necessarily those of the publishers.

business and production correspondence should be addressed to Municipal Focus, PO Box 12454 Plumstead 7800. Manuscripts, illustrations and other material must be accompanied by a stamped, self-addressed envelope. No responsibility can be accepted for unsolicited material. The editor reserves the right to amend and to alter copy and visual material as deemed necessary. Copyright by Kweda Media & Communications. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted by any form or any means without prior permission of the publisher. The opinions expressed in Municipal Focus are not necessarily those of the publishers.

As MEC for Gauteng Roads and Transport, Kedibone Diale-Tlabela brings a bold and visionary approach to the department, driving efforts to modernise infrastructure, prioritise sustainable development, and implement transformative community-focused projects. During this year's Transport Month, we highlight pivotal initiatives under her leadership and explore how her commitment to innovation is reshaping Gauteng's transport and infrastructure landscape for the benefit of its people.

The Vision for Smart Mobility Logistics

Smart mobility is no longer a distant dream but a necessity in today’s fastpaced world. It represents the future of logistics, particularly in the public sector where the efficiency of service delivery is paramount. In Gauteng, logistics plays a critical role in the socio-economic development of the province, serving as a key driver for the provision of inclusive services and infrastructure. The provincial government’s smart mobility initiative is designed to enhance supply chain performance and efficiency, thereby ensuring that public services are delivered effectively to all citizens.

The theme for this year’s OTM campaign, “Growing Gauteng Together through Smart Mobility,” encapsulates this vision. It is aligned with the broader Growing Gauteng Together 2030 agenda, which prioritises education, health, infrastructure, and economic development. By focusing on the logistics function, the government aims to improve the supply chains that are vital for public services, particularly in the sectors of health and education.

With a technology revolution in public services just around the corner, Gauteng is well-positioned to lead the way in smart mobility logistics. The work done by the Gauteng Department of Roads and Transport (GDRT), along with its trading organisation g-FleeT Management, is the provincial government's means of introducing a novel method that aims to bring the logistical function for vital public services like health and education up to date. This initiative is expected to revolutionise the way Gauteng's inhabitants receive services - and will be a focal point of the province’s October Transport Month (OTM) 2024 campaign.

The Role of g-FleeT Management

At the heart of this transformation is g-FleeT Management, a critical player in the logistics function. As the entity responsible for managing the government’s fleet of vehicles, g-FleeT is uniquely positioned to lead the charge in integrating smart mobility solutions into public service delivery. The entity’s role in this initiative is to provide the necessary infrastructure, technology, and skills development needed to support the province’s logistics function.

g-FleeT’s involvement is not just about managing vehicles;

it’s about reimagining the entire logistics function. This includes the introduction of technology that enhances warehouse and inventory management, end-to-end supply chain visibility, and resource sharing. By leveraging these technologies, g-FleeT aims to create a logistics system that is more efficient, costeffective, and capable of meeting the needs of all citizens, including those in disadvantaged communities.

Enhancing Skills Development

A key component of the smart mobility logistics initiative is skills development. The provincial government recognises that the success of this initiative depends on the availability of skilled professionals who can manage and operate the new logistics systems. To this end, g-FleeT is committed to attracting and retaining young talent through structured programmes and learning opportunities.

These programmes will focus on areas such as warehouse management, inventory management, inbound and outbound distribution management, end-to-end coordination, information system management, big data analytics, forecasting, and demand management. By investing in these areas, the government aims to equip the next generation with the skills needed to drive the logistics function forward.

g-FleeT has also commissioned the Council for Scientific and Industrial Research (CSIR) to conduct a study on the current state of Gauteng's public sector supply chains. This study will identify the challenges facing these supply chains and propose solutions that can be operationalised to improve their performance. The findings of this study will be used to guide the development of the smart mobility logistics initiative, ensuring that it is tailored to meet the specific needs of the province. >

October Transport Month (OTM) 2024: A Launchpad for

Smart Mobility

The OTM 2024 campaign will serve as the official launchpad for Gauteng’s smart mobility logistics initiative. This month-long campaign, which runs from October 1 to 31, will highlight the significant role that the transport sector plays in the economy. It will also provide a platform for g-FleeT Management and other stakeholders to showcase the progress made in the logistics function and to raise awareness about the benefits of smart mobility.

During OTM, GDRT will unveil a series of technology-led solutions designed to improve the performance of logistics management systems. These solutions will focus on enhancing efficiency, reducing costs, and ensuring that public services are delivered to all citizens, regardless of their location or socio-economic status.

One of the highlights of the OTM 2024 campaign will be the soft official launch of the Logistics Function. This launch will provide an opportunity for stakeholders to explore the full potential of technology-led solutions in improving logistics management. It will also serve as a

platform for g-FleeT to demonstrate its commitment to inclusive growth, particularly in townships, informal settlements, and hostels (TISH) areas.

Infrastructure Development: A Catalyst for Change

Infrastructure development is a key pillar of the smart mobility logistics initiative. Over the past few years, GDRT has made significant strides in improving the province’s road network. These efforts have included the refurbishment, rehabilitation, and upgrading of strategic roads, all of which are designed to enhance rideability, safety, and overall capacity.

MEC Diale-Tlabela has been at the forefront of these efforts. In her recent budget speech, she highlighted several multi-year road infrastructure projects that are currently underway. These projects, which include the transformation of the R55 into a dual carriageway and the upgrading of Malibongwe Drive, are crucial for facilitating mobility and improving access to key areas of the province.

The Department’s focus on road infrastructure is not just about improving the physical network; it’s also about creating a foundation for

the smart mobility logistics initiative. By ensuring that the province’s roads are in top condition, the government is laying the groundwork for a logistics system that is efficient, reliable, and capable of supporting the delivery of public services.

Safer, More Affordable Transport

The Gauteng Department of Roads and Transport is also committed to making transport safer and more affordable. In her budget speech, MEC Diale-Tlabela announced that the Department has been allocated R9.4 billion for the 2024/25 financial year, with a total of R28.1 billion earmarked over the MediumTerm Expenditure Framework (MTEF).

This allocation includes R2.7 billion for road infrastructure, R3 billion for transport operations, and R672.5 million for administration. An additional R2.2 billion has been allocated to the Gautrain Management Agency (GMA) to cover its operational expenses and subsidies. These resources will be strategically directed towards completing ongoing road infrastructure projects and introducing new initiatives, such as tamper-proof number plates featuring

Through infrastructure upgrades and technology-driven solutions, Gauteng’s smart mobility initiative is set to be a catalyst for economic growth and improved quality of life, particularly in disadvantaged communities.

an innovative track and trace system. The Gautrain has been a gamechanger for public transport in Gauteng, and the government is committed to building on its success. The introduction of the Gautrain has not only revolutionised public transport but has also triggered significant shifts in property patterns and stimulated new developments along its rail lines. As the province continues to grow, the government is focused on ensuring that transport services are of the highest quality, and provided in a smarter and more efficient manner.

Expanding Licensing Services to Communities

In addition to improving transport infrastructure, the GDRT plans to expand their network of smart Driver License Testing Centres (DLTCs) at various township malls, making it easier for residents in Townships, Informal Settlements, and Hostels (TISH) to access licensing services. These centres, which are technologydriven, cashless and customer-centric, will offer a comprehensive range of solutions, including vehicle license renewals, driving license applications, and renewals. The department intends rolling out 16 new facilities by the end of the 2024/25 financial year.

Phase 1A of the project has already seen the completion and operation of a pilot site at the Mnandi Shopping Complex in Atteridgeville, with additional sites in Soweto, Mohlakeng, and Mamelodi. Phase 1B will introduce nine more locations, including Tshepiso Crossing (Sharpeville), Soshanguve Crossing (Tshwane), Moloto (Rethabiseng), and Orange Farm, Palm Springs, and Lenasia, all expected to be completed by the end of the financial year.

The MEC highlighted that two mobile licensing units, including learner license classrooms, are already linked to the Xavier DLTC in Johannesburg. Additionally, two more mobile units for driver and vehicle license renewals have been delivered and are awaiting the installation of Smart Enrolment Units by the Driver License Card Agency (DLCA).

The Sebokeng DLTC project is also set to begin construction in October 2024, with procurement already approved for the 2024/25 financial year.

The expansion of licensing services is part of the government’s broader effort to promote socio-economic development in TISH areas. By providing residents with easier access to licensing services, the government aims to empower communities and drive economic growth.

g-FleeT Management: Driving the Merchant Development Programme

g-FleeT Management is playing a pivotal role in supporting township businesses through its Merchant Development Programme, an initiative launched as part of the OTM 2024 campaign. The programme addresses the challenges faced by township enterprises and promotes economic revitalisation in disadvantaged areas.

A key component of the programme is the state-of-the-art Panel Beating and Apprenticeship Training Workshop, launched during OTM last year. This facility provides essential services such as mechanical repairs, panel >

beating, towing, and vehicle auctions. Beyond offering maintenance services, the workshop serves as a training ground for young artisans, equipping them with the technical skills necessary to thrive in the automotive sector.

The Merchant Development Programme is part of g-FleeT’s broader strategy to transform and expand its operations. By investing in infrastructure and skills development, g-FleeT is contributing to a more inclusive economy that creates opportunities for townshipbased businesses and disadvantaged communities.

The Panel Beating and Apprenticeship Training Workshop plays a crucial role in managing g-FleeT’s value chain by enhancing customer satisfaction and sustainability. Bringing accident repairs and maintenance processes in-house improves productivity, safety, and return

on investment, directly driving economic growth.

According to Fleet Maintenance Director, Sifiso Mhlongo, the workshop is currently 85% operational, with efforts underway to recruit technical staff and apprentices. In collaboration with the Automotive Industry Development Centre (AIDC), the facility is fully equipped to handle accident repairs and vehicle maintenance efficiently.

This initiative not only supports fleet management but also contributes to the Township Economic Revitalisation (TER) strategy by providing valuable technical skills and job opportunities. g-FleeT’s focus on gender, youth, and people with disabilities (GEYODI) ensures that this programme builds a sustainable and inclusive future for township communities.

Laying

a Strong Foundation:

GDRT and

g-FleeT

Management Achieve Impressive Audit Outcomes

The Gauteng Department of Roads and Transport (GDRT) and its affiliated entity, g-FleeT Management, have once again demonstrated a steadfast commitment to excellence in financial management and governance. Their adherence to the principles of corporate governance, in line with the Public Finance Management Act (PFMA), has culminated in both organisations receiving unqualified audit opinions from the Office of the Auditor General of South Africa (AGSA). This recognition underscores their dedication to maintaining operational integrity and aligns with their vision of building a responsive, capable, and accountable organisation, setting an example in the public sector.

By fostering a culture of accountability, financial prudence, and performancedriven governance, we are well-positioned to lead Gauteng's transport sector into a new era of innovation and growth.

— Dr. Thulani Mdadane,

A Milestone Achievement: Clean Audit

Receiving an unqualified audit opinion is a significant milestone for any organisation, particularly in the public sector, where transparency and accountability are often scrutinized. It signifies that the financial statements of both the GDRT and g-FleeT Management for the 2023/24 fiscal year were free of material misstatements, ensuring compliance

with legislative requirements and performance reporting standards.

The absence of material findings in relation to performance objectives and compliance with legislation further reinforces the robust governance frameworks that are in place. This milestone is not only a reflection of internal controls but also a demonstration of leadership that prioritises financial discipline.

The Gautrain Management Agency (GMA), a sister entity under the GDRT umbrella, also continues to uphold a high standard, marking its tenth consecutive clean audit. This achievement places GMA among the province's most consistently well-managed entities, a testament to the leadership and governance practices that drive the organisation. The ability of these organisations to sustain such high standards across multiple years is a clear indication of a deep-seated culture of accountability, transparency, and integrity.

Leadership Recognition and Commitment to Excellence

Head of Department, Dr. Thulani Mdadane, expressed his pride in this achievement and praised the collective efforts of the staff in making this accomplishment possible. “This success is a clear reflection

of the Department's unwavering commitment to upholding accounting standards," Dr. Mdadane remarked.

It is critical that we resist complacency and remain focused on our internal procedures and guidelines, which have been instrumental in securing our clean audit status.

-

Dr. Thulani Mdadane

"Over the years, we have implemented and maintained rigorous internal controls, including stringent financial management practices. We have also instilled culture of strict performance management as a nonnegotiable standard across all levels of the organisation. These systems are pivotal in our ongoing efforts to safeguard the integrity of our operations."

Dr. Mdadane further emphasised the importance of building on this success by sustaining the current audit outcomes. He cautioned against any relaxation in adherence to internal processes, stressing that continuous vigilance is essential to maintaining high standards

in financial and performance management. "It is critical that we resist complacency and remain focused on our internal procedures and guidelines, which have been instrumental in securing our clean audit status. These measures will ensure we remain effective in our mandate and continue delivering the expected outcomes," he stated.

Furthermore, Dr. Mdadane highlighted the importance of skills development within the department. Investing in staff training and upskilling has been a key focus, ensuring that employees remain competent and prepared for the evolving demands of financial governance. He also acknowledged the role of innovative technologies in enhancing internal auditing processes, which has been instrumental in ensuring efficiency and accuracy.

Building on Success for Future Milestones

The Department’s achievement sets a positive precedent as it prepares for upcoming strategic initiatives, including the October Transport Month (OTM) 2024 campaign. With a theme centred around "Growing Gauteng Together through Smart Mobility," the campaign is poised to showcase several transformative infrastructure >

Head of Department, Dr. Thulani Mdadane

projects designed to stimulate economic growth and improve transport systems across the province. These projects not only promise to bring tangible benefits to Gauteng's citizens but also underscore the province’s commitment to modernising its infrastructure and transport networks, further solidifying its leadership in the national transport sector.

As the GDRT and its entities continue their journey of operational excellence, these audit outcomes serve as both validation of past efforts and motivation for future achievements.

By fostering a culture of accountability, financial prudence, and performancedriven governance, they are wellpositioned to lead Gauteng's transport sector into a new era

of innovation and growth. The achievements of this financial year serve as a stepping stone towards even greater accomplishments, ensuring that the department remains a trusted custodian of public resources while delivering on its mandate to create a sustainable and efficient transport ecosystem.

A Bright Future for Gauteng's Logistics Function

As Gauteng moves towards the future, the smart mobility logistics initiative represents a bold and innovative approach to public service delivery. By leveraging technology, infrastructure development, and skills training, the provincial government is laying the foundation for a logistics system that is efficient, inclusive, and capable of meeting

the needs of all citizens. g-FleeT Management, with its commitment to transforming the logistics function, is at the forefront of this effort. Through its involvement in the OTM 2024 campaign, g-FleeT is demonstrating its dedication to creating a smarter, more efficient logistics system that supports the province’s broader goals of economic growth and social development.

Future public services in Gauteng will undoubtedly be greatly influenced by smart mobility logistics, it is evident from this. Through sustained investment in this programme, the provincial government is guaranteeing that all individuals receive the services they require at the appropriate time and that Gauteng continues to be a frontrunner in innovation and advancement.

Your Premier Choice for Fleet Solutions

ARE YOU IN SEARCH OF EFFICIENT, RELIABLE, AND COST-EFFECTIVE FLEET MANAGEMENT SERVICES? LOOK NO FURTHER.

g-FleeT Management specialises in providing top-notch vehicle leasing and fleet management services to government departments, state-owned enterprises, and public entities. With a dedicated commitment to keeping government service delivery on the move, we offer two main product offerings:

Full Maintenance Lease (Long-Term Lease)

Our comprehensive Full Maintenance Lease (FML) solution incorporates vehicle acquisition, maintenance, replacement, and disposal. The FML service offers you:

• Flexible Vehicle Acquisition: Tailored to your specific needs.

• Diverse Vehicle Selection: Choose from a wide range of vehicle models available on the RT57 Contract.

• Long-Term Lease Options: Ranging from 12 to 36 months or 100,000 km to suit your requirements.

• Fuel Cards: Ensuring smooth fuel management.

• Vehicle Licensing and Registration: We handle the paperwork and renewals.

• Traffic Fines Management: Keeping your fleet compliant.

• Comprehensive Vehicle Tracking: Real-time tracking for effective management of your fleet.

• Full Maintenance and Repairs Service: Minimising downtime and costs.

• Accident and Loss Management: Handling unexpected situations with care.

• 24/7 Roadside Assistance: Ensuring your fleet stays on the road.

• Fleet Information System: An online asset management system for streamlined operations.

• Vehicle Disposal: Effortlessly transition your fleet when necessary.

Short-Term Rental

• VIP Self Drive: Luxury car hire service, including medium to large luxury sedans and SUVs.

• VIP Chauffeur Drive: Professional chauffeur service for government officials in luxurious vehicles.

• Pool Rental: Ideal for short-term projects, offering a wide range of economy and commercial vehicle models, including minibuses, buses, and trucks, available for daily, monthly, or extended rental periods.

Key Benefits:

• Cost-Effective FML Solution: Enjoy cost savings while we manage your fleet.

• Flexible Vehicle Acquisition: Tailor your fleet to your needs.

• Reduced Ownership Risks: Vehicle ownership concerns remain with g-FleeT.

• Branding and Accessory Options: Choose preferential branding and additional accessories.

For all your government fleet solutions, contact us at:

Tel: 011 372 8600/8646

Call Centre: 011 372 8602

Web: www.gfleet.gov.za

Customer Management Service

Thulani Nkala

Tel: 083 387 4084

Email: Thulani.Nkala@gauteng.gov.za

Marketing and Communication

Lindah Mudau

Tel: 083 379 9540

Email: lindah.Mudau@gauteng,gov.za

Choose g-FleeT for unparalleled fleetsolutions. A trading entity of the Gauteng Department of Roads and Transport.

CEO, Obakeng Nyundu

PIONEERING URBAN TRANSFORMATION...

CEO, OBAKENG NYUNDU, SPEAKS TO MUNICIPAL FOCUS ON HCT’S VISION FOR INNOVATIVE, SUSTAINABLE, AND INCLUSIVE HOUSING IN TSHWANE

Housing Company

Tshwane (HCT) is at the forefront of transforming Tshwane’s urban landscape, offering dynamic and innovative housing solutions that go beyond affordability. With a mission to create vibrant, sustainable communities, HCT integrates modern design with green technologies, creating spaces where people can truly thrive.

From energy-efficient developments to smart, digitally connected neighborhoods, HCT redefines urban living for diverse income groups. Through strategic partnerships and a bold vision for the future, HCT is not just building homes but uplifting lives and revitalising the city.

Can you share any upcoming plans for innovative designs in housing projects that will improve the quality of life for residents while promoting community integration?

Housing Company Tshwane (HCT) is actively developing housing projects that incorporate innovative designs aimed at improving the quality of life for residents and fostering community integration. These plans include creating mixed-use developments that combine residential spaces with commercial and recreational amenities, promoting a live-workplay environment. Additionally, HCT is committed to designing homes that encourage social interaction through communal spaces, green areas, and pedestrian-friendly layouts. The incorporation of universal design principles ensures that these spaces are accessible to all residents, thereby promoting inclusivity and a sense of belonging.

How do you plan to design future housing solutions to manage population growth and urban density in Tshwane while still maintaining a high standard of living for residents?

To manage population growth and urban density in Tshwane, HCT is focusing on developing high-

density, mixed-use housing solutions by maximising land use efficiency without compromising the quality of living. By adopting walk up and high-rise buildings and compact urban designs, we aim to create sustainable communities that can accommodate a growing population while maintaining ample green spaces and recreational facilities. HCT also plans to integrate efficient public transport links and smart infrastructure to ensure that residents have easy access to essential services and amenities, thus enhancing their standard of living.

With the global shift toward sustainable living, how does HCT plan to integrate green building technologies and eco-friendly designs into future developments?

HCT is committed to incorporating green building technologies and eco-friendly designs in all future developments. This includes the use of energy-efficient materials, renewable energy sources such as solar panels, and water-saving technologies like rainwater harvesting systems. Our designs will also focus on maximising natural light and ventilation, reducing the carbon footprint of our buildings. Additionally, HCT is exploring the integration of green roofs and urban gardens to promote biodiversity and improve air quality within our developments. These initiatives align >

with global sustainability goals and contribute to creating healthier, more sustainable communities in Tshwane.

What infrastructure or technological innovations is HCT planning to incorporate in the future designs of housing projects? (such as smart homes or digitally connected communities)

HCT plans to incorporate a range of technological innovations in its future housing projects to create smart, digitally connected communities. We are also exploring the use of IoT (Internet of Things) devices to monitor and optimise energy and water usage within our developments.

How does HCT plan to collaborate with the City of Tshwane and other stakeholders to ensure that future housing designs align with the city’s broader urban development goals?

HCT recognises the importance of collaboration with the City of Tshwane and other key stakeholders in aligning housing designs with the city’s broader urban development goals. We work closely with municipal planners, government agencies, and community organisations to ensure that our projects are in line with the city’s Integrated Development Plan (IDP) and Spatial Development Framework (SDF). Regular consultations and public engagement sessions allow us to incorporate community feedback into our designs, ensuring that the developments meet the needs of residents.

As part of the Climate Action Implementation (CAI) Programme funded by UK Government, the City of Tshwane is implementing a high impact energy action focusing on deployment of renewable energy (especially solar technology) to deliver basic energy

services to social housing developments in the municipality, and developing a sustainable strategy/roadmap for integration of small scale RE as part of the city’s energy sources. The goal of this project is to ensure energy security for residents residing in social housing developments in Tshwane.

This project is aimed at helping mitigate the consequences of persistent load shedding and climate change; while promoting energy efficiency, resource efficiency and a transition to renewable energy. The project aims to develop an effective model for renewable energy generation as well as storage and energy efficiency solutions in social housing developments that are reliable and affordable whilst engaging all relevant stakeholders from Human Settlements, Housing Company Tshwane (social housing developers), Social Housing Regulatory Authority (SHRA), city officials, development managers, financiers as well as residents to identify suitable Resource Efficiency/Energy Efficiency interventions.

To achieve these ends, the aim of the current assignment is to assess the potential and models for the deployment of renewable energy and energy efficiency measures in Tshwane’s social housing developments.

What are some of the key challenges you foresee in future housing developments, and how does HCT plan to address these?

One of the key challenges in future housing developments is the availability of suitable land in urban areas. To address this, HCT is exploring the potential for redeveloping underutilised, dilapidated or distressed properties within the city. Another challenge is ensuring the affordability of housing while maintaining high construction standards. HCT plans to address this by adopting cost-effective construction methods,

such as modular housing, and by securing funding through public-private partnerships.

Additionally, the need for sustainable infrastructure presents a challenge, which we plan to overcome by integrating green technologies and working closely with the city to ensure that developments are wellserviced by public utilities.

Can you share details on where HCT plans to develop new housing projects? What factors are considered when selecting these locations to ensure that the communities needs are met?

HCT has three projects in the pipeline for development:

Chantelle Social Housing [1], with 1098 units, is situated in Akasia, north of Pretoria. The project is closer to Wonderpark Shopping Centre, which is a transport node for commuters travelling between Pretoria CBD and northern townships like Soshanguve, Mabopane and Ga-Rankuwa, there’s a train station, taxi rank and bus terminals. The project will incorporate efficient green spaces, recreational amenities and cutting-edge security with 24-hour manned guards and access control.

Two projects, Timberland [2] and Sunnyside [3] are in the inner-city, which will contribute to the revitalisation of the city.

What is your long-term vision for HCT in terms of addressing the growing demand for affordable housing in urban areas?

HCT’s long-term vision is to transform urban spaces into vibrant, secure, and inclusive living spaces elevating the quality of life for the residents of Tshwane. We aim to achieve this by continuously innovating in housing design, leveraging new technologies,

and expanding our portfolio of affordable rental and ownership options. Our vision includes creating diverse, inclusive communities that cater to a range of income levels and promote social cohesion. By working closely with the City of Tshwane and other stakeholders, we aspire to make a significant impact on the housing landscape, ensuring that all residents have access to safe, affordable, and dignified living conditions. 

2. Timberlands - a 16-storey building with 609 units

1. Chantelle Social Housing - with 1098 units

3. Sunnyside – (Phase 1) with 264 units

I n a significant milestone for the South African local government sector, a historic five-year wage agreement was signed in early September, bringing much-needed stability and certainty to workers and municipalities alike.

HISTORIC WAGE DEAL BRINGS

STABILITY TO LOCAL

GOVERNMENT SECTOR

From Left to Right: Nelson Mokgotho, President of SAMWU; Sithole Mbanga, CEO of SALGA; Keith Swanepoel, President of IMATU; Bill Govender, General Secretary of SALGBC

The South African local government sector broke new ground at the beginning of September when it unveiled a historic five-year wage deal.

The wage agreement, signed between employer body the South African Local Government Association (SALGA) and trade unions Independent Municipal and Allied Trade Unions (IMATU) and the South African Municipal Workers Union (SAMWU) covers 270 000 workers, excluding Municipal Managers and managers that report directly to them.

The agreement gives workers an increase of 4,5% effective from July this year and an additional 1,5% from March next year. In the next two financial years, starting in the 2025/2026 financial year, increase will be CPI plus 0,25%, while for the last two years of the agreement, ending in June 2029, increases will be CPI plus 1,25%. In all instances, once CPI drops below 4%, it will be assumed to be 4% and once it goes above 7%, it will be capped at 7%.

The minimum wage payable will increase by 4,5% to R9 960,45 from July and in March next year, increase by another 1,5% to R10 109,85, Increases to medical aid contributions, currently at R5 514,86 and housing allowance, currently at R1 066,41, will be at 4,5% but will not have the additional 1,5% increase in March. In the remaining years, the increases will be in line with salaries.

The agreement also allows for investigation into improved access to housing and leaves the allocation of serviced stands to the discretion of the municipalities.

Stability and Forward Thinking

The signing of this agreement marks a major milestone in negotiations that began in mid-July 2024. According to Bill Govender, General Secretary of the South African Local Government Bargaining Council (SALGBC), the deal represents a major step forward for the sector, fostering a more predictable environment for both workers and municipalities.

“The agreement is groundbreaking and hopefully sets a new benchmark for the public sector,” Govender

remarked, highlighting that this is the first time the local government sector, or indeed the broader public sector, has entered into a five-year wage deal.

Zwe Ndlala, a Senior Manager, Collective Bargaining and Labour at SALGA and the chief negotiator, says SALGA was “intentional” about concluding a five-year deal, as they feel such a deal helps with planning and budgeting.

“For the next five years, we will not be talking money, there will not be strikes over money,” said Ndlala, pointing out a key benefit of the deal. >

The SALGBC is 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 and Allied Municipal Workers Union (IMATU). SALGA is the only employer body, which represents the 257 municipalities. The two trade unions parties, SAMWU and IMATU jointly represent 97% of employees in the municipal sector.

Productivity and Service Delivery

Govender pointed out that one of the key features of this historic

agreement is the inclusion of a productivity clause, which ties wage increases to measurable improvements in municipal service delivery. He noted that, unlike industries that produce tangible goods, municipalities’ productivity is gauged through the efficiency and quality of the services they deliver to the public. The productivity clause clearly states that wage adjustments should serve to reinforce and promote optimal municipal performance, which in turn ensures a higher level of service delivery for the communities they serve.

To support this productivity goal, the agreement mandates the implementation of the Service Charter and the Professionalisation Framework for Local Government. The Service Charter is a commitment between SALGA, IMATU, and SAMWU that outlines each party’s roles and

responsibilities in driving improved performance and enhanced service delivery within local government. The agreement also holds stakeholders accountable while empowering residents and businesses to understand the level and type of services they can expect from their local municipalities.

Challenges and Municipal Exemptions

Sithole Mbanga, the CEO of SALGA, emphasised that the employer body’s main aim coming into the negotiations was “to achieve stability for the sector and make employees happy.”

“The fiscal is not to our advantage as a country, but more so to us as municipalities,” stated Mbanga, who pointed to the fact that they contemplated a scenario

where worsening conditions puts pressure on some of their 257 member municipalities and creates a challenging environment for municipalities to deliver services and remunerate workers.

Mbanga noted that the five-year agreement offers municipalities the certainty they need to plan and budget effectively for the future. For workers, the deal not only provides job security but also allows them to focus on their roles as service providers in a stable work environment.

He emphasised that despite the external pressures - such as political instability and policy challenges that municipalities face - this agreement allows workers to concentrate on delivering services to the public.

He drew attention to the fact that the agreement also includes provisions for municipalities that may struggle to meet the wage increase requirements. Municipalities facing financial difficulties will be entitled to apply for an exemption from the agreement, which will involve a mediation process. If mediation fails, an exemption hearing will be conducted by an arbitrator, who will be assisted by a financial expert.

Municipalities have 45 working days from the signing of the agreement to submit their exemption applications.

In order to qualify for an exemption, a municipality must among a range of factors, show the number of employees affected by the exemption, the reasons why the exemption is sought, the nature and size of the municipality, the duration and timeframe for which the exemption sought which is usually a

financial year, the financial recovery plan of the municipality and its record of compliance with the provisions of previous agreement. The municipality must show that trade unions or employees themselves are aware of the exemption application and provide two years financial statements.

Union Perspective and Long-Term Planning

South African household finances have been under immense pressure over the past four years, first with the onset of the Covid 19 pandemic, and then with the cost-of-living crisis caused by the Russia Ukraine conflict

which broke out in February 2022. This was a key consideration for unions, who initially had a mandate of a one year deal, going into these negotiations. Johan Koen, IMATU General Secretary said that, “This 5-year salary and wage collective agreement is the first of its kind for the local government sector. It guarantees wage increases for the next 5-years that will assist our members to cope with the rising cost of living, while at the same, ensuring labour peace and stability for the sector, during this period.”

Koen noted that the agreement was negotiated under very difficult economic circumstances, but feels the unions worked hard to ensure >

SAMWU Delegation voting

IMATU Delegation voting

that we get the best deal for their members.

He reiterated IMATU’s commitment to implementing the productivity. For its part, IMATU will host a conference in October this year under the theme “Let’s get Local Government Working”. During this conference, IMATU will consider ways in which the local government sector can be professionalised.

Nelson Mokgotho, President of SAMWU stated that the union is satisfied with the outcome of the negotiations. He noted that their mandate was to secure an inflation linked increase as workers basic needs were getting more expensive.

“We understand the environment in which we operate and that some municipalities cannot afford to pay salaries” said Mokgotho, noting that jobs preservation was a key goal for them.

He pointed out that for the three-year agreement that has just expired, SALGA started with an offer for 1%, settling at 3,5%. Mokgotho contends that 6% is a decent increase

He stated that another key driver is the political environment in which municipalities operate, which has been fiercely contested and characterised by coalition government since the 2016 municipal elections, which makes for an unpredictable environment. He noted for example that following the upcoming 2026 Local Government Election, a different demand can be imposed on unions, for example, to negotiate with National Treasury rather

than the current centralised model to negotiate with SALGA. This agreement protects that framework in the short term.

A Positive Outlook

According to Duduzile Madubanya, one of two facilitators for the wage talks, the signing ceremony on September 6 was characterised by a positive and cooperative atmosphere, reflecting the constructive nature of the negotiations. This spirit of collaboration played a crucial role in reaching a successful outcome. She noted that the relationship between the parties involved had carried the negotiations forward, making it one of the most amicable negotiation processes she had facilitated in any sector for some time.

Her co-facilitator, Advocate TL Mabusela, echoed this sentiment, remarking that at no point did the facilitators need to invoke their powers as commissioners to resolve disputes, as the parties were able to find common ground on key points of the agreement.

Looking ahead, Madubanya emphasised that this five-year agreement has the dual benefit of offering stability while also protecting workers against unforeseen events, such as the COVID-19 pandemic, which had a profound impact on the sector. By guaranteeing wage increases for the next five years, the agreement provides a safety net for workers, ensuring that their earnings will not be eroded by external shocks.

For municipalities, the deal offers a framework that balances financial sustainability with the need to attract and retain skilled workers, which is critical for maintaining service delivery standards in an increasingly complex and demanding environment. 

"This five-year agreement sets a new benchmark for the public sector, offering much-needed stability for both workers and municipalities." –Bill Govender, General Secretary of SALGBC

"A stable work environment allows employees to focus on service delivery, even as municipalities face external pressures like political instability and financial challenges." – Sithole Mbanga, CEO of SALGA

"Despite difficult economic conditions, this agreement secures inflation-linked wage increases and ensures labor peace over the next five years." – Johan Koen, General Secretary of IMATU

"Our mandate was to ensure inflation-linked increases, safeguarding workers against the rising cost of living while preserving jobs." – Nelson Mokgotho, President of SAMWU

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KOMATSU AND THE DEPARTMENT OF TRANSPORT Empowering the Empangeni Region

Komatsu is proud to be a trusted partner of the Department of Transport in the Empangeni Region, driving infrastructure development and operational excellence through the delivery of state-ofthe-art construction equipment and specialised training programs. Our collaboration, which began in 2017, has been instrumental in equipping the region with the tools and expertise needed to build and maintain essential infrastructure.

Unit Deliveries and Milestones:

Since 2017, Komatsu has supplied a total of 10 units of GD675-5 Graders and PC200-8MO Excavators to the Department of Transport. In 2020, we expanded the fleet with an additional 6 units of GD675-5 Graders and PC210-10MO Excavators. This momentum continued in 2021 with the delivery of 8 units of GD535-5 and GD675-5 Graders, followed by 10 units of GD535-5 and GD555-5 Graders in 2022. Most recently, in 2024, we proudly delivered 27 units, including GD555-5 Graders and D85EX-15R

Dozers, further enhancing the region’s capacity to meet its infrastructure goals.

Operator Training Initiatives (Since 2017):

At Komatsu, we are committed to empowering communities through education and skills development. Since the first unit was delivered in 2017, we have provided operator training across all cost centers under the Empangeni Region, including Jozini, Pongola, Vryheid, Nongoma, and Eshowe. Our current four-month training program, conducted in collaboration with the Department of Transport, spans the entire KwaZulu-Natal Province and caters to both new and experienced operators. This initiative will extend to the Empangeni region, starting September 1, 2024, equipping operators with the proficiency needed to maximize the performance of our machinery.

Technical Training Partnerships:

Our commitment to skill development

extends to technical training, as well. In July 2017, Komatsu Pinetown welcomed five apprentices for a one-year training program under the guidance of our skilled technicians. This year, in 2024, we have launched a new Technical Training program with the Department of Transport. We are conducting a comprehensive Technical Needs Analysis (TNA) to identify the specific training needs of 15 artisans. Based on this analysis, we will propose tailored training programs to further enhance their technical skills and expertise.

Communication and Service Commitment:

At Komatsu, building strong partnerships is at the core of our business. We maintain regular communication with the Department of Transport across all regions, with monthly visits to cost centers by our PSSR and Sales Representatives. Additionally, quarterly meetings with the HOD and chief engineers of all four regions allow us to enhance aftermarket support through our workshops and parts departments. These meetings also provide a valuable opportunity to address any operational challenges and explore ways to continuously improve our collaboration.

Through our sustained partnership with the Department of Transport, Komatsu is dedicated to driving progress, empowering communities, and building a stronger future for the Empangeni Region and beyond.

Since its inception, Amadlelo Agri has unlocked 2200ha of dormant and underutilised land and created numerous job opportunities through its innovative dairy projects. By partnering with government and communities in the Eastern Cape, the organisation has not only boosted local economies, but also set new standards for sustainable agriculture and rural development.

AMADLELO-AGRI: SUSTAINABLE DAIRY FARMING & COMMUNITY UPLIFTMENT IN THE EASTERN CAPE THROUGH INNOVATIVE PARTNERSHIPS

In this edition, our team ventured into the heart of the Eastern Cape, also known as the "Home of Legends," to explore the remarkable work being done in the agricultural space, particularly in the dairy industry. We had the privilege of meeting with four distinguished leaders from different dairy trusts who shared their insights into the transformative projects implemented by Amadlelo Agri in their communities. These initiatives are not only boosting agricultural productivity but are also empowering rural communities to uplift themselves through sustainable farming.

Established in 2004, Amadlelo Agri is a pioneering agricultural enterprise committed to advancing rural economies by integrating sustainable farming practices with community empowerment. Their unique model focuses on creating partnerships with rural communities to develop long-lasting, profitable agricultural businesses. Over the years, Amadlelo Agri has become an essential player in transforming the traditional farming

landscape of the Eastern Cape, particularly in the dairy sector.

By aligning their projects with the aspirations and needs of local farmers, Amadlelo Agri has played a pivotal role in creating new opportunities for rural development. Their approach emphasises collaboration, skills development, and a shared vision for community upliftment-values that were echoed by the four leaders we spoke with during our visit.

Transforming Ncora Dairy: A Conversation with Chairperson, Mr. Luxolo Kente

Mr. Kente, Chairperson of the Ncora Dairy Trust, is at the helm of one of Amadlelo Agri’s flagship projects. His responsibilities include overseeing the dairy farm operations, ensuring that the project align with community needs while promoting economic growth through sustainable agricultural practices. Under his leadership, the Ncora Dairy Trust has become a beacon of hope for the local community.

When asked about what inspired him to get involved with Amadlelo Agri, Mr. Kente explained that his passion for agriculture and desire to

uplift his community were the key driving forces. “I saw an opportunity to make a meaningful difference through sustainable farming, and it has been rewarding to see the impact unfold,” he shared.

The dairy farm and piggery have been vital to boosting the local economy, creating jobs and providing skills training for residents. “The most rewarding aspect of the project has been the empowerment of our community members,” Mr. Kente said proudly. “We are not just creating jobs but also fostering a sense of ownership

and pride in the community. People feel like they are a part of something bigger.”

Through Amadlelo Agri’s support, the Ncora Dairy Trust has been able to offer both direct and indirect employment opportunities, further uplifting local families. However, challenges remain, including issues with land ownership and water access. “We don’t own the land yet, and the drought has underscored the need for a proper water system,” he noted. Vandalism of water pumps has also emerged as a serious concern, necessitating enhanced security measures to protect the farm’s infrastructure.

“The farm has become a vital part of our local economy, giving residents a sense of pride and ownership in the success of the project.” – Mr. Kente, Chairperson of Ncora Dairy Trust

Despite these hurdles, the partnership with Amadlelo Agri has been pivotal in ensuring the farm’s success. “Amadlelo has provided the resources, expertise, and learning opportunities we needed to thrive,” Mr. Kente remarked. Moving forward, he hopes for more government support, particularly in addressing infrastructure and financial challenges.

A key lesson Mr. Kente has learned through his involvement is the importance of financial literacy. “Managing money for both personal and business purposes is crucial for success,” he advised, adding that collective decision-making has been

vital in empowering the broader community.

Looking ahead, Mr. Kente envisions expanding the project to include milk processing within the community. “This would increase job opportunities even further and keep more value within

the community,” he shared. He remains optimistic about the future and hopes to see greater involvement from the youth in agricultural initiatives, a stronger partnership with Amadlelo Agri, and more government support to help the project reach its full potential.

Empowewring

Keiskammahoek:

Insights from Chairperson Mrs. Lumka Maso

Mrs. Lumka Maso, Chairperson of the Seven Stars Dairy Trust in Keiskammahoek, also plays a pivotal role in overseeing the operations of the dairy farm in her region. Her leadership extends beyond managing the farm; she serves as a vital link between the community and Amadlelo Agri, ensuring that the partnership continues to benefit everyone involved.

For Mrs. Maso, farming has always been a passion. “Agriculture is in my blood,” she said, recalling how she jumped at the opportunity to partner with Amadlelo Agri. “We wanted to grow, but we lacked the resources and expertise. Amadlelo Agri came in at

the right time to provide the support we needed.” Through the partnership, the Seven Stars Dairy Trust has received critical training in business management and financial literacy, skills that have been essential to its success. “We’ve learned that reinvesting in the business is key,” she said, emphasising the importance of thinking long-term.

The dairy farm has had a profound impact on Keiskammahoek’s local economy. It has created numerous jobs, offered training in essential skills like bricklaying and fencing, and even empowered residents to start their own small-scale farming ventures.

“We’ve made sure that the people we hire are from our own community,” Mrs. Maso said proudly. “It’s not just about the farm; it’s about empowering our community.”

The Solidarity Program, which trained over 100 people in 2022 and 2023, is one of the trust’s most significant achievements. “This program has been a lifeline for many,” Mrs. Maso said. “It has allowed individuals to gain skills that they can use in various sectors.”

“Amadlelo Agri became the

partner we needed to

grow,

helping us transform

our

vision of

high-quality dairy

production into a

reality.”

– Mrs. Lumka Maso, Chairperson of Seven Stars Dairy Trust

Mrs. Maso also highlighted a collaboration with the Water and Sanitation Department, which is working to improve local infrastructure. “We are training 44 young people in water and sanitation, as well as first aid. This initiative will run until 2026, and we are excited to see how it will impact the community,” she explained.

Despite these successes, challenges persist, particularly around security and funding. Theft of farm property remains an issue, and government support has been limited. Still, Mrs. Maso is optimistic. “We’ve learned so much about managing the funds and following the right processes,” she noted. “We just need more support, especially when it comes to land ownership. Owning the land will ensure the project’s sustainability.” >

Sustaining Shiloh Dairy: Reflections from Chairperson Mr. Thembelani Maneli

As the Chairperson of Shiloh Dairy Trust, Mr. Maneli has faced both triumphs and tribulations while leading the project. One of the most pressing challenges has been the region’s four-year drought, which has placed immense pressure on the dairy farm’s operations. Yet, through sheer perseverance and with Amadlelo Agri’s support, the Shiloh Dairy Trust has managed to sustain itself and continue delivering value to the community. “I joined this project because I believed in Amadlelo Agri’s vision for community development,” Mr. Maneli said. “We’ve

faced many challenges, but we’ve also achieved great things.”

The farm has provided steady employment for local residents and supplied milk to community schools for their nutrition programs. Mayime, a key partner, purchases milk from Shiloh Dairy, further supporting the local economy. “The farm is integral to our community,” Mr. Maneli noted. “It’s not just a business-it’s a lifeline.”

However, balancing the expectations

of the community with the operational demands of the dairy farm remains an ongoing challenge. “The community expects dividends, even when times are tough, but we have to prioritize keeping the farm running smoothly,” he explained.

“The most rewarding aspect has been sustaining the dairy farm through tough times, proving that resilience and community cooperation can overcome even the harshest challenges.” – Mr. Maneli, Chairperson of Shiloh Dairy Trust

Looking ahead, Mr. Maneli envisions growth, particularly in value-added production like cheese making and expanding into crop plantations. “With enough funding, we could do so much more,” he said. “Processing cheese or growing crops would create more jobs and diversify our revenue streams.”

Building Middledrift Dairy: Perspectives from Chairperson Mr. Sabelo Siko

Mr. Sabelo Siko, a board member of Middledrift Dairy Trust, has been an instrumental figure in overseeing the success of his community’s dairy farm. His leadership has been central to the project’s ability to empower local residents and contribute to the local economy.

“For me, it’s always been about community upliftment,” Mr. Siko said. “The farm has given us a sense of pride. It’s something we built together.”

The farm has created jobs for local residents and has become a crucial source of economic growth. “It’s not just about the dairy farm. The ripple effect is felt in other local businesses, too,” Mr. Siko explained.

Still, the project faces challenges, particularly in relation to land ownership and the recurring drought.

“We have learned how to handle money better, both for personal and business purposes, and the importance of collective decisionmaking in empowering our community.” – Mr. Sabelo Siko, Board Member of Middledrift Dairy Trust

“The drought has really highlighted the need for a reliable water system,” Mr. Siko said, echoing concerns voiced by other farm leaders. Crime, particularly the vandalism of water pumps, also presents a challenge that requires urgent attention.

Despite these hurdles, Mr. Siko remains committed to the project’s future. “We’ve learned so much about

financial management and governance. These are skills that will benefit us for years to come,” he said. “With continued support from Amadlelo Agri and the government, we can overcome the challenges we face and continue to thrive.”

Supporting Agricultural Transformation in the Eastern Cape

The work being done by Amadlelo Agri in the Eastern Cape is more than just a business venture-it is a comprehensive approach to rural development that places community empowerment at its core.

By creating partnerships with local farmers, Amadlelo Agri has not only transformed agricultural practices but has also instilled a sense of pride and ownership in rural communities. The ripple effects of these projects are evident in the increased employment, economic growth, and skills development seen across the province.

Amadlelo Agri’s approach demonstrates the power of collaboration and shared vision. By empowering local farmers and investing in skills training, the organisation has laid the groundwork for a more sustainable, inclusive agricultural sector in the Eastern Cape. As these projects continue to grow, there is great potential for even more communities to benefit from this model of rural development.

Looking forward, Amadlelo Agri remains committed to expanding its reach, tackling challenges such as land ownership, water access, and infrastructure development, all while deepening its partnerships with both the government and the communities it serves.

With the continued dedication of its leaders and the invaluable support of Amadlelo Agri, the future of agriculture in the Eastern Cape looks bright. 

The Gauteng City-Region Observatory (GCRO) helps to build the knowledge base to make Gauteng a competitive, spatially integrated, environmentally sustainable and socially inclusive city region (www.gcro.ac.za)

HAS POST APARTHEID SPATIAL TRANSFORMATION ACHIEVED GREATER RACIAL DIVERSITY IN GAUTENG?

As South Africa reflects on 30 years of democracy, it’s important to ask whether cities have changed for the better when it comes to racial mixing.

By: Christian Hamann

Racial diversity studies provide valuable insights into the broad changes to the apartheid geography since democracy. During apartheid, residential areas in South Africa were segregated by law along racial lines. Black African residents were consigned to townships on the outskirts of cities while white residents lived in suburbs close to facilities and employment. This established

negative spatial, economic and social outcomes among race groups.

Of those who live in residential areas that developed after 1990, 80% live in areas that have very little – less than 10% – of racial mixing.

Democracy in 1994 brought an opportunity for new residential

developments to be more racially mixed. But are they? A recent study, published by the Gauteng CityRegion Observatory (GCRO), explored whether residential development is achieving spatial transformation now that different race groups can legally mix in neighbourhoods.

The short answer is no. While a few new residential developments in the country’s Gauteng province improve racial mixing, many other

developments do not. Residential expansion near townships (the residential areas set aside for black people) are still home to residents who are black African and poor. Suburban expansion for wealthy residents is racially mixed, but economic inequality is still rife between race groups.

The result is a continuous cycle of segregation and inequality that excludes many residents from the opportunities offered by cities. This challenge is rooted in the overall slow pace of spatial transformation in cities.

The study

Overall, levels of racial mixing have increased since the advent of democracy. In Gauteng, the country’s economic hub, desegregation has taken place in many former whiteonly suburbs. This represents some progress towards a racially equal

post-apartheid society. But what about new residential areas – areas that effectively provide a blank canvas for ideal post-apartheid development?

The study required two things: spatial data for residential development since apartheid and recent population estimates for different race groups. Then, an index of segregation was used to calculate the racial diversity of all residential areas built in Gauteng since 1990.

The findings

Since 1990, the residential footprint of Gauteng grew by about 905km², creating many opportunities for racial mixing and spatial transformation. But the research shows that new residential developments tend to reproduce the racial diversity of the areas from which they expanded. Because the majority of residential expansion happens in peripheral land around townships,

this actually lowers the overall racial diversity of the province. Of those who live in residential areas that developed after 1990, 80% live in areas that have very little – less than 10% – of racial mixing.

There is, however, considerable variation across the province (see map). In the map, new residential areas are shaded based on their racial diversity. Light yellow areas have low racial diversity and dark purple ones have higher racial diversity.

It’s easy to see that racial diversity is low in areas that were added next to townships such as Mamelodi in Pretoria and Soweto in Johannesburg. But it’s high in areas added next to former white-only suburbs like Menlyn and Randburg. The higher racial diversity here is directly related to increases in townhouses, clustercomplexes, semidetached housing developments, and middle- to upper-income households. >

Income differences in racially diverse wards in Gauteng. Graph: Christian Hamann/GCRO

Desegregation (racial mixing) takes place in quite a few areas. But new residential areas with low and high racial diversity are still far away from each other. For example, the richer northern parts of Johannesburg have high racial diversity (people of all races live in new residential developments there). The poorer southern parts have low racial diversity.

Are classes mixing more?

Another aim of the research was to try to understand if more racial mixing also leads to more class mixing. Does desegregation positively influence socio-economic sorting? The research found that in racially mixed areas, the average household income of white residents is significantly higher than that of black African residents (see graph). Income inequality in neighbourhoods therefore remains high despite desegregation. Case studies in the research also illustrate how the affordability of housing and the social character of neighbourhoods influence class mixing. For example, in many instances

affordable housing leads to more mixed residential areas while this is not happening in the upper end of the market with more expensive houses. So, while it’s not possible to assume that affluent areas include just one race group as they did in the past, one can also not assume there’s socio-economic equality in new racially mixed areas.

Opportunities for

racial and socio-economic integration can only be created on a very local level if a diversity of housing options is provided in neighbourhoods.

The policy implication

Despite 30 years of gradual racial mixing in former whitesonly neighbourhoods, spatial transformation is slow. And the association between space and class in Gauteng has not changed

significantly. Residential expansion generally reproduces the racial and socio-economic composition of the areas from which they expanded.

The research highlights that opportunities for racial and socioeconomic integration can only be created on a very local level if a diversity of housing options is provided in neighbourhoods. In other words, new developments must cater to a bigger range of income groups – there should be upmarket townhouses alongside more affordable flats and social housing developments, similar to what is happening in suburbs like Cosmo City or Fleurhof.

Public housing programmes and post-apartheid housing policies provide some hope that this can still happen. Public housing initiatives must provide affordable housing in close proximity to areas with economic opportunities. Public policy must ensure that a person’s residential location is not the biggest (and most impossible) burden that they have to overcome for a better life. 

WHO IS PSIRA?

The primary objective of the Authority is to regulate the private security industry and to exercise effective control over the practice of the occupation of security service provider in the public and national interest and in the interest of the private security industry itself.

Registration of service providers and security officers. Ensuring compliance and adherence to PSIR Act and all other laws applicable to security service providers.

Accredit training security service providers.

Receive and investigate complaints against service providers and security officers.

Prosecute noncompliance by service providers. Advise private security consumers about private security industry. Process course reports submitted by training centres.

If you’re dissatisfied with the service, you received or need to report illegal activities related to the following, please notify PSIRA.

Unregistered security businesses or security officers.

Unlawful use of firearms.

Quality of service rendered by security companies.

Complaint regarding the conduct of security officers and security business owners.

Alleged fraud and corruption in the industry.

Submit a complaint through the complaints department:

Contact number: 0860 333 036 | Email: complaints@psira.co.za

SA CITIES NETWORK

GOOD HOOD STORIES SEASON 3

SET TO LAUNCH ON WORLD CITIES DAY 2024

The Good Hood Stories shine a spotlight on the transformative, innovative, and collaborative efforts of revitalising neighbourhoods across South Africa. By sharing these inspiring stories, we aim to shift the narrative from the challenges facing our urban areas to the remarkable achievements of everyday South Africans. Through engaging films, the Good Hood Stories celebrate creative projects, cooperative initiatives, and crosssector partnerships that enhance our urban environments. These stories reflect SACN's commitment to an inclusive, all-of-society approach - one that values active listening, collaboration, and the exchange of knowledge, learning, and innovation. By fostering strong partnerships among cities and diverse stakeholders, we come together to create better, more sustainable cities.

The past two seasons have taken viewers on a journey across South Africa, introducing them to local heroes spearheading a diverse range of innovative projects. From a community-driven housing stokvel in Gugulethu and a multipurpose harm reduction centre in Durban to a vibrant bicycle hub in Langa, a network of rooftop food gardens in inner-city Johannesburg, and an urban upgrading initiative in Helenvale, these stories showcase the power of grassroots change. The films have resonated globally, featuring at prestigious events like the 2022 World Urban Forum in Poland and winning Best Web Series and the Better Transportation Award for the Langa Bicycle Hub at the Better Cities Film Festival in Detroit in 2021.

The third season of Good Hood Stories which is now ready to be launched, has been created

World Cities Day Event

On World Cities Day, the SACN in partnership with DHS will launch the third instalment of the “Good Hood Stories". The event will take the form of a film screening and an all-of-society conversation about local actions for sustainable cities and communities.

Date: Thursday, 31 October 2024 (World Cities Day) Time: 10:00 – 12:00

Venue: Virtual via MS Teams

To register email events@sacities.net

Host organisations: South African Cities Network (SACN) with the Department of Human Settlements (DHS)

in partnership with the Department of Human Settlements and with a thematic focus on the transformation of informal settlements. This theme aligns with a historic and ambitious new global agenda, the “Global Action Plan: Accelerating for Transforming Informal Settlements and Slums by 2030,” which is guiding the sustainable urban development of informal settlements. The Global Action Plan is designed as a contribution towards the implementation of the Sustainable Development Goals (SDGs) and the New Urban Agenda (NUA) through a focus on informal settlements and slums. The Global Action Plan arises from the acknowledgement that despite considerable efforts made to transform informal settlements, the real challenge in addressing this issue lies ahead, and is going to take deliberate efforts, partnership and innovation to tackle.

Two exceptional projects are featured through the Good Hood Stories films, which demonstrate two critical aspects of informal settlement transformation: the delivery of sanitation services and solid waste management. Project Preparations Trust’s partnership with eThekwini Municipality on solid waste management and Asivikelane’s gender-responsive service delivery in Knysna, Western Cape, both feature highly collaborative community-led approaches to informal settlement upgrading, which is championed through partnerships between different urban sectors.

Both projects demonstrate the critical role of data that is community-driven and accurate for effective upgrading. Both projects also demonstrate what an “all-of-society” approach looks like

and demonstrate the implementation of the Integrated Urban Development Framework’s (IUDF’s) Lever 7: Empowered active communities, whereby “Cities and towns are home to socially and culturally diverse citizens, who are actively involved in city life and committed to making South Africa work”. Ultimately, these stories align perfectly with the WUF theme, “It All Starts at Home: Local Actions for Sustainable Cities and Communities”. 

Content related to the Good Hood stories can be found here: www.sacities.net/good-hood-stories/

For more information about the launch of Good Hood Stories season 3, please contact:

Media Contact: Shaun Watson shaun@sacities.net

Sponsorships and Partnership Queries: Pholisa Magqibelo pholisa@sacities.net

Visit our website for more information at https://sacities.net/

Nana Ndlovu from Project Preparation Trust explains the community-led solid waste initiative taking place across Durban’s informal settlements

Crystal West from Development Action Group (DAG) explains the impact of Asivikelane’s gender-responsive approach to service delivery

Team members from Project Preparation Trust with community workers tasked with cleaning their informal settlements

The Development Action Group team and community facilitators work together to ensure sanitation is safe, clean, accessible and inclusive across Knysna’s informal settlements

About the Allianz Risk Barometer

The Allianz Risk Barometer is an annual business risk ranking compiled by Allianz Group’s corporate insurer Allianz Commercial, together with other Allianz entities. It incorporates the views of 3,069 risk management experts in 92 countries and territories including CEOs, risk managers, brokers and insurance experts and is being published for the 13th time.

The Allianz Risk Barometer 2024 has identified the top five risks facing the government and public services sector, emphasizing the critical challenges that require urgent attention in both Africa and the Middle East.

Addressing rising risks is essential for ensuring the stability and efficiency of public services. The report, based on insights from over 3,000 risk management professionals and business leaders, highlights the growing importance of addressing these risks to ensure business continuity and safeguard against potential disruptions.

#1.

Cyber Incidents (37% of responses)

Cyber incidents have surged to the top risk for government and public services, up from the second position in 2023. The increasing digitalization of public services and healthcare systems makes them prime targets for cyber-attacks. To mitigate this risk, governments must invest in robust cybersecurity frameworks, including advanced

Lesiba Sethoga, Head of Marketing and Communications at Allianz

ALLIANZ ANNOUNCES THE TOP FIVE RISING RISKS WITHIN GOVERNMENT AND PUBLIC SERVICES SECTOR

threat detection, regular security audits, and comprehensive incident response plans. Training public sector employees on cybersecurity awareness and best practices is also crucial to enhancing organizational resilience against cyber threats.

#2. Shortage of Skilled Workforce (29% of responses)

The shortage of a skilled workforce poses a significant challenge for the public sector. The growing demand for qualified professionals in healthcare, education, and public administration is outstripping supply. To address this issue, governments should implement strategies to attract and retain talent, such as: offering competitive compensation, investing in education, and training programs, and promoting career development opportunities. Partnerships with educational institutions to align curricula with industry needs can also help bridge the skills gap.

#3. Changes in Legislation and Regulation (23% of responses)

Changes in legislation and regulation remain a prominent concern for the public sector. The dynamic regulatory environment requires continuous adaptation and compliance. Governments and public service providers should establish dedicated compliance teams to monitor and respond to legislative changes. Engaging with policymakers and stakeholders to influence regulatory developments and ensure alignment with organizational goals is also essential. Implementing robust compliance management systems can help navigate regulatory complexities in a timely and effective manner.

#4. Macroeconomic Developments (23% of responses)

Macroeconomic developments, such as economic volatility and fiscal constraints, pose significant

risks to public services. These developments can impact budgets, resource allocation, and service delivery. Governments should adopt prudent fiscal policies, diversify revenue streams, and enhance financial planning to mitigate the effects of economic fluctuations. Engaging in publicprivate partnerships and leveraging international financial support can also provide additional stability and resources for public services.

#5. Natural Catastrophes (20% of responses)

Natural catastrophes, including floods, droughts, and extreme weather events, present substantial risks to the public sector. These events can disrupt essential services, damage infrastructure, and strain emergency response systems. To mitigate the impact of natural catastrophes, governments should invest in resilient infrastructure, develop comprehensive disaster preparedness plans, and utilize early warning systems. Collaboration with international agencies and neighbouring countries can also improve disaster response and recovery efforts.

Mitigation Strategies and Sector Collaboration

Addressing these top risks requires a collaborative approach and strategic investments in key areas. Governments and public service providers should consider:

1. Enhancing Cybersecurity Measures: Implement advanced cybersecurity technologies and conduct regular training programs for employees.

2. Investing in Workforce Development: Create initiatives to attract, retain, and develop skilled professionals in critical sectors.

3. Strengthening Regulatory Compliance: Establish dedicated compliance teams and engage with

policymakers to influence legislative changes.

4. Adopting Prudent Fiscal Policies: Enhance financial planning and explore public-private partnerships to ensure economic stability.

5. Developing Resilient Infrastructure: Invest in infrastructure upgrades and disaster preparedness to mitigate the impact of natural catastrophes.

By proactively addressing these risks, the government and public services sector in Africa and the Middle East can improve the provision of essential services and enhance the overall resilience and effectiveness of public administration.

About Allianz Commercial

Allianz Commercial is Allianz Group's global specialist for insuring mid-sized businesses, large enterprises, and unique risks. Supported by Allianz's global network and strong financial backing, we provide a broad range of risk management solutions, consulting, and claims services.

Our diverse client base includes major consumer brands, financial institutions, and industries worldwide, along with sectors like aviation, shipping, and infrastructure. We also cover specialized areas like offshore wind farms and film productions.

For further information please contact:

Johannesburg: Lesiba Sethoga Tel. +27 112 147 948

Email: lesiba.sethoga@allianz.com

Transforming Spaces, People and the Economy

The Gautrain is not just a transport project, it is an economic development project focusing on reaching objectives of stimulating economic growth and job creation, promoting investment and new development.

A MIXED PICTURE: LOCAL GOVERNMENT AUDIT OUTCOMES 2022/23

In the wake of the Auditor-General of South Africa (AGSA) Tsakani Maluleke’s 2022/23 report on local government audit outcomes, South Africa finds itself at a crossroads. With only 34 out of 257 municipalities achieving clean audits, the report has sparked both concern and a renewed call to action for the country’s governance ecosystem. The latest results reveal a deeply mixed picture, where pockets of success are overshadowed by stagnation, regression, and financial mismanagement.

Despite some municipalities demonstrating high levels of financial governance, many others continue to struggle with deep-rooted challenges that hinder effective service delivery. The AGSA’s findings reveal a clear divide between top-performing municipalities and those still trapped in cycles of financial mismanagement and governance failures.

The Context of Audit Outcomes

Municipalities play a vital role in service delivery, managing essential infrastructure such as water, electricity, sanitation, and waste management. However, the audit outcomes indicate that many municipalities are struggling to meet these demands due to weak financial management, governance lapses, and a lack of accountability.

The 2022/23 financial year results show a significant decline in clean audits from previous years, with only 13% of municipalities achieving clean audits. This concerning statistic was highlighted by Cooperative Governance and Traditional Affairs (CoGTA) Minister Velenkosini Hlabisa, who acknowledged the need for urgent intervention to improve these outcomes.

Despite the overall regression, there were some positive developments. The Auditor-General noted improvements in timely submissions of financial statements, and fewer municipalities received disclaimed audit opinions - the worst possible outcome. While 45 municipalities improved their audit outcomes compared to previous years, 36 regressed, underscoring the uneven nature of progress across the country.

"Poor financial management leads to wasted resources, limiting funding for essential services and ultimately placing a greater burden on communities." – Auditor General, Tsakani Maluleke

Top Performers: Municipalities Leading the Way

Among the 34 municipalities that achieved clean audits, a few stand out for their consistent performance. These top performers are predominantly found in the Western Cape, which has emerged as a beacon of sound governance. The municipalities of Cape Agulhas, Bergrivier, and Swellendam are among those that consistently demonstrate a commitment to financial transparency, project management, and service delivery. These municipalities adhere to budgets, meet timelines, and ensure that their projects are managed efficiently, thereby setting a high standard for others to follow.

The Western Cape’s success can be attributed to its strong control environments and effective financial management systems. Municipalities in the province have embraced a culture of accountability and ethical governance, which has allowed them to maintain clean audits year after year. According to Maluleke, these municipalities manage their operations well, identifying and rectifying deficiencies promptly. Their performance serves as a model

for the rest of the country, illustrating what is possible when governance frameworks are respected and adhered to.

The Worst Performers: Municipalities in Crisis

On the other end of the spectrum are municipalities that have failed to meet even the most basic financial management standards. Notably, the Eastern Cape, Limpopo, and North West provinces house several municipalities that continue to struggle with disclaimed audit opinions and adverse findings. Among the worst performers are municipalities like Nquthu in KwaZulu-Natal and Ditsobotla in North West, both of which have consistently received poor audit outcomes.

These municipalities have been plagued by financial mismanagement, unauthorized expenditure, and a lack of credible performance reporting. Infrastructure neglect, delayed projects, and poor service delivery are common issues, exacerbating the already challenging living conditions for residents. In some cases, poor procurement practices and the mismanagement of resources have led to a complete breakdown in service delivery, leaving communities without access to basic services like water and electricity.

In her report, the AG emphasized that poor financial management directly impacts a municipality’s ability to deliver essential services, placing additional pressure on already fragile local economies. The continued failure of these municipalities to address governance lapses has eroded public trust and confidence in local government.

The Significance of Clean Audits

Achieving a clean audit is not merely a symbolic win; it represents a municipality’s commitment to sound financial management, effective governance, and accountability. Maluleke emphasized that

municipalities with clean audits generally manage their projects efficiently, rectifying deficiencies promptly, and adhering to budgets and timelines.

These municipalities demonstrate a strong control environment, setting a foundation for improved service delivery and better governance. Clean audits are also an indicator of trust between municipalities and their communities, reinforcing public confidence in local government institutions.

On the flip side, municipalities that fail to manage their finances and projects efficiently often struggle to deliver basic services. Poor financial management leads to wasted resources, which, in turn, limits the funding available for essential services like water, electricity, and road maintenance. Communities served by these struggling municipalities experience deteriorating infrastructure, reduced service delivery, and, ultimately, a poorer quality of life.

A Call to Action for Municipal Leadership

The AG’s report underscores the crucial role that municipal leaders, councils, and mayors play in fostering an environment of accountability and good governance. The report is a clarion call for municipal leadership to step up and set the tone for ethical behavior, financial discipline, and responsible governance. As Maluleke put it, municipal leadership must instill a culture of performance and accountability to regain the trust of their communities and improve the lives of South Africans.

However, despite these calls for action, many municipalities remain trapped in cycles of financial instability. In the most concerning cases, the AG noted municipalities where poor procurement practices, unplanned spending, and weak revenue collection have become the norm. This financial >

mismanagement not only hampers the municipalities’ ability to deliver services but also increases the financial burden on already struggling communities.

The Challenge of Service Delivery

One of the most significant challenges highlighted in the report is the failing infrastructure in many municipalities. Infrastructure neglect, poor contract management, and delayed projects have resulted in wastage of grant funds and the return of unused funds to National Treasury.

According to the report, infrastructure deterioration directly impacts service delivery, especially in areas like water and sanitation, where communities are often left without basic services due to municipal mismanagement. The AG further stressed that municipalities’ inability to manage their infrastructure projects has led to a backlog in essential services. This, combined with rising debt owed to Eskom and water boards, leaves many municipalities in a precarious financial state, threatening not only service delivery but also economic growth

The path forward is clear: a collective effort is required to build a culture of accountability and strengthen governance frameworks across South Africa’s municipalities

The Role of Accountability Ecosystem

To combat these challenges, the AG called for a collective effort from all roleplayers in the accountability ecosystem, including national and provincial governments, municipal councils, and the broader public sector. There is a clear need for stronger oversight, better professionalization of local government, and a renewed focus on ethical governance.

One of the key initiatives is the implementation of the Framework Towards the Professionalisation of the Public Service, which mandates that senior managers across all spheres of government be appointed on merit. This framework aims to ensure that qualified, competent officials lead municipalities, ultimately improving financial management and service delivery

Positive Signs and Ongoing Challenges

While the report paints a largely bleak picture, there are some positive signs. The AG highlighted improvements in timely financial reporting, noting that 94% of municipalities submitted their financial statements on time in 2022/23, a significant increase from 81% two years prior.

Additionally, fewer municipalities received disclaimed audit opinions, with several provinces showing signs of progress, particularly KwaZuluNatal, Mpumalanga, and the North West.

However, these improvements are fragile and must be sustained through ongoing support from national and provincial governments. The AG called for continued use of the District Development Model (DDM), which aims to create a coordinated, multi-stakeholder approach to service delivery and local government governance.

Looking Forward: Building Sustainable Governance

Moving forward, it is clear that local government must undergo significant transformation to meet its service delivery mandates effectively. This requires a renewed commitment to good governance, financial discipline, and ethical leadership.Maluleke urged municipalities to take decisive action to address the weaknesses identified in the audit reports, warning that the failure to do so would continue to erode public trust and hinder progress.

The AG concluded her report with a call for stronger partnerships between municipalities, provincial governments, and the national treasury. She emphasized that while her office remains committed to supporting local governments through audits and guidance, meaningful change will only occur when municipalities become capable, accountable, and responsive to their communities.

In the face of these challenges, the path forward is clear: a collective effort is required to build a culture of accountability, strengthen governance frameworks, and improve the financial health of municipalities across South Africa. Only through such concerted efforts can municipalities deliver on their promises to the citizens and create a better future for all.

SIBANDA PETROLEUM & HAZARDOUS WASTE SERVICES

Driving Sustainability in Waste Management

At Sibanda Petroleum & Hazardous Waste Services, we are committed to shaping a cleaner, more sustainable future through responsible waste management. Established in 2014 by Obert Sibanda, our company has grown from a single man’s mission into a trusted industry leader. Under the sterling leadership and direction of MD, Obert Sibanda, we have proudly collected and disposed of over a million litres of used motor oil - an impressive feat, considering just one litre of used oil can contaminate a million litres of drinking water.

Who We Are

We specialise in the disposal of petroleum and hazardous waste, ensuring that harmful materials are handled and transported in a safe, compliant, and environmentally conscious manner. Our mission is simple: to protect the environment while providing essential waste management solutions to both government entities and private corporations.

Our Core Services

We offer a full suite of waste management services, including:

Petroleum Waste Disposal:

Safe disposal of petroleum products, ensuring no harmful residues remain.

Hazardous Waste Management :

Expert handling of hazardous materials, following all regulatory standards to protect ecosystems and communities.

Environmental Consultation:

Tailored advice to help businesses improve their waste management practices and reduce their environmental impact.

Waste Transportation:

Compliant, safe transportation of hazardous waste to disposal facilities, ensuring regulatory standards are met.

What Sets Us Apart

Our years of experience in hazardous waste management mean we understand the complex challenges businesses face. Here’s why our clients trust us:

Regulatory Compliance:

Our processes meet all government and environmental regulations, giving clients peace of mind.

Custom Solutions:

We tailor our services to meet the specific needs of your business.

Timely Service:

We provide efficient, reliable service with minimal disruption to your operations.

Why Choose Sibanda Petroleum & Hazardous Waste Services?

Our commitment to sustainability is at the heart of everything we do. From responsibly collecting over a million litres of used motor oil to offering expert waste management services, we help businesses not only meet their legal requirements but also contribute to a cleaner, greener future.

Together, we can drive change for a better tomorrow.

NAVIGATING THE TID ROLLOVER DEADLINE HOW MADINDA UTILITIES IS

PIONEERING THE FUTURE OF UTILITY MANAGEMENT

In a rapidly evolving municipal landscape, efficient utility management is critical to ensuring sustainable service delivery for communities. At the helm of Madinda Utilities, Managing Director Ogi Madinda is leading the charge toward innovative solutions that are not only meeting today's demands but are also setting new standards for the future.

In an exclusive interview with Municipal Focus, Madinda shared insights into the company’s journey, his vision for Madinda Utilities, the innovative projects in the pipeline, and the impact they are making in transforming service delivery across municipalities.

The journey began:

Oginga-Odinga Madinda's entrepreneurial journey is a remarkable testament to resilience, innovation, and a profound understanding of the intricate world of utility management.

Born on May 2, 1975, in the vibrant township of New Brighton, Port Elizabeth, Oginga-Odinga, affectionately known as Ogi, grew up as the eldest of four siblings. His father, Noel Madinda, was a trailblazing Black computer programmer, a man ahead of his time who profoundly influenced Ogi’s path. In 1982, the Madinda family relocated to Cape Town, driven by the pursuit

of better opportunities - a move that would eventually set Ogi on the path to becoming a key player in the utilities sector.

"My focus is on creating long-term, sustainable solutions that address the unique challenges we face in South Africa. I have always been committed to prioritising the needs of municipalities and communities first.”

– Ogi Madinda

After matriculating, Ogi pursued a degree in Chemical Engineering at the University of Cape Town (UCT), and after graduating, ventured into the commercial utilities sector, which marked the beginning of a career that would shape the future of utility management in South Africa.

His first professional role was as a trainee Cost Analyst at Enerlec South Africa in Johannesburg. It was here that Ogi honed his expertise in utilities cost optimization, tariff structures, and auditing - skills that would later prove invaluable in his leadership role at Madinda Utilities.

With a deep technical foundation and a strategic vision, Ogi Madinda has propelled Madinda Utilities into a position of leadership within the utilities sector. The company is recognised for its innovative solutions, including smart metering and advanced diagnostic services tailored to meet the needs of municipalities. These services have not only revolutionized utility management but have also positioned Madinda Utilities as a critical player in ensuring operational efficiency and financial stability for utility providers.

Navigating the TID Rollover Deadline

As South Africa approaches the critical Token Identification (TID) Rollover Deadline on November 24, 2024, the utilities sector faces a pivotal

challenge. This deadline marks a significant transition for digital meters manufactured before 1993, which are set to reach their maximum limit for unique TID numbers. The implications of this transition are far-reaching. Beyond the immediate operational concerns, there is a looming threat to revenue collection, increased risks of fraudulent activities, and the potential for severe security breaches. In this context of urgency, Madinda Utilities has emerged as a leader, offering advanced solutions that ensure a seamless transition and safeguard the interests of both utility providers and consumers.

Madinda Utilities is deeply involved in the TID Rollover Deadline Readiness Calibration Project, a critical initiative aimed at mitigating the risks associated with non-compliance. The consequences of failing to meet this deadline are severe. Utility providers may face system failures, fraudulent token generation, and significant security breaches, while consumers could experience production losses, the need for costly meter replacements, and widespread power failures.

Madinda Utilities is not just addressing these challenges; they are proactively implementing necessary upgrades and ensuring compliance with stringent security standards to prevent such outcomes.

The company’s commitment to excellence in utility management is evident through its successful Advanced Metering Infrastructure (AMI) projects across South Africa. Madinda Utilities has implemented AMI solutions in municipalities such as Thabazimbi, Mogale City, Roossenekal, Port Elizabeth, and Tshwane. These projects highlight the company's expertise in smart metering technology, effectively addressing revenue leakage and operational inefficiencies that have long plagued the utilities sector.

As the TID Rollover Deadline looms, Madinda Utilities stands out as a leader in managing the complexities of utility transitions. With its proactive approach, advanced technology solutions, and commitment to local >

manufacturing and skills development, the company is well-positioned to tackle the challenges ahead. By ensuring compliance and leveraging emerging technologies, Madinda Utilities is shaping the future of utility management in South Africa and beyond. The company’s efforts not only mitigate risks but also pave the way for a more resilient and efficient utility sector, ultimately benefiting both distributors and consumers.

A move towards manufacturing

In recent years, Madinda Utilities has taken a bold step by venturing into the manufacturing of the equipment it distributes. This move is driven by a vision for Africa's industrial development that goes beyond mere business expansion. Historically, Africa has been a resource-rich continent, but it has struggled to transition from an economy focused on raw material extraction to one that adds value through industrialization. "Africa has never been allowed to industrialize," says the leadership at Madinda Utilities. "It’s the most important continent for modern life with cobalt and batteries for laptops consumed here. It had been a breadbasket for the West for too long.

Why is it that the richest minerals come from here, yet all our currency is next to worthless?" Developing manufacturing capacity within Africa is crucial for the

continent to reclaim its wealth and move towards a more sustainable and prosperous future.

By establishing local manufacturing capabilities, Madinda Utilities aims to shift this dynamic, moving the continent towards greater industrial diversification. This strategic shift not only supports local economies but also reduces Africa’s reliance on imported technologies. It aligns with the continent’s potential to leverage its abundant resources, such as cobalt, which is essential for modern technologies like batteries.

Empowering Through Skills Development

To support its technological and manufacturing initiatives, Madinda Utilities places a strong emphasis on skills development. The company sources talent through a combination of local and international training programs, focusing on the technical skills necessary for implementing advanced metering solutions. By investing in education and training, Madinda Utilities is contributing to the enhancement of Africa’s global competitiveness. The company’s leadership understands that a welltrained workforce is critical to the successful implementation of their cutting-edge solutions.

The African Continental Free Trade

Area (AfCFTA) further amplifies this effort by fostering diversification of exports, accelerating economic growth, and creating new investment opportunities. For Madinda Utilities, the AfCFTA represents expanded market access and the potential for increased collaboration across the continent. This free trade area is a game-changer, providing businesses like Madinda Utilities with the platform to scale their operations and impact across Africa.

By establishing local manufacturing capabilities, Madinda Utilities aims to shift the dynamic - moving the continent towards greater industrial diversification.

Poised for growth

Madinda Utilities is not content with its current achievements; the company is actively exploring future expansion opportunities. The municipal bond market and independent power generation are areas of particular interest. These sectors offer significant potential for growth, enabling Madinda Utilities to extend its influence and provide innovative solutions to a broader range of clients. Moreover, the exploration of green hydrogen as a clean energy source holds immense promise. Although hydrogen fuel cells are currently expensive, they offer high energy efficiency and environmental sustainability - two factors that align perfectly with Madinda Utilities' vision for the future. The company plans to leverage its expertise in energy storage to capitalize on this emerging technology and contribute to a greener energy landscape.

The Madinda Philosophy

Madinda Utilities operates with a leadership philosophy rooted in the principles of servant leadership and collaboration. This approach, inspired by "The Seven Habits of

Highly Effective People," emphasizes empowering team membersand fostering a supportive work environment. For entrepreneurs interested in entering the field of Advanced Metering Instruments (AMI), the company offers valuable advice: focus on innovation and collaboration. The utilities industry is highly competitive, with over 440 manufacturers in the field, so differentiation through quality and service is crucial for success.

Valued Partnerships

Madinda Utilities has firmly established itself as a leader in the advanced meter reading sector, offering state-of-the-art solutions for both electricity and water consumption. The company sources its technology from reputable global partners, such as the Wasion Group and Powercom, ensuring that the solutions they implement are of the highest standard. These partnerships enable Madinda Utilities to stay ahead in a rapidly evolving industry, providing municipalities and corporate clients with reliable and innovative metering solutions that meet the demands of the modern world.

Critical value to municipalities in critical times

One of the critical roles that Madinda Utilities plays is assisting municipalities in plugging revenue leaks. This service extends beyond mere financial recovery; it aligns with broader global initiatives such as the Sustainable Development Goals (SDGs), UNESCO’s mandates, and the outcomes of COP 27. The Just Energy Transition Partnership, for instance, is a framework that complements Madinda Utilities’ offerings, promoting sustainable energy practices while ensuring that municipalities can maximize their revenue streams.

This holistic approach not only benefits local governments but also contributes to global sustainability

efforts, reinforcing Madinda Utilities’ commitment to making a positive impact on the world.

In the long run, Madinda Utilities believes that the municipal bond market and independent electricity generation will present substantial development potential. Madinda Utilities is in a good position to take advantage of the potential for innovation and investment in these industries, which are ready for them. The business is also keeping a careful eye on changes.

Securing the Future: Madinda Utilities' Strategic Vision and Impact

As South Africa approaches the Token Identification (TID) Rollover Deadline, Madinda Utilities stands out as a crucial player in navigating this pivotal transition. By leveraging advanced technology and fostering local manufacturing, the company not only addresses immediate challenges but also champions long-term sustainability and industrial growth within Africa. Madinda Utilities' strategic focus on

skills development and partnerships enhances its capacity to drive innovation and efficiency in utility management.

Looking forward, the company's expansion into emerging markets and exploration of green technologies reflects its commitment to shaping the future of energy and resource management. Madinda Utilities is well-positioned to lead in both local and continental contexts, creating a resilient infrastructure that benefits municipalities, consumers, and the broader African economy.

As it continues to break new ground, Madinda Utilities is not just responding to current needs but also paving the way for a more sustainable and technologically advanced future. 

24HOURS 7DAYS A WEEK

HELPDESK & ROADSIDE ASSISTANCE

FREE ALONG THE N4

TRACASSIST

24HOUR ROADSIDE ASSISTANCE

At TRAC, we prioritize proactive measures over reactive responses. As part of our commitment to ensuring the safety and eﬃciency of the Maputo Corridor, we conduct daily route patrols. These patrols are carried out by our dedicated road patrol and emergency response units, aptly known as TRACAssist.

TRACAssist, together with the TRAC Helpdesk, is available 24/7/365 to assist road users with emergencies, incidents or queries along the Maputo Corridor.

TRAC MAKING A

DIFFERENCE A KILOMETRE AT A TIME

Trans African Concessions (TRAC) manages the TRAC N4 Route from the Solomon Mahlangu oﬀ-ramp in Tshwane, Gauteng, to the Maputo Port in Mozambique. This 570km-long toll road is a build, operate and transfer (BOT) and is also the only international toll concession in Southern Africa.

TRAC has a 30-year concession with the South African and Mozambican national roads agencies – SANRAL and ANE respectively – which was signed in 1997. As the concessionaire of the TRAC N4 Route (aka Maputo Corridor), TRAC has to develop, rehabilitate and maintain the road to world-class standards so to further stimulate trade and investment in the regions it serves –namely, Gauteng, Mpumalanga and Mozambique.

This is made possible through funds generated from toll fees from the six mainline and four ramp plazas that TRAC manages and operates along the route. They are:

SOUTH AFRICA

Mainline Plazas

Diamond Hill Plaza

Middelburg Plaza

Machado Plaza

Nkomazi Plaza

Ramp Plazas

Ekandustria Ramp Plaza

Valtaki Ramp Plaza

Cullinan Ramp Plaza

Donkerhoek Ramp Plaza

MOZAMBIQUE

Mainline Plazas

Moamba Plaza

Maputo Plaza

Continuous maintenance, expansion and rehabilitation of the Maputo Corridor will result in the South African and Mozambican governments (the legal owners of the road) being given back an essentially ‘new road’ at the end of the concession in 2028.

The TRAC N4 Route has been designed to world-class standards with a focus on safety, convenience, and ease of travel. The route signage, road surface and road markings are of the highest quality to ensure motorists can travel with peace of mind.

Safety is one of TRAC’s priorities and for this reason, we put immense eﬀort into ensuring a safe road for all our road users. We monitor our road closely and take corrective action to improve road safety at prominent accident spots, working together with law enforcement authorities, emergency services and other stakeholders.

TRAC believes in being proactive and therefore also conducts daily route patrols. These are handled by TRAC’s road patrol and emergency response units, aptly called TRACAssist. These units, together with the TRAC 24-hour Helpdesk, are available 24/7/365 to assist road users with emergencies, incidents, or queries throughout the Maputo Corridor.

TRAC has come a long way since its inception and, as the concessionaire responsible for the N4 Maputo Development Corridor, it focuses its eﬀorts on communities, towns and organisations along the route. TRAC’s support of these entities is led by its corporate social investment (CSI) department, which focuses on six core upliftment portfolios, namely socio-economic development, road safety, environment, health and welfare, education and sports and culture. Given all the social challenges in the country and the world, improving people’s lives by investing in capital projects and the people themselves must take precedence over most things.

Developing an impactful CSI strategy and approach, with real potential to change people’s lives for the better, is critical to TRAC’s CSI success. As a company, we know that success in CSI relates directly to good corporate citizenship, and for this reason, we encourage our employees to adhere to moral and ethical practises in their everyday lives as this positively inﬂuences the quality of the projects they are a part of.

TRAC’s supporting role to the communities along the 570km route has been praised and accoladed over the years. One of its most recent awards is the prestigious 2022 KLCBT President’s Award which was presented to the company by the Kruger Lowveld Chamber of Business and Tourism in Mpumalanga.

“TRAC is proud of the pivotal role it plays in supporting community development,” says TRAC’s CSI executive manager Adri Fourie.

“By doing so, we not only make an immediate diﬀerence in people’s lives, we also lay the foundation for a better future,” she adds.

KILOMETRE AT A TIME MAKING A DIFFERENCE

CLEAN-UP & RECYCLE SA WEEK 2024 “JOIN THE MOVEMENT TO MAKE A DIFFERENCE”

With the arrival of September, South Africans are gearing up for the annual Clean-Up & Recycle SA Week, scheduled to take place from 16-21 September 2024. This year marks the 28th consecutive year that Plastics SA will coordinate South Africa’s participation in the International Coastal Clean-Up, the world’s largest volunteer effort dedicated to ocean health.

According to Douw Steyn, Sustainability Director at Plastics SA, the entire month of September will be a testament to environmental stewardship, with a focus on cleaning up our surroundings and promoting recycling.

“The theme for this year’s event is ‘Making a Difference,’ and we call on South Africans from all walks of life to contribute to the beautification and health of our environment. Whether at work, home, or play, everyone is encouraged to actively participate in eliminating visible litter and promoting a culture of recycling”.

"This campaign is a vital call to action, encouraging every South African to actively participate in cleaning up our environment and promoting recycling. It’s about making a real difference in the spaces where we live, work, and play."

- Douw Steyn, Plastics SA’s Sustainability Director

Highlights of Clean-Up & Recycle SA Week include:

• Clean-Up and Recycle Week SA: 16 – 21 September

• National River Clean-up Day: 18 September

• National Recycling Day: 20 September

• World Clean-Up Day: 20 September

• International Coastal Clean-Up Day: 21 September

"Clean-Up & Recycle SA Week is a powerful reminder of the impact we can make when we come together for a common cause. Each piece of litter removed and every recycling effort contributes to the greater goal of preserving our environment for future generations. This year, we aim to inspire even more volunteers to join us in this vital endeavour,” Steyn says.

In conjunction with the clean-up activities, Plastics SA is also excited to announce the launch of a nationwide competition. Open to individuals, groups,

and organisations, the competition encourages participants to submit before and after pictures of their clean-ups, along with details on the number of participants and bags of litter collected. Additionally, there is a special category to honour and reward those who establish effective recycling systems at home, school, or at their workplace. The competition features generous prizes totalling R9,000 per section, with R5,000 for first place, R3,000 for second place, and R1,000 for third place.

"We look forward to making this our most successful event yet, with the largest number of volunteers participating," added Steyn. "Whether you’re joining a beach or river cleanup, organising a neighbourhood effort, or committing to recycling, every contribution counts. Together, we can make a significant difference and a lasting impact on our environment, one piece of litter at a time,” Steyn concludes.

For further details, visit: www.cleanupandrecycle.co.za or www.plasticsinfo.co.za

Durban clean-up at Dakota Beach

You need to take responsibility ...

Plastics

iSIMANGALISO WETLAND PARK

A Timeless Symphony of Nature and Heritage

If you are looking for peace and tranquillity, iSimangaliso Wetland Park is the place for you. This breathtaking haven of natural marvels is nestled along the Zululand coast of uMkhanyakude District Municipality in KwaZulu-Natal. This treasure thrives of ecological wonder sprawls gracefully from Maphelane in the South of St. Lucia to Kosi Bay in the North at the border separating South Africa and Mozambique, an expansive stretch of over 220 kilometres of pristine coastline. This veritable Eden, graced by the divine touch of Mother Nature, is a harmonious blend of diverse ecosystems and captivating destinations, standing as an iridescent emblem of conservation, community empowerment, and an enchanting portal to the world of the wild.

The iSimangaliso Wetland Park, a living testament to Earth’s resplendent diversity of life, unfolds like a bewitching tapestry of nature’s finest achievements. From the majestic Ubombo mountains that pierce the heavens to the serene allure of grasslands, forests that whisper ancient tales, wetlands teeming with life, mangrove sanctuaries, and age-old dunes sculpted by the hands of time, this Park is nature’s living kaleidoscope. Within its embrace, eight interlocking ecosystems beckon, and ten distinct destinations enthral each a gateway to the heart of the untamed. Venturing through this Edenic landscape, travellers are whisked away on an odyssey of discovery – a sojourn through the realms of Maphelane’s mysteries, the ethereal expanse of Lake St. Lucia, the paradisal shores of Cape Vidal, the mystical allure of Charters Creek, the captivating secrets of False Bay, the mesmerising haven of Sodwana Bay, the untamed sanctuary of uMkhuze, the tranquil haven of Lake Sibaya, the enigmatic allure of the Coastal Forest, and the unspoiled grace of Kosi Bay. At every juncture, an exotic tableau of wildlife reveals itself.

The iSimangaliso Wetland Park is an orchestra where the call of the wild, led by 129 terrestrial and aquatic mammals, including the revered black and white Rhinoceros, the dignified Elephants, the enigmatic Buffalos, the elusive Leopards, the fabled Wild dog, and the commanding Lion plays out in splendid harmony. >

WITH ITS SEA, SURF AND SUN, SODWANA BAY IS A SPRAWLING, OPEN-AIR, ALL-YEAR-ROUND ACTIVITY DESTINATION

Sodwana Bay is one of the top ten dive destinations in the world. The coral reefs contain over 1,200 species of fish, various underwater seascapes, and marine flora and fauna. It is also home to the Coelacanth, discovered in the deep Jesser Canyon offshore from Sodwana Bay in 2000. Throughout the year, pods of bottlenose dolphins routinely patrol up and down the coast, just beyond the breakers. Southern right and Humpback whales visit our shores annually between June and November. They migrate from their icy feeding grounds off Antarctica to breed in the warmer Indian Ocean and then return South with their adolescent calves.

A JOURNEY THROUGH TIME: A TAPESTRY WOVEN WITH HISTORICAL THREADS

The annals of time unfurl within the iSimangaliso Wetland Park, where echoes of centuries past whisper on the wind. Stretching back to the Later Stone Age and echoing through the corridors of the Iron Age, evidence of human habitation leaves its mark, a testament to the enduring relationship between man and nature. Arab traders and European pioneers, their footprints indelibly imprinted on the sands of time, are mere chapters in the tale of this landscape. Vasco da Gama’s fateful encounter with these shores in 1497 set the stage for a symphony of interactions –a harmonious interplay between explorers, traders, hunters, and missionaries that wove the intricate tapestry of culture and history that adorns the region. Conservation’s roots took hold in 1895 with the establishment of the initial reserve, giving birth to the Hluhluwe-iMfolozi region – South Africa’s venerable conservation cornerstone. The apex of this journey unfurled in 1999 when the Park was crowned South Africa’s

inaugural World Heritage Site. An auspicious moment graced by the venerated Nelson Mandela, a global icon of justice and unity, marked the Park’s rise to international recognition. The rebirth of the Park as iSimangaliso in 2007, a name suffused with the essence of ‘miracle and wonder,’ encapsulated the very soul of this treasure trove.

The iSimangaliso Wetland Park is a testament to the potent melody of conservation , community harmony , and sustainable tourism .

A SYMPHONY OF CONSERVATION AND EMPOWERMENT: NATURE’S STEWARDS AT WORK

The iSimangaliso Wetland Park’s achievements are a symphony of dedication to conservation and the upliftment of local communities. A seamless fusion of lands under a united management plan, a metamorphosis from incompatible land uses into 15,000 hectares of vibrant conservation, and the fortification of 230 kilometres of formidable Big Five fencing are but crescendos in the symphony of ecosystem preservation.

The Park’s journey has been enriched by the reintroduction of game species – Tsessebe, Oribi, Elephants, Wild dogs, Cheetahs, and the regal White and Black Rhinos – an ode to the harmonious balance that thrives within its boundaries. A symphony of improved road networks and refined water systems creates a harmonious symphony of accessibility, all while enhancing the melodic dance of the visitor’s experience. The iSimangaliso Wetland Park’s devotion to community upliftment sings through various

initiativesand paints a vibrant picture of hope and prosperity.

A SPECTRUM OF EXPERIENCES: AN OVERTURE TO WONDERS

Journeying through the iSimangaliso Wetland Park is akin to embarking on a voyage through the annals of time, a rendezvous with nature’s bounty and human endeavour. A paradise for avian aficionados, the Park hosts about 530 bird species, a melodious symphony that awakens the senses. Witnessing the nesting season of Leatherback and Loggerhead turtles is an exclusive privilege woven into the fabric of this coastal sanctuary.

And beyond the famous Big Five, the Big Seven beckons – an assembly that boasts the southern right whale and the awe-inspiring great white shark. Elegance and opulence unite in the haven of luxury, which is Kosi Forest Lodge and Thonga Beach Lodge. Here, immersion in nature is synonymous with indulgence, an oasis where the comfort of modernity coalesces with the raw poetry of the wild. Nestled in nature’s embrace, these lodges offer a springboard to explore a realm where Black and White Rhino’s flourish in grandeur and each day unravels a new verse in the symphony of life.

GUARDIANS OF HERITAGE: A PRELUDE TO POSTERITY

The iSimangaliso Wetland Park is a testament to the potent melody of conservation, community harmony, and sustainable tourism. Its influence spreads far beyond its verdant borders, touching the lives of locals and wanderers alike. This sanctuary’s accolades as South Africa’s second largest protected area and its distinction as the nation’s first UNESCO World Heritage Site reverberate through time, resounding as a encomium to preservation.

This Eden’s terrain, graced by

mountains, bushveld, palm groves, dunes sculpted by the ages, grasslands that sway in the breeze, and coastal forests that whisper forgotten tales, cradles a menagerie of life. Here, 129 terrestrial and aquatic mammals, 525 avian envoys, 128 reptilian wanderers, 50 amphibian troubadours, 991 marine marvels, and 48 freshwater dancers waltz in harmony. Nelson Mandela aptly encapsulated iSimangaliso’s resplendent diversity as a realm where the ancient Rhinoceros shares space with the colossal Elephant, where the prehistoric Coelacanth converses with the Titanic Whale – a chorus of life that strikes at the heart of wonder.

AN EXPEDITION INTO SPLENDOUR: UNVEILING NATURE’S TREASURE

For those who seek to dance to the rhythm of nature’s heartbeat, the iSimangaliso Wetland Park beckons an irresistible call to adventure. This symphony of biodiversity, graced by the ethereal presence of the Big Five

and the enigmatic Big Seven, offers a symposium of unparalleled wildlife spectacles. Yet, it’s not merely the creatures that enchant visitors; the coastal grandeur, an artistry painted by the hands of nature, stands as an equal protagonist in this majestic tale.

The journey to this verdant utopia is as enchanting as the destination itself. With daily flights knitting Johannesburg to Richards Bay, access is but a breath away. Alternatively, the thoroughfare from major South African cities to Durban serves as another avenue. Tour operators present the chance for guided forays into iSimangaliso, ensuring exploration wrapped in comfort.

And for the intrepid, self-drive expeditions are a beckoning possibility, an epic tale of adventure and discovery – yet for areas north of the Mkhuze section of the Park and east of the N2, a 4x4 vehicle is the chariot of choice. In the hallowed embrace of the iSimangaliso Wetland

Park, nature’s symphony comes alive, a timeless opus played upon a canvas where each ecosystem is a note, and each creature is a lyric. It’s a place where history harmonises with the present, communities and conservation compose a ballad of progress, and visitors, enthralled by the panorama of life, become part of this unfolding saga.

As the world turns and the echoes of footsteps linger on ancient paths, iSimangaliso stands as a crescendo of reverence – a sanctuary where the chorus of nature’s harmonies remains eternal. 

78 Years OF SERVING THE BLIND & PARTIALLY SIGHTED

Blind SA’s Vision is Beyond Sight

In a world where visual impairment is often met with barriers and limitations, Blind SA has been a beacon of hope for more than 7 decades, making groundbreaking strides in advocating for the blind, conducting vital skills training, and spearheading transformative community initiatives. Their work continues to inspire and reshape the landscape of accessibility and inclusion.

Originally known as South African Blind Worker’s Organisation became Blind SA in 2004 and currently has a footprint of 49 branches within the 9 provinces and having interactions with a total of 28 Municipalities. As a national Organisation of Persons with Disabilities (OPD) Blind SA’s vision is to empower visually impaired individuals to live a meaningful life and have access to equal opportunities of employment and academics hence the formation of its six committees namely: Accessible Publications,

CEO of Blind SA: Jace Nair

Equipment and Assistive Devices Committee, Advocacy & Information Committee, Economic Empowerment Committee, Education & Early Childhood Development Committee, Youth Committee, Women & Gender Based Violence & Femicide Committeeall dedicated in constantly raising awareness and driving policy changes.

Advocacy and Awareness

At the heart of Blind SA’s mission is a profound commitment to advocacy. Recognising that societal

perceptions and systemic barriers can be challenging the organisation collaborates with lawmakers, educational institutions, and other stakeholders, to ensure that the rights and needs of blind and visually impaired individuals are front and centre in public discourse. Their advocacy efforts have led to critical reforms, including:

• The Gauteng High Court Order in 2019 compelling the Department of Basic Education and Provincial Education Departments to provide accessible CAPS textbooks (braille and large print) to blind and partially sighted learners.

• The negotiations in 2020 with Benetech in the USA to provide the largest global accessible library, Blind SA Bookshare to South African blind and partially-sighted persons at no

charge. Accessible books may be downloaded onto smartphones, computers, book readers, and braille displays.

• The Constitutional Court judgement in 2022 declaring the Copyright Act of 1978 unconstitutional since it violates the basic human rights of blind and partially-sighted persons.

• Collaborating with Section 27 to get the Copyright Amendment Bill to be signed by thepresident this initiative is still pending.

Through advocacy, skills training, and community initiatives, Blind SA empowers individuals to live meaningful lives, fostering independence and equal opportunities for all.

Lego Braille Bricks: Building Literacy, Building Futures

Skills Training and Economic Empowerment

A cornerstone of Blind SA’s approach is its comprehensive skills training programs, offered at their training centre in Sunnyside (JHB). Understanding that independence and self-sufficiency are key to personal empowerment, the organization offers a diverse range of training modules designed to equip individuals with the skills of daily living, Orientation & Mobility, Smartphone and computer training plus braille literacy training all necessary to navigate daily life and pursue professional goals.

Furthermore, the centre offers entrepreneurship development with programs such as: Start Your Business, Job readiness, SMMEs development & Food tasting panelists, the training is delivered by skilled & experienced practitioners and facilitators who bring both expertise and empathy to their roles, creating a supportive environment where participants can thrive.

Community Programme Initiatives

Beyond advocacy and training, Blind SA is deeply involved in community initiatives that promote social interaction and build networks of support among the blind and visually impaired community.

Key initiatives include:

• Community Engagement Events: Regularly organized events provide platforms for individuals to connect, share experiences, and attend workshops.

• Entrepreneurship Development: Formation of vegetable gardens, manufacturing and selling of products, sewing of clothes and bead work to be sold for an income.

• Leadership Development: Opportunities for branch members to host meetings, Provincial General Assemblies, make decisions and elect members to fill executive roles.

These initiatives not only enhance the quality of life for individuals but also work towards creating independency and a more inclusive society.

Impact and Future Vision

The impact of Blind SA’s work is evident in the lives transformed and the communities enriched. Testimonials from beneficiaries highlight the profound difference the organisation makes, from newfound independence to successful career advancements. As Blind SA looks to the future, it remains steadfast in its commitment to innovation and excellence. The organization continues to explore new technologies, expand its reach, and adapt its programs to meet evolving needs.

Celebrating 200 Years of Braille

Since its inception the Braille division at Blind SA opened its doors in 1953-It is the largest braille printing facility in South Africa and produces text and technical braille in 11 SA official languages plus electronic braille, large print, MP3 & DAISY (Digital Access Information Systems) formats.

In recognizing the vital role that education and information play in the lives of individuals with visual impairments, Blind SA has been a pioneer in producing books, menus, magazines, literature, business cards and other essential resources in braille. The anniversary celebration of braille is more than just a commemorative event as it highlights key accomplishments

for Blind SA, including the opening of the Antonnette Botha Braille Museum in 2022 & the innovation of Lego Braille Bricks which allows for inclusive learning through play for sighted, blind and partially sighted leaners.

Conclusion

As Blind SA celebrates its 78 years of service, it stands as a testament to the power of dedicated advocacy and transformative action. By championing the rights of the blind, providing essential skills training, and driving community initiatives exemplifies a commitment to creating a more inclusive and equitable world. Their work not only addresses immediate needs but also builds a foundation for lasting change.

For officials and stakeholders interested in supporting and expanding these vital efforts, Blind SA invites continued collaboration and support to ensure that the vision of an inclusive world becomes a reality for all. 

FOR ANY ENQUIRIES CONTACT:

Telephone: 011 839 1793

Email: ceo@blindsa.org.za

Website: www.blindsa.org.za

Address: 5 Fuchs Street, Alrode, Alberton, 1451

FOR SOCIAL MEDIA ENGAGEMENTS FOLLOW:

Facebook: Blind SA

Instagram: blind_sa_

Youtube: @blindsa5438

Tik Tok: @blind.sa

MTN@30YRS

"A reflection through its Art Collection"

The year 2024 marks 30 years of democratic governance in South Africa. It is also the time MTN has been operating in this afore mentioned environment, and during this significant historical era, connecting human beings over vast distances. “In honour of this occasion the MTN SA Foundation, custodians of the company’s’ art collection, presents an exhibition which attempts to reflect on the past and bring into focus significant moments responsible for growing the art collection within this young and expanding corporate,” says Katlego Lefine, MTN Art Collection Specialist.

MTN’s art collection was officially launched in November 1998 under custodianship of the MTN Art Institute, a section 21 non-profit organisation responsible for utilising the MTN Art Collection in support of the South African arts and culture sectors, particularly for the sake of education, the develop -

ment of educational material and making art accessible, not only to MTN staff, but also disadvantaged schools and communities.

“From 2001 this mandate would be continued under the patronage of MTN South Africa’s corporate social investment wing, the MTN SA Foundation, which to this day enables curators, art historians, educators, artists, specialists, and art enthusiasts to benefit from this valuable corporate asset and significant cultural treasure,” says Niel Nortje, MTN Art Collection Manager.

The MTN SA Foundation invites the public to engage with this interesting display of MTN history and the patronage of its Art Collection by viewing the exhibition at the MTN Head Offices on 14th Avenue in Fairland, Johannesburg, and emailing either: katlego.lefine@mtn.com or niel.nortje@mtn.com to book an appointment.

Chief Executive Officer: Reuben Mabutho Zwane

GAMBLING BOARD Celebrates a decade of clean audit outcomes!

The Eastern Cape Gambling Board (ECGB) is proud to announce the achievement of its 10th consecutive clean audit outcome, a significant milestone in the history of the organisation. This achievement highlights the regulator’s unwavering commitment to financial integrity, transparency and accountability in overseeing the gambling industry.

Since its inception, the ECGB has prioritised maintaining rigorous standards and robust oversight to ensure fair, ethical and operational gambling activities. Chairperson of the ECGB, Traci Mackie, said the clean audit outcomes reflect the regulator’s

dedication to upholding the highest levels of fiscal responsibility and operational excellence.

CEO Mabutho Zwane commented that, “This milestone is a testament to the hard work, dedication and professionalism of the ECGB team. Achieving clean audit outcomes for 10 years is not just a reflection of our strong internal controls and financial management but also a reassurance to the public and industry stakeholders of our commitment to transparent governance.”

Zwane further stated that these outcomes underscore the regulator’s effective management of public

funds and adherence to regulatory requirements, which are crucial in ensuring that the gambling industry operates within a framework of fairness and compliance, ultimately protecting and maintaining public trust.

The gambling industry has not only positively contributed to economic growth and job creation but has also played a role in the socio-economic revitalisation of some towns and provided much-needed local employment through the industry value chain with 3579 sustainable jobs while also collectively contributing R13 million towards Corporate Social Investment (CSI) initiatives.

During the year ending 31 March 2024, revenue collection of R184 million was disbursed to the provincial treasury amid unfavourable economic conditions, including high interest rates and inflation.

Traci Mackie also mentioned that the ECGB recently licensed its first Online Bookmaker – Wanejo Bets. The online licence allows bookmakers to offer premier on-demand games and compete not only with other provinces but globally. With a notable increase in sports betting of close to 47% in the country, the Eastern Cape is in a prime position to benefit and responsibly exploit this growth.

With effect 01 April 2024, the ECGB reconfigured the betting tax regime, to align with the rest of the country a move earmarked to stabalise betting industry by stopping the exudos the province experienced, and attract new businesses. The ECGB is also mindful that this growth does not adversely lead to excessive and irresponsible gambling. As such, communities are educated on responsible gambling and efforts are heightened to provide public education.

NFMW EMPOWERING FUTURES

A trusted custodian who grows your investments for a secure retirement.

The National Fund for Municipal Workers (NFMW) is the largest fund in Local Government with approximately R30 billion in assets under management, serving a membership base of more than 56 000 (EMPLOYEES AND COUNCILLORS) across South Africa.

With a steadfast commitment to our members, we prioritise their needs in every decision and strategy we implement. Our dedication to excellence ensures minimal administration costs, maximising contributions towards retirement savings.

Achieving excellent long-term investment performance, puts us on par with the best global portfolios and ahead of our peers in Local Government. Recognised with numerous Institute of Retirement Funds Africa Best Practices Industry Awards, we set the benchmark for excellence in the retirement fund sector.

At the NFMW we go beyond financial support, offering comprehensive personal financial planning, retirement benefit counselling, and a unique health and wellness program for members and their families.

With our unwavering commitment to good governance, impactful investing yielding financially sound returns, care for our members, and responsible leadership, the NFMW assures unparalleled value to all our members.

Our focus remains on continuing to provide exceptional service to our members, ensuring their financial security and well-being. We aim to further improve our member value proposition to meet the evolving needs of our members and continue to contribute to socio-economic prosperity in various ways to positively impact the lives of our members, their families and communities today and tomorrow!

THE FUND OF CHOICE IN LOCAL GOVERNMENT!

CAPE TOWN'S R43 BILLION INFRASTRUCTURE INVESTMENT

A blueprint for growth and job creation

SEDIBENG DISTRICT MUNICIPALITY

Strengthening agricultural growth

ELIAS MOTSOALEDI LOCAL MUNICIPALITY

New furnished homes for families in need

BUSHBUCKRIDGE LOCAL MUNICIPALITY

Unveils Phulani Secondary School: A new era for education

NEW LEADERSHIP IN BITOU MUNICIPALITY

1st Woman Mayor elected

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

CAPE TOWN'S R43 BILLION INFRASTRUCTURE INVESTMENT A Blueprint for Growth and Job Creation

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.

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

Cape Town, a city renowned for its natural beauty and vibrant cultural history, is embarking on a transformative journey to meet the needs of its growing population. With an infrastructure investment of R43 billion over the next three years, the City aims to address critical service delivery challenges, expand its capacity, and create an estimated 135,000 jobs. This bold initiative positions Cape Town as South Africa’s fastest-growing metropolis, with the infrastructure spending far outpacing other major cities like Johannesburg and Durban.

"Cape Town’s infrastructure spending is far outpacing any other metro, more than Johannesburg and Durban combined."

– Mayor Geordin Hill-Lewis

A City on the Rise

Mayor Geordin Hill-Lewis, in his address at the launch of the City’s 2024 Infrastructure Report, emphasised the importance of this investment. "Our infrastructure spending is far

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.

North West Province, which offers a comprehensive service at four pathological laboratories and has the latest MRI scanner at the radiology unit.

outpacing any other metro, more than Johannesburg and Durban combined," Hill-Lewis proudly stated. The mayor pointed out that Cape Town’s population is projected to exceed Johannesburg’s soon, with the City expected to become home to over five million people. This rapid growth necessitates an urgent and substantial response in terms of infrastructure upgrades.

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 City’s infrastructure plan covers a wide range of sectors, including water, sanitation, energy, transportation,

MATLOSANA AS A MEDICAL HUB

five private hospitals, two government

AGRICULTURE

and waste management. Hill-Lewis highlighted the focus on long-term projects, noting that Cape Town’s infrastructure pipeline for the next decade is valued at R120 billion. These investments aim to sustain the City’s expansion and support the broader South African economy.

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).

ensure that the system can cope with increasing urbanization. In addition to these upgrades, the City plans to replace 100 km of sewer pipes annually, quadrupling its previous efforts.

Transportation: Connecting a Growing City

project is currently the biggest infrastructure development in the Western Cape and is expected to significantly improve mobility in the region. These transportation upgrades are essential for reducing travel times and ensuring that Cape Town’s residents have access to efficient and reliable public transport.

INFRASTRUCTURE DEVELOPMENT

"The City’s New Water Programme aims to add 300 million litres of water a day from new sources by 2030, ensuring a secure future for Cape Town."

– Mayor Geordin Hill-Lewis

Water and Sanitation:

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.

Securing the City’s Future

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.

Cape Town’s infrastructure spending places a significant emphasis on water and sanitation, with 42% of the R120 billion ten-year pipeline dedicated to this area. The City’s New Water Programme, which seeks to add 300 million litres of water per day from new sources by 2030, is a key component of these efforts. By 2040, around 25% of Cape Town’s water supply will come from desalination, groundwater extraction, and water re-use programmes, ensuring that the City is better prepared to handle the growing demand and mitigate the risks of future droughts.

Mayor Hill-Lewis also underscored the importance of upgrading Cape Town’s wastewater systems. The City is investing in multibillion-rand upgrades to seven wastewater treatment plants, which will help reduce sewer spills and

As Cape Town expands, it must also ensure that its transportation infrastructure can keep pace with the increased population and economic activity. To address this, the City has earmarked R21 billion for new urban mobility projects over the next decade, including major investments in three key corridors: Khayelitsha–Century City, Symphony Way, and Klipfontein. These projects are designed to enhance public transport, reduce congestion, and improve access to key areas of the city.

One of the largest ongoing projects is the MyCiTi Phase 2A route, which will serve the metro southeast from Claremont/Wynberg to Khayelitsha/ Mitchells Plain. This R5.4 billion

Job Creation and Skills Development

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.

A core aspect of Cape Town’s infrastructure investment is its focus on job creation and skills development. The R43 billion investment is projected to create 135,000 jobs over the next three years, spanning various sectors such as construction, engineering, environmental management, and urban planning. These jobs are crucial for the City’s economic growth, providing employment opportunities to a wide range of residents, from entry-level workers to skilled professionals.

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

The City’s participation in the National Treasury’s Infrastructure Skills Development Grant (ISDG)

City of Cape Town Mayoral Committee Member for Corporate Services: Alderman Theresa Uys

MUNICIPAL NEWS

WELCOME TO THE CITY OF MATLOSANA

vibrant Gauteng Province and the Sterkfontein Cradle of Humankind World Heritage Site, and continues to Potchefstroom, Klerksdorp, Kimberley, Beaufort West, up until George.

Programme further underscores its commitment to building a skilled workforce. Since joining the ISDG in 2014, the City has trained and mentored 125 graduates in fields such as civil engineering, materials science, biotechnology, and environmental science. This initiative aims to build a pool of skilled professionals who can contribute to the City’s infrastructure projects, ensuring that Cape Town has the capacity to meet its long-term development goals.

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Gareth Morgan, the City’s Executive Director for Future Planning and Resilience, emphasised the importance of this programme: “The ISDG plays a crucial role in supporting these efforts. By funding a stream of built environment graduates, the ISDG enables these young professionals to enter the City and be mentored towards professional registration”

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• Adventure tourism

• Wildlife tourism

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stages of loadshedding and help reduce the City’s reliance on Eskom.

Cape Town’s energy strategy is closely aligned with its broader sustainability goals. By diversifying its energy sources and investing in renewable energy projects, the City aims to reduce its carbon footprint and support South Africa’s transition to a greener economy.

future infrastructure challenges.

"The

ISDG plays a crucial role in supporting these efforts. By funding a stream of built environment graduates, the ISDG enables these young professionals to enter the City and be mentored towards professional registration." – Gareth Morgan, Executive Director for Future Planning and Resilience

The infrastructure investment plan also includes significant upgrades to waste management systems, with the City planning to build ten new waste drop-off facilities over the next decade. These upgrades will improve waste collection and disposal services, particularly in under-served areas, while also reducing the environmental impact of landfill sites.

Conclusion

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MATLOSANA AS A MEDICAL HUB

Energy and Sustainability: A Greener Future

Morgan also highlighted the longterm benefits of investing in skills development, noting that the ISDG programme ensures that the City has a continuous pipeline of qualified professionals who can take on

• Wellness tourism

One of the most pressing challenges facing Cape Town, and indeed much of South Africa, is the issue of energy security. To combat the ongoing threat of Eskom’s loadshedding, Cape Town is investing in independent power generation. By 2026/27, the City plans to add 650 MW of independent power to its grid, with the long-term goal of adding 1 GW. This investment will protect Cape Town from four

Cape Town’s R43 billion infrastructure investment represents a bold and forward-thinking approach to urban development. With a focus on water, sanitation, transportation, energy, and waste management, the City is laying the foundation for sustained growth and economic resilience. Mayor Geordin Hill-Lewis and his administration have made it clear that these investments are not just about meeting today’s needs but are also about preparing for the future.

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

As Cape Town continues to grow, these infrastructure projects will play a crucial role in ensuring that the City remains one of South Africa’s most livable and economically dynamic cities. By investing in key sectors and creating jobs for its residents, Cape Town is not only addressing its immediate challenges but also positioning itself for long-term success.

City of Cape Town Executive Director for Future Planning and Resilience: Gareth Morgan

SEDIBENG DISTRICT MUNICIPALITY

Strengthening

agricultural growth

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.

On Friday, 6 September 2024, the Sedibeng District Municipality hosted its 3rd Annual Agri-Summit at the Vereeniging Fresh Produce Market. With the theme "30 Years of Growing the Agricultural Economy Together," the event brought together farmers, agribusiness stakeholders, and government representatives.

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.

The summit was led by Executive Mayor Cllr Lerato Maloka, along with MMC for Local Economic Development Cllr Lulama Gamede, and Gauteng MEC for Agriculture, Rural Development, and Environment Ms Vuyiswa Ramokgopa. Together, they highlighted the vital role agriculture plays in driving regional economic growth and sustainability.

This year's summit provided an essential platform for farmers, agri-businesses, investors, and policy makers to engage in productive dialogue. Key discussions centred on topics such as the refurbishment of the Vereeniging Fresh Produce Market, the establishment of Agri-parks and Farmer Production Support Units (FPSUs), mechanization, and agroprocessing. The implementation of the

Comprehensive Rural Development Programme (CRDP) and enhancing food security in the Sedibeng region were also top priorities.

“We are steadily refurbishing the Vereeniging Fresh Produce Market to become a vibrant hub for the finest, freshest fruits, vegetables and other produce and moreover it can locally integrate with our food and beverage sector (tourism sector) and many other sectors in our regional economy,” stated Executive Mayor, Cllr. Lerato Maloka.

Various exhibitors such as (FNB, Standard Bank, Old Mutual, Vaal University of Technology, Avbob, GDARDE, Engen, Pannar, Cannibis Industry, HS Supplies, Agri-Duo, Agri-Park, WOFSA, Joburg Market, some local farmers and many more).

Fresh Produce Manager, Someleze Jali, stated that the event aimed at creating a platform where all Agri-industry stakeholders and role players meet, share information, network and showcase their products and services. He is adamant that those who have missed out on

the event, should be on the lookout on the 4th Agri-Summit in 2025.

NATIONAL FRESH PRODUCE MARKET

He further mentioned that hosting the event at the Vereeniging Fresh Produce Market was a strategy to showcase the positive changes that are taking place, and encouraging all Agri sector role players, farmers and buyers to utilise the market at full capacity in order to strengthen food security in the region and to create new opportunities.

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.

“As GDARDE, we do support this initiative. We have also made investments into this particular facility because we want to see it thriving and the economy of Sedibeng to grow and be one of the core pillars of the agricultural sector in Gauteng” stated MEC Ramokgopa.

“We want to see the Sedibeng economy grow and become one of the core pillars of the agricultural sector in Gauteng.”

- MEC Vuyiswa Ramokgopa

Executive Mayor: Cllr Lerato Maloka

Gauteng MEC for Agriculture, Rural Development, and Environment: Ms Vuyiswa Ramokgopa

ELIAS MOTSOALEDI LOCAL MUNICIPALITY

New furnished homes for families in need

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

In a powerful demonstration of community support and social upliftment, the Elias Motsoaledi Local Municipality has provided two impoverished families with newly constructed, fully furnished homes. The handover, spearheaded by MEC Basikopo Makamu, who oversees the Department of Cooperative Governance, Human Settlements, and Traditional Affairs (CoGHSTA), highlights the municipality’s ongoing commitment to addressing housing inequality.

The Moepye family from Kgobokwane (Ward 03) and the Makgata family from Waalkraal (Ward 04) had been living in dilapidated shelters, a stark reality faced by many in rural areas. These families were identified during an ANC door-to-door campaign ahead of the 2024 national and provincial elections, prompting immediate intervention by local government.

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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:

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MEC Makamu, together with Cllr David Tladi, Mayor of Elias Motsoaledi Local Municipality, officially handed over the homes to the grateful recipients. Speaking at the event, MEC Makamu emphasised the importance of grassroots community work, noting, “Through community work, activism, and volunteerism, we were able to identify these two families as needing immediate intervention. Today, we are pleased to hand over fully furnished homes that provide not just shelter, but peace of mind.”

• Wildlife tourism

• Medical tourism

new home represents more than just four walls. Her previous residence, a leaking two-bedroom house, was no longer suitable for her family. Receiving the keys to her new home, she expressed her gratitude: “It’s more than a dream come true for me. Thanks for giving us shelter and restoring our dignity as human beings.”

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MATLOSANA AS A MEDICAL HUB

Mayor Tladi echoed these sentiments, acknowledging the broader societal impact of improving the lives of women. “Poverty, unemployment, and inequality disproportionately affect women. By providing these homes, we are restoring dignity to Mme Anikie Makgata and Mme Hilda Moepya. Enhancing the lives of women benefits families, communities, and society as a whole,” Tladi said.

her new residence, while both families received blankets for added comfort. The handover event was attended by local officials, community leaders, and stakeholders, further demonstrating the municipality’s united approach to community development.

This initiative reflects the Elias Motsoaledi Local Municipality’s dedication to addressing poverty and inequality, particularly within vulnerable communities, setting an example for other municipalities to follow.

PRIME LAND FOR DEVELOPMENT

• Wellness tourism

For Mme Hilda Moepya, a mother of three who lives with a disability, the

In addition to the homes, Mme Moepya was also gifted an electronic wheelchair to help her move around

“We are restoring dignity by handing over the keys because we know that enhancing women's lives benefits families, communities, and our society as a whole.”

- Mayor Cllr David Tladi

MEC Basikopo Makamu, together with Mayor David Tladi handing over the homes

BUSHBUCKRIDGE LOCAL MUNICIPALITY Unveils Phulani Secondary School: A New Era for Education

AGRICULTURE

In a major step towards improving education in rural communities, the Mpumalanga MEC for Education, Cathy Dlamini, officially handed over the newly renovated Phulani Secondary School in Bushbuckridge Local Municipality. This state-of-the-art facility is set to provide a supportive and inspiring learning environment for students and teachers, reflecting the government’s commitment to enhancing education across the province.

project demonstrates our commitment to ensuring that every child has access to quality resources and opportunities, no matter where they are located. We strongly believe that improved school infrastructure directly impacts learners’ performance and motivation,” she said.

INFRASTRUCTURE DEVELOPMENT

SHOPPING EXPERIENCE

The renovations include 10 modern classrooms, a fully equipped kitchen, an administration office, a media center, a security guard room, and a combo sports court. These upgrades aim to foster a positive learning culture and improve the academic performance of learners. With these new resources, Phulani Secondary is positioned to help students reach their full potential while empowering teachers to deliver quality education.

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.

This project demonstrates our commitment to ensuring that every child has access to quality resources and opportunities, no matter where they are located."

- MEC Cathy Dlamini

During the handover ceremony, MEC Dlamini commended the Department of Public Works, Roads, and Transport for their work in completing the project, emphasizing the value of collaboration between departments. “The Department of Education is encouraged by the excellent work done by our sister department. This

The renovation is part of a larger provincial effort to transform education. The Department of Education has allocated R80 million for the eradication of pit latrines in schools across Mpumalanga and R1.4 billion for constructing new schools and maintaining existing ones. These investments are intended to restore dignity to both learners and educators while ensuring safe, habitable spaces for teaching and learning.

and criminal activities. She expressed disappointment over a break-in at the school just days before the official handover and called on the community to safeguard the future of the facility. “We cannot allow criminals to rob our children of their right to education. It is critical that we work together to keep these facilities safe and ensure they serve their intended purpose - to educate and uplift our children,” Dlamini stressed.

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

NATIONAL FRESH PRODUCE MARKET

MEC Dlamini also urged the community to protect the school from vandalism

The emphasis is focused on field crops, such as

To mark the official opening, MEC Dlamini, along with Ehlanzeni District Municipality’s Executive Mayor, Terry Shabangu, and other dignitaries, planted a tree on the school grounds, symbolizing a new chapter of hope and progress for the community. Phulani Secondary School now stands as a beacon of hope, offering students and teachers a renewed opportunity to succeed in an improved learning environment.

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.

supplies customers as far as Botswana,

Mpumalanga MEC for Education, Cathy Dlamini, and Ehlanzeni DM Executive Mayor, Terry Shabangu, at the unveiling

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

NEW LEADERSHIP IN BITOU MUNICIPALITY

1st Woman Mayor Elected

The election of Jessica Kamkam as the first female mayor of Bitou Municipality has ushered in a new chapter of leadership. Alongside Deputy Mayor Nokuzola Kolwapi and Speaker Mavis Busakwe, Kamkam leads a new, all-women executive team. Together, they are committed to fostering collaboration, stability, and inclusivity in service delivery.

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

“We need to use the resources we have to the best of our ability,” Kamkam said, focusing on the importance of making the most of what is available to serve the community effectively.

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

A Commitment to Fair Service Delivery

MATLOSANA AS A MEDICAL HUB

of changes in political leadership.

“The staff carry the institutional knowledge needed to guide us forward,” she said, emphasizing their importance in delivering long-term results.

Addressing Challenges

The leadership team also heard concerns from staff about discrimination and fairness in certain departments. Kamkam and Kolwapi assured employees that these issues would be addressed as part of the administration's commitment to fostering a supportive and inclusive workplace.

Kamkam encouraged residents to recognize and appreciate the hard work of municipal staff while providing constructive feedback when necessary. “We aim to maintain high service standards, and public feedback helps us achieve that,” she said.

In a series of staff engagement meetings at the Piesang Valley Community Centre, Kamkam and her team connected with municipal employees across various departments. These sessions were part of a broader effort to strengthen communication between the leadership and staff. Kamkam emphasized that the unity of municipal staff is essential to tackling the challenges faced by the municipality, including limited resources and service inequalities.

Kamkam outlined her vision for an inclusive municipality where every community is served equally and fairly. "Our goal is to ensure that we work together to provide fair and equitable services to every community," she told the staff. This message was well received by employees, who appreciated the opportunity to engage with leadership in smaller, more focused meetings rather than traditional large staff gatherings.

• Wellness tourism

"Our goal is to ensure that we work together to provide fair and equitable services to every community."

- Mayor Jessica Kamkam

PRIME LAND FOR DEVELOPMENT

Looking Ahead

Deputy Mayor Kolwapi also stressed the vital role of municipal employees in maintaining continuity, regardless

Kamkam’s election signals a new era for Bitou Municipality. With a focus on unity, collaboration, and service excellence, her administration is dedicated to addressing challenges head-on while promoting progress and fairness across the municipality.

Mayor Jessica Kamkam flanked by Deputy Mayor Nokuzola Kolwapi (left) and Speaker Mavis Busakwe (right)

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