Municipal Focus Volume 64

PUBLISHER'S NOTE

If our Front Cover Feature on the Free State Province’s 2023/24 Budget Vote is anything to go by, our country is on the right track. Honourable Premier Mxolisi Dukwana firmly stated that “Sound financial management will be the norm. The days of financial waste excess and transgressions are over.”

The Premier speaks on encouraging and ensuring transparent, accountable, effective and efficient government, and the management of resource allocation. He speaks of institutional and private sector partnerships and collaborations that will enhance service delivery and reposition the province as an economic powerhouse.

We get to speak with the new CEO of the Nelson Mandela Museum, Dr Vuyani Gweki Booi, who tells us of the museum’s dedication to preserving and sharing the vision, principles and values of the people’s hero ‘Madiba,’ as well as the museum’s intention of continuing its run of six (6)

unqualified audit opinions from the Auditor-General.

May coincides with Energy Month and we cover a “dynamic duo”, two sisters who are Founders and are the Executive Directors of Mahlako A Phala Investments, a pioneering investment holding firm that is at the forefront of developing large infrastructure projects in the renewable energy sector.

The company prides itself on delivering ground-breaking social infrastructure projects, and innovative and implementable solutions to the public sector, that have a sustainable impact.

For Environment Month celebrated in June, we share some of the clean-up and recycling initiatives of some of SA’s biggest role-players, Plastics SA and PETCO.

Our Municipal News focuses on five municipalities and highlights plans,

innovations, best management practices, successes and new leadership announcements that are geared towards a much-needed service delivery turn-around.

June 16 marks Youth Month, and we highlight the Itukise Programme, an initiative of the Department of Trade, Industry and Competition (the dtic). This graduate internship programme is aimed at tackling the challenges of youth unemployment by providing practical work experience to young graduates. With SA faced with the challenge of critical youth unemployment levels and a skills shortage, the programme addresses this by partnering with the private sector to offer the graduates opportunities to work in dtic-supported companies.

As we celebrate Youth Month this year in honour of the youth of 1976, and reflect on their bravery, determination and vision that were vital to the achievement of our democracy, we must all come together, government, the private sector, organisations, and civil society to build South Africa up again and leave a living legacy for our children and for future generations. We must work towards building a South Africa we are proud of.

Enjoy the read and keep safe!

Nardine Nelson Publisher & CEO Kweda Media & Communications

Premier: Mxolisi Dukwana

Enel "Empowering a better tomorrow."

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

• Service delivery

• Reputation & credibility

• Ethical practices

• Audit outcomes

• Risk identification & mitigation

• Management

• A robust ethical approach

• Stronger stakeholder relationships

• Efficient & economic ways of working

• A competitive edge

• Full control through performance measurement

Ensure Decrease

• Accountability

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

• Costs

• Wastage

• Complexity

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

“Sound financial management will be the norm. The days of financial wastage, excess and transgressions are over. We are implementing the Audit Action Plans in our quest for an unqualified audit opinion.”

Premier Mxolisi Dukwana, who was sworn in as the seventh premier of Free State Province in February 2023, presented his first Budget Vote speech for the 2023/24 financial year in May. He focused on service delivery, capacity building, infrastructure investment, repositioning the province as an economic powerhouse, developing partnerships and alignment with other spheres of government, community development and, most importantly, adopting a zero-tolerance approach to corruption. Each of these areas will be addressed by one of the province’s four programmes.

2023/24 BUDGET VOTE SUMMARY

IN NUMBERS

• R108 472 million: financial year budget for Programme 1.

• R293 413 million: Programme 2’s allocated budget for the financial year.

• R76 653 million: the financial year budget allocation for Programme 3.

• R157 269 million: Programme 4’s financial year budget allocation.

• R76 million: raised from merSETA to settle student debt at local TVET colleges and universities.

• 2 035 officials received training from the Free State Training and Development Institute.

• 115 officials are enrolled for the National Diploma in Public Administration NQF Level 6.

• 22 Bursary Programme beneficiaries are studying at universities abroad.

• 576 students at local institutions of higher learning are supported by the Bursary Programme.

• 25 major infrastructure projects are registered with Infrastructure South Africa.

• R173 billion: the estimated value of the major infrastructure projects.

• 4 389 calls were made to the Presidential Hotline.

• 4 315 of the calls received by the Presidential Hotline were resolved

In his opening remarks, Premier Dukwana said he was honoured to present his first budget vote speech as premier of the province. “This budget vote gives us an opportunity to outline our planned priorities for the year ahead and solicit the blessings of the Free State community. It enables the provincial government to inform its citizens about how public resources will be used to fulfil its mandate of building a better life for all.”

Mandated to deliver now, despite the challenges

“Today is better than yesterday, and

tomorrow will certainly be better. Our people have access to running water, electricity, dignified housing, free education and access to professional jobs that were previously a preserve of the few,” Dukwana said.

Despite these successes, he cautioned that challenges, such as unemployment, poverty and inequality, lie ahead. “However,” he said, “we will never allow challenges to define our circumstances or extinguish our ability to dream. Instead, they should inspire us to imagine our province anew. Our mandate is to deliver and deliver now.” >

“Focusing on what we need to deliver, when we deliver and how we deliver is the strategic leadership function of the Office of the Premier. This office is responsible for directing the integrated planning, coordination, governance, implementation, monitoring and evaluation for the Free State Provincial Government,” Dukwana said, adding that when it is purposeful, value-driven and visionary, it will lead the province towards good governance and improved service delivery.

An effective, efficient government

Dukwana then unpacked the first of the province’s programmes, designed to ensure transparent, accountable, effective and efficient government and the management of resource allocation. He said that the Director-General of the Office of the Premier will oversee and drive integrated planning, coordination, implementation and monitoring of provincial government projects and programmes to ensure functional, integrated delivery.

“We will improve efforts to enhance institutional relationships to create synergy built on integration, coordination and partnerships. This will lessen policy incompatibilities and fragmentation,” he explained.

“The Medium-Term Strategic Framework priorities and Executive Council Makgotla resolutions will continue to shape every aspect of our clusters’ work to drive integrated alignment and implementation. This year, our clusters will be revisited to mirror government structural arrangements and priorities. The focus will be on their functionality to foster integrated planning and accountability between the three spheres,” Dukwana added.

A hard line on corruption

“Corruption has overshadowed our capacity to do good and created a spiritual, moral and ethical dilemma for our people," Dukwana said. "We are called to confront and defeat these challenges."

Reiterating the Office of the Premier’s intention to obtain an unqualified audit

opinion, Dukwana said: “These are trying times of austerity measures. Doing more with less will now be the new normal. We will prioritise reallocation of funds to more pressing needs. Sound financial management will be the norm. The days of financial wastage, excess and transgressions are over. We are implementing the Audit Action Plans in our quest for an unqualified audit opinion.”

He pointed out that the focus on financial management also involves fighting malfeasance and corruption in government as “corruption is not a victimless crime; it defers hopes and dreams of our people. It erodes trust and confidence in the provincial government.”

He pledged that there would be zero tolerance for malfeasance and corruption, and no cover-ups would be permitted. He advised that all senior managers and officials responsible for financial management are being vetted by the South African Security Agency. “This will instill professionalism, trust and integrity in those entrusted with the responsibilities of managing public funds in government.”

Dukwana also addressed the issue of conflict, saying that if left unchecked, it would enable corruption. He confirmed that his office is working closely with the Public Service Commission to ensure that there is maximum compliance with the financial disclosure framework. He added that lifestyle audits are now compulsory for public servants, and government officials are barred from doing business with the state.

Oversight of financial reporting, internal control, audits, risk management, ethics, disclosures, and fraud prevention will remain the responsibility of the independent Shared Audit Committee. To successfully fulfil these responsibilities that fall under Programme 1, a R108 472 million budget has been allocated for the financial year.

Capacity building to ensure efficiency

Service delivery protests, maladministration, and socio-economic

maladies result from lack of capacity. Programme 2’s role is to build the necessary institutional capacity to ensure effective, efficient, responsive and accountable government and development of the province. Skills development will help address the challenges of unemployment, poverty and inequity, Dukwana said.

“The Free State Training and Development Institute has provided training to 2 035 officials on 119 courses, and 37 part-time bursaries were awarded to officials,” the premier explained.

“Partnerships are an important source of our education investment. Of the 50 officials enrolled for the National Diploma in Public Administration, 29 have obtained their qualifications through the Recognition of Prior Learning Programme (RPL) funded by PSETA.

“We worked with the National School of Government to train 165 interns and 350 officials on various financial and leadership programmes, including Citizen-Centred Service Delivery, Supply Chain Management and Programme and Project Management,” Dukwana said. He added that 115 officials are enrolled for the National Diploma in Public Administration NQF Level 6, and 20 officials will be registered for the Advanced Diploma in Public Administration NQF Level 7.

The province’s Bursary Programme continues to unlock the doors of learning for many young people, supporting some 598 students with bursaries to study at universities abroad and local institutions of higher learning.

Over R76 million was leveraged from the manufacturing, engineering and related services SETA (merSETA) to settle the debt of 1 500 students at local TVET colleges and universities.

All these initiatives form part of the province’s contribution to the National Skills Development Plan, which seeks to ensure the availability of adequate and appropriate skills that contribute to growth and development.

The province’s Human Resource Development Strategy aims to develop institutional synergies and ignite a culture

of lifelong learning in government.

A review of the organisational structure to reposition the provincial government as effective, efficient and excellent will be implemented upon conclusion of the consultation processes. This restructuring will align functions and skills, instill professionalism and ethical conduct and motivate officials. All departments are also being assisted to restructure to ensure a purpose-led service-delivery provincial government.

Technology, legal matters and communication

Addressing technology, the premier said that the province would explore shared ICT services and infrastructure to improve efficiency and effectiveness. It will roll out the Virtual Private Network, Cloud Services and Telephony System to optimise resources, processes, operations and approaches using the transversal projects initiative.

Turning to legal matters, Dukwana said his office would render legal services and advice to the Free State Provincial Government. “We have embarked on a three-year process to review provincial

legislations to ensure alignment with policy mandates and relevant norms and standards,” he explained.

On the importance of communication, Dukwana said people deserve to know what their government is doing, and the government needs to listen to the people. “Information content on various platforms, such as newsletters, radios, television and social media, will be driven by the needs of the communities.”

To meet these institutional development obligations of Programme 2, a R293 413 million budget has been allocated.

Integrated planning, alignment and coordination

Programme 3 will align, integrate and coordinate the activities of the three spheres of government to ensure compatible and complementary development priority setting, coordination and implementation that will facilitate the province’s growth. “Long-term planning and its inherent benefits to reorder the development landscape of the Free State continues to be our utmost priority,” Dukwana said. “We are reviewing the Free State Growth

and Development Strategy, which articulates the province’s economic, social and political landscape in an integrated development web. Given that the strategy is a representation of the convergence of views about the current and future development of the province, the review process will include widespread consultation with various social partners.”

Infrastructure and economic development

Successful realisation of the objectives of the Free State Growth and Development Strategy, which entails alignment with the Economic Reconstruction and Recovery Plan and National Infrastructure Plan, is predicated on the implementation of major infrastructure projects.

“Roads, railways, bridges, hospitals and schools will breathe life into our economy, development, growth and wellbeing," the premier said. “Several major infrastructure projects involving roads, healthcare, human settlements, water and renewable energy have been registered with Infrastructure South Africa as part of the process to develop a viable project pipeline. >

“This budget vote gives us an opportunity to outline our planned priorities for the year ahead and solicit the blessings of the Free State community.”

“Considering our location and the great potential it holds, we are serious when we say we want to position the Free State as a bustling hub of economic activity, growth and development for the country," Dukwana said.

“We have set in motion processes with entities that include the Central Energy Fund and PetroSA to explore how the Free State can be used as the country’s energy generation, logistics and beneficiation hub. We will also host an Energy Security Indaba to explore how we can contribute to the country’s energy security, affordability, and stimulate economic growth and create desired jobs.

“We are strengthening our project and programme management lifecycle technical capacity to oversee integrated provincial coordination of major infrastructure projects. Having multiple expertise in project planning, management, coordination and reporting will propel our infrastructure investment to new heights,” he said.

Building relationships

Implementation of the District Development Model (DDM) to enhance planning across the three spheres of government continues in the province. Dukwana explained that, using the DDM approach, consultation with social partners would be undertaken to conclude the Free State Social

Compact for Improved Service Delivery, Economic Growth and Development. “The Social Compact is our way of saying that we are because of the people. We put their needs and interests first in a framework that deepens our cooperation and collaboration with them.

“We will continue to work and engage with institutions of higher learning to share knowledge on how to drive growth and development,” Dukwana said.

Stressing the importance of intergovernmental relations to drive integrated coordination and implementation, the premier said: “We will forge policy interlinkages across the three spheres through platforms such as the President’s Coordinating Council, Premier’s Coordinating Forum and Intergovernmental Relations Forums. We will engage regularly with these structures to discuss policy, share knowledge and collaborate on the province’s priorities.

“In addition, as we begin to reconstruct, develop and accelerate economic growth, we will cement economic relations with like-minded provinces in other countries. We will seek development assistance for critical sectors of the economy.

“We will similarly consider how we can benefit from the African

Continental Free Trade Area Agreement as part of our initiatives to build regional and continental trade partnerships, networks and collaborations.”

Support for women, persons with disabilities and the youth

The premier spoke about the special initiatives to support women, persons with disabilities and the youth, saying his office would continue to implement the National Strategic Plan on Gender-based Violence and Femicide. He outlined the year’s youth activities, which will focus on strengthening drug and substance abuse sensitisation programmes, initiating youth business skills training and development workshops and hosting a Youth Economic Summit.

He said departmental engagement sessions are being held to discuss measures to build a disability-inclusive provincial government. “From these engagements, the Free State Provincial Government Plan of Action on Employees with Disabilities will be compiled and presented at the provincial session this year.”

To perform these functions, Programme 3 has been allocated R76 653 million for the 2023/24 financial year.

“We are working on establishing Integrated Service Delivery Centres to bring essential services to communities and are fulfilling our pledge to establish a service delivery technical team.”

Monitoring and evaluating performance and impact

Moving on to Programme 4, which is responsible for performance monitoring and evaluation of the implementation and impact of government service delivery interventions, Dukwana said: “This is about value creation, integrated alignment, interactive learning, responsiveness and constant service delivery improvements. We cannot achieve what we cannot measure. We learn from results. Therefore, performance monitoring and evaluation is crucial. It identifies the linkages between government priorities and desired outcomes through outputs, outcomes and impact.

“As the need for accountability and tangible results mounts, community development workers are essential in attending to community service delivery concerns and, referring these to relevant government departments and institutions for prompt response,” he explained.

This is conducted through the Presidential Hotline and Thusong Service Centres and complemented by the Letsema Service Delivery campaigns for cleaning, water leaks repair, drainage unblocking and pothole and road repair services.

“We are working on establishing Integrated Service Delivery Centres to bring essential services to communities and are fulfilling our pledge to establish a service delivery technical team, comprising civil and electrical engineers, quantity surveyors, town planners and ICT specialists, in the Office of the Premier,” he added.

“Processes to appoint and deploy these specialists to strengthen the capacity of municipalities to operate and maintain critical infrastructure essential for service delivery will be concluded in this financial year.

“Frontline service delivery monitoring will be intensified to change how services are offered and to facilitate learning and accountability. Support will also be lent to the Portfolio Committees of the

Legislature responsible for oversight of the non-financial performance of provincial departments and state-owned entities, Dukwana advised.

“To strengthen the reach and impact of citizen-based monitoring, which enables people to redefine their everyday government service delivery experiences, a Citizen-based Monitoring Forum will be established to support and enhance citizens’ involvement in monitoring service delivery.

“Seeing the challenges that impair the effective functioning of our municipalities, we will provide support by implementing the Local Government Management Improvement Model,” the premier stated. “We will establish an instrument to drive and deliver on all priority infrastructure projects in our province in partnership with various other government institutions. This instrument's primary roles will include identifying and guiding the planning and execution of all major infrastructure interventions, building capacity to enhance the implementation of infrastructure projects, working to establish the Free State Growth and Investment Agency, which will mobilise and direct new investments, and coordinating skills development to facilitate economic growth areas and access to economic activities.

A budget allocation of R157 269 million has been made available for Programme 4 to fulfil its responsibilities in the 2023/24 financial year.

Hope for a better and brighter future

Premier Dukwana said in conclusion: “This budget calls for decisive action to make a real difference in the lives of our people. It offers hope for a better and brighter future. It invites us to work together to realise our growth and development imperatives.

“We must collectively drive a new Free State agenda that includes building a province that cares, puts people first, prides itself on excellent service delivery, and is free of corruption and led by moral and ethical leaders. Let us give our all today for a better tomorrow.”

MAKING THE PROVINCE GREAT

Presenting the Free State Provincial Budget Vote for the 2023/24 financial year, Premier Mxolisi Dukwana urged the importance of reimagining the province as the artery and spine of the South African economy, highlighting what it has to offer South Africa.

• The Free State borders six other provinces and the Mountain Kingdom of Lesotho. Five major national highways intersect the centrally located province that is also well served by rail and air links.

• The N3 is South Africa’s busiest road, and the Highway Junction truck stop at the entrance to Harrismith claims to be Africa’s biggest. More than 1 500 vehicles pass through daily.

• Two of the biggest highways pass through the province. The N3 links the ports of Richards Bay and Durban with the industrial heartland, and the N1 provides north-south connectivity.

• The Free State produces 30% of South Africa’s wheat, 45% of its sunflowers, and 45% of its maize.

• Links to the west (Kimberley and Namibia) and east (Lesotho) underpin the planning behind the N8 Corridor concept, which covers Bloemfontein, Botshabelo and Thaba Nchu.

Premier Dukwana then turned his focus to the province’s districts, saying they boast many diverse and unique economic opportunities. Fezile Dabi District is an important agricultural production area, Xhariep District is known for its farming, and the Lejweleputswa District offers goldfields and agricultural potential. Thabo Mofutsanyana District is an important tourism destination, and the Mangaung Metropolitan Municipality is the trade and administrative hub of the Free State. 

The Nelson Mandela Museum is a living museum dedicated to preserving and sharing the vision, principles and values of Nelson Mandela. It recently appointed Dr Vuyani Gweki Booi as its new CEO. Municipal Focus caught up with him after his first 100 days in office.

CHASING THE UNQUALIFIED AUDIT WHILE PRESERVING MANDELA’S LEGACY

Dr Booi has more than 20 years of experience working in the heritage and cultural arena and is passionate about preserving and sharing the national liberation heritage. His appointment to the CEO post comes at a time when the Nelson Mandela Museum (NMM) is striving to maintain its record of unqualified and clean audit outcomes and augment the museum’s offerings.

Can you elaborate on your 100 days in office?

My focus during the first 100 days as CEO of the museum centred around several key strategic areas:

• Digitisating the Nelson Mandela Museum collection.

• Reviving and strengthening stakeholder relationships and assessing the needs and expectations of stakeholders.

• Building a formidable team capable of delivering on the museum’s strategic objectives.

• Re viewing and implementin g the council's critical decisions regarding improvement of the museum infrastructure.

• Building good relations with the Department of Public Works and Infrastructure that resulted in the renovation of the Nelson Mandela Youth and Heritage Centre in Qunu.

• Bu ilding relations bet ween King Dalindyebo Municipality and the communities of Mvezo, Nelson Mandela’s birthplace, and Qunu, where the great man grew up.

What key priority areas have you identified where the museum can improve?

From a management point of view, the museum needs to improve how it manages its collections and implement a sustainable conservation management plan. It also needs to focus on improving the management and maintenance of its infrastructure. Stakeholder engagement and the overall management strategy are also areas where improvement is needed.

Other priority areas are integrating all the places associated with Nelson Mandela into the museum’s broader development plans and narratives, developing compelling and educational exhibitions to attract new audiences, and implementing a strong marketing drive and strategy to ensure the museum becomes a popular tourist attraction in Mthatha. >

Dr Vuyani Gweki Booi, CEO

The museum has received unqualified and clean audit outcomes for the past three to four years. What is your approach to ensuring that it continues to achieve these positive outcomes?

It is important that when responding to questions, the answers are technically correct. There are four regulated audit opinions –unqualified, qualified, disclaimer, and adverse. Clean audit outcome is a popular phrase used in the public sector. We are immensely proud that the museum has obtained an unqualified opinion for six consecutive years.

Obtaining such an achievement is not just an event, but a process

involving plenty of hard work and dedication, not purely from the finance staff, but from the museum as a whole. The formula for reaching and sustaining improved audit outcomes is competent staff, effective internal controls, good information technology systems, reconciliation, and monitoring.

In your view, how important are collaborations with institutions of higher learning (nationally and internationally), civic organizations and NGOs for achieving the museum’s goals and preserving Nelson Mandela’s principles?

The museum currently has formidable partnerships with South African institutions of higher learning.

For instance, the Nelson Mandela Museum is working closely on various projects with the University of Johannesburg, the University of Fort Hare, the Walter Sisulu University and the Nelson Mandela University. It also collaborates with an international partner, Michigan State University in the United States. In addition, the museum partners with Anne Frank Haus Oldau, Arbeit und Leben Niedersachsen in Germany.

The museum has strong relations with the democratic structures of civil society, such as the traditional council, civic organizations, women and youth structures, sports and cultural organizations, and is working closely with the Department of Sport, Arts and Culture to implement a project promoting social cohesion

and appreciation of Nelson Mandela`s values. The museum maintains strong ties with organizations that advocate social justice. And, the museum will soon be entering a partnership with the Public Service Commission.

Do you have partners in the private sector and what is their role in preserving Nelson Mandela’s legacy?

We currently do not have a streamlined relationship with the private sector, but it’s worth mentioning that NMM received a bus sponsored by Mercedes Benz South Africa to enable us to pursue our education programmes. The museum also received a limited amount of money from Investec to promote arts and culture. The NMM has embarked on a fundraising drive that will see it connecting with the private sector.

The role of the private sector partners is to assist the museum with its education programmes and support the social justice programmes whose objectives are to protect the vulnerable groups in society, such as women and children. We need the private sector to help the museum develop museum exhibitions and educational programmes that will help to spread and share the values of Mandela throughout the world.

This year marks the 10th commemoration of the passing of Nelson Mandela. What are Nelson Mandela Museum’s plans to celebrate this auspicious occasion? And how will the communities benefit from these celebrations?

The Nelson Mandela Museum plans to officially unveil two statues of Nelson Mandela on 18 July 2023 to mark the 10th commemoration of his passing. >

The Nelson Mandela Youth and Heritage Centre (NMYHC) in Qunu will officially reopen after its closure in 2018 due to the major renovations it was undergoing. The Nelson Mandela Youth and Heritage Centre will house the Science Centre, the Robotics Centre and the Leadership Centre, as well as a restaurant, craft centre and exhibition rooms. The NMYHC also boasts an accommodation centre. All these facilities will be used by Nelson Mandela Museum to generate a third stream of income for the museum, while simultaneously creating employment opportunities for young people in and around Qunu.

What is the status of the renovations of the Nelson Mandela Museum Youth and Heritage Centre in Qunu?

Renovations to the Nelson Mandela Youth and Heritage Centre in Qunu started early in 2018. Major infrastructure renovations were undertaken to modernise the centre and fit it with modern quality facilities. Thanks to the new infrastructure, the safety and security of visitors to Qunu have been improved, as have the services. The operation of the facilities is now effective and efficient.

Are there any new developments aligned with Nelson Mandela’s story and the freedom struggle?

Yes, the new developments are very much aligned with Nelson Mandela’s story. The construction of the Long Walk to Freedom Exhibition Complex in Qunu, at a cost of R58 million, is a strategic infrastructure development that will enhance the story of Nelson Mandela. We have identified research projects to

help the museum create new content and enhance knowledge production about Nelson Mandela. These research projects will culminate into books about Nelson Mandela. The museum is busy developing new exhibitions in partnership with other organizations and institutions to enhance Nelson Mandela’s story.

Considering the significance of these sites in the struggle for freedom, how will they or the towns be repositioned as tourist destinations?

The Nelson Mandela Museum is working with King Sabatha Dalindyebo Local Municipality, OR Tambo Municipality and the Eastern Cape Tourism and Parks Agency to package all the sites associated with the life of Nelson Mandela into tourism products and tourist destinations. For instance, some of these sites are referred to as National Liberation Heritage Sites and will be listed on the UNESCO list as international heritage sites.

Besides the positive role played by the Department of Sports, Arts and Culture, do you foresee a role for the Department of Tourism in promoting Nelson Mandela Museum Footprints, Ingquza Hill Massacre Museum, and OR Tambo Garden of Remembrance within the province?

The South African Department of Tourism is key and very strategic in promoting these sites or places as tourism products or tourism destinations. The department must help develop the infrastructure of these sites and work with the Nelson Mandela Museum’s research and

marketing department to develop, profile and market these sites.

Can you elaborate on the museum’s state of readiness should the family and government decide to proclaim Nelson Mandela House as a pilgrimage site?

The Nelson Mandela Museum is more than ready should the Mandela family and government proclaim Nelson Mandela House as a pilgrimage site. For instance, the museum is hard at work with the family to reposition itself as the preferred partner should Mandela’s grave or house be declared a pilgrimage site. In addition, the museum is training local youths as tour guides, increasing safety and security and planning to develop infrastructure that will support the initiative. 

Tel: 047 501 9500

Website: www.nelsonmandelamuseum.org.za

Address:

ENEL GREEN POWER

EMPOWERING A BETTER TOMORROW, PROJECT BY PROJECT

Grade 8 learner, Somila Solo, who lives with a disability, has been given the opportunity to complete his education at the school of his choice and pursue his dreams, thanks to a full bursary awarded to him by Enel Green Power South Africa (EGP SA).

After attending Gill College in East London, Solo’s family began to look for a more affordable school for him to attend due to severe financial constraints. This was a blow to Solo, who loved Gill College and valued the friendships he had developed with his co-learners.

Fortunately for Solo, his family lived near EGP SA’s Nxuba Wind Farm. His life changed dramatically when the renewable energy company offered him a full bursary to continue with his schooling at Gill College.

Not only does the bursary cover Solo’s school fees, but it also provides for a tutor to give him extra lessons, as well as taking care of his accommodation, subsistence funds, transport, school uniform, extramural activities and the assistance of a minder.

A delighted Solo says the bursary from EGP South Africa has helped change his life for the better. “My schoolwork has improved significantly, and so has my self-esteem. I recently won a merit award for outstanding academic performance and certificates of achievement for sports, good behaviour and cleanliness. I am at my happiest, thanks to Enel Green Power, and I intend to work hard and never take this opportunity for granted.”

Another young learner and bursary recipient, Michelle Blignaut, who hails from Somerset East near EGP SA’s Nojoli Wind Farm, discovered her passion for healthcare when, straight after school, she had to become a caregiver to a close family relative who had been diagnosed with renal failure. She became curious about human anatomy and physiology and how diseases and illnesses develop, especially at that time >

when the Covid-19 pandemic hit South African shores in 2020.

Raised by a single parent with limited resources, Blignaut’s desire to work in healthcare seemed like a far-off dream. That changed when she was offered a bursary from EGP SA that covered tuition, accommodation, subsistence funds, transport, and the provision of a laptop. Today, she is a final-year student at Netcare Education, Eastern Cape Campus.

bursary programme, with many of them in tertiary education institutions and pursuing degrees in fields as varied as architecture, engineering, accounting and the sciences.

As one of the leading providers of renewable energy in the country, producing more than 1,2 GW of renewable energy and representing approximately 20% of the industry’s market share, Enel Green Power is committed to making a difference in the communities it operates in.

Community health is also close to EGP SA’s heart and various healthcare initiatives have been initiated, including wellness centres and the provision of health care PPE during the pandemic.

Notably, ED programmes are aimed at helping small enterprises and startups to thrive and take their operations to the next level. Assistance from EGP SA can take the form of funding, training, skills development and/or the provision of equipment.

Blignaut believes that healthcare should be available to everyone in need, irrespective of their gender, age, cultural differences or race. Her pledge is to embrace diversity wherever she goes, whether in a hospital, on campus or in the community.

She says the provision of the bursary by EGP SA was a life-changing opportunity for her. “It removed a massive financial burden from my family and helped me to reach my career and personal goals. I will be forever grateful, and intend to work hard to achieve my goal of becoming a professional nurse.”

Solo and Blignaut are two of 35 young people to benefit from the company’s

EGP SA Head of Sustainability, Lizeka Dlepu, says the business has initiated numerous enterprise development (ED) and socio-economic development (SED) programmes since it began operations in the country in 2011.

“In addition to the bursary programme, we have instituted various other education and skills development programmes, including an after-school programme that provides extra lessons, career development coaching, IT and Coding skills for young learners.”

Other SED programmes include the provision of free Wi-Fi in several communities, as well as the funding of IT hubs. In addition, nutrition programmes provide balanced diets for learners and educators, and the funding of sports fields and gyms ensure that pupils benefit from extramural activities.

Dlepu says to date the company has invested R140.3 million across various ED and SED programmes. “This is made up of a total estimated ED spend of R35.1 million and estimated SED spend of R105.2 million.”

Not only does EGP SA have a pivotal role to play in achieving the African development goal of 100 GW installed power by 2030, it understands the importance of Creating Shared Value, and that having a vested interest in the communities it operates in is necessary to help to achieve this goal.

In addition to its SED and ED initiatives, it is committed to providing preferential procurement and job creation opportunities within the communities surrounding each of its 12 projects in South Africa.

Country Manager at EGP SA, Manuele Battisti, says the company’s investment in people is strongly aligned with the United Nations’ Sustainable Development Goals and its own vision of changing lives.

“For us, sustainability not only applies to the renewable energy we provide, but to the people whose lives we are changing, the business owners we are empowering, the students we are upskilling, and the health we are restoring. We will continue to build strong relationships with our communities to ensure that we play a meaningful role on our journey towards a sustainable, decarbonized future for all." 

Enel Green Power is committed to making a difference in the communities it operates in.

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Think bigger. Think Nedbank Commercial Banking.

For more information email us at publicsector@nedbank.co.za.

CITY OF CAPE TOWN AWARDS ACTOM POWER SYSTEMS A SECOND 132KV GIS SWITCHING STATION CONTRACT

The City of Cape Town has awarded a second contract to ACTOM Power Systems for the electrical component of an indoor GIS switching station envisaged for network strengthening purposes.

B oth the earlier R100-million contract, awarded in November 2021, for a 132kV 20-bay GIS facility at the new Morgen

Gronde switching station in Brackenfell and this latest R95-million contract, awarded in September this year, for a 132kV 15-bay GIS installation at the yet-to-be built Triangle switching s tation in the neighbouring suburb of Triangle Farm collectively form p art of an intensive distribution b ackbone enhancement earmarked to meet the rapidly growing electricity demand in the area.

“ Brackenfell is fast becoming a growth hub for data centres, which in addition to their characteristically large electricity consumption offtake, inherently require a stable and secure source of power.

"Hence the prioritisation of this localised power injection initiative to be achieved in tandem through these new switching stations,” commented John McClure, Power Systems’ General Manager.

Power Systems and its Chinese GIS supplier form a formidable pairing, as both have an excellent track record and a reputable standing in their respective fields.

“An especially noteworthy advantage of the GIS product range tendered is that it not only conforms fully to relevant international IEC standards, but is also highly competitive from a value proposition perspective when compared to the traditionally-sourced European origin equivalents,” John stated.

O ther advantages of this GIS product include its relatively compact footprint, resulting in reduced building and real

estate requirements, with commensurate savings to the overall project budget.

Also, there is already a considerable installed base of this specific range of 132kV GIS within South Africa, thereby providing a pool of easily assessable references that can offer peace of mind to potential customers.

“Our approach makes use of locallybased service technicians for the GIS installation and commissioning works who have undergone extensive offshore training in this specific range of GIS, which adds another layer of expertise and after-sales service capability to our offering,” John added.

He noted that the City of Cape Town has very exacting specifications and expectations of both the engineering, procurement & construction (EPC) contractors and the electrical equipment it accepts.

“ In bidding for the two GIS contracts, we were successful in meeting these requirements, despite not being able to have any face-to-face meetings with either our customer or suppliers over the past couple of years, due to a combination of COVID-related travel and social distancing restrictions. However,

a concerted effort is being made to improve on this going forward.

“All negotiations and interactions therefore were conducted through virtual platforms, which was trying at times, as it exacerbated language barriers and prolonged the time needs for all parties to find each other and get up to speed. However, with some perseverance and patience we were able to overcome all these challenges in the end,” John remarked.

Similar to the Morgen Gronde contract, the Triangle job also includes the implementation of a fully automated substation control system that incorporates a protection, telecontrol and SCADA overlay and will be provided by a local subcontractor who specialises in this domain.

In both instances ACTOM group businesses, Static Power and Electrical Products, will supply DC chargers & battery banks and control cables & accessories respectively.

T he Morgen Gronde contract is on track for completion in May 2023, while the Triangle contract should follow shortly after by February 2024. 

The socket pieces of the 132kV cable connectors being fitted into a feeder bay cable chamber for the City of Cape Town’s Morgen Gronde GIS under the watchful eye of the connector supplier’s specialist supervisor.

FUTUREGROWTH COMMUNITY PROPERTY FUND CONTINUES TO BRING SHOPPING CENTRES TO PRIME LOCATIONS WITHIN TOWNSHIPS AND RURAL AREAS

The Futuregrowth Community Property Fund (“Comprop”) has acquired Sam Ntuli Mall, which brings the Comprop portfolio to 24 shopping centres, with a total gross lettable area of more than 420 000m 2

Sam Ntuli Mall is a recently developed, high quality regional shopping centre situated in the large township of Katlehong, approximately 28 kilometres south-east of the Johannesburg CBD. The 30 276m 2 shopping centre is anchored by Shoprite, Pick ‘n Pay, Boxer and Cashbuild - with an internal mall as well as a number of line shops trading directly onto an expansive parking area that includes several drive-thru offerings.

Sam Ntuli Mall is centrally located and is easily accessible via Tugela Street and Masakhane Street. The shopping

centre has excellent commuter access with an on-site taxi rank servicing local routes and the main taxi rank located less than 1 kilometre away, servicing commuters to and from Johannesburg. There is extensive parking available for customers with vehicles and a pedestrian crossing allowing for easy access by customers on foot from the neighbouring community.

Smital Rambhai, the Fund Manager of Comprop said: “The acquisition of Sam Ntuli Mall falls in line with our long-term strategy of investing in high quality retail shopping centres across South Africa, that are underpinned by strong income growth potential for our investors and service the low to middle income households by delivering high quality goods and services at affordable prices. The acquisition brings the Comprop portfolio to R7 billion in size, which

makes it one of the biggest specialist property funds in South Africa.”

Comprop is a flagship fund in Futuregrowth Asset Management’s suite of developmental investments and has been in existence for more than 25 years. All Comprop’s shopping centres are located in prime locations within townships and rural areas around the country.

WHO IS SAM NTULI?

Mr Sam Ntuli was a prominent local community, antiapartheid stalwart and civic activist who was involved in the activities of the Civic Association of Southern Transvaal (CAST), which represented a range of civic organisations that campaigned on predominantly local issues such as the lack of adequate housing and services in the black townships. He was tragically murdered on 29 September 1991 in what human rights monitors suggested was the first of a wave of planned assassinations of community leaders in Thokoza.

Ntuli was awarded (posthumously) The Order of Mendi for Bravery in Silver for:

“His excellent contribution to peacebuilding during a particularly violent and delicate time in the history of the liberation struggle. He paid the ultimate price for his dedication to peace and freedom.” - The Presidency.

ABOUT FUTUREGROWTH

Futuregrowth Asset Management is a leading fixed interest investment company that, as at 31 December 2022, manages ±R192.3 billion (±US$11.3 billion) of assets on behalf of its investors which are predominantly South African retirement insurance and retail funds. Futuregrowth has been the leader in responsible and developmental investing in the South African asset management landscape since 1995, and has a nine-year track record of investing in early-stage investments .

FOR FURTHER INFORMATION CONTACT:

Smital Rambhai

Portfolio Manager: Community Property Fund

Tel: 021 659 5337

Email: srambhai@futuregrowth.co.za

Adele du Bois Botha

Marketing Project Manager

Tel: 021 659 5476

Email: adeledb@futuregrowth.co.za

“The acquisition of Sam Ntuli Mall falls in line with our long-term strategy of investing in high quality retail shopping centres across South Africa.” - Smital Rambhai, Fund Manager of Comprop.

DYNAMIC DUO AT THE FOREFRONT OF MAJOR INFRASTRUCTURE PROJECTS IN THE RENEWABLE ENERGY SECTOR

Mahlako A Phahla Investments (Mahlako) is a pioneering investment holding firm, founded by two sisters, Makole Mupita and Meta Mhlarhi, who are at the forefront of developing large infrastructure projects in the renewable energy sector.

Over the last 14 years, Mahlako has commissioned ground-breaking social infrastructure projects focused on the delivery of effective socio-economic developmental assets, implementable solutions that deliver sustainable impact and superior risk adjusted return profiles

over the long term.

“Mahlako A Phahla is named after our mother Mahlako, to pay homage to her pioneering and entrepreneurial spirit in building a successful family business at a time when it was difficult for many black people to do so,” says Makole Mupita.

“She passed these traits on to us, and we have never looked back. It is our passion for business, coupled with our experience and track record in the social infrastructure space that led us into creating a group of companies that will be formidable players in the

spaces we operate in. With a vision of being a leading women-owned company investing and managing social infrastructure assets while providing innovative solutions”, adds Meta Mhlarhi.

Mahlako’s mission is to drive sustainable development and offer enhanced returns to its stakeholders through the provision of innovative solutions to the public sector and investing across alternative financial services asset classes. The organisation is recognized as a trusted African infrastructure advisory firm delivering innovative and implementable solutions to the public sector and as

Meta Mhlari and Makole Mupita – Founders and Executive Directors of Mahlako A Phahla Investments.

a trusted alternative fund manager providing profitable investments with a socio-economic impact.

Mahlako is part of the transaction advisory team supporting the Department of Public Works and Infrastructure (DPWI) with the implementation of the Integrated Renewable Energy and Resource Efficiency Programme, also known as the Strategic Infrastructure Projects 28: Photovoltaic and Water Savings Programme on Government Buildings Programme. The Programme is aimed at rolling out Renewable Energy, Energy Efficiency (including Solar Geysers), Water Efficiency, and Alternative Waste Management solutions across the Department’s property portfolio. This is done in an effort to enable energy and water efficiency; reduce the production of waste in all public buildings; reduce the carbon footprint of Government immovables assets; reduce Government expenditure on utilities and; facilitate good governance of Government assets.

The Programme will be the largest Public Private Partnership (PPP) programme for the procurement of renewable energy and resource efficiency activities for public facilities, with up to 320 megawatts of renewable energy procured per annum, attracting an initial private sector capital investment of R387 billion.

Mahlako has R4 billion assets under management, being one of the first female-owned companies to invest in the Renewable Energy Independent Power Producer Programme (REIPPPP). “We take the lead in advising various public-sector

entities on mandates of approximately R500 billion relating to structuring procurement programmes, undertaking large scale projects through Public Private Partnerships, and raising funding for various government infrastructure and job creation programmes from the capital markets”, adds Meta.

In 2020, Mahlako concluded a flagship energy wheeling project with Amazon Web Services (AWS), a first of its kind, taking up a 45% stake. In the same year, Mahlako was appointed by the Passenger Rail Agency of South Africa (PRASA) for the development of two (2) sites that, once complete will consist of 1 650 social housing units.

Mahlako Financial Services (MFS), a subsidiary of Mahlako, launched a first of its kind R1,75 billion Energy Fund in March 2021. “The financial services sector is ever changing and complex therefore requires an equally innovative and agile fund manager with broad-spectrum knowledge. Our team has extensive experience and solid relationships in the financial industry enabling us to tap into investment opportunities and provide seamless deal sourcing, fund raising, and asset management services to our clients and partners,” says Makole, who is also a Fund Principal at MFS. MFS invests across the infrastructure and alternative asset classes, and ensures enhanced returns for its stakeholders.

In 2022, Mahlako concluded an investment in an industrial independent power generation project for Harmony Gold Mining and commissioned a 30 MW solar photovoltaic (PV) portfolio. In the same year, Mahlako also commenced

work on developing a landmark Green Hydrogen and Ammonia Plant in South Africa, called the Prieska Power Reserve, as a co-developer together with the Industrial Development Cooperation (IDC).

MFS invests in highly developmental energy assets to grow sustainable businesses that create and retain jobs, alleviate poverty, develop communities and focus on skills development and transfer.

In 2022, MFS won the Best Environmental, Social, Governance (ESG) Strategy at the 2022 ABSIP Annual Financial Services Award. The award seeks to recognise a business or team in a company, that is transformed, diverse and has a strategy and process for measuring, reporting on the evidence of inclusion of ESG considerations in decision making.

Guided by excellence, adaptability, entrepreneurship, leadership and accountability - Mahlako creates sustainable employment with a staff complement of 28 professionals who combined, have over 100 years of experience in advisory, investment and finance.

In the future, Mahlako plans to expand to the African continent and be an actively empowered innovation hub that develops and promotes brilliance in the energy, financial and infrastructure sectors. 

CONTACT DETAILS

Tel: 011 706 3902

Email: info@mahlako.co.za

Website: www.mahlako.co.za

Address: 345 Rivonia Road, 1st Floor, North Wing, Johannesburg, Gauteng, 2191

O n 17 April 2023, the President signed into law the Electoral Amendment Bill.

This assent by the President provides the Electoral Commission with the necessary legal certainty required to prepare for the 2024 National and Provincial Elections,” says Chief Electoral Officer Sy Mamabolo.

Such certainty in the legal framework can only augur well for the Electoral Commission, the voting public, possible contestants, observers and other interested stakeholders,” says Mamabolo.

He indicates that the Electoral Commission has since finalised an integrated chart of electoral milestones which contains all activities and timelines that underpin preparations for 2024 Elections.

Mamabolo explains the foremost implications of the Act as follows:

1. For the first time individuals who are not associated with political parties will stand as candidates for elections into legislatures and the National Assembly.

2. It commits the country to a process of Electoral reform beyond the 2024 elections. Now that the policy choices for the coming elections have been made, the Electoral Commission will move with deliberate speed to finalise the supporting business applications necessary for the implementation of the Act. These include, among others:

a. Rewriting the Candidate Nomination System to facilitate the participation of independent candidates and unrepresented political parties together with a

portal to enable candidates to capture the details of voters who support their candidature;

b. Redeveloping the Results System to facilitate the recordal of votes cast in favour of independent candidates and translating these into seats where the relevant threshold is met;

c. Updating platforms and mechanisms of liaison with parties to also include independent candidates;

d. Reviewing the Political Party Funding legislation in order to include funding of elected independents;

e. Ensuring enactment of consequential amendments and regulations to enable the realisation of the objects of the Act.

INDEPENDENT CANDIDATES

The Act determines the participation of independent candidates on the following basis:

1. An independent candidate may be nominated to contest in one or more regions but may only be elected to one seat in the National Assembly

2. An independent candidate may only be nominated to stand in a provincial legislature in a province in which they are registered.

3. An independent candidate may only be a member of either the National Assembly or a provincial legislature.

4. A prescribed declaration confirming that the candidate has submitted names, identity numbers and signatures of voters who support his or her candidature:

a. In relation to the election of the National Assembly, the names must equal 15% of the number of votes required to obtain a seat for that region in the preceding election if contesting only one region;

b. 15% of the highest of the quotas in the preceding election, if intending to contest in more than one region. Where the 15% of the highest of quotas is not achieved, that independent candidate may only contest in the region or regions as determined by the next highest quota met;

c. In relation to a provincial legislature, 15% of the votes required to obtain a seat in the preceding election, in respect of that province.

Further requirements include:

5. Candidates must pay a prescribed deposit. Deposits paid by independent candidates may be different from those paid by political parties.

6. Candidates must undertake to be bound by the Electoral Code of Conduct

7. Candidates must sign a declaration that they are not disqualified in terms of the Constitution.

8. In respect of provincial elections, candidates must sign a declaration that they are registered in that province.

BALLOT PAPERS

The participation of independent candidates in elections of the National Assembly as a consequence of the new law, has the following noteworthy implications: >

drives to register new voters and to enable already registered voters to inspect and where necessary update their registration details. These drives result in the updating of the voters’ roll. For this purpose, the Electoral Commission announced that it will open its network of approximately 24 000 voting stations over the weekend of 18 and 19 November 2023 to register new voters for the forthcoming elections and to facilitate inspection of the roll. Voting station-based registration represents the most equitable manner of equalising access to the vote.

For those with access to the internet they may register, check and update their details at any time before the proclamation of the elections by visiting www.elections.org.za.

Voters may also visit the local offices of the Commission in each

Eligible voters will be able to register and re-register on the weekend of 18 and 19 November 2023 for the 2024 National and Provincial Elections

Itukise is a graduate internship programme aimed at tackling the challenges of youth unemployment by providing practical work experience to young graduates.

There is an urgent need for innovative and practical approaches to tackle the youth unemployment rate in South Africa. While government policies and programmes play a role in addressing unemployment, it is increasingly recognised that effective solutions require collaboration between the public and private sectors.

Itukise, a programme of The Department of Trade, Industry and Competition (dtic), is a graduate internship programme that aims to tackle the challenges of youth unemployment by providing practical work experience to young graduates. The programme strives to enhance the employability of unemployed graduates by equipping them with the necessary skills required in the workplace. Through partnerships with private companies, Itukise offers internships that run between 12 to 36 months, thus offering graduates opportunities to work in dticsupported companies.

In addition, the programme enables the youth platform to gain valuable exposure to the corporate world, as well as the opportunity to develop essential job-hunting skills and social connections. In this way, Itukise seeks to build the confidence and work readiness of young graduates, increasing their chances of securing long-term employment.

The Department of Trade, Industry and Competition (dtic), hosted a graduation ceremony on 10 March 2023 for beneficiaries of the Itukise Programme at the RH Hotel in Pretoria. During the ceremony certificates were handed over to the interns, in-service trainees and professional candidates who successfully completed the programme.

During a speech delivered at the graduation ceremony, Deputy Minister of the Department of Trade, Industry and Competition, Ms Nomalungelo Gina, highlighted the urgent need for publicprivate partnerships to tackle the pressing issue of youth unemployment.

“In view of the current economic realities in South Africa, it is now clear that the government alone will not be able

to combat the continuous increase in the rate of unemployment among the youth. A partnership between the government and the private sector is critical. It is therefore necessary for more stakeholders, especially the private sector, to collaborate with the South African government to create job opportunities and by extension, reduce the employment rate among the South African youth,” said Ms Gina.

Research conducted globally and locally demonstrated that in a labour market which is constrained and has limited employment growth, as well as a shortage of intermediate and high-level skills, having relevant work experience can enhance the likelihood of securing permanent job placements. During the graduation ceremony, Ms Gina emphasised the government’s responsibility to prepare young people for the job market by establishing a skills pipeline. She also congratulated the graduates and wished them success in their professional journeys and future endeavours.

“I want to thank all companies who have assisted us in providing their workplaces as training spaces for these young people. You have shown patriotism and a sense of national duty. On behalf of the dtic and the government as a whole, we want to express our appreciation to you. I take this opportunity to call upon all other companies large, small, and medium to open up their workplaces for the next intake for our youth so that we can increase numbers,” said Ms Gina.

Chief Executive Officer of Ploychem Replacement Parts, Rudolph Manikum, who hosted two interns at his company, stressed the importance of skills transfer in transforming the economy and encouraged the graduates to pursue their dreams and never to give up. Speaking on behalf of the Itukise graduates Boltini Chuma shared how the programme helped her acquire practical training, including a three-year stint as a Quality Assessor at her host company, which led to a permanent job offer with a sizable income to support herself and her family. Similarly, electrical intern Pfano Nemavhulani spoke about how the

training expanded her skills to include maintenance building, pneumatic systems, and autoclaves. Nemavhulani added how the training programme enabled her to acquire practical skills, work independently and become a qualified electrician to this day.

“It was very challenging as I was coming across these technical job specifications for the first time. With the help of my manager and the rest of the team, within a few months, I could attend to a breakdown on my own. I had also made a lot of mistakes over this period, but I learned and grew in my job,” concluded Nemavhulani. 

CONTACT DETAILS

Email: contactus@thedtic.gov.za

Website: www.thedtic.gov.za

Address: 77 Meintjies Street, Sunnyside, Pretoria, Gauteng, 0002

Deputy Minister: Nomalungelo Gina

IMPALA REFINERIES CREATING A BETTER FUTURE

Impala is Implats’ 96%-owned primary subsidiary, which has mining operations near Rustenburg, as well as base and precious metals refineries, situated in Springs, east of Johannesburg. Impala Refining Services (IRS), a division of Impala, is also situated in Springs, and houses the toll-refining and metal concentrate purchases built up by Implats. The operation provides smelting and refining services through offtake agreements.

The Group believes the sustainability of our activities depends on our ability to contribute to the wellbeing and prosperity of our host communities. Impala Refineries is committed to making a meaningful

difference and improving the lives of communities residing close to our operations through our various social programmes focusing on education and skills development, and our environment-focussed programmes.

Innovating for a lowercarbon future

We have invested around R25 million in targeted fuel cell development in South Africa in collaboration with government and academic institutions to help promote local technology development, as well as develop local skills and fuel cell manufacturing and deployment.

Together with our partners, Impala

Refineries installed a 1.5kW fuel cell for testing under realistic load conditions at our Springs Refineries, where grey hydrogen is already piped. Testing the stationary fuel cell follows the already successful implementation of a fully operational mobile hydrogen fuel cell-powered forklift at the refinery, which emits zero air pollution. Impala Refineries also donated 16ha of its land for the development of a special economic zone, aimed at driving local fuel cell manufacturing.

Simultaneously, Implats is committed to achieving carbon neutrality by 2050, with a short-term target of a 30% reduction in carbon emissions by FY2030. The switch to renewable

Impala Refinery - Springs

energy plays an important role in achieving these goals and in mitigating worsening electricity supply disruptions. Impala Refineries is undertaking studies for a combined heat and power project to eliminate coal use, and an initiative to procure wheeled renewable energy for all South African operations is currently in the request-for-information stage.

Education and skills development

In FY2022, Implats’ South African operations invested R865 million on skills development, representing 6.8% of our annual leviable payroll, against our target of 5% (as required by the Mining Charter). Our goal is to deliver education, skills and enterprise development programmes that open employment opportunities.

Impala Refineries’ strategy is focused on enhancing the quality of education.

Our programmes range from early childhood development to higher levels of schooling. We identify talent and develop skills within our organisation and in our local communities by working with schools and other education stakeholders.

Appropriate educational infrastructure plays a major role in supporting children in their learning, and many of our projects are directed at improving existing school facilities and building new education infrastructure, includingablution amenities.

Impala Refineries supports a number of local schools, including Payneville Primary School, where we built ablution facilities, the school’s administration block, and provided vital educational equipment. At Bakerton Primary School, we donated towards improving the kitchen facilities to enable a feeding

scheme for the learners, most of whom come from informal settlements.

Impala Refineries also has an established School Achiever Programme, which supports supplementary classes for learners. In 2021, the programme sponsored 25 grade 10 learners, 40 grade 11 learners and 25 grade 12 learners. The School Achiever Programme contributed to the 2021 cohort obtaining a 100% Matric pass rate with 100% university entry passes.

We also support Kwa-Thema Early Childhood Development to improve its teaching and learning environment, and this is positively impacting 60 children.

Our long-term strategic focus is to also help community enterprises become part of our supply chain and to transition to provide their services nationally.

Committed to responsible growth

Implats is committed to a five-year capital investment programme to increase beneficiation capacity, strengthen energy security and ensure the Group meets its decarbonisation targets. At Impala Refineries, ounce production is set to increase in line with our growth and beneficiation strategy. As such, sections of the Base Metals Refinery in Springs are being de-bottlenecked to expand treatment capacity by about 10% to provide room for future growth. The Group is also completing a new precious metals facility, including three new processing sections and required utilities and ancillary areas.

These projects are set to directly increase local beneficiation, at a lower-carbon output, thus positioning the region more competitively as a global mine-to-market PGM producer.

We are committed to creating a better future. 

Platinum 250 and 150 toz ingots

Platinum salt, platinum sponge and platinum ingot.

SAFE, DEPENDABLE, ACCESSIBLE, AND AFFORDABLE PUBLIC TRANSPORT

The City of Polokwane continues to make major strides in its quest to provide a safe, dependable, accessible, and affordable Public Transport System (PTS) through its flagship project Leeto La Polokwane, in line with the Smart Mobility pillar under Vision 2030-Smart City. In doing so, the Municipality is prioritizing public interest, and serving the City’s residents by improving efficiency and quality in this essential public service.

The Leeto Travel Card

Leeto La Polokwane introduced paper tickets as an interim fare media (payment method) from the start of operations in October 2021, while finalising the development of the Account-Based Ticketing (ABT) compliant Automated Fare Collection (AFC) system. After successfully meeting all the technical requirements set out by the National Department of Transport (NDoT), Leeto La Polokwane commenced the pilot phase of the ABT compliant AFC system in December 2022. To date

over 6000 LLP travel cards have been supplied and are in use by customers. The bus service is designed to be cashless; this is to avoid fare evasion as well as to ensure safety and security for employees and passengers.

The City of Polokwane in its truly innovative and pioneering spirit has developed travel cards that may be used on other integrated public transport systems. The next batch of Leeto Travel Cards will have a special tactile feature (three holes inserted in the middle), which makes the card easily identifiable by people with visual impairments.

Following the service's inception, the City developed a turnaround strategy that reviewed the system performance to improve system accessibility and increase ridership. To accomplish this, the City investigated four recommended options:

1. route optimization,

2. relocating some bus stops,

3. adding new bus stops along the Phase 1A route if needed, and

4. expanding the ticket and card sales footprint.

To solve the teething problems, the City devised a Turnaround Strategy, which was implemented at the beginning of June 2022 through the Roads and Transportation Directorate.

The successful implementation of the LLP Turnaround Strategy has resulted in a significant increase in passenger numbers from 3 435 passengers carried during the first month of operation to a high of 82 372 in a month. The Municipality is currently operating with 12-metre buses that have the capacity to carry one wheelchair, thirty-six seated and fifty-four standing passengers per bus.

Collaboration

One of the objectives of the Leeto La Polokwane Integrated Public Transport System (IPTS), is to empower and formalise the taxi industry, thus enhancing its place in society. As such, Leeto La Polokwane (LLP) is a collaboration between the Polokwane Municipality, the Contracting Authority (CA), and Esilux (Pty) Ltd, which serves as the Vehicle Operating Company (VOC) and operates the bus service on behalf of the Municipality. The VOC consists of representatives from the three affected Taxi Associations: Seshego-Polokwane Taxi Association (SPTA), Flora Park-Pietersburg Taxi Association (FPTA), and Westenburg Taxi Association (WTA).

There are ongoing interactions between the parties as part of strengthening relations, ensuring smooth operations, and ensuring a shared understanding in the roll-out of the current and future Phases. One such engagement was a session >

held between the parties on February 13 and 14, 2023, at Euphoria Lifestyle and Golf Estate in Mookgopong, to unpack and gain an in-depth comprehension of the Vehicle Operating Company Agreement (VOCA).

The VOCA is an agreement reached between the Municipality and Esilux (Pty) Ltd to facilitate bus operations. The National Land Transport Act 5 of 2009 (NLTA), governs the relationship between the Contracting Authority and the VOC and requires the parties to reach a 12-year negotiated agreement in the roll-out of Bus Rapid Transit (BRT) systems.

The bus operating company, Esilux, and the City of Polokwane remain committed to maintaining a strong partnership to serve the people of Polokwane in the stride towards the delivery of a safe, affordable, and improved public transport service.

Empowerment and Transformation

As part of the empowerment and transformation of the public transport sector, forty-five operators from the affected taxi association were taken through the Business Management for Public Transport Sector programme. Consistent with the principle of no job losses, eightythree former taxi operators and drivers from the three taxi associations were employed by the VOC.

In addition to the jobs created by the bus company, 562 jobs were created as part of the BRT infrastructure development, with some of the job opportunities extended to car washers affected by the building of the Bus Station on General Joubert Street.

Progress

The construction on the General Joubert Bus Station (between Grobler Street and Thabo Mbeki Street) is well underway and is expected to be finalised in 2023.

In light of the imminent phase-out of paper tickets, passengers are urged to obtain Leeto La Polokwane Travel Cards at the following locations:

• Municipal Offices (Civic CentreRates Hall), Seshego Zone 1 (next to the clinic), Seshego Zone 3 (next to Kings Complex)

• Library Gardens Mobile Kiosk

• Church Street Office (53 c Church Street between Thabo Mbeki and Grobler Streets)

Travel cards can be reloaded at the same locations as well as by LLP System Ambassadors on board each Leeto La Polokwane bus.

The Polokwane Municipality Executive Mayor, Cllr Mosema Makoro John Mpe, has commended the collaborating participants, emphasising that transportation is the backbone of the country's economic development, allowing for the convenient movement

of people, goods, and services. He substantiated that as such, common ground needed to be established to provide the expected service.

The Executive Mayor further indicated that the Municipality is committed to creating business opportunities and an enabling environment for economic activity in the City. The Mayor cited the recent agreement with Kaizer Chiefs Football Club to use the Peter Mokaba Stadium for the next three years as a partnership set to benefit many businesses in the Municipality, including the Taxi Industry. 

CONTACT DETAILS

Tel: 015 023 0055 068 554 4235 (Whatsapp)

Email: leetolapolokwane@polokwane.gov.za

Web: www.leetolapolokwane.co.za

Address: New Peter Mokaba

Stadium (East Wing), Transport Directorate, Polokwane Limpopo, 0700

AfriSam EMPOWERING COMMUNITIES THROUGH SUSTAINABLE UPLIFTMENT

At AfriSam, we believe in understanding the needs of society and communities in areas where we do business so, that we are able to make meaningful and sustainable contributions to their upliftment.

Our values of ‘People, Planet and Performance’ represent our commitment and responsibility towards you, our customers, communities and the environment. We target a portion of our profits to contribute to impactful socio-economic development initiatives in the communities where we operate. We see this as a chance to improve the quality of life of our employees, their families and the communities around our operations and to create a lasting legacy for future generations.

We support initiatives that advances South Africa’s socio-economic development, aligned to local and national development agendas and the United Nations (UN) Sustainable Development Goals (SDG).

AfriSam’s CSI strategy focuses on the following four key areas:

1. Education

These include Early Childhood Development (ECD), Maths and Science programmes, Technology-enabled Learning and Education Support for people with disabilities.

Projects include:

Dikgatlong High School Science Laboratory –Northern Cape AfriSam upgraded and supplied a science laboratory with the required equipment and chemicals and also replaced the water system to the laboratory. To aid effective

and efficient learning, the company furthermore supplied new desks and chairs, two laptops, and installed two overhead projectors and the required screens.

Delportshoop Combined School Computer Laboratory –Northern

Cape

35 computers installed for multifunctional computer laboratory to serve both as a computer lab and library for learners. Delportshoop has just under 1 000 learners and the donation makes this the only school in Delportshoop with a fully equipped functional computer centre with internet access, which will be shared with other learners in the community.

Sivukile Early Childhood Development Centre –Western Cape

AfriSam facilitated the construction of three classrooms, an office for the principal, a fully furnished kitchen and six ablution facilities. In addition, AfriSam revamped the children’s play area by adding outdoor play/ gym equipment and also provided additional furniture and toys.

Ningizimu Special School

Classrooms – Woodlands, Durban

AfriSam facilitated the construction of a block of three classrooms at Ningizimu School for learners with special needs. The project was initiated to increase capacity for the school to be able to admit more learners who are current sitting at home due to lack of space.

2. Health and Wellbeing

This includes crisis response programmes, community outdoor spaces and fitness facilities, such as:

Beacon Park – Coedmore, Durban

AfriSam revamped Beacon Park community park, by installing outdoor gym equipment, concrete braai stands, six-seater picnic benches and tables, two three-seater swings, a merry-goround, a slide and fencing to improve overall safety.

To encourage healthy living, 18 outdoor fitness gym equipment was installed. The project forms part of a continued relationship between AfriSam, DMRE and the eThekwini Municipality.

Emalahleni Recreational Resort – Mpumalanga

AfriSam contributed towards the refurbishment of the Witbank Dam Swimming Pool and Super Tube Water Slide to stimulate and facilitate sustainable tourism and marketing in Mpumalanga.

The project included replacing the old water slide and the steel structures, refurbishing the water pumps and valves and refurbishing the big swimming pool with new marblelite coating and paving. A new children’s play area was set up in full view of the lifeguard stations which were also revamped.

Inkanyezini Health Post –KwaZulu-Natal

Construction of the Nkanyezi Health Post in partnership with the KwaZuluNatal Department of Health and the Mkhambathini Local Municipality. The Health Post acts as a primary health care facility to provide clinical as well as public health services, awareness, and advocacy for important local health issues. Approximately 8 000 community members benefit from the health post.

3. SMME Training and Development

These projects supports small businesses in the community, particularly the youth, equipping them with skills and opportunities to grow their businesses. Examples of these are:

Pello Yabasadi Business Enterprise – Gauteng

Protective clothing manufacturer, Pello Yabasadi Business Enterprise is a beneficiary of AfriSam’s Enterprise and Supplier Development program. In addition to producing protective clothing for the company, AfriSam has also provided support to Pello Yabasadi in 2019 by purchasing an embroidery machine at an interest free loan.

AfriSam helps farmers meet food demand – KwaZulu-Natal

AfriSam supported the Ubumbano farmer’s cooperatives by purchasing a brand new Massey Fergurson 4-wheel drive, 55kw tractor and farming implements to boost farm productivity and help them meet the rising food demand. The project was identified through consultations with the Alfred Duma Local Municipality.

Tshireletso Brickmaking

Co-operative – Lichtenburg

AfriSam supported a youth co-operative identified by the Ditsobotla Local Municipality with skills and equipment to start a brickmaking business. The cooperative was also provided with temporary space on the company premises where they are currently producing pavers for a project at the plant.

4 . Provision for unforeseen community needs

Although the company has a structured Community Involvement plan every year, we realise that not all social requirements can be predicted. As such AfriSam as made provision for emergency circumstances such as natural disasters which may result in urgent needs. 

Tel: 0860 141 141 (011) 670 5500

Email: customer.service@za.afrisam.com

Website: www.afrisam.com

Over 75 Years of dedication to Local Industry!

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

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

SANS/ISO

50001 Energy Management.

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

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

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

• Manage and develop South African National Standards

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

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

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

• Training of Management and Employees on Implementations of SANS/ISO systems

• Local Content Verification for South African manufacturing industry

IFAT Africa 2023 aims to bring even more Pan-African and international stakeholders together, to deliver a truly global experience and insights.

IFAT AFRICA IS BACK!

5-7

JULY 2023 AT THE GALLAGHER CONVENTION CENTRE, JOHANNESBURG, SOUTH AFRICA

Diarise and book your stand now!

IFAT Africa, the leading trade fair for water, sewage, refuse and recycling in Southern Africa, will return to Gallagher Estate this year after a two-year hiatus…

The key industry event, postponed in 2021 due to lockdowns and travel restrictions, will be co-located with analytica Lab Africa – the only

South African trade fair for laboratory technology, analysis, biotechnology and diagnostics. The co-location brings together the broad and integrated spectrum of science and innovation, laboratory technology, water treatment, waste management and recycling for one-stop access to the interconnected value chains in these sectors. The market response to co-locating the event with IFAT Africa has been resoundingly positive, with

visitors and exhibitors from across Africa and around the world exploring multi-sectoral business opportunities.

IFAT Africa features solutions from around the world. With input from an expert Pan-African advisory board, the event highlights include a high calibreforum program addressing trends, challenges and solutions from the water, sewage, refuse and recycling sectors.

IFAT Africa 2023’s supporting programme will focus on topical issues such as financing, integration at local and national level, EPR, the Circular Economy, and women in industry.

IFAT Africa 2023 will present the program in collaboration with leading industry associations including SABIA (Southern African Biogas Industry Association), SACEEC (The Southern Africa Capital Equipment Export Council) and IWMSA (The Institute of Waste Management of Southern Africa).

The last IFAT Africa trade show and conference, staged in 2019, featured 172 exhibitors and

achieved a record turnout, with an 83% increase in visitors and delegates travelling from as far afield as Botswana, Cameroon, Cote d’Ivoire, Mozambique, Swaziland, Tanzania, Tunisia, Zambia and Zimbabwe. In line with the tradition of the eight IFAT trade fairs held all over the world, the comprehensive supporting program ensured lively debate and knowledge sharing on the urgent environmental challenges in sub-Saharan Africa.

Now organised by Messe Muenchen India and Messe München GmbH in partnership with BlueBerry Concepts, the co-located IFAT Africa and analytica Lab Africa events bring

together over 6,000 visitors to benefit from cross-sector networking and exposure to the latest industry trends and solutions.

Spokesperson, Benoit Leroy, IFAT Africa advisory board member and CEO of the SA Water Chamber says: “Building on its past success, IFAT Africa 2023 aims to bring even more Pan-African and international stakeholders together, to deliver a truly global experience and insights. The event will offer an innovation platform for showcasing tailor-made environmental technologies and bring together international and national exhibitors and visitors under one umbrella to discuss sustainable solutions.”

IFAT Africa and analytica Lab Africa

2023 will be held from 5-7 July 2023 at the Gallagher Convention Centre, Johannesburg, South Africa. 

Visit https://ifatafrica.com for further information or to reserve an exhibition stand. - Diarise and book your stand now!

FOR EXHIBITOR ENQUIRIES

PLEASE CONTACT:

Analytica Lab Africa

Dain Richardson, CEM

Tel: 067 404 7681

Email: dain.richardson@messemuenchen.co.za

IFAT Africa

Betty Sichivula

Tel: 073 028 8775

Email: betty@blueberryconcepts.co.za

Ba-Phalaborwa Local Municipality, after shortlisting candidates, announced the election of Dr Kgoshi Kgashani Pilusa as the new Municipal Manager on 1st September 2022. The permanent appointment came after Dr Pilusa had been acting in the position after the previous Municipal Manager, Maite Moakamela, resigned.

Dr Pilusa has also previously held the position of Manager in the Office of the Municipal Manager and Senior Manager for Corporate Services at the municipality.

Holding a Masters Degree in Public Administration and a Doctorate in both Administration and Theology, his strategic appointment is seen as hope to bring to an end the crippling and on-going community protests to service delivery.

Dr Pilusa is held in high regard for his ethics, and the municipality is looking forward to enhancing its

MUNICIPAL MANAGER ENHANCES GOOD GOVERNANCE

audit outcomes under his sterling leadership. Adopting a collaborative approach he began his 5-year term engaging with communities to unpack their concerns and deal with their pressing issues.

From his experience as a resident of the municipality and having been part of the leadership at the municipality for several years, Dr Pilusa steps into the position as Municipal Manager fully aware of the backlogs and has committed to work tirelessly to eradicate the inefficiencies, deal with the corruption and improve the livelihoods of the people of Ba-Phalaborwa.

On the day of his election, and to bring stability to the leadership, Council also announced the appointment of Mr Amos Thulane Ndzimande as the new CFO. Ndzimande was the Acting CFO and also previously worked as Manager for Financial Planning and Reporting.

Dr Pilusa, was born, raised and studied in the Namakgale township, lying 12km outside of Ba-Phalaborwa. After matriculating at Bankuna High School, he qualified as an Educator at Tivumbeni College of Education. While pursuing his higher education qualifications, and before joining the municipality, he worked at the Department of Education as an educator and served as School Manager for a while.

Dr Pilusa is an accomplished writer, having published journals and articles. In his pastime he enjoys scenic travels, good local food, and spending quality time with his family.

CONTACT DETAILS

Tel: 015 780 6300

Website: www.phalaborwa.gov.za

Address:

Civic Centre, Nelson Mandela Drive, Phalaborwa, 1390

Dr Kgoshi Kgashani Pilusa

better future through the way we do business Creating a

Bringing

THE MUNICIPAL DEMARCATION BOARD’S MUNICIPAL BOUNDARY CHANGE PROCESS

As the MDB’s municipal boundary change process geared into full swing in March-April 2023, the MDB published notices in terms of section 26 of the Municipal Demarcation Act (MDA) inviting members of the public to submit views and representations on class 2 to 4 proposed municipal boundary re-determinations received from members of the public.

The MDB received a record number of submissions from members of the public and is humbled by the overwhelming response, as public participation and consultation forms an integral part of the MDB’s municipal boundary redetermination process.

Members of the public were allowed a period of 30 days from the date of publication in a newspaper to submit written views and representations. That period is now closed for the two hundred and eighteen (218) requests that were published as part of Batch 1 (March-early April).

A further thirteen (13) requests were published in May 2023 as part of Batch 2.

After considering the submissions (views and representations) the Board will either change the boundary, close the matter,

conduct public meetings or conduct formal investigations.

After the necessary public meetings and formal investigations, the MDB will consider the feedback and decide if the boundary should be changed. If the boundary is changed, a section 21 notice will be published in the provincial gazettes that will invite anyone aggrieved

by the boundary change to submit objections to the MDB. After considering the objections, the Board will take a decision to either confirm, vary, or withdraw the boundary change. This process is envisaged to be completed by December 2023. Thereafter, final boundaries will be handed over to the Independent Electoral Commission (IEC).

The current municipal boundary re-determination process will follow the programme below:

Intention to consider the re-determination of municipal boundaries in terms of Section 26 of the MDA (Publication of Notice in Newspaper allowing 30 days for submissions)

The Board must consider all views and representations and resolve to determine or redetermine municipal boundaries, decide to hold public meetings, conduct investigation committee hearings, or do both.

Hold Public Meetings

2023/24

Conduct Investigation committee hearings in terms of Section 29 and 30 of MDA

The Board considers all imputs from research studies, public meetings and investigation hearings and determine or re-detemrine municipal boundaries in terms of Section 21 of tje MDA (Publication in Provincial Gazettes allowing 30 days to lodge objections)

The Board must consider all objections received and resolve to confirm, vary or withdraw the determination or re-determination. the final decision must be published in the provincial gazette in tems of Section 21(5) of the MDA

The IEC, Minister of Finance and MECs for local government and all other stakeholders must be notified of the final decision

January 2023

March 2023

March 2023

June 2023

July 2023

September 2023

July 2023

September 2023

October 2023

November 2023

December 2023

January 2024

December 2023

January 2024

Municipal Boundary Re-determination Process

In terms of Municipal Demarcation Act (MDA) Initiation of Boundary Redetermination in terms of Section 22 of MDA

The following steps are taken during the municipal boundary change process:

4

Publication in terms of Section 26 of MDA

Consideration of Section 26 views and representations

Determine boundaries in terms of Section 21 of MDA or conduct public meetings in terms of Section 28 of MDA

OR Conduct formal investigations in terms of Section 29/30 of MDA

OR Conduct both public meetings concurrently with formal investig ations

Consider Reports Decision to redetermine and publish in terms of Section 21 of MDA for objections

OR Decision not to Re-determine

Consider objections

Final decision on redeterminationConfirm vary or withdraw

Publish decision in provincial gazette in terms of Section 21(5) of MDA

012 342 2481

OVERVIEW OF THE GOVERNMENT MANAGEMENT IMPROVEMENT MODEL (LGMIM)

In an attempt to support and improve the performance of municipalities, the Local Government Management Improvement Model (LGMIM) tool was developed to measure or benchmark the institutional performance of municipalities across a number of Key Performance Areas (KPAs).

In each KPA, performance is assessed against standards established with the assistance of relevant sector departments (e.g. National Treasury for financial management and Department of Water & Sanitation for water and sanitation services). LGMIM looks at the municipality from various angles concurrently, thus adopting a holistic approach to institutional performance analysis. LGMIM does not duplicate existing monitoring by sector departments or the auditing conducted by the Auditor-General. Instead, LGMIM draws on existing evidence from municipalities and secondary data from oversight bodies when conducting the assessment.

The LGMIM framework is built around six (6) KPAs against which compliance and the quality of management

practices is assessed, namely:

• Integrated Development Planning and Implementation

• Service Delivery

• Human Resource Management

• Financial Management

• Community Engagement/ Participation

• Governance

The KPAs are further broken down into Management Performance Standards against which performance is measured.

What differentiates LGMIM from other monitoring processes is that it provides a consolidated view of a municipality’s performance across several critical KPAs, thus making it easier to prioritise areas that are in need of significant improvement. At the same time LGMIM can assist sector departments and other stakeholders in identifying areas where frameworks and guidelines could be improved.

LGMIM Objectives

Given the above, particularly the importance of effective

management practices and work place capabilities to improve service delivery, the LGMIM has the following objectives:

1. Provide municipal leadership with a management information tool to reflect on how the municipality approaches its tasks in key management areas with a view to shaping management and administrative practices to deliver quality services;

2. Provide a framework to measure, monitor and support improved management practices in municipalities for quality service delivery and increased productivity;

3. Facilitate well-co-ordinated, targeted and differentiated support by national and provincial departments.

The LGMIM can be used to identify weaknesses, and as a source of intelligence on the health of their organisation to improve and become fully effective.

LGMIM LOGIC

The LGMIM considers and focuses on the managerial practices of a municipality. That is to determine what the organisation does and how it approaches its tasks to achieve the desired results.

THE LGMIM LOGIC

The LGMIM assumes that good management practices combined with the necessary workplace capabilities will result in quality of service delivery & productivity. A municipality that scores at Level 1 or Level 2 for a management performance standard is not fully compliant with the legal, regulatory and prescribed best practice requirements and there is room for improvement before a level 3 score, indicating full compliance can be achieved. When a municipality scores a level 4 in respect of a management performance standard it means that it is fully compliant and operating smartly and or innovatively in respect of that management

Grants municipalities an opportunity to reflect on management practices and operational processes.

• Assists municipalities identify where improvements are needed and the nature of the improvements.

the LGMIM analysis can be used to inform the drafting of performance agreements. 

PHYSICAL ADDRESS :

Department of Planning

Monitoring and Evaluation

Hatfield Office

330 Grosvenor Street, Hatfield, Pretoria, 0028

LEVEL

• Guides the development

The LGMIM considers and focuses on the managerial practices of a municipality. That is to determine what the organisation does and how it approaches its tasks to achieve the desired results. The LGMIM assumes that good management practices combined with the necessary workplace capabilities will result in quality of service delivery & productivity.

DESCRIPTION

A municipality that scores at Level 1 or Level 2 for a management performance standard is not fully compliant with the legal, regulatory and prescribed best practice requirements and there is room for improvement before a level 3 score, indicating full compliance can be achieved. When a municipality scores a level 4 in respect of a management performance standard it means that it is fully compliant and operating smartly and or innovatively in respect of that management performance standard. The four levels are described to the right:

Level 1

Municipality lacks basic adherence to management practices in line with legal, regulatory and prescribed best practice requirements. Affected management standard require serious attention from the management team.

Level 2

Municipality has some management practices in place that partially adhere to legal, regulatory and prescribed best practice requirements. A platform exists to become fully effective, but will require some attention from the management team.

Level 3

Municipality employs management practices in line with legal, regulatory and prescribed best practice requirements. The municipality is fully effective, and the management team should endeavour to sustain the good performance.

Level 4

Municipality employs management practices in line with legal, regulatory and prescribed best practice requirements and shows innovation.

THE OR TAMBO SCHOOL OF LEADERSHIP’S RUTH FIRST LEADERSHIP DEVELOPMENT PROGRAMME

The OR Tambo School of Leadership is set to launch a 3-year leadership development programme called the Ruth First Leadership Development (RFLDP). This flagship programme is designed to cultivate young people into servant leaders for social change through the fusion of political theory and community-based practical experience.

At the core, the programme seeks to capacitate and empower young people to lead in decision-making processes, which will enable them to take up leadership responsibilities and execute them with distinction for purposes

of socioeconomic transformation. During the RFLDP participants will be equipped with tools to analyse society to better respond to the socioeconomic challenges experienced today.

The programme is named after Ruth First - a prolific journalist, political activist, and revolutionary scholar who dedicated most of her life to the struggle against apartheid – because it seeks to develop and reproduce capable, committed, responsible, and patriotic young South Africans to carry and continue with the legacies of freedom fighters and stalwarts such as Ruth First.

One is eligible to apply for the RFLDP if they are between the ages of 18 and 40 years. Furthermore, they must have completed Introduction to Political Studies, which is an online course comprising four introductory modules, namely: History of South Africa and the ANC; Building the ANC Organisation; Government; Economic Development.

The course is offered free of charge and can be accessed on the School’s website (www.ortamboschool.org.za). During the selection process, special consideration will be given to young progressive activists, particularly members of the structures of the Progressive Youth Alliance.

Over the three years of RFLDP participants will be expected to complete at least two advanced OR Tambo School Strategic Courses per year, meaning a total of six courses in three years. To advance to the next phase of the programme, participants are required to attend at least 80 of the classroom sessions, complete and pass their assessments, and submit a portfolio of a community project which they will be expected to design as part of their assessment. The integration of political theory and revolutionary practice is an important part of the RFLDP.

The application process has been open from the 12th of March 2023 to the 12th of May 2023. So far, the School has received over 450 applications from all nine provinces in South Africa. The selection process will commence immediately after the application deadline, and applicants will receive responses from the School whether they have been accepted into the programme by the end of May 2023.

Once the selection process is done, successful applicants will be inducted and orientated into the programme, and classes are set to commence no later than July 2023. These classes will be conducted by a team of qualified,

experienced, and accredited course facilitators identified and trained by the School.

The programme will be carried out in partnership with the School’s partners and key stakeholders which include the provincial and regional structures of the African National Congress (ANC), the University of Johannesburg, the University of South Africa Enterprise, and the Friedrich-Ebert Stiftung South Africa to ensure the optimal intended positive impact on the young participants in the programme, and more broadly, in society.

The official launch of the RFLDP is set to take place during youth month (June). The induction and orientation of participants into the programme will commence at the launch. The facilitators of the programme will also be announced at the official launch. The launch will be hosted in a hybrid manner to accommodate those who will be unable to physically attend. The School is expecting over 500 attendees at the launch which include selected participants, facilitators, management of the School, board members and special guests.

The RFLDP is part of the OR Tambo School of Leadership’s core mandate

of massifying, modernising, and professionalising political education and training to develop and reproduce cadres for social change. The School firmly believes that this programme will positively impact the young people of this country and society in general.

Through this flagship programme, the School seeks to cement itself as a centre of excellence for political education and training. Moreover, the School seeks to optimise its contribution in fast tracking the organisational renewal process of the ANC by cultivating servant, responsible, ethical and patriotic young leaders, some of whom occupy strategic positions in the structures of the ANC, its alliance partners, and the broader mass democratic movement.

Political education and training are without a doubt an integral part of renewing the ANC into a better organisation that is able to reclaim its historic position of being a leader of society and through the RDLDP, the School is set to play its active and impactful role in advancing the renewal agenda in the year of decisive action to advance the people’s interests and renew our movement as declared by the ANC in its January 8 statement at the beginning of 2023.

SOCIAL MEDIA PAGES

Facebook:

ORTamboSchool/

Twitter: ORTamboSchool

Instagram: ortamboschoolofleadership

Website: www.ortamboschool.org.za

MILITARY PUTS MUSCLE BEHIND THE CIRCULAR ECONOMY

amount of waste that ends up at the landfill,” Mphashi said.

Recycling bins and cages have been placed at the on-site kitchen and accommodation quarters. Once filled, these are taken to the container, where participants in the Working on Fire programme – an initiative of the Department of Forestry, Fisheries and the Environment – sort and store the recyclables.

The South African military has put its muscle behind the circular economy with its launch of a separation at source recycling initiative in Limpopo. The Lephalale-based South African Military Health Service (SAMHS) training centre, which falls under the Department of Defence, has joined forces with South Africa’s longeststanding producer responsibility organisation, PETCO, to roll out the initiative.

The centre provides basic military training courses and houses up to 250 new recruits at any given time, generating tonnes of waste currently destined for landfill.

The launch in March saw delegates from the private and public sectors gathered at the centre for the official start of the separation-at-source partnership and the handover of a converted six-metre shipping container, sponsored by PETCO, for the storage of recyclable materials.

The initiative marks the next chapter in a relationship which has seen PETCO

providing training and equipment support to assist SAMHS in meeting its recycling objectives.

The sponsored container will assist the training centre, which is located on the rural outskirts of Lephalale, to keep monkeys and other local wildlife from rummaging through and littering the sorted waste.

For the past two years, ahead of the separation-at-source initiative, PETCO has also been running annual recycling workshops to ensure that new recruits understand the different types of recyclables and how to sort and separate them.

“PETCO is really pleased to have been involved in this project, which enables the diversion of recyclables from landfill,” said Scholtz.

“Recycling is not a one-man show. Industry cannot do it alone, and the Government cannot do it alone. We need each other,” said CEO Cheri Scholtz.

The relationship between SAMHS and PETCO began in late 2021, when the officer commanding, Colonel M.R. Mphashi, reached out to PETCO to enquire about starting a recycling programme on-site.

“In living up to our standards of protecting the environment entrusted to us, we intend to practise responsible waste management and reduce the

“This is an important community project that has an impact, not just on one person, but on the behaviour of many towards the responsible and disciplined disposal of recyclables.

“We trust that the military community will learn more about recycling, actively participate in this initiative and instil this behaviour among their own families.”

Scholtz said the ultimate aim was to grow the collection volumes of sorted recyclables within the greater Lephalale area and contribute to cleaning up the town. 

“PETCO believes in strengthening and developing relationships with both the public and private sector regarding visible and ongoing recycling projects,” - CEO Cheri Scholtz.

NINE PROVINCES. ONE MISSION.

Why should municipalities partner with the PRO that has a 17-year track record?

PETCO works at a national level to empower collectors, SMMEs and co-operatives through sponsorship and capacity building. PETCO provides support in key areas such as infrastructure, equipment, training and mentoring within the collection and recycling value chain.

In 2021, PETCO collaborated with 39 municipalities across the 9 provinces to look at how best to capacitate the informal sector. This continues to be part and parcel of unlocking the collection of PET packaging for recycling. We are open to working with all municipalities and warmly welcome collaboration.

For more information about partnering with PETCO, please reach out to belinda.booker@petco.co.za

Plastic bottles are not trash.

1.9 BILLION

PET plastic bottles collected for recycling*

R895 MILLION

injected into South Africa’s economy*

511 310

cubic metres of landfill space saved*

52 600

active collectors involved in PET collection for recycling*

STOP & REPORT

Infrastructure vandalism, theft, and building on water infrastructure.

Dangers of Building on our Servitudes and Vandalising Infrastructure

• Flooding of property in the event of pipe bursts

• Drowning as the volume is significantly high

• Death and or injury due to pressure

• Cannot drain pipes for repairs and service

• Water Supply Interruptions

• Unplanned and costly repairs which result in high water tariffs to the end-consumer.

• Reduction of life expectancy of the infrastructure, thus not guaranteeing sustained quality service to future generations.

• Reduction of safety to communities in general especially children and livestock

THE SABS FORGES AHEAD IN DRIVING QUALITY IN A NEW PARTNERSHIP WITH MMSEZ

University of Venda, and the Vhembe TVET.

“The potential for quality management and conformity assessments can be implemented from the raw material used in our infrastructure, to implementing systems and processes, and in the future, when we are ready to market the products that are developed by the MMSEZ,” said Masoga.

Special Economic Zones (SEZ’s) are the brainchild of the industrial policy action plans, under the direction of the Department of Trade, Industry and Competition (the dtic). The dtic is also the shareholder of the SABS. The MMSEZ, is an initiative of the Limpopo Provincial Government and is a stateowned entity.

The South African Bureau of Standards (SABS) has signed a Memorandum of Understanding (MoU) with the Musina Makhado Special Economic Zone (MMSEZ) in Limpopo, that sets out the collaborative relationship between the SABS and MMSEZ in terms of conformity assessments, access to standards and the provision of training services, as and when a need arises.

“While MMSEZ is still in its inception phase, it has embarked on a path of ensuring that quality management and compliance with SANS is embedded into the culture,” says CEO of MMSEZ, Lehlogonolo Masoga.

Lungelo Ntobongwana, Divisional Head of Customer Partnering at the SABS, said: “The SABS looks forward to including the MMSEZ as one of the South African companies to

collaborate with, to enable economic transformation through provision of conformity assessment services and compliance to prevailing guidelines contained in South African National Standards (SANS).”

“By focusing on quality management, training, conformance assessments and holding suppliers to conform to such standards, the MMSEZ is positioning itself for long-term sustainability, that will ultimately lead to improving the lives and livelihoods of South Africans,” he elaborated.

The CEO of MMSEZ, Lehlogonolo Masoga, reflected that the MoU sets out the intent for the SABS and MMSEZ to collaborate and find beneficial business and scientific solutions that can be commercialised in partnership with academic institutions in Limpopo Province i.e. University of Limpopo,

The South African government, in an effort to reposition itself in the world economy, established the Industrial Development Zones (IDZ) programme. The programme’s main focus was to attract foreign direct investment and export of value-added commodities.

The MMSEZ is strategically located close to Beitbridge Border Gate which is the second biggest port of entry in South Africa and a gateway to other SADC countries; it is also strategically located in the Vhembe District in the Limpopo province which is endowed with mineral resources such as diamond and coking coal with potential for beneficiation.

This MMSEZ is intended to accelerate economic growth, development, and job creation in Limpopo – the targeted sectors are Energy & Metallurgical; Agro-Processing; Logistics and General Manufacturing. 

Lungelo Ntobongwana, Divisional Head of Customer Partnering at the SABS, and Lehlogonolo Masoga, CEO of MMSEZ, at the signing of the MoU.

SMART OR CONVENTIONAL WATER METERS?

The effective management of utilities is exacerbated by crumbling infrastructure and the dire need for water conservation. The question is whether to install smart or conventional meters and its cost implications.

On average, Municipalities lose more than 40% of potable water. This is due to crumbling infrastructure, leaks, burst and non-revenue water. Many Municipalities therefore opt for prepaid meters, which puts the onus on the user to buy water. Although this minimise administration for the municipality, there is also a significant downside.

Option 1: Prepaid Meters

Prepaid meters are expensive, notoriously unreliable and can easily be bypassed. A delay in loading tokens, or when a problem arises, the user is inconvenienced by being without water until the problem can be fixed. This has led to many demonstrations against prepaid water meters in the past.

Once a prepaid meter is installed, the user is “off grid”, with almost no information sent to the authority and leaks go undetected. A bypassed meter will cause an under-recovery which must still be funded. Can we afford this in an arid country like ours?

Prepaid meters can cost up to R3000 plus vending fees of up to 15%. The capex for a block of 30 units can therefore exceed R110,000 with installation costs.

Option 2: Conventional Meters

Water meters are available for less than R300. Manual meter reading can be done at an average fee of R20. Manual readings are however prone to mistakes which may lead to disputes and reflects poorly on the management or authority. A wall-mounted meter box with shut-off valve is recommended to prevent tampering. This package is a fraction of the cost of prepaid meters at about R20,000 for 30 units, but manual meter reading also has its limitations.

Option 3: Automated Meter Reading (AMR)

Automated Meter Readers such as the AUS-iot system can be added to existing conventional pulse-enabled meters. The AUS Monitor turns a conventional water meter into a Smart Meter. This enables the manager/admin to read meters in multiple complexes or areas from their offices in real time.

The manager’s dashboard shows data of all the meters under their control, downloadable to their billing and accounting system. Water balancing between the incoming bulk and tenant meters shows under-recoveries and possible leaks in the reticulation. Alerts for leaks and bursts are automatically sent to users and management within 24 hours so that collateral damage can be prevented. (See the Western Cape Case Study) An Android app allows tenants unrestricted access to their

meters from anywhere in the world.

An AUS-iot device costs about R 800 (excl) and the annual subscription fee is less than a prepaid vending fee for the same period. Coupled to option 2, the total cost is more than 50% less than the cost of prepaid meters. The expected lifetime of a prepaid meter is about 3-5 years. A conventional meter can last up to 20 years or longer, although it starts losing its accuracy after about 6 – 8 years. Most AMR systems will last at least 10 years or longer as they use very little power and data.

A combination of options 2 & 3 for 30 units will have a comparative cost of about R45 000, or 40% of the cost of prepaid meters. There is no additional cost for the gateway if the Semtech LoRa radio network is used.

Municipalities should therefore consider the sustainability and cost implications of a system as well as the need for effective management and water conservation, before deciding on a solution.

The National Fund for Municipal Workers (NFMW) has grown to be the largest fund within Local Government and with a membership base of more than 55 000 (employees and councillors) throughout South Africa, it is clear we are the Fund of choice.

Our members are at the centre of what we do, our decisions, our behaviours and the strategies that we employ in the management of the fund. We pride ourselves in providing excellent service and the administration cost is of the lowest in the industry; this translates to less of our members’ contributions towards cost and more towards retirement savings.

Our excellent long-term investment performance track record puts us on par with the best global balanced managed portfolios in South Africa and ahead of our peers in Local Government. The Fund has won numerous Institute of Retirement Funds Africa Best Practices Industry Awards. These awards are a testament to the Fund’s compliance with all regulatory and other statutory requirements and above all, recognition for setting the benchmark of excellence in Local Government.

Given our commitment to governance, impactful investing with financially sound investment returns, care for our members and responsible leadership, value to our members is guaranteed.

INVESTED IN THE PSYCHOLOGICAL AND FINANCIAL WELLNESS OF ALL OUR MEMBERS

The NFMW offers holistic personal financial planning, advice and retirement counselling, which include retirement planning, investment planning, estate planning and tax planning for all members. The Fund appointed INfund Solutions and Portfolium to provide NFMW-members with retirement counselling and financial advice services respectively. This unique approach will target ALL members from a young age (not only those close to or approaching retirement).

Our psychological and health wellness programme offered to our members and their immediate family members allows them access to a free and confidential health resource which provides counselling and support services in their personal life and at work. HEALTH HEROES can assist with marital, family and relationship problems, incapacity and disability, personal and work-related stress, suicide/homicidal threat, alcohol and substance abuse as well as other psychosocial issues and health challenges

Living our vision of positively impacting the lives of our members, their families and their communities, today and tomorrow.

ETHEKWINI MAYOR’S STATE OF THE CITY ADDRESS (SOCA)

Outlines plans to build a better city for all

CHRIS HANI DISTRICT MUNICIPALITY

Recognised for best performance on Capital Grant Expenditure

CITY OF EKURHULENI

Launches WhatsApp Business Channel for the community in South Africa

EMFULENI LOCAL MUNICIPALITY

Council appoints new Municipal Manager

MNQUMA LOCAL MUNICIPALITY

Achieves the only clean audit for the Amathole District

ETHEKWINI MAYOR’S STATE OF THE CITY ADDRESS (SOCA) Outlines plans to build a better city for all

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

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

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

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

WHY VISIT THE CITY OF MATLOSANA?

“In this regard, we stand before you to bring hope and renew the people’s contract by presenting bold and tangible interventions that will ensure no one is left behind,” stated Mayor Kaunda.

A RESILIENT CITY

Mayor Kaunda said: “We are happy to see the economy bouncing back and returning to pre-COVID-19 growth levels. This can be attributed to the Economic Recovery Plan.”

“Businesses that were forced by the hard lockdown during COVID-19 to halt operations have reopened and retained many jobs. In addition, during this period, we were able to attract foreign direct investment of close to R4 billion.”

Regarding infrastructure damaged during the floods, the R1.5 billion flood relief grant has been received in addition to the R185 million that came six months after the floods. This will be used to address damaged roads, bridges, stormwater systems, human settlements, and sanitation infrastructure.

HUMAN SETTLEMENTS

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

eThekwini Mayor Councillor Mxolisi Kaunda delivered his muchanticipated State of the City Address (SOCA) on 26 April at the Inkosi Albert Luthuli International Convention Centre. During the address, he outlined the Municipality’s financial position, progress on capital projects, and setting the agenda for the year ahead.

• Medical tourism

• Wellness tourism

He said the City has identified the

following key five priorities:

• Building adequate infrastructure to improve service delivery

• Job creation

• Skills development

• Fighting crime to create safe living spaces

• A resilient social solidarity economy

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

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

PRIME LAND FOR DEVELOPMENT

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

Speaking on the recent floods, the Mayor said 8 000 families who were displaced were moved to 120 mass care centres are now in safe family-friendly accommodation. Plans to build permanent houses for them are also advancing. The City is preparing 15 parcels of land for this purpose. This will yield 3 500 sites that will benefit people in emergency accommodation. Planning

Executive Mayor: Cllr. Mxolisi Kaunda

AGRICULTURE

is underway and the sites should be completed in August this year. The on-site construction for services and top structures is scheduled to start in November 2023.

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).

The building material for 576 families affected by the floods has also been supplied. In the current financial year, the Municipality will deliver 19 800 housing opportunities through the construction of new and upgraded community residential units, rectifying pre and post-1994 houses, and eradicating transit facilities.

the Mayor acknowledged their plight, and said eThekwini would look at ways to engage the neighbouring municipalities to resuscitate their economies through the District Development Model. He said that eThekwini currently had 600 informal settlements.

INFRASTRUCTURE DEVELOPMENT

The Mayor stated that over the past five years, the municipality had delivered multiple housing opportunities that included:

He said the municipality will also issue title deeds to beneficiaries of the subsidised housing programme. The City also offers three months’ grace period to pay bills. “In line with the principles of the Freedom Charter, that there shall be houses, security and comfort, the City prides itself for providing subsidised housing units to the poor,” the Mayor said.

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.

He said the City was accelerating the implementation of catalytic projects, which include Cornubia Integrated Human Settlement and Greater Amaoti Housing Projects to address the housing backlog.

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.

Speaking on the migration of people from rural areas to the city in search of jobs and economic opportunities,

• acquiring more than 21 230 hectares of land for housing development;

• provided internal infrastructure engineering services to more than 7000 sites from various projects;

• provided over 22 891 incremental services sites to the various informal settlements within the city;

• built 15 026 houses for qualifying beneficiaries under various housing programmes, as provided in the Housing Code 2009;

• re-built over 800 houses that were affected by the storm disaster, among other things.

NATIONAL FRESH PRODUCE MARKET

The City has completed 11 flood-related water projects in various areas. “Together with Umgeni Water, we are finalising plans to upgrade the Southern Aqueduct, which will provide these areas with a reliable supply when completed. The project will cost over R900 million,” he said. He said contractors are repairing two major wastewater treatment works in Umbilo and the Northern Wastewater Treatment Works in Sea Cow Lake.

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.

To improve water accessibility in areas with water network challenges, the Municipality is procuring 55 new water tankers to add to the current fleet. The construction of

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

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...

“I want to tell those that say this City is on the verge of collapse that our City is slowly rising again.” – Mayor Kaunda

WELCOME TO THE CITY OF CITY OF PEOPLE ON THE MOVE

facial recognition cameras, and drones to fight crime.

The City has embarked on campaigns to encourage communities to pay for their own services and had also created platforms for the communities to create their own economic opportunities.

Sanral would be investing over R40 billion in the next three years for the N2 and N3 upgrades, and the City had collaborated with Transnet and Prasa to ensure there is local beneficiation from their major projects implemented in the City.

the Umkhomazi Dam will resolve the deficit in available raw water to meet the full water demand for the City.

ELECTRICITY

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.

Mayor Kaunda said challenges of load shedding, theft, and vandalism of electricity infrastructure continue. He said over 100 power stations were severely affected by the floods, but all are in good working condition. The Mayor said: “I want to tell those that say this City is on the verge of collapse that our City is slowly rising again. We continue to honour our financial obligations, such as paying Eskom and Umgeni Water. The City does not owe these entities even a cent. Hence our people do not have any problems in receiving these services.”

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

ROADS, STORMWATER AND BRIDGES

• Wildlife tourism

• Medical tourism

repair roads, bridges, and stormwater systems. “We are confident that by the end of this year, all our access roads will be traversable,” he said. In the past five years, the Municipality has upgraded 68 km of roads from gravel to tar and rehabilitated 1106 km.

BUILDING SAFER COMMUNITIES

Part of the interventions the City will implement to eradicate crime include:

The City will continue to invest in building libraries, community centres and sports facilities.

The City aimed at eradicating pit latrines, adding that all communities would soon have flushing toilet systems.

• Wellness tourism

Of the R1.5 billion flood relief grant, R1.2 billion has been allocated to

• Recruitment of 400 Metro Police officers annually;

• Use of technology to fight crime using CCTV cameras in the CBD, rural areas, and townships;

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

• Facial recognition cameras at entry points;

MATLOSANA AS A MEDICAL HUB

• Body cameras for Metro Police officers;

• Training of specialised units in collaboration with SAPS;

• Using drones to detect crime.

OTHER INITIATIVES

The eThekwini police will use, amongst other interventions, CCTV,

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.

“Through the eThekwini Municipal Academy, we will work with TVET colleges and the private sector to establish work readiness centres. We are introducing a new IT Skills Development Programme where we aim to train one million young people on IT skills over three years through the Isibanisolusha Programme. We also plan to place graduates in the municipality and engage other sister organisations to provide opportunities to the youth to ensure they complete their qualifications and gain work experience.”

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

The city will continue to engage and support businesses at those economic zones who have not been able to get back on their feet in the aftermath of the riots and floods.

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 port City of eThekwini aims to attract R30 billion in investment through which it hopes to create around 67 500 jobs per year.

“In this regard, we stand before you to bring hope and renew the people’s contract by presenting bold and tangible interventions that will ensure no one is left behind,” said the Mayor

CHRIS HANI DISTRICT MUNICIPALITY Recognised for best performance on Capital Grant Expenditure

AGRICULTURE

to municipalities pronounces municipalities that have reported significant underperformance and non-compliance against conditional grants frameworks. The stopping and re-allocation process provides that municipalities that are showing improved performance could be considered for additional funding and the ones that are underperforming could have their funds stopped in the current year.

its plans and strategies with a particular focus on bulk water and sanitation infrastructure development across the district.

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.

In what is a boost for infrastructure development, Chris Hani District Municipality has made remarkable progress on its grant spending for the 2022/23 financial year which has significantly improved when compared to previous financial years. This performance has also earned the district municipality recognition from the National Treasury which has recently issued a government gazette dated 29 March 2023. The gazette lists CHDM as one of the best-performing municipalities in the Province for spending its full allocation (100%) of Municipal Infrastructure Grant with a record of 85% overall grant expenditure thus far.

The gazette which provides information regarding the adjustment of allocations

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...

CHDM has thus been considered for an additional allocation of about R220m for Regional Bulk; R95m Infrastructure Grant; R120m Municipal Infrastructure Grant; R5.2m Water Services Infrastructure Grant; and R650 000 Rural Roads Asset Management System Grant. The additional allocation will bring muchneeded relief to the CHDM community and add further meaning to the district developmental agenda. The funding will therefore be directed towards improving service delivery within the district and prioritising historical infrastructure backlog and aged infrastructure that the district has been confronted with over the years.

During the past financial year, the district municipality closely monitored its expenditure patterns and revisited

NATIONAL FRESH PRODUCE MARKET

CHDM Executive Mayor, Cllr Wongama Gela welcomed the pronouncement saying, “Indeed, Chris Hani District Municipality prides itself on the spending on conditional Grants allocated to the municipality to construct water and sanitation infrastructure, reticulation, sanitation services and rural roads assets maintenance. This move will boost the municipal efforts to render water and sanitation services, to improve the quality of lives of the ordinary people of the district in the current Financial year 2022/23 financial.”

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.

The district municipality has already put together an action plan which will see to the implementation of the following:

1. Completion of projects that had financial constraints

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

2. Bringing forward some of the projects that could not be implemented in the current financial year

CONTACT DETAILS

3. Address sanitation related directives issued by the Department of Water and Sanitation

Address: Cnr Braamfisher & OR Tambo Streets, Klerksdorp

Tel: 018 487 8000/ 018 487 8800

4. Address recurrent water interruptions and,

Email: communications@ klerksdorp.org

CityofMatlosanaUpdates @MatlosanaCom

Cityofmatlosanamunicipal

5. Conduct assessment of the conditions of our rural roads and provide Local Municipalities with information that will assist their planning.

Executive Mayor: Cllr Wongama Gela

The National Treasury government gazette lists CHDM as one of the best-performing municipalities in the Limpopo Province for spending its full allocation (100%) of Municipal Infrastructure Grant.

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

CITY OF EKURHULENI Launches WhatsApp Business Channel for the community

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.

The City of Ekurhuleni is thrilled to announce the launch of the Siyakhoka WhatsApp Business Channel, which is set to revolutionise the way residents connect with the city. WhatsApp, as one of the world’s most popular messaging apps with over 2,44 billion users globally, is renowned for its fast, easy, and secure communication. By introducing Siyakhoka, the city aims to enhance customer experience and make it even more accessible to people who prefer to use messaging apps as their primary mode of communication.

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.

What is Siyakhoka?

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

Through the Siyakhoka WhatsApp Business Channel, residents can now connect with the city through their smartphones and receive prompt responses to their inquiries or feedback. This channel is designed to provide a seamless and efficient customer experience, allowing users to interact with the municipality at their convenience without having to visit a physical office or make a phone call. Residents can report issues such as meter readings, potholes, broken streetlights, water leaks, and other municipal

service-related matters and receive timely updates on the progress of their response.

Using Siyakhoka to tackle municipal challenges

Like most municipalities in South Africa, the City of Ekurhuleni faces a number of challenges in delivering services and meeting the needs of its residents. With a population of more than 4 million, the city’s economy makes up to 21 percent of the total economic output of the Gauteng province and 77 percent of the national production. Prior to the launch of Siyakhoka the municipality provided residents with a Customer Care Centre platform to address residents’ inquiries.

benefits for a municipality such as Ekurhuleni. Firstly, it can generate better funding for the municipality to improve its services. Secondly, it can reduce errors and costs associated with the billing process. Thirdly, it can result in a faster query resolution and reduce costs related to the termination or reconnection of services caused by payment delays or errors. In addition, it can shorten the turnaround time between the distribution of bills and payments, reduce bank charges and third-party service fees and save on postage and printing costs.

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

Due to high volumes of inquiries and service requests, the municipality struggled to respond to resident’s needs in a timely manner. In addition, the municipality faced challenges with effectively communicating with its residents, which often led to misunderstandings and dissatisfaction with municipal services.

MATLOSANA AS A MEDICAL HUB

Siyakhoka is designed to create muchneeded transparency between the city and its residents. They also have the option of making payments using Masterpass, which is a digital wallet service designed to enhance the safety and convenience of online payments, by storing all their payments in a single and secure location.

Benefits for the city

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.

Effective debt collection and account reconciliation can lead to several

This further contributes to the municipality’s efforts to reduce its carbon footprint. Ultimately, these benefits translate into cost savings as the staff can be better utilised to enhance the quality of service delivery to the community.

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.

Ekurhuleni Chief Information Officer, Mr. Moloko Monyepao, said the city is excited to enhance its customer service offering and provide prompt, efficient service that meets the expectations of modern consumers.

PRIME LAND FOR DEVELOPMENT

“With this mobile application, you can view and download your municipal bills, and capture and submit your meter readings during each billing cycle. And with the power of WhatsApp, you will be able to interact with the City directly, just as you do with your family and friends,” said Monyepao.

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.

Siyakhoka is designed to create much-needed transparency between the city and its residents.

EMFULENI LOCAL MUNICIPALITY Council appoints new Municipal Manager

Executive Mayor of Emfuleni Municipality, Cllr Sipho Radebe, welcomed the appointment of Mr April Sotshengani Ntuli at a special council seating on 24 March 2023.

AGRICULTURE

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

University in 1998, formally known as Northern Gauteng Technikon.

• Post Graduate Diploma in Development Finance from the University of Cape Town

• Mr Ntuli also achieved a clean audit from 2015 to 2017 in the Nkangala District Municipality and in the Steve Tshwete Local Municipality from 2019 to 2020.

INFRASTRUCTURE DEVELOPMENT

This position had been vacant for the past four months, following the departure of former Municipal Manager Lucky Leseane in November 2022. The Mayor said that the council’s primary focus on this appointment was motivated by the candidate’s leadership skills and experience.

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.

“The appointment of the Municipal Manager was a tedious process that required applicants to be subjected to rigorous screening, vetting, evaluation, and an interview process. The Municipal Council has full confidence in the administrative prowess of the incoming MM for him to perform his mandate with meticulousness and great zeal. I have no doubt that Mr Ntuli is a perfect fit for Emfuleni and that he can enhance the municipality’s culture of serving people,” said Mayor Radebe.

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.

Ntuli is a professional Civil Engineer Technologist by trade, with over 24 years of experience in the Civil Engineering and Municipal Engineering Services field in South Africa.

He holds the following qualifications and achievements:

• BTech (Civil Engineering) from the University of Johannesburg, formally known as Technikon Witwatersrand in 2002.

• National Diploma (Civil Engineering) from Tshwane

Due to his experience of serving in various municipalities and positions across the country, Ntuli has a wealth of experience in governance, public finance, and ethical leadership. Accepting this appointment as the new Municipal Manager, Ntuli said that he is humbled by the designation and further acknowledged the expectation and responsibility that comes with the position. Ntuli also expressed his willingness to serve the people of Emfuleni with honour and further highlighted that he is aware of the challenges Emfuleni is facing since he is no stranger to the municipality.

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...

“My eyes are set to focus on five key areas as part of turnaround strategy which includes enhanced revenue collection, building credible governance structures, ensuring financial viability, building institutional capacity for service delivery, and presenting and implementing service delivery to the people of Emfuleni,” said Ntuli.

Ntuli stepped into the shoes of Municipal Manager at a time when the municipality was already experiencing years of both energy and water crises. Residents had

NATIONAL FRESH PRODUCE MARKET

already endured years of poor service delivery which has severely affected their livelihood. His appointment is seen a beacon of hope and he has committed to contribute in his capacity as Municipal Manager, to the growth, revitalization and transformation of the region.

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.

“It is our greatest pleasure to welcome and introduce the new Municipal Manager to members of the public, stakeholders, and ELM employee.” - Mayor Sipho Radebe.

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

Ntuli’s appointment could not have come at a better time for the municipality, as the collaboration of political parties represented in the Emfuleni Council approved a report on the resealing and refurbishment of 40 roads in the area. This is certainly going to improve the lives of the community and contribute towards accelerating service delivery. A comprehensive list of roads to benefit from the project will be shared with the people of Emfuleni in due course.

Municipal Manager: Mr April Ntuli

MNQUMA LOCAL MUNICIPALITY Achieves the only clean audit for the Amathole District

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

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

The Mnquma Local Municipality achieved an outstanding accomplishment by attaining the only clean audit out of the five local municipalities under the Amathole District. This announcement was made by the office of the Provincial Treasury during day two of the Municipality Strategic Planning Session, in February 2023. The municipality received an award from the Premier of the Eastern Cape, Oscar Mabuyane, and from the office of the Auditor-General of South Africa.

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.

Executive Mayor Cllr Tunyiswa ManxilaNkamisa said she was very proud of the clean audit achievement, adding that it has earned the Mnquma Council recognition among other municipalities in South Africa. “It is testimony to the capable political and administrative leadership that you have witnessed in our municipality and puts us at an

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

advantage to do more to improve the lives of the people of Mnquma,” said the Mayor.

The clean audit was achieved during the first term of the appointment of the Municipal Manager, Mr Silumko Mahlasela. He explained that the clean audit was a target set by the management team and that achieving it is testimony of good governance and functional systems within a local government sphere.

mandatory 30-day period for paying service providers, despite the challenges posed by the residents owing money to the municipality.

Mnquma’s 63-member Council and the Administration both agreed to enhance its revenue collection campaign to recoup the debt which will be used to accelerate the rollout of basic service delivery for the benefit of the residents. Specifically, the municipality is offering a 50 percent discount to fully settle the debt owed.

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

When elaborating he said, “It lays fertile ground to attract investment into the municipality because it boosts investor confidence. When coming into office we introduced several belt-tightening measures to stabilise the environment within the municipality.” He added that these included a skills and qualifications audit, risk-mitigating measures, and a complete overhaul of their revenuegenerating systems. He said the focus now shifts towards maintaining the clean audit to accelerate their service delivery mandate.

MATLOSANA AS A MEDICAL HUB

Despite the municipality’s recent achievement of a clean audit, there are still challenges to be addressed. Treasury revealed that residents and businesses in Mnquma owe the municipality a staggering R160 million in unpaid rates and services, with the majority of R104 million of this balance being residential debt.

Treasury did however recognise the municipality’s compliance with the

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

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

PRIME LAND FOR DEVELOPMENT

In addition to this initiative, the South African Local Government Association (SALGA) and the Department of Cooperative Governance and Traditional Affairs (CoGTA) also made presentations about the support they are offering to help create functioning and efficient local government institutions. With a focus on promoting transparency, accountability, and good governance, these presentations were aimed at equipping local government institutions with the tools and resources they need to better serve their communities. As such, SALGA and CoGTA‘s support represents a significant step in strengthening the capacity and effectiveness of local government institutions in Mnquma and beyond.

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 municipality’s achievement is not only a testament to the hard work and dedication of the municipal officials but also sets an inspiring example for other municipalities in the country.

Municipal Manager: Mr Silumko Mahlasela

Follow these steps to obtain a Safety Permit:

The Railway Safety Regulator (RSR) Act 16 of 2002 (as amended) requires all operators, including municipalities with railway sidings, to apply for a safety permit issued by the RSR. To apply for a safety permit operators must follow these simple steps:

Applicants must have an Interface Agreement with Transnet.

RSR to arrange for a meeting with applicant to discuss their business intentions.

Applicants must send an email to (safetypermitsadmin@rsr. org.za and Cc: louisam@ rsr.org.za ) to get the requirements of the Safety Management System.

Applicants must register on the National Information Monitoring System (NIMS)

Applicants must pay a non-refundable safety permit application fee.

The applicant shall submit the application through, NIMS.

The RSR shall evaluate the safety permit application.

The permit fee is then calculated, and an invoice is issued.

The applicant will be required to pay the safety permit fee within 30 days of being issued an invoice by the Regulator.

The applicant will be issued with a Safety Permit.

The operator is expected to manage their Safety Management System. The RSR shall conduct regular audits and inspection to ensure compliance.