Voice Of Local Government July 2022 Edition

ISSUE 39

www.salga.org.za

ASISHO! LET’S SAY IT!

Renewing the social contract between local government and citizens Bheke Stofile, President, SALGA

INSIDE: TACKLING YOUTH UNEMPLOYMENT | THE DIGITAL SKILLS REVOLUTION | THE RISE OF SMART CITIES | SERVICE DELIVERY WINS | CLIMATE CHANGE

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0 4 YEARS #

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CELEBRATING 40 YEARS OF

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THE BONITAS 40 BIRTHDAY STORY… th

For four decades, Bonitas Medical Fund has been providing affordable, quality healthcare to South Africans. By BONITAS MEDICAL FUND HOW IT BEGAN

OUR MEMBERS

Bonitas was launched in 1982 as a medical scheme for black civil servants. It started with only 27 members and monthly contributions ranged from R1.60 to R9.60 per principal member. Over the years, the scheme continued to grow its membership base with predominantly teachers, nurses and civil servants.

Members are from all walks of life – they are South Africans who need peace of mind when it comes to healthcare.

ACCOLADES Bonitas has won some of the industry’s most prestigious awards, including the Ask Afrika Orange Index Award for Service Excellence in 2020/21 and the BHF Titanium Award for Operational Performance this year.

GROWING UP In 1995, Bonitas became an open medical scheme, opening its doors to South Africans from all walks of life, growing to become the second-largest medical scheme in the country.

Lee Callakoppen, Principal Officer of Bonitas, says: “Forty years on, we are proud to have over 700 000 beneficiaries as part of the Fund.”

The scheme is committed to the transformation of the healthcare industry and is in excellent financial health with over R6-billion in reserves.

Over the four decades, Bonitas has evolved and expanded its capabilities in response to the changing healthcare needs of its growing membership base. The Fund has enjoyed several successes, concluding six amalgamations, the most recent being with Nedbank Medical Aid Scheme.

IMAGES: SUPPLIED

THE CORE BUSINESS “Our mantra is: ‘The Medical Aid for South Africa’ – this underpins all we do, including finding innovative solutions to help reduce the cost of private healthcare without compromising on quality. We put our members first when we negotiate rates and source reputable service providers. We do not believe in one-size-fits-all and adjust our wide range of benefit options annually while keeping plans simple and user-friendly,” Callakoppen says.

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LOOKING AHEAD

Lee Callakoppen

HOW WE DO THIS Bonitas offers 15 plans, comprising traditional, savings, hospital, edge (virtual), network and income-based plans. Each is simple and easy to understand, with a specific mix of benefits to appeal to various target markets.

The Managed Care programmes include cover for chronic conditions such as cancer, diabetes, HIV/AIDS, back and neck problems and mental health. This allows members to derive real value for money and stretch their benefits as far as possible.

“Our team of experts is always looking for innovative ways to ensure our members enjoy affordable, quality healthcare,” stresses Callakoppen. “Whether it’s keeping our fingers on the pulse of technology, managing our members’ care, identifying lifestyle diseases before they become chronic or negotiating preferred rates for our members.”

“The future of healthcare will revolve around preventative care and sustaining wellbeing, as opposed to responding to illness,” says Callakoppen. “It will see the healthcare industry being more agile, adapting to the ever-changing needs of all role players through to the procurement of equipment, medicine supply management, use of day surgeries and acute hospitals, and alternative reimbursement models.

“Bonitas’ priority remains making quality healthcare more accessible and more affordable while ensuring financial sustainability and longevity of the scheme,” he concludes. ▪

➔ Scan this QR code to go directly to the Bonitas website.

For more information: 0860 002 108 www.bonitas.co.za @BonitasMedical

VOICE OF LOCAL GOVERNMENT

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34 UPFRONT 3

EDITORIAL DELIVERY

CONTENTS ISSUE 39, INSIDE THIS ISSUE

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Ahead of COP27 being held in Africa later this year, the mayors and governors of 10 major African cities announced an ambitious commitment to improve air quality by signing the C40 Clean Air Cities Declaration.

We must not ignore the realities of a struggling South Africa and its economic and social woes.

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FROM THE CEO Despite the challenges the country, SALGA and municipalities face, SALGA is committed to inspiring service delivery, uplifting the youth and facilitating a better life for all.

With high unemployment rates, and especially unemployment among young people, South Africa’s economy isn’t growing.

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CREATING JOBS FOR OUR YOUTH We must wonder if South Africans even bat an eyelid anymore when they hear about the rising youth unemployment figures. We take a look at some local initiatives helping to create jobs and business opportunities for the youth.

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POLICY VACUUM

Without a co-ordinated national policy to address the plight of the homeless, municipalities must come up with responses to the growing number of people living on the streets.

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THOUGHT LEADERSHIP: DIGITAL SKILLS

MUNICIPAL MATTERS

40 THOUGHT LEADERSHIP:

South Africa’s climate change focus needs to be led by the recognition that the effects are only going to get worse.

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THE BULLETIN SALGA IN ACTION

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Structural issues in municipalities threaten to stand in the way of sustainable service delivery.

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THOUGHT LEADERSHIP: INTEGRATED URBAN DEVELOPMENT

THOUGHT LEADERSHIP: INNOVATION There can be no sustainable future without an effective and efficient approach to holistic water management.

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BUILDING SMART Plans for the development of the Lanseria Smart City are becoming more tangible; and while our government works towards

DEEPENING KNOWLEDGE ON LOCAL GOVERNMENT ASSOCIATIONS Representatives from the Ethiopian Cities Association (ECA), an alliance of 86 Ethiopian cities working towards improving the living conditions of the urban Ethiopian population, participated in a study tour to the South African Local Government Association in Tshwane.

BETTER ROAD ACCESSIBILITY The Gert Sibande District Municipality’s Municipal Support Programme is improving road accessibility in the district, helping to boost infrastructure, tourism and transport in the province.

EMPLOYEE CONDUCT SOLUTIONS FOR MUNICIPALITIES The South African Local Government Association’s fourth annual local government labour law seminar was an eye-opener for municipal delegates on matters relating to employee conduct during the COVID-19 pandemic.

The recent floods in KwaZulu-Natal should spur on government to ramp up its integrated planning and resilience infrastructure.

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CAMPAIGNS The South African Local Government Association launches the Asisho!

Let’s Say It Campaign.

SERVICE DELIVERY

IN THE HEADLINES CLIMATE CHANGE

Witzenberg Municipality has emerged as the biggest winner during the Green Drop awards; and the first drops from the Nooitgedacht Water Scheme were delivered in March this year, signalling the final step in phase 3 of the project that will augment the water supply.

37 BOUNDARY REDETERMINATION

Giving young South Africans access to critical digital skills delivers social and business value.

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52 WATER MATTERS

POLICY MATTERS

The role of municipal demarcation in service delivery remains a hugely contentious topic, nearly 30 years after the advent of democracy.

BELLVILLE CLOCK TOWER CHIMES ONCE AGAIN Thanks to a major restoration campaign, the Greater Tygerberg Partnership (GTP), together with the City of Cape Town, proudly launched the Bellville Clock Tower at the Bellville Civic Centre.

34 HOMELESSNESS WITHIN A

THOUGHT LEADERSHIP: JOB CREATION South African businesses need to be at the forefront of preparing unemployed youth for the future of work, as industries shed unskilled labour.

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COMMUNITY INTEREST

PLUGGED IN

TACKLING YOUTH UNEMPLOYMENT AND DEVELOPMENT ISSUES

building new smart cities, South African citizens can start building their own smart cities at home by investing in smart home technologies.

THE LONG VIEW

THE PULSE 10

C4 CLEAN AIR CITIES DECLARATION

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CITIES CAN UNLOCK THE FULL POTENTIAL OF THE AFCTA Resource-efficient and sustainable cities are key to unlocking the full potential of the African Continental Free Trade Area.

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WE SIMPLY CANNOT IGNORE THE REALITIES ANY LONGER

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t’s been 46 years since students across the country stood up determined to change the course of this country’s history and their futures that the apartheid government was determined to control and exploit for cheap labour.

The peaceful protest that started that day ended in violent aggression. Many students needlessly lost their lives, some shot in the backs by aggressive policemen. But the world finally stood up in solidarity that year, supporting the students by voicing their collective disgust for the repressive apartheid laws and rulers.

But even though more international sanctions were put in place and the apartheid government experienced ever-increasing instability as black resistance grew, it would take many more government-led massacres and another 14 years before some anti-apartheid political prisoners were free, and another 4 years before black South Africans had the freedom to vote in a new political dispensation.

It’s been 28 years since that election; we have seen many black-led governments come and go, but the situation for young black South Africans hardly seems to have improved. High unemployment, a lack of access to quality basic services, education and schooling facilities are still a daily reality for our most vulnerable communities.

We cannot ignore the growing number of shacks being erected as our housing programmes across the provinces still are unable to meet the needs of our people, and we cannot ignore that many of our children still go to school hungry. We can no longer afford to ignore the fact that while many government officials live in luxury, their constituents are sleeping out on the streets, gathered in spots within our suburbs hoping for a car to stop and offer them piecemeal jobs. We can no longer

SALGA National Office Menlyn Corporate Park Block B 175 Corobay Avenue Cnr Garsfontein and Corobay Waterkloof Glen, Ext 11 Pretoria 0001 Tel: 012-369-8000 Fax: 012-369-8001

SALGA Eastern Cape Berea Terrace Office Building First Floor, Suite 3 Berea East London 5214 Tel: 043-727-1150 Fax: 043-727-1156/67

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SALGA Free State SALGA House 36 McGregor Street East End Bloemfontein 9300 Tel: 051-447-1960 Fax: 051-430-8250

stand by and watch the growing number of tenderpreneurs living their best lives when our grannies are struggling to feed their families on social grants that simply don’t cover their needs. We should not be happy to send our children to schools where they must trek across dangerous rivers or streams, use pit latrines or share one desk with up to four classmates.

We should no longer be allowing our municipal leaders to blame everyone else but their lack of political will and integrity as we queue to demand that our communities get electricity, proper sewage and waste management services, and while we struggle with the ever-increasing cost of living.

We have our political freedom, we have a robust constitution and Bill of Rights that enshrines our collective rights to the access of certain services, however, our struggles, unfortunately, are still very real. While there certainly are pockets of success within our local government structures, it’s simply isn’t enough.

And our nonperforming municipalities must surely be called out when they are unable to deliver basic services that our neighbouring communities enjoy.

While SALGA has endeavoured to ensure our municipalities are equipped to do the job, who ensures that they actually do their jobs?

It’s us, the students, pensioners, labourers, professionals, the unemployed, and civil society that must demand that things change. And when they change, we must collectively ensure that we are good stewards of those changes.

In this issue, we highlight the challenges, but also take a deep dive into some of the innovative and brave leadership strategies in place within our communities that proffer a glimmer of hope that if we band together and employ ethical leadership, our future world can look differently for all our people. ▪ Raina Julies

SALGA Gauteng 3rd Floor Braampark Forum 2, 33 Hoofd Street Braamfontein 2017 Tel: 011-276-1150 Fax: 011-276-3636

SALGA KwaZulu-Natal 4th Floor Clifton Place Hurst Grove Musgrave Durban 4001 Tel: 031-817-0000 Fax: 031-817-0034

SALGA Limpopo 127 Marshall Street Polokwane 0699 Tel: 015-291-1400 Fax: 015-291-1414

SALGA Mpumalanga Salga House 11 Van Rensburg Street Nelspruit 1200 Tel: 013-752-1200 Fax: 013-752-5595

UPFRONT

EDITORIAL DELIVERY

Director, Marketing & Communication: Tebogo Mosala Communication & Marketing Officer: Marelda Boshielo Marketing Officer: Valerie Setshedi Content Writer: Bonolo Selebano

PICASSO EDITORIAL & PRODUCTION TEAM Content Manager: Raina Julies, rainaj@picasso.co.za Contributors: Trevor Crighton, Andrew Dickson, Burgert Gildenhuys, Darrin Green, Anél Lewis, Denise Mhlanga, Itumeleng Mogaki, Sivi Moodley, Rajan Naidoo, Bonolo Selebano, Rodney Weidemann Copy Editor: Brenda Bryden Content Co-ordinator: Vanessa Payne Head of Design: Jayne Macé-Ferguson Senior Designer: Mfundo Archie Ndzo Advert Designer: Bulelwa Sotashe Cover images: Supplied Sales Project Manager: Jerome van der Merwe, jeromem@picasso.co.za Sales Team: Frank Simons, Natasha Hendricks, Jacqueline Bezuidenhout Production Editor: Shamiela Brenner Advertising Co-ordinator: Shamiela Brenner Subscriptions and Distribution: Fatima Dramat, fatimad@picasso.co.za Business Manager: Lodewyk van der Walt Lodewykv@picasso.co.za Management Accountant: Deidre Musha General Manager, Magazines: Jocelyne Bayer Published by Picasso Headline, a proud division of Arena Holdings (Pty) Ltd

Hill on Empire, 16 Empire Road (cnr Hillside Road), Parktown, Johannesburg, 2193 Postal Address: PO Box 12500, Mill Street, Cape Town, 8010 www.businessmediamags.co.za Printing: CTP Printers, Cape Town Follow and like us to keep up to date with SALGA news.

Copyright: Picasso Headline and SALGA. No portion of this magazine may be reproduced in any form without written consent of the publisher. The publisher is not responsible for unsolicited material. Voice of Local Government is published quarterly by Picasso Headline. The opinions expressed are not necessarily those of SALGA or Picasso Headline. All advertisements/advertorials and promotions have been paid for and therefore do not carry any endorsement by SALGA or the publisher.

SALGA North West 56 William Street Witkoppies Klerksdorp 2571 Tel: 018-462-5290 Fax: 018-462-4662

SALGA Northern Cape Block Two, Montrio Corporate Park, 10 Oliver Road, Monument Heights, Kimberley 8301 Tel: 053-836-7900/8 Fax: 053-833-3828

SALGA Western Cape 7th Floor 44 Strand Street Cape Town 8000 Tel: 021-446-9800 Fax: 021-418-2709

VOICE OF LOCAL GOVERNMENT

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The QAIP is an imperative pillar of an effective Combined Assurance The demand for more value from Internal Auditors (We) appears to have increased recently. To adapt to such expectations, we had to find more efficient and innovative methods to earn the title of Trusted Advisor and find respected audience in board room.

Lately, Combined Assurance (CA) have become a “buzz word”. The value proposition of an effectively implemented Combined Assurance Model is to optimise assurance coverage, creating synergy amongst assurance providers.

This synergy adds value by providing the B oard and Management a holistic assessment of governance, risk management and internal control (GRC) activities.

Moreover, this value adding information contributes to better strategic and operational decisions.

The Chief Audit Executives (CAEs) who lead effectively, implement a CA Model that will earn a Trusted Advisor title

Trusted Advisors appreciate that a QAIP is an imperative pillar of an effective CA Model that goes beyond the IPPF S tandard 1 3 0 0 compliance requirement.

Similarly, to the value proposition of effectively implemented CA Model, the above interpretation of QAIP encourages continuous identification of opportunity for improvements.

Ultimately, an internal audit activity, which is fit for purpose

Q uality Assurance and I mprovement P rogram (Q AI P ) F ramework Continuous Improvement of IA Processes

Quality Assessments

Quality Assurance over entire IA activity

External Assessment

Ongoing Monitoring

Communication

Professional Practice

Period S elf Assessment

Finding Observations & Recommendations

Internal Audit Activity

Governance

Quality is built into IA Activity

Reporting & Follow up

Continuous Improvement of QAIP

“A quality assurance and improvement program is designed to enable an evaluation of the internal audit activity’s conformance with the Standards and an evaluation of whether internal auditors apply the Code of Ethics. The program also assesses the efficiency and effectiveness of the internal audit activity and identifies opportunities for improvement. The chief audit executive should encourage board oversight in the quality assurance and improvement program.”

in boardrooms. They will provide a structured approach and mechanism to monitor GRC activities. In addition, this is a demonstration by organisations which adopt CA as corporate governance leaders. To get to that level of trust, the CAE must ensure that all Internal Audit activities are founded on quality. The habit of quality is not only limited to what we put in, but also demonstrated by what our stakeholders get out of it. Like anything of value, combined assurance methodology must be founded on a well-executed Quality Assurance and Improvement Programme (QAIP).

whilst continually improving, provides the important support for the CAE to effectively lead implementation of CA Model.

Like all valuable things, the effective implementation of a CA Model and a QAIP has its own challenges. These challenges depending on the organisation include inadequate tone at the top, imbalance of risk resilience and readiness, lack confidence in the process, immature GRC processes, insufficient capacity, poor quality of assurance, ineffective collaboration and unreliability of other stakeholders, unclear responsibilities of amongst lines-of defence resulting in irrelevant, inefficient and inadequate coordination of assurance efforts.

These challenges, difficult as they would seem, present an opportunity for CAEs to showcase the value of Internal Auditing to their organisations and solidify their hold to the title of Trusted Advisor. We as Internal Auditors must demonstrate the ability to effectively manage our own shop to be respected and influence the rest of the organisation.

The solution to these challenges also depends on the environment in which the CAE operates. A well-developed and effectively implemented QAIP will ensure that quality is built in to, rather than on to, the way the internal audit activity operates irrespective of its maturity or its size. The CAE who maintains an effective QAIP will undoubtedly be influential and his/her recommendations are more likely to be implemented.

With that credibility and influence, the CAE can then make recommendations towards efforts to create an environment where CA can be effectively implemented. An environment in which there is organisation-wide buy-in, adequate ICT support to leverage technology, encouragement for a healthy risk management culture, clearly defined responsibility, sufficient skills to support adequate coordination and alignment of assurance activities.

To conclude, in my view it is imperative for CAEs to maintain an effective QAIP in order have influence needed to lead the implementation of Combined Assurance model. Moreover, the CAE should aim to achieve the rating of “generally conforms” to set an example and earn the respect of all assurance stakeholders. In addition, a “generally effective” rating demonstrates the quality of a CAE’s leadership of the internal audit activity.

To initiate this journey, an external quality assessment (EQA) review must be performed to identify the current strengths and weaknesses Internal Audit shop. This together with internal assessments will allow the CAE to systematically focus on areas for improvement and report on the achievement of quality. At the end of the day “Quality is everyone’s responsibility”.

Writer: Bokang Modise, Mphil: IA, CIA, PIA, EO, CCSA, IAT. A multi-award winning Internal Audit Specialist, Director: Internal Audit Services.

He is a QAR Team Leader for Leadership Academy for Guardians of Governance References:

Cocks, G. 2010. Emerging concepts for implementing strategy. The TQM Journal, 22(3):260-266.

COSO. 2016. Enterprise Risk Management: Aligning Risk with Strategy and Performance - Executive Summary.

Davis, H., Schoorman, F. & Donalson, L. 1997. Towards a Stewardship Theory of Management. Academy of Management Review, 22(1):20-47 Decaux, L. 2015. Internal auditing and organizational governance: the combined assurance approach. Universite Catholique de Louvain.

The IIA. 2009. The role of Internal Auditing in Enterprise-wide Risk Management.

The IIA. 2019. International Standards for the Professional Practice of Internal Auditing (Standards).

IIA Research Foundation. 2009. Internal Audit Capacity Model (IA CM) for Public Sector IoD. 2016. King IV: Report on Corporate Governance for South Africa 2016.

Your Professional Development and Quality Assurance Partner

The Leadership Academy for Guardians of Governance (LAGG) has a team of specialists with the necessary proficiency, experience, exposure, and insight that was obtained through many years of continuous improvement in how to apply good practice in the internal audit profession. Our team’s professional input is available to you, to listen to your needs, to specifically meet your objectives, and to fill any of your gaps for as long as you need their services.

To find out more please visit: www.governanceacademy.co.za or contact: Unathi Mnyimba on email: unathi@governanceacademy.co.za

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CEO’S FOREWORD

UPFRONT

FACING THE

CHALLENGES WITH DETERMINATION Despite the challenges the country, SALGA and municipalities face, SALGA is committed to inspiring service delivery, uplifting the youth and facilitating a better life for all, writes Xolile George

IMAGE: SUPPLIED

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n light of SALGA’s ongoing role in championing the needs of citizens and communities across South Africa and providing support to the nation’s many municipalities, the recent National Council of Provinces (NCOP) Week 2022 proved to be particularly enlightening.

Taking the theme “Assessing state capacity to respond to the needs of communities”, this year’s NCOP Week focused on the state’s capacity to deliver basic services, water and sanitation to communities. Our permanent delegates to the NCOP visited their respective provinces as part of the Provincial Week Programme to assess the existing delivery of services to citizens.

The ultimate goal of this programme is to undertake high-impact oversight of the issues faced to be better prepared to respond to the challenges of state capacity in the provinces.

Another challenge municipalities are increasingly going to face as we move forward is the impact of climate change. We must understand these impacts in a South African context, as well as the initiatives the country as a whole can implement to try to curb the effects of this phenomenon. There can be little doubt that our municipalities, which will be at the coalface of dealing with the effects of climate change, need to already be considering and planning mitigation strategies.

One of our key issues in South Africa is water scarcity and quality, so it is certainly worth highlighting that, during the recent Green Drop Awards from the Department of Water and Sanitation, the Witzenberg Local Municipality scooped several awards. In a period where bad news seems to abound,

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SALGA CEO Xolile George

this kind of positive news demonstrates the good in local government.

All of the above is in line with SALGA’s goal of ensuring that the next five-year political cycle is a period of inspiring service delivery as we push forward with a solid vision, mission and set of key objectives to overcome these challenges.

In this, SALGA commits to remaining dynamic, flexible and able to adapt to change to deliver effective and efficient services, rapidly respond to member needs, and be innovative in exploring new approaches providing members with fresh and unconventional services.

As we prepare to celebrate Youth Month in June, we must recognise that, as a nation with a high youth population representing an important share of voters, it is necessary to ask if enough young people are actively engaged in local governance.

If they are not, we need to determine and understand what is deterring the youth of South Africa from local decision-making processes. It is worth noting that following the 2021 local government elections, 9 473 candidates were elected as councillors.

Of these, 398 were between the ages of 20 and 29, and 2 570 between 30 and 39.

Meaning 31 per cent of councillors could be considered young. Considerable progress has clearly been made, but much more still needs to be done.

Another massive challenge facing our youth is the issue of unemployment. This is particularly high and is the reason for several local initiatives – under the auspices of the National Youth Development Agency (NYDA), local community-based nongovernmental organisations and even corporates – designed to help create jobs for the youth.

This kind of encouragement is vital, as it is clear that many youngsters have incredible potential. A good example is Gabriella Mogale, who developed a system to fireproof homes in informal settlements, and won gold at the Eskom Expo for Young Scientists. This is the type of innovation our youth are capable of and demonstrates how they can play a key role in helping to change the day-to-day realities of vulnerable communities.

SALGA is well aware of the challenges that we and our municipalities continue to face, but the above makes it clear that efforts are being made across the board to improve governance, service delivery and the lives of citizens. In the truest spirit of Batho Pele, we continue to seek to deliver a better life for all. ▪

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TACKLING YOUTH

UNEMPLOYMENT AND DEVELOPMENT With high unemployment rates, and especially unemployment among young people, South Africa’s economy isn’t growing, writes Denise Mhlanga

B

y the first quarter of 2022, unemployment was at 34.5 per cent, a 0.8 percentage drop from the previous quarter, according to Statistics South Africa. Youth unemployment remains at a sobering 65.5 per cent – leaving many young people with little hope of ever securing a job.

“We are committed to removing the barriers that keep millions of young South Africans locked out of economic opportunity by partnering with organisations from the private sector, civil society and the government,” says Zengeziwe Msimang, chief engagement officer at Harambee Youth Employment Accelerator. She says they envision a growing South African economy and a society that works, powered by the potential of young people.

Established in 2011, the not-for-profit social enterprise is a solution-based organisation supporting young people in finding employment. It is SA Youth network’s anchor partner, and partners with organisations, including the National Youth Development Agency, Department of Trade, Industry and Competition, Department of Science and Innovation, Department of Employment and Labour, Department of Higher Education and Training, Department of Small Business Development and the Youth Employment Service.

The SA Youth network is a solution for many young people while the Presidential Youth Employment Intervention has partnered with private, civil, and public sector partners to bring together thousands of earning and learning opportunities into one portal – SAYouth.mobi.

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“Across the country, young people aged 18–34 can access jobs, learning and opportunities close to where they live without using any data,” says Msimang.

She says in the first week of May 2022, Harambee loaded 16 329 vacancies on the SA Youth website, enabled 708 earning opportunities for young people, and supported an additional 11 463 young people on the journey into work.

“These numbers are proof that Harambee can solve the youth employment crisis at scale. Since local government is at the coalface of service delivery, we can help with finding bright entry-level talent, located close to where delivery needs to happen,” she says.

LOCAL GOVERNMENT ROLE Before the government can tap into solutions like those provided by Harambee and its partners, it also needs to position youth for these opportunities within local municipalities.

“Creating more opportunities for youth in terms of education, skills and employment is a key solution in reducing youth unemployment levels and helping them develop further,” says Nozibele Makanda, portfolio head for health, community services and inclusivity at SALGA. Makanda explains that SALGA’s approach to youth development seeks to assist municipalities by providing guidance and advice regarding youth development, finding solutions and ensuring youth development is well-positioned within local government.

“The strategic framework for youth development at local government level is founded on the legislative and policy framework and supported by an integrated institutional arrangement. It also ensures that

Zengeziwe Msimang

municipalities prioritise the youth and that their specific needs are catered to as part of daily service delivery of the municipality.”

Makanda explains that during the 2019/20 financial year, SALGA commissioned research to assess local government’s current practices and approach to youth development. A sample was done on five municipalities in each of the nine provinces.

The research focus areas were institutional arrangements for youth development in municipalities, municipal services and programmes provided to the youth, youth development best practices and establishing existing challenges in addressing youth development.

“Research findings revealed that municipalities didn’t have dedicated plans that address youth development initiatives or projects,” she says.

Municipalities are at different stages in understanding and including youth and other vulnerable groups as part of service delivery.

Proper planning, implementation of activities and projects around youth development, monitoring and evaluation as well as setting

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aside specific budgets for these initiatives are some of the steps that municipalities can take to address some of the challenges.

For these initiatives to succeed, municipalities must ensure that all their staff fully understand the importance of youth development, share the same attitude towards youth mainstreaming, and have dedicated personnel who are solely responsible for advocating for youth development and youth issues in all municipal programmes.

MANY CHALLENGES

IMAGES: SUPPLIED

Makanda says that internally, respondents to the SALGA research cited limited human and financial resources allocated to youth development, poor co-ordination of youth development programmes, and the lack of youth development priorities as some of the challenges in addressing youth development at local government level.

Externally, those surveyed said there is a huge lack of co-operation from the communities, the government and nongovernmental organisations. Without joint efforts, it makes it almost impossible to address youth development.

To this end, SALGA’s recommendation is that municipalities create spaces for dialogue and consultation with youth and include the youth in policy-making processes.

“We believe that integrating youth into existing municipal policies and fully supporting their participation would result in successful youth-focused municipal development projects,” says Makanda.

Compared to young men, young women suffer the most as a result of unemployment, with Harambee data showing that women are six to eight per cent less likely to be working than men. When they do find employment, they often earn far less than their male counterparts.

Msimang says South Africa has one of the highest data costs on the continent, which hinders many young people from looking for work. “It’s no longer just the scarcity of jobs, job hunting is very costly.” She says, on average, young people spend about R360 per

Nozibele Makanda

month on data and up to as much as R1 800 for online job searches, applications, social media research and academic work.

Young people told Harambee that due to limited cash, they opt to buy smaller data bundles more often, even if the price per unit is higher than a bulk data bundle purchase.

Msimang says transport is another challenge facing unemployed youth. “Our research shows that taking more than one taxi to work greatly reduces chances of staying in the job because of the greater monthly spend on transport.”

An entry-level worker living in Soweto and earning the legislated minimum wage of R3 500 per month working in Johannesburg would spend an average of R672 on transport, leaving them with R2 828 for the rest of the month to cover rent, food and other basic requirements, for example.

YOUTH PROGRAMMES Makanda says SALGA has identified youth programmes in municipalities, including Vulindlel’ eJozi, a youth skills empowerment initiative by the City of Johannesburg in partnership with Harambee Youth Employment Accelerator. The programme enables young people to access skills training

“Creating more opportunities for youth in terms of education, skills and employment is a key solution in reducing youth unemployment levels and helping them develop further.” – Nozibele Makanda

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programmes and entry-level employment.

In eThekwini municipality, this programme seeks to empower young people with entrepreneurial skills.

The youth council in Saldanha Bay municipality is focused on ensuring that young people are active participants in municipal processes such as Integrated Development Planning (IDP). IDP’s approach to planning involves the whole municipality and its citizens in finding the best solutions to achieve good long-term development.

Young people who are future leaders need to be involved in these planning processes, Makanda says.

The City of Mbombela has implemented the Masisebenze Youth Empowerment Programme along with several subprogrammes and initiatives to help empower youth, especially unemployed youth, on how to tap into employment opportunities and deal with challenges within their communities.

Makanda says another important initiative is the Moretele LM Small Business support programme, which focuses more on youth-owned businesses, women and people with disabilities. In partnership with local economic development, 20 young people within these groups have been given funding to grow their businesses.

For Harambee, the future is exciting.

Msimang says working closely with various stakeholders and partners across the country is key to the success of what the organisation is hoping to achieve while ensuring young people are active participants in the economy.

She says through engaging with like-minded organisations, they understand there is no one-size-fits-all approach to solving the challenge of youth unemployment. South Africa is facing an enormous challenge hence there is a need to keep adapting solutions to challenges. She adds that Harambee will continue learning and changing, and importantly, positively impacting the lives of young people who remain at the centre of what the organisation does.

“We have successfully established good partnerships with government, funders, learning institutions, community-based organisations, young people, and employers, and will continue to strengthen these relationships and build even more,” says Msimang. ▪

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CREATING JOBS FOR OUR YOUTH

We must wonder if South Africans even bat an eyelid anymore when they hear about the rising youth unemployment figures. Itumeleng Mogaki takes a look at some local initiatives helping to create jobs and business opportunities for the youth

Amy Foundation teaches sewing and design skills.

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he burden of unemployment is concentrated among the youth who account for 65.5 per cent of the total number of unemployed persons, according to Stats SA’s latest Quarterly Labour Force Survey. To some, these are just numbers; to others, a grave concern; and to those directly affected, a painful reality.

We spoke to government youth development agencies and local community-based nongovernmental organisations about the local initiatives they have started to help create jobs for SA youth.

LGYDF The Local Government Youth Development Forum (LGYDF) is a multistakeholder partnership that advocates for the total institutionalisation of youth development in the local government sector. Chairperson Thapelo Maleke shares information about several of the forum’s programmes.

“We are a partnership of youth development practitioners on a mission

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Within these partnerships, the LGYDF has five focus areas: • Youth Engage is the first programme started by LGYDF before the outbreak of COVID-19. It is the organisation’s flagship project that assists young people residing in rural and urban areas to connect and engage with opportunity providers, in other words, SETAs, the national student financial aid scheme, and government youth agencies as well as the private sector, regarding bursaries, learnerships, internships, employment, and entrepreneurship.

• Seminars and webinars: These target young people to tell them about opportunities in the energy and water sectors.

• Youth in Rural Development Outreach Programme stems from the challenge and to empower young people to take charge realisation of the rural to urban migration in leading development, particularly in the by young people. That leaves townships municipal spaces and villages where they live,” and villages with no youth capacity. says Maleke. “We target councillors and mayors Government is implored to offer skills and under the age of 35, young professionals and work opportunities in rural and village entrepreneurs, disabled youth in municipalities areas so young people don’t all flock to and villages, youth development and young urban centres. women organisations, and Sector Education • Quality skills provision. Done in and Training Authorities (SETAs) because partnership with SETAs, this aims to their major mandate is skills development, “ assist women, children, and people with he explains. disabilities with training and accreditation The LGYDF has signed a collaboration to become facilitators and moderators. agreement with the Energy and Water Sector This initiative creates a pipeline of those Education Training Authority (EWSETA) as well skills in local communities so people don’t as with other SETAs. have to travel to urban areas because there are no facilitators or moderators in their rural areas.

• Career guidance expos is a programme designed for high school learners, exposing them to various careers ranging from agriculture, water, and energy to banking.

Maleke says with regards to the fourth industrial revolution, NYDA works with the Softstart Business and Technology Incubator.

Thapelo Maleke “We wish to introduce more young people

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to robotics and coding, which are critical for future skills development needs.”

To track progress, Maleke says they have a monitoring and evaluation tool that assists in tracing if what they are doing is creating an impact and ensuring all-round reach and the success of young people.

NYDA CEO Waseem Carrim says the NYDA works on four programmes for young people in South Africa. These are: • Economic development through youth entrepreneurship is aimed at supporting young people through a mix of training programmes, development finance, access to market opportunities and aftercare and mentorship.

• Job programmes, including technical and soft skills training programmes: aimed at getting young people work-ready and helping them to transition into employment.

• Revitalising the National Youth Service, which aims to give young people meaningful and quality service opportunities, allowing them to grow their skills and employability and earn an income.

• Co-ordinating the implementation of the Integrated Youth Development Strategy for more effective countrywide youth development outcomes.

Carrim says there’s a deliberate strategy in place to reach youth from the most marginalised areas.

“For example, the NYDA expanded the number of offices from 15 in 2017 to 44 in 2020 to be more physically accessible to young people.

“In addition, we have SAYouth.mobi, an inclusive and data-free platform for young people to build their profile and access learning and earning opportunities closest to where they live.

“The NYDA youth entrepreneurship programmes provide two years of full aftercare to ensure the long-term sustainability of the youth-owned enterprises. The NYDA job programmes regularly make support follow-ups to ensure that the job placements are sustainable,” says Carrim.

BLACK WOLF YOUTH AGENCY The Black Wolf Youth Agency aims to be part of an ecosystem of change and touch the lives of many aspiring young marketers through access to networks, learning programmes, and strategic partnerships.

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According to founder and director Sven Wolf, since its formal inception in 2020, the agency has helped over 250 students at the Cape Peninsula University of Technology (CPUT) in Cape Town with its work-readiness programmes, allowing students to get credits to graduate.

“Black Wolf Youth Agency is the official strategic partner to CPUT, specifically within the institution’s marketing and work-integrated learning department. We operate as an education solutions hub, providing training, mentorship, and placement to university students and graduates from across the country,” explains Wolf.

He says the agency partners with universities’ work-integrated learning departments to offer value-added support services, such as capacity and experience, to broker industry partnerships with institutions, and host events, such as career Sven Wolf development sessions and industry talks.

“The agency also provides access to networks through events and has trained and employed over 20 young individuals through and into Black Wolf’s businesses,” says Wolf.

Talking about post-training and mentorship support, Wolf says the agency has a specific interest in marketing, which makes it easier for their ecosystem to stay connected through consistent communication and events.

“We have a careers portal and social hub where we plan ongoing marketing communications to ensure our community engagement is maintained.”

AMY FOUNDATION Amy Foundation is a nonprofit organisation that offers programmes focusing on unemployed youth aged 18–35 who are not in education, employment or training.

Michelle Bagley, communications and fundraising manager at Amy Foundation, says they have a placement success rate of around 75 per cent, with over 1 000 students placed in employment and entrepreneurship since commencing their programmes.

The foundation’s Youth Skills Development Programme’s main disciplines are:

• Sewing and design. The learners are encouraged to explore their creativity and produce quality products for resale.

In so doing, they can create their small businesses and become producers for Amy’s shop. These skills are a springboard to pursuing employment opportunities in creative environments.

• Hospitality. In Amy’s teaching kitchen and bistro, the chefs introduce the learners to the basic kitchen, culinary, coffee, front of house and general hospitality skills. They try to link the learners with entry-level hospitality or retail employment opportunities or start their own small home or street food ventures.

• Beauty. Under the supervision of the beauty team, the learners are empowered with sufficient knowledge and skills to prepare them for entry-level job opportunities or starting their businesses in the beauty industry.

• Technical or repair person skills. The learners are taught basic plumbing, tiling, cabinetmaking skills, and so forth. This enables them to start their own small repair business or be linked up with other retail employment.

• Soft skills and retail-readiness. Learners attend soft skills workshops, for example, interview skills and workplace etiquette. Theoretical workshops contain content designed to groom and develop learners for the world of work and entrepreneurship. The six-day retail-readiness programme is meant to fast-track matriculants suited to the retail industry into entry-level positions with the foundation’s retail development partners.

Bagley says learners displaying an interest in business are offered business training, coaching and incubation. The foundation tries to source mentors and partners with other business development organisations for these learners.

Transport plays an important part in the success of the programme, she says. “Getting the participants to and from our centre for training, and subsidising their transport during internships and until they receive their first paycheck, is vital.

“Our programme is also about ongoing mentorship, nurturing and sustaining the relationships with the learners, not just about placing them into entry-level jobs,” Bagley concludes. ▪

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ADVERTORIAL | SBS TANKS

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of SBS Tanks offers over 500 sizes of water and liquid storage tanks ideally suited to the municipal sector.

NEW 4.4 MILLION LITRE WATER STORAGE TANK TO SERVE RURAL COMMUNITIES Proudly South African company SBS Tanks has launched a new series of water tanks, including a 4.4 million litre storage reservoir

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BS® Tanks has been a leader in the water security space for almost 25 years delivering solutions that meet the specific needs of rural infrastructure development and the commercial space. The company has recently launched a series of new tank sizes that includes a 4.4 million litre water storage reservoir, ideal for water delivery to rural communities.

GETTING WATER TO THE PEOPLE “The SBS Group has an established record of delivering product and service excellence in the water space. We have continuously embraced technology and worked to adapt our solutions to deliver according to public demand and what municipalities and engineers require,” says Mava Gwagwa, director: New Business Development, SBS® Solutions SA, a level 2 B-BBEE company. “We are proud to announce that we now offer tanks that can store over four million litres and, due to the modular design of our solutions, can be built anywhere, even in the most remote and rural locations.”

Demand for a 4 million litre tank led to the addition of 32 new tank sizes to SBS Tanks’ range of over 500 sizes.

“We still won’t need heavy machinery onsite when building these mammoth tanks, and the delivery will remain more cost-effective and time-efficient than building a traditional concrete dam or reservoir,” says Gwagwa. “We know that time is of the essence, and we are ready to help municipalities deliver on the promise to get water to the people, offering proven quality solutions.”

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BUILDING FOR BETTER SBS tanks have a 65-year expected lifespan, with liners carrying a 10-year no-leak warranty, providing peace of mind for clients and municipalities. Harsh environmental conditions are no challenge for the durable nature of SBS tanks, which have high wind ratings and can withstand extreme weather conditions. Panels and fittings can be transported to the site on off-road vehicles or even carried where necessary. As a company, SBS is also ISO 9001- and ISO 45001-compliant and SANS 10160-accredited.

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SBS Tanks offers a range of elevated tanks and ground level tanks that are able to provide the required water pressure.

From donating water storage tanks, developing modular products and elevated solutions, improving the speed of installation and commissioning of reservoirs to providing effective liner solutions for existing ageing infrastructure, SBS has worked in partnership with consulting engineers, infrastructure development teams and agencies, national government, and regional municipalities, to deliver effective, durable, and low-maintenance water storage solutions across South Africa.

“With a legacy of building for better, SBS is well-positioned to work with consultants, engineers, government and municipal leaders to ensure that the mandate of access to water for all is achieved quickly,” says Gwagwa. “SBS water storage tanks have been installed across South Africa, into Africa and across the world, and we can confidently say that we make a difference – fast.” ▪

➔ Scan this QR code to go directly to the SBS Tanks website.

For more information: Mava Gwagwa 086 048 2657 | +27 83 639 2702 info@sbstanks.co.za www.sbstanks.com

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INVEST IN JOB-CREATING INDUSTRIES

South African businesses need to be at the forefront of preparing unemployed youth for future work.

By Onyi Nwaneri, CEO Afrikan Tikkun Services

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illions of skilled and unskilled South Africans, including breadwinners and the youth, have re-entered the labour market over the last two years, with only those with in-demand skills managing to return to employment. According to the results recently released in Stats SA’s Quarterly Labour Force Survey (QLFS), 34.5 per cent of the country’s working-age citizens are unemployed. This includes more than half (65.5 per cent) of young people of working age, that is, aged 15–34. Years of decreasing employment opportunities have resulted in youths being denied the opportunity to better their lives.

In light of these developments, Afrika Tikkun Services, the division of Afrika Tikkun specialising in recruitment, training, placement and corporate transformation, has called for business and government to invest in job-creating industries by providing the skills workers need to enter and sustain their place in

the labour force and the resources needed by small businesses to employ and upskill them.

The latest unemployment data also reveals that the era of low-skilled jobs making up the bulk of South Africa’s labour force is on its last legs. Industries that have shed the most jobs in the economic aftermath of the COVID-19 pandemic have been those traditionally known to employ South Africa’s lowest skilled and, therefore, the most vulnerable people in the country.

WHAT IS NEEDED? Changing global trends such as automation in various industries suggest that this trend is likely to continue its trajectory of fewer and fewer low-skill jobs available. According to the International Finance Corporation, 230 million jobs in sub-Saharan Africa will require digital skills by 2030. At the same time, according to the Salesforce New Digital Skills Index, 76 per cent of global

EMPLOYMENT STATISTICS Stats SA’s recently released Quarterly Labour Force Survey for the first quarter of 2022, reveals that the official unemployment rate declined from 35.3 per cent in the fourth quarter of 2021 to 34.5 per cent in the first quarter of 2022. The number of unemployed people decreased by 60 000 to 7.9 million while 370 000 jobs were gained, bringing the employment rate to 14.9 million.

The most notable increases were in community and social services (up 8.6 per cent), manufacturing (up 20 per cent) and trade (up 3.4 per cent).

Jobs were cut in other sectors: private households (186 000), finance (72 000), construction (60 000).

The percentage of people who stopped looking for employment was down from 46.2 per cent in the last quarter of 2021 to 45.5 per cent.

Stats SA also reports that out of the 10.2 million people aged 15–24 years, some 3.8 million were not in employment, education or training (NEET). The overall NEET rate increased by 4.6 percentage points in the past year.

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Onyi Nwaneri

workers say they are ill-equipped for the future of labour.

The state desperately needs to save its shrinking tax base in the face of wide-scale job losses, businesses need to revamp their approach to work post-pandemic to compete on a global scale, and communities are languishing in unemployment and poverty. A massive and deliberate effort to align youth skills development with the fourth industrial revolution (4IR) is the ultimate solution to all three of these mammoth challenges.

This is where industry players, large and small, have a vital role to play in upskilling those at risk of being left behind by technology and the 4IR and leading institutions of learning into a mass streamlining of the school-to-jobs pipeline to create longer, more fruitful careers for graduates.

The government has committed to investing in programmes that incentivise businesses to take on this task. As President Cyril Ramaphosa iterated in his State of the Nation Address, the government does not create jobs; businesses do. It is through partnerships between the government, industries and the NGO sector that the full potential of South Africa’s labour market can be used to stimulate the economy.

Other governments, including that of Australia, have recently announced incentives in the form of tax breaks for small businesses investing in technology and skills.

This is the kind of spirit we need to adopt in South Africa. We need to pour our resources into the areas with the highest potential returns, and at the moment, this largely includes the digital economy, manufacturing and agriculture. ▪

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LEARNERSHIPS MUST PRIORITISE DIGITAL SKILLS Rajan Naidoo, director of EduPower Skills Academy, writes that giving young South Africans access to critical digital skills delivers social and business value

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outh Africa may have produced Mark Shuttleworth and Elon Musk, some of the brightest digital minds in the world today, but the vast majority of our school leavers will matriculate without ever switching on a computer. This is a massive injustice as digital skills are essential to employability and have the potential to move the needle on South Africa’s devastating youth unemployment.

Rajan Our school Naidoo education system does not provide large-scale access to hardware and software, so many young people have never even encountered a computer. But the majority of nonphysical skilled jobs require some level of digital skills, so first-time job seekers with no computer experience are highly unlikely to be successful in their job search.

Instead, they will become a statistic in South Africa’s youth unemployment rate, which was recorded as 65.5 per cent for the first quarter of 2022 in Stats SA’s latest Quarterly Labour Force Survey. This means that two in every three youngsters won’t find a job – but even basic digital skills could be the difference between disappointment and opportunity.

EMPLOYABILITY Digital skills can be the tools needed to mitigate poverty, unemployment and inequality as they improve employability and enable livelihood opportunities. More advanced digital skills such as software development can unlock exciting opportunities to actively participate in the emerging and competitive digital economy.

As educators and training providers, it falls on us to assist young people to develop the skills sets relevant to market needs. Through learnerships, I am confident we can empower enough young South Africans with economically desirable and sustainable skills so that they have the tools to improve their circumstances and impact the unemployment rate.

LEARNERSHIPS To ensure that learners are given every opportunity, companies funding learnerships for unemployed youth must double-check that digital skills are front and centre in the programme and that the skills taught are put into practice throughout the duration of the learnership.

It’s one thing having a room full of computers, but for learners to become confident with this technology, they have to

Digital skills can be the tools needed to mitigate poverty, unemployment and inequality as they improve employability and enable livelihood opportunities.

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work at it every day. When they first enrol at EduPower, around 30 per cent of our learners have never worked on a computer before and around 80 per cent have no experience working in MS Word or Excel. By the time they graduate though, they will be proficient in both these packages.

To achieve this, regardless of the learnership registered for, learners are all introduced to digital skills from the get-go as part of the academy’s work-readiness programme. Run in tandem with the learnership, the programme’s purpose is to bridge the digital skills gap and dramatically improve the learner’s employability.

HIGHER-LEVEL IT QUALIFICATIONS The academy’s IT-focused learnerships take this a step further as using a computer is core to the learnership. There are higher-level IT learnerships where special digital skills such as digital languages and programming are taught. These learnerships are increasing in popularity, and the number of learners enrolling is growing as companies use their skills development budgets to effectively build and deliver capabilities for their future digital requirements.

This ongoing collaboration with our clients is vital in making an impact on the challenges faced by the country and its unemployed youth. By partnering with like-minded organisations to drive access to education and equip the South Africans that need it the most with the skills they need to compete in the digital economy of today and the future, we are creating real sustainable value that is delivering social and business value. ▪

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FINANCIAL SUSTAINABILITY AND REVENUE ENHANCEMENT: WHERE TO BEGIN? Muncipalities are labouring under the burden of nonpayment for services and increased costs. So how do they increase revenue, decrease costs and become financially sustainable? TGIS offers some solutions

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ost municipalities face financial sustainability challenges. This has been exacerbated by the global economic decline resulting from the COVID-19 pandemic. Business liquidations have resulted, jobs have been lost, and many households are unable to settle municipal accounts.

Eskom’s demands that municipalities pay their long-accumulated electricity debt have placed further pressure on South African municipalities’ costs, causing service delivery to decline. Protests are evidence of a frustrated public wanting to see improvements in service delivery and job opportunities.

SIMPLISTIC SOLUTION OVERVIEW The logical solution to this financial dilemma is to increase revenue and decrease costs.

But, how is the big question.

Traditional revenue streams relating to service delivery are well defined. Before looking for new streams, municipalities should manage the existing streams effectively.

Financial sustainability requires economic growth that enables residents to pay for services.

Economic growth relies on business investment, and business investment is attracted by reliable service delivery. Disinvestment is a consequence of unreliable service delivery.

SUSTAINABLE SOLUTIONS None of these are simple or quick to fix. Many previous efforts have been isolated, fragmented and sometimes superficially focused on symptoms rather than causes. These have been unsustainable and had little enduring impact.

Creating and managing sustainable solutions requires seamlessly integrated systems, capacitated staff, and reliable data foundations.

FOUNDATIONS FOR REVENUE ENHANCEMENT

An IMIS integration model showing land and infrastructure spatial data at its core.

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The land parcel – a farm, an erf with a dwelling housing a family, or a structure housing a business or other activity – is the point of service delivery and, therefore, the foundation for management.

It is also the foundation for revenue, be it rates (via the valuation role) or metered services (via infrastructure).

Land parcels, then, are the starting point to achieving the most important constitutional mandate of a municipality:

sustainable service delivery through adequate, reliable infrastructure.

LAND PARCELS The problem Land parcels include formally registered parcels (farm, erf, sectional unit), as well as informal parcels in traditional settlements and squatter settlements.

Unfortunately, the cadastral and deeds data from the official sources both have significant levels of missing and erroneous information. Without a thorough, professional data cleaning and data capture process, losses of between 5 and 15 per cent of potential revenue are likely.

Where to begin TGIS has found the following approach to be effective: 1. Rigorous cleaning of both Surveyor-General (SG) and deeds data.

2. A system that can properly house this data.

3. Ensure access to needed data.

4. Monthly data maintenance.

5. Linked applications (land use, zoning, building, indigence, and so forth).

Competent service provider Appoint a service provider with professional land surveyors and geographic information system (GIS) practitioners, who are registered with the South African Geomatics Council to clean and maintain this data.

Service providers should also have experience in cleaning and maintaining municipal cadastral data in a GIS. Johann Engelbrecht, a former CEO of TGIS, says: “Since the early 2000s, TGIS has been cleaning cadastral data and making it available across municipalities with the Integrated Management Information System (IMIS). We have cleaned data for some sixty

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ADVERTORIAL | TGIS

IMIS 6 showing properties not in finances.

Creating and managing sustainable solutions requires seamlessly integrated systems, capacitated staff, and reliable data foundations.

municipalities for the IMIS system or valuation rolls and currently maintain more than thirty municipalities’ data in the IMIS system.”

INFRASTRUCTURE AND SERVICE METERS The problem An incomplete infrastructure inventory means that maintenance cannot be planned, budgeted for, or properly executed, resulting in service delivery failures.

Incomplete or faulty infrastructure asset registers are among the most common causes for qualified or disclaimed audit opinions by the Auditor-General.

Perhaps the most serious problem is that master plans for the service branches will also be based on poor data, resulting in planned infrastructure not matching development requirements and potential loss of business investment.

Where to begin Survey all infrastructure so that its location is known.

1. Create a database of componentised assets according to generally recognised accounting practice.

2. Ensure that the survey (map) and the database are housed in a GIS. 3. Utilise an asset management system that records all changes and keeps a complete history to preserve an accountability audit trail.

4. Ensure the asset management system is capable of seamless municipal Standard Chart of Accounts (mSCOA) compliant integration with: a. the financial system

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b. documents and records management c. workflow d. customer care.

5. Ensure the asset management system enables maintenance scheduling and maintains a complete history of visits, actions, condition, and data changes.

6. Ensure the asset management system integrates with 3D-mobile mapping and any field technologies (data loggers or tablets).

7. Get it in the cloud to enable collaboration and ensure data replication for disaster recovery.

Competent service provider: top ten municipalities with clean audits Jo Engelbrecht, senior manager of the built environment at TGIS, says: “We are very proud of the advances we have made with

our asset register and asset maintenance solutions. In 2021, this won us the Team Award from the South African Asset Management Association.

“Two top ten municipalities, Steve Tshwete Local Municipality and Saldanha Bay Local Municipality, have used the TGIS asset register solution and received clean audits, with Saldanha Bay running a complete, mSCOAcompliant, seamless process.

“This integrated all aspects from infrastructure field surveys, through document control to unbundling and financial system take-on, with reciprocal work process flows, approvals, and data updates in both systems,” Englebrecht explains.

“The audit outcome is just the cherry on the top that recognises good management.

Our solution sets the foundation for effective and sustainable service delivery. After all, that’s what municipalities are about, isn’t it?” he adds.

Infrastructure rapid data gathering “We are proud to have been the first company in South Africa to acquire an IPS2 3D mobile mapping system,” Engelbrecht says. “This has enabled us to capture data in a fraction of the time and at a fraction of the cost of sending many teams into the field to capture data.

“Additional advantages are that we can determine land use for town planning compliance, can see structures for informing valuation, and office or virtual meetings can now have an excellent view of ‘the field’ through the images, where everyone sees the same thing.”

IMIS 7 showing customer care linked to a land parcel.

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ADVERTORIAL | TGIS

PlanetGIS showing office-to-field guidance.

PlanetGIS showing point cloud and components with clipped images.

“Since the early 2000s, TGIS has been cleaning cadastral data and making it available across municipalities with the integrated management information system.” – Johann Engelbrecht

VALUATION ROLL “The valuation roll is only as good or complete as the cadastral data it is built on,” says Fanie Smith, data manager at TGIS. “Our background and experience with SG and deeds data make us the perfect partner for any municipality to get this important foundation of revenue generation right.

“We don’t do valuations, but we ensure that the valuers can focus on their work, confident in the knowledge that the roll is built on a sure cadastral foundation and that the 3D mobile mapping images give a clear picture of structures in most instances, significantly reducing the time the valuer spends in the field and the expenses involved,” he explains.

LAND USE MANAGEMENT – ZONING AND LAND USE “We don’t believe zoning and land use should lie just as a coloured area on a paper plan. The plan is wrong almost as soon as you print it because the next change makes it ‘out of date’,” explains Smith.

“We capture and maintain it all in the GIS in IMIS on top of the cleaned cadastre.

Municipal staff then simply process received applications in IMIS and the data is automatically maintained. Easy!” he says.

BUILDING CONTROL “Our build control process in IMIS is very effective,” says Christine Hanekom, senior manager of IMIS and Solutions Development. “We circulate applications digitally in the IMIS workflow to all municipal role players at the same time. This cuts out much of the time involved in the manual process, where paper copies move physically from one desk to the next.”

IMIS can receive submissions digitally via a web interface or in hard copy. Hard copies are scanned into digital format.

All digital building plans and documents are linked to the land parcel, making retrieval quick and easy for officials.

2. Which service meters?

3. Is there a DSTV dish or improvements indicating income, not indigence?

FINANCES “Revenue enhancement” sounds like it should start with finances.

Often, this is where revenue actions are started and focused, but are mostly ineffective. Once land, infrastructure and service meter data are in place, debtor book clean-up and debt collection are effective.

THE INTEGRATED MANAGEMENT INFORMATION SYSTEM The IMIS, operating with embedded PlanetGIS functionality, integrated with field technologies (3D mobile mapping, cloud-linked data loggers and tablets), provides the technology and systems base for effective revenue enhancement and sustainable service delivery.

TGIS has the appropriate qualifications, registrations, skills and experience to implement and transfer skills to help municipal officials achieve competence with revenue enhancement data capture and management. ▪

OTHER DATA To ensure electricity revenue is not lost, all aspects of Eskom supply and utilisation of municipal infrastructure must be investigated. This requires linking land parcels, infrastructure, and service meter mapping to documents. mSCOA defines indigence as a financial system issue. Again, it is firstly a land parcel issue. Claim assessment requires data showing: 1. Which land parcel?

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➔ Scan this QR code to go directly to the TGIS website.

For more information: 012 991 3624 info@tgis.co.za www.tgis.co.za

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People Processes Systems Data Technology

CLIMATE CHANGE South Africa’s climate change focus needs to be led by the recognition that the effects are only going to get worse. By Trevor Crighton

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hile not a direct response to the recent catastrophic flooding in KwaZulu-Natal and the Eastern Cape, the recent flurry of activity around climate change by government has certainly thrown into sharp relief the fact that, while South Africa has long been participating in global climate change response, the need for action on the ground is more immediate.

“There needs to be more research into whether climate change is directly responsible for the recent floods. However, all the models show that as the system heats up, we are going to see more of these kinds of floods, more frequently and at greater magnitude,”

says Professor Coleen Vogel, climatologist and adaptation and sustainability specialist.

Professor Brett Cohen, director of The Green House and honorary professor in the Department of Chemical Engineering at the University of Cape Town, says that the country is committing to playing its part in the global efforts to reduce greenhouse gas emissions.

He adds that achieving these commitments should remain a focus. “A ton of CO2 produced in South Africa has the same effect on the environment as a ton of CO2 produced in Europe or China. Therefore, we need to put systems in place to adapt our practices so that they work for both the local and global good.”

“We need to put systems in place to adapt our practices so that they work for both the local and global good.” – Professor Brett Cohen

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Prof Coleen Vogel

TRICKLE-DOWN POLICY Vogel says that South Africa has a two-pronged approach to managing climate change – mitigation and adaptation. “Mitigation seeks to reduce CO2 and other emissions, and adaptation deals with understanding how we live with the inevitability of climate change,” she says.

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A variety of government bodies manage these elements, but it’s also essential that policy trickles down to municipal level.

“Every municipality needs a climate action plan – eThekwini was actually the national leader in the space, but was totally overwhelmed by the scale Dorah Marema of the floods,” says Vogel.

Dorah Marema, portfolio head for municipal sustainability in infrastructure delivery, spatial transformation services and inclusive communities at SALGA, says South Africa is well-equipped to institute a climate change response as part of the broader environmental management programme.

“Local government is constitutionally responsible for the adaptation and mitigation responses to climate change at municipal level, including spatial planning, land use, road management, public transport, water and electricity supply, gas reticulation, air quality and waste management,” she says.

“SALGA’s programmes are about guiding municipalities in identifying opportunities for responding to climate change as they perform their normal functions. Secondly, our

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programmes monitor the extent to which this change is happening in municipalities as they develop these these plans. And, thirdly, we advocate for financial and technical support to help mitigate against municipalities opting for ‘least cost’ options that aren’t optimal solutions.”

BETTER PLANNING In terms of the rebuilding efforts in KwaZulu-Natal and the Eastern Cape, Marema says the aim is to share financial and technical support to enable better planning in terms of how the replacement infrastructure can respond to climate change challenges. “If the choices made during the rebuild aren’t done with an eye on climate resilience, then the chances of the infrastructure being destroyed during future adverse weather events is quite high,” she says. “That would mean that the costs double if the infrastructure needs to be replaced again, whereas better planning and smarter spending will be more cost-effective.”

WHERE THERE’S A WILL… Cohen says that the Intergovernmental Panel on Climate Change (IPCC) report released in

Prof Brett Cohen

April showed that government policy is a key driver for reducing emissions. “We need to minimise the impact of consumer demands by influencing the way people make choices. This needs to be driven by government action and private sector involvement,” he says.

Cohen says affecting real change is where industrial and energy policy, transport policy, agriculture and the like intersect – something with which Vogel agrees. “We’re trying to get across to government that we need a systemic approach that includes all the intersectional angles, and we must have cross-departmental discussions to make a real impact,” she says.

Vogel also believes that public-private partnerships are key to effectively tackling climate change – but that those don’t absolve the government of the responsibility for managing it. ▪

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“We’re trying to get across to government that we need a systemic approach that includes all the intersectional angles, and we must have cross-departmental discussions to make a real impact.” – Professor Coleen Vogel

Floods that ravaged KwaZulu-Natal earlier this year are likely to be seen more frequently, say climatologists.

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C40 CLEAN AIR

CITIES DECLARATION

Ten major African cities sign C40 Clean Air Declaration to improve public health and climate

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head of COP27 being held in Africa later this year, the mayors and governors of 10 major African cities announced an unprecedented, ambitious commitment to improve air quality by signing the C40 Clean Air Cities Declaration.

Abidjan, Accra, Addis Ababa, Dakar, Ekurhuleni, Freetown, Johannesburg, Lagos, Nairobi and Tshwane will join a global cohort of 38 cities including Durban, which became the first African city to sign the declaration in 2019. By signing the C40 Clean Air Cities Declaration, the mayors recognise that breathing clean air is a human right, and commit to work towards safer air quality to meet WHO Air Quality guidelines.

The announcement was made at an event organised by C40 during the 9th Africities Summit in Kisumu, Kenya. At the event, C40 launched the African Cities for Clean Air Programme to support African cities as they work to improve air quality and public health.

Air pollution has become the second largest cause of death on the African continent, due in part to rapid urbanisation and industrialisation. Approximately 1.1 million deaths per year have been linked to air pollution across Africa, according to a Global Burden of Disease study.

About 59 million people across the 10 African cities stand to benefit from cleaner air and improved health through commitments that could prevent as many as 10 000 early deaths linked to air pollution exposure, as well as more than 300 000 hospitalisations, resulting in US$9.4-billion in annual savings from averted deaths and hospitalisations.

Air pollution has become the second largest cause of death on the African continent, due in part to rapid urbanisation and industrialisation.

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Air pollution and climate change are closely connected and should be considered together; both need swift, unprecedented and collaborative action to address the sources of pollution harmful to our health and warming our planet.

BIG COMMITMENT, BOLD ACTION, The C40 Clean Air Cities Declaration sets a framework for cities around the world to take bold action to tackle air pollution and clean the air we breathe. Through the C40 Clean Air Cities Declaration, 48 cities (signatories to the declaration) have committed to establish baseline air pollution levels, set ambitious reduction targets for air pollutants that meet or exceed national commitments, and implement new substantive policies and programmes that address the leading causes of air pollution emissions.

These targets will put the cities on a path toward meeting WHO Air Quality guidelines for particulate matter, nitrogen dioxide, ozone, and sulphur dioxide.

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of the C40 board and the mayor of New York City, said: “Many of the world’s fastest-growing cities are in Africa, and these ten mayors can help show cities everywhere how to protect public health, fight climate change, and expand economic opportunity all at the same time. Cities play a vital role in the fight against climate change. This new commitment is an important step to help build momentum and highlight Africa’s leadership in the lead-up to COP27 in Egypt later this year.”

CITY COMMITMENTS

By signing this declaration, C40 cities continue to take bold climate action despite the many challenges faced in recent times, with the global pandemic, economic disruption, climate-related natural disasters and, in many cases, strained financial resources.

C40’s new African Cities for Clean Air Programme will help cities achieve these commitments through capacity-building, regionally focused peer-to-peer knowledge-sharing, and collaboration centred on air quality best practices.

Sadiq Khan, chair of C40 Cities and the mayor of London, said: “With COP27 being held in Africa later this year, I am delighted to welcome ten new African signatories to the C40 Clean Air Cities Declaration. As chair, I am determined to do more to support cities in the global south that are on the frontline facing the worst consequences of climate change. This is why I am focusing C40’s resources on helping cities around the world accelerate their efforts to tackle the climate emergency, reduce toxic air pollution and address inequalities. The world is at a crossroads; we must all play our part in helping cities globally become greener, fairer and more prosperous for all.”

Michael R. Bloomberg, UN special envoy for climate ambition and solutions, president

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Specific commitments include: • Abidjan will expand air quality monitoring capabilities and aims to achieve a 50 per cent reduction in air pollutant emissions by 2035. The city will consider traffic restrictions for certain types of vehicles. Governor Robert Mambe of Abidjan said: “Breathe healthy and be healthy. To give our citizens this opportunity, we have committed to the C40 Clean Air Cities Declaration and aim to initiate bold actions to fight air pollution by strengthening our efforts on air quality monitoring and contributing to the development of low-carbon urban transportation and promoting soft mobility modes.”

• Accra will introduce policies to reduce air pollution from the waste sector by 2026 and collaborate with the transport department to implement an e-mobility strategic policy focusing on high-impact actions to reduce transport emissions.

Mayor Elizabeth Sackey said: ”We have committed to achieve clean air status and work towards meeting WHO guidelines and air quality standards. This commitment substantiates the principles within Accra’s Climate Action Plan and the potential co-benefits related to air quality management, as well as the reduction of health impact on citizens.”

• Addis Ababa will establish city-wide baseline air quality levels and aims to reduce major sources of air pollution by 2025 by implementing emissions standards for vehicles. Mayor Adanech Ableble said: “Addis Ababa has committed to improving air quality and building a clean and healthy city. We are working to increase the coverage of air quality monitor data for better intervention and to reduce air pollution-related health burdens on the city’s residents. Our air quality management plan will help us achieve our goal.”

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Air pollution and climate change are closely connected and should be considered together; both need swift, unprecedented and collaborative action to address the sources of pollution harmful to our health and warming our planet.

The City of Tshwane is committed to improve waste collection and waste recycling from informal settlements.

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• Dakar plans to introduce an electric bus rapid transit (BRT) and Regional Express Trains (TER –Trains Express Regional) system, create 18km of new bike lanes, and close dumpsites by 2024. Barthelemy Toye Dias, the mayor of Dakar, said: “The air we breathe today determines our health and the sustainability of our city. Together let’s act with ambitious and high-impact measures to ensure energy transition, reduce GHG emissions and improve air quality, which is a right for every citizen.”

• Ekurhuleni is in the process of introducing the Harambee Bus Rapid Transit (BRT) system, which includes 286km of dedicated roads within the city. This programme will be rolled out until the end of 2025. In addition, the city will rehabilitate 112 (1 per ward) illegal waste dumping sites and any abandoned waste by 2023. Tania Campbell, the mayor of Ekurhuleni, said: “I am deeply concerned about the health of the citizens of Ekurhuleni as the detrimental effects of poor air quality are experienced on a daily basis. With the support of C40 Cities, the city has made a pledge, with focused measures, that will ensure that the air in our city is improved. One of the key measures relates to the enforcement and monitoring of the conditions of air quality licensing by our dedicated team of environmental management inspectors.”

• Freetown will develop a mass transit cable car network that will reduce peak traffic volumes and congestion delays (queuing) by up to 30 per cent, support residents to transition to gas- and electricity-powered clean and affordable cooking solutions, and create low-emission zones. Yvonne Aki-Sawyerr, the mayor of Freetown, said: “We are definitely dedicated to improving and sustaining the management of critical air quality data. This commitment towards city-wide clean air will form a vital component in achieving our vision of making our municipality the most liveable and sustainable city.”

• Johannesburg will expand household electrification by providing 3 000 sites with electricity connections, establishing a diesel vehicle emissions testing programme, and ensuring mines implement the Dust Management Programme by 2025.

Executive mayor of Johannesburg Mpho Phalatse said: “Breathing clean air is a

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“The world is at a crossroads; we must all play our part in helping cities globally become greener, fairer and more prosperous for all.” – Sadiq Khan

human right. As mayors of the African cities, we must not wait for others to come and act to protect our citizens from the devastating consequences of air pollution. We know that air pollution and the climate crisis go hand-in-hand. Both need immediate, unprecedented and collective action to remove the pollution harming our health and warming our planet.”

• Lagos will reduce traffic congestion by expanding the bus rapid transit network, piloting a low-emission bus system, improving walking and cycling infrastructure, rehabilitating three illegal waste dumping sites and promoting the installation of solar photovoltaic systems on buildings. Babajide Olusola Sanwu-Olu, the governor of Lagos State, said: “The need to breathe clean air is more important than the licence to pollute it. Lagos has committed to improve air quality, and I appeal to every citizen to be responsible because together we can.”

• Nairobi will introduce air quality regulations and an air quality act to set up ambitious reduction targets, increase installation of air quality sensors, develop an emissions inventory to establish baseline levels of air pollutants, report publicly on

the status of air pollution, and increase pedestrian and cycling lanes by 100kms to encourage nonmotorised transport.

Anna Kananu Mwenda, the governor of Nairobi, said: “Nairobi City administration’s commitment toward city-wide clean air will form a vital component in achieving our vision as the most liveable, clean, and sustainable city. We are strengthening the air quality management system by developing an air quality action plan, policy and bill.”

• Tshwane will work collaboratively to improve waste collection and waste recycling from informal settlements, expand electrification to ensure access for all homes (including 80 per cent of existing informal settlements) by 2030, and establish a vehicle emissions testing programme. Randal Williams, Tshwane executive mayor, said: “The commitment (to signing C40’s Clean Air Cities Declaration) also substantiates the principles set out in the city’s Air Quality Management Plan and Climate Action Plan and seeks to use potential co-benefits related to air quality management to help address the associated health impacts on citizens.”

• Durban has already made progress on

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The City of Cape Town wants to take ownership of the management of the city’s rail network.

“Cities play a vital role in the fight against climate change. This new commitment is an important step to help build momentum and highlight Africa’s leadership in the lead-up to COP27 in Egypt later this year.” – Michael R. Bloomberg

commitments, three years ago. The city has procured new reference monitors, reviewed and aligned its air quality bylaws, and begun the development of a city-wide emissions inventory of air pollutants, aligned with the greenhouse gas inventory. Durban has carried out an equity assessment to inform the design of its low-emission zone and plans to further develop the concept in the coming year. eThekwini mayor Mxolisi Kaunda said: “eThekwini Municipality’s commitment towards clean air will form a vital component in achieving our vision as the most liveable and sustainable city.”

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INITIATIVES BY OTHER C40 CITIES Other C40 cities working to improve air quality in Africa include the following: • Cape Town plans to conduct a feasibility assessment to take over the management of the city’s passenger rail network. Having a rail network that is functional, reliable and affordable for commuters will allow for traffic congestion to be diverted back to the rail service. Geordin Hill-Lewis, mayor of Cape Town, said: ‘’The City has increasingly been stepping up its efforts to improve air quality as part of our response to ensure that all Cape Town residents

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have clean air to breathe.”

• Dar es Salaam plans to develop bylaws to encourage renewable energy uptake in residential buildings, promote lower-emission electric cars, motorcycles and freight vehicles, and develop proper waste management systems. In addition, the city has recently deployed 14 air quality monitoring sensors to track the city’s air quality. ▪

RESOURCES: For more information on C40 Clean Air

Global Green New Deal

C40 CITIES CLIMATE LEADERSHIP GROUP C40 is a network of nearly 100 mayors of the world’s leading cities who are working to deliver the urgent action needed right now to confront the climate crisis and create a future where everyone, everywhere can thrive. Mayors of C40 cities are committed to using a science-based and people-focused approach to help the world limit global heating to 1.5°C and build healthy, equitable and resilient communities.

Through a Global Green New Deal, mayors are working alongside a broad coalition of representatives from labour, business, the youth climate movement and civil society to go further and faster than ever before.

The current chair of C40 is the mayor of London, Sadiq Khan; and three-term mayor of New York City, Michael R. Bloomberg, serves as president of the board. C40’s work is made possible by three strategic funders: Bloomberg Philanthropies, Children’s Investment Fund Foundation and Realdania.

To learn more about the work of C40, please visit www.c40.org and the knowledge hub www.c40knowledgehub.org or follow C40 on Twitter, Instagram, Facebook and LinkedIn.

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AFRICA, AGRICULTURE AND THE 4IR How harnessing 4IR technologies can increase agricultural production in Africa and create jobs. By Dr Moses Azong Cho

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he continent has the ability not only to feed itself, but also to be a major player in the global food market. This potential lies in its land, people, water bodies, knowledge and huge markets. With about 375 million hectares of Africa’s land considered suitable for agricultural production, it makes sense that agriculture dominates most African economies.

Currently, a large number of countries on the continent rely on agriculture to meet priorities such addressing poverty and hunger, and to increase intra-Africa trade.

However, owing to the low yields from outdated agricultural practices and the effects of climate change, many nations face ongoing food insecurity.

With 20 per cent of the more than 821 million undernourished people in the world living in Africa, as reported by the World Hunger Organization, it cannot be business as usual if the continent is to feed its projected population of two billion people by 2050.

Big data analytical tools present invaluable opportunities to use data to address agricultural challenges, for example, in deciding which crops to plant and when.

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NEW TECHNOLOGIES, POVERTY RELIEF AND JOB CREATION While challenges exist and are real, there are also many opportunities. As the old adage goes, every cloud has a silver lining.

In this case, the emerging technologies of the fourth industrial revolution (4IR) are that silver lining.

Some pillars of the 4IR such as big data and the global positioning system (GPS) can make a significant difference in farming, particularly with information about the location of farms.

The thousands of ground sensors and social media platforms also assist with knowledgeand data-sharing. Big data analytical tools present invaluable opportunities to use data to address agricultural challenges, for example, in deciding which crops to plant and when.

The benefits of greater connectivity, the internet of things and robotics provide us with unique prospects for leapfrogging traditional agricultural practices into a new era of smart agriculture. As the holder of 60 per cent of the world’s uncultivated arable land, according to the World Economic Forum, Africa should step up its game and develop homegrown technologies that can respond

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ADVERTORIAL | DEPARTMENT OF SCIENCE AND INNOVATION

to the challenges faced by the agriculture sector, both on the continent and globally.

In South Africa, the Department of Science and Innovation’s 2019 White Paper on Science, Technology and Innovation has positioned the national system of innovation to respond to poverty, inequality and unemployment in the country. In simple terms, the White Paper looks at how science, technology and innovation can change people’s lives, influence service delivery, modernise the production sector and grow the economy.

It has a focus on new technologies and how they can be used to create jobs and wealth in the country.

The Agriculture Research Council (ARC), the Department of Science and Innovation and the Council for Scientific and Industrial Research have already developed numerous technologies and, where appropriate, commercialised them to boost agriculture. One of these technologies, the Agricloud app developed by the ARC, is helping farmers to generate real-time personalised forecasts and warnings, reducing weather and climate-related risks and improving food production in a sustainable manner. The app is free and available on Google Store.

Another locally produced technology developed by the ARC, the Viridi Elisa Kit, is a plant health diagnostic tool that assists farmers with the identification of different vegetable diseases, such as the tomato spotted wilt and cucumber mosaic viruses.

South Africa has many valuable locally produced technologies on the market, including precision agriculture platforms, soymilk pasteurizers and sweet potato cultivars, to name only a few.

The predicted increase in the youth population presents another opportunity for the agriculture sector. United Nations statistics predict an increase in the number of young people (aged 15 to 24) from 1.2 billion in 2015 to 1.3 billion by 2030.

Most of them will be born in developing countries in Africa and Asia, where more than half of the population still live in rural areas.

It is expected that young Africans will make up about 42 per cent of the world’s youth.

The introduction of 4IR technology in agriculture presents an ideal opportunity to involve youth in the sector since young people are among the biggest consumers of new

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The Agricloud app developed by the ARC is helping farmers to generate real-time personalised forecasts and warnings, reducing weather and climate-related risks and improving food production in a sustainable manner.

Dr Moses Azong Cho

technology. The declining interest of youth in the sector is seen as one of the challenges that could hinder the achievement of Sustainable Development Goal 2 – End Hunger by 2030.

According to the UN’s Food and Agriculture Organization’s 2014 The State of Food and Agriculture report, youth in rural areas continue to face challenges related to unemployment, underemployment and poverty. The agriculture sector has ample potential to provide income-generating opportunities for them. Attracting young people to the sector will also help to meet the increasing demand for food from a growing global population that is projected to reach nine billion by 2050.

The current environment offers governments on the continent a chance to harness new technologies and involve large numbers of youth to take agriculture in Africa into the digital era. This will not only increase crop yields, but also contribute to economic development, increase

competitiveness and attract investment.

Moreover, it will ensure food security and has the potential to eliminate poverty. ▪ Dr Cho is research group leader for precision agriculture at the Council for Scientific and Industrial Research, an entity of the Department of Science and Innovation.

➔ Scan this QR code to go directly to the DSI website.

For more information: +27 (0)12 843 6773 Julian.Leshilo@dst.gov.za www.dst.gov.za

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SORGHUM CULTIVATION TO OPEN DOORS

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An all-natural, locally produced sorghum drink for diabetics is set to hit the shelves soon, reports Julian Leshilo-Sebake

iagnosed with rheumatic heart fever at the age of five, Pontsho Lelosa was forced to follow a strict diet and could only look on with envy as friends and family enjoyed rich meals and sweet snacks and drinks.

Little did she know that what started out as a perceived weakness and source of suffering in childhood would ultimately spark the business idea that would bring her success in adulthood.

“My mother used to make sorghum porridge a lot to accommodate my dietary requirements. Out of inquisitiveness, I attempted to make a drink using sorghum,” says Lelosa, who hails from Finetown, a small township to the south of Johannesburg.

“Because of the illness, my life was centred around healthy living and eating. I took time to do some research and kept on improving my juice recipe until it was all-natural.”

“The programme mentored us through the processes of ideation, solution development and validation through to commercialisation.” – Pontsho Lelosa

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About three years ago, Lelosa joined a start-up incubation programme at the University of the Witwatersrand.

“The programme mentored us through the processes of ideation, solution development and validation through to commercialisation. That is when I started developing Grain Rush, a drink that specifically targets diabetics.”

Grain Rush, she explains, is an all-natural, sorghum-based alternative to drinking yoghurt. The sorghum content helps regulate blood sugar levels to keep them balanced while also assisting in weight loss and gain.

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FUNDING FOR GRASSROOT INNOVATORS Lelosa is currently receiving funding support to develop a prototype for her product through the Grassroots Innovation Programme run by the Technology Innovation Agency, an entity of the Department of Science and Innovation (DSI). The programme targets grassroots innovators who require funding to develop and prototype their technology innovations up to precommercialisation.

Despite the COVID-19 lockdown hampering work on the development of Grain Rush, Lelosa remains optimistic that the product will reach the shelves in the near future, probably in two years’ time.

“My biggest ambition is to see the product becoming easily accessible and able to carry out its function of helping the people who need it most; this can happen when the product is available in our retail stores.”

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MARKET POTENTIAL AND INITIATIVES Lelosa’s vision ties in with the DSI’s goal of growing the local sorghum industry as part of its drive to revitalise the country’s agriculture sector, which, according to the National Development Plan, has the potential to expand by one million hectares and create one million jobs by 2030.

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Sorghum remains a minority crop in South Africa, and the DSI has stepped in to address the challenges facing the local industry. The Agricultural Bio-economy Innovation Partnership Programme (ABIPP), an initiative of the DSI, recently commissioned a sorghum value chain upgrade feasibility study. The research team identified a number of market opportunities for the local sorghum industry, including import replacement, growth opportunities in local food and beer production, as well as a potential East African export market.

On the challenges side, an analysis of likely climate change impact indicated that the production of cereals in general will be adversely affected by higher temperatures and increased frequency of extreme weather patterns in the future.

Based on the findings of the study, the research report recommends a programme to upgrade primary sorghum production in South Africa, as key to enhancing the value chain of the local industry. The aim of the programme would be to produce sorghum at a competitive price relative to its grain counterparts, primarily white and yellow maize.

The report also proposes the establishment of a dedicated sorghum industry cluster involving all role players in the value chain,

from seed suppliers to retailers. The cluster would implement a market development programme focused on promoting sorghum in the local market while developing new export markets, as well as supporting the inclusion of marginalised rural communities in the industry.

The study recommends that the Eastern Cape be considered as a pilot site to demonstrate the value of local processing centres in addressing the logistical challenges faced by producers. The Eastern Cape is considered to have a high potential for sorghum cultivation, especially in view of the growing negative impact of climate change on grain cultivation in other parts of the country. ▪

➔ Scan this QR code to go directly to the DSI website.

For more information: +27 (0)12 843 6773 Julian.Leshilo@dst.gov.za www.dst.gov.za

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IS THE SOYBEAN A MEANS

TO FIGHT POVERTY? Communities are adopting the soybean to fight poverty through small-scale farming. By Julian Leshilo-Sebake

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he humble soybean has, over the years, become a key source of nutrition for so many who are lactose-intolerant, with soy being the go-to replacement for dairy. In KwaZulu-Natal, South Africa, the soybean has become a significant source of food security and a catalyst for community development.

In the small town of Bergville in uKhahlamba Municipality, the Eden Social Development Foundation, a nonprofit organisation (NPO), is driving a soybean food and nutrition development project. The initiative forms part of the Agricultural Bio-economy Innovation Partnership Programme, a programme of the Department of Science and Innovation (DSI) that is run by its entity, the Technology Innovation Agency (TIA).

PARTNERSHIPS BOOST FOOD SECURITY Henry Davies, the founder of the Eden Foundation, says the partnership with the DSI, TIA, the Oil and Protein Seeds Development Trust, and the Oilseeds Advisory Committee, is helping to boost food and nutrition security in rural communities.

“Through the work of the Foundation, we have witnessed first-hand the high levels of malnutrition and protein deficiency in many impoverished rural communities in Southern Africa, especially among children and infants,” says Davies, a full-time farmer.

“It is understandable that protein is costly, but there are many affordable alternatives, and the soybean is one.

Soybeans are packed with vitamins and minerals, high in protein and fibre, low in saturated fat, and contain no cholesterol.”

Davies works with eThembeni Social Christian Service, another NPO, which teaches communities in villages around the towns of Bergville and Ladysmith how to plant soybeans and use them to make yoghurt, steamed bread, soy chips, biscuits and nuts.

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Community training in soybean farming.

“Soybeans are packed with vitamins and minerals, high in protein and fibre, low in saturated fat, and contain no cholesterol.” – Henry Davies

Maureen Makhanye, co-ordinator at eThembeni, says the communities are highly receptive to the soybean training and many have adopted soybeans as part of their daily diet.

Makhanye, who has been with eThembeni for 14 years, says the socioeconomic conditions of many people in the villages around Ladysmith are dire. “The soybean awareness training we provide has been of great help.

Our people are able to plant in their yards and feed themselves and their families. We have also extended our reach to daycare centres and schools for learners living with disabilities.”

Nomusa Dladla, who works with the community of Sahlumbe Village, says the

response was heartening. “I have trained almost 50 people, either in small groups or one-on-one. The feedback I receive from the people fuels my passion for community building.

“One old lady told me how the nurses at the local clinic were surprised by an improvement in her blood pressure levels,” Dladla relates. “Although we do not have medical evidence to back up the effects of soybeans on her health, she says there was a notable improvement in her blood pressure levels after she started including soybeans in her diet.”

Another community facilitator, Celiwe Langa, says people can be creative with

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soybeans. “You can make anything you want.

I would like to try soy cakes. Also, okara (the soy pulp that remains after puréed soybeans have been filtered) can be used as feed for turkeys, pigs and chickens.”

Langa adds that they are currently testing the feasibility of starting small businesses selling soybean products.

Beaulla Mathebula, deputy director for biotechnology at the DSI, says the soybean project is an on-site innovative demonstration project that aims to improve the diets of rural community members and impart lifelong agricultural production, agro-processing and entrepreneurial skills, thereby providing people with sustainable livelihoods.

“The project is complementary in its nature as it capitalises on existing resources for a robust and focused contribution to food security with tangible socioeconomic

outputs and outcomes,” Mathebula adds.

“It is a successful public-private partnership that speaks to the core of being truly South African and seeks to benefit all who live in the country.”

HANDS-ON TRAINING The project includes a soy food training course held over two days and covers basic training in healthy dietary principles and the benefits of soy in a daily diet. The course provides hands-on training in producing soy base and using it to make soy yoghurt.

Trainees are also introduced to the flavouring of yoghurt, making soy nuts, and using okara to make soy snacks. At the end of the course, participants are provided with soybeans and one piece of cheesecloth to enable them to start producing in their kitchens.

The training course in soy planting is conducted in participants’ gardens and

in fields of approximately half a hectare.

The Eden Social Deveopment Foundation supplies all the training materials and manuals to assist the facilitators. At the end of the course, participants receive a small number of seeds and inoculants to begin planting their gardens.

Since its inception five years ago, the project has trained approximately 2 500 beneficiaries, including 2 229 women, in Uthukela District Municipality. ▪

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➔ Scan this QR code to go directly to the DSI website.

“The soybean awareness training we provide has been of great help.

Our people are able to plant in their yards and feed themselves and their families.” – Maureen Makhanye

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For more information: +27 (0)12 843 6773 Julian.Leshilo@dst.gov.za www.dst.gov.za

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HOMELESSNESS WITHIN A POLICY VACUUM Without a co-ordinated national policy to address the plight of the homeless, municipalities must come up with responses to the growing number of people living on the streets, writes Anél Lewis

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here’s no reliable data to quantify the extent of homelessness in South Africa. Before the pandemic, it was thought that about 200 000 people were living on the street. However, Raymond Perrier, director of the Denis Hurley Centre in Durban, says the number of meals

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for the homeless has doubled. And this is just in eThekwini. “The economic impact of COVID-19, the riots and the recent flood has probably led to more homelessness.”

The National Homeless Network, a movement of more than a dozen organisations in eight cities, says StatsSA’s

recent census in February this year was “completely flawed”, and a lack of planning means that the recent count will be “useless in accurately gauging the number of homeless”.

As Stephan de Beer, executive director for the Centre for Contextual Ministry in the Department of Practical Theology at the

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“A big part of the problem is that homelessness is seen as pathological and criminalised and not as a systemic failure that needs to be addressed comprehensively.” – Stephan de Beer

Raymond Perrier

University of Pretoria, explains, “part of the problem is exactly this: the lack of accurate data to inform policy, strategy and budgets”.

De Beer estimates that there are closer to 70 000 to 100 000 in the larger metropolitan areas, and smaller populations of a few 100 each in cities like Stellenbosch, George and Mbombela. Mary Gillett-de Klerk, founder of the Johannesburg Organisation of Services to the Homeless (JOSH) and head of the Johannesburg Homelessness Network, reckons there are 15 000 plus homeless people in Johannesburg alone.

The numbers also depend on the definition of homeless. Broadly, it could include everyone who does not have secure tenure in informal housing. But the narrow definition would be those with no shelter at all or those living in temporary shelters, explains de Beer.

“We need to establish more accurate numbers,” says de Beer. While there’s no certainty that homelessness has increased since the pandemic, the precariousness of those who are “near” homeless, has certainly intensified, he says. There are more people living in cheap flats or informal settlements who, should they be evicted, could be homeless. Also, from de Beer’s observations in Tshwane, it seems as if there are more women homeless than before.

HOMELESSNESS IS NOT A CHOICE De Beer says the lack of housing options available to homeless people is a concern.

While older people on SASSA grants and those with mental illness need permanent housing, there are young, unemployed homeless people or women with children who require

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of lockdown in March 2020, that there should temporary safe spaces. They also need an be temporary shelters in every municipality. income to break the cycles of homelessness, “Local municipalities and provinces were very he says. “Incentives should be created for much left to their own devices, showing up all nongovernmental organisations (NGOs) and the faultlines,” notes de Beer. homeless co-operatives with business ideas “The lack of a national policy with clear to create their own small enterprises for guidelines not only creates confusion at economic self-reliance.” provincial and local government levels, but Other hurdles include a lack of access to also gets used as an excuse for inaction as documentation such as IDs, or the funds the ball is passed between departments and needed to get them home if they have come to different spheres of government,” says de an area seeking work. Furthermore, homeless Beer. Perrier refers to this as a “chicken people need access to primary healthcare, says de Beer. He suggests that and egg” scenario where the lack municipalities or provinces could of a co-ordinated response by support the funding of street government is why there is no policy in place, and the medicine programmes. lack of a policy is the reason One of the greatest for government’s poor threats to those living response. on the street is often the Without a national policy, municipalities tasked there’s also no funding with providing solutions.

Prof Stephan from the treasury for local Municipal bylaws empower de Beer governments to deal with the metro police to confiscate homeless people’s belongings – homelessness. This means that much of the work done at local level including IDs – rendering them even more vulnerable, says de Beer. is based on an unfunded mandate. Only “A big part of the problem is that the Western Cape and Gauteng provincial budgets have allocations for the homeless, homelessness is seen as pathological and criminalised and not as a systemic failure that says de Beer.

“Homelessness is not just a social needs to be addressed comprehensively.” development issue or an issue of personal choice or pathology. It is a systemic failure EXPOSING THE FAULTLINE to deal well with various issues that lead to De Beer says the pandemic created new homelessness,” says de Beer. A solution would visibilities about the plight of the homeless involve input from all spheres of government, in South Africa and globally. “In Tshwane, across the departments of human settlement, we did more in 10 days of hard lockdown health, economic development, public works, to house 2 000 people in temporary and social development. spaces than we had achieved in 10 years.”

Nozibele Makanda, SALGA’s portfolio Many of these facilities are still open, head of health, community services and providing opportunities that previously inclusivity, agrees on the importance of a did not exist. But the past two years have co-ordinated response. “SALGA is of the also highlighted the faultlines, exposing view that addressing homelessness is a the vacuum that has been created by welfare service. In terms of Schedule 4, the lack of a national policy to deal with part A of the Constitution, welfare services homelessness. It made it apparent that it is are a concurrent function of provincial often left to municipalities to deal with the and national government. However, in the many issues affecting those living on their discharge of these functions, the provincial streets, says de Beer. and national government must co-operate President Cyril Ramaphosa placed the onus on local government when he said, at the start with municipalities,” she says.

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THE LONG VIEW

COMMUNITY INTEREST | HOMELESSNESS

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THE LONG VIEW

COMMUNITY INTEREST | HOMELESSNESS

HOMELESSNESS IN CAPE TOWN • Average time of being homeless for those sleeping on the streets of Cape Town is 8 years and 7 months.

• Cape Town has a very high level of chronic homelessness – 50 per cent compared to 5–25 per cent in other countries.

• There are an estimated 14 357 street people in Cape Town.

• The City of Cape Town spends in excess of R744-million a year on homelessness – that is R51 811 per person per year. Cost are broken down to include: R335-million or 45 per cent on reactive activities such as urban management costs and punitive activities such as the incarceration of people facing homelessness. R287-million or 39 per cent on humanitarian through to compassionate support from the public directly to people facing homelessness; and R122-million or 16 per cent on developmental activities to meet the daily needs of a person facing homelessness and help them leave the street.

• Street homeless people in Cape Town are 11 times more likely to be arrested than the average for the whole population. Most arrests are for petty crimes such as possession of drugs, bylaw infringements, and antisocial behavior. Based on the experience of other countries, a law enforcement-based approach to homelessness is expensive and counterproductive.

• There is a high unmet need for healthcare among street people.

This gap in healthcare utilisation exacts a high human cost and also has a negative impact on extended community health.

THE WAY FORWARD

NO CAPACITY Despite being expected to tackle homelessness, only a few cities – Cape Town, Tshwane (albeit with no budget) and Stellenbosch – have policies to do so, says de Beer. With no clear direction and a lack of interdepartmental co-operation, dealing with the homeless is usually left up to social development. “There is not always political will, or a political or administrative champion of the cause is redeployed or outvoted so there is a lack of continuity,” adds de Beer. While Cape Town and eThekwini are doing some things right, Mary Gillet-de Klerk. he says, municipalities, NGOs, and the research community need to learn more collaboratively. Tshwane, for example, now has a Community of Practice that brings together practitioners dealing with homelessness to collaborate and assess their approaches.

Gillett-de Klerk says municipalities should focus on their core mandates of delivering basic services and infrastructure, rather than trying to replicate the work of NGOs. Instead of managing shelters, municipalities could lease state-owned buildings to organisations with the expertise to work with homeless people. “Cities should preferably not run shelters, they should rather contract reputable organisations to do so,” emphasises de Beer.

We need collaboration, says Gillett-de Klerk. “The system is broken and needs fixing. If we don’t have a national policy, are we even speaking the same language?”

The faultlines exposed by the pandemic have placed homelessness firmly on the policy agenda, and the national Department of Social Development is developing a national integrated policy framework on homelessness, says Makanda.

“SALGA has consulted with the department to ensure that the roles and responsibilities of the various sectors are clear and within their prescribed functions and powers.”

Key discussions at a recent SALGA consultation session included the experiences and reflections on the roles played by civil society organisations in the management of shelters and the homeless before and during the pandemic, as well as currently. The relationship between all three spheres of government, communities, the private sector, and other stakeholders, was also highlighted, says Makanda. However, it seems the process is moving slowly. “The Department of Social Development is the custodian of that policy. We have not heard much from them in the past six months,” concludes Makanda. ▪

RESOURCES: Cost of homelessness

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“The faultlines exposed by the pandemic have placed homelessness firmly on the policy agenda, and the national Department of Social Development is developing a national integrated policy framework on homelessness.” – Nozibele Makanda

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THE LONG VIEW

POLICY MATTERS I DEMARCATION

BOUNDARY

REDETERMINATION

Aluwani Ramagadza

The role of municipal demarcation in service delivery remains a hugely contentious topic, nearly 30 years after the advent of democracy, writes Trevor Crighton

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s municipal boundaries are shifted, municipalities assume financial and service delivery responsibilities for new areas that current residents often do not want to be joined together – often resulting in violent clashes.

We are of the view that communities are entitled to receive municipal service, regardless of where they are situated,” says Ramagadza. “Demarcation changes should be considered as a solution when other interventions have not worked.”

Understanding the Challenges

FLAWS IN THE PROCESS

Dr Michelle Maziwisa, postdoctoral research fellow at the Dullah Omar Institute, says that evidence seems to suggest that the Municipal Demarcation Board (MDB) has successfully amalgamated South Africa’s 1 262 racially and economically divided municipalities (in 1994) into 257 municipalities (by 2016) and has also brought in traditional areas that had no municipal administration into a single local government system.

“However, while the MDB can pull together two local communities into one, the reality is that those communities need to have buy-in, otherwise this can severely compromise the amalgamation process. This also filters down to ethnic and linguistic differences, as well as perceptions of corruption, administrative capacity and service delivery capacity within a particular municipality,” she says.

Aluwani Ramagadza, acting CEO at the MDB, says that despite requiring more financial resources to establish its regional presence, improving its research capacity and eliminating a number of its HR challenges, the MDB has continued to ensure that its work around municipal boundary redeterminations – inclusive of amalgamations – is efficient.

Through its studies, the MDB is aware that amalgamations have not been as successful as was envisaged because the dysfunction in most municipalities has very little or nothing to do with their spatial configuration. “The MDB is not responsible for providing services in municipalities.

In an academic paper entitled “Municipal demarcation process in the establishment of the Collins Chabane Local Municipality and reasons for the eruption of Vuwani, South Africa”, authors Mavis Netswera and Eric Nealer state that there is a gap in the Demarcation Act in terms of its silence on how the MDB should go about ensuring that all demarcation factors are complied with.

They state that failure to apply all factors correctly may create municipalities that are unable to fulfil their constitutional mandate.

There are perceptions that public participation in demarcation debates is low, but the MDB says this is not the case. “Public participation cannot be deemed low as the act requires it in four phases of the process before final demarcation. However, due to the lack of understanding of the MDB’s functions and processes, stakeholders and the public show little or no interest until the process is concluded,” says Ramagadza.

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Dr Michelle Maziwisa

He says the MDB has conducted various initiatives to attract interest, raise awareness and educate the public about demarcation processes, and encourage active participation. “That the MDB does not have regional presence in provinces to assist has created challenges. We have requested assistance from municipalities in terms of sharing information and being able to assist communities,” Ramagadza says.

MEETING THE CHALLENGE Maziwisa believes that the best solution for solving service delivery issues by altering demarcation lines lies in resolving underlying tensions between linguistic, cultural or ethnic groups seen to be in a dominant role in relation to those seen to be in a nondominant role.

“The Auditor-General has consistently raised concerns about poor municipal financial management. Without fixing this problem, even in good and promising amalgamations, there would still be financial problems and, as a result, service delivery problems,” she says. “What is needed is increased transparency at local government level and revisiting economic linkages between urban and rural spaces and between affluent and poor spaces, as well as addressing the urban sprawl through city planning – some of which fall outside the Municipal Demarcation Board’s mandate.”

She adds that poor service delivery will often lead to protests, which, in her view, goes beyond the mandate of the MDB. “Whether it is doing sufficient due diligence prior to implementing amalgamations, I am not sure,” she concludes. ▪

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DIGITISED PAYMENTS MAKE LIFE EASIER Mastercard’s partnership with Tsogatec is helping South African municipalities to digitise payments

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ver the past year, Emalahleni Local Municipality has encouraged customers to start using new digital payment channels to purchase prepaid electricity and obtain account balances via WhatsApp. From 1 July 2022, consumers will experience greater convenience as they will be able to receive their municipal account statements via WhatsApp and securely make payments to the municipality. This service has been extended to over 160 000 ratepayers in Emalahleni Local Municipality. The digitisation of payments has made life easier for municipal customers who previously had limited payment options and had to go to municipal offices or retail outlets to pay their accounts. Mastercard and Tsogatec’s digital solution operates on the Mastercard Payment Gateway Services (MPGS) platform.

This means that consumers are able to pay

their bills with any kind of debit or credit card, irrespective of which bank they are with. Individuals without full banking facilities who, for example, use SASSA cards for payment can now use these cards to purchase prepaid electricity or pay their municipal accounts conveniently and securely on their phones. This increases and extends the financial inclusion of consumers who can now use their SASSA cards to pay for essential municipal services.

A NEED FOR A SAFER, MORE CONVENIENT, AND INCLUSIVE PAYMENT SOLUTION “During the pandemic, we saw unparalleled levels of digital adoption as consumers’ needs for solutions that were touchless, convenient and digitalfirst, increased. This worked well for big businesses and the financially included,

For municipalities, the logistics around handling hard cash, including the security aspects, and delays in reconciliation of cash and other payment methods, are challenges that result in up to 60-day billing-to-cash cycles.

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however, several smaller businesses, government departments, and municipalities were not fully prepared for this sudden change to e-commerce and digital collections,” says Cuthbert Tembedza, Vice President, government engagement, Mastercard, Southern Africa. “Municipalities are experiencing challenges collecting payments from their ratepayers. Cash is still a popular form of payment in South Africa. It comes at a significant cost to the ratepayer and also impacts the municipalities’ revenue collection rates.

Low-income earners, unfortunately, carry the highest costs of cash, forfeiting 4 per cent of their earnings compared to the national average of 1.1 per cent. A big reason for this is that, in many instances, low-income ratepayers live some distance from their local municipal offices. They have to take numerous taxis to reach their destination, and when they get there, they often wait in queues for many hours to pay their bills.

They need us to help ease this burden. These low-income earners and informal family businesses remain digitally marginalised with inadequate digital payment tools to

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ADVERTORIAL | MASTERCARD

interact with municipalities. Mastercard has put together several initiatives, tools, and partnerships to enable government and municipal revenue collections in a convenient, simple, safe, accessible, and affordable environment for government, municipalities, and all citizens. This is what we are solving,” continues Tembedza.

A SOLUTION FOR IMPROVED REVENUE COLLECTION Municipalities buy electricity in bulk and then resell the power to homes and businesses. These electricity sales are the biggest revenue item for local government contributing 25.8 per cent. Other revenue lines like property rates, water, sewage and refuse collection contribute 34.0 per cent. It has therefore become vital for municipalities to improve collection of this revenue especially in challenging periods like the COVID-19 pandemic. For municipalities, the logistics around handling hard cash, including the security aspects, and delays in reconciliation of cash and other payment methods, are challenges that result in up to 60-day billing-to-cash cycles, leading to reductions in the municipality’s cash flow.

With these new solutions, both ratepayers and the municipality benefit from safe payments that add convenience while saving time and money. These new channels also introduce new communication channels that will allow consumers to message municipalities directly for a variety of services and/or interactions to better improve service delivery.

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SUCCESS IN A TEST ENVIRONMENT Emalahleni Local Municipality is located within the Mpumalanga Province and known as the energy mecca of South Africa. This is due to its rich deposits of coal reserves and power stations such as Kendal, Matla, Duvha and Ga-Nala. In addition, the new Kusile power station is located a few kilometres to the east of Phola. With its population of about 455 000 people, it continues to face the deep spatial challenges of the past.

Although strides have been made to bring the poor communities closer to the centres of economic activities, easily accessing municipal services to pay bills or query accounts is still difficult for many ratepayers.

Municipalities across South Africa face many common challenges. They experience

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“We have helped the municipality to reduce the amount of cash it handles and made reconciliation of accounts much easier.” – David Gatama

difficulties in collecting monies owed, they located throughout their district for all their constituents, and the logistics around handling hard cash is time-consuming.

“Emalahleni municipality faces the same challenges as other municipalities across the country, but we have a few additional challenges,” says Lebogang Mofokeng, Communications Manager at Emalahleni Municipality. “Shift work on the mines – a major employer in the district – for example, prevents a number of ratepayers from settling accounts on time during working hours. There was a clear need for a solution that would bring the municipality’s service closer to the customer, giving them greater and more convenient payment options. We also needed to create a solution that would help our team with reconciling accounts and increase safety for our customers and our staff by reducing the amount of cash on the premises,” Mofokeng explains. “It has been exciting to work with Mastercard and Emalahleni Municipality on the development and implementation of the bill payment solution,” says David Gatama, Chief Executive, Tsogatec. “The collaborative efforts have resulted in a solution that resolved a number of challenges for them. There has been good uptake on the prepaid electricity purchasing side, and we are keen to roll out further capabilities on the system in July.

We have helped the municipality to reduce the amount of cash it handles and made reconciliation of accounts much easier as files are automatically downloaded from the MPGS platform and uploaded into the municipality’s system.” Anonymised data gleaned from payment transactions and enquiries, combined with Mastercard and Tsogatec’s analytics capabilities, generates insights that help build updated service offerings that will better serve their customers’ needs.

LOOKING TO THE FUTURE Solutions born from partnerships such as this are important and can be replicated across the country, bringing the citizenry, business, and government closer in an efficient, safe, transparent, and trusted manner. As

the system develops greater functionality, consumers will also be able to interact with all departments within the local municipality in their own language, which also helps increase inclusion.

MAXIMISING REVENUE COLLECTION AND ENABLING HASSLE-FREE DISBURSEMENTS Over the past few years, Mastercard has invested heavily in teams, digital capabilities, and solutions for central and local governments. Mastercard’s solutions focus on maximising government revenue collections across municipalities, ministries and parastatals, enabling hassle-free disbursements from government to citizens.

This enhances the country’s tourism capabilities, digital transit and mobility solutions (tolling and electronic fare collection on buses and trains), enablement of e-commerce on eGov platforms, small and medium enterprise formalisation and digital enablement, to name but a few. Mastercard’s Southern African government team is based in Johannesburg and is ready to have the digital conversation with governments, provincial and municipal authorities. ▪ Tsogatec is a fintech service provider, specialising in secure digital payment solutions using smartphone technology.

➔ Scan this QR code to go directly to the Mastercard website.

For more information: Cuthbert Tembedza cuthbert.tembedza@mastercard.com www.mastercard.co.za

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THE LONG VIEW

THOUGHT LEADERSHIP | SERVICE DELIVERY

STRUCTURAL ISSUES VERSUS SUSTAINABLE SERVICE DELIVERY Burgert Gildenhuys, director, BC Gildenhuys & Associates, writes that structural issues in municipalities threaten to stand in the way of sustainable service delivery have structural issues that are not always understood or appreciated. Irrespective of our ability to run “clean” administrations or to curb corruption, there are issues that will make it very difficult, if not impossible, to achieve or sustain our current service delivery objectives.

There are three main issues that challenge service delivery goals. As councils, we don’t grasp the long-term operating consequences of our capital investment programmes and a history of 25 years of inappropriate investment under the banner of “pro-poor” policies.

Municipal councils operate under policy regimes that are inappropriate, unattainable and ignore the realities of today and the future – increased poverty and rapid urbanisation.

And, unfortunately, putting it bluntly, our municipalities do not know the extent of their problems. As a result, many of our critical strategic decisions are ill-informed and based on plans developed on a fragile information base.

If one may quote the City of Tshwane as an Since the elections in November 2021, the demand for example, the city reached a point where 50 per cent of Burgert infrastructure and social services in Tshwane alone has its households stay in informal structures. Yet, most of Gildenhuys grown by nearly 10 000 households. the Council’s policies and development frameworks are silent on this.

Second, households in Tshwane grow by an estimated n March this year, Deputy President David Mabuza tried to 33 000 households per annum. To put that into perspective, 98 explain to the National Council of Provinces how he assists the of South Africa’s 213 local municipalities have fewer households president in implementing rapid response interventions on than Tshwane’s annual growth. Since the elections in November service delivery and troubleshooting in service delivery hotspots.

2021, the demand for infrastructure and social services in Tshwane alone I want to know if the administration even understands how structural has grown by nearly 10 000 households. issues make it practically impossible to achieve current service The government can have plan upon plan to solve service delivery delivery objectives. problems, but if they don’t know the extent of the services to be We want to believe that councils and political parties aim to delivered and develop the capacity to assess the capital and operating strengthen their position with 2024 firmly in mind, but also to cost impact of the policies they promise to implement, they will never show substantial improvements in service delivery and financial successfully provide services. ▪ sustainability over the next five years. However, our municipalities

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Municipal councils operate under policy regimes that are inappropriate, unattainable and ignore the realities of today and the future – increased poverty and rapid urbanisation.

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THE LONG VIEW

THOUGHT LEADERSHIP | INTEGRATED URBAN DEVELOPMENT

KZN FLOODING A

“WAKE-UP CALL” Darrin Green, MD Africa at infrastructure consulting firm AECOM, shares that the recent floods in KwaZulu-Natal should spur on government to ramp up their integrated planning and resilience infrastructure

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he social and environmental impact of disaster needs to be looked at holistically. The catastrophic flooding in KwaZulu-Natal is a wake-up call for local and national government to ensure that future urban development is integrated and resilient to extreme weather events. The effects are widespread, and I do not think anyone yet has a proper handle on the extent of the infrastructure damage. There is a long road ahead to fix this.

Parts of KwaZulu-Natal received over 300mm of rainfall in a 24-hour period from 11 to 12 April and close to 400mm, including the preceding rain in the days leading up to the floods. “It was a 100-year rainfall event for some areas. That is just in terms of the rainfall itself, which cannot be correlated directly with the flooding. Once everything is saturated, the runoff is much higher. Then there is the secondary impact of landslides and erosion that can change the natural runoff characteristics, resulting in unpredictable impacts that can cause further significant damage to infrastructure,” explains Timothy Hotchkiss, an engineer at AECOM’s Durban office. Hotchkiss specialises in flood management and the design of water-related infrastructure.

While the entire province was impacted, the worst-hit areas were the eThekwini Metropolitan Municipality and the districts of iLembe, Ugu, King Cetshwayo, and uMgungundlovu. Informal settlements close to rivers and waterways were severely affected, with numerous dwellings swept

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away and nearly 450 lives lost to date. The flooding disrupted fuel and food supplies.

EXTENSIVE DAMAGE THE PRICE OF UNDERPLANNING The torrential rain caused extensive damage to houses, businesses, roads, bridges and water, electricity, rail, and telecommunications infrastructure. Cabinet declared a national state of disaster on 19 April. KwaZulu-Natal Premier Sihle Zikalala estimates it will cost about R5.6-billion to repair the damage to road infrastructure alone. While Durban Port, one of the largest and busiest shipping terminals on the continent, has since reopened, there is a massive backlog of 8 000 to 9 000 containers.

“We will be involved with a lot of the repair and rebuild work, especially in terms of bulk infrastructure such as roads and water networks,” notes Hotchkiss. The company has carried out flood mitigation work for a major automotive manufacturer in the region in conjunction with the metro.

“While eThekwini is proactive from a catchment planning perspective, there are still many challenges, and this event was really way beyond what could have reasonably been planned for,” says Hotchkiss. “For us as AECOM, it is important to take a holistic view of the flooding in terms of its social and environmental impact.” It is clear from the extent of the damage that properly planned areas and areas with well-maintained indigenous vegetation, fared much better than areas where there is a lot of uncontrolled

development. A lack of integrated planning in terms of electricity, water, transportation networks and stormwater drainage means that the impact of any extreme weather event is likely to be that much greater.

It is a countrywide issue. There is very little holistic planning around any of these critical factors. Unfortunately, this has contributed significantly to what we have seen happen in KwaZulu-Natal. We are paying the price for years of underplanning and a lack of investment in maintenance and infrastructure.

PRIORITIES The immediate priority is to ensure that the water supply in eThekwini is fully restored, followed by the electricity and road networks. In some cases, the authorities have consultants and contractors on frameworks and term tenders and therefore may be able to respond relatively quickly to some of the immediate and less complicated infrastructure repairs. However, on the whole, emergency procurement will need to be put in place.

We have seen before that this does not always have the desired outcomes. We need to mobilise as quickly and as effectively as possible. Consulting Engineers South Africa (CESA) has stated that its members are on standby to provide any assistance required. ▪

REFERENCE BOX Sources https://ewn.co.za/2022/04/18/kznroad-repair-bill-estimated-to-costr5-6-billion-says-zikalala; https:// www.news24.com/fin24/economy/ south-africa/durban-port-floodedwith-debris-faces-backlog-of-8-000containers-20220419

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ADVERTORIAL | CEMENT AND CONCRETE SOUTH AFRICA

Concrete is the essential component for local government mass housing settlements throughout South Africa.

LOCAL GOVERNMENTS NEED CONCRETE TRAINING Local government employees need to be trained in concrete at all levels to facilitate the country’s growth and build infrastructure

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oncrete will play an essential role in the government’s plans to implement long-awaited infrastructural projects this year, says John Roxburgh, senior lecturer at Cement & Concrete South Africa’s School of Concrete Technology. He says concrete is the most vital building material for creating the infrastructure needed to sustain South African urban and rural settlements, as well as the road networks that link these areas.

“Apart from being the essential material to erect the presidentially-proposed new ‘smart cities’, concrete is also essential for housing, dams, bridges, warehouses, roads, airports, water and sewerage treatment plants, to name just a few important civic facilities. Therefore, it is essential that local government’s staff are trained in all facets of concrete construction and design,” Roxburgh states.

Such training has been provided by the School of Concrete Technology (SCT) for well over 60 years. Its consulting division is constantly involved in the writing of standards, publications and assessment of the latest technologies.

The SCT 2022 Training Programme includes courses on a wide range of topics starting from a basic introduction to concrete and continuing to cover the role of concrete in housing, concrete practice, training for ready mixed concrete and batching plant personnel, concrete industrial floors on the ground, concrete road design and construction, as well as high-technology training that includes the globally respected Advanced Concrete Technology diploma course with examinations set by the Institute of Concrete Technology in London.

“Two courses to be offered by SCT in 2022 should strongly be considered

by South African municipalities: SCT20 Concrete Practice and SCT30 Concrete Technology. Both regularly attract strong enrolment, necessitating several presentations every year.” – John Roxburgh

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Successful graduates of all SCT’s courses receive certificates of attendance/competence, and Continuing Professional Development (CPD) points are awarded on certain courses.

Roxburgh says two courses to be offered by SCT in 2022 should strongly be considered by South African municipalities: SCT20 Concrete Practice and SCT30 Concrete Technology. Both regularly attract strong enrolment, necessitating several presentations every year.

“The four-day SCT20 Concrete Practice course is excellent for foremen and supervisors who are applying concrete technology on-site for staff responsible for quality assurance. Successful completion of this course earns four CPD points. The more advanced SCT30 Concrete Technology five-day course – which earns five CPD points – is aimed at civil and structural engineers and experienced technicians and technologists, and is ideal for gaining detailed knowledge of how cement and concrete works.”

The School of Concrete Technology will continue to run its successful online e-learning courses in 2022, but will also offer select classroom-based lecture courses in Midrand, Durban and Cape Town while COVID-19 lockdown restrictions permit. “The live classes will be kept small, and high demand for specific courses will be met by scheduling additional presentations.

However, the online platform and selfstudy courses are here to stay as they are aligned with modern trends in remote learning and offer increased access to both data and smart delivery devices. E-learning and its associated benefits will form an integral part of the SCT’s training in future, this means that local government in even the most remote parts of the country can now enrol staff for training,” he adds. ▪

➔ Scan this QR code to go directly to the Cement and Concrete SA website.

For more information: 011 315 0300 rennisha.sewnarain@cemcon-sa.org.za. www.cemcon-sa.org.za

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IoT, SUSTAINABLE WATER MANAGEMENT AND ESG Sivi Moodley, CEO of the Macrocomm Group, shares that there can be no sustainable future without an effective and efficient approach to holistic water management

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easuring the flow of water through its cycle of collection, storage, distribution, consumption, and purification is foundational to enabling a data-driven and analytical approach to water management and usage in various industrial, commercial, residential, and public sector segments.

To place some perspective on the stress in place due to increasing water demand, the United Nations’ World Water Development 2021 Report cited the following trends on future water usage (based on studies that attempt to project trends in future water use): • The 2030 Water Resources Group (2009) concluded that the world would face a 40 per cent global water deficit by 2030 under a business-as-usual scenario.

• The OECD (2012) projected that global water demand would increase by 55 per cent between 2000 and 2050.

• Burek et al. (2016) estimated that global water use would likely continue to grow at an annual rate of about 1 per cent, resulting in an increase of 20 to 30 per cent above the current level of water use by 2050.

Internet of things (IoT) technologies have a broad range of applications, as well as segment-specific use cases in the way water can be managed sustainably, including: • Leakage detection • Efficient, data-driven systemic water management • Water quality and safety monitoring • Quality control of water reserves • Visibility and transparency on consumption • Predictive maintenance and speed to resolve risks related to water infrastructure.

LEVERAGING TECHNOLOGY Deployment of smart water enables real-time water consumption monitoring and measuring, which helps to identify areas of excessive usage and wastage – while at the same time providing the data validation and visibility for behavioural and attitudinal change that is more deeply rooted in water sustainability.

To leverage the capabilities of emerging technologies such as artificial intelligence and machine learning, organisations can now shift to platforms and applications that fully automate water management strategies and objectives. Combining the use of IoT sensors and predefined or machine learning algorithms, supply, distribution, and consumption systems can dynamically regulate and control the supply of water. When applied to smart irrigation, sprinklers can be configured to provide the right amount of water at the right time depending on the data relating to soil moisture, air humidity and crop condition sensors.

In the case of mining, sensors can be used to monitor the safety and condition of tailings facilities, where contaminated water is stored and rehabilitated before it is released into the

Organisations can now shift to platforms and applications that fully automate water management strategies and objectives.

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Sivi Moodley

environment or made available for reuse.

Mines use a significant amount of water in their operations and processes; failure to safely store and manage contaminated water and tailings was evident in the catastrophe in Brazil in 2019 when a tailings dam, in the state of Minas Gerais, burst and released a wave of mud and sludge that left 270 dead and ravaged local forests, rivers and communities. Further to this, the Vale mine is expected to pay $1.65-billion and the CEO and management team were charged with homicide.

Macrocomm has taken a comprehensive approach in ensuring that technologies and use cases are developed to holistically manage water in an efficient, proactive and predictable manner. Our drive to securing a sustainable and available water future has resulted in us developing supply-and-demand-side management technologies that curb the risks associated with poor water management while allowing businesses and industries to set, track and achieve their environmental, social and governance (ESG) goals linked to water sustainability.

Solutions range from smart water meters (including retrofitted options), sensor-driven actuators for remote control of usage, sensors for soil and humidity sensors, a software platform for smart water management workflow and analytics as well as dashboards and mobile applications that deliver real-time views on supply, distribution, and anomalies.

We work closely with the relevant industry sector players and partner with them in identifying and mitigating risks when it comes to achieving their sustainable water and related ESG goals through the application of IoT data-driven technologies in a smart and simple way. ▪

IMAGES: SUPPLIED

THE LONG VIEW

THOUGHT LEADERSHIP | INNOVATION

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BETTER ROAD ACCESSIBILITY The Gert Sibande District Municipality’s Municipal Support Programme is improving road accessibility in the district, helping to boost infrastructure, tourism and transport in the province. By Trevor Crighton

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key part of the Gert Sibande District Municipality’s (GSDM) Municipal Support Programme focuses on improving road accessibility for local municipalities. The council-approved programme allocates the GSDM fleet of road infrastructure plants to a local municipality within its jurisdiction each month for the full month.

The decision to follow this programme was made when it was determined that district roads were in a bad state due to high volumes of coal haulage trucks transporting coal to the four power stations within and beyond its jurisdictional area.

“The district is also assisting local municipalities with the rehabilitation of roads. Priority is given to two local municipalities per financial year, and the programme concentrates on taxi routes and roads leading to public facilities.” – Phiwe Batala.

ROVING RESOURCES “In 2007, GSDM donated full regravelling plants to each local municipality, with GSDM responsible for their maintenance,” says Phiwe Batala, manager: roads at GSDM. “Due to financial constraints, the fleet was transferred to the local municipalities, but it became clear, over time, that they couldn’t maintain the fleet. In the 2014/15 financial year, the district resolved to establish the Municipal Support Programme, which sees the fleet rotate across all local municipalities, with the district taking full responsibility for maintenance costs and fuel costs.”

The programme falls under GSDM’s second KPI for basic service delivery and infrastructure

Jetpatcher truck

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THE LONG VIEW

MUNICIPAL MATTERS I MUNICIPAL SUPPORT PROGRAMME

development, with a strategic objective of “infrastructure development to support effective and sustainable community services”.

Gert Sibande District Municipality is the largest of the three districts in Mpumalanga at 31 841km², covering 40 per cent of the province’s land mass. In the 2019/20 and 2020/21 budgets, R500 000 was allocated each year for the rehabilitation of roads, with R5-million allocated in each period for pothole repair.

Local municipalities’ role in the programme requires them to avail all their resources, monitor the programme closely and report progress to GSDM. The rotating resources provided by GSDM to each of its local municipalities include: • 4 graders • 2 tipper trucks • 2 water tankers • 1 tractor-loader-backhoe • 1 roller • 1 lowbed truck • 1 Jetpatcher truck • 12 operators.

“In addition to the Municipal Support Programme, the district is also assisting local municipalities with the rehabilitation of roads.

Priority is given to two local municipalities per financial year, and the programme concentrates on taxi routes and roads leading to public facilities,” says Batala.

Jetpatcher truck in action on Oosthuise street.

of potholes in Msukaligwa (1 588 m²), Dr Pixley Ka Seme (400m²) and Mkhondo (7 592m²); and resurfaced 36 843m² of roads in Msukaligwa, Lekwa, Dipaleseng and Chief Albert Luthuli.

The impact of the intervention is to provide access roads to schools, clinics and other infrastructure and reduce the backlog in pothole patching and road maintenance among the seven local municipalities. The Roads Asset Management system will also be updated to maintain a credible database on the road network and road conditions.

The programme has not been without its challenges, with Batala citing a lack of resources from local municipalities and deterioration in the plants used in the blading, regravelling, patching and resurfacing.

A REMINDER OF RESPONSIBILITIES IMAGES: SUPPLIED

HUGE IMPACT In the current financial year, the programme has bladed (graded) 397.4km of unpaved roads and regravelled 67.5km across nine visits to local municipalities; patched 9 580m²

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Speaking at the Gert Sibande District Municipality IDP Strategic Planning Programme earlier this year, Deputy Minister Thembi Nkadimeng referenced President Cyril Ramaphosa’s call at the official opening

of the SALGA Elective Conference to change people’s lives for the better. In reminding all present that local government is the most important enabler of economic growth and development, she quoted Ramaphosa as saying: “By providing reliable water supply, sanitation, energy and refuse services and through road and infrastructure maintenance, local government enables our economy to grow and create employment”.

“In terms of the short-term implementation plan of the local government support and intervention packages, we need to fast-track repairs and maintenance of water infrastructure, sanitation, repair potholes, energise streetlights, and attend to sewer spillages,” Nkadimeng reminded attendees.

“I must also emphasise that the strategy finds resonance within the District Development Model – an ‘all of government’ and society approach that calls for better planning and delivery of services in a seamlessly co-ordinated and integrated manner.” ▪

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2022/06/30 4:17 PM

BUILDING

SMART Plans for the development of the Lanseria Smart City are becoming more tangible, writes Trevor Crighton

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he Master Planning Process for the first new city to be built in South Africa since 1994 – Lanseria Smart City – is complete.

The process was completed under the guidance of a project steering committee, convened by the Presidency and including all relevant local governments. “The master plan is key to designing a special purpose vehicle (SPV) for bulk infrastructure, through which a Development Bank of Parks Tau South Africa (DBSA) loan will cover the costs of bulk and be recovered through claiming a percentage of the future service charges developers and residents will pay – rates, developer contributions, service charges, portions of grants and the like,” says Parks Tau, Gauteng MEC for Economic Development, Environment, Agriculture and Rural Development.

KEY CONSULTATION In the course of concluding the master plan, consultative webinars have been held with property developers, large landowners and experts in waste, water and electricity infrastructure, roads and transport networks, human settlements, social infrastructure leads, and ICT experts, as well as various local community clusters.

“The project was presented at the Small Island Developing States Summit as an investible pipeline project and will now be gazetted as a systematic investment plan. The Gauteng Department of Economic Development has set aside funding and has commissioned a dedicated project management unit (PMU), via DBSA to drive the project,” says Tau.

SMART TECH The component elements of the smart city are being conceptualised through private sector engagements and will now be driven through the Smart City Institute with the University of Johannesburg. These elements will include free basic broadband; sandboxing for smart governance using blockchain technology, internet of things and artificial intelligence, as well as building support for a gig economy and digital economy workforce into all design elements.

FINDING FUNDING The Lanseria Smart City PMU, announced in the first quarter of 2022, is currently working with developer clusters to support a tradeable

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property rights regime to align with the master plan, which will also support the establishment of a hi-tech special economic zone (SEZ). This will directly support clusters that contribute to green urban technology, communications technology and a research and development city cluster.

The department will undertake roadshows over the next few months to introduce the project management team to developers, once appointed. As a key public sector initiative, the department is collaborating with the Government Technical Advisory Centre on a project development process to integrate various landholders who want to be part of the Lanseria Hi-Tech SEZ through the proposed real estate investment trust structure.

“The total bulk infrastructure required for the project is estimated at R13.5-billion over the next 15 years and bundling the full costs of establishing wastewater treatment works, which serves a wider area, pushes the total to R14.5-billion,” says Tau. “The intent is to provide the bulk infrastructure for Lanseria through the establishment of a dedicated SPV under the Vumela mechanism via the DBSA, that will serve as the vehicle through which funding for the bulk infrastructure is raised. This will be done against future revenues flowing from the new developments, which will bring the master plan to life, with provision of bulk matched to timing of development need.”

Phase 1 roll out – the roll out of bulk infrastructure to support years 1 to 5 of the development pipeline – is expected to start in the third quarter of this year.

Plans for the Lanseria Smart City – originally known as Cradle City – started in 2007 as an aerotropolis concept. The Lanseria region, which lies on the boundary of four different municipalities, has a large enough footprint to facilitate structured growth, avoiding urban sprawl. The development aims to create the first post-apartheid city in South Africa based on “best practice” in urban sustainability and global smart city principles, with Lanseria Airport at its heart as the main economic driver. It is estimated that the project will take 25 years to complete. ▪

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SMART BUILDING, SMART CONSUMPTION Dr Andrew Dickson, engineering executive at CBI-electric: low voltage, shares that while our government works towards building new smart cities, South African citizens can start building their own smart cities at home by investing in smart home technologies

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outh Africans can start developing their own smart homes by investing in smart home technologies because smart homes will be a key component in the creation of smarter cities.

It is predicted that by 2050, nearly 70 per cent of people worldwide will reside in urban areas, up from 55 per cent of the global population who currently live in cities. As a result, 78 per cent of the world’s energy is being consumed in cities that produce more than 60 per cent of greenhouse gas emissions. This is set to increase following the speed and scale of urbanisation. To mitigate this impact, smart cities may provide a solution to reduce energy consumption while still meeting service demand, improving grid stability and overall quality of life.

In positive news, two years after President Cyril Ramaphosa announced his future plans to build the first smart city in Lanseria, the draft master plan has been completed and is

out for public comment. The city will house between 350 000 and 500 000 occupants within the next decade.

SMARTER CONSUMPTION South African households consume roughly 17 per cent of the country’s total grid electrical energy and can account for up to 35 per cent of national electricity demand during peak periods. Installing smart home devices, which use an internet connection to enable the remote monitoring and management of appliances and systems such as lighting and heating, can help improve energy efficiency in the residential sector. This is because smart home devices not only enable users to keep an eye on how much electricity their appliances and systems consume, but also schedule them to turn on and off at specific times on a daily or periodic basis to reduce consumption.

The need for these solutions is all the more pressing when one considers that a third of

Smart homes also present cost-saving opportunities not just for those living within them, but also for the cities in which they are situated.

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the world’s greenhouse gas emissions are the result of household energy consumption.

To put this in perspective, South Africa is the 14th largest emitter of greenhouse gases in the world, with the average South African emitting approximately 7.41 tons of CO2 – nearly double that of the world average of 4.47 metric tons per person. These emissions result from everyday routines such as turning air conditioning systems on and off, however, home automation has been found to reduce emissions by 12.78 per cent – something which will be crucial for helping South Africa fulfil its commitment to limit its annual greenhouse gas emissions to between 398 to 440 million tons of CO2 equivalent by 2030. In the United Kingdom, for instance, the Nottingham City Council revealed that the city managed to reduce CO2 emissions by 26 per cent from 2005 levels using smart homes as one of the tactical solutions.

THE LONG VIEW

MUNICIPAL MATTERS I SMART BUILDING AND CONSUMPTION

CITYWIDE BENEFITS Smart homes also present cost-saving opportunities not just for those living within them, but also for the cities in which they are situated. By being able to remotely monitor their energy consumption, smart homeowners are able to save on their monthly electricity bills. But imagine what would happen if this concept was applied to a city-wide housing grid. This could enable local authorities to track energy usage and spikes across the community, ensuring fairer pricing as well as the ability to tackle outages, energy leaks and the environmental issues associated with overuse.

With 70 per cent of South Africans set to be living in urban areas by 2030 and the cities of Johannesburg, Tshwane, Cape Town and Ethekwini under pressure to accommodate everyone, now’s the time for investment in smart home technology. I envisage smart homes working together to benefit all citizens and positively impact our planet. ▪

REFERENCE BOX Sources: Worldbank.org; un.org; sanedi.org.za; sciencedirect.com; carbonbrief.org; statista.com; thinkmind.org; climatechangenews. com; smartcitiesworld.net; corruptionwatch.com.

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BELLVILLE CLOCK

TOWER CHIMES AGAIN

Following a major restoration campaign, the Greater Tygerberg Partnership, together with the City of Cape Town, proudly launched the restored Bellville Clock Tower at the Bellville Civic Centre in May.

From left: Johan Potgieter, founder RichBoy Clothing, Councillor Mercia Kleinsmith, Councillor Jacoline Visser, Executive Mayor Geordin Hill-Lewis, Alderman James Vos, Warren Hewitt, CEO GTP.

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he launch of the restored clock tower – the first time it has functioned properly in over 25 years – was a celebratory event, opened by Alderman James Vos and supported with a word from Executive Mayor Geordin Hill-Lewis.

“For over two decades, the clocks on the Bellville Clock Tower have not been functioning, symbolising time standing still,” says Warren Hewitt, CEO of the Greater Tygerberg (GTP). “With the new urban regeneration of Bellville, restarting the Bellville Clock Tower sends a clear message of progress and renewal.”

“It also illustrates much more than the repair of a broken clock; it symbolises an active change in the mindset and emotional investment of the community.” – Jacoline Visser

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IMPORTANT LANDMARK For the people of Bellville, this much-needed restoration means residents in the second metropolitan node of Cape Town can finally enjoy one of their most important architectural landmarks.

Work on the renovation project finished at the end of April 2022 and included completely removing, rewiring, repairing, servicing, and re-installing the motors within all four clock faces, as well as giving the tower and its base a fresh coat of paint.

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THE LONG VIEW

MUNICIPAL MATTERS I RESTORATION

Executive Mayor Geordin Hill-Lewis at the Bellville Clock Tower.

“The clock tower creates a new public space for residents to gather for markets, shows, and family gatherings during the day and a place for them to enjoy a captivating light show at night.” – Warren Hewitt

The surrounding pond area has also been cleaned, and four new water fountains with specially manufactured fountainheads have been installed on each side of the tower. Each has underwater colour LED spotlights installed to create a mesmerising light installation at night.

Jacoline Visser, ward councillor for the area, says: “The historic clock tower in Bellville means so much more than the time it keeps. We find ourselves so busy planning and looking at the future of Bellville that we can overlook important things at ground level.

Restarting this clock is the start of many new beginnings for Bellville.

“I want to highlight that it also illustrates much more than the repair of a broken clock; it symbolises an active change in the mindset and emotional investment of the community.

I believe the renewed clock will set the tone of discipline and encourage ownership for all those invested in repairing Bellville. I want to thank the GTP for reminding us that the time has begun for new things that are on the way to revive Bellville,” she adds.

Hewitt continues, saying: “This is an incredibly exciting day for all living in Bellville, and everyone should be exceptionally proud of this fantastic achievement. The new-look clock tower is now not just a functional piece of art that everyone can be proud of, but it also helps foster positive community cohesion and progress. The clock tower creates a new public space for residents to gather for markets, shows, and family gatherings during the day and a place for them to enjoy a captivating light show at night. The GTP is incredibly thankful to all the donors and contributors who have helped make this project such a success.”

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FUNDRAISING SUCCESS Breathing new life into the Bellville Clock Tower was only made possible thanks to a successful crowdfunding campaign that raised a whopping R97 550 in less than two months. Generous support and contributions came from residents and businesses, including local designer RichBoy Clothing, which donated their time and merchandise, as well as some of Bellville’s national music legends who threw their weight behind the campaign. The likes of De Heuwels Fantasties, Fokofpolisiekar, Hiram Koopman, Francois van Coke, and Loki Rothman donated their time to the campaign, helping to increase the campaign’s exposure.

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n regeneration of Bellville, restarting the Bellville Clock SALGA39_Long View_Bellvile.indd 51 ear message of progress and renewal.” – Warren Hewitt

The restored Bellville Clock Tower.

The campaign’s extraordinary level of success surprised many members of the GTP and the City of Cape Town, and plans are already underway to continue the phenomenal fundraising efforts.

“There is plenty of work still to be done to ensure the Bellville Clock Tower remains one of the best performing public spaces, not just in Bellville, but also among the wider municipality. The GTP is committed to working closely with the City of Cape Town to continue executing our vision for the clock tower, and we are especially confident that the people of Bellville will support us in our future endeavours,” Hewitt concludes. ▪ To find out more about other Bellville restorative projects by the GTP or to donate, visit: www.gtp.org.za

RESOURCES: Greater Tygerberg Partnership

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THE LONG VIEW

MUNICIPAL MATTERS I WATER AND SANITATION

FIRST DROPS FROM NOOITGEDACHT PHASE 3 The first drops from the Nooitgedacht Water Scheme were delivered in March this year, signalling the final step in phase 3 of the project that will augment the water supply to the Nelson Mandela metro and surrounds.

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he original scheme was commissioned in 1993 with a capacity of 70 megalitres daily. The Nooitgedacht Water Treatment Works receives its raw water from the Gariep Dam, situated upcountry and is therefore not affected by local droughts.

The metro has, over the past few years, carried out the planning, design, tender preparation, contract administration and contract supervision for the augmentation of the Nooitgedacht supply scheme.

At the request of former mayors and later, the business sector, the Department of

Water and Sanitation (DWS) intervened and appointed the Amatola Water Board as an implementing agent for phase 3 of this project.

The project completion date was initially set for June 2021 and later moved to September 2021, but faced delays owing to budget constraints and contractual matters, which have since been resolved.

On 29 March 2022, the contractor conducted a water supply shutdown to carry out the final connection for phase 3. The connection work was a success, and currently, Nooitgedacht Water Treatment Works delivers about 190 megalitres of water per day, of

which 70 megalitres are transferred via the Stanford Road Booster Pump Station to the western areas.

Minister of Water and Sanitation Senzo Mchunu, says: “We are elated that we’ve released the first drops on time as promised to the citizens; this has been a long time coming, and we are indeed grateful. The metro has experienced drought for the past seven years, and with the constant threat of Day Zero, the finalisation of this project comes as a reassurance that water will be provided to our people. The realisation of these first drops is through the concerted efforts of all – government (at all spheres), the private sector and the citizens – the social compact that the president has been emphasising. Thank you to all those who dedicated their time and did not tire in their efforts, we are indeed grateful.

We do still, however, encourage residents of Nelson Mandela Bay Metro and all South Africans to use water sparingly.” ▪

WITZENBERG MUNICIPALITY IS A WATER CHAMPION In a quest for excellence on issues of water quality and wastewater systems, the Department of Water and Sanitation revived the Green Drop awards and certification programmes. This aims to encourage Water Services Authorities, such as municipalities, to ensure the overall improvement of municipal wastewater management.

During the awards ceremony, spearheaded by the Minister of Water and Sanitation, Senzo Mchunu, the host municipality, Witzenberg, emerged as the biggest winner on the day. Witzenberg Local Municipality scooped the following awards: Top Three Best Performing Wastewater Systems, Top Three Best Performing Municipality, and a Green Drop certification for three out of four of its wastewater treatment plants being fully functional.

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Other winners included the Inkomazi Local Municipality and Stellenbosch, which won the best progress category that acknowledged the improvement in the wastewater systems performance since 2013.

Green Drop certifications went to the following recipients: City of Cape Town, City of Ekurhuleni, Drakenstein Local Municipality, iLembe District Municipality, Mossel Bay Local Municipality, Lesedi Local Municipality, Saldanha Bay Municipality, uMgungundlovu Municipality, and Witzenberg Local Municipality.

Interacting with the media while releasing the Green Drop report, Mchunu emphasised that these awards will take place annually, adding that

the awards will inspire municipalities to work hard.

The Director-General at the Department of Water and Sanitation, Dr Sean Phillips, indicated that Cabinet regards the Green Drop certification programme and awards as a major responsibility. ‘’We will provide all the necessary support to municipalities to ensure they improve their wastewater treatment operations,’’ he said.

In his closing remarks, Mchunu reaffirmed that the Department of Water and Sanitation is committed to ensuring that all the citizens of the country are granted access to water and clean water at that, adding that the environment must not be harmed during any operations involving the provision of water.

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A thriving manufacturing industry creates jobs and business opportunities, enables skills development and improves South Africa’s competitiveness in global markets. A first step is procuring Quality locally manufactured goods, manufactured in a certified environment, with obvious benefits for national competitiveness and economic growth.

Benefit of the SABS Approved Mark: Gives consumers the confidence and assurance in the quality and safety of the manufactured product(s) they purchase, as well as ensuring the product is fit for purpose.

How does a product get a Mark?

Over 75 Years of dedication to Quality Assurance!

1 Apply

2 Receive and accept quote, finalisation of certification agreement

4 Stage 2 assessment

Stage 1 assessment

5

6 Approvals board decision

Clearance of findings

8

7 Issuing of certificate

3

Surveillance audit and Sampling

9 Re certification every 3 years (Management Systems)

SABS_SALGA_07/2022

SABS the Standardised Quality Assurance Solution.

• Manage and develop SANS (South African National Standards) • Laboratory Testing Services that support Municipal delivery through: Testing of water quality, Testing/Certifying Water Meters, Smart Meters, and other products/systems • Certification of Companies to Management System Standards • Certification of Products and the application of the SABS Mark Scheme • Training of Management and Employees on Implementations of SANS • Local Content Verification for South African manufacturing industry

FIND INFO LCV

ONLINE

ASISHO! LET’S SAY IT The South African Local Government Association launches the Asisho! Let’s Say It, which is geared towards reigniting the social contract between local government and citizens.

By Bheki Stofile, President, SALGA

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ddressing the sixth national conference of SALGA, President Cyril Ramaphosa told mayors, councillors, local government representatives and representatives of provincial and national government that local government was the order of government closest to people’s daily challenges and, equally important, an essential actor in economic development.

Taking a step forward to action resolutions from the SALGA 2022 National Conference held under the theme “Consolidating the role of local government in rebuilding local communities to meet their social, economic and material needs”, the Asisho (let’s say it) Campaign will give impetus to strengthening a people-centred local government.

The wellbeing of a local community is a shared responsibility between a local authority and its residents, and this is what lies at the heart of the campaign. Municipal household debt was the vehicle used to drive the message home.

In her recent report on local government audit outcomes for the 2020/21 financial year, Auditor-General (AG) Tsakani Maluleke highlighted that the newly formed municipal councils are instrumental in activating the accountability ecosystem to shift the culture in local government towards performance, integrity, transparency and accountability through courageous, ethical, accountable, capable, and citizen-centric leadership.

She further highlighted the need for municipalities to improve their credit control and debt collection mechanisms to build a financially viable local government system.

A system of local government that can provide clean drinking water, sanitation, electricity, and waste removal services for everyone, everywhere, and Asisho recognises that members of local communities also play a crucial role in realising these aims.

The campaign serves as an invitation to local government and citizens to partake in open dialogue, as well as actively engage in municipal service delivery by:

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• Encouraging citizens to pay for services for local government to effectively deliver its services.

• Encouraging effective and efficient service delivery by municipalities.

• Promote a capable and agile local government with citizens at the centre of service delivery.

• Showcasing the impact of destroying local government infrastructure investments, which are key to unlocking economic potential and creating jobs.

• Promoting the channels for citizens to lodge formal complaints.

INTERNAL ACTIVATION ACROSS SALGA AND THE MUNICIPALITIES 1. Real Worker Municipal Challenge While galvanising citizens, the campaign aims to also have a strong internal element focusing on municipal workers. While citizens are urged to do their part, SALGA and municipal employees have a reciprocal responsibility. Regardless of the difficulty or situation that the worker experiences, the workers must work, they must SEBENZA! 2. Key Challenges for Municipalities Currently municipalities are owed R255-billion as at March 2022 for services consumed, with 64 per cent of that outstanding debt being irrecoverable, and at 69 municipalities, over 80 per cent is irrecoverable. The average collection period is 213 days, which adversely impacts on the financial health of municipalities. The country’s fiscal framework perpetuates structural factors that impede or weaken municipalities in realising their constitutional mandate. Municipalities are allocated 9.1 per cent of nationally raised revenue against assigned responsibilities and mandates of approximately 46 per cent of the functions outlined in the constitution.

WHAT DOES SALGA HOPE TO ACHIEVE? It’s imperative that there is a clear understanding that local government is everyone’s business.

The current state of affairs with regards to outstanding debt owed to municipalities affects the ability of municipalities to honour obligations towards creditors such as Eskom and the Water Boards. So a willingness by local government to open dialogue with communities where we acknowledge the decline of public trust and recognise that rebuilding that will take commitment from all parties in crucial.

As a starting point, we urge all municipalities that received negative feedback in the AG’s audit report to place emphasis on improving their control environment, to implement their audit action plans with the AGSA recommendations in mind, and to do so with the seriousness required. SALGA reaffirms its commitment to working with poor performing municipalities in an effort towards improving the state of financial management and governance in local government.

The Asisho campaign will promote a service delivery approach aimed at a “people first” mandate showing that local government is concerned about improving the lives of citizens through improved governance and delivery of services.

The campaign also aims to tackle key issues being faced by municipalities, for example, Bheke the impact of the destruction of Stofile municipal buildings; and the Illegal occupation of land, etc.

INTENDED OUTCOME FOR OUR CITIZENS We hope that as an organisation we are able to encourage behavioural change across the board. What this means is that we hope we all consciously and deliberately learn from our missteps. It is therefore important to embark on profiling campaigns to raise a people’s collective consciousness for the purpose of responsible citizenry. To try and raise awareness about accountability of municipalities and municipal workers to build and sustain better communities is beyond reproach.

Ultimately, Asisho is about people, about the South African citizen. It is about their individual lives, families and futures. SALGA is the catalyst that seeks to evoke a sense of responsibility and responsible action. Asisho! Let’s Say It. ▪

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SOLUTIONS

Rio Nolutshungu

EMPLOYEE CONDUCT

SOLUTIONS FOR MUNICIPALITIES The outcomes of the South African Local Government Association’s fourth annual local government labour law seminar held earlier this year. By Itumeleng Mogaki

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he theme for this year’s labour law seminar, “Sustaining an Effective Municipal Labour Relations System Beyond The COVID-19 Pandemic” was intended to keep relevant municipal delegates abreast of important and topical developments in labour relations.

Attended by approximately 600 delegates that connected virtually, while the organisers and some speakers attended physically, the seminar was hosted across various disciplines within the municipal capabilities and governance cluster.

SALGA’s senior manager of collective bargaining and labour relations, Zwelandile Ndlala, says the seminar created a platform for thought leadership engagement, networking, and sharing of best practices.

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CHALLENGES The most common challenge had to do with municipalities encountering employee behavioural conduct during the pandemic state of emergency.

“The pandemic brought new ways of doing work, which created a lot of contradiction on how employees conduct themselves,” says Ndlala. “The area of attendance, for example, was particularly problematic. You

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Ndlala went on to say: “Bearing in mind that the different municipalities have their unique challenges, delegates were able to find solutions because they were talking to people who might have gone through the same kind of experiences.

“Apart from collective bargaining-related topics, most of our topics revolved around COVID-19, and it was our duty to provide clear guidance on how municipalities should react to such conditions.

“You would expect municipalities to change gears on how they deliver services. When COVID-19 hit, we never had the opportunity to prepare accordingly; we just had to go with the changes.”

On the issue of employees refusing to get vaccinated, Ndlala says delegates that partook in the seminar left knowing what to do when faced with that challenge.

“Municipalities were advised to develop a state of emergency policy and to run that policy through various channels within the organisation, including the legal department.

“With the issue of comorbidities, the labour relations act is clear that you can terminate the services of an employee on three grounds – misconduct; operational reasons, for example, the employer is restructuring; or failure to perform,” he explains.

Absenteeism and other employee work conduct matters that were of concern should no longer be an issue for municipalities as the seminar’s law experts had answered all those concerns.

THE BULLETIN

SALGA IN ACTION | LABOUR LAW

then ask how you begin to manage your workforce with regards to adherence to those acceptable work rules.”

Another challenge related to the right of an employee to refuse to vaccinate.

“At the very beginning of the outbreak, people were told they were under no obligation to have the TAKE AWAYS vaccination. Now, “We now have a solution for when you are running employees who refuse to vaccinate. an organisation The municipality would have to that services people enforce the policy to make sure directly and you have people vaccinate,” says Ndlala.

Zwelandile Ndlala a group of people that “Equally, people with comorbidities don’t want to subject who don’t want to take preventative measures to ensure that their level of themselves to vaccination because the law is on their side, risk exposure is minimised must now know what do you do then?” he asks. what the consequences will be.”

Ndlala also mentions the issue of In conclusion, Ndlala says: “We evaluated people with comorbidities. many of the recent court decisions. That kind of “An employee with comorbidities refusing jurisprudence helps municipalities respond to to report to work because they feel strongly some of the issues that normally emerge, and the that regulations are on their side, leaves the municipality has no clue how to deal with that employer with only one option – to decide kind of scenario. on the continuity of employability of that “We, therefore, implore municipalities to person,” he explains. attend these seminars that are designed so they The above resulted in a variety of decided can receive help from the experts we enlist to cases heard at CCMA and labour court level. supply professional advice.” ▪

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ECA board chairman Tsegaye Tuke Kia at the City of Johannesburg’s council offices.

DEEPENING KNOWLEDGE ON LOCAL

GOVERNMENT ASSOCIATIONS

During May, a delegation of representatives from the Ethiopian Cities Association, an alliance of 86 Ethiopian cities working towards improving the living conditions of the urban Ethiopian population, participated in a study tour to SALGA in Tshwane. By Bonolo Selebano

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he tour was held as part of the Uniting Local Government in Ethiopia (ULGE), a European Union-funded project implemented by VNG International.

The Centre for Local Capacity Building (CLCB) was the local host partner for the study tour.

The knowledge-exchange event focused on peer-to-peer learning, which aimed to expose and deepen the touring party’s understanding of local government associations, local government institutions and networks of cities in South Africa in the following areas:

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• Municipal member engagement • Communication and knowledge management • Lobby and advocacy • Stakeholder engagement • Independency and sustainability of a local government association.

The touring party received a warm welcome from SALGA at its national headquarters in Tshwane. The schedule picked up pace when the Ethiopian Cities Association (ECA) delegation visited the Department of

Cooperative Governance and Traditional Affairs (CoGTA) in Tshwane and was treated to a briefing by the National Treasury.

The tour concluded with a visit to the council office of the City of Johannesburg Metropolitan Municipality, which allowed the ECA delegation to network and foster working relationships with local government professionals in the city.

TOUR HIGHLIGHTS The first day of the tour saw SALGA officials deliver presentations explaining

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SALGA IN ACTION | ETHIOPIAN TOUR

the background of the organisation, its membership structure and the work it is doing around gender mainstreaming, helping to transform municipalities and improve service delivery. SALGA COO Lance Joel explained the sociopolitical landscape in which municipalities are tasked to deliver basic municipal services. Kutlwano Chaba, SALGA’s chief digital officer, spoke about how local governments can harness digital technologies to improve service delivery and create better outcomes for citizens and communities.

Day two of the tour focused on strategic planning, the long-term vision of where municipal associations want to be, and how they can get there.

Southern Africa Commonwealth Local Government Forum regional manager Nyasha Simbanegavi briefed the ECA delegation about the organisation’s vision, operations, and programmes, explaining that the CLGF’s regional offices allowed a closer and more responsive dialogue and interaction with members and partners in the region such as UNDP and SADC. She said the CLGF has been working with the ministries responsible for local government, national local government associations and local governments. in member countries to implement decentralisation, improve intergovernmental relationships, and build the capacity of local governments to improve governance and service delivery.

Dr Johnny Coetzee from the University of Pretoria unpacked the characteristics of developmental local government with a focus

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The knowledge-exchange event focused on peer-to-peer learning, which aimed to expose and deepen the touring party’s understanding of local government associations, local government institutions and networks of cities in South Africa.

on increasing and accelerating economic growth and employment. He said, among others, that a culture of strong leadership and support, flexible institutional structures, and learning, sharing, and networking were a necessary condition for municipalities to execute their development of local government imperatives.

The Department of Cooperative Governance and Traditional Affairs hosted the delegation on day three. The ECA delegation was briefed about CoGTA, its vision, mission, and programmes. CoGTA chief director Seabelo Molefi explained that part of CoGTA’s vision and mission is to lead the co-operative governance system in support of integrated planning and implementation across all three spheres of government, and create an efficient and effective co-operative governance system that enables resilient, safe, sustainable, prosperous and climatesmart cities and towns.

The director for Intermediate Cities and Spatial Planning, Nomkita Fani, explained CoGTA’s programmes that respond to the development challenges cities face and the spatial dislocations they inherited from apartheid. She also briefly explained the

Integrated Urban Development Framework, which seeks to foster a shared understanding across government and society about how best to manage urbanisation and achieve the goals of economic development, job creation and improved living conditions for people.

During his presentation on the small town regeneration programme, professional town and regional planner Prabin Govender explained that the programme’s aim was regeneration, restoration, and fulfilling the economic potential of underperforming small towns, as well as embracing the significance of small towns and their crucial roles in larger hierarchy settlements.

National Treasury’s Samantha Naidu, unpacked Treasury’s Cities Support Programme, which aims to improve the capacity of cities and create an enabling intergovernmental fiscal system and policy environment to support city-led transformation. Her colleague, Mbali McBrown, delivered a presentation on Treasury’s Neighbourhood Development Partnership Programme, which funds neighbourhood development projects to improve the quality of life of people living in marginalised communities.

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Representatives from CoGTA, the ECA and SALGA in a group photo following the day’s proceedings.

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She explained the overall mandate of the SACN as follows: • Promote good governance and management in South African cities.

• Analyse strategic challenges facing South African cities, particularly in the context of global economic integration and national development challenges.

• Collect, collate, analyse, assess, disseminate, and apply the experience of large city government in a South African context.

• Promote shared-learning partnerships between different spheres of government to support the management of South African cities.

LOOKING FORWARD TO FUTURE COLLABORATIONS ECA board chairman Tsegaye Tuke Kia expressed his overall concluding remarks about the organisation’s exposure visit and said he looked forward to a fruitful relationship and future collaborations with SALGA and its member municipalities.

He added that the study tour would encourage the ECA to use the knowledge and skills gained for the benefit and development of their member municipalities and the communities they served.

“We look forward to fruitful relations with your cities,” he said. ▪

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The council offices of the City of Johannesburg municipality were a hive of activity on the fourth and final day of the ECA delegation’s visit.

The day’s proceedings even grabbed the attention of United Cities and Local Governments (UCLG) secretary-general Emilia Saiz, who tweeted, “City diplomacy, decentralized cooperation and longstanding partnerships for co-creation in the making!

The very DNA of our movement.”

City of Johannesburg Council Speaker Vasco da Gama delivered the welcoming remarks and said the visit from the ECA delegation would have a positive impact that could strengthen relations between South Africa and Ethiopia on many fronts, including the economy.

“We would like to encourage the international community and business to invest in our project of building a city of opportunities. Johannesburg is ready to engage with them on investing in our city.

It is therefore perfect timing that we are receiving your high-level delegation. In light of the above history that I have highlighted, it has illuminated a way for us to build at a country-to-country level as well as a city-to-city level with Addis Ababa.”

The ECA delegation then received an overview of the City of Johannesburg. They were told about the city’s infrastructure in the fields of telecommunications, transportation, water and power and its large and ethnically diverse metropolitan area. Challenges such as the patterns of poverty, unemployment and urbanisation were also highlighted for the delegation.

SA Cities Network (SACN) programme manager Rebecca Gatangí delivered a presentation explaining the role of the network of South African cities in promoting the exchange of information, experience and best practice on urban development and city management.

ECA delegation.

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CITIES CAN UNLOCK THE FULL POTENTIAL OF THE AfCTA

THE BULLETIN

SALGA IN ACTION | AFRICITIES

Resource-efficient and sustainable cities are the keys to unlocking the full potential of the African Continental Free Trade Area is the message shared at the recent Africities Summit, writes Bonolo Selebano

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unicipalities are local champions for economic development initiatives. This was the message SALGA president Bheke Stofile brought to Kisumu City, Kenya, for the 9th edition of the Africities Summit, which took place in May. Stofile’s message focused on the importance of municipalities to the economy and society and how municipalities were not just places where people live, but also where they came together to work, trade and innovate. For this reason, local governments, through the provision of infrastructure, water and electricity, among other services, were critical to the promotion of trade and, consequently, the African Continental Free Trade Area (AfCFTA).

“While the envisaged benefits of the AfCFTA are well-documented, their full realisation hinges on one common denominator: “Cities”. This is because cities are the epicentre of the continent’s industrial base and, by extension, the bedrock of the African economy,” says Stofile.

“Cities generate four-fifths of the global gross domestic product (GDP). These colossal figures point to the centrality of cities as engines of economic growth and as places that harbour the hopes and aspirations of those seeking a better life.”

AFRICITIES SUMMIT

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Africities is the United Cities and Local Governments of Africa’s (UCLG) flagship pan-African event, held every three years in

one of the five regions of Africa. The aim is to strengthen the role of local and regional governments in the development of the continent and help build the integration and unity of Africa from its territories.

Africities brings together African ministers, mayors, leaders, elected officials of local and regional governments, civil society organisations, traditional authorities, representatives of the African diaspora, economic actors, experts, researchers, academics, financial institutions, and development partners.

The theme for this year’s summit was “The Role of Intermediary Cities of Africa in the implementation of Agenda 2030 of the United Nations and the African Union Agenda 2063”.

The summit has two major goals: • Define appropriate shared strategies to improve the living conditions of people at the local level.

• Contribute to the integration, peace, and unity of Africa from its territories.

A GAME-CHANGER FOR AFRICA’S TRADE AND DEVELOPMENT The AfCFTA, a trade pact to create the world’s largest free trade area by connecting 54 African countries with a population of 1.3 billion, was described by Stofile as a game-changer that could drive the region’s long-term recovery and growth post the COVID-19 pandemic.

“The AfCFTA heralds a new era for the continent, as it will create a single market for goods and services across the 55 countries.

“I’ve never been more hopeful about the prospects of our continent, with the AfCFTA being the ‘wind behind the sails’ that will take the continent into new, unchartered waters.” – Bheke Stofile

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According to the World Bank, the AfCFTA will boost regional income by 7 per cent or $450-billion, speed up wage growth for women, and lift 30 million people out of extreme poverty by 2035,” says Stofile.

Stofile emphasised that intra-African trade would boost regional incomes, increase employment opportunities, and attract investments. “I’ve never been more hopeful about the prospects of our continent, with the AfCFTA being the ‘wind behind the sails’ that will take the continent into new, unchartered waters. I have no doubt the AfCFTA will give us the Africa we have always envisioned: independent, integrated, and self-propelling,” Stofile shared.

WHAT AFRICAN CITIES NEED TO DO TO ATTRACT INVESTMENTS Safe and secure infrastructure, efficient transport networks and service delivery, were some of the characteristics of cities, Stofile said, that would attract the necessary business investment to help realise the full potential of the AfCFTA. “By unlocking infrastructure financing, a municipality can accelerate service delivery and attract investments. To meet urbanisation head-on, metropolitan and intermediary cities will have to design robust long-term infrastructure plans that are feasible and bankable to attract the right investment and accommodate the burgeoning population,” he adds.

Stofile said cities were best suited to turn these discussions into action as they are the engines of economic recovery and growth.

“Cities are uniquely positioned as the chief catalyst for economic development due, in part, to agglomeration and economies of scale. With this, they carry the hopes and aspirations of all Africans on their shoulders.” ▪

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