Programme Director
Makana Municipality Mayor, Cllr Yandiswa Vara
Vice-Chancellor Prof Mabizela
Mr. Athol Trollip
Professor Pedro Tabensky
Dr. Thapelo Tselapedi
The Rhodes University SRC and students
Ladies and gentlemen
Good evening
Let me firstly appreciate the opportunity afforded to me to share insights into the key topic “promoting good governance” at this crucially important gathering consisting of our leaders of tomorrow, student leadership is a significant component of the academic community, and the role you play of advancing student interests is particularly important.
As we gather here today, we are at the crossroads of two significant narratives that shape our society – Women’s Month and the role of student leaders. These two narratives intertwine to paint a picture of empowerment, progress, and the unyielding spirit of change.
August is a month that holds a special place in our hearts as we come together to celebrate Women’s Month, paying homage to the remarkable women whose role of fighting against the injustices of the past forms part of the significant footnotes of history and continue to inspire us today. It is a time to reflect on the strides that have been made in gender equality, and the significant contribution the women made in shaping the discourse for South African liberation against the apartheid misrule, while also recognizing the work that remains ahead. In this context, the role of student leaders takes on a profound significance, as you do not only make history in a classroom but your activism as a student leader is intrinsically connected to the daily struggles of society at large.
As such, student leaders, both men, and women, have historically been at the forefront of social change and activism in our nation. They are the torchbearers of progress, using their voices and actions to challenge norms, question inequalities, and pave the way for a more inclusive society. Today, as we celebrate Women’s Month, it is imperative that we acknowledge and honor the contributions of female student leaders who have played an integral role in advocating for gender equality and women’s rights.
We note with appreciation the fact that the Rhodes University graduation held earlier this year had a substantial majority of women graduates. Of 1733 graduates, a staggering 1120 are women. As we applaud the women who have contributed to this momentous milestone, let us also draw inspiration from their journey. Let us be reminded that progress is possible, and that education is a force that empowers and uplifts. May their success serve as a ray of hope, guiding us forward as we continue to strive for a world where every individual, regardless of their gender, can reach their fullest potential.
We stand at the beginning of something truly transformative – Leadership Week, a time when you come together to shine a spotlight on the crucial role that student leaders play in driving social change within the vibrant tapestry of South Africa with a deeper and more nuanced understanding. It is my hope that this week, you celebrate not just leadership, but leadership with purpose – leadership that embodies the values of collaboration, cooperation, and civic engagement for a brighter, more equitable future.
South Africa’s history is one that speaks of resilience, unity, and the unwavering spirit of its people with the agency to withstand the challenges of different make-up. From the struggle for freedom to the quest for equality and the fight for free education, we have shown time and again that collective action is a force to be reckoned with. And at the heart of this collective action, we find student leaders – young visionaries who have consistently stepped forward to champion causes that matter, challenge injustice, and forge paths toward progress.
In a world where challenges like inequality and poverty, our student leaders emerge as beacons of hope. Their passion, dedication, and unwavering commitment to effecting positive change remind us that age is not a barrier to influence, that determination can outshine hardship, and that the power of an idea can go beyond barriers.
Rhodes University stands as a strategic hub of knowledge production, a place where young minds come to be nurtured, and where the pursuit of excellence is paramount. However, as we gather here, we must acknowledge that the path to such excellence is not devoid of challenges. One such challenge has been the question of affordability – the concern that financial barriers may hinder talented individuals from accessing the transformative power of education.
The “Fees Must Fall” movement, which students from this University participated in, emerged as a response to these concerns, bringing to the forefront a conversation that South Africa, and indeed the world, could no longer ignore. It was a clarion call for education to be accessible to all, regardless of socioeconomic background. The Movement, similarly, stood as a testament to the power of collective action and the firm belief that our voices can shape the world around us.
It is our belief that student leaders should not be confined to just their campuses; they should also be forerunners of change within their communities and beyond and this is predicated on the overriding perspective that ‘you are members of the community before you are students’. Through your actions, you must demonstrate that leadership is not about a title or position, but about the courage to take action, the willingness to step forward, and the determination to inspire others. In the Makhanda area, perhaps it would be important for students and their leaders to work with the government and other stakeholders to resolve the water crisis that has hit the area.
We are fortunate to be part of an academic community that values learning, critical thinking, and problem-solving with intellectual astuteness. As students and student leaders, you have the power to harness these skills and channel them into initiatives that can make a real difference. By collaborating with government agencies, local authorities, and relevant organizations, we can pool our resources, expertise, and ideas to develop comprehensive strategies that tackle the water crisis from multiple angles.
Makana Local Municipality
Programme Director,
The Makana Local Municipality is a Category B Municipality and it is one of the seven municipalities in the Sarah Baartman District Municipality. Makana Municipality is strategically situated between two of the province’s largest industrial centers; the cities of Port Elizabeth 120km to the west and East London 180km to the east. Both coastal cities are served by well-equipped container ports and have major airports linking them to Cape Town, Durban, and Johannesburg. The Makana Municipal area has nearly a million hectares devoted to game farming. A range of public and private nature reserves span the area, from the world-famous Shamwari in the west to the magnificent Double Drift and Kwandwe Reserves in the east.
Makhanda (previously Grahamstown) is the hub of the Makana Municipality and has more than 70 declared National Heritage Sites. One of these is the highest church spire in the country. Makhanda was founded in 1812 and is entrenched in historical events, from the 1820 Settlers to a 100-year-old university. It also hosts some of the oldest schools and it is the seat of Rhodes University, as well as other prominent and internationally acclaimed primary and high schools. Rhodes University is a 104-year-old internationally recognised institution with a well-established reputation for academic excellence. The Makana Municipality is the local municipality that governs the town of (Makhanda) as well as the towns and villages of Alicedale, Seven Fountains, Riebeeck East, and Fort Brown.
The Makana Municipality is well endowed and should definitely take advantage of these to benefit communities and ensure their development.
Local Government
Programme Director,
The Constitution is clear on the responsibilities of local government, which it says is to provide a democratic and accountable government for local communities, ensuring the provision of services to the communities in a sustainable manner.
Local government is responsible for a range of vital services for people which is a mandate encapsulated in Section 152 of the Constitution. This mandate seeks to build and accelerate the implementation of the developmental and transformative role of local government as envisioned:
- Provide democratic and accountable government for local communities,
- Ensure the provision of services to communities in a sustainable way,
- Promote social and economic development,
- Promote a safe and healthy environment, and
- Encourage involvement of communities and community organisations in local development.
Furthermore, Section 153 of the Constitution refers to the “developmental duties” of local government. A municipality must:
- structure and manage its administration and budgeting and planning processes to give priority to the basic needs of the community, and to promote the social and economic development of the community.
The essence of local government objectives is centered on service delivery to the communities while enabling social and economic growth thereof.
Service delivery
Programme Director,
The Municipal Infrastructure Support Agent (MISA) has been providing technical and financial support to selected municipalities to enable the implementation of projects aimed at addressing critical needs for certain communities. The Project implemented was based on the request of the municipality to address some of the road network challenges which could have affected the national event that normally takes place in Makhanda on an annual basis, due to the dire state of the access roads within the town of Makhanda.
The Municipality has been slacking in the provision of basic service for several years, and this has been aggravated by persistent drought conditions that have been prevalent for over five years to date. The drought is by far the worst drought in history, resulting in very low dam levels which led to the town experiencing various water crises. There have been several challenges pertaining to service delivery in Makhanda especially the provision of clean water to the residents, and the lack of maintenance of the municipal roads’ network. The municipality however has several projects in place that seek to address these challenges.
Rehabilitation and Maintenance of the Grahamstown (Makhanda) CBD Roads
The rehabilitated roads are located within the Central Business District of Makhanda (Grahamstown) in the Makana Local Municipality. The project is defined as the Rehabilitation and Maintenance of Somerset, High, Hill, and New Streets in the Grahamstown CBD, in Makana Local Municipality Phase One. The project focused on the central business hub of Grahamstown, and encompassed the rehabilitation and maintenance of the roads that service the Rhodes University; the Grahamstown High Court, and major departmental stores for a total length is 2,490 km.
An MOU was signed between MISA and the Makana Local Municipality to rehabilitate and maintain the main roads servicing the central business hub. Engineering Advisory Services was appointed by the Makana Local Municipality, for the provision of Professional Consulting Engineering Services for the Rehabilitation and Maintenance of Somerset, High, Hill, and New Streets in the Grahamstown CBD, in the Sarah Baartman District of the Eastern Cape Province. MM Industries was appointed by MISA to execute the Construction Works.
The Rehabilitation and Maintenance of Grahamstown CBD Roads
The community of Grahamstown, the seat of the municipal council, the largest town in the Makana Local Municipality, comprised of an approximate population of 70,000 people, has been struggling for years to access basic services such as a safe road network and other social facilities. An increase in economic activity in Grahamstown during the past decades has led to a major expansion of the road network throughout the City. After many years of good service, an increasing number of roads are reaching a condition that warrants further attention and improvements in terms of safety, riding quality, and strengthening of the pavement structure.
To protect the integrity of these existing roads, a shift in emphasis has taken place from the design and construction of new roads to the rehabilitation design and reconstruction of existing roads. Experience has proved that if a deficient pavement is rehabilitated timeously, the costs involved often amount to a mere fraction of the cost of reconstruction. The project will assist the community through the provision of an improved, accessible, and trafficable road network.
Project progress
The project is complete and was handed over to the Municipality in a joint technical session for future maintenance and to be included in the Municipal asset register for the AFS.
- Project Amount: R17 830 439.67
- Project Duration: 21 April 2021 – 31 March 2022
- End of Defect and Liability Period: 31 March 2023
The Rehabilitation and Maintenance of the Makhanda CBD roads is one of the MISA provisioning of essential services to improve the lives of citizens particularly the communities in and around Makhanda and Makana Municipality at large
The continued Technical Support will ensure that there is an impact on the areas where MISA has provided support and the Capacity to the Technical Team of Makana LM.
Promoting good governance
Programme Director,
As indicated earlier, I have been invited today to engage you on the topic of ‘promoting good governance’. I am confident that when we contemplate good governance in the context of South Africa, one of the significant aspects that readily springs to mind is the publication of the 2021/22 municipal audit outcomes by the Auditor-General. Notably, a key observation highlighted in this report regarding municipalities is the prevalence of inadequate or subpar governance. This has been a consistent message that the Auditor-General and many other institutions have raised as a concern in government.
With part of the theme for this leadership week being “promoting good governance”, it is important that before we can even engage on the topic, we understand “what is good governance”?
Good governance is the process of measuring how public institutions conduct public affairs and manage public resources and guarantee the realization of human rights in a manner essentially free of abuse and corruption and with due regard for the rule of law. Governance is “the process of decision-making and the process by which decisions are implemented (or not implemented)”.
Everything good starts with a solid foundation, and within the municipal context, this refers to a functional and stable council and administrative leadership, supported by functional oversight committees that work with assurance providers within the municipality, and leadership that inculcates a tone of zero tolerance for bad behavior and practices, including the implementation of consequence management when the need arises.
This in our view equates to sustainable Good Municipal Governance, and hence our priority as a Department over the short term is to focus on: having functional structures in place within municipalities; ensuring that their governance documents are in place and legally sound; and proper oversight takes place to ensure sustained service delivery and good governance.
We have observed the following key challenges in local government:
- Leadership instability at both political and administrative levels.
- Poor governance.
- Dysfunctional municipalities
- No return on investment for costly national/ provincial interventions (incl. municipalities under administration), especially where finance units are fully resourced.
We are continuing with work to change this situation around, in this regard, some municipalities that are experiencing these challenges are supported through interventions, such as sections 139(1)(b), 139(5), and 139(7) of the Constitution, which are carried out with an intergovernmental approach involving provinces and national government. The Department in collaboration with the provinces, SALGA, and NT has developed a framework to guide the process of developing, implementing, and monitoring the Municipal Support and Intervention Plans (MSIPs).
We have also developed the Intergovernmental Monitoring, Support and Interventions (IMSI) Bill in compliance with sections 100(3) and 139(8) of the Constitution and the bill aims to regulate the implementation of, and the processes provided for in section 100 and section 139 of the Constitution.
We have also noted ineffective governance structures; the lack of accountability and consequence management for poor performance and transgression; UIF&W expenditure, not investigations; as well as the significant delays by council and MPAC in investigating and making decisions on prior years’ irregular expenditure.
The Department has taken steps to ensure the effective functioning of Municipal Public Accounts Committees (MPACs). A significant stride has been the development of a Web-Based monitoring and reporting tool, aimed at enhancing the monitoring of MPACs. This tool facilitates efficient reporting and tracking of progress, empowering potential Admin users with the means to better manage and evaluate MPAC activities. To further enhance expertise, training, and workshops are being extended to provinces and municipalities.
In a concerted effort, the Department collaborates closely with the National Treasury, the South African Local Government Association (SALGA), and their respective provincial counterparts. Their collective support revolves around aiding municipalities in establishing and providing training for MPACs. This collaboration ensures a synchronized and comprehensive approach to strengthening the capacity of MPACs.
Recognizing the pivotal role of MPACs, a new provision has been introduced within the Municipal Structures Amendment Act of 2021. This provision mandates that all municipalities establish MPACs, underscoring the significance of their oversight functions. MPACs are now equipped with an expanded role – to review Internal Audit reports, scrutinize Auditor-General reports and findings, and consequently make informed recommendations to the Council.
In response to recommendations from various investigations, including forensic inquiries, municipalities are actively engaged in implementing the suggested actions. This commitment underscores the Department’s dedication to enforcing accountability and improving governance within municipalities. It reflects a proactive approach to rectifying issues and ensuring that the findings of investigations translate into tangible positive changes.
With respect to the Poor implementation of audit action plans, to enhance municipal governance and financial management, the Department collaborates closely with provincial counterparts and Treasuries, offering vital support in the formulation and execution of audit action plans. The process encompasses the assessment of these action plans within selected municipalities, scrutinizing the extent to which proposed actions address the concerns raised by the Auditor-General South Africa (AGSA), and delve into the underlying causes of these issues.
Recognizing the importance of accurate financial management, the Department extends technical assistance to chosen municipalities, particularly those grappling with persistent undesired audit outcomes. This support focuses on the improvement of records management and data handling, especially in terms of revenue. The overarching goal is to bolster the accuracy and comprehensiveness of billing processes, thereby enhancing the overall financial health of municipalities.
A collaborative approach is central to these endeavors. Engagements such as the Municipal Finance Management Act (MFMA) coordinators sessions, convened by the National Treasury, serve as a platform for various stakeholders to convene. This includes Provincial Treasuries, the South African Local Government Association (SALGA), the Department itself, and the AGSA. The discussions within these sessions span a wide range of topics, from audit outcomes and support programs to expenditure analysis, reform initiatives, budget processes, capacity building, and the sharing of best practices.
Furthermore, ad hoc provincial meetings, forums, and sessions like the Overarching Planning, Coordinating, and Advisory (OPCA) meetings provide a dedicated space for addressing financial management and audit-related matters. These platforms facilitate focused discussions, allowing stakeholders to deliberate on issues of concern and collaboratively explore solutions.
Anti-corruption support
Programme Director,
Corruption undermines the constitutional values and principles of good governance. It poses a serious challenge to the attainment of the National Development Plan (NDP) objectives and a better life for all. Although there are other factors, corruption remains one of the triggers why communities take to the streets over the looting of public resources meant to uplift them.
As a Department, we acknowledge that much more still needs to when it comes to preventing and combating corruption in municipalities. Although a number of interventions are being implemented by the state and non-state actors aimed at enhancing the fight against corruption in municipalities, it is not enough.
The National Anti-Corruption Strategy calls for “a whole of society approach” when it comes to fighting corruption and the promotion of ethics and integrity. As such, the Local Government Anti-Corruption Forum (LGACF) was established to foster collaboration amongst the stakeholders at the local government level in order to effectively prevent corruption and coordinate efforts amongst all the key stakeholders. Members of the Forum include officials from law enforcement agencies, civil society, business, labour, and government.
Through the LGACF, the Department is continuing to collaborate with law enforcement agencies to ensure that cases of fraud and corruption are finalized as speedily as possible. The delays in relation to finalisations of investigations and prosecutions have also been identified as one of the challenges in the fight against corruption.
The Local Government Anti-Corruption strategy sets out the strategic objectives to be pursued by municipalities in terms of preventing and combatting corruption. The strategy covers elements of prevention, detection, investigation, and resolution. The strategy also highlights the critical role that our communities play when it comes to fighting corruption. This is inclusive of the young collective in this session because we need all hands on deck to make the necessary impact.
Ethical leadership remains one of the key challenges in municipalities. As part of addressing this challenge, the Department is collaborating with The Ethics Institute (TEI), the South African Local Government Association (SALGA), and the Moral Regeneration Movement (MRM) will soon launch the Code for Ethical Leadership in Local Government. This Code is aimed at promoting good ethical leadership in local government and incorporates a governance Code that sets out the principles and practices for ethical governance and ethical leadership in local government.
We have to collectively ensure that there are greater efforts put in place to ensure heightened preventative and enforcement initiatives, after all, prevention is better than cure!
Professionalisation
Programme Director,
The Constitution of the Republic of South Africa requires municipalities to structure and manage their administration, budgeting, and planning processes so as to give priority to the basic needs of municipalities and to promote the social and economic development of their local communities. This obligation was founded on a framework of efficient, effective, and transparent local public administration and human resources that conform to constitutional principles where municipal councils have the authority to employ personnel necessary for the effective performance of their functions.
The Municipal Systems Act corroborates this obligation by providing a contextual framework for this new system explicitly vesting the powers to employ municipal managers and managers directly accountable to municipal managers (senior managers) necessary for the effective performance of their functions.
Legislative reforms have been introduced aimed at building a fair, effective, efficient, transparent, and capable local public administration through the appointment of competent senior managers. The law now prescribes that persons appointed as senior managers in municipalities must have the relevant skills, expertise, competencies, and qualifications, and requires that candidates for senior manager positions undergo a competency-based assessment before they are appointed by municipal councils. Furthermore, the Systems Act provides a caveat that a decision to appoint a senior manager and any contract concluded between the municipal council and that person in consequence of the decision is null and void if the person so appointed does not meet the prescribed skills, expertise, competencies, or qualifications.
The implementation of these legislative reforms, particularly the Competency Framework for Senior Managers (the Competency Framework) contributed immensely to the government’ resolve to build a capable State. The introduction of competency assessments laid a foundation and built confidence in recruitment and selection processes resulting in high-caliber candidates appointed as senior managers by municipal councils post the 2016 LGE.
The Sixth Administration committed in its 2019–2024 Medium Term Strategic Framework (MTSF) to seven priorities deriving from the electoral mandate and the President’s June 2019 State of the Nation Address (SONA). Priority 1 of the MSTF enjoins the Department to adopt and lead a programme of building a professional local public administration through the development and implementation of a job competency framework for local government by 2023.
The Local Government: Competency Framework for Occupational Streams was introduced in November 2022 and aimed at building a professional and ethical local public administration. The main objective of this Framework is to ensure that senior managers are appointed on merit while at the same time insulating municipal administration from undue political interference by –
- formalising integrity assessments as mandatory throughout local government;
- tightening occupation-based competency assessments, including pre-entry examinations for local public administration;
- reviewing of competency framework for senior managers to include competency attributes for a developmental State; and
- revising the minimum academic requirements for municipal managers and managers directly accountable to municipal managers to an equivalent of a National Qualifications Framework (NQF) Levels 8 and 9 respectively.
It is against this backdrop that the Department of Cooperative Governance is reviewing the current competency framework for senior managers. The first phase of the project namely, the review of the competency framework and competency assessment batteries, has been completed following comprehensive consultations with the former and current members of the Institute for Local Government Management of South Africa (iLGM) and Institute of South African Municipal Accounting Officers (ISAMAO). The Department has now embarked on preparations to pilot the competency assessment batteries across different categories of municipalities.
The pilot will consist of a total of one-hundred and thirty (136) senior managers from ninety-three (93) sampled municipalities out of 257 municipalities countrywide and will commence later this month and conclude during September 2023.
Conclusion
Programme Director,
Good governance in municipalities is not a mere concept; it is a commitment to transparency, accountability, and the betterment of the lives of those we serve. It is a pledge to uphold the principles of equity, fairness, and the rule of law. When we talk about good governance, we are talking about the responsible management of public funds, the provision of essential services, and the creation of an environment where the voices of our citizens are valued and heard.
To achieve good governance, we must constantly strive for improvement. This requires investing in the capacity building of our municipal leaders and staff, embracing technological advancements, and fostering a culture of continuous learning and adaptation. It means recognizing challenges and addressing them promptly, not turning a blind eye to inefficiencies or misconduct.
In conclusion, the pursuit of good governance in municipalities is not a destination; it is an ongoing journey that requires the commitment of all stakeholders – from government officials to citizens themselves. It is a journey that is driven by our shared vision of a better, more equitable society.
I thank you.
