Questions and Replies

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06 January 2025 - RNW2348

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Kruger, Mr HC to ask the Minister of Cooperative Governance and Traditional Affairs

With the Spatial Planning and Land Use Management Act, Act 16 of 2013 declared in some municipalities as unconstitutional, how will municipalities enforce zoning by-laws?

Reply:

The Spatial Planning and Land Use Management Act (SPLUMA) of 2013 aimed to provide a framework for spatial planning and land use management in South Africa. However, as you mentioned, some municipalities have had certain provisions declared unconstitutional. To enforce zoning by-laws, municipalities may consider the following options:

1. Amend by-laws: Municipalities can review and amend their zoning by-laws to align with the remaining constitutional provisions of SPLUMA and other relevant legislation.

2. Use remaining SPLUMA provisions: Municipalities can continue to use the remaining provisions of SPLUMA that have not been declared unconstitutional.

3. Rely on other legislation: Municipalities can rely on other relevant legislation, such as the Municipal Systems Act and the National Environmental Management Act, to enforce zoning by-laws.

4. Develop new by-laws: Municipalities can develop new zoning by-laws that comply with the Constitution and relevant legislation.

It is essential for municipalities to seek legal advice and consult with relevant stakeholders to ensure that their zoning by-laws are enforceable and compliant with the law.

End.

06 January 2025 - RNW1867

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Mente-Nkuna, Ms NV to ask the Minister of Cooperative Governance and Traditional Affairs

In light of the confirmation that the National Treasury is utilising old data to budget for the spheres of government and that is understating the needs of service delivery, what (a) steps will he take to address the shortfall for municipalities and (b) plans are in place to correct the insufficient 10% allocation for municipalities?

Reply:

The government has acknowledged that the funding provided to the local government sector is inadequate, and therefore, a review is being undertaken to ensure that this is rectified. In this regard, the Ministry of Cooperative Governance and Traditional Affairs has raised this matter with the Ministry of Finance.

The Department of Cooperative Governance (DCoG) has also been working closely with the South African Local Government Association to review the funding model for local government with the view to engaging the National Treasury in this regard.

The Department of Cooperative Governance (DCoG) is currently reviewing the 1998 White Paper on Local Government in preparation for future engagements with the National Treasury. While many aspects of the White Paper remain relevant, some structural and systemic assumptions made at that time are now seen as incorrect. This review offers an opportunity to evaluate the expected outcomes after nearly three decades of implementation. One critical assumption is related to municipal revenue generation, which directly impacts municipalities' financial sustainability.

The objective of this review is to identify shortcomings in local government policy and its implementation. Additionally, it will propose recommendations to address challenges that hinder the effective performance and functioning of local government in South Africa. The issue of reviewing the funding model has been prioritised during this process.

End.

06 January 2025 - RNW2003

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Labuschagne, Ms C to ask the Minister of Cooperative Governance and Traditional Affairs

(1) Given that many municipalities in the Republic have issues with access to water and that his department owns some of the water tankers, what total number of murders of staff and/or officials of his department were reported, which were associated with water management in municipalities in the past three financial years; (2) what total amount has been spent by municipalities in each province on the (a) hiring of water tankers, (b) maintenance of water infrastructure and (c) capital water infrastructure projects in the past three financial years?

Reply:

In order to determine the overall amount spent over the last three fiscal years on water infrastructure maintenance, tanker hires, and other expenses, the department is gathering data with each province.

End.

 

06 January 2025 - RNW1869

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Mkhaliphi, Ms HO to ask the Minister of Cooperative Governance and Traditional Affairs

Whether he has been informed that the workers of the Msunduzi Local Municipality were paid salaries even though they were in jail; if not, what is the position in this regard; if so, what explanation does he and/or his department have for continuing to have imprisoned persons paid by the municipality?

Reply:

No. The Ministry was not notified that the Msunduzi Local Municipality employees received salaries while they were in jail. When the Department inquired about this matter, the municipality requested specific details regarding the employees involved. They asked for the names, surnames, identity numbers, the departments in which the employees work, and the dates when these employees were jailed. This information was needed to verify the authenticity of the allegations.

End.

06 January 2025 - RNW2256

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Mkhaliphi, Ms HO to ask the Minister of Cooperative Governance and Traditional Affairs

(1) Whether his department maintain and/or collect data on municipal managers in municipalities, if not, what is the position in this regard; if so, since 1 January 2024, (a) what is the total number of municipalities with acting municipal managers, (b) what are the further relevant details of each specified municipality and (c) for what period has each municipal manager been acting ?

Reply:

(1) The Municipal Systems Act, 2000 empowers the Minister to make regulations or issue guidelines setting uniform standards for municipal staff systems and procedures. To ensure good governance, the Municipal Systems Act, and its Regulations oblige municipalities to submit reports on appointment processes and outcome of senior managers to the MECs for local government and the Minister who must exercise oversight over such appointment processes to ensure compliance with procedures as prescribed.

The below responses are based on information submitted by Provinces -

(a) Since 1 January 2024, there are nineteen (19) municipalities with acting municipal managers while six (6) municipalities with vacant municipal managers positions requested the MECs for local government in the province to second suitable persons in terms of section 54A (6) (a) of the Municipal Systems Act, to act in the advertised position until such time as a suitable candidate has been appointed.

(b) The further relevant details of each specified position are as follows: -

Province

Municipality

Detail/ Status of Recruitment

Acting/ Secondment/ Appointment

Eastern Cape

Alfred Nzo DM

Recruitment process is underway

Acting incumbent

Nelson Mandela Bay Metro

The current City Manager is on suspension

Secondment

KwaZulu-Natal

Ugu DM

MEC letter supporting the appointment has been issued to the Municipality. MEC did not support the appointment due to the exceeded timeframes. The Municipality is yet to take remedial action.

Secondment

Umdoni LM

The post was advertised with a closing date of 22 November 2024.

Acting incumbent

Umzumbe LM

MEC letter supporting the appointment has been issued to the Municipality. The candidate will assume duties on 1 January 2025.

Secondment

Amajuba DM

The post was advertised with a closing date of 14 October 2024.

Acting incumbent

Edumbe LM

Shortlisting was conducted on 9 December 2024. Vetting process is underway.

Acting incumbent

Nongoma LM

Council appointed MM in December 2024, however the appointed candidate attained basic competency outcome and as such, the MEC cannot support the appointment.

Acting incumbent

Jozini LM

The shortlisting was held on 14 November 2024. The Municipality is in the process of subjecting recommended candidates to competency-based assessments.

Acting incumbent

uMfolozi LM

The shortlisting was conducted on 13 December 2024. Interviews not yet confirmed.

Acting incumbent

Umhlathuze LM

The post was advertised on 23 December 2024 with closing date of 20 January 2025.

Acting incumbent

Free State

Letsemeng LM

Recruitment process will resume in January 2025

Acting incumbent

Kopanong LM

The municipality announced the appointment on 03 December 2024, the MEC is awaiting the appointment report to assess compliance with Appointment Regulations

Appointment finalised, no Acting incumbent

Tokologo LM

The Municipality is in the process of conducting interviews

Acting incumbent

North West

Bojanala DM

Recruitment process has been finalised, awaiting the municipal council to appoint.

Appointment finalised.

No Acting incumbent

Madibeng LM

Shortlisting was scheduled to take place on 4 and 5 December 2024

Acting incumbent

Lekwa Teemane LM

Recruitment process is underway

Acting incumbent

Gauteng

Midvaal LM

The post was advertised with the closing date of 18 December 2024.

Acting incumbent

Mpumalanga

Mkhondo LM

Shortlisting was finalised by the municipality on 1 October 2024 and interviews were conducted on 12 December 2024. Awaiting the Municipal Council to make an appointment.

Appointment finalised.

No Acting incumbent

Limpopo

Ba-Phalaborwa LM

The post has not been advertised yet by the municipality

Acting incumbent

Thabazimbi LM

The municipality was placed under section 139. The MEC has seconded an official from Limpopo COGHSTA to support the municipality

Secondment

Western Cape

Theewaterskloof LM

The post was advertised with the closing date of July 2024. The Municipality is experiencing severe governance issues.

Acting incumbent

George LM

Municipality is in the process of finalising the appointment.

Appointment finalised.

No Acting incumbent

Knysna LM

The Municipality announced appointment on 22 November 2024. MEC is awaiting the appointment report to assess appointment on compliance with Appointment Regulations

Appointment finalised.

No Acting incumbent

Prince Albert LM

Recruitment process is underway

Acting incumbent

Northern Cape

Magareng LM

The municipality advertised the post and followed the recruitment, selection and appointment processes. However, after the MEC assessed the appointment report it was not in compliance with Appointment Regulations. Thus, the Municipal council could not resolve on the appointment.

Acting incumbent

Hantam LM

The municipality advertised the post and followed the recruitment, selection and appointment processes. However, after the MEC assessed the appointment report it was not in compliance with Appointment Regulations. Thus, the Municipal council could not resolve on the appointment.

Secondment

ZF Magcawu DM

The municipal Council appointed the Municipal Manager effective 1 December 2023, and the Municipal Manager resigned on 5 December 2023. Recruitment process is underway.

Acting incumbent

Renosterberg LM

The municipality advertised the positions in August 2024 the recruitment is at an advanced stage.

Acting incumbent

Kheis LM

Municipal Council took a resolution to request for support in terms of section 154 of the Constitution. Northern Cape COGTA seconded a person who will provide support to the municipality until the municipality fills the position.

Secondment

Thembelihle LM

The appointment was concluded in December 2024. Council resolved to appoint from 1 January 2025.

Appointment finalised, No Acting incumbent

(c) The period each municipal manager has been acting is as follows:

Province

Municipality

Acting period

Eastern Cape

Alfred Nzo DM

1 September 2024 – To date

KwaZulu-Natal

Umdoni LM

04 October 2024 – To date

Amajuba DM

12 September 2024 – To date

Edumbe LM

1 September 2024 – To date

Nongoma LM

1 September 2024 – To date

Jozini LM

1 August 2024 – 30 December 2024

Mfolozi LM

1 September 2024 – To date

Umhlathuze LM

1 December 2024 – To date

Free State

Letsemeng LM

18 October 2024 – To date

Tokologo LM

1 December 2024 – To date

North West

Madibeng LM

30 August 2024 – To date

Lekwa Teemane LM

1 August 2024 – To date

Gauteng

Midvaal LM

1 December 2024 – To date

Limpopo

Ba-Phalaborwa LM

9 October 2024 – To date

Western Cape

Theewaterskloof LM

1 July 2024 to 30 October 2024 and was renewed for another 3 months

Prince Albert LM

1 September 2024 To date

Northern Cape

Magareng LM

1 November 2022 – To date

Acting appointment is being renewed every 3 months.

ZF Magcawu DM

5 December 2023 – To date

Renosterberg LM

1 August 2024 – To date

End.

30 December 2024 - RNW2379

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Trollip, Mr A to ask the Minister of Cooperative Governance and Traditional Affairs

( 1 ) Whether his department is responsible for the proclamation scope and funding regarding the investigation of the irregular R21 million drain-cleaning tender in Nelson Mandela Bay Municipality in 2018, which involved significant financial losses and acts of violence, including execution-style murders; if not, what is the position in this regard; if so, what are the reasons why (a) the scope of the initial investigation into the matter was limited and (b) the investigation was ultimately terminated; (2) whether he has found that the proclamation scope and funding for the investigation were intentionally restricted; if not, what are the reasons why the investigation was abandoned despite the gravity of the allegations; if so, why was the scope and funding restricted; (3) whether any steps have been taken to hold accountable those implicated in the irregularities and/or related acts of violence, including any referral to law enforcement agencies; if not, why not; if so, what steps; (4) whether he intends to take steps to ensure the issuance of a new proclamation to ensure a comprehensive investigation with the requisite scope and funding to hold all those responsible accountable; if not, why not; if so, what are the relevant details?

Reply:

(1) The Department is not responsible for the above-mentioned proclamation and funding.

(2) Not applicable.

(3) Not applicable.

(4) Not applicable.

End.

30 December 2024 - RNW2439

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Shelembe, Mr ML to ask the Minister of Cooperative Governance and Traditional Affairs

Considering the continued failure of the uThukela District Municipality’s to carry the mandate of providing basic clean water to the residents and improving on its financial performance and management, despite being placed under administration for years (details furnished), (a) what remedial actions has his department taken to enforce compliance and ensure that uThukela residents have access to basic clean water as required by section 73(1) of the Local Government: Municipal Systems Act, Act 32 of 2000, and (b) on what date is it envisaged the community will have water?

Reply:

(a) The information at my disposal is that due to the continued failure by the Uthukela District Municipality to fulfil its executive obligations, the Minister of Water and Sanitation formally provided a Notice of Intention to invoke Section 63 of the Water Service Act in the uThukela District Municipality to stabilise the state of water and sanitation in the district. This intervention will see Umgeni-uThukela Water investing funds on the refurbishment and upgrading of plants while UTDM focuses on the reticulation and sewer services.

There is a tripartite agreement between uThukela District (Customer), uThukela Umgeni Water (Implementing Agent), and DWS (Funder) to mitigate the district's water and sanitation challenges. The agreement is in its final stage and will be concluded within this financial year.

uThukela District Municipality was placed under Schedule 6B of DORA. Section 20 of DoRA states that, if satisfied that the relevant provincial department or municipality has demonstrated the capacity to implement projects, the National Treasury may, at the request of the transferring officer and after consultation with the receiving officer, convert any portion of an allocation listed in Part B of Schedule 6 to one listed in Part B of Schedule 5. MISA was designated by the Minister to implement Schedule 6B on behalf of the Department of Cooperative Governance and Traditional in order to finalise the Ekuvukeni Water Supply Project.

(b) In an effort to augment the water supply in uThukela District Municipality, on the 29 of October 2024, the MEC of Cooperative Government and Traditional Affairs handed over two (2) water tankers as part of the water supply to communities that do not have access to water infrastructure and outages. The district has purchased 7 water tankers to respond to ageing infrastructure that is posing a challenge to the water supply. The major water supply project in Ekuvukeni will be a beneficiary to the communities as part of responding to water challenges and provision within uThukela District. The emergency response plan is in place to mitigate water challenges.

End.

30 December 2024 - RNW2381

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Buthelezi, Mr NZ to ask the Minister of Cooperative Governance and Traditional Affairs

(1)(a) How can izinduna (headmen), in collaboration with amakhosi (tribal leaders), be further supported and capacitated to strengthen their role in fostering social cohesion, particularly in rural communities and (b) what specific training and/or resources are needed to enhance their (i) dispute resolution capabilities and (ii) community-building efforts. (2) in light of the critical role that izinduna play in resolving disputes and fostering unity, how will his department ensure that the traditional leaders are equipped with the necessary legal and social tools to address emerging challenges such as (a) gender-based violence, (b) land disputes and (c) youth unemployment in their communities?

Reply:

1 (a) Headmen and headwomen can be better supported to enhance their role in promoting social cohesion in the country. This support can be provided through proper training and involvement in community development programs. Their traditional councils are the appropriate statutory structures to coordinate efforts with senior traditional leaders, local communities, government, and other stakeholders to foster social cohesion and community development.   

(b)    
(i)  The specific training required to enhance their dispute-resolution capabilities should be based on the Traditional Courts Act, which is the enabling legislation that positions traditional and Khoi-San leaders to facilitate alternative dispute-resolution processes. The South African Judicial Education Institute is already providing training for traditional leaders in Restorative Justice to enable them to address issues and cases brought before traditional courts. 
In addition, there should also be a focus on the development of genealogies and customary laws of succession to obviate disputes in royal families themselves. The Department of Traditional Affairs is already rolling out a project which works with royal families to assist with the development of genealogies.
  
(ii) Training in community development, such as the programme offered by the National School of Government (NSG), would be a good investment in the community development capabilities of traditional and Khoi-San leaders. Called ‘The Art of Facilitating Socio-economic Development’, the NSG’s Programme empowers traditional leaders to serve as change agents in their communities. Individual provinces such as KwaZulu-Natal are also implementing training programmes in partnership with local Universities targeting traditional leaders.

 

(2) In ensuring that traditional leaders are capacitated in performing their functions effectively and efficiently, 
    

a) In partnership with the Commission on Gender Equality and the Department of Social Development (DSD), training on anti-gender-based violence and Femicide has been rolled out to all Houses of Traditional and Khoi-San Leaders. To date, 783 (seven hundred and eighty-three) traditional leaders, including headmen and headwomen, have undergone anti-GBVF training. 
b) The Department of Traditional Affairs has finalised a Memorandum of Agreement with the Local Government Sector Education and Training Authority (LG SETA) to benefit from the discretionary grant. The grant will be used in training and capacity-building programmes for the Institution of Traditional and Khoi-San Leaders. Such training will also include handling land disputes. 

c)  Regarding youth unemployment, the Department is working closely with the Department of Agriculture, Land Reform and Rural Development (DALRRD) to implement the National Rural Youth Services Corps (NARYSEC) programme, which targets young people in areas under the jurisdiction of traditional leadership. In addition, different provinces and municipalities have local economic development programmes from which young people stand to benefit.

End. 

 

30 December 2024 - RNW2399

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Moodley, Mr S to ask the Minister of Cooperative Governance and Traditional Affairs

(1) Whether his department is implementing a plan to change the economy in every township of each province; if not, what is the position in this regard; if so, what are the relevant details of the plan; (2) whether his department is the lead department on the Township Economy Revitalisation Programme which aims to revitalise and transform townships into vibrant economic hubs by providing funding, infrastructure development and support for local and small businesses (details furnished); if not, what is the position in this regard; if so, what is the time frame for the implementation of the action plans in townships?

Reply:

(1) The Department has recently developed and published a Standard Draft By-Law (SDB) for township, village and rural economies. The objectives of these by-laws are to –

(a) facilitate inclusive spatial and economic development in townships;

(b) harmonise the township ecosystem and provide norms and standards for the establishment and management of township-based enterprises both formal and informal;

(c) raise awareness of applicable laws and regulations affecting township businesses; and

(d) support small businesses to grow and participate in mainstream economic activities.

All municipalities are expected to adapt, adopt and gazette the SDB which will promote the development of township economies.

(2) The Department of Cooperative Governance does not manage the Township Economic Revitalisation Programme. However, it plays a crucial role in supporting the development of local economic strategies that aim to enhance township economies.

End.

19 December 2024 - NW2336

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Labuschagne, Ms C to ask the Minister of Cooperative Governance and Traditional Affairs

Whether he was informed about the several directives (details furnished) that were issued to municipalities since 2019 due to raw sewage that pollutes water resources; if not, what is the position in this regard; if so, what is the role and function of his department when a municipality is served with a directive from the Department of Water and Sanitation?

Reply:

The minister was informed of the EIGHT (8) directives issued by DWS to Ga-Segonyana, Tsantsabane, Sol Plaatje, Renosterberg, Emthanjeni, Phokwane, and Kai!Garib and Kamiesberg.

The roles and functions of DCOG and MISA when DWS directives are issued is to provide support to municipalities in implementing projects aimed at correcting the non-compliance directives and to encourage municipalities to prioritise their CAPEX and OPEX plans to address the directives. Municipalities are encouraged to utilise 10% of their annual MIG allocation to rectify the non-compliance as specified in the MIG framework. DCoG and MISA have taken a resolution to use the directives as one of the determining factors to consider for an in-year MIG 6B conversion for DCOG to implement projects that will address the directives on behalf of the municipalities. This way, municipalities are in a better position to comply.

End.

19 December 2024 - NW2018

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Ramongalo, Mr TR to ask the Minister of Cooperative Governance and Traditional Affairs

Whether his department was responsible for the procurement and/or provision of water tankers during the water supply shutdown at Emfuleni Local Municipality between 14 and 18 September 2023, while the specified municipality was repairing a leaking main water supply pipeline at Vanderbijlpark reservoirs; if not, what is the position in this regard; if so, what (a) are the details all the service providers used to supply water to the residents through water tankers during that period, (b) total number of water tankers did the municipality use during that period and (c) total amount was paid to (ii) each service provider and (ii) all the service providers?

Reply:

(i) Whether his department was responsible for the procurement and/or provision of water tankers during the water supply shutdown at Emfuleni Local Municipality between 14 and 18 September 2023, while the specified municipality was repairing a leaking main water supply pipeline at Vanderbijlpark reservoirs?

The municipality was not responsible for procuring or providing water tankers during the water supply shutdown at Emfuleni Local Municipality between 14 and 18 September 2023.

(ii) If not, what is the position in this regard?

The Metsi-a-Lekoa Water Demand Management team, jointly with Rand Water, had a planned shutdown from 14 September to 18 September 2023 (5 days’ shutdown) to repair the leaking pipeline and nonfunctioning valves. Water to affected communities that receive water from the Vanderbijlpark reservoir was supplied with water tankers. The affected communities were Bophelong, Bophelong extensions, Tshepiso, Boipatong, Vanderbijlpark, Bonanne, and surrounding plots.

The eastern and southern parts of Vanderbijlpark were supplied with water using emergency pipelines, while the rest of the affected areas were provided with tankers. Twenty tankers were secured to augment the water supply in all affected areas.

(iii) what

a) are the details of all the service providers used to supply water to the residents through water tankers during that period?

The department does not have details of the service providers used as Rand Water Foundation appointed them.

b) What is the total number of water tankers the municipality used during that period?

Twenty (20) water tankers were used during this period.

c) What is the total amount paid to (ii) each service provider and (ii) all the service providers?

The Emfuleni Local Municipality does not have the figures as Rand Water Foundation incurred and paid for the cost.

End.

19 December 2024 - NW2012

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Michalakis, Mr G to ask the Minister of Cooperative Governance and Traditional Affairs

(a) Who will be responsible for drafting the financial recovery plan following the judgement of the Free State High Court in the matter of the Democratic Alliance v Premier of the Free State Province and Others, case number 1623/2024 and (b) what steps has he taken to engage the (i) National Treasury and (ii) Free State Department of Human Settlements, Cooperative Governance and Traditional Affairs to ensure that they do not fall foul of effecting the intervention?

Reply:

(a)      A Financial Recovery Plan is prepared by the Municipal Financial Recovery Services at the National Treasury at the request of the Provincial Government following a provincial intervention referred to in section 139(5) of the Constitution read together with section 139(1) and 141 to 142 of the Municipal Finance Management Act (MFMA).

(b)    (i)A notice of the invocation of section 139(5)(a) and (c) of the Constitution in Matjhabeng Local Municipality was submitted by the MEC responsible for CoGTA to the Ministers of Finance and CoGTA;

(ii)   The Minister of CoGTA has acknowledged receipt of the notice for the invocation of the Section 139(5) intervention from the MEC responsible for CoGTA in the province. The province must request the Municipal Financial Recovery Services of the National Treasury to commence developing the Financial Recovery Plan. The Department of Cooperative Governance ordinarily works closely with the National Treasury to develop and finalise the Financial Recovery Plan.  Through the state attorney, the Department has been made aware that the Matjhabeng Local Municipality has decided to appeal the High Court judgement. However, the PEC had already invoked the intervention in terms of 139(5) of the Constitution.

End.

19 December 2024 - NW1964

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Van Rooyen, Mr DD to ask the Minister of Cooperative Governance and Traditional Affairs

(1) What are reasons for the delay to address the problem of sink holes in the Merafong Local Municipality in the West Rand District of Gauteng, notwithstanding the several letters that have been written by the community and various lobby groups without any action from the all spheres of government, while the municipality is alleged to have misused billions of rands meant to address the problem that has bedevilled the community over time; (2) what total amount has been allocated to the municipality for the specified problem; (3) whether any assessment has been undertaken to determine value for money allocated to the municipality to solve the problem; if not, why not; if so, what are the relevant details? NW3306E. (PGA, LGOS & MISA)

Reply:

According to the response provided by Merafong City Local Municipality:

  1. The delays in addressing the problem of sinkholes in the Merafong municipal area are caused by a lack of funds. The Municipality has assessed 12 critical areas in Khutsong with sinkholes that need urgent attention. These sinkholes pose a risk to infrastructure and the safety of residents in these communities. Over the last financial year (2023/24), the Municipality received a budget allocation of R12 million from Gauteng Province: Department of Human Settlements. The funds covered the refurbishment of two sinkholes only in the Phabane and Sompane areas. The Municipality requires additional funds to attend to the remaining sinkholes within its jurisdiction. Allegations of the Municipality misusing funds that were meant to address the challenges couldn’t be confirmed.
  2. In the 2023/2024 financial year, the Municipality received a sum of R17 million towards addressing sinkhole problems. R12 million of this amount was obtained from the Gauteng Department of Human Settlements. The funds were designated for comprehensive investigations and refurbishing the Phabane and Sompane Road sinkholes.

The Municipality received an additional R5 million from the Provincial Department of Cooperative Governance and Traditional Affairs (COGTA). The amount was intended for an in-depth investigation into the Hlanganani Primary School sinkhole, which has raised alarms regarding the safety of students and staff.

3. Investigations were conducted on the recent sinkholes to determine the extent and severity of the problem, the financial implications, and the available options for addressing the challenges. Professional Engineers were appointed to conduct the assessments and sign off on the reports.

End.

19 December 2024 - NW1933

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Tetyana, Mr Y to ask the Minister of Cooperative Governance and Traditional Affairs

Noting that despite the National Treasury stepping in to resolve the debt burden of the embattled Merafong Local Municipality with Rand Water, the water supply of the specified municipality has once again been cut, what are the reasons that the (a) inept and corrupt town council has not yet been dissolved and (b) municipality has not been placed under administration?

Reply:

Chapter 13 of the MFMA provides for intervention by the provincial and national executive in municipalities experiencing serious and persistent financial problems. Section 138 provides criteria for determining the seriousness of a financial problem, and Section 140 provides the criteria for persistent material breach of financial commitments. These criteria, as outlined in Sections 138 and 140 of the MFMA, will also assist the MEC for Local Government in determining and advising the Provincial Executive Committee on the type of intervention to be implemented in the municipality.

The MFMA states that the province must consider all relevant facts when determining the seriousness of a financial problem in the municipality for the purposes of discretionary interventions under section 1373 of the MFMA. The factors outlined in Section 138 of the MFMA, singly or in combination, may indicate a serious financial problem in the municipality.

The MFMA also states that when the province determines mandatory interventions in the municipality, all relevant facts must be considered, and the factors as outlined in Section 140 of the MFMA, singly or in combination, may indicate a serious financial problem in the municipality. It is, therefore, clear that in all the determinations for the interventions in municipalities, relevant facts must be considered first through an assessment and consultation with the mayor of the affected municipality.

Based on the assessment report regarding Sections 138 and 140 of the MFMA, the Provincial Executive Council resolved on 31 August 2022 to implement Section 139(5)(a) of the Constitution read with Section 154 of the Constitution in the Merafong Local Municipality.

On 9 September 2022, in line with s139(1)(a) of the MFMA, the MEC for Finance (On Behalf of the Prov Exco) made a formal request to the MFRS at the National Treasury to prepare a Financial Recovery Plan. The request was approved on 11 January 2023. The FRP processes were followed as per the prescripts of Chapter 13 of the MFMA in developing the Merafong City LM mandatory FRP.

The MEC for Finance approved the Merafong FRP in June 2024. Merafong City LM has submitted three (3) FRP progress reports for July, August & September 2024 in line with section 146(1)(c) of the MFMA.

End.

19 December 2024 - NW2192

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Tito-Duba, Ms LF to ask the Minister of Cooperative Governance and Traditional Affairs

Whether he was informed about the order of the Mpumalanga High Court in the matter of Mahlangu and Others v Thembisile Hani Local Municipality, whereby the specified court instructs community members to vacate the land on which they bought plots that were sold by the traditional leaders of the Ndzundza-Mabhoko Tribal Authority, as the land belongs to the specified municipality; if not, what is the position in this regard; if so, what steps has he taken to engage the specified traditional leaders?

Reply:

No, I was not informed about the matter. However, according to the Provincial Department of CoGTA, the Thembisile Hani Local registered the case in the Municipality’s litigation register. They further state that the case in reference was received on 18 September 2024 and concerns state-owned land that was in the process of being disposed of when individuals unlawfully occupied it.

In addition, the Provincial Department indicated that despite the municipality submitting the court judgement to the sheriff’s office on 30 August 2024 and giving the occupiers until 31 October 2024, to vacate the land, they continue to fight the decision and they have already approached the Mpumalanga High Court on two occasions on an urgent basis, seeking to stay the judgement but their applications were struck off the roll due to lack of urgency. Another urgent application was submitted and the matter was to be heard on 10 December 2024.

Steps to engage with the specified Traditional Leader

The Provincial Department has advised that the municipality engaged extensively with traditional leaders before taking the matter to court, but a mutual agreement could not be reached. As a result, the municipality had no choice but to seek relief through legal action. The municipality was the applicant, with Dambuza Judas Mahlangu (First Respondent), Joyina Johannes Jiyane (Second Respondent), and the Unlawful Occupiers (Further respondents).

According to the Provincial Department, the case was initiated in June 2019, and the court judgement was only delivered in January 2024 with the following orders:

(i) The First, Second and Further respondents and anyone occupying the property under their authority are ordered to vacate the specified properties by 30 April 2024. The properties in reference are:

  1. Portions 1; 3; 4 and 5 of farm Vlaklaagte J221JR Vlaklaagte Town, Mpumalanga Province.
  2. The order further indicated that should the respondents or anyone under the occupation fail to vacate by 30 April 2024, the Sheriff is authorised to evict them and remove or demolish any structures if necessary,
  3. The sheriff may enlist the assistance of the South African Police Service (SAPS) if needed, to facilitate the eviction process,
  4. The municipality is ordered to provide suitable temporary accommodation or land for those in need, subject to availability in the Manala-Makarena, Ndzundza, Somphalali, Tweefontein, or KwaMhlanga areas.
  5. The municipality must submit a progress report to the court within two months following the eviction,
  6. The respondents are to bear the costs of the application on a joint and several basis with one party liable for the full amount of the others' absolves

The Provincial Department has further advised that the respondents appealed the judgement to the High Court of South Africa, Mpumalanga Division (Middleburg Local Court), seeking leave to appeal. The appeal was dismissed with costs on 23 August 2024. The dismissal delayed the municipality’s implementation of the judgement until the appeal process was finalised. Upon receipt of judgment, the municipality applied the principle of reasonableness, defined as acting with good judgment, fairness, and practicality. The new deadline for the respondents to vacate the property was 31 October 2024. If the respondents failed to vacate by then, authority was granted for the sheriff to employ the South African Police Service (SAPS) to remove them. Furthermore, despite the municipality obtaining a court order and reportedly notifying the unlawful occupiers, the respondents continued to demarcate and allocate stands on the property unlawfully.

End.

17 December 2024 - NW2288

Profile picture: Buthelezi, Mr NZ

Buthelezi, Mr NZ to ask the Minister of Cooperative Governance and Traditional Affairs

Given the crucial steps taken to address the issue of spaza shops after his department recently classified foodborne illnesses as a national disaster, (a)(i) what are the full details of the multidisciplinary teams involved in the initiative to fight the disaster; and (ii) how are the roles of the teams being coordinated to prevent foodborne illnesses and

Reply:

a)

i) Following the classification of foodborne illnesses as a national disaster, multi-disciplinary teams from NATJOINTS and PROVJOINTS have been activated to address the situation. Seven workstreams have been established: Health, Social, Enforcement, Legal, Economic, and Communication. The following departments and entities are part of these workstreams:

  • Department of Cooperative Governance
  • National Disaster Management Centre
  • South African Police Services
  • Department of Health
  • Department of Small Business Development
  • Department of Trade Industry and Competition
  • Department of Home Affairs
  • Department of Agriculture Land Reform and Rural Development
  • Department of Forestry and fisheries and environment
  • Department of Basic Education
  • Department of Social Development
  • South African Revenue Services
  • National Consumer Commission
  • National Regulator for Compulsory Specification
  • South African Bureau of Standards
  • South African Health Products Regulatory Authority
  • Companies and Intellectual Property Commission.
  • Border Management Authority.

ii) The various NATJOINTS workstreams have developed a programme of action. These workstreams are currently conducting inspection and enforcement on the ground, targeting hot-spot areas in the various provinces. Reports are submitted daily through the PROVJOINTS and escalated to the NATJOINTS.

b) All affected National and Provincial departments are expected to submit progress reports as required by the National Disaster Management Centre and as outlined in section 24(4) to (8) of the Act.

End.

17 December 2024 - NW2208

Profile picture: Beesley, Mr AD

Beesley, Mr AD to ask the Minister of Cooperative Governance and Traditional Affairs

What is the (a) detailed breakdown of the amounts owed by each municipality to (i) Eskom and (ii) Water Boards and (b) aging profile of the specified amounts?

Reply:

(a)(i) & (b) The total amount owed by municipalities to Eskom is R107,350,345,759.00, as per the summary below:

               
               

Section 41(2)(b): Amounts owing and the age profile of outstanding amounts relating to Bulk Electricity Sales

 

Name of Municipality

Current Account

16 - 30 days

31 - 60 days

61 - 90 days

90 days+

Total Arrear Debt

Summary of Municipal Arrears

15,574,122,360

0

8,669,678,479

8,004,989,564

77,101,555,356

109,350,345,759

The the detailed breakdowns of Eskom debt per municipality are provided in Annexure A, on page 2 below.

(a)(ii) & (b) The total amount owed to Water Boards by municipalities is R23,719,891,641.00, as provided in the summary below:

Water Boards

TOTAL BALANCE

CURRENT

DAYS 30

DAYS 60

DAYS 90

DAYS 120+

TOTAL LESS CURRENT

TOTAL MUNICIPAL DEBT – OCT 2024

23,719,891,641

3,616,641,667

1,582,178,822

759,981,067

631,162,304

17,129,691,132

20,103,249,974

The detailed breakdowns of the debt per municipality are provided in Annexure B .

ANNEXURE A – BREAKDOWN OF ESKOM DEBT PER MUNICIPALITY

Section 41(2)(b): Amounts owing and the age profile of outstanding amounts relating to Bulk Electricity Sales

 

 

 

 

 

 

 

 

 

 

Name of Municipality

Current

16 - 30 days

31 - 60 days

61 - 90 days

90 days+

Total

 

EASTERN CAPE

1,083,037,578

0

289,459,600

117,726,719

3,939,081,832

5,429,305,730

1

ALFRED NZO DISTRICT MUNICIPALITY

63,072

0

0

0

0

63,072

2

AMAHLATHI LOCAL MUNICIPALITY

11,100,919

0

8,978,535

8,842,751

97,726,405

126,648,611

3

AMATHOLE DISTRICT MUNICIPALITY

2,184,997

0

1,320,020

0

0

3,505,016

4

BLUE CRANE ROUTE LOCAL MUNICIPALITY

13,002,942

0

35,718,697

0

92,038,678

140,760,317

5

BUFFALO CITY METROPOLITAN MUNICIPALITY

223,005,098

0

0

0

0

223,005,098

6

CHRIS HANI DISTRICT MUNICIPALITY

1,156,893

0

1,060,743

633,272

390,839

3,241,747

7

DR BEYERS NAUDE LOCAL MUNICIPALITY

14,394,014

0

23,502,976

24,561,371

573,386,144

635,844,505

8

ELUNDINI LOCAL MUNICIPALITY

3,624,855

0

2,539,444

0

0

6,164,300

9

EMALAHLENI LOCAL MUNICIPALITY (EC)

2,181,343

0

150,677

0

0

2,332,020

10

ENGCOBO LOCAL MUNICIPALITY

399,211

0

0

0

0

399,211

11

ENOCH MGIJIMA LOCAL MUNICIPALITY

42,210,673

0

136,020,430

0

1,295,124,124

1,473,355,226

12

GREAT KEI LOCAL MUNICIPALITY

1,287,588

0

51,750

9,576

0

1,348,915

13

INGQUZA HILL LOCAL MUNICIPALITY

28,951

0

0

0

0

28,951

14

INTSIKA YETHU LOCAL MUNICIPALITY

585,168

0

581,813

0

0

1,166,981

15

INXUBA YETHEMBA LOCAL MUNICIPALITY

12,801,582

0

16,408,443

23,760,563

598,279,830

651,250,419

16

JOE GQABI DISTRICT MUNICIPALITY

856,604

0

0

0

0

856,604

17

KING SABATA DALINDYEBO LOCAL MUNICIPALITY

116,969,675

0

0

0

243,880,207

360,849,882

18

KOUGA LOCAL MUNICIPALITY

34,240,332

0

0

0

0

34,240,332

19

KOU-KAMMA LOCAL MUNICIPALITY

561,165

0

274,652

0

0

835,817

20

MAKANA LOCAL MUNICIPALITY

35,024,107

0

28,349,084

0

94,586,440

157,959,630

21

MATATIELE LOCAL MUNICIPALITY

7,395,561

0

212,268

0

0

7,607,829

22

MBASHE LOCAL MUNICIPALITY

36,440

0

27,069

0

0

63,509

23

MBIZANA LOCAL MUNICIPALITY

5,433,178

0

524,581

0

1

5,957,759

24

MHLONTLO LOCAL MUNICIPALITY

540,935

0

468,803

0

0

1,009,738

25

MNQUMA LOCAL MUNICIPALITY

427,694

0

2,513

0

0

430,208

26

NDLAMBE LOCAL MUNICIPALITY

7,083,444

0

1,757,246

0

0

8,840,689

27

NELSON MANDELA BAY METROPOLITAN MUNICIPALITY

525,750,288

0

2,494,774

0

31

528,245,093

28

NGQUSHWA LOCAL MUNICIPALITY

0

0

0

0

0

0

29

NTHABANKULU LOCAL MUNICIPALITY

395,254

0

0

0

0

395,254

30

NYANDENI LOCAL MUNICIPALITY

74,548

0

74,813

0

0

149,360

31

O R TAMBO DISTRICT MUNICIPALITY

-554,496

0

0

0

0

-554,496

32

PORT ST JOHNS LOCAL MUNICIPALITY

384,747

0

0

0

0

384,747

33

RAYMOND MHLABA LOCAL MUNICIPALITY

-4,270,474

0

53,675

0

299,537,482

295,320,683

34

SAKHISIZWE LOCAL MUNICIPALITY

1,406,164

0

0

0

0

1,406,164

35

SENQU LOCAL MUNICIPALITY

3,116,061

0

520,309

0

0

3,636,369

36

SUNDAYS RIVER VALLEY LOCAL MUNICIPALITY

3,397,148

0

4,867,584

6,012,744

4,969,245

19,246,722

37

UMZIMVUBU LOCAL MUNICIPALITY

177,660

0

66,625

0

0

244,285

38

WALTER SISULU LOCAL MUNICIPALITY

16,564,238

0

23,432,076

53,906,442

639,162,406

733,065,161

 

 

 

 

 

 

 

 

 

FREE STATE

1,062,467,632

0

620,395,485

748,859,052

22,663,927,678

25,095,649,848

39

DIHLABENG LOCAL MUNICIPALITY

28,597,941

0

43,239,568

50,064,667

1,047,368,229

1,169,270,406

40

KOPANONG LOCAL MUNICIPALITY

10,929,059

0

21,118

23,632

1,562,194

12,536,004

41

LETSEMENG LOCAL MUNICIPALITY

6,305,318

0

6,773,077

9,565,803

216,109,937

238,754,136

42

MAFUBE LOCAL MUNICIPALITY

11,961,913

0

15,027,874

18,544,274

276,375,203

321,909,263

43

MALUTI A PHOFUNG LOCAL MUNICIPALITY

225,450,344

0

169,808,216

172,872,021

8,152,890,794

8,721,021,375

44

MANGAUNG METROPOLITAN MUNICIPALITY

432,337,228

0

648,221

348,415,414

489,591,748

1,270,992,612

45

MANTSOPA LOCAL MUNICIPALITY

8,608,161

0

21,546,251

30,705

413,582,606

443,767,722

46

MASILONYANA LOCAL MUNICIPALITY

4,941,756

0

16,413,952

1,030,823

208,934,269

231,320,801

47

MATJHABENG LOCAL MUNICIPALITY

154,003,020

0

134,032,582

329,822

6,052,374,201

6,340,739,625

48

METSIMAHOLO LOCAL MUNICIPALITY

37,960,879

0

0

0

0

37,960,879

49

MOHOKARE LOCAL MUNICIPALITY

9,664,816

0

7,809,775

56,659

24,732,656

42,263,907

50

MOQHAKA LOCAL MUNICIPALITY

44,353,393

0

69,198,511

76,950,771

1,298,759,358

1,489,262,033

51

NALA LOCAL MUNICIPALITY

16,496,314

0

38,752,197

693,408

868,401,557

924,343,476

52

NGWATHE LOCAL MUNICIPALITY

34,236,985

0

41,750,071

59,667,527

2,170,286,225

2,305,940,809

53

NKETOANA LOCAL MUNICIPALITY

11,092,654

0

28,182,597

0

788,448,340

827,723,591

54

PHUMELELA LOCAL MUNICIPALITY

3,667,332

0

7,591,333

2,289,704

200,762,105

214,310,474

55

SETSOTO LOCAL MUNICIPALITY

9,711,476

0

0

0

0

9,711,476

56

TOKOLOGO LOCAL MUNICIPALITY

6,632,785

0

7,489,982

8,323,821

312,898,084

335,344,673

57

TSWELOPELE LOCAL MUNICIPALITY

5,516,258

0

12,110,158

0

140,850,173

158,476,588

 

 

 

 

 

 

 

 

 

GAUTENG

4,933,384,076

0

5,753,910,366

5,809,406,435

12,951,347,725

29,448,048,603

58

CITY OF EKURHULENI METROPOLITAN MUNICIPALITY

1,563,723,615

0

1,891,013,027

605,188,578

0

4,059,925,219

59

CITY OF JOHANNESBURG METROPOLITAN MUNICIPALITY

1,398,391,417

0

1,733,186,430

2,475,645,697

725,793,518

6,333,017,063

60

CITY OF TSHWANE METROPOLITAN MUNICIPALITY

1,228,944,299

0

1,452,418,845

2,137,416,939

3,100,492,378

7,919,272,461

61

EMFULENI LOCAL MUNICIPALITY

311,326,837

0

404,952,478

482,891,064

7,094,121,374

8,293,291,753

62

LESEDI LOCAL MUNICIPALITY

34,499,548

0

37,052,234

52,843,588

99,534,131

223,929,501

63

MERAFONG CITY LOCAL MUNICIPALITY

100,471,645

0

71,535,914

55,420,569

849,306,347

1,076,734,474

64

MIDVAAL LOCAL MUNICIPALITY

39,676,981

0

0

0

0

39,676,981

65

MOGALE CITY LOCAL MUNICIPALITY

100,012,165

0

0

0

216,384,663

316,396,828

66

RAND WEST CITY LOCAL MUNICIPALITY

156,320,019

0

163,751,438

0

865,715,316

1,185,786,773

67

SEDIBENG DISTRICT MUNICIPALITY

17,551

0

0

0

0

17,551

 

 

 

 

 

 

 

 

 

KWAZULU NATAL

2,559,562,116

0

402,238,336

65,246,772

1,917,992,125

4,945,039,349

68

ABAQULUSI LOCAL MUNICIPALITY

37,714,751

0

58,026,192

0

127,514,169

223,255,112

69

ALFRED DUMA LOCAL MUNICIPALITY

38,777,926

0

0

0

0

38,777,926

70

AMAJUBA DISTRICT MUNICIPALITY

329,578

0

155,545

0

0

485,123

71

BIG 5 HLABISA LOCAL MUNICIPALITY

-2

0

0

0

0

-2

72

CITY OF UMHLATHUZE LOCAL MUNICIPALITY

151,345,181

0

0

0

0

151,345,181

73

DANNHAUSER LOCAL MUNICIPALITY

-1,104,643

0

0

0

0

-1,104,643

74

DR NKOSAZANA DLAMINI ZUMA LOCAL MUNICIPALITY

23,721

0

0

0

0

23,721

75

EDUMBE LOCAL MUNICIPALITY

7,953,021

0

928,553

0

0

8,881,575

76

EMADLANGENI LOCAL MUNICIPALITY

1,674,956

0

0

0

0

1,674,956

77

ENDUMENI LOCAL MUNICIPALITY

34,998,358

0

29,424,375

26,642

180,009,865

244,459,240

78

ETHEKWINI METROPOLITAN MUNICIPALITY

1,382,432,022

0

97,017

76,121

117,570

1,382,722,729

79

GREATER KOKSTAD LOCAL MUNICIPALITY

14,824,453

0

0

0

0

14,824,453

80

HARRY GWALA DISTRICT MUNICIPALITY

-42,371

0

7,393

0

0

-34,978

81

ILEMBE DISTRICT MUNICIPALITY

2,696,221

0

36,342

0

0

2,732,563

82

IMPENDLE LOCAL MUNICIPALITY

0

0

0

0

0

0

83

INKOSI LANGALIBALELE LOCAL MUNICIPALITY

24,309,514

0

0

0

0

24,309,514

84

JOZINI LOCAL MUNICIPALITY

211,976

0

0

0

0

211,976

85

KING CETSHWAYO DISTRICT MUNICIPALITY

4,108,387

0

2,037

0

0

4,110,424

86

KWADUKUZA LOCAL MUNICIPALITY

120,607,883

0

0

0

0

120,607,883

87

MANDENI LOCAL MUNICIPALITY

-73,726

0

0

0

0

-73,726

88

MAPHUMULO LOCAL MUNICIPALITY

91,900

0

0

0

0

91,900

89

MKHAMBATHINI LOCAL MUNICIPALITY

0

0

0

0

0

0

90

MPOFANA LOCAL MUNICIPALITY

8,938,999

0

12,395,784

15,614,157

504,770,688

541,719,628

91

MSINGA LOCAL MUNICIPALITY

0

0

0

0

0

0

92

MSUNDUZI LOCAL MUNICIPALITY

554,135,056

0

98,634,505

0

836,029,839

1,488,799,401

93

MTHONJANENI LOCAL MUNICIPALITY

4,868,224

0

3,956,793

58,871

31,920,408

40,804,296

94

MTUBATUBA LOCAL MUNICIPALITY

22,200

0

21,204

16,582

99,326

159,311

95

NDWEDWE LOCAL MUNICIPALITY

0

0

0

0

0

0

96

NEWCASTLE LOCAL MUNICIPALITY

64,510,377

0

159,140,228

21,523,281

50,121,369

295,295,257

97

NKANDLA LOCAL MUNICIPALITY

2,102,941

0

0

0

0

2,102,941

98

NONGOMA LOCAL MUNICIPALITY

28,166

0

0

0

0

28,166

99

NQUTHU LOCAL MUNICIPALITY

3,542,783

0

1,560,307

0

0

5,103,090

100

OKHAHLAMBA LOCAL MUNICIPALITY

105,101

0

0

0

0

105,101

101

RAY NKONYENI LOCAL MUNICIPALITY

15,057,917

0

0

0

0

15,057,917

102

RICHMOND LOCAL MUNICIPALITY

0

0

0

0

0

0

103

UBUHLEBEZWE LOCAL MUNICIPALITY

28,799

0

0

0

0

28,799

104

UGU DISTRICT MUNICIPALITY

9,894,622

0

7,042,276

4,949,146

606,674

22,492,718

105

ULUNDI LOCAL MUNICIPALITY

13,941,934

0

18,207,255

22,585,056

186,802,216

241,536,461

106

UMDONI LOCAL MUNICIPALITY

0

0

0

0

0

0

107

UMFOLOZI LOCAL MUNICIPALITY

36,572

0

0

0

0

36,572

108

UMGUNGUNDLOVU DISTRICT MUNICIPALITY

11,516

0

0

0

0

11,516

109

UMHLABUYALINGANA LOCAL MUNICIPALITY

0

0

0

0

0

0

110

UMKHANYAKUDE DISTRICT MUNIC

8,213,550

0

5,493,729

366,635

0

14,073,914

111

UMLALAZI LOCAL MUNICIPALITY

7,951,721

0

0

0

0

7,951,721

112

UMNGENI LOCAL MUNICIPALITY

17,668,196

0

0

0

0

17,668,196

113

UMSHWATHI LOCAL MUNICIPALITY

59,416

0

0

0

0

59,416

114

UMUZIWABANTU LOCAL MUNICIPALITY

0

0

0

0

0

0

115

UMVOTI LOCAL MUNICIPALITY

8,032,867

0

0

0

0

8,032,867

116

UMZIMKULU LOCAL MUNICIPALITY

22,673

0

0

0

0

22,673

117

UMZINYATHI DISTRICT MUNICIPALITY

1,645,759

0

1,645,841

1

0

3,291,601

118

UMZUMBE LOCAL MUNICIPALITY

57,651

0

0

0

0

57,651

119

UPHONGOLA LOCAL MUNICIPALITY

4,425,169

0

0

0

0

4,425,169

120

UTHUKELA DISTRICT MUNICIPALITY

7,482,962

0

5,224,039

30,279

0

12,737,281

121

ZULULAND DISTRICT MUNICIPALITY

5,897,839

0

238,922

0

0

6,136,760

 

 

 

 

 

 

 

 

 

LIMPOPO

441,472,465

0

76,687,295

57,182,778

1,443,833,514

2,019,176,053

122

BA-PHALABORWA LOCAL MUNICIPALITY

9,647,892

0

0

0

0

9,647,892

123

BELA-BELA LOCAL MUNICIPALITY

18,968,378

0

161,693

0

31,005,378

50,135,449

124

BLOUBERG LOCAL MUNICIPALITY

6,576,069

0

368,132

0

0

6,944,200

125

CAPRICORN DISTRICT MUNICIPALITY

499,044

0

0

0

0

499,044

126

COLLINS CHABANE LOCAL MUNICIPALITY

73,700

0

0

0

0

73,700

127

ELIAS MOTSOALEDI LOCAL MUNICIPALITY

11,466,609

0

13

0

0

11,466,623

128

EPHRAIM MOGALE LOCAL MUNICIPALITY

5,759,804

0

0

0

0

5,759,804

129

FETAKGOMO - GREATER TUBATSE LOCAL MUNICIPALITY

603,526

0

0

0

0

603,526

130

GREATER GIYANI LOCAL MUNICIPALITY

135,379

0

0

0

0

135,379

131

GREATER LETABA LOCAL MUNICIPALITY

1,551,934

0

2,465,922

0

0

4,017,856

132

GREATER TZANEEN LOCAL MUNICIPALITY

61,510,197

0

0

0

0

61,510,197

133

LEPELLE NKUMPI LOCAL MUNICIPALITY

409,049

0

0

0

0

409,049

134

LEPHALALE LOCAL MUNICIPALITY

16,199,161

0

0

0

0

16,199,161

135

MAKHADO LOCAL MUNICIPALITY

74,832,735

0

4,453,443

0

54,012,935

133,299,113

136

MAKHUDUTHAMAGA LOCAL MUNICIPALITY

284,610

0

0

0

0

284,610

137

MARULENG LOCAL MUNICIPALITY

34,478

0

0

0

0

34,478

138

MODIMOLLE-MOOKGOPHONG LOCAL MUNICIPALITY

26,865,627

0

37,957,064

40,974,980

1,058,482,949

1,164,280,619

139

MOGALAKWENA LOCAL MUNICIPALITY

61,677,694

0

244,607

0

19,933,214

81,855,516

140

MOLEMOLE LOCAL MUNICIPALITY

0

0

0

0

0

0

141

MOPANI DISTRICT MUNICIPALITY

2,543,777

0

0

0

0

2,543,777

142

MUSINA LOCAL MUNICIPALITY

16,625,393

0

15,812,856

0

0

32,438,249

143

POLOKWANE LOCAL MUNICIPALITY

96,837,403

0

0

0

0

96,837,403

144

SEKHUKHUNE DISTRICT MUNICIPALITY

3,613,939

0

0

0

0

3,613,939

145

THABAZIMBI LOCAL MUNICIPALITY

19,445,168

0

15,223,565

16,207,799

280,399,038

331,275,569

146

THULAMELA LOCAL MUNICIPALITY

460,118

0

0

0

0

460,118

147

VHEMBE DISTRICT MUNICIPALITY

4,850,782

0

0

0

0

4,850,782

 

 

 

 

 

 

 

 

 

MPUMALANGA

775,255,502

0

824,323,819

890,487,904

22,186,422,133

24,676,489,357

148

BUSHBUCKRIDGE LOCAL MUNICIPALITY

7,675,426

0

8,113,729

11,794

0

15,800,949

149

CHIEF ALBERT LUTHULI LOCAL MUNICIPALITY

10,457,124

0

724,050

0

0

11,181,174

150

CITY OF MBOMBELA LOCAL MUNICIPALITY

154,053,672

0

138,571,761

203,091,847

1,682,400,943

2,178,118,223

151

DIPALESENG LOCAL MUNICIPALITY

10,466,941

0

16,704,084

15,372,140

249,144,762

291,687,927

152

DR J S MOROKA LOCAL MUNICIPALITY

2,135,891

0

209,779

227,484

0

2,573,154

153

DR PIXLEY KA ISAKA SEME LOCAL MUNICIPALITY

9,548,602

0

12,869,564

0

0

22,418,166

154

EMAKHAZENI LOCAL MUNICIPALITY

8,755,355

0

11,111,020

14,457,211

232,909,376

267,232,963

155

EMALAHLENI LOCAL MUNICIPALITY (MP)

99,776,512

0

167,804,974

261,155,526

9,367,356,556

9,896,093,567

156

GOVAN MBEKI LOCAL MUNICIPALITY

158,532,525

0

151,434,414

153,694,775

4,864,754,562

5,328,416,276

157

LEKWA LOCAL MUNICIPALITY

64,765,357

0

100,537,251

110,449,981

2,319,009,454

2,594,762,044

158

MKHONDO LOCAL MUNICIPALITY

18,529,463

0

23,341,581

32,959,207

534,076,155

608,906,405

159

MSUKALIGWA LOCAL MUNICIPALITY

42,364,828

0

49,574,345

66,807,367

523,435,883

682,182,423

160

NKANGALA DISTRICT MUNICIPALITY

0

0

0

0

0

0

161

NKOMAZI LOCAL MUNICIPALITY

34,723,368

0

23,516,727

316,929

154,463

58,711,487

162

STEVE TSHWETE LOCAL MUNICIPALITY

65,927,074

0

43,974,191

0

0

109,901,266

163

THABA CHWEU LOCAL MUNICIPALITY

64,729,345

0

50,689,888

155,228

1,575,665,456

1,691,239,916

164

THEMBISILE HANI LOCAL MUNICIPALITY

943,534

0

0

0

0

943,534

165

VICTOR KHANYE LOCAL MUNICIPALITY

21,870,484

0

25,146,460

31,788,416

837,514,525

916,319,884

 

 

 

 

 

 

 

 

 

NORTH WEST

653,920,403

0

486,495,461

252,817,332

6,807,806,168

8,201,039,365

166

CITY OF MATLOSANA LOCAL MUNICIPALITY

204,798,161

0

183,042,661

0

2,094,490,958

2,482,331,779

167

DITSOBOTLA LOCAL MUNICIPALITY

18,264,548

0

26,885,793

33,943,351

1,237,059,633

1,316,153,325

168

DR RUTH SEGOMOTSI MOMPATI DISTRICT MUNICIPALITY

256,795

0

0

21,356

0

278,151

169

GREATER TAUNG LOCAL MUNICIPALITY

920,067

0

0

0

0

920,067

170

JB MARKS LOCAL MUNICIPALITY

81,336,209

0

99,206,533

131,866,657

252,319,699

564,729,098

171

KAGISANO-MOLOPO LOCAL MUNICIPALITY

53,628

0

27,961

0

0

81,589

172

KGETLENGRIVIER LOCAL MUNICIPALITY

13,752,365

0

10,208,784

373,101

392,339,191

416,673,440

173

LEKWA-TEEMANE LOCAL MUNICIPALITY

15,977,924

0

13,641,264

0

265,105,573

294,724,761

174

MADIBENG LOCAL MUNICIPALITY

67,398,131

0

96,812,374

68,287,421

959,083,799

1,191,581,725

175

MAHIKENG LOCAL MUNICIPALITY

53,388

0

58,624

72,311

0

184,323

176

MAMUSA LOCAL MUNICIPALITY

5,380,368

0

7,843,503

10,519,454

304,727,882

328,471,208

177

MAQUASSI HILLS LOCAL MUNICIPALITY

16,154,188

0

11,781,430

7,732,533

103,033,305

138,701,456

178

MORETELE LOCAL MUNICIPALITY

60,718

0

0

0

0

60,718

179

MOSES KOTANE LOCAL MUNICIPALITY

594,599

0

0

0

0

594,599

180

NALEDI LOCAL MUNICIPALITY

32,737,690

0

24,705,176

1,148

926,441,339

983,885,354

181

NGAKA MODIRI MOLEMA DISTRICT MUNICIPALITY

859,936

0

600,173

0

0

1,460,109

182

RAMOTSHERE MOILOA LOCAL MUNICIPALITY

7,428,189

0

969,191

0

95,718,154

104,115,534

183

RATLOU LOCAL MUNICIPALITY

255,860

0

0

0

0

255,860

184

RUSTENBURG LOCAL MUNICIPALITY

174,389,053

0

0

0

0

174,389,053

185

TSWAING LOCAL MUNICIPALITY

13,248,585

0

10,711,993

0

177,486,636

201,447,215

 

 

 

 

 

 

 

 

 

NORTHERN CAPE

367,038,770

0

212,581,593

63,262,569

4,875,302,443

5,518,185,375

186

!KHEIS LOCAL MUNICIPALITY

117,721

0

200,562

216,731

282,624

817,639

187

DAWID KRUIPER LOCAL MUNICIPALITY

30,586,622

0

0

0

64,784,791

95,371,413

188

DIKGATLONG LOCAL MUNICIPALITY

4,506,131

0

5,079,555

7,012,511

234,025,042

250,623,239

189

EMTHANJENI LOCAL MUNICIPALITY

11,750,511

0

14,703,857

20,211,750

287,008,701

333,674,820

190

GAMAGARA LOCAL MUNICIPALITY

35,465,745

0

28,496,914

0

562,047,225

626,009,883

191

GA-SEGONYANA LOCAL MUNICIPALITY

14,187,535

0

0

0

0

14,187,535

192

HANTAM LOCAL MUNICIPALITY

2,614,202

0

195

0

0

2,614,397

193

JOE MOROLONG LOCAL MUNICIPALITY

1,475,661

0

0

0

0

1,475,661

194

KAI !GARIB LOCAL MUNICIPALITY

10,017,066

0

28,450,114

0

774,284,007

812,751,187

195

KAMIESBERG LOCAL MUNICIPALITY

5,220,601

0

1,319,528

2,452,733

97,392,634

106,385,495

196

KAREEBERG LOCAL MUNICIPALITY

1,489,529

0

0

0

0

1,489,529

197

KAROO HOOGLAND LOCAL MUNICIPALITY

472,245

0

0

0

0

472,245

198

KGATELOPELE LOCAL MUNICIPALITY

6,034,830

0

5,133,104

0

21,678,125

32,846,059

199

KHAI-MA LOCAL MUNICIPALITY

1,392,417

0

1,648,512

2,323,154

42,497,346

47,861,428

200

MAGARENG LOCAL MUNICIPALITY

2,744,454

0

3,230,561

4,138,698

112,666,573

122,780,286

201

NAMA KHOI LOCAL MUNICIPALITY

23,647,306

0

8,046,819

0

209,717,044

241,411,169

202

PHOKWANE LOCAL MUNICIPALITY

20,216,991

0

16,610,257

1,153,241

395,070,225

433,050,714

203

RENOSTERBERG LOCAL MUNICIPALITY

1,847,439

0

1,979,165

2,349,517

127,685,568

133,861,688

204

RICHTERSVELD LOCAL MUNICIPALITY

1,899,346

0

2,447,153

3,146,900

61,918,043

69,411,442

205

SIYANCUMA LOCAL MUNICIPALITY

13,479,175

0

9,619,696

10,420,673

259,447,392

292,966,936

206

SIYATHEMBA LOCAL MUNICIPALITY

5,015,377

0

5,762,886

6,785,977

218,108,857

235,673,096

207

SOL PLAATJE LOCAL MUNICIPALITY

150,289,474

0

62,072,061

0

858,284,422

1,070,645,957

208

THEMBELIHLE LOCAL MUNICIPALITY

1,575,576

0

2,192,978

2,911,402

149,928,020

156,607,975

209

TSANTSABANE LOCAL MUNICIPALITY

9,631,252

0

13,110,245

139,282

301,400,096

324,280,874

210

UBUNTU LOCAL MUNICIPALITY

2,099,370

0

153,146

0

89,371,348

91,623,864

211

UMSOBOMVU LOCAL MUNICIPALITY

9,262,196

0

2,324,285

0

7,704,363

19,290,844

 

 

 

 

 

 

 

 

 

WESTERN CAPE

2,002,670,610

0

3,586,525

1

315,841,737

2,322,098,873

212

BEAUFORT WEST LOCAL MUNICIPALITY

7,509,484

0

0

0

76,761,669

84,271,153

213

BERGRIVIER LOCAL MUNICIPALITY

12,782,749

0

0

0

0

12,782,749

214

BITOU LOCAL MUNICIPALITY

18,342,529

0

33

0

0

18,342,563

215

BREEDE VALLEY LOCAL MUNICIPALITY

43,722,821

0

0

0

0

43,722,821

216

CAPE AGULHAS LOCAL MUNICIPALITY

12,096,861

0

0

0

0

12,096,861

217

CEDERBERG LOCAL MUNICIPALITY

9,573,750

0

298

0

41,771,931

51,345,979

218

CITY OF CAPE TOWN METROPOLITAN MUNICIPALITY

1,307,341,152

0

43,593

1

0

1,307,384,745

219

DRAKENSTEIN LOCAL MUNICIPALITY

105,538,946

0

0

0

0

105,538,946

220

EDEN DISTRICT MUNICIPALITY

34,536

0

0

0

0

34,536

221

GEORGE LOCAL MUNICIPALITY

71,365,006

0

0

0

0

71,365,006

222

HESSEQUA LOCAL MUNICIPALITY

5,821,007

0

0

0

0

5,821,007

223

KANNALAND LOCAL MUNICIPALITY

5,624,639

0

77,335

0

44,513,356

50,215,330

224

KNYSNA LOCAL MUNICIPALITY

49,291,933

0

0

0

0

49,291,933

225

LAINGSBURG LOCAL MUNICIPALITY

1,142,535

0

0

0

0

1,142,535

226

LANGEBERG LOCAL MUNICIPALITY

45,567,146

0

0

0

0

45,567,146

227

MATZIKAMA LOCAL MUNICIPALITY

12,253,899

0

0

0

113,967,038

126,220,937

228

MOSSEL BAY LOCAL MUNICIPALITY

51,233,404

0

0

0

0

51,233,404

229

OUDTSHOORN LOCAL MUNICIPALITY

21,763,394

0

0

0

0

21,763,394

230

OVERSTRAND LOCAL MUNICIPALITY

41,375,294

0

0

0

0

41,375,294

231

PRINS ALBERT LOCAL MUNICIPALITY

1,576,373

0

1

0

0

1,576,374

232

SALDANHA BAY LOCAL MUNICIPALITY

38,146,968

0

0

0

0

38,146,968

233

STELLENBOSCH LOCAL MUNICIPALITY

57,588,210

0

0

0

0

57,588,210

234

SWARTLAND LOCAL MUNICIPALITY

33,983,093

0

0

0

0

33,983,093

235

SWELLENDAM LOCAL MUNICIPALITY

9,964,752

0

4

0

0

9,964,755

236

THEEWATERSKLOOF LOCAL MUNICIPALITY

11,653,214

0

3,465,245

0

38,827,743

53,946,201

237

WEST COAST DISTRICT MUNICIPALITY

4,196,671

0

16

0

0

4,196,687

238

WITZENBERG LOCAL MUNICIPALITY

23,180,246

0

0

0

0

23,180,246

 

 

 

 

 

 

 

 

 

TOTAL EXCLUDING SALES ACCRUAL

13,878,809,153

0

8,669,678,479

8,004,989,564

77,101,555,356

107,655,032,552

 

 

 

 

 

 

 

 

 

SALES & INTEREST ACCRUAL

1,695,313,207

 

 

 

 

1,695,313,207

 

 

 

 

 

 

 

 

 

TOTAL INCLUDING SALES ACCRUAL

15,574,122,360

0

8,669,678,479

8,004,989,564

77,101,555,356

109,350,345,759

ANNEXURE B – MUNICIPAL DEBTS TO WATER BOARDS

 

MUNICIPALITY ACCOUNT FOR OCTOBER 2024

 

 

 

 

WATER BOARD

 

TOTAL BALANCE

CURRENT

DAYS 30

DAYS 60

DAYS 90

DAYS 120+

TOTAL BALANCE LESS CURRENT

1

Amatola

Buffalo City Municipality

32,337,738

31,857,403

6,096

474,240

-

-

480,336

 

 

Amathole DM

381,915,615

18,799,843

15,502,708

16,501,402

15,079,190

316,032,471

363,115,771

 

Ndlambe LM

1,237,021

1,237,021

-

-

-

-

-

 

Ndlambe Municipality

43,243

43,350

(107)

-

-

-

-107

 

Joe Gqabi District Municipality

569,217

3,630

3,513

3,630

3,630

554,816

565,587

 

Joe Gqabi DM (DUKH002)

400,866

1,701

33,133

1,701

1,701

362,630

399,165

 

Joe Gqabi DM (DUKH003)

-

-

-

-

-

-

0

 

OR Tambo District Municipality

4,292,380

1,611,450

(53,072)

0

408,425

2,325,578

2,680,930

 

OR Tambo DM (DORT002)

532,196

4,866

4,011

-

487,634

35,685

527,330

 

OR Tambo DM (DORT003)

19,525,231

13,878,556

19,618

2,289

1,439,968

4,184,801

5,646,675

 

Makana Municipality Water Tankers

500,618

4,289

60,883

32,673

32,366

370,406

496,329

 

Dr Beyers Naude LM

548,870

4,385

2,941

19,549

19,467

502,529

544,485

 

Koukama

47,377

14,450

28,558

-

332

4,037

32,927

 

Blue Crane Route LM

14,582

14,450

132

-

-

-

132

 

AMATOLA TOTAL

441,964,955

67,475,394

15,608,413

17,035,484

17,472,712

324,372,951

374,489,561

 

2

Vaal Central Water

Mangaung LM

895,354,961

104,890,560

8,691,271

9,041,664

8,937,582

763,793,884

790,464,401

 

Matjhabeng LM

7,395,248,213

136,988,916

150,588,650

135,350,266

106,479,880

6,865,840,499

7,258,259,296

 

Magalies Water / Maquassi Hills LM

429,949,843

9,044,601

10,310,436

8,353,321

7,673,528

394,567,957

420,905,242

 

Nala LM

429,661,816

10,805,971

12,409,204

10,796,400

8,892,359

386,757,881

418,855,845

 

Joe Morolong LM

2,073,040

811,026

825,700

159,892

451,662

-175,240

1,262,015

 

Dikgatlong LM

39,046,170

980,838

630,262

1,022,356

0

36,412,713

38,065,332

 

Gamagara-Khathu LM

1,335,960

612,375

702,937

0

0

20,647

723,585

 

Tsantsabane LM

121,309,715

2,195,237

2,229,150

2,048,194

1,898,283

112,938,850

119,114,478

 

Khai-Ma LM

26,556,400

911,211

249,431

506,679

0

24,889,079

25,645,189

 

Nama-Khoi LM

291,694,468

7,245,945

6,940,460

3,312,027

2,554,203

271,641,833

284,448,523

 

Kopanong LM

821,357,637

12,973,314

12,781,500

14,307,756

12,549,144

768,745,923

808,384,322

 

Mantsopa (Excelsior)

3,653,581

203,840

158,943

0

129,154

3,161,644

3,449,741

 

VAAL CENTRAL WATER TOTAL

10,457,241,803

287,663,835

206,517,946

184,898,555

149,565,796

9,628,595,672

10,169,577,968

 

 

 

Capricorn DM

9,257,172

9,257,172

-

-

-

-

0

 

Greater Letaba Mun

61,149,499

2,761,482

3,002,482

3,318,300

2,766,039

49,301,197

58,388,017

 

Greater Tzaneen Mun

230,122

155,686

563

586

586

72,700

74,435

 

Fetakgomo LM

26,099,341

2,125,793

2,839,524

2,798,854

2,544,432

15,790,738

23,973,548

 

Sekhukhune District Municipality

186,369,861

15,347,628

15,098,591

4,850,244

1,233,527

149,839,872

171,022,233

 

Mogalakwena LM

13,479,909

4,455,038

4,494,460

4,395,202

12,970

122,239

9,024,870

 

Mopani DM

317,101,774

20,556,867

2,037,221

2,267,542

2,269,307

289,970,837

296,544,907

 

Vhembe DM

156,146,527

15,897,887

16,209,860

16,419,265

13,424,236

94,195,278

140,248,640

 

Polokwane Mun

32,479,804

30,874,287

-

-

-

1,605,518

1,605,518

 

LEPELLE NORTHERN WATER TOTAL

802,314,007

101,431,840

43,682,700

34,049,993

22,251,096

600,898,378

700,882,167

 

4

Magalies Water

Rustenburg Local Municipality

8,940,149

9,715,324

6,376,790

8,170,249

1,997,627

(17,319,840)

(775,174)

 

 

Thabazimbi Local Municipality

231,045,482

7,094,756

7,479,825

7,839,588

3,162,020

205,469,293

223,950,726

 

Moses Kotane Local Municipality

60,534,073

16,138,452

14,919,366

16,563,628

3,260,082

9,652,545

44,395,621

 

City of Tshwane

42,674,406

11,195,577

9,667,306

5,323,721

2,666,213

13,821,589

31,478,829

 

Modimolle Local Municipality

52,050,067

2,744,692

2,055,533

2,539,944

563,869

44,146,030

49,305,375

 

Bela-Bela Local Municipality

7,417,587

1,879,049

1,731,272

2,146,481

475,751

1,185,033

5,538,538

 

Moretele Local Municipality

20,409,088

7,246,812

5,653,980

6,360,350

1,214,137

(66,190)

13,162,276

 

Maquassi Hills LM

354,299,401

4,323,901

4,434,297

3,522,229

4,276,647

337,742,327

349,975,500

 

Ditsobotla LM

85,428,788

606,563

546,563

509,338

198,993

83,567,331

84,822,225

 

Mahikeng LM

114,655,497

20,020,051

16,118,687

15,850,550

6,291,164

56,375,044

94,635,445

 

Ngaka Modiri Molema DM

61,684,333

1,512,067

1,613,941

1,529,963

411,225

56,617,136

60,172,266

 

MAGALIES WATER TOTAL

1,039,138,872

82,477,244

70,597,560

70,356,041

24,517,729

791,190,298

956,661,627

 

6

Overberg Water

Hessequa

914,299

914,299

 

-

-

-

-

 

 

Theewaterskloof

2,732,575

2,014,035

234,534

247,357

-

-

718,540

 

OVERBERG WATER TOTAL

3,646,874

2,928,334

234,534

247,357

0

0

718,540

 

8

Rand Water

JOHANNESBURG WATER (SOC) PTY

1,223,803,932

897,181,084

326,622,848

0

0

0

0

 

 

EKURHULENI METROPOLITAN MUNICIPALITY

689,034,856

500,896,830

188,138,025

0

0

0

188,138,025

 

TSHWANE METROPOLITAN MUNICIPALITY

548,804,152

404,016,708

144,787,443

0

0

0

144,787,443

 

EMFULENI LOCAL MUNICIPALITY

1,397,350,233

168,737,731

152,967,963

164,022,580

155,963,342

755,658,616

1,228,612,501

 

MOGALE CITY LOCAL MUNICIPALITY

72,672,147

56,029,162

16,642,986

0

0

0

16,642,986

 

METSIMAHOLO LOCAL MUNICIPALITY

24,416,471

24,416,471

0

0

0

0

0

 

RUSTENBURG LOCAL MUNICIPALITY

40,769,776

40,769,776

0

0

0

0

0

 

GOVAN MBEKI MUNICIPLITY

844,814,850

39,721,861

45,445,817

44,927,556

41,597,251

673,122,366

805,092,990

 

MIDVAAL LOCAL MUNICIPALITY

19,780,383

19,780,388

-4

0

0

0

-4

 

MERAFONG CITY LOCAL MUNICIPALITY

1,156,848,320

45,963,561

42,398,847

44,849,953

44,615,846

979,020,113

1,110,884,759

 

RANDWEST CITY LOCAL MUNICIPALITY

674,588,555

47,561,329

43,066,958

44,631,865

44,673,458

494,654,944

627,027,226

 

LESEDI LOCAL MUNICIPALITY

114,612,384

12,760,449

12,300,870

13,343,052

11,684,460

64,523,553

101,851,935

 

NGWATHE LOCAL MUNICIPALITY

62,488,028

4,847,917

4,291,952

4,788,524

3,126,504

45,433,131

57,640,110

 

VICTOR KHANYE LOCAL MUNICIPALITY

447,408,089

10,751,048

11,740,148

11,264,832

11,253,553

402,398,507

436,657,041

 

ROYAL BAFOKENG NATION

5,569,088

5,569,022

65

0

0

0

65

 

MADIBENG LOCAL MUNICIPALITY

11,558,702

7,732,868

3,825,834

0

0

0

3,825,834

 

THEMBISILE LOCAL MUNICIPALITY

14,155,747

14,155,747

0

0

0

0

0

 

BUSHBUCKRIDGE LOCAL MUNICIPALITY

266,228,599

0

0

0

0

266,228,599

266,228,599

 

RAND WATER TOTAL

7,614,904,312

2,300,891,954

992,229,752

327,828,363

312,914,415

3,681,039,829

4,987,389,511

 

9

Umngeni- Uthukela-Water (Water Sales)

Ethekwini Municipality - Water Sales

371,671,147

371,671,146

0

-

0

0

-

 

Msunduzi Municipality - Water Sales

618,258,035

75,327,281

80,733,517

32,635,518

16,322,144

413,239,575

542,930,754

 

Umgungundlovu Municipality - Water Sales

56,187,634

28,558,752

27,747,401

-

(118,519)

-

27,628,882

 

Ugu District Municipality - Water Sales

453,914,477

24,318,355

20,584,663

20,554,989

16,562,225

371,894,245

429,596,122

 

Ilembe District Municipality - Water Sales

24,479,288

24,479,288

0

-

0

-

-

 

Harry Gwala District Municipality - Water Sales

2,482,683

1,239,409

1,243,275

-

-

-

1,243,275

 

Siza Water - Water Sales

130,752,856

8,825,430

2,205,006

2,270,595

1,951,386

115,500,439

121,927,426

 

Uthukela District Municipality - Water Sales

157,900,861

-

-

-

-

157,900,861

160,100,861

 

King Cetshwayo District Municipality

1,025,194,861

37,600,008

38,879,903

39,889,473

33,621,914

875,203,564

948,714,950

 

City of Umhlathuze Municipality

21,833,244

21,777,768

-

-

-

55,476

55,476

 

Umngeni- Uthukela-Water CUC

Ethekwini Municipality - CUC

83,526,551

83,526,551

-

-

-

-

-

 

Msunduzi Municipality - CUC

64,567,663

16,049,491

17,305,522

17,332,152

13,880,498

-

-

 

Umgungundlovu Municipality - CUC

11,750,595

5,925,073

5,825,523

-

-

-

-

 

Ugu District Municipality - CUC

14,433,497

4,342,218

3,621,022

3,635,626

2,834,630

-

6,470,257

 

Ilembe District Municipality - CUC

5,209,438

5,209,438

-

-

-

-

-

 

Harry Gwala District Municipality - CUC

663,721

260,294

264,299

139,128

-

-

-

 

Siza Water - CUC

3,612,779

-

-

-

-

3,612,779

3,612,779

 

Umngeni- Uthukela-Water MBWS

Ethekwini Municipality - MBWS

7,363,021

7,363,021

0

0

-

-

0

 

Msunduzi Municipality - MBWS

11,663,917

1,485,647

1,601,914

813,958

600,341

7,162,057

10,178,270

 

Umgungundlovu Municipality - MBWS

1,109,687

559,544

550,143

0

0

0

550,143

 

Ugu District Municipality - MBWS

7,334,562

410,065

341,957

343,336

267,693

5,971,511

6,924,498

 

Ilembe District Municipality - MBWS

487,091

487,091

-

-

-

-

0

 

Harry Gwala District Municipality - MBWS

49,050

24,338

24,712

-

-

-

24,712

 

Siza Water - MBWS

5,551,147

149,556

170,752

179,353

126,627

4,924,858

5,401,591

 

Umngeni- Uthukela-Water Commercial

Msunduzi Municipality Darvill Management Fee

120,973,359

25,257,469

25,257,469

0

0

70,458,422

95,715,890

 

Msunduzi Municipality - Lynnfield WWTW

4,877,165

367,957

367,957

0

0

4,141,251

4,509,208

 

Msunduzi Municipality - Trade Effluent Fee

5,485,757

390,862

390,862

0

0

4,704,034

5,094,895

 

Harry Gwala Municipality - Management Fee

2,781,795

1,397,639

1,384,156

0

0

-

1,384,156

 

Harry Gwala Municipality - Water Quality

390,507

200,864

189,643

-

-

-

189,643

 

Umgungundlovu Municipality - Management Fee

20,138,954

9,934,674

10,204,280

-

-

-

10,204,280

 

Ethekwini Municipality - Water Quality

52,103

45,492

6,610

-

-

-

6,611

 

UGU - Water Quality

6,143,484

558,123

570,622

795,548

537,146

3,682,045

5,585,361

 

Alfred Nzo District Municipality - Analysis

66,875

40,703

26,172

-

-

-

26,172

 

King Cetshwayo District Municipality

4,436

11

11

-

12

4,402

4,425

 

Umhlathuze Municipality - Effluent

4,845,871

2,308,234

-

-

-

2,537,637

2,537,637

 

Ethekwini Municipality - O & M

65,389,238

11,410,890

9,800,575

6,975,599

16,462,579

20,739,594

53,978,348

 

uMkhanyakude District Municipality

49,533,467

2,270,383

4,009,951

-

1,391,879

41,861,253

47,263,084

 

UMNGENI-UTHUKELA WATER TOTAL

 

3,360,680,818

773,773,066

253,307,918

125,565,275

104,440,556

2,103,594,003

2,491,859,705

 

 

TOTAL MUNICIPAL DEBT - OCTOBER 2024

23,719,891,641

3,616,641,667

1,582,178,822

759,981,067

631,162,304

17,129,691,132

19,681,579,080

 

%age outstanding per period

 

1.00

0.15

0.07

0.03

0.03

0.72

0.83

End.

17 December 2024 - RCW639

Profile picture: Ceza, Mr K

Ceza, Mr K to ask the Minister of Cooperative Governance and Traditional Affairs:

What vigorous collection model has his department taken to maximally collect approximately R30.9 billion that is owed to municipalities by businesses?

Reply:

Our department has taken several measures to address the collection of approximately R30.9 billion owed to municipalities by businesses.

We support municipalities by ensuring the implementation of the Municipal Systems Act (MSA) and the Municipal Property Rates Act (MPRA), which are crucial for municipal credit control and debt collection policies.

We recommend that municipalities institutionalise credit control and debt collection procedures against defaulting consumers or property owners to increase revenue generation. This will help break the culture of non-payment of municipal services.

Furthermore, we propose amending Section 22(5) of the Electricity Regulation Act to force Eskom to assist municipalities in implementing credit control measures. This includes electricity disconnections to enforce municipal credit control and debt collection throughout the municipal jurisdiction.

Notably, households account for 73% of the debt owed to municipalities, businesses make up 20% and 5.5% by organs of state. Our department is committed to working with municipalities to develop effective collection models and improve revenue generation.

The Minister has written to the relevant Ministries requesting them to enter into payment arrangements, to settle their rates and service charges arrear accounts. Further engagements are being held with the National Treasury, to find a way to get organs of state to settle their accounts.

End.

13 December 2024 - RCW612

Profile picture: Adriaanse, Ms JM

Adriaanse, Ms JM to ask the Minister of Cooperative Governance and Traditional Affairs:

With reference to his reply to Question 270 on 20 September 2024, (a) when will the circular be issued to municipalities in this regard and (b) when will non-complaint municipalities adhere to the committed circular?

Reply:

Find reply here

13 December 2024 - NW1878

Profile picture: Reddy, Mr VG

Reddy, Mr VG to ask the Minister of Cooperative Governance and Traditional Affairs

Noting that municipalities across the Republic are drowning in debt, largely due to poor financial management and lack of governance oversight, what (a) steps has he taken to address the financial sustainability of local government and (b) are the reasons that citizens should believe that the 7th Administration is any more capable than the previous administration when municipal debt continues to rise, further crippling essential services? NW3200E.

Reply:

a) Our department has taken several steps to address the local government's financial sustainability. We conduct regular analyses of municipal compliance with the Municipal Systems Act and the Municipal Property Rates Act. This analysis focuses on key areas such as municipal property valuation, property rating, water and electricity tariff policies, municipal indigent policies, and credit control and debt collection policies.

These policy assessments aim to identify opportunities for municipalities to increase revenue and reduce debt. We also convene quarterly Municipal Public Accounts Committee (MPAC) forums, in collaboration with SALGA and the National Treasury, to discuss reports from provinces and assess the functionality of MPACs in municipalities.

b) Despite the challenges, there are reasons to believe that the 7th Administration is committed to addressing the financial sustainability of local government. We have established a framework for supporting municipalities in improving their financial management and governance oversight. This includes providing guidance on credit control and debt collection and supporting municipalities in developing and implementing effective financial recovery plans.

While there is still much work to be done, our department is committed to working with municipalities to address the challenges facing local government and ensure that essential services are delivered to communities.

End.

13 December 2024 - NW1983

Profile picture: Tito-Duba, Ms LF

Tito-Duba, Ms LF to ask the Minister of Cooperative Governance and Traditional Affairs

Whether he has been informed that the Sol Plaatje Local Municipality in the Northern Cape is downgrading to level 4 as it cannot fulfil its financial obligation nor service its own residents; if not, what is the position in this regard; if so, what (a) total number of municipalities are in the process of being downgraded like the Sol Plaatje Local Municipality and (b) plans does his department have in place to mitigate the situation?

Reply:

  1. The Minister has not been informed that the Sol Plaatje Local Municipality in the Northern Cape has been downgraded to level 4. According to our information, the municipality's categorisation for remuneration of senior managers has been downgraded from category 6 to category 5, as per Government Notice No. 4897 published in Government Gazette No. 50737 of 30 May 2024.
  2. (a) We do not have information on the total number of municipalities that are in the process of being downgraded like the Sol Plaatje Local Municipality.

(b) To mitigate the situation, our department relies on the transitional measures provided in Government Notice No. 4897. These measures ensure that municipalities retain their previous year's categorization if their new categorization is lower. This protects municipalities' contractual obligations to senior managers.

End.

13 December 2024 - NW1996

Profile picture: Buthelezi, Mr NZ

Buthelezi, Mr NZ to ask the Minister of Cooperative, Governance and Traditional Affairs

In light of the fact that one factor hindering the professionalisation of municipalities is the application process which requires that applications must be hand-delivered, thereby making it difficult for municipalities to attract qualified professionals from outside their jurisdictions, what (a) plans does his department have to support municipalities in transitioning to digital application processes, (b) total number of municipalities have made the transitioned to digital application processes and (c) successful practices from these transitions can be implemented in other municipalities?

Reply:

  1. Our department has promulgated two regulatory frameworks to support municipalities transitioning to digital application processes. These frameworks set uniform norms and standards for municipal staff recruitment, selection, and appointment. The first framework is the Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers (2014), which improves the capacity of municipalities to perform their functions and ensures they recruit and retain qualified persons. The second framework is the Local Government: Municipal Staff Regulations (2021), which sets uniform standards for municipal staff systems, organisational design, job competency frameworks, and performance management.
  2. We acknowledge that access to information technology (IT) infrastructure is crucial for municipalities to transition from manual to digital application processes. However, we also note that poor IT infrastructure remains a significant challenge, particularly in small and rural municipalities.
  3. Despite these challenges, municipalities with well-developed IT infrastructure have successfully transitioned to digital application processes. We will continue to support and learn from these municipalities to implement successful practices in other municipalities.

End.

13 December 2024 - NW2163

Profile picture: Reddy, Mr VG

Reddy, Mr VG to ask the Minister of Cooperative Governance and Traditional Affairs

What (a) steps has he taken to address the financial sustainability of local governments as municipalities across the Republic are drowning in debt, largely due to poor financial management and lack of governance oversight and (b) are the reasons that South Africans should believe that the current administration is any more capable than its predecessors when municipal debt continues to rise, further crippling essential services?

Reply:

a) Our department has taken several steps to address the financial sustainability of local governments. We regularly analyse municipal compliance with the Municipal Systems Act and the Municipal Property Rates Act. This analysis focuses on key areas such as:

  • Municipal Property Valuation: We examine critical aspects of municipal property valuation, including the valuation roll and maintenance.
  • Municipal Property Rating: We review municipal property rating aspects, including rates policies and cent-in-Rand rates.
  • Water and Electricity Tariff Policies: We analyse water and electricity tariff policies, related tariff lists, and by-laws to ensure the adequacy of tariffs.
  • Municipal Indigent Policies: We assess indigent policies and related indigent registers.
  • Credit Control and Debt Collection Policies: We evaluate credit and debt collection policies and related by-laws to ensure effective implementation.

These policy assessments aim to identify areas in the municipality's revenue value chain where interventions can increase revenue and/or reduce debt. Financial sustainability is also achieved through good governance, oversight, and identification of key cost drivers.

b) The current administration is fully committed to turning the tide on municipal debt and ensuring the financial sustainability of local governments. To achieve this, we have developed the Municipal Financial Recovery Plan, which outlines a comprehensive strategy to support municipalities in improving their financial management and reducing debt. This plan includes revenue enhancement, expenditure management, debt restructuring, and capacity building for municipal officials. We are confident that the successful implementation of this plan and a firm stance on debt repayment will put municipalities on a path to financial stability and enable them to deliver quality services to their communities.

End.

13 December 2024 - NW2175

Profile picture: Buthelezi, Mr NZ

Buthelezi, Mr NZ to ask the Minister of Cooperative Governance and Traditional Affairs

In view of the new draft by-law aimed at revitalising township economies through quotas on foreign ownership and restrictions on business operations, (a) what specified support will be provided to informal traders to help them meet compliance requirements; and (b) how will his department enforce the regulations fairly without stifling economic activity in townships. 2. with reference to the draft by-law proposing that municipalities establish task teams to combat illegal trade in townships, (a) what specific strategies will be used to identify and address the sale of illegal goods and services; and (b) how will the efforts be coordinated with law enforcement to ensure long-term compliance and safety within township economies? NW3570E.

Reply:

1. (a) There are various training programmes, awareness campaigns and financial support earmarked for informal traders, including spaza shops from SARS, SABS, NCC, NRCS, DoH and SEDFA. The training to be provided will include compliance, food handling and safety, and Business acumen. Additionally, the DTIC and DSBD have set aside R500 million to support spaza shops with infrastructure, stock and marketing.

(b) The Department issued Circular No. 34 of 2024 to all Municipal Managers and all Heads of Department responsible for Local Government in provinces. The circular aims to guide the implementation of the SDBs issued in terms of Section 14 of the Local Government Municipal Systems Act No. 32 of 2000. It also requires municipalities to develop and implement comprehensive strategies to deal with these matters.

2. (a) On 18 November 2024, foodborne illnesses were classified as a National Disaster in terms of Section 23 of the Disaster Management Act (“the Act”). Consequently, all affected state organs are expected to submit progress reports as required by the National Disaster Management Centre, as outlined in sections 24(4) to (8) of the Act.

NATJOINTS and PROVJOINTS have been activated to ensure compliance and safety. The teams on the ground are also providing training and awareness campaigns targeting consumers about the dangers of buying illicit and expired goods and food safety. With respect to spaza shops, the teams working with municipal officials are providing training on food handling and safety, business registration, and compliance.

b) The teams on the ground are also providing training and awareness campaigns targeting consumers about the dangers of buying illicit and expired goods and food safety. With respect to spaza shops, the teams working with municipal officials are providing training on food handling and safety, business registration, and compliance.

When non-compliance is discovered, either a non-compliance notice or spot fine is issued; investigations are lodged; goods are confiscated; or a directive to not sell is issued, and where applicable, arrest is effected.

End.

13 December 2024 - NW2184

Profile picture: Tambo, Mr S

Tambo, Mr S to ask the Minister of Cooperative Governance and Traditional Affairs

Following the 21 days given to all spaza shops by the President of the Republic, Mr M C Ramaphosa, to obtain operational licenses or face closure, what are the full details of the operational plan at the level of law enforcement and/or municipal bylaws in the implementation of the President’s directive?

Reply:

As the Minister of Cooperative Governance and Traditional Affairs, I hosted a Webinar on 25 November 2024 with various stakeholders, including all MECs responsible for Local Government and Mayors. The purpose of the Webinar was to launch the Local Government Ten-Point Plan on implementing the Standard Draft Law (SDB) and curbing foodborne illnesses.

Regarding law enforcement, various entities, including the South African Police Service (SAPS), National Consumer Commission, National Regulator for Compulsory Specification, and Department of Health, are implementing an operational plan, which cannot be shared due to security reasons, to ensure the implementation of the President’s directive.

End.

13 December 2024 - RCW618

Profile picture: Ryder, Mr D

Ryder, Mr D to ask the Minister of Cooperative Governance and Traditional Affairs:

1. (a) How much money is owed by Councillors of the Emfuleni Local Council to their municipality, (b) what is the confirmed outstanding balance for each councillor whose arrears are more than 90 days, regardless of payment arrangements and (c) what actions has the municipality taken against each such councillor in terms of section 14 of the Code of Conduct for Councillors and schedule 7 of the Local Government: Municipal Structures Act, 1998 (Act No. 117 of 1998); 2. whether any payment (a) arrangements are in place for each councillor and (b) arrangement terms have been adhered to; if not, why not in each case; if so, (i) what is the duration of the arrangements and (ii) what are the further relevant details?

Reply:

Find reply here

13 December 2024 - RCW502

Profile picture: Mabebo, Mr BS

Mabebo, Mr BS to ask the Minister of Cooperative Governance and Traditional Affairs:

(1) What is the impact of a high number of municipal vacancies on (a) service delivery and (b) financial management in municipalities; (2) whether his department has any plans to help municipalities to address the problem; if not, why not; if so, what plans?

Reply:

Find reply here

29 November 2024 - NW1868

Profile picture: Mkhaliphi, Ms HO

Mkhaliphi, Ms HO to ask the Minister of Cooperative Governance and Traditional Affairs

What progress has been made to resolve the problem of back-billing the residents of eThekwini Metropolitan Municipality after the report of the Auditor-General SA?

Reply:

According to the information received from the eThekwini Metro Municipality, the progress made is as follows:

  1. The municipality has developed a payment plan for the residents/customers affected by the technical error of 6kl of water and undue credit. They were allowed to pay an additional R180 per month on their Municipal bill until the debt was paid in full.
  2. The municipality has since communicated and encouraged the customers and residents in general who have been affected by back-billing to approach their nearest Sizakala Centre to enter payment arrangements.
  3. These affected customers are not disconnected from services or charged interest retrospectively.

Approximately 31% of affected residents/customers have entered into payment arrangements with the municipality.

End.

22 November 2024 - NW1439

Profile picture: Trollip, Mr A

Trollip, Mr A to ask the Minister of Cooperative Governance and Traditional Affairs

(1) Whether he will furnish Mr R A P Trollip with a list of all municipalities in each province that have been placed under administration from 1 January 2020 to date, including details on the (a) dates on which the specified municipalities were placed under administration, (b) duration of the administration periods and (c) names of the mayors in office at the time of the administration; if not, why not, in each case; if so, what are the relevant details in each case; (2) what (a) specific plans are in place to assist municipalities presently under administration in exiting administration and (b) progress has been made in this regard? NW1671E (PGA & LGOS)

Reply:

(1) List of all municipalities in each province that have been placed under administration from 1 January 2020 to date

No.

Province

Municipality Name

(a) Dates on which the specified municipalities were placed under administration

(b) Duration of the administration periods

(c) Names of the mayors in office at the time of the administration

1.

Eastern Cape -5 municipalities

Enoch Mgijima LM

April 2022

[s139(7)]

(National intervention in the stead of the provincial executive in terms of section 139(5)(a) and (c)]

April 2022-to date

Executive Mayor, Madoda Papiyana (Current)

2.

Amathole DM

January 2021

[S139(5)]

January 2021-to date

Executive Mayor, Khanyile Maneli (Current)

3.

OR Tambo District Municipality

08 December 2021 [S139(5)]

08 December 2021-to date

Executive Mayor, Mesuli Ngqondwana (Current)

4.

Walter Sisulu LM

23 February 2022 [S139(5)]

23 February 2022-to date

Executive Mayor, Vania Davids (Current)

5.

Chris Hani DM

Dec 2023 [S139(5)]

Dec 2023-to date

Executive Mayor, Lucinda Sizani (Current)

6.

Free State-

4 municipalities

Mangaung Metropolitan Municipality

April 2022 [S139(7)]

(National intervention in the stead of the provincial executive in terms of section 139(5)(a) and (c)]

April 2022-to date

Executive Mayor, Gregory Nthatisi (2023 to date)

7.

Mafube LM

June 2022 [S139(5)]

June 2022-to date

Executive Mayor,Jabulani Sigasa (Current)

8.

Tokologo LM

June 2022 [S139(5)]

June 2022-to date

Executive Mayor, Boitumelo Enoch Seakge (Current)

9.

Kopanong LM

September 2023 [S139(5)]

September 2023-to date

Executive Mayor, Xolani Tseletsele (Current)

10.

Gauteng –

1 municipality

Merafong City

September 2022 [S139(5)]

September 2022 to date

Executive Mayor, Nozuko Best

11.

KwaZulu Natal-16 municipalities

Umkhanyakude DM (KZN)

January 2021[S139(1)(b)]

January 2021-to date

Executive Mayor, Sphile Mdaka (Current)

September 2024 Section 139(1)(a)

September 2024-30 April 2025

Executive Mayor: Solomon Mkhombo (Current)

12.

Umzumbe LM

April 2024[S139(1)(b)]

April 2024-to date

Executive Mayor, Mlungisi Ndlovu: (Current)

13.

Mhlathuze LM (intervention was not implemented and the matter is before Court)

April 2024[S139(1)(a)]

April 2024-to date

Executive Mayor, Xolani Ngwezi: April (Current)

14.

Zululand DM (intervention was not implemented and the matter is before Court)

May 2024[S139(1)(b)]

May 2024-to date

Executive Mayor, SI Mbatha (Current)

15.

Edumbe LM

September 2024 [S139(1)(a)]

September 2024- to date

Executive Mayor, Sibusiso Mkhabela (Current)

16.

Umuziwabantu LM

September 2024 [S139(1)(a)]

September 2024- to date

Executive Mayor, Siboniso Zungu (Current)

17.

Ray Nkonyeni LM

September 2024 [S139(1)(a)]

September 2024- to date

Executive Mayor, Zodwa Mzindle (Current)

18.

uMvoti LM

September 2024 [S139(1)(a)]

September 2024- to date

Executive Mayor, Philani Mavundla (Current)

19.

Maphumulo LM

September 2024 [S139(1)(a)]

September 2024- to date

Executive Mayor, Zibuyisile Khuzwayo-Dlamini (Current)

20.

Msundunzi LM

September 2024 [S139(1)(a)]

September 2024-

31 October 2024

Executive Mayor, Mzimkhulu Thebolla (Current)

21.

EThekwini MM

September 2024 [S139(1)(a)]

September 2024- to date

Executive Mayor, Vusimuzi Cyril Xaba (Current)

22.

uGu DM

September 2024 [S139(1)(a)]

September 2024- to date

Executive Mayor, Sikhumbuzo Isaac Mqadi (Current)

23.

Umgungundlovu DM

September 2024 [S139(1)(a)]

September 2024- to date

Executive Mayor, Mzi Zuma (Current)

24.

Ilembe DM

September 2024 [S139(1)(a)]

September 2024- to date

Executive Mayor, Thobani Shandu (Current)

25.

Mpofana LM

September 2024 Section 139(1)(a

September 2024-30 April 2025

Executive Mayor: TM Magubane (Current)

26.

UMzinyathi DM

September 2024 Section 139(1)(a)

September 2024-30 April 2025

Executive Mayor: Mr Petros Mthandeni Ngubane (Current)

27.

uThukela DM

September 2024 Section 139(1)(a)

September 2024-30 April 2025

Executive Mayor: Inkosi NB Shabalala (Current)

28.

UMkhanyakude DM

September 2024 Section 139(1)(a)

September 2024-30 April 2025

Executive Mayor: Solomon Mkhombo (Current)

29.

Limpopo -

1 municipality

Thabazimbi LM

September 2024 [S139(1)(c)]

September 2024-to date

Executive Mayor, Tokkie Swanepoel (Municipal Council dissolved)

30.

Mpumalanga-1 municipality

Lekwa LM

April 2021 [S139(7)]

(National intervention in the stead of the provincial executive in terms of section 139(5)(a) and (c)]

April 2021-to date

Executive Mayor, Linda Dhlamini (2021)

Executive Mayor, Louis Thabethe (Current)

31.

Northern Cape- 2 municipalities

Phokwane LM

March 2020 [S139(1)(c)]

March 2020 -June 2020

Executive Mayor, Tebogo Africa (2020)

July 2020 [S139(5)]

July 2020-to date

Executive Mayor, Tebogo Africa (Current)

32.

Renosterberg LM

August 2020 [S139(5)]

August 2020-to date

Executive Mayor, Andrew Samson (Current)

33.

North-West- 7 municipalities

Madibeng LM

August 2020-Novemb 2021: [S139(1)(b)]

August 2020-November 2021

Executive Mayor,Jostina Mothibe (2020)

January 2022 [S139(5)]

January 2022-to date

Executive Mayor,Douglas Maimane (Current)

34.

Tswaing LM

January 2022 [S139(5)]

January 2022-to date

Executive Mayor, Flora Mahlangu (Current)

35.

Dr Ruth Segomotsi Mompati DM

January 2022 [S139(5)]

January 2022-to date

Executive Mayor, Motseokae Maje (Current)

36.

Kgetleng Rivier LM

January 2022[S139(5)]

January 2022-to date

Executive Mayor, Thabo Jacobs (Current)

37.

Ramotshere LM

August-2020- [S139(1)(b)]

August-2020-November 2021:

Executive Mayor, Peter Pilane (2020)

January 2022 [S139(5)]

January 2022

Executive Mayor, Dinah Pitso (Current)

38.

Naledi LM

January 2022 [S139(5)]

January 2022-to date

Executive Mayor, Cliffton J Groep (Current)

39.

Ditsobotla LM

September 2022 [S139(1)(c)]

September 2022-November 2022

Executive Mayor, Boitumelo Lethoko (2022)

April 2023 [S139(5)]

April 2023-to date

Executive Mayor, Thabo Nkashe (Current)

40.

Western Cape- 3 municipalities

Beaufort West LM

August 2021 [S139(5)]

August 2021-to date

Executive Mayor, Josias De Kock Reynolds (Current)

41.

Kannaland LM

December 2023 [S139(5)]

December 2023-to date

Executive Mayor, Jeffrey Donson (Current)

42.

Garden Route DM

October 2024[S139(1)(a)]

October 2024- to date

Executive Mayor, Ald. Andrew Stroebel (Current)

NO

PR

MUNICIPALITY NAME

2(a) SPECIFIC PLANS

2(b) PROGRESS TO DATE

1.

EC

Makana LM

FRP imposed by Provincial Executive Council.

Governance

  • The UIFW policy is implemented by the municipality
  • Reviewed Delegations System to be approved by Council
  • The municipality has developed a Contracts Management Register which is updated monthly. The auditing of the Contracts Register was done by the Internal Audit end June 2024.
  • There is a Risk Committee that is sitting on a quarterly basis and is being Chaired by an independent person that is not from the municipality.
  • Council and Committee Minutes are done on every Council and Committee sittings.
  • MPAC is functional and sits monthly and reports to Council

Building Institutional Capability

  • SALGA has reviewed the structure in term of norms and standards and the municipality have been found as not compliant in terms of 70% / 30% compliance
  • The Organogram is at a consultative stage and will be presented to LLF and then to Council.
  • The municipality is also in the process of reviewing all the policies and the last workshop that was held for Councillors was on the 24 & 25 March 2024 and those policies were submitted to Council in May 2024.
  • Performance Agreements have not yet been signed. A process plan to implement the cascading of performance agreements has been developed.

Financial Management

  • Disclaimer for 5 consecutive years
  • Financially distressed
  • Financial recovery plan reviewed
  • Unfunded Budget
  • Cost Containment Policy has been developed and adopted by Council
  • Revenue Enhancement Strategy has been developed and implemented and reconciliations are performed monthly.
  • The Municipality is still busy with debt collection campaign focusing on government debt, schools and businesses.
  • The municipality has a signed payment plan with Eskom and DWS, as other payment plans have been fully serviced.
  • The Eskom payment plan has been revised in line with the conditions of the Municipal Eskom Debt Relief Programme.
  • Cashflow is monitored on a weekly basis and reported to Municipal Manager weekly then Audit Committee and Council quarterly.

Service Delivery

  • The municipality is performing well on Capital grants through the assistance of Risk Adjustment strategy implemented by the MEC of Cogta
  • PMU manager appointed permanently for project management.
  • The municipality is updating the Asset Register on a quarterly basis for the movable assets.
  • COGTA approved funding for development of Infrastructure Asset Management Plan and is currently undergoing SCM processes.
  • The municipality is also finalising the cost of supply study for electricity which was submitted to NERSA in March 2024 for approval.
  • Performance of Meter readers is monitored monthly. Monthly Meter replacement report is submitted monthly for capturing.
  • Waste management-The Contractor is on site and managing Makhanda Landfill Site on behalf of the Municipality.
  • The municipality is currently upgrading James Kleynhans Water Treatment Works funded by Department Water and Sanitation and implemented by Amatola Water Board.
  • Water supply challenges (Storage capacity, water demand outstrip the supply );
  • Sewer spillages (ageing AC pipelines);
  • Poorly maintained infrastructure (water & Sanitation and electricity).

2.

OR Tambo DM

FRP imposed by Provincial Executive Council

Governance

  • Municipal oversight committees are convened as required.
  • Municipal DC Board has been resuscitated, and a new chairperson has been appointed by Council.
  • MPAC sits regularly and is investigating historical and current Unauthorised, Irregular, Fruitless and Wasteful Expenditure .
  • IGR and DDM stakeholders remain active and meetings are taking place
  • Capacitation of Councillors was done with the assistance of SALGA on powers and functions, financial management and contravention of the MFMA and related laws and regulations
  • The post Audit action plan for 2022/23 is monitored monthly and is a standing item in monthly management
  • Risk register is monitored on a quarterly basis and forms part of the reports that go through the Council committees.
  • Council resolution tracking register has been developed and monitoring of the implementation of Council resolutions is reported quarterly in Council.

Building Institutional Capacity

  • The district municipality has streamlined the organizational structure and was approved by Council, reduced senior managers posts from thirteen to six in terms of the regulations, and revised its operational strategy in line with its powers and functions.
  • Change Management Strategy has been submitted to Cogta and SALGA inputs and advise.
  • Developed Individual Performance Management System Policy
  • Draft consequence management Policy has been presented in the Management & LLF in June 2024

Financial Management

  • Funded 2024/25 Budget approved in April 2024.
  • The municipality is performing well on Capital grants through the assistance of Risk Adjustment strategy implemented by the MEC of Cogta
  • Developed a detailed SCM reporting template. The report is tabled to Council on quarterly basis
  • The budget is implemented as approved and the quarterly reports on the implementation are submitted to Council.
  • No irregular expenditure identified in the reporting period except those that relate to prior years, irregular report has been submitted to Council.
  • The cost containment policy has been approved and is slowly being implemented.
  • Intervention is required with dealing with Eskom, the invoices of ESKOM has fruitless and wasteful expenditure in the form of interest.
  • The cost containment policy has been approved and is slowly being implemented
  • Infrastructure asset register and movable assets are updated monthly.

Service Delivery

  • The municipality is performing well on Capital grants through the assistance of Risk Adjustment strategy implemented by the MEC of Cogta
  • Fleet Management function has been transferred to Corporate Services department and there is recorded improvement on overall management of the service.
  • There is a need to adjust the budget to allow more bulk meter installation in the entire ORTDM water systems.
  • Budget is required to be allocated from the ORTDM grant allocations for the Water Conservation Demand Management projects
  • The DWS had provided support to develop the water and sanitation master plan for the ORTDM
  • The green drop improvement plans were developed, and Action plans were submitted to DWS
  • The district has obtained an improved blue drop score of 56.7% on the 2023 assessment.
  • The district has also recruited more qualified employees to undertake the relevant functions for the improvement of the district performance hence the improvement.
  • Conventional meters are installed in all the towns; however there is a culture of nonpayment by consumers.

3.

Amathole District municipality

FRP imposed by Provincial Executive Council

Governance

  • The MPAC of the municipality has been assisted and supported by Provincial Treasury with sessions for investigation and write off processes.
  • Council and Committees meetings are sitting.
  • There is a fully fledged public participation unit.

Building Institutional capacity

  • The municipality is implementing a new organogram, and positions are being advertised at the correct grading.
  • The municipality is at 98% of the placement process with the remaining 2% to be advertised by the municipality. The municipality has done qualifications verifications from Task Grade 14 upwards but due to financial constraints has not been able to verify for officials below Task Grade
 

Financial management

  • Cost containment policy was tabled to Council and measures are implemented.
  • Payment plans with Eskom, AGSA, SALGA and DWS are in place, however the municipality is battling to maintain its payment plans due to the poor collection rate.

Service delivery

  • MIG 2024/25 original allocation was R493 511m, revised to R488 582m and expenditure as at end Aug 2024 was R109 518m (22%).
  • In 2024/25 the municipality is implementing fifty-one (51) projects for 2024/25 FY MIG allocation, and all contractors have been procured.
  • Water: Access to tap water: 172 103hh (71%) and Water Backlog 22 121hh (29%)
  • Sanitation: Access to Sanitation: 230 981hh (96%) and Sanitation Backlog 10 631hh (4%).

4.

Walter Sisulu LM

FRP imposed by Provincial Executive Council

Governance

  • All Section 79 Committees were established by 12 December 2023 and approved by Council;
  • Bylaws relating to the standing rules and orders of council were adopted 12 Dec 23 and gazetted on the 22 January 2024;
  • All potential irregularities are recorded in a register and submitted to MPAC for further processing.
  • UIFW strategy has been adopted and the report for reduction strategy has been developed
  • The contract and commitment registers have been developed. It is currently being monitored on monthly and quarterly basis.
  • Standard Operation Procedure and template was developed – distinguishing business processes between contract management and contract administration and roles and responsibilities.
  • Performance management tool is used to monitor contractor performance
  • The municipality improved from an Adverse Audit Opinion to a Qualified Audit Opinion achieved in 2022/23. The municipality has developed and approved an Audit Improvement Plan, which it has been implementing and the implementation has been monitored at various forums.

Financial Management

  • There has been a commitment from the municipality to deal with the 2022-23 FMCMM.
  • The 9 partially completed activities are the ones that have a very huge impact on the success of the FRP and their full implementation has a medium to long term effect. The municipality is currently partially implementing some aspects of these activities, with very insignificant impact on the success of the FRP.

Building institutional capacity

  • The municipality reviewed and approved the organizational structure;
  • The recruitment plan for 2024-25 was developed and approved;
  • The prioritised positions to be filled in the 2024/2025 financial year was identified and approved by the Top Management Meeting - (Inclusive with the personnel budget).

Service delivery

  • There has been a significant improvement in the conditional grant spending of the municipality
  • Service provider appointed for establishment of a landfill site
  • Cleaning of storm water drainage systems.
  • Maintenance of parks and cemeteries (with a maintenance plan)
  • Policy adopted by council to enable partnerships on maintenance of municipal sports facilities
  • Regular meter audits,
  • Upgrade and replace bulk electricity infrastructure

5.

 

Enoch Mgijima LM

FRP imposed by national executive.

Governance

  • The Stakeholder Engagement Strategy was approved by Council.
  • Ensure adherence to Council and committee Calendar of meetings.
  • Conducted campaigns and workshops on anti-fraud and corruption policy
  • Monitor the implementation of the Enterprise-Wide Risk Management Plan
  • Develop a consequence management framework
  • Progress report on implementation of AG audit action plan
  • Troika is in place and managed by the Whip of Council.
  • The Mayoral Committee remain fully functional.
  • All the section 80 committees remain operative and chaired by members of the Mayoral Committee.
  • MPAC is in place as a Section 79 committee.
  • All 34 Ward Committees are functional and report monthly to the Speaker on their activities.

Institutional Management

  • All S 56 Vacant positions are filled except for Director: Human Settlements. The Council took a resolution that the position be re-advertised as all candidates got a basic outcome in terms of the assessment of Senior Managers.

Financial Management

  • The cash flow Committee is established to monitor expenditure
  • The municipality has started to report on cost-cutting measures and the implementation of cost savings controls.
  • Advertisement of projects and posts through one circulation newspaper including utilisation of municipal website and extender portals for cost savings.
  • Billed revenue in 2023/24 increased by 13.43% compared to the 2022/23 FY. The growth is attributed to an 8.59% increase in revenue from electricity revenue and a 68.8% increase in revenue from refuse removal

Service delivery

  • Improved grant expenditure performance.
  • The malfunctioning protection at Ezibeleni substation was addressed by conducting maintenance work on the 11kV breaker at Ezibeleni substation.

6.

FS

Mafube LM

  • FRP imposed by court order and approved by MEC Finance.
  • Rural Maintenance approached court to set aside the FRP. Matter still pending.

Putting people first

  • Ward committees established.
  • Manual complaints system due to ICT challenges.
  • Community complaints

Governance

  • Council sitting and committees of council are functional.
  • Municipality receiving support on FRP. Disclaimer audit opinion. AG on site to complete previous financial year audit.
  • Provincial Representative and experts appointed to oversee implementation of FRP by provincial governance.
  • Lack and aging ICT connectivity e.g websites, emails, billing systems.
  • High litigations leading to attachment of bank account.
  • Regazzetted MIG to the Fezile Dabi District.

Building Institutional Capability

  • MM, Dir Corporate Services and Community Services appointed
  • Strategic planning held to address inefficient and ineffective institutional capabilities.
  • CFO, Technical Director and SCM Manager by provincial government

Financial Management

  • Municipality receiving support on FRP. Disclaimer audit opinion. AG on site to complete previous financial year audit.
  • Provincial Representative and experts appointed to oversee implementation of FRP by provincial governance.
  • Lack and aging ICT connectivity e.g websites, emails, billing systems.
  • High litigations leading to attachment of bank account.
  • Regazzetted MIG to the Fezile Dabi District.

Service Delivery

  • Poor service delivery and poor spending on infrastructure grants.
  • Resource deployed (RMO)

Local economic Development

  • Lack economic activities.
  • Resource deployed (MISA)

7.

Mangaung MM

FRP imposed by National Executive and approved by Minister of Finance.

Putting people first

  • Ward committees established but reports not submitted on functionality to provincial CoGTA

Governance

  • City Manager and all Senior Managers positions are filled
  • Disciplinary Board is appointed to commence its work.
  • Executive Management Team convenes regularly to discuss administrative matters
  • All Council Oversight Committees appointed and functional

Building Institutional Capability

  • Micro organisational structure is being reviewed.
  • Consultations on the shift system commenced aimed at effective management of overtime.

Financial Management

  • Approved funded budget for 2024/25
  • Valuation roll being maintained
  • Tariffs reviewed annually to ensure cost reflective tariffs for water.
  • Annual Financial Statements was reviewed by Internal Audit
  • All SCM committees are functional
  • War Room on revenue collection established.
  • Improvement in spending of grants e.g. USDG

Service Delivery

  • Blue and Green Drop Report recommendations being implemented
  • Strategy developed to eradicate VIP toilets
  • Improvement in turnaround times to address leakages
  • Waste collection management has been improved

Local economic Development

  • Key catalytic projects being implemented – planning phase e.g. Airport node.

8.

Togologo LM

FRP imposed by court order and approved by MEC Finance.

Putting people first

  • All ward committees established.

Governance

  • Institutional challenges experienced by the municipality impacted progress with implementation of FRP for almost 18 months. NT, DCOG, PT and provincial CoGTA revived the FRP and Provincial Cogta appointed the Provincial Executive Representative to assume implementation FRP, A kick-off meeting was held on the 28th of October 2024.
  • Council is fully functional. Executive Committee (EXCO) – The Committee convenes meetings regularly as per its Schedule
  • Finance and Technical Committee - The Committee convenes meetings regularly as per its Schedule
  • Corporate and Community Service Committee - The Committee convenes meetings regularly as per its Schedule
  • Oversight/MPAC Committee - The Committee convenes meetings regularly as per its Schedule, there were support challenges that are being addressed.
  • Rules & Orders (Ethics) Committee - The Committee convenes meetings as and when necessary
  • Consequence Management Committee – This committee is replaced by a Disciplinary Board in our Municipality.
  • Audit Committee - The Committee convenes meetings regularly as per its Schedule
  • Risk Management & Performance Management Systems Committee – The Committee needs to be resuscitated.

Building Institutional Capability

  • Only the MM position remain vacant, and the processes to fill it is underway. Vacancy Rate for staff below is at 47.97%
  • The Audit backlog has been completed. The team from Cogta-FS is actively assisting to capacitate the Municipality. The municipality was previously disclaimed due to lack of records, as a result there was an intervention from DCoG with an indirect grant (Municipal Systems Improvement Grant) to improve records. (Policy formulation, set up Controls, Develop a file Plan and train existing personnel).

Financial Management

  • The Audit backlog has been completed. All AG payments are up to date.
  • Eskom - The matter is being litigated with Eskom. Pension Funds - All debt was paid except for SALA – the municipality made payment arrangement in place and honors the payments. The debt was R18m behind with SALA, and now currently at R12m. All Reports are updated monthly to keep the risk guard up to date monthly Salaries - nonpayment of Salaries is in the past, TLM is paying Salaries to employees monthly and on time.
  • Unfunded Budget – There is a Financial Recovery Plan in Plan and the Municipality will now be reporting Monthly.
  • Budget Steering Committee – The Municipality has put this committee in place to have an oversight over the Budget. AFS are submitted on time. 2023/2024 FY Submitted. The Audit opinion improved from Disclaimer to Qualified. Budget to be prepared based on cost reflective tariffs arising from study conducted on cost of supply of service. Training is conducted to capacitate finance function and training of mSCOA implementation. Review and update of the indigent register and improve indigent processes.

Service Delivery

Water & Sanitation:

  • Boshof: Plant Under Capacity and not functioning optimally. Rehabilitation to restore current design capacity and upgrading to increase capacity.
  • Dealesville: Plant extremely Under Capacity. Plant currently under rehabilitation. However immediate upgrades are required to increase Capacity to accommodate additional households to be connected to the waterborne system
  • Hertzogville: Plant Under Capacity and not functioning optimally. Rehabilitation to restore current design capacity and upgrading to increase capacity.
  • Electricity Supply:A bulk of Electricity Transformers within the Municipality's jurisdiction have shown signs of ageing i.e. Leaking oil, sudden failure, etc. The servicing of all existing Transformers is within the Municipality. The replacement of damaged Transformers.
  • The procurement of spares is done for different sized transformers to allow rapid response to emergencies.

Infrastructure development - Request for Town Planning Support from Housing Development Agency.

  • Township Establishment and Re-Zoning of 2500 sites in Malebogo.
  • Township - Hertzogville Township Establishment and Re-Zoning of 1500 sites in Seretse Township – Boshof
  • Township Establishment and Re-Zoning of 1000 sites in Tshwaraganang Township – Dealesville
  • The projects were identified by the Municipality and sent to the Housing Development Agency.
  • HDA started processes with the 2500 sites in Malebogo-Hertzogville, a company was appointed, the Community was involved on the Social Impact Study. Progress is currently on hold.

Infrastructure development – Request for Town Planning Support from Free, Human Settlement

  • Re-Zoning and Subdivision of Erf: 1315 and Erf: 1316
  • Re-Zoning and Subdivision of Erf: 1174 and Erf: 1175.
  • The projects or subdivisions are at an advanced stage since they both have EIA Authorisation and are a quick win for any funding intervention

Local economic Development

  • Game Farm: TLM has game farms in 2 towns. The farms do not have ablution, sleeping, or activity-based infrastructure to be able to attract Tourists.
  • Funding support is required to assist with the Construction of infrastructure in the Game Farms of the Municipality. The likes of Sleeping Chalets to host visitors on the farm, Ablution Facilities, Restaurants, halls, etc.
  • Business Development: TLM does not have the financial muscle to support start-ups and growing businesses. Even though support is given in the form of sites.
  • Currently, Business Development is supported by the Solar companies within the Municipality. This is minimal and also the Companies have limited scope in terms of the types of businesses they support. Thus, the Municipality requires funding support to be able to nurture business Development in all sectors within its area
  • Business Support: The Municipality also supports local business organizations/forums in their events i.e. Transport, venues, etc. in the industry functions.

9.

Kopanong LM

Municipal Recovery Plan[1]

Putting people first

  • Ward committees established.
  • Manual complaints system due to ICT challenges and number of Community complaints

Governance

  • Council sitting and committees of council are functional.
  • Outer boundary redetermination to establish new municipality.

Building Institutional Capability

  • An acting MM was seconded by the Provincial CoGTA department

Financial Management

  • Unfunded Budget
  • Payment plans to major creditors developed to settle outstanding debts e.g. Vaal Central Water Board to avoid attachment of bank account
  • National Treasury will develop FRP for the municipality.
  • Bank account attachment
  • Low revenue collection due.

Service Delivery

  • Poor service delivery and poor spending on infrastructure grants.

Local economic Development

  • Lack of economic activities

10.

GP

Merafong City LM

FRP[2] imposed by provincial executive council.

Putting people first

  • Ward committees and are functional.
  • The municipality has prioritised engaging with residents, with consultations held to facilitate dialogue and raise concerns and priorities.

Governance

  • Governance interventions are ongoing with committees of Council being supported.
  • Audit committee beginning to function, unpaid service bills by councillors and employees being deducted from salaries.
  • irregularity on the implementation of the financial management system for 8 years resolved, systems of delegation being reviewed and other interventions still ongoing.

Building Institutional Capability

  • Reviewed staff establishment under consultation with LLF but has gone to all sec 80 council committees.
  • Job evaluations in progress and Key positions are filled and others are ongoing.
  • Hr policies reviewed awaiting council approval.
  • Skills audit ongoing including vetting of all employee’s qualification and ID's.

Financial Management

  • Funded 2024/25 Budget approved in May 2024.
  • Payment plan to be concluded and all Randwater accounts is serviced on cashflow plan, although cash shortage still severe.
  • Budget Related policies reviewed to incorporate national and provincial guidelines. All approved by Council in May 2024.
  • Ongoing evaluation roll to billing system reconciliation on CCG system.

Service Delivery

  • Performing poorly on infrastructure grants.
  • PMU manager appointed permanently for project management.

Local economic Development

  • LED strategy initiated focusing on addressing high unemployment, economic instability and social inequality. Among these strategies is to revitalise the mining sector; Agricultural development; Supporting SMMEs; Tourism promotion; Infrastructure investment
  • Education and skills development and Green economy initiatives.

11

KZN

Umkhanyakude DM

FRP imposed by provincial executive council.

Putting People First

  • Ward Committees are established and monitored on quarterly basis
  • 100% functional ward committees

Governance

  • Internal forensic investigations were tabled to Council in May 2024. Council resolved to close the matter because they found that the report did not point at anyone to held responsible; hence they decided to close the matter.
  • The newly appointed Ministerial Representative is seeking a legal opinion to verify the accuracy of the decision of Council and to determine the next cause of action.
  • The trigger has not been resolved.

Building Institutional Capacity

  • All Senior Managers positions are filled

Financial Management

  • A new Eskom payment plan is being renegotiated in each twelve (12) distressed municipalities to take the National Treasury approved debt relief into account.
  • Audit Action Plan is in place

Service Delivery

  • In 2023/2024 financial year, Section 63 of the Water Services Act intervention was invoked by the Minister of Water and Sanitation due to capacity constraints within the Municipality Project Management Unity. The UMngeni-uThukela Water Board is still implementing the directive and providing support for the revival of the Water Services Authority (WSA) functions and accelerating water supply to communities. Thus, the Water and Sanitation Infrastructure (WSIG) has been transferred to UMngeni-uThukela Water Board, as per the Section 63 Directive. The invocation was caused by Municipality’s failure to spend the conditional grants, which are RBIG, WSIG and MIG.
  • As at end of financial year in June 2024, conditional grant expenditure was as follows:
  • Municipal Infrastructure Grant (MIG) was 100%, WSIG was 100%, Expanded Public Works Programme (EPWP) was 100%, and
  • (RAMS) was 84%.
  • There are service providers that have vacated construction sites as a result of non-payment due to cash flow challenges.
  • There is a number of projects which remain incomplete for almost more than three (3) years despite funds having been expended; in respect of which investigations have been commissioned, those are:
  • Nondabuya Water Project: project was launched in 2023. Funds were spent, but the service provider has not met its contractual obligations and left the project incomplete. The matter is in courts on two separated cases where both parties are claiming each other. The service provider is claiming R19 million; while the Municipality is making a counter-claim of R23 million rands. While court processes are in progress, an investigation has been initiated to check if no one can be held liable within the Municipality, for example for certifying the invoices.
  • The following projects have since been taken over by the Umngeni-Uthukela Water Board as part of the Section 63 intervention. The projects were not completed, and the Municipality had incurred expenditure before takeover. Investigations on the funds spent by the Municipality and possible double payments have been instituted: -
  • UMkuze Water Treatment Plant. Project value is R38 million;
  • iNkosi uMtubatuba Water Project. Project value is R18 million.
  • Mpukunyoni Water Project. Project value is R35 million. The project was not completed; it was eventually was decommissioned.
  • Jozini Water Project. Project value is R162 million.
  • The preventative maintenance programme is in place. For repairs and maintenance for water infrastructure the Municipality has allocated 3% of the its annual budget. The repairs and maintenance budget is projected to be at 5% in the 2025/2026 and 6% in 2026/2027 financial years.
  • The trigger has not been resolved.

Local Economic Development

  • To improve capacity in municipalities as well as enhancing impact of projects, the department of Cogta KZN was mandated to support municipalities in establishing District Economic Development Agencies in Amajuba, Ugu and Umkhanyakude DMs. CWP implementation supported and monitored as key programmes to provide safety net and job opportunities in communities in all distressed municipalities. Challenges still exist in relations to EPWP.

12.

Mhlathuze LM

Intervention was not implemented, and the matter is before court.

Putting People First

  • N/A

Governance

  • N/A

Building Institutional Capacity

  • N/A

Financial Management

  • N/A

Service Delivery

  • N/A

Local Economic Development

  • N/A

13.

Zululand DM

Intervention was not implemented, and the matter is before court.

Putting People First

  • N/A

Governance

  • N/A

Building Institutional Capacity

  • N/A

Financial Management

  • N/A

Service Delivery

  • N/A

Local Economic Development

  • N/A

14.

Edumbe LM

Municipal Recovery Plan

Putting People First

  • N/A

Governance

  • Directive to the municipality with accelerated Recruitment plan prepared and shared with the Municipality.
  • Guidance and advice was provided in respect of staff establishment review and to fill the vacant senior manager posts: Director: Community Services and Director: Planning Services.

Building Institutional Capacity

  • The posts have never been filled due to financial constraints.
  • The Municipality advised that they are currently in the process of merging posts.
  • The Staff establishment review process is at an advanced stage

Financial Management

  • N/A

Service Delivery

  • N/A

Local Economic Development

  • N/A

15.

Umuziwabantu LM

Municipal Recovery Plan

Putting people first

  • N/A

Governance

  • Directive issued due to failures to fill vacant senior management positions. Accelerated Recruitment plan prepared and shared with the Municipality.
  • The Municipality must fill all vacant senior manager posts CFO, Municipal Manager and Director: Corporate Services.

Building Institutional Capability

  • The MM and CFO have been appointed.
  • The appointed Director: Corporate Services was not supported as the candidate obtained a basic result. The Council was directed to take remedial action

Financial Management

  • N/A

Service Delivery

  • N/A

Local Economic Development

  • N/A

16.

Ray Nkonyeni LM

Municipal Recovery Plan

Putting people first

  • N/A

Governance

  • Directive was issued due to failures to fill vacant senior management positions.
  • Accelerated Recruitment plan prepared and shared with the Municipality.
  • The Municipality to fill all vacant senior manager posts CFO and HOD: Corporate Services

Financial Management

  • N/A

Building Institutional Capability

  • Both posts have been filled.

Service Delivery

  • N/A

Local Economic Development

  • N/A

17.

uMvoti LM

Municipal Recovery Plan

Putting people first

  • N/A

Governance

  • Directive issued due to failures to fill vacant senior management positions.
  • Accelerated Recruitment plan prepared and shared with the Municipality.
  • The Municipality to fill the vacant positions of Director: Planning & Economic Services post

Financial Management

  • N/A

Building Institutional Capability

  • Interviews were held for 11 November 2024.

Service Delivery

  • N/A

Local Economic Development

  • N/A

18.

Maphumulo LM

Municipal Recovery Plan

Putting People First

  • N/A

Governance

  • Directive issued due to failures to fill vacant senior management positions.
  • Accelerated Recruitment plan prepared ad shared with the Municipality.
  • Guidance and advice provided in respect of staff establishment review.
  • The Municipality to fill the vacant senior manager posts: Director: Economic Development & Planning Services.

Building Institutional Capacity

  • The Municipality has reviewed its staff establishment to align with the Staff Regulations, 2021 and will commence with the recruitment process in February 2025 (due to current budgetary constraints).

Financial Management

  • N/A

Service Delivery

  • N/A

Local Economic Development

  • N/A

19.

Msunduzi LM

Municipal Recovery Plan

Putting People First

  • N/A

Governance

  • Directive was issued with accelerated Recruitment plan prepared and shared with the Municipality.
  • The Municipality to fill all vacant senior manager posts: DMM: Community Services and DMM: Electricity Supply Services.
  • Support provided during shortlisting and interviews.

Building Institutional Capacity

  • The Council is scheduled to meet no later than 30 November 2024 to consider the appointment of the MM.
  • DMM: Electricity Supply Services: Shortlisting was conducted on 3 October 2024. The Municipality advised that due to the delay in the verification process, interviews were postponed from 28 October 2024 to 12 November 2024.

Financial Management

  • N/A

Service Delivery

  • N/A

Local Economic Development

  • N/A

20.

Ethekwini Metro

Municipal Recovery Plan

Putting People First

  • N/A

Governance

  • Directive issued with guidance and advice provided in respective of staff establishment review. Ethekwini is part of the prototype staff establishment pilot project.
  • The Municipality to fill all vacant senior manager posts: Chief of Operations; DCM: Human Settlements, Engineering and Transport and DCM: Economic Development and Planning.
  • Presidential Working Group is in place.
  • The Working Group is implementing financial oversight reforms, focusing on transparent budgeting, stronger financial accountability, and sustainable financial practices, involving the private sector and organized labour.
  • Recently Political landscape of the City is stable.
  • The City is stable politically under coalition arrangements, despite continuous threats to the political leadership.
  • The City established a Troika – City Manager, Mayor, Speaker and Chief Whip meet weekly - an indication of good interaction between the Executive and management.
  • Currently – all governance structures are functional

Building Institutional Capacity

  • The staff establishment process is at an advanced stage and should be adopted by December 2024, whereafter it will be submitted to the MEC for comments.
  • Thereafter the recruitment and selection process will commence.
  • DCM: Economic Development and Planning post was filled but the appointment was not supported by the MEC as the selection panel was not correctly constituted. The Municipality was directed to take remedial action.

Financial Management

  • The City past balanced and fully-funded budget and deemed it to be credible over the three-year period,
  • The City received an unqualified audit opinion for past 3 years. In the 2022/23 financial year eThekwini again achieved a qualified performance audit with material findings.
  • The city experience decreased in capital expenditure over the past 3 years.

Service Delivery

  • During the past three years experienced service delivery protests due to lack of water and sanitation-related issues.
  • However, the city managed to exceeded targets for providing basic water and sanitation services over the years:
  • In 2021: 5097 new households received water (target: 2000), 8334 received sanitation (target: 2700), and 4479 received electricity (target: 5000).
  • In 2022: 8213 new households received water (target: 2000), 8334 received sanitation (target: 2700), and 6047 received electricity (target: 8000).
  • In 2023: 3741 new households received water (target: 2000), 4587 received sanitation (target: 1500), and 5831 received electricity (target: 4500).

Local Economic Development

  • The Industrial Sector Support Desk in partnership with various stakeholders focus is on: Facilitating local industry supplier development & localisation (SD&L) programme. Provision of industry advisory services on different sector support programmes. Facilitating the implementation on of industry sector competitiveness enhancement initiatives.

21.

uGu DM

Municipal Recovery Plan

Putting people first

  • Ward Committees not performing at the optimal standards.

Governance

  • Directive issued due to failures to fill vacant senior management positions.
  • Accelerated Recruitment plan prepared and shared with the Municipality.
  • The Municipality to fill all vacant senior manager posts, Municipal Manager, and the GM: Water and Technical Services.

Building Institutional Capability

  • The recruitment process of the MM post was finalized in October 2024; however, Council is yet to appoint the MM.

Financial Management

  • The District Manged to passed funded budget over 3 financial years
  • The District managed to obtain qualified audit outcome for 3 financial years

Service Delivery

  • Regional Spatial Development Framework (RSDF) have been finalized inclusive of an Implementation Framework that indicate future Capital Investment. 
  • Adoption RSDF is in progress by the Council of Ugu DM and LMs in Ugu and the Eastern Seaboard Development (ESD) area. Only 1 LM's adoption is outstanding. 
  • Eastern Seaboard Development Infrastructure Master Plan in preparation and consultation with Interested  & affected  parties commenced. 
  • Intergrated Transport Plan contract awarded
  • UGu District has allocated R27 million for 2024/25 FY, and another R28 million for 2025/26 on Refurbishment and Maintenance of water and sanitation infrastructure through MIG. This is also assisting on reducing Non-Revenue Water.
  • MISA,  with KZN CoGTA and DCOG conduct monthly progress meeting and site verification to monitor the projects under MIG and provide technical advice and support 

Local Economic Development

  • To improve capacity in municipalities as well as enhancing impact of projects, the department of Cogta KZN was mandated to support municipalities in establishing District Economic Development Agencies in Amajuba, Ugu and Umkhanyakude DMs. CWP implementation supported and monitored as key programmes to provide safety net and job opportunities in communities in all distressed municipalities. Challenges still exist in relations to EPWP.

22.

Umgungundlovu DM

Municipal Recovery Plan

Putting People First

  • N/A

Governance

  • Directive issued with Accelerated Recruitment plan prepared and shared with the Municipality. The Municipality to fill the vacant of Municipal Manager post.

Building Institutional Capacity

  • Senior Management has been filled

Financial Management

  • N/A

Service Delivery

  • N/A

Local Economic Development

  • N/A

23.

Ilembe DM)

Municipal Recovery Plan

Putting People

  • N/A

Governance

  • Directive issued with Accelerated Recruitment plan prepared and shared with the Municipality.
  • The Municipality to fill the vacant of Director Corporate Services post.

Building Institutional Capacity

  • The post has been filled.

Financial Management

  • N/A

Service Delivery

  • N/A

Local Economic Development

  • N/A

24.

Mpofana LM

FRP imposed by provincial executive council.

Putting People First

  • Functionality of is at 80%, however 20% of ward committees are non-functional

Governance

  • The Council and its structures remain functional
  • Governance Triggers were achieved.

Building Institutional Capacity

  • The positions of Senior Managers were all filled until 13 June 2024 when the CFO resigned.
  • The position was advertised with a closing date of 05 July 2024, Shortlisting was held on 11 July 2024 and Interviews were held on 14 August 2024. The Competency assessments were held on 28 and 29 August 2024.
  • The Municipal Council has sat and processed the appointment of the CFO.
  • This trigger has been resolved.

Financial Management

  • From 2016/2017 to 2022/2023 financial years, it has maintained a qualified audit opinion.
  • As of 30 September 2024, the Eskom debt owed by the Municipality was R496 million. The Municipality applied for ESKOM Debt Relief Programme which was approved by the National Treasury for an amount of R391 774 154,61. A payment plan for 24 months was entered into. Since June 2024, the Municipality is constantly paying R1.5 million a month to Eskom which is as per payment plan.
  • The financial status based on 2023/2024 unaudited AFS- Operational deficit of R75 million, unspent conditional grants not cash backed, negative cash coverage ratio of -1,08, current ratio of 0,19 and trade payable of R539,118 million, consumer debt more than 90 days of R168 million
  • The Municipality has tabled an unfunded budget of R383,925 million for the 2024/2025 financial year. The funding plan was assessed by Provincial Treasury and was found to be credible.
  • UIFW closing balances as of 30 June 2024, based on unaudited AFS is as follows: Unauthorized expenditure of R 331 386 905, irregular expenditure of R 137 814 934 and fruitless and wasteful expenditure of R 12 759 908. A total of R 117 877 272 UIFW expenditure was written off during 2023/2024 financial year.
  • The trigger has not been resolved. The municipality will be monitored by cogta in line with section 154 of the constitution; working with the provincial treasury

Service Delivery

  • The MIG was fully spent for the 2023/2024 financial year as per unaudited AFS and expenditure is 60% as of the end of July 2024.
  • The Small-Town Rehabilitation grant is 100% spent.
  • The Municipality is making a proposal for the debt write-off to the Department of Human Settlement, coupled with a payment plan should the write-off be not considered. The Municipality is experiencing serious cashflow challenges at this stage.
  • The total allocation was R33 819 000,00 and the unspent amount was R2 542 839 as at the end of 2023/2024 financial year. However, the Department of Minerals and Energy recalled R8 Million
  • The Municipality allocated 6.8% which is below the norm of 8% for repairs and maintenance.
  • The trigger has been resolved.

Local Economic Development

  • To improve capacity in municipalities as well as enhancing impact of projects, the department of Cogta KZN was mandated to support municipalities in establishing District Economic Development Agencies in Amajuba, Ugu and Umkhanyakude DMs. CWP implementation supported and monitored as key programmes to provide safety net and job opportunities in communities in all distressed municipalities. Challenges still exist in relations to EPWP.
  • This municipality falls under Ugu DM.

25.

Umzinyathi DM

FRP imposed by provincial executive council.

Putting people first

  • 98% functionality of ward committees.

Governance

  • Section 106 investigation report was tabled by the Department to Council. There were 23 recommendations for implementation by Council.
  • Sixteen (16) Section 106 recommendations have been implemented and seven (7) recommendations are still outstanding and in progress.
  • Criminal cases were registered with SAPS in respect of recommendations with criminal elements. There has been no arrests or prosecution reported, arising from the Section 106 investigation recommendations to date. Follow-ups are being made with the South African Police Service (SAPS).
  • No Disciplinary Hearings have been conducted.
  • The newly appointed Ministerial Representative is studying the Section 106 report, for facilitation of the implementation of recommendations.
  • The trigger has not been resolved.

Building Institutional Capability

  • Post of MM and CFO are now filled.
  • For The Director: Technical Services, on 30 July 2024 Council resolved to re-advertise this position. The advertisement was issued in August 2024. The position is expected to be filled by end of October 2024. The non-filling of this post poses a serious threat to the service delivery key performance indicator of the Municipality.
  • The Capacity development programmes conducted includes Monitoring the Implementation of Workplace Skills Plans, Evidence-Based Policy Making and Municipal Staff Regulations of 2023.
  • The MPAC training was provided on the Roles and Responsibilities of the MPAC, processing and treatment of the UIFW and Analyses of AFS.
  • The SALGA, COGTA and Treasury trainings are being utilised for capacitation of councillors.
  • Councillors were enrolled to the relevant LGSETA training.
  • Another Councillor training was arranged for September 2024 on Roles and Responsibilities and Rules and Orders of the Municipal Council.
  • The trigger relating to filling of vacancies is not yet achieved, however, trigger relating to capacity programmes for councillors has been resolved.

Financial Management

  • The Municipality’s budget is unfunded; the funding plan has been submitted to the Provincial Treasury and the assessment is underway.
  • The Municipality has poor cash flow, cash coverage is 0,28 months, collection rate is 42% as of the end of June 2024.
  • As at 16 October 2024, the main bank account had R1.2 million. The creditors register is at R241 million. There is a high risk on non-payment of salaries in subsequent months.
  • On Unauthorized, Irregular, Fruitless and Wasteful Expenditure (UIFW):
  • At the commencement of the intervention in 2017, UIFW expenditure was at R244 million.
  • UIFW proportionally increased over the years to R3.1 billion in 2022/2023 financial year. In that financial year there was a write-off of R1.39 billion of irregular expenditure.
  • As 30 June 2024, UIFW decreased from R3.1 billion to R1.7 billion. The Council has written off R1.39 billion, which was certified as irrecoverable. This write off is still to be audited by the Auditor General South Africa (AGSA), hence not conclusive at this stage.
  • Of the R1.39 billion written off, an amount of R15 million was recommended for recoveries in the MPAC investigation report and investigations are still ongoing for the remaining balance.
  • However, there is lack of implementation of consequence.
  • management because all members of the Disciplinary Board have since resigned, last resignation was in September 2024. Recruitment process for new Disciplinary Board is underway.
  • The total expenditure on Operations and Maintenance expenditure is to be subjected to investigation. The service provider which was investigating for MPAC, reported that there was a lack of cooperation from relevant officials and service providers hence recommended that the total population of O and M be subjected to a further investigation.
  • In 2022/2023 they maintained an adverse audit opinion.
  • For the last audit the main causal factor of an adverse opinion is that the Municipal officials were not providing required information to the AGSA, hence they could not make an opinion. At the time of audit for 2022/2023, strategic senior managements post were vacant, those are for CFO and Director: Technical Services. CFO’s post has since been filled in May 2024.
  • The trigger has not been resolved.

Service Delivery

  • MIG was 100%.
  • Water and Sanitation Infrastructure Grant (WSIG) was 100%.
  • RBIG was 92%.
  • Expanded Public Works Programme (EPWP) was 100%
  • MIG, WSIG and EPWP conditional grants received were used for financing operational expenditure and were not cash-backed. As a result, the first tranche of equitable share for 2024/2025 financial year was used for the payment of Conditional Grant Creditors.
  • Service Providers have vacated most of the sites as a result of non-payment due to cash flow challenges.
  • The trigger has not been resolved.
  • MISA, with KZN CoGTA and DCOG conduct monthly progress meeting and site verification to monitor the projects under MIG and provide technical advice and support.

Local Development

 

26.

Uthukela DM

FRP imposed by provincial executive council.

Putting People First

  • Development of a recovery plan that will ensure that the Municipal Public Participation Framework is reviewed, implemented, and monitored.
  • The Municipality has a Municipal Public Participation framework which was approved in May 2024. The Municipality also has an approved planning, implementation and monitoring process to assist with the implementation of the framework. The Municipality has had no dedicated coordinator in respect of the rapid response which led to the Rapid Response protocols not being adhered to in processing protest issues.
  • The Municipality had held engagements in order to resuscitate the functionality of its governance structures.
  • The Department has noted improvements in respect of the functionality of the ward committees.
  • The Department has further noted improvements in respect of the functionality of the Municipal Rapid Response Teams.
  • The trigger is resolved.
  • Development of a Community Safety Plan which will incorporate the establishment of a functional Community Safety Forum.
  • The Municipality is in possession of a Community Safety Plan with a period of validity ending in 2029. The community safety plan is used by specific communities to bring about safety in its environment by addressing risk factors giving rise to violence. The trigger is resolved.
  • Preparation and implementation of the Standard Operating Procedure (SOP) aligned to the Firearms Control Act and Regulations in order to ensure the safety and security of all Councillors, staff and members of the public:
  • The Municipality has since adopted a Standard Operating Procedure and Conditions for issue and handling of official firearms and ammunition which regulates the control of official firearms and ammunition, the conditions were issued in terms of section 98 (4) of the firearm Control Act and in accordance with the Municipality’s Firearm policy. The trigger is resolved.

Governance

  • The Council and Council Committees sit as per the approved schedules, however, weak 4 oversight by Council, EXCO and Portfolio Committees remains a challenge.
  • All Section 106 recommendations are implemented. The MEC has introduced two (2) new Section 106 investigations. The first Investigation (Sponsorship, allegations of illegal allocation of the vehicle and subsequent accident), report is 60% complete, the second Investigation – its in relation to an investigation into Ezakheni Water Treatment Works pumps matter, the report is 70% complete.

Building Institutional Capacity

  • The WSA Manager post of the Municipality remains vacant due to budget constraints. However, ad hoc acting appointments are being made. The posts has since been advertised, the recruitment and selection process is scheduled to be finalised by end October 2024.
  • While the Local Labour Forum (LLF) has been established and the Terms of Reference developed, the structure is not functional due to labour representatives not attending meetings despite invitations extended to them. Thus, no platform to discuss and resolve labour issues.
  • Labour Dispute Trask team has not yet been established and this is a fertile ground for labour protests.
  • There are ten (10) employees, including the CFO, who were on suspension emanating from the recommendations of forensic investigations, but were recalled due to non-ratification of the Council resolution by the then Ministerial Representative. The matter is being addresses as was flagged by the Auditor General South Africa.
  • There is a blotted organogram due to double dipping and alleged ghost employees. There is a need for a work-study to be conducted and head-counting of staff.
  • Overtime and standby costs, while had been previously curtailed, the challenge has since resurged due to the exemption certificate issued by the Bargaining Council in September 2024, which allows for blanket payment of overtime and standby even to the categories of staff above the threshold. It is the Municipality that applied to Bargaining Council despite its chronic financial position and the fact that it was flagged by the AGSA as one of the cost drivers. The exemption certificate is yet to be revoked through court processes, initiated by the Ministerial Representative. Out of 821 employees, 314 (38%) are the beneficiaries of the exemption. In September 2024 an amount of R3.8 million was paid.
  • The trigger has not been resolved.

Financial Management

  • From 2019 to 2023, the Municipality maintained a Qualified Audit opinion.
  • The state of finance has not changed over the years, and it remains dire. Figures from the unaudited 2023/2024 Annual Financial Statement (AFS) submitted to the AGSA reflects the following:
  • Cash coverage ratio is 0,04 months, Low current ratio of 0,31 & Low collection rate of 44%.
  • High employee costs of 44%.
  • High contracted services of 18%,
  • Creditors of R 937 390 986.00,
  • UIFW closing balance of 527 million as at September 2024.
  • In 2024, financial challenges are still persistent. The Municipality is still operating an unfunded budget of R604 million; however, the National Treasury approved the funding plans.
  • Creditors are totalling to R241 million, which are as follows:
  • The Umngeni-UThukela Water Board debt is R160 million. The Municipality pays R2.2 million per month to offset the outstanding amount.
  • Department of Water and Sanitation is R111 million,
  • Inkosi Langalibalele Municipality R48 Million for electricity.
  • Other creditors, R22 million.
  • Forensic investigation commissioned by Council was in relation to two financial misconducts inter alia (a) fuel and maintenance of fleet as well as (b) abuse of overtime and standby by officials. Effective from July 2021 Council observed that the Municipality was paying R5.8 million for fuel and maintenance. It was further observed that there were officials who were claiming about R80 thousand each per month. Municipality was spending R4.2 million for standby and overtime. These investigations were not concluded.
  • The Municipality is currently dealing with the service provider who imposes (or appoints) himself and subsequently litigates the Municipality if not paid. He once garnished the Municipality for R15.8million when his appointment was found to be irregular by the Auditor General and forensic investigators.
  • As at 30 June 2024, the end of last financial year, grants were not cashed back. Salaries and other third parties were paid through MIG. Consequently, the first tranche of the equitable share was used to pay MIG invoices which would have been ordinarily paid in June 2024. The discrepancy poses a risk of non-payment of salaries in November 2024 which is the month where staff bonuses are paid.
  • The aforesaid situation has led to the failure by the Municipality to pay invoices for capital projects and failure to submit proof of payments for MIG projects. As a result, R26 million for MIG has been withheld by the National Treasury.
  • The trigger has not been resolved.

Service delivery

  • The Municipality is a Water Service Authority; however the allocation of budget is skewed in that the bulk of the budget is consumed by salaries which is R33 million per month excluding overtime and standby allowances.
  • Water losses remain a challenge resulting to financial losses. However, three contractors have been appointed for Ezakheni, Steadville and Ekuvukeni for water Demand and Water Conservative Project at the total cost of R86 million funded by Water and Sanitation Infrastructure Grant (WSIG). Contractors are on site for all three projects.
  • Service provider has been appointed to calculate water losses, the report has been issued. The costing of water losses is underway.
  • The Non-Revenue Water 5-year strategy has been developed and needs funding to be implemented.
  • It has since been discovered that there are two (2) contractors that have illegally connected their private pipes on the municipal main water pipe. They have installed their own meters and are charging members of the public for water consumed; and the Municipality gets no money out that. An investigation into this being instituted by the Ministerial Representative.
  • The WSA Manager post of the Municipality remains vacant due to budget constraints. However, ad hoc acting appointments are being made. The posts has since been advertised, the recruitment and selection process is scheduled to be finalised by end October 2024.
  • The Minister for Water and Sanitation intervened in terms of Section 63 of the Water Services Act by taking over water and sanitation services following the Municipalities due consistent decline, even after numerous intervention actions have been taken to support them. The Intervention is in progress.
  • There are persistent public protests and labour protests due water outrages and sanitation problems.
  • As at end of September 2024, expenditure of grants were as following:
  • MIG was 100%.
  • Water and Sanitation Infrastructure Grant (WSIG) was 100%.
  • RBIG was 92%.
  • Expanded Public Works Programme (EPWP) was 100%.
  • MIG, WSIG and EPWP conditional grants received were used for financing operational expenditure and were not cash-backed. As a result, the first tranche of equitable share for 2024/2025 financial year was used for the payment of Conditional Grant Creditors. Service Providers have vacated most of the sites as a result of non-payment due to cash flow challenges.
  • Underspending remains a challenge even though the Municipality has a fully flagged Project Management Unit.

Local Economic Development

 

27.

Limpopo

Thabazimbi LM

Municipal Recovery Plan

Putting people first

  • Ward committees dissolved.
  • Elections of ward committees planned for 25 January 2024
   

Governance

  • Municipal Council dissolved.
  • Administrator appointed in terms of S35 of the Municipal Stricture Act.
  • By-elections scheduled for 4th of December 2024.

Building Institutional Capability

  • Advertisement for the post of Municipal Manager and managers reporting directly to Municipal Manager will be issued by 30th of November 2024.

Financial Management

  • The municipality retained a qualified audit opinion and an audit action plan and war room to deal with implementation of the audit action plans.
  • The municipality owes Umngeni R534 M and Eskom R9.7M. A NEW Eskom payment plan is being re-negotiated to factor in the approved debt relief recently approved by NT.

Service Delivery

  • The municipality has been placed under MIG cost-reimbursement measures
  • A Technical Verification Team (TVT) comprised of DCOG, MISA, Provincial Treasury, and CoGHSTA has been established to verify project implementation by service providers before invoice payments are processed.
  • The municipality is currently implementing four (4) MIG projects, namely: Skierlik paving of bus routes; Construction of Northam Transfer Station; Rooiberg paving of internal streets and Appiesdooring upgrading of cementry.

Local Economic Development

  • The LED strategy has been approved and business registration committee has been established to deal with business application backlog, including Thursday to profile and market tourism facilitate.
       

Putting people first

 

Governance

 

Building Institutional Capacity

 

Financial Management

 

Service Delivery

 

Local Economic Development

 

28.

Mpumalanga

Lekwa LM

FRP imposed by provincial executive council.

Putting people first

  • All ward committees established and functional.
  • Effective complaints management system in place.

Governance

  • Council is functional. MPAC, Risk Committee and Audit Committee including Section 79 and Section 80 committees have been established and meet frequently.
  • LLF is functional and meets monthly

Building Institutional Capability

  • Total number of posts is 927, number of posts filled 522 and there are 405 vacant posts.
  • Only 2 of the 6 Top management posts are vacant, i.e. Director Corporate Services -interviews concluded, Director Planning & Economic Development (shortlisting concluded).
  • The organogram was last reviewed in July 2024.
  • The Municipality is implementing the performance management development system on all levels from top management to elementary workers

Financial Management

  • Audit Outcome improved from four consecutive years of Disclaimer to Qualified in 2022/23
  • Unfunded Budget decreased from R2 749 498 in 2023/24 to R2 653 020
  • Escalating Eskom Debt (August 2024): R2,204,448,011 and DWS Debt: R588,774,468
  • Poor revenue collection: 56% as at September 2024.

Service Delivery

  • Improved Grant Expenditure (2023/24): MIG - 100%; RBIG - 100%; WSIG - 97,17%; INEP - 100%
  • 60 KM Provincial feeder roads were rehabilitated through emergency repairs by the Dept of Transport & SANRAL.
  • Blue and Green Drop results (32.5% for Standerton WTW and 50% for Morgenzon WTW; 17% for Standerton WWTW and 21% for Morgenzon WWTW)
  • Service delivery support through DWS & the district: DWS committed about R350m to address water and sanitation challenges. High impact short term interventions/projects were identified which include upgrade and repair of pump stations, unblocking of sewer pipelines, internal sewer reticulation, repair water treatment works. Implementation is in progress.

Local economic Development

  • The LED Forum has been disbanded and new set of TORS have been drafted and awaiting approval by council.
  • Ongoing initiatives to strength the working relationship between the municipality and the private sector to enhance economic activity and growth.

29.

Northern Cape

Phokwane LM

FRP imposed by court order.

Putting people first

  • Ward committees are in place and functional

Governance

  • Council meetings sit regularly, and council committees were established and inducted.
  • Council workshopped on council policies and policies were reviewed.
  • Progress is being made in terms of improving the compliance levels in the municipality. Internal audit committee is resuscitated to assist with audit functions.
  • The backlog of AFS submission has been addressed
  • Audit outcomes improved

Building Institutional Capability

  • The positions of Municipal Manager, Technical Director and CFO are now filled.
  • Senior managers signed performance agreements for 2024/25 FY
  • PMS unit functional & PMS Officer appointed
  • CoGTA has appointed a service provider who will be pilot and validate prototype staff establishment according to powers and functions. Phokwane was selected to be part of pilot process

Financial Management

  • The municipality has now addressed the backlog of submission of Annual Financial Statements.
  • Phokwane submitted AFS on time for 2023/24
  • The budget is unfunded. The municipality has developed and adopted budget funding Plan that will move the budget from unfunded to funded budget. Phokwane is reporting on a quarterly basis to Provincial Treasury.
  • The municipality has improved its revenue collection from 42% to 50% in 2023/24

Service Delivery

  • The municipality spent 100% of MIG during 2023/24 FY, an improvement from previous years
  • The municipality is currently working on a project to replace asbestos pipes with PVC pipes to address high water losses

Local economic Development

  • LED strategy is in place. However, implementation is slow.

30.

Renosterberg LM

A voluntary FRP was converted to a mandatory FRP imposed by Provincial Executive.

Putting people first

  • Ward Committees in place
  • Political stability has been restored in Renosterberg LM

Governance

  • Council functional
  • MPAC is in place but fully effective. SALGA supporting with capacity building for MPAC

Building Institutional Capability

  • Due to financial challenges, the Municipality has been unable to fill positions at senior management level.
  • Acting MM, Technical Director (COGHSTA) and CFO (PT) are seconded by provincial government.
  • Renosterberg has provided for the filling of MM CFO and Technical Director in the 2024/25 budget and recently advertised both the position of the Municipal Manager and the Chief Financial Officer.
  • The Municipality forms part of the Prototype Pilot Project. Positions that are not critical are abolished, and vacant positions that are left by deceased and by workers who took pension are not filled

Financial Management

  • The budget is funded budget but remains at risk due to low collections
  • BTO is understaffed and under-capacitated staff
  • Audit improved from years of disclaimer to qualified in 2022/23
  • Eskom debt at R 128m. Municipality struggling to honour the full payment of its current ESKOM bill. Water board: Payments made monthly with the debt at R 8m.

Service Delivery

  • The Municipality has improved of its MIG performance over the past two (2) financial years. Two (2) projects (Phase 1) will be completed before December 2024
  • Renosterberg is currently implementing a project to eradicate conservancy tanks in the Municipality, targeting to connect 427 households to the sewer network in Philipstown during 2024/25 financial year
  • The Municipality has now established a Project Management Unit (PMU). MISA had been assisting the Municipality on an adhoc basis, to supplement the capacity of the PMU.
  • Renosterberg recently upgraded the five (5) boreholes in Phillipstown with solar pumping equipment, to ensure a combined safe water yield of 1460 kl/d (24 hours) and 1033 kl/d (12 hours).

Local Economic Development

  • The municipality has engaged the department of Economic Development and Tourism DeDAT to assist with the review of the LED strategy

31.

North West

Madibeng LM

Municipal Recovery Plan

Governance

  • An Administrator was appointed by provincial EXCO
  • Council and its committees are stable and functional.

Institutional Management

  • All S56 managers posts were advertised, however when the administration ended the post were not filled.

Financial Management

  • The municipality remained with an unfunded budget.

Service delivery

  • The Britz Water Treatment stalled due to disruptions by Business Forums.
  • Mining Houses pledged resources for the completion of the project.

Local Economic Development

  • All economic development projects and economic recovery plans are part of DDM One Plan of the District.

FRP imposed by provincial executive

Governance

  • Council and its committees are stable and functional including ward committees.

Institutional Management

  • All S56 Vacant positions are filled except for Municipal Manager whereby recruitment and selection processes are underway.

Financial Management

  • The municipality still operating with an unfunded budget.

Service delivery

  • The Britz Water Treatment plant phase one to be finalised by end December 2024 as per the report of Magalies Water Board which is the implementing agent.

Local Economic Development

  • All economic development projects and economic recovery plans are part of DDM One Plan of the District.

32.

Tswaing LM

FRP imposed by provincial executive

Governance

  • Council is stable and functional including ward committees.

Institutional Management

  • The PER Team assisted by provincial CoGTA are reviewing and aligning the 2 organizational structures that have been existing in the municipality for a long time.

Financial Management

  • The municipality is operating on an unfunded budget.

Service delivery

  • The municipality has provided new houses for the Deelpan area which was structed by disaster however provision of water remains a challenge for the new housing development, the district as a water services authority is making interventions in terms of water supply.

Local Economic Development

  • All economic development projects and economic recovery plans are part of DDM One Plan of the District

33.

Dr Ruth Segomotsi Mompati DM

FRP imposed by provincial executive

Governance

  • Council is stable and functional
  • The district have shared audit committee with the locals except of Naledi L.M.

Institutional Management

  • Senior managers posts have been filled except for senior managers posts where recruitment and selection processes are underway.

Financial Management

  • The district was placed under cost re-imbursement due misuse of MIG funds. The municipality have responded positively as a result they are out of the cost reimbursement measures. The mandatory recovery plan is ongoing as the municipality is on rescue phase of the plan.

Service delivery

  • The municipality as the water services authority has concluded service level agreements with locals which are the providers

Local Economic Development

  • All economic development projects and economic recovery plans are part of DDM One Plan of the District

34.

Kgetleng Rivier LM

FRP imposed by provincial executive

Governance

  • Council is stable and functional
  • There has been a smooth transition of converting the municipality from Plenary to Collective EXCO System.

Institutional Management

  • Senior managers posts have been filled, however, the Municipal Manager have been suspended.

Financial Management

  • The municipality is still struggling to hounour the ESKOM debt relief and the Water board because it have no revenue base, however, the PER team have introduced a revenue enhancement strategy whereby most of the revenue will come from sale of land.

Service delivery

  • The municipality is struggling to provide water services as a water services authority, Magallies Waterboard has been appointed to render the service of water.

Local Economic Development

  • All economic development projects and economic recovery plans are part of DDM One Plan of the District

35.

Ramotshere Moiloa LM

Municipal Recovery Plan

Governance

  • The municipality responded positively in all pillars as the as the intervention was revoked within a period of 6 months, however, 4 months later the municipality regressed.

Institutional Management

  • All Senior managers posts were filled during the period of Administration.

Financial Management

  • N/A

Service delivery

  • The municipality had water challenges in particular in rural areas. The District as a water services authority intervened.

Local Economic Development

  • All economic development projects and economic recovery plans are part of DDM One Plan of the District

FRP imposed by provincial executive

 
  • The council is stable, however the council still need to review the terms of reference of it’s oversight committees.
  • The municipality has stabilised and it is recommended that it should be graduated from the rescue phase to stabilisation phase of the FRP.

Institutional Management

  • All Senior managers posts are filled and there is good cooperation amongst the management team.

Financial Management

  • Adherence to commitments regarding the ESKOM debt relief measures.

Service delivery

  • The municipality has improved on waste removal by procuring compact trucks, however, issues of water remain a challenge in the rural areas.

Local Economic Development

  • All economic development projects and economic recovery plans are part of DDM One Plan of the District

36

Naledi LM

FRP imposed by provincial executive

Governance

  • The municipal council is stable.

Institutional Management

  • All Senior managers posts are filled, however, the director corporate services have been placed on suspension. There are also attempts to remove the current municipal manager and matter is before courts.

Financial Management

  • The municipality is number one in the province of MIG expenditure and implementation.

Service delivery

  • The municipality has improved in all aspect of service delivery including provision of water in the township of Huhudi that had many challenges in the past.

Local Economic Development

  • All economic development projects and economic recovery plans are part of DDM One Plan of the District

37.

Ditsobotla LM

Municipal Recovery Plan

Governance

  • Provincial EXCO resolved dissolve the municipality in September 2022 due political instability and administration collapse coupled with institutional weaknesses. An Administrator was appointed for a period of 3 months.

Institutional Management

  • All Senior managers posts remained vacant for over a period of time.

Financial Management

  • The financial systems and system of internal control collapsed.
  • The municipality had a backlog of 2 years of annual financial statements not being submitted to the AG.
  • The municipality have not been collecting revenue since July 2022

Service delivery

  • The municipality have an old electricity infrastructure which dates 50 years ago.
  • DMRE with draw it INEP funding due to funds that were not accounted for.
  • The municipality has been taken to court by rate payers association due to non provision of water services.

Local Economic Development

  • All economic development projects and economic recovery plans are part of DDM One Plan of the District

FRP imposed by provincial executive council

Governance

  • The council was reconstituted on the 09 January 2023.
  • The council is stable, however, working relationship with PER Team deployed to assist the municipality are strained

Institutional Management

  • All Senior managers posts remained vacant only the municipal manager was appointed in July 2024.
  • Council resisted secondment of Snr Managers by provincial government.

Financial Management

  • Due to the support provided by the PER Team the municipality has finally managed to submit all the outstanding financial statements to the AG for auditing.
  • As from June 2024 the municipality is managing to collect revenue at a rate of 37 to 40% per month, however, the municipality is struggling to pay salaries.

Service delivery

  • DMRE is now onboard in terms of availing INEP grant for refurbishment of electricity infrastructure.
  • The district is finalising the SLA with the municipality in terms of water provision.

Local Economic Development

  • All economic development projects and economic recovery plans are part of DDM One Plan of the District

38.

Western Cape

Kannaland LM

FRP imposed by provincial executive council.

Putting people first

  • N/A

Governance

  • N/A

Building Institutional Capability

  • N/A

Financial Management

  • The National Treasury is still to finalise the Financial Recovery Plan.

Service Delivery

  • N/A

Local economic Development

  • N/A

39.

Western Cape

Beaufort West LM

FRP imposed by provincial executive council.

Putting people first

  • N/A

Governance

  • Political stability intact. Council is governing with outright majority no more coalition.

Building Institutional Capability

  • The Municipality’s Senior Management positions are all filled including Municipal Manager and Chief Financial Officer.
  • Organisational Structure approved by Council on 29 June 2023.

Financial Management

  • Progress has been made in terms of the completion of a substantial portion of activities in terms of phase 1 of the Financial Recovery Plan and the municipality is in a process of migrating to phase 2 of the Financial Recovery Plan.
  • Council approved 2024/2025 unfunded budget and a budget funding plan developed to ensure that the budget is brought back to respond to all FRP targets.
  • Municipality Eskom debt relief application approved by National Treasury, and there is adherence to the terms and conditions of the programme.
  • Municipality planning to spend all its conditional grants.
  • Revenue enhancement strategy is being developed.

Service Delivery

  • Good performing on MIG expenditure at 76% to date and planning to spend all its conditional grants.
  • Municipality responding to waste management directives.

Local economic Development

  • N/A

40.

Western Cape

Garden Route District Municipality

FRP imposed by provincial executive council.

Putting people first

  • The Council of the Garden Route District Municipality is informed and the Minister for CoGTA notified.
  • On 24 May 2024 the Western Cape Provincial Executive issued a Notice of intention to intervene to recover the irregular payment made to six Senior Management and on 16 October 2024 Provincial Executive issued a directive to recover irregular payments made to six Senior Management.

Governance

  • N/A

Building Institutional Capability

  • N/A

Financial Management

  • N/A

Service Delivery

  • N/A

End.

  1. Municipal Recovery Plan: Discretionary Intervention by provincial government

  2. Mandatory Intervention by provincial or national government to address financial crisis impacting on service delivery.

22 November 2024 - NW1858

Profile picture: Van Zyl, Ms A M

Van Zyl, Ms A M to ask the Minister of Cooperative Governance and Traditional Affairs

Whether, with reference to his reply to question 902 on 30 September 2024, dealing with the key outcome of izimbizos that are the development of outcomes and commitments action plans, he will provide the relevant details on (a) which of the broad issues, like road infrastructure, crime, and water and sanitation that were raised in 2022 and in 2023 have outcomes and commitments action plans that are monitored by his department and (b) what is the progress in this regard?

Reply:

CoGTA is pleased to provide an update on the outcomes and commitments arising from the 2022 and 2023 Izimbizos. Our department tracks the progress of these commitments quarterly.

a) Key Issues and Commitments:

In 2022 and 2023, various broad issues were raised, including:

  • Road Infrastructure: Upgrades and maintenance of roads to improve connectivity and economic growth
  • Crime: Enhanced community safety initiatives and law enforcement collaborations
  • Water and Sanitation: Improved access to clean water and sanitation facilities

These issues have outcomes and commitments, as well as action plans, monitored by our department.

b) Progress Update:

I refer you to the April 2024 consolidated report for a detailed breakdown of the progress made. This report outlines the specific issues and commitments made during the 2022 and 2023 Izimbizos and the implementation status of each commitment per imbizo.

Tracking Progress:

To ensure accountability, our department documents the implementation status of commitments in a consolidated report. This report demonstrates the progress made by responsible departments and provinces in addressing the raised issues.

End.

22 November 2024 - NW1857

Profile picture: Labuschagne, Ms C

Labuschagne, Ms C to ask the Minister of Cooperative Governance and Traditional Affairs

Whether the implementation of the District Development Model (DDM) and the review of the Intergovernmental Relations Framework Act, Act 13 of 2005, to formalise and legalise the DDM by centralising planning and coordination at district level are still his department’s priorities; if not, why not; if so, what is the (a) time frame and (b) cost implications for the implementation of the DDM?

Reply:

I can confirm that implementing the District Development Model (DDM) and reviewing the Intergovernmental Relations Framework Act remain top priorities for our department. The DDM aims to address service delivery challenges through localised procurement, job creation, and community involvement.

Priorities and Objectives:

Our focus is on improving intergovernmental relations and coordination and strengthening district-level planning and implementation. This aligns with the National Development Plan: Vision 2023 and the outcomes of extensive intergovernmental dialogues.

Implementation Timeline:

a) We're on track with the Intergovernmental Relations Amendment Bill of 2024, which was approved by the Cabinet for public comment by December 2024 and will be submitted to Parliament by 31 March 2025.

Cost Implications:

b) As the DDM is a government-wide responsibility, its implementation will be integrated into the overall implementation of the Intergovernmental Relations Framework Amendment Bill/Act once assented to. We'll ensure efficient resource allocation and coordination across spheres of government.

Key Milestones:

  • Public Comment Period: December 2024
  • Parliamentary Submission: 31 March 2025
  • Implementation Phase: Following assent of the Intergovernmental Relations Framework Amendment Bill/Act

We are committed to effective implementation, ensuring the DDM benefits local communities and drives meaningful development.

End.

22 November 2024 - NW1856

Profile picture: Labuschagne, Ms C

Labuschagne, Ms C to ask the Minister of Cooperative Governance and Traditional Affairs

Whether, with reference to the pilot models of the District Development Model (DDM) that cost more than R100 million, excluding the cost of Presidential Imbizos, and noting that according to the Auditor-General’s latest report only a small minority of our local governments remain in good financial standing, he has found that this state of affairs demonstrates the failure of the DDM; if not, on what basis does he justify such costly expenditure; if so, how will his department now approach local government reform?

Reply:

As outlined in previous responses, the R100 million investment in the District Development Model (DDM) pilot phases was allocated through our contractual partnership with the Development Bank of Southern Africa (DBSA). The DDM's purpose extends beyond municipal boundaries, aiming to enhance cooperative governance, foster a capable, ethical, and developmental state, and ensure unified service delivery. Municipalities face complex and multifaceted financial challenges, influenced by factors such as economic stagnation, geopolitical instability, skills gaps, and population growth. It's misleading to attribute municipal financial struggles solely to the DDM's effectiveness. Instead, these challenges underscore the necessity of the DDM in driving meaningful reform. To address municipal financial woes, our department will:

  1. Strengthen intergovernmental cooperation and accountability.
  2. Enhance capacity building and skills development programs.
  3. Foster economic growth and development initiatives.
  4. Improve service delivery and developmental outcomes.

The DDM remains a vital tool in building resilient, effective local governments. End.

22 November 2024 - NW1846

Profile picture: Sompa-Masiu, Ms NS

Sompa-Masiu, Ms NS to ask the Minister of Cooperative Governance and Traditional Affairs

How does his department intend to develop strategies to replace the potential loss of a significant component of the revenue generated by municipalities from electricity, as households and industries are increasingly developing off-grid generation capacity?

Reply:

The risk to municipalities' sustainability, which largely depends on revenue from selling electricity, has become alarming, and COGTA is initiating several strategies to mitigate revenue loss due to municipal customers' shift towards off-grid and embedded generation solutions.

The Department of Cooperative Governance and Traditional Affairs (CoGTA) acknowledges the impact of off-grid generation on municipal revenue. To address this, we're developing strategies to diversify and enhance municipal revenue streams. In the short term, we encourage municipalities to review their tariffs to ensure they remain competitive, improve revenue collection, and reduce debt. We're also supporting municipalities in exploring alternative revenue streams, such as waste management, water services, and property rates. Long-term measures include developing a Municipal Energy Reform Strategy to enable municipalities to adapt to changing energy landscapes and promoting the integration of renewable energy sources into the municipal energy mix. We are considering collaboratively investing in smart grid infrastructure and supporting research into new energy technologies and innovative revenue models. Our department will continue to work with the National Energy Regulator (NERSA) to ensure regulatory frameworks support municipal energy generation and distribution.

We are committed to ensuring municipalities remain financially sustainable and resilient in the face of changing energy landscapes.

Several other complementary interventions include:

  1. Plans are underway to support municipalities in generating their own renewable energy, which is necessary for municipalities to retain their customers. For instance, CoGTA is currently introducing the Industrial Solar Farm concept / Microgrid initiatives to numerous municipalities. This initiative aims to establish self-generation and more reliable energy corridors, enabling potential investors to connect renewable energy sources to industrial loads. The department actively engages and supports various municipalities through concept development, proposal development for council approval, and subsequent project preparation. Further support will also be provided to secure funding for feasibility studies and following project implementation where these projects are viable.
  2. Many municipalities have received support for conducting cost of supply (COS) studies. This will enable municipalities to design cost-reflective and competitive tariffs. CoGTA, through its Results Management Office, is collaborating with Sustainable Energy Africa to assist municipalities in this effort. An additional 37 municipalities will benefit from a planned COS training initiative by late November 2024. This will help municipalities improve cost competitiveness and retain customers.
  3. Demand-side management is also a key focus area for the government. For instance, the National Energy Crisis Committee (NECOM) supports municipalities in this area. At the same time, MISA (an agency of CoGTA) assists Municipalities in managing energy efficiency interventions funded through the Energy Efficiency Demand Side Management (EEDSM) grant. By managing demand, Municipalities will become energy efficient and remain competitive.
  4. Municipalities face infrastructure and capacity challenges exacerbated by slow renewable energy adoption or uptake. CoGTA’s Results Management Office collaborates with municipalities to address distribution-related issues by developing plans to improve network reliability, service delivery, and customer retention.

The department is also engaging other partners, such as the DBSA, the National Treasury, and the British High Commission, amongst other stakeholders, who are willing to support municipalities in implementing the Just Energy Transition. This will also improve financial sustainability while facilitating the transition to renewable energy sources in local government.

5. Municipalities (through NERSA regulations) will impose a surcharge on all scaled-embedded electricity generators to improve revenue generation. The department, through the office of the RMO, also supports municipalities in developing their Small-Scale Embedded Generation (SSEG) policies and guidelines. In this regard, we will work with Sustainable Energy Africa to design suitable tariffs for all SSEGs and those IPPs seeking to wheel power through the municipal network. This will go a long way to improving municipal revenues.

End.

22 November 2024 - NW1845

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Direko, Ms DR to ask the Minister of Cooperative Governance and Traditional Affairs

What progress has been made in addressing the natural disasters between December 2023 and February 2024 in the Eastern Cape, KwaZulu-Natal, Mpumalanga and Limpopo?

Reply:

The National Disaster Management Centre (NDMC) coordinated multisectoral interventions in the affected provinces to ensure that the following support is provided to the affected communities

  1. Search and rescue mission
  2. Humanitarian assistance and food parcels,
  3. Psychosocial services,
  4. Temporary shelters,
  5. Health services (medication),
  6. Replacement of identity documentation, and
  7. Repairs, reconstruction and rehabilitation of the damaged water, sanitation, electricity, roads, bridges, stormwater and public amenities infrastructure through the Municipal Disaster Response and Recovery Grant

A total of R 1 453 800 billion was made available through the Municipal Disaster Grants in the 2023/24 financial year to support the Eastern Cape, Kwazulu Natal, Mpumalanga, and Limpopo provinces in addressing natural disasters between December 2023 and February 2024. Breakdown of the allocation per grant , Municipal Disaster Response Grant: R 269 328 million. Municipal Disaster Recovery Grant: R 1.184 472 billion.

End.

22 November 2024 - NW1844

Profile picture: Mkhize, Dr Z

Mkhize, Dr Z to ask the Minister of Cooperative Governance and Traditional Affairs

What is the action plan of his department to respond to the report of the Auditor-General of South Africa to support municipalities and improve financial management in the local government sphere?

Reply:

Municipalities will be assessed and supported on the key pillars, which cover areas flagged by the Auditor-General of South Africa (AGSA): Governance, Financial Health, Institutional Matters, and Service Delivery. The audit action plans in selected municipalities will be assessed for adequacy and evaluated to the extent that proposed actions address issues raised by the AGSA and their root causes.

Furthermore, to address these shortcomings and poor municipal performance, the Department has developed a Municipal Performance Turnaround Strategy (MPTAS), per the Cabinet resolution of 21 August 2024. The cabinet had also approved the establishment of an Inter-Ministerial Committee to oversee the various activities towards the implementation of the MPTAS, which will focus on short, medium and long actions, as follows –

PHASE

PERIOD

DESCRIPTION/ ACTIVITY

Short-term

Sept-Dec 2024

Focus on assessing the municipality's state, including identifying deficiencies, gaps, and challenges and ascertaining the type of support and intervention required.

Medium-term

Jan – June 2025

Focus on implementing remedial measures to address deficiencies identified in the “as-is” assessment reports.

Long-term

July 2025 - Jun 2026

Focus on monitoring and evaluation of the impact of the Turnaround Strategy.

End.

22 November 2024 - NW1861

Profile picture: Buthelezi, Mr NZ

Buthelezi, Mr NZ to ask the Minister of Cooperative Governance and Traditional Affairs

Considering the recent Medium-Term Budget Policy Statement, what (a) provisions have been made for disaster relief funding to assist municipalities affected by disasters and (b) mechanisms are in place to monitor the usage of disaster funds?

Reply:

On 30 October 2024, the Minister of Finance delivered the Medium-Term Budget Policy Statement, which included an allocation of R683,955 million for municipalities to support disaster relief and recovery measures in the 2024/25 financial year.

Mechanisms for monitoring these measures are in place, including:

  1. Monthly provincial steering committees convened by the provinces, consisting of representatives from the District Disaster Management Centres (DDMC), Provincial Treasury (PT), Provincial Disaster Management Centres (PDMC), National Disaster Management Centre (NDMC), and the Municipal Infrastructure Support Agency (MISA). These committees engage with implementing municipalities to discuss progress, address challenges, and coordinate necessary interventions.
  2. Deployment of MISA engineers to offer technical support to municipalities in areas such as planning, project preparation, packaging, and implementation.
  3. Submission of monthly and quarterly financial and non-financial reports, in accordance with the Division of Revenue Act, No. 24 of 2024, which includes the submission of Section 71 reports aligned with the Municipal Finance Management Act, No. 56 of 2003.
  4. Project site visits to monitor project implementation and verify that expenditures align with physical progress. Participating stakeholders in these visits include the DDMC, PDMC, NDMC, PT, MISA, SALGA, and various sector departments.

End

22 November 2024 - NW1879

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Reddy, Mr VG to ask the Minister of Cooperative Governance and Traditional Affairs

What (a) has he found to be the reasons for the visible decay of the critical local government infrastructure across the Republic under the current 7th Administration and (b) concrete plans has he developed to assist local government structures in their efforts to rehabilitate essential services in our communities?

Reply:

a) Since the dawn of democracy in 1994, the government has focused on addressing spatial and developmental imbalances of the past, and as such, there was rapid capitalisation and development to alleviate the infrastructure backlogs. In the same breath, the was a requirement to upscale capacity level and skill set of public service. Local government, as the first point of contact to citizens, was the primary infrastructure delivery instrument for communities to improve human settlements and quality of life. StatsSA report of 2022 exhibits that access to infrastructure services has improved tremendously to average levels of 88% across all infrastructure sectors, and the reflection affiliates to the NDP 2030 target of full access by 2030.

b) The major infrastructure (service delivery) risk is aligned with service provision reliability, which is a direct result of lack of infrastructure maintenance, limited resources, and under-budgeting for asset management (technical human resources and financial resources).

c) (i) Flowing from the programmes of the 6th administration, which commenced with addressing the skill deficiencies at local government by professionalising public service, that remains an ideal priority of the 7th administration and with a specific priority of DCOG in improving capacity and skill of municipal officials. Various capacity building programmes are focusing on technical improvement that MISA implements for municipalities. The below reflects on those programmes:

Table 1: MISA Capacity Building programmes implemented for municipalities.

PROGRAMME

Financial Year

2021/22

2022/23

2023/24

2024/25 (current status)

Apprenticeship

100

100

97

63

Bursary offered to university students

100

100

   

Experiential Learnership

39

70

41

29

Training of municipal officials

519

510

524

228

Young Graduate programme

143

150

150

114

Table 2: Trainings conducted by MISA for municipalities in 2024/25 FY.

Financial Year

Type of training

2024/25

Enhancing the Municipal Electrical Revenue Value Chain

Understanding the Technical Implications of Developing and Operating a Landfill

Getting Acquainted with Estimating, Costing and Pricing of Construction Tenders

Getting Acquainted with the Management and rehabilitation design of urban road pavement

Township Establishment: How to Formulate Compliant Conditions of Establishment

Pressure Management and Pressure Reducing Valves

Getting Acquainted with General Conditions of Contract 4th Edition (GCC 2024)

Understanding the six work stages in the Project Life Cycle

Getting Acquainted with Wastewater Treatment Plant Operation and Maintenance

Introduction to GIS in Local Government

Initially, there was an introduction of allowing for a portion of infrastructure grants that focuses on repairs, maintenance and refurbishment of infrastructure by allocating 10% of Municipal Infrastructure Grant (MIG) to repairs and maintenance. The 7th administration has further taken this forward by negotiating with the National Treasury for a direct grant from MIG that will be directly allocated to DCOG and assigned to MISA to address identified infrastructure deficiencies with a main emphasis on repairs and maintenance of infrastructure.

This will be done by ensuring that all municipalities have credible Infrastructure Asset Management Plans (IAMP) that reflect on stages of the useful life of infrastructure assets and when intervention should be applied, and this will be translated to IDPs for prioritisation by municipalities as well.

End.

15 November 2024 - NW1636

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Labuschagne, Ms C to ask the Minister of Cooperative Governance and Traditional Affairs

(1) Whether his department has any guidelines, strategies and/or approach when local, district and/or metropolitan municipalities are subjected to section 139(1)(b), 139(5)(a) and (c) and 139(7) intervention(s) in terms of the Local Government: Municipal Systems Act, Act 32 of 2000, but do not cooperate and/or refuse to implement specific recommendations and/or financial recovery plans that may be proposed; if not, why not; if so, what are the relevant details; (2) whether there are any consequences when a municipality does not comply in submitting its Municipal Support and Intervention Plans; if not, why not; if so, what are the relevant details?

Reply:

  1. The Department has developed intervention guidelines to assist provinces and municipalities with all substantive and procedural requirements for invoking interventions under Section 139 of the Constitution. Additionally, the Department has issued the “Provincial Intervention Protocols,” which provide guidance on how provinces should invoke Section 139.
  2. According to Section 139(7) of the Constitution, national intervention is warranted if a provincial government fails to intervene in a municipality. Alongside these Protocols, the Department has created the “Interventions Checklist” to help all relevant stakeholders implement interventions effectively.
  3. If municipalities fail to implement specific recommendations or financial recovery plans to restore stability, the Department may take further legal actions based on the circumstances. This could include withholding transfer grants to those municipalities, subjecting municipal councillors to a disciplinary code, withholding grants as per Section 216 of the Constitution, and pursuing other appropriate measures, such as court orders.
  4. The province has several options available if the municipality refuses or fails to comply with lawfully developed instruments, such as the Municipal Support and Intervention Plans. These include more drastic measures, such as taking over the administration and implementing the Municipal Support and Intervention Plans on behalf of the provincial government. Additionally, the province may withhold grants and seek declaratory orders from the courts.

End.

 

15 November 2024 - NW1673

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Blose, Mr MB to ask the Minister of Cooperative Governance and Traditional Affairs

What (a) plans has his department put in place to assist the uMsunduzi Local Municipality, which appears to be facing significant financial challenges and (b) steps have been taken to help rescue the municipality from its current situation?

Reply:

The following processes were followed:

  1. The Department evaluated the municipality's situation using the Municipal Support and Intervention Plan to determine the necessary support needed to improve the current circumstances.
  2. Additionally, the National Treasury was contacted to assist the municipality as part of a broader initiative to implement a smart app system to enhance the revenue management value chain. The municipality receives support in collecting government debt, particularly where intervention is needed.

The municipality has established a revenue enhancement steering committee that meets every Wednesday to discuss revenue enhancement and the challenges contributing to municipal collection issues. KZN COGTA participates in the meetings and provides technical guidance.

Assistance provided:

Most of the challenges are primarily due to theft and illegal connections by customers. Sometimes, the municipality disconnects customers during the day, but many of them, including some large businesses, reconnect illegally at night. The municipality is trying to address these issues despite having limited resources.

The municipality receives support for its bulk water and electricity accounts and has successfully applied for Eskom debt relief. Currently, discussions between the municipality and Umngeni-Uthukela Water, facilitated by KZN COGTA, are ongoing. These discussions aim to establish synergy and ensure full support from Umngeni-Uthukela Water in setting cost-reflective tariffs and reducing water losses.

The municipality is receiving assistance with implementing Section 32 of the Municipal Finance Management Act (MFMA). This ensures that consequence management is enforced for unauthorised expenditures incurred by the municipality. Capacity-building sessions are being offered to members of the Municipal Public Accounts Committee (MPAC) upon request. Additionally, ongoing financial management training sessions are being conducted by KZN COGTA, with some sessions held in collaboration with other stakeholders. The most recent training session, which focused on revenue management, took place in June 2024.

End.

15 November 2024 - NW1637

Profile picture: Labuschagne, Ms C

Labuschagne, Ms C to ask the Minister of Cooperative Governance and Traditional Affairs

(1) Whether, in view of the fact that many municipalities throughout the Republic have issues with access to water, his department has any information on what number of water tankers are owned by (a) his department and (b) the provincial department of Cooperative Governance and Traditional Affairs in each province; if not, why not; if so, what are the relevant details; (2) what total number of water tankers are provided by service providers through the tender system in each province; (3) what total number of water tankers provided by service providers are (a) broken and/or (b) cannot be utilised within the time frame of the contract in each province; (4) what happens when water tankers provided by service providers cannot be utilised due to (a) damage, (b) any specified defect and/or (c) being broken? NW2017E.

Reply:

  1. The department does not have water tankers and does not collect or maintain information on this issue, as it falls under operational matters. However, I have instructed the department to gather this information from water service authorities and other state agencies, including the Department of Water and Sanitation and water boards. We will provide the information to the member when it is available. The department's involvement is limited to repairing some water treatment plants that were damaged by floods, funded through the allocation of disaster grants.

Points (2) to (4) are covered in the response provided in (1) above

End.

 

08 November 2024 - RCW458

Profile picture: Makesini, Ms M

Makesini, Ms M to ask the Minister of Cooperative Governance and Traditional Affairs:

(a) What immediate measures will he implement to (i) address the (aa) alarming reports of maladministration and (bb) failure to pay employees in the Kopanong Local Municipality and (ii) ensure accountability for those who are responsible in this regard and (b) how will he guarantee that the rights and livelihoods of municipal employees are protected in the future?

Reply:

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08 November 2024 - RCW457

Profile picture: Makesini, Ms M

Makesini, Ms M to ask the Minister of Cooperative Governance and Traditional Affairs:

(a) What measures has he taken to prevent political patronage from influencing the selection of service providers in the Kopanong Local Municipality and (b) how will he ensure that the appointments are based on merit without any political affiliations?

Reply:

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08 November 2024 - RCW466

Profile picture: Gericke, Mr V

Gericke, Mr V to ask the Minister of Cooperative Governance and Traditional Affairs:

(1) What is the status of the report on allegations by a senior manager against a councillor and Mayor of the George Municipality pertaining to alleged corrupt practices and/or irregularities in the appointment of a municipal manager; (2) whether any investigations have been conducted into the said matter; if so, what are the outcomes of such investigations; if not, (3) whether he will embark on a full-scale investigation to ascertain the truth and submit a report in this regard; if not, why not; if so, what are the relevant details?

Reply:

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01 November 2024 - RCW488

Profile picture: Billy, Mr M

Billy, Mr M to ask the Minister of Cooperative Governance and Traditional Affairs:

What interventions have been made to address (a) governance, (b) institutional and (c) service delivery challenges at the eThekwini Metropolitan Municipality in KwaZulu-Natal (details furnished)

Reply:

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01 November 2024 - RCW499

Profile picture: Nzimande, Mr E

Nzimande, Mr E to ask the Minister of Cooperative Governance and Traditional Affairs:

Whether, with reference to several challenges that are being experienced by rural communities and the adoption of Invest Rural Master Plan (details furnished), he has any (a) new and/or (b) responsive initiatives that are aimed at realigning Local Government Finance Model to favour rural and poor communities; if not, why not; if so, what are the relevant details?

Reply:

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01 November 2024 - RCW423

Profile picture: Scheurkogel, Dr IS

Scheurkogel, Dr IS to ask the Minister of Cooperative Governance and Traditional Affairs:

Whether, with reference to the reply to Question 281 on 30 September 2024 by the Minister of Finance, his department has received any certificate of completion from the Metsimaholo Local Municipality for the 2014/15 Municipal Infrastructure Grant of RI 4 063 990.00 that was budgeted for the project of upgrading the sportsground in Refengkgotso in Deneysville; if not, what is the position in this regard; if so, what are the relevant details?

Reply:

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01 November 2024 - NW1419

Profile picture: Michalakis, Mr G

Michalakis, Mr G to ask the Minister of Cooperative Governance and Traditional Affairs

Whether he has requested an investigation in terms of section 139 of the Constitution of the Republic, 1996, into the allegations of irregularities in Matjhabeng Local Municipality council proceedings, if not, what is the position in this regard; if so, what are the relevant details?

Reply:

No. I have not instituted any investigation in terms of Section 139 of the Constitution at Matjhabeng local municipality. I have, however, been made aware of the alleged irregularities regarding the passing of the 2024/25 Budget by the Municipal Council. I have since written to the MEC for CoGTA in the Free State to investigate the allegations and provide me with a report within 30 days. The 30 days have since lapsed, and the Department has sent a reminder to the MEC's office to provide the report.

In the event that the honourable member is not referring to this particular matter, the honourable member is, therefore, humbly requested to provide further details regarding the alleged irregularities at the municipality.

End.

01 November 2024 - RCW494

Profile picture: Britz, Mr JHP

Britz, Mr JHP to ask the Minister of Cooperative Governance and Traditional Affairs:

Whether the Government is considering any other risk mitigating plans to ensure the timeous completion of infrastructure projects in municipalities as many local municipalities fail to complete projects as a result of various reasons (details furnished); if so, what are the relevant details of such plans?

Reply:

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01 November 2024 - NW1376

Profile picture: Labuschagne, Ms C

Labuschagne, Ms C to ask the Minister of Cooperative Governance and Traditional Affairs

(1) What are (a) the qualifications required for the position of (i) Municipal Manager, (ii) Chief Financial Officer and (iii) director in all the other municipalities besides Category B municipalities in all nine provinces, (b) the actual qualifications of the persons (i) acting for longer than 6 months in the specified positions and (ii) appointed in the specified positions; (2) in which cases is the salary scale of the person appointed in a position the upper limit and/or above, as authorised by a waiver on the salary scale?

Reply:

1.(a) In terms of the Local Government: Municipal Systems Act, 2000, as amended and the Municipal Finance Management Act, 2003, the minimum qualifications required for the positions of municipal managers, chief financial officers and directors in all municipalities, are as follows:

No.

Post

Qualifications

(i)

Municipal Manager

Bachelor’ Degree in Public Administration / Political Science Sciences / Law or equivalent qualification or Certificate in Municipal Financial Management, a minimum of 5 years senior management experience and a competent assessment outcome.

(ii)

Chief Financial Officer

At least a SAQA qualification with NQF Level 6 (issued in terms of the South African Qualifications Authority Act, 1995 (Act 58 of 1995) in the fields of Accounting, Finance or Economics or Certificate in Municipal Financial Management for all municipalities with the annual budgets with a value below R500 million.

A minimum of 7 years’ work experience at senior and middle management levels, of which at least 2 years must be at senior management level and and a competent assessment outcome.

(iii)

All other Directors

 

Director: Development and Town Planning Manager

Bachelor of Science degree in Building Science/ Architect / Bachelor’ degree in Town and Regional Planning or Development Studies or equivalent qualification.

 

Director: Community Service Manager

Bachelor’s degree in social sciences / public administration / law or equivalent qualification.

 

Director: Corporate Services

Bachelor’s Degree in Public Administration / Management Sciences / Law; or equivalent

 

Other Senior Managers

A relevant Bachelor’ degree or equivalent qualification as determined by SAQA.

(b) The actual qualifications of the persons

(i) acting for longer than 6 months in the specified positions

According to information received from Provincial CoGTAs, the qualifications of persons who are municipal managers currently acting in the specified positions for longer than six months are as follows:

Province

Municipality

Employee Acting

Rank

Qualifications

Eastern Cape

No acting appointments longer than 6 months

Free State

No acting appointments longer than 6 months

Gauteng

No acting appointments longer than 6 months

KwaZulu Natal

Umzumbe LM

Ms N Dlamini

Municipal Manager

Master of City and Regional, Planning Bachelor of Arts

UMuziwabantu LM

Mr T Cele

Municipal Manager

Master of Public Administration, Bachelor of Arts in Political Leadership, Higher Diploma in Adult Basic Education: Education and Training

Limpopo

No acting appointments longer than 6 months

Mpumalanga

No acting appointments longer than 6 months

Northwest

Bojanala DM

Dr AJ Mothupi

Municipal Manager

Doctor of Philosophy in Economic and Management Science with Business Administration

Master of Business in Administration

MBA

Northern Cape

Magareng LM

Mr. T. Thage

Municipal Manager

Master of Science in Civil Engineering

Dikgatlong LM

Ms. B. Tsinyane

Municipal Manager

B-Tech Public Management

Hantam LM

Mr. J. Fortuin

Municipal Manager

BA Education

Postgraduate Diploma Public Management

ZF Mcgawu DM

Mr. A. Tieties

Municipal Manager

Matric

Thembelihle LM

Mr Radiile Shuping

Municipal Manager

B-Com Accounting, Post-Graduate Diploma in Management,

Cert. Municipal Finance & Supply Chain Management

Western Cape

No acting appointments longer than 6 months

(ii) Chief Financial Officials

Province

CHIEF FINANCIAL OFFICERS

Eastern Cape

11

Free State

8

Gauteng

3

KwaZulu Natal

22

Limpopo

11

Mpumalanga

8

Northern Cape

18

Northwest

11

Western Cape

25

Total

117

2. The Minister annually issue a notice in the gazette determining the total remuneration packages of municipal managers and managers directly accountable to municipal managers.

A municipal council may, in exceptional circumstances and good cause shown, and after consultation with the MEC for local government, apply in writing to the Minister to waive any of the prescribed requirements as set out in this Notice. The Minister will consider each application on merit, based on circumstances and motivation provided by municipalities.

To date the Ministry received 61 waiver applications from municipalities, 59 approved and 2 declined.

End.

01 November 2024 - RNW1421

Profile picture: Buthelezi, Mr NZ

Buthelezi, Mr NZ to ask the Minister of Cooperative Governance and Traditional Affairs

(1) With reference to the recent oversight visit by the Portfolio Committee on Cooperative Governance and Traditional Affairs to several municipalities in KwaZulu-Natal, which discovered the need for mechanisms to be put in place for continuous follow-up and accountability regarding the issues raised by residents and the improvement in revenue generation and debt management, what specific actions does he intend to take to (a) enhance the municipalities’ financial sustainability and (b) ensure that residents are billed accurately; (2) what (a) are the relevant details of the financial recovery plan for the municipalities that has been in place since January 2023 and (b) criteria will be used to measure the success of the specified plan?

Reply:

(1)(a) Enhance the municipalities’ financial sustainability

The Constitution places a responsibility on Provincial and National Government to support, assist and work with municipalities as co-operative government. In this regard, the Ministry will continue to pursue the following actions:

  • That the municipalities in the KZN Province are supported through a government debt recovery programme lead by the National and Provincial Treasury, where all government departments are required to settle debt owed to municipalities.
  • That the KZN Department Cooperative Governance and Traditional Affairs implements the outcomes of the recently developed concept framework for the Masakhane Campaign, in order that debt collection from households and businesses is targeted.
  • That the quarterly analysis and review of key financial management accounts by the Municipal Audit Committees, Municipal Public Accounts Committee (MPAC) supports the Accounting Officer in ensuring sound financial management.
  • That Mmnicipalities must adhere to the Cost Containment Regulations released by National Treasury (regulation 82).
  • That in collaboration with KZN Provincial Treasury, the KZN CoGTA continue supporting municipalities to achieve financial sustainability through the quarterly review and feedback of financial ratios such as the cash coverage ratio, debtors collection rate, cash backing of grants, payment of creditors etc.

Additionally, the National Department of COGTA undertakes an analysis of municipal compliance with various aspects of the Municipal Systems Act and the Municipal Property Rates Act having a bearing on the following matters:

    • Critical municipal property valuation aspects having a bearing on the valuation roll and maintenance (updating) of the valuation roll;
    • Critical municipal property rating aspects including aspects of the rates policies, and cent in the Rand rates;
    • Water and/or electricity tariff policies (including whether the principles thereto are factored into these policies), related tariff list and by-laws and analysis of the adequacy of the tariffs;
    • Municipal indigent policies and related indigent registers; and
    • Credit control and debt collection policies and related by-laws, including testing the effective implementation of the policies

The aim of the policy assessments is to identify specific areas in the municipality’s revenue value chain where there are opportunities for municipalities to implement interventions that can possibly increase the municipality’s revenue and/or reduce the municipality’s debt.

1(b) Ensure that residents are billed accurately

As a rule, all financial management systems must be MSCoA compliant as per the National Treasury regulations. This effectively means that all modules in the financial system must be credible and reliable, especially the billing module. By enforcing adherence to this compliance, the Ministry would be working towards achieving a situation where residents are billed accurately.

2. (a) Financial recovery plan for the municipalities and (b) criteria to measure the success of the specified plans.

The National Treasury administers the financial recovery plan for municipalities under Chapter 1 of the Municipal Financial Management Act. It is recommended that the question be redirected to the Ministry of Finance so that the National Treasury can respond accordingly.

End.