Service Issue 87

ISSUE 87
SEP/OCT/NOV 2024
L E A D E R S H I P I N G O V E R N M E N T
SMART WATER
AGRICULTURE
DRIVING CHANGE
FIXING MUNICIPALITIES
SERVICE REVOLUTION
SERVING EDUCATION
Nobuhle Nkabane, Minister of Higher Education
INTEGRATING TRANSPORT

Graduating ethical leaders
Wits Business School aims to equip leaders with the skills and competencies to drive change, generate opportunity and
provide innovative solutions to global issues. Service speaks to the school’s director of executive education, Leoni Grobler.
Please share your career trajectory to this point.
I’ve worked in the higher education sector for almost 27 years.
Before joining Wits Business School (WBS) as Director of Executive
Education in 2021, I was appointed as CEO of Regenesys Business
School. I’m a Certified Associate in Banking (CAIB SA), completed
my MBA in 2014 and am currently registered for the Doctor of
Management in Technology and Innovation at the Da Vinci Institute.
What is WBS’s vision and mission?
Vision. WBS will be a leading African business school embedded
among the best business schools internationally.
Mission. At the heart of WBS is a mission to graduate agile and
ethical leaders who will positively impact the world. We will achieve
this through empowering education, relevant research and impactful
public discourse. This is why we ensure that everything we do at the
WBS is guided by three principles: critical thinking, innovation and
sustainability.
How do you translate this mission at WBS?
All programmes offered at WBS are underpinned by the following
graduate competencies and reinforce what we aim to achieve:
• Entrepreneurial, innovative and creative in solving organisational
and societal problems.
• Drive sustainable solutions for society, our planet and business.
• Lead with purpose, integrity and accountability.
• Sensitive and personally responsive to the needs of society and
their organisations as change agents for the common good.
Why choose WBS?
WBS has transformed the lives and careers of thousands of
graduates and is one of the most recognised schools in Africa. Under
the leadership of our head of school, Professor Maurice Radebe,
significant strides have been made to improve the growth and
transformation of the school. The enduring “Wits” brand, recognised
internationally, continues to symbolise academic rigour, research
excellence and thought leadership on the African continent.
What programmes does WBS Executive Education offer?
We offer both open enrolment and customised programmes targeted
at senior executives, managers and new managers. Our insightful
programmes are designed to address organisations’ immediate and
future needs by empowering employees to drive change, manage
and lead teams, and adopt innovative approaches to solving complex
problems. Our growing client base is a testament to a quality offering
that impacts personal and organisational performance.
Please talk to us about the importance of lifelong learning.
How do we embrace ever-changing business trends and find comfort
in the unknown? I believe everyone should be given a chance to
Wits Business School, Director of Executive Education,
Leoni Grobler.
secure a new career or explore opportunities to upskill themselves
towards a better and brighter future.
Complacency is the biggest threat to professionals and their
careers. The world is forcing us to be far more fluid in how we
think, and nobody can afford to resist change. For this reason, we see
lifelong learning as a critical focus area for those wanting to remain
relevant and succeed in life.
Business leaders require specific skills and competencies which
allow them to adapt to internal and external disruptions; therefore
flexibility, agility and resilience are important skills which require
continuous improvement.
What skills are required for the new world of work?
Thriving in the new world of work requires a blend of technical,
interpersonal and adaptive skills. At WBS, we consider digital literacy,
critical thinking, ethical judgment, flexibility, emotional intelligence,

Wits Business School has
transformed the lives and careers of
thousands of graduates.
collaboration, leadership influence and sustainability as the key skills
to be improved.
The Management Advancement Programme (MAP) for Future
Change Leaders caters for managers and future leaders, equipping
them to deal with the changing global environment.
WBS has positioned itself as a centre of discourse on a range of
socio-economic issues facing Africa. Please expand.
Research is inextricably linked to nurturing critical thinkers and,
in business, it’s an essential management skill needed to identify
and solve problems. Our students learn to collect, analyse, organise
and critically evaluate information. They also access, analyse and
debate up-to-date research and real-life case studies as part of their
rich experience at WBS. As a business school, we pursue new, highimpact,
forward-thinking and relevant research that contributes
locally and globally to knowledge and teaching about business,
management and economics.
WBS seeks to have a meaningful and positive impact extending
beyond the classroom. Under the Directorate of Development and
Partnerships, the school hosts regular public events such as panel
discussions, conferences and dialogues. The WBS Leadership
Dialogue series features some of South Africa’s most influential
business leaders who are invited to talk about their leadership
lessons and philosophy for a public audience.
Please tell us about WBS’ Women in Leadership programme.
The number of women in executive positions globally remains
disturbingly low. The Women in Leadership programme has
been designed to address this issue by exploring the South
African workplace paradigm and the delegate’s own identity and
emotional intelligence to develop higher communication levels
and leadership skills.
Besides an increased self-awareness regarding their attributes as a
leader, our delegates enhance their leadership skills and learn how to
apply new tools for effective workplace communication, negotiation
and conflict resolution. Each delegate works on their personal
leadership quest during the course using the skills and knowledge
developed to design a personal brand and leadership plan.
How has this programme impacted women’s lives?
In December 2022, WBS and the Finance and Accounting Services
Sector Education and Training Authority (FASSET) signed a threeyear
partnership agreement to transform the careers of black female
leaders in the sector.
The customised Women in Leadership programme targets
executive, middle and junior management level positions of FASSETrelated
qualifications/skills and those employed in various sectors
including Post School Education and Training (PSET) institutions.
Over 520 female delegates have graduated from the Women in
Leadership programme.
What about companies wishing to change the narrative of
executive gender imbalance?
I have some ideas that companies could potentially consider should
they wish to change the narrative:
• Promote gender-sensitive leadership development programmes
tailored to specifically address women, focusing on barriers
such as limited access to networks and mentorship. This type of
programme creates a pipeline of qualified women ready to step
into executive roles, challenging the narrative that women are less
suited for leadership.
• Highlight success stories of female leaders by showcasing women
executives in the media, internal communication and public
platforms. By celebrating the achievements of female leaders,
companies can inspire others and demonstrate that women can
thrive in executive roles.
• Engage men as allies by educating male leaders and employees on
gender issues and involve them in initiatives aimed at promoting
gender balance.
Please share a message with women wishing to develop
themselves personally and professionally.
Your personal and professional development is a testament to
your resilience and unwavering commitment to growth. In every
challenge lies an opportunity, in every setback a lesson. Embrace
each experience as a stepping stone towards your greatness.
Never underestimate the power of your voice, ideas and unique
perspective. You can influence change, break barriers and lead
with integrity.
As you continue to develop yourself, know that you are not
alone. You are part of a global sisterhood of rising women,
transforming the world with their intelligence, creativity and
compassion. Draw strength from this collective energy and let it
propel you forward. S

S
skills
Partnering for a better future
As the world continues to navigate the rapidly changing business landscape, it is more important than ever for organisations
to focus on sustainable solutions that drive financial success and positive social impact.
A
As the world changes, moving towards the harmonisation of human
and machine intelligence, organisations need employees with the
appropriate skills and expertise to drive digital transformation and
sustainable development. By leveraging digital transformation and
technology, businesses can streamline processes, increase efficiency
and improve decision making.
And when done with sustainability in mind, digital transformation
can also reduce waste, minimise environmental harm and promote
social well-being.
Investing in digital transformation skills for business leaders
is more than just a trend, it is necessary for a sustainable future
and success. By embracing digital transformation and making
sustainability a top priority for your organisation, you can achieve
business and societal success.
At the Johannesburg Business School (JBS) we believe in the power of
digital transformation to drive sustainability and create a better world
for humanity. That is why we partner with organisations from the
private and public sectors to design and deliver tailored programmes
and learning solutions that develop existing and future leaders.
We co-create executive education programmes with companies,
philanthropists and the government to significantly improve
individual and organisational performance.
JBS also understands that real progress means empowering
all members of society, so we are in the business of reimagining
your future.
Partner with us and elevate your organisation, employees and
South Africa to the next level.
JBS. The business of reimagining your future.
The business of reimagining your future.
2 | Service magazine

THE JOHANNESBURG BUSINESS SCHOOL IS A THOUGHT LEADER
IN LEADERSHIP DEVELOPMENT, OFFERING POSTGRADUATE
QUALIFICATIONS RELEVANT TO THE DYNAMIC FUTURE THE
WORLD IS FACING.

IMPORTANT
ANNOUNCEMENT
TO ALL MINING QUALIFICATIONS
AUTHORITY STAKEHOLDERS
THE MQA HAS
OFFICIALLY
LAUNCHED ITS
NEW LOGO AND
CORPORATE
IDENTITY
NEW MQA LOGO
OLD MQA LOGO
TO BE PHASED OUT

The Mining Qualifications Authority
(MQA) is a Sector Education and
Training Authority that facilitates skills
development under the Department
of Higher Education and Training. The
organisation supports mine health
and safety under the Department of
Mineral and Petroleum Resources for the
mining and minerals sector under Skills
Development Act 97 of 1998, and the
Mine Health and Safety Act 29 of 1996,
respectively.
The Mining Qualifications Authority
would like to inform its stakeholders
that the new MQA logo (Logo 2) and
corporate identity were officially unveiled
and launched at the MQA’s Head Office
in Parktown on Friday, 16 August 2024.
Since the mining sector knows the
organisation as MQA first and the Mining
Qualifications Authority second, the
new official Wordmark only includes
the acronym. The Wordmark has been
altered to include circular elements that
represent the inclusive offerings of MQA
to the mining and minerals sector
This effectively means that the triangular
logo (Logo 1) will no longer be in use.
To ensure a seamless
transition to the new
corporate identity, the
organisation will be
implementing a phasing
out plan of the old logo.
Stakeholders are advised to be on the
lookout for pertinent announcements on
various MQA channels that will elaborate
further on this phasing out process.
For more information on
these learning opportunities,
please contact the
Mining Qualifications
Authority.
Telephone : 011 547 2600
E-mail : info@mqa.org.za
Website : www.mqa.org.za
Follow us on our social media platforms:
• Facebook : Mining Qualifications Authority
• X (Twitter) : @MQA_SA
• Instagram : @mqa_sa
• YouTube : Mining Qualifications Authority

S
ed’s note
Turning over a GNU leaf
S
South Africa’s 2023 Governance, Public Safety and Justice Survey
reveals a troubling decline in public trust in essential services such
as transport and clinics, a stark contrast to the more favourable
perceptions reported in 2019. This drop in satisfaction, evident
across various provinces, underscores pervasive issues such as
subpar service quality, extended wait times, and unhelpful public
servants. Although the Government of National Unity (GNU) offers
a glimmer of hope for improvement, there is an urgent need for
immediate and effective solutions (page 44).
GNU has placed inclusive economic growth at the centre of
its work and at the top of the national agenda. A centrepiece of
President Ramaphosa’s plan to grow the economy and create jobs
involves targeting reforms to municipalities nationwide. The seventh
government administration will focus on fixing municipalities so that
they can “achieve rapid, inclusive growth.”
“Growth happens at a local level, where people live and work. Our
municipalities must become both providers of social services and
facilitators of inclusive economic growth. They must work to attract
investment,” Ramaphosa says (page 28).
He explains that fixing municipalities can “encourage businesses
to expand and create more jobs in municipal areas. Investors are
attracted to areas with reliable and modern infrastructure”.
No sector exists in isolation – transportation included. How
towns, cities and countries move people, goods and services from
place to place impacts how they function socially and economically.
It affects infrastructure planning, housing development, healthcare
and education (page 40). South Africa’s shared vision for education
should be to “improve the quality of life of all citizens and free the
potential of each person” – a statement directly from the preamble
of our Constitution, says Mary Metcalfe, professor of practice at the
University of Johannesburg (page 20).
The Department of Higher Education and Training has its
footprint in all provinces through institutions of higher learning
and SETAs aiming to develop a skilled and capable workforce to
support the economic growth path. The placement of unemployed
TVET graduates into work-integrated learning opportunities
remains one of the department’s priorities. The Minister of Higher
Education and Training encourages colleges to seek placement
opportunities with both public and private sector institutions and
with NGOs (page 22).
Women, Youth and Persons with Disabilities minister, Sindisiwe
Chikunga, says the Public Procurement Bill provides an opportunity
to advocate and mainstream tangible models and interventions to
redress the ongoing socio-economic exclusion of women, youth
and persons with disabilities. He commends the significant efforts
by Ramaphosa after signing the Bill in July, which aims to create
a single framework that regulates public procurement, including
preferential procurement, by all organs of state, with the necessary
efficiency, cost-effectiveness and integrity.
“As a department, we will be bringing forward tangible
interventions through which this legislation will serve to redress
the longstanding and ongoing socio-economic exclusion of women,
youth and persons with disabilities,” Chikunga says (page 17).
The Department of Tourism is finalising its five-year plan which
will align with the GNU priorities, the National Development Plan
(NDP), the Tourism Sector Master Plan and the National Tourism
Sector Strategy. The department will also work to increase the
number of jobs created in the tourism sector.
Enjoy this issue!
Alexis Knipe
Editor
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Member of the Audit Bureau
of Circulations
6 | Service magazine

contents
S
IN THIS ISSUE | SERVICE 87 | SEPTEMBER/OCTOBER/NOVEMBER 2024
1 12 14
28
1 GRADUATING ETHICAL LEADERS
Service speaks to Leoni Grobler, head of executive education at
Wits Business School
2 PARTNERING FOR A BETTER FUTURE
Johannesburg Business School drives success and positive
social impact
4 IMPORTANT ANNOUNCEMENT
For all Mining Qualification Authority stakeholders
8 SERVE AND DELIVER
News and updates
11 CLEAN-UP & RECYCLE SA WEEK 2024
Plastics SA designates September a testament to
environmental stewardship
12 SERVING THE PEOPLE AND OUR NATION
The Chartered Institute of Government Finance, Audit and Risk
Officers (CIGFARO) celebrates its 95th Anniversary
14 WOMEN POWER IN PARLIAMENT
Women in the new National Executive
18 ENTREPRENEURSHIP LIFTS WOMEN OUT OF POVERTY
Through collaboration between private and public sectors and
with the backing of labour and civil society, entrepreneurship is
a powerful tool for poverty
19 SKILLS DEVELOPMENT FOR THE PUBLIC SECTOR
The Public Service Sector Education and Training Authority is a
cornerstone of South Africa’s skills development framework
20 TRANSFORMING THE EDUCATION ECOSYSTEM IN
SOUTH AFRICA
By Mary Metcalfe, Professor of Practice at the University of
Johannesburg
22 THE SKILLS REVOLUTION
Address by Minister of Higher Education and Training Dr Nobuhle
Nkabane
24 EDUCATION WITH HEART
Octomate, the education and training company, places its
clients at the heart of its business
28 FIXING MUNICIPALITIES AND THEIR INFRASTRUCTURE
President Ramaphosa’s plan to grow the economy targets
reforms to municipalities
32 WHAT HAPPENS TO WASTE IN A CIRCULAR ECONOMY?
Investing in the circular economy offers a multi-decade
structural growth opportunity
34 WATER AND SANITATION FIX
Minister of Water and Sanitation, Pemmy Majodina,
emphasises new measures to ensure municipalities meet
national standards of water quality
38 SAVING FOR A RAINY DAY
Non-revenue water remains South Africa’s biggest water-use
challenge
40 INTEGRATED TRANSPORT
Why it matters and how it can be achieved
44 REVOLUTIONISING PUBLIC SERVICE
How AI can boost efficiency
46 TOURISM IS A KEY ECONOMIC DRIVER
And it is on the rise
49 AGRI-ECOSYSTEM COLLABORATION SHOWS
TRANSFORMATIVE VALUE
Collaborative stakeholder engagement is an essential driver of
inclusivity in the South African agricultural sector
50 PROVINCIAL OVERVIEW
Northern Cape Province: the land of diversity
56 GOOD NEWS
Western Cape wins UN award
Service magazine | 7

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snippets
SERVE AND DELIVER
GOVERNMENT, BUSINESS PARTNERSHIP BEGINS TO FLOURISH
According to a statement released by the presidency and Business for South
Africa, the government and business partnership to resolve South Africa’s
challenges is beginning to bear fruit, although much more needs to be done.
The partnership was established last year in a bid to work together to resolve
the question of inclusive and economic growth. The collaboration targeted
three areas of interest:
Energy
“The energy workstream was reported to have had the most impact, achieving
a dramatic reduction in loadshedding, in collaboration with Eskom (over 140
days without loadshedding so far this year), and significant grid capacity
recovery (with more than six gigawatts of new energy generation added)
through investment in additional technical support and capacitation from 57
companies investing over 9 000 hours at five power stations. The energy
availability factor is currently tracking above 60% vs 54% in 2023.
“However, we still face multiple challenges, including rapidly rising electricity
costs, unsustainable municipal utilities, complex market reform, a constrained
grid with delayed expansion and stalling investment in new generation.
“Significant investment will be required for the energy sector reform over
the next five to 10 years, and there was strong consensus that it is critical
to pave the way now to address the challenges.
“Business, Eskom and the presidency have agreed that the priorities
of the National Energy Crisis Committee should include a focus on
transmission, market reform, municipal utilities and new energy
generation,” the statement read.
Transport and logistics
“Business has provided significant technical support and resources to
Transnet Freight Rail, including procurement and operations expertise, and
port maintenance support for Transnet Port Terminals. The Transnet Board
and management team are implementing the Transnet recovery plan. Despite
the significant efforts by the partners, there is broad acknowledgement that
Transnet requires substantial interventions to improve performance to meet
the needs of its customers and the market demand necessary for sustainable
economic growth.
“The rapid implementation of structural reforms and strict adherence
to the Freight Logistics Roadmap deadlines are crucial to facilitate the
participation of and investment by the private sector to help address our
national logistics challenges.
“This is crucial to ensure that our commodities and manufactured
products can be competitively sold into the local market and exported to
meet demand. Resolving these issues will promote job retention and job
creation,” the joint statement said.
Crime and corruption
When the Financial Action Task Force (FATF) grey listed South Africa in 2023,
it adopted a jointly agreed action plan containing 22 action items linked to the
eight strategic deficiencies identified in the country’s anti-money laundering and
the combating of the financing of terrorism regime. The joint statement said
that an “immediate joint imperative” is to support South Africa’s removal from
the list. Key to this is demonstrating the law enforcement agencies’ ability to
successfully prosecute complex crime and corruption cases and recover assets.
“The promulgation of the NPA Amendment Act is key to bolstering the
ability of the Investigating Directorate Against Corruption to effectively
deliver on its mandate.”
“For now, unlocking a few key policy, regulatory and funding bottlenecks could
accelerate existing short-term interventions across four areas, including new
work opportunities in tourism and global business services; skilling that creates
new jobs (particularly in digital skills); providing additional public sector first loss
funding to crowd in private sector capital to increase affordable debt available for
SMMEs, and institutionalising, expanding and strengthening the SAYouth platform
to facilitate access to opportunities for young people,” the joint statement said.
SAnews.gov.za
SUSTAINABLE WATER SUPPLY
The massive population increase in South Africa over the past decades and
failing water infrastructure have compounded the current water crisis in
the country, says Hans van Kamp, CEO of Kampwater, a Stellenbosch-based
water treatment supplier.
“Water supply systems and the distribution networks are high on
maintenance. In Gqeberha, it is estimated that 40% of the municipal water
is lost due to leaking pipes.
“In the rest of the country, large amounts of treated drinkable water is
lost daily because of the thousands of leaks that characterise South Africa’s
water piping system.
“A major part of the maintenance budget should be spent on the
infrastructure, the current pipework network. However, most municipalities
are struggling to keep up and prevent the system from collapsing. There are
some exceptions but not many,” says Van Kamp.
“In “In 1994, 1994, Cape Cape Town Town had had 2.384-million residents and water usage of
roughly 300 megalitres per day (MLD). This year, there are 4.760-million
people in the same area and water usage of 769 MLD. That is more than a
100% increase in 28 years with a system that did not grow at the same
rate to provide for this increase,” says Van Kamp.
He says if all the new dams identified by the government are built as
promised, it will help to alleviate the pressure. These include the dam on the
Mzimvubu River (Eastern Cape), the expansion of the Clanwilliam Dam (Western
Cape), Nwamitwa and Tzaneen dams (Limpopo), Hazelmere Dam (KwaZulu-
Natal) and Polihali Dam (Lesotho), which will provide water to Gauteng. But,
says Van Kamp, for at least the next six years, water supply will get tighter.
“People need to know that there is going to be a squeeze on water supply.
This information is essential if communities and households are to play their
part. People will not change their behaviour unless they are told what is
happening and how to avoid a crisis,” says Van Kamp.
8 | Service magazine

snippets
S
SERVE AND DELIVER
The North West MEC for Cooperative Governance, Human Settlements
and Traditional Affairs, Gaoage Oageng Molapisi, has announced decisive
measures to improve governance and financial management across all
municipalities in the province.
During the tabling of the Departmental Budget Speech for the 2024/2025
financial year at the North West Provincial Legislature, MEC
Molapisi highlighted several key initiatives to enhance
municipal administration, integrity and financial health.
To strengthen municipal governance, MEC
Molapisi announced that the department issued
a directive last year to all municipalities to fill all
senior management and critical vacant posts.
“Out of the 22 municipalities in the province,
only Madibeng and Lekwa-Teemane are yet to appoint
municipal managers. This process is receiving
the highest priority to ensure effective municipal
administration,” said MEC Molapisi.
In pursuit of a clean administration, a training programme on the Municipal
Integrity Management Framework (MIMF) will be rolled out for councillors,
officials and community members.
“The MIMF sets high standards of integrity and ethical behaviour guiding
municipalities in conducting their services. This initiative aims to restore
public confidence in local government, ensuring no-one is left behind,” MEC
Molapisi added.
He indicated that municipalities have significantly contributed to Eskom’s
financial challenges, currently owing the power utility R5.4-billion.
“To tackle this issue, the department, in partnership with the Provincial
Treasury, has facilitated a programme on debt relief for
municipalities. This initiative has assisted municipalities
in meeting their contractual obligations with Eskom,”
MEC Molapisi said.
He announced that the department has implemented
a robust monitoring and evaluation mechanism and
introduced revenue enhancement policy interventions
to help municipalities improve revenue collection and
meet their credit obligations.
“These interventions will be closely monitored to
ensure their effectiveness and sustainability. The
department will continue to provide capacity support to
municipalities, ensuring they prepare annual financial statements
following the Municipal Financial Management Act (MFMA). The department
will also continue to empower committees such as the Municipal Public
Accounts Committees through various interventions to strengthen and
enhance their effectiveness,” he concluded.
PRESIDENT RAMAPHOSA’S FOCUS ON THE NDP
The National Planning Commission (NPC) welcomes the
president’s focus on the NDP as the country’s lodestar. We
want to remind the people of our country that when the NDP
was tabled in Parliament in 2012, it was adopted by all the
political parties represented at the time and there was the clear
message that it was not only a plan for government but for all
of society. This message remains as true as ever. In this period
where we all must contribute to making this country work, the
objectives of the NDP must act as a unifier across political
parties and sectors within society and be the basis of a national
dialogue to arrive at a social compact.
The NPC recognises that, since its tabling, we have made
insufficient progress in meeting the NDP’s objectives. We
confirmed this in our 10-year review of the NDP, released in 2023.
It is important to note that the NPC’s unwavering commitment
to the NDP goals extends beyond reviews and comments: we
have embarked on a process to ensure that the main NDP goals
per chapter are incorporated into government’s medium-term
planning in a manner that will have multiplier effects. It is also
worth reiterating that the Commission has initiated the work on
the country’s next long-term plan beyond 2030.
We are, therefore, excited that this new government has
similarly placed its faith in the NDP. We want to use this opportunity to call on
all of society regardless of sectoral interests to support the implementation
of the NDP and this government’s approach – it is our country; we must
make it work!
Service magazine | 9

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snippets
SERVE AND DELIVER
GAUTENG PREMIER’S SUPPORT OF INFRASTRUCTURE DEVELOPMENT
Airports Company South Africa (ACSA) welcomes Gauteng Premier, Panyaza
Lesufi’s support of the company’s infrastructure development programme
that will be rolled out across the network including OR Tambo International
Airport (ORTIA) over the next four years. Premier Lesufi delivered the 2024
State of the Province Address in August in Katlehong, Ekurhuleni, wherein
he highlighted ACSA’s intended capital investment programme aimed at
positioning ORTIA as a gateway for development in the heart of the country’s
regional economic hub.
Earlier this year, ACSA announced R21.7-billion budget permission for an
extensive capital expenditure programme to be implemented across the
airport network. Part of the comprehensive infrastructure development plan
focuses on air cargo, which undoubtedly has the potential to be a significant
driver of socio-economic growth and development.
ACSA aims to enhance its role in air cargo traffic growth in Africa with
the construction of the mid-field cargo terminal at ORTIA, which will allow
the airport to accommodate 750 000 metric tons of cargo annually. The
new terminal is designed to ease congestion and expand warehouse
space in the short and long term, making ORTIA globally competitive in
air cargo facilitation.
ACSA welcomes Premier Lesufi’s mention of Transnet’s proposed
construction of the PL6 Pipeline extending from Jameson Park in Heidelberg
to ORTIA. The pipeline, vital for securing the airport’s fuel supply, seeks to
avert anticipated jet fuel shortages by 2028.
We particularly note with excitement news of the Gauteng Government’s
R120-billion investment in the expansion of Gautrain over five years. The
expansion into Soweto, Mamelodi, Atteridgeville, Lanseria and Springs
marks a significant milestone in extending the rail system’s reach across
the province and for partners and stakeholders such as ACSA in making air
travel even more accessible to residents. This seeks to make airports more
accessible to the public including those in townships and rural areas.
The infrastructure development programme will create significant
economic value for airport communities, enabling local trade and attracting
new high-value industries.
WINNING THE ILLEGAL DUMPING BATTLE
South Africa’s high level of industrialisation directly correlates with its
high waste generation. We currently generate around 122-billion tons of
waste per annum. According to the World Bank, South Africa produces
54 425 tons of waste per day, which is the 15th highest in the world.
While the majority ends up in our fast-diminishing landfill airspaces,
the good news is that there has been a diversion of waste away from
landfill sites due to increased levels of recycling, says Mervin Olivier,
Eastern Cape Chair of the Institute of Waste Management of Southern
Africa (IWMSA). “The passing of recent regulations to prevent the
disposal of liquid waste, electronic waste and tyres from landfills is a
positive trend, placing an increased need for waste produces to manage
waste effectively.
“According to the CSIR, we unfortunately, see approximately 10-million
tons of foodstuffs still going to landfills per annum, which equates to
around 30-billion meals per annum.”
Illegal dumping
Insufficient waste management facilities, poor landfill practices,
modest collection rates and the distance required to travel to dispose of
recyclables exacerbate illegal dumping in urban areas. Waste is disposed
of in our streets and ends up in the stormwater drains, rivers and the
sea. Olivier says enforcement has improved, mainly because of the
appointment of environmental management inspectorates, increased
convictions, the threat of punitive fines and even imprisonment. The
maximum imprisonment is for a period not exceeding 10 years.
Local governments must develop Integrated Waste Management Plans
and revise them every five years. Several have established multi-recycling
centres, for the buying, sorting and resale of various recyclables.
Suitable solutions
Innovative waste management technologies can be employed to improve
efficiencies, increase diversion rates and reduce transport and disposal
costs to landfills. If options are available and readily accessible, it will
promote responsible waste management practices among the public
and reduce illegal dumping. Collaborative partnerships among civic
organisations can help raise public awareness of the importance of
waste minimisation and reducing waste-to-landfill.
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waste
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Clean-Up & Recycle SA Week 2024
Join the movement to make a difference
As the calendar turns to September, South Africans are gearing up for the annual Clean-Up & Recycle SA Week, scheduled
to take place from 16 to 21 September 2024.
T
This year marks the 28th consecutive year that Plastics SA will
coordinate South Africa’s participation in the International Coastal
Clean-Up, the world’s largest volunteer effort dedicated to ocean health.
According to Douw Steyn, sustainability director at Plastics SA,
the entire month of September will be a testament to environmental
stewardship, with a focus on cleaning up our surroundings and
promoting recycling. “The theme for this year’s event is ‘Making
a Difference,’ and we call on South Africans from all walks of life to
contribute to the beautification and health of our environment. Whether
at work, home or play, everyone is encouraged to actively participate in
eliminating visible litter and promoting a culture of recycling.”
Together, we can make a significant
difference and a lasting impact on our
environment, one piece of
litter at a time.
“Clean-Up & Recycle SA Week is a powerful reminder of the impact
we can make when we come together for a common cause. Each
piece of litter removed and every recycling effort contributes to the
greater goal of preserving our environment for future generations.
This year, we aim to inspire even more volunteers to join us in this
vital endeavour,” Steyn says.
In conjunction with the clean-up activities, Plastics SA is also
excited to announce the launch of a nationwide competition.
Open to individuals, groups and organisations, participants are
encouraged to submit before and after pictures of their clean-ups,
along with details on the number of participants and bags of litter
collected. Additionally, there is a special category to honour and
reward those who establish effective recycling systems at home, school
or at their workplace. The competition features generous prizes
totalling R9 000 per section, with R5 000 for first place, R3 000 for
second place and R1 000 for third place.
“We look forward to making this our most successful event yet,
with the largest number of volunteers participating,” adds Steyn.
“Whether you’re joining a beach or river clean-up, organising
a neighbourhood effort or committing to recycling, every
contribution counts. Together, we can make a significant difference
and a lasting impact on our environment, one piece of litter at a
time,” Steyn concludes. S
www.cleanupandrecycle.co.za
www.plasticsinfo.co.za.
HIGHLIGHTS OF CLEAN-UP & RECYCLE SA WEEK
Clean-Up and Recycle SA Week: 16-21 September
National River Clean-up Day: 18 September
National Recycling Day: 20 September
World Clean-Up Day: 20 September
International Coastal Clean-Up Day: 21 September
Service magazine | 11

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local government
Serving the people and our nation
The Chartered Institute of Government Finance, Audit and Risk Officers (CIGFARO) is celebrating its 95th anniversary. The
institute advocates the much-needed demand for competent public sector officials to establish a professionalised public
sector to set the trajectory for transforming its governance and financial management. Service speaks to CIGFARO’s newly
elected president, Dr Emmanuel Ngcobo.
C
Congratulations on your election. Please tell us about your
journey to this position.
I started my career without exposure to other work environments
besides the local government space. As I progressed by getting
involved in several initiatives that included private and other spheres
of government, I realised I was “called” into local government. I knew
this was the domain I belonged to and would have the most impact
in. Apart from enjoying the fulfilment of knowing that someone
directly or indirectly receives basic services through my actions, I
realise that through my skills and experiences, I have something to
offer in addressing the daily challenges faced in local government
which you won’t find anywhere else.
There are several role-players with different objectives but
ultimately the common goal is to render community services and
to render them well. Being exposed to different people and ways of
operating helped build and shape me. I believe that public service
is an honourable service because it is a necessary service. I focus on
what I believe I was born to do: serve people and the nation, which
gave rise to a sincere love and passion for local government. When
you remove the drive to act diligently on your calling, it can lead to
frustration, but I have passed such a stage and it’s surely one of the
best spaces to be in.
We need to complement one another
to reach the desired objective of a
professionalised public sector.
Let us not be myopic in our service to
the people – we all can do our part.
get them more involved in the business advancing in our different
fields of expertise and let them take charge of the challenges they
face as the youth.
We have hosted similar engagements in Limpopo, the Eastern
Cape and KwaZulu-Natal and plan on relaunching our African
countries chapters. We will be relaunching our Swaziland branch
in August which promises to be the right step for the future and
growth of our institute.
Is the world of finance and auditing welcoming to young people?
There is a saturation of finance professionals in the private sector
which inadvertently creates the challenge of employability in the
private sector. This however has opened the space within the public
sector and all its opportunities hence, making it more attractive to
PUBLIC SERVANT IN LOCAL GOVERNMENT
DR EMMANUEL NGCOBO
Current
- President of the Chartered Institute of Government Finance,
Audit & Risk Officers (CIGFARO)
- Chairperson of the Centre for Municipal Asset
Management (CMAM-SA)
- Chairperson of the Advisory Board for the Durban
University of Technology (School of Public Management
and Economics)
What are your priorities for your term of office?
The resuscitation of our nine provincial branches and giving priority
to the youth. I have a huge passion for our future leaders and as an
institution if we are to remain effective we must be able to impact
future leaders and craft a new calibre of professional public servants.
We need to mould and prepare them for the future. They need to be
exposed and well-equipped to handle the future.
CIGFARO Free State is holding a Young Professionals Summit
with a focus on interns: is that something that CIGFARO
does regularly?
Yes, our Young Professionals Summit is an annual event that is
hosted in our various branches across the country. In addition to this
summit, we have recently started a Youth in Leadership Forum with
hopes of bringing all the young people in our institute together and
Sector contribution
Dr Ngcobo has published several articles about the local
government sphere and is a frequent subject matter
presenter at government finance and asset management
conferences worldwide.
Written books
- The Road to the CFO Position
- Practice Guide to Foster Excellence in Municipal
Asset Management
- Building a Sustainable Local Government Revenue Model
- The Essentials of Municipal Asset Management
- Auditing Municipal Asset Management Guide [Currently
in progress]
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local government
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PERSONAL MOTTO
“Serve people wholeheartedly and people will elevate you to
serve more people.”
young graduates. So it is now not so difficult to persuade young
professionals to take up careers in public finance and auditing.
The finance field is perceived to be professional due to being
mainly office-based with a formal dress code. What we stand for goes
beyond this limited perspective of professionalism. CIGFARO stands
to inculcate a culture of professional conduct in its members and the
public finance sector, setting a higher standard than that associated
with government, ensuring adherence to the applicable laws and
regulations. Professional conduct further means that practice leads
to ethical behaviour as the set rules and organisational processes are
respected.
Why are so few municipalities achieving clean audits?
There are many complex factors in a municipal environment that
largely contribute to this, for example the political environment
that is constantly changing which affects administration as well as
factors like minimal focus or priority placed on proper oversight.
Rebuilding South Africa requires every person to do their part
professionally, be innovative in their space and strive to do all things
excellently. Excellence will ensure that all can live in a prosperous
country now and for future generations. No-one is insignificant in
their role, and all can contribute towards building a better, stronger
and more beautiful nation. So let us not be myopic in our service to
the people – we all can do our part.
Is it possible to change this scenario? If so, how?
The possibility of change is always present, it is just a matter of how
much we are willing to change. So, to answer this let me start by
saying this, Yes it is possible!
As government financial resources are continually depleted and
must be spread across more items due to several factors and effects,
this opens an opportunity for all of us to be innovative within the
environment that we are in. This is the time when we throw away the
same-as-last-time (SALT) approach. We cannot be doing the same
thing and expect a different outcome, therefore innovation is vital to
improve the standard of governance and service delivery.
What can I do differently to accomplish more results for my
municipality or department with the same, if not less, resources
I have? We have been given the powerful tool of thought, where
you allow yourself to distance yourself from everything else and
think of how to improve where you are. You will be surprised at the
potential outcomes and how we can implement transformational
systems and strategies.
How important are the various indabas, seminars and
conferences that you hold?
The public sector sphere, especially local government institutions
are perceived to be a space of inability and incompetence.
CIGFARO intends to break this status quo with through the
various initiatives we host, thus being an important part of
professionalising and transforming the public sector. The
intentions of strategic alliances, be they local or international,
remain clear. We need to collaborate and not compete with one
another. We need to complement one
another to reach the desired
objective of a professionalised
public sector. This works best
when there is a shared drive
to see constructive and
positive change. Therefore,
there must be an integrated
approach and commitment
to work together to achieve
this important task so
that our beautiful country
can flourish, and the next
generation can have a brighter
future. It’s a responsibility we
must all take ownership of.
Our 95th anniversary
celebrations will include direct
engagements with international
partners such as the
Government Finance
Association of the
USA and Canada
(GFOA) and the
Chartered Institute
of Public Finance
Accountancy of the
UK (CIPFA). S
Emmanuel Ngcobo,
President of CIGFARO.

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women
Women power in parliament
President Cyril Ramaphosa announced the new members of the National Executive for the seventh administration in June
2024, which includes all the parties to the Government of National Unity. Meet the women who serve our nation.
WOMEN IN THE NEW NATIONAL EXECUTIVE
Acting President and Minister of Defence
and Military Veterans, Angie Motshekga.
Deputy Minister of Agriculture,
Rosemary Nokuzola Capa.
Minister of Basic Education,
Siviwe Gwarube.
Deputy Minister of Basic Education,
Reginah Mhaule.
Deputy Minister of Electricity and
Energy, Samantha Graham.
Deputy Minister of Science, Technology
and Innovation, Nomalungelo Gina.
Minister of Employment and Labour,
Nomakhosazana Meth.
Deputy Minister of Employment and
Labour, Phumzile Mgcina.
Deputy Minister of Forestry, Fisheries and
the Environment, Bernice Swarts.
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women
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Minister of Higher Education,
Nobuhle Nkabane.
Deputy Minister of Higher Education,
Mimmy Gondwe.
Minister of Human Settlements,
Mmamoloko Kubayi.
Deputy Minister of Human Settlements,
Tandi Mahambehlala.
Deputy Minister of International Relations
and Cooperation, Tandi Moraka.
Minister of Justice and Constitutional
Development, Thembi Nkadimeng.
Deputy Minister of Mineral and Petroleum
Resources, Judith Nemadzinga‐Tshabalala.
Minister of Planning, Monitoring and
Evaluation, Maropene Ramokgopa.
Deputy Minister of Police, Polly Boshielo.
South Africa celebrates Women’s Month in August to honour the more than 20 000 women who marched to the
Union Buildings on 9 August 1956 in protest against the extension of pass laws to women.
Service magazine | 15

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women
Minister in the Presidency,
Khumbudzo Ntshavheni.
Deputy Minister in the Presidency,
Nonceba Mhlauli.
Deputy Minister of Public Service and
Administration, Pinky Kekana.
Minister of Small Business Development,
Stella Ndabeni-Abrahams.
Deputy Minister of Small Business
Development, Jane Sithole.
Minister of Social Development,
Sisisi Tolashe.
Deputy Minister of Sport, Arts and
Culture, Peace Mabe.
Minister of Tourism, Patricia De Lille.
Deputy Minister of Tourism,
Maggie Sotyu.
Minister of Transport, Barbara Creecy.
Minister of Water and Sanitation,
Pemmy Majodina.
Minister of Women, Youth and Persons
with Disabilities, Sindisiwe Chikunga.

women
S
Deputy Minister of Women, Youth and
Persons with Disabilities, Mmapaseka
Steve Letsike.
PUBLIC PROCUREMENT BILL TO REDRESS EXCLUSION OF WOMEN
Women, Youth and Persons with Disabilities Minister, Sindisiwe Chikunga, says the Public
Procurement Bill provides the department with an opportunity to advocate and mainstream
tangible models and interventions to redress the ongoing socio-economic exclusion of
women, youth and persons with disabilities.
Chikunga commended the significant efforts by President Cyril Ramaphosa after signing
into law the Public Procurement Bill in July, which aims to create a single framework that
regulates public procurement, including preferential procurement, by all organs of state,
with the necessary efficiency, cost-effectiveness and integrity.
“As a department, we will be bringing forward tangible interventions through which this
legislation will serve to redress the longstanding and ongoing socio-economic exclusion
of women, youth and persons with disabilities,” Chikunga said.
Addressing a dialogue on Women, Democracy and Leadership in South Africa at the
University of South Africa (UNISA), Chikunga also commended President Ramaphosa,
as the Chairperson of the African Union in 2020, for putting forward a number of
recommendations for the advancement of women on the continent, which have been
adopted by AU Heads of State.
Increase in support for women entrepreneurs
Chikunga also acknowledged a surge in the establishment, growth and support of womenowned
businesses in key sectors, including energy, tourism, agriculture, the ocean
economy and manufacturing. According to the most recent Mastercard Index of Women
Entrepreneurs (MIWE), South Africa ranks as the second-highest country in Africa in terms
of its proportion of women-owned businesses and the formal support available for women
entrepreneurs. The Global Entrepreneurship Monitor (GEM) Women’s Entrepreneurship
Report also revealed that women in countries like South Africa are among the most
innovative and high-growth entrepreneurs in the world.
Deputy Minister of Correctional Services,
Lindiwe Ntshalintshali.
THE GOVERNMENT OF NATIONAL UNITY
The 11 parties to the GNU include the
ANC, Democratic Alliance, Patriotic
Alliance, Inkatha Freedom Party, Good
Party, Pan Africanist Congress of Azania,
Freedom Front Plus, United Democratic
Movement, Al Jama-ah, Rise Mzansi
and the United Africans Transformation.
The president said given the challenges
that the country faces and considering
the electoral mandate this government
must implement; he has decided to
make certain changes to the national
government portfolios. In the course
of the sixth democratic administration,
we indicated our intention to reduce
the number of portfolios in the National
Executive. However, due to the need
to ensure that the National Executive
is inclusive of all the parties to the
Government of National Unity, this has
not been possible.
“In some instances, we have
considered it necessary to separate
certain portfolios to ensure that there
is sufficient focus on key issues,”
Ramaphosa said at the Union Buildings
in Pretoria.
Credit: SAnews.gov.za
Women economic advancement in the continent
Chikunga further underscored the importance of the adoption of the Decade for African
Women’s Financial Inclusion and Gender Equality, 2020-2030.
“This is a critical initiative for the women of Africa, given that the lack of access to
finances hinders their socio-economic progress and thwarts their ability to have ownership
and control over resources such as land, businesses and property,” Chikunga said.
She added that women’s access to markets continues to be a challenge for women on
the continent, especially access to trade and global markets. The minister argued that the
African Continental Free Trade Area Agreement (AfCFTA) will open doors for global trade
and markets for women, and “this is of huge importance to the women in South Africa to
leverage on the opportunities this AfCTA promises for the economic empowerment and
wealth creation for women in Africa”.
“Africa must be Africa’s biggest trading partner and demand for products across the
continent offers African women the opportunity to be suppliers to this demand. Joint
initiatives of pooling resources in this regard will help grow women businesses, provide
the necessary skills and training required for this, and open markets and export trade
opportunities,” Chikunga said. S

S
women
Entrepreneurship can be used to
lift more women out of
poverty, says president
President Cyril Ramaphosa has emphasised that through stronger collaboration between government and business, along
with the backing of labour and civil society, entrepreneurship can be a powerful tool to lift more women out of poverty.
PPresident Ramaphosa said the private sector is playing an important
role in guiding these entrepreneurship journeys through startup
incubators, women entrepreneurship awards and programmes
such as the Youth Employment Service. With the help of the Social
Employment Fund and others, government is enabling women
entrepreneurs to employ workers and provide mentorship to trainees.
“There is much more that the private sector can do. Access to
financial resources, including credit lines, is vital to the viability of
women-owned businesses.
“Another important area is access to tools of financial inclusion
like bank accounts and mobile money and payment technologies. It
will be critical to broaden the reach of financial services to include
women in the informal sector and in rural areas. Empowering
women contributes to thriving economies, spurs productivity and
boosts economic growth,” President Ramaphosa said.
On Women’s Day, the country commemorated the Women’s March
to the Union Buildings on 9 August 1956. This historic protest by
more than 20 000 South African women was a response to the cruel
and dehumanising practices of the apartheid regime.
Thirty years into democracy, the president highlighted that
government has made impressive strides in advancing gender
equality across society; however, we still have a long way to go in
broadening women’s economic participation. This is borne out by
a recently published Gallup study titled Gender Power in Africa. The
report analyses the disparities and imbalances that shape the lives of
women in five African countries, including South Africa.
South Africa ranks the highest of the countries surveyed with
respect to the rate of female participation in political decisionmaking,
low rates of child marriage and the participation and
completion rates of girls in primary and secondary education.
However, of the countries surveyed, South Africa has the highest
rate of unemployed women and women not in the workforce. The
percentage of South African women considered to be self-employed
or entrepreneurs is the lowest, at 5%.
“In this respect, we lag the rest of the continent. According to the
World Economic Forum, women constitute 58% of self-employed
people across Africa.
“In a country such as ours, with a high unemployment rate,
entrepreneurship is an important tool to empower more women
and broaden their participation in the economy. This includes in
the informal sector, which accounts for 18% of total employment in
the country,” the president said.
Through its various departments and entities, the president
highlighted that the state provides financial support to women to enable
them to start their own businesses and to sustain existing businesses.
Women-owned businesses are also able to access training in
business and project management, IT and other skills.
“We have set a target to allocate at least 40% of public
procurement spend to women-owned businesses. In 2021, we
launched a Women’s Economic Assembly to enable women-owned
enterprises to participate in local industry value chains. Since its
inception this programme has yielded promising results in several
key economic sectors, notably the automotive sector,” he said.
He further highlighted that government is striving to expand
women’s access to economic activity through land ownership,
enabling female farmers to own land through the state’s land
redistribution programme and supporting them with equipment
and other agricultural inputs.
“From citrus farmers in the North West, cooperatives making
affordable school furniture in KwaZulu-Natal, to cosmetics
companies and tech startups in the Western Cape, womenowned
enterprises all across the country are benefiting from
an integrated approach to supporting small businesses,” the
president said. S
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skills
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PSETA’s skills development for the
public sector
The Public Service Sector Education and Training Authority (PSETA) is a cornerstone of South Africa’s skills development
framework, particularly for the public sector.
E
Established under the Skills Development Act, PSETA’s mission is
to enhance the capabilities of the public sector workforce through
targeted education and training initiatives. These initiatives are
crucial for ensuring public service employees have the skills to deliver
effective and efficient services to the South African population.
The role of PSETA in public sector capacity-building
PSETA’s mandate is to address skills gaps within the public sector by
developing and implementing training programmes that align with
the sector’s strategic objectives. This involves identifying critical skills
needed to improve service delivery and ensuring public servants
have access to quality education and training opportunities. The goal
is to create a professional and responsive public service capable of
meeting the challenges of governance and service delivery.
PSETA collaborates with various government departments, public
entities and stakeholders to fulfil its mandate to develop relevant
and impactful skills programmes. The organisation conducts
extensive research to identify the specific skills needs of the public
sector, which informs the development of occupational qualifications
and learning programmes. These programmes aim to build capacity
across all levels of the public service, from entry-level positions to
senior management.
Strategic priorities and focus areas
One of PSETA’s key strategic priorities is enhancing the quality
of education and training within the public sector. This involves
developing new qualifications and ensuring existing programmes
align with the sector’s evolving needs. PSETA is committed to
continuous improvement of education and training standards
through rigorous quality assurance processes and the accreditation
of training providers.
PSETA also emphasises the importance of workplace-based
learning. Recognising that practical, on-the-job training is crucial for
applying theoretical knowledge effectively, PSETA supports various
forms of workplace learning, including internships, learnerships
and apprenticeships. These programmes provide public service
employees with hands-on experience essential for their professional
development and career advancement.
Additionally, PSETA focuses on leadership and management
development. Effective leadership is vital for driving public sector
performance, and PSETA has developed specialised programmes
to enhance the leadership capabilities of senior public servants.
These programmes emphasise strategic management skills, ethical
leadership and fostering a culture of continuous learning within
public service.
Funding challenges and their impact
One of the most significant challenges PSETA faces is funding.
Unlike other Sector Education and Training Authorities (SETAs),
which receive a 1% payroll levy from employers in their respective
sectors, PSETA does not receive this from government departments.
This lack of direct funding severely limits PSETA’s ability to
implement and expand its skills development initiatives.
Without the levy, PSETA relies heavily on allocations from
the National Treasury, National Skills Fund and other funding
mechanisms that are often insufficient. This financial constraint
impacts PSETA’s ability to reach its full potential in addressing the
skills gaps within the public sector. The limited funding affects the
scale and scope of training programmes that PSETA can offer,
particularly in critical areas such as ICT, financial management and
project management.
The funding challenge exacerbates the difficulty of making
training programmes accessible to all public servants, especially
those in rural and under-resourced areas. Expanding PSETA’s reach
through online learning platforms and partnerships with local
training providers is essential, but financial limitations often hinder
these efforts.
Collaboration and outlook
The organisation recognises the importance of collaboration and
works closely with other SETAs, government departments, public
sector unions and academic institutions to align its programmes with
national priorities and the specific needs of the public sector.
Addressing the funding challenges will be crucial for PSETA
to carry out its mandate effectively. Securing more consistent and
reliable funding sources, potentially through policy, adjustments
or increased support from government departments could enable
PSETA to expand its programmes and significantly impact public
sector capacity-building. As PSETA continues to navigate these
challenges, its commitment to improving public sector skills
development remains unwavering, positioning it as a vital player in
the ongoing transformation of South Africa’s public service. S
Service magazine | 19

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education
Transforming the education
ecosystem in South Africa
South Africa’s shared vision for education should be to “improve the quality of life of all citizens and free the potential of
each person” – a statement directly from the preamble of our Constitution, said Mary Metcalfe, professor of practice at the
University of Johannesburg, in her keynote address at the Trialogue Business in Society Conference.
WWith more than 50 years of experience working in education, Metcalfe began her talk by reviewing basic education and said a
Metcalfe reminded delegates that young people are not accessing disproportionate amount of money was being spent on grades 10
their potential, and we need to do better to deliver the change that to 12 when “the immediately recognisable right to basic education”
is necessary in the sector. She says that companies and non-profit from Grade R to Grade 9 needed to be prioritised. “Constitutionally,
organisations need to make every cent count as they operate in a this is immediate – we can’t say ‘We’ll get there’,” said Metcalfe,
resource-constrained environment in which the triple ills of poverty, drawing attention to recent court cases about pit latrines, access to
unemployment and inequality are not being addressed.
textbooks and others.
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education
S
The challenge is to work where it’s
not easy to work.
The provinces in the country that experience the greatest
inequality are the least likely to receive support and yet this is where
the bulk of pupils are. “Learners in Limpopo, KwaZulu-Natal,
Mpumalanga and the Eastern Cape are in conditions of poverty, but
we don’t invest to undo inequality. The challenge is to work where it’s
not easy to work,” Melcalfe said. “We must also address issues such
as high failure and dropout rates. The Zero Dropout campaign is
already doing good work in this area.”
Metcalfe said that corporate giving should examine the
phenomenon of “vanity projects”, since there are simply insufficient
resources for these. Instead, companies need to ask of their projects:
“What will I learn from this approach that will assist my partners and
government to address inequality inefficiencies and poor quality?”
Metcalfe’s recommendations for this sector include:
• Commit to a rigorous, evidence-based approach to learning
what “works”.
• Understand impact, scale and replicability.
• Pursue designs that are replicable on cost structures that are
sustainable within available resources.
• Locate responsibility where it must be maintained to sustain
change.
• Build technical capacity.
• Share learning by connecting and collaborating.
• Invest in the capacity of the instructional core for sustainability.
EARLY CHILDHOOD DEVELOPMENT
Metcalfe said early childhood education centres did not provide
early childhood development (ECD), which begins at conception
and involves issues of maternal health, child hunger, malnutrition,
stunting, caregiving and safety and protection.
“The Department of Basic Education does not fund early
childhood education centres – instead, the government provides
a subsidy of R17 a day to the most vulnerable children in each
centre. These centres are primarily funded by communities, so
corporates should consider funding this crucial area. SmartStart,
for example, takes a fee from the community to provide an early
learning environment.”
Metcalfe’s recommendations for this sector include:
• Support system learning to build replicable models.
• Support capacity building.
• Support private sector coordination.
• Support NPOs that back the development and sustainability of
community-based centres on evidence-informed strategies.
Metcalfe called for better coordination in the sector. “We need to
support collaborative learning initiatives, so we do not duplicate our
efforts, and we have to build on what works,” she said.
Although Metcalfe decried vanity projects, she said we
sometimes need “starfish” projects from which to learn, but when
collaborating we must ask if we have listened and co-designed. “We
need the courage to fund replicable models and capacity in the
system,” she concluded. S
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skills
The skills revolution
Excerpts of the address made by the Minister of Higher Education and Training, Dr Nobuhle Nkabane, at the National Council
of Provinces 2024 Policy Debate.
T
The Department of Higher Education and Training has its footprint
in all provinces through our institutions of higher learning consisting
of public universities; TVET colleges and Community Education
and Training colleges as well as SETAs aiming to develop a skilled
and capable workforce to support the economic growth path.
In this current financial year, our work will be supported by a
budget amounting to R137.5-billion, with an annual average increase
of 4.8% from R130.5-billion in 2023/2024 to R150.2-billion in
2026/2027.
Through our District Development Model, we aim to promote
integrated planning and coordination for sustainable development.
We will therefore continue to collaborate with Offices of the
Premier to ensure that all our skills and training interventions
provided through our institutions respond to provincial economic
development and industry demands within specific districts.
We are working hard to address the current inefficiencies at
National Student Financial Aid Scheme (NSFAS). However, we
must also celebrate the successes of the scheme. From its humble
beginnings in the early 1990s, NSFAS has grown from a budget of
R33-million in 1991 serving 7 240 students to about R47.6-billion in
2023 supporting 1.1-million students.
Since its inception, NSFAS has supported more than five-million
beneficiaries, producing thousands of skilled professionals and the
Minister of Higher Education and Training, Dr Nobuhle Nkabane.
The Department of Higher Education
and Training has its footprint in all
provinces through our
institutions of higher learning.
middle class, especially from within the poor and working-class
sections of our society.
At a basic level, NSFAS represents the government’s deliberate
intervention to broaden access to those sections of our communities
who had no access to post-school education and training. Certainly,
this is one of the most important achievements of this government
over the past 30 years of our democracy.
Earlier this year, we committed a R3.8-billion initial capitalisation
fund to support “missing middle” students effective this financial
year. This is the category of students who come from families with a
total income of between R350 000 and R600 000 per annum. At least
31 884 prospective learners stand to benefit from this investment.
As we gradually implement the Comprehensive Funding Model,
we will continue to work with all funding stakeholders to ensure that
multiple bursary schemes are consolidated.
We remain resolute to change the size and shape of our Post
Secondary Education and Training system, particularly to expand
the college sector. The National Plan for Post-School Education and
Training directs that we should drastically increase intake in TVET
and Community Education and Training colleges. We are therefore
targeting one-million enrolments in Community Education and
Training colleges and 2.5-million in TVET colleges by 2030.
Equally, we will continue to diversify our public universities based
on their strengths and the needs of the communities in which they
are located by targeting 1.6-million enrolments by 2030.
We are investing in research and development and advancing
in the skills revolution to identify emerging skills gaps and trends
in the labour market to ensure our artisans are equipped with
relevant skills for the job market. It remains our target to produce
30 000 artisans per annum. In this regard, in 2022/2023 we
produced 19 461 artisans – and our target for 2024/2025 is to
produce 26 500 artisans.
The placement of unemployed TVET graduates into workintegrated
learning opportunities remains one of our priorities.
With support from the SETAs, we encourage our colleges to
seek placement opportunities with both public and private sector
institutions and with nongovernmental organisations.
The Centres of Specialisation at public TVET colleges have
increased from 26 in 2019 to 53 in 2024. We have so far invested
R238-million to upgrade the infrastructure at these centres. These
22 | Service magazine

skills
S
centres play a critical role in producing more artisans required to
grow our economy.
In the current financial year our total investment in infrastructure
is R4.3-billion. We have completed the feasibility studies for the
establishment of the University of Science and Innovation in
Ekurhuleni and the University of Policing and Crime Detection in
Hammanskraal. We intend to commence the construction of these
two new universities in 2025. Furthermore, we have concluded a
feasibility study for the establishment of a campus for the Tshwane
University of Technology.
The Imbali precinct led by the Durban University of Technology
is taking shape with targeted completion of the engineering building
in the current financial year. Lastly, planning for the Ulundi Campus
of the University of Zululand is also at an advanced stage.
We are building and refurbishing our TVET colleges with modern
facilities, updating the curriculum to align with industry needs and
fostering partnerships with industry and business. We have increased
our financial investment in TVET college education by allocating
R2.6-billion to build 12 new college campuses. We have further
identified 10 TVET colleges which have been allocated funding for
improved ICT infrastructure in the current financial year.
Student accommodation has also received added attention in the
last five years to increase access, success and safety for students. In
this regard, the planning of new student accommodation in seven
institutions including TVET colleges is at an advanced stage.
We have also commenced the planning for the construction of
Community Education and Training colleges and allocated R1-billion
over three years for this commitment. S
CHIETA BACKS MINISTER IN SKILLS DEVELOPMENT
The Chemical Industries Education and Training Authority (CHIETA) welcomes the commitment to skills development by
South Africa’s new Minister of Higher Education and Training, Dr Nobuhle Pamela Nkabane, in her Budget Vote speech.
“As CHIETA, we look forward to working with the Minister to create
sustainable livelihoods, help create jobs, and alleviate poverty
in South Africa. We are determined to provide South Africa with
the skills needed to address unemployment,” says CHIETA CEO,
Yershen Pillay. “We are inspired by her vision for the higher
education and training sector, which aims to empower graduates
to contribute to skills development while enabling the government
to make informed decisions to tackle the country’s socio-economic
challenges,” Pillay adds.
CHIETA also welcomes Dr Mimmy Gondwe’s appointment and
Buti Manamela’s reappointment as deputy ministers of higher
education and training, respectively.
Pillay says CHIETA is aligned to the Minister’s vision of leading postschool
education and training which is more integrated, coordinated
and articulated for improved economic participation and social
development of youth and adults.
Pillay adds that CHIETA has taken a significant step towards
bridging the digital skills gap by inaugurating the Modjadjiskloof
Smart Skills Centre at the Letaba TVET College, Modjadi Campus
in July. This cutting-edge facility is set to empower youth, particularly
in rural areas, with essential digital skills and training relevant to the
Fourth Industrial Revolution (4IR).
“As CHIETA, we are committed to taking Smart Skills centres to
rural areas to ensure nobody is left behind in the digital space,” says
Pillay. It brings to six the number of Smart Skills Centres opened in rural
South Africa by CHIETA since October 2022, with the first in Saldanha
Bay, followed by hi-tech centres in six provinces, the Eastern Cape,
KwaZulu-Natal, Mpumalanga, North West and now Modjadjiskloof.
“The opening of the Modjadjiskloof Smart Skills Centre is a
landmark achievement in our mission to bridge the digital divide.
Equipping our youth with essential digital skills is crucial for thriving
in today’s job market,” Pillay concludes.
CHIETA CEO, Yershen Pillay.
Service magazine | 23

S
education
Education with heart
Octomate Education offers education and training in South Africa, always putting its clients at the heart of its business.
O
Octomate delivers well-prepared, user-friendly, well-compiled and
simplified learner guides and assessment tools. The guides have
been prepared and checked by subject matter experts.
Registered subject matter experts deliver our programmes. These
facilitators are experienced, energetic and inspired academics.
Octomate prides itself on its well-motivated staff, experienced
personnel and facilitators who have the interests of the learners
at heart. Our administrators are well-equipped to deliver efficient
advice in insurance training. Our interactions are underpinned by
quality training materials, efficient delivery, effective administration
and well-trained personnel.
The essence of skills development is in equipping a person to
become better, see opportunities, meet the needs of the community
and proactively promote social and economic growth. We use the
best assessment tools that help the students face any challenge
that confronts them in the workplace, remain confident and
motivated and produce a solution. Octomate supports excellence,
professionalism, growth, love and respect for all.
Opportunity. The needs around us are our opportunities. We can
meet and exceed the expectations of our clients.
Progress. We move our stakeholders a step forward.
Octomate is accredited with INSETA (Accreditation Number
130220), Services Seta (Accreditation Number: 13131), QCTO
(Accreditation Number: SDP1220/17/00326), LGSETA (LGRS
Accreditation-1002-211138242), MICT SETA (LPA/2020/03/326),
BANKSETA (BANK-Octom210224), Services SETA (1313107-
QCTO/SD) and AAT (ORG20199250) a recognised CPD provider
with the FPI: Number 160322.
OUR VALUES
Distinction. We are separated from the rest. We pull our partners
to the arena of distinction. We are
agents of affirmative change.
Excellence. Every action is motivated
by the brilliance and supremacy
in providing quality service to our
clientele.
Passion. We are determined to witness
the growth and great influence in our
processes and relations that promote
skills development, through our
strong desire for development.
Innovation. We influence revolution
and modernisation which reflects
goodwill, charm, favour and beauty
to our clients and stakeholders.
Leadership. We operate in a
non-discriminatory environment
concerning ethnicity, gender, age,
disability, social class and race.
24 | Service magazine

education
S
WHAT WE DO
• In-depth training experience.
• Knowledgeable and experienced facilitators.
• Simplified, current, tried-and-tested training materials.
• Tailor-made flexible programmes.
• High pass rate capacity for nationwide delivery.
• Complimentary learner support services.
OUR PROGRAMMES
School of Banking, Insurance and Finance
NC: Wealth Management NQF Level 5
FETC: Wealth Management NQF Level 4
FETC: Short-Term Insurance NQF Level 4
NC: Short-Term Insurance NQF Level 5
FETC: Long-Term Insurance NQF Level 4
FETC: Retail Insurance NQF Level 4
OC: Insurance Agent – Insurance Underwriter NQF Level 5
NC: Banking NQF Level 3
NC: Banking NQF Level 4
FETC: Banking NQF Level 4
FETC: Micro Finance NQF Level 3
NC: Micro Finance NQF Level 3
NC: Banking Services Advice NQF Level 5
NC: Financial Markets and Instruments NQF Level 6
NC: Generic Management NQF Level 5
Regulatory examinations
• RE1
• RE3
• RE5
• Class of Business (COB)
• Continuous Professional Development (CPD)
School of Services and Governance
• FETC: Project Management NQF Level 4
• FETC: Generic Management NQF Level 4
• NC: Management NQF Level 3
• NC: New Venture Creation (SMME) NQF Level 2
Octomate prides itself on
its well-motivated staff,
experienced personnel and
facilitators who have the
interests of the learners at heart.
AT (SA)
• Certificate: Accounting Technician NQF Level 3
• FETC: Accounting Technician NQF Level 4
• Certificate: Accounting NQF Level 5
• Certificate Accounting Technician: Public Sector NQF Level
• FETC: Accounting Technician: Public Sector NQF Level 4
• Certificate: Accounting Public Sector NQF Level 5
• Certificate: Local Government Accounting NQF Level 3
• FETC: Local Government Accounting NQF Level 4 S
ENROL WITH US
Our social media pages
@octomateeducation2294
Octumateinsuranceconsultancy
@OctomatePtyLtd
@octomateinsuranceconsultancy
Visit us
www.octomate.co.za
61A George Road, Glen Austin Midrand, Gauteng, 1685
South Africa
Contact us
+27 11 238 7095
info@octomate.co.za
+27 81 463 5337
School of
Agriculture
• NC: Plant Production NQF Level 2
• NC: Agri Trade Process NQF Level 2
• NC: Animal Production NQF Level 3
• NC: Mixed Farming Systems NQF Level 1
• NC: Mixed Farming Systems NQF Level 2
School of ICT
• NC: Business Analysis NQF Level 6
• NC: Information and Communications Technology
(ICT) Software Testing NQF Level 5
• NC: Information Technology (Systems Development)
NQF Level 5
• NC: Business Analysis Support Practice NQF Level 5
• FETC: Information Technology: Systems
Development NQF Level 4
Service magazine | 25

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S
economy
Fixing municipalities and their
crumbling infrastructure
A centrepiece of President Ramaphosa’s plan to grow the economy and create jobs involves targeting reforms to municipalities
around the country.
By Ray Mahlaka
TThe seventh government administration, underpinned by a
Government of National Unity of which 10 political parties are
members, will focus on fixing municipalities so that they can “achieve
rapid, inclusive growth” , Ramaphosa announced at the Opening of
Parliament, 2024.
“Growth happens at a local level, where people live and work. Our
municipalities must become both the providers of social services
and facilitators of inclusive economic growth. They must work to
attract investment.”
Ramaphosa said targeting municipalities and fixing them
can “encourage businesses to expand and create more jobs in
municipal areas. Investors are attracted to areas with reliable and
modern infrastructure.”
The government has struggled to get infrastructure projects
off the ground because of a lack of capacity. There have not been
enough engineers and project managers in local government and
provinces to initiate and manage projects. This has led to South
Africa having few or no new infrastructure projects to fund or
showcase to private sector investors, who also want to put money
into such projects through partnerships with the government.
INFRASTRUCTURE STRUCTURAL REFORMS
Ramaphosa might be successful this time in getting the government
to execute infrastructure projects. The difference is that he has
enlisted the help of the National Treasury, government officials in
other departments and the private sector. By doing so, Ramaphosa
has found refuge in Operation Vulindlela, which is targeting fixing
local government on its next list of priority reforms.
Operation Vulindlela is a joint initiative between the Presidency
and the National Treasury that sought to support and motivate
government departments to change the fabric of the economy by
implementing several pro-growth and investment reforms.
Operation Vulindlela lobbied for reforms that would reduce the
cost of doing business in South Africa and promote productivity
and competition by increasing the role of the private sector in all
areas, including energy, telecommunications and logistics to lessen
28 | Service magazine

economy
S
Our municipalities must become both
the providers of social services and
facilitators of
inclusive economic growth.
the state’s power over the economy. Since its inception in October
2020, it has notched up some wins.
After 18 years of inaction, digital spectrum was auctioned,
regulatory changes were made to open up the electricity market
to renewable energy sources and the backlog for water-use licence
applications was cleared.
Ramaphosa said the next phase of Operation Vulindlela would
focus on local government and improving the delivery of basic
services, mainly infrastructure projects.
“Operation Vulindlela will focus on reforming the local government
system and improving the delivery of basic services and harnessing
digital public infrastructure as a driver of growth and inclusion.
“It will also focus on accelerating the release of public land for
social housing and redirecting our housing policy to enable people to
find affordable homes in areas of their choice,” he said.
ECONOMIC GROWTH
If Operation Vulindlela successfully reforms municipalities and the
government delivers on its infrastructure promises, South Africa’s
economic growth could improve over the next five years.
The Bureau for Economic Research’s model predicts that South
Africa’s economy is expected to grow at a baseline average of just
under 2% in the next five years. However, growth could increase to
3.5% by 2029 if Operation Vulindlela reforms are further accelerated.
The biggest contributor would be investment, particularly by the
private sector, as confidence rebounded.
Getting growth of more than 2% will also require South Africa to
permanently end the electricity crisis and improve the rail and port
network, operated by the state-owned transport group Transnet.
On energy, Ramaphosa said the government would lean on
renewable energy projects to improve South Africa’s energy security
profile. He said the country had a pipeline of renewable energy
projects, “representing over 22 500 megawatts of new generating
capacity” – enough power to electrify more than five-million homes
a day.
Investments of more than R400-billion were required over the
next 10 years to expand the country’s electricity infrastructure,
which would then be able to transmit to the grid the electricity
procured from renewable energy sources. This investment was
expected to come from the private sector.
Transnet is embracing the private sector as a partner to fix its
rail and port network. This is important as the ANC has long
been distrustful of the private sector and pushed for policies that
exerted state control over the economy.
Service magazine | 29

S
economy
GOVERNMENT FOCUS
As part of ongoing efforts to create an enabling environment for
sustainable and inclusive growth, government will continue to focus
on stabilising debt and debt-service costs, investing in infrastructure,
as well as continuing to support the most vulnerable households.
“Our strategy for addressing the enormous challenges of
accelerating growth, creating jobs and reducing poverty relies
on a clear and stable macroeconomic framework, implementing
structural reforms and investing in infrastructure,” says National
Treasury Director-General (DG), Duncan Pieterse.
Pieterse says National Treasury believes these elements are crucial
for boosting growth, enhancing inclusivity and setting the economy
on a more sustainable trajectory.
“These efforts will also generate more fiscal space by increasing
revenue, enabling private sector participation, lead to more
productive public spending on infrastructure and create a virtuous
cycle that supports inclusive economic growth,” he says.
Operation Vulindlela has taught us
new ways of working to implement
reforms quickly and collaboratively
with public and private actors.
The DG was reflecting on South Africa’s economic landscape
from the perspective of the National Treasury during the Bureau
for Economic Research (BER) conference, which was held in
Johannesburg in July.
The BER conference delved into the rich tapestry of South Africa’s
economic history, drawing from seven decades of survey data.
Since its inception, the BER has been a stalwart in providing
critical primary data, economic insights and forecasts, which play
a pivotal role in shaping economic discourse and policy decisions.
Government intends to continue with its progress on the
implementation of structural reforms to improve productivity and
the competitiveness of the economy.
These reforms make it easier and cheaper for businesses to
operate and invest in South Africa, employ people and support a
growth in government revenue.
“Historically, we have seen strong linkages between microeconomic
developments like energy provision and logistical capability and overall
growth outcomes. We have witnessed declines in total factor productivity,
which encompasses innovation, technological improvements and more
because of these binding constraints to growth.
“To address this, our economic policy has been geared to directly
tackle the microeconomic roots of the growth slowdown, particularly
focusing on the drivers of productivity decline.
“Network industries like electricity, rail and telecommunications
are a primary concern, as productivity shocks within these industries
have significantly impacted the rest of the economy,” Pieterse says.
Courtesy of Daily Maverick
30 | Service magazine

economy
S
Estimates suggest that around 35% of the growth slowdown from
2007 to 2021 can be attributed to these network industries or the
utilities sector.
“By the end of phase I of Operation Vulindlela, 94% of reforms
were either complete or progressing well. And by our estimates,
these reforms have generated investment potential of R500-billion.
You will all be aware of the BER’s own estimates that confirm the
large impact that these reforms can have on investment and Gross
Domestic Product over time.
“Unlocking investment through reforms in the electricity sector
is important to end loadshedding and achieve energy security and
will be the main driver of economic growth in the decade to come,”
he says.
Similarly, reforms in the logistics sector, which Phase 1 of Operation
Vulindlela has pioneered, will enable greater investment in the
rehabilitation of the rail network as well as in rolling stock, as we
implement the freight logistics roadmap that will fundamentally change
our logistics sector over time.
“We have also implemented reforms in the telecommunications
sector to increase network speed and quality, expand broadband
access and reduce costs.
“In addition, this first phase of Operation Vulindlela has
taught us new ways of working to implement reforms quickly and
collaboratively with public and private actors.
“As we move into Operation Vulindlela Phase II, a second wave
of reform, it is important that we maintain the momentum already
developed across the five key sectors identified in the first phase to
realise their full impact as well as to look into new areas that will
drive growth going forward,” he says.
to enable the private sector to co-invest in public infrastructure,”
Pieterse says.
These include the Public-Private Partnerships (PPPs) regulations,
changes to the Budget Facility for Infrastructure, accelerating
private sector investment in transmission as well as driving private
sector partnerships in several sectors.
“Currently in the fiscal framework, planned infrastructure
budgets are expected to increase at 4.9% over the medium term,
driven by energy and transport. And we intend to improve on these
efforts going forward,” he concludes. S
INVESTMENT IN INFRASTRUCTURE
Government is also prioritising investment in infrastructure through
improvements in the infrastructure pipeline, the execution of that
pipeline and the financing thereof.
“Mobilising private sector resources to augment public sector
capability and finances is necessary to fast track the provision of
infrastructure and improve effectiveness. Government has initiated
various reforms to systematically crowd-in greater private sector
participation to improve spending and delivery outcome.
“Work is underway on capital budgeting reforms; strengthenin‐g
institutional arrangements and governance across the ecosystem
Service magazine | 31

S
waste
What happens to waste in a
circular economy?
Investing in the circular economy offers a multi-decade structural growth opportunity. It enables investors to gain exposure
to companies that offer attractive growth and returns and have long-lasting positive outcomes for people and the planet.
By Schroders*
T
The circular economy is a change in the economic system. It means
moving away from “take-make-waste” practices, where we buy, use
and discard things. Instead, a circular system is one where products
and materials are kept in use and production follows a sustainable
path that reduces the consumption of raw materials.
The key aim of the circular economy is to decouple economic
growth from virgin resource consumption. The simple reason is that
the world is running out of resources.
We already use 1.7 times the resources that the planet naturally
regenerates each year, and this figure will grow as the global
population expands. We are living way beyond our means.
Why waste is a valuable resource
Waste is defined as “material or resources that are discarded,
unused or considered to be of no value”. However, waste is
but a lack of imagination. There is very little “waste” in
the modern world that is of no value; it is more about
having the right infrastructure, regulations and will
to capture that value. This gives us hope that we can
improve current waste management practices. On a
global level, we currently sit at a powerful intersection
of forces – affordable and efficient technology,
The best way to reduce the negative
impacts of landfills
is to avoid using them.
supportive regulations and consumer and business demand – that
will work to improve circularity, albeit at differing speeds at a
regional level. There are many sources of waste. In this piece, we
will focus on municipal solid waste.
What is municipal solid waste (MSW)?
MSW is rubbish from households or businesses (restaurants,
hotels, offices). It typically consists of papers, plastics,
discarded food, garden waste and other discarded
items. The world generates c.two-billion tons of MSW
annually. This is the equivalent of 111-million rubbish
trucks per day. As economies and incomes grow in
emerging markets, this number increases rapidly.
By 2050, with a global population of c. 10-billion,
it is expected that the world will produce 3.4-billion
tons of MSW annually (a 70% increase from today).
This, however, doesn’t tell the entire story, as averages often
hide the underlying dynamics. On one end of the spectrum, you
have the North American region with c. 530kg per capita per annum
and at the other you’ve got 168kg per capita in Sub-Saharan Africa.
The issue therefore is that if everyone in the world produced
waste at the same rate as the average person from North America,
then global waste production would hit c. 4.1-billion tonnes pa (or
210-million rubbish trucks per day).
Waste generation per capita is very highly correlated with income
levels. It is a problem if we cannot decouple economic growth from
resource consumption. Countries low on the income scale have
ambitions to move up, and it is these countries that tend to see the
highest growth in populations as well.
Why is waste a problem?
The biggest issue is how waste is disposed of because that can
generate negative impacts on climate change, pollution and
biodiversity. There is also the issue that by not properly recycling
our waste, we create demand for more virgin resources when we are
already over-consuming.
32 | Service magazine

waste
S
Global waste treatment and disposal.
Source: World Bank, 2018 - A global snapshot of solid waste management to 2050. 610789
We can see from the chart that most waste globally is either openly
dumped (c. 33%) or landfilled (c. 37%) with only 19% being either
recycled or composted. About 11% of waste is disposed of via
incineration (known as waste-to-energy).
Landfills alone account for c. 8% to 10% of human activityrelated
greenhouse gases via the release of methane gas as
waste decomposes. This is before considering the other negative
externalities like water pollution, soil degradation and the impact
on local wildlife and biodiversity. There is also the issue of resource
wastage, as a lot of what goes to landfill is of value.
The best way to reduce the negative impacts of landfills is to avoid
using them. However, this isn’t always possible. The next best thing is
to ensure that the methane emissions aren’t released freely into the
environment. There is increased focus in regions such as the US for
this approach by capturing these landfill gases and converting them
into renewable natural gas.
Composting
Incineration
Controlled landfill
Landfill (unspecified)
being more efficient) or to increase the
Sanitary landfill (with use of recycled, recyclable or bio-based
materials. This is creating a supportive
landfill gas collection)
regulatory environment for companies
Open dump
that can supply products based on
sustainable biomaterials or ones that can
Other
offer a high degree of recycled materials.
Recycling
We’ve also seen countries like China
implement bans on the import of certain
types of waste to ensure they are only
importing higher-quality waste streams.
No longer can countries as easily
“export” their waste problems.
These factors result in the need for
more developed waste management
infrastructure in much of the developed world, with a particular
emphasis on recycling capabilities.
Locally, the amended Extended Producer Responsibility
(EPR) regulations, which became effective in late 2020, require
manufacturers and product importers in the packaging industry
to contribute towards the recycling of product packaging, with a
significant impact on waste levels thus far. One area yielding positive
outcomes has been the implementation of a 50%
organic waste ban to landfill in the Western
Cape, which is set to rolled out countrywide
by 2027 and further increased to 100%.
According to a recent article, the
Department of Forestry, Fisheries and
the Environment has included the ban as
part of the licensing requirements of the
landfill, to ensure compliance.
Regulations are forcing change in the industry
We see increasing “polluter pays” regulations to increase the costs
of poor disposal methods (eg landfill). There is also the further
development of “extended producer responsibility” across many waste
sectors, which puts more of the burden of
the cost of physical collection and
disposal on the producer.
For example, the roll-out of
deposit return schemes across the
EU and parts of the US will help
to improve recycling rates for
single-use containers (eg plastic
bottles, aluminium beverage cans).
A lot of regulation aims to
either reduce waste at source (ie by
A $1.3-trillion investment opportunity
As investors in the circular economy, across both the listed and
private markets, we recognise the enormity of the challenge that
the global economy faces in changing our linear waste management
practices to more circular ones. However, we are extremely excited by
the significant investment opportunities arising from this challenge.
As of 2022, the global waste management industry was valued
at $1.3-trillion and is expected to grow significantly over the
coming decade.
The expansion in both recovery and recycling is creating growth
opportunities for companies across the industrial spectrum. S
*Authors: Jack Dempsey, Fund Manager, Paul Lamacraft, Head of
Sustainability Private Equity and Samuel Thomas, Sustainable Investment
Analyst from Schroders.
Any reference to regions/ countries/ sectors/ stocks/ securities is for illustrative purposes only and not a recommendation to buy or sell any financial instruments or adopt a specific investment strategy.
Service magazine | 33

S
water
Water and sanitation fix
The new Minister of Water and Sanitation, Pemmy Majodina, acknowledges the decline in water quality over the past decade
and emphasises new measures to ensure municipalities meet national standards.
By Julia Evans
W“We are building on a good foundation that was put in place by
my predecessor, honourable [Senzo] Mchunu. We are not going
to change things, we are not in competition here, there’s only
one government,” said Minister of Water and Sanitation, Pemmy
Majodina, in July 2024.
In her first media briefing as Minister of the Department of Water
and Sanitation (DWS), under the new Government of National
Unity, Majodina outlined the department’s strategic efforts to
address water pollution in the Vaal River and support municipalities
in improving water and sanitation services.
When Majodina was announced as the new DWS minister a month
ago, Mchunu and his team had made many positive strides, including
the revival of the Blue, Green and No Drop reports and amendments
to water-related acts. Majodina acknowledged that those reports,
issued by the department in December 2023, indicated that the
quality and reliability of municipal water and sanitation services had
deteriorated markedly over the past 10 years.
“For example, the Blue Drop report found that the percentage of
water supply systems with poor or bad microbiological water quality
compliance (ie water that is not safe to drink) increased from 5% in
2014 to 46% in 2023, resulting in an increased risk of water-borne
diseases,” she said.
Cleaning up the Vaal
Majodina highlighted the ongoing efforts to address pollution in the
Vaal system, a critical water source for millions of South Africans.
Ongoing sewage spills into the Vaal River, predominantly from
the Emfuleni municipal wastewater treatment system, have affected
human and animal health, the environment and ecology. The 2022
Green Drop report found that 40% of wastewater treatment systems
were in a critical performance state, compared with 30% in 2013.
Majodina said that in Emfuleni Municipality, her department will
continue with Section 63 (of the Water Services Act) Intervention
through Rand Water to address sewage pollution in the Vaal.
“Good progress has been made in refurbishing and repairing
sewage pump stations, unblocking sewer lines, repairing collapsed
sewer lines, as well as repairing and refurbishing wastewater
treatment works,” said Majodina. “This has substantially reduced
sewage pollution in residential areas in Emfuleni.”
She said the main remaining work was to upgrade the capacity of
the major wastewater treatment works in the area, and these projects
were currently in the procurement phase.
“Words need to become actual actions
to try to ensure water security within
the country.
Intervening to support municipalities
“Dysfunctional municipal wastewater systems are resulting in
pollution of communities, rivers and the environment, leading to
intolerable living conditions and increased risk of diseases such as
cholera,” Majodina explained.
She emphasised that the provision of local water and sanitation
services lay with municipalities, saying that “the national department
cannot do maintenance or repairs to municipal infrastructure on
behalf of a municipality”.
34 | Service magazine

water
S
After being inundated with calls about local-level problems during
her first month in office, Majodina said the DWS would launch
community outreach programmes to correct this misunderstanding
and to encourage communities and community leaders to hold their
municipalities accountable. She explained that the role of the DWS
was to oversee water resource management, set national standards
and importantly, support municipalities.
“When we make interventions to municipalities, we are intervening
to support,” said Majodina. “We support municipalities because we
want them to comply [to minimal norms and standards].”
New measures for accountability
Despite the high level of support the DWS provides to municipalities,
Majodina said, “In general, municipal water and sanitation services
continue to decline.”
To address this, she said the DWS would soon present the Water
Services Amendment Bill to Cabinet for approval to be submitted
to Parliament. The Amendment Bill would introduce an operating
licence system so that water services authorities could ensure water
services providers had a minimum level of capability that met
national norms and standards.
“The amendments propose that this should be done through the
introduction of an operating licence requirement for water services
providers to ensure that they have a minimum level of competency,”
said Majodina.
“The Bill will also introduce measures to enable the national
department to take regulatory action against municipalities which
do not comply with national minimum norms and standards for
water services.”
National Water Resource Infrastructure Agency (NWRIA) Bill, which
is now awaiting the signature of the president.
Notable projects include the new R26-billion uMkhomazi Dam
to provide urgently needed additional water to eThekwini and
surrounding areas in KwaZulu-Natal, and the new Polihali Dam
– which forms part of the R42-billion second phase of the Lesotho
Highlands Water Project – to provide water to Gauteng and parts of the
Free State, Mpumalanga, North West and Northern Cape provinces.
Time to act
Professor Anja du Plessis, a water management expert at Unisa,
says, “We need to start addressing issues such as increased pollution
of both surface and groundwater sources, raw sewage running
down streets and into our scarce water resources, neglected
water infrastructure, theft and vandalism of water infrastructure,
dysfunctional municipalities, poor water management as well as
change our water-use behaviours and attitudes.
“Words need to become actual actions to try to ensure water
security within the country. We cannot afford to keep on talking with
no actual changes on the ground.” S
Financial sustainability
The financial viability of the water sector remains a pressing issue,
with municipalities owing water boards R21.3-billion as of May 2024.
This debt threatens the water sector’s financial health. Majodina
reiterated that apart from national grants, the water sector had to be
self-financing through water sales revenues. The Bill amendments
will also allow the DWS to ensure municipalities enforce bylaws
against local polluters.
“We want to be partners with municipalities to ensure our water
boards don’t collapse,” Majodina said, highlighting the need for
a clear payment plan. “Because if you don’t maintain, you will
experience a collapse of infrastructure.”
Unblocking projects
Since 1994, the DWS has built 18 new dams, with 15 more major projects
worth more than R100-billion in various stages of implementation.
“Many of these projects were delayed for a long period of time, but
they have now all been unblocked, and it will be a priority for us to
ensure that they are all implemented expeditiously,” she said.
Most of these projects are financed off-budget, through raising
money in the financial markets. Majodina explained that to enable the
DWS to increase this fund-raising, the previous Parliament passed the
Article Courtesy of Daily Maverick
Service magazine | 35

S
water
Smart water technologies
MMajor water infrastructure is breaking down in large metros such
as Johannesburg and eThekwini, buckling under the dual strains
of rapid population growth and underinvestment in maintenance.
Innovation in engineering and digitisation has honed a range of
smart water solutions that improve existing water systems without
massive replacements, giving utilities time and space to scope
their future improvements with the help of data-driven insights to
improve efficiency, forecasting and demand prediction.
Chetan Mistry, strategy and marketing manager at Xylem Africa,
says, “Smart water solutions deliver specific point results and large
overhauls or start collecting and analysing rich data for planning.
You can scale effort while keeping costs under control.”
Smart water technologies collect and leverage water
performance data to improve results through better management
and visibility. Examples include smart sensors that collect various
data points, data analytics for planning and efficiency, predictive
maintenance, integration of different infrastructures for improved
performance and comprehensive real-time visibility through
interactive dashboards (accessible anywhere via the cloud and an
Internet connection).
THE ROI
These innovations have a lot to offer, and they are cost-effective. But,
like all infrastructure solutions, there are still investment concerns.
What is a smart water solution’s value, the return on investment? How
can utilities invest in the right smart water technologies and start to get
that momentum they can build on and modernise their sites?
The two crucial steps to realising healthy ROI from smart water
are embracing a digital modernisation strategy and focusing on
value beyond cost. Digital modernisation is neither a mere rip-andreplace
strategy nor as simple as installing and linking a few sensors
to software. To get good results, the vision must be more specific.
“Smart water systems take things to the next level because they
enhance what you already have and introduce new methods and
insights. This means you rely only on a technical or cost mindset.
Smart solutions that work for a site’s strengths and enhance its
requirements. Start with a plan, a vision for the site, then look for
specific opportunities to apply smart water solutions.”
For example, a site might already generate useful data, but the
overall management tools are isolated. Collecting information
requires considerable time before one can predict consumption
levels or maintenance demands. In this case, water managers unify
water operations through cloud platform dashboards that securely
consume the data, analyse results and deliver single-truth insights to
authorised personnel wherever they may be.
DELIVER RESULTS
For a municipality to recoup costs, they must reduce non-revenue
water. To do so, they use smart flow systems to measure water
allocation and consumption, identifying where there are losses.
They need to employ smart leak detection to pinpoint problem areas
without shutting down the water pipelines for inspections.
Each site has unique needs and priorities. Smart water succeeds
when there is a mindset for modernisation and a strategy to support
that vision. These needn’t be massive projects – there are many lowhanging
fruits that water utilities can exploit to see quick gains. S
Chetan Mistry, Strategy and Marketing Manager, Xylem Africa.
36 | Service magazine

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S
water
Saving for a rainy day
Non-revenue water remains South Africa’s biggest water-use challenge.
SSouth Africa’s non-revenue water is rising to unsustainable levels,
with nearly half the water piped through the country’s infrastructure
being lost through leaks, theft or nonpayment. “Water management
is everyone’s problem,” highlights Jan-Willem van Huyssteen,
director at globally trusted infrastructure consulting firm AECOM.
“The business of water to a large extent is broken. If we can
somehow fix it, a great deal of the conflicts can be resolved with more
money available for solutions,” he explains. The cost of abstraction,
treatment and conveyance of water from source to tap is not being
covered by the revenue being collected.
This results in budgetary constraints where many important
new water infrastructure projects and continual infrastructure
refurbishment and maintenance activities are delayed, further
compounding the problem. “There is insufficient working
infrastructure to serve our growing population. No business is
sustainable if only half of the product being produced (like clean
water) is being paid for,” argues van Huyssteen.
At present, non-revenue water is South Africa’s biggest water-use
challenge. While there are many solutions available for alternative
water sources, such as reuse and desalination, there is a need “to
go back to the basics to conserve and manage our existing systems
more effectively”.
Van Huyssteen believes that water can both spark conflict and create
peace. “When people have unequal or no access to water, tensions
can rise. However, eventually everyone realises that they have to work
together. We saw this in the Western Cape with the looming Day
Zero. Water management requires cooperation. It is in this spirit of
collaboration that great solutions can be found.”
According to Jonathan Schroder, Technical Lead for Africa:
Water Resources, AECOM, there can be different levels of conflict
within a water system. “Unfortunately, not everyone in a water
system is impacted equally. We are witnessing this in areas such as
Johannesburg and Durban,” he notes.
When reservoirs run low, residents on hills or further downstream
are likely to experience water shortages first. There can also be
conflict in a catchment area where people upstream are either
polluting water or are withdrawing higher quantities, negatively
affecting people living further downstream.
Then there are catchments that cross borders where one country’s
use of water in that catchment area can negatively impact on another
country’s water use. “Water also often flows towards money. Projects
that are deemed economically viable are regularly prioritised over
projects that provide less economic benefit or appear difficult to
sustain financially,” comments Schroder.
38 | Service magazine

water
S
Addressing non-revenue water and
leaks remains the lowest hanging fruit
to ensure water security.
Instead of calling for more dams and treatment plants, a good
starting point is greater public awareness and education around the
business of water, as well as sustainable water conservation and water
demand management. Unlike the electricity crisis, where one can
install some solar panels on a roof, solving lack of access to water is
a more complex problem.
Drilling your own borehole is a solution but groundwater is
often not a sustainable source due to licensing constraints, water
quality issues and a lack of access to suitable groundwater aquifers.
Government remains the key provider of this service.
“The general public can get involved in many ways to ensure
sustainable water supply. First, we must hold our government
accountable through the various political structures to ensure
proper management of our resources, but then also take personal
responsibility to conserve water, repair leaks on our properties,
report leaks on public infrastructure and, most importantly, pay for
our water,” says Schroder.
Van Huyssteen notes that even with full dams, there is not always
infrastructure in place to transfer water from certain catchment
areas to communities and treat it. “There are system constraints and
system failures,” he points out.
Alternative water sources are available in the form of groundwater,
desalination and water reuse. However, there are complexities
attached with these sources regarding the high cost of treatment,
the location of the source in relation to the demand, and negative
public perception in the case of treatment of wastewater for potable
reuse. “Addressing non-revenue water and leaks remains the lowest
-hanging fruit to ensure water security,” concludes Van Huyssteen. S
Service magazine | 39

S
transport
Integrated transport: why it matters
and how it can be achieved
No sector exists in isolation – transportation included. How towns, cities and countries move people, goods and services from
place to place impacts how they function socially and economically. It affects infrastructure planning, housing development,
healthcare and education.
By Bongani Mthombeni, Director of smart mobility at Royal HaskoningDHV, South Africa
T
Transport either frees individuals and communities from poverty
or further entrenches them within it, which has a knock-on effect
on national economic growth and GDP. An effective integrated
transportation system moves people, goods and services in an
integrated way through roads, non-motorised transport, railways
and ports. It means that everyone has several transportation options
available to get them where they need to be safely and efficiently.
In the Netherlands, for example, residents can drive, walk or
use the country’s vast and established cycle lanes. There are also
well-running bus, metro and train networks. There are seamless
links between these systems: bicycle racks are available at stations
and the bus, metro and train lines all intersect at convenient points.
Every single mode of transport that is available works together and
works well. By extension, almost everyone has access to the broader
resources they need.
South Africa’s transportation network is not as integrated – either
within the different modes of transport it offers or in terms of its
relationship to other sectors.
WHY IT MATTERS
Where integrated transportation systems work well, there is always
an integrated transportation master plan in place. A living document
that consistently addresses the maintenance and upgrade of existing
types of transportation and connects the sector into those around it.
In addition, it considers new capital projects that will feed into the
integrated system. The absence of this plan in South Africa is perhaps
the starting point of many of the country’s transportation challenges.
From a policy and planning perspective, South Africa is a deeply
siloed nation. Its road network has its plan, as do railways and
ports. Plans for water and housing are also separate from transport
40 | Service magazine

transport
S
We need a holistic integrated national
master plan that drives
consistent evaluation and action.
and each other. And there are variations in approach between
local, provincial and national governments. This decentralised,
disconnected strategy makes it difficult to gain a holistic perspective
and to introduce interventions that make a meaningful difference.
There are, of course, other challenges besides. Supply chain and
procurement, the misappropriation of funds and corruption add
to the complexity. Budgets don’t go where they’re meant to go.
Maintenance systems regularly falter. Potholes deepen. Compound
this with loadshedding, urbanisation and the severe congestion of
major cities, getting people, goods and services from A to B is a
serious problem.
All of this affects people’s mental health and their levels of
participation and inclusion. Rural-to-city connections are often
hardest hit, and the lack of safety and the inefficiency commuters
experience takes its toll on social cohesion. It also impacts businesses’
ability to generate revenue and makes the economy sluggish. Born
out on a national scale, the ramifications of not having an integrated
transportation system in place are far-reaching.
A STEP-BY-STEP SOLUTION
So how do we move forward?
The first step is to evaluate the extent of the problem. Without
truly knowing how severe it is, we don’t know how to fix it. This
involves having accurate and up-to-date Visual Condition Index
data on hand – data that offers a detailed picture of the state
of South Africa’s transportation network, and where upgrades
are required. The Western Cape and Mpumalanga provincial
governments are leading the charge here and both have a
thorough account of the condition of their roads. But this needs
to be a countrywide phenomenon.
Then comes prioritising how budgets get allocated. The road
infrastructure budget is substantial, but it needs to be adequately
apportioned – and audited. Work often needs to be split between
maintaining existing roads and developing new ones. This is
especially so in light of the country’s current railway challenges,
which are putting strain on the road network as long-haul trucks
move heavy loads long distances.
Service magazine | 41

S
transport
Step three involves tightening our supply chain processes. At the
moment, it takes between six and 18 months for transportationrelated
tenders to be adjudicated and awarded. These drawn-out
and troubled procedures are a breeding ground for corruption and
financial misconduct.
Above all, we need a holistic integrated national master plan – a
plan that drives consistent evaluation and consistent action. This
must start at the top; it begins with leadership. In a democratic
country, the master plan should apply no matter which political
party or individual is at the helm. And it needs to be comprehensive,
with an understanding of the wider forces of which it is a part.
South Africa has a long way to go. But if we prioritise the creation
of an integrated transportation system that sees transport as a
critical and enabling sector, we can start to shift the needle in other
areas, too. S
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transport
S
NEW MODERN TRAINS FOR CAPE TOWN
The Passenger Rail Agency of South Africa (PRASA) has
announced the introduction of the new blue and white modern
Electric Multiple Units on the Central Line, along with the
extension of the service from Nyanga to Mandalay station in the
Western Cape.
This is the first time PRASA has deployed the “People’s Train”
on this corridor, following the completion of essential electrical
and per-way infrastructure between Nyanga and Nolungile.
These state-of-the-art trains have advanced features such as
automated doors, CCTV cameras and air-conditioning.
In addition to the new trains, the completion of signalling from
Langa to Mutual Line marks a significant milestone in enhancing
service safety and reliability. Work to re-signal the rest of the
Central corridor continues. This modern signalling system will
improve the frequency and punctuality of trains and reduce
delays and congestion
“This important development in the region ensures we offer a
dignified service to the 40% of Cape Town’s commuters who rely
on this key route. Extending the service on the Central Line to
Mandalay station should bring positive socio-economic benefits
to Langa, Nyanga, Khayelitsha, Mitchells Plain and other areas
along the line,” PRASA said.
Courtesy of SAnews.gov.za
Service magazine | 43

S
technology
Revolutionising public service: how
AI can boost efficiency
Embracing generative AI could be the key to revitalising and modernising South Africa’s public service sector, addressing
these critical challenges head-on.
By Junaid Kleinschmidt, Accenture, Africa
S
South Africa’s 2023 Governance, Public Safety and Justice Survey
reveals a troubling decline in public trust towards essential services
such as transport and clinics, a stark contrast to the more favourable
perceptions reported in 2019. This drop in satisfaction, evident
across various provinces, underscores pervasive issues such as subpar
service quality, extended wait times and unhelpful public servants.
Although the newly formed Government of National Unity offers
a glimmer of hope for improvement, there is an urgent need for
immediate and effective solutions.
Generative AI, a subset of artificial intelligence, is revolutionising
how we create content, from text and images to more complex
outputs, based on extensive training data. Its transformative impact
spans various sectors and governments worldwide are taking note.
Generative AI stands poised to
revolutionise the public service sector.
According to Accenture’s report, Work, Workforce, Workers:
Reinvented in the Age of Generative AI, 42% of all working hours
in the global public sector could be enhanced or automated with
generative AI. Examples of its application include the US State
Tax Department, where AI replaced existing machine learning
algorithms with a large language model (LLM) to improve incoming
call intent discovery and efficiency. Additionally, a Federal Agency
utilised an LLM to streamline processing and submission times,
leading to an estimated annual saving of $150-million. Citizens
are also catching on to its transformative potential and pushing
for its implementation in the public service sector. The survey
highlights this demand as 53% of citizens find accessing public
services frustrating, and 39% desire more digital interactions with
the government.
Generative AI stands poised to revolutionise the public service
sector by dramatically boosting efficiency and effectiveness. This
transformative technology can reinvent how public services operate,
from personalising citizen engagement and enhancing call centres
to accelerating workforce productivity. It also has the potential to
make employees’ jobs that much easier, with 80% of public service
leaders believing that intelligent technologies can enhance job
satisfaction. By automating and augmenting a significant portion
of language-related tasks, generative AI promises to disrupt up to
75% of traditional work activities. The result? More streamlined
operations, higher quality of service for the public, and freeing up
more time for an already overburdened workforce.
Implementing generative AI comes with its own set of challenges.
State and local governments face hurdles such as security concerns,
software vulnerabilities and social biases. In South Africa, these
issues are particularly pressing, as the government has increasingly
become a target for cybercriminals – recently highlighted by a data
breach at the Companies and Intellectual Property Commission,
an agency of the Department of Trade, Industry and Competition,
44 | Service magazine

S
that exposed vulnerabilities in government departments. To address
these risks, it is crucial to upskill government employees, ensuring
they have a comprehensive understanding of the technology and are
prepared to handle any emerging issues. Additionally, in a country
with deep-seated inequality, there is a significant concern that AI
could inadvertently reinforce existing biases.
South Africa is far from implementing comprehensive
generative AI solutions in the public sector, but we’re taking steps
in the right direction. Our legal sphere is evolving to tackle the
legislative implications that come with this technology through the
establishment of an AI Policy and Regulatory Framework.
To effectively navigate challenges and implement changes across
the public service sector, a comprehensive strategy grounded in
proven methods and expertise is essential. Accenture’s work with
generative AI showcases its potential to significantly boost efficiency
and reduce operational costs. Early trials have demonstrated
impressive results, including a 10% to 40% increase in developer
productivity and the elimination of delays in handling employee
support queries. Productivity per employee is expected to rise by
at least 25%, and data collection time has been reduced by 98%.
The introduction of new self-service capabilities further
highlights these advancements.
Embracing generative AI presents a valuable opportunity to
transform and enhance the delivery and management of public
services in South Africa, paving the way for a more efficient and
tech-savvy future. S
SSA HARD AT WORK TO COMBAT CYBER THREATS
Minister in the Presidency, Khumbudzo Ntshavheni,
says the State Security Agency is sharpening measures
against cybersecurity threats in the country. She
explained that the nature of threats was evolving
with criminals using “sophisticated technologies and
strategies that require agility and proactive response”.
“This requires specialised skills and coordination
with various parties in and out of government. There
has been an exponential increase in attacks on the
organs of state ICT infrastructure, which pose a threat
to individual targets and the economic value chain in
the services these entities provide.
“In our efforts to strengthen cybersecurity, we
are hard at work building and strengthening our
capabilities and capacity to proactively combat
emerging cyber threats and potential cyber-attacks on
our communications environment.
“In this regard, we will be accelerating the
implementation of the National Cyber Security
Framework which incorporates the development of the
cybersecurity legislative framework and the establishment
of an integrated cyber capability and capacity,” she said.
The Minister said with the passing of the General
Intelligence Laws Amendment Bill and the necessary
organisational reconfiguration, “We will also undertake
work to recalibrate and capacitate the National
Communications Centre to be more responsive to
cybersecurity threats”.
“Before the end of this financial year, we will
commence with the legislative process to take the Cyber
Security Bill for consideration by Parliament,” she said.
Ntshavheni said government is embarking on
partnerships – both internationally and domestically – to
sharpen the skills within the intelligence environment.
“The Intelligence Academy is already revising
its curricula to focus on more relevant skills of the
present-day intelligence environment. Some of this
will be achieved through partnerships with reputable
academic institutions as we work to ensure that the
intelligence academy is SAQA accredited to ensure the
portability of skills.
“In addition, the Intelligence Academy is exploring
possibilities of establishing itself as a data institute that
will serve the intelligence world and broader society as
data is not only the new gold but an essential part of
driving development and decision making.
“In this regard, investments in collaboration for
technology and data sharing with global and local
institutions transcends a strategic imperative. It is a
transformative opportunity that can empower the
organisation to leverage global expertise and harness
the power of technology and data to address local
challenges,” she said.
Courtesy of SAnews.gov.za
Service magazine | 45

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tourism
Tourism is a key economic driver,
and it is on the rise
Excerpts of speech by Minister of Tourism, Patricia De Lille.
A
As we commence the seventh administration, our mission is to
elevate the profile of tourism by supporting efforts to grow the
sector and demonstrating this growth and the sector’s impact on
the economy and communities. The Government of National Unity
(GNU) has resolved to dedicate the next five years to actions that will
advance three strategic priorities:
• Drive inclusive growth and job creation.
• Reduce poverty and tackle the high cost of living.
• Build a capable, ethical and developmental state.
We have placed inclusive economic growth at the centre of the work
of the GNU and the top of the national agenda. The Department of
Tourism is currently working on finalising our five-year plan which
will align with the GNU priorities, the National Development Plan
(NDP), the Tourism Sector Master Plan and the National Tourism
Sector Strategy. As part of our plan, our target will be to increase
arrivals to 15-million by 2030 as stated in the NDP.
To address the first two priorities of the GNU, we will also work to
increase the number of jobs created in the tourism sector by driving
greater implementation of programmes which support the private
sector to create more jobs. We will also be working with Operation
Vulindlela in the Presidency and departments of Home Affairs,
Transport and Sport, Arts and Culture to:
• Facilitate improvements in the visa regime.
• Grow the number of direct flights to and from South Africa.
• Implement a more seamless tour operator licence process.
• Invest in infrastructure and tourism sites that reflect and
showcase our diverse culture and heritage.
In terms of the third priority to build a capable, ethical and
developmental state, our five-year plan and targets will implement
programmes for demand-led skills and a greater use of technology
such as AI to enhance our tourism offering.
Importance of tourism in South Africa
Tourism is vital for South Africa for several reasons:
Economic growth. Tourism is a major source of revenue, significantly
contributing to the national GDP.
Employment. The sector supports thousands of jobs directly and
indirectly, providing livelihoods for many South Africans.
46 | Service magazine

Infrastructure development. The demand from tourism drives
infrastructure development, benefiting other sectors.
As one of the world’s most diverse and beautiful destinations,
South Africa offers a variety of experiences, from wildlife safaris
and natural scenic wonders to vibrant cities and cultural heritage.
South Africa’s performance
In 2023, we welcomed around 8.5-million international arrivals – up
by 48.9% from the 5.7-million arrivals in 2022, which contributed
R95-billion in terms of spend. The R95-billion total tourist foreign
direct spend was an increase of 92% in 2023, surpassing 2019 levels,
a new all-time high for the destination. From January to May this
year, we welcomed 3.8-million international arrivals, up by 9.7%
compared to 2023. For the first quarter of 2024, total spend was
R25.7-billion from foreign travel into South Africa.
The regional distribution of tourists into South Africa from January
to May 2023 highlights the varied share across different markets:
Africa land market. Dominated with 72% of arrivals (2.78-million)
Africa air market. 3.1% (117 000)
Europe.15.2% (578 000)
The Americas. 5.3% (203 000)
Asia, Australasia and the Middle East. 3.9% (149 000)
According to projections by Oxford Economics, arrivals by the end
of 2024 are estimated to reach 10.7-million, surpassing 2019 levels.
International arrivals to South Africa are expected to grow to
15.1-million by 2030.
Contribution to GDP
According to the World Travel and Tourism Council (WTTC),
tourism’s contribution to South Africa’s GDP was 9.5% in 2019.
Tourism’s contribution to the GDP naturally dipped during Covid-19
but recovered to 8.2% in 2023. It is estimated to rise to 8.8% by the
end of 2024 and reach 10.4% of GDP by 2030.
Service magazine | 47

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tourism
Tourism contributes more to GDP than transport,
mining and agriculture, and nearly matches the
government’s contribution to GDP.
Employment statistics
According to WTTC statistics, South Africa’s tourism
sector employed 1.46-million people in 2023 and is
expected to grow to nearly 1.7-million jobs in 2024.
The WTTC further projects that employment in the
tourism sector for South Africa is projected to grow to
and 2.23-million jobs by 2030.
Domestic Travel
We also recorded 38-million domestic trips which
contributed R121-billion in terms of spend for
2023. The domestic market’s spending was higher
than international arrivals spend, underscoring the
significant economic impact of domestic tourism.
Domestic air access
Domestic air travel has yet to return to 2019 levels
in terms of the number of flights. In 2024, there are
143 000 flights compared to 167 000 flights in 2019.
Although seat capacity has been increasing over the
past three years, it reached 18-million seats in 2024,
but it is still below the 22-million seats in 2019.
Several factors have contributed to the increase
such as South Africa having a strong brand, and our
country offers a unique and compelling destination
with a diverse range of attractions that set it apart
from other destinations. These efforts paid off as
we saw arrival and domestic travel numbers increase
through what we call revenge travel.
We have done well, but this is not enough, and we
want to increase the arrival numbers substantially
because that translates to more economic growth
and job creation from the tourism sector.
Growth in arrival numbers translates to more
people becoming economically active, more
people being freed from poverty, and more people
expanding their businesses because more people
are travelling to and enjoying our beautiful Mzansi.
conferences and events
South Africa is known as a prime business travel
destination and has improved its global ranking as
a business event destination, moving up five spots
in the 2023 International Congress and Convention
Association (ICCA) Global Ranking Report.
We remain the number one meeting and
conference destination in Africa and the Middle
East, according to the 2023 ICCA ranking report.
In 2023, South Africa hosted 98 international and
regional association meetings and conferences that
met the criteria set by the ICCA. These meetings
contributed significantly to the South African
economy, with a total estimated economic impact of
just over R2-billion.
For the 2023/24 financial year, through South
African Tourism’s National Convention Bureau,
we sourced and submitted 95 bids for international
business events to be hosted in South Africa between
2024 and 2032. So far, South Africa has won 19
of the bids submitted, which have a combined
economic contribution of R84.1-million between
2024 and 2025 and attract over 3 000 international
and regional delegates.
According to Allied Market Research (AMR), South
Africa’s Meetings, Incentives, Conferences and Events
industry was valued at an estimated R72-billion in
2022 and R122-billion in 2023 – a 69% increase.
Safety
To enhance tourism safety, the Department of Tourism
invested R174-million to deploy more than 2 300
tourism monitors at key tourist sites to enhance visitor
safety. The private sector has also made investment to
enhance safety measures and this work together with
the police and all partners will continue to ensure that
all travellers are safe in South Africa.
Conclusion
There are significant opportunities to enhance the
tourism sector, including especially since we are a
value-for-money destination. In terms of innovation,
for travel in the post-pandemic era, we must adapt
to meet the needs of consumers who are more
aware of their environmental and local economic
impact, with increased access to information and
implementing advanced technology such as AI in
our tourism offerings.
It is up to all of us to take tourism to the next level
and this will require a greater level of collaboration,
working together each day and most importantly,
increasing the level and standard of technology we are
using to enhance the tourism sector’s work. S
Speech by Minister of Tourism, Patricia De Lille
“Economic Impact of the Tourism Sector: Tourism
is a key economic driver and it is on the rise” .
[6 August 2024].

agriculture
S
Agri-ecosystem collaboration
demonstrates transformative value
Collaborative stakeholder engagement is an essential driver of inclusivity and sustainability in the South African agricultural
sector. At the 2024 Trialogue Business in Society Conference, industry actors and thought leaders demonstrated the trickledown
effects of strategic collective efforts that create value.
The panel included FirstRand Group Head of Social Investing, Kone Gugushe, Mohair Empowerment Trust (MET) Head, Beauty
Mokgwamme, MET beneficiary and Geluk Farm Manager, Johnson Madlendoda, and Independent Partnering and Systems Change
Practitioner, Andrew Boraine.
A
A sustainable and profitable agricultural sector that achieves national
food security would contribute to the systemic change needed to reduce
poverty in South Africa. Speaking of corporate social investment in
agriculture, Gugushe explored some of the fundamental challenges
facing the sector, particularly the need for greater inclusivity. “For our
business prosperity we need to ensure that there is inclusive growth,”
she said.
The advanced average age of South African farmers and lack
of interest from young people in farming presents a significant
future problem, particularly considering Africa’s future population
projections. “If we are looking at how the population of Africa is going
to grow, we must get young people interested in contributing towards
the sustainability of Africa as a whole. Agriculture must be made more
attractive,” she said.
DRIVING CHANGE
The financier, FirstRand, is strategic in its approach, partnering with
association bodies to identify the crops and commodities most likely to
achieve high impact, supporting mentorship and skills development
to achieve meaningful change for black farmers. One of these is the
Mohair Empowerment Trust (MET), which empowers emerging
farmers to commercialise, strengthening the country’s mohair industry
in the process. South Africa is currently responsible for 50% of the
world’s mohair production.
Mokgwamme says FirstRand’s intervention has enabled, among
other things, the supply of interest-free loans to emerging farmers to be
paid back over five-year period. Their support has helped to speed up
the work of the MET, leading to an overall improvement of the angora
goat genetics in the local industry, capacity building through training
and increasing attention to adherence to the internationally recognised
responsible mohair standard.
Madlendoda noted the importance of
support from industry stakeholders in
helping farmers through the long profit
turnaround times and external shocks that
challenge farmers.
FirstRand’s involvement has also helped
the trust to reach small-scale angora goat
farmers who, while they do not qualify
for commercialisation, can benefit from
value adds that improve their profits. “It’s
a meaningful impact that we’ve seen in the lives of the people that
we’re serving in this trust,” Mokgwamme commented.
BEYOND PRODUCTION
The panel also spoke to the broader challenge of food security facing
South Africa, noting that food security is about more than agricultural
production. Commenting on the greater importance of access to
sufficient food and nutrition, Boraine said, “We have a national crisis.
One in four children are malnourished in our country.” The long-term
consequences of this reality for children’s lives, their ability to learn, their
health and future employment prospects, together with the fact that
South Africa has not managed to shift this reality in the past 30 years,
points to a deep systemic problem in our food system, he explained.
Boraine urged stakeholders to consider the many facets affecting
national food security, from packaging and processing, storage and
distribution, retail mark-ups, formal and informal markets, consumer
habits, food waste management (with 40% of our food going to landfill)
and the current and future effects of climate change on crop and
livestock production.
He reinforced the need for collaborative efforts in support of South
African food systems, calling for more “transversal work” and the
transformation of the system with a better governance framework to
coordinate the food system, rather than leaving it to market forces.
Such an approach would demand a systemic change not only in
how top-down authorising and bottom-up mobilising environments
operate within themselves but in how they relate to each other. Any
change demands that authorising systems become more collaborative,
reduce the effects of rank and status and regulatory compliance
paralysis and work towards a more accessible system for those outside
it. Meanwhile, the mobilising environment would benefit from reducing
internal competition and finding ways to work together as non-profits,
businesses, funders or donors, reinforcing the idea that change starts
from within. S
Service magazine | 49

S
provincial focus
Northern Cape Province: the land
of diversity
It is the biggest province yet has the smallest population, it offers the ocean and the desert, the old way of work, mining,
and the new, renewable energy. It is a thriving business hub yet, has tranquil environmental beauty.
PROVINCIAL OVERVIEW
The mission of the Northern Cape Office of the Premier is
to provide strategic leadership that will stimulate economic
growth to its full potential and ensure high levels of social
development. The Office of the Premier derives its mandate
from the Constitution and is responsible for the implementation
of provincial and national legislation within the functional
areas and administering national legislation outside those listed
which have been assigned to the province; the development and
implementation of provincial policy; coordinating the functions of
the provincial administration and its departments; and preparing
and initiating provincial legislation.
Key policy focus areas derive from its legislative mandates and
draw heavily from the Northern Cape Provincial Growth and
Development Plan (PGDP). These include, among other things:
providing strategic leadership for growing the provincial economy;
ensuring that basic services are delivered speedily; promoting good
governance; mainstreaming the rights of vulnerable groups across
departmental policies; driving the implementation of the PGDP and
monitoring and evaluating across the province; strengthening interand
intragovernmental relations as well as international relations;
and ensuring good fiscal discipline.
Andrea Weiss WWF South Africa
Namaqua National Park Skilpad.
The powers of the legislature are set out in Section 114 of
the Constitution. The Northern Cape Provincial Legislature
appropriates the provincial budget and makes laws citizens must
obey. The legislature plays an oversight role by carefully scrutinising
the activities of the executive to ensure that services are delivered
to citizens and that taxpayers’ money is spent wisely on public
programmes and initiatives.
The Northern Cape Land Project
has enabled the declaration of five
new nature reserves and one new
protected environment with several
more in the pipeline.
The Northern Cape Provincial Legislature
facilitates public involvement in all its
processes, and those of its committees,
through public education, participation
programmes and public hearings. The
mission of the Northern Cape Provincial
Legislature is to serve the people of the
Northern Cape by building a developmental
institution for effective lawmaking, public
participation, accountability and oversight
over the executive and municipalities. The
legislature’s strategic goals are to deepen and
entrench a people-centred democracy in the
Northern Cape.
CONSERVATION
Conservationists gathered in Namaqualand
recently to celebrate a decade of successful
expansion of protected areas within the
Succulent Karoo biome of the Northern
Cape. The celebration marked the closing out
of the Northern Cape Land Project led by the
Wilderness Foundation Africa (WFA) with
funding from WWF South Africa through
50 | Service magazine

provincial focus
S
.Ben-Jon Dreyer_WFA
View from Sneeukop near Kamieskroon.
the Leslie Hill Succulent Karoo Trust, (LHSKT). Key partners
included landowners, SANParks, the Northern Cape’s Department
of Agriculture, Environmental Affairs, Rural Development and Land
Reform (DAERL) and Conservation South Africa. Appropriately, the
celebration was held in the town of Kamieskroon, a gateway to the
Namaqua National Park which is world-renowned for its annual
spring flower display.
Over the past 10 years, the Northern Cape Land Project has
enabled the declaration of five new nature reserves and one
new protected environment with several more in the pipeline.
This conservation work is done primarily through stewardship
agreements with landowners who retain ownership of their land
but commit to managing it in conservation-compatible ways while
continuing to derive economic benefit from it. Katherine Forsythe,
PROJECT HIGHLIGHTS
• The declaration of five new provincial nature reserves,
including four reserves created to protect the Northern
Cape’s unique “mountain islands” or inselbergs as part
of the Karrasberge Protected Area. Another reserve is
awaiting declaration and three more are under negotiation.
• The expansion of the Namaqua National Park that now
stands at 170 000 hectares.
• The creation of an ecological corridor linking the Tankwa
National Park with the Cederberg as part of a long-held
dream that started in 2008 to connect these two great
wilderness areas.
• The declaration of the Gys Wiese Protected Environment
(PE) adjacent to the Namaqua National Park. Four other
PEs are awaiting declaration.
• Sneeukop PE outside Kamieskroon that extends
conservation across the N7 from the Namaqua National
Park into the Kamiesberg.
WWF project manager with the LHSKT, said a key benefit of
the project has been the support WFA has provided to DAERL
and SANParks in fine-tuning and streamlining processes and
mechanisms for protected area expansion. The work WFA has done
in the Northern Cape has helped unlock doors and paved the way
for biodiversity stewardship nationally.
Francois van der Merwe, chair of the LHSKT, noted that the
threats to the Succulent Karoo were both “real and considerable”. In
particular, he highlighted climate change which could see rainfall
in the region decrease by some 40%, along with plant poaching
and mining. This made the efforts to secure ecological corridors
increasingly urgent.
Ben-Jon Dreyer, project manager with WFA, said, “Working on
this project has been an eye-opener. There are so many landowners
in the Succulent Karoo who realise the biodiversity significance of
the land which has been entrusted to them and who strive to be
the best possible stewards of it. It truly was a privilege to visit these
stunningly beautiful and biodiverse landscapes, which will forever be
etched in my memory.”
The work is a visible demonstration that land can remain in
private hands and still be actively farmed while also contributing
towards conservation targets, proving there need not be a trade-off
between farming and conservation.
One issue that has hampered statutory protection of these
areas, however, has been the slow processing of proposed
protected area submissions with some 22 243 hectares awaiting
declaration including one more nature reserve and four new
protected environments.
A further eight sites are also under negotiation. Once completed
this would contribute a total of 70 000 hectares to conservation. This
work adds to South Africa’s protected area strategy and contributes
towards the country’s international commitment to the Global
Biodiversity Framework in Montreal in December 2022. Known as
30x30, this is a promise made by the international community to
conserve 30% of terrestrial and marine environments by 2030. S
Service magazine | 51

S
provincial focus
REGIONAL OVERVIEW
Investments have been flowing steadily into the Northern Cape as mining and renewable energy projects pique the interest
of domestic and international companies. Our national, provincial and local governments are accelerating that flow by
pouring resources into the province.
The Big Hole in Kimberly
D
DIGITAL CONNECTIVITY
The Northern Cape Provincial Government has been actively
pursuing a digital strategy to expand access to the Internet.
Examples of successful rollouts include free Wi-Fi hotspots at all
youth centres and 91% penetration of connectivity at the province’s
health facilities. Private companies are doing their bit too, as
telecoms operators Vodacom and MTN redouble their efforts to
extend the range and quality of their signals across South Africa’s
biggest province.
INFRASTRUCTURE
The decision by Colossal Concrete Products to bring the precast
concrete factory in De Aar back to life is a significant boost for
infrastructure in the province. As the company’s CEO, Gwen
Mahuma-Madida, said at the ribbon-cutting in October 2023,
“Africa is rich in natural resources, but much-needed growth and
progress are often hampered by lack of finance and the required
infrastructure. Colossal Concrete Products understands the pivotal
importance of infrastructure development and the impact that this
has on the economic development of any country.” With a brief from
Transnet Freight Rail to make railway sleepers, Colossal Concrete
Products will also be looking to expand into the renewable energy
sector (wind towers) and the construction sector more broadly.
Presenting the provincial budget in 2024, Finance MEC, Abraham
Vosloo, allocated R20-billion to health and R25-billion to education
in a budget of R68-billion. These social services are the main
responsibility of this level of government. Provincial priorities are
health facilities, schools, roads, housing, energy, water and sanitation.
As Northern Cape Premier, Dr Zamani Saul, says, “Infrastructure
investment is the backbone of a thriving economy.”
52 | Service magazine

provincial focus
S
At the heart of a modern, growing
and successful province is education.
Two public infrastructure property projects that will be tackled
in 2024 are a R30-million renovation of the Mayibuye Centre and a
R10-million upgrade for the AR Abbass stadium in Kimberley.
Municipalities can receive help in rolling out infrastructure
through the Municipal Infrastructure Grant (MIG) programme.
A Public Infrastructure Unit Cost Guideline has been developed
by the Municipal Infrastructure Support Agent (MISA) to help
municipalities control the expenditure of MIG money.
ROADS
SANRAL’s most recent work on the N14 involves a R60-million
upgrade of three intersections between Olifantshoek and Kathu.
This included increasing the size of roundabouts to allow for wider
turning circles and improved traffic flow. This was in response to
growing numbers of heavy vehicles passing through the Kathu South
circle every day. The following roads-related projects also provide
employment opportunities: Valazonke Projects, a labour-intensive
programme to fix potholes; Welisizwe Programme, construction
of rural bridges; S’hamba Sonke Projects, road maintenance on
secondary and rural roads.
The Operation Vala Zonke programme had fixed 23 334 potholes
at the time of the Premier’s State of the Province in February
2024. In addition, a pothole-fixing programme forms part of the
curriculum of the staff taken on by the newly established Northern
Cape Construction Company. In the course of studying for a Road
Construction Level 3 learnership offered by the Construction
Education & Training Authority (CETA), the group’s pothole repairs
made a difference to the state of the local roads.
expanded to supply to the Dikgatlong, Tsantsabane, Gamagara and
Joe Morolong municipalities and nearby mines and farmers. The
first phase of an upgrading and replacement project of a 75km
between Roscoe and Blackrock has been completed, benefiting about
6 000 households, mines, municipalities, farmers and Transnet.
However, the VGWSS has struggled to keep up with demand.
Minerals Council South Africa reports that more than 20 mining
companies are paying a premium compared to other users for water
in the scheme towards a capital-raising fee to pay for the second
phase of the VGWSS. So far, R268-million has been raised from the
premium and it is ringfenced for the second phase of the pipeline
upgrades, which includes the 260km pipeline between the Vaal River
extraction point and Roscoe near Kathu.
The Northern Cape’s biggest town and provincial capital,
Kimberley, has been facing infrastructure challenges for some
time, particularly regarding water provision. National Treasury has
approved funding of R2.5-billion through its Budget Facility for
Infrastructure (BFI) for the Sol Plaatje Municipality to repair and
upgrade water infrastructure and to improve water quality.
EDUCATION
In 2023, Sol Plaatje University in Kimberley celebrated its 10th
anniversary. The first student body was all of 124, but enrolment
is now over 5 000 as the institution’s offering and reputation has
also grown. Sol Plaatje University (SPU) is named after the great
intellectual, writer and advocate for equal rights. One of Plaatje’s
books, Native life in South Africa, tells the story in harrowing detail
of how black South Africans were thrown off their land because of
the 1913 Land Act. He was also a novelist, a translator and one of the
founding members and first Secretary-General of the South African
Native National Congress (SANNC), which became the ANC.
WATER
The Vaal Gamagara Water Supply Scheme (VGWSS) was originally
built to supply water to the semi-arid areas of Kalagadi. It has been
The Sishen Circle has been widened.
Water infrastructure is being installed where it is needed most.
GIC engineers laying pipes in Kathu.
Service magazine | 53

S
provincial focus
The Kumba CSI programme supports science education.
An ECD centre is supported by Noupoort Wind Farm.
With a brand-new university in the province, it was fitting that
the Premier elected to lead the province after the elections of 2019
should be Dr Zamani Saul. Already the holder of a PhD in law,
two master’s degrees and a BProc, Dr Saul is studying towards a
second PhD. On his watch, education has been a key priority. In
his final State of the Province Address in 2024, Dr Saul reported
that construction of 19 new schools began during his term of office,
eight of which have been completed. R274-million was spent on
refurbishment, upgrades and maintenance and 74 schools received
sanitation upgrades.
Significantly, the Premier stated, “The proportion of persons
aged five to 24 who attended an education institution increased
from 64.2% to 70.3% in 2022 in the Northern Cape.” Dr Sauls
also announced a skills development and bursary programme to
the value of R210-million in partnership with MERSETA. Since
2019, the provincial government’s partnerships with SETAs have
benefitted 14 800 young people.
Dr Saul says, “At the heart of a modern, growing and successful
province is education. We won’t be able to modernise the province
if we do not emphasise the education of our children.” Steps have
been taken to modernise the sector, with tablets loaded with Edu-
Kite software being distributed to Grade 12 students in 2023, a
coding and robotics pilot to be rolled out at 173 schools and another
pilot that will see five classrooms around the province converted into
cyber labs with modern equipment.
Corporate social investment (CSI) programmes of big solar park
and wind farm companies are improving the conditions of educational
facilities and giving opportunities where none existed before.
At the celebrations surrounding SPU’s 10th anniversary, Kumba
Iron Ore and De Beers Group, two of the biggest mining companies
active in the province, donated R20-million and R5-million towards
the university’s Lesedi La Afrika Fund will support scholarships and
social impact projects.
The fund has set a target of R100-million. Qondakele Sompondo,
Director for Institutional Advancement at SPU, said the funding
would make a significant impact on the lives of the youth of the
Northern Cape.
In 2024, representatives from Kolomela Mine, one of Kumba’s
properties, were investigating the possibility of SPU setting up a
learning centre in the small town of Postmasburg. In addition to
catering to existing SPU students, the centre will allow residents to
attend SPU short-course offerings and participate in SPU’s online
Talent Pipeline Programme.
SPU has a staff complement where 60% of its academics have
PhDs. The academic programme is housed in four schools:
education; humanities; natural and applied sciences; economic and
management sciences. Bachelor’s degrees are offered in education,
science, science in data, ICT, heritage studies, commerce and arts. A
diploma in retail business management (three years) and a one-year
higher certificate in heritage studies complete the prospectus.
Kathu campus of Northern Cape TVET College.
Skills and TVET colleges
The Northern Cape Urban TVET College comprises three
campuses in Kimberley: City Campus, Moremogolo Campus and
Phatsimang Campus. At City Campus, students have access to three
departments: business studies, engineering studies and a business
54 | Service magazine

provincial focus
S
Sol Plaatje University in Kimberley.
unit that organises short courses in partnership with various public
and private partners.
The Northern Cape Rural (NCR) TVET College has campuses
at Kathu, Upington, De Aar, Kuruman and Namakwaland. These
colleges offer students courses in finance, economics and accounting;
engineering; IT and computer science; management; hospitality;
marketing; and tourism. NCR TVET College has a variety of
part-time and short skills programmes delivered in the form of
learnerships, internships or apprenticeships.
The Provincial Government of the Northern Cape runs several
skills programmes, including the Artisan Construction Programme,
a three-year incubation programme aimed at young people, the
Phakamile Mabija Apprenticeship (artisan incubation programme)
and the S’hamba Sonke Contractor Development Programme.
Sol Plaatje University is teaching data analytical skills to
undergraduates and many of them are moving into the financial
sector on graduation. Another area where these skills are in great
demand is radio astronomy.
One of the world’s great scientific ventures, the Square Kilometre
Array (SKA) radio telescope project, has been established near
Carnarvon and the amount of data that it will generate is so great
that it is difficult to comprehend. Many data analysts will be needed.
Artisan training has also benefitted from the presence of the
SKA in Carnarvon. The new technical training centre has trained
students as electricians, fitters and turners, in instrumentation,
diesel mechanics, IT and boiler making, as well as in carpentry,
plumbing, bricklaying and welding. With the support of the SKA,
Carnarvon High School is the only school in the area offering
mathematics and science. S
Northern Cape Premier, Dr Zamani Saul.
Service magazine | 55

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good news
Western Cape wins UN award for
public service innovation
The Western Cape Government have been awarded the esteemed Public Service Innovation Award at the United Nations
Public Service Forum, which took place in Incheon, South Korea. The provincial government clinched the award out of 400
entries from over 70 countries.
TThis accolade recognises the ground-breaking work the Western
Cape Government (WCG) does in service of the residents of the
province towards “citizen-centric digital transformation”.
“We have always worked extremely hard in developing and
nurturing innovation in our government, which is a key value
we hold in high regard. Only by embracing innovation can we
continuously improve services, especially for the most vulnerable
in our province. We know that sometimes we may not get it right,
but you will not succeed if you are not willing to try, fail, try and
ultimately succeed – that is at the core of innovation – being willing
to try,” said Premier Alan Winde.
The United Nations Public Service Awards recognise excellence
in public service. They reward the creative achievements and
contributions of public service institutions that lead to a more
effective and responsive public administration towards achieving the
Sustainable Development Goals.
Representing the WCG at the ceremony were the Department
of the Premier’s Centre for e-Innovation (Ce-I) deputy directorgeneral,
Hilton Arendse, acting chief director, Aneesa Basha, and
director, Marc Cloete. “The successes achieved through this project
emphasise our province’s commitment to improving the quality of
life of our residents through the innovative and effective use of digital
technologies,” Arendse stated.
He added, “This achievement is attributed to the commitment and
competence of the more than 400 Ce-I team members who have
collaborated across multiple departments to bring this vision to life.
We must also acknowledge our province’s political and administrative
executive leadership who have fostered a culture of innovation that
enabled us to responsibly explore and implement innovative solutions.”
IMPLEMENTATION PLANS
Implementing the Citizen-centric Digital Transformation Plan is a
key programme of the WCG’s priority focus on innovation, culture
and governance. The provincial government set ambitious goals to
positively impact residents’ lives by leveraging digital technology.
Premier Winde noted that the
WCG is successfully transitioning
service delivery from traditional
methods to a more efficient, reliable
and citizen-centred model. He
said, “This shift has significantly
enhanced the accessibility and
quality of government services,
particularly benefiting the 70% of
the Western Cape’s population that
is vulnerable.”
Premier Alan Winde.
“Through our vision of achieving optimised, citizen-centred service
delivery we have consciously shifted the focus from predominantly
implementing internal-facing solutions to developing and
implementing solutions that either directly or indirectly translate into
value delivery to our residents,” explained Basha.
“While this award is a recognition of our past achievements it also
serves as encouragement to continue striving towards excellence in
achieving public value. This honour should be celebrated widely
across the province as it highlights the significant progress we have
made and the promising future ahead,” she added.
“Our digital infrastructure initiatives have played a crucial role in
bridging the digital divide, ensuring that all residents, regardless of
socio-economic status, have access to vital services.
“To this extent, our province’s investment in connecting all
government sites to high-speed network connectivity and our large-scale
cloud migration were key building blocks of our digital transformation
process,” Cloete said.
The WCG remains committed to building on its sound digital
government foundations to further improve public services.
The premier concluded, “As much as we pride ourselves on our
increased emphasis on innovation, it is also the people behind the
scenes, our WCG family of over 90 000 officials, who made this
success possible. Thank you for all you do for the people of the
Western Cape.” S
© DA
56 | Service magazine

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