Salutations

As we conclude this important engagement, I would like to take a moment to express my heartfelt gratitude, especially to the stakeholders coming from outside CoGTA. Over the past two days, we have witnessed a remarkable confluence of intellect, integrity, and experience addressing some of the most pressing challenges facing our sector. This gathering has transcended mere formality; it stands as a testament to our collective intent, an explicit acknowledgement that we must transition from conversation to action, and from introspection to meaningful renewal.

The calibre of individuals assembled here is exceptional, comprising some of the brightest minds and most dedicated public servants in our field. What I have observed throughout these discussions reflects the very best of our state: individuals, both men and women, resolutely committed to making the necessary changes, restoring integrity to local government, and revitalising public trust in government’s capabilities when we work collaboratively. Together, we can drive the transformative change our communities need.

At the outset of this session, we emphasised the necessity for it to transcend a mere workshop; it must serve as a pivotal moment of accountability. As we approach the local government elections in 2026, it is imperative that we reflect on the system we will bequeath to our successors. What legacy shall we establish as custodians of this democracy?

The response to this inquiry was to be clear and unequivocal: we are obligated to transfer a functional, ethical, and credible system of local governance that commands the trust of the constituents it serves. This is the challenge that history has set before us, and it will serve as the benchmark for evaluating the value of our leadership.

Our vision begins with establishing a solid foundation. It is imperative that we put an end to the era of unfunded budgets. A municipality that makes promises beyond its financial capacity not only demonstrates fiscal irresponsibility but also lacks moral integrity. Embracing fiscal realism is essential for rebuilding credibility. By May 2026, all budgets must be funded. There must be a clear programme for how we will enforce compliance with this as a key issue of fiscal responsibility, to ensure that councils do not hand over unfunded budgets to incoming councils. In early January next year, we need a programme to monitor this compliance. In this regard, it should be planned that, by 31 August, all councils will be administering funded budgets. The “ten-by-ten” concept must be the tool to inform the strategy.

The engagements clearly responded to the programme structure and themes. Yesterday, we looked at strategic issues, and today we looked mainly at alignment.

We must prioritise the timely submission of annual financial statements by every municipality. Delaying transparency equates to denying accountability. It is vital to focus on municipalities that have consistently faced adverse audit findings, not as a form of punishment, but as an opportunity to provide targeted support and oversight to drive improvement. Additionally, we must ensure the integrity of indigent registers to guarantee that assistance reaches those who genuinely require it. Addressing poverty should be approached with honesty rather than bureaucratic complexity.

These issues are not mere technicalities; they represent fundamental responsibilities of a state dedicated to serving its citizens. They form the bedrock on which all reform efforts must be built.

Today, we observed significant advancements in practical innovation and demonstrated capabilities within our system. The presentations from the Council for Scientific and Industrial Research (CSIR) and the Province of Mpumalanga highlighted a transition from focusing on what needs to be done to how to effectively implement those objectives.

The spatial planning and data-modelling efforts showcased provided insight into a future in which the state comprehensively understands its populace, geographic areas, and ongoing development patterns in real time. This approach emphasises planning based on concrete evidence rather than assumptions. The Municipal Monitoring and Support System implemented in Mpumalanga exemplifies the potential benefits of digitised oversight and transparent, data-driven processes, affirming that transformation stems from leveraging technology and expertise to convert information into actionable steps.

It’s important to acknowledge that some key participants were unable to attend the session. However, we will engage with them separately to ensure that we collaborate effectively and work towards achieving our desired outcomes together.

Local government effectiveness relies on the consistent involvement of entities responsible for infrastructure, funding, energy, and accountability. Citizens experience government as a cohesive entity, and any misalignment in these critical areas ultimately undermines service delivery.

Consequently, there is a call for renewed collaboration and commitment among all partners across various departments and levels of government. This is not intended as a critique but rather an earnest request for a unified approach. The expectation is for departments to work together cohesively rather than in competition, advocating for alignment and active participation rather than absence.

If implementation is the priority, it is essential to move beyond selective involvement. A unified voice must be adopted, as the public evaluates government performance based on service delivery rather than departmental delineation.

If we shy away from these inquiries, we risk facing serious repercussions in the future. However, by engaging confidently with this process and focusing on evidence, we can work towards creating a more effective, sustainable, and coherent governance model that genuinely meets the needs of our communities.

It is essential to view this review not merely as an administrative task but as a vital reform aimed at ensuring that our local government system is capable, cost-effective, and aligned with our developmental goals. We must approach the challenges of local governance with a clear and objective mindset. The upcoming White Paper review presents a significant opportunity to critically evaluate our current system. It raises crucial questions about the necessity and viability of all 257 municipalities. Regarding the number of municipalities, we need to be pragmatic and arrive at a practical number, rather than the current 257. There is a high expectation of the outcomes of the White Paper review. Practical outcomes that improve our people’s lived experience must be prioritised. The White Paper must highlight the importance of political parties deploying competent mayors, speakers and exco members in the councils.

Traditional leaders must be recognised as equal partners in governance. They should not be viewed as relics of the past; instead, they are vital custodians of identity, social cohesion, and community development. To enhance their role, their institutions require adequate funding, support, and integration into the broader governance framework. The White Paper Review must acknowledge the need to revisit Chapter 12 of the Constitution.

Regarding the issue of customary initiation, we must approach this matter with both compassion and courage. Culture should never lead to loss of life; it is our duty to uphold both tradition and the sanctity of life. This dual responsibility should guide our leadership approach. Protecting life should not be perceived as a disregard for cultural practices.

The people of South Africa seek tangible evidence of effective governance, expecting the government to rectify existing issues, fulfil its commitments, and safeguard its core values. We have the requisite expertise, knowledge, and resources to achieve these goals; what is essential now is the commitment to execute our plans efficiently.

As we move forward, we must unite as one CoGTA family, spanning national, provincial, local, and traditional levels, with a shared purpose and collaborative approach. Let us adopt “Every Municipality Must Work” as our collective mission, transcending mere rhetoric.

We must reaffirm the importance of ethics and professionalism at the forefront of our leadership. Every councillor and official needs to recognise that public service is not a right but a privilege, requiring the utmost respect and accountability. This trust must be upheld consistently, demonstrated through integrity in financial matters, equity in appointments, and a sense of urgency in delivering services.

The time for theoretical discussions is past; we must now focus on tangible results. By governing with integrity, demonstrating courage, and serving with humility, we can ensure that by 2026, we will reflect on our accomplishments rather than our shortcomings.

The challenges ahead are significant, but our commitment is equally strong. We must return to our responsibilities with a clear and renewed focus, leading with integrity, planning with precision, and acting with urgency. It is essential to demonstrate to our constituents that government can function effectively, that strong leadership is crucial, and that this generation is ready to confront challenges head-on.

There is also a need to invest time in ensuring that the coalition governments are stable. There must be a clear plan for preparing our councils to safeguard and sustain stability, particularly those administered through coalition systems.

Let us unite in our efforts for the benefit of our constituents, uphold the values enshrined in our Constitution, and lay a foundation for future generations. The programme of action arising from the White Paper review, the Local Government Indaba and this strategic Session must bring hope to our people, mindful that the actualisation of the outcomes would only materialise after the 2031 local government elections. Our timelines must be realistic. Together, we can rise to the occasion, take decisive action, and achieve meaningful results.

I thank you.