The recently constituted Government of National Unity (GNU) continues to dominate the news and political landscape of South Africa. This article reflects on the position adopted by and the concerns raised by traditional leadership during the process of establishing the GNU and shares ideas to shape the discussion on the review of the role of traditional leadership in South Africa’s governance framework.
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Municipal managers are appointed by the municipal council under section 54A of the Local Government: Municipal Systems Act 32 of 2000 (Systems Act). They act as the link between the council and the administration.
Headline: Perhaps it is a bit controversial to bring the Bible into local government matters, however, this particular wisdom from the Bible is suited for this discussion. The Bible contains many scriptures that speak about taking back what belongs to you, encouraging one to reclaim what is rightfully yours.
Headline: The phrase “don’t talk to me, talk to me my lawyer” backfired when the City of Ekurhuleni (the City) found itself bound to a consent order granted by the Johannesburg High Court on 12 February 2020.
On 18 July 2024, President Ramaphosa signed the then Climate Change Bill into law. The new Climate Change Act 22 of 2024 marks a significant milestone in South Africa’s journey toward building climate resilience. However, the commencement date has not been proclaimed yet, which means that the Act has not yet come into operation.
On 23 July 2024, President Cyril Ramaphosa assented and signed into law the Public Procurement Act 28 of 2024 (PPA). This article forms part of a series of articles which unpack the key legal and institutional changes introduced by the Act.
About 70 municipalities are governed through coalition governments. Coalition governments are formed between parties and interests when no single political party holds a majority of seats on the council.
Municipalities are required to share an assortment of records and information with the public. There are multiple reasons behind this mandate, but the most important one is to promote transparency and, by implication, public participation in governance.
The success of local government depends on, among other good governance principles, ethical and accountable political and administrative leadership. Research conducted by the University of the Free State (2024), on behalf of the Local Government Sector Education and Training Authority (LGSETA), assessed the competencies and constraints on optimal performance of appointed and elected women leaders in the local government.
The Local Government Sector Education and Training Authority (LGSETA) commissioned the University of the Free State (2024) to assess the applicability of evidenced based human resource development (HRD) practices for local government. The study concluded that HRD is not being effectively measured and managed despite the 26-year-old enabling HRD legislative framework comprising of the Skills Development Act of 1998 and the Employment Equity Act of 1998.
The concept of decentralisation has been discussed widely in literature as a key approach for bringing development closer to the citizenry. The effective allocation and use of scarce resources underpins this concept through the promotion of popular participation and social accountability.
The Municipal Infrastructure Grant (MIG) was introduced in 2004 to address infrastructure backlogs and to improve service delivery in local communities. It is a conditional grant, meaning that it is provided by the national government to municipalities on the condition that the funds are spent on specific infrastructure projects.
The problem of non-payment for municipal services, such as water and electricity, and the termination of those services due to non-payment has once again gained the spotlight. In City of Tshwane v Vresthena Pty Ltd, the Supreme Court of Appeal (SCA) had to determine whether a municipality could be interdicted from implementing its credit control by-laws, which provides for the termination of electricity supply in the event of non-payment.
Municipal leadership is a driver of transformation and an agent of improved service delivery in South African municipalities. A study commissioned by the Local Government Sector Education and Training Authority (LGSETA) established that, despite various efforts to transform municipalities and enhance service delivery through effective leadership, evidence suggests that local government leadership faces many challenges that impede its efforts to transform and improve service delivery.
The National Commissioner of Police has called for comments on the Proposed Revised National Standards of Policing for Municipal Police Services with regard to, firstly, crowd management during gatherings and demonstrations and, secondly, the arrest and treatment of an arrested person until such person is handed over to a community service centre commander.
The professionalisation of local government has been high on the government’s agenda for over two decades. This is against the background that political interference in municipal decision-making processes destabilises municipalities, and undermines efficient and effective service delivery.
This article discusses the significance of the Heradien v Meshoa and Others (768/024) [2024] ZAWCHC 37 (13 February 2024) judgment. In this matter, Mr Heradien approached the High Court to, among other things, review and set aside his termination and interdict the IEC from filling the vacancy in the municipal council with Mr Nel as the ICOSA proportional representation (PR) councillor.
This article is the third in a series of articles that analyse the five major reasons why traditional leaders rejected the implementation of Spatial Planning and Land Use Management of 2013 (SPLUMA) in their areas of jurisdiction. The previous article unpacked the second reason, namely, the misunderstanding of SPLUMA
The article forms part of a series of articles which examines the five major reasons traditional leaders opposed the implementation of the Spatial Planning and Land Use Management Act of 2013 (SPLUMA) in the areas they govern. The previous article unpacked the third reason, namely, the exclusion of traditional leaders from the Municipal Planning Tribunals (MPTs). This article analyses the fourth reason, namely traditional leaders’ lack of trust in SPLUMA instruments.
This is the final article of a series of articles which examines the five major reasons why traditional leaders rejected the implementation of the Spatial Planning and Land Use Management Act of 2013 (SPLUMA) in their areas of jurisdiction. The previous article unpacked the fourth reason, namely, traditional leaders’ lack of trust in SPLUMA instruments. This article analyses the fifth reason, namely, traditional leader’s lack of trust in municipalities.
Time and again, the place and role of local government under the new constitutional dispensation is brought under the microscope. What are municipalities responsible for? What kind of decisions can they make? Can national and provincial governments veto municipal decisions? Can they decide where a metro can exercise a municipal function in its area? These are some of the questions that emerge.