The City of Joburg stands at a defining moment in the lead up to the Local Government Elections in November 2026. Across the country, conversations about illegal immigration, crime, unemployment, service delivery failures and the rising cost of living have dominated headlines and dinner tables alike.
While these challenges differ in nature, they all point to a common concern – many South Africans no longer have confidence that public institutions are functioning as effectively as they should.
Citizens expect government to work. They expect municipalities to provide reliable services, process applications efficiently, maintain infrastructure, keep accurate records and spend public money responsibly. These expectations are neither unreasonable nor unattainable. They are the basic standards of good governance.
The future of Joburg depends on rebuilding capable institutions that place professionalism, integrity and service above politics. Policies alone cannot transform communities if the institutions responsible for implementing them lack the capacity, skills or accountability to deliver.
Local government is where this transformation must begin. It is the sphere of government closest to residents and the one that shapes daily life most directly. Every pothole repaired, every refuse collection completed, every housing application processed and every municipal account resolved contributes to public confidence. Likewise, every delay, administrative failure and governance breakdown erodes trust.
Professionalising local government must therefore become an urgent priority. Too often, appointments are viewed through a political lens instead of a professional one. Municipalities should recruit, develop and retain people based on competence, qualifications, experience and commitment to public service.
One of my priorities would be conducting a comprehensive skills audit across municipal departments. This is not about victimising employees. It is about understanding the strengths within the organisation, identifying gaps and ensuring that officials are deployed where they can contribute most effectively. Matching people with the right responsibilities improves productivity, strengthens accountability and delivers better outcomes for residents.
Equally important is respecting the constitutional mandate of democratic governance. Municipal employees serve the residents through the government elected by the people. Regardless of political affiliation, lawful decisions taken by democratic institutions must be implemented professionally, fairly and without prejudice. Professional public administration requires political neutrality in execution while remaining fully accountable to democratic leadership.
Building capable institutions also means building an ethical public service. Thousands of municipal workers perform their duties diligently despite resource constraints and administrative challenges. They deserve respectful leadership, opportunities to develop their careers and workplaces where integrity and performance are recognised. Ethical leadership is not only about rooting out corruption; it is about creating an organisational culture built on honesty, fairness, transparency and mutual respect.
Modernising local government is another essential pillar of reform. In today’s world, residents should not spend hours in queues for services that could be completed online. Digital systems can simplify applications, improve billing accuracy, reduce administrative costs, increase transparency and minimise opportunities for corruption. Modern technology should restore dignity by making government accessible, responsive and efficient.
Internal systems also require modernisation. Better data management, integrated digital platforms and streamlined administrative processes enable officials to focus on solving problems instead of navigating unnecessary bureaucracy. Government should embrace innovation that improves service delivery while protecting public resources.
Financial governance must underpin every aspect of municipal administration. Every rand collected from taxpayers carries an obligation to deliver measurable value. Sound financial controls, transparent procurement processes and effective oversight protect public confidence and ensure that resources reach communities where they are needed most.
As municipalities seek to improve service delivery, they should also carefully consider where insourcing offers better value. Bringing certain functions, services or workers back under the direct employment of the municipality can strengthen accountability, preserve institutional knowledge and improve service quality where it is financially sustainable. Decisions on insourcing should always be guided by evidence, affordability and the interests of residents rather than ideology alone.
Capable institutions are equally important for economic growth. Investors require certainty. Entrepreneurs need efficient licensing processes and reliable municipal infrastructure. Small businesses cannot thrive when administrative delays become barriers to opportunity. A professional municipality supports investment, encourages innovation and contributes directly to job creation.
Rebuilding confidence in public institutions will not happen overnight. It requires consistent leadership, measurable performance and a willingness to place the public interest above narrow political considerations. Success should be measured by outcomes experienced by residents, not promises made during election campaigns.
South Africans have repeatedly shown resilience in difficult circumstances. That resilience deserves institutions that work with the same determination. We have the skills, talent and constitutional framework needed to build municipalities that are respected for excellence rather than criticised for dysfunction.
The national conversation must therefore move beyond managing crises toward strengthening institutions for the future. Professional appointments, ethical leadership, modern systems, respect for municipal workers, accountable governance and strategic insourcing where appropriate are practical reforms that can restore confidence in local government.
Ultimately, rebuilding South Africa begins by rebuilding trust in the institutions that serve its people every day. A capable state is not created through slogans or rhetoric. It is built through professionalism, accountability, innovation and an unwavering commitment to public service. If we are serious about creating safer communities, growing the economy and restoring dignity to every resident, then rebuilding capable institutions must become one of our highest national priorities.
Joburg’s Future Depends on Rebuilding Capable Institutions in Local Government
The City of Joburg stands at a defining moment in the lead up to the Local Government Elections in November 2026. Across the country, conversations about illegal immigration, crime, unemployment, service delivery failures and the rising cost of living have dominated headlines and dinner tables alike.
While these challenges differ in nature, they all point to a common concern – many South Africans no longer have confidence that public institutions are functioning as effectively as they should.
Citizens expect government to work. They expect municipalities to provide reliable services, process applications efficiently, maintain infrastructure, keep accurate records and spend public money responsibly. These expectations are neither unreasonable nor unattainable. They are the basic standards of good governance.
The future of Joburg depends on rebuilding capable institutions that place professionalism, integrity and service above politics. Policies alone cannot transform communities if the institutions responsible for implementing them lack the capacity, skills or accountability to deliver.
Local government is where this transformation must begin. It is the sphere of government closest to residents and the one that shapes daily life most directly. Every pothole repaired, every refuse collection completed, every housing application processed and every municipal account resolved contributes to public confidence. Likewise, every delay, administrative failure and governance breakdown erodes trust.
Professionalising local government must therefore become an urgent priority. Too often, appointments are viewed through a political lens instead of a professional one. Municipalities should recruit, develop and retain people based on competence, qualifications, experience and commitment to public service.
One of my priorities would be conducting a comprehensive skills audit across municipal departments. This is not about victimising employees. It is about understanding the strengths within the organisation, identifying gaps and ensuring that officials are deployed where they can contribute most effectively. Matching people with the right responsibilities improves productivity, strengthens accountability and delivers better outcomes for residents.
Equally important is respecting the constitutional mandate of democratic governance. Municipal employees serve the residents through the government elected by the people. Regardless of political affiliation, lawful decisions taken by democratic institutions must be implemented professionally, fairly and without prejudice. Professional public administration requires political neutrality in execution while remaining fully accountable to democratic leadership.
Building capable institutions also means building an ethical public service. Thousands of municipal workers perform their duties diligently despite resource constraints and administrative challenges. They deserve respectful leadership, opportunities to develop their careers and workplaces where integrity and performance are recognised. Ethical leadership is not only about rooting out corruption; it is about creating an organisational culture built on honesty, fairness, transparency and mutual respect.
Modernising local government is another essential pillar of reform. In today’s world, residents should not spend hours in queues for services that could be completed online. Digital systems can simplify applications, improve billing accuracy, reduce administrative costs, increase transparency and minimise opportunities for corruption. Modern technology should restore dignity by making government accessible, responsive and efficient.
Internal systems also require modernisation. Better data management, integrated digital platforms and streamlined administrative processes enable officials to focus on solving problems instead of navigating unnecessary bureaucracy. Government should embrace innovation that improves service delivery while protecting public resources.
Financial governance must underpin every aspect of municipal administration. Every rand collected from taxpayers carries an obligation to deliver measurable value. Sound financial controls, transparent procurement processes and effective oversight protect public confidence and ensure that resources reach communities where they are needed most.
As municipalities seek to improve service delivery, they should also carefully consider where insourcing offers better value. Bringing certain functions, services or workers back under the direct employment of the municipality can strengthen accountability, preserve institutional knowledge and improve service quality where it is financially sustainable. Decisions on insourcing should always be guided by evidence, affordability and the interests of residents rather than ideology alone.
Capable institutions are equally important for economic growth. Investors require certainty. Entrepreneurs need efficient licensing processes and reliable municipal infrastructure. Small businesses cannot thrive when administrative delays become barriers to opportunity. A professional municipality supports investment, encourages innovation and contributes directly to job creation.
Rebuilding confidence in public institutions will not happen overnight. It requires consistent leadership, measurable performance and a willingness to place the public interest above narrow political considerations. Success should be measured by outcomes experienced by residents, not promises made during election campaigns.
South Africans have repeatedly shown resilience in difficult circumstances. That resilience deserves institutions that work with the same determination. We have the skills, talent and constitutional framework needed to build municipalities that are respected for excellence rather than criticised for dysfunction.
The national conversation must therefore move beyond managing crises toward strengthening institutions for the future. Professional appointments, ethical leadership, modern systems, respect for municipal workers, accountable governance and strategic insourcing where appropriate are practical reforms that can restore confidence in local government.
Ultimately, rebuilding South Africa begins by rebuilding trust in the institutions that serve its people every day. A capable state is not created through slogans or rhetoric. It is built through professionalism, accountability, innovation and an unwavering commitment to public service. If we are serious about creating safer communities, growing the economy and restoring dignity to every resident, then rebuilding capable institutions must become one of our highest national priorities.