STATEMENT BY THE EXECUTIVE MAYOR OF THE CITY OF EKURHULENI, ALD NKOSINDIPHILE XHAKAZA – REFLECTIONS ON THE FIRST YEAR IN OFFICE: BUILDING A RESPONSIVE CITY

As I reflect on my first year in office, I do so with a sense of humility towards the mammoth task that was bestowed upon me and renewed determination to continue the journey of transforming Ekurhuleni into a responsive, people-centred metro. It has been a year of stabilisation and strategic repositioning, anchored on a clear two-phase plan designed to repair the institutional damage of the past few years and rebuild public confidence.

PHASE ONE: RESTORING STABILITY AND SETTING THE VISION

When I assumed office in April 2024, the City was emerging from a period of institutional instability and service delivery paralysis. It became immediately clear that political cohesion was essential for progress. Phase One of our plan focused on stabilising the governance environment.

To this end, we established a Joint Political Management Committee, fostering collaboration and ongoing consultations across all political parties in Council. This was not just a mechanism for governance, it was a declaration that Ekurhuleni belongs to all its people, and that their needs must rise above partisan interests.

Through inclusive and robust engagement, we defined our shared direction and introduced the Six Strategic Pillars that would guide this administration’s agenda. These pillars, ranging from quality service delivery and infrastructure investment to financial recovery and ethical governance, have since served as the backbone of our efforts to build a capable, agile local government.

With political stability and a clear vision in place, we transitioned to Phase Two implementation. Our first priority was financial sustainability. We introduced a Revenue Enhancement Programme and prioritised restoring a clean audit culture through Operation

Clean Audit. This included strengthening financial oversight and instituting accountability mechanisms to root out waste, inefficiency, and misconduct.

Crucially, we also began rebuilding our service delivery systems. We launched the Mayoral Service Delivery War Room, a central coordination platform that has dramatically improved response times and accountability across departments. This is complemented by the Mayoral Izimbizo’s programme, which takes government directly to communities, identifies urgent issues, and enables on-the-spot interventions.

From clearing illegal dumping at Mooifontein Cemetery to resolving decade-long water leaks in Teanong, and delivering transformers to stabilise the grid in Kwa-Thema before winter, the results speak for themselves. Residents have seen first-hand that this is a government that listens and acts.

We hosted our inaugural Ekurhuleni Investment Conference which has become a catalyst for unlocking economic growth and attracting high-impact development to the City. At the conference, over R9.6 billion in investment was committed, signalling strong confidence in the City’s vision and trajectory.

Strategic agreements were signed with key partners including Airports Company South Africa (ACSA), the Consumer Goods Council of South Africa, and the Eastern Gauteng Chamber of Commerce, among others.

These partnerships are set to drive major developments such as the R5.7 billion Midfield Cargo Terminal at OR Tambo International Airport, the R2.5 billion Nigel Steel Mill, and the long-anticipated Tambo Springs Inland Port, projected to create over 240,000 jobs over the next 15 years.

This wave of investment is not only revitalising industrial zones, but also reaffirming Ekurhuleni’s position as a gateway for opportunity in logistics, manufacturing, e-commerce and inclusive growth on the African continent.

PHASE TWO: IMPLEMENTATION, RECOVERY AND ACCOUNTABILITY

Rebuilding public trust starts with showing real results and ensuring that every cent counts toward restoring dignity and quality of life in our communities. Over the past year, we’ve demonstrated that we are serious about service delivery and equally serious about accountability.

Over the past year, the City has made visible strides in improving core service delivery areas. In the water sector, we completed five major reservoirs, including Vogelfontein and Kempton Park Tower, improving supply in high-demand zones, while reducing non-revenue water to 29.84%.

In the energy portfolio, the Khanyisa Mhlali campaign saw over 200 households in Madelakufa electrified, high mast lights installed in multiple informal settlements, and streetlights rolled out across Clayville.

In solid waste management, seven new compactor trucks were commissioned and smart technology like QR-coded bins introduced to improve route efficiency and tracking.

On our roads, critical upgrades included stormwater systems in Thembelihle, pothole patching under the Sivala Ama Pothole programme, and the full-scale reconstruction of the Flint Mazibuko Bridge in Thembisa. These interventions reflect a shift from rhetoric to results, where delivery is tracked, measured, and

We’ve tightened the City’s financial belt while protecting services. Operational expenditure has been cut by 19%, no overspending occurred on consumables or bulk electricity purchases, and we’ve reduced our reliance on overdraft facilities thanks to improved cash-on-hand— now standing at 22 days, up from just 11 in Quarter 1.

We’ve stabilised revenue collection, with electricity under-collection reduced from a crippling R2 billion in the first quarter to R417 million by Quarter 3. Meter reading accuracy climbed from 76.2% to 85.9%, while interim readings for large power users were nearly halved. These shifts matter, because they mean more revenue is being collected fairly and accurately, enabling us to reinvest in services that our people can feel and see.

To assist struggling households, over 6,360 residents have applied for the Debt Relief and Rehabilitation Programme, a crucial step toward restoring a culture of payment while supporting those in financial distress. At the same time, we are recovering R317 million in back-billed revenue from faulty meter corrections and account adjustments, and have repaired 1,602 electricity meters, with another 298 in progress.

Integrity is the baseline standard for leadership in this City. When serious allegations surfaced around billing irregularities, account manipulation, and systemic mismanagement, we responded swiftly and decisively. We have also tasked the City Manager to institute an independent forensic investigation into these matters.

In line with Council directives and the Local Government: Disciplinary Regulations for Senior Managers, the Chief Information Officer has been placed on precautionary suspension. Consequence management is a fundamental part of how we rebuild a clean, ethical institution, because public trust depends on it. Demonstrating that this government does not turn a blind eye to misconduct.

These are not just numbers, they are evidence that the City’s recovery is real, governance is being restored, and trust is being earned through action, not demanded by title. We are under no illusions about the scale of the work ahead, but the direction is right and the momentum is building. As Former President Thabo Mbeki reminds us,

“Those who complete the course will do so only because they do not, as fatigue sets in, convince themselves that the road ahead is still too long, the inclines too steep, the loneliness impossible to bear and the prize itself of doubtful value.”

We remain resolute, energised, and focused, because the people of Ekurhuleni deserve nothing less, and because the renewal of our public service must be more than a promise; it must be a lived reality in every department, every ward, every day.

Ald. Nkonsindiphile Xhakaza
Executive Mayor of the City of Ekurhuleni