Fixing SA’s broken municipalities

A municipality is a local government that manages public services and infrastructure in a defined community. It matters because residents depend on it for safe water, sanitation, electricity, roads and waste removal. Effective municipal government also supports local economic activity and public safety.

The article describes responsibilities such as repairing potholes and streetlights, stopping water leaks and sewage spills, clearing illegal dumping sites and unblocking stormwater drains. The ANC also proposes expanding free basic services for vulnerable households and creating community safety forums.

The need is clear in Matjhabeng, Ditsobotla and Johannesburg. Residents report sewage, rubbish, outages and damaged roads. Parties differ over how to restore these services. Their proposals include better staffing, faster accountability, infrastructure partnerships, permanent maintenance teams and stronger communication between councillors and residents.

The failures are widespread and severe, not isolated breakdowns. In Matjhabeng, sewage flows through streets, potholes damage roads and residents buy bottled water because they distrust their taps. In Ditsobotla, raw sewage and uncollected rubbish blight communities, while some residents report more than five years without electricity.

Johannesburg faces prolonged water and electricity outages, broken traffic lights and deteriorating infrastructure. Matjhabeng residents described sewage entering homes and shopping centres, rising rubbish and children becoming ill after drinking tap water. Ditsobotla residents described a decade of potholes, sewage spills and waste collection failures.

These conditions create a major test for parties contesting the elections. The ANC faces criticism after governing many municipalities, including traditional strongholds. Its proposed first 100-day programme reflects the scale of the crisis, while the DA, EFF and IFP offer different institutional and accountability approaches.

When municipal services fail, residents lose access to essentials and face direct health and safety risks. Unsafe water can force households to buy bottled water. Sewage and uncollected rubbish damage living conditions, while electricity outages disrupt work, study, food storage and household life. Broken roads and traffic lights make travel more difficult.

Matjhabeng residents described sewage entering homes and shopping centres. They also reported children falling ill after drinking tap water. In Ditsobotla, raw sewage, rubbish and long-running electricity problems blight communities. Johannesburg residents face water and electricity outages, broken traffic lights and deteriorating infrastructure.

Local businesses are affected when shopping areas are flooded with sewage, roads deteriorate or electricity and water supplies stop. The article does not quantify business losses, but these failures clearly create frustration and undermine normal community activity. Repair programmes, better maintenance and accountable officials are intended to reverse the damage.

Municipalities struggle when they cannot manage money, infrastructure and staff effectively. The article records service failures alongside accusations of corruption, neglect and poor governance. It also describes political complications, including coalitions and factional battles. These problems can weaken decision-making and make it harder to plan, maintain assets and pay for services.

Matjhabeng recorded a R871.6 million deficit in 2024/25. Its liabilities exceeded its assets by R5.8 billion, according to Auditor-General Tsakani Maluleke. Residents there reported sewage in homes and shopping centres, rubbish accumulation and unsafe tap water. Ditsobotla and Johannesburg show similar administrative and infrastructure pressures.

The article does not identify one cause for every municipality’s financial position. It shows, however, that weak finances coincide with failing services and governance concerns. Party proposals focus on professional appointments, permanent technical teams, supplier payment, contractor consequences, infrastructure partnerships and public reporting.

The parties propose different routes to restore services and reduce corruption. The ANC emphasises a rapid intervention programme, public reporting and communication with residents. The DA focuses on merit-based appointments, ending cadre deployment, professional skills and performance-based infrastructure partnerships. The EFF stresses state capacity and permanent municipal workers.

The ANC promises action within 100 days, councillor contact channels within 30 days and municipal reports within six days. The DA proposes vetting contractors, recruiting engineers and finance officials, training staff and using public-private partnerships. The EFF wants permanent engineers, plumbers and electricians, plus stronger municipal control of land and infrastructure.

The IFP promises prompt investigation of corruption, fraud, tender manipulation, theft and misuse of public resources. It also supports consequences and lawful recovery of losses. Together, these plans show a shared focus on services and accountability, but different views on staffing, contractors, state capacity and enforcement.

Municipal councils and officials have the practical power to turn election promises into services. Councillors set priorities and communicate with residents. Municipal employees manage finances, procurement and operations. Contractors may build or maintain infrastructure. Residents help hold the system accountable by reporting failures and using communication channels, although the article gives no formal resident enforcement power.

The ANC proposes publishing councillors’ contact details within 30 days and municipal reports on governance, finances and service delivery within six days. It also proposes blacklisting contractors who fail to deliver and paying legitimate, compliant suppliers within 30 days. The DA wants consequences for poor performance, mismanagement and corruption.

The EFF would reduce reliance on contractors through permanent technical teams. The IFP promises prompt investigations and recovery of losses caused by misconduct, negligence or unlawful conduct. Community safety forums and stronger resident communication could make local oversight more visible, but implementation remains the crucial test.

Municipal budgets turn available income into planned services and infrastructure. Revenue collection provides money for daily operations, repairs and staff. Procurement determines whether municipalities obtain suitable work at fair prices. Oversight checks whether officials and contractors deliver what was promised. If any part fails, services can deteriorate and financial pressure can deepen.

Matjhabeng’s R871.6 million deficit and R5.8 billion excess of liabilities over assets show why financial management matters. The ANC proposes paying legitimate, compliant suppliers within 30 days, publishing financial reports and reviewing development plans. The DA proposes professional finance officials, contractor vetting and performance agreements for infrastructure partnerships.

The article presents these mechanisms as ways to improve delivery, not as proof that they have already worked. Stronger oversight could expose poor performance, corruption and mismanagement earlier. Better budgeting and maintenance could also help prevent the sewage spills, outages, potholes and infrastructure decline described in several municipalities.