Prepared remarks by the mayor of KwaDukuza, Cllr. S. Gumede at the occasion of 100 Days in office Press Briefing held at the Enterprise Ilembe boardroom on 09 December 2025 at 10:00
Programme Director;
Management of KwaDukuza led by the Municipal Manager, Mr. N. Mdakane;
Members of the fourth estate;
Ladies and gentlemen.
It take the pleasure of briefing you on this beautiful day, encouraged by the amount of progress we have made as a local council towards improving our communities.
I invited you so that I can share the governments message in relation to service delivery, and importantly to forge stronger relations with members of media.
I was tasked with a responsibility to lead KwaDukuza Municipality on 29 August 2025, following a successful council election, occupying a position that had been vacant, belonging to the African National Congress.
I hold this briefing on a significant day which marks just over 100 days since taking office (Expired on 07 December 2025). This is a milestone that fills me with gratitude and with hope for a better future ahead.
Indeed, my first 100 days marks just the beginning of a transformative era.
I therefore find it a great honor and privilege to present an overall assessment of the municipality and key plans moving forward.
Ladies and Gentlemen, I must point out that some of the key issues which I will be covering are also based on my ongoing engagements with communities and stakeholders.
Interesting, I used the first 100 days to make several observations. Allow me to reflect on these observations and the subsequent steps I have taken along with the support of council structures.
In these initial 100 days, we've hit the ground running with a clear focus on fiscal responsibility. Building stronger partnerships with local businesses and stakeholders. This includes incentives for small enterprises and targeted investments in sustainable projects that promise long-term returns.
Political stability
One of the key areas of focus when I took office was to ensure the harmonious coexistence of parties within the council for ensuring political stability.
I met with different political parties, unions, ratepayers, and other stakeholders.
Throughout these engagements, we emerged united by the understanding that local government is not about party politics but largely about serving our communities.
100 Days in office and the service delivery improvement plan
During October, we kick-started the IDP & Budget review process for the 2025 – 2026 financial year, which also coincided with my 100 days in office initiatives under the theme, “Towards 100 days in Office: Together, Doing More!”
Upon listening to the people during these community engagements, it became clear to me that this municipality indeed required a Turnaround Service Delivery Improvement Plan. This plan will be underpinned by an inclusive multi-stakeholder engagement programme.
During these engagements, communities raised sharp concerns around service delivery issues, including unbearable potholes, incomplete infrastructure projects, poor workmanship, dissatisfaction over the quality of service, allegations of maladministration and much more.
Over and above that, our people simply want us to lead them with integrity! They said they want things to be done differently. They said that they want to feel involved in the development of their communities, and so we are changing our approach.
The Service Delivery Improvement Plan was approved by the executive council in November 2025. The key elements of the plan are to strengthen communication and public participation, to enhance operational efficiency, focus on basic services, to build a culture of civic responsibility and putting people first, fight fraud and corruption, building internal capacity, refine municipal systems to work for communities, enhance debt collection and ensuring financial viable.
It is a comprehensive management tool that would guide KwaDukuza Municipality in fulfilling its mandate. It translates strategic priorities articulated in the IDP into departmental objectives, operational programmes, and measurable outcomes, ensuring alignment between municipal goals, budgetary allocations, and community expectations.
Ladies and gentlemen, we need to restore public trust and rebuild the reputation of the institution of local government and KwaDukuza Municipality must be seen taking the lead.
Best Performing Municipality
Ladies and gentlemen, withing my first 100 days, KwaDukuza was rated amongst the top tenof the best-performing municipalities in the country on service delivery and governance. (Ratings Africa). We are still number one in the province.
Award for consistency
We received an award at the National Local Government Summit for being consistent over ten years with a funded budget and audit outcomes.
Audit Outcomes
True to this, we hope that KwaDukuza Municipality will be receiving its 20th Unqualified Audit opinion for 2024-2025 financial year which could add another chapter to its consecutive successes over the past nineteen years.
This outcome would be a true reflection of our ability to handle public funds. Such consistency will send a clear message that we are a tried and tested council that is able to manage its financial affairs.
KwaDukuza Museum
During my 100 days period, KwaDukuza was accorded a special mention award for the design and execution of the KwaDukuza Museum by the South African Institute of Architects.
Investment Conference
At the KwaZulu-Natal Investment Conference held recently, the Premier of KwaZulu-Natal announced R26.5 billion worth of new investments and expansion projects. KwaDukuza secured a share of 26.47% of the total R100.1 billion pledged in the province.
Town-Hall Conference of Parties (COP)
During October, we successfully hosted the Town Hall Conference of Parties (COP) as a launchpad for stakeholders within the climate action value chain to work together in curbing the impact of climate shifts, where we advocated for climate justice and key interventions by COP30, that was held in Brazil last month.
The Community Services and Public Amenities Department has delivered a series of high-impact initiatives that strengthen service delivery, environmental management, community partnership and public infrastructure. The following achievements reflect the Department’s commitment to the priorities of Council and the expectations of our communities.
Strengthening Environmental Resilience
Through planting, maintenance and beach management interventions, the Municipality has made significant progress in building a more climate-resilient, clean and environmentally sustainable KwaDukuza.
Attainment of Blue Flag status in four Beaches
KwaDukuza is amongst the three municipalities to have received Blue Flags along its coastline for the 2025/26 season. With Blythedale Beach, Willard Beach, Salt Rock Main Beach, and Thompson Bay Beach being the granted full status by the Wildlife & Environment Society of South Africa (WESSA) which is responsible for accrediting top performing South African municipalities and entities.
The Blue Flag is an iconic coastal tourism status which symbolises sound adherence to international standards and best practices, environmental education, sustainability, and beach safety. We hoisted the Blythedale Beach flag as part of the launch of the festive season activation last week. Blue Flag is the world’s most prestigious and most recognised symbol awarded to coastal sites and entities.
This milestone reinforces KwaDukuza’s standing as a leading coastal destination, showcasing our commitment to safe, clean and environmentally responsible beach management.
Community Clean-Up campaigns
We carried out two major Clean-Up Campaigns within priority areas which is Ward 19 and Ward 4. These campaigns mobilised residents, community organisations and municipal teams to restore cleanliness, promote environmental awareness, and instilled a culture of collective responsibility for public spaces.
Adoption of the Community Adopt-A-Facility stewardship programme
During this period, Council approved the Adopt-A-Facility Programme, establishing a structured platform for communities, businesses and civil society to partner with the Municipality in maintaining and enhancing public amenities. This programme deepens community ownership, preserves municipal assets, and improves the condition of facilities across KwaDukuza.
Planting of 1,000 Trees in Partnership with EDTEA and DFFE
Our Municipality, working with EDTEA and the Department of Forestry, Fisheries and the Environment, planted 1,000 indigenous trees at strategic locations requiring greening.
This forms part of our climate resilience strategy improving air quality, expanding green cover and enhancing biodiversity in our urban environment.
Roll-Out of the Ward-Based tree maintenance programme
To ensure sustainability of our greening interventions, a Ward-Based Tree Maintenance Programme has been launched. This initiative enables routine care, watering, pruning and monitoring of trees, improving survival rates and ensuring long-term environmental impact at ward level.
Project Handover to Contractors – Upgrading of the Council Chambers
A major institutional milestone has been achieved through the official handover of the Council Chambers Upgrade Project to the appointed contractors.
The commencement of construction within the first 100 days demonstrates decisive action at improving the Municipality’s governance infrastructure.
None of these achievements would have been possible without the strong teamwork between management, council oversight, and other assurance structures. Let these successes inspire us and serve as a foundation to drive better service delivery.
Collectively, these achievements reflect a Municipality that is moving with purpose, laying a solid foundation for the next phase of work and also demonstrates that the administration is committed to delivering tangible results.
Despite these significant successes, we still endure challenges.
Energy losses
The municipality is grappling with challenges beneath the surface. We are facing a real red flag on energy losses where we are sitting at a loss of 26%.
Energy losses occurs when electricity that we buy from Eskom is not fully accounted for, whether through technical faults, ageing infrastructure, illegal connections, faulty meters or administrative gaps – the reality is that the municipality loses revenue. Today I want to reassure you: we are tackling this challenge and I want to share strides that we have made to turn around the situation.
Strengthening metering and billing for large power users
KwaDukuza has 493 large power users, who account for a major portion of our electricity demand. In the past, many of these metering points were not accurately monitored, which contributed to revenue leakage.
I am proud to announce the following:
- A total of 314 of these large power users are now fully connected to an Automatic Meter Reading (AMR) system, allowing remote and accurate monitoring.
- We have completed full audits of their metering installations.
- 118 customers have been identified for back-billing, and we are implementing this in line with legal and administrative processes. Tapping on RT 29 – 2024 National Treasury to source service provider to continue with implementation of large power users reconstruction programme.
- The remaining installations requiring specialised equipment are being attended to in the new financial year.
This is a major step forward. It ensures everyone pays for what they use and this will significantly strengthen our finances.
Improving billing for small power users
With over 36,000 small power users, we are making efforts to ensure correct vending, accurate data, and the elimination of ghost vending.
Progress includes:
- We will be visiting over 38,000 premises to verify customer information.
- Removing and investigating non-purchase cases.
- We have launched the Revenue Protection Unit, with 23 local workers who are cleaning up our data and identify irregularities.
- Replacing over 6000 prepaid meters through the Amnesty programme that is progress
This is a massive clean-up operation, and it is strengthening the credibility of the entire grid.
Upgrading technology to reduce technical losses
We are also addressing technical faults that lead to electricity losses.
Some of the key advancements include:
- Installing Eskom check meters and integrating them into the SCADA system, with more installations underway.
- We are making progress with the configuration of transformer and feeder statistical meters.
- We are expanding SCADA capabilities to monitor power flow from Eskom to the end users.
- We have legally and safely connected a total of 469 households within informal settlements.
Such measures are contributing towards the significant reduction of technical losses.
Strengthening governance, tariffs and revenue protection
KwaDukuza is also doing important work behind the scenes in tackling energy losses:
- We have reviewed and approved a new electricity tariff structure, supported by a completed Cost of Supply Study and approved by NERSA.
- We have developed new Standard Operating Procedures (SOPs) for metering, connections, returns, and revenue protection.
- A fully fledged Revenue Protection Unit has been established, including a manager, technicians, a supervisor, and field workers.
These improvements also ensures our compliance with national regulations.
Community Awareness and Partnerships
Through the support of a SECO-funded programme worth R9 million, we have launched community education campaigns to strengthen communication platforms.
We are calling on all residents, businesses, and institutions to partner with us by reporting illegal connections, tampering, cable theft, and suspicious activities.
We are on the path to stabilising our electricity system, and fixing historical problems. This goes with modernising our infrastructure, and ensuring that everyone contributes their fair share to the system. These improvements are necessary for our long-term sustainable growth.
On allegations of corruption and maladministration
Ladies and gentlemen, I have also taken note of serious concerns surrounding the accusations of misconduct that have been directed at the municipality through various media channels. We have been tactful in addressing matters that have been in the public domain and we are indeed engaging with the relevant stakeholders for amicable and sustainable solutions.
The municipality has also faced several allegations and probes into financial irregularities. As part of this briefing, I wish to highlight that we have ongoing high-profile investigations that are underway which I have taken the liberty of reporting on to the public, without fear, favour nor prejudice.
Although none have findings but we do have faith in the process and we trust that they will have a sense of positivity within the public domain.
The MEC for the Department of Cooperative Governance and Traditional Affairs (COGTA) launched a of Section 106 (of the Municipal Systems Act) probe into KwaDukuza.
The Act states that "If an MEC has reason to believe that a municipality in the province cannot or does not fulfil a statutory obligation binding on that municipality or that maladministration, fraud, corruption or any other serious malpractice has occurred or is occurring in a municipality in a province, the MEC must— (a) by written notice to the municipality, request the municipal council or municipal manager to provide the MEC with information required in the notice; or (b) if the MEC considers it necessary, designate a person or persons to investigate the matter."
This investigation covered the following areas:
- Theft of funds from the municipal banking account on 31 January 2025.
- Implementation of the Disaster Grant for the Hullet Bridge project in Ward 2, including delays, payments, project execution, and procurement of services.
- Implementation of the Disaster Grant for the Kwamfanomdala Bridge project in Ward 20, including delays, payments, project execution, and procurement of services.
- Irregular expenditure incurred in the 2022-23 financial year, as noted by the Auditor-General in the 2023-2024 Audit Report and a host of other allegations.
This investigation has now been concluded. The MEC for COGTA or his representative will be presenting the findings to council this Wednesday. The final report will carry recommendations for corrective actions.
The Special Investigating Unit (SIU) launched a probe into three tenders. The SIU investigates irregularities in three high-value tenders dating back to 2018-2019 for roadworks and electrical infrastructure, including wasteful expenditure and alleged misconduct.
The following tenders are being investigated:
· KwaDukuza Mall bulk supply
· Panel of contractors for Road Rehabilitation for 36 months.
· KwaDukuza Mall bulk supply, construction of industrial 33/11kv substation upgrade.
This is an ongoing investigation and there is no conclusion at this stage, we will communicate with the media and the public once it reaches finality.
Hawks (Directorate for Priority Crime Investigation) Cyber Fraud Inquiry – The Hawks launched an investigation into R35.7 million bank account hack loss, via spyware on the municipal account. Of the stolen amount of R35.7 million, a total of R30.8 million has been recovered. This is also ongoing and remains a commercial criminal matter which the Hawks would act if there are criminal elements.
Further to these external investigations in relation to the cybercrime matter, the accounting officer in the last council sitting presented a progress report on civil action that the municipality has taken against the company that pocketed these losses.
These efforts show that the municipality is steadfast in rooting out criminal elements and dealing decisively against corruption and maladministration allegations.
The council has a legally requirement to implement measures to prevent, detect, investigate, and resolve fraud, corruption, maladministration, and non-compliance. This includes enforcing consequence management for unauthorized, irregular, fruitless, and wasteful expenditure.
We will therefore act swiftly to address deficiencies, recover losses, and ensure good governance and oversight. Our responsibility is to ensure that that anyone on the wrong side of law faces the music.
As part of the Service Delivery Improvement Plan, we will ensure that council and the administration embrace to the following:
Signing an integrity pledge and adopts clear ethical leadership principles. This pledge must be signed by all councillors, senior managers, external oversight structures (eg. Audit committee members) and other key stakeholders in the service delivery value chain.
· We are strengthening our whistleblowing mechanism and will be running campaigns to raise awareness about whistleblowing.
· We will be receiving full updates from SAPS on all fraud and corruption case reported.
· We will act on all completed investigation reports and carry out their recommendations.
· Deal with every case of misconduct without delays.
· Ensure that consequence management is implemented fairly and not interfered with, as part of renewing public trust.
· And recover financial loss through appropriate legal instruments.
I must emphasize that there was a need for the turnaround service delivery improvement plan, to offer the municipality speedy interventions to most of these challenges where we are now able to track and analyse progress on the ground.
Going forward, the Turnaround Service Delivery Improvement Plan suggests that:
· We focus on ensuring that we aggressively deal with backlogs in maintenance of our infrastructure, using the back to basics approach. We will continue to ensure that we try to keep our streetlights working , fixing potholes and keeping our verges cut.
· We will urgently finalise the memorandum of agreement with both Department of Transport and SANRAL regarding the maintenance and fixing of traffic lights. We have already reached an agreement and most of the traffic lights will be fixed before end of this month.
· The municipality working closely with the KZN Department of Human Settlements have agreed on the turnaround approach on housing delivery, and in unblocking blocked projects. This plan will be roll-out at the beginning of 1st April 2026, with focus will be on eight blocked projects.
· We move with speed in addressing infrastructure backlogs. We will improve project management capacity and beef up consequence management controls.
· We will improve debt collection to boost our cash flow stream will be strengthened.
· We are required to fill critical vacancies.
· In addition, we have taken an aggressive approach to electricity disconnections, while maintaining provisions for those who genuinely cannot afford to pay through our indigent policy framework. We will consider relaunching the Masakhane campaign, as a vehicle to encourage communities to pay for services.
· We will update the infrastructure master plans to guide sustainable development.
· The plan addresses financial controls, compliance, and accountability.
· It is to strengthen public participation, stakeholder engagement.
· It will also ensure proper tracking and implementation of council, EXCO, and portfolio committee resolutions.
· It establishes consequences for poor performance, non-performance, and dereliction of duty.
· It seeks to strengthen community involvement and ensures responsive service delivery.
· The plan facilitates SMME development and provision of financial and non-financial support to youth owned and women owned businesses.
Ladies and gentlemen, as I mark just over 100 day in office on this resonant day, let these reflections stir us. As a clarion call, we will come out to serve our people, just like our forebears who laid down their lives as a sacrifice for freedom, justice and dignity.
With those remarks, I hereby open the floor for questions of clarity.
Thank you!
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