Knysna Executive Mayor Aubrey Tsengwa announced that the municipality had made significant progress in implementing a number of suggestions made in the Section 154 Diagnostic Report and accompanying Support Plan adopted in March this year.
“A progress report was presented to Council at its meeting held on 5 August,” said Tsengwa. “This report shows that our efforts have already achieved improvements across various sectors. These include governance, infrastructure, waste management, financial management, land use management and local economic development.”
Tsengwa said that significant strides had been taken in enhancing governance. “We have developed a Communication Strategy aimed at rebuilding community confidence and ensuring better interaction between Council, administration and local communities. This strategy focuses on community education and awareness campaigns based on the rights and responsibilities of citizens. It aims to foster a more informed and engaged public.”
Efforts to improve the functioning of Council and its structures are ongoing. “Key initiatives include reviewing the agenda of ward committee meetings to ensure strategic issues are addressed, and providing targeted training and development for councillors,” Tsengwa explained. “These steps are designed to enhance the capacity of councillors in their roles and to improve the interface between Council and the administration.”
“Maintaining good governance and accountability remains a priority. We will conduct workshops on anti-corruption, fraud and ethics for councillors and municipal officials. These will be run in collaboration with the Department of Local Government, Cooperative Governance and Traditional Affairs, Special Investigating Unit, Provincial and National Treasury.”
The Municipality is reviewing its Information and Communication Technologies Strategy and policies to support and strengthen corporate governance. “This strategy must align with current business goals and ensure robust risk management processes,” said Tsengwa. “The aim is to develop a digitised municipal operation where possible, leveraging broadband infrastructure for enhanced service delivery.”
A critical aspect of the support plan is addressing the high vacancy rate within the municipality, particularly in senior management and key operational roles. “We are in the process of filling these vacancies, with several critical positions already advertised and in the final stages of recruitment,” he confirmed. “An Overtime Management Policy Framework is also being developed to address the excessive overtime costs and to ensure more efficient use of resources.”
According to Tsengwa, infrastructure development remains a top priority, with ongoing projects aimed at improving water and sanitation services, road maintenance and public amenities.
“Efforts to enhance infrastructure and service delivery in the Water and Sanitation Department are paying off,” he said. “These include the commissioning of additional potable water storage capacity, improving the design and monitoring of water supply systems, and timely responses to supply interruptions. Notably, R8.136 million has been allocated to improve water storage capacity and refurbish key infrastructure, such as the Charlesford water pump station, for the 2024/2025 financial year.”
The municipality is also addressing the issue of sewer blockages and overflows by repairing critical sections of the sewer pipeline and enhancing the overall response to such incidents. This includes the implementation of a comprehensive Maintenance Management Plan for the wastewater system and the development of an emergency plan to tackle current challenges at the Knysna Wastewater Treatment Plant.
“The completion of the Brenton-on-Sea water supply system and the extensive road rehabilitation project are notable achievements. These initiatives are designed to enhance the quality of life for residents and support sustainable growth within the municipality,” Tsengwa continued.
“We are dedicated to improving our waste management practices,” he emphasised. “The waste transfer station remains fully operational and there are currently no waste collection backlogs. Other key initiatives include conducting waste minimisation campaigns and distributing recycling bins to promote recycling. There are plans to roll out a second bin to residential areas specifically for recycling purposes. Efforts are underway to identify a new site for the green waste facility following the closure of the Brenton-on-Sea facility, with external audits ensuring compliance with environmental standards.”
Tsengwa explained that the establishment of a municipal Standard Chart of Accounts (mSCOA) Steering Committee, tasked with addressing financial data errors and ensuring data integrity, is strengthening the organisation’s financial management. “This committee meets monthly to monitor progress and provide updates. We are also working with financial service providers to draft and finalise the mSCOA Roadmap, ensuring better financial oversight and accountability. The revenue enhancement recommendations made by the Development Bank of Southern Africa have been implemented to a large extent. We are considering the digitalisation of traffic infringement notices and the prepaid electricity meter TID rollover is progressing well.”
The municipality is actively revising its land use management policies to streamline processes and reduce red tape. “Key actions include amending the Planning By-law to address errors and omissions and to align with the Land Use Planning Act amendments,” said Tsengwa. “This will reduce excessive red tape and improve efficiency in land use applications. New guidelines are being developed for public and internal comments on land use applications to improve the quality and timeliness of feedback from municipal departments and the public.”
Efforts to stimulate local economic development (LED) are well underway. “We are reviewing and amending the LED strategy to align with the current economic conditions of the town. Key initiatives include reviewing the LED Strategy to ensure that it supports the town’s economic development goals effectively,” explained Tsengwa. “Funding has been allocated to implement identified projects upon finalisation of the strategy. Following the LED strategy review, the Tourism Destination Marketing Plan will be updated to ensure proper alignment and promotion of Knysna as a premier tourist destination. Additionally, a concept plan is being developed for the Transport Hub to better organise informal trading activities, which are crucial to local economic activities.”
“We are dedicated to ensuring effective governance, improved service delivery, transparency and strengthened community relationships,” Tsengwa concluded. “The Section 154 Support Plan represents a strategic approach to overcome current challenges and to build a more resilient and responsive municipal structure. We appreciate the ongoing support and cooperation from all stakeholders, including provincial and national departments, community organisations, and residents. Together, we are working towards an inclusive innovative and inspired future for the greater Knysna area.”