<![CDATA[]]> https://www.mcp-programme.co.za/blog/ EN Wed, 26 Aug 2026 13:00:00 +0200 Incomedia WebSite X5 Pro <![CDATA[You Cannot Plan for a Disaster You Have Not Measured ]]> imblog In Musina and Blouberg Local Municipalities, the Municipal Capability and Partnership Programme (MCPP) began not by writing a disaster management plan (DMP), but by establishing what the two municipalities actually have.

Two Limpopo municipalities are working towards a Level 1 DMP. Before a word of that plan could be drafted, they had to score themselves, indicator by indicator, against the National Disaster Management Framework (NDMF). The result is what makes the next phase possible.

There is an understandable instinct, when a municipality is told it needs a DMP, to sit down and write one. The Disaster Management Act (DMA) requires it, a template exists and a document can be produced.

But a plan is not a capability. It is the output of one and where that capability is thin, the plan becomes an artefact of compliance: drafted, adopted, filed, and of little use on the day a disaster occurs.

That premise shapes the Disaster Risk Management (DRM) support DMS NPC is delivering with the CSIR under the MCPP, a collaboration between Anglo American, DeBeers (Venetia Mmine) and the Department of Cooperative Governance. Working with Musina and Blouberg Local Municipalities in Limpopo, the objective in each case is a Level 1 DMP. The first step was not drafting, but measurement.
Scoring the current reality
Section 43(3) of the DMA is unambiguous: a local municipality must establish the capacity to develop, coordinate and implement its own DRM function. What the Act does not settle is how a municipality is meant to know whether it has that capacity.

The Current Reality Assessment (CRA) answers that question. Using the National Disaster Management Centre's (NDMC) Municipal DRM Gap Analysis Tool, adapted for local municipalities, municipal teams score themselves against the key performance indicators of the NDMF on a three-point scale: not in place, in progress, or fully in place.

It is done line by line, with the people who hold the function. Musina participated in the CRA in May 2026, drawing in SALGA Limpopo and the Limpopo Provincial Disaster Management Centre (DMC) alongside the municipal team. Blouberg participated in the CRA during June and July, with Capricorn District Municipality participating.

Two design choices shaped the exercise. First, we added an evidence column, requiring every score to point to a document, a council resolution, a register or a set of minutes. A score without evidence is an opinion. Second, only the indicators required for a Level 1 plan were binding. Level 2 and Level 3 requirements were recorded but set aside, so the assessment measured the distance to the next achievable step rather than to a distant ideal.
What the numbers showed
Musina Local Municipality scored below the standard required for a Level 1 plan.

The shape of that result matters more than the final score. Institutional capacity, Key Performance Area (KPA) 1, scored as the strongest area. The Disaster Management Advisory Forum is established and meets quarterly. A DRM unit exists, with a recognised mandate and provision in the budget vote. The institutional scaffolding is standing.

Beneath it, the three Enablers, namely information and communication, education and training, and funding, scored very low. These are the foundations on which every performance area above them rests. A municipality cannot assess risk without data custodians and somewhere to hold the data. It cannot reduce risk without costed projects in a budget, and it cannot respond without trained people.

Blouberg's assessment tells a similar story. All four KPAs have been scored, with institutional capacity again the strongest. Council has approved a dedicated DRM unit, which is significant because until then the function sat distributed across roads and stormwater, housing and community services, with no single point of coordination when an event occurred.
What the process itself revealed
Two observations from the sessions have shaped the phases that follow.

The first came from a Musina participant who, having been advised to score generously, argued for the opposite. It is better to under-score than to overstate, she noted, because an inflated score removes the very rationale for the support. That instinct, that the assessment is a diagnostic instrument, not a report card, is the most useful thing a municipality can bring to it.

The second is structural. In smaller municipalities the DRM function is rarely anyone's whole job. It is carried part-time by officials who already run technical or community services, and much of the documentation describing local risk sits at district rather than local level. This is not a failure of commitment. It is the operating condition of local government, and a support programme that does not design around it will simply generate a backlog of unanswered requests.
From diagnosis to sequence
The practical value of a scorecard is that it converts a broad legal obligation into an ordered list. Musina now has priority actions running from the foundational to the operational: formalise the inter-departmental committee's terms of reference; adopt a risk assessment standard by forum resolution; build a consolidated municipal risk register; agree data-sharing with data custodians; and cost the DRM function so it can be carried into the budget vote.

On current evidence, Level 1 is achievable within twelve to eighteen months, not because a document will have been produced, which is the easy part, but because the municipality will by then be able to sustain what that document describes.

The findings remain preliminary, pending verification by district and provincial colleagues and the completion of the document study. That, too, is deliberate. An assessment a municipality has not validated is an assessment it does not own, and a plan built on an unowned assessment is exactly the artefact this work exists to avoid.
Note:
  • Francis Hoets, Project Lead, DMS NPC
  • Partner acknowledgement: The MCPP is a collaboration between Anglo American, De Beers (Venetia Mine) and the Department of Cooperative Governance, implemented by the CSIR with DMS NPC as the DRM implementing partner.
  • Scores quoted for Musina Local Municipality are preliminary and subject to verification by Vhembe District Municipality and the Limpopo Provincial DMC.  
]]> Wed, 26 Aug 2026 11:00:00 GMT https://www.mcp-programme.co.za/blog/?you-cannot-plan-for-a-disaster-you-have-not-measured- https://www.mcp-programme.co.za/blog/rss/000000057 <![CDATA[From Learning to Action: Developmental Leaders Forge a Shared Future for the Gamagara-Tsantsabane Region ]]> imblog
The Municipal Capability and Partnership Programme (MCPP) recently concluded the third and final session of the Developmental Leadership Programme for political and administrative leaders from Gamagara and Tsantsabane local municipalities. Held on 14 to 15 July 2026 in Kathu, the two-day session marked the culmination of a learning journey focused on strengthening collaborative leadership for regional development.

Building on the previous two sessions, the programme shifted from understanding collaborative leadership to applying it in practice. Through reflection, practical case studies and collaborative problem-solving, participants explored how stronger partnerships across municipal boundaries can unlock the region's long-term development potential.
Reflecting on the Journey
The session opened with a Gallery Walk featuring photographs, participant reflections and highlights from the previous sessions. Leaders reflected on what they had learned about regional development and collaborative leadership, and how they had already begun applying these lessons in their work.
Participants spoke about the importance of thinking beyond municipal boundaries, recognising that "the economy has no administrative boundary." They also reflected on improvements in teamwork, stakeholder engagement and collaboration within their own municipalities.
  
Exploring Regional Collaboration in Practice
Professor Mark Oranje from the University of Pretoria unpacked the legal, policy and governance frameworks that support cross-boundary regional development planning in South Africa, drawing on both local and international examples.

Participants then worked in cross-municipal teams on regional case studies focused on the green economy, sports tourism, the circular economy and agro-processing. They identified shared investment opportunities, implementation partners and practical actions needed to unlock regional collaboration for development.

The presentations demonstrated knowledge of key regional and local instruments and evidence, and the ability to find solutions and collaborate beyond sectoral and municipal boundaries. The observation panel noted that the strongest proposals were those built on shared ownership, coordinated planning and long-term partnerships between government, industry and communities.
“I came in thinking I am equipped with enough knowledge as a councillor but MCPP broadened my way of thinking on how to deal with matters of collaborative leadership.”
  
Learning Collaboration by Doing
A highlight of the programme was the World Cup of Regional Collaboration, an interactive simulation that used the dynamics of soccer to illustrate the realities of collaborative regional development.

Working in teams, participants navigated the "game" of regional collaboration by identifying players, understanding different institutional roles and responding to challenges that often delay development projects. The activity reinforced that successful regional development requires coordinated action, shared leadership and trust between multiple partners—much like a successful football team depends on every player contributing to a common objective.

The following morning's "Post-Match Analysis" encouraged participants to reflect on the barriers to implementation within local government, including unclear roles, limited coordination, weak leadership and the absence of shared implementation plans.

“There used to be many questions /blame-game between political heads and administration. We now understand our roles and can now respond to the community enquiries with confidence and be open about it without blaming one another.”
From Ideas to Commitment
The final session focused on translating learning into action. Political and administrative leaders reflected separately and collectively on how collaborative leadership could be embedded within their municipalities and sustained beyond the programme.

Discussions explored strengthening institutional relationships, preparing for political transition and ensuring that regional development remains a shared priority regardless of changing leadership. Councillors nearing the end of their terms also reflected on the importance of onboarding incoming representatives to the region's collaborative foundations.
Participants committed to strengthening cross-boundary collaboration between Gamagara and Tsantsabane, working towards a shared regional vision, prioritising catalytic infrastructure and investment, and continuing to build on the relationships established during the programme.

“Leadership starts with self-awareness. Relationships are as important as strategy. Lead through influence, not authority.”
Where To Now?
Rather than marking the end of a training programme, the final session signalled the beginning of a new phase of collaborative regional action.

Across three learning sessions, participants developed a shared language around collaboration, strengthened relationships between political and administrative leaders, and explored practical ways to address regional challenges together.

As participants returned to their municipalities, the challenge was clear: maintain the momentum, embed the commitments made throughout the programme, and continue working together to build a more resilient, connected and prosperous regional future.
  
]]> Mon, 03 Aug 2026 10:44:00 GMT https://www.mcp-programme.co.za/blog/?from-learning-to-action--developmental-leaders-forge-a-shared-future-for-the-gamagara-tsantsabane-region- https://www.mcp-programme.co.za/blog/rss/000000056 <![CDATA[What an independent evaluation says the MCPP has taught us]]> imblog Six years ago, the Municipal Capability and Partnership Programme (MCPP) set out with a simple conviction: that municipalities and partners in mining regions require support, but don’t need more outside experts parachuting in with ready-made answers. This year, we finally got to see that conviction tested from outside the programme. An independent evaluation of the MCPP, conducted by the Public Affairs Research Institute (PARI), was featured in Municipal Focus (Volume 83) - and it's a milestone worth pausing on.
 
South Africa has no shortage of municipal capacity-building initiatives. Most follow the same pattern: an external specialist arrives, produces technical solutions and hand it over. When the funding or the consultant leaves, so does the capability. PARI's evaluation (including interviews with municipal, district and provincial officials, as well as mine representatives) is significant precisely because it tests whether the MCPP, deliberately designed to work differently, actually holds up after six years. Its findings suggest it does - and point to why.

  1. It strengthens capability, not dependency. Rather than delivering ready-made technical solutions, the MCPP works alongside municipal officials to identify their own problems and design their own interventions. The evaluation found this distinction is the difference between a document that gets filed away and a skill that gets used long after the programme has moved on.
  2. Municipal (and industry) collaboration to achieve results is the actual product. Over 90% of participants reported improved collaboration across departments (planning, finance, engineering, governance, and between industry and government) during the programme. PARI's evaluators are explicit that these functions can't be strengthened in isolation, which is why the MCPP was built around systems thinking rather than department-by-department fixes from the outset.
  3. It recognises psychological safety, team functionality and survives the people leaving. By strengthening functionality of teams instead of merely focusing on professionalisation of individuals, or relying on individual “champions,” the programme has seen strengthening moral, communication and continuation of work in municipalities even whilst there was real staff turnover - a point of failure for most capacity-building efforts, which tend to evaporate the moment the trained official moves on.
  4. A shared “why” enables municipalities and partners to place the focus on development and even start to plan past their own borders. In the Northern Cape, Gamagara and Tsantsabane (with the Office of the Premier, Districts and Industry Partners) have established a joint Regional Development Compact – recognizing the importance of economic diversification and treating a shared post-mining future as a municipal and regional planning question rather than something each municipality must solve alone.
  5. Time and resourcing determine how deep the change goes. Where the programme has had more time, funding and mandate, results have been markedly more institutional. PARI frames this not as a critique of any partner, but as confirmation of an unglamorous truth the sector often ignores: sustained investment focused on results (not outputs), paired with root-cause interventions is what produces results that last - quick, underfunded interventions largely don't.
  6. Capability can't outrun governance and financial viability. The evaluation is candid that municipal finances and governance (e.g. revenue still tied to mining activity, high consumer debt, incomplete billing systems) remain binding constraints. The MCPP can strengthen how municipalities plan and act; it cannot substitute for the governance and funding municipalities need to actually deliver services.
  7. The model's replicability depends on an institutional anchor, not more champions. In the municipalities where the programme operates, there is an established commitment among government, industry, and municipal stakeholders, reflecting recognition of the CSIR's role as a credible intermediary. The CSIR’s unique combination of technical expertise and its ability to connect government, civil society, and industry positions it as a trusted partner in advancing local development outcomes. What's missing, and what PARI recommends the sector build toward, is secure, possibly shared, funding and institutional anchoring that lets this work outlast any one budget cycle, personnel change, or company's CSI calendar.

None of this belongs to any one partner, and we're mindful of that. It is a testimony to the sustained commitment of Anglo American, participating municipalities (currently Gamagara, Tsantsbane, Blouberg and Musina) and industry partners (currently Kumba Iron Ore with Sishen and Kolomela mines, as well as De Beers with Venetia mine), government partners lead the Department of Cooperative Governance (DCoG), Provincial COGHSTAs, PARI's careful independent evaluation, and (above all) the municipal teams and implementation teams and collaborators (including EUP, KAGISO Trust and SALGA) who've done the real work of building these relationships since the programme began.

Read the full feature in Municipal Focus (Volume 83).
]]> Mon, 27 Jul 2026 09:53:00 GMT https://www.mcp-programme.co.za/blog/?what-an-independent-evaluation-says-the-mcpp-has-taught-us https://www.mcp-programme.co.za/blog/rss/000000055 <![CDATA[Advancing a Shared Vision Through Collaboration and Action]]> imblog Through ongoing engagement, collaboration, and strategic alignment, the stakeholders that are part of the Gamagara-Tsantsabane Mining Region Compact continues to strengthen a shared regional vision for inclusive economic transition and resilience. As partners work together to address regional challenges and opportunities, such ongoing compacting provides a platform for coordinated action, as well as long-term planning, for collective impact at scale.

As momentum continues to build, the regional transition pathways and enabling environment is shaped by municipal, government and industry leadership and processes through a range of formal and informal processes and instruments. For more on this, see here.

To support the various role players in communicating the urgency and window of opportunity for action in the region, the MCPP has developed a short video. It also showcases the importance of regional collaboration and planning, highlights key activities and partnerships, and reflects on the emerging impact of the Compacting process and strategy. The video is intended as a catalyst for engagement: encouraging stakeholders to spark conversations, align efforts, and mobilise action around a shared vision for the region’s future.

VIDEO
]]> Mon, 08 Jun 2026 12:11:00 GMT https://www.mcp-programme.co.za/blog/?gamagara-tsantsabane-mining-region-compact--advancing-a-shared-vision-through-collaboration-and-action https://www.mcp-programme.co.za/blog/rss/000000053 <![CDATA[Strengthening Collaborative Leadership for Regional Development ]]> imblog In March 2026, political and administrative leaders from the Gamagara and Tsantsabane Local Municipalities came together in Kathu for the second groundbreaking session as part of the Municipal Capability and Partnership Programme’s (MCPP’s) Developmental Leadership Programme. Hosted by MCPP, and facilitated by MCPP, EUP (Enterprises University of Pretoria) and the Kagiso Trust, the two-day programme forms part of a three-session learning journey aimed at strengthening collaborative leadership and advancing cross-border collaboration in the Gamagara-Tsantsabane mining corridor. The programme is designed to dovetail with (1) efforts of the two municipalities and Office of the Premier, Northern Cape and other collaborators (see here) who are actively working towards regional economic diversification and transformation in the mining region, as well as (2) municipal specific planning and development processes. It also provides participants with the opportunity to access certificate training of EUP designed to strengthen capacity for cross-border regional development. Participants from Tsantsabane, included the municipal manager, 5 officials, the mayor and 8 councillors. From Gamagara 8 officials and 9 councillors participated in the session.
​Reflections from Session One (October 2025)
Session one of the Developmental Leadership Programme laid a strong foundation for collaboration by creating a shared space for political and administrative leaders from Gamagara and Tsantsabane to engage as peers, build trust and deepen mutual understanding. Through experiential learning, participants critically examined leadership behaviours, the importance of collaboration across roles and institutions, and the central role of Spatial Development Frameworks (SDFs) in responding to regional challenges such as mine closure, service delivery pressures and economic transition.


The session helped with clarifying planning instruments, strengthened confidence, particularly among councillors and technical teams, and highlighted the value of clear communication, shared responsibility and collective problem-solving. Feedback from participants reflected meaningful shifts in mindset, improved relationships between officials and councillors, and a growing appreciation that working together across municipal and political boundaries is essential to achieving sustainable regional development outcomes.  
From Learning to Action (March 2026)
Building on insights from the first session, participants reflected on how learning was applied from session one and the progress applied within their municipalities while strengthening alignment around regional collaboration. Municipal teams from Gamagara and Tsantsabane shared progress and practical lessons applied across planning, governance and service delivery. Municipal teams presented tangible examples of shifts already underway, including improved public participation processes, policy reviews, revenue enhancement initiatives and early steps toward joint regional planning.

By grounding learning in real work that is underway and identifying agreed next actions, this second session served as a checkpoint in the learning journey that supports municipalities to reflect on practice, strengthen collaboration and prepare for deeper consolidation of learning and action in the final session.

“In terms of planning, we are stronger and we understand the purpose of working together.”  
Engaging on a Shared Regional Vision
A highlight of the programme was a cross-municipal group exercise provided an opportunity for the participants to engage and familiarise themselves with the regional vision and strategic pathways to enable them to articulate the long-term developmental vision for the region. Mixed teams (officials and political leaders) worked together to synthesise elements of the regional economic strategy into a clear and compelling narrative that the community could understand and relate to.

“The importance of collaboration, communication and better service delivery is clear. I am very happy to have participated.”
Growing Leadership Insight and Practice
The programme, supported by SALGA, provided a space for leaders to step back and think differently about what leadership looks in practice. Through hands-on, experiential learning activities, participants were encouraged to explore the balance between leading and following, highlighting the importance of shared responsibility in both political and administrative roles. These conversations highlighted how leadership behaviours affect relationships, decision-making and the ability to collaborate and work efficiently with others.

Learning on collaborative regional development helped participants to connect their everyday municipal and political work to the bigger picture. By placing local actions within broader economic, spatial and policy frameworks, participants were able to better their understanding of how leadership and municipal level contributes to longer-term regional goals and more effective collaboration across municipalities.

“This has opened my mind on why teamwork is important.”
Demonstrated Value and Insights
Feedback captured through the programme’s SenseMaker tool included 26 participant responses and indicated strong perceived value from participants. Development planning emerged as the strongest municipal functional area where change is being perceived, with participants describing planning processes as more intentional, coordinated and purpose‑driven. Most respondents reported positive shifts in planning quality, coordination, collaboration and organisational mindset.
Additionally, 73% of participants reported noticeable organisational or team‑level shifts, including improved confidence, clearer roles, stronger coordination and growing technical understanding, particularly in spatial planning. Overall, participants reported a stronger commitment to working across silos and municipal boundaries.

“Seeing teams shift from relying heavily on consultants to taking ownership and building internal expertise can be a gamechanger.”
Looking Ahead
Whilst the municipalities are busy with IDP and Spatial Development Framework engagements and finalisation in April and May, it is expected that the third session of the Developmental Leadership Programme, will continue to build momentum around a shared regional narrative and collaborative approach to local and regional development–laying a critical foundation for stronger relationships, reflective leadership and coordinated action.

“Together we stand, divided we fall — together we can.”
]]> Tue, 26 May 2026 09:44:00 GMT https://www.mcp-programme.co.za/blog/?strengthening-collaborative-leadership-for-regional-development- https://www.mcp-programme.co.za/blog/rss/000000052 <![CDATA[Beyond Compliance: Reframing the Role of SDFs]]> imblog
Planning in Mogalakwena and Gamagara Municipalities has been constrained by fragmentation, limited participation and short-term thinking. Recent Spatial Development Framework compilations highlight that these processes should be understood and valued as dynamic, collaborative endeavours that foster alignment and shared learning, rather than merely producing a static document.

In mining-affected municipalities, spatial planning is often expected to provide certainty in contexts defined by uncertainty. The Spatial Development Framework (SDF) processes in Mogalakwena (Limpopo) and Gamagara (Northern Cape) suggest that this expectation may be misplaced. Rather than static plans, SDFs are most valuable as processes that enable alignment, learning and collaboration across fragmented systems.

At the start of the MCPP’s support in the early 2020s, the existing SDFs were not adequately positioned to guide future spatial investment in two of the country’s most significant mining municipalities. Mogalakwena hosts the world’s largest open-cast platinum mine, while Gamagara is home to Sishen Iron Ore, South Africa’s largest iron ore mine. Despite this, the SDFs made limited, if any, reference to the critical role these operations play in the economic well-being of their regions.

A first shared lesson from the SDF processes is that fragmentation is a given, not the exception. In both municipalities, planning and investment were historically disjointed across time and space. In Mogalakwena, mining companies, traditional authorities and the municipality often operated in parallel, resulting in duplication and even spatial conflict. In Gamagara, engagements with mines were frequently transactional and driven by Social and Labour Plan (SLP) requirements, with limited alignment to municipal priorities as expressed in the Integrated Development Plan (IDP) and agreed development trajectories in the SDF. As a result, infrastructure, housing and economic investments did not reinforce one another. The collaborative SDF processes, supported through MCPP, created platforms to bring these actors into a shared and meaningful conversation.

A second lesson is that participation must move beyond compliance to co-creation. In Mogalakwena, extensive engagement with traditional authorities, councillors and mining houses - driven by municipal officials - helped rebuild trust and address concerns that planning does not always translate into visible change. In Gamagara, the need for consistent and good-faith engagement emerged strongly, with officials highlighting how rotating mine representatives, missed meetings and limited accountability undermine collaboration. Across both contexts, the SDF process highlighted that participation becomes meaningful when stakeholders understand its purpose and see how their inputs are taken into account.

Thirdly, both cases underscore that planning is as much about relationships as it is about technical outputs. Moving beyond ‘business-as-usual’, progress was marked not only by completed plans, but by shifts in relationships between government and mines, officials and councillors, and municipalities and traditional authorities. One role player described success as reaching a point where “friction” leads to alignment and shared direction, rather than superficial agreement. In this sense, the SDF became a vehicle for negotiating competing interests and building a shared understanding of development trajectories.

A fourth lesson relates to the difficulty of engaging with the future, compounded by short-termism in governance systems. Across interviews, stakeholders noted that long-term planning is often overshadowed by immediate needs. In Mogalakwena, priorities such as water and basic services typically take precedence, while in Gamagara, stakeholders tend to disengage when discussions extend too far into uncertain futures - an issue amplified in mining-dependent economies shaped by volatile global markets. These dynamics are reinforced by municipal electoral cycles, shifting leadership, and high staff turnover, all of which disrupt continuity and constrain sustained planning and implementation. At the same time, mining companies face market and regulatory pressures that limit their ability to commit to long-term, spatially aligned investments. The result is a persistent tension: SDFs are intended to guide long-term development yet must operate within contexts dominated by short-term demands. In both cases, the use of shared data and evidence, alongside efforts to emphasise a shared purpose and mutual benefit, helped enable more constructive conversations about the future.

Finally, the experiences from both Mogalakwena and Gamagara point to systemic constraints that extend beyond the municipality itself. While local government capacity remains a critical challenge, the MCPP experience shows that the broader governance and planning ecosystem is equally constrained. Mining companies, municipalities and other stakeholders operate within misaligned regulatory frameworks, planning cycles and institutional mandates, complicating meaningful collaboration. In the case of SLPs, planning processes are often fragmented, compliance-driven and weakly aligned with municipal instruments, limiting their developmental impact and reinforcing transactional engagement. While both municipalities recognised the importance of short-term IDP alignment, there was also a growing emphasis on achieving stronger medium- to long-term strategic alignment, particularly in contexts of significant multi-partner investment.
Taken together, these experiences suggest the need to reframe the purpose of SDFs. Rather than compliance-driven documents, they should be understood as platforms for alignment in complex, multi-actor environments. Their value lies not only in the spatial proposals they produce, but in their ability to convene stakeholders, surface tensions, and build the relationships required for coordinated action. These cases further illustrate how shared evidence and collaborative processes can help address fragmentation, enable engagement on future development pathways, and better align investments.
In Mogalakwena, extensive engagement with traditional authorities, councillors and mining houses - driven by municipal officials - helped rebuild trust. Photo credit: MCPP

The collaborative Gamagara SDF process, supported through MCPP, created various platforms to bring different actors into a shared and meaningful conversation. Photo credit: MCPP
]]> Fri, 10 Apr 2026 07:41:00 GMT https://www.mcp-programme.co.za/blog/?beyond-compliance--reframing-the-role-of-sdfs https://www.mcp-programme.co.za/blog/rss/000000051 <![CDATA[Beyond the Mine: Partnerships Shaping the Future of Mining Regions]]> imblog
Representatives from the Council of Scientific and Industrial Research (CSIR), Mandela Mining Precinct, Department of Science, Technology and Innovation (DSTI) and the Technology Innovation Agency (TIA)
Hosted at the Cape Town International Convention Centre under the theme “Stronger together: Progress through partnerships,” this year’s Mining Indaba brought together global mining leaders, governments, investors and development partners to explore how collaboration can unlock sustainable growth across Africa’s mining regions.
Across multiple sessions, a powerful shift in thinking became evident. Conversations about life-of-mine planning are expanding beyond operational efficiency and new technologies to include a much broader question:
 
What is the long-term future of the towns and regional economies that mining supports?
From Life of Mine to Life of Region
Advances in automation, digitalisation and artificial intelligence are transforming mining operations. Yet speakers repeatedly emphasised that technological progress alone will not secure the long-term prosperity of mining regions.
Decisions taken in mine planning today shape the economic and social trajectory of surrounding towns for decades. Increasingly, mining leaders are recognising that life-of-mine planning must also consider the life of the region, including economic diversification, circular economies and new industrial opportunities.
But one of the most important insights emerging from the discussions was that no single mine can solve this challenge alone.
Collaboration as the New Mining Imperative
The Indaba highlighted the risks of regional economies becoming overly dependent on a single mining operation for jobs, procurement and services. When mines eventually close, this dependency can leave communities and municipalities extremely vulnerable.
The response being explored across the sector is a shift toward regional economic development approaches that diversify economies while mines are still operating.
This requires new forms of partnerships, between mining companies, municipalities, national government, investors and research institutions, with the aim to align infrastructure investment, support new enterprises and build resilient local economies.
As one discussion framed it: “shared prosperity is not a by-product of mining, it must be designed through collaboration”.
 
Somila Rozani and Dr Elsona van Huyssteen exhibiting at the Mining Indaba 2026
Lessons from the Gamagara–Tsantsabane Mining Corridor
These themes strongly echo the work currently underway in South Africa’s Gamagara–Tsantsabane mining corridor in the Northern Cape. See Gamagara–Tsantsabane Mining Region Compacting
Home to some of the world’s largest iron-ore operations, the region faces significant structural change over the coming decades as mines gradually reach the end of their operational lives. Without proactive intervention, the region could face major economic contraction, job losses and municipal financial pressures.
Recognising this challenge, the Gamagara and Tsantsabane municipalities, together with industry partners and provincial stakeholders, have initiated regional compacting to strengthen collaboration and shape a coordinated economic transition.
Supported by the Municipal Capability and Partnership Programme (MCPP), this collaborative initiative is helping to align planning, investment and innovation across the region — creating a platform where government, industry and other stakeholders can collectively shape a more diversified and resilient regional economy.
Building the Future Together
Mining Indaba 2026 reinforced a critical insight: the sustainability of mining regions cannot be achieved through mine-by-mine initiatives alone.
Instead, the future of mining regions will depend on regional partnerships that align industry, government, communities and investors around shared long-term development pathways.
Encouragingly, initiatives such as the Gamagara–Tsantsabane regional collaboration demonstrate that this approach is already taking shape — offering a practical model for how mining regions can move from dependence toward resilience.
Because ultimately, the question facing the mining sector is no longer only about the life of the mine — but about the life of the region beyond it.
]]> Fri, 27 Mar 2026 07:07:00 GMT https://www.mcp-programme.co.za/blog/?beyond-the-mine--partnerships-shaping-the-future-of-mining-regions https://www.mcp-programme.co.za/blog/rss/000000050 <![CDATA[CSIR Smart Places showcases leadership in collaborative governance roundtable]]> imblog
The CSIR Smart Places team collaborated with Kagiso Trust, the South African Local Government Association (SALGA) and Synergos to host an executive roundtable on Collaborative Governance at Local Level on 11 September 2025. The session, facilitated by Prof. Andrew Boraine, a leading practitioner in partnering and systems change, was designed to contribute to the ongoing review of the White Paper on Local Government.

The roundtable brought together leaders from local government, civil society, academia, industry and communities to reflect on practical experiences of collaboration and explore how South Africa can strengthen approaches to participatory and cooperative governance.

The review of the White Paper calls for a shift from consultation to co-design and co-implementation across government, business and society. The roundtable highlighted the urgency of rebuilding trust, establishing shared evidence bases and creating communities of practice that can support municipalities to work with citizens and partners more effectively.

Facilitator Prof. Andrew Boraine and MCPP Technical Lead Dr Elsona van Huyssteen, during the opening MCPP presentation, “Unlocking Value Together: lessons learnt from mining regions”                        


The CSIR’s Municipal Capability and Partnership Programme (MCPP) implementation team, led by CSIR principal researcher Dr Elsona van Huyssteen, together with Anglo American Municipal Capacity Development Principal Musa Jack, presented reflections on collaborative governance efforts in mining regions under the theme “Unlocking Value Together.” These insights demonstrated how collaborative governance can translate obligations into outcomes, ensuring that local governments, communities and industry partners co-create sustainable, inclusive solutions.

Other panel contributions showcased additional lessons on collaboration, one from the Small Town Regeneration programme, led by CitePlan and another from SALGA on a model to enable participatory governance. Both reinforced that while collaborative governance is complex, it is both possible and impactful.



Roundtable participants representing CSIR, CoGTA, SALGA, Kagiso Trust, Synergos, local government and communities


Participants, including CoGTA, mining industry partners, municipalities, SALGA and community representatives, agreed on the importance of laying the foundation for a national community of practice.

For CSIR Smart Places, this roundtable was a valuable opportunity to position its applied research and facilitation expertise at the centre of policy debates while demonstrating how science, evidence, innovation and collaborative design can shape a more resilient and inclusive future of local governance.
]]> Mon, 13 Oct 2025 01:26:00 GMT https://www.mcp-programme.co.za/blog/?csir-smart-places-showcases-leadership-in-collaborative-governance-roundtable https://www.mcp-programme.co.za/blog/rss/00000004A <![CDATA[Moving from capacity to results: A new era of collaborative municipal support]]> imblog
Reflections from the Anglo American Municipal Capability and Partnership Programme and Peer-learning Event.

In regions where economic pressures, service delivery demands and institutional limitations converge, collaboration becomes more than a strategy – it becomes a lifeline. This spirit shaped the recent peer learning event of the Anglo American-funded Municipal Capability and Partnership Programme (MCPP), where eight municipalities gathered to reflect on their shared journey toward sustainable development.

Hosted at the CSIR Knowledge Commons in Pretoria and co-led by Anglo American and the CSIR, the event enabled the gathering of all eight participating MCPP municipalities in one space. It served not just as a reflective milestone but as a moment to showcase what the programme has achieved beyond capacity-building.

“The opportunity to learn from peers facing similar challenges was invaluable,” shared a municipal official. “It helped us refine our strategies and build confidence in our approach.”

Since its inception, the MCPP has focused on enabling municipalities in mining-linked regions to move from constrained service delivery to functional systems that can support growth. This includes strengthening water service delivery, infrastructure sustainability, spatial and economic development planning, and the coordination of public and private investment. See the accompanying summary for a snapshot of the results that MCPP municipalities have achieved.

Crucially, MCPP is not about training or compliance checklists. It is a flexible, context-specific programme built on collaboration, problem-solving and shared accountability. Its success lies in pairing technical expertise with responsive coaching, peer learning and integrated teaming support, facilitating not just capability but visible results on the ground.

Municipal teams shared how they moved from limited or fragmented service responses to addressing organisational culture challenges, constraints in the value chains and aligning planning, budgeting, maintenance and operations. They also shared how meaningful development planning processes, evidence, as well as technical and facilitation support, enabled them to overcome regulatory and reporting paralysis, as well as bridge divides between political and technical arms, industry partners and community priorities. Officials reflected on the value of enabling joint planning and participatory processes and improving performance in infrastructure, land management and intergovernmental alignment.

“Strong municipalities are essential to the long-term sustainability of mining operations,” said Musa Jack, Anglo American’s Programme Manager. “This programme helps build the foundations for inclusive and resilient regional development.”

The programme was implemented in 2020 through collaboration with the Department of Co-operative Governance and contribution by funders such as Kumba Iron Ore, DeBeers and former Anglo American Platinum (now Valterra Platinum) in collaboration with various partners such as Provincial Departments of Co-operative Government, Human Settlement and Traditional Affairs (CoGHSTAs), South African Local Government Association (SALGA), the Minerals Council (MC), CSIR, University of Pretoria, KAGISO Trust, National Business Institute (NBI), Infrastructure South Africa  and others.   

On the last day, collaborators were invited to join, and the peer learning event concluded with a gallery walk and open dialogue, enabling municipal officials to showcase and share the results achieved. It also featured a panel reflection on the Gamagara-Tsantsabane Mine-Municipal Compact, an example of how joint frameworks and regional collaboration can shift the post-mining trajectory.

Throughout, the contribution and leadership of municipal teams were celebrated, not for building capacity under ideal conditions, but for the real progress achieved in complex environments. Their stories highlight what can be achieved when support goes beyond skills training to unlock functionality, enabling collaboration and focusing on shared outcomes.

“In this time of reviewing the White Paper on Local Government, the MCPP offers a beacon of hope,” reflected CSIR programme lead Dr Elsona van Huyssteen. “It shows what becomes possible when we not only focus on technical and professional capacity, but actively strengthen institutional purpose, team functionality, developmental leadership and enable collaboration to shift from fragmented delivery to collective impact.”


Figure 1: MCPP Team and Municipal Officials from Blouberg, Fetakgomo Tubatse, Gamagara, Mogalakwena, Moses Kotane, Musina, Thabazimbi and Tsantsabane local municipalities on day 2



Figure 2: Peter Kekana (Water technician) and Gregory Kannemeyer (Manager: roads and stormwater) receive the award on behalf of the Gamagara Water team. Award presented by AA Executive Head: Corporate Affairs – Nevashnee Naicker


From capacity to capability: Highlights of MCPP results
  1. Improved basic services and infrastructure management
  • Water quality (Blue Drop): All five participating municipalities improved scores.
  • Water security (No Drop): Two municipalities recorded scores for the first time.
  • Revenue reporting: Water balance reporting institutionalised in three municipalities.
  • Asset management: All eight municipalities adopted improved practices; three met funding prerequisites for Treasury support.
  • Municipal Infrastructure Grant (MIG): Participating municipality improved project delivery from 70% (with poor completion) to 87% (full completion).
  1. Strengthened spatial and development planning
  • Economic diversification: Seven of eight municipalities progressed long-term strategies (from a baseline of 0).
  • Spatial Development Frameworks (SDFs): Five incorporated mining and settlement realities; four aligned directly to infrastructure and water planning.
  • Planning influence: Updated plans informed four Social and Labour Plans (SLPs) and guided socioeconomic development in the mine (seven of eight  municipalities).
  1. Deepened collaboration and post-mining resilience
  • Multi-stakeholder mine-municipal collaboration: Compacts initiated and expanded in Gamagara and Tsantsabane, engaging mines, municipalities, provincial and national departments and key private sector players.
  • Joint planning and investment alignment: In Mogalakwena, collaboration between mines, municipality, traditional leaders and over 500 stakeholders produced a shared long-term SDF and Local SDF; led to reactivation of the Local Economic Development (LED) Forum, alignment of land and infrastructure priorities and stronger inter-stakeholder trust.
  • Fetakgomo Tubatse Local Municipality: Over 800 participants engaged in the Food Security Programme; City Development Strategy and IDPs now reflect regional priorities.
  • Thabazimbi and Moses Kotane: Long-term LED strategies developed with private sector and traditional authority collaboration.
       4. Functional teaming and individual growth
  • Participants reached: 235 active individuals across 33 teams.
  • In-service coaching: Shift in technical knowledge, work attitude, and teamwork observed.
  • Narrative feedback from 58 individuals (2024 results):
 - 59% reported organisational-level change;
 - 87% reflected positive experience with 13% concerned about the future of institutions;
 - 55% credited improvements to inter-unit collaboration; and
 - 85% saw lasting value beyond the programme timeframe.
    5. Practice and policy contribution
  • Knowledge contribution: Inputs shared at National Local Economic Development Forum, Limpopo COGHSTA, South African Planning Institute (SAPI) 2024. Inter-municipal Asset Management, Capital Expenditure Framework training with Urban Management Academy, and research collaboration with UP.
  • Asset handover guidelines: Shared and refined with 15+ mining houses and multiple municipalities (Limpopo and Northern Cape) in collaboration with the MC and SALGA. Framework for Investment Impact in Mining Regions, developed and tested to address SLP and Integrated Development Plan alignment challenges.
  • Technology and evidence tools: In collaboration with the CSIR, scenario modelling, growth profiling and climate risk adaptation were applied in mining towns.

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]]> Sun, 17 Aug 2025 12:53:00 GMT https://www.mcp-programme.co.za/blog/?moving-from-capacity-to-results--a-new-era-of-collaborative-municipal-support https://www.mcp-programme.co.za/blog/rss/000000045 <![CDATA[Forging a Resilient Future: Mine–Municipal Collaboration in the Northern Cape ]]> imblog
The Gamagara–Tsantsabane Mine–Municipal Compact, supported by Anglo American and implemented by the CSIR through the Municipal Capability and Partnership Programme (MCPP), is pioneering a new model of collaboration between municipalities and mining companies. This initiative is turning fragmented investments into a coordinated strategy for sustainable, post-mining development.
Why Now?
Despite substantial industry investment, mining towns often struggle with limited developmental impact due to siloed efforts, municipal capacity constraints, and regulatory complexity. The Compact addresses these challenges by fostering joint planning, evidence-based decision-making, and economic diversification—especially critical as mine closures loom.

The Journey So Far
The Compact began in June 2023 in Gamagara, bringing together local government, mining companies, utilities, and civil society. By November 2023, it expanded to Tsantsabane, evolving from concept to operational framework. In June 2024, stakeholders participated in a scenario planning session, choosing the “Hope Materialised” vision—a future of resilient, diversified economies anchored in renewable energy and inclusive development. By November 2024, the Compact had grown into a broader coalition, with support from provincial departments and strategic partners like Infrastructure South Africa and the Impact Catalyst.
         
    
Workshop 1: Kick-start of the Compact in Gamagara, 28 June 2023. 

         
               
Workshop  2: Officials from Gamagara LM, Tsantsabane LM, Kolomela and Sishen convened in Kathu to   initiate joint discussion on collaboration opportunities to support future   development in the region. 

         
      
Workshop   3: First multi-stakeholder session held to present and interrogate possible   future scenarios for the region. Key stakeholders such as Gamagara LM,   Tsantsabane LM, local mines, renewable energy producers, Impact Catalyst,   Infrastructure South Africa, SIOC-CDT were in attendance.  
       
    
    
         
 Workshop   4: Participants actively engaged in discussions, real-time digital feedback   using Mentimeter, and interactive exercises to gain a shared understanding of   the region’s challenges, planned investments, and collaborative actions   required for realising the preferred future
     
Key Achievements
The Compact has made significant progress across four pillars:
  1. Advocacy: Regional strategies have been presented to district and provincial forums, with engagements underway to align planning and funding mechanisms.
     
  1. Planning Alignment: Gamagara’s plans are now aligned, while Postmasburg is being repositioned as a Green Production     Hub. Kathu is recognized as a Regional Mining Node. Catalytic projects have been identified, spatial proposals refined, and human settlement redesigns initiated

     3. Implementation: Bulk Infrastructure applications are being developed to synchronize investments in housing,
    water, waste, electricity, and roads. Governance structures and business cases are being created to support industrial development and infrastructure needs.
     
  1. Collaboration and Capacity Building: Municipal capability gaps have been identified, with support extended  through MCPP. Asset donation guidelines have been developed, and infrastructure for the circular economy, such as mini waste transfer  stations, is being implemented.
 
Looking Ahead
The Compact is now a working model for regional resilience. Next steps include deeper integration across municipal, provincial, and national plans, and mobilizing resources to support renewable energy as a new economic pillar. As mining transitions unfold, the Gamagara–Tsantsabane Compact offers a real-world example of how collaborative planning can co-create a resilient regional future.
 
]]> Thu, 24 Jul 2025 17:29:00 GMT https://www.mcp-programme.co.za/blog/?forging-a-2resilient-future--mine-municipal-collaboration-in-the-northern-cape- https://www.mcp-programme.co.za/blog/rss/000000044 <![CDATA[Improving Food Security in Fetakgomo Tubatse (2022 – 2023)]]> imblog
Fetakgomo Tubatse Local Municipality, facing high unemployment and food insecurity, launched a food security initiative in 2022. The program aimed to empower communities through food production while strengthening collaboration between municipal departments, local mines, and community based organizations.
Challenges:
  • Limited municipal capacity to manage multi-stakeholder projects.
  • Weak collaboration between municipal departments and external partners.
  • Water shortages and livestock damage affecting food production.
Interventions & Results:
The MCPP team facilitated the co-development of a Food Security Strategy and provided support for implementation. Key activities included:
  • 886 community members received starter packs with fruit trees, vegetable seeds, and fertilizers.
  • Monitoring and evaluation tracked participant progress, with local youth conducting surveys.
  • A borehole was drilled at the Mantshatlala Disability Centre to improve water access.
  • Workshops on planting and crop care were conducted in partnership with the Limpopo Department of Agriculture.

Through these efforts, families are gaining self-sufficiency, and collaboration between municipal and private sector partners is creating lasting economic benefits.

Acknowledgments: Anglo Platinum, Der Brochen-Motolo Complex and Twickenham Mine, Mantshatlala Disability Centre, Fetakgomo Tubatse Local Municipality LED team, MCPP Implementation Team.

For more information, please see Video (below) and 2023 MCPP Annual Report.
]]> Sun, 08 Jun 2025 06:09:00 GMT https://www.mcp-programme.co.za/blog/?improving-food-security-in-fetakgomo-tubatse--2022---2023- https://www.mcp-programme.co.za/blog/rss/00000003E <![CDATA[Cementing Tomorrow through Implementing Infrastructure Projects in Blouberg Local Municipality (2021 – 2023) ]]> imblog
The Blouberg Local Municipality has a strong track record of utilizing grant funding for infrastructure development, including the Municipal Infrastructure Grant (MIG) and the Integrated National Electrification Programme (INEP). In the 2022/23 financial year, the municipality received approximately R90 million for infrastructure projects. However, managing these projects and contractors posed significant challenges to the project management unit and the municipal management team.
Main Challenges:
  • Delays in Project Completion: Projects often exceeded the awarded contract period.
  • Budget Overruns: Projects frequently went over budget, with numerous variations.
  • Poor Workmanship: Contractors often failed to meet their contractual obligations.
  • Inadequate Record-Keeping: Poor documentation made accessing project information difficult.
  • Limited Expertise: The small technical and project management unit (PMU) teams lacked experience.
MCPP Interventions:
  1. On-site Coaching and Support: The MCPP provided coaching to the PMU, focusing on defining project objectives, involving community members, and ensuring deliverables were met.
  1. Project Team and Processes: For each project, a specialized team reviewed designs and ensured critical aspects were addressed during planning.
  1. Accountability Systems: Introduced monthly progress meetings, quarterly reviews, regular site inspections, and a manual record-keeping system with tailored checklists.
Results:
By June 2023, several projects were completed, including the Lekgwara Electrification project. By September 2023, projects like the Senwabarwana Internal Street and stormwater phase 11 were 99% complete. Ongoing projects, such as the Avon Multipurpose Community Centre, were 85% complete, though delayed by labour payment issues.
Value Added:
  • The PMU team now clearly understands their roles and responsibilities.
  • Accountability has improved, with systems in place to ensure smooth project execution.
  • Projects were completed on time and within budget for the first time.
  • The Municipal Manager and staff now chair monthly PMU review meetings, indicating sustainability.

Acknowledgements: De Beers, Venetia Mine, Blouberg Local Municipality Project Management Unit, MCPP Implementation Team

For more information, please see video (below) and 2023 MCPP Annual Report.
]]> Sun, 08 Jun 2025 06:03:00 GMT https://www.mcp-programme.co.za/blog/?cementing-tomorrow-through-implementing-infrastructure-projects-in-blouberg-local-municipality--2021---2023-- https://www.mcp-programme.co.za/blog/rss/00000003D <![CDATA[Strengthening Local Economic Development in Thabazimbi (2023 – 2024) ]]> imblog
The Thabazimbi Local Municipality is working towards a stronger, more inclusive economy while addressing critical water management challenges. With support from the Municipal Capability & Partnerships Programme (MCPP), key interventions have been made to improve local economic development (LED) and wastewater treatment.
Advancing Local Economic Development
A significant milestone was the re-engagement of the LED Forum, bringing together stakeholders to collaboratively develop an LED strategy. The process has built trust between the municipality, businesses, and the wider community, ensuring a bottom-up approach to economic planning. Looking ahead, further stakeholder engagements will refine this strategy, integrating external perspectives to enhance regional economic resilience.
Main Challenges:
  • Disconnected Stakeholders: Stakeholders lack a shared understanding of the region's challenges and opportunities.
  • Outdated LED Strategy: The municipality lacks an updated and implementable LED strategy.
  • Stalled LED Forum: The Thabazimbi Local Municipality LED Forum, launched in July 2022, has made little progress due to political contestations.
MCPP Interventions:
  1. Inception Engagement: In November 2023, the MCPP team engaged with municipal development planning and LED teams to agree on a process and establish a project management committee.
  1. Roadmap for LED Strategy: A collaborative, data-driven approach to develop a co-created LED strategy.
Results:
  • Desktop assessment for LED strategy development.
  • Re-engagement of the LED Forum and agreement on a roadmap.
  • Conducted stakeholder engagements in early 2024.
  • Involved external stakeholders to ensure the LED strategy benefits the broader region.
  • Co-create an LED strategy to foster unity, inclusivity, and a shared vision for Thabazimbi's future.

This initiative aims to bring positive change and transformation, guiding businesses and mines in their social and labour plans for the area.

Acknowledgements: Anglo Platinum, Amandelbult Mine, Thabazimbi Local Municipality LED Team, MCPP Implementation Team

For more information, please see 2023 MCPP Annual Report.
]]> Sun, 08 Jun 2025 05:57:00 GMT https://www.mcp-programme.co.za/blog/?strengthening-local-economic-development-in-thabazimbi--2023---2024-- https://www.mcp-programme.co.za/blog/rss/00000003C <![CDATA[Building a Better Future: Moses Kotane’s Long-Term Development Strategy (2022 –2024) ]]> imblog
What does it take to transform municipal service delivery and a rural region’s future? For Moses Kotane, the answer lies in collaboration, strategic planning, and a shared vision for the future. With the support of the MCPP, the municipality embarked on a journey to develop its first-ever Long-Term Development Strategy (LTDS)—a major step towards collaboration for regional resilience and sustainable livelihoods.
The Challenge:
  • Fragmented Planning: Without a long-term strategy, the municipality has struggled to foster collaboration and align internal departments and external stakeholders around a common vision.  
  • Revenue Shortfalls: Located north of the Rustenburg region, and with limited formal towns and economic nodes, and opportunities to generate income from tariffs, the municipality relies heavily on grants and has been unable to invest in much-needed infrastructure and service delivery projects.
  • A Need for Collaboration: To achieve sustainable development, the municipality must work closely with communities and leaders in the 35 Wards, 107 Villages, 13 Traditional Authorities, the mining sector, government and other interest groups.
The MCPP Response:
Since 2020, the MCPP team has been working with Moses Kotane to build the foundation for a brighter future. Through facilitated strategic planning workshops, peer learning events, and collaborative engagements, and technical support and capacity development, the team has helped the municipality develop a draft LTDS that outlines a clear path forward.  
The Results:
  • 25 Strategic Resolutions: Adopted by all sector departments, these resolutions will serve as internal benchmarks for the municipality’s development efforts.
  • A Draft LTDS: Ready for stakeholder consultation, the strategy represents a bold vision for the future of Moses Kotane.
  • A Culture of Collaboration: For the first time, municipal officials are working together across departments, breaking down silos and fostering a spirit of unity.
  • Collaborating for service delivery: Spatial analyses has enabled collaboration between municipal departments to explore the infrastructure, service delivery and billing nexus to improve opportunities to generate income. An informal cadastre, identifying more than 100 000 erven, was developed in support of engagements between the municipality and traditional authorities to improve access to addresses and start collaborating on service delivery.   
What’s Next?
  • Stakeholder Consultations: The municipality will engage with stakeholders to refine the LTDS and ensure it reflects the needs and aspirations of the entire community.
  • Spatial Planning Workshops: Focused on infrastructure planning and revenue generation, these workshops will help the municipality turn its vision into reality.
  • A Sustainable Future: By building relationships with traditional authorities and industry partners, Moses Kotane is laying the groundwork for long-term prosperity.

This is more than just a strategy—it’s a promise. A promise to the people of Moses Kotane that their municipality is committed to building a better, brighter future for all.
Acknowledgments: Anglo Platinum, Amandelbult Mine, Moses Kotane Planning Team, Traditional Authorities, MCPP Implementation Team
For more information, please see 2023 MCPP Annual Report.
]]> Sun, 08 Jun 2025 05:47:00 GMT https://www.mcp-programme.co.za/blog/?building-a-better-future--moses-kotane-s-long-term-development-strategy--2022--2024-- https://www.mcp-programme.co.za/blog/rss/00000003B <![CDATA[Fetakgomo Tubatse’s Path to Integrated Development: A Collaborative Approach (2022 – 2023)]]> imblog
Fetakgomo Tubatse Local Municipality (FTLM), formed through the amalgamation of Fetakgomo and Tubatse, faces significant challenges in planning and development. At the start of the MCPP, the municipality lacked organisational cohesion, a developmental vision, strategic direction, and integration between departments. With a growing population, spread across 39 wards, a multiplicity of villages, and settlement investment by various community property associations, more than 12 traditional authorities and numerous mines, decision-making and planning for services and economic development has been fragmented and ineffective. The Integrated Development Plan (IDP), a key strategic document, was previously used merely for compliance rather than as a tool for institutional and multi-stakeholder prioritisation, budgeting and resource alignment
The Impact:
Without strategic municipal or intergovernmental planning, nor a cohesive long-term development strategy, FTLM struggles to attract investment, coordinate service delivery, and address the needs of its growing and vulnerable population. The lack of integration between departments and access to resources have hindered the municipality’s ability to transition from a rural area with fast growing settlements and towns, to a sustainable region.
The Value of MCPP’s Intervention:
Since March 2022, the MCPP team has worked closely with FTLM to address these challenges. Through regular interaction, the team has helped the municipality refocus its IDP as a strategic tool for development. Key interventions include:
  1. Improving the credibility of the IDP through an updated evidence base including growth trends and projections of settlements, socio-economic dynamics and projected climate change implications.
  1. Workshops with the IDP Unit and Senior Managers: Over 10 working sessions were held to emphasize the strategic importance of the IDP, improve collaboration between departments, and prioritize key projects.
  1. Building Relationships and Improving Communication: The workshops helped repair fractures caused by the amalgamation, fostering better communication and cooperation within the municipality and between administration and political leadership.
  1. Establishment of the Mining Forum: In October 2023, the municipality set up a Mining Forum to engage with mines and align their Social and Labour Plans (SLPs) with municipal development goals.
  1. Identification of investment co-ordination challenges between mines (especially with regards to social facilities in the region) and technical support with the Development of the City Development Strategy (CDS) 2043: The CDS,  completed in 2024, will serve as the municipality’s long-term blueprint for growth and development.
  1. Institutionalisation of Regional IDPs (RIDPs): To facilitate development and investment prioritisation in the various regions and strategic engagements between stakeholders, the municipality was divided into six ward clusters, each with unique socioeconomic characteristics, to ensure targeted and impactful investments.
  1. Community Engagement Roadshows: In August 2023, the MCPP team and the municipality’s Strategic Planning Unit conducted roadshows to explain the RIDPs to communities.
  1. Councillor Training Workshop: A workshop was held to familiarize councillors with the RIDPs and CDS, promoting integrated and regional thinking.
Outcomes:
  • Strengthened IDP Process: The IDP is now a strategic tool for interdepartmental and political alignment, based on credible data and evidence.
  • Improved Collaboration: Departments are now actively involved in the IDP process, with better understanding of their roles and contributions.
  • Mine-Municipal Collaboration: The establishment of the SLP Forum and improved practices have enhanced collaboration between the municipality and mines, ensuring that projects benefit the broader region.
  • Regional IDPs: The RIDPs will guide investments toward regional growth, avoiding duplication and maximizing impact.
  • Draft CDS: The CDS has already been used to engage provincial structures on FTLM’s growth and future plans.
Conclusion:
FTLM is on a transformative journey, moving from fragmented planning to a unified, strategic approach. With the support of the MCPP, the municipality is building a sustainable, liveable city for all its inhabitants, ensuring that every investment contributes to long-term growth and development. This collaborative effort is not just about planning—it’s about creating a brighter future for Fetakgomo Tubatse.

Acknowledgements: Anglo Platinum, Fetakgomo Tubatse Local Municipality IDP team, MCPP Implementation team
For more information, please see 2023 MCPP Annual Report.
]]> Fri, 06 Jun 2025 15:46:00 GMT https://www.mcp-programme.co.za/blog/?fetakgomo-tubatse-s-path-to-integrated-development--a-collaborative-approach--2022---2023- https://www.mcp-programme.co.za/blog/rss/00000003A <![CDATA[Uniting for Water: Mogalakwena Local Municipality’s Collaborative Approach to Service Delivery (2021 – 2024)]]> imblog
Mogalakwena Mocal Municipality (MLM)’s water supply was in crisis. With a daily demand of 23 million litres and only 14 million litres being supplied intermittently, the municipality was struggling to keep up. Stakeholders—mines, businesses, and government entities—were investing in water projects, but their efforts were fragmented and uncoordinated.
The Turning Point:
In 2021, the MCPP stepped in to bring everyone to the table. They mapped all ongoing and planned water initiatives in MLM, creating an interactive map that highlighted overlaps and gaps. This led to the establishment of the Mogalakwena Water Services Forum, a platform where stakeholders could collaborate and align their efforts.
The Impact:
The Forum has been a game-changer. Mines like Ivanplats adjusted their plans to align with municipal priorities, and the municipality updated its Water Master Plan with input from all stakeholders. For the first time, MLM had a coordinated approach to water service delivery.
The Outcome:
Today, the Water Services Forum includes 14 active stakeholders, from mining houses to government departments. Together, they’re working to ensure that every drop of water is used efficiently and that investments are aligned with the municipality’s long-term goals.
Acknowledgements:
Anglo Platinum, Mogalakwena Mine, MLM  Senior Water Management Team, MLM Water Services Forum, MCPP Implementation Team,

For more information, please see [2023 MCPP Annual Report]
]]> Fri, 18 Apr 2025 13:11:00 GMT https://www.mcp-programme.co.za/blog/?uniting-for-water--mogalakwena-local-municipality-s-collaborative-approach-to-service-delivery--2021---2024- https://www.mcp-programme.co.za/blog/rss/000000038 <![CDATA[Plugging the Leaks: Mogalakwena’s Fight Against Water Loss (2021 – 2024) ]]> imblog
Water loss was a major issue in Mogalakwena, with 56.6% of water lost due to leaks and inefficiencies. Aging infrastructure and poor inventory management exacerbated the problem.
Key Challenges:
  • High water losses, leading to financial strain and inconsistent supply.
  • Aging infrastructure, including faulty meters and telemetry systems, made monitoring and management difficult.
  • Lack of maintenance and standard operating procedures for leak detection.
Interventions & Results:
The MCPP team implemented a water conservation and demand management strategy, supported by Anglo American Platinum. Key actions included:
  • Introducing an electronic job card management tool to improve leak reporting and repairs.
  • Conducting audits of water infrastructure to identify and address issues.
  • Providing on-site plumbing support to fix leaks and transfer skills to municipal teams.
The Impact:
The results were immediate. Water losses decreased by over 25%, and non-revenue water dropped by nearly 35%. The municipality also submitted its first water balance and stock audit in five years, marking a significant step toward regulatory compliance.
The Outcome:
Today, Mogalakwena’s water system is more efficient and reliable than ever. The municipality has the tools and knowledge it needs to reduce water losses and ensure that every drop counts.
Acknowledgements:
Anglo Platinum, Mogalakwena Mine, Mogalakwena Local Municipality (MLM) Senior Water Management Team, MLM Plumbing Team, MCPP Implementation Team.

For more information, please see [2023 MCPP Annual Report]
]]> Fri, 18 Apr 2025 12:39:00 GMT https://www.mcp-programme.co.za/blog/?plugging-the-leaks--mogalakwena-s-fight-against-water-loss--2021---2024--- https://www.mcp-programme.co.za/blog/rss/000000037 <![CDATA[Every Drop Counts: Moses Kotane’s Fight for Clean Water (2021 – 2024) ]]> imblog
In a country as water scarce as South Africa, every drop counts. But in Moses Kotane Local Municipality, providing clean, safe water to communities is a daily struggle. With aging infrastructure, limited resources, and a lack of collaboration, the municipality’s water treatment works are under immense pressure. But change is on the horizon.
The Challenge:
  • Poor Water Quality: Limited monitoring and technical capability have led to non-compliance with water quality standards.
  • Resource Shortages: The water treatment plants lack the personnel, equipment, and consumables needed to operate effectively.
  • A Fragmented System: Without collaboration between departments and external partners, the municipality is fighting an uphill battle.
The MCPP Response:
Since 2021, the MCPP team has been working with Moses Kotane to turn the tide. Through technical coaching, capability development, and the co-design of operations and maintenance (O&M) manuals, the team has empowered municipal officials to take control of their water supply systems.
The Results:
  • 14 Co-developed SOPs: Standard operating procedures have been created for the municipality’s three water treatment
  • works, ensuring consistent and effective operations.
  • Co-developed guidelines: Guidelines have been developed for effective management of monitoring instruments in the WTWs
  • Co-developed O&M plans: Draft Operations and Maintenance (O&M) plans for Madikwe and Molatedi WTWs have been developed to support the delivery of safe clean water to communities.  
  • Process audit: A process audit has been conducted for the Pella WTW to identify plant inefficiencies and propose interventions for improvement.
  • Improved water quality: Through the MCPP’s support, the municipality’s blue drop score has increased from 56.6% in 2014 to 69.25% in 2023.  
  • Improved technical capability: With improved technical knowledge and confidence, municipal officials are ready to continue working towards improved delivery of safe drinking water to communities.
  • Improved internal collaboration: There has been improved collaboration and alignment between the groundwater and WTW teams.  
What’s Next?
  • Finalizing O&M Plans: The municipality will complete the development of O&M plans for its water treatment works, ensuring long-term sustainability.
  • Strengthening Partnerships: By collaborating with external stakeholders, the municipality can secure the resources and support it needs to deliver safe water to all.
  • Sustainable Change: With the MCPP’s continued support, Moses Kotane is on the path to becoming a model for effective water management.
This is a story of resilience, collaboration, and hope. A story that proves that even in the face of immense challenges, every drop truly counts.
Acknowledgements:
Anglo Platinum, Amandelbult Mine, Moses Kotane Technical Services Team, MCPP Implementation Team

For more information, please see [2023 MCPP Annual Report]

]]> Fri, 18 Apr 2025 09:58:00 GMT https://www.mcp-programme.co.za/blog/?every-drop-counts--moses-kotane-s-fight-for-clean-water--2021---2024-- https://www.mcp-programme.co.za/blog/rss/000000036 <![CDATA[Collaboration for Safe Wastewater Management in Thabazimbi (2023 – 2024)]]> imblog
Thabazimbi Local Municipality (TZLM) faces significant challenges in wastewater management, these challenges include outdated infrastructure, non-functional treatment plants, and a lack of operational support. These issues have led to a decline in the municipality's Green Drop score from 28% in 2013 to 0% in 2021, as reported by the Department of Water and Sanitation. In response, the Municipal Capacity and Partnership Programme (MCPP) has initiated targeted interventions to address these critical issues and enhance wastewater management in the region.
MCPP interventions focused on improving wastewater treatment, particularly at oxidation ponds suffering from overflow due to infrastructure failures and stormwater ingress. By conducting on-site assessments and providing technical coaching, the MCPP team supported municipal officials in developing standard operating procedures (SOPs) for better wastewater management. These efforts will not only enhance environmental sustainability but also contribute to long-term service delivery improvements.
MCPP Interventions:
  1. Technical Support & Capacity Building:
Conducted technical coaching to municipal officials on wastewater treatment processes, plant operations, and compliance with Department of Water and Sanitation (DWS) wastewater quality monitoring standards. Additionally, the team provided technical support for implementing Standard Operating Procedures (SOPs) for oxidation ponds and conducted Infrastructure Asset Management training for six municipal officials, including senior technical leadership, to strengthen their operational capabilities.
  1. Assessments & Audits:
Conducted an inspection of the Thabazimbi Wastewater Treatment Works (WWTWs) to assess operational conditions and drafted a process audit while collecting key asset information to support informed decision-making. Additionally, the team carried out a capability assessment through site visits to the WWTWs, engaging with Process Controllers and reviewing the operating plans to identify areas for improvement and enhance operational effectiveness.
Results
  • Capability Assessment Report as part of Process Audit Report for Thabazimbi WWTW
  • Final Process Audit Report for Thabazimbi WWTW was completed as part of the municipality’s’ Green Drop compliance requirements.
  • Established relationships with Water and Wastewater Department officials.
  • Co-developed draft SOPs and status quo reports for wastewater treatment works.
  • Identified need for capital investment to upgrade oxidation ponds.
  • Facilitated training for plant controllers.
This collaboration aims to improve service delivery and ensure safe wastewater management for the community.
Acknowledgements:
Anglo Platinum, Amandebult Mine, Thabazimbi Water Treatment Works Team, MCPP Implementation Team.

For more information, please see [2023 MCPP Annual Report]

]]> Fri, 11 Apr 2025 08:21:00 GMT https://www.mcp-programme.co.za/blog/?collaboration-for-safe-wastewater-management-in-thabazimbi--2023---2024- https://www.mcp-programme.co.za/blog/rss/000000035 <![CDATA[Ensuring Water Security in Mogalakwena Through Improved Borehole Operations (2022 – 2023) ]]> imblog
Mogalakwena Local Municipality relies on boreholes to supply water to rural and peri-urban areas. However, frequent breakdowns, maintenance issues, and poor record-keeping led to unreliable service.
Interventions & Results:
The MCPP team worked with the municipality to assess 322 boreholes and develop an Operations & Maintenance (O&M) Plan. Key actions included:
  • Mapping and condition assessments of boreholes to improve maintenance planning.
  • A workshop with municipal officials to present findings and refine solutions.
  • Development of accurate borehole location maps for better decision-making.
  • Engagement with over 100 borehole operators to incorporate their insights into the O&M plan.
Key Findings from a Borehole Assessment (Nov 2022 – Mar 2023):
  • 43% of boreholes were non-operational due to vandalism, electrical failures, and damaged pumps.
  • Only 5% of boreholes treated water before distribution.
  • Lack of borehole standardization made procurement and repairs difficult.
  • Borehole operators were largely volunteers, with low morale and minimal training.
By improving borehole management, Mogalakwena is strengthening water security and reducing supply disruptions for thousands of residents.
Acknowledgements: Anglo Platinum
Mogalakwena Mine, Mogalakwena Local Municipality (MLM) Senior Water Management Team, MLM  Groundwater Team, MCPP Implementation Team

For more information, please see [2023 MCPP Annual Report]
]]> Fri, 11 Apr 2025 07:50:00 GMT https://www.mcp-programme.co.za/blog/?ensuring-water-security-in-mogalakwena-through-improved-borehole-operations--2022---2023--- https://www.mcp-programme.co.za/blog/rss/000000034 <![CDATA[Proactive Groundwater Management in Moses Kotane Municipality (2021 – 2024) ]]> imblog
Moses Kotane Local Municipality (MKLM) is a largely rural municipality with 107 dispersed villages that are largely dependent on boreholes for water access. The MCPP has played a pivotal role in shifting from a reactive to a proactive approach in groundwater monitoring and infrastructure maintenance.
Addressing Key Challenges
Prior to the MCPP intervention, the municipality lacked an updated borehole infrastructure database, with borehole maintenance being largely reactive rather than proactive. The municipality also faces challenges related to the lack of skilled staff, and limited financial resources have contributed to inadequate service delivery. Additionally, a disconnect between municipal authorities and mining companies has hindered coordinated efforts to improve water access. Through the programme, technical solutions, infrastructure improvements, and capacity-building initiatives has since transformed the way groundwater resources are managed.
MCPP Interventions for Sustainable Water Management
Key initiatives implemented by the MCPP include:
  • Technical coaching to strengthen capability of municipal groundwater officials on groundwater operations and management. Through various technical coaching sessions, the borehole operators have been able to build their technical
  • capability for improved groundwater management. Over 47 pump operators trained on the developed Pump Operator Standard Operating Procedures (SOPs) with the aim of improving borehole management.
  • Development of Water level Meters. With the municipality not being able to afford the purchasing of water level meters for each of the 140 boreholes that on average cost R10 000 (per borehole), Operators were subsequently capacitated to produce basic water level meters worth less than R500. With these water level meters, borehole operators are now equipped with water level meters for accurate measurement, replacing outdated manual techniques.
  • Conducted Groundwater Infrastructure Assessment, providing an overview of borehole infrastructure status quo to strengthen maintenance planning. A total of 140 boreholes were assessed in the western region and each borehole’s status was documented. Out of the 140 boreholes, 71 were found to be non-functional at the time. As a result of the assessment and the technical support provided by the MCPP, the municipality was able to rehabilitate boreholes in Brakkuil, Mabeskral, and Madikwe were, leading to improved functionality and water provision.
  • Development and Implementation of a mobile data capture app (Kobo App) to support real-time monitoring of groundwater infrastructure. With the app, the team has been able to do weekly data submissions which has enabled the team to improve maintenance response times.
  • Development of standard operating procedures (SOPs) for borehole operation and maintenance.
Strengthening Municipal Capacity and Collaboration
The MCPP groundwater intervention in Moses Kotane has significantly improved water security and municipal capability. Through targeted support, the project enhanced groundwater management, upskilled municipal teams, improved data use, and strengthened borehole monitoring. These interventions not only addressed immediate water access issues but also laid the groundwork for long-term, sustainable resource management. For Anglo American Platinum, the initiative showcases the value of strategic CSI in boosting municipal capacity and reducing service delivery risks that affect mining operations. All these achievements underline the critical value of MCPP as a long-term support programme, ensuring ongoing progress in addressing water security challenges for vulnerable communities.
Acknowledgments:
Anglo Platinum, Amandelbult Mine, MKLM Groundwater Teams, MCPP Implementation Team

For more information, please see [2023 MCPP Annual Report]
]]> Fri, 11 Apr 2025 07:11:00 GMT https://www.mcp-programme.co.za/blog/?proactive-groundwater-management-in-moses-kotane-municipality--2021---2024-- https://www.mcp-programme.co.za/blog/rss/000000033 <![CDATA[From Consulting to Collaboration with Traditional Authorities (2023 – 2024)]]> imblog
In the Mogalakwena Local Municipality, the traditional authorities (TAs) of Mapela and of Mokopane collectively guide the growth of about 44 villages around the Mogalakwena mine. Their land, referred to in the Mogalakwena Spatial Development Framework (SDF) as the Mining Resource Area (MRA), is critical to the future of the region and management of the area is a joint responsibility. The MCPP assisted the Mogalakwena Local Municipality in 2023 and 2024 to engage with Mapela and Mokopane TAs in the drafting of a Local Spatial Development Framework (LSDF) for the Mining Resource Area (MRA).
Key Challenges:
  • Fragmented development, with TAs focusing on localized issues rather than broader planning.
  • Limited collaboration between TAs and the municipality, hindering sustainable growth.
  • Spatial planning is not a common practice among TAs.
Interventions & Results:
The MCPP team provided education about spatial planning for TAs, explaining spatial planning concepts in Sepedi and relatively abstract spatial planning concepts were translated into terms that TAs would understand and relate to.  
The Impact:
Intense engagement between the municipality and Mokopane and Mapela TAs resulted in:
  • A shared spatial vision for the MRA,
  • Empowering TAs to move from being consulted to active participation in planning
  • Fostering collaboration between TAs and the municipality. 
The Outcome:
A new mode of development collaboration emerged between the TAs and the municipality, as a result of the intensive and phased collaboration, which called on all parties to address historic issues and build trust to bridge gaps. Today, TAs are empowered to engage in higher-order planning, supporting sustainable development. They are working with the municipality to ensure that growth is coordinated and aligned with the needs of the community.
Acknowledgements: Anglo Platinum, Mogalakwena Mine, Mogalakwena Planning Team, Mogalakwena Traditional Authorities, MCPP Implementation Team
]]> Fri, 04 Apr 2025 08:42:00 GMT https://www.mcp-programme.co.za/blog/?from-consulting-to-collaboration-with-traditional-authorities--2023---2024- https://www.mcp-programme.co.za/blog/rss/000000032 <![CDATA[A Shared Vision for Mogalakwena’s Future (2021-2023)]]> imblog

Mogalakwena Local Municipality’s growth was uncoordinated and unsustainable. Mines, traditional authorities, and government entities were operating in silos, leading to conflicts over land use and resource allocation. The municipality needed a shared vision for development—and fast.
The Value of MCPP’s Intervention:
The MCPP team facilitated extensive consultations with stakeholders, including mines, traditional authorities, and municipal officials, to develop a new Spatial Development Framework (SDF). The SDF provides a shared vision for the municipality’s growth and development.
Outcomes:
  • Approved SDF: The Mogalakwena Council approved the SDF in August 2023, marking a significant step toward coordinated development.
  • Improved Collaboration: Stakeholders, including Anglo American Platinum and traditional authorities, actively participated in the planning process, fostering trust and cooperation.
  • Informed Decision-Making: The SDF to guide future development, ensuring that investments align with the municipality’s long-term goals.
The Impact:
The SDF, approved in August 2023, is a game-changer. It guides future development, ensuring that investments align with the municipality’s long-term goals. For the first time, stakeholders are working together to achieve sustainable growth.
The Outcome:
Today, Mogalakwena has a clear roadmap for development. The SDF ensures that all roleplayers from mines to traditional authorities are on the same page, working together to build a brighter future for the municipality.
]]> Wed, 26 Mar 2025 08:56:00 GMT https://www.mcp-programme.co.za/blog/?a-shared-vision-for-mogalakwena-s-future- https://www.mcp-programme.co.za/blog/rss/000000020 <![CDATA[Reimagining Land Use in Mogalakwena (2022-2023)]]> imblog
Mogalakwena Local Municipality’s outdated land-use management system hindered economic development. Lengthy processes   for obtaining land-use rights slowed investment, and the lack of flexible zoning classifications made it difficult to manage growth.
Key Challenges:
  • Inefficient land use, with lengthy approval processes delaying development.
  • Uncoordinated growth, particularly in traditional authority areas.
  • Lack of modern zoning classifications, limiting economic opportunities.
Interventions & Results:
The MCPP team introduced a transect zone concept, allowing for more flexible land-use rights. Key actions included:
  • Consulting with traditional authorities and mines to develop a new land-use scheme.
  • Approving the draft land-use scheme in August 2023, providing a flexible framework for growth.
  • Empowering municipal officials to manage land use more effectively.
The Outcome:
Today, Mogalakwena has a modern land-use scheme that supports sustainable growth. The scheme ensures that all stakeholders   from traditional authorities to mining houses are working together to achieve common goals. It ensures that land uses are   appropriate for the local context, supporting economic development while protecting the environment.
Acknowledgements: Anglo Platinum, Mogalakwena Mine, Mogalakwena Planning Team, MCPP Implementation Team
]]> Wed, 26 Mar 2025 06:28:00 GMT https://www.mcp-programme.co.za/blog/?reimagining-land-use-in-mogalakwena- https://www.mcp-programme.co.za/blog/rss/00000001D <![CDATA[Empowering Mogalakwena’s Economic Future (2021-2023)]]> imblog
Mogalakwena’s Local Economic Development (LED) team was under pressure to update its 2006 strategy. The team was  demotivated and struggling to rebuild relationships post-COVID, leaving the municipality’s economic future in jeopardy.
Key Challenges:
  • Demotivated LED team, struggling to gain support from municipal colleagues and stakeholders.
  • Lack of strategic direction, hindering efforts to attract investment and create jobs.
  • Fragmented efforts, with stakeholders operating independently.
The Value of MCPP’s Intervention:
The MCPP team worked closely with the LED team from 2022 to develop a new LED strategy, focusing on building confidence  and  capability. They conducted performance appraisals, held workshops, and engaged with stakeholders to identify economic  opportunities.
Outcomes:
  • Draft LED Strategy: The LED team developed a draft strategy, outlining key economic sectors and growth opportunities.
  • Improved Collaboration: The team established relationships with stakeholders, fostering partnerships for future development.
  • Empowered Team: The LED team gained confidence and a deeper understanding of local economic dynamics.
The Outcome:
Today, Mogalakwena’s LED team is more confident and capable than ever. They have a clear strategy for driving economic growth   and are working with stakeholders to create jobs and attract investment.
Acknowledgements: Anglo Platinum, Mogalakwena Mine, Mogalakwena LED Team, MCPP Implementation Team
]]> Wed, 26 Mar 2025 06:19:00 GMT https://www.mcp-programme.co.za/blog/?empowering-mogalakwena-s-economic-future- https://www.mcp-programme.co.za/blog/rss/00000001C