MEC MAMABOLO DRIVES CONSTRUCTIVE ENGAGEMENT TO REBUILD TRUST AND STRENGTHEN INFRASTRUCTURE DELIVERY
By Sthabile Cele
In a determined move to enhance service delivery and rebuild trust with key client departments, the MEC for Infrastructure Development and CoGTA, Jacob Mamabolo, convened a critical engagement session with Inspectors from the Department of Infrastructure Development (DID) at the Tshwane Regional Hub on Thursday, 24 April 2025. The session formed part of the MEC's ongoing drive to reposition the DID as a responsive, efficient and client-focused department.
The engagement was characterised by open and reflective dialogue, as MEC Mamabolo encouraged Inspectors to speak candidly about challenges affecting the department's reputation, particularly in its relationship with the Department of Health. He posed a direct and important question, "Why is it that the DID, despite its countless presence and effort on the ground, is sometimes perceived as 'not wanted' by our client departments?" MEC Mamabolo challenged Inspectors and other stakeholders to reflect honestly and introspectively on what might be contributing to this perception.
Inspectors responded with honesty and openness, highlighting several systemic and operational shortcomings that hinder effective service delivery. Among these, they pointed to delays in processing procurement, supply chain management inefficiencies, poor communication between departments, and differences in priorities between the DID's focus on preventive and statutory maintenance, and the Department of Health's preference for more immediate infrastructure upgrades, have often resulted in misaligned expectations.
The importance of improving communication and coordination, particularly at the level of breakdown interpretation and execution regarding Service Level Agreements (SLAs) and maintenance schedules, was emphasised. Perhaps most concerning was the various challenges inspectors raised concerning the recruitment and availability of skilled maintenance personnel, which has a direct impact on the quality and longevity of public infrastructure.
MEC Mamabolo welcomed the openness and honesty he witnessed during the engagement with the inspector workforce and committed himself and the senior leadership of the DID to provide the institutional support necessary to move the DID forward as an effective organisation. The clarity and depth of insight shared during the session, MEC Mamabolo emphasised that progress cannot be made without first confronting hard truths, adding, "You have helped me. You have told me very good, important, useful information. The truth, even if it's uncomfortable, is what will give us the way forward."
A task team of senior DID officials was established to investigate the matters raised by Inspectors, and make key recommendations to support reform. MEC emphasised that regular face-to-face engagement would not be a once-off event, but rather a long-term process of building trust, ensuring all issues are properly tracked, and accountability is maintained.
In his concluding remarks and forward-looking note, with the Acting HOD for Health, Benedict Mahapa, and the Acting Chief Director for Maintenance, Vincent Chaka, expressing strong appreciation for the session, Mamabolo committed to ensuring that maintenance budgets are aligned with client department needs, and that improved delivery and working conditions are clear evidence of what can be achieved through effective collaboration and professional execution. Mahapa committed to addressing practical barriers, such as the availability of Personal Protective Equipment (PPE), which had been flagged as a concern by staff.
In an important strategic development, MEC Mamabolo also shared that he has been appointed by Gauteng Premier, Panyaza Lesufi to oversee not only the DID but also the Gauteng Infrastructure Financing Agency (GIFA) and CoGTA. This expanded mandate is intended to strengthen the alignment of infrastructure and service delivery. He also explained that senior leadership across all three entities have already started working together to streamline workflow processes.
The DID will take the lead on infrastructure implementation, GIFA will provide access to funding, and CoGTA will take the lead on community mobilisation and coordination. This integrated model is intended at breaking down silos and improving coherence across all spheres of delivery.
In his motivation to his Team DID, MEC Mamabolo was clear that no jobs are at risk. Rather, he highlighted the significant value of the inspector workforce and called on each department to rise to the challenge. "If there is no trust in the DID, then client departments and provincial leadership will not request its assist. Let us be a better DID and demonstrate with our excellence," he concluded.