11 November 2026
|
Story Dr Harlan Cloete
|
Photo Supplied
Dr Harlan Cloete is a Research Fellow in Local Governance and Public Leadership at the Centre for Gender and Africa Studies, University of the Free State.
Opinion article by
Dr Harlan Cloete, Research Fellow,
Centre for Gender and Africa Studies, University of the Free State
Now that South Africans in their millions have voted for change, the electorate dare not leave coalition horse-trading entirely to politicians tasked with forming governments within the next 14 days. The clock is ticking with the message being clear – collaborate and find common ground. Political adversaries are not automatically political enemies as illustrated in the collective 2024 Government of National Unity.
When the 2021 local government elections produced more than 60 hung councils, I argued that parties unable to secure an outright majority should work together rather than gang up against one another. You may not like the person sitting across the negotiating table, but surely we can agree that we love the people we are elected to serve. What we need now is what Singaporean governance strategist Philip Yeo calls strategic pragmatism: making wise compromises and choices with our heads rather than our hearts.
This requires a shift from local government to local governance, with citizens taking centre stage. I propose a Citizen-Led Coalitions Charter, convened by respected faith-based leaders and the sports fraternity – institutions that often serve as the glue of communities. The Charter should be built around five non-negotiable principles that local citizens in that given municipality should demand from parties entering coalition negotiations. This is participatory democracy in practice.
1. Appointment of political leadership
Political office-bearers should be people of integrity, with a demonstrable record of service. The tone is set at the top. The Institute of Directors, King V (2026), with its 13 principles and four governance outcomes, offers a useful framework for ethical and effective municipal leadership. The appointment of mayors, deputy mayors, speakers and executive councillors must not become an exercise in distributing political positions. Appointing people with character, competence and a proven record of service will inspire public confidence.
2. Appointment of municipal managers
Councillors are not employed to fix leaking taps, fill potholes or manage municipal infrastructure. Daily administration rests with the municipal administration, led by a competent municipal manager who serves as accounting officer. A coalition’s seriousness about turning around local government will be reflected in its approach to appointing municipal managers and senior managers. Communities need professional administrators who understand the political-administrative interface, not political animals occupying administrative positions. Coalition agreements should include commitments to implementing the Municipal Staff Regulations (2021), with regular reporting on recruitment, skills development and performance management.
3. Sound financial governance
With so many municipalities in financial distress, communities need assurance that things will change. A 100-day action plan is proposed. The municipal budget is another powerful instrument for translating political promises into tangible improvements. The mid-year budget and performance assessment, due by January, provides an opportunity to review performance and reprioritise community needs. Any adjustments must realign priorities and keep poor and vulnerable communities at the centre. Credible budgets, responsible expenditure, transparent reporting and sound financial management are essential. In that way the corruption devil is kept at bay.
4. Economic freedom through integrated development
South Africans cannot keep voting for change and remain poor. Political freedom must translate into economic freedom. People want jobs, opportunities to start businesses, access to markets and sustainable livelihoods. Local Economic Development (LED) cannot remain the responsibility of one municipal department or be reduced to isolated projects. It must inform municipal planning, budgeting, infrastructure investment, spatial planning, procurement, skills development and partnerships.
I have long advocated an ABCG approach to collaborative governance, bringing together Academia, Business, Communities and Government. No single sector can drive inclusive local economic development on its own. Academia contributes research and knowledge; business brings investment, entrepreneurship and employment opportunities; communities identify local priorities and participate in shaping solutions; and government creates an enabling environment and coordinates collective action. Coalition agreements should commit to institutionalising ABCG partnerships, with measurable outcomes for investment, enterprise development, youth employment and inclusive economic participation. The Integrated Development Plan must be more than a compliance document; it should mobilise these four sectors around shared local economic priorities. Political coalitions must become economic coalitions.
5. Communication and digital literacy
Municipalities have more than two decades of administrative data, including information gathered through Integrated Development Planning. This knowledge must inform evidence-based decisions, planning and service delivery rather than leave political leaders relying on anecdotes. Digital technologies and artificial intelligence offer opportunities to strengthen governance, monitoring and accountability, but must complement, not replace, meaningful face-to-face engagement. Coalition agreements must commit to regular community engagement, accessible communication and digitally capable municipalities.
These five principles are by no means exhaustive, but provide a practical starting point for rebuilding trust in local democracy. A Citizen-Led Coalitions Charter must become a public accountability compact against which coalition agreements and municipal performance are measured. Ultimately, governance is about behaviour and choices. The people did not vote for political parties to negotiate positions and power for themselves. They voted for them to negotiate a better future for all South Africans, not just a privileged few, while so many remain out in the cold.
Dr Cloete is a Research Fellow in Local Governance and Public Leadership at the Centre for Gender and Africa Studies, University of the Free State. His latest book, 101 Local Governance Lessons: from the Great Governance ZA Podcast, was published by UJ Press in September 2026. The book is available in open-access digital formats and paperback. He writes in his personal capacity.