The Nelson Mandela Bay Business Civil Society Coalition expresses deep concern at the continued failure of the Nelson Mandela Bay Municipality to act on the urgent interventions outlined in the Service Delivery Scorecard, launched on 28 January 2026.
Despite the clear, structured and solutions-driven proposals put forward by civil society, all priority areas identified in the scorecard remain in the red, with no credible programme of action, no measurable progress and no visible accountability from the municipality.
The Scorecard was introduced as a practical, transparent and objective mechanism to assist the municipality in addressing critical service delivery failures. It reflects the lived realities of communities, the operational constraints facing businesses and the urgent need for coordinated, accountable governance. It is not a theoretical exercise – it is a tool grounded in evidence, collaboration and a shared commitment to stabilising and rebuilding Nelson Mandela Bay.
The signing of the Social Compact on the same day marked a historic commitment by civil society to work in partnership with government, anchored in the principle: Working Together to Get the Bay Working. This commitment was made in good faith, in the best interests of residents, communities and the local economy, and remains firmly non-partisan.
However, the municipality’s inaction has fundamentally undermined this collective effort.
“The reality is stark. Civil society has put forward a clear roadmap, yet there has been no meaningful movement from the municipality to implement what has been agreed. This level of inaction is unacceptable given the scale of the crisis facing our city,” said Monga Peter, Chairperson of the Coalition.
Key interventions requiring urgent action, and the offices responsible, remain unattended:
- The Office of the Executive Mayor has not delivered a credible, council-approved turnaround plan with clear monitoring and accountability mechanisms.
- The Municipal Manager’s Office has not established a binding accountability framework, nor ensured transparency in senior appointments or meaningful inclusion of civil society in governance processes.
- The Mayoral Committee has not progressed the appointment of a permanent, skilled and competent Municipal Manager, a critical leadership vacuum that continues to destabilise the administration.
- The Office of the Chief Financial Officer has not ensured transparency in procurement processes, nor addressed systemic supply chain failures that delay service delivery and infrastructure projects.
- The Electricity and Energy Directorate has failed to implement funded action plans to reduce electricity losses, address outages through Eskom’s Active Partnering Initiative, or ensure that basic infrastructure such as streetlights and critical substations are secured and functional.
- The Infrastructure and Engineering Directorate has not made progress in reducing water losses, which remain alarmingly high, nor in executing critical infrastructure upgrades and maintenance programmes.
- The Safety and Security Directorate, together with Metro Police and SAPS, has not implemented sustained, visible enforcement operations, nor advanced key safety interventions such as surveillance systems, protection of critical infrastructure and targeted crime prevention initiatives.
- Across multiple service delivery fronts, from homelessness and social development coordination, to land use, asset management, environmental management and support for economic development, there is a consistent pattern of delay, fragmentation and lack of accountability.
“This is no longer a question of capacity alone – it is a question of leadership, urgency and political will. The continued failure to act is compounding the infrastructure crisis, eroding investor confidence, undermining economic recovery and placing additional strain on already vulnerable communities,” added Peter.
The consequences of this inaction are severe and far-reaching. Businesses are struggling to operate in an environment defined by unreliable services and rising costs. Communities are subjected to deteriorating infrastructure, increased safety risks and declining quality of life. The city’s reputation as an investment destination continues to weaken.
The Coalition reiterates that the Service Delivery Scorecard was designed to support, not confront, the municipality. However, in the absence of progress, civil society cannot remain silent.
The Coalition calls on the Nelson Mandela Bay Municipality to:
- Immediately table and approve a funded, time-bound turnaround plan aligned to the Scorecard
- Establish a joint monitoring and accountability framework with civil society and key stakeholders
- Prioritise the appointment of competent leadership in critical positions
- Ensure full transparency in procurement, appointments and service delivery performance
- Provide regular public reports on progress against all Scorecard items
“We remain committed to the Social Compact and to working collaboratively to rebuild Nelson Mandela Bay. But collaboration cannot exist in a vacuum. It requires action, accountability and a shared sense of urgency. The people of this city deserve better, and they deserve it now,” concluded Peter.
