JOHANNESBURG, Gauteng — The battle for good governance in South Africa has reached a critical crossroads, with deliberate efforts to undermine accountability trapping the nation in a cycle of crisis, according to the Chartered Governance Institute of Southern Africa (CGISA). Speaking following the institute’s recent annual conference in Johannesburg, CGISA Vice President Karen Goldstone-Hoffman warned that a growing tug-of-war between ethical leadership and those benefiting from poor governance is severely impacting public trust and essential service delivery.
The institute’s annual conference drew approximately 200 governance professionals, business leaders, and journalists, all united by a shared investment in improving the country’s decision-making frameworks. However, Goldstone-Hoffman emphasized that the results of poor governance are far from abstract. Referencing the Auditor General’s (AG) report and media statement released in June, she described the findings on irregular expenditure and non-compliance as “absolutely staggering.”
Staggering Deficits and the Lack of Consequence Management
At the heart of the crisis is a systemic failure in consequence management. Goldstone-Hoffman pointed to the AG’s report, which highlighted approximately 40 billion rand in irregular expenditure for the 2024/2025 financial year alone. This financial mismanagement is compounded by a persistent lack of accountability, leaving the public increasingly disappointed by leaders who were entrusted to act ethically and responsibly.
The discussion also touched upon what has been termed the “Madlanga effect,” recognized as a growing force for accountability in the country. Goldstone-Hoffman noted that while good governance requires the courage to ask difficult questions, this bravery comes at a cost, with some individuals tragically losing their lives for speaking out against corruption and abuse of power.
Procurement Reform and the Water Crisis
A significant portion of the governance breakdown occurs at the municipal level, particularly within procurement processes. Goldstone-Hoffman highlighted the ongoing water crisis as a prime example of how fraudulent procurement activities delay basic services like housing and water infrastructure.
She referenced the colloquial term “water tanker mafia” to illustrate the depth of criminal and political capture in certain sectors. However, she expressed cautious optimism, noting that the President’s August parliamentary address included commitments to establish a committee to oversee criminal activities and drive water reform. For these reforms to succeed, Goldstone-Hoffman stressed the need for greater transparency in legislative frameworks, contract management, and clear timelines for public procurement.
Public Sentiment and the Path Forward
Public frustration is mounting, a sentiment reflected in a recent audience poll where 57% of respondents identified government departments as the sector most urgently requiring governance reform. Viewer feedback further echoed this concern, with citizens calling for heavy-handed reforms in municipalities, noting that mayors, city managers, and officials often collude to collapse good governance. Additional public commentary highlighted systemic failures, including the government’s ongoing struggle to employ and empower people with disabilities.
With local elections approaching on the 4th of November, Goldstone-Hoffman framed the upcoming vote as a critical opportunity for societal change. “This is the time now where, as a society, we think that we cannot make the change. This is an opportunity for all of us to make that change because our voice will count,” she stated, urging citizens to read the AG’s reports and hold leaders accountable over the next five-year term.
Embedding a Culture of Accountability
Ultimately, the solution requires a cultural shift. Goldstone-Hoffman concluded that governance cannot solely be the responsibility of a select few; it must be embedded in the culture of every organization and individual. The CGISA remains committed to empowering company secretaries and governance professionals to drive this change from within, ensuring that ethical leadership and transparent practices become the standard, not the exception, in South Africa’s public and private sectors.
