JOHANNESBURG, Gauteng — As South Africans prepare for the 2026 municipal elections, the national conversation is shifting beyond traditional ballot-box questions to the severe governance risks and political fragmentation threatening local administration. According to Yvonne Mothibi, CEO of the Institute of Risk Management South Africa (IRMSA), the upcoming November 4 polls will test whether local governments can withstand the compounding pressures of leadership failures and unstable coalitions.
While voters traditionally focus on who will win, lose, or change hands in local municipalities, Mothibi emphasizes that the most consequential challenges begin after the votes are counted. IRMSA’s 2026/27 risk report, which draws on insights from more than 600 contributors, identifies governance and leadership failure as the country’s leading risk.
Rather than viewing these challenges in isolation, the report frames them as an interconnected risk system. Governance failure is deeply linked to political instability, infrastructure collapse, unemployment, inequality, organized crime, corruption, cyber disruption, water insecurity, and energy constraints.
Mothibi stressed that governance failure is not merely an abstract boardroom concept. It manifests in tangible, daily realities for citizens, such as turning on a tap only to find it dry or flipping a switch with no electricity. These outcomes are the direct result of institutional incapacity and poor decision-making at the local level.
A critical factor in mitigating these risks is the caliber of individuals elected to municipal office. Mothibi noted that local government is the frontline of service delivery, where national policies and regulations are ultimately executed. Therefore, the quality of municipal services is directly underpinned by the quality, knowledge, and courage of the people assuming leadership positions.
Voters are urged to look beyond campaign rhetoric and evaluate whether candidates possess the credibility, financial literacy, and accountability required to navigate the complexities of local government. Leaders must be equipped to analyze municipal reports critically, identify gaps, and make informed decisions based on comprehensive data.
The reality of modern South African politics also means that coalition governments will play an increasingly vital role. Mothibi clarified that coalitions are not inherently dysfunctional. In principle, they offer an opportunity for fair representation, collective wisdom, and diverse leadership. However, the risk lies in instability. Coalitions become dysfunctional when participating parties prioritize their own competing, short-term agendas rather than committing to a unified, long-term strategic plan for the municipality.
With the November 4, 2026, elections approaching, Mothibi offered clear guidance for voters evaluating potential candidates. She advised the public to heavily question campaign promises that seem “too good to be true,” especially given the massive scale of existing pressures like unemployment and infrastructure deterioration. Turnarounds cannot be realistically achieved in a single year if the institutional capacity is not already at a level to support such rapid change.
Instead, voters should observe the everyday behavior and track record of those campaigning. Are they transparent, prudent, and open to accountability? Have they demonstrated a willingness to be questioned in past roles, such as serving on committee structures? Mothibi warned that if a candidate displays a tendency to close doors and avoid scrutiny before assuming power, those traits are unlikely to change once they are in office.
As the country heads to the polls, the emphasis remains clear: sustainable local governance depends on electing leaders who understand the complexities of municipal management and are committed to long-term, accountable service delivery.
