eThekwini city manager Musa Mbhele is like New York. People either love him or hate him. He’s had calls for his head to roll, been the subject of a year long investigation as part of a municipal turnaround plan – and surprised his critics by emerging more resilient with a business as usual approach.

So, all the noise aside, Zohra Teke put five questions to him on his three years in office so far.

Some call you a teflon city manager. You’ve survived what many thought you wouldn’t. How do you do this?

I don’t focus much on labels. Leadership, by its very nature, comes with challenges and scrutiny. What is important is how we respond and whether our actions are making a difference.

Firstly, I have survived because I am a Christian and I believe in prayer; God has protected me thus far. Secondly, I always do things by the book and have a high regard for the law. I have served in the City for a long time at different levels, which has helped me know almost everyone working here and understand the challenges the City faces. I also have a lot of support from councillors, political leadership, colleagues, family, and friends, and that support has kept me going.

We are beginning to see tangible results. The inner city is noticeably cleaner and safer. We have introduced a new organisational structure, being rolled out in phases, including a dedicated Operations Management Division. This division brings together services like water, electricity, roads, waste, and facilities under one coordinated structure, ensuring accountability and faster responses.

The number of visitors to Durban, both international and domestic, has also increased, as confirmed by recent South African Tourism statistics. That growth reflects confidence in the city’s progress. In any leadership position, there will always be different opinions. You cannot please everyone. I always encourage that if anyone feels wrongdoing is occurring, it should be reported through the proper channels so it can be investigated and addressed according to the law. This includes my office; accountability must apply to everyone.

Do you really believe the city is in a better place now?

Yes, the City is in a better place now. We still have challenges, but the progress is visible. Streets are cleaner, most streetlights are lit, water turnaround has started, and there is improved security and police visibility. Our collection rate is at 95%.

Our inner-city regeneration efforts have made a clear impact. There are fewer problem buildings, streets are cleaner, and enforcement has improved. Uniformed ambassadors work alongside Metro Police and SAPS, strengthening safety and public confidence.

We have completed key infrastructure projects, such as the rehabilitation of the M37 corridor from Galleria Mall to KwaMakhutha. Most importantly, we have launched a R28 billion water resilience programme to secure long-term supply. This includes short-term interventions like the Southern Aqueduct, Tongaat Water Treatment Works upgrade, and Ntuzuma Pump Station refurbishment. These actions are tangible changes on the ground that people can see, touch, and feel. What are the top 5 major turnaround successes that mark your term in office?

Our top five successes are very encouraging.

First, the Inner-City Regeneration Programme has moved from planning to visible implementation, with a fully functional Core Working Team and 15 active workstreams driving tangible results.

Second, safety improvements have been significant. Over 8,000 prosecutions have been carried out, 375 enforcement operations conducted, and more than 2,050 tons of waste cleared. Uniformed ambassadors working with Metro Police and Urban Improvement Precinct teams have strengthened safety in the CBD.

Third, we have taken steps to address homelessness. Over 230 people have been sheltered, 31 placed in jobs, and an 800-bed shelter is under construction.

Fourth, public sanitation has been improved with six ablution sites refurbished and additional mobile units deployed to meet demand.

Fifth, major investment and infrastructure projects are progressing. This includes the Durban Bay Waterfront and the Light Rail system, as well as three social housing sites delivering approximately 600 units.

I would also add water and sanitation turnaround as a critical success area. Since the approval of the Water and Sanitation Turnaround Strategy in 2023, we have restructured the directorate, reinstated the non-revenue water unit, and launched the R28 billion Lower Umkhomazi Water Project. Short-term upgrades like the Southern Aqueduct, Tongaat Water Treatment Works, and Ntuzuma Pump Station are already improving supply and stabilising service delivery.

Addressing this longstanding challenge has been crucial for residents and businesses.

The city is finally taking over some of the derelict buildings, what does this mean?

We have a number of bad buildings belonging to private owners and the Department of Public Works. Three buildings offered by the Department of Public Works are currently in the transfer process. Two are likely to be used for social housing, and the third can be used for offices or social housing. All three will require major renovations before they are habitable. The process is currently at the stage of signing documents that will lead to the formal transfer.

Since 2019, we have reduced derelict buildings in the CBD from 120 to 73. Over the past two years, 11 buildings were refurbished by their owners, six unsafe buildings including the China Emporium were demolished, and 16 more were structurally repaired. Renovations are ongoing on six priority sites.Our approach is legal and structured.

We encourage owners to renovate, but if they don’t comply, the City can apply higher rates, penalties, and take action through the courts, including taking over the property and recovering costs. We also provide incentives for compliant owners, such as reduced fees, expedited approvals, and development incentives to encourage private investment and revitalise the CBD. This approach improves safety, boosts investor confidence, and makes the city more attractive for residents and businesses.

Would you have taken on this role if you had to do it again?

I will definitely take it because I believe in God’s plan. If He still wants me to serve His people, I will.

Public service has always been close to my heart. Most of my career has been spent in local government. I have served as Chief Operating Officer, Head of Development Planning, Management and Environment, and Municipal Manager at Umzumbe Municipality. I started as a Deputy Head at this Municipality and gained experience at every level.

As a town planner, I have a passion for creating spaces that uplift communities. One of the things I introduced is unannounced site visits, where I personally inspect service delivery on the ground. We also have an Operations Group WhatsApp platform, which enables real-time reporting and resolution of service delivery issues.

This role is challenging, but seeing changes and improvements makes it worthwhile. There is still much work to do, and we are committed to doing our best.

Your final thoughts?

We still face challenges, but I am encouraged by the steady progress we are making. Hosting major international events like the Comrades Marathon and Africa Travel Indaba shows that Durban is capable of world-class operations.Our vision is to build a city that works, a city that is safe, clean, inclusive, and accountable. Every step we take whether fixing infrastructure, cleaning a street, or housing a vulnerable person is part of building trust between the City and its residents.

This journey is about action and accountability. Together with our communities and partners, we are creating a Durban we can all be proud of. 

* Zohra Teke is an independent contributor and freelance journalist. 

** The views expressed do not necessarily reflect the views of IOL or Independent Media. 

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