As the 2026 municipal elections loom, Journal News caught up with Mohokare Local Municipality, Mayor Teboho Mochechepa, on issues affecting the municipality and its residents, as well as his plans to retain the office.

Thank you for taking the time to sit with us today. Congratulations on your election as the new mayor and political head of the municipality. The ANC has shown great faith in you — what would you like to say in response to that?

Thank you. I am deeply honoured and humbled by the trust the African National Congress (ANC) has placed in me to serve as the political head of the municipality. This is a responsibility I do not take lightly. It is a true privilege to serve our communities, and I am fully committed to working tirelessly to improve the lives of our people, deliver quality services, and uphold the values and vision of the ANC.

You’ve served the municipality for many years as a councillor. What are some of the key lessons you’ve learned that now make you wiser as you step into this role?

Throughout my time as a councillor, and especially since my election into this new role, I have gained valuable insights that have shaped my approach to leadership and service. One of the most important lessons has been the power of listening - truly listening - not only to our communities but also to our municipal team and key stakeholders. Effective leadership starts with understanding the real needs on the ground.

Another key lesson has been the importance of resilience and adaptability. Local government often faces significant challenges, from limited resources to high community expectations. I’ve learned that strategic planning, collaboration, and transparent communication are crucial to navigating these challenges.

Above all, I’ve come to value accountability and consistency. These are the cornerstones of public trust. As we begin this new term, I do so with a deeper sense of purpose, greater wisdom, and a renewed commitment to delivering services that restore dignity and bring hope to the people of Mohokare.

The municipality has been in the news over the past few years for mostly the wrong reasons. How do you plan to improve the lives of the people, and what are your three top priorities?

We are fully aware of the challenges our municipality has faced and are committed to turning things around through focused, impactful action. Our three top priorities are:

Infrastructure Development: We have placed critical infrastructure projects at the forefront of our agenda. These include the rehabilitation of Mathey Street and a portion of the S23 road. We also welcome the Department of Public Roads and Transport as a key partner in completing these initiatives. Additional major projects include the 27 km Rouxville pipeline, abstraction projects from the Oranje River, the Smithfield outfall sewer, and the Refenkgotso Water Treatment Project.

Service Delivery: We have secured procurement for our service delivery fleet, including a new compactor truck expected to be delivered on 14 July 2025. Earlier this month, we also addressed long-standing waste management issues. These steps are part of our broader strategy to enhance core municipal services.

Stability and Governance: A stable workforce is critical for effective governance. We are focused on ensuring that employee and third-party payments are made on time, delays in these areas have previously caused industrial action. We have implemented a structured payment plan that has been presented to the National Treasury. While employees had not received May and June salaries in past years, under my tenure, May salaries have been paid - albeit slightly delayed - demonstrating real progress.

One of the issues has been the recent accusations by the opposition party (DA) last week, accusing you of wasting taxpayers’ money by requesting a new mayoral vehicle. Do you have anything to say on the matter?

It is unfortunate that the DA has chosen to politicise this issue. I would advise the concerned councillor to thoroughly read the council item that was submitted.

Since assuming office on 26 May, I have been using the vehicle previously allocated to the former speaker. This was done with the understanding that the vehicle used by the outgoing mayor is currently undergoing repairs. A formal council item was submitted, which outlined various options regarding that vehicle.

It’s also worth noting that while the DA is vocal about this issue, they have remained silent on other important developments - such as the recent procurement of a waste collection vehicle, which was delivered within a short turnaround time. That was a significant step forward for service delivery, yet it has not received any acknowledgment from them.

The Free State has the highest unemployment rate in the country. How do you plan to improve the economy and create jobs in the municipality?

Tackling unemployment is a top priority. We are taking the following steps: Advertising and filling critical vacancies such as general workers and process controllers to strengthen our workforce and improve service delivery, which in turn supports revenue collection and local economic growth. Expanding job opportunities through the Expanded Public Works Programme (EPWP), prioritizing the inclusion of youth, women, and persons with disabilities. Strengthening partnerships and project implementation to stimulate local economies, particularly through infrastructure-led job creation. By restoring trust in the municipality, delivering services reliably, and creating employment pathways, we aim to build a more resilient and inclusive local economy.

Service delivery has posed a serious challenge for many municipalities, not only in this province, but across the country.

Several key factors contribute to this ongoing issue. First and foremost is poor governance and financial mismanagement, which have severely hampered our ability to deliver services efficiently. In some municipalities, critical funds are either misallocated, poorly accounted for, or diverted away from essential services. Corruption and irregular procurement practices continue to plague local government, resulting in wasted public resources and a growing erosion of public trust.

Another major concern is the ageing and deteriorating infrastructure. Many of our water systems, roads, and other key facilities have not seen proper maintenance or upgrades in decades. This leads to recurring breakdowns, water leaks, and impassable roads—further undermining the quality of life for residents. We are shifting our focus toward long-term maintenance and infrastructure investment, rather than simply reacting to emergencies.

Political instability and interference in municipal administrations also play a disruptive role, often breaking continuity and undermining the professional functioning of local governments. As leaders, we must rise above factional politics and place the needs of our communities at the centre of our efforts.

Let me be clear: while these challenges are significant, they are not insurmountable. With committed leadership, strict accountability, and active community involvement, we can rebuild trust and deliver the quality of service our people rightfully expect and deserve.

In possibly less than a year, the country will be heading to local government elections. How confident are you that the organisation will still have faith in you to lead the municipality to win elections?

In the short time I have been in office, I believe we have already made a tangible and visible impact on the institution. When I assumed office, the municipality was facing a severe crisis… a three-month-long industrial strike. I engaged directly with the workers, and through dialogue and negotiation, we were able to bring them back to work.

One of our critical achievements has been addressing salary backlogs. As previously mentioned, we successfully ensured the payment of salaries for May, which helped restore a sense of stability and trust among staff.

The community of Smithfield, particularly Extension Five, had been without water since December 2024. After engaging with the community during a community meeting on 24 June, we acted swiftly, and water supply was restored just two days later. This reflects our commitment to responsive governance.

Additionally, we have partnered with the Department of Human Settlements to begin the process of registering residential sites, with the first registrations taking place on 17 and 19 July. This is a significant step toward formalising property ownership and empowering our residents.

Given these strides in such a short period, I am confident that the organisation - and most importantly, the people - will continue to support our leadership as we head toward the next elections.

Apart from addressing the challenges faced by our communities, how is your administration working to improve on the Auditor General’s reports?

On the 14th of July, we held an extended meeting to address the findings outlined in the Auditor General’s report. During the meeting, we acknowledged that the Municipal Public Accounts Committee (MPAC) was not functioning effectively. Recognising the critical role MPAC plays in addressing these issues, we decided to revive and operationalise it. As a result, MPAC held its first sitting on Tuesday, 15 July.

In addition, the Risk Committee also convened. We identified a misalignment between our current risk register and the actual risks the municipality is facing. The committee is now working to update and align the register to ensure more accurate risk management going forward.