Economy, Fair Finance & Accountable Councillors: UDF Party Manifesto 2026

Pillar 04 · A new approach to broad-based economic empowerment

From elite shareholding to worker ownership

The current format of Broad-Based Black Economic Empowerment (BEE) has failed to achieve its intended purpose. Instead of broad empowerment, it has disproportionately benefitted a small, politically connected elite: an estimated R1 trillion in value transferred to fewer than 100 individuals since 1994. This outcome has deepened inequality and undermined public confidence in transformation.

R1 trillionEstimated value transferred under the current BEE format since 1994

<100Individuals who disproportionately benefitted

80 / 20Proposed procurement scoring: three pillars vs historical disadvantage

Employee Share Ownership Plan (ESOPs)

The United Democratic Front Party will champion the replacement of traditional BEE shareholding schemes with Employee Share Ownership Plan (ESOPs) across the private sector.

ESOPs ensure that workers, not politically connected individuals, benefit from company growth
Future empowerment transactions will prioritise employee ownership, preventing the concentration of wealth in the hands of a few
ESOPs supported by regulatory incentives and compliance frameworks to ensure meaningful worker participation

Employment equity based on regional demographics

Employment equity must reflect regional demographics, not national averages. Applying national demographic targets in regions with different population compositions has created polarisation, resentment and inefficiency.

Employment equity targets must align with regional population profiles
Both government and private sector employers must apply local demographic data as the sole yardstick

This approach ensures fairness, reduces social tension and strengthens community cohesion.

Procurement framework

Three pillars, 80% of the score

A procurement system that is transparent, community-centred and economically rational. The three pillars below account for 80% of procurement scoring; the remaining 20% is based on historical disadvantage, ensuring that previously marginalised groups retain access to economic opportunities.

Community empowerment

Subcontracting conditions must ensure that local communities benefit directly from public procurement.

Job creation

Procurement must prioritise suppliers who create sustainable employment opportunities.

Value for money

Public funds must be used efficiently, ensuring quality delivery at fair cost.

Additional procurement commitments

We will champion procurement reforms that expand access for historically disadvantaged communities, ensuring that procurement becomes a tool for local development, not elite enrichment:

Simplified tender processes
Reduced administrative barriers
Community-based subcontracting requirements
Transparent evaluation criteria

Pillar 06 · Municipal finance for the Cape Town Metropolitan Council

A vision of balanced, equitable investment

To foster an equitable Cape Town where all communities thrive, with balanced investments that uplift historically disadvantaged areas, particularly the Cape Flats, while maintaining the continued growth, stability and maintenance of middle-class neighbourhoods. No community is neglected, and historic backlogs are corrected without undermining existing municipal assets.

1. Inclusive growth

Prioritise infrastructure and social development in vulnerable and historically disadvantaged areas to close long-standing service delivery gaps.

2. Sustainable financial management

Protect services, infrastructure and property values in neighbourhoods to maintain citywide functionality and investor confidence.

3. Addressing socio-economic challenges

Direct resources toward urgent issues such as crime, youth vulnerability, decaying public infrastructure and spatial inequality.

Budget priorities

Balanced resource allocation

Allocate a significant portion of geographically targeted spending to historically disadvantaged areas, especially the Cape Flats, to promote economic opportunity and correct inherited infrastructure deficits
Ensure no disproportionate neglect of historically better-resourced communities, recognising that their stability supports the city's revenue base and long-term sustainability

Infrastructure renewal and development

Prioritise repairing and upgrading burst sewerage systems, water pipes, stormwater drains and roads in vulnerable communities where failures impact health, mobility and dignity
Invest in preventative maintenance across all neighbourhoods to avoid costly emergency repairs and environmental harm
Expand affordable housing initiatives, including the transfer of the flats and formal housing, integrated with transport, utilities and social services

Crime reduction and safety

Increase funding for community safety programmes, partnerships with law enforcement, and targeted interventions in high-crime zones such as the Cape Flats
Implement technology-driven safety solutions: enhanced street lighting, counter-surveillance systems and rapid-response infrastructure
Support social programmes addressing root causes: youth development, education, employment pathways, trauma support and substance-use interventions

Community engagement and transparency

Engage residents from both historically better-resourced and disadvantaged communities in budget planning, ensuring priorities reflect lived realities
Publish transparent reporting on expenditure, project progress and outcomes to build trust and community ownership
Strengthen participatory budgeting forums and ward-level financial consultations
Community input on policy changes, for example regarding service delivery, tariffs and rates arrears

Sustainable financial management

Optimise revenue collection without placing undue burden on low-income families
Foster collaborations with NGOs and partners for co-investment in social infrastructure, youth programmes and crime prevention
Maintain strict financial discipline to protect Cape Town's credit rating and long-term fiscal stability

Geographically targeted budget distribution model

Tilting new investment toward historical backlogs

A defensible approach: tilt new investment strongly toward historically disadvantaged communities, while maintaining sufficient operating expenditure in affluent areas to prevent deterioration of existing assets.

Proposed geographic allocation of geographically targeted municipal spending
Budget component	Cape Flats / historically disadvantaged areas	Historically better-funded areas
Capital expenditure (CAPEX)	80%	20%
Operational expenditure (OPEX)	70%	30%
Overall targeted geographic spending	75%	25%

Rationale

80:20 CAPEX is essential because capital spending corrects historical infrastructure inequality: sewer replacements, water mains, roads, stormwater systems, street lighting, public spaces, housing infrastructure, transport facilities and community facilities.

The OPEX balance ensures historically better-resourced communities continue receiving essential services: refuse collection, sewer maintenance, road repairs, parks, electricity services, law enforcement, protecting municipal assets and the city's revenue base.

Manifesto formulation

For every R10 of geographically targeted municipal capital investment, our objective is approximately R8 for historically under-invested communities and R2 for historically better-resourced communities, until measurable infrastructure backlogs have substantially narrowed, settling at an overall targeted geographic balance of approximately 75:25.

This allocation is transitional, not permanent. Every three to five years the City must assess sewer failures, road conditions, housing infrastructure, street lighting, public facilities, crime hotspots and service-delivery backlogs. As infrastructure gaps close, allocations can progressively move toward a needs-based distribution.

Important qualification: these percentages apply only to spending that can be geographically allocated. Citywide systems (bulk water infrastructure, wastewater treatment plants, major transport corridors, electricity networks, debt servicing and central administration) benefit the entire metro and should not be artificially classified by geography.

“We are not removing functioning services from one community; we are directing a greater share of new investment toward communities that have historically received less.” Our Commitment, Municipal Finance Manifesto

Councillor performance, accountability and community responsibility

Accountability that is real and enforceable

Elected representatives must be held to the highest standards of integrity, performance and accountability. Communities deserve councillors who are competent, present, responsive and fully committed to the responsibilities entrusted to them. All United Democratic Front Party councillors will operate under a clear and enforceable performance framework.

Performance agreements for all councillors

Every UDF Party councillor will sign a Performance Agreement outlining:

Their objectives for the ward they serve
Their responsibilities to residents
Their obligations regarding transparency, communication and service delivery
Their accountability mechanisms and reporting duties

This agreement serves as a binding commitment between the councillor and the community.

Key performance areas & indicators

Councillor performance will be evaluated through clearly defined KPAs and KPIs, including:

Community engagement and accessibility
Service delivery oversight
Responsiveness to community concerns, even outside their municipal mandate
Attendance and participation in council structures
Ethical conduct and compliance with governance standards
Evidence-based decision-making and reporting

Consequences for non-performance

The UDF Party will prioritise community interests above internal politics. Therefore: non-performing councillors will be recalled, regardless of popularity or proximity to party leadership.

This ensures that accountability is real, enforceable, and centred on community needs rather than political favour.

Community-first governance

Councillors are visible and present in their wards
Community concerns are addressed promptly and professionally
Decisions are made based on evidence, consultation and public interest
Councillors uphold the highest standards of ethics, service and responsibility

Economic empowerment, fair finance & accountable councillors