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Johannesburg's City Power faces a worsening financial crisis, with a projected R4.3 billion expenditure-revenue deficit for 2025, an existing overdraft of about R19.1 billion, and a structural bulk-power deficit of approximately R25 billion. The utility's financial collapse is linked to weak revenue collection, illegal electricity connections, infrastructure backlogs, operational incompetence and politically influenced governance involving conflicts of interest and compromised oversight.
City Power Financial Crisis Deepens as Governance Failures and R25 Billion Deficit Cripple Johannesburg. AI-generated image for illustrative and fair representation purposes only. Logos and symbols are the property of their respective owners.
© South Africa Today JOHANNESBURG, Gauteng — The City Power financial crisis has reached a critical tipping point, threatening the operational viability of Johannesburg’s primary electricity utility. According to a recent report by the Centre for Development and Enterprise , the municipal entity is grappling with severe structural revenue collection challenges, rampant illegal electricity connections, and crippling infrastructure backlogs that are pushing the utility to its knees. The financial deterioration of the utility is stark.
Data indicates that City Power is projected to face a 4.3 billion rand expenditure-revenue deficit by 2025, compounded by an existing overdraft of approximately 19.1 billion rand. Furthermore, the utility has built up a substantial structural deficit of around 25 billion rand in relation to its bulk power purchases from Eskom. This deficit is growing at a rate of 3 to 4 billion rand annually.
The root cause of this financial bleed is a systemic failure to raise sufficient revenue to cover bulk purchasing costs, driven by a collapse in revenue-raising systems and a lack of operational competence. According to Professor Alex van den Heever, a governance expert at the Wits School of Governance, the fundamental failure at City Power stems from a compromised governance structure.
He points out that the utility’s board is heavily populated by political appointees, including a chairperson who is a former regional treasurer of the ANC, alongside other directors who are ANC office bearers. This political control establishes severe conflicts of interest and undermines trust in the utility’s executive decisions, supervision, and procurement processes. Van den Heever highlights that procurement structures are highly vulnerable to capture and manipulation. Evidence of this systemic decay is visible in the utility’s physical assets.
Public reports indicate that City Power’s stock and maintenance systems were deliberately run down. In a highly suspicious move, the management of the stock system was slated to be outsourced to a private arrangement, despite the utility already possessing its own warehouse and stock. Van den Heever notes this appeared to be an attempt to push procurement processes into private hands, suggesting that those running the utility are doing so for personal gain rather than for the city.
The consequences of this governance and financial collapse are being borne directly by the residents of Johannesburg. The utility recorded approximately 2.1 million forced power interruptions between July of last year and March of this year. These outages are the direct result of a massive capital investment backlog. The city requires an estimated 150 to 200 billion rand in infrastructure and asset investments, a large portion of which is earmarked for City Power.
Because procurement funds are not reaching the ground due to systemic failures, the infrastructure continues to decay. Beyond physical outages, the utility’s billing systems are also in a state of systematic collapse. Thousands of residents are experiencing broken meters, resulting in absurd estimated bills. This operational failure was further underscored by a massive power outage in the Johannesburg CBD, highlighting how power cuts are rapidly becoming the norm.
The CDE has suggested that City Power and other municipal entities should be collapsed back into the city administration without legislative changes. However, Van den Heever strongly disagrees with this approach, arguing that moving functions without fixing the underlying problems will not halt the rapid decay.
“We can’t continue with these entities as structures that are essentially susceptible and vulnerable to looting,” Van den Heever stated, emphasizing that a strict legislative framework is required to separate political office bearers from the city’s executive functions. The current raft of acting officials and political appointees must be replaced by permanently appointed, highly competent, and properly vetted professionals. Current boards are described as structurally incoherent and useless.
New boards must possess strategic capability and specific knowledge regarding the engineering, technical, and financial core functions of the utility. A financial bridging structure must be implemented to repair the city.
However, Van den Heever warns against simply borrowing more money to finance the deficit, noting that the city has the revenue base to function well if its systems were competently managed. The new leadership must completely reconstitute and reconfigure procurement systems to regularize all current irregularities and ensure funds are properly insulated from political manipulation.
Ultimately, experts warn that without a complete overhaul of the leadership and governance structures under a new legislative framework, the utility will remain unable to recover, leaving residents in the dark. Katlehong Electricity Crisis: Extension 4 Residents Demand Basic Services After Two Decades Without Power The views of authors published on South Africa Today are their own and do not necessarily represent the views of South Africa Today.
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