Interview With Thabiso Ndebele: Managing Director of Ntiyiso Revenue Consulting

Interview With Thabiso Ndebele: Managing Director of Ntiyiso Revenue Consulting. When leadership meets culture, transformation follows and few understand this better than Thabiso Ndebele, Managing Director of Ntiyiso Revenue Consulting. Following the release of his thought-provoking article “Smarter Revenue Starts with Culture: Align People, Process and Technology,” Ndebele has sparked a necessary dialogue about the deeper forces driving financial performance in South Africa’s municipalities. In this exclusive interview, Ndebele shares his views on how leadership accountability, institutional culture, and technology intersect to shape effective revenue systems. His approach goes beyond technical reforms, it calls for a shift in mindset, one rooted in the principles of fiscal citizenship and sustainable governance. For business leaders, policymakers, and public administrators alike, his insights offer a roadmap toward organisational transformation that is not only efficient but also purpose-driven. Check it out below!

You argue that South Africa’s municipal financial crisis is primarily a cultural issue, not a technical one. Can you expand on what you mean by that?

Culture is made up of several components that include processes and systems that create habits. I argue for a greater emphasis on fixing our habits. However, this doesn’t mean that the operating and financial models for certain municipal categories should not be reviewed. What brings complexity to the equation is the interconnectedness of these elements.

In your experience, what are the most common cultural barriers preventing municipalities from achieving financial sustainability?

While it is well known what services need to be provided to citizens, there is often a lack of a clear set of goals that will lead to customer delight.

You mention that “revenue management is a cultural and leadership discipline”. How can municipal leaders begin embedding this mindset within their teams?

Leaders need to be clear and set goals that will lead to delighted customers. In other words, leaders should drive a customer mindset – what should be done that will meet and surpass customer expectations? Thereafter, they should align the KPIs around that objective.

The RTMC example in your article illustrates how setting a clear purpose transformed operations. What key lessons can municipalities draw from that success story?

I believe it shows that customers will always be your advocates. As such, tailoring processes and systems to enhance value proposition will always triumph.

You’ve noted that financial performance follows citizen experience. How can local governments tangibly improve citizen experience to enhance revenue outcomes?

Firstly, communication is key and continuously evolving. Therefore, extra effort should go into communication, specifically the language used, the medium (email, SMS, WhatsApp) and the timing of the communication.

Secondly, where possible, municipalities should seek ways to avoid queues. This could include timeously responding to emails and/or telephone calls through a dedicated contact centre.

Lastly, municipalities need to ensure there are minimal errors on billings – and that can be achieved by controls within key processes.

Many municipalities struggle with accountability and performance measurement. What strategies or frameworks do you recommend to instil accountability at every level?

There are several frameworks, notably OKR (objectives and key results) frameworks or balanced scorecard frameworks. However, accountability at the helm always sets the tone. Therefore, it is very important to have the right leader to drive accountability.

From your consulting experience, what role does leadership alignment play in achieving revenue recovery?

A clearly articulated vision and a compelling reason why the organisation needs to drive revenue enhancement are very important.

The turnaround story you shared — from a R2-billion deficit to a R2-billion surplus — is remarkable. What were the first three cultural or behavioural shifts that made this possible?

Customer-centricity (query resolution, communication), operational excellence (accurate meter reading, among others) and clearly defined targets always make it easier to drive the team towards a particular direction.

How can technology be positioned as an enabler rather than a substitute for institutional efficiency, particularly in revenue management systems?

Human beings like stories, and love a great one. Technology can be used to create dashboards, which will tell a story. Dashboards should be like scorecards… even if we don’t understand all the rugby rules, they let us know if we are winning or not. We should use technology, for example to convert Excel sheets to images, so that we can have a conversation with stakeholders (e.g., showing councillors non-payment trends as they spread within the municipality over the years). This will enable management to engage with clarity. Of course technology can be used to improve efficiency.

You introduce the concept of fiscal citizenship — can you unpack what that means and how municipalities can nurture it among residents?

Fiscal citizenship goes far beyond simply paying taxes or municipal rates; it’s a social contract based on reciprocity, knowledge and trust. It means that citizens voluntarily and timeously fulfill their fiscal obligations, such as paying local taxes and fees, and in return, residents believe that the municipality is accountable (transparently reporting how money is spent) and efficient (using funds effectively to deliver services). It is the belief that their contribution will result in a tangible public benefit, such as better roads, clean water or public safety. Lastly, residents feel a sense of ownership over public resources and demand to be treated as partners, beneficiaries and clients of the local government. They are willing to provide input and hold the government accountable. More often than not, communication (which is two-way) is overlooked, or is solely a one-way process. Citizens are then left to fill in the gaps on what the municipality is planning or doing.

Trust between citizens and municipalities seems central to your argument. How can institutions rebuild that trust after years of service delivery failures?

Trust is centred on shared values and these erode when they are not upheld. It is important for municipalities to 1) engage and 2) fulfill their commitment. The trust can be re-built through active participation and citizenry.

You highlight the importance of data-driven decision-making. What are some practical steps municipalities can take to cultivate a culture that values and trusts data?

Analysis of data alone isn’t sufficient – the data needs to tell a story. As such, it is important for municipalities to take an active approach to how they manage, process, retrieve and store their data. Secondly, not everyone needs to be a data analyst, but they should be able to use the data to enhance customer delight or minimise their pain (e.g., by using data to quantify the increasing number of outages and engaging citizens on plans to deal with future outbreaks).

The phrase “leadership courage defines outcomes” is powerful. What kind of courage do municipal leaders need to demonstrate to drive real transformation?

The courage to implement the right set of solutions, to address non-performance and put the citizen first.

Many local government employees work under challenging conditions. How can leadership shift morale and inspire pride in public service delivery again?

As resources remain scarce, leaders need to explore various ways of inspiring employees. These may include being at the coalface with employees, or occasionally serving clients at the front desk… But more importantly, leaders need to be clear about what the municipality wants to achieve. It could be as simple an aim as, “Let no client be at the municipality for longer than 30 minutes.”

Finally, looking ahead, what role do you see Ntiyiso Revenue Consulting playing in helping municipalities reshape their cultures and achieve long-term fiscal resilience?

Ntiyiso Revenue Consulting aims to change the face of municipalities through simplified processes, query resolution and enhanced use of technology. It aims to create a service blueprint for municipalities, which can be replicated for an enhanced experience at the local municipality!