The Tshwane metro has moved to clear up confusion about how its vehicles are monitored. Currently, more than 80 controllers are managing the metro fleet tracking system. This comes after
the Democratic Alliance (DA) in Tshwane suggested that the metro’s multi-million vehicle fleet was being monitored by just one person, raising alarm about operational oversight, service delays, and misuse of municipal vehicles. The metro, however, refuted these claims, stating that not only is the system well-resourced and decentralised, but that each department has access and responsibility. DA Tshwane spokesperson for Corporate and Shared Services Alderman Dana Wannenburg said the Fleet Department and Tshwane Vehicle Depot in Bosman Street evidently needed immediate improvement to address the ongoing mismanagement of the city fleet. He said the current state of affairs was unacceptable and continued to hinder essential service delivery to Tshwane residents. “We will closely monitor the situation and, if necessary, table a motion demanding urgent intervention to restore fleet services to the standard residents deserve. “The latest Fleet Management Status Report exposes severe inefficiencies, waste, and negligence under the coalition-led administration,” said Wannenburg.
He said the key findings include:
– Only 39% of critical fleet management positions have been filled, resulting in a severe shortage of staff required to maintain and repair municipal vehicles. – Negligent driving and vehicle abuse have cost taxpayers over R452 000, while irregular fuel usage has resulted in a R245 580 financial loss, funds that could have been used to improve service delivery. – Frequent breakdowns, delayed repairs, and accidents are jeopardising essential services, including emergency response, Metro Police operations, and waste collection. Wannenburg said budget constraints are being used as an excuse to delay urgent vehicle replacements, despite clear evidence that maintaining aged and damaged vehicles is more costly in the long term. “The solutions are not difficult, the coalition must fast-track the refurbishment of the Pretorius Park workshop, fill critical vacancies in the Fleet Management Division, enforce accountability measures against negligent drivers and implement a strict fuel monitoring system. “Streamline the fleet procurement process to prevent delays caused by contract mismanagement and enhance oversight and transparency by requiring regular reporting on fleet operations and holding departments accountable for fleet performance.” He said that municipal vehicles have been left idle for months outside the borders of Tshwane, highlighting severe lapses in the tracking system. “The lack of updates and control suggests that either the system is outdated or those responsible for fleet management are failing in their duties. “This negligence is exacerbating existing service delivery challenges, as non-operational vehicles mean fewer resources available to meet community needs,” said Wannenburg.
Metro spokesperson Lindela Mashigo said access to the tracking system is granted to all departments and fleet controllers.
“We currently have over 80 fleet controllers responsible for monitoring and managing the municipal fleet. “The system is also supported by a full back-end unit that assists with tracking, recovery and technical support,” said Mashigo. He said the fleet tracking system updates in real time, providing second-by-second data on vehicle location, speed, and usage. Through this decentralised model, departments can independently monitor their vehicles and intervene immediately when issues arise. The metro has maintained that this model enables greater accountability and efficiency. Mashigo insisted that fleet availability averages between 80% and 85%, a standard in line with national industry benchmarks. He said the remaining 15% to 20% of vehicles are typically out of service for repairs, maintenance, or decommissioning. “All vehicles are accounted for. “In cases where repairs are delayed, it is often due to parts being ordered from outside the country. The turnaround time depends on supplier lead times,” he said. The metro has placed internal checks through the Loss Control Committees, which investigate any suspect mismanagement. Mashigo said disciplinary actions, including warning letters and an internal recovery process, have been taken in past cases. He said in some instances, implicated staff members have resigned. “The tracking system is active and effective. It’s not just about having one person at a desk but a fully integrated platform supported by more than 80 professionals across departments,” said Mashigo.
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