abstract this reviewed 2020/21 idp seeks to provide an

ABSTRACT THIS REVIEWED 2020/21 IDP SEEKS

TO PROVIDE AN OVER-ARCHING

STRATEGIC FRAMEWORK FOR THE

DISTRICT OVER THE NEXT FINANCIAL

YEAR, AS WELL “GUIDE” THE

DISTRICT FISCAL APPROPRIATIONS

FOR THE 2020/21 MTREF

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Contents

SECTION 1 ................................................................................................................ 6

INTRODUCTION ........................................................................................................ 6

PURPOSE OF THE IDP ............................................................................................. 6

FOREWORD BY THE EXECUTIVE MAYOR ............................................................ 7

OVERVIEW BY THE MUNICIPAL MANAGER ....................................................... 11

SECTION 2: EXECUTIVE SUMMARY ..................................................................... 12

VISION ..................................................................................................................... 12

MISSION .................................................................................................................. 12

SECTION 3: SPATIAL RATIONALE ....................................................................... 15

SPATIAL DEVELOPMENT ELEMENTS WITHIN NORTH WEST........................... 16

REGIONAL AND INTRA-REGIONAL ACCESSIBILITY AND MOBILITY ............... 16

THE SPATIAL DEVELOPMENT PATTERN ............................................................ 18

CLUSTERS OF POPULATION AND ECONOMIC CONCENTRATIONS ............... 19

MAIN CONCENTRATIONS OF ECONOMIC ACTIVITY AND POPULATION

(REGIONAL NODES) .............................................................................................. 20

DEMOGRAPHIC PROFILE OF OUR DISTRICT...................................................... 20

Total Population ................................................................................................ 21

Population by population group, Gender and Age............................................. 26

OVERALL ECONOMIC OUTLOOK OF THE DISTRICT ......................................... 29

Gross Domestic Product by Region (GDP-R) ................................................... 30

Gross Value Added by Region (GVA-R) ........................................................... 36

Household Infrastructure ...................................................................................... 44

Household by Dwelling Type ............................................................................. 44

Household by Type of Sanitation ...................................................................... 48

Households by Access to water ........................................................................ 52

Households by Type of Electricity ..................................................................... 55

SECTOR PLANS...................................................................................................... 58

District SDF .......................................................................................................... 58

Spatial Development Frameworks ........................................................................ 62

Kgetlengrivier Local Municipality ....................................................................... 63

Moretele Local Municipality ............................................................................... 64

Moses Kotane Local Municipality ...................................................................... 65

Rustenburg Local Municipality .......................................................................... 67

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Households by Refuse Disposal ....................................................................... 69

LEGISLATIVE FRAMEWORK ............................................................................. 72

Binding legislation, policies, and planning requirements at National and

Provincial Levels. .............................................................................................. 72

Powers & Functions .............................................................................................. 79

DISTRICT PRIORITIES ........................................................................................... 82

Prioritized needs from constituent Local Municipalities ..................................... 82

MUNICIPAL PRIORITIES ........................................................................................ 83

THE DISTRICT WIDE PRIORITIES ......................................................................... 84

LIST OF UNFUNDED PROJECTS AND PROGRAMMES WITHIN THE DISTRICT

MUNICIPALITY ........................................................................................................ 85

1. ENVIRONMENTAL MANAGEMENT PROJECTS/PROGRAMMES .......... 85

2. COMMUNITY DEVELOPMENT SERVICES ............................................... 91

3. ELECTRICITY PROJECTS .............................................................................. 98

4. HOUSING PROJECTS ...................................................................................... 100

5. LOCAL ECONOMIC DEVELOPMENT ..................................................... 105

6. ROADS PROJECTS ...................................................................................... 108

7. SANITATION .................................................................................................. 113

8. WATER PROJECTS ...................................................................................... 117

9. SPATIAL PLANNING, LAND USAGE AND INSTITUTIONAL DEVELOPMENT

............................................................................................................................ 123

SECTION 3: IDP PLANNING PROCESS .............................................................. 124

THE PLANNING PROCESS .................................................................................. 124

ROLES AND RESPONSIBILITIES OF VARIOUS KEY ROLE PLAYERS ............. 127

ALIGNMENT WITH NATIONAL AND PROVINCIAL POLICY CONTEXT .............. 129

National Development Plan ................................................................................ 129

Outcome Approach ............................................................................................. 131

Table 5: Government's Outcomes ...................................................................... 132

Nine (9) Point Plan .............................................................................................. 132

SECTION 4: GOVERNANCE AND INSTITUTIONAL ARRANGEMENTS ............ 134

District Governance Model ................................................................................. 134

Council’s Political Structure ................................................................................ 135

Political Party Whips ........................................................................................... 139

Administrative Structure ...................................................................................... 140

District Key Performance Areas and Objectives ................................................. 142

Operational Strategies ............................................................................................ 144

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Basic Service Delivery and Infrastructure Investment Strategies ........................... 145



Municipal Financial Viability and Management Strategies ...................................... 148

Local Economic Development Strategies ............................................................... 149

Municipal Transformation & Organisational Design ............................................... 150

Good Governance and Public Participation strategies ........................................... 152

Good Governance and Public Participation strategies ........................................... 153

Facilitate and Support Municipal Committees ........................................................ 153

IGR ......................................................................................................................... 153

TOP TEN (10) STRATEGICAL RISK IDENTIFIED ................................................ 154

Current Mitigating Measures ............................................................................... 154

Responsible ........................................................................................................ 154

Person/ Persons ................................................................................................. 154

SECTION 5: 2020/2021 MEDIUM TERM REVENUE AND EXPENDITURE

FRAMEWORK (MTREF) AND THE FINANCIAL PLAN ......................................... 158

2020/21 FINANCIAL PLAN ................................................................................... 162

1. INTRODUCTION ....................................................................................... 162

2. BACKGROUND .............................................................................................. 162

3. THE PURPOSE OF THE FINANCIAL PLAN .................................................. 163

4. KEY FOCUS AREAS OF THE FINANCIAL PLAN ............................................. 163

4.1 TRADE PAYABLES ...................................................................................... 163

4.2 REVENUE .................................................................................................... 163

4.3 EXPENDITURE AND COST CONTAINMENT MEASURES ........................ 168

4.4 DEBT COLLECTION STRATEGY (N/A) ....................................................... 172

4.5 INDIGENTS (N/A) ......................................................................................... 172

4.5 DATA CLEANSING (N/A) ............................................................................. 173

4.6 REPAIRS AND MAINTENANCE OF INFRASTRUCTURE ASSETS (N/A) .. 173

4.7 CASH FLOW MANAGEMENT-SEE ANNEXURE A .................................. 173

4.8 COST REFLECTIVE TARIFFS (N/A) ........................................................... 174

CASHFLOW PROJECTIONS ............................................................................ 175

SECTION 6: SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN ... 176

ORGANISATIONAL STRUCTURE........................................................................ 193

OFFICE OF THE EXECUTIVE MAYOR ............................................................. 193

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OFFICE OF THE SPEAKER .............................................................................. 194

OFFICE OF THE SINGLE WHIP ........................................................................ 195

OFFICE OF THE MUNICIPAL MANAGER ......................................................... 196

CORPORATE SUPPORT SERVICES ................................................................ 199

DEPARTMENT OF ECONOMIC DEVELOPMENT, TOURISM, AGRIC & RURAL

DEVELOPMENT .................................................................................................... 202

BUDGET & TREASURY ..................................................................................... 203

DEPARTMENT OF HEALTH AND ENVIROMENTAL SERVICES (A) ................... 204

DEPARTMENT OF MUNICIPAL HEALTH & ENVIROMENTAL SERVICES (B) .... 205

SECTION 7: INTEGRATION AND OPERATIONAL STRATEGIES ...................... 212

BOJANALA PLATINUM DISTRICT MUNICIPALITY DISASTER MANAGEMENT

FRAMEWORK ....................................................................................................... 212

BOJANALA PLATINUM DISTRICT MUNICIPALITY DISASTER RISK

MANAGEMENT PLAN .......................................................................................... 212

LOCAL ECONOMIC DEVELOPMENT STRATEGY .............................................. 214

TOURISM ........................................................................................................... 214

AGRICULTURE.................................................................................................. 214

TOURISM DEVELOPMENT STRATEGY .............................................................. 215

PMS FRAMEWORK .............................................................................................. 215

AIR QUALITY MANAGEMENT PLAN ................................................................... 216

ENVIRONMENTAL MANAGEMENT FRAMEWORK ............................................ 216

INTEGRATED WASTE MANAGEMENT PLAN .................................................... 217

INTERNAL AUDIT PLAN ...................................................................................... 217

FRAUD POLICY AND RESPONSE PLAN ............................................................ 217

WORKPLACE SKILLS DEVELOPMENT PLAN ................................................... 218

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SECTION 1

INTRODUCTION

According Section 152 and 153 of the Constitution of the Republic of South, local

government is responsible for the development process in a given municipal

area, and responsible for planning and development of the specific area. The

constitutional mandate is to align management, budgeting and planning functions

to its objectives and gives a clear indication of the intended purposes of municipal

integrated development planning.

The Bojanala Platinum District Municipality acknowledges its constitutional

responsibility and understands the importance that strong political leadership;

sound administration and financial management plays in the effective functioning

of a municipality and has therefore reconfirmed its Vision, Mission and Mandate,

which are:

PURPOSE OF THE IDP

The purpose of integrated development planning is a faster and more appropriate

delivery of services and providing a framework for economic and social development

in a municipality. The integrated development planning is aimed at contributing

towards eradicating the development legacy of the past, making the notion of

developmental local governmental work and fostering co-operative governance

The IDP must be reviewed annually and is the municipal strategic planning instrument

that guides and informs all planning, budgeting, management and decision making in

a municipality. It is a tool for bridging the gap between the current reality and the vision

of satisfying the needs of the whole district community in an equitable and sustainable

manner. The integrated development planning will enable the Bojanala Platinum

District Municipality to develop Service Delivery and Budget Implementation Plan

(SDBIP) capacity to mobilise resources and to target activities

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FOREWORD BY THE EXECUTIVE MAYOR

It is with great pleasure as the Executive Mayor of Bojanala Platinum

District Municipality to present to the Council, communities and various

stakeholders of the Municipality, the Draft IDP Review for the 2020/21

Financial Year.

The Integrated Development Plan (IDP) is presenting the strategic

blueprint for Bojanala Platinum District Municipality that communicates

to the community of Bojanala Platinum service delivery priorities within

its jurisdiction.

The drafting of the IDP requires a lengthy planning process, and involves

a wide range of role players from inside and outside the municipality.

The process therefore needs to be properly organized and prepared.

As a result, municipalities are required to prepare an Operational Plan

(commonly known as a Process Plan) which indicate what needs to

happen, by when, whom and where and includes the costs estimates for

facilitating the process.

It is very important for municipalities to adhere to this plan in order to

fulfil the legal requirements of Section 28 of the Local Government

Municipal Systems Act of 2000. The processes to be followed in

preparing our IDP`s are as well guided by White Paper on Local

Government promulgated in 1998.

The plan takes cognizance of the successes and challenges of the entire

district and outlines projects designed to circumvent the identified

service delivery challenges. It also gives an overall framework for

development and focuses on economic and social development of the

district as a whole.

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This Reviewed IDP document is a result of yet another extensive

consultative process undertaken by our local municipalities within the

district. It is an expression of the general interest of our people and a

mirror that reflects the holistic approach to this process.

We are striving to keep the promise we took when we assumed our

responsibilities, that’s the promise of improving lives of our communities.

When reflecting back to the previous financial year, I look back with

a bit of disappointment. Our planned goals, through various KPIs

were not achieved, long and short terms. This is because the

municipality went through a serious financial challenges. As a result,

we were unable to keep the fire burning as expected.

I can report that during the second half of the year in the 2019/2020

financial year, there was an amount of R134m which was erroneously

transferred into the Bojanala Platinum District Municipality bank

account. We later learned that the money was meant to be going to

the Rustenburg Local Municipality. About R84m of the money was,

therefore used, and R50m was redirected to the Rustenburg Local

Municipality. I also note that these transactions were not brought to

the attention of the municipal council.

Proper arrangements in consultation with the Department of Local

Government and Traditional Affairs involving also the Provincial

Treasury to repay all the money that was transferred in our bank

account.

Upon receiving our first tranche of our equitable shares during the

first quarter of the current financial year, the remaining balance was

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paid back to the Provincial Department of Local Government and

Traditional Affairs.

The municipality is currently recovering financially following the

Council’s resolution to place the Municipal Manager and the CFO on

suspension and request the Provincial Government to second

Municipal Manager and CFO on an acting capacity. Repayment of

the money that was erroneously transferred has negatively affected

the financial status of the municipality which has led to the special

adjustment of the budget the 2019/2020 financial year. Financial

recovery plan developed is geared towards ensuring that the

municipality becomes financially stable/ viable.

I am proud to announce that there are plans currently in place to

ensure that there will be no repeat of the same situation in future.

The current 2020/21 draft reviewed IDP and MTREF will still not

enable the Municipality to execute its legislated mandate.

At times I take a pause and reflect, there are a few lessons learnt from

our previous financial challenges and one of those is that it is essential

that spending pressure be controlled, without this measure, municipal

finances are at risk.

I applaud the work currently done by the Acting Municipal Manager and

the Acting CFO in putting systems to protect the municipal budget with

proper financial control.

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I am confident, though, that we will be able to manage these pressures.

We need to improve the efficiency of our spending to ensure continued

service delivery to the people of Bojanala Platinum District Municipality.

In conclusion, I convey my sincere appreciation to the Municipal Council,

members of the Budget Steering Committee, Finance and IDP Porfolio

Committees, the Acting Municipal Manager, Acting CFO and all other staff

members who were very instrumental in ensuring that this Draft IDP

Review is finalized.

Ke a leboga Bagaetsho . . .

CLLR FETSANG MOLOSIWA

EXECUTIVE MAYOR

BPDM

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OVERVIEW BY THE MUNICIPAL MANAGER

Bojanala Platinum District Municipality (BPDM) is a category C municipality

constituted by the following local municipalities (Category B):

Kgetleng Rivier LM – low capacity LM;

Moretele LM – low capacity LM;

Moses Kotane LM – medium capacity LM;

Madibeng LM – High capacity LM; and

Rustenburg LM – high capacity LM.

In terms of the assigned powers and functions, BPDM does not provide basic services

but coordinate & support in line with section 88(2) the Municipal Structures Act 117 of

1998 to its local municipalities. Within its scope of powers and functions, BPDM

provides disaster management and firefighting services.

The Drafting of the 4th Generation Integrated Development Plan (2017/22 IDP) was

initiated through the adoption of IDP Framework/Process Plan which served as

blueprint for the development of the Integrated Development Plan. The Integrated

Development Plan is deliberately called the principal strategy since all the resources

should be used to implement it successfully.

BPDM is a district that experiences a huge inward migration making the

developmental issues extremely complex. This demanded that various stakeholders

should not only identify challenges but also make concerted efforts to deal with them.

MS. DESIREE TLHOAELE

ACTING MUNICIPAL MANAGER

SECTION 2: EXECUTIVE SUMMARY

The 2020/21 Reviewed IDP is a result of extensive consultation with the various role

players as demonstrated by the developmental priorities that each municipality put

forward. A situation analysis is made of where the municipalities are at present and

where they want to be in future.

The Infra-structure and services delivery, socio-economic, spatial development and

economic framework are respectively outlined. The way forward is subsequently

concretized by a strategic long term vision and secondly, by the detail in which these

strategic objectives will be achieved.

The district municipality derives the following mandate from Section 152 of the

Constitution of South Africa, Act 108 of 1996,

To promote democratic and accountable local government;

To ensure the provision of services to communities in a sustainable manner/;

To promote social and economic development;

To promote a safe and healthy environment; and

To encourage the involvement of communities and community organizations in

the matters of local government

VISION

The IDP is guided by Municipal vision which states that “Bojanala Platinum District

Municipality, a model of cooperative governance for effective and efficient service

delivery in partnership with local municipalities and all stakeholders”.

MISSION

In order to achieve the vision, the district municipality has to adhere to its Mission

Statement and the elucidation of the strategic IDP Objectives through shared services,

will coordinate, facilitate and support local municipalities by equitable sharing of

resources and maximising community benefit of natural resources in a safe and

healthy environment.

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The BPDM 2020/21 Reviewed Integrated Development Plan seeks to provide an over-

arching strategic framework for the municipality for the next Financial Year.

This document details several areas that are important for any member of the public

or interested party to have a fuller understanding what is planned over four quarters

of a financial year. It will also be the basis upon which macro targets for service

delivery in the district, taking into account the allocated powers and functions, will be

shaped.

The IDP is developed in line with section 25 of the Local Government: Municipal

Systems Act, 2000 (Act 32 of 2000), which requires each newly elected municipal

council, to adopt a single, inclusive and strategic plan (Integrated Development Plan

or IDP) for the development of the municipality which links, integrates and coordinates

plans and takes into account proposals for the development of the municipality and

which aligns the resources and capacity of the municipality with the implementation of

the said plan. The newly elected council of Bojanala Platinum District Municipality

developed the 4th Generation IDP as the principal strategic planning instrument to

guide and inform all planning, budgeting, management and decision-making

processes in line with the Local Government Systems Act.

The 4th Generation IDP which was approved by Council in May 2017, was developed

in line with the IDP process plan which was approved late by council in November

2019. The IDP process plan seek to identify and coordinate key stakeholders in the

planning process in the district municipality and coordinate their contribution in the

development of the IDP.

In the original 4th Generation IDP, when approved, the following key features as per

section 26 of the Municipal Systems Act, 32 of 2000, were included:

i. an assessment of the existing level of development

ii. the council’s development priorities and objectives

iii. the council’s development strategies

iv. the spatial development framework – albeit, the review of the SDF in line with

the Spatial Planning & Land Use Management Act (SPLUMA);

v. the council’s operational strategies;

vi. the disaster management plan;

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vii. a financial plan, and

viii. the key performance indicators and performance targets.

The IDP document will be reviewed at the end of each financial year after the

assessment of the performance of the municipality and an analysis of the situation at

community level.

SECTION 3: SPATIAL RATIONALE

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SPATIAL DEVELOPMENT ELEMENTS WITHIN NORTH WEST

North West lies in the northern part of South Africa, north - east of the Northern Cape

Province, west of the Free State Province and Gauteng Province and south of Limpopo

Province. It borders Botswana in the east. The Geographical size of North West is

105703.4 km2.

REGIONAL AND INTRA-REGIONAL ACCESSIBILITY AND MOBILITY

North West has excellent regional and intraregional accessibility supported by a system of

regional and national linkages, providing different levels of mobility within the province.

Road links

The roads of regional importance supporting the development of transportation

development corridors. North West is linked to surrounding areas by a system of national

and provincial roads. The national and provincial roads systems within the North West

provide the following regional links supporting the development of transportation

development corridors:

The N4. Development nodes within along this route include Brits (Madibeng LM),

Rustenburg, Swartruggens (Kgetlengrivier LM ), Groot Marico and Zeerust (

Ramotshere Moloa LM)

The N12 route between Johannesburg and Kimberley (Treasure Corridor) including

the development nodes of Potchefstroom (JB Marks LM), Klerksdorp (Matlosana

LM), Wolmaranstad (Maquassi Hills LM) and Christiana (Lekwa Teemane LM).

The N14 route linking Gauteng with Kuruman ( Northern Cape) including the

development nodes of Ventersdorp, Delareyville (Tswaing LM) and Vryburg ( Naledi

LM)

The N18 linking Gaborone (Botswana ) with Mahikeng, Setlagole (Ratlou LM) ,

Vryburg

(Naledi LM), Taung (Greater Taung) and Christiana and Kimberley (N17)

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Railway Systems

The railway system provides the following main links:

Johannesburg- Potchefstroom- Kleksdorp- Christiana – Kimberley( Cape Town)

Johannesburg - Koster - Zeerust – Mahikeng- Setlagole- Vryburg- Taung- Kimberley

( Cape Town)

Johannesburg- Ventersdorp- Delareyville- Wolmaranstad- Taung – Kimberley

Tshwane – Brits – Rustenburg - Elliesrus

Mahikeng- Lobatse- Gaborone - Francistown- Bulawayo- Lusaka- Dar es salaam

Airports

Two major airports are provided:

Pilanesberg International Airport ( ACSA)

The Kgosi Montshioa Airport (Mahikeng Airport - North West Province Department

of Transport and Roads)

Other smaller airfields include:

Potchefstroom

Klerksdorp

Rustenburg

Lichtenburg

Zeerust

Vryburg

The main roads, railway system and airports provide the accessibility and mobility

necessary for regional economic development.

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Table 1: Map: Regional Setting

THE SPATIAL DEVELOPMENT PATTERN

The existing spatial pattern within North West provides for a spatial development system

providing for economic development concentrated in a system represented by:

Regional activity nodes within transportation corridors.

o The Platinum Development Corridor as the main regional development corridor

supported by the N4 route focusing on public and private investments initiatives

within the corridor. Within North West, the Platinum Development Corridor

accommodates:

the primary activity nodes of Brits and Rustenburg and associated industrial

and mining concentrations,

the secondary activity nodes of Hartbeespoort and Marikana

Zeerust as tertiary node

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The tertiary activity nodes of Swartruggens, Lehurutse, Groot Marico and

Swartruggens

o The N12 development corridor supporting the Johannesburg- Cape Town

transportation corridor with;

Potchefstroom and Klerksdorp as primary activity nodes

Stilfontein and Wolmaranstad as secondary nodes

Bloemhof and Christiana as tertiary nodes

o The concentration of North West’s economic development and population into the

main sub regional/regional development nodes of Madibeng, Rustenburg, Mahikeng

and Matlosana

Attracting sub regional trade, industry and services providing for the existing

population and adjoining rural areas

Providing economic growth, providing employment to the existing as well

future urban and rural hinterland population

A system of smaller activity nodes interconnected with each other and the regional

corridor and activity nodes by a system of roads providing economic and social

infrastructure for their respective populations and economies.

The development of poor rural communities, remote from economic activity nodes

which also form part of rural communities with economic, social and engineering

infrastructure to enable them to participate in the local and regional economies

A strong developed tourism sector as a result of the biodiversity provided by regional,

national, provincial and private protected and conservation areas.

Agriculture taking up the largest part of the province.

CLUSTERS OF POPULATION AND ECONOMIC CONCENTRATIONS

The distribution of population and economic activity indicate a definite pattern of categories

of local municipalities representing main concentrations, the rural communities, medium

sized population concentrations and small concentrations.

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MAIN CONCENTRATIONS OF ECONOMIC ACTIVITY AND POPULATION

(REGIONAL NODES)

The main concentrations of economic activity provide the regional activity centres, which

provide collectively the basis for the development of future development corridors and

already accommodate a strong urbanisation trend. Approximately 63% of the total

economic activity of North West is concentrated into the 4 local economies of Madibeng,

Rustenburg, Mahikeng and Matlosana Municipalities. These municipalities represent

approximately 50% of the North West population and 58% of the North West labour force.

All the main concentrations experienced very low or declining economic growth rates. The

population growth rates within these concentrations are exceeding the population growth

rates by far especially in Madibeng (2.4%) and Rustenburg (3.1%).

Should slow economic growth rates prevail, it can be expected that it will assist in lower

incomes and GVA’s per capita and higher unemployment. High employment growth rates

are however necessary to ensure the eradication of poverty. The concentration of

economic activities into the 4 municipalities supported by the large accessible activity

nodes of Madibeng, Rustenburg, Mahikeng and Matlosana provides a strong basis for

further urbanisation and nuclei for attracting and distributing economic development.

DEMOGRAPHIC PROFILE OF OUR DISTRICT

"Demographics", or "population characteristics", includes analysis of the population of a

region. Distributions of values within a demographic variable, and across households, as

well as trends over time are of interest.

In this section, an overview is provided of the demography of the Bojanala Platinum

District Municipality and all its neighbouring regions, the North-West Province and South

Africa as a whole.

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Total Population

Population statistics is important when analysing an economy, as the population growth

directly and indirectly impacts employment and unemployment, as well as other economic

indicators such as economic growth and per capita income.

TABLE 1. TOTAL POPULATION - BOJANALA PLATINUM, NORTH-WEST AND

NATIONAL TOTAL, 2006-2016 [NUMBERS PERCENTAGE]

Bojanala

Platinum North-West

National

Total

Bojanala

Platinum

as % of

province

Bojanala

Platinum

as % of

national

2006 1,320,000 3,220,000 47,800,000 41.1% 2.8%

2007 1,350,000 3,260,000 48,400,000 41.5% 2.8%

2008 1,390,000 3,310,000 49,100,000 41.9% 2.8%

2009 1,420,000 3,360,000 49,800,000 42.3% 2.9%

2010 1,460,000 3,430,000 50,700,000 42.7% 2.9%

2011 1,500,000 3,490,000 51,500,000 43.1% 2.9%

2012 1,540,000 3,550,000 52,400,000 43.4% 2.9%

2013 1,570,000 3,610,000 53,200,000 43.6% 3.0%

2014 1,610,000 3,670,000 54,100,000 43.8% 3.0%

2015 1,640,000 3,730,000 54,900,000 44.0% 3.0%

2016 1,670,000 3,790,000 55,700,000 44.1% 3.0%

Average Annual growth

2006-2016 2.37% 1.64% 1.54%

Source: IHS Markit Regional eXplorer version 1277

With 1.67 million people, the Bojanala Platinum District Municipality housed 3.0% of

South *Africa's total population in 2016. Between 2006 and 2016 the population growth

averaged 2.37% per annum which is close to double than the growth rate of South Africa

as a whole (1.54%). Compared to North-West's average annual growth rate (1.64%), the

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growth rate in Bojanala Platinum's population at 2.37% was slightly higher than that of

the province.

CHART 1. TOTAL POPULATION - BOJANALA PLATINUM AND THE REST OF

NORTH-WEST, 2016 [PERCENTAGE]

When compared to other regions, the Bojanala Platinum District Municipality accounts for

a total population of 1.67 million, or 44.1% of the total population in the North-West

Province, which is the most populous region in the North-West Province for 2016. The

ranking in terms of the size of Bojanala Platinum compared to the other regions remained

the same between 2006 and 2016. In terms of its share the Bojanala Platinum District

Municipality was significantly larger in 2016 (44.1%) compared to what it was in 2006

(41.1%).When looking at the average annual growth rate, it is noted that Bojanala

Platinum ranked highest (relative to its peers in terms of growth) with an average annual

growth rate of 2.4% between 2006 and 2016.

Bojanala Platinum

Ngaka Modiri Molema

Dr Ruth Segomotsi Mompati

Dr Kenneth Kaunda

Total population North-West Province, 2016


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TABLE 2. TOTAL POPULATION - LOCAL MUNICIPALITIES OF BOJANALA

PLATINUM DISTRICT MUNICIPALITY, 2006, 2011 AND 2016 [NUMBERS

PERCENTAGE]

2006 2011 2016

Average

Annual

growth

Moretele 185,000 187,000 194,000 0.45%

Madibeng 394,000 475,000 541,000 3.23%

Rustenburg 463,000 549,000 631,000 3.15%

Kgetlengrivier 42,400 51,000 58,300 3.23%

Moses Kotane 238,000 240,000 247,000 0.38%

Bojanala

Platinum 1,322,561 1,502,544 1,671,530 2.37%


The Kgetlengrivier Local Municipality increased the most, in terms of population, with an

average annual growth rate of 3.23%, the Local Municipality of Madibeng had the second

highest growth in terms of its population, with an average annual growth rate of 3.23%.

The Moses Kotane Local Municipality had the lowest average annual growth rate of

0.38% relative to the other within the Bojanala Platinum District Municipality.

Population projections

Based on the present age-gender structure and the present fertility, mortality and

migration rates, Bojanala Platinum's population is projected to grow at an average annual

rate of 1.5% from 1.67 million in 2016 to 1.8 million in 2021.

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TABLE 3. POPULATION PROJECTIONS - BOJANALA PLATINUM, NORTH-WEST

AND NATIONAL TOTAL, 2016-2021 [NUMBERS PERCENTAGE]

Bojanala

Platinum North-West

National

Total

Bojanala

Platinum

as % of

province

Bojanala

Platinum

as % of

national

2016 1,670,000 3,790,000 55,700,000 44.1% 3.0%

2017 1,700,000 3,850,000 56,500,000 44.2% 3.0%

2018 1,730,000 3,900,000 57,400,000 44.3% 3.0%

2019 1,750,000 3,960,000 58,100,000 44.4% 3.0%

2020 1,780,000 4,010,000 58,900,000 44.4% 3.0%

2021 1,800,000 4,060,000 59,600,000 44.4% 3.0%

Average Annual growth

2016-2021 1.52% 1.39% 1.37%


The population projection of Bojanala Platinum District Municipality shows an estimated

average annual growth rate of 1.5% between 2016 and 2021. The average annual growth

rate in the population over the forecasted period for North-West Province and South Africa

is 1.4% and 1.4% respectively and is lower than that the average annual growth in the

Bojanala Platinum District Municipality.

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CHART 2. POPULATION PYRAMID - BOJANALA PLATINUM DISTRICT

MUNICIPALITY, 2016 VS. 2021 [PERCENTAGE]

The population pyramid reflects a projected change in the structure of the population from

2016 and 2021. The differences can be explained as follows:

In 2016, there is a significantly larger share of young working age people between

20 and 34 (30.7%), compared to what is estimated in 2021 (27.9%). This age

category of young working age population will decrease over time.

The fertility rate in 2021 is estimated to be slightly higher compared to that

experienced in 2016.

The share of children between the ages of 0 to 14 years is projected to be slightly

smaller (25.6%) in 2021 when compared to 2016 (26.3%).

In 2016, the female population for the 20 to 34 years age group amounts to 14.3% of the

total female population while the male population group for the same age amounts to

16.4% of the total male population. In 2021, the male working age population at 14.9%

150,000 100,000 50,000 0 50,000 100,000

00-04

05-09

10-14

15-19

20-24

25-29

30-34

35-39

40-44

45-49

50-54

55-59

60-64

65-69

70-74

75+

Population structure Bojanala Platinum, 2016 vs. 2021

2016

2021

Male Female


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still exceeds that of the female population working age population at 12.9%, although both

are at a lower level compared to 2016.

Population by population group, Gender and Age

The total population of a region is the total number of people within that region measured

in the middle of the year. Total population can be categorised according to the population

group, as well as the sub-categories of age and gender. The population groups include

African, White, Coloured and Asian, where the Asian group includes all people originating

from Asia, India and China. The age subcategory divides the population into 5-year

cohorts, e.g. 0-4, 5-9, 10-13, etc.

TABLE 4. POPULATION BY GENDER - BOJANALA PLATINUM AND THE REST OF

NORTH-WEST PROVINCE, 2016 [NUMBER].

Male Female Total

Bojanala Platinum 877,000 794,000 1,670,000

Ngaka Modiri

Molema 431,000 454,000 886,000

Dr Ruth Segomotsi

Mompati 233,000 251,000 485,000

Dr Kenneth Kaunda 365,000 381,000 746,000

North-West 1,910,000 1,880,000 3,790,000


Bojanala Platinum District Municipality's male/female split in population was 110.4 males

per 100 females in 2016. The Bojanala Platinum District Municipality has significantly

more males (52.47%) relative to South Africa (48.93%), and what is typically seen in a

stable population. This is usually because of physical labour intensive industries such as

mining. In total there were 794 000 (47.53%) females and 877 000 (52.47%) males. This

distribution holds for North-West as a whole where the female population counted

1.88 million which constitutes 49.65% of the total population of 3.79 million.

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TABLE 5. POPULATION BY POPULATION GROUP, GENDER AND AGE -

BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 [NUMBER].

African White Coloured Asian

Female Male Female Male Female Male Female Male

00-04 82,900 83,000 3,900 4,170 622 730 369 387

05-09 70,300 69,600 3,940 4,250 563 529 324 385

10-14 53,400 53,000 3,100 3,330 391 394 279 237

15-19 54,600 54,500 3,090 3,500 432 452 184 211

20-24 67,900 71,600 2,950 3,420 526 564 234 263

25-29 82,100 93,200 4,460 4,800 531 615 388 463

30-34 75,100 93,100 4,210 4,860 608 724 540 638

35-39 58,600 72,100 4,160 4,370 497 563 525 882

40-44 41,000 48,100 4,100 4,440 410 459 512 658

45-49 29,600 39,900 4,170 4,340 316 433 422 415

50-54 27,700 36,100 3,950 4,060 236 285 266 314

55-59 24,300 32,500 3,640 3,950 228 234 189 191

60-64 20,000 23,100 2,890 3,120 171 148 291 145

65-69 14,600 15,700 2,430 2,440 141 164 319 123

70-74 11,800 10,700 1,850 1,620 100 64 252 116

75+ 13,800 10,600 2,720 1,820 100 79 219 123

Total 728,000 807,000 55,600 58,500 5,870 6,440 5,310 5,550


In 2016, the Bojanala Platinum District Municipality's population consisted of 91.79%

African (1.53 million), 6.82% White (114 000), 0.74% Coloured (12 300) and 0.65% Asian

(10 900) people.

The largest share of population is within the young working age (25-44 years) age

category with a total number of 608 000 or 36.4% of the total population. The age category

with the second largest number of people is the babies and kids (0-14 years) age category

with a total share of 26.3%, followed by the older working age (45-64 years) age category

with 268 000 people. The age category with the least number of people is the retired / old

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age (65 years and older) age category with only 91 900 people, as reflected in the

population pyramids below.

Population Pyramids

Definition: A population pyramid is a graphic representation of the population categorised

by gender and age, for a specific year and region. The horizontal axis depicts

the share of people, where the male population is charted on the left-hand side

and the female population on the right-hand side of the vertical axis. The

vertical axis is divided in 5-year age categories.

With the African population group representing 91.8% of the Bojanala Platinum District

Municipality's total population, the overall population pyramid for the region will mostly

reflect that of the African population group. The chart below compares Bojanala

Platinum's population structure of 2016 to that of South Africa.

CHART 3. POPULATION PYRAMID - BOJANALA PLATINUM DISTRICT

MUNICIPALITY VS. SOUTH AFRICA, 2016 [PERCENTAGE]

8.0% 6.0% 4.0% 2.0% 0.0% 2.0% 4.0% 6.0%

00-04

05-09

10-14

15-19

20-24

25-29

30-34

35-39

40-44

45-49

50-54

55-59

60-64

65-69

70-74

75+

Population structure Bojanala Platinum vs. South Africa, 2016

Bojanala Platinum

South Africa

Male Female


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By comparing the population pyramid of the Bojanala Platinum District Municipality with

the national age structure, the most significant differences are:

There is a significantly larger share of young working age people - aged 20 to 34

(30.7%) - in Bojanala Platinum, compared to the national picture (28.6%).

The area appears to be a migrant receiving area, with many of people migrating

into Bojanala Platinum, either from abroad, or from the more rural areas in the

country looking for better opportunities.

Fertility in Bojanala Platinum is slightly higher compared to South Africa as a

whole.

Spatial policies changed since 1994.

The share of children between the ages of 0 to 14 years is significant smaller

(26.3%) in Bojanala Platinum compared to South Africa (29.2%). Demand for

expenditure on schooling as percentage of total budget within Bojanala Platinum

District Municipality will therefore be lower than that of South Africa.

OVERALL ECONOMIC OUTLOOK OF THE DISTRICT

The economic state of Bojanala Platinum District Municipality is put in perspective by

comparing it on a spatial level with its neighbouring district municipalities, North-West

Province and South Africa. The section will also allude to the economic composition and

contribution of the regions within Bojanala Platinum District Municipality.

The Bojanala Platinum District Municipality does not function in isolation from North-West,

South Africa and the world and now, more than ever, it is crucial to have reliable

information on its economy for effective planning. Information is needed that will empower

the municipality to plan and implement policies that will encourage the social development

and economic growth of the people and industries in the municipality respectively.

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Gross Domestic Product by Region (GDP-R)

The Gross Domestic Product (GDP), an important indicator of economic performance, is

used to compare economies and economic states.

Definition: Gross Domestic Product by Region (GDP-R) represents the value of all goods

and services produced within a region, over a period of one year, plus taxes

and minus subsidies.

GDP-R can be measured using either current or constant prices, where the current prices

measures the economy in actual Rand, and constant prices measures the economy by

removing the effect of inflation, and therefore captures the real growth in volumes, as if

prices were fixed in a given base year.

TABLE 6. GROSS DOMESTIC PRODUCT (GDP) - BOJANALA PLATINUM, NORTH-

WEST AND NATIONAL TOTAL, 2006-2016 [R BILLIONS, CURRENT PRICES]

Bojanala

Platinum North-West

National

Total

Bojanala

Platinum as

% of

province

Bojanala

Platinum as

% of

national

2006 51.9 105.0 1,839.4 49.4% 2.8%

2007 60.8 120.7 2,109.5 50.4% 2.9%

2008 72.0 138.9 2,369.1 51.9% 3.0%

2009 77.5 147.9 2,507.7 52.4% 3.1%

2010 87.6 164.5 2,748.0 53.2% 3.2%

2011 98.4 185.8 3,023.7 52.9% 3.3%

2012 97.4 191.0 3,253.9 51.0% 3.0%

2013 117.6 222.2 3,539.8 52.9% 3.3%

2014 119.4 227.3 3,807.7 52.5% 3.1%

2015 127.3 243.2 4,049.8 52.4% 3.1%

2016 137.5 263.7 4,345.8 52.1% 3.2%


With a GDP of R 137 billion in 2016 (up from R 51.9 billion in 2006), the Bojanala Platinum

District Municipality contributed 52.14% to the North-West Province GDP of R 264 billion

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in 2016 increasing in the share of the North-West from 49.43% in 2006. The Bojanala

Platinum District Municipality contributes 3.16% to the GDP of South Africa which had a

total GDP of R 4.35 trillion in 2016 (as measured in nominal or current prices).It's

contribution to the national economy stayed similar in importance from 2006 when it

contributed 2.82% to South Africa, but it is lower than the peak of 3.32% in 2013.


WEST AND NATIONAL TOTAL, 2006-2016 [ANNUAL PERCENTAGE

CHANGE, CONSTANT 2010 PRICES]

Bojanala

Platinum North-West National Total

2006 1.9% 4.6% 5.3%

2007 4.9% 4.4% 5.4%

2008 0.6% 2.2% 3.2%

2009 0.3% -2.3% -1.5%

2010 7.0% 3.9% 3.0%

2011 2.3% 3.0% 3.3%

2012 -1.5% -1.2% 2.2%

2013 4.0% 3.2% 2.5%

2014 -5.6% -3.5% 1.7%

2015 9.7% 5.1% 1.3%

2016 -3.5% -2.1% 0.3%

Average Annual

growth

2006-2016+

1.72% 1.21% 2.12%


In 2016, the Bojanala Platinum District Municipality achieved an annual growth rate of -

3.49% which is a significant lower GDP growth than the North-West Province's -2.10%,

and is lower than that of South Africa, where the 2016 GDP growth rate was 0.28%.

Contrary to the short-term growth rate of 2016, the longer-term average growth rate for

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Bojanala Platinum (1.72%) is slightly lower than that of South Africa (2.12%). The

economic growth in Bojanala Platinum peaked in 2015 at 9.74%.

CHART 4. GROSS DOMESTIC PRODUCT (GDP) - BOJANALA PLATINUM

DISTRICT MUNICIPALITY AND THE REST OF NORTH-WEST, 2016

[PERCENTAGE]

The Bojanala Platinum District Municipality had a total GDP of R 137 billion and in terms

of total contribution towards North-West Province the Bojanala Platinum District

Municipality ranked highest relative to all the regional economies to total North-West

Province GDP. This ranking in terms of size compared to other regions of Bojanala

Platinum remained the same since 2006. In terms of its share, it was in 2016 (52.1%)

significantly larger compared to what it was in 2006 (49.4%). For the period 2006 to 2016,

the average annual growth rate of 1.7% of Bojanala Platinum was the third relative to its

peers in terms of growth in constant 2010 prices.

Bojanala Platinum

Ngaka Modiri Molema

Dr Ruth Segomotsi Mompati

Dr Kenneth Kaunda

Gross Domestic Product (GDP) North-West Province, 2016


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TABLE 8. GROSS DOMESTIC PRODUCT (GDP) - LOCAL MUNICIPALITIES OF

BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2006 TO 2016, SHARE

AND GROWTH

2016

(Current

prices)

Share of

district

municipality

2006

(Constant

prices)

2016

(Constant

prices)

Average

Annual

growth

Moretele 8.74 6.36% 4.73 5.71 1.89%

Madibeng 53.32 38.78% 22.07 36.47 5.15%

Rustenburg 55.39 40.29% 37.82 36.53 -0.35%

Kgetlengrivier 4.86 3.54% 3.26 3.21 -0.15%

Moses Kotane 15.16 11.03% 9.64 10.01 0.38%

Bojanala

Platinum 137.47 77.52 91.93


Madibeng had the highest average annual economic growth, averaging 5.15% between

2006 and 2016, when compared to the rest of the regions within the Bojanala Platinum

District Municipality. The Moretele Local Municipality had the second highest average

annual growth rate of 1.89%. Rustenburg Local Municipality had the lowest average

annual growth rate of -0.35% between 2006 and 2016.

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CHART 5. GDP CONTRIBUTION - LOCAL MUNICIPALITIES OF BOJANALA

PLATINUM DISTRICT MUNICIPALITY, 2016 [CURRENT PRICES,

PERCENTAGE]

The greatest contributor to the Bojanala Platinum District Municipality economy is the

Rustenburg Local Municipality with a share of 40.29% or R 55.4 billion, increasing from

R 24.5 billion in 2006. The economy with the lowest contribution is the Kgetlengrivier

Local Municipality with R 4.86 billion growing from R 2.11 billion in 2006.

Economic Growth Forecast

It is expected that Bojanala Platinum District Municipality will grow at an average annual

rate of 1.76% from 2016 to 2021. The average annual growth rate of North-West Province

and South Africa is expected to grow at 1.41% and 1.32% respectively.

Moretele

Madibeng

Rustenburg

Kgetlengrivier

Moses Kotane

Gross Domestic Product (GDP) Bojanala Platinum District Municipality, 2016


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WEST AND NATIONAL TOTAL, 2006-2021 [AVERAGE ANNUAL GROWTH

RATE, CONSTANT 2010 PRICES]

In 2021, Bojanala Platinum's forecasted GDP will be an estimated R 100 billion (constant

2010 prices) or 54.4% of the total GDP of North-West Province. The ranking in terms of

size of the Bojanala Platinum District Municipality will remain the same between 2016 and

2021, with a contribution to the North-West Province GDP of 54.4% in 2021 compared to

the 53.5% in 2016. At a 1.76% average annual GDP growth rate between 2016 and 2021,

Bojanala Platinum ranked the highest compared to the other regional economies.

-8%

-6%

-4%

-2%

0%

2%

4%

6%

8%

10%

12%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Gross Domestic Product (GDP) Bojanala Platinum, North-West and National Total, 2006-2021

Bojanala Platinum North-West National Total


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TABLE 10. GROSS DOMESTIC PRODUCT (GDP) - LOCAL MUNICIPALITIES OF

BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 TO 2021, SHARE

AND GROWTH

2021

(Current

prices)

Share of

district

municipality

2016

(Constant

prices)

2021

(Constant

prices)

Average

Annual

growth

Moretele 9.20 9.18% 5.71 6.00 1.00%

Madibeng 57.60 57.43% 36.47 39.62 1.67%

Rustenburg 60.82 60.63% 36.53 40.34 2.01%

Kgetlengrivier 5.31 5.30% 3.21 3.54 1.95%

Moses Kotane 16.38 16.33% 10.01 10.80 1.53%

Bojanala

Platinum 149.31 91.93 100.30


When looking at the regions within the Bojanala Platinum District Municipality it is

expected that from 2016 to 2021 the Rustenburg Local Municipality will achieve the

highest average annual growth rate of 2.01%. The region that is expected to achieve the

second highest average annual growth rate is that of Kgetlengrivier Local Municipality,

averaging 1.95% between 2016 and 2021. On the other hand the region that performed

the poorest relative to the other regions within Bojanala Platinum District Municipality was

the Moretele Local Municipality with an average annual growth rate of 1.00%.

Gross Value Added by Region (GVA-R)

The Bojanala Platinum District Municipality's economy is made up of various industries.

The GVA-R variable provides a sector breakdown, where each sector is measured in

terms of its value added produced in the local economy.

Definition: Gross Value Added (GVA) is a measure of output (total production) of a region

in terms of the value that was created within that region. GVA can be broken

down into various production sectors.

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The summary table below puts the Gross Value Added (GVA) of all the regions in

perspective to that of the Bojanala Platinum District Municipality.

TABLE 11. GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR -

BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 [R BILLIONS,

CURRENT PRICES]

Bojanala

Platinum North-West

National

Total

Bojanala

Platinum

as % of

province

Bojanala

Platinum

as % of

national

Agriculture 1.3 6.2 94.4 21.2% 1.40%

Mining 63.5 77.3 306.2 82.2% 20.75%

Manufacturing 7.1 12.6 517.4 56.0% 1.37%

Electricity 3.1 8.0 144.1 39.1% 2.17%

Construction 2.5 6.3 154.3 38.8% 1.59%

Trade 11.9 28.0 589.7 42.5% 2.02%

Transport 6.2 15.2 389.2 40.5% 1.58%

Finance 12.9 30.6 781.7 42.2% 1.65%

Community

services 15.8 49.2 901.1 32.1% 1.75%

Total

Industries 124.3 233.5 3,878.2 53.2% 3.21%


In 2016, the mining sector is the largest within Bojanala Platinum District Municipality

accounting for R 63.5 billion or 51.1% of the total GVA in the district municipality's

economy. The sector that contributes the second most to the GVA of the Bojanala

Platinum District Municipality is the community services sector at 12.7%, followed by the

finance sector with 10.4%. The sector that contributes the least to the economy of

Bojanala Platinum District Municipality is the agriculture sector with a contribution of

R 1.32 billion or 1.06% of the total GVA.

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CHART 6. GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR -

BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 [PERCENTAGE

COMPOSITION]

The community sector, which includes the government services, is generally a large

contributor towards GVA in smaller and more rural local municipalities. When looking at

the regions within the district municipality, the Local Municipality of Madibeng made the

largest contribution to the community services sector at 53.35% of the district municipality.

As a whole, the Local Municipality of Madibeng contributed R 46.5 billion or 37.41% to

the GVA of the Bojanala Platinum District Municipality. The region within Bojanala

Platinum District Municipality that contributes the most to the GVA of the district

municipality was the Local Municipality of Madibeng with a total of R 46.5 billion or

37.41%.

Agriculture

Mining

Manufacturing

Electricity

Construction

Trade

Transport

Finance

Community services

Gross Value Added (GVA) by broad economic sector Bojanala Platinum District Municipality, 2016


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CHART 7. GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR -

LOCAL MUNICIPALITIES OF BOJANALA PLATINUM DISTRICT

MUNICIPALITY, 2016 [PERCENTAGE COMPOSITION]

Historical Economic Growth

For the period 2016 and 2006, the GVA in the construction sector had the highest average

annual growth rate in Bojanala Platinum at 4.94%. The industry with the second highest

average annual growth rate is the community services sector averaging at 4.39% per

year. The electricity sector had an average annual growth rate of 0.75%, while the mining

sector had the lowest average annual growth of 0.58%. Overall a negative growth existed

for all the industries in 2016 with an annual growth rate of -3.37% since 2015.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Moretele Madibeng Rustenburg Kgetlengrivier Moses Kotane

Gross Value Added (GVA) by broad economic sector Bojanala Platinum District Municipality, 2016

Community services

Finance

Transport

Trade

Construction

Electricity

Manufacturing

Mining

Agriculture


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TABLE 12. GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR -

BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2006, 2011 AND 2016 [R

BILLIONS, 2010 CONSTANT PRICES]

2006 2011 2016 Average

Annual growth

Agriculture 0.60 0.84 0.69 1.40%

Mining 40.61 44.35 43.03 0.58%

Manufacturing 4.26 5.20 5.43 2.46%

Electricity 1.19 1.43 1.29 0.75%

Construction 1.13 1.61 1.83 4.94%

Trade 6.18 7.33 8.22 2.91%

Transport 2.64 3.29 3.63 3.24%

Finance 7.06 8.62 9.33 2.83%

Community services 7.47 9.90 11.48 4.39%

Total Industries 71.14 82.57 84.94 1.79%


The primary sector contributes the most to the Gross Value Added within the Bojanala

Platinum District Municipality at 52.2%. This is significantly higher than the national

economy (10.3%). The tertiary sector contributed a total of 37.6% (ranking second), while

the secondary sector contributed the least at 10.2%.

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CHART 8. GROSS VALUE ADDED (GVA) BY AGGREGATE ECONOMIC SECTOR -

BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 [PERCENTAGE]

The following is a breakdown of the Gross Value Added (GVA) by aggregated sector:

Primary Sector

The primary sector consists of two broad economic sectors namely the mining and the

agricultural sector. The following chart represents the average growth rate in the GVA for

both of these sectors in Bojanala Platinum District Municipality from 2006 to 2016.

Primary sector

Secondary sectorTertiary sector

Gross Value Added (GVA) by aggregate sector Bojanala Platinum District Municipality, 2016


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CHART 9. GROSS VALUE ADDED (GVA) BY PRIMARY SECTOR - BOJANALA

PLATINUM, 2006-2016 [ANNUAL PERCENTAGE CHANGE]

Between 2006 and 2016, the agriculture sector experienced the highest positive growth

in 2008 with an average growth rate of 21.0%. The mining sector reached its highest point

of growth of 20.6% in 2015. The agricultural sector experienced the lowest growth for the

period during 2006 at -18.4%, while the mining sector reaching its lowest point of growth

in 2014 at -12.6%. Both the agriculture and mining sectors are generally characterised by

volatility in growth over the period.

Secondary Sector

The secondary sector consists of three broad economic sectors namely the

manufacturing, electricity and the construction sector. The following chart represents the

average growth rates in the GVA for these sectors in Bojanala Platinum District

Municipality from 2006 to 2016.

-25%

-20%

-15%

-10%

-5%

0%

5%

10%

15%

20%

25%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Gross value added (GVA) by primary sector Bojanala Platinum, 2006-2016

Agriculture Mining


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CHART 10. GROSS VALUE ADDED (GVA) BY SECONDARY SECTOR - BOJANALA

PLATINUM, 2006-2016 [ANNUAL PERCENTAGE CHANGE]

Between 2006 and 2016, the manufacturing sector experienced the highest positive

growth in 2007 with a growth rate of 10.7%. It is evident for the construction sector that

the highest positive growth rate also existed in 2007 and it experienced a growth rate of

21.5% which is higher than that of the manufacturing sector. The manufacturing sector

experienced its lowest growth in 2010 of -2.4%, while construction sector reached its

lowest point of growth in 2010 as with -2.0% growth rate. The electricity sector

experienced the highest growth in 2007 at 6.4%, while it recorded the lowest growth of -

3.5% in 2016.

Tertiary Sector

The tertiary sector consists of four broad economic sectors namely the trade, transport,

finance and the community services sector. The following chart represents the average

-5%

0%

5%

10%

15%

20%

25%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Gross value added (GVA) by secondary sector Bojanala Platinum, 2006-2016

Manufacturing Electricity Construction


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growth rates in the GVA for these sectors in Bojanala Platinum District Municipality from

2006 to 2016.

Household Infrastructure

Drawing on the household infrastructure data of a region is of essential value in economic

planning and social development. Assessing household infrastructure involves the

measurement of four indicators:

Access to dwelling units

Access to proper sanitation

Access to running water

Access to refuse removal

Access to electricity

A household is considered "serviced" if it has access to all four of these basic services. If

not, the household is considered to be part of the backlog. The way access to a given

service is defined (and how to accurately measure that specific Definition over time) gives

rise to some distinct problems. IHS has therefore developed a unique model to capture

the number of households and their level of access to the four basic services.

A household is defined as a group of persons who live together and provide themselves

jointly with food and/or other essentials for living, or a single person who lives alone.

The next few sections offer an overview of the household infrastructure of the Bojanala

Platinum District Municipality between 2016 and 2006.

Household by Dwelling Type

Using the StatsSA definition of a household and a dwelling unit, households can be

categorised according to type of dwelling. The categories are:

Very formal dwellings - structures built according to approved plans, e.g. houses

on a separate stand, flats or apartments, townhouses, rooms in backyards that

also have running water and flush toilets within the dwelling. .

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Formal dwellings - structures built according to approved plans, i.e. house on a

separate stand, flat or apartment, townhouse, room in backyard, rooms or flatlet

elsewhere etc., but without running water or without a flush toilet within the

dwelling.

Informal dwellings - shacks or shanties in informal settlements, serviced stands,

or proclaimed townships, as well as shacks in the backyards of other dwelling

types.

Traditional dwellings - structures made of clay, mud, reeds, or other locally

available material.

Other dwelling units - tents, ships, caravans, etc.

CHART 11. HOUSEHOLDS BY DWELLING UNIT TYPE - BOJANALA PLATINUM,

NORTH-WEST AND NATIONAL TOTAL, 2016 [PERCENTAGE]

Bojanala Platinum District Municipality had a total number of 106 000 (19.24% of total

households) very formal dwelling units, a total of 275 000 (50.05% of total households)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Households by dwelling unit type Bojanala Platinum, North-West and National Total, 2016

Other dwelling type

Traditional

Informal

Formal

Very Formal


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formal dwelling units and a total number of 162 000 (29.45% of total households) informal

dwelling units.

TABLE 13. HOUSEHOLDS BY DWELLING UNIT TYPE - MORETELE, MADIBENG,

RUSTENBURG, KGETLENGRIVIER AND MOSES KOTANE LOCAL

MUNICIPALITIES, 2016 [NUMBER]

Very

Formal Formal Informal Traditional

Other

dwelling

type

Total

Moretele 745 44,700 7,140 659 108 53,300

Madibeng 28,700 81,200 68,700 855 912 180,000

Rustenburg 65,200 86,900 68,800 795 2,020 224,000

Kgetlengrivier 4,760 7,010 4,940 51 141 16,900

Moses Kotane 6,350 55,500 12,400 868 503 75,600

Total

Bojanala

Platinum

105,799 275,207 161,964 3,229 3,685 549,883


The region within the Bojanala Platinum District Municipality with the highest number of

very formal dwelling units is the Rustenburg Local Municipality with 65 200 or a share of

61.67% of the total very formal dwelling units within Bojanala Platinum District

Municipality. The region with the lowest number of very formal dwelling units is the

Moretele Local Municipality with a total of 745 or a share of 0.70% of the total very formal

dwelling units within Bojanala Platinum District Municipality.

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CHART 12. FORMAL DWELLING BACKLOG - NUMBER OF HOUSEHOLDS NOT

LIVING IN A FORMAL DWELLING - BOJANALA PLATINUM DISTRICT

MUNICIPALITY, 2006-2016 [NUMBER OF HOUSEHOLDS]

When looking at the formal dwelling unit backlog (number of households not living in a

formal dwelling) over time, it can be seen that in 2006 the number of households not living

in a formal dwelling were 110 000 within Bojanala Platinum District Municipality. From

2006 this number increased annually at 4.42% to 169 000 in 2016.

The total number of households within Bojanala Platinum District Municipality increased

at an average annual rate of 3.63% from 2006 to 2016, which is higher than the annual

increase of 1.97% in the number of households in South Africa. With high in-migration

into a region, the number of households increased, putting additional strain on household

infrastructure. In the short to medium term this can result in an increase in the number of

households not living in a formal dwelling, as the provision of household infrastructure

usually takes time to deliver.

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

180,000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Formal dwelling backlog Bojanala Platinum, 2006-2016

Formal dwelling backlog


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Household by Type of Sanitation

Sanitation can be divided into specific types of sanitation to which a household has

access. We use the following categories:

No toilet - No access to any of the toilet systems explained below.

Bucket system - A top structure with a seat over a bucket. The bucket is

periodically removed and the contents disposed of. (Note: this system is widely

used but poses health risks to the collectors. Most authorities are actively

attempting to discontinue the use of these buckets in their local regions).

Pit toilet - A top structure over a pit.

Ventilation improved pit - A pit toilet but with a fly screen and vented by a pipe.

Depending on soil conditions, the pit may be lined.

Flush toilet - Waste is flushed into an enclosed tank, thus preventing the waste to

flow into the surrounding environment. The tanks need to be emptied or the

contents pumped elsewhere.

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CHART 13. HOUSEHOLDS BY TYPE OF SANITATION - BOJANALA PLATINUM,


Bojanala Platinum District Municipality had a total number of 225 000 flush toilets (40.95%

of total households), 93 900 Ventilation Improved Pit (VIP) (17.08% of total households)

and 206 000 (37.47%) of total households pit toilets.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Households by type of Toilet Bojanala Platinum, 2006-2016

No toilet

Bucket system

Pit toilet

Ventilation ImprovedPit (VIP)

Flush toilet


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TABLE 14. HOUSEHOLDS BY TYPE OF SANITATION - MORETELE, MADIBENG,



Flush

toilet

Ventilation

Improved

Pit (VIP)

Pit toilet Bucket

system

No

toilet Total

Moretele 2,980 21,900 27,200 482 774 53,300

Madibeng 64,700 21,100 85,100 1,640 7,760 180,000

Rustenburg 133,000 27,800 53,600 1,310 7,870 224,000

Kgetlengrivier 12,900 878 1,210 289 1,650 16,900

Moses Kotane 11,600 22,200 38,900 572 2,380 75,600

Total

Bojanala

Platinum

225,202 93,925 206,025 4,291 20,442 549,883


The region within Bojanala Platinum with the highest number of flush toilets is Rustenburg

Local Municipality with 133 000 or a share of 59.08% of the flush toilets within Bojanala

Platinum. The region with the lowest number of flush toilets is Moretele Local Municipality

with a total of 2 980 or a share of 1.32% of the total flush toilets within Bojanala Platinum

District Municipality.

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CHART 14. SANITATION BACKLOG - BOJANALA PLATINUM DISTRICT

MUNICIPALITY, 2006-2016 [NUMBER OF HOUSEHOLDS WITHOUT

HYGIENIC TOILETS]

When looking at the sanitation backlog (number of households without hygienic toilets)

over time, it can be seen that in 2006 the number of Households without any hygienic

toilets in Bojanala Platinum District Municipality was 220 000, this increased annually at

a rate of 0.48% to 231 000 in 2016.




into a region, the number of households increases, putting additional strain on household




212,000

214,000

216,000

218,000

220,000

222,000

224,000

226,000

228,000

230,000

232,000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Sanitation backlog Bojanala Platinum, 2006-2016


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Households by Access to water

A household is categorised according to its main access to water, as follows:

Regional/local water scheme, Borehole and spring, Water tank, Dam/pool/stagnant

water, River/stream and other main access to water methods. No formal piped water

includes households that obtain water via water carriers and tankers, rain water,

boreholes, dams, rivers and springs.

CHART 15. HOUSEHOLDS BY TYPE OF WATER ACCESS - BOJANALA PLATINUM,


Bojanala Platinum District Municipality had a total number of 131 000 (or 23.74%)

households with piped water inside the dwelling, a total of 244 000 (44.28%) households

had piped water inside the yard and a total number of 71 400 (12.99%) households had

no formal piped water.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Households by level of access to Water Bojanala Platinum, 2006-2016

No formal piped water

Communal piped water:more than 200m fromdwelling (Below RDP)

Communal piped water:less than 200m fromdwelling (At RDP-level)

Piped water in yard

Piped water insidedwelling


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TABLE 15. HOUSEHOLDS BY TYPE OF WATER ACCESS - BOJANALA PLATINUM

DISTRICT MUNICIPALITY, 2016 [NUMBER]

Piped

water

inside

dwelling

Piped

water in

yard

Communal

piped

water: less

than 200m

from

dwelling

(At

RDP-level)

Communal

piped

water:

more than

200m from

dwelling

(Below

RDP)

No

formal

piped

water

Total

Moretele 6,170 21,600 7,660 10,200 7,620 53,300

Madibeng 37,000 77,600 14,800 16,100 34,900 180,000

Rustenburg 70,800 112,000 11,300 10,000 20,000 224,000

Kgetlengrivier 5,720 6,810 935 1,740 1,690 16,900

Moses

Kotane 10,900 25,700 20,600 11,100 7,280 75,600

Total

Bojanala

Platinum

130,558 243,464 55,274 49,139 71,448 549,883


The regions within Bojanala Platinum District Municipality with the highest number of

households with piped water inside the dwelling is Rustenburg Local Municipality with

70 800 or a share of 54.20% of the households with piped water inside the dwelling within

Bojanala Platinum District Municipality. The region with the lowest number of households

with piped water inside the dwelling is Kgetlengrivier Local Municipality with a total of

5 720 or a share of 4.38% of the total households with piped water inside the dwelling

within Bojanala Platinum District Municipality.

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CHART 16. WATER BACKLOG - BOJANALA PLATINUM DISTRICT MUNICIPALITY,

2006-2016 [NUMBER OF HOUSEHOLDS BELOW RDP-LEVEL]

When looking at the water backlog (number of households below RDP-level) over time, it

can be seen that in 2006 the number of households below the RDP-level were 97 500

within Bojanala Platinum District Municipality, this increased annually at 2.15% per annum

to 121 000 in 2016.








0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Water backlog Bojanala Platinum, 2006-2016

Water backlog - number of households below RDP-level


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Households by Type of Electricity

Households are distributed into 3 electricity usage categories: Households using

electricity for cooking, Households using electricity for heating, households using

electricity for lighting. Household using solar power are included as part of households

with an electrical connection. This time series categorises households in a region

according to their access to electricity (electrical connection).

CHART 17. HOUSEHOLDS BY TYPE OF ELECTRICAL CONNECTION - BOJANALA

PLATINUM, NORTH-WEST AND NATIONAL TOTAL, 2016 [PERCENTAGE]

Bojanala Platinum District Municipality had a total number of 27 400 (4.99%) households

with electricity for lighting only, a total of 452 000 (82.25%) households had electricity for

lighting and other purposes and a total number of 70 200 (12.76%) households did not

use electricity.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Households by electricity usage Bojanala Platinum, 2006-2016

Not using electricity

Electricity for lightingand other purposes

Electricity for lightingonly


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TABLE 16. HOUSEHOLDS BY TYPE OF ELECTRICAL CONNECTION - MORETELE,

MADIBENG, RUSTENBURG, KGETLENGRIVIER AND MOSES KOTANE

LOCAL MUNICIPALITIES, 2016 [NUMBER]

Electricity for

lighting only

Electricity for

lighting and

other

purposes

Not using

electricity Total

Moretele 6,340 44,500 2,430 53,300

Madibeng 7,410 148,000 25,100 180,000

Rustenburg 4,100 185,000 34,700 224,000

Kgetlengrivier 1,500 13,200 2,250 16,900

Moses Kotane 8,090 61,800 5,680 75,600

Total

Bojanala

Platinum

27,439 452,292 70,152 549,883


The region within Bojanala Platinum with the highest number of households with

electricity for lighting and other purposes is Rustenburg Local Municipality with 185 000

or a share of 40.88% of the households with electricity for lighting and other purposes

within Bojanala Platinum District Municipality. The Region with the lowest number of

households with electricity for lighting and other purposes is Kgetlengrivier Local

Municipality with a total of 13 200 or a share of 2.91% of the total households with

electricity for lighting and other purposes within Bojanala Platinum District Municipality.

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CHART 18. ELECTRICITY CONNECTION - BOJANALA PLATINUM DISTRICT

MUNICIPALITY, 2006-2016 [NUMBER OF HOUSEHOLDS WITH NO

ELECTRICAL CONNECTION]

When looking at the number of households with no electrical connection over time, it can

be seen that in 2006 the households without an electrical connection in Bojanala Platinum

District Municipality was 62 800, this increased annually at 1.12% per annum to 70 200

in 2016.







usually takes time to deliver

58,000

60,000

62,000

64,000

66,000

68,000

70,000

72,000

74,000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Electricity connection Bojanala Platinum, 2006-2016

Number of households with no electrical connection


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SECTOR PLANS

As indicated the overarching plan in terms of spatial planning in both the government and

the private sector is the National Development Plan, Vision 2030. In this regard the spatial

development plans of Bojanala Platinum District Municipality and the constituent local

municipalities of Kgetleng Rivier, Madibeng, Moretele, Moses Kotane and Rustenburg will

align to the goals of the NDP with regard to spatial planning and human settlement. The

municipal SDFs will be guided by the following objectives of the NDP:

To build a strong and efficient spatial planning system, well integrated across the

spheres of government.

Upgrade all informal settlements on suitable, well located land by 2030.

Ensure that more people living closer to their places of work.

To provide better quality public transport.

To create more jobs in or close to dense, urban townships.

The NDP also want to contribute towards an inclusive rural economy which should be

characterised by job creation in agriculture and agro-processing.

The district Municipality will contribute towards the realisation of these national objectives

by coordinating and leading planning by local municipalities, sector departments and the

private sector. The provincial strategy of the RRR approach and its five concretes will

also work towards the realisation of these objectives.

District SDF

The function of the District Spatial Development Framework is primarily to integrate and

coordinate on a broader level spatial information which includes the five local

municipalities located in its area of jurisdiction. A Land Use Management System on the

other hand deals with the detail administration of land development and land use change.

It is also for this reason that the local municipalities have to compile their land use

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management schemes for their individual areas dealing with individual properties in terms

of their administration, land use rights and also the amendment of these rights for a

particular development and to meet specific requirements. It must, however, conform to

the Spatial Development Framework.

The present situation with regard to the compilation of land use schemes for the remaining

four local municipalities within the Bojanala PDM is as follows:

The Table below indicates the present situation with regard to the compilation of SDFs

and land use schemes for the local municipalities and the Bojanala PDM:

Municipality Status of SDF & LUMS Last Reviewed

Kgetlengrivier Local

Municipality

In 2016 Land Use Management

Scheme (LUMS) was developed

informed as well by a detailed Land

Audit that was conducted in 2010.

SDF was reviewed in

2012

Madibeng Local

Municipality

Madibeng stipulates the structures

responsible for the implementation of

the SDF directives & LUMS were

rationalised in 2019

SDF was reviewed in

2009

LUMS still to be

rationalised in line with

SPLUMA regulations

Moretele Local

Municipality

MLM SDF currently under review

LUMS is also under review

MLM SDF 2012

Moses Kotane Local

Municipality

Predates the SPLUMA was reviewed

in 2018

LUMS is presently being developed

MKLM SDF 2012

Rustenburg Local

Municipality

Rustenburg SDF 2010

LUMS requires alignment to the

SPLUMA regulations

Rustenburg SDF 2010

LUMS in place, albeit

predating the SPLUMA

Regulations

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Bojanala Platinum

District

BPDM SDF 2012

LUM will be developed in 2019

BPDM SDF 2012

LUM development to

commence in 2019

The District Municipality’s Land Use Scheme will be pitched at higher level, and primarily

to provide policy and guidelines which must inform the land use management systems of

local municipalities which deal with the individual properties in settlements (i.e.

proclaimed towns and villages) and farm portions.

The Bojanala Platinum District Municipality Land Use Management responsibility is to

identify broad land use zones with an indication of the most probable uses/ land uses for

individual zones such as township development areas (i.e. for residential/ business/

industrial/ open space, etc.), conservation areas, areas with high potential agricultural

land, areas for nature conservation, etc. The land use management system at district

level is very closely related and linked to the Spatial Development Framework for the

District Municipality.

The remaining towns/ settlements are rather small and disconnected; and these areas

are rural in character. No clear hierarchy of nodes can be distinguished among the

settlements/ villages in the BPDM. Accordingly, a Nodal Classification system has been

established in the previous version of the BPDM IDP.

The nodes were classified in terms of a five (5) tier hierarchy and allocated Existing and

Proposed Functions and Guidelines. The categories were as follows:

Primary node – Mixed use economic node

Secondary and emerging secondary nodes – Mixed use economic node

Local Development nodes

Rural Service Centres

Local Service Centres

Tourism node – tourism related node.

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The major structuring element within the District is the N4 / Platinum Corridor, and the

ridges, river courses, and nature reserves and Protected Areas that dot the District

landscape. The Magalies Mountain Range traverses the DM from west to east, creating

a physical barrier between the southern extents of the District and the larger northern

section. The Pilanesberg nature reserve is also a distinctive physical feature in the area;

and a major regional tourism attraction with the Sun City development on to its eastern

side. The river courses and tributaries that traverse the landscape are also strong form

giving elements.

The regional road network and railway line system traversing the BPDM provides good

accessibility to the majority of areas in the District.

Principle 1: To achieve a sustainable equilibrium between urbanisation,

conservation, and tourism, mining, and agricultural activities within the District, by way

of proper land use management and in partnership with the private sector and local

communities.

Principle 2: To define and establish a functional hierarchy of urban and rural service

centres in the District, in order to optimise the delivery of social and engineering

services and stimulate the local economy, while protecting valuable agricultural land.

Principle 3: To provide a full range of social/ community services at all identified nodal

points

Principle 4: To optimally capitalize on the strategic location of the District through

enhancing the N4 Platinum Highway and other external linkages, and to functionally

link all nodal points and major destinations in the District to one another, by way of an

extensive movement network.

Principle 5: To ensure that proper public transport infrastructure is provided along the

priority movement network and at all nodal points, serving both urban and rural

communities, and linking to major destinations and to regional routes.

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Principle 6: To establish the Magaliesberg and Pilanesberg complexes, together with

Hartbeespoort, as Tourism Anchors in the District, and to develop latent tourism

potential within the District particularly linked to mining, cultural historic heritage, and

eco/ adventure.

Principle 7: To promote irrigated and cultivated farming activities on suitable land

within the District; and to support small scale and/ or subsistence farming throughout

the remainder of the area.

Principle 8: To maximally utilise the mining potential in the municipal area, including

optimising backward and forward linkages, without impeding negatively on the tourism

and agricultural potential.

Principle 9: To enhance business activities (formal and informal) at each of the

identified nodal points in the District by consolidating these activities with the Thusong

Centres and modal transfer facilities.

Principle 10: To consolidate industrial and manufacturing activities around three core

areas, namely Rustenburg Town, Brits and Mogwase (Bodirelo); and to promote

small-scale manufacturing/ light industrial activities, including agro-processing, at

Rural Service Centres.

Principle 11: To ensure that areas displaying little or no potential for growth (urban

and rural) are at least provided with the constitutionally mandated minimum levels of

services as prescribed by the NSDP and enshrined in the Constitution.

Principle 12: To integrate and consolidate the fragmented urban structure of the

BPDM by way of delineating urban and rural development boundaries around nodal

points and promoting infill development and densification within these Strategic

Development Areas.

Principle 13: To compile detailed Precinct Plans for each of the identified nodal points

and Rural Service Centres in the District.

Spatial Development Frameworks

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The Spatial Development Frameworks of the five local municipalities that comprise the

Bojanala Platinum District Municipality are briefly discussed below. The proposals

emanating from them should be captured in the District SDF, during the review of the

District SDF in order to promote regional alignment.

Kgetlengrivier Local Municipality

The SDF of Kgetleng Rivier Local Municipality identifies the following strategic, nodal

development priorities:

Two Rural Service Centres were identified, namely Koster and Swartruggens

The river system was identified as a Conservation network

Three pockets of High Potential Agricultural Land were reserved:

o Strip south of the Magaliesberg mountain range

o Pocket in the north-western extents

o Pocket in the far west extents

Two new linkages were proposed to open up northern extents of Kgetlengrivier LM:

North-south link from N4 freeway to Madikwe Dam area (in line with route R53);

Upgrade existing east-west link road running north of and parallel to the N4

freeway, connecting Pella to the mining belt.

Three Tourism Opportunity Areas were identified:

o One just south of the N4 freeway, near the Koster Dam

o One between Koster and Koster Dam

o One north-east of Swartruggens

Madibeng Local Municipality

The Madibeng SDF foresees the following as the interventions:

Identified High Potential Agricultural Areas along western border and central

extents of Madibeng LM

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Promote nodal development at identified Economic Activity Areas, with a focus on

establishing integrated housing developments only within such nodes

Consolidate the scattered rural settlements in the central-eastern extents of the

Municipality (around Jonathan, Shakung, and Jericho etc.)

Strengthen linkages between Brits Town and other Economic Activity Areas

The Future Urban Areas / expansion areas should comprise infill development on

the following land pockets (see Figure 23c):

o Between Letlhabile and Brits Town

o Around Modderspruit

o Around Schoemansville

o Observe the Pelindaba Restriction Zone in the south-east of the LM.

Moretele Local Municipality

The Moretele SDF was based on three strategies, implemented within four intervention

zones – as follows:

Strategy 1: Accelerating Growth and Development

o Intervention Zone One: Main economic growth areas for prioritised

development spending

Strategy 2: Sharing growth and development

o Intervention Zone Two: Social inclusion areas representing areas for

investment in people rather than places

o Intervention Zone Three: Stimulating and kick starting new potential growth

nodes

Strategy 3: Sustainable growth and development

o Intervention Zone Four: Environmentally sensitive zone

The following proposals emanated from the SDF:

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Preserve regional open spaces system and promote Cradle of Humankind

development;

Wetland Areas and Wetland Buffer Areas were delineated throughout the

municipal area, and should be protected from development or degradation.

The Makapanstad / Mathibestad complex was identified as the Primary and

Development Node, and the Moeka / Swartdam / Ratsiepane / Motle complex as

the Secondary Development Node. Both nodal points are located in the southern

extents of the municipal area, where the linkages to the larger economies of

Tshwane and Brits Town are strongest.

Three Rural Development Nodes were identified in the northern extents of the LM,

namely Moretele, Ngobi, and Cyferskuil / Walman.

A local road, connecting the Primary and Secondary Development Nodes, was

identified as a National Transport Corridor.

Secondary Corridors connect the Primary and Secondary Nodes to the Rural

Development Nodes in the north, and the Rural Nodes to each other.

Two Agricultural Focus Area were identified: In the central extents of the LM, and

along the northern border.

Four pockets of Potential Future Development and Growth Areas were identified

along the southern border of the LM.

Moses Kotane Local Municipality

The following were the development objectives to be achieved as part of the SDF for the

Moses Kotane Local Municipality:

To protect, enhance and manage the natural environmental resources in the

municipality in order to ensure a sustainable equilibrium between the mining,

tourism and agricultural industries in the area.

To utilize the Pilanesberg (primary) and Molatedi (secondary) nature reserves as

anchors to promote eco-tourism and cultural historic heritage development

(Holiday Resorts and “Cradle” and Cultural Historic).

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To link the primary and secondary tourism anchors by way of a conservation

corridor.

To maximally utilise the mining potential in the municipal area without impeding

negatively on the tourism and agricultural potential.

To support the commercialization of small scale and/or subsistence farming

activities throughout the remainder part of the municipality.

To facilitate the implementation of a manufacturing hub and incubator network

around Bodirelo, with specific emphasis also on agro-processing.

To establish a hierarchy of service centres to ensure equitable access to social

infrastructure and to promote local economic development by way of Thusong

Centres/ Multi-Purpose Community Centres (MPCC’s).

To compile detailed Precinct Plans for the nodal points/service centres in the rural

parts of the municipality and to integrate and consolidate the fragmented and

dispersed settlement structure in all settlements.

To functionally link all towns and settlements to one another and to ensure that the

main road network in the area is tarred.

To capitalize on the strategic location of the municipality, and establish regional

and provincial linkages.

To ensure that all communities have access to at least the minimum levels of

service as enshrined in the Constitution.

To focus on the Greater Moruleng area as the short term priority for urbanisation,

and to incrementally expand to the west/north-west as and when the need and the

bulk network expands.

To actively promote corridor development along the Ledig, Sun City,

Mogwase/Bodirelo and Saulspoort axis.

To consolidate the urban structure by way of infill development (informal,

subsidised and/or bonded) in the Strategic Development Areas along the corridor

as demarcated.

To define an Urban Development Boundary around the Greater Mogwase complex

in order to contain urban sprawl and to promote infill development and

densification.

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To ensure that Mogwase Town accommodates the full range of highest order

community facilities in the municipal area.

A number of nodal points were identified in the Moses Kotane municipal area, as

points where public investment should preferably be focused, with a view of

strengthening existing economic activity / highly populated areas.

Bodirelo was identified as an Industrial Node, which should be strengthened.

Five Tourism Nodes were identified, all centred on the Pilanesberg, and including

the Sun City development.

The extension of the Madikwe Nature Reserve was indicated, together with a

Conservation Corridor spanning the entire north-western border of the LM.

A hierarchy of roads was also delineated. The first priority and second priority

roads connect all the identified nodal points, and should be upgraded and

maintained in order to support economic activities, physical integration and social

upliftment within the Municipality.

The western and far-eastern extents of the LM were reserved for Extensive

Agriculture, while the central extents to the west and north of the Pilanesberg were

primarily demarcated for Mining.

Rustenburg Local Municipality

The Rustenburg SDF was based on the following six objectives/ priorities:

Priority 1: Integrated spatial development supported by the required bulk infrastructure

development

Priority 2: Accelerated and shared economic growth supported by creation of spatial

economic opportunities

Priority 3: Sustainable use and management of natural resources

Priority 4: Integration of land use and transport development

Priority 5: Creation of sustainable settlements through access to appropriate housing

and social facilities

Priority 6: Creation of opportunities for sustainable rural development. The following

proposals emanated from the SDF,

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The southern half of the municipal area, as well as the majority of the north-eastern

extents, were demarcated as regional open space.

The Vaalkop Dam Nature Reserve and Kgaswane Nature Reserve were marked as

conservation areas, and should be protected.

A hierarchy of nodes was delineated for the Rustenburg Local Municipality.

Rustenburg Town was identified as the First Order Node; Boitekong and Phokeng as

Second Order Nodes; and Thekwane, Luka/ New Town, Robega and Tlaseng as Third

Order Nodes.

Furthermore, eleven Rural Nodes were identified, namely Hartebeesfontein,

Monnakato, Bethanie, Phatsima, Marikana, Modikwe, Maumong, Tantanana,

Kroondal, Heldina, and Boons.

Urban edges were delineated around all settlements and expansion areas throughout

the LM.

The SDF included detailed plans of all the main towns/ settlements in the area. These

plans identified specific potential sites for community facilities such as an education

hub or police station.

The Platinum SDI traverses the municipal area, linking Rosslyn, Akasia, Mabopane,

Ga-Rankuwa and the Brits industrial areas, to Rustenburg. From Rustenburg, the

route links with the Trans-Kgalagadi Highway at Lobatse in Botswana through

Swartruggens, Groot Marico and Zeerust.

Route R24 was identified as the Mogale City – Rustenburg development corridor in the

Mogale City SDF. The corridor begins at the O.R. Tambo International Airport, running

via Kempton Park, Johannesburg, Krugersdorp and Tarlton to Magalies. The envisioned

corridor was expected to have four major economic nodes, of which the Rustenburg multi-

economic activity node is one.

Large tracts of land in the central and north-western extents of the LM were reserved for

mining and mining infrastructure purposes.

Scattered pockets of land were reserved for Urban-agriculture, all adjacent to small

settlements or on the outskirts of towns.

The land around the Bospoort Dam was reserved for recreation purposes.

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Households by Refuse Disposal

A distinction is made between formal and informal refuse removal. When refuse is

removed by the local authorities, it is referred to as formal refuse removal. Informal refuse

removal is where either the household or the community disposes of the waste, or where

there is no refuse removal at all. A further breakdown is used in terms of the frequency

by which the refuge is taken away, thus leading to the following categories:

Removed weekly by authority

Removed less often than weekly by authority

Removed by community members

Personal removal / (own dump)

No refuse removal

CHART 19. HOUSEHOLDS BY REFUSE DISPOSAL - BOJANALA PLATINUM,


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Households by access to refuse removal Bojanala Platinum, 2006-2016

No refuse removal

Personal removal (owndump)

Removed by communitymembers

Removed less oftenthan weekly byauthority

Removed weekly byauthority


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Bojanala Platinum District Municipality had a total number of 314 000 (57.15%)

households which had their refuse removed weekly by the authority, a total of 16 300

(2.96%) households had their refuse removed less often than weekly by the authority and

a total number of 176 000 (31.91%) households which had to remove their refuse

personally (own dump).

TABLE 17. HOUSEHOLDS BY REFUSE DISPOSAL - MORETELE, MADIBENG,



Removed

weekly

by

authority

Removed

less

often

than

weekly

by

authority

Removed

by

community

members

Personal

removal

(own

dump)

No

refuse

removal

Total

Moretele 19,900 1,090 1,550 28,900 1,880 53,300

Madibeng 63,400 5,020 8,600 92,400 10,900 180,000

Rustenburg 161,000 7,410 7,510 38,000 10,100 224,000

Kgetlengrivier 7,040 345 668 7,820 1,030 16,900

Moses

Kotane 63,200 2,420 562 8,340 1,090 75,600

Total

Bojanala

Platinum

314,235 16,292 18,887 175,473 24,997 549,883


The region within Bojanala Platinum with the highest number of households where the

refuse is removed weekly by the authority is Rustenburg Local Municipality with 161 000

or a share of 51.15% of the households where the refuse is removed weekly by the

authority within Bojanala Platinum. The region with the lowest number of households

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where the refuse is removed weekly by the authority is Kgetlengrivier Local Municipality

with a total of 7 040 or a share of 2.24% of the total households where the refuse is

removed weekly by the authority within the district municipality.

CHART 20. REFUSE REMOVAL - BOJANALA PLATINUM DISTRICT MUNICIPALITY,

2006-2016 [NUMBER OF HOUSEHOLDS WITH NO FORMAL REFUSE

REMOVAL]

When looking at the number of households with no formal refuse removal, it can be seen

that in 2006 the households with no formal refuse removal in Bojanala Platinum District

Municipality was 230 000, this decreased annually at -0.48% per annum to 219 000 in

2016.

205,000

210,000

215,000

220,000

225,000

230,000

235,000

240,000

245,000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Refuse removal Bojanala Platinum, 2006-2016

Number of households with no formal refuse removal


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LEGISLATIVE FRAMEWORK

Binding legislation, policies, and planning requirements at National and Provincial

Levels.

Table 2: Legislative Framework

NO LEGISLATION OBJECTS OF

LEGISLATION

APPROPRIATE MUNICIPAL

RESPONSES

1

The Constitution

of the Republic of

South Africa (Act

108 of 1996)

Sets out the framework within

the Rule of Law will take

place, regulating both the

horizontal & vertical

relationships between

persons, the state etc.

Align all its planning and

public participations

processes towards

contributing positively

towards realization of its

goals.

2

National Spatial

Development

Perspective

To explain all the Spatial

Planning aspects nationally

and guide government on all

matters related to regional

and sub-regional potentials,

challenges and possible

solutions.

Align their Spatial Planning

tools to address the areas

where they can make

maximum gains in terms of

economic, social and

commercial gains.

3

National

Development

Plan

Sets out the long term

strategic Vision of the country

with clear deliverables over

time according each aspect of

development.

Take this into account as they

make five year strategic

plans, and ensure that each

of the municipal programmes

will contribute towards the

realizations of the Vision.

4

Provincial

Development

Plan

A customized version of the

National Development Plan

(NDP) above, inclusive of the

provincial strategic pillars of

(A)griculture, (C)ulture &

Take this into account as they

make five year strategic

plans, and ensure that each

of the municipal programmes

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(T)ourism (ACT), as well as

(V)illages, (T)ownships &

(S)mall (D)orpies (VTSD),

(R)enewal (H)ealing &

(R)econciliation (RHR),

Saamtrek Saamwerk and

Setsokotsane

will contribute towards the

realizations of the Vision.

5

Water Services

Act

Sets out the parameters and

regulatory issues around the

management of Water &

Sanitation issues across the

country.

Develop appropriate strategic

frameworks that will lead

towards provision of more

economical and effective

Water & Sanitation systems.

6 North West

Provincial Spatial

Development

Framework

Explains the spatial character

of the province, and details all

the regional spatial issues.

Take into account what the

PSDF explains as regional

spatial context and include

such in their SDFs.

7

White Paper on

Local

Government

Sets out a long term policy

basis for the transformation of

the Local Government

sphere, detailing all the policy

thrusts that must be

implemented in order to effect

the constitutional obligations

of this sphere.

Design their policies in

manner such that

transformation will take place,

and the business systems of

municipalities will be cost

effective and provide value to

citizens.

8 Local

Government:

Municipal

Systems Act (Act

32 of 2000)

Details all the systems issues

that municipalities must be

compliant with, and allocate

various functional

requirements for various tiers

of officials as well issues of

Ensure that they are

integrative at all times into

their planning, and their

strategies are citizen based.

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municipal planning and

performance management.

9

Local

Government:

Municipal

Structures Act

(Act 117 of 1998)

and its

amendments

Allocates different functions

according to the tier of

municipalities as well as

explain the various roles &

responsibilities of Council, its

Committees etc.

Ensure that they respond to

the powers and functions

assigned as well

appropriating their budgets in

accordance with the allocated

functions. Further

municipalities must establish

committees that are in

alignment with these powers

& functions.

10 Local

Government:

Municipal

Financial

Management Act

(Act 56 of 2003)

Sets out the municipal

responsibilities in so far as

development of Budgets and

the financial governance

regimes appropriate for local

government and their entities.

Ensure that they institute

appropriate governance

measure to be effective,

economical and efficient.

11

Municipal

Property Rates

Act

Sets out the manner that

municipalities will develop

their systems of effecting

localized taxation on

properties and rates.

Must ensure that on regular

(annual) basis they revise

their services tariffs and

subject same to public

participation as well

management of appropriate

Valuations Rolls.

12

Spatial Planning &

Land Use

Management Act

& its Regulations

Sets out all the requirements

all spheres of government

must meet in order to have

properly structured SDFs,

Land Use Management

Schemes etc., as well

Adjust their SDFs, LUMs as

well as systems to give effect

to the requirements of

SPLUMA and make gains out

of the regulated development

applications processes.

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processes for dealing with

various town & regional

planning issues including the

establishment, and

management of Municipal

Planning Tribunals.

13

Housing Act (107

of 1997)

Sets out the systems and

objectives of the government

to manage the housing and

human settlements arena as

well establishment of various

instruments related thereto

such as the Housing

Development Agency, the

Rental Housing Tribunals etc.

Ensure that they develop

appropriate policy

frameworks to comply with,

and give effect to the objects

of the Housing Act

14

National

Environmental

Management Act

Act sets out all requirements

for the better management of

the national Environmental

Resources & Heritage, and

enjoins other spheres of

government and parties

interested in environmental

matters to development

appropriate localized tools for

environmental conservation.

Municipalities are to develop

their environmental

management policies in

accordance with the Act as

well as design any other

framework that will assist in

the management of the

environment effectively.

15

Environmental

Conservation Act

Sets out the manner those

conservations issues are to

be addressed across the

country.

Municipalities to take note of

this as they develop their

policy frameworks, including

their planning systems.

16 National Heritage

Resources Act

Sets out the management

systems for preservation and

Municipal town & regional

planning frameworks are to

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conservation of Heritage

Resources across all spheres

of government including the

roles and functions of these

spheres. The Act also

establishes various Heritage

Councils

further take account of the

requirements of the Act and

set out measures of

cooperating with private

Heritage owners within their

areas of jurisdiction.

17

Development

Facilitation Act

Has been replaced in large

parts by the SPLUMA,

however, it served to address

the manner that development

planning and its processes

were to be undertaken.

Municipal development

regulatory regime must take

consideration of its

requirements thereby

avoiding any economic

leakages that may result from

poor responses to its

requirements.

18

Townships

Ordinances

Old order regional by-laws

that regulated various

development planning

regimes across the then four

provinces.

Municipal planning systems

are to take account of those

Ordinances that are still in

effect, and ensure that they

influence their decision-

making processes.

19

National House of

Traditional

Leaders

Amendment Act

Sets out the powers and

functions of Magosi across

the country as well as their

relationships where there are

several tiers of chieftaincy in

some parts of the country and

further determine the powers

and function of the President

in so far as continued reign of

any Monarch/Kgosi etc.

Take into account this Act as

well as have their public

participation and dispute

mediation processes as

closely aligned to the objects

of the Act as possible.

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20

Intergovernmental

Relations

Framework Act

Sets out the manner that the

three spheres of government

are to relate, in effect

responding to Chapter Three

of the Constitution.

Design their IGR systems in

line with the Act as well be

sensitive to the manner that

Act instigates dispute

resolution to be like.

21

Disaster

Management Act

Sets out the manner that

Disasters are to be managed

as well the institutional

arrangements around

Disaster Management and

the powers and functions of

National, Province and

Districts, including the

development of Disaster

Management Plans.

Districts are to ensure that

they have Disaster

Management Plans, and local

municipalities ensure that as

Districts development such

plans they take into account

various issues from the LMs.

23

Skills

Development Act

Sets out the parameters that

enjoins the state to contribute

towards skills development.

Municipalities are to ensure

that their Transformation

agenda is in line with the

development of skills and set

targets for skills development

in their jurisdictions.

24

Prevention of

Unfair

Discrimination Act

Determines the manner that

Chapter Two requirements in

terms of elimination of acts of

discrimination across the

state.

Municipal policies are to be

aligned towards the objects of

the act through progressive

measures that protect the

vulnerable and targeted

groups.

25 National Sports

and Recreation

Act

Details the steps that will be

taken by the state to develop

sport & recreation as well as

establishes various bodies

Ensure that they interact and

develop policies that will

promote the objects of the

Sport & Recreation Act.

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that are aimed at sport &

recreation development &

promotion

26

Rental Housing

Act

Regulates the manner that

Landlords and tenants are to

relate while protecting the

rights of both tenants and

those of landlords.

Ensure to the extent possible

that they have policies that

are in alignment with the

objects of this Act.

27

Preferential

Procurement

Policy Framework

Act

Sets out how the procurement

space is to be biased towards

clean administration while

promoting the marginalized

groups and ensuring their

unhindered entrance into the

supply of commodities &

services to the state.

The SCM policies of the state

to be sensitive to, and

progressively address the

entrance of the marginalized

groups into the space for

provision of goods & services.

28

Skills

Development

Levies Act

Regulates how levies that are

to be contributed towards the

development skills are to be

charged and their various

disbursements for the

realization of the goals of the

Act and that of the Skills

Development Act.

Ensure their continued

contributions into the fund as

well as exploit to the extent

possible the benefits of the

Act through properly

developed training regimes.

29

Public Service

Amendment Act

Regulates the employment of

persons by the state as well

as setting out code of conduct

for these employees as well

as other measures that

amongst other things include

disciplinary regime

Municipalities to note the

developments that may result

in the amalgamation of the

municipal public &

national/provincial services

corps into one.

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30

Employment

Equity Act

Seeks to promote the

entrance of the previously

marginalized groups into the

state as well as the private

sector to eliminate

discrimination on the basis

gender & race in the

employment practices of

institutions.

Recruitment and selections

policies are to be aligned to,

and serve the objectives of

this Act.

The above-mentioned legislations should be taken into consideration in the process of

developing/reviewing the IDPs.

Powers & Functions

The powers and functions of the district are assigned in terms of section 84 of the

municipal structures act. Apart from the powers and functions of the district municipality,

as outlined in terms of Section 83 and 84 respectively of the Municipal Structures Act, the

district is required in terms of section 83 (3) of the same act, to seek to achieve the

integrated, sustainable and equitable social as well as economic development of the

district area as a whole by:

Ensuring integrated development planning for the district;

Promoting bulk infrastructure development and services for the district as a whole;

Building the capacity of local municipalities in its area to perform their functions

and exercise their powers where such capacity is lacking;

Promoting the equitable distribution of resources between the local municipalities

in its area to ensure appropriate levels of municipal services.

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Table 3: Powers and Functions of the BPDM

The table above indicates the district municipality’s performance of powers and function

allocated line with section 83 and 84 (1) of the Municipal Structures Act, 117/1998. A √

indicate that the function is performed, while X indicate that the district does not perform

the function.

Section Powers and functions Performance

84(a) Integrated Dev. Planning √

84(b) Portable water supply systems X

84(c) Bulk supply of electricity X

84(d) Domestic waste water & sewage disposal X

84(e) Solid waste disposal sites X

84(f) Municipal Roads X

84(g) Regulation of passenger TPT services Function still to be

performed

84(h) Municipal Airports X

84(i) Municipal Health Services √

84(j) Fire Fighting Services for whole district √

84(k) Fresh Produce markets & Abattoirs X

84(l) Cemeteries & Crematoria X

84(m) Local Tourism for whole district √

84(n) Municipal Public Works X

84(o) Receipt of Grants √

84(p) Taxes, Levies & Duties as authorised by Nat

Legislation X

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As reflected in the table above, the district municipality does not perform most of the

allocated powers and functions because the same functions are performed directly by the

constituent local municipalities.

Unlike other district municipalities in the North West Province, BPDM is notably not a

Water Service Authority because the water function has been directly assigned to local

municipalities. However the district has undertaken several bulk water and sanitation

related functions as part of providing support to local municipalities such as Moses

Kotane, Kgetleng Rivier and Moretele local municipalities.

Although it is not feasible for the district to perform all the powers and functions that are

currently not performed, the district municipality will undertake a study to assess its

current situation with regard to available resources, and design a new service delivery

model as a strategy to facilitate the performance of some of these powers and functions.

Among others the study will design a new service delivery model as an integrated

approach to powers and functions by addressing the following:

Define the “as is” and “to be” situation

The definition and allocation of powers and functions between the district and local

municipalities

Capacity assessment of the district and constituent local municipality and develop

a case for possible devolution and assignment of additional powers and functions

The role of the district in the planning and possible provision supply of bulk services

The unfunded mandates

Coordinating role of the district as the IGR centre between and amongst different

spheres of government and SOEs (e.g. Eskom, Water Boards, IDC, SEDA etc.)

The details of the process to be followed will be incorporated in the action plan that forms

part of this document and it will also be elaborated on the IDP and SDBIP which will be

developed from this plan.

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DISTRICT PRIORITIES

The priorities of the district municipality are directly influenced by the priorities of the five

constituent local municipalities.

Prioritized needs from constituent Local Municipalities

As a category C municipality, Bojanala Platinum District Municipality is responsible for

supporting service delivery initiatives by its constituent category B municipalities. The

category B municipalities are:

Kgetleng Rivier,

Madibeng,

Moretele,

Moses Kotane, and

Rustenburg.

The priorities tabulated here below, arise from the commonly identified needs of

communities at ward level and submitted to the district municipality to inform planning at

local and district level. The needs reflected in the tables below are the District Priorities

as a cumulative priorities of local municipalities.

Type Priority area

Infrastructure

Water & sanitation

Roads & Storm water

Electricity

Economic issues Local Economic and Rural Development

Development & Planning Land & Housing

Social Infrastructure Community facilities (halls, sport grounds

& libraries)

Financial management Financial Management

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MUNICIPAL PRIORITIES

MUNICIPALITY PRIORITIES

1 2 3 4 5

Kgetlengrivier Water and Sanitation

Township Establishment

Roads and Storm-water

Local Economic Development

Amenities

Madibeng Water & Sanitation Roads and Storm Water

Electricity Land and Housing Social Services

Moretele Water Housing High Mast Lights Internal Roads & Storm Water

Sports Facilities

Moses Kotane Water & Sanitation Roads & Storm water

Institutional Development

Sports & Recreation

Economic Development

Rustenburg Water & Sanitation Roads & storm water

Electricity Land & Housing Sustainable Rural development

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THE DISTRICT WIDE PRIORITIES

Emanating from the submissions that were submitted by the local municipalities of

Kgetleng Rivier, Madibeng, Moses Kotane, Moretele and Rustenburg, the District

Municipality consolidated them and came up with the following District wide priorities for

the 2020/21 financial year:

Priority 1 - Water and sanitation

Priority 2 - Roads and Storm Water

Priority 3 - Electricity

Priority 4 - Spatial Planning, Land Use and Institutional Development

Priority 5 - Rural and Economic Development

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LIST OF UNFUNDED PROJECTS AND PROGRAMMES WITHIN THE DISTRICT MUNICIPALITY

The below listed are projects and programmes that needs to be undertaken by the district Municipality but are however un-

funded.

1. ENVIRONMENTAL MANAGEMENT PROJECTS/PROGRAMMES

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST “R”

DC37/01/B1823/20/21 Development of landfill sites in Swartruggens Town

Kgetleng rivier Feasibility Study 25 000 000

DC37/02/B1823/20/21 Development of landfill sites in Koster Town


DC37/03/B1823/20/21 Development of transfer stations in Derby


DC37/04/B1823/20/21 Development of transfer stations in Ratsegai


DC37/05/B1823/20/21 Development of Park in Koster Town

Kgetleng rivier Feasibility Study

7 000 000

DC37/06/B1823/20/21 Development of Park in Swartruggens Town


DC37/07/B1823/20/21 Installation of 4000 power packs

Kgetleng rivier Scoping of Report 20 000 000

DC37/08/B1823/20/21 Installation of 4000 solar geysers Kgetleng rivier Scoping of Report 120 000 000

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PROJECT NUM BER

PROJECT

LOCAL MUNICIPALITY

DELIVERABLE


DC37/09/B1823/20/21 Willie bins 15 000HH

Kgetleng rivier Moretele

Scoping of Report 6 750 000

DC37/10/B1823/20/21 Environmental Legal Compliance Audit

Kgetleng rivier Moretele


DC37/11/B1823/20/21 Bio-Fuel manufacturing plant

Kgetleng rivier Scoping of Report 3 000 000 000

DC37/12/B1823/20/21 Waste to energy for the entire district

All 5 Local municipalities

Feasibility Study 19 000 000 000

DC37/13/B1823/20/21 Construction of Madikwe Landfill Site

Moses Kotane Feasibility Study 35 000 000

DC37/14/B1823/20/21 Installation of 50000 power packs



DC37/15/B1823/20/21 Installation of 50000 solar geysers



DC37/16/B1823/20/21 Willie Bins- 50000HH



DC37/17/B1823/20/21 200 Skip bins



DC37/18/B1823/20/21 Installation of 20000HH power packs



DC37/19/B1823/20/21 Installation of 60000HH solar geysers


Scoping of Report 1 800 000 000

DC37/20/B1823/20/21 Willie Bins-160 000



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PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/21/B1823/20/21 300 Skip Bins All 5 Local municipalities


DC37/22/B1823/20/21 Construction of Makapanstad Landfill Site

Moretele Scoping of Report 35 000 000

DC37/23/B1823/20/21 Installation of 50000 HH power packs

Moretele Moses Kotane


DC37/24/B1823/20/21 Willie Bins -52000HH

Moretele Kgetleng


DC37/25/B1823/20/21 250 Skip Bins

Moretele Kgetleng


DC37/26/B1823/20/21 Rear end Loading compactors

Madibeng Kgetleng


DC37/27/B1823/20/21 2xFront end loading comactors

Madibeng Kgetleng


DC37/28/B1823/20/21 3xSmall compacotrs

Kgetleng Scoping of Report 3 000 000

DC37/29/B1823/20/21 4xHydraulic bin lifting equipments


Scoping of Report 800 000

DC37/30/B1823/20/21 Installations of 100 000HH Power Packs



DC37/31/B1823/20/21 Installations of 100 000HH Solar geysers



DC37/32/B1823/20/21 Skip Bins-3300



DC37/33/B1823/20/21 Willie Bins-3300



DC37/34/B1823/20/21 Waste Collection Kgetleng Scoping of Report 12 000 000

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PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/35/B1823/20/21 Kremetart mini dump

Rustenburg Feasibility Study 5 000 000

DC37/36/B1823/20/21 Zinniaville mini dump


DC37/37/B1823/20/21 Waste drop off pilleri


DC37/38/B1823/20/21 Strumosa Environmental Center


DC37/39/B1823/20/21 The construction for Marikana transfer station


DC37/40/B1823/20/21 Phokeng and Tsitsing Transfer Station


DC37/41/B1823/20/21 Waterval landfill site rehabilitation


DC37/42/B1823/20/21 Jabula Transfer Station


DC37/43/B1823/20/21 Waste Recycling Village at Waterval Landfill site


DC37/44/B1823/20/21 Phatsima Waste Transfer Station


DC37/45/B1823/20/21 Marikana Waste Transfer Station Phase 2 Development


DC37/46/B1823/20/21 Phokeng Waste Transfer Station Phase 2 Development


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PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/47/B1823/20/21 Tsitsing Waste Transfer Station Phase 2 Development

Madibeng Feasibility Study 15 600 000

DC37/48/B1823/20/21 Deep Bin network for recyclables collection


DC37/49/B1823/20/21 Recyclables buy-back centres


DC37/50/B1823/20/21 Kremetart Lifestyle Park


DC37/51/B1823/20/21 Zinniaville Kiddies Park


DC37/52/B1823/20/21 Air quality monitoring stations


DC37/53/B1823/20/21 Review of the district air quality management plan

all 5 local municipalities

Development of the Plan

3 500 000

DC37/54/B1823/20/21 Review of the district integrated waste management plan


Development of the Plan

2 000 000

DC37/55/B1823/20/21 Strategic environmental assessment


Assessment Report

2 800 000

DC37/56/B1823/20/21 Environmental management systems


Development of the Systems

2 600 000

DC37/57/B1823/20/21 Environmental management policy


Development of Policy

2 800 000

DC37/58/B1823/20/21 Development of Cemetery in Kgetleng Rivier

Kgetleng Rivier Cemetery 3 400 000

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DC37/59/B1823/20/21 District Environmental Management Framework

All 5 municipalities District Environment Management Plan

4 500 000

DC37/60/B1823/20/21 Development and maintenance of Cemetery in Madibeng

Madibeng Cemetery 3 400 000

DC37/61/B1823/20/21 Retrofitting of energy saving bulbs All 5 municipalities Retrofitting of energy saving bulbs in the district

25 000 000

DC37/62/B1823/20/21 Mazista waste transfer station Kgetleng Feasibility study 10 000 000

TOTAL 73 189 435

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2. COMMUNITY DEVELOPMENT SERVICES

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/63/B1823/20/21 3 Fire Engines Kgetleng rivier Supply and Delivery Only

4 000 000

DC37/64/B1823/20/21 1x Response Vehicle Kgetleng rivier Supply and Delivery Only

2 000 000

DC37/65/B1823/20/21 3x Skid Unit Vehicles Kgetleng rivier Supply and Delivery Only

1 800 000

DC37/66/B1823/20/21 3x Jaws of Life Kgetleng rivier Supply and Delivery Only

1 200 000

DC37/67/B1823/20/21 2x Safety Vehicles Kgetleng rivier Supply and Delivery Only

1 200 000

DC37/68/B1823/20/21 Satellite fire station Kgetleng rivier Supply and Delivery Only

11 000 000

DC37/69/B1823/20/21 Construction of community halls in Extension 4 Borolelo, Redirile, Mazista and Reagile Extension 8

Kgetleng rivier Scoping Reports and Designs

40 000 000

DC37/70/B1823/20/21 Construction of sports and recreational facilities, wards 1,2,3,4 5,6,7&8


DC37/71/B1823/20/21 Construction of community halls in Extension 4 Borolelo, Redirile, Mazista and Reagile Extension 8


25 000 000

DC37/72/B1823/20/21 Construction of sports and recreational facilities, wards 1,2,3,4 5,6,7&8


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PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED

COST “R”

DC37/73/B1823/20/21 Construction of Libraries In Borolelo.


25 000 000

DC37/74/B1823/20/21 Construction of Skills training Centre that will focus on Agriculture, Tourism and Culture, wards 1,2,3,4 5,6,7&8


DC37/75/B1823/20/21 Construction of High and Primary Schools-Borolelo, Reagile and Redirile


DC37/76/B1823/20/21 Construction of Satellite police station in Derby and Mazista


DC37/77/B1823/20/21 Upgrading of Reagile Clinic Kgetleng rivier Feasibility Study 15 000 000

DC37/78/B1823/20/21 3 Fire Engines Moses Kotane Supply and Delivery Only

4 000 000

DC37/79/B1823/20/21 1x Response Vehicle Moses Kotane Supply and Delivery Only

2 000 000

DC37/80/B1823/20/21 3x Skid Unit Vehicles Moses Kotane Supply and Delivery Only

1 800 000

DC37/81/B1823/20/21 3x Jaws of Life Moses Kotane Supply and Delivery Only

1 200 000

DC37/82/B1823/20/21 2x Safety Vehicles Moses Kotane Supply and Delivery Only

1 200 000

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PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST

“R”

DC37/83/B1823/20/21 Satellite fire station-Pella Moses Kotane Supply and Delivery Only

11 000 000

DC37/84/B1823/20/21 Refurbishment of Pilanesberg Airport

Moses Kotane Feasibility Study

20 000 000 000

DC37/85/B1823/20/21 3 Fire Engines Madibeng Supply and Delivery Only

4 000 000

DC37/86/B1823/20/21 1x Response Vehicle Madibeng Supply and Delivery Only

2 000 000

DC37/87/B1823/20/21 1x Response Vehicle Madibeng Supply and Delivery Only

2 000 000

DC37/88/B1823/20/21 3x Skid Unit Vehicles Madibeng Supply and Delivery Only

1 800 000

DC37/89/B1823/20/21 3x Jaws of Life Madibeng Supply and Delivery Only

1 200 000

DC37/90/B1823/20/21 2x Safety Vehicles Madibeng Supply and Delivery Only

1 200 000

DC37/91/B1823/20/21 Moiletswane Sport field Madibeng Scoping reports and Designs

1 300 000

DC37/92/B1823/20/21 Kgabalatsane Sports Facility Madibeng Scoping reports and Designs

2 000 000

DC37/93/B1823/20/21 Ward 31 Sports Facility Madibeng Scoping reports and Designs

2 000 000

DC37/94/B1823/20/21 Maboloka Sports Facility Madibeng Scoping reports and Designs

8 000 000

DC37/95/B1823/20/21 Klipgat Library Services Madibeng Scoping reports and Designs

2 000 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST

“R”

DC37/96/B1823/20/21 Hospice x 5 Madibeng Feasibility Study

50 000 000

DC37/97/B1823/20/21 Old age Homes x 50 Madibeng Feasibility Study

330 000 000

DC37/98/B1823/20/21 Tennis Courts Madibeng Feasibility Study

500 000 000

DC37/99/B1823/20/21 Soccer Fields Madibeng Feasibility Study

100 000 000

DC37/100/B1823/20/21 Rugby Field x 5 All 5 Local Municipalities

Feasibility Study

800 000 000

DC37/101/B1823/20/21 Netball Field Madibeng Feasibility Study

25 000 000

DC37/102/B1823/20/21 Gymnasium x 33 Madibeng Feasibility Study

120 000 000

DC37/103/B1823/20/21 University in Mooinooi Madibeng Feasibility Study

20 000 000 000

DC37/104/B1823/20/21 Fire Fighting Equipment for farmers

All 5 Local Municipalities

Supply and Delivery Only

20 000 000 000

DC37/105/B1823/20/21 Fire Engines x 100 All 5 Local Municipalities


500 000 000

DC37/106/B1823/20/21 Hose for Fire Madibeng Supply and Delivery Only

100 000

DC37/107/B1823/20/21 Foam Equipment Madibeng Supply and Delivery Only

50 000

DC37/108/B1823/20/21 Water and Foam tanks x 10 All 5 Local Municipalities


50 000 000

DC37/109/B1823/20/21 Fire Engines x 100 All 5 Local Municipalities


500 000 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST

“R”

DC37/110/B1823/20/21 Hose for Fire Madibeng Supply and Delivery Only

100 000

DC37/111/B1823/20/21 Foam Equipment Madibeng Supply and Delivery Only

50 000

DC37/112/B1823/20/21 Water and Foam tanks x 10 All 5 Local Municipalities


50 000 000

DC37/113/B1823/20/21 10 fire-fighting pumps All 5 Local Municipalities


10 000 000

DC37/114/B1823/20/21 Porter Cabins x 10 All 5 Local Municipalities


10 000 000

DC37/115/B1823/20/21 Mobile Offices x 10 All 5 Local Municipalities


10 000 000

DC37/116/B1823/20/21 3 x Fire Engines Moretele Supply and Delivery Only

4 000 000

DC37/117/B1823/20/21 Construction of community hall in Mmotla

Moretele Completed community hall

9 200 000

DC37/118/B1823/20/21 Construction of community hall in Moeka

Moretele Completed community hall

9 200 000

DC37/119/B1823/20/21 Construction of 10 sports complex in ward 1, 2,4,5,6,9,10,19,21,23 and 26

Moretele Completed sport complex

828 000 000

DC37/120/B1823/20/21 1 x Response Vehicle Moretele Supply and Delivery Only

2 000 000

DC37/121/B1823/20/21 3 x Skid Unit Vehicles Moretele Supply and Delivery Only

1 800 000

DC37/122/B1823/20/21 3 x Jaws of Life Moretele Supply and Delivery Only

1 200 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST

“R”

DC37/123/B1823/20/21 2 x Safety Vehicles Moretele Supply and Delivery Only

1 200 000

DC37/124/B1823/20/21 Golf Course in Moretele Moretele Feasibility Study

2 000 000 000

DC37/125/B1823/20/21 Fire station and emergency centre

Moretele Complete fire station and emergency centre

41 931 030

DC37/126/B1823/20/21 3 x Fire Engines Rustenburg Supply and Delivery Only

4 000 000

DC37/127/B1823/20/21 1 x Response Vehicle Rustenburg Supply and Delivery Only

2 000 000

DC37/128/B1823/20/21 3 x Skid Unit Vehicles Rustenburg Supply and Delivery Only

1 800 000

DC37/129/B1823/20/21 3 x Jaws of Life Rustenburg Supply and Delivery Only

1 200 000

DC37/130/B1823/20/21 2 x Safety Vehicles Rustenburg Supply and Delivery Only

1 200 000

DC37/131/B1823/20/21 Satellite fire station-Marikana Rustenburg Feasibility Study

11 000 000

DC37/132/B1823/20/21 Development of sports & recreational facilities-Kanana,Luka, Mogono, Photsaneng, Mfidikwe and Tlapa, Thekwana

Rustenburg Feasibility Study

31 000 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST

“R”

DC37/133/B1823/20/21 Upgrading of clinics-Chaneng,Thekwana, Mfidikwe

Rustenburg Scoping Report and Designs

15 000 000

DC37/134/B1823/20/21 Multi-purpose Centre-Phokeng, Lefaragatlhe,Kanana, Chaneng, Mafenya, Rasimone, Robega,Tsitsing, Mogajane, Maile Ext, Maile Diepkuil, Kopman, Tantanana, Mosenthal, Mabitse, Lesung


55 000 000

DC37/135/B1823/20/21 Technical & Vocational Training centre (TVET)-Chaneng, Mafenya, Rasimone, Robega


10 000 000

DC37/136/B1823/20/21 Technical High School-Luka


80 000 000

DC37/137/B1823/20/21 Makgotla Offices-Luka,Photsaneng, Thekwana, Mfidikwe, Tlapa


8 000 000

DC37/138/B1823/20/21 Community Hall-Mogajane,Chaneng


15 000 000

DC37/139/B1823/20/21 Community Early Childhood Development Centres (ECD's)-Tsitsing, Mogajane, Maile Ext, Maile Diepkuil, Kopman


30 000 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST

“R”

DC37/140/B1823/20/21 Computer School-Kopman Rustenburg Scoping Report and Designs

80 000 000

DC37/141/B1823/20/21 Additional Classrooms at Tlapa Primary


3 000 000

DC37/142/B1823/20/21 Bakery/ Confectionery-Phokeng, Lefaragatlhe


3 000 000

DC37/143/B1823/20/21 Satellite Police Station Rustenburg Feasibility Study

50 000 000

TOTAL 912 754 450

3. ELECTRICITY PROJECTS

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/144/B1823/20/21 Upgrade of electrical main sub-station and mini sub-station in Koster Town

Kgetleng rivier Development of Scoping Reports and Designs

45 000 000

DC37/145/B1823/20/21

Upgrade of electrical main sub-station and mini sub-station in Swatruggens Town


35 000 000

DC37/146/B1823/20/21 Retrofitting of street lights, high mast lights and municipal buildings


30 000 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/147/B1823/20/21 "Upgrading of the electrical infrastructure-Swartruggens – Koster”


50 000 000

DC37/148/B1823/20/21 Upgrading of existing infrastrucre and new connections and lighting

Moses Kotane Development of Scoping Reports and Designs

135 100 000

DC37/149/B1823/20/21 Installation of Public lighting in various wards 2, 3, 5, 6, 7, 8, 9, 11, 12, 13, 14, 16, 17, 18, 19, 20, 21, 22, 23, 24 and 26- 5434 Households

Moretele Development of Scoping Reports and Designs

100 000 000

DC37/150/B1823/20/21 Electrical reticulation for 185 stands

Rustenburg Development of Scoping Reports and Designs

9 200 000

DC37/151/B1823/20/21 Electricity house connections- 594HH Geelhoutpark


6 831 000

DC37/152/B1823/20/21

Electricity house connections- 6912HH Tlhabane


79 488 000

DC37/153/B1823/20/21 Electricity house connections-1347HH Meriting


15 490 500

DC37/154/B1823/20/21 Electricity house connections – 4653HH Rustenburg town and North


53 509 500

TOTAL 2 284 472 000

of 218

4. HOUSING PROJECTS

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/155/B1823/20/21 Development of 2500 houses in Reagile Township – 160 square metres

Kgetleng Development of scoping report and Designs

1 400 000 000

DC37/156/B1823/20/21 Development of 300 houses in Redirile Township – 160 square metres


168 000 000

DC37/157/B1823/20/21 Development of 1500 houses in Borelelo Township – 160 square metres


840 000 000

DC37/158/B1823/20/21 Development of 200 houses in Ratsegi township 160 square meters


112 000 000

DC37/159/B1823/20/21 Development of 100 houses in Rodeion – 160 square metres


56 000 000

DC37/160/B1823/20/21 Development of 4170 new houses within Kgetleng rivier local municipality


2 335 200 000

DC37/161/B1823/20/21 Development of 12000 housing units – 160 square meters

Moses Kotane Development of scoping report and Designs

6 720 000 000

DC37/162/B1823/20/21 Dipompong (500 units) Madibeng Development of scoping report and Designs

280 000 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/163/B1823/20/21 Letlhakaneng (500 Units) Madibeng Development of scoping report and Designs

280 000 000

DC37/164/B1823/20/21 Letlhakaneng : Mmalerato (1000 units)

Madibeng Development of scoping report and Designs

560 000 000

DC37/165/B1823/20/21 Vaalboschsloot (500 units) Madibeng Development of scoping report and Designs

2 80 000 000

DC37/166/B1823/20/21 Fafung (200 units) Madibeng Development of scoping report and Designs

112 000 000

DC37/167/B1823/20/21 Maboloka (500 units) Madibeng Development of scoping report and Designs

280 000 000

DC37/168/B1823/20/21 Jerico (500 units) Madibeng Development of scoping report and Designs

280 000 000

DC37/169/B1823/20/21 Madidi (500 units) Madibeng Development of scoping report and Designs

280 000 000

DC37/170/B1823/20/21 Mmakau ( 1500 Units) Madibeng Development of scoping report and Designs

840 000 000

DC37/171/B1823/20/21 Klipgat (1000 Units) Madibeng Development of scoping report and Designs

560 000 000

DC37/172/B1823/20/21 Hebron Madibeng Development of scoping report and Designs

840 000 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/173/B1823/20/21 Modderspuruit Mmakau (1500 units)

Madibeng Development of scoping report and Designs

840 000 000

DC37/174/B1823/20/21 Erasmus (1000 Units) Madibeng Development of Scoping report and Designs

560 000 000

DC37/175/B1823/20/21 Tlapa la wa (Damonsvile)-1000 Madibeng Development of Scoping report and Designs

560 000 000

DC37/176/B1823/20/21 Nkandla (Damanosville)-1000 Madibeng Development of Scoping report and Designs

560 000 000

DC37/177/B1823/20/21 Oukasie – Siyahlala (500 Units) Madibeng Development of Scoping report and Designs

280 000 000

DC37/178/B1823/20/21 Bapong (500 Units) Madibeng Development of Scoping report and Designs

280 000 000

DC37/179/B1823/20/21 Bapong Informal (500 Units) Madibeng Development of Scoping report and Designs

280 000 000

DC37/180/B1823/20/21 Sonop (1000 Units) Madibeng Development of Scoping report and Designs

560 000 000

DC/37/181/B1823/20/21 Block I Extension (1000 Units) Madibeng Development of Scoping report and Designs

560 000 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED

COST “R”

DC37/182/B1823/20/21 Sunway extension (1000 Units) Madibeng Development of Scoping report and Designs

560 000 000

DC37/183/B1823/20/21 Shakung (200 Units) Madibeng Development of Scoping report and Designs

112 000 000

DC37/184/B1823/20/21 Moiletswane (200 Units) Madibeng Development of Scoping report and Designs

112 000 000

DC37/185/B1823/20/21 Oukasie Ext.4 Phase 1 (50 Houses to be built)

Madibeng Development of Scoping report and Designs

28 000 000

DC37/186/B1823/20/21 Oukasie Ext.4 Phase 2 (148 Houses to be built)


82 880 000

DC37/187/B1823/20/21 Damonsvile Ext.2 (178 Houses to be built)


99 680 000

DC37/188/B1823/20/21 Mothotlung Ext.1(259 Houses to be built)


145 040 000

DC37/189/B1823/20/21 Letlhabile Block C (92 Houses to be built)


51 520 000

DC37/190/B1823/20/21 Letlhabile Block E (135 Houses to be built)


75 600 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/191/B1823/20/21 Letlhabile Block F (72 Houses to be built)


40 320 000

DC37/192/B1823/20/21 Letlhabile Block G (132 Houses to be built)


73 920 000

DC37/193/B1823/20/21 Lethabong (465 Houses to be built)


260 400 000

DC37/194/B1823/20/21 Refentse (12 Houses to be built)


6 720 000

DC37/195/B1823/20/21 Construction of RDP houses in ward 5, 9, 12, 14, 16, 17, 22, 23, 24 and 26- 12 398 households

Moretele Development of Scoping report and Designs

6 942 880 000

DC37/196/B1823/20/21 Development of 64 536 new housing units

Rustenburg Development of Scoping report and Designs

36 140 160 000

TOTAL 66 354 450 000

of 218

5. LOCAL ECONOMIC DEVELOPMENT

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/197/B1823/20/21 Rose Geranium and Lucerne Project


DC37/198/B1823/20/21 Resuscitation of existing & defunct infrastructure for cooperatives- wards 1,2,3,4 5,6,7&8

Kgetleng rivier Scoping Report and Designs

160 000 000

DC37/199/B1823/20/21 Assist existing emerging farmers and women cooperatives- ward 1,5 and 6

Kgetleng rivier Scoping Report 50 000 000

DC37/200/B1823/20/21 Bankable business plans for all LED programmes Agriculture, Mining & Tourism)


Feasibility Study 2 000 000

DC37/201/B1823/20/21 Feasibility study and development of International Convention Centre



DC37/202/B1823/20/21 Development of 64 536 new housing units

Rustenburg Development of Scoping report and Designs

36 140 160 000

DC37/203/B1823/20/21 Feasibility study for post mining All 5 Local Municipalities

Feasibility Study 500 000

DC37/204/B1823/20/21 Promotion of various industrial areas



DC37/205/B1823/20/21 Brick yard factories All 5 Local Municipalities


DC37/206/B1823/20/21 LED strategy All 5 Local Municipalities


of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/207/B1823/20/21 Investment strategy All 5 Local Municipalities

Feasibility Study 500 000

DC37/208/B1823/20/21 SMME Support through training (retail, agriculture, Tourism, small scale mining)



DC37/209/B1823/20/21 SMME Incubation Programme All 5 Local Municipalities


DC37/210/B1823/20/21 Spatial Economic Zone All 5 Local Municipalities


DC37/211/B1823/20/21 Integrated SMME Database All 5 Local Municipalities


DC37/212/B1823/20/21 Training for small scale mining All 5 Local Municipalities


DC37/213/B1823/20/21 Sewing projects All 5 Local Municipalities


DC37/214/B1823/20/21 Tourism Master Plan All 5 Local Municipalities


DC37/215/B1823/20/21 Marketing/ Brand management Strategy



DC37/216/B1823/20/21 Tourism information node All 5 Local Municipalities


DC37/217/B1823/20/21 Support for tourism establishments



DC37/218/B1823/20/21 Tourism routes All 5 Local Municipalities


DC37/219/B1823/20/21 Agricultural marketing hubs All 5 Local Municipalities


DC37/220/B1823/20/21 Capacity building & Support for cooperatives



of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/221/B1823/20/21 Development of land care plan for the district



DC37/222/B1823/20/21 Livestock Improvement Programme



DC37/223/B1823/20/21 Linkage to commercial farming All 5 Local Municipalities


DC37/224/B1823/20/21 Agricultural school gardens (All schools)



DC37/225/B1823/20/21 Establishment of Agro- processing hubs



DC37/226/B1823/20/21 Development of distribution network for small scale farmers



DC37/227/B1823/20/21 Food security programmes for needy households



TOTAL 979 500 000

of 218

6. ROADS PROJECTS

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/228/B1823/20/21 Resealing of roads Moretele Feasibility Study 25 672 060

DC37/229/B1823/20/21 Construction of roads Moretele Feasibility Study 3 965 775 000

DC37/230/B1823/20/21 Master plan Kgetleng rivier Development of Scoping Report and the Master Plan

1 500 000

DC37/231/B1823/20/21 Upgrade of internal roads in Reagile

Kgetleng rivier Development of Scoping Report and Designs

40 000 000

DC37/232/B1823/20/21 Upgrade of storm water systems within Kgetleng


45 000 000

DC37/233/B1823/20/21 Upgrade of internal roads in Mazista


40 000 000

DC37/234/B1823/20/21 Rehabilation of internal roads in Koster town


25 000 000

DC37/235/B1823/20/21 Development of distribution network for small scale farmers



DC37/236/B1823/20/21 Food security programmes for needy households



DC37/237/B1823/20/21 Rehabilation of internal roads in Swatruggens town


35 000 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/238/B1823/20/21 Rehabilation of internal roads in Borolelo township


20 000 000

DC37/239/B1823/20/21 Upgrade of internal roads in Redirile township


15 000 000

DC37/240/B1823/20/21 Upgrade of internal roads in Derby township


5 000 000

DC37/241/B1823/20/21 Construction of tarred or paved roads. Blading of roads as routine maintenance.-Ratsagae, Magokgoane, Redirele


200 000 000

DC37/242/B1823/20/21 Storm water drainage in Borolelo


10 000 000

DC37/243/B1823/20/21 Bus Route Infrastructure -162km


Development of Scoping Report and Feasibility Study

275 500 000

DC37/244/B1823/20/21

Non-Motorised Transport- 105km



84 720 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/245/B1823/20/21 175 Bus Shelter Infrastructure All 5 Local Municipalities


8 022 000

DC37/246/B1823/20/21 Multi-nodal facilities and ranks All 5 Local Municipalities


90 881 450

DC37/247/B1823/20/21 Rehabilitation of Mogwase Internal Roads

Moses Kotane Development of Scoping Report and Designs

90 000 000

DC37/248/B1823/20/21 Eradication of 2148km backlog of road network internal roads

Moses Kotane Development of Scoping Report and Feasibility Study

8 592 000 000

DC37/249/B1823/20/21 Rehabilitation of Madikwe Internal Roads and Stormwater


35 000 000

DC37/250/B1823/20/21 Eradication of 3867km backlog of road network on provincial roads


23 202 000 000

DC37/251/B1823/20/21

Mothotlung Bus route Madibeng Development of Scoping Report and Feasibility Study

20 000 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/252/B1823/20/21 Eradication of 1619km of unpaved roads in various wards

Madibeng Development of Scoping Report and Feasibility Study

8 095 000 000

DC37/253/B1823/20/21 Wards 2, 3, 4, 5, 8, 10, 11, 12, 14, 15, 17, 18, 19, 20, 21, 22 & 26-12 398 households

Moretele Development of Scoping Report and Feasibility Study

1 673 730 000

DC37/254/B1823/20/21 Roads and Stormwater 10 km at Luka and Mogono

Rustenburg Development of Scoping Report and Designs

59 000 000

DC37/255/B1823/20/21 Roads and Stormwater, 6km at thekwane


35 000 000

DC37/256/B1823/20/21 Roads and Stormwater, 6km at mfidikwe


35 000 000

DC37/257/B1823/20/21 Roads and Stormwater, 12km at phokeng


70 800 000

DC37/258/B1823/20/21 Roads and Stormwater, 6km at Tlapa


35 000 000

DC37/259/B1823/20/21 Roads and Stormwater, 6km at Mamerotse


35 000 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/260/B1823/20/21 Roads and Stormwater, 6km at Tlatseng


35 000 000

DC37/261/B1823/20/21 Roads and Stormwater, 4km at Maile Diepkuil


23 600 000

DC37/262/B1823/20/21 Reconstruction of roads: Chaneng to Mafenya road, 4km


23 600 000

DC37/263/B1823/20/21 Reconstruction of roads: Mogono N4 road to Sun City, 11km


64 900 000

DC37/264/B1823/20/21 Storm water reticulation in Phokeng


40 000 000

DC37/265/B1823/20/21 Tshwara Pedestrian bridge Rustenburg Development of Scoping Report and Designs

20 000 000

DC37/266/B1823/20/21 Rustenburg RRT Project Rustenburg Construction 1 500 000 000

TOTAL 48 571 600 510

of 218

7. SANITATION

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/267/B1823/20/21 Rietfontein Waste Water Treatment

Kgetleng rivier Development of Scoping Report, Feasibility Study

57 000 000

DC37/268/B1823/20/21 Sewer outfall line from Refentse to Rietfontein


30 000 000

DC37/269/B1823/20/21 New Koster Waste Water Treatment Works


110 000 000

DC37/270/B1823/20/21 Construction of a new sewer internal reticulation network-Swartruggens


25 000 000

DC37/271/B1823/20/21 Refurbishment of sewer pump stations-Reagile


4 000 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/272/B1823/20/21 "Construction of VIP toilets-Magokgoane, Moedwil/Ratsagae”


2 000 000

DC37/273/B1823/20/21 Upgrading of Mogwase WWTW from 4ml/d to 10Ml/d


55 000 000

DC37/274/B1823/20/21 Rural Sanitation Programme in Various Villages-43506 Households


326 295 000

DC37/275/B1823/20/21 Afsaal Septic Tanks Madibeng Development of Scoping Report and Designs

289 340

DC37/276/B1823/20/21 Rietfontein Wastewater Treatment plant

Madibeng Development of Scoping Report and Designs

57 000 000

DC37/277/B1823/20/21 Letlhabile Waste Water Treatment Plant


11 000 000

DC37/278/B1823/20/21 Brits Wastewater Treatment Plant


5 500 000

DC37/279/B1823/20/21 Mothotlung Waste Water Treatment Works


11 000 000

DC37/280/B1823/20/21 Xanadu Pump Station Madibeng Development of Scoping Report and Designs

1 100 000

DC37/281/B1823/20/21 Yacht Club Pump Station Madibeng Development of Scoping Report and Designs

800 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/282/B1823/20/21 Elandsrand Pump Station X 4 Madibeng Development of Scoping Report and Designs

1 200 000

DC37/283/B1823/20/21 Brits Small Pump Stations X 12 Madibeng Development of Scoping Report and Designs

3 600 000

DC37/284/B1823/20/21 Damonsville Pump Station Madibeng Development of Scoping Report and Designs

300 000

DC37/285/B1823/20/21 Lethlabile Pump Station/ Block I Madibeng Development of Scoping Report and Designs

300 000

DC37/286/B1823/20/21 Eradication of sanitation backlogs of 93938 households


4 696 900 000

DC37/287/B1823/20/21 Wards 4, 6, 7, 10, 11, 16, 17, 18, 19, 21, 22, 33408 households

Moretele Development of Scoping Report and Designs

1 670 400 000

DC37/288/B1823/20/21 Construction of internal sewerage connection for 3500 units in Mmotla

Moretele Feasibility Study

54 337 500 000

DC37/289/B1823/20/21 Upgrading of Swartdam Wastewater Treatment Works


40 000 000

DC37/290/B1823/20/21 Upgrading of Motla Sewer Reticulation


15 000 000

of 218

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE


DC37/291/B1823/20/21 Mathibestad Sewer and Water Reticulation


20 000 000

DC37/292/B1823/20/21 Construction of 5000 sanitation units in various wards


40 000 000

DC37/293/B1823/20/21 Regional Sewer Plant and Bulk Line, Chaneng, Phokeng and Luka

Rustenburg Development of Scoping Report, Feasibility Study

345 000 000

DC37/294/B1823/20/21 Sewer reticulation, Chaneng, Phokeng and Luka


947 000 000

DC37/295/B1823/20/21 Photsaneng/Mfidikwe Bulk Sewer Line


28 000 000

DC37/296/B1823/20/21 Eradication of 36 047 households with sanitation connections

Development of Scoping Report and Designs

1 802 350 000

TOTAL 10 191 034 340

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8. WATER PROJECTS

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST

“R”

DC37/297/B1823/20/21 Bulk raw water supply system from the Koster Dam to the Koster WTW

Kgetleng rivier Development of Scoping report, Feasibility Study and Design Development

16 000 000

DC37/298/B1823/20/21 1.2 ML Steel Reservoir in Witrand

Kgetleng rivier Development of Scoping report and Design Development

6 000 000

DC37/299/B1823/20/21 Configure the pipe network Kgetleng rivier Development of Scoping report and Design Development

19 000 000

DC37/300/B1823/20/21 Replacement of AC pipelines Kgetleng rivier Development of Scoping report and Design Development

55 000 000

DC37/301/B1823/20/21 Installation of water meters Kgetleng rivier Development of Scoping report and Design Development

20 000 000

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PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST

“R”

DC37/302/B1823/20/21 Development of groundwater supply system

Kgetleng rivier Development of Scoping report and Feasibility Study

21 000 000

DC37/303/B1823/20/21 Upgrading of Swartruggens water plant and cleaning of the dam

Kgetleng rivier Development of Scoping report and Feasibility Study

200 000 000

DC37/304/B1823/20/21 Augmentation refurbishment of boreholes in Derby & Redirile

Kgetleng rivier Development of Scoping report, Feasibility Study and Design Development

10 000 000

DC37/305/B1823/20/21 Construction of reservoir Extension 8, which will accommodate 1700 households.

Kgetleng rivier Development of Scoping report and Design Development

8 000 000

DC37/306/B1823/20/21 Upgrading of Pella Water Works from 1.4 Ml/d to 5Ml/d

Moses Kotane Development of Scoping report and Design Development

60 000 000

DC37/306/B1823/20/21 Upgrading of Madikwe Water Works from 4Ml/d to 8Ml/d


30 000 000

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PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST

“R”

DC37/307/B1823/20/21 Replacement of Aged Water Infrastructure (Mogwase)


45 000 000

DC37/308/B1823/20/21 Replacement of Aged Water Infrastructure (Madikwe)


18 000 000

DC37/309/B1823/20/21 Extending bulk water supply from Mabeskraal to Uitkyk


85 000 000

DC37/310/B1823/20/21 Water reticulation and bulk augmentation (Manamakgotheng Area) New Section


35 000 000

DC37/311/B1823/20/21 Testing and commissioning of boreholes, storage tanks and bulk water lines to 69 villages


583 060 400

DC37/312/B1823/20/21 Development of Molatedi Dam as a Bulk Water Supply Scheme

Moses Kotane Development of Scoping report, Feasibility Study and Design Development

1 500 000 000

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PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST

“R”

DC37/313/B1823/20/21 Madidi bulk water supply Madibeng Development of Scoping report, Feasibility Study and Design Development

60 000 000

DC37/314/B1823/20/21 Augmentation of water supply by boreholes

Madibeng Development of Scoping report, Feasibility Study and Design Development

100 000 000

DC37/315/B1823/20/21 Upgrading of Brits Water Works Madibeng Construction Stage

320 000 000

DC37/316/B1823/20/21 Development of Klipvoor dam as a bulk water scheme-217 394 Households


500 000 000

DC37/317/B1823/20/21 Cleaning of Hartebeespoort Dam


350 000 000

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PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST

“R”

DC37/318/B1823/20/21 Klipdrift bulk water supply- Moretele South

Moretele Development of Scoping report, Feasibility Study and Design Development

260 000 000

DC37/319/B1823/20/21 Wards 1, 2, 5, 7, 14, 15, 16, 17, 20 to 26 water supply- 14016 households


700 800 000

DC37/320/B1823/20/21 Development of Klipvoor dam as a Bulk Water Supply Scheme


500 000 000

DC37/321/B1823/20/21 Madubu bulk supply line Rustenburg Development of Scoping report and Design Development

8 600 000

DC37/322/B1823/20/21 Kgale East bulk supply line Rustenburg Development of Scoping report and Design Development

5 400 000

DC37/323/B1823/20/21 Kgale West bulk supply line Rustenburg Development of Scoping report and Design Development

5 400 000

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PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST

“R”

DC37/324/B1823/19/20 Kanana Booster Pump Rustenburg Development of Scoping report and Design Development

8 000 000

DC37/325/B1823/19/20 Luka/Mogono Bulk water line Rustenburg Development of Scoping report and Design Development

28 000 000

DC37/326/B1823/19/20 Eradication of 27 191 households with water connection

Rustenburg Development of Scoping report and Design Development

1 359 550 000

TOTAL 6 916 810 400

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9. SPATIAL PLANNING, LAND USAGE AND INSTITUTIONAL DEVELOPMENT

PROJECT NUMBER

PROJECT LOCAL

MUNICIPALITY

DELIVERABLE

ESTIMATED COST

“R”

DC37/327/B1823/20/21 SPLUMA Implementation All 5 local municipalities

Implementation Report

10 000 000

DC37/328/B1823/20/21 SDF Implementation All 5 local municipalities

Implementation Report

10 000 000

DC37/329/B1823/20/21 Spatial Planning awareness sessions

All 5 local municipalities

Report 500 000

DC37/330/B1823/20/21 Review of Budget and IDP


Reviewed IDP and Budget

2 000 000

DC37/331/B1823/20/21 Strategic Planning Cessions


District Strategic Planning Report

1 000 000

DC37/332/B1823/20/21 IDP awareness sessions


Report 2 000 000

TOTAL 25 500 000

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SECTION 3: IDP PLANNING PROCESS

THE PLANNING PROCESS The Integrated Development Planning (IDP) Process is a process through which

Municipalities prepare strategic development plans for a five-year period. An IDP is one

of the key tools for Local Government to cope with its developmental role and seeks to

arrive at decisions on issues such as Municipal budgets, land management, promotion

of local economic development, and institutional transformation in a consultative,

systematic and strategic manner.

According to the Municipal Systems Act (MSA) of 2000, all municipalities have to

undertake a process to produce IDP’s. As the IDP is a legislative requirement it has a

legal status and it supersedes all other plans that guide development at local government

level.

The budget is the annual plan in Rands and cents that sets out the amounts each

Department can spend on specific pre-determined items. The legislation governing the

drawing up of the budget is the Municipal Finance Management Act (No. 56 of 2003).

The relevant Sections of the Act setting out the different timeframes are as follows:

Section 21(1)(b) – The Mayor must at least 10 months before the start of the budget year

1 September table in the Council a time schedule outlining key deadlines for:-

(i) The preparation, tabling and approval of the annual budget;

(ii) The annual review of:-

a) The integrated development plan in terms of section 34 of the Systems Act and

the budget related policies

(iii) The tabling and adoption of any amendments to the integrated development plan and

the budget related policies.

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Section 16(2) – The Mayor must table the annual budget at a Council meeting at least 90

days before the start of the budget year. Section 24(1) – The Council must at least 30

days before the start of the budget year (1 June) consider approval of the annual budget.

Section 24(2) (a) – The annual budget must be approved before the start of the budget

year (1 July).

The Municipal Finance Management Act provides for an adjustment budget which is a

review of the current budget and would normally take place mid-way through the budget

cycle i.e. December or January.

Figure 1: Abridged IDP Process

The function of the District IDP Framework is to ensure that the process of the district IDP

and local IDP’s are mutually linked and can inform each other ensuring co-operative

governance as contained in section 41 of the Constitution.

Quarter 1: Framework & Process Plan developed &

approved by Council

Quarter 2: IDP Rep Forums convened; Preliminary Drafts of IDP document developed

Quarter 3: Annual Report tabled, s 72 Report &

Adjustment Budgets tabled & approved by Council;

Quarter3: Drafts IDP/Budget tabled before Council

Quarter 4: IDP Rep Forums & Internal consultations on

Drafts IDP & Budgets;

Quarter 4: Consultations with Stakeholders, and

approval of IDP & Budget

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The District IDP Framework is a co-ordination tool for the district to ensure that

interrelated parallel planning processes within the district are coordinated to obtain

maximum benefit for the district as a whole.

Various processes within the IDP should be smoothly interlinked to ensure optimal

effectiveness as well as ensure this agreement on joint time frameworks that need

to be reached between the various local municipalities and the district municipality.

The District Municipality is in charge of the District IDP Framework, which has to be

agreed upon by all local municipalities and will be used by the local municipalities in

finalising their Process Plans.

The District Municipality will, through inter-municipal IDP Management Committee

(MC) monitor the compliance of the actual IDP process of all municipalities with the

District IDP Framework. This will ensure that the District Municipality will be in a

position to undertake corrective action in time if a Local Municipality fail to adhere to

the District IDP Framework and the timeframes contained therein.

Each Local Municipality will, however, be responsible for monitoring its own process

plan and ensure that the Framework Plan is being followed as agreed:

Rustenburg;

Kgetleng Rivier;

Moretele;

Madibeng; and

Moses Kotane

Each municipality has an IDP Manager to steer the local IDP process within that

municipality.

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ROLES AND RESPONSIBILITIES OF VARIOUS KEY ROLE PLAYERS

The main roles and responsibilities allocated to each of the internal and external role

players relating specifically to the IDP Review Process are set out in the table below.

COUNCIL

Make final decisions

Consider and adopt process plan

Consider, adopt and approve the IDP/Budget before

the start of the financial year

Approves unforeseen and unavoidable expenses

EXECUTIVE

MAYOR

Manage the drafting of the IDP review.

Assign responsibilities in this regard to the Municipal Manager.

Submit the District framework plan and process plan to the Council for adoption;

Submit the draft reviewed IDP to the Council for adoption and approval;

The responsibility for managing the draft of the IDP is assigned to the office of the Municipal Manager;

MUNICIPAL

MANAGER

Municipal Manager has the following

responsibilities, that are assigned to the official

responsible for IDP

Preparation of the process plan;

Day to day management and coordination of the

IDP process in terms of the time, resources and

people, and ensuring: The involvement of all

relevant role-players, officials especially

management officials.

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MUNICIPAL

MANAGER

Municipal Manager has the following

responsibilities, that are assigned to the official

responsible for IDP

Preparation of the process plan;

Day to day management and coordination of the

IDP process in terms of the time, resources and

people, and ensuring: The involvement of all

relevant role-players, officials especially

management officials.

IDP MANAGER

Day to day management of the IDP process. Co-

ordination and facilitation of IDP Review Process.

IDP/BUDGET

STEERING

COMMITTEE

Assist and support the Municipal Manager/ IDP Manager

Information ‘GAP’ identification.

Oversee the alignment of the planning process internally with those of the local municipality areas.

MUNICIPAL

OFFICIALS

Provide technical/sector expertise.

Receive sector plans through Office of the Premier

and consolidate into the IDP report.

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Planning Professionals/

ALIGNMENT WITH NATIONAL AND PROVINCIAL POLICY CONTEXT

The development challenges facing government in general and municipalities in particular

requires alignment of plans in order to support the goals of government of eradicating

poverty, unemployment and inequality. In this section Bojanala Platinum District

Municipality highlight the plans that the district municipality and its constituent local

municipalities must align to respond to the national planning imperatives.

National Development Plan

The National Development Plan is a direct response to the finding of the Commission’s

Diagnostic Report, released in June 2011, which among others found that as a country,

South Africa is still faced with serious challenges, which affect the government capacity

to deliver on its promise of a better life for all. The Commission’s findings on the

government’s shortcomings include:

Too few people work

The quality of school education for black people is poor

Infrastructure is poorly located, inadequate and under-maintained

SECTOR

DEPARTMENTS

Provide sector information.

Alignment of budgets with the IDP.

Provide sector budget.

Provide professional and technical support.

IDP REP FORUM

Representing stakeholder interest and contributing knowledge and ideas into the IDP.

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Spatial divides hobble inclusive development

The economy is unsustainably resource intensive

The public health system cannot meet demand or sustain quality

Public services are uneven and often of poor quality

Corruption levels are high

South Africa remains a divided society.

In order to reverse the negative impact of these challenges the National Development

Plan set-out objectives and targets to be achieved by all institutions involved in planning

in both the public and private sectors.

The plan covers a range of activities ranging from the social cohesion, to the economy,

environment and spatial planning. With specific reference to rural and urban planning and

development the NDP set out the following objectives:

Table 4: NDP Goals for Urban and Rural Development:

Urban Areas Rural Area

Upgrading of informal settlements;

Urban densification within existing

urban fabric and along development

corridors;

Extensive provision and prioritisation

of public transport; Job creation and

urban renewal in former township

areas;

Diverse range of subsidised housing

typologies and densities, and

focusing on filling

The housing “gap market” in terms of

bonded housing.

Spatial consolidation of rural

settlements to increase densities and

enhance

Sustainability; Innovative (green),

targeted and coordinated

infrastructure delivery;

Prioritise rural development along

mobility corridors and at strategic

intersections;

Rural nodal development and

revitalisation of small towns;

Diversification of rural economy

towards mining, tourism and local

business.

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As a predominantly rural area, Bojanala Platinum District Municipality will respond

adequately to the directives above to ensure that the rural areas are turned into vibrant

economies, while urban development is also supported.

Outcome Approach

From the development focus of the MTSF the government has derived twelve outcome

areas that set the guidance for more results-driven performance. The TWELVE KEY

OUTCOMES that have been identified and agreed to by the Cabinet are:

1. Improved quality of basic education

2. A long and healthy life for all South Africans

3. All people in South Africa are and feel safe

4. Decent employment through inclusive economic growth

5. A skilled and capable workforce to support an inclusive growth path

6. An efficient, competitive and responsive economic infrastructure network

7. Vibrant, equitable and sustainable rural communities with food security for all

8. Sustainable human settlements and improved quality of household life

9. A responsive, accountable, effective and efficient local government system

10. Environmental assets and natural resources that are well protected and

continually enhanced

11. Create a better South Africa and contribute to a better and safer Africa and word

12. An efficient, effective and development oriented pubic service and an

empowered, fair and inclusive citizenship

Out of the outcomes above, Outcome 9 is closest to local government. In order to

achieve the vision of a “Responsive, accountable, effective and efficient local

government system”, seven outputs have been identifies and are as follows”

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Table 5: Government's Outcomes

In addition, the IDP also considers the emerging national and provincial long term

strategic plans as encapsulated in the National Development Plan.

Nine (9) Point Plan

The nine point plan was announced during the 2015 state of the Nation Address by

President Jacob Zuma as part of the government’s strategy to implement the NDP.

Among others the nine point plan focus on critical areas such as energy, tourism,

agriculture, boosting SMMES, science and technology, industrialisation and transport.

The components of the nine point plan include:

a) Resolving the energy challenge

b) Revitalising agriculture and the agro-processing value chain

c) Advancing beneficiation or adding value to the mineral wealth

d) More effective implementation of a higher impact Industrial Action Policy Action

Plan (IPAP)

e) Encouraging private-sector investment

f) Moderating workplace conflict

g) Unlocking the potential of SMMEs, cooperatives, townships and rural enterprises

Outputs for Outcome 9

Output 1: Implement a differentiated approach to municipal financing, planning and

support

Output 2: Improving access to basic services

Output 3: Implementation of the Community Work Programme

Output 4: Actions supportive of the human settlement outcome

Output 5: Deepen democracy through a refined Ward Committee Model

Output 6: Administrative and financial capability

Output 7: Single window of coordination

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h) State reform and boosting the role of state-owned companies, science, technology

and innovation, information and communications technology infrastructure or

broadband roll-out, water, sanitation and transport infrastructure

i) Operation Phakisa, which is aimed at growing the ocean economy and other

sectors

Although the nine point plan is led by national departments, the local government, as the

sphere closest communities play an important role in its realisation, hence the need for

the IDP to take cognisance of the plan.

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SECTION 4: GOVERNANCE AND INSTITUTIONAL ARRANGEMENTS

This section covers how the municipality’s council structures are arranged to facilitate

seamless service delivery and at the same time promoting accountability and good

governance.

Bojanala Platinum District Municipality is a category C municipality, with five local

municipalities in its area of jurisdiction. The district council is a mayoral executive type of

municipality, which is headed by the Executive Mayor.

This chapter reflects the district municipality’s governance model with details on the roles

and responsibilities of its various political and administrative structures.

District Governance Model

The district’s governance structure is made up of the political and administrative wings.

The two wings of Council exist as separate and distinctive parts, but they are all

complementary and inter-dependent. The role of council is legislative and oversight, while

the administrative wing is responsible for the day to day running of the business of the

municipality.

Bojanala Platinum District Municipality regards a good working relationship between the

administration and the politicians as a prerequisite for the management of the interface

between the two structures. The roles of each structure are clearly defines and conflicts

or turf wars do not surface.

The diagram below illustrates the governance and accountability relationships between

the political and administrative structures within Bojanala Platinum District Municipality.

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Council’s Political Structure

Council

The municipal council is responsible for ensuring that the municipality performs its

mandate as contained in section 152 of the constitution. The council also plays a

legislative and oversight role over the administration, which include but is not limited to:

Pass by-laws

Approve the IDP and budgets and development plans

Impose rates and other taxes

Charge service fees

Impose fines

Borrow money

Appoint staff

The current council of Bojanala Platinum District Municipality is constituted by seventy

(70) Councillors, who were elected and sworn-in in August 2016. The following political

parties are represented in the district council:

African National Congress (39),

Economic Freedom fighters (16),

Community

Council

Executive Mayor

Municipal Manager

Administration

Po

licy a

nd

Dire

ctio

n

Acco

un

tab

ility

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Democratic Alliance (12)

African Independent Congress (1)

Forum 4 Service Delivery (3)

Of the 70 councillors in council, 28 were directly elected, while 42 were seconded from

the five local municipalities as reflected in the table below:

Municipality Number

BPDM 28

Rustenburg Local Municipality 16

Madibeng Local Municipality 13

Moretele Local Municipality 5

Moses Kotane Local Municipality 7

Kgetleng Rivier 1

In line with section 81 of the Municipal Structures Act, 1998, which provides for the

participation of recognised Traditional Leaders in municipal councils, Bojanala Platinum

District Municipality has 10 Traditional Leaders who serve in its council. The Traditional

Leaders do not have the power to vote.

Executive Mayor

The Executive Mayor of Bojanala Platinum District Municipality is Councillor Fetsang

Molosiwa, who was elected by the majority of councillors at the first sitting of the current

council, held on 26th August 2016. The role and functions of the Executive Mayor are

contained in section 56 of the Municipal Structures Act and Chapter 7 of the MFMA. A

brief summary of these powers and functions of the Executive Mayor include:

Identify the needs of the municipality and recommend to Council strategies,

programmes and services to address such needs;

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identify and develop criteria for the evaluation of strategies, programmes and services

implemented to address needs of the municipality;

evaluate progress against key performance indicators;

review the performance of the municipality in terms of its:

o economy, efficiency and effectiveness;

o credit control and debt collection efficiency;

monitor the management of Administration;

oversee the sustainable provision of services to communities;

reports annually on the involvement of communities and community organisations in

the affairs of the municipality;

Gives attention to the public views and report on the effect of consultation on the

decisions of council.

providing general political guidance of the fiscal and financial affairs of the

municipality;

monitoring and overseeing the performance of the Accounting Officer taking all

reasonable steps to ensure the municipality performs its Constitutional and statutory

functions

report quarterly to council on the implementation of the budget and the financial state

of affairs of the municipality;

performing any other powers and duties that me be delegated by Council;

Council may from time to time delegate powers and functions to the Executive Mayor.

The Executive Mayor may also delegate some of her functions to the accounting officer

or to members of the Mayoral Committee in line with council’s Delegations of Authority.

Speaker

The speaker of council is Councillor, Emma Tanke. The role of the Speaker is to preside

over the meetings of council in line with the Municipal Structures Act and council’s rules

of order. Other responsibilities of the Speaker include to enforce the Code of Conduct

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and to provide information and recommendations to the Municipal Council with respect to

the role of Council; and

Council or the Executive Mayor may also delegate some functions to the speaker in line

with the municipality’s delegation of powers.

Council Single Whip

The Single Whip, Councillor Patrick Tlhapi is responsible for maintaining order and

discipline among councillors and for the creation of a multiparty platform for interaction in

council. The single-whip performs his functions in close cooperation with the Speaker.

Mayoral Committee

The members of the Mayoral Committee are appointed by the Executive Mayor from

among the members of the council. The Mayoral committee consists of the Executive

Mayor, and ten (10) members. The role of the Mayoral Committee is to assist the

Executive Mayor in the execution of her duties. Since members of the Mayoral Committee

serve at the prerogative of the Executive Mayor, the Executive Mayor also has the power

to dismiss a member from the Mayoral Committee.

Section 79 Committees

Section 79 committees are established by council in terms of section 79 of the Municipal

Structures Act. The committees are primarily established to assist council in performing

its oversight role. Bojanala Platinum District Municipality has established the Municipal

Public Accounts Committee.

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Portfolio committees

The Executive Mayor has established the following committees (Portfolio Committee) in

terms of Section 80 of the Local Government: Municipal Structures Act No. 117 of 1998.

The role of these committees is to assist the Executive Mayor in the performance of her

function of playing oversight over the administration. Each of the portfolio committees is

headed by a councillor, who is a member of the Mayoral Committee. The list of the

portfolio committees and their chairpersons is reflected in the table below:

Table 6: List of Committees and Chairpersons

Name of Committee Chairperson

IDP, PMS & Public Participation Cllr Nicholas Rakolle

Gender, HIV/AIDS, Youth & Disability (Special

Projects) Cllr Lucky Malope

Budget & Treasury Cllr Violet Maluleka

Sport, Arts and Culture Cllr Vincent Moche

Corporate Support Services Cllr Matshidiso Papa

Local Economic Development Cllr Lucky Moate

Agriculture & Rural Development Cllr Dotty Tlabyane

Technical Services Cllr Lucky Madiba

Community Development Services Cllr Jacob Kgarimetsa

Health & Environmental Services Cllr Berverly Mantsho

Political Party Whips

Party Whips are representatives of all the political parties represented in the council of

the district municipality. The whips are responsible for managing party representatives in

council and for the coordination of the relationship of different political parties.

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Table 7: Political Parties Whips

Political Party Whip

African National Congress Cllr Patrick Tlhapi

Democratic Alliance Cllr Claudina Mmolotsi

Economic Freedom Fighters Cllr Golden Makhanya

Forum 4 Service Delivery Masego Kodisang

Administrative Structure

As a municipality, the administrative wing of council is led by the municipal manager who

is responsible for the day to day running of council. The main offices of the district

municipality are based in Rustenburg with satellite offices in different parts of the district

as reflected in the table below.

The municipal manager is assisted by a team of senior managers who are heads of

departments. The names of the municipality’s head of departments is reflected in the table

below:

Table 8: Senior Managers

Senior Manager Designation/Status Department

Desire Tlhoaele Acting Municipal Manager Office of the Municipal Manager

Gladys

Mahlangu

Director Community Development Services

Amos Khumalo Director Technical Services

Morena

Mofokeng

Acting Chief Financial

Officer

Budget & Treasury Office

Amos Khumalo Acting Director Corporate Support Services

Beauty

Makganye

Director Economic Development, Tourism,

Agriculture & Rural Development

Tshepo Lenake Director Health & Environmental Services

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Table 9: Location of Municipal Offices

Name of Offices Location Department

Main building Rustenburg

CBD

Office of the Executive Mayor

Office of the Speaker

Office of the Single Whip

Budget and Treasury

Office of the Municipal Manager

White Building Rustenburg

CBD

Communications Unit

IDP unit

Steen Street Rustenburg

CBD

Technical Services

Economic Development, Tourism, Agriculture

and Rural Development(EDTAR)

Sports, Arts & Culture

Disaster

Management

Centre

Rustenburg

CBD Disaster Management unit

Heystek Street Rustenburg

CBD

Corporate Support Services

Health and Environmental Services

Community Development Services

Kgetleng Fire

Services Koster Community Development Services

Mogwase Fire

Services Mogwase Community Development Services

Moretele Fire

Services Makapanstad Community Development Services

Moses Kotane

Municipal Health Mogwase Health and Environmental Services

Kgetleng Rivier

Municipal Health Koster Health and Environmental Services

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Moretele Municipal

Health Mathibestad Health and Environmental Services

Madibeng

Municipal Health Brits Health and Environmental Services

There are 305 employees in Bojanala Platinum District Municipality, who are based at

different offices throughout the district. On the labour relations front, employees are

represented by two major unions which are South African Municipal Workers Union and

Independent Municipal Allied Trade Union. Currently, the majority of workers are

registered with the South African Municipal Workers Union.

District Key Performance Areas and Objectives

The objectives represent the link between the strategy and the operations. Through the

objectives the vision, mission and priorities are cascaded and operationalised to enable

monitoring and continuous reporting. These objectives are derived from the 2017/2021

IDP but due to their long term nature, they are still relevant to focusing the municipality

on critical areas that will expedite service delivery and improve the quality of lives of the

people of the district.

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The objectives covers all the functions performed by the municipal department, including

those that have not been optimally performed.

Key

Performance

Area

Objectives

Bas

ic S

erv

ice D

eliv

ery

Provide Municipal Public Transport Planning

Provide Fire Fighting Service

Provide Disaster Risk Management Services

Facilitate the provision of basic municipal services.

Facilitate the provision of electricity and lighting

Facilitate the maintenance of roads

Facilitate the provision of Solid Waste Management Services

Promote the protection of the environment

Provide Municipal Health Services

Mu

nic

ipa

l T

ran

sfo

rma

tio

n &

Org

an

isa

tio

na

l D

ev

elo

pm

en

t

Promote Skills Development

Achieve Employment Equity

Recruit and Retain Staff

Ensure organisational alignment

Achieve Positive Employee Climate

Implement shared services

Strengthen Integrated development Planning

Improve Performance Management

Provide Occupational Health and Safety

Provide fleet management services

Provide One Office building for all BPDM Employees

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Lo

ca

l E

co

no

mic

Dev

elo

pm

en

t

Promote agriculture

Support Enterprise Development

Promote Rural Development

Promote Enterprise Development

Support Tourism and Marketing development

Support Job Creation initiatives

Mu

nic

ipa

l

Fin

an

cia

l V

iab

ilit

y

& F

ina

nc

ial

Ma

na

ge

me

nt

Promote sound financial governance

Promote technology efficiency

Promote Accountability

Manage Assets

Provide integrated SCM service

Go

od

Go

ve

rna

nc

e

& C

om

mu

nit

y

Pa

rtic

ipa

tio

n

Promote good governance

Promote stakeholder participation

Facilitate and Support Municipal Ward Committees and Community

Development Workers

Achieve Clean Audit

Provide Risk Management Services

Operational Strategies

The strategy choices that BPDM has adopted are informed by the need to cleanse as well

as reshape its place in the firmament of local government. Further, understanding its

legislated role, inclusive of the powers and functions assigned to it, a Macro

Environmental Analysis has been conducted to guide its strategy choices. The

operational strategies create a link between the key performance areas, the objectives

and programme and projects, as listed below:-

of 218

Basic Service Delivery and Infrastructure Investment Strategies

Objectives Projects Allocation (R’000)

2020/21 2021/22 2022/2023

Provide Municipal

Public Transport

Planning

Transport Programme 0 0 0

Rural Asset Management Grant 2 383 2 515 2 660

Community Safety Programme 0 264 278

Provide Fire Fighting

Service

Capacity Building x 3 fire stations 0 472 497

Provision of uniform & PPE x 3

Fire stations

200 1 169 1 229

Support to FPAs x 3 fire stations 0 159 168

Radio Communications 200 1 127 1 188

Replacement of equipment 0 912 962

BA Cylinder tests 50 333 351

Boreholes 0 84 89

Vehicle skid unit 0 1 335 1 407

Fire fighters development &

training

0 212 213

of 218


Objectives Projects

Allocation (R’000)

2020/21 2021/22 2022/2023

Provide Disaster Risk

Management Services

Risk Assessment 0 59 63

Capacity Building 0 564 594

Disaster Interventions 0 3 470 3 657

Education & Awareness 0 242 256

Radio Licences 0 0 0

Geographic Information Systems 0 0 0

Facilitate the provision

of basic municipal

services.

Water Related Projects 0 0 0

Sanitation Programme 0 0 0

Community facilities 0 317 334

Facilitate the

maintenance of roads

Roads Programme 0 211 223

Provide Municipal

Health Services

Indigents burials 0 0 0

Burial of Paupers 250 106 0

Food & Water samples testing 0 211 223

Municipal Health Programmes 0 348 367

of 218


Objectives Projects


2020/21 2021/22 2022/2023

Facilitate the provision of

Waste Management

Programmes

Waste Management Programmes 0 339 358

Waste Resources recovery 0 384 404

Promote the protection of the

environment

Roll out of Air quality management

programme 0 329 347

Environmental Education &

Awareness 0 422 445

Environmental rehabilitation 0 422 445

Climate Change 0 335 353

Biodiversity 0 352 371

Promote Sport, Arts &

Culture

Support sport 0 776 818

Provision of basic sport equipment 0 311 328

Arts & Culture support 0 356 364

of 218

Municipal Financial Viability and Management Strategies

Objectives Projects


2020/21 2021/22 2022/2023

Promote sound financial

governance

mSCOA Projects 0 317 335

Management of FMG 1 400 1 700 1 900

Maintenance of Financial

Systems

0 768 810

Audit Fees 4 000 4 224 4 461

Data Cleansing 0 528 557

of 218

Local Economic Development Strategies


2020/21 2021/22 2022/2023

Promote agriculture

Support Agri-Park programmes 0 1 500 1 581

Support Agricultural and Rural

Development Programmes

0 222 234

Promote Enterprise Development

Enterprise support 0 2 000 2 108

LED Strategy 0 125 134

LED Summit 0 223 239

LED Training 0 178 190

Support Tourism and Marketing

development

Tourism support 0 120 129

District Marketing 0 535 572

Support Job Creation initiatives EPWP (social development) 1 789 0 0

of 218

Municipal Transformation & Organisational Design


2020/21 2021/22 2022/2023

Promote Skills Development

Mayoral Bursary Scheme 0 1 056 1 113

BPDM Training 0 368 388

Employee Bursaries 0 632 667

Internship programme 2 000 2 142 2 258

Recruit and Retain Staff HR Implementation 0 210 222

Provide Support to

Administration

Institutional support 0 500 500

Professional Fees 0 527 555

Legal Fees 1 500 527 555

Automated Leave System 0 105 111

Automated Agenda System 0 105 111

Achieve Positive Employee

Climate

Occupational Health 0 210 222

Employee wellness programme 0 527 555

of 218


2020/21 2021/22 2022/2023

Provide Filing and archiving

services

Records & storage Maintenance 00 105 111

Strengthen Integrated

development Planning

IDP Review 0 632 667

SDF review/update 0 509 536

District Investment Incentives 0 334 352

Promote technology efficiency Maintenance of the municipal

website

0 111 117

Computer license maintenance 0 854 900

Replacement of computer

hardware

0 58 61

Repair of computers & servers 0 58 61

Improve Performance

Management

Mid Term Performance Review 0 249 262

Provide Occupational Health

and Safety

Office & Parking rental 7 822 7 865 8 651

Security Payments 6 600 6 900 7 273

Provide fleet management

service

Acquisition of municipal vehicles 0 7 378 7 776

of 218

Good Governance and Public Participation strategies


2020/21 2021/22 2022/2023

Promote good governance

NGO/NPO support 0 167 176

Food parcels 0 519 547

Anti-Corruption programmes 0 632 666

Capacity Building 0 1 451 1 533

Ward Committee Programmes 0 1 054 1 110

Development & Printing of annual

report

0 445 469

Training of Single Whips 0 4 528 4 773

Meetings 0 533 562

Promote stakeholder

participation

Public Participation Programmes 0 3 266 3 442

District Imbizo 0 844 990

Outreach Programme 0 1 160 1 222

Communication 0 1 305 1 490

of 218

Good Governance and Public Participation strategies


2020/21 2021/22 2022/2023

Facilitate and Support

Municipal Committees

IGR

0 774 784

Achieve clean audit

MPAC Programmes 0 975 1 028

Risk Assessment 0 55 58

Audit Committee 250 571 601

of 218

TOP TEN (10) STRATEGICAL RISK IDENTIFIED

No Description of

risk Consequences

Bu

sin

ess

un

it

Imp

act

Ra

tin

g

Pro

ba

bili

ty

Ra

tin

g

Pri

ori

ty R

ati

ng

Current

Mitigating

Measures

Cu

rren

t St

atu

s

Imp

act

Ra

tin

g

Pro

ba

bili

ty

Rating

Pri

ori

ty R

ati

ng

Recommendation on

Measures

Res

po

nsi

ble

Per

son

/

Per

son

s Ti

me-

Fram

e

1

Non compliance to Occupational Health and Safety Act

Closure of municipal offices by the department of Labour

H&

ES

5 5 25 None

Inad

equ

ate

5 5 25 Municipal buildings that are compliant to the OHSA A

LL

On -

goin

g

On g

oin

g

2

Non-compliance to the Disaster Management Act 200 (Act no. 57 of 2002)

Infected personnel and closure of municipal offices by the department of labour

CD

S

5 5 25 None

Inad

equ

ate

5 5 25

Adherence to the Covid 19 Regulations for municipal employees and Councillors

ALL

On -

goin

g

3

Inadequate systems in place to monitor approved and prevent unauthorized expenditure

Unauthorized expenditure

Bud

geting

5 5 25 Spending in line as per the approved budget

Inad

equ

ate

5 5 25

Budget system to be programmed in a way that expenditure is only incurred for items contained in the approved budget.

CF

O

On g

oin

g

of 218

No Description of

risk Consequences

Bu

sin

ess

un

it

Imp

act

Ra

tin

g

Pro

ba

bili

ty

Ra

tin

g

Pri

ori

ty R

ati

ng

Current

Mitigating

Measures

Cu

rren

t St

atu

s

Imp

act

Ra

tin

g

Pro

ba

bili

ty

Rating

Pri

ori

ty R

ati

ng

Recommendation on

Measures

Res

po

nsi

ble

Per

son

/

Per

son

s Ti

me-

Fram

e

4

Non-market related project costs / prices

Overspending on project resulting in unauthorized expenditure B

ud

geting

5 5 25 Compliance based budgeting process

Inad

equ

ate

5 5 25

All major projects should be technically reviewed by the experts prior being advertised. A benchmark of costs should be performed prior advertising All quotations shall be requested by, SCM for any services required

CF

O

Ongoin

g

5

Management of Assets, register and valuation

Asset register may not be up to date

Asset U

nit

5 5 25 GRAAP Compliance based Process

ina

deq

uate

5 5 25

Asset register must be updated on a monthly basis. Depreciation to be confirmed by supervisor

CF

O

Month

ly

6

Cash flow Management

Insufficient cash to cover projects and operations. Unauthorized expenditures

BT

O

5 5 25

Spending by departments not done within the approved budget

Part

ially

ad

equ

ate

5 5 25

Bank reconciliation must be performed monthly and reviewed by senior official Spending on projects and programmes to be done as per the approved budget

CF

O

Month

ly

of 218

No Description of

risk Consequences

Bu

sin

ess

un

it

Imp

act

Ra

tin

g

Pro

ba

bili

ty

Ra

tin

g

Pri

ori

ty R

ati

ng

Current

Mitigating

Measures

Cu

rren

t St

atu

s

Imp

act

Ra

tin

g

Pro

ba

bili

ty

Rating

Pri

ori

ty R

ati

ng

Recommendation on

Measures

Res

po

nsi

ble

Per

son

/

Per

son

s Ti

me-

Fram

e

7

Outdated Policies failure to clarify the roles in the public sector space

Undue delays in service delivery because of conflicts Negative impact on performance management A

ll

5 5 25

Annual Review of Policies and procedures not monitored

Inad

equ

ate

5 5 25

Annual Review of Municipal Policies

Training on role specifications

Proper corporate governance structures

Developed charters and mandates that clarifying the roles should be regularly communicated

Directo

r C

SS

31 D

ece

mb

er

201

9

8

IT risk due to insufficient IT internal control environment, back up plans and policies.

Unathorised users may access IT systems. No recovery plans in disasters. Weak IT control environment IT

5 5 25

Username and password checks. Back up performed externally.

Inad

equ

ate

5 5 25

Recommendations of AGSA 2017/18 findings relating to IT must be implemented

Vusi M

og

ale

31 D

ece

mb

er

202

0

of 218

No Description of

risk Consequences

Bu

sin

ess

un

it

Imp

act

Ra

tin

g

Pro

ba

bili

ty

Ra

tin

g

Pri

ori

ty R

ati

ng

Current

Mitigating

Measures

Cu

rren

t St

atu

s

Imp

act

Ra

tin

g

Pro

ba

bili

ty

Rating

Pri

ori

ty R

ati

ng

Recommendation on

Measures

Res

po

nsi

ble

Per

son

/

Per

son

s Ti

me-

Fram

e

9

Inadequate management of human capital

Compromised service delivery Potential loss of information

CS

S

5 5 25 Prioritize on service provision

Inad

equ

ate

5 5 25

Skills audit be performed Placement Policy be developed and implemented Organogram must be reviewed and revised to ensure that officials who are not used to capacity are allocated to areas where there is human capital needs

CS

S

31 D

ece

mb

er

202

0

10

Fruitless and wasteful expenditure

Overspending on unbudgeted expenses leading to none compliance and cash flow challenges

Bud

get

5 5 25

Compliance to laws and regulations

Part

ially

effective

5

5

25

Implementation of consequence management

Mun

icip

al M

an

ager

On g

oin

g

158

SECTION 5: 2020/2021 MEDIUM TERM REVENUE AND EXPENDITURE

FRAMEWORK (MTREF) AND THE FINANCIAL PLAN

The proposed 2020/21 Medium-term Revenue and Expenditure Framework is as follows:

REVENUE PER REVENUE SOURCE

The Municipality is dependent on equitable share which is allocated in terms of the

Division of Revenue Act (DORA). According to the Act, the Municipality has been

allocated R353 381 000 for the 2020/2021 financial year, which is 4% more than the

2019/2020 allocation.

Transfers recognised includes the local government equitable share and other operating

grants from national and provincial government. It needs to be noted that in real terms

the grants receipts from national government are growing rapidly over the MTREF for the

outer years. The equitable share remains to be the most important part of the

municipality’s revenue base as no services are rendered for which revenue can be

collected.

Equitable share represents 98.5% of the Municipality’s total revenue and the remaining

1.5% is made up of conditional grants of which can only be realised as an incoming after

it meets its condition after the expenditure and the other is interest on investment as well

as revenue collected in respect of municipal by-laws.

INCOME BUDGET 2019/20 FEB BUDGET 2019/20 DRAFT BUDGET 2020/2021 2021/22

Equitable shares 339 278 000 339 278 000 353 381 000 368 676 000

EPWP 1 437 000 1 437 000 - -

FIRE income 200 000 50 000 60 000 65 000

FMG 1 000 000 1 000 000 1 432 000 1 696 000

HES income - 50 000 50 000 55 000

Interest 1 500 000 1 200 000 1 000 000 1 200 000

Disaster Capacity - - - -

Other income 100 000 10 000 10 000 10 000

R A M S 2 504 000 2 504 000 2 648 000 2 794 000 TOTAL REVENUE 346 019 000 345 529 000 358 581 000 374 496 000

159

Total revenue has increased by R13 052 000 for the 2020/2021 financial year when

compared to the 2019/20 Budget. For the outer year, total revenue will increase by 4.4%.

For Bojanala Platinum District Municipality to continue improving the quality of services

provided to its citizens and local municipalities it needs to generate the required revenue.

In these tough economic times strong revenue management is fundamental to the

financial sustainability of every municipality. The reality is that the municipality is faced

with development backlogs and poverty. The expenditure required to address these

challenges will inevitably always exceed available funding; hence difficult choices have to

be made in balancing expenditures against realistically anticipated revenues.

The Municipality has been allocated conditional grants to the value of R4 080 000. These

grants are made of the Finance Management Grant as well as the Rural Asset

Management Grants. Total conditional grants represent 1.1% of total revenue of the

Municipality.

With the monthly cash flow projections, the Municipality aims to keep and maintain a

healthy investment portfolio which will generate money in terms of interest on

investments. An amount of R1 000 000 has been projected.

EXPENDITURE PER EXPENDITURE TYPE

Total operating expenditure for the 2020/21 financial year has been appropriated at

R341 391 338 and translates into a budgeted surplus of R17 189 662. Operational

expenditure has increased by R52 952 159 in the 2020/21, the primary reasons is due to

increases in salaries, payments to creditors, operational cost and contracted services.

In line with the formats prescribed by the Municipal Budget and Reporting Regulations,

capital transfers and contributions are excluded from the operating statement, as

160

inclusion of these revenue sources would distort the calculation of the operating

surplus/deficit.

SALARIES

Circular 02/2020 of the South African Local Bargaining Council (SALGBC) dated 03

March 2020 guides salary budget to be appropriated in accordance with the salary and

wage collective agreement for the period 01 July 2020 to 30 June 2021. Municipalities

are encouraged to perform an annual head count and payroll verification process by

undertaking a once a year manual salary disbursement in order to root out ghost

employees. Salaries and allowances amounts to R211 906 169 and constitutes 62% of

the total expenditure, 27% more than the 35% norm of the salary bill.

COUNCILLORS

Municipalities are advised to budget for the actual costs approved in accordance with the

Gazette No 20 of 1998 on the Remuneration of Public Office Bearers Act, Determination

of Upper limits of Salaries, Allowance and Benefits of different members of Municipal

Councils published annually between December and January by the Department of

Cooperative Governance. Councillor allowances has been increased by 1% from

R18 661 813 to R18 882 142. There has been no approved upper limits gazette.

EXPENDITURE Draft Budget 2020/2021 Draft Budget 2021/2022 Draft Budget 2022/2023

SALARIES 211 906 169R 219 825 818R 232 033 462R

COUNCILLORS 18 882 142R 20 015 071R 21 215 975R

Operational Costs 18 545 500R 19 668 000R 19 119 000R

lease&creditors 47 788 309R 37 200 000R 19 385 789R

Finance charges 1 460 000R 1 620 000R 1 540 000R

Contracted Capital 100 000R -R -R

Contracted Services 36 409 218R 41 879 299R 35 791 856R

Depreciation 6 300 000R 7 200 000R 7 400 000R

TOTAL 341 391 338R 347 408 188R 336 486 081R

161

OPERATIONAL COSTS

Operational costs have decreased to R18 545 500 as compared to the budget adjustment

in February 2020. The operational services mainly are for the day to day activities of the

municipality.

CREDITORS AND LEASES

The Municipality’s creditors were not paid since the beginning of the financial year. An

overall assessment is still being done on creditors taking into consideration invoices that

were received late by the Municipality. The non-payment of creditors was as a result of a

refund to Cooperative Governance Human Settlement and Traditional Affairs that was

paid by error to the Municipality

The Municipal age analysis at the end of June 2019 reflected a balance of R47 788 309

owed to suppliers. The Municipality could not service the rental agreements, leases as

well existing contracts during the 2019/20 financial year to date. Provision is therefore

made to the value of R47 788 309 to pay the monies owed by the Municipality.

CAPITAL EXPENDITURE

This expenditure increased from R70 000 to R100 000 as compared to the adjustment in

February 2020 and is provided for acquisition of laptops. The Municipality has no

infrastructure assets except to service delivery project to be done on behalf and in support

of local municipalities. No adequate provision could be made for services done on behalf

of the constituent local municipalities because of the payment error suffered during the

2018/2019 financial year.

162

CONTRACTED SERVICES

Contracted services increased from R23 942 892 to R36 409 218 in accordance with the

contractual commitments entered into by the municipality as well as the envisioned

procurement plan.

2020/21 FINANCIAL PLAN 1. INTRODUCTION

MFMA section 18 requires that a municipality tables a funded budget that will cater for

the creditors as well as the current year operations. It is expected of municipalities to

develop a financial plan that will clearly demonstrate strategies or measures to be put in

place to ensure that budget is finally funded. This financial plan document serves as a

commitment to be used by oversight committees when reviewing the section 71 reports.

2. BACKGROUND

Bojanala Platinum District Municipality has been approving budget funded with risk for

the past years and it was discovered that the municipality had repeatedly not been

disclosing its creditors timeously. Provincial Treasury assessed the 2019/20 MTREF and

highlighted areas that needs to be revised to ensure that the Municipal budget is funded

if not a financial plan with strategies and measures to be implemented should be adopted

in Council to allow oversight bodies to monitor the plan on a monthly basis. This is done

to ensure that the Municipality do not incur the unauthorized expenditures at year end.

Furthermore, National and Provincial Treasuries have directed the Municipality to

formulate a financial plan in order to demonstrate how the budget will be funded during

the MTREF.

163

3. THE PURPOSE OF THE FINANCIAL PLAN

The plan seeks to address the unfunded budget in the municipality, further outline how

will the municipality use the equitable share as its main revenue source to fund the

budget, as well as measures in place to curb excessive expenditure.This plan is

developed for Council consideration and approval thereof to ensure strict monitoring of

the budget.

4. KEY FOCUS AREAS OF THE FINANCIAL PLAN

4.1 TRADE PAYABLES

Creditors Age Analysis as of 19 March 2020

1-30 31-60 31-60 61-90 91-120 121-150 151+ Total

3 475 005 1 066 723 659 812 1 450 646 1 554 249 2 114 810 44 745 089 55 066 374

Creditors consist of suppliers of contractual and operational expenditure. Creditors

account for 206% of the free cash flow after taking into consideration the salary

commitment for the remaining financial year. The municipality will only be able to survive

the 2020/21 financial year via cutting all non-critical and committed expenditure.

4.2 REVENUE

Bojanala is a category C Municipality and it is not a water service authority. This means

that it does not provide basic services rather provides support to its local municipalities in

terms of financial or technical when the resources are available.

Bojanala’s mandate is defined in terms of section 84 of the Municipal Structure Act. Our

Mandate is merely the ensuring compliance with Environmental and health management

services and disaster. When enforcing these compliance revenue gets maximized by

issuing permits and licensing and penalties.

164

Bojanala remains the biggest District in Northwest with larger contribution to the economy

of Province as well as in the Country. This financial plan will demonstrate how the

municipality intends raising revenue within its powers and function vested in terms of the

structures Act.

The expectation is to demonstrate the key revenue sources of the municipality, activities

or measures to be put in place, the feasible timeframe and its financial implication. Below

is the list of revenue sources applicable to local government; -

i Revenue Management committees(N/A)

Due to the fact that the municipality do not provide basic services therefore

revenue management committees is not applicable to Bojanala

ii Property rates(N/A)

Bojanala is a category C Municipality which means it does not have jurisdiction to

levy property rates and taxes, therefore this is not applicable.

iii Electricity(N/A)

Bojanala is not a licenced to provide bulk electricity or distribution/ reticulation,

therefore no applicable plan is necessary at this stage. As a long term plan the

municipality can focus on renewable energy from the disposal of waste services.

iv Water and sanitation(N/A)

Bojanala is not a water services authority as a result there is no need for financial

plan on how to maximize revenue

v Refuse removal(N/A)

Refuse removal is the responsibility of local municipality our role is to develop a

regional landfill sites for disposal in terms of environmental and health Services

Act. With the current budgetary constraints, the municipality unable to embark on

the long term plan for this particular function. A request for assistance to develop

strategies from the Department of Local Government and Housing Settlement with

provincial treasury assistance will be submitted in this regard

165

vi Rental facilities(N/A)

The Municipality does not own any property where it can generate revenue, in fact

the municipality is operating on five leased properties with different land Lord

vii Other revenue- Health and environmental services (Licencing and penalties)

The following is the list of other revenue to be generated in our municipality and was

approved by council in terms of Section 84 of the structures Act Bojanala are entrusted

with nine components where revenue can be maximized. Database has been developed,

Air quality plan has been approved only awaiting full implementation. It is anticipated that

the following revenue streams will be brought in fruition within the MTREF.

Activities Timeframe Financial impact

2020/21 2021/22 2022/23

R R R

Issuing of compliance certificates for

health care centres (once every two

years)

141 @ R5 300

July 2021 0 840 000 0

Issuing of compliance certificates for

schools (once every two years)

141 @ R5 300

July 2021 0 747 000 0

Certificate to operate smelters 12

@ R10 000 (once every 3 years)

Levying atmospheric

licensing fee once every three

years

July 2021 0 40 000 40 000

Certificate for operating a

mortuary annually Tariff R14 800

July 2021 0 695 600 695 600

166


2020/21 2021/22 2022/23

R R R

Madibeng-27

Rustenburg-6

Moses Kotane-2

Kgetleng-4

Moretele-8

Total 47 (Documentation fully

verified and ready for

implementation)

Certificate of Accommodation

establishment 64 @ R12 100

Rustenburg Food Premises

Madibeng

Kgetleng

Moses Kotane Moretele

July 2021 0 R774 400 R774 400

Certificate of early child hood

development facilities 79 @ R9500

Rustenburg

Madibeng-

Kgetleng-

Moses Kotane-

Moretele-

July 2021 0 R750 500 R750 500

Certificate of operating food

premises 91 @ R10 800

Rustenburg Food Premises

Madibeng

Kgetleng

July 2021 0 982 000 982 000

167


2020/21 2021/22 2022/23

R R R

Moses Kotane

Moretele

0 4 830 600 3 243 300

The above mentioned revenues are based on the relevant by-lays being passed by

council after the conclusion of public participation activities. It is also considered that due

to the 2020/21 financial constraints, public participation process should utilise as little

financial resources as possible.

168 | P a g e

4.3 EXPENDITURE AND COST CONTAINMENT MEASURES

The Municipality requires savings of R19 135 656 for the budget to be fully funded within

the current and outer year of the MTREF. Major expenditure is incurred on the following

categories which the municipality can actually make a major savings on these.


2020/21 2021/22 2022/23

Develop , approve and

implement cost containment

plan(Done)

30 May 2019 No financial implication

Plan to address wage bill

The Municipality does not

have blotted structure, its

challenge is the wage bill

which was created after the

revenue from levies were

abolished.

This resulted in the less

income thereby reducing less

expenditure leaving the

organogram with no changes

- - -

Bulk purchase N/a - - -

Overtime

Baseline the Municipal

overtime policies caters for

maximum 40hours

169 | P a g e


2020/21 2021/22 2022/23

Strategy- Revised the policy

to regulate 20 Maximum

overtime to be incurred

during the month with the

remaining hours to be taken

as time off. Engage with

labour to obtain an amicable

solution.

July 2022

R0

R0

R0

Training

Base line

Training is also budgeted for

ward committees

Strategy

Pass a resolution

that only 1 delegate per

section will be allowed to

attended a conference or

workshop,

that pre-approval will be

given by the Accounting

officer prior training being

taken

that officials will only attend

training that will not exceed

Cost at R894,321.12 for mm

office, disaster, health and

community development

January 2020

170 | P a g e


2020/21 2021/22 2022/23

The intention is to reduce the

cost of four employees who

have been in the institution

since establishment.

R894 321/12 =R74 526

A saving of four employees

Savings on ward

committees training (This

will be considered when the

municipality is viable)

R223 580

R300 000

R236 994

R316 200

R251 214

R333 274

Accommodation

Base line

Bookings for accommodation is

done irrespective kilometres to

be travelled

There is no policy to regulate the

different starts to be applied to

different categories of the

officials.

Strategy

Booking will only be done if

kilometres to be travelled

exceed 450 to and from

Savings to be realized

R3,430,940.00 @ 20%

July 2019

R686 188

R727 359

R771 001

171 | P a g e


2020/21 2021/22 2022/23

Catering

Base line

Catering is provided for all

meetings

Catering is provided with

decoration

All MMC are having

entertainment exceeding

R20 000 p.a.

Strategy

Pass a resolution in council to in

line with the cost containment

regulation

Savings to be realized; -

Savings on deco

Savings on either breakfast or

lunch

Savings on entertainment

allowances

January 2020

R2 171 926

R2 304 042

R2 444 182

Events and promotional

material

172 | P a g e


2020/21 2021/22 2022/23

The cost containment measures

prohibit the promotional material

at all cost

Strategy-Savings in the office of

the single whip speaker

R475,200 R503 712 R533 935

Total savings to be realize R3 856 894 R4 088 307 R4 333 606

4.4 DEBT COLLECTION STRATEGY (N/A)


2020/21 2021/22 2022/23

% on collection of rates N/a No financial impact

4.5 INDIGENTS (N/A)


2020/21 2021/22 2022/23

Review of indigent policies to

refrain from providing free for

all consumers

N/a No financial impact

Indigent registration process N/a No financial impact

Updating of indigent register N/a No financial impact

173 | P a g e

4.5 DATA CLEANSING (N/A)

The municipality does not have billing so data cleansing is not applicable in this case. At

this present moment the municipality mainly focus is data collection for the purpose of

inspection and ensure compliance thereby generating revenue for the municipality.

4.6 REPAIRS AND MAINTENANCE OF INFRASTRUCTURE ASSETS (N/A)

The Municipality does not have revenue generating assets due to the fact that it does not

provide basic services to the community. The municipality does not own a major building

even where the head office where the Bojanala district offices are held is rented.

The Municipality is constantly confronted by service delivery interventions in both the low

capacity Municipalities (Moretele and Kgetleng rivier Local Municipality). Our role is as a

when the request is submitted for our consideration by these Locals.

4.7 CASH FLOW MANAGEMENT-SEE ANNEXURE A

The municipality has developed cash flow projections for the entire three year MTREF

based on the current status which clearly shows that the municipality finance is under

pressure.

The cash flow projections clearly show that the municipality will be funded as from July

2021/22 financial period. All the anticipated revenue is expected to be realize from July

2021/22. The revenues will be included in the budget statements as soon as the tariffs

have been approved by council.

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4.8 COST REFLECTIVE TARIFFS (N/A)

Due to fact that the municipality do not provide the basic services there is no applicable

tariff structure which is required to be cost reflective. Our role is more on compliance and

it is legislated

5. CONCLUSION

In conclusion the municipality is committed to implement the cost containment strategies

highlighted above to realize the savings needed at this stage. Senior managers will be

workshopped on cost containment measures as outlined in the gazette followed by

departmental meetings where all officials will be workshopped.

The notice will also be placed in all municipal entrance, copied all emails and the

municipal website. On quarterly basis Department will be expected to demonstrate the

savings made in their department in line with the cost containment gazette.

The Municipality must on a monthly basis, consider the status with regards to

implementation of the Financial Plan. The Accounting Officer must on a monthly basis,

present to a Mayor/Executive Mayor, a status with regards to implementation of the

Financial Plan. The Mayor/Executive Mayor must report the status with regards to

implementation of the Financial Plan to Council.

The Accounting Officer must on a monthly basis, when reporting on the Section 71, report

also on the status with regards to implementation of the Financial Plan.

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ANNEXURE A

CASHFLOW PROJECTIONS

Description 2020/21 2021/22 2022/23

Budget for the year R358 581 000 R374 496 000 R391 223 500

Salaries -R 211 906 168.90 R 219 825 818.28 R 232 033 461.71

Operational

Expenses -R 129 485 169.00 R 127 582 369.52 R 104 452619.58

Less Depreciation

(non-cash item) R6 300 000.00 R7 200 000.00 R7 400 000.00

Net Cash flow R23 489 662.10 R34 287 812.21 R62 137 418.71

Creditors Repayment R23 489 662.10 R31 576 711.90 R0.00

Net Cash from all

activities R0.00 R2 711 100.31 R62 137 418.71

Bank O/B R0.00 R0.00 R2 711 100.31

C/F (Deficit) /

Surplus R0.00 R2 711 100.31 R64 848 519.02

The municipality’s budget will be cash-flow funded in the 2020/21 financial year. The

upward trajectory will commence in the beginning of the 2021/22 financial year. The

municipality is projected to have positive cash-flows and be funded from the 2021/22

financial year.

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SECTION 6: SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN

GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Outcome 9 OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support

OUTPUT 3 Implementation of the community work programme

OUTPUT 5 Deepen democracy through a refined ward committee model

OUTPUT 7 Single window of coordination

Strategic Objective Key Performance

Indicator Baseline Annual Target Budget

Responsible Department

Quarterly Targets Portfolio of Evidence

Q 1 Q 2 Q 3 Q 4

Support Local Governance Structure

Number of Ward Committee programmes conducted in Bojanala Region

2 ward committees trainings conducted in 2019/20 FY

2 Ward Committee programmes conducted in Bojanala Region by 30 June 2021

R 0 Office of the Speaker

KPI not due Ward Committee programme conducted in Bojanala Region

KPI not due Ward Committee programme conducted in Bojanala Region

Q1 – KPI not due Q2 - Attendance register & Report Q3 - KPI not due Q4 - Attendance Register and Report

Number of Audit Committee reports for BPDM adopted by Council

4 Audit Committee Reports adopted during 19/20FY

4 Audit Committee Reports adopted by Council by 30 June 2021

Operational Office of the Municipal Manager

2019/20 Q4 Audit Committee Report for BPDM adopted by Council




Q1 – 19/20 Q4 Audit Committee Report & Council Resolution Q2 - 20/21 Q1 Audit Committee Report & Council Resolution Q3 - 20/21 Q2 Audit Committee Report & Council Resolution Q4 - 20/21 Q3 Audit Committee Report & Council Resolution

Number of quarterly Internal Audit Reports on Internal Audit activities submitted to Audit Committee

New 4 quarterly Internal Audit reports on Internal Audit activities submitted to the Audit Committee by 30 June 2021


1 quarterly Internal Audit report submitted to Audit Committee




Q1; Q2;Q3;Q4 - Attendance register, signed reports and minutes

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Strategic

Objective Key Performance Indicator Baseline Annual Target Budget


Quarterly Targets Portfolio of Evidence Q 1 Q 2 Q 3 Q 4


Number of Reviewed Audit Committee Charters adopted by Council

2020/21 Audit Committee Charter adopted during 19/20FY

1 Reviewed Audit Committee Charter tabled to Council by 30 June 2021


KPI not due KPI not due KPI not due 21/22 Reviewed Audit Committee Charter adopted by Council

Q1, Q2, Q3 - KPI not due Q4 - 21/22 Reviewed Audit Committee Charter & Council Resolution

Number of workshops conducted for BPDM councillors

1 workshop conducted in 18/19FY

1 workshop for BPDM Councillors conducted by 30 June 2021

Operational Office of the Speaker

KPI not due KPI not due Workshop conducted for BPDM Councillors

KPI not due Q1 - KPI not due Q2 - KPI not due Q3 - Attendance register and report Q4 - KPI not due

Advocacy programmes conducted in BPDM

4 Advocacy programmes supported in 18/19 FY

4 Advocacy programmes conducted by 30 June 2021

R 0 Office of the Executive Mayor

1 Advocacy programme conducted




Q1 – Report Q2 - Report Q3 - Report Q4 – Report

Number of Oversight report on Annual Report tabled to Council for adoption by Council

1 Oversight Report in place for 18/19FY

1 Oversight Report on 18/19 Annual Report tabled to Council for adoption by 31 March 2021

R 0 MPAC MPAC programmes implemented

MPAC programmes implemented

MPAC programmes implemented

Q1 - Report Q2 - Report Q3 - Oversight report and Council resolution Q4 – Report

Number of public participation programmes/events (Imbizos) conducted in Bojanala Region

2 events conducted in 18/19FY

2 public participation programmes/events (Imbizos) conducted in Bojanala Region by 30 June 2021


1 Imbizo (public participation) programme conducted in Bojanala Region

KPI not due 1 Imbizo (public participation) programme conducted in Bojanala Region

KPI not due Q1 –Attendance Register and Report Q2 - KPI not due Q3 -Attendance Register and Report Q4 - KPI not due

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Strategic





Number of District Anti Corruption awareness campaigns convened in Bojanala Region

2 Anti Corruption awareness campaign conducted in 18/19 FY

1 Anti Corruption awareness campaigns conducted in Bojanala Region by 30 June 2021


KPI not due Anti Corruption awareness campaign conducted in Bojanala Region

KPI not due KPI not due Q1 – KPI not due Q2 - Attendance Register and Report Q3 -KPI not due Q4 - KPI not due

Number of NGO's/NPO's financially supported in Local Municipalities

5 NGO's/NPO's financially supported in 18/19 FY

5 NGO's/NPO's financially supported in Local Municipalities by 30 June 2021

R 0 Community Development Services

Advertisement for submission of business plans

Submission and Registration of Business Plans, Screening, Assessment, Verification and Awarding Ceremony.

Monitoring and Evaluation And Submission of Reports

Monitoring and Evaluation And Submission of Reports

Q1 - Advert and report Q2 - Report & photos Q3 - Report Q4 – Report

Number of Single Whip Forums convened in BPDM

4 Single Whip Forums convened in 18/19 FY

3 Single Whip Forums convened in BPDM by 30 June 2021

R 0 Office of the Single Whip

1 Chief Whip’s Forum convened

KPI not due 1 Home Affairs Forum convened

1 Multi Party Forum convened

Q1- Attendance register & minutes Q2 - KPI not due Q3 & Q4 – Attendance register & minutes

To Promote Good Governance and Community Participation

Number of IGR meetings held and facilitated by BPDM

2 IGR District Forum meetings held 18/19 FY

4 IGR Forum meetings held by 30 June 2021


1 IGR meeting held

1 IGR meeting held

1 IGR meeting held

1 IGR meeting held

Q1 - Report Q2 - Report Q3 - Report Q4 - Report

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Strategic





Number of public participation engagements with Local Municipalities in Bojanala Region convened

2 public participation engagements in 18/19FY

1 public participation engagement with Local Municipalities in Bojanala Region convened by 30 June 2021


KPI not due KPI not due KPI not due 1 public participation engagement convened

Q1;Q2;Q3 - KPI not due Q4 - Attendance register and Report

To Promote Good Governance and Community Participation

Number of Community Outreach programmes supported

2 programmes supported in 18/19FY

2 Community Outreach programmes supported in Bojanala Region by 30 June 2021


Mandela Day programme financially supported in Bojanala Region

KPI not due 1 Community Outreach programme conducted in Bojanala Region

KPI not due

Q1 - Report Q2 - Not due Q3 - Report Q4 - Not due

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MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION


OUTPUT 6 Administrative and financial capability

Strategic




Q 1 Q 2 Q 3 Q 4

Develop and Strengthen politically and administratively stable system of a municipality

Number of Reviewed 2020/21 IDP adopted by Council

2019/20 Reviewed IDP in place 19/20 FY

1 Reviewed 2020/21 IDP adopted by Council by 30 May 2020


Consultation with Stakeholders LMs, Provincial HOD and Mining Sectors

Consultation with Stakeholders LMs, Provincial HOD and Mining Sectors

Draft Reviewed 2020/21 IDP tabled to Council for noting

1 Reviewed 2020/21 IDP tabled to Council for adoption

Q1 -Attendance Register & report Q2 - Attendance register & report Q3 - Draft Reviewed 2020/21 IDP & Council Resolution Q4 - Reviewed 2020/21 IDP & Council Resolution

Number of 2021/22 District IDP Framework and Process Plan approved by Council

2020/21 District IDP Framework & Process Plan approved in 19/20FY

1 2020/21 District IDP Framework & Process Plan approved by Council by 31 August 2020


2020/21 District IDP Framework & Process Plan tabled to Council for approval

KPI not due KPI not due KPI not due Q1 - 2020/21 District IDP Framework & Process Plan and Council resolution Q2 - KPI not due Q3 - KPI not due Q4 - KPI not due

Number of 2020/21 Performance Agreements signed by BPDM Sec 56 Managers in accordance with MSA Sec 57

7 signed 2019/20 Performance Agreements in place

7 2020/21 Performance Agreements signed by BPDM Sec 56 Managers in accordance with Sec 57 of the MFA by 28 July 2020


7 2020/21 Performance Agreements signed by Sec 56 Managers

KPI not due KPI not due KPI not due Q1 - Copies of signed Pas

Number of 2020/21 Mid Term Performance Review Reports adopted by Council

1 2019/20 Mid Term report in place

1 2020/21 Midterm Performance Review Report adopted by Council by 25 January 2021


KPI not due KPI not due Mid Term Performance Report adopted by Council

KPI not due Q1 - KPI not due Q2 – KPI not due Q3 - Mid term report & Council Resolution Q4 - KPI not due

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Strategic Objective

Key Performance Indicator Baseline Annual Target Budget




Number of Quarterly Performance Reports for BPDM adopted by Council

4 x Quarterly Performance Reports in place

4 x quarterly performance reports adopted by Council by 30 June 2021


1 Quarterly Performance report for BPDM adopted by Council (4th Quarter 19/20)

1 Quarterly Performance report for BPDM adopted by Council (1st Quarter 20/21)

1 Quarterly Performance report for BPDM adopted by Council (2nd Quarter 20/21)

1 Quarterly Performance report for BPDM adopted by Council (3rd Quarter 20/21)

Q1 – 19/20 Q4 report & council resolution Q2 - 20/21 Q1 report & council resolution Q3 - 20/21 Q2 report & council resolution Q4 - 20/21 Q3 report & council resolution

Number of Annual Reports tabled to Council for approval

1 Annual Report approved by Council in 19/20 FY

1 Annual Report tabled to Council for approval by 31 January 2021


KPI not due Compilation of Draft Annual Report

Annual Report tabled to Council for approval

KPI not due Q1 - KPI not due Q2 - Draft Annual Report Q3 - Annual Report & Council Resolution Q4 - KPI not due

Number of financial reports uploaded on the official BPDM website

12 reports uploaded on the website for 19/20 FY

?? Financial reports uploaded on the BPDM website by 30 June 2021


Financial reports uploaded on the BPDM website




Q1 - Report Q2 - Report Q3 - Report Q4 – Report

Number of computer licences renewed for BPDM

5 computer licences renewed for BPDM for 18/19FY

4 computer licences renewed for BPDM by 30 June 2021

R 0 Office of the Municipal Manager

Antivirus and Payday computer licences renewed and paid

Global Insights computer licence renewed and paid

Pastel computer licence renewed and paid

KPI not due Q1 - Report Q2 - Report Q3 - Report Q4 - KPI not due

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Strategic Objective




Q 1 Q 2 Q 3 Q 4


Number of quarterly updates of the Top 10 institutional risks in the BPDM Risk Register

Quarterly updates of risks in the BPDM Risk Register in place for 2019/20

2 Quarterly updates of risks in the BPDM Risk Register by 30 June 2021

R 0 Office of the Municipal Manager

KPI not due Quarterly update of the Top 10 institutional risks in the BPDM risk register

KPI not due Quarterly update of the Top 10 institutional risks in the BPDM risk register

Q1 - KPI not due Q2 - Quarterly report Q3 - KPI not due Q4 - Quarterly report

Achieve a sound labour and positive employee climate

Number of Labour Relations awareness workshops convened

4 Local Government Labour Relations awareness workshops convened in 17/18FY

4 Labour Relations workshops facilitated and convened by 30 June 2021

Operational Corporate Support Services

1 Labour Relations workshop facilitated




Q1 - Attendance register & Report Q2 - Attendance register & Report Q3 - Attendance register & Report Q4 - Attendance register & Report

Percentage of employees assisted through Employee Assistance Programme by BPDM

8 employees taken through EAP services in 17/18 FY

100% employees that have applied assisted through EAP by BPDM by 30 June 2021

R 0 Corporate Support Services

100% employees that have applied for assistance through EAP assisted




Q1, Q2, Q3 & Q4 - Quarterly referral letters and EAP reports

Enhance Employees Skills

Number of Training and Development Plans and Reports submitted to LGSETA

2 Training and Development Plans and Reports submitted to LGSETA in 19/20FY

2 Training and Development Plans and Reports submitted to LGSETA by 30 June 2021


Implementation of training programmes

Implementation of training programmes

Training needs analysis completed

Submission of Training Report to LGSETA

Q1 - Report Q2 - Report Q3 - Report Q4 - Training report

Number of bursary committee meetings facilitated

2 bursary committee meetings facilitated in 19/20 FY

2 bursary committee meetings facilitated by 30 June 2021


Review of the bursary Policy

Facilitation of application process for study bursaries. Convene bursary committee meeting

Progress report on bursary holders

Facilitation of application process for study bursaries. Convene bursary committee meetings

Q1 - Report Q2 - Agenda and minutes - Q3 - Report Q4 - Agenda and minutes

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Strategic Objective




Promote good governance through provision of administrative support

Number of legislated Council meetings convened

Secretarial services in place

6 Council meetings convened by 30 June 2021


1 Council meeting convened




Q1, Q2, Q3 & Q4 - Agendas, Attendance registers and Minutes

Number of monthly Mayoral Committee meetings convened

New 12 monthly Mayoral Committee meetings convened


3 Mayoral Committee meetings convened





Number of Local Labour Forum meetings held

4 Local Labour Forum meetings held in 19/20FY

4 Local Labour Forum meetings held by 30 June 2021


1 Local Labour Forum meeting held





Number of Occupational Health and Safety Reports developed

New 4 quarterly Occupational Health and Safety Reports developed and submitted to the Accounting Officer by 30 June 2021


1 quarterly Occupational Health and Safety report developed and submitted to the Accounting Officer




Q1 -Report Q2 - Report Q3 - Report Q4 – Report

Number of District Records Management Forum meetings held

4 District Records Management Forum meetings held 18/19FY

4 District Records Management Forum meetings held by 30 June 2021


1 District Records Management Forum meeting held





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Strategic Objective




Promote good governance through provision of administrative support

Number of Human Resources Reports developed

New 4 quarterly Occupational Health and Safety Reports developed and submitted to the Accounting Officer by 30 June 2021


1 quarterly Human Resources Report developed and submitted to the Accounting Officer




Q1 -Report Q2 - Report Q3 - Report Q4 - Report

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MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT



Strategic Objective




Strengthen the administrative and financial capability of municipalities

Number of MFMA Reports submitted to relevant stakeholders

16 MFMA Reports submitted to relevant stakeholders in 19/20 FY

18 MFMA Reports to be submitted to relevant stakeholders by 30 June 2021

Operational Budget and Treasury

3 x Sec 71 reports (19/20FY 4th Quarter Monthly budget statements) submitted to Provincial Treasury. 1 x Sec 21(1)(b) report - Key deadlines for the preparation, tabling and approval of the Annual Budget to Council for approval. 1 x Sec 126(1) - Submission of Annual Financial Statements to Auditor-General, Provincial Treasury and National Treasury

3 x Sec 71 reports (20/21 1st Quarter Monthly budget statements) submitted to Provincial Treasury.

3 Sec 71 reports (20/21 2nd Quarter Monthly budget statements) submitted to Provincial Treasury. 1 x Sec 72(1) Mid-year budget and Performance report. 1 x Sec 28 report - Municipal budget adjustment submitted to council for approval. 1 x Sec 16 report - Tabling of Annual Budget (Draft budget submitted to Council for tabling)

3 x Sec 71 reports (20/21 3rd Quarter Monthly budget statements) submitted to Provincial Treasury. 1x Sec 24 report - Approval of Annual budget by Council (Final Budget)

Q1: Acknowledgement by Provincial Treasury & Auditor General, Council Resolution Q2 - Acknowledgment letter by Provincial Treasury Q3 - Acknowledgement letter by Provincial Treasury & Council Resolution Q4 - Acknowledgement by Provincial Treasury & Council Resolution

Number of financial statements submitted to Council

Mid term AFS in place in 19/20 FY

1 Mid term AFS submitted to Council by 30 June 2021


KPI not due KPI not due Mid term AFS submitted to Council

KPI not due Q1 - KPI not due Q2 - KPI not due Q3 - Mid-Term AFS & Council Resolution Q4 - KPI not due

Number of annual budget compiled and approved

2019/20 Annual budget in place

1 BPDM Annual Budget compiled and approved by Council by 30 May 2021


KPI not due Consultation process

Draft Budget tabled to Council

Final Budget tabled to Council

Q1 - KPI not due Q2 - Report Q3 - Draft Budget Q4 - Final Budget & Council Resolution

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MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT



Strategic Objective




Q 1 Q 2 Q 3 Q 4

Strengthen the administrative and financial capability of municipalities

Number of Annual Financial Statements submitted to Auditor-General

2018/19 Annual Financial Statements in place

1 set of Annual Financial Statements compiled and submitted to Auditor-General by BPDM by 31 August 2020

R 0 Budget and Treasury

Submission of BPDM AFSs to the Auditor-General

Audit support KPI not due Preparation for compilation of 20/21 BPDM AFS

Q1 - BPDM 2019/20 AFS Q2 - Report Q3 - KPI not due Q4 - Report

Obtain a favourable current ratio

New Obtain a favourable current ratio of 1.5 - 3 by 30 June 2021


Favourable current ratio 1.5 - 3

Favourable current ratio of 1.5 - 3



Q1; Q2; Q3; Q4 - Quarterly financial statements

Number of quarterly financial reports submitted to Council

4 quarterly financial reports submitted to Council for approval in 19/20FY

4 quarterly financial reports submitted to Council for approval by 30 June 2021


1 quarterly financial (4th quarter 19/20) report tabled to Council for approval

1 quarterly financial (1st quarter 20/21) report tabled to Council for approval

1 quarterly financial (2nd quarter 20/21) report tabled to Council for approval

1 quarterly financial (3rd quarter 20/21) report tabled to Council for approval

Q1- Quarterly financial report & Council resolution Q2 - Quarterly financial report & Council resolution Q3 - Quarterly financial report & Council resolution Q4 - Quarterly financial report & Council resolution

Achieve a

positive

employee

climate

Number of Employees trained in line with Finance Management Grant

12 BPDM personnel trained in 19/20 FY

12 Budget and Treasury personnel trained on Financial Systems by 30 June 2021

R 150 000 Budget and Treasury

4 BTO personnel attend Financial Systems training

3 Interns attend MFMP



Q1 - Training Report Q2 - Training Report Q3 - Training Report Q4 - Training Report

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BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

Outcome 9 OUTPUT 2 Improving access to basic services

OUTPUT 4 Actions supportive of the human settlement outcome

10 POINT PLAN NUMBER 1

Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, roads and disaster management

Strategic Objective




Provision of new water infrastructure in support of LM’s towards free basic services

Number of Boreholes, Pipelines and Storage Tank constructed

1 borehole Drilled, Pipelines and 14 stand pipes completed in 2018/19 FY

1 Borehole, Pipelines and Storage tank constructed in Brakkuil (Phase 2), Moses Kotane LM by 30 June 2021

R 0 Technical Services

Construction of Pump House

Installation of Storage Tank ongoing

Construction of pipelines and electrification of the borehole ongoing

Boreholes, Pipelines and Storage Tank completed

Q1 Progress Report Q2 Progress Report Q3 Progress Report Q4 Completion Certificate

Provision of new Sanitation infrastructure in support of LM’s towards free basic services

Number of VIP toilets constructed in Dihibidung Phase 2 (Moretele LM-)

120 VIP toilets constructed in Dihibidung in 2018/19FY

180 VIP toilets constructed in Dihibidung (Moretele LM) by 30 June 2021


SCM Processes for Appointment of a service provider

Construction of VIP toilets commences

Construction of VIP toilets ongoing

Construction of 180 VIP toilets completed

Q1 Appointment letter Q2 Progress Report Q3 Progress Report Q4 Completion Certificate

Provision of new roads infrastructure in support of LM’s towards free basic services

Number of kilometres of access roads constructed

0.478 kms of internal roads completed in Reagile 2018/19 FY

Construction of 0.5km access road completed in Reagile (Kgetlengrivier LM) by 30 June 2021


SCM Processes for Appointment of a service provider

Road survey commences

Construction of layer works commences

Construction of 0,5kms access road completed

Q1 Appointment letter Q2 Progress Report Q3 Progress Report Q4 Completion Certificate

Provision of Transport Planning and Community Safety support

Number of Transport Planning projects developed by BPDM

1 Transport Planning project implemented in 19/20 FY

1 Rural Roads Asset Management System report for BPDM completed by 30 June 2021

R 2 648 000 Technical Services

Visual Assessments of the unpaved road network

Execution of traffic surveys

Updating and finalization of RRAMS GIS Model and mapping

RRAMS Final Technical report completed for BPDM

Q1 - Appointment letter Q2 - Progress Report Q3 - Progress Report Q4 - RRAMS Final Technical Report

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Strategic Objective




Provision of Transport Planning and Community Safety support

Number of Transport Planning projects developed by BPDM

1 Transport Planning project implemented in 19/20 FY

4 transport support programmes financially supported in 18/19 FY


1 transport support programme financially supported





Number of community safety projects financially supported by BPDM

4 community safety programmes financially supported in 18/19 FY

4 community safety programmes financially supported by 30 June 2021


1 community safety programme financially supported





To support local municipalities in Sport, Arts and Culture

Number of sport programmes implemented and financially supported by BPDM

4 Sports programmes supported in 18/19 FY

4 sport programmes to be implemented and financially supported by BPDM by 30 June 2021


1 sport programme implemented and financially supported




Q1 – Reports & photos Q2 - Report & photos Q3 - Report & photos Q4 - Reports & photos

Number of Local Municipalities supported with sports equipment by BPDM

4 sporting codes supported with sport equipment in 18/19 FY

5 Local Municipalities supported with sports equipment by BPDM by 30 June 2021


Consultation with Local Municipalities

KPI not due KPI not due BPDM ensures that sport equipment is delivered to the Local Municipalities

Q1 – Request letters from Local Municipalites Q2 - KPI not due Q3 - KPI not due Q4 - Photos & report

Number of Arts and Culture events/programmes hosted and financially supported by BPDM

5 Arts and Culture events/programmes to be hosted and financially supported in 18/19 FY

4 Arts and Culture events/programmes to be hosted and financially supported by 30 June 2021


1 Arts and Culture event/programme hosted and financially supported




Q1 – Attendance register, Report & photos Q2 - Attendance register, Report & photos Q3 - Attendance register, Report & photos Q4 - Attendance register, Report & photos

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Strategic Objective




To support local municipalities to improve the quantity and quality of municipal disaster management and Fire Services

Number of Community Based Disaster Risk Assessments completed in BPDM region

9 Community Based Disaster Risk Assessments completed in 19/20 FY

20 Community Based Disaster Risk Assessments completed by 30 June 2021 in BPDM region


5 Community Based Disaster Risk Assessment reports with recommendations for action completed





Number of Public Awareness campaigns conducted in BPDM

6 Public Awareness campaigns conducted in 19/20 FY

20 Public Awareness campaigns conducted in BPDM region by 30 June 2021


5 public awareness campaigns conducted in BPDM





To support local municipalities to improve the quantity and quality of municipal waste management, climate change, air quality and biodiversity

Number of Air Quality Management Programmes implemented in Bojanala Region

2 Air Quality programmes implemented in 19/20 FY

3 Air quality Management Programmes implemented in Bojanala Region by 30 June 2021

R 0 Health and Environmental Services

Consultation with stakeholders

Air quality management programmes implemented within BPDM




Number of climate change awareness programmes implemented

2 initiatives implemented in 19/20 FY

4 climate change awareness programmes implemented within Bojanala District by 30 June 2021



Climate change awareness programme implemented within Bojanala District




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Strategic Objective




To support local municipalities to improve the quantity and quality of municipal waste management, climate change, air quality and biodiversity

Number of waste management programmes implemented

3 Waste Management programmes implemented in 19/20FY

3 waste management Programmes to be implemented within BPDM by June 2021



Waste management Programmes to be implemented within BPDM




Number of Municipal Health outreach activities conducted for Environmental Health compliance with legislation

6 Municipal Health outreach activities implemented during 19/20 FY

7 Municipal Health outreach activities implemented within the Bojanala Region by 30 June 2021


1 Health awareness training implemented

KPI not due 3 Health awareness training implemented

3 Health awareness training implemented

Q1 - Attendance register & Report Q2 - KPI not due Q3 - Attendance register & Report Q4 - Attendance register & Report

Number of waste recovery awareness campaigns implemented

2 waste recovery awareness campaigns implemented in 5 Local Municipalities in 19/20FY

5 waste recovery awareness campaigns implemented within Bojanala Region by 30 June 2021


2 Waste recovery awareness campaign implemented in Bojanala Region

KPI not due 2 Waste recovery awareness campaign implemented in Bojanala Region

1 Waste recovery awareness campaign implemented in Bojanala Region

Q1 - Attendance register & Report Q2 -KPI not due Q3 - Attendance register & Report Q4 - Attendance register & Report

Number of biodiversity projects implemented

2 Biodiversity projects implemented in 19/20FY

3 greening biodiversity projects implemented within Bojanala Region by 30 June 2021


Consultation with Stakeholders

1 Greening Project implemented in Bojanala Region




Number of environmental education and awareness programmes implemented

2 environmental and education awareness programmes implemented in 19/20FY

4 environmental and education awareness programmes implemented within Bojanala Region by 30 June 2021


1 environmental education awareness programmes implemented





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LOCAL ECONOMIC DEVELOPMENT

Outcome 9 OUTPUT 3 Implementation of the community work programme

Strategic Objective




Enhance the municipal contribution to job creation and sustainable livelihoods through Local Economic Development

Number of Enterprises supported by BPDM

2 Enterprises supported in 18/19 FY

5 co-operatives financially supported by 30 June 2021

R 0 Economic Development, tourism, mining and rural development

Stakeholder engagements

SCM processes 2 co-operatives financially supported

3 co-operatives financially supported

Q1 - Report and Attendance register Q2 - Report Q3 -Report Q4 -Report

5 SMMEs financially supported by 30 June 2021



SCM processes 2 SMMEs financially supported

3 SMMEs financially supported

Q1 - Report and Attendance register Q2 - Report Q3 -Report Q4 -Report

New 1 LED Strategy reviewed and tabled to Council for adoption by 30 June 2021


SCM Processes Consultations on the Draft LED Strategy

Review process completed

Reviewed LED Strategy tabled to Council for adoption

Q1 - Report Q2 - Report Q3 -Report Q4 -LED Strategy and Council Resolution

Number of LED trainings conducted

1 training initiative implemented in 2018/19FY

2 trainings conducted for LED co-operatives and SMMEs by 30 June 2021



1 training conducted


KPI not due Q1 - Report and Attendance register Q2 - Report Q3 -Report Q4 -KPI not due

Co-ordination and consolidation of a District wide Social Labour Plans

New 1 District wide Social Labour Plans co-ordinated and consolidated by 30 June 2021



Consolidation of SLPs

KPI not due Final District wide consolidated SLPs

Q1 - Report and Attendance register Q2 - Report Q3 -KPI not due Q4 - Report

Number of Agricultural and Rural Development trainings conducted

1 Agriculture and Rural Development training in 18/19FY

2 Agricultural and Rural Development trainings conducted by 30 June 2021


Stakeholder engagements and profiling



KPI not due Q1 - Report and Attendance register Q2 - Report Q3 -Report Q4 - KPI not due

Number of Agriculture and Rural Development Co-operatives/Individuals financially supported

4 Agriculture and Rural Development Co-operatives financially supported in 18/19FY

5 agriculture and rural development co-operatives/individuals financially supported by 30 June 2021


Stakeholder engagements and profiling

2 co-ops financially supported

3 co-ops financially supported

Final report Q1 - Report and Attendance register Q2 - Report Q3 -Report Q4 - Final Report

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LOCAL ECONOMIC DEVELOPMENT

Outcome 9 OUTPUT 3 Implementation of the community work programme

Strategic Objective




Enhance the municipal contribution to job creation and sustainable livelihoods through Local Economic Development

Number of livestock improvement programme activities for Agri-park financially supported

5 Agri-park livestock improvement programme activities financially supported in 18/19FY

3 Agri-park livestock improvement programme activities financially supported in BPDM by 30 June 2021



Identification of Agri-park livestock improvement programme activities to be financially supported

KPI not due 3 Agri-park livestock improvement programme activities financially supported in BPDM and final report

Q1 - Report and Attendance register Q2 - Report Q3 - KPI not due Q4 - Report

Number of Tourism Associations financially supported

5 District Tourism activities financially supported in 18/19FY

5 Tourism Associations financially supported by 30 June 2021



SCM processes 2 Tourism Associations financially supported

3 Tourism Associations financially supported

Q1 - Report and Attendance register Q2 - Report Q3 - Report Q4 - Report

Number of Tourism Summits financially supported

2 District Tourism exhibition events to be held in 18/19FY

1 Tourism summit financially supported by 30 June 2021



SCM Processes 1 Tourism Summit financially supported

KPI not due Q1 - Report and Attendance register Q2 - Report Q3 - Report Q4 - KPI not due

Number of Land Care Plans developed

New 1 Land Care Plan developed and approved by Council by 30 June 2021



SCM Processes Consultations on the Draft Land Care Plan

Land Care Plan tabled to Council

Q1 - Report and Attendance register Q2 - Report Q3 - Report Q4 - KPI not due

193 | P a g e

ORGANISATIONAL STRUCTURE

OFFICE OF THE EXECUTIVE MAYOR

OFFICE OF THE EXECUTIVE MAYOR

F MOLOSIWA

CORDINATOR IGR

N MOLOI

LEVEL 5

VIP PROTECTOR

SK Mogorosi

JS Mekgwe

RT NDIMANE

JM MATSOBE

LEVEL 7

CORDINATOR SPECIAL PROJECT

C LEKETE

LEVEL 5

EXECUTIVE SECRETARY

S LETSWALO

LEVEL 9

CHIEF OF STAFF

P MAGANO

RECEPTIONIST

M MSOMI

LEVEL 12

SECRETARY TO MMC’S

NDLOVU H, DIALE DG, MODIMOLA EMT,

MOKOENA SJ, SEBONEGO EH, THEBE LTR, TLABYANE LT,

XATASI N, M DIBETSO, F TEMA LEVEL 9

MANAGER

COMMUNICATION

LEVEL 2(A)

A BABEILE

COMMUNICATION

OFFICER

VACANT LEVEL 5

194 | P a g e

OFFICE OF THE SPEAKER

c

SPEAKER OF COUNCIL

E.TANKE

MPAC CHIARPERSON

S DAVIDS

MANAGER: OFFICE

OF THE SPEAKER

B QIQIMANA

LEVEL 2A

CORDINATOR

MPAC

M.

RAMAKOBYA

LEVEL 6

SECRETARY TO THE

SPEAKER

T MOLETE

LEVEL 9

CORDINTOR

OFFICE OF

THE SPEAKER

X2

B CHIDI

1 VACANT

(LEVEL 5)

RESEACHER

MPAC

LEVEL 5

VACANT

SECRETARY

MPAC

VACANT

LEVEL 9

DRIVER X 1

LEVEL 14

VACANT

195 | P a g e

OFFICE OF THE SINGLE WHIP

SINGLE WHIP OF

COUNCIL

P TLHAPI

SECRETARY TO THE

SINGLE WHIP LEFOLA

MB

LEVEL 9 MANAGER – OFFICE OF

THE SINGEL WHIP

VACANT

LEVEL 2A

CO-ORDINATOR

LEVEL 5

VACANT

CO-ORDINATOR

LEVEL 5

VACANT

RESEARCHER

LEVEL 14

VACANT

196 | P a g e

OFFICE OF THE MUNICIPAL MANAGER

MUNICIPAL MANAGER

P SHIKWANE EXECUTIVE SECRETARY TO THE

MM

G KEKANA

LEVEL 7

CHIEF

FINANCIAL

OFFICER

O NDLOVU

DIRECTOR

TECHNICAL

SERVICES

A KHUMALO

DIRECTOR

EDTAR

B MAKGANYE

DIRECTOR

CDS

G T MAHLANGU

DIRECTOR

H&ES

T LENAKE

MANAGER PMS

N QAYISO

LEVEL 2A

MANAGER INTERNAL AUDIT

R MOKOTJO

LEVEL 2A

MANAGER OFFICE OF THE MM

M LEKHAFOLA

LEVEL 2A

MANAGER IT

V MOGALE

LEVEL 2A

MANAGER LEGAL

SERVICES

ME NGWASHENG

LEVEL 2A

DIRECTOR

CORPORATE

SUPPORT

SERVICES

VACANT

PMS CO-

ORDINATOR

T DIKGOLE

LEVEL 5

INTERNAL

AUDTOR

L DICHABA

LEVEL 5

INTERNAL AUDTOR

C TSHIKUKUVHE

LEVEL 5

PMS CLERK X 2

VACANT

LEVEL 9

IDP CO-

ORDINATOR

K DILWANE

LEVEL 5

RISK OFFICER

T SEBOPELA

LEVEL 5

IT TECHNICIANS

(3)

SS MOLEFE

EK PHATLHANE

J VAN HEERDEN

LEVEL 5

LEGAL

SERVICES

OFFICER

VACANT

LEVEL 5 IDP CLERK X 2

VACANT

LEVEL 9

MMC IDP, PMS,

MONITORING &

EVALUATION

N RAKOLLE

197 | P a g e

TECHNICAL SERVICES (A)

DIRECTOR

A KHUMALO

Ms. B Matlhase

SECRETARY

MANAGER: LAND,

HOUSING

&ELECTRICITY

LEVEL 2(A)

MANAGER: WATER &

SANITATION

LEVEL 2(A)

VACANT

M.M.C:

TECHNICAL SERVICES

Mrs K Monamodi

MANAGER:

ROADS & STORM

WATER

CIVIL

TECHNICIAN

PS MAKHAYE

Mr. Neo Mokone SOCIAL FACILITATOR

LEVEL 5

Mr K Moilwa Coordinator

Mr S Magakwe Coordinator

MrsDKhethani Coordinator

LEVEL (5)

MANAGER: TRANSPORT PLANNING

VACANT LEVEL 2A

CIVIL TECHNICIAN

VACANT LEVEL5

CIVIL TECHNICIAN

VACANT LEVEL5

GENERAL MAINTANANCE

VACANT LEVEL15

198 | P a g e

TECHNICAL SERVICES B

MANAGER: TRANSPORT

PLANNING

(VACANT)

LEVEL 2(a)

DIRECTOR:

TECHNICAL SERVICES

PERMIT

CORDINATOR

DM KHETHANI

LEVEL 5

TRANSPORT

PLANNING

CORDINATOR

KK MOILWA

ADMINISTATOR

DORAH DIBETSO

LEVEL 8

ROAD TRANSPORT LEGISLATION CORDINATOR

S MAGAKWE LEVEL 5

199 | P a g e

CORPORATE SUPPORT SERVICES - A

DIRECTOR

VACANT SECRETARY

S RAMASIA

MANAGER:

ADMINISTRATION

M MAAPE

M.M.C:

Corporate Support Services

T PAPA

PRINTING

OFFICER

C LEKABE

ADMIN SUPPORT

OFFICER: COMMITTES

F MASILO

COUNCIL

SECRETARY X 3

R TSATSANE

T MOGAPI

SUPERVISOR:

GENERAL WORKERS

B RAMONG

DRIVERS

X5

S MOSAJWANE

S KGAKOE

B DIALE

MESSENGERS X

2

L MABELE

B ZITHA

GENERAL WORKERS X15

M MOTSAPI D KGWADI S POOE D MAHUMA M MSIBI I TSHOKOTSI MK MOOKETSI M SEBEGO THWALA S J SEDUMEDI MMOPE B M LETSHOLO B MOLEFE J RAMOKOKA G MALEBYE K CUNA

B MARURE LEVEL 15

RECEPTIONISTS X3

F MONYANA E PHAKA

N SENELO LEVEL 12

LOGISTICS OFFICER

S RAMAKHULA

LEVEL 7

200 | P a g e

CORPORATE SUPPORT SERVICES C (HR UNIT)

DIRECTOR

VICANT

HR MANAGER

KH MPETE

(LEVEL 2(A)

LABOUR

RELATIONS

OFFICER

K RAMOKOPELWA

LEVEL 5

HR ADMIN

OFFICER

N MPETE

LEVEL 7

OHS SAFETY

OFFICER

K MOLAPISI

LEVEL (6)

HRD & OD

(LEVEL 5)

VACANT

HR ADMIN

OFFICER

VACANT

LEVEL 7

201 | P a g e

CORPORATE SUPPORT SERVICES:”B” RECORDS UNIT

DIRECTOR:

CORPORATE

SUPPORT SERVICES

VACANT

RECORDS OFFICER:

Records Keeping

D MMUSHI

RECORDS OFFICER: Archives

D MOGOTSI LEVEL 7

FILING CLERK X 2

M MAFATLHE H MOTSHABI

LEVEL 9

M

TSHUKUDU

RECORD

MANAGER

RECORDS CLERK

A MODISANE

C KGARIMETSA

R TSHOKE

202 | P a g e

DEPARTMENT OF ECONOMIC DEVELOPMENT, TOURISM, AGRIC & RURAL DEVELOPMENT

DIRECTOR – ECONOMIC

DEV, AGRICULTURE &

RURAL DEV.

B MAKGANYE

SECRETARY

EA STROCH

MANAGER

TOURISM,

MARKETING &

DEVELOPMENT

MANAGER

RURAL

DEVELOPMENT,

AGRICULTURE

MOKGATSI L.M

M.M.C: ECONOMIC DEV,

TOURISM, AGRIC & RURAL

DEV.

D TLABYANE

MANAGER:

MINING &

ENTERPRISE

DEVELOPMENT

K.P MASEMOLA

COORDINATOR:

MINING &

ENTERPRISE

DEVELOPMENT

COORDINATOR: AGRICULTURE &

RURAL DEVELOPMENT M.D LETLAPE

LEVEL 5

OFFICER TOURISM &

MARKETING ENTERPRISE

DEVELOPMENT MATSHEGO O

LEVEL 5

CORDINATOR

AGRICULTURE AND

RURAL

DEVELOPMENT

203 | P a g e

BUDGET & TREASURY

CFO

OLGA LESLINA NDLOVU

1X SENIOR MANAGER FINANCIAL

A TOLO

LEVEL 1

OFFICER: SCM

B PULE

L RAMONYE

N NTHOMPE

VACANT X1

LEVEL 7

CLERK: PROCUREMENT

PT SIBINDA

OE NTSIMANE

LEVEL 9

ASSET MANAGER"

A JANSEN

LEVEL 2A

1X ACCOUNTANT: ASSET MANAGEMENT

E PRETORIOUS

LEVEL 5

1X CLERK: ASSET FILLED LEVEL 9

O SEROLE

BUDGET MANAGEMENT & MFMA

D MOTLOUNG

LEVEL 2A

1OFFICER: RECONCILIATION AND INCOME

J CHACHA

LEVEL 5

1X ACCOUNTANT: BUDGET AND MFMA

V PILANE

LEVEL 5

1X MANAGER: EXPENDITURE

PROPOSED VACANT (TO BE FILLED) LEVEL 2

OFFICER: CREDITORS MANAGEMENT

L MAKGALE

M MOABI

LEVEL 7

1X

CLERK: CREDITORS

M Mokwena

LEVEL 9

2X

OFFICER: SENIOR SALARIES

P MOKALE

P SITHOLE

LEVEL 7

1X

PAYROLL CLERK

L Rabisi

LEVEL 9

OFFICER : VAT RECONCILIATIONS

E LETHOLA

LEVEL 7

SECRETARY

O. KGALADI

LEVEL 9

MMC

Budget and Treasury

V MALULEKA

1X MANAGER: SCM

D MADIKELA

LEVEL 2A

204 | P a g e

DEPARTMENT OF HEALTH AND ENVIROMENTAL SERVICES (A)

MANAGER: WASTE

MANAGEMENT &

BIODIVERSITY

J MASEBE

M.M.C: HEALTH &

ENVIRONMENT

MANAGER: AIR QUALITY

& REGULATORY

SERVICE (C)

LEVEL 2A

ADMINISTRATIV

E OFFICER

LEBUSA MM

COORDINATOR

BIODIVERSITY &

WASTE

MANGEMENT

PROGRAMME

J BALOYI

SENIOR

SPECIALIST

WASTE POLICY

PLANNING &

INFORMATION

R MKHONDO

INFORMATIO

N

MANAGEMEN

T OFFICER

ENVIRONMENTA

L PLANNING

OFFICER

(VACANT)

LAW

ENFORCEMEN

T OFFICER

K Masemola

SECRETARY

A MODIBEDI

LEVEL 9

DIRECTO

R

T LENAKE

MANAGER

MUNICIPAL

HEALTH &

ENVIROMENTAL

SERVICES

VACANT

LEVEL 2A

COORDINATOR

WASTE

MANAGEMENT

PROGRAMME

J OAGENG

LEVEL 5

205 | P a g e

DEPARTMENT OF MUNICIPAL HEALTH & ENVIROMENTAL SERVICES (B)

MANAGER:

MUNICIPAL HEALTH

& ENVIROMENTAL

SERVICES

MOSEKWANE N

Administrative

Officer

RAKGOKONG

MM

Assistant Manager

Municipal Health

RUSTENBURG

L MONGOLOGA

Chief EHPX1

Level 5 (Vacant)

Senior EHP x 2(1

VACANT) Level 6

EHP x 4

Environmental

Education Officer

VACANT x 2

LEVEL 7

Admin Officer

THWANE B

Level 8

Assistant Manager

Municipal Health

MOSES KOTANE

MOLOBI MJP

Assistant Manager

Municipal Health

MADIBENG

J MOSS

Assistant Manager

Municipal Health

KGETLENGRIVIER

CHUMA FS

Assistant Manager

Municipal Health

MORETELE

J MASHONGOANE

Admin Officer

MOSENEKE

MM

Admin Officer

TP MAREMO

Admin Officer

LETSHOLO MJ

Admin Officer

THEKISO MI

Chief EHPX1

Level 5 (Vacant)

Senior EHP x 2 Level 6

EHP x 2

Chief EHPX1

Level 5 (Vacant)


EHP x2

Chief EHPX1

Level 5 (Vacant)


EHP x 2

Chief EHPX1

Level 5 (Vacant)

Senior EHP x 2

Level 6

EHP x 2

Environmental

Epidemiology

Officer

MOSOTHOAN

206 | P a g e

DEPARTMENT OF HEALTH &ENVIROMENTAL SERVICES (C) - AIR QUALITY & REGULATORY

MANAGER: AIR

QUALITY &

REGULATORY

SERVICE

Administrative

Officer

A Aphiri

Co-ordinator: Air

Quality and

Regulatory Services

VACANT

Climate Change and

Cleaner Production

Officers

P MATHEBA

W MANGANYI

Compliance

Monitoring Officers

T

PUSHOYABONE

Emission Licensing

Officer

LEVEL (6)

Air Quality

Control officer

LEVEL (6)

Senior Specialist:

Permitting and Air

Quality

(Management

T MATHEKGA

207 | P a g e

DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES (A)

DIRECTOR

G MAHLANGU

MANAGER: FIRE

SERVICES

P DIRAPELO

MANAGER:

DISASTER RISK

MANAGEMENT

P MORARE

M.M.C: COMMUNITY

DEVELOPMENT

SERVICES

MANAGER:

SOCIAL

DEVELOPMENT

J MOSETE

ADMINISTRATIVE

OFFICER

P MANGOLE

GIS

OFFICER

T Malebo

DISASTER

MANAGEMENT

FIELD

OFFICER

D MAKGALE

S NCONGOLOX

MANAGER:

SPORTS, ARTS &

CULTURE

M RADITLADI

COMMUNICATIO

N & TRAINING

OFFICER

I KGOMO

RISK OFFICER K MOLAO LEVEL 7

DISASTER ASSESSMENT

OFFICER P TSELAPEDI

LEVEL 7

RADIO CONTROL

OFFICER X 3 P

LEKOTLOANE R

MOLOKWANE T MASHIACHIDI

LEVEL 9

SECRETARY L MODISE

LEVEL 8

COORDINATOR COMMUNITY SAFETY

K DIKOBE

LEVEL 5

SOCIAL DEVELOPMENT COORDINATOR

X2 M MALETE N MOGOTSI

LEVEL 5

208 | P a g e

DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES (B) – FIRE SERVICES

Station Officer-

OPS x 3

Level 7

Chief Fire Officer:

Kgetleng Fire Station :

P.D.S.Mosito

Level 4A

Assistant Chief Fire

Officer :A.Mphahlele

Level 5

Chief Fire Officer:

Moretele Fire

Station:D.S.Khunou

Level 4A

Chief Fire Officer:

Mogwase Fire Station

:F.J.Mogale

Level 4A


Officer : Vacant

Level 5

VACANT


Officer :N.F.Tsitsi

Level 5

Station Officer-

OPS x 4

Level 7

Station Officer-

OPS x 4

Level 7

S/O Pro-Active

x 2

Level 7

Pro-Active

2x S/O

Level 7

Pro-Active

Station Officer

x 2

Level 7

Leading

FF=08

FireFighters

=6

Snr FF =

17

Level 9 to 12

Trainee Fire Fighter

Vacant X2

Level 12

Pro-Active

Leading Fire

Fighter x 2

Vacant Lev

8

Level 8

Leading=2

SnrFF=20

F/Fighters = 3

Level 8

Leading =9

Snr Fighter=14

F/Fighter= 07

Level 8

Leading Fire

Fighter x 2

Pro-Active

Level 8

2 x VACANT

Leading Pro-

Activ x 2

Vacant

Vacant

Level 8

Trainee Fire

Fighter : 2X

Vacant

Level 12

Level 12

Manager: Fire

Services: P.Dirapelo

Level 2 a

Trainee Fire

Fighter : 2X

Vacant

Level 12

Level 12

209 | P a g e

CO-ORDINATOR:

ARTS & CULTURE

K MALAO

LEVEL 5

MANAGER:

SPORTS, ARTS &

CULTURE

LEVEL 2(a)

SPORTS CO-

ORDINATOR X2

LEVEL 5

DIRECTOR:

COMMUNITY

DEVELOPMENT

SERVICES

G MAHLANGU

DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES: SPORTS, ARTS AND CULTURE (C)

M RADITLADI

KHUNOU K

MAGWETE J

MMC SPORTS,

ARTS AND

CULTURE

V MOCHE

210 | P a g e

211 | P a g e

212 | P a g e

SECTION 7: INTEGRATION AND OPERATIONAL STRATEGIES

BOJANALA PLATINUM DISTRICT MUNICIPALITY DISASTER MANAGEMENT

FRAMEWORK

The strategy of the framework is to provide a coherent, transparent and inclusive policy

on disaster management in the District Municipality and also to provide municipalities in

the Bojanala Platinum District Municipality, role-player departments, NGO’s, CBO’s and

other agencies with guidelines which will enable these to establish structures and

programs to empower communities to jointly reduce their vulnerability, by the

implementation of a process whereby such communities can prevent disasters from

occurring, mitigate against disasters, prepare and respond to the consequences of any

hazard or disaster situation that communities can be confronted with. The strategic

objectives aim to enable the policy framework to strengthen its ability to prepare and

respond to disasters.

BOJANALA PLATINUM DISTRICT MUNICIPALITY DISASTER RISK MANAGEMENT

PLAN

BPDM has a Disaster Management Plan as part of its Integrated Development Plans,

according to the Municipal Systems Act. Disaster management aims to reduce the

occurrence of disasters and to reduce the impact of those that cannot be prevented. The

purpose of the plan, therefore, is to provide municipalities in the Bojanala Platinum District

Municipality, role-player departments, NGO’s, CBO’s and other agencies with guidelines

which will enable these to establish structures and programs to empower communities to

jointly reduce their vulnerability, by the implementation of a process whereby such

communities can prevent disasters from occurring, mitigate against disasters, prepare

and respond to the consequences of any hazard or disaster situation that communities

can be confronted with.

213 | P a g e

The Municipal Disaster Risk Management Plan should:-

Form an integral part of the Bojanala Platinum District Municipality IDP so that

disaster risk reduction activities can be incorporated into its developmental

initiatives;

Anticipate the likely types of disaster that might occur in the District Municipal area

and their possible effects;

Identify the communities at risk;

Provide for appropriate prevention, risk reduction and mitigation strategies;

Identify and address weaknesses in capacity to deal with possible disasters

Facilitate maximum emergency preparedness;

Establish the disaster risk management policy framework and organisation that will

be utilized to mitigate any significant emergency or disaster affecting the District

Municipality;

Establish the operational concepts and procedures associated with day-to-day

operational response to emergencies by District, Departments and other entities.

These SOPs will also form the basis for a more comprehensive disaster response

document;

Incorporate all special Hazard / Risk-specific and Departmental DRM Plans and

related emergency procedures that are to be used in the event of a disaster. These

will provide for:-

o the allocation of responsibilities to the various role players and co-ordination

in the carrying out

o of those responsibilities;

o prompt disaster response and relief;

o disaster recovery and rehabilitation focused on risk elimination or mitigation;

o the procurement of essential goods and services;

o the establishment of strategic communication links;

o the dissemination of information.

214 | P a g e

LOCAL ECONOMIC DEVELOPMENT STRATEGY

The purpose of the LED Strategy is to position the Bojanala Platinum District Municipality

as a centre of sustainable economic growth and development. The LED is in partial

fulfilment of the district’s IDP goals which will position the district in attaining its vision as

a “model of cooperative governance for effective and efficient service delivery in

partnership with local municipalities and all stakeholders”. The LED strategy has an

objective of economic growth for next 5 years; reduce unemployment below in five years;

decrease the number of households below poverty line; increase and develop access to

economic opportunities and expand the municipal revenue base.

TOURISM

Tourism is identified as a sector with high potential. Key interventions in the areas of

marketing, developing identified tourist attractions, packaging and promoting tourist

destinations. The need to improve tourism research through different efforts such as

coordinating and engaging industry players, promoting trade relations and supporting the

development of community and local tourism should be explored.

AGRICULTURE

Has a role to play in the District economy. The climatic and soil conditions may not be the

best; however, technological advances may lead to improved productivity in this industry.

Partnerships with research institutions such as the Agricultural Research Council are

required to explore high value crops and different production methods and techniques.

Forty one villages in the Amatole District municipality are said to be benefiting from a

similar partnership. Agro-processing is also viewed as an industry with a lot of potential.

This would add value to the raw materials the District and the Province export for

processing elsewhere.

215 | P a g e

TOURISM DEVELOPMENT STRATEGY

This Strategy acts as a strategic planning document to provide direction to BPDM on

tourism development issues. The strategy aims to guide and coordinate sustainable

tourism development from a land use planning perspective within the district in recognition

of the important role that tourism plays in an economic, social and environmental

perspective.

PMS FRAMEWORK

The PMS framework is meant to provide measures and practical guidelines for the optimal

management of all aspects of the performance of BPDM as an organization as well as

individuals who work in BPDM in a manner that aligns their efforts and achievements to

increase the levels of service delivery in the municipality currently deemed to be most

appropriate. The framework is seen as a process that will specifically contribute to the

achievement of establishing an improved performance culture in BPDM by planning,

measuring, communicating, recognising and rewarding performance and also serving as

a vehicle for implementing BPDM’s goals and strategies by facilitating continuous

performance improvement, individual and organisational development and continuously

enhancing employees’ competence through the identification of KRA’s as well as career

related training and development needs and strategies to deliver the best training

available while communicating the standards and performance expectations of each

employee by evaluating performance fairly and objectively.

The MSA emphasises the need for performance management in local government and

requires municipalities to develop a Service Delivery and Budget Implementation Plan

(SDBIP) as the Municipal Planning and Performance Management Regulations (2001)

stipulate that a “Municipality’s Performance Management System entails a framework that

describes and represents how the municipality’s cycle and processes of performance

planning, monitoring, measurement, reviewing and reporting and improvement will be

conducted, organized and managed, including determining the roles of the different role

players” (Chapter 3, Section 7, Municipal Planning and Performance Management

216 | P a g e

Regulations, 2001). There is a Municipal Scorecard (SDBIP) that is critical institutional

performance management document that links strategic planning and IDP processes.

The municipal scorecard captures the key aspects of the IDP and the Strategic Plan in

terms of, inter alia:

Key Performance Areas;

Strategic objectives;

Key Performance Indicators;

Baseline;

Targets

The district is currently reviewing the PMS Framework

AIR QUALITY MANAGEMENT PLAN

The National Environment Management: Air Quality Act, 2004 requires that a local

authority prepare a plan for the preservation or the improvement of air quality within their

area jurisdiction. BPDM Air Quality Management Plan is primarily directed at protecting

the valuable asset of good air quality in the district and particularly of ensuring that

adverse air quality does not impact on the most vulnerable of the population. The district

is currently reviewing the Air Quality Management Plan.

ENVIRONMENTAL MANAGEMENT FRAMEWORK

Environmental issues have become an important part of developmental thinking and

decision making in South Africa and the Integrated Environmental Plan (IEP) is therefore

an important sector plan of the Integrated Development Plan (IDP), which serves as a

useful tool for the evaluation and alignment of development proposals with the principles

of sustainable development.

This Environmental Management Framework has been completed and is awaiting

authority from the Minister and the Provincial MEC before it can be gazette.

217 | P a g e

INTEGRATED WASTE MANAGEMENT PLAN

Waste Management Plan has a key role to play in achieving sustainable waste

management. Their main purpose is to give an outline of waste streams and treatment

options. More specifically it aims to provide a planning framework for the following:

Compliance with waste policy and target achievement;

Outline of waste characteristics and sufficient capacity for managing waste;

Control of technological measures; and

Outline of economy and investment requirements.

INTERNAL AUDIT PLAN

The internal audit plan sets out the Strategic Three Year Rolling Internal Audit Plan as

well as the Annual Internal Audit Plan for the financial year ending 30 June 2021. The

approach was to formulate a risk-based plan to align the priorities of the internal audit

function with the strategic objectives and goals of BPDM and related strategic risks as

identified by management.

FRAUD POLICY AND RESPONSE PLAN

This policy is intended to set down the stance of BPDM to fraud and corruption and to

reinforce existing systems, policies and procedures of BPDM aimed at deterring,

preventing, detecting, reacting to and reducing the impact of fraud and corruption. The

policy of BPDM is zero tolerance to fraud and corruption. In addition, all fraud and

corruption will be investigated and followed up by the application of all remedies available

within the full extent of the law and the implementation of appropriate prevention and

detection controls. These prevention controls include the existing financial and other

218 | P a g e

controls and checking mechanisms as prescribed in the systems, policies and procedures

of BPDM.

WORKPLACE SKILLS DEVELOPMENT PLAN

Workplace Skills Plan (WSP) it is a well-researched and reasoned plan for developing the

skills needed by the institution. It includes a survey of the qualifications and roles of the

staff and an analysis of the institution's expected future trends. The plan is developed for

every financial year.

abstract this reviewed 2020/21 idp seeks to provide an

Documents