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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008

STATEMENT OF COMMITMENT BY THE EXECUTIVE AUTHORITY According to the Municipal Systems Act, each Municipal Council must, within a prescribed period after its elected

term, adopt a single, inclusive strategic plan for the development of the municipality. However, our Predecessor Council already adopted a draft IDP. We, in an endeavor to execute our political mandate, followed the path laid by them and adopted the draft IDP with amendments made considering the contract we made with the people of Waterberg during the local government elections.

The tasks given to local government entail more demanding capabilities and performance. This means that we are not only expected to find the means for addressing traditional local government challenges of delivering basic services to the people, but we are supposed to find strategies and mechanisms that are potent enough to remove the many bottlenecks which stand in the way of sustainable development in a local jurisdiction. The IDP document that we adopted will serve as a blue-print that will gauge service delivery and timely implementation.

The next five years will be fundamentally different regarding the kind of support that both national and provincial government spheres will be providing to municipalities. Different in that, it will be characterized by intensive intergovernmental collaboration, and of course hands-on support.

To all my colleagues, both from the Political authority and the administrative arm, It is my understanding, that as we carry out this contract entered into with our people, we will appraise it with 100% ownership of all the things that were discussed and agreed upon, we will implement it with full preparedness to provide developmental support to all municipalities in the district.

It is only when we are 100% committed that we stand a chance of realising these local government strategic priorities.

One of the critical things we need to do in the next five years is to build and strengthen the capacity of newly elected mayors and councillors, particularly women. This objective is also consistent with building a democratic, non-racial and non-sexist South Africa. We should do so by putting in place targeted support programmes for our women mayors and councillors, and not rejoice at their failures.

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The success of the integrated development plan as enshrined herein caters also for development of infrastructure is dependant on the competencies of Councillors, municipal officials, and service providers

Infrastructure is the cornerstone of social upliftment and economic development. In particular, fast tracking Infrastructure delivery will also contribute to the Accelerated Shared Growth Initiative for South Africa (ASGISA), and also assist in achieving the targeted economic growth rate of 6% through job creation as well as the establishment of well-serviced areas conducive for economic investment and development. On achieving the 6% growth, we need to sustain this by maintaining the infrastructure assets. We believe that we have built the basis for a national effort to achieve faster and shared economic growth. With this programme we can achieve our social objectives and we can more than meet the Millennium Development Goals. Our municipality has allocated sufficient funding to kick start a basis for the development of proper infrastructure in needy areas. Local Government as the custodian of community infrastructure such as roads, waste disposal sites, water and sanitation systems, and public facilities. Most importantly we will intensify assets management efforts in a sustainable manner to best serve the interests of communities and enable local economic development.

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STATEMENT OF COMMITMENT BY MANAGEMENT

The strategic plan as detailed herein is informed by the successes in the previous implementation and service delivery initiatives and seeks to provide a framework within which our municipality will address the remaining challenges as we enter the second decade of freedom.

The overall thrust of our plan centres on building the capacity of the district municipality and the local municipalities to implement government’s development programmes. The interests of ordinary people in the district continue to inform the strategic institutional thrust of the district municipality.

It is also a building block on what has been done since the inception of local government in 2000 and encompass a five year strategy for the future, with a firm focus on the mid-term planning. The refined vision and mission put additional emphasis on the following:

Establishing the needs of communities through Inclusive and participatory processes Render effective, efficient and sustainable services Ensure a better life for all

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In this manner our municipality should make a meaningful contribution to government’s vision of our future embodied in vision 2014. Management and staff of the WDM recommit themselves to work tirelessly at enabling Council to realise the targets for 2014 that include the following:

Reducing unemployment by half Reducing poverty by half Providing the skills required by the district economy Improving services to achieve a better life We will strive to do so informed by our municipality’s intention to play its role in “‘Building a people’s

contract to create work and fight poverty ” . We will do so guided by the strategic objectives of the municipality which provide a guideline that we will

follow as management and staff in executing Council’s mandate. Specific outputs, indicators and outcomes are central to fulfilling this mandate. All Service Business Units will be implementing their programmes on the basis of detailed action plans informed by the strategic plan.

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We will further ensure that Council’s obligation of community participation is structured in such a manner that ’all district stakeholders continue to support our municipality as we mobilise our people’s individual and collective efforts to implement government’s programmes at provincial and local level. This includes partnerships with the three spheres of government, civil society and the private sector. Our goal is to accelerate the shared growth initiative and invest in the life’s of our people a new age of hope

We thank the sterling contribution of the predecessor Council, Mayoral Committee, all three spheres of government and parastatals, members of the public, business community and organs of civil society and our many stakeholders who have interacted with us and brought valuable insights to this strategic plan. Lastly, I thank the committed staff of WDM that continues to find joy in serving the people of the district.

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SECTION A

CHAPTER 1:6


INTRODUCTION AND BACKGROUND

1. INTRODUCTION1.1. CONSTITUTIONAL MANDATE

Chapter 7 of the constitution

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Status of municipalities

151 (1) The local sphere of government consist of municipalities, which must be established for the whole territory of the republic.

(2) The executive and legislative authority of a municipality is vested in its municipal council

(3) A municipality has the right to govern, on its own initiative, the local government affairs of its community, subject to national and provincial legislation , as provided for in the constitution;

Objects of local government

152 (1) The objects of local government are-

(a) To provide democratic and accountable government for local communities;(b)To ensure the provision of service to communities in a sustainable manner;(c) To promote social and economic development;(d)To promote a safe and healthy environment; and(e) To encourage the involvement of communities and community organizations in matters of local

government

Establishment of municipalities

Section 155 provides for three categories of municipalities

(a) Category A- Is a municipality that has exclusive municipal executive and legislative authority in its area.(b)Category B- Is a municipality that shares municipal executive and legislative authority in its area with a

category C municipality within whose area it falls (All the locals viz. Mogalakwena, Lephalale, Thabazimbi, Modimolle, Bela-Bela and Mookgophong are classified within this category)

(c)Category C- Is a municipality that has municipal executive and legislative authority in an area that includes more than one municipality- (Waterberg District Municipality fall within this category)

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1.2 MUNICIPAL FUNCTIONS AND POWERS

Sections 156 of the Constitution, 8 of the Municipal systems Act and 86 of the structures act outline the powers and functions of the municipal

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Key: ATP = Authority to perform PFM = Powers Performed by Municipality ESP = External Services Provider S78 = Section 78 Process in terms of Systems Act Complete SDA = Service Delivery Agreement in Place Functions of the district municipality according to the Constitution, the Municipal Structures Act and Systems Act

ATP PFM ESP or other sphere of Govt.

S78 SDA Personnel

Air pollution Yes Yes No Yes No 0Bulk supply of Electricity Yes No Yes No No 0Bulk Water Supply Yes No Yes Yes Yes 0Bulk sewage purification and main sewage disposal Yes No Yes Yes No 0Cemeteries and Crematoria Yes No No No No 0Municipal roads Yes Yes No No No 1Education No No No No No 0Fire-Fighting Services Yes Yes Yes Yes Yes -Local Economic Development Yes Yes No No No 3Municipal Abbattoir Yes Yes No Yes No -Municipal Airports Yes No No No No 0Municipal Health Services Yes Yes No No Yes -Municipal Transport Planning Yes Yes No No No 1Municipal Public Works Yes Yes No No No 1Municipal Planning Yes Yes No No No 2Safety and Security No No Yes No No 0Social development No No Yes No No 0Sports, Arts and Culture No Yes Yes No No 1

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 1.3 COUNCIL COMPOSITIONThe District is allocated 33 seats. 32 Seats are filled and one vacancy exists. The Council comprises of 32 councillors of which 13 are directly elected and 19 indirectly elected. The councillors represented hereunder are reflected as from March 2006

MEMBERS OF COUNCIL

EXECUTIVE MAYOR : Councillor P S Kekana

SPEAKER : Councillor Y E Lorgat

MEMBERS OF THE MAYORAL COMMITTEE : Councillor M D Mabote

Councillor S J MadelaCouncillor R E MothibiCouncillor J M RakgwaleCouncillor M J Makhafola

Councillor S M Molekwa

COUNCILLORS : Councillor A E BassonCouncillor R M KekanaCouncillor M M LamolaCouncillor M E LefawanaCouncillor V B MachineCouncillor S K MakgaeCouncillor M J Makhafola

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Councillor L S ManamelaCouncillor M J MashianeCouncillor G S MatsietsaCouncillor M P ModibaCouncillor O O ModiseCouncillor M A D MonamaCouncillor R N MoneneCouncillor M L MoremiCouncillor T P MphahleleCouncillor R M RadebeCouncillor G M SelekaCouncillor M A SethlareCouncillor P H TsebeCouncillor van Aswegen L WCouncillor van Heerden J DCouncillor Vreugdenburg J

Councillor S A Sebolai Councillor N V Mashamaite

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COUNCIL COMMITTEES

SOCIAL SERVICES Chairperson: S M Molekwa Members: T P Mphahlele

M L MoremiR M KekanaR M Radebe

INFRASTRUCTUREChairperson: R E Mothibi Members: M A D Monama

R N MoneneJ Vreugdenburg

TRANSFORMATION & ADMINISTRATIONChairperson: J Rakgwale Members: O O Modise

G M SelekaV B Machine L S Manamela

BUDGET & TREASURY Chairperson :S J Madela Members: M M Lamola

A E BassonM P ModibaS K Makgae

PLANNING & ECONOMIC DEVELOPMENTChairperson: M.D Mabote Members: L W van Aswegen

P H TsebeM E LefawanaG S Matsietsa

S A Sebolai

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GENDER, YOUTH, SPORTS, ARTS & CULTUREChairperson: M J Makhafola Members: M J Mashiane

M A SetlhareJ D van Heerden

N V MashamaitePUBLIC PARTICIPATION

Chairperson: Speaker Cllr. Y. E. Lorgat

Members:1. R. M. Kekana2.S.M. Molekwa3.G.M.Seleka [Ms.]4.O.O. Modise[Ms.]5.M.L.Moremi[Ms.]6.M.M.Lamola

GEOGRAPHICAL NAMES COMMITTEEChairperson: Speaker Cllr. Y. E. Lorgat

Members:1.J.Rakgwale2.J.Vreugdenburg3.R.M.Radebe [Ms.]4.G.S.Matsietsa[Ms.]5.M.A Setlhare [Ms.]6.T.P.Mphahlele

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CHAPTER 2:

ALIGNMENT AND HARMONISATION

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2. INTEGRATED DEVELOPMENT PLANNING

Development Planning is “… a participatory approach to integrate economic, sectoral, spatial, social, institutional, environmental and fiscal strategies in order to support the optimal allocation of scarce resources between sectors and geographical areas and across the population in a manner that provides sustainable growth, equity and the empowerment of the poor and the marginalized…”. (Forum for Effective Planning and Development1 (FEPD), 1995).

Integrated Development Planning is a cooperative and continuous process that is undertaken by the Municipality and leads to the adoption of the Integrated Development Plan (IDP) and its annual revision based on new data and changing circumstances. The Municipality’s IDP is concerned with the allocation of public resources in the most effective and efficient way so as to provide a framework for community, economic, and environmentally sustainable development at the local level. The IDP has legal status. It is the instrument for the strategic management of the Municipality and decision-making by the Council. The IDP ensures a cooperative approach by the National, Provincial and Local spheres of government to develop and implement projects and programmes on a priority basis which will empower and benefit the community.

1 FEDP was a government advisory body.16

WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Each sphere of government in South Africa has to see to the optimal allocation and application of resources for its area of jurisdiction. Development Planning is therefore an executive function as it has to be overseen by the highest political office at each sphere and should be ratified by the elected political representatives in that sphere. Development Planning has to determine the way in which each sphere sets its budget. Its influence should extend beyond that of government resources and it must serve to mobilize off-budget resources (State Owned Enterprises, private sector and NGOs). Development Plans also serve to inform the actions of a range of role players, so they have a broader role than merely establishing a one-to-one relationship with budgets. They should also serve to inspire and guide the self-action of communities and residents by presenting a clear vision for the area and long, medium and short-term development priorities and objectives. Development Planning is a core part of the service delivery and development process. Service delivery and development cannot occur without identifying relevant actions, programming the activities and setting in place the requisite resources. The relevant actions are the ones that have the most impact on addressing poverty and growing the economy. They are sustainable and lead to long-term benefits for a particular area and its people. It is always a challenge to determine these relevant actions in the face of huge needs and limited resources. It requires formulating strategies that are innovative, inter-sectoral and spatially targeted. Development Planning is also central to any performance management system. The setting of development objectives and targets is the basis for measuring performance through appropriate monitoring and evaluation steps. Development Planning is therefore a part of an integrated system of planning and delivery and does not sit as an isolated process de-linked from the actual functioning of a municipality, province or the country. The IDP relationship between the three spheres of government can be illustrated as follows:

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2.1 Local Government Sphere

Development Planning in the Local Government sphere is conducted through the Integrated Development Planning instrument. Each municipality in terms of the Municipal Systems Act (2000) is responsible for formulating, adopting and implementing and Integrated Development Plan (IDP). The Mayor is responsible for the IDP and it has to be adopted by the municipal council. Community participation and involvement is central to IDPs. Communities are encouraged to organize themselves and take care of their own development working together with government. Community/Ward based planning can be a useful way for making more structured inputs in the IDP process and for organizing community/ward based self-action. IDPs are not a mere collection of community needs or plans but are municipal-wide plans that have to take community needs into account together with wider strategic issues incorporating provincial and national priorities and strategies. Mediating these various interests the IDP should reflect the best possible development decisions and trade-offs that focus on viability and economic, social, environmental, financial and institutional sustainability.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 2.2 Provincial Government Sphere

Development planning in the provincial sphere occurs through the Provincial Growth & Development Strategies (PGDSs) that are driven by the Premier’s office and adopted by the provincial cabinet. Currently there is no national legislative framework that governs the formulation, adoption and implementation of PGDSs. Nevertheless in practice all provinces do formulate an overarching strategic framework. The PGDS should have effect over the entire province and therefore needs to be completed in consultation with municipalities and key provincial stakeholders. The PGDS and IDPs should be aligned so that a common strategic path is followed and there is complement in the way resources are allocated and in the way delivery occurs.

2.3 National Government Sphere

Development Planning at national level occurs through the Medium Term Strategic Framework (MTSF). The MTSF is prepared by the Presidency and approved by the national Cabinet. Like the PGDS, the MTSF currently does not have a legal status. The influencing nature of the MTSF over the national budget is still limited. This will improve as the inter-sectoral, geographical and people-centred focus of the MTSF is deepened, and as institutional preparedness issues are addressed.Intergovernmental Planning, that is, the coordination of development planning across the three spheres of government is a critical area for improvement in order to realize the objective of optimal resource allocation and implementation for the state as a whole for the purpose of eradicating poverty and growing the economy. Enhanced development planning across government will contribute to the existing Planning Framework that includes the planning cycle which culminates in the MTSF and annual State of Nation Address.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 The IDP Hearing analysis together with an analysis of provincial capacities (and an analysis of District – Wide IDP Consultative Meetings) forms the basis of the Intergovernmental Planning support strategy that focuses on an action plan relevant to the context of the Limpopo Province and Waterberg District Municipalities. The strategic objectives of the support strategy are:

2.3.1. Entrench integrated development planning as an approach by improving the perceptions and understanding of key role players2.3.2. Improve the capacity of municipalities to plan so that they develop realistic and creative strategies that ensures sustainable, integrated and targeted development spending and infrastructure investment in a municipal area,2.3.3 Improve the capacity of municipalities to implement so that they ensure feasible and effective municipal operation, service delivery and development, monitoring, evaluation and review,2.3.4 Improve provincial-municipal as well as inter-sectoral cooperation in prioritization, resource allocation and implementation,2.3.5 Improve the capability of provincial government and districts to give effect to their constitutional and legal obligations to support municipalities,2.3.6 Ensure the coordination and effective implementation of the various support initiatives, and 2.3.7 Support the municipalities that have no/very limited structural capacity with frame conditions and establishment processes.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 In order to strive towards a developmental state that will enhance service delivery and lives of people, the appropriate mechanisms and support will be required from all actors in government. Issues like alignment and programme linkages, communication in structures, support from national, to provincial and local (financial, procedural and human resources) and sector involvement in development planning all calls for integration at each level of government, horizontal and vertical.It is imperative that the support needs to be structured at various levels of national, provincial and local structures (political and technical) and the rules of engagement must be clearly communicated for all role players to know what role they are playing and how to play it effectively.

To further forge alignment across the three spheres of governance the following clusters has been established and meeting regularly except the infrastructure cluster and the structural arrangements are as depicted in table 1.1. below. These structures meet quarterly and discuss issues that provide content to the agenda of the District Intergovernmental Forum that is also held quarterly.

Table 1.1: Structural arrangements for the District Clusters

Technical Support Forum 7 MM & 3 DH from Clusters

3DH representing the 3 Clusters

Social ClusterConstituted by: HOD-LM , DM

Provincial sector depts. District Heads

Economic ClusterConstituted by: HOD-LM, DM

& Provincial sector depts. District Heads

Infrastructure ClusterConstituted by: HOD-LM , DM & Provincial Sector

deptsDistrict Heads

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CHAPTER 3:

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Provincial Level: Economic

Development Environment and Tourism

Agriculture Roads and

TransportMunicipality Level

Planning and Economic Development

Finance PIMSSProvincial Level:

EducationHealth and Social Development.Sports, Arts and CultureCorrectional ServicesSafety & SecurityLabour MunicipalityMayor’s OfficeSocial ServicesCorporate ServicesPIMSS

Provincial Level Public Works Local

Government and Housing

DWAFMunicipality:

Technical Services

PIMSS


PERFORMANCE REPORTING

3.1 FUNCTIONAL SERVICE DELIVERY REPORTING

Key Performance Area

Good Governance and Public Participation

Department Executive Mayor’s OfficeReporting Level Detail

Municipal Function Overall coordination of council activities

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Description of the Activity.

Overall administration in the office of the Executive Mayor and to contribute to its effectiveness in leading the Institution.

Promoting the culture of co-operative governance. Ensure Public Participation in Municipal issues. Enter into twinning agreement with Foreign Countries District Municipalities. Facilitate the District Learning Network. Co-ordinate Sports, Arts and Cultural activities. Facilitation of safety and security issues in the district. Ensuring maintenance of order during Council meetings. Co-ordinate Council Sub-Committee meetings. Compilation of agenda and render Secretarial Services to Mayoral Committee and

Council. Co-ordination with communities and interaction with various stakeholders.The Strategic objectives of the above functions are as follows:

1. To ensure 60% of all public institutions and households within rural areas have access to communication facilities within 5 years.

2. To promote interdepartmental linkages and alignment both on a horizontal and vertical basis annually.

3. To improve the level of safety and security by reducing the incidents of identified crime by 8% within the District Municipality annually

4. To ensure 100% accessibility to schools for all learners and 50% decrease in the learner/educator and learner/classroom ratio within the next 5 years.

5. To ensure that 25% of young people’s talents are identified, nurtured and developed within 5 years.

6. To ensure effective co-ordination and management of sports within municipalities in a year.

7. Promotion and awareness of cultural diversity.

Performance reporting The total number of personnel employed

Total number of Councillors

Number of Councillors on the Mayoral Committee

8

32

624


Number and type of Council and Committee Meetings Council Meetings

o Ordinaryo Special

Mayoral Committee Meetingso Ordinaryo Special

Portfolio Committee Meetingso Finance Committeeo Labour and Administration Committeeo Planning & Economic Development

Committeeo Infrastructure Committeeo Community Services

45

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44567

Municipal Function Media and communicationsPerformance reporting

District Communicators Forum met as planned Received positive reportage from media Bought airtime on radio for a number of advocacy programmes Communication Strategy reviewed and programme of action adopted by council Newsletter were distributed throughout the district

Municipal Function Ward committee capacity buildingPerformance reporting

Municipal Function

Capacity Building A total of 15 Trainers were Trained in Partnership with Planact.

Education, Sports, Arts and CulturePerformance reporting (Sport Development)

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Establishment of Local Sport Councils. Hosted District O.R.Tambo Games in Modimolle with 876 Participants. Hosted the Provincial O.R.Tambo Games with ± 1 000 Participants. A number of players have been selected to play for the Provincial Team that will

participate in National Games to be held during September 2007 in East London.

Arts & Cultural

Hosted Arts and Cultural Festival in Bakenberg ± 2 000 people attended in the Event.

Municipal Function Special programmesPerformance reporting Special projects (Highlights)

Youth Development

Facilitated the establishment of Youth Council’s in all six Local Municipalities. Established the District Youth Council. 1 (One) General Council Meeting was held.

Domestic Workers / Farm Workers

Domestic Workers Forums were held in all Local Municipalities. Hosted the District Domestic Workers Forum in Modimolle during November

2005. Free the Farm Dweller Campaign was held in Kroomdraai, ± 2 500 workers

attended the event.

Women Development

The Launch of the South African Women in Dialogue (SAWID) held in Lephalale during November 2005.

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Financial viability and management

Municipal Function Procurement (Supply Chain Management)

Reporting Level Detail

Overview The Finance Department's mission is to provide financial support and ensure that public funds are utilised efficiently, effectively and economically, thus improving the lives of the communities.

Description of the Activity.

The Finance Department comprises of the following divisions: Income Expenditure Reporting

The Strategic objectives of the function are the following:

Revenue management Expenditure management and Supply Chain Management Financial reporting Budget compilation and control Adherence to legislative requirements

The key issues for 2005/06 were:

Collect levies due to the District Establishment of the various Bid Committees Comply with the requirements of the Municipal Finance Management Act Regular reporting in terms of MFMA

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Performance reporting

1 Number and cost to employer of all financial personnel

The total number of personnel employed

Financial interns appointed12

22 Debtor analysis: amount

outstanding over 30, 60, 90 and 120 plus days:

Abattoir 30 days 60 Days 90 Days 120 plus days

R (000s)

172 1

332

3 Write off of debts: number and value of debts written off:

One debt at the abattoir was written off during the year.

76

4 Regional Service Council (RSC) levies:

Number and value of returns

Total Establishment levy Total Services levy Levies collected for the current

year

66 084R (000s)

35 166 12 346 46 018

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5 Creditor Payments:

Creditors are paid within a period of 30 days.

6 Supply Chain Management The Supply Chain Management Policy was approved during December 2006 and came into effect as from 1 January 2006.

Details of Bid Adjudication

Committee activities: Total number of Bid

Adjudication Committee meetings held during the year

Total number of bids considered

Total number of bids approved

Total value of bids awarded Bids awarded to PDIs - 100%

owned - less then

100% owned

111616

11

5

16 958

7 External Loans:

No loans were taken up during the year

Municipal Function GAMAP/GRAPPerformance The District converted to GAMAP/GRAP and aligned its accounting policy with Generally Accepted

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 reporting Municipal Accounting Practice/Generally Recognised Accounting Practice and the annual financial

statements were prepared in this format.

Municipal Function MFMA implementationPerformance reporting

The District was classified as a low capacity municipality. The implementation plan was reviewed regularly to monitor implementation.

Municipal Function Governance RelationsPerformance reporting

The Finance Portfolio Committee met regularly during the year to discuss matters relating to finances.

Municipal Function Budget ReformPerformance reporting

Two financial interns were appointed in terms of the conditions of the Municipal Finance Management Grant. The interns are exposed to the following areas:

Municipal legislative environment and policy Municipal budgeting and policy Management budgeting and implementation Municipal Supply Chain Management

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Transformation and Organisational Development

Municipal function:

Admin (HR, IT, other)(Corporate Services)


Overview The department of Corporate Services provides an internal support service to the municipality in order to enable it to fulfil its constitutional mandate of providing sustainable services to the communities and ensuring socio-economic development.

Description of the Activity

The main functions of the department ( functional areas) are: Human resources management Administrative and auxiliary services Legal services

During the year under review the department undertook several projects aimed at achieving the general objectives of the department. These projects and other activities undertaken by the

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department will be presented in this section of this report.

Human resources

The Strategic objectives of the departments are the following :

To ensure adequate supply of the human resources in order to enable the municipality to discharge its constitutional mandate and legal obligations in the most effective, efficient, fair and transparent manner.

To render economic, effective and efficient administration of the human resources of the municipality.

To develop and provide work designs and organizational development services to the municipality. To promote sound labour relations and foster a peaceful working environment. To effectively and efficiently control and manage the performance of the staff of the organisation. To coordinate and administer the training and development of the officials and councillors to

enable them to execute their roles and responsibilities in the most effective and efficient way. To ensure the occupational health and safety of the officials and councillors of the municipal

Administrative and auxiliary services

Legal services

To provide general administrative and auxiliary support to the other functional areas of the municipality in order to ensure effective and efficient rendering of services.

To ensure a healthy and safe working environment. To provide state-of- the- art equipment, systems and machinery for service delivery.

To ensure compliance with the legal and constitutional requirements and obligations. To protect the legal interests of the municipality. To ensure that the municipality performs its functions and exercises its powers within the

parameters of the law.

Performance Reprting

Number of all municipal staff employed:

Professional (Managers/Specialists) Field (Supervisors) Office (Clerical/Administrative) Non-professional Temporary staff Contract staff

150

33164

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Total

Key appointments and staff turnover during the year:

AppointmentsM Managers

Assistant managersSenior officers

Total

Staff turnoverM ManagersA Assistant managers Senior officers

Total

1482

2125

0112

Municipal Function Human resource management

Performance reporting Reviewed workplace skills plan

Implemented the Workplace Skills plan Awarded bursaries to officials Conducted training programmes for officials

Municipal Function Administrative and auxiliary servicesPerformance

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 reporting Completed the shaded parking area project

Completed the repair of the municipal buildingMunicipal Function Municipal Function


Conducted disciplinary hearings for 2 officials


Economic Development

Municipal Function:

Economic Development and Planning


Overview Includes all activities associated with economic development and Planning initiatives.

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The department is involved in the stimulation and the promotion of economic growth in the district particularly in areas that are identified as key growth sectors of mining, tourism, agriculture, construction and manufacturing.

The department also coordinates all the spatial planning and land management issues in the district.


The function of economic planning / development within the municipality is administered as follows and includes:

ECONOMIC DEVELOPMENT Formulate, develop and implement economic development policy and LED strategies Facilitate research on economic development and maintain database; Stimulate the local economy by

promoting job creation, investment and the development of SMMEs Mobilize investments both nationally and internationally Enhance local economic development through sectoral development focusing especially on agriculture,

tourism, manufacturing and mining development and marketing Leverage government and international donor funds to support the LED program Foster partnerships with other stakeholders in support of poverty reduction, job creation projects and

infrastructure provision Manage the implementation of LED initiatives in accordance with the IDP Technical support to category B municipalities

DEVELOPMENT PLANNING Administration and development of the District Spatial Development Framework (SDF) Develop and maintain GIS System; Assist in the implementation of the IDP Assist category B Municipalities with land use management and development planning Formulation of development Policies, strategies and action plans"

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Description of the Activity (cont.)

The strategic objectives of this function are to:The strategic objectives of economic development division are: To grow the district economy by 6% per annum To create 6 000 jobs per annum in order to reduce unemployment To reduce poverty by half amongst the rural and urban poor by 2015 To enhance human resources development To enhance the district and six municipalities’ capacity to manage LEDThe Development Planning Unit’s strategic objective is to guide, coordinate and implement spatial planning policies in the district through: Improved access to spatial information for planning purposes Formulation of development policies, strategies and action plans Creating sustainable human settlements, quality urban and rural environments


Review of the District LED plan Fast racking the compilation of SDF’s by local municipalities Establishment of sector working committees in mining tourism and agriculture Establishment of the Waterberg Development Agency Capacity building and establishment of functional LED unit in local municipality Development of Mining and Cooperatives Strategies


1. Number of all economic development personnel: Professional(Directors/Managers) (3) Non-professional(Clerical/Administrative) Temporary Contract Note: total number to be calculated on full-time equivalent (FTE) basis, total cost to include total salary package

2. Detail and cost of other rural development strategies:The following rural development strategies were initiated by the department: Poverty Reduction Plan

4102

R 500 000R 150 000

R 1 415 225

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Agricultural Development Strategy Modimolle Agricultural Training Centre

and Establishment of Co-operatives

3. Type and number of grants and subsidies received:Integrated Provincial Support Programme Note: total value of specific planning and development grants actually received during year to be recorded over the five quarters - Apr to Jun last year, Jul to Sep, Oct to Dec, Jan to Mar, Apr to Jun this year.

R 1.2 M R 250 000

R 1M

R 1 900 000

Municipal Function Formulation of Sector StrategiesPerformance reporting

Core sectoral strategies of mining, tourism, cooperatives and agric were successfully completed.

Municipal Function Coordination of LED activities in the District and Capacity building cipal FunctionPerformance reporting

LED review is under way for proper coordination of LED activities in the district Municipalities were assisted to establish their LED divisions Mining, tourism & agriculture LED working forums were establishment for effective coordination

of these sectors The district participated effectively on EU LED programme Assisted communities and individuals to apply for funding from EU LED programme Facilitated the establishment and registration of cooperatives in the district with LIBSA Assisted mines to formulate their social and labour plans

The variance has been that not all six municipalities managed to establish fully-fledged LED divisions and that the LED-working forum was not as fully functional as expected.

Municipal Function Poverty Alleviation and Job creation; Spatial Planning Coordination in districtPerformance reporting

Poverty related projects were successfully implemented such as registration of coops, agricultural training centre and SMME

The variance in this area was that training was not effective. Municipal Function Coordinationof Spatial Planning in the districtPerformance reporting

The target was that all six municipalities must have their spatial framework by end June 2006 Five of the six municipalities now have their spatial frameworks

The district failed meet the target, one municipality still do not have the spatial framework

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Municipal Function Tourism Promotion


Tourism was successfully promoted in the district through events such as wildlife expo, Bela-Bela tourism festival, wilde fees in Thabazimbi as well as Modimolle grape festival

The tourism strategy & implementation Plan was also completed in the year under review The district participated in the Tourism Indaba in Durban

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Basic Service Delivery and Infrastructure Development

Municipal function: Sports and Recreation (Social Services)Reporting Level Detail

Overview Coordination and facilitation of Sports Arts and Culture Activities to unleash young people's talents


To establish a structure that co-ordinates sports activities within the district To ensure the construction and maintenance of sports facilities To coordinate annual sports festivals To ensure that municipalities in cooperation with federations contribute to the development of sports

programmes Municipalities and other stakeholders to mobilise funding for coaching programmes

The Strategic objectives of the above functions are to :

Ensure that 25% of young people’s talents are identified within the next 5 years. Ensure effective co-ordination and management of Sports, Arts and Culture within local

municipalities.

The key highlights for 2005/06 were: Hosting O R Tambo Games in District Hosting of Indigenous Games Co-ordinating meetings related to sports, arts and culture

Municipal function Sports Development nurthe Year, Performance Targets Against Actual Achieved and Plans to Improve ormance


Hosted O R Tambo Games in District Co-ordinated meetings

Municipal function Arts and culture

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Performance reporting

Hosted Indigenous games Provision of awards to athletes Co-ordinated meetings

Municipal function EducationReporting Level Detail

Overview To ensure that all learners have access to education


To encourage partnerships between the relevant sectoral departments and the municipality in identifying infrastructure needs

The Strategic objective of the above functions is to :

Ensure that all learners in farm areas have access to education

The key highlights for 2005/06 were:

Fencing rural school Purchasing of computers to offshoot schools Meetings with Department of Education

Municipal Function Education in farming communities

Performance Reporting

Fencing rural school Purchasing of computers to offshoot schools Meetings

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Municipal function: Public SafetyReporting Level Detail

Overview To improve the level of safety and security by reducing the incidents of identified crime and ensuring that disaster management plans are in place.


To ensure that proper co ordination of safety and security campaigns within the district Supporting local municipalities to have capacity to render a disaster management functionThe Strategic objectives of the above functions are to :

1. Reduce or eradicate incidences of crime in the District by 5% before 31 March 20062. To empower local municipalities to render a disaster management function3. Disaster prevention and preparedness4. Improvement of disaster management communication networkThe key highlights for 2005/06 were:

Establishment of rural and community safety Establishment of disaster centres Establishment of Fire Protection Association Established Join Operation Committees Appointed service provider to develop the communication network plan

Municipal Function Safety and securityPerformance Reporting

Meetings of rural and community safety held

Municipal Function Disaster ManagementPerformance Reporting

Distributed tents and blankets to disaster victims Appointed Disaster Officer Distribution of 3 fire engines to local municipalities

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Municipal Function Environmental HealthReporting Level Detail

OverviewThe main focus is on prevention of spread of communicable diseases, investigation of reported cases, control of outbreaks, monitoring and meat quality and compliance with legislation; promoting integration of environmental management.


To provide services in terms of the Health Act, 1997 (No. 63 of 1977) Monitor compliance with Occupational Health and Safety Act to ensure that appropriate preventive

and remedial measures are implemented. Waste management AbattoirThe Strategic objectives of the above functions are to :

1. To prevent the spread of disease, raise health and hygiene awareness; and protect the natural environment; thereby contributing to the social and environmental stability of the District

2. Management of the Abattoir to ensure that the meat slaughtered is good for human consumptionThe key issues for 2005/06 were: Establishment of disaster disease outbreak committee Developed Environmental and Waste management plan Audit of landfill sites within district Meetings held with veterinarian services Monitoring of hygiene at abattoir

Municipal Function Health and Social WelfarePerformance Reporting

Establishment of an orphanage drop in centre Coordination and completion of devolution of municipal health services from local municipalities and

provincial government Appointed Assistant Head of health

Municipal Function Waste management

Performance Reporting

Audited landfill sites Rehabilitated Bela Bela landfill site Developed Integrated waste and environmental plan

Municipal Function Management of AbattoirManagement of Abattoir

Appointed general workman Reviewed contract of IMQAS for meat examination and grading

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Basic Services and Infrastructure Development

Municipal Function Water & SanitationRoad & Storm waterElectricityMunicipal Infrastructure Grant Programme


Overview The mission of the Department is to provide technical support in ensuring that the services provided by the Municipality in realizing the strategic focus areas of Technical Services are being done efficiently and effectively.

Description of the Activity

Technical Services is comprised of the following functional areas:

1. Water and Sanitation2. Roads and Storm water3. Electricity4. MIG Programme

The Strategic objectives are as follows:

Coordination of water and sanitation development. Ensuring proper management of the district road network Co-ordination of the provision of the electricity services Management, administration and coordination of the MIG Programme


Coordinate Monthly District Water and Sanitation Forum Re-gravel/pave identified local access roads Coordinate Monthly District Energy Forum Management of the MIG Programme and the MIG Project Management Unit

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Performance Reporting

1. Water and Sanitation DWAF has established Area Planning Forum for the Waterberg District Municipality for the

coordination of the planning and development of water and sanitation activities. Waterberg District Municipality is a stakeholder in the forum

Four Area Planning Forums and two Catchments Management Agencies meeting were hosted for the year

A total of 16 old water and sanitation projects were managed for the year

2. Roads and Stormwater A total of 13 local access roads were re-gravelled/paved for the year Only about 30% of the work towards the development of the roads management and information

system was done

3. Electricity Four District Energy Forums were held for the year A total of 3 old electricity capital projects were managed for the year

4. MIG Programme R1.9m was allocated to the Waterberg District Municipality towards the financing of the management

of the MIG Programme worth R58.0m The MIG Project Management Unit was established in January 2005 A total of 10 old CMIP projects and 18 new MIG projects were managed for the year

Municipal Function Water and sanitation coordinationPerformance Reporting

It was established that DWAF was also coordinating the planning and development of water and sanitation services via the Area Planning Forum.

Municipal Function Roads management systemPerformance Reporting

The road function was devolved to the district as at July 2004. The District engaged with RAL to acquire information and database of the Waterberg District Road Network.

Municipal Function Re-gravelling/Paving of roadsPerformance Reporting

Due to lack of knowledge and information on the district road network, the District continued to re-gravel/pave local access roads. Development of the Roads Management System is expected to be complete by June 2005.

Municipal Function Electricity coordinationPerformance The major issue in the electricity services is the restructuring of the electricity business which will have

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Reporting a major impact on Local Municipalities. The sub-issues that were identified are the ring-fencing of the

electricity business by the Local Municipalities and the handing over of the electricity distribution licence from Eskom to Local Municipalities.

Municipal Function MIG ProgrammePerformance Reporting

The District was able to develop and establish the MIG Programme Management System: the PMU, the MIS Reporting; the District Monthly MIG Forum. The District MIG Programme will however cease to exist as at April 2006. The District has employed two technical assistants (PMU Technicians) towards the strengthening of the capacity to manage the own funded Capital Programme as well.

3.2 PERFORMANCE HIGHLIGHTS

FREE BASIC SERVICES

The District does not directly render water, sanitation and electricity services to residents but only performs a coordinating role and providing project management assistance to the six local municipalities.

The following information was obtained from the PIMSS database in the district. It should be noted that the purpose for including this information in the Annual Report is to provide a district picture of progress made during the previous financial year in rendering basic services to indigent households.

Local municipality

Total number of households*

Number of indigent households benefiting from free basic

services#

Water Sanitation ElectricityBela-Bela 12 279 9 500 0 9 500Lephalale 23 401 7 500 140 2 500Modimolle 17 536 13 000 4 500 13 000

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Mogalakwena 68 010 38 148 2 148 1 107Mookgophong 6 977 2 800 0 3 100Thabazimbi 20 280 6 498 0 492Total 148 483 77 446 6 788 29 699

*Total number of households according to 2001 Census# Information provided by local municipalities

Service Delivery BacklogsAccess to Services

Service 1996

(117 615 Households)

2001


2005


Basic and above Below basic Basic and above Below basic Basic and above Below basic

Water1 86 241 31 374 145 316 22 754 148 546 74 023

Sanitation 104 448 13 167 142 638 25 433 66 153 156 416

Electricity 53 579 64 036 109 752 58 319 118 483 104 086

Refuse Removal

37 612 80 003 54 553 113 517 60 345 162 224

Housing2 83 217 34 400 131 252 36 823 50 810 171 759

Telephones3 85 131 32 484 147 901 20 170 n/a n/a

Notes:

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 1. 2001 figures – Basic and above include pipe water within a village, which is not included in 1996 and 2005.2. Housing figures only include housing delivered by government.

3. Telephone statistics for 2005 were not available.

3.3. KEY CHALLENGESThe following challenges have been identified impacting on the provision of basic infrastructure and services in the various local municipalities.

Electricity Coping with the challenges of the electricity reform process Upgrading electricity supply to meet the demand and development of business operations Ensuring access to free basic electricity in villages and farming communities Register and supply all deserving beneficiaries with free basic coupons Water Finalization of the Section 78 Process Recruitment and retention of technical skills for project planning, implementation and supervision Budget required to eradicate the backlogs Water Resources and water demand

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Development of Cost Recovery Systems Maintenance and Operations of transferred DWAF Schemes Provision of water to industrial users to unlock economic development Synergy across the three spheres of government in budget allocation, project implementation and monitoring Capacity of emerging service providersRefuse removal (solid waste) Rehabilitation of borrow pits, quarries and dumping of construction waste material. Preserve the district heritage and protection of identified heritage sites. Duration of producing Environmental Impact Assessment study for various projects. Aligning the land use management system with the spatial development framework Ensuring that all municipalities that operate with non permitted land fill sites acquire the necessary permission from the

relevant department to operate such. Ensure that all land fill sites are managed according to the required standards Identification of new and rehabilitation of existing dumping sitesRoads Developing a road master plan for Waterberg District Municipality. Funding for implementation of projects identified in the Waterberg District Municipality Integrated Transportation Plan. Maintenance of District roads. Aligning integrated environmental management plan with implementation of Integrated Transportation Plan. Upgrading of roads and other safety improvements.

Housing Housing not a competency of the district municipality, therefore do not have the capacity to provide the service Approval of beneficiaries Capacity of Developers / Contractors Sub-contracting by Developers Problems by Developers with acquisition of building material Honoring of agreements / Developers starting on time as per agreements

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Existence of informal dwellings on building sites Illegal occupation Funding for township establishments

Local Economic Development

Managers serve as both IDP and LED manager and at times no official to drive LED Social and Economic projects are not separated Lack of project management There is no clear job descriptions in LED units Lack of funding for LED projects

Education

Provision of electricity to 190 schools, which accounts to 35 % of total number of schools recorded under the departmental records.

Provision of water to 161 schools that comprise 30 % of the schools listed under departmental records. Provision of sanitation to 98 schools about 18% of those listed under departmental records as properly registered schools. Provision of additional classrooms as the average indication is that each classroom accommodates approximately 45 learners on

a district scale. Ensuring that gender equity is maintained among educators throughout the district. Investigate the need to build additional institutions of higher learning Ensuring that FET centres and Institutions of Higher Learning that are not on departmental records are properly registered

with the department

Social Development

Ensuring a paradigm shift from handouts to social development Development of an integrated development planning approach among all private and government sectors Recruitment of foster parents for fostering of 800 orphans listed under departmental records. Ensuring that the infrastructure developed in public institutions cater for the disabled. Delivery of service to the disadvantaged in remote rural areas. To ensure that social development projects are strengthened to address poverty pockets in areas where they are established.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Bringing both private and public institutions on board in supporting community-based projects with an element of Local

Economic Development. Development of Drought relief programme that integrates operational plans of all participating stakeholders in drought prone

areas Involvement of all stakeholders in the off-loading of emergency food security to beneficiaries

Health

To increase access to ARV services district wide. To decrease the vacancy rate of professionals at hospital and PHC level To improve the quality of child care and reduce the infant mortality rate Increase access and utilisation of VCT, care and support services Minimise the impact of HIV/AIDS on the working force with specific reference to public servants. Intensify HIV/AIDS and TB awareness campaigns. Empowering SMME’s in the district through BEE Projects.

Safety and Security

Poor lightning in certain areas that contribute to the commission of these crimes. Inaccessible roads in rural areas like Bakenberg, Mapela and surrounding areas in Mahwelereng as well as Gilead policing

areas. Street kids that roam the streets during the night are also exposed to the danger of falling victims to crime. The escalating number of Illegal operation of shebeens and unlicensed liquor outlets that sell liquor to children less than 18

years of age.

Land Development

Accelerating the finalisation of land claims lodged, especially those that are under investigations. Finalising and adopting the spatial development framework. Land redistribution hindering residential and economic development. Addressing the land tenure rights in rural areas and townships. Venturing into private public partnerships on spatial development initiatives. Existence of informal dwellings on building sites Illegal occupation

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Funding for township establishments

3.4 KEY SUCCESSESThe key successes relating to the performance of the District Municipality include the following amongst others:

The District won the provincial Vuna awards for the category C municipality and won for the following KPAs:• Basic Service Delivery• Municipal Financial Viability and Management• Good Governance and Public Participation

The District also won third place in the national Vuna awardsConversion of accounting policies and reporting to GAMAP/GRAPHIV/AIDS awareness campaigns conductedCompletion of district LED plan and district Marketing and Investment StrategyDeveloped District Disaster Management PlanLand donated for the construction of Disaster Centres in Modimolle and LephalaleEstablished District Water and Sanitation & Energy ForumsRe-gravelled and paved identified local access roads

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CHAPTER 4:

PROCESS PLANNING

4.THE PLANNING PROCESS AND INTRODUCTION OF INTEGRATED DEVELOPMENT PLANNING

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Integrated development planning is one of the key tools for local government to cope with its new role and function in terms of the Constitution of The Republic of South Africa, 1996 and other applicable legislation. In contrast to the role planning has played in the past, Integrated Development Planning is now seen as a function of municipal management, as part of an integrated system of planning and delivery. The Integrated Development Planning process is meant to arrive at decisions on issues such as municipal budgets, land management, social and economic development and Institutional transformation in a consultative, systematic and strategic manner.

Integrated Development Planning is a process through which municipalities prepare a strategic development plan, for a five-year period. The Integrated Development Plan (IDP) is a product of the integrated development planning process. The IDP is the principal 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 community in an equitable and sustainable manner. Integrated development planning will enable municipalities to develop strategic policy capacity to mobilise resources and to target their activities. In practice the IDP is a comprehensive strategic business plan for the municipality over the short and medium term.

Under the new Constitution, local government has a new, expanded role to play. In addition to the traditional role of providing services, municipalities must now lead, manage and plan for development and also play an active role in social and human development. In addition to ensuring that all citizens have access to at least a minimum level of basic services, municipalities must now also take a leading role in addressing poverty, and in promoting local economic and social development.

They must not only deliver on present demands for services, they must also anticipate future demands and find ways to provide services in an effective,efficient and sustainable manner over the short, medium and long term.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 The value of integrated development planning for municipalities lies in the formulation of focused plans, based on developmental priorities. It is essential to spend the limited council resources on the key development priorities of the local community. This is the essence of the IDP - how to align the projects,plans, budgets and other council resources, as well as the budgets, programmes, etc. of Provincial and National Government with the sustainable development priorities of the community.

4.1 INSTITUTIONAL ARRANGEMENTS, ROLES AND RESPONSIBILITIES

The IDP process requires that all role-players are fully aware of their own, as well as other role-players’ responsibilities in the execution of the IDP process.

The roles and responsibilities of the various spheres of government and other relevant stakeholders are as follows:

The role of the national sphere of government is to provide a legal framework, policy guidelines and principles for sectoral, provincial and local government planning. National government’s involvement in the process was basically restricted to the input from specific departments (e.g. DWAF) rendering services in the provinces and to assist and guide municipalities in the integrated development planning process;

The role of the provincial sphere of government is to monitor the IDP process on a provincial level, facilitate horizontal alignment of the IDP’s of district municipalities within the province and to ensure that vertical/sector alignment took place between provincial sector departments and the municipal planning process;

The role of the Waterberg District Municipality is firstly to compile a 5 - year IDP as part of an integrated system of planning and delivery, which will serve as an outline for all future development activities within the municipal area. Secondly, the district

54


municipality is also responsible to effect horizontal alignment of the IDP’s of the municipalities, vertical alignment between district and local planning and the facilitation of vertical alignment of IDP’s with other spheres of government and sector departments; and

The input and participation of corporate service providers, private sector, NGO’s, representatives of organised stakeholder groups, etc. in the IDP process is important as these stakeholders are involved in providing goods and rendering services in the municipal area and to inform the planning process of issues, problems and constraints experienced, opportunities that exists and areas of potential intervention.

The following diagram indicates the organizational structure that was established to ensure the institutionalisation of the IDP process, the effective management of the drafting of the IDP and to ensure proper and sufficient stakeholder participation in decision-making.

DIAGRAM 1: INSTITUTIONAL ARRANGEMENTS FOR THE IDP REVIEW PROCESS

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COUNCIL

EXECUTIVE MAYOR/MAYORAL COMMITTEE

MUNICIPAL MANAGER/PIMSS CENTRE

REP FORUM


TABLE 4.1:

4.2THE ROLES AND RESPONSIBILITIES OF EACH STAKEHOLDER DURING THE IDP REVIEW PROCESS

ACTORS ROLES AND RESPONSIBILITIESExecutive mayor/committee Ensures that all relevant political actors are appropriately involved, monitor the planning process, consider, adopt and

approve the IDP

Portfolio Councillors

Participate in the IDP process. Assists the mayor as well as officials in problem solving and establishing policies regarding their specific portfolio committees.

Ward Councillors and Committees

Link the planning process to their constituencies, organise stakeholder consultation and participation through District Level representative structures and through the IDP Rep Forum and ensure that the municipal budget is linked to and based on the IDP.Is responsible for the overall management, co-ordination and monitoring of the planning process, ensuring that all relevant

56

STEERING COMMITTEE

CO-ORDINATING COMMITTEE

TECHNICAL SERVICES

CORPORATE SERVICES

FINANCE PLANNING & ECONOMIC DEV.

SOCIAL SERVICES

DISTRICT CLUSTERS PROJECT TASK TEAMS


Municipal Manager

actors are appropriately involved, is responsible for the day-to-day management of the drafting process, ensures that Alignment takes place with provincial and national department’s budgets and alignment of planning activities on provincial and local level.

Line function Managers

Takes joint responsibility for overall management, co-ordination and monitoring of the planning process. They would identify persons to be in charge of the different roles, activities and responsibilities of the process and specific planning activities, screens the contents of the IDP, considers and comment on inputs from sub-committees, provincial sector departments and specialists,\as well as comment on draft outputs from each phase of the IDP.

IDP manager This position does not exist at district level. The PIMSS Centre is currently fulfilling such role.

PIMSS Offer Professional support and technical guidance to both the district and local municipalities. Co-ordinate Project implementation and IDP meetings.

Sector Departments (Province, national)

They provide all relevant technical, sector and financial information for analysis to determine priority issues and contribute technical expertise in the identification of projects. They are also responsible for the preparation of Project proposals, the integration of projects and sector programmes.

Business sector The form part of the IDP representative forum and make contributions to the IDP process at that level.NGO’s and CBO’s Support the alignment procedures between the municipalities and spheres of government and product related contributions

at the IDP representative forum.

Community members

Submit inputs to the IDP process through ward committees and public consultation processes to the IDP representative forum at Local municipal level. Municipalities will then submit the said inputs in a form of in-depth analysis to the district for consideration during the review process. Each ward in all municipalities within the district will send one delegate to the IDP Representative Forum effective from thisfinancial year.

4.3 PROCESS OVERVIEW: STEPS AND EVENTS

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 ACTIVITY TEMPLATE

PREPARATORY PHASEPLANNING ACTIVITY

TASKRESPONSIBLE PERSON

PARTICIPANTS

TIME SCHEDULE

1/1 Drafting of framework and plans

Prepare IDP/BUDGET/PMS Review Framework and process plan

PIMSS ManagerMunicipal Manager

Steering Committee

01 -09 Aug 2006

1/2 Planning processDiscuss and adopt IDP/BUDGET/PMS Review Framework and process plan

Municipal Manager

Steering Committee

11 August 2006

1/3 intergovernmental consultation

Discuss and adopt IDP/BUDGET/PMS Review Framework and process plan

Executive Mayor

Co-ordinating Committee

18 August 2006

1/4 Public participation and consultation

Discuss and approve IDP/BUDGET/PMS Review Framework and process plan

Executive Mayor

IDP Rep Forum 22 August 2006

1/5 Executive decision making Discuss and approve IDP/BUDGET/PMS Review Framework and process plan

Executive Mayor

Municipal Council

24 August 2006

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ANALYSIS PHASEPLANNING ACTIVITY


PARTICIPANTS TIME SCHEDULE

2/1 Compilation of existing information

Identification of gaps & incorporation of new information.

PIMSS ManagerMunicipal Manager Steering Committee 01 Sept- 28 Oct

2006

2/2 Spatial analysis.Identification & analysis of spatial gaps.

PIMSS ManagerMunicipal Manager Steering Committee 01 Sept- 28 Oct

20062/3 Socio-economic analysis.

Identification & analysis of socio-economic issues.


Steering Committee01 Sept- 28 Oct 2005

2/4 Community and stakeholderlevel analysis.

Analysing inputs from community & stakeholders.

Municipal ManagerExecutive Mayor

Co-ordinating Committee 21 October

20062/5 Reconciling existing information. Reconciling activities 1/1 &

1/2


Steering Committee23-27 October 2006

2/6 Municipal wide analysis.

Identification & analysis of gaps within municipal wide issues.

Municipal ManagerExecutive Mayor IDP Rep Forum 08 December

20062/7 Review of Municipal priority issues.

Review the municipal priority issues.


Steering Committee 27 Oct – 10 Nov 2006

2/8 In-depth analysis of priority issues.

In-depth analysis of reviewed priority issues.



2/9 specific guidelines and programmes.

In-depth analysis of reviewed sector specific issues.



2/10 Consolidation of Compiling summary reports for each priority


Co-ordinating Committee 13 – 24 Nov

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 analysis results. issue. 2006

STRATEGIES PHASE

PLANNING ACTIVITYTASK

RESPONSIBLE PERSON

PARTICIPANTS

TIME SCHEDULE

3/1 Vision Reviewing the vision.PIMSS ManagerMunicipal Manager

Steering Committee Co-ordinating Committee

04 Dec-14 Feb 2007

3/2 Working objectives Reviewing the objectives.PIMSS ManagerMunicipal Manager

Steering Committee 04 Dec-14 Feb

20073/3 Localised Strategic

guidelinesReviewing Localised Strategic Guidelines


Steering Committee 04 Dec-14 Feb

20073/4 Creating Strategic

Alternatives.Developing strategic alternatives.


Co-ordinating Committee 04 Dec-14 Feb

2007

3/5 Financial strategyRefining resource frames & redesigning financial strategies.

Chief Financial Officer

Steering Committee 04 Dec- 14 Feb

2007

3/6 Mid year review Organising District Municipality level Strategy Workshop

PIMSS Manager Municipal Manager

Extended Steering Committee

15-16 February 2007

3/7 Linking District strategies with Local Municipal strategy

Translating District-wide strategies into Local and District Projects

Municipal ManagerExecutive Mayor

Co-ordinating Comm.

02 March 2007

3/8 Creating conditions Compiling & structuring Municipal Manager

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for public debates on alternatives

information on alternative strategies

Executive Mayor IDP Rep Forum09 March 2007

3/9 Analysing alternatives Analysing alternative

strategies

Municipal ManagerExecutive Mayor IDP Rep Forum 09 March 2007

3/10 Deciding on alternatives

Making choices on viable strategies.

Municipal ManagerExecutive Mayor IDP Rep Forum 09 March 2007

PROJECT PHASEPLANNING ACTIVITY


PARTICIPANTS

TIME SCHEDULE

4/1 Project Task Teams Reviewing & redesigning projects

District Cluster ChairpersonsRespective Managers WDM

District Clusters

04 Dec-14 Feb 2007

4/2 Involvement of project partners

To ensure that project proposals are linked to Sector/Corporate specific guidelines


District Clusters

04 Dec-14 Feb 2007

4/3 Target group participation in Project Planning.

Ensuring that the proposed projects meet the expectations of the targeted groups.


Project Task Teams

04 Dec-14 Feb 2007

4/4 Designing Project Reviewing project District Cluster

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Proposals proposals. Chairpersons

Respective Managers WDM

Project Task Teams

04 Dec-14 Feb 2007

4/5 Setting indicators for objectives.

To illustrate the impact of the project on the targeted groups.


Project Task Teams

04 Dec-14 Feb 2007

4/6 Project Output/Target/Locations

To provide a basis for a viable management tool.


Project Task Teams

04 Dec-14 Feb 2007

4/7 Major Activities/Timing/

Responsible Agencies



Project Task Teams

04 Dec-14 Feb 2007

4/8 Cost/Budget Estimates /Sources of Finance



Project Task Teams

04 Dec-14 Feb 2007

4/9 Establishing Preliminary Budget allocations

To ensure a link between proposed projects and available resources. Chief financial

officerSteering Committee

04 Dec-14 Feb 2007

4/10 Confirmation of project designs

To ensure a link between proposed projects and available resources.


Steering Committee

04 Dec-14 Feb 2007

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INTEGRATION PHASEPLANNING ACTIVITY


PARTICIPANTS TIME SCHEDULE

5/1 Integrating Projects and

Programmes.

To ensure a holistic approach to develop projects.

PIMSS ManagerSector SpecialistsSteering Committee 04 Dec-14 Feb

20075/2 Screening of draft project proposals.

Checking project compliance with priority issues & strategies.

Municipal ManagerPIMSS Manager

Sector SpecialistsSteering Committee 04 Dec-14 Feb

20075/3 (5) Year Financial Plan

To create MTEF for planning budget link. Chief Financial

Officer

Steering Committee04 Dec-14 Feb 2007

5/4 (5) Year Capital Investment Plan

To inform the municipal budget. Chief Financial

Officer


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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 5/5 Integrated Spatial

Development Framework

To review a framework for integrated land-use management.

Manager: Planning & Economic Development


5/6 Integrated LED Programme To review existing LED

Plan.


Steering CommitteeInterest Groups 04 Dec-14 Feb

20075/7 Integrated Poverty

Reduction Programme

To ensure that the IDP is focused on poverty reduction and gender equity.


Steering Committee 04 Dec-14 Feb 2007

5/8 Integrated Environ-mental Programme

To review existing Environmental Plan. Manager: Social

Services

Steering CommitteeEnviron. Specialists 04 Dec-14 Feb

20075/9 Integrated Institutional

Programme

To ensure institutional transformation & integrated management systems.

Municipal Manager Steering Committee 04 Dec-14 Feb 2007

5/10 Performance Management System To update the existing

system.

Manager: Corporate Services Steering Committee 04 Dec-14 Feb

20075/11 Integrated bulk water resource/ Development management strategy

To develop a strategy would ensure an integrated approach to bulk water supply

Manager: Technical Services

Steering Committee 04 Dec-14 Feb 2007

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APPROVAL PHASE

PLANNING ACTIVITYTASK

RESPONSIBLE PERSON

PARTICIPANTS

TIME SCHEDULE

6/1 Providing opportunity for

comments from Sector Dept.

Integrating Plans and Programmes in compliance with Sector Guidelines.

Municipal Manager Steering Committee

19-22 Feb 2007

6/2 District-Level Workshop for

horizontal co-ordination.

To align the District and LMs IDPs.

Municipal ManagerExecutive Mayor Co-ordinating

Committee

03 May 2007

6/3 Providing opportunity for

comments from the public.

To check compliance of the IDP and the public priorities.

Municipal Manager IDP Rep Forum 11 May 2007

6/4 Incorporating comments.

To incorporate identified gaps into the IDP. PIMSS Manager IDP Rep Forum 11 May 2007

6/5 Draft IDP - adoption by Council.

To adopt the draft IDP, as a legal binding document. Executive Mayor WDM Council 29 March 2007

6/6 District summaries of Local IDP’s. Preparing IDP summaries

for all LocalsPIMSS Manager Co-ordinating

Committee02-06 Apr 2007

6/7 Invitation of public comments on media

To receive comments from various stakeholders and the public on the draft IDP Municipal Manager Steering

Committee09-27 Apr 2007

6/8 Final adoption by Council

To adopt the final IDP, as a legal binding document Executive Mayor WDM Council 24 May 2007

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The Waterberg District Municipality's approach to Review process was based on a community and issue driven approach. Although the District Municipality is legally obliged to review and approve an Integrated Development Plan and to align all actions, projects, programmes etc. according to the issues in terms of the IDP, the approach followed by the Waterberg District Municipality included the facilitation and capturing of issues identified by the community that relates to the competency of other stakeholders and that should be addressed by these stakeholders.

The IDP review process officially commenced in October 2005.

The planning process necessitated that various meetings and workshops be held with government departments, organizations, bodies and institutions through the established IDP structures.

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4.4 MEETINGS/WORKSHOPS HELD DURING IDP PROCESS

Meetings No. of Meetings Composition PurposeCouncil meetings 3 Meetings were attended by:

Mayor; Councillors; Managers of various service business units

or Departments. PIMSS

The purpose of the meetings were to:

Approve the IDP Review Framework and Process Plan Approve draft IDP reviewed Approve final IDP

IDP Steering Committeemeetings

3 Meetings were attended by: Executive Mayor; Mayoral Committee members; Municipal Manager; Managers of various service business units PIMSS; and Divisional Managers

The purpose of the meetings were to: Manage, co-ordinate and monitor the IDP Process; ensure that all relevant actors were appropriately

involved; Identify municipal wide issues and ensure that

issues are addressed in the planning process; ensure that horizontal & vertical alignment took

place in planning process; screen the contents of the IDP; consider and comment on inputs from

sub-committee/s and specialists; discuss and comment on inputs from provincial

sector departments and support providers; and comment on draft outputs from each phase of the

IDP.IDP Representative Forum

3 Meetings were attended by: District IDP Steering Committee members; Government departments: 3 Spheres PIMSS; and Traditional leaders Business community, NGO’ s and CBO’s Ward committee representatives and CDW s Community Development Workers Councillors from both district and local

Municipality level

The purpose of the meetings were to: Co-ordinate with local municipalities, provincial and

national departments; form a structured link between the municipal

government and representatives of the public; Provide an organisational mechanism for discussion,Negotiation and decision-making between the

stakeholders including ward committees and community development workers on the framework and process plan for review, the situational analysis, strategies and

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Meetings No. of Meetings Composition Purpose project phases

IDP Strategic Review Workshops

4 Meetings were attended by Executive Mayor; Mayoral Committee members; Senior managers; and other senior staff members; PIMSS Sector Departments Private Sector Local Municipalities OTP, Presidency and CSIR

To develop a strategic direction for the institution and develop a new vision for the institution To contextualise and apply the NSDP To forge the IGR framework Act between all govt.spheres To give strategic direction to administration on organisational re-arrangements and planning.

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The above-mentioned meetings were held on a regular basis at predetermined dates and giving participants sufficient notice of such meetings. The composition of the meetings were done to suit the local circumstances of the Waterberg District Municipality and to ensure that sufficient representation and participation on district and local level could be achieved. Most of the work was done at the Steering Committee level, while public participation took place during Representative Forum meetings and district imbizos held in local municipalities, where local needs and issues were raised. Reports on progress with the IDP process were given to the Representative Forum for discussion. The District Strategic retreat with local municiplities was primarily responsible for alignment of processes, projects and budgets between the district and local municipalities.

4.5 SELF-ASSESSMENT OF THE PLANNING PROCESSThe assessment of the IDP process was done in terms of the following criteria:

IDP Review process (methodology) as contained in the IDP Guidelines; Content requirements of the IDP as stipulated in the IDP Guidelines; Public participation; Co-ordination with local municipalities in terms of time frames; Integration of planning processes and budgets with local municipalities; and Integration with national and provincial governments.

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CRITERIA ASSESSMENT

1 IDP process (methodology)The IDP Guide Pack provides sufficient guidelines that can be followed to complete the IDP. The process is clear and logic.

2Content requirements of theIDP

The IDP Guide Pack requires minimum outputs or deliverables, which are not necessarily applicable on all levels of local government, i.e. metro councils, district councils, local municipalities.

3 Public participationProvision is made for sufficient public participation although stakeholders need to be educated and supported to interact more in the process. District wide Imbizos were held in each local municipality.

4

Co-ordination with localmunicipalities (time frames)

The review process has experienced difficulty with regard to co-ordination with local municipalitieswith regard to time frames. This is due for various reasons, which will not necessarily repeat itself in future. Interventions were and are still sought through engagement processes to deal with this matter

5Integration with localmunicipalities

Thre has been an improvement on the integration of programmes between the district municipality and local Municipalities. The planning on MTEF basis still require further strengthening

6

Integration with national andprovincialgovernments

Integration with Provincial and National Government was still insufficient. The main stumbling block as identified, is the budgeting process of sector departments as it isunknown to officials nominated to be part of the District IDP and the non involvement of municipalities in the formulation of sector plans and programmes.

4.6 SELF-ASSESSMENT OF THE IDP REVIEW PLANNING PROCESS

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CHAPTER 5:

DEMOGRAPHIC OVERVIEW

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5.1. DEMOGRAPHIC OVERVIEW

The Waterberg District Municipality is in the western section of the Limpopo Province sharing the provincial border with Botswana. There are five border control posts with Botswana at Groblersbrug, Stockpoort, Derdepoort, Zanziba and Platjan. Within the province, it shares its borders with Capricorn District Municipality to the north and Sekhukhune District to the east. The south-western boundary of the district abuts the Northwest Province and the south-eastern boundary the Gauteng Province. Entry points (roads) to the district from Sekhukhune are the N11, Gauteng the N1 (national road) and R101, from Northwest the R159 and R133.

The analysis overview provided in the Revised Waterberg IDP document serves as a reference framework and should be read in conjunction with the various analysis reports compiled as part of each of the sector plans. A brief overview of the study area, socio-economic analysis, spatial and land-use analysis, infrastructure, social services, economic potential and the environment is provided. For a more detailed fact file, the relevant sector plan analysis reports should be consulted.

The Waterberg District Municipality’s area of jurisdiction is made up of six local municipalities, as follows: Bela Bela Local Municipality, comprising the town Bela Bela, Bela Bela Township and urban & rural

settlement. Lephalale Local Municipality, comprising the town Lephalale and numerous peri-urban and rural

settlements. Modimolle Local Municipality, comprising the town Modimolle and urban/peri-urban settlements. Mogalakwena Local Municipality, comprising the town Mokopane and numerous urban/peri-urban and

rural settlements. Mookgophong Local Municipality, comprising the town Mookgopong, Mookgophong Township and

Roedtan. Thabazimbi Local Municipality, comprising the town Thabazimbi, Thabazimbi Township and urban

settlement.

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73


&V

&V

&V

&V

&V

&V

&V

&V

&V

&V

&V&V

&V

&V

&V

&V

&V

&V

&V

&V

&V

&V&V &V

&V

Lephalale

Thabazimbi

Vaalwater

MookgopongModimolle

Bela-Bela

Mokopane

Dendron

Polokwane

Lebowakgomo

Marble Hall

Groblersdal

SteelpoortBurgersfort

Ohrigstad

Soekmekaar

Musina

MakhadoThohoyandou

Giyani

ModjadjikloofTzaneen

Phalaborwa

Hoedspruit

Mkhuhlu 'A'

Lephalale

Thabazimbi

Modimolle

Bela-Bela

Mookgopong

Mogalakwena

Blouberg

AganangMolemole

Polokwane

Lepelle-NkumpiFetakgomo

Makhudutamaga

Marble Hall

Groblersdal

Tubatse

Bushbuckridge

Maruleng

Ba-PhalaborwaGreater Tzaneen

Greater Letaba GreaterGiyani

Makhado

Messina Mutale

Thulamela

Waterberg

Vhembe

MopaniBohlabela

Sekhukhune

Capricorn

&V

&V

&V

&V

&V

&V

&V

&V

&V

&V

&V

&V

Waterberg

LephalaleMogalakwena

Modimolle

MookgopongBela-Bela

Thabazimbi

Lephalale

Vaalwater

Thabazimbi Modimolle

Bela-Bela

Mookgopong

Mokopane

WATERBERG DISTRICT MUNICIPALITY

PROVINCIAL PERSPECTIVE: LIMPOPO PROVINCE

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DEMOGRAPHIC OVERVIEW

The district contains 11.6% of the Limpopo Province’s total population that is estimated at approximately 5.2 million with an average population density of 52.5 people per square km. This varies widely across the municipalities, from 147 people per square kilometre in the Mogalakwena Municipal area to six people per square kilometre in Mookgophong Municipal area. Mogalakwena Municipality is home to 48.6% of the district’s people (298 419 people) while just 5% of the population live in Mookgophong Municipality.

The majority of population within Waterberg is in the age groups of 0-19yrs contributing 46.6% of the total population, and a gradual decline of people as from the age of 20years to 85years. Furthermore, the male population group constitute a higher number than females in Mookgophong and Thabazimbi. Over 44% of Waterberg’s population is under 19 years old. Coupled with this figure is a high number of elderly residents in the area, as reflected hereunder. This implies that many people in Waterberg are dependent on the income of others.

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5.2.1. DEMOGRAPHIC PROFILE – POPULATION & GROWTH

MUNICIPALITY OCT 2001 POPULATION

OCT 2001 HOUSEHOLD

S

APRIL 2006 POPULATION

APRIL 2006 HOUSEHOLD

S

CURRENT ANNUAL POP

GROWTH RATE %

CURRENT ANNUAL HH

GROWTH RATE %

COMMUNITIES

HH DENSITY

NO OF WARDS

BELA BELA 52 122 12 279 55 579 13 814 1.91 2.52 2 4.02 8LEPHALALE 96 074 23 401 102 736 26 256 1.95 2.38 41 3.92 12MODIMOLLE 72 797 17 536 81 964 20 732 7.43 7.38 3 3.92 8

MOGALAKWENA 298 419 68 010 316 169 75 635 1.16 1.17 117 4.18 32MOOKGOPHON

G30 746 6 977 37 032 8 821 14.94 14.68 2 4.20 4

THABAZIMBI 63 883 20 280 68 106 22 674 1.75 1.76 5 3.00 10WATERBERG 614 041 148 483 661 586 167 932 29.14 29.89 170 74

Source: STATS SA, 2001 & DWAF, 2006

NB:October 2001 Population: The population according to STATS SA as at October 2001.October 2001 Households: The households according to STATS SA as at October 2001.April 2006 Population: An estimated current population based on Census 2001 population and grown annually with STATS SA population grown formula.April 2006 Households: An estimated current households based on Census 2001 households and grown annually with STATS SA households grown formula.Current Estimated Population Growth %: The estimated population growth based on STATS SA population estimates between 2004 and 2005, calculated from communities levels.Current Estimated Households Growth %: The estimated households growth based on STATS SA households estimates between 2004 and 2005.Communities: The total number of communities per Province according to available DWAF data. This will not necessarily include all urban towns as DWAFs focus was primarily on rural communities.Household Density: The average number of people per household based on STATS SA and Census 2001 results.

CHART 1: POPULATION SIZE PER LOCAL MUNICIPALITY

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5.2.2. EMPLOYMENT STATUS PER LOCAL MUNICIPALITY IN THE WATERBERG DISTRICT MUNICIPALITY AREA

The majority of population within Waterberg is in the age groups of 0-19yrs contributing 46.6% of the total population, and a gradual decline of people as from the age of 20years to 85years. Furthermore, the male population group constitute a higher number than females in Mookgophong and Thabazimbi. Over 44% of Waterberg’s population is under 19 years old. Coupled with this figure is a high number of elderly residents in the area, as reflected hereunder. This implies that many people in Waterberg are dependent on the income of others.

Economic Active Not Economic Active

Employed UnemployedBela – Bela 14 371 6 965 11 077Lephalale 28 673 5 274 25 040Modimolle 22 799 6 992 16 295Mogalakwena 37 089 33 698 94 272Mookgophong 11 196 2 647 6 183Thabazimbi 26 249 7 045 12 618Sub-total 140 377 62 621 165 485Total 202 998

SOURCE SSA 2001 CENSUS

The Human Development Index (HDI) is a reliable indicator of development. It measures life expectancy; literacy and income and shows a slight increase across all areas in the district. This suggests that while the economic situation in terms of lack of income and unemployment is increasing, there have been some gains in terms of service.

Household income levels are low. Almost all of the households within the Waterberg Municipal area (94%) record income levels of R1 – R6 400; and 26% earn between R6 001 and R18 000 a year. This translates into approximately 80% of households having annual incomes below R18 001.

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Education levels are generally low. Only 11% of Waterberg’s population have matriculated or have above matriculation qualifications. At least 14% have no formal schooling. A comparison of the levels of education across the municipalities point to the strong links between low household incomes, high unemployment and low human development index.

In terms of the economic profile of the Waterberg District, the area combines elements of a sophisticated and globalised industrial economy with an under-developed agricultural sector, where household production levels are reportedly declining and where the majority of the population now depends on state pension and welfare as primary sources of subsistence. The district is consequently characterised by huge discrepancies in wealth and skills. The key sectors in the district (as defined by their contribution to GDP) include agriculture, hunting, forestry & fishing Industry as a dominant employer, with 24% of the employed population within the District, followed by Community, Social & Personal Services Industry with 15% of the employed population. Few people are involved in the electricity, gas and water supply Industry constituting 0, 8% of the employed population. Tourism is also a significant contributor to GDP and employment in the district.

Despite the high agricultural production potential agriculture continues to contribute only 3.6% towards the economy of Waterberg District Municipality. Many local municipalities continue to import agricultural products outside their boundaries despite this potential. This is probably explained by low levels of development, especially high levels of poverty and poor infrastructural development, suggesting that potential and emerging farmers have limited access to resources necessary for production. Again, agriculture continues to contribute far less than expected to formal employment opportunities, and gross geographic production. These reflect a need for aggressive intervention in providing resources and infrastructure that will encourage agricultural production and hence increase employment opportunities.

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CHAPTER 6:

80


ANALYSIS OVERVIEW

ECONOMIC CLUSTER

81


ANALYSIS

6.1 ENVIRONMENTAL MANAGEMENT PLANNING

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6.1.1. ENVIRONMENTAL OVERVIEW

Waterberg District Municipality has many sensitive and conservation worthy areas within its region, such as wetlands, river systems, cultural sites, rare and endangered species and of course Waterberg Biosphere. There are also many areas, which require remedial attention, i.e. the eradication of alien vegetation, erosion control and aspects which require special management, such as pollution and land use. This special and varied environment also presents many opportunities for the economic development of the area.

Environmental degradation in the form of soil erosion, overgrazing and habitat destruction are key issues affecting the quality of the land, while over exploitation and lack of effective control are key issues.

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6.1.2: Generic impacts and associated mitigation measuresImpact Project phase Mitigation measures Performance

specificationsSoil

Loss of top soil: (the essential substrate for plant growth and hence rehabilitation)Erosion; Compaction and crustingChanges in soil properties (e.g. acidification and

Pre-implementation; Implementation; Operation

a) Prior to earthing operations all topsoil (top 300mm as a minimum must be stripped and stockpiled separately from subsoil and rocky material. Soil must be stripped in a phased manner so as to retain vegetation cover for as long as possible.

b) Stockpiled topsoil should not be compacted and should be replaced as the final soil layer. No vehicles may be allowed access onto the stockpiles after they have been placed.

c) Stockpiled soil must be protected by erosion- control berms if exposed for a period of greater than 14 days during the wet

Site establishmentAccess roadsCombat erosionVegetation clearanceTopsoilErosion controlSlope protection

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Impact Project phase Mitigation measures Performance specifications

salinisation)Chemical contaminationInvasion of exotic biota

season.d) To prevent topsoil from being spread out or mixed with the

other spoil during the construction, soil stockpiles must not take the form of windrows.

e) Topsoil stripped from different sites must be stockpiled separately and clearly identified as such.

f) Topsoil stockpiles must not be contaminated with oil, diesel, petrol, waste or any other foreign matter, which may inhibit the later growth of vegetation and micro-organisms in the soil.

g) Soil must not be stockpiled on drainage lines or near watercourses.

h) Topsoil obtained from sites with different soil types i) Soil must be exposed for the minimum time possible once

cleared of invasive vegetation. The timing of clearing and grubbing should be co-ordinated as much as possible to avoid prolonged exposure of soils to wind and water erosion.

j) Stockpiled topsoil must be either vegetated with indigenous grasses or covered with a suitable fabric to prevent erosion and invasion by weeds.

k) All cut and fill surfaces need to be stabilised with appropriate material or measures when major civil works are complete.

l) Erosion and Donga crossings must be dealt with as river crossings. Appropriate soil erosion and control procedures must be applied to all embankments that area disturbed and destabilised.

m) Only limited vehicular access is allowed across rocky outcrops and ridges.

n) All equipments must be inspected daily for oil or fuel leaks before it operated. Leakages must be repaired on mobile equipment or containment trays placed underneath immobile equipment until such leakage has been repaired.

Storage facilitiesPollution prevention

85



o) Soil contaminated with oil must: be dug up to 30cm below the saturated oil mark; or disposed at a permitted landfill site; or the soil can be

Water

Altered hydrologyContamination of water resourcesSedimentationSalinisationEutrophication of rivers or impoundmentsGroundwater contaminationSurface water pollutionBarriers to migration of fish, aquatic vertebrates and invertebrates

Implementation; Operation

a) Adequate sedimentation control measures must be instituted at the any river crossings when excavations or disturbance of drainage lines of wetland may take place.

b) Adequate sedimentation control measures must be instituted at the any river crossings when excavations or disturbance of riverbeds takes place.

c) The batching plant must be positioned away from drainage lines, and measures to ensure that no polluted water enters a natural stream, i.e. more than 20m from the nearest stream/ river channel.

d) All runoff from batching areas must be strictly controlled.e) Cement contaminated water must be collected, stored and

disposed of at a site approved by Site Engineer.f) Waste concrete and cement sludge must be scraped off the site

of batching plant daily and removed to an approved landfill site.

g) Concrete shall not be mixed directly on the ground. Plastic liners or mixing trays are to be used.

h) All fuel, chemical, oil, etc spills must be confined to areas where the drainage of water can be controlled. Use appropriate structures and methods to confine spillages such as the construction of berms and pans, or through the application of surface treatments that neutralise the toxic effects prior

i) Vehicle traffic across wetland areas must be avoided.j) No dumping of foreign material in streams, rivers and/or

wetland areas is allowed.

Site establishmentVegetation clearanceErosion controlWater quality monitoringOffices & other structuresStorage facilitiesPollution prevention

86



k) Oil absorbent fibres must be used to contain oil split in water.l) A wetland area and/or river must not be drained, filled or

altered in any way including alteration of a bed and/or, banks, without prior consent from DWAF and the relevant DEAT office. The necessary licenses must be obtained fro DWAF in terms Section 21 and 22 of the National Water Act, (Act 36 of 1998).

m) No fires or open flames are allowed in the vicinity of the wetland, especially during the dry season.

n) No swimming, washing (including vehicles and equipment), fishing or related activity is permitted in a wetland or a river without written permission from Environmental officer.

o) The contractor must install and maintain mobile toilets at work sites.

p) Maintain soil erosion structures such as stone pitching, gabions, etc to enable effectiveness.

q) The contractor must provide adequate and approved facilities for the storage and recycling of used oil and contaminated hydrocarbons. Such facilities must be designed and situated with the intention of preventing pollution of the surrounding area and environment.

r) All vehicles must be serviced in the designated area within the contractor camp.

s) All chemical spills must be contained and cleaned up by the supplier or professional pollution control personnel.

Flora

Loss of individuals of rare or endangered speciesDamage to the

Implementation a) All rare flora and seeds must be rescued and removed from the site.

b) Protected plants must not be cut or damaged in any way.c) The felling and/or cutting of trees and clearing of bush must

Site establishmentAccess roadsVegetation clearance

87



integrity of the ecosystem functioningHeavier utilisation of medicinal and/or protected plantsInvasion of alien vegetation

be minimised.d) Any incident of unauthorised removal of plant material, as

well as accidental damage to priority plants, must be documented.

e) Transplanting of indigenous plants must be encouraged at all times. Trees and shrubs must be planted so that their stems or trunks are at the same depth as in the original location.

f) Transplanted plants must be watered once a week for 5 weeks and therefore once every 2 weeks.

g) If any protected tree, identified in the site specific study, is felled, cut, pruned and/or, in the opinion of the environmental officer, is unduly damaged by the contractor, the contractor will pay a penalty (amount stipulated by DEAT) per tree

h) Trees selected for preservation in the site-specific study within or adjacent to the works areas must be fenced around their drip line. The fence must be clearly marked with danger tape. No open fires may be lit within this fenced area.

PlantingFencing & gatesDestumpingLandscape rehabilitation

Fauna

Loss of individuals of rare or endangered speciesDisturbance of fauna (e.g. disrupted breeding of fish in dammed areas, and disturbed bird nesting areas)

Implementation; Operation

a) No species of animal may be poached, snared, hunted, captured or wilfully damaged or destroyed.

b) Fishing is only allowed with the written consent of the landowner and only when anglers are in possession of a Provincial Fishing License.

c) Snakes and other reptiles that may be encountered on the construction site must not be killed unless the animal endangers the life of the employee.

d) Anthills that occur must not be disturbed unless it is unavoidable for construction purposes.

e) Any incidents of poaching wilfully disturbance or damage to wild animals, as well as accidental damage to or death of

Site establishmentProtection of fauna

88



wild animals must be recorded by the CR and made available to the EA on a weekly basis.

f) Nesting sites of birds must not be disturbed.g) The contractor’s representatives and environmental

officer must ensure compliance with the relevant Nature Conservation Ordinances.

h) The contractor’s representative must ensure that domestic and native animals belonging to the Local Community are kept away from unprotected works.

i) All animals injured on account of construction activities must be taken to the local SPCA. Dead animals must be disposed at a permitted landfill site.

j) No pesticides must be used unless approved by the environmental officer, and may only be applied by an approved specialist.

k) If water is dammed, an ichthyologist must be consulted, during the site-specific study, to establish the impact on breeding patterns of the affected fish species. The environmental officer must ensure compliance with the findings of the investigation.

l) Particular care must be taken to avoid nesting,m) No breeding and roaming sites of animals in or adjacent

to wetlands areas.

Dust

Odours, exhaust fumes; waste material; smoke

Implementation, Operation

a) Speed limits must be enforced in all areas, including public roads and private property to limit the levels of dust pollution.

b) Dust must be suppressed on access roads and construction sites during dry periods by the regular applications of water or a biodegradable soil stabilisation agent. Water used for this purpose must be used in quantities that will not result in the

89



generation of run-off.c) Suitable screening and containment measures must be in place

prevent wind blown contamination.d) The site-specific investigation must quantify the impact of dust

on nearby wetlands, rivers and dams in terms of sedimentation. All mitigation measures identified during the site specific study must be implemented.

e) The environmental officer must notify all people living within 50m of the construction site of the proposed activities.

f) In the event of serious levels of dust pollution, the implementation of constant dust monitoring by qualified consultants must be undertaken.

g) Waste must be allowed to stand on site to decay, resulting in malodours and attracting vermin. Waste must be disposed of at a municipal transfer station, skip or on a permitted landfill site.

h) The contractors must stick to normal working hours between 07h00 and 17h00 Monday to Friday.

i) The contractors must inform all adjacent landowners of any after-hour construction activities and any other activity that could cause nuisance e.g. the application of chemicals to the work surface

j) The environmental officer or contractors’ representative must ensure that all vehicles comply with the SABS 0181 standards.

k) Vehicles used on, or entering, the site must be serviced regularly to ensure that they do not emit smoke or fumes.

Noise

Noise levels Implementation a) Noise control measures must be implemented. All noise level must be controlled at the source. If the noise level at the boundaries of the site exceeds 7Db above ambient levels, the

Noise controlBlasting

90



local health authorities must be informed.b) All employees must be given the necessary ear protection gear.c) Affected parties must be informed of the excessive noise

factors.d) Pumps must be housed in a brick building to help reduce any

noises when the pump is in operation.e) Affected livestock farmers must be informed of excessive noisy

activities a month in advance. This will enable them to take appropriate steps to prevent disturbance and possible injury to livestock e.g. moving the livestock to distant camps.

f) The relevant by-laws and regulations must be adhered to. These laws include: Environmental Conservation Act, 73 of 1989, Occupational Health and Safety Act, 85 of 1983 and Provincial and local by-laws. These laws regulate noise control.

g) Soft explosives and/or noise mufflers must be used during blasting to minimise the impact on humans and animals.

h) No loud music is allowed on site and in construction camps.

Aesthetics

Reduced sense of place and tourism potential of the area;Reduced visual integrity

Implementation, Operations

a) Damage to the natural environment must be minimised.b) Trees and tall woody shrubs must be protected from damage to

provide a natural visual shield. Excavated material must not be placed on such plants and movement across them must not be allowed.

c) The clearing of sites must be kept to a minimum and surrounding vegetation must be left intact as a natural shield.

d) At construction sites in densely vegetated areas, the vegetation must be cut at angles of 45 degrees from the bottom to minimise any visual impact.

e) Marking for surveying and other purposes must only be done with pegs and beacons. Painting and marking of natural

Access roadsCombat erosionVegetation clearanceSlope protectionShaping and trimmingAestheticsOffices & other structuresBlastingLandscape rehabilitation

91



features must not be allowed.f) All waste concrete/cement shall be removed together with

contaminated soil after the completion of the project.g) Where existing access routes and borrow pits have been

overgrown with vegetation such surfaces must not be graded.h) Borrow pits must be shaped to have undulating slopes and

surfaces such that they blend into the natural landscape as much as possible.

i) Blasted areas and cut and fill slopes must be as rough as possible such that the natural surroundings are emulated as far as possible and that the jagged ledges facilitate the accumulation of soil and the subsequent establishment of vegetation.

j) Where possible, concrete surfaces on embankments and storm water gullies must be undulated to minimise surface reflection.

k) Excavated material must be flattened (not compacted) or removed from site. No heaps of soil material must be left on site once the Contractor has moved to a new construction site.

l) Littering on site and the surrounding areas is prohibited. Clearly marked litterbins must be provided on site. The contractor’s representative must monitor the presence of litter on the work sites as well the construction campsite. All bins must be cleaned of litter on a daily basis.

m) Excess concrete, building rubble or other material must be disposed of in areas designated specifically for this purpose and not indiscriminately over the construction site.

n) All plastic material must be removed from area where livestock could swallow it.

o) Contaminated soil must be treated and disposed at a permitted waste disposal site, or be removed and the area rehabilitated immediately.

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Disturbance of archaeological areas

Implementation a) Work in areas where artefacts are found must cease immediately. The Environmental Officer must be notified immediately and Global Positions System reading must be taken.

b) The excavation must be examined by an archaeologist as soon as possible. The EA will advise the Contractor of necessary actions to be taken after receiving advice from the archaeologist. All necessary actions to ensure that delays are minimised must be taken.

c) Under no circumstances must the contractor, his employees, his sub-contractor’s employee remove, remove, destroy or interfere with archaeological artefacts. Any person who causes intentional damage to archaeological or historical sites or artefacts could be penalised or legally prosecuted in terms of the National Heritage Resources Act (Act 25 of 1999).

d) All known and identified archaeological and historical sites must be left untouched. No stones or rocks must be removed from such sites.

e) The contractor’s representative must ensure that employees do not gain access to any archaeological areas (whether fenced or unfenced), expect when authorised to do so by the environmental officer.

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Relocation of homesteads or community due to project

Planning, Implementation

a) Owners of Land to be expropriated must receive compensation in terms of Expropriation Act, Act 63 of 1975;b) An extensive public participation must be undertaken allowing a decision making process that is based on rights and risks culminating in negotiation to benefit sharing, resettlement and compensation;c) Project must be planned in consultation with the local community leaders.d) Resettlement action plan and development programmes for the displaced must be planned in advance. This must be done in accordance with the S&ES standards Resettlement Action Plan; e) If required, provision of temporary accommodation must be planned in advance.f) Ongoing liaison with community leaders/ representatives must be maintained in order to tract any problems with the relocations.p) Affected people must be empowered to participate effectively in the process.

Site establishment

Direct or indirect loss of essential resources

Implementation, Operation

a) The amount of essential resources lost must be minimised through alternative project design

b) Damaged to crops or other food resources must be compensated for.

Site establishment

Disturbance of graves

Planning, Implementation

a) Any graves situated in the construction site or area of inundation in case of dams must be dealt with according to the Exhumation Laws of the Provincial Government and with the

Site establishment

94



bye-laws of the Local Municipality Authority.b) If a graveyard is discovered, the Environmental Officer (EO)

must be contacted immediately. The relatives of the deceased must be contacted immediately. The local chief, SAHRA and local Authority must also be informed of the situation.

c) The relatives must be informed should a grave need to be moved. The exhumation of bodies must be executed in the local traditional manner and affected families allowed sufficient time to perform any traditional rituals.

q) All finds of human remains must be reported to the nearest police station to ascertain if there was any crime involved.

Disruption of services

Implementation a) Where service disruption is inevitable, the contractor must advise the Project Manager at least 7 days in advance, allowing enough time to inform affected parties.

b) A complaints register must be maintained on site and must include contact details for complaints by the public in accordance with details provided by the Engineer.

c) Updated information boards must be maintained on site and must include contact details for complaints by the public in accordance with details provided by Engineer.

Site establishment

Employment prospects

Planning, Implementation, Operation

a) The project must be planned in consultation with local authorities and aligned with local plans such as IDPs.

b) Labour intensive method must be used where feasible, cost effective and not time constraining.

c) Local labour must be employed as far as possible.d) Training of the unskilled labour must be undertaken.e) Local suppliers must be used, as far as possible.

Site establishment

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6.1.3 WASTE DISPOSAL SITES (UNLICENSED V/S LICENSED)LOCAL MUNICIPALITY NUMBER OF LAND FILL SITES PERMITTED SITES

Bela-Bela ONE ONE

Mogalakwena TWO ONE

Lephalale TWO ONE

Modimolle TWO TWO

Mookgophong ONE TWO

Thabazimbi FOUR Three

TOTAL TWELVE(12) TEN(10)

CHALLENGES

Ensuring that all municipalities that operate with non permitted land fill sites acquire the necessary permission from the relevant department to operate such.

Ensure that all land fill sites are managed according to the required standards Identification of new and rehabilitation of existing dumping sites

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6.2 SPATIAL DEVELOPMENT PLANNING

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6.2.1 SPATIAL AND LAND USE OVERVIEW

Waterberg District Municipality covers an area of approximately 4 951 882ha. The municipal area consists mainly of commercial farms, game farming, etc. and only approximately 0,43% of the total area is used for settlement purposes (i.e. towns and villages).Approximately 69% of all the settlements (i.e. towns and villages) in the Waterberg District Municipality area are located within Mogalakwena Local Municipality. Approximately 68% of all the larger settlements with 5 000 people and more are also located within this local municipality. The problem is, however, that both Mogalakwena and Lephalale Local Municipalities have a large number of small villages, being villages with less than 1 000 people. These low population densities have serious implications to improve the levels of service provision to communities. The cost associated with respect to the provision of service infrastructure is very high. This problem within the Waterberg District Municipality is further exacerbated by the fact that at least 50% of the population are located within Mogalakwena Local Municipality, meaning that the majority of the population are located in relative small settlements, which are scattered over a large area.An overall appraisal of the Waterberg District indicates distinctive differences in the spatial patterns of development (i.e settlement patterns) between the six local municipalities.

In general, it is evident that the urban areas (Mokopane, Mookgophong, Modimolle, Lephalale, Thabazimbi and Bela Bela) dominate the district urban settlement pattern. Apart from this dominant urban centres, the district is characterised by a number of smaller towns (some of which function as sub-regional service centres), so-called communal land areas where dispersed rural settlements are the dominant pattern, and areas where extensive commercial agricultural land holdings are the norm.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 However, within the generalised spatial landscape of these areas one finds diverse and complex urban and rural situations. As noted above, the Waterberg District has a distinctive settlement pattern that encompasses a range of settlement types from major urban centre to smaller regional and sub-regional service centres; and from dispersed rural settlements to isolated homesteads.

The settlement hierarchy developed for the Limpopo (currently under review) in the Limpopo Provincial Spatial Rationale assists in the categorisation of the hierarchy of towns and settlements prevailing in the Waterberg district. The Provincial Spatial Rationale motivates the categorisation of settlement in the province. Within this framework, five levels of settlement are identified in the Provincial Spatial Rationale, which correlate broadly to a strategic framework for investment in settlement.

With regard to the above strategic framework for investment in levels of settlement, a number of key implications for the management of settlement development are derived. A settlement hierarchy is usually based on the classification of individual settlements2 (e.g. towns and villages). This would mean that the approximately 2 450 towns and villages in the Limpopo Province would have been individually classified in terms of a proposed hierarchy. Polokwane (Pietersburg) would have been the highest order settlement with second order settlements such as Mokopane (Potgietersrus), Thohoyandou, Tzaneen, Makhado (Louis Trichardt), etc. Third order settlements would have included places such as Giyani, Lebowakgomo, possibly Jane Furse, etc.

The settlement hierarchy as contained in the Limpopo Province Spatial Rationale (Review) 2002 is as follows:First Order Settlements (Growth Points) [GP]Growth points are further divided into three categories, viz.:Provincial Growth Point [PGP];District Growth Point [DGP]; and2 For the purposes of this classification and the spatial rationale, settlement is defined to include all types of settlements (e.g. proclaimed towns and rural villages).

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Municipal Growth Point [MGP].

Second Order Settlements (Population Concentration Points) [PCP].Third Order Settlements (Local Service Points) [LSP].Fourth Order Settlements (Village Service Areas) [VSA].Fifth Order Settlements (Remaining Small Settlements) [SS].

Settlement clusters therefore indicate priority development areas/nodes in which primarily first order settlements (three types of growth points) and second order settlements (population concentration points) are identified. Growth points are therefore the highest order in the settlement hierarchy, with Population Concentration Points being the second order in the settlement hierarchy.

There are six towns within the Waterberg District that are seen from a provincial perspective to be higher order urban areas where the highest levels of investment (First Order Settlements) could be targeted to achieve key development goals. These are identified as Mokopane

(Provincial Growth Point), Mookgophong (Provincial Growth Point), Modimolle (Provincial Growth Point) Bela-Bela (Provincial Growth Point), Thabazimbi (Provincial Growth Point) and Lephalale (Provincial Growth Point); In addition, six townships or smaller towns in the district are identified in the Provincial Spatial Rationale

for so-called Municipal Growth Points; that is investment to boost capacities of existing infrastructure or to extend institutional capacity for developmental purposes. These are identified as Pienaarsrivier, Vaalwater, Rebone, Bakenberg, Roedtan and Northam;

In the strategic terms adopted by the Provincial Spatial Rationale, the remaining settlements within the Waterberg District should be seen as areas that, in the first instance, should be regarded as settlements that need to achieve basic levels of services.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 However, it is noted that the Limpopo Provincial Spatial Rationale should not be read as a deterministic document and merely aims to set normative guidelines for spatial development and related investments. It seems reasonable to assume that where individual instances (or settlements) are identified that have clear growth potential, these could be classified as Municipal Growth Points areas where investment could be targeted at higher levels than basic service in order to achieve desirable developmental outcomes.

6.2.2 LAND AND HOUSING & LAND REFORM

6.2.2.1 Land Reform

Waterberg District Municipality must develop a “Land Reform and Settlement Plan” (LRSP) as a sector plan in its Integrated Development Plan, which must be prepared with specific reference to the key land issues relating to land reform and settlement development in the District. Land reform issues within Waterberg District Municipal area encompass a complex array of challenges located within the sphere of land access, land tenure, land restitution (Land claims) and land administration. The Land Reform Programme for Waterberg District Municipality, especially the LRSP, is key to unlocking such challenges. These will differ from one local municipal area to another.

Therefore the key challenge for the district in the land reform process is to deal effectively with the injustices of land dispossession, equitable distribution of ownership, reduction of poverty and economic growth, tenure security as well as a system of land management which will support sustainable land use patterns. This is in line with the National Policy on Land Reform, 1997. These will be dealt with in terms of the required land related legislation. It is clear that land reform is seen as a composite suite of issues and interlocking components, the precise make up of which will differ from one municipality to another. Some of these components include, land identification, land acquisition, in-site upgrade and tenure upgrade, land planning for residential and productive uses, land-legal issues (e.g. land rights audits, title adjustments, land survey, registration of ownership etc.) post implementation livelihoods support, post implementation land use management, and infrastructure / asset maintenance and operational issues.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 New developments involving four pieces of legislation will assist in the development of LRSP, which impact on issues of tenure reform, land administration and the capacity of various spheres of government to carry out planning and management, and implementation of land reform

All of the laws interlink either directly or indirectly to the Municipal Structures Act and are noted as follows:• The promulgation of the Communal Land Rights Act 11 of 2004 (ClaRA). The Act is cross-linked to the

Traditional Leadership and Governance Framework Amendment Act, 41 of 2003 (TLGF).• The successful lodgement of restitution claims to land rights lost as a result of betterment in terms of Restitution Act, 22 of 1994,• The Intergovernmental Relations Framework Act, 2005,

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SETTLED LAND CLAIMS IN THE WATERBERG DISTRICT MUNICIPAL AREA PER LOCAL MUNICIPALITY

MOGALAKWENA LOCAL MUNICIPALITYPROJECT URBAN/

RURALCLAIMS FORMS LODGED

HOUSEHOLDS

MALE HEADED HOUSEHOLDS

FEMALE HEADED HOUSEHOLDS

BENEFECIARIES

PROPERTIES RESTORED

HECTARES

TOTAL AWARD (R)

SETTLEMENT DATE

1.Mokerong Urban 183 183 N/A N/A 915 None N\A 3660000.00

28/07/2000

2. Sandril/Seedat

Uraban 2 2 N/A N/A 10 None N/A

3. Hafsa Cachalia

Urban 6 6 30 None N\A

4. Mabyaneng Community

Rural 1 401 N/A N/A 700 Vier en Twintig 701 LRBellevue 700 LR

3706.2310 1780440.00 01/07/2004

5.Koka Matlou Community

Rural 1 250 N/A N/A 921 Sterkwater 299 KR

2955.0717 5225000.00 01/07/2004

6.Lebelo Community

Rural 1 479 N/A N/A 984 Blinkwater 244 KR

3600 8919760.00 01/07/2004

7. Legata Community

Rural 1 45 N/A N/A 154 1671

8. Mabula Mosima

Rural 1 N/A N/A N/A N/A Geluk 588 LQ

N/A N/A N/A

9. Seema Community

Rural 1 N/A N/A N/A N/A Emaus 725 N/A N/A N/A

TOTAL = 9 RURAL = 6URBAN = 3

197 1366 3714 11932.302

MOOKGOPHONG LOCAL MUNICIPALITY1. Rooipan Rural 9 160 N/A N/A 700 1484.465

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Comm. 82. De Hoop Community

Rural 1 117 N/A N/A 349 De Hoop 638 KR

678.2176 2 200 480.00

05/08/2004

3. Letlhakaneng Community

Rural 1 95 N/A N/A 327 642399

4. Ga-Tjale Community

Rural 1 99 N/A N/A 376 12386866

5. De Hoop Families

Rural 18 200 349 4197.0926


30 671 2101 13034946.56

BELA BELA LOCAL MUNICIPALITY 1.Pienersrivier Community(Moretele)

Rural 2 101 68 43 369 Ptn 1 & 13 Vaalboschbult 66 JR

1966.0998

5108440.00

09/03/2004

2. Koka Matlou

Urban 1 N/A N/A N/A N/A Skrikloof N/A N/A N/A


3 101 68 43 369 1966.0998

5108440.00

MODIMOLLE LOCAL MUNICIPALITY1.Modimolle Community

Rural 1 672 N/A N/A 4044 Middelfontein 564 KRNonpoort 722 KRNaauwpoort 579 KRBukane 662 KRTierkloof 576 KRGroenfontein 383 KRZandfontein 566 KR

12491 52158680.00

01/07/2004

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1 672 4044 12491 5215868.00

LEPHALALE LOCAL MUNICIPLITY1.Ba-Phalane Ba Mantsere Community

Rural 1 500 N/A N/A 3000 Schilpadnest 385 KQ

1884.266 53533250.00

06/06/2003

2. Morongwa Community

Rural 1 200 N/A N/A 350 R/E, PTN 4 &5 of Nooitverwacht 635 LQSterkfontein 677 LQ

3752.8883 1 088 000.00


2 700 3350 5637.1543

54621250.0


230 3510 13578 13066973.12

SOURCE: LAND CLAIM COMISSION, 2006

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6.2.2.2. Land and Housing

The objectives of this sector are to ensure accessibility to land through the Land Reform Programme, as per the National Land Policy, provision of adequate and sustainable housing in line with the provision of both the national and provincial policy and legislative prescripts, as well as ensuring organised method of settlement planning and surveys through acceptable development planning and survey legislative prescripts.

6.2.2.3. Land Tenure

In South Africa the primary real right in land is that of outright ownership for which a Full Title Deed is registered. It is very similar to the English concept of "freehold title" whereby the land and the buildings on the land constitute one property. Most land in South Africa including farms, small holdings, residential township erven, commercial properties, etc. are privately held by outright ownership and therefore registered in Full Title. The piece of land is surveyed by a land surveyor and its borders will be physically pegged or beaconed. The property’s placement, size and borders are recorded in a Surveyor General diagram that forms part of the registered Title Deed of the property. An owner will have exclusive use of the entire piece of land, but the use of the land (business, residential, etc.) and the density or number of buildings (even on farms and small holdings) are governed by the applicable land use rights. An owner may furthermore sub-divide or consolidate his land, subject to the relevant town planning scheme, legislation and/or Article 21 Company rules (in the case of a private development). Land tenure reform is being addressed through a review of present land policy, administration and legislation to improve the tenure security of all South Africans and to accommodate diverse forms of land tenure, including communal tenure.Residents of the former so-called townships such as Phagameng, Bela-bela, Regorogile, Mookgophong, Thusang and Marapong obtained full property ownership rights over the past approximately 9 years through the Extended Benefit Scheme implemented by government since 1994.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Land tenure in the rural areas of Mogalakwena and Lephalale, however, still need to be addressed. Land is held in trust for tribal authorities with communal ownership as the most likely option. Tenure rights in townships such as Mahwelereng (so-called R293 towns) must also be addressed to ensure upgrading of the existing rights.

Land restitution (land claims) and land redistribution of which the potential impact is yet unknown could alter the spatial pattern and land needed for various macro land-uses (e.g. settlement development, agricultural development, mining, conservation areas, etc.) enormously. On the other side many people would obtain access to land that could result in improved living standards and quality of life. It could unfortunately also result in large-scale sterilisation of economically productive land (e.g. high potential agricultural land, mining of certain minerals, nature conservation areas, etc.) if not managed and planned properly within the context of a spatial development framework that considers all these factors.

6.3 LOCAL ECONOMIC DEVELOPMENT PLANNING

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6.3.1 ECONOMIC OVERVIEW

The magnificence of the Waterberg District Municipality is self-expressed in its cultural diversity, history and natural environment, and is endowed with a range of habitats, tourist attractions and wildlife. Its economic profile is characterised by its six local municipalities and it revolves around agriculture, commerce, manufacturing, mining and quarries, residential development, smallholdings, water-bodies, etc. Despite high levels of unemployment, Waterberg District Municipality is among the highest contributors to the provincial economy and has a relatively good infrastructure.

However, many people and households in Waterberg District Municipality earn a living from the informal sector, spaza shops, hawking, and street vending. Many households would plan their informal merchandising opportunities around specific events such as old-age pension pay days, holiday seasons, Christmas and new period as travellers and tourist abound in the region. Economic indicators state that the Waterberg District Municipality has the largest economy compared to other District Municipalities in Limpopo.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 The Waterberg District Municipality has the largest district economy of all five district municipalities in the Limpopo Province. It contributes 26, 79% of the total production in the Limpopo Province in terms of GGP. The mining sector is by far the largest contributor to the district Gross Geographic Product (GGP) with 49.03%

of the total production of the Limpopo Province being from the Waterberg District Municipality area; The second highest contributor is Finance sector with Waterberg District Municipality contributing 11.44% of

the total provincial production; and Agriculture and forestry with 3.17% of the total GGP of the Limpopo Province. Construction is the lowest contributor to the district GGP with 1.25% while manufacturing contributes 3.72%.

The Waterberg District Municipality’s area of jurisdiction has a rich history and heritage that consist of various layers – pre-colonial, colonial and post colonial. The available heritage resources in the district have socio-cultural, spiritual and non-spiritual, historical and political value and meaning that have intangible significance for different people at various levels.

There is uncoordinated socio-economic and cultural development in the district. As such, a holistic approach, including systematic cultural mapping, heritage impact assessment and environmental impact assessment should be central in any development that takes place. This includes social development, urban planning and renewal, rezoning, open space development, mining, road construction, commercial and residential development and economic development. This approach will enable balanced development that takes into account a range of economic, social, cultural, historical and environmental aspects. Because of uncoordinated development, and non-adherence to heritage management and existing legal instruments there are a number of areas in the district where human remains have been unearthed through development. Sustainable development that takes in cognizance the abovementioned issues should be of paramount importance in the district.

Heritage forms part of socio-economic and cultural development. It contributes significantly to the GDP through tourism, particularly cultural tourism. The development, marketing and packaging of heritage tourism routes will accelerate the contribution of tourism (heritage tourism) in the district. Heritage, marketed through the medium of the film industry has a potential to contribute to the GDP and local economic development of the district. Promotion of the district as a film destination will enhance the socio-economic benefits.

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Aagriculture (31.93%), mining (48.32%) and electricity (36.04%) play a major role in the economy (i.t.o. GGD), providing 26.93%, 16.17% and 0.75% respectively of formal employment.

FORMAL EMPLOYMENT FOR WATERBERG AND LIMPOPOSector Waterberg District Limpopo ProvinceAgriculture 26.98 18.52Mining 16.17 7.42Manufacturing 7.43 7.47Electricity 0.75 0.83Construction 4.09 4.47Wholesale 11.04 14.35Transport 1.80 2.51Finance 7.61 10.49Community Services 13.49 12.84Government Services 10.64 21.10Total 100 100SOURCE: WDM LED STRATEGY, 2007

Unemployment has grown within Waterberg. Although the lowest levels of unemployment are recorded in Mookgophong, the 2001 unemployment estimates suggests that 31% of the economically active population is

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unemployed. The unemployment levels in Mogalakwena, Thabazimbi, Bela Bela and Modimolle are most desperate although Lephalale reflects 2.5%.

Contextualizing and applying the NSDP in assessing the economy of WDM

6.3.2. Economic Potential

Economic growth is most prevalent in the Lephalale, Mogalakwena and Bela- Bela areas with significant potential for expansion in the mining, agricultural and tourism sectors. The District’s proximity to Gauteng also ensures easy access and linkages to expertise, industries, markets and international opportunities. This contributes to both the comparative and competitive advantages of the Province.

6.3.2.1 Spatial Location of Needs and Potential

The District has a relatively high poverty rate, with poverty concentrated in the Lephalale, Mogalakwena and Thabazimbi municipal areas. This situation is supported by the available data that indicate that the Lephalale and Mogalakwena have poverty rates of 60.6% respectively, with Thabazimbi recording a poverty rate of 52%. This is followed by Modimolle at 48% and Mookgophong at 42.2%.

High poverty rates are compounded by the unique challenges of service delivery in the area. Service delivery needs within the District are diverse and mainly linked to historical spatial distributions, limited service provision and market accessibility. While the District has significant market expansion opportunities in the agriculture, mining and tourism sectors, the absorption capacity of its economy appears to be hampered by a number of barriers to entry and other structural characteristics, which reduces its ability to alleviate unemployment in the area.

Faced with the challenge to address the relative high levels of poverty, the District has taken the approach to leverage its natural and mineral resources to unlock the economic potential in the area. Significant economic opportunities in the mining, agricultural and tourism sectors exist throughout its jurisdiction and therefore targeted strategies to ensure direct and indirect spin-offs for local communities is seen as a key component of the development trajectory for the district.

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6.3.2.2 KEY SECTOR SPECIFIC ISSUES

Mining, Agriculture and Tourism are seen as key pillars of development in the Waterberg.

6.3.2.2 (a) Mining

The extensive and rich mineral resources are located in the North-Eastern and Western parts of the District. At present mining is the largest and predominant contributor to the GDP of the Province at 57.5% with a recorded annual growth rate of 13.9%. Extensive current and planned mining activities are mainly located in the Lephalale area which has the third biggest coal reserves in country, providing the District with a distinct competitive advantage which could strategically position the area as a continental powerhouse of coal fueled electricity production. The coal fields at Lephalale also currently fuels a number of Eskom’s power stations.

Other mining activities include iron ore mining in the Thabazimbi area, and extensive platinum reserves in the Mokopane and Northham areas, which has been ear-marked for future exploration.

The success of mining development hinges on a number of key factors:

effective transport network; water supply; service management; electricity provision; and skilled labour supply.

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Besides the mineral extraction process, the emergence of new mining communities impacts significantly on housing development, retail and service supply demands. Some concerns have been raised about processes and procedures involved in prospecting in local areas as well as reallocation of communities due to mining rights and activities. Intergovernmental and inter-sectoral planning across private and public sectors to ensure that appropriate planning therefore should precede unlocking potential and conflict mitigation can take place.

6.3.2.2 (b) Agriculture

As a key contributor to the Provincial GGP at 28.8%, agricultural and forestry development in Waterberg is seen as another key catalyst for significant economic development. Being predominantly rural, most of the District is suited for livestock production but also with some major cropping taking place in cotton, sunflower, tobacco, and soya bean production. The District is supporting agricultural growth by developing a policy for the subdivision of agricultural land in collaboration with the land claims commission and is negotiating the acquisition of state land for agricultural production.

In the two priority areas of Lephalale and Mogalakwene, where both a high levels of need and potential are evident, the following areas of potential were identified:

LephalaleLephalale is seen as an area with high agricultural potential. Accordingly a number of labour intensive development initiatives, have been identified as having the potential of for ensuring wide-spread economic spin-offs for local communities. However, expediting land claims and land restitution processes as well as ensuring access to water for agriculture development is seen as a top priority to unlock the agricultural potential in the area. In partnership with province, LRAD and community, some noteworthy projects include:

debushing (Shongwane); commercialisation in DNayala; marula in Maraphong; commonage initiative in Refilwe; and

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seed nursery in Madibaneng.

Furthermore, the area boasts substantial production capacity for table grapes. The grapes produced in the area have a two-week lead-time over other grape production areas in South Africa and globally, providing it with a substantial competitive and comparative advantage. The cultivating of table grapes has already yielded significant profits for local commercial farmers over the past year. The intention is to capitalize on the District’s proximity to Botswana which is regarded as a substantial market opportunity. The challenge however is how to expand these activities to include emerging small scale farmers.

Mogalakwena

Unlike Lephalale, Mogalakwena has a smaller agricultural sector. Its potential centers mainly on the production of crops and meat for regional consumption. Extensive growth in the mining sector is seen as an ideal outlet for local production and together with the District, local entrepreneurs, experts and affected community champions are exploring ways of targeting specific buyers in the area. The District has done significant assessments on expanding the existing abattoir to meet local and regional demand for white meat as well as extending chicken farming initiatives. Successful management and execution in this could yield positive results for local employment and production. Other similar initiatives include:

the Mokamole Agricultural farm; extension of beneficiation initiatives and primary food production along river courses; potential white meat cluster; citrus farming opportunity; and Doring-draai fishing initiatives.

6.3.2.2 ( c) Tourism

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The District’s rich biosphere which is home to the Makapan’s Valley World Heritage Site, Nature reserves and which boasts an abundance of fauna and flora, hot-springs and more than 400 bird species is seen as a key catalyst for development in the tourism sector. This cuts across the Bela Bela, Modimolle and Lephalale areas. The District notes that its tourism competitive edge is its proximity to Gauteng, its rich biosphere, malaria free areas and its hunting capital status.

The Bela Bela and Thabazimbi area already boasts an extensive and well known tourism network with key attractions being hunting, game parks, bird and wild life. Funding permitting, priority projects include; A conference centre facility at the World Heritage Site Entabeni initiative with the Doordraai project. This project, which will be home to the Big Five, a golf estate and other, is owned by government and is in the process of being developed. License permitting, water will be taken from the Flag- Boshielo dam.

Waterberg District’s location to Gauteng Province has made it a key-visiting site for visitors to the 2010 World Cup. Extensive work is already underway to ensure that all businesses are equipped to take advantage of this opportunity. Some ideas touted at this stage include:

the establishment of fan parks for viewing 2010 matches; grading of accommodation; provision of packages for visitors to area; and entertainment and local based activities.

Success of this initiative is dependant on:

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a sound and realistic 2010 strategy for the District; appropriately graded accommodation; reliable and stable water supply; effective transport system; effective communication system; steady supply of big screens for viewing; effective electricity supply; effective signage; and establishment of a world class airport.

This would require that the District develops a world class, effective and efficient logistics team to lead its strategy and give manage related interventions.

6.3.3. IDENTIFYING NEEDS IN AN AREA

Whilst significant economic opportunities exist in the focus areas, the following key development challenges have been identified, which hamper and affect the pace at which the District will advance:

Water supply to residents in remote areas is a huge problem;

Water supply for economic development is inadequate;

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Sanitation facilities and the extent of current backlogs does not meet growing demand and current resources

are insufficient to meet this challenge;

Settlement planning and development that links outer-lying remote villages with service sites is not in place;

Roads and Transport linkages for both economic and commuter usage is inadequate and not suited to meet the needs of economic expansion opportunities in the area;

Skills, Literacy levels and readiness of local population to take advantage of economic opportunities is inadequate;

High demand for services especially in the outer Lephalale areas and most of Mogalawena is not met because of the current capacity challenges within the municipality. This in turn results in lower rates of service provision;

Land release and development for agricultural purposes are not matched with appropriate strategies to capitalize on these opportunities;

Economic benefits from mining, agriculture, tourism are in the hands of a limited few and does not necessarily alleviate poverty

Extensive private ownership of land, especially foreign owned land in Lephalale areas and the challenge of connecting communities and development initiatives with water source points sometimes located on this land, poses a challenge;

Implications of village relocation as a result of mining activity on local people who will be reallocated and municipalities who have to provide services are not readily negotiated. Decision needed on how what where, who involved in this process.

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Communication across spheres of government especially with regard planned activity is inadequate. Current pattern of no due regard for governance role of local municipalities leads to unnecessary conflict and resource wastage.

6.3.4 UNLOCKING POTENTIAL AND MEETING REQUIRED NEEDS OF KEY DEVELOPMENT AREAS IN DISTRICT

It was agreed that the most pertinent challenge in the Waterberg District area was the provision and availability of water. Water was a crucial catalyst for unlocking economic potential in the agriculture, tourism and mining sectors and lack of water sources and supply had damaging consequences on growth and development in the area. While significant investment by all spheres of government was already ploughed into water initiatives across the District, experts argue that current rates of planning around supply and provision was highly inadequate and shifts were needed to ensure more sustainable planning over the medium to long term.

Furthermore, analysis of the spatial economy also reflected very high clusters of poor in Waterberg. This meant that there was a serious disjuncture between where people were located and where economic activity was taking place. This was exacerbated by the high demand for specialized skills in key sectors and the low skills base prevalent in poorer communities. Additionally, while the District’s proximity to Botswana was its comparative advantage, the potential economic spin-offs were hampered by severe infrastructure challenges in the connecting localities.

The following have been identified as the key critical blockages to realizing economic potential in the Mogalakwena and Lephaphale areas in the District:

6.3.4.1 Water

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 The shortage of water supply for human consumption and economic production is inadequate. Linked to this is the appropriate management of water supply and the technical competency to address water source, water management and water planning requirements.

6.3.4.2 Roads and transport

The extension, maintenance and management of the R33 and the N11, is critical. In this regard, these roads are crucial for linking resource extraction, production and commuters with key economic centers. In addition the upgrading and reorientation of railway stock to improve connectivity with economic centers and service points was also seen as critical. Investment in roads infrastructure in the localities connecting Botswana and South Africa was also seen as a critical blockage requiring urgent attention.

6.3.4.3 Agriculture

There is a substantial need for land released for agricultural purposes and the development, to poor communities within the relevant area. In conjunction with the release of the relevant land, local capacity should be enhanced to ensure the sustainable utilization of these resources.

6.3.4.4 Communication

The execution of an effective communication strategy across government is required to give effect to key development decisions taken across all spheres of government. Of specific importance, is the issue of communication that relates to the negotiations between mining houses, and the Department of Minerals and Energy, and the Limpopo Investment Agency. The downstream implications from both a policy and implementation process should be articulated and communicated appropriately.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 6.3.4.5 Settlements

The rural nature of the district and the historical legacies of settlement distribution make service planning and provision a substantial challenge. This is especially true in the case of the Mogalakwena and Lephalale areas. However the plight of the community in the biosphere area in Modimolle was also highlighted, since lack of service provision especially sanitation services, could seriously jeopardize environmental and tourism development down the line.

6.3.5 INTERGOVERNMENTAL ACTIONS

The following table high-lights the key intergovernmental challenges needed to unlock economic and development potential in the District. It should be noted that in the event that actors are unable to resolve challenges, where appropriate, the presidency could be called upon to intervene as part of the current pilot process.

SECTOR ISSUE ACTION ROLE PLAYERS

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WATER Water needs and supply management requirements across the District must be quantified.

Agreement is needed on standardized source of statistics for the quantification of water needs and the related planning and implementation interventions.

Agreement is needed on alternative sources of water supply given different economic and spatial contexts. This would require inter-governmental cooperation in conducting a detailed analysis across the District.

The results of the analysis will then be used to form the basis for an inter-governmental agreement on an integrated strategy, implementation and resourcing plan.

Specific emphasis should be given to the challenges around the Flag-Boshielo Dam

District Municipality

All Local Municipalities;

DWAF’s (Water Services, Water Resources and Forestry Divisions.)

High costs of pipeline installation in the Mogalakwena area result in serious delays in water resourcing and management strategies.

Agreement must be reached with National Treasury regarding potential sources of financing of the Mogalakwena pipeline installation.

The District Municipality must be included in deliberations of the Premier’s Office, DWAF, DME, as part of the existing Committee.

OTP, DWAF, NT, WDM, LM, DME

The Mokolo Dam wall could be raised by 15 meters to increase the catchment’s capacity.

A decision is needed on the extension of the Dam in the Lephalale areas.

Inter-governmental agreement is needed to conduct a hydrological feasibility study regarding the extension of dam wall by 15 meters.

In the event that the wall will be raised, an additional multi-lateral agreement is needed with Botswana, Zimbabwe and Mozambique

DWAF in partnership with DM, LM to commission hydrological study.

OTP to commission meeting with DWAF, DFA, DM to meet regarding multi-lateral agreements and related protocols.

LM are not readily equipped to deal with Inter-governmental agreement is reached on the DM, LM, NT

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high level investment and resourcing needs of huge bulk infrastructure investment.

At the same time they have to be accountable for financing and maintenance of such investments in the medium- to long term

provision or secondment of ‘transactional advisors’ to advise District and Local Municipalities on the most appropriate funding and investment models regarding mega- investment projects.

SANITATION Water supply in the District Municipality is a challenge therefore alternatives to waterborne sewage need to considered and agreed to.

Based on technical inputs by DWAF, CSIR and other research institutions agreement must be reached on the most appropriate technical solution.

DWAF to take lead on alternative WBS in collaboration with DM

Role players are not using standardize baseline statistics As a result, villages in Mogalakwena and Lephalale areas which did not feature in StatsSA data are not accounted for in service provision prioritization processes.

General agreement was reached in the meeting that DWAF and IDP stats be used as baseline data. This agreement needs to be formalized in the District.

DWAF, LM and DM

The current overload of sanitation infrastructure has negatively impacted new developments. This is exacerbated by limited water supply.

Agreement must be reached on the need to expand infrastructure to address the radical urban expansion taking place across the District but especially in the Modimolle and Bela Bela areas.

DM, LM, DWAF to discuss alternatives.

REFUSE REMOVAL

Land fill sites are not managed in accordance with regulations.

In Lephalale water management problem is exacerbated by the absence of waste management strategies.

Problems with biomass conversion and licensing and cost of conversation

Agreement must be reached on identifying and adopting alternative strategies and methodologies for refuse removal and refuse disposal in rural areas. District to explore talks with CSIR, DEAT on biomass conversion.

Initiatives of the ESKOM development foundation

DM, DEAT, DWAF, LM, Eskom, CSIR

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render it difficult for municipalities to deal with this challenge on its own.

Dumping sites are not managed properly.

By products from industry and mines and how this is managed need to be monitored.

looking at conversion and management needs to be explored

MINING District and Local Municipalities are not included in provincial and national deliberations with mining and investment companies that impact on local areas.

An agreement needs to be signed with DME, Provincial government and LM/ DM on protocols with regard to investment in local areas. This should include information on:

Prospecting Community reallocation and settlement

strategies Service requirements and strategies

DME, District, OTP, mining companies

Local municipalities do not contribute towards agreements on Social and Labour Plans with the Mines.

Local and District Municipalities be included in the approval mechanisms from DME regarding Social and Labour Plans submitted by the mines.

DM, LM, DME, mines

Transport blockages hindering pace at which mining development can take place in both Lephalale and Mogalakwena areas

Inter-governmental agreement be reached under the leadership of the Premier’s Office to on addressing access issues pertaining to road infrastructure in the District. As part of this agreement should be the review of financial models.

National department of transport, SAMRA, Provincial Department of transport, Lephalale, Waterberg District and Local Municipalities

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In Mogalakwena ownership of land and mineral rights are unclear.

Agreement needs to be obtained on the status of mineral rights and communicated to all relevant role players.

Premiers Office,DME, DLA, LM, DM

ROADS AND TRANSPORT

Studies commissioned by Spoornet on whether to transport coal from Lephalale to Richards Bay needs to be completed.

A decision is needed on most appropriate strategy for coal transportation. This needs to be communicated with Local and District municipalities.

DM, Mines, DT, DME

Specific roads priority actions includes: R33 and N11 unlock mining potential with Botswana and Polokwane.

R33 road between Modimolle and Lephalale needs upgrade.

Road between Modimolle and Mabatlane needs upgrade.

Rail between Brits and Lephalale also needs upgrading. Condition of rail to carry the heavy load (more than 30 tons) is not clear.

R33 road between Modimolle to Lephalale study was concluded. Financing cannot be done by Province. This requires National treasury to give permission for province to take up loan.

Specific roads implementation plan needs follow up.

NT, TIL, SANRA deciding R33 road. Includes distance between Modimolle and Lephalale. Funding model agreed on and being explored needs finalization.

Project underway with Dept roads and transport with all municipalities on the development of an appropriate roads and transport plan. DM and dept of roads and Transport to communicate progress.

Decision needed on R33 road from Lephalale to Modimolle. High level intervention needed.

OTP, DM andDepartment of Roads and transport to follow up on challenges

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South African National Roads Agency to upgrade R33. Agreement needed to make it a priority.

Need guarantee that the upgrade will take place in the near future.

R33: decision needed by Province to ensure clear guideline from National Treasury.

National Treasury and SANRA to agree on guarantee for future loan

DM should secure funding for gravel roads en-route to Botswana.

NT to give direction on best models for roads extension.

TIL to coordinate and report on findings to all affected stakeholders.

Decisions needed on the following other roads:

Roads in biosphere- engaging EU to fund project to upgrade road. Information sharing needed with locals municipalities.

Alma to Marakele and Thabazimbi to Mabatlane.

Road from Mogalakwena to Marken a problem.

National Treasury, SANRA and District Municipality, Provincial Department of Transport.

Current EPWP is not optimal for rapid delivery of services and quality requirements of Mogalakwena Local Municipality

Agreement on additional funds needed from National Treasury to construct road using labour-based methods and technologies.

EPWP is perceived as failing, due to perceptions that the labour force is being exploited. The need is for an agreement that would ensure that the remaining components of the project be completed as a matter of urgency.

Provincial dept of public works; RAL; DM and LM.

AGRICULTURE Water supply for agricultural development is a significant challenge.

Assessment and agreement is needed regarding the water supply and water management strategies over the medium- to long-term.

DWAF, WDM and Lephalale to follow up on water provision

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There is a challenge around access to viable agricultural opportunities, financing for agricultural development, capacity and resourcing for small scale farming initiatives and the finalization of land acquisition and transfers.

Access to profitable agricultural ventures that are sustainable remains a problem without access to proper financing,

Transformation of agricultural farms to more profitable game farming initiatives across the Waterberg presents a labour, service provision and skills challenge for the District.

Regional marketing and specialization of chicken farming initiatives have significant spin-offs for local entrepreneurs

DM and Department of Agriculture to reach agreement on priority areas.

Agreement and information is needed at District level on financing intermediaries for agriculture sector.

Agreement is needed on how to address the current shift from agricultural production to game farming, and its impact on local labour supply.

Agreement on strategies required to address the peri-urban growing trend is required.

Agreement needs to be reached with the mines to ensure poultry interventions link into the potential market presented by the mines.

Agreement must be reached on the level of support to be given to the African Rural Development Corporation, NGO which is linking local agricultural production with national and international markets.

Agreement on water supply as it pertains to these issues is required.

Agreement on how successful grape farming initiatives can be replicated by emerging farmers and communities to ensure spread of the benefits of these viable investment opportunities.

alternatives and possible DM, Department of Agriculture, Dept of Roads and transport

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LAND Information gaps exist on progress with land reform initiatives

Research to be commissioned and agreement be reached on land restitution progress and impact of change in land use given high rate of conversion of agricultural farms into game and hunting farms.

DM

Administrative delays with land release is hindering agricultural and economic development

High level assistance is needed with unlocking blockages with land release especially land owned by DLA and Eskom.

DM, DLA, OTP Presidency

INDUSTRIAL DEVELOPMENT ZONES

Unlock and link Industrial development zones in Province and district with relevant opportunities.

Villages need to be connected to economic opportunities. This includes Marken to Mokopane, Marken to Polokwane, N11, establishing linkages between the Maputo corridor and Lephalale.

Agreement must be reached on the upgrading of the road connection as it relates to the transportation of coal to the smelter in Polokwane.

DM, LM and DRT, LIP to follow up

MONITORING OF DEVELOPMENT

Decisions and commitments made by mining companies, Eskom, DWAF and other sector departments are not adequately monitored at district level.

Agreement needs to be reached by the District Municipality with stakeholders on how it will review, managed and monitor commitments of agencies and related government departments.

DM in collaboration with province and affected sector department

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INFRASTRUCTURE CLUSTER ANALYSIS

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WATER SERVICES OVERVIEW

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6.4. WATER SERVICES

The Waterberg District Municipality is not Water Service Authority. The Water Service Authority (WSA) function is the responsibility of the local municipalities of Mogalakwena, Bela Bela, Thabazimbi, Lephalale, Mookgophong and Modimolle. The Waterberg District Municipality WSA population (sum of WSA Population of local municipalities) has been estimated to be 614041 people, based on data from Statistics South Africa.

6.4.1. Level of services

The 2005/2006 WSDP study highlights that as of March 2005, the following percentages of people had access to RDP water services:

• Water - RDP standard or above 42% (25 litres per person per day within 200m walking distance)• Sanitation - RDP standard or above: 23% (waterborne sewerage or VIP toilet)

As of April 2006, the Waterberg District Municipality had improved water services to the extent of:

• Water - RDP standard or above 90% (25 litres per person per day within 200m walking distance)• Sanitation - RDP standard or above 49% (waterborne sewerage or VIP toilet)

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WATER BACKLOGNO Infrastructure population

NO Infrastructure Household

Population (Access below RDP)

Households (Access below RDP)

Oct 2001 April 2006

Backlog %

Oct 2001 April 2006

Backlog %

Oct 2001 April 2006 Backlog % Oct 2001 April 2006

Backlog %

55 820 33 353 8 13 498 8 272 9 147 007 99 036 9 37 412 25 618 10Estimated cost to eradicate = 186 006 545.00

SANITATION BACKLOGPopulation (Access below RDP

Households (Access below RDP)

Oct 2001 April 2006

Backlog %

Oct 2001 April 2006

Backlog %

350 326 314 908 10 88 097 79 015 10Estimated cost to eradicate = 385 594 500

Source: DWAF, 2006

Providing a higher level of service to the resident within Waterberg District Municipality is a challenge especially within peri-urban areas due to the backlogs still to be eradicated and the increase in the water demand these higher level of services will result in. Residents want to move from access to communal stand tap water supply to individual erf connection and from a VIP to water borne sewage system. The same challenge applies where communities want to extend the water supply infrastructure into their area by connecting into nearby reticulation.

6.4.2. Raw Water Situation

The urban areas of the Waterberg District Municipality Water Service Authority (of six local municipalities) function are generally in need of upgrading in terms of capacity of bulk infrastructure and access to raw water supply. This need is growing rapidly as the continued process of urbanization continues and pressure is placed on local municipalities to provide housing and basic services.

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Water Resources

• Mokolo Dam 23 x 106 m3/a • Doorndraai Dam 8.6 x 106 m3/a• Glen Alpine Dam 5.6 x 106 m3/a• Donkerpoort Dam 0.6 x 106 m3/a• Transfer in

– Thabazimbi from Vaalkop Dam 22 x106 m3/a– Bela-Bela from Roodeplaat Dam 3 x106 m3/a– Modimolle from Roodeplaat Dam 3 x106 m3/a

• Ground water Use– Well developed fields in the Mookgopong (0.99 x 106 m3/a Use) and Mogolakwena (1.6 x 106 m3/a Use)– Extensive use of ground water in the District’s rural and farming areas, and most of them have no detail of

quantities used • Return flows

– Bela-Bela about 2.5 x 106 m3/a used for irrigation - Most areas treatment cost to portable standard not viable

Existing Bulk Water Supply

• Thabazimbi – Domestic 0.6 million m3/a– Mining and Industrial 18 million m3/a

• Lephalale– Domestic 1 million m3/a – Mining & Industrial 4 million m3/a– Power Generation 7 million m3/a

• Bela-Bela – Domestic 3 million m3/a

• Modimolle

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– Domestic 3 million m3/a• Mookgopong

– Domestic 1.2 million m3/a• Mokgalakwena

– Domestic 4 million m3/a– Mining & industrial 6 million m3/a

Possible and Probable alternatives of water supply• Raising of the Mokolo Dam • Transfer from the Crocodile (West)/Marico• ORWRDP: Raising of Flag Boshielo Dam and construction of De Hoop Dam to augment water supply to Mokopane• Ground water use• Water Trading with the irrigators

Water Situation 2000

Surface water

Return flows Transfer in Total Requirements Balance

L. Crocodile 7 23 112 171 171 0Matlabas/Mokolo 35 4 0 46 63 -17Lephalala 38 0 0 42 42 0Mokgalakwena 50 7 3 75 79 -4

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Total in WaterbergMunicipality

334 355 -21

Water Situation 2025

LocalYield

Transferin

Local Requirement

Transfer out Balance Potential for Development

L. Crocodile 59 113 173 0 -1 0

Matlabas/Mokolo 46 0 63 0 -17 0

Lephalala 42 0 43 0 -1 0

Mokgalakwena 73 3 101 0 -25 7

Total in WaterbergMunicipality

220 116 380 0 -44 7

Existing Bulk Water Supply

• Thabazimbi – Domestic 0.6 million m3/a– Mining and Industrial 18 million m3/a

• Lephalale– Domestic 1 million m3/a – Mining & Industrial 4 million m3/a– Power Generation 7 million m3/a

• Bela-Bela

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– Domestic 3 million m3/a• Modimolle

– Domestic 3 million m3/a

• Mookgopong – Domestic 1.2 million m3/a

• Mokgalakwena– Domestic 4 million m3/a– Mining & industrial 6 million m3/a

Possible and Probable alternatives of water supply• Raising of the Mokolo Dam • Transfer from the Crocodile (West)/Marico• ORWRDP: Raising of Flag Boshielo Dam and construction of De Hoop Dam to augment water supply to Mokopane• Ground water use• Water Trading with the irrigators

Raising of Mokolo dam

Full Supply Level(m)

Description Capacity(x 10 6m3)

Historic Firm Yield(x 10 6m3/a)

921 Current 146 27.1927 New 303.88 48.2

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Transfer from Crocodile west/Marico• 45 million m3/a

6.4.3. DROUGHT RELIEF

6.4.3.1 TECHNICAL INVESTIGATION

6.4.3.1.1 Motivation

The motivation for each selected piece of work required was tested against the above drought relief principles. The fact that this funding was provided is sufficient proof that the money is required in the area. We need to ensure that it is spent for the purpose of alleviating domestic water supply problems induced by drought.

(a) Lephalale Municipal Area

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Rainfall in Lephalale area has been erratic over the past years. Except for a period of above average rainfall over January – March 2003, the rainfall has been far below average. During the previous drought relief programme Lephalale’s efforts was for developing additional water sources concentrating on villages where supply was insufficient and risk of failure high, but also ensuring that at least one additional source was developed for all villages dependant on a single source. An indication of the rate of success is the fact that more than 50% of holes were successful, in an area notorious for the low strike rate.

In the Shongoane area the almost total absence of ground water makes it difficult to implement a conjunctive water use policy as is used in other villages near the river.

The biggest problem at this stage, after a rainfall season with less than 60% of expected rainfall, are the villages in Shongoane which are depending mainly on water from the Lephalala river, namely Setateng. This is the largest village in Lephalale and obtains all its water from the Lephalala river. Flow in this river dried up in early June 2005, compared to typical patterns of surface flow continuing until September/October. It is evident that the water available will not be sufficient to last until the river starts flowing again, even though pump rates have already been reduced, except if it rains during winter which is highly improbable.

It is proposed that additional river well points be developed, equipped and linked to existing supply systems in both Setateng and Matladi, which depends on water from the river for 80% of its supply. This will result in use and access to water sources other than those presently utilised. For Mothlasedi and Ga Monyeki the same option is proposed. At the same time it is proposed that water supplies be developed for

Phahladira. This village which lies adjacent to Matladi but inside the Mogalakwena municipal area and has no water supply at all presently - people are using water directly from the river when available, or buy or take water from nearby villages at great cost and hardship.

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For a longer term and more permanent solution, it is proposed that a weir be constructed which will increase the water storage capacity and availability, and reduce the risks of water in the river bed being totally depleted. The construction on the weir need to be preceded by a thorough feasibility study, technical report and EIA, and is regarded as a request for future funding. Allowing an amount of R 220 000 for the investigation and reports under the present funding would however be sufficient to kickstart this initiative.

(b) Mogalakwena Municipal Area

The Mogalakwena rural communities are situated north of Mokopane. This falls in the summer rainfall area and has a low annual average rainfall. The recent below average rainfall did create water supply problems and especially to the communities obtaining water from boreholes or well fields alongside the Mogalakwena River.

Many of the sand point abstraction pits in the Mogalakwena area are now not a reliable source and an alternative means of abstracting this sand/alluvium encased water should be embarked upon. This drought relief project would therefore concentrate on constructing new abstraction boreholes just adjacent to the Mogalakwena River to alleviate this problem.

Stolen or broken pumps would also listed as part of this project. Instead of securing (drilling) additional boreholes, more people can be helped by replacing and repairing these pumps.

The carting of water in the Mogalakwena area is daily occurrence. DWAF has supplied two water tankers as far back as 1988. The one tanker is stationed at Mokopane and supplies water to the Mapela, Bakenberg and Mokopane areas. The other tanker is stationed at Salem Satellite office and supplies water to Nkidikitlana and Salem Desert area. Currently DWAF provides the drivers and the running costs for the vehicles.

These two vehicles are breaking down more regularly now and really need to be replaced. DWAF officials have confirmed that these vehicles operate everyday as well as on week-ends.

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(c) Mookgophong Municipal Area

Mookgophong town obtains about 0.75 million m³/year from the Nyl Wellfield and about 0.42 million m³/year from the dam nearby. Ultimately additional bulk water would be obtained from the Magalies Water Board pipeline which presently stops at Modimolle. This augmentation is still far from a reality. The yield from the 10 equipped boreholes in the Wellfield has started to diminish due to the dry period production on the boreholes had to be cut back.

There are unequipped boreholes available for expansion of this wellfield. The proposal is to equip two boreholes and construct the necessary pipeline (about 2km) to the collection tank from where it is pumped to Mookgophong Town. An interim solution to pump into the adjacent borehole pipeline to the collection tank can be considered if there are not sufficient funds to do all the work at once. These boreholes typically yield up to 10 /s each.ℓ

(d) Thabazimbi Municipal Area

The Rooiberg housing area has an acute problem. The current 260 houses and newly completed 264 RDP housing units development have no water supply at present. The yield in the eight (8) available boreholes have diminished to such an extent that the Thabazimbi Municipality is carting water every day from Leeupoort. The past two weeks has resulted in the 6000k truck making 3 deliveries per day to theℓ stricken area.

The following two boreholes are available to equip and can give immediate relief: 1 x Borehole on private land but of which approval has been obtained. The borehole is already

equipped and can deliver 5.5 /s. A pipeline of 520m is needed for this. ℓ

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1 x Borehole about 500m from the reservoir can be equipped to yield 2.8 /s. The requirement is forℓ the borehole pump and pipeline to be constructed. Thabazimbi Municipality would install the electrical cable (500m) and transformer if the project can supply it.

(e) Belabela Municipal Area

Belabela Town obtains water from their own boreholes as well as augmentation of surface water via the Magalies Water Board pipe line. The dry period has influenced the water table and the groundwater availability. The request from Belabela Municipality was to reinstate a borehole which was lost due to a blockage. Instead of searching for suitable drilling positions, a new borehole can be drilled just next to the blocked borehole in Roodepoort street in Belabela town.

(f) Modimolle Municipal Area

The water supply to two remote settlements has been affected very seriously. They are: Mabatlane (previous name Vaalwater) Mabaleng (previous name Alma)

At Mabatlane the existing eight equipped boreholes are not sufficient to supply water to the area. Further augmentation is only possible by means of further groundwater exploration. The Mabaleng water also requires further boreholes.

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The need to do a proper geohydrological study to the above areas is critical. The groundwater has not been quantified properly yet and an exploration study is suggested to identify or target the major water bearing structures in the vicinity. This information would help in the strategic planning of bulk water to these areas.

ELECTRICITY SUPPLY OVERVIEW

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6.5. ELECTRICITY PROVISION OVERVIEW

The provision of sufficient electricity supplies is vital for the general development and prosperity of the Waterberg region. The Waterberg District Municipality does not generate or distribute any electricity itself but has an interest to ensure that the provision of electricity is closely aligned to the developmental needs of the area as a whole. Waterberg District Municipality therefore sees its role as facilitating proper interaction of all roleplayers in the Integrated Development Planning Process [IDP] and the providers of bulk and reticulation services, like Eskom in the electrification field. The fact that the majority of rural households still live in a dispersed settlement format makes the provision of electricity more difficult for service providers such as Eskom. The Waterberg Electricity Development Plan should be developed to depict the extent of electrification development in the district. 2006/07 IDP Review depicts that rural electricity backlogs in Waterberg as at end 2005 stands at 9 070 households.

Electrification programme (as per ESKOM) and individual municipalities2001/02 2002/03 2003/04 2004/05 2005/06 2006/07

Munic Budget Budget Households

budget Households

budget households Budget Households

Budget Target

Conn. Budget Target connecti

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Connected Connected ons

Mogalakwena

2,3m 10,4m 3372 R7,1m 2304 R9,4m 3031 22,95m 5909 5,645m 1525 R8,1m 1723

Lephalale R1 429 837

2190 0 0 4 066 000 1 926 2 039 000 966 R2, 066m

3374

Modimolle R128 000

R800 000 500 R2.4 million

750 R2.9 million

1000 R3.9 million

1260 R2.7 million

1003 R2, 760, 000

699

Mookgophong

R811450

R730 200 Upgrade R400 000

50 R1 597 500

202 3 970 000 500 R745 000 94 R620 000

78

Bela-Bela R5,41m

R229019 71 R275 900

89 R382 014 134 0 0 R1,05m 262 R1, 002m

340

Thabazimbi R64 000 R67 000 190 R71 000 286 R144 000 576 R207 000 829 R254 000 1015 R2, 688, 000

808

Totals R11, 676, 737

5 669 R14, 423, 514

4 943 R35, 093, 000

10, 424 R12, 433, 000

4, 865 R17, 236, 000

7 022

FREE BASIC ELECTRICITY

Households receiving free basic electricity by municipality; LOCAL MUNICIPALITY

Households

Indigent

TOTAL HOUSEHOLDS RECEIVING FREE BASIC ELECTRICITY

BUDGET ALLOCATION (2004/05)

TOTAL EXPENDITURE (2004/05)

2005/06

Budget allocation

Total Expenditure, 2005/2006

2006/07 Budget allocation

Mogalakwena 4553 1 107 R3 100 000 R37 586 142 R3, 000, 000 R1, 032, 784 R1, 210, 524

Lephalale 15 000 4 077 R1 050 00 R0 112 R65, 035 R63, 718 R66, 333

Modimolle 3 045 14 695 R3 645 000 R3 570 885 R2, 852, 000 R2, 852, 000 R3, 175, 700

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Mookgophong 1 898 1 898 R4 565 972 R2 369 718 R1, 500, 000 R1, 439, 000 R1.5m

Bela-Bela 8 683 8 683 R812 200 R 989 862 R964 830,000 R1 086 000,00 R776, 700

Thabazimbi 4 770 10521 R4 500 000 R1 070 000 R7, 475, 855 R2, 523, 494 R3, 913, 965

TOTAL 24 545 40 981 R17 673 172 R45 586 607 R979, 722, 890 R8, 996, 996 R10, 643, 222

EDI RESTRUCTURING AND RINGFENCING PROCESS

MUNICIPALITY STATUS

1. Mogalakwena Busy with ring fencing process2. Thabazimbi Not yet started3. Mookgophong Not yet started4. Lephalale Not yet started5. Bela-Bela Not yet started6. Modimolle Not yet started

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Transmission Network

OverviewAction Plan

In 2008/9 build a new 275kV line

between Tabor & Spencer

Substations

Action PlanIn 2007/8 Install a second

250MVA, 275/132kV transformer in Spencer Substation

Action PlanIn 2008/9 build a 400kV line from Witkop to Tabor

SubstationSupply Risks

Network flexibility & capacity during

abnormal conditions on the Witkop,

Tabor & Spencernetworks

Action PlanIn 2010 a third transformer is planned to be

installed in WitkopSubstation

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Network Overview (Vaalwater)

Action PlanConstruct Dorset

switching station, 2008

Supply RisksInsufficient capacity to

supply growing tobacco farming and eco-tourism

Action PlanConstruct Bulgerivier

substation in 2008

Supply RisksVery long feeder line

and poor reaction time.

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Network Overview (Bela Bela)

Supply RisksWarmbron

substation out of capacity.

Action PlanUpgrade substation

to 2 x 20MVA in 2007/8.

Action PlanInstall 2nd

transformer at Zwartkloof

Supply Risks

Insufficient capacity at Zwartkloof

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CHALLENGES

Coping with the challenges of the electricity reform process Upgrading electricity supply to meet the demand and development of business operations. Ensuring access to free basic electricity in villages and farming communities Propagate, register and supply all deserving beneficiaries Low number of token collection Limited number of vending stations. Lack of finance for ring fencing process

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ROADS INFRASTRUCTURE OVERVIEW

150

WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 6.6 ROADS MANAGEMENT

The Waterberg District Municipality has an interest to serve all the people residing in its area of jurisdiction. To this end, a well established road network and the proper maintenance thereof, is absolutely vital to the economy of the region as a whole and to ensure accessibility to all and proper linkages between urban and rural environments. The Waterberg District Municipality would therefore endeavour to promote good co-operation between national, provincial and local road authorities at all times.The road network is the “heart” of the transport network in the Waterberg District Municipality, considering the long distances between production locations and markets. Transport and development go hand-in-hand, especially where public transport is concerned.

Roads are classed according to the function they have to perform. The main differences between the various classes of roads relate to the extent to which they cater for traffic movement or for access. Freeways and toll roads are the responsibility of the National Roads Agency, while arterial, collector and local roads are the responsibility of the Limpopo Roads Agency. The municipalities are responsible for the road networks within their respective municipal boundaries. This section describes the road hierarchy in the Waterberg District Municipality, in terms of National Roads, Provincial Roads, and District Roads, and their significance with respect to access and mobility for Public Transport, Freight, and Tourism. Traditionally roads projects were prioritised according to traffic volumes and pavement conditions. The new criteria for prioritisation of road projects include traffic volumes, pavement conditions, public transport, passenger volumes, tourism, and freight.

6.6.1 National RoadsThe National Roads Agency is the custodian for the National Road Network. Currently the N11 is the only National Road declared in the jurisdiction of the Waterberg District Municipality. However, several roads are to be handed over from the Road Agency Limpopo to the National Roads Agency (NRA).

6.6.2 Provincial Roads

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 The Provincial road network is currently the responsibility of the Roads Agency Limpopo (RAL) and the Department of Roads and Transport. The RAL utilise the Road Management System (RMS) as a tool for assisting with road network management. There are several Provincial Roads in the WDM. According to the PLTF, the current RAL strategies are identified according to the Provincial Growth and Development Strategy (PGDS). The PGDS of the Limpopo Province is primarily focussed on the development needs and in particular the development corridors and economic development centres that have been identified and that are of economic importance to the province. The assessment of roads, traffic counts and inspections of bridges are conducted and fed into the system. The RMS then reflects the road network conditions and predicts deterioration patterns. The system assists in prioritising road maintenance and rehabilitation projects. In addition to the above roads, the local access roads are gravel and predominantly utilised by buses and taxis. The condition of these roads is below standard. They require upgrading and improved storm water management.The RAL has completed process of demarcating roads for the WDM. There is a map with the demarcated routes, but the route description is not yet complete, and the formal transfer of authority is enacted. As a result, there is no Roads Master Plan for the WDM yet. It must be borne in mind that all of these roads were previously maintained by the Province and not by Waterberg District Municipality.

6.6.3 Proclaimed Waterberg District Roads The Roads Agency Limpopo is the custodian of all Provincial Roads in the Limpopo Province. The Department of Roads and Transport also carries out maintenance. The Local Municipality identifies road maintenance and upgrade projects at random in consultation with the communities and Ward Councillors.

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PROCLAIMED WATERBERG DISTRICT ROADS

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WATERBERG DISTRICT

Conditions of District Roads ITEM

No.

ROAD DESCRIPTION LENGTH MUNICIPALITY CONDITION

NO IN KM

1

D180

Bela Bela - Alma

31

Bela Bela & Modimolle

Gravel road should be upgraded to tar. Many heavy vehicles on road.Material not suitable for gravel road. Large new developments along road

2 D190 Mookgopong - Marken Modimolle Culvert collapsed during 2006 and should be upgraded & replaced.

3 D1897 Radium - Syferskuil 7 Bela Bela Many taxis and traffic on the road. Needs to be tarred

4 D1679 Mabatlane - Bakkerspas 41 MODIMOLLE No gravel on road. Drainage system needs to be upgraded. Mountainous area. High tourism area

5 D936 Bela Bela - Settlers - Marble hall

28 Bela Bela & Modimolle Road carries high traffic volume and very undulated

6 D1590 Northam to Swartklip mine 25 Thabazimbi Road is very rockey

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7 D3505 Marulaneng- Segole 37.61 MOGALAKWENA Regravelling whole road, collapsed bridge at km 08

8 D3537 Limburg - Bakenberg 17.2 MOGALAKWENA Regravelling 4 km

9 D4426 P20/1 - Kromdraai 20 Thabazimbi Trafic is high on road and can not be maintained as a gravel road.

10 D113 N West - Botswana 30 Thabazimbi Access road from N. West to Botswana Derdepoort border post. Needs to be tarred

11 D134/2 Mookgophong - Roedtan 43 Mookgopong Road is very undulated

12 D3534 Ditlotswane - Rooiwal 15.57 MOGALAKWENA Regravelling 15.57 km (clay material)

13 D1944 Rust de Winter - Small holdings

Bela Bela Bridge needs to be replaced

14 D600 Mookgopong - Constantia 10 Mookgopong High daily traffic on road. Maintenance cost is very high. Needs to be tarred

15 D3507 Mapela- Bakenberg 13.31 MOGALAKWENA Regravelling 5km (clay material)

16 D522 Donkerkloof - Bela Bela 35 MODIMOLLE High daily traffic on road. Maintenance cost is very high. Needs to be tarred

17 D2649 Lephalale - Witkop 46 Lephalale 30km of the road can only be used by 4X4 vehicles. Upgraded as gravel road

18 D1394 P1/4 - De Nyl Zyn Oog 5 MODIMOLLE Road is closed for all traffic since 2006. Should be reconstructed.

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19 D3550 Masipa- Flakfontein 12.5 MOKGALAKWENA Heavy blading, drainage structures

20 D3513 D192- GaMosidi 2.5 MOKGALAKWENA Regravelling 2.5 km

21 D1958 Sandplaas - Mapela 31 MOKGALAKWENA Regravelling from km 0- 20.1

22 D2664 Spoedwell - N11 20.46 MOOKGOPONG Wash aways for 7km

23 D947 Kalkfontein - D943 13.81 MOOKGOPONG Regravelling, pondings

24 D598 Groenvallei - Koelemansrus 45.54 MOOKGOPONG Exposed and broken culverts

25 D626 Pienaarsriver - Rust de Winter

10 Bela Bela Dangerous edge breaks & potholes

26 D165/1 P1/5 - Hessie se Water 15 MODIMOLLE Road is very rockey

27 D986 Doornfontein - N11 23.96 MOOKGOPONG Exposed and broken culverts

28 D1753 N11 - Cades 10 MOOKGOPONG Exposed and broken culverts

29 D2658 N11 - Doelen 11.37 Mookgopong-Mogalakwena

Exposed and broken culverts

30 D1930 P134/2 - Oranjefontein 18.71 MOOKGOPONG Exposed and broken culverts

31 D1001 Immerpan-Ga-Mashabela 8.47 MOOKGOPONG Clay material

32 D104 N11 - Voorspoed 15.92 MOOKGOPONG Clay material

33 D717 P134/2 - Rotterdam 7.83 MOOKGOPONG Clay material

34 D692 Roedtan - Grassvallei 27.06 MOOKGOPONG Very rocky

35 D1430 Danspan - Blinkwater 23.68 MOOKGOPONG Pondings and furrows

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36 D1347 Marnitz - P19/1 50.05 Mogalakwena Broken and Exposed Culverts

37 D1825 P19/2 - D580 8.65 Mogalakwena Broken and Exposed Culverts

38 D1711 Steilloop - Marken 30.9 Mogalakwena Broken and Exposed Culverts

39 D3111 D1367- D3109 10.24 Lephalale Rocks and Sand

40 D3114 D3117 - D3102 20 Lephalale Regravelling - Road below surface ground level

41 D3102 D3110 - D3114 18.2 Lephalale Regravelling - Road below surface ground level

42 D3579 SODOMA - N11 19.85 Mogalakwena Extremely sandy

43 D2211 MOEREDYKSTR - D580 7 Mogalakwena Wing wall washed away

44 D580 OVERYSEL - P91/2 20 Mogalakwena Road collapsed due to to wash awys t4raffic uses only one portion

45 D3269 MOKORONG - Ga Mothapo 28.58 Mogalakwena Rocky - Blasting

46 D5006 SEIRAPPIES - N11 13.32 Mogalakwena Installation of draining structures

47 D3576 REBONE - Monte Christo 14.36 Mogalakwena Regravelling -forrows on the road reserve

48 D2644 SKRIKFONTEIN - Magagamatala

16.85 Mogalakwena Rocks - Blasting

49 D1836 P19/2 - BERG 32 Lephalale Regravelling Slippery

50 D693 P84/1 D171 21.54 Lephalale Regravelling Slippery

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51 D171 D693 -D2650 11.78 Lephalale Regravelling Slippery

52 D174 D889- D887 27.73 Lephalale Regravelling 600mm pipes

53 D2286 D175- P16/2 33.48 Lephalale Regravelling 600 mm pipes

54 D1925 D2649-D2701 45.22 Lephalale Regravelling

55 D1556 Tolwe- Platjan 67 Lephalale Too rocky, below surface ground level

56 D1179 Tolwe -Maassdroom 34 Lephalale Regravelling below surface ground level

57 D873 Maaasdroom-platjan 61 Lephalale Regravelling, rocky, 600mm culverts

58 D217 Tugela -Vivo 30.6 Lephalale Rocky, Regravelling

59 D1306 Tolwe- Swartwater 25.06 Lephalale Reshape

60 D876 Baltimore-Swartwater 50 Lephalale Reshape

61 D1522 Swartwater - Groblersbrug 27 Lephalale Reshape

62 D1501 N11 - Ga Mashahane 15 Mogalakwena Very rocky and very Sandy

63 D1231 Percy five - Mokopane 14.37 Mogalakwena Clay material on surface and exposed rocks

64 D3522 Mapela - D3505 21.14 Mogalakwena Extremely rocky, and below surface ground level

65 D1965 Mampoer - Melkrivier 35 Mogalakwena KM28 to end is very rocky

66 D932 Koelemansrust - Bokpoort 14.71 Mogalakwena Slippery during rainy season

67 D192 Sterkrivier - P19/2 17.73 Mogalakwena Very rocky, slippery during

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rainy season67 D710 Saaiplaas - Sterkrivier 21.3 Mogalakwena Installation of drainage

structures69 D3502 Mapela - Tshamahansi 9.47 Mogalakwena Clay material towards the

end70 D3529 Mapela - Molekana 3.7 Mogalakwena Road below the surface

ground level - Regravelling71 D3525 Mapela - N11 4.15 Mogalakwena Too sandy

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TRANSPORT PLANNING

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6.7. INTEGRATED TRANSPORT PLANNING

The National Land Transport Transition Act, 22 of 2000 assigns planning responsibility for land transport to municipalities in conjunction with other spheres of government. The Waterberg District Municipality adopted its first Integrated Transport Plan (ITP) in 2004. A comprehensive review is currently conducted. The ITP presents low levels of accessibility for communities in both rural and urban areas to acceptable road-based public transport services in the district. This is related primarily to the condition of roads as well as the fragmented manner in which public transport services between urban and rural areas are provided. In terms of the powers and functions devolved by the Local Government Municipal Structures Act, 117 of 1998 the Waterberg District Municipality became responsible for the municipal public transport as from 1 July 2005. This is a shared function with local municipalities in terms of services and infrastructure provision.

It is recognised in the ITP that more than 60% of residents in the district do not have access to public transport services and or facilities within a 2km walking distance from their households. It is mainly the rural poor that are highly affected by the need for a better and more regular public transport service. The condition of roads has led to the use of illegal and highly fatal load delivery vehicles, whilst the urban communities enjoy the better services on paved and gravel roads which are usually maintained. Currently the day-to-day transport for scholars and workers pose a serious challenge. The ITP focuses on the road-based public transport infrastructure challenges and identifies the need for a Public Transport Plan.

The role of stakeholders and the effective utilisation of the Current Public Transport Record (CPTR) in the planning and development of transport services and infrastructure within the district remain central to the successful interventions by government in pursuing the transformation of the entire public transport sector. The CPTR has also been updated in order to fulfill the strategic and operational requirements. It is one of the district objectives to establish accountable, reliable and organised institutions to manage the post transformation processes towards an integrated, effective, safe and efficient movement of people and goods in the district.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 6.7.1 OVERVIEW OF PUBLIC TRANSPORT

It has been identified in the Current Public Transport Record (CPTR, 2005) that public transport in the Waterberg district is dominated by taxis (140 taxi routes), with more than 90% of passengers transported by means of taxis, while buses serve only a small sector of the population (less than 10% of the daily local public transport users – 9 bus terminals). Passenger rail services are non-existent, existing rail lines are currently used mainly for freight transport and therefore infrastructure for passengers at stations is limited and in most cases non-existent. The Waterberg District Municipality ITP and CPTR 2005, reveals a number of key public transport issues within the district as listed below:

6.7.1 (a) Poor road Infrastructure

The Waterberg District, because of its rural nature and settlement patterns, is characterised by general lack of good road infrastructure, which essentially forms the backbone of any good public transport system. Access to social services and general mobility (to employment and economic opportunities) is restricted due to poor transport infrastructure and lack of suitable public transport services, particularly in remote rural areas. In many instances, missing road links prevent access to rural areas. The poor road infrastructure results in mini-bus taxi operators restricting their services to paved roads, whilst bakkies and sedans operate most of the local routes on these gravel roads.

6.7.1 (b) Lack of Public Transport Facilities

Although the Waterberg District Municipality has over the past years embarked upon a process of upgrading public transport facilities (e.g. Multi-Modal Node in Mogalakwena), many taxi ranks are still operated informally on-street or from vacant off-street areas. Many facilities lack basic infrastructure such as toilets, shelters, paving or informal trading facilities.

6.7.1 (c) Lack of Leaner Transport

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 The current bus subsidies budget makes little provision for learner transport. Despite the fact that more than 47% of the population within the Waterberg District Municipality is 19 years or younger, no formal learner transport system is in place either within the urban or rural areas.

6.7.1(d) Lack of formalization of the taxi industry

Most permits issued prior to 2001 were radius permits, allowing the permit holder to operate on any route within a specific radius of the origin. This results in duplication of services and contributes to violence on routes shared between taxi associations. Guidance with regards to the formalisation of the taxi industry through the proposed Permit Conversion Process and Taxi Recapitalisation Process is imperative within the public transport industry.

6.7.1(e) Cost of Public Transport Services

Given the low levels of household income within the Waterberg region, it is vital to keep fares to a minimum. However, only a few bus routes are subsidised, hence the bulk of the population within the region is paying a premium for making use of public transport.

6.7.2 Service Coverage

Public transport coverage is relatively good, despite the poor condition of roads and public transport infrastructure. However, many of the schools, clinics and other recreational areas in the rural areas of the district still remain in accessible and public transport services are not provided for these facilities.

Passengers, although being dependent upon public transport as their only means of mobility in rural areas, generally have a negative perception of the public transport industry, mainly due to the problems listed above.

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DISASTER MANAGEMENT PLANNING

6.8. DISASTER MANAGEMENT PLAN

Disaster Management arrangements are designed to:

Deal with all hazards. While most attention is given to the obvious emergencies such as fire and transport accidents, a wide range of hazards could be dealt with using disaster management arrangements and resources. This might include emergencies for which there is little or no experience in the Limpopo Province, such as earthquakes or environmental emergencies.

Be integrated. (Involve all people and relevant agencies). The management of emergencies is a shared responsibility involving many people and organizations in the community. It is not something done by one

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sector of the community to or for the rest of society, although some organizations have specialist roles of this kind, viz;

o Private sector organizations are often involved when their services and resources are needed for prevention, response or recovery activities, or where emergencies affect their buildings, equipment, personnel, suppliers or customers.

o Individual members of the community are also responsible for taking preventative, protective and restorative actions in their own and community’s best interests.

o Government departments and Voluntary Organizations are also playing a major role in disaster management.

Be comprehensive. (Cover prevention, response and recovery). Prevention response and recovery are all important aspects of disaster management, and each should be explicitly addressed in the arrangements.

6.8.1 ApproachIt is imperative that comprehensive contingency plans be drawn up. For this the commitment of all likely role players has to be ensured.

There are two legs for such contingency planning, namely;

Humanitarian aid co-ordinated by Disaster Management; and The Safety and Security leg (SANDF and SAPS).

The humanitarian aid concentrates on the physical, social and mental well being of te individual. Disaster Management on this plain of operation strives to protect human life and to ensure the dignity of the individual.

The following possible disasters were identified:

Refugees; Epidemics;

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Explosions; Extreme weather e.g. strong winds, droughts, floods, etc; Hazardous material; Aircraft crashes; Fire, (veldt fire); Transport; Power; and Nuclear waste.

Consideration will be given to the five most likely occurrences of the above in the next twenty months.

No contingency guidelines were considered for the following as it lies within the mandate of the SANDF and SAPS:

Riots; Terrorism, hijacks, hostage and bombs; and Faction fights.

Disaster management and other departments will act in an supportive role in the event that any of the above mentioned three scenarios might occur.

6.8.2 Aim of the Contingency PlanThe aim of the contingency planning is to be able to handle a disaster situation ensuring essential needs satisfaction regarding security (social and mental), shelter, education, water, food, health, psychological services and sanitation.

From the above it is clear that there is a holistic management approach and that the interactive relationship between all those involved is of paramount importance. The idea that any line function is more important than

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 another is therefore disregarded. Team play will be the basic approach without interference in any line function. To achieve this Disaster Management will play the co-ordinating role.

6.8.3 Interdepartmental Joint Planning FactorsThere are specific factors that need to be taken into account by all involved Departments. These factors will have a definite influence on any planning and therefore it needs to be addressed when planning for the execution of any or probable tasks, viz:

Specially trained personnel (e.g. consultants, engineers, medical practitioners, etc.) Finances – internal budgetary constraints need to be addressed as well as the consideration of external,

private, national and international contributions. The remuneration of personnel with regard to overtime and other special allowances also need to be taken into account.

Corporate communication plan. Departmental corporate communication specialists need to liaise to set up a predetermined media liaison plan.

The influence of traditional leaders. The problems that might arise due to an ethnic diversity. The need for inter departmental liaison e.g. mutual aid agreements Exposure of personnel to adverse working conditions Post trauma stress disorder counseling for personnel Joint training and exercises The execution of the tasks for disaster management prevention, response and rehabilitation by;

o Relevant Provincial Departmentso District Municipalities; ando Local Municipalities.

6.8.4 FindingsAfter careful evaluation of the ten listed disaster scenarios it became quite clear that the following five disaster scenarios have an above average chance to manifest during the next twenty months, namely:

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Influx of Refugees; Epidemic(s) Extreme weather incident(s) i.e. floods, strong winds, droughts, etc.; Hazardous materials incident(s); and Fire

The manifestation of the above five will significantly increase the chances of the other five of occurring. It also became clear that the most dangerous situation would be if any two or more of the above five would manifest simultaneously at any one point in time.

6.8.5 Incidents of noting during 2006 – 2007

1 house destroyed in a runaway veld fire on 18 January 2007 in Morwe Village – a child of eight years old was seriously burnt.

14 families had the roofs of their homes damaged by a storm in Mapela on 06 May 2006.

6.8.6 Conclusion

From the above it is clear that a concerted and co-ordinated effort by all municipalities and departments is the key to success in the handling of a protracted emergency or disaster situation.

A Comprehensive Disaster Management Plan will be developed within a period of 1 (one) year outlining the processes, procedures and mechanism for addressing individual/specific disaster situations.

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FIRE FIGHTING SERVICES

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6.9. FIRE SERVICES

Legislative Requirements

Municipal Structures Act 117 of 1998. Fire Brigade Services Act 99 of 1987 SABS Building Regulation 0400 1999

Since improvement of fire service delivery to vulnerable communities is an ongoing objective of the Waterberg District Municipality, the IDP review process ensures that, through the provision of effective fire services, fire risks and losses are being reduced.

Community Vulnerabilities

Urban communities are faced with fire risks, which include formal and informal buildings as well as hazardous material type fires. Poor building materials and poverty exposes the informal structure dwellers to high fire risk.

Rural: The nature of heat sources to sustain livelihood by rural communities places people at risk. The examples of these risks are veld fires, thatched roofs, cooking fires and lightning.

Waterberg District Municipality is not directly rendering fire-fighting services; but provisions are made annually for the operational and capital budgets to enable the local municipalities to render the services on behalf of the District through the signed Service Delivery Agreements. The fire fighting services became the District function from the 01st July 2003.

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BACKGROUND

Waterberg District Municipality is not directly rendering fire fighting services; but provisions are made annually for the operational and capital budgets to enable the local municipalities to render the services on behalf of the District through the signed Service Delivery Agreements. The fire fighting services became the District function from the 01st July 2003.

The operational budgets for 2006/07 were approved by Council as follows:1. Mogalakwena Municipality =R1 774 1002. Lephalale Municipality =R1 243 9703. Thabazimbi Municipality =R 162 9604. Bela-Bela Municipality =R 575 1705. Modimolle Municipality =R 384 4656. Mookgopong Municipality =R 454 145

MOGALAKWENA MUNICIPALITY

The fire fighting services in Mogalakwena is rendered by 14 personnel (traffic/fire officers), please note that currently there is no permanent dedicated fireman and the station is operating for twenty four (24) hours seven (7) days a week. These identified traffic officials are multi-skilled up to predetermined level of proficiency. This well equipped fire station was constructed previously by the local municipality and is in possession of fire equipment and/or vehicles at their use. i.e. Heavy load water tanker, Old John Bean, Outdated Pathfinder, Rapid Intervention Vehicle (Dyna), Unimoq water tanker, Bakkie with fire trailer. Serious consideration needs to be put in place for the replacement of other old fire vehicles.

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It should also be noted that some fire fighting equipment are outdated. The first turnout fire engine for all building fires has been commissioned firstly in 1972 (John Bean). Some times ago an old air-crash tender (pathfinder) was purchased for its ability to carry large quantities of water; this was all that they could get due to budgetary constraints. This however was not a good idea as maintenance of this fire vehicle is totally impractical.

Mogalakwena was allocated with 37 disaster tents and 15 blankets during 2006/07 financial year.

LEPHALALE MUNICIPALITY

Fire fighting service is currently rendered by Kumba Resources on behalf of Lephalale local municipality and they are only responsible for 40km’s radius. As a result vulnerable/exposed (poor) rural communities are without the services.

The District has initiated the construction of Lephalale local Disaster Centre and the progress on site is at 65%. The District has terminated the contract due to the fact that the Contractor was experiencing some cash flow problems, defaulting etc.

The District had commissioned a heavy load water tanker, vehicle and fire trailer for the new centre. Operational budget provisions are also made for the purposes of personnel recruitment and currently the municipality does not have dedicated personnel for rendering this function.

Lephalale was allocated with 30 disaster tents and 14 blankets during 2006/07 financial year.

MOOKGOPHONG MUNICIPALITY

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 There is also no permanently appointed fire fighting personnel in Mookgophong. Three quarter of the fire station is permanently occupied by the Waterberg Emergency Medical Services and Mookgopong Cancer Association.

The fire fighting equipment are outdated and needs to be replaced. They apparently follow the same modus operandi as Mokopane and the other towns by utilizing traffic personnel to render services on a standby basis.

The District had upgraded the entire building for the purposes of ensuring the smooth operations.

Mookgopong was allocated with 15 disaster tents and 10 blankets during 2006/07 financial year.

MODIMOLLE MUNICIPALITY

A beautiful complex is in the process of being completed (99%) for emergency services. The location for this site was also very well chosen. When completed it should be very well functional with almost all the role players in the emergency environment under one roof. This should be if the personnel, fire vehicles and other fire equipment can be correctly addressed and should this facility be managed correctly it could become a fine example for emergency services in the Limpopo Province.

Once again there are no skilled and trained personnel employed and also the traffic personnel are required to perform basic fire services on a standby basis. The fire vehicles and equipment are outdated needs replacement and the District currently commissioned a heavy load water tanker, vehicle and a fire trailer.

Modimolle was allocated with 22 disaster tents and 12 blankets during 2006/07 financial year.

BELA- BELA MUNICIPALITY

The situation at Bela-Bela is more or less the same as that of its neighbouring town, Modimolle. Also traffic officials are rendering the service on a standby basis.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 The fire vehicles and equipment are outdated needs replacement and the District currently commissioned a heavy load water tanker and a fire hand drawn trailer. The District had upgraded the entire building for the purposes of ensuring the smooth operations.

Bela-Bela was allocated with 20 disaster tents and 12 blankets during 2006/07 financial year.

THABAZIMBI MUNICIPALITY

The fire vehicles and equipment are outdated needs replacement and the District currently procured for the Rapid Intervention Vehicle. Budget provision is made in favour of upgrading the station during 2007/08 financial year.

The traffic personnel are required to perform basic fire fighting services on a standby basis. Thabazimbi was allocated with 20 disaster tents and 12 blankets during 2006/07 financial year.

CONCLUSION

The said local municipalities above are submitting their monthly operational claims to be paid by the District Municipality. The operational budget for 2007/08 made provision for the recruitment of additional fire fighting personnel

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SOCIAL CLUSTER ANALYSIS

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SPECIAL PROGRAMMES

6.10 SPECIAL PROGRAMMES

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 In recognition of the need to integrate marginalised communities, Special Programme Unit for the facilitation of the integration and mainstreaming process must be introduced in Waterberg.. Much work was done on an adhoc basis by the local municipalities in this regard but was more focused on campaigns rather than economic development programmes.

As Statistics South Africa confirms, young people constitute the majority of the population of the Waterberg District, (StatsSA 2001). Women account for 52% of the district’s population (StatsSA 2001). In spite of the above reality, young people and women have not been the key beneficiaries in the economic mainstream of the district. A District Youth Plan and its implementation plan must be developed.

Whilst there are organisations representing disabled people, the reality that faces the district is that disabled people are not integrated into the district municipality’s implementation plan. This has led to low economic development opportunities for disabled people. A survey must be conducted by Waterberg to develop the Disability Plan. The Waterberg District needs to facilitate this process through the implementation of the Disability Plan for the purposes of moving faster in resolving problems faced by disabled people.

Children in the district also bear the brunt of disorganisation. The Waterberg District should embark in the process of establishing a junior council which will be the pace setter for the development of the children’s development framework that will promote the participation and consultation of children.

As a sector plan, the Special Programmes Strategy sets the framework for the integration and mainstreaming of all the designated groups. Funding needs to be availed for the implementation of the strategy through the integration of programmes and projects of all clusters and sector plans of the Waterberg District.

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SAFETY AND SECURITY OVERVIEW

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6.11 OVERVIEW OF CRIME

Crime prevention was identified as one of the district – wide priorities. Presently two out of four Municipalities in the district has identified crime as a priority in their IDP. The other Municipalities are silent on crime prevention despite the fact that Waterberg is a tourist area. Out of 21 prioritised Police Station in Limpopo, Waterberg District Municipality has three, namely:

Mahwelereng; Mokopane; and Bela-Bela.

These Police Stations contribute to high crime rate in the Province. Mahwelereng Police Station contributes a high number of contact crimes in the whole country. There are twenty-seven (27 Police Stations in the district Municipality.unfortunately some of these Police Stations are not in line with municipal boundaries, for example: Police Stations in Capricorn fall within Waterberg District Municipality and some Police Stations in Sekhukhune falls within Waterberg District Municipality. Crime Prevention goes beyond the provision of Police Stations and Police Services. It implies that the broader community in collaboration with all spheres of government has to be partners in crime prevention.

6.11.1. Most Prevalent Crimes in Waterberg

Stock theftRobbery with weapon other than firearmTheft of motor vehicleIndecent assaultAttempted murderBurglaryRobbery aggravatingSource: SAPS, District, 2006

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6.11.2. Identified possible causes of crime

• Unemployment• Poverty• Inadequate or inaccessible policing• Alcohol and drug abuse• Lack of sporting and recreational facilities, lack of skills, and low self-esteem• Moral degeneration and break-down of family structures, rapid and uncontrolled urbanisation

The information as on the chart below span over two (2) Quarters namely the Second Quarter (July – September 2006) and the Third Quarter (October – December 2006).

Quarter 2 – 2006/2007 (July, August & SeptembeTheft (Other)r 2006)Decreasing/Equal Priority Crimes

Crimes % Down Crimes % UpAttempted Murder -40.48 Theft of All Stock 63.64Attempted Theft of Motor Vehicle and Motorcycle -30 Robbery with Weapon Other Than Firearm 61.11Burglary (Excluding Residential Premises) -22.45 Theft of Motor Vehicle and Motor Cycle 41.82Theft Off/from Motor Vehicle -10.11 Indecent Assault 35.71Common Robbery -9.9 Burglary (Houses) 22.31Assault common -8.97 Robbery Aggravating 20.59Assault Gbh -5.57 Arson 16Fraud -4.17 Malicious Damage to Property 12.1

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Theft (Other) -0.94 Shoplifting 11.36Murder 0 Rape 9.4Attempted Robbery: Aggravated: with Fire-arm 0Attempted Theft (Other) 0

Quarter 3 - 2006/2007 (October, November & December 2006)Decreasing/Equal Priority Crimes

Crimes % Down Crimes % UpAttempted Murder -50 Indecent Assault 40Arson -34.78 Attempted Murder 34.48Attempted Burglaries (Business) -33.33 Burglary (Excluding Residential Premises) 27.66Attempted Theft of Motor Vehivle and Motor Cycle -25 Robbery Aggravating 25.81Murder -23.91 Burglary (Houses) 12.17Shoplifting -17.95 Fraud 7.5Theft of All Stock -10.17 Theft of Motor Vehicle and Motor Cycle 5.63Rape -7.36 Assault Gbh 5.03Theft Off/from/Off Motorcycle -2.38 Robbery with Weapon Other Than Firearm 4.65Common Robbery -0.58 Malicious Damage to Property 3.5Attempted Robbery: Aggravated: with Fire-arm 0 Theft (Other) 2.15Attempted Theft From/off Motor Vehicle 0 Assault (Common) 2.06Source: SAPS, District, 2006

CHALLENGES:

Illegal operation of unlicensed shebeens and taverns Monitoring of proper utilsation of licenses and permits issued to liquor sellers Access to certain crime scenes due to bad conditions of roads Lack Street lighting in most streets in rural and urban/informal settlements

PERFORMANCE CHART

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Ineffective operation of Community Policing Forums Crime awareness and substance abuse Domestic violence,( women and child abuse) Stock theft Robbery Burglary Untimely response by SAPS to crime scenes Access to police service in rural areas

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HEALTH SERVICES OVERVIEW

6.12. HEALTH

Co-ordination of health services should take place at district level where different health rendering authorities should formulate a plan called the District Health Plan which should be linked to the district municipality’s Integrated Development Plan. The plan sets out the goals and strategies that will enable the health district to best meet the health needs of its population and includes details of the funding allocated for implementation.

6.12.1.1 Health Priorities

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PROVINCIAL, DISTRICT AND LOCAL MUNICIPALITIES SPECIFIC COMMUNICABLE AND NON-COMMUNICABLE PRIORITIESProvincial District Bela-Bela Lephalale Modimolle Mogalakwena Mookgophong Thabazimbi HIV/AIDS HIV/AIDS HIV/AIDS HIV/AIDS HIV/AIDS HIV/AIDS HIV/AIDS HIV/AIDSTuberculosis Tuberculosis Tuberculosis Tuberculosis Tuberculosis Tuberculosis Tuberculosis TuberculosisPneumonia Agricultural

Poisoning Agricultural Poisoning

Agricultural Poisoning





Malaria Meningo – coocalMeningitis

Meningo – coocalmeningitis






Cancer STI STI STI STI STI STI STIFood poisoning Hypertension Hypertension Hypertension Hypertension Hypertension Hypertension Hypertension

Source: Dept of Health, 2007

NB: Tuberculosis – HIV/AIDS link is the major cause of death Tuberculosis is the major notifiable condition in the Waterberg District

PROVINCIAL, DISTRICT AND LOCAL MUNICIPALITIES

PHC PRIORITIES

Provincial District Bela Bela Lephalale Modimolle Mogalakwena

Mookgopong

Thabazimbi

HAST HAST HAST HAST HAST HAST HAST HAST Communicable & non Hypertension Hypertension Hypertension Hypertension Hypertension Hypertensi Hypertension

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PROVINCIAL, DISTRICT AND LOCAL MUNICIPALITIES

PHC PRIORITIES

Provincial District Bela Bela Lephalale Modimolle Mogalakwena

Mookgopong

Thabazimbi

communicable diseases onMaternal Care Diabetes Diabetes Diabetes Diabetes Diabetes Diabetes DiabetesMalaria MVA/ Assaults MVA MVA MVA MVA MVA MVALife style diseases(Chronic Diseases)

Chemical poisoning

Chemical poisoning

Assaults Chemical poisoning

Assaults Assaults Assaults

MVA/ Assaults Mental Illness & substances abuse Mental Illness

Mental Illness & substances abuse Mental Illness


Mental Illness & substances abuse




Data Source: Provincial Annual Performance Plan , Provincial and District Annual Report

Narrative on the District Health Priorities:

Informal settlements at Bela Bela, Modimolle, Thabazimbi, Lephalale and Mookgopong influence health conditions e.g HASTChronic conditions e.g. hypertension and diabetes in all municipalitiesChemical poisoning prevalence high at Modimolle and Thabazimbi

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6.12.1.2. Accredited Sites For The Comprehensive Plan For Hiv And Aids Care, Management And Treatment (Arv Program) – Trends and Targets

Hospitals Number of accredited sitesNumber of accredited sites that are functionalNo. of people assessed CD4 Testing Rate

2005

\06

2006

/07

Targ

et

2005

\06

2006

/07

Targ

et

2005

\06

2006

/07

Targ

et

2004

/05

2005

\06

2006

/07

Targ

et

Ellisras 1 1 1 976 - 36.8 40.0George Masebe

1 1 1 -

Mokopane 1 1 1 499 69.23 93.98 100Thabazimbi 1 1 1 -Amandebult 1 1 1Warmbaths 1 1 1 -Witpoort 1 1 1 -

Source: Dept of Health, 2007NB:

There are eight hospitals and only seven are accredited. Some hospitals have structural problems.

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6.12.1.3 Number of Public Health Sector Facilities By Type And Authority (Pdoh & Lg)Local

municipality

Visiting Points

Mobiles Satellite Clinics Fixed Clinics CHCs District Hospitals Any other Hospital providing level I Care

PDoH LG PDoH

LG PDoH LG PDoH

LG PDoH LG Number

# of Beds3 Number # of Beds

Bela Bela2005/06 123 3 2 2 1 1332006/07 123 2 3 - 1 1332007/08 133 3 4 1 133Lephalale:2005/06 60 5 1 4 2 2 1242006/07 80 6 6 2 1242007/08 85 6 6 2 124Modimolle2005/06 417 6 1 2 1 1222006/07 417 5 3 1 1222007/08 422 6 3 1 122 ( 1)

Spesialised

20

Mogalakwena2005/06 312 10 23 1 2 223 1 2542006/07 312 12 24 2 223 1 2542007/08 322 14 26 2 223 1 254Mookgopong

3 Number of Beds refers to usable or functional or active beds per hospital

189


2005/06 145 2 0 3 1 02006/07 146 2 3 1 02007/08 150 3 3 0Thabazimbi2005/06 144 4 3 3 1 552006/07 144 5 8 1 552007/08 154 6 8 1 55DISTRICT TOTAL2005/06 1201 30 0 1 0 33 13 1 6 657 2 3872006/07 1221 32 0 0 0 47 0 1 6 657 2+1 3872007/08 1266 38 0 0 0 50 0 1 6 657 2+1 387

6.12.1.4. District Primary Health Care and Hospital Services Per Population

Local municipality Total Population4

Estimated Population per Facility Type and District Hospital Bed5

Non-Fixed Facilities

Fixed Clinics

CHCDistrict Hospital

District Hospital Beds

Bela Bela 55506 3285 36875133

Lephalale 102822 15814 73196 16120 124Modimolle 89908 22016 45513 15544 122Mogalakwena 313305 37387 237007 19195 George Masebe 260, Voortrekker 91, Mokopane -254Mookgopong 42922 5693 2635 16337- -Thabazimbi 67921 19776 44382 10068 55

4 Population should be those of the resident people within the local municipality and district. Cross reference to the DHIS is crucial and deviations to the data captured on the provincial database will need to be clearly explained. Any major cross boundary flow of patients should be explained in text. 5 Estimated population per facility type. You may calculate per facility per local municipality if considered more relevant. Fro the District Average row, calculate average across local municipality.

190


Provincial Hosp Total n/a 387DISTRICT TOTAL 672383 103971 439608 16337 60927 652 District Hosp

Source of Data: DHIS, Prov and District Annual Report

Narrative:Population in farming areas moved.Seasonal workers used in some farming areas

CHALLENGES:

The devolution of municipal health services Access to ARV services district wide Vacancy rates of professionals at hospitals Access, utilization of VCT, care and support services Improvement of conditions in rural hospitals and clinics Impact of HIV/AIDS on the working force w.r.t public servants NGO involvement in departmental programmes Compliance with the legislation pertaining to healthy meat production by the abattoir

191


OVERVIEW OF EDUCATION SERVICES

192


6.13. Education

MUNICIPALITY TYPE OF SCHOOL LEARNERS EDUCATORS LEARNERS PER EDUCATOR RATIO ACCEPTABLE RATIO: 1:35 – SECONDARY 1: 40 – PRIMARY

NO. OF CLASSROOMS

SCHOOLS WITH

SEC SPECIAL

PRIMARY COMBINED

FET TOTAL FEMALE

MALE FEMALE

MALE ELECT WAT SAN

BELA-BELA 3 1 20 6 0 30 5 680 5 754 191 127 36.0 485 25 27 29LEPHALALE 28 0 77 8 1 114 18 912 15

830726 558 27.1 1 086 83 72 97

MODIMOLLE 7 1 56 14 0 78 8 604 8 309 337 193 27.0 582 53 34 74MOGALAKWENA 104 0 167 13 1 285 54 135 54

8671 919 1 461 32.2 173 205 159 234

MOOKGOPHONG 3 0 16 5 0 24 2 853 2 587 127 68 28.0 2418 11 15 22THABAZIMBI 5 0 41 2 0 48 4 092 4 394 195 91 30.0 303 27 36 41

TOTAL 150 2 225 48 2 579 94 276 91 741

3 495 2 498 31.0 5 047 404 343 497

Source: Department of Education, 2007

There are a total number of 30 schools in Bela-Bela municipal area. From the said total number of schools 25 have electricity whilst 27 have access to clean water. One (01) school require sanitation, 03 still require to be provided with water services whereas 05 need to be electrified. The learner teacher ratio was recorded at 36.0 (which means on average each teacher handles 36 learners per class).

In Lephalale municipal area 83 schools have access to electricity whereas 72 have access to water. Out of 114 schools, only 97 have access to sanitation, which mean that there is a backlog of 17 schools that need sanitation, 31 require electricity and 42 needing water provision. The learner per educator ratio accounts for 27.1 learners per educator on average. There are more female learners attending school than male learners. The number of female educators is higher than that of male educators.

Modimolle has 53 schools that are electrified and 34 that have access to water supply. With 78 schools, 74 have sanitation facilities. The status regarding schools with basic services indicates a need to

193


still supply 25 schools with electricity, 44 with water supply and 4 with sanitation services. There is a high number of female learners as compared to male learners. The indications are further that there are more female educators than their male counterparts. Learner-teacher ratio is at 27.0 learners per class.

There are schools in the 285 Mogalakwena municipal area. A total number of 159 schools have access to water supply. Only 205 schools have access to electricity. From the total number of schools, 234 schools are recorded to be having sanitation facilities. There is a further need to provide 80 schools with electricity, 126 require water supply whereas 51 still need to be provided with sanitation facilities. There are more male learners than females. The female educators outnumber their male counterparts. The learner-teacher ratio is at 32.2 per class.

Mookgophong has a total number of 24 schools. Fifteen (15) schools have water supply and 11 having access to electricity. With 23 schools, 22 have sanitation facilities. There is still a need to provide 13 schools with electricity, 09 with water supply and 02 with sanitation facilities. The female learner s outnumbers male learners. There are more female educators than males. The learner per educator ratio is at 28.0 per class.

Thabazimbi has 48 schools in total. From the total number 41 have access to sanitation and 36 having access to water supply. Only 27 schools have access to electricity. The implication is that 21 schools still require electricity, 12 with water and 07 with sanitation services. The male learners dominate the females. The teaching profession in this municipal area is female dominated. The learner per educator ratio was recorded at an average of 30.0 learners per class.

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MATRIC RESULTS 2005 – 2006

BELA BELA LOCAL MUNICIPALITYNAME OF SCHOOL 2005 (%) 2006 (%)

BELA-BELA 32.2 29.38MAOPE 30.4 38.88

WARMBAD 100 98.68

MODIMOLLE LOCAL MUNICIPALITYLESEDING 52.6 76.47

MEETSETSHEHLA 100 98.78MOSHIA 61.9 72.22

MOHLAKAMOTALA 98.2 100NYLSTROOM 98.9 100PHAGAMENG 44.3 50.48

SETTLERS 100 98.68

MOOKGOPHONG LOCAL MUNICIPALITYHANS STRIJDOM 97.4 95.59MAKHUTJISHA 50.6 46.23

ROEDTAN 54.5 78.57

THABAZIMBI LOCAL MUNICIPALITYGROENVLIE 100 88.88

FRIKKIE MEYER 99.2 100MABOGOPEDI 68.9 23.23

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NALETSANA - 0NORTHAM COMP 66.6 68.57

LEPHALALE LOCAL MUNICIPALITYBAITSWE 100 100

BATLHALERWA 68 55.74NAME OF SCHOOL 2005 (%) 2006 (%)

DIAMONA 100 80.95DIMPE 90.9 96.0

DINOKO 81.1 76ELLISRAS 99.1 98.31KODUPO 100 90.91LETUPU 100 100

MAJADIBODU 81.7 52.35MALEBO 69.6 51.61

MANANYE 89.1 69.73MATHULASERA 100 63.16MATSHWARA 87.7 64.18MATSIABABA 79.2 28.57

MAZWE 82.4 24.29MMAY 68.9 60.87

MOKONONKWENOKO 76.8 86.21MORAKOLO 100 96.67

MOTLHATJWA 96 90.32MPEDI 54.8 84.62

MPHARI 57.7 38.46PHEGELELO 82.5 76.0RABODITSE 78.6 92.31RADINONG 62.1 50RASERITE 82.8 53.85

SEOKETSENG 77.3 84.62SEPHUTI 42.5 50SETHULA 81.3 88.88THABANG 100 100

TSHIRELETSO 78.9 96.15

MOGALAKWENA LOCAL MUNICIPALITY

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BAKENBERG 58.5 36.12BATHOKWA 54.3 34.0

NAME OF SCHOOL 2005 (%) 2006 (%)CHARLES MARAKALALA 42.4 31.92

DENIS MATLHABA II 48.9 39.79GEORGE LANGA 26.1 34.23GEORGE MASIBE 80 66.67

JM GWANGWA 85.7 30.76JOHN MANGANYE 59.1 66.67

KGAUBOTLALE 26.3 57.14KGAKGATHU 53.57 42.85

KGOKARI 62.7 60.37KGOLODI 59.63 30.14

KOLOBE RAMOSOBANA 81.6 27.27LAMOLA 55.88 61.53LEMETJA 96.77 43.75

LAPHADIMISHA 41.6 30.43MAFASA 64.29 68.57

MALEMOCHA 23.6 49.42MASHAMAITE 76.24 60.0MASHOBELA 76 70.96

MASHUBASHUBA 90.48 57.89MATATANE 46.7 55.0

MATHULAMISHA 70 83.33MATOPA 74.7 38.36

MATSOGELLA 57.9 45.68MMAMOPI 90.91 100

MOKGALAKA-MOLEMOLE 100 0MOOKAMEDI 73,9 57.14

MPADI 85.71 20MAWELE 48 61.29

NAKONKWETLOU 100 70.27NKORU 83.7 51.11NKUBE 37.3 86.21

NTHUBA 56.74 46.59PALEDI 78.38 32.43

NAME OF SCHOOL 2005 (%) 2006 (%)

197


PHAHLA PHAHLA 40 60PIRWANA 77.27 67.65

PT MATLALA 54.54 49.15RAKUKUBANE 36.2 39.68RAMOLLWANA 84.1 72.73

RALELEDU 74.29 75SEGOBOKO 72 28.57SENWANE 61.5 31.25SERAME 80.5 8.56

SESHOATLHA 45.2 31.15SESHOKA 58.4 25.71

SEWELABATHO 60 32SIYAKHALENI 61 33.33

TLOU MATLALA 75.34 75MPHOKENG 76.47 42.86

MOTJERE 77.46 70.11KUDUSHE 77.42 53.13

NKOBO 72.97 26TSHEBEDI 95 81.25

AB MAKAPAN 66.3 35.83AC SPORT EXC 2.2 10

BEN HLONGANA 65.9 35DG TSEBE 85.7 69.23EBENEZER 88.8 85.71

EDL RAMPOLA 67.25 80.43FRED LEDWABA HIGH 68.1 54.55

GOBELA 61.5 34.78GOJELA 42.2 68.70

HEBRON MODEL SCHOOL 92.3 92.98JOHN PETRO 38.6 19.41

KGABA 41.1 32.47KGATHI YA MOSHATE 51.2 43.12

LANGALIBALELE 16.98 40NAME OF SCHOOL 2005 (%) 2006 (%)

LEKWA 47.2 45LELESO 75.0 34.48

LETAMONG 2.2 52.17MADIKWE 24.1 25.69

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MAKGENENE 81.8 36.11MALEYA 74.1 65.62

MAPANOLLA 29.1 54.29MASS MOJA 57.6 31.03

MASERUNYANE 43.8 51.25MASODI 57.6 56.25

MATANTA 63.6 45.0MATSIBE 31 42.19

MC LANGA 48.2 63.16MADIKANA 85.5 82.80

MMANTUTULE 68.8 55.83MMATEDU 79 66.18MMOLAWA 47.5 82.57

MOKOTLI-NTLAKANA 83.4 78.91MPIRWABIRWA 51.6 48.15

MPUNYE 32.9 30.26NKAKABIDI 88.8 71.25

NTATA 55 33.68NORTH CREST 27.02 62.86

PIET POTGIETER 100 97.52RAMOGABUDI 100 93.15

SAINT THOMAS 38.46 42.86SEKOBA 74.2 14.71

SERITARITA 47.6 65.45SOMAVUGHA 55.6 33.66STERKRIVIER 73.6 15.38

TETEMA 65 61.63TJITJILA 55.2 41.18

WATERBERG 97.4 97.14NAME OF SCHOOL 2005 (%) 2006 (%)

WEENEN 85.7 79.31WATERBERG DISTRICT MUNICIPALITY

TOTAL 63.11% 55.5 %Source: Dept. of Education, 2007

CHALLENGES:

199


Provision of water, sanitation and electricity to needy schools Provision of additional classrooms Addressing gender imbalances among educators district wide. Curricula of FET’s to be demand orientated (e.g economic development) Partnership between locals, private sector and FET’s on skills development

SOCIAL DEVELOPMENT OVERVIEW

200


6.14. Social Development

6.14.1. Information On Beneficiaries In Receipt Of Social Grants Within The Waterberg District Municipal Area

LOCAL MUNICIPALIT

YOLD AGE

DIS WAR VETERAN

COMB

GRAND IN AID

FOSTER CAREBENEFICIARI

ES

FOSTER CARE

CHILDREN

CARE DEPENDENCY BENEFICIARI

ES

CARE DEPENDENCY CHILDREN

CHILD SUPPORT

BENEFICIARIES

CHILD SUPPORT CHILDRE

N

TOTAL

BEN CHILDREN

MOGALAKWENA

23955

7200 20 7 146 1270 1966 433 447 39842 71312 72873 73725

BELA BELA 1845 956 1 2 19 287 455 43 45 4038 7081 7191 7581MODIMOLLE 2315 1283 3 2 13 324 534 74 79 7650 14049 11664 14662LEPHALALE 4317 2167 8 7 36 377 592 113 120 10509 19267 17534 19979

MOOKGOPHONG

871 340 1 1 3 71 104 23 24 2655 4704 3965 4832

THABAZIMBI 1825 1048 4 3 6 161 250 57 61 4927 8403 8031 8714

TOTAL35128

12994

37 22 223 2490 3901 743 776 69621 124816 121258

129493

201


Source: Department of Social Development, 2007

NB: Combination refers to people who are getting Old Age Grant and Child Support Grant.

Grand in Aid refers to Old Age people who are at home not housed in an old aged institution.

Care dependency Grant refers to people with disability from 18 years old.

Old Age - Mogalakwena Local Municipality (23 955) has the highest number of people receiving Old Aged pension, followed by Lephalale Local Municipality (4 317) and Modimolle Local Municipality (2315) and Mookgophong Local Municipality is the least with a total number of (871). Bela-Bela Local Municipality has (1845) pensioners while Thabazimbi Local Municipality has (1 825) people receiving old aged pension. The total number of people receiving Old Aged pension in Waterberg District Municipality is (35128).

Disability - Table 5.1 outline the number of people with disability per local municipality within the District. It is evident from the table that (12994) people receive disability grants in the district. War Veterans - There are (37) people-receiving aid as War Veteran in the whole district. Number of people receiving Grand in Aid is (223). For Forster Care Grant Beneficiary there are (2490) people in number and Forster Care Grant Children is (3901). Child Dependency Grant Beneficiary there are (743) and Child Dependency Grant Children are (776). For Child support Grant Beneficiary they are (69621) in number and Child Support Grant Children are (124816).Total number of beneficiary is (121258) and total number of children is (129493).

The conclusion that could be derived from the above table is that a total number of 124816 (2006 was 117 382) receive social grants and can thus be declared economically inactive. The said number account for a total population of (20.3%) (2006 was 19.1%) district wide.

6.14.2. Emergency Food Security Programme

202


MUNICIPALITY DISTRIBUTION POINT DISTRIBUTION CENTRESNUMBER OF BENEFICIARIES

THABAZIMBI190 REGOLOGILE 19052 NORTHAM 52

SUB-TOTAL 242 242

BELABELA195 BELABELA COM HALL 19573 PIENARSRIVER 73

SUB-TOTAL 268 268

MODIMOLLE

180 PHAGAMENG COM HALL 18027 ALMA MOSHIA HIGH 27

112VAALWATER LESEDING COM HALL 112

SUB-TOTAL 319 319

MOKGOOPONG

226 MOKGOOPONG COM HALL 226

59THUSANG(ROETAN) COM HALL 59

SUB-TOTAL 285 285

LEPHALALE

95 ABBASPOORT 95108 SHONGWANE 108135 SELEKA 13560 WITPOORT 60

SUB-TOTAL 398 398

MOGALAKWENA 1

MAHWELRENG WELFARE 152

203


MAPELA 69SUB-TOTAL 221

MOGALAKWENA 2 BAKENBERG 70

MAKOBE TRIBAL HALL 101TAUEATSWALA TRIBAL HALL 96

SUB-TOTAL 267

TOTAL 2000 2000Source: Dept of Social Development, 2007

Note: The food parcels contain the following:1X 5kg dried beans,1X 5kg Sugar,1X 2,5kg Samp,1X1kg Full Milk Powder,1X1kg Soya mince 1X1kg Iodised salt, 1X 800g Soup, 1X810g Peanut butter, 1X2 litres sunflower oil,100x1, 5kg tea bags, 2X 500g Washing powder, 4X125g bath soap & 2X25kg maizemeal.

6.14.3. Integrated Social Development Services to replace emergency food security program.

ALLOCATION OF FOOD PARCELS

MUNICIPALITY POVERTY LEVEL ALLOCATIONBela –Bela 40.9% 268Lephalale 60.6% 398

204


Modimolle 48.3% 319Mogalakwena 60.6% 488Mookgophong 42.2% 285Thabazimbi 52.3% 242TOTAL 2000

Source: Dept of Social Development, 2007

CHALLENGES:

Recruitment of foster parents for fostering of orphans Sustainability of social development projects Involvement of all relevant stakeholders in the off-loading of beneficiaries Service delivery to the disadvantaged in rural areas Staff turn over

205


GOVERNANCE AND ADMINISTRATION CLUSTER ANALYSIS

206


HUMAN RESOURCES AND ORGANISATIONAL MANAGEMENT

207


16.5 MANAGEMENT ORGINASATIONAL STRUCTURE

Manager:CorporateServices

Manager:Social

Services

Manager:Technical Services

Manager:Planning & Economic

Development

ChiefFinancialOfficer

Municipal Manager

Assistant Manager: Legal Services

Assistant Manager:Social Services

Assistant Manager:Roads and Stormwater

Assistant Manager: LED

Assistant Manager:Expenditure

Assistant Manager:Income

Assistant Manager: Development

Planning

Assistant Manager: Capital Program

Assistant Manager: Human Resources

Office of Executive Mayor

Assistant Manager:Community Participation

Executive Assistant

208


6.15.1 SWOT ANALYSIS OF VARIOUS MUNICIPAL FUNCTIONS PER DEPARTMENT

6.15.1.1. NAME OF DEPARTMENT: INFRASTRUCTURE DEVELOPMENT

PRIORITY ISSUES DELEGATED TO THIS DEPARTMENT FOR IMPLEMENTATION

1. WATER , SANITATION AND DROUGHT RELIEF2. ROADS AND STORMWATER3. ELECTRICITY CO-ORDINATION

SWOT ANALYSISNATIONAL KPA

MUNICIPAL FUNCTION STRENGTHS WEAKNESSES OPPORTUNITIES THREATS OVERALL

CHALLENGESPROPOSED INTERVENTION

209


BASIC SERVICE AND INFRASTRUCTURE DEVELOPMENT

Water & sanitation

Skills, expertise, operational budget and transport resources are available for co-ordination purposes.

HR capacity to respond to invitation for co-ordination is limited by number of staff.

Support from National and Provincial Government in co-ordinating water and sanitation activities.

Waterberg DM has a district eye-view of opportunities and potentials, to avoid local vested interests.

Central provision of problem solving models

Insufficient Skills and expertise at LMs regarding water and sanitation development.

There is not enough water and financial resources to meet the demand at LMs.

Non-attendance of meetings by LMs

Separate functions on water and sanitation activities at LM levels as opposed to the District level.

The WSA status residing at the LM levels is negative towards the potential of the District to take advantage of District-wide opportunities and potentials.

Non-attendance leads to poorly informed decisions around programs implementation

The District need to separate the water and sanitation co-ordination activities.

HR component need to be increased (create separate posts for water and sanitation co-ordinators) (two junior officials)

Identify the possibilities for sharing the WSA function with the LMs. (one senior official)

Identification and understandi

210


ng of reasons for poor attendance, and engagement with senior management at LM level to delegate officials.

Drought relief

Skills, expertise, operational budget and transport resources are available for planning purposes.

HR capacity to do the planning is limited by number of staff.

Joint funding from the WDM and the Province facilitates the planning process.

No proper systems and management of drought relief programme

There is no dedicated person for drought relief activity

Create a post of drought relief Officer (one senior official)

211


Roads and stormwater

Draft report on the institutional arrangements and roads condition regarding District road authority function is available.

Absence of skills, expertise, operational budget and transport resources for the roads authority function.

Availability of information resources at RAL.

Unlocking of access to LED opportunities.

Ability to comply and respond to Government objectives and strategies (e.g. EPWP, ASGISA).

Possibility for MIG Funding for construction of roads.

Limited skills, expertise, operational budget and transport resources are available for roads and stormwater planning and development.

Road condition information is outdated.

Inaccessibility of economic opportunities and social services.

Inability to discharge the road authority function.

Inability to spend potentially higher capital budget on maintenance (regravelling) of roads.

Effective planning is hampered by outdated information.

Backlog of roads and stormwater services.

Lack of organizational structure, funding, and execution capacity.

Grow (HR) the project management capacity of the WDM. (one senior and one junior officials)

Conduct a road condition survey on a five year cycle.

Increase funding sources and amounts.

Establish a section 78 process.

Develop and implement the organizational structure that will ensure the effective discharge of the road authority

212


Electricity



Support from National and Provincial Government in co-ordinating electricity activities

Establishment of REDS.

Non-attendance of meetings by some LMs.

Non attendance of Local Energy Forum by the WDM.

Non-attendance leads to poorly informed decisions around programs implementation.

No opportunity to attend to Local Specific issues about LMs

Identification and understanding of reasons for poor attendance, and engagement with senior management at LM level to delegate officials.

The District needs an electricity co-ordinator. (one junior official)

213


Technical Support to other Departments

Availability of Technical Support and Advice.

HR capacity to provide advice is limited by number of staff.

Procedures and solutions are streamlined and standardized.

Crisis management in Technical Services due to ad hoc request for support.

Non-standard procedures and solutions lead to duplication of efforts and wasteful expenditure.

Other departments request support in an ad hoc manner without appropriate planning.

Sitting with different solutions to the similar problem.

Support from Technical Services should clearly be indicated in the project plans/designs.

Development and implementation of technical procedures and solutions should be standardized by Technical Services.

214


MIG and EPWP



Support from National and Provincial Government in co-ordinating MIG activities

Possibility for MIG Funding for construction of roads.

Non-attendance of meetings by some LMs.

Non attendance of Local MIG Forum by the WDM.

Inability to address the roads and stormwater backlog of services.

Non-attendance leads to poorly informed decisions around programs implementation.

No opportunity to attend to Local Specific issues about LMs

Poor MIG expenditure due to lack of HR.

Identification and understanding of reasons for poor attendance, and engagement with senior management at LM level to delegate officials.

MIG Funding to be used to secure the services of the PMU.

215


INF R AS T R UC T UR E D E VE L OP ME NT

P 78 MANAG E R

P 79 S E C R E T AR YP L 7

P 80 AS S IS T ANT MANA G E R R OADS

P L 3

P 81 AS S IS T ANT MANAG E R C AP IT AL P R OG R AMS

P L 3

P 85 T E C HNIC IAN C AP IT AL

P R OG R A MSP L 6

P 83 T E C HNIC IAN MA INT E NANC E R O ADS

P L 6

P 86 ADMIN AS S IS T ANT

P L 9

216


6.15.1.2 NAME OF DEPARTMENT: SOCIAL SERVICES

PRIORITY ISSUES DELEGATED TO THIS DEPARTMENT FOR IMPLEMENTATION

1. MUNICIPAL HEALTH SERVICES2. ENVIRONMENTAL MANAGEMENT SERVICES3. DISASTER MANAGEMENT AND FIREFIGHTING4. SPORTS, ARTS AND CULTURE CO-ORDINATION5. EDUCATION CO-ORDINATION6. SAFETY AND SECURITY CO-ORDINATION

SWOT ANALYSIS

217


NATIONAL KPA MUNICIPAL FUNCTION

STRENGTHS WEAKNESSES

OPPORTUNITIES

THREATS OVERALL CHALLENGES

PROPOSED INTERVENTION

218


BASIC SERVICE

BASIC SERVICES AND INFRASTRUCTURE DEVELOPMENT

MUNICIPAL HEALTH SERVICES

Ass.Heads are appointed and Environmental Health Officials are devolved to the District

Initiated the process of standardized by – laws.

Memorandum of understanding has been signed between the Province and the District for rendering the services

Landfill sites funds are available

Two officials appointed to handle MHS function

Delay in the finalization of devolution process

Lack of by – laws

Some Local Municipalities have not signed memorandum of agreement.

No memo of agreement between the District and Locals with regard to management and control of landfill sites

The two officials are unable to maximize the service

Installation of compatible Municipal Health IT System.

Proper Management and control.

Well coordinated service

Monitoring, coordination and support on implementation IWMP by local Municipalities

Adherence to prescribed requirements of DWAF

Environmental summitReduction in communicable and non communicable diseases

Shortage of Municipal Health Officials.

Lack of internal cooperation

Increased mortality and morbidity rateDelay of signing the memorandum of agreement that lead to the hampering of a well coordinated service

Closure of landfill sites by DWAF to non complying local municipalitiesIncrease in mortality and

Insufficient funding

Law enforcement against offenders

Finalization of Memo of transfer agreement

No memo of agreement between the District and Locals with regard to management and control of landfill sites

MHS devolved function creating an administrative burden.

Increased funding for Municipal Health.

Recruitment of personnel.

Finalization of by - laws

Follow-up those Locals Municipalities that have not Signed.

Engaging Local Municipalities to sign memorandum of agreement.

Implementation of DWAF requirements.Strengthening of the administration of MHS function

219


ENVIRONMENTAL MANAGEMENT

Deployment of DEAT Official to the District.

Environmental Management Plan initiated

Heritage issues are addressed by both Social and Planning Department

Air quality management plan has been initiated

Waste management plan has been initiated

Lack of support staff.

Internal delays of Environmental Management Plan

Uncertainty with regard to location of this function.

Insufficient fund

Internal delays of Waste Management Plan .

To improve Environmental conditions across the District.

Adherence to Environmental Legislation.

Improved Environmental conditions

Coordination, monitoring and support of heritage sites.

Adherence to Environmental Legislation

Adherence to Environmental Legislation.

Improved Environmental conditions

Lack of funds.

Poor management of Environmental ActivitiesInability to implement a plan due to internal delays

Environmental Degradation

Heritage issues will not be addressed optimally by District

Absence of additional funds.

Inability to implement a plan due to internal delays

Lack of personnel

Approval of the plan by Council

No clear coordinating function

Unavailability of sufficient fund

Approval of the plan by Council

Personnel recruitment

Establishment of Environmental Management Unit. Re-submission of Environmental Management Plan before council

Proposal that heritage be located to Social Services

Reallocation for additional funding

Re-submission of Waste Management Plan before council

220


221


FIRE FIGHTING SERVICES

Purchased mobile heavy load fire fighting tankers, vehicles and skid units.

Service Delivery Agreements entered into between the District and Local municipalities.

Allocated operational and capital budgets for rendering the services.

Initiate the process of fire-fighting by-laws.

Lack of human capital or personnel.

Irregular submission of fire monthly claims and internal audit for fire fighting services

Lack of standardized tariff policy for fire call – outs purposes

Internal delays by implementing Department.

Provision of comprehensive fire fighting services.

Rendering of the fire fighting services efficiently and effectively.

Uniformity in terms of rendering call –out charges by local municipalities

Adherence to applicable legislation.

Veldt fires.

Domestic Fire.

Funds.

Outdated fire equipment.

Lack of personnel

Direction boards to incidentsInaccessible areas/settlements

Audit queries

Non performance towards service delivery by Local Municipalities.

Municipalities have inconsistencies in rendering the fire fighting services

Inability to implement a by-law due to internal delays

Personnel recruitment.

Inadequate and insufficient equipments

Inconsistencies on the submission of monthly fire fighting claims by all local municipalities.

To have a uniform fire fighting tariff policy for all callouts charges.

Non –compliance with fire fighting legislations

Securing of sufficient funds to acquire additional fire fighting equipments


Regular or bi-monthly meetings with the locals.

Development of District standardized tariff policy for fire fighting call- out charges. Finalization of by- laws

222


TO CO-ORDINATE AND SUPPORT TO STRUCTURES DEALING WITH EDUCATION

Provision of support services to structures dealing with education.

Lack of working relationship between the Department and the District Municipality.

Upliftment of standard of education.

Insufficient funding.

Alignment of project between Department Education and District Municipality

Social Cluster meeting to be strengthened.

Intervention by Political office.

223


TO CO-ORDINATE SPORTS, ARTS AND CULTURE

Hosting of District O.R Tambo and Indigenous Games regionally and Provincially

Established District Sports Council

Lack of promotion on individual Sporting codes.

Lack of a sports, arts and culture officer within the social services department.

Inter Departmental disagreements with regards to the location of the function.

Poor attendance of meetings by locals .

To unleash the potential of young talents in the District

Establishment of sports assembly.

Lack of interest by youth.

Insufficient funding.

No official dealing with sports activities.

Attracting enough young talents.

Coordination of relevant stakeholders

Research to be made within the Province about the location of sports, arts and culture subdivision.


Personnel recruitment

224


TO CO-ORDINATE AND SUPPORT TO STRUCTURES DEALING WITH SAFETY AND SECURITY

Strategic location for coordination and support.

Lack of coordination and support plans initiatives.

Lack of crime prevention strategies.

Development of crime prevention strategy.

Attendance of SAPS rural safety committee meetings.

Lack of cooperation with regard to the sharing of information

Uncoordinated awareness programmes with the District

Coordination and support initiatives.

No coordinated effort by the Province.

Regular meeting with all structures dealing with Safety and Security.

Interact with the sister Department and local municipalities to develop the crime prevention strategy.

CURRENT STAFF COMPLEMENT

225


DEPARTMENT NUMBER OF STAFFDESIGNATION STATUSMANAGER:SOCIAL SERVICES OCCUPIEDASSISTANT MANAGER:SOCIAL SERVICES

OCCUPIED

ASSISTANT HEAD HEALTH SERVICES X 2

OCCUPIED

DISASTER MANAGEMENT OFFICER OCCUPIEDMUNICIPAL HEALTH OFFICIALS 22 0CCUPIED 07 VACANT 33 26 07

TOTAL 33 33DEPLOYED OFFICIALS ASS. DIRECTOR

COMM.ENVIRONMENTAL WORKER

01 01

226


S OC IAL S E R VIC E S

P 58 MANAG E R


P 60 AS S IS T ANT MANA G E R S OC IAL DE VE L OP ME NT

P L 3

P 61 C HIE F F IR E

OF F IC E R P L 6

P 62 DIVIS IO NAL MANA G E R

P L 5

P 66 AS S IS T ANT MANA G E R MUNIC IP AL

HE AL T H S E R VIC E SP L 3

P 65 E NVIR ONME NT AL HE AL T H P R AC T IONE R

P L 6

P 64 DIS A S T E R

MANA G E MENT OF F IC E R

P L 6

P 65DIVIS IONAL MANAG E R P L 5

P 42 E NVIR ONME NT AL

HE AL T H P R AC T IT IONE R

P L 6

227


6.15.1..3 NAME OF DEPARTMENT: FINANCIAL SERVICES

PRIORITIES DELEGATED TO THIS DEPARTMENT FOR IMPLEMENTATION

1. INSTITUTUIONAL DEVELOPMENT

SWOT ANALYSISKPA MUNICIP

AL FUNCTON

STRENGTH WEAKNESSES

OPPORTUNITIES



FINANCIAL VIABILITY AND MANAGEMENT

Revenue Management

Main source of income is grants

Strong investment portfolio

Low turnover of personnel

Dependent on govt for grants

RSC Levies eliminated – levy payers not paying

Donor funding

Appoint Tracing Agents

Additional funds available for projects

Uncertainty of govt grants

Revenue to replace RSC Levies may not be a district responsibility

Loss of income

Fluctuation of interest rates

Loss of personnel due to elimination of RSC Levies

Insufficient revenue

Investigate alternate sources of revenue

Institute legal actionSummons must be issued by 30 June 2008

Placement of personnel

228


Expenditure Management

Efficient expenditure management

Low turnover of personnel

Poor implementation of projects by other departments

SCM unit not fully operational

Placement of personnel due to elimination of levies

Grants may be reduced due to poor implementation of projects

Unfunded mandates(Municipal Health Service)

Job evaluations may result in increase in personnel costs

Poor service delivery

High personnel costs

Effective implementation of PMS

Submission to National Treasury for additional grants

Finalise and approve organogram

Financial Reporting

Ability to report timeously in compliance with MFMA

GAMAP/GRAP conversion completed

Inability of financial system to report in the required formatOfficials inability to compile AFSin new format

Non compliance of MFMA

Amend/upgrade system

Training officials

Budget Compilation and Control

Ability to compile and approve budget

Inability of financial system to monitor budget

Non compliance of MFMA

Amend/upgrade system

Regular report to managers

229


CURRRENT STATUS

DEPARTMENTNUMBER OF STAFF

DESIGNATION STATUS1.CHIEF FINANCIAL OFFICER OCCUPIED2.ASSISTANT MANAGER:EXPENDITURE OCCUPIED3.ASSISTANT MANAGER: INCOME OCCUPIED4.ASSIST ACCOUNTANT x2 OCCUPIED (1)

230


DEPARTMENTNUMBER OF STAFF

5.CLERK GRADE 1 x4 OCCUPIED6.CLERICAL ASSISTANTS x2 OCCUPIED7.ADMINISTRATIVE ASSISTANT OCCUPIED8.DEPUTY CFO ELIMINATE9.ACCOUNTANT ELIMINATESCM UNIT (4 POSTS) PROPOSEDBUDGET AND REPORTING OFFICER PROPOSEDFINANCIAL INTERNS x 2 2 OCCUPIED

(CONTRACT)TOTAL CURRENT 14 + 2

231


F INANC IAL S E R VIC E S (2)

P 1 C HIE F F INANC IAL OF F IC E R


P 3 AS S IS T ANT MANAG E R B UDG E T & E XP E NDIT UR E

P L 3

P 4 AS S IS T ANT MANAG E R S UP P L Y C HAIN MANAG E ME NT &

R E P OR T INGP L 3

P 6 S AL AR Y OF F IC E R P L 6

P 8 S E NIOR C R E DIT OR S P L 8

P 13 C L E R IC AL

AS S IS T ANTP L 10

P 11 S E NIOR S C MC L E R K

P L 8

P 10 S E NIOR S C MC L E R K

P L 8

P 12 S C M OF F IC E R P L 6

P 13 C AS HIE R /C L

E R KP L 10

232


6.15.1.4 NAME OF DEPARTMENT: PLANNING AND ECONOMIC DEVELOPMENT


1. ECONOMIC DEVELOPMENT

SWOT ANALYSIS

233


KPA MUNICIPAL FUNCTION

STRENGTHS

WEAKNESSES

OPPORTUNITIES



LOCAL ECONOMIC DEVELOPMENT

Development Planning (Management of Spatial Development Framework & Land Use)

Legislative Framework.

Budget

Dedicated Unit

Limited /Insufficient technical capacity

Legislative Framework

Availability of financial resources.

Easy to provide services.

Identify investment opportunities

Maximize effectiveness of land –use.

Stimulate economic growth and development.

Lack of by-laws to enforce SDF.

Lack of cooperation from local municipalities.

Land ownership patterns

Lack of by- laws to enforce implementation.

Assist municipalities to draft by-laws.

234


Economic development (Promotion & Facilitation of LED)

Legislative requirements.

Dedicated Unit at District level .

Political buy- in.

Availability of sectoral strategies.

Lack of community involvement.

Lack of common understanding of LED.

Lack of human capacity and technical expertise in local municipalities.

Sector strategies encourage new business expansion and job creation.

It is a tool that provides leadership to sectoral development.Promotes economic growth and development.

Dependency syndrome arising out of poverty alleviation projects.

Dependant on other services to thrive.

Lack of political buy- in.

Limited capacity in human, technical and financial expertise.

The establishment of the Development Agency.

Management of the Abattoir

Ownership by the municipality.

Human resource capacity.

Operating at 50% capacity.

Not profitable.

Job creation.

The abattoir supports local business.Contributes to LED and PDGS.

Trading limitations.

Working conditions of employees.

Management model of the abattoir.

Establishment of Development Agency.

235


Regulation and co-ordination of public transport matters

The integrated transport plan is in place.

Lack of human, technical and financial capacity.

Lack of role clarification.

Business opportunities for SMMEs.Improved public transport system.

Unavailability of land for transport facilities.

Negative impact on public transport service.

Prone to violence.

New mandates with no requisite capacity to execute.

Build new capacity in human resource, technical and financial.Regulations and management model.


DEPARTMENT

NUMBER OF STAFF

236


DESIGNATION STATUSMANAGER:: PLANNING AND ECONOMIC DEVELOPMENT

OCCUPIED

ASSISTANT MANAGER:DEVELOPMENT PLANNING VACANTASSISTANT MANAGER:ECONOMIC DEVELOPMENT OCCUPIEDLED CO-ORDINATOR OCCCUPIEDADMIN & HYGIENE OFFICER OCCUPIEDMARKETING & TOURISM OFFICER VACANTGENERAL WORKSMAN OCCUPIEDSLAUGHTERERS OCCUPIED X 8

TOTAL 13 02OVERALL TOTAL 15

237


P L ANNING & E C ONOMIC DE VE L OP ME NT

P 38 MANAG E R


P 40 AS S IS T ANT MANAG E R

DE VE L OP ME NT P L ANNING

P L 3

P 41 AS S IS T ANT MANAG E R E C ONOMIC DE VE L OP ME NT

P L 3

P 42 IDP OF F IC E R P L 6

P 43 MAR K E T ING &

T OUR IS M OF F IC E R

P L 6

P 48 ADMIN AS S IS T ANT

P L 9

P 45 T R ANS P OR T

MANAG E ME NT OF F IC E R

P L 6

P 44 AG R IC UL T UR AL

OF F IC E R P L 6

P 47S E NIOR ADMIN C L E R K

P L 8

P 49 G E NE R AL WOR K S MAN

P L 9

P 46 AS S IS T ANT IDP

OF F IC E R P L 8

P 57 S L AUG HT E R E R

S P L 13

P 42 IDP OF F IC E R P L 6

6.15.1.5 NAME OF DEPARTMENT: CORPORATE SUPPPORT SERVICES

238



1. INSTITUTIONAL DEVELOPMENT


STRENGTHS WEAKNESSES OPPORTUNITIES



TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT

LEGAL SERVICES

Sufficient budget provided for the legal services

Maintenance of records of contracts and the management of agreements

Assigning the duties of administering legal matters to the administration unit

Ability to source legal competency in the administration unit

To appoint a resource that is sufficiently competent to deal the administration of legal matters

Transfer of legal matters to the Administration unit and appointment of a senior official (Assistant Manager) to be responsible for both administration and legal matters

HUMAN RESOURCES MANAGENT

Availability of approved posts

Delay in obtaining approval to fill key vacant positions

Clear recruitment/ Staff \provisioning policy

Failure to comply with the policy

Service delivery is negatively affected

Speedy approval of the delegations policy framework

Manageable staff component

Staff incentives not attractive

Recruitment of local people

High staff turnover

Retain staff (especially key personnel)

Develop a policy for retention of key personnel

Effective personnel administration

Non-integration of the HRM system with other systems

Development of the MSP to integrate all IT systems

Dissatisfied personnel and low morale

Maintain Effective personnel administration

Integration of the HRM and PayDay systems to the other It systems in the municipality

239


Personnel appraisals not done in terms of requirements

PMS framework has been adopted

Deserving officials not reward and under-perfomance not being dealt with

Coordinate and facilitate PMS evaluations/ appraisals (annually)

Strategic information of PMS are assessed and evaluated by HR, and steps taken

ADMINISTRATIVE AND AUXILLARY SERVICES

Fairly new building Insufficient funding for building maintenance

Provision of office space

Physical and health risks to staff and people visiting the municipality

Ensure safe and comfortable buildings

Seek sufficient funding (internally or externally)

Approved posts on the organogram

Shortage of staff Job opportunities for people from the district

Staff doing duties that are not in their job descriptions

Basic duties are not attended to in time

Fill Corporate Services Vacancies

Draft Fleet Management Policy developed

Delay in the approval of the policy

Consideration of policies at the ensuing Strategic Planning Workshop

Abuse of municipal vehicles

Lack of standard procedure for managing the municipal fleet

Submission of the draft policy for approval

240


CURRENT STAFF COMPOSITION

DEPARTMENT CORPORATE SERVICES

NUMBER OF STAFFDESIGNATION STATUSMANAGER:CORPORATE SERVICES OCCUPIEDASSISTANT MANAGER: LEGAL SERVICES VACANTASSISTANT MANAGER: HUMAN RESOURCES VACANTSENIOR ADMINISTRATIVE OFFICER OCCUPIEDRESEARCH & INFORMATION OFFICER VACANTHUMAN RESOURCE DEVELOPMENT OFFICER OCCUPIEDSENIOR RECORDS OFFICER OCCUPIEDADMINISTRATIVE OFFICER/ SECRETARY OCCUPIEDDRIVER/MESSENGER/MAINTENANCE OFFICER VACANTADMINISTRATIVE ASSISTANT:HR OCCUPIED DOCUMENT PROCESSING CLERK OCCUPIEDRECEPTIONIST/TYPIST OCCUPIEDTELEPHONIST VACANTCLEANERS X 6 4 OCCUPIED 2 VACANT

PREMISES CLEANER VACANT

241


DEPARTMENT CORPORATE SERVICES

NUMBER OF STAFF 20 12 08

TOTAL 20 20

C OR P OR ATE S E R VIC E S

P 19 MANAG E R


P 21 AS S IS T ANT MANAG E R HUMAN R E S OUR C E

P L 3

P 22 AS S IS T ANT MANAG E R L E G AL & ADMINIS T R AT ION P L 3

P 23 HR D OF F IC E R

P L 6

P 27 P MS OF F IC E R

P L 6

P 24 HR OF F IC E R

P L 6

P 32 AS S IS T ANT AD MIN HR

P L 9

P 26 S E NIOR ADMIN OF F IC E R

P L 5P 25 IC T OF F IC E R

P L 6

P 31 MAINT E NANC

E OF F IC E R /DR IV

E R P L 9

P 30 R E C E P T IONIS T

/T E L E P HONIS T

P L 9

P 29 R E C OR DS C L E R K

P L 9

P 28 S E NIOR R E C OR DS

C L E R KP L 8

P 37 C L E ANE R S P L 15

242


6.15.1.6NAME OF DEPARTMENT: OFFICE OF THE EXECUTIVE MAYOR


1. PUBLIC PARTICIPATION AND COMMUNICATION2. SPORTS, ARTS AND CULTURE CO-ORDINATION3. EDUCATION CO-ORDINATION

243




OPPORTUNITIES



244


GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Provide Political Leadership

Retention of Councilors from the previous Council

Executive Mayor served at provincial legislature for more than six years

Some Mayoral Committee Members were Mayors of Local Municipalities during the previous Council

Establishment of Inter Governmental Relations Fora within the district

Consolidation of capacities within members of the Mayoral Committee

Lack of capacity by other cllrs.

Unplanned activities

Establishment of structures which are not functional

Effective running of council

The Executive Mayor has exposure with the political environment as she served in the Provincial Legislature

Some Councilors are familiar with the political environment as they have served in the previous Council

compromised service delivery

Overspending caused by unplanned activities [Provincial & National Departments] Non functional of structures causes non compliance to legislative requirements

Councilors need to be capacitated

Ineffective coordination of special projects

Administrative support to the political leadership is inadequate

Non compliance/adherence to schedule of council meetings or activities caused by interruptions by Provincial Departments

Capacity Building of Councillors (ie Skills Audit to be conducted)

Aligning functions with the organizational structureVacant positions such as Executive Assistant , Special projects etc have effect on the functions of this office

Coordination of activities be aligned with the calendar of other departments at the level of IGR (to be addressed at the level of IGR Fora)

245


Community Participation

Database of stakeholders has been deveolped

Community outreach programmes such as Domestic Workers & Farmworkers conducted

No Mayoral Imbizos

No budget for capacity building of ward committeesLack of coordination for the Community development Workers [CDW]

Effective stakeholder engagement

Effective participation by ward committees

Communities not aware of Local Municipalities and District Municipality`s functionsCivil unrest caused by lack of knowledge

Unknown political leadership by communities

Inadequate budget allocation for all Community Participation programmes

Ineffective stakeholder engagement

Ward Committees not fully functional /ineffective

Ineffective participation by ward committees on the district planning

Budget Forum be established to influence the allocation of budget informed by activities

Develop clear programmes for Community Participation

Develop monitoring and evaluation of Community Based Organizations & ward committees

Develop a policy to assist Community Based Organizations

The Local Municipalities to provide out of pocket expense for the Ward Committees

Provide budget for the Capacity building programme of

246


Strategic Partnership

Exchange of programmes/Knowledge Sharing/Networking [DLN & Kgatleng]

Joint Projects

Insufficient budget allocation defeats implementation of these programmes

Enhances capacities of entities

Learning opportunities

Implementation of programmes defeated

Level of understanding of partners may be different due to different functions by entities

To review strategies of partnership with Kgatleng District Council

Budget allocation dedicated to the programe

Internal advocacy of these programmes to roll out

Special Projects

Structures have been established [ Youth, Sports & AIDS Councils]

Political support or backing

Provide an identity for the Office of the Executive Mayor

Interdepartmental conflict regarding the location of the function i.e. Sports, Arts & Culture.

It brings the municipality closer to the people

Direct link with vulnerable grou

ps

Discourse between line function and political office bearers, which results in disharmony

Service delivery undermined

Location of these function and budget

Not functional

Projects and budget be properly located in the Office of the Executive Mayor

T o resuscitate various Councils through meetings and summits

Development of clear plans for anchor projects

247


Provide oversight role on the executive authority and administration

Members of the Mayoral Committee act consistently in relation with the portfolios they head, and that they adhere to policies of Council

Tension between political and administration hampers objective oversight

Effective implementation of council resolutions

Paralysis of the structure

Service delivery undermined

No monitoring tool to track the implementation of resolutions

Misunderstanding of roles

Roles be clarified

Periodic review of council resolutions


DEPARTMENT NUMBER OF STAFF

DESIGNATION STATUSMANAGER: OFFICE OF EXECUTIVE MAYOR OCCUPIEDASSITANT MANAGER: COMMUNITY PARTICIPATION

OCCUPIED

EXECUTIVE ASSISTANT OCCUPIEDCOMMITTEES AND COUNCIL CO-ORDINATION OFFICER

OCCUPIED

COMMUNICATIONS OFFICER OCCUPIEDSPECIAL PROJECTS CO-ORDINATOR VACANTSECRETARY TO SPEAKER OCCUPIEDSECRETARY TO EXECUTIVE MAYOR OCCUPIEDEXECUTIVE MAYOR’S DRIVER OCCUPIEDADMINISTRATIVE ASSISTANT OCCUPIED

248


DEPARTMENT NUMBER OF STAFF

10 09 01TOTAL 10 10

249


250


6.15.1.7 NAME OF DEPARTMENT: OFFICE OF THE MUNICIPAL MANAGER


1. THIS OFFICE ADMINISTER THE IMPLEMENTATION OF TARGETS SETS ON ALL THE 14 PRIORITY ISSUES SWOT ANALYSIS

NATIONAL KPA MUNICIPAL FUNCTION

STRENGTHS

WEAKNESSES

OPPORTUNITIES



BASIC SERVICE AND INFRASTRUCTURE DEVELOPMENT

Provide district-wide planning and co-ordination

Lack of sufficient capacity in Technical Services Department. (staffing)

Improvement of the district infrastructure

Loss of investment opportunities.Communities dissatisfaction

Meager equitable share and unfunded mandates.

Seek alternative sources of funding.Adequate staffing of the Technical Services Department

TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT

Organizational performance management

All locals All locals adopted adopted Performance Performance Management Management SystemsSystems

PMS PMS

Inability to Inability to comply with comply with the MPPF the MPPF and the and the systems act systems act to review to review our PMS our PMS annuallyannually

Electronic Electronic generation of generation of progress reportsprogress reports

Improved Improved

Failure to Failure to reward reward performancperformance e

UninformedUninformed

Funding and Funding and review of the review of the PMS in PMS in municipalitiesmunicipalities

Inaccuracy of Inaccuracy of

Acquire an Acquire an electronic electronic system that willsystem that will assist in assist in generating generating quarterly quarterly performance performance assessmentsassessments

Establish and Establish and

251


currently currently under review under review by corporate by corporate servicesservices

SDBIP’ s SDBIP’ s approved andapproved and performance performance contracts contracts being alignedbeing aligned with new with new regulationsregulations

Setting Setting unrealistic unrealistic targets and targets and KPI’sKPI’s

Poor Poor expenditure expenditure patternspatterns

Conducting Conducting quarterly quarterly assessments assessments on individualon individual managers managers including including MMMM

Involvement Involvement of middle of middle and lower and lower managementmanagement on on implementatiimplementation of PMSon of PMS

Service deliveryService delivery decisions decisions on on performancperformance related e related aspectsaspects

Loss of Loss of confidence confidence by by community community in service in service delivery delivery programmeprogrammes of the s of the municipalitmunicipalityy

High staff High staff turn overturn over

reports reports

Effective Effective implementation implementation of approved of approved programmes/prprogrammes/projectsojects

Cascading the Cascading the PMS to PMS to other/lower other/lower levels in the levels in the institution.institution.

strengthen the strengthen the performance performance management management unitunit

Conduct Conduct intensive intensive project project management management training training workshops withworkshops with senior senior management management and respective and respective local local municipalities.municipalities.

Signing of Signing of performance performance agreements agreements with lower with lower levels of stafflevels of staffReview Review performance performance reward policiesreward policies

252


Organisational project management

Projects are aligned to strategies.

Projects do not have clear targets and baseline indicators.

Cash flow projections are not fully realistic

Projects are designed such that are easy to monitor and evaluate.

Measuring impact of inputs on project delivery.Projects not completed within scheduled time frame.

Implementation of rolled over and current financial year projects.

Intensive training on project management skills.

Strengthening evaluation and monitoring systems.

Ensure effective Management and administration of the institution

Fully fledged management team is in place

Management not functioning as a collective.

Failure to submit reports timeously

Expedite decision making and improve service delivery

Out flow of key expertise at senior and middle management level

Low staff continuity

Maintain staff continuity on key positions

Conduct regular team building sessions

Develop a key staff retention policy

253


Appointed Officer responsible for Council and committees co-ordination

Fully fledged Corporate Services Dept. in place

Portfolio committees not meeting as regularly as required

Not delinking Council secretarial services from Council Co-ordination

Effective co-ordination and administration of Council and committees resolutions

Ineffective functioning of council committees and improper administration of Council resolutions

Decentralised Council records

Council secretarial function be located in Corporate services

LOCAL ECONOMIC DEVELOPMENT

LED strategy is almost finalized and is aligned to IDP and PGDS.

District LED unit established and functional

Inadequate staffing and multiple roles where LED units exist

Facilitate conducive environment for investment and economic activity that reduce rate of poverty and unemployment

A jobless economic growth that is divergent from the national targets

Develop a clear investment programme arising from inputs of business, communities and government

Forge consensus on sustainable anchor projects

Provide support to LED units in Locals

Factor growth summit resolutions in the 5 year IDP and sector plans

Implement yearly targets

FINANCIAL VIABILITY AND MANAGEMENT

Sound financial management.

Not meeting legislative reporting requirement

Compliance with legislative reporting requirements.

Forfeiture of grants.

Council and MAYCO meetings not aligned to

Scheduling of all councils meetings in accordance

254


s.

Low revenue base.

Provide effective feedback to communities.

Deliver effectively on the mandate of the District.

Loss of confidence in municipal programmes by communities

reporting deadlines.

Insufficient funding for identified community needs

with reporting deadlines.

Explore alternative means of enhancing revenue generation

GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Develop and maintain relations with local municipalities and other spheres of government

Established District IntergovernmentalForum.

District Clusters established.

Functionality of District technical committees (MMs and CFOs).

Ineffective Implementation of DIGF resolutions.

Ineffective representation of Senior Personnel from all tiers of government.

Harmonization of the NSDP, PGDS and IDP.

Disintegrated planning approach.

Lack of coherent planning among the three spheres of government.

Strengthening functionality of existing structures.

255


Provide effective and efficient assurance services to the District and the six local municipalities

Existence of Internal Audit unit and Audit committee.

Effective management of risks

Effective coordination and support of Audit Committee.

Incapacity to cope with work load.

Internal Audit unit not a strategic partner.

Inadequate management reports to enable the audit committee to advice accordingly.

Effective and Efficient internal control systems.

Improved management, control and governance processes.

Objectivity and credibility of financial reporting will be strengthened

Greater exposure to risks.

Non realization of business objectives.

Inefficient climate of discipline and control which will amplify opportunities for fraud and non accountability on utilization of public funds.

Insufficient Human Resource.

Unit not at the Senior management level.

Non improvement of controls and governance processes

Strengthening Internal Audit Unit.

Review of the unit structure

Strengthen the co-operation and co-ordination between Audit Committee ,Management and Council

256


Managing the interface with executive mayor and council

The position of the MM filled

The manager EM appointed and five line functions depts.

Weak interface between the Executive and administration

High staff turn over at senior & middle management level.

Proper advice and guidance to decision makers

Ineffective decision making.

Ineffective implementation of council decisions and programmes.

Poor service delivery

Clear retention strategy on rare skilled personnel.

Role clarification of the Executive and administration legislative functions

Establish clear programmes of interface.

Oversee the strategic planning for the municipality

Competent ompetent personnel to personnel to offer offer professional professional support and support and technical technical guidance guidance during IDP during IDP ReviewReview Processes for Processes for WDM and WDM and LocalsLocals

Lack of Lack of capacity andcapacity and competent competent planners at planners at all local all local municipalitiemunicipalitiess

Minimise the Minimise the capacity gap capacity gap between the between the district and its district and its local local municipalities municipalities on planning on planning issuesissues

CompromisCompromise the e the developmedevelopmental goals ntal goals of of municipalitimunicipalities es

Gathering of Gathering of relevant data relevant data from various from various sources.sources.

Backup systemsBackup systems on data to on data to inform planninginform planning i.e. GIS, etci.e. GIS, etc

Conduct Conduct targeted IDP targeted IDP training training workshops in workshops in respective localrespective local municipalitiesmunicipalities

Acquisition of Acquisition of required required systems to systems to assist during assist during the planning the planning processprocess

257


PIMSS offer PIMSS offer continuous continuous support to support to local local municipalitiesmunicipalities on planning on planning issuesissues

PIMSS PIMSS fulfilling the fulfilling the internal IDP internal IDP responsibilitiresponsibilitieses

Provide guidance and support to District and the Locals in respect to planning issues in line with the DPLG strategic objectives.

Enhancing the Enhancing the ability of the ability of the planning planning division would division would enable the enable the municipality to municipality to fulfil its fulfil its developmental developmental role role

PIMSS PIMSS personnel personnel is on a is on a contract contract basis basis

DPLG has DPLG has committed committed to fund its to fund its operation operation until Marchuntil March 2007.2007.

Locating the unit where it will be able to discharge its original mandate.

Absorb the functions of the unit at senior managerial level.

Established Established district district clustersclusters

Alignment ofAlignment of sector plans sector plans with with municipalitiemunicipalities IDPs IDP

Alignment of Alignment of IDP and IDP and BUDGET BUDGET processes in processes in some local some local municipalitiesmunicipalities

Application andApplication and ContextualisatiContextualisation of the NSDP on of the NSDP and PGDS and PGDS district widedistrict wide

Facilitate mechanisms for community participation

Ward committees established in all locals.

Effective IDP Rep- Forum.

Ineffective representation of communities.

Proper presentation of community needs.

Loss of confidence in the capacity of municipality to deliver on community needs.

Insufficient support of ward committee operations.

Strengthen support to ward committee operations.

258


Develop and maintain relations with local municipalities and other spheres of government

Established District IntergovernmentalForum.

District Clusters established.

Functionality of District technical committees (MMs and CFOs).

Ineffective Implementation of DIGF resolutions.Ineffective representation of Senior Personnel from all tiers of government.

Harmonization of the NSDP,PGDS and IDP.

Disintegrated planning approach.

Lack of coherent planning at horizontal an vertical level.

Strengthening functionality of existing structures.

259


Provide effective and efficient assurance services to the District and the six local municipalities

Existence of Internal Audit unit and Audit committee.

Effective management of risks

Effective coordination and support of Audit Committee.

Incapacity to cope with work load.

Internal Audit unit not a strategic partner.

Inadequate management reports to enable the audit committee to advice accordingly.

Effective and Efficient internal control systems.

Improved management, control and governance processes.Objectivity and credibility of financial reporting will be strengthened

Greater exposure to risks.

Non realization of business objectives.

Inefficient climate of discipline and control which will amplify opportunities for fraud and non accountability on utilization of public funds.

Insufficient Human Resource.

Unit not at the Senior management level.

Non improvement of controls and governance processes

Strengthening Internal Audit Unit.

Review of the unit structure

Strengthen the co-operation and co-ordination between Audit Committee, Management and Council

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DEPARTMENT Organogram

DESIGNATION STATUSMUNICIPAL MANAGER OCCUPIEDINTERNAL AUDITOR OCCUPIEDSENIOR ADMIN/PROCUREMENT OFFICER OCCUPIED SECRETARY OCCUPIED PIMSS SUPPORT STAFF (Contract)SENIOR PROFESSIONAL PLANNER OCCUPIEDJUNIOR PROFESSIONAL PLANNER OCCUPIEDPMS CO-ORDINATOR OCCUPIEDADMINISTRATIVE SUPPORT OFFICER OCCUPIED 08 08

TOTAL 08 08

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262


OF F IC E O F THE MUNIC IP AL MANAG E R

P 19 MANAG E R


P 21 DE P UT Y MANAG E R S T R AT E G IC OP E R AT IONS

P L 2

P 22 R IS K AND INT E R NAL C ONT R OL OF F IC E R

P L 5

P 25 INT E R NAL AUD IT OR P L 4

6.15.2 SUMMARY OF STAFFING INFORMATION PER DEPARTMENT

The table below indicates the total number of posts per function as at 30 April 2007 as well as the number of posts filled and the vacancies per function.

Department Total no. of posts No. of filled posts No. of vacancies

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Office of the Mayor 10 8 2Office of the Municipal Manager 8 8 0

Financial Services 13 10 3

Corporate Services 20 15 5Technical Services 7 2 5Social Services 17 14 3Planning and Economic Development 7 5 2

Total 82 62 20

6.15.3 EMPLOYMENT EQUITY STATISTICSWorkforce profile as at 30 April 2007Occupational category Male Female Tota

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lA C I W A C I W

Legislators, senior officials and managers 10 2 0 1 13Professionals 2 0 2Technicians and associate professionals 3 2 5Clerks 8 17 3 28Service and sales workersSkilled agricultural and fishery workersCraft and related trade workersPlant and machine operators and assemblers 1 1Elementary occupations 7 6 13TOTAL 31 25 1 7 62

6.15.4 NUMERICAL GOALS FOR 2006/07

Occupational categoryMale Female Tota

lA C I W A C I W

Legislators, senior officials and managers 9 1 1 9 1 1 22

Professionals 1 1 2 1 5

Technicians and associate professionals 1 1 2

Clerks 9 1 2 9 1 3 25

Service and sales workers 7 5 1 2 15

Skilled agricultural and fishery workers

Craft and related trade workers

Plant and machine operators and assemblers 1 1 1 3

Elementary occupations 1 4 5 10

TOTAL 29 3 4 31 3 12 82

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6.15.5 SKILLS DEVELOPMENT PROGRAMMESTraining and skills development interventions No. of staff

trainedCost in rand R

Management department programme 1 11 250.00Development and using performance training 2 10 374.00Disaster risk management programme 1 11 600.00Information and records management course 1 4 560.00Skills Development Facilitator 1 4 817.64Discipline, arbitration and cross examination skills 2 9 006.00Developing and using performance measures to improve government 1 6 187.00Finance, accounts and budgets for secretaries and Pas 1 3 705.00Skills audit workshop 1 3 500.00Pay-Day HR software training 2 2 310.52Executive leadership: Municipal development programme 3 45 000.00

TOTAL 16 112 310.16

6.15.6 PERSONNEL EXPENDITURE TRENDS

Financial year R’000 % of total expenditure2001/022002/032003/042004/052005/06

6 393 72910 684 97513 094 02416 336 37716 737 306

14.1%14.5%17.2%14.1%14.2%

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6.15.7 COUNCIL’S FINANCIAL POSITION AT 30 JUNE 2006

Note 2006 2005R R

NET ASSETS AND LIABILITIES

Net assets 94 059 334 92 194 321

Government Grant Reserve 226 978 286 032Donations and Public Contribution Reserve 1 158 321 1 112 253Revaluation Reserve 431 997 431 997Accumulated surplus 92 242 038 90 364 039

Current liabilities 16 101 428 24 531 943

Consumer deposits 1 12 366 12 620Provisions 2 493 365 - Creditors 3 4 508 377 6 946 520Unspent conditional grants and receipts 4 10 979 748 17 296 575VAT 6 107 572 276 228

TOTAL NET ASSETS AND LIABILITIES 110 160 762 116 726 264

ASSETS

Non-current assets 24 287 683 12 840 866

Property, plant and equipment 5 24 200 661 12 546 295Long term receivables 7 87 022 294 571

Current assets 85 873 079 103 885 398

Consumer debtors 8 1 882 269 4 258 953Other debtors 9 706 646 728 850Current portion of long term debtors 7 106 608 170 696Call Investment deposits 10 13 000 000 33 000 000Bank balance and cash 11 70 177 556 65 726 899

TOTAL ASSETS 110 160 762 116 726 264

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6.15.8 HUMAN RESOURCE POLICIES

APPROVED BY COUNCIL DRAFTED AND READY FOR LLF

IN - PROCESS

Travelling & Subsistence HIV/AIDS System of Delegations

Cellphone Employment Equity Security

Conditional Grant Employee Assistance Sexual Harrassment

Overtime Smoking Health & Safety

Training & Development Remuneration Induction

Internship Succession Planning

Performance Management

IT Security

Staff Provisioning

Fleet Management

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6.15.9 INSTITUTIONAL CAPACITY

The table underneath indicate where policy exist, and when it was adopted Issues District

municMogalakwena Lephalale Modimoll

eMookgophong Bela-Bela Thabazimbi

Organisational Structure

Adopted November 2004

Adopted 2001 Adopted in 2002 Adopted 2006 Adopted, Jan 2005

Adopted 31st May 2006

Total Staff Composition

82 942 349 263 176 327 192Filled Positions

62 449 286 240 173 274192

Job Evaluation

NOT COMPLETED

Completed Job description completed,feedback from Provincial office awaited.

Submitted to TASK Committee

Completed, awaiting results

Not completed Completed. Results awaiting

Information Management System

Registry Unit is established

Yes Yes-Manual system

Registry unit in place

In the process. Service provider appointed

Not completed Registry Unit is established

Delegations YES Yes 2000 Yes-partly Implemented

Adopted in 2006. Completed 2002 Yes

PMS YES Yes Adopted in 2004 but not implemented

Implemented

Adopted. Implemented only for Senior Managers

Adopted, 2002 yes

Skills Development Plan

YES Yes Policy adopted in 2003

Submitted up to 2004/2005

Completed. Submitted to LGSETA

Adopted, 2002 yes

Employment Equity Plan

YES Yes Adopted in 2003 Compiled and agreed

EE Plan in place. Reviewed but not yet adopted

Not in place yes

Employment Assistance Programme

NO No Policy adopted in 2003

In progress

Policy adopted 2004. Not yet implemented

Not in place DLGH will help

Occupational NO No Policy adopted in Committe Not in place. Established 2003 yes

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Health and Safety Plan

2005 e in place Structure exists.

Website PARTIAL Yeswww.mogalakwena.org.za

[email protected]

YesModille.gov.za

In place. Mookgophong.gov.za In process In process

Communication Plan

Yes No Completed 2005 Yes No Adopted, 2002 yes

Customer Care Strategy (Batho Pele)

NO No Through Premier and District office

Yes No Adopted, 2004 yes

Indigent Policy

NO Yes Yes Yes Yes Adopted, 2004yes

HIV/Aids Plan

NO Yes Policy adopted in 2003

Policy exists

Yes In processYes(draft)

Focus Groups Programme (Youth, Gender and Disability)

Yes Yes Adopted in 2005 Yes Programmes in place, but no proper institutional arrangements

In place No

Financial Delegations

Yes being reviewed in line with MFMA

Partially Yes Yes Adopted in 2006. In process of being implemented.

Adopted, 2002 No

Procurement Framework

Yes being reviewed in line with regulations

Yes In process of being reviewed in accordance with SCM Policy

Yes Yes Adopted, 2005 Yes

Audit Committees

Yes No Adopted in 2005 Established

Yes. External (WDM) Not in place yes

By-law reforms

Yes Yes In process for community participation

Done Yes in place, Submitted to Dept. of Local Govt. & Housing

Not done Yes

Credit Policy Yes- Yes Yes Yes Yes Adopted, 2002 Yes

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http://www.mogalakwena.org.za/

http://www.mogalakwena.org.za/


Approved May 2005

Disaster Management Plan

NO Yes Yes No Yes Adopted, 2004 Yes

Project Management Unit

Yes No Yes No No No l Yes

6.15.10 CORPORATE GOVERNANCE

Municipality

Internal Audit

Committee

Established

Performance

Management System

Implemented

Procurement Policy in place

Terms of Reference

for Mayor in place

Delegations of Authority in place Customer Care System in place &

Functioning

Tracking System for Council

Decisions in placeFinancial

Delegations of Authority in terms of the Municipal

Finance Management Act

Functional Delegations of Authority in terms of the Municipal

Systems Act Waterberg Yes Yes, Partly YES NO YES YES NO NOMogalakwena NO NO YES NO IN PROCESS YES NO NO

LephalaleEstablished

in Sept 2005

Adopted in 2004 but not implemented

Yes, reviewed resolution

A30/2005(11)

Yes In Process Partly Partly YES

Modimolle Yes Yes Yes Yes Yes Yes Yes YesMookgophong

External service

provided by

Partly. Section 57 employees

Yes Yes. No formal

document

Yes Yes No Yes

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WDM onlyBela-Bela No Yes Yes Yes Yes Yes No YesThabazimbi

Yes Partly Yes Yes Yes Yes Yes Yes

6.15.11 PERFORMANCE MANAGEMENT SYSTEM

MUNICIPALITY ADOPTED IMPLEMENTATION REVIEW STATUS

CHALLENGES INTERVENTIONS

WATERBERG Yes, in January 2004

Yes, partially Yes , 2007/08

The System was not user-friendly and difficult to implement

Cascading it to middle managers

Review in accordance with current regulations

Cascade the application of the system to other levels of staff

MOGALAKWENA Yes NO Yes 2005/06

Establishment of a performance audit committee

Personnel to assist roll out of PMS

In the process of appointing a performance audit committee.

District to in the assist development of SDBIP’ s

LEPHALALE Yes, Adopted 2003

NO Yes 2005/06The system was incomplete and difficult to implementTook effort to simplify the system for implementation.

Engaged Service provider to assist in the review process

Lack of fundingSolicit funding from other sources

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MODIMOLLE Yes Yes Yes 2005/06 Cascading the system to middle management

MOOKGOPHONG YesYes,partially. Manual system utilized Yes 2005/06

No internal capacity to implement the system i.e. personnel

Cascading the system to middle managers

Made budget provision to review and implement system. Consultants invited to submit proposals

BELA-BELA Yes NO Yes 2005/06

Councilors not adequately involved on PMS implementation

No performance audit committee in place

Monthly reports to be submitted

THABAZIMBI Yes NO Yes 2005/06 Performance contract not signed yet

Monthly reports to be submitted

6.15.12 BY-LAWS

Waterberg Mogalakwena

Lephalale Modimolle Mookgophong Bela-Bela Thabazimbi

Achieved: enacted

None TWENTY EIGHT

Community Participation not published yet.

SIXTY FOUR FORTY FOUR None Drafted

Planned: under consideration One TWO 36 TEN(10) Approved None Yes

Outstanding None FIVE None TEN(10) None All None

Challenges None Lack of council

In-house capacity to

Lack of funds to

None Capacity to update By-

Consultation and public

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approval on adoption of by-laws

conclude By-laws.

promulgate the amended 21 by-laws and to compile new by-laws cost is estimated at R400 000-00.

laws participation.

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PUBLIC PARTICIPATION AND WARD COMMITTEES

6.16.1 WARD COMMITTEES ESTABLISHED

MUNICIPALITY NO. OF WARD COMMITTEES ESTABLISHED

1.MOGALAKWENA 312.LEPHALALE 113.MODIMOLLE 074.MOOKGOPHONG 07

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5.BELA-BELA 076.THABAZIMBI 10

6.16.2 ISSUES DEALT WITH BY WARD COMMITTEES

MUNICIPALITY ISSUES DEALT WITH AT WARD LEVEL

1.MOGALAKWENA Community needs2.LEPHALALE Community needs3.MODIMOLLE Community needs4.MOOKGOPHONG Service delivery issues

5.BELA-BELAAdvice and making recommendations on matters affecting the ward

6.THABAZIMBI Immediate Community needs 6.16.3 ISSUES FROM WARD COMMITTEE SERVING IN COUNCIL

MUNICIPALITY RESPONSE1.MOGALAKWENA YES2.LEPHALALE YES, if necessary3.MODIMOLLE YES4.MOOKGOPHONG YES, presented by Ward Councillors5.BELA-BELA YES6.THABAZIMBI YES

6.16.4 SUPPORT PROVIDED TO OFFICE OF THE SPEAKER TO DEAL WITH THIS RESPONSIBILITY

MUNICIPALITY TYPE OF SUPPORT OFFERED TO SPEAKER1.MOGALAKWENA Administrative and logistical Support2.LEPHALALE Administrative,ward committees,Portfolio of

Councillors, Chair of the council.3.MODIMOLLE Administrative and logistical Support

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4.MOOKGOPHONG Handled by the Mayor. Limited institutional arrangements. Work study in process

5.BELA-BELA Administrative and logistical Support6.THABAZIMBI Administrative and logistical Support

6.16.5 BUDGETS FOR WARD COMMITTEES

MUNICIPALITY BUDGET1.MOGALAKWENA No specific budget Provide light refreshments in meetings and

traveling expenses2.LEPHALALE R 150000/3,also provide light refreshments in meetings and

traveling expenses, training, Audit committee, forum meetings3.MODIMOLLE No specific budget Provide light refreshments in meetings and

traveling expenses4.MOOKGOPHONG R44 000.00 5.BELA-BELA R140 000 (Community Based Planning)6.THABAZIMBI R150 000

6.16.6 CHALLENGES CONFRONTING THE WARD COMMITTEES

MUNICIPALITY CHALLENGES1.MOGALAKWENA Lack of incentives

Low morale of communities Negative propaganda Holding constant meetings with communities

and Ward Councilors2.LEPHALALE

Active involvement of communities in governance issues

3.MODIMOLLE Continuity Remuneration Constructive reports

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Training Budget constraints Proper feed back to constituencies

4.MOOKGOPHONG Continuity Remuneration Constructive reports Training on their roles and responsibilities Community Development Workers not

providing the expected support Budget constraints Proper report back to communities

5.BELA-BELA Distances to travel for meetings Training of ward committee members to

enable effective participating in decision making

The need to establish appropriate support service in the office of the Speaker

6.THABAZIMBI Continuity Remuneration Constructive reports Training Budget Constraints

6.17. GENERAL OVERVIEW OF THE INSTITUTIONAL SWOT ANALYSIS


278


Regulatory framework Awareness creation (events,

campaigns, seminars, conferences, publications, Imbizos, summits)

Capacity in the District municipal area Technical training / Advisory services

(technical advice, consultation, information sharing)

Economic development planning IDP co-ordination Financial management Asset management

Regulatory framework Policy instruments (policies, strategies, standards,

plans, guidelines, standard operating procedures) Legislative instruments (by-laws, agreements) External stakeholder compliance monitoring (audits,

assessments, enforcements, inspections) Status monitoring (surveys, surveillance, detections,

testing)Capacity in the District municipal area Authorisation decisions (permits, certification,

licenses) Stakeholder institutional arrangements (forums

establishment / maintenance, SLA’s, MOU’s, performance monitoring, contract management)

Implement district municipal services Spatial development planning Infrastructure development Social development Local municipal institutional support Municipal health services

Corporate governance practices Compliance management Risk management

Business leadership Strategic positioning (strategic planning, municipal

structuring) Business culture Business performance management Communication Service delivery Stakeholder management

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Resource management People management Information management Knowledge management Programme/project management Contract management

OPPORTUNITIES THREATS

Mining investment Tourism investment Wildlife management Agricultural farming Donor funding Political stability Legislative framework Education system Management of dreaded diseases Intergovernmental support Absence of a provincial planning

framework

Budget constraints Diminishing revenue base Insufficient skills base Diminishing intergovernmental grants Poverty Insufficient Provincial Government support Unemployment Insufficient industrial investment Insufficient job opportunities Unclear roles and responsibilities on powers and

function between Province and Local Government Inadequate Transport network Restrictive legislative requirements Crime

Vulnerabilities: HIV Aids Natural disasters

6.18. IMPLICATIONS OF THE SITUATIONAL ANALYSIS

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The demographics show a noticeable uneven development within the District. On the one hand there is a noticeably rural-urban divide coupled with high levels of poverty in rural areas. The causes of rural poverty are very complex and are a mixture of various forces. Basic to poverty in the Waterberg district is access to basic services; health services, employment, and land. The Waterberg District Municipal Vision elements relating to addressing imbalance of the past and service provision needs to be translated into substantial development strategies in order to address these challenges.

The situational analysis of the Waterberg District Municipal Area implies that there is an urgent need to address the following issues:

Unemployment Poverty Alleviation Services backlog including Free Basic Services HIV/AIDS Health Care Local Economic Development Infrastructure development and maintenance Land Acquisition Environmental Conservation Spatial Development, Land Use Management and Land Development Rural Development Community Development Skills Development Institutional Development

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SECTION B

282


STRATEGIES PHASE

7. GUIDING POLICIES AND LEGISLATION

This section constitutes the alignment between the national objectives; Provincial Growth and Development Strategy [PGDS], National Spatial Development Perspective (NSDP) principles and the Accelerated and Shared Growth Initiative of South Africa [ASGISA] principles, and the district strategic priorities; it further reflects on the

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state of the nation address [SONA]; and the state of the province address [SOPA] delivered in February 2006 and the district vision, mission and values.

7.1 MILLENIUM DEVELOPMENT GOALS MILLENNIUM DEVELOPMENT GOALS (MDG)GOAL 1: ERADICATE EXTREME POVERTY AND HUNGERTARGET INDICATORTarget 1: Halve, between 1990 and 2015, the proportion of people whose income is less than one dollar a day.

1. Proportion of population below $1 (PPP)per day2.Poverty gap ratio(incidence x depth of poverty)3.Share of poorest quintile in national consumption

Target 2: Halve, between 1990 and 2015 , the proportion of people who suffer from hunger.

4. Prevalence of underweight children under five years of age5.Proportion of population below minimum level of dietary and energy consumption

GOAL 2: ACHIEVE UNIVERSAL PRIMARY EDUCATIONTARGET INDICATORTarget 3: Ensure that ,by 2015, children everywhere, boys and girls alike , will be able to complete a full course of primary schooling.

6. Net enrolment ratio in primary education7. Proportion of pupils starting grade 1 who reach grade 58.Literacy rate of 15-24 years-olds

GOAL 3 :PROMOTE GENDER EQUALITY AND EMPOWER WOMENTARGET INDICATORTarget 4: Eliminate gender disparity in primary and secondary education preferably by 2005 and to all levels of education no later than 2015

9. Ratios of girls to boys in primary, secondary and tertiary education10.ration of literate females to males of 15-24 year-olds11.Share of women in wage employment in the non agricultural sector12. Proportion of seats held by women in national parliament

GOAL 4 :REDUCE CHILD MORTALITYTARGET INDICATORTarget 5 : Reduce by two thirds, between 1990 and 2015, the under five mortality rate.

13. Under five mortality rate14. Infant mortality rate15. Proportion of 1 year-old children immunized against measles

GOAL 5 : IMPROVE MATERNAL HEALTHTARGET INDICATORTarget 6 : Reduce by three- quarters, between 1990 and 2015, the maternal mortality ratio.

16. Maternal mortality rate17. Proportion of births attended by skilled health personnel

GOAL 6 :COMBAT HIV/AIDS, MALARIA AND OTHER DISEASESTARGET INDICATORTarget 7 : Have halted by 2015 and begun to reverse the spread 18. HIV prevalence among 14-24 year old pregnant women

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of HIV/AIDS 19.Condom use rate of the contraceptive prevalence rate20.Number of children orphaned by HIV/AIDS

Target 8 : Have halted by 2015 and begun to reverse the incidence of malaria and other major diseases.

21. Prevalence and death rates associated with malaria22. Proportion of population in malaria risk areas using effective malaria prevention and treatment measures23.Prevalence and death rates associated with TB24. Proportion of TB cases detected and cured under directly observed treatment short course

GOAL 7 :ENSURE ENVIRONMENT SUSTAINABILITYTARGET INDICATORTarget 9 : Integrate the principles of sustainable development into country policies and programmes and reverse the loss of environment resources.

25. Proportion of land area covered by forest26.Ratio of area protected to maintain biological diversity to surface area27. Energy use (kg oil equivalent)per $1 GDP (PPP)28. Carbon dioxide emissions (per capita) and consumption of ozone depleting CFCs 29.Proportion of population using solid fuels

Target 10 : Halve ,by2015 ,the proportion of people without sustainable access to safe drinking water.

30. Proportion of population with sustainable access to an improved water source, urban and rural

Target 11 : By 2020, to have achieved a significant improvement in the lives of at least 100 million slum dwellers.

31.Proportion of urban population with access to improved sanitation32.Proprtion of households with access to secure tenure ( owned or rented)

GOAL 8 : DEVELOP A GLOBAL PARTNERSHIP FOR DEVELOPMENTTARGET INDICATORTarget 12 : Develop further an open , rule – based, predictable , non-m discriminatory trading and financial system.Includes a commitment to good governance ,development and poverty reduction –both nationally and internationally.

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Target 13: Address the special needs of the least developed countries.

Includes: tariff and quota free access of least developed countries’ exports; enhanced programmme of debt relief for HIPC and more generous ODA for countries to poverty reduction.

Official development Assistance33. Net ODA , total and to LDCs, as percentage of OECD/DAC donors gross national income34. Proportion of total bilateral, sector-allocable ODA of OECD/DAC donors to basic social services (basic education, primary health care, nutrition, safe water and sanitation) 35. Proportion of bilateral ODA of OECD/DAC donors that is untied

Target 14: Address the special needs of landlocked countries and small island developing states.

(through the programme of Action for the sustainable Development o f small island Developing states and the outcome of the twenty- second special session of the General Assembly)

Market access

38.Proportion of total developed country imports ( by value and excluding arms) from developing countries and LDCs admitted free duties.39. Average tariffs imposed by developed countries on agricultural products and textiles and clothing from developing countries40. Agricultural support estimate for OECD countries as per GDP41. Proportion of ODA provided to help build trade capacity

TARGET INDICATORTarget 15 : Deal comprehensively with the debt problems of developing countries through national and international measures in order to make debt sustainable in the long term.

Debt sustainability 42. Total number of countries that have reached their HIPC decision points and number that have reached their HIPC completion points43. Debt relief committed under HIPC initiative, US$44. Debt service as a percentage of exports of goods and services

Target 16 :In cooperation with developing countries , develop and implement strategies for decent and productive work for youth

45. Unemployment rate of 15-24 years, each sex and total

Target 17 :In co-operation with pharmaceutical companies, provide access to affordable, essential drugs in developing countries

46. Proportion of population with access to affordable essential drugs on a sustainable Basis

Target 18: In co-operation with the private sector, make available the benefits of new technologies, especially information and communication

47. Telephone lines and cellular subscribers per 100 population48. Personal computers in use per 100 population and internet users per 100 population

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7.2 National Spatial Development Perspective

A framework for contextualizing and applying the NSDP7.2.1 Introduction

At the turn of the first decade of democracy, government undertook a body of work intended to provide an analysis of the advances and challenges of the first decade of democracy. The analytical insights of the TYR and 2014 scenarios provoked an incisive appraisal of ideas and thoughts about the development trajectory going forward into the second decade of freedom.

A major observation made by the TYR is that:The advances made in the First Decade by far supersede the weaknesses. Yet, if all indicators were to continue along the same trajectory, especially in respect of the dynamic of economic inclusion and exclusion, we could soon reach a point where the negatives start to overwhelm the positives.

The TYR goes on to warn that this “could precipitate a vicious cycle of decline in all spheres”.

Based on an appreciation of the progress made and mindful of the fact that critical challenges remain as a result of the terrible legacy of apartheid, government set itself the objectives of growing the economy, tackling the high levels of poverty, reducing the stubbornly high levels of unemployment and promoting social inclusion.

7.2.2 Meeting the challenge

One of the key measures identified by government to enable the developmental state to actively intervene in and inform and shape the trajectory for the Second Decade of Freedom IS BETTER PERFORMANCE OF THE STATE.

Better performance by the state entails 3 things:

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• Make government as a whole work better in meeting common objectives and outcomes;• Need for decisive, coordinated interventions to improve the state's capacity to spend and deliver

services• Need to specifically include a geographical dimension to growth and employment

The framework addresses all of these by focusing on the key question of how does government go about achieving its objectives of accelerating growth and addressing poverty and inequality. Development occurs in geographic space. Hence our ability as a country to accelerate growth and reduce unemployment and poverty is principally tied to the growth potential of different areas and regions. According to the NSDP, developing a coherent understanding of regional economic development and territorial patterns of economic development, social exclusion and resource use is of paramount importance in achieving our objectives. The NSDP argues that undertaking infrastructure investment and development spending decisions on the basis of an area’s unique potential is likely to produce far more desirable and sustainable outcomes in terms of addressing poverty and improving growth.

Four assumptions underpin the statement above: Dynamic qualities of areas are developed historically and culturally over a long period of time. In no country in the world is social and economic development and potential evenly distributed. Different regions have different economic potentials and the spatial variations in the incidence of poverty

are also vastly different. Diverse and disparate spatial contexts suggests a policy approach which itself should be differentiated and

conducive to the requirements of the different contexts.

Government has identified district and metropolitan areas as the pivotal sites on which to build an understanding of the nature and distribution of regional potential across the country. The district/metro levels are also understood to be the basic units to drive intergovernmental coordination to maximize the potential of regions. This is not to suggest that the notion of regional growth and development potential equates neatly with district/metro administrative boundaries. On the contrary, the growth and development of districts/metros areas is impacted upon by actors and factors both within and beyond their administrative borders. However sub-national structures such as districts/metro areas have a valuable role to play in capitalising on synergies and harnessing the energies and contributions of a range of actors and role players with a view to enhancing an areas social & economic potential.

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7.2.3 Contextualising the NSDP

Contextualising and applying the NSDP has to be understood within the perspective that the overall performance of our economy hinges on the growth and development potential of regions. Theories and models abound explaining why some regions are more successful than others (Storper, 2004). While there are no universal rules, an emerging consensus is that the depth and quality of institutions6 are a crucial common denominator in initiating and sustaining economic growth in regions and that poverty and inequality are more likely to be addressed if redistributive interventions are combined with strategies to maximise an areas unique economic potential.

This immediately raises the question of what we mean by a region. The concept of a region does not equate to districts/metros, and thus requires further elaboration. DTI’s RIDS provides some definitions based on the work of Michael Porter. Generally it is held that regions are not mere spatial entities but are seen as part of a wider set of economic connections and institutions (Ash Amin, 2006). According to Amin, there are two policy implications flowing from this conception. One, local effort has to work through these broader economic connections and institutional obligations and two there can be no simple division of responsibilities between national, provincial and local institutions.

This is the general understanding from which this document proceeds. While the focus in this document is on districts and metros, the conception of a region as comprising a wider set of economic connections and institutional obligations recognises that regions could be defined in a way that may embody a number of districts and metros such as in the case of the Gauteng Global City Region or a coherent region may exist within a district or metropolitan area. This brings into play a different division of responsibilities. In the case of the Gauteng City Region, the PGDS has an important role in functionally linking and integrating districts/metros to enhance the competitiveness and development impact of the wider global city region.

By the above conception a district or metro may be viewed as a coherent region or districts and metros may be the essential building blocks of a potentially wider regional entity. Whatever the conception, at the core of the

6 The notion of an institution is distinct from the term organisation (Hassen Mohamed, 1997). According to Bryant and White (1984), institutions are a “valued and persistent set of rules that shape patterns of human behaviour and relationships” while organisations are “groups consciously established to achieve specific purposes through a division of labour”.

289


regional focus in this document are districts and metros as the essential building blocks for a regional focus. Hence this framework is focused on configuring district/metro areas to assume strategic responsibility for building an understanding of the nature and extent of development poverty and inequality in spatial terms.

Moreover the framework is geared towards ensuring integrated development planning by municipalities serves as a tool to integrate and coordinate implementation in terms of geographical space and time and hence has to inform and be informed by the planning of other spheres of government, including sectoral/departmental planning of line agencies. In this regard this document provides a framework to give effect to government’s goal of developing credible IDPs and making district/metro IDPs the local expressions of the development plans of all spheres and agencies of government within an overall system of cooperative governance.

With this in mind, contextualising the NSDP implies district/metros developing a shared understanding of the social, growth and environment trends, processes and dynamics at play, providing strategic leadership and seeking to align the plans of all levels and departments of government, communities, labour & the private sector to maximize growth and development opportunities. This framework attempts to give effect to this broad mission.

The proposed framework is not intended to be a blue print or set of prescribed steps nor is it a technique. Rather it provides a broad context for district/metros to play a key part in effecting structural transformation and drive innovation, growth and development performance of their areas by maximising potential and seeking out new areas of potential or advantage. It is intended to provide a context for mobilising a district/metro development path based on just, equitable and ecologically sustainable foundations.

A key axiom of this framework is that district and metros promote a democratically and interactively pluralistic process that draws together state and non-state institutions and groups in particular the poor and marginalised. This entails engaging in decision-making processes that encourage “informational transparency, consultative and inclusive decision-making and strategy building on the basis of reflexive monitoring of goals”7.

7.2.4 Framework for contextualising and applying the NSDP at district and metropolitan levels

7 Ash Amin, 2006, Regional Policy in a Global Economy, Paper presented at the International Seminar ‘Comparing Regional Development Policies in Brazil and the European Union’, Brasilia, 23 March 2006

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As mentioned the framework is not meant to be a blue print. Rather it is meant to provide a context for districts/metros to take leadership and play a pivotal role in coordinating and aligning the actions of a wide spectrum of actors to bring about social and economic transformation.

The framework and its application will also differ from area to area, between district and metro and within districts or metros.

a. Developing a shared analysis

The objective is for various state and non-state stakeholders to better understand an areas growth and development potential with the aim of fostering greater growth and development. Understanding an area implies more than gathering data as is the case with most planning initiatives currently. Generating appropriate and relevant data is important, but of crucial importance is to develop, analyse and interpret socio-economic data with the necessary rigour and insight. This entails a comprehensive and incisive analysis of current and future trends with respect to poverty, inequality, economic development and ecological sustainability in spatial terms, the forces and factors driving these trends and the strategic implications thereof. Failure to understand issues of development and inequality in spatial terms means that policy and planning decisions will be made in an empirical and analytical vacuum. The district/metro has a pivotal role to play in getting various stakeholders to develop a shared understanding of the essential characteristics, trends and dynamics of the district/metro space economy.

Insightful and rigorous analysis supports proper planning and effective decision-making in a number of ways. These include:

Identifying the determinants of poverty and social exclusion and how poverty, inequality and exclusion are reproduced;

Identifying the special and long-term, hard to replicate unique characteristics that comprise the area’s competitive and comparative advantages.

The presence of or potential for the emergence of distinct industrial districts or territorial complexes; The broader set of social relations binding firms and workers to each other as well as the actor-

rationalities which operate within the region’s dominant institutions and their impact on the distribution of resources and opportunity and innovation.

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Use of renewable and non-renewable resources and the risks and opportunities this poses for the area’s growth and development trajectory.

b. Shared socio- economic vision or development trajectory

The shared analysis above is likely to generate varying challenges and competing demands. It provides the basis for interpreting the strategic direction, promoting policy coordination and fitting government actions into a spatial terms of reference. By spatial terms of reference we mean injecting spatial considerations into strategic policy making and planning within the public sector.

Districts and metros will need to develop necessary processes and practices to forge a shared vision and development trajectory among various stakeholders. By a shared vision and development trajectory we don’t mean arriving at a short, crisp and politically correct vision statement. What is implied here is a strategic dialogue with stakeholders within and outside of government which states that given our shared understanding of the features and characteristics of the district/metro space economy, what are the long-term social and economic outcomes we would strive to achieve and how should the NSDP principles be contextualised and applied to put the area on a firm development path?

It must be remembered that districts/metros are not neutral arbiters merely mediating the varied interests in society. Instead districts and metros should consciously and actively seek to ensure that the development trajectory is underscored by the fundamental values of socio-material citizenship underpinning our constitution. Our government is committed to the objectives of social and economic justice and democratic nation building. Metros and districts have to be vigilant in ensuring that the development trajectory reconciles and is underscored by our basic aspirations of accelerated and shared growth, poverty reduction, sustainable resource use, protection of biodiversity and social cohesion. In this regard the shared development trajectory or vision is more than a short and catchy statement, but a compelling story of the strategic outcomes to be achieved (as an example seen Jo’burg’s core vision elements for each of the 12 sector areas).

c. Priority interventions and Critical strategies

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Translating the development trajectory into clear goals (long, medium and short-term), priority interventions for reaching the goals and backed by coherent objectives and strategies is an important part of good planning and strategy making. The shared analysis and development should inform the planning processes of spheres of government and all sectors in so far as these are in charge of implementing or financing projects at local levels. These interventions, objectives and strategies should find concrete expression in the IDPs which should spell out the 5 year plans for achieving the medium-term goals and objectives of the district/metro. The IDP should serve as a tool to integrate and coordinate implementation of the priority intergovernmental actions critical to achieving the developmental goals and objectives of the area.

d. Building the institutional base for multi-stakeholder co-operation and action

A central theme running through this framework is that achieving the long-term development outcomes in a district or metro depends on the mobilisation of collective action by a range of role players both inside and outside of government. A governance framework that enables the district/metro to draw together government and extra-government organisations into a participatory and integrated decision-making process is therefore important.

Such a governance framework must accomplish at least the following minimum requirements: It must enable the district/metro to identify with various agencies and spheres of government the

critical or priority intergovernmental actions to achieve the development goals and outcomes; These intergovernmental priority actions must be integrated into the IDP of the district/metro so that

the IDP becomes the local expression of the plans of all spheres of government; Drawing on the Intergovernmental Relations Framework Act as a facilitative piece of legislation,

appropriate intergovernmental forums will have to be established and protocols and or service level agreements hammered out to tie commitments into firm agreements;

Proper mechanisms for monitoring and promoting accountability need to be developed; The IDPs incorporating the 5 year development goals and objectives should be cascaded up within

government and provide government with a rigorous appreciation of the development potential of each district and metro which would feed into an iterative process of review, refinement and further elaboration of the NSDP.

7.2.5 Implementing the framework

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As already stated, the framework for contextualising and applying the NSDP must be seen as an integral part of developing more credible IDPs. As such it is part of the IDP development process and not a new process or something extraneous to the IDP development process.

The framework will initially be implemented on a pilot basis in a select number of districts and metros and WDM pride to be part of the piloted district municipalities nationa wide.

7.2.6 FIVE PRINCIPLES OF THE NSDP

Rapid economic growth that is sustained and inclusive is a pre-requisite for the achievement of other policy objectives, amongst which poverty alleviation is key;

Government has a constitutional obligation to provide basic services to all citizens (e.g. water, energy health and educational facilities) wherever they reside;

Beyond the constitutional obligation identified in Principle 2 above, Govt spending on fixed investment, should be focused on localities of economic growth and/or economic potential in order to:

gear up private sector investment stimulate sustainable economic activities create long-term employment opportunities

Efforts to address past and current social inequalities should focus on people not places:

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In localities with low development potential, Govt spending should focus on providing social transfers, human resource development and labour market intelligence which would enable people to become more mobile and migrate to localities that are more likely to provide sustainable employment or other economic opportunities.

In localities where there are both high levels of poverty and development potential, this could include fixed capital investment beyond basic services to exploit the potential of those localities.

In order to overcome the spatial distortions of Apartheid, future settlement and economic development opportunities should be channelled into activity corridors and nodes that are adjacent to or link the main growth centres

Infrastructure investment should primarily support localities that will become major growth nodes in South Africa and the SADC region to create regional gateways to the global economy.

7. 3 Reflections from the State of the Nation Address, February 2007

• Realistic IDP’s• Credible Local Economic Development Programme• Human resources capacity• Management and Operational System• To implement IDP’s and LED’s• Integration of planning and implementation across the government spheres• Intergovernmental Relations Framework Act as a guiding tool of integration and planning• Lessons learnt from Project Consolidate• Properly qualified managers, professional and technical personnel• Job creation• Reduction of unemployment by half [2014]• HIV and Aids mainstreaming• Bucket Eradication [2007]

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• Alignment of PGD and IDP’s to land distribution programme• Youth and women co-operatives programme

7.4 Strategic Objectives of the PGDS

Five Key Objectives:

1. Improve the quality of life of the population of limpopo2. Growing the economy3. To improve the institutional efficiency and effectiveness of government4. Regional integration5. Enhance innovation and competitiveness

7.5 Reflections from the State of the Province Address, February 2007:

• Municipal transformation and capacity development• Basic service delivery and infrastructure development• Local Economic Development• Financial management• Improving functionality of ward committees• Project Consolidate initiatives• Strengthening Intergovernmental Relations• Support to municipalities

7.6 Accelerated Shared Growth Initiative in South Africa

Education and skills development Eliminating the second economy Human resource training Expanded Public Works Programme Youth skills training Governance and institutional interventions

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Skills problems identified in project consolidate Deployment of graduates Expenditure management To improve the capacity of local government to support local economic development Intervention in the EPWP New elements of EPWP: Early Childhood Development component, home based care

NB: for the success of this programme partnerships are a key component.

7.7 Waterberg District Municipality’s Strategic Goals

Strategic Goal 1: To provide a sound district regulatory frameworkStrategic Goal 2: To promote management capacity in the District municipal areaStrategic Goal 3: To implement district municipal servicesStrategic Goal 4: To ensure effective corporate services

All role-players in a municipality need a joint vision as a common ground, which provides guidance to the municipality and the residents. The Council’s decisions have to be oriented towards clearly defined and agreed objectives, which at the same time give orientation towards management, and which form the basis for performance management and the accountability of the municipal government towards the residents. The activities of the Council (Councillors and officials), as well as all stakeholders (Local Municipalities, Sector Departments, Private Sector, Non Governmental Organisations (NGO’s), etc) need to be guided and focused by strategies relating to and addressing the issues (problems, constraints, opportunities etc) as identified from the analysis. The strategies are formulated by all stakeholders and represent the joint decision-making by all stakeholders.

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7.8 BUSINESS DEFINITION

VISION

Waterberg …. the cradle of rural growth and development

MISSIONTo provide a municipal governance management framework that ensures sustainable service delivery towards a better life for all.

7.9 STRATEGIC GOALS AND OBJECTIVES FRAMEWORKSTRATEGIC GOALS AND OBJECTIVES FRAMEWORK

To provide a sound district regulatory frameworko Policy instruments (policies, strategies, standards, plans,

guidelines, standard operating procedures)

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o Legislative instruments (by-laws, agreements)o External stakeholder compliance monitoring (audits,

assessments, enforcements, inspections)o Status monitoring (surveys, surveillance, detections,

testing)o Authorisation decisions (permits, certification, licenses)

To promote management capacity in the District municipal areao Advisory services (technical advice, consultation,

information sharing)o Awareness creation (events, campaigns, seminars,

conferences, publications, Imbizos, summits)o Stakeholder institutional arrangements (forums

establishment / maintenance, SLA’s, MOU’s, performance monitoring, contract management)

To implement district municipal serviceso Spatial development planning o Economic development planningo IDP co-ordinationo Infrastructure developmento Social developmento Local municipal institutional supporto Municipal health serviceso Environmental / Conservation managemento Disaster risk management

To ensure effective corporate serviceso Corporate governance practices

o Compliance managemento Risk management

o Business leadershipo Strategic positioning (strategic planning, municipal

structuring)

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o Business cultureo Business performance managemento Communicationo Service deliveryo Stakeholder management

o Resource managemento People managemento Financial managemento Information managemento Asset managemento Knowledge management

o Programme/project managemento Contract management

7.10 CORE BUSINESS VALUES

CORE BUSINESS VALUES Commitment Integrity Productivity Excellence Transparency Accountability

7.11 OUTCOMES

OUTCOMES Poverty reduction Sustainable service delivery Economic growth Political stability Administrative stability

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7.12 STAKEHOLDER FRAMEWORKSTAKEHOLDER FRAMEWORK

Clientso Users of sold services

Beneficiaries o Waterberg communityo General publico Local municipalities

Service providers (inbound to business entity)o Providers of fundso Providers of technologyo Providers of infrastructure / facilitieso Providers of informationo Providers of services

Regulators o Auditor Generalo Standing / portfolio Committees o Relevant Government Departments o Relevant PFMA Chapter 13 institutionso Constitution Chapter 9 and 10 institutions

Strategic partners o Private-public partnershipso Public public partnershipo Public-private partnerships

Service providers (outbound – providing services on behalf of business entity to business entity clients)o Local municipalitieso Government departmentso Consultants / contractors

Organised coalitionso Labouro Local government

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o Business Employees Media

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7.13 DISTRICT PRIORITY ISSUES

AGGREGATION OF DISTRICT PRIORITIES CONSULTATION WITH COMMUNITIES

PRIORITY ISSUE NAME OF MUNICIPALITY AVERAGE

B-BELA MKGPHNG

LEPH TBZ MOG MOD

1. Water, Sanitation & Drought relief X X X X X 5 Roads and Storm water X X X X X 5

3. Economic Development; X X X X X X 64. Transport Planning X X 25. Land Development X X X X X X 6

Municipal Health and Environmental Management

X 1

7. Health and Social Development X X X X X 58. Disaster Management X 1

Community Participation & Communication

X X X X X 5

Institutional Development 0 Education X X X X 4

Safety and Security X X X X X 5 Sports, Arts and Culture X X X X X 5 Electricity X X X 3

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From the above table it is apparent that isses relating to Unemployment and housing and land development are at alarming proportions.

Water,sanitation and drought relief, roads and stormwater, Health and Social Development,Consultation and Community participation in municipal programmes, safety and Security and Sports ,Arts & Culture are the second most important issues raised durignthe Imbizos

Education, Electricity, Transport planning and Institutional Development are clustered in the last category of the most needs of communities

Section 26(c) of the Municipal Systems Act, 2000 (Act No. 32 of 2000) stipulates that an Integrated Development Plan must reflect, “the council’s development priorities and objectives for its elected term, including its local economic development aims and its internal transformation needs”.

The municipality identified four (4) Strategic goals and the Key performance areas (objectives) as illustrated above.The under-mentioned Issues from a municipal perspective were identified and listed according to order of

priority:

1. Water, Sanitation & Drought relief2. Roads and Storm water3. Economic Development;4. Transport Planning 5. Land Development 6. Municipal Health and Environmental Management7. Social Development 8. Disaster Management

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9. Community Participation & Communication 10.Institutional Development 11.Education12.Safety and Security13.Sports, Arts and Culture14.Electricity

7.14 NATIONAL KPA’s

The minister of DPLG has recently pronounced five national key performance areas that must be adhered to when conducting performance planning in the local government sphere.and they are as listed below:

Basic services and Infrastructure development Local Economic Development Transformation and Organisational Development Financial viability and Management Good Governance and Public Participation

7.15 NATIONAL KPI’s

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The minister of DPLG has recently pronounced nine national key performance indicators that must be adhered to when conducting performance assessment in the local government sphere.and they are as listed below: (a) The percentage of households with access to basic level of water, sanitation, electricity and solid waste removal; (b) the percentage of households earning less than R1100 per month with access to free basic services; (c) the percentage of a municipality's capital budget actually spent on capital projects identified for a particular financial year in terms of the municipality's integrated development plan; (d) the number of jobs created through municipality's local economic development initiatives including capital projects (e) the number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality's approved employment equity plan; (f) the percentage of a municipality's budget actually spent on implementing its workplace skills plan; and (g) financial viability as expressed by the following ratios: (i) Where - "A" represents debt coverage

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"B" represents total operating revenue received "C" represents operating grants "D" represents debt service payments (i.e. interest + redemption) due within the financial year; (ii) Where - "A" represents outstanding service debtors to revenue "B" represents total outstanding service debtors "C" represents annual revenue actually received for services; (iii) Where - "A" represents cost coverage "B" represents all available cash at a particular time "C" represents investments "D" represents monthly fixed operating expenditure.

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7.16 ALIGNMENT OF THE WDM STRATEGIC GOALS WITH NATIONAL KPA’S

KPA 1: MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT

Strategic Goal 1: To provide a sound district regulatory frameworkOBJECTIVES / KPA PERFORMANCE INDICATOR

TARGET06/07

TARGET07/08

TARGET08/09

TARGET09/10

TARGET10/11

Policy instruments New policy instruments planned versus milestones met (%)

80 85 90 90 90

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(policies, strategies, standards, plans, guidelines, standard operating procedures)

Policy instruments planned to be reviewed versus reviewed (%)

75 80 85 90 90

Ad hoc regulatory inputs requested versus provided (%)

90 95 95 95 95

Legislative / legal instruments (by-laws, agreements)

New legislative instruments planned versus milestones (%)

80 85 90 95 95

Legislative instruments planned to be reviewed versus reviewed (%)

80 85 90 95 95

External stakeholder compliance monitoring (audits, assessments, enforcements, inspections)

Compliance monitoring interventions planned versus conducted (%)

80 85 90 95 95

Ad hoc compliance monitoring requests versus conducted (%)

80 85 90 95 95

Recommendations approved versus implemented by external stakeholders (%)

75 80 85 90 90

Council resolutions versus implemented by external stakeholders (%)

70 75 80 80 85

Status monitoring (surveys, surveillance, detections, testing)

Status monitoring interventions planned versus conducted (%)

70 75 80 85 90

Ad hoc status monitoring requests received versus conducted (%)

90 90 90 90 90

Recommendations approved versus implemented (%)

55 60 65 70 75

Council resolutions versus implemented (%)

75 80 85 90 95

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Strategic Goal 2: To promote sound management capacity in the District municipal area

OBJECTIVES / KPA PERFORMANCE INDICATORTARGET06/07

TARGET07/08

TARGET08/09

TARGET09/10

TARGET10/11

Technical training / Advisory services (technical advice, consultation, information sharing)

Advisory services requested versus provided (%)

75 80 85 90 95

Advisory services planned versus provided (%)

Training interventions planned versus conducted (%)

60 65 70 75 80

Information sharing interventions planned versus conducted (%)

Strategic Goal 3: To implement district municipal services


TARGET07/08

TARGET08/09

TARGET09/10

TARGET10/11

Spatial development planning

District spatial development framework milestones met (%)

60 65 70 75 80

IDP co-ordination District IDP co-ordination implementation plan milestones met (%)

60 65 70 75 80

Social development District social development plan milestones met (%)

70 75 75 80 80

Local municipalInstitutional support

Local municipal institutional support milestones met (%)

60 65 70 75 80

Municipal health services

Municipal health plan milestones met (%)

60 65 70 70 70

Municipal health standards targets met (%)

60 65 70 70 70

District conservation plan milestones met (%)

45 50 55 60 65

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Environmental / Conservation management

Compliance to international conservation protocols (%)

45 50 55 60 65

District development compliance to EIA standards (%)

45 50 55 60 65

Disaster risk management

District disaster risk management plan / framework milestones met (%)

50 55 60 65 70

311


Strategic Goal 4: To ensure effective support services


TARGET07/08

TARGET08/09

TARGET09/10

TARGET10/11

Business leadership / management

(Strategic positioning;Organisation culture; Business performance management;Stakeholder management;Communication;Service delivery)

Business culture / employee satisfaction rating (%)

45 48 50 52 55

Business targets met (%) 65 70 75 80 80 Stakeholder satisfaction rating (%) 50 55 60 65 70 Internal service level charters required

versus signed (%)70 75 80 85 90

Internal stakeholder consultative forums planned to be established versus established (%)

90 90 90 90 90

Resource management People

management

Budgeted positions filled (%) 50 45 40 35 30 Skills development plan targets met

(%)60 65 70 75 80

Additional human resource capacity required versus business case provided (%)

100 100 100 100 100

Human resources required versus requirements submitted timeously (%)

100 100 100 100 100

Interns trained (n) 6 15 15 15 20 Financial

management Variance on budget spent (%) 10 10 10 10 10 Services provided versus fees

collected (%) 70 75 80 85 90

Information / knowledge management

Knowledge planned to be documented versus documented (%)

50 55 60 65 70

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Website updates required versus content submitted timeously (%)

95 95 95 95 95

Information / communication (connectivity) technology management

ICT developments / procurement planned versus requirements submitted timeously to ICT component (%)

95 95 95 95 95

Asset management (Fixed assets and consumables)

Asset data integrity rating (%) 75 80 85 90 95 Assets required versus

available (%)75 80 85 90 95

Programme / project management

Programme / projects completed within time (%)

90 90 90 90 90

Programmes / projects completed within budget (%)

90 90 90 90 90

Contract management

Contractor performance rating (%) 50 55 60 65 70

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KPA 2: BASIC SERVICE AND INFRASTRUCTURE DEVELOPMENT

OBJECTIVES / KPA PERFORMANCE INDICATOR

TARGET06/07

TARGET07/08

TARGET08/09

TARGET09/10

TARGET10/11

Spatial development planning District spatial development framework milestones met (%)

60 65 70 75 80

Economic development planning Economic development plan milestones met (%)

60 65 70 75 80

State wide economic planning milestones met (%)

60 65 70 75 80

Jobs planned to be created versus created (%)

55 60 65 70 75

Infrastructure development Infrastructure planned to be developed versus milestones met (%)

75 80 85 90 95

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Infrastructure planned to be procured versus milestones met (%)

55 60 65 70 75

Infrastructure plan milestones met (%)

90 90 90 90 90

Maintenance budget required as per regulations versus secured (%)

60 65 70 70 70

KPA 3 LOCAL ECONOMIC ECONOMIC DEVELOPMENTStrategic Goal 3: To implement district municipal services


TARGET07/08

TARGET08/09

TARGET09/10

TARGET10/11

Spatial development planning

District spatial development framework milestones met (%)

60 65 70 75 80

Economic development planning

Economic development plan milestones met (%)

60 65 70 75 80

State wide economic planning milestones met (%)

60 65 70 75 80

315


Jobs planned to be created versus created (%)

55 60 65 70 75

Infrastructure development

Infrastructure planned to be developed versus milestones met (%)

75 80 85 90 95


55 60 65 70 75


90 90 90 90 90


60 65 70 70 70

KPA 4 MUNICIPAL FINANACIAL VIABILITY AND MANAGEMENT

Strategic Goal 4: To ensure effective support services

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TARGET07/08

TARGET08/09

TARGET09/10

TARGET10/11

Corporate governance practices

(Compliance management; Best practices management; Risk management)

Audit queries received versus responded to (%)

95 95 95 95 95

Compliance to regulatory frameworks (%)

75 80 85 85 90

Financial management

Variance on budget spent (%) 10 10 10 10 10 Services provided versus fees

collected (%) 70 75 80 85 90

Asset management (Fixed assets and consumables)

Asset data integrity rating (%) 75 80 85 90 95 Assets required versus

available (%)75 80 85 90 95


Programme / projects completed within time (%)

90 90 90 90 90


90 90 90 90 90

KPA 5 GOOD GOVERNANCE AND PUBLIC PARTICIPATION

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Strategic Goal 2: To promote sound management capacity in the District municipal area


TARGET07/08

TARGET08/09

TARGET09/10

TARGET10/11

Technical training / Advisory services (technical advice, consultation, information sharing)


75 80 85 90 95

Advisory services planned versus provided (%)


60 65 70 75 80

Information sharing interventions planned versus conducted (%)

Awareness creation (events, campaigns, seminars, conferences, publications, Imbizo’s, summits)

Awareness interventions planned versus conducted (%)

75 80 85 90 95

Stakeholder institutional arrangements (forums establishment / maintenance, SLA’s, MOU’s, performance monitoring, contract management)

Stakeholder forums planned to be established versus established (%)

75 80 85 90 95

Forums functionality gaps identified versus recommendations made (%)

95 95 95 95 95

SLA’s / MOU’s / agreements planned versus submitted for signature (%)

80 85 90 95 95

SLA’s / MOU’s / agreements submitted versus signed (%)

45 50 55 60 65

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SECTION C

319


PROJECTS PHASE

320


The identification, selection. Approval and funding of the projects underwent stringent procedures and phases as outlined underneath:

8. Project Initiation phase

During this phase the following were put into consideration:

The need for the project is established, its feasibility is investigated and initial estimates of cost generated The basic processes for the initiation phase are:

– Selecting the project.– Identifying the needs to be met.– Collecting historical data.– Determining objectives.– Determining high level deliverables and estimates.– Developing a product description (particularly in the private sector).– Identifying the qualifications of the project manager that would be best suited for the particular

project.– Determining high level resource requirements.– Determining internal and external project constraints. – Assessing the socio economic and political environment and its possible impact on the project.– Conducting a feasibility study

8.1 Project identification and selection

One project’s viability could determine the success or failure of an institution Project selection is about making a commitment for the future

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Organisations do not always have the resources to embark on all the projects it would want to, need to prioritise by addressing or asking the following questions:

– Will the project create a difference in the community.– Will the project meet the needs of and make a positive contribution to the community’s welfare.– Will the project maximise the utilisation of the workforce, plant, and equipment?– Whether the project would improve the municipality’s service delivery rating and boast the

community’s confidence in the municipality.

8.2 INPUT PERSPECTIVE

8.2.1 FINANCIAL ALLOCATIONS FOR CAPITAL PROGRAMMES

PRIORITY NO

FUNCTIONS OF MUNICIPALITY % FUNDS ALLOCATED PER FINANCIAL YEAR

ALLOCATIO

N2007/200

82008/200

92009/201

02010/201

12011/201

2

1 Water,Sanitation,Drought relief 20.00%14,400,0

00

2 Roads and Stormwater 31.42%22,620,0

0013,500,0

0038,000,0

0039,000,0

0046,000,0

00

3 Economic Development 18.89%13,600,0

007,200,00

04,950,00

0

4 Transport Planning 0.00% 1,000,00

04,000,00

0 5 Land Development 0.49% 350,000

6Municipal Health and Enviromental management 8.19%

5,900,000

2,500,000

7 Health and Social Development 0.00%

8 Disaster Management 8.10%5,830,00

02,300,00

0

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9Community Participation and Communication 4.66%

3,350,000

1,600,000

1,700,000

10 Institutional Development 7.23%5,200,00

01,300,00

01,500,00

01,500,00

01,500,00

011 Education 0.00% 12 Safety and Security 0.00% 0 0 0 0

13 Sport Arts and Culture 1.02% 750,0005,800,00

0 850,000 900,0001,000,00

0

TOTAL 100.00%72,000,0

0035,200,0

0051,000,0

0041,400,0

0048,500,0

00

8.2.3 FIVE YEAR CAPITAL INVESTMENT PROGRAMME

PROJPROJECT

RESPONSIBLE IMPLEMENTING

OFFICIAL

IDP CAPITAL

IDP OPERATING CAPITAL INVESTMENT PER FINANCIAL YEAR (R) TOTAL

CAPITAL BUDGET FUNDERNO 07/08 08/09 09/10 10/11 11/12

PRIORITY NO 1: WATER, SANITATION AND DROUGHT RELIEF

DWS - 02 Drought relief planManager: Technical

Services 400,000 400,000 400,000 WDM

New Sewer Mabaleng/AlmaManager: Technical

Services 4,000,000 4,000,000 4,000,000WDM

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DSA -31 Northam Sewer Ext 5 Phase 2 & Ext 7Manager: Technical

Services 10,000,000 10,000,000 10,000,000WDM

TOTAL 14,400,000 14,400,000 - - - - 14,400,000

PRIORITY NO 2: ROADS AND STORMWATER

DRS - 01Development of Roads Management

PlanManager: Technical

Services 2,500,000 2,500,000 1,500,000 WDM

DRS-33 Integrated Infrastructure Master PlanManager: Technical

Services 1,500,000 1,500,000 1,500,000 WDM

DRS - 21Modimolle Access Road Brick Paving of

str. PhahamengManager: Technical

Services 770,000 770,000 770,000 WDM

DRS - 22Bela Bela Access Road Brick Paving of

str PienaarsrivierManager: Technical

Services 300,000 300,000 300,000 WDM

DRS - 23Mookgophong Access Road Brick

Paving of 36th streetManager: Technical

Services 150,000 150,000 150,000 WDM

DRS - 24Lephalale Access Road Tarring of str

MarapongManager: Technical

Services 900,000 900,000 900,000 WDM

DRS - 25/6Thabazimbi Access Road Tarring of str

in NorthamManager: Technical

Services 900,000 900,000 900,000 WDM

DRS - 27Mogalakwena Access Road Regravel and Rehab Mathekga - Moshuka Rd

Manager: Technical Services 200,000 200,000 200,000 WDM

NEWUpgrade of Road Bakenberg to Mapela via Sepherane & Mmahlogo ( D3507)

Manager: Technical Services 6,000,000 6,000,000 12,000,000 18,000,000 WDM

DRS - 30Mogalakwena Access Road Regravel

Rd - Lesodi - MmamatlakalaManager: Technical

Services 100,000 100,000 100,000 WDM

DRS - 31Mogalakwena Access Road - EPWP

Paving of Mahwelereng StrManager: Technical

Services 1,800,000 1,800,000 1,800,000 WDM

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DRS-34Mogalakwena Access Road -Upgrade

gravel to tar Sadoma Road to N11Manager: Technical

Services 1,500,000 1,500,000 10,000,000 10,000,000 10,000,000 10,000,000 41,500,000 WDM

DRS-35Mogalakwena Access Road -Upgrade gravel to tar Segole to Magagamatala

Manager: Technical Services 1,500,000 1,500,000 10,000,000 12,000,000 14,000,000 16,000,000 53,500,000 WDM

DRS-32 Road numbering Manager: Technical

Services 1,500,000 1,000,000 2,500,000 WDM

NewConstruction of bridge Rust de Winter -

small holdings (EPWP)Manager: Technical

Services 3,000,000 3,000,000 3,000,000 WDM

NEW Upgrade of road Bela-Bela - AlmaManager: Technical

Services 1,500,000 1,500,000 15,000,000 15,000,000 15,000,000 20,000,000 66,500,000 WDM

TOTAL 22,620,000 22,620,000 13,500,000 38,000,000 39,000,000 46,000,000159,120,00

0

PRIORITY NO 3: ECONOMIC DEVELOPMENT

DUE - 28Waterberg Economic Development

Agency

Manager: Planning and Economic Development 1,500,000 1,500,000 1,500,000 1,500,000 4,500,000 WDM

DUE 29 Upgrading of the abattoirManager Technical

Services 3,200,000 3,200,000 100,000 1,000,000 4,300,000 WDM

DUE-31 Coordination of District wide LED

Manager: Planning and Economic Development 200,000 200,000 400,000 250,000 850,000 WDM

DUE-34 Construction of Wildlife Centre Manager Technical

Services 3,000,000 3,000,000 3,000,000 6,000,000 WDM

DUE-35 Madisha Goat Co-operative

Manager: Planning and Economic Development 750,000 750,000 750,000 750,000 2,250,000

WDM/LIBSA

DUE-36Livestock farming (C2C Agricultural Co-

opratives)

Manager: Planning and Economic Development 450,000 450,000 450,000 450,000 1,350,000

WDM/EU-LED

DUE-37 Lephalale Agricultural Corridor

Manager: Planning and Economic Development 3,000,000 3,000,000 1,000,000 1,000,000 5,000,000 WDM

325


DUE-38 Tourism Development

Manager: Planning and Economic Development 1,500,000 1,500,000 1,500,000 WDM

TOTAL 7,700,000 5,900,000 13,600,000 7,200,000 4,950,000 0 0 25,750,000

PRIORITY NO 4: TRANSPORT DTR-02 Multi-Modal Transport Facilities

Manager: Planning and Economic Development

1,000,000 4,000,000 5,000,000 WDM

TOTAL 0 0 1,000,000 4,000,000 - - 5,000,000

PRIORITY NO 5: LAND LA - 04 Policy on Sub-Division of Agricultural Land


350,000 350,000 350,000 WDM

TOTAL 350,000 350,000 0 0 - - 350,000 PRIORITY NO.06: MUNICIPAL HEALTH AND ENVIRONMENTAL

MANAGEMENT DSE-06

Identification, auditing and maintenance of landfill sites

Managers Tech. Services 3,000,000 3,000,000 1,000,000 4,000,000 WDM

NEW Waste Management strategy Manager Social Services 300,000 300,000 300,000 WDM

New

Refuse Buy Back centre at Mogalakwena

Manager Social Services 1,200,000 1,200,000 1,200,000

Buyisa-e-Bag

NEW

Strategic Environmental Management Plan

Manager: Social Services 700,000 700,000 700,000 WDM

DHW-07 Municipal Health Plan Manager: Social Services 800,000 800,000 800,000 WDM

DSE - 07

Develop and review air quality plan

Manager: Social Services 600,000 600,000 200,000 800,000 WDM

326


TOTAL 6,600,000 6,600,000 1,200,000 0 - - 7,800,000

PRIORITY NO 8: DISASTER MANAGEMENT

DDM-01 Disaster-Centre-Modimolle Managers Tech. Services 1,400,000 1,400,000 1,400,000 WDM

DDM-02 Disaster-Centre-Lephalale Managers Tech. Services 3,100,000 3,100,000 3,100,000 WDM

DDM-07

Upgrade existing District Disaster Management

Centres Manager Social Services 700,000 700,000 WDM

TOTAL 4,500,000 0 4,500,000 700,000 0 - - 5,200,000

PRIORITY NO 9: COMMUNITY PARTICIPATION AND COMMUNICATION

Communication Manager: Executive Mayor's Office 500,000 500,000 500,000 WDM

Special Projects Manager Executive Mayors Office 1,400,000 1,400,000 1,400,000 WDM

District public participation Manager: Executive Mayor's Office 1,450,000 1,450,000 1,600,000 1,700,000 4,750,000 WDM

TOTAL 3,350,000 3,350,000 1,600,000 1,700,000 - - 6,650,000

PRIORITY NO 10: INSTITUTIONAL DEVELOPMENT

DIN - 17Procurement of movable

assets Manager Corporate Service 3,550,000 3,550,000 2,100,000 500,000 500,000 500,000 7,150,000

WDM and

DLG & H

DIN - 20 Mayoral House Managers Technical Services 2,000,000 2,000,000 2,000,000 WDM

DIN-19 Revise and Develop By-Laws Manager:Corporate Services 500,000 500,000 300,000 1,000,000 1,000,000 1,000,000 3,800,000 WDM

327


NewTraining of volunteer Fire

Fighters Manager Corporate Service 330,000 330,000 330,000 WDM

DIN-021Implementation of IT Master

Plan Manager:Corporate Services 6,800,000 6,800,000 500,000 7,300,000 WDM

TOTAL 5,550,000 7,630,000 13,180,000 2,900,000 1,500,000 1,500,000 1,500,000 20,580,000

PRIORITY NO 13: SPORTS, ARTS AND CULTURE

DSE-01Co-ordination of Sports, Arts

and Culture Manager Social Services 750,000 750,000 800,000 850,000 900,000 1,000,000 4,300,000 WDM

DSC - 06District MPC sport, arts and culture conference facility

Managers Techn. And Social Services 5,000,000 5,000,000 WDM

TOTAL 750,000 750,000 5,800,000 850,000 900,000 1,000,000 9,300,000

PRIORITY NO 14: ELECTRICITY

0 WDM

TOTAL 0 0 0 0 - - 0

GRAND TOTAL 17,750,000 61,600,000 79,350,000 33,900,000 51,000,000 41,400,000 48,500,000254,150,00

0 Minus Counterfunding

1200000- Buyisa E Bag 1250000- DLG&H

2500000- DLG&H74,400,000

328


8.4 INVESTMENT ALLOCATION PER NATIONAL KPA

KPA 1: BASIC SERVICE AND INFRASTRUCTURE DEVELOPMENT

PROJ PROJECT


OFFICIALIDP

CAPITAL

IDP OPERATIN

G CAPITAL INVESTMENT PER FINANCIAL YEAR (R)

TOTAL CAPITAL BUDGET

FUNDER

NO 07/08 08/09 09/10 10/11 11/12

PRIORITY NO 1: WATER, SANITATION AND DROUGHT RELIEF

DWS - 02 Drought relief planManager: Technical

Services 400,000 400,000 400,000 WDM

New Sewer Mabaleng/AlmaManager: Technical

Services 4,000,0004,000,0

00 4,000,000 WDM

329


DSA -31Northam Sewer Ext 5 Phase 2 &

Ext 7Manager: Technical

Services 10,000,00010,000,

000 10,000,00

0 WDM

PRIORITY NO 2: ROADS AND STORMWATER

DRS - 01Development of Roads

Management PlanManager: Technical

Services 2,500,000 2,500,0

00 1,500,000 WDM

DRS-33Integrated Infrastructure

Master PlanManager: Technical

Services 1,500,0001,500,0

00 1,500,000 WDM

DRS - 21Modimolle Access Road Brick

Paving of str. PhahamengManager: Technical

Services 770,000 770,000 770,000 WDM

DRS - 22Bela Bela Access Road Brick Paving of str Pienaarsrivier


DRS - 23Mookgophong Access Road Brick Paving of 36th street


DRS - 24Lephalale Access Road Tarring

of str MarapongManager: Technical

Services 900,000 900,000 900,000

DRS - 25/6Thabazimbi Access Road Tarring

of str in NorthamManager: Technical

Services 900,000 900,000 900,000 WDM

DRS - 27

Mogalakwena Access Road Regravel and Rehab Mathekga -

Moshuka RdManager: Technical

Services 200,000 200,000 200,000 WDM

NEW

Upgrade of Road Bakenberg to Mapela via Sepherane &

Mmahlogo ( D3507)Manager: Technical

Services 6,000,0006,000,0

0012,000,

000 18,000,00

0 WDM

DRS - 30

Mogalakwena Access Road Regravel Rd - Lesodi -

MmamatlakalaManager: Technical

Services 100,000 100,000 100,000 WDM

DRS - 31

Mogalakwena Access Road - EPWP Paving of Mahwelereng

StrManager: Technical

Services 1,800,0001,800,0

00 1,800,000 WDM

DRS-34

Mogalakwena Access Road -Upgrade gravel to tar Sadoma

Road to N11Manager: Technical

Services 1,500,0001,500,0

0010,000,

00010,000,00

010,000,00

010,000,

00041,500,00

0 WDM

330


DRS-35

Mogalakwena Access Road -Upgrade gravel to tar Segole to

MagagamatalaManager: Technical

Services 1,500,0001,500,0

0010,000,

00012,000,00

014,000,00

016,000,

00053,500,00

0 WDM

DRS-32 Road numbering Manager: Technical

Services 1,500,0

00 1,000,000 2,500,000 WDM

NewConstruction of bridge Rust de Winter - small holdings (EPWP)

Manager: Technical Services 3,000,000

3,000,000 3,000,000 WDM

NEWUpgrade of road Bela-Bela -

AlmaManager: Technical

Services 1,500,0001,500,0

0015,000,

00015,000,00

015,000,00

020,000,

00066,500,00

0 WDM

PRIORITY 3:LOCAL ECONOMIC DEVELOPMENT

DUE 29 Upgrading of the abattoirManager Technical

Services 3,200,000 3,200,0

00 100,0001,000,0

00 4,300,000 WDM

DUE-34 Construction of Wildlife Centre Manager Technical

Services 3,000,000 3,000,0

003,000,0

00 6,000,000

Waterberg District Municipali

ty

PRIORITY NO 4: TRANSPORT

DTR-02 Multi-Modal Transport Facilities


1,000,000

4,000,000 5,000,000

TOTAL 0 01,000,0

004,000,0

00 -

-

5,000,000

PRIORITY NO.06: MUNICIPAL HEALTH AND ENVIRONMENTAL MANAGEMENT

DSE-06Identification, auditing and maintenance of landfill sites

Managers Tech. And Social Services 3,000,000

3,000,000

1,000,000 4,000,000


ty

PRIORITY NO 8: DISASTER MANAGEMENT

DDM-01 Disaster-Centre-ModimolleManagers Tech. And

Social Services 1,400,000 1,400,0

00 1,400,000


ty

DDM-02 Disaster-Centre-LephalaleManagers Tech. And

Social Services 3,100,000 3,100,0

00 3,100,000


ty

331



DIN - 020 Mayoral HouseManagers Technical and Corpr.Services 2,000,000

2,000,000 2,000,000


ty

KPA 2: LOCAL ECONOMIC DEVELOPMENT

PROJ PROJECT


OFFICIALIDP

CAPITAL

IDP OPERATIN

GCAPITAL INVESTMENT PER FINANCIAL YEAR

(R)

TOTAL CAPITAL BUDGET FUNDER

NO 07/08 08/09 09/10 10/11 11/12


DUE-31Coordination of District wide

LED

Manager: Planning and

Economic Development 200,000 200,000 400,000 250,000 850,000

Waterberg District

Municipality

DUE-35 Madisha Goat Co-operative


Economic Development 750,000 750,000 750,000 750,000 2,250,000 WDM/LIBSA

DUE-36Livestock farming (C2C

Agricultural Co-opratives)


Economic Development 450,000 450,000 450,000 450,000 1,350,000

WDM/EU-LED

332


DUE-37Lephalale Agricultural

Corridor


Economic Development 3,000,000 3,000,000

1,000,000

1,000,000 5,000,000

Waterberg District

Municipality

DUE-38 Tourism Development


Economic Development 1,500,000 1,500,000 1,500,000

Waterberg District

Municipality

KPA 3: MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DESIGN

PROJ PROJECT


OFFICIALIDP

CAPITAL

IDP OPERATIN

G CAPITAL INVESTMENT PER FINANCIAL YEAR (R)

TOTAL CAPITA

L BUDGE

T FUNDERNO 07/08 08/09 09/10 10/11 11/12


DUE - 28Waterberg Economic Development Agency

Manager: Planning and Economic Development 1,500,000 1,500,000

1,500,000

1,500,000

4,500,000 WD M

PRIORITY NO 5: LAND

333


LA - 04Policy on Sub-Division of

Agricultural Land

Manager: Planning and Economic Development 350,000 350,000 350,000 WDM


DIN - 17Procurement of movable

assetsManager Corporate

Service 3,550,000 3,550,0002,100,0

00 500,000 500,000500,00

07,150,00

0WDM and DLG & H

DIN - 20 Mayoral HouseManagers Technical

Services 2,000,000 2,000,000 2,000,00

0 WDM

DIN-19Revise and Develop By-

LawsManager:Corporate

Services 500,000 500,000 300,0

00 1,000,0

00 1,000,00

0 1,000,

000 3,800,00

0 WDM

NewTraining of volunteer Fire

FightersManager Corporate

Service 330,000 330,000 330,000 WDM

DIN-021Implementation of IT

Master PlanManager:Corporate

Services 6,800,000 6,800,000 500,0

00 7,300,00

0 WDM

KPA 4: FINANCIAL MANAGEMENT AND VIABILITY

No projects were identified for this KPA

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

334


PRIORITY NO 9: COMMUNITY PARTICIPATION AND COMMUNICATION

CommunicationManager: Executive

Mayor's Office 500,000 500,000 500,000


ty

Special ProjectsManager Executive

Mayors Office 1,400,000 1,400,000 1,400,0

00


ty

District Public ParticipationManager: Executive

Mayor's Office 1,450,000 1,450,000 1,600,00

0 1,700,0

00 4,750,0

00


ty

PRIORITY NO 13: SPORTS, ARTS AND CULTURE

DSE-01

Co-ordination of Sports, Arts and Culture

Manager : Office of the Executive Mayor 750,000 750,000

800,000

850,000

900,000

1,000,000

4,300,000


ty

8.5 OUTPUT PERSPECTIVE8.5.1 Strategic Goal 1: To provide a sound district regulatory framework

OBJECTIVES / KPA

PERFORMANCE

INDICATORSOUTPUTS

2006 / 2007 2007 / 2008 Quarterly outputsApril – June July – Sept. Oct. – Dec Jan - March April – June

Policy instruments

New policy instruments

New policy instruments

335


(Policies, Strategies, Standards,Plans,Guidelines, Standard operating procedures )

planned versus milestones met (%)


Ad hoc regulatory input requested versus provided (%)

Integrated infrastructure master plan

1st Draft master plan

Stakeholder consultation report

Final draft master plan submitted for approval

Implementation progress report


o Water service development plan

Final draft water service development plan submitted for approval





o Electricity master plan

1st Draft electricity master plan submitted for approval





o Fleet master plan

1st Draft fleet master plan submitted for approval





o Integrated transport plan (ITP)

Final Draft ITP submitted for approval





o Building master plan

1st Draft building master plan submitted for approval





o Integrated roads and storm water master plan

1st Draft roads and storm water master plan submitted for approval





o Drought Relief Plan

336


Policy instruments

(Policies, Strategies, Standards,Plans,Guidelines, Standard operating procedures )

New policy instruments planned versus milestones met (%)


Ad hoc regulatory input requested versus provided (%)

District social development plan milestones met (%)

o Sanitation and waste water master plan

N/A 1st Draft sanitation and waste water master plan submitted for approval




Integrated District / Local Economic development plan

N/A Final draft submitted for approval

Local economic development implementation plan




o District broad based black economic empowerment policy

1st Draft District broad based black economic empowerment policy


Final draft policy submitted for approval




o District Entrepreneurial support policy

1st Draft Entrepreneurial support policy






o IDP co-ordination

District IDP co-ordination implementation plan milestones met (%)

Reviewed IDP Reviewed 2007/08 approved

2008/09 IDP review process plan approved


o Social development

Social Development Master Plan approved

Frameworkapproved

1st draft submitted for adoption

Stakeholders consultation report

Final plan submitted for approval

337


o Crime prevention strategy

1st Draft






o Integrated sports, arts and culture policy

1st Draft






o District Youth development implementation plan

1st Draft






o District HIV and AIDS implementation plan

1st Draft







o District Gender policy implementation plan

1st Draft







338


o District Disability policy

1st Draft







Local municipality institutional support plan

1st Draft







District IGR policy framework

1st Draft







Municipal health services plan

N/A 1st Draft






339


o Water quality monitoring management plan

1st Draft






o Conservation management plan

1st Draft Stakeholder consultation reportFinal draft policy submitted for approval





o Audit policy






o Risk management strategy






o Resources management strategies

1st Draft Stakeholder consultation report

Final Draft policy submitted for approvalImplementation progress report




o Knowledge management strategy

1st Draft Stakeholder consultation report

Final Draft policy submitted for approvalImplementation progress report




340


o Environmental /Conservation Management Plan

1st Draft



Implementation progress report (IDP performance review reports based on SDBIP )

Implementation progress report (IDP performance)IDP review frameworkIDP review process planBudget review process plan

Implementation progress report (IDP performance review reports based on SDBIP )

Implementation progress report (IDP performance review reports based on SDBIP)

o District Spatial development framework

1st Draft review Stakeholder consultation reportFinal draft policy review submitted for approval





Disaster risk management plan (Water quality , fire, etc)


Final draft policy review submitted for approval





Regulatory input report

Report as required

Report as required

Report as required

Report as required Report as required

Legislative/Legal instruments

(Bylaws, agreements)

New legislative instruments planned versus milestones met (%)

Legislative instruments planned to be

New legislative/legal instruments Bylaw

development project plan

1st DraftStakeholder consultation reportFinal Draft submitted for approval

Project implementation progress report




341


reviewed versus reviewed (%)

Municipal services implementation Agreements development plan






Status monitoring

(Surveys, Surveillance, Detections,Assessments,Sampling,Metering,Testing)


Ad hoc status monitoring requests received versus conducted (%)



Compliance monitoring recommendations implementation report per approved schedule

Report as required

Report as required

Report as required


Ad hoc compliance monitoring service report

Report as required

Report as required

Report as required


Status monitoring recommendations implementation report per approved schedule

Report as required

Report as required

Report as required


Ad hoc status monitoring service report

Report as required

Report as required

Report as required


Authorisation decisions

(Permits,

Authorisation applications

Authorisation decisions report

Report as required

Report as required

Report as required


342


Certification)

received versus finalised within prescribed time (%)

Legislative/Legal instruments

(Bylaws, agreements)

New legislative instruments planned versus milestones met (%)

Legislative instruments planned to be reviewed versus reviewed (%)

New legislative/legal instruments Bylaw

development project plan






Municipal services implementation Agreements development plan






Status monitoring

(Surveys, Surveillance, Detections,Assessments,Sampling,Metering,


Ad hoc status monitoring requests

Compliance monitoring recommendations implementation report per approved schedule

Report as required

Report as required

Report as required


Ad hoc compliance monitoring service report

Report as required

Report as required

Report as required


343


Testing) received versus conducted (%)



Status monitoring recommendations implementation report per approved schedule

Report as required

Report as required

Report as required


Ad hoc status monitoring service report

Report as required

Report as required

Report as required


Authorisation decisions

(Permits, Certification)

Authorisation applications received versus finalised within prescribed time (%)

Authorisation decisions report

Report as required

Report as required

Report as required


344


8.5.2 Strategic Goal 2: To promote sound management capacity in the district municipal area

OBJECTIVES / KPA

PERFORMANCE

INDICATORSOUTPUTS

2006 / 2007 2007 / 2008 Quarterly outputsApril – June July –

Sept.Oct. – Dec Jan -

MarchApril – June

Technical training / advisory services

(Technical advice / consultation,Information sharing)



Technical training / advisory service report

Report as required

Report as required

Report as required

Report as required

Report as required

Training interventions schedule per district service delivery area

1st Draft


Final draft submitted for approval





Awareness creation

(Campaigns, Events, Workshops, Seminars, Conferences, Workshops Publications)

Awareness interventions planned versus conducted (%)

Promotional material required versus requirements submitted timeously to

Awareness intervention schedule per municipal area

1st Draft


Final draft submitted for approval





District Information Publications schedule

Publish upon approval





345


relevant support services (%)

Media coverage report (Radio, TV, Print, etc)

Media coverage report with an intervention plan

Report on implementation of recommendations








Implementation report on recommendations

Events/Campaigns/Seminars/ workshop/ schedule






Stakeholder institutional arrangements management

(Forum establishment / development,SLA, MOUs, Performance monitoring,

Stakeholder forums planned to be established versus established (%)

Forums functionality gaps identified versus

New Stakeholder Forums establishment / disestablishment report

Report submitted to council





Stakeholder capacity development report

Report as required

Report as required

Report as required

Report as required

Report as required

New SLA’s / MOU’s / Agreements report






346


Contract management )

recommendations made (%)

SLAs / MOUs / Agreements planned versus submitted for signature (%)

Stakeholder directory

1st Draft


Final draft policy submitted for approval Component





347


8.5.3 Strategic Goal 3: To implement district municipal services

OBJECTIVES / KPA

PERFORMANCE INDICATORS OUTPUTS

2006 / 2007 2007 / 2008 Quarterly outputsApril – June July –

Sept.Oct. – Dec Jan -

MarchApril – June

Infrastructure development

Infrastructure planned to be developed versus milestones met (%)




10 km road development (rehabilitation and regravelling) (against a backlog of 11 000 km)

Project completion report

Mayoral house (Modimolle)

Architects appointed

Technical designs approved

Contractor appointed


Additional office Space

Council approval(Technical designs etc.)





Rehabilitated Landfill sites

Contractors appointed




Upgraded abattoir


Project implementation report


Wild Life Centre

Technical design approved





Northam Sewer Treatment Plant

Consultants appointed






348


Upgraded Radium to Syferskuil road







Upgraded road Segole to Magagamatala







Transport Management

District integrated Transport management plan milestones met(%)

Multi-Modal Facilities N/A1st Draft project plan approved




Disaster Management

District disaster risk management plan / framework milestones met (%)

Disaster Centres in Modimolle and Lephalale

Contractors appointed



50 Disaster Risk Management volunteers trained per Local Municipality



50% of Volunteers trained



Compatible Disaster Risk Management IT System (integrate to master systems plan)






349


8.5.4 Strategic Goal 4: To ensure effective support services

OBJECTIVES / KPA

PERFORMANCE INDICATORS OUTPUTS

2006 / 2007

2007 / 2008 Quarterly outputs

April – June

July – Sept.

Oct. – Dec Jan - March April – June

Corporate governance practices

(Compliance management, best practices management, risk management)

Audit queries received versus responded to (%)

Compliance to regulatory framework (%)

Audit query response report

Report submitted to Council




Report as required

Compliance report against internal municipal policies





Report as required

Compliance report against regulations of external stakeholders





Report as required

Best practices

Business management / leadership

(Strategic positioning, Business performance management, Business culture development, Stakeholder relations, Service delivery, Corporate governance)

Organisational culture / employee satisfaction rating (%)

Business targets met (%)

Client satisfaction rating (%)

Internal services level charters required versus signed (%)

Internal stakeholder consultative

Strategic plan Final Draft submitted to Council for approval

Progress report

Progress report

Strategic plan 2008 / 09

Progress report

Operational plan Final Draft submitted to Council for approval

Progress report

Progress report

Develop 2008 / 09 Operational Plan

Progress report

Reviewed structure Final Draft submitted to Council for approval

Reviewed structure requirements submitted

An improvement plan based on the employee satisfaction survey results (if measured by the Municipality)

Survey report

Developed improvement plans



350


forums planned to be established versus established (%)

Improvement plans based on stakeholder satisfaction feedback

Stakeholder satisfaction survey report

Developed improvement plans


Stakeholder satisfaction feedback review Implementation progress report

Internal municipality service level charters

Final Draft submitted to Council for approval

Report as required

Report as required

Report as required

Report as required

Internal consultative stakeholder forums (within Municipality)

Report on municipal internal decision making / management processImplementation plan to address gaps / deficiencies





Visits / meetings report External Municipality Structure of

external municipality visits report approved





International Structure of external municipality visits report approved





351


Business assets management People

management

Budgeted positions filled (%)

Skills development plan targets met (%)

Additional human resource capacity required versus business case provided (%)

Human resource required versus requirements submitted timeously (%)

Interns trained (n)

Vacancy rate report Vacancy rate report structure approvedImplementation progress report





Skills development plan


Skills development plan 2007 / 2008





Skills development plan 2008 / 2009

Human resources deficit report

Business case as required





Individual performance management system

Review current performance management system and adapt to current needs

approved PMS implementation report





Performance management capacity intervention plan

Approved project plan





Performance assessment reports

Organisational Assessment report

Assessment report

Assessment report

Assessment report

Assessment report

Interns training report Report Report Report Report ReportFinancial management

Variance on budget spent (%)

Variance reports Expenditure report

Expenditure report

Expenditure report

Expenditure report

Expenditure report

352


Information / knowledge management

Knowledge planned to be documented versus documented (%)

Website updates required versus content submitted timeously (%)

Knowledge documentation plan

Plan on identified knowledge to be documented





Website content structure approved

Draft website online for internal consumption and approvalDistrict website online for public consumptionSubmit website content as required





ICT management

ICT developments / procurement planned versus requirements submitted timeously to ICT component (%)

Core systems development planned GIS strategic

information reports GIS reports GIS reports GIS reports GIS reports GIS reports

MUN Master system plan

Master system plan submitted for approval





Asset management

(fixed assets and consumables)

Assets data integrity rating (%)

Assets required versus requirements submitted timeously (%)

Assets establishment / improvement plan

Final Draft approved





353



Programmes / projects completed within time (%)


Programme / project reports

Report as required

Report as required

Report as required

Report as required

Report as required

Development Agency Project initiation report approved

Business plan approved




Contract management

Contractor performance rating (%)

Contractor performance report

Report as required

Report as required

Report as required

Report as required

Report as required

354


SECTION D

355


356


INTEGRATION PHASE

9.1 INTRODUCTION

With the Integration Phase of the IDP process the Municipality ensures that project proposals conform to

objectives and agreed strategies with resource frames (financial and institutional) and with legal requirements.

357


Moreover, the individual project proposals have to be scheduled in terms of content, location and timing in order

to arrive at consolidated integrated programmes for the municipality, as well as sector agencies or corporate

services providers involved in the provision of services. The purpose of this section is to report on and ensure that

national and provincial guidelines related to crosscutting dimensions are adequately considered. This was

achieved by the drafting of various inter-sector programmes, as prescribed in the Municipal Systems Act, 2000

(Act 32 of 2000), other legislation, and the IDP Guide Packs. Please note that the Waterberg District Municipality

had insufficient resources for the drafting of specific sector plans/programmes to the required level of detail in all

instances. Only the plans/programmes essential to the IDP process at this point in time have, therefore, been

drafted, as required.

9.2 INTEGRATED SECTOR PROGRAMMES

9.2.1 ROADS AND TRANSPORT (ROADS AGENCY LIMPOPO)

358


PROJECT NAME LOCATION DESCRIPTION STARTING DATE

COMPLETION DATE

BUDGET (RANDS)2006/07

2007/08 2008/09

Road D3500/D4380 GaKgabudi to Mapela to Bakenburg

Upgrading of road (Gravel to tar) (34.5 kmkm)

11/08/2005 10/05/2007

28 000 000

15 000 000 30 000 000

Roads D3110 Ga-Seleka to Shongoane

Upgrading of road (Gravel to tar) ( 28.8 km)

22/08/2005 22/07/2007

30 000 000

20 792 000 0

Roads D1897 Radium Road (P1/3 –NW/Cyferskuil)

Upgrading of road (Gravel to tar) (7.3 km)

7 000 000

11 200 000 0

Roads D2533/D1000 Mabula/Mabalingwe: Rietspruit to Flora

Upgrading of road (Gravel to tar) (12 km )

29/08/2006 29/05/2007

8 000 000

8 758 000 0

Road D1711 Marken to Rebone

Upgrading of road (Gravel to tar) (31 km ) (Design Only at the moment)

5 000 000

0 0

Roads D1231/D3363/D3371

Mokopane to GaMashashane

Upgrading of road (Gravel to tar) (29 km ) (Design Only at the moment)

5 000 000

0 20 000 000

Roads P20-1/D1234/D869/D1309/D2702

Koedoeskop to Northam to Dwaalboom (PPC):50/50

Upgrading of road (Gravel to tar) (Design Only at the moment)

5 000 000

35 000 000 0

Road P19/1 Mokopane to Kloof Pass to Marken

Maintenance 0 20 000 000 0

Road D192 Kgopong to Makekeng

Upgrading of road (Gravel to tar)

0 4 000 000 0

Road D3521 Road D192 to Mabuladithlare

Upgrading of road (Gravel to tar) (7.8 km)

October 2005

11/10/2006

3 000 000

0 0

TOTAL 91 000 000

94 750 000

50 000 000

359


ROAD No. ROAD PARTICULARS LENGTH km

DISTRICT

COST ESTIMATE

05/06

06/07

07/08

08/09

09/10

10/11

Remaining

D2460/ D184/

D1629/ D113

From road D2460 to road D112 23 Waterber

g 46,0

00,000 6 10 10 10 10 0

D2702Dwaalboom to road D1173 (border-line with Botswana)

36 Waterberg

72,000,000 12 15 15 15 15 0

D180, D178, P240/1

Bela Bela to Alma 47 Waterberg

94,000,000 14 20 20 20 20 0

D192 GaMotlana to GaMalekwa to GaRapadi 45 Waterber

g 90,0

00,000 20 15 15 20 20 0

D1689, D1754,

Steilloop to Melinda to Mokurwanyane 46 Waterber

g 92,0

00,000 15 20 15 20 22 0

D1897 Radium to Cyferskuil 7 Waterberg

14,000,000 14 0

D928 Marekeli National Park to Leeupoort 36 Waterber

g 72,0

00,000 10 15 15 15 17 0

D2001 Lephalalle to Stockpoort Border-post 35 Waterber

g 70,0

00,000 10 15 15 15 15 0

P20/2,D1234 Koedoeskop to Northam 22 Waterber

g 44,0

00,000 10 10 10 10 4 0

D908,D1038

Rietspruit to Zandrivier to Rhenosterpoort to Donkerpoort

50 Waterberg

100,000,000 20 20 20 20 20 0

D924,D934Hartbeestlaagte to Nysvley Nature Reserve to Blindesfontein to Middelplaats

33 Waterberg

66,000,000 11 10 15 15 15 0

D1958Nokayamatlala to GaMalokwa to GaMolaka to Mapela to Mmahlogo to

34 Waterberg

68,000,000 8 10 15 15 20 0

360


Groenfontein 414 828,0

00,000 136 160 179 175 178 0 0

ROADS AND TRANSPORT ( ROADS AGENCY LIMPOPO)

9.2.2 SAFETY AND SECURITY

SA POLICE SERVICE (LIMPOPO) INFRASTRUCTURAL PROJECTS FOR 2007/2008 – 2009/2010

PROJECT NAME

LOCATION PROJECT STATUS

BUDGET 2007/2008

PREVIUOS WXPENDITURE ON THE PROJECT

FUNDING SOURCES

RESPONSIBLE AGENT

Building of Police Stations

Tolwe - R 17 000 000

- SAPS SAPS

Waterpoort - R 24 000 000

- SAPS SAPS

Vaalwater - R 36 000 000

- SAPS SAPS

Roedtan - R 34 000 000

- SAPS SAPS

9.2.3 HOUSING DEVELOPMENT

Project Name District Municipality Location No of Erven YearHOUSING WATERBERG MODIMOLLE Phagameng.(Ext 4) 1003 2007/2008

Financial y

361


HOUSING WATERBERG Mookgopong Naboomspruit(Ext 6)

500 2007/2008 Financial .

HOUSING WATERBERG LEPHALALE Marapong (Ext 4) 1356 2007/2008 Financial year.

HOUSING

HOUSING

WATERBERG

WATERBERG

MOGALAKWENA

Bela-Bela

POTGIETERSUS Ext 20

RADIUM

1475

350

2007/2008 Financial year.

2007/2008 Financial year

9.2.4 HEALTH AND SOCIAL DEVELOPMENT

Project Name District L/Municipality

Overall Project Budget

Implementing agent

2005/06

2006/07 2007/08 2008/09

CLINIC BUILDING AND UPGRADE PROGRAMME

Thabaleshoba HC

Waterberg Mogalakwena R34m Public Works

R1.4m R10m R21m R2m

Chalema Waterberg Mogalakwena R3.8m Public Works

R3.8m

Bela Bela Waterberg Bela Bela R3.2m Public Works

R3.8m

Vaalwater Waterberg Modimolle R3.2m Public Works

R3.8m

Regorogile 2 Waterberg Thabazimbi R3.2m Public Works

R3.8m

Smashersblo Waterberg Tabazimbi R3.2m Public R3.8m

362


k WorksPiennarsrevier

Waterberg Bela-Bela R3.2m Public Works

R3.9m

Beauty Waterberg Lephalale R3.2m Public Works

R3.9m

CLINIC WATER SUPPLYSettlers Waterberg Bela Bela R100,000.

00DWAF R100,000

.00Kroomdraai Waterberg Thabazimbi R100,000.

00DWAF R100,000

.00Vaalkop Waterberg Mogalakwena R100,000.

00DWAF R100,000

.00Mapela Waterberg Mogalakwena R100,000.

00DWAF R100,000

.00Mosesetjane Waterberg Mogalakwena R100,000.

00DWAF R100,000

.00

CLINIC SANITATION PROGRAMME

Abbotspoort Waterberg Lephalale R114,000.00 DWAF R114,000.00

Bavaria Waterberg Mogalakwena R114,000.00 DWAF R114,000.00

Bokwalakwala

Waterberg Mogalakwena R114,000.00 DWAF R114,000.00

Kroomdraai Waterberg Thabazimbi R114,000.00 DWAF R114,000.00

Lekhureng Waterberg Mogalakwena R114,000.00 DWAF R114,000.00

Mankuwe Waterberg Mogalakwena R114,000.00 DWAF R114,000.00

Seleka Waterberg Lephalale R114,000.00 DWAF R114,000

363


.00Shongoane Waterberg Lephalale R114,000.00 DWAF R114,000

.00Vaalkop Waterberg Moglakwena R114,000.00 DWAF R114,000

.00

Project Name

District L/Municipality


Implementing agent

2005/06

2006/07 2007/08

2008/09

HOSPITAL UPGRADE AND BUILDING PROGRAMEThabazimbi Waterberg Thabazimbi 63,000,000 Public

works7,m 12m 34m 10m

EMERGENCY MEDICAL SERVICESWarmbaths Waterberg Bela Bela R3,600.000 Public

Works R3,600.000

Thabazimbi Waterberg Thabazimbi R3,600.000 R3,600.000

STAFF ACCOMMODATIONThabazimbi Waterberg Thabazimbi Budget

centralizedR87,000,000

Public Works

All All

Witpoort Waterberg Lephalale Public Works

All All

Ellisras Waterberg Lephalale Public Works

All All

George Masebe

Waterberg Mogalakwena Public Works

All All

Voorttrekker Waterberg Mogalakwena

364


FH Odendaal

Waterberg Modimolle Public Works

All All

Warmbaths Waterberg Bela BelaMokopane Waterberg MogalakwenaMookgophong H C

Waterberg Mookgophong

Project Name

District L/Municipality


Implementing agent

2005/06

2006/07 2007/08 2008/09

NURSING COLLEGESMokopane Waterberg Mogalakwena R22m Public

WorksR1m R13m R8m

FORENSIC PATHOLOGY SERVICES MORTUARIES (FPSM)Warmbaths Waterber

gBela Bela R8,8 m Public

WorksR8,8m

Mokopane Waterberg

Mogalakwena R10m R10m

Project Name District L/Municipality


Implementing agent

2005/06

2006/07 2007/08 2008/09

SOCIAL DEVELOPMENT FACILITIESModimole one-stop centre

Waterberg

Modimole R3.5m Public Works

R3.5m

Rapadi satellite Waterberg

Mogalakwena R1.8m Public Works

R1.8m

Steenbokpan satellite

Waterberg

Lephalale R1.8m Public Works

365


Tolwe satellite Waterberg


R1.8m

Northam satellite Waterberg

Thabazimbi R1.8m Public Works

R1.8m

Rooiberg satellite Waterberg

Thabazimbi R1.8m Public Works

R1.8m

Lesodi satellite Waterberg


R1.8m

Pienarsrivier satellite

Waterberg

Belea-Bela R1.8m Public Works

R1.8m

Shongoane satellite

Waterberg


R1.8m

Vingerkraal satellite

Waterberg

Bela-Bela R1.8m Public Works

R1.8m

Mosesetjani satellite

Waterberg


R1.8m

Mattenau satellite Waterberg


Ri.8m

VICTIM EMPOWERMENT CENTRES (VEPs)Bela-Bela Waterber

gBela-Bela R600,000.

00Public Works

R600,000.00

Mookgopong Township

Waterberg

Mookgopong R600,000.00

Public Works

R600,000

Rebone Waterberg

Mogalakwena R600,000.00

Public Works

R600,000

Northam Waterberg

Thabazimbi R600,000.00

Public Works

R600,000

Thushang Waterberg


Public Works

R600,000

DROP-IN CENTERSPhagameng Waterber Modimole R700,000. Public R700,000

366


g 00 Works .00Bakenberg Waterber

gMogalakwena R700,000.

00Public Works

R700,000

Moshate Waterberg


Public Works

R700,000.00

R700,000

9.2.5 ENVIRONMENT, TOURISM AND ECONOMIC DEVELOPMENT

PROJECT NAME LOCATION PROJECT AMOUNT

SOURCE OF FUNDING

Thutlane sacred site Mogalakwena Municipality

R 1 500 000 DEDET

Telekishi Ramasobana Hospital;ity and Tourism Co-operative

Mogalakwena Municipality

R 31 000 DEDET

Moepel Eco-tourism Mogalakwena Municipality

R5 000 000 DEDET

Melkbos Community Based Conservation Enterprise

Lephalale Municipality DEDET

Babirwa Small Scale Mining Pebble Collection Mogalakwena Municipality

R 1 500 000 DEDET

Upgrading of the Marakele National Park Thabazimbi Municipality

R 7 287 953 DEDET

367


9.3 CAPITAL INVESTMENT PROGRAMMES OF LOCAL MUNICIPALITIES

9.3.1 THABAZIMBI LOCAL MUNICIPALITY

PRIORITIES LINKED OBJECTIVES OF THE PGDS: IMPROVING THE QUALITY OF LIFEPRIORITY NO.1: WATER AND SANITATION

PROJECT NO.

PROJECT DESCRIPTION Responsible Implementing department

2006/07 2007/08 2008/09 2009/10TOTALCAPITALBUDGET

FUNDER

PRIORITY NO.1: WATER SUPPLY / PRIORITIES LINKED OBJECTIVE OF THE PGDS: IMPROVING THE QUALITY OF LIFE LTW -01

Temporary water at Schilpadnest.

Manager: Tech. Services

- -5 000 000 3 000

00010 000 000

DWAF

LTW – 04

Rooiberg Bulk Water. Manager: Tech. Services

7 361 040

9 827 599-

- -17 188 639

MIG

368


LTW – 09(new)

Thabazimbi Upgrading of Bulk water System – Pump Station to reservoir

Manager :Tech. Services -

5 000 000

8 000 000-

13 000 000

DWAF

LTW- 13

Northam upgrading of water network

Manager :Tech. Services -

2 000 000

3 000 000 - 5 000 000DWAF

LTW-17 Thabazimbi: Marakele bulk water pipeline


-2 000 000

3 000 000 - 5 000 000 DWAF

LTW-18 Regorogile extension 6 and 7 water reticulation


3 900 000

- - - 3 900 000 TLM/MIGDWAF

LTW-26 Thabazimbi upgrading borehole water scheme


- 1 400 000

3 600 000 - 5 000 000 DWAF

369


PROJECT NO.

PROJECT DESCRIPTION

Responsible Implementing department

2006/07 2007/08

2008/09 2009/10TOTALCAPITALBUDGET.

FUNDER

PRIORITY NO.1: SANITATION/ PRIORITIES LINKED OBJECTIVE OF THE PGDS: IMPROVING THE QUALITY OF LIFE LTS – 01

Northam Waste Water Treatment Plant


- 5 350 000

6 500 000 - 12 000 000

DWAF

LTS – 07

Northam Sewer Reticulation ext 7

Manager: Tech. Services - 2 000

0003 663 000 5 663 000

DWAF

LTS – 13

Thabazimbi Waste Water treatment plant

Manager: Tech. Services - 7 000

0006 000 000

-13 000 000

DWAF

LTS - 16

Regorogile extension 6 & 7 bulk network

Manager: Tech. Services 3 900

000- -

-3 900 000

DWAF DLGH

LTS – 17(new)

Provision of Sanitation facilities at Letswai Metsi

Manager: Tech. Services 100 000 50 000 25 000

-175 000

ANGLO PLATINUM

PROJECT NO.

PROJECT DESCRIPTION Responsible Implementing department

2006/07 2007/08


FUNDER

PRIORITY NO.2: ELECTRICITY/ PRIORITIES LINKED OBJECTIVE OF THE PGDS: IMPROVING THE QUALITY OF LIFE

319


LTEL - 17

Installation of new streetlight and high masts: Rooiberg, Northam and Regorogile

Manager: Tech Services 545 731 3 878

269- - 4 674

000

TLM / MIG

LTEL – 19

Electrification of Regorogile ext 6 and 7


100 000 688 000 - -

788 000 DME

PROJECT NO.

PROJECT DESCRIPTION


2006/07 2007/08


FUNDER

PRIORITY NO. 3: ECONOMIC DEVELOPMENT / PRIORITIES LINKED OBJECTIVE OF THE PGDS: GROWING THE ECONOMY

LTPED – 02

Local Economic Strategy

Manager: Planning 280 000 150

000150 000

-580 000

TLMDLGH

LTPED – 07

Spatial Development Framework

Manager: Planning 180 000 100

000100 000

-380 000

TLMDBSA

LTPED – 09

Development of a Cultural Village/ Strydom House

Manager: Planning 150 000 1 500

0001 500 000

-2 150 000

TLM/ DBSAEU

LTPED – 13

Butterland Bakery Health and Social Development

160 000 100 000

100 000 - 360 000

Dept of Soc. Dev.

LTPED-18

Women of Integrity Bakery Project

Health and Social Development 250 000 200 100 000

-550

Dept of Soc. Dev.

320


000 000LTPED-20

Kanana Bakery Project

Health and Social Development 127 000 127

000100 000

-354 000

Dept of Soc. Dev.

LTPED-21

Kromdraai Vegetable Garden

Health and Social Development 93 000 186

00093 000

-372 000

Dept of Soc. Dev.

PROJECT NO.

PROJECT DESCRIPTION

Implementing department 2006/07 2007/0

82008/09 2009/10

TOTALBUDGET. FUND

ERPRIORITY NO. 4: ROADS AND STORM WATER/ PRIORITIES LINKED OBJECTIVE OF THE PGDS: IMPROVING THE QUALITY OF LIFE & GROWING THE ECONOMY LTRS – 05

Paving/ Tarring Of Rooiberg Internal Roads.


- - 3 307 500

1 417 500 4 725 000

MIG

LTRS – 06

Paving/ Tarring of Regorogile Internal roads.


568 000 5 395 443

- - 5 964 000MIG

LTRS – 26

Paving of Northam internal roads


- -4 630 500

1 984 500

6 615 000 MIG

PROJECT NO.

PROJECT DESCRIPTION

Implementing department 2006/07 2007/0

82008/09 2009/10

TOTALBUDGET. FUND

ERPRIORITY NO.5: SOLID WASTE AND ENVIRONMENT/ PRIORITIES LINKED OBJECTIVE OF THE PGDS:

321


IMPROVING THE QUALITY OF LIFE LTSE – 01

Upgrading of Regorogile Cemetry

Manager: Social Services - - 2 500

000

2 500 000 MIG

PROJECT NO.

PROJECT DESCRIPTION


2006/07 2007/08


FUNDER

PRIORITY NO.7: HOUSING AND TRANSPORT/ PRIORITIES LINKED OBJECTIVE OF THE PGDS: IMPROVING THE QUALITY OF LIFE LTHT – 01

Housing at Northam Manager: Social Services

- 1 500 000

2 400 000

- 3 900 000 DLGH

LTHT – 02

Housing for Rooiberg residents

Manager: Social Services

- 2 000 000

1 685 000

-3 685 000

DLGH

LTHT - 03

Housing for Thabazimbi/ Regorogile

Manager: Social Services -

3 000 000

3 633 000

- 3 633 000 DLGH

LTHT - 04

Housing for Schilpadnest residents


- - 3 500 000

4 000 000 7 500 000 DLGH

LTHT – 05

Housing for Raphuthi and Koedoeskop Residents (Farms)


- 1 100 000

2 200 000

- 3 200 000 DLGH

LTHT - 06

Regorogile ext 3 & 4 upgrading of old RDP houses


- 1 500 000

1 500 000

3 000 000 6 000 000 DLGH

LTHT - Housing at Northam Manager: Social - 2 300 2 320 - 4 600 000 DLGH

322


07 Residents (PHP) Services 000 000LTHT - 08

Housing for Rooiberg Residents (PHP)


- 1 500 000

2 100 000

- 3 600 000 DLGH

LTHT - 09

Promotion of Road Safety


- 100 000

100 000 - 200 000 DLGH

LTHT - 10

Housing for Dwaalboom


- 100 000

1 000 000

- 1 100 000 DLGH

LTHT - 11

Housing Development of middle cost income


- 100 000

2 100 000

- 3 100 000 DLGH

PROJECT NO.

PROJECT DESCRIPTION


2006/07

2007/08 2008/09 2009/10TOTALCAPITALBUDGET.

FUNDER

PRIORITY NO.12: INSTITUTIONAL / PRIORITY LINKED OBJECTIVE OF THE PGDS: GROWING THE ECONOMY LTI - 01

New Civic Centre Manager: Corporate Services

- 1 500 000

22 000 000 -23 500 000

TLM

LTI – 05

Municipal Internet Website

Manager: Corporate Services

-150 000 - - 150 000

TLM

LTI – 15

Development of Performance Management Systems


-350 000 150 000

-500 000

TLM

LTI – 16

Fleet monitoring system

Manager: Corporate - 200 000 300 000

-500 000

TLM

323


ServicesLTI – 17

Integrated Human Resource Management Strategy


- 350 000 --

350 000TLM

LTI – 18

Anti corruption and Fraud strategy


- 250 000 250 000-

500 000TLM

LTI – 19

Review Skills Development Plan


- 250 000 250 000 - 500 000TLMMSIG

LTI – 20

Revenue enhancement strategy


- 400 000 200 000 - 600 000DBSAMSIG

LTI – 21

Compilation of asset registry


500 000

- - 500 000TLMDBSA

PROJECT NO.

PROJECT DESCRIPTION


2006/07 2007/08


FUNDER

13. SPORTS ARTS AND CULTURE/ PRIORITIES LINKED OBJECTIVE OF THE PGDS: IMPROVING THE QUALITY OF LIFE LTSAC-01

Construction of Regorogile multi purpose sports centre

Manager: Social Services 314 332 3 285 6

68- - 3 600 000

MIG

LTSAC- Upgrading of Manager: Social MIG

324


02 extensions of Northam Sports Facility

Services 61 000 939 000 - 1 000 000

LTSAC-03

Construction of Raphuthi Multi sports facility

Manager: Social Services 50 000 150 000 100 000 300 000

ANGLO PLATS TLM

LTSAC-04

Construction of Regorogile Multi purpose Sports Centre

Manager: Social Services 975 721 1 424 2

79- - 2 400 000 MIG

5-YEAR CAPITAL INVESTMENT PLAN OF LEPHALALE LOCAL MUNICIPALITY.

PROJ NO PROJECT

RESPONSIBLE MANAGER

IDP PROJECTS FUNDER

07/08 08/09 09/10 10/11 11/12

TOTAL BUDGET

OPERAT

CAPITAL

PRIORITY NO 1: WATER AND SANITATION 1 RESERVOIR MR.TLHAK 4 070 4 070 4 MIG

325


ONVERWACHT O 070

2 MOKURUANYANE RWSMR.TLHAKO 2 500 2 500

2 500 MIG

3

REFURBUSHMENT OF WATER PIPES Marapong,Onverwacht,Town

MR.TLHAKO 2 000 2 000

2 000

LM,DWAF

4 WITPOORT RESERVOIRMR.TLHAKO 1 400 1 400

1 400 MIG

5 SANITATION VILLAGESMR.TLHAKO 5 000 5 000

5 000 LM,MIG

TOTAL 13 57013 570

13 570

PRIORITY NO 2: ROADS,STROM WATER & PUBLIC WORKS

6LEPHALALE ACCES ROADS

MR.TLHAKO 900 900 900

LM,WDM

TOTAL 900 900 900

PRIORITY NO 3: HOUSING

7

MARAPONG X2 CONSTRUCTION OF ROADS

Me. COCQuYT

40

40

40 LM

8 RURAL HOUSING: CONSTRUCTION OF 243

Me. COCQuYT

3 717 3 717 3 717

DPLG

326


HOUSES

9

RURAL HOUSING: CONSTRUCTION OF 108 HOUSES

Me. COCQuYT 2 138 2 138

2 138 DPLG

10

STEENBOKPAN HOUSING: CONSTRUCTION OF 150 HOUSES

Me. COCQuYT 4 789 4 789

4 789 DPLG

11

MARAPONG X3: CONSTRUCTION OF 306 HOUSES (redevelopment hostels)

Me. COCQuYT 11 628 11 628

11 628 DPLG

12

THABO MBEKI AND THABO MBEKI X1 SURVEY

Me. COCQuYT 10

10 10 LM

13ACCREDITATION OF HOUSING DIVISION

Me. COCQuYT 5

5 5 LM

14

MARAPONG X4 CONSTRUCTION OF 150 HOUSES

Me. COCQuYT 5 609 5 609

5 609 DPLG

15

STEENBOKPAN HOUSING: CONSTRUCTION OF 20 HOUSES (Inhabitants of Hostel & Glenover mine Employees)

Me. COCQuYT 638

638

638 DPLG

16

RURAL HOUSING: CONSTRUCTIONOF 200 HOUSES

Me. COCQuYT 6 809 6 809

6 809 DPLG

327


17CONSTRUCTON OF 16 HOUSES AT CAMP SITES DPW 430 220 650 650 DPLG

18RENOVATION OF 30 STAFF HOUSES DPW 400 430 487 1 317 1 317 DPW

19RENOVATION OF OFFICES DPW 260 260 260 DPW

20

CONSTRUCTION OF 1356 HOUSES IN MARAPONG X4

Me. COCQuYT 53 562 53 562

53 562 DPLG

TOTAL 89 779 910 48791 172 2 242

88 930

PRIORITY NO 4: EDUCATION AND TRAINING

21

GA-PHAKULA COMBINED SCHOOL:12 CLASSROOMS DPW 3 889 3 500 6 000 13 389

13 389 DoET

22

LEREKHURENG COMBINED SCHOOL:12 CLASSROOMS DPW 4 160 4 000 6 000 14 160

14 160 DoET

23

MORUKHURUKHUNG PRIMARY: 8 CLASSROOMS DPW 3 190 3 500 6 000 12 690

12 690 DoET

24

RELEHUMANE PRIMARY-UITSPAN: 8 CLASSROOMS DPW 5 707 4 000 6 500 16 207

16 207 DoET

25YOUTH ADVISORY CENTRE DPW 5 000 5 000 5 000 LGH

26 EQUIPMENT & LGH 1 500 1 500 1 500 LGH

328


FURNITURE YOUTH CENTRE

TOTAL 23 44615

000 24 50062 946 1 500

61 446

PRIORITY NO 5:ENVIRONMENTAL WASTE MANAGEMENT

27SOLID WASTE DUMPING SITES

Me. COCQUYT 100 100 100 LM

28

TRANSFARE OF DUMPING SITE LAND TO MUNICIPALITY

Me COCQUYT 150 150 150 LM

TOTAL 250 250 250 LM

PRIORITY NO 6: EMPLOYMENT

29LEPHALALE TOURIST INFO CENTRE/MUSEUM 1 800 1 800 1 800 LM/EFMACRO-ECONOMIC IMPACT ANALYSIS: NEW POWER STATION AND EXPANSION AT GROOTGELUK MINE 500 500 500 DEDET

30 BIO DIEZEL PROJECT 500 500 500 DEDET

31LIMPOPO MARULA-MUKUNBI INDUSTRIES 500 500 500 DEDET

32GEO-SPATIAL ANALYSIS PLATFORM (GAP) 450 450 450 DEDETLEPHALALE 1 500 1 500 1 000 1 000 5 000 5 000 WDM

329


AGRICULTURAL CORRDOR

TOTAL 3 7501 500 1 500 1000 1000 8 750

8 750

PRIORITY NO 7: ELECRICITY

33VILLAGE HIGH MAST LIGHTING 2 000 2 000 2 000 MIG

TOTAL 2 000 2 0002 000

PRIORITY NO 8: HEALTH & WELFARE34 STEEBOKPAN CLINIC DPW 1 800 1 800 1 800 DHW

35

PROVISION OF ADEQUATE MEDICAL FACILITIES DHW 825 825 825 825 825 4 125 4 125 DHW

36RESTRUCTURING OF HEALTH SERVICES DHW 750 750 750 750 DHW

37HIV/AIDS WELLNESS CENTRE- MARAPONG PPP/LM 55 55 55 55 55 275 275

PPP/LM/DHW

TOTAL 3 430 880 880 880 1 630 6 950 4 400 PRIORITY NO 9: LAND

38 ESTABLISH PROPER GIS 150 150 150 LM

39

PROMOTION OF DEVELOPMENT(Acquisition of Altootyd farm 506 LQ) 45 000 45 000

45 000 DLGH

TOTAL 45 150 45 45

330


150 150 PRIORITY NO 10:COMMUNITY

SERVICES

40REGIONAL RURAL CEMETRIES

Me. COCQUYT 100

100

100 LM

41STEENBOKPAN CEMETERY (fencing)

Me. COCQUYT

50

50

50 LM

TOTAL 150

150

150

PRIORITY NO 11:RECREATIONAL

FACILITIES

42MOGOL CLUB;SUBSIDY IN GRANT

Me. COCQUYT

347

347 347 LM

43MARAPONG: SUBSIDY IN GRANT

Me. COCQUYT

139

139 139 LM

TOTAL 486 486 486 PRIORITY NO12: SAFETY AND SECURITY

44WALK THROUGH METAL DETECTOR

MR THOBANE

50

50 50 LM

45

SECURITY ALARM SYSTEM: STORE/WORKSHOP

MR THOBANE

80 80 80 LM

46MAGNETIC NOTICE BOARD

MR THOBANE

50 50 50 LM

47 FIXED LADDERS FOR MR LM

331


BUILDINGSX3 THOBANE 25 25 25

48

SAFETY SYMBOLIC SIGNS: MUNICIPAL FACILITIES

MR THOBANE

10

10 LM

TOTAL 215 215 215PRIORITY N0 13:PUBLIC TRANSPORT

332


5-YEAR CAPITAL INVESTMENT PLAN OF MOGALAKWENA LOCAL MUNICIPALITY.

DESCRIPTION Total Project Cost

Budget2007/8

Budget2008/9

Budget2009/10

ROADS & STORMWATER1. Phola Park Roads & Stormwater 3,850,000.00 850,000.00 3,000,000.

000.00

2. Mahwelereng Roads 15,000,000.00 10,000,000.00 5,000,000.00

0.00

3. Mahwelereng Stormwater 7,000,000.00 7,000,000.00 0.00 0.004. Extension 19 Roads & Stormwater 5,300,000.00 1,300,000.00 4,000,000.

000.00

5. Sekgakgapeng Main Taxi Route 6,200,000.00 2,200,000.00 4,000,000.00

0.00

6. Tshamahanzi Roads 4,000,000.00 4,000,000.00 0.00 0.007. Bakenberg Taxi Roads 8,500,000.00 4,000,000.00 4,500,000.

000.00

8. Mapela Taxi Routes 6,000,000.00 0.00 6,000,000.00

0.00

9. Madiba Taxi Routes 4,000,000.00 0.00 4,000,000.00

0.00

10. Masodi Taxi Routes 5,340,000.00 1,500,000.00 3,840,000.00

0.00

11. Rebone Roads & Stormwater 6,800,000.00 3,800,000.00 3,000,000.00

0.00

12. Projects to be Identified 2,325,000.00 0.00 2,325,000. 0.00

333


0013. Mosoge Taxi Routes 2,800,000.00 0.00 0.00 2,800,000.0014. Witrivier Taxi Routes 2,800,000.00 0.00 0.00 2,800,000.0015. Molekane Taxi Routes 2,800,000.00 0.00 0.00 2,800,000.0016. Ditlotswana Taxi Routes 2,800,000.00 0.00 0.00 2,800,000.0017. Mitchel Taxi Routes 2,800,000.00 0.00 0.00 2,800,000.0018. Ham No.1 Taxi Routes 2,800,000.00 0.00 0.00 2,800,000.0019. Leleso Taxi Routes 2,800,000.00 0.00 0.00 2,800,000.0020. Mountain View Taxi Routes 2,100,000.00 0.00 0.00 2,100,000.0021. Uitziight Taxi Routes 3,500,000.00 0.00 0.00 3,500,000.00


Budget2007/8

Budget2008/9

Budget2009/10

WATER & SANITATION1. Taolome Water 800,000.00 0.00 800,000.00 0.002. Phahladira 1,500,000.00 1,500,000.00 0.00 0.003. Ham No.1 1,900,000.00 1,900,000.00 0.00 0.004. Moshate Water 664,050.00 664,050.00 0.00 0.005. Marulaneng Water Supply 3,000,000.00 3,000,000.00 0.00 0.006. Ditlotswana 854,850.00 0.00 854,850.00 0.007. Kaditshwene 1,300,000.00 1,300,000.00 0.00 0.008. Kromkloof 1,700,000.00 0.00 1,700,000.

000.00

9. Sepharane 900,000.00 0.00 900,000.00 0.0010. Pudiyakgopa 1,100,000.00 0.00 1,100,000.

000.00

11. Lesodi 640,000.00 0.00 0.00 640,000.0012. Malapile 640,000.00 0.00 0.00 640,000.0013. Thabaleshoba 640,000.00 0.00 0.00 640,000.00

334


14. Nelly 1,300,000.00 0.00 0.00 1,300,000.0015. Jakkalskui 640,000.00 0.00 0.00 640,000.0016. Vergenoeg 640,000.00 0.00 0.00 640,000.0017. Kromkloof 640,000.00 0.00 0.00 640,000.0018. Galakwena 640,000.00 0.00 0.00 640,000.0019. Tshamahanzi 640,000.00 0.00 0.00 640,000.0020. Nkidikitlana 640,000.00 0.00 0.00 640,000.0021. Mokopane Sewer 7,280,000.00 0.00 7,280,000.00 0.0022. Household Sanitation 18,800,000.00 4,000,000.00 4,800,000.00 10,000,000.00

LED & UNEMPLOYMENT1. Hawkers Shelter 2,500,000.00 1,500,000.00 1,000,000.00 0.002. Bakenberg Bakery 1,000,000.00 600,000.00 400,000.00 0.003. Business Centre 6,000,000.00 0.00 0.00 6,000,000.00

335


DESCRIPTION Total Project Cost Budget2007/8

Budget2008/9

Budget2009/10

LAND & CEMETERIES1. Cemetery: Mahwelereng 4,350,000.00 1,350,000.00 1,500,000.00 1,500,000.002. Town Planning Services (New Township) 3,985,000.00 1,000,000.00 1,460,000.00 1,525,000.003. Park Development 1,287,850.00 0.00 1,000,000.00 287,850.00

SOLID WASTE & ENVIRONMENTAL MANAGEMENT1. Landfill Development 1,100,000.00 500,000.00 300,000.00 300,000.00

SOURCE: EQUITABLE SHARE


Budget2007/8

Budget2008/9

Budget2009/10

ROADS & STORMWATER1. Stormwater (Various Villages) 3,000,000.00 3,000,000.00 0.00 0.002. Madiba Taxi Routes 4,050,000.00 900,000.00 3,150,000.0

00.00

3. Masodi 1,800,000.00 900,000.00 900,000.00 0.004. Mapela Taxi Roads 900,000.00 0.00 900,000.00 0.005. Rebone Roads & Stormwater 897,887.00 0.00 897,887.00 0.006. Marulaneng Taxi Routes 4,000,000.00 0.00 0.00 4,000,000.0

07. Tipeng Taxi Routes 3,060,000.00 0.00 0.00 3,060,000.0

0

336


CRIME PREVENTION, SAFETY & SECURITY1. High Mast Lights in Villages 3,400,000.00 900,000.00 1,000,000.0

01,500,000.0

0WATER & SANITATION

1. Masodi 1,500,000.00 1,500,000.00 0.00 0.002. Madiba 1,500,000.00 1,500,000.00 0.00 0.003. Molekane 1,000,000.00 1,000,000.00 0.00 0.004. Mushi 1,500,000.00 0.00 1,500,000.0

00.00

5. Chere 1,500,000.00 0.00 1,500,000.00

0.00

6. Leyden 1,500,000.00 0.00 1,500,000.00

0.00

7. Galakwenastroom 1,000,000.00 0.00 1,000,000.00

0.00

LAND & CEMETERIES1. Black Rock 3,452,810.00 1,102,500.00 1,152,113.0

01,198,197.0

02. Servicing of Stands (Mahwelereng & Part of

Extension 20) 5,000,000.00 0.00 3,000,000.0

02,000,000.0

0

SOURCE: DEPARTMENT OF MINERALS AND ENERGY (DME)


Budget2007/8

Budget2008/9

Budget2009/10

ELECTRICITY1. Extension 19 1,800,000.00 1,800,000.00 0.00 0.002. Extension 20 (962 Houses) 5,743,000.00 0.00 2,292,000.00 3,451,000.00

337


SOURCE: LOTTERY FUNDINGDESCRIPTION Total Project

CostBudget2007/8

Budget2008/9

Budget2009/10

SPORTS, ARTS & CULTURE1. Rebone Stadium – Roll over from 05/06 adjustment

budget730,000.00 730,000.00 0.00 0.00

2. Mahwelereng Stadium - Roll over from 05/06 adjustment budget

336,000.00 336,000.00 0.00 0.00

3. Bavaria Stadium – Roll over from 05/06 adjustment budget

500,000.00 500,000.00 0.00 0.00

4. Mapela Stadium - Roll over from 05/06 adjustment budget

500,000.00 500,000.00 0.00 0.00

5. Project Management for Above Projects 152,232.00 152,232.00 0.00 0.00

SOURCE: EQUITABLE SHARE


Budget2007/8

Budget2008/9

Budget2009/10

LED & UNEMPLOYMENT1. Makgae LRAD Project – Poultry & Crop Farming 2,500,000.00 2,500,000.00 0.00 0.002. Bathokoa Tlou Farming Project – Crop Farming 1,600,000.00 1,600,000.00 0.00 0.003. Mogalakwena PLAS 1 Project – Game & Livestock

Farming3,000,000.00 3,000,000.00 0.00 0.00

338


SOURCE: DEPT. OF EDUCATION & TRAINING


Budget2007/8

Budget2008/9

Budget2009/10

EDUCATION1. Additional classrooms at Lechaba Primary School,

MatebelengR 1,950,000.00 R

1,950,000.000.00 0.00

2. Additional classrooms at Monene Primary School, Paulos Farm

R 1,300,000.00 R 1,300,000.00

0.00 0.00

3. Additional classrooms at Serupa Primary School, Tevredenheid

R 650,000.00 R 650,000.00

0.00 0.00

4. Additional classrooms Nkeketlhalwa Primary School, Diphichi

R 650,000.00 R 650,000.00

0.00 0.00

5. Additional classrooms Thutlane Primary School, Mothwathwase

R 650,000.00 R 650,000.00

0.00 0.00

6. Additional classrooms Matatane Secondary School, Klipplaatdrift

R 1,300,000.00 R 1,300,000.00

0.00 0.00

7. Additional classrooms Lephadimisha Secondary School, Taolome

R 1,300,000.00 R 1,300,000.00

0.00 0.00

SOURCE: DEPT. OF EDUCATION & TRAINING


Budget2007/8

Budget2008/9

Budget2009/10

HEALTH & WELFARE1. Thabaleshoba Health Center R21,000,000.00 R21,000,000.

000.00 0.00

339


2. Mokopane Nursing College R13,000,000.00 R13,000,000.00

0.00 0.00

3. Social Development Facilities – Lesodi R 1,800,000.00 R 1,800,000.00

0.00 0.00

4. Victim Empowerment Center – Rebone R 600,000.00 R 600,000.00

0.00 0.00

5. Victim Empowerment Center – Bakenberg R 700,000,00 R 700,000,00

0.00 0.00

SOURCE: DEPT. OF AGRICULTURE


Budget2007/8

Budget2008/9

Budget2009/10

LED & UNEMPLOYMENT1. Eickstein Farming - Cattle and broiler production R 747,650.00 R

747,650.000.00 0.00

2. Elandbosch Farm - Livestock enterprise R 497,750.00 R 497,750.00

0.00 0.00

3. Grootpan Farm - Livestock enterprise R 451,700.00 R 451,700.00

0.00 0.00

4. Vergenoeg Farm - Livestock enterprise R 250,880.00 R 250,880.00

0.00 0.00

5. Monyeki Farm - Livestock enterprise R 241,176.00 R 241,176.00

0.00 0.00

6. Elim Farm - Livestock enterprise R 310,250.00 R 310,250.00

0.00 0.00

340


5-YEAR CAPITAL INVESTMENT PLAN OF MODIMOLLE LOCAL MUNICIPALITY.

1. INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICE DELIVERY 1.1 WATER

PROJECTS COST 2007/8 2008/9 2009/10 2010/11 2011/12 SOURCE OF FUNDING

Upgrading of Donkerpoort Purification Plant

2 000 000 2 000 000 MIG

Modimolle Town 3ML Reservoir

3 500 000 3 500 000 MIG

Dam Safety Compliance

8 000 000 4 000 000 4 000 000 MIG

Water Reticulation (Hans Campher)

200 000 200 000 Reserve Funds

Extension 10 Water Reticulation

2 900 000 2 000 000 900 000 PEIG

Equipping of Boreholes (Mabatlane)

2 500 000 1 000 000 1 500 000 MIG

Replacement of Asbestos Pipes

500 000 500 000 MIG

341


Water cart Mabatlane

650 000 650 000 Internal Loan

TOTAL 22 750 000

342


1.2 SANITATION


Modimolle Waste Water Treatment Plant (Upgrade)

20 000 000 10 000 000 10 000 000 MIG

Pressure Tower & Leseding Sewer Reticulation

1 000 000 1 000 000 MIG

Upgrade Sewer Ponds to conventional (Mabatlane)

9 500 000 5 500 000 4 000 000 MIG

Upgrade Sewer Ponds to conventional (Mabaleng)

6 500 000 3 000 000 3 500 000 MIG

Sewer Tanker (Mabatlane)

1 500 000 1 500 000 MIG

Upgrading of Sewer Line (Abattoir)

2 000 000 2 000 000 WDM(Grant)

Sewer Reticulation Phagameng X 9

4 200 000 4 200 000 MIG

Sewer Reticulation Mabatlane X 4

6 500 000 6 500 000 MIG

Sewer Reticulation Phagameng X 10

5 500 000 5 500 000 MIG

343


Sewer Reticulation Hans Campher (Modimolle)

500 000 500 000 Internal Fund(Reserve)

344


1.3 ELECTRICITY


Upgrading of Modimolle Electricity Network

34 500 000 10 000 000 14 000 000 10 500 000 External & Internal loan

Christmas Lights 500 000 100 000 400 000 Internal Funds

Alternative Energy Supply (Rural Community)

500 000 500 000 MIG

Electrification Hans Campher (Modimolle)

200 000 200 000 Reserve Fund

Electrification Phagameng X 9

4 500 000 4 500 000 DME

Electrification Phagameng x 10

5 000 000 5 000 000 DME

Street lighting (all areas)

3 800 000 1 800 000 2 000 000 MIG

TOTAL

345


1.4 ROADS AND STORMWATERPROJECTS COST 2007/8 2008/9 2009/10 2010/11 2011/12 SOURCE OF

FUNDINGResealing of Roads 10 000 000 1 000 000 1 500 000 3 000 000 2 500 000 2 000 000 MIG

Surfacing of Roads 12 000 000 4 000 000 1 000 000 1 000 000 2 000 000 4 000 000 MIG

Upgrading Joe Slovo Bridge (Modimolle)

6 500 000 3 500 000 3 000 000 MIG

Storm water control (all areas)

5 000 000 1 000 000 1 000 000 2 000 000 1 000 000 MIG

Paving of Road (Modimolle Cemetery)

200 000 200 000 MIG

Reconstruction of Lillian Ngoyi (Modimolle)

2 500 000 2 500 000 MIG

Reconstruction of Joe Modise (Modimolle)

3 000 000 1 500 000 1 500 000 MIG

Subsoil Drainage (all areas)

500 000 500 000 MIG

Hans Campher (Modimolle)

500 000 500 000 Internal Funds(reserve)

Construction of Roads Phagameng X 10

200 000 100 000 100 000 Internal Funds

TOTAL

346


1.5 LAND AND HOUSING


Landfill site development

4 000 000 4 000 000 WDM(Grant)

Communal farming and grazing

3 500 000 3 500 000 DLA

Animal Pound 350 000 350 000 DLG&HHousing Development Phagameng x 9 (1 003 units)

36 000 000 36 000 000 DLG&H

Township establishment

1 000 000 1 000 000 Internal Funds(Reserve)

TOTAL

1.6 SOLID WASTE AND ENVIRONMENT


Construction of Crematorium

1 500 000 1 500 000 MIG

Upgrading of ablution block Modimolle

200 000 200 000 MIG

347


CemeteryExtension and upgrade of cemeteries (all areas)

1 800 000 1 800 000 MIG

TOTAL

1.7 TRANSPORT


Development of Parking meters

300 000 300 000 Grant (who) which

Traffic Lights (Modimolle)

200 000 200 000 Internal funds

Upgrading Taxi Rank (all areas)

2 000 000 500 000 500 000 500 000 500 000 MIG

348


1.8 SPORT, ARTS, CULTURE AND RECREATION


Development of sports fields (all areas)

500 000 200 000 200 000 100 000 Internal funds

Identification and Development of Heritage Sites

1 200 000 1 200 000 Lotteries

Construction of sports complex (Mabatlane)

8 500 000 4 500 000 4 000 000 Lotteries

Development of Modimolle Stadium (2010)

30 000 000 15 000 000 15 000 000 RFP”S

Upgrading and construction of parks


Revamping and construction of old Commando (show grounds)

2 000 000 500 000 1 000 000 500 000 MIG

Removal of old monument


349


Erection of new sign board for (OR Tambo/Nelson Mandela Square


TOTAL

350


1.9 EDUCATION


Establishment of ECD Centres

Department of Education

Construction of Schools


Provision of Basic Services to Schools


351


1.10 HEALTH AND SOCIAL DEVELOPMENT


Construction of Health Centre at Mabatlane

Health and Social Development

Development of South African Social Security Agency Centre at Modimolle

Health and Social Development

2. LOCAL ECONOMIC DEVELOPMENT (LED)


Flea markets (Modimolle)

1 000 000 500 000 500 000 MIG

Mabatlane CBD Development

3 500 000 2 500 000 1 000 000 MIG

Revitalization of Hydroponic Project (Mabaleng)

800 000 500 000 200 000 100 000 RFP’s

BEEHIVE Industrial Park

1 000 000 1 000 000 EU

Dipudi Coop 150 000 150 000 Internal fundsCompletion of 1 800 000 100 000 1 200 000 500 000 Internal funds

352


WATRAPFlee markets (Mabatlane)

850 000 450 000 400 000 MIG

Donkerpoort Dam Water Sports Facility

500 000 500 000 RFP”s

Establishment of Water Front Facility (Modimolle – next to Mr Munchies)

8 000 000 8 000 000 RFP’s

Recycling project of Modimolle and Mabatlane

100 000 100 000 RFP’s

Development of Industrial area


353



Establishment of Shopping Centre Modimolle

30 000 000 30 000 000 RFP”s

Establishment of Tourism Centre

2 400 000 2 400 000 RFP’s

Urban Greening 200 000 200 000 Internal

Modimolle Mountain Heritage Site Development

7 500 000 2 500 000 2 500 000 2 500 000 RFP’s

Provision for Mabatlane Emerging Farmers

300 000 100 000 100 000 1 000 000 Land Affairs

354


3. MUNICIPAL INSTITUTION AND TRANSFORMATIONPROJECTS COST 2007/8 2008/9 2009/10 2010/11 2011/12 SOURCE OF

FUNDINGUpgrading of financial system

1 000 000 1 000 000

2 x LDV (Water and Sewer)

320 000 320 000

2 x LDV (Electricity) 320 000 320 000

1 x LDV (Town Planning)

160 000 160 000

1 x LDV (Public Works) 160 000 160 000

1 x LDV (Pool Vehicle – Corporate Services)

160 000 160 000

4 x 1400 (Budget & Treasury)

400 000 400 000

Mayoral Vehicle 400 000 400 000

3 x Tractors 750 000 750 0001 x LDV (Parks) 160 000 160 000

1 x Trailer (Parks) 150 000 150 000

1 x Tractor (Refuse) 230 000 230 000 WDM(Grant)

Mini Mass Containers 1 000 000 1 000 000 WDM(Grant)

Excavator (20 ton) 1 500 000 1 500 000

355


PROJECTS COST 2007/8 2008/9 2009/10 2010/11 2011/12 SOURCE OF

FUNDINGTipper Truck (Landfill Site – Mabatlane & Modimolle)

1 300 000 1 300 000 WDM(Grant)

Compactor (Landfill Site – Mabatlane & Modimolle)

2 000 000 2 000 000 WDM(Grant)

Compactor (Public Works – Modimolle)

180 000 180 000

Tools (Mechanical) 30 000 30 000Mabaleng Grader 1 900 000 1 900 000Tipper Truck (Modimolle)

650 000 650 000

Water Cart (Modimolle & Mabatlane)

1 300 000 650 000 650 000

Plate Compactor 50 000 50 000Loader (TLB) (Modimolle Landfill Site)

550 000 550 000 WDM(Grant)

Pump and Irrigation system (Modimolle Landfill Site)

100 000 100 000 WDM(Grant)

356



Concrete palisade fencing (Mabatlane and Modimolle Landfill Sites)

2 000 000 2 000 000 WDM

Sewer Trailer/Vector (Mabatlane)

1 200 000 1 200 000

Parks Equipment (all areas)

15 000 15 000

Breathalyzers 25 000 25 000Two Way radios 40 000 40 000

Security system 350 000 350 000 Internal funds (loan)

Clock system 300 000 300 000Heavy duty lawn mowers 250 000 250 000

Blue traffic lights (patrol vehicles)

50 000 50 000

357


Air conditioners (halls) 300 000 300 000

Air conditioners (offices) 75 000 75 000

Upgrading of testing station

100 000 100 000

Upgrading of traffic offices

100 000 100 000

Library security system 100 000 100 000

IT Equipment 400 000 400 000PROJECTS COST 2007/8 2008/9 2009/10 2010/11 2011/12 SOURCE OF

FUNDINGIT Infrastructure 400 000 400 000

Office furniture 800 000 800 000

Office partitioning 70 000 70 000

Office extensions 7 000 000 7 000 000

Office Mabaleng 400 000 400 000 Internal funds

Upgrading of Leseding Hall


Demarcation of church site (Mabatlane)


P A system 50 000 50 000 Internal funds

358


5-YEAR CAPITAL INVESTMENT PLAN OF BELA-BELA LOCAL MUNICIPALITY.

359


360


361


FIVE YEAR CAPITAL INVESTMENT PROGRAMME

MOOKGOPHONG LOCAL MUNICIPALITYCAPITAL BUDGET 2007/2008 MOOKGOPHONG MUNICIPALITY 4.80% 5.30%

2008 2009 2010 DESCRIPTION 2007 BUDGETED BUDGETED BUDGETED IDP PROJECT FUNDING Roll-over

020 PUBLIC WORKS ADMIN

Update GIS General

Reserves 30,000

31,440 33,106

Office Furniture & Computer stand Equipment

Operating Income

12,000

12,576 13,243

Survey Mookgophong Ext 3 (Phase 2) MPHL-09

General Reserves

30,000

-

- -

Town Establishment Mookgophong Ext 5

General Reserves

15,000

-

- -

Survey Town Establishmnet Thusang Ext 1 MPHL-10

General Reserves

10,000

-

- -

Cadastral mapping MPHL-11General

Reserves

50,000

-

- -

LDV EquipmentGeneral

Reserves -

200,000 210,600

022 PUBLIC WORKS

Installation of bulk stormwater MIG

700,000

1,024,000

1,073,152 1,130,029

Storm water MPRS-05 General Reserves

115,872

362

WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008105,000 110,040

Resurfacing roads MPRS-06General

Reserves 262,000

274,576 289,129

Upgrading of Hans van Rensburg Street parking MPRS-07

General Reserves

600,000

628,800 662,126

Stormwater MKG X3 Phase 2 MIG

350,708

367,542 387,022

General

Reserves 1,500,000

1,572,000 1,655,316

Stormwater NABOOM X3 MPRS-02General

Reserves

-

-

500,000 526,500

Upgrading Roedtan Parking MPRS-13General

Reserves 500,000

500,000 526,500

New water tank and pump on existing truck MPRS-12

General Reserves

100,000

- -

Compressor EquipmentOperating Income

30,000

- -

Prime application equipment EquipmentOperating Income

30,000

- -

Construction boards EquipmentOperating Income

10,000

10,480 11,035

Carport EquipmentOperating Income

30,000

- -

Grader EquipmentGeneral

Reserves -

1,200,000 -

026 CORPORATE SERVICES

Fencing of the Civic centre MPIN-05General

Reserves 250,000

- -

Office equipments and furniture Equipment

General Reserves

300,000

100,000 -

363


Computer & printer (2) EquipmentOperating

income 30,000

- -

Vacuum cleaners EquipmentOperating

income 22,000

- -

028 FINANCE SERVICES `

Cabling computer - New building Equipment

General Reserves

500,000

- -

Upgrading Computer equipment Equipment

General Reserves

350,000

366,800 386,240

GAMAP/GRAP compliance General

Reserves -

- -

034 TRAFFIC SERVICES

Speed humps x 5 MaintenanceGeneral

Reserves 45,000

45,000 47,385

Street names Roedtan / Thusang Equipment

General Reserves

35,000

- -

Vehicle :BMW trade-in EquipmentGeneral

Reserves 100,000

- -

Stop signs EquipmentOperating Income

10,000

10,480 11,035

Blue light and markings EquipmentOperating Income

15,050

- -

Taxi Rank MPRS-14General

Reserves

898,000

-

- -

044 PUBLIC BUILDINGS Extension of Mookgophong MPIN-04 General

Reserves -

364

WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008Civic Centre 3,275,000 4,550,000 -

Renovation of Old Civic Centre Building

General Reserves

500,000

- -

Upgrading electrical reticulation at Civic centre Building

General Reserves

100,000

- -

050 LIBRARY

Computers : Public use (3) EquipmentGeneral

Reserves 45,000

- -

Wall unit and wall murals EquipmentOperating Income

15,600

- -

052 PARKS

Development of parks MPSC-01General

Reserves 80,000

83,840 88,284

Parks equipments EquipmentOperating Income

50,000

52,400 55,177

Remove invasive plants EquipmentOperating Income

20,000

20,960 22,071

Petrol hand pump EquipmentOperating Income

5,000

- -

Refurbish Parks Building MaintananceOperating Income

10,000

- -

Zozo hut at swimmingpool at Lapa Equipment

Operating Income

10,000

- -

Refurbish fence $ buildings :Mkg Cementry Maintanance

Operating Income

15,000

- -

053SPORTS AND RECREATION

Upgrading of facilities/ Maintenance General Reserves

132,425

365

WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008maintenance 120,000 125,760

Grand : Lotto MPSC-04

600,000

1,320,000

062CLEANSING:REFUSE REMOVAL

60 x Side walk Containers EquipmentOperating Income

26,000

27,248 28,692

2 x Trolleys EquipmentOperating Income

2,000

- -

10 X Mass containers EquipmentGeneral

Reserves 50,000

52,400 55,177

Tractor VehicleGeneral

Reserves 300,000

- -

Development of new landfile site MPSW-04

General Reserves

1,700,000

400,000 -

064 LICENSING

Vacuum cleaners EquipmentOperating Income

2,000

- -

5 x Carport EquipmentOperating Income

25,000

- -

Tiles for testing room EquipmentOperating Income

6,000

- -

Computer and printer EquipmentGeneral

Reserves 38,000

- -

Palisade fencing MPSS-05General

Reserves 100,000

- -

Cameras for testing station EquipmentGeneral

Reserves -

35,000 36,855

366


066 SEWERAGE

Tar access road to sewage works

General Reserves

250,000

- -

Removal and fit of crane on truck Maintenance

General Reserves

60,000

- -

Sewage Equipment EquipmentOperating Income

10,000

11,000 12,000

Burgular gates at Nyl pump station Equipment

Operating Income

10,000

- -

Paint Nyl pump station buildings Equipment

Operating Income

10,000

- -

Drain rod machine EquipmentOperating Income

40,000

- -

082 ELECTRICITY

Upgrading electrical reticulation networks MPEL-03

General Reserves

450,000

471,600 496,595

Electrical Equipment EquipmentOperating

income 20,000

20,960 22,071

088 WATER

New water resources MPWS-11 MIG 2,250,000

- -

Back-up generator for Nyl pump station Equipment

General Reserves

300,000

- -

Replacement of valve and bulk meters Maintenance

General Reserves

60,000

62,880 66,213

Repair accomodation/pump station Maintenance

General Reserves

50,000

- -

New pump for pump station EquipmentGeneral

Reserves 80,000

- -

367


Water equipments EquipmentOperating Income

6,000

6,288 6,621

Roedtan water network MPWS-12General

Reserves

200,000

Roedtan boreholes MPWS-05General

Reserves

350,000

Upgrading Welgevendon purification works

-

4,500,000 -

Upgrading Welgevendon raw pumpline

-

- 4,000,000

TOTAL

6,128,000

18,926,358

12,873,222 11,027,320

Operating Income

471,650 2%

General Reserves

13,510,000 55%

MIG 4,324,708 18%

Roll-over 4,478,000 18%

Lotto Grand 1,920,000 8% 24,704,358 100%

2006/2007 20,834,900

24,704,358 18.57%

368


SECTION E

369


IMPLEMENTATION PHASE

370


The implementation of the projects and programmes of the municipality is guided by the performance management systems framework that is attached underneath

10.1 INTRODUCTION

The Municipal Planning and Performance Management Regulations stipulates that a municipality’s Performance Management System (PMS) must entail a framework that describes and represents how the municipality's cycle and processes of performance planning, monitoring, measurement, review, reporting and improvement will be conducted, organised and managed, including determining the roles of the different role-players.

In line with the said legal requirement this framework is a policy document that will set out the requirements that the Waterberg District Municipality’s PMS will need to fulfill, the principles that informed its development and subsequent implementation, the preferred performance model of the Municipality, the process by which the system will work, the delegation of responsibilities for different roles in the process and a plan for the implementation of the system.

10.2 THE LEGISLATIVE FRAMEWORK FOR PERFORMANCE MANAGEMENT

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008The legislative and policy framework for PMS includes the Constitution, The Municipal Systems Act, the Municipal Finance Management Act, Municipal Planning and Performance Management Regulations, The White Paper on Local Government and Batho Pele principles. The main regulatory mechanism for PMS is Chapter 6 of the MSA and the related Municipal Planning and Performance Management Regulations.

The major PMS policy instruments is the 1998 White Paper on Local Government supported by the Batho Pele principles, which policies was given legal stature through the adoption of the Municipal Systems Act in 2000 (Act 32 of 2000). The said Act requires all municipalities to:

Develop a performance management system

Set targets and monitor and review the performance of the Municipality based on indicators linked to their Integrated Development Plan (IDP)

Table and publish an annual performance report on performance of the Municipality forming part of its annual report as per the Municipal Finance Management Act (MFMA).

Incorporate and report on a set of general (sometimes also referred to as national) indicators prescribed by the Minister responsible for local government

Conduct, on a continuous basis, an internal audit of all performance measures

Have their annual performance report audited by the Auditor-General

Involve the community in setting indicators and targets and reviewing municipal performance

These are some of the main elements and requirements of the legislative requirements for the development and implementation of a performance management system for municipalities. For the ease of reference and for the benefit of a comprehensive Waterberg District Municipality Performance Management System Framework, more detailed legislative and policy guidelines and requirements are included in the framework.

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10.2.1 The White Paper on Local Government (1998)

The White Paper on Local Government (1998) suggested that local government should introduce the idea of performance management systems. The White Paper noted that,

"Involving communities in developing some municipal key performance indicators increases the accountability of the municipality. Some communities may prioritise the amount of time it takes a municipality to answer a query; others will prioritise the cleanliness of an area or the provision of water to a certain number of households. Whatever the priorities, by involving communities in setting key performance indicators and reporting back to communities on performance, accountability is increased, and public trust in the local government system enhanced" (The White Paper on Local Government, 1998).

10.2.2 Batho Pele (1998)

Similarly, the White Paper on Transforming Public Service Delivery (Batho Pele) puts forward eight principles for good public service:

Consultation: Citizens should be consulted about the level and quality of public service they receive, and, where possible, should be given a choice about the services which are provided.

Service standards: Citizens should know what standard of service to expect.

Access: All citizens should have equal access to the services to which they are entitled.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008Courtesy: Citizens should be treated with courtesy and consideration

Information: Citizens should be given full and accurate information about the public services they are entitled to receive.

Openness and transparency: Citizens should know how departments are run, how resources are spent, and who is in charge of particular services.

Redress: If the promised standard of service is not delivered, citizens should be offered an apology, a full explanation and a speedy and effective remedy; and when complaints are made citizens should receive a sympathetic, positive response.

Value-for-money: Public services should be provided economically and efficiently in order to give citizens the best possible value-for-money.

"Importantly, the Batho Pele White Paper notes that the development of a service-oriented culture requires the active participation of the wider community. Municipalities need constant feedback from service-users if they are to improve their operations. Local partners can be mobilised to assist in building a service culture. For example, local businesses or non-governmental organisations may assist with funding a helpline, providing information about specific services, identifying service gaps or conducting a customer survey" - The White Paper on Local Government (1998).

10.2. 3 The Municipal Systems Act (2000)

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008The principle requirements of the Municipal Systems Act have already been highlighted. To provide further insights into the requirements of the Act, the different sections of Chapter 6 of the MSA will be summarised:

Section 38: Requires municipalities to establish a Performance Management System, promote a performance management culture and administer its affairs in an economical, effective, efficient and accountable manner.Section 39: Gives Executive Mayor the responsibility for managing the development of a Performance Management System, as well as powers of delegation of responsibilities and the responsibility of submitting the PMS to Council.Section 40: Places responsibility on the municipality for the monitoring and review of its PMS.Section 41: Outlines the core components to be included in the PMS of the municipality, and refers to KPI’s, targets, measurement mechanisms, steps for improvement and the reporting processes.Section 42: Requires the municipality to establish mechanisms and procedures for community involvement in the process, in terms of Chapter 4 of the MSA.Section 43: Allows the minister to establish general KPI’s which must be included in the KPI’s of municipalities, to the extent that these general KPI’s are relevant to the municipality.Section 44: Requires the municipality to notify stakeholders internally and the general public of its KPI’s and targets.Section 45: Requires the municipality to conduct an internal audit of its performance as well as an audit by the auditor general.Section 46: Requires the municipality to prepare an annual performance report.Section 47: Requires MEC to compile an annual performance report for the municipalities within the provinceSection 48: The Minister has to compile an annual report and submit it to parliament, in terms of the performance of the municipalities in relation to general KPI’sSection 49: Allows the Minister to make regulations or issue guidelines for the purpose of Chapter 6 of the MSA

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10.2.4 Municipal Planning and Performance Management Regulations (2001)

The Minister responsible for local government published the Municipal Planning and Performance Management Regulations (2001) in terms of the Municipal Systems Act (Section 49) setting out in detail the requirements for a municipal PMS. The Regulations also contain the general Key performance Areas prescribed by the Minister responsible for local government.

Listed as stated underneath

KPA 1: BASIC SERVICE AND INFRASTRUCTURE DEVELOPMENT KPA 2:LOCAL ECONOMIC DEVELOPMENT KPA 3:TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT KPA 4:FINANCIAL VIABILITY AND MANAGEMENT KPA 5:GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Although not a legislative or policy requirement, the Department of Provincial and Local Government’s Performance Management Guide for Municipalities provides relevant guidelines for the preparation and implementation of Performance Management Systems. The detailed programme will to a great extent be based on these Guides, linked in with the relevant legislative requirements.

10.2.5 Municipal Finance Management Act (2004)

It is also important to note that the Municipal Finance Management Act (MFMA) contains various important provisions related to municipal performance management. It requires municipalities to annually adopt a Service Delivery and Budget Implementation Plan (SDBIP) with service delivery targets and performance indicators. Whilst considering and approving the annual budget the Municipality must also set measurable performance targets for each revenue source and vote. The Municipality must lastly compile an annual report, which must include a performance report compiled in terms of the Systems Act. In terms of circular 13 issued by National Treasury provision is also made for the compilation on an annual basis of departmental SDBIPs.

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10.2.6 Performance management and measures at various levels

Performance management can be applied to various levels within any organisation. The legislative framework as set out above provides for performance management at various levels in a municipality including strategic (sometimes also referred to as municipal, organisational or corporate) level, operational (also referred to as services, departmental or section/team) level and lastly, individual level.

At strategic level the five-year IDP of a municipality forms the basis for performance management, whilst at operational level the annual SDBIP forms the basis. The IDP is a long-term plan and by its nature the performance measures associated with it will have a long-term focus, measuring whether a municipality is achieving its IDP objectives. A SDBIP (both for the municipality as a whole and that of a department) is more short-term in nature and the measures set in terms of the SDBIP, reviewing the progress made with implementing the current budget and achieving annual service delivery targets.

The measures set for the Municipality at strategic level is captured in a strategic (municipal/organisational/corporate) scorecard structured in terms of the preferred performance management model of the Municipality. The measures at operational level are to be captured in the SDBIP of the Municipality and the SDBIPs of the various Departments in the Municipality.

By cascading performance measures from strategic to operational level, both the IDP and the SDBIP, forms the link to individual performance management .This ensures that performance management at the various levels relate to one another which is a requirement of the Municipal Planning and Performance Regulations. The MFMA specifically requires that the annual performance agreements of managers must be linked to the SDBIP of a municipality and the measurable performance objectives approved with the budget.

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The following diagram indicates the performance management at various levels:

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10.3 OBJECTIVES OF THE PERFORMANCE MANAGEMENT SYSTEM

As indicated in the previous chapter the Municipality’s PMS is the primary mechanism to monitor, review and improve the implementation of it’s IDP and to gauge the progress made in achieving the objectives as set out in the IDP. The objectives for any municipal performance management system is guided and regulated by the relevant legislation and policy guidelines. The Planning and Performance Management Regulations informs the objectives to a great extent. The PMS for the Waterberg District Municipality includes the following objectives that the system should fulfill:

Meeting IDP Objectives

Setting Targets

Measurement

IDP(5 year)

SDBIP(Annually)

WorkplansMonthly/quarterly

Performance Management

Responsibility Level

Organisational

Departmental

Team/Individual

Performance Management and measurement in the Waterberg District Municipality

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008To ensure that the priorities as contained within the IDP are achieved, by measuring the success of meeting these

Effective Community Participation

The Performance Management System is to ensure that effective community participation is achieved throughout the process.

Financial Accountability

The system should assist in improving the financial accountability of the key office bearers and officials.

Facilitate increased accountability

The performance management system should provide a mechanism for ensuring increased accountability between the local community, politicians, the Municipal Council and the municipal management team.

Facilitate learning and improvement

The PMS should facilitate learning in order to enable the Municipality to improve delivery.

Provide early warning signals

It is important that the system ensure decision-makers are timeously informed of performance related risks, so that they can facilitate intervention, if necessary.

Facilitate decision-making

The performance management system should provide appropriate management information that will allow efficient, effective and informed decision-making, particularly on the allocation of resources.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008The functions listed above are not exhaustive, but summarize the intended benefits of the system. These intended functions should be used to evaluate and review the performance management system on a regular basis.

10.4 PRINCIPLES GOVERNING THE WATERBERG DISTRICT MUNICIPAL PMS

The principles that should govern the Waterberg District Municipal PMS are developed to ensure that the PMS is relevant, especially in attaining its objectives and legislative requirements. The said principles are the following:

Effective- utilization of financial and human resourcesSimplicity -so as to facilitate implementation given any current capacity constraints,Politically Acceptable -To all political role players,Administratively Managed- in terms of its day-to-day implementation,Implementable -within any current resource constraints,Transparency And Accountability- both in terms of developing and implementing the system,Efficient And Sustainable- in terms of the ongoing implementation and use of the system,Public Participation- in terms of granting citizens their constitutional right to participate in the process,Integration- of the PMS with the other management processes within the Municipality,Objectivity -based on credible information and lastly,Reliability -of the information provided on the progress in achieving the objectives as set out in its IDP.

10.5 PREFERRED PERFORMANCE MANAGEMENT MODEL

A performance management model can be defined as the grouping together of performance indicators, sometimes based on the type of indicator, into logical categories or groups (often called perspectives), as a means to enhance the ability of an organisation to manage and analyse its performance. As such a model provides a common framework for what aspects of performance is going to be measured and managed. It further ensures that a balanced set of measures are employed that are not relying on only one facet of performance and therefore not presenting a holistic assessment of the performance of an organisation.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008A number of performance models are available and any of them could be applied by the Municipality. The available models include the Municipal Scorecard, Balanced Scorecard and the Key Performance Area Model. The Municipality has however chosen its own model known as the Balanced Score Card , which is primarily based on the Key Performance Area Model and relevant to the powers and functions of the municipality. In terms of the said model all indicators are grouped together into the national Key Performance Areas and all the Municipality’s performance scorecards have been structured accordingly.

10.6 THE PROCESS OF MANAGING PERFORMANCE

The annual process of managing performance at strategic level in the Municipality involves the steps as set out in the diagram below:

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008The following table spells out in more detail the role of all relevant role players in each of the above steps:

Stakeholders Performance Planning

Measurement and Analysis

Performance Reporting & Reviews

Citizens and Communities

Be consulted on needs Develop the long term vision for the area Influence the identification of priorities Influence the choice of indicators and setting of targets

Be given the opportunity to review municipal performance and suggest new indicators and targets

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008Stakeholders Performance

Planning Measurement and Analysis


Council Facilitate the development of a long-term vision. Develop strategies to achieve vision Identify priorities Adopt indicators and set targets

Review municipal performance Annually

Mayoral Committee and the IDP

Steering Committee

Play the leading role in giving strategic direction and developing strategies and policies for the organization Manage the development of an IDP Approve and adopt indicators and set targets Communicate the plan to other stakeholders

Conduct the major reviews of municipal performance, determining where goals had or had not been met, what the causal reasons were and to adopt response strategies

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008Stakeholders Performance

Planning Measurement and Analysis


Municipal Manager +

Senior Managers

Assist the Mayoral Committee in Providing strategic direction and developing strategies and policies for the organisation Manage the development of the IDP Ensure that the plan is integrated Identify and propose indicators and targets Communicate the plan to other stakeholders

Regularly monitor the implementation of the IDP, identifying risks early Ensure that regular monitoring (measurement, analysis and reporting) is happening in the organisation Intervene in performance problems on a daily operational basis

Conduct regular reviews of performance Ensure that performance reviews at the political level are organized Ensure the availability of information Propose response strategies to the Mayoral Committee

Senior Managers

Develop service plans for integration with other sectors within the strategy of the organisation

Measure performance according to agreed indicators, analyse and report regularly Manage implementation and intervene where necessary Inform decision-makers of risks to service delivery timeously

Conduct reviews of service performance against plan before other reviews

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008The balance of this chapter looks at each of the steps in more detail and how they will unfold in the process of managing performance in the Municipality. Although the steps and what follow relates mainly to performance management at strategic level, the principles and approaches as espoused could also be applied to performance management at operational level.

It will be apparent throughout the rest of this chapter that the link between the organizational and employee performance has been provided for as part of the recommendations of the actions to be followed, thus addressing the legal requirement of linking the two.

10.6.1 Performance Planning

The performance of the Municipality is to be managed in terms of its IDP and the process of compiling an IDP and the annual review thereof therefore constitutes the process of planning for performance. It should be noted that the last component of the cycle is that of performance review and the outcome of such a review process must inform the next cycle of IDP compilation/review by focusing the planning processes on those areas in which the Municipality has under-performed.

10.6.2 Performance monitoring

Performance monitoring is an ongoing process by which a Manager accountable for a specific indicator as set out in the balanced scorecard (or a service delivery target contained in an annual SDBIP) continuously monitors current performance against targets set. The aim of the monitoring process is to take appropriate and immediate interim (or preliminary) action where the indication is that a target is not going to be met by the time that the formal process of performance measurement, analysis, reporting and review is due.

In the instance of the Waterberg District Municipality it is recommended that the balanced scorecard of the Municipality be reported on a quarterly basis to the Executive Mayor (EM). Performance monitoring requires that in between the said formal cycle of performance measurement appropriate action be taken should it become evident that a specific

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008performance target is not going to be met. It is therefore, proposed that at least on a monthly basis Managers track performance trends against targets for those indicators that lie within the area of accountability of their respective Departments as a means to identify performance related problems and take appropriate remedial action on time.

It will be appropriate for each Senior Manager to delegate to the Assistant Manager/ Any senior official in the department, the responsibility to monitor the performance for his/her sector. Such Assistant Managers/Senior Officials are, after all, best placed given their understanding of their sector to monitor on a regular basis whether targets are being met currently or will be met in future, what the contributing factors are to the level of performance and what interim remedial action needs to be undertaken.

10.6.3 Performance measurement

Performance measurement refers to the formal process of collecting and capturing performance data to enable reporting to take place for each key performance indicator and against the target set for such indicator. Given the fact that initially at least the Municipality will have to rely on a manual process to manage its performance provision has been made in the balanced scorecard for the name of an official responsible for reporting on each indicator (please note that this might not necessarily be the same official accountable for performance on an indicator).

The said official will, when performance measurement is due, have to collect and collate the necessary performance data or information and capture the result against the target for the period concerned on the strategic scorecard and report the result to his/her Manager making use of the said scorecard after completing the next step (see performance analysis below). It should be noted at this stage that for each of the scorecards of the Municipality two formats exist namely a planning and reporting format. The planning format is used to plan and capture the performance targets for each indicator

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008whilst the reporting format is used to capture actual performance against targets and to report to the Executive Mayor and Council.

10.6.4 Performance analysis

Performance analysis involves the process of making sense out of measurements. It requires interpretation of the measurements as conducted in terms of the previous step to determine whether targets have been met and exceeded and to project whether future targets will be met or not. Where targets have not been met performance analysis requires that the reasons therefore should be examined and corrective action recommended. Where targets have been met or exceeded, the key factors that resulted in such success should be documented and shared so as to ensure organisational learning.

In practice the aforementioned entails that the Senior Manager responsible for each indicator will have to, after capturing the performance data against targets on the strategic scorecard, analyse the underlying reasons why a target has/has not been met and capture a summary of his/her findings on the strategic scorecard. The Manager will thereafter have to compile a draft recommendation in terms of the corrective action proposed in instances where a target has not been achieved and also capture this on the strategic scorecard. Provision has been made on the reporting format of the strategic scorecard to capture both the “reason for the performance status” (in other words the results of the analysis undertaken) and the ”corrective action” proposed.

The strategic scorecard as completed must then be submitted to a formal meeting of the senior management team for further analysis and consideration of the draft recommendations as captured by the relevant Managers. This level of analysis should examine performance across the organisation in terms of all its priorities with the aim to reveal and capture whether any broader organisational factors are limiting the ability to meet any performance targets in addition to those aspects already captured by the relevant Manager.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008The analysis of the strategic scorecard by senior management should also ensure that quality performance reports are submitted to Executive Mayor and that adequate response strategies are proposed in cases of poor performance. Only once senior management has considered the strategic scorecard, agreed to the analyses undertaken and captured therein and have reached consensus on the corrective action as proposed, can the strategic (municipal/organizational/ corporate) scorecard be submitted to the Executive Mayor for consideration and review.

10.6.5 Performance reporting and review

The next two steps in the process of performance management namely that of performance reporting and performance review will be dealt with at the same time. This section is further divided into three sections dealing with the requirements for quarterly versus annual reporting and reviews respectively and lastly a summary is provided of the various reporting requirements.

10.6.5.1 In-year performance reporting and reviewThe submission of the strategic scorecard to the Executive Mayor for consideration and review of the performance of the Municipality as a whole is the next step in the process. The first such report is a major milestone in the implementation of any PMS and it marks the beginning of what should become a regular event namely using the performance report as a tool to review the Municipality’s performance, and subsequently the IDP, and to make important political and management decisions on how to improve.

As indicated earlier it is recommended that the strategic (organisational/corporate/municipal) scorecard be submitted to the Executive Mayor for consideration and review on a quarterly basis. The reporting should therefore take place in October (for the period July to end of September - quarter 1 of the financial year), January (for the period October to the end of December - quarter 2), April (for the period January to the end of March - quarter 3) and July (for the period April to the end of June - quarter 4).

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008The review in January will coincide with the mid-year performance assessment as per section 72 of the MFMA. The said section determines that the accounting officer must by 25 January of each year assess the performance of the municipality and report to the Council on inter alia its service delivery performance during the first half of the financial year and the service delivery targets and performance indicators as set out in its SDBIP.

Performance reviews is the process where the leadership of an organisation, after the performance of the organisation have been measured and reported to it, reviews the results and decide on appropriate action. The EM in reviewing the strategic (municipal/organisational/corporate) scorecard submitted to her on a quarterly basis will have to ensure that targets committed to in the scorecard have been met, where they have not, that satisfactory and sufficient reasons have been provided by senior management and that the corrective action being proposed is sufficient to address the reasons for poor performance. If satisfied with the corrective action as proposed these must to be adopted as formal resolutions of Council, minuted and actioned accordingly.

10.6.5.2 Annual performance reporting and review

On an annual basis a comprehensive report on the performance of the Municipality also needs to be compiled. The requirements for the compilation, consideration and review of such an annual report are set out in chapter 12 of the MFMA. In summary it requires that:

All municipalities for each financial year compile an annual report The annual report be tabled within seven months after the end of the financial year The annual report immediately after it has been tabled be made public and that the local community be invited to

submit representations thereon The municipal Council consider the annual report within nine months after the end of the financial year and adopt an

oversight report containing the council’s comments on the annual report The oversight report as adopted be made public The annual report as tabled and the Council’s oversight report be forwarded to the Auditor-General, the Provincial

Treasury and the department responsible for local government in the Province The annual report as tabled and the Council’s oversight report are submitted to the Provincial legislature.

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The oversight report to be adopted provides the opportunity for full Council to review the performance of the Municipality. The requirement that the annual report once tabled and the oversight report be made public similarly provides the mechanism for the general public to review the performance of the Municipality. It is however, proposed that in an effort to assist the public in the process and subject to the availability of funding, a user-friendly citizens’ report be produced in addition to the annual report for public consumption. The citizens’ report should be a simple, easily readable and attractive document that translates the annual report for public consumption.

It is also proposed that annually a public campaign be embarked upon to involve the citizens of the Municipality in the review of municipal performance over and above the legal requirements of the Municipal Systems Act and the MFMA. Such a campaign could involve all or any combination of the following methodologies:

Various forms of media including radio, newspapers and billboards should be used to convey the annual report. The public should be invited to submit comments on the annual report via telephone, fax and email. Public hearings could be held in a variety of locations to obtain input of the annual report. Making use of existing structures such as ward and/or development committees to disseminate the annual report and

invite comments. Hosting a number of public meetings and road shows at which the annual report could be discussed and input invited. Producing a special issue of the municipal newsletter in which the annual report is highlighted and the public invited

to comment. Posting the annual report on the council website and inviting input

The public review process should be concluded by a formal review of the annual report by the IDP Representative Forum of the Municipality.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008Lastly it should be mentioned that the performance report of a municipality is only one element of the annual report and to ensure that the outcome thereof timeously inform the next cycle of performance planning in terms of an IDP compilation/review process, it is recommended that the annual performance report be compiled and completed as soon after the end of a financial year as possible but ideally not later that two months after financial-year end.

10.6.5.3 Summary of various performance reporting requirements

The following table, derived from both the legislative framework for performance management and this PMS framework, summarise for ease of reference and understanding the various reporting deadlines as it applies to the Municipality:

Report FrequencySubmitted for consideration

and/or review toRemarks

1. Departmental SDBIPs Continuous Manager of Department

See MFMA Circular 13 of National Treasury for further information

2. Monthly budget statements MonthlyExecutive Mayor in consultation with the MM

See sections 71 and 54 of the MFMA

3. Departmental scorecards Monthly Executive Mayor in consultation

Only if developed separately from Departmental SDBIPs

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008with the MM

4. Strategic (municipal/organisational/ corporate) Scorecard

Quarterly Executive Mayor This PMS framework (see section 7.5.1 above)

5. SDBIP mid-year budget and performance assessment

Annually during January of each year

Executive Mayor (in consultation with MAYCO )

See sections 72 and 54 of the MFMA

6. Performance report Annually Council

See section 46 of the Municipal Systems Act as amended. Said report to form part of the annual report (see 7 below)

7. Annual report Annually Council See chapter 12 of the MFMA

10.7 THE AUDITING OF PERFORMANCE MEASURES

10.7.1 The role of internal audit in terms of performance management

The MFMA requires that the Municipality must establish an internal audit section which service could be outsourced depending on its resources and specific requirements. Section 45 of the Municipal Systems Act stipulates that the results of

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008the Municipality’s performance measures must be audited by the said internal audit section as part of the internal auditing process and annually by the Auditor-General.

The Municipal Planning and Performance management Regulations stipulates that internal audit section must on a continuous basis audit all performance and the auditing must include an assessment of the following:

(i) The functionality of the municipality’s performance management system.

(ii) Whether the municipality’s performance management system complies with the Act.

(iii) The extent to which the municipality’s performance measurements are reliable in measuring the performance of municipalities by making use of indicators.

Each of the aforementioned aspects will now be looked at briefly.

Functionality

The function could be defined as a proper or expected activity or duty or to perform or operate as expected. This could also be applied to the operation of any system such a PMS. The internal audit section must therefore on a regular basis audit whether the PMS of the Municipality is functioning as developed and described in this framework.

Compliance

To comply can be defined as to act in the way that someone else has commanded. In this respect it is clear that the legislature wishes to ensure that the Municipality’s PMS complies strictly with the requirements of the Systems Act, Regulations and the MFMA. This compliance check would require that the Municipality’s internal audit unit, at least on an annual basis, verifies that the Municipality’s PMS complies with the said legal requirements.

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ReliabilityTo rely could be defined as to trust or depend (upon) with confidence. Reliability in the context of PMS refers to the extent to which any performance measures reported upon could be seen as being reliable, e.g. if the performance target was to build 500 houses and it is reported that the target has been met or exceeded, it must be established whether the information is factually correct or only an estimation or even worse, purposeful misrepresentation. Undertaking a reliability audit will entail the continuous verification of performance measures and targets reported upon. This will require that the Municipality sets in place a proper information management system (electronically or otherwise) so that the internal audit section is able to access information regularly and to verify its correctness.

The Municipality’s internal auditor must submit quarterly reports on the audits undertaken to the Municipal Manager and the Audit Committee.

10.7.2.Audit Committee

The MFMA and the Municipal Planning and Performance Management Regulations require that the municipal council establish an audit committee consisting of a minimum of three members, where the majority of members are not employees of the municipality. No Councillor may be a member of an audit committee. Council shall also appoint a chairperson who is not an employee.

The Regulations gives municipalities the option to establish a separate performance audit committee whereas the MFMA provides only for a single audit committee. The operation of this audit committee when dealing with performance management is governed by section 14 (2-3) of the Regulations which require that the audit committee must:

review the quarterly reports submitted to it by the internal audit unit

review the municipality's PMS and make recommendations in this regard to the Council of the Municipality

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at least twice during a financial year submit an audit report to the municipal Council In order to fulfill their function a performance audit committee may, according to the MFMA and the Regulations,

communicate directly with the council, municipal manager or the internal; and external auditors of the municipality concerned;

access any municipal records containing information that is needed to perform its duties or exercise its powers;

request any relevant person to attend any of its meetings, and, if necessary, to provide information requested by the committee; and

investigate any matter it deems necessary for the performance of its duties and the exercise of its powers.

The Municipality has already established an Audit Committee and it is recommended that their responsibility in terms of performance management be as set out in the MFMA, Regulations and this framework.

10.8 PERFORMANCE INVESTIGATIONS

The Audit Committee should also be able to commission in-depth performance investigations where there is either continued poor performance, a lack of reliability in the information being provided or on a random ad-hoc basis. The performance investigations should assess:

The reliability of reported information

The extent of performance gaps from targets

The reasons for performance gaps

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Corrective action and improvement strategies

While the internal audit section may be used to conduct these investigations, it is preferable that external service providers, preferably academic institutions, who are experts in the area to be audited, should be used. Clear terms of reference will need to be adopted by the Council for each such investigation.

10.9 .GENERAL ISSUES RELATING TO PERFORMANCE MANAGEMENT

The following is some general issues related to performance management that needs to be taken into consideration in implementing the PMS of the Municipality:

10.8.1 Annual review of the Performance Management System

As stated earlier, one of the functions of the audit committee is to on at least an annual basis, review the PMS of the Municipality. It is envisaged that after the full cycle of the annual review and reporting is complete and the audit committee has met as required; the internal audit section will compile a comprehensive assessment/review report on whether the Municipality’s PMS meets the system objectives and principles as set out in this framework and whether the system complies with the Systems Act, PMS Regulations and the MFMA. This report then needs to be considered by the audit committee and any recommendations on amendments or improvements to be made to the PMS, submitted to the Council for consideration.

The Municipal Systems Act requires the Municipality also annually evaluate its PMS. The review undertaken by the audit committee and its recommendations could serve as input into this wider municipal review of the PMS and it is proposed that after the full cycle of the annual review is complete; the Municipal Manager will initiate an evaluation report, taking into account the input provided by departments. The report will then be discussed by the Management Team and finally submitted to the Council for discussion and approval.

10.8.2Amendments to key performance indicators and targets

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008The Municipality will have to adopt a policy on amendments to indicators and targets. It is recommended that such amendments may be proposed but will be subject to the approval of the Executive Mayor in consultation with the Municipal Manager.

10.10.INTEGRATING PMS WITH THE COUNCIL’S EXISTING MANAGEMENT CYCLE

International best practice indicates that PMS stand the best chance to succeed if it is integrated with the current management cycle of the Municipality. The purpose of such a cycle would be to guide the integration of important processes such as the strategic planning or development process in terms of the IDP methodology, the annual budget process and the formal process of evaluating and assessing Council’s performance in terms of the approved PMS and this framework..

10.11 INSTITUTIONAL ARRANGEMENTS

The implementation of the PMS in terms of this framework would require co-ordination and it is recommended that at organisational level this be the task of the Manager: Corporate Services supported by the PIMSS Centre through the aid of the PMS Co-ordinator. This is not to say that it would be the said person’s responsibility to measure, analyse and report on performance but only to ensure that this happens and that material is collated and available for analyses and review as per this framework on behalf of the Municipal Manager.

At an individual level the responsibility for co-ordination, administration and record keeping should be the responsibility of the Assistant Manager responsible for human resource management.

The Municipality also needs to ensure that its internal audit section is capacitated to deal with the additional responsibilities it has in terms of performance management over and above its traditional financial audit responsibilities.

10.12 CONCLUSION

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008In conclusion it must be emphasised that there are no definitive solutions to managing municipal performance. The process of implementing a performance management system must be seen as a learning process, where the Municipality must continuously improve the way the system works to fulfil the objectives of the system and address the emerging challenges from a constantly changing environment.

SECTION F399


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APPROVAL PHASE

11.1 BACKGROUND The Constitution of the Republic of South Africa and the Municipal Systems Act requires council to develop a service

delivery plan to address the developmental needs and fulfil its developmental role at local government level. The document outlining how council intends to carry out its developmental role during its term of office will be in the

form of the Integrated Development Plan, which is reviewed annually. Having further adhered to provisions of Sections 27 and 29 of the Systems Act, the IDP review process commenced in

August 2006 after the adoption of the IDP review framework and process plan by Council.

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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008 Council has in further compliance with legislation established structures that will ensure that its developmental role

is achieved. In total two steering committee meetings, one management strategic retreat workshop (Spearheaded by the

Municipal Manager), one Executive strategic Workshop (Lead by the Executive Mayor), One strategic retreat workshop for the entire district, District wide IDP/Budget Imbizos, Three session on the NSDP application and Contextualisation, One District Growth and Development Summit, Three representative forums meetings were held to solicit inputs and comments from relevant stakeholders regarding the reviewed IDP as presented.

11.2 DISCUSSION

Section 34 of the Systems Act requires that a municipal council must review its integrated development plan annually in accordance with its performance measurements.

The Executive Mayor managed also in terms of section 21 of the MFMA to co-ordinate the process for preparing the annual budget and reviewing the municipality’s IDP with a time schedule outlining key deadlines, and presented same at least 10 months prior to the start of the budget year for adoption by Council. Council adopted the IDP review framework and process plans on the 31 August 2006. Subsequent to that a draft IDP was approved on the 30 April 2007.

A grace of 21 days was granted to the public to make inputs and forward comments on the draft IDP through print media.

The inputs from the public from the district Imbizos and personal submissions were collated and presented to the various structures of the IDP in terms of the process plan, including the IDP representative Forum and subsequent to that the District wide strategic workshop for final integration.

The Mayoral committee recommended the adoption and Council during its seating of the 31 May 2007 approved the reviewed IDP for the financial year 2007/08.

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