developmental priorities, objectives and … · 14 outstanding service debtors divided by revenue...

IDP Document 2013/2014 Page 82

SECTION G

DEVELOPMENTAL PRIORITIES, OBJECTIVES AND TRANSFORMATION NEEDS The Developmental Priorities and Objectives as well as Council’s Transformation needs have been identified through the IDP process in accordance with the legislative framework. The objectives and needs are categorized according to the six (6) Key Performance Areas (KPA’s) of the municipality. KPA’s 1, 2 and 6 deals with the Development Priorities and Local Economic Development objectives. KPA’s 3, 4 and 5 deals with the Internal Transformation needs, Financial Viability and Good Governance. KEY PERFORMANCE AREAS DEVELOPMENTAL PRIORITIES AND OBJECTIVES: KEY PERFORMANCE AREAS

Key Performance Areas Breakdown KPA 1: Basic Service Delivery

Pre-determined Objectives Mini Business Plans Project List and Budget Summary (CIP) Budget and IDP Alignment Khutsong Resettlement Plan and Projects overview Mining Social Labour Plans

KPA 2: Local Economic Development

Pre-determined Objectives

INTERNAL TRANSFORMATION NEEDS: KPA 3: Municipal Transformation and Organizational Development

Pre-determined Objectives

KPA 4: Financial Viability and Management: Pre-determined Objectives Fiscal Plan

KPA 5: Good Governance and Public Participation Pre-determined Objectives Community Consultation Audit Committee And Risk Management Functioning Of Council IDP Process Plan Structure

KPA6: Spatial Rationale/Analysis Pre-determined Objectives Executive Summary of Merafong Spatial Development Framework


1. PRE-DETERMINED OBJECTIVES

KEY PERFORMANCE AREA 1: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT Goal 1: To ensure provision of basic services

STRATEGIC OBJECTIVES

PERFORMANCE INDICATOR

TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Physical infrastructure (Roads, Electricity, Public amenities)

(1) New tarred roads completed (km) 15 9.7 7.5 5.5 8.7

(2) New storm water drainage constructed (km) 15 7.3 5.6 4.1 6.5

(3) Tarred roads maintenance plan targets met (%) 100 100 100 100 100

(4) Storm water drainage maintenance plan targets met (%) 100 100 100 100 100

(5) Gravel roads maintenance plan targets met (%) 100 100 100 100 100

(6) Potholes on municipal roads identified versus repaired within 7 days (%)

95 95 95 95 95

(7) New bulk electricity supply capacity (MVA) - - 20 10 40

(8) Electricity distribution capacity planned versus delivered (%) 30 15 15 40 -

(9) Performance against quality of supply standards (%) 80 85 90 90 90

(10) New connections in MCLM distribution installed (n) 2805 2695 2000 2000 2000

(11) Electricity maintenance plan targets met (%) 65 100 100 100 100

(12) New street lights installed (n) 260 1000 1000 1000 1000

(13) Street light defaults registered versus repaired within 7 days (%)

100 100 100 100 100

(14) Building maintenance plan targets met (%) 100 100 100 100 100

(15) Public amenities developments planned versus implemented (%)

100 100 100 100 100

(16) Community / sports facilities maintenance plan targets met (%)

100 100 100 100 100

(17) Community facilities utilization rate (%) 35 40 40 45 45

(18) Community facilities functionality rating (%) 65 75 80 80 80


KEY PERFORMANCE AREA 1: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT (Cont.) Goal 1: To ensure provision of basic services (Cont.)



TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Municipal services (Water, Sanitation, Solid waste removal)

(19) Water quality standards met (%) (SANS 241) 95 80 85 90 95

(20) Unaccounted water loss reduction (%) 15 16 14 14 14

(21) Uninterrupted water supply (%) 95 95 95 95 95

(22) New water connections (n) (formal) 2805 2695 2138 - -

(23) Access to water planned versus provided (%) (informal settlements)

100 100 100 100 100

(24) Water network maintenance plan targets met (%) 80 100 100 100 100

(25) Bulk water capacity available versus actual ml (%) 30 86 86 86 86

(26) Bulk sanitation capacity planned versus actual ml (%) 100 56 56 56 60

(27) Sewer maintenance plan targets met (%) 85 100 100 100 100

(28) Performance against effluent treatment standards (%) 80 90 90 90 90

(29) New water borne sewer connections (n) 2805 2695 2138 - -

(30) Bucket system eradicated (n) 50 99 - - -

(31) Water care works maintenance plan target met (%) 85 100 100 100 100

(32) Increase in access to solid waste removal (n) kerb site 3 5 5 5 5

(33) Performance against landfill sites standards (%) 80 80 80 80 80

(34) Performance against planned solid waste removal standards (%)

100 80 85 90 95

(35) Recycled waste versus total landfill waste (%) 8 10 15 20 25

(36) Performance against the waste recycling plan (n) develop 100 1 - - -


KEY PERFORMANCE AREA 2: PROMOTE LOCAL ECONOMIC DEVELOPMENT Goal 2: To promote local economic development



TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Economic development (37) FTE jobs created through infrastructure projects (n) 260 436 543 600 680

(38) Internal LED projects planned versus implemented (%) 100 100 100 100 100

(39) External LED projects facilitated planned versus implemented (%) 100 100 100 100 100

(40) GDS business plans planned versus actual submitted (%) 100 100 100 100 100

(41) Business licenses required versus actual (%) 85 70 75 80 85

(42) Street trading facilities occupancy rate (%) 95 95 95 95 95

(43) SMME business initiatives planned versus implemented (%) 100 100 100 100 100

(44) BBBEE spent on capital budget versus actual (%) 60 62 65 65 65

(45) Jobs created through community works programme (n) 2150 1200 1200 1200 1200

Social development (46) Library services planned versus provided (%) 100 100 100 100 100

(47) Traffic services planned versus provided (%) 100 100 100 100 100

(48) Decrease in security breaches (%) 30 40 50 55 60

(49) Integrated social development interventions plan available (n) (HIV, vulnerable groups, youth, indigent management, sports, arts and culture development, etc.)

(50) % of the plan implemented

1

100

1

100

1

100

1

100

1

100

Rural development (51) Rural development initiatives planned versus implemented (%) - - 100 100 100


KEY PERFORMANCE AREA 3: MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT

Goal 3: To ensure municipal transformation and organizational development



TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Business management / leadership (Strategic positioning, Organizational culture, Stakeholder relations management / communication, Business performance management)

1 Policies planned to be developed / reviewed versus developed / reviewed (%)

100 100 100 100 100

2 Organizational climate / employee satisfaction rating (%) - 43 - 50 -

3 Internal client satisfaction rating (%) - 45 - 50 -

4 External client satisfaction rating (%) 45 48 50 53 55

(52) Performance against SLA’s requirements (%) 80 80 80 80 80

5 Stakeholder consultative forums planned to be established versus established (%)

70 70 70 70 70

6 Clean audit report (n) - 1 1 1 1

7 Unqualified audit report (n) 1 - - - -

8 Performance management system cascaded (%) 20 30 40 50 60

Resource management

Human Resource Management

Funded positions filled (%) 90 90 90 90 90

Skills development plan targets met (%) 80 80 80 80 80

Equity targets met (%) 90 90 90 90 90

Labour relations issues lodged versus attended to within regulatory guidelines (%)

50 60 65 70 75

ICT management 9 ICT master plan available (n) 1 1 1 1 1

10 ICT planned versus available (%) 50 70 80 90 90

Record / knowledge Management

11 Knowledge management interventions planned versus implemented (%)

100 100 100 100 100

Asset management

12 Asset management plan developed versus implemented (%) 70 80 90 90 90


KEY PERFORMANCE AREA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT Goal 4: To ensure municipal financial viability and management



TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Financial viability 13 Outstanding debtors to revenue (%) 22.8 22.8 22.8 22.8 22.8

14 Outstanding service debtors divided by revenue received (ratio) 2.7 2.7 2.7 2.7 2.7

15 Labour cost to total income (%) 30 30 30 30 30

16 Revenue collected actual versus planned (%) 82 84 87 87 90

Financial management 17 Variance on operational budget spent (%) 10 10 10 10 10

18 Variance on capital budget spent (%) 15 15 15 15 15

19 Increase in the collection rate of traffic fines (%) 10 10 10 10 10

20 Creditors paid within 30 days (%) 100 100 100 100 100

21 Goods / services / assets planned to be procured versus procured within specified standards (%)

70 80 90 90 90


KEY PERFORMANCE AREA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION Goal 5: To ensure good governance and public participation



TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Corporate governance 22 Compliance to regulatory framework (%) 100 100 100 100 100

23 Council resolutions made versus executed (%) 100 100 100 100 100

24 Audit queries received versus corrective action taken within specified time (%)OPCA planned initiatives versus implementation

100 100 100 100 100

25 ERM planned versus executed (%) 100 100 100 100 100

Broaden / local democracy 26 Ward committee support programmes conducted versus planned (%)

100 100 100 100 100

27 Ward committee issues raised versus addressed (%) 100 100 100 100 100

28 Council committees’ functionality rating/Sec. 79 Committee meetings planned versus actual (%)

70 100 100 100 100

29 Ward committee meetings planned versus conducted (%) 100 100 100 100 100

30 Public participation strategy available (n) 1 - - - -

31 Public participation meetings / events / Imbizo planned versus conducted (%)

90 90 90 90 90

32 Public participation meetings / events / Imbizo community satisfaction rating (%)

70 50 55 60 65

33 CDW model initiatives planned versus implemented (%) 100 100 100 100 100

34 Special mayoral programmes planned versus implemented (%) 100 100 100 100 100

Local government accountability 35 Reports required in terms of legislation versus submitted timeously (%)

100 100 100 100 100

36 Average lead time from community queries / petitions received until finalized (working days)

14 12 10 8 8

IDP Document 2013/2014 9

KEY PERFORMANCE AREA 6: INTEGRATED SPATIAL DEVELOPMENT FRAMEWORK FOR SUSTAINABLE DEVELOPMENT Goal 6: To ensure integrated spatial development framework for sustainable development



TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Land use management (53) Illegal land uses resolved versus registered within specified time (%)

85 85 85 85 85

(54) Land audit available in line with 2016 Uni-City Vision (%) - 25 25 25 25

Spatial planning (55) Revised SDF in line with 2016 Uni-City Vision (n) 1 1 1 1 1

(56) Average lead time from township development applications received until approved (days)

60 60 60 60 60

Human settlements management (57) Houses completed (n)

2805 2695 2138 - -

(58) Informal settlements reduced (n) (from baseline) 2805 2695 2138 - -

(59) Informal settlements formalized (n) 500 1000 1500 1500 1500

(60) Mixed housing projects planned versus facilitated (%) 100 100 100 100 100

Infrastructure master planning (61) Integrated infrastructure master plan in line with the 2016 Uni-City Vision (n)

- 1 1 1 1

Environmental management (62) Non-compliance detected versus compliance notices issued (%)

100 100 100 100 100

(63) Environmental quality standards met (%) (water, waste, ROD requirements, etc.)

100 100 100 100 100

Rural development planning (64) Rural development plan available (n) - 1 1 1 1

IDP Document 2013/2014 0

1. KEY PERFORMANCE AREAS BREAKDOWN KEY PERFORMANCE AREA 1: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT Pre-Determined Objectives



TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Physical infrastructure (Roads, Electricity, Public amenities)

(65) New tarred roads completed (km) 15 9.7 7.5 5.5 8.7

(66) New storm water drainage constructed (km) 15 7.3 5.6 4.1 6.5

(67) Tarred roads maintenance plan targets met (%) 100 100 100 100 100

(68) Storm water drainage maintenance plan targets met (%) 100 100 100 100 100

(69) Gravel roads maintenance plan targets met (%) 100 100 100 100 100

(70) Potholes on municipal roads identified versus repaired within 7 days (%)

95 95 95 95 95

(71) New bulk electricity supply capacity (MVA) - - 20 10 40

(72) Electricity distribution capacity planned versus delivered (%) 30 15 15 40 -

(73) Performance against quality of supply standards (%) 80 85 90 90 90

(74) New connections in MCLM distribution installed (n) 2805 2695 2000 2000 2000

(75) Electricity maintenance plan targets met (%) 65 100 100 100 100

(76) New street lights installed (n) 260 1000 1000 1000 1000

(77) Street light defaults registered versus repaired within 7 days (%)

100 100 100 100 100

(78) Building maintenance plan targets met (%) 100 100 100 100 100

(79) Public amenities developments planned versus implemented (%)

100 100 100 100 100

(80) Community / sports facilities maintenance plan targets met (%)

100 100 100 100 100

(81) Community facilities utilization rate (%) 35 40 40 45 45

(82) Community facilities functionality rating (%) 65 75 80 80 80


Pre-Determined Objectives (Cont.)



TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Municipal services (Water, Sanitation, Solid waste removal)

(83) Water quality standards met (%) (SANS 241) 95 80 85 90 95

(84) Unaccounted water loss reduction (%) 15 16 14 14 14

(85) Uninterrupted water supply (%) 95 95 95 95 95

(86) New water connections (n) (formal) 2805 2695 2138 - -

(87) Access to water planned versus provided (%) (informal settlements)

100 100 100 100 100

(88) Water network maintenance plan targets met (%) 80 100 100 100 100

(89) Bulk water capacity available versus actual ml (%) 30 86 86 86 86

(90) Bulk sanitation capacity planned versus actual ml (%) 100 56 56 56 60

(91) Sewer maintenance plan targets met (%) 85 100 100 100 100

(92) Performance against effluent treatment standards (%) 80 90 90 90 90

(93) New water borne sewer connections (n) 2805 2695 2138 - -

(94) Bucket system eradicated (n) 50 99 - - -

(95) Water care works maintenance plan target met (%) 85 100 100 100 100

(96) Increase in access to solid waste removal (n) kerb site 3 5 5 5 5

(97) Performance against landfill sites standards (%) 80 80 80 80 80

(98) Performance against planned solid waste removal standards (%)

100 80 85 90 95

(99) Recycled waste versus total landfill waste (%) 8 10 15 20 25

(100) Performance against the waste recycling plan (n) develop

100 1 - - -


2. MINI BUSINESS PLANS 2.1 ROADS AND STORMWATER

LOGICAL FRAMEWORK:

Objective(s): To render an effective and efficient integrated Road and Storm Water service in the jurisdiction area Merafong City

Indicators for Achievement of Objectives: To extend and enhance service delivery within the entire area of jurisdiction

Project Outputs: Provide safe roads to complement accessibility, walkways to ensure pedestrian safety and stormwater systems to enhance stormwater management. Compliance with RoD requirements to ensure safety of residents.

Targets/Target Groups: Community of Merafong City Local Municipality

Locations:

Wards Project 13/14 14/15 15/16

1-28 1 √

16,17,18 & 28

2 √ √

24 3 √

24 4 √

18 5 √

24 6 √

Projects Budget 13/14 14/15 15/16 Source of Finance

1. Borrow Pit Phase 2 R1 000 000.00 1 000 000.00

Revenue

2. Resealing of roads R30 000 000.00 15 000 000.00 15 000 000.00 Revenue

3. Resealing of Losberg Street R4 500 000.00 1 000 000.00 Revenue

4. Upgrading of Hawer Street R2 500 000.00 2 500 000.00 Revenue

5. Repair and maintenance of Kaolin street (Carletonville)

R500 000.00 500 000.00 Revenue

6. Repairing and maintenance of Lembede Drive (Kokosi)

R1 000 000.00 500 000.00 Revenue

7. Greenspark Pedestrian Bridge and Fencing

13,953,700.00 13,953,700.00

MIG

SUB-TOTAL R53,453,700.00 R34,453,700.00 R15,000,000


2.1 ROADS AND STORMWATER (Continued...)

LOGICAL FRAMEWORK:





Locations:

Wards Project 13/14 14/15 15/16

7 √

8 √ √

9 √

10 √

11 √

12 √

13 √

14 √

15 √

Projects: Budget 13/14 14/15 15/16 Source of Finance

8. Greenspark Ext 1 Roads and Stormwater 41,234,924.00 30,000,000.00

MIG

9. Kokosi Ext 5 Ring road 41,646,140.00 8,460,000.00

MIG

10. Kokosi Ext 6 Road construction 5,557,500.00 1,919,011.00

MIG

11. Design & Construction of Pedestrian Bridge 12,024,293.76 12,024,293.76

DoHS

12. Khutsong Ext 5 Bridge over Rail (Bridge Section) 452,356.62 452,356.62

DoHS

13. Lining of Bulk Stormwater Canals 31,950,211.00 23,400,000.00

DoHS

14. Design of Bulk Roads & Associated Stormwater (Khutsong x5: Phase 2)

17,194.44 17,194.44

DoHS

15. Design of Internal Roads & Associated Stormwater (Khutsong x5: Phase 2)

1,218,871.51 1,218,871.51

DoHS

16. Upgrading of P89-1: Phase 1 56,046,000 32,500,000 23,546,000

TOTAL

R190,147,491.33

R109,991,727.33 R23,546,000


2.1 ROADS AND STORMWATER (Continued….)

LOGICAL FRAMEWORK:





Locations:

Wards Project 13/14 14/15 15/16

1,2 16 √

17 √ √

18 √

19 √

20 √

21 √

22 √

23 √

24 √

Budget 13/14 14/15 15/16 Source of Finance

17. Other Supporting Stormwater Infrastructure (Khutsong x5: Phase 2)

147,691.41 147,691.41

DoHS

18. Khutsong South Bulk Roads & Ass Stormwater(Phase 1B & 1C) 10,160,152.21 10,160,152.21

DoHS

19. Khutsong Ext 5 Pedestrian Bridge over Rail & Road 147,691.41 147,691.41

DoHS

20. Khutsong Ext 5 Upgrade of P89-1/Bridge Interchange 452,276.67 452,276.67

DoHS

21. Khutsong South: Construction of Road over Rail Bridge 59,000,000.00 29,520,000.00

DoHS

22. Khutsong South Bulk Roads & Ass Stormwater(Phase 1B & 1C) 10,160,152.21 10,160,152.21

DoHS

23. Construction of new roads & stormwater in Khutsong 22,250,000.00 22,250,000.00

External Loan

24. Construction on new internal roads in Kokosi 10,000,000.00 10,000,000.00

External Loan

25. Construction of new internal roads in Wedela 5,000,000.00 5,000,000.00

External Loan

26. Bulk Stormwater: Western Canal 35,000,000 17,700,000 17,300,000

DoHS

27. Fencing of Airfield 5,000,000 5,000,000

DoHS

TOTAL R157,317,963.91 R110,537,963.91 R17,300,000


2.2 PUBLIC WORKS

Objective(s): To formalize and improve facilities, and general public facilities

Indicators for Achievement of Objectives Improved standard of public facilities

Project Outputs: Improved public/municipal facilities. The purpose of maintenance is to sustain the design life of the municipal buildings and assets.

Targets/Target Groups: General public

Locations:

Wards Project 13/14 14/15 15/16

17 1 √

17 2 √

Major Activities: Construction of taxi ranks and associated infrastructure

Responsible Agencies: MIG Merafong City Local Municipality

Projects Budget 13/14 14/15 15/16 Source of Finance

1. Rehabilitation of Commando building R2 600 000.00 2 600 000.00

Revenue

2. Waterproofing and guttering Oberholzer R650 000.00 650 000.00

Revenue

SUBTOTAL

R3 250 000 R3 250 000


2.3 ELECTRICITY

PLANNING FRAMEWORK:

Objective(s): Creation of Infrastructure and extension of services

Indicators for Achievement of Objectives: Completion of projects in accordance with approved project outputs and targets

Project Outputs: - Asset creation - Bulk Capacity Provision - Safe Network Operations - Improved Quality of Supply

Targets/Target Groups: Communities residing in Merafong City Business entities trading in Merafong City

Locations: Projects cover the entire Licensed Distribution Area of Merafong City

Major Activities: - Develop Business plans to apply for funds from potential funding agencies - Initiate, implement and monitor the projects and programmes

Responsible Agencies: Merafong City Municipality Department: Infrastructure Development Department of Energy EDI Holdings Development Bank of SA West Rand District Municipality

Ward Project 13/14 14/15 15/16

24,26 1 √ √

All wards 2 √ √

17 3 √

16 4 √ √

All wards 5 √ √ √

1,2,17 6 √ √

1,2,17 7 √ √

24,26 8 √ √

24,26 9 √

2,18 10 √ √ √

PROJECT: BUDGET 13/14 14/15 15/16 SOURCE OF FINANCE:

1. Fochville Bulk Substation – ESKOM R10,000,000 5,000,000 5,000,000 External Loan

2. Load control relays replacement and audit R4,900,000 3,400,000 1,500,000 Operational

3. Rural Ring Feeder R410,000 410,000 Revenue

4. Bulk Supply C/ville R74,000,000 10,000,000 64,000,000 External Loan

5. Street lights – Merafong Ph. 2 R25,722,765 3,000,000 17,148,510 8,374,255 MIG

6. Khutsong South Extensions Electrification R62,400,000 32,800,000 29,600,000 DoE

7.Khutsong South new 11kv main substation R35,000,000 25,000,000 10,000,000 DoE

8. Lighting – N12/R500 Crossing R1,700,000 1,000,000 700,000 Dept. Roads, Public Works & Transport

9. Kokosi Ext 6 Electrification 2138 stands R21,380,000 21,380,000 DoE

10. Load Control Upgrade R7,000,000 2,500,000 2,500,000 2,000,000 Renewal of assets

SUB-TOTAL R242,512,765 R13,900,000 R116,738,510 R114,674,255


2.3 ELECTRICITY (continues….)

PLANNING FRAMEWORK:








Ward Project 13/14 14/15 15/16

24,26 11 √ √

All wards 12 √ √

1,2,17 13 √

16 14 √

1,2,17 15 √ √


All wards 17 √ √


1,2,17 19 √

1,2,17 20 √ √


11. Fochville – LV Network R800,000 600,000 200,000 Renewal of assets

12. Christmas Lights R750,000 500,000 250,000 Revenue

13. Wedela 5MVA TRF R2,500,000 2,500,000 Revenue

14. Blesbok Ring feeder R520,000 520,000 Revenue

15. Khutsong South Extensions Electrification Ph2 4350 stands R45,800,000 19,000,000 26,800,000 DoE

16. Open Space Lighting R4,500,000 500,000 2,000,000 2,000,000 Revenue

17. Streetlight Conversion Phase 2 R10,491,230 6,411,307 4,079,923 MIG

18. Streetlights Internal R1,050,000 150,000 300,000 600,000 Revenue

19. Khutsong South 10MVA 44/11TRF R3,000,000 3,000,000 Revenue

20. Bulk supply Khutsong South secondary network R43,055,000 3,000,000 17,500,000 22,555,000 DoE

SUB-TOTAL R112,466,230 R23,150,000 R59,881,307 R29,434,923


2.4 ELECTRICITY (continue….)

PLANNING FRAMEWORK:








Ward Project 13/14 14/15 15/16

25,26 21 √

1,2,17 22 √ √ √

24,26 23 √

1,2,17 24 √ √

1,2,17 25 √ √

16 26 √


21. Fochville Main Substation Upgrade R15,000,000 15,000,000 External Loan

22. Khutsong South Bulk Substation - ESKOM R60,000,000 10,000,000 30,000,000 20,000,000 External Loan

23. Kokosi Ext 7 Electrification 2225 stands R24,475,000 24,475,000 Revenue

24. Streetlights Khutsong 14852 Stands PH 2 R8,000,000 4,000,000 4,000,000 MIG

25. Khutsong Bulk Electricity Phase 2 R80,000,000 40,000,000 40,000,000 DoE

26. Carletonville Ext 17 R24,574,000 24,574,000 DoE

SUB-TOTAL R212,049,000 R25,000,000 R123,049,000 R64,000,000

TOTAL R567,027,995 R62,050,000 R299,668,817 R211,109,178


2.5 WATER

LOGICAL FRAMEWORK:

Strategic Objective: To ensure provision of basic services

Key Performance Indicator for Achievement of Objective: Municipal Services

Project Outputs: - # New water connections - % Access to basic water planned vs provided - % Bulk water capacity planned vs implemented - % Unaccounted water loss reduction - % Uninterrupted water supply - % Water network maintenance plan target met - % Water quality standards met


Locations:

Wards Project 13/14 14/15 15/16

15 1

1-7 2

26 3

17 4

1-28 5

1-7 6

25 7

1-7 8

24,25 9

1-28 10

Major Activities: - Construction of reservoir - Construction of pipelines - Replacement of pumps - Replacement of valves - Erecting concrete palisades

Responsible Agencies: Merafong City Local Municipality MIG Department of Human Settlements Grants

PROJECT: BUDGET 13/14 14/15 15/16 SOURCE OF FINANCE

1.Blybank Reservoir and Supply Pipelines 13,899,060 2,899,060 MIG

10,428,540 10,248,540 MIG (Extended funding)

2. Khutsong South Bulk Water Supply Pipeline (Reservoir to town) 42,500,000 37,500,000 DoHS Grant (R105,000,000)

3. Provision of Infrastructure 32 stands and services – Losberg Industrial Area

3,840,000 3,840,000 MIG

4. Provision of Infrastructure 50 stands and services – Carletonville Ext 14 6,000,000 6,000,000 MIG

5. Merafong Main Valves Upgrading 300,000 300,000 Operational – asset maintenance

6. Khutsong Reservoir pumps replacement 1,000,000 500,000 500,000 Revenue – asset replacement

7. Replacement Water Pipeline Greenspark 1,600,000 800,000 800,000 Revenue – asset replacement

8. Services – Transit Areas 14,400,000 11,400,000 DoHS Grant (R105,000,000)

9. Water Loss Management – Meter Audits 5,000,000 1,000,000 1,000,000 1,000,000 Revenue – Asset management

10. Merafong Reservoirs Fencing(Blue Drop Requirement – Water Safety Plan)

3,600,000 1,200,000 1,200,000 1,200,000 Revenue – Asset renewal

SUB-TOTAL 102,567,600 54,447,600 3,500,000 23,440,000


2.5 WATER (continue….)

LOGICAL FRAMEWORK:



Project Outputs: - # New water connections - % Access to basic water planned vs provided - % Bulk water capacity planned vs implemented - % Unaccounted water loss reduction - % Uninterrupted water supply - % Water network maintenance plan target met - % Water quality standards met


Locations:

Wards Project 13/14 14/15 15/16

1-7 11

1-7 12

1-28 13

20,21 14

1-28 15

1-28 16

Major Activities: - Construction of reservoir - Construction of pipelines - Replacement of pumps - Replacement of valves - Erecting concrete palisades


Project: Budget 13/14 14/15 15/16 Source of Finance

11. Geological investigation – Khutsong Reservoir 500,000 500,000 Operational

12. Standby Generator – Khutsong Pump Station 2,000,000 1,000,000 1,000,000 Revenue – Asset (new)

13. Updating of WSDP – Annual legislative requirement 1,500,000 750,000 750,000 Operational

14. Wedela Depot (Public Works) 1,000,000 1,000,000 Revenue – Asset (new)

15. Refurbishment of Pressure Reducing Valves 1,500,000 500,000 500,000 500,000 Revenue – Asset renewal

16. Concrete valve covers (Merafong) 2,000,000 500,000 500,000 500,000 Revenue – Asset (new)

17. Design of Internal Water & Sewer Reticulation (Khutsong x5: Phase 2)

434,947.00 434,947.00 DoHS

18. Bulk Water & Sewer Infrastructure (Khutsong x5: Phase 2)

207,398.00 207,398.00 DoHS

SUB-TOTAL 9,142,345 4,892,345 2,750,000 1,000,000

TOTAL 111,709,945 59,339,945 6,250,000 24,440,000


2.6 WATER CARE WORKS

LOGICAL FRAMEWORK:



Project Outputs: - % Bulk sanitation capacity planned vs provided - % performance against effluent treatment

standards - % Water Care Works maintenance plan target met


Locations:

Wards Project 13/14 14/15 15/16

17 1

1-7, 15,26 2

15, 17, 18 3

17 4

17 5

18 6

18 7

1-7 8

15 9

26 10

1-7, 25,26 11

Major Activities: - Geotechnical investigation - Purchase of standby generators - Repair of structures - Design of new WWTP


Costs Budget 13/14 14/15 15/16 Source of Finance

1. Geotechnical Investigation WWTP Oberholzer 500,000 500,000 Operational

2. Standby Generator – Kokosi, Khutsong & Wedela WWTP

6,000,000 2,000,000 2,000,000 Revenue – Asset (new)

3. Application for WULA’s Oberholzer, Wedela & Welverdiend

2,000,000 1,000,000 1,000,000 Operational

4. Repair of bio-filters Oberholzer WWTP 1,500,000 1,500,000 Revenue – Asset renewal

5. Repair of sludge digester Oberholzer WWTP 1,500,000 1,500,000 Revenue – Asset renewal

6. Design – Welverdiend WWTP Upgrade 7,500,000 4,500,000 DoHS Grant (R105,000,000)

7. Upgrade – Welverdiend WWTP 42,500,000 MIG

8. Khutsong WWTP 50,000,000 MIG

9. Upgrading of Wedela WWTP 20,000,000 MIG

10. Demolishing old Kokosi WWTP 2,000,000 2,000,000 Revenue – decommissioning of asset

11. Sludge drying equipment Kokosi & Khutsong 6,000,000 3,000,000 3,000,000 Revenue – Asset (new)

SUB TOTAL 139,500,000 16,000,000 6,000,000 0


2.6 WATER CARE WORKS (continue….)

LOGICAL FRAMEWORK:



Project Outputs: - % Bulk sanitation capacity planned vs provided - % performance against effluent treatment standards - % Water Care Works maintenance plan target met


Locations:

Wards Project 13/14 14/15 15/16

17 12

1-7, 15, 26 13

15, 17, 18 14

17 & 26 15

1-7, 26 16

1-7, 26 17

1-7, 26 18

17 19

17 20



Costs Budget 13/14 14/15 15/16 Source of Finance

12. Upgrading of paved road to WWTP Oberholzer 1,000,000 1,000,000 Revenue – Asset Renewal

13. Concrete lining of sludge disposal sites – Oberholzer, Wedela, Kokosi, Khutsong, Welverdiend

6,000,000 2,000,000 2,000,000 2,000,000 Revenue – Asset (new)

14. Renewal of valves in drying beds – Oberholzer 100,000 100,000 Operational

15. Concrete fencing of WWTP Khutsong, Wedela and Kokosi 6,000,000 2,000,000 2,000,000 2,000,000 Revenue – Asset New

16. Fencing of lagoon – Khutsong and Wedela WWTP 3,000,000 1,500,000 1,500,000 Revenue – Asset New

17. Supply and Installation – two new aerators and gearboxes Khutsong and Wedela WWTP

1,000,000 500,000 500,000 Operational

18. Supply and Installation – two new mixers and gearboxes Khutsong and Wedela WWTP

1,000,000 500,000 500,000 Operational

19. Supply and Installation – two new blowers – Welverdiend WWTP

250,000 250,000 Operational

20. Supply and Installation – submersible pump – Welverdiend Pump station

100,000 100,000 Revenue – Asset New

SUB TOTAL 18,450,000 7,950,000 6,500,000 4,000,000


2.6 WATER CARE WORKS (continue….)

LOGICAL FRAMEWORK:



Project Outputs: - % Bulk sanitation capacity planned vs provided - % performance against effluent treatment

standards - % Water Care Works maintenance plan target met


Locations:

Wards Project 13/14 14/15 15/16

17 21

26 22




21. Supply and Installation – Gorman Rupp pump – Welverdiend Pump station

150,000 150,000 Revenue – Asset New

22. Replacement of auto rake system – Wedela WWTP 1,000,000 1,000,000 Revenue – Asset (new)

SUB TOTAL 1,150,000 1,150,000 0 0

TOTAL 159,100,000 25,100,000 12,500,000 4,000,000


2.7 SEWER

LOGICAL FRAMEWORK:

Strategic Objective:

To ensure provision of basic services

Key Performance Indicator for Achievement of Objective:

Municipal Services

Project Outputs: - # New waterborne sewer connections - % Bucket System eradicated - % Bulk sanitation capacity planned vs implemented - % Sewer maintenance plan targets met

Targets/Target Groups:

Community of Merafong City Local

Municipality

Locations:

Wards Project 13/14 14/15 15/16

25&26 1

17 2

1-7 3

1-28 4

1-28 5

23&24 6

24,25&26 7

1-28 8

9

10

11

Major Activities: - Construction of bulk outfall sewer lines - Replacement of sewer line & Cleaning of sewer lines - Construction of VIPs

Responsible Agencies:

Merafong City Local Municipality

MIG

Department of Human Settlements Grants

PROJECT BUDGET 13/14 14/15 15/16 SOURCE OF FINANCE

1. Outfall sewer Fochville Ext 7 R7,000,000 7,000,000 Revenue – Asset (new)

2. Replacement of sewer line Onyx Street Carletonville R2,000,000 2,000,000 Revenue – Asset renewal

3. Services – Transit Areas R14,400,000 11,400,000 3,000,000 DoHS Grant (R105,000,000)

4.Relining of sewer lines in Merafong R5,000,000 1,500,000 1,500,000 2,000,000 Revenue – Asset renewal

5. Purchase of high pressure jet machine R2,000,000 2,000,000 Revenue – Asset (new)

6. Outfall sewer Kokosi Ext 6 & 7 R14,000,000 7,000,000 7,000,000 Revenue – Asset (new)

7. Outfall sewer Fochville Ext 3 & 8 R14,000,000 7,000,000 Revenue – Asset (new)

8. Manhole cover replacement R1,000,000 500,000 500,000 Operational

9.Khutsong Ext 5 Welverdiend WWTW R3,781,745.20 3,781,745.20 DoHS

10.Construction of Welverdiend Sewer Pump Station R5,149,360.97 5,149,360.97 DoHS

11.Khutsong t Ext 5 Wonderspruit Outfall Sewer R453,422.51 453,422.51 DoHS

TOTAL R68,784,529 R22,384,529 R20,400,000 R19,000,000


2.8 PARKS AND CEMETERIES

LOGICAL FRAMEWORK

Objective(s): Parks and Cemeteries

Indicators for achievement of objectives: Improved Cemeteries and Greening of Merafong City

PROJECT OUTPUTS: - Fencing of Cemetery - Development of Parks - Upgrading Piet Viljoen Park - Developed gardens (head office) - Fencing Civic centre

TARGETS/TARGET GROUPS: Merafong community

LOCATIONS:

Ward Project 13/14 14/15 15/16

20,23 1

20,23 2

18 3

18 4

22,25,26 5

20,23 6

MAJOR ACTIVITIES: Implement project as indicated below

RESPONSIBLE AGENCIES: Merafong City Local Municipality


1. Fencing Wedela cemetery R1 000 000 1 000 000 Revenue

2. Developed new gardens Head office

R500 000 500 000 Revenue

3. Fencing civic centre Carletonville

R1 500 000 1 500 000 Revenue

4. Park Development Kokosi R750 000 750 000 Revenue

5. Park Development Wedela R750 000 750 000 Revenue

6. Upgrading Piet Viljoen Park R1 500 000 1 500 000 Revenue

TOTAL BUDGET R6 000 000 R6 000 000


2.9 SPORT FACILITIES

PLANNING FRAMEWORK:

Objective(s): Provision and management of facilities

Indicators for Achievement of Objectives: Increase access to standard facilities

Project Outputs: Standard Sport facilities High performance athletes Seasoned artists

Targets/Target Groups: Merafong community of sport, arts, culture and Theatre production

Locations:

Ward Project 13/14 14/15 15/16

7 1

12 2

Major Activities: - Implementation of projects as listed below

Responsible Agencies: Merafong City Local Municipality


1.Upgrading of Khutsong Proper Stadium

R3,000,000 3,000,000 Insurance and Income

4.Welverdiend sport stadium R780, 000 780,000 Revenue

TOTAL BUDGET R3,780,000 R3,780,000


2.10 RECREATION FACILITIES

PLANNING FRAMEWORK:

Objective(s): Development of facilities Improve access to facilities

Indicators for Achievement of Objectives: Recreation facilities provided

Project Outputs: Construction of facilities

Targets/Target Groups: Merafong community

Locations:

Ward Project 13/14 14/15 15/16

All wards 1 √

Major Activities: - Implementation of projects as listed below



1. Farming Area – Mobile library R1 ,250,000 650, 000 600,000 DORA

TOTAL BUDGET

R1,250,000

R650,000

R600,000


2.11 SPORT & RECREATION PROGRAMS

PLANNING FRAMEWORK:

Objective(s): Promotion of Sport & Recreation in Merafong City

Indicators for Achievement of Objectives: Present programs for the Development of youth, promote healthy lifestyle

Project Outputs: Enhance sport participation


Locations: 13/14 14/15 15/16

Ward Project

All All

Major Activities: Implementation of programs as listed below



1. Holiday Program 60 000 60 000 Revenue

2. Woman’s Month development League 60 000 60 000 Revenue

3. Sport Indaba /Fun Run 180 000 180 000 Revenue

4. OR Tambo Games 320 000 320 000 Revenue

5. Generic Courses/Development Courses/Clubs

40 000 40 000 Revenue

6. Netball Association 30 000 30 000 Revenue

7. School Athletics & Cross Country 30 000 30 000 Revenue

8. Family Sport Day 50 000 60 000 Revenue

9. Merafong Marathon 40 000 40 000 Revenue

10. Freedom Day Games/ schools 150 000 150 000 Revenue

11. Youth Month Games 150 000 150 000 Revenue

TOTAL

R1 110 000

R1 110 000


2.12 ARTS & CULTURE PROGRAMMES

PLANNING FRAMEWORK:

Objective(s): Promotion of Arts and culture in Merafong City

Indicators for Achievement of Objectives: Programs presented for the Development and support of local artists

Project Outputs: Development & exposure of local artists


Locations:

Ward Project 13/14 14/15 15/16

All All



PROJECT: BUDGET 13/14 14/15 15/16 SOURCE OF FUNDING

12. Men Month ( Revival of Forums & Training, Motjeko Dance Auditions

R124 000 124 000 Revenue

13. Women’s Month ( Ishashalazi Mini Festival & Arts Indaba) R180 000 180 000 Revenue

14. Heritage Month R300 000 300 000 Revenue

15. Senior Citizen’s Month( Exhibition, Basket making course) R30 000 30 000 Revenue

16. Disability Month ( Visual Arts Competition) R60 000 60 000 Revenue

17. Children and HIV/AIDS Month ( Theatre Festival) R50 000 50 000 Revenue

18. Back to School Campaign Month (Educational Motivational Talk, Painting Reservoirs)

R50 000 50 000 Revenue

19. Valentine Month( Battle of the Poets and Writers) R60 000 60 000 Revenue

20. Story telling & Public Speaking/ Debate R90 000 90 000 Revenue

21. Moral Regeneration:(Queen of Merafong Beauty Pageant R120 000 120 000 Revenue

22. Celebration of Christianity/ Gospel Extravaganza R150 000 150 000 Revenue

23. Africa Day Month ( Choral Festival & Cultural Night) R120 000 120 000 Revenue

24. Youth Month: Merafong History Exhibition, Film Festival R90 000 90 000 Revenue

TOTAL

R1 424 000

R1 424 000


2.13 LIBRARY PROGRAMMES

PLANNING FRAMEWORK:

Objective(s): Promotion Library Services in Merafong City

Indicators for Achievement of Objectives: Programs presented to increase and develop literacy and increase access to information

Project Outputs: Increase usage of Libraries


Locations:

Ward Project 13/14 14/15 15/16

All All




25. Woman’s Day R 2,600 R 2,600 Revenue

26. Debate, Reading Festival Heritage Day R 17 940 R 17 940 Revenue

27. Senior Citizen’s Month R 12,900 R 12,900 Revenue

28. Story Hours/Arts & Crafts R 2,100 R 2,100 Revenue

29. Holiday Program R 2,500 R 2,500 Revenue

30. Story Hours/Mother Tongue R21,000 R21,000 Revenue

31. Library Week Celebration R 2,700 R 2,700 Revenue

32. World book Day R24,000 R24,000 Revenue

33. World Play Day, Battle of the Books/ Africa Day

R4,800 R4,800 Revenue

34. Youth Month Topic: Social cohesion, Story Hours

R 25,000 R 25,000 Revenue

TOTAL BUDGET

R 115 540

R 115 540


2.14 SWIMMING POOLS

PLANNING FRAMEWORK:

Objective(s): To render an effective and efficient Recreation service to the community of Greenspark

Indicators for Achievement of Objectives: To extend and enhance service delivery within Merafong by building a fully equipped swimming pool for the community at large

Project Outputs: Provide a newly build up to standard swimming pool accessible to all Greenspark community members

Targets/Target Groups: Greenspark, Kokosi and Khutsong community members

Locations:

Ward Project 13/14 14/15 15/16

Erven to be identified by Spatial Planning




1. Construction of New up to standard, fully equipped swimming pool at Khutsong/Gugulethu

R7,000,000

R7,000,000

Provincial

2. Construction of New up to standard, fully equipped swimming pool at Kokosi

R7,000,000

R7,000,000

Provincial

3. Construction of New up to standard, fully equipped swimming pool at Greenspark

R7,000,000

R7,000,000

Provincial

TOTAL BUDGET

R21,000,000

R7,000,000


2.15 FACILITY MANAGEMENT AND ADMINISTRATION

LOGICAL FRAMEWORK:

Objective(s): To render an effective and efficient services of our Facilities in the jurisdiction area Merafong City

Indicators for Achievement of Objectives: Access, usable, functionality

Project Outputs: Provide standard recreational facilities to the communities of Merafong local municipality


Locations:

Wards Project 13/14 14/15 15/16

21 1

24 2

24 3

16 4

16 5

23 6

23 7

21 8

10 9

18 10

18 11

24 12

PROJECTS BUDGET 13/14 14/15 15/16 SOURCE OF FINANCE

1. Structural extension of Greenspark community hall, tilling the floor with porcelain tiles paving the yard

R700,000 700,000

Internal revenue

2. Installation of industrial tile at Kokosi community hall R300,000 300,000 Internal revenue

3. Renovation of Provincial Library office

4. Conversion of existing dance hall at Carletonville Civic Centre to a conference hall with fixed tables and chair, relevant lightings fittings, projector and acoustic, air conditioner.

R1,000,000 1,000,000

Internal revenue

5. Wedela Community hall extension of the palisade and paving and mass light, air condition and porcelain tile, fixing stage lights, stage roller curtain, installation of glass doors, mounted P A system, mounted projector screen,

R900,000 900,000

Internal revenue

6. Wedela stadium installation of 4 mass lights and erecting a grand stand that can accommodate 1000 people and store room.

R500,000 500,000

Internal revenue


7. Piet Viljoen park rehabilitation of 2 lapa and building of 10 chalets and erect a concrete palisade fence around the park

R4,900,000 4,900,000

Internal revenue

8. Khutsong community hall chairs, paving of the yard, air condition, kitchen

R500,000 500,00 Internal revenue

9. Carletonville sports complex stadium mass 4 lights R400,000 400,000 Internal revenue

10. Carletonville sports complex palisade fence R300,000 300,000 Internal revenue

11. Gert van Rensburg stadium building of a kitchen and showers

R120,000 120,000 Internal revenue

TOTAL R10,120,000.00 R10,120,000.00


2.16 TRAFFIC CONTROL AND LICENSING

LOGICAL FRAMEWORK

Objective(s): Public safety, security, transport & licensing services

Indicators for achievement of objectives: Improved public safety and a better service delivery

PROJECT OUTPUTS: - Cat eyes are helpful at night in promoting

road safety thus reducing chances of motor vehicle accidents occurring

- New Vehicle Testing Station building is necessary to comply with legislation and expediting better service delivery

- A new Drivers Licensing Testing Station ground is needed to minimize audit queries regarding compliance.

- Pedestrian robots at schools will improve road safety at school crossings.

TARGETS/TARGET GROUPS: Merafong community

LOCATIONS:

Ward Project

13/14 14/15 15/16

1-28 1

1-28 2

1-28 3

1-28 4

MAJOR ACTIVITIES: Implement project as indicated below

RESPONSIBLE AGENCIES: - Merafong City Local Municipality

PROJECTS: BUDGET 13/14 14/15 15/16 SOURCE OF FINANCE

1. Cat eyes - LED R3 000 000 R3 000 000 Revenue

2. New Vehicle Testing station building and palisade fencing in Fochville

R1 900 000 R1 900 000 Revenue

3. New Drivers Licensing Testing Station grounds and palisade fencing in Fochville

R1 200 000 R1 200 000 Revenue

4. Pedestrian robot at Schools R3 500 000 R3 500 000 Revenue

TOTAL BUDGET R9 600 000 R9 600 000


2.17 HEALTH AND SOCIAL DEVELOPMENT

PLANNING FRAMEWORK:

Objective(s):

Increasing the roll out of education and awareness

programmes in high risk communities.

Indicators for Achievement of Objectives:

Reduction of new infection by 50% by 2014

Ensure that 80% of affected and infected people have access to intervention services.

Ward based HIV and AIDS workshops

Project Outputs:

Continuous Prevention and Education awareness

campaigns covered in all areas including Farming

and Mining areas.

Observation of the days on the National Health and

Social Calendar.

Improved access to VCT in all clinics of Merafong.

Extensions of ARV roll out facilities

for efficient access in collaboration with the Local

AIDS Council


Community of Merafong City

Locations:


Major Activities:

Implement awareness campaigns

Roll out of HCT and Male Medical Circumcision

programmes in all areas (one clinic per area per

year).



West Rand District Municipality

Local AIDS Council

Ward Project 13/14 14/15 15/16

1-28 1

1-28 2

1-28 3

1-28 4

1-28 5

1-28 6

PROJECTS: BUDGET 13/14 14/15 15/16 SOURCE OF FINANCE:

1. HIV & AIDS prevention R5,467,790.36 R1,500,000 1,590,000 2,377,790.36 Operational

2. Poverty alleviation projects R1,910,000 R600,000 636,000 674,000 Operational

3. Establishment of Hospice facility R8,505,120 R2,400,000 2,633,200 3,471,920 Donors, Dept. of Health & Social Development

4. Support for Orphaned child headed households R312,360 R100,000 106,000 106,360 Operational

5. NGO and ECD support R1,561,800 R500,000 530,000 531,800 Operational

6. Indigent support R1,700,000 1,700,000 Operational


TOTAL R19,457,070.36 R6,800,000 R5,495,200 R7,161,870.36

2.18 WASTE MANAGEMENT

LOGICAL FRAMEWORK:

Objective(s): Provision of an effective and efficient integrated Waste Management service

Indicators for Achievement of Objectives: To provide service delivery in accordance with the gap analysis

Project Outputs: To provide up to standard and healthy environment


Locations:

Ward Project 13/14 14/15 15/16

All wards 1

All wards 2

All wards 3

All wards 4

All wards 5

All wards 6

All wards 7

Objective(s): Provision of an effective and efficient integrated Waste Management service



1. Acquiring of Trolley Carts R400 ,000 400 ,000 MCLM Revenue

2. Acquiring Street Litter Bins R500, 000 500, 000 MCLM Revenue

3.Acquiring of Signage/Information Boards R500, 000 500 ,000 MCLM Revenue

4. Conduct feasibility study on the of utilization of the Private Contractors on the operation of Public Disposal/ Drop-off facilities

R200,000 200,000 MCLM Revenue

5.Rehabilitate Phase 1 of Carletonville landfill site

R1,482,519.00 1,482,519.00 MIG

6.Upgrading of access road to Fochville transfer station

R902,023.00 902,023.00 MIG

7.Upgrading of Welverdiend drop-off facility R772,247.00 772,247.00 MIG

TOTAL BUDGET R5,156,789 R5,156,789


2.19 LOCAL ECONOMIC DEVELOPMENT& TOURISM

PLANNING FRAMEWORK:

Objective(s): Local Economic Development informed by the Merafong Growth and Development Strategy

Indicators for Achievement of Objectives: Completion of projects in accordance with project outputs and targets.

Project Outputs: - Development of the Agricultural Sector - Industrial and Beneficiation Development - Infrastructure Development - Local business Development - Human Resource Development and

Empowerment - Tourism development

Targets/Target Groups: 1. SMME development – Thrust 2 & 3 2. SMME development – Thrust 2 & 3 3. Tourism development – Thrust 4 4. SMME development – Thrust 4 5. SMME development – Thrust 4 6. SMME development – Thrust 2 & 3 7. SMME development – Thrust 2 & 3 8. Agricultural development – Thrust 1 9. Tourism development – Thrust 4

Projects 13/14 14/15 15/16

1 – Ward 25

2 – Ward 20

3 – Ward 25

4 – Ward 2

5 – Ward 7

6 – Ward 25

7 – Ward 2, 7, 18, 20 & 25

8 – Ward 1, 2 & 28

9 – Ward 1 - 28

10 -

11 -

Costs: Budget 13/14 14/15 15/16 Source of Finance:

1. Industrial Hive – Greenspark Phase I 2,500,000 2,500,000 Loan funding (multi-year)

2. Industrial Hive – Wedela Phase I 15,000,000 6,772,967 8,227,033 MIG funding

3. Upgrading of Groot Trek Monument 500,000 500,000 Operational

4. Enterprise Hub Khutsong 30,000,000 30,000,000 Gauteng Department of Economic Development

5. ICT Hub 10,000,000 10,000,000 Gauteng Department of Economic Development

6. Fochville Hawker Stalls – Phase II 500‚000 500‚000 Mine SLP’s

7. Branding of Hawker Stalls and Business Hives 500,000 500,000 Operational

8. Fencing & equipping of Commonage Farms 1,500,000 1,500,000 Operational

9. Development of Arts & Heritage sites (Phase II) 10,000,000 10,000,000 Grant – National Lottery

10.Business Hive – Khutsong (Phase 2) 906,091.71 906,091.71 External Loan

11.Informal Trading Area – Carletonville (Phase 2) 5,530,867.00 2,000,000 MIG

TOTAL BUDGET R70,500,000 R55,500,000 R6,772,967 R8,227,033


2.20 SPATIAL PLANNING& ENVIRONMENTAL MANAGEMENT

PLANNING FRAMEWORK:

Objective(s): 1. To provide an integrated spatial development

framework for sustainable development 2. Create additional commercial stands in Khutsong

South 3. Enhance/integrate public transport systems 4. Create additional commercial stands in

Fochville/Kokosi area 5. Infrastructure Master Planning 6. Integrated Human Settlement 7. Rural development

Indicators for Achievement of Objectives: 1. Culmination of interrelated features: urban morphology, place receptions, social patterns, visual

characteristics, functional patterns and historical characteristics 2. Subdivision of erven and correct land use rights 3. Feasibility study conducted. EIA authorization according to proposed usage 4. EIA authorization. Township establishment and opening of township register 5. Water & Sanitation Master Plan compiled 6. Acquire land for township establishment: Khutsong South Ext 7 & 8 7. Acquire land for township establishment: Kokosi Ext 6 8. Need analysis study on services/social infrastructure conducted in rural areas

Project Outputs: Targets/Target Groups: Project 13/14 14/15 15/16

1. Upliftment of aesthetical appearance of towns and CBDs

2. Creation of 30 commercial stands in Khutsong South 3. Feasibility study with clear indication of suitable land

uses 4. Creation of 40 commercial/light industrial stands in

Fochville Ext 14 5. Water & Sanitation Master Plan 6. Land acquisition of Portions 96& 93 of farm

Welverdiend 97 IQ 7. Land acquisition: Kokosi Ext 6 8. Rural population distribution need analysis survey

1. Developers in Merafong City and residents of Merafong City

2. Transport Industry and residents of Merafong City 3. Khutsong Settlement Plan 4. Housing subsidy beneficiaries 5. Rural communities

1 All wards

2 1-4, 6, 7, 9, 10, 12, 17, 28

3 All wards

4 14, 21, 22, 24, 25, 26

5 All wards

6 1,17, 28

7 22

8 All wards

Major Activities: Responsible Agencies: Merafong City to manage appointed consultants/contractors 1. Culmination of interrelated features into Urban

Design Framework

2. Subdivision of land + land use rights

3. Feasibility study + EIA

4. EIA Specialist studies + township establishment

5. Infrastructure network analysis

6. Valuation & negotiation of land value

7. Payment of agreed amount

8. Status quo analysis on population & services in rural areas


Projects: Budget 13/14 14/15 15/16 Source of Finance:

1. Urban design Framework 1,200,000 1,200,000 Operational Budget 13/14

2. Creation of commercial stands in Khutsong South 70,000 70,000 Operational Budget 13/14

3. Multi Transport Node 600,000 600,000 Operational budget 13/14

4. Township Establishment – Fochville Ext 14 430,000 430,000 Operational budget 13/14

5. Water& sanitation Master Plan 3,000,000 3,000,000 Capital Budget 13/14

6. Land acquisition: Khutsong South Extensions 8,200,000 8,200,000 Gauteng Dept of Human Settlement

7. Land acquisition: Kokosi Ext 6 5,000,000 5,000,000 Revenue

8. Rural development plan 500,000 500,000 Operational Budget 13/14

TOTAL 19,000,000 19,000,000


2.21 HOUSING & ADMINISTRATION

Planning Framework

Objective(s)

To reduce housing backlog by providing essential services and construction of top structures for the community of Merafong City.

Indicators of achievements of objectives:

Number of stands serviced

Number of houses as build

Project Outputs: 1. Construction of top structures in Khutsong Extension 1 & 3 (4000) 2. Construction of top structures in Khutsong Extension 1 & 3 (1500) 3. Construction of houses in Khutsong Extension 5 & 6 4. Installation of services on the FWRDWA land in Khutsong 5. Top structures on the FWRDWA land 6. Construction of houses in Kokosi Extension 6 7. Services and houses in Wedela Extension 4 8. Construction of houses Wedela Extension 4 9. Services in Carletonville Extension 17 10. Construction of houses in Carletonville Extension 17 ( 1200) 11. Blybank pre-planning phase

Responsibility Agency: Merafong City Local municipality

Locations:

Wards Project 13/14 14/15 15/16

1 & 2 1 1000

2 2 981

2 & 12 3 1000

1 & 17 4 3000 4000

1 & 17 5 2000 7000

22 6 1000 1138

20 7 500

20 8 500

28 9 1200

28 10 1200

13 11 342

12 600

PROJECT

BUDGET SECURED 13/14 57710+15%+Apron

14/15 15/16 SOURCE OF FUNDING:

1. Khutsong South Ext. 1, 2 & 3 (4000) Top Structure (1000@73309-75)

73,309,750 73,309,750 Gauteng Dept. of human settlement/contractually secured

2. Khutsong South Ext. 1, 2 & 3 (1500) Top Structure (981@73309-75)

71,916,864 71,916,864 Gauteng Dept. of human settlement/contractually secured

3. Khutsong South Ext. 1,2 & 3 (Next Phase Ext. 5/6 Top Structure(1000@73309)

73,309,750 73,309,750 Gauteng Dept. of human settlement/contractually unsecured

4. Khutsong South Additional land FWRDWA (Installation of services)(3000@17847)

124,929,000 53,541,000 71,388,000 Gauteng Dept. of human settlement/contractually unsecured

5. Khutsong South Additional land FWRDWA (Top structure)([email protected])

659,787,750 146,619,500 513,168,250 Gauteng Dept. of human settlement/contractually unsecured

6. Kokosi Ext. 6 (2138) Top Structure (1000@57710) 123,383,980 57,710,000 65,739,980 Gauteng Dept. of human settlement/contractually unsecured

7. Wedela Ext. 4 (Installation of Services)(500@17847)


8. Wedela Ext. 4 (Top Structure)(500@57710) 28,855,000 28,855,000 Gauteng Dept. of human


settlement/contractually unsecured

9. Carletonville Extension 17 (Installation of services)(1200@17847)


10. Carletonville Extension 17 (Top Structure)(1200@57710)


11. Blybank pre-planning phase 1,000,000 1,000,000 Gauteng Dept. of human settlement/contractually unsecured

12. Khutsong Ext. 3 (600 units) 39,819,600 39,819,600 Gauteng Dept. of human settlement/contractually unsecured

Total 1,256,149,994 145,226,614 468,657,130 584,556,250


2.22 HUMAN CAPITAL

LOGICAL FRAMEWORK:

Objective(s): To ensure sound internal resource management through training and development of employees


Training and development programs implemented as informed by workplace skills plan for 80% of staff.

80% of employees meeting competency requirements.

Compliance by employees to regulatory framework.

Improved service delivery.

Project Outputs: 1. Competent personnel

2. Enhanced service delivery

3. Unqualified Audit

4. Literate and skillful workforce

Targets/Target Groups: Merafong Employee Merafong community (unemployed)

Locations: Merafong City Local Municipality


1. ABET R1,341,409.86 421,350 446,631

473,428.86

Discretionary Grants = R1,497,000.00 Operational

2. Administration R1,110,206.24 337,080 375,304

397,822.24

3. Client service R107,312.28 33,708 35,730.48

37,873.80

4. Computer literacy R357,708.66 112,360 119,101.60

126,247.06

5. Corporate legal & support R178,854.60 56,180 59,550.80

63,123.80

6. Financial R357,708.66 112,360 119,101.60

126,247.06

7. Life skills R357,708.66 112,360 119,101.60

126,247.06

8. Management/Leadership 1,110,207.04 337,080 375,304.80

397,822.24

9. Occupational Health & safety R357,708.66 112,360 119,101.60

126,247.06

10. Policy development R357,708.66 112,360 119,101.60

126,247.06

11. Project Management/Planning R843,654.00 265,000 280,900

297,754.00


12. Specialist Technical R1,181,115.60 371,000 393,260

416,855.60

13. Training skills R337,461.60 106,000 112,360

119,101.60

14. Specialist skills required by legislation R1,181,115.60 371,000 393,260

416,855.60

15. Social/comm./Economic Development & Planning

R387,438.48 318,000 33,708

35,730.48

16. Bursaries R1,050,000.00 300,000 350,000

400,000

17. Councillors Training – Skills Programme R1,050,000.00 300,000 350,000

400,000

TOTAL R11,667,319.60 R3,778,198 R3,801,517.08 R4,087,603.52


2.23 EMPLOYEE ASSISTANCE PROGRAMME

LOGICAL FRAMEWORK:

Objective(s): To ensure sound internal resource management through training and development of employees


Training and development programs implemented as informed by workplace skills plan for 80% of staff.

80% of employees meeting competency requirements.

Compliance by employees to regulatory framework.

Improved service delivery.

Project Outputs:

Healthy employees

Productive employees

Job satisfaction

Targets/Target Groups: Merafong Employees


Major Activities:

Short term counseling

Referral for professional assistance

HIV & AIDS workplace programme

Work health & safety

Crisis intervention

Trauma debriefing

Sports & wellness programme

Social club


Condom week & valentine celebration R17,885.38 5,618 5,955.08

6,312.30 Operational


Support group R7,153.95 2,247 2,382.03


World HIV/AIDS R53,656.14 16,854 17,865.24


Substance abuse intervention R178,853.80 56,180 59,550.80

63,123 Operational

Recreational activities R894,273.24 280,900 297,754


Counseling R178,853.80 56,180 59,550.80

63,123 Operational

Valentine’s Day R11,740.00 3,500 4,000

4,240 Operational

TOTAL R1,342,416.31 R424,479.00 R447,057.95 R473,879.36

2.24 CORPORATE SECRETARIAT

PLANNING FRAMEWORK:

Objective(s): To comply with legislation regarding the safekeeping of archives and to be able to properly keep hardcopies of documents.

Indicators for Achievement of Objectives: Safekeeping and proper storage of hardcopies of documents.

Project Outputs:

Installation of system at the Fochville municipal offices

Proper safekeeping and storage of documents

Ability to quickly retrieve documents.

Targets/Target Groups: Merafong municipality internal clients

Location:

Merafong city local municipality

Major Activities:

Responsible Agencies: Merafong City Local Municipality Service provider


1.Purchase and installation of industrial archive filing system

R135,000 135,000 Operational

TOTAL BUDGET R135,000 R135,000


2.25 CORPORATE COMMUNICATION AND MARKETING

PLANNING FRAMEWORK:

Objective(s): Operationalisation of the Call and Contact Centre

Indicators for Achievement of Objectives: 1. Handover of Call Centre Building by the Infrastructure Department. 2. Appointment of Service Providers by Supply Chain.

Project Outputs: Operationalisation of the long outstanding Call and Contact Centre

Targets/Target Groups: External clients/ All Merafong communities

Locations: Carletonville Head Office

Ward Project 13/14 14/15 15/16

All wards All √

Major Activities: Operationalisation of the Call and Contact Centre facility.



1. 6 Seat Service Counter R60,000

60,000

Operational

2. Security Gate R50,000 50,000 Operational

3. Contact Centre furniture R60,000 60,000 Operational

4. Bookcases/Shelving R20,000 20,000 Operational

5. Computers/Printers R55,000 55,000 Operational

6. Network cabling R20,000 20,000 Operational


TOTAL BUDGET

R265,000

R265,000

2.26 INFORMATION COMMUNICATION AND TECHNOLOGY

LOGICAL FRAMEWORK:

Objective(s):

To ensure the protection of Municipality’s data


To Implement disaster recovery and business continuity plan

Project Outputs:

To protect Merafong’s critical data generated on Servers

desktops, network and laptops


Merafong Municipality Servers, Desktops and

Laptops


Major Activities: Responsible Agencies:


Service provider

PROJECTS: BUDGET 13/14 14/15 15/16 SOURCE OF FINANCE:

Disaster recovery plan R583,000 300, 000 100, 000 183, 000 Operational

Software Licensing fee(Microsoft, GIS, MAXIMO, CAD,

Weighbridge, QPR, Municipal Assistant and BIQ

R18,000,000 6,000 ,000 6,000 ,000 6,000,000 Operational

Purchase of GIS dedicated server R500,000 R500, 000 Capital


Upgrade to MAXIMO 7.5 R500,000 R500,000 Capital

Upgrade to ArcGIS 10 R75,000 R75,000 Capital

Upgrading of Sound System (New Council Chamber) R100,000 R100,000 Capital

Audio Video system (Attached Projector, screen and speakers)

in both Executive Mayor and Speaker’s boardrooms)

R500, 000 R500,000 Capital

TOTAL R20,258,000 R7,975,000 R6,100,000 R6,183,000

2.27 EMPLOYMENT EQUITY & OCCUPATIONAL HEALTH & SAFETY

LOGICAL FRAMEWORK:

Objective(s): To ensure that the health and safety of employees are protected through x-rays and medical examination

Indicators for Achievement of Objectives: Medical examination of all employees in (Cleansing, water, sanitation, civil engineering, painting) is done twice(2) within the financial year

Project Outputs: 1. Healthy Employees 2. Safe working environment 3. Productive employees

Targets/Target Groups: Merafong Employees

Locations: Mostly employees in the following units/sections

Water and Sanitation

Water Care Works

Electrical Engineering

Development Control

Painters

Parks

Waste Management


Major Activities: Ensuring that Health and safety regulations are practiced by all departments



Income (own )

Medical Examination

1 200 000

350 000

400 000

450 000

TOTAL R1 200 000 R350 000 R400 000 R450 000

2.28 CREDIT CONTROL

PLANNING FRAMEWORK:

Objective(s): To ensure that Council is financial viable by ensuring that the provision of services to communities are in a sustainable manner; and that the municipality will strive, within its financial and administrative capacity, to achieve the objects set

Indicators for Achievement of Objectives: 1. Formulate a credit control strategy and enforce debt collection policies and related strategies 2. Taking into account the gaps that exist in the current credit control policies and the alignment with the legislative provisions as outlined in section 97 (1) of the Municipal Systems Act (Act 32 of 2000, it is imperative that municipality needs a review of the said policies in order to close the gaps and to comply with some of the provisions 3. Consumer accounts and services needs to be verified and corrected. Service provider appointed and data needs to be captured on BIQ 4. The developing of an integrated infrastructure asset management system to assist in the management of all their infrastructure assets and the compilation of a comprehensive asset register as required and prescribed by National Treasury and to conform to the specific requirements as per General Accepted Municipal Practices and standards of the General Recognized Accounting Practice. This will further enable council to conform to the requirements of maintenance plans and planning regarding the maintenance of Councils’ assets.

Project Outputs: Targets/Target Groups: Locations: Merafong City


1. To increase revenue collection 2. Review debt collection and Indigent policies and adopt By-laws 3. To implement an integrated Infrastructure Asset register 4. To have an updated data√

Merafong Consumers Ward Project 13/14 14/15 15/16

1 – 28 1 √ √ √

1 – 28 2

1 – 28 3 √

1 – 28 4 √

Major Activities: Responsible Agencies: Merafong City Local Municipality Service provider


1. Revenue Collection R4,500,000 1,500,000 1,500,000 1,500,000 Operational

2. Review policies R500,000 Operational

3. Infrastructure Asset Register R1,200,000 1 200 000 Operational

4. Data clean-up R1,500,000 1,500,000 Operational

TOTAL R7,700,000 R4,200,000 R1 ,500,000 R1,500,000

2.29 CREDIT CONTROL (Pay Points)

PLANNING FRAMEWORK:

Objective(s): Extension of municipal pay points for payment of services

Indicators for Achievement of Objectives: Extension of pay points as a result of the riots that emanated as a result of the incorporation of Merafong into the North West Province in December 2005, particularly in Khutsong, and the general population increase and establishments in other areas of Merafong

Project Outputs: New Pay Points 1. Multi Purpose Centre Khutsong 2. Welverdiend 3. Kokosi

Targets/Target Groups: Community members without a pay point within walking distance of their residents


Major Activities: - Construction of new pay points - Upgrade of existing pay points - Identification of suitable


Ward Project 13/14 14/15 15/16

3 & 7 1

12 2

24 3


building in Welverdiend


1. Khutsong Ext 1,2 and 3 - Multi Purpose Centre

R700,000 700,000 Revenue

2. Welverdiend R700,000 700,000 Revenue

3. Kokosi R1 ,500, 000 1,500,000 Insurance

TOTAL R2 900 000 R2,900,000

2.30 SPEAKER’S OFFICE

Logical Framework:

Objective(s): Indicators of achievements of objectives: Community of Merafong City Local Municipality

To run an effective public participation office

Projects Outputs: 1. The executive

Mayor to present the state of the city address

2. To address the challenges that are facing the Speakers Office

3. Capacitating petitions committee to deal effectively with cases

4. Increased public access to information and a speedy

Target/Targets Groups: Community of Merafong City Local Municipality

Locations:

Ward Project 13/14 14/15 15/16

28 1 √ √ √

28 2 √ √ √

28 3 √ √ √

7,20, 21,26 5 √ √ √

28 6 √ √ √

24 7 √ √ √

1 to 28 8 √ √ √

24 9 √ √ √

26 10 √ √ √

1 to 28 11 √ √ √


resolution to immediate attention seeking matters

5. Creating a caring society

6. The creation of a better informed community on all aspects of the municipal governance

7. Participatory democracy and encouraging dialogue amongst the community members and the stakeholders

8. Fighting poverty and unemployment through sustainable projects

9. Women’s month celebration

10. Planting of trees in home based care centre’s and schools

11. Effectiveness of the administration of ward committees

12. Thanks giving ceremony of the councilors by the Speaker

1-28 4 √ √ √

28 12 √ √ √

PROJECT NAME BUDGET 13/14 14/15 15/16 SOURCE OF FUNDING

1.Opening of council R825,000 225,000 300,000 310,000 Operational

2. Speakers Forum R250,000 70,000 80,000 100,000 Operational

3. Petition Committee Workshop R420,000 130,000 140,000 150,000 Operational

4. Children’s Easter Fun Day R870,000 270,000 290,000 310,000 Operational

5.People’s Assembly R303,000 88,000 100,000 115,000 Operational

6. Public Participation R1,445,000 465,000 480,000 500,000 Operational

7. Development of Ward Base Projects R2,800,000 1,400,000 1,400,000 1,400 000 Operational

8. Women of the Month Award R538,000 170,000 175,000 193,000 Operational

9. Ward Committee Summit R555,000 170,000 185,000 200,000 Operational

10. Ward Committee Support R1,783,000 588,000 594,000 601,000 Operational

11. Closing of Council R580,000 170,000 190,000 220,000 Operational

TOTAL R10,369,000 R3,746,000 R3,934,000 R2,699,000


MAYORAL STRATEGIC PROGRAMMES

REHABILITATION OF RECREATION FACILITIES

LOGICAL FRAMEWORK:

Objective(s):

Indicators for Achievement of Objectives: Recreation facilities rehabilitated


Upgrade and maintenance of sport and recreational facilities

Project Outputs: Mass participation in sport and recreation as well as safer facilities.



Ward Project 13/14 14/15 15/16

3-4 1

10 2

12 3

Major Activities: Implementation of projects as listed below



1. Rehabilitation of ward 3-4 Sport Facility Netball courts and fencing

R300, 000 300,00 Operational

2. Rehabilitation of ward 10 multi- purpose basketball courts and fencing

R400, 000 400,00 Operational

3. Rehabilitation of ward 12 tennis courts R50, 000 50,000 Operational

TOTAL BUDGET R750, 000 R750,000

COUNCILLORS & COMMUNITY DEVELOPMENT

LOGICAL FRAMEWORK:

Objective(s):

Project Outputs:

Informed and participatory Community

Targets/Target Groups: Community members in Merafong

Locations: Community members across Merafong


By Law enforcement

Minimise illegal dumping.

Job creations

Cleaner environment

Education of the public.

Effective functioning of ward committees

Councilors Councillors

Major Activities: Community and Ward committee capacitating program Women Councillor Development



Training of environmental wardens R900 ,000 300, 000 300 ,000 300 ,000 LGSETA GRANT Own Income

Environmental Learnership R1,500 ,000 500, 000 500 ,000 500 ,000

Plumbers R750 ,000 250, 000 250 ,000 250 ,000

Road Construction R100 ,000 500, 000 250 ,000 250 ,000

Paving R450 ,000 100, 000 100 ,000 250 ,000

Community Development Learnership R1, 400 ,000 700, 000 700 ,000 700 ,000

Brick laying R600 ,000 200, 000 200 ,000 200 ,000

Women Councillors Development R300 ,000 300, 000

Councilor Development R900 ,000 300,000 300 ,000 300 ,000

Agriculture R1,200 ,000 500 ,000 500 ,000 200 ,000

TOTAL R8,100,0000 R3,650,000 R3,350,000 R3,350,000

REMOVAL OF ILLEGAL DUMPING


LOGICAL FRAMEWORK:

Objective(s): Quality rendered, accessible, sustainable and reliable municipal services

Indicators for Achievement of Objectives: Provision of services to all by removal illegal dumping across Merafong

Project Outputs: Minimisation of illegal dumping. Cleaner environment. Promotion of recycling.


Locations:

Ward Project 13/14 14/15 15/16

1,2 1

3,4,6,7,8,9,10 1

20,23 1

21,22,24,25,26

Major Activities: Removal illegal dump and litter picking done by EPWP


Project: Budget 13/14 14/15 15/16 Source of Finance:

Ward 1,2 100 000 100,000 Mayoral Social Responsibility vote 1045 5001

Ward 3,4,6,7,8,9,10 400 000 400,000 Mayoral Social Responsibility vote 1045 5001

Ward 20,23 100 000 100,000 Mayoral Social Responsibility vote 1045 5001

Ward 21,22,24,25,26 300 000 300,000 Mayoral Social Responsibility vote 1045 5001

TOTAL BUDGET R900 000 R900,000

YOUTH CO-ORDINATOR

PLANNING FRAMEWORK


Objective(s): To motivate student To prepare students for their final exams

Indicators:

Projects Outputs:

To create plat form for young people to engage

To elect structures that will represent the interest of young people

To make communication simple for the government.

Locations:

Wards Project 13/14 14/15 15/16

1-28 1

1-28 2

1-28 3

1-28 4

1-28 5

1-28 6

1-28 7

1-28 8

1-28 9

1-28 10

1-28 11

1-28 12

1-28 13

1-28 14

Project Name Budget 13/14 14/15 15/16 Source of funding:

1.Broader Launch for Youth forums x 4 Zones R320,000 80,000 80,000 80,000 Operational

2.Youth Imbizo x 4 Zone R120,000 40,000 40,000 40,000 Operational

3.Youth Summit R1,500,000 500,000 500,000 500,000 Operational

4. Bursaries R1,500,000 1,500,000 Operational

5.Exam Prayer 300,000 100,000 100,000 100,000 Operational

6.Gala Dinner 600,000 200,000 200,000 200,000 Operational

7.Bursaries 3,000,000 1,000,000 1,000,000 1,000,000 Operational

8.Career Exhibition Day 300,000 100,000 100,000 100,000 Operational

9.Back to school Campaign 600,000 200,000 200,000 200,000 Operational

10.Car Wash Project R240,000 80,000 80,000 80,000 Operational

11.Brick Plant R2,000,000 1,000,000 500,000 500,000 Operational

12.Internship Program R240,000 80,000 80,000 80,000 Operational

13.Sports Academy R3,000,000 1,000,000 1,000,000 1,000,000 Operational

14. Maintenance of Youth Centre 1,500,000 500,000 500,000 500,000 Operational

Total R15,220,000 R6,380,000 R4,880,000 R4,880,000

GENDER, DISABILITY, WOMEN AND CHILDREN PROGRAMME


PLANNING FRAMEWORK: Support people living with disabilities

Objective(s):

Development and implementation of supportive

programmes for people living with disabilities


Ward based workshops

Support to Centers of people living with Disabilities

Project Outputs:

Awareness campaigns covered in all areas including

Farming and Mining areas.

Observation of the days on the National Health and

Social Calendar.


People living with disabilities


Major Activities:

Implement awareness campaigns

Support community initiatives


Merafong city Local municipality


1. Support for people living with disabilities R2,228,520 R700 000 R742 000 R786 520

Total R2,228,520 R700 000 R742 000 R786 520

PLANNING FRAMEWORK: Integrated Support Programme for Children, Women and Elderly Citizens


Objective(s):

Sustainable livelihood for

vulnerable groups


Income generation projects for women structures, elderly people and children shelters

Project Outputs: a. Establishment of

coordinating structures.

b. Support of community

initiatives

c. Establishment of

advocacy programmes


Children

Elderly people

Abused women


WARDS MEETINGS CAMPAIGNS VCT TRAINING

Ongoing Ongoing Ongoing

Major Activities:

Mobilization of funds/Resources

Development of structure

Identification of care givers

Identification of beneficiaries.


Merafong city Local municipality

Department of Social Development

Project: Budget 13/14 14/15 15/16 Source of Finance:

Operational Awareness Campaigns R2,161,800 500 000 830 000 831 800

TOTAL R2,161,800 500 000 830 000 831 800

MORALE REGENERATION MOVEMENT


PLANNING FRAMEWORK: Institutional Capacity

Objective(s): The ultimate objective of the Moral Regeneration Movement is to assist in the development of a just, tolerant and moral society for the common good through the revival of the spirit of Botho /Ubuntu

Indicators for Achievement of Objectives: harnessing and supporting the energy and creative spirit of youth towards moral renewal Strengthening the family unit! combating poverty and reducing the inequality gap fostering greater religious tolerance and cooperation for moral renewal

Project Outputs: Strengthen family unit! poverty been reduced

religious tolerance and cooperation for moral renewal


MRM Office

Locations:

Wards ALL

Structures Skills Development Material

Major Activities: -



All MRM

MRM office MRM office

Costs: Poverty Alleviation

Budget 13/14 14/15 15/16 Source of Finance:


500 000 500 000 R550 000 R550 000

TOTAL R500 000 500 000 R550 000 R550 000


3. PROJECT LIST The following table indicates the prioritization module template Merafong City Local Municipality Priority Evaluation: Capital Projects of R1, 000.00 and More Department: ………………………………………………… Section:………………………………………………… Project:…………………………………………………………………………………………………………………………….

EVALUATION (1) 3 – High 2 – Average 1 – Low 0 – None

WEIGHT (2) TOTAL BUDGET (1) x (2)

1. Water 10,0

2. Sewerage 9,5

3. Roads 9,0

4. Electricity 8,5

5. Statutory Requirement 8,0

6. Community Benefit 7,5

7. Security of Community 7,0

8. Level of decision making 6,5

9. Project Schedule 6,0

10. Economic Development 5,5

11. Influence on operational budget

5,0

12. Environmental Influence 4,5

13. Recreation Value 4,0

14. Community Support 3,5

15. Educational Value 3,0

16. Information Services 2,5

Final project evaluation mark 100

PREPARED BY: ……………………………………… DATE: ………………………………………………….. As Strategic Executives give your specialized meaning i.r.o the grade of necessity of the Project for the survival of the Council in lieu of the financial constraints of the day, taking into consideration Community Priorities, mark one of the following: = Essential (2) = Desirable (3) = Not indispensable STRATEGIC EXECUTIVE: ………………………………………… DATE: ……………………………………….. FINANC DEPARTMENT: ……………………………………….. DATE: ………………………………………….


3.1 ROADS AND STORMWATER

No Project Description Funding Source Total Budget Scheduling of total budget cost estimate over MTREF period

Budget Secured 2013/14 Unsecured 2013/14

2014/15 2015/16

1 Borrow Pit Phase 2 Revenue 1,000,000.00 1,000,000.00

2 Resealing of roads Renewal of assets 30,000,000.00 5,000,000.00 15,000,000.00 10,000,000.00

3 Greenspark Pedestrian Bridge and Fencing MIG 13,953,700.00 13,953,700.00

4 Greenspark Ext 1 Roads and Stormwater MIG 41,234,924.00 30,000,000.00 11,234,924.00

5 Kokosi Ext 5 Ring road MIG 41,646,140.00 8,460,000.00 30,566,759.00 2,619,381.00

6 Kokosi Ext 6 Road construction MIG 5,557,500.00 1,919,011.00 3,638,489.00

7 Construction of Taxi Drop-off Zones (Phase 2) MIG 0.00

8 Design & Construction of Pedestrian Bridge DoHS 12,024,293.76 12,024,293.76

9 Khutsong Ext 5 Bridge over Rail (Bridge Section) DoHS 452,356.62 452,356.62

10 Lining of Bulk Stormwater Canals DoHS 31,950,211.00 23,400,000.00 8,550,211.00

11 Design of Bulk Roads & Associated Stormwater (Khutsong x5: Phase 2)

DoHS 17,194.44 17,194.44

12 Design of Internal Roads & Associated Stormwater (Khutsong x5: Phase 2)

DoHS 1,218,871.51 1,218,871.51

13 Other Supporting Stormwater Infrastructure (Khutsong x5: Phase 2)

DoHS 147,691.41 147,691.41

14 Khutsong South 1, 2 & 3 Storm water (ROD Requirement)

DoHS 0.00

15 Khutsong South Bulk Roads & Ass Stormwater(Phase 1B & 1C)

DoHS 10,160,152.21 10,160,152.21

16 Khutsong Ext 5 Pedestrian Bridge over Rail & Road DoHS 147,691.41 147,691.41

17 Khutsong Ext 5 Upgrade of P89-1/Bridge Interchange

DoHS 452,276.67 452,276.67

18 Khutsong South: Construction of Road over Rail Bridge

DoHS 59,000,000.00 29,520,000.00 29,480,000.00

19 Construction of new roads & stormwater in Khutsong

External Loan/Revenue

22,250,000.00 22,250,000.00

20 Construction of new Internal roads in Kokosi External Loan 10,000,000.00 10,000,000.00

21 Construction of new internal roads in Wedela External Loan 5,000,000.00 5,000,000.00

22 Bulk Stormwater: western canal DoHS 35,000,000 17,700,000 17,300,000

23 Fencing of Airfield DoHS 5,000,000 5,000,000

24 Upgrading of P89-1: Phase 1 DoHS 56,046,000 32,500,000 23,546,000

TOTAL R382,259,003.02 R229,323,239.02 140,316,383 R12, 619, 381.00


3.2 PUBLIC WORKS

No Project Description Funding Source

Total budget Scheduling of total budget cost estimate over MTREF period

Budget

Secured 2013/14

Unsecured 2013/14

2014/15 2015/16

1 Rehabilitation of Commando building Renewal

of Assets 2,600,000.00 2,600,000.00

2 Waterproofing and guttering Carletonville Civic Centre

Renewal of Assets

650,000.00 650,000.00

3 Construction of Carletonville Waste Management Depot

MIG 18,206,232.00 18,206,232.00

4 Khutsong Multi-Purpose Community Centre MIG 26,811,683.00 1,061,511.00 25,750,172.00

TOTAL R48,267,915.00 R650,000.00 R3,661,511.00 R43,956,404.00


3.3 ELECTRICITY

No. Project Description Funding Source Total budget Scheduling of total budget cost estimate over MTREF period

Budget

Secured 2013/14

Unsecured 2013/14

2014/15 2015/16

1 Fochville Bulk Substation – ESKOM External loan 10,000,000 5,000,000 5,000,000

2 Load control relays replacement and audit Renewal of Assets 4,900,000 1,500,000 1,500,000 1,900,000

3 Rural Ring Feeder Revenue 410,000 410,000

4 Bulk Supply C/ville External loan 74,000,000 10,000,000 64,000,000

5 Street lights – Merafong Ph. 2 MIG 13,000,000 3,000,000 5,000,000 5,000,000

6 Fochville – LV Network Renewal of Assets 800,000 600,000 200,000

7 Christmas Lights Revenue 750,000 250,000 500,000

8 Wedela 5MVA TRF Revenue 2,500,000 2,500,000

9 Blesbok Ring feeder Revenue 520,000 520,000

10

Khutsong South Extensions Electrification Ph2 4350 stands

Integrated National Electrification Programme

44,835,000 19,835,000 25,000,000

11 Open Space Lighting Revenue 4,500,000 500,000 2,000,000 2,000,000

12 Streetlights Internal Revenue 1,050,000 150,000 300,000 600,000

13 Khutsong South 10MVA 44/11TRF Revenue 3,000,000 3,000,000

14

Bulk supply Khutsong South secondary network

Integrated National Electrification Programme

28,000,000 3,000,000 25,000,000

15 Fochville Main Substation Upgrade External loan 15,000,000 15,000,000

16 Khutsong South Bulk Substation - ESKOM External loan 60,000,000 10,000,000 30,000,000 20,000,000

17 Kokosi Ext 7 Electrification 2225 stands Revenue 24,475,000 24,475,000

TOTAL R287,740,000 R57,985,000 R110,555,000 R119,200,000


3.4 WATER

NO Project Description Funding Source

Total budget Scheduling of total budget cost estimate over MTREF period

Budget Secured 2013/14

Unsecured 2013/14

2014/15 2015/16

1 Design of Internal Water & Sewer Reticulation (Khutsong x5: Phase 2)

DoHS 434,947.00 434,947.00

2 Bulk Water & Sewer Infrastructure (Khutsong x5: Phase 2)

DoHS 207,398.00 207,398.00

3 Provision of Infrastructure 32 stands and services – Losberg Industrial Area

Revenue 3,840,000.00 3,840,000.00

4 Provision of Infrastructure 50 stands and services – Carletonville Ext 14

Revenue 6,000,000.00 6,000,000.00

5 Khutsong Reservoir pumps replacement Renewal

of Assets 1,000,000.00 500,000.00 500,000.00

6 Replacement Water Pipeline Greenspark Renewal

of Assets 1,600,000.00 800,000.00 800,000.00

7 Merafong Reservoirs Fencing Revenue 3,600,000.00 1,000,000.00 1,200,000.00 1,400,000.00

(Blue Drop Requirement – Water Safety Plan)

8 Standby Generator – Khutsong Pump Station Revenue 2,000,000.00 1,000,000.00 1,000,000.00

9 Wedela Depot (Public Works) Revenue 1,000,000.00 1,000,000.00

TOTAL R19,682,345.00 R3,142,345.00 R4,500,000.00 R12,040,000.00


3.5 WATER CARE WORKS



Unsecured 2013/14

2014/15 2015/16

1 Standby Generator – Kokosi, Khutsong & Wedela WWTP

Revenue 4,000,000.00 1,000,000.00 2,000,000.00 1,000,000.00

2 Repair of bio-filters Oberholzer WWTP Renewal of Assets 1,500,000.00 1,500,000.00

3 Repair of sludge digester Oberholzer WWTP Renewal of Assets 1,500,000.00 1,500,000.00

4 Demolishing old Kokosi WWTP Renewal of Assets 2,000,000.00 1,000,000.00 1,000,000.00

5 Sludge drying equipment Kokosi & Khutsong Revenue 6,000,000.00 3,000,000.00 3,000,000.00

6 Upgrading of paved road to WWTP Oberholzer

1,000,000.00 1,000,000.00

7 Concrete lining of sludge disposal sites – Oberholzer, Wedela, Kokosi, Khutsong, Welverdiend

6,000,000.00 2,000,000.00 2,000,000.00 2,000,000.00

8 Concrete fencing of WWTP Khutsong, Wedela and Kokosi

Revenue 6,000,000.00 4,000,000.00 2,000,000.00

9 Fencing of lagoon – Khutsong and Wedela WWTP

Revenue 3,000,000.00 1,500,000.00 1,500,000.00

10 Supply and Installation – two new aerators and

Revenue 1,000,000.00 500,000.00 500,000.00

Gearboxes Khutsong and Wedela WWTP

11 Supply and Installation – two new mixers and Revenue 1,000,000.00 500,000.00 500,000.00

Gearboxes Khutsong and Wedela WWTP

12 Supply and Installation – two new blowers – Revenue 250,000.00 250,000.00

Welverdiend WWTP

13 Supply and Installation – submersible pump –

Revenue 100,000.00 100,000.00

Welverdiend Pump station

14 Supply and Installation – Gorman Rupp pump Revenue 150,000.00 150,000.00

Welverdiend Pump station

15 Welverdiend WWTP (Design) DoHS 3,000,000.00 3,000,000.00

16 Replacement of auto rake system – Wedela WWTP

Renewal of Assets 1,000,000.00 1,000,000.00

TOTAL R37,500,000.00 R12,500,000.00 R15,500,000.00 R9,500,000.00


3.6 SEWER



Unsecured 2013/14

2014/15 2015/16

1 Khutsong Ext 5 Welverdiend WWTW DoHS 3,781,745.20 3,781,745.20

2 Construction of Welverdiend Sewer Pump Station DoHS 5,149,360.97 5,149,360.97

3 Outfall sewer Fochville Ext 7 Revenue 7,000,000.00 7,000,000.00

4 Replacement of sewer line Onyx Street Carletonville Renewal of Assets 2,000,000.00 2,000,000.00

5 Relining of sewer lines in Merafong Renewal of Assets 5,000,000.00 1,500,000.00 1,500,000.00 2,000,000.00

6 Purchase of high pressure jet machine Revenue 2,000,000.00 2,000,000.00

7 Outfall sewer Kokosi Ext 6 & 7 Revenue 14,000,000.00 7,000,000.00 7,000,000.00

8 Outfall sewer Fochville Ext 3 & 8 Revenue 7,000,000.00 7,000,000.00

9 Khutsong t Ext 5 Wonderspruit Outfall Sewer DoHS 453,422.51 453,422.51

TOTAL R46,384,528.67 R12,884,528.67 R17,500,000.00 R16,000,000.00

3.7 CEMETERY



Unsecured 2013/14

2014/15 2015/16

1 Fencing Wedela cemetery Revenue 1,000,000.00 1,000,000.00

2 Fencing civic centre Carletonville Revenue 1,500,000.00 1,500,000.00

3 Park Development Kokosi Revenue 750,000.00 750,000.00

TOTAL BUDGET R3,250,000.00 R1,000,000.00 R2,250,000.00

3.8 SPORTS



Unsecured 2013/14

2014/15 2015/16

1 Welverdiend sport stadium Renewal of Assets 780,000.00 780,000.00

2 Rehabilitation of ward 3-4 Sport Facility Netball courts and fencing

Renewal of Assets 300,000.00 300,000.00

3 Rehabilitation of ward 10 multi- purpose basketball courts and fencing


4 Rehabilitation of ward 12 tennis courts Renewal of Assets 50,000.00 50,000.00

5 Upgrading of Khutsong Proper Stadium MIG 4,400,000.00 4,400,000.00

TOTAL BUDGET 5,930,000.00 5,180,000.00 750,000.00 0.00


3.9 LIBRARIES



Unsecured 2013/14

2014/15 2015/16

Libraries

1 Study Facility for Fochville Library MIG 3,370,315.00 3,370,315.00

TOTAL BUDGET R3,370,315.00 R0 R0.00 R3,370,315.00

3.10 FACILITY MANAGEMENT – PUBLIC WORKS



Unsecured 2013/14

2014/15 2015/16

1 Structural extension of Greenspark community hall, tilling the floor with porcelain tiles paving the yard


2 Installation of industrial tile at Kokosi community hall Renewal of Assets 300,000.00 300,000.00

3 Conversion of existing dance hall at Carletonville Civic Centre to a conference hall with fixed tables and chair, relevant lightings fittings, projector and acoustic, air conditioner.


4 Wedela Community hall extension of the palisade and paving and mass light, air condition and porcelain tile, fixing stage lights, stage roller curtain, installation of glass doors, mounted P A system, mounted projector screen,


5 Wedela stadium installation of 4 mass lights and erecting a grand stand that can accommodate 1000 people and store room.


6 Piet Viljoen park rehabilitation of 2 lapa and building of 10 chalets and erect a concrete palisade fence around the park


7 Khutsong community hall chairs, paving of the yard, air condition, kitchen


8 Carletonville sports complex stadium mass 4 lights Renewal of Assets 400000.00 400000.00

9 Carletonville sports complex palisade fence Renewal of Assets 300000.00 300,000.00

10 Gert van Rensburg stadium building of a kitchen and showers


TOTAL R9,170,000.00 R1,350,000.00 R7,820,000.00 R0.00


3.11 PUBLIC SAFETY


Total Budget Scheduling of total budget cost estimate over MTREF period


Unsecured 2013/14

2014/15 2015/16

1 Cat eyes - LED Revenue 3,000,000.00 3,000,000.00

2 New Vehicle Testing station building and palisade fencing in Fochville

Revenue 1,900,000.00 1,900,000.00

3 New Drivers Licensing Testing Station grounds and palisade fencing in Fochville

Revenue 1,200,000.00 1,200,000.00

4 Pedestrian robot at Schools Revenue 3,500,000.00 3,500,000.00

TOTAL BUDGET 9,600,000.00 3,100,000.00 6,500,000.00 0.00

3.12 WASTE MANAGEMENT




Unsecured 2013/14

2014/15 2015/16

1 Acquiring of Trolley Carts Revenue 400,000.00 400,000.00

2 Acquiring Street Litter Bins Revenue 500,000.00 500,000.00

3 Acquiring of Signage/Information Boards Revenue 500,000.00 500,000.00

4 Rehabilitate Phase 1 of Carletonville landfill site MIG 1,482,519.00 1,482,519.00

5 Upgrading of access road to Fochville transfer station MIG 902,023.00 902,023.00

6 Upgrading of Welverdiend drop-off facility MIG 772,247.00 772,247.00

TOTAL BUDGET R4,556,789.00 R4,556,789.00 R0.00 R0.00

3.13 LOCAL ECONOMIC DEVELOPMENT




Unsecured 2013/14

2014/15 2015/16

LED

1 Business Hive – Khutsong (Phase 2) External loan 906,091.71 906,091.71

2 Business Hive – Greenspark (Phase 1) External loan 2,000,000.00 2,000,000.00

3 Informal Trading Area – Carletonville (Phase 2) MIG 5,530,867.00 2,000,000.00 3,530,867.00

TOTAL BUDGET R8,436,958.71 R4,906,091.71 R3,530,867.00 R0.00


3.14 SPATIAL PLANNING




Unsecured 2013/14

2014/15 2015/16

1 Water& sanitation Master Plan Revenue 3,000,000.00 2,000,000.00 1,000,000.00

Land acquisition: Khutsong South Extensions DoHS 8,200,000.00 8,200,000.00

Land acquisition: Kokosi Ext 6 Revenue 5,000,000.00 5,000,000.00

TOTAL R16,200,000.00 R15,200,000.00 R1,000,000.00 0.00

3.15 HOUSING AND ADMINISTRATION



Budget Secured 2013/14 Unsecured 2013/14

2014/15 2015/16

Housing

1 Khutsong South Ext. 1, 2 & 3 (4000) Top Structure (1000@73309-75)

DoHS 73,309,750.00 73,309,750.00

2 Khutsong South Ext. 1, 2 & 3 (1500) Top Structure (981@73309-75)

DoHS 71,916,864.00 71,916,864.00

Total R145,226,614.00 R145,226,614.00 0.00 0.00

3.16 INFORMATION COMMUNICATION & TECHNOLOGY




Unsecured 2013/14

2014/15 2015/16

1 Upgrade to MAXIMO 7.5 Revenue 500,000.00 500,000.00

2 Upgrade to ArcGIS 10 Revenue 75,000.00 75,000.00

3 Upgrading of Sound System (New Council Chamber)

Revenue 500,000.00 500,000.00

4 Audio Video system (Attached Projector, screen and speakers) in both Executive Mayor and Speaker’s boardrooms)

Revenue 100,000.00 100,000.00

TOTAL R1,175,000.00 R1,175,000.00 0.00 0.00


3.17 PAY-POINTS




Unsecured 2013/14

2014/15 2015/16

1 Khutsong Ext 1,2 and 3 - Multi Purpose Centre

Revenue 700,000.00 700,000.00

2 Welverdiend Revenue 700,000.00 700,000.00

TOTAL R1,400,000.00 R1,400,000.00 0.00 0.00


4. BUDGET AND IDP ALIGNMENT

GT484 Merafong City - Supporting Table SA34a Capital expenditure on new assets by asset class

Description Ref 2008/9 2009/10 2010/11 Current Year 2011/12 2015/16 Medium Term Revenue &

Expenditure Framework

R thousand 1 Audited

Outcome Audited

Outcome Audited

Outcome Original Budget

Adjusted Budget

Full Year Forecast

Budget Year

2015/16

Budget Year +1 2015/16

Budget Year +2 2015/16

Capital expenditure on new assets by Asset Class/Sub-class

Infrastructure 122,774

124,687

69,157

183,149

260,805

260,805

255,443

126,217

86,669

Infrastructure - Road transport 2,497

30,878

33,848

80,051

123,073

123,073

146,084

76,976

70,515

Roads, Pavements & Bridges 2,497

30,809

33,848

77,051

97,073

97,073

104,584

66,976

60,515

Storm water 69

3,000

26,000

26,000

41,500

10,000

10,000

Infrastructure - Electricity 21,536

4,013

16,308

84,850

90,192

90,192

39,050

41,390

14,954

Generation

Transmission & Reticulation 21,536

4,013

16,308

84,850

90,192

90,192

38,400

14,930

2,200

Street Lighting 650

26,460

12,754

Infrastructure – Water 55,816

68,747

13,855

8,168

31,067

31,067

51,878

2,200

1,200

Dams & Reservoirs –

13,678

2,200

1,200

Water purification 55,816

68,747

13,855

8,396

8,396

38,200

Reticulation 8,168 22,670 22,670

Infrastructure - Sanitation 41,863

17,652

5,146

9,500

16,473

16,473

15,177

5,000

–

Reticulation 41,863

17,652

5,146

9,500

13,206

13,206

7,677


Sewerage purification – 3,267 3,267 7,500 5,000

Infrastructure – Other 1,062

3,397

–

580

–

–

3,254

651

–

Waste Management 1,062

3,397

580

3,254

651

Transportation 2

Gas

Other 3

Community 5,637

4,516

16,586

4,753

5,734

5,734

14,203

2,500

–

Parks & gardens 1,375

1,375

1,375

1,500

1,500

Sports fields & stadia 661

–

739

739

6,677

Swimming pools

Community halls

Libraries 445

1,156

3,656

–

2,620

2,620

Recreational facilities 1,944

259

Fire, safety & emergency 85

1,857

6,026

Security and policing 2,378

Buses 7

Clinics 1,140

Museums & Art Galleries 1,000

Cemeteries 2,023

3,101

10,413

1,000

1,000

1,000

Social rental housing 8

Other

Heritage assets


– – – – – – – – –

Buildings

Other 9

Investment properties –

–

–

–

–

–

–

–

–

Housing development

Other

Other assets 8,325

10,083

28,072

22,001

38,354

38,354

51,268

15,680

26,979

General vehicles 1,062

Specialized vehicles 10 –

5,425

–

–

–

–

–

–

–

Plant & equipment 1,273

1,048

934

930

930

930

2,000

4,000

2,000

Computers - hardware/equipment 1,903

730

1,575

150

150

150

Furniture and other office equipment 4,491

2,880

3,104

3,538

Abattoirs

Markets

Civic Land and Buildings 9,927

500

3,665

3,665

3,511

1,150

Other Buildings 6,442

15,583

31,809

31,809

26,588

10,530

24,979

Other Land 5,026 1,300 1,800 1,800 19,169

Surplus Assets - (Investment or Inventory)

Other 658

Agricultural assets –

–

–

–

–

–

–

–

–

List sub-class

Biological assets


– – – – – – – – –

List sub-class

Intangibles –

2,731

680

–

–

–

–

–

–

Computers - software & programming 2,731

680

Other (list sub-class)

Total Capital Expenditure on new assets 1 136,736

142,017

114,496

209,902

304,893

304,893

320,913

144,397

113,648

Specialized vehicles –

5,425

–

–

–

–

–

–

–

Refuse

Fire 5,425

Conservancy

Ambulances


5. The following table indicates the Khutsong Resettlement Plan and Projects Overview:

ITEM PROJECT UNIT QUANTITY RATE TOTAL TOTAL TOTAL PHASE 1 PHASE 2 PHASE 3

1 LAND 1.1 ACQUISITION OF LAND (2007 VALUATION) - PHASE 1 &2 ha 482 28 730 13 847 863 13 847 863 1.2 SHORTFALL OF LAND - PHASE 3 stands 10233 2 083.93 21 324 856 21 324 856 1.3 Pre-planning & Planning Phase for 10233 stands stands 10233 1 044.35 10 686 834 10 686 834

2 BULK INFRASTRUCTURE 2.1

PHASE 1 (± 5500 STANDS) 2.1.1 BULK WATER & SEWER sum 1 103 099 779 103 099 779 103 099 779 2.1.2 SURFACED ROADS & ASSOCIATED STORMWATER sum 1 93 432 795 93 432 795 93 432 795 2.1.3 BULK STORMWATER sum 1 101 452 492 101 452 492 101 452 492 2.1.4 WWTP: WELVERDIEND sum 1 82 500 000 82 500 000 82 500 000 2.1.5 WELVERDIEND PUMPSTATION sum 1 7 671 728 7 671 728 7 671 728

2.1 PHASE 2 (±9352 STANDS) 2.1.1 BULK WATER & SEWER sum 1 57 000 000 57 000 000 57 000 000 2.1.2 SURFACED ROADS & ASSOCIATED STORMWATER sum 1 130 000 000 130 000 000 130 000 000 2.1.3 STORMWATER sum 1 100 000 000 100 000 000 100 000 000

2.3 PHASE 3 (10233 STANDS) 2.3.1 BULK WATER & SEWER sum 1 96 000 000 96 000 000 96 000 000 2.3.2 SURFACED ROADS & ASSOCIATED STORMWATER sum 1 197 000 000 197 000 000 197 000 000 2.3.3 STORMWATER sum 1 101 000 000 101 000 000 101 000 000 2.3.4 WWTP: KHUTSONG sum 1 80 000 000 80 000 000 80 000 000

3 HOUSING 3.1 PHASE 1

3.1.1 IHDP stands 5500 55 706 306 383 000 306 383 000 3.1.2 GEOTECH VARIATION (± 15%) stands 5500 8 356 45 957 450 45 957 450 3.1.3 APRON SUBSIDY (Pending) stands 5500 6 943 38 187 875 38 187 875 3.1.4 LAND SURVEYING (Replacement of Pegs) stands 5500 273 1 500 000 1 500 000

3.2 PHASE 2 3.2.1 IHDP stands 9352 55 706 520 962 512 520 962 512 3.2.2 GEOTECH VARIATION (± 15%) stands 9352 8 356 78 144 377 78 144 377 3.2.3 APRON SUBSIDY (Pending) stands 9352 6 943 64 933 274 64 933 274 3.2.4 LAND SURVEYING (Replacement of Pegs) stands 5500 301 1 655 500 1 655 500

3.3 PHASE 3 3.3.1 IHDP stands 1233 55 706 68 685 498 68 685 498 3.3.2 CR Rental stands 3900 8 356 32 588 010 32 588 010 3.3.3 FLISP stands 1500 12 500 18 750 000 18 750 000 3.3.4 Formal Housing (3600) stands 3600 150 000 540 000 000 540 000 000 3.3.5 GEOTECH VARIATION (± 15%) stands 10233 9 675 99 003 526 99 003 526 3.3.6 APRON SUBSIDY (Pending) stands 10233 6 943 103 551 230 103 551 230 3.3.7 LAND SURVEYING (Replacement of Pegs) stands 10233 314 3 213 162 3 213 162

Estimated Total Cost of Service TOTAL OF ALL

PHASES


3.4 HOUSING : INTERNAL SERVICES (WATER, SEWER)

3.4.1 PHASE 1 (5500 STANDS)

3.4.1.1 Internal Water & Sewer Services stands 5500 17 847 98 158 500 98 158 500



3.4.3 PHASE 3 (10233 STANDS)


4 GENERAL REQUIREMENTS IN TERMS OF THE RoD

PHASE 1 & 2

4.1 REHABILITATION SINKHOLES ha 10.3 3 007 670 30 979 000 30 979 000

4.2 FENCING AIRSTRIP RUNWAY km 3.8 1 129 592 4 292 450 4 292 450

4.3 FENCING OF SLIMES DAMS km 4.5 1 129 592 5 083 164 5 083 164

4.4 QUARRY SAFEGUARDING sum 1 923 525 923 525 923 525

4.5 RAILWAY LINE FENCING km 24.8 1 129 592 11 295 920 11 860 716 23 156 636

4.6 ALLOWANCE FOR URBAN AGRICULTURE sum 1 9 462 302 9 462 302 9 462 302

4.7 RELOCATION OF GRAVES sum 1 2 000 000 2 000 000 2 000 000

4.8 REHABILITATION OF RELOCATED AREAS IN KHUTSONG sum 1 19 900 000 6 360 000 6 360 000 7 180 000 19 900 000

4.9 Redes ign of Sawmil l Area to l imit the impact of the

operation son the inhabitants sum 1 2 856 890 2 856 890 2 856 890

4.9 MASTER PLANS UPDATE (Water; Stormwater; Traffic Impact,

Borrow Pit Investigations , Geotech & EIA ) sum 1 12 000 000 2 597 530 3 900 000 5 502 470 12 000 000

4.10 Geotechnica l Monitoring sum 1 704 446 500 000 76 000 128 446 704 446

INTERNAL ROADS & STORMWATER

4.8.1 SURFACED ROADS (INTERNAL) - Pro-rata 5500 s tands km 48.9 3 110 000 152 079 000 152 079 000

4.8.2 STORMWATER (INTERNAL) - Pro-rata 5500 s tands km 20.9 2 599 000 54 319 100 54 319 1000






5 OTHER INFRASTRUCTURE

PHASE 1, 2 & 3

5.1 ROAD BRIDGE OVER RAILWAY no 1 55 000 000 55 000 000 55 000 000

5.2 PEDESTRIAN CROSSING (ROAD & RAIL) no 3 12 000 000 12 000 000 12 000 000 12 000 000 36 000 000

5.3 P89/1 ROAD WIDENING/DOUBLING sum 10.2 8 501 420 86 714 484 86 714 484

5.4 RESERVOIR REHABILITATION & GEOTECH STRUDY sum 1 4 500 000 4 500 000 4 500 000

5.5 PUBLIC TRANSPORT HUB sum 1 45 000 000 22 500 000 22 500 000 45 000 000

.

6 EXISTING SERVICES

PHASE 2 & 3

6.1 OLD KHUTSONG - UPGRADING EXT 2 & 3 INFRASTRUCTURE stands 2100 28 762 30 200 100 30 200 100 60 400 200

7 PROJECT MANAGEMENT

7.1 Phase 1 - PROJECT MANAGEMENT UNIT (PMU) % 0.03 1 352 797 957 40 583 939 40 583 939



Al lowance need to be made for Esca lation ± 10%

Provis ion for Sector Departments ; Electrici ty (R618 893 120-00) and Innovations (R165 561 000-00) not included

TOTAL PROJECT 1 393 381 896 1 497 805 790 2 085 160 038 4 976 347 724

DEPARTMENT OF MINERAL & ENERGY (DME) & NER

1 PHASE 1 (14582 STANDS)

1.1 ELECTRICITY BULK stands 14852 12 793 190 000 000 190 000 000

1.2 ELECTRICITY INTERNAL RETICULATION stands 14852 12 611 340 000 000 340 000 000

1.3 STREET LIGHTING stands 14852 1 911 55 000 000 55 000 000

2 PHASE 2 (10233 STANDS)

2.1 ELECTRICITY BULK stands 10233 9 949 101 805 000 101 805 000

2.2 ELECTRICITY INTERNAL RETICULATION stands 10233 13 115 134 206 041 134 206 041

2.3 STREET LIGHTING stands 10233 1 987 20 333 217 20 333 217

TOTAL ELECTRICAL SERVICES 585 000 000 256 344 257 841 344 257

INNOVATIONS

1 Rain Water tanks (3000 l i tre) s tands 25085 3 000 44 556 000 30 699 000 75 255 000

2 Solar Heated Geyser stands 25085 3 600 53 467 200 36 838 800 90 306 000

TOTAL INNOVATIONS 98 023 200 67 537 800 165 561 000


SOCIAL AMENITIES to be updated for 25085 Stands (Stands as identified in Town Planning Layout) Estimated cost and min sizes as per MIG Guidelines

1 CLINICS no 2 8 480 000 16 960 000 16 960 000

2 CRÈCHES no 4 12 735 900 12 735 900 12 735 900 25 471 800 50 943 600

3 EARLY CHILDHOOD DEVLEOPMENT CENTRE no 1 7 000 000 7 000 000 7 000 000

4 PRIMARY SCHOOL (Poss ible funding GDE) no 3 36 061 200 36 061 200 72 122 400 108 183 600

5 SECONDARY SCHOOLS (Poss ible funding GDE) no 1 41 128 000 41 128 000 41 128 000

6 COMMUNITY FACILITIES no 5 18 682 235 18 682 235 37 364 470 37 364 470 93 411 175

7 SPORT STADIUM no ? 33 816 650 33 816 650 33 816 650

8 MPCC (Pol ice; Paypoint; Ward Office; etc) @ R21012.43/m²

min area ±600m²) no 3 25 000 000 25 000 000 25 000 000 25 000 000 75 000 000

9 POST OFFICE no 1 N o o f & b u d g e t to b e c o n f irm e d b y s e c to r d e p a rtm e n ts 0

10 RELOCATION OF EXISTING BUSINESSES sum 1 38 643 360 8 000 000 16 000 000 14 643 360 38 643 360

11 MPCC (MULTI-PURPOSE HALL) / SPORT CENTRES @

R23365.66/m²) No 2 20 561 781 20 561 781 20 561 781 41 123 562

12 LIBRARY (@ R3780/m² (bld) & R750/m² (ext works) no 1 8 000 000 8 000 000 8 000 000

13 ORPHANAGE (MIG = R142251.23/orphan) no 0 N o o f & b u d g e t to b e c o n f irm e d b y s e c to r d e p a rtm e n ts 0

14 BUSINESS STANDS no 8 N o o f & b u d g e t to b e c o n f irm e d b y s e c to r d e p a rtm e n ts 0

15 BUSINESS MULTI-MODAL no 2 N o o f & b u d g e t to b e c o n f irm e d b y s e c to r d e p a rtm e n ts 0

16 TAXI RANK (Street Trading Al lowance R2093/m²) no 2 10 600 000 10 600 000 10 600 000 21 200 000

17 MULTI NODAL TRANSPORT FACILITY no 0 N o o f & b u d g e t to b e c o n f irm e d b y s e c to r d e p a rtm e n ts 0

18 INTER NODAL TRANSPORT FACILITY no 0 N o o f & b u d g e t to b e c o n f irm e d b y s e c to r d e p a rtm e n ts 0

19 PEDESTRIAN WALKWAYS (± 8068.45) ha 0.81 4 468 695 1 500 000 1 200 000 1 768 695 4 468 695

20 PUBLIC OPEN SPACES (±37,3 ha) (@ ±R7256-94/m²) no 32 N o o f & b u d g e t to b e c o n f irm e d b y s e c to r d e p a rtm e n ts 0

21 SOCIAL HOUSING no 0 N o o f & b u d g e t to b e c o n f irm e d b y s e c to r d e p a rtm e n ts 0

22 STATION (Street Trading R9088.27/4m² unit) no 3 19 318 500 15 900 000 31 800 000 47 700 000

23 CHURCHES (MIG = R9483.42/m²) [Relocation & Services) no 7 17 418 848 34 837 695 52 256 543 34 837 695 121 931 933

24 OLD AGE HOMES (MIG = R142251.23/inhabitant) no 0 N o o f & b u d g e t to b e c o n f irm e d b y s e c to r d e p a rtm e n ts 0

25 SOLID WASTE TRANSFER STATIONS (± 3) no ? 5 000 000 5 000 000 5 000 000 5 000 000 15 000 000

26 CEMETERY (incl Mus l im Section) no ? 15 000 000 10 000 000 10 000 000

TOTAL SOCIAL AMENITIES 140 315 830 325 624 543 268 570 201 734 510 574

To be noted: There is only 1 Institutional and 1 Municipal Stand allowed for in Ext 1 - no Taxi Rank; No Businesses; No Schools;

No Creche; etc - Propose that MPCC be developed on Institutional stand that includes for Cllinic; Police Station & Creche. A tax i

Rank could perhaps be developed on 1 of the POS stands


ITEM PROJECT YEAR1 YEAR2 YEAR 3 YEAR 4 YEAR 5 YEAR 6

Apr 2008/09 Apr 2009/10 Apr 2010/11 Apr 2011/12 Apr 2012/13 Apr 2013/14

1 LAND1.1 ACQUISITION OF LAND (2007 VALUATION) - PHASE 1 &2 13 847 863 13 847 863

1.2 SHORTFALL OF LAND - PHASE 3 21 324 856 21 324 856

1.3 Pre-planning & Planning Phase for 10233 s tands 10 686 834 10 686 834

2 BULK INFRASTRUCTURE2.1

PHASE 1 (± 5500 STANDS)

2.1.1 BULK WATER & SEWER 103 099 779 3 728 236 34 061 212 22 810 331 31 250 000 11 250 000

2.1.2 SURFACED ROADS & ASSOCIATED STORMWATER 93 432 795 7 432 795 42 000 000 22 000 000 22 000 000

2.1.3 BULK STORMWATER 101 452 492 35 472 295 1 120 167 25 360 030 28 500 000 11 000 000

2.1.4 WWTP: WELVERDIEND 82 500 000 3 700 000 3 800 000 35 000 000

2.1.5 WELVERDIEND PUMPSTATION 7 671 728 171 728 7 500 000

2.1 PHASE 2 (±9352 STANDS)

2.1.1 BULK WATER & SEWER 57 000 000 35 000 000

2.1.2 SURFACED ROADS & ASSOCIATED STORMWATER 130 000 000 50 000 000

2.1.3 STORMWATER 100 000 000 25 000 000

2.3 PHASE 3 (10233 STANDS)

2.3.1 BULK WATER & SEWER 96 000 000

2.3.2 SURFACED ROADS & ASSOCIATED STORMWATER 197 000 000

2.3.3 STORMWATER 101 000 000

2.3.4 WWTP: KHUTSONG 80 000 000

TOTAL OF ALL

PHASES


ITEM PROJECT YEAR1 YEAR2 YEAR 3 YEAR 4 YEAR 5 YEAR 6

Apr 2008/09 Apr 2009/10 Apr 2010/11 Apr 2011/12 Apr 2012/13 Apr 2013/14

3 HOUSING

3.1 PHASE 1

3.1.1 IHDP 306 383 000 47 962 866 35 596 134 222 824 000

3.1.2 GEOTECH VARIATION (± 15%) 45 957 450 7 194 430 5 339 420 33 423 600

3.1.3 APRON SUBSIDY (Pending) 38 187 875 1 079 164 800 913 36 307 798

3.1.4 LAND SURVEYING (Replacement of Pegs) 1 500 000 1 500 000

3.2 PHASE 2

3.2.1 IHDP 520 962 512 10 000 000

3.2.2 GEOTECH VARIATION (± 15%) 78 144 377 1 500 000

3.2.3 APRON SUBSIDY (Pending) 64 933 274 225 000

3.2.4 LAND SURVEYING (Replacement of Pegs) 1 655 500 33 750

3.3 PHASE 3

3.3.1 IHDP 68 685 498

3.3.2 CR Renta l 32 588 010

3.3.3 FLISP 18 750 000

3.3.4 Formal Hous ing (3600) 540 000 000

3.3.5 GEOTECH VARIATION (± 15%) 99 003 526

3.3.6 APRON SUBSIDY (Pending) 103 551 230

3.3.7 LAND SURVEYING (Replacement of Pegs) 3 213 162

3.4 HOUSING : INTERNAL SERVICES (WATER, SEWER)


3.4.1.1 Internal Water & Sewer Services 98 158 500 28 000 000 70 158 500


3.4.2.1 Internal Water & Sewer Services 171 772 000 40 874 000 90 657 000

3.4.3 PHASE 3 (10233 STANDS)

3.4.3.1 Internal Water & Sewer Services 219 162 000

4 GENERAL REQUIREMENTS IN TERMS OF THE RoD

PHASE 1 & 2

4.1 REHABILITATION SINKHOLES 30 979 000 8 278 000 10 487 000

4.2 FENCING AIRSTRIP RUNWAY 4 292 450 2 450 001

4.3 FENCING OF SLIMES DAMS 5 083 164 2 800 001

4.4 QUARRY SAFEGUARDING 923 525 923 525

4.5 RAILWAY LINE FENCING 23 156 636 23 156 636

4.6 ALLOWANCE FOR URBAN AGRICULTURE 9 462 302 2 500 000 3 000 000

4.7 RELOCATION OF GRAVES 2 000 000 2 000 000

4.8 REHABILITATION OF RELOCATED AREAS IN KHUTSONG 19 900 000 3 500 000 4 800 000

4.9 Redes ign of Sawmil l Area to l imit the impact of the

operation son the inhabitants 2 856 890 2 856 890

4.9 MASTER PLANS UPDATE (Water; Stormwater; Traffic Impact,

Borrow Pit Investigations , Geotech & EIA ) 12 000 000 2 597 530 3 900 000 2 751 235

4.10 Geotechnica l Monitoring 704 446 500 000 80 000

INTERNAL ROADS & STORMWATER

4.8.1 SURFACED ROADS (INTERNAL) - Pro-rata 5500 s tands 152 079 000 41 000 000 111 079 000

4.8.2 STORMWATER (INTERNAL) - Pro-rata 5500 s tands 54 319 100 18 802 161 35 516 9390

4.9.1 SURFACED ROADS (INTERNAL) - Pro-rata 9352 s tands 177 581 000

4.9.2 STORMWATER (INTERNAL) - Pro-rata 9352 s tands 65 234 9000

4.10.1 SURFACED ROADS (INTERNAL) - Pro-rata 10233 s tands 276 572 300

4.10.2 STORMWATER (INTERNAL) - Pro-rata 10233 s tands 99 021 900

TOTAL OF ALL

PHASES

a


6. MINING SOCIAL LABOUR PLANS 6.1 ANGLOGOLD ASHANTI

ENTERPRISE DEVELOPMENT: WEST WITS OPERATIONS & LABOUR SPENDING

AGA. Ref Project Description Total 2013 2014

WW ED 3 LED fish & chips outlet (franchise) R570 000 R570 000

Total West Wits commitments (SLP 2013) R570 000 R570 000

WW Ed 12 LED Enterprise development new ventures R20,000,000 R10,000,000 R10,000,000

Total ED Projects added to revised West Wits SLP to meet SLP expectation R20,570,000 R10,570,000 R10,000,000

TOTAL ENTERPRISE DEVELOPMENT R20,570,000 R10,570,000 R10,000,000

LOCAL ECONOMIC DEVELOPMENT: WEST WITS OPERATIONS & LABOUR SPENDING

AGA. Ref Project Description Total 2013 2014

WW ED 1 LED Urban planning & formalization of non-urban AGA land & property holdings

R7,000,000 R7,000,000

WW ED 2 & LS LED 2

LED Waste management R2,000,000 R1,000,000 R1,000,000

WW ED 3 LED sub-Acute Hospital (Review replace with Westcol) R1,000,000 R1,000,000

WW ED 4 LED Business development park R10,000,000 R5,000,000 R5,000,000

Total LED West Wits commitments (SLP 2013) R20,000,000 R14,000,000 R6,000,000

LS ED 5 LED Community parks R800,000 R800,000

WW ED 8 LED Agricultural projects R2,000,000 R2,000,000

LS ED 9 LED Schools R8,000,000 R4,000,000 R4,000,000

ED Projects added to revised West Wits SLP to meet SLP expectation R10,800,000 R6,800,000 R4,000,000

TOTAL ENTERPRISE DEVELOPMENT R30,800,000 R20,800,000 R10,000,000


6.2 SIBANYE LOCAL DEVELOPMENT PROJECTS 2013/14 FOR MERAFONG

PROJECT NAME BUDGET 2013/2014

Blybank Infrastructure Project R 4,500,000

Merafong Waste Project R 1,000,000

Alien Invader Species Eradication Project R 1,500,000

Establishment of Gold Fields Business Support Centre R 1,000,000

Blybank Agricultural Project R25,000

TOTAL R8,025,000

6.3 KUSASALETHU GOLD MINE

6.4 BLYVOORUITZICHT GOLD MINE

6.5 ANGLOGOLD ASHANTI

PROJECT BUDGET 2013/14

Phase 2 Khutsong bottle store R4,000,000

Waste Management Buy-back Centre R1,000,000

Education Infrastructure R2,000,000

SMME Development R3,000,000

Internship Programme R2,000,000

Community Bursary Fund R1,500,000

Waste Recycling Project R3,000,000

Sustainable Human Settlement (Family Units) R11,500,000

TOTAL R28,000,000


Hawkers Stalls Fochville taxi rank R500,000

TOTAL R500,000


Section 21 Sports Trust R8,000,000

TOTAL R8,000,000


KEY PERFORMANCE AREA 2: PROMOTE LOCAL ECONOMIC DEVELOPMENT Pre-Determined Objectives



TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Economic development

(101) FTE jobs created through infrastructure projects (n) 260 436 543 600 680

(102) Internal LED projects planned versus implemented (%)

100 100 100 100 100

(103) External LED projects facilitated planned versus implemented (%)

100 100 100 100 100

(104) GDS business plans planned versus actual submitted (%)

100 100 100 100 100

(105) Business licenses required versus actual (%) 85 70 75 80 85

(106) Street trading facilities occupancy rate (%) 95 95 95 95 95

(107) SMME business initiatives planned versus implemented (%)

100 100 100 100 100

(108) BBBEE spent on capital budget versus actual (%) 60 62 65 65 65

(109) Jobs created through community works programme (n)

2150 1200 1200 1200 1200

Social development (110) Library services planned versus provided (%) 100 100 100 100 100

(111) Traffic services planned versus provided (%) 100 100 100 100 100

(112) Decrease in security breaches (%) 30 40 50 55 60

(113) Integrated social development interventions plan available (n) (HIV, vulnerable groups, youth, indigent management, sports, arts and culture development, etc.)

(114) % of the plan implemented

1

100

1

100

1

100

1

100

1

100

Rural development (115) Rural development initiatives planned versus implemented (%)

- - 100 100 100

NB: KPA 2 is integrated with KPA 6 Spatial Development Framework.


KEY PERFORMANCE AREA 3: MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT Pre- Determined Objectives



TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Business management / leadership (Strategic positioning, Organizational culture, Stakeholder relations management / communication, Business performance management)

2 Policies planned to be developed / reviewed versus developed / reviewed (%)

100 100 100 100 100

3 Organizational climate / employee satisfaction rating (%) - 43 - 50 -

4 Internal client satisfaction rating (%) - 45 - 50 -

5 External client satisfaction rating (%) 45 48 50 53 55

(116) Performance against SLA’s requirements (%) 80 80 80 80 80

6 Stakeholder consultative forums planned to be established versus established (%)

70 70 70 70 70

7 Clean audit report (n) - 1 1 1 1

8 Unqualified audit report (n) 1 - - - -

9 Performance management system cascaded (%) 20 30 40 50 60

Resource management

Human Resource Management

Funded positions filled (%) 90 90 90 90 90

Skills development plan targets met (%) 80 80 80 80 80

Equity targets met (%) 90 90 90 90 90

Labour relations issues lodged versus attended to within regulatory guidelines (%)

50 60 65 70 75

ICT management 10 ICT master plan available (n) 1 1 1 1 1

11 ICT planned versus available (%) 50 70 80 90 90

Record / knowledge Management

12 Knowledge management interventions planned versus implemented (%)

100 100 100 100 100

Asset management

13 Asset management plan developed versus implemented (%) 70 80 90 90 90


KEY PERFORMANCE AREA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT Pre-Determined Objectives



TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Financial viability 14 Outstanding debtors to revenue (%) 22.8 22.8 22.8 22.8 22.8

15 Outstanding service debtors divided by revenue received (ratio) 2.7 2.7 2.7 2.7 2.7

16 Labour cost to total income (%) 30 30 30 30 30

17 Revenue collected actual versus planned (%) 82 84 87 87 90

Financial management 18 Variance on operational budget spent (%) 10 10 10 10 10

19 Variance on capital budget spent (%) 15 15 15 15 15

20 Increase in the collection rate of traffic fines (%) 10 10 10 10 10

21 Creditors paid within 30 days (%) 100 100 100 100 100

22 Goods / services / assets planned to be procured versus procured within specified standards (%)

70 80 90 90 90


FISCAL PLAN MERAFONG CITY LOCAL MUNICIPALITY FISCAL PLAN FOR THE MEDIUM TERM EXPENDITURE FRAMEWORK FOR 2013/2014 TO 2015/2016 PURPOSE One of the activities of the compilation of the Integrated Development Plan is to compile a comprehensive financial plan for next three years for Merafong City Local Municipality. BACKGROUND In essence a financial plan encompasses the development, implementation, and evaluation of a long-term plan for the provision of basic municipal services and capital assets. Such a plan aims to help Municipal Councillors and other decision makers make informed choices about the provision of basic services and capital assets and to promote stakeholder participation in the process. Such a financial plan should set out the municipalities estimated expenditure over the medium-term that is the next three financial years, based on its goals and objectives, as well as the resources necessary to achieve this. In addition, the financial plan must set out where funding for the planned expenditure will come from. The preparation of a comprehensive financial plan will enable the municipality to assess its performance in relation to its service delivery goals, link its budget to the IDP and exercise effective financial control. The approach is based on the premise that sound financial planning involves more than forecasting previous year’s expenditure and income based on historic trends. Such an approach assumes that historic trends will continue into the future. Given the significant changes, which have swept through the local government sphere since 5 December 2000, we believe that forecasting alone is of limited value for financial planning purposes. The approach to the preparation of a detailed financial plan for the Merafong City Local Municipality involves the following phases: Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

Planned Financing

Identify Sources of Revenue

Prepare Revenue & Expenditure Plan

Compile & Recommend Financial Policies

Prepare Financial Plan Summary

1.3 PHASE 2: PLANNED FINANCING Upon completion of the status quo assessment, resulting in an exact understanding of the council’s financial position, the next phase was to determine the councils financing need over the medium-term. In other words, determine what expenditure the Municipality plans to undertake over the medium-term. This phase involved: Reviewing the Municipality's planned capital programme and the anticipated expenditure. In this regard we reviewed the Municipality’s IDP (Mini business plans) and in particular the projects which have been identified as priorities within the IDP. We also reviewed each Department’s planned capital programme, as many departmental capital projects, normally does not form part of a typical IDP; Review service backlogs, new housing projects and population projections in order to determine service needs, which will have to be financed; Reviewing the Municipality's proposed organizational structure and assessing its cost implications;


Reviewing proposed community projects and programmes by Departments and assessing their cost implications; Identify factors, which influence expenditure levels; Compilation of an expenditure schedule relating to the day-to-day operations and needs of the Municipality (Operational Budget) PHASE 3: IDENTIFY SOURCES OF REVENUE The next step in the compilation of the financial plan was to identify the revenue base of the municipality. This phase included the following activities: Review alternative service delivery mechanisms, such as Municipal Service Partnerships and shared services and the relative merits and demerits of each alternative; Assess options for increasing user charges and fees based on factors such as the impact of inflation, other cost increases, the adequacy of the coverage of costs and current competitive rates. In addition we assessed the implications of increasing service charges and fees, including the financial impact on households, particularly poor ones; Review existing service charges and fees. Municipalities use service charges and fees to fund the provision of municipal services; Review the nature, extent, purpose and predictability of national and provincial grants and agency payments; Identify other revenue opportunities, such as leases, sale of non-core assets and the like; Identify revenue constraints, such as maximum service charges and poor payment levels; Identify potential threats to municipal revenue, including changes in grant allocations. Compilation of a revenue schedule based on daily operations and normal income sources. This process incorporates the tariff policy as the basis for determination of operational revenue; and Review findings from the Status Quo Report and adjust the revenue schedule accordingly. Overview of Budget Assumptions The 2013/14 – 2015/16 Medium Term Budget has been prepared within a highly volatile and highly uncertain economic environment, making the budgeting process even more challenging. Drastic changes have occurred within the global and domestic economy in the past two years, and these changes had a profound impact on the assumptions drawn to prepare the budget. The following aspects were taken into account in the preparation of the 2013/14– 2015/16 Medium Term Budget. National Outcomes The 2013 Budget Review notes that spending plans outlined in the 2013 Budget continue to support government’s commitment to broadening service delivery and expanding investment in infrastructure, while taking account of the constrained fiscal environment. South Africa’s economy has continued to grow, but at a slower rate than projected at the time of the 2012 Budget. GDP growth reached 2.5 per cent in 2012 and is expected to grow at 2.7 per cent in 2013, rising to 3.8 per cent in 2015. Inflation has remained moderate, with


consumer prices rising by 5.7 per cent in 2012 and projected to increase by an average of 5.5 per cent a year over the period ahead. Municipalities are reminded that the economic outlook is, however constrained by a difficult global environment and domestic restructuring. Due to lower-than-projected economic growth and revenue underperformance, government has adjusted the spending plans presented in the 2012 Medium Term Budget Policy Statement. Savings have been made at every level of government to moderate the fiscal deficit while supporting economic recovery. Expenditure has been trimmed in areas that will not adversely affect service delivery, or where programmes are underperforming. Within this economic climate the budget framework still provides for average annual real growth in consolidated government spending of 2.3 per cent over the MTEF period. The medium-term expenditure framework (MTEF) uses the National Development Plan (NDP) as a point of departure. The NDP sets out an integrated strategy for accelerating growth, eliminating poverty and reducing inequality by 2030. The NDP supported by the New Growth Path and other programmes provides a platform to look beyond the current constraints to the transformation imperatives over the next 20 to 30 years. The NDP emphasises the need to lower the cost of living for households and reduce the cost of doing business for small and emerging enterprise. These objectives need to take into account fiscal sustainability, which ensures that progress will not be interrupted or reversed. This will also entail shifting the composition of spending from consumption towards capital investment. “The NDP reminds us that South Africa needs to invest in a strong network of economic infrastructure designed to support the county’s medium- and long-term economic and social objectives”. The percentage increases of both Eskom and Rand Water bulk tariffs are far beyond the mentioned inflation target. Given that these tariff increases are determined by external agencies, these tariffs are largely outside the control of the Council. Discounting the impact of these price increases in lower consumer tariffs will erode the Council future financial position and viability The large increases and the change of the local economic conditions such as the down turn in the property market, trends in household incomes and unemployment are counterproductive, resulting in higher levels of non-payment and increased bad debts. Council was advised to provide for increases related to salaries and wages for the 2013/14 budget and MTREF as follows: • 2013/14 Financial Year – 6.95 per cent (5.7 per cent plus 1.25 per cent) • 2014/15 Financial Year – 6.5 per cent (5.5 per cent plus 1 per cent) With the introduction of the new equitable share formula and the updated 2011 Census data used in the formula, Merafong will experience large changes in their equitable share and MIG allocations. Council cannot with the existing filled employee component be in a position to execute the capital projects approved by council and rendering normal service delivery functions It was planned that repairs and maintenance must grow by 20% for the next 2 years to ensure that council will extend the life span of the existing assets and not needs to replace them. Due to the decrease in the equitable share council will not be in a position the increase the budget by 20% but only 6%. The effective implementation of the credit control policy of council remains a challenge. Credit control will be rolled out to all areas within Merafong. Council will have to consider establish an in house debt collection section. Where normal credit control actions are not effective council will have to make use of alternative mechanisms to collect its debt. Defaulters of assessment rates by property owners and farmers must be addressed.


Council had commenced with the procurement process to procure pre-paid water meters. It’s critical that the project be rolled out in 2013/2014. Municipal Infrastructure Grant will decrease over the next three years. This will negatively affect council’s ability to render services and reduce backlogs. Programs planned for the outer years had to be cut back and reprioritised. Council had received R96.046 Million from Human Settlement Grant for the ROD requirements for Khutsong Ext 1,2 and 3. In addition R22.835 Million was received from the National Electrification Programme for the electrification of the second phase of Khutsong Ext 1,2 and 3. PHASE 4: REVENUE AND EXPENDITURE PLAN The fourth phase involved finalizing a medium-term income and expenditure plan based on the various alternative service delivery options presented to Council, the financing need, the realistic level of revenue and the trade-offs made. A key component in determining future options, potential problems, and opportunities is the forecast of revenues and expenditures. The revenue and expenditure plan essentially involves combining the forecasting of revenues and the forecasting of expenditures into a single financial forecast. Background The application of sound financial management principles for the compilation of the Councils financial plan is essential and critical to ensure that the Council remains financially viable and that municipal services are provided sustainably, economically and equitably to all communities. The Councils business and service delivery priorities were reviewed as part of this year’s planning and budget process. Where appropriate, funds were transferred from low- to high-priority programmes so as to maintain sound financial stewardship. A critical review was also undertaken of expenditures on noncore and ‘nice to have’ items. The Council has embarked on implementing a range of revenue collection strategies to optimize the collection of debt owed by consumers. Furthermore, the Council has undertaken various customer care initiatives to ensure the municipality truly involves all citizens in the process of ensuring a people lead government. National Treasury’s MFMA Circular No. 66 and 67 were used to guide the compilation of the 2012/14 MTREF. The main challenges experienced during the compilation of the 2013/14 MTREF can be summarised as follows: The on-going difficulties in the national and local economy; The reduction in the allocation from the Division of Revenue Act in terms of equitable share and the Municipal Infrastructure Grant. Aging and poorly maintained water, roads and electricity infrastructure; The need to reprioritise projects and expenditure within the existing resource envelope; The increased cost of bulk water and electricity (due to tariff increases from Rand Water and Eskom), which is placing upward pressure on service tariffs to residents. Continuous high tariff increases are not sustainable - as there will be point where services will no-longer be affordable;


Affordability of capital projects – original allocations had to be reduced and the operational expenditure associated with prior year’s capital investments needed to be factored into the budget as part of the 2013/14 MTREF process; and Availability of affordable capital/borrowing. The following budget principles and guidelines directly informed the compilation of the 2013/14 MTREF: • Producing a Balanced Budget – ensuring that the expenditure is aligned to the revenue and that the Council has sufficient cash to meet its debt obligations. • Sustainability – endure that the capital investment is within the financial capacity of Council and ensure that there is continuous investment on the infrastructure maintenance and replacement in a medium to long term period. • Budget needs to respond to basics service delivery. • Stabilise the balance sheet – creating cash reserves to support and improve the current ratio and future capital investment capacity. • Stabilisation and protection of the revenue base. • Need to produce savings to facilitate the implementation of new programmes. • On-going costs should be funded with on-going revenues – aligning continuing expenditures with continuing revenues, on a level that can be reasonably sustained and reduce reliance on onetime funding. • Review all Council services and programs for operational efficiencies to improve service levels and delivery / managing the cost down. The 2012/13 Adjustments Budget priorities and targets, as well as the base line allocations contained in the Adjustments Budget were adopted as the upper limits for the new baselines for the 2013/14 annual budget; Tariff and property rate increases should be affordable and should generally not exceed inflation as measured by the CPI, except where there are price increases in the inputs of services that are beyond the control of the municipality, for instance the cost of bulk water and electricity. In addition, tariffs need to remain or move towards being cost reflective, and should take into account the need to address infrastructure backlogs; There will be no budget allocated to national and provincial funded projects unless the necessary grants to the municipality are reflected in the national and provincial budget and have been gazetted as required by the annual Division of Revenue Act; In view of the aforementioned, the following table is a consolidated overview of the proposed 2013/14 Medium-term Revenue and Expenditure Framework: Total operating revenue has grown by 1 per cent or R18 million for the 2013/14 financial year when compared to the 2012/13 Adjustments Budget. For the two outer years, operational revenue will decrease by R58 and R22 Million respectively, equating to a total decrease in revenue of R89 million over the MTREF when compared to the 2012/13 financial year. Total operating expenditure for the 2013/14 financial year has been appropriated at R1.322 million and translates into a budgeted deficit of R76.320 million. When compared to the 2012/13 Adjustments Budget, operational expenditure has grown by 1 per cent in the 2013/14 budget and decrease by R58 Million R22 Million for each of the respective outer years of the MTREF. The operating deficit for the two outer years will remains stable. These deficits are as of a result of depreciation costs on fair value adjustments on infrastructure assets. These deficits are funded from the accumulated surplus of R2.3 billion. The capital budget of R354.9 Million for 2013/14 is 13 per cent more when compared to the 2012/13 Adjustment Budget. A substantial portion of the capital budget will be funded from borrowing over MTREF with anticipated borrowings of R62.9 Million in 2013/2014 and R45 Million in the 2014/2015 and R84 Million for the 2015/2016 financial years. Note that the Council has reached its prudential borrowing limits and so there is very little scope to substantially increase these borrowing levels over the medium-term.


Section 18 Chapter 4 of the MFMA prescribed that an annual budget may only be funded from realistically anticipated revenues collected. Section 18 Chapter 4 of the MFMA prescribed that an annual budget may only be funded from realistically anticipated revenues collected. The following aspects were taken into account when the budget was compiled. The average payment levels for the past three years were as follows: 2009/2010 83.49% 2010/2011 85.28% 2011/2012 85.10% Rand Water will increase its tariffs 9.82% for the 2013/2014 financial year. The Eskom price increase of bulk electricity supplied to municipalities will increase by 8 per cent on 1 July 2013. NERSA approved an annual 8 per cent increase in the bulk price of electricity in terms of the third multi-year price determination application applicable for the period 2013/14 to 2017/18. The results of the latest national census were released by Statistics South Africa in October 2012. According to the 2011 Census, Merafong population had decreased. The threshold for receiving free basic services rises from R1500 per month to two times the monthly state pension (R2 520.00 per month). With the introduction of the new equitable share formula and the updated 2011 Census data used in the formula, Merafong will experience large changes in their equitable share allocations. To smooth the impact of these changes and give Merafong time to adjust the new allocations it will be phased in over five years. For municipalities with smaller allocations under the new formula, the phase-in mechanism will measure the difference between the municipality’s old and new allocations and will close this gap by 20 per cent each year. This means that in the first year, a municipality will only experience a change equivalent to 20 per cent of the gap between their allocations under the old and the new formulas, in the second year they will experience a 40 per cent change, and so on until in the fifth year their allocation is determined entirely through the new formula. Inflation forecasts Municipalities must take the following macro-economic forecasts into consideration when preparing their 2013/14 budgets and MTREF –

Fiscal year 2010/11 2011/12 2012/13 2012/13 2014/15 2015/16

Actual Estimate Forecast

Real GDP growth

3.4 3.1 2.5 3.0 3.6 3.8

CPI inflation 3.8 5.6 5.6 5.6 5.4 5.4

Source: Budget Review 2013 Note that the fiscal year referred to is the national fiscal year (April to March) which is more closely aligned to the municipal fiscal year (July to June) than the calendar year inflation. Merafong had to take into account the multi-year Salary and Wage Collective Agreement for the period 1 July 2012 to 30 June 2015. The agreement provides for a wage increase based on the average CPI for the period 1 February 2012 until 31 January 2013, plus 1.25 per cent for the 2013/14 financial year.


National Treasury had advised municipalities that the average CPI for this period is 5.6 per cent. Municipalities are therefore advised to provide for increases related to salaries and wages for the 2013/14 budget year of 6.75 per cent (5.6 per cent plus 1.25 per cent). The agreement also provides for a 1 per cent increase for the 2014/15 financial year. In this regard, municipalities may provide for a 6.4 per cent (5.4 per cent plus 1 per cent) increase for the 2014/15 budget year. Tariffs are structured to encourage more efficient use of services and to generate the resources required to fund the maintenance, renewal and expansion of the infrastructure required to provide the services. Tariffs increases in rates, tariffs and other charges are at levels that reflect an appropriate balance between the interests of poor households, other customers and ensuring the financial sustainability of Merafong. Councils Refuse Removal tariffs are not fully cost reflective, and a pricing strategy are developed to phase-in the necessary tariff increases in a manner that spreads the impact on consumers over a period of time. Operating Revenue Framework For Merafong City to continue improving the quality of services provided to its citizens it needs to generate the required revenue. In these tough economic times strong revenue management is fundamental to the financial sustainability of every municipality. The reality is that we are faced with development backlogs and poverty. The expenditure required to address these challenges will inevitably always exceed available funding; hence difficult choices have to be made in relation to tariff increases and balancing expenditures against realistically anticipated revenues. Expenditure has been trimmed in areas that will not adversely affect service delivery, or where programmes are underperforming. The municipality’s revenue strategy is built around the following key components: National Treasury’s guidelines and macroeconomic policy; Growth in the Council and continued economic development; Efficient revenue management, which aims to ensure a 87.5 per cent annual collection rate for property rates and other key service charges; Electricity tariff increases as approved by the National Electricity Regulator of South Africa (NERSA); Achievement of full cost recovery of specific user charges especially in relation to trading services; Determining the tariff escalation rate by establishing/calculating the revenue requirement of each service; The municipality’s Property Rates Policy approved in terms of the Municipal Property Rates Act, 2004 (Act 6 of 2004) (MPRA); Increase ability to extend new services and recover costs; The municipality’s Indigent Policy and rendering of free basic services; and Tariff policies of the Council. The following table is a summary of the 2013/14 MTREF (classified by main revenue source):


GT484 Merafong City - Table A4 Budgeted Financial Performance (revenue and expenditure)

Description Ref 2009/10 2010/11 2011/12

R thousand 1Audited

Outcome

Audited

Outcome

Audited

Outcome

Original

Budget

Adjusted

Budget

Full Year

Forecast

Pre-audit

outcome

Budget Year

2013/14

Budget Year

+1 2014/15

Budget Year

+2 2015/16

Revenue By Source

Property rates 2 71.959 78.933 85.957 259.017 269.607 269.607 269.607 287.289 307.733 329.629

Property rates - penalties & collection charges 4.059 3.221 1.574 1.955 1.955 1.955 1.955 2.072 2.197 2.328

Service charges - electricity revenue 2 147.193 158.090 182.143 217.991 217.991 217.991 217.991 234.643 253.415 273.688

Service charges - water revenue 2 178.638 199.372 199.514 227.562 210.128 210.128 210.128 225.276 238.793 253.120

Service charges - sanitation revenue 2 17.587 19.696 20.298 30.249 31.738 31.738 31.738 31.384 33.267 35.263

Service charges - refuse revenue 2 24.491 25.064 33.894 34.623 34.623 34.623 34.623 37.077 40.414 44.051

Service charges - other 716 727 588 648 648 648 648 661 728 772

Rental of facilities and equipment 988 824 964 681 681 681 681 909 775 821

Interest earned - external investments 15.532 15.178 14.890 16.942 16.942 16.942 16.942 16.942 17.959 19.036

Interest earned - outstanding debtors 7.085 12.010 17.008 19.358 19.358 19.358 19.358 20.519 21.750 23.055

Dividends received – – – – – –

Fines 1.453 1.516 4.499 5.682 5.682 5.682 5.682 6.023 6.059 6.095

Licences and permits 9.955 9.823 8.865 33.808 33.808 33.808 33.808 35.836 37.987 40.266

Agency services – – – – – –

Transfers recognised - operational 159.327 158.120 187.237 312.195 368.072 368.072 368.072 335.036 184.927 176.505

Other revenue 2 5.537 5.779 7.797 9.665 12.382 12.382 12.382 9.268 8.450 12.921

Gains on disposal of PPE 928 – 3.933 3.933 3.933 3.000 3.180 3.371

Total Revenue (excluding capital transfers and

contributions)

645.448 688.353 765.228 1.170.375 1.227.546 1.227.546 1.227.546 1.245.936 1.157.634 1.220.923

Expenditure By Type

Employee related costs 2 199.421 211.537 243.238 296.626 314.302 314.302 314.302 333.879 355.581 376.916

Remuneration of councillors 13.115 13.779 15.332 15.309 16.277 16.277 16.277 17.269 18.305 19.404

Debt impairment 3 37.745 75.538 49.372 90.603 90.603 90.603 90.603 95.399 101.123 107.191

Depreciation & asset impairment 2 18.531 19.610 33.972 19.186 28.680 28.680 28.680 30.780 32.922 35.107

Finance charges 11.499 8.568 8.590 15.797 15.797 15.797 15.797 15.797 15.797 15.797

Bulk purchases 2 190.169 227.648 267.097 307.103 302.757 302.757 302.757 329.535 352.812 377.765

Other materials 8 –

Contracted services 32.660 36.344 51.289 50.818 57.956 57.956 57.956 72.401 72.775 77.094

Transfers and grants – – – – – – – – – –

Other expenditure 4, 5 113.686 175.495 133.903 572.681 650.545 650.545 650.545 594.568 370.124 294.489

Loss on disposal of PPE – – 3.093

Total Expenditure 616.827 768.519 805.886 1.368.124 1.476.917 1.476.917 1.476.917 1.489.629 1.319.439 1.303.761

Surplus/(Deficit) 28.621 (80.166) (40.658) (197.749) (249.370) (249.370) (249.370) (243.692) (161.805) (82.838)

Transfers recognised - capital 125.610 95.323 102.074 246.687 249.371 249.371 249.371 243.692 161.805 82.838

Contributions recognised - capital 6 6.427 54.401 – – – – – – – –

Contributed assets

Surplus/(Deficit) after capital transfers &

contributions

160.658 69.558 61.417 48.938 0 0 0 (0) (0) 0

Taxation

Surplus/(Deficit) after taxation 160.658 69.558 61.417 48.938 0 0 0 (0) (0) 0

Attributable to minorities

Surplus/(Deficit) attributable to municipality 160.658 69.558 61.417 48.938 0 0 0 (0) (0) 0

Share of surplus/ (deficit) of associate 7

Surplus/(Deficit) for the year 160.658 69.558 61.417 48.938 0 0 0 (0) (0) 0

2013/14 Medium Term Revenue & Expenditure

FrameworkCurrent Year 2012/13

In line with the formats prescribed by the Municipal Budget and Reporting Regulations, capital transfers and contributions are excluded from the operating statement, as inclusion of these revenue sources would distort the calculation of the operating surplus/deficit. 1.1 Assessment Rates Council had implemented the second valuation roll as determined by the Municipal Property rates Act in the 2012/2013 financial year. Council received in excess of 3000 objections and is dealt with in terms of the Local Government Municipal Property Rates Act. A concern is that the objection processes are not concluded. Its envisage that the objections from the mines will only be concluded in the first quarter of 2013/2014. If there will be changes to the valuation roll it can only be affected in the 2013/14 adjustment budget. The biggest concern is that if there’s going to be substantial reductions in the valuation roll it will affect councils revenue. In terms of the Local Government Municipal Property Rates Act. All changes must be affected from date of the implementation of the valuation roll. Council had to appoint a legal firm to assist council in the objection process against the mines.


Council will not be able to increase tariffs. It’s recommended that rates be increased by 6.5% for the 2013/2014 financial year. Councils assessment rates represent 25% of councils own revenue. This is line with the recommended guideline. 1.2 Electricity sales The Eskom price increase of bulk electricity supplied to municipalities will increase by 8 per cent on 1 July 2013. NERSA approved an annual 8 per cent increase in the bulk price of electricity in terms of the third multi-year price determination application applicable for the period 2013/14 to 2017/18. NERSA is in the process of determining a guideline increase for municipal electricity tariffs. They have indicated that they will only be in a position to finalise this guideline by the end of March 2013. Bulk electricity as a cost driver can contribute as much as 75 per cent of municipalities’ electricity function, and considering that the average wage increase (a significant cost component of the municipal electricity function) for the 2013/14 Financial Year is 6.85 per cent (5.6 per cent plus 1.25 per cent) municipalities are advised to limit electricity increases to between 7.5 and 8.0 per cent. Municipalities are urged to examine the cost structure of their electricity undertakings and apply to NERSA for electricity tariff increases that are cost reflective to ensure continued financial sustainability. It’s recommended that council apply to NERSA for an average increase of 8%. The proposed increase variances will be from 5.5% for consumers using 50KwH and less to 10% for consumers using in excess of 600KwH electricity. 1.3 Water and Sanitation Sales Rand Water had advised council that they will increase their water tariffs to municipalities by 9.82% from the 1 July 2013. This is well above the current inflation rate. This will have a negative effect on council’s tariffs. National Treasury are reminding municipalities to review the level and structure of their water and sanitation tariffs carefully with a view to ensuring: Water and sanitation tariffs are on aggregate fully cost-reflective – including the bulk cost of water, the cost of maintenance and renewal of purification/treatment plants and network infrastructure, and the cost of new infrastructure; Water and sanitation tariffs are structured to protect basic levels of service; and Water and sanitation tariffs are designed to encourage efficient and sustainable consumption (e.g. through inclining block tariffs). Councils water tariffs are fully cost reflective and do protect basic level of services. National Treasury advised councils that to mitigate the need for water tariff increases, municipalities must put in place an appropriate strategy to limit water losses to acceptable levels. In this regard municipalities must ensure that water used by its own operations is charged to the relevant service, and not simply attributed to water ‘losses’. A water loss management strategy is approved and will be implemented during the 2013/2014 financial year. Water used by council own properties are levied and do not form part of unaccounted for water. Council had implemented block tariffs and is structured to encourage efficient and sustainable consumption. Its recommended that Water will increase by 10% which is in line with the bulk increases by Rand Water. 1.4 Refuse removal Merafong tariff increases are not In line with the requirement from National Treasury of 6% and will increased by 9%. This is to ensure that solid waste tariffs cover the cost of providing the different components of the service. The service is still not cost reflective and will have to be phased in over three years.


National Treasury prescribed the following: tariffs for solid waste management must take into account that councils must maintain a cash-backed reserve to cover the future costs of rehabilitating landfill sites. They further encouraged municipalities to explore alternative methodologies to manage solid waste, including recycling and incineration in plants that use the heat energy to generate electricity. Council are providing for the rehabilitation of the landfill site and are provided for in the tariffs. A provision for the rehabilitation of the land fill site in terms of GRAP 19 is in place and backed by cash reserves. 1.5 Sewerage Municipalities are reminded to review the level and structure of their sanitation tariffs carefully with a view to ensuring: Sanitation tariffs are on aggregate fully cost-reflective – including the bulk cost of water, the cost of maintenance and renewal of purification/treatment plants and network infrastructure, and the cost of new infrastructure; sanitation tariffs are structured to protect basic levels of service; and sanitation tariffs are designed to encourage efficient and sustainable consumption (e.g. through inclining block tariffs). Council had implemented inclining block tariffs in 2012/2013 and the service is cost reflective. It’s recommended that sanitation tariffs be increased by 6% for the 2013/2014 financial year, 1.6 Conditional Grants transferred in terms of DORA The following allocations in terms of the Division of Revenue Act are allocated to council for the three financial years in terms of the Act. Section 216 of the Constitution provides for national government to transfer resources to municipalities in terms of the annual Division of Revenue Act (DoRA) to assist them in exercising their powers and performing their functions. With the introduction of the new equitable share formula and the updated 2011 Census data used in the formula, Merafong will experience large changes in their equitable share allocations. To smooth the impact of these changes and give Merafong time to adjust the new allocations it will be phased in over five years. For municipalities with smaller allocations under the new formula, the phase-in mechanism will measure the difference between the municipality’s old and new allocations and will close this gap by 20 per cent each year. This means that in the first year, a municipality will only experience a change equivalent to 20 per cent of the gap between their allocations under the old and the new formulas, in the second year they will experience a 40 per cent change, and so on until in the fifth year their allocation is determined entirely through the new formula. As can be seen from the table above councils equitable share will decrease over the next three years. This will negatively affect council’s ability to render services and reduce backlogs. Expenditure 2.1 Salaries and Allowances Municipalities must take into account the multi-year Salary and Wage Collective Agreement for the period 1 July 2012 to 30 June 2015. The agreement provides for a wage increase based on the average CPI for the period 1 February 2012 until 31 January 2013, plus 1.25 per cent for the 2013/14 financial year. Considering that municipalities will be preparing and finalising their respective 2013/14 MTREF for tabling as per the MFMA prior to the announcement of the final CPI for the relevant period, municipalities will have to provide for assumed budget growth as it relates to employee related costs.


In this regard municipalities are advised that average CPI for the period November 2011 to October 2012 is 5.74 per cent which compares well to the estimate of 5.7 per cent for 2012 as provided for in the 2012 Medium Term Budget Policy Statement. Municipalities are therefore advised to provide for increases related to salaries and wages for the 2013/14 budget and MTREF as follows: 2013/14 Financial Year – 6.95 per cent (5.7 per cent plus 1.25 per cent) 2014/15 Financial Year – 6.5 per cent (5.5 per cent plus 1 per cent) Once the final average CPI for the period 1 February 2012 until 31 January 2013 is available municipalities will be a position to adjust their 2013/14 budget and MTREF prior to tabling for consideration and approval to the end of May 2013; it is not envisaged that the actual CPI will be a significant deviation from the guidelines and should therefore not have a detrimental impact on the tabled budget prior to community consultation. Overtime is an expensive form of remuneration and can easily be abused. Should excessive overtime be found to be legitimate it could be an indication that the organisational structure is insufficiently funded and hence would require funds being rather appropriated against vacancies. Based on the most recent Budget and Benchmark Engagements with the non-delegated municipalities, overtime as a percentage of total remuneration averaged 4.5 per cent. As a guideline, municipalities are advised that a percentage above 5 per cent would require further investigation; it needs to be noted that this percentage is based on total municipal remuneration and individual functions will differ owing to the nature of the service rendered. Councils overtime represent 5.5% of its total salary budget and needs to be seriously looked at and reduced, Additional funding was made available to fund additional vacancies in 2012/2013. In excess of 350 vacancies provided for are not filled as yet. Council cannot with the existing filled employee component be in a position to execute the capital projects approved by council and rendering normal service delivery functions. Taken into account the above Council’s employee remuneration as a percentage of its total budget is 22.60%, which is well below the norm of 35%. Filling of vacancies must be prioritised. 2.2 Bulk purchases: Electricity The Eskom price increase of bulk electricity supplied to municipalities will increase by 8 per cent on 1 July 2013. NERSA approved an annual 8 per cent increase in the bulk price of electricity in terms of the third multi-year price determination application applicable for the period 2013/14 to 2017/18. NERSA is in the process of determining a guideline increase for municipal electricity tariffs. They have indicated that they will only be in a position to finalise this guideline by the end of March 2013. Bulk electricity as a cost driver can contribute as much as 75 per cent of municipalities’ electricity function, and considering that the average wage increase (a significant cost component of the municipal electricity function) for the 2013/14 Financial Year is 6.85 per cent (5.6 per cent plus 1.25 per cent) municipalities are advised to limit electricity increases to between 7.5 and 8.0 per cent. Municipalities are urged to examine the cost structure of their electricity undertakings and apply to NERSA for electricity tariff increases that are cost reflective to ensure continued financial sustainability. 2.3 Bulk purchases: Water Rand Water had advised council that they will increase their water tariffs to municipalities by 9.82% from the 1 July 2013.


2.4 Repairs and Maintenance The renewal of council’s assets was the main focus in the 2012/2013 MTREF. Repairs and maintenance budget have grown by 50% in the 2012/2013 year’s budget. Focus was placed this year of renewal of assets. It was planned that repairs and maintenance must grow by 20% for the next 2 years to ensure that council will extend the life span of the existing assets and not needs to replace them. Due to the decrease in the equitable share council will not be in a position the increase the budget by 20% but only 6%. 2.5 Transfer to Provision for bad debt The large increases and changes in property rates, and the change of the local economic conditions such as the down turn in the property market, trends in household incomes and unemployment were counterproductive, resulting in higher levels of non-payment and increased bad debts. Council’s average payment levels for the past ten months were 85%. Council budgeted for a payment level of 87.50% for the financial year. The department had commenced with an outreach program to promote the payment of services. Council had commenced with serious credit control actions in all areas of Merafong. This was communicated to the community and ward committees during the budget consultation program. A revenue enhancement strategy was developed and the roll out plan has commenced. A no tolerance approach in terms of council’s credit control policy will be enforced on non-indigent defaulters. Council will have to consider establish an in house debt collection section. Where normal credit control actions are not effective council will have to make use of alternative mechanisms to collect its debt. Defaulters of assessment rates by property owners and farmers must be addressed. Council had commenced with the procurement process to procure pre-paid water meters. It’s critical that the project be rolled out in 2013/2014. Capital Budget 2013/2014 3.1 Conditional Grants transferred in terms of DORA The following allocations in terms of the Division of Revenue Act are allocated to council for the three financial years in terms of the Act to execute capital programs. With the introduction of the new equitable share formula and the updated 2011 Census data used in the formula, Merafong will experience large changes in their equitable share allocations. To smooth the impact of these changes and give Merafong time to adjust the new allocations it will be phased in over five years. For municipalities with smaller allocations under the new formula, the phase-in mechanism will measure the difference between the municipality’s old and new allocations and will close this gap by 20 per cent each year. This means that in the first year, a municipality will only experience a change equivalent to 20 per cent of the gap between their allocations under the old and the new formulas, in the second year they will experience a 40 per cent change, and so on until in the fifth year their allocation is determined entirely through the new formula. As can be seen from the table above the Municipal Infrastructure Grant will decrease over the next three years.


This will negatively affect council’s ability to render services and reduce backlogs. Programs planned for the outer years had to be cut back and reprioritised. Council had received R96.046 Million from Human Settlement Grant for the ROD requirements for Khutsong Ext 1,2 and 3. In addition R22.835 Million was received from the National Electrification Programme for the electrification of the second phase of Khutsong Ext 1,2 and 3. 3.2 External loans Council could not secure grants to implement LED projects and bulk supply electricity projects. Council will have to secure R62.9 Million in 2013/2014 and R45 Million in 2014/2015 and R84 Million in 2015/2016 to finance the projects. Tariff Implications The abnormal increases in tariffs by Escom and Rand Water will result that tariff increases will be between 7% and 8.4% for large consumers. Conclusion The percentage increases of both Eskom and Rand Water bulk tariffs are far beyond the mentioned inflation target. Given that these tariff increases are determined by external agencies, these tariffs are largely outside the control of the Council. Discounting the impact of these price increases in lower consumer tariffs will erode the Council future financial position and viability The large increases and the change of the local economic conditions such as the down turn in the property market, trends in household incomes and unemployment are counterproductive, resulting in higher levels of non-payment and increased bad debts. Council was advised to provide for increases related to salaries and wages for the 2013/14 budget and MTREF as follows: • 2013/14 Financial Year – 6.95 per cent (5.7 per cent plus 1.25 per cent) • 2014/15 Financial Year – 6.5 per cent (5.5 per cent plus 1 per cent) With the introduction of the new equitable share formula and the updated 2011 Census data used in the formula, Merafong will experience large changes in their equitable share and MIG allocations. Council cannot with the existing filled employee component be in a position to execute the capital projects approved by council and rendering normal service delivery functions It was planned that repairs and maintenance must grow by 20% for the next 2 years to ensure that council will extend the life span of the existing assets and not needs to replace them. Due to the decrease in the equitable share council will not be in a position the increase the budget by 20% but only 6%. The effective implementation of the credit control policy of council remains a challenge. Credit control will be rolled out to all areas within Merafong. Council will have to consider establish an in house debt collection section. Where normal credit control actions are not effective council will have to make use of alternative mechanisms to collect its debt. Defaulters of assessment rates by property owners and farmers must be addressed. Council had commenced with the procurement process to procure pre-paid water meters. It’s critical that the project be rolled out in 2013/2014. Municipal Infrastructure Grant will decrease over the next three years.


This will negatively affect council’s ability to render services and reduce backlogs. Programs planned for the outer years had to be cut back and reprioritised. Council had received R96.046 Million from Human Settlement Grant for the ROD requirements for Khutsong Ext 1,2 and 3. In addition R22.835 Million was received from the National Electrification Programme for the electrification of the second phase of Khutsong Ext 1,2 and 3. Council could not secure grants to implement LED projects and bulk supply electricity projects. Council will have to secure R62.9 Million in 2013/2014 and R45 Million in 2014/2015 and R84 Million in 2015/2016 to finance the projects. FINANCIAL IMPLICATIONS OP CAPITAL DEVELOPMENT The financial implications of capital developments can have a significant impact on the total financial needs of the Municipality. Projects identified within the IDP mainly centres around new housing projects, service delivery, economical development and growth within the community. All these factors contribute to a large extend to the expenditure obligations of the Municipality. The current infrastructure in Merafong City Local Municipality is of such a nature that any new development will necessitate upgrading of the existing infrastructure. Furthermore, new developments and growth within the population of Merafong City Local Municipality will require additional manpower for purposes of administration and maintenance of infrastructure. The financial implications with regards to manpower, maintenance and service delivery can only be determined once these development projects have reached a stage of completion and the social and economical impact on the community and surrounding areas have been established. RECOMMENDATIONS Credit Control and Payment Levels It has unfortunately become a reality in our current economical environment to view an 85% payment level as acceptable. Due to increasing unemployment figures, people tend to look upon the other 15% of the community as those who cannot afford to pay. However, one has to consider the fact that there has already been provided for the less fortunate consumers by means of the indigent policy and the provision of free basic services (6kl free water and 50Kwh free electricity in the 2013/2014 financial year) to indigent consumers, these would include, pensioners, households with combined income of less than R1 500 per month and permanently disabled people as categorised by the policy. Strict credit control will have to be implemented and maintained to achieve a payment percentage of 87.5%. Water must be restricted and electricity installations will have to be removed. Sales in execution of movable and immovable assets will have to commence. Property owners cannot owe council money. Pre paid water meters must be installed for all indigents and deposits must increase to minimise council’s risk. Financial Impact of Developments and Resettlements It has to be emphasised that all new projects entered into, whether financed by means of external loans, income or grants, will have an impact on the current infrastructure and manpower requirements of the Municipality. Although various Impact Assessments have been performed the actual financial impact cannot be calculated accurately. The construction of low cost housing must be looked at in the future. Council will have to develop high cost housing to offset the effects of low cost housing. The balance must be contained.


Intervention is required to increase the equitable share to fund council’s indigents to ensure that services will be provided in an effective and efficient manner. Non-core Functions As discussed above, a formal investigation into the viability of non-core functions should be launched as these functions are currently financed by means of Assessment Rates. Various sporting codes are currently sourcing funds for development as part of a national drive to unify the nation by means of sport. CLOSURE Sound financial management demands that a municipality effectively control its level of revenue and expenditure and appropriately allocates public resources amongst its departments and programmes. To this end it is necessary for Merafong City Municipality to prepare and implement a comprehensive, accurate and transparent financial plan, which helps it to identifying its operating and capital financing needs and assists it to raise the revenue needed to meet these requirements. The key characteristics of the Financial Planning Process are that it: Incorporates a long-term perspective; Establishes linkages to organizational goals and objectives as outlined in the Integrated Development Plan (IDP); Focuses financial decisions on results and outcomes; Involves and promotes effective communication with stakeholders and local communities; and provides incentives to municipal management and employees. It is council’s view that this financial plan includes the above characteristics. However, the plan can only be successful if all Councillors, employees and members of the community ensure that day-to-day operations and strategic planning are in accordance with this plan and that any changes be incorporated in an annual updated plan. 5. CAPITAL INVESTMENT PROGRAMME Developmental Local Government - in essence - require extensive capital investments in infrastructure. The Capital Investment Program of Merafong City Local Municipality as outlined in the Spatial Development Framework and Fiscal Plan will guide private investment. To produce the desired urban form outlined in the Framework. The Capital Investment Program is captured and will be executed as indicated in the capital budget. Only secured funding forms part of the investment programme. The Capital Investment Framework underpins key principles of Merafong City’s strategies in realizing the full potential of the property market. By meeting its priorities, the CIF will create an enabling environment in which business can flourish. The CIF will also address the mayoral priorities of service delivery, excellence, economical growth and regeneration of the economy. The key principle of the CIF is the following: Infrastructure should support nodal development and a movement network. Infrastructure capacity within the urban development boundary should be augmented and upgraded to ensure efficient urban form and infill development; Where spare capacity exists, consolidation and intensification of existing urban development is most efficient;


Development of vacant land in areas with spare capacity should be given first priority, with areas requiring extension of existing infrastructure as second priority; Balance should be struck in between investment in new infrastructure and maintenance and refurbishment of existing infrastructure; New infrastructure should be provided in areas, which are linked or can be linked directly to the movement network and can be promoted with social services; Medium- to high-density residential development is promoted to make for optimal use of infrastructure; Public investment in marginalized areas is essential to spur development and create an economic base; It is of apparent importance that no infrastructure investments will be made in areas that are geologically at risk for urban development.


KEY PERFORMANCE AREA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION Pre-Determined Objectives



TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Corporate governance 23 Compliance to regulatory framework (%) 100 100 100 100 100

24 Council resolutions made versus executed (%) 100 100 100 100 100

25 Audit queries received versus corrective action taken within specified time (%)OPCA planned initiatives versus implementation

100 100 100 100 100

26 ERM planned versus executed (%) 100 100 100 100 100

Broaden / local democracy 27 Ward committee support programmes conducted versus planned (%)

100 100 100 100 100

28 Ward committee issues raised versus addressed (%) 100 100 100 100 100

29 Council committees’ functionality rating/Sec. 79 Committee meetings planned versus actual (%)

70 100 100 100 100

30 Ward committee meetings planned versus conducted (%) 100 100 100 100 100

31 Public participation strategy available (n) 1 - - - -

32 Public participation meetings / events / Imbizo planned versus conducted (%)

90 90 90 90 90

33 Public participation meetings / events / Imbizo community satisfaction rating (%)

70 50 55 60 65

34 CDW model initiatives planned versus implemented (%) 100 100 100 100 100

35 Special mayoral programmes planned versus implemented (%) 100 100 100 100 100

Local government accountability 36 Reports required in terms of legislation versus submitted timeously (%)

100 100 100 100 100

37 Average lead time from community queries / petitions received until finalized (working days)

14 12 10 8 8


1. Community Consultation Participation And Empowerment

Twenty Eight (28) Ward Committees have been established and are chaired by specific ward councillors and are overseen by the office of the Speaker. On annual basis Ward Committee participate in the IDP Process by inputting through reviewing, prioritizing ward needs. To date 26 out of 28 wards (92%) have submitted their priorities to be considered by different municipal departments during the planning and budgeting process. Ward Public meetings are held quarterly and are monitored by the office of the Speaker. Each ward has a budget allocation from the MSIG (Municipal Systems Improvement Grant) The Merafong City Local Municipality has developed and approved a community participation plan overseen by the office of the Speaker. 2. Audit Committee and Risk Management The establishment of an internal audit unit is legislated by section 165 of the Municipal Finance Management Act (MFMA). The unit reports administratively to the Accounting Officer and functionally to an Audit Committee, which is a committee mandated by section 166 of the MFMA. Internal audit is an independent, objective assurance and consulting activity designed to add value and to improve an organization operations. It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes. The unit operates in terms of an annual risk-based internal audit plan as required by section 165 (2) (a) of the MFMA. The plan addresses risks identified by management and also includes compliance audits required by law e.g. the quarterly auditing of performance measurements required by section 45 of the Municipal Systems Act (MSA). Other responsibilities of the unit outlined in section 165 (2) (b) and (c) of the MFMA are to “advise the accounting officer and report to the audit committee on the implementation of the internal audit plan and matters relating to— (i) Internal audit; (ii) Internal controls; (iii) Accounting procedures and practices; (iv) Risk and risk management; (v) Performance management; (vi) Loss control; and (vii) Compliance with this Act, the annual Division of Revenue Act and any other applicable legislation; and (c) Perform such other duties as may be assigned to it by the accounting officer.”


FUNCTIONING OF COUNCIL

Executive Mayor

empowered with

executive authority

derived from

delegation

Committee

COUNCIL

Executive Mayor

evaluates reports

received from committees

from the municipal

council In terms of sec.

56.

If delegated –Concludes

Otherwise refers with a

recommendation to

Council

Delegations of

Powers and

Functions

Sec 80

Committees

Full Council

Create reports and

Submit it to the

Executive Mayor

For consideration

Duties & Responsibilities

Sec. 79 & 80 Com.

Committee

Sec. 80

Sec. 80

The following diagrams indicate the functional integration between the components of the Council:


PROCESS PLAN STRUCTURE COMMUNITY PARTICIPATION AND INVOLVEMENT IN THE MUNICIPALITY AFFAIRS

Council

IDP Representative Forum IDP Steering Committee

Project Task Team Stakeholder Structures Ward Committees

Mayoral Committee

Municipal Manager


KEY PERFORMANCE AREA 6: INTEGRATED SPATIAL DEVELOPMENT FRAMEWORK FOR SUSTAINABLE DEVELOPMENT Pre-Determined Objectives



TARGET 11/12

TARGET 12/13

TARGET 13/14

TARGET 14/15

TARGET 15/16

Land use management (117) Illegal land uses resolved versus registered within specified time (%)

85 85 85 85 85

(118) Land audit available in line with 2016 Uni-City Vision (%)

- 25 25 25 25

Spatial planning (119) Revised SDF in line with 2016 Uni-City Vision (n) 1 1 1 1 1

(120) Average lead time from township development applications received until approved (days)

60 60 60 60 60

Human settlements management (121) Houses completed (n) 2805 2695 2138 - -

(122) Informal settlements reduced (n) (from baseline) 2805 2695 2138 - -

(123) Informal settlements formalized (n) 500 1000 1500 1500 1500

(124) Mixed housing projects planned versus facilitated (%) 100 100 100 100 100

Infrastructure master planning (125) Integrated infrastructure master plan in line with the 2016 Uni-City Vision (n)

- 1 1 1 1

Environmental management (126) Non-compliance detected versus compliance notices issued (%)

100 100 100 100 100

(127) Environmental quality standards met (%) (water, waste, ROD requirements, etc.)

100 100 100 100 100

Rural development planning (128) Rural development plan available (n) - 1 1 1 1


EXECUTIVE SUMMARY OF MSDF REVIEW


INTRODUCTION In terms of chapter 5 of the Municipal Systems Act, 2000 (Act 32 of 2000), the municipality’s Integrated Development Plan “…must reflect a Spatial Development Framework which must include the provision for basic guidelines for a Land Use Management. The Spatial Development Framework serves as an input into the IDP and concentrates on the spatial aspects of development planning, whereas the IDP focuses on broader developmental and financial issues. This document attempts to take a more practical approach to strategic spatial planning with great emphasis on the development strategies of the municipality, as contained in the Merafong Vision 2020 and the Municipal Turn Around Strategy (MTAS). This SDF takes a broad view on development aspects, with limited reference to the LSDF’s and Precinct Plans, still to be finalized for the Merafong City area. The need has been identified to compile Precinct Plans for all the towns within Merafong City as implementation tool of the Urban Regeneration Strategy and the distribution of development opportunities throughout Merafong City. Strategic focus is also required on the rural Service Delivery Centres. It is important to note that this summary does not contain all the information that the full report contains and that an executive summary cannot be used to do planning or formulate policies.

Merafong City Local Municipality (referred to as the Municipal Area) is located in the southwestern extreme of the Gauteng Province. The municipal area is bordered by Tlokwe municipality and Ventersdorp municipality (North West Province) in the West and Mogale-, Randfontein- and Westonaria municipalities in the north and eas

Merafong


Population composition

According to the Stats SA census 2011 the population of Merafong is 197 520. This is 1.6% of the total Gauteng population. Between 2001 and 2011 the Merafong population has declined by 2.4% from 215 868. This population decline is mainly attributable to mine labourers being laid off and the closure of some mine shafts. Some migrant labourers have moved away after losing their jobs. In contrast to this the population of Gauteng has experienced significant growth reaching over 12 million

The figure (Left) illustrates the population pyramid of Merafong. A population pyramid graphically displays a population’s age and gender composition by showing numbers or proportions of males and females in each age group; the pyramid provides a clear picture of a population’s characteristics. The sum total of all the age-gender groups in the pyramid equals 100 per cent of the population. The pyramid is indicative of a constrictive (Slow growth) profile where most of the population is concentrated in the economically active population group and is male dominated. The Merafong population has a gender ratio of 118.59 males per 100 females. This has decreased from a ratio of 132 males per 100 females in 2001.

Most of the population falls within the younger stages of the economically active age group. This implies that youth unemployment is high. Although the population has declined, the number of households has increased during the same period from 56 336 to 66 623. The increase in the number of households has concurrently reduced the average size of households to 2.97 persons per household. This can mainly be attributed to the significant presence of migrant labourers from rural areas such as parts of the Eastern Cape. These men work in the mines and send a large portion of their income back home to their families. Another factor which is having an effect around the country is the greater availability of housing stock which enables extended family members to move into different houses and form nuclear family units, where extended families used to live under one roof in many cases.

-10.00 -5.00 0.00 5.00 10.00

00 - 04

10 - 14

20 - 24

30 - 34

40 - 44

50 - 54

60 - 64

70 - 74

80 - 84Population Pyramid

%Female

%Male


Merafong is characterized by the presence of many different cultures and languages as illustrated by the differing language choices. The variety of languages can be attributed to migrant labourers, specifically IsiXhosa speakers from the Eastern Cape. The other three prominent languages namely Setswana, Sesotho and Afrikaans are more characteristic of this region When the income per person per month is assessed, the influence of mining again features strongly. The monthly income profile is typical of an economy dominated by labour intensive industries. Although the proportion of respondents who claim to have no income are less than the national.

Gauteng average it is still very high indicating that a large proportion of the population are unemployed or under employed. It is interesting to note that underemployment seems to be lower in Merafong. The large proportion of very low income earners is a reason for concern because these people can often not afford to meet their basic needs and they are also a burden on the municipal and national tax base.

The figure left illustrates employment status quo per age group. The largest numbers of people employed are aged between 30 and 39. The number of people under 30 years who are employed is proportionally larger than the national average. The largest proportion of unemployed people falls within the age group between 20 and 30 years. Education is one of the cornerstones on which a healthy economy can be built. The following table summarizes the current level of education in Merafong:


Level of education

Number of people

% of population

None 10323 5.20% Grade 0 - Grade 7 52234 26.40% Grade 8 - Grade 12 95668 48.40% Post Gr.12 Certificate,

Diploma 8590 4.30%

Bachelor’s Degree 1357 0.70% Honours degree 383 0.20% Higher Degree Masters /

PhD 216 0.10%

Other - Not applicable 28750 14.60%

The level of education has improved marginally. The most notable improvement is in the category of no schooling which has dropped by 7.6%.

Province of birth

Number of people

% of populati

on Western Cape 2113 1.10% Eastern Cape 25788 13.10

% Northern Cape 1834 0.90% Free State 9170 4.60% KwaZulu-Natal 6844 3.50% North West 21962 11.10

% Gauteng 89023 45.10

% Mpumalanga 3281 1.70% Limpopo 4315 2.20% Outside South Africa 21846 11.10

% Unspecified/Not

applicable 1134

3 6

%

A significant proportion of the populations are migrants that were born in other regions, most prominently the Eastern Cape (13%) and outside South Africa (11%). Male immigrants are more numerous than females.

Access to housing and services There has been a general improvement in access to basic services and housing in Merafong. This can be broken down to illustrate specific trends: Water


Source of water

Househo

lds

% of

Households Municipal 61996 93.10% Other 4627 6.90%

The levels of provision remain the same as 2001 at a high rate of 93.1%. This makes water the most accessible service in Merafong. Sanitation

Sewage system Househo

lds % of

Households None 673 1% Flush toilet (connected to

sewerage) 53978 81%

Flush toilet (with septic tank) 1391 2.10% Chemical toilet 424 0.60% Pit toilet with ventilation

(VIP) 1524 2.30%

Pit toilet without ventilation 7726 11.60% Bucket toilet 244 0.40% Other - Not applicable 664 0.90%

Sanitation has improved, with a combined 10% reduction in pit and bucket toilets and no toilets. This is unfortunately quite a slow improvement. However considering the pace at which the Khutsong South Extensions are currently progressing, the numbers will improve further in coming years. Refuse removal

Refuse removal

Househo

lds

% of

households Municipal

refuse removal 53124 79.70%

Other 13500 20.30%

The proportion of municipal refuse removal has decreased, but is up from a low point of 74.8% in the 2007 Community Survey estimates. Energy

Energy source

Househo

lds

% of

households Electricity 55194 82.80% Gas - Paraffin 2455 3.70% Solar 140 0.20% Other 8616 12.90% None 219 0.30%

There is an improvement in electricity coverage of 17.7%. Currently the formally proclaimed towns in Merafong are well covered and only the informal settlements are mostly without electricity.


Consolidated proportional backlog by to ward.

Housing The figure left illustrates the improvements in housing typology between the last 2 censuses. All proportions of formal housing have increased and informal housing has proportionately decreased. Proportionately the number of higher density units has grown the most.

A socio-economic profile of informal settlements in Merafong. A socio-economic analysis of informal settlements in Merafong has revealed that 3 distinguishable groups exist:

People living on the fringes of townships,

People living close to mine shafts, and

People living on farms, not associated with those localities mentioned above.

This report focuses on township and mine informals because those in the rural areas are too dispersed for data accuracy. A survey of, amongst other things, population distribution in rural areas has been budgeted for in the 2013/2014 financial year. About 55% of households in mine settlements consist of a single person as opposed to 38% of the township settlements.


Age distribution. The major discrepancies in the age distribution between the townships and the mine settlements are clearly visible in the figure left. As indicated by the red arrows the proportion of economically active people in the mine settlements is far greater than that of the townships. Furthermore the proportion of children and the elderly in the mine settlements is significantly lower. It should be noted that the number of births seem to be increasing in the mine settlements.

Household size. About 55% of households in mine settlements consist of a single person as opposed to 38% of the township settlements.

Gender. As can be expected the gender ratio in the mining settlements is skewed towards more men. There are almost 20% more men than women in these settlements.

0 10 20 30 40

0 - 9

10 - 19

20 - 29

30 - 39

40 - 49

50 - 59

60 - 69

70 - 79

80 - 120

Age distribution

Mining

Kokosi

Khutsong

0

10

20

30

40

50

60

1 2 3 4 5 6 7 8

Household size

Khutsong

Kokosi

Mining


Individual monthly income. As can be expected, the most people living in informal settlements have very low levels of income. What is worth noting is the amount of people that live in informal settlements whilst being able to afford their own entry level houses

Synthesis

About 55% of households in mining

settlements consist of 1 person.

Only ±17% of population in mining

settlements of school going age as

opposed to ±40% in township

informal areas.

There are ±20% more men than

women in informal settlements.

A large proportion of people in

mining settlements are

unemployed.

A significant number of people

living in informal settlements would

qualify for affordable housing

bonds.

The following conclusions can be

made:

o Housing typology will differ significantly between mining areas and townships areas, e.g. government

cannot afford to build RDP houses in Merafong for individuals whose families reside in other provinces

or countries and considering the life span of mines in Merafong these houses could be abandoned

within a few decades.

o Many people living in informal settlements can afford to buy houses, however some may opt to buy

houses in their home towns.

o The provision of amenities such as (schools, clinics, business opportunities, etc.) will be difficult in

mining areas because of viability thresholds that would not be reached, e.g. large communities

without many children.

o Most households in the township informal areas will qualify for RDP housing. In the mining informal

settlements however the proportion will be greatly reduced due to higher levels of income and the

large proportion of foreigners.

02000400060008000

10000120001400016000

No

inco

me

R 1

- R

40

0

R 4

01

- R

800

R 8

01

- R

1 6

00

R 1

60

1 -

R 3

20

0

R 3

20

1 -

R 6

40

0

R 6

40

1 -

R 1

2 8

00

R 1

2 8

01 -

R 2

5 6

00

R 2

5 6

01 -

R 5

1 2

00

R 5

1 2

01 -

R 1

02

…

R 1

02

40

1 -

R 2

04…

R 2

04

80

1 o

r m

ore

Un

spec

ifie

d

No

t a

pp

lica

ble

Individual monthly income

Khutsong

Kokosi

Mining


o Housing solutions should be based on solid research backed up by surveys conducted in informal

settlements.

o People living in informal settlements on the fringes of townships can be moved to locations that are

more viable, however most informal settlements next to mine shafts have weak localities in terms of

participation in the local space economy, especially once mines close down.

o If “in situ” upgrading occurs at mine shafts the communities formed may not be socially sustainable

due to gender and age disparities.

CONTEXTUAL SETTING

Carletonville Fochville

Welverdiend

Khutsong Kokosi

Wedela Blybank

Greenspark

Settlements in FIELD 1 (indicated in the green block (figure above.) should receive investment priority with broad based, as well as targeted economic development. Settlements in FIELD 2 (indicated in the pink block) should receive broad based social as well as economic development. Settlements in FIELD 3 (indicated in the orange block) are not feasible for economic investment, and should therefore be the focus should be on investment in social development. The figure below illustrates the relation between settlement size and economic activity. Note the disparities between settlement size and economic activity (An increase in balloon size indicates an increase in economic activity and an increase in vertical positioning indicates an increase in population size). From the above it becomes apparent that the economically less developed nodes need to be developed to provide better access to economic opportunities. This will only become possible through spatial economic integration induced by the development of corridors

FIELD 2

Increasing

Economic potential

Increasing

Human need

FIELD 1

FIELD 3


SDF Legend. To be read with figures 4, 5 and 6.

Carletonvill

e

Fochvill

e

Khutson

g

Welverdien

d

Kokosi


Northern area including Welverdiend, Khutsong, and Carletonville. Southern area including Kokosi, Fochville en Greenspark.


SDF map.


DEVELOPMENT STRATEGIES

INTEGRATED SUSTAINABLE URBAN DEVELOPMENT

SETTLEMENT RELOCATION Large settlement relocation projects are underway in Merafong City. The relocation of these settlements is primarily for one of two reasons. Firstly to move residents of unsafe land and secondly to eradicate all informal settlements.


Planned housing backlog reduction.

URBAN INFILL AND DENSIFICATION Infill development is currently taking place along the Welverdiend-Carletonville corridor and in Kokosi the area west of Fochville. The Gauteng Urban Edge indentifies area that needs urban infill development, with the allowance of expanding the edge for new developments annually. Urban infill and densification within the northern region of Merafong City is limited by the extreme geological constraints pertaining to the area, whereas urban infill and densification in the southern part of Merafong City are mainly limited by the availability of bulk infrastructure. URBAN EDGE MANAGEMENT

The urban edge for the Southern and Northern Regions of Merafong City The figures above show the demarcated urban edge for the northern and southern regions for Merafong City. The urban edge takes into consideration the existing urban footprint, as well as existing development applications currently considered by the municipality, and which will have an influence on the urban edge. DEVELOPMENT NODES: There are currently 7 formal settlement nodes within Merafong City, namely, Carletonville, Fochville (Including Greenspark), Welverdiend, Khutsong, Kokosi, Blybank and Wedela. These nodes contain the vast majority of the population and economic activities. Through target driven management of these nodes, development goals can be achieved. Each node has its own unique characteristics which should firstly be respected and secondly be used to guide strategic economic and social interventions. LSDFs and Precinct Plans will address nodal and corridor development in greater detail. The northern LSDF has been completed by consultants and the southern LSDF is currently under in-house compilation.

FINANCIAL YEAR

HOUSING BACKLOG

KHUTSONG SOUTH EXTENSIONS

GREENSPARK WEDELA EXT 3

KOKOSI EXT 5

KOKOSI EXT 6

KOKOSI EXT 7

C'VILLE EXT 17

WEDELA EAST DRIEFONTEIN (GOLDFIELDS)

WEST WITS (ANGLOGOLD ASHANTI)

11/12 19 800 960 340 362

12/13 18 138 2116 953 400

13/14 14 669 2424 2138 500

14/15 9 607 2167 1000 1200

15/16 5 240 1259 1000 1000 500


INTEGRATED TRANSPORT: Settlement elements and networks should be organised in such a way that urban transport is efficient and can be used as a control instrument in development management. With the assist of the West rand District Municipality, an Integrated Transportation Plan is being compiled for Merafong City and the District as a whole.

FACILITATION OF SUSTAINABLE ECONOMIC DIVERSIFICATION Being the biggest driver of economic activities in Merafong City, the mining sector is currently the most critical sector for the municipality’s economic well-being. Mining as an economic driver is however not sustainable in the long run since the mines will eventually be depleted within a few decades. CLARIFYING THE DESIRED OUTCOMES

The economy of Merafong needs to be diversified away from mining as its primary economic driver. Multiple economic pillars need to be created and/or strengthened on which the new economy will be built.

These pillars will serve as the new drivers of the economy. The economy needs to be further diversified from its economic bases in terms of value addition to create a

propulsive, self-sustaining and flexible economy that is competitive and has the ability to create job opportunities

These outcomes can be reached through systematically changing the economic morphology of the municipality. The following are key areas in terms of changing the economy in a sustainable way:

Beneficiation of gold and gold mining by-products. Side-stream support industries for the gold mining sector. The development of economic clusters and industry attraction that is focused on non-mining economic

activities. Developing the rural economy. Maximising the value of developed infrastructure that will be left behind after mining activities have ceased.

BENEFICIATION AND VALUE ADDITION OF GOLD AND GOLD MINING PRODUCTS There are no gold smelting activities in Merafong and therefore the value addition of gold within Merafong seems to be unfeasible. SIDE-STREAM SUPPORT INDUSTRIES FOR THE GOLD MINING SECTOR A significant number of businesses that support the mining industry exist, most notably the steel/metal fabrication sub-cluster which comprises almost 50% of the number of industrial businesses in Merafong. The supply of high-tech inputs into the natural resources sector offers good opportunities for economic growth. THE ECONOMIC BASE, INDUSTRY ATTRACTION & ECONOMIC CLUSTERS Merafong has many spatial economic advantages and disadvantages. It is of paramount importance that Merafong improve its competitive position in the global-, and more importantly the regional economies of the Gauteng intermediate region and Southern Africa. One of the most successful new strategies for improving competitiveness and attracting new industries and developing existing ones is the development of industry clusters. There are three significant attributes associated with contemporary notions of industry clusters:

a) Shared end-markets. This typically includes companies that produce similar goods for several markets, and

have similar relationships with customers, with other industries, wholesale retail trade sectors or directly with

customers.

b) Strong buyer-supplier linkages. Clusters tend to have important relationships with suppliers. This characteristic

has become more important as industries have decreased their degree of vertical integration and outsourced

inputs into production.


c) Shared technology and know-how. Clusters are likely to share technologies, information and skills in their work. This is particularly true on knowledge-based industries where a close association of skilled workers helps to create a synergy of new ideas and foster innovation

Regarding the economy of Merafong one question that stands out is that what will happen when mining began to decline and size. The following basic economic activities are considered feasible for Merafong:

Industrial activities that are associated with mining that are able to shift away from mining Industrial activities that are directly linked to mining Industrial activities that are not associated with mining, most notably agro-processing.

One of the other activities that Merafong can create is industrial cluster and the following will be significant attributes associated with contemporary notions of industrial cluster:

Shared end-markets Strong buyer-supplier linkages Shared technology and know-how

The following clusters already exist or could be created from the opportunities that that are present:

Agricultural beneficiation cluster

Such a cluster would comprise of a number of inter dependent sub clusters that would function as a

whole including:

Agriculture

Logistical and wholesale activities associated with agriculture

Agro-processing

Service and retail activities directly associated with the other agricultural sub clusters.

This integrated cluster offers the best hope of diversifying the economy of Merafong because it could become quite propulsive and has many expansion possibilities. Furthermore Merafong is ideally located for such a cluster to develop.

Also refer to the Merafong Growth and Development Strategy document of 2009/10 and the Merafong LED strategy of 2005.

Metallurgical cluster.

This existing cluster comprises more than 50% of the number of industrial businesses in Merafong.

Business activities associated with the cluster:

Metallurgical processing

Shifting and hoisting

Transport

Machinery and equipment servicing

Machinery and equipment manufacturing

Metal supply

Incentive packages directed at this cluster should be considered.

This cluster needs to be investigated further.

Construction cluster

The morphological structure of the construction sector could lend itself towards organised cluster formation. Working together could unlock many synergistic opportunities. With combined efforts costs can be reduced, skills transferred and tenders for bigger projects be won. The development of an organised construction cluster could include the following: Create an information service and database that connects different businesses, skills and resources.

Establish a training centre that focuses on skills development in construction related fields.

Develop a commercial park in Carletonville industria that would group together numerous businesses with

functional relationships in a similar way as the Merafong Agricultural Beneficiation Network (MABN).


Also refer to the Merafong Growth and Development Strategy document of 2005 and the Merafong LED strategy of 2005.

Waste

Waste recycling has grown at a rapid pace in Gauteng. Merafong has the potential to recycle a large proportion of its waste. The following opportunities should be considered:

Plastics and glass recycling. Waste could be sourced from within Merafong and other areas in

Gauteng.

Hydro carbon gas extraction. Methane could be extracted from solid waste landfill.

Composting, Garden refuse could be composted and sold. This could be incorporated into an agri-hub

GENERAL INDUSTRIAL DEVELOPMENT Given the local economy’s existing strengths in mining-related manufacturing and services, especially the manufacturing of metal products, together with its close proximity to and strong economic linkages with the Gauteng market, Merafong City has an opportunity to establish itself as a manufacturing hub within the greater economic Global City Region, specialising in:

Metal products, metal fabrication and engineering works

Mining-related service industries and manufacture of mining inputs, e.g. drilling and other equipment, explosives

Beneficiation of mining products and by-products, i.e. uranium, stone, cement

Manufacture of construction and building materials

Processing and beneficiation of agricultural produce

The availability of vast underground water reserves could attract water intensive industries. Two potential sites have been identified as possible locations for the manufacturing hub; it is proposed that both be used. The first is situated within the existing industrial area of Carletonville, while the second potential site is along the Potchefstroom/Welverdiend road, between Carletonville, Khutsong and Welverdiend. The Merafong City Local Municipality: Department of Economic Development is currently planning to develop manufacturing hives for small-scale manufacturers within the Carletonville industrial area. A township is currently in the process of being established to the east of the industrial area, providing an advantageous position for further development.

Figure 11. Development plan for manufacturing hives within the Carletonville industrial area

OPTIMAL UTILIZATION OF MINING INFRASTRUCTURE Infrastructure developed by the mines valued at billions of rands will be left behind after mining activities have ceased. Although many structures will be stripped for salvaging/recycling a lot of usable infrastructure elements will remain. Unfortunately most of these mines are in locations that make the continued use of these facilities for other purposes unfeasible.


RURAL DEVELOPMENT:

The rural areas of Merafong have in recent times seen a lot of economic and social decay, mostly as a result of flawed policies of the past and uncertainty about the future. ECONOMIC DEVELOPMENT & SUSTAINABILITY: Rural economies tend to be more vulnerable to external and internal risks. It is therefore important to build a sustainable and viable rural economy in Merafong. The following are issues of great importance that need attention:

Urban-rural linkages.

SMME development.

Vulnerability to environmental fluctuations.

Environmental management.

Local Economic Development (LED).

Land reform.

Non-agrarian economic activities.

Labour intensity and seasonal employment.

Agrarian transformation. INFRASTRUCTURE AND HOUSING: It is the Municipalities reasonability to provide service delivery and infrastructure, providing basic services including administration, planning and evaluation, local roads, refuse and sewerage removal, water and sanitation, electricity, storm water drainage, housing, primary health services, protection and emergency services, security, transport, cemeteries, libraries and museums, and recreation facilities. SOCIAL DEVELOPMENT AND SUSTAINABILITY Social conditions in rural areas are notoriously bad and unstable. It is mostly an effect of depressed economic conditions but also serves to undermine economic development. The following are issues of great importance that need attention:

Safety and security; Legal issues; The needs of women, children, the elderly and the disabled; Rural health; Education and capacity building; and Social infrastructure

OPEN SPACES Merafong City is responsible for protecting environmentally sensitive areas within the Municipal Area from exploitation and damage due to direct or indirect urban development. The primary environmental elements that need to be protected are mountains, ridges and waters sources.

Gatsrand Range Losberg Mooi River Loop River and Klipdrif Dam Abe Bailey Nature Reserve Prime agricultural land

TOURISM: The primary tourism areas and facilities located within the Municipal area are the following: Ruins of Matabele Settlement; Lepalong Caves; Jachtfontein Farm;


Klein Losberg Voortrekker Fort and Tlokwe Ruins; Historic School and Voortrekker Fort; Danie Theron Monument; Abe Bailey Nature Reserve and Hiking Trail; and Skydiving Club; Area’s tourist attractions in unique “nowhere else to find” tourist packages and in developing a tourism identity for the area All significant tourism areas should be provided with acceptable access, ablution facilities, information boards or booths and should be maintained. A comprehensive management and marketing plan needs to be developed by the LED section in order to maintain, develop and market the Merafong tourism assets as an integrated whole. Each individual tourism attraction does not necessarily possess the drawing power to attract tourists, however, when they are grouped into ‘packages’ they would have considerably larger powers of attraction. The development of a nature reserve on mining land after mining activities have ceased is also being explored.

IMPLEMENTATION PLANS

Taking the above development vision into account, together with the analysis of development opportunities within the local economy, a strategic framework with specific development projects per sector can be compiled. The identification of programmes and projects are therefore based on the development opportunities identified in the Opportunity Analysis phase of the Growth and Development Strategy. STRATEGIC THRUSTS: The following tables contain information on the proposed strategic thrusts, development programmes and associated projects. Thrust 1 – Development of the agricultural sector

Thrust 1: Development of the Agricultural Sector

Vision: To expand the agricultural sector of Merafong City into new products and markets,

specifically niche and export markets through the development of the Merafong Agricultural

Beneficiation Network.

Programmes Projects Time frame Role players Responsible

section

1. Diversifying into new crops/products with focus on practices suitable for small-scale farming

Horticulture (e.g. vegetables)

Medium term LED Unit

Dept. of Agriculture

Local farmers

Cooperatives

CSIR/ARC

Mining houses

Town Planning section.

LED

Floriculture (expansion of existing projects and introduction of new species)

Medium term LED

Aquaculture Medium term LED

Organic farming (Exploit growing niche market for organic produce

Medium term LED

2. Value chain development

Production of inputs into agricultural sector (seeds, fertilizer, implements)

Production of animal feeds (using local agricultural produce)

Marketing and delivery of local agricultural produce to markets and supermarkets

Medium term

LED


Logistics and market facilities

3. Linking struggling agricultural projects with more successful ones

E.g. linking cut foliage project with Living Gold rose project to create economies of scale and improve economic viability, and expansion of the Living Gold project

Medium term

LED

4. Developing the MABN

Undertaking studies on economic viability and opportunities.

Establishing a Commercial Park containing a market and logistics facility and erven open for development as well as incubator infrastructure and services.

Medium term

LED,

Town

Planning

5. Diversifying into new crops/products with focus on practices suitable for small-scale farming

Horticulture (e.g. vegetables) Medium

term LED Unit

Dept. of

Agriculture

Local farmers

Cooperatives

CSIR/ARC

Mining houses

Floriculture (expansion of existing projects and introduction of new species)

Medium term

Aquaculture Medium

term

Organic farming (Exploit growing niche market for organic produce

Medium term

6. Value chain development

Production of inputs into agricultural sector (seeds, fertilizer, implements)

Production of animal feeds (using local agricultural produce)

Marketing and delivery of local agricultural produce to markets and supermarkets

Medium term

7. Linking struggling agricultural projects with more successful ones

E.g. linking cut foliage project with Living Gold rose project to create economies of scale and improve economic viability, and expansion of the Living Gold project

Medium term

Thrust 2 – Industrial and Beneficiation Development

Thrust 2: Industrial and Beneficiation Development

Vision: To establish a manufacturing hub within Merafong City that will capitalise on existing strengths and its

location within the Global City Region. This will serve to strengthen backward and forward linkages in the local

economy and add value to primary sector products.

Programmes Projects Time frame Role players

1. Establishment of manufacturing hub

Long term development initiative to attract and retain investment in Merafong City by manufacturing concerns

Long term LED Unit

DTI


2. Agriculture-related and agro-processing industrial development

Value chain development, including production, processing, packaging and distribution of agricultural products

Long term IDC

Mining houses

Manufacturing

concerns

Organised

business

Grain products beneficiation (flour milling, chicken feed)

Long term

Vegetable processing and packaging plant

Long term

White meats (Pork, poultry, eggs) processing activities

Long term

Floriculture logistics development Long term

Production of seeds, fertilizers, pesticides and agricultural equipment for agricultural practices in Merafong City and the country

Long term

Processing of non-edible animal products, e.g. leather processing, tanneries

Long term

Agri commercial park Long term

Aggregation centre Long term

3. Metal/Mineral beneficiation and mining related industrial development

Metal beneficiation activities, e.g.: o Gold: Coins, jewellery,

industrial, dental o Manganese: Batteries,

chemicals

Long term

Manufacture of structural steel products (used in construction industry)

Long term

Foundries – Manufacture of pumps, valves, pipes (inputs in mining and manufacturing sectors)

Long term

Manufacture of protective clothing used in mining operations

Long term

Manufacture of mining machinery and other equipment (e.g. explosives, drilling tools)

Long term

4. Industrial development support and incentives

Industrial investment incentive packages Short term

Industrial marketing campaign Short term

Industrial development strategy for Merafong City

Medium term

Thrust 3 - Infrastructure Development

Thrust 3: Infrastructure Development

Vision: To create an enabling environment for economic growth and development, through the targeted

provision of infrastructure. This bears relevance to utilities, construction, transport and communications.


1. Upgrading of transport infrastructure

Improvement of transport linkages and transport infrastructure, especially along N12 (and other important routes)


Local and

provincial

government

Organised

business

2. Urban renewal Improvement of infrastructure and

general appearance of CBD’s and townships

Medium term

3. Provision of adequate infrastructure in

Provision of serviced industrial stands

Provision of additional infrastructure

Medium term


industrial areas and services to attract investment in industrial areas

Local SMMEs

4. Utilization of sub-terranean water

Expansion of the role of Local Municipality into water provision authority.

Potable water pumped out by mines to be processed and utilized for residential/industrial use.

Medium term

5. Procurement of

local businesses and SMMEs in construction operations

Maximizing the potential benefit for the local economy and small businesses by procuring SMMEs in construction operations, e.g. Khutsong Resettlement

Employment of local labour in Khutsong Resettlement operations

Allocation of stands along Potchefstroom/Welverdiend road for industrial use, with specific focus on delivery of construction-related goods.

Medium term

Thrust 4 – Local Business Development

Thrust 4: Local Business Development

Vision: To promote and support the development of a vibrant local business community that can drive economic

growth and job creation through activities in the trade, finance, business and services sectors. To create an

enabling and supportive environment for SMMEs and Black Economic Empowerment.


1. Strengthening of linkages between trade and other economic sectors

Development of business, trade and

service activities that are geared towards mining and agriculture

Development of trade, transport and logistics activities to link up with the proposed manufacturing hub

Distribution and marketing of products from agriculture, mining and manufacturing

Medium term

LED Unit

Local and

provincial

government

Organized

business

Local SMMEs

Mining houses

2. Strengthening of trade and commercial activities along the N12

Concentration of trade and commercial activity along the N12 in order to capitalize on economic and spatial linkages and to create economies of scale

Long term

3. CBD Revitalization

Revitalizing and improving the general appearance of business areas

Incentives to attract new business development into the area

Implementation and enforcement of street by-laws

Rezoning of business sites

Encouragement of residential and office development

Medium term

4. Regulation and improvement of trading activities

More efficient regulation of informal traders

Provision of centralized market facilities

Medium term


for informal traders and SMMEs

5. Tourism development

Alignment with Treasure Route SDI

Mining tourism

Cooperation with mines in development of local nature reserves

o Abe Bailey o Gatsrand o Deelkraal o Kraalkop

Development of tourism sites, e.g. Matabele kraals, caves, Anglo-Boer War trenches, Deelkraal paleontological sinkhole

Tourism information centre adjacent to the N12

Cultural village along N12

Township tourism routes

Long term

6. Cooperation with mines in the provision of higher order social facilities

Training facilities o Agriculture o Hospitality o Technical

Addressing the need for local leisure/entertainment facilities

Long term

7. Local business forum

Establishment of a local business forum/Chamber of Commerce where government and the private/business sector can discuss relevant issues

Establishment of permanent Local Business Forum office, to coordinate activities of local businesses

Improvement of networking among local businesses

Short term

Thrust 5 – Human Resource Development and Empowerment

Thrust 5: Human Resource Development and Empowerment

Vision: To enable the development and optimal utilization of local human resources and create a supportive

environment for the empowerment of women, the youth and Historically Disadvantaged Individuals.

Programmes Projects Priority Role players

1. Skills matchmaking

Identification of skills shortages in different economic sectors


Organized business

Dept. of Education

Mining houses

Dept. of Labour

DTI

SMMEs

Skills audit and recruitment database Medium term

2. Training facilities/projects

Tertiary training facilities and bursaries in the following skills areas: o Business management o Agricultural o Technical

Tourism and hospitality

Medium term

Establishment of on-site training facilities/projects

Medium term

3. Projects focused on the support of small businesses

Small business support centre

Appropriate market facilities for informal traders and SMMEs

Joint marketing of businesses

Short term


GEOLOGICAL MANAGEMENT: Geologically unsafe, dolomitic conditions predominantly occur in the northern half of Merafong City, north of the Gatsrand Range. Consequently, the settlements in this region are subject to measures that are related to these geological conditions. Refer to the main document. There are 2 zones influenced by dolomite: · Geologically high-risk areas that need to be relocated to safer geological areas (Zone 3) · Moderate-risk geological areas that need to be managed (Zone 2) · The areas or regions available for their future expansion has to be selected with due regard to potentially unsafe geological conditions. In Carletonville the geology can be managed safely. In Welverdiend conditions are more favourable, but still have to be managed. This also applies to Khutsong South. PROCLAMATION OF MINE SETTLEMENTS: A number of settlements have been developed on mine-owned land by the mining companies. In most cases these settlements are formal settlement with formal houses. However, these settlements have not been proclaimed. For this townships to be proclaimed the mining companies will need to lodge a township establishment to the municipality. The benefit of this process is that the houses and units can be sold and transferred to new owners, although most of them have marginal locations and some are geologically too unstable to be proclaimed as townships. For full details refer to the complete SDF document.

developmental priorities, objectives and … · 14 outstanding service debtors divided by revenue...

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