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Integrated Development Plan (IDP)1st Review of 2007/2008 – 2011/2012 and Plan for 2008/2009

GlossaryAG Auditor GeneralASDF Alternative Service Delivery FrameworkAsgi-SA Accelerated and Shared Growth Initiative of South AfricaBMR Bureau for Market Research at UNISACBD Central Business DistrictCDS City Development StrategyCIP Comprehensive Infrastructure PlanCIPF Comprehensive Infrastructure Planning FrameworkCM Chamber of Mines of South AfricaCNCI Cement and Concrete InstituteCSIR Council for Scientific and Industrial Research DEAT Department of Environment Affairs and TourismDM District MunicipalityDME Department of Minerals and EnergyDMP Disaster Management PlanDPLG National Department of Provincial and Local GovernmentDTI Department of Trade & IndustryDWAF Department of Water Affairs and ForestryFBAE Free basic alternative energyFBDM Frances Baard District MunicipalityFBE Free basic electricityFBW Free basic waterFPP Fraud Prevention PlanGDS Growth and Development SummitGURP Galeshewe Urban Renewal programmeHDI Human Development IndexIBP Index of Buying Power IDP Integrated Development PlanIEMP Integrated Environmental Management PlanIGR Intergovernmental RelationsITP Integrated Transport PlanIWMP Integrated Waste Management PlanKPA Key Performance AreaLED Local Economic DevelopmentLM Local MunicipalityLUMS Land Use Management SystemMFMA Municipal Finance Management ActMIIF Municipal Infrastructure Investment FrameworkMIS Multi-year Institutional ScorecardMOU Memorandum of UnderstandingMSA Municipal Systems ActMSFM Municipal Services Financial ModelNEMA National Environmental Management ActNER National Electricity Regulator NPDG Neighbourhood Partnership Development GrantNSDP National Spatial Development PerspectiveNSDP National Spatial Development Perspective PGDS Provincial Growth and Development StrategySAPIA South African Petroleum Industry AssociationSARB South African Reserve Bank SARS South African Revenue ServicesSDBIP Service Delivery and Budget Implementation PlanSDF Spatial Development FrameworkSECCU Sustainable Energy and Climate Change UnitSLP Social and Labour PlansSOE State owned enterpriseSPM Sol Plaatje MunicipalityStatsSA Statistics South Africa UDZ Urban Development ZoneVIP toilet Ventilated Improved Pit toiletWSDP Water Services Development Plan

Integrated Development Plan (IDP) 1st Review of 2007/2008 – 2011/2012 and Plan for 2008/2009 1

TABLE OF CONTENTBackground to the IDP Review ......................................................................................................................... 3

1. IDP Review Process – 2007/2008 ............................................................................................................... 4

2. Analysing for Improvements to the IDP ................................................................................................... 5

2.1 Sources of Information

2.2 Strategic Scan and Forecast of Issues that may impact on the Remaining Three Years of the Current IDP

3. Updating the Municipality’s Socio-economic Profile ............................................................................. 10

3.1 Demographics

3.2 Development

3.3 Economic

3.4 Conclusion

4. Reviewing the Key Performance Areas (KPAs) and Strategic Objectives .............................................. 36

5. Mid-year Performance 2007/2008 and Remaining gaps in the IDP ....................................................... 41

5.1 Capital Programme

5.2 Operational Budget

5.3 Service Delivery Targets

5.4 Remaining Gaps in the IDP

6. The Multi-Year Municipal Performance Management Plan (Institutional Scorecard)

– 2008/2009 to 2011/2012 ...................................................................................................................... 45

7. Stakeholder Comments ........................................................................................................................... 46

8. Implementation through the Service Delivery and Budget Implementation Plan ............................... 48

8.1 The 2008/2009 Implementation Plan

8.2 Capital Plan


9. Important Documents Supporting the IDP ............................................................................................ 50

TABLES/CHARTS

Table 1 Revised Action Plan, 4 March 2008 .........................................................................................4

Table 2 Actual Public Participation Process: April/May 2008 ................................................................4

Chart 3 Total Population of SPM as Percentage of the Northern Cape Province ................................10

Table 4 SPM Total Population – Numbers 1996 to 2006 ....................................................................11

Table 5 Number of Households per Population Group (1996, 2001, 2006) ......................................11

Chart 6 Number of Households per Population Group - 2006 ..........................................................12

Chart 7 Population by Population Group (2001) ................................................................................12

Chart 8 Population Growth – SPM vs NC Province ..............................................................................12

Chart and Table 9 Population Growth by Population Group – SPM ................................................................13,14

Table and Chart 10 Highest level of Education per Population Group (2006) Age 15+ .......................................15

Chart 11 Gini Coefficient .....................................................................................................................15

Chart 12 Human Development Index ..................................................................................................16

Chart 13 Percentage of People that are Literate .................................................................................16

Table and Chart 14 Number and Percentage of persons in Poverty - SPM ..........................................................17

Table 15 Poverty Gap (R millions) SPM .................................................................................................18

Integrated Development Plan (IDP) 1st Review of 2007/2008 – 2011/2012 and Plan for 2008/20092

Chart 16 Poverty Gap (R millions) SPM .................................................................................................18

Chart 17 Urbanisation Rate (2006) ......................................................................................................19

Chart 18 Composition of GDP by Region for 2006 (R millions, Current Process) .................................19

Table 19 GDP (R millions, Current Prices) .............................................................................................20

Chart 20 Annual Growth in Primary Sectors (Constant 2000 prices) ....................................................21

Chart 21 Annual Growth in Secondary Sectors (Constant 2000 prices) ................................................21

Chart 22 Annual Growth in Tertiary Sectors (Constant 2000 prices) .....................................................22

Chart 23 GVA by Region – Broad Economic Sectors (Current Prices, R1,000) – 1996, 2001, 2006 ......23

Table 24 GVA by Region – Broad Economic Sectors (Current Prices, R1,000) – 2006 ..........................24

Table 25 Location Quotient (2006) ......................................................................................................24

Table 26 Tress Index ............................................................................................................................24

Table 27 Annual Disposable Income – SPM (Constant 2000 prices, R millions) ....................................25

Chart 28 Annual Disposable Income – Growth per Year .......................................................................25

Table 29 Number of Households by Income Category – SPM ..............................................................26

Table 30 Index of Buying Power (2006) ...............................................................................................26

Table 31 Annual Personal Income – SPM (Current Prices, R millions) ...................................................27

Chart 32 Annual personal Income – Growth per Year ..........................................................................27

Table 33 Retail Sales – SPM ..................................................................................................................28

Chart 34 Economically Active Population (1996) .................................................................................28

Chart 35 Economically Active Population (2006) .................................................................................29

Table 36 Number of Formally Employed people, 1996, 2001, 2006 ...................................................29

Chart 37 Formal Employment – Growth over time in the Primary Sector ...........................................30

Chart 38 Formal Employment – Growth over time in the Secondary Sector ........................................30

Chart 39 Formal Employment – Growth over time in the Tertiary Sector .............................................30

Table and Chart 40 Number of People Employed in the Informal Sector ............................................................31

Chart 41 Informal Employment – Growth over time ............................................................................32

Table 42 Total Employment – SPM 1996-2006 ....................................................................................32

Chart 43 Unemployed People – SPM 2006 ...........................................................................................32

Table and Chart 44 Number of Unemployment People in SPM per Population Group and Gender –

1996, 2001 and 2006 ............................................................................................................33

Chart 45 Unemployment rate – SPM (1996 – 2006) ............................................................................34

Chart 46 Unemployment Rate – SPM by Gender – 1996 to 2006 ........................................................34

Table 47 Remaining Content Gaps and Filled Gaps in the IDP ..............................................................42

Table 48 Municipal Tariffs 2005/2006 – 2008/2009 ............................................................................49

ANNEXURES

Annexure 1 Process Plan adopted by Council on 28 August 2007 ...........................................................51

Annexure 2 Mid-year Budget and Service Delivery Performance Report, March 2008 .............................63

Annexure 3 Multi-Year Institutional Scorecard, 2008/2009 – 2011/2012 .................................................85

Annexure 4 Unfunded Capital Project Schedule .......................................................................................93

Annexure 5 Priorities Submitted by Various Wards in Sol Plaatje Municipality ..........................................97

Annexure 6 Capital Programme 2008/09 and Indicative Years 2009/2010 and 2010/2011 ...................107

Annexure 7 Summary of Operational Budget 2008/09 and Indicative Years 2009/2010 and

2010/2011 ..........................................................................................................................109


Background to the IDP ReviewSol Plaatje Municipality adopted its five-year Integrated Development Plan – 2007/2008 to 2011/2012 on 31 May 2007. This rolling five-year Integrated Development Plan (IDP) contains key municipal plans and priorities for the current politi-cal term of office. Central to the execution of the IDP is the need for economic growth and job creation and the need to maintain, upgrade and extend municipal infrastructure in order to facilitate much needed economic development. These considerations impact on all choices and decisions the SPM have to make. Marketing the City and attracting inter-national and regional investment are also key elements in financing the execution of Sol Plaatje’s IDP.

The plan is further refined through a prioritisation process within available budget parameters and alternative service delivery mechanisms to reflect an affordable, implementable plan. The IDP also enhances the Municipality’s contribution to the work initiated through the Intergovernmental process involving Provincial and National Government.

In this IDP it is aimed to:a. Establish a long–term vision encapsulating the priorities of the elected Council;

b. Reflect community needs and priorities;

c. Articulate how Sol Plaatje Municipality aims to address and align with the National objectives of shared growth, reduction of poverty and social inclusion;

d. Determine the strategic priorities guiding the actions of the Municipality for the next five years through linking and co-ordination sectoral strategies;

e. Align financial and human resources with implementation needs;

f. Set out a strategically informed programme of action for the Medium-term Revenue and Expenditure Frame-work;

g. Strengthen the focus on sustainable development;

h. Provide the basis for annual and medium-term budgeting;

i. Guide Council’s development decision-making;

j. Enable legislative compliance; and

k. Provide a monitoring and evaluation framework for the IDP.

This Review (2007/2008), adopted by Council on 28 May 2008 (Resolution C167/08), will reflect on the performance of the Municipality during the first half of the 2007/2008 financial year in terms of the implementation of this Plan – espe-cially in achieving its strategic objectives as defined in the five Key Performance Areas (KPAs) as captured in its Municipal Performance Plan (Institutional Scorecard). This strategic environmental scan will inform the review of the KPAs and as-sociated strategic objectives and targets, linked to National and Provincial growth and development initiatives.

This review is also informed by new information that became available since the adoption of the IDP in May 2007, as well as changes and influences both internal and external that impact on these strategic issues.

The review also contributes to the adjustment of the Municipality’s five-year Plan as well as informing the Budget and Annual Implementation Plan of the Municipality for 2008/2009.

It is also imperative that this review should be read alongside the five-year IDP adopted in May 2007 as it does not con-stitute a new IDP.

The five-year IDP – 2007/2008 – 2011/2012 is available on the Municipality’s Website – www.solplaatje.org.za.


1. IDP Review Process 2007/2008

The Sol Plaatje Municipality adopted a Process Plan for the Review of its IDP on 28 August 2007 (see Annexure 1). Due to unforeseen circumstances the Action Plan of the Process Plan could not be adhered to and had to be adjusted. Council therefore approved a revised Action Plan on 4 March 2008 as follows:

TABLE 1

Revised Action Plan, 4 March 2008

Planning Activity Due Date Actual Date

Strategic Planning Workshop with Executive Management Team 6 & 7 Mar 2008 6 & 7 Mar 2008

Strategic Planning Workshop with Mayco/Fin Com 11 Mar 2008 3 to 5 Apr 2008

Document outcome of Strategic Planning Workshop 12 Mar 2008 12 Mar 2008

IDP Rep/Business Forum Meeting 13 &14 Mar 2008 Did not happen (see below)

Workshop Draft IDP/Budget with Political Principals 25 Mar 2008 3 to 5 Apr 2008

Submit draft IDP/Budget to Council 27 Mar 2008 9 Apr 2008

Advertise draft IDP/Budget and Public Participation Programme 1 Apr 2008 14 Apr 2008

Public Participation Process on draft IDP/Budget Continued discussions on Budget with Political Principals 7 Apr to 16 May 2008 14 Apr to 16 May 2008

Adjust IDP/Budget due to stakeholder input 16 to 23 May 2008 16 to 23 May 2008

Adopt IDP and Budget 2008/2009 28 May 2008

Post Budget 6 June 2008

Submit Municipal SDBIP to Executive Mayor 28 June 2008

A deviation from this Action Plan was also unavoidable as it was not possible to schedule a meeting with councillors be-fore the due date for the submission of the draft IDP and Budget on 28 March 2008. It was therefore also not possible to schedule a meeting with both the IDP Business and Representative Forum. An intensive public participation process on ward level was however conducted during the period 14 April to 16 May 2008.

TABLE 2

Actual Public Participation Process: April/May 2008

Date Ward Meeting No of Persons Comments

16 April 2008 Ward 1 and 2 83 Meeting postponed

15 May 2008 Ward 3 71

Ward 8 Did not take place

24 April 2008 Wards 5, 6, 7, 9, 10, 11 88

21 April 2008 Wards 15, 16, 17 Meeting postponed due to non attendance

23 April 2008 Wards 18 and 20 64

8 May 2008 Wards 26 and 27 Ritchie 59

Riverton 89

Ward 22 Did not take place

A total of 371 persons from the community were reached during the above process. People were also afforded the opportunity to comment in writing both on the draft IDP and Budget as it was advertised in two local newspapers. The draft documents were also posted on the Municipality’s website. Minutes of the above meetings are available on request.


2. Analysing for Improvements to the IDP

Over the last three years, government has developed a range of intervention approaches to support and guide action on growth and development. These documents in-clude the following and have been integrated in the stra-tegic direction set for Sol Plaatje:

• The Ten Year Review: Reflecting on the lessons and experience flowing from the first democratic dec-ade;

• Asgi-SA: A framework setting out how South Africa can achieve shared and accelerated growth;

• National Spatial Development Perspective: Outlining a spatial approach to the economic development of South Africa;

• Northern Cape Growth and Development Strategy: Identifying the key levers for growth in the Province, and

• Frances Baard Growth and Development Plan.

The most important guide for national spatial planning decisions is the National Spatial Development Perspective. Since its 2003 adoption by Cabinet, the NSDP has been reviewed, and an updated version was published by the Presidency in March 2007. The NSDP sets spatial criteria that are increasingly influencing government resource al-location. This is of vital interest to Sol Plaatje because the NSDP says, in effect, that government investment in eco-nomic infrastructure in future should be concentrated in areas that will yield the greatest economic growth – not where there is the most pressing social (or political) need. In areas which have lower potential for economic growth, state spending should concentrate on meeting basic hu-man needs and on human resource development. People in these areas should have access to good education op-portunities so they can develop skills that are in demand elsewhere in the economy.

In other words, if the local economy is not growing, help people to get marketable skills and help them to leave the area for other areas where they can get work. This is not a final situation – it depends totally on the ability of regions to define development strategies that are effec-tive in their circumstances.

In February 2007, the Frances Baard District Municipality, which is anchored by Sol Plaatje as its economic centre, hosted its first Growth and Development Summit. Opened by the Provincial Premier, the two-day event provided the content outline for a comprehensive document, The Frances Baard Growth and Development Strategy, which included additional research and was prepared in draft form in October 2007. The key argument of the GDS is that:

“Frances Baard displays all the characteristics of a weak region.

2.1 Sources of InformationThe following major sources of information were used in reviewing the IDP and to improve on the content there-of.

• Auditor General’s Report 2006/2007

• 2007/2008 Mid-year Budget and Service Delivery Performance Report

• 2007/2008 Adjustment Budget

• Economic, Socio-economic and Demographic Sta-tus Quo Report from Global Insight Southern Africa – April 2008

• Frances Baard District Municipality Growth and Devel-opment Strategy – Dec 2007

• IDP Engagement Session with Sector Departments – May 2008

In addition to these reports the Mid-year Budget and Performance Assessment Visit and report from National Treasury on 14 February 2008 also informed this review, especially in light of the linkage between the IDP, SDBIP, Budget and the Performance Agreements of the Munici-pal Manager and Managers Directly Accountable to the Municipal Manager.

2.2 Strategic Scan and Forecast of Issues that may Impact on the Remaining three years of the current IDP

During the IDP review process a strategic environmental scan was undertaken with the view to determine if any major foreseeable changes will impact on the execution of the remaining three years of the current IDP cycle, and whether or not any changes needed to be effected to the current strategic focus of the IDP. In essence it was found, during the strategic planning working session with the executive management team and senior managers of Sol Plaatje, that the core strategic direction set in the IDP remain sound and correct, and that the main challenge is implementation, not direction.

In terms of the strategic direction Sol Plaatje did not de-velop its IDP in isolation. A range of National and Provincial policy documents informs IDP thinking and creates an im-portant context for our own plans and strategies.

Achieving a developmental state is not a responsibility of government alone – let alone local municipalities. In the spirit of the 2003 agreement at the National Growth and Development Summit, stronger social partnerships be-tween government, organised labour, organised business and the community constituency are needed to address the investment, employment and poverty challenges our country faces.


The realisation is not an acknowledgement of defeat or message of doom, but a precursor for designing an appropriately pitched Growth and Development Agenda.”

Importantly for Frances Baard, Kimberley has never made a successful transition from being a diamond mining boom town in the late 19th century to a modern urban economy… there has been declining fixed investment in mining which has been pronounced in Frances Baard due to the De Beers closures. Neither manufacturing nor high-er order service activities ever gained economic traction within Frances Baard, and the region has steadily lost out to nearby Bloemfontein since the 1960s.

As a “weak region”, the Frances Baard GDS sets out three recommended strategies that weak regions should con-centrate on to enable economic transition towards growth:

• Fix the basics. In partnership with the state, Frances Baard local government should improve its financial position and provision of basic services. Most funda-mentally, Central and Provincial government should assure these towns a more consistent flow of local grant funding in exchange for increased accountabil-ity, transparency, and efficiency in local expenditures and service provision.

• Build the workforce of tomorrow. Lead a state-local partnership in the Northern Cape to radically step up education and training efforts. Building a human capital development strategy is thus a core interven-tion in the development tool box of weak regions.

• Create new economic connections for the 21st cen-tury. Cities, their regions, and the state must adopt a mentality of collaborative competition. In the past, prosperity turned on the sovereign power of individual businesses, factories, and mining towns. Today, economic development depends more on establishing partnerships, nurturing networks and building interconnected regions that can compete globally for jobs and services. Current efforts to work with Mangaung should be strengthened into a more structured and ever more creative “co-opetition” model, perhaps including similar efforts towards Potchefstroom, Klerksdorp and other strong region-al economic centres on the south western edge of Gauteng.

This diagnosis of a weak region – and the generic strate-gies set out for survival – all have immediate relevance in considering the best direction for the Sol Plaatje in devel-oping its own City Development Strategy.

In the IDP 2007/2008 – 2011/2012 the focus of the CDS was on an action-oriented project selection that would address the following key development factors:

• The real economy continues to decline

The fundamentals of the local economy of Sol Plaatje continue to decline, and no sustainable alternative source of economic growth is evident. The decline is not new – it has a history that is decades long, though it is hidden by intermittent diamond price

booms and the lack of an expansion in provincial government employment after 1994. In the last dec-ade, however, several sectors of the economy have lost their critical mass. Businesses contract, close or relocate to Mangaung. This has dire implications for the attraction of new investment.

• Sol Plaatje has suffered defeat in regional competition with Mangaung

Mangaung is a major source of competition in the centre of the country and it has won this battle with Sol Plaatje. The two centres are too close together in an area of weak economic potential for both to grow substantially. Sol Plaatje is disadvantaged by the fail-ure of the national transport authorities to maintain the N12 highway as an alternative route between Gauteng and the Eastern Cape and Western Cape.

• Issues with Leadership, and Governance

The civic leadership has lost some credibility in re-cent years with most of its stakeholders. City leader-ship appears to be slow in facing up to implement-ing strategic plans. The CBD business community is now pessimistic after failed promises for focused intervention. (This was based on excellent plans, many of which were produced with the assistance of Swedish experts.) The city leadership has failed to engage effectively with the province and the Prov-ince’s Growth and Development Strategy. As a result none of the Asgi-SA projects outlined by Cabinet will have any transformative impact on the city. (Asgi-SA includes upgrading a diamond-cutting and polishing factory and setting up a gemmology school in the Northern Cape, but these are small-impact projects.) Political pressure has not been assembled to address the poor state of the N12, probably the most vital issue for the future of the city as it allows intercon-nectivity with the rest of the country.

This action-oriented project selection should also be able to:

• Create the correct shifts in the city’s development pattern;

• Be at sufficiently large scale;

• Take a long view;

• Reach beyond the municipal constraints; and

• Be bankable.

It was emphasised that implementation is also dependent on creating the correct preconditions for delivery; includ-ing institutional alignment, securing financial resources and creating optimal stakeholder configurations. These issues still need to be taken forward.

The following CDS lead-in initiatives were concre-tised:

1 Create a logistical cluster through the upgrade of road and air infrastructure;

2 Create Sol Plaatje as a centre for energy generation and alternative energies;

3 Develop Sol Plaatje as a services hub, by addressing issues of urban renewal and CBD revitalisation.


The economic reality set out in the CDS and compellingly endorsed by the Business Trust nodal profile of Galesh-ewe suggest that the likely route for Sol Plaatje does not involve growth and expansion. Problems of economic de-cline require long-term solutions. Interim short and me-dium-term economic development strategies are needed in a transitionary phase.

Sol Plaatje should therefore accept an alternative focus on development, not expansion. This means that SPM has to accept the need for a different approach to achieve economic sustainability that is based getting “better” and “not bigger”.

Current economic realities should be analysed in greater detail and initiatives developed that will boost diversity and self-reliance. These should provide the necessary im-petus to propel the City on a sustainable growth path. The key focus here is on economic initiatives that are based on focus, concentration and contraction rather than on economic expansion. Successful initiatives that concen-trate on contracting the economy in a planned and or-derly manner, and not expanding the economy, will lay the ground for a renewed local economy.

The aims of this City Development Strategy should be to:

“Create an environment in which new growth has a chance”

While growth and expansion are the aims of national pol-icy, the priority in SPM is to first slow down the rate of decline, then to stabilise the situation in the hope that a base for renewed expansion can be developed. The sec-ond slogan in this regard is:

“Better, not bigger”

These steps are not necessarily priorities in an area where economic activities are booming (such as in the southern Cape) or even in an area like Drakenstein – Paarl/Welling-ton (of similar size to Sol Plaatje) where traditional areas of the economy are in decline, but where new areas are showing signs of development. The situation in Sol Plaatje is different, and more pressing. Political will and leader-ship is especially important to change the present direc-tion to meet the two slogans quoted above!

In this context, the following parts of the CDS should be emphasised in this review:

• Creating a logistical cluster through the upgrade of road and air infrastructure (Valid – but not realistic without intensive lobbying)

SPM, Frances Baard District and the Provincial Gov-ernment should make the upgrading of the N12 their primary lobbying point with national govern-ment and the SOEs. But this cannot be the founda-tion of the SPM growth strategy because it is not yet a priority item on the agenda of any of the national players who count. As the Business Trust report says:

“Kimberley’s geographical location means that it has the potential to be a central transport hub. The na-tional freight network could be reconfigured so that more traffic passes through Kimberley… but the like-lihood of this happening is questionable. This would be extremely ambitious and is beyond the power of local stakeholders to effect.”

• Creation of SPM as a centre for energy generation and alternative energies (Not valid – an ‘out-of-the-box’ idea which is useful for the vitality of the CDS process, but not realistic, unless there is a strong ini-tiative from the private sector.)

• Developing Sol Plaatje as a services hub, by address-ing issues of urban renewal and CBD revitalisation (Valid – desirable and achievable with present re-sources, if the political will can be mustered.)

CBD revitalisation could be the flagship project for SPM in a wider effort to “get the basics right”, to make the city a hub for education and learning and to build its transport and communication links to Mangaung and other regional centres.

Apart from the above reviewed issues the questions of implementing the CDS still remains:

• How did the CDS envisage the initial implementation steps?

• Which of these steps are still “do-able”?

• How do we need to sophisticate our implementa-tion planning to take advantage of the insights that emerged from the CDS process?

The CDS was envisaged from the start as an iterative process – a process where you continuously look at your progress and change what you are doing, if that is neces-sary. You do not decide on something and stick to it uncrit-ically. You keep focused on your objectives and question whether there is a better way to reach them. Consistency remains one option – and often a good choice – but not if the road you choose leads straight into the marsh.

The CDS emphasised consultation, discussion, commu-nication, feedback and lobbying as an important part of all actions. That remains the case and this approach is correct. The areas for emphasis do however need to be agreed upon anew. The CDS takes a few areas to empha-sise.

In the absence of a vibrant and expanding business sec-tor, the main responsibility for guiding the CDS must lie with the public authorities. By providing a sound, afford-able and predicable environment, government can help business to control its risks and costs. In an uncertain eco-nomic situation, this can prove to be a crucial contribu-tion.

First

improve governance.

Second

repair, refurbish and maintain city infrastructure – both old infrastructure in Kimberley and new infrastructure in Galeshewe. (Implement the long-standing plans to re-vitalise the Kimberley CBD as a “flagship” project by or-ganising total support from all spheres of government.) This project has the advantage of being within the ambit of the IDP, giving the Council a solid bargaining position when organising to get other stakeholders on board.

Third

support the educational institutions and centres for learn-ing to allow young people to prepare themselves well so


that when they leave the city they are better able to find employment elsewhere. This will require co-ordinated ac-tion with the province, SETA’s and business. This is a posi-tive project – to educate people for a better life, even if that means moving to new pastures where their skills are better rewarded.

Fourth

motivate for more government support:

• align the city’s economic plans with those of the PGDS to take advantage of support available from provincial and national government.

• lobby for investment by SOEs – particularly in road and communication infrastructure.

• lobby for investment by government in Correctional Services, Defence, etc. Even a government call cen-tre in Kimberley to take advantage of the good edu-cational achievement of citizens.

Fifth

provide focused and selective support to private sector initiatives and projects (vigorously market the UDZ tax in-centive package and do not support initiatives that fur-ther undermine the integrity of the CBD).

In conclusion to the review on the City Development Strat-egy for Sol Plaatje, it is relevant to repeat the common traits that are present in cities that have been successful in pulling CDS type of initiatives together. These are:

• sustained commitment to a coherent plan over peri-ods far exceeding electoral cycles;

• strong, and often charismatic, leadership, and quality urban governance;

• ability to unlock access to significant resources;

• an emphasis on catalytic investments in public in-frastructure that unlocks opportunity and economic competitiveness; and

• established institutions capable of implementing bold and often complex initiatives.

Successful cities, according to current evidence, offer competitive advantages in the following important are-nas:

• Successful cities address the needs of the poor – a city that works for the poor works for all. Deliberately dealing with poverty in an urbanised setting holds obvious advantages for the poor in gaining access to services and opportunities, and to the state as cus-todian of public service provision. The socio-political consequences of not addressing the needs of the urban poor are perhaps even a greater motivation for action. Yet, the ability of cities to address the conditions of poverty depends on urbanisation be-ing combined with economic growth. Achieving sus-tained economic growth is therefore a precondition for sustained improvements in the lives of people. Sol Plaatje faces a strategic choice on how to deal with the needs of the poor – there is a tension be-tween investment in subsidised basic services and productive investments in the urban economy.

The following bullet points reflect on the competitive ad-vantages of cities in relation to growing the urban econ-omy.

• Successful cities provide high quality living experi-ences in which people want to settle and invest. A city that works for the poor cannot be a city with a poor living environment. A high quality environment is a reflection of the range of economic opportuni-ties, cultural experiences, sense of safety and a qual-ity physical environment. The availability of a range of effective and efficiently provided public services, transport and amenities are important factors in cre-ating a high quality living experience. A key interven-tion most commonly utilised in smaller city strategies is to position for lifestyle investment and the creative class, both being dependent on good living experi-ences and urban quality.

• Successful cities are home to healthy, tolerant and dynamic communities in which diverse groups can forge a common identity.

• Successful cities are well–connected. Connectivity relates to availability of quality communications in-frastructure, mass transit systems and excellent re-gional and international transport connections. Con-nectivity is a prerequisite in establishing a foothold in trade and financial flows within a region and global context.

Public investments in transport and communications infrastructure are key factors influencing competi-tiveness. A key strategic consideration in focusing on connectivity relates to the challenge faced by small cities to remain relevant in the national spatial econ-omy; and

• Successful cities provide agglomeration benefits. Increasing size generates agglomeration advantag-es since it stimulates a growing range of economic activity. Competitive agglomeration benefits are in-fluenced by dispensable income, the cost of public services, transport, labour and other input costs, as well as the appropriateness of the labour skills to economic requirements.

Where cities are unable to maintain a critical mass of economic activity they can experience a quick loss of business and jobs. While agglomeration benefits are important to ensure growth, the inverse is also true; inability to maintain agglomeration benefits can re-sult in rapid decline.

• Successful cities care about the environment and sustainability and manage the environmental impact carefully as economic success increasingly becomes linked to environmental quality.

The strategic outline above is important to keep the stra-tegic “big picture” in mind while also dealing with the present strategic issues of the day! In light of this the pro-posed approach in the 2007/2008 IDP Review is thus the following:


• Placing the emphasis on completion and finalisation of existing programmes and projects presently on the IDP schedule which address the Key Performance Areas and Strategic Objectives;

• Better preparation for the next IDP delivery cycle by bolstering the quality of planning for implementa-tion;

• Improving the quality and depth of managing the implementation programme;

• Improving the quality and depth of financial and non-financial reporting to ensure reliable and accu-rate management information for improved service delivery; and

• Creating a better link between the IDP, SDBIP, Budget and Performance Agreements of top management ensuring transparency, accountability and efficient service delivery.

In his budget speech on 28 May 2008, the Executive May-or of Sol Plaatje Municipality also referred to the issues facing the long term sustainable development of the area by alluding to the following:

“The IDP forms part of the Macro Economic Plan of National Government and forms part of all future de-velopments in partnership with all communities.

The IDP should be used as a tool to involve the en-tire municipality and its citizens in finding the best solutions to achieve sustainable long term develop-ment. It takes into account the existing condition, problems and resources available for development. It cannot be over emphasised that where municipali-ties lack clear development plans, government de-partments and potential investors are reluctant to invest. We should endeavor to market our city more vigorously with all the tools at our disposal to ensure much needed job creation.”


3. Updating the Municipality’s Socio-Economic Profile

During March 2008 the Municipality procured the services of Global Insight Southern Africa to develop an Econo-monitor to provide consistent, accurate and timely socio-economic data for planning purposes. A first step in this process was to ensure a consolidated platform of inte-grated databases that provides accurate and up-to-date economic, socio-economic, demographic and develop-ment information. A Status Quo Report on socio-econom-ic data for the municipal area was completed in April 2008 by combining different sources of sub-national informa-tion from sources such as:

• Bureau for Market Research (BMR) at UNISA

• Statistics South Africa (StatsSA)

• South African Reserve Bank (SARB)

• South African Revenue Services (SARS)

• Council for Scientific and Industrial Research (CSIR)

• Chamber of Mines of South Africa (CM)

• Cement and Concrete Institute (CNCI)

• South African Petroleum Industry Association (SAPIA)

• National Electricity Regulator (NER) and Eskom

• Government departments, including National Treas-ury and the DTI

• Various development agencies

• Selected private research houses

The following socio-economic data for Sol Plaatje Munici-pality has been included in the Report and the most rel-evant is captured in the IDP to serve as a common base for planning information for all stakeholders:

• Demographics

• Development

• Labour

• Income and Expenditure

• Economic

• International Trade

3.1 DemographicsThe following chart depicts the total population of Sol Plaatje as a percentage of the Northern Cape. Sol Plaatje comprises a large 20.3% of the total provincial popula-tion in 2006. The Frances Baard District Municipality (DM)

has a population that accounts for 33.2% of the Northern Cape’s population. Clearly, Sol Plaatje encompasses most of the population in the DM.

Over the last ten years, the population in Sol Plaatje has grown slowly at an average pace of 0.92% per annum. In 2006, an estimated 214,161 people resided inside the Sol Plaatje Local Municipality (LM) which is a slight 0.38% higher

than 213,344 in 2005. The table below depicts the total population numbers in Sol Plaatje from 1996 to 2006, as well as similar figures for the rest of the Province, and the whole of South Africa.

Total Population of SPM as % of the Northern Cape province (2006)

Rest of RSA97.8%

South Africa Northern Cape

Rest of Northern Cape66.8%

Rest of Frances Baard 12.9%

Sol Plaatje20.3%

CHART 3


Turning from population numbers to households, Sol Plaatje is fairly representative of the larger provincial economy in terms of its composition in terms of popula-tion groups. The household is the basic unit of analysis in many microeconomic and government models. The term

refers to all individuals who live in the same dwelling. The following table presents the number of households in the LM for 1996, 2001 and 2006 for each of the four popula-tion groups.

SPM Total population (numbers)

Period RSA

Northern Frances Sol Plaatje Sol Plaatje Sol Plaatje Cape Baard DM LM

LM as % of LM as % of Northern Cape Northern Cape

1996 41,997,004 960,638 312,872 195,430 20.34% 62.46%

1997 42,729,161 971,521 317,159 197,695 20.35% 62.33%

1998 43,436,111 983,033 321,684 200,113 20.36% 62.21%

1999 44,108,382 995,105 326,406 202,667 20.37% 62.09%

2000 44,733,385 1,007,506 331,251 205,316 20.38% 61.98%

2001 45,315,052 1,018,921 335,821 207,767 20.39% 61.87%

2002 45,852,434 1,029,078 339,505 209,435 20.35% 61.69%

2003 46,351,641 1,038,035 342,816 210,908 20.32% 61.52%

2004 46,798,547 1,045,552 345,749 212,214 20.30% 61.38%

2005 47,216,493 1,051,959 348,353 213,344 20.28% 61.24%

2006 47,560,742 1,056,655 350,411 214,161 20.27% 61.12%

2005-2006 0.73% 0.45% 0.59% 0.38%

2001-2006 0.97% 0.73% 0.85% 0.61%

1996-2006 1.25% 0.96% 1.14% 0.92%

TABLE 4

TABLE 5

Number of households by population group

Sol Plaatje LM Sol Plaatje LM

Northern Frances Sol Plaatje as % of as % of

RSA

Cape Baard DM LM

Northern Cape Frances Baard

1996 Black 6,742,091 88,742 39,106 21,431 24.2% 54.8% White 1,719,138 39,568 14,117 9,907 25.0% 70.2% Coloured 720,854 78,973 16,212 11,657 14.8% 71.9% Asian 245,576 578 453 420 72.6% 92.7% Total 9,427,659 207,860 69,887 43,416 20.9% 62.1% 2001 Black 8,452,704 110,140 48,732 26,584 21.4% 54.6% White 1,822,372 42,084 15,100 10,144 24.1% 67.2% Coloured 860,278 93,259 19,415 14,095 15.1% 72.6% Asian 291,082 648 435 395 61.0% 90.9% Total 11,426,436 246,131 83,682 51,218 20.8% 61.2% 2006 Black 9,755,289 128,875 56,735 30,616 23.8% 54.0% White 1,895,549 41,525 14,938 9,714 23.4% 65.0% Coloured 922,087 97,604 20,459 14,928 15.3% 73.0% Asian 311,065 577 385 348 60.3% 90.5% Total 12,883,990 268,581 92,518 55,606 20.7% 60.1% Growth Rates 1996-2006 Black 3.76% 3.80% 3.79% 3.63% White 0.98% 0.48% 0.57% -0.20% Coloured 2.49% 2.14% 2.35% 2.50% Asian 2.39% -0.01% -1.61% -1.85% Total 3.17% 2.60% 2.84% 2.51%


According to the data, in 2006, 55.1% of households in Sol Plaatje were Black with an average growth rate of 3.63% per annum from 1996 to 2006.

Approximately 26.8% of households in Sol Plaatje were Coloured and growing steadily at an average of 2.50% per annum. The chart below depicts the composition of households in Sol Plaatje in 2006.

According to the figures in the Economonitor, 53.6% of the total population in Sol Plaatje was Black in 2006, while Whites and Coloureds accounted for 45.7%. There are not many Asians residing in Sol Plaatje, and it is estimated that only 0.7% of the total population in the Municipality is Asian. The chart below demonstrates the composition of the population in Sol Plaatje.

Over the last decade, the population in the Northern Cape and the Sol Plaatje LM has declined at a steady, yet alarm-ing pace. This indicates the migration of people away from the region towards the larger metropolitan regions such as Gauteng and Cape Town where the promise of wealth

In Sol Plaatje specifically there is a distinction to be made between the population growth rates of the different population groups. Whites and Asians are at a decline, while the average growth rate for Blacks and Coloureds

between 1996 and 2006 has been 1.5% and 1.2% respec-tively. The following chart traces these growth rates from 1997.

CHART 6

Number of households per population group (2006)

White17.5%

and status is a great lure. The following chart depicts the decline in population of both the Municipality and the Northern Cape. The downward pattern of Sol Plaatje mir-rors closely that of the rest of the Province.

Population by population group (2001)

CHART 7

Coloured26.8%

Asian0.6%

Black55.1%

White14.8%

Coloured30.9%

Asian0.7%

Black53.6%

CHART 8

1.4 %

1.2 %

1.0 %

0.8 %

0.6 %

0.4 %

0.2 %

0.0 % 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Population growth - Sol Plaatje LM versus the Northern Cape

Pop

ula

tio

n g

row

th r

ates

Northern Cape - total

Sol Plaatje - total


1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

4.0 %

2.0 %

0.0 %

-2.0 %

-4.0 %

-6.0 %

-8.0 %

-10.0 %

Population growth rate (%) [Total Population]

Frances Sol

Northern Baard Plaatje

Period RSA Cape

DM LM

1997 1.7% 1.1% 1.4% 1.2% 1998 1.7% 1.2% 1.4% 1.2% 1999 1.5% 1.2% 1.5% 1.3% 2000 1.4% 1.2% 1.5% 1.3% 2001 1.3% 1.1% 1.4% 1.2% 2002 1.2% 1.0% 1.1% 0.8% 2003 1.1% 0.9% 1.0% 0.7% 2004 1.0% 0.7% 0.9% 0.6% 2005 0.9% 0.6% 0.8% 0.5% 2006 0.7% 0.4% 0.6% 0.4% 1996-2006 1.3% 1.0% 1.1% 0.9%

CHART 9Population growth per population group - Sol Plaatje Local Municipality

Pop

ula

tio

n g

row

th r

ates

Sol Plaatje Local Municipality - Black

Sol Plaatje Local Municipality - White

Sol Plaatje Local Municipality - Coloured

Sol Plaatje Local Municipality - Asian

TABLE 9 A

Population growth rate (%) [White]

Frances Sol Northern Baard Plaatje

Period RSA Cape DM LM

1997 -0.3% -0.5% -0.4% -1.2% 1998 -0.6% -0.5% -1.4% -1.2% 1999 -0.6% -0.5% -1.4% -1.2% 2000 -0.7% -0.4% -0.3% -1.1% 2001 -0.8% -0.7% -0.6% -1.4% 2002 -0.6% -1.3% -1.2% -2.0% 2003 -0.5% -1.2% -1.2% -1.9% 2004 -0.3% -1.5% -1.4% -2.0% 2005 -0.2% -1.5% -1.4% -2.0% 2006 -0.2% -1.5% -1.4% -1.9% 1996-2006 -0.5% -0.9% -0.9% -1.6%

TABLE 9 B


3.2 DevelopmentDevelopment refers to the general state of social devel-opment on the Municipality and includes indicators such as education, literacy, poverty, urbanisation, the Gini Co-efficient and the Human Development Index

The education indicator measures the number of persons aged 15 and above in each of fifteen education catego-ries by race and gender. Each magisterial district was esti-mated from the adjusted 1996 census data.

Population growth rate (%) [Asian]



1997 1.2% -1.2% -3.0% -3.2% 1998 1.2% -1.2% -3.0% -3.2% 1999 1.0% -1.1% -2.9% -3.2% 2000 1.0% -0.7% -2.5% -2.9% 2001 1.1% -2.5% -4.3% -4.7% 2002 1.1% -6.2% -6.1% -6.2% 2003 1.2% -7.7% -7.6% -7.7% 2004 1.3% 0.6% 0.5% 0.5% 2005 1.3% 0.7% 0.6% 0.6% 2006 1.4% 0.7% 0.7% 0.7% 1996-2006 1.2% -1.9% -2.8% -3.0%

TABLE 9 C

Population growth rate (%) [Black]



1997 2.1% 1.7% 1.9% 1.8% 1998 2.0% 1.7% 1.9% 1.8% 1999 1.9% 1.7% 1.9% 1.8% 2000 1.7% 1.7% 1.9% 1.8% 2001 1.6% 1.6% 1.9% 1.8% 2002 1.4% 1.7% 1.7% 1.4% 2003 1.3% 1.5% 1.5% 1.3% 2004 1.1% 1.4% 1.4% 1.2% 2005 1.0% 1.3% 1.3% 1.1% 2006 0.8% 1.2% 1.2% 1.0% 1996-2006 1.5% 1.6% 1.7% 1.5%

TABLE 9 D

Population growth rate (%) [Coloured]

Frances Sol Northern Baard Plaatje Period RSA

Cape DM LM 1997 1.5% 1.1% 1.4% 1.6% 1998 1.4% 1.1% 1.4% 1.6% 1999 1.4% 1.2% 1.5% 1.7% 2000 1.3% 1.3% 1.6% 1.8% 2001 1.3% 1.1% 1.4% 1.6% 2002 1.2% 0.9% 1.1% 1.3% 2003 1.1% 0.7% 0.9% 1.0% 2004 1.0% 0.5% 0.7% 0.8% 2005 0.9% 0.4% 0.5% 0.6% 2006 0.9% 0.1% 0.2% 0.3% 1996-2006 1.2% 0.9% 1.1% 1.2%

TABLE 9 E


The Gini coefficient is a summary statistic of income in-equality, which varies from 0 (in the case of perfect equal-ity where all households earn equal income) to 1 (in the case where one household earns all the income and other households earn nothing). In practice the coefficient is

likely to vary from approximately 0,25 to 0,70. For Blacks and Whites the Gini Coefficient in 2006 is below the av-erage for the country and the Province alike, indicating that there is better income equality in the region than elsewhere in the Province.

CHART 10

TABLE 10

Composition of highest level of education in Sol Plaatje, 2006

Matric & Bachelors degree - 1.5%

Grade 7-926.9%

Matric only23.6%

Grade 10-1121.8%

Grade 3-611.0%

Grade 0-2 - 1.4%

No Schooling - 7%

Matric & Postgrad degree - 0.6%

Matric & Certi/dip - 5.6%

Less than matric & certif/dip

0.6%

0.70

0.60

0.50

0.40

0.30

0.20

0.10

0.00 2001 2006 2001 2006 2001 2006 2001 2006 Black White Coloured Asian

Gini coefficient

South AfricaNorthern CapeSol Plaatje

CHART 11

Highest level of education per population group for 2006: age 15+ 2006

% share Level Black White Coloured Asian Total of total

No schooling 6,856 365.3 3,562 27 10,810 7.0% Grade 0-2 1,580 19.0 610 18 2,227 1.4% Grade 3-6 11,353 266.4 5,395 77 17,092 11.0% Grade 7-9 23,956 2,514.2 15,145 187 41,802 26.9% Grade 10-11 18,997 4,326.6 10,421 116 33,860 21.8% Less than matric & certif/dip 343 231.8 280 118 972 0.6% Matric only 17,016 9,598.4 9,771 252 36,638 23.6% Matric & certificate / diploma 3,867 3,124.0 1,679 61 8,731 5.6% Matric & Bachelors degree 676 1,276.6 338 41 2,332 1.5% Matric & Postgrad degree 210 651.9 101 13 976 0.6% TOTAL 84,853 22,374 47,301 32.1% 155,439 100.0%


The Human Development Index (HDI) is a composite, rela-tive index that attempts to quantify the extent of human development of a community. It is based on measures of life expectancy, literacy and income. It is thus seen as a measure of people’s ability to live a long and healthy life, to communicate, to participate in the life of the commu-nity and to have sufficient resources to obtain a decent living. The HDI can assume a maximum level of 1, indicat-ing a high level of human development, and a minimum value of 0.

On average, the HDI in Sol Plaatje is higher than that ob-served in the Northern Cape as a whole, and the rest of South Africa. There is a noticeable difference for Blacks, in particular, between the HDI in the Municipality versus the larger Northern Cape, This indicates that the level of hu-man development in the Municipality exceeds that of the Provincial economy at large.

Functional literacy is defined as the proportion of persons aged 20 and above who have completed Grade 7, and boils down to the ability to read, spell and to communi-cate through written language. An increase in the basic lit-eracy skills of adults has a positive effect on any economy.

Studies consistently find that adults with better literacy skills are more likely to be employed, and to earn more, than those with poorer literacy skills, even when taking account of other factors which affect work performance. The following chart shows the percentage of literate peo-ple in Sol Plaatje relative to the Northern Cape.

CHART 12

1.00

0.90

0.80

0.70

0.60

0.50

0.40

0.30

0.20

0.10

0.00 2001 2006 2001 2006 2001 2006 2001 2006 Black White Coloured Asian

Human Development Index


CHART 13

100.0 %

90.0 %

80.0 %

70.0 %

60.0 %

50.0 %

40.0 %

30.0 %

20.0 %

10.0 %

0.0 %

Percentage of people literate

Northern CapeSol Plaatje

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006


The poverty gap measures the difference between each poor household’s income and the poverty line. It thus measures the depth of poverty of each poor household. The aggregate poverty gap is calculated by summing up the poverty gaps of each poor household. It is thus equivalent to the total amount by which the income of poor households need to be raised each year to bring all

households up to the poverty line, and hence out of pov-erty. It is estimated that 74,147 people from Sol Plaatje were living in poverty in 2006, of which 77.5% were from the Black communities.

However, these numbers have decreased at an average of 1.7% per annum since 2001.

90,000

80,000

70,000

60,000

50,000

40,000

30,000

20,000

10,000

0 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

TABLE 14Number of people in poverty - Sol Plaatje

Period Black White Coloured Asian Total 1996 48,994 606 14,633 79 64,312 1997 51,094 746 15,328 84 67,253 1998 54,438 787 16,045 90 71,360 1999 57,049 805 16,503 93 74,451 2000 58,589 941 16,506 97 76,133 2001 62,537 1,131 17,364 106 81,138 2002 61,546 1,129 17,213 105 79,993 2003 61,000 1,117 16,983 104 79,204 2004 61,134 1,132 16,936 107 79,307 2005 60,575 1,118 16,509 107 78,310 2006 57,454 1,065 15,524 103 74,147

2006 % of total 77.5% 1.4% 20.9% 0.1% 100.0% 1996-2006 1.6% 5.8% 0.6% 2.7% 1.4% 2001-2006 -1.7% -1.2% -2.2% -0.6% -1.8%

CHART 14

Black

White

Coloured

Asian

Total

Number of people in poverty - Sol Plaatje

Percentage of people in poverty (2006)

Frances Sol Northern Baard Plaatje RSA

Cape DM LM Black 53.6% 65.5% 62.4% 48.6% White 3.8% 5.3% 4.4% 3.8% Coloured 18.9% 38.1% 29.9% 23.3% Asian 6.8% 8.3% 8.8% 7.6% Total 44.4% 47.6% 46.7% 34.6%

TABLE 14B


As mentioned previously, the poverty gap refers to the to-tal income shortfall of families with an income below the poverty threshold, divided by the total number of fami-lies. It is the amount of income that would be required to bring every poor person exactly up to the poverty line, thereby eliminating poverty.

The poverty gap in Sol Plaatje has been increasing in re-cent years meaning that persons, or households, lack the resources necessary to be able to consume a certain minimum basket of goods. The basket consists either of food, clothing, housing and other essentials (moderate poverty) or of food alone (extreme poverty). The graph below depicts the steady increase in the poverty gap over time since 1997.

Urbanisation is estimated as the percentage of people liv-ing in urban areas for each region. Relative to the Northern Cape and South Africa as a whole, Sol Plaatje is largely an

urban area. The graph below provides a snapshot thereof in 2006 for each of the population groups.

CHART 16

140.0

120.0

100.0

80.0

60.0

40.0

20.0

0.0 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Poverty gap (R million) - Sol Plaatje

Black

White

Coloured

Asian

Total

TABLE 15 Poverty gap (R million) - Sol Plaatje Period Black White Coloured Asian Total 1996 41.8 0.9 15.5 0.0 58.3 1997 47.8 1.0 17.4 0.0 66.4 1998 55.1 1.2 19.5 0.1 75.9 1999 60.5 1.4 21.1 0.1 83.1 2000 64.4 1.5 21.8 0.1 87.8 2001 69.3 1.7 23.1 0.1 94.2 2002 71.2 1.8 24.1 0.1 97.1 2003 82.8 2.1 27.8 0.1 112.8 2004 83.7 2.2 28.2 0.1 114.2 2005 89.2 2.3 29.6 0.1 121.1 2006 87.2 2.2 28.8 0.1 118.3 2006 % of total 0.1% 0.0% 0.0% 0.0% 0.2% 1996-2006 7.6% 9.9% 6.4% 7.9% 7.3% 2001-2006 4.7% 5.3% 4.6% 5.9% 4.7%


3.3 EconomicGross Domestic Product is a measure of the total eco-nomic activity occurring in a specific region. It can be measured in three ways:

• Production measures the GDP as the sum of all the value added by all activities which produce goods and services.

• Income measures the GDP as the total of income earned from the production of goods and services.

CHART 17

100.0 %

90.0 %

80.0 %

70.0 %

60.0 %

50.0 %

40.0 %

30.0 %

20.0 %

10.0 %

0.0 % Black White Coloured Asian

Urbanisation rate (2006)


• Expenditure measures the GDP as the total of all ex-penditures made either in consuming finished goods and services or adding to wealth, less the cost of im-ports.

Sol Plaatje’s GDP accounts for approximately 31.6% of the Northern Cape’s GDP.

The following chart provides perspective of the relative size of the Municipality.

Composition of GDP by region for 2006[R millions, Current Prices]

Rest of RSA97.7%

South Africa Northern Cape

Rest of Northern Cape61.4%

Rest of Frances Baard7.0%

Sol Plaatje31.6%

CHART 18


TABLE 19Gross Domestic Product [R millions, Current Prices]

Period South Africa Northern Cape Frances Baard DM Sol Plaatje LM

1996 617,957 14,210 5,540 4,341 1997 685,731 15,303 6,150 4,919 1998 742,426 17,363 6,729 5,385 1999 813,684 20,434 7,745 6,254 2000 922,150 23,068 8,430 6,762 2001 1,020,008 25,208 9,141 7,709 2002 1,168,699 27,443 10,383 8,530 2003 1,260,692 30,060 11,381 9,219 2004 1,395,367 32,547 12,399 10,056 2005 1,541,068 35,511 13,858 11,335 2006 1,741,061 40,644 15,680 12,825 2007 1,994,894 46,405 17,723 14,482 2008 2,283,452 52,984 20,188 16,513 2009 2,530,755 59,038 22,303 18,256 2010 2,799,794 65,711 24,574 20,126 2011 3,096,090 73,160 27,080 22,187

Gross Domestic Product [R millions, Constant 2000 Prices]

Period South Africa Northern Cape Frances Baard DM Sol Plaatje LM 1996 835,136 20,849 7,438 5,816 1997 860,514 21,659 7,865 6,256 1998 864,968 22,334 7,950 6,339 1999 885,365 22,755 8,298 6,671 2000 922,153 23,068 8,430 6,762 2001 947,373 22,605 8,581 7,013 2002 982,122 22,896 8,780 7,205 2003 1,012,764 23,886 9,040 7,393 2004 1,062,028 24,552 9,365 7,684 2005 1,115,136 25,389 9,836 8,120 2006 1,175,216 26,231 10,307 8,529 2007 1,235,627 27,040 10,729 8,894 2008 1,286,309 27,845 11,070 9,183 2009 1,344,930 28,860 11,493 9,539 2010 1,409,673 30,007 11,967 9,936 2011 1,480,414 31,292 12,491 10,375

Growth Rates [Constant 2000 Prices]

Period South Africa Northern Cape Frances Baard DM Sol Plaatje LM

2005 5.0% 3.4% 5.0% 5.7% 2006 5.4% 3.3% 4.8% 5.0% 1996-2006 3.5% 2.3% 3.3% 3.9% 2000-2006 4.1% 2.2% 3.4% 3.9% 2006-2011 4.7% 3.6% 3.9% 4.0%

The following tables provide a detailed overview of the current and constant prices in GDP for South Africa, the Northern Cape, Frances Baard District Municipality, and Sol Plaatje. Constant prices refer to volume measures whose values are derived prices by applying to current quantities, prices pertaining to a specific base period. They allow fig-ures to be represented so that the effects of inflation are

removed. The values for each time period are expressed in terms of the prices in some base period.

Current prices are the actual or estimated recorded mon-etary value over a defined period for a group of industries or products. They show the value for each item expressed in terms of the prices of that period.


Annual growth in the primary, secondary and tertiary sec-tors are shown below.

In recent years, growth in the various sectors has been less erratic than in the past.

Both the agriculture and mining sectors have seen very little or negative growth since 2002, which doesn’t paint a rosy picture for these sectors into the future. The exact reason for these slumps in growth is unknown, but does

signal the need for intervention from the government. The charts below depict growth in the secondary and ter-tiary sectors in Sol Plaatje.

CHART 20

80.00 %

60.00 %

40.00 %

20.00 %

0.00 %

-20.00 %

-40.00 % 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Annual growth in Primary Sectors[Constant 2000 Prices]

Agriculture

Mining

30.00 %

20.00 %

10.00 %

0.00 %

-10.00 %

-20.00 %

-30.00 %

-40.00 % 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

CHART 21 Annual growth in Secondary Sectors[Constant 2000 Prices]

Electricity

Construction

Manufacturing


25.00 %

20.00 %

15.00 %

10.00 %

5.00 %

0.00 %

-5.00 %

-10.00 %

-15.00 % 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Trade

Transport

Finance

Community Service

CHART 22 Annual growth in Tertiary Sectors[Constant 2000 Prices]

Since 2004, growth rates in Sol Plaatje’s secondary and tertiary sectors have remained largely positive, with slight fluctuations each year. There are many reasons for this and all indicate that the economy in Sol Plaatje is expand-ing sufficiently – in accordance with national objectives.

The following charts show the same information pertain-ing to the GVA, but in current prices, which is more repre-sentative of the composition of the Sol Plaatje economy – for 1996, 2001 and 2006. There do not seem to be ma-jor changes in the sectoral base of Sol Plaatje since 1996.


CHART 23Sectoral Gross Value Added in the Sol Plaatje LM

[Current prices, 1996]

Finance21.6% Community Services

30.7%

Transport16.7%

Agriculture1.6%

Trade 11.3%

Construction2.9%

Mining8.4%

Manufacturing3.3%Electricity

3.5%

Sectoral Gross Value Added in the Sol Plaatje LM[Current prices, 2001]


29.7%

Transport13.8%

Agriculture1.7%

Trade 10.2%

Construction1.8%

Mining15.4%


2.6%

Sectoral Gross Value Added in the Sol Plaatje LM[Current prices, 2006]


27.9%

Transport14.5%

Agriculture1.9%

Trade 13.6%

Construction1.6%

Mining10.3%


2.5%


Again it is very apparent that the tertiary sector domi-nates the Sol Plaatje economy. This includes community services, finance, transport and trade.

Mining, in the primary sector, is in a close second place. The following table contains the 2006 GVA for Sol Plaatje on a sectoral basis – relative to other regions.

The location quotient is an indication of the compara-tive advantage of an economy. A provincial or magis-terial economy has a location quotient larger (smaller) than one, or a comparative advantage (disadvantage) in a particular sector when the share of that sector in the provincial economy is greater (less) than the share of the same sector in the national economy. Sol Plaatje has a comparative advantage to the national economy in terms of mining, transport services, fi-nance and community services.

Gross Value Added by Region (GVA-R) - Broad Economic Sectors [Current Prices, R1000]2006

SPLM as SPLM as South Northern Frances Sol Plaatje Sector % % of % of Africa Cape Baard DM LM of Total FBDM NC

Agriculture 43,043,400 2,886,038 471,409 216,130 1.9% 45.8% 7.5% Mining 119,366,346 9,508,398 1,327,613 1,149,163 10.3% 86.6% 12.1% Manufacturing 284,553,920 1,304,440 711,133 377,521 3.0% 47.5% 25.9% Electricity 37,452,590 900,804 434,269 277,845 2.5% 64.0% 30.8% Construction 40,623,500 413,732 209,405 179,579 1.6% 85.8% 43.4% Trade 219,046,508 4,446,060 1,942,483 1,521,019 13.6% 78.3% 34.2% Transport 145,846,244 3,321,210 1,780,567 1,619,491 14.5% 91.0% 48.8% Finance 335,093,000 5,149,886 3,055,869 2,747,061 24.6% 89.9% 53.3% Community services 318,912,800 7,945,463 3,655,593 3,119,367 27.9% 85.3% 39.3% Total Industries 1,543,938,308 35,876,032 13,588,342 11,167,177 100.0%

TABLE 24

The Tress index indicates the level of concentration or diversification in an economy. It is estimated by rank-ing the nine sectors according to their contributions to GVA or employment, adding the values cumulatively and indexing them. A Tress index of zero represents a totally diversified economy, while a number closer to 100 indicates a high level of concentration.

Sol Plaatje’s Tress Index indicates that it has a smaller base from which it operates than the national econo-my – thus, has fewer sectors that are major role-play-ers than the rest of South Africa. Typically, any econ-omy strives towards having a base that is as broad as possible - in an attempt not to have “all its eggs in one basket”.

Location Quotient (2006)

Frances Sol South Northern Baard Plaatje Africa Cape DM LM

Agriculture 1.0 2.9 1.2 0.7 Mining 1.0 3.4 1.3 1.3 Manufacturing 1.0 0.2 0.3 0.2 Electricity 1.0 1.0 1.3 1.0 Construction 1.0 0.4 0.6 0.6 Trade 1.0 0.9 1.0 1.0 Transport 1.0 1.0 1.4 1.5 Finance 1.0 0.7 1.0 1.1 Community services 1.0 1.1 1.3 1.4 Total Industries 1.0 1.0 1.0 1.0

TABLE 25

Tress Index

Frances Sol South Northern Baard Plaatje Africa Cape DM LM

1996 40.1 39.3 44.6 51.8 1997 40.8 41.9 45.3 51.6 1998 41.2 42.3 46.4 52.6 1999 41.4 47.7 47.2 52.9 2000 41.1 49.0 47.7 53.4 2001 40.7 50.3 47.3 52.3 2002 40.1 51.5 48.5 53.5 2003 41.7 46.6 46.4 52.0 2004 42.5 46.1 46.7 52.1 2005 42.7 46.9 48.8 53.6 2006 42.2 46.5 47.2 52.0 2007 41.7 46.6 47.1 52.0 2008 41.8 47.3 47.4 52.2 2009 41.8 48.2 47.8 52.5 2010 41.6 49.2 47.9 52.7 2011 41.5 50.0 48.1 52.8

TABLE 26


The total disposable income is calculated by subtracting taxes from total personal income. Table 27 shows annual disposable income in Sol Plaatje per population group since 1996.

In 2006, annual disposable income in Sol Plaatje grew at an average of 5.65% per annum from 2001. This means 5.65% higher than inflation – the figures above are in con-

TABLE 27Annual Disposable Income - Sol Plaatje [Constant 2000 Prices, R million]

Black White Coloured Asian Total

1996 807 1,298 537 47 2,690 1997 882 1,318 574 52 2,826 1998 926 1,306 602 55 2,890 1999 1,005 1,321 642 59 3,026 2000 1,056 1,319 665 61 3,101 2001 1,171 1,348 710 65 3,296 2002 1,221 1,331 725 69 3,345 2003 1,298 1,325 751 72 3,446 2004 1,355 1,347 773 74 3,548 2005 1,514 1,430 845 79 3,868 2006 1,725 1,559 952 87 4,323 % of 1996 30.0% 48.3% 20.0% 1.8% 100.0%

% of 2006 39.9% 36.1% 22.0% 2.0% 100.0% 1996-2006 7.9% 1.9% 5.9% 6.3% 4.9%

2001-2006 8.0% 3.0% 6.0% 5.8% 5.6%

stant prices. The population group that experienced the highest growth in its annual disposable income are the Blacks, who also accounted for 39.9% of total disposable income in 2006.

The following chart demonstrates the increases on dis-posable income that were observed in Sol Plaatje, and other areas.

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

14.0 %

12.0 %

10.0 %

8.0 %

6.0 %

4.0 %

2.0 %

0.0 %

-2.0 %

-4.0 %

South Africa

Northern Cape

Frances Baard DM

Sol Plaatje LM

CHART 28 Annual Disposable Income - growth per year


In Sol Plaatje there is a shift away from the lower income brackets towards those that earn higher salaries per an-num. For instance, the growth in the households that earn more than R192,000 per annum has been 12.9% compared to a decline of 7.3% in those households that earn between R12,000 and R18,000 per annum.

The Index of Buying Power (IBP) is a measure of a region’s general capacity to absorb products and services.

The following table reflects the distribution of income between the households in Sol Plaatje for 1996, 2001 and 2006.

TABLE 29Number of households by income category - Sol Plaatje

% of 1996 2001 2006 2006 1996-2006

0-2400 445 1,042 1,400 25.1% 12.1% 2 400-6 000 1,240 2,221 2,249 4.0% 6.1% 6 000-12 000 6,487 4,330 3,056 5.5% -7.3% 12 000-18 000 6,350 5,841 4,457 8.0% -3.5% 18 000-30 000 7,761 6,958 5,893 10.6% -2.7% 30 000-42 000 4,446 5,571 5,088 9.1% 1.4% 42 000-54 000 3,462 4,378 4,351 7.8% 2.3% 54 000-72 000 3,572 4,622 4,891 8.8% 3.2% 72 000-96 000 2,921 4,175 4,826 8.7% 5.1% 96 000-132 000 2,605 3,967 4,904 8.8% 6.5% 132 000-192 000 2,304 3,459 4,754 8.5% 7.5% 192 000-360 000 1,316 2,723 4,415 7.9% 12.9% 360 000 + 505 1,931 5,324 9.6% 26.5% Total 43,416 51,218 55,606 100.0%

This general capacity depends on three factors:

• the number of consumer units, which is measured by the size of the population;

• their ability to spend, which is measured by total in-come; and

• their willingness to spend, which is measured by total retail sales.

TABLE 30Index of buying power (2006)

Northern Frances Sol Plaatje South Africa Cape Baard DM LM

Population 47,560,742 1,056,655 350,411 214,161

Population - share of national total 100.0% 2.2% 0.7% 0.5%

Income 1,223,961 20,728 8,440 6,642

Income - share of national total 100.0% 1.7% 0.7% 0.5%

Retail 398,453,000 10,339,349 3,752,935 2,905,335

Retail - share of national total 100.0% 2.6% 0.9% 0.7%

Index 100.0% 2.0% 0.8% 0.6%

Of the total buying power of the nation at large, 0.6% thereof resides within the Sol Plaatje Local Municipality, which is signif-

icant due to the fact that only 0.5% of the population as well as the total income in South Africa feature in Sol Plaatje.


1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

16.0 %

14.0 %

12.0 %

10.0 %

8.0 %

6.0 %

4.0 %

2.0 %

0.0 %

Total personal income is calculated by adding the in-comes of each household. The following table presents

the annual personal income of all population groups in Sol Plaatje from 1996 to 2006 – in current prices.

TABLE 31Annual Personal Income - Sol Plaatje [Current Prices, R million]

Black White Coloured Asian Total Per Per Per Per Per Total Capita Total Capita Total Capita Total Capita Total Capita

1996 666 6,544 1,142 34,809 445 7,544 40 22,143 2,293 11,735 1997 796 7,687 1,267 39,119 523 8,720 49 27,510 2,635 13,327 1998 893 8,467 1,342 41,948 588 9,645 55 32,246 2,878 14,381 1999 1,048 9,761 1,464 46,329 679 10,957 64 38,652 3,256 16,065 2000 1,186 10,849 1,562 49,972 758 12,017 71 44,300 3,578 17,424 2001 1,397 12,554 1,680 54,509 858 13,377 80 52,402 4,015 19,324 2002 1,587 14,064 1,797 59,469 952 14,670 92 63,763 4,428 21,142 2003 1,770 15,477 1,865 62,907 1,032 15,740 100 75,251 4,767 22,601 2004 1,919 16,577 1,965 67,664 1,105 16,709 106 79,650 5,094 24,005 2005 2,239 19,124 2,170 76,226 1,260 18,951 118 87,914 5,786 27,121 2006 2,627 22,222 2,422 86,775 1,459 21,880 134 99,012 6,642 31,014 % of 1996 29.0% 49.8% 19.4% 1.8% 100.0% % of 2006 39.6% 36.5% 22.0% 2.0% 100.0% 1996-2006 14.7% 13.0% 7.8% 9.6% 12.6% 11.2% 12.7% 16.2% 11.2% 10.2%

2001-2006 13.5% 12.1% 7.6% 9.7% 11.2% 10.3% 10.7% 13.6% 10.6% 9.9%

In 2006, 39.6% of total personal income in Sol Plaatje is des-tined for Blacks, with 36.5% for Whites, 22.0% for Coloureds and 2.0% for Asians. The growth rates are somewhat mislead-

ing as the incomes are given at current prices, but still pro-vide an indication of which incomes grew the most rapidly. The following chart graphically depicts these growth rates.

South Africa

Northern Cape

Frances Baard DM

Sol Plaatje LM

Annual Personal Income - growth per yearCHART 32


The table below provides an indication of the spending patterns of the citizens of Sol Plaatje.

The economically active population is defined as the number of persons that are able and willing to work be-tween the ages of 15 and 65. It includes both employed and unemployed persons.

Retail Sales - Sol Plaatje

% of 1996 2001 2003 2004 2005 2006 2006 -2006 -2006

Perishable and processed products 558,783 619,099 679,386 775,984 26.7% 10.5% 11.9% Inedible groceries 104,959 115,929 126,797 144,676 5.0% 22.9% 11.7% Beverages 33,028 38,301 41,219 49,982 1.6% 5.2% 10.2% Cigarettes, manufactured tobacco 29,237 33,996 35,260 40,343 1.4% 8.5% 13.3% Footwear 85,771 90,654 98,663 112,935 3.9% 8.1% 11.2% Mens/boys clothing 127,913 141,442 153,792 174,365 6.0% 8.8% 10.9% Ladies/girls and infants clothing 217,578 243,280 266,029 301,182 10.4% 8.5% 11.4% Textiles 40,932 45,154 48,894 55,446 1.9% 9.2% 10.7% Household furniture 200,312 227,852 244,601 279,923 9.6% 7.3% 9.9% Domestic appliances 58,082 65,313 70,865 80,673 2.8% 9.3% 10.8% Audio appliances 21,882 25,267 27,404 31,245 1.1% 7.6% 10.8% Television sets 30,630 34,648 37,482 42,640 1.5% 11.2% 10.5% Other domestic furnishings 24,786 28,782 30,728 34,668 1.2% 6.8% 9.1% Glass and crockery 54,809 60,652 66,455 76,022 2.6% 15.1% 11.9% Pharmaceuticals 274,868 311,117 337,933 384,474 13.2% 10.4% 11.0% Books and stationary 30,930 35,926 38,773 43,987 1.5% 14.0% 10.4% Sport equipment 79,630 93,090 100,171 113,286 3.9% 10.0% 10.1% Jewellery 55,768 65,057 69,611 78,923 2.7% 3.9% 9.6% Hardware 27,845 30,420 33,513 37,974 1.3% 6.0% 12.2% Other 36,124 37,240 43,407 49,608 1.7% 15.3% 12.1% Total 2,093,867 2,343,223 2,550,984 2,905,335 100.0%

TABLE 33

The following charts indicate the composition of the eco-nomically active population in Sol Plaatje (and the North-ern Cape) per population group and gender, in 1996 and 2006.

Economically Active Population (1996)

Northern Cape Sol Plaatje LM

Black - Male

Black - Female

White - Male

White - Female

Coloured - Male

Coloured - Female

Asian - Male

Asian - Female

CHART 34


Since 1996, the number of formally employed people in Sol Plaatje has increased somewhat across most sectors, except agriculture, manufacturing and transport.

Economically Active Population (1996)

Northern Cape Sol Plaatje LM

Black - Male

Black - Female

White - Male

White - Female

Coloured - Male

Coloured - Female

Asian - Male

Asian - Female

CHART 35

The next table provides an overview of the numbers of people employed in each of the broad economic sectors in 1996, 2001 and 2006.

TABLE 36Number of formally employed people

Sol SPLM as SPLM as Sol SPLM as SPLM as Sol SPLM as SPLM as Plaatje % of NC % of SA Plaatje % of NC % of SA Plaatje % of NC % of SA LM LM LM

Broad Econ. Sector 1996 2001 2006 Agriculture 2,088 4.4% 0.2% 2,151 4.4% 0.2% 1,769 4.4% 0.2% Mining 1,255 7.0% 0.2% 2,165 13.5% 0.5% 2,490 10.5% 0.5% Manufacturing 3,818 35.2% 0.3% 3,376 38.8% 0.3% 3,552 40.7% 0.2% Electricity 446 29.5% 0.6% 434 29.2% 0.6% 515 30.8% 0.6% Construction 1,878 26.1% 0.5% 1,953 28.3% 0.6% 2,953 31.5% 0.6% Trade 7,407 30.8% 0.7% 9,541 33.6% 0.7% 12,492 37.0% 0.7% Transport 4,142 40.9% 0.9% 4,105 44.1% 0.9% 3,940 47.9% 0.9% Finance 2,963 39.0% 0.4% 3,861 41.3% 0.4% 4,860 44.1% 0.4% Community Services 12,663 32.8% 0.8% 14,886 32.8% 0.8% 16,643 32.8% 0.8% Households 5,344 23.1% 0.5% 5,021 23.1% 0.5% 5,149 23.1% 0.5% Total 42,004 22.3% 0.5% 47,493 24.2% 0.6% 54,364 25.9% 0.6%

In 2006, 25.9% of the people employed in the Northern Cape were employed inside the Sol Plaatje Local Munici-pality. This equates to 0.6% of the national economy. The sectors that employ the most people were transport, fi-nance and manufacturing.

The following line charts illustrate growth in formal em-ployment in: i) the primary sectors, ii) the secondary sectors, and iii) the tertiary sectors.


CHART 37 Formal Employment - growth over time. Primary Sector.

CHART 38 Formal Employment - growth over time. Secondary Sector.

CHART 39 Formal Employment - growth over time. Tertiary Sector.

80.0 %

60.0 %

40.0 %

20.0 %

0.0 %

-20.0%

-40.0 % 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

25.0 %

20.0 %

15.0 %

10.0 %

5.0 %

0.0 %

-5.0 %

-10.0 %

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

20.0 %

15.0 %

10.0 %

5.0 %

0.0 %

-5.0 %

-10.0 %

-15.0 %

Agriculture

Mining

Manufacturing

Electricity

Construction

Trade

Transport

Finance

Community Services


CHART 40

In terms of informal employment, community services and trade are by far the sectors that employ the most people. No information is available about employment in the informal sector at magisterial district level and it thus needs to be im-puted. The 1996 population census measured total employ-

ment (i.e. both formal and informal sector together) in each magisterial district, and a number of assumptions need to be made to divide that employment into formal and informal. In 2006, 4,969 people were employed in the informal sector of which 3,183 were involved in informal trade activities.

TABLE 40Number of employed people in the informal sector

Sol SPLM as SPLM as Sol SPLM as SPLM as Sol SPLM as SPLM as Plaatje % of NC % of SA Plaatje % of NC % of SA Plaatje % of NC % of SA LM LM LM

Econ. Sector 1996 2001 2006 Manufacturing 60 24.2% 0.1% 140 26.4% 0.1% 136 28.8% 0.1% Construction 59 17.2% 0.0% 93 19.0% 0.0% 110 21.5% 0.0% Trade 785 21.6% 0.2% 2,515 23.6% 0.2% 3,183 26.5% 0.3% Transport 124 22.0% 0.2% 179 23.8% 0.1% 211 26.6% 0.1% Finance 125 21.4% 0.3% 192 22.7% 0.3% 234 22.1% 0.3% Community services 469 25.3% 0.5% 993 25.6% 0.5% 1,094 25.8% 0.5% Total informal 1,622 22.4% 0.2% 4,112 24.0% 0.2% 4,969 26.1% 0.2%

0.70

0.60

0.50

0.40

0.30

0.20

0.10

0.00 Manufacturing Construction Trade Transport Finance Community Services

Informal Employment - Sol Plaatje LM% by sector

19962006


Annual change in the number of people employed in the various informal sectors is erratic and largely determined

CHART 41 Informal Employment - growth over time

Total employment in Sol Plaatje consists of employment in both formal and informal sectors. In 2006, there were an estimated 59,332 people employed in Sol Plaatje, which is

TABLE 42

CHART 43

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

60.0 %

50.0 %

40.0 %

30.0 %

20.0 %

10.0 %

0.0 %

-10.0 %

-20.0 %

-30.0 %

Manufacturing

Construction

Trade

Transport

Finance

Community Services

Total Employment

Frances Sol SPLM as Northern Baard Plaatje SPLM as % of Cape DM LM % of NC FBDM

1996 195,952 64,815 43,626 22.3% 67.3% 1997 197,989 66,232 45,212 22.8% 68.3% 1998 200,468 67,865 46,836 23.4% 69.0% 1999 208,356 72,107 50,392 24.2% 69.9% 2000 212,046 73,972 51,813 24.4% 70.0% 2001 213,616 73,540 51,605 24.2% 70.2% 2002 213,508 73,934 52,140 24.4% 70.5% 2003 218,924 76,253 53,778 24.6% 70.5% 2004 219,094 77,055 54,828 25.0% 71.2% 2005 225,202 80,196 57,623 25.6% 71.9% 2006 228,891 82,014 59,332 25.9% 72.3% 1996-2006 1.6% 2.4% 3.1% 2001-2006 1.4% 2.2% 2.8%

Unemployed people - Sol Plaatje LM2006

White 2.7%

Coloured36.6%

Asian 0.9% Black59.9%

by forces driving demand for goods and services. The chart below illustrates these movements.

approximately 25.9% of all people employed in the North-ern Cape. Between 2001 and 2006, total employment in Sol Plaatje grew at an average of 2.8% per annum.


The Economonitor uses the expanded definition of unem-ployment in that it includes persons who are unemployed and looking for work as well as persons who are unem-ployed and are not looking for work but would accept work if it was offered to them. Unemployment is meas-ured at place of residence. It is estimated that there were

30,861 unemployed people in Sol Plaatje in 2006. Of this amount, 59.9% were Black, while 36.6% were Coloured.

Unemployment numbers have increased since 1996, and the following table shows unemployment for 1996, 2001 and 2006 per population group and gender.

CHART 44 Number of Unemployed people (expanded definition)Sol Plaatje LM

TABLE 44

Number of Unemployed People - Sol Plaatje Black White Coloured Asian Total

1996 Male 5,181 237 2,654 44 8,116 Female 6,803 406 3,634 81 10,924 2001 Male 7,288 334 4,231 92 11,945 Female 9,487 540 6,223 198 16,448 2006 Male 7,526 340 4,632 92 12,590 Female 10,950 478 6,668 176 18,271

20.000

18.000

16.000

4.000

12.000

10.000

8.000

6.000

4.000

2.000

0.0 % Black White Coloured Asian

199620012006


The rate of unemployment in Sol Plaatje has increased steadily since 1996.

CHART 45 Unemployment rate - Sol Plaatje LM

CHART 46 Unemployment rate - Sol Plaatje LM by gender

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

60.0 %

50.0 %

40.0 %

30.0 %

20.0 %

10.0 %

0.0 %

Black

White

Coloured

Asian

Total

80.0 %

70.0 %

60.0 %

50.0 %

40.0 %

30.0 %

20.0 %

10.0 %

0.0 1996 2001 2006 1996 2001 2006 Male Female

BlackWhiteColouredAsianTotal

The following chart depicts this increase for male and fe-male alike, per population group.

Umeployment rates are on the rise for both males and fe-males from the Coloured and Asian communities. Within

the Black community there is a decline in the unemploy-ment rate since 2001.


3.4 Conclusions on Socio-economic update

Via the Economonitor, the following has come to light re-garding the economic, socio-economic and demographic status quo of Sol Plaatje:

• Sol Plaatje comprises a large 20.3% of the total pro-vincial population in 2006.

• The Frances Baard District Municipality (DM) has a population that accounts for 33.2% of the Northern Cape’s population. Clearly, Sol Plaatje encompasses most of the population in the DM.

• Over the last ten years, the population in Sol Plaatje has grown slowly at an average pace of 0.92% per annum.

• In 2006, an estimated 214,161 people resided within the Sol Plaatje Local Municipality (LM) which is slightly higher by 0.38% than the 213,344 in 2005. Accord-ing to the data, in 2006, 55.1% of households in Sol Plaatje were Black with an average growth rate of 3.63% per annum from 1996 to 2006.

• Approximately 26.8% of households in Sol Plaatje were Coloured and growing steadily at an average of 2.50% per annum.

• If one looks at the age of the citizens in Sol Plaatje relative to that of the Northern Cape, 56.7% of the total population in the Municipality are between the ages of 20 and 65, in comparison with 53.9% for the Northern Cape.

• It is estimated that 74,147 people from Sol Plaatje were living in poverty in 2006. Of this amount, 77.5% were from the Black communities. However, these numbers have decreased at an average of 1.7% per annum since 2001.

• The poverty gap in Sol Plaatje has increased in recent years, meaning that persons or households lack the resources necessary to be able to consume a certain minimum basket of goods.

• Sol Plaatje’s GDP accounts for approximately 31.6% of the Northern Cape’s GDP.

• The largest economic role-players in Sol Plaatje are those in the tertiary sector i.e. community services, finance, transport and trade. The mining sector also contributes significantly towards the economy of Sol Plaatje.

• In 2006, the annual disposable income in Sol Plaatje grew at an average of 5.65% per annum from 2001.

• The population group that experienced the high-est growth in its annual disposable income are the Blacks, who also accounted for 39.9% of total dispos-able income in 2006.

• In 2006, 25.9% of the people employed in the North-ern Cape were employed inside the Sol Plaatje Lo-cal Municipality. This equates to 0.6% of the national economy.

• The sectors that employ the most people were trans-port, finance and manufacturing.

• Total employment in Sol Plaatje consists of employ-ment in both formal and informal sectors. In 2006, there were an estimated 59,332 people employed in Sol Plaatje, which is approximately 25.9% of all peo-ple employed in the Northern Cape.

• Between 2001 and 2006, total employment in Sol Plaatje grew at an average of 2.8% per annum.

From these findings, the following is apparent:

• Sol Plaatje is a large economic and socio-economic role-player in the Northern Cape economy;

• The economy of Sol Plaatje is heavily dependent on the tertiary sector which is traditionally not very la-bour intensive;

• Sol Plaatje must be cautious of an economy that is very narrowly based and reliant on a limited number of sectors.

This baseline information again confirms the strategic di-rection in terms of its long term sustainable development that Sol Plaatje needs to embark on as outlined in Section 2.2 of this document.


4. Reviewing the Key Performance Areas (KPAs) and Strategic Objectives

In light of the strategic scan conducted in early March 2008 as well as in line with the Objects of Local Govern-ment as captured in the Constitution (s152), the Municipal Systems Act and the Municipal Performance Regulations for Municipal Managers and Managers Directly Account-able to Municipal Managers, the Sol Plaatje Municipality confirmed that the set KPAs and Strategic Objectives are

still relevant and appropriate. During the strategic scan it was however also confirmed that due to internal and external changes in the Municipality’s working environ-ment, emphasis shifts within the Key Performance Areas are necessary which will also affect the Strategic Objec-tives within some of the KPAs. These emphasis shifts and the reasons for these shifts are discussed below.

KPA 1: Local Economic Development IDP Objectives Emphasis Shift

Additional Comment May 2007 March 2008

• To ensure local eco-nomic growth of 4% by 2014

• To halve the present rate of unemploy-ment by 2014

• To halve poverty by 2014

• To ensure that the Municipality spends 60% of its procure-ment budget to local BEE and SMME Enter-prises annually.

The original objectives set were found to be unrealistic in the local SPM context considering the state of predicted local economic devel-opment – both as concluded in the IDP 2007/2008-2011/2012 as well as the recently released Frances Baard Growth and Development Strategy.

The municipality’s approach to LED should change from low impact high resource initiatives to an ap-proach based on leveraging LED off infrastructure investment. A “functional marriage “ between LED and infrastructure develop-ment should be facilitated (see also shift in emphasis in KPA 2 – Basic and Sustainable Service Delivery).

Urban Renewal and Neighbour-hood Development needs to be applied more creatively and more inclusively, and not be undertaken in a manner that further distorts imbalances and inequity. Without the City of Kimberley growing eco-nomically as a whole it will be very difficult to ensure growth in areas like Galeshewe as an Urban Renewal Node.

The indicators originally developed for the objec-tives and targets in this KPA are mainly outcome indicators for which SPM has very little control over, and for which it has not yet developed the necessary measuring instruments. At present it is not possible to know whether any of the LED initiatives are making any in-roads in economic development, and whether impact is made to create a better standard of living for all. An initia-tive is presently ongoing to develop an Econo-monitor to assist the Municipality in this regard. As part of this exercise the necessary indicators will be developed in order to measure the trends in the local economy to determine what inter-ventions are needed from all stakeholders. It is foreseen that the Economonitor be developed by the end of June 2008. It will only then be possible to develop realistic indicators and tar-gets to monitor LED in Sol Plaatje.

The National Framework for Local Economic Development (LED) in South Africa (released in August 2006) promotes a strategic approach to the development of local economies and a shift away from narrow municipal interests focused only on government inputs into ad-hoc projects. The application of the National Spatial Devel-opment Perspective (NSDP), Industrial Policy, Asgi-SA and the Provincial Growth and Develop-ment Strategies (PGDSs) through joint action with municipalities institutionalised in IGR forums is the driving force for local and hence national economic growth and development. SPM cannot achieve effective LED unilaterally. In this regard the initiatives in the proposed CDS are of utmost importance and must be addressed in the review of the existing LED Strategy.


KPA 2: Basic and Sustainable Service Delivery Original Objectives Emphasis Shift Additional Comment

• To provide 1,700 households with basic electricity by 2011.

• To provide 1,215 households in formal areas with a metered water connection by 2009/2010.

• To provide 5,645 house-holds in formal settle-ments with basic sanita-tion by 2011/2012.

• To eradicate the bucket system in all pre-1994 formal residential areas (682) by December 2007.

• To provide 2,249 house-holds with a weekly solid waste removal service by 2009/2010.

• To ensure that 50 km of additional roads are tarred by 2011/2012

• To reduce electric-ity losses to 10% by 2010/2011

• To reduce water losses to 15% by 2010/2011

• To have a five-year In-tegrated Infrastructure and Assets Mainte-nance, Operations and Recapitalisation Plan in place by June 2008 (18 months) – Sect 63 MFMA

• To effectively and ef-ficiently manage, oper-ate and maintain SPMs Infrastructure and Re-sources by 2010/2011.

• To ensure that all infor-mal settlement areas are upgraded in accord-ance with the Human Settlement and Rede-velopment Programme by 2011/2010.

• To provide shelter for all by 2014 based on current demographic projections.

Bulk infrastructure maintenance, upgrade, replacement and sup-ply remain critical priorities if Sol Plaatje is serious about the future of the municipality. Infrastructure provision and rehabilitation should perhaps be treated as a KPA sepa-rate to the “meeting” Basic Needs KPA (see comments in column 3).

The infrastructure KPA should also have a specific focus on the inte-gration of sustainable energy strat-egies into the “main stream” of the municipality’s planning, budgeting and service delivery processes.

The emphasis shift should also be on sustainable service delivery rather than “basic” service delivery.

The environment should feature stronger on the next three year agenda and the Municipality needs to prioritise the completion of an Integrated Environmental Manage-ment Plan, as well as an Integrated Waste Management Plan.

In order to meet increasing service delivery needs creative partnerships with, amongst others, the private sector should be explored

New approaches to dealing with unrealistic wish lists generated by councillors and the public needs to be introduced. In this regard the Municipality needs to develop a uniform understanding of each KPA and to start differentiating the service delivery agenda to be more focused on the varying needs of communities.

It has become clear from the strategic scan that without a focused Municipal Infrastructure Investment Framework (MIIF), the Municipality will not be able to sustain continued develop-ment, nor be financially sustainable. The MIIF will enable the Municipality to address the develop-ment of new infrastructure in a balanced manner between productive new infrastructure for economic development, and infrastructure for basic services to subsidised housing, eradication of backlogs, and to ensure the recapitalisation, refurbishment and upgrade of aging infrastruc-ture.

In this regard it is also crucial to complete and implement the Long Term Infrastructure Maintenance and Operational Plan, linked to a realistic Infrastructure Investment Plan as part of the MIIF as a high priority.

A new strategic approach should also be taken in the provision of housing in line with the Human Settlement and Redevelopment Programme. It is urgently required that the Housing Chapter for the IDP be completed as a matter of urgency and should, apart from low cost housing, also include the following issues:

• All segments of the housing market should re-ceive attention.

• Attention should be given to rental options as well as social housing in line with the Social Housing Policy for South Africa. In this regard close co-operation should exist between the Sol Plaatje Housing Company and the Munici-pality as well as the further development of the initiative and partnership between the Mu-nicipality, Provincial Government and Conkim (housing support from the Netherlands).


KPA 3: Municipal Financial Viability and Management Original Objectives Emphasis Shift Additional Comment

• To increase the pay-ment level to 87% by 2010/2011.

• To spend at least 85% of the Capital Budget annually

• To increase the munici-pal reserves by at least 1% per annum

• To raise the Debt Cov-erage Ratio to 2:1 by 2010/2011

• Outstanding Service Debtors to Revenue 2:68 by 2010/2011

• Cost Coverage Ratio to 1:1 by 2010

• To ensure the effective management of the Budget by 2010.

The municipality’s financial sustain-ability will remain a problem as long as the municipality is dependent on national and provincial govern-ment grants to meet the basic needs of its citizens.

The culture of financial depend-ence has created a lack of willing-ness to accept responsibility for own finances as reflected in the slippage in debt collection levels, and the lack of commitment to cost savings and revenue enhance-ment strategies.

A Financial Plan (as required by the MSA) must be prepared to define sound financial management and expenditure control, as well as means of increasing revenues and external funding for the municipality to achieve its development priorities and objectives. It should further address:

• Revenue raising strategies

• Asset management strategies

• Financial management strategies

• Capital financing strategies

• Strategies that will enhance cost-effectiveness

• Operational financing strategies.


KPA 4: Municipal Institutional Development and Transformation Original Objectives Emphasis Shift Additional Comment

• To ensure that Man-agement at all levels is 100% representative and in line with the Employment Equity Plan by 2009.

• To ensure that the Job Evaluation System is 100% implemented by 2008.

• To ensure 100% imple-mentation of the Skills Development Plan by 2007.

• To ensure enhanced service delivery with efficient institutional arrangements by June 2009.

• To ensure the devel-opment and imple-mentation of an In-tegrated Information Management System by 2009.

• To ensure that ef-ficient business processes and man-agement systems are 100% in place and functional by 2008.

• To ensure that the micro organisational restructuring is 100% complete by June 2008.

• To ensure the com-pletion of a Human Resource Strategy by 2009.

• To fully implement the Institutional Trans-formation process by 2010/2011.

Institutional Development and Transformation should be priori-tised as a KPA as basic issues such as leadership, good governance, sound human resource manage-ment, staff morale, confusion in respect of strategic direction, organisational arrangements, team work and internal communications remain major issues in the munici-pality.

Institutional development should enjoy much more attention and the attraction, retention and devel-opment of skilled people should be made a top priority.

The work environment requires urgent attention, with specific reference to staff training, proper induction, career path develop-ment, a curtailment of ongoing systems change when perfectly good systems are being replaced by less effective systems, and staff members need to be encouraged to build the Sol Plaatje Brand and show pride (Batho Pele principles) in their work.

Objectives in this KPA aim at transforming the municipality for improved performance and serv-ice delivery and should deal with the following types of change management:

• Strategies for improving work methods;

• Strategies addressing behaviour, attitudes and values of staff;

• Management processes for increased account-ability.

Developmental programmes cannot efficiently be implemented without having an appropriate or-ganisational vehicle with which to do it. In order to achieve this the following interventions are ur-gently needed:

• Review core business;

• Strategies for changing structures and organi-sational design;

• System and processes improvement (including implementation of the MIS Strategy);

• Business process re-engineering.

The core business analysis has been done within the Alternative Service Delivery Framework (ASDF) and this strategic document, adopted by Council in 2005, should be implemented.


KPA 5: Good Governance and Public Participation Original Objectives Emphasis Shift Additional Comment

• To ensure democratic and accountable gov-ernance by 2010/2011 by ensuring an un-qualified Audit Report

• To establish structured public participation process for the differ-ent levels of planning and development processes of the Mu-nicipality by 2008

• To ensure that all wards have formally elected and functional ward committees by July 2009

• To ensure that a com-prehensive commu-nication system is in place by July 2007

• To ensure 75% satis-faction of residents and Councillors with frontline, face-to-face, telephonic and over-the-counter service of the Municipality by 2010

The good governance of the mu-nicipality still suffers as a result of an unproductive and unconstructive political / administration interface and will continue to do so, as long as the political leadership continues to intervene in the management arena.

Performance Management beyond the Institutional level and Section 57 Managers should be introduced to make employees at all levels ac-countable for performance.

The Office of the Municipal Manager should be responsible for seeing to the good governance of the mu-nicipality and, if need be, should be bolstered to fulfill this role.

The Municipality should also ac-tively, through a progressive action plan, address the Auditor General’s opinion in order to be able to gain a favourable audit opinion from the AG’s Office.

The strategic agenda outlined above needs to be opera-tionalised within the Municipal organisation.

These priorities need to inform the activities and resource allocation of the Municipality in a way that the strategic objectives and targets will be met. This is done through the consolidation of the above strategic objectives into the Municipality’s Multi-year Municipal Performance Plan (Institutional Scorecard) (see Annexure 3, page 85).

The Multi-year Municipal Performance Plan informs the annual Service Delivery and Budget Implementation Plan (SDBIP) as concrete, realistic and measurable indicators and targets. These priorities should influence the budget allocation to the different Directorates in line with their respective Operational Plans (Directorate SDBIP) espe-cially in terms of the operational budget. Similarly the capital programme for SPM should be informed by these priorities.


5. Mid-year Performance 2007/2008 and Remaining Gaps in the IDP

Before actually going into the next cycle of implementa-tion an overview is given of the Mid-year performance of the Municipality, both in terms of the Budget and Service Delivery Targets. The detailed Mid-Year Budget and Service Delivery Performance Report is as per Annexure 2, (page 63).


An annual target to expend at least 85% of the capital budget was set for the 2007/2008 financial year.

A Capital Budget of R155,839,170 was approved by Coun-cil on 31 May 2007. The Mid-year target was set at 38% (R59,218,885) in order to compensate for the require-ments of the Supply Chain Management process as well as the period between mid December to mid January when very little project implementation takes place.

An unqualified actual performance of only 15.11% (R23,540,470) was achieved by 31 December 2007.

The 15% achievement should however be qualified since the approved capital budget for 2007/2008 included an amount of R58,016,299 for project delivery by other spheres of government as well as Eskom. This amount has erroneously been included in the Municipal budget. In addition, an amount of R18,442,417 was also already committed on projects and should be included as actual spent.

Should the amount of R58,016,299 therefore be omitted, and the amount of R18,442,417 be added in the calcula-tion of the actual spent against the budget, an achieve-ment of 35% was realised for the period 1 July 2007 to 31 December 2007.

Although this reflects a much better performance, it is still below the set target, and a concerted effort is neces-sary to bolster implementation of projects for the remain-der of the financial year to achieve the target of 85%. This is also a reminder that more attention should be given in preparing the capital budget, as well as giving more attention to the preparation process for project imple-mentation.

The main reason given for the poor performance on capi-tal budget spent is the long Supply Chain Management process in procuring the services of consultants and con-tractors. In general it was also found that project manage-ment is still not up to standard.

Capacity is also a stumbling block as some project manag-ers have to manage more than ten projects simultane-ously worth tens of millions of rand.

5.2 Operational BudgetThe performance on the Operational Budget exceeded the Mid-year targets. An operational budget of R579,826,000 was approved with a Mid-year revenue income target of R144,956,500.

At 31 December 2007 revenue to the amount of R302,708,697 was realised (208,83%). On the expenditure side a target of R168,105,000 (31,81%) was budgeted, and an amount of R129,150,209 (24,44%) was actually expended.

5.3 Service Delivery TargetsAll the Mid-year service delivery targets set for the provi-sion of water, sanitation, including the total eradication of the pre-1994 buckets, and roads were met or exceeded – even where no targets were set due to a lack of resourc-es to implement projects. The electricity targets were not met mainly due to a lack of funding.

A shortfall of funding is experienced due to the fact that the Municipality provides a higher level of service than what is funded from the DME electrification grant. This shortfall needs to be provided as counterfunding from the Municipality’s own funds, which is not always possi-ble.

Some indicators could also not be measured or are doubt-ful results due to a lack of baseline information or inad-equate management information systems (e.g. water losses, payment levels, procurement from local SMMEs and BEEs etc).

Most of the targets that were not met were those set within the Institutional Development and Transforma-tion and Good Governance KPAs. This aspect was also highlighted during the strategic scan conducted in early March 2008 and is earmarked to be addressed during the 2008/2009 financial year. (See section 4, page 36)

Another area of concern in terms of the service delivery targets is the lack of realistic and measurable indicators to measure Local Economic Development. This has also been highlighted above and should be resolved once the Economonitor has been developed.

5.4 Remaining Gaps in the IDPA concerted effort was made to fill the content gaps within the IDP since its inception in 2002. Most gaps have since been addressed, although some important issues are still outstanding, both legally required sector plans, as well as internally required plans and strategies. The table below indicates the progress made in filling the content gaps as well as the remaining gaps:


Content Gap Filled/ Remaining Achievement/Challenges

Spatial Development Framework (SDF) and Land Use Management System (LUMS)

An SDF was adopted by Council in 2005 and is presently being reviewed to be completed by end May 2008. Linked to the review of the SDF is the prepara-tion of a LUMS to ensure the implementation of the SDF through a consoli-dated legally compliant zoning scheme and land use regulations. The LUMS is scheduled to be completed by mid August 2008.

An LED Strategy was adopted by Council in 2004. This strategy is presently being reviewed in line with the analytical conclusions of the City Develop-ment Strategy initiative as well as the National Framework for Local Economic Development in South Africa. This process is scheduled to be completed by mid September 2008.

Council adopted its ITP in October 2006. Some projects emanating from this Plan are presently being implemented, funded from the Department of Trans-port.

The existing draft WSDP (2003 edition) needs to be reviewed. An application was submitted to DWAF to assist both financially and technically to complete this process as a matter of urgency.

The current disaster hazard, vulnerability and risk assessment has been re-viewed and updated. These results were used to complete a Disaster Manage-ment Plan to identify communities, infrastructure and critical facilities at risk. Appropriate disaster risk reduction projects need to be identified to reduce these risks. The Disaster Management Plan is scheduled to be adopted by Council by end August 2008.

An application will be submitted to FBDM for financial assistance in order to prepare an IWMP for Sol Plaatje which is still outstanding.

During the latter half of 2004 FBDM appointed service providers to prepare an IEMP for the District, including SPM as one of the four local municipali-ties in the District. SPM was represented on the Project Steering Committee tasked, along with the service providers, to manage the process. A work docu-ment called “Integrated Environment Management Programme: Sol Plaatje Municipality: Strategies Report Work Document” was released in July 2004. The status of these documents could not be determined, but can serve as a basis to prepare a legally compliant IEMP. Funds will be applied from FBDM to complete this process.

No institutional responsibility presently exists within the organisational struc-ture of SPM to take responsibility for environmental management issues which should be addressed as a matter of urgency, as this is also a legal requirement in terms of the National Environmental Management Act (NEMA).

According to the Municipal Systems Act a Financial Plan should be a core com-ponent of the IDP. The Financial Plan should define sound financial manage-ment and expenditure control as well as a means of increasing revenues and external funding for the Municipality to achieve its development priorities and objectives. It should further address:

• Revenue raising strategies

• Asset management strategies

• Financial management strategies

• Capital financing strategies

• Strategies that will enhance cost-effectiveness

• Operational financing strategies.

A consolidated Financial Plan has not yet been prepared although most of the issues raised above are being addressed as separate entities.

LED Strategy

Integrated Transport Plan (ITP)

Water Services Development Plan (WSDP)

Disaster Management Plan (DMP)

Integrated Waste Management Plan (IWMP)

Integrated Environmental Manage-ment Plan (IEMP)

Financial Plan

TABLE 48


INTERNALLY REQUIRED PLAN/PROGRAMMES/STRATEGIES

The Comprehensive Infrastructure Planning Framework for Achieving Sustain-able Municipal Service Delivery was prepared by DPLG. In this Framework it is stated that it is every municipality’s responsibility to provide all its communi-ties with the necessary infrastructure services for water, sanitation, energy, access and transport, solid waste, as well as ensure that other key services (e.g. education, health, sports and recreation, and community services) are planned in collaboration with the relevant service providers. This calls for the following actions:

• Ensuring that the necessary infrastructure assets are provided, oper-ated and maintained (i.e. addressing their full life cycle)

• Ensuring that the necessary funding is available for the total costs in-volved over the full extent of the life cycle of the assets, by collecting revenue from consumers, utilising available grant funds, and providing the required operating and capital funds to achieve the goals

• Ensuring that an institutional model exists for providing the necessary skills, processes and procedures to manage the assets

• Ensuring that the necessary bulk supplies (e.g. for water and electricity, as well as waste water treatment capacity) are available

• Ensuring that the growth needs of the municipality are addressed by con-sidering local economic development initiatives, and taking cognisance of changing needs of communities while involving them in planning the provision of the above services.

Various frameworks for assisting municipalities in achieving these goals have been developed since 1994, and this most recent development steers towards the integration of a number of key drivers aimed at achieving the provision of sustainable infrastructure services in municipalities.

The development of a Comprehensive Infrastructure Plan (CIP) at a municipal level will serve as a clear business model providing strategically focused actions for implementing the key initiatives identified in the IDP, while addressing sus-tainability over the full life cycle of infrastructure assets. This will be achieved by ensuring that efficient operations and maintenance are performed, dilapi-dated assets are refurbished, the necessary skills are provided, and by ensur-ing that funding is available. The following key steps are proposed:

• Clarify the current spatial development planning in the municipality by interrogating the IDP and other related plans (e.g. the Provincial Growth and Development Strategy, the municipality’s Local Economic Develop-ment Plan, etc) and compile a spatially based demographic model at the level of communities or StatsSAs sub-places.

• Unpack the current sector development plans, confirm the service de-livery backlogs of communities, and assess the condition of the existing assets. Use this as the basis for confirming (and/or expanding) current lists of projects that would be required to provide the necessary services to all communities. Compile capital and operating budgets for these in-terventions.

• Assess the current institutional arrangements in the municipality, ad-dressing the processes, procedures, and service level agreements (e.g. for bulk supplies and key services, where applicable). Assess the current staffing in the municipality, and identify vacancies that would impact upon the ability to deliver services or implement the capital projects.

• Develop a financing and funding model using the above inputs regard-ing lacking infrastructure assets, state of dilapidation, extent of services currently being provided and to be provided in future, as well as the number of indigents in the municipality. Use the MSFM as planning tool to assess the budget levels that would be required to provide the services

Comprehensive Infrastructure Planning Framework (CIPF)


in the long term, as well as the revenue limitations that might impact on the ability to afford these services. Develop pro forma income state-ments and balance sheets that would reflect the ability of the municipal-ity to afford the planned investments. Identify opportunities for improv-ing revenue and reduce losses, and identify actions towards balancing the income and expenditure budgets. Identify potential external funding and financing sources.

• Finally, develop an intervention plan for addressing the shortfalls identi-fied in the above process, which should be accommodated into the next update of the municipality’s IDP. This should ideally address the following areas:

• Project implementation lists

• Loss reduction plans to address technical, operational and financial losses related to service delivery in water and electricity

• Institutional capacity and staff development plans

• Revenue improvement plans

• Outsourcing plans (where necessary to support service delivery in the short to medium term).

These plans will be developed by the municipalities (in collaboration with serv-ice providers), who will be supported by the different sector departments. The necessary linkages with bulk providers need to be identified, while all available funding sources will be explored and developed. More importantly, it needs to transform the current focus in service delivery from a project based approach to a programmatic approach that addresses long term sustainability, and that links different sectors towards a focused solution at municipal level.

The present GURP Business Plan is due for revision, and funding is presently being sourced for a review of the GURP Business Plan. This review is necessary in light of the Profiling that was done on all the Urban Nodes, and to bring it in line with the outcomes of this exercise.

INTERNALLY REQUIRED PLAN/PROGRAMMES/STRATEGIES

GURP Business Plan


6. The Multi-Year Municipal Performance Management

Plan (Institutional Scorecard) 2008/2009 – 2011/2012

The foregoing analysis informs the key strategic issues the Municipality needs to address in the next MTREF cycle as well as its SDBIP for the 2008/2009 financial year. These

key priority issues are captured in the Municipality’s Multi-year Performance Plan (Institutional Scorecard) as quantifi-able strategic objectives within each Key Performance Area.

Linking the IDP Strategic Objectives to Implementation and Budget through the Municipality’s Multi-year Performance Plan (Institutional Scorecard)

The Municipality’s Multi-year Performance Plan (Insti-tutional Scorecard) was revised in light of the strategic scan conducted in March 2008, the review of the KPAs and IDP Objectives as well as the Mid-year Budget and

Service Delivery Performance Report outlined above. The revised Municipality’s Multi-year Performance Plan (Institutional Scorecard) is as per Annexure 3, page 85)

STRATEGIC ISSUES MUNICIPALITY’S MULTI-YEAR PERFORMANCE PLAN (INSTITUTIONAL SCORECARD)

IDP OBJECTIVES TARGETS

IDP ORGANISATIONAL PMS

Organisational SDBIP

(MM’s SDBIP – to be published)

Budget

Capital and Operational

Directorate SDBIP

Objectives, Targets (Informed by IDP)

Projects/Operations (Budget)

(Operational document to be worked on during the year)

Section 57 Manager’s PA’s

The implementers


7. Stakeholder Comments

The draft IDP was advertised on 14 April 2008 for public comment. The closing date for comments was 12 May 2008. Apart from the comments received during the pub-lic hearings indicated in (see Section 1) stakeholder com-ments came mainly from the Engagement Event organ-ised by the National Department of Provincial and Local Government (DPLG) which was also attended by provincial sector departments co-ordinated by the Department of Housing and Local Government on 5 May 2008. The pur-pose of this event was to assess municipalities draft IDPs against the Evaluation Framework developed by DPLG. This framework is intended to serve as a tool to guide the crafting, design, improvement and assessment of a cred-ible IDP. Core criteria to demonstrate municipal strategy, vision and compliance with both legislative and policy in-tent have been crafted to assist the assessors during the analysis process. This Framework is not intended to serve the purpose of a performance measurement tool, but rather a reference tool, or guideline, towards establishing the quality of a credible IDP. The Key Focal Areas are:

• Spatial Development Framework• Service Delivery• Sustainable Economic Growth and Development and

LED• Financial Viability• Institutional Arrangements• Governance and Organisational Development

The final Assessment Report for Sol Plaatje had not been received by the time this document was finalised; how-ever, the following comments were made by the different Provincial Sector Departments during the Engagement Event:

• Provincial Treasury

The Department mainly commented on the poor Au-ditor General’s opinion received as well as what plans are being put in place to increase revenue in order to fund own capital funding to decrease the depend-ence on grant funding.

These issues are being addressed as part of the re-view of KPA 3: Municipal Financial Viability and Man-agement and KPA 6: Good Governance and Public Participation. (See Section 4.)

• Department of Environmental Affairs and Tourism

DEAT specifically enquired about the progress with regard to the development of an Integrated Environ-mental Management Plan and an Integrated Waste Management Plan which are legal requirements. The Department also again reiterated that they can assist the Municipality both technically and financially.

The plans mentioned above specifically tie in with the work being done by the Sustainable Energy and Cli-mate Change Unit (SECCU) - refer to IDP 2007/2008 – 2011/2012, p49. It should also be stressed that these issues also link with KPA 4: Municipal Institu-tional Development and Transformation. At present the organisational structure of the Municipality (apart from SECCU) does not make provision for dealing with environmental issues, which will be addressed in the completion of the micro-organisational design of the Organisation. The design and population of the organisational structure has been taken up in the In-stitutional Scorecard as part of KPA 4.

• Department of Minerals and Energy

DME emphasised the importance of the Municipali-ty’s involvement in the Social and Labour Plans (SLP) of De Beers and Petra Mines, but specifically that of De Beers.

This process is ongoing and the Municipality – both from the Directorate: Infrastructure and Services and Strategy, Economic Development and Planning (LED) was and still is represented in various meetings between DME dealing with these Social and Labour Plans and, once completed and approved, will be in-corporated in the IDP Review.

DME also enquired as to the Sol Plaatje Municipality’s Energy Savings Plan due to the present energy crisis. This issue is being addressed under KPA 2: Basic and Sustainable Service Delivery, and is taken up in the Municipality’s Multi-year Performance Plan (Institu-tional Scorecard). This is also a combined effort from SECCU and the Sub-directorate Electricity.

• Department Sport, Arts and Culture

The Department commented on the Sol Plaatje Mu-nicipality’s involvement in the 2010 Soccer World Cup tournament.

A Technical Steering Committee exists on Provincial level of which Sol Plaatje is one of the stakeholders. Kimberley is not a host city, but will in all probability be the base of a team. Sol Plaatje has been linked with Mangaung, and a MOU exists between the two municipalities. Two of the key issues that have to be addressed, according to the MOU, are accommoda-tion and transport.

Should a team/teams set up base in Kimberley a huge influx of people can be expected with accompany-ing shortage of accommodation, and probable pub-lic transport. The following, with the view to 2010, should therefore be prioritised:


• Accommodation in the form of camping grounds; In Germany people camped in open parks etc.

• Upgrading of Riverton, Langleg and Rekaofella.

• Preparation of a temporary camping area with amenities (perhaps at the showgrounds).

• Public amenities in the town; decent public amenities with shower facilities must be pro-vided. To be properly secured and maintained.

• Should 20,000 to 40,000 persons arrive in Kim-berley, there would be a huge strain on the wa-ter, sewerage and electrical infrastructure. Exist-ing facilities are already over capacity.

• Homevale and Beaconsfield sewerage facilities need to be upgraded URGENTLY.

• The electrical network is at its limit and most substations need upgrading.

• Gogga Pumpstation has to be extended. It was designed for a lifespan of twenty years, and was built in 1985.

• The opportunity exists to market Kimberley for tourism and as a service centre to the interna-tional community. (Big companies such as Nike, Adidas etc are setting up distribution networks in SA at the moment.)

• Facilities such as the Galeshewe stadium need to be upgraded so that it can be used as a practice venue.

These are some of the issues raised by officials directly in-volved in the 2010 Technical Steering Committee. A much bigger and integrated process is necessary from the Mu-nicipality’s side to gain maximum benefit from this event, but also to make it a good experience for visitors to the City – especially considering the fact that there are only 760 days left to the 2010 Soccer World Cup event.

• Department of Water Affairs

The Department specifically enquired what is being done with VIP/buckets sanitation systems still re-maining. This has been addressed in KPA 2: Basic and Sustainable Service Delivery, and is included in the Municipality’s Multi-year Performance Plan (Institu-tional Scorecard).

Mention was also made in terms of Operations and Maintenance plans and keeping of a legally compliant asset register. This has been addressed in KPA 3: In-frastructure Development. Refer also to Section 5.4.

An asset management system is an integral part of an Operations and Maintenance plan which is in progress, and an Asset Management Unit has been created in the Directorate Financial Services. The new Financial System will also include an Asset Manage-ment module. These issues were also taken up in the Municipality’s Multi-year Performance Plan (Institu-tional Scorecard).

• Department of Land Affairs

The Department enquired around the problems with regard to the N12 in the City where it was closed due to the possible caving in of the Big Hole and the

negative effect it has on the CBD. This aspect is being addressed at present with the study on the realign-ment of the N12 through the City, and is also being addressed in the Integrated Transport Plan which is an integral part of the IDP.

• Department of Safety and Liaison

The Department stated that it is clear that commu-nity safety is not one of the main priority areas listed in the IDP. According to the Department community safety is very broad and includes issues such as crime prevention, disaster management, road safety, oc-cupational health and safety, moral regeneration, local drug action committees, corruption etc. Devel-opment within an unsafe environment is not always possible. To assist and guide municipalities to address community safety effectively the Department de-veloped a Provincial Policy Framework on Integrated Local Crime Prevention. The framework provides for municipalities to co-ordinate community safety at lo-cal level, and also provides guidance in relation to social crime prevention programmes. Provincial sec-tor departments and crime prevention stakeholders will be responsible for the implementation of pro-grammes and projects.

In this regard the municipalities are urged to estab-lish or utilise existing forums for co-ordinated action on all crime prevention and community safety pro-grammes and projects.

The Department also referred municipalities to the National Drug Master Plan that makes provision for Local Drug Action Committees, as well as the ongoing process to compile a Provincial Community Safety Plan. Information will be forwarded to the relevant administrative and political structures within the Mu-nicipality who will attend to these issues as a prior-ity.

• Department of Housing and Local Government

The Department requested more information on the following issues:

• What projects are planned for the funding being provided through the Neighbourhood Partner-ship Development Grant (NPDG).

This information will only be available once the respective business plans have been completed and approved by Council.

• What is being done to reduce debtors?

This is being addressed under KPA 3: Municipal Financial Viability and Management which was also mentioned above.

• The development of the IDP Housing Chapter is also Important which was alluded to during the Engagement Session. This issue has also been addressed in reviewing the KPAs and Strategic Objectives, and is included in the Municipality’s Multi-year Performance Plan (Institutional Score-card). Refer to Section 4 and KPA 3: Infrastruc-ture Development.


8. Implementation through the Service Delivery and Budget Implementation

Plan

The SDBIP gives effect to the IDP and Budget of the Mu-nicipality. The quantifiable strategic objectives within each Key Performance Area for the 2008/2009 financial year in the Municipality’s Multi-year Performance Plan (Institu-tional Scorecard), informs the SDBIP for the 2008/2009 financial year, and breaks it into quarterly targets.

The Budget should give effect to the strategic priorities of the Municipality through the allocation of financial re-sources. The Budget is not a management or implemen-tation plan.

The SDBIP therefore serves as a “contract” between the administration, Council and the communities expressing the strategic objectives (within each KPA) set by Coun-cil as quantifiable outputs that can be implemented by the administration in a specific financial year – in this case 2008/2009. This provides the basis for measuring per-formance in service delivery against end-of-year targets and implementing the budget.

The SDBIP is a layered plan with the top layer dealing with consolidated service delivery targets (refer to Municipali-ty’s Multi-year Performance Plan (Institutional Scorecard) – Annexure 3) and in-year deadlines, linking such targets to top management.

Once the top-layer targets are set, the top management must then develop the next (lower) layer of detail of the SDBIP, by providing more detail on each output for which they are responsible, and breaking up such outputs into smaller outputs, and linking these to each middle-level and junior manager.

These outputs should also include per ward information, especially key expenditure items on capital projects and service delivery.

8.1 The 2008/2009 Implementation Plan

It was extremely difficult for the 2008/2009 Budget to channel enough resources towards the key strategic is-sues outlined above. The main reasons for this are:

• SPM has very little own discretionary funding available to address these issues. The operational budget has very little manoeuvrable space available to address key issues such as increasing competency levels, re-cruit and maintain skilled and competent officials, create capacity in service delivery line functions, and to ensure effective and efficient management sys-tems.

Contributions for discretionary capital funding is also lacking to address issues such as the creation of pro-

ductive new infrastructure for development and re-placement and upgrading existing and ageing/failing infrastructure. The Capital Programme specifically for the 2008/2009 financial year is, therefore, unable to substantially address the strategic agenda of the Mu-nicipality – especially in providing an equitable share of development across all deprived areas within the Municipality.

Annexure 4 (page 93) is a schedule of projects that could address a substantial portion of the key prior-ity issues for which funding is not available at this stage. Council has, however, shown its commitment in improving this situation by embarking on a loan to address infrastructure replacements and upgrades.

Annexure 5 (page 97) indicates the priorities submit-ted by the various wards. Due to the financial con-straints mentioned it is also impossible to address the needs submitted by communities. In order to address some of those needs an amount of R250 000 has been allocated to those wards that have not seen any capital investment for the past two to three financial years. Nine wards have been assisted in this manner.

• The fact that the Municipality has little capacity for own funding results in it being dependent, to a large extent, on conditional grant funding that mainly ad-dresses backlogs in service delivery which do not contribute to economic development.

Current payment levels are resulting in a significant amount of income being reserved for bad debt pro-vision. This situation will have a definite effect on the amount to be made available for service delivery and development for the 2008/2009 to 2010/2011 financial years.

It is therefore imperative that measures be put into place to increase current payment to between 80 and 90% as a short to medium term target.


The Capital Programme for the 2008/2009 financial year and indicative budgets for the two outer years is as per Annexure 5, (page 97) adapted by council on 28 May 2008


A summary of the Operational Budget is as per Annexure 6, (page 107).

In order to fund the Operational Budget the municipal tariffs will increase on average by 12,08%. Table 48 indi-


cates the tariff increases for the 2008/2009 financial year in comparison with the three previous financial years.

As can be seen from the Table the tariff for water and elec-tricity is exceptionally high. The electricity tariff increase is due to the sharp increase in Eskom’s tariffs. The abnormal

Municipal tariffs 2005/2006 – 2008/2009

Category 2005/2006 2006/2007 2007/2008 2008/2009 Rates and General 7,98% 6,03% 6.00% 8,50% Sewerage 4,00% 5,61% 6.00% 7,54% Cleansing 4,00% 5,81% 6.00% 9,53% Water 6,90% 6,01% 6.00% 18,96% Electricity 4,30% 5,78% 5,60% 12,00% Average 5.88% 6,03% 5,84% 12,08%

TABLE 48

increase in the water tariff, compared to previous years, is to fund improved maintenance on the Municipality’s water net-work to curtail the high water losses experienced at present.

The present inflation rate also contributed substantially to the present tariff increases.


9. Important Documents Supporting the IDP

The following documents are available on the SPM website (www.solplaatje.org.za) and are mentioned here due to its relevance to the normal functioning of the Municipality and inter-relationship with the IDP:

Adopted Policies• Credit Control and Debt Collection

• Indigent

• Asset Management

• Supply Chain Management

• Risk Management

• Tariff

• Internal Audit

• Audit Committee

• Recruitment and Selection

• Standby Allowance

• Sexual Harassment

• Cash Management and Investment

• Property Rates

Draft Policies• Information Security

• Internet and e-mail

• Policy: Computer Viruses

• Spyware and Adware

• Access Codes and Passwords

• Physical Security

• Business Continuity /Disaster Recovery

• Note-Book Policy Environmental

• Fraud and Anti-Corruption

• HIV/Aids Policy

Resolutions Policy Directives• Unauthorised/irregular/fruitless/wasteful expenditure

• Impending shortfalls, Over-Expenditure and Overdrafts

• Expenditure Beyond Budget Year

• Financial Disputes with other Organs of State

• Financial Misconduct

• Forbidden Activities

• Failure to Approve Budget before start of Budget Year

• Register: Delegation of Powers - 2006

Promulgated By-laws• Advertising Signs

• Aerial Systems

• Animals, Poultry and Bee Control

• Building Control

• Caravan Park

• Cemeteries

• Electricity Fire Brigade

• Keeping of Dogs Control

• Fireworks

• Law Enforcement

• Standing Orders

• Street Trading Control

• Swimming Pools

• Taxi Ranks

• Water Supply

Draft By-laws for public comment• Property Rates By-law

Other Supporting Documents 1. White Paper on Local Government2. Municipal Systems Act, 20003. Municipal Planning and Performance Management Reg-

ulations4. Municipal Finance Management Act (MFMA)5. National Spatial Development Perspective (NSDP)6. Northern Cape Provincial Growth and Development

Strategy (NCPGDS)7. Accelerated and Shared Growth Initiative of South Africa

(Asgi-SA)8. Intergovernmental Relations Framework Act9. City Development Strategy (CDS)10. Central Business District – Spatial Framework (CBD)11. Economic Profile of Galeshewe Urban Renewal Node – 2006 12. Sol Plaatje Municipality: Spatial Development Frame-

work 13. The Galeshewe Urban Renewal Programme – Business

Plan14. Sol Plaatje Municipality: LED Strategy15. Sol Plaatje Municipality: Service Delivery Policy Framework16. Sol Plaatje Municipality: Integrated Transport Plan17. Sol Plaatje Municipality: Poverty Alleviation Strategy18. Sol Plaatje Municipality: Restructuring Grant Application

- 200319. Annual Reports, 2003/2004, 2004/2005, 2005/200620. Service Delivery and Budget Implementation Plan

2007/200821. Budget 2007/200822. Workplace Skills Plan – 2007/200823. Employment Equity Plan24. Poverty Alleviation Strategy - 2006 25. Sol Plaatje Municipality: Potential Environmental Im-

pacts and Strategies – 200426. Sol Plaatje Municipality: Spatial Development Frame-

work – Reviewed May 200827. Draft Economic, Socio-economic and demographic Sta-

tus Quo of Sol Plaatje Local Municipality – April 2008

28. Frances Baard Growth and Development Strategy – De-cember 2007


ANNEXURE 1


PROCESS PLAN– IDP REVIEW

1. IntroductionThe Municipal System Act (Act 32 of 2000), Section 25, compels Municipal Councils to adopt a single, inclusive and strategic plan for the development of the Municipal-ity, called an Integrated Development Plan (IDP). The IDP needs to:

• link, integrate and co-ordinate plans, and take into account proposals for the development of the Mu-nicipality,

• align the resources and capacity of the Municipality with the implementation of the plan,

• form the policy framework and general basis on which annual budgets must be based,

• be compatible with national and provincial develop-ment plans and planning requirements binding on the Municipality in terms of legislation.

The detail of an IDP is prescribed in Chapter 2 of the Mu-nicipal Planning and Performance Regulations (R796 of 24 August 2001) and states as follows:

(1) A municipality’s integrated development plan must at least identify –

(a) the institutional framework, which must include an organogram, required for:

(i) the implementation of the integrated de-velopment plan; and

(ii) addressing the municipality’s internal trans-formation needs, as informed by the strate-gies and programmes set out in the inte-grated development plan;

(b) any investment initiatives in the municipality;

(c) any development initiatives in the municipality, including infrastructure, physical, social, eco-nomic and institutional development

(d) all known projects, plans, and programmes to be implemented within the municipality by any organ of state; and

(e) the key performance indicators set by the mu-nicipality.

(2) An integrated development plan may:

(a) have attached to it maps, statistics and other appropriate documents; or

(b) refer to maps, statistics and other appropriate documents that are not attached, provided they are open for public inspection at the offices of the municipality in question.

(3) A financial plan reflected in a municipality’s integrat-ed development plan must at least:

(a) include the budget projection required by sec-tion 26 (h) of the Act

(b) indicate the financial resources that are available for capital project developments and operation-al expenditure; and

(c) include a financial strategy that defines sound financial management and expenditure control, as well as ways and means of increasing reve-nues and external funding for the municipality and its development priorities and objectives, which strategy will address the following:

(i) revenue raising strategies;

(ii) asset management strategies;

(iii) financial management strategies;

(iv) capital financing strategies;

(v) operational financing strategies; and

(vi) strategies that would enhance cost-effec-tiveness.

(4) A spatial development framework reflected in a mu-nicipality’s integrated development plan must:

(a) give effect to the principles contained in Chap-ter 1 of the Development Facilitation Act 1995 (Act No. 67 of 1995);

(b) set out objectives that reflect the desired spatial form of the municipality;

(c) contain strategies and policies regarding the manner in which to achieve the objectives re-ferred to in paragraph (b), which strategies and policies must:

(i) indicate desired patterns of land use within the municipality;

(ii) address the spatial reconstruction of the municipality; and

(iii) provide strategic guidance in respect of the location and nature of development within the municipality.

(d) set out basic guidelines for a land use manage-ment system in the municipality;

(e) set out a capital investment framework for the municipality’s development programs;

(f) contain a strategic assessment of the envi-ronmental impact of the spatial development framework;


(h) identify programmes and projects for the devel-opment of land within the municipality;

(i) be aligned with the spatial development frame-works reflected in the integrated development plans of neighbouring municipalities; and

(j) provide a visual representation of the desired spatial form of the municipality, which repre-sentation:

(i) must indicate where public and private land development and infrastructure investment should take place;

(ii) must indicate desired or undesired utilisa-tion of space in a particular area;

(iii) may delineate the urban edge;

(iv) must identify areas where strategic inter-vention is required; and

(v) must indicate areas where priority spending is required.”

Section 28 (1) of the Municipal Systems Act further com-pels a Municipal Council to adopt “a process set out in writing to guide the planning, drafting, adoption and re-view of its integrated development plan” – the Process Plan. The preparation process or drafting of the Process Plan is the responsibility of Municipal Management, and needs to include the following issues according to Section 29(1) of the Act:

• Roles and responsibilities of the different role-players in the IDP process have to be clarified in advance, and internal human resources have to be allocated accordingly.

• Organisational arrangements have to be established and decisions on the membership of teams, commit-tees or forums have to be made.

• A programme needs to be worked out which sets out the envisaged planning activities, a time frame and the resource requirements for the IDP process. Such a detailed programme of the planning process is cru-cial to keep track of the process and to interact with the different role-players (especially between local and district municipalities).

• Special attention has to be paid to the mechanisms and procedures for community and stakeholder par-ticipation during the planning process. This must also be in line with the provisions of Chapter 4 of the Mu-nicipal Systems Act (Act 32 of 2000).

• Mechanisms and procedures for alignment with ex-ternal stakeholders such as other municipalities, Dis-trict Municipality and other spheres of government also need special attention. These alignment activi-ties have to be decided on a mutual binding basis, through a joint Framework for the interactive plan-ning process which requires preparation well in ad-vance.

• The identification of all binding plans and planning requirements binding on the Municipality in terms of national and provincial legislation.

• A cost estimate for the whole planning process.

Since the promulgation of the Municipal Financial Man-agement Act (Act 56 of 2003) it is vital to align the IDP Process (S28 of MSA) with the Performance Management Process (Municipal Planning and Performance Manage-ment Regulations (Ch3, 2(g)) and the Budgeting Process (S 21, 22 and 23 of MFMA). See figure 1.

2. Organisational Arrangements and Roles and Responsibilities of the Different Structures and Role-players

The organisational structure depicted in Figure 1 is being created to manage and co-ordinate the IDP process and to:

• institutionalise the participation process,

• effectively manage the drafting process, and

• give affected parties access to contribute to the decision-making process.

This institutional arrangement needs to be a permanent structure to ensure the proper implementation of the IDP, as well as to co-ordinate and monitor the implementation process. The distribution of the roles and responsibilities for the different role-players in the IDP process has to be guided by democratic principles on the one hand, and by the guideline of aiming at an integrated system of plan-ning and delivery on the other.

3. Roles and Responsibilities of the Different Structures and Role-players depicted in Figure 1

3.1 Municipal Council

The new democracy in South Africa represents a synthe-sis between the system of a representative democracy, where elected bodies such as councils have to decide or to finally approve decisions, and a corporatist, negotiat-ing type of democracy, where decisions are arrived at through public discussion and processes of negotiation. For the IDP process, this understanding of democracy means that:

• the process is not just a planning process within mu-nicipal government, but a forum for discussions and negotiations of various municipal stakeholders, and

• the final decision and the accountability is with the Municipal Council as the elected body answerable to the public on the utilisation of public resources.

The Council’s roles and responsibilities are therefore to:

• Consider and adopt a Process Plan.

• Consider, adopt and approve the IDP.

Ward Councillors have the responsibility to link the IDP process to their constituencies/wards, especially with re-gard to ensuring that annual business plans and the mu-nicipal budget reflect the key development priorities of their constituencies, and that it is based on the IDP. They need therefore to be actively involved in the public par-ticipation process.


3.2 Mayoral Committee

As the senior governing body of the Municipality they have to:

• Decide on the Process Plan.

• Approve the nominated persons to be in charge of the different roles, activities and responsibilities of both the IDP process and drafting of the IDP docu-ments.

• Be responsible for the monitoring of the IDP proc-ess and ensuring that all relevant role-players are in-volved.

The Mayoral Committee in conjunction with the Executive Management Team need to ensure the establishment of an integrated system of planning and delivery (or plan-ning and implementation management) which requires involvement of all those in charge of municipal manage-ment in the IDP process. The process has to be managed by an official from within the Municipality, acting on be-half of the Municipal Manager, who has been assigned the powers to get all relevant actors from within the Munici-pality on board, and the Mayoral Committee in conjunc-tion with the Executive Management Team therefore act as the strategic driver of the IDP process. This implies that they should:

• Provide the terms of reference for the various activi-ties.

• Commission research studies.

• Consider and comment on inputs from:

- sub-committees, study teams and service pro-viders

- provincial sector departments and service pro-viders.

• Make recommendations to Council on the IDP proc-ess and content.

• Be involved in the public participation process on both political and technical issues.

The IDP Unit is responsible for the management and co-ordination of the IDP process on behalf of the Municipal Manager and provides the necessary technical input to the IDP Steering Committee, which include the follow-ing:

• Preparation of the draft Process Plan in consultation with senior management.

• Day-to-day management of the planning process, ensuring;

- involvement of all different role-players, espe-cially officials

- that time frames are being adhered to

- that the IDP process is horizontally and vertically aligned, and complies with national and provin-cial requirements

- that conditions for participation are provided, and

- that outcomes are properly documented.

• Management of service providers/consultants in close co-operation with the members of the Techni-cal IDP Working Teams.

• Provide a secretariat function for IDP Steering Com-mittee.

The Project Managers Cluster (and by implication all line managers) are inter-departmental and cross-sectoral technical working teams of dedicated senior officials nominated by Directors who need to provide the techni-cal sectoral and issue-based input into the IDP, and who support the IDP Manager and ensure a smooth planning process by being fully involved in the IDP Process. The role and responsibilities of the members of the Project Managers Cluster include the following:

• Perform various planning activities according to their line function within the Municipality in co-operation with other officials or support providers, and in line with the Municipal Systems Act (Act 32 of 2000), oth-er relevant national and provincial sector legislation as well as the IDP Guide Pack.

• Process, summarise and document the specific out-puts relevant to their specific task.

• Make content recommendations to the IDP Steering Committee during the different phases of the IDP process.

• Be involved in the public participation process with regard to their specific sector or issue-based exper-tise.

• Provide the relevant technical, sector and financial analysis for determining the priority issues.

• Contribute technical expertise in the consideration and finalisation of strategies and identification of projects.

• Provide departmental operational and capital budg-etary information.

• Responsible for the preparation of project proposals, the integration of projects as well as sector and issue-based programmes.

• Act as counterparts to service providers/consult-ants.

Service providers will be consulted/contracted for tasks for which internal capacities/expertise (professional and/or human resources) are not available, and they could be engaged for:

• providing methodological/technical guidance to the IDP process/products,

• facilitating of planning workshops,

• facilitating the public participation processes or parts thereof,

• documentation of outcomes of planning activities,

• special studies or other product related contribu-tions,

• support to organised and/or other unorganised groups and communities to more effectively engage in and contribute to the planning process.


Programme/Project Planning Teams are ad-hoc inter-sectoral operational teams, headed by a dedicated pro-gramme/project manager, responsible for the detail plan-ning and design of programmes and projects emanating from the IDP. These teams will also have the responsibil-ity to manage the implementation of programmes and projects. These teams also include other relevant stake-holders involved in programme/project planning and im-plementation.

4. Mechanisms and Procedures for Public Participation

The legal requirements of Chapter 4 of the Municipal Sys-tems Act (Act 32 of 2000) need to be complied with at all times when implementing the Public Participation Strat-egy.

4.1 Principles for Public Participation

The principles underlining the Public Participation Strat-egy are the following:

• Elected councils are the ultimate decision-making body on IDPs.

• Public participation has to be institutionalised to en-sure an equal right to participate.

• Public participation needs to be structured as it is im-possible due to population size and area to allow for direct participation in a complex process such as the IDP. Clear rules and procedures are therefore neces-sary specifying who is to participate or be consulted, on behalf of whom, on which issue, through which organisational mechanism, with what effect.

• The Public Participation Strategy must provide suf-ficient room for diversity, including – different cul-tures, gender, language, education levels, etc.

• Public Participation needs to be promoted both through creating conditions for public participation and by encouraging participation, especially with re-gard to disadvantaged and marginalised groups and gender equity.

• Public participation is a specialised field of expertise and should not be conducted just for the sake of public participation.

4.2 Functions of Public Participation

In the context of the IDP Public Participation has four main functions:

• Needs orientation. Ensuring that people’s needs and problems are taken into account.

• Appropriateness of solutions: Using the knowledge and experience of local residents and communities in order to arrive at appropriate and sustainable prob-lem solutions and measures.

• Community ownership: Mobilising local residents’ and communities’ initiatives and resources, and en-couraging co-operation and partnerships between municipal government and residents for implemen-tation and maintenance.

• Empowerment: Making IDP a public event and a forum for negotiating conflicting interest, finding compromises and common ground and, thereby, creating the basis for increased transparency and ac-countability of local government towards local resi-dents.

4.3 The Public Participation Strategy

Public Participation Structures

The formal structures for Public Participation are also depicted in Fig.1 namely The IDP Representative Forum and IDP Business Forum. These Fora are the formal link between the municipal government and the public. The public is represented by councillors, key community and stakeholder groupings, the business community and rep-resentatives of legally elected ward committees. The IDP Business Forum is not a separate forum but rather a sub-forum of the IDP Representative Forum. This is done for practical reasons as experience has indicated that it is dif-ficult to deal with strategic business and economic issues in the larger forum. All issues discussed in the IDP Business Forum are fed back to the IDP Representative Forum for consideration and inclusion in the IDP process. The Busi-ness Forum is also bound by the rules and procedures of the IDP Representative Forum.

The main Terms of Reference for members of the IDP Representative Forum are:

• To represent the interest of their constituents in the IDP process.

• To provide an organisational mechanism for discus-sion, negotiation and decision making between all the stakeholders, including provincial and municipal government.

• To ensure communication between all stakeholders including provincial and municipal government.

• To monitor the performance of the IDP process, both planning and implementation.

• Contribute knowledge and ideas in the IDP process by participating in the IDP Representative Forum to:

• inform interest groups, communities and organ-isations on relevant planning activities and their outcomes;

• analyse issues, determining priorities, negotiate and reach consensus;

• participate in the designing of project proposals and/or assess them;

• discuss and comment on the draft IDP;

• ensure that annual business plans and budgets are based on and linked to the IDP; and

• monitor performance in the implementation of the IDP.

• Conducting meetings or workshops with their con-stituents to:

• prepare for participation in the IDP Representa-tive Forum; and

• report back to their constituents and to follow-up on relevant planning activities.


(Resource persons refer to officials, service providers/consultants who could be involved in discussions/nego-tiations or act as facilitators in the IDP Representative Fo-rum.)

The Process to establish the IDP Representative Forum

All interested and affected parties need to be invited to submit names for participation in the IDP Representative Forum. These invitations should be preceded by an infor-mation campaign informing communities and stakehold-ers on the IDP process as well as the importance of their participation, actively encouraging them to participate. Once the names have been submitted they need to be scrutinised by the IDP Steering Committee and submit-ted to Council for approval. A database needs to be kept of those stakeholders’ groupings that will not necessarily participate as members of the IDP Representative Forum but that need to be consulted at various stages of the process. Once the names of the members of the IDP Rep-resentative Forum have been approved by Council a first

meeting needs to be called to establish the Code of Con-duct which should include issues such as:

• meeting schedules (frequency) and procedures, time of meetings and venue;

• agenda, facilitation and documentation of meet-ings;

• clearing of roles and responsibilities of members;

• means of eliciting and collecting community needs (including documentation of participation inputs)

• decision making processes and resolution of dis-putes; and

• language to be used.

Participation Mechanisms in Planning Phases

The following public participation mechanisms should be applicable in the different phases of the IDP process, with specific reference to the involvement of the IDP Repre-sentative Forum.

Planning Phase Participation Mechanism

Analysis

Community meetings with direct involvement of Ward Committees and organised by Ward Councillors

Stakeholder meetings

Surveys, opinion polls etc

Intensive communication/information flow to communities informing them of their role and responsibilities in the IDP ProcessWorkshop with IDP Representative Forum on Key Priority Areas

HIGH INTENSITY OF PUBLIC PARTICIPATION

District level strategy workshops with representatives of all municipalities in the district, national and provincial sector departments and selected representation of stakeholder organisations and resource persons.

Workshop with IDP Representative Forum on specific local strategies.

Information flow through press conferences, public hearings etc to stimulate public de-bate.

LOW INTENSITY OF DIRECT PUBLIC PARTICIPATION

a Inter-sectoral Project Teams with selected representatives of stakeholder groupings and resource persons and IDP Representative Forum


b Intensive dialogue between Project Teams and affected communities (Ward Commu-nities and Councillors)

HIGH INTENSITY OF DIRECT PARTICIPATION

IDP Representative Forum


IDP Representative Forum

Broad public discussion/consultation

Opportunity for comments from residents and stakeholder

HIGH INTENSITY OF PUBLIC PARTICIPATION

IDP Representative Forum Ward Committees


Strategies

Project Planninga Project with

municipality wide scale

b Localised community level projects

Integration

Approval

Monitoring and Implementation


5. Mechanisms and Procedures for Alignment

Alignment is: “A process entailing structured and sys-tematic dialogue within government with a view to bring about co-ordinated and integrated action among the spheres of government and between the spheres and other organs of state to achieve common objectives and maximum development impact.”

Alignment is now regulated by the Intergovernmental Re-lations Framework Act, (Act No. 13 of 2005) (IGR Act) and makes provision for various IGR Structures including a Dis-trict IGR Forum. This forum will consist of representatives of all three spheres of government represented in the District with both a political and technical component. The political component will be chaired by the Executive Mayor of the District Municipality and the technical com-ponent by the Municipal Manager. This forum will be the principal forum for aligning the IDP process with that of the provincial sector department plans as well as the Dis-trict and Local Municipalities.

The purpose of the District IGR Forum is:

• Efficient co-ordination of and problem solving through the following processes in the District:

• Alignment between District IDP content and Provincial Growth and Development Strategy

• Integrating District Municipality priorities with Provincial Prioritised Budgets

• Aligning Local IDPs and Provincial Sector Depart-ment Plans

• Application of Provincial spatial development framework into detailed District Spatial develop-ment plans

• Sector Department support Action Plans from the Hearings

• Identifying and sharing of strategic information between provincial sector departments and mu-nicipalities

• Increasing awareness and commitment of all spheres of Government to co-operation around the primary planning processes

• Cross sector departmental planning within the Dis-trict.

Although the IDP process is a local process it needs in-put and support from other spheres of government. Two main reasons for alignment exist between:

• Local municipalities, and district municipalities to en-sure that their planning processes and issues are co-ordinated and addressed jointly.

• Municipalities and national and provincial sector De-partments as well as corporative service providers (e.g. Eskom, Telkom) to ensure that the IDP is in line with national and provincial policies and strategies in order that it is considered for the allocation of de-partmental budgets and conditional grants.

Section 27 of the MSA compels district municipalities to adopt a framework for integrated development planning in their areas after following a consultative process with local municipalities. Section 29 makes provision for the drafting of a Process Plan by both district and local mu-nicipalities that must be aligned (S27 (2) (c) and (3) (b) as well as the Framework adopted in terms of S29.

6. National and Provincial Binding Legislation and Planning Require-ments

A joint list of national and provincial legislation as well as policies, programmes, strategies and available funds need to be included in the Process Plan to ensure that it is con-sidered in the Municipality’s IDP.

Local municipalities need to be informed of the above at the District IGR Forum including the category of require-ment, namely:

• Legal requirement for a municipal level plan;

• Legal requirement as part of the IDP;

• Compliance with a normative framework;

• Only for a value added contribution.

Below is a provisional list of national and provincial legisla-tion impacting on the IDP:

National Legislation

• The Constitution of the Republic of South Africa – 1996

• Municipal System Act, Act No. 32 of 2000

• Municipal Structures Act, Act No. 117 of 1998

• Municipal Demarcation Act, Act No. 27 of 1998

• National Environmental Management Act (NEMA), Act No. 107 of 1998

• Development Facilitation Act, Act No. 67 of 1995

• National Land Transport Transition Act, Act No. 22 of 2000

• Municipal Planning and Performance Management Regulations 2001

• Municipal Finance Management Act, Act 56 of 2003

• The National Housing Act, Act 107 of 1997

• Social Housing Bill, B29 of 2007

• Municipal Property Rates Act, Act 6 of 2004

• Disaster Management Act, Act 57 of 2002

• Water Services Act, Act 108 of 1997

• Public Finance Management Act, Act 1 of 1999

• Intergovernmental Relations Framework Act, Act No. 13 of 2005

• Development Facilitation Act 1995, Act No.67 of 1995


White Paper

These include, but are not limited to the following:

• White Paper on Local Government 1998

• White Paper on Spatial Planning and Land Use Man-agement

• White Paper on Disaster Management

• Housing White Paper

• White Paper on Waste Management

Furthermore, there are other government policies and guidelines such as:

• National Spatial Development Perspective (NSDP)

• Accelerated and Shared Growth Initiative – South Africa (AsgiSA)

Provincial Legislation And Policies

At the Provincial level the following legislation and poli-cies provides the framework for Integrated Development Planning:

• The Northern Cape Provincial Growth and Develop-ment Strategy (PGDS)

• The Northern Cape Planning and Development, Act No.6 of 1998.

7. Action Programme with Time Frame and Budget

The Action Plan indicated in the attachment highlights the milestones that need to be reached according to the prescriptions of the MSA and MFMA as well as the MSA and Regulations and directives from DPLG, Northern Cape DHLG as well as the Frances Baard District Municipality’s Framework and Process Plan.

A budget of R200,000 has been budgeted in the opera-tional budget of the IDP Unit for outsourcing aspects mentioned previously where expertise and/or capacity are needed. A detailed costing of these aspects is not possible at this stage.


Organisational Arrangements

COUNCILFunction: Final approval of Process and Products

MAYORAL COMMITTEEFunction: Strategic driver of the IDP and PMS as key strategic planning, management and monitoring tool of Municipality

Members: Exec mayor, MC members

DISTRICT IDP FORUM

MUNICIPAL MANAGERExecutive management team

IDP UNITFunction: To manage the IDP/OPMS process and provide technical support to EMT

Staff: IDP Manager, Admin/Secretary

IDP REPRESENTATIVE FORUMFunction: Continued involvement in input to planning process, pro-gramme and project prioritising, budgeting and IDP monitoring.

Members: Repre-sentatives from key community stakeholder groupings and ward committees

BUSINESS FORUM

LINE MANAGEMENTFunction: Inter-departmental Technical Input into the Planning Process

Members: Functional/line man-agers and technical staff

PROGRAMME/PROJECT PLANNING TEAMSFunction: To design project plans linked to Strategic Objectives

Figure 1


Figure 2

TIME FRAMES FOR PREPARING THE 2007/2008 - 2011/2012 IDP

and Budget Approved by Council on 30 August 2006 (Resolution C324)

Planning Activity

Time (WEEKS)

Aug Sep ‘06 Oct ‘06 Nov ‘06 Dec Jan ‘07 Feb ‘07 Mar ‘07 Apr ‘07 May ‘07 Jun ‘07 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41Approval of Process PlanBudget process TimetablePHASE 1 SITUATION ANALYSIS1.1 Baseline data collection

1.2 Community and Stakeholder Analysis

1.3 Reconciliation

1.4 Municipal Analysis

1.5 Priority Issues Identification

1.6 Consolidation of analysis results

PHASE 2: STRATEGIES2.1 Vision & Strategic Objectives Formulation

2.2 Develop indicators and targets

2.3 Defining resource frames

2.4 Creating strategic alternatives

2.5 Provincial and district level strategies

(alignment)

2.6 Public participation to strategic issues,

indicators and

2.7 Consolidation of strategic issues

PHASE 3: PROJECTS3.1 Identification of strategically linked

projects

3.2 Identification of financial resources

3.3 Prioritisation of projects and design project proposals

3.4 Target group participation and sector

department alignment

3.5 Detail project preparation for year 1

implementation

PHASE 4: INTEGRATION4.1 Draft operational strategy

4.2 First presentation of integration

(IDP Steering Committee)

4.3 Second presentation (IDP Rep Forum)

4.4. Complete Draft IDP and submit to Council

for consultation

PHASE 5: APPROVAL5.1 Advertise draft for comments

5.2 Final Public participation on draft IDP

and Budget

5.3 Adoption by Council

5.4 Submit adopted IDP to MEC

Aligned with Budget milestones according to MFMA

December holiday period

Time schedule budget process according to Budget Office Programme

IDP Representative Forum Meetings

Adjusted IDP Rep Forum Meetings


ANNEXURE 2


MID-YEARBUDGET AND PERFORMANCE REPORT, JANUARY 2008

IntroductionThis report was compiled by the Budget Integration Cluster comprising of the PMU Unit, Budget Office and IDP Unit. The report was officially submitted to the Executive Mayor on 1 February 2008 in compliance with Section 72 (b) (i) of the Municipal Financial Management Act (Act 52 of 2003). This report is now submitted to National Treasury and the Northern Cape Provincial Treasury in compliance with sub-sub-sections (II) and (III) of the aforementioned Section of the MFMA.

The Executive Mayor approved the Sol Plaatje Municipality’s Service Delivery and Budget Implementation Plan (SDBIP) on 21 June 2007. The SDBIP was submitted to Council on 22 June 2007 for information. The “top layer” of the SDBIP was published in the Diamond Fields Advertiser on 17 August 2007 and in the Noordkaap on 22 August 2007.

This report is structured as follows:

• Section A indicates the Municipality’s annual budget and service delivery targets for the 2007/2008 financial year. The Budget (Revenue and Expenditure) is further broken down into monthly targets while the service delivery tar-gets are broken down into quarterly targets. The Capital programme is also included.

• Section B indicates the mid-year performance achieved against these targets.


Me

diu

m T

erm

R

eve

nu

e a

nd

Exp

en

dit

ure

Fra

me

wo

rk -

20

07

, 2

00

8 a

nd

20

09

SU

PP

OR

TIN

G T

AB

LE 9

B

ud

get

B

ud

get

B

ud

get

B

ud

get

B

ud

get

B

ud

get

B

ud

get

B

ud

get

B

ud

get

July

A

ug

ust

Se

pte

mb

er

Oct

ob

er

No

vem

ber

D

ecem

ber

Ja

nu

ary

Feb

ruar

y M

arch

M

ON

THLY

CA

SH F

LOW

S 2

00

7

20

07

2

00

7

20

07

20

07

2

00

7

20

08

2

00

8

20

08

R’0

00

R

’00

0

R’0

00

R

’00

0

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00

R

’00

0

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00

R

’00

0

R’0

00

Cas

h O

per

atin

g R

ecei

pts

by

Sou

rce

Pro

per

ty r

ates

8,

798

6,05

8 6,

057

36,2

03

6,05

7 6,

057

6,05

7 6,

057

6,05

7

Pro

per

ty r

ates

- p

enal

ties

imp

ose

d a

nd

co

llect

ion

ch

arg

es

0 0

0 0

0 0

0 0

0

Serv

ice

char

ges

- e

lect

rici

ty

20,3

94

20,3

94

21,5

56

11,4

78

11,4

77

11,4

78

11,4

78

11,4

78

11,4

77

Serv

ice

char

ges

- w

ater

6,

181

6,18

1 6,

181

6,18

1 6,

181

6,18

1 6,

181

6,18

1 6,

181

Serv

ice

char

ges

- s

anit

atio

n

2,70

8 2,

703

2,70

8 2,

708

2,70

8 2,

708

2,70

3 2,

708

2,70

8

Serv

ice

char

ges

- r

efu

se

2,13

3 2,

133

2,13

3 2,

132

2,13

3 2,

133

2,13

2 1,

758

1,89

7

Serv

ice

char

ges

- o

ther

1,

262

1,26

2 1,

262

1,26

2 1,

262

1,26

2 1,

262

1,26

2 1,

262

Reg

ion

al S

ervi

ce L

evie

s -

turn

ove

r 0

0 0

0 0

0 0

0 0

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ion

al S

ervi

ce L

evie

s -

rem

un

erat

ion

0

0 0

0 0

0 0

0 0

Ren

tal o

f fa

cilit

ies

and

eq

uip

men

t 97

6 97

6 97

6 97

6 97

6 97

6 97

6 97

6 97

6

Inte

rest

ear

ned

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xter

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inve

stm

ents

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0 50

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0 50

0 50

0 50

0 50

0 50

0 50

0

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rest

ear

ned

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tan

din

g d

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rs

0 0

0 0

0 0

0 0

0

Div

iden

ds

rece

ived

0

0 0

0 0

0 0

0 0

Fin

es

586

586

586

586

586

587

587

586

587

Lice

nse

s an

d p

erm

its

517

517

517

516

517

517

516

517

516

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me

for

agen

cy s

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0 0

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nts

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ipal

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nts

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incl

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mu

nic

ipal

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11,9

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per

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by

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men

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ital

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(list

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(D

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9


Capital Programme 2007/2008

B A CRR/Counter C Total Budget Funding Grant Funding D Project Description (R) (R) (R) Funding Source

Roads 29,008,619 5,405,000 23,603,619 MIG/DHLG/CF

Stormwater 4,949,581 1,903,820 3,045,761 MIG/DHLG/CF

Water and Sanitation 37,235,620 1,826,400 35,409,220 MIG/FBDM

Electricity (include streetlights) 31,040,000 0 31,040,000 DME/LOAN/ESKOM

GURP Projects 23,032,000 0 23,032,000 DHLG

Housing 4,082,970 500,000 3,582,970 DHLG/SUBS

Community Services 3,296,000 653,000 2,643,000 CRR/FBDM/PROV

LED, CBD & Urban Planning Projects 8,214,380 2,935,780 5,278,600 DHLG/CF

Information Technology 1,776,000 1,776,000 0 DSAC/DHLG/FBDM

Transport 12,300,000 0 12,300,000 LOAN

Other 904,000 0 904,000 MIG/CRR

Total 155,839,170 15,000,000 140,839,170

B


Key

Per

form

ance

Are

a ID

P G

oal

K

ey P

erfo

rman

ce

Mea

sure

men

t B

asel

ine

Per

form

ance

tar

get

In

dic

ato

r

un

it

Q

uar

t 1

Q

uar

t 2

Q

uar

t 3

Q

uar

t 4

A

nn

ual

To e

ffec

tive

ly m

on

ito

r an

d m

an-

age

the

dec

linin

g e

con

om

y o

f So

l P

laat

je b

y 20

14.

To m

axim

ise

the

nu

mb

er o

f jo

bs

crea

ted

th

rou

gh

th

e m

un

icip

alit

y’s

loca

l eco

no

mic

dev

elo

pm

ent

init

ia-

tive

s, in

clu

din

g c

apit

al p

roje

cts

by

2010

.

To e

nsu

re t

hat

th

e m

un

icip

al-

ity

spen

t 60

% o

f it

s p

rocu

rem

ent

bu

dg

et o

n g

oo

ds

and

ser

vice

s p

rovi

ded

by

loca

l BEE

an

d S

MM

E en

terp

rise

s an

nu

ally

.

To p

rovi

de

1,21

5 h

ou

seh

old

s in

fo

rmal

are

as w

ith

a m

eter

ed w

ater

co

nn

ecti

on

by

2009

/201

0.

To p

rovi

de

840

ho

use

ho

lds

in f

or-

mal

set

tlem

ents

wit

h b

asic

san

ita-

tio

n b

y 20

09/2

010.

To e

rad

icat

e th

e b

uck

et s

yste

m in

al

l pre

-199

4 fo

rmal

are

as b

y p

rovi

d-

ing

684

ho

use

ho

lds

wit

h s

anit

atio

n

by

2011

/201

2.

To p

rovi

de

8,40

0 h

ou

seh

old

s w

ith

a

wat

er c

on

nec

tio

n in

info

rmal

are

as

by

2011

/201

2.

To r

edu

ce w

ater

loss

es t

o 1

5% b

y 20

10/2

011.

Dev

elo

pm

ent

Pro

gra

mm

e (L

ED)

Bas

ic &

Su

stai

nab

le

Serv

ice

Del

iver

y

% e

con

om

ic g

row

th/

dec

line,

as

mea

sure

d in

te

rms

of

the

Eco

no

-m

on

ito

r.

Nu

mb

er o

f p

erm

anen

t an

d t

emp

ora

ry jo

bs

crea

ted

th

rou

gh

init

ia-

tive

s o

f th

e SP

LM.

% o

f p

rocu

rem

ent

bu

dg

et s

pen

d o

n

pro

curi

ng

fro

m lo

cal

SMM

Es a

nd

BEE

s.

Red

uct

ion

in t

he

nu

mb

er o

f h

ou

seh

old

s in

fo

rmal

are

as w

ith

ou

t m

eter

ed w

ater

co

n-

nec

tio

ns.

Nu

mb

er o

f h

ou

seh

old

s in

fo

rmal

set

tlem

ents

p

rovi

ded

wit

h b

asic

sa

nit

atio

n.

Nu

mb

er o

f b

uck

ets

in

use

in p

re-1

994

form

al

area

s.

Nu

mb

er o

f h

ou

seh

old

s co

nn

ecte

d t

o w

ater

in

info

rmal

are

as.

% r

edu

ctio

n in

wat

er

loss

es.

% g

row

th

Nu

mb

er o

f jo

bs

% s

pen

t

No

. of

ho

use

ho

lds

No

. of

ho

use

ho

lds

No

. of

ho

use

ho

lds

No

. of

ho

use

ho

lds

% r

edu

ctio

n

New

New

60%

0 0 0 0 30%

0% 0 60%

115

0 684

0 26,6

4%

0% 0 60%

385

0 - 0 23,2

8%

0% 0 60%

485

0 - 0 19,9

2%

0% 0 60%

615

0 - 0 16,5

6%

0% 0 60%

1,21

5

0 - 0 16,5

6%

Se

rvic

e d

eli

ve

ry t

arg

ets

& i

nd

ica

tors

FO

R 2

007/2

008,

CA

TEG

OR

ISED

ACCO

RD

ING

TO

ID

P G

OA

LS


To p

rovi

de

8,40

0 h

ou

seh

old

s w

ith

a

san

itat

ion

ser

vice

in in

form

al a

reas

b

y 20

11/2

012.

To e

nsu

re t

hat

50k

ms

of

road

s ar

e su

rfac

ed b

y 20

11.

To h

ave

a fi

ve-y

ear

Inte

gra

ted

Infr

a-st

ruct

ure

an

d A

sset

s M

ain

ten

ance

an

d O

per

atio

ns

Pla

n b

y Ju

ne

2008

To p

rovi

de

shel

ter

for

all b

y 20

14

bas

ed o

n c

urr

ent

dem

og

rap

hic

p

roje

ctio

ns.

To p

rovi

de

7,68

6 h

ou

seh

old

s w

ith

el

ectr

icit

y co

nn

ecti

on

s in

th

e SP

LM

area

by

2011

/201

2.

To r

edu

ce e

lect

rici

ty lo

sses

to

11%

b

y 20

10/2

011.

To p

rovi

de

2,24

9 ad

dit

ion

al h

ou

se-

ho

lds

wit

h a

wee

kly

solid

was

te

rem

ova

l ser

vice

by

2008

/200

9.

Dev

elo

pm

ent

a su

stai

nab

le e

ner

gy

stra

teg

y b

y Ju

ne

2008

an

d a

nn

ual

re

view

th

ereo

f.

To in

crea

se t

he

pay

men

t le

vel t

o

87%

by

2010

/201

1 fo

r cu

rren

t b

ill-

ing

.

To s

pen

d a

t le

ast

85%

of

the

cap

ital

b

ud

get

an

nu

ally

.

Nu

mb

er o

f h

ou

se-

ho

lds

pro

vid

ed w

ith

sa

nit

atio

n s

ervi

ces

in

info

rmal

are

as.

Ad

dit

ion

al k

ms

road

s su

rfac

ed.

Avai

lab

ility

of

a fi

ve-y

ear

Inte

gra

ted

In

fras

tru

ctu

re a

nd

As-

sets

Mai

nte

nan

ce a

nd

O

per

atio

ns

Pla

n.

Nu

mb

er o

f fa

mili

es

pro

vid

ed w

ith

ho

use

s.

Nu

mb

er o

f h

ou

seh

old

s p

rovi

ded

wit

h e

lect

ric-

ity

con

nec

tio

ns.

% r

edu

ctio

n in

ele

ctri

c-it

y lo

sses

.

Nu

mb

er o

f ad

dit

ion

al

ho

use

ho

lds

pro

vid

ed

wit

h w

aste

rem

ova

l se

rvic

es.

Dev

elo

pm

ent

and

im

ple

men

tati

on

of

a su

stai

nab

le e

ner

gy

stra

teg

y.

% p

aym

ent

leve

l

% o

f th

e ca

pit

al b

ud

get

sp

end

an

nu

ally

.

No

. of

ho

use

ho

lds

Kms

Pla

n

No

. of

ho

use

s

No

. of

ho

use

ho

lds

% r

edu

ctio

n

No

. of

ho

use

ho

lds

A su

stai

n-

able

en

erg

y st

rate

gy

Paym

ent

leve

ls

% s

pen

d

0 257

0 0 0 14%

0 0 65%

70%

0 2,5k

m

25%

0 75 13,7

5%

449

25%

66%

10%

0 5km

50%

0 150

13.5

0%

898

50%

68%

38%

0 7,5k

m

75%

0 225

13,2

5%

1,34

7

75%

70%

75%

0 10km

100%

0 300

13%

1,79

6

100%

71%

85%

0 10km

s

100%

0 300

13%

1,79

6

100%

71%

85%

Key

Per

form

ance

Are

a ID

P G

oal

K

ey P

erfo

rman

ce

Mea

sure

men

t B

asel

ine

Per

form

ance

tar

get

In

dic

ato

r

un

it

Q

uar

t 1

Q

uar

t 2

Q

uar

t 3

Q

uar

t 4

A

nn

ual

Mu

nic

ipal

Fin

anci

al

Via

bili

ty &

Man

agem

ent

Bas

ic &

Su

stai

nab

le

Serv

ice

Del

iver

y(C

on

tin

ued

)


2:1

1,14

:1

1:1,

or

mai

nta

in-

ing

th

e cu

rren

t st

atu

s

0 New

8

Mai

nte

nan

ce o

f th

e d

ebt

cove

r-ag

e ra

tio

at

curr

ent

leve

ls o

r at

le

ast

2:1

agai

nst

net

ass

ets

of

the

mu

nic

ipal

ity.

Red

uct

ion

of

the

rati

o o

f o

ut-

stan

din

g s

ervi

ce d

ebto

rs t

o r

ev-

enu

e to

4:5

by

2010

/201

1.

Incr

ease

th

e co

st c

ove

rag

e ra

tio

to

1:1

an

nu

ally

or

mai

nta

in t

he

curr

ent

stat

us.

To e

nsur

e th

at a

ll le

vels

of

pers

on-

nel o

n th

e or

gano

gram

of

the

SPLM

are

100

% r

epre

sent

ativ

e an

d

in li

ne w

ith t

he e

mpl

oym

ent

equi

ty

plan

of

the

Mun

icip

ality

by

2009

.

To e

nh

ance

ser

vice

del

iver

y w

ith

ef

fici

ent

inst

itu

tio

nal

su

pp

ort

by

Jun

e 20

09.

Rati

o o

f d

ebt

cove

rag

e.

Rati

o o

f o

uts

tan

d-

ing

ser

vice

deb

tors

to

re

ven

ue.

Rati

o o

f co

st c

ove

rag

e.

Rep

rese

nti

vity

in t

erm

s o

f th

e SP

LM E

qu

ity

Pla

n.

Imp

rove

tu

rnar

ou

nd

ti

me

of

ten

der

pro

cure

-m

ent

pro

cess

.

Impr

ovem

ent o

n tu

rna-

roun

d tim

e on

app

licat

ions

fo

r bui

ldin

g pl

an a

ppro

val

from

dat

e of

rece

ivin

g th

e co

rrec

t and

com

plet

e ap

plic

atio

n.

Key

Per

form

ance

Are

a ID

P G

oal

K

ey P

erfo

rman

ce

Mea

sure

men

t B

asel

ine

Per

form

ance

tar

get

In

dic

ato

r

un

it

Q

uar

t 1

Q

uar

t 2

Q

uar

t 3

Q

uar

t 4

A

nn

ual

Rati

o

Rati

o

Rati

o

%

rep

rese

nti

vity

Turn

aro

un

d

tim

e

Turn

aro

un

d

tim

e

2:1

1,12

:1

1:1;

, o

r m

ain

tain

-in

g t

he

curr

ent

stat

us

7 % <R3

0k=

2 w

ks<

R200

k=21

days

>R2

00k=

6wks

High

ly

tech

ni-

cal b

ids

requ

iring

ex

pert

ad

vice

and

PP

P’s

=

9 m

onth

s

7

2:1

1,11

:1

1:1;

, o

r m

ain

tain

-in

g t

he

curr

ent

stat

us

15%

<R3

0k=

2 w

ks<

R200

k=21

days

>R2

00k=

6wks

High

ly

tech

ni-

cal b

ids

requ

iring

ex

pert

ad

vice

and

PP

P’s

=

9 m

onth

s

5

2:1

1:1

1:1;

, o

r m

ain

tain

-in

g t

he

curr

ent

stat

us

21%

<R3

0k=

2 w

ks<

R200

k=21

days

>R2

00k=

6wks

High

ly

tech

nica

l bi

ds re

quir-

ing

expe

rt

advi

ce a

nd

PPP’

s =

9

mon

ths

4

2:1

1:1

1:1;

, o

r m

ain

tain

-in

g t

he

curr

ent

stat

us

2

2:1

1:1

1:1;

, o

r m

ain

-ta

inin

g t

he

curr

ent

stat

us

25%

>R2

00=

6wks

High

ly t

echn

ical

bi

ds re

quiri

ng

expe

rt a

dvic

e an

d PP

P’s

=

9 m

onth

s

2

Mu

nic

ipal

Inst

itu

tio

nal

D

evel

op

men

t &

Tr

ansf

orm

atio

n

Mu

nic

ipal

Fin

anci

al

Via

bili

ty &

Man

agem

ent

(Co

nti

nu

ed)

25%

<R3

0k=

2 w

ks<

R200

k=21

days

>R2

00k=

6wks

. Hi

ghly

tech

nica

l bid

s re

quiri

ng e

xper

t adv

ice

and

PPP’

s =

9 m

onth

s

1:1,

or

mai

nta

inin

g t

he

curr

ent

stat

us


Key

Per

form

ance

Are

a ID

P G

oal

K

ey P

erfo

rman

ce

Mea

sure

men

t B

asel

ine

Per

form

ance

tar

get

In

dic

ato

r

un

it

Q

uar

t 1

Q

uar

t 2

Q

uar

t 3

Q

uar

t 4

A

nn

ual

To e

nsu

re c

om

ple

tio

n o

f a

Hu

man

Re

sou

rce

Stra

teg

y, a

lign

ed w

ith

th

e ID

P b

y 20

08.

To e

nsu

re 1

00%

imp

lem

enta

tio

n

of

the

Inst

itu

tio

nal

Tra

nsf

orm

atio

n

Init

iati

ve b

y th

e en

d o

f 2

010/

2011

. To

en

sure

100

% e

xpen

dit

ure

of

the

allo

cate

d b

ud

get

to

imp

lem

ent

the

Wo

rkp

lace

Ski

lls P

lan

an

nu

ally

.

To d

esig

n a

nd

po

pu

late

an

org

anis

a-ti

on

al s

tru

ctu

re b

y 20

10/2

011.

To e

nsu

re t

hat

th

e M

IS S

trat

egy

is

fully

imp

lem

ente

d b

y Ju

ly 2

008.

To e

stab

lish

str

uct

ure

d p

ub

lic p

arti

c-ip

atio

n p

roce

sses

fo

r th

e d

iffe

ren

t le

vels

of

pla

nn

ing

an

d d

evel

op

men

t b

y th

e M

un

icip

alit

y b

y Ju

ly 2

007.

To e

nsu

re t

hat

a c

om

pre

hen

sive

co

mm

un

icat

ion

str

ateg

y is

in p

lace

b

y Se

pte

mb

er 2

007.

Imp

rove

men

t o

n t

urn

a-ro

un

d t

ime

on

ap

plic

a-ti

on

s fo

r d

evel

op

men

t ap

plic

atio

ns

fro

m d

ate

of

rece

ivin

g t

he

corr

ect

and

co

mp

lete

ap

plic

a-ti

on

(ex

cl. a

pp

eals

, EIA

s,

Traf

fic

Imp

act

Stu

die

s,

etc.

).

Fin

alis

atio

n a

nd

imp

le-

men

tati

on

of

the

HR

St

rate

gy.

Pro

gre

ss w

ith

th

e d

evel

op

men

t an

d

imp

lem

enta

tio

n o

f th

e In

stit

uti

on

al T

ran

sfo

rma-

tio

n In

itia

tive

.

% e

xpen

dit

ure

of

bu

dg

et.

Des

ign

an

d p

op

ula

tio

n

of

the

org

anis

atio

nal

st

ruct

ure

.

Imp

lem

enta

tio

n o

f th

e M

IS.

No

of

war

d c

om

mit

tees

es

tab

lish

ed a

nd

fu

nc-

tio

nal

. A f

orm

ally

co

nst

i-tu

ted

IDP

Rep

fo

rum

.

Co

mp

reh

ensi

ve c

om

-m

un

icat

ion

str

ateg

y av

aila

ble

.

Turn

aro

un

d

tim

e

% c

om

ple

tio

n

HR

Str

ateg

y

% p

rog

ress

% im

ple

men

ta-

tio

n

% p

rog

ress

% p

rog

ress

No

. of

com

mit

tees

Co

mm

un

ica-

tio

n s

trat

egy

27 0 10%

100%

0 0 23 0

25 25%

20%

25%

25%

25%

All w

ard

s

100%

20 50%

30%

50%

50%

50%

All w

ard

s

15 75%

40%

75%

75%

75%

All w

ard

s

12 100%

40%

100%

100%

100%

All w

ard

s

12 1 40 100%

100%

Des

ign

100%

All w

ard

s

100%

Go

od

Go

vern

ance

&

Pu

blic

Par

tici

pat

ion

Mu

nic

ipal

Inst

itu

tio

nal

D

evel

op

men

t &

Tr

ansf

orm

atio

n(C

on

tin

ued

)


Key

Per

form

ance

Are

a ID

P G

oal

K

ey P

erfo

rman

ce

Mea

sure

men

t B

asel

ine

Per

form

ance

tar

get

In

dic

ato

r

un

it

Q

uar

t 1

Q

uar

t 2

Q

uar

t 3

Q

uar

t 4

A

nn

ual

To e

nsu

re a

n u

nq

ual

ifie

d a

ud

it

rep

ort

by

2010

.

Imp

rove

th

e sa

tisf

acti

on

of

resi

-d

ents

an

d c

ou

nci

llors

wit

h f

ron

t-lin

e, f

ace-

to-f

ace

and

ove

r-th

e co

un

ter

serv

ices

by

2010

.

A q

ual

ifie

d a

ud

it r

epo

rt;

lead

ing

up

to

an

un

-q

ual

ifie

d a

ud

it o

pin

ion

.

Cu

sto

mer

sat

isfa

ctio

n

as m

easu

red

acc

ord

ing

to

th

e Li

kert

sca

le.

Au

dit

op

inio

nC

ust

om

er

sati

sfac

tio

nD

iscl

aim

er

New

----

--Q

ual

ifie

d

aud

it

op

inio

n

Qu

alif

ied

au

dit

o

pin

ion

Go

od

Go

vern

ance

&

Pu

blic

Par

tici

pat

ion

(Co

nti

nu

ed)


RE

VEN

UE R

EP

OR

T

AS A

T 3

1 D

ECEM

BER

2007

IN

CO

ME B

Y SO

UR

CE

An

nu

al B

ud

get

Q

tr1

Bu

dg

eted

Q

tr2

Bu

dg

eted

To

tal B

ud

get

A

ctu

al

Var

ian

ce

Var

ian

ce %

20

08

Ta

rget

Ta

rget

3

1 D

ec 2

00

7

31

Dec

20

07

Pro

per

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ates

10

5,57

2,00

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26

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52

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2

Pro

per

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pen

alti

es

0 0

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0 0

0.00

Serv

ice

char

ges

- e

lelc

tric

ity

reve

nu

e 16

5,63

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41

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82

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rev

enu

e 94

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4

Serv

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char

ges

- s

anit

atio

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even

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32,4

73,0

00

8,11

8,25

0 8,

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36,5

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ges

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ther

15

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787,

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7,25

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574,

500

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f fa

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eq

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1


EX

PE

ND

ITU

RE

A

S A

T 3

1 D

ECEM

BER

2007

BY V

OTE

Dir

ecto

rate

Exe

cuti

ve &

Co

un

cil

Mu

nic

ipal

Gen

eral

Mu

nic

ipal

Man

ager

Co

rpo

rate

Ser

vice

sC

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mu

nit

y Se

rvic

esFi

nan

cial

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vice

sSt

rate

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n &

Dev

Infr

astr

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& S

erv

TOTA

LExp

end

itu

reEm

plo

yee

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ted

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sts

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un

erat

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of

Co

un

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ad D

ebts

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llect

ion

Co

sts

Dep

reci

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pai

rs &

Mai

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nan

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tere

st P

aid

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lk P

urc

has

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on

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po

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TOTA

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cuti

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late

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pai

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TOTA

L

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B

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20

06

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00

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8

12

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71

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91

,473

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20

,777

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38

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81

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10

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5,

700,

504

6,82

0,54

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452,

117

3,26

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491

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25,0

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89,8

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52,4

89

80,9

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37

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41

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10

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20

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41

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68,3

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17,5

39,1

17

19,8

42,4

09

3,63

5,30

8 7,

623,

666

20,4

40,3

40

-597

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28

6,58

7,99

4 29

9,70

8,89

4 77

,110

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14

9,92

6,06

6 31

8,84

8,88

5 -1

9,13

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.00%

5

29

,18

9,1

15

5

79

,82

5,8

56

1

42

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1,2

27

1

29

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0,2

09

5

94

,24

7,9

55

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4,4

22

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9

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19

9,36

2,80

5 22

2,72

8,22

7 56

,070

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11

5,91

0,62

6 22

6,13

3,81

2 -3

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9,

656,

229

9,67

8,65

5 2,

232,

299

4,45

6,32

4 8,

900,

698

777,

957

8.74

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40,0

00,0

00

56,0

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00

18,6

66,6

67

32,6

66,6

67

56,0

00,0

00

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00%

77

7,09

7 69

0,00

0 10

7,04

4 36

5,51

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%

29,8

12,9

60

28,9

99,3

05

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nd a

re n

ot p

art

of b

ucke

t er

adic

atio

n.

1

4

3

2


K

ey

P

erfo

rman

ce

A

rea

Bas

ic &

Su

stai

nab

le

Serv

ice

Del

iver

y

ID

P G

oal

To e

rad

icat

e th

e b

uck

et s

yste

m in

all

pre

-199

4 fo

rmal

are

as b

y p

rovi

din

g 6

82

ho

use

ho

lds

wit

h s

anit

atio

n b

y 20

11/2

012

To p

rovi

de

8,40

0 h

ou

seh

old

s w

ith

a

wat

er c

on

nec

tio

n in

info

rmal

are

as b

y 20

11/2

012

To r

edu

ce w

ater

loss

es t

o 1

5% b

y 20

10/2

011

To p

rovi

de

8,40

0 h

ou

seh

old

s w

ith

a

san

itat

ion

ser

vice

in in

form

al a

reas

by

2011

/201

2

To e

nsu

re t

hat

50k

ms

of

road

s ar

e su

r-fa

ced

by

2011

To h

ave

a fi

ve-y

ear

Inte

gra

ted

Infr

astr

uc-

ture

an

d A

sset

s M

ain

ten

ance

an

d

O

per

atio

ns

Pla

n b

y Ju

ne

2008

To p

rovi

de

shel

ter

for

all b

y 20

14 b

ased

on

cu

rren

t d

emo

gra

ph

ic p

roje

ctio

ns

To p

rovi

de

7,68

6 h

ou

seh

old

s w

ith

ele

c-tr

icit

y co

nn

ecti

on

s in

th

e SP

LM a

rea

by

2011

/201

2

To r

edu

ce e

lect

rici

ty lo

sses

to

11%

by

2010

/201

1

K

ey

P

erfo

rman

ce

In

dic

ato

r

Nu

mb

er o

f b

uck

ets

in u

se in

p

re-1

994

form

al a

reas

Nu

mb

er o

f h

ou

seh

old

s

con

nec

ted

to

wat

er in

in

form

al a

reas

% r

edu

ctio

n in

wat

er lo

sses

Nu

mb

er o

f h

ou

seh

old

s p

rovi

ded

wit

h s

anit

atio

n

serv

ices

in in

form

al a

reas

Ad

dit

ion

al k

ms

road

s

surf

aced

Avai

lab

ility

of

a fi

ve-y

ear

Inte

gra

ted

Infr

astr

uct

ure

an

d A

sset

s M

ain

ten

ance

an

d O

per

atio

ns

Pla

n

Nu

mb

er o

f fa

mili

es

pro

vid

ed w

ith

ho

use

s

Nu

mb

er o

f h

ou

seh

old

s p

rovi

ded

wit

h e

lect

rici

ty

con

nec

tio

ns

% r

edu

ctio

n in

ele

ctri

city

lo

sses

M

easu

rem

ent

un

it

No

. of

ho

use

ho

lds

No

. of

ho

use

ho

lds

% r

edu

ctio

n

No

. of

ho

use

ho

lds

Kms

Pla

n

No

. of

ho

use

s

No

. of

ho

use

ho

lds

% r

edu

ctio

n

B

asel

ine

Per

form

A

ctu

al

Targ

et

Ach

ieve

d

Q

uar

ter

2

Qu

arte

r 2

0 68

4 72

8

0 N

o t

arg

et s

et

1000

30%

23

,28%

N

o In

form

atio

n

0 N

o t

arg

et s

et

50

257

5km

5,

7Km

0 50

%

20%

0 0

0

0 15

0 94

14%

13

.50%

13

,55%

5. A

fter

rec

onci

liati

on o

f th

e b

ackl

og t

his

num

ber

was

era

dic

ated

. 6.

Ap

pro

xim

ate

num

ber

of

extr

a ho

useh

old

s w

ith

acce

ss t

o st

and

pip

es in

str

eet

(200

m d

ista

nce

as p

er N

atio

nal r

equi

rem

ent)

.7.

The

wat

er lo

ss p

erce

ntag

e w

as la

st u

pd

ated

in O

ctob

er 2

007

and

is a

ffec

ted

by

the

inac

cura

te f

igur

es f

rom

the

Rev

enue

Col

lect

ion

info

rmat

ion.

Som

e of

the

fig

ures

are

est

imat

ed a

nd n

ot A

ctua

l Rea

din

gs.

8. D

ue t

o ad

dit

iona

l fun

din

g m

ore

Km o

f ro

ads

coul

d b

e co

nstr

ucte

d.

9. E

xtra

fun

din

g ne

eds

to b

e se

cure

d t

o d

o a

surv

ey a

nd a

sses

smen

t of

exi

stin

g in

fras

truc

ture

bef

ore

pla

n ca

n b

e p

rod

uced

whi

ch d

elay

ed t

he p

roce

ss.

10. N

o fu

ndin

g al

loca

ted

by

DH

LG f

or p

rovi

sion

of

hous

ing.

5

8

7

6

9

10


K

ey

P

erfo

rman

ce

A

rea

Mu

nic

ipal

Fin

anci

al

Via

bili

ty &

Man

agem

ent

Mu

nic

ipal

Inst

itu

tio

nal

D

evel

op

men

t &

Tran

sfo

rmat

ion

al

ID

P G

oal

To p

rovi

de

2,24

9 ad

dit

ion

al h

ou

seh

old

s w

ith

a w

eekl

y so

lid w

aste

rem

ova

l ser

vice

b

y 20

08/2

009

Dev

elo

p a

su

stai

nab

le e

ner

gy

stra

teg

y b

y Ju

ne

2008

an

d a

nn

ual

rev

iew

th

ereo

f

To in

crea

se t

he

pay

men

t le

vel t

o 8

7% b

y 20

10/2

011

for

curr

ent

bill

ing

To s

pen

d a

t le

ast

85%

of

the

cap

ital

b

ud

get

an

nu

ally

Mai

nte

nan

ce o

f th

e d

ebt

cove

rag

e ra

tio

at

cu

rren

t le

vels

or

at le

ast

2:1

agai

nst

net

as

sets

of

the

mu

nic

ipal

ity

Red

uct

ion

of

the

rati

o o

f o

uts

tan

din

g

serv

ice

deb

tors

to

rev

enu

e to

4:5

by

2010

/201

1

Incr

ease

th

e co

st c

ove

rag

e ra

tio

to

1:1

an

nu

ally

or

mai

nta

in t

he

curr

ent

stat

us

To e

nsu

re t

hat

all

leve

ls o

f p

erso

nn

el o

n

the

org

ano

gra

m o

f th

e SP

LM is

100

% r

ep-

rese

nta

tive

an

d li

ne

wit

h t

he

Emp

loym

ent

Equ

ity

Pla

n o

f th

e M

un

icip

alit

y b

y 20

09

K

ey

P

erfo

rman

ce

In

dic

ato

r

Nu

mb

er o

f ad

dit

ion

al

ho

use

ho

lds

pro

vid

ed w

ith

w

aste

rem

ova

l ser

vice

s

Dev

elo

pm

ent

and

imp

le-

men

tati

on

of

a su

stai

nab

le

ener

gy

stra

teg

y

% p

aym

ent

leve

l

% o

f th

e ca

pit

al b

ud

get

sp

end

an

nu

ally

Rati

o o

f d

ebt

cove

rag

e

Rati

o o

f o

uts

tan

din

g s

ervi

ce

deb

tors

to

rev

enu

e

Rati

o o

f co

st c

ove

rag

e

Rep

rese

nti

vity

in t

erm

s o

f th

e SP

LM E

qu

ity

Pla

n

M

easu

rem

ent

un

it

No

. of

ho

use

ho

lds

A su

stai

nab

le

ener

gy

stra

teg

y

Paym

ent

leve

ls

% s

pen

d

Rati

o

Rati

o

Rati

o

% r

epre

sen

tivi

ty

B

asel

ine

Per

form

A

ctu

al

Targ

et

Ach

ieve

d

Q

uar

ter

2

Qu

arte

r 2

0 89

8 76

0

0 45

%

35%

65%

68

%

90%

70%

38

%

15,1

1%

2:1

2:1

48,1

0:1

1,14

:1

1,11

:1

3,95

:1

1:1

or m

aint

aini

ng

1:1

or m

aint

aini

ng

2,56

:1

th

e cu

rren

t st

atus

th

e cu

rren

t st

atus

0 15

%

25%

11. N

ew h

ouse

hold

s th

at r

ecei

ved

ser

vice

s si

nce

Dec

200

7 in

Hill

cres

t an

d S

oul C

ity.

12. S

ee a

ttac

hed

det

ail I

DP

Proj

ect

Imp

lem

enta

tion

Pro

gres

s Re

por

t

11

12

Bas

ic &

Su

stai

nab

le

Serv

ice

Del

iver

y

(Co

nti

nu

ed)


K

ey

P

erfo

rman

ce

A

rea

Inst

itu

tio

nal

Dev

elo

pm

ent

&

Tr

ansf

orm

atio

n

ID

P G

oal

To e

nh

ance

ser

vice

del

iver

y w

ith

eff

icie

nt

inst

itu

tio

nal

su

pp

ort

by

Jun

e 20

09

To e

nsu

re c

om

ple

tio

n o

f a

Hu

man

Re

sou

rce

Stra

teg

y, a

lign

ed w

ith

th

e ID

P b

y 20

08

K

ey

P

erfo

rman

ce

In

dic

ato

r

Imp

rove

tu

rnar

ou

nd

tim

e o

f te

nd

er p

rocu

rem

ent

pro

cess

Imp

rove

men

t o

n t

urn

a-ro

un

d t

ime

on

ap

plic

atio

ns

for

bu

ildin

g p

lan

ap

pro

val

fro

m d

ate

of

rece

ivin

g t

he

corr

ect

and

co

mp

lete

ap

plic

atio

n

Imp

rove

men

t o

n t

urn

a-ro

un

d t

ime

on

ap

plic

atio

ns

for

dev

elo

pm

ent

app

lica-

tio

ns

fro

m d

ate

of

rece

ivin

g

the

corr

ect

and

co

mp

lete

ap

plic

atio

n (

excl

. ap

pea

ls,

EIAs

, Tra

ffic

Imp

act

Stu

die

s,

etc.

)

Fin

alis

atio

n a

nd

imp

lem

enta

tio

n o

f th

e H

R

Stra

teg

y

M

easu

rem

ent

un

it

Tu

rnar

ou

nd

tim

e

Turn

aro

un

d t

ime

wee

ks

Turn

aro

un

d t

ime

wee

ks

% C

om

ple

tio

n

Stra

teg

y

B

asel

ine

Per

form

A

ctu

al

Targ

et

Ach

ieve

d

Q

uar

ter

2

Qu

arte

r 2

<

R30

k=2

wks

<

R20

0k=

21d

ays

>

R20

0k=

6wks

H

igh

ly t

ech

nic

al

No

Bas

elin

e

bid

s re

qu

irin

g

ex

per

t ad

vice

an

d

P

PP

’s =

9 m

on

ths

8

5 4

27

20

30

0 50

%

40%

13. T

his

ind

icat

or c

anno

t b

e m

easu

red

due

to

the

fact

tha

t th

e p

rocu

rem

ent

pro

cess

was

dec

entr

alis

ed a

nd a

dm

inis

tere

d b

y re

leva

nt li

ne m

anag

ers

thro

ugh

Com

mit

tee

Serv

ices

. Sta

tist

ics

wer

e no

t ke

pt.

T

he p

roce

ss h

as n

ow b

een

cent

ralis

ed t

o en

hanc

e th

e p

rocu

rem

ent

pro

cess

.14

. Del

ays

have

occ

urre

d d

urin

g th

e co

mm

ents

pro

cess

by

othe

r st

akeh

old

ers

wit

hin

the

mun

icip

alit

y on

sub

mit

ted

ap

plic

atio

ns.

15.

Dur

ing

the

wor

k on

the

HR

Str

ateg

y it

was

rea

lised

tha

t al

l the

HR

Pol

icie

s ne

ed f

irst

to b

e re

vise

d in

ord

er t

o gi

ve b

ette

r gu

idan

ce t

owar

ds

pre

par

ing

a so

lid H

R S

trat

egy.

Thi

s is

in p

roce

ss a

nd t

he t

arge

t ne

eds

to b

e re

asse

ssed

.

14

13

15


K

ey

P

erfo

rman

ce

A

rea

Go

od

Go

vern

ance

&

Pu

blic

Par

tici

pat

ion

ID

P G

oal

To e

nsu

re 1

00%

imp

lem

enta

tio

n o

f th

e In

stit

uti

on

al T

ran

sfo

rmat

ion

Init

iati

ve b

y th

e en

d o

f 2

010/

2011

To e

nsu

re 1

00%

exp

end

itu

re o

f th

e al

lo-

cate

d b

ud

get

to

imp

lem

ent

the

Wo

rkp

lace

Sk

ills

Pla

n a

nn

ual

ly

To d

esig

n a

nd

po

pu

late

an

org

anis

atio

nal

st

ruct

ure

by

2010

/201

1

To e

nsu

re t

hat

th

e M

IS S

trat

egy

is f

ully

im

ple

men

ted

by

July

200

8

To e

stab

lish

a s

tru

ctu

red

pu

blic

par

tici

pat

ion

pro

cess

es f

or

the

dif

fere

nt

leve

ls o

f p

lan

nin

g a

nd

dev

elo

pm

ent

by

the

Mu

nic

ipal

ity

by

July

200

7

To e

nsu

re t

hat

a c

om

pre

hen

sive

com

mu

nic

atio

n s

trat

egy

is in

pla

ce b

y

Sep

tem

ber

200

7

To e

nsu

re a

n u

nq

ual

ifie

d a

ud

it r

epo

rt b

y 20

10

Imp

rove

th

e sa

tisf

acti

on

of

resi

den

ts a

nd

co

un

cillo

rs w

ith

fro

nt-

line,

fac

e-to

-fac

e an

d o

ver-

the

cou

nte

r se

rvic

es b

y 20

10

K

ey

P

erfo

rman

ce

In

dic

ato

r

Pro

gre

ss w

ith

th

e d

evel

op

-m

ent

and

imp

lem

enta

tio

n

of

the

Inst

itu

tio

nal

Tra

nsf

or-

mat

ion

Init

iati

ve

% e

xpen

dit

ure

of

bu

dg

et

Des

ign

an

d p

op

ula

tio

n o

f th

e o

rgan

isat

ion

al s

tru

ctu

re

Imp

lem

enta

tio

n o

f th

e M

IS

No

of

war

d c

om

mit

tees

es

tab

lish

ed a

nd

fu

nct

ion

al

A fo

rmal

ly c

on

stit

ute

d ID

P

Rep

fo

rum

Co

mp

reh

ensi

ve c

om

mu

ni-

cati

on

str

ateg

y av

aila

ble

A q

ual

ifie

d a

ud

it r

epo

rt;

lead

ing

up

to

an

u

nq

ual

ifie

d a

ud

it o

pin

ion

Cu

sto

mer

sat

isfa

ctio

n a

s m

easu

red

acc

ord

ing

to

th

e Li

kert

sca

le

M

easu

rem

ent

un

it

% p

rog

ress

% im

ple

men

tati

on

% p

rog

ress

% p

rog

ress

No.

of

com

mitt

ees

Co

nst

itu

ted

IDP

Re

p F

oru

m

Co

mm

un

icat

ion

st

rate

gy

Au

dit

op

inio

n

Cu

sto

mer

sa

tisf

acti

on

B

asel

ine

Per

form

A

ctu

al

Targ

et

Ach

ieve

d

Q

uar

ter

2

Qu

arte

r 2

10%

20

%

20%

100%

50

%

60%

0 50

%

20%

0 50

%

No

info

rmat

ion

23

28

28

0 10

0%

100%

0 10

0%

95%

Dis

clai

mer

--

N

o b

asel

ine

New

N

o t

arg

et s

et

0

16. M

acro

Org

anis

atio

nal S

truc

ture

in p

lace

, fiv

e D

irect

ors

app

oint

ed a

nd c

apac

ity

bui

ldin

g p

roce

ss 5

0% c

omp

lete

d. M

icro

Org

anis

atio

n an

alys

ed a

nd a

s is

org

anog

ram

pre

par

ed w

ith

pro

pos

als

to f

ill g

aps.

An

tici

pat

e to

do

a sk

ills

and

nee

ds

aud

it o

f hu

man

res

ourc

es o

nce

fund

ing

has

bee

n se

cure

d.

17. D

urin

g th

e fi

rst

six-

mon

th p

erio

d t

he f

und

s w

ere

mai

nly

spen

t on

Saf

ety

and

firs

t ai

d t

rain

ing.

For

the

sec

ond

hal

f of

the

fin

anci

al y

ear

the

fund

s w

ill m

ainl

y b

e sp

ent

on p

roto

col,

fire

brig

ade

and

tra

ffic

saf

ety

trai

ning

.18

. See

foo

tnot

e 12

19. D

raft

Str

ateg

y in

pla

ce, t

o b

e ta

ble

d t

o EM

T in

Mar

ch 2

008

20. I

nter

nal A

udit

has

con

duc

ted

fol

low

-up

aud

its

on t

he A

udit

or G

ener

al’s

Rep

ort

to e

nsur

e th

at t

he r

ecom

men

dat

ions

con

tain

ed in

his

rep

ort

are

imp

lem

ente

d. A

n ac

tion

pla

n w

ith

due

dat

es h

ave

bee

n co

mp

iled

and

f

ollo

w-u

ps

are

cond

ucte

d b

y In

tern

al A

udit

to

ensu

re t

hat

due

dat

es a

re a

dhe

red

to.

Las

t up

dat

e Se

pt

2007

.21

. A P

roce

ss P

lan

is b

eing

pre

par

ed a

t th

e m

omen

t w

hich

will

ind

icat

e ho

w t

he c

usto

mer

sat

isfa

ctio

n su

rvey

sho

uld

be

cond

ucte

d in

a s

cien

tifi

c m

anne

r. R

esea

rch

is a

lso

bei

ng d

one

on h

ow o

ther

mun

icip

alit

ies

are

doi

ng t

his.

16

20

1817

21

19


2. The Capital Budget is also inflated due to project budgets being reflected in the Municipality’s Capital Budget but the project is either being implemented by external institutions without the funds actually being with the Municipality, or budgets that are be-ing reflected in this financial year but which will only be spent in the next financial year – this will be cor-rected during the adjustment budget, and include the following amounts:

KEY NOTES ON 2007/2008 CAPITAL SPENT REPORT

1 JULY 2007 TO 31 DCEMBER 2007

A summary of the actual capital spent against budget for the period 1 July 2007 to 31 December 2008 is indicated as only 15,11%. This is, however, not a true reflection as the following should be taken into consideration:

1. The actual amount spent on a project does not in-clude committed amounts which are reflected on financial statements. Although these amounts have not yet been paid out the funds have already been committed and should therefore be added to the ac-tual spent amount – this amounted to R18,442,417.

Project Name Budget Comment

Ripple control and area injection equipment R10,000,000 Project being implemented by Eskom. Expenditure not incurred through SPM books.

Electricity – New Hospital R7,000,000 SPM will handle the payment certificates and claim pay ments from Department of Health. Transformers have been ordered but delivery is only in 12 months time. See detail in project progress report.

Nodal Projects funded from NDPG R16,450,000 Funding will only become available after Nodal Projects have been identified through the feasibility studies being conducted at present.

Lerato Park development R9,633.960 Negotiations ongoing with DHLG and ABSAdevco to do the development.

Platfontein R1,800,000 Project being implemented by DHLG.

Soul City: Bus and Taxi Routes R2,132,339 Project being implemented by DHLG.

Transport Infrastructure System R11,000,000 The MOA with NDoT was only signed in December 2007.

Total R58,016,299

Should the above amounts be omitted and the commitments included in the calculation of actual spent against budget for the period 1 July 2007 to 31 December 2007, the actual spent against budget is 35%.

-


ANNEXURE 3


MU

LTI-

YEA

R

MU

NIC

IPA

L P

ER

FO

RM

AN

CE P

LA

N (

INSTIT

UTIO

NA

L S

CO

RE

CA

RD

) 2008/2

009

- 2

011/2

012

Key

Perf

orm

ance

Indi

cato

r

A Re

view

ed L

ED S

trat

egy

in li

ne

wit

h t

he

Nat

ion

al

Fram

ewo

rk f

or

Loca

l Eco

-n

om

ic D

evel

op

men

t in

SA

by

July

200

8

App

licat

ion

of

the

Eco

no

-m

on

ito

r to

mea

sure

g

row

th t

end

enci

es in

th

e Lo

cal E

con

om

y b

y Ju

ne

2010

Co

un

cil a

do

pte

d C

DS

wit

h

a d

etai

led

imp

lem

enta

tio

n

fram

ewo

rk a

nd

bu

dg

et in

o

rder

to

co

mm

ence

wit

h

imp

lem

enta

tio

n b

y Ju

ly

2009

.

Nu

mb

er o

f jo

bs

crea

ted

th

rou

gh

init

iati

ves

of

the

SPM

(in

clu

din

g E

PWP

an

d

ow

n p

roje

cts)

% o

f p

rocu

rem

ent

bu

dg

et

spen

d o

n p

rocu

rin

g f

rom

lo

cal S

MM

Es a

nd

BEE

s

Nu

mb

er o

f h

ou

seh

old

s in

fo

rmal

are

as p

rovi

ded

wit

h

met

ered

wat

er c

on

nec

-ti

on

s

Mea

sure

men

t un

it

% P

rog

ress

to

co

mp

lete

a

revi

ewed

LED

St

rate

gy

% A

pp

licat

ion

% P

rog

ress

of

pre

par

atio

n a

nd

ap

pro

val o

f C

DS

Nu

mb

er o

f jo

bs

% p

rocu

rem

ent

No

. of

ho

use

ho

lds

Per

form

ance

Tar

get

Bas

elin

e

2008

/200

9 20

09/2

010

2010

/201

1 20

11/2

012

(31/

12/0

7)

0%

10

0%

100%

10

0%

100%

0%

0%

10

0%

100%

10

0%

50

%

0.00

%

75.0

0%

100.

00%

10

0%

1,

848

new

n

ew

new

n

ew

no b

asel

ine

due

to

60%

60

%

60%

60

%sy

stem

s lim

itatio

n

42

2 60

0 0

0 0

Stra

teg

ic O

bje

ctiv

e

To p

rovi

de

a so

un

d, a

ffo

rdab

le a

nd

pre

di-

cab

le e

nvi

ron

men

t fo

r b

usi

nes

s to

co

ntr

ol

its

risk

s an

d c

ost

s in

ord

er t

o e

xpan

d e

xist

-in

g e

con

om

ic a

ctiv

ity

and

to

att

ract

new

d

evel

op

men

t

To m

axim

ise

the

nu

mb

er o

f jo

bs

crea

ted

th

rou

gh

th

e m

un

icip

alit

y’s

loca

l eco

no

mic

d

evel

op

men

t in

itia

tive

s, in

clu

din

g c

apit

al

pro

ject

s b

y 20

12

To e

nsu

re t

hat

th

e m

un

icip

alit

y sp

end

s 60

% o

f it

s p

rocu

rem

ent

bu

dg

et o

n g

oo

ds

and

ser

vice

s p

rovi

ded

by

loca

l BEE

an

d

SMM

E en

terp

rise

s an

nu

ally

To p

rovi

de

1,21

5 h

ou

seh

old

s in

fo

rmal

ar

eas

wit

h a

met

ered

wat

er c

on

nec

tio

n b

y Ju

ne

2009

/201

0

Key

Per

form

ance

Are

a

1.

Loca

l Eco

no

mic

Dev

elo

pm

ent

2.

Sust

ain

able

Ser

vice

D

eliv

ery


Key

Per

form

ance

Are

a

2.

Sust

ain

able

Ser

vice

D

eliv

ery

(Co

nti

nu

ed)

Stra

teg

ic O

bje

ctiv

e

To p

rovi

de

5,64

5 h

ou

seh

old

s in

fo

rmal

se

ttle

men

ts w

ith

bas

ic s

anit

atio

n b

y 20

11/2

012

To p

rovi

de

8,40

0 h

ou

seh

old

s w

ith

wa-

ter

con

nec

tio

ns

in in

form

al a

reas

by

2011

/201

2

To p

rovi

de

8,40

0 h

ou

seh

old

s w

ith

sa

nit

atio

n s

ervi

ces

in in

form

al a

reas

by

2011

/201

2

To r

edu

ce w

ater

loss

es t

o 1

5% b

y 20

10/2

011

To r

edu

ce e

lect

rici

ty lo

sses

to

11%

by

2010

/201

1

To e

nsu

re t

hat

50k

ms

of

road

s ar

e su

r-fa

ced

by

2011

/201

2. (

Tota

l bac

klo

g 2

57

Km)

To p

rovi

de

shel

ter

for

all b

y 20

14 b

ased

o

n c

urr

ent

dem

og

rap

hic

pro

ject

ion

s.

(Bac

klo

g 1

4,79

4 u

nit

s)

To p

rovi

de

1,80

0 h

ou

seh

old

s w

ith

ele

ctri

c-it

y co

nn

ecti

on

s in

th

e So

l Pla

atje

mu

-n

icip

al a

rea

by

2011

/201

2 (T

ota

l bac

klo

g

7,68

6)

Key

Perf

orm

ance

Indi

cato

r

Nu

mb

er o

f h

ou

seh

old

s in

fo

rmal

are

as p

rovi

ded

wit

h

met

ered

wat

er c

on

nec

-ti

on

s

Nu

mb

er o

f h

ou

seh

old

s co

nn

ecte

d t

o w

ater

in

info

rmal

are

as

Nu

mb

er o

f h

ou

seh

old

s co

nn

ecte

d w

ith

san

itat

ion

se

rvic

es in

info

rmal

are

as

% r

educ

tion

in w

ater

loss

es

% r

edu

ctio

n in

ele

ctri

city

lo

sses

Ad

dit

ion

al k

ms

road

s su

r-fa

ced

No

of

sub

sid

ised

ho

use

s p

rovi

ded

Pre

par

atio

n o

f a

five

-yea

r In

teg

rate

d H

ou

sin

g P

lan

by

July

200

8

Nu

mb

er o

f h

ou

seh

old

s p

rovi

ded

wit

h e

lect

rici

ty

con

nec

tio

ns

Mea

sure

men

t un

it

No

. of

ho

use

ho

lds

No

. of

ho

use

ho

lds

No

. of

ho

use

ho

lds

% r

edu

ctio

n

% r

edu

ctio

n

No

of

Km

No

. of

ho

ush

old

s

% p

rog

ress

No

of

ho

use

ho

lds

Per

form

ance

Tar

get

Bas

elin

e

2008

/200

9 20

09/2

010

2010

/201

1 20

11/2

012

(31/

12/0

7)

66

1 12

50

1250

12

50

1,25

0

1,

000

1750

17

50

1750

1,

750

50

17

50

1750

17

50

1,75

0

30

%

26%

22

%

18%

15

%

13

.55%

12

.55%

12

.00%

11

.55%

11

%

5,

7Km

10

Km

10Km

10

Km

10Km

0

Depe

nden

t on

the

com

plet

ion

of a

five

-yea

r

Ho

usin

g Pl

an a

nd In

fras

truc

ture

Inve

stm

ent P

lan

0%

10

0%

100%

10

0%

100%

94

30

0 30

0 30

0 30

0


Key

Per

form

ance

Are

aSt

rate

gic

Ob

ject

ive

To e

nsu

re t

hat

all

ho

use

ho

lds

rece

ive

a w

eekl

y so

lid w

aste

rem

ova

l ser

vice

To m

axim

ise

the

nu

mb

er o

f in

dig

ent

ho

use

ho

lds

rece

ivin

g f

ree

bas

ic s

ervi

ces

by

2011

/201

2

Imp

rove

th

e sa

tisf

acti

on

of

resi

den

ts a

nd

co

un

cillo

rs w

ith

fro

nt-

line,

fac

e-to

-fac

e an

d o

ver-

the

cou

nte

r se

rvic

es b

y 20

10

Key

Perf

orm

ance

Indi

cato

r

Nu

mb

er o

f ad

dit

ion

al

ho

use

ho

lds

pro

vid

ed

wit

h s

olid

was

te r

emo

val

serv

ices

To m

axim

se t

he

nu

mb

er

of

ind

igen

t h

ou

seh

old

s re

ceiv

ing

fre

e b

asic

wat

er

by

2011

/201

2

To m

axim

ise

the

nu

mb

er

of

ind

igen

t h

ou

seh

old

s re

-ce

ivin

g f

ree

bas

ic e

lect

ric-

ity

by

2011

/201

2

To m

axim

ise

the

nu

mb

er

of

ind

igen

t h

ou

seh

old

s re

-ce

ivin

g f

ree

bas

ic a

lter

na-

tive

en

erg

y b

y 20

11/2

012

Cu

sto

mer

sat

isfa

ctio

n a

s m

easu

red

acc

ord

ing

to

th

e Li

kert

sca

le

A C

ou

nci

l ad

op

ted

In-

teg

rate

d In

fras

tru

ctu

re

Inve

stm

ent

Pla

n b

y A

ug

ust

20

08

A C

ou

nci

l ad

op

ted

fiv

e-ye

ar In

teg

rate

d In

fras

tru

c-tu

re a

nd

Ass

ets

Mai

nte

-n

ance

an

d O

per

atio

ns

Pla

n

by

July

200

8

Mea

sure

men

t un

it

No

of

add

itio

nal

ho

use

ho

lds

No

of

ho

use

ho

lds

rece

ivin

g F

BW

No

of

ho

use

ho

lds

rece

ivin

g F

BE

No

of

ho

use

ho

lds

rece

ivin

g F

BAE

Cu

sto

mer

sat

isfa

c-ti

on

% p

rog

ress

in

pre

par

ing

Pla

n

% p

rog

ress

in

pre

par

ing

Pla

n

Per

form

ance

Tar

get

Bas

elin

e

2008

/200

9 20

09/2

010

2010

/201

1 20

11/2

012

(31/

12/0

7)

76

0

9,

590

16 0

00

New

N

ew

New

9,

067

16 0

00

New

N

ew

New

N

ew

New

N

ew

New

N

ew

0

10%

40

%

60%

80

%

0%

10

0%

100%

10

0%

100%

20

%

100%

10

0%

100%

10

0%

New

ho

useh

olds

ad

ded

New

ho

useh

olds

ad

ded

New

ho

useh

olds

ad

ded

New

ho

useh

olds

ad

ded

2.

Sust

ain

able

Ser

vice

D

eliv

ery

(Co

nti

nu

ed)

3.

Infr

astr

uct

ure

Dev

elo

pm

ent


Key

Per

form

ance

Are

a

3.

Infr

astr

uct

ure

Dev

elo

pm

ent

(C

on

tin

ued

)

4.

Fin

anci

al V

iab

ility

an

d

Man

agem

ent

Stra

teg

ic O

bje

ctiv

e

To e

nsu

re a

su

stai

nab

le a

nd

wel

l mai

n-

tain

ed in

fras

tru

ctu

re d

evel

op

men

t p

ro-

gra

mm

e fo

r SP

M b

y 20

11/2

012

To in

crea

se t

he

pay

men

t le

vel t

o 8

7% b

y 20

10/2

011

for

curr

ent

bill

ing

To s

pen

d a

t le

ast

85%

of

the

cap

ital

b

ud

get

an

nu

ally

To s

pen

d a

t le

ast

90%

of

the

op

erat

ion

al

bu

dg

et a

nn

ual

ly

Mai

nta

in t

he

deb

t co

vera

ge

rati

o a

t cu

rren

t le

vels

or

at le

ast

2:1

agai

nst

net

as

sets

of

the

mu

nic

ipal

ity

To r

edu

ce t

he

rati

o o

f o

uts

tan

din

g s

ervi

ce

deb

tors

to

rev

enu

e b

y 20

10/2

011

Incr

ease

th

e co

st c

ove

rag

e ra

tio

to

1:1

an

nu

ally

or

mai

nta

in t

he

curr

ent

stat

us

Key

Perf

orm

ance

Indi

cato

r

Kms

of

road

pat

ched

an

d

rese

aled

Dev

elo

pm

ent

and

imp

le-

men

tati

on

of

a Su

stai

n-

able

En

erg

y an

d C

limat

e C

han

ge

Stra

teg

y (S

ECC

S)

To r

ealis

e at

lea

st a

10%

sa

vin

g o

n t

he

SPM

’s e

lec-

tric

ity

con

sum

pti

on

by

July

20

08

% in

crea

se in

pay

men

t le

vels

% o

f th

e ca

pit

al b

ud

get

sp

end

an

nu

ally

% o

f th

e o

per

atio

nal

b

ud

get

sp

end

an

nu

ally

Rati

o o

f d

ebt

cove

rag

e

Rati

o o

f o

uts

tan

din

g s

erv-

ice

deb

tors

to

rev

enu

e

Rati

o o

f co

st c

ove

rag

e

Mea

sure

men

t un

it

Kms

% P

rog

ress

in

dev

elo

pin

g a

su

stai

nab

le e

ner

gy

stra

teg

y

MV

A/%

red

uc-

tio

n in

ele

ctri

city

co

nsu

mp

tio

n

Paym

ent

leve

ls

% s

pen

d

% s

pen

d

Rati

o

Rati

o

Rati

o1:

1 /

or

mai

nta

in

curr

ent

stat

us

1:

1 1:

1

1:1

1:1

Per

form

ance

Tar

get

Bas

elin

e

2008

/200

9 20

09/2

010

2010

/201

1 20

11/2

012

(31/

12/0

7)

50

%

100%

10

0%

100%

10

0%

103

MV

A

93 M

VA

93 M

VA

93 M

VA

93 M

VA

used

/100

%

No

base

line

80%

87

%

87%

87

%du

e to

sy

stem

s lim

itatio

n

35

%

85%

85

%

85%

85

%

52%

90

%

90%

90

%

90%

2:

1 2:

1 2:

1 2:

1 2:

1

1,

14:1

9:

10

4:5

4:5

4:5


Key

Per

form

ance

Are

a

5. M

un

icip

al In

stit

uti

on

al

D

evel

op

men

t an

d

T

ran

sfo

rmat

ion

Stra

teg

ic O

bje

ctiv

e

To p

rocu

re a

nd

imp

lem

ent

a fu

nct

ion

al

inte

gra

ted

ele

ctro

nic

fin

anci

al m

anag

e-m

ent

syst

em t

o e

ffic

ien

tly

man

age

the

fin

ance

s o

f th

e M

un

icip

alit

y co

mp

lian

t to

th

e M

FMA

by

July

200

8

To im

pro

ve t

he

Mu

nic

ipal

ity’

s cr

edit

rat

ing

b

y 20

11/2

012

To e

nsu

re t

hat

all

leve

ls o

f p

erso

nn

el o

n

the

org

ano

gra

m o

f th

e SP

M a

re 1

00%

rep

-re

sen

tati

ve a

nd

in li

ne

wit

h t

he

emp

loy-

men

t eq

uit

y p

lan

of

the

Mu

nic

ipal

ity

by

Jun

e 20

09

To e

nh

ance

ser

vice

del

iver

y w

ith

eff

icie

nt

inst

itu

tio

nal

su

pp

ort

by

Jun

e 20

09

Key

Perf

orm

ance

Indi

cato

r

A fu

lly f

un

ctio

nal

ele

c-tr

on

ic f

inan

cial

sys

tem

in

op

erat

ion

by

1 Ju

ly 2

008

Imp

rove

d c

red

it r

atin

g

2011

/201

2

Rep

rese

nti

vity

in t

erm

s o

f th

e SP

LM E

qu

ity

Pla

n

Imp

rove

tu

rnar

ou

nd

tim

e o

f SC

M p

roce

ss

Impr

ovem

ent

on t

urna

-ro

und

time

on a

pplic

atio

ns

for

build

ing

plan

app

rova

l fr

om d

ate

of re

ceiv

ing

the

corr

ect

and

com

plet

e ap

-pl

icat

ion

Impr

ovem

ent

on t

urna

-ro

und

time

on a

pplic

atio

ns

for

deve

lopm

ent

appl

ica-

tions

fro

m d

ate

of re

ceiv

ing

th

e co

rrec

t an

d co

mpl

ete

appl

icat

ion

(exc

l. ap

peal

s,

EIAs

, Tra

ffic

Impa

ct S

tudi

es,

Mea

sure

men

t un

it

100%

fu

nct

ion

al

fin

anci

al s

yste

m

Cre

dit

rat

ing

% r

epre

sen

tivi

ty

Turn

aro

un

d t

ime

(wee

ks)

Turm

aro

un

d t

ime

(wee

ks)

Turn

aro

un

d t

ime

(wee

ks)

Per

form

ance

Tar

get

Bas

elin

e

2008

/200

9 20

09/2

010

2010

/201

1 20

11/2

012

(31/

12/0

7)

0%

10

0%

100%

10

0%

100%

New

A

proc

ess

to a

ttai

n an

off

icia

l rat

ing

star

ted

in M

ay 2

008

and

as s

oon

as t

he s

tatu

s

quo

in t

erm

s o

f a

ratin

g is

kno

wn

the

targ

ets

ca

n be

set

.

25

%

100%

10

0%

100%

10

0%

New

8

8 8

8

4

2 2

2 2

30

12

12

12

12

4.

Fin

anci

al V

iab

ility

an

d

Man

agem

ent

(C

on

tin

ued

)


Key

Per

form

ance

Are

a

6. G

oo

d G

ove

rnan

ce a

nd

Pu

blic

Par

tici

pat

ion

Stra

teg

ic O

bje

ctiv

e

To e

nsu

re c

om

ple

tio

n o

f a

Hu

man

Re-

sou

rce

Stra

teg

y, a

lign

ed w

ith

th

e ID

P b

y 20

08

To e

nsu

re 1

00%

exp

end

itu

re o

f th

e al

-lo

cate

d b

ud

get

to

imp

lem

ent

the

Wo

rk-

pla

ce S

kills

Pla

n a

nn

ual

ly

To e

nsu

re t

hat

all

Sect

ion

57

man

ager

s co

mp

ly w

ith

th

e m

inim

um

co

mp

eten

cy

leve

ls a

s p

resc

rib

ed b

y th

e M

un

icip

al

Reg

ula

tio

ns

on

Min

imu

m C

om

pet

ency

Le

vels

by

2012

To d

esig

n a

n o

rgan

isat

ion

al s

tru

ctu

re b

y 20

09/2

010

To e

nsu

re t

hat

th

e C

ou

nci

l ad

op

ted

MIS

St

rate

gy

is f

ully

imp

lem

ente

d b

y Ju

ly 2

009

To p

op

ula

te t

he

org

anis

atio

nal

str

uct

ure

b

y 20

11/2

012

To e

stab

lish

str

uct

ure

d p

ub

lic p

arti

cip

atio

n

pro

cess

es f

or

the

dif

fere

nt

leve

ls o

f p

lan

-n

ing

an

d d

evel

op

men

t b

y th

e M

un

icip

alit

y b

y Ju

ly 2

007

To e

stab

lish

co

mp

reh

ensi

ve c

orp

ora

te

bra

nd

ing

fo

r So

l Pla

atje

Mu

nic

ipal

ity

Key

Perf

orm

ance

Indi

cato

r

Co

un

cil a

do

pte

d H

R

Stra

teg

y

% e

xpen

dit

ure

of

bu

dg

et

Nu

mb

er o

f Se

ctio

n 5

7 M

anag

ers

wh

o h

ave

atta

ined

th

e n

eces

sary

h

igh

er q

ual

ific

atio

n a

s p

re-

scri

bed

by

the

Reg

ula

tio

ns

Des

ign

an

d p

op

ula

tio

n o

f th

e o

rgan

isat

ion

al

stru

ctu

re

Imp

lem

enta

tio

n o

f th

e M

IS

% o

f ap

pro

ved

po

st o

n

Org

ano

gra

m c

om

pet

entl

y fi

lled

No

of

war

d c

om

mit

tees

es

tab

lish

ed a

nd

fu

nct

ion

al

Co

un

cil a

do

pte

d

Co

mp

reh

ensi

ve

Co

mm

un

icat

ion

Str

ateg

y im

ple

men

ted

Mea

sure

men

t un

it

% c

om

ple

tio

n o

f H

R S

trat

egy

% e

xpen

dit

ure

No

of

Man

ager

s at

tain

ing

pre

-sc

rib

ed h

igh

er

qu

alif

icat

ion

% p

rog

ress

% p

rog

ress

% o

f p

ost

s co

mp

e-te

ntl

y fi

lled

No

. of

com

mit

tees

% c

om

ple

tio

n o

f C

om

mu

nic

atio

n

Per

form

ance

Tar

get

Bas

elin

e

2008

/200

9 20

09/2

010

2010

/201

1 20

11/2

012

(31/

12/0

7)

40

%

80%

10

0%

100%

10

0%

60

%

95%

96

%

97%

10

0%

20

%

40%

60

%

80%

10

0%

20

%

70%

10

0%

100%

10

0%

0

100%

10

0%

100%

10

0%

0

10%

60

%

80%

10

0%

28

28

28

28

28

95

%

100%

10

0%

100%

10

0%

5. M

un

icip

al In

stit

uti

on

al

Dev

elo

pm

ent

and

Tr

ansf

orm

atio

n

(C

on

tin

ued

)


Key

Per

form

ance

Are

aSt

rate

gic

Ob

ject

ive

To e

nsu

re a

n u

nq

ual

ifie

d a

ud

it r

epo

rt f

or

the

2010

/201

1 Fi

nan

cial

Yea

r

Imp

rove

th

e sa

tisf

acti

on

of

resi

den

ts a

nd

co

un

cillo

rs w

ith

fro

nt-

line,

fac

e-to

-fac

e an

d o

ver-

the

cou

nte

r se

rvic

es b

y 20

10

Key

Perf

orm

ance

Indi

cato

r

Au

dit

s in

ter

ms

of

Inte

nal

A

ud

it P

lan

Dev

elo

p a

nd

ro

ll o

ut

an

Ente

rpri

se R

isk

Man

agem

ent

Stra

teg

y

Dev

elo

p a

nd

ro

ll o

ut

a Fr

aud

Pre

ven

tio

n P

lan

(F

PP

)

A q

ual

ifie

d a

ud

it r

epo

rt;

lead

ing

up

to

an

u

nq

ual

ifie

d a

ud

it o

pin

ion

Cu

sto

mer

sat

isfa

ctio

n a

s m

easu

red

acc

ord

ing

to

th

e Li

kert

sca

le

Mea

sure

men

t un

it

No

of

rep

ort

s

ERM

Str

ateg

y

FPP

Au

dit

op

inio

n

Cu

sto

mer

sa

tisf

acti

on

Per

form

ance

Tar

get

Bas

elin

e

2008

/200

9 20

09/2

010

2010

/201

1 20

11/2

012

(31/

12/0

7)

4

12

14

16

18

0

1 1

1 1

0

1 1

1 1

Disc

laim

er

Quali

fied

Qu

alifie

d Un

quali

fied

Un

quali

fied

audi

t rep

ort

repo

rt re

port

repo

rt

0

20%

40

%

60%

80

%

6. G

oo

d G

ove

rnan

ce a

nd

Pu

blic

Par

tici

pat

ion

(

Co

nti

nu

ed)


ANNEXURE 4


Pro

jects

to

be

fu

nd

ed

fro

m o

wn

dis

cre

tio

na

ry o

r a

lte

rna

tive

fu

nd

ing

Mat

rix

O

rg R

esp

P

roje

ct

Year/1

st Pri

ority

KPA

Ty

pe

Ver

t H

or

20

08

/20

09

2

00

9/2

01

0

20

10

/20

11

2

01

1/2

01

2

Elec

tric

ity

All e

lect

rica

l dia

gra

ms

(as

bu

ilt)

to

2007

SE

R

New

O

ps

BN

b

e co

nve

rted

to

ele

ctro

nic

fo

rmat

Elec

tric

ity

Rep

lace

old

Ple

ssey

met

ers

2007

SE

R

RU

SS

R

RR

50

0,00

0 50

0,00

0

Elec

tric

ity

Rep

lace

ag

ein

g L

V (

400V

)

2007

SE

R

RU

SS

R

RR

50

0,00

0 50

0,00

0

un

der

gro

un

d c

able

s

Elec

tric

ity

Inst

alla

tio

n o

f p

re-p

aid

met

ers

and

20

07

SER

R

U

SS

RR

R

800,

000

800,

000

d

eman

d m

eter

s

Elec

tric

ity

Intr

od

uce

a f

ive

year

fle

et

2007

IN

S R

U

Op

s R

RR

4,

600,

000

4,60

0,00

0 4,

600,

000

4,60

0,00

0

rep

lace

men

t p

rog

ram

me

Elec

tric

ity

Rep

lace

sin

gle

ph

ase

11kV

sys

tem

20

07

SER

R

U

Op

s R

RR

1,

000,

000

1,00

0,00

0 0

0

in S

ou

thri

dg

e

Elec

tric

ity

Rep

lace

old

11k

V c

ircu

it b

reak

ers/

20

07

SER

R

U

Op

s R

RR

1,

000,

000

1,00

0,00

0 1,

000,

000

1,00

0,00

0

rin

g m

ain

s in

Kim

ber

ley

Area

Elec

tric

ity

Rep

lace

11k

V o

verh

ead

lin

es in

20

07

SER

R

U

Op

s R

RR

1,

000,

000

1,00

0,00

0 1,

000,

000

1,00

0,00

0

Gal

esh

ewe

Elec

tric

ity

Rep

lace

ag

ein

g M

V (

11kV

) u

nd

er-

2007

SE

R

RU

O

ps

RR

R

1,00

0,00

0 1,

000,

000

0 0

g

rou

nd

cab

les

in K

imb

erle

y Ar

ea

Elec

tric

ity

Rep

lace

ag

ein

g 6

6 kV

circ

uit

20

07

SER

R

U

Op

s R

RR

1,

000,

000

1,00

0,00

0 0

0

bre

aker

s at

mai

n s

ub

stat

ion

s

Elec

tric

ity

Rep

lace

ag

ein

g M

ini-

sub

stat

ion

s in

20

07

SER

R

U

Op

s R

RR

1,

000,

000

1,00

0,00

0 0

0

Kim

ber

ley

Area

Elec

tric

ity

Rep

lace

haz

ard

ou

s M

agn

ifix

20

07

SER

R

U

Op

s R

RR

50

0,00

0 50

0,00

0 0

0

swit

chg

ear

Elec

tric

ity

Rep

lace

old

met

erin

g a

nd

20

07

SER

R

U

Op

s R

RR

50

0,00

0 50

0,00

0 0

0

dis

trib

uti

on

kio

sks

Elec

tric

ity

Up

gra

de

elec

tric

al w

irin

g in

all

20

07

SER

R

U

Op

s R

RR

20

0,00

0 20

0,00

0 0

0

Co

un

cil B

uild

ing

s (c

om

plia

nce

Cer

tifi

cate

)El

ectr

icit

y U

pg

rad

e o

ld p

rote

ctio

n r

elay

s 20

07

SER

R

U

Op

s R

RR

10

0,00

0 10

0,00

0 0

0

Elec

tric

ity

Up

gra

de

and

ref

urb

ish

Riv

erto

n S

/S

2007

SE

R

RU

O

ps

RR

R

4,00

0,00

0 0

0 0

(2

x tr

ansf

orm

ers)


Mat

rix

O

rg R

esp

P

roje

ct

Year/1

st Pri

ority

KPA

Ty

pe

Ver

t H

or

20

08

/20

09

2

00

9/2

01

0

20

10

/20

11

2

01

1/2

01

2

Elec

tric

ity

Up

gra

de

Sou

thri

dg

e tr

ansf

orm

ers

20

07

SER

R

U

Op

s R

RR

2,

000,

000

2,00

0,00

0 0

0

(2)

- N

ew d

evel

op

men

t in

are

aEl

ectr

icit

y U

pg

rad

e Si

lso

n r

oad

S/S

20

07

SER

R

U

Op

s R

RR

50

0,00

0 0

0 0

Info

rmat

ion

Man

agem

ent

Rep

lace

men

t p

rog

ram

me:

20

07

INS

Man

O

ps

RR

R

350,

000

525,

000

350,

000

525,

000

IT

Har

dw

are

Info

rmat

ion

Man

agem

ent

Esta

blis

hm

ent

of

off

site

dis

aste

r

2007

IN

S M

an

Op

s C

risi

s 0

0 21

0,00

0 0

co

mm

and

cen

tre

(Sto

res)

LED

C

BD

Up

gra

de:

CB

D G

atew

ays

20

07

LED

R

U

SS

NP

I 40

0,00

0 40

0,00

0 0

0LE

D

CB

D U

pg

rad

e: D

FA P

arki

ng

an

d

2007

LE

D

RU

SS

N

PI

0 0

0 0

U

pg

rad

e

Road

s &

Sto

rmw

ater

D

evel

op

Sto

rmw

ater

Mas

ter

Pla

n

2007

IN

S M

an

Op

s R

RR

1,

500,

000

0 0

0

and

Man

agem

ent

Syst

em

Emer

gen

cy S

ervi

ces

Gal

esh

ewe

Sate

llite

- E

xten

sio

n

2007

SE

R

New

C

N

BN

0

0 0

0

eng

ine

bay

Emer

gen

cy S

ervi

ces

Rit

chie

sat

ellit

e -

Eng

ine

bay

20

07

SER

N

ew

CN

B

N

0 0

0 0

Emer

gen

cy S

ervi

ces

Rep

lace

men

t o

f en

gin

e b

ay d

oo

rs /

20

07

INS

RU

O

ps

BN

0

0 0

0

mo

tors

Emer

gen

cy S

ervi

ces

Fully

eq

uip

ped

res

cue

fire

fig

hti

ng

20

07

SER

N

ew

Op

s B

N

2,80

0,00

0 0

0 0

ve

hic

le -

Gal

esh

ewe

Emer

gen

cy S

ervi

ces

Wat

er t

anke

r -

mai

n s

tati

on

-

2007

IN

S R

U

Op

s B

N

1,00

0,00

0 0

0 0

re

pla

cem

ent

Emer

gen

cy S

ervi

ces

4x4

LDV

- v

eld

fire

s 20

07

INS

New

O

ps

BN

65

0,00

0 0

0 0

R

26

,90

0,0

00

R

16

,62

5,0

00

R

7,1

60

,00

0

R 7

,12

5,0

00


ANNEXURE 5


CAPITAL PROJECT SCHEDULE

Ward priorities submitted

Org Resp Projects Ward

Electricity High Masts (Modile and cemetery) 11

Parks Agisanang Park Fence 11

Roads & Stormwater Arena Tarred roads 11

Housing Agisanang, Bekhuzulu (50% completed), Hostel 11

Parks Park (Natasha Street) 3

Urban Planning Upgrading of Homelite park 3

Parks Park (Main Rd) 3

Community Services Play park in Homevalley 3

Electricity High Mast lights (Sardine, Sandshark and Rhona close) 3

Roads & Stormwater Upgrade Streets (See list) 3

Community Services Multi Purpose Centre 3

Health Upgrade of Clinic 3

Parks Resort at Witdam (Fencing 1st phase, filling of holes) 4

Roads & Stormwater Infrastructure (drainage Tshaka street) 11

Health Agisanang abestosis/Gwelo /Badumedi 11

Roads & Stormwater Speed bumps (Police forum) 11

Roads & Stormwater Phillip Mpiwa, Dingaan Hostel, Graveyard curve, Magoda curve Nobegula Matanzima

intersec of Siwisa 11

Roads & Stormwater Drainage/Thokoza/Mpumelelo street 11

Electricity Highmast (Sardine, Sandshark street Homelite, Rhona close Homestead) 3

Community Services Provision of a Library 3

Roads & Stormwater

Tarring of streets 16th, 21st, 22nd, 24th streets in Homevale Ext, Porpoise, Pilchard,

Sardine, Barracuda, Salmon, Anchovy Sole Close, Bass Close, Hake close, Gold fish close,

Mackeral, Haddock, Whitting, Garrick Bream street in Homelite, Marthennay,

3

Roads & Stormwater Cyntrex Proman street in Homevalley, Pilchard, Porpoise, Sardine, Barracuda ,

Anchovy, Salmon, 3

Roads & Stormwater Bream Drive, Whitting, Haddock and Mackerel Street in Homelite 3

Community Services Playground at Barracuda street in Homelite open space 3

Parks Recreational park next to Roodepan road 3

Parks Upgrading of soccer fields in 18th street, 11th street, Sandshark street and Homevalley 3

Community Services Multi Purpose Centre 3

Community Services Provision of a Clinic 3

Community Services Recreational centre (open space next to Boikhutsong crèche) 6

Roads & Stormwater Bloemanda roads (the whole of ward 6) 6

Community Services Upgrade (Soccer fields ie Ramora soccer field, Botsang soccer field) 6

Community Services Extend Masakhane clinic 6

Community Services Mobile clinic for Seochwareng old age home, & toilets 6

Community Services Build (old age home, Kagisho crèche) 6

Roads & Stormwater Drainage passing through ward 6 (ie sloot) Mmutla street 6

Parks Playground (Mathibe Street open space) 6

Housing Maintenance of all defect houses including Blikkiesdorp houses 6

Roads & Stormwater Uplifting (of all remaining flooded houses e.g. Magashula, Sehularo, Seleke, Boikanyo houses) 6



Electricity Street lights (Tshwene & Ramora) (Lights & toilets to be erected at Thutlo park) 6

Parks Playground equipment for Botsang Park 6

Electricity Flood light (between Solly store and Thutlo street) 6

Finance Prepaid Vending Machine (Ward 6) 6

Cleansing Cleaning (open space of Phokoje street Witdam, Ramora open space, Witdam Stoles) 4

Parks Otto street, Homestead open space, Lynch street potholes, bucket system 4

Parks Upgrade sports grounds 4

Community Services Community Hall (next to sports ground) 4

Electricity Highmast lights at Phokoje street field, Witdam roads, Tholo Str, Phuti Str and Phokoje St 4

Electricity Street lights 4

Roads & Stormwater Complete van Weegen Rd (Homestead) 4

Roads & Stormwater Complete street names in area 4

Roads & Stormwater Stormwater in most streets to be properly treated 4

Housing Build (house - open field - Ramora) 4

Housing Build 216, 300 houses in the next 2007 & 2008 1

Housing 300 houses to be built in 2009, 2010, 2011 1

Roads & Stormwater Upgrade: Maintenance in Naborn & Gregory park 1

Parks Upgrade: 2 parks to be developed (Celosia) 1

Cleansing Refuse: 20 people to be employed to keep ward clean permanently 1

Cleansing 2 dumping sites to be planned and fenced 1

Housing Gregory Park (1), Naborn (3) Per unit, Flats 1 container per block of flats, Rosy park shanties 1

Cleansing Refuse removal services, semi detached houses (old Roodepan) (1) Riverton - 1 container 1

Electricity

Highmast lights: Gregory parks (2) Corner Eagle & Begonia (1) Chrysanthenum

(Roodepan Shanties) Freezia str, at old Apostolic church and opposite multi-purpose

centre, Hammerkop street, corner Raven corner daisy str, Riverton - Entrance between

church & Soccer field and additional one where area is to surveyed for hundred houses

1

Community Services Stadium (Upgrade & Maintanance) 1

Community Services Clinic (Upgrade & Equipment 1

Community Services Multi purpose centre (ceiling, paving, grass) 1

Roads & Stormwater Bicycle - Roodepan cemetry road / eagle street both sides, Lanes Riverton road that

leads to Riverton resrt 1

Housing Flats (upgrade & lighting) 1

Roads & Stormwater Street Names (Labour Intensive) (community) 1

Parks Greening Labour Intensive (Community) 1

Community Services Swedish Hall: Maintanance 1

Parks Development and maintenance of all parks 1

Parks Upgrade (Soccer fields) 1

Community Services Develop (Crèche) 1

Electricity Highmast lights (two to be erected) 1

Roads & Stormwater Gravel roads (job creation) 1

Roads & Stormwater Speed Bumps: Starling str, opposite Biggs tuckshop and juice den / Raven str, Opposite

clinic and at front gate of Lucretia school 1

Roads & Stormwater Paving - Longstreet, Joy str, (Riverton) Dikkop str, Hammerkop str 1

Community Services Clinic (to operate daily and be maintained) 1

Cleansing Cleaning (10 people to be employed to keep the area clean (ongoing)) 1

Community Services Library (Planning and Development) 1

Community Services Riverton Resort: Job creation (Upgrade Riverton school) Councillor office - Paint &

office furniture 1



Cleansing Refuse Removal: service to be provided for the whole community 1

Housing 216 Scheme, 2007-2008 Jackonsonville phase 2 Survey Houses (400) 2

Roads & Stormwater Maintenance, build and upgrade & Jacksonville /Hammerkop str 2

Roads & Stormwater Upgrade (job creation) (Eagle str, White City cemetary) 2

Water and Sanitation Sewarage (Fencing of pump station in White City and Upgrade) 2

Roads & Stormwater Taxi rank (CNR Tchaikorsky road/Albatross) 2

Parks Development and maintenance of all parks 2

Cleansing Cleaning (20 people to employed permanently, refuse sites to be identified and fenced) 2

Community Services Upgrade Multi Purpose Centre (paving, grass, ceiling and flooring) 2

Community Services Clinic (upgrade & equipment) 2

Roads & Stormwater Street Names (upgrade & paving) 2

Electricity Highmast Light - Torres Park informal settlement (position to be determined) -

safety of community 2

Parks Close ground (fencing with devils fork) 2

Water and Sanitation Sewerage (Fencing of pump station in White City and Upgrade) 2

Parks Cemetary (cleaning, fencing & taps) 2

Urban Planning Proposed subdivision & rezoning of Erf 21922; (25 Erven) zone 9 Vergenoeg ext 2,

Galeshewe 5

Urban Planning Pegging of Erfs, Shifting of Shacks to erven areas, 5

Water and Sanitation Provision of infrastructure (water and sewerage) Provision of electricity 5

Water and Sanitation Bucket eradication for the 25 erven and Thete street. Plot numbers are as follows

222, 225, 224, 227, 228, 232, 237, 236 5

Housing (Unfinished Houses of Thusano) Redirile, 18776 and 19604 and 19608 Othniel

Gaitsewe Street, 19605 Moshe Kantani Redirile 5

Roads & Stormwater Tshwene Ext Thusano 155126, 15136,15227, 15211, 15305,15312, 15257, 15200, 15259 5

Housing

Complete the following unfinished houses in: 15145 Tshwene Ext Thusano,

15145 Tshwene Ext, Thusano18806, Stanley Batyashe, 21933 Deke Street,

21934 Deke Street, 21945 Deke Street Mathibe: 21972, 21945, 21947, 21952.

Stamper Str: 159,161163. Mathibe street 21939, Deke Street, 21940 Deke Street

5

Housing Complete half built houses in Thusano 5

Housing Unfinished house of zone 9 Madalane /Mathibe (to be completed) 5

Housing Problems (18775 Gaetsewe Redirile (loose roof) 5

Housing 18789 Stanley Batyashe (foundation flat rain in) 5

Housing 19606 Moshe Kantane (loose roof) 5

Housing 8015 Kabelo Makaudi (broken roof - one) 5

Housing Side loses roof of the toilet since that disaster wind in December 2004 5

Roads & Stormwater Tarred roads (50m between Tshwene and Stamper street; Madiba, Hutshe Segolodi) 5

Traffic Street names to be erected between Adam Namokola & Amakhuzane Streets and

between Tshwene Ext & Stamper str 5

Roads & Stormwater Drift in Tshwene Ext. golf course 5

Roads & Stormwater Build water canals to forward water from cul de sacs in Thusano to the main storm water 5

Roads & Stormwater Drain in Hutshe Segolodi street 5

Roads & Stormwater Speed Bumps (Tshwene ext (300m apart, Matanzima street Redirile (300m apart) 5

Roads & Stormwater Thandiwe Thompson Redirile (300m apart) 5

Roads & Stormwater Jeremiah Sebe Redirile (300m apart) 5

Roads & Stormwater Stamper street Redirile (300m apart) Amakhuzane 300m apart 5

Roads & Stormwater Adam namakola street (300m apart) 5

Traffic Stop sign (Redirile, Thusano, Vergenoeg Ext 2) 5



Electricity Streetlights (check new globes Stamper, Tshwene, & Hyper Mask light Corner Tshwene,

Amakhuzane str 5

Community Services Ibonga day care centre, golf course mask Hutshe Segolodi Hyper Mask 5

Parks Upgrade (Golf course, fencing of devils fork, greening) 5

Parks Build (Club house with showers, toilets & dressing room) 5

Parks Open space Matanzima & St Peters Church, Zone 9 Open space - Mathibe street 5

Parks Soccer grounds (Makapane and Mathibe Open space (park & football field, devils fork

fence, tables & chairs, braai stands) 5

Housing 540 Houses (Donkerhoek) 8

Roads & Stormwater John Daka Phase 1 & Mampe 3 8

Roads & Stormwater Roads and stormwater in John Daka Phase 1 & Mampe 3 (Thesele, Thomas Morebudi,

Dr Letele & R Sobukwe, G Wotshela, C Ramaphosa) 8

Electricity Highmast (Donkerhoek Northern part for 152 Urbans (households 540) 8

Electricity Streetlights (John Daka Phase 1 and Mampe 3). The whole of ward 8, first at John Daka

Phase 1 & Mampe 3 High Mast lights Southern Part (7de Laan x 4) 8

Roads & Stormwater Bicycle path from Mixies to Spar 8

Community Services Ibongo day care centre 5

Parks Golf course (including Club House and Facilities) 5

Electricity Street lights- Motlhaoleng, H Peterson, Letsholo, Frank Chikane, Sam Nojoma,

Z Mothopeng str 15

Roads & Stormwater Speed Bumps - OR Tambo and Bicycle lane, Letsholo str and Bicycle lane, 15

Roads & Stormwater Motlhaoleng str and Bicycle lane, Thabo Modupi str and Bicycle lane, Khuzwayo &

Bicycle lane 15

Roads & Stormwater Sam Nojoma str and Bicycle lane, John Daka road and Bicycle lane 15

Roads & Stormwater Roads and Bicycle Lane - H Peterson str, JB Selehoe str, M Maropong str, Gwagwa str, 15

Roads & Stormwater Daniel Montsho str, M Goniwe str, E Khuzwayo str, T Modupi str, W Janson str,

S Nojoma str, 15

Roads & Stormwater Z Mothopeng str, T Mbeki str, G Mbeki str, E Boesak str, G Sekoto str, T Claasen str, 15

Roads & Stormwater Jay Naidoo str, F Chikane str, Thuthuzelane str, Dithweba str, N Mandela str,

N Khumalo str, 15

Roads & Stormwater L Rapodile str, T Sexwale str, S Mashell str, J Lekhotla str, B Alexanda str 15

Roads & Stormwater Pedestrian lane - Letsholo str - front of Vuyolwethu school, Thabo Modupi str - Rainbow Pre-

school and John Daka - front of Boitumelo special school - need scholar patrol. 15

Housing 590 houses to be built 15

Roads & Stormwater Bridge - At K Mooketsi 15

Community Services Community Halls 15

Parks Parks (4) 15

Parks Sports Grounds (3) 15

Housing Development of D Zone : Promise Land 15

Cleansing Cleaning of open space 15

Roads & Stormwater Stormwater drainage (Thabo Modupi, Oliver Thambo, Khuzwayo, Mothlaleng,

Hector Petersen, Zeph Motupeng, Nujoma, Frank Chikane) 15

Community Services Clinic - overcrowding, understaffed, stock and equipment, lack of billboards and privacy) 22

Speakers Office Poor communication between stakeholders community 22

Community Services Libraries - shortage of books 22

Parks Sports and recreation - Parks upgrade, sport and recreation and cemeteries 22

Community Services General lack of facilities in our community, funds for developments and maintenance 22

Speakers Office Community involvement and inter departmental co-operation 22



Community Services Safety and security - unkempt open spaces hiding criminal activities 22

Community Services Other community facilities - Youth centres, community/tourism, paypoints, meeting places 22

Housing Single rooms 22

Roads & Stormwater Roads and stormwater - lack of effective stormwater management, Upgrading and

paving of residential streets 22

Water and Sanitation Water and sanitation - Upgrading of old water network, away with bucket system in shanties 22

Electricity Programme for streetligjhting as well as area lighting, Programme for electrification

of residential ervens (400) 22

Housing Good basic housing for residents, to reduce housing backlog, 250 houses are needed 22

LED Local economic development - Activity Nodes and corridors, Tourism route, Car Wash project 22

LED Airport, Cycle track, Land subdivision for SMME use 22

Parks Development - St George ground into a soccer field 13

Parks Development - park next to the Social Centre 13

Roads & Stormwater Paving and tar roads- Methodist, Sesing, Masiza, Otto str 13

Roads & Stormwater Development - roads & paving in Chris Hani 13

Housing Development - houses in Zone 2 Santa Centre 13

Parks Development - parks in Zone 2 Santa Centre 13

Housing Demolish Old Santa Centre buildings and develop current 29 erven into 54 erven 13

Water and Sanitation Establishment of water drainage system, especially since water always floods and

forms stagnant pools 13

Housing Revamping - 20 houses in Chris Hani 13

Cleansing Cleaning - dumping areas - ward 13 13

Community Services Building - community Hall in Zone 2 13

Roads & Stormwater Drainage system 13

Special project - Twaku Street - Chris Hani Park 13

Housing 200 Houses (Omega street) 28

Housing Development of the DBCM dumps site for housing 28

Community Services Development - Multipurpose centre to be built 28

Roads & Stormwater Changing of old broken water drainage pipes on the roads 28

Roads & Stormwater Bridge to be built over the water drainage at Alfa street leading to Santa 28

Roads & Stormwater Completion of street tarring 28

Electricity Electricity vendoring 28

Roads & Stormwater Fixing of potholes in Colville 28

Roads & Stormwater Speed bumps (Agnes str, Olive Rd, St Pauls Rd, Greening in St Pauls Rd) 28

Parks Cutting of big trees in the yards 28

Community Services Extension of Sweden park hall 28

Parks Playground (Stadium) Upgrading of stadium, greening, fencing 28

Community Services Community Hall - Devils fork fence, Extension of Community Hall 28

Electricity High Mast Lights- Aandblom str, Suiderkruis str, Fraser Moleketi Park 28

Water and Sanitation Infrastructure for Freedom Park 27

Water and Sanitation Infrastructure for Fraser Moleketi Park 27

Parks Sportsgrounds 27

Community Services Multi Purpose centre 27

Cleansing Bulk Refuse Bins 27

Housing Housing - Freedom Park 27

Roads & Stormwater Covered Bus and Taxi facilities 27

Parks Parks (4) 27

Community Services Community library 27



Water and Sanitation Eradication of buckets 27

Roads & Stormwater Street names 27

Roads & Stormwater Street names for Fraser Moleketi park 27

Roads & Stormwater Paved roads 27

Electricity High Mast Lights 27

Water and Sanitation Infrastructure 27

Community Services Clinic 27

Community Services Multi Purpose Cenetre 27

Community Services Satellite Police Station 27

Water and Sanitation Bucket eradication 27

Parks Parks (4) 27

Community Services Community crèche 27

Parks Play Park - erection-open space between Helen street and Edith street 14

Cleansing Rubbish bin - erected at the corner of Natasha and Helen street 14

Parks Open space- Barkly Rd and Constance Str - green strip, trees & grass to be planted 14

Roads & Stormwater Upgrade pavement - Barkly Rd where RDP houses are situated 14

Community Services Upgrade - clinic in Stockroos; fountain to be repaired, grass around fountain to be planted 14

Community Services Hall - to be renovated, the curtains to be renewed, painting to be done - inside the hall 14

Community Services More facilities like indoor sport centre, parking area, braai stands and trees can be planted 14

Community Services The Clinic - to be upgraded/renovated 14

Community Services Fencing - Clinic (Devils fork) 14

Parks Upgrade - Eddie Williams Oval, Florianville Swimming pool; mine dumps between

Davidson str, Colville 14

Roads & Stormwater Remove - Extension 16 and St. John’s str, Colville 14

Parks Upgrade - Parks 14

Parks Open space - Wesdar Mimosa and Mespinto 14

Parks Open space - Cypress Rd and Acacia Rd recreational facilities to be put up 14

Parks Utility - Stanford Str and Bede str - playing park to be fenced with devils fork 14

Roads & Stormwater Sloot - Loop street to be closed 14

Electricity Ashburnham - flashing light to be erected - Keiapple Rd area next to Railway line in

Keiapple rd and sloot to be cleaned 14

Roads & Stormwater Pipes to be installed 14

Parks Recreational facilities to be build in area 14

Roads & Stormwater Siding 14

Parks Recreational facilities to be put up next to Railway line - Devils fork fencing to be erected 14

Roads & Stormwater St Pauls Road 14

Electricity The robots - right side - no pavement, the bridge to be repaired - too short - people can’t walk 14

Roads & Stormwater The sloot - college rd - pipes to be installed and the area to be levelled, 14

Electricity Area behind Maureen str and Department of Education - flash light to be put up 14

Roads & Stormwater Recreational Road: Repair 3 brigdes 14

Roads & Stormwater Patching of potholes (Unit 1, 2, & 3) 17

Roads & Stormwater Fencing of Panikie 17

Roads & Stormwater Speed bumps (Nobengula str (North) at Ipeleng gang, Albert Luthuli, Morris Lenyibi,

3 way stop in Peace avenue, Lenong 17

Parks Ipeleng : Park - Open space with Playground facilities, braai-stand and chairs & tables 17

Community Services Tlhageng: Community hall 17

Roads & Stormwater Paving roads (Lenong, Lehututu, Tlhangwe, Nche Str) 17

Electricity Upgrade (soccer ground; streets lights) 17



Electricity 2 high mass lights (soccer ground) 17

Water and Sanitation The entire ward all the manholes must be removed from the yards to the streets 17

Roads & Stormwater Kagisho - Patching of potholes (Kutlwanong) 17

Electricity 2 highmast lights (Tebogo Maseng str) 17

Roads & Stormwater John Mampe 11 - Tarred roads (Phakamile Mabija, Piper Lekoma, Cul De Sacs) 17

Parks

Park (Fencing, playground facilities, braai stand, tables & chairs)

Fencing of retention dam - between Kutlwanong & Kagiso 27

PLATFONTEIN

Housing Houses 27

Water and Sanitation Flush toilets, taps 27

Roads & Stormwater Main roads to be tarred, Residential roads paving block, Street names and numbers 27

Parks Stadium/Sportsfield, Park, Swimming pool, fence of cemetery/Schmidtsdrif 27

Cleansing Refuse dumping removal 27

Electricity Electrification of houses, streetlights

All

Service point (indigent registration, library, clinic, crèche, community hall)

National/Provincial Function

Hospital, Police Station, High School, Cultural Village, Home Affairs (satellite office),

Social workers, food packets 27

Other

Street to be Paved (Dinatla Drive 79/80/-180 (Street around IPCC), Mokonyama, Chou,

Lillian Mantsane) Jenkins Mothibedi, Solani, Tumelo, Hlongwane, Boitumelo, Maokeng,

Mosamo, Passage between Grootboom & Molatlhwa) With poles (both sides) Tsiane,

January, Mpata, Reneilwe ext. 47&48 9

Roads & Stormwater Pavements Paving: Sediti, Matanzima, Lesego Street 9

Roads & Stormwater Paving Potholes 43 Ratanang, 57 Ratanang, 28 Reneilwe, 159 Phaphamang,

170 Garaboiketlo 9

Roads & Stormwater 232 Ipeleng lane, cnr Ipeleng lane & Phaphamang Crescent, cnr Fred Tshoba &

Solomon Mekgwe, cnr Ramatshela & Grootboom, cnr Solomon Mekgwe & Lesego 9

Roads & Stormwater 566 Lerato, 619 Letsholo, cnr Makepe & Tsomane, cnr Mathanzima & Ratanang Ave 9

Roads & Stormwater Tarred Roads Potholes & Patching (65 Sediti, 257 Dinatla Ext, Sediti, 78/79 Ratanang

ave, 249 Dinatla) 9

Roads & Stormwater cnr Sediti & Maokeng, cnr Molatlhwa & Sediti, cnr Mangope & Makume, cnr Ramatshela

& Mangope 9

Roads & Stormwater cnr Lerato & Letsholo, cnr Moses Holele & Letsholo Str 9

Roads & Stormwater Names Plate (street) & Traffic Signs (Tsiane, Mokonyama, 505 Sediti, cnr Mapitse &

Molatlhwa, cnr Mapitse & Mpangiso, 112 James Makoti, cnr Kgomotso & Garaboiketlo) 9

Roads & Stormwater Speed Bumps (Ratanang Ave, Lesego, Boipelo, Solomon Mekgwe str) 9

Roads & Stormwater Stormwater Intake / curbings & related problems (135 Kagisho, cnr Matanzima & Chou) 9

Roads & Stormwater 11708/11709 Mokonyama, cnr Matanzima & Sediti, 79 Mangope, cnr Nodoba &

Makume, 248 Nodoba, 9

Roads & Stormwater 255 Nodoba, 407 Mosamo, Isaac Mofokeng, Fred Tshoba & Harry Lubidla -

(Water Channel), EK Banda & Harry Lubidla 9

Roads & Stormwater Trees Pruned & Stumps removed (cnr Ramatshela & Matanzima, Mpata, Andrew Mapitse,

John Daka, 9

Roads & Stormwater Nobengula, Ratanang, Kagisho,150 Ratanang, 35 Ratanang, 43 Ratanang,

218 Phaphamang, 74 Mlonyeni str) 9

Roads & Stormwater Empty Houses (51 Ratanang Ave, Molatlhwa) 9



Electricity Chou str power station- Three locks be replaced, 10027 Mokonyama - substation,

all power substations 9

Electricity be fenced - devils fork 9

Electricity Cleaning of open space/erven/Pavements (cnr Ramatshela & Matanzima) 9

Roads & Stormwater Paving (Phatsimang college, Moremogolo FET college, Letsholo, Lesego, Mosamo,

101 Mpho Raphoto, 9

Roads & Stormwater 64 Mlonyeni, Lillian Mantsane, Jenkins Mothibedi, Solani, Hlongwane, January str,

Space between 9

Roads & Stormwater

Grootboom & Molatlhwa, Dinatla Drive & Matanzima, Matanzima & Chou, Moses Holele

& Solomon Mekgwe, Lesego/Solomon Mekgwe/Mazabane str, cnr Tsomane & Solomon

Mekgwe str) 9

Roads & Stormwater Recreation/Sports/Tourism/LED (Solomon Mekgwe str- opposite FABLAB- Cultural centre) 9

Roads & Stormwater Nodoba/Molatlhwa str - Swimming pool 9

Roads & Stormwater Nodoba Street (Frank Roro Cricket Pitch) - Gymnasium 9

Roads & Stormwater Phaphamang Crescent (Ipopeng) - Adult Recreation centre under utilised park currently 9

Roads & Stormwater Fence (Witdam, Redirile School) 12

Roads & Stormwater Phakedi 12

Roads & Stormwater Park- Maintenance - Witdampark, Phillip Mphiwa , refuse container -placed - Witdam area 12

Roads & Stormwater Speed Bumps (Phillip Mphiwa, Phakedi, four way stop, Tyala Str) 12

Roads & Stormwater Flooding Houses (Passages-need urgent attention-rapes & murders- Mafungo, Kekana,

Phakedi, Mkhuli, 12

Roads & Stormwater Judge street 12

Roads & Stormwater Bridge (Phillip Mphiwa Park) 12

Roads & Stormwater Dumping Sites -need attention- (Kekana/Lang Str-near Salvation Army & Madoyle Clinic,

Magonare, 12

Roads & Stormwater Mashilo str, Phillip Mphiwa high way,near Redirile sch 12

Electricity Highmast - Phillip Mphiwa & Water 12

Parks Fence (Kutlwanong) 16

Roads & Stormwater Tebogo Kock, Kutlwanong 16

Roads & Stormwater Sloot - close 16

Roads & Stormwater Ipeleng (Seboane Str) 16

Electricity Streetlights- always off need to be changed 16

Parks Park 16

Water and Sanitation Transit Camp (toilets) 16

Roads Paving 16

Housing Houses to be developed 16

Housing 72 Single rooms to be turned into four roomed houses: Umtata, Gwelo, Lobatsi,

Maseru, Ilovo Streets 19

Water and Sanitation Shanty toilets to be replaced by bricks in Latlhi Mabilo Park, North Ave, Maseru, Lobatsi

(+150 toilets) 19

Parks Fencing of Hulana Park 19

Roads Paving - Nyambane, Crutse, Lekhela, Malunga, Modiakgotla street 19

Stormwater Moshoeshoe Str & Montshiwa road 19

Community Services Building - soup kitchen services 19

Roads Paving - (Chris Hani, Debri, Green, Mzimba street) 20

Parks Park - Fence (Chris Hani) 20

Housing Develop open erf 1318 20

Roads & Stormwater Level area - front of Waterloo str 20



Housing Mzimba str, (shacks) & approval site 20

Water and Sanitation Infrastructure - next Meriting garage 20

Electricity Meriting garage - area & erven 19888, 19889, 20111 20

Roads Paving/tarring (Tshwaragano area, Mongale, Moagi, Letlhaku, Molema street) 10

Cleansing Cleaning of all open space 10

Electricity Highmast - between Dingaan str & Score Supermarket 10

Parks Park - Tshwaragano 10

Roads & Stormwater Extension of Mapule Matsepane Clinic & fence to be equal to that of Tetlanyo school 10

Roads & Stormwater Speed Bumps (Kgosi street) 10

Water and Sanitation Toilets - Mapule Matsepane Clinic 10

Roads & Stormwater Drainage system (East end of 1st Ave, as per list provided) 25

Electricity Highmast have not worked for three years, lights need checking and bush cleared on

K park side 25

Parks Parks/Recreational facilities (Clean & Fence - Park between 1st & 2nd ave, dumping

opposite No. 10) 25

Parks Bartle Place, dumping takes place - open field between the Donga & Mr Cronje’s

residence, trees - trimmed 25

Parks Donga between Keely park lane adjacent - Central Rd, pavement on CBC side 25

Parks Parks (Klisser, ground next to Police flats -turned into park) 25

Cleansing Refuse & dumping (as per list provided) 25

Roads & Stormwater Potholes, Stop signs & Road Markings (Jules Katz, Greenside, Main Rd, Devenish st,

Hercules Rd, 25

Roads & Stormwater Aristotle/Cape Town Rd, K&B supermarket area) (as per list provided) 25

Roads & Stormwater Water /Leaks (cnr Robinson str & Dixon place, Islands 48 & second block up from robot,

cnr Carrington & Central Rd, cnr Dalham & Milner) 25

Housing Flats - ward 25 - maintenance (Eugene court, Eureka court, Hercules court,

Impala court & Jonker court) 25

Cleansing Dumping signs 25

Community Services Recreational facilities (Sportfield, Youth centre) 25


ANNEXURE 6


Schedule of Capital Projects for 2008/09 and indicative years 2009/10 and 2010/11

ORGANISATIONAL PROJECT

FUNDING WARD 2008/2009 2009/2010 2010/2011 RESPONSIBILTY SOURCE

Water and Sanitation Lindane/Promise Land (1000 erven): CRR 16 R515,790 R0 R0 Sanitation Roads and Stormwater Paving of Streets and Stormwater MIG Various R814,5993 R0 R0 Electricity Kimberley Streetlights MIG Various R1,000,000 R901,153 R1,588,650 Housing Lerato Park Phase 1 DHLG 27 R6,900,000 R4,225,073 Water and Sanitation Riverton: Rehabilitation Reticulation Dam DSM (Eskom 26 R1,399,692 Roads and Stormwater Galeshewe Streets and Taxi Routes (Proj 107) MIG Various R6,900,00 Water and Sanitation Ritchie: Waste Water Treatment Works MIG 26 R8,821,685 (Proj 244) Roads and Stormwater Galeshewe Stormwater CRR Various R800,000 R0 R0 Water and Sanitation Homevale Waste Water Treatment Works MIG All R14,412,893 R20,287,260 R0 Extension Roads and Stormwater Donkerhoek: Bus and Taxi Routes MIG 8 R999,834 R0 R0 Library Library Development Project DSAC Various R938,000 R1,031,000 R1,133,000 Electricity Electricity Supply to new Hospital DH All R13,500,000 R0 R0 LED SMME Village Galeshewe PIG 10 R4,614,380 R0 R0 GURP GURP Projects PIG Various R10,000,000 R7,000,000 R7,500,000 IT New Financial System (e-Venus) CRR All R4,000,000 R0 R0 IT Business Process Re-engineering MSIG All R735,000 R735,000 R735,000 LED Ritchie: SMME Incubator Loan 27,28 R1,500,000 R0 R0 LED CBD Upgrade: Gateways Loan 20 R400,000 R0 R0 Transport 5-Year fleet Replacement Programme Loan All R3,800,000 R0 R0 Electricity Upgrade Southridge Transformers Loan 22,23 R5,150,000 R0 R0 Electricity Replace conventional meter with pre-paid Loan All R42,000,000 R27,000,000 R0 meter (IMS) Water and Sanitation Ritchie: Water and Sanitation (Ikageng) FBDM 27 R2,400,000 R0 R0 Parks Rehabilitation/development of parks FBDM Various R1,000,000 R0 R0 GURP Nodal Business Plans (Detail designs) NDPG Various R2,000,000 R2,352,000 R678,000 GURP Implementation (4 Nodal Business Plans) NPDG Various R10,000,000 R13,984,000 R20,095,000 TOTAL R127,911,880 R80,190,413 R53,076,100

The following wards each receive an amount of R250,000 to implement a project of their choice with the assistance from the Municipality in terms of planning and implementation

Ward project Equitable 24 R250,000 Share Ward project Equitable 1 R250,000 Share Ward project Equitable 2 R250,000 Share Ward project Equitable 3 R250,000 Share Ward project Equitable 14 R250,000 Share Ward project Equitable 22 R250,000 Share Ward project Equitable 25 R250,000 Share Ward project Equitable 26 R250,000 Share Ward project Equitable 28 R250,000 Share TOTAL R2,250,000 GRAND TOTAL R130,161,880


ANNEXURE 7


Summary of operational budget for 2008 and indicative years 2009/2010

Executive & Council 0 18,507 18,507 18,507 0 18,507 0 18,153

Municipal & General 0 106,126 106,126 37,173 68,953 106,126 0 128,092

Municipal Manager’s Office 0 10,093 10,093 10,093 0 10,093 0 10,145

Corporate Services 0 31,205 31,205 31,205 0 31,205 0 32,047

Community Services 938 87,111 88,049 70,909 17,140 88,049 1,031 93,166

Financial Services 5,435 47,588 53,023 51,538 1,485 53,023 735 50,012

Strategy, Economic Development 28,514 23,905 52,419 34,419 18,000 52,419 23,336 25,015

Infrastructure & Services 90,820 340,541 431,361 342,605 88,756 431,361 55,088 369,858

TOTAL 125,707 665,076 790,783 596,449 194,334 790,783 0 80,190 726,488

Internal Charges and cross subsidisation

Municipal & General 0 0 0 0 0 0 0 0

Corporate Services 0 0 0 0 0 0 0 0

Community Services 0 0 0 0 0 0 0 0

Financial Services 0 0 0 0 0 0 0 0

Strategy, Economic Development 0 0 0 0 0 0 0 0

Infrastructure & Services 0 78,019 78,019 0 0 0 0 84,018

TOTAL 125,707 743,095 868,802 596,449 194,334 790,783 0 80,190 810,506

2008/2009 Appropriations Funding Surplus/ Appropriations Capital Operating Total Own Srce External Total (Deficit) Capital Operating

R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000


2009/2010 2010/2011 Funding Surplus/ Appropriations Funding Surplus/ Total Own Source External Total (Deficit) Capital Operating Total Own Source External Total (Deficit)R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000

18,153 18,153 0 18,153 0 19,119 19,119 19,119 0 19,119

128,092 39,572 88,520 128,092 0 155,007 155,007 42,769 112,238 155,007

10,145 10,145 0 10,145 0 10,653 10,653 10,653 0 10,653

32,047 32,047 0 32,047 0 33,828 33,828 33,828 0 33,828

94,197 90,321 3,876 94,197 1,133 97,293 98,426 94,915 3,511 98,426

50,747 49,262 1,485 50,747 735 51,929 52,664 50,929 1,735 52,664

48,351 26,015 22,336 48,351 28,273 26,166 54,439 27,666 26,773 54,439

424,946 361,402 63,544 424,946 22,936 392,393 415,329 383,641 31,688 415,329

806,678 626,917 179,761 806,678 0 53,077 786,388 839,465 663,520 175,945 839,465 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

84,018 0 0 0 87,897 87,897 0 0 0

890,696 626,917 179,761 806,678 0 53,077 874,285 927,362 663,520 175,945 839,465 0

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