Executive Management of Dihlabeng Local Municipality

DIHLABENG LOCAL MUNICIPALITY INTEGRATED DEVELOPMENT PLAN

Bethlehem, Clarens, Fouriesburg, Paul Roux and Rosendal

DIHLABENG LOCAL MUNICIPALITY INTEGRATED DEVELOPMENT PLAN

2015/2016

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

CONTENT LIST CHAPTER 1:

1.1 Introduction and Background 1-3 1.2 Inter-Governmental Planning 3 1.3 Brief Overview 4 1.3.1 Why an Integrated Development Planning Review 4 1.3.2 Integrated Developmental Planning and Budget Process 4-5 1.3.3 Municipal Key performance Areas 6 1.4 Dihlabeng Local Municipality Turn- around Strategy 6 1.5 Millennium Development Goal 6 1.6 Delivery Agreement Outcome 6 1.7 National Development Plan 6-7 1.8 National AIDS Strategy 7 1.9 Provincial Growth and Development Strategy 7 1.10 Free State Spatial Development Plan 7-8 1.11 Legislative Framework for Local Municipality 8 1.12 Key Sectors 8

CHAPTER 2: IDP PROCESS 9

2.1 Legal background 9 2.2 IDP Review Process 10 2.3 Summary of Activities 11 2.4 IDP Review Institutional Arrangements 12 2.5 Role Players 13 2.6 Mechanism and Procedures 14 2.6.1 Ward Committees 14 2.6.2 Stakeholders 14 2.6.3 Representative Forum 14 2.6.4 Community Outreach meetings 14-15 2.7 Planning Synchronization 16 2.8 Budget and IDP, PMS process 17-18 2.9 Summary of issues raised 19 2.9.1 Community Based Planning Workshop Report 20 2.9.2 Action Plan (Summary of issues raised by community 21 2.10 SWOT Analysis 22-23 2.11 Mayoral Committee 24 2.12 Executive Management Structure 25 2.13 Powers and Functions of the Municipality 26-27

CHAPTER 3: STATUS QUO ANALYSIS 28

3.1 Geography and Location 28-29 3.2 Population by Age 29 3.3 Household Heads 30 3.4 Language Profile 31 3.5 Household Income 31-32 3.6 Employment and Unemployment 33 3.7 Education and Skills 33-34 3.8 Household Access to Municipal Services 35 3.9 Dwelling type 36 3.10 Access to Water 37 3.11 Access to Sanitation 38 3.12 Access to Electricity 39-40 3.13 Access to Refuse Removal 41 3.14 Health Profile 42 3.15 School Profile 43 3.16 Church Profile 43 3.17 Economic Profile 43-45 3.18 Economic Sectors 46 3.19 Business Profile 46-47 3.20 Town Planning and Housing 48 3.20.1 Extention to Residential building 48-49 3.20.2 Non Residential Building 49 3.20.3 Land Use Application 49-51 3.20.4 Development Trends 51-52

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

CHAPTER 4: VISION MISSION AND STRATEGIC DEVELOPMENT OBJECTIVES

4.1 Priority Water & Sanitation 53-55 4.1.1 DLM Treatments Plants 55 4.1.2 Associated Services 55 4.1.3 Strategies, Programmes and Projects 56 4.2 Priority Roads and Storm Water 57 4.2.2 Alignment with Provincial and District Process 57 4.2.3 Core Business (Key Performance Area‟s) 57 4.2.4 Strategies, Programmes and Projects 58 4.3 Priority Electricity 59-60 4.4 Priority Human Settlement 61-63 4.4.1 Strategies, Programmes and Projects 64 4.5 Priority Waste Removal 65-66 4.5.1 Strategies, Programmes and Projects 67 4.6 Social Welfare 67-68 4.7 Local Economic Development 69 4.7.1 Strategies, Programmes and Projects (SMME‟s) 70 4.7.2 Level and Standard of Service 70 4.7.3 Agriculture 71-72 4.7.4 Agricultural Profile 73 4.7.5 Tourism 74 4.7.6 Strategies, Programmes and Projects 75 4.7.7 Transportation Capacity 76 4.8 Priority Sports Arts & Culture 76 4.8.1 Situation on Sport Facilities 76-77 4.8.2 Strategies, Programmes and Projects 77 4.8.3 Arts and Culture 78 4.8.3.1 Situation per Town 78 4.8.4 Strategies, Programmes and Projects 79 4.9 Public Safety, Emergency, Fire and Rescue 80 4.9.2 Emergency Services 81 4.9.3 Fire and Rescue 81 4.10 Environmental Issues 82-83 4.10.1 Conservation & Protection Status of vegetation types 84 4.10.2 Dihlabeng Aggregate Land Area 84 4.10.3 Strategies, Programmes and projects 85 4.11 Parks and Cemeteries 86 4.11.1 Parks 86-87 4.11.2 Cemeteries 88-89 4.12 Institutional Development and Transformation 90 4.12.1 Background and Problem statement 90 4.12.2 Strategies, Programmes and projects 91 4.13 Skills Development 92 4.14 Public Participation & Good Governance 93 4.15 Governance programmes 94-95 4.16 Sector Plans 95 4.17 Alignment with other spheres of government (Electricity) 96 4.18 Alignment with other spheres of government (Human Settlement) 97

CHAPTER 5: FINANCIAL VIABILITY 98

5.1 Financial Viability 98 5.1.1 Background and Problem Statement 98-99 5.1.2 Household Bills 100-102 5.1.3 Five Year Financial Plan 103 5.1.4 Draft Budget Five year Financial Projections 103 5.1.5 Expenditure Budget Summary 103 5.1.6 Budget Alignment with strategic objectives 104 5.1.7 Source of Income 104 5.1.8 Capital Projects list 105-111

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

CHAPTER 6: PERFORMANCE MANAGEMENT 112

6.1 Principles Governing this Performance Management Systems 113 6.2 Dimension of Performance Management 113 6.3 Managing Organizational Performance Management 113 6.4 Managing Performance of Strategy Implementation 113 6.5 Performance Measures Planning 114-116 6.6 Managing Staff Performance 116-117 6.7 Reporting 117 6.8 Legal Framework 117 6.9 Reporting System 118

CHAPTER 7: ANNUAL OPERATIONAL PLAN (SDBIP) 119

7.1 Introduction 119

7.2 Definition Service Delivery & Delivery Implementation 119

7.3 The SDBIP Concept 119

CHAPTER 8: APPROVAL 120

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

Figures, Graphs, Structures, Drawings, Tables, Maps and Diagrams.

TABLES Page Nr

1. IDP and Budget process 5 2. Summary of Activities 11 3. Role Players in Terms of Reference 13 4. Community Outreach meeting 15 5. District Framework Guidelines 16 6. Budget IDP/PMS process 17-18 7. Summary of Issues raised by community 19 8. Community Based Planning Workshop 20 9. Action Plan for summary of Issues 21 10. Municipal powers and Functions 26-27 11. Population by Age 29 12. Household Heads 30 13. Language Profile 31 14. Education and Skills 34 15. Dihlabeng access to water 37 16. Dihlabeng access to Sanitation 38 17. Refuse Removal 41 18. Health Facility (Hospitals) 42 19. Health Facility (Clinics) 42 20. School Profile 43 21. Church profile 43 22. New Residential Building 48 23. Extension to Residential 49 24. Non Residential Building 49 25. Community Survey 50 26. Erf Requirements 50 27. Water and Sanitation 53 28. Service Level for core function Water 54 29. Service level for core Function Sanitation 54 30. Informal settlement with no access to water & Sanitation 54 31. Summary of service backlog per Household 54 32. Dihlabeng Treatment Plants 55 33. Associated Services 55 34. Strategies, Programmes and projects (Water & Sanitation0 56 35. Status of Municipal Roads 57 36. Strategies, programmes and Projects 58 37. Electricity Backlog 59 38. Strategies, programmes and projects 60 39. Strategies, programmes and project 64 41. Status of landfill 66 42. Service level of refuse removal 66 43. Permitted disposable site 66 44. Strategies, Programmes and projects Refuse removal 67 45. Access to Social Grants 68 46. SMME‟s, Strategies, programmes and Projects 70 47. Level and standard of service (LED) 70 48. Location Quotient for Dihlabeng 71 49. Strategies, Programmes and Projects 72 50. Use of Agricultural land 73 51. Tourist attractions 74 52. Strategies, Programmes and projects 75 53. Strategies, Programmes and projects (Airfield) 75 54. Transportation Supply Capacity 75 55. Dihlabeng Facilities as per Town 76-77 56. Strategies, Programmes and Projects (Sports) 77 57. Heritage Facilities 78 58 Strategies, programmes and Projects (Arts &Culture) 79 59. Strategies, Programmes and Projects (Libraries) 79 60. Dihlabeng Capacity on Traffic 80 61. Emergency Capacity of Dihlabeng 81 62. Strategies, Programmes and projects 81 63. Main Land Cover types 82 64. Conservation and protection status of different Vegetation 84 65. Dihlabeng local Municipality Aggregate land Area 84

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

66. Strategies, Programmes and projects 85 67. Accelerated Parks Maintenance plan 87 68. Strategies, Programmes and Projects 89 69. Division of Powers and Functions 90 70. Strategies, Programmes and projects (Corporate Services) 91 71. Strategies, Programmes and Projects (Skills Development) 92 72. Strategies, Programmes and Development (Public Participation) 93 73. Programmes for Executive Major‟s office 94 74. Programmes for Municipal Public accounts (MPAC) 94 75. Programmes for Council Chief Whip Office 94 76. Programmes for Speakers office 95 77. Programmes and Projects of other spheres of Government 95 78. Dihlabeng Local Municipality Sector Plans 95 79. Strategies, Programmes and Projects (Alignment) 96 80. Financial Viability 98 81. Household Bills 100-102 82. Five Year Financial Plan 103 83. Draft Budget Financial Projections 103 84. Expenditure Budget Summary by Main Vote 103 85. Budget alignment with Strategic Objectives 104 86. Source of Income 104 87. Capital Projects List 105-111 88. Performance Measurement Planning 114-116 89. Managing Staff Performance 116-117 90. Legal Framework 117 91. Reporting System 118

GRAPHS

A. Household Heads 30 B. Dihlabeng Income Distribution 32 C. Employment and Unemployment Rate 33 D. Education and Skills 33 E. Education and Skills 34 F. Household Access to Municipal Services 35 G. Dwelling Types around Dihlabeng Local Municipality 36 H. Dihlabeng Household by Dwelling Type 36 I. Dihlabeng Access to Electricity (Cooking) 39 J. Dihlabeng Access to Electricity (Heating) 39 K. Dihlabeng Access to Electricity (lighting) 40 L. Municipal contribution to Thabo Mofutsanyana Economy (2010) 43 M. Municipal contribution to Thabo Mofutsanyana Economy (2011) 44 N. Regional Comparison of Economic Growth Trends 45 O. Location Quotient for Dihlabeng (2011) 45 P. Economic production by Sector 46 Q. Economic production by Sector 46 R. Dihlabeng Business Ownership 47 S. Dihlabeng annual Business Annual Turnover 47 T. Employment Profile 47 U. Erf Requirements 50 V. Vacant Site 51 W. Dwelling Type 62 X. Household by Dwelling Type 62

STRUCTURES

(I). IDP Review Process 10 (ii). IDP Review Institutional Arrangement 12 (iii). Swot Analysis 22-23 (iv). Mayoral Committee 24 (v). Executive Management 25 (vi). Performance Management System 112 (vii). SDBIP Concept 119

ACRONYMS

AIDS Acquired Immune Deficiency Syndrome CBO Central Business District CBP Community-Based Planning CDWs Community Development Workers CFO Chief Financial Officer Cllr Councillor DFA Development Facilitation Act DLM Dihlabeng Local Municipality DORA Division of Revenue Act HIV Human Immunodeficiency Virus EIA Environmental Impact Assessment EMP Environmental Management Plan FET Further Education and Training FSGDS Free State Growth and Development Strategy GDP Growth Domestic Product GRAAP Generally Accepted Accounting Practices HDI Historically Disadvantaged Individual ICT Information Communication Technology IDP Integrated Development Plan IGR Intergovernmental Relations IT Information Technology IWMP Integrated Waste Management Plan KPA Key Performance Area KPI Key Performance Indicator LGSETA Local Government Sector Education and Training Authority LUMS Land Use Management System MAYCO Mayoral Committee MDG Millennium Development Goals MFMA Municipal Finance Management Act MIG Municipal Infrastructure Grant MM Municipal Manager MPPMR Municipal Planning and Performance Management Regulators MSA Municipal Systems Act MTSF Medium-Term Strategy Framework MTREF Medium-Term Revenue Expenditure Framework NAS National AIDS Strategy NDP (2030) National Development Plan NKPI National Key Performance Indicator NSDP National Spatial Development Plan PGDS Free State Provincial Growth Development Strategy PMS Performance Management System SCM Supply Chain Management SDBIP Service Delivery and Budget Implementation Plan SDF Spatial Development Framework SMME Small Medium and Micro Enterprise SSA Statistics South Africa USDG Urban Settlement Development Grant VIP (toilet) Ventilated Improved Pitt WTW Water Treatment Works PWDs People with Disabilities

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

CHAPTER 1

1.1 INTRODUCTION AND BACKGROUND

In terms of the Local Government Municipal System Act 32of 2000,Section 25(1) each municipal council must, within a prescribed period after the start of its elected term, adopt a single, inclusive and strategic plan for the development of the municipality which, inter alia ,links ,integrates and co-ordinates plans and takes into account proposals for the development of the municipality and aligns the resources and capacity of the municipality .As far as the status of the IDP is concerned, Section 35 of the Act clearly states that an integrated development plan by the council of a municipality is the principal strategic instrument ,which guides and informs all planning and development, and all decisions with regard to planning ,management and development in the municipality.

Section 34 of the Act provides for the annual review of the IDP in accordance with an assessment of its performance measurements and to extend that changing circumstances so demand. This document 2015/2016 IDP of the Dihlabeng Local Municipality, which represents the third review as adopted in the 2012/2013 at the beginning of the current term of council .The strategic objectives and targets contained in this document were reached subsequent to extensive systematic and structured internal and external consultation through various public participation mechanisms with the community and stakeholders with the Dihlabeng Local Municipality area of jurisdiction.

The IDP is the key instrument to achieve developmental local governance for centralised, strategic, participatory, implementation orientated, coordinated and integrated development. Preparing an IDP is not only a legal requirement in terms of the legislation but it is actually the instrument for realizing municipalities‟ major developmental responsibilities to improve the quality of life of the citizens. It seeks to speed –up service delivery by securing a buy-in of all relevant players and provides government departments and other social partners with a clear framework of the municipality‟s development trajectory to harness implementation efforts. In terms of section 26 of the Systems Act, the core components of an IDP are;

 The municipal council‟s vision for the long term development of the municipality  An assessment of the existing level of development in the municipality  Council „s development priorities and objectives for its elected term  Council‟s development objectives must be aligned with any national or provincial sectoral plans  A Spatial Development Framework  Council operational strategies  Applicable disaster management plan  Financial plan which must include a budget projection for at least next three years; and  The key performance indicators and performance targets determined in terms of the Performance Management System.

The Revised IDP is based on lessons learned from the previous revision and planning cycle as well as changing environments and focuses on the following:

 Alignment with national and provincial issues of importance;  Strengthening the analysis principles of the strategic planning processes;  Ensure better coordination through a programmatic approach and focused budgeting process;  Strengthening performance management and monitoring systems

 Free State Growth and Development Strategies;  Free State Spatial Development Framework;  National and Provincial Spatial Development Perspectives;  National Key Performance Indicators (NKPIs);  National Development Plan 2030 Vision;

In response to new demands and requirements stipulated in legislation, political mandate and situational realities, the Local Municipality embarked on an intense strategic assessment and planning process. Departments and communities played a key role in obtaining a sound understanding of the state of departmental functions and community needs and priorities.

In the end, the Local Municipality as an institution needs to respond within its approved strategic framework to address its development challenges and opportunities through the Council approved Integrated Development Plan (IDP).

Guiding Parameters

An Integrated Development Plan is a constitutional and legal process required of South African municipalities; however, apart from the legal compliance, there are many advantages and benefits to undertaking the integrated development planning process. These include the following:

1 DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

 P r i o r i t i z a t i o n a n d a l l o c a t i o n o f s c a r c e r e s o u r c e s t o a r e a s o f g r e a t e s t n e e d a l i g n e d t o s p a t i a l b u d g e t i n g .  A c h i e v i n g s u s ta i n a b l e d e v e l o p m e n t a n d e c o n o m i c g r o w t h .  D e m o c r a t i z i n g l o c a l g o v e r n m e n t b y e n s u r i n g f u l l p u b l i c p a r t i c i p a t i o n i n i t s p l a n n i n g , i m p l e m e n ta t i o n , m o n i t o r i n g a n d e v a l u a t i o n p r o c e s s e s .  P r o v i d i n g a c c e s s t o d e v e l o p m e n t f u n d i n g t h r o u g h t h e M e d i u m T e r m R e v e n u e a n d E x p e n d i tu r e F r a m e w o r k .  E n c o u r a g i n g b o t h l o c a l a n d o u t s i d e i n v e s t m e n t b y d e v e l o p i n g l o c a l e c o n o m i c s t r a t e g i e s .  U s i n g th e a v a i l a b l e c a p a c i ty e f f e c t i v e l y , e f f i c i e n t l y a n d e c o n o m i c a l l y . There are a few main reasons why a municipality should have an IDP: Utilization of scarce resources. The IDP assists the municipality to focus on the most important needs of the communities taking into account the resources available. In the process, the municipality must find the most cost-effective and efficient way of providing services and money spent on the causes of problems in its area of jurisdiction.

Expedite delivery of services.

The IDP identifies the least serviced and most impoverished areas and points to where municipal funds should be spent. It should provide mechanisms to ensure that projects and programmes are efficiently implemented and assists developing realistic project proposals based on the availability of resources.

 Attract additional funds.  The IDP provides clear development direction and guidelines that in return will attract investors and additional funds to the municipal area.  Strengthens democracy through the active participation of all the important stakeholders in the IDP and Budgeting process, decisions are made in a democratic and transparent manner.  Promotes co-ordination between local, provincial and national government.  The different spheres of government are encouraged to work in a coordinated manner to address the development needs in a local area.

The IDP of a Municipality may be amended if and when circumstances require the amendment but must be reviewed annually regardless if there is changing circumstances or not (Section 34 of the MSA). Both amendment and review of the document must be in accordance with a prescribed process which is described in the Process Plan of particular importance to municipalities and municipal entities is Sections 151 to 164 (Chapter 7) of the Constitution, Local Government: Municipal Structures Act, 1998, MSA, the Local Government: Municipal Finance Management Act, 2003 (MFMA) and the Local

2 DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

Government: Municipal Systems Amendment Act, 2003. These Acts form the cornerstones for municipal operations, planning, governance and accountability. More specifically, the regulations of these Acts promote effective planning, budgeting, revenue and expenditure management, reporting, oversight, social and economic upliftment, universal access to essential services and effective performance management.

A number of policies, strategies and development indicators have been developed to ensure that all other government activities are aimed at meeting the developmental needs expressed the local government level. In terms of Section 153(b) of the Constitution, municipalities must participate in national and provincial development programmes and if they are required to comply with these programs they must align to these programmes.

1.2 INTER-GOVERNMENTAL PLANNING

Section 41(1) of the Constitution contains the principles of co-operative government and inter-governmental relations.

„Inter-governmental relations‟ means the relationships between national, provincial and local government. The Constitution states that the three spheres of government are distinctive, inter-dependent and inter-related. They are autonomous, but exist in a unitary South Africa and have to cooperate on decision-making and must co-ordinate budgets, policies and activities, particularly for those functions that cut across the spheres.

Cooperative governance means that national, provincial and local government should work together to provide citizens with a comprehensive package of services. They have to assist and support each other, share information and coordinate their efforts. Implementation of policies and government programmes particularly require close cooperation between the three spheres of government.

The division and allocation of the total government income (revenue) between the spheres of government and within government is regulated by the Division of Revenue Act, 2009 (DORA). The different spheres of government depend on each other for support in project implementation.

In order to implement the principles on cooperative government set out in Chapter 3 of the Constitution, the Intergovernmental Relations Framework Act, 2005 (IGR) was enacted. The Act seeks to set up mechanisms to coordinate the work of all spheres of government in providing services, alleviating poverty and promoting development. It also establishes a line of communication that goes from municipalities to the provinces and directly to the Presidency.

At provincial level the Premier‟s Inter-governmental Forum (PIF) exists which consults on broad development in the province, as well as on the implementation of national and provincial policy and legislation. It also seeks to coordinate the alignment of provincial and municipal development planning and strategic planning.

In many development projects, more than one sphere of government may be involved in implementation. Where necessary, the different organs of state may enter into an implementation protocol that describes the role and responsibility of each organ of state; outlines priorities and desired outcomes; and provides for monitoring, evaluation, resource allocation and dispute settlement procedures. The IGR has been set up to facilitate cooperation and avoid legal proceedings between different spheres of government.

Every department, and every unit within a department, has to develop implementation and action plans based on the overall strategic plan of government. Apart from the Annual Performance Plan, every directorate also has to develop a Service Delivery Improvement Plan.

The relationship between national planning instruments such as the NSDP, provincial plans such as Provincial Growth and Development Strategies (PGDS) and municipal plans (IDP‟s) must be determined in the context of a set of intergovernmental planning principles. These include:

 All spheres and organs of state should promote coordinated and integrated planning;  National development priorities and principles should inform planning for all spheres;  Each sphere has its own distinct development tasks and related planning tasks corresponding to the scale of operations and the area of jurisdiction; and  The necessary mutual alignment between national priorities or guidelines, sectoral planning requirements and local needs, conditions and resources must be conducted in the spirit of cooperative governance whereby the plans of one sphere should support those in another.  The shared and common platform critical to alignment is made possible through a coherent set of national spatial guidelines based on the twin concepts of development potential and need.  The normative principles and guidelines embodied in the NSDP provide the central organizing concept for facilitating alignment and serve as the mechanism and basic platform for better coordination and alignment of government programmes.

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1.3 B R I E F O V E R V I E W O F T H E P R O C E S S T O D R A F T T H E R E V I E W O F T H E I D P ’ S

Taking into account the Local Municipal strategic assessment results, institutional resources and development profile and realities, it requires a realignment of the IDP and Budget Process Plan. In summary, the IDP and Budget Process Plan involve:

A preparation phase - where departments assessed their situation and identified projects that are needed. The community went through the same process.

 A planning phase – taking the strategic directives into account, departments developed more detailed business plans that contain project proposals with costs. Community needs were taken into account but some of the needs that require further investigation are not necessarily registered as projects.  An evaluation phase – the project proposals from the various departments are evaluated through a budget assessment process that assess if the projects are in line with council priorities and strategies. A draft Medium Term Income and Expenditure Framework (MTEF) (Budget) and IDP are prepared and approved before an outreach and participation processes begin.  A participation process – the draft Budget and IDP was discussed across the Municipal Area and community members had the opportunity to engage with the projects and budgets proposed for the Municipality and their areas. A comment period is provided and communities and interested parties provide comments on the draft IDP and Budget.  A finalization phase – taking the comments into account a final IDP and Budget must be prepared and submitted to Council for approval.

1.3.1 W H Y A N I N T E G R A T E D D E V E L O P M E N T P L A N N I N G R E V I E W

Local government operates in an ever-changing environment. The dynamic nature of local, district, provincial, national and global environments constantly presents local government with new challenges and new demands. Similarly, the needs of communities of Dihlabeng Local Municipality continuously change.

The five-year Integrated Development Plan of Dihlabeng Local Municipality is reviewed annually so that the municipality can always be confident that it addresses the real and relevant needs and concerns of local communities. This is the third review in the present review cycle from 2012-2017.

This annual review states that; it is also a legislative requirement in terms of the Local Government: Municipal Systems Act, 32 of 2000.

The focus of this year‟s Integrated Development Plan has therefore been on aligning municipal programmes, projects and strategies with:

 Community needs and priorities identified in the next five years and present challenges.  Updated statistical information( Statssa)  Adjustment of targets to keep them realistic within the scarce resources.  A Revised Spatial Development Framework and other related sector plans.

1.3.2 INTEGRATED DEVELOPMENT PLANNING AND BUDGET PROCESS

The Dihlabeng Local Municipality annually formulates an IDP/Budget Schedule to guide its development and review processes. This process enhances integration and alignment between the Integrated Development Plan and Budget, thereby ensuring the development of an Integrated Development Plan-based Budget. The IDP/Budget Schedule has been amended to be in line with MFMA Circular 54.

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Table 1: IDP & BUDGET PROCESS IDP/Budget Process Responsibility Evaluation Framework for a credible IDP COGTA Submission of 2015/2016 Budget Strategy and Assumptions to Finance Municipal Manager Chief Standing Committee Financial Officer Operating and Capital Budgets which have been adjusted to reflect the Budget Chief Financial Officer Strategies and Assumptions approved by Council Draft three year budget forecast on Human Resource costs of departments presented to department Commencement of Annual Review of tariffs, fees and charges Liaise with National and Provincial Governments regarding any adjustments to projected allocations for the next three years in terms of Medium Term Expenditure and Revenue Framework

Final date for the submission of the Operating Budget and Capital Budget by directorates Consolidation of the public inputs on Ward Based Planning IDP Forum Compilation of consolidated forum report for inclusion in the draft IDP Office of the Municipal Manager Review of Budget Related Policies Municipal Manager Director Manager 2 0 1 5 / 2 0 16 D r a f t O p e r a t i n g a n d C a p i ta l B u d g e t s , D r a f t I D P f o r s Executive Mayor Municipal u b m i s s i o n t o M a y c o Manager Director Financial Services 2 0 1 5 / 2 0 1 6 D r a f t B u d g e t O p e r a t i n g a n d C a p i t a l B u d g e t s a n d I D Executive Mayor Municipal P a d o p t i o n b y C o u n c i l f o r c o n s u l ta t i o n w i t h t h e c o m m u n i t y Manager Director Financial Services A d v e r t i s e f o r p u b l i c c o m m e n t s a n d p u b l i c m e e ti n g s Municipal Manager Chief 2015/ 2 0 1 6 O p e r a t i o n a l a n d C a p i ta l B u d g e t s f o r w a r d e d t o N Financial officer a ti o n a l a n d P r o v i n c i a l T r e a s u r i e s a n d a n y p r e s c r i b e d n a t i o n a l a n d p r o v i n c i a l o r g a n o f s ta t e a n d t h e w e b s i te P u b l i c m e e t i n g s / c o n s u l ta t i o n s o n t h e f i n a l D r a f t I D P a n d B Executive Mayor u d g e t Municipal Manager L i a i s e w i t h N a t i o n a l a n d P r o v i n c i a l G o v e r n m e n t r e g a r d i n g a n y a Directors Managers d j u s tm e n t s t o p r o j e c te d a l l o c a t i o n s f o r t h e n e x t th r e e y e a r s C o n s o l i d a te a l l B u d g e t i n p u t s a n d c o m m e n t s f r o m th e c Office of the Municipal Manager o m m u n i t y a n d a l l r e l e v a n t s t a k e h o l d e r s R e p o r t a n d c o n s i d e r f e e d b a c k r e c e i v e d f r o m c o m m u n i t y a n d r e l e v a n t s ta k e h o l d e r s S u b m i s s i o n o f t h e 2 0 1 5 / 2 0 1 6 I D P a n d B u d g e t t o th e M a y o r a l C Municipal Manager Chief o m m i t te e Financial Officer P r e s e n t D r a f t S e r v i c e D e l i v e r y a n d B u d g e t I m p l e m e n ta t i o n P l a n t o t h e M a y c o A p p r o v a l o f t h e 2 0 1 5 / 2 0 16 I D P a n d B u d g e t b y f u l l C o u n c i l Executive Mayor Municipal Manager Chief Financial officer F o r w a r d I D P , B u d g e t t o N a t i o n a l a n d P r o v i n c i a l T r e a s u r i e s Municipal Manager Chief Financial officer S e r v i c e D e l i v e r y a n d B u d g e t I m p l e m e n ta t i o n P l a n a p p r o v e d b y t Executive Mayor h e E x e c u t i v e M a y o r a n d t h e M a y c o Municipal Manager S i g n i n g o f th e P e r f o r m a n c e A g r e e m e n t s f o r M u n i c i p a l M a n a g e r a Executive Mayor n d S , 5 6 e m p l o y e e s Municipal Manager Directors

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1.3.3 M U N I C I P A L K E Y P E R F O R M A N C E A R E A (P O P U L A R M A N D A T E)

All strategic agendas, whether of national, provincial or local government, are underpinned and guided by and designed to satisfy the needs of all local communities. Citizenry of Dihlabeng Local Municipality take the lead in defining and shaping their priorities through a variety of public participation processes and programmes, such as ward-based planning, MAYCO meets the people, Community Development Workers and Ward Committees The following are the key priorities that have been identified from the consultation processes and that have shaped this IDP, informed by the 5 Year Local government Strategic Agenda:

 Infrastructure and Services  Local Economic Development  Organizational Development and Transformation  Financial Viability and Management  Good Governance and Public Participation

1.4 DIHLABENG LOCAL MUNICIPALITY TURNAROUND STRATEGY

All Local Municipalities within South Africa were tasked by National Government to prepare Turnaround Strategies with the objective to:  Restore the confidence in the municipalities, as the primary delivery machine of the developmental state at a local level; and  Rebuild and improve the basic requirements for a functional, responsive, accountable, effective, and efficient developmental local government.

The Dihlabeng Local Municipality identified the following strategies at propelling the Municipality to contribute to building the Developmental State:

 Provide a democratic and accountable government for local communities;  Be responsive to the needs of the local community;  Ensure the provision of services to communities in a sustainable manner;  Promote social and economic development;  Promote a safe and healthy environment;  Encourage the involvement of communities and community organizations in the matters of local government;  Facilitate the culture of public service and accountability amongst its staff; and  Assign clear responsibilities for the management and co-ordination of these administrative units and mechanisms.

1.5 MILLENNIUM DEVELOPMENT GOALS (MDGS)

The aim of the MDGs is to encourage development by improving social and economic conditions. It provides a framework for the entire international community to work together towards a common end i.e. making sure that human development reaches everyone, ever y where.

 Reduce poverty and unemployment by half  Provide the skills required by the economy  Ensure that all South Africans are able to fully exercise their constitutional rights  Compassionate government service to the people  Achieve a better national health profile and a massively reduced preventable causes of death  Significantly reduced the number of serious and priority crimes and cases awaiting trial  Position South Africa strategically as an effective force in global relations.  1.6 DELIVERY AGREEMENT- OUTCOME 9

The Municipality responds to the Delivery Agreement: Outcome 9. This outcome intends to ensure a responsive, accountable, effective and efficient local government system with an intention of restoring the confidence of citizens in the local government sphere.

1.7 NATIONAL DEVELOPMENT PLAN

The National Development Plan (NDP) is an annual statement of government‟s priorities for the year. It aims to outline government‟s major plans for the year ahead. These plans are announced in the State of the Nation Address delivered by the President during the opening of Parliament. The NDP is informed by the MTSF, the deliberations of the January Cabinet lekgotla and the President‟s State of the Nation Address.

6 DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

The purpose of NDP is to improve the operation of the mechanisms within government to ensure the proper monitoring and evaluation of work being done. Government has identified priority areas, from now up to 2030.

These are to:

 Speed up economic growth and transform the economy to create decent work and sustainable livelihoods;  Introduce a massive programme to build economic and social infrastructure;  Develop and implement a comprehensive rural development strategy linked to land and agrarian reform;  Food security;  Strengthen the skills and human resource base;  Improve the health profile of all South Africans;  Intensify the fight against crime and corruption;  Build cohesive, caring and sustainable communities;  Pursue African advancement and enhanced international cooperation;  Ensure sustainable resource management and use; and  Build a developmental state, improve public services and strengthen democratic institutions.

1.8 NATIONAL AIDS STRATEGY

The strategy is designed to guide South Africa‟s response to HIV & AIDS and Sexual Transmitted Infection (STI) control. The strategy recognizes the following contextual factors relating to HIV & AIDS and STI transmissions:

 That poverty is critical in terms of spreading the epidemic;  That gender and gender based violence is also central to the problem;  That cultural attitudes and practices which are rigid and conservative may result in the increased spread of these diseases;  That stigma, denial, exclusion and discrimination increase peoples un-likeliness to test or seek help once they have contracted these diseases;  That mobility and labour migration increases some peoples likeliness to engage with other partners thus increasing the spread of the epidemic; and  That social fragmentation in informal areas adds to vulnerability of these communities.

The strategy identifies women, adolescents and young adults (15-24 years), children 0-14 years, people with disabilities, men who have sex with men, commercial sex workers, mobile, casual and atypical forms of work, refugees, injecting drug use and incarcerated individuals as those who are most vulnerable to the pandemic. In order to deal with the pandemic the following focus areas are proposed:

 Preventions (Priority Area 1);  Treatment, care and support (Priority Area 2);  Research, monitoring and surveillance (Priority Area 3); and  Human rights (Priority Area 4).

1.9 PROVINCIAL GROWTH AND DEVELOPMENT STRATEGY

The PGDS also plays an important role in shaping the municipality‟s IDP. The PGDS of the Free State Government is reflected as follows in the municipality‟s four key performance areas:

 Stimulate economic development.  Develop and enhance infrastructure for economic growth and social development.  Reduce poverty through human and social development.  Ensure a safe and secure environment for all people of the province.  Promote effective and efficient governance and administration.  1.10 FREE SATE SPATIAL DEVELOPMENT FRAMEWORK

The 2009 Free State Spatial Development Framework primary aims is to guide spatial planning, land development and land use management in the Province.

The objectives of the Free State Spatial Development Framework are to: Inform on the strategic focus areas (spatially) of provincial departments and service providers.

Foster spatial development in such a way that resources are invested optimally and areas of potential are promoted in a suitable manner. Identifies the key spatial development issues, main nodes and zones of potential where development could be encouraged, and those natural systems and environmental areas where development should be carefully and sensitively managed.

7 DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

Provide management principles and criteria for spatial development issues to enable Local and District Municipalities to formulate IDPs within a broad policy framework aligned to national planning strategies.

Give direction to line departments within Provincial Government and other development agencies responsible for investment programmes, infrastructure and development.

Assist to co-ordinate sectorial plans and interdepartmental co-operation.

Manage development in the province towards achievement of a common vision and set of objectives.

Guide as to where development attention could be directed in the province to achieve the most effective benefits in a coordinated manner for the ordering of spatial development in areas of opportunity and need.

Provide the framework for the spatial elements of development actions from a provincial perspective.

Is derived from the Provincial Growth and Development strategy.

1.11 LE G I S L A T I V E F R A M E W O R K

C o n s t i t u t i o n o f t h e R e p u b l i c o f S o u t h A f r i c a A c t 1 0 8 of 1 9 9 6

I t s t i p u l a t e s t h a t a m u n i c i p a l i ty m u s t g i v e p r i o r i t y t o th e b a s i c n e e d s o f i t s c o m m u n i t y a n d p r o m o t e t h e i r s o c i a l a n d e c o n o m i c d e v e l o p m e n t t o a c h i e v e a d e m o c r a ti c , s a f e a n d h e a l t h y e n v i r o n m e n t .

L o c a l G o v e r n m e n t M u n i c i p a l S y s t e m s A c t 3 2 of 2 0 0 0

S t i p u l a t e s t h e n e e d f o r e a c h a n d e v e r y m u n i c i p a l i ty to d e v e l o p a n d a d o p t a n I D P, w h i c h s h o u l d b e r e v i e w e d a n n u a l l y. I n a d d i t i o n i t o u t l i n e s t h e I D P p r o c e s s a n d c o m p o n e n t s.

M u n i c i p a l F i n a n c e M a n a g e m e n t A c t 5 6 of 2 0 0 3

M a k e s p r o v i s i o n f o r a l i g n m e n t b e tw e e n t h e I D P a n d th e M u n i c i p a l B u d g e t. T h e S e r v i c e D e l i v e r y a n d B u d g e t I m p l e m e n ta t i o n P l a n i s t h e m e c h a n i s m th a t e n s u r e s th a t t h e I D P a n d B u d g e t a r e a l i g n e d .

1.12 KEY SECTOR PLANS

Beyond the core components of an IDP, as legislated by the System Act, the DLM recognized the need to develop further strategies, policies and plans which seeks to deal with specific issues that will facilitates progressive realisation of the desired developmental trajectory. Close examination of all these strategies and plans will show a greater degree of alignment all the guidelines and development directives outlined in the government policy frameworks. Sustainable development is one of the issues that have received consideration. This is viewed as critical as sustainable development seeks to balance social, economic and ecological requirements in a long –term perspective.

During the past few years DLM developed a number of sectoral and operational plans as outlined below under the strategic themes;

 Local Economic Development ,Job Creation and Poverty Alleviation  Local Economic Development Strategy  Tourism Development  Agriculture

 Environmental Management Framework  Environmental Management  Disaster Management Plan  Spatial Development Plan

 Infrastructure Provision and Service Delivery  Water Service Development Plan  Housing Plan`  Waste Removal

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CHAPTER 2

2. IDP Process

The Integrated Development Plan (IDP) process is a process through which the municipalities prepare strategic development plans for a five-year period. An IDP is one of the key instruments for local government to cope with its new developmental role and seeks to arrive at decisions on issues such as municipal budgets, land management, promotion of local economic development and institutional transformation in a consultative, systematic and strategic manner.

In order to ensure certain minimum quality standards of the IDP Review process and proper coordination between and within spheres of government, municipalities need to prepare IDP review process plan and formulate budget to implement the IDP. The IDP and Budget Process Plan has to include the following:

. A programme specifying the timeframes for the different planning steps; . Appropriate mechanisms, processes and procedures for consultation and participation . local communities, organs of state, traditional authorities and other role players in . the IDP review and budget formulation processes; and . Cost estimates for the review process. . The preparation of IDP process plan is in essence the formulation of the IDP and Budget . Processes set out in writing and require the adoption by Council.

2.1 Legal Background

In terms of the Local Government: Municipal Systems Act (Act 32 of 2000), Section 25 (1) each municipal council must, within a prescribed period after the start of its elected term, adopt a single, inclusive and strategic plan for the development of the municipality which, inter alia, links, integrates and co-ordinates plans and takes into account proposals for the development of the municipality and aligns the resources and capacity of the municipality.

As far as the status of the IDP is concerned, Municipal System Act, Chapter 5, Section 35 of the Act clearly states that an integrated development plan adopted by the council of a municipality is the principal strategic planning instrument, which guides and informs all planning and development, and all decisions with regard to planning, management and development, in the municipality. It binds the municipality in the exercise of its executive authority, except to the extent of any inconsistency between a municipality‟s integrated development plan and national or provincial legislation, in which case such legislation prevails.

Municipal System Act, Chapter 5,Section 36 furthermore stipulates that a municipality must give effect to its integrated development plan and conduct its affair in a manner which is consistent with its integrated development plan

It is indeed of paramount importance to focus on the involvement of the masses at a local governmental level .It is now a developed culture of the Dihlabeng municipality , communities and all other key stakeholders to be consulted and engaged in a meaningful way with a view to empower, educate and develop these communities.

Municipal System Act, Chapter 5, Section 27 stipulates that:

 Each district municipality, within a prescribed period after the start of its elected terms and after following a consultative process with the local municipalities within its area, must adopt a framework for integrated development planning in the area as a whole;  A framework referred to in subsection (1) binds both the district municipality and the local municipalities in the area of the district municipalities;  The framework must ensure proper consultation, co-ordination and alignment of the IDP Process of the district municipality and the various local municipalities.

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2.2 THE IDP REVIEW PROCESS

The review process must consider the assessment of the performance against organizational objectives as well implementation delivery, the recommendations of the stakeholder consultation and public participation, IDP engagement process and also any new information or change in circumstances that might have arisen subsequent to the adoption of the 2014/2015 IDP. Figure2 depicts a schematic representation of the review process to be followed;

Structure i: IDP Review Process

PREPARING FOR REVIEW

STATUS QUO ANALYSIS IMPLEMENTATION

MANAGEMENT & MONITORING

REFINE OBJECTIVES & STRATEGIES

COMMUNITY PROJECT FORMULATION AND INTEGRATION PARTICIPATION

IDP

IDP ADOPTION BY COUNCIL IMPLEMENTATION

PREPARATION &ADOPTION OF BUDGET

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The manner in which review must be undertaken is outlined in the Process Plan which will be tabled by the Executive Mayor and adopted by Executive Council in August 2014.The Process Plan must be done in line with the guidelines set out in the Municipal Systems Act (Act 32of 200).Table below presents a summary of activities and corresponding timeframes to be followed during the review process.

2.3 Table 2: Summary of activities (Activity Plan) ACTIVITIES Costs Quarter 1 Quarter 2 Quarter 3 Quarter 4 Estimate June July August Sept Oct Nov Dec Jan Feb March April May PLANNING Framework Plan (Process Plan) Adoption of Process Plan PHASE 1.ANALYSIS R40,000 Sector and Spatial analysis Institutional Preparedness Determine local issues, problems, potentials and priorities PHASE 2. REFINE OBJECTIVES &STRATEGIES R50,000 Outline vision, mission & goals Formulate/confirm strategies Determine IDP &budget strategic objective (Strat Session) PHASE 3.PROJECT R30,000 Outline prioritized development projects and Set projects Targets & Indicators Budget Allocations (Operational and capital INTEGRATION R10,000 Integrate inter-sectoral/departmental projects Alignment of projects/Adjustment Budget APPROVAL/ADOPTION R10,000 Draft Revised IDP tabled to Council Submission of IDP to District and Province Final adoption of IDP by Executive Council IMPEMENTATION & Monitoring Approve SDBIP Community Participation R60,000 IDP & BUDET

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2.4: IDP REVIEW INSTITUTIONAL ARRANGEMENTS

Structure ii:

EXECUTIVE COUNCIL

MAYORAL COMMITTEE

MUNICIPAL MANAGER OR

IDP MANAGER

IDP REPRESENTATION FORUM IDP STEERING COMMITTEE

STAKEHOLDERS WARD STRUCTURES COMMITTEE

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2.5 ROLE PLAYERS AND TERMS OF REFERENCE

In order to give effect to the implementation of the Process Plan, the following internal key role players as presented hereunder, were identified and various roles with responsibilities allocated in order to ensure efficient and effective management of the IDP drafting process .Figure 3.depicts the terms of Reference for internal role players.

Table 3: Internal Role players Role Player Terms of Reference

Municipal Council  Final Decision-making/Approval of reviewed IDP  Monitoring and Implementation of IDP Councillors  Organizing public participation  Linking IDP process to their constituencies Executive Mayor and Mayoral Committee  Decide on planning process: nominate persons in charge: monitor planning process  Overall management and co-ordination responsibility Finance and IDP Portfolio Committee  Responsible for assisting the Executive Mayor and the Mayoral Committee in their oversight role  Summarizing and processing of inputs from the participation process IDP Manager  Day to day management of the drafting process on behalf of the Municipal Manager  To ensure a properly managed and organized review and planning process Chief Financial Officer  Ensure that the Municipal Budget is linked to the IDP  Co-coordinating budget implementation as per IDP  Development of the 5-year Municipal Integrated Financial Plan IDP Steering Committee  Elaboration/discussion of contents of the reviewed IDP  Providing inputs related to the various planning steps  Summarizing/digesting/processing inputs from the participation process IDP Representative Forum  Forms the interface for community participation in the IDP of the Municipality  Monitor the performance of the planning and implementation process Municipal Officials  Provide technical/sector expertise and information  Preparing Draft Project Proposal District Municipality  Ensuring vertical alignment between district and local planning.

Sector Department  Contribute relevant information on the provincial sector departments‟ plans.

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2.6 MECHANISMS AND PROCEDURES FOR PUBLIC PARTICIPATION

2.6.1 Ward Committees and CDWs

 The Municipal Systems Act 32 of 2000 forms the pedestal for community and stakeholder participation at local government. One of the main features about the Integrated Development Planning process is the involvement of community and stakeholder organization in the process. Participation of affected and interested parties ensures that the IDP addresses the real issues that are experienced by the residents of a municipality .Chapter 4, section 16 (MSA 32, 2000) explicitly outline the notion of community participation.  To further strengthen community engagements the Dihlabeng Municipality has established 20 Ward Committees and 20 CDWs of which 18 are functional.  Ward committees are key in this process as espoused both in the legislation and they represent the development aspirations and needs of the wards they represent and form an information assimilation /dissemination mechanism between a municipal council and the community.  As part of consultation process of the IDP Review, the municipality will embark on extensive community participation and stakeholder‟s process in all its twenty (20) wards. The participation process must be conducted on ward basis and in the form of public and stakeholders debate on what priority issues are and what appropriate ways and means are of dealing with these priority issues.

2.6.2 Stakeholder Organizations

 Stakeholder organizations which represent certain Social, Economic, Gender or environmental interests have to be registered as “Stakeholder Associations” (At municipal level) through which they can participate in the planning process.  Un-organized groups should be presented by “advocates” (e.g. social workers, NGOs, resource persons who have done studies on such groups, etc.).

2.6.3 IDP Representative Forum

 The IDP Representative Forum is a structure that institutionalizes and ensures a representative participation in the IDP process. The representative forum represents the interest of its constituents in the IDP process, and is thus required to give feedback to its constituents. The Representative Forum of Dihlabeng must be a fairly representative structure and consists of representatives of the following structures:  Community Based Organizations, Non-Governmental Organizations.  Business Community, Government Sector Departments, Self Help Organizations.  Ward Councillors, Ward Committees and Community Development Workers.  The Representative IDP Forum has to be involved at least once in each major stage of the drafting process

2.6.4 Community Outreach meetings

Ward Councillors, Ward Committee Members and Public Participation Committee will play a crucial role in convening community meetings and communicating with the community about various municipal governance issues. In general, the Public Participation Process in all twenty wards within the municipality depends largely on the involvement of the community. The schedule for community engagement meetings on the IDP Review is depicted

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Table 4: Community Outreach meetings (IDP Review) Ward Date Venue Responsible People 17 08 September 2014 Fateng tse Ntsho Management Team, District Community Hall Representative, Councilor Mkwanazi 12,13,14 10 September 2014 Mashaeng Community Management Team, District Representative, Councilor Radebe, Councillor Seekane,Councillor Tseki 15 15 September 2014 Mautse Community Hall Management Team, Councillor Sempe, Councillor Lemako Lemako

20 17 September 2014 Kgubetswana Management Team, Councillor M Mokoena Community Hall 9,10 29 September 2014 Bethlehem Town Hall Management Team, Councillor R P Mofokeng, Councilor G J Roetz 18,16 01 October 2014 Bethlehem Town Hall Management Team,, Councilor J F Bonthuys, , Councilor S M Jacobs 2, 8 ,16 03 October 2014 Boiketlong Hall Management Team, Councillor TMH Mofokeng, Councillor S M Jacobs ,, Councilor S Msimanga 1,5,6 06 0ctober 2014 General Church Management Team, Councillor MA Mokoena, Councilor M D Shabalala Councillor M J Tshabalala 4,7,19 08 October 2014 Bohlokong New Management Team and Councillor P P Community Hall Mokoena, TM Mofokeng, Councillor MV Mofokeng 3,11 15 October 2014 Bakenpark Community Management Team Councillor N Nzimande , Hall Councillor T A Masoeu, All wards 21 October 2014 Bohlokong New District Representative, All Councillors Community Hall

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2.7 PLANNING SYNCHRONIZATION

2.7.1 Framework plan

Each district municipality, within a prescribed period after the start of its elected terms and after following a consultative process with the Local municipalities within its area, must adopt a framework for Integrated Development Planning in the area as a whole; A framework referred to in subsection (1) binds both the District municipality and the local municipalities in the area of the District municipalities;

Given the contents of the District IDP development framework, the Dihlabeng Municipality developed this process plan with guidance from the District Framework guidelines and the expected deliverables. The following table depicts the key critical elements as espoused in the guidelines;

Table 5: District Framework guidelines Focus area Deliverables Responsibility

National and Provincial plans Throughout the process of developing the 2015/2016 IDP, a particular emphasis will be on the Dihlabeng Municipality and priorities synchronizing an IDP with the National Development Plan (NDP)2030 vision, Provincial Growth and Development Strategy (PDGS), Outcome 9 Delivery Agreement and other Delivery Agreements, Refined and adopted Local Government Turn-Around Strategy. Local Government Linkage between National and Provincial priorities will be explained in this focus area. Dihlabeng Developmental priorities Assistance from the Thabo Mofutsanyana District Municipality and Provincial Department of Municipalities, District Cooperative Governance and Traditional Affairs (as a coordinators) will determine Municipality, Cogta and implementation of the following Key Performance Areas: other sector  Basic Service Delivery and Infrastructure Development departments  Local Economic Development  Spatial Rationale (SDF)  Financial Management and Viability Institutional Development and Transformation  Good Governance and Public Participation

Municipal target Basic Service Delivery and Infrastructure Development – targets for the following services: District and local Water, sanitation, Electricity, waste management removal etc. municipalities Local Economic Development i.e. SMME development, reviewing of the LED Strategy, Spatial Rationale (SDF) i.e. development of the SDF Financial Management and Viability i.e. development of the detailed financial plan and strategy. Institutional Development and Transformation i.e. revision of the organizational organogram (macro and micro), HR strategy. Good Governance and Public Participation i.e. Capacitate Councillors, Ward Committees and their functionality, Developing the Community Based Planning, Focus area Deliverables Responsibility

Matters for alignment District and local may have to align on bilateral basis for issues that affect both municipalities. Dihlabeng Municipality, COGTA should play a co-ordinating role in ensuring that all spheres understand the need for District municipality and alignment with local IDP process other sector Environmental management , Disaster management, Human settlement and Waste Water departments Service Plan Waste management, Eskom ,Telkom etc. Principles and approach for The municipality will participate in the following IGR forums: Dihlabeng Municipality coordination and alignment Provincial IDP forums

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2.8 BUDGET, IDP AND PMS PROCESS Table 6: BUDGET PROCESS IDP PROGRAMME PMS -PROCESS TARGET DATE Table budget planning schedule before Council. Table the IDP process plan and framework for the Complete Organisational SDBIP August 2014 review process before Council Submission of Financial Statements Analysis Phase programme, meetings and workshops Submit the Annual Report to Province September 2014 with stakeholders and Local communities. and National In consultation with IDP Steering Committee develop Outlining ,Vision ,mission, goals and formulate IDP & budget strategic October - November 2014 capital and operating budgets for next three years strategies and objectives objective(Strategic Session) Evaluate estimates and allocations to determine a draft Outline prioritized development projects. December 2014 -January -2015 budget and budget options for three years. Table draft budget in Council for public consultation Draft Revised IDP tabled to Council March 2015 –April 2015 and debate. Approve 2015/16 IDP , capital and operating budgets Final adoption of IDP by Executive Council May 2015 and cash flow budget by

BUDGET PROCESS OBJECTIVE RESPONSIBILITY TARGET DATE

Develop budget and schedule for preparation of operating and capital budget (Adopted from Treasury guide) Budget August 2014

In consultation with IDP Steering Committee develop capital and operating budgets for next three years. IDP Steering Committee November 2014

Develop structure of budgets to align with portfolios and organisational management structures. Budget December 2014

Evaluate estimates and allocations to determine a draft budget and budget options for three years. Budget/ All Departments December 2014 -January 2015

Prepare initial estimates of portfolio allocations for next three years based on past performance, council priorities and Budget January- 2015 objectives and operational and project plans.

Review tariffs and charges and collection of revenue and prepare forecasts of revenue for next three years in consultation Budget January - 2015 with other municipalities (Section 21 (2) (d)

Submit electricity tariffs to the NERSA for approval. Budget March – 2015

Prepare cash flow budget / statements. Budget March - 2015

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

Prepare budget information in reporting formats (National Treasury) Budget March 2015

Submit draft budget to National Treasury. Budget March 2015

Table draft budget in Council for public consultation and debate. Budget March 2015

Advertise proposed budget to public for objections. Budget April 2015

Communicate proposed budget to community for comments and inputs. Councillors April 2015

OBJECTIVE RESPONSIBILITY TARGET DATE

Approve 2014/15 capital and operating budgets and cash flow budget by resolution that also notes outer two year‟s Council May 2015 projected budgets.

Submit approved budgets to National Treasury. CFO June 2015

Draft SDBIP (Section 69 (3) (a) Municipal Manager June 2015

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

Issues highlighted in this section are in terms of sectors and not necessarily in terms of functions of department or institutions .these are issues raised during the August /September 2014 community outreach meetings. At a glance, the slow pace of finalisation of awarding land for development, huge housing backlog, inaccessibility of heath care facilities, Poor conditions of roads, need for economic development, recreational facilities and education

2.9 Summary of issues raised by the community Table7: KEY ISSUES ISSUES RAISED WARDS 2015/2016 PROJECTS Education Build 3 primary schools 19,6, Build new schools and technical college Need for bursaries Avail bursaries for needy students Need for Technical college Health/Social Services Overcrowding at clinics due to shortage of staff and medication 4,5,7,19,6, Build new Clinics Need for extension of a clinic Provide enough medication Safety & Security Responding time for police on time needs improvements 6,7,4,5,16,19 Build new police stations Police patrols needed at hot spots and open spaces Need for new police stations as people are travelling long distances Need for mobile police stations Crime rate is increasing eg house breaking Alcohol abuse contributes to high rate oF crime Dams needs to be fenced for safety of children Sports & Recreation Upgrading of sports grounds with full equipment at Clarence 4,5,9,,16 Building of multipurpose centre Need for youth development programmes Need for sports activities in all units of Dihlabeng Implement projects for students who completed school in order to keep them out of streets which might lead them to commit crime Environment Illegal dumping sites are increasing ,9,16,4,5,7,6 Renew the building for SSMEs Need to Rezoning of open spaces into parks Leaking of drainages causes pollution Animals roaming around the street prey on vegetables and plants Spatial Development Need for sites to build Schools, Churches , Crèches 4,5,6,7,16,19 Identify land Need for Business sites, Taxi Rank and petrol filling station Need for sites to build disabled and old age centres Need sites for commonages and cemetery Phomolong residents be migrated to properly promulgated dwelling area Electricity Upgrading of electricity network to farms and newly developed sites All Wards Need for electricity connections in majority of farms around Dihlabeng High need for street lights Roads Need to upgrade storm water system ,9,16,19,6, Paving and storm water channels of gravel All gravel roads needs to be paved roads Need to upgrade roads at farms Water Not enough communal taps at informal settlement 5,19 Need for water supply for farming communities Water quality is not satisfactory Disaster Management Responding time needs to be improved 4,5,6,7,19,16 Need for fire fighters training Need for awareness campaigns

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

2.9.1 Community Based Planning Workshop 2014/2015 (Report on Ward Plans) Table 8: Ward Done & Submitted Done & Not Submitted Not Done Facilitator 1 - Workshop done & Ward Plans not submitted - Mr Dan Motingoe 2 - Workshop done & Ward Plans not submitted - Mr Dan Motingoe 3 - - Workshop not conducted - 4 Workshop Conducted & Ward Plans submitted - - Mr Pakiso Modisadife & Miss Granny Ngoepe 5 Workshop Conducted & Ward plans submitted - - Mr Taje 6 Workshop Conducted & Ward Plans submitted - - Miss M Mbele 7 Workshop Conducted & Ward Plans submitted - - Mr Taje 8 - - Workshop not conducted - 9 - - Workshop not conducted - 10 - - Workshop not conducted - 11 - - Workshop not conducted - 12 - - Workshop not conducted - 13 - Workshop done & Ward Plans not submitted - Mr Makgele 14 - Workshop done & Ward Plans not submitted - Mr Makgele 15 - - Workshop not conducted - 16 Workshop Conducted & Ward Plans submitted - - Mr Frank Monyamane 17 - Workshop done & Ward Plans not submitted - Mr Mongezi 18 - - Workshop not conducted - 19 Workshop conducted & Ward Plans submitted - - Mr Pakiso Modisadife & Granny Ngoepe 20 - Workshop done & Ward Plans not submitted - Mr Taje

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

2.9.2: ACTION PLAN FOR SUMMARY OF ISSUES RAISED BY COMMUNITY Indicating how these community needs and challenges have been and are being addressed has been compiled Table 9: WARD 4 Responsible Directorate Responsible provincial Action already Action to be Division ( Municipality) Department taken/projects taken/Future projects implemented Multipurpose centre. Social Services 24hours service clinic Social services IDP office Health Speed Humps on the road Public Safety Create Satellite Police Public Safety Police Roads and transport Station Improvement Disaster Public Safety management Plan WARD 5 Provision of land Housing/Urban planning Human Settlement Improvement of health Social services IDP office health services Schools Social Services IDP office Education Building business ventures LED Awareness Campaigns WARD 6 Provision of Sites Housing/Urban planning Human Settlement Repair/resurfacing of roads Roads and storm water Reduction of crime Sports and Recreational Social Services Facilities Schools Social Services Education WARD 7 Availability of land Housing/Urban planning Human Settlement Job Creation Funding of projects Mobile police station Schools Social Services IDP office Education Clinic Social services IDP office Health Maintenance of roads WARD 16 Provision of Water Provision of Medication at Social services IDP office Health clinics Build Proper houses Housing/Urban planning Human Settlement Build Schools Social Services IDP office Education Youth empowerment programmes WARD 19 Availability of land Visible Policing Job Creation Awareness campaigns Build Clinic

As far as possible the intention of this IDP is to link, integrate and co-ordinate development plans for the municipality.

Recourses and capacity are aligned with the implementation of the IDP, forming the basis for the annual Budget. The DLM also ensures that the IDP is compatible with community needs, national development plans and planning requirements binding on the municipality in terms of the legislation.

The preparation process was furthermore strengthened by a concerted effort to strengthen the strategic planning processes. This approach of a better defined strategic intent linked to implementable and measurable development programmes will require an ongoing effort to ensure that service delivery initiatives impact where it is needed most

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2.10. SWOT ANALYSIS Structure: iii STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS

Strengths Weaknesses

 Received unqualified audit opinions from  Lack of Research & updated Statistics 2011/2012 3  Strong agriculture, mining tourism and  Need for more cooperation with the private sector. government services sectors.  Need for more involvement of other race groups for the IDP  Located on the strategic N4 route/Maputo public inputs and consideration Corridor  Increasing withdrawal from various public participation groups  Close proximity to Gauteng – a great tourism e.g. source market and export opportunity.  Private Businesspeople, Intellectuals.  Available labour force  Lack of Operational and Capital Budget  FET colleges to support skills development.  Shortage of skills development  Good road infrastructure  Reasonable priced undeveloped land  Control Room: lack of communications equipment  Railway lines leading from area to two big cities  No support for the finalization of the Disaster Management  Tourism marketing initiatives exists and Plan established tourism attraction e.g. ( Clarens,  Out dated, unreliable fire engine and equipment Basotho cultural village)  No specialized equipment  Culturally diverse communities.  Lack of skills development  Control Room: lack of communications equipment  Lack of policies and by-laws  Biased application of benefits  Shortage of skilled personnel  Rural communities can‟t be serviced as they are far from towns  Lack of sufficient funding for activities and operational costs  Lack of transport to perform outreach programmes  Leasing the TLB for digging of graves  Lack of maintenance of old graves  Re-selling of reserved graves.  Numbering system of grave not assisting  No professionals in the field of environmental management  Procurement of machinery and equipment  High debtor book.

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Threats Opportunities  Matters raised by Public are not being shown on the IDP. IDP in future can be made part of LED, as part of a greater  Increasing withdrawal from various public planning unit. participation groups e.g. Private Business people, Needs to be more focus on financial sustainability and basic Intellectuals. service delivery, in partnership with the private sector.  Need for a specific tool to review the IDP. Financial sustainability being inclusive and holistic in order to  Unsafe working environment accommodate all the envisaged projects & programme.  Building: Hygienically dangerous to health Payment of staff every month  Biased handling of disciplinary procedures Operational uniform  No Personnel protective equipment and clothing Payment of staff every month  Demotivated staff Improve services delivery  Unsafe fire engines and equipment Internal provincial staff has bursaries to study for the  Lack of safety for personnel on patrol during the profession day and night Provincial funding can assist with mobile library that can  Unfair labour practice reach the rural areas.  We might lose them after they have completed if Submission of an annual business plan to the province will we don‟t fill the vacancies assist with funding.  Illiteracy rate can be high in rural areas as they Land available to extend or identify cemeteries don‟t have similar opportunities as other Filling of existing vacancy with professionals community members Acquisition of relevant equipment Training  Lack of financial resources for capital Appointment of skilled person  Changing weather conditions Partnerships to manage a possibility  Lack of financial resources Financial expertise available  Not the right fence, safety is compromised Restructuring to accommodate new personnel.  Non enforcement of financial regulations or Programmes to take place and development of artists. legislation Arts and culture forums were formed to ensure programmes  Non enforcement of financial regulations or takes place and they are well supported by the community. legislative limited facilities to use. Motivated workers to carry out their work diligently  actions can be vandalized Sufficient capable staff  Asset management could cause disclaimer Groenvoerlande development, increase revenue  Non collection of revenue leads to inability to meet commitments.

DIHLABENG INTEGRATED DEVELOPMENT PLAN | 2015/2016

2.11. MAYORAL COMMITTEE STRUCTURE IV: EXECUTIVE MAYCO MEMEBERS

THE EXECUTIVE MAYOR Honourable Clr TMH Mofokeng

SPEAKER COUNCIL WHIP CHAIRPERSON MPAC P.D Lengoabala LU Makhalema T.I Masoeu

MMC MMC MMC MMC MMC MMC MMC MMC Community Finance LED Corporate Services Public Works Women, Children&Disability Human Settlement IDP/PMS and Monitoring Services M.A Noosi M.J Tshabalala C.C Harrington P.P Mokoena T.J Seekane T.J Tshabalala A.L Mkwanazi Tseki Tseki

DIHLABENG INTEGRATED DEVELOPMENT PLAN | 2015/2016

2.12. EXECUTIVE MANAGEMENT STRUCTURE Municipal Manager, Technical Services, Social Services, Corporate Services, Local Economic Development and Finance .The information Technology, Internal Audit Unit, IDP/PMS, Marketing & Communication. The top-level organogram of the Municipality is depicted below. Structure v:

Executive Management of Dihlabeng Local Municipality

MUNICIPAL MANAGER

MARKET. & UNIT INTERNAL AUDIT/ IDP/PMS SECRETARIAT IGR ICT COMMS. MANAGERS RISK MANAGEMENT

Town Planning & Solid Waste Tourism HR Management Budget & Expenditure Housing Management Development

Labour Relations/ Supply Chain Traffic, Fire & Disaster Agricultural Water & Sanitation Legal Services Management Management Development

Credit Control, Skills Development/ Emerging SMME Revenue & Debt Roads & Storm water Library Management Talent Management Management Development

Sport, Recreation, Arts Payroll Management Financial Accounting Electrical Engineering & Culture

Administration/ Mechanical Parks, Cemeteries & Asset Management Records Management Engineering Natural Environment

Support/Cleaning Services

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2.13 MUNICIPAL POWERS AND FUNCTIONS

Municipal Powers and Functions Table 10: Authorization Definition Function Air pollution No Any change in the quality of the air that adversely affects human health or well-being or the ecosystems useful to mankind, now or in the future. Building regulations Yes Area of jurisdiction of a municipality, which must at least provide for: Approval of building plans, Building inspections. Child care facilities No Facilities for early childhood care and development which fall outside the competence of national and provincial government Yes Bulk supply of electricity, which includes for the purposes of such supply, Electricity reticulation the transmission , distribution and, also where applicable, the generation of electricity, and also the regulation , control and maintenance of the electricity reticulation network, ta Fire fighting Yes In relation to District Municipality “Firefighting” means: Planning, co coordinating and regulation of fire services, specialized firefighting services such as mountain, veld and chemical fire services, co-ordinating of the standardization of infrastructure Local tourism Yes The promotion, marketing and if applicable, the development, of any tourist attraction within the area of the municipality with a view to attract tourists, to ensure access, and municipal services to such attractions, and to regulate and structure Municipal airport Yes For the arrival or departure of aircraft, the establishment and maintenance of such facility including all infrastructure, the hosting of special air events for local economic development Municipal planning Yes The compilation and implementation of an integrated development plan in terms of the system Act. Municipal Health Services Partly Subject to arrangement with MECs to do necessary authorization, or alternatively, subject to amendments to the Structure Act, Municipal Health Service means environmental health services performed by a district municipality Storm water Yes The management of systems to deal with storm water in built-up areas Trading regulations Yes The regulation and drafting of bylaws and policies of any facility and or activity related to the trading of goods and services within the municipal area not already being regulated by national and provincial legislation. Water (Potable) Yes The establishment, operation, management and regulation of a potable ware supply system, including the services and infrastructure required for the regulation of water conservation, purification, reticulation and distribution , bulk supply to local supply Sanitation Yes The establishment, provision, operation management maintenance and regulation of a system, including infrastructure for the collecting , removal, disposal and or purification of human excreta and domestic waste water to ensure minimum standard of services Amusement facilities Yes/(Not A public place for entertainment. The area for recreational opportunities relevant –lacks and facilities along the sea shore available for public use and any other capacity aspect in these regard which falls outside the competence of the national and provincial government Billboards and display of Yes The display of written or visual descriptive material, any sign or symbol advertisements in public area or light that is not intended solely for illumination or as a warning against danger Cemeteries ,Funeral parlours Yes The establishment, conduct and control of facilities for the purpose of and crematoria disposing of human and animal remains Cleansing Yes The cleaning of public streets, roads and other public spaces either manually or mechanically Control of public nuisance Yes The regulation, control and monitoring of any activity, condition or thing that may adversely affect a person or a community Control of undertakings that Yes The control of undertakings that sell liquor to the public that is permitted sell liquor to the public to do so in terms of provincial legislation, regulation and licenses Facilities for the Yes The provision of and/ or the regulation, control and monitoring of accommodation, care and facilities which provide accommodation and care for well or sick animals burial of animals and the burial or cremation of animals, including monitoring of adherence to any standards and registration requirements

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Fencing and fences Yes The provision and maintenance and/and pedestrians along the streets or roads regulation of any boundary or deterrents to animals Local amenities Yes The provision , manage preserve and maintenance of any municipal place , land and building reserved for the protection of places or objects of scenic, natural, historical, cultural value or interest and the provision control Licensing and control of Yes Ensuring the quality and the maintenance of environmental health undertakings that sell food to standards through regulation, a licencing mechanism and monitoring of the public any place that renders in the course of any commercial transaction, the supply of refreshments or meals for consumption Sports facilities Yes The provision, management and/or control of any sports facility within the municipal area Markets Yes The establishment operation, management, conduct, regulation and/or control of markets other than fresh produce markets including markets permits, location, times, conducts etc. Municipal abattoirs Yes The establishment conduct and/or control of facilities for the slaughtering of livestock Municipal parks and recreation Yes The provision, management , control and maintenance of any land, gardens or facility set aside for recreation, sightseeing and/or tourism and include playgrounds but exclude sports facilities Municipal roads Yes- internal The construction, maintenance and control of a road which the public roads has the right to and includes, in addition to the roadway the land of which the road consists or over which the road extends and anything on that land forming part of. Pounds Yes The provision, management maintenance and control of any area or facility set aside by the municipality for the securing of any animal or object confiscated by the municipality in terms of its by-laws Public places Yes The management, maintenance and control of any land or facility owned by the municipality for public use Refuse removal, refuse dumps Yes The removal of any household or other waste and the disposal of such and solid waste disposal waste in an area, space or facility established for such purpose, and includes the provision, maintenance and control of any infrastructure or facility to ensure a clean and health environment Street trading Yes The control, regulation and monitoring of the selling of goods and services along a public pavement or road reserve Street lighting Yes The provision and maintenance of lighting for the illuminating of streets Traffic and parking Yes The management and regulation of traffic and parking within the area of the municipality including but not limited to , the control over operating speed of vehicles on municipal roads Municipal public works Yes Any supporting infrastructure or services to empower a municipality to perform its functions

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

CHAPTER 3 3. STATUS QUO ANALYSIS In accordance with the requirements of the Municipal Systems Act, 32 of 2000, in this chapter we will provides the existing trends and conditions in Dihlabeng Local Municipality during the process of reviewing the Integrated Development Plan. 3.1 Geographic Location The Dihlabeng Local Municipality, amongst the Local Municipalities of Setsoto, Phumelela, Maluti-a-Phofung, Mantsopa and Nketoana falls within the Thabo Mofutsanyana District Municipality, along the eastern boundary of the Free State Province. The total extent of Thabo Mofutsanyane District Municipality covers 28 347km2 in extent of which the Dihlabeng local Municipality takes up 4 739km, which represents 17% of the District.

The Dihlabeng Local Municipality comprise of a large rural component together with the presence of five (5) urban concentrations, which is briefly explained as follows:

TOWNS WARDS POPULAT HOUSEHOLDS

ION BOHLOKONG/BETHLEHEM 1,2,3,4,5,6,7,8,9,10,11,16,18,19 89778 26996 FOURIESBURG/MASHAENG 12,13,14 19725 4982 PAUL-ROUX/FATENG TSE NTSHO 17 7014 2083 CLARENS/KGUBETSWANA 20 7905 1975 ROSENDAL /MAUTSE 15 6611 2557 TOTAL 20 128704 38593 The following towns make up the Municipality: Bethlehem/ Bohlokong Can be viewed as the “Capital” of the Eastern Free State and is situated approximately 240km north-east of Bloemfontein, 140km east of Kroonstad and 90km west of Harrismith. The town forms part of the Highland Route and is located 80 km from Qwa-Qwa and 60km from the Golden Gate Highlands. The town originally developed as a service centre. Growth is stimulated by the strategic location of the area that presently serves as a central regional centre. This is attributed to the fact that the area is situated adjacent to the N5 National Road between Bloemfontein and Durban. Bethlehem/ Bohlokong are also directly linked to other towns such as Kroonstad, Reitz, Warden and Ficksburg. The accessibility of the town is further emphasized by the prominence of the railway station at the Kroonstad/Durban and Bloemfontein/Frankfort railway intersection in the urban area. The scenic town of Clarens/Kgubetswana, often referred to as the “Switzerland of South Africa”, is situated approximately 34km south-east of Bethlehem. Clarens/Kgubetswana is 20km from the Golden Gate Highlands. This urban area is situated 10km from the Lesotho boarder and has a splendid view of the Maluti Mountains. The past few years experienced a rapid growth in the tourist industry. The urban area and surroundings is known for its “arts and craft” route in the picturesque sandstone Rooiberg and the Maluti Mountains.

Paul Roux/Fateng–tse-Ntsho is situated 35km west of Bethlehem. This urban area is located in an area of agricultural significance and mainly provides services in this regard to the surrounding rural areas. Bethlehem influences the area to a great extent as a large service centre in close proximity.

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Fouriesburg/ Mashaeng is situated on the R26 route and in close proximity of Lesotho. The town‟s location in relation to other major centres is as follows: 49km from Bethlehem and 46km from Finksburg. Situated within the former Fouriesburg District, this urban area is predominantly the function of a small service centre to the surrounding agricultural communities. This primary function is being supported by tourism as the latter industry is starting to gain momentum in the Eastern Free State. Rosendal/ Mautse is approximately 60km south west of Bethlehem, 40km south east of Senekal and 40km north of Finksburg. The town is located in an area of agricultural significance and mainly provides services in this regard to the surrounding rural areas, together with a growth in tourism.

3.2. DLM Population by Age as per Wards The Dihlabeng Local Municipality community comprises of approximately 128 704 individuals and 38 593 households. According to the Statssa 2011 Census, the population has since 2007 increased by 20 255. The number of households has also increased by 6757, whereby the population was 108 449 individuals and 31 836 household in 2007.

Table 11: Ward 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Dihla beng Person weighted 0 – 4 667 518 596 730 644 726 572 607 238 242 108 123 391 661 742 528 833 629 1345 805 13786 1 1 5 – 9 586 480 556 623 519 680 507 519 204 270 943 114 380 569 678 508 734 522 1253 718 12396 6 10 - 14 532 432 583 575 452 627 473 455 217 301 806 114 301 641 685 390 665 625 1125 652 11679 1 15 - 19 491 422 504 580 469 585 535 486 208 256 744 925 305 525 631 497 670 650 1182 571 11235 20 - 24 486 418 489 596 545 750 522 533 284 232 991 797 316 606 682 610 768 668 1082 705 12080 25 - 29 569 455 520 687 536 629 505 649 297 277 867 792 261 607 576 717 606 730 1068 816 12162 30 - 34 520 389 503 562 426 530 435 564 268 252 698 762 235 472 440 578 487 615 824 857 10418 35 - 39 453 360 533 401 342 514 290 486 229 339 567 536 169 345 374 437 395 555 856 724 8904 40 - 44 399 376 508 365 269 542 278 351 226 288 522 370 192 330 385 382 338 485 752 422 7781 45 - 49 324 294 425 325 308 336 323 287 169 309 538 326 118 347 324 284 339 505 621 378 6881 50 - 54 271 215 380 305 206 310 311 259 180 299 513 297 122 274 233 229 277 408 392 308 5789 55 - 59 213 161 308 246 112 222 213 189 117 242 419 247 113 253 240 163 299 434 297 276 4764 60 - 64 208 136 275 167 111 154 134 160 109 216 297 232 132 183 206 146 190 333 181 267 3839 65 - 69 144 100 185 76 50 98 82 109 83 172 189 147 83 113 154 94 143 200 129 144 2493 70 - 74 111 95 111 37 47 75 52 60 85 121 108 126 51 103 105 70 100 143 93 107 1800 75 - 79 74 53 96 31 41 48 32 49 49 78 83 86 53 86 74 47 73 82 70 76 1280 80 - 84 49 34 68 21 12 39 14 34 26 48 47 56 29 33 48 24 48 87 36 40 790 85 + 35 27 55 14 9 18 22 23 26 19 53 55 25 28 35 25 48 41 29 39 627 Total 6132 4965 66 63 50 688 530 582 301 396 946 927 327 617 661 572 7014 77 1133 7905 128704 94 41 97 2 0 1 6 0 4 3 6 7 1 7 13 6

Source: Statssa Census 2011

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3.3 Household heads around Dihlabeng.

In SA most of our families are perceived that they are headed by females, but in DLM the census 2011 revealed that majority of households are headed by males. Figure 4.3 Shows that out of 38593 total number of households 22725 (59%) are males and 15867(41%) are females.

Graph A: Household heads around Dihlabeng

TOTAL NUMBER OF HOUSEHOLD HEADS AROUND DIHLABENG 70% 60% 50% 40% 30% 20% 10% 0% MALE HOUSEHOLD HEADS FEMALE HOUSE HOLD HEADS %HOUSEHOLDS HEADS AROUND 59% 41% DIHLABENG

Source: Statssa Census 2011

The graph above and table below indicates that Dihlabeng households are headed mostly by males than we perceived. For example when we look at our table and graph it is evident that only ward 12 & 13 have more females than males. The above graph demonstrates that 59% of males heads households while only 40% are headed by females.

Household Heads around Dihlabeng Municipality Table 12: Ward Households % of households

Male Female Total Male Female Total 1 1074 916 1990 54.0 46.0 100.0 2 935 757 1692 55.3 44.7 100.0 3 1379 796 2175 68.4 36.6 100.0

4 989 906 1895 52.2 47.8 100.0

5 878 665 1542 56.9 43.1 100.0

6 1133 718 1851 61.2 38.8 100.0 7 889 652 1541 57.7 42.3 100.0 8 1236 877 2113 58.5 41.5 100.0

9 545 381 926 58.8 41.2 100.0

10 968 406 1374 70.5 29.5 100.0 11 1749 718 2467 70.9 29.1 100.0 12 1132 1351 2483 45.6 54.4 100.0 13 455 558 1012 44.9 55.1 100.0

14 947 540 1487 63.7 36.3 100.0

15 1157 818 1975 58.6 41.4 100.0 16 1204 818 2022 59.5 40.5 100.0 17 1128 954 2083 54.2 45.8 100.0 18 1628 579 2207 73.8 26.2 100.0 19 1831 1370 3201 57.2 42.8 100.0 20 1470 1087 2557 57.5 42.5 100.0 Dihlabeng 22725 15867 38593 58.9 41.1 100.0

Source: Statssa‟ Census 2011

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3.4 DIHLABENG LOCAL MUNICIPALITY LANGUAGE SPOKEN IN HOUSEHOLD.

The table and graph below illustrates that the most spoken language at Dihlabeng Local Municipality is Sesotho followed by Afrikaans, IsiZulu, and English. Language spoken in Household as per Wards. Table 13: Wards Afrik English IsiNdebel IsiXhos IsiZu Seped Sesoth Setswan Sign SiSwa Tshivend Xitso Oth Total aans e a lu i o a Language ti a nga er 1 129 39 15 69 500 10 5150 33 168 1 1 2 16 6133 2 50 29 11 37 1057 6 3690 30 32 1 2 3 16 4964 3 258 339 6 45 437 21 2950 39 49 3 - 4 19 6695 7 4 88 55 4 29 533 8 5460 10 100 1 14 17 22 6341 5 52 8 13 41 247 - 4522 16 153 - 7 19 29 5097 6 115 236 15 73 283 1 4605 24 179 4 9 5 20 6883 6 7 139 122 12 14 393 3 4489 17 79 7 - 1 24 5300 8 103 85 13 38 624 14 4820 32 61 1 1 11 19 5822 9 108 107 1 26 132 3 1268 14 41 3 - 8 42 3015 2 10 281 275 4 10 34 5 540 22 14 - 2 - 33 3961 0 11 921 135 7 39 352 20 7551 27 119 4 9 5 16 9465 12 189 165 9 25 82 9 8481 28 166 - - - 28 9272 13 50 28 3 25 90 3 3024 3 47 - - - 2 3275 14 561 208 7 17 32 7 4826 13 62 1 - - 11 6176 15 655 73 5 6 24 - 5595 7 59 - 2 - 11 6610 16 624 199 9 63 381 16 4108 42 32 6 5 16 76 5726 17 269 61 9 15 70 1 6435 7 120 2 - - 25 7014 18 299 237 8 41 212 20 3370 53 60 22 - 4 75 7714 1 19 138 156 26 48 489 10 10196 23 199 6 7 10 28 11336 20 375 476 6 30 98 5 6085 9 107 1 1 3 30 7905 Dihlabe 149 3033 183 691 6070 162 97165 449 1847 63 60 98 542 128704 ng 69 Source: Statssa Census 2011

3.5 Income Distribution

In order to determine the people‟s living standards, as well as their ability to pay for basic services, such as water and sanitation, the income levels of the local population are analysed and compared to the income levels of the Free State and Thabo Mofutsanyana. In Graph B: the distribution of the employed per income group is shown (i.e. income among employees).

From Graph B: it is evident that the largest portion (61.8%) of employed adults in Dihlabeng earns less than R401 per month. This trend is also observed in the Free State and Thabo Mofutsanyana, where 64.7% and 71.6% of the economically active population earns less than R401 per month respectively. The second most significant income category, of R801 to R1 600, represents 15.7% of the Dihlabeng working adults.

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From these observations it is evident that the majority of the Dihlabeng population is very poor and thus experiencing low living standards. These low income levels indicate that the majority of the population is dependent on a small income.

Graph B: Income Distribution in Dihlabeng

R20 4801 or more 0.1%

R102 401-R204 800 0.1%

0.0% R51 201-R102 400 0.2% R25 601-R51 200

R12 01-R25 600 1.0%

R6 01-R12 800 2.8%

4.6% R3 201-R6 400

R1 601-R3 200 5.0%

R801-R1 600 15.7% R401-R800 8.8% 61.8% R1-R400

0% 20% 40% 60% 80%

Dihlabeng LM Thabo Mofutsanyane DM Free State Source: Statssa Community Survey, 2007

From graph B it is evident that the largest portion (25%) of employed adults in Dihlabeng earns between R19 601-38 200. This trend is also observed in the Free State and Thabo Mofutsanyana, where 64, 7% and 71.6% of the economically active population earns less than R4801 per month respectively. The second most significant income category, of R 9 601-19600 represents 22% of the Dihlabeng working adults.

From these observations it is evident that there is an improvement of income levels compared to stats made in 2007 and in 2011 Statssa Census.

Household Income Distribution in Dihlabeng. 2011 Household Income Distribution

R 2 457 601 or more R 1 228 801 - R 2 457 600 R 614 001 - R 1 228 800 R 307 601 - R 614 400 R 153 801 - R 307 600 R 76 401 - R 153 800 R 38 202 - R 76 400 % R 19 601 - R 38 200 R 9601 - R 19 600 R 4801 - R 9600 R1 - R 4800 No Income

0% 5% 10% 15% 20% 25% 30%

Source: Statssa Census, 2011

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3.6 DIHLABENG LOCAL MUNICIPALITY BY EMPLOYMENT AND UNEMPLOYMENT RATE

The table and graph below illustrate employment and unemployment rate in Dihlabeng Local Municipality. Ward 19 and 20 have the highest number of people who are employed while ward 13 has the lowest number of people who are employed. However large percentage number of people in Dihlabeng Local Municipality are unemployed.

Graph C: Dihlabeng Employment and Unemployment as per Wards

DIHLABENG EMPLOYMENT & UNEMPLOYMENT RATE 3500 2971 3000 2642 2731 2500 2234 2291 1997 1847 1824 2000 1706 1809 1609 1508 1377 1387 1415 1381 1500 1213 1281 972 934 936 941 939 917 1000 845 787 660 633 711 706 662 616 621 521 396 402 409 500 359 203 104 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

EMPLOYMENT UNEMPLOYMENT

Source: Statssa Census 2011

3.7 Education and Skills

Graph d illustrates the level of adult education in Dihlabeng during 2007 survey, compared to the Free State and Thabo Mofutsanyane. Less than 30% of adults in the Study Area completed Grade 12 or attained a higher education qualification, while 10.5% have no schooling at all.

Graph D: Education and Skills statssa in the Province

40% 36.7% 35%

30% 25.1% 25%

20% 14.2%

15% 10.5%

10% 6.9% 6.7%

0% No schooling some primary Complete Some Std 10/Grade Higher Primary secondary 12

Free State Thabo Mofutsanyane DM Dihlabeng LM

Source: Statssa Census 2001

In 2001 the situation with regard to education and skill in Dihlabeng has changed as reflected by graph d Dihlabeng Education & Skills below

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Graph E: Dihlabeng Education & Skills

DIHLABENG EDUCATION & SKILLS 2011

35% 32%

30% 28% 31% 30% 25%

20% 18%

20% Male 15%

Female 10% 8% 8% 6% 5% 6% 6% 7% 0% No Schooling Some Primary Complete Some Std 10/Grade Higher Primary Secondary 12 Source: Statssa Census 2011

Graph e illustrates the employment rate of Dihlabeng in 2011, in comparison with the Free State and the Thabo Mofutsanyana District. The Local Municipality had an unemployment rate of 23.5%, which is slightly lower than Thabo Mofutsanyana (25.1%). The province had an unemployment rate of 22.3% during 2011. EDUCATION AND SKILLS

The table and graph below illustrate the level of education between males and females in Dihlabeng Local Municipality. According census 2011 most females have some form of schooling than their male counterparts. It is only on the first column of no schooling where number of females is higher than males.

Table 14: Completed Some No schooling Some primary Grade 12/Std 10 Higher Total Ward primary secondary Male Female Male Female Male Female Male Female Male Female Male Female Male Female 1 107 178 634 733 107 120 820 929 639 613 234 342 2541 2915 2 95 138 525 591 99 102 678 811 505 519 155 222 2057 2384 3 81 95 596 603 113 112 662 830 794 868 505 642 2750 3150 4 99 217 705 810 129 183 928 1112 598 580 109 134 2569 3037 5 120 223 640 679 142 145 747 868 426 419 16 24 2092 2358 6 164 281 733 777 138 161 919 995 621 702 187 190 2763 3106 7 85 172 609 694 112 139 840 901 428 462 119 164 2193 2533 8 107 128 623 642 130 157 880 1028 607 556 151 197 2498 2709 9 36 40 202 244 56 51 333 434 284 365 206 238 1117 1373 10 46 50 282 286 58 48 314 299 541 583 433 539 1673 1805 11 416 568 1442 1361 276 254 1182 1249 579 543 128 120 4023 4093 12 352 549 1412 1650 293 322 1059 1383 395 384 67 68 3579 4357 13 66 140 491 606 77 101 405 506 164 210 47 62 1250 1625 14 261 294 880 811 151 235 712 827 329 295 135 145 2468 2608 15 267 310 1040 1101 188 239 811 939 273 282 111 128 2690 2999 16 75 125 537 600 109 105 805 889 691 614 205 286 2424 2618 17 292 427 1090 1168 207 200 870 1046 367 351 73 88 2899 3280 18 139 178 706 657 168 129 873 863 823 856 525 543 3233 3226 19 319 526 1478 1500 280 301 1749 1861 795 884 118 179 4739 5252 20 150 262 937 1093 181 219 919 1105 592 594 156 196 2935 3468 DIHLABENG 3278 4901 15563 16606 3014 3323 16506 18878 10451 10679 3682 4510 52493 58897 Source: Statssa Census 2011

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

3.8 Household Access to Municipal Services

In graph F there is illustration of household access to municipal services in Dihlabeng which owes that here is improvement in the lives of the people with regard to services. Looking at previous year‟s statistics you can agree that there is change. Electricity provision has increase from 81.6% in 2007 to 84.9% in 2011, Refuse removal from 76. 6% in 2007 to 81.6% in 25011. According to M u n i c i p a l information all our formal houses has taps in their yard and receive sanitation services according to RDP standards. Our informal area faces challenges to meet RDP standard service of level.

Graph F: Household Access to Municipal Services

Household Access to Municipal Services 2011 88.4%

84.9%

81.6%

77.4%

Removed by local Flush/Chemical toilet Piped water inside Electricity access for authority/private dwelling/yard Lighting company

% of Households

Source: Statssa Census 2011

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3.9 Dwelling Types around Dihlabeng Municipality

Graph G illustrates the various dwelling types found in Dihlabeng, the Free State and Thabo Mofutsanyana. The most common form of dwelling type is brick houses on individual stands. This category represents 76.4% of housing in Dihlabeng, 67.5% in the District and 65% in the Province. This means that 23.6% of households in Dihlabeng Local Municipality have to make use of alternative types of housing.

In this regard, 11.5% of households in Dihlabeng can be classified as informal (shacks), compared to 14.9% of households in Thabo Mofutsanyana and 18.9% in the Free State Province. From this it can be interpreted that Dihlabeng has a lower portion of informal settlement dwellings compared to the District and the Province.

Graph G: – Dwelling Type 0.0% Other 0.2% Workers’ Hostel 1.7% Caravan or Tent 4.1% Room/Flat let on a Shared Property 7.4% Informal dwelling 1.8% Informal dwelling in backyard 0.0% House/Flat/Room in Backyard 0.7% Town House/Duplex, Triplex 7.6% Flat in Block of Flats 76.4% Traditional Dwelling House or Brick Structure

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

Dihlabeng LM Thabo Mofutsanyane DM Free State

Source: Statssa Census 2011

Graph H shows that 29 599 (76.7%) of the households are living in a formal type of dwelling and 6 904 (17.7%) are in need of the formal dwelling type of structure .This shows an increase of 13.4% of households who have access to formal houses in the past eleven years.

Graph H: Dihlabeng Households by Dwelling Type

Dwelling Type

30 29.599 20

10 6.904 1.897 0.192

0 Formal dwelling Informal dwelling Traditional dwelling Other

Source: Statssa Census 2011

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3.10 DIHLABENG ACCESS TO WATER

The table below illustrates that large percentage of Dihlabeng locals have access either to water connection in the house or inside the yard and small percentage receive water from communal taps. According to the 2011 Census, there was an increase of 65% of Households with access to piped water inside the dwelling between 1996 and 2011.

Table 15: Dihlabeng Access to Water

Households % of Households Ward Piped water No Piped water Piped water on access Piped water on No access to inside Total inside Total community to piped community stand piped water dwelling/yard dwelling/yard stand water 1 1971 19 - 1990 99.0 1.0 0.0 100.0 2 1688 3 3 1692 99.8 0.2 0.2 100.0 3 2160 7 9 2175 99.3 0.3 0.4 100.0 4 1893 - 3 1895 99.9 0.0 0.2 100.0 5 899 644 - 1542 58.3 41.8 0.0 100.0 6 1784 56 12 1851 96.4 3.0 0.6 100.0 7 1537 3 3 1541 99.7 0.2 0.2 100.0 8 2104 6 3 2113 99.6 0.3 0.1 100.0 9 922 3 3 926 99.6 0.3 0.3 100.0 10 1306 45 22 1374 95.1 3.3 1.6 100.0 11 1716 579 172 2467 69.6 23.5 7.0 100.0 12 2253 126 104 2483 90.7 5.1 4.2 100.0 13 1009 - - 1012 99.7 0.0 0.0 100.0 14 1110 194 183 1487 74.6 13.0 12.3 100.0 ` 15 1244 640 92 1975 63.0 32.4 4.7 100.0 16 2016 3 3 2022 99.7 0.1 0.1 100.0 17 1824 172 87 2083 87.6 8.3 4.2 100.0 18 2001 119 86 2207 90.7 5.4 3.9 100.0 19 2559 626 16 3201 79.9 19.6 0.5 100.0 20 2131 367 59 2557 83.3 14.4 2.3 100.0 Dihlabeng 34126 3613 854 38593 88.4 9.4 2.2 100.0 Source: Statssa Census 2011

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3.11 DIHLABENG LOCAL MUNICIPALITY ACCESS TO SANITATION.

The table below indicate the percentage of households with access to sanitation facility in the municipality. Ward 17 and 11 has the largest number of household using Pit toilets and that is as a results of the area having most of the household staying at rural areas (farms).

Table 16: Municipality access to Sanitation

Households % of Households Ward Flush/Chemical Bucket Flush/Che Bucket Pit toilet Other None Total Pit toilet Other None Total toilet toilet mical toilet toilet 1 1983 7 - - - 1990 99.7 0.3 - - - 100.0 2 1684 3 - 3 2 1692 99.5 0.2 - 0.2 0.1 100.0 3 2156 8 1 2 8 2175 99.1 0.3 0.1 0.1 0.4 100.0 4 1895 - - - - 1895 100.0 - - - - 100.0 5 897 643 1 1 - 1542 58.2 41.7 0.1 0.1 - 100.0 6 1711 82 12 7 39 1851 92.4 4.4 0.6 0.4 2.1 100.0 7 1495 2 9 6 29 1541 97.0 0.2 0.6 0.4 1.9 100.0 8 2111 2 - - - 2113 99.9 0.1 - - - 100.0 9 923 - - 1 1 926 99.7 - - 0.2 0.1 100.0 10 1305 44 11 1 13 1374 95.0 3.2 0.8 0.1 1.0 100.0 11 1058 1165 40 60 144 2467 42.9 47.2 1.6 2.4 5.8 100.0 12 2172 203 - 8 101 2483 87.5 8.2 - 0.3 4.1 100.0 13 1001 4 1 5 2 1012 98.9 0.4 0.1 0.5 0.2 100.0 14 765 571 17 28 106 1487 51.4 38.4 1.2 1.9 7.1 100.0 15 388 988 466 35 97 1975 19.7 50.0 23.6 1.8 4.9 100.0 16 1988 23 1 5 5 2022 98.3 1.1 0.1 0.2 0.2 100.0 17 195 1697 111 9 70 2083 9.4 81.5 5.3 0.4 3.4 100.0 18 1763 330 36 26 51 2207 79.9 15.0 1.6 1.2 2.3 100.0 19 2489 487 75 99 50 3201 77.8 15.2 2.4 3.1 1.6 100.0 20 1912 529 6 8 101 2557 74.8 20.7 0.2 0.3 4.0 100.0 Dihlabeng 29890 6789 789 304 821 38593 77.4 17.6 2.0 0.8 2.1 100.0

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3.12 DIHLABENG ACCESS TO ELECTRICITY

Graph I: Dihlabeng electricity access for cooking as per Wards

ELECTRICITY ACCESS FOR COOKING 2500 2350

1984 1852 2000 1817 1762 1721 1722 1646 1536 1556 1583 1577 1500 1250 1140 1168 1048 1296 1000 836 816 827 754 977 920 845 500 723 714 733 496 560 173 150 182 173 294 290 259 97 232 174 299 0

ELECTRICITY OTHER

Source: Statssa Census 2011

Graph J: Dihlabeng electricity access for heating as per Wards

ELECTRICITY ACCESS FOR HEATING 2000

1800 1863 1600 1584 1528 1538 1400 1468 1339 1200 1321 1316 1284 1230 1161 1165 1000 1141 1138 986 937 946 800 916 883 835 829 818 768 727 728 719 765 600 671 692 478 642 623 621 611 556 400 528 491 448 386 200 2 2 3 5 205 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Source: Statssa Census 2011 ELECTRICITY OTHER

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Graph K: Dihlabeng electricity access for lighting as per Wards

3000

2500

2000

1500

1000

500

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 ELECTRICITY 1915164921381855 880 169114301975 901 130916042143 957 989 118718461749194324862076 OTHER 72 41 35 38 654 159 110 136 24 63 851 337 52 491 782 176 329 262 708 481

Source: Statssa Census 2011

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016 3.13 DISTRIBUTION OF DIHLABENG HOUSEHOLDS BY TYPE OF REFUSE REMOVAL.

The table below illustrates that refuse removal at Dihlabeng municipality is removed by local authority/private company. Each of the five towns of DLM receive a municipal refuse services. At present DLM does not have a high hazardous waste disposal sites. The Health Care Risk Waste Policy developed to take care of medical waste in the Free State has not been implemented due to the problems of compliance with various environmental guidelines.

Table17: Refuse removal. Households % of Households Ward Removed by local No Removed by local No Communal/Own Communal/Own authority/private rubbish Total authority/private rubbish Total refuse dump refuse dump company disposal company disposal

1 1949 32 8 1989 98.0 1.6 0.4 100.0 2 1691 - 1 1692 99.9 - 0.1 100.0 3 2079 15 75 2169 95.9 0.7 3.4 100.0 4 1892 - 3 1895 99.8 - 0.2 100.0 5 921 1 619 1541 59.7 0.1 40.2 100.0 6 1703 40 107 1850 92.1 2.1 5.8 100.0 7 1501 1 37 1539 97.5 0.1 2.4 100.0 8 2108 - 5 2113 99.8 - 0.2 100.0 9 908 - 9 918 99.0 - 1.0 100.0 10 1150 29 184 1363 84.4 2.1 13.5 100.0 11 731 267 1445 2442 29.9 10.9 59.2 100.0 12 2099 39 338 2476 84.8 1.6 13.7 100.0 13 995 - 18 1012 98.2 - 1.8 100.0 14 599 100 782 1480 40.4 6.7 52.8 100.0 15 1412 168 387 1967 71.8 8.5 19.7 100.0 16 2014 - 8 2022 99.6 - 0.4 100.0 17 1715 121 239 2075 82.6 5.8 11.5 100.0 18 1460 100 603 2163 67.5 4.6 27.9 100.0 19 2572 49 569 3190 80.6 1.5 17.8 100.0 20 1858 127 557 2542 73.1 5.0 21.9 100.0 Dihlabeng 31358 1088 5996 38441 81.6 2.8 15.6 100.0 Source: Statssa Census 2011

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3.14 HEALTH PROFILE

Table 18: Health facilities provision in Dihlabeng Local Municipality (Hospitals).

Type of facility Bethlehem Clarens Paul Roux Fourisburg Rosendal Public hospitals BETHLEHEM REGIONAL None None None None HOSPITAL: renders a 24 hour level 2 service

 140 beds  Operation Theatre  Services available  Casualty unit  Paediatrics  Internal medicine  Surgery  Orthopaedic surgery  Gynaecology  Maternity services

PHEKOLONG DISTRICT HOSPITAL: renders a 24 hour level 1 service

 100 beds  Operating Theatre  Casualty  Paediatrics  Internal medicine  Maternity services Private Hospitals 2 None None None None

Table 19: Health facilities provision in Dihlabeng Local Municipality (Clinics).

Nature Bethlehem Clarens Paul Roux Fourisburg Rosendal Clinics 4Clinics: 1 Clinic: Clinics 2: 1 Clinic: 1 Clinic:  Mphohadi  Itumeleng Reitumetse Relebohile  Bohlokong  Bethlehem  Bakenpark

Operating 0730-16h00 week days 0730-16h00 week days 0730-16h00 week 0730-16h00 0730-16h00 Hours days week days week days Mobile Clinic 2 Mobile Clinic serving rural 1 Mobile Clinic None: Mobile Clinic 1 Mobile Clinic Mobile Clinic areas around Bethlehem serving Bethlehem serving both serve Paul Roux Paul Roux and Bethlehem is also serving Rosendal School Health The schools in Dihlabeng service Local Municipality are served by a School Heath nurse and assistant according to target groups Oral Health An Oral clinic is in Clinic Bethlehem outreach teams visit the towns of Clarens, Paul Roux , Fouriesburg & Rosendal

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3.15 DIHLABENG LOCAL MUNICIPALITY (SCHOOLS PROFILE)

Farm schools are mostly primary schools. Secondary schools are only found in the urban parts of the municipality. Schools in Dihlabeng cater for a population of nearly 30 000 pupils (Dihlabeng Analysis, 2009/2010). Many farm schools in the Free State including DLM are reported to be closing down due to a decline in the number of pupils. Since 1996, the number of pupils in rural schools in the Free State has declined by about 43%. The decline has been attributed to urbanization and the impacts of HIV/AIDS

Table 20: Schools around Dihlabeng Nature Type of schools Total nr Schools Primary Secondary Combined Private Intermediate Farm school Bethlehem 8 5 2 Fouriesburg 2 1 Clarens 2 1 1 Rosendal 2 1 Paul Roux 2 1 Total

3.16 DIHLABENG LOCAL MUNICIPALITY (CHURCH PROFILE) Table 21: Churches around Dihlabeng NATURE FORMAL CHURCHES INFORMAL CHURCHES TOTAL NR Bethlehem/Bohlokong 40 49 89 Fouriesburg/Mashaeng 5 3 8 Clarens/Kgubetswana 6 7 13 Rosendal/Mautse 13 12 25 Paul Roux /Fateng Tse Ntsho 4 6 10

3.17 ECONOMIC PROFILE

The purpose of this Section is to provide a broad economic analysis of the regional and local economy. It is important to understand the economy of Dihlabeng within the context of the broader region so that comparisons and linkages with the broader economic community can be made. In doing so, this Section discusses and analyses each economic sector in terms of a sectoral analysis and also identifies those sectors with growth potential.

Municipal Overview Graph L illustrates the GDP contribution of the Dihlabeng Local Municipality in 2010 compared to the other 4 Local Municipalities in the Thabo Mofutsanyana District. Dihlabeng contributed the second most (24.0%) to the District economy, followed by Setsoto (16.2%). Overall, Maluti-a-Phofung contributed the most (48.1%) to the economy of Thabo Mofutsanyana during 2010.

Graph L– Municipal Contribution to the economy of Thabo Mofutsanyana, 2010

4.4%

24.0% 16.2%

7.3% 48.1%

Setsoto LM Maluti a Phofung LM Nketoana LM Dihlabeng LM Phumelela LM

Source: Dihlabeng (Quantec Research, 2010)

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Growth

During 2000 to 2010, the economy of Dihlabeng experienced an average annual growth rate of 2.3%, compared to a 2.6% growth rate in Thabo Mofutsanyana and the Free State. Graph M indicates the annual growth rate from 1996 to 2010 in Dihlabeng, compared with the District, the Province. Graph M: Municipal Contribution to the Economy of Thabo Mofutsanyane DM, 2011

4.5% 16.0%

48.6% 23.8%

7.1% Setsoto LM Dihlabeng LM Nketoana LM Maluti-A-Phofung LM Phumelela LM

Source: Statssa Census 2011

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Dihlabeng experienced an average annual growth rate of 2.9%, compared to a 2.1% growth rate in Thabo Mofutsanyana and the Free State. Graph N indicates the annual growth rate from 2001 to 2011in Dihlabeng, compared with the District, the Province.

Graph N: Regional Comparison of Economic Growth Trends

Regional Comparison of Economic Growth Trends, 2001 to 2011

25.0%

20.0% 4.5% 4.0% 15.0% 3.6% 2.9% 3.7% 1.9% 10.0% 2.9% 1.4% 2.1% 5.0% 0.0% -5.0% 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 -2.7% -10.0%

South Africa Free State Thabo Mofutsanyane DM Dihlabeng LM

Source: Dihlabeng Information (Quantec Research, 2011)

Level of Concentration

A Location Quotient indicates the comparative advantage or disadvantage of a particular economic sector in an area or region. A comparative advantage indicates a relatively more competitive production function for a product or service in that specific activity. A Location Quotient analysis for Dihlabeng in District context is provided by Graph O.

A quotient larger than one indicates a comparative advantage and a quotient smaller than one indicates a comparative disadvantage in an economic activity. A quotient greater than five indicates a dependence on an industry sector.

From this Graph O: below it is evident that the Dihlabeng economy has a comparative advantage in the following sectors with regards to the District economy:

1. Agriculture 2. Manufacturing 3. Trade 4. Transport 5. Government Services A quotient larger than one indicates a comparative advantage and a quotient smaller than one indicates a comparative disadvantage in an economic activity. A quotient greater than five indicates a dependence on an industry sector.

Graph O: Location Quotient for Dihlabeng Local Municipality 2011

Location Quotient 1 1.2 1 3.8 1.1 0.8 0.8 1.2 1 1 1000.00% 0.10%

Thabo Mofutsanyane DM Dihlabeng LM LQ

Source: DLM information (LED strategy2012/ 2013)

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3.18 ECONOMIC SECTORS

The economy of Dihlabeng is illustrated by sectoral production in graph and compared to Thabo Mofutsanyana and the Free State. From this Figure it is evident that the local economy is dominated by the Community and Government services sector (30.1%), similar to the Provincial and District profiles during 2010.

Graph P: Economic Production by Sector, 2010

Community and Government Services 30.1%

Finance Services 19.9%

Transport and Communication 9.2%

18.1% Wholesale and Retail Trade

1.9% Construction

Utilities 0.9%

Manufacturing 13.2%

0.3% Mining Agriculture 6.4%

0% 10% 20% 30% 40%

Dihlabeng LM Thabo Mofutsanyane DM Free State

Source: Quantec Research, 2011

The economy of Dihlabeng is illustrated by sectoral production in graph and compared to Thabo Mofutsanyana and the Free State. From this Graph Q it is evident that the local economy is dominated by the Community and Government services sector (29.7%), similar to the Provincial and District profiles during 2011.

Graph Q: Economic Production by Sector 2011

Economic Production by Sector, 2011

35.0% 29.7% 30.0%

25.0% 18.6% 18.0% 20.0% 14.4% 15.0% 9.3% 10.0% 7.1% 5.0% 0.4% 0.7% 1.9% 0.0%

Free State Thabo Mofutsanyane DM Dihlabeng LM

Source Statssa Census 2011

3.19 BUSINESS PROFILE

Business ownership is illustrated by Graph R , from this graph it is clear that almost 90% of local businesses are owned by one person or a small group of people. Large corporations only accounted for 2.3% of Dihlabeng businesses, while national chains accounted for 7.0% and franchises 4.7% during 2011. This profile reflects a Trade sector which is mainly dependent on SMME-size businesses.

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Graph R: Dihlabeng business ownership, 2011

A franchisee under a franchise 4.7% agreement

A national chain 7.0%

A large corporation – branch 2.3%

One person or small group of people 86.0%

0% 20% 40% 60% 80% 100% Source: Dihlabeng Business Survey, 2011

Graph S illustrates the annual turnover of businesses in Dihlabeng. Almost 40% of local businesses said that they have recorded a turnover of between one and three million Rand during 2010, while 25.5% of businesses indicated a higher turnover. This observation is in line with the majority of businesses being categorised as SMMEs.

Graph S: Dihlabeng annual businesses turnover, 2011

R 5 million - R 10 million 12.1%

R 3 million - R 5 million 13.3%

R 1 million - R 3 million 36.4%

R 500,000 - R 1 million 24.2%

R 250,000- R 500,000 6.1%

R 250,000 or less 7.9%

0% 5% 10% 15% 20% 25% 30% 35% 40% Source: Dihlabeng Business Survey, 2011

Another approach to measuring business size is to investigate employment absorption. Graph T illustrates the employment profile of local businesses. From this profile it is evident that almost half of all businesses in Dihlabeng employ less than six people, while 39.5% employ between five and ten workers. Only 11.6% of local businesses employ more than ten people.

Graph T: Employment Profile of Dihlabeng businesses, 2011 60%

48.8% 50%

39.5%

30%

20%

10% 7.0% 2.3% 2.3%

0% 0 - 5 6 - 10 11 - 20 21 - 50 51+ Source: Dihlabeng Business Survey, 2011

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3.20 TOWN PLANNING AND HOUSING

The section below indicates the current situation as to service delivery per Directorate with Dihlabeng Local municipality.

Town Planning and Housing

Town Planning is responsible for determining the development direction of the Local Municipality. It provides services relating to Spatial Planning, Building Control, Development Control and Land Use Management.

Although the Dihlabeng Local Municipality does not have powers to approve the respective Land use applications, it does provide recommendations to the Free State Province.

Building Plans

The submission and approval of building plans within a Local Municipality is used as an economic indicator within its boundaries.

The submission and approval of building plans is classified as follows:

 New Residential Buildings;  Extensions to Residential Buildings;  Non-residential Buildings; and  Extensions to Non-Residential Buildings. With regard to the above, the number of building plans submitted end of December 2012 linked to financial value are as follows:

New Residential Building Table Table 22: Approvals 2013/2014 Bethlehem/Bohlokong Number 28 Value R 32,692,000.00 Clarens/ Kgubetswana Number 3 Value R 2,002,000.00 Paul Roux/Fateng-tse-Ntsho Number 1 Value R 470,000.00 Rosendal/Mautse Number 2 Value R2,272,000.00 Fouriesburg/Mashaeng Number 1 Value R 447,000.00 Total Number 35 Total Value R 39,885,000.00 Source: Dihlabeng Local Municipality 2013

From T able 22 it is evident that the majority of building activity within the residential market is focused within Bethlehem/Bohlokong followed by Clarens/Kgubetswana. This trend is a national phenomenon with a significant slow-down in the new property market.

3.20.1 Extensions to Residential Buildings

Trend seems to be that property owners rather opted to upgrade their existing properties as opposed to build new buildings. The drop in the number of applications (141 to 134) was only 4.8% between 2008 and 2009, although the financial value of alterations was 7% higher in 2009 as opposed to 2008.

During the first 8 months of 2010/ 2011, only 78 applications have been received, which at this point in time is much less than the total of 134 applications during 2009. The applications indicated for 2012/2013 are only up to the end of December 2012.

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Table 23: Approvals Extension to Residential 2013/2014 2014/2015 Bethlehem/Bohlokong Number 99 104 Value R 15,794,000.00 R26 686 000,00 Clarens/ Kgubetswana Number 5 7 Value R 1,526,000.00 R2 112 000,00 Paul Roux/ Fateng-tse-Ntsho Number 4 1 Value R 1,132,000.00 R350 000,00 Rosendal/Mautse Number 0 0 Value 0 0 Fouriesburg/Mashaeng Number 3 2 Value R 445,000.00 R731 000,00 Total Number 14 Total Value R 18,897,000.00 R29 879 000,00

3.20.2 Non-Residential Buildings The majority of non-residential activities are taking place in Bethlehem/Bohlokong, with marginal activities in Clarens. The total number of applications for non-residential buildings and extensions thereto is summarized in Table 24 below.

Table 24: APPROVALS Non-Residential Buildings

2013/2014 204/2015

Bethlehem/Bohlokong

Number 12 12 Value R10 263 000.00 R2 487 000,00 Clarens/ Kgubetswana Number 1 3 Value R1 100 000.00 R7 056 000,00 Paul Roux/ Fateng-tse- Ntsho Number 0 0 Value 0 0 Rosendal/Mautse Number 0 0 Value 0 0 Fouriesburg/Mashaeng Number 8 1 Value R4 255 000.00 R2 200 000,00 Total Number 20 Total Value R17,188,000.00 R11 743 000,00

3.20.1 Land Use Applications

Although the respective land use applications is approved by the Free State Province the number of applications indicate the change of existing land uses (primarily residential) to other types of activities.

Housing The comparison between 2001 Census, 2007 Community Survey a n d the 2011 relating to the type of structure occupied is indicated in Table 25.

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Table 25: Dwelling Type Census 2001 (%) Community Survey 2007 (%) Census 2011 % Formal 62.3 78.9 76,7 Traditional 12.0 7.6 4.9 Informal 24.5 11.5 17.9 Other 1.2 2.0 0.5 Total 100 100 100

From Table 25 it is evident that there was an increase of 16.6% in the formal housing provision and a decrease of 13% within the informal housing.

Based on a more detail assessment of the Dihlabeng Local Municipality housing needs, the erf requirements per urban area is as follows. Table 26: Urban Area Vacant Erven Erf Requirements Proposed townships (No of erven Bethlehem 330 0 0 Bohlokong 0 11 056 3200 Clarens 367 0 0 Kgubetswana 0 400 415 Paul Roux 228 0 0 Fateng-tse-Ntsho 0 900 300 Fouriesburg 120 0 0 Mashaeng 0 1 674 1267 Rosendal 428 0 0 Mautse 0 700 1000 Total 1 473 14 730 5184

Erf Requirements Graph U:

Erf Requirements

1674 700

900 11056

Bohlokong 400 Kgubetswana Fateng-tse-Ntsho Mashaeng Mautse

Source; Dihlabeng Municipality 2013

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Vacant Site

Graph V: Vacant Sites

428 330 Behlehem

Clarens 367 Paul Roux

Fouriesburg

228 0 Rosendal

Source: Dihlabeng Municipality 2013

With regard to Graph V it is evident that the majority of housing needs are located within the historically disadvantaged areas (primarily within the lower income groups), as opposed to the historically advantaged areas, where there are still a large number of Erven available for development within the middle to higher income levels.

The largest need is within Bohlokong followed by Mashaeng, Fateng-tse-Ntsho, Mautse and Kgubetswana

3.20.2 Development Trends The holistic development trends per urban area within the Dihlabeng Local Municipality are briefly summarized as follows:

Bethlehem/Bohlokong / Baken Park There is more development pressure on the Eastern side of Bethlehem, which is the entry point to the town. Developments located on the outskirts are becoming a trend countrywide as people tend to enjoy the tranquillity and harmony offered by these areas. Also, there is now a trend to move away from the CBD due to many reasons, which include congestion and convenience.

In the case of Bethlehem, Council has disposed of a number of sites in the Bethlehem east area with the aim of stimulating economic development in that Region. The proposed developments include the Gobley‟s Folley mixed land use development as well as the shopping mall on Erf 3371. The Municipality will focus on upgrading the bulk infrastructure in order to accommodate the increasing demand.

The Riemland Corridor will also be a focus area for the next few years. There is also a proposed Regional Mall on the Remainder of 4095. In addition, the new township in Bakenpark Extension 5 and 7 will also complement and further enhance the corridor. A corridor development plan has to be formulated in order to guide development along the route.

Bethlehem is divided into the following residential areas:

 Morelig / Bergsig  Eureka / Bethlehem West  Mid Town Bethlehem CBD  La Provance  Jordania  Panorama  Hospital Hill

Special note should be given to the development of open spaces that has been previously set out for development. These sites should have priority for development –

Wolhuterskop Provision was made for the development of 762 erven sized at 800m2 – however the layout of these sites have not been approved by the survey general, nor have the sites been services.

Panorama East Provision was made for 270 erven. The development of the area was set out on tender, however the tender was never awarded.

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Bergsig Provision was made for 434 erven sized at 800m2.

Bakenpark

The whole of Bakenpark consists of 339 erven.

Bohlokong

 There are 800 unoccupied erven in Bohlokong.  The current need in Bohlokong is considered as high as 8 000 residential erven.  Vogelfontein will provide for 2593 erven to the average size of 350m2. Extension of the northern suburbs of Bohlokong (Abersethin) on the remaining and adjacent portions of land presently being planned 1780 erven.

Smallholdings

 The following small holdings and - farms surround the urban area:  Kromkloof Small Farms  Eden Small Farms  Deurgezien Small Farms  Mary Ann Small Farms  Ballyduff Small Farms

Clarens/Kgubetswana Apart from the Housing need in the lower income categories, there is no need for middle to higher income housing.The municipality is in the process of establishing a township of about 400 erven. Phameng, is extension of Kgubetswana. Phameng has 384 erven, all of which have already been allocated to local residents.

Kgubetswana has 1 016 residential erven, which are all occupied. A need for a further 500 residential sites in Kgubetswana exists. The total housing backlog in Kgubetswana is 400 sites. This urban area is characterized by the strong tourism component as reflected by the large number of guest houses and tourist related business ventures.

Paul Roux/ Fateng-tse-Ntsho

Apart from smaller business and lower income housing developments, this urban area does not experience major growth trends. The municipality is in the process of establishing at township of about 300 erven. The township establishment process is expected to be completed in the 2014/2015 financial year.

Paul Roux consists of 438 erven of which 228 is unoccupied erven. Paul Roux has a well-defined CBD – Voortrekker .Street, which shows limited growth potential. Due to the limited growth potential of the CBD no specific direction for development is indicated although development should take place within the proposed development corridors. Scattered non-noxious industrial sites exist in the Greater Paul Roux with no well-defined industrial area.

Fouriesburg/Mashaeng Fouriesburg has 780 residential erven of which none are currently available. Fouriesburg is one of the towns with the most mixed uses in the CBD. Due to the fact that no Town Planning Scheme is in place to regulate the uses the CBD of Fouriesburg is filled with uses – which at times – can be contradictory to one another. The main entry and exit to the town is through Reitz and De La Harpe Street.

Mashaeng has a total of 3 039 residential erven of which none are available. The current need in Mashaeng is estimated at 1 674 residential erven. Economic Growth Nodes are located at accessible locations throughout Mashaeng. These activity nodes develop around business, transport, sport facilities and tourism.

Rosendal/Mautse Growth in the low density residential area of Rosendal is slow with adequate vacant stands for future development. There is a need for the provision of residential opportunities in the lower income category (700). The municipality has established township in Mautse for 1000 Erven. Limited businesses activities exist in Rosendal and are primarily located along the main road through Rosendal. Mautse is characterized by informal business activities.

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

CHAPTER 4 4. VISION, MISSION AND STRATEGIC DEVELOPMENT OBJECTIVES

To be a people centred, people driven and self-sufficient municipality committed to the provision of effective and quality services to its community.” Mission Statement

A mission statement reflects the way in which Dihlabeng Local Municipality will conduct its everyday tasks. It describes the purposes of the Municipality and the area on which the Municipality should focus in order to achieve its vision. The Dihlabeng Local Municipality is: “To provide effective and efficient people centred governance that will facilitate the developmental role of Local Government”

Our strategic objectives

Our approach propels the local authority to continue towards building the Developmental State and we will continue to:  Provide democratic and accountable government for local communities.  Be responsive to the needs of the local municipality.  Ensure the provision of services to communities in a sustainable manner.  Promote social and economic development.  Promote a safe and healthy environment.  Encourage the involvement of communities and community organizations in the matters of local government.  Facilitate the culture of public service and accountability amongst its staff and  Assign clear responsibilities for the management and co-ordination of administrative units and mechanisms.  CORE VALUES Values are the nexus to our future progress and they are an expression of our emotionalised truths. They serve to guide our decision making and conduct. It is the Devine to the minds of men and women of Dihlabeng to seek and pursue a better life for all, and in no particular order of significance, they are: Dedication, Discipline, Sacrifice and Accountability

4.1 PRIORITY .1: WATER & SANITATION

Background and Problem Statement

The Dihlabeng municipality as Water Service Authority is committed to improve the physical, socio –economic and institutional environment in order to address poverty and promote infrastructure development. The municipality is currently assisted by department of Water Affairs to review Water Service Development Plan.

This culminated to the aggregation of the main issues in the WSDP which was adopted by council in 2012. The WSDP outlines service level profiles, resources profile and future bulk needs, as well as programmes that must be pursued to address the identified challenges. The WSDP provides a holistic integrated view of the water and sanitation service requirements and planning within the Dihlabeng Municipal area. However, capacity to implement these plans, particularly at the level of units is a challenge that must be carefully explored. In terms of the 2012 WSDP, main dams in the DLM per catchment is as follows (see table 27)

Table 27: Unit SCHEME WTW SOURCE ALLOWA CURRENT FUTURE USE CURRENT NCE USE SUPPLUS OR ABSTRAC 2015 2016 SHORT FALL Bethlehem Bethlehem Water Saulspoort Sol Plaatje Dam T11 300 10 950 000 10 950 000 11 300 000 350 000 – Supply System 000(M/Annu Surplus Fouriesburg Fouriesburg Water Fouriesburg Caledon River m)2 000 1 825 000 1 825 000 1 890 000 110 000 – Supply System 000 Surplus

Clarens Clarens Water Clarens Little Caldeon 1 500 1 095 000 1 095 000 1 150 000 350 000 – Supply System River 000 Surplus

Rosendal Rosendal Water Rosendal Boreholes 1 000 000 730 000 730 000 760 000 240 000 – Supply System Surplus

Paul Roux Paul Roux Water Paul Roux Boreholes 1 000 000 730 000 730 000 760 000 240 000 – Surplus

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

Table 27: contains the different schemes within the five units (towns) of DLM indicating the sources supplying the different schemes together with current and future demands where available.

The DLM has high number of household s with RDP water service standard with 88, 4% of households receiving water. Below the table of the units with their backlog and water service levels.

Table 28: Service levels for the core function-water TOWN Households HH RDP Water Service Water Backlog Levels (2011) Number % Number % Bethlehem 26 996 24 556 90.0 2 448 9.1 Clarens 2 557 2 131 83.3 426 16.7 Paul Roux 2 083 1 824 87.6 256 12.4 Rosendal 1 975 1 244 62.9 729 37.1 Fouriesburg 4 982 4 372 87.8 607 12.2 TOTAL 38 593 34 127 88.4 4 466 11.6 Source: Dihlabeng Local Municipality 2012

Table 29: Service level for the core function - sanitation TOWN Households HH RDP Water Service Sanitation Backlog Levels (2011) Number % Number % Bethlehem 26 996 23 458 86.9 3 538 13.1 Clarens 2 557 1 912 74.8 645 25.2 Paul Roux 2 083 195 9.4 1 888 90.6 Rosendal 1 975 388 19.6 1 587 80.4 Fouriesburg 4 982 3 938 79.0 1 044 21.0 TOTAL 38 593 29 891 75.1 8 702 24.9 Source: Dihlabeng Local Municipality 2011

In our townships around Dihlabeng have access to water (according to RDP standards) and only informal areas mention in the table below have no access to water according to RDP standards

Table 30: Informal Settlements with no access to water and sanitation according to RDP standards Town Informal settlements Total to Informal areas Bohlokong Captain Charles 1097 Selahliwe Riverside Kgubetswana Mokobobong 300 Fateng tse Ntsho Makwetu 93 Mautse Metati 1000 Mashaeng None None Source: Dihlabeng Local Municipality 2011

The great challenges that faces the DLM in-terms of the availability of water resource as well as distribution and management of water services is in Paul Roux and Rosendal .There is high water losses experienced in some other units due to inadequate operation and maintenance .The table below illustrates the amount required for water and sanitation reticulation requirements .

Table 31: Summary of Service Backlog per Households and required budget to meet MDG’s

WATER SANITATION TOWN Backlog HH Required Budget Backlog HH Required Budget Bethlehem 2 448 R12 240 000.00 3 538 R35 380 000.00 Clarens 426 R 2 130 000.00 645 R 6 450 000.00 Paul Roux 259 R 1 295 000.00 1 888 R 9 440 000.00 Rosendal 732 R 3 660 000.00 1 587 R15 870 000.00 Fouriesburg 610 R 3 050 000.00 1 044 R10 440 000.00 TOTAL DLM 4 475 R22 375 000.00 8 702 R77 580 000.00

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

Community have raised various service delivery challenges through the DLM pertinent to water and sanitation. Summary of issues raised are highlighted below per

4.1.1 DIHLABENG TREATMENT PLANTS

The overview of the utilization the Water Treatment Works (WTW) and Wastewater Treatment Works (WWTW) in the DLM presents an unsettled picture as shown: Several of the plants are currently utilised at maximum level. Table 32: TOWN NAME OF TREATMENT %CAPACITY AVAILABLE PROPOSED PLANS WORKS UTILISED CAPACITY BETHLEHEM Saulspoort WTW 75 25 The Treatment Works may be upgraded through Bethlehem-Fouriesburg Bulk Water Pipeline Project Bethlehem WWTW 85.94 14.06 CLARENS Clarens WTW 100 0 The Treatment Works to be upgraded in 2013/14 Financial Year Clarens WWTW 60 40 FOURIESBURG Fouriesburg WTW 60 40 New Bethlehem-Fouriesburg Bulk Water Pipeline to be constructed from 2013/14 Financial Year due to unreliable Raw Water Availability Mashaeng WWTW 100 0 The Treatment Works to be upgraded in 2013/14 Financial Year ROSENDAL Rosendal WTW 90 10 The Treatment Works may be upgraded through Rosendal Dam Project Mautse WWTW 100 0 The Treatment Works to be upgraded in 2013/14 Financial Year PAUL ROUX Paul Roux WTW 80 20 Bulk Water Services to be supplied through Bethlehem- Paul Roux Bulk Water Pipeline Project Fateng Oxidation Ponds 100 0 New WWTW to be constructed in2013/14 Financial Year

4.1.2 ASSOCIATED SERVICES Table 33: No. Of consumer units with access to: No. Of Public amenities None or inadequate Type consumer units consumer types Supply Communal Controlled Uncontrolled (HH) supply volume supply volume supply Water Sanitation Police Stations Urban 7 0 0 0 7 0 Rural 0 0 0 0 0 0 Magistrate offices Urban 3 0 0 0 3 0 Rural 0 0 0 0 0 0 Businesses Urban Rural “Dry” Industries Urban 0 0 0 0 0 0 Rural 0 0 0 0 0 0 Office Buildings Urban Rural Prisons Urban 1 0 0 0 1 0 Rural 0 0 0 0 0 0 Schools Urban 35 0 1 0 35 0 Rural 64 0 34 1 6 58 Hospitals Urban 3 0 0 0 3 0 Rural 0 0 0 0 0 0 Clinics Urban 12 0 0 0 12 0 Rural 1 1 1 0 0 1 “Wet” Industries Urban Rural

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.1.3 WATER & SANITATION: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECTS Table 34:

OBJECTIVE STRATEGY INDICATOR BASELINE BUDGET TARGET 2014/2015 2015/2016 2016/2017 To Increase the Construction Abstraction, Total No. of HH R 11 088 708.00 Construction of 6Ml Construction of 6Ml number of of 60km bulk purification and with access to Reservoir, 4.6km Reservoir, 4.6km Households with water pipeline supply of quality water inside Pipeline and Pipeline and Access to water from water to 37 729 dwelling = Appurtenant Works Appurtenant Works from 98% to 100% Bethlehem to and 98 % of 37 729. in Mashaeng, in Mashaeng, by 2017. Fouriesburg by Households around Fouriesburg by Fouriesburg by 2015. DLM. No Access but 2016. 2016. Distribution of utilises jojo-tanks R 19 621 670.36 Construction of Construction of quality water to 37 Improved Blue Management and and communal 24.2 Km Bulk Water 24.2 Km Bulk Water 729 and 98 % Drop provision of water taps: 854. Source of Funding: Pipeline and Pipeline and Households around Accreditation: services in line with RBIG Appurtenant works Appurtenant works DLM by 2017. from 68.3% approved WSDP by Capital between Paul Roux between Paul Roux Develop the 2017. projects and Rosendal buy and Rosendal buy Water Services completed 2016 2016 Development Fouriesburg 6ML within Plan. Reservoir, 4.6km budget and No Budget allocation Phase 1: Clarens: Phase 1: Clarens: Pipeline and agreed for this project in upgrading of upgrading of Appurtenant Works timeframes. 2015/16 financial year, Water Treatment Water Treatment constructed and only planning phase Works from Works from functional by 2016. Draft WSDP will be done 1.0Ml/d to 1.0Ml/d to approved and 6.5Ml/d by 2017. 6.5Ml/d by 2017. Clarens 1.0ML/d implemented. water treatment works upgraded Water losses to 6.5ML/d and managed and functional by reduced to 5%. 2016. To Increase the Phase 2: 37 468 and 97 % 37 468 Number R 1 285 750.10 Conversion of Conversion of number of Construction of Households with and 97% of HH 1600 VIP toilets 1600 VIP toilets Households with of 2.4 ML/D Access to basic with access to Source of Funding: into water-borne into water-borne Access to sanitation Paul Roux Sanitation services quality basic MIG sanitation system sanitation system from 98% to 100% Waste around DLM. sanitation service. in Fateng tse in Fateng tse by 2017. Water Ntsho by 2015. Ntsho by 2015 Treatment Management and 100% of budget Works by provision of allocation spent Provision of quality Improved2014. sanitation services within financial R 5 383 523.27 Conversion of Conversion of basic Sanitation Green Drop in line with year. 730 VIP toilets 730 VIP toilets services to 37 469 Accreditation: approved Source of Funding: into water-borne into water-borne and 97% of from 30.57% sanitation master Green Drop MIG sanitation system sanitation system Households around plan by 2017. System improved in Mautse by in Mautse by DLM by 2017. rating from 2016 2016 Sewer 30.57% to 50% R 11 930 458.00 Upgrading of Upgrading of Reticulation by 2017. Mautse wastewater Mautse wastewater Network for Source of Funding: MIG treatment works treatment works 2100 HH in VIP toilets from 0.5 Ml/day to from 0.5 Ml/day to Fateng-tse-Ntsho backlog reduced 1.5 Ml/day capacity 1.5 Ml/day capacity constructed and to 5 189 by 2015. by 2016. by 2016. functional by 2015. Repairs and Upgrading of 1600 VIP toilets maintenance No Budget allocation for Upgrading of Sewage and 2.2ML converted to monthly/quarterly this project in 2015/16 Sewage and 2.2ML Wastewater waterborne reports. financial year, only Wastewater Treatment works sanitation system planning phase will be Treatment works Mashaeng. by 2015. Additional done. Mashaeng. households with

Mashaeng sanitation Implementation of R 2 289 664.00 Implementati wastewater connections. sanitation master on of treatment works plan. upgraded and Source of funding: sanitation functional from Internal master plan 1.1ML to 2.2 ML by 2016.

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.2 PRIORITY 2: ROADS AND STORMWATER

4.2.1Policy Framework The more relevant transportation strategies and policies to be considered are the “Moving South Africa” strategy and the White Paper on the National Transport Policy. Also to be considered are general planning guidelines and standards relating to public transport, and the relationship between public transport and residential densities. Table 35: Status of Municipal Roads TOWN PAVED / ASPHALT GRAVEL Clarens/ Kgubetswana 13.2km 25 km Rosendal/ Mautse 3.4km 28.2 km Fouriesburg/ Mashaeng 13km 47 km Paul Roux/ Fateng tse Ntsho 12.2km 29.3 km Bethlehem and Bohlokong. 182.2km 75 k Total 224 km 204.5km Source: Municipal Data 2014

4.2.2 Alignment with Provincial and District Policies

The following developmental objectives and targets were identified in the Free State PGDS:  Stimulate economic development  Develop and enhance infrastructure for economic growth and social development  Reduce poverty through human and social development  Ensure a safe and secure environment for all people of the province  Promote effective and efficient governance and administration

4.2.3Core Business/Key Performance Areas

The following services are rendered by the Roads and Storm water unit:  Resurfacing and upgrading of gravel roads  Resurfacing of existing asphalt roads  Cleaning and opening of storm water channels and pipelines  Repairing of damage road surfaces ”potholes” and excavations for sub-surface service  Providing of parking areas in front of new businesses  Maintenance of existing taxi parking areas and providing of new taxi parking areas  Repairing and lying of kerbs along road edges  Repairing and building of storm water catch pit inlets  Repairing and lying of different paving blocks  Management of systems to deal with storm water in built-up areas  Construction, maintenance and control of roads Roads

All areas of Dihlabeng have access to roads and the general state and conditions of roads through the DLM has been identified as an area that needs urgent attention as roads are critical in promoting economic growth and tourism. The growth in road freight haulage and heavy vehicles are damaging the road infrastructure in Dihlabeng. The volume of heavy vehicles along the N5 and r26 are negatively affecting the quality of roads through Bethlehem. The Dihlabeng municipality cannot keep up with the increased requirement for road maintenance. In order to address this challenge there is a need for a pavement management system and roads master planning. Yearly maintenance plans are developed and implemented and routine maintenance is being implemented.

Rail There is a north-south railway line running through Dihlabeng Municipality. It links Bethlehem with towns outside Dihlabeng such as Vaalsrivier and Kransfontein. The main railway line between North-West Province via Kroonstad and Kwazulu-Natal extends through the area. Dihlabeng is also linked to the Gauteng and the Cape Provinces through a railway line which runs through the municipality, linking to the towns of Reitz and Bloemfontein. According to the Dihlabeng IDP Analysis, the existing railway line in Bethlehem has adequate capacity to serve the area over the short medium term.

Airfield There is one airfield and several landing strips within the municipality. The landing strips are owned by farmers and other individuals for private use. Bethlehem has an airport. The Bethlehem airport is usually mainly used by crop spraying aircraft. It was indicated in the 1991 Structure Plan and 1995 Framework Plan that the current position of the airport is not desirable, but Suitable for use in the short to medium term. An alternative site was identified in the 1995 Framework Plan (Dihlabeng IDP Analysis, 2009/2010) Public Transport Taxis provide predominant public transport to the people of Dihlabeng local Municipality.

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.2.4 ROADS AND STORM WATER: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECTSDIHLABENG LM Table 36: OBJECTIVE STRATEGY INDICATOR BASELINE BUDGET TARGET 2014/2015 2015/2016 2016/2017 Improve access Upgrading of 4.6Km of block 4.6 km increased R 6 000 000.00 Construction of Construction of 1.km to Municipal Roads and paved Municipal number in Km of Source of 1.km Block Paved Block Paved Roads Roads by associated Roads with storm- Municipal Road Funding: MIG Roads with storm- with storm-water construction of storm water water channels Paved and tarred to water channels in channels in Fateng-tse- 4.6km paved infrastructure in constructed and 230km, and gravel Fateng-tse-ntsho ntsho by 2016. roads and Bakenpark, trafficable by 2016 roads decreased by 2016. maintenance of Bethlehem and around DLM. from 204.5km to 225.4km of Bohlokong. 203.1km around Trafficable 225.4Km of DLM by 2016. Municipal Roads Upgrading of Municipal R 10 800 000.00 Construction of Construction of 1.8km around DLM by Roads and paved/tarred Roads 100% of budget Source of 1.8km Block Paved Block Paved Road with Funding: MIG 2017. associated and 203.1km of spent Road with storm- storm-water channels storm water gravel roads water channels in in Mautse by 2016. infrastructure maintained as per Repairs and Mautse by 2016. (Project Interdicted in Clarens/ the approved maintenance (Project Kgubetswana Maintenance Plan. monthly/quarterly Interdicted reports. Development, approval and Council approved Upgrading of implementation of Roads Master plan. R 10 800 000.00 Construction of Construction of 1.8km roads and Roads Master Plan Source of 1.8km block paved block paved roads with construction of by 2017. Funding: MIG roads with storm storm water channels storm water water channels in in Bohlokong by 2016 channels in Bohlokong by Rosendal/ 2016 Mautse

Upgrading of R 5 000 000.00 Implementation of Implementation of roads and Source of infrastructure infrastructure asset associated Funding: internal asset maintenance maintenance Program. storm water Program. infrastructure in Fouriesburg/ UpgradingMashaeng of roads and construction of Storm water channels in Paul Roux/ Fateng tse ConstructionNtsho of new storm water pipes and concrete channels in all Wards of Dihlabeng

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.3 PRIORITY 3: ELECTRICITY

Background and Problem Statement

Communities in the DLM are fairly well supplied with electricity. From this it is evident that about 32 723 of the households in the municipality have access to electricity.The total electricity backlog in the municipality is in the order of about 5870 Units.

The Census 2011 statistics indicate that 84.9% of the households of DLM have access to electricity. Bethlehem has the highest percentage of households bum with access to electricity at 23622.

Table 37: Electricity Backlog in DLM DLM Number of House RDP ELECTRICITY RDP holds 2011(ACTUAL) ELECTRICITY BACKLOG

Bethlehem/ 26996 23622 3374 Bohlokong & Bakenpark Fouriesburg/Mashaeng 4982 4089 893 Rosendal/Mautse 1975 1187 788 Paul Roux/Fateng 2083 1749 334 Clarens/ Kgubetswana 2557 2076 481 TOTAL 38593 32723 5870

In promoting environmental sustainability, the DLM has realized the need to explore other energy forms, which are renewable, beyond focusing on coal – generated electricity as the main supply of energy.

The following electricity related issues emanated from the IDP community meetings.

 Upgrading of electricity network to farms and newly developed sites  There is a need for electricity connections in majority of the farms around Dihlabeng.

Objectives

To provide 5870 households with access to electricity Improve access to Electricity Services.

Strategies

Upgrade electricity network to farms and new development sites Identification of farms without access to electricity.

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

ELECTRICITY: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECT

Table 38: DIHLABENG LM

OBJECTIVE STRATEGY INDICATOR BASELINE BUDGET TARGET 2014/15 2015/16 2016/17 To Increase the Implementation 32 723 & 85% of 32 723 Number R 5 000 000.00 Installation of Bulk Installation of Bulk number of of the Households with and 85% of HH Infrastructure 6 KM Infrastructure 6 KM Households with Maintenance plan Access to with Access Source of MV line from MV line from Access to Electricity Funding: DoE Panorama Panorama electricity from 100% Adherence substation to substation to 85% to 100% by to OHS Vogelfontein by Vogelfontein by 2017. 2016. 2016. 5% distribution loses

Replace obsolete R 1 300 000.00 Replacement of Replacement of and Dangerous obsolete and obsolete and Switchgears in Source of dangerous dangerous substations Funding: internal switchgears in three switchgears in three substations around substations around DLM by 2016. DLM by 2016.

Installation of R 1 6000 000.00 Implementation of Implementation of electricity for farm maintenance maintenance dwellers Source of program for all program for all Funding: internal public lighting, high public lighting, high mast light, traffic mast light, traffic signals signals

Electrification of Bohlokong Ext 4 (Old Hostel)

Implement the maintenance of Public Lighting Program 60

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.4 PRIORITY 4: HUMAN SETTLEMENTS

Background and Problem Statement

The Dihlabeng Local Municipality like other municipalities in the country is faced with the daunting challenge of apartheid legacy of separate development which forced African people to live far from towns where there are job opportunities and major services, typically Africans were living in “dormitory” type of residential areas. Communities continue to survive without basic services in the informal settlements. Even some of our people who have jobs and a consistent salary find it difficult to sustain a decent quality of life, as they fall outside the subsidy bracket but at the same time are unable to afford and access the mortgage products available from commercial banks.

The current housing development approach with a focus on the provision of state subsidised houses (BNG) does not meet the current and future backlog. The municipality need to diversify the approach to include alternative development and delivery strategies, methodologies and products including upgrading of informal settlements, increasing rental stock, and promoting and improving access to housing opportunities in the gap market through the implementation of the Finance Linked Individual Subsidy Programme ( FLISP) and the establishment of Social houses.

The key challenges include:

 Rapid urbanization, new household formation and past racially based planning which bring about significant challenge in providing affordable, suitable accommodation to poor households, thereby resulting in the formation of squatter camps.  Mushrooming of informal settlements which are estimated at approximately 2700 people in Bohlokong, 100 in Kgubetswana and 100 in Fateng tse Ntsho and 1000 in Mautse remains a challenge to the municipality.  In addition to living in poor accommodation (informal settlements), many households still do not have access to basic services in respect of water, sanitation, refuse removal and electricity.  Farm evictions are also experienced within Dihlabeng Local Municipality which results in the increase in the number of people living in informal settlements and backyard dwellers.  Township establishments which took long also add to the challenges which face municipality in terms of eradicating the informal settlements.  Insufficient land for human settlements developments in areas such as Paul Roux.

Although significant progress has been made in fulfilling the constitutional obligation of ensuring that every South African has access to permanent housing that provide secure tenure, privacy, protection from the elements, and access to basic services, more work still lies ahead. The national housing programme is not just about building houses but also about transforming our cities and towns and building cohesive and non-racial communities. In order to contribute to the end of the apartheid spatial arrangements, government intentions is to roll out housing programmes closer to places of work with community amenities such as recreational facilities, schools, libraries etc. The government must continue to increase access to secure and decent housing for all through its newly adopted “Breaking New Grounds” Strategy. Key elements of this strategy include the following:

 Accelerate the delivery of housing as well as improving the quality of subsidizing;  Continue the programme to convert hostels into family units  Increase access to secure and decent housing for all by strengthening partnerships with financial institutions and the private sector and increasing their role;  Accelerate the delivery of new rental housing, provide support for housing co-operatives and ensure that provincial local government allocate land for this purpose and building skills  Encourage people to build their houses based on their own plans and choices and provide people with building skills;  Spearhead a programme for the allocation of building to rural communities for purposes of self-building and provide people with building skills

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

The provision of integrated and sustainable human settlements is one of the key mechanisms through which the rate of service delivery can be fast-tracked. The National Department of Human Settlements is cognisant that the phrase “ Human Settlements‟ is much broader than a “housing.” which encapsulates the physical structure, which is the house, as well as the services that go with it, such as water and sanitation, electricity, road and storm-water and other community amenities. Thus, accelerated provision and facilitation of integrated human settlements can potentially alleviate the service delivery backlog that is still a dominant feature in our municipality.

Despite all the initiatives taken by the Department of Human Settlements during the past few years, Dihlabeng Local Municipality still has a housing backlog, which needs to be addressed during the next five to ten years. Dihlabeng Local Municipality has an estimated housing backlog of ± 20 000, of which 4000 is in Fouriesburg, 2000 in Kgubetswana, 2500 in Fateng tse Ntsho, 2000 in Mautse and 9 500 in Bohlokong. This would require allocation of at least 2000 housing subsidies per annum in a period of 10 years to address the housing backlog. Below is the illustration of the situation in Dihlabeng from 2007 until this period as shown by Graph w and Graph x.

Graph w illustrates the various dwelling types found in Dihlabeng, the Free State and Thabo Mofutsanyane. The most common form of dwelling type is brick houses on individual stands. This category represents 76.4% of housing in Dihlabeng, 67.5% in the District and 65% in the Province. This means that 23.6% of households in Dihlabeng Local Municipality have to make use of alternative types of housing.

In this regard, 11.5% of households in Dihlabeng can be classified as informal (shacks), compared to 14.9% of households in Thabo Mofutsanyane and 18.9% in the Free State Province. From this it can be interpreted that Dihlabeng has a lower portion of informal settlement dwellings compared to the District and the Province. The above mentioned situation has changes.

Graph W: Dwelling Type

Other 0.0% 0.0% Workers’ Hostel 0.2% Caravan or Tent Room/Flat let on a Shared Property 1.7%

Informal dwelling 4.1%

Informal dwelling in backyard 7.4%

House/Flat/Room in Backyard 1.8%

Town House/Duplex, Triplex 0.0%

Flat in Block of Flats 0.7% 7.6% Traditional Dwelling House or Brick Structure 76.4%

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

Dihlabeng LM Thabo Mofutsanyane DM Free State

Source: Statssa Community survey 2007

Graph x shows that 29 599 (76.7%) of the households are living in a formal type of dwelling and 6 904 (17.7%) are in need of the formal dwelling type of structure .This shows an increase of 13.4% of households who have access to formal houses in the past eleven years.

Graph X: .Dihlabeng Households by Dwelling Type

Dwelling Type

30 29.599

20 10 6.904 1.897 0.192 0 Formal dwelling Informal dwelling Traditional Other dwelling Source: Statssa Census 2011

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

And as such, it would require a budgetary provision for township establishments. Apart from the funding constrains currently encountered, the communities have emphasized the need to address the following issues; namely:

 High level of housing backlog  Slow pace of housing delivery(i.e. RDP housing)  Poor building quality by some contractors;  Long periods for construction and completion of RDP houses;  Lack of housing in farm areas for farm workers;  Illegal selling and renting out of RDP houses;  Need for prioritisation of informal settlement dwellers  Need for prioritisation of the elderly and the disabled in the allocation of the RDP housing  Outstanding accreditation of municipality to implement housing programme.  Challenges relating to spatial  Integration of settlements.

Emanating from the community outreach meetings, community have identified the need for government intervention in supporting those who cannot afford their own housing and do not qualify for low cost houses and other low income scheme. A large number of these communities need to be assisted in securing bank loans. Resolving this would lead to the considerable reduction of housing backlog and the incidences of selling of RDP houses. Council has already reserved strategic land parcels and reserved them for gap market and Council resolution has been taken for the implementation of the Finance Linked Individual Subsidy Programme to address the gap market.

The Dihlabeng Local Municipality will collaborate with the Province to ensure that housing backlogs are addressed in the Dihlabeng area in accordance with the priority needs. The highest aim must be the development of sustainable human settlements. Disintegrated, unsustainable and unsafe housing must be avoided.

A major strategy to address service backlogs and pursue human settlement development will be to focus on the priority areas for capital expenditure as conceptualized within the reviewed Spatial Development Frameworks of the municipality. The municipality budgeting process must receive special attention in terms of allocating funding towards the upgrading, expansion and maintenance of infrastructure in these priority areas.

Moreover, one of the strategies to speed up the housing delivery process would be the densification of our townships in Dihlabeng Local Municipality. This could apply in the areas characterised by high incidences of informal settlements. This would at least constitute some form of management of the process of informal settlements.

The DLM will seek to fast track the process of obtaining Housing Accreditation. The general feeling is that this could speed-up housing delivery and would ensure the proper management of housing allocation processes in the municipality. The Dihlabeng Local Municipalities have applied and the accreditation process is underway. The projects listed in the table below are designed for various housing needs. Key is the process of informal settlement formalisation, which is in line with the government‟s „Breaking New Ground‟ policy. Access to low cost housing for the elderly and disabled members of the community are some of the government‟ focus areas. Acquisition of land for future human settlements development and establishment of social houses are key priority projects to eradicate the informal settlements and to reduce housing backlog.

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.4.1 HUMAN SETTLEMENTS: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECTS Table 39: Objectives STRATEGY Performance Baseline BUDGET Target Indicator

2014/15 2015/16 201617 Acquire no? Provision of formal Two existing 2 Informal Settlement Upgrading of Upgrading of two Hectors of land sites to shack informal settlement upgraded two existing existing informal for future Human dwellers in upgraded and informal settlements Settlement Dihlabeng functional by 2017. settlements (Opening development. (Opening Township registry Townnship Township & installation of Registery opened in 3 Township Registers registry & electricity). Kgubetswana and opened installation of Mashaeng identified electricity). for future Human Source of Open Township Open Township Settlement system Funding: registry in registry in by2017 internal Kgubetswana, Kgubetswana, Mashaeng and Mashaeng and Fateng tse Fateng tse Ntsho. Municipal residential Ntsho. areas developed 100% of budget spent and maintained as General General per approved maintenance maintenance maintenance plan and and refurbishment refurbishment of Land parcels of municipal municipal acquired for future properties. properties. human settlement by 2017

Pegged 1000 sites for residential purposes Mautse Ext 4 by 2017

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.5 PRIORITY 5 : WASTE REMOVAL

Background and Problem Statement

Waste collection is a local municipality competency and should therefore be conducted by the five local municipalities under the Thabo Mofutsanyane District. Waste removal service is offered 100% in the established township areas. Waste receptacles (240L wheelie bins and 85L bins) have been distributed to the previously disadvantaged communities. The provision of receptacles has reduced unnecessary delays during collection and refuse bags are the most common receptacle used in certain parts of the town. Dihlabeng Local Municipality has 9 waste compactors that are utilized for refuse removal once a week as per the collection schedule. Bethlehem, Bohlokong and Bakenpark have six compactors, whilst Rosendal, Fouriesburg and Clarens have one for each town. Tractors and trailers continue to be used for collection such as corner dumps and removing and emptying of skips. Council continues to face an enormous challenge in the sense that our community members have lost the drive and pride to keep their environment clean. Environmental cleaning campaigns have been embarked on, but if the community does not change its mind- set, we continue to fight a losing battle.

Dihlabeng Local Municipality owns a permitted regional Landfill Site and records of decisions for all four transfer stations. Only the Clarens transfer station is operational, whilst the other three require containers and roll on roll off trucks in order for them to operate. The landfill site as is operated and maintained by a contracted service provider and is regulated under the license conditions issued by the Department of Environmental Affairs as well as minimum requirements of Waste Disposal by Landfill.

Recycling is happening at a very small scale within DLM due to challenges faced by community members interested in recycling such as land, transportation and equipment. There is recycling in Bethlehem, Fouriesburg and Clarens. Waste generated within Thabo Mofutsanyana DM is not sufficient to justify any waste treatment facilities being constructed, except Bethlehem.

The DLM has conducted community survey on level of services in our Wards and under Waste Management there has been issues raised with regards to waste collection and disposal in the region. Based on an estimated 2001 census statistics 62.8% have access to refuse removal and 2011 census says 81.6% of household receiving refuse removal service there is an increase of 18.8% of household who receive services therefore around ± 23 400 tonnes per year of general waste are generated. As expected, the highest quantities of waste are generated within the Bethlehem and Bohlokong typical towns characterised by a higher socio-economic population generating higher tonnages of waste and industrial activity. These landfills vary in status from small, medium and large. From available information, it would appear that sufficient landfill airspace (lifespan) exists Within Dihlabeng Regional Landfill site.

It is however evident that waste management in the DLM is recognised as an important environmental issue, which requires pro- active approaches for increased service delivery and environmental sustainable development.

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016 Table 41: STATUS OF LANDFILL PERMITTING/LICENSING IN DIHLABENG LOCAL MUNICIPALITY Unit Permit Status: Permitted/Licensed Bethlehem Permitted Rosendal Permitted Paul Roux Permitted Clarens Permitted Fouriesburg Permitted

Level and Standard of service- Refuse Removal & Solid Waste

Dihlabeng Local Municipality spares no effort in ensuring that refuse removal is done at least once a week at every household, to Ensure the efficient management of the solid waste disposal sites, to prevent littering and to ensure that the street and pavements are regularly cleaned.

Table 42: Service levels for the core function – refuse removal TOWNS TOTAL NUMBER OF HOUSE HOLD WITH ACCESS REFUSE REMOVAL HOUSES/HOUSEHOLDS TO REFUSE REMOVAL BACKLOG

DLM Survey Households DLM Survey Households DLM Households 2012 Census 2011 2012 Census 2011 Survey Census 2011 2012 Bethlehem/Bakenpark/ 13 789 26996 13 783 22 547 6 533 Bohlokong Fouriesburg/Mashaeng 4 697 4982 4644 3825 53 139 Clarens/Kgubetswana 1 713 2083 1 665 1858 48 127 Rosendal/Mautse 1 378 1975 1 238 1412 140 168 Paul Roux/Fateng 1 533 2557 1 533 1715 0 121 TOTAL 23 110 38593 22 863 31358 247 7235

Table 42: With the exception of Bethlehem (permitted landfill site) and Clarens (permitted transfer station), none of the other urban areas permitted disposal site are functional. The capacity of each of the permitted and non-permitted disposal sites is sufficient over the Medium-to-long:

Table 43: Waste Facility Collection System Capacity Town Bethlehem Permitted Regional Landfill Site. Once a week collection 25-30 years

Paul Roux Waste disposal site permitted. Once to twice a week 5-10 years A transfer Station not operational. collection Rosendal Waste disposal site permitted. Once to twice a week 10-15 years A transfer Station not operational. collection Fouriesburg Waste disposal site permitted. Once to twice a week 10-15 years A transfer station not operational. collection Clarens A permitted and operational transfer Once to twice a week 25-30 years Station. collection

We continue to provide free basic refuse removal to all registered indigent households around our area of jurisdiction in a sustainable manner. To ensure the smooth and uninterrupted provision of refuse collection and at the same reducing overheads the municipality leased six (6) haulage trucks from the Government Garage on a three year contract, over and above this initiative the municipality embarked on a number of cleaning campaigns and initiated recycling projects around the Dihlabeng Communities.

The Dihlabeng Local Municipality is characterized by large areas of natural beauty (mountains, rivers) which contributes to the vibrant tourism activities within the area. Apart from a number of policy guidelines, environmental activities are regulated in terms of the National Environmental Management Act and the Regulations thereto.

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.5.1 WASTE REMOVAL: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECTS Table 44 OBJECTIVE STRATEGY INDICATOR BASELINE BUDGET TARGET 2014/2015 2015/2016 2016/2017 To operate and manage To operate and Daily maintenance Appointment of R4 000 000 Management of Management of the landfill sites and maintain the and operation of the service provider Source of landfill site landfill site transfer stations I line landfill site landfill site. Funding: with the minimum Daily and internal requirements of landfill Maintenance and monthly site as well as the permit operation of transfer inspections of conditions. stations the landfill site.

Monthly reporting of To ensure effective To collect 37 354 and 97% of Waste R88 445.00 Management Management Refuse Removal to refuse from 37 HH and commercial Information Source of of Clarens of Clarens 38 593 Households and 354 businesses with System Funding: transfer transfer commercial businesses Households access to weekly R88internal 445.00 Improvestation Improvestation around DLM. refuse removal 37 354 and Source of collection collection 97% of HH and Funding: method and method and commercial internal adherence adherence businesses with schedule. schedule. access refuse 60 illegal corner 60 illegal removal dumps cleared corner dumps

on a quarterly cleared on a basis quarterly basis

Source of Ensure street Ensure street Funding: sweepers clean sweepers clean internal the CBD daily the CBD daily and are assigned and are streets assigned streets

4.6 SOCIAL WELFARE

Background and Problem Statement

Schedule 4 Part of the Constitution of the RSA affirms the commissioning of the Welfare Services to be the responsibility of both National and Provincial Spheres of government. The DLM in an effort to bring about improved quality of life and sustainable development to all its citizens through Welfare Services is responsible for coordination and provision of support to the Free State Department of Health and Social Services and the National Department of Social Development in fulfilling their mandate.

Issues of poverty, malnutrition, grants administration, gender, disability, child protection, youth development, pensioners, orphans and the homeless are some of the key areas of work located within Welfare Service. The HIV/AIDS pandemic and its impact on society in general remains a single principal factor with a huge effect on the work of the Welfare Service Sector. It is estimated that from 2006 ± 1500 died because of this epidemic. There is a greater need to integrate and coordinate the efforts of all the stakeholders in addressing the challenges facing the Welfare Sector.

Protection of Children: a new phenomenon which has become evident particularly in DLM relating to the Welfare is that of ±112 registered for Children living on the streets. This phenomenon is indicative of the breakdown in the family system that manifests itself in the public. These increasing numbers requires that certain interventions such as the building of places of safety for children be established. These institution would ensure the protection of children‟s rights in a safe environment as well as ensuring the schooling thereof. This intervention however requires a multi-disciplinary approach.

Protection of the Elderly: Pay –points for pensioners and other grants in the area are generally easily accessible. However, there has already made progress in addressing this challenge through payment at participating Super markets and ATM‟s. These centres continue to amongst others provide services to these elderly persons within close proximity.

Within DLM, the availability of stimulation centres is very limited and this result in public ignorance to disabled and special persons. Often such persons are open to abuse and stigma attached to those who are disabled especially amongst school going children. This requires that the awareness and empowering session should continuously be arranged.

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

Table 45: Access to social grants

Grant type Bethlehem Fouriesburg Clarens Paul Roux Rosendal

Old age 3329 1018 306 107 268 Disability 3914 368 154 269 153 Foster care 1095 291 56 99 52 Grant in Aid 56 0 0 1 0 Care dependency 230 11 6 4 16 Child support 14 412 3846 1256 897 1008

Source: Stats Dihlabeng District 2013

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.7 LOCAL ECONOMIC DEVELOPMENT

SMME, AGRICULTURE, DEVELOPMENT AND TOURISM

Local economic development (LED) is an approach to a sustainable economic development that encourages residents of local communities to work together to stimulate local economic activity that will result in an improvement in the quality of life for all in the local community (Dihlabeng LED Strategy). This is important as Local Economic Development ensures that people become self-sufficient and rely on themselves and not on the state for economic support and various social grants. This is achieved by insuring that a conducive environment for trade and investment is achieved. The advancement of Local Economic Development serves as the drive for rooting employment creation by building on the comparative advantages that municipality has in its disposal, this takes into account the inclusion of the private sector; where government meets the private sector to drive economic upliftment opportunities.

In order for the LED unit to be fully functional and overcome challenges that can ensure support and meet the basic needs of the business minded individual, it needs a greater understanding of its mandate to serve the public and not to be seen as a lessor priority. At times LED is mistaken for a funding scheme within the municipality but at the same time it is important to note that the majority of our community is unable to source funding due to their economic background and limited information; this is where the LED unit comes in, where the aim is to bridge the gap for those who inspire people of our community to create an enabling environment that will allow them and the businesses to prosper and hence create job opportunities for other community members. As much as people are suitably identified by the municipality in terms of support and development, the performance of the LED is subject to the availability of funds, as municipal coffers need to pay all services in due course so that funds become available.

The lack of support for the LED unit is easily clearly visible in the different units of Dihlabeng Local Municipality. The challenges range from the shortage of upliftment projects that the community needs in order to be self-sufficient and the finalisation projects that can create greater levels of employment for the needy.

The proposals that need to be pursued per unit are as follows:  The development of a modern and up to date Hawker by laws and policies that can assist community members, to sell and be self- sufficient but at the same time be in line with Council regulations.  The establishment of a Co-op run chicken Hatchery in the area, as “day old chicks” as the region does not have such facilities.  The development of a Local Business Support Centre, shall allow for aspiring business people within the region to obtain direct access to trainings, funding institutions etc.  The establishment and development of an agro processing that will process perishable goods from the local community.  The development of an investment and attention strategy that will create a conducive economic environment for the Groenevoelande, Bethlehem Industrial Area.

LED situation in DLM

 Rosendal/Mautse: Rosendal has serious shortage of job opportunities and there needs to be a strong drive towards projects that shall help the community be self-reliant and at the same time allow for the community to ensure that basic minimum needs are met and money circulates within the region.

 Clarens/Kgubetswana: Clarens has seen a lot of development initiatives for the area but at the same continuous support and assistance must be maintained in order to ensure growth and a way forward; and the need to finalize outstanding projects for the town.  Fouriesburg/Mashaeng: Mashaeng is the second biggest town outside of Bethlehem and the greatest needs in terms of support and development for the people of the area is a clear need for the town to be self-sufficient, where it has its own services and there is no need for the community to travel all the way to Bethlehem for services such as banking and the area needs to be supported so that there is the establishment of a shopping store (e.g. Boxer Stores, U Save etc.). What is important is the close proximity of the town to Lesotho, where a lot of people from that country visit South Africa for shopping purposes.  Paul Roux/Fateng tse Ntsho: The situation for Paul Roux is similar to Rosendal and these communities need serious attention in order to alleviate poverty and other social ills.  Bethlehem/Bohlokong: The town is the main economic hub of the Dihlabeng region. The majority of developmental initiatives come from this particular area of the municipality, there is still a need for the town to develop a number of economic driving initiatives that will also foster the development of all the unit towns.  Table of projects that are prioritised as by the LED unit and the community:

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.7.1 SMALL MEDIUM MICRO ENTERPRISE (SMME’S) DEVELOPMENT: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECTS Table 46: Objective Strategy Indicator Baseline Budget Target 2014/2015 2015/2016 2016/2017 Enabling LED Strategy LED strategy Nr of SMME R2 350 000.00 Provide Support Provide Support to environment for implementation implementation development to 23 Coop 23 Coop /SMMEs. SMME growth plan initiatives /SMMEs. All DLM All DLM units and Provide Support to supported. units development 23 Coop /SMMEs. All DLM units Nr of jobs Provide support Provide support for created through for 25 Burial 25 Burial societies. Provide support for SMME societies. All DLM All DLM units 25 Burial society. All development units DLM units. initiatives. Provide Provide assistance Provide assistance 100 % of assistance for 23 for 23 Hair Salons. for 23 Hair Salons. budget spent. Hair Salons. All All DLM Units All DLM Units SupportDLM Units of 23 Support of 23 Council approve Hawkers and Hawkers and Tuck- Support of 23 LED Strategy Tuck-shops shops Hawkers and Tuck- Repairs and shops maintenance monthly Facilitate 3 SMME quarterly trainings and reports Workshops Facilitate 3 Facilitate 3 SMME SMME Expo, trainings Expo, trainings and and Workshops Workshops

4.7.2 Level and Standard of Service (LED) The Local Economic Development Directorate continues for fund and support a number of Entrepreneurial initiatives around Dihlabeng and as such contributes towards poverty alleviation and job creation. The municipality continually facilitates SMME development and community projects in line with the broader LED Strategy implementation. Table 47: Ward No. Budget Project Name Project Category Project No. of Jobs Allocation Status Greated 11 internal BANTU HAIR Personal care & hygiene completed 3 8 Internal MHLABA THABA Computer Network completed 4 5 Internal ICHUKULELE Personal care & hygiene completed 5 17 internal KHONZE Computer Networks completed 3 7 internal DEBORAH SEWING Retail completed 8 4 internal IPOKELENG SEWING Retail completed 7 16 internal NYAKZ SALON Personal care & hygiene completed 2 7 internal TRIPPLE M ELECTRICITY Supply Services communications completed 1 6 internal MESELANE CONSTRUCTION constructions completed 10 10 internal LEFATSHE KE LA RONA Catering completed 7 1 internal BETHLEHEM & BOHLOKONG Manufacturing completed 5 5 internal MOKOENA THABO Manufacturing completed 19 internal RETENG TUCKSHOP Wholesale completed 2 7 internal TAOLANE TGD Broiler Production completed 3 16 internal KAWENG MUSIC Entertainment completed 2 19 internal BOHLOKONG UPHOLSTERY Manufacturing completed 3 16 internal BEST OF AFRICA Arts & Crafts completed 6 8 internal RATANANG CREATION Arts & Crafts completed 5 15 internal REMMOHO SEWING PRO Retail completed 8 17 internal SEVUKILE FATENG Vegetable Production completed 6 internal IKEMELENG Vegetable Production completed 5 20 internal NKOKO PROJECT Vegetable Production completed 22 15 & 20 internal 3 BROILER UNITS Poultry completed 15 15 internal RALEHOI PIGGERY Poultry completed 5 internal LAYER STRUCTURE Poultry completed 5 20 internal IKAHENG AND CLARENS Poultry and Piggery Completed 14 PIGGERY internal TANDEM EGGS Poultry Completed 2 17 internal MANTSHATLALA POULTRY poultry completed 7 internal MASHAENG POULTRY poultry completed 7 internal MAPEPE PROJECT vegetable completed 2

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.7.3 Agriculture

Location Quotient for Dihlabeng Local Municipality, 2010 Table 48 Economic Sector Sectoral Contribution to Total GDP (%) Local Quotient Thabo Mofutsanyane DM Dihlabeng LM

Agriculture 6.2% 6.4% 1.0 Mining 0.4% 0.3% 0.8 Manufacturing 13.3% 13.2% 1.0 Electricity 2.6% 0.9% 0.3 Construction 2.1% 1.9% 0.9 Trade 15.6% 18.1% 1.2 Transport 7.2% 9.2% 1.3 Finance 21.7% 19.9% 0.9 Services 30.8% 30.1% 1.0 Total 100 100 1 Source: Urban Econ, 2011

A location quotient indicates the comparative advantage or disadvantage of a particular economic sector in an area or region. A comparative advantage indicates a relatively more competitive production function for a product or service in that specific activity. A quotient larger than one indicates a comparative advantage and a quotient smaller than one indicates a comparative disadvantage in an economic activity. A quotient greater than five indicates a dependence on an industrial sector.

Form the above table it is evident that the Dihlabeng economy has a comparative advantage in the following sectors with regard to the district economy.

 Agriculture  Manufacturing  Trade  Transport  Government Services

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

The key economic activity in DLM is agriculture, which is diverse and includes the production of various crops, fruit and livestock. Most of the agricultural land in Dihlabeng is utilised for livestock grazing and cultivated land accounts for 44% of the agricultural area. The main crops grown are maize, wheat, sorghum, soya beans and sunflowers Apples, cherries, peaches, asparagus, potatoes, cut flowers and variety of other horticultural crops as well as dairy products are also produced. Cultivation is concentrated mainly in the northern and central parts of the municipality. Both summer and winter crops are cultivated and irrigation is used. Areas of high cultivation of winter crops are concentrated in the northern and central parts of the municipality (DLM: Environmental Management Framework (EMF).

Stock farming in the municipal area is extensive, focusing mainly on natural grazing and dairy farming, mainly in Bethlehem area. The total number of farms in the Dihlabeng municipal area, based on the Demarcation Board (2000) data (Dihlabeng IDP Analysis, 2009/2010). The Dihlabeng region is developed to its optimum with regard to agriculture and future development of these sector is thus not foreseen.

The total number of farms in the Dihlabeng municipal area, based on the Demarcation Board (2000) data (Dihlabeng IDP Analysis, 2009/2010) is 726 with a total of approximately 9 272 people employed in the farming sector. Many of the farms are changing to game farming and provision of recreational facilities.

Subdivision of agricultural land to provide tourism and recreation facilities has mainly been applied to riparian properties with a minimum water front of 100m (Dihlabeng IDP Analysis, 2009/2010). Uncontrolled conversion of agricultural land to recreational use could compromise the countries food security as the Free State is one of the key food producing areas of South Africa. In addition to commercial farming and tourism, and agriculture in DLM also includes small scale farming. Some of the farms have been identified to be acquired with funds granted by the Department of Land Affairs in collaboration with the Department of Agriculture to be used as a commonage for the purpose of communal grazing and small scale farming purposes.

AGRICULTURE AND AGR-PROCESSING: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECTS Table 49: Objective Strategy Indicator Baseline Budget Target 2014/2015 2015/2016 2016/2017 Enabling LED strategy LED strategy Nr of R550.000.00 Provide support Provide support for environment implementation implementation Agriculture for 6 emerging 6 emerging for Agronomic plan and Agro- Farmers. All Farmers. All DLM growth and 6 Emerging farmers processing DLM units units development. supported all DLM initiatives units supported. R 1000 000 Provide Provide 3 Agro processing Nr of jobs opportunities for opportunities for 3 projects provided created 3 Agro Agro Processing with opportunities. All through Processing Projects. . All DLM DLM units Agriculture Projects. . All units and Agro- DLM units Renaissance of 2 processing farms. All DLM initiatives.

R50 000.00 Renaissance of 2 Renaissance of 2 100% of Farms. . All DLM Farms. . All DLM budget spent. units units

Council approve LED Strategy Repairs and maintenance monthly quarterly reports.

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.7.4 Agriculture Profile

` Use of agricultural land in the Dihlabeng Municipality Table 50: Land Utilization Total Area Hectares % of area Unavailable for agriculture 22696 3 Presently under cultivation 210247 44 Available for cultivation 13849 2 Presently under grazing 239958 51 Total area 486700 100 Other information Land under irritation 3.9988ha Rainfall per annum (differs) 800 – 1000mm(differs from place to place Grazing capacity ha/ 4.0 /13.0/6.0 Percentage of clay A Horizon Ranges 6% -24% Percentage of clay B Horizon Ranges 18% - 32% Soil depth A Horizon Ranges 200mm – 350mm Soil depth B Horizon Ranges 350mm – 650mm Veld types High sourveld Land types Glenrosa, mispha, vertic, melanic Plinthic catena,red and yellow apedal prismacutanic and pedocutanic Geology TRC Sandstone ,siltstone Annual average daily maximum 21%- 22% (differs from place to place temperature Annual average daily minimum 5% - 7% temperature Cold units between 1May and 31 2001-2100 August 1401-1500 1701-1800 1801-1900 Heat units 1 September and 30 April 1601-1800-1600 1801-2000 Extreme first dates of frost with 28 March – 3April temperature below 0 4 April to 10 April Extreme last dates of frost with 3 November to 9 November temperature below 0 10 November to 16 November

Source: Dihlabeng IDP Analysis (2009/2010)

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.7.5 Tourism:

The Dihlabeng area is considered a prime tourist destination (Dihlabeng IDP Integrated Environmental Programme, 2006/2007) due to the Scenery and recreational facilities available in the area. Tourism growth is one of the listed priorities within DLM IDP priority issues. One of the objectives of tourism growth is to exploit and develop the tourism potential in all towns in the area (Dihlabeng IDP Strategic Planning, 2009/2010). Recreation areas and facilities are located throughout the Dihlabeng region. The area is increasing in popularity as a scenic destination and host a range of nature and culturally oriented activities which are categorised into primary and secondary attractions. The primary attractions in DLM Provide major reasons for tourist visiting the area. Secondary attractions have tourist appeal but are not the primary reason for visiting. Some of the popular tourist area are the Clarens rural area and Golden Gate National Park. There is potential for tourism in the Rosendal Area due to a variety of natural sites such as dams, a mountain rage, hiking trails and rich bird life in the area (Dihlabeng IDP Regional Analysis, 2007/2008). The expansion of tourism is being planned for and there is sub-division and development of several farms for holiday, tourism and permanent residential purposes in Clarens. The subdivision of farmland to provide tourism and recreation facilities has enhanced the economic Base of the rural areas of DLM and added value to agricultural properties (Dihlabeng IDP Analysis, 2009/2010

Tourist Attractions in Dihlabeng Local Municipality Table 51: Name Type of attraction Location Wolhuterskop Game and Nature Reserve Nature Reserve 6km outside Bethlehem on the Fouriesberg Road

Goble Park Memorial Gate Heritage /Historic Bethlehem

Lion Rock Big Cat Sanctuary Animal Rehabilitation C/o The Farm Klein, Bethlehem Sol Plaatjie Dam Natural Attraction Bethlehem Barry De Kok Ave

Groenkop Heritage /Historic Bethlehem

Bethlehem Peermont Casino Casino Johan Blignaut Drive, Bethlehem

Basotho Cultural Village Cultural Attraction Next to the R712 from QwaQwa to Golden Gate National Park, Bethlehem

Golden Gate National Park National Park Along the R712 towards the Golden Gate Highlands Clarens

Titanic Rock Natural Attraction Overlooking the entrance to Clarens

Ash River outfall Natural Attraction On Bethlehem road about 8km from Clarens

Mushroom rock Natural Attraction About 3km from Clarens on Clifton Farms

The Holhoek Hiking Trails Heritage /Historic S28 17.565 E27 58.035, S28 25.129 E28 02.025 Near Paul Roux

Bushman Rock Painting/ San Rock Art Heritage /Historic Paul Roux on over 27 farms

Mosamame Hiking and Mountain Bike Hiking and Mountain Biking At the foothill of the Maluti Mountains, 10 kms from Trail Rosendal

Fertility Caves Nature/ historic Clarens

Golf is a growing tourist attraction in DLM. There are golf estates in various stages of development in Clarens, and midway between Fouriesburg and Clarens on the Caledon River side (Dihlabeng IDP Regional Analysis, 2007/2008). These proposed Golf estates are situated in either side rural and /or economically depressed areas and serve as economic growth generators in these areas.

Heritage The cultural heritage of the Dihlabeng area has been shaped by the history of the area. The various heritage sites in DLM are shown in the table below

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.7.6 TOURISM: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECTS Table 52: Objective Strategy Indicator Baseline Budget Target 2014/2015 2015/2016 2016/201 Enabling LED Strategy Nr of tourism Nr of tourism R1 250 000 000 Support and host Support and host 7 environment implementation initiatives supported initiatives 2 tourism related 2 tourism related for Tourism plan supported. activities. All activities. All DLM growth and LED strategy DLM units units Development implementation Nr of jobs created through tourism Support and Host 2 initiatives. Research and Research and tourism related tourism impact tourism impact activities. All DLM units 100% of budget report on 3 report on 3 spent. events. All DLM events. All DLM units units Research and tourism impact report on 3 Council approve events. All DLM units LED Strategy. Facilitate the Facilitate the Development of Development of 1 Facilitate the Repairs and 1 Adventure Adventure Tourism in the Tourism in the Development of 1 maintenance Adventure tourism in monthly quarterly Area Area the Area. Bethlehem reports.

Mining

Mining is a minor activity in DLM and only contributes about 8% of the Gross Geographical product of the area (Dihlabeng IDP Analysis, 2009/2010). Mining in DLM is mainly comprised of surface based activities, with the main mining activities in the area being:  Gravel mining in the Wolhuterskop Nature Reserve and Gerrands Dam Nature Reserve  Sandstone cutting within the vicinity of the Clarens and Fouriesburg town area  Vast sandstone formations in the Fouriesburg town area which hold mining potential,  Numerous private mining activities, mostly relating to gravel exploitation and sandstone cutting.

Mining activities are subject to environmental Management Programmes in terms of the Minerals and Petroleum Development Act (Act No. 17 of 1956) (Dihlabeng SDF, 2008/20090. Due to the prevalence of fossils in Dihlabeng, EIA THAT also address impacts of fossils are required before mining operations. The rehabilitation of old quarries and mine excavations is an environmental concern in DLM as the excavations are a hazard to people and animals.

Table 53: Airfield: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECTS

Objective Strategy Indicator Baseline Budget Target 2014/2015 2015/2016 2016/2017 Enabling LED strategy Support provided to R2 000 000 -015 Provide support for economic implementation Air show - Air-show development Hot Air Balloon and through aviation. EAA FLY-IN

Developments at R1040.000 Development of Bethlehem Airfield Bethlehem Airfield

The Bethlehem Airfield plays an integral role in supporting industry and economic activity throughout the Free State, in particular Dihlabeng Local Municipality. Owing to its location which is at the heart of South Africa, it enhances networking and connect communities by linking various Towns, cities and markets. It promotes access to life saving medical air transport and other critical services such as firefighting that protect life and property.

As business markets become national and international in scale, airports are increasingly being viewed as catalyst for local economic development, their ability to generate jobs and promote tourism. The Bethlehem Air Service is planned to expand the possibilities of travel for tourist and business travellers alike, allowing an even greater number of people to experience diversity of geography, climate, culture, markets and also to increase transportation supply capacity. 75

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.7.7 Transportation supply capacity Table 54: Elevation 5561ft above mean seal level Runaways11/29 Asphalt surface (1 175m *15m) 13/31 Grass surface (1 311*46m) Traffic Light Departures 3per day (week) 60(month)

Arrivals Five per day (week) 70 (month) Routes / destination Unreserved Services Non schedule related flight medical ambulance Medical air ambulance Flying school Fire fighting

4.8 PRIORITY: SPORTS, ARTS AND CULTURE

The IDP outlines the generally poor condition in terms of the state and variety of sporting facilities throughout the Dihlabeng Local Municipality. The nature and extent of the challenges is complex and easily noticeable in the units of Dihlabeng Local Municipality. The challenges range from the shortage of playing fields and lack of maintenance therefore to unavailability of other sporting codes. The proposals that need to be pursued per unit are as follows:

The communities who are located in the periphery should be prioritized in the provision of services. Bethlehem Goble park and Bohlokong stadium provides the communities of the municipality with access to sport facilities, however it should be extended in order to accommodate communities in the periphery, particularly communities from areas such as Clarens/Kgubetswana and Rosendal/Mautse who have limited access to sport facilities. The need for soccer, netball etc. (ward 20 and 15) has been highlighted by the communities.

4.8.1 Situation on sport facilities of DLM

Rosendal/Mautse: Rosendal Stadium should also be considered for a hub by erecting another multipurpose court in the vicinity of the stadium. The provision of a pavilion with change rooms should be considered. Upgrading of Mautse stadium is also going to be considered as the first priority. Clarens/Kgubetswana: Upgrading of Kgubetswana Stadium is considered as the first priority. Maintenance of open grounds is considered as most of the teams in the area use them for practice sessions.

Fouriesburg/Mashaeng: Mashaeng Stadium has been upgraded as it was the first priority. Construction of multipurpose courts outside the stadium should be considered. Maintenance of open grounds is considered as most of the teams in the area use them for practice sessions. Upgrading of the show grounds should be considered.

Paul Roux/Fatengtsentsho: Fatengtsentsho Stadium has been upgraded but not yet handed over to the municipality by the contractor. Maintenance of open grounds should be considered because most of the team in the area use them for practice sessions.Paul Roux tennis courts and bowling court should be upgraded.

Bethlehem/Bohlokong: Bohlokong Stadium pavilion should be upgraded to meet the standard the safety in sport act. Bakenpark Stadium should also be upgraded and erection of a pavilion be considered. Upgrading of the swimming pool should be considered. Maintenance of Goblepark stadium should be considered. Other stadiums and open grounds should be considered.

FACILITIES AS PER TOWNS OF DLM Table 55: TOWN SPORT FACILITIES SITUATION Rosendal Mautse Stadium Dilapidated and need to be upgraded. Rosendal Stadium Well maintained but Changing rooms are dilapidated and need to be upgraded. Open grounds In good condition, needs to be maintained. Clarens Kgubetswana Stadium The construction has already started. Open Grounds Need to be well maintained.

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016 Fouriesburg Mashaeng Sports Stadium The stadium is new and well maintained Fouriesburg showground Needs upgrading Open grounds Needs to be maintained Paul Roux Fatengtsentsho sports stadium The stadium is new and well maintained Open grounds Needs to be well maintained Bethlehem Goblepark In good condition and well maintained. Bohlokong Stadium The field is well maintained. Pavilion needs to be upgraded. Bohlokong multipurpose courts Well maintained Bakenpark Stadium The stadium needs to be upgraded. Bohlokong Sports Ground Still under construction. Open grounds Well maintained.

4.8.2 SPORTS AND RECREATION: DEVELOPMENT STRATEGIES PROGRAMMES AND PROJECTS Table 56: OBJECTIVE STRATEGY INDICATOR BASELINE BUDGET TARGE 2014/2015 2015/2016T 2016/2017 Construction of 5 Upgrading/const 5 sport and 5 sport and R13 600 000 Upgrading of Upgrading of sporting and ruction recreation recreational Source of Funding: Bohlokong Stadium Bohlokong recreational on of sports & facilities facilities MIG completed. Stadium facilities by 2017. recreational upgraded and completed completed. facilities constructed

To provide and 24 well- 24 well maintained R354 394 Implementation of Implementation maintain sport maintained sport sport and Source of Funding: maintenance plan of maintenance facilities according and recreational recreational internal plan to detailed needs facilities facilities assessment. accessible for public use. To create an A functional sport 1 sporting event R6 242 Procurement of Procurement of enabling and recreation facilitated and Source of Funding: sport resources for sport resources environment for council with all hosted internal DLM rural games for DLM rural the participation of sporting codes games different sporting affiliated codes.

R0.0 To ensure that To ensure Dihlabeng netball that team participates Dihlabeng in the Thabo netball team Mofutsanyana participates in Netball Challenge the Thabo Mofutsanyana Netball Challenge

To create an A functional Arts Established Arts R68 804 Establish and Establish and enabling and Culture and Culture Source of Funding: capacitate Arts and capacitate Arts environment for council with all Council. internal Culture council. and Culture the participation in groupings council. Arts and culture affiliated. (R25 000) activities. Source of Funding: internal

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.8.3 ARTS AND CULTURE

The nature and extent of the challenges is complex and easily noticeable in the units of Dihlabeng Local Municipality. The challenges range from the shortage of Arts and Cultural Centres and lack of maintenance therefore to unavailability of Arts and Cultural Centres. The proposals that need to be pursued per unit are as follows:  The communities who are located in the periphery should be prioritized in the provision of services. Clarens Arts and Cultural Centre provides the communities of the municipality with access to the center, however it should be extended in order to accommodate communities in the periphery, particularly communities from areas such as Bethlehem/Bohlokong and Fouriesburg/Mashaeng who have limited access to them. The need for Arts and Culture Centres has been highlighted by the communities.

4.8.3.1 Situation per town

Rosendal/Mautse: Rosendal Stadium should also be considered for a hub by converting one building at the tourism centre to Arts and cultural centre vicinity of the Tourism Centre.

Clarens/Kgubetswana: Upgrading of Kgubetswana Arts and Cultural Centre is considered as the first prior. Table 57: (Heritage sites) facilities per town

Town Site name Situation

Rosendal Motouleng Good

Cultural Village Need to be repaired so that it can be utilized

Clarens Sand stone Methodist church Good

Titanic Rock Good

Monument on the square Good

Fertility caves Good

Fouriesburg Dutch Reformed church Good

President Steyn House Good

Salpeterkrans Good

Paul Roux Dinosaur Good

Bethlehem Old Nazareth Mission Church Good

Baartman Wagon House Mesuem Good

Soul Plaatjie Dam Good

Battle of Bethlehem Monument Good

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.8.4 ARTS AND CULTURE: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECTSDIHLABENG LM Table 58: OBJECTIVE STRATEGY INDICATOR BASELINE BUDGET TARGET 2014/2015 2015/2016 2016/2017 To create an enabling A functional Arts Established Arts R68 804 Establish and Establish and environment for the and Culture and Culture Source of capacitate Arts and capacitate Arts participation in Arts council with all Council. Funding: Culture council. and Culture and culture activities. groupings internal council. affiliated. (R25 000) Source of Funding: LIBRARIES: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECTS internal Table 59:

OBJECTIVE STRATEGY INDICATOR BASELINE BUDGET TARGET 2014/2015 2015/2016 2016/2017 To provide facilities, Construction To participate in the Reading festival R 1 382 Reading Reading Festival - promote a culture and provision reading festival hosted. Source of Festival Competition Held of reading and of library programme. Funding: Competition lifelong learning facilities. Material acquired Internal & Held 8 libraries for libraries Dept. of To make facilities Sport, Arts, facilities accessible for Monitoring, Culture & accessible for community use Implementation Recreation community use and well of Business Plan R 1 382 000 Maintenance of Maintenance of and well maintained. & Reporting Source of Libraries Libraries maintained Funding: Number of Internal Library Events General Held Maintenance Budget R 9 233 Monitoring of Monitoring of Source of implementation implementation Funding: of Conditional of Conditional Dept. of grant for grant for public Sport, Arts, public library library services. Culture & services. Recreation COGTA R 500 000 Host 4 library Host 4 library Source of events events Funding: Dept. of Sport, Arts, Culture & Recreation GTA

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.9 PRIORITY 11: PUBLIC SAFETY, EMERGENCY, FIRE AND RESCUE

4.9.1 Background

Public Safety is a Social Services function with the mandate to promote healthy environment to the community. The Department‟s core function is to render effective and efficient Fire Services, Disaster Management and Traffic Management.

Fire Brigade

Main objectives as per Fire Brigade Services Act:

 Rendering of firefighting duties.  Rendering of fire safety services.  Rendering of rescue services.  Fire Protection Association for rural areas.  Rendering other related emergency services.

Disaster Management

Main objectives as per Disaster Management Act:

 To prevent or reduce the risk of disasters.  To mitigate the severity or consequences of disasters.  To conduct emergency preparedness.  To enable the rapid and effective response to disasters.  To have a post-disaster recovery and rehabilitation.

Traffic management

Main objectives per Road Traffic Act:

 Enforcement of Traffic Laws.  Assistance at events.  Escorting abnormal loads/funerals.  Improve road safety and to prevent crime.  To collate crash data.  To conduct training and scholar patrols.

The current capacity of the local Municipality is reflected in the table 60 below:

Table: 60 DLM Capacity on Traffic INSTITUTION BETHLEHEM/ ROSENDAL/ PAUL ROUX/ FOURIESBURG/ CLARENS/ BOHLOKO NG/ MAUTSE FATENG TSE NTSHO MASHAENG KGUBETSWANA BAKENPARK Traffic Personnel: 10 Personnel None None None None

Vehicles and 11 Vehicles None None None None Resources:

Fire Control Room: One (1) Control Room None None None None

Personnel: Seven (7) personnel None None None None Resources: Two (2) new fire None None None None engines Disaster Disaster management None None None None management plan

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.9.2 EMERGENCY SERVICES

In terms of Section 54 (1) b of the Disaster Management Act,” the council of a local municipality, acting after consultation with the relevant local municipality, is primarily responsible for the co-ordination and management of local disasters that occur in its area”. Furthermore, Section 54 (2) states that the local municipality may, despite subsection 54 (1) (b), agree that the council of the local municipality assumes primary responsibility for the coordination and management of a local disaster that has occurred or may occur in the area of the local municipality.

Furthermore, as legislated by Sec 43 of the Management Act of 2000 that “an administration disaster management centre must be established in the local municipalities”

The current capacity of the local Municipality is reflected in the table below:

Emergency capacity of DLM Table 61: Institution Bethlehem/Bohlokong Rosendal/ Paul Roux Fouriesburg/ Mashaeng /Bakenpark Mautse /Fateng tse Ntsho Disaster Management Plan No of Personnel Fire Protection

4.9.3 FIRE AND RESCUE:

The Bethlehem Fire Station that mainly services the communities of Dihlabeng community. Through this station, the services provided to the communities confirm the need to proceed to provide services to other Units of DLM.

PUBLIC SAFETY, EMERGENCY, FIRE AND RESCUE: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECTS Table 62: OBJECTIVES STRATEGIES INDICATOR BASELINE BUDGET TARGET 2014/2015 2015/20 2016/2017 16 To manage, Rapid and An approved DRMP approved Review disaster Review prevent and effective reviewed DRMP management plan disaster reduce the risk response to Conduct fire 48 Fire inspections management of Disasters disasters inspection conducted plan

Fire prevention 48 Awareness campaigns done initiatives Conduct fire Conduct fire inspections and inspections

Emergencies fire prevention and fire attended within 10 initiatives. prevention to 15 minutes in Emergencies initiatives. attended within 10 Urban areas Respond to all Respond to all to 12 minutes Investigate and emergencies emergencies within urban area identify buildings for within 10 to 15 within 10 to 15

satellite stations minutes in urban minutes in Units areas. urban areas.

Enforcement Improved Reduction in 89 077- traffic fines Enforce traffic Enforce traffic of Traffic road safety crime in relation issued laws Conduct 64 laws Conduct Laws and to traffic laws roadblocks 64 roadblocks Crime 64 Roadblocks Improve road Improve road Prevention. conducted safety safety

Scholar patrols done daily Establishment of Establishment Community Safety of Community Forums Safety Forums

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.10 PRIORITY: ENVIRONMENTAL ISSUES

Climate

The mean annual temperature in Dihlabeng ranges between 12 and 15C. The average monthly temperatures for Bethlehem, the main town in the DLM range from 30C in winter to 300C in summer, with the lowest temperature recorded between 1961 and 1990 being -80C (June) and the highest being 400C (January) (SAWS, 2007).

Rainfall in DLM is strongly seasonal, with most rain occurring as thunderstorms during the summer period. The rainy season in Dihlabeng runs from October to March. The average annual precipitation ranges from 540 to 1142 mm per annum. The average maximum rainfall per month is 96 mm while the minimum is 7 mm, and this is recorded in the dry season between April and September. The average rainfall in the area supports cultivation and as a result 48% of the region is currently under cultivation.

Land Cover

There are over 20 land cover types in Dihlabeng Local Municipality. The largest land cover type is unimproved natural grassland which covers just over half of the total area of DLM. Commercial dryland cultivation is the second largest land cover type followed by urban/built up areas and irrigated agriculture. Main land cover types in Dihlabeng Local Municipality Table 63: Land use Total hectares % Grassland, thicket bush land and rock 244309 51.39 Cultivated land 2230057 46.92 Conservation 4345 0.91 Residential 2922 0.61 Forestry 701 0.15 Subsistence farming 64 0.01 Mining 22 0.005 Total 475420 100 Source: Dihlabeng Local Municipality Spatial Development Framework Review 2013

Topography

The elevation in DLM varies between 1400 and 2600 metres above sea level, with the highest parts being in the central and south eastern parts of the municipality. Large parts of the DLM, mainly in the southern and central parts of the municipality have a slope greater than 7% and this corresponds to the area of ridges. The aspect, through its influence on solar heating, air temperature and moisture, affects vegetation and species distribution.

Geology

The geology of DLM is dominated by the Molteno formation. The Tarkastad subgroup also occurs and is largely found in the north eastern part of DLM. The Drakensburg and Clarens formations occur in the south west, the central and the south eastern part of DLM. DLM is underlain by andesitic lava of the Drakensberg formation and this occurs in association with mudstones, shale and sandstones of the Clarens Formation, Molteno Formation and Elliot Formation. Dykes and sills resulting from dolerite intrusions also occur in the area. Alluvium occurs in some drainage channels and tallus (coarse alluvium) on some steep hill slopes (Department of Rural Development and Land Reform, 2009). The presence of sandstone, shale and dolerite can result in excavation problems and this has implications for developments such as building construction, pipelines and sewerage works (Department of Rural Development and Land Reform, 2009). In some areas, e.g. Clarens, colluvium consisting of silty clay deriving from the weathering of sandstones and lavas occurs, and the colluvium is moderately expansive/ shrinking (Blight, 2005). Construction on expansive soils such as the expansive colluvium which occurs in the DLM may require specialised construction techniques and this increases construction costs and has implications for development.

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

No significant mineral deposits have been found or are being exploited in DLM. Gravel mining and sandstone cutting are the main mining activities in DLM. Mudstone is utilised for brick manufacturing. Due to the geology of the area, ground water is an important resource in DLM. It is pumped for use in agriculture and for human consumption. The water quality is generally high, containing less than 30mg/l of dissolved solids (Bosch, 2001). The Elliot formation is characterized by vertebrate fossils and fossils occur widely in DLM. The occurrence of fossils has implications for excavation and mining activities, which have to take into consideration impact on fossils.

Ecology

The DLM falls within the grassland biome. The grassland biome in the Free State is home to a range of species of flora and fauna, some of which are Red Data listed such as the Grey Crowned Crane, Cape Vulture and Blue Crane (River Health Programme, 2003). The south eastern part of Dihlabeng municipality including Clarens and surrounding areas falls in the Eastern Mountain Biodiversity Hotspot (the Maloti-Drakensburg mountains biodiversity hotspot) (MDTP) and the Golden Gate Highlands National Park. Globally significant plant and animal biodiversity occurs in the area. The area is also an important water catchment for Lesotho and South Africa. The area provides habitat for a range of specialised floral and faunal species with up to 300 endemic and about 500 near endemic flowering plant species (MDTP).

In DLM, the Eastern Free State Sandy Grassland vegetation around Bethlehem is threatened by human activities. Climate change and pollution also threaten biodiversity. The riverbanks in Dihlabeng host a unique vegetation type known as „riparian bush‟ or „gallery bush‟. This vegetation is distinctive to the Free State and North West provinces. Riparian bush generally consists of indigenous trees and dense undergrowth although alien vegetation such as poplar and blue gum trees can also occur. Some of the indigenous trees which occur in riparian areas are White Stinkwood (Celtis africana), Wild Olive (Olea africana), Buffalo Thorn (Ziziphus mucronata), Sweet Thorn (Acacia karoo) and Bush Willow (Salix capensis).

Air Pollution

There is no air quality monitoring in DLM. The DLM SDF (2008/2009) notes that smoke pollution mainly from cooking fires and veld fires creates a potential health hazard in the municipality. Due to the prevalence of agricultural activities which include tillage and crop spraying in the area, it is anticipated that airborne dust and agricultural chemicals could be a concern in the area.

Environmental concerns in DLM

Most of the land area of DLM is covered by grassland. The Dihlabeng environment, due to its endangered vegetation is mostly sensitive. In addition to vegetation, sensitive areas in Dihlabeng also include riparian areas, dams, ridges and wetlands. The environment in Dihlabeng is generally in a good condition; however, injudicious subdivision of land for change in use or land redistribution can lead to mismanagement of land and inefficient use of resources. The major challenges that are being experienced with regard to environmental conservation in Dihlabeng are:

 Silting-up of dams;  Smoke pollution (mainly of fires for cooking purposes and veld fires) creates a potential health danger and also has an influence on the ecosystem;  The lack of proper sanitation poses a serious threat of pollution of underground water which in turn influences health;  Littering;  Overgrazing and erosion; and Vegetation is currently being depleted at a rapid rate for fire wood.

These factors have negative effects on the environment itself and are also detrimental to tourism and economic growth. Land management by emerging farmers in the area is also concern. The emerging farmers do not currently receive any guidance or training in terms of soil conservation and there is a need to provide them with training. In DLM, riparian areas are valuable for tourism however such areas are sensitive. The EMF for Dihlabeng should take cognisance of current, planned and potential economic activities in riparian areas. Economic development initiatives should balance economic development and conservation. Some of the conservation activities would directly enhance sectors such as tourism ventures based on conservation of natural resources

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.10.1 Conservation and protection status of different vegetation types in Dihlabeng Local Municipality Table 64: Vegetation Conservation Biome Group Bioregion Protection Area km Area% type status status Basotho Vulnerable Grassland Mesic Highveld Mesic Highveld Poorly protected 359.29245 7.578563 Montane Biome Grassland Grassland Shrubland Bioregion Bioregion Eastern Free Endangered Grassland Mesic Highveld Mesic Highveld Hardly protected 1626.74958 34.31306 State Clay Biome Grass and Grass and Grassland Bioregion Bioregion Eastern Free Endangered Grassland Mesic Highveld Mesic Highveld Poorly protected 2308.23085 48.68756 State Sandy Biome rass and Bioregion Grass and Grassland Bioregion Eastern Least Azonal Fresh water Fresh water Poorly protected 10.43328 0.220069 Temperate threatened Vegetation Wetlands Wetlands Freshwater Wetlands Lesotho Least Grassland Drakensberg Drakensberg Hardly protected 254.99285 5.37857 Highland Basalt threatened Biome Grassland Grassland Grassland Bioregion Bioregion Northern Least Azonal Drakensberg Drakensberg Well protected 179.09749 3.777707 Drakensberg threatened Vegetation Grassland Grassland Highland Bioregion Bioregion Grassland Northern Free Least Azonal Mesic Highveld Mesic Highveld Not protected 2.10798 0.044464 State Shrubland threatened Vegetation Grass Grass and and Bioregion Bioregion Grand Total 4740.90448

4.10.2 Dihlabeng aggregate land area in each conservation status category Table 65: Conservation Status Area km Area% Endangered 3934.98043 83.00062671 Vulnerable 359.29245 7.578563363 Least Threatened 446.6316 9.42080993

4.10.3 ENVIRONMENTAL ISSUES: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECTS. Table 66: OBJECTIVES STRATEGIES INDICATOR BASELINE FUNDING TARGET SOURCE 2014/2015 2015/2016 2016/2017

Increase awareness, through Engage ward committees to Closed waste disposal Community DLM DLM: Rehabilitation DLM: Rehabilitation and DLM: Rehabilitation and educating communities about highlight waste dumping and facilities Services and closure of the closure of the old closure of the old environmental issues, and littering issues to the old dumping sites dumping sites (DLM 2012- dumping sites (DLM how to preserve the communities (DLM 2012-2013) 2013) 2012-2013) environment

To identify and develop Existing recycling Community DLM Clarens Clarens Bethlehem Clarens Bethlehem new and existing projects Services Bethlehem Fouriesburg: Fouriesburg: EPWP environmental conservation Fouriesburg: EPWP EPWP Recycling Project Recycling Project areas or reserves Recycling Project

To manage negative impacts EIA‟s applied in all listed An Adopted IWMP Community DLM DLM: Integrated DLM: Integrated - of development activities development activities Services Waste Waste Management Monitor environmental risks in Management Planning ( IWMP) high risks areas Planning ( IWMP)

To promote compliance to Legislation around landfills being environmental legislation, complied with throughout the policies and by-laws. Municipality. Development of Environmental Management by-laws

To ensure that pollution (air, Identify and implement water, and soil) are minimized measures to reduce existing air, to acceptable national water, soil and noise pollution standards in order to preserve incidents the environment and natural Engage into discussions with the resources. industries to reduce pollution incidents Monitor the levels of pollution as agreed with the industries

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.11 PARKS AND CEMETERIES

4.11.1 PARKS Bethlehem Unit

Panorama

 OomBossiepark – it is a park used by the kids and members of community. It is in panorama (2275) at Davie du Preeze and Koos Jordan street  PresDiedericks park – it is an open park that has English Oak trees  S.A.P. park - it is situated at (2811) President Diedericks street  Pane /East park

Jordania

1. Plein street park – it is that big circle in Jordania, situated in Plein street 2. Impala park – it is a park used by the Community , in Impala street 3. Gemsbok park – it is a park used by Community, in Gemsbok street 4. Waterbokpark – it is a park used by the Community and kids. It is in Waterbokstreet. 5. Damvaal park - it is that park the Community use when they fish, next to Loch-Athlone dam (1021) 6. Daanval park - it is used by the Community (1023)

Middle Town

1. Pretoriuskloof park – it is a small park next to Shell Garage and the kloof 2. Basotho park – it is a park used by everyone (social park) next to the river

Bohlokong

1. Next to Housing offices - is a welcoming park when you get to the location, and is situated next to the Municipal housing offices 2. Medi clinic park – is situated in Riemland road, front opposite medi clinic gate 3. Eskom park – is a park used by Community for recreation/relaxing 4. Post Office park – Next to Bohlokong Library 5. Thejane (church) – it is the park used by the Community to hold their meetings and relaxation. 6. Thejane (Bodikela school) – it is a nice, clean park situated next to Bodikela primary school 7. Micherelpark – it the park used by the Community, especially kids living in that area, situated next to Re a tshedisa Funeral Parlour. 8. Phase 7 – it is also a nice park used by the Community, situated in Lamond road 9. Egypt park – a park used by the Community situated in Ward 5, Nkitsing street 10. Naledi park – a park used by the Community situated in Naledi Location, next to Zion church 11. Extention 1 (1) – a park situated next to Nthute primary school. It is normally used by the Ward Councillor to hold the meetings. 12. Extention 1(2) - also situated next to Nthute primary school. It is also known as Mmetlapark. 13. Giyane park – a park situated next to Bethlehem Comprehensive school 14. Giyane/Jacket View – a park situated next to Police Station and Jacketview 15. Congo park – a park used by Community

Bakenpark

1. Bakenpark Park – a park used by the Community and the primary school situated next to it. 2. Moederkerk Park – a park used by the Community, well maintained, situated next to Moederkerk.

Eureka

1. Cambridge Park – a small portion of land used by the Community, normally for exercising. it is situated in Cambridge street

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016 2. Wesselspark - a park used by everyone to relax, situated in Commissioner and Cambridge streets 3. Paul Roux park – it is a park on the exit road to Paul Roux, situated next to the Correctional Services

Morelig Community Parks

1. President Reitz park –Saron park – Passmore park – Whites park – street 2. Us park – used by the Community, situated next to church at Kedron street 3. Ben schoeman park – used by the Community at Ben Schoeman street 4. Pres. Steyn park (2) – used by the Community, and is situated in President Steyn street.

Table 67: ACCELARATED PARKS MAINTANANCE PLAN

TASK TEAM Resources Machine/Vehicle Week 1 Week 2 Week 3 Week 4 Lawnmower 20 perators 3 Ton Truck Panorama. Wolhuterskop Morelig Lindley Entrance, Team 20 Sheen Ride- on Durban Entrance. Moederkerk Ireland, Morelig, Bohlokong pads Bush cutter Oosmond Eureka Morelig Location. 20 Helmet Kudu Jordania Fouriesburg cemeteries, 20 Beeps La-provance entrance Bakenpark. Pruning Team 5 Labours Tractor with the Morelig – all Morelig – all Morelig – all Morelig suburb – all 2 Chainsaw trailer or 4 tonne streets streets streets streets 20 Meter rope truck (Crane 8ton Handling the Handling the Complains on Complains on Friday 4 Hand sag truck, 4ton truck Complains on Complains on Friday 4 Snuesker Cherry picker) Friday Friday General Team 6 labours Tractor with the Panorama: Jordania: Eureka: Saron, Rietz, Steyn 4 spades trailer Barry de cock Baartman, Fouriesburg street, 2 Iron reeks street, Alex Kwaga, Plein Entrance, Lindley Entrance 4 blare hark Pexnos, Paul streets and commissione Commissioner, Golf Laeseck Streets. Middle town – r r street, street Moederkerk Wesselspark, Bohlokong: Parks. Morelig: Rietz, Saron, Development 4 Labours 3 Ton truck Town-Hall,HQ, Ongoing Ongoing Ongoing maintenance Team 18 meter net Sports ground maintenance of maintenance of Cleaning up the 4 blare hark (Bakenpark), Cleaning the of cleaning areas. 3 homer Wolhuterskop, areas. up the areas. affairs Basotho park, Pretoriuskloof, Showground, Goble park, WesselsparkMoede rkerk Tractor Team 2 Drivers Tractor and Slashes Panorama – all the All the parks Eureka – showground‟s as well 2 Gloves Township parks. including big Wesselspark as industrial sides next 2 Nose Bags Oosmond circle – Bloemfontein to lindley entrance Showground‟s Entrance (Slashe – Workshop) Tractor and Hover Bohlokong parks Bohlokong parks Bohlokong Bohlokong parks and machine and open spaces and open spaces parks and open spaces including Location including the including the open spaces the sports field in sports field in sports field in including the Bakenpark. Bakenpark Bakenpark. sports field in Bakenpark.

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.11.2 Cemeteries in Bethlehem Unit

State of Cemeteries

Bohlokong

1. Maineng (next to the tavern) 2. Vuga (next to Reitz road) 3. Comp (next to Bohlokong Comprehensive school)

Bethlehem

1. Richter street (behind Max o Meats) 2. Muller street (Anglo Boer War Cemetery) 3. Morelig Cemetery (next to 2 Field army camp) 4. Utopia Cemetery (next to Meets road)

Capacity of Cemeteries

Bohlokong

1. Maineng - Full (only reserved graves left) 2. Vuga - Full (only reserved graves left) 3. Comprehensive - Full ( only reserved graves left)

Bakenpark

1. Bakenpark - Full (only reserved graves left)

Bethlehem

1. Richter street – full 2. Muller street – full 3. Morelig – full 4. Utopia - High maintenance Adult - 512 graves High maintenance Children – 188 graves Low maintenance Adult – 558 graves Low maintenance children – 103 graves

Maintenance of Cemeteries

Bohlokong

1. Cleaning of Cemeteries twice a year with temporary workers (EPWP) for a period of 3 months, in Maineng, Vuga and Comprehensive.

Bakenpark

1. Cleaning of Cemeteries twice a year with temporary workers (EPWP) for a period of 3 months, in Bakenpark.

Bethlehem

1. Parks cut the grass on a four weeks circle and the maintenance with the Cemetery workers, in Richter, Muller, Morelig and Utopia

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

Cemeteries Development

Bohlokong

1. Maineng – fenced with palisade fence 2. Vuga – fenced with palisade fence 3. Comprehensive - not fenced

Bakenpark

1. Bakenpark - not fenced

Bethlehem

1. Richter street – fenced with normal thorn wire(must be re-fenced) 2. Muller street – fenced with diamond mech 3. Morelig – fenced with diamond mech , the other half with devils fork fence

Utopia – only the entrance is fenced on both sides. The Cemetery must be fenced in full. Cemetery must be extended

PARKS & CEMETERIES: DEVELOPMENT STRATEGIES PROGRAMMES AND PROJECTS Table 68: OBJECTIVE STRATEGY INDICATOR BASELINE BUDGET TARGET 2014/2015 2015/2016 2016/2017 Development and Access to social Maintained parks, 50 parks and R167 491.00 Implementation of Implementatio maintenance of amenities and open spaces and open spaces maintenance plan. n of parks, open spaces nature nature reserves. maintained maintenance and nature reserve. reserves. plan.

Planting of 250 Planting of 250 trees in Dihlabeng trees in Dihlabeng

Maintenance and Nr of available Maintenance of 20 maintained R404 025.00 Implementation of provision of 08 grave sites and active and old cemeteries maintenance plan. cemeteries. on-going cemeteries maintenance of active and old cemeteries around DLM. Available graves 1188 available Regular digging of for burials grave sites graves.

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.12 PRIORITY: INSTITUTIONAL DEVELOPMENT & TRANSFORMATION

CORPORATE SERVICES: LEGAL SECTION

4.12.1 Background and Problem Statement

The Legal Section‟s main purpose is to provide a professional legal advice and assistance service to the municipality to ensure the proper protection of the municipality‟s interests and compliance with its obligations.

The section is a fairly new section that has been established in 2010. Currently it comprises of three persons. This section is part of corporate services and its manager reports directly to the Director: Corporate Services.

Previously our legal matters were outsourced to private entities, presently we have competent staff that are legally qualified to handle different legal matters except civil matters since we don‟t have capacity to handle them for an example Debt Collection. Last year we had four By-laws approved by Council as Draft namely, Dumping and Littering, Waste Management, Refuse Removal and Control of Public Nuisance by law and we are currently unfolding the process of public participation. The Legal section is the custodian of discipline in the institution and after its inception in 2010, the issue of discipline has increased, as results employees are behaving better than before due to the fact that the disciplinary processes are in place.

The Legal Section does not work in isolation. Aside from working together with other Municipality employees it works with other Provincial and National departments and in doing so it is kept abreast with new legislation. In also working with other municipalities it ensures that whatever innovative systems are introduced the Municipality partakes in them.

The Legal Section scrutinises the agreements entered into by the Municipality with external service providers. It formulates legal opinions as and when required by Council and its management team. The section assist with Human Resources, Supply Chain Management, Technical Services and various other sectors of the Municipality as and when required.

Division of functions and powers Table 69 FUNCTION BETHLEHEM Legal support x By-laws x Legal opinions x Policies x Contracts x Municipal Code x

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.1.2.2 CORPORATE SERVICES: DEVELOPMENT STRATEGIES PROGRAMMES AND PROJECTS Table 70 OBJECTIVE STRATEGY INDICATOR BASELINE BUDGET Budget

2014/15 2015/16 2016/17 Functionality of LLF To provide legal 11 LLF meetings 100% adherence to N/A Level of Level of and Labour support to Council, held as per the the approved LLF functionality of functionality of Relations matters management and approved schedule. meeting schedule. Local Labour Local Labour staff in the discharge Nr of disputes and Forum (LLF) Forum (LLF) of, their Reduced Number of grievances handled. and its sub- and its sub- responsibilities disputes and 100% adherence to committees committees generally; grievances handled. OHS committee meetings schedule. 12 OHS committee meetings held.

Compliance with contract management due diligence processes.

N/A 100% of 100% of disputes and disputes and grievances grievances handled in handled in terms of terms of collective collective agreements agreements N/A Compliance with Compliance with all applicable all applicable OHS legislation OHS legislation

To assist in the N/A Develop By- Develop By- provision of legal Laws for Laws for advice and in the promulgation promulgation formulation of by- and and laws, policies and implementation implementation procedures to ensure that the municipality complies with all relevant legislation as well as its constitutional mandate;

N/A Contract Contract Management Management

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.13 SKILLS DEVELOPMENT

The training department‟s main purpose is to assist and capacitate employees and ensure that accredited service provider has been identified. The section addresses the Strategic Priority Area of Local Government Sector Education and Training Authority at the national level infrastructure and Service delivery, Financial Viability, community based participation and management and leadership. Training department works with training committee members who represent the employees of the municipality, it works with Local Government Sector Education and Training Authority at Provincial and National level.

The section also provides Experiential Training and G r a d u a t e Development Program to the learners who completed their studies and needed exposure in the working environment. Learner ships will also be provided to the unemployed youth through Local Government Sector and Training Authority or other Seta‟s.

SKILLS AND DEVELOPMENT: DEVELOPMENT STRATEGIES PROGRAMMES AND PROJECTS Table 71

OBJECTIVES STRATEGIES INDICATOR BASELINE FUNDING TARGET SOURCE 2014/2015 2015/2016 2016/2017 Skills DLM: % Training for 4 skills Internal Training as per Training as per DLM: Development Training for Management and development workplace skill workplace skill Training for and Employee Management staff plans and plan plan Management Wellness and staff reports and staff Graduate submitted to DLM: Internal DLM: Employee DLM: Employee DLM: Development LGSETA Graduate Wellness Wellness Graduate Programme Development programme programme Development Nr of Graduate Program Program 16 training enrolled in

DLM: programmes programme Experiential initiated Training for Unemployed 12 employee 16 trainings youth wellness DLM: Training programmes 12 employee as per work initiated wellness skills plan programmes

DLM: Employees wellness programme

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.14 PUBLIC PARTICIPATION AND GOOD GOVERNANCE: DEVELOPMENT STARTEGIES PROGRAMMES AND PROJECTS Table 72 OBJECTIVES STRATEGIES INDICATOR BASELINE FUNDING TARGET SOURCE 2014/2015 2015/2016 2016/2017 Functionality of Broader public Broader Ward R 890 000 100% functional 100% functional Ward participation public Committee Source of ward committees ward committees in Committees policy participation Reports tabled Funding: in terms of the terms of the new and broader implementation policy in Council. MSIG Vote new model. model. Public implementati no.N/A 102525 Number of ward Number of ward Participation on Nr of public 1093330 committee committee participation management management initiatives. meetings held meetings held and and percentage percentage 100% of attendance by attendance by budget spent members. members. N/A Number of Number of community community meetings held. meetings held.

R 4 255 000 Broader Public Broader Public Source of Participation Participation policy Funding: policy and plan and plan Internal Vote implementation. implementation. no. 102005 (Office of the (Office of the 1092755 Speaker) Speaker)

Public Customer Care Nr of public N/A Functional Communication policy communication Petition‟s implementation initiatives. Committee

Turn-around time when dealing with petitions and N/A Complaints public Management complaints. N/A System

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.15 GOVERNANCE PROGRAMMES

PROGRAMMES FOR EXECUTIVE MAYOR’S OFFICE Table 73:

Project Beneficiaries Budget Inception date & completion date Estimates Health Awareness Campaigns Local and farming R100 000 July 2015 June 2016 (HIV/Aids/HCT/STI/Breast Cancer) communities(schools & Youth) Community Support and Relief Local and farming R1 000 000 July 2015 June 2016 Programs communities & Child headed households Bursary DLM Community R1 000 000 July 2015 June 2016 Women Empowerment programme Vulnerable community R200 000 July 2015 June 2016 members & People With Disabilities.(PWD) Right to learn Campaign Youth, Women, PWD, R75 000 July 2015 June 2016 Development and rehabilitation of Dihlabeng community, Youth R300 000 July 2015 June 2016 Community Parks Mayoral Izimbizos Dihlabeng community R400 000 July 2015 June 2016 Veterans/ Senior Citizens Support Dihlabeng Senior Citizens R150 000 July 2015 June 2016 Program (Luncheon Clubs Support) Youth Empowerment Programs Dihlabeng Youth R1 700 000 July 2015 June 2016

Allocation as per 2015/2016 Budget is R3 000 000 for Executive Mayor

PROGRAMME FOR MUNICIPAL PUBLIC ACCOUNTS COMMITTEE OFFICE (MPAC) Table 74 Project Beneficiaries Budget Estimates Inception date & Completion date Oversight Blitz Municipal department N/A June 2015 Capacity Building programme MPAC Councillors & staff R1 000 000 May 2015 Municipal Experiential visits MPAC Councillors & staff R130 000 August 2015 Joint MPAC & Audit Committee MPAC Councillors & R9 000 September 2015 sitting Audit committee Stakeholder engagements Government R250 000 November 2015 departments & schools in Dihlabeng Community awareness campaigns Dihlabeng communities R1 000 000 August 2015 MPAC quarterly section 80 meeting MPAC Councillors R4 000 June 2015 MPAC Strategic planning session MPAC Councillors & Staff R150 000 June 2015

Allocation as per 2015/2016 Budget is R800 000 for MPAC

PROGRAMMES FOR COUNCIL CHIEF WHIP ’S OFFICE Table 75 Project Beneficiaries Budget/Amount Inception date & Completion date Launching of Cultural All areas DLM R250 000 June 2015 June 2016 games Long Walk to Freedom All areas DLM R200 000 June 2015 June 2016

Freedom day celebration All areas DLM R100 000 June 2015 June 2016

Constituency Programme All areas DLM R500 000 June 2015 June 2016

Multi Party Dialogue All areas DLM R50 000 June 2015 June 2016

Carnival Festival All areas DLM R500 000 June 2015 June 2016 Mandela Day Celebration All areas DLM R50 000 June 2015 June 2016 Community Outreach All areas DLM R125 000 June 2015 June 2016 Multicultural Sports Activity All areas DLM R250 000 June 2015 June 2016

Allocation as per 2015/2016 Budget is R2 000 000 for Council Whip

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016 PROGRAMMES FOR COUNCIL SPEAKER’S OFFICE Table 76 Project Beneficiaries Budget/Amount Inception date & Completion date Operation Masikhulume All areas DLM R1 800 000 June 2015 June 2016 Community Support and All areas DLM R500 000 June 2015 June 2016 Relief Programs Local Government to the All areas DLM R500 000 June 2015 June 2016 people Awareness Programme Rural Community All areas DLM R1 000 000 June 2015 June 2016 Participation Programme

Allocation as per 2015/2016 Budget is R3 000 000 for Council Speaker

PROGRAMMES AND PROJECTS WITH OTHER SPHERES OF GOVERNMENT (Stakeholders) Table 77 Project Town Funding source Estimated 2015 specification Amount EPWP DLM DLM R2 000 000 R2 000 000 TM Folder production and Dihlabeng Dept Agriculture and Rural R3 200 R3 200 processing project Development Relebohile clinic Mautse Department of Health R1 740 R1 740 Library Kgubetswana Dept of Sports, Arts and R11 100 R11 100 Culture Sewer line Dihlabeng/Clarens/ Dept of Water Affairs R4 400 000 R4 400 000 Kgubetswana Dihlabeng BWS Dihlabeng Department of Water Affairs R255 000 000 R255 000 000 RDP houses (52) Paul Roux Dept of Human Settlement R1 200 000 R1 200 000 RDP houses 15 Tshwara Rosendal/Mautse Dept of Human Settlement R10 000 R10 000 thebe IRDP Phase 4, 50 Dept of Human Settlement (Retlaphela) Rosendal R200 000 R200 000 IRDP Phase 4, 50 Fateng Tse Ntsho Dept of Human Settlement R10 000 R10 000 (Itumeleng) Social housing Dihlabeng Dept of Human Settlement R20 500 000 R20 500 000 Dihlabeng CRM Dihlabeng Dept of Human Settlement R3 300 000 R3 300 000 Clarens 2 (Tshwara) Dihlabeng Dept of Human Settlement R168 133 R168 133 Nusery Project (EPIP) Dihlabeng Dept of Environmental Affairs R2 500 000

4.16 SECTOR PLANS OF THE MUNICIPALITY The Municipality undertook an exercise of integrating the various projects, strategies and objectives throughout the planning process of this IDP. The identified integrated programmes are presented hereunder, including and their status of development and/or review. DLM Sector Plans Table 78 Critical Components Available/Not Available Status Responsible Person

Spatial Development Framework Available To be reviewed Director: Public Works

LED Strategy Available To be reviewed Director: Economic Development and Planning

Work skills Plan Available Adopted Director : Community Services

Disaster Management Plan Available To be reviewed Director: Community Services

Water Service Development Plan Available To be reviewed Director: Technical Services and Public Works

Housing Sector Plan Available Adopted Director: Public Works

Human Resources Strategy Available To be reviewed Director: Corporate Service

Organisational PMS Available To be reviewed Director: Corporate Services

Communication strategy Available To be reviewed Director: Corporate Services

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.17 ELECTRICITY DLM STRATEGIC OBJECTIVES ALIGNMENT WITH OTHER SPHER’S OF +GOVERNMENT. The DLM‟s strategic plan seeks to deliver results along eight strategic objectives that include promoting energy security through reliable, clean, and affordable sources; universal access to energy sources, transformation of the energy sector, and strengthening the operations.

1. Ensure energy security – creating and maintaining a balance between energy supply and energy demand, develop strategic partnerships, improve coordination in the sector and ensure reliable delivery and logistics. 2. Achieve universal access and transform the energy sector – diversify energy mix, improve access and connectivity, provision of quality and affordable energy, promote safe use of energy and transform the energy sector. 3. Regulate the energy sector – develop effective legislation, policies and guidelines, encourage investment in the energy sector, ensure compliance with legislation. 4. Effective and efficient service delivery – understand stakeholder needs and improve turn – around times. 5. Optimal utilization of energy resources – develop enabling policies, encourage energy efficient technologies. 6. Ensure sustainable development – promote clean energy alternatives, encourage economic development, promote job creation. 7. Enhance DLM culture systems and people – attract, develop and retain appropriate skills, promote good organizational culture, make the DLM an employer of choice. 8. Promote corporate governance – optimal utilization of resources, manage budget effectively, implement fraud and risk management, and ensure compliance with relevant prescripts. Table 79 Mandate NDP FSGDP MTFS DLM PROJECTS The proportion of people with access to the  Develop electricity master Outcome 7: Electrification of farm dwellers electricity grid should rise to at least 90 percent by plans for municipalities. Ensure access to 2030, with non-grid options available for the rest.  Dedicate funding for Increased access to quality reliable electricity to Upgrading of electricity maintenance of current infrastructure and services, all residents within infrastructure. The country would need an additional 29 000MW of infrastructure. particularly in rural areas DLM Electricity electricity by 2030. About 10 900MW of existing  Establish partnerships in all Outcome 9 Implementation of electricity Provision capacity is to be retired, implying new build of more municipalities for electricity Implement renewable maintenance plan to ensure than 40 000MW. delivery. Members of society have sustainable energy and alternative reliable supply of electricity. At least 20 000MW of this capacity should come from  Provide new basic and reliable access to basic services. energy within DLM renewable sources. Page 70 infrastructure at local level Pg 42 Source funding for renewable Driver 9 (electricity). Driver 9 Ensure sufficient energy eg Solar, Hydro Plant. Move to less carbon-intensive electricity production  Address electricity bulk Develop the Integrated Energy Plan public lightening. through producing at least 20 000MW of renewable infrastructure backlog. (IEP). Source funding for energy, increased hydro-imports from the region and  Implement alternative Refine, update and implement the Develop Electricity electrification of informal increased demand-side measures, including solar electricity infrastructure. Integrated Resource Plan (IRP). Master Plan and settlement. water heating. Ring-fence the electricity-distribution Maintenance Plan Ring-fence the electricity distribution businesses of Driver 9 businesses of the 12 largest Development of electricity the 12 largest municipalities (which account for 80 Maintain and upgrade basic municipalities and resolve their master plan. percent of supply), resolve maintenance and infrastructure at local level. maintenance and refurbishment refurbishment backlogs and develop a financing Develop electricity master plans for backlogs. plan, alongside investment in human capital. municipalities. Review bulk electrical infrastructure The proportion of people with access to the Establish partnerships in all required for universal access to electricity grid should rise to at least 90 percent by municipalities for electricity delivery. electricity, prepare an implementation 2030, with non-grid options available for the rest. plan, and implement. The country would need an additional 29 000MW of Improve demand-side management, electricity by 2030. About 10 900MW of existing including through smarter management capacity is to be retired, implying new build of more of electricity grids. than 40 000MW. Improve governmental support for combating illegal use of electricity. Establish a national water-resources infrastructure agency. Pg 70 96

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

4.18 HUMAN SETTLEMENT DLM STRATEGIC OBJECTIVES ALIGNMENT WITH OTHER SPHER’S OF GOVERNMENT. Executive Summary: In terms of Section 26 of the Constitution of South Africa, Act 108 of 1996, everyone has the right to have access to adequate housing and the state must take reasonable legislative and other measures, within its available resources, to achieve the progressive realization of this right. Pursuant to the above constitutional provision, Cabinet approved various legislations that relate to the realization of the above constitutional mandate including the Comprehensive Housing Plan (CHP) for the Development of Integrated and Sustainable Human Settlements (Breaking New Ground [BNG]) that aims, among other things, to eradicate informal settlements in South Africa in the shortest possible time, thereby creating a decent housing for the people.

He BNG incorporates principles such as: integrating subsidized, rental and bonded housing

 providing municipal engineering services at a higher level and being applied consistently throughout the township

 providing ancillary facilities such as schools clinics and commercial opportunities

 Combining different housing densities and types, ranging from single-stand units to double storey units and row houses.

Therefore, Dihlabeng Local Municipality is faced with the overwhelming challenges of apartheid legacy of separate development which forced African people to live far from towns where there are

job opportunities and major services as well as the housing backlog which comprises of backyard dwellers and informal settlers. In order to address the challenges faced by the municipality in

relation to housing, the municipality has aligned its planning with the National Development Plan (NDP), Free State Growth and Development Strategy (FSGDS) and Medium Term Strategic

Framework (MTSF) to respond adequately to human settlements issues and formulated projects that respond to the current human settlements challenges. Mandate NDP FSGDP MTFS DLM PROJECTS  Upgrade all informal  Accelerate and streamline Outcome 8: Create Eradicate housing backlog and Establishment of new township settlements on township establishment processes Sustainable Human create an integrated and development. suitable, well located and procedures to ensure Settlements and Improved sustainable human settlements  Upgrading of Informal land by 2030. sustainable settlements. Quality Households. Page settlements.  More people living  Ensure that municipalities, 41  Title Deeds Registration. Housing closer to their places of Councillors, officials, the  Acquisition of land for work. community at large and private future human  Strong and efficient sector role players are capacitated settlements spatial planning to accelerate sustainable human development. system, well integrated settlements.  Re-pegging of sites. across the spheres of  Provide individual subsidies and  Provision of low cost and government. Page 17. housing opportunities to medium to high cost  Broaden ownership of beneficiaries in accordance with sites for housing assets to historically various housing programmes. development. disadvantaged group.  Promote and support integrated,  Housing Consumer Page 15. inclusive, sustainable human Education. settlements.  Review of Housing  Curb and manage informal land in. policies. 97

DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

CHAPTER 5 5.1 Financial Viability 5.1.1 Background and Problem Statement Multi-Year Budget with a three year commitment and a strategy for municipal revenue generation, grants over a medium to long term. INCOME: Annual income is expected to range between R 645 million and R 782 million per annum during the next five years.

EXPENDITURE: The maximum expenditure growth is determined by the National minister. The maximum growth limits for the 2015/16 and 2016/17 financial years are 6% and 6% respectively. Council‟s expenditure will be R 645 million per annum for 2015/16 while the capital grants to municipality is expected to be in the order of about R 82 million.

The following is a summary of the main challenges facing the Finance Department of the DLM during the next few years:

 Revenue collection  Asset management  SCOA implementation  High provision for doubtful debts Table 80 Key area Status Tariffs Tariff policy is approved. Pressure to implement higher than inflation increases with the added pressure of the electricity increases. This could make tariffs unaffordable for our consumers. Supply chain The supply chain management policy is in place. The section is not fully staffed. management. Staffing There are four out of five managerial vacancies and the revenue collection component needs to be strengthened. Payment of creditors The ability to pay creditors within 30 days is highly dependent on the collection of revenue. Auditor general findings Unqualified audit opinion received for 2011/12, 2012/13 and 2013/14.

 Financial Strategy - The financial strategy of the municipality is to achieve the following: o Stabilised debtor‟s book. o Sufficient cash flow to sustain both operations as well as internal capital spending. o Reduce long term debt from R 40 million to zero. o Grow the income base to reduce the burden of the residents and businesses to sustain the operations of the municipality. o Reduce salary budget from 30% of expenditure to 20%. o Ensure a constant surplus in the financial year with an adequate provision for debt impairment. o Develop a budget that is in line with needs of the people and is properly cash funded.  Revenue Framework - Tariff Setting o Tariff setting is done annually with a projection for the next five years. - Property Rates o The valuation roll has been finalised and a supplementary roll is done annually. o Property rates should grow from 13% to at least 25% in the next five years. - Water o The water tariffs of the municipality need to be revised to be more in line with market standards and the scarcity of the resource. Sanitation o The sanitation tariff structure needs to be realigned so that it becomes controllable by the residents. - Electricity o With the exorbitant price increases forced on us by Eskom means the whole electricity tariff structure is jeopardised. o It is difficult to predict the tariffs for electricity going forward as the NERSA allows Eskom much higher increase than they allow municipalities. This places exceptional pressure on our gross profit margins.

98 DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

- Waste-Removal services o Waste removal is moving into a trend towards recycling. This means that with the implementation of a recycling works at the main refuse station it could lead to a reduction in the running costs of our landfill sites. The municipality is currently paying approximately R 20 million per annum to manage the site. If this can be reduced, it could have a significant impact on the tariff structure. - Other Tariffs o In the past the municipality increased its sundry tariffs by a percentage each year. The municipality will need to do a cost analysis for all of its tariffs to ensure that they charged correctly. In order to do this the municipality will need to break the sundry tariffs down and start with the costing based on the 80/20 principle.

- Equitable Share o The equitable share has been promulgated in the MTEF for the next three years. The municipality will need to reduce its reliance on this grant, but will need to relook at its property rates charges to subsidise this. We are not at the moment looking into this, but it will need to be a project for the future.

99 DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

5.1.2 HOUSEHOLDS BILLS Table 81 2015/16 Medium Term Revenue & 2011/12 2012/13 2013/14 Current Year 2014/15 Expenditure Framework Budget Budget Budget Budget Audited Audited Audited Original Adjusted Full Year Year Year Year +1 Year +2 Outcome Outcome Outcome Budget Budget Forecast Description 2015/16 2015/16 2016/17 2017/18 %incr. Rand/cent

Monthly Account for Household - 'Middle Income Range'

Rates and services charges: 411.96 436.68 467.25 495.28 495.28 495.28 7.0% 529.95 561.75 595.45 Property rates 102.47 108.61 116.22 124.81 124.81 124.81 12.7% 140.64 150.49 161.02 Electricity: Basic levy 984.37 1,043.43 1,116.47 1,198.98 1,198.98 1,198.98 12.7% 1,351.13 1,445.71 1,546.91 Electricity: Consumption – – – – – – 7.0% – – – Water: Basic levy 186.73 197.93 235.47 249.60 249.60 249.60 7.0% 267.07 283.09 300.08 Water: Consumption 139.15 147.50 157.83 167.30 167.30 167.30 7.0% 179.01 189.75 201.13 Sanitation 97.79 103.66 110.91 117.57 117.57 117.57 7.0% 125.80 133.34 141.34 Refuse removal

Other 1,922.47 2,037.81 2,204.14 2,353.53 2,353.53 2,353.53 10.2% 2,593.60 2,764.13 2,945.94 sub-total 211.47 224.16 243.17 260.15 260.15 260.15 288.91 308.33 329.07 VAT on Services 2,133.94 2,261.97 2,447.31 2,613.68 2,613.68 2,613.68 10.3% 2,882.51 3,072.47 3,275.01 Total large household bill: % 6.0% 8.2% 6.8% – – 10.3% 6.6% 6.6% increase/- decrease

100 DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

2015/16 Medium Term Revenue & 2011/12 2012/13 2013/14 Current Year 2014/15 Expenditure Framework Audited Audited Audited Budget Budget Budget Budget Original Adjusted Full Year Outco Outco Outcom Year Year Year +1 Year +2 Budget Budget Forecast Description me me e 2015/16 2015/16 2016/17 2017/18 %incr. Rand/cent Monthly Account for Household - 'Affordable Range'

Rates and services charges: 14.74 15.62 16.72 17.72 17.72 17.72 7.0% 18.96 20.10 21.30 Property rates – – – – – – 12.7% – – – Electricity: Basic levy – – – – – – 12.7% – – – Electricity: Consumption – – – – – – 7.0% – – – Water: Basic levy 100.74 106.79 137.94 146.22 146.22 146.22 7.0% 156.46 165.84 175.80 Water: Consumption 69.58 73.75 78.91 83.65 83.65 83.65 7.0% 89.50 94.87 100.57 Sanitation 97.79 103.66 110.91 117.57 117.57 117.57 7.0% 125.80 133.34 141.34 Refuse removal

Other 282.84 299.81 344.48 365.15 365.15 365.15 7.0% 390.71 414.16 439.01 sub-total 37.53 39.79 45.89 48.64 48.64 48.64 VAT on Services 320.38 339.60 390.37 413.79 413.79 413.79 (5.6%) 390.71 414.16 439.01 Total small household bill: % 6.0% 15.0% 6.0% – – (5.6%) 6.0% 6.0% increase/- decrease 1.49 (0.60) (1.00) -

101 DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

2015/16 Medium Term Revenue 2011/12 2012/13 2013/14 Current Year 2014/15 & Expenditure Framework Budget Budget Budget Budget Audited Audited Audited Original Adjusted Full Year Year Year Year +1 Year +2 Outcome Outcome Outcome Budget Budget Forecast Description 2015/16 2015/16 2016/17 2017/18 %incr. Rand/cent Monthly Account for Household - 'Indigent' Household receiving free basic services

Rates and services charges: 14.74 15.62 16.72 17.72 17.72 17.72 7.0% 18.96 20.10 21.30 Property rates – – – – – – 12.7% – – – Electricity: Basic levy – – – – – – 12.7% – – – Electricity: Consumption – – – – – – 7.0% – – – Water: Basic levy – – 23.68 25.11 25.11 25.11 7.0% 26.86 28.47 30.18 Water: Consumption 69.58 73.75 78.91 83.65 83.65 83.65 7.0% 89.50 94.87 100.57 Sanitation 97.79 103.66 110.91 117.57 117.57 117.57 7.0% 125.80 133.34 141.34 Refuse removal

Other 182.10 193.03 230.22 244.04 244.04 244.04 7.0% 261.12 276.79 293.39 sub-total 23.43 24.84 29.89 31.68 31.68 31.68 VAT on Services 205.53 217.86 260.11 275.72 275.72 275.72 (5.3%) 261.12 276.79 293.39 Total small household bill: % 6.0% 19.4% 6.0% – – (5.3%) 6.0% 6.0% increase/- decrease

102 DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

5.13 Five Year Financial Plan: Table 82 Details 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 Estimates Estimates Estimates Estimates Estimates REVENUE 644,937,086 678,608,706 711,273,059 744,192,945 781,571,801 EXPENDITURE 644,937,086 677,107,808 710,983,600 743,667,609 781,222,824

Personnel expenses 194,385,014 204,104,265 214,309,478 224,630,182 235,974,006 (salaries) General Expenses 295,700,193 310,409,070 325,949,926 339,778,972 356,937,811 Repairs and 21,101,548 22,156,625 23,264,456 24,427,679 25,661,277 maintenance Capital Costs (Interest 14,606,264 15,336,577 16,103,406 16,908,576 17,762,459 external loans) Contributions 179,795,780 188,785,569 198,224,848 208,134,139 218,644,913 Total operating expenditure after 644,937,086 677,107,808 710,983,600 743,667,609 781,222,824 reallocation SURPLUS/(DEFICIT) before CAPEX -0 1,500,898 289,458 525,335 348,978 Contributions to Capital - - - - -

Total operating 644,937,086 677,107,808 710,983,600 743,667,609 781,222,824 expenditure after CAPEX SURPLUS/(DEFICIT) -0 1,500,898 289,458 525,335 348,978 after internal CAPEX External Capex Revenue 81,728,000 75,027,000 77,927,200 - - External Capex 81,728,000 75,027,000 77,927,200 - - expenditure

5.14 Table 83 Draft budget and Five Year financial projections REVENUE 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 Water 76,461,078 81,431,049 86,724,067 92,100,959 97,627,016 Electricity 197,637,845 210,484,305 224,165,785 238,064,064 252,347,908 Refuse 45,095,583 48,026,796 51,148,538 54,319,748 57,578,932 Sewerage 47,796,987 50,903,791 54,212,537 57,573,714 61,028,137 Assessment 90,808,717 96,711,284 102,997,517 109,383,363 115,946,365 Rates Equitable share 125,216,000 125,216,000 121,929,000 121,212,000 121,212,000 Other 61,920,875 65,835,482 70,095,615 71,539,097 75,831,443 TOTAL 644,937,086 678,608,706 711,273,059 744,192,945 781,571,801 EXPENDITURE Salaries 194,385,014 204,104,265 214,309,478 224,630,182 235,974,006 Repairs and 21,101,548 22,156,625 23,264,456 24,427,679 25,661,277 maintenance Capital expenses - - - - - Contributions 179,795,780 188,785,569 198,224,848 208,134,139 218,644,913 Interest on loans 14,606,264 15,336,577 16,103,406 16,908,576 17,762,459 General 235,048,480 246,724,772 259,081,413 269,567,033 283,180,168 expenses TOTAL 644,937,086 677,107,808 710,983,600 743,667,609 781,222,824

5.15 Table 84: Expenditure Budget Summary by Main Vote Main Vote 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 Council 47,271,977 49,635,576 52,117,355 54,723,223 57,486,746 Municipal Manage 50,098,125 52,603,031 55,233,183 57,994,842 60,923,581 Finance 108,674,654 114,032,254 119,754,270 122,876,812 129,082,091 Community Services 64,512,124 67,737,730 71,124,617 74,680,848 78,452,230 LED 4,606,660 4,836,993 5,078,843 5,332,785 5,602,090 Public Woks 350,774,308 368,313,024 386,728,675 406,065,109 426,571,397 Corporate services 18,999,237 19,949,199 20,946,659 21,993,992 23,104,689

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5.16 Table 85: Budget Alignment with strategic objectives Strategic 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 Objectives Roads - - - - - Spots - - - - - Electricity 5,000,000 5,000,000 2,000,000 - - Water 38,300,000 31,200,000 35,000,000 - - Sewerage - - - - - Township - - - - - establishment Other 38,428,000 38,827,000 40,927,200 - - Total 81,728,000 75,027,000 77,927,200 - -

5.17 Table 86: Source of Income Budget 2014/15 Budget 2015/16 Budget 2016/17 Budget total Municipal income - - - - MIG 37,428,000 38,827,000 40,927,200 117,182,200 Water Services Operating Subsidy Grant 2,720,000 4,000,000 5,000,000 11,720,000 Water Services Operating Subsidy - - - - Regional Bulk Infrastructure Grant 35,580,000 27,200,000 30,000,000 92,780,000 EPWP Grant 1,000,000 - - 1,000,000 Integrated electrification programmme 5,000,000 5,000,000 2,000,000 12,000,000

104 DIHLABENG INTEGRATED DEVELOPMENT PLAN 2015/2016

5.18: CAPITAL PROJECTS LIST

KPA 1.1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

WATER PROVISION: Table 87 Priority Project Name Location Funding Source Budget Allocation

2015/2016 2016/2017 2017/2018 Water Construction of Paul Roux and RBIG R60m - - 28km Bulk Water Rosendal Pipeline and Appurtenant Works Upgrading of Clarens MIG / R67m - - Clarens Water Internal / MIG R 31 m(26m) Treatment from DWS Internal R28 m 1.0Ml/d to 1st Yr R 24 m 6.5Ml/d by 2016 DWS R8 m

Clarens Water Clarens WC &WDM R2m - - conservation and DWS Demand management Upgrading of Clarens/Khubetsw MIG R1085 535 R16 590 096 Water Purification ana works (163894) Bore Holes Identified Areas Internal Budget R500 000 - - Supply of Water Identified Areas Internal Budget R 1 000 000 - - Tanks ( Jojo Tanks)

SANITATION PROVISION:

Priority Project Name Location Funding Source Budget Allocation

2015/2016 2016/2017 2017/2018 Sanitation Upgrading of Sewage Mashaeng MIG - R7 464 840 R6 225 827 and 2.2ML Wastewater Treatment works Upgrading of Sewage Mautse MIG R10 370 532 R894 307 63 - and 2.4ML Wastewater Treatment works Conversion of 1600 VIP Fateng tse Ntsho MIG 302 498 96 - - toilets into water-borne /Paul Roux sanitation system

Conversion of 730 VIP Mautse/Rosendal MIG R5 047 523 R336 000 00 - toilets into water-borne sanitation system VIP Toilets Identified Areas Internal Budget R 500 000 - -

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ELECTRICITY PROVISION:

Priority Project Name Location Funding Source Budget Allocation

2015/2016 2016/2017 2017/2018 Electricity Vogelfontein Volgelfontein DOE R19 m development Installation of 16 high All Units of Internal Budget R 2 000 000 R3 466 000 R854 000 00 masts lights in hot sport Dihlabeng areas and in all wards in the units of Dihlabeng. 4 per financial year Bears substation Paul roux Internal Budget - - Creamery substation Unfunded Wheatland Paul roux Town hall CBD including all ward All Units of Internal Budget Unfunded - - with street lights. Dihlabeng All Wards with streets lights. Conduct electricity All Units of Internal Budget Unfunded - - meters audits in all Dihlabeng wards within the jurisdiction of DLM.

Priority Project Name Location Funding Budget Allocation Source 2015/2016 2016/2017 2017/2018 Roads and Construction of 1.km Block Fateng tse Ntsho/ MIG R4 035 921 - - Storm Paved Roads Paul Roux Water Construction of 1.8km Block Mautse/Rosendal MIG R2 987 689 05 - - Paved Roads. Pavement management ALL DLM UNITS Internal R 2 m - - system. Budget Storm water Master Plan & Unfunded Roads Master Plan.

Rehabilitation of Roads 4.6 Internal Unfunded R 14 m km Budget

3 km of roads upgraded. Bethlehem/ Internal Unfunded - - Bakenpark/ Budget Bohlokong 2 km of roads paved. Fouriesburg/ Internal Unfunded - - Mashaeng Budget

3 km of improved Storm Internal Unfunded - - water. Budget

Construction of 1.8km Block MIG R6 718 265 43 R4 081 734 - Paved roads and storm water Construction of 1.5km block Khubetswana - R11 645 644 R454 355 Paved Road and Storm water channel Construction of 1.2km Block Mashaeng - R8 046 000 Paved Roads and Storm water Bethlehem /Bohlokong R6 718 265 R4 081 734 - Construction of 1.8km block

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paved roads and storm water ROADS AND STORMWATER:

Priority Project Name Location Funding Source Budget Allocation

2015/2016 2016/2017 2017/2018 Human Upgrading of two DOE R 1.2 m - - Settlement existing informal settlements (Opening Township registry & installation of electricity). Repairs & Maintenance Internal Budget R1Million – - - of Municipal residential Unfunded properties. Open Township registry Khubetswana Internal Budget R 2 m - - in Kgubetswana and and Mashaeng Unfunded Mashaeng. Acquire land parcels in Bethlehem Housing Dev. R 5 m - - Bethlehem for future Agency human settlements. Surveying of Sites All DLM Units Internal Unfunded - - Budget Audit of municipal All DLM Units Internal Budget Unfunded - - properties within DLM Completion of All DLM Units Human Unfunded - - Incomplete RDP Houses Settlement Department Township revitalisation All DLM Units Human R 0.00 - - for dilapidated houses Ettlement Upgrading of two Bethlehem Human R 0.00 - - roomed houses. Settlement HUMAN SETTLEMENT:

RURAL DEVELOPMENT: Priority Project Name Location Funding Budget Allocation Source 2015/2016 2016/2017 2017/2018 Rural Electricity connection to All Units of DLM Internal R 1m - - Development farm dwellers. As per Budget Unfunded the approval of farm owner.

Gravelling of access All Units of DLM Internal Unfunded - - roads to the farms in all Budget wards.

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KPA 1.2: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

WASTE MANAGEMENT: Priority Project Name Location Funding Budget Allocation Source 2015/2016 2016/2017 2017/2018 Waste Management of transfer All Units of DLM Internal R 10mil Management stations and landfill sites (5mil) Shortfall R 5,3Million Unfunded Improve collection All Units of DLM Internal R 500 000 method and adherence schedule(wheelie bins)

SPORTS, ARTS AND CULTURE: Priority Project Name Location Funding Budget Allocation Source 2015/2016 2016/2017 2017/2018 Sports, Arts Hosting of DLM rural DLM Internal - - and Culture games Support Sport and All Units of DLM Internal R 350 000 - - Recreation Unfunded Programmes Hosting of Inter- DLM R 350 000 - - Municipal games Unfunded SAMSRA games Sporting facility Bohlokong Ward 6 R13mil MIG - - Multi-purpose MIG (R 47mil)

Internal R2,5mil Budget Internal (Unfunded)

8 Arts and Culture All DLM Units Internal R 350 000 - - events. Budget Unfunded

Upgrading of Bohlokong MIG R6 127 854 R5 852 279 R367 778 Recreational and /Bethlehem Sport Facilities

PARKS AND CEMETERIES:

Priority Project Name Location Funding Source Budget Allocation

2015/2016 2016/2017 2017/2018 Parks and 8 parks maintained, Pretoriouskloof/Wol Internal Budget R4 million - - Cemeteries including Nursery huterskop Unfunded Cleaning Campaign 5 parks developed.

Regular digging of All DLM Units Internal Budget R 800 000 - - graves. (TLB) Unfunded Cemetery management system 3 cemeteries Bethlehem, Internal R 5mil - - identified Fouriesburg and development Clarens Fenced cemeteries

Construction of new Mashaeng MIG - - R5 200 000 Cemetery Fencing of five DLM DLM MIG - R2 059 307 R1 140 692 Municipal properties

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LIBRARIES: Priority Project Name Location Funding Budget Allocation Source 2015/2016 2016/2017 2017/2018 Libraries Maintenance of All DLM Units DSACR - - - library buildings. Construction of Clarens, Rosendal and DSACR - - - library. Volgefontein

Financial assistance All DLM Units DSACR R 1,6mil - - for public library services. Presenting spelling All DLM Units DSACR - - - Bee competition.

PUBLIC SAFETY, EMERGENCY AND FIRE: Priority Project Name Location Funding Budget Allocation Source 2015/2016 2016/2017 2017/2018 Public Safety, Satellite fire stations Clarens Internal R 1mil - - Emergency and Budget Unfunded Fire Resources for All DLM Units Internal Budge R 600 000 - - disaster Unfunded management

Enforce traffic laws Internal R800 000 (paint & - - and improve road All DLM Units Budget signage) safety R 10 000 Establishment of Unfunded CSF`s

Installation of CCV Identified Areas in Internal Unfunded - - Camera DLM Budget

KPA 2: LOCAL ECONOMIC DEVELOPMENT AGRICULTURE & AGRO PROCESSING: Priority Project Name Location Funding Source Budget Allocation

2015/2016 2016/2017 2017/2018 Agriculture & Provide support for 8 All DLM Units Internal Budget R2 480,000.00 - - Agro emerging Farmers. Unfunded processing Provide opportunities for All DLM Units Internal Budget R800 000.00 - - 5 Agro Processing Unfunded Projects. Renaissance of 7 Farms. All DLM Units Internal Budget R700,000.00 - - Unfunded

AIRFIELD DEVELOPMENT: Priority Project Name Location Funding Budget Allocation Source 2015/2016 2016/2017 2017/2018 Airfield 3 aviation shows to be Bethlehem Internal R1 000 000 - - Development supported Budget Airfield feasibility study Bethlehem Internal R250,000.00 - - and business plan Budget Unfunded Airfield upgrading and Bethlehem Internal R210 000.00 - - development Budget Unfunded

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Priority Project Name Location Funding Source Budget Allocation

2015/2016 2016/2017 2017/2018 Small Medium Registration of 30 coop All DLM Internal Budget R500,000.00 - - Micro Enterprise and support of 13 SMMEs Units Unfunded Development SMME’s Facilitate 4 SMMEs All DLM Internal Budget R400 000.00 - - trainings and workshops Units Unfunded Establishment of 1 local Bethlehem Internal Budget R700 000.00 - - business Centre Unfunded

SMALL MEDIUM MICRO ENTERPRISE DEVELOPMENT SMME‟S

TOURISM DEVELOPMENT: Priority Project Name Location Funding Budget Allocation Source 2015/2016 2016/2017 2017/2018 Tourism 7 Tourism Expos All DLM Units Internal R250,000.00 - - Development Budget Unfunded Development of All DLM Units Internal R250,000.00 - - tourism route and Budget Unfunded tourism package Upgrading of 2 All DLM Units Internal R150,000.00 - - accommodation Budget Unfunded facilities Support 8 tourism All DLM Units Internal R100,000.00 - - SMME Budget Unfunded Upgrade of tourism All DLM Units Internal R150,000.00 - - signage Budget Unfunded Development of 1 All DLM Units Internal R50,000.00 - - arts and craft Centre Budget Unfunded

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KPA 3: ORGANIZATIONAL DEVELOPMENT AND TRANSFORMATION

CORPORATE SERVICE: Priority Project Name Location Funding Budget Allocation Source 2015/2016 2016/2017 2017/2018 Corporate Service DLM training for All DLM Units Internal R3M - - management and Budget staff.

DLM Employees All DLM Units Internal R350 000 - - wellness Budget programme.

Development and All DLM Units Internal Operational - - communication of Budget Budget service standards.

DLM Graduate All DLM Units Internal SALARY BUDGET - - development Budget program.

DLM training as All DLM Units LGSETA LGSETA Funding - - per work skills plan.

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CHAPTER 6

6. PERFORMANCE MANAGEMENT

Introduction as the primary mechanism to monitor, review and improve the implementation of the municipality‟s IDP. In doing so, it should fulfil the following functions:

 Facilitating increased accountability;  Facilitating learning and improve  Beyond the fulfilling of legislative requirements, the municipality requires a performance management system that will be constituted management;  Providing early warning signals; and  Facilitating decision-making.

Structure VII

Performance Management System

Oversight By DLM COUNCIL, MEC & PLANNING COMMISSION

Policy Development

Identify desired impact

Assess and adjust Strategic Planning Specify Performance Indicators

INSTITUTION Operational End-year reporting Dihlabeng Local Municipality Planning and Municipal Entity Budgeting

Monitor and take Set targets and Corrective action Implementation and in- allocate resources Year reporting

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6.1 PRINCIPLES GOVERNING THIS PERFORMANCE MANAGEMENT SYSTEM

The following principles are set to inform and guide the establishment and implementation of the Dihlabeng Municipality‟s Performance Management System:

 Simplicity and Commensurate with resources  Politically Driven  Transparency and Accountability  Integration  Objective

6.2 Dimensions of Performance Management

Performance management at the municipality ought to be executed on three separate, but inter-related dimensions of performance, which need to be linked through the system.

6.3 Managing Organizational Performance Management

It is important at the Municipality, that the Council and management should have access to the appropriate information for considering and making timely interventions to uphold or improve the capacity of its delivery systems. The performance of any municipality as a service delivery mechanism is fundamentally determined by factors enabling it to perform its Constitutional and Statutory mandates. It is important that these fundamental and contributory factors for performance excellence at the municipality be measured to determine performance gaps timely with the objective to respond with appropriate remedial interventions.

6.4 Managing Performance of Strategy Implementation

Managing strategy implementation deals with municipal performance at the strategic level i.e. to measure its success in achieving the strategic objectives of the municipality through the implementation of the IDP. It should thus mainly inform the organization if it is doing the right things to produce the desired outcomes or impact through its operational actions to achieve its vision. It should thus focus on measuring the ongoing and long-term operations of the organization, linked with its Service Delivery Budget Implementation Plan.

Service Delivery Budget Implementation Planning can be defined as the detailed deployment of resources to achieve the IDP in terms of its annual development objectives. It includes annual action plans, which are structured and interconnected actions with fixed target dates. Annual business planning is the process which determines all activities regarding the what, where, by who and when – in an annual basis. Clearly defined KPI‟s and performance targets furthermore direct it.

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6.5 PERFORMANCE MEASUREMENT PLANNING Performance planning is to be managed in terms of the Integrated Development Plan. The IDP process constitutes the process of planning performance. It is crucial that all the priorities in the IDP, objectives, indicators and targets are specific, measurable and achievable.

Table 88 DIMENSION PROCESS FREQUENCY

Organizational Service  Clarify statutory mandate Annually Delivery Capacity  Initiate assessment of operational service delivery responsibilities and capacities  Develop KPI‟s and targets (input indicators)  Determine measurement sources

Performance of Strategy  Determine strategy in IDP and align Annually Implementation with Performance Management and Budget process  Clarify roles and responsibilities  Develop Business Units‟ Service Delivery Budget Implementation plans to support strategy  Develop KPI‟s and targets  Determine individual responsible for measurement  Determine measurement source

Staff Performance  Confirm Organizational Structure Annually and Job descriptions  Determine roles of individual in performance of organization  Develop individual performance agreements with KPI‟s and targets to support Business Units‟ Service Delivery Budget Implementation plans

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A) Monitoring and Evaluation

DIMENSION PROCESS FREQUENCY

Organizational Service Delivery Capacity  Review institutional capacity for Annually service delivery

Performance of Strategy  Business Units‟ reviews Monthly Implementation  Review IDP and strategy Annually

Staff Performance  Review individual performance Quarterly/ every six months and annually

Performance Review

DIMENSION PROCESS FREQUENCY Organizational Service Review service delivery mechanism Annually Delivery Capacity (section 78 investigations) Diagnostic survey Customer surveys Employee satisfaction surveys Measuring against National Indicators Measure against benchmarks, past performance and other municipalities Identify shortcomings/ resource needed Performance of Strategy Measuring against organizational Annually/Monthly Implementation objectives (KPA‟s) Measuring against Business Units‟ KPI‟s and targets Measuring against National Indicators Measuring against IDP KPI‟s Staff Performance Measuring against individual Quarterly/Annually performance agreements Identify skills gaps

C. Performance Reporting

DIMENSION PROCESS FREQUENCY Organizational Service Delivery  Report on institutional capacity for Every Six months Capacity service delivery

Performance of Strategy  Report to Council on municipal performance Every Six months Annually Implementation against IDP based targets  Formal report to Council and stakeholders on municipal performance against the reaching of IDP based targets  Citizens report on municipal performance against the reaching of IDP based targets

Staff Performance  Report on individual performance Every Six months Annually  Recognition for performance

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D. Staff Performance

DIMENSION PROCESS FREQUENCY

Organizational Service Delivery Establish Audit Committee Annually/Ongoing Capacity Internal Audit to measure reliability of Quarterly, but at performance measurements least twice yearly Internal Audit to determine functionality of the Ad hoc PMS Internal Audit to determine adherence of the system to the Municipal Systems Act Internal

Audit to determine extent to which performance

measurements are reliable Reports by Internal

Audit Performance gap investigations by external service provider

Performance of Strategy Review PMS Annually Implementation Assess sufficiency of indicators

Staff Performance Disciplinary investigations Ad hoc

6.6 MANAGING STAFF PERFORMANCE

Staff Performance Management deals with performance on the level of the individual employee. Individual performance targets are also formulated during this business planning process referred to in Section 4.2. Measuring staff performance provides Council and management with appropriate information on the behaviour of staff and outcomes in the workplace. Reviewing staff performance at regular intervals will provide the Council and management with appropriate information performance gaps or excellence.

The following table details the timing and activities required for each of the four key phases in the performance management cycle Managing Staff Performance Table 89 PHASE TIMING ACTIVITIES

PLANNING 1. Manager to schedule meeting with Employee to agree performance objectives for the year. July each year i.e. .beginning of 2. Both the Manager and the Employee are required to prepare for this meeting. financial year 3. Manager and Employee to sign the Performance Agreement.

COACHING 1. Manager to create both formal and informal opportunities to provide feedback to the Employee on his/her performance against the agreed objectives. Ongoing throughout the year 2. Employees to ask for feedback and assistance when required.

REVIEWING 1. Manager to set up formal mid-year review in December to assess the relevance of the objectives and the Employee‟s performance against the objectives. December of each mid-year 2. Manager to set up a formal final review in June. review

The process for reviewing performance is as follows:

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June of each year- final 3. Manager to request input from “customers” on the Employee‟s review performance throughout the year. 4. Employee to submit all required “evidence” to the Manager. Q1 – July – September 5. Manager to prepare scores of Employee‟s performance against agreed objectives as a result of the evidence and “customer” input.

6. Manager to ask Employee to prepare for formal review by scoring Q2 – October - December him/herself against the agreed objectives. 7. Manager and Employee to meet to conduct formal performance review Q3 – January – March and agree final scores. It may be necessary to have two meetings i.e. give Employee scores and allow him/her time to consider them before

final agreement. Where an Employee and Manager disagree on the Q4 – April – June score, the Manager‟s decision is final. 8. Manager and Employee to prepare and agree learning plan – this only needs to be done at the final review in June and not at the mid-year review.

REWARDING 1. Results of the performance reviews should be submitted to the Municipal Manager so that the financial impact of reward on the Reward in July of each year municipality can be determined. 2. Once financial rewards have been approved, Manager to set up meeting with the Employee to give feedback on the link to reward as a result of the review.

6.7 REPORTING

The reporting process should be continuous in order to ensure the early identification of problem areas and none or under performance.

The reporting channel and frequency is indicated under section 4 of this plan.

6.8 LEGAL FRAMEWORK

Legislation requires the following reporting lines: Table 90: Section Institution Frequency

1 Section 46 of Systems Act, 2000 Provincial Government Annually 2 Section 45 Systems Act, 2000 Auditor General Annually 3 Section 38-39 of Systems Act, 2000 Council Quarterly 4 Section 55 (1) (a) (ii) of Systems Act, 2000 Municipal Manager Monthly 5 Section 46 and 42 of Systems Act, 2000 Community Bi-annually

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6.9 REPORTING SYSTEM

Table 91: It is recommended that the following ongoing reporting system be implemented: Department / Section Reporting to Frequency Status

All Directorates Municipal Manager Weekly/bi-weekly Informal verbal reporting during management meetings. To be included in minutes of this meeting

All Directorates Municipal Manager Monthly/quarterly Formal written report 05th of every month

All Directorates as well as Executive Mayor/ Monthly/quarterly Directorate Report 10th Municipal Manager MAYCO of every month Executive Mayor/ MAYCO Council Quarterly/annually Executive Mayor/ MAYCO Report 15th day of October, January, April & August respectively

Council MEC Annually Formal Council Report 31st Auditor General August to AG & 31st March to MEC Council Community Bi-annually . Formal Report to be made available . Public sessions

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Chapter 7: 7. ANNUAL OPERATIONAL PLAN (SDBIP)

7.1 INTRODUCTION

The 2015/16 Service Delivery and Budget Implementation Plan (SDBIP) will be prepared in line with the legislative requirements of the MFMA. The SDBIP contains information in regard to revenue and expenditure projections, service delivery targets and indicators and provides a detailed breakdown of the municipality‟s approved capital budget per ward.

It should be noted that the SDBIP is an important oversight and management tool which must be informed by the approved IDP and Budget. Secondly, the annual performance plans/contracts of the Municipal Manager and Directors must be aligned to the service delivery target contained in the approved SDBIP. To further ensure alignment with the municipality s performance Management System it is critical that in a year reporting (monthly, mid-year and quarterly), and annual reporting should be done against information contained in the approved SDBIP.

7.2 DEFINITION: SERVICE DELIVERY AND BUDGET IMPLEMENTATION

In terms of section 1 of the Municipal Finance Management Act, 2003 (Act No. 56 of 2003) the SDBIP is defined as follows:

„a detailed plan approved by the major of a municipality in the terms of section 53(1) ©(ii) for implementing the municipality‟s delivery of services and the execution of its annual budget and which must include the following:

(a) Projections for each month of-

(i) Revenue to be collected by source; and (ii) Operational and capital expenditure, by vote,

(b) Service delivery targets and performance indicators for each quarter‟.

The five necessary components of a SDBIP are:

1. Monthly projections of revenue to be collected for each source, for example electricity, water, sanitation, property rates, refuse, fines, grants and etc. 2. Monthly projections of expenditure (operating and capital) and revenue for each vote (directorate) 3. Annual and quarterly projections of service delivery targets and performance indicators for each vote (directorate) 4. Ward information for expenditure and service delivery. 5. Detailed capital works plan (budget broken down by ward).

7.3 THE SDBIP CONCEPT

What the diagram illustrates is that the SDBIP contains information in regard to service delivery targets, performance indicators and revenue and expenditure. It is also important to note that the SDBIP is firstly informed by the Approved Budget and MTAS, secondly that the annual

Performance plans of the Municipal Manager and Senior Managers must be influenced by the SDBIP and thirdly that in – year reporting (monthly, quarterly and mid – year, and annual reporting should be done against the information contained in the approved SDBIP.

SDBIP concept

Structure Viii SDBIP

IDP Revenue & Exp.  Performance plans of MM& Budget Projection by vote  Senior Managers MTAS & ward Monthly and quarterly Reports Information by  Midyear Report vote and ward Annual Report

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Chapter 8: 8 APPROVAL AND ADOPTION

INTRODUCTION

This document is a three year draft Integrated Development Plan of the Municipality and was formulated over a period of nine months, taking into consideration the views and aspirations of the entire community. The IDP provides the foundation for development for the next financial year and will be reviewed regularly to ensure compliance with changing needs and external requirements.

Invitation for Comments

In order to ensure transparency of the IDP process everybody is given the chance to raise concerns regarding the contents of the IDP. All national and provincial departments are firstly given a chance to assess the viability and feasibility of project proposals from a technical perspective. More specifically, the spheres of government are responsible for checking the compliance of the IDP in relation to legal and policy requirements, as well as to ensure vertical coordination and sector, this process will be held during April month 2015.

Since the operational activities of the Local Municipality will have a certain effect and possible impact on surrounding areas, adjacent local and district municipalities are also given the opportunity to raise any concerns in respect of possible contradicting types of development and to ensure the alignment of IDPs.

Finally, all residents and stakeholders are also given the opportunity to comment on the contents of the IDP, should they be directly affected. The draft IDP will be advertised in local newspapers in April 2015 and all concerned parties will be given a period of 21 days after the adoption of the draft IDP 2015/2016 in March 2015

Adoption

After all the comments are incorporated in the IDP document, the Council would adopt and approved the document. The approved document will be submitted to the MEC: Corporate Governance and Traditional Affairs, as required by the Municipal Systems Act, 2000 (32 of 2000). The IDP 2015/2016, together with all the appendices, Annexures and the Budget 2015/2016 as required by legislation would be approved by Council on or before 28 May 2015.

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