WDM IDP ( Draft )

1.SECTION A:

1.EXECUTIVE SUMMARY

Waterberg District Municipalities is one of the district municipalities in the Limpopo Province. It is an area surrounded by Waterberg mountain ranges and abundant with rivulets and running streams- hence the name Waterberg. It remains a tourist destination of choice because of its unique nature.

It was officially established in the year 2000 after the erstwhile Bushveld District Council was disestablished. Waterberg District Municipality is a home to six local municipalities namely Bela-Bela, Lephalale, Modimolle, Mogalakwena, Mookgophong and Thabazimbi. As a Category C municipality, it has therefore a Mayoral Executive System and was crowned the Provincial Vuna Awards champion in 2008.

Just like the other municipalities in South Africa, Waterberg District Municipality adopted its Integrated Development Plan on 31 May 2006 when the new Council started its term of office. The IDP is seen as the principal strategic instrument which drives planning and development in municipalities. When understood fully and implemented correctly, it can enhance intergovernmental relations and inter-sphere planning.

A credible IDP, among others, is well grounded in its Constitutional Mandate, Powers and Functions and prepared to take advantage of its resources. An IDP comprises of situational analysis, strategies, projects, integration and approval phases. Over and above that, it must be integrated with the various pieces of legislation, sector plans and the Annual State of the Nation Address and the State of the Province Address.

As enshrined in the RSA Constitution, the principles of the IDP of Waterberg District Municipality are the following :

To provide democratic and accountable government. To ensure provision of service in a sustainable manner. To provide social and economic development To provide a safe and healthy environment. To encourage the involvement of communities and community organizations in matters of local government.

Given this context, the agenda of WDM is a developmental one and the struggle against underdevelopment is a long term issue. The vision statement is a long term goal which the municipality pursues whilst the mission statement is more of a medium term goal. The two statements are crystal clear in the subsequent phase of strategy development.

The immediate challenges which the WDM faces are poverty and unemployment, service backlogs , lack of suitable skills, new demands on infrastructure , proper implementation of the Spatial Development Frameworks and roll over projects. The targets of Vision 2014, Provincial Growth and Development and the Millennium Development Goals are in a danger of not being met by and its local municipalities. Without the basic services, it is still expected of the WDM to support its local municipalities where there are capacity problems with regard to service delivery.

Despite the fact that the municipality has comparative and competitive advantages in tourism, agriculture and mining, unemployment rate is at 32% compared to the national unemployment rate of 21% in 2009.The majority of the people are found in the villages and farms of this area and cannot graduate from the second economy. Cooperative government which expresses itself in the form of intergovernmental structures is still fledgling. Effective and participation of the sector departments and some of the local municipalities still need to be improved.

In terms of section 84(1) of the Municipal Structures Act, the WDM have the following powers and functions:

Integrated Development Planning for the district municipality as a whole. Solid waste disposal sites , in so far it relates to the determination of a waste disposal strategy, regulation of waste disposal and the establishment, operation, and control of waste disposal sites, bulk waste transfer facility and waste disposal facilities for more than one local municipality in the district. Municipal roads which form an integral part of a road transport system for the area of the district municipality as a whole. Municipal health services. Fire-fighting services serving the area of the district municipality as a whole which includes planning, co-ordination and regulation of fire services, specialized fire fighting services such as mountain, veld and chemical services, training of fire officers and co-ordination of the standardization of infrastructure, vehicles, equipment and procedures. Promotion of local tourism for the area of the district municipality. The establishment, conduct and control of fresh produce markets and abattoirs serving the area of a major proportion of municipalities in the district. The establishment, conduct and control of cemeteries and crematoria serving the area of a major proportion of municipalities in the district.

Waterberg District Municipality is not a water, sanitation and electricity services authority. However, it supports the local municipalities in their mandate to render these services to their communities by co-ordinating for such services. The financial plan in the subsequent phase will show the expected costs and resources to assist in that regard. Despite its dependence on grants, the WDM was able to use meager resources( mainly finances and human resources) to:

Strengthen its IGR structures within the district. Promoting local economic development. Promoting social inclusion and social coherence through progressive SDFs. Investing more in infrastructure development.

It is one of the principles of IDP that public participation should be promoted in IDP review processes. To that effect the Process Plan/Framework of WMD was adopted on 4 September 2008. Several consultative meetings with the various stakeholders were convened throughout the IDP process.

Table 1.1 IDP STEERING COMMITTEE MEETING SCHEDULE

Date Purpose Outcome

17July 2008 Inputs into Process plan A credible IDP process and Framework plan/framework 06 January 2009 Inputs into Situational A credible Analysis phase Analysis 03- 04 February 2009 IDP workshop Inputs into Analysis, Strategies and Project phases

11 February 2009 Inputs into Project phase Credible Project phase

Table 1.2 IDP REPRESENTATIVE FORUM MEETING SCHEDULE

14 September 2008 IDP Process Plan/ Approved IDP Process plan Framework & Current & Framework situation 03 March 2009 Analysis phases and Inputs into priority issues Strategy phases and strategy formulation Project Phases & Confirmation of Budgets 19 March 2009 integration phases Draft IDP

01- 30 April 2009 IDP Road shows Amendments of the IDP draft 31 May 2009 Presentation of the IDP to Approval of IDP Council

Table 1.3 Project Task Teams Schedule

12 October 2008 & 5 Collecting data on Analysis Insight into causes and November 2009 dynamics of factors

12 February 2009 Identification and costing of Alignment of budget to IDP projects

Table1.4. Technical Teams Schedule

Date Technical inputs into IDP Inputs from sector departments 21 January 2008 District Planning Forum Updating on IDP processes 19 February 2009 District wide IDP meeting Inputs into Analysis & Strategy phase 25-27 February 2009 Provincial workshop

Table 1.4 IGR Clusters Schedule

19 September 2008 Inputs into situational phase Quality data collection Governance & Administration clusters. 12 December 2008 Inputs into situational analysis Confirmation of data

20 March 2009 Inputs into Strategies and Amendments and Projects Phases. consolidation of inputs.

19 April 2009 Second IDP Draft Comments Waterberg District Municipality uses the Service Delivery and Budget Implementation Plan as the main tool to monitor and manage the performance of the municipality. It is attached as one of the implementation plans. In that way service delivery is strengthened. The project to roll out of the district wide performance management was well received by the local municipalities . In 2009/10 this project has started and will gain momentum as the years progress.

SECTION B: SITUATIONAL ANALYSIS

2.1. INTRODUCTION

The situational analysis is one of the most criticial phases of any credible Integrated Development Plan (IDP) processes. Information collected in the process must not only be vast, it must also be relevant, current, of good quality to enable stakeholders to make well informed decisions.

The greatest value of this phase does not lie in the collection of data per se but in developing understanding and insight of the drivers and barriers of the municipal development. Stakeholders should be able to identify district wide challenges and even prioritise them. A full understanding of the causes and the dynamics which interplay amongst the various factors remain critical in laying foundation for developing strategies and projects which address the real issues which confront the Waterberg District and its local municipalities.

2.2. SPATIAL ANALYSIS

2.2.1 SPATIAL DEVELOPMENT

Municipal development does not take place in a vacuum. It depends on the space economy which the municipality at its disposal. The Waterberg District Municipality is geographically, the largest municipality in the Limpopo Province but has the smallest population compared to the other districts. It is located on the Western part of the Province. Given its natural endowments of water, mountain ranges and geological features of sandstone, it is an important water catchment area with a unique biodiversity and tourism opportunities. The Waterberg District Municipality shares its five border control posts with Botswana namely Groblersbrug, Stockpoort, Derdepoort, Zanzibar and Platjan. Within the Province, it shares its borders with the Capricorn District Municipality to the North and the Sekhukhune District Municipality to the East. The

South- Western boundary of the district abuts the Northwest Province whilst on the South-Eastern boundary lays the Gauteng Province. The Waterberg District is home to six local municipalities namely Bela –Bela, Lephalale, Modimolle, Mogalakwena , Mokgophong and Thabazimbi.

The greatest challenge of the Waterberg District Spatial Development Framework (SDF) is to ensure that development and sustainable urban and rural development should be done in such way that it becomes possible to implement the development agenda of the national government. In many ways, the SDF has a special influence on the other key performance areas of the strategic agenda of the local government. It embodies the principles and should give expression to the objectives and principles of the National Spatial Development Perspective, National Vision 2014, Millennium Development Goals and Provincial Growth and Development Strategy. In Waterberg, Lephalale, Mogalakwena and Thabazimbi have been identified as the Provincial Growth Points. Every municipality has its own municipal growth points.

Typology (slope and drainage) has a bearing on the level of development. Municipal services such as sanitation and storm water are directly linked to the drainage patterns while the slope of the area determines the areas that can be developed. Their patterns describe the physical appearance of the municipal area.

Hydrology consists of all water related features and includes rivers, dams, canals, wetlands and springs. It includes surface and ground water features. Despite the few rivers which flow the Waterberg, one of the constraints of development is shortage of water. The attempts to overcome the constraint were done through linking the water sources of Waterberg with Lepelle Water sources and Magalies water sources. However, the demand for water for mining and electricity generation in Lephalale and Thabazimbi remain a challenge for DWAF and the mines. The need can be worsened by the increasing the number of power stations from two to four. The flood lines especially near the Lephalale River and availability of ground water for irrigation and other uses have a direct impact on development.

The impact of geology on development affects development costs, sustainability and safety in the urban development context. It also determines the agricultural potential in terms of soil potential and vegetation types. Geology can also affect the development of buildings and top structure on land. They also influence the provision of services to rural communities. The weathering of geological features has an impact on crop farming. The bigger part of the Waterberg area is not good for agriculture. The high potential agricultural land is found on the Springbok Flats and irrigation along the Crocodile and Phalala rivers. On the south and south east of the area, there are small pockets of land with high potential for crop farming. Ranching, game farming and conservation are not negatively affected by the geology. However, Makapan cave may need specific conservation efforts.

Environmental features are dominated by rivers and river buffers along its banks. River buffers are ecologically important for the protection of ecosystems and should not be disturbed. The Waterberg Biosphere was established in 2001 and is one of five biospheres in the country. It is internationally recognized by UNESCO. It is easily affected by human activities that can physically change the environment. The Environmental Management Plan and the by-laws must be use to preserve the status of the biosphere. It comprises of three parts- the core area (114 571 ha), the buffer zone (150 000 ha) and transition zone (150 000 ha). It is sensitive to development other than the conservation and eco tourism.

There are also historical and historical sites of San Origin, the Afrikaners and the Ndebele of Mokopane. All of these need to be protected through good management and enforcement of by-laws.

2.2.2 LAND USE MANAGEMENT

An analysis of the land use management and Spatial Development frameworks enables the municipality to recognize and understand the patterns and trends which dominate the space economy. In general, the Waterberg District Municipality is

9 predominantly rural with a majority of villages found in Mogalakwena and Lephalale and farms in all the local municipalities. The land of Waterberg is used mainly for conservation, crop farming, game farming, mining and s small portion is used for settlement. The WDM consists of 161 proclaimed townships and 109 villages. The area has about 170 000 formal stands of which 8% are vacant. The municipalities are still relying on ordinance and Land Use Management Schemes because the Land Use Management bill is still to be enacted.

Figure 1: LIMPOPO PROVINCE AND WATERBERG DISTRICT MUNICIPALITY.

Waterberg District Municipality covers an area of 4 951 882 hectares of land. The land is characterized by three forms of settlement of townships, villages, informal settlements and farms. The land use patterns resembles a natural zonation with

10 the mining sector/industry mainly concentrated on the periphery of the district whilst tourism and game farming activities take place at the central area. Commercial activities occur mainly within the transition areas and adjacent areas of the biosphere reserve.

The municipal area continues to be dominated by white –owned commercial farms and game farms. Only 0,43% of the total area is used for settlement purposes. Approximately 69% of larger than 5000 people villages and towns are found in Mogalakwena Local Municipality whilst less than 1000 people villages are in Lephalale Local Municipality. The service delivery costs for the smaller villages is usually high and not sustainable. Rural development in this kind of a setting for the villages becomes a challenge. 50% of the total population (in Waterberg) which is found in Mogalakwena means that majority of the majority of the population are scattered over a large area.

The spatial patterns of development in the six local municipalities have not changed much from that of apartheid planning. The current spatial development frameworks in most cases do not cover the whole municipal area, in most cases the villages are excluded. It is an indication that the NSDP principles are not fully taken into account in development planning.

Spatial development frameworks will have to take into consideration tourism development and development corridors and local service points. The urban areas of Bela-Bela, Lephalale, Modimolle, Mogalakwena, Mookgophong and Thabazimbi dominate the district urban settlement. Apart from this dominat urban centres, the district is characterized by a number of smaller towns , communal land areas and commericial farming areas.

The Spatial Development Framework of the Limpopo Province classifies the towns and villages in First Oder, Second Order Settlements and Third Order Settlements to accommodate development and investment. Settlement clusters are indicative of priority development areas or nodes and growth points are to be given priority over other areas.

According to the Provincial Perspective, Bela-Bela, Lephalale, Modimole, Mookgophong,Mokopane and Thabazimbi have been identified as the Provincial Growth points. There are also Municipal Growth Points such as Vaalwater, Pienarsrivier, Rebone, Bakenberg,Roedtan and Northam within the district. Municipalities may still identify other areas of growth when the circumstance demands do. These developments and others have the potential to create jobs and also demand for the municipal services. The sustained market demand for platinum in Northam (Thabazimbi Municipality) will continue to impact the spatial planning and development of the Municipality. Development from 2007 has started to take place with the approval of PP Rust North Replacement Pit in Zwartfontein(Mogalakwena Municipality) for the mining of platinum, and the erection of the Medupe power station (Lephalale Municipality). The sustained market demand for platinum in Northam( Thabazimbi Municiplaity ) will continue to impact the spatial planning and development of the municipality

From the analysis of 2008/2009 IDP, and the National Spatial Development Perspective the following challenges were identified:

Lephalale, Thabazimbi, and Mookgophong municipalities have not clearly identified their local SDF guidelines in their IDPs. All the Municipalities except Mookgophong Local Municipality were reviewing their Spatial Development Frameworks. The current Land Use Management is not accommodative of the rural areas and villages in most cases. Municipalities are still struggling to dismantle spatial distortions of apartheid and constructing new spatial forms. Municipalities are struggling to make spatial choices as a result of lack of land. Capacity, inexperience and shortage of town planners in municipalities. Providing services over fragmented and vast distances is more expensive. Municipalities in Waterberg are struggling to implement their Spatial Development Frameworks.

Municipalities are still using Ordinance 0f 1986 to deal with land use because the Land Use Management Bill is still to be enacted. High potential agricultural land is used for game farming.

2.2.3. LAND REFORM

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

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

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

Table 2.1: MOGALAKWENA LOCAK MUNICIPALITY

PROJECT URBAN/RURAL CLAIM FORMS HOUSE MALE FEMALE BENEFIARIES PROPERTIES HECTARS TOTAL SETTLEMENT LODGED HOLDS HEADED HEADED RESTORED AWARD[R] DATE HOUSE HOUSE HOLDS HOLDS 1. Mokerong Urban 183 183 N/A N/A 915 None N/A 366000.00 28/07/2000 2. Sandril/Seedat Urban 2 2 N?A N/A 10 None N/A 3. Hafsa Cachalia Urban 6 30 None N/A 4.Mabyaeng Rural 1 401 N/A N/A 700 Vier en 3706. 1780440.00 01/07/2004 Community Twintig 701 2310 LR Bellevue 700 LR 5. Koka Matlou Rural 1 250 N/A N/A 921 Sterkwater 2955.0717 5225000.00 01/07/2004 Community 299 KR 6. Lebelo Rural 1 479 N/A N/A 984 Blinkwater 3600 8919760.00 01/07/2004 Community 244 KR 7. Legata Rural 1 45 N/A N/A 154 1671 Community 8. Mabula Mosima Rural 1 N/A N/A N/A N/A Geluk 588 LQ N/A N/A N/A 9. Seema Rural 1 N/A N/A N/A N/A Erusmus 725 N/A N/A N/A Community TOTAL =9 RURAL = 6 197 1366 11932.302 URBAN = 3

Table. 2.2: MOOKGOPHONG LOCAL MUNICIPALITY

PROJECT URBAN/RURAL CLAIM FORMS HOUSE MALE FEMALE BENEFIARIES PROPERTIES HECTARS TOTAL AWAR SETTLEMEN LODGED HOLDS HEADED HEADED RESTORED D[R] T DATE HOUSE HOUSE HOLDS HOLDS 1. Rooipan Rural 9 160 N/A N/A 700 1484.4658 Community 2. De Hoop Rural 1 117 N/A N/A 349 De Hoop 678.2176 2 200 480.00 05/08/2004 3. Letlhakaneng Rural 1 95 N/A N/A 327 642399 Community 4. Ga Tjale Rural 1 99 N/A N/A 376 12386866 Community

5. De Hoop Rural 18 200 349 4197.0926 Families TOTAL = 5 RURAL = 5 30 671 2101 13034946. URBAN =0 56

Table 2.3: BELA- BELA LOCAL MUNICIPALITY

PROJECT URBAN/RURAL CLAIM FORMS HOUSE MALE FEMALE BENEFIARIES PROPERTIES HECTARS TOTAL AWAR SETTLEMEN LODGED HOLDS HEADED HEADED RESTORED D[R] T DATE HOUSE HOUSE HOLDS HOLDS 1. Pienaarsrivier Rural 2 101 68 43 369 Ptn 1&13 1966.0998 5108440.00 09/03/2004 Community Vaalboschbult [Moretele] 66 JR 2Koka Matlou Urban 1 N/A N/A N/A 349 Skirkloof N/A N/A N/A TOTAL =2 RURAL = 1 3 101 68 43 369 1966.0998 5108440.00 URBAN = 1

Table 2.4: MODIMOLLE LOCAL MUNICIPALITY

PROJECT URBAN/RURAL CLAIM FORMS HOUSE MALE FEMALE BENEFIARIES PROPERTIES HECTARS TOTAL SETTLEMENT LODGED HOLDS HEADED HEADED RESTORED AWARD[R] DATE HOUSE HOUSE HOLDS HOLDS 1. Modimolle Rural 1 672 N/A N/A 4044 Middlefontein 12491 52158680.00 01/07/2004 Community 564 KR Nonpoort 722 KR Naauwpoort 579 KR Bukane 662 KR Tierkloof 576 KR Groenfontein 383 KR Zandfontein 566 KR TOTAL= 1 RURAL = 1 1 672 4044 12491 52158680.00 URBAN = 0

Table. 2.5 LEPHALALE LOCAL MUNICIPALITY

PROJECT URBAN/RURAL CLAIM FORMS HOUSE MALE FEMALE BENEFIARIES PROPERTIES HECTARS TOTAL SETTLEMENT LODGED HOLDS HEADED HEADED RESTORED AWARD[R] DATE HOUSE HOUSE HOLDS HOLDS 1. Baphalane Ba Rural 1 500 N/A N/A 3000 Schilpadnest 1884.266 53533250.00 06/06/2003 Mantsere 385 KQ Community 2. Morongwa Rural 1 200 N/A N/A 350 R/E, PTN 4&5 3752.8883 1 088 000.00 Community of Nooitverwcht 635 LQ Sterkfontein TOTAL= 1 RURAL = 2 2 700 3350 5637.1543 54621250.0 URBAN = 0 TOTAL =15 RURAL =12 230 3510 13578 13066973.12 URBAN =3 Source: Department of Land Affairs: 2007

2.2.4. LAND TENURE

In South Africa the [primary real right in land is that of outright ownership for which a Full Title Deed is registered. It is very similar to the English concept of “freehold title” whereby the land and the buildings on the land constitute one property. Most of land in South Africa including farms, small holdings, residential township erven, commercial properties, etc are privately held by outright ownership and therefore registered in Full Title. The piece of land is surveyed by a land surveyor and its borders will be physically pegged or beaconed. The property‟s placement, size and borders are recorded in a Surveyor general diagram that forms part of the registered Title Deed of the property. An owner will have exclusive use of the entire piece of land , but the use of the land [business, residential, etc] and the destiny or number of buildings [even on farms and small holdings] are governed by the applicable land use rights. An owner may furthermore sub-divide or consolidate his land, subject to relevant town planning scheme legislation and/or Article 21 Company rules [in the case

16 of a private development].Land tenure reform being addressed through a review of present land policy, administration and legislation to improve the tenure security of all South Africans and accommodate diverse forms of land tenure including tenure, including communal tenure.

Residents of the former so-called townships such as Phagameng, Bela- Bela, Regorogile, Mookgophong, Thusang and Marapong obtained full property ownership rights over the past approximately 9 years through the Extended Benefit Scheme implemented by government since 1994.

2.5. MIGRATION TRENDS AND PATTERNS

The movement/ migration of people within the existing space are also critical for spatial analysis and impacts service delivery in more ways than one. An analysis of Census 2001 shows that South Africans migrated from one municipality to another.

Table 2.6. Migration

2005 2006 2 007 Bela-Bela Male 742 2,871 1,041 Female 971 2,257 653 Total 1,659 5,128 1,694 Lephalale Male 467 791 228 Female 146 813 155 Total 613 1,604 183 Modimolle Male 793 1,501 640 Female 640 1,146 473 Total 1,433 2,647 1,113

Mogalakwena Male 3,032 5,814 1,590 Female 3,643 4,781 1,663 Total 6,675 10,595 3,253 Mookgophong Male 266 465 123 Female 254 449 95 Total 520 914 220 Thabazimbi Male 1,400 3,539 1,259 Female 1,251 2,090 924 Total 2,651 5,629 2,183 Waterberg Male 6,233 14,981 4,881 Female 6,905 11,536 3,963 Total 13,138 26,517 8,844

Source: STATSSA: Community Survey: 2007

At best migration trends had fluctuated between 2005 and 2007. Over a three year period 26,562 males compared to 21,606 females. Migration was the strongest in Mogalakwena. The causes of migration are mainly job opportunities and social issues. In all municipalities there are pockets of foreign nationals everywhere in Waterberg District. Migration might have increased in 2009 because of the economic development in Lephalale in particular and in the district in general as a result of heightening e conflicts in the neighbouring countries. It might require municipalities to take issues of social cohesion seriously. The table shows that the number of immigrants in all municipalities was on the increase over a period of three years.

2.3. BASIC SERVICES

Waterberg District Municipal is not a Water Services Authority. There are however service gaps of water, sanitation, electricity and houses in all the municipalities. The situation is even more challenging in the

municipalities which are facing development. The service delivery targets are in danger of not being met. The Department of Local Government has developed an Infrastructure Investment Framework for Waterberg District Municipality with a view of guiding the multi year capital plan and the sector plans of the municipalities.

Table 2.7: Basic Services

Municipality Water(FBS) Sanitation (HH) Electricity(FBE) Roads Bela-Bela 00 1300 800 48Km Lephalale 2016 7137 1553 84,4km Modimolle 00 4034 2400 77km Mogalakwena 00 57502 7108 296,7km Mookgophong 00 1127 1627 22km Thabazimbi 4509 3660 3857 56km Waterberg 6,525 73,633 17,345 4 043km Source: Waterberg District Municipality: Service Backlogs: 2009

Table 2.8: Housing typology backlogs

The Waterberg District Municipality does not render this service. The local municipalities are involved in the housing chapter. The Spatial Development Frameworks should encourage social inclusion and nation building.

Bela-Bela Lephalale Modimolle Mogalakwena Mookgopong Thabazimbi

Traditional 318 1 874 846 2 884 164 1 123 less than 50% 1 757 2 160 10 864 3 487 1 846 6 732 Informal 1 002 1 354 749 1 840 666 3 425 Backyard 3 077 5 387 12 459 8 211 2 676 1 280 Total demand 1 436 1 900 2 565 5 475 1 743 2 528 No of units in project 2012 1641 3 487 9 894 2 736 933 8 752 Estimated needs No of 63,14 132,08 374,76 103,64 35,33 331,53 hectares required Subsidy R59,927,434.50 R127,368,195.05 R361,393,828.26 R99,939,817.47 R34,072,838.78 R319,703,237.13 funds required

Source: Department of Local Government & Housing: 2007

2.4. SOCIO-ECONOMIC ANALYSIS

The IDP of Waterberg Municipality is giving expression to the strategic goals which are in the Provincial Growth and Development Strategy of the Limpopo Province.

2.4.1 .DEMOGRAPHIC OVERVIEW

The Waterberg District Municipality makes 11,6% of the population of the Limpopo Province of 5,2 million within an average population density of 52,5% people per square km. The largest number of people is found in Mogalakwena Municipality whilst the fewest live in Mookgophong Municipality.

The majority of the people are the Africans in the district. The figures of the 2001 census and 2007 community survey differ significantly but the trends are more or less the same.

Table 2.9: Gender Distribution

Bela- Bela Lephalale Modimolle Mogalakwena Mookgophong Thabazimbi 2005 Male 25,900 56,919 36,795 138,466 15,322 29,317 Female 30,515 54,341 40,819 165,933 13,685 30,818 Total 56,415 115,483 77,614 304,399 33,234 60,135 2006 Male 28,645 61,095 40,964 146,986 17,588 34,484 Female 28,731 58,459 37,669 159,152 16,153 35,732 Total 57,376 119,554 78,633 306,138 33,741 70,216 2007 Male 29,177 63,270 41,641 148,086 17,915 34,386

Female 29,125 60,075 37,991 159,663 16,915 36,671

Total 58,301 123,345 79,631 307,750 34,238 71,057 Source: Global Insight: 2007

The table shows that in general there was population growth in all the municipalities. The highest population growth rate was recorded on average as 3, 2%.

Table 2.10: Population Statistics

African Whites Coloureds Indians

Bela.Bela 47, 366 7, 409 1, 021 54

75, 353 4, 774 12 3 Lephalale 43,305 8,554 264 481 Modimolle 315, 352 11,969 118 3,206 Mogalakwena Mookgophong 13,124 3,569 30 94

Thabazimbi 45,948 13,708 285 103

Grand Total 540,449 49,984 1,730 3,941 Source: Statistics South Africa Community Survey: 2007

Compared to the data collected by BC Gildenhuys and Associates and Global insight, the grand total for the population in Waterberg Area is 632,996- which is a difference of 92,547 people. This difference is attributable to nature in which the survey is conducted as opposed to the census. The next census will be conducted in 2011. In terms of the 2006 IDP, the population of Waterberg to be 678, 485 by 2010. An estimate increase of 1% in the population in general, means municipalities should budget to extend the basic services to the communities

Table: 2.11: Disability

Bela-Bela Lephalale Modimolle Mogalakwena Mookgophong Thabazimbi Type of disability Sight 215 370 555 1,845 91 91 Hearing 242 415 162 1,193 146 138 Communication - 104 - 1,033 - - Physical 718 1,020 727 3,940 236 637 Intellectual 89 66 75 1,012 47 49 Emotional 189 46 627 2,449 62 46 Multiple - - 63 129 48 - Total 1,483 2,021 2,209 11,601 625 961 Source :STATSA : Community Survey : 2007

The table shows that physical disability is dominant in the district. The disabilities are influenced the population. It might call for the strengthening of the special education needs and further that buildings should use user friendly to the people with disabilities.

NB. MUNICIPALITIES MAY NOT RELY ONLY ON THE COMMUNITY SURVEY AND THE 2001 CENSUS SOME PROJECTIONS WERE MADE IN 2006.

Table 2.12: Education

Municipality Pre School Primary School Secondary College university/University of

Technology/Technikon Bela-Bela 2,273 8,499 5,865 88 359 Lephalale 3,289 12,633 11,602 1,376 343 Modimolle 1,536 6,734 4,883 115 164 Mogalakwena 13,867 56,256 59,213 1,968 1,254 Mookgophong 393 1,682 1,805 112 109 Thabazimbi 1,528 5,478 3,681 317 592 Total 22,885 91,284 87,048 3.976 2,820 This table shows that most of the learners who at the primaries drop before they complete their secondary education. This is caused by a number of factors.

2.4.2. HIV/AIDS

The pandemic of HIV/AIDs is still a matter of concern in the district. The current infection rate at the national level is 5, 5% of the total population whilst it is 25% in the Province. From 2008, the District did not implement any strategy to deal with scourge of HIV/AIDs. Its impact express itself in the form of high mortality rates, economic loss and loss of skills and dependence on the state. To date all eight hospitals including the MDR have been accredited to supply the anteretrorivarls. The HIV Council has not been established and no HIV/AIDS Strategy was crafted and implemented in 07/08. Flowing from the Draft Provincial HIV/AIDS Framework, the implementation plan will include all stakeholders. There is still a need to implement voluntary counselling and testing with a view of preventing further infections and managing the current ones. Currently 33 mobile clinics and 53 clinics are responsible for conducting testing. The partnership of the stakeholders against HIV/AIDS should be strengthened. Lephalale, Thabazimbi and Bela –Bela are the highest risk areas. The National HIV/AIDS strategy remains an important guideline in dealing with the pandemic.

Table 2.14: HIV SERO PREVALENCES (Pregnant women)

04/ 05 05/06 06/07 07/08 08/09 26,6% 28,5% 27,5% 25,6% 25,4% Source: Department of Social Development & Health: 2009

The table shows that the prevalence has fluctuated over the past four years and much was not done in the absence of HIV/AIDS plan or strategy within the district .The HIV/AIDS should be an integral part of municipal calendar events. Amongst others the following challenges have been identified:

A shortage of counsellors in Mogalakwena and Lephalale Municipalities. Lack of funds to implement HIV/AID programme. High infections amongst the youth Lack of support and commitment

2.4.3. CRIME

The levels of crime in general are low in the district. There are sporadic incidents of theft, robbery, domestic violence and fraud.

Table 2.15 : BELA- BELA [Including Bela- Bela, Tuinplaas, Pienaarsrivier,Rooiberg & Rust de Winter]

Crime 2007 2008 Percentage Murder 4 9 + 125 Attempted murder 17 9 -47,05 Armed Robbery 38 38 0 Robbery Common 27 26 -3,7 Assault GBH 149 138 -7,38 Assault common 139 108 -22,30 Rape 30 24 -20

Housebreaking Residence 206 213 +3,39 Housebreaking Business 60 61 +1,66 Theft of Vehicles 37 13 -64,86 Theft from vehicle 30 65 +116,66 Stock Theft 19 28 + 47,36 Total 756 732 -3,17

Table:2 .15: LEPHALALE [Including Witpoort, Villa Nora, Tom Burke, Tolwe, Saamboubrug & Bulgerivier]

Crime 2007 2008 Percentage Murder 6 8 +33,33 Attempted murder 3 2 -33,33 Armed Robbery 7 8 +14,28 Robbery Common 32 42 +31,25 Assault GBH 148 207 +39,86 Assault common 176 224 +27,27 Rape 39 33 -15,38 Housebreaking Residence 103 112 +8,73 Housebreaking Business 86 93 +8,13 Theft of Vehicles 14 11 -21,41 Theft from vehicle 34 31 -8,82 Stock Theft 9 14 +55,55 TOTAL 657 785 +19,48

Table 2.15: MODIMOLLE [Including Modimolle station, Dorset, Rankin Pass & Vaalwater]

Crime 2007 2008 Percentage Murder 6 5 -16,66 Attempted murder 2 6 +200 Armed Robbery 4 12 +200

Robbery Common 28 26 -7,14 Assault GBH 107 89 -16,82 Assault common 75 101 +34,66 Rape 15 21 +40 Housebreaking Residence 89 102 +14,60 Housebreaking Business 34 41 +20,58 Theft of Vehicles 5 8 +60 Theft from vehicle 17 15 -11,76 Stock Theft 20 13 -35 Total 410 453 =10,48

Table.2.16: MOGALAKWENA [Including Gilead, Tinmyn, Mokopane & Mahwelereng]

Crime 2007 2008 Percentage Murder 19 25 +31,57 Attempted murder 12 10 -16,66 Armed Robbery 107 98 -8,41 Robbery Common 141 113 -19,85 Assault GBH 511 405 -20,74 Assault common 368 208 -43,47 Rape 135 136 + 0,74 Housebreaking Residence 210 219 +4,28 Housebreaking Business 29 14 -51,72 Theft of Vehicles 149 177 +18,79 Theft from vehicle 149 177 +4,34 Stock Theft 23 24 +4,34 Total 2086 1908 -8,53

Table 2.17: MOOKGOPONG [Including Roedtan & Naboomspruit]

Crime 2007 2008 Percentage

Murder 3 4 +33,33 Attempted murder 8 10 +25 Armed Robbery 9 23 +155,55 Robbery Common 28 26 -7,14 Assault GBH 107 89 -16,82 Assault common 75 101 +34,66 Rape 15 21 +40 Housebreaking Residence 89 102 +14,60 Housebreaking Business 34 41 +20,58 Theft of Vehicles 5 8 +60 Theft from vehicle 17 15 -11,76 Stock Theft 20 13 -35 Total 410 453 +10,48

Table 2.18: THABAZIMBI [Including Thabazimbi, Cumberland,Northam,Hoopdal,Dwaalboom]

Crime 2007 2008 Percentage Murder 6 23 +283,33 Attempted murder 8 6 -25 Armed Robbery 25 22 -12 Robbery Common 27 42 +55,55 Assault GBH 145 153 +5,51 Assault common 179 195 +8,93 Rape 24 26 +8,33 Housebreaking Residence 132 152 +15,15 Housebreaking Business 52 73 +40,38 Theft of Vehicles 35 25 -28,57 Theft from vehicle 24 29 +20,83 Stock Theft 12 10 -16,66 Total 669 756 +13,0 Provincial Commissioner: 2009

Identified possible causes of crime

Unemployment

Poverty

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

Challenges

Poor lighting in certain areas that contribute to the commission of these crimes Inaccessible roads in rural areas like Bakenberg, Mapela and surrounding areas in Mahwelereng as well as Gilead policing areas The escalating number of illegal operation of shebeens and unlicensed liquor outlets that sell liquor to children than 18 years of age

2.4.4. POVERTY

Table 2.19: Percentage of people living in poverty

2005 Bela- Bela Lephalale Modimolle Mogalakwena Mookgopgong Thabazimbi Black 36.0% 72.9% 35.9% 52.2% 41.0% 30.1% White 6.4% 10.8% 14.7% 0.5% 10.58% 4.9%

Coloured 25.7% 0% 0% 0% 0% 0% Asian 0% 0% 0% 0.8% 0.% 0% Total 33.0% 68.3% 32.9% 49.3% 37.4% 26.3% 2006 Black 33,6% 67,7% 33,6% 47,9% 38,5% 26,5% White 6.5% 11.0% 14.8% 0.5% 10.6% 4.6% Coloured 25.0% 0% 0% 0% 0% 0% Asian 0% 0% 0% 0.7% 0% 0% Total 31.0% 63.8% 31.0% 45.2% 35.4% 24.3% 2007 Black 32.8% 64.4% 32.4% 47.3% 37.2% 24.3% White 6.9% 11.3% 15.0% 0.5% 10.8% 4.6% Coloured 25.5% 0% 0% 0% 0% 0% Asian 0% 0% 0% 0.6% 0% 0% Total 30.5% 61% 30.1% 44.6 34.4% 21.6% Source: Global Insight : 2007

This table shows that the highest percentage of people living in poverty are found in the Lephalale Municipality. The efforts of reducing poverty have at the best being minimal. The municipalities will unlikely receive payments for services because most of the families will be declared indigent.

2.20: HUMAN DEVELOPMENT INDEX [HDI]

Bela- Bela Lephalale Modimolle Mogalakwena Mookgopgong Thabazimbi 2005 0.59 0.51 0.56 0.54 0.55 0.59 2006 0.58 0.50 0.55 0.53 0.54 0.58 2007 0.57 0.49 0.54 0.53 0.53 0.58 Source: Global Insight: 2007

This table shows that at best the HDI has always been fluctuating. The HDI attempts to quantify the development of a community. It is based on measures of life expectancy, literacy levels and income. The HDI can take on a maximum of 1 which indicates a high level of human development and a minimum of 0 indicates a low level of human development. All the municipalities have 0, 5 HDI rates which means their human development is averaged.

Because of sustained periods of poverty over the years, most of the families depend on social and institutional grant allocations. Poverty continues to explain itself along certain racial lines and in certain spatial terms. It is one of one objectives of government to reduce poverty by half in 2010.The NDSP uses Minimum Living Level Measure and Human Development index to show that most homes in the magisterial districts in the Limpopo Province depend on the grants. The government programme of war on poverty should be intensified to ameliorate the plight of the poor in the face of the economic global crisis. The causes of economic hardships are varied and range from commercialization of farms, lack of suitable skills, Ineffective implementation of the Employment by the private sector, lack of learnerships ,lack of political will in some certain municipalities to confront the issues of unemployment and casualisation of workers.

2.4.5. EMPLOYMENT

Despite the fact the economy of country has sustained its growth over the years, there was a problem of jobless growth. Because of the industrial developments in the Provincial Growth Points, there has been a slight increment in employment

31 albeit in the form of temporary jobs. The record of unemployment in the district area was 31% in 2007 and the issue of underemployment is still relevant. The table below shows that women are group that has the highest unemployment rate.

There is also a huge number of people who not economically active. It is a total of 102,751------in Waterberg District Municipality.

Table 2.21 ECONOMICALLY ACTIVE POPULATION

BELA-BELA EMPLOYED UNEMPLOYED

2001 2007 2001 2007 FEMALE 5,910 6,250 4,171 4,715 MALE 8 ,434 10,158 2,767 2,599 TOTAL 16,408 6,938 7,314 LEPHALALE EMPLOYED UNEMPLOYED

2001 2007 2001 2007 FEMALE 11 ,448 9,998 3,214 4,437 MALE 17, 208 6,274 2,060 2,924 TOTAL 28,656 16,273 5,274 7,361 MODIMOLLE EMPLOYED UNEMPLOYED

2001 2007 2001 2007 FEMALE 9,188 7,802 2,806 1,637 MALE 13, 546 11,521 4,181 3,189 TOTAL 22,734 19,323 6,987 4,826 MOGALAKWENA EMPLOYED UNEMPLOYED

2001 2007 2001 2007 FEMALE 16,381 30,121 19 ,182 16,601 MALE 20,706 22,697 14, 524 14,335 TOTAL 37,037 52,818 33,706 30,936 MOOKGOPHONG EMPLOYED UNEMPLOYED 2001 2007 2001 2007 FEMALE 4,532 4,369 1,584 760 MALE 6,635 2,935 1,069 380 TOTAL 11,167 7,305 2,653 1,140 THABAZIMBI EMPLOYED UNEMPLOYED

2001 2007 2001 2007 FEMALE 6,642 6,619 4,872 3,336 MALE 19,605 22,419 2,186 2,658 TOTAL 26,247 29,038 7,058 5,994

Source: STATSA: Community Survey: 2007

The key sectors which employ the majority of the people in the district are agriculture, hunting, forestry, fishing industry. Tourism over the last few years was and still is a significant contributor to the GDP of the district in particular and employment in general.

Table 2.22: Economic sectors

Sector Waterberg District Limpopo Agriculture 26,98 % 18,52 Mining 16,17 7,42 Manufacturing 7,43 7, 47 Electricity 0,75 0,83 Construction 4,09 4,47 Wholesale 11,04 14, 35 Finance 7.61 2,51 Transport 1,80 10,49 Community Service 13,49 12,84 Government service 10,64 21,10 Grand total 100 100 Source : WDM LED Strategy:2007

It is agreed in general that Waterberg District has economic advantages in tourism, and mining. The Provincial Growth & Development Strategy has identified the Coal mining and Petrochemical cluster at Lephalale on the East-West Corridor as

34 one of the seven development clusters and forms part of the National Industrial Policy Framework. The expansion of Grootegeluk Mine and the development of the Medupe Power station are giving effect to the implementation of the cluster.

Waterberg District Municipality has developed a number of Mining, Agricultural and Tourism Strategies and LED Strategy. The challenge is to ensure that strategies are implemented for the local economy to develop hence the idea of a development agency. Waterberg Economic Development Agency since its inception has been mandated to promote the development of the Small Micro and Medium Enterprises. The issuing of mining rights is still a problem because most of the license holders are foreigners. In general economic development is constrained by :

High levels of unemployment Economic global crisis A shortage of suitably skilled labour The ageing infrastructure The regulatory environment and the burden on small and medium businesses Poor implementation of LED Strategies and other economic development strategies.

As mentioned in the National Spatial Development Perspective (2007), Waterberg can exploit any of the categories of economic potential namely:

Innovation and experimentation. Production of high value goods Public service and Administration Tourism Production of labour –intensive mass produced goods

Retail and private sector services

Table 2.23: Socially grants

Type of grant Bela-Bela Lephalale Modimolle Mogalakwena Mookgophong Thabazimbi Old age 3,192 5,368 2,181 25,979 908 830 pension Disability 771 2,371 946 8,258 320 654 Child support 10,809 18,908 8,816 73,714 1,443 4,070 Care 346 282 227 1,798 24 4 dependency Foster care - - 25 488 - - Grant in aid 102 72 31 188 23 - Social relief 34 - - 130 - - Multiple 850 60 126 - - Institutions 921 3,001 2,217 281 837 Total The main source of income for many families is the grants provided by the Department of Social Development and Health.

2.5. INSTUTIONAL ANALYSIS

The institution can be best understood in the context of the agenda of local government and organisational development theory. This agenda addresses the six key performance areas namely Municipal Development and Transformation, Infrastructure Development, Local Economic Development, Financial Viability andManagement, Good Governance and

Public Participation and Spatial Rationale. On the other hand , organizational development as defined by Beckhard is an effort planned organization-wide and managed from the top , to increase organization effectiveness and health through planned interventions in the organization‟s processes, using behavioural science knowledge. It is more than just an organizational structure. In general ,the sector departments are leasing offices from the private sector. In pursuit of one stop service and to enhance co-operative government, there is a need to have a government complex. Modimolle Local Municipality has donated land to the Department of Public Works to that effect.

KPA 1: MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

Waterberg District is a Category C municipality. In terms of section 84 of the Municipal Structures Act and of the RSA Constitution, it has the following powers and functions:

Fire fighting Local Tourism Municipal Planning Municipal Health Services Municipal Public Transport Markets Municipal abattoirs Municipal roads Disaster Management District-wide Integrated Development

(Source : Demarcation Board: Powers and Functions Assessment: 2008)

2.5.1.1 Development of by laws and policies

To date Waterberg District Municipality has developed 11 municipal by- laws which have been taken through a process of public participation in November 2008. The municipal by laws mainly deal with municipal health services and is meant to regulate that environment. Progressive by-laws and policies have the potential to create a conducive environment for sound administration, social development and economic development.

2.5.1.2 Institutional study

There has been a debate within the municipal circles about the alignment between the strategy (IDP) and the organizational structure of Waterberg District Municipality. To clear the confusion and allocate resources more efficiently, it was agreed in 2008, that an Institutional Study will be undertaken to finalise question of Powers and Functions. One of the criticisms leveled at 08/09 IDP was that Waterberg District Municipality did not have an Institutional Plan.

2.5.1.3 Performance Management System (PMS)

Management has initiated a performance management system in the current financial year. The Municipal Manager was able to do the quarterly performance reviews. Waterberg District Municipality has committed funds to develop a district- wide Performance Management System. Supportive to the project, the Development Bank of Southern Africa [DBSA] and the local municipalities will commit funds in the future to ensure that the project is successful. The current PMS Framework will be reviewed with the view to ensure that it keeps pace with the new development. The appointment of the credible service provider for PMS will strengthen the hand of the municipality in performance management issues. Compared to the past financial year, a lot of progress has been made this year.

2.5.1.4. Organisational Structure

The organisational structure of the Waterberg District Municipality was adopted in 2007. It comprises of six departments. The alignment between the structure and the strategy has to be strengthened when the structure is reviewed in 2009 The retention of high personnel is a challenge worth tackling. The organisationa structure will be necessary to align to the powers and functions of the district municipality once the Institutional Stduy is completed. Organisational structures in the context of progressive organizational development theory should amongst others encourage team work and empowerment.

Table.2.24. SWOT ANALYSIS

STRENGTHS WEAKNESSES

1. Capable management/leadership 2. Sound financial management 1. Poor execution of capital projects 3. Sound risk management 2. Poor implementation of 4. Credible IDP Performance Management System( 5. Unqualified reports other levels0 6. BBB economic empowerment 3. Lack of communication strategy 7. Training development 4. Ineffective IGR structures 5. Poor implementation of policies, strategies and plans. 6. WMD does not perform all its Powers and Functions

7. Commitment to IDP processes 8. Retention of scarce skills 9. IDP Strategic goals are not smart. 10. Inefficient records management

THREATS OPPORTUNITIES

1.Loss of capable management/leadership 1.Tourism, Agriculture & Mining

2.Impact of HIV/AIDS on human capital 2. Access to main arterials. 3. Establishment of Medupe Power station 3. Non provision of basic services 4. Major land development

4.Grant dependency

5. Dysfunctional organizational culture

KPA 2: BASIC INFRASTRUCTURE

Waterberg District Municipality is not a water services authority. It can only play a coordination role in the basic services such as water, sanitation, and electricity.

2.5.2.1 Roads

In terms of section 84(f) of the Municipal Structures Act, a district municipality has powers and powers on municipal roads which form an integral part of a road transport system for the area of a district municipality as a whole. There is a serious road backlog of 4114 km in the district. The funds to tar the remaining road backlogs are beyond the funds of the municipality since it is grant dependent. The classification of roads is not concluded in the district therefore having an impact on road infrastructure.

2.5.2.2 Municipal Health

The devolution of the service to the district was concluded in June 2007. This services falls within the powers and functions of the district. At that date,28 municipal health officers from the Department of Social Development and Health and local municipalities were deployed to the Waterberg District Municipality. The officers were deployed as follows:

Number of Officials Municipality

4 Bela- Bela 5 Lephalale 0 Modimolle 11 Mogalakwena 0 Mookgophong 3 Thabazimbi 24 Grand total

The devolution of this service met with some challenges resulting from the fact that the section 78 process was not properly concluded. In 2008/2009, the process will seek to address the outstanding human resources and asset management issues.

2.5.2.3 Disaster Management

The function of disaster management was redeployed from the Social Development & Community Services Department to the Office of the Municipal Manager with effect from 1 December 2008. In terms of the RSA Constitution, it is one of the concurrent functions of the National and the Provincial Spheres of Government. To enhance the provision of the service a number of volunteers from the six local municipalities were trained by at a budget of R330,000. The Institutional Study will shed some more light on the possible creation of the unit in the envisaged reviewed organogram. The disasters which normally break out in the district are veldfires, floods, road accidents, epidemics (cholera), pollution, and hazardous material incidents. For the period under disasters occurred in Lephalale and Bela-Bela.

Waterberg District Municipality has developed the Disaster Risk Management Framework and the Disaster Risk Management Plan in 2007. These documents have gone to great lengths in explaining the challenges which Waterberg District faces. In general Waterberg District Municipality is not fully compliant with Disaster Management Act 52 0f 2002. The municipality has initiated the establishment of the Modimolle and Lephalale Disaster Management Centres. The main challenges are:

Lack of disaster management personnel Proper administration for volunteers Readiness for 2010 World soccer cup Appointment of Disaster Management Centre Key Performance Areas of Disaster management

Table 2.25.Incidents of disaster

Municipality Type of disaster No of victims Mogalakwena Cholera 35

Bela – Bela Municipality

Location Type of disaster Number of farms Estimated damage affected R Modimolle Veld fire 12 050 ha 10 million Thabazimbi Veld fire 22 000ha 25 million Total 23 35 million Source: Waterberg District Municipality: 2009

The Modimolle Disaster Management centre has been completed and the construction of the Lephalale Disaster Management centre is seriously in process.

2.5.2.4. Fire-Fighting Service

In 2007, the Department of Local Government and Housing established a Panel of Chief Fire Officers with a sole purpose of evaluating the status of the fire brigade service in the province. The report of the pane submitted to Council revealed the following:

WDM was not coordinating the service. No professional fire fighting officials Fire Fighting services is performed by the Traffic Officers The necessary fire equipments were purchased Insufficient budget to render the service effectively Lack of fire fighting clothes A shortage of fire stations(4)

Gross non compliance of SANS and legislation

The local municipalities are rendering the service on behalf of the district municipality through Service Level Agreements. The Waterberg Distric Municipality will have how the service is rendered. There were a number of hazards which have the potential to impact on the environment negatively.

2.26 : Veld Fires

Frequency of Veld Fire Municipality Relief Measures 1 Modimolle R19 000

KPA 3: LOCAL ECONOMIC DEVELOPMENT

2.3. Economic development

Waterberg is naturally endowed with cultural diversity, natural resources and wildlife which make it a unique tourist destination of choice. The tourist comparative advantages are almost evenly distributed in all the six local municipalities. The economic profile of Waterberg revolves around agriculture, commerce, manufacturing, mining and quarries, residential development to name but few. The traces of unequal distribution of the wealth are still racialised in that the historically disadvantaged groups are not benefiting from the available local economic opportunities. The involvement of the private sector in the economic development cannot be ignored despite the high levels of unemployment. Waterberg District has both the comparative and competitive advantages in tousism , agriculture and mining. The establishment of WEDA in 2007 was meant to take advantage of this situation by creating economic development. It was one of the

45 resolutions of the District-wide LED Summit. It contributes 2679 % to the Gross Geographic Product of the Limpopo Province:

Mining - 49,03% Finance- 11,44% Agriculture & forestry- 3,17%

The area of Waterberg is also blessed with rich history and cultural heritage resources that have potential for economic sectors such as tourism and agriculture. The municipalities needs the partnership with private sector by ensuring the local environment is conducive to the business ebviormenent. The passing of by-laws, policies and support to national and provincial economic development policies will add value to the process of local economic development. The skills development stragey of waterberg district shows that a number of scarce skills which can help the local economy to develop are rare. The second economy is characterised by high unemployment and lack of skills mainly among the youth, women and people with diasibilities. Despite the most progressive policy development, many of the people are poor and unemployed. The development of the new curriculum and JIPSA have not fully utilized in the context of the Waterberg District Municipality. The role of Umsombovu in the development of youth skills in the District has not been fully evaluated. The new legislation will have an impact on youth development.

Municipalities have because of service delivery pressure not succed in investing in economic development. The contribution to local economic development comes in the form of temporary jobs in expaned public works and animal projects. It looks like the real potential is in the development of the SMMEs and the BBBEEs. In 2008, of all tenders

awarded, an amount of were awarded to R15 million. In general the development strategies are in the main not implemented.

Table: 2.26: Skills Development Skills

Sector Scarce Skill Baseline Required Variance Mining Artisan [mining, electricity] 89 120 31 Mining Technician 10 90 80% Machine Operators 54 140 86 Excavator 100 210 110 Engineering Manager 2 10 8

Sector Scarce Skill Baseline Required Variance Tourism Tourism Marketing 20 200 180 Tour Guides 690 1 200 510 Tourism Information Presenters 50 300 250 Travelling & gallery 20 120 100

Sector Scarce Skill Baseline Required Variance Agriculture Agriculture Engineering 2 12 10

Veterinary Medicines 8 45 37 Meat Processors 18 240 222 Horticulturists 1 180 179 Source: Waterberg District Municipality: 2007

KPA 4: FINANCIAL MANAGEMENT AND VIABILITY

2.4. Financial Management

This KPA contributed immensely for Waterberg District Municipality to win Provincial 2008 Vuna Awards. Proper financial systems, procedures and policies have enabled the district to sustain the unqualified reports it has garnered over the last two years. There is a however, a need to develop a donation strategy, financial strategy and to focus even more on the viability part of this KPA as engendered in the National Key Performance Indicators.

The capital expenditure at the end of 08/09 was at 46, 5% which means that less than half of the IDP capital projects were not implemented. The percentage of roll over project 53,5%. In the new financial,this will mean that the strategies in Supply Chain Management and Project Management skills should be improved to ensure that the capital projects are implemented effectively.

Table 2.29 Audit Reports

Year 03/04 04/05 05/06 06/07 07/08

Audit report Qualified Qualified Qualified Unqualified Unqualified

A number of financial policies which are relevant to the powers and functions of the district municipality were developed and implemented. From 07/08 a number of audit issues were raised and management has consistently addressed them.

Establishment of a credible Performance Management System. Conducting Performance Reviews. Improving on the Performance Management Information. Functionality of the Performance Audit and Audit Committees. Improvement of strategic objectives. Risk Management Plan.

2.4.1. Internal Audit

A fully functional Internal Audit Unit is staffed with competent officials. The Unit is housed in the Office of the Municipal Manager and works closely with the all Senior Managers. The Unit is currently implementing the approved Audit plan and has developed an Anti Fraud and Corruption Strategy. The Audit Committee and the Performance Audit Committee have been established and are effective save the Performance Audit Committee.

2.4.2. Supply Chain Management

The Supply Chain Management Unit is fully functional. It has reviewed its policy and submitted reports on a regular basis to Council. Out of R14million awarded to BEE companies, part of it was awarded to the HDI as follows:-

Table 2.30: Tenders awarded

HDI Amount in R Women 5,3m Youth 2,5m BEE 10,2m Vuna Awards : 2008

The following challenges have been identified:

A high salaries wage of 57%. Finalisation of Finance strategy Finalisation of a donor strategy Development of financial management system Municipal is grant dependent Lack of funds to invest in infrastructure

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

2.5. Good Governance

This KPA also contributed immensely to the wining of the Provincial Vuna Award in 2008. The Office of the Executive Mayor was leading in the organizing the local imbizos and the intergovernmental relations forums. Despite the success, not all municipalities were actively involved in the public participation programmes of the district.

Table2. 31.Local Imbizos

Municipality Number of issues raised Number of issues resolved Bela Bela 10 6 Waterberg District Municipality can even do better in this KPA once the Communication and Protocol Unit is established and the Communication strategy is crafted. Much of the stakeholders needs and issues can be resolved through a stakeholder management strategy. The following still needs attention in the future :

HIV/AIDS Gender

Youth, Women and People with Disabilities

Waterberg District Municipality has initiated a Code of Conduct which will assist in regulating the conduct of the IDP stakeholders.

2.6.. ENVIRONMENTAL ANALYSIS

Waterberg District Municipality has many sensitive and conservation worthy areas with its borders. They feature prominently in the SDF which was adopted in 2003.They are wetlands, river systems, cultural sites, rare and endangered species and Waterberg Biosphere. Globally, there are a number of key natural environment challenges inter alia, ozone depletion, global warming ,solid and hazardous wastes , the endangerment of biological diversity and land degradation which countries face. South Africa like all the countries of the world, is also involved in the issues of environmental management as one of the signatories of the Local Agenda 21(LA21).In 2006, the Waterberg District adopted an Environmental Management Plan which covered environmental issues in all the six local municipalities. The current rate

51 of species extinction has increased about 100 times in recent times. Not only is extinction rate increasing but the birthrate of new species is also declining. It is believed that over 20 000 species in the world are endangered. Ecosystem and habitat destruction through agricultural and urban development activities and pollution have become the order of the day. The local municipalities are responsible for some aspects of environmental aspects such as air pollution, refuse removal and refuse dumps and solid waste disposal.

Waterberg District Municipality is also bound to recognise and give effect to the fundamental environmental rights of its citizens as enshrined in section 24 of the RSA Constitution namely:

To prevent pollution and ecological degradation. To promote conservation To secure ecologically sustainable development and use of the natural resources while promoting justifiable economic and social development.

Waterberg District supports its locals in eradication of the alien vegetation, soil erosion control, pollution control. Environmental degradation in the form of soil erosion, overgrazing, deforestation, overgrazing, over-exploitation and habitat destruction should be prevented to affect economic development negatively. The National Environmental Management Act of 1998 is the national law that guides the implementation of environmental issues.

The National Department of Environmental Affairs and Tourism deployed Assistant Director: Local Government Support to Water District Municipality. The main task of the official is to ensure that municipalities consider environmental management as important issues which deserve expression in the IDP. This post is currently vacant and the role is suffering.

The Environmental Management Officer when available works closely with local municipalities and participated in IDP analysis for Limpopo province orgnaised by the Department of Local Government and Housing. Amongst others, the following are critical :

Periodic visits to local municipalities Conducting environmental management audits Development of environmental management reporting tools

2.6.1. Water

Water is a scarce resource in Waterberg. Water quality legislation seeks to achieve water quality consistent with protection of aquatic life, wild life and safe conditions for human recreation and consumption. It therefore aims to eliminate discharges of pollutants into navigable waters which include rivers, streams and lakes. The water resources are exposed to excessive contamination of river/stream. One of the main contributor to water pollution is the discharge of industrial wastes into the rivers and streams and also cholera outbreaks. Eutrophication is caused by excessive nutrients from industries which compromise water quality and also destroy aquatic life.

Business can improve water quality by regulating their non point source water pollution- a situation where runoff form streets, construction sites, farmlands and animal feedlots which cause significant nutrient and toxic substances that build up in the bodies water receiving the pollutants thereby damaging the usability of the resources for plants, animals and humans alike. Municipalities have to respond to the afore-mentioned challenges in one way or another by doing cost benefit analysis, risk management or strategic environmental management.

Waterberg District Municipality is faced with improper management of solid waste within the district. There are a number of illegal dumping which is done in the six local municipalities. Improper management of waste will result in the contamination of underground water, excessive smell, littering and other negatives. Some of the lanfdfill sites are not licensed. Waterberg District Municipality has a waste management plan.

Table 2, 32: Landfill sites

Municipality Number of landfill sites Permitted sites Bela- Bela 2 2 Lephalale 3 2 Modimolle 2 2 Mogalakwena 3 1 Mookgophong 2 2 Thabazimbi 4 2 Grand total 16 12

This table shows at least four landfill sites have to be legalized. With regard to the solid waste services, all the local municipalities are responsible for the removal of waste in their respective areas. The Waterberg District Municipality is currently pursuing the idea of establishing a regional solid waste landfill.

2.6.2 Destruction of Natural environment

The Major part of the Modimolle Municipal area have the wetlands but also include other municipalities. The Biosphere Reserve and the RAMSAR sites are found within the borders of this municipality. It is therefore critical that the status of the Biosphere should be defended though proper planning and management.

A wetland is one of the natural resources that needs to be conserved as a source of water. Vandalism through human activities will affect the aquatic life and negatively affect the Tourism sector.

2.6.3 Air quality

Air quality legislation comprises primary standards which protect human health and secondary standards which protect property, vegetation, climate and aesthetic values. The development of new industries that increase air pollution through the emission of gases in the atmosphere should be managed. The construction of the new power station in Lephalale requires that the industries should comply with air quality standards. In Waterberg, the air quality hot spots are Lephalale, Mogalakwena and Thabazimbi. Waterberg District is in the process of developing air quality plan in which case the municipalities will be able to manage the situation.

Proper management of air quality Compliance with Environmental Impact regulations Conservation of Natural Environment

2.7 .MUNICIPALITY-LEVEL ANALYSIS

Waterberg District Municipality will analyse issues on a district-wide scale to assist the local municipalities to identify cross cutting issues. It might necessary for the municipalities within the context of the IGR to pull their resources together in order to deal with the priority challenges.

2.7.1. Environmental issues

Dealing with the natural environment issues is a complex matter. Besides the jargon and the technical nature of some the issues, the resources to implement some of the projects are scarce. The functions of Environmental Management and Nature Conservation are in terms of the RSA Constitution concurrent functions of the National and the Provincial Spheres of Government. The responsibility of ensuring sustainable environmental management cannot be abdicated any longer. The trend is that global environmental challenges are severe and worsening with time. For local municipalities, the issues of ozone depletion, solid and hazardous wastes, fresh water quantity and quality, land degradation, informal settlements and endangerment of biological diversity are still relevant to them. Air pollution, both outdoors and indoors is said to be causing a lot of health problems such as asthma, eye irritation, nasal congestion and lung diseases to name but few... It is estimated that 50 million children in developing countries suffer from chronic coughing because of smog. Issues of acid rain which destroy forests and energy inefficiencies- call for sound energy conservation practices.

Environmental literature in general states that pollution, deforestration and expanding populations are potentially endangering non human species and ecosystems and reduce quality of life. In more ways than one stakeholders are directly or indirectly responsible for this situation. By September 2009, the Waterberg District Municipality is expected to give air quality licenses for industries. The readiness of the district can also enhance its revenue from the payments made for licenses.

2.7.2 Economic issues

Unemployment, inequality and poverty are still rife in the district and entrenched in the vulnerable groups of women, the youth and people with disabilities. Over the past three years, the impact of the municipal IDPs on empowering this special groups has been minimal. The HDI is still 0, 5 which means the communities remain under-developed. The levels of unemployment and economic growth in the district 2007 was 2, 1% compared to the ASGISA target of 6% per annum. There is one Provincial Infrastructure Project with a major ASGISA impact Water reticulation project namely Mokopane – Vaalwater- Marken. Strictly the local municipalities are constitutionally bound to provide free basic services to those who cannot afford namely the indigents. The municipalities should intensify their efforts to alleviate poverty by using various strategies.

The implementation of LED projects is still a challenge The development of LED strategies and other strategies in local municipalities may be used to create more jobs; the failure of the local municipalities to promote economic development is attributable to lack of capacity in LED units and lack of funds to implement LED projects. The establishment of WEDA can add value into the efforts of economic development on a district wide scale.

Infrastructure development is central to economic development. Most of it, in municipalities is ageing and cannot keep pace with service delivery demands. In general the municipalities have not huge budgets to invest in fixed investments. The Spatial Development Frameworks should be implemented not only to dismantle the past spatial distortions but also direct development along the spatial development initiative The investment opportunities are not exploited to the full by the inhabitants of the area. The Department of Local Government and Housing has initiated an Infrastructure Investment Framework which will guide municipalities where to invest in infrastructure. Owing to the development that has started in Lephalale and Thabazimbi, an Infrastructure masterplan has been initiated to assist the said municipalities.

2.7.3 Socially

The current records of HIV/AIDS may not the real status because the statistic is based on pregnant women only. The prevalence of HIV/AIDS in Waterberg has fluctuated between 26, 8 to 26, 5 in 2008. In general the pandemic has not received the attention it deserves from the municipalities. Municipalities even within the ranks of its employees treat it casually and occasionally in the form of an Employee Assistance Programme. The latest statistics shows that the virus is on the increase amongst the youth. The slight decline of HIV/AIDS in Waterberg can be misleading since the District Municipality has not adopted HIV/AIDs Strategy in the recent past. There is no partnership, serious and consistent HIV/AIDS programmes and campaigns. Fear, stigma and ignorance are at the heart of lack of efforts to face the reality of this pandemic.

2.7.4 Institutionally

Most of the Service Delivery Budget Implementation Plans of the municipalities do not comply with Circular 13 of the National Treasury. Some of the performance agreements of the senior managers also do not comply with the performance regulations of 2006. The failure to implement the performance management is caused by the lack of PMS skills in municipalities, lack of support( other spheres of government) ,lack of resilience and support and top management and poor consulting work, The district has initiated a district wide performance management project to assist municipalities to implement their Performance Management Systems. The project will be able to diagnose and remedy some of the PMS inefficiencies as from 2009. The municipalities and the DBSA will assist with the resources to implement the project. The commitment of Waterberg District, Modimolle and Thabazimbi local municipalities is encouraging and will probably influence the remaining ones in a positive manner.

2.8.COMMUNITY AND STAKEHOLDER ANALYSIS

The Waterberg District Municipality does not have wards of its own. It has the responsibility to organize various stakeholders within its area of jurisdiction. Caroll & Buchholtz (2002) defines a stakeholder as individuals or a group that claims to have one or more stakes in an organization. Stakeholders may affect the municipality, and in turn be affected by the municipality‟s action, policies, practices and decisions. WDM is obliged to execute its constitutional responsibility of deepening local democracy by involving the communities in its processes. There is a need to know and understand the needs, perceptions and debate priorities of the stakeholders in an IDP Representation Forum or any other forum. The involvement of the stakeholders in the IDP processes will enrich decision making, add value to the collective wisdom and contribute positively towards identifying the real priorities of the municipalities in particular and development in general.

It is proper to analyse the stakeholder environment, identify stakeholders‟ issues and craft a stakeholder management strategy in order to manage the stakeholders effectively. Stakeholder management is indeed part of corporate responsibility in the twenty first century.

Table 2.33: Stakeholders „stakes

Stakeholder Stake Issues Responsibility of WDM Local municipalities Right Municipal support Provision of financial, technical and administrative support Community Right Service delivery Provision of quality and affordable service

Clients/ Service providers Ownership Client service Provision of quality service

Regulators Right Reports Access to information Media Interest Information Provision of information Chapter Institutions Reports Sector Departments Right Information & Provision of information Employees Right Employment Benefits Provision of benefits Youth organisations Right Economic opportunities Employment Women organizations Right Economic opportunities Employment Organizations for PWDs Right Economic Opportunities Employment Natural Environment Right Safe and healthy Environmental Management environment Plan

Traditional leadership Right Training & Support Stakeholder Management Strategy The causes of ineffective Intergovernmental Relations are amongst others, the following:

Political instability. Inadequate enforcement and performance management. Lack of accountability and common understanding of IGR structures and processes and problems encountered by the respective spheres of government. Lack of integration and duplication of IGR issues.

Capacity and competency gaps at the municipal and the provincial levels. Uncoordinated actions between province and municipalities, between provincial sector operating in the same Municipality. Insufficient sharing of knowledge.

It is important that the priority needs of the various stakeholders should eventually fit into the Strategic Agenda of the Local Government and be aggregated into the municipal –wide priorities.

2.9 SPECIFIC SECTOR ANALYSIS

2.9.1 TRANSPORT

Waterberg District Municipality developed in its Integrated Transport Plan (ITP) in 2007. Since then ,the plan was neither implemented nor signed the MEC for Roads and Transport in the Limpopo Province. It should be reviewed in order to be aligned to the National Public Transport Strategy and the Rural Development Strategy. The extension and maintenance of R33 and N11 and classification of roads is critical. The role that infrastructure plays in development cannot be taken for granted. The roads especially are linking extracted resources, production and commuters with key economic centres. The issues of public transport will feature strongly in the reviewed Spatial Development Framework of the district municipality. The public transport system has a bearing on land use management and the spatial development framework. The ITP of Waterberg District Municipality is aligned to the National Transport Plan and 2020 Transport Vision of the Limpopo Province. The ITP is comprehensive and the public transport record is summarized ads follows:

Table 2.32: Unscheduled service

Municipality Total number of Taxi routes Bela -Bela 13 Lephalale 12 Modimolle 8 Mogalakwena 64 Mookgophong 2 Thabazimbi 41 Total 140 Source: Waterberg District Municipality: 2007

Taxi service is influenced by several factors, inter alia, distance, utilization of routes and operational of the taxi industry. In certain areas the taxi service is said to be irregular. Non motorized transport is an alternative in the rural and villages of the district. The recapitalization process of the taxi industry in Waterberg is not yet completed.

Table 2.33: Scheduled service

Municipality Total Number of bus Total number of formal Total number of informal terminals terminals bus terminals Bela- Bela 1 0 1 Lephalale 3 2 1 Modimolle 1 0 1 Mogalakwena 4 1 3

Mookgophong 0 0 0 Thabazimbi 0 0 0 Total 9 3 6 Source: Waterberg District Municipality: 2007

2.9.2 Water

Waterberg District Municipal is not a Water Services Authority. There are however, service gaps of water, sanitation, electricity and houses in all the municipalities. The situation is even more challenging in the municipalities which are facing new development. The service delivery targets of Vision 2014 are in danger of not being.The Department of Local Government and Housing has developed an Infrastructure Investment Framework for Waterberg District Municipality with a view of guiding the multi year capital plans and the sector plans of the municipalities.

An analysis of the Water Services Development Plans reveals that water is not quantified; the mains sources of water are Mokolo dam. Hartebees dam, Flag Boshielo and others. In general water is scarce resource in Waterberg area. Local municipalities will have to devise better means of managing water demand from the households and the industries. There is a trend which shows that much of water is used for golf estates and related activities rather human consumption. The provision of free basic water of 6 kilolitres is not sustained by the local municipalities. The provision of water to others is becoming an expensive as the service rates are showing.

2.9.3 WASTE MANAGEMENT

The local municipalities are responsible for dealing with solid waste from their communities. This service is not rendered to all the communities. There are pockets of communities that cannot access the service especially those who live in

63 villages and farms. The removal of solid waste is an environmental management issues and has far reaching implications for the health of the humans, plants and animals. There are a number of land fill sites of which not all of them are legal. The National policy has target of reducing landfill wastes by 50% by 2012.

Waterberg District has developed a Waste Management Plan but presently does not have a district land fill site. The role of WDM in waste management is mainly to determine:

Waste disposal strategy Regulate waste disposal Establish, operate and control waste disposal sites, bulk waste transfer facilities and waste for more than one local municipality.

2.9.4 INFRASTRUCTURE

The development and maintenance of infrastructure is encouraged because it has potential to support economic development. There are a lot of infrastructure backlogs in the district. The local municipalities rely on Municipal Infrastructure Grant (MIG) for investment in fixed assets. The growth of population and development make new demands on service delivery and infrastructure development increase pressure on the current infrastructure. The involvement of the private sector and other spheres of government in fixed investment are encouraged by the National Spatial Development Perspective. It was reported earlier that infrastructure in some municipalities is ageing whilst maintenance is also an issue. Waterberg District municipality does not receive MIG.

Table 2.34: Municipal Infrastructure Grants

Municipality 2008/2009 2009/2010 2010/2011 Bela- Bela 7,879,747.96 10,898,765.37 12,301,076.66 Lephalale 20,016,059.03 24,744,331,44 27,963,071.26 Modimolle 18,974,045.25 23,555,562.42 26,618,345,16 Mogalakwena 66,038,248.61 77,248,198.83 87,355,029.83 Mookgophong 6,669,889.82 9,552,738.24 10,778,461.45 Thabazimbi 19,327,031.33 23,958,262.39 27,072,876.18 Grand total 138,935,022.00 169,957,858.69 192,089,860,54 Source: National Treasury: 2009

The key challenges are:

Insufficient MIG funds and other resources Ageing and unmaintained infrastructure Lack of effective Project Management Units New demands on the existing infrastructure. 2.10. PRIORITY ISSUES

The IDP Steering Committee has identified and will recommend the following priorities to the IDP Rep Forum. The identification and the ordering of the priorities are informed by the Powers and Functions of the Waterberg District

Municipality. In one way or another, there should be an alignment between the priority issues of the local municipalities and the district municipality

Table 2. 35

Priority Priority Issue Number 1 Municipal Health 2 Disaster Management 3 Fire Fighting 4 Local Economic Development 5 Roads & Storm water 6 Municipal Support 7 Municipal Abattoir 8 Community Participation 9 Land 10 Transport 11 Safety and Security 12 Water and Sanitation 13 Environmental Management 14 Electricity

2.11. IN-DEPTH ANALYSIS

In the context of a district municipality, the IDP should provide a district –wide perspective which may also include some introspection. In general, the legacy of the past laws is still serious and hard on many communities in the Waterberg District Municipal area.

Economically, the majority of the people still live in poverty- those that are disadvantaged the most are women, PWDs, Youth, and the elderly. Unemployment of the Youth is estimated to be at 60%. The municipalities are not doing well with the implementation of their LED strategies. Despite the economic advantages of Tourism, Agriculture and Mining, the communities are not sharing in the wealth of the district. The distribution of income is heavily skewed towards the few. The mining, tourism and agricultural strategies are not fully implemented. The Accelerated and Shared Growth Initiative of South Africa (ASGISA) and Provincial Growth and Development Strategy (PGDS) are not well integrated into the IDP. There are no clear ASGISA or PGDS or JIPSA projects in the IDP. The constraints of a shortage of suitably qualified labour of managers, skilled professionals and artisans as a result of inferior black education under apartheid remain the main contributor. The unsatisfactory performance of small, medium and micro businesses is partly due to sub-optimal regulatory environment, administration of tax, the planning system, administration of labour law and specific sectoral regulations. The inactivity of Waterberg Economic Development Agency did not help the economic development or growth either. At the heart of most of the challenges which have been identified is the allocation of resources. The small MIG budgets of the district municipality does not allow it to make serious fixed investments

Spatially all the municipalities continue to experience spatial distortions which are also a legacy of apartheid planning. To turn around the spatial patterns will require serious resources such as time and funds. As it is, some local SDFs are in practice still encouraging disintegration. Some houses are still built away from the town thereby perpetuating the fact the poor people a great distance from their places of work. It is also true that some municipalities do not have land because of

67 recklessness and today the development of some towns is stalled. Although the majority of municipalities have SDFs, they do not know how to implement and support form other spheres in that regard is also not forthcoming.

Institutionally, the administration of the municipalities is on the average sound. Some managers seemingly cannot manage the interface between the political and the administration. In the process, they forget to shoulder some of their responsibilities which are informed by various pieces of legislation. This attitude frequents itself in the absence of municipal managers in the Municipal Managers Forums and the failure of the Cluster meetings. The participation of the sector departments in the IDP processes and District Planning Forum should be strengthened in the New Year. Part of the causes of poor stakeholder management is lack of strategy and the absence of Communication Officials at WDM.

The poor implementation of capital projects by many municipalities affects service delivery negatively. The main causes of poor service delivery are non existence or weak of performance management systems. There is no system which can hold Senior Managers accountable for their poor performance or reward them for excellence. The status of many audit reports is discouraging. Part of the explanation is the dismissal or attraction of competent Chief Financial Officers, dysfunctional Audit Committees, weak Internal Audit Units and poor internal controls and system. The unwillingness to seek assistance and lack of municipal support from the district municipality and DLGH are also contributory factors.

It takes too long for some local municipalities inform the district municipality about their priority issues before the end of first phase. The non alignment of processes between the sector departments and the district is still problematic. The projects of the sector departments are running in front of the analysis phase of the IDP.

The strategic session will shed some more light on the priority issues and challenges with a view of proposing different process requirements for different issues. The strategies that will developed must be specific measurable, achievable, relevant and time bound and should expressions in the SDBIP as well.

The support of Department of Economic Development Environment and Tourism in environmental management has been weakened. There are a number of environmentally impacting projects in Steenbokpan (Lephalale) and Mogalakwena in Waterberg area. The environmental issues of air pollution, land degradation, endangering biodiversity and solid and hazardous has been identified in the Environmental Management Plan for all the local municipalities. The important thing is to implement the plan and receive hands on support form the Province.

Waterberg has 8 of the 11 sector plans mentioned in the evaluation framework. The sector plans are aligned mainly to the powers and functions of the district. As it was mentioned in the SWOT analysis, the Waterberg District Municipality was not good at implementing some of the sector plans such as the LED strategy, Mining Strategies, Tourism, and Waste Management. Integrated Transport plan and the Spatial Development Framework mainly because of the constraints of funds and poor project management.

2.12 .PROBLEM STATEMENT

The 2008/2009 IDP of the Waterberg District Municipality obtained a high credibility rate which means that the compilation was acceptable. Even if the IDP was credible, it goes without saying there are some weaknesses in the document that must be improved. A lot of lessons can be drawn from the comments made by the MEC in her Assessment Report. The main challenge for Waterberg is implementation of the capital and operational projects of the IDP.

Amongst others, the following, can be done

Improving the strategic objectives of the service delivery targets

Improvement of the Service Delivery Budget Implementation Plan. Full implementation of a credible Performance Management System.

SECTION C : VISION.

3. Vision statement

Waterberg- the cradle of rural growth and development

SECTION D: MISSION

4.1. Mission statement

To provide a municipal governance management framework that ensures sustainable service delivery towards a better life for all.

4.2. Values Commitment Integrity Productivity Excellence Transparency Accountability

SECTION E: STRATEGIC OBJECTIVES

5.1. INTRODUCTION

The priorities and challenges which were identified in the Analysis Phase inform the strategies which are crafted during this phase. The strategies are integrated with all the necessary sector plans and take into consideration the resources at the disposal of the municipality. The leadership of the municipality made strategic choices and trade offs. These strategies are not only being comprehensive but also implementable and solution oriented. Projects were also identified during this phase.

By the end of the term of Office (2011) of the current Council identified and strives to achieve the under-mentioned strategic objectives should be achieved:

To provide effective and efficient support to the local municipalities. To support social inclusion and social cohesion by implementing the SDF and other policies. To support district-wide economic development through WEDA To improve the implementation of strategies and plans. To alleviate poverty in the district. To support infrastructure development. To improve the quality of the people of Waterberg. To ensure that there is a safe and healthy environment. To combat HIV/AIDs, Malaria and other diseases. To improve the institutional efficiency and effectiveness of government.

SECTION F: DEVELOPMENT STRATEGIES

6.1. Localised Strategy Guidelines

It is imperative that sector plans should be aligned to the local context of the district municipality if they have to be relevant and to provide proper development. The main purpose is to ensure that the development of strategies take into cognizance all the relevant polices and legislation and adapt them to the local conditions.

6.1.1.Localised Spatial Strategic guidelines

The spatial challenges in Waterberg District are amongst others, spatial disparities, concentration of economic resources in the former white areas, development of informal settlements and service backlogs. As it is, the spatial distortions are not conducive to the objectives of nation building and social and economic inclusion. Investment in the nodal areas becomes a critical matter. The Land use Management Schemes of many municipalities are still operating along the racial lines and not inclusive of the whole municipal area. The Waterberg District Municipality is currently reviewing its Spatial Development Framework.

Table 6.1: Localised Spatial Guidelines

Principle Localised strategic guideline

NSDP provides that fixed investment should be focused on Waterberg District should assist in developing a Master localities of economic potential in order to sustain and plan Infrastructure Plan for its growth points (municipalities) stimulate economic activities and create long terms and government in general should invest in fixed employment investments in the municipal and provincial growth points.

NSDP provides that Integrated Development Plan should The housing projects of the local municipalities and land overcome the spatial distortions of apartheid and that future developments should maximize the existing infrastructure. settlements to be channeled within the nodes and activity The SDFs should promote integration. corridors which link with main growth points

Table 6.2: Basic services

RSA Constitution provides that municipalities should render The Waterberg District Municipality should co-ordinate and basic services to its citizens. gives support to the basic services efforts of the local municipalities.

6.1.2: Local Strategic guidelines for Economic Development

Waterberg District Municipality has the constitutional responsibility to enhance social and economic development. To do that, the municipalities, inter alia, should create a conducive environment for local business to flourish through making progressive policies and by-laws which are in harmony with the National Economic Policy. To deal with the challenges of the second economy, Waterberg District Municipality must not only develop strategies but also implement them. The following may be done:

Formulate progressive polices and by-laws Co ordinate or assist in coordinating economic development programmes Provide Infrastructure for business Develop incentives for local investment Develop SMMEs Develop strong partnerships with business Maintain its rural focus

Policy and Principle Localised Strategy guideline WDM LED strategy should create jobs and take advantage PGDS target is to increase economic growth by 9%(2001- of comparative and competitive advantages of the area. 2010 and 12% (2010- 2020) WDM should support ASGISA projects of skills ASGISA skills development strategies development such as Dinaledi Programme, Career Guidance Programmes, Upgrading of FETs and Kharikhude Projects

WEDA should promote the growth of SMMEs. Implement EPWP programmes. Develop progressive policies and by-laws PGDS target is to increase investment of R8,6 million WDM can increase investment in infrastructure in the growth points

6.1.3: Localized Strategic guidelines for Environmental Management

Waterberg District Municipality is blessed with natural resources which must be conserved. It has a biodiversity of international recognition in the Biosphere and is wetland and tourist attraction. The Environmental Management Plan of the District Municipality has identified environmental issues in the local municipalities. One of the strategic objectives is to ensure sustainable development. The National Environmental Management Act and Local Agenda are main guidelines with regard to environmental management

PRINCIPLE & NORM Localized Strategic Guideline

Avoid pollution and degradation of the environment Develop and Implement Environmental Management Plan Minimize loss of biological diversity Support local municipalities in implementing environmental management education programmers.

PGDS objective is to promote a safe and healthy Support Arbor Week Activities and DWAF Initiatives environment

Avoid water and ensure recycling Develop and implement Waste Management Strategy

Avoid disturbance of cultural heritage sites Regulate through by-laws.

6.1.4. GOOD GOVERNANCE

3.4 Localised guidelines for rural development and poverty alleviation and gender equality

The women, children, people with disabilities, the aged, the farm workers and rural residents are most vulnerable groups in the communities. The disparities and poverty express themselves along racial and spatial lines. These socially disadvantaged are found in rural villages and townships. Since development is about improving the lives and standards of living of people, the said groups should benefit as well. Their rights to basic and human dignity are protected in the Constitution of the RSA.

Inequality also plays itself in the form of unemployment and empowerment opportunities among women, people with disabilities and the youth. The IDP in particular and the municipal polices in general should assist in dealing with the issues of inequality and employment. The causes of these inequalities and influence over access to and control over the social, political and economic resources should be fully understood. All of these have a bearing on service delivery and development in the context of the IDP. The mainstreaming of the gender in the IDP process is important.

War on poverty programme and other poverty alleviation programmes must be assisted and be complemented by municipalities to assist in dire need. The introduction of mayoral bursaries for the learners who come from poor families should be used as a relief measure. The main instruments which are used against poverty are co-operatives ,food security and local economic development programmes.

Table 6.5: Local Economic Development Guidelines

PRINCIPLE AND NORM Localized Strategic Guideline

PGDS target is to reduce poverty level by half by 2014 WDM develop and implement LED strategies & EPWP projects. PGDS target is to reduce dependency ratio from 9,39 to 4,6 by 2009 WDM should intensify the implementation of ABET programmes. PGDS is to reduce the level of illiteracy from 25% to 10% by 2009 Develop and implement HIV/AID strategy and programmes

PGDS is to reduce the spread of HIV/AIDS

PGDS is to reduce all forms of crime by 50% by 2009 WDM can implement Moral regeneration programme, Child and women abuse campaigns

6.1.4. MUNICIPAL TRANSFORMATION

Localised Institutional guidelines

The IDP of the municipality may not be implemented if institutional bottlenecks and challenges are not given the necessary attention. Although Waterberg is not provider of basic services, there are inefficiencies in the provision of firefighting, disaster management, execution of capital projects, Intergovernmental relations, and some deficiencies in the organizational culture and employment equity issues. Waterberg District can improve by being results orientated and service and client orientated. The SWOT Analysis is the main point of reference in this regard.

Table 6.6: Institutional Guidelines

PRINCIPLE AND NORM Localized Strategic Guidelines

PGDS target is to improve service delivery rating from 34% WDM reviews and assess Performance Plans of Senior to 80% by 2009 Managers.

Establish Monitoring and Evaluation Forum

Service and Client Orientated Conduct community satisfaction surveys and use Complaints management systems and implement improvement measures.

WDM should develop a Human Resource Development PGDS to increase skills in project management, financial Strategy and include the scarce skills in the WSP management, contractual management, policy development

79 and advocacy WDM should develop an Institutional Plan.

6.2 .DEVELOPMENT STRATEGIES

The priority issues are categorized into the five key performance areas of the local government strategic agenda. From the priorities, the relevant strategies developed.

Table 6.7: Strategies

KPA PRIORITY OBJECTIVE(S) STRATEGY PERFORMANCE SECTOR PLAN INDICATOR INSTITUTIONAL Institutional To establish Implement Submission of Institutional Plan DEVELOPMENT development PMS in seven district wide PMS First phase & municipalities by reports: Organisational TRANSFORMATION the end of 2011 Review PMS WDM,TLM and Performance Framework MLM Management To promote System sound and effective Develop and administration by implement 2010 Institutional Plan

To improve Conduct Number of reports Communication customer and Satisfaction Strategy client service by Surveys 70% by 2010

Implement Number of reports complaint management system

To develop and Development of Credible SDBIP SDBIP approve credible credible signed by the SDBIP by the Municipal Mayor. end of May 2009 scorecard Draft SDBIP to be Review submitted to performance National Treasury targets and by the 31 March indicators 2009. To develop and Development of a Number of WSP improve skills of credible skills reports employees by plan

80%. To develop and Development of Number of review 10 policies by-laws and policies and by- and 11 by-laws policies laws developed by 30 June 2009. BASIC SERVICE Disaster To implement the Completion the Number of Reviewed DELIVERY Management current disaster establishment of centres Spatial management disaster completed Development framework by the management Number of Framework end of June centres Disaster 2010. Provision of staff management Disaster vacancies filled management Establishment of Framework unit of volunteers Number of volunteers trained Fire fighting To render an Provision of Number of fire Disaster effective fire suitably qualified fighting officials Management fighting services staff employed Framework in all municipalities by 2011 Infrastructure To provide Development of Developed Infrastructure

82 development support to all Infrastructure Infrastructure investment Plan economic Master plan Plan development related infrastructure projects in all municipalities by the end of 2009 Electricity To support local Coordination of Number of Electricity municipalities in Electricity Electricity Forums Savings Plan their supply of Forums convened electricity to all households by 2009 Water To ensure Develop a Implementation of Water Services sustainable drought relief Programme Development drought relief programme Plan programme is implemented Sanitation To support all Participation in Number of local the development Strategies municipalities in of sanitation developed

developing strategies sanitation strategies Environmental To support all Development of Number of IWMP Environmental Management local air quality by- adopted Management municipalities in laws Plan preserving Number of biological Implementation licenses given. Integrated Waste diversity and of Environmental Management cultural sites by Management Plan 2011 Plan

To ensure a Support sustainable environmental environment by management 2011 programmes

Municipal Health To provide an Finalising 78 Insitutional Plan effective processes. municipal health on a district wide basis by 2011

Special groups To support Identification and Number of Supply Chain (Women, PWDs Graduate implementation of ASGISA projects management and Youth) Programme in empowerment implemented Policy the district by strategies. 2010. Employment To effectively Equity Plan support the empowerment of the youth, women and people with disability.

LOCAL ECONOMIC Economic To contribute to Promotion of Number of SMME LED Strategy DEVELOPMENT development reducing SMMEs. programmes unemployment by Development of developed Mining Strategy half by 2010 progressive Tourism Strategy economic policies To unlock the Implementation Agriculture potential of of EPWP Strategy tourism in the Promotion of Number of district WDM icons brochures

To contribute to Promotion of Number of fixed the economic investment in investments growth of the infrastructure Province Number of decent annually jobs created

To support Implementation chemical and of creative industry Mining Strategy Participation of and service mining in Labour priority sectors and Social plans by 2011 To increase the Implementation Number of contribution of of Tourism, strategy related agriculture in the Mining and projects economy of Agriculture implemented district by strategies supplying value chain in agro processing

To implement Development of Number of reports

reviewed SDF SDF Project Project Implementation Plan Transport To review the Review ITP Number of Integrated current ITP by projects Transport Plan June 2010 implemented FINANCIAL Financial To comply with Compliance Number of reports Finance Plan VIABILITY AND Management the provisions of submitted MANAGEMENT the MFMA To reduce the Development of Number of Finance Strategy dependency of strategies strategies crafted the municipality on grants To empower 50% Development & Number of HDIs BBBEE of the historically Implementation who were disadvantaged of the BBBEE awarded tenders individuals by scorecard 2011 To develop and Development of Developed Anti corruption implement a new Financial System Financial system strategy financial management

system in 7 municipalities system by 2012 Reviewed spatial SPATIAL ANALYSIS Infrastructure Review SDF Implementation Number of SDF Development & RATIONALE Development of SDF projects projects Framework supported

GOOD Communication To enhance Development Number of Communication GOVERNANCE effective and Communication Strategy AND PUBLIC communication implementation of Forum reports PARTICIPATION between and Communication among all the strategy municipal stakeholders by 2010 Skills To effectively Development of Numbers of Skills Development support three Training Wards Committee Development ASGISA skills programme members and Strategy initiatives by Traditional 2011 participating in programmes

To provide all Development of Number of municipalities support programmes with support programmes initiated Intergovernmental To ensure an Review IGR Number of IGR Public Relations effective IGR protocol programmes participation service by 2009 implemented Strategy Development of Public IGR Protocol participation strategy

6.3 Financial strategy

The dependency of the Waterberg District Municipality on grants and loss of RSC levies have left it with a small revenue base. It is important for the municipality to think creatively about new sources of funds and use licences of air quality to improve its revenue base. At this stage, it is critical to define strategies in a realistic way by considering all the resources at the disposal of the municipality. The resources which will be needed to implement the strategies are found in the form of human resources, natural, financial, information for all the priority. The financial strategy defines the ways and the means of increasing revenue and obtaining external funding. A financial committee may be established to look into the the development of the strategy.

The financial strategy mainly comprises of:

Innovative ways of raising revenue Asset management strategies Final management procedures Internal Audit procedures Capital financing through grants and loans Operational finance strategies by entering into partnerships with other municipalities. Cost effectiveness strategies.

6.5 .Summary list of identified projects ( both capital and operating)

District wide Performance Management System (C ). Land Audit( O). Integrated Financial Management System(C ). Government Complex: Township Establishment(O). Co –ordination of district-wide LED(O). Tourism Development (O). Extension and upgrading of Abattoir(C). Communication Strategy & Public Participation Strategy (O). Waterberg Biosphere Meander Reserve (O). Solid Waste Feasibility Study(O) Municipal Health Plan (O). Learning & Sharing Agreements (O). Gender Mainstreaming (O).

HIV/AIDS Strategy & Disability (O). Training of Volunteers (O). Municipal IT‟S System (O). Procurement of Moveable Assets (O). Anti –Fraud Hotline (O). Youth (O). WEDA(O) Water Sampling Software(C ) District Public Participation (O) Sports, Arts and Culture. BEE Scorecard(O) Disaster Management( C & O) Upgrading of Store room(C ) Lephalale Disaster Management Cabling(Capital) Co-ordination of district-wide LED Donor Funding Strategy

SECTION G: PROJECTS

8.0. INTRODUCTION

After having formulated the strategies, the next logical step is to develop projects. It is therefore clear that the project phase is about the design and specification of projects that the WDM will implement in the 2009/2010 financial year and even beyond. The available resources were taken into consideration when projects are proposed. The WDM has ensured that the identified projects have direct linkages with the priority issues and the objectives which were identified in the preceding phases. The nature of the projects determines the amount of the technicality and the strategy needed and should not be taken for granted. The localized strategic guidelines and the strategies are central in project development- which means that projects must carry strategic emphasis. The projects are detailed more in the Service Delivery and Budget Implementation Plan.

8.1 .High level Spatial Development Framework

The Spatial Development Framework was adopted in 2003. Currently it is under review.

Purpose of Spatial Development Framework(SDF)

To give direction and guide decision making and action over a five year period in matters of planning and development. Because all human activities have a spatial dimension. They have an impact on space and space have impact on human action as well.

The SDF focuses on dismantling spatial distortions of the past, integrate the District SDF and the Provincial SDF. Land Development must support and facilitate economic growth and development and social development.

Four of the six municipalities excluding Modimolle and Mookgphong Local Municipalities have SDFs.The settlement hierarchy of the current SDF shows that order settlement has been sub –catergorised into four settlement types namely

Urban towns, rural towns, large villages and small villages. There are 170 villages in Waterberg. Bela,Bela, Lephalale, Modimolle, Mogalakwena, Mookgophong,and Thabazimbi are the part of the 17 Provincial Growth Points. There are also six municipal growth points namely Pienaarsrivier, Vaalwater, Rebone, Bakenberg, Roedtan and Northam.

(Attach a SDF Map)

Key challenges

Poor Implementation of Spatial Development Framework projects and Land Use Management Schemes. The management of the Biosphere and other environmental management issues are a challenge. The is in general a shortage of water in Waterberg. Large of productive land is used for game farming.

An insight into the space economy, can enable planners to give expression to the development objectives of the Waterberg District Municipality. The SDF has an influence of the type and quality of services and the implementation of strategic agenda of local government.

8.2. Implementation Plans

8. 2.1 FIVE YEAR PROGRAMME

Priority Project Responsible 06/07 07/08 08/09 09/10 10/11 Manager R R R R R

2.Disaster Training of Fire MCSS - 330,00 330,000 150,000 - Management Fighters

4.Local Tourism MPED 800,000 1,500,00 1,250,00 500,000 700,000 Economic Development Development 4.Local Waterberg MPED 340,000 1,500,000 1,500,000 1,500,000 1,500,000 Economic Economic Development Development Agency

4.Local Waterberg MPED 900,000 900,000 3,000,000 420,000 - Economic Biosphere Development 6.Municipal Finance CFO 150,000 - 2,500,000 2,500,000 2,000,000 Support & Management Institutional System Development 6..Municipal Procurement of MCSSS 600,000 4,550,000 2,100,000 1,000,000 - Support Moveable

&Institutional Assets Development 6.Municipal Revision& MCSSS 100,000 500,000 R500,000 - - Support & Development of Institutional by-laws Development 5. Municipal IT Master plan MCSSS 6,800,000 2,500,000 2,500,000 500,000 - Support & Institutional Development 8.Community IDP Roadshows OMM 300,000 300,000 400,000 400,000 400,000 Participation & Good Governance 6.Municipal Performance OMM 400,000 400,000 2,200,000 6,000,000 - Support & Management Institutional System Development 7.Abattoir Upgrading of MPED 100,000 3,200,000 1,000,000 2,000,000 - Abattoir 11.Sports,Arts& Arts ,Sports & MEMO R300,000 R750,000 600,000 600,000 620,000 Culture Cultural Festival

8.2.2. THREE YEAR PLAN

Municipal Projects

Priority Project name Location Source of 2009/2010 2010/2011 2011/2012 Funding R R R

1. Municipal Health Municipal District-wide WDM & 1,000,000 - - Health Plan

2. Disaster Management Disaster District wide WDM - - - Management 3. Fire Fighting Training of Fire WDM WDM 150,000 - - Fighters 9.586,000 Disaster management 4. Local Economic Co-ordination of Modimolle WDM 100,000 150,000 150,000 Development Districtwide LED Tourism District-wide WDM 500,000 700,000 700,000 development Waterberg District -wide WDM 420,000 - -

Biosphere Meander Route WEDA WDM WDM 1,500,000 1,500,000 1,500,000 6. Municipal Roads & ------Storm water 7. Municipal Support & Performance District WDM.LMs 6,000,000 - - Institutional Management &DBSA Development System IT MasterPlan District -wide WDM 500,000 - - Procurement of District _wide WDM 1,000,000 - - Moveable Assets Donor Funding District-wide WDM 200,000 - - Strategy

Cabling of Lephalale WDM 350,000 - - Lephalale Disaster Management Centre Water Sampling WDM WDM - 10,000,000 - Software

8. Abattoir Upgrading of District -wide WDM 2,000,000 - - Abattoir 9. Community Communication District-wide WDM 200,000 200,000 200,000 Participation & Good & Public Governance Participation Strategy District Public District-wide WDM 1,000,000 1,000,000 1,000,000 Participation- EMO District Public District-wide WDM 500,000 500,000 500,00 Participation- IDP Learning & WDM WDM 100,000 100,000 100,000 Sharing Gender WDM WDM 100,000 120,000 120,000 HIV/AIDS District Wide WDM 125,000 150,000 150,000 People with WDM WDM 100,000 120,000 120,000 Disability Youth Lephalale WDM 100,000 120,000 120,000 Anti-Fraud WDM WDM 150,000 150,000 150,000 Hotline Compilation of WDM WDM 200,000 - -

BEE Scorecard 9.Land Land Audit District-Wide WDM 4,000,000 - - 10.Transport Transport District-Wide WDM - - - 11.Sports,Arts & Culture Co-ordination of District-Wide WDM 600,000 620,000 630,000 Sports, Arts & Culture 12.Water ,Sanitation & ------Drought Relief 13.Environmental ------Management 14.Electricity ------

8.2.3 SECTOR DEPARMENT PROJECTS

Project Name & Source of Municipality 2009/2010 2010/2011 2011/2012 description funding R R R D180/170: Bela- Department of Bela-Bela - - 10,000,000 Bela to Alma Roads & Transport D192: Marken to Department of Mogalakwena - 35,000,000 20,000,000 Garapadi: Gravel to Roads & Tar Transport

D3537: Harry Department of Mogalakwena - 10,000,000 - Roads & Openheimer to Transport Bakenberg: Gravel to Tar D888/D192: Department of Mogalakwena - - 10,000,000 Roads & Rhinoysterfonetin to Transport Melkrivier : Gravel to Tar D3564/D3556: Department of Mogalakwena - 10,000,000 30,000,00 Roads & Marken to Gilead Transport D1234: Department of Thabazimbi - 10,000,000 30,000,000 Roads & Koedoeskop to Transport Northam to Dwaalboom: D1231 /D3363: Department of Mogalakwena/capricorn - 30,000,000 35,000,000 Roads & Mokopane to Transport GaMashashane Marakele to Department of Thabazimbi/Modimolle - 10,000,000 31,500,000 Roads & National Park Transport Thabazimbi Department of Thabazimbi - 10,000,000 30,000,000 Roads & D2702/D1629: Transport

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Dwaalboom to Derdepoort

D928: Marakele Department of Thabazimbi - 10,000,000 31,500,000 National Park to Roads & Transport Leeupoort Home-Based Cares Department of Lephalale 1,135,500 - - Health & Social Development Department of Modimolle 767,600 - - Health & Social Development Department of Mogalakwena 2,016,700 - - Health & Social Development Department of Mookgophong 193,800,000 - - Health & Social Development Department of Thabazimbi 453,200,000 - - Health & Social Development Bela _Bela 8,895,000 6,000,000 10,500,000 Department of Blaauboschkuil Education Primary School Vingerkraal Department of Bela-Bela - 9,000,000 9,93,000 Education

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Morukhurukhung Department of Lephalale 4,000,000 17,000,000 1,700,000 Education Primary School Lerekhureng Department of Lephalale 4,000,000 12,000,000 1,969,000 Education Combined School Lekkerbreek school Department of Modimolle R7,700,000 13,000,000 8,93 ,000 Education Modimolle Department of Modimolle R5,618,925 Correctional Correctional Centre Service Department of Modimolle R6,192,014 - - Correctional Service Modimolle R3,211,858 - - Monyebodi Family Department of Modimolle - 500,000 - Agriculture Farming Itereleng Agric Department of Modimolle - 400,000 - Agriculture Project Durec Muterewa Department of Bela-Bela - 500,000 - Agriculture Durec Muterewa Department of Bela_Bela - 2,000,000 - Agriculture Electrification ESKOM Mogalakwena - 1,034,256 - Mogalakwena - 3,064,278 - Mogalakwena - 4,262,598 - Bela-Bela - 3,497,658 - Mookgophong - 7,546,780 -

NB : Nothing was budgeted for road maintenance

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INTERGRATION PHASE

9.1.Introduction

Integration is important even from the beginning of the first phase of the IDP processes. In this phase, it is just a matter of confirmation and a summarised version of the sector plans which informed the other phases of the IDP. It is critical to emphasis the link between different KPAs and the other phases of the IDP with a view of strengthening the credibility of the IDP. The priorities and challenges which were identified in the first phases were eventually translated into projects after having strategized as to how they can be resolved. All of the resources of the municipalities and the strategic objectives which relate to service delivery converge in the form of a Service Delivery Budget and Implementation Plan. It is not a monitoring tool but is also explains the resources(all forms) at the disposal of the municipality. In more ways than one, the five key performance areas are also converge in the SDBIP.

9.1 Draft Service Delivery and Budget Implementation Plan

The draft SDBIP complies with Circular 13 of the National Treasury. Currently it does not have the cash flow projections and capital works plan. It is attached as one of the implementation plans

9.2. Financial Plan

The Financial shows the financial resources that have been committed for the proper implementation of the Integrated Development and Planning. An effective and efficient orgnaisation with motivated and skilled human resources can pursue the objectives of local government agenda even better.

Expenditure

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Medium Term Revenue and Expenditure Framework Expenditure by type 2009/10 2010/11 2011/12 R R R Employee related 40,812,022 44,893,225 49,382,547 costs Remuneration of 4,278,326 4,706,159 5,176,775 Councillors Bad debts 50,000 55,000 60,500 Depreciation 2,341,500 2,575,650 2,833,215 Fire-fighting 9,423,310 10,095,510 11,195,025 Repairs & 494,258 543,684 598,052 Maintenance General expenses 13,369,379 14,678,817 16,146,698 Loss on disposal of - - - property, plant and equipment Project expenditure - - - Total 70,768,796 77,548,044 85,392,813

Capital expenditure

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Medium Terms Revenue and Expenditure Framework 2009/10 2010/11 2011/12 Municipal Health 1000,000 - - Disaster Management 9,635,000 - - Local Economic 2,520,000 2,350,000 2,350,000 Development Roads & Storm water - - - 11,150,000 3,000,000 - Municipal support & Institutional Development Abattoir 2,000,000 - - Community 2,650,000 2,550,000 2,550,000 participation & Good Governance Land 4,000,000 - - Transport - - - Sports, Arts & Culture 600,000 620,000 630,000 Water, Sanitation and - - - Drought Relief Environmental - - - Management

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Electricity - - - Total 33,555,000 8,520,000 5,530,000

Operating Expenditure vote

Medium Terms Revenue and Expenditure Framework 09/10 10/11 12/12 R R R Budget & Treasury 8,357,268 9,192,995 10,112,294 Municipal Manager Municipal manager 5,431,866 5,975,053 6,572,558 Disaster & firefighting 14,310,142 15,471,024 17,108,091

Corporate Support & 10,680,184 11,728,403 12,901,243 Shared Services Planning & Economic 3,413,850 3,750,835 4,125,919 Development 2,907,969 3,198,766 3,518,643 Abattoir Infrastructure 2,169,140 2,382,753 2,621,029 Development Office of the Executive 11,288,417 12,417,259 13,658,985 Mayor

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Social Development & Community Services 1,572,887 1,730,176 1,903,193 Social development and community services

Municipal Health 10,673,073 11,700,781 12,870,859

Total 70,768,796 77,548,044 85,392,813

9.3 Organisational Performance System

According to the 2006 IDP, the Waterberg District Municipality has developed a Performance Management System. The biggest challenge has always been the implementation of the performance management system. The service delivery targets can be best pursued in the form of a performance management system which will involve even the non-section 57 employees.

The Municipality has appointed Institute Performance Management to establish a performance management system in all seven municipalities. The performance plans should also include all the employees not only the section 57 managers and the Municipal Manager. The system will only work when all the parts of the system are functional. It is therefore proper for the municipality to develop progress performance management policy within the ambit of the law and the regulations.

Amongst others, the envisaged performance management must produce the following outcomes.

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Development of a Service Delivery and Budget Implementation Plan Performance Management Policy Community participation in performance Monitoring and evaluation Reports An automated system

All the attempts in the past of implementing a Balanced Scorecard did not materialize. The performance management system is now in the Office of the Municipal Manager. The high level SDBIP seeks to serve as an organizational performance in support of individual performance. The two are closely linked to each other.

SECTION J : ANNEXURES

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J1 Detailed Spatial Development Framework Yes J2 Detailed Disaster Management Plan Yes J3 Waste Management Plan Yes J4 Integrated Transport Plan Yes J5 Local Economic Development Strategy Yes J6 Communication Strategy Yes J7 Public participation Strategy Not done J8 Human Resources Management Strategy Yes J10 Anti-Corruption Strategy Yes J11 Performance Management Framework Yes J12 Financial Strategy Not done J13 Donor Strategy Not done J14 Service Delivery and Budget Implementation Plan Yes J15 Institutional Plan Yes J16 Sector department needs Yes

ABBREVIATIONS

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DM: District Municipality

LM: Local Municipality

OMM: Office of the Municipal Manager

BTO: Budget & Treasury Office

CSSS: Corporate Support & Shared services

ID : Infrastructure Development

SDF: Spatial Development Framework

LED: Local economic Development

PGDS: Provincial Growth and Development Strategy

SDBIP: Service delivery and budget implementation Plan

ASGISA: Accelerated Shared Growth Initiative of South Africa

MDG : Millennium Development Goals

5YLGSA: Five Year Local Government Strategic Agenda

NSDP: National Spatial Development Perspective.

IDP : Integrated Development Plan

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