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Greater Giyani Municipality Draft Integrated Development Plan

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Greater Giyani Municipality Draft Integrated Development Plan “A Municipality where environmental sustainability, tourism and agriculture thrive for economic growth” Greater Giyani Municipality final Integrated Development Plan 2010 - 2013 [Type text] 1 MAYOR`S FOREWORD Cllr. Mathebula M.D MAYOR As per the Municipal Systems Act, 32 of 2000 that calls for the municipality to review its Integrated Development plan annually, Greater Giyani Municipality is once more putting all the effort in ensuring that our 2010/2011 Integrated Development Plan (IDP) best reflects the needs and aspirations of residents of Greater Giyani. The plan also lays down clear targets which residents may use to monitor implementation and progress. The 2010/11 IDP shall in a way guide us in the implementation of a performance management system and the budgeting process. We should endeavor in partnership with all sector departments and other government agencies to realize the noble plans enshrined in this plan. We are indeed fully conscious of our mandate as to uplift the socio-economic conditions of our people. We have a responsibility of making sure that basic services are provided to our people and that all these require prioritization through the process of planning taking into consideration the limited resources. To improve on service delivery, the Minister of Cooperative Governance and Traditional Affairs, Minister Sicelo Siceka and his department has implemented the Municipal Turnaround Strategy, that was developed for each individual municipality to ensure that the individual needs and priorities of each municipality and its community will be addressed. We had already begun to ensure that public participation is at the centre of the process, mainly because we view the IDP as the basis of community development. Our draft IDP was unveiled on Monday, 29 March 2010 in our full council meeting of which residents, civic organizations, Traditional councils, religious, cultural groups, sector departments, professionals, business community; political organizations, non-governmental organizations etc. were welcomed to send us the comments and queries about the plan until the 26 April 2010. Draft IDP copies were available at the Civic Centre, Library, Thusong Centers and Traditional Authority offices. Cllr. Mathebula M.D MAYOR 1 GOVERNANCE OF GREATER GIYANI DISTRICT MUNICIPALITY MAYOR SPEAKER CHIEFWHIP HONOURABLE MEMBERS OF EXECUTIVE COMMITTEE Cllr. Manganyi K.S Cllr. Hlungwani M.P Cllr. Mashaba D Cllr. Mabunda P.H Budget & Treasury Strategic Planning Health & Social Governance & Security Administration Cllr. Baloyi R.B Cllr. Bilankulu J.H Cllr. Mokoena A.T Cllr. Shivambu H.D Water & Energy & Land, Agric & Roads & Transport Sanitation Telecommunication Housing 2 TABLE OF CONTENTS NO DESCRIPTION PAGE NO Executive Summary 7 1. ANALYSIS PHASE 10 1.1 IDP Review Preparatory Process 10 1.2 The Planning Process 10 1.2.1 Institutional Arrangements for the IDP Process 10 1.3 Basis for the IDP review process 12 1.4 MUNICIPAL AREA INFORMATION STATUS QUO 12 1.4.1 Basic Municipal Information 12 1.4.1.1 Town and Settlements 12 1.4.1.2 Economic development in the area 13 1.4.1.3 Spatial Analysis 13 1.4.1..3.1 Purpose of Spatial Analysis 13 1.4.1.3.2. Settlement pattern 13 1.4.1.3.3. Settlement Hierarchy 14 1.4.1.3.4. Land Claim and Socio-Economic Implication 14 1.4.1.3.5. Land Reform 15 1.4.1.3.6 Illegal Land Occupation and informal settlement 15 1.4.3.1.7. SDF and LUMS 15 1.5 SOCIO ECONOMIC ANALYSIS 15 1.5.1 Demographics 15 1.5.2 Population 16 1.5.3 Age group profile 18 1.5.4 Number of households 19 3 NO DESCRIPTION PAGE NO 1.5.5 Level of education 19 1.5.6 Employment Profile 20 1.5.7 Household income 33 1.6 SERVICES AND INFRASTRUCTURE DEVELOPMENT 23 1.6.1. Background 23 1.6.2 Water 23 1.6.3 Sanitation 26 1.6.4 Electricity 28 1.6.5 Refuse removal 32 1.6.6 Housing 33 1.6.7 Roads and Transportation 34 1.6.7.1 Roads 34 1.6.7.2 Transportation 37 1.6.8 Telecommunication 38 1.6.9 Health Services 39 1.6.10 Safety and Security 41 1.7 The Environment 41 1.8 Education 43 1.9 Sport, Arts and Culture 44 1.9 Library Facilities 45 1.10 Arts and Culture 45 1.11 Heritage Sites 45 1.13 Thusong Service Centre 45 1.14 Rural Development 45 4 NO DESCRIPTION PAGE NO 1.15 Local Economic Development 46 1.16 Financial Viability 48 1.17 Transformation and Organisational Development 49 1.17.1 The Institution 49 1.17.2 Political Structure 49 1.17.3 Administrative Structure 50 1.17.4 Mandate, Powers and Functions 50 1.17.5 Good Governance and Public Participation 51 1.17.6 Relationship with Traditional Leaders 51 1.17.7 Special Programme 51 1.17.8 Portfolio Committees 51 1.17.9 Ward Committee and CDW 53 1.17.10 Public Participation and Communication Strategy 53 1.17.11 Overall Institutional Issues 53 1.17.12 Project Consolidate 54 1.17.13 Organisational Improvement 54 1.17.13 Stakeholder Analysis 55 1.17.14 SWOT Analysis 56 Developmental Priorities 57 MUNICIPAL WIDE ANALSIS 58 2 PHASE 2: STRATEGIES 76 2.1 Background 76 2.2 Vision 79 2.3 Mission 80 2.4 Logo 80 5 NO DESCRIPTION PAGE NO 2.5 Values 81 2.6 Strategy Map 82 2.6.1 Strategic Objectives 83 2.6.2 Strategic Alignment 84 2.6.3 Objective Attainment 88 2.6.4 Operational Strategies 90 3. PHASE 3 : PROJECTS 108 3.1 Introduction 108 3.2 Projects 108 4. PHASE 4: INTEGRATION 127 4.1 Sector Plans 127 4.2 Organisational Performance management 127 4.2.1 Monitoring 136 Strategic Scorecard (Table 4c) 143 Institutional Scorecard (Table 4d) 146 Turnaround Strategy (Table 4e) 184 4.2.2 Conclusion 193 5 ABBREVIATIONS 194 6 EXECUTIVE SUMMARY Introduction This section is a summary of what the Greater Giyani Municipality intends to achieve through an integrated planning process. In terms of the DPLG Guidelines for Performance Management the relationship between the Integrated Development Planning processes and Performance Management are described as: The IDP process and the Performance Management System should appear to be seamlessly integrated; IDP fulfils the planning stage of Performance Management Performance Management fulfils the implementation, management, monitoring and evaluation of the IDP process Performance Management must be seen as one of the instruments whereby the internal situational analysis, municipal strategy, business plans, IDP projects, budgeting and employee accountabilities are aligned and integrated. The development of the Organisational Performance Management System and the review of the Integrated Development Plan and the Budget progressed through the following phases: Planning Development Implementation Reporting, Monitoring and Review During the Planning phase an analysis was conducted in terms of the current developmental status at Greater Giyani Municipality. Statistical information is a constraint in that either it is outdated and still based on the 2001 Census and 2003 demarcation statistical information. It therefore has been a challenge to identify the current developmental status of Greater Giyani. For that reason various internal analysis processes took place, namely the determination of a number of critical success factors which the organisation needs to deal with - by means of an Improvement Survey; the establishment of the ultimate factors contributing to a performing organisation and to analyse whether the Greater Giyani Municipality is ready to improve on its performance. This was followed by identifying relevant stakeholders and the support which they render to the municipalities as well as the influence which those stakeholders exert on decision-making. Finally, an analysis was done to determine the internal strengths and weaknesses of the municipality as well as the external opportunities and threats which may have an impact on service delivery. 7 During the Development phase, the overall Strategy of the municipality was reviewed, which consists of Strategic Themes divided into the five DPLG Key Performance Areas and Strategic Objectives. The Strategic Themes and Objectives are contained in a Strategy Map which indicates how value will be created for stakeholders and communities. It provides a visual representation of the Strategy. This Strategy Map is based on the Balanced Scorecard Methodology. During this process Strategic Key Performance Indicators were developed, indicating clearly what the municipality intends to achieve, attaching accountabilities and how to measure the achievement of the Strategy. For Implementation purposes, the Operational Strategies of the municipality are determined through the operationalisation of the Strategic Objectives by means of identification of projects and initiatives which will ensure the achievement of the Strategy of the municipality. A crucial element of this phase is to ensure that the budget is aligned and integrated in terms of the operational strategies through allocating and provisioning of funds for the projects and initiatives identified. The Service Delivery and Budget Implementation Plan (SDBIP), as prescribed by the Municipal Finance Management Act will be the integral tool for monitoring the implementation of the Operational Strategies, Budget and Performance Management System. Greater Giyani Municipality is at the point where the Performance Management System is integrated with the IDP was implemented during the 2007/2008 financial year. During the next five years the Performance Management System will enable Greater Giyani to report, monitor and review the implementation of the Strategy through the monitoring of the implementation of the operational strategies through an automated Performance Management System. The Performance Management System will be reviewed annually and adapted as needed to ensure continuous improvements and changes according to changing circumstances and actual implementation of projects or initiatives. Vision “A Municipality where environmental sustainability, tourism and agriculture thrive for economic growth” 8 Mission “A democratic and accountable municipality that ensures the provision of services through sound environmental management practices, local economic development and community participation” The mission of the GGM was built into a definite value proposition and charter that should advance a high performance culture within the municipality.
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