ABSTRACT THIS REVIEWED 2020/21 IDP SEEKS TO PROVIDE AN OVER-ARCHING STRATEGIC FRAMEWORK FOR THE DISTRICT OVER THE NEXT FINANCIAL YEAR, AS WELL “GUIDE” THE DISTRICT FISCAL APPROPRIATIONS FOR THE 2020/21 MTREF
Contents SECTION 1 ...... 6
INTRODUCTION ...... 6
PURPOSE OF THE IDP ...... 6 FOREWORD BY THE EXECUTIVE MAYOR ...... 7 OVERVIEW BY THE MUNICIPAL MANAGER ...... 11
SECTION 2: EXECUTIVE SUMMARY ...... 12
VISION ...... 12 MISSION ...... 12 SECTION 3: SPATIAL RATIONALE ...... 15 SPATIAL DEVELOPMENT ELEMENTS WITHIN NORTH WEST...... 16 REGIONAL AND INTRA-REGIONAL ACCESSIBILITY AND MOBILITY ...... 16 THE SPATIAL DEVELOPMENT PATTERN ...... 18 CLUSTERS OF POPULATION AND ECONOMIC CONCENTRATIONS ...... 19 MAIN CONCENTRATIONS OF ECONOMIC ACTIVITY AND POPULATION (REGIONAL NODES) ...... 20 DEMOGRAPHIC PROFILE OF OUR DISTRICT...... 20 Total Population ...... 21 Population by population group, Gender and Age...... 26 OVERALL ECONOMIC OUTLOOK OF THE DISTRICT ...... 29 Gross Domestic Product by Region (GDP-R) ...... 30 Gross Value Added by Region (GVA-R) ...... 36 Household Infrastructure ...... 44 Household by Dwelling Type ...... 44 Household by Type of Sanitation ...... 48 Households by Access to water ...... 52 Households by Type of Electricity ...... 55
SECTOR PLANS...... 58
District SDF ...... 58 Spatial Development Frameworks ...... 62 Kgetlengrivier Local Municipality ...... 63 Moretele Local Municipality ...... 64 Moses Kotane Local Municipality ...... 65 Rustenburg Local Municipality ...... 67
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Households by Refuse Disposal ...... 69 LEGISLATIVE FRAMEWORK ...... 72 Binding legislation, policies, and planning requirements at National and Provincial Levels...... 72 Powers & Functions ...... 79 DISTRICT PRIORITIES ...... 82 Prioritized needs from constituent Local Municipalities ...... 82 MUNICIPAL PRIORITIES ...... 83 THE DISTRICT WIDE PRIORITIES ...... 84 LIST OF UNFUNDED PROJECTS AND PROGRAMMES WITHIN THE DISTRICT MUNICIPALITY ...... 85 1. ENVIRONMENTAL MANAGEMENT PROJECTS/PROGRAMMES ...... 85 2. COMMUNITY DEVELOPMENT SERVICES ...... 91 3. ELECTRICITY PROJECTS ...... 98 4. HOUSING PROJECTS ...... 100 5. LOCAL ECONOMIC DEVELOPMENT ...... 105 6. ROADS PROJECTS ...... 108 7. SANITATION ...... 113 8. WATER PROJECTS ...... 117 9. SPATIAL PLANNING, LAND USAGE AND INSTITUTIONAL DEVELOPMENT ...... 123 SECTION 3: IDP PLANNING PROCESS ...... 124 THE PLANNING PROCESS ...... 124 ROLES AND RESPONSIBILITIES OF VARIOUS KEY ROLE PLAYERS ...... 127 ALIGNMENT WITH NATIONAL AND PROVINCIAL POLICY CONTEXT ...... 129 National Development Plan ...... 129 Outcome Approach ...... 131 Table 5: Government's Outcomes ...... 132 Nine (9) Point Plan ...... 132 SECTION 4: GOVERNANCE AND INSTITUTIONAL ARRANGEMENTS ...... 134 District Governance Model ...... 134 Council’s Political Structure ...... 135 Political Party Whips ...... 139 Administrative Structure ...... 140 District Key Performance Areas and Objectives ...... 142 Operational Strategies ...... 144
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Basic Service Delivery and Infrastructure Investment Strategies ...... 145 Basic Service Delivery and Infrastructure Investment Strategies ...... 146 Basic Service Delivery and Infrastructure Investment Strategies ...... 147 Municipal Financial Viability and Management Strategies ...... 148 Local Economic Development Strategies ...... 149 Municipal Transformation & Organisational Design ...... 150 Good Governance and Public Participation strategies ...... 152 Good Governance and Public Participation strategies ...... 153
Facilitate and Support Municipal Committees ...... 153
IGR ...... 153
TOP TEN (10) STRATEGICAL RISK IDENTIFIED ...... 154 Current Mitigating Measures ...... 154 Responsible ...... 154 Person/ Persons ...... 154 SECTION 5: 2020/2021 MEDIUM TERM REVENUE AND EXPENDITURE FRAMEWORK (MTREF) AND THE FINANCIAL PLAN ...... 158 2020/21 FINANCIAL PLAN ...... 162 1. INTRODUCTION ...... 162 2. BACKGROUND ...... 162 3. THE PURPOSE OF THE FINANCIAL PLAN ...... 163 4. KEY FOCUS AREAS OF THE FINANCIAL PLAN ...... 163 4.1 TRADE PAYABLES ...... 163 4.2 REVENUE ...... 163 4.3 EXPENDITURE AND COST CONTAINMENT MEASURES ...... 168 4.4 DEBT COLLECTION STRATEGY (N/A) ...... 172 4.5 INDIGENTS (N/A) ...... 172 4.5 DATA CLEANSING (N/A) ...... 173 4.6 REPAIRS AND MAINTENANCE OF INFRASTRUCTURE ASSETS (N/A) .. 173 4.7 CASH FLOW MANAGEMENT-SEE ANNEXURE A ...... 173 4.8 COST REFLECTIVE TARIFFS (N/A) ...... 174 CASHFLOW PROJECTIONS ...... 175 SECTION 6: SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN ... 176 ORGANISATIONAL STRUCTURE...... 193 OFFICE OF THE EXECUTIVE MAYOR ...... 193
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OFFICE OF THE SPEAKER ...... 194 OFFICE OF THE SINGLE WHIP ...... 195 OFFICE OF THE MUNICIPAL MANAGER ...... 196 CORPORATE SUPPORT SERVICES ...... 199 DEPARTMENT OF ECONOMIC DEVELOPMENT, TOURISM, AGRIC & RURAL DEVELOPMENT ...... 202 BUDGET & TREASURY ...... 203 DEPARTMENT OF HEALTH AND ENVIROMENTAL SERVICES (A) ...... 204 DEPARTMENT OF MUNICIPAL HEALTH & ENVIROMENTAL SERVICES (B) .... 205 SECTION 7: INTEGRATION AND OPERATIONAL STRATEGIES ...... 212 BOJANALA PLATINUM DISTRICT MUNICIPALITY DISASTER MANAGEMENT FRAMEWORK ...... 212 BOJANALA PLATINUM DISTRICT MUNICIPALITY DISASTER RISK MANAGEMENT PLAN ...... 212 LOCAL ECONOMIC DEVELOPMENT STRATEGY ...... 214 TOURISM ...... 214 AGRICULTURE...... 214 TOURISM DEVELOPMENT STRATEGY ...... 215 PMS FRAMEWORK ...... 215 AIR QUALITY MANAGEMENT PLAN ...... 216 ENVIRONMENTAL MANAGEMENT FRAMEWORK ...... 216 INTEGRATED WASTE MANAGEMENT PLAN ...... 217 INTERNAL AUDIT PLAN ...... 217 FRAUD POLICY AND RESPONSE PLAN ...... 217 WORKPLACE SKILLS DEVELOPMENT PLAN ...... 218
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SECTION 1
INTRODUCTION
According Section 152 and 153 of the Constitution of the Republic of South, local government is responsible for the development process in a given municipal area, and responsible for planning and development of the specific area. The constitutional mandate is to align management, budgeting and planning functions to its objectives and gives a clear indication of the intended purposes of municipal integrated development planning.
The Bojanala Platinum District Municipality acknowledges its constitutional responsibility and understands the importance that strong political leadership; sound administration and financial management plays in the effective functioning of a municipality and has therefore reconfirmed its Vision, Mission and Mandate, which are:
PURPOSE OF THE IDP
The purpose of integrated development planning is a faster and more appropriate delivery of services and providing a framework for economic and social development in a municipality. The integrated development planning is aimed at contributing towards eradicating the development legacy of the past, making the notion of developmental local governmental work and fostering co-operative governance
The IDP must be reviewed annually and is the municipal strategic planning instrument that guides and informs all planning, budgeting, management and decision making in a municipality. It is a tool for bridging the gap between the current reality and the vision of satisfying the needs of the whole district community in an equitable and sustainable manner. The integrated development planning will enable the Bojanala Platinum District Municipality to develop Service Delivery and Budget Implementation Plan (SDBIP) capacity to mobilise resources and to target activities
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FOREWORD BY THE EXECUTIVE MAYOR
It is with great pleasure as the Executive Mayor of Bojanala Platinum District Municipality to present to the Council, communities and various stakeholders of the Municipality, the Draft IDP Review for the 2020/21 Financial Year.
The Integrated Development Plan (IDP) is presenting the strategic blueprint for Bojanala Platinum District Municipality that communicates to the community of Bojanala Platinum service delivery priorities within its jurisdiction.
The drafting of the IDP requires a lengthy planning process, and involves a wide range of role players from inside and outside the municipality. The process therefore needs to be properly organized and prepared.
As a result, municipalities are required to prepare an Operational Plan (commonly known as a Process Plan) which indicate what needs to happen, by when, whom and where and includes the costs estimates for facilitating the process.
It is very important for municipalities to adhere to this plan in order to fulfil the legal requirements of Section 28 of the Local Government Municipal Systems Act of 2000. The processes to be followed in preparing our IDP`s are as well guided by White Paper on Local Government promulgated in 1998.
The plan takes cognizance of the successes and challenges of the entire district and outlines projects designed to circumvent the identified service delivery challenges. It also gives an overall framework for development and focuses on economic and social development of the district as a whole.
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This Reviewed IDP document is a result of yet another extensive consultative process undertaken by our local municipalities within the district. It is an expression of the general interest of our people and a mirror that reflects the holistic approach to this process.
We are striving to keep the promise we took when we assumed our responsibilities, that’s the promise of improving lives of our communities.
When reflecting back to the previous financial year, I look back with a bit of disappointment. Our planned goals, through various KPIs were not achieved, long and short terms. This is because the municipality went through a serious financial challenges. As a result, we were unable to keep the fire burning as expected.
I can report that during the second half of the year in the 2019/2020 financial year, there was an amount of R134m which was erroneously transferred into the Bojanala Platinum District Municipality bank account. We later learned that the money was meant to be going to the Rustenburg Local Municipality. About R84m of the money was, therefore used, and R50m was redirected to the Rustenburg Local Municipality. I also note that these transactions were not brought to the attention of the municipal council.
Proper arrangements in consultation with the Department of Local Government and Traditional Affairs involving also the Provincial Treasury to repay all the money that was transferred in our bank account.
Upon receiving our first tranche of our equitable shares during the first quarter of the current financial year, the remaining balance was
Page 8 of 218 paid back to the Provincial Department of Local Government and Traditional Affairs.
The municipality is currently recovering financially following the Council’s resolution to place the Municipal Manager and the CFO on suspension and request the Provincial Government to second Municipal Manager and CFO on an acting capacity. Repayment of the money that was erroneously transferred has negatively affected the financial status of the municipality which has led to the special adjustment of the budget the 2019/2020 financial year. Financial recovery plan developed is geared towards ensuring that the municipality becomes financially stable/ viable.
I am proud to announce that there are plans currently in place to ensure that there will be no repeat of the same situation in future.
The current 2020/21 draft reviewed IDP and MTREF will still not enable the Municipality to execute its legislated mandate.
At times I take a pause and reflect, there are a few lessons learnt from our previous financial challenges and one of those is that it is essential that spending pressure be controlled, without this measure, municipal finances are at risk.
I applaud the work currently done by the Acting Municipal Manager and the Acting CFO in putting systems to protect the municipal budget with proper financial control.
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I am confident, though, that we will be able to manage these pressures. We need to improve the efficiency of our spending to ensure continued service delivery to the people of Bojanala Platinum District Municipality.
In conclusion, I convey my sincere appreciation to the Municipal Council, members of the Budget Steering Committee, Finance and IDP Porfolio Committees, the Acting Municipal Manager, Acting CFO and all other staff members who were very instrumental in ensuring that this Draft IDP Review is finalized.
Ke a leboga Bagaetsho . . .
CLLR FETSANG MOLOSIWA
EXECUTIVE MAYOR
BPDM
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OVERVIEW BY THE MUNICIPAL MANAGER Bojanala Platinum District Municipality (BPDM) is a category C municipality constituted by the following local municipalities (Category B): Kgetleng Rivier LM – low capacity LM; Moretele LM – low capacity LM; Moses Kotane LM – medium capacity LM; Madibeng LM – High capacity LM; and Rustenburg LM – high capacity LM.
In terms of the assigned powers and functions, BPDM does not provide basic services but coordinate & support in line with section 88(2) the Municipal Structures Act 117 of 1998 to its local municipalities. Within its scope of powers and functions, BPDM provides disaster management and firefighting services.
The Drafting of the 4th Generation Integrated Development Plan (2017/22 IDP) was initiated through the adoption of IDP Framework/Process Plan which served as blueprint for the development of the Integrated Development Plan. The Integrated Development Plan is deliberately called the principal strategy since all the resources should be used to implement it successfully.
BPDM is a district that experiences a huge inward migration making the developmental issues extremely complex. This demanded that various stakeholders should not only identify challenges but also make concerted efforts to deal with them.
MS. DESIREE TLHOAELE
ACTING MUNICIPAL MANAGER
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SECTION 2: EXECUTIVE SUMMARY The 2020/21 Reviewed IDP is a result of extensive consultation with the various role players as demonstrated by the developmental priorities that each municipality put forward. A situation analysis is made of where the municipalities are at present and where they want to be in future.
The Infra-structure and services delivery, socio-economic, spatial development and economic framework are respectively outlined. The way forward is subsequently concretized by a strategic long term vision and secondly, by the detail in which these strategic objectives will be achieved.
The district municipality derives the following mandate from Section 152 of the Constitution of South Africa, Act 108 of 1996,
To promote democratic and accountable local government; To ensure the provision of services to communities in a sustainable manner/; To promote social and economic development; To promote a safe and healthy environment; and To encourage the involvement of communities and community organizations in the matters of local government
VISION
The IDP is guided by Municipal vision which states that “Bojanala Platinum District Municipality, a model of cooperative governance for effective and efficient service delivery in partnership with local municipalities and all stakeholders”.
MISSION
In order to achieve the vision, the district municipality has to adhere to its Mission Statement and the elucidation of the strategic IDP Objectives through shared services, will coordinate, facilitate and support local municipalities by equitable sharing of resources and maximising community benefit of natural resources in a safe and healthy environment.
The BPDM 2020/21 Reviewed Integrated Development Plan seeks to provide an over- arching strategic framework for the municipality for the next Financial Year.
This document details several areas that are important for any member of the public or interested party to have a fuller understanding what is planned over four quarters of a financial year. It will also be the basis upon which macro targets for service delivery in the district, taking into account the allocated powers and functions, will be shaped.
The IDP is developed in line with section 25 of the Local Government: Municipal Systems Act, 2000 (Act 32 of 2000), which requires each newly elected municipal council, to adopt a single, inclusive and strategic plan (Integrated Development Plan or IDP) for the development of the municipality which links, integrates and coordinates plans and takes into account proposals for the development of the municipality and which aligns the resources and capacity of the municipality with the implementation of the said plan. The newly elected council of Bojanala Platinum District Municipality developed the 4th Generation IDP as the principal strategic planning instrument to guide and inform all planning, budgeting, management and decision-making processes in line with the Local Government Systems Act.
The 4th Generation IDP which was approved by Council in May 2017, was developed in line with the IDP process plan which was approved late by council in November 2019. The IDP process plan seek to identify and coordinate key stakeholders in the planning process in the district municipality and coordinate their contribution in the development of the IDP.
In the original 4th Generation IDP, when approved, the following key features as per section 26 of the Municipal Systems Act, 32 of 2000, were included: i. an assessment of the existing level of development ii. the council’s development priorities and objectives iii. the council’s development strategies iv. the spatial development framework – albeit, the review of the SDF in line with the Spatial Planning & Land Use Management Act (SPLUMA); v. the council’s operational strategies; vi. the disaster management plan;
Page 13 of 218 vii. a financial plan, and viii. the key performance indicators and performance targets.
The IDP document will be reviewed at the end of each financial year after the assessment of the performance of the municipality and an analysis of the situation at community level.
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SECTION 3: SPATIAL RATIONALE SPATIAL DEVELOPMENT ELEMENTS WITHIN NORTH WEST North West lies in the northern part of South Africa, north - east of the Northern Cape Province, west of the Free State Province and Gauteng Province and south of Limpopo Province. It borders Botswana in the east. The Geographical size of North West is 105703.4 km2.
REGIONAL AND INTRA-REGIONAL ACCESSIBILITY AND MOBILITY North West has excellent regional and intraregional accessibility supported by a system of regional and national linkages, providing different levels of mobility within the province.
Road links The roads of regional importance supporting the development of transportation development corridors. North West is linked to surrounding areas by a system of national and provincial roads. The national and provincial roads systems within the North West provide the following regional links supporting the development of transportation development corridors: The N4. Development nodes within along this route include Brits (Madibeng LM), Rustenburg, Swartruggens (Kgetlengrivier LM ), Groot Marico and Zeerust ( Ramotshere Moloa LM) The N12 route between Johannesburg and Kimberley (Treasure Corridor) including the development nodes of Potchefstroom (JB Marks LM), Klerksdorp (Matlosana LM), Wolmaranstad (Maquassi Hills LM) and Christiana (Lekwa Teemane LM). The N14 route linking Gauteng with Kuruman ( Northern Cape) including the development nodes of Ventersdorp, Delareyville (Tswaing LM) and Vryburg ( Naledi LM) The N18 linking Gaborone (Botswana ) with Mahikeng, Setlagole (Ratlou LM) , Vryburg (Naledi LM), Taung (Greater Taung) and Christiana and Kimberley (N17)
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Railway Systems The railway system provides the following main links: Johannesburg- Potchefstroom- Kleksdorp- Christiana – Kimberley( Cape Town) Johannesburg - Koster - Zeerust – Mahikeng- Setlagole- Vryburg- Taung- Kimberley ( Cape Town) Johannesburg- Ventersdorp- Delareyville- Wolmaranstad- Taung – Kimberley Tshwane – Brits – Rustenburg - Elliesrus Mahikeng- Lobatse- Gaborone - Francistown- Bulawayo- Lusaka- Dar es salaam
Airports Two major airports are provided: Pilanesberg International Airport ( ACSA) The Kgosi Montshioa Airport (Mahikeng Airport - North West Province Department of Transport and Roads) Other smaller airfields include: Potchefstroom Klerksdorp Rustenburg Lichtenburg Zeerust Vryburg
The main roads, railway system and airports provide the accessibility and mobility necessary for regional economic development.
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Table 1: Map: Regional Setting
THE SPATIAL DEVELOPMENT PATTERN The existing spatial pattern within North West provides for a spatial development system providing for economic development concentrated in a system represented by: Regional activity nodes within transportation corridors. o The Platinum Development Corridor as the main regional development corridor supported by the N4 route focusing on public and private investments initiatives within the corridor. Within North West, the Platinum Development Corridor accommodates: . the primary activity nodes of Brits and Rustenburg and associated industrial and mining concentrations, . the secondary activity nodes of Hartbeespoort and Marikana . Zeerust as tertiary node
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. The tertiary activity nodes of Swartruggens, Lehurutse, Groot Marico and Swartruggens o The N12 development corridor supporting the Johannesburg- Cape Town transportation corridor with; . Potchefstroom and Klerksdorp as primary activity nodes . Stilfontein and Wolmaranstad as secondary nodes . Bloemhof and Christiana as tertiary nodes o The concentration of North West’s economic development and population into the main sub regional/regional development nodes of Madibeng, Rustenburg, Mahikeng and Matlosana . Attracting sub regional trade, industry and services providing for the existing population and adjoining rural areas . Providing economic growth, providing employment to the existing as well future urban and rural hinterland population A system of smaller activity nodes interconnected with each other and the regional corridor and activity nodes by a system of roads providing economic and social infrastructure for their respective populations and economies. The development of poor rural communities, remote from economic activity nodes which also form part of rural communities with economic, social and engineering infrastructure to enable them to participate in the local and regional economies A strong developed tourism sector as a result of the biodiversity provided by regional, national, provincial and private protected and conservation areas. Agriculture taking up the largest part of the province.
CLUSTERS OF POPULATION AND ECONOMIC CONCENTRATIONS
The distribution of population and economic activity indicate a definite pattern of categories of local municipalities representing main concentrations, the rural communities, medium sized population concentrations and small concentrations.
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MAIN CONCENTRATIONS OF ECONOMIC ACTIVITY AND POPULATION (REGIONAL NODES)
The main concentrations of economic activity provide the regional activity centres, which provide collectively the basis for the development of future development corridors and already accommodate a strong urbanisation trend. Approximately 63% of the total economic activity of North West is concentrated into the 4 local economies of Madibeng, Rustenburg, Mahikeng and Matlosana Municipalities. These municipalities represent approximately 50% of the North West population and 58% of the North West labour force.
All the main concentrations experienced very low or declining economic growth rates. The population growth rates within these concentrations are exceeding the population growth rates by far especially in Madibeng (2.4%) and Rustenburg (3.1%).
Should slow economic growth rates prevail, it can be expected that it will assist in lower incomes and GVA’s per capita and higher unemployment. High employment growth rates are however necessary to ensure the eradication of poverty. The concentration of economic activities into the 4 municipalities supported by the large accessible activity nodes of Madibeng, Rustenburg, Mahikeng and Matlosana provides a strong basis for further urbanisation and nuclei for attracting and distributing economic development.
DEMOGRAPHIC PROFILE OF OUR DISTRICT
"Demographics", or "population characteristics", includes analysis of the population of a region. Distributions of values within a demographic variable, and across households, as well as trends over time are of interest.
In this section, an overview is provided of the demography of the Bojanala Platinum District Municipality and all its neighbouring regions, the North-West Province and South Africa as a whole.
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Total Population
Population statistics is important when analysing an economy, as the population growth directly and indirectly impacts employment and unemployment, as well as other economic indicators such as economic growth and per capita income.
TABLE 1. TOTAL POPULATION - BOJANALA PLATINUM, NORTH-WEST AND NATIONAL TOTAL, 2006-2016 [NUMBERS PERCENTAGE]
Bojanala Bojanala Bojanala National Platinum Platinum North-West Platinum Total as % of as % of province national 2006 1,320,000 3,220,000 47,800,000 41.1% 2.8% 2007 1,350,000 3,260,000 48,400,000 41.5% 2.8% 2008 1,390,000 3,310,000 49,100,000 41.9% 2.8% 2009 1,420,000 3,360,000 49,800,000 42.3% 2.9% 2010 1,460,000 3,430,000 50,700,000 42.7% 2.9% 2011 1,500,000 3,490,000 51,500,000 43.1% 2.9% 2012 1,540,000 3,550,000 52,400,000 43.4% 2.9% 2013 1,570,000 3,610,000 53,200,000 43.6% 3.0% 2014 1,610,000 3,670,000 54,100,000 43.8% 3.0% 2015 1,640,000 3,730,000 54,900,000 44.0% 3.0% 2016 1,670,000 3,790,000 55,700,000 44.1% 3.0%
Average Annual growth 2006-2016 2.37% 1.64% 1.54% Source: IHS Markit Regional eXplorer version 1277
With 1.67 million people, the Bojanala Platinum District Municipality housed 3.0% of South *Africa's total population in 2016. Between 2006 and 2016 the population growth averaged 2.37% per annum which is close to double than the growth rate of South Africa as a whole (1.54%). Compared to North-West's average annual growth rate (1.64%), the
Page 21 of 218 growth rate in Bojanala Platinum's population at 2.37% was slightly higher than that of the province.
CHART 1. TOTAL POPULATION - BOJANALA PLATINUM AND THE REST OF NORTH-WEST, 2016 [PERCENTAGE]
Total population North-West Province, 2016
Bojanala Platinum
Dr Kenneth Kaunda Ngaka Modiri Molema
Dr Ruth Segomotsi Mompati
Source: IHS Markit Regional eXplorer version 1277
When compared to other regions, the Bojanala Platinum District Municipality accounts for a total population of 1.67 million, or 44.1% of the total population in the North-West Province, which is the most populous region in the North-West Province for 2016. The ranking in terms of the size of Bojanala Platinum compared to the other regions remained the same between 2006 and 2016. In terms of its share the Bojanala Platinum District Municipality was significantly larger in 2016 (44.1%) compared to what it was in 2006 (41.1%).When looking at the average annual growth rate, it is noted that Bojanala Platinum ranked highest (relative to its peers in terms of growth) with an average annual growth rate of 2.4% between 2006 and 2016.
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TABLE 2. TOTAL POPULATION - LOCAL MUNICIPALITIES OF BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2006, 2011 AND 2016 [NUMBERS PERCENTAGE]
Average 2006 2011 2016 Annual growth Moretele 185,000 187,000 194,000 0.45% Madibeng 394,000 475,000 541,000 3.23% Rustenburg 463,000 549,000 631,000 3.15% Kgetlengrivier 42,400 51,000 58,300 3.23% Moses Kotane 238,000 240,000 247,000 0.38% Bojanala 1,322,561 1,502,544 1,671,530 2.37% Platinum Source: IHS Markit Regional eXplorer version 1277
The Kgetlengrivier Local Municipality increased the most, in terms of population, with an average annual growth rate of 3.23%, the Local Municipality of Madibeng had the second highest growth in terms of its population, with an average annual growth rate of 3.23%. The Moses Kotane Local Municipality had the lowest average annual growth rate of 0.38% relative to the other within the Bojanala Platinum District Municipality.
Population projections
Based on the present age-gender structure and the present fertility, mortality and migration rates, Bojanala Platinum's population is projected to grow at an average annual rate of 1.5% from 1.67 million in 2016 to 1.8 million in 2021.
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TABLE 3. POPULATION PROJECTIONS - BOJANALA PLATINUM, NORTH-WEST AND NATIONAL TOTAL, 2016-2021 [NUMBERS PERCENTAGE]
Bojanala Bojanala Bojanala National Platinum Platinum North-West Platinum Total as % of as % of province national 2016 1,670,000 3,790,000 55,700,000 44.1% 3.0% 2017 1,700,000 3,850,000 56,500,000 44.2% 3.0% 2018 1,730,000 3,900,000 57,400,000 44.3% 3.0% 2019 1,750,000 3,960,000 58,100,000 44.4% 3.0% 2020 1,780,000 4,010,000 58,900,000 44.4% 3.0% 2021 1,800,000 4,060,000 59,600,000 44.4% 3.0%
Average Annual growth 2016-2021 1.52% 1.39% 1.37% Source: IHS Markit Regional eXplorer version 1277
The population projection of Bojanala Platinum District Municipality shows an estimated average annual growth rate of 1.5% between 2016 and 2021. The average annual growth rate in the population over the forecasted period for North-West Province and South Africa is 1.4% and 1.4% respectively and is lower than that the average annual growth in the Bojanala Platinum District Municipality.
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CHART 2. POPULATION PYRAMID - BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 VS. 2021 [PERCENTAGE]
Population structure Bojanala Platinum, 2016 vs. 2021 Male Female 2016 75+ 2021 70-74 65-69 60-64 55-59 50-54 45-49 40-44 35-39 30-34 25-29 20-24 15-19 10-14 05-09 00-04
150,000 100,000 50,000 0 50,000 100,000 Source: IHS Markit Regional eXplorer version 1277
The population pyramid reflects a projected change in the structure of the population from 2016 and 2021. The differences can be explained as follows:
In 2016, there is a significantly larger share of young working age people between 20 and 34 (30.7%), compared to what is estimated in 2021 (27.9%). This age category of young working age population will decrease over time. The fertility rate in 2021 is estimated to be slightly higher compared to that experienced in 2016. The share of children between the ages of 0 to 14 years is projected to be slightly smaller (25.6%) in 2021 when compared to 2016 (26.3%).
In 2016, the female population for the 20 to 34 years age group amounts to 14.3% of the total female population while the male population group for the same age amounts to 16.4% of the total male population. In 2021, the male working age population at 14.9%
Page 25 of 218 still exceeds that of the female population working age population at 12.9%, although both are at a lower level compared to 2016.
Population by population group, Gender and Age
The total population of a region is the total number of people within that region measured in the middle of the year. Total population can be categorised according to the population group, as well as the sub-categories of age and gender. The population groups include African, White, Coloured and Asian, where the Asian group includes all people originating from Asia, India and China. The age subcategory divides the population into 5-year cohorts, e.g. 0-4, 5-9, 10-13, etc.
TABLE 4. POPULATION BY GENDER - BOJANALA PLATINUM AND THE REST OF NORTH-WEST PROVINCE, 2016 [NUMBER].
Male Female Total Bojanala Platinum 877,000 794,000 1,670,000 Ngaka Modiri 431,000 454,000 886,000 Molema Dr Ruth Segomotsi 233,000 251,000 485,000 Mompati Dr Kenneth Kaunda 365,000 381,000 746,000 North-West 1,910,000 1,880,000 3,790,000 Source: IHS Markit Regional eXplorer version 1277
Bojanala Platinum District Municipality's male/female split in population was 110.4 males per 100 females in 2016. The Bojanala Platinum District Municipality has significantly more males (52.47%) relative to South Africa (48.93%), and what is typically seen in a stable population. This is usually because of physical labour intensive industries such as mining. In total there were 794 000 (47.53%) females and 877 000 (52.47%) males. This distribution holds for North-West as a whole where the female population counted 1.88 million which constitutes 49.65% of the total population of 3.79 million.
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TABLE 5. POPULATION BY POPULATION GROUP, GENDER AND AGE - BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 [NUMBER].
African White Coloured Asian
Female Male Female Male Female Male Female Male 00-04 82,900 83,000 3,900 4,170 622 730 369 387 05-09 70,300 69,600 3,940 4,250 563 529 324 385 10-14 53,400 53,000 3,100 3,330 391 394 279 237 15-19 54,600 54,500 3,090 3,500 432 452 184 211 20-24 67,900 71,600 2,950 3,420 526 564 234 263 25-29 82,100 93,200 4,460 4,800 531 615 388 463 30-34 75,100 93,100 4,210 4,860 608 724 540 638 35-39 58,600 72,100 4,160 4,370 497 563 525 882 40-44 41,000 48,100 4,100 4,440 410 459 512 658 45-49 29,600 39,900 4,170 4,340 316 433 422 415 50-54 27,700 36,100 3,950 4,060 236 285 266 314 55-59 24,300 32,500 3,640 3,950 228 234 189 191 60-64 20,000 23,100 2,890 3,120 171 148 291 145 65-69 14,600 15,700 2,430 2,440 141 164 319 123 70-74 11,800 10,700 1,850 1,620 100 64 252 116 75+ 13,800 10,600 2,720 1,820 100 79 219 123 Total 728,000 807,000 55,600 58,500 5,870 6,440 5,310 5,550 Source: IHS Markit Regional eXplorer version 1277
In 2016, the Bojanala Platinum District Municipality's population consisted of 91.79% African (1.53 million), 6.82% White (114 000), 0.74% Coloured (12 300) and 0.65% Asian (10 900) people.
The largest share of population is within the young working age (25-44 years) age category with a total number of 608 000 or 36.4% of the total population. The age category with the second largest number of people is the babies and kids (0-14 years) age category with a total share of 26.3%, followed by the older working age (45-64 years) age category with 268 000 people. The age category with the least number of people is the retired / old
Page 27 of 218 age (65 years and older) age category with only 91 900 people, as reflected in the population pyramids below.
Population Pyramids
Definition: A population pyramid is a graphic representation of the population categorised by gender and age, for a specific year and region. The horizontal axis depicts the share of people, where the male population is charted on the left-hand side and the female population on the right-hand side of the vertical axis. The vertical axis is divided in 5-year age categories.
With the African population group representing 91.8% of the Bojanala Platinum District Municipality's total population, the overall population pyramid for the region will mostly reflect that of the African population group. The chart below compares Bojanala Platinum's population structure of 2016 to that of South Africa.
CHART 3. POPULATION PYRAMID - BOJANALA PLATINUM DISTRICT MUNICIPALITY VS. SOUTH AFRICA, 2016 [PERCENTAGE]
Population structure Bojanala Platinum vs. South Africa, 2016 Male Female 75+ Bojanala Platinum 70-74 65-69 South Africa 60-64 55-59 50-54 45-49 40-44 35-39 30-34 25-29 20-24 15-19 10-14 05-09 00-04
8.0% 6.0% 4.0% 2.0% 0.0% 2.0% 4.0% 6.0% Source: IHS Markit Regional eXplorer version 1277 Page 28 of 218
By comparing the population pyramid of the Bojanala Platinum District Municipality with the national age structure, the most significant differences are:
There is a significantly larger share of young working age people - aged 20 to 34 (30.7%) - in Bojanala Platinum, compared to the national picture (28.6%). The area appears to be a migrant receiving area, with many of people migrating into Bojanala Platinum, either from abroad, or from the more rural areas in the country looking for better opportunities. Fertility in Bojanala Platinum is slightly higher compared to South Africa as a whole. Spatial policies changed since 1994. The share of children between the ages of 0 to 14 years is significant smaller (26.3%) in Bojanala Platinum compared to South Africa (29.2%). Demand for expenditure on schooling as percentage of total budget within Bojanala Platinum District Municipality will therefore be lower than that of South Africa.
OVERALL ECONOMIC OUTLOOK OF THE DISTRICT
The economic state of Bojanala Platinum District Municipality is put in perspective by comparing it on a spatial level with its neighbouring district municipalities, North-West Province and South Africa. The section will also allude to the economic composition and contribution of the regions within Bojanala Platinum District Municipality.
The Bojanala Platinum District Municipality does not function in isolation from North-West, South Africa and the world and now, more than ever, it is crucial to have reliable information on its economy for effective planning. Information is needed that will empower the municipality to plan and implement policies that will encourage the social development and economic growth of the people and industries in the municipality respectively.
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Gross Domestic Product by Region (GDP-R)
The Gross Domestic Product (GDP), an important indicator of economic performance, is used to compare economies and economic states.
Definition: Gross Domestic Product by Region (GDP-R) represents the value of all goods and services produced within a region, over a period of one year, plus taxes and minus subsidies.
GDP-R can be measured using either current or constant prices, where the current prices measures the economy in actual Rand, and constant prices measures the economy by removing the effect of inflation, and therefore captures the real growth in volumes, as if prices were fixed in a given base year.
TABLE 6. GROSS DOMESTIC PRODUCT (GDP) - BOJANALA PLATINUM, NORTH- WEST AND NATIONAL TOTAL, 2006-2016 [R BILLIONS, CURRENT PRICES]
Bojanala Bojanala Bojanala National Platinum as Platinum as North-West Platinum Total % of % of province national 2006 51.9 105.0 1,839.4 49.4% 2.8%
2007 60.8 120.7 2,109.5 50.4% 2.9%
2008 72.0 138.9 2,369.1 51.9% 3.0% 2009 77.5 147.9 2,507.7 52.4% 3.1% 2010 87.6 164.5 2,748.0 53.2% 3.2% 2011 98.4 185.8 3,023.7 52.9% 3.3%
2012 97.4 191.0 3,253.9 51.0% 3.0% 2013 117.6 222.2 3,539.8 52.9% 3.3%
2014 119.4 227.3 3,807.7 52.5% 3.1% 2015 127.3 243.2 4,049.8 52.4% 3.1%
2016 137.5 263.7 4,345.8 52.1% 3.2% Source: IHS Markit Regional eXplorer version 1277
With a GDP of R 137 billion in 2016 (up from R 51.9 billion in 2006), the Bojanala Platinum District Municipality contributed 52.14% to the North-West Province GDP of R 264 billion
Page 30 of 218 in 2016 increasing in the share of the North-West from 49.43% in 2006. The Bojanala Platinum District Municipality contributes 3.16% to the GDP of South Africa which had a total GDP of R 4.35 trillion in 2016 (as measured in nominal or current prices).It's contribution to the national economy stayed similar in importance from 2006 when it contributed 2.82% to South Africa, but it is lower than the peak of 3.32% in 2013.
TABLE 7. GROSS DOMESTIC PRODUCT (GDP) - BOJANALA PLATINUM, NORTH- WEST AND NATIONAL TOTAL, 2006-2016 [ANNUAL PERCENTAGE CHANGE, CONSTANT 2010 PRICES]
Bojanala North-West National Total Platinum 2006 1.9% 4.6% 5.3% 2007 4.9% 4.4% 5.4% 2008 0.6% 2.2% 3.2% 2009 0.3% -2.3% -1.5% 2010 7.0% 3.9% 3.0% 2011 2.3% 3.0% 3.3% 2012 -1.5% -1.2% 2.2% 2013 4.0% 3.2% 2.5% 2014 -5.6% -3.5% 1.7% 2015 9.7% 5.1% 1.3% 2016 -3.5% -2.1% 0.3% Average Annual growth 1.72% 1.21% 2.12% 2006-2016+ Source: IHS Markit Regional eXplorer version 1277
In 2016, the Bojanala Platinum District Municipality achieved an annual growth rate of - 3.49% which is a significant lower GDP growth than the North-West Province's -2.10%, and is lower than that of South Africa, where the 2016 GDP growth rate was 0.28%. Contrary to the short-term growth rate of 2016, the longer-term average growth rate for
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Bojanala Platinum (1.72%) is slightly lower than that of South Africa (2.12%). The economic growth in Bojanala Platinum peaked in 2015 at 9.74%.
CHART 4. GROSS DOMESTIC PRODUCT (GDP) - BOJANALA PLATINUM DISTRICT MUNICIPALITY AND THE REST OF NORTH-WEST, 2016 [PERCENTAGE]
Gross Domestic Product (GDP) North-West Province, 2016
Bojanala Platinum
Dr Kenneth Kaunda Ngaka Modiri Molema
Dr Ruth Segomotsi Mompati Source: IHS Markit Regional eXplorer version 1277
The Bojanala Platinum District Municipality had a total GDP of R 137 billion and in terms of total contribution towards North-West Province the Bojanala Platinum District Municipality ranked highest relative to all the regional economies to total North-West Province GDP. This ranking in terms of size compared to other regions of Bojanala Platinum remained the same since 2006. In terms of its share, it was in 2016 (52.1%) significantly larger compared to what it was in 2006 (49.4%). For the period 2006 to 2016, the average annual growth rate of 1.7% of Bojanala Platinum was the third relative to its peers in terms of growth in constant 2010 prices.
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TABLE 8. GROSS DOMESTIC PRODUCT (GDP) - LOCAL MUNICIPALITIES OF BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2006 TO 2016, SHARE AND GROWTH
2016 Share of 2006 2016 Average (Current district (Constant (Constant Annual prices) municipality prices) prices) growth Moretele 8.74 6.36% 4.73 5.71 1.89% Madibeng 53.32 38.78% 22.07 36.47 5.15% Rustenburg 55.39 40.29% 37.82 36.53 -0.35% Kgetlengrivier 4.86 3.54% 3.26 3.21 -0.15% Moses Kotane 15.16 11.03% 9.64 10.01 0.38% Bojanala 137.47 77.52 91.93 Platinum Source: IHS Markit Regional eXplorer version 1277
Madibeng had the highest average annual economic growth, averaging 5.15% between 2006 and 2016, when compared to the rest of the regions within the Bojanala Platinum District Municipality. The Moretele Local Municipality had the second highest average annual growth rate of 1.89%. Rustenburg Local Municipality had the lowest average annual growth rate of -0.35% between 2006 and 2016.
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CHART 5. GDP CONTRIBUTION - LOCAL MUNICIPALITIES OF BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 [CURRENT PRICES, PERCENTAGE]
Gross Domestic Product (GDP) Bojanala Platinum District Municipality, 2016
Rustenburg
Kgetlengrivier
Moses Kotane
Madibeng
Moretele
Source: IHS Markit Regional eXplorer version 1277
The greatest contributor to the Bojanala Platinum District Municipality economy is the Rustenburg Local Municipality with a share of 40.29% or R 55.4 billion, increasing from R 24.5 billion in 2006. The economy with the lowest contribution is the Kgetlengrivier Local Municipality with R 4.86 billion growing from R 2.11 billion in 2006.
Economic Growth Forecast
It is expected that Bojanala Platinum District Municipality will grow at an average annual rate of 1.76% from 2016 to 2021. The average annual growth rate of North-West Province and South Africa is expected to grow at 1.41% and 1.32% respectively.
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TABLE 9. GROSS DOMESTIC PRODUCT (GDP) - BOJANALA PLATINUM, NORTH- WEST AND NATIONAL TOTAL, 2006-2021 [AVERAGE ANNUAL GROWTH RATE, CONSTANT 2010 PRICES]
Gross Domestic Product (GDP) Bojanala Platinum, North-West and National Total, 2006-2021 12%
10%
8%
6%
4%
2%
0% 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 -2%
-4%
-6%
-8%
Bojanala Platinum North-West National Total
Source: IHS Markit Regional eXplorer version 1277
In 2021, Bojanala Platinum's forecasted GDP will be an estimated R 100 billion (constant 2010 prices) or 54.4% of the total GDP of North-West Province. The ranking in terms of size of the Bojanala Platinum District Municipality will remain the same between 2016 and 2021, with a contribution to the North-West Province GDP of 54.4% in 2021 compared to the 53.5% in 2016. At a 1.76% average annual GDP growth rate between 2016 and 2021, Bojanala Platinum ranked the highest compared to the other regional economies.
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TABLE 10. GROSS DOMESTIC PRODUCT (GDP) - LOCAL MUNICIPALITIES OF BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 TO 2021, SHARE AND GROWTH
2021 Share of 2016 2021 Average (Current district (Constant (Constant Annual prices) municipality prices) prices) growth Moretele 9.20 9.18% 5.71 6.00 1.00% Madibeng 57.60 57.43% 36.47 39.62 1.67% Rustenburg 60.82 60.63% 36.53 40.34 2.01% Kgetlengrivier 5.31 5.30% 3.21 3.54 1.95% Moses Kotane 16.38 16.33% 10.01 10.80 1.53% Bojanala 149.31 91.93 100.30 Platinum Source: IHS Markit Regional eXplorer version 1277
When looking at the regions within the Bojanala Platinum District Municipality it is expected that from 2016 to 2021 the Rustenburg Local Municipality will achieve the highest average annual growth rate of 2.01%. The region that is expected to achieve the second highest average annual growth rate is that of Kgetlengrivier Local Municipality, averaging 1.95% between 2016 and 2021. On the other hand the region that performed the poorest relative to the other regions within Bojanala Platinum District Municipality was the Moretele Local Municipality with an average annual growth rate of 1.00%.
Gross Value Added by Region (GVA-R)
The Bojanala Platinum District Municipality's economy is made up of various industries. The GVA-R variable provides a sector breakdown, where each sector is measured in terms of its value added produced in the local economy.
Definition: Gross Value Added (GVA) is a measure of output (total production) of a region in terms of the value that was created within that region. GVA can be broken down into various production sectors.
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The summary table below puts the Gross Value Added (GVA) of all the regions in perspective to that of the Bojanala Platinum District Municipality.
TABLE 11. GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR - BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 [R BILLIONS, CURRENT PRICES]
Bojanala Bojanala Bojanala National Platinum Platinum North-West Platinum Total as % of as % of province national Agriculture 1.3 6.2 94.4 21.2% 1.40% Mining 63.5 77.3 306.2 82.2% 20.75% Manufacturing 7.1 12.6 517.4 56.0% 1.37% Electricity 3.1 8.0 144.1 39.1% 2.17% Construction 2.5 6.3 154.3 38.8% 1.59% Trade 11.9 28.0 589.7 42.5% 2.02% Transport 6.2 15.2 389.2 40.5% 1.58% Finance 12.9 30.6 781.7 42.2% 1.65% Community 15.8 49.2 901.1 32.1% 1.75% services Total 124.3 233.5 3,878.2 53.2% 3.21% Industries Source: IHS Markit Regional eXplorer version 1277
In 2016, the mining sector is the largest within Bojanala Platinum District Municipality accounting for R 63.5 billion or 51.1% of the total GVA in the district municipality's economy. The sector that contributes the second most to the GVA of the Bojanala Platinum District Municipality is the community services sector at 12.7%, followed by the finance sector with 10.4%. The sector that contributes the least to the economy of Bojanala Platinum District Municipality is the agriculture sector with a contribution of R 1.32 billion or 1.06% of the total GVA.
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CHART 6. GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR - BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 [PERCENTAGE COMPOSITION]
Gross Value Added (GVA) by broad economic sector Bojanala Platinum District Municipality, 2016
Mining
Agriculture Community Manufacturing services
Electricity Trade Finance Construction
Transport Source: IHS Markit Regional eXplorer version 1277
The community sector, which includes the government services, is generally a large contributor towards GVA in smaller and more rural local municipalities. When looking at the regions within the district municipality, the Local Municipality of Madibeng made the largest contribution to the community services sector at 53.35% of the district municipality. As a whole, the Local Municipality of Madibeng contributed R 46.5 billion or 37.41% to the GVA of the Bojanala Platinum District Municipality. The region within Bojanala Platinum District Municipality that contributes the most to the GVA of the district municipality was the Local Municipality of Madibeng with a total of R 46.5 billion or 37.41%.
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CHART 7. GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR - LOCAL MUNICIPALITIES OF BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 [PERCENTAGE COMPOSITION]
Gross Value Added (GVA) by broad economic sector Bojanala Platinum District Municipality, 2016 100% Community services 90%
80% Finance
70% Transport 60% Trade 50%
40% Construction
30% Electricity
20% Manufacturing 10% Mining 0% Moretele Madibeng Rustenburg Kgetlengrivier Moses Kotane Agriculture
Source: IHS Markit Regional eXplorer version 1277
Historical Economic Growth
For the period 2016 and 2006, the GVA in the construction sector had the highest average annual growth rate in Bojanala Platinum at 4.94%. The industry with the second highest average annual growth rate is the community services sector averaging at 4.39% per year. The electricity sector had an average annual growth rate of 0.75%, while the mining sector had the lowest average annual growth of 0.58%. Overall a negative growth existed for all the industries in 2016 with an annual growth rate of -3.37% since 2015.
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TABLE 12. GROSS VALUE ADDED (GVA) BY BROAD ECONOMIC SECTOR - BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2006, 2011 AND 2016 [R BILLIONS, 2010 CONSTANT PRICES]
Average 2006 2011 2016 Annual growth Agriculture 0.60 0.84 0.69 1.40% Mining 40.61 44.35 43.03 0.58% Manufacturing 4.26 5.20 5.43 2.46% Electricity 1.19 1.43 1.29 0.75% Construction 1.13 1.61 1.83 4.94% Trade 6.18 7.33 8.22 2.91% Transport 2.64 3.29 3.63 3.24% Finance 7.06 8.62 9.33 2.83% Community services 7.47 9.90 11.48 4.39% Total Industries 71.14 82.57 84.94 1.79% Source: IHS Markit Regional eXplorer version 1277
The primary sector contributes the most to the Gross Value Added within the Bojanala Platinum District Municipality at 52.2%. This is significantly higher than the national economy (10.3%). The tertiary sector contributed a total of 37.6% (ranking second), while the secondary sector contributed the least at 10.2%.
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CHART 8. GROSS VALUE ADDED (GVA) BY AGGREGATE ECONOMIC SECTOR - BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 [PERCENTAGE]
Gross Value Added (GVA) by aggregate sector Bojanala Platinum District Municipality, 2016
Primary sector
Tertiary sector Secondary sector
Source: IHS Markit Regional eXplorer version 1277
The following is a breakdown of the Gross Value Added (GVA) by aggregated sector:
Primary Sector
The primary sector consists of two broad economic sectors namely the mining and the agricultural sector. The following chart represents the average growth rate in the GVA for both of these sectors in Bojanala Platinum District Municipality from 2006 to 2016.
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CHART 9. GROSS VALUE ADDED (GVA) BY PRIMARY SECTOR - BOJANALA PLATINUM, 2006-2016 [ANNUAL PERCENTAGE CHANGE]
Gross value added (GVA) by primary sector Bojanala Platinum, 2006-2016 25%
20%
15%
10%
5%
0% 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 -5%
-10%
-15%
-20%
-25%
Agriculture Mining
Source: IHS Markit Regional eXplorer version 1277
Between 2006 and 2016, the agriculture sector experienced the highest positive growth in 2008 with an average growth rate of 21.0%. The mining sector reached its highest point of growth of 20.6% in 2015. The agricultural sector experienced the lowest growth for the period during 2006 at -18.4%, while the mining sector reaching its lowest point of growth in 2014 at -12.6%. Both the agriculture and mining sectors are generally characterised by volatility in growth over the period.
Secondary Sector
The secondary sector consists of three broad economic sectors namely the manufacturing, electricity and the construction sector. The following chart represents the average growth rates in the GVA for these sectors in Bojanala Platinum District Municipality from 2006 to 2016.
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CHART 10. GROSS VALUE ADDED (GVA) BY SECONDARY SECTOR - BOJANALA PLATINUM, 2006-2016 [ANNUAL PERCENTAGE CHANGE]
Gross value added (GVA) by secondary sector Bojanala Platinum, 2006-2016 25%
20%
15%
10%
5%
0% 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
-5%
Manufacturing Electricity Construction
Source: IHS Markit Regional eXplorer version 1277
Between 2006 and 2016, the manufacturing sector experienced the highest positive growth in 2007 with a growth rate of 10.7%. It is evident for the construction sector that the highest positive growth rate also existed in 2007 and it experienced a growth rate of 21.5% which is higher than that of the manufacturing sector. The manufacturing sector experienced its lowest growth in 2010 of -2.4%, while construction sector reached its lowest point of growth in 2010 as with -2.0% growth rate. The electricity sector experienced the highest growth in 2007 at 6.4%, while it recorded the lowest growth of - 3.5% in 2016.
Tertiary Sector
The tertiary sector consists of four broad economic sectors namely the trade, transport, finance and the community services sector. The following chart represents the average
Page 43 of 218 growth rates in the GVA for these sectors in Bojanala Platinum District Municipality from 2006 to 2016.
Household Infrastructure
Drawing on the household infrastructure data of a region is of essential value in economic planning and social development. Assessing household infrastructure involves the measurement of four indicators:
Access to dwelling units Access to proper sanitation Access to running water Access to refuse removal Access to electricity
A household is considered "serviced" if it has access to all four of these basic services. If not, the household is considered to be part of the backlog. The way access to a given service is defined (and how to accurately measure that specific Definition over time) gives rise to some distinct problems. IHS has therefore developed a unique model to capture the number of households and their level of access to the four basic services.
A household is defined as a group of persons who live together and provide themselves jointly with food and/or other essentials for living, or a single person who lives alone.
The next few sections offer an overview of the household infrastructure of the Bojanala Platinum District Municipality between 2016 and 2006.
Household by Dwelling Type
Using the StatsSA definition of a household and a dwelling unit, households can be categorised according to type of dwelling. The categories are:
Very formal dwellings - structures built according to approved plans, e.g. houses on a separate stand, flats or apartments, townhouses, rooms in backyards that also have running water and flush toilets within the dwelling. .
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Formal dwellings - structures built according to approved plans, i.e. house on a separate stand, flat or apartment, townhouse, room in backyard, rooms or flatlet elsewhere etc., but without running water or without a flush toilet within the dwelling. Informal dwellings - shacks or shanties in informal settlements, serviced stands, or proclaimed townships, as well as shacks in the backyards of other dwelling types. Traditional dwellings - structures made of clay, mud, reeds, or other locally available material. Other dwelling units - tents, ships, caravans, etc.
CHART 11. HOUSEHOLDS BY DWELLING UNIT TYPE - BOJANALA PLATINUM, NORTH-WEST AND NATIONAL TOTAL, 2016 [PERCENTAGE]
Households by dwelling unit type Bojanala Platinum, North-West and National Total, 2016 100%
90% Other dwelling type
80%
70% Traditional
60%
50% Informal 40%
30% Formal 20%
10% Very Formal 0% Bojanala Platinum North-West National Total
Source: IHS Markit Regional eXplorer version 1277
Bojanala Platinum District Municipality had a total number of 106 000 (19.24% of total households) very formal dwelling units, a total of 275 000 (50.05% of total households)
Page 45 of 218 formal dwelling units and a total number of 162 000 (29.45% of total households) informal dwelling units.
TABLE 13. HOUSEHOLDS BY DWELLING UNIT TYPE - MORETELE, MADIBENG, RUSTENBURG, KGETLENGRIVIER AND MOSES KOTANE LOCAL MUNICIPALITIES, 2016 [NUMBER]
Other Very Formal Informal Traditional dwelling Total Formal type Moretele 745 44,700 7,140 659 108 53,300 Madibeng 28,700 81,200 68,700 855 912 180,000 Rustenburg 65,200 86,900 68,800 795 2,020 224,000 Kgetlengrivier 4,760 7,010 4,940 51 141 16,900 Moses Kotane 6,350 55,500 12,400 868 503 75,600 Total Bojanala 105,799 275,207 161,964 3,229 3,685 549,883 Platinum Source: IHS Markit Regional eXplorer version 1277
The region within the Bojanala Platinum District Municipality with the highest number of very formal dwelling units is the Rustenburg Local Municipality with 65 200 or a share of 61.67% of the total very formal dwelling units within Bojanala Platinum District Municipality. The region with the lowest number of very formal dwelling units is the Moretele Local Municipality with a total of 745 or a share of 0.70% of the total very formal dwelling units within Bojanala Platinum District Municipality.
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CHART 12. FORMAL DWELLING BACKLOG - NUMBER OF HOUSEHOLDS NOT LIVING IN A FORMAL DWELLING - BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2006-2016 [NUMBER OF HOUSEHOLDS]
Formal dwelling backlog Bojanala Platinum, 2006-2016 180,000
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Formal dwelling backlog
Source: IHS Markit Regional eXplorer version 1277
When looking at the formal dwelling unit backlog (number of households not living in a formal dwelling) over time, it can be seen that in 2006 the number of households not living in a formal dwelling were 110 000 within Bojanala Platinum District Municipality. From 2006 this number increased annually at 4.42% to 169 000 in 2016.
The total number of households within Bojanala Platinum District Municipality increased at an average annual rate of 3.63% from 2006 to 2016, which is higher than the annual increase of 1.97% in the number of households in South Africa. With high in-migration into a region, the number of households increased, putting additional strain on household infrastructure. In the short to medium term this can result in an increase in the number of households not living in a formal dwelling, as the provision of household infrastructure usually takes time to deliver.
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Household by Type of Sanitation
Sanitation can be divided into specific types of sanitation to which a household has access. We use the following categories:
No toilet - No access to any of the toilet systems explained below. Bucket system - A top structure with a seat over a bucket. The bucket is periodically removed and the contents disposed of. (Note: this system is widely used but poses health risks to the collectors. Most authorities are actively attempting to discontinue the use of these buckets in their local regions). Pit toilet - A top structure over a pit. Ventilation improved pit - A pit toilet but with a fly screen and vented by a pipe. Depending on soil conditions, the pit may be lined. Flush toilet - Waste is flushed into an enclosed tank, thus preventing the waste to flow into the surrounding environment. The tanks need to be emptied or the contents pumped elsewhere.
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CHART 13. HOUSEHOLDS BY TYPE OF SANITATION - BOJANALA PLATINUM, NORTH-WEST AND NATIONAL TOTAL, 2016 [PERCENTAGE]
Households by type of Toilet Bojanala Platinum, 2006-2016 100%
90% No toilet
80%
70% Bucket system
60%
50% Pit toilet
40%
30% Ventilation Improved Pit (VIP) 20%
10% Flush toilet
0% Bojanala Platinum North-West National Total
Source: IHS Markit Regional eXplorer version 1277
Bojanala Platinum District Municipality had a total number of 225 000 flush toilets (40.95% of total households), 93 900 Ventilation Improved Pit (VIP) (17.08% of total households) and 206 000 (37.47%) of total households pit toilets.
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TABLE 14. HOUSEHOLDS BY TYPE OF SANITATION - MORETELE, MADIBENG, RUSTENBURG, KGETLENGRIVIER AND MOSES KOTANE LOCAL MUNICIPALITIES, 2016 [NUMBER]
Ventilation Flush Bucket No Improved Pit toilet Total toilet system toilet Pit (VIP) Moretele 2,980 21,900 27,200 482 774 53,300 Madibeng 64,700 21,100 85,100 1,640 7,760 180,000 Rustenburg 133,000 27,800 53,600 1,310 7,870 224,000 Kgetlengrivier 12,900 878 1,210 289 1,650 16,900 Moses Kotane 11,600 22,200 38,900 572 2,380 75,600 Total Bojanala 225,202 93,925 206,025 4,291 20,442 549,883 Platinum Source: IHS Markit Regional eXplorer version 1277
The region within Bojanala Platinum with the highest number of flush toilets is Rustenburg Local Municipality with 133 000 or a share of 59.08% of the flush toilets within Bojanala Platinum. The region with the lowest number of flush toilets is Moretele Local Municipality with a total of 2 980 or a share of 1.32% of the total flush toilets within Bojanala Platinum District Municipality.
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CHART 14. SANITATION BACKLOG - BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2006-2016 [NUMBER OF HOUSEHOLDS WITHOUT HYGIENIC TOILETS]
Sanitation backlog Bojanala Platinum, 2006-2016 232,000
230,000
228,000
226,000
224,000
222,000
220,000
218,000
216,000
214,000
212,000 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Source: IHS Markit Regional eXplorer version 1277
When looking at the sanitation backlog (number of households without hygienic toilets) over time, it can be seen that in 2006 the number of Households without any hygienic toilets in Bojanala Platinum District Municipality was 220 000, this increased annually at a rate of 0.48% to 231 000 in 2016.
The total number of households within Bojanala Platinum District Municipality increased at an average annual rate of 3.63% from 2006 to 2016, which is higher than the annual increase of 1.97% in the number of households in South Africa. With high in-migration into a region, the number of households increases, putting additional strain on household infrastructure. In the short to medium term this can result in an increase in the number of households not living in a formal dwelling, as the provision of household infrastructure usually takes time to deliver.
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Households by Access to water
A household is categorised according to its main access to water, as follows: Regional/local water scheme, Borehole and spring, Water tank, Dam/pool/stagnant water, River/stream and other main access to water methods. No formal piped water includes households that obtain water via water carriers and tankers, rain water, boreholes, dams, rivers and springs.
CHART 15. HOUSEHOLDS BY TYPE OF WATER ACCESS - BOJANALA PLATINUM, NORTH-WEST AND NATIONAL TOTAL, 2016 [PERCENTAGE]
Households by level of access to Water Bojanala Platinum, 2006-2016 100%
No formal piped water 90%
80%
Communal piped water: 70% more than 200m from dwelling (Below RDP) 60%
Communal piped water: 50% less than 200m from dwelling (At RDP-level) 40%
Piped water in yard 30%
20%
10% Piped water inside dwelling
0% Bojanala Platinum North-West National Total
Source: IHS Markit Regional eXplorer version 1277
Bojanala Platinum District Municipality had a total number of 131 000 (or 23.74%) households with piped water inside the dwelling, a total of 244 000 (44.28%) households had piped water inside the yard and a total number of 71 400 (12.99%) households had no formal piped water.
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TABLE 15. HOUSEHOLDS BY TYPE OF WATER ACCESS - BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2016 [NUMBER]
Communal Communal piped piped Piped water: less water: No Piped water than 200m more than formal water in Total inside from 200m from piped yard dwelling dwelling dwelling water (At (Below RDP-level) RDP) Moretele 6,170 21,600 7,660 10,200 7,620 53,300 Madibeng 37,000 77,600 14,800 16,100 34,900 180,000 Rustenburg 70,800 112,000 11,300 10,000 20,000 224,000 Kgetlengrivier 5,720 6,810 935 1,740 1,690 16,900 Moses 10,900 25,700 20,600 11,100 7,280 75,600 Kotane Total Bojanala 130,558 243,464 55,274 49,139 71,448 549,883 Platinum Source: IHS Markit Regional eXplorer version 1277
The regions within Bojanala Platinum District Municipality with the highest number of households with piped water inside the dwelling is Rustenburg Local Municipality with 70 800 or a share of 54.20% of the households with piped water inside the dwelling within Bojanala Platinum District Municipality. The region with the lowest number of households with piped water inside the dwelling is Kgetlengrivier Local Municipality with a total of 5 720 or a share of 4.38% of the total households with piped water inside the dwelling within Bojanala Platinum District Municipality.
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CHART 16. WATER BACKLOG - BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2006-2016 [NUMBER OF HOUSEHOLDS BELOW RDP-LEVEL]
Water backlog Bojanala Platinum, 2006-2016 140,000
120,000
100,000
80,000
60,000
40,000
20,000
0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Water backlog - number of households below RDP-level
Source: IHS Markit Regional eXplorer version 1277
When looking at the water backlog (number of households below RDP-level) over time, it can be seen that in 2006 the number of households below the RDP-level were 97 500 within Bojanala Platinum District Municipality, this increased annually at 2.15% per annum to 121 000 in 2016.
The total number of households within Bojanala Platinum District Municipality increased at an average annual rate of 3.63% from 2006 to 2016, which is higher than the annual increase of 1.97% in the number of households in South Africa. With high in-migration into a region, the number of households increases, putting additional strain on household infrastructure. In the short to medium term this can result in an increase in the number of households not living in a formal dwelling, as the provision of household infrastructure usually takes time to deliver.
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Households by Type of Electricity
Households are distributed into 3 electricity usage categories: Households using electricity for cooking, Households using electricity for heating, households using electricity for lighting. Household using solar power are included as part of households with an electrical connection. This time series categorises households in a region according to their access to electricity (electrical connection).
CHART 17. HOUSEHOLDS BY TYPE OF ELECTRICAL CONNECTION - BOJANALA PLATINUM, NORTH-WEST AND NATIONAL TOTAL, 2016 [PERCENTAGE]
Households by electricity usage Bojanala Platinum, 2006-2016 100%
90% Not using electricity 80%
70%
60%
50% Electricity for lighting and other purposes 40%
30%
20% Electricity for lighting 10% only
0% Bojanala Platinum North-West National Total
Source: IHS Markit Regional eXplorer version 1277
Bojanala Platinum District Municipality had a total number of 27 400 (4.99%) households with electricity for lighting only, a total of 452 000 (82.25%) households had electricity for lighting and other purposes and a total number of 70 200 (12.76%) households did not use electricity.
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TABLE 16. HOUSEHOLDS BY TYPE OF ELECTRICAL CONNECTION - MORETELE, MADIBENG, RUSTENBURG, KGETLENGRIVIER AND MOSES KOTANE LOCAL MUNICIPALITIES, 2016 [NUMBER]
Electricity for Electricity for lighting and Not using Total lighting only other electricity purposes Moretele 6,340 44,500 2,430 53,300 Madibeng 7,410 148,000 25,100 180,000 Rustenburg 4,100 185,000 34,700 224,000 Kgetlengrivier 1,500 13,200 2,250 16,900 Moses Kotane 8,090 61,800 5,680 75,600 Total Bojanala 27,439 452,292 70,152 549,883 Platinum Source: IHS Markit Regional eXplorer version 1277
The region within Bojanala Platinum with the highest number of households with electricity for lighting and other purposes is Rustenburg Local Municipality with 185 000 or a share of 40.88% of the households with electricity for lighting and other purposes within Bojanala Platinum District Municipality. The Region with the lowest number of households with electricity for lighting and other purposes is Kgetlengrivier Local Municipality with a total of 13 200 or a share of 2.91% of the total households with electricity for lighting and other purposes within Bojanala Platinum District Municipality.
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CHART 18. ELECTRICITY CONNECTION - BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2006-2016 [NUMBER OF HOUSEHOLDS WITH NO ELECTRICAL CONNECTION]
Electricity connection Bojanala Platinum, 2006-2016 74,000
72,000
70,000
68,000
66,000
64,000
62,000
60,000
58,000 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Number of households with no electrical connection
Source: IHS Markit Regional eXplorer version 1277
When looking at the number of households with no electrical connection over time, it can be seen that in 2006 the households without an electrical connection in Bojanala Platinum District Municipality was 62 800, this increased annually at 1.12% per annum to 70 200 in 2016.
The total number of households within Bojanala Platinum District Municipality increased at an average annual rate of 3.63% from 2006 to 2016, which is higher than the annual increase of 1.97% in the number of households in South Africa. With high in-migration into a region, the number of households increases, putting additional strain on household infrastructure. In the short to medium term this can result in an increase in the number of households not living in a formal dwelling, as the provision of household infrastructure usually takes time to deliver
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SECTOR PLANS
As indicated the overarching plan in terms of spatial planning in both the government and the private sector is the National Development Plan, Vision 2030. In this regard the spatial development plans of Bojanala Platinum District Municipality and the constituent local municipalities of Kgetleng Rivier, Madibeng, Moretele, Moses Kotane and Rustenburg will align to the goals of the NDP with regard to spatial planning and human settlement. The municipal SDFs will be guided by the following objectives of the NDP:
To build a strong and efficient spatial planning system, well integrated across the spheres of government. Upgrade all informal settlements on suitable, well located land by 2030. Ensure that more people living closer to their places of work. To provide better quality public transport. To create more jobs in or close to dense, urban townships.
The NDP also want to contribute towards an inclusive rural economy which should be characterised by job creation in agriculture and agro-processing.
The district Municipality will contribute towards the realisation of these national objectives by coordinating and leading planning by local municipalities, sector departments and the private sector. The provincial strategy of the RRR approach and its five concretes will also work towards the realisation of these objectives.
District SDF
The function of the District Spatial Development Framework is primarily to integrate and coordinate on a broader level spatial information which includes the five local municipalities located in its area of jurisdiction. A Land Use Management System on the other hand deals with the detail administration of land development and land use change. It is also for this reason that the local municipalities have to compile their land use
Page 58 of 218 management schemes for their individual areas dealing with individual properties in terms of their administration, land use rights and also the amendment of these rights for a particular development and to meet specific requirements. It must, however, conform to the Spatial Development Framework.
The present situation with regard to the compilation of land use schemes for the remaining four local municipalities within the Bojanala PDM is as follows:
The Table below indicates the present situation with regard to the compilation of SDFs and land use schemes for the local municipalities and the Bojanala PDM:
Municipality Status of SDF & LUMS Last Reviewed Kgetlengrivier Local In 2016 Land Use Management SDF was reviewed in Municipality Scheme (LUMS) was developed 2012 informed as well by a detailed Land Audit that was conducted in 2010. Madibeng Local Madibeng stipulates the structures SDF was reviewed in Municipality responsible for the implementation of 2009 the SDF directives & LUMS were LUMS still to be rationalised in 2019 rationalised in line with SPLUMA regulations Moretele Local MLM SDF currently under review MLM SDF 2012 Municipality LUMS is also under review Moses Kotane Local Predates the SPLUMA was reviewed MKLM SDF 2012 Municipality in 2018 LUMS is presently being developed Rustenburg Local Rustenburg SDF 2010 Rustenburg SDF 2010 Municipality LUMS requires alignment to the LUMS in place, albeit SPLUMA regulations predating the SPLUMA Regulations
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Bojanala Platinum BPDM SDF 2012 BPDM SDF 2012 District LUM will be developed in 2019 LUM development to commence in 2019
The District Municipality’s Land Use Scheme will be pitched at higher level, and primarily to provide policy and guidelines which must inform the land use management systems of local municipalities which deal with the individual properties in settlements (i.e. proclaimed towns and villages) and farm portions. The Bojanala Platinum District Municipality Land Use Management responsibility is to identify broad land use zones with an indication of the most probable uses/ land uses for individual zones such as township development areas (i.e. for residential/ business/ industrial/ open space, etc.), conservation areas, areas with high potential agricultural land, areas for nature conservation, etc. The land use management system at district level is very closely related and linked to the Spatial Development Framework for the District Municipality.
The remaining towns/ settlements are rather small and disconnected; and these areas are rural in character. No clear hierarchy of nodes can be distinguished among the settlements/ villages in the BPDM. Accordingly, a Nodal Classification system has been established in the previous version of the BPDM IDP.
The nodes were classified in terms of a five (5) tier hierarchy and allocated Existing and Proposed Functions and Guidelines. The categories were as follows: Primary node – Mixed use economic node Secondary and emerging secondary nodes – Mixed use economic node Local Development nodes Rural Service Centres Local Service Centres Tourism node – tourism related node.
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The major structuring element within the District is the N4 / Platinum Corridor, and the ridges, river courses, and nature reserves and Protected Areas that dot the District landscape. The Magalies Mountain Range traverses the DM from west to east, creating a physical barrier between the southern extents of the District and the larger northern section. The Pilanesberg nature reserve is also a distinctive physical feature in the area; and a major regional tourism attraction with the Sun City development on to its eastern side. The river courses and tributaries that traverse the landscape are also strong form giving elements.
The regional road network and railway line system traversing the BPDM provides good accessibility to the majority of areas in the District.
Principle 1: To achieve a sustainable equilibrium between urbanisation, conservation, and tourism, mining, and agricultural activities within the District, by way of proper land use management and in partnership with the private sector and local communities. Principle 2: To define and establish a functional hierarchy of urban and rural service centres in the District, in order to optimise the delivery of social and engineering services and stimulate the local economy, while protecting valuable agricultural land. Principle 3: To provide a full range of social/ community services at all identified nodal points Principle 4: To optimally capitalize on the strategic location of the District through enhancing the N4 Platinum Highway and other external linkages, and to functionally link all nodal points and major destinations in the District to one another, by way of an extensive movement network. Principle 5: To ensure that proper public transport infrastructure is provided along the priority movement network and at all nodal points, serving both urban and rural communities, and linking to major destinations and to regional routes.
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Principle 6: To establish the Magaliesberg and Pilanesberg complexes, together with Hartbeespoort, as Tourism Anchors in the District, and to develop latent tourism potential within the District particularly linked to mining, cultural historic heritage, and eco/ adventure. Principle 7: To promote irrigated and cultivated farming activities on suitable land within the District; and to support small scale and/ or subsistence farming throughout the remainder of the area. Principle 8: To maximally utilise the mining potential in the municipal area, including optimising backward and forward linkages, without impeding negatively on the tourism and agricultural potential. Principle 9: To enhance business activities (formal and informal) at each of the identified nodal points in the District by consolidating these activities with the Thusong Centres and modal transfer facilities. Principle 10: To consolidate industrial and manufacturing activities around three core areas, namely Rustenburg Town, Brits and Mogwase (Bodirelo); and to promote small-scale manufacturing/ light industrial activities, including agro-processing, at Rural Service Centres. Principle 11: To ensure that areas displaying little or no potential for growth (urban and rural) are at least provided with the constitutionally mandated minimum levels of services as prescribed by the NSDP and enshrined in the Constitution. Principle 12: To integrate and consolidate the fragmented urban structure of the BPDM by way of delineating urban and rural development boundaries around nodal points and promoting infill development and densification within these Strategic Development Areas. Principle 13: To compile detailed Precinct Plans for each of the identified nodal points and Rural Service Centres in the District.
Spatial Development Frameworks
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The Spatial Development Frameworks of the five local municipalities that comprise the Bojanala Platinum District Municipality are briefly discussed below. The proposals emanating from them should be captured in the District SDF, during the review of the District SDF in order to promote regional alignment.
Kgetlengrivier Local Municipality
The SDF of Kgetleng Rivier Local Municipality identifies the following strategic, nodal development priorities:
Two Rural Service Centres were identified, namely Koster and Swartruggens The river system was identified as a Conservation network Three pockets of High Potential Agricultural Land were reserved: o Strip south of the Magaliesberg mountain range o Pocket in the north-western extents o Pocket in the far west extents Two new linkages were proposed to open up northern extents of Kgetlengrivier LM: North-south link from N4 freeway to Madikwe Dam area (in line with route R53); Upgrade existing east-west link road running north of and parallel to the N4 freeway, connecting Pella to the mining belt. Three Tourism Opportunity Areas were identified: o One just south of the N4 freeway, near the Koster Dam o One between Koster and Koster Dam o One north-east of Swartruggens Madibeng Local Municipality
The Madibeng SDF foresees the following as the interventions:
Identified High Potential Agricultural Areas along western border and central extents of Madibeng LM
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Promote nodal development at identified Economic Activity Areas, with a focus on establishing integrated housing developments only within such nodes Consolidate the scattered rural settlements in the central-eastern extents of the Municipality (around Jonathan, Shakung, and Jericho etc.) Strengthen linkages between Brits Town and other Economic Activity Areas The Future Urban Areas / expansion areas should comprise infill development on the following land pockets (see Figure 23c): o Between Letlhabile and Brits Town o Around Modderspruit o Around Schoemansville o Observe the Pelindaba Restriction Zone in the south-east of the LM.
Moretele Local Municipality
The Moretele SDF was based on three strategies, implemented within four intervention zones – as follows: Strategy 1: Accelerating Growth and Development o Intervention Zone One: Main economic growth areas for prioritised development spending Strategy 2: Sharing growth and development o Intervention Zone Two: Social inclusion areas representing areas for investment in people rather than places o Intervention Zone Three: Stimulating and kick starting new potential growth nodes Strategy 3: Sustainable growth and development o Intervention Zone Four: Environmentally sensitive zone
The following proposals emanated from the SDF:
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Preserve regional open spaces system and promote Cradle of Humankind development; Wetland Areas and Wetland Buffer Areas were delineated throughout the municipal area, and should be protected from development or degradation. The Makapanstad / Mathibestad complex was identified as the Primary and Development Node, and the Moeka / Swartdam / Ratsiepane / Motle complex as the Secondary Development Node. Both nodal points are located in the southern extents of the municipal area, where the linkages to the larger economies of Tshwane and Brits Town are strongest. Three Rural Development Nodes were identified in the northern extents of the LM, namely Moretele, Ngobi, and Cyferskuil / Walman. A local road, connecting the Primary and Secondary Development Nodes, was identified as a National Transport Corridor. Secondary Corridors connect the Primary and Secondary Nodes to the Rural Development Nodes in the north, and the Rural Nodes to each other. Two Agricultural Focus Area were identified: In the central extents of the LM, and along the northern border. Four pockets of Potential Future Development and Growth Areas were identified along the southern border of the LM.
Moses Kotane Local Municipality
The following were the development objectives to be achieved as part of the SDF for the Moses Kotane Local Municipality: To protect, enhance and manage the natural environmental resources in the municipality in order to ensure a sustainable equilibrium between the mining, tourism and agricultural industries in the area. To utilize the Pilanesberg (primary) and Molatedi (secondary) nature reserves as anchors to promote eco-tourism and cultural historic heritage development (Holiday Resorts and “Cradle” and Cultural Historic).
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To link the primary and secondary tourism anchors by way of a conservation corridor. To maximally utilise the mining potential in the municipal area without impeding negatively on the tourism and agricultural potential. To support the commercialization of small scale and/or subsistence farming activities throughout the remainder part of the municipality. To facilitate the implementation of a manufacturing hub and incubator network around Bodirelo, with specific emphasis also on agro-processing. To establish a hierarchy of service centres to ensure equitable access to social infrastructure and to promote local economic development by way of Thusong Centres/ Multi-Purpose Community Centres (MPCC’s). To compile detailed Precinct Plans for the nodal points/service centres in the rural parts of the municipality and to integrate and consolidate the fragmented and dispersed settlement structure in all settlements. To functionally link all towns and settlements to one another and to ensure that the main road network in the area is tarred. To capitalize on the strategic location of the municipality, and establish regional and provincial linkages. To ensure that all communities have access to at least the minimum levels of service as enshrined in the Constitution. To focus on the Greater Moruleng area as the short term priority for urbanisation, and to incrementally expand to the west/north-west as and when the need and the bulk network expands. To actively promote corridor development along the Ledig, Sun City, Mogwase/Bodirelo and Saulspoort axis. To consolidate the urban structure by way of infill development (informal, subsidised and/or bonded) in the Strategic Development Areas along the corridor as demarcated. To define an Urban Development Boundary around the Greater Mogwase complex in order to contain urban sprawl and to promote infill development and densification.
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To ensure that Mogwase Town accommodates the full range of highest order community facilities in the municipal area. A number of nodal points were identified in the Moses Kotane municipal area, as points where public investment should preferably be focused, with a view of strengthening existing economic activity / highly populated areas. Bodirelo was identified as an Industrial Node, which should be strengthened. Five Tourism Nodes were identified, all centred on the Pilanesberg, and including the Sun City development. The extension of the Madikwe Nature Reserve was indicated, together with a Conservation Corridor spanning the entire north-western border of the LM. A hierarchy of roads was also delineated. The first priority and second priority roads connect all the identified nodal points, and should be upgraded and maintained in order to support economic activities, physical integration and social upliftment within the Municipality. The western and far-eastern extents of the LM were reserved for Extensive Agriculture, while the central extents to the west and north of the Pilanesberg were primarily demarcated for Mining.
Rustenburg Local Municipality
The Rustenburg SDF was based on the following six objectives/ priorities: Priority 1: Integrated spatial development supported by the required bulk infrastructure development Priority 2: Accelerated and shared economic growth supported by creation of spatial economic opportunities Priority 3: Sustainable use and management of natural resources Priority 4: Integration of land use and transport development Priority 5: Creation of sustainable settlements through access to appropriate housing and social facilities Priority 6: Creation of opportunities for sustainable rural development. The following proposals emanated from the SDF,
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The southern half of the municipal area, as well as the majority of the north-eastern extents, were demarcated as regional open space. The Vaalkop Dam Nature Reserve and Kgaswane Nature Reserve were marked as conservation areas, and should be protected. A hierarchy of nodes was delineated for the Rustenburg Local Municipality. Rustenburg Town was identified as the First Order Node; Boitekong and Phokeng as Second Order Nodes; and Thekwane, Luka/ New Town, Robega and Tlaseng as Third Order Nodes. Furthermore, eleven Rural Nodes were identified, namely Hartebeesfontein, Monnakato, Bethanie, Phatsima, Marikana, Modikwe, Maumong, Tantanana, Kroondal, Heldina, and Boons. Urban edges were delineated around all settlements and expansion areas throughout the LM. The SDF included detailed plans of all the main towns/ settlements in the area. These plans identified specific potential sites for community facilities such as an education hub or police station. The Platinum SDI traverses the municipal area, linking Rosslyn, Akasia, Mabopane, Ga-Rankuwa and the Brits industrial areas, to Rustenburg. From Rustenburg, the route links with the Trans-Kgalagadi Highway at Lobatse in Botswana through Swartruggens, Groot Marico and Zeerust.
Route R24 was identified as the Mogale City – Rustenburg development corridor in the Mogale City SDF. The corridor begins at the O.R. Tambo International Airport, running via Kempton Park, Johannesburg, Krugersdorp and Tarlton to Magalies. The envisioned corridor was expected to have four major economic nodes, of which the Rustenburg multi- economic activity node is one. Large tracts of land in the central and north-western extents of the LM were reserved for mining and mining infrastructure purposes. Scattered pockets of land were reserved for Urban-agriculture, all adjacent to small settlements or on the outskirts of towns. The land around the Bospoort Dam was reserved for recreation purposes.
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Households by Refuse Disposal
A distinction is made between formal and informal refuse removal. When refuse is removed by the local authorities, it is referred to as formal refuse removal. Informal refuse removal is where either the household or the community disposes of the waste, or where there is no refuse removal at all. A further breakdown is used in terms of the frequency by which the refuge is taken away, thus leading to the following categories:
Removed weekly by authority Removed less often than weekly by authority Removed by community members Personal removal / (own dump) No refuse removal
CHART 19. HOUSEHOLDS BY REFUSE DISPOSAL - BOJANALA PLATINUM, NORTH-WEST AND NATIONAL TOTAL, 2016 [PERCENTAGE]
Households by access to refuse removal Bojanala Platinum, 2006-2016 100%
No refuse removal 90%
80%
Personal removal (own 70% dump)
60%
Removed by community 50% members
40%
Removed less often 30% than weekly by authority 20%
10% Removed weekly by authority
0% Bojanala Platinum North-West National Total
Source: IHS Markit Regional eXplorer version 1277
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Bojanala Platinum District Municipality had a total number of 314 000 (57.15%) households which had their refuse removed weekly by the authority, a total of 16 300 (2.96%) households had their refuse removed less often than weekly by the authority and a total number of 176 000 (31.91%) households which had to remove their refuse personally (own dump).
TABLE 17. HOUSEHOLDS BY REFUSE DISPOSAL - MORETELE, MADIBENG, RUSTENBURG, KGETLENGRIVIER AND MOSES KOTANE LOCAL MUNICIPALITIES, 2016 [NUMBER]
Removed less Removed Removed Personal often No weekly by removal than refuse Total by community (own weekly removal authority members dump) by authority Moretele 19,900 1,090 1,550 28,900 1,880 53,300 Madibeng 63,400 5,020 8,600 92,400 10,900 180,000 Rustenburg 161,000 7,410 7,510 38,000 10,100 224,000 Kgetlengrivier 7,040 345 668 7,820 1,030 16,900 Moses 63,200 2,420 562 8,340 1,090 75,600 Kotane Total Bojanala 314,235 16,292 18,887 175,473 24,997 549,883 Platinum Source: IHS Markit Regional eXplorer version 1277
The region within Bojanala Platinum with the highest number of households where the refuse is removed weekly by the authority is Rustenburg Local Municipality with 161 000 or a share of 51.15% of the households where the refuse is removed weekly by the authority within Bojanala Platinum. The region with the lowest number of households
Page 70 of 218 where the refuse is removed weekly by the authority is Kgetlengrivier Local Municipality with a total of 7 040 or a share of 2.24% of the total households where the refuse is removed weekly by the authority within the district municipality.
CHART 20. REFUSE REMOVAL - BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2006-2016 [NUMBER OF HOUSEHOLDS WITH NO FORMAL REFUSE REMOVAL]
Refuse removal Bojanala Platinum, 2006-2016 245,000
240,000
235,000
230,000
225,000
220,000
215,000
210,000
205,000 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Number of households with no formal refuse removal
Source: IHS Markit Regional eXplorer version 1277
When looking at the number of households with no formal refuse removal, it can be seen that in 2006 the households with no formal refuse removal in Bojanala Platinum District Municipality was 230 000, this decreased annually at -0.48% per annum to 219 000 in 2016.
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LEGISLATIVE FRAMEWORK
Binding legislation, policies, and planning requirements at National and Provincial Levels. Table 2: Legislative Framework
OBJECTS OF APPROPRIATE MUNICIPAL NO LEGISLATION LEGISLATION RESPONSES 1 Sets out the framework within Align all its planning and The Constitution the Rule of Law will take public participations of the Republic of place, regulating both the processes towards South Africa (Act horizontal & vertical contributing positively 108 of 1996) relationships between towards realization of its persons, the state etc. goals. 2 To explain all the Spatial Align their Spatial Planning Planning aspects nationally tools to address the areas National Spatial and guide government on all where they can make Development matters related to regional maximum gains in terms of Perspective and sub-regional potentials, economic, social and challenges and possible commercial gains. solutions. 3 Sets out the long term Take this into account as they strategic Vision of the country make five year strategic National with clear deliverables over plans, and ensure that each Development time according each aspect of of the municipal programmes Plan development. will contribute towards the realizations of the Vision. 4 A customized version of the Take this into account as they Provincial National Development Plan make five year strategic Development (NDP) above, inclusive of the plans, and ensure that each Plan provincial strategic pillars of of the municipal programmes (A)griculture, (C)ulture &
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(T)ourism (ACT), as well as will contribute towards the (V)illages, (T)ownships & realizations of the Vision. (S)mall (D)orpies (VTSD), (R)enewal (H)ealing & (R)econciliation (RHR), Saamtrek Saamwerk and Setsokotsane 5 Sets out the parameters and Develop appropriate strategic regulatory issues around the frameworks that will lead Water Services management of Water & towards provision of more Act Sanitation issues across the economical and effective country. Water & Sanitation systems. 6 North West Explains the spatial character Take into account what the Provincial Spatial of the province, and details all PSDF explains as regional Development the regional spatial issues. spatial context and include Framework such in their SDFs. 7 Sets out a long term policy Design their policies in basis for the transformation of manner such that the Local Government transformation will take place, White Paper on sphere, detailing all the policy and the business systems of Local thrusts that must be municipalities will be cost Government implemented in order to effect effective and provide value to the constitutional obligations citizens. of this sphere. 8 Details all the systems issues Ensure that they are Local that municipalities must be integrative at all times into Government: compliant with, and allocate their planning, and their Municipal various functional strategies are citizen based. Systems Act (Act requirements for various tiers 32 of 2000) of officials as well issues of
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municipal planning and performance management. 9 Allocates different functions Ensure that they respond to according to the tier of the powers and functions Local municipalities as well as assigned as well Government: explain the various roles & appropriating their budgets in Municipal responsibilities of Council, its accordance with the allocated Structures Act Committees etc. functions. Further (Act 117 of 1998) municipalities must establish and its committees that are in amendments alignment with these powers & functions. 10 Local Sets out the municipal Ensure that they institute Government: responsibilities in so far as appropriate governance Municipal development of Budgets and measure to be effective, Financial the financial governance economical and efficient. Management Act regimes appropriate for local (Act 56 of 2003) government and their entities. 11 Sets out the manner that Must ensure that on regular municipalities will develop (annual) basis they revise Municipal their systems of effecting their services tariffs and Property Rates localized taxation on subject same to public Act properties and rates. participation as well management of appropriate Valuations Rolls. 12 Sets out all the requirements Adjust their SDFs, LUMs as Spatial Planning & all spheres of government well as systems to give effect Land Use must meet in order to have to the requirements of Management Act properly structured SDFs, SPLUMA and make gains out & its Regulations Land Use Management of the regulated development Schemes etc., as well applications processes.
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processes for dealing with various town & regional planning issues including the establishment, and management of Municipal Planning Tribunals. 13 Sets out the systems and Ensure that they develop objectives of the government appropriate policy to manage the housing and frameworks to comply with, human settlements arena as and give effect to the objects Housing Act (107 well establishment of various of the Housing Act of 1997) instruments related thereto such as the Housing Development Agency, the Rental Housing Tribunals etc. 14 Act sets out all requirements Municipalities are to develop for the better management of their environmental the national Environmental management policies in Resources & Heritage, and accordance with the Act as National enjoins other spheres of well as design any other Environmental government and parties framework that will assist in Management Act interested in environmental the management of the matters to development environment effectively. appropriate localized tools for environmental conservation. 15 Sets out the manner those Municipalities to take note of Environmental conservations issues are to this as they develop their Conservation Act be addressed across the policy frameworks, including country. their planning systems. 16 National Heritage Sets out the management Municipal town & regional Resources Act systems for preservation and planning frameworks are to
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conservation of Heritage further take account of the Resources across all spheres requirements of the Act and of government including the set out measures of roles and functions of these cooperating with private spheres. The Act also Heritage owners within their establishes various Heritage areas of jurisdiction. Councils 17 Has been replaced in large Municipal development parts by the SPLUMA, regulatory regime must take however, it served to address consideration of its Development the manner that development requirements thereby Facilitation Act planning and its processes avoiding any economic were to be undertaken. leakages that may result from poor responses to its requirements. 18 Old order regional by-laws Municipal planning systems that regulated various are to take account of those Townships development planning Ordinances that are still in Ordinances regimes across the then four effect, and ensure that they provinces. influence their decision- making processes. 19 Sets out the powers and Take into account this Act as functions of Magosi across well as have their public the country as well as their participation and dispute National House of relationships where there are mediation processes as Traditional several tiers of chieftaincy in closely aligned to the objects Leaders some parts of the country and of the Act as possible. Amendment Act further determine the powers and function of the President in so far as continued reign of any Monarch/Kgosi etc.
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20 Sets out the manner that the Design their IGR systems in Intergovernmental three spheres of government line with the Act as well be Relations are to relate, in effect sensitive to the manner that Framework Act responding to Chapter Three Act instigates dispute of the Constitution. resolution to be like. 21 Sets out the manner that Districts are to ensure that Disasters are to be managed they have Disaster as well the institutional Management Plans, and local arrangements around municipalities ensure that as Disaster Disaster Management and Districts development such Management Act the powers and functions of plans they take into account National, Province and various issues from the LMs. Districts, including the development of Disaster Management Plans. 23 Sets out the parameters that Municipalities are to ensure enjoins the state to contribute that their Transformation Skills towards skills development. agenda is in line with the Development Act development of skills and set targets for skills development in their jurisdictions. 24 Determines the manner that Municipal policies are to be Chapter Two requirements in aligned towards the objects of Prevention of terms of elimination of acts of the act through progressive Unfair discrimination across the measures that protect the Discrimination Act state. vulnerable and targeted groups. 25 Details the steps that will be Ensure that they interact and National Sports taken by the state to develop develop policies that will and Recreation sport & recreation as well as promote the objects of the Act establishes various bodies Sport & Recreation Act.
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that are aimed at sport & recreation development & promotion 26 Regulates the manner that Ensure to the extent possible Landlords and tenants are to that they have policies that Rental Housing relate while protecting the are in alignment with the Act rights of both tenants and objects of this Act. those of landlords. 27 Sets out how the procurement The SCM policies of the state space is to be biased towards to be sensitive to, and Preferential clean administration while progressively address the Procurement promoting the marginalized entrance of the marginalized Policy Framework groups and ensuring their groups into the space for Act unhindered entrance into the provision of goods & services. supply of commodities & services to the state. 28 Regulates how levies that are Ensure their continued to be contributed towards the contributions into the fund as development skills are to be well as exploit to the extent Skills charged and their various possible the benefits of the Development disbursements for the Act through properly Levies Act realization of the goals of the developed training regimes. Act and that of the Skills Development Act. 29 Regulates the employment of Municipalities to note the persons by the state as well developments that may result as setting out code of conduct in the amalgamation of the Public Service for these employees as well municipal public & Amendment Act as other measures that national/provincial services amongst other things include corps into one. disciplinary regime
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30 Seeks to promote the Recruitment and selections entrance of the previously policies are to be aligned to, marginalized groups into the and serve the objectives of state as well as the private this Act. Employment sector to eliminate Equity Act discrimination on the basis gender & race in the employment practices of institutions.
The above-mentioned legislations should be taken into consideration in the process of developing/reviewing the IDPs.
Powers & Functions
The powers and functions of the district are assigned in terms of section 84 of the municipal structures act. Apart from the powers and functions of the district municipality, as outlined in terms of Section 83 and 84 respectively of the Municipal Structures Act, the district is required in terms of section 83 (3) of the same act, to seek to achieve the integrated, sustainable and equitable social as well as economic development of the district area as a whole by:
Ensuring integrated development planning for the district; Promoting bulk infrastructure development and services for the district as a whole; Building the capacity of local municipalities in its area to perform their functions and exercise their powers where such capacity is lacking; Promoting the equitable distribution of resources between the local municipalities in its area to ensure appropriate levels of municipal services.
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Table 3: Powers and Functions of the BPDM
Section Powers and functions Performance
84(a) Integrated Dev. Planning √
84(b) Portable water supply systems X
84(c) Bulk supply of electricity X
84(d) Domestic waste water & sewage disposal X
84(e) Solid waste disposal sites X
84(f) Municipal Roads X Function still to be 84(g) Regulation of passenger TPT services performed 84(h) Municipal Airports X
84(i) Municipal Health Services √
84(j) Fire Fighting Services for whole district √
84(k) Fresh Produce markets & Abattoirs X
84(l) Cemeteries & Crematoria X
84(m) Local Tourism for whole district √
84(n) Municipal Public Works X
84(o) Receipt of Grants √ Taxes, Levies & Duties as authorised by Nat 84(p) X Legislation The table above indicates the district municipality’s performance of powers and function allocated line with section 83 and 84 (1) of the Municipal Structures Act, 117/1998. A √ indicate that the function is performed, while X indicate that the district does not perform the function.
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As reflected in the table above, the district municipality does not perform most of the allocated powers and functions because the same functions are performed directly by the constituent local municipalities.
Unlike other district municipalities in the North West Province, BPDM is notably not a Water Service Authority because the water function has been directly assigned to local municipalities. However the district has undertaken several bulk water and sanitation related functions as part of providing support to local municipalities such as Moses Kotane, Kgetleng Rivier and Moretele local municipalities.
Although it is not feasible for the district to perform all the powers and functions that are currently not performed, the district municipality will undertake a study to assess its current situation with regard to available resources, and design a new service delivery model as a strategy to facilitate the performance of some of these powers and functions.
Among others the study will design a new service delivery model as an integrated approach to powers and functions by addressing the following: Define the “as is” and “to be” situation The definition and allocation of powers and functions between the district and local municipalities Capacity assessment of the district and constituent local municipality and develop a case for possible devolution and assignment of additional powers and functions The role of the district in the planning and possible provision supply of bulk services The unfunded mandates Coordinating role of the district as the IGR centre between and amongst different spheres of government and SOEs (e.g. Eskom, Water Boards, IDC, SEDA etc.) The details of the process to be followed will be incorporated in the action plan that forms part of this document and it will also be elaborated on the IDP and SDBIP which will be developed from this plan.
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DISTRICT PRIORITIES
The priorities of the district municipality are directly influenced by the priorities of the five constituent local municipalities.
Prioritized needs from constituent Local Municipalities
As a category C municipality, Bojanala Platinum District Municipality is responsible for supporting service delivery initiatives by its constituent category B municipalities. The category B municipalities are: Kgetleng Rivier, Madibeng, Moretele, Moses Kotane, and Rustenburg.
The priorities tabulated here below, arise from the commonly identified needs of communities at ward level and submitted to the district municipality to inform planning at local and district level. The needs reflected in the tables below are the District Priorities as a cumulative priorities of local municipalities. Type Priority area Water & sanitation Infrastructure Roads & Storm water Electricity Economic issues Local Economic and Rural Development Development & Planning Land & Housing Social Infrastructure Community facilities (halls, sport grounds & libraries) Financial management Financial Management
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MUNICIPAL PRIORITIES MUNICIPALITY PRIORITIES
1 2 3 4 5
Kgetlengrivier Water and Township Roads and Storm- Local Economic Amenities Sanitation Establishment water Development
Madibeng Water & Sanitation Roads and Storm Electricity Land and Housing Social Services Water
Moretele Water Housing High Mast Lights Internal Roads & Sports Facilities Storm Water
Moses Kotane Water & Sanitation Roads & Storm Institutional Sports & Economic water Development Recreation Development
Rustenburg Water & Sanitation Roads & storm Electricity Land & Housing Sustainable Rural water development
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THE DISTRICT WIDE PRIORITIES
Emanating from the submissions that were submitted by the local municipalities of Kgetleng Rivier, Madibeng, Moses Kotane, Moretele and Rustenburg, the District Municipality consolidated them and came up with the following District wide priorities for the 2020/21 financial year:
Priority 1 - Water and sanitation
Priority 2 - Roads and Storm Water
Priority 3 - Electricity
Priority 4 - Spatial Planning, Land Use and Institutional Development
Priority 5 - Rural and Economic Development
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LIST OF UNFUNDED PROJECTS AND PROGRAMMES WITHIN THE DISTRICT MUNICIPALITY
The below listed are projects and programmes that needs to be undertaken by the district Municipality but are however un- funded.
1. ENVIRONMENTAL MANAGEMENT PROJECTS/PROGRAMMES
LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/01/B1823/20/21 Development of landfill sites in Kgetleng rivier Feasibility Study 25 000 000 Swartruggens Town
DC37/02/B1823/20/21 Development of landfill sites in Kgetleng rivier Feasibility Study 25 000 000 Koster Town
DC37/03/B1823/20/21 Development of transfer stations Kgetleng rivier Feasibility Study 10 000 000 in Derby
DC37/04/B1823/20/21 Development of transfer stations Kgetleng rivier Feasibility Study 10 000 000 in Ratsegai
DC37/05/B1823/20/21 Development of Park in Koster Kgetleng rivier Feasibility Study 7 000 000 Town DC37/06/B1823/20/21 Development of Park in Kgetleng rivier Feasibility Study 5 000 000 Swartruggens Town DC37/07/B1823/20/21 Installation of 4000 power packs Kgetleng rivier Scoping of Report 20 000 000
DC37/08/B1823/20/21 Installation of 4000 solar geysers Kgetleng rivier Scoping of Report 120 000 000
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PROJECT NUM LOCAL ESTIMATED BER PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/09/B1823/20/21 Willie bins 15 000HH Kgetleng rivier Scoping of Report 6 750 000 Moretele DC37/10/B1823/20/21 Environmental Legal Compliance Kgetleng rivier Scoping of Report 2 000 000 Audit Moretele
DC37/11/B1823/20/21 Bio-Fuel manufacturing plant Kgetleng rivier Scoping of Report 3 000 000 000
DC37/12/B1823/20/21 Waste to energy for the entire All 5 Local Feasibility Study 19 000 000 000 district municipalities
DC37/13/B1823/20/21 Construction of Madikwe Landfill Moses Kotane Feasibility Study 35 000 000 Site
DC37/14/B1823/20/21 Installation of 50000 power packs All 5 Local Scoping of Report 35 000 000 municipalities DC37/15/B1823/20/21 Installation of 50000 solar All 5 Local Scoping of Report 35 000 000 geysers municipalities
DC37/16/B1823/20/21 Willie Bins- 50000HH All 5 Local Scoping of Report 22 500 000 municipalities DC37/17/B1823/20/21 200 Skip bins All 5 Local Scoping of Report 3 200 000 municipalities DC37/18/B1823/20/21 Installation of 20000HH power All 5 Local Scoping of Report 100 000 000 packs municipalities
DC37/19/B1823/20/21 Installation of 60000HH solar All 5 Local Scoping of Report 1 800 000 000 geysers municipalities
DC37/20/B1823/20/21 Willie Bins-160 000 All 5 Local Scoping of Report 72 000 000 municipalities
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/21/B1823/20/21 300 Skip Bins All 5 Local Scoping of Report 4 800 000 municipalities DC37/22/B1823/20/21 Construction of Makapanstad Moretele Scoping of Report 35 000 000 Landfill Site DC37/23/B1823/20/21 Installation of 50000 HH power Moretele Scoping of Report 250 000 000 packs Moses Kotane
DC37/24/B1823/20/21 Willie Bins -52000HH Moretele Scoping of Report 23 400 000 Kgetleng DC37/25/B1823/20/21 250 Skip Bins Moretele Scoping of Report 4 000 000 Kgetleng DC37/26/B1823/20/21 Rear end Loading compactors Madibeng Scoping of Report 8 000 000 Kgetleng DC37/27/B1823/20/21 2xFront end loading comactors Madibeng Scoping of Report 6 000 000 Kgetleng DC37/28/B1823/20/21 3xSmall compacotrs Kgetleng Scoping of Report 3 000 000
DC37/29/B1823/20/21 4xHydraulic bin lifting equipments All 5 Local Scoping of Report 800 000 municipalities DC37/30/B1823/20/21 Installations of 100 000HH Power All 5 Local Scoping of Report 800 000 Packs municipalities
DC37/31/B1823/20/21 Installations of 100 000HH Solar All 5 Local Scoping of Report 800 000 geysers municipalities
DC37/32/B1823/20/21 Skip Bins-3300 All 5 Local Scoping of Report 53 000 000 municipalities DC37/33/B1823/20/21 Willie Bins-3300 All 5 Local Scoping of Report 1 485 000 municipalities DC37/34/B1823/20/21 Waste Collection Kgetleng Scoping of Report 12 000 000
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/35/B1823/20/21 Kremetart mini dump Rustenburg Feasibility Study 5 000 000
DC37/36/B1823/20/21 Zinniaville mini dump Rustenburg Feasibility Study 5 000 000
DC37/37/B1823/20/21 Waste drop off pilleri Rustenburg Feasibility Study 14 000 000
DC37/38/B1823/20/21 Strumosa Environmental Center Rustenburg Feasibility Study 240 000 000
DC37/39/B1823/20/21 The construction for Marikana Rustenburg Feasibility Study 11 500 000 transfer station
DC37/40/B1823/20/21 Phokeng and Tsitsing Transfer Rustenburg Feasibility Study 25 000 000 Station
DC37/41/B1823/20/21 Waterval landfill site rehabilitation Rustenburg Feasibility Study 100 000 000
DC37/42/B1823/20/21 Jabula Transfer Station Rustenburg Feasibility Study 8 100 000
DC37/43/B1823/20/21 Waste Recycling Village at Rustenburg Feasibility Study 23 000 000 Waterval Landfill site
DC37/44/B1823/20/21 Phatsima Waste Transfer Station Rustenburg Feasibility Study 38 600 000
DC37/45/B1823/20/21 Marikana Waste Transfer Station Rustenburg Feasibility Study 12 000 000 Phase 2 Development
DC37/46/B1823/20/21 Phokeng Waste Transfer Station Rustenburg Feasibility Study 17 000 000 Phase 2 Development
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/47/B1823/20/21 Tsitsing Waste Transfer Station Madibeng Feasibility Study 15 600 000 Phase 2 Development
DC37/48/B1823/20/21 Deep Bin network for recyclables Madibeng Feasibility Study 10 000 000 collection
DC37/49/B1823/20/21 Recyclables buy-back centres Rustenburg Feasibility Study 20 000 000
DC37/50/B1823/20/21 Kremetart Lifestyle Park Rustenburg Feasibility Study 4 400 000
DC37/51/B1823/20/21 Zinniaville Kiddies Park Rustenburg Feasibility Study 4 400 000
DC37/52/B1823/20/21 Air quality monitoring stations Madibeng Feasibility Study 24 000 000
DC37/53/B1823/20/21 Review of the district air quality all 5 local Development of 3 500 000 management plan municipalities the Plan
DC37/54/B1823/20/21 Review of the district integrated all 5 local Development of 2 000 000 waste management plan municipalities the Plan
DC37/55/B1823/20/21 Strategic environmental all 5 local Assessment 2 800 000 assessment municipalities Report
DC37/56/B1823/20/21 Environmental management all 5 local Development of 2 600 000 systems municipalities the Systems DC37/57/B1823/20/21 Environmental management all 5 local Development of 2 800 000 policy municipalities Policy DC37/58/B1823/20/21 Development of Cemetery in Kgetleng Rivier Cemetery 3 400 000 Kgetleng Rivier
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DC37/59/B1823/20/21 District Environmental All 5 municipalities District 4 500 000 Management Framework Environment Management Plan DC37/60/B1823/20/21 Development and maintenance of Madibeng Cemetery 3 400 000 Cemetery in Madibeng DC37/61/B1823/20/21 Retrofitting of energy saving bulbs All 5 municipalities Retrofitting of 25 000 000 energy saving bulbs in the district DC37/62/B1823/20/21 Mazista waste transfer station Kgetleng Feasibility study 10 000 000 TOTAL 73 189 435
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2. COMMUNITY DEVELOPMENT SERVICES
LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/63/B1823/20/21 3 Fire Engines Kgetleng rivier Supply and 4 000 000 Delivery Only DC37/64/B1823/20/21 1x Response Vehicle Kgetleng rivier Supply and 2 000 000 Delivery Only DC37/65/B1823/20/21 3x Skid Unit Vehicles Kgetleng rivier Supply and 1 800 000 Delivery Only DC37/66/B1823/20/21 3x Jaws of Life Kgetleng rivier Supply and 1 200 000 Delivery Only DC37/67/B1823/20/21 2x Safety Vehicles Kgetleng rivier Supply and 1 200 000 Delivery Only DC37/68/B1823/20/21 Satellite fire station Kgetleng rivier Supply and 11 000 000 Delivery Only DC37/69/B1823/20/21 Construction of community halls Kgetleng rivier Scoping Reports 40 000 000 in Extension 4 Borolelo, Redirile, and Designs Mazista and Reagile Extension 8 DC37/70/B1823/20/21 Construction of sports and Kgetleng rivier Feasibility Study 320 000 000 recreational facilities, wards 1,2,3,4 5,6,7&8 DC37/71/B1823/20/21 Construction of community halls Kgetleng rivier Scoping Reports 25 000 000 in Extension 4 Borolelo, Redirile, and Designs Mazista and Reagile Extension 8
DC37/72/B1823/20/21 Construction of sports and Kgetleng rivier Feasibility Study 320 000 000 recreational facilities, wards 1,2,3,4 5,6,7&8
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/73/B1823/20/21 Construction of Libraries In Kgetleng rivier Scoping Reports 25 000 000 Borolelo. and Designs DC37/74/B1823/20/21 Construction of Skills training Kgetleng rivier Feasibility Study 320 000 000 Centre that will focus on Agriculture, Tourism and Culture, wards 1,2,3,4 5,6,7&8 DC37/75/B1823/20/21 Construction of High and Kgetleng rivier Feasibility Study 450 000 000 Primary Schools-Borolelo, Reagile and Redirile DC37/76/B1823/20/21 Construction of Satellite police Kgetleng rivier Feasibility Study 200 000 000 station in Derby and Mazista DC37/77/B1823/20/21 Upgrading of Reagile Clinic Kgetleng rivier Feasibility Study 15 000 000 DC37/78/B1823/20/21 3 Fire Engines Moses Kotane Supply and 4 000 000 Delivery Only DC37/79/B1823/20/21 1x Response Vehicle Moses Kotane Supply and 2 000 000 Delivery Only DC37/80/B1823/20/21 3x Skid Unit Vehicles Moses Kotane Supply and 1 800 000 Delivery Only DC37/81/B1823/20/21 3x Jaws of Life Moses Kotane Supply and 1 200 000 Delivery Only DC37/82/B1823/20/21 2x Safety Vehicles Moses Kotane Supply and 1 200 000 Delivery Only
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LOCAL PROJECT NUMBER ESTIMATED COST PROJECT MUNICIPALITY DELIVERABLE “R” DC37/83/B1823/20/21 Satellite fire station-Pella Moses Kotane Supply and 11 000 000 Delivery Only DC37/84/B1823/20/21 Refurbishment of Pilanesberg Moses Kotane Feasibility 20 000 000 000 Airport Study
DC37/85/B1823/20/21 3 Fire Engines Madibeng Supply and 4 000 000 Delivery Only DC37/86/B1823/20/21 1x Response Vehicle Madibeng Supply and 2 000 000 Delivery Only DC37/87/B1823/20/21 1x Response Vehicle Madibeng Supply and 2 000 000 Delivery Only DC37/88/B1823/20/21 3x Skid Unit Vehicles Madibeng Supply and 1 800 000 Delivery Only DC37/89/B1823/20/21 3x Jaws of Life Madibeng Supply and 1 200 000 Delivery Only DC37/90/B1823/20/21 2x Safety Vehicles Madibeng Supply and 1 200 000 Delivery Only DC37/91/B1823/20/21 Moiletswane Sport field Madibeng Scoping reports 1 300 000 and Designs DC37/92/B1823/20/21 Kgabalatsane Sports Facility Madibeng Scoping reports 2 000 000 and Designs DC37/93/B1823/20/21 Ward 31 Sports Facility Madibeng Scoping reports 2 000 000 and Designs DC37/94/B1823/20/21 Maboloka Sports Facility Madibeng Scoping reports 8 000 000 and Designs DC37/95/B1823/20/21 Klipgat Library Services Madibeng Scoping reports 2 000 000 and Designs
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LOCAL PROJECT NUMBER ESTIMATED COST PROJECT MUNICIPALITY DELIVERABLE “R” DC37/96/B1823/20/21 Hospice x 5 Madibeng Feasibility 50 000 000 Study DC37/97/B1823/20/21 Old age Homes x 50 Madibeng Feasibility 330 000 000 Study DC37/98/B1823/20/21 Tennis Courts Madibeng Feasibility 500 000 000 Study DC37/99/B1823/20/21 Soccer Fields Madibeng Feasibility 100 000 000 Study DC37/100/B1823/20/21 Rugby Field x 5 All 5 Local Feasibility 800 000 000 Municipalities Study DC37/101/B1823/20/21 Netball Field Madibeng Feasibility 25 000 000 Study DC37/102/B1823/20/21 Gymnasium x 33 Madibeng Feasibility 120 000 000 Study DC37/103/B1823/20/21 University in Mooinooi Madibeng Feasibility 20 000 000 000 Study DC37/104/B1823/20/21 Fire Fighting Equipment for All 5 Local Supply and 20 000 000 000 farmers Municipalities Delivery Only
DC37/105/B1823/20/21 Fire Engines x 100 All 5 Local Supply and 500 000 000 Municipalities Delivery Only DC37/106/B1823/20/21 Hose for Fire Madibeng Supply and 100 000 Delivery Only DC37/107/B1823/20/21 Foam Equipment Madibeng Supply and 50 000 Delivery Only DC37/108/B1823/20/21 Water and Foam tanks x 10 All 5 Local Supply and 50 000 000 Municipalities Delivery Only DC37/109/B1823/20/21 Fire Engines x 100 All 5 Local Supply and 500 000 000 Municipalities Delivery Only
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LOCAL PROJECT NUMBER ESTIMATED COST PROJECT MUNICIPALITY DELIVERABLE “R” DC37/110/B1823/20/21 Hose for Fire Madibeng Supply and 100 000 Delivery Only DC37/111/B1823/20/21 Foam Equipment Madibeng Supply and 50 000 Delivery Only DC37/112/B1823/20/21 Water and Foam tanks x 10 All 5 Local Supply and 50 000 000 Municipalities Delivery Only DC37/113/B1823/20/21 10 fire-fighting pumps All 5 Local Supply and 10 000 000 Municipalities Delivery Only DC37/114/B1823/20/21 Porter Cabins x 10 All 5 Local Supply and 10 000 000 Municipalities Delivery Only DC37/115/B1823/20/21 Mobile Offices x 10 All 5 Local Supply and 10 000 000 Municipalities Delivery Only DC37/116/B1823/20/21 3 x Fire Engines Moretele Supply and 4 000 000 Delivery Only DC37/117/B1823/20/21 Construction of community hall Moretele Completed 9 200 000 in Mmotla community hall DC37/118/B1823/20/21 Construction of community hall Moretele Completed 9 200 000 in Moeka community hall DC37/119/B1823/20/21 Construction of 10 sports Moretele Completed 828 000 000 complex in ward 1, sport complex 2,4,5,6,9,10,19,21,23 and 26 DC37/120/B1823/20/21 1 x Response Vehicle Moretele Supply and 2 000 000 Delivery Only DC37/121/B1823/20/21 3 x Skid Unit Vehicles Moretele Supply and 1 800 000 Delivery Only DC37/122/B1823/20/21 3 x Jaws of Life Moretele Supply and 1 200 000 Delivery Only
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LOCAL PROJECT NUMBER ESTIMATED COST PROJECT MUNICIPALITY DELIVERABLE “R” DC37/123/B1823/20/21 2 x Safety Vehicles Moretele Supply and 1 200 000 Delivery Only DC37/124/B1823/20/21 Golf Course in Moretele Moretele Feasibility 2 000 000 000 Study DC37/125/B1823/20/21 Fire station and emergency Moretele Complete fire 41 931 030 centre station and emergency centre DC37/126/B1823/20/21 3 x Fire Engines Rustenburg Supply and 4 000 000 Delivery Only DC37/127/B1823/20/21 1 x Response Vehicle Rustenburg Supply and 2 000 000 Delivery Only DC37/128/B1823/20/21 3 x Skid Unit Vehicles Rustenburg Supply and 1 800 000 Delivery Only DC37/129/B1823/20/21 3 x Jaws of Life Rustenburg Supply and 1 200 000 Delivery Only DC37/130/B1823/20/21 2 x Safety Vehicles Rustenburg Supply and 1 200 000 Delivery Only DC37/131/B1823/20/21 Satellite fire station-Marikana Rustenburg Feasibility 11 000 000 Study DC37/132/B1823/20/21 Development of sports & Rustenburg Feasibility 31 000 000 recreational facilities- Study Kanana,Luka, Mogono, Photsaneng, Mfidikwe and Tlapa, Thekwana
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LOCAL PROJECT NUMBER ESTIMATED COST PROJECT MUNICIPALITY DELIVERABLE “R” DC37/133/B1823/20/21 Upgrading of clinics- Rustenburg Scoping Report 15 000 000 Chaneng,Thekwana, Mfidikwe and Designs
DC37/134/B1823/20/21 Multi-purpose Centre- Rustenburg Feasibility 55 000 000 Phokeng, Study Lefaragatlhe,Kanana, Chaneng, Mafenya, Rasimone, Robega,Tsitsing, Mogajane, Maile Ext, Maile Diepkuil, Kopman, Tantanana, Mosenthal, Mabitse, Lesung DC37/135/B1823/20/21 Technical & Vocational Rustenburg Scoping Report 10 000 000 Training centre (TVET)- and Designs Chaneng, Mafenya, Rasimone, Robega
DC37/136/B1823/20/21 Technical High School-Luka Rustenburg Feasibility 80 000 000 Study DC37/137/B1823/20/21 Makgotla Offices- Rustenburg Scoping Report 8 000 000 Luka,Photsaneng, Thekwana, and Designs Mfidikwe, Tlapa
DC37/138/B1823/20/21 Community Hall- Rustenburg Scoping Report 15 000 000 Mogajane,Chaneng and Designs
DC37/139/B1823/20/21 Community Early Childhood Rustenburg Feasibility 30 000 000 Development Centres Study (ECD's)-Tsitsing, Mogajane, Maile Ext, Maile Diepkuil, Kopman
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LOCAL PROJECT NUMBER ESTIMATED COST PROJECT MUNICIPALITY DELIVERABLE “R” DC37/140/B1823/20/21 Computer School-Kopman Rustenburg Scoping Report 80 000 000 and Designs DC37/141/B1823/20/21 Additional Classrooms at Rustenburg Scoping Report 3 000 000 Tlapa Primary and Designs
DC37/142/B1823/20/21 Bakery/ Confectionery- Rustenburg Scoping Report 3 000 000 Phokeng, Lefaragatlhe and Designs DC37/143/B1823/20/21 Satellite Police Station Rustenburg Feasibility 50 000 000 Study TOTAL 912 754 450
3. ELECTRICITY PROJECTS
LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/144/B1823/20/21 Upgrade of electrical main sub- Kgetleng rivier Development of 45 000 000 station and mini sub-station in Scoping Reports Koster Town and Designs DC37/145/B1823/20/21 Upgrade of electrical main sub- Kgetleng rivier Development of 35 000 000 station and mini sub-station in Scoping Reports Swatruggens Town and Designs
DC37/146/B1823/20/21 Retrofitting of street lights, high Kgetleng rivier Development of 30 000 000 mast lights and municipal Scoping Reports buildings and Designs
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/147/B1823/20/21 "Upgrading of the electrical Kgetleng rivier Development of 50 000 000 infrastructure-Swartruggens – Scoping Reports Koster” and Designs DC37/148/B1823/20/21 Upgrading of existing Moses Kotane Development of 135 100 000 infrastrucre and new Scoping Reports connections and lighting and Designs DC37/149/B1823/20/21 Installation of Public lighting in Moretele Development of 100 000 000 various wards 2, 3, 5, 6, 7, 8, 9, Scoping Reports 11, 12, 13, 14, 16, 17, 18, 19, and Designs 20, 21, 22, 23, 24 and 26- 5434 Households DC37/150/B1823/20/21 Electrical reticulation for 185 Rustenburg Development of 9 200 000 stands Scoping Reports and Designs DC37/151/B1823/20/21 Electricity house connections- Rustenburg Development of 6 831 000 594HH Geelhoutpark Scoping Reports and Designs DC37/152/B1823/20/21 Electricity house connections- Rustenburg Development of 79 488 000 6912HH Tlhabane Scoping Reports and Designs
DC37/153/B1823/20/21 Electricity house connections- Rustenburg Development of 15 490 500 1347HH Meriting Scoping Reports and Designs
DC37/154/B1823/20/21 Electricity house connections – Rustenburg Development of 53 509 500 4653HH Rustenburg town and Scoping Reports North and Designs
TOTAL 2 284 472 000
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4. HOUSING PROJECTS
LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/155/B1823/20/21 Development of 2500 houses in Kgetleng Development of 1 400 000 000 Reagile Township – 160 square scoping report and metres Designs DC37/156/B1823/20/21 Development of 300 houses in Kgetleng Development of 168 000 000 Redirile Township – 160 square scoping report and metres Designs DC37/157/B1823/20/21 Development of 1500 houses in Kgetleng Development of 840 000 000 Borelelo Township – 160 scoping report and square metres Designs DC37/158/B1823/20/21 Development of 200 houses in Kgetleng Development of 112 000 000 Ratsegi township 160 square scoping report and meters Designs DC37/159/B1823/20/21 Development of 100 houses in Kgetleng Development of 56 000 000 Rodeion – 160 square metres scoping report and Designs DC37/160/B1823/20/21 Development of 4170 new Kgetleng Development of 2 335 200 000 houses within Kgetleng rivier scoping report and local municipality Designs DC37/161/B1823/20/21 Development of 12000 housing Moses Kotane Development of 6 720 000 000 units – 160 square meters scoping report and Designs DC37/162/B1823/20/21 Dipompong (500 units) Madibeng Development of 280 000 000 scoping report and Designs
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/163/B1823/20/21 Letlhakaneng (500 Units) Madibeng Development of 280 000 000 scoping report and Designs DC37/164/B1823/20/21 Letlhakaneng : Mmalerato Madibeng Development of 560 000 000 (1000 units) scoping report and Designs DC37/165/B1823/20/21 Vaalboschsloot (500 units) Madibeng Development of 2 scoping report and 80 000 000 Designs DC37/166/B1823/20/21 Fafung (200 units) Madibeng Development of 112 000 000 scoping report and Designs DC37/167/B1823/20/21 Maboloka (500 units) Madibeng Development of 280 000 000 scoping report and Designs DC37/168/B1823/20/21 Jerico (500 units) Madibeng Development of 280 000 000 scoping report and Designs DC37/169/B1823/20/21 Madidi (500 units) Madibeng Development of 280 000 000 scoping report and Designs DC37/170/B1823/20/21 Mmakau ( 1500 Units) Madibeng Development of 840 000 000 scoping report and Designs DC37/171/B1823/20/21 Klipgat (1000 Units) Madibeng Development of 560 000 000 scoping report and Designs DC37/172/B1823/20/21 Hebron Madibeng Development of 840 000 000 scoping report and Designs
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/173/B1823/20/21 Modderspuruit Mmakau (1500 Madibeng Development of 840 000 000 units) scoping report and Designs DC37/174/B1823/20/21 Erasmus (1000 Units) Madibeng Development of 560 000 000 Scoping report and Designs DC37/175/B1823/20/21 Tlapa la wa (Damonsvile)-1000 Madibeng Development of 560 000 000 Scoping report and Designs DC37/176/B1823/20/21 Nkandla (Damanosville)-1000 Madibeng Development of 560 000 000 Scoping report and Designs DC37/177/B1823/20/21 Oukasie – Siyahlala (500 Units) Madibeng Development of 280 000 000 Scoping report and Designs DC37/178/B1823/20/21 Bapong (500 Units) Madibeng Development of 280 000 000 Scoping report and Designs DC37/179/B1823/20/21 Bapong Informal (500 Units) Madibeng Development of 280 000 000 Scoping report and Designs DC37/180/B1823/20/21 Sonop (1000 Units) Madibeng Development of 560 000 000 Scoping report and Designs DC/37/181/B1823/20/21 Block I Extension (1000 Units) Madibeng Development of 560 000 000 Scoping report and Designs
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/182/B1823/20/21 Sunway extension (1000 Units) Madibeng Development of 560 000 000 Scoping report and Designs
DC37/183/B1823/20/21 Shakung (200 Units) Madibeng Development of 112 000 000 Scoping report and Designs
DC37/184/B1823/20/21 Moiletswane (200 Units) Madibeng Development of 112 000 000 Scoping report and Designs DC37/185/B1823/20/21 Oukasie Ext.4 Phase 1 (50 Madibeng Development of 28 000 000 Houses to be built) Scoping report and Designs DC37/186/B1823/20/21 Oukasie Ext.4 Phase 2 (148 Madibeng Development of 82 880 000 Houses to be built) Scoping report and Designs DC37/187/B1823/20/21 Damonsvile Ext.2 (178 Houses Madibeng Development of 99 680 000 to be built) Scoping report and Designs DC37/188/B1823/20/21 Mothotlung Ext.1(259 Houses Madibeng Development of 145 040 000 to be built) Scoping report and Designs DC37/189/B1823/20/21 Letlhabile Block C (92 Houses Madibeng Development of 51 520 000 to be built) Scoping report and Designs DC37/190/B1823/20/21 Letlhabile Block E (135 Houses Madibeng Development of 75 600 000 to be built) Scoping report and Designs
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/191/B1823/20/21 Letlhabile Block F (72 Houses Madibeng Development of 40 320 000 to be built) Scoping report and Designs DC37/192/B1823/20/21 Letlhabile Block G (132 Houses Madibeng Development of 73 920 000 to be built) Scoping report and Designs DC37/193/B1823/20/21 Lethabong (465 Houses to be Madibeng Development of 260 400 000 built) Scoping report and Designs DC37/194/B1823/20/21 Refentse (12 Houses to be Madibeng Development of 6 720 000 built) Scoping report and Designs DC37/195/B1823/20/21 Construction of RDP houses in Moretele Development of 6 942 880 000 ward 5, 9, 12, 14, 16, 17, 22, Scoping report and 23, 24 and 26- 12 398 Designs households DC37/196/B1823/20/21 Development of 64 536 new Rustenburg Development of 36 140 160 000 housing units Scoping report and Designs TOTAL 66 354 450 000
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5. LOCAL ECONOMIC DEVELOPMENT
LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/197/B1823/20/21 Rose Geranium and Lucerne Kgetleng rivier Feasibility Study 10 000 000 Project DC37/198/B1823/20/21 Resuscitation of existing & Kgetleng rivier Scoping Report 160 000 000 defunct infrastructure for and Designs cooperatives- wards 1,2,3,4 5,6,7&8 DC37/199/B1823/20/21 Assist existing emerging farmers Kgetleng rivier Scoping Report 50 000 000 and women cooperatives- ward 1,5 and 6 DC37/200/B1823/20/21 Bankable business plans for all All 5 Local Feasibility Study 2 000 000 LED programmes Agriculture, Municipalities Mining & Tourism) DC37/201/B1823/20/21 Feasibility study and All 5 Local Feasibility Study 500 000 000 development of International Municipalities Convention Centre DC37/202/B1823/20/21 Development of 64 536 new Rustenburg Development of 36 140 160 000 housing units Scoping report and Designs DC37/203/B1823/20/21 Feasibility study for post mining All 5 Local Feasibility Study 500 000 Municipalities DC37/204/B1823/20/21 Promotion of various industrial All 5 Local Feasibility Study 10 000 000 areas Municipalities DC37/205/B1823/20/21 Brick yard factories All 5 Local Feasibility Study 50 000 000 Municipalities DC37/206/B1823/20/21 LED strategy All 5 Local Feasibility Study 1 000 000 Municipalities
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/207/B1823/20/21 Investment strategy All 5 Local Feasibility Study 500 000 Municipalities DC37/208/B1823/20/21 SMME Support through training All 5 Local Feasibility Study 5 000 000 (retail, agriculture, Tourism, small Municipalities scale mining) DC37/209/B1823/20/21 SMME Incubation Programme All 5 Local Feasibility Study 6 000 000 Municipalities DC37/210/B1823/20/21 Spatial Economic Zone All 5 Local Feasibility Study 10 000 000 Municipalities DC37/211/B1823/20/21 Integrated SMME Database All 5 Local Feasibility Study 2 000 000 Municipalities DC37/212/B1823/20/21 Training for small scale mining All 5 Local Feasibility Study 20 000 000 Municipalities DC37/213/B1823/20/21 Sewing projects All 5 Local Feasibility Study 10 000 000 Municipalities DC37/214/B1823/20/21 Tourism Master Plan All 5 Local Feasibility Study 1 500 000 Municipalities DC37/215/B1823/20/21 Marketing/ Brand management All 5 Local Feasibility Study 1 000 000 Strategy Municipalities DC37/216/B1823/20/21 Tourism information node All 5 Local Feasibility Study 3 000 000 Municipalities DC37/217/B1823/20/21 Support for tourism All 5 Local Feasibility Study 5 000 000 establishments Municipalities DC37/218/B1823/20/21 Tourism routes All 5 Local Feasibility Study 2 000 000 Municipalities DC37/219/B1823/20/21 Agricultural marketing hubs All 5 Local Feasibility Study 10 000 000 Municipalities DC37/220/B1823/20/21 Capacity building & Support for All 5 Local Feasibility Study 50 000 000 cooperatives Municipalities
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/221/B1823/20/21 Development of land care plan All 5 Local Feasibility Study 1 000 000 for the district Municipalities DC37/222/B1823/20/21 Livestock Improvement All 5 Local Feasibility Study 5 000 000 Programme Municipalities DC37/223/B1823/20/21 Linkage to commercial farming All 5 Local Feasibility Study 2 000 000 Municipalities DC37/224/B1823/20/21 Agricultural school gardens (All All 5 Local Feasibility Study 20 000 000 schools) Municipalities DC37/225/B1823/20/21 Establishment of Agro- All 5 Local Feasibility Study 20 000 000 processing hubs Municipalities DC37/226/B1823/20/21 Development of distribution All 5 Local Feasibility Study 2 000 000 network for small scale farmers Municipalities DC37/227/B1823/20/21 Food security programmes for All 5 Local Feasibility Study 20 000 000 needy households Municipalities TOTAL 979 500 000
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6. ROADS PROJECTS
LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/228/B1823/20/21 Resealing of roads Moretele Feasibility Study 25 672 060 DC37/229/B1823/20/21 Construction of roads Moretele Feasibility Study 3 965 775 000 DC37/230/B1823/20/21 Master plan Kgetleng rivier Development of 1 500 000 Scoping Report and the Master Plan DC37/231/B1823/20/21 Upgrade of internal roads in Kgetleng rivier Development of 40 000 000 Reagile Scoping Report and Designs DC37/232/B1823/20/21 Upgrade of storm water Kgetleng rivier Development of 45 000 000 systems within Kgetleng Scoping Report and Designs DC37/233/B1823/20/21 Upgrade of internal roads in Kgetleng rivier Development of 40 000 000 Mazista Scoping Report and Designs DC37/234/B1823/20/21 Rehabilation of internal roads Kgetleng rivier Development of 25 000 000 in Koster town Scoping Report and Designs DC37/235/B1823/20/21 Development of distribution All 5 Local Feasibility Study 2 000 000 network for small scale Municipalities farmers DC37/236/B1823/20/21 Food security programmes for All 5 Local Feasibility Study 20 000 000 needy households Municipalities DC37/237/B1823/20/21 Rehabilation of internal roads Kgetleng rivier Development of 35 000 000 in Swatruggens town Scoping Report and Designs
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/238/B1823/20/21 Rehabilation of internal roads Kgetleng rivier Development of 20 000 000 in Borolelo township Scoping Report and Designs
DC37/239/B1823/20/21 Upgrade of internal roads in Kgetleng rivier Development of 15 000 000 Redirile township Scoping Report and Designs
DC37/240/B1823/20/21 Upgrade of internal roads in Kgetleng rivier Development of 5 000 000 Derby township Scoping Report and Designs DC37/241/B1823/20/21 Construction of tarred or Kgetleng rivier Development of 200 000 000 paved roads. Blading of roads Scoping Report as routine maintenance.- and Designs Ratsagae, Magokgoane, Redirele DC37/242/B1823/20/21 Storm water drainage in Kgetleng rivier Development of 10 000 000 Borolelo Scoping Report and Designs DC37/243/B1823/20/21 Bus Route Infrastructure - All 5 Local Development of 275 500 000 162km Municipalities Scoping Report and Feasibility Study
DC37/244/B1823/20/21 Non-Motorised Transport- All 5 Local Development of 84 720 000 105km Municipalities Scoping Report and Feasibility Study
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/245/B1823/20/21 175 Bus Shelter Infrastructure All 5 Local Development of 8 022 000 Municipalities Scoping Report and Feasibility Study
DC37/246/B1823/20/21 Multi-nodal facilities and ranks All 5 Local Development of 90 881 450 Municipalities Scoping Report and Feasibility Study DC37/247/B1823/20/21 Rehabilitation of Mogwase Moses Kotane Development of 90 000 000 Internal Roads Scoping Report and Designs DC37/248/B1823/20/21 Eradication of 2148km Moses Kotane Development of 8 592 000 000 backlog of road network Scoping Report internal roads and Feasibility Study DC37/249/B1823/20/21 Rehabilitation of Madikwe Moses Kotane Development of 35 000 000 Internal Roads and Scoping Report Stormwater and Feasibility Study DC37/250/B1823/20/21 Eradication of 3867km Moses Kotane Development of 23 202 000 000 backlog of road network on Scoping Report provincial roads and Feasibility Study DC37/251/B1823/20/21 Mothotlung Bus route Madibeng Development of 20 000 000 Scoping Report and Feasibility Study
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/252/B1823/20/21 Eradication of 1619km of Madibeng Development of 8 095 000 000 unpaved roads in various Scoping Report wards and Feasibility Study
DC37/253/B1823/20/21 Wards 2, 3, 4, 5, 8, 10, 11, 12, Moretele Development of 1 673 730 000 14, 15, 17, 18, 19, 20, 21, 22 Scoping Report & 26-12 398 households and Feasibility Study DC37/254/B1823/20/21 Roads and Stormwater 10 km Rustenburg Development of 59 000 000 at Luka and Mogono Scoping Report and Designs DC37/255/B1823/20/21 Roads and Stormwater, 6km Rustenburg Development of 35 000 000 at thekwane Scoping Report and Designs DC37/256/B1823/20/21 Roads and Stormwater, 6km Rustenburg Development of 35 000 000 at mfidikwe Scoping Report and Designs DC37/257/B1823/20/21 Roads and Stormwater, 12km Rustenburg Development of 70 800 000 at phokeng Scoping Report and Designs DC37/258/B1823/20/21 Roads and Stormwater, 6km Rustenburg Development of 35 000 000 at Tlapa Scoping Report and Designs DC37/259/B1823/20/21 Roads and Stormwater, 6km Rustenburg Development of 35 000 000 at Mamerotse Scoping Report and Designs
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/260/B1823/20/21 Roads and Stormwater, 6km Rustenburg Development of 35 000 000 at Tlatseng Scoping Report and Designs DC37/261/B1823/20/21 Roads and Stormwater, 4km Rustenburg Development of 23 600 000 at Maile Diepkuil Scoping Report and Designs
DC37/262/B1823/20/21 Reconstruction of roads: Rustenburg Development of 23 600 000 Chaneng to Mafenya road, Scoping Report 4km and Designs DC37/263/B1823/20/21 Reconstruction of roads: Rustenburg Development of 64 900 000 Mogono N4 road to Sun City, Scoping Report 11km and Designs DC37/264/B1823/20/21 Storm water reticulation in Rustenburg Development of 40 000 000 Phokeng Scoping Report and Designs DC37/265/B1823/20/21 Tshwara Pedestrian bridge Rustenburg Development of 20 000 000 Scoping Report and Designs DC37/266/B1823/20/21 Rustenburg RRT Project Rustenburg Construction 1 500 000 000 TOTAL 48 571 600 510
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7. SANITATION
LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/267/B1823/20/21 Rietfontein Waste Water Kgetleng rivier Development of 57 000 000 Treatment Scoping Report, Feasibility Study DC37/268/B1823/20/21 Sewer outfall line from Refentse Kgetleng rivier Development of 30 000 000 to Rietfontein Scoping Report, Feasibility Study DC37/269/B1823/20/21 New Koster Waste Water Kgetleng rivier Development of 110 000 000 Treatment Works Scoping Report, Feasibility Study DC37/270/B1823/20/21 Construction of a new sewer Kgetleng rivier Development of 25 000 000 internal reticulation network- Scoping Swartruggens Report, Feasibility Study DC37/271/B1823/20/21 Refurbishment of sewer pump Kgetleng rivier Development of 4 000 000 stations-Reagile Scoping Report, Feasibility Study
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/272/B1823/20/21 "Construction of VIP toilets- Kgetleng rivier Development of 2 000 000 Magokgoane, Scoping Report Moedwil/Ratsagae” and Designs DC37/273/B1823/20/21 Upgrading of Mogwase WWTW Moses Kotane Development of 55 000 000 from 4ml/d to 10Ml/d Scoping Report and Designs DC37/274/B1823/20/21 Rural Sanitation Programme in Moses Kotane Development of 326 295 000 Various Villages-43506 Scoping Report Households and Designs DC37/275/B1823/20/21 Afsaal Septic Tanks Madibeng Development of 289 340 Scoping Report and Designs DC37/276/B1823/20/21 Rietfontein Wastewater Madibeng Development of 57 000 000 Treatment plant Scoping Report and Designs DC37/277/B1823/20/21 Letlhabile Waste Water Madibeng Development of 11 000 000 Treatment Plant Scoping Report and Designs DC37/278/B1823/20/21 Brits Wastewater Treatment Madibeng Development of 5 500 000 Plant Scoping Report and Designs DC37/279/B1823/20/21 Mothotlung Waste Water Madibeng Development of 11 000 000 Treatment Works Scoping Report and Designs DC37/280/B1823/20/21 Xanadu Pump Station Madibeng Development of 1 100 000 Scoping Report and Designs DC37/281/B1823/20/21 Yacht Club Pump Station Madibeng Development of 800 000 Scoping Report and Designs
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/282/B1823/20/21 Elandsrand Pump Station X 4 Madibeng Development of 1 200 000 Scoping Report and Designs DC37/283/B1823/20/21 Brits Small Pump Stations X 12 Madibeng Development of 3 600 000 Scoping Report and Designs DC37/284/B1823/20/21 Damonsville Pump Station Madibeng Development of 300 000 Scoping Report and Designs DC37/285/B1823/20/21 Lethlabile Pump Station/ Block I Madibeng Development of 300 000 Scoping Report and Designs DC37/286/B1823/20/21 Eradication of sanitation Madibeng Development of 4 696 900 000 backlogs of 93938 households Scoping Report and Designs DC37/287/B1823/20/21 Wards 4, 6, 7, 10, 11, 16, 17, 18, Moretele Development of 1 670 400 000 19, 21, 22, 33408 households Scoping Report and Designs
DC37/288/B1823/20/21 Construction of internal Moretele Feasibility 54 337 500 000 sewerage connection for 3500 Study units in Mmotla
DC37/289/B1823/20/21 Upgrading of Swartdam Moretele Feasibility 40 000 000 Wastewater Treatment Works Study
DC37/290/B1823/20/21 Upgrading of Motla Sewer Moretele Feasibility 15 000 000 Reticulation Study
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LOCAL PROJECT NUMBER ESTIMATED PROJECT MUNICIPALITY DELIVERABLE COST “R” DC37/291/B1823/20/21 Mathibestad Sewer and Water Moretele Feasibility 20 000 000 Reticulation Study DC37/292/B1823/20/21 Construction of 5000 sanitation Moretele Feasibility 40 000 000 units in various wards Study DC37/293/B1823/20/21 Regional Sewer Plant and Bulk Rustenburg Development of 345 000 000 Line, Chaneng, Phokeng and Scoping Luka Report, Feasibility Study DC37/294/B1823/20/21 Sewer reticulation, Chaneng, Rustenburg Development of 947 000 000 Phokeng and Luka Scoping Report, Feasibility Study
DC37/295/B1823/20/21 Photsaneng/Mfidikwe Bulk Rustenburg Development of 28 000 000 Sewer Line Scoping Report, Feasibility Study DC37/296/B1823/20/21 Eradication of 36 047 Development of 1 802 350 000 households with sanitation Scoping Report connections and Designs TOTAL 10 191 034 340
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8. WATER PROJECTS
LOCAL PROJECT NUMBER ESTIMATED COST PROJECT MUNICIPALITY DELIVERABLE “R” DC37/297/B1823/20/21 Bulk raw water supply system Kgetleng rivier Development of 16 000 000 from the Koster Dam to the Scoping report, Koster WTW Feasibility Study and Design Development
DC37/298/B1823/20/21 1.2 ML Steel Reservoir in Kgetleng rivier Development of 6 000 000 Witrand Scoping report and Design Development
DC37/299/B1823/20/21 Configure the pipe network Kgetleng rivier Development of 19 000 000 Scoping report and Design Development
DC37/300/B1823/20/21 Replacement of AC pipelines Kgetleng rivier Development of 55 000 000 Scoping report and Design Development
DC37/301/B1823/20/21 Installation of water meters Kgetleng rivier Development of 20 000 000 Scoping report and Design Development
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LOCAL PROJECT NUMBER ESTIMATED COST PROJECT MUNICIPALITY DELIVERABLE “R” DC37/302/B1823/20/21 Development of groundwater Kgetleng rivier Development of 21 000 000 supply system Scoping report and Feasibility Study
DC37/303/B1823/20/21 Upgrading of Swartruggens Kgetleng rivier Development of 200 000 000 water plant and cleaning of the Scoping report dam and Feasibility Study
DC37/304/B1823/20/21 Augmentation refurbishment of Kgetleng rivier Development of 10 000 000 boreholes in Derby & Redirile Scoping report, Feasibility Study and Design Development
DC37/305/B1823/20/21 Construction of reservoir Kgetleng rivier Development of 8 000 000 Extension 8, which will Scoping report accommodate 1700 households. and Design Development
DC37/306/B1823/20/21 Upgrading of Pella Water Works Moses Kotane Development of 60 000 000 from 1.4 Ml/d to 5Ml/d Scoping report and Design Development DC37/306/B1823/20/21 Upgrading of Madikwe Water Moses Kotane Development of 30 000 000 Works from 4Ml/d to 8Ml/d Scoping report and Design Development
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LOCAL PROJECT NUMBER ESTIMATED COST PROJECT MUNICIPALITY DELIVERABLE “R” DC37/307/B1823/20/21 Replacement of Aged Water Moses Kotane Development of 45 000 000 Infrastructure (Mogwase) Scoping report and Design Development DC37/308/B1823/20/21 Replacement of Aged Water Moses Kotane Development of 18 000 000 Infrastructure (Madikwe) Scoping report and Design Development DC37/309/B1823/20/21 Extending bulk water supply Moses Kotane Development of 85 000 000 from Mabeskraal to Uitkyk Scoping report and Design Development DC37/310/B1823/20/21 Water reticulation and bulk Moses Kotane Development of 35 000 000 augmentation Scoping report (Manamakgotheng Area) New and Design Section Development
DC37/311/B1823/20/21 Testing and commissioning of Moses Kotane Development of 583 060 400 boreholes, storage tanks and Scoping report bulk water lines to 69 villages and Design Development
DC37/312/B1823/20/21 Development of Molatedi Dam Moses Kotane Development of 1 500 000 000 as a Bulk Water Supply Scheme Scoping report, Feasibility Study and Design Development
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LOCAL PROJECT NUMBER ESTIMATED COST PROJECT MUNICIPALITY DELIVERABLE “R” DC37/313/B1823/20/21 Madidi bulk water supply Madibeng Development of 60 000 000 Scoping report, Feasibility Study and Design Development
DC37/314/B1823/20/21 Augmentation of water supply by Madibeng Development of 100 000 000 boreholes Scoping report, Feasibility Study and Design Development
DC37/315/B1823/20/21 Upgrading of Brits Water Works Madibeng Construction 320 000 000 Stage
DC37/316/B1823/20/21 Development of Klipvoor dam as Madibeng Development of 500 000 000 a bulk water scheme-217 394 Scoping report, Households Feasibility Study and Design Development
DC37/317/B1823/20/21 Cleaning of Hartebeespoort Madibeng Development of 350 000 000 Dam Scoping report, Feasibility Study and Design Development
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LOCAL PROJECT NUMBER ESTIMATED COST PROJECT MUNICIPALITY DELIVERABLE “R” DC37/318/B1823/20/21 Klipdrift bulk water supply- Moretele Development of 260 000 000 Moretele South Scoping report, Feasibility Study and Design Development DC37/319/B1823/20/21 Wards 1, 2, 5, 7, 14, 15, 16, 17, Moretele Development of 700 800 000 20 to 26 water supply- 14016 Scoping report, households Feasibility Study and Design Development DC37/320/B1823/20/21 Development of Klipvoor dam as Moretele Development of 500 000 000 a Bulk Water Supply Scheme Scoping report, Feasibility Study and Design Development DC37/321/B1823/20/21 Madubu bulk supply line Rustenburg Development of 8 600 000 Scoping report and Design Development DC37/322/B1823/20/21 Kgale East bulk supply line Rustenburg Development of 5 400 000 Scoping report and Design Development DC37/323/B1823/20/21 Kgale West bulk supply line Rustenburg Development of 5 400 000 Scoping report and Design Development
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LOCAL PROJECT NUMBER ESTIMATED COST PROJECT MUNICIPALITY DELIVERABLE “R” DC37/324/B1823/19/20 Kanana Booster Pump Rustenburg Development of 8 000 000 Scoping report and Design Development DC37/325/B1823/19/20 Luka/Mogono Bulk water line Rustenburg Development of 28 000 000 Scoping report and Design Development DC37/326/B1823/19/20 Eradication of 27 191 Rustenburg Development of 1 359 550 000 households with water Scoping report connection and Design Development TOTAL 6 916 810 400
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9. SPATIAL PLANNING, LAND USAGE AND INSTITUTIONAL DEVELOPMENT
LOCAL PROJECT NUMBER ESTIMATED COST PROJECT MUNICIPALITY DELIVERABLE “R” DC37/327/B1823/20/21 SPLUMA Implementation All 5 local Implementation 10 000 000 municipalities Report DC37/328/B1823/20/21 SDF Implementation All 5 local Implementation 10 000 000 municipalities Report DC37/329/B1823/20/21 Spatial Planning awareness All 5 local Report 500 000 sessions municipalities DC37/330/B1823/20/21 Review of Budget and IDP All 5 local Reviewed IDP 2 000 000 municipalities and Budget DC37/331/B1823/20/21 Strategic Planning Cessions All 5 local District 1 000 000 municipalities Strategic Planning Report DC37/332/B1823/20/21 IDP awareness sessions All 5 local Report 2 000 000 municipalities TOTAL 25 500 000
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SECTION 3: IDP PLANNING PROCESS
THE PLANNING PROCESS The Integrated Development Planning (IDP) Process is a process through which Municipalities prepare strategic development plans for a five-year period. An IDP is one of the key tools for Local Government to cope with its developmental role and seeks to arrive at decisions on issues such as Municipal budgets, land management, promotion of local economic development, and institutional transformation in a consultative, systematic and strategic manner.
According to the Municipal Systems Act (MSA) of 2000, all municipalities have to undertake a process to produce IDP’s. As the IDP is a legislative requirement it has a legal status and it supersedes all other plans that guide development at local government level.
The budget is the annual plan in Rands and cents that sets out the amounts each Department can spend on specific pre-determined items. The legislation governing the drawing up of the budget is the Municipal Finance Management Act (No. 56 of 2003). The relevant Sections of the Act setting out the different timeframes are as follows:
Section 21(1)(b) – The Mayor must at least 10 months before the start of the budget year 1 September table in the Council a time schedule outlining key deadlines for:- (i) The preparation, tabling and approval of the annual budget; (ii) The annual review of:- a) The integrated development plan in terms of section 34 of the Systems Act and the budget related policies (iii) The tabling and adoption of any amendments to the integrated development plan and the budget related policies.
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Section 16(2) – The Mayor must table the annual budget at a Council meeting at least 90 days before the start of the budget year. Section 24(1) – The Council must at least 30 days before the start of the budget year (1 June) consider approval of the annual budget. Section 24(2) (a) – The annual budget must be approved before the start of the budget year (1 July).
The Municipal Finance Management Act provides for an adjustment budget which is a review of the current budget and would normally take place mid-way through the budget cycle i.e. December or January.
Quarter 1: Framework & Process Plan developed & approved by Council
Quarter 4: Consultations Quarter 2: IDP Rep Forums with Stakeholders, and convened; Preliminary Drafts approval of IDP & Budget of IDP document developed
Quarter 3: Annual Report Quarter 4: IDP Rep Forums & tabled, s 72 Report & Internal consultations on Adjustment Budgets tabled & Drafts IDP & Budgets; approved by Council;
Quarter3: Drafts IDP/Budget tabled before Council
Figure 1: Abridged IDP Process
The function of the District IDP Framework is to ensure that the process of the district IDP and local IDP’s are mutually linked and can inform each other ensuring co-operative governance as contained in section 41 of the Constitution.
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The District IDP Framework is a co-ordination tool for the district to ensure that interrelated parallel planning processes within the district are coordinated to obtain maximum benefit for the district as a whole. Various processes within the IDP should be smoothly interlinked to ensure optimal effectiveness as well as ensure this agreement on joint time frameworks that need to be reached between the various local municipalities and the district municipality.
The District Municipality is in charge of the District IDP Framework, which has to be agreed upon by all local municipalities and will be used by the local municipalities in finalising their Process Plans.
The District Municipality will, through inter-municipal IDP Management Committee (MC) monitor the compliance of the actual IDP process of all municipalities with the District IDP Framework. This will ensure that the District Municipality will be in a position to undertake corrective action in time if a Local Municipality fail to adhere to the District IDP Framework and the timeframes contained therein.
Each Local Municipality will, however, be responsible for monitoring its own process plan and ensure that the Framework Plan is being followed as agreed: Rustenburg; Kgetleng Rivier; Moretele; Madibeng; and Moses Kotane Each municipality has an IDP Manager to steer the local IDP process within that municipality.
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ROLES AND RESPONSIBILITIES OF VARIOUS KEY ROLE PLAYERS
The main roles and responsibilities allocated to each of the internal and external role players relating specifically to the IDP Review Process are set out in the table below.
Make final decisions
Consider and adopt process plan COUNCIL Consider, adopt and approve the IDP/Budget before
the start of the financial year Approves unforeseen and unavoidable expenses
Manage the drafting of the IDP review. Assign responsibilities in this regard to the Municipal Manager. Submit the District framework plan and process EXECUTIVE plan to the Council for adoption; MAYOR Submit the draft reviewed IDP to the Council for adoption and approval; The responsibility for managing the draft of the IDP is assigned to the office of the Municipal Manager;
Municipal Manager has the following
responsibilities, that are assigned to the official MUNICIPAL responsible for IDP
MANAGER Preparation of the process plan; Day to day management and coordination of the
IDP process in terms of the time, resources and people, and ensuring: The involvement of all
relevant role-players, officials especially management officials.
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Municipal Manager has the following
responsibilities, that are assigned to the official responsible for IDP MUNICIPAL Preparation of the process plan; MANAGER Day to day management and coordination of the
IDP process in terms of the time, resources and people, and ensuring: The involvement of all
relevant role-players, officials especially management officials.
Day to day management of the IDP process. Co- IDP MANAGER ordination and facilitation of IDP Review Process.
Assist and support the Municipal Manager/ IDP IDP/BUDGET Manager STEERING Information ‘GAP’ identification. COMMITTEE Oversee the alignment of the planning process internally with those of the local municipality areas.
MUNICIPAL Provide technical/sector expertise.
OFFICIALS Receive sector plans through Office of the Premier and consolidate into the IDP report.
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Provide sector information.
SECTOR Alignment of budgets with the IDP.
DEPARTMENTS Provide sector budget.
Provide professional and technical support.
IDP REP FORUM Representing stakeholder interest and contributing knowledge and ideas into the IDP.
Planning Professionals/
ALIGNMENT WITH NATIONAL AND PROVINCIAL POLICY CONTEXT
The development challenges facing government in general and municipalities in particular requires alignment of plans in order to support the goals of government of eradicating poverty, unemployment and inequality. In this section Bojanala Platinum District Municipality highlight the plans that the district municipality and its constituent local municipalities must align to respond to the national planning imperatives.
National Development Plan
The National Development Plan is a direct response to the finding of the Commission’s Diagnostic Report, released in June 2011, which among others found that as a country, South Africa is still faced with serious challenges, which affect the government capacity to deliver on its promise of a better life for all. The Commission’s findings on the government’s shortcomings include: Too few people work The quality of school education for black people is poor Infrastructure is poorly located, inadequate and under-maintained
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Spatial divides hobble inclusive development The economy is unsustainably resource intensive The public health system cannot meet demand or sustain quality Public services are uneven and often of poor quality Corruption levels are high South Africa remains a divided society. In order to reverse the negative impact of these challenges the National Development Plan set-out objectives and targets to be achieved by all institutions involved in planning in both the public and private sectors.
The plan covers a range of activities ranging from the social cohesion, to the economy, environment and spatial planning. With specific reference to rural and urban planning and development the NDP set out the following objectives: Table 4: NDP Goals for Urban and Rural Development:
Urban Areas Rural Area Upgrading of informal settlements; Spatial consolidation of rural Urban densification within existing settlements to increase densities and urban fabric and along development enhance corridors; Sustainability; Innovative (green), Extensive provision and prioritisation targeted and coordinated of public transport; Job creation and infrastructure delivery; urban renewal in former township Prioritise rural development along areas; mobility corridors and at strategic Diverse range of subsidised housing intersections; typologies and densities, and Rural nodal development and focusing on filling revitalisation of small towns; The housing “gap market” in terms of Diversification of rural economy bonded housing. towards mining, tourism and local business.
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As a predominantly rural area, Bojanala Platinum District Municipality will respond adequately to the directives above to ensure that the rural areas are turned into vibrant economies, while urban development is also supported.
Outcome Approach
From the development focus of the MTSF the government has derived twelve outcome areas that set the guidance for more results-driven performance. The TWELVE KEY OUTCOMES that have been identified and agreed to by the Cabinet are:
1. Improved quality of basic education 2. A long and healthy life for all South Africans 3. All people in South Africa are and feel safe 4. Decent employment through inclusive economic growth 5. A skilled and capable workforce to support an inclusive growth path 6. An efficient, competitive and responsive economic infrastructure network 7. Vibrant, equitable and sustainable rural communities with food security for all 8. Sustainable human settlements and improved quality of household life 9. A responsive, accountable, effective and efficient local government system 10. Environmental assets and natural resources that are well protected and continually enhanced 11. Create a better South Africa and contribute to a better and safer Africa and word 12. An efficient, effective and development oriented pubic service and an empowered, fair and inclusive citizenship
Out of the outcomes above, Outcome 9 is closest to local government. In order to achieve the vision of a “Responsive, accountable, effective and efficient local government system”, seven outputs have been identifies and are as follows”
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Table 5: Government's Outcomes Outputs for Outcome 9
Output 1: Implement a differentiated approach to municipal financing, planning and support
Output 2: Improving access to basic services
Output 3: Implementation of the Community Work Programme
Output 4: Actions supportive of the human settlement outcome
Output 5: Deepen democracy through a refined Ward Committee Model
Output 6: Administrative and financial capability
Output 7: Single window of coordination
In addition, the IDP also considers the emerging national and provincial long term strategic plans as encapsulated in the National Development Plan.
Nine (9) Point Plan
The nine point plan was announced during the 2015 state of the Nation Address by President Jacob Zuma as part of the government’s strategy to implement the NDP. Among others the nine point plan focus on critical areas such as energy, tourism, agriculture, boosting SMMES, science and technology, industrialisation and transport. The components of the nine point plan include:
a) Resolving the energy challenge b) Revitalising agriculture and the agro-processing value chain c) Advancing beneficiation or adding value to the mineral wealth d) More effective implementation of a higher impact Industrial Action Policy Action Plan (IPAP) e) Encouraging private-sector investment f) Moderating workplace conflict g) Unlocking the potential of SMMEs, cooperatives, townships and rural enterprises
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h) State reform and boosting the role of state-owned companies, science, technology and innovation, information and communications technology infrastructure or broadband roll-out, water, sanitation and transport infrastructure i) Operation Phakisa, which is aimed at growing the ocean economy and other sectors
Although the nine point plan is led by national departments, the local government, as the sphere closest communities play an important role in its realisation, hence the need for the IDP to take cognisance of the plan.
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SECTION 4: GOVERNANCE AND INSTITUTIONAL ARRANGEMENTS
This section covers how the municipality’s council structures are arranged to facilitate seamless service delivery and at the same time promoting accountability and good governance.
Bojanala Platinum District Municipality is a category C municipality, with five local municipalities in its area of jurisdiction. The district council is a mayoral executive type of municipality, which is headed by the Executive Mayor.
This chapter reflects the district municipality’s governance model with details on the roles and responsibilities of its various political and administrative structures.
District Governance Model
The district’s governance structure is made up of the political and administrative wings. The two wings of Council exist as separate and distinctive parts, but they are all complementary and inter-dependent. The role of council is legislative and oversight, while the administrative wing is responsible for the day to day running of the business of the municipality.
Bojanala Platinum District Municipality regards a good working relationship between the administration and the politicians as a prerequisite for the management of the interface between the two structures. The roles of each structure are clearly defines and conflicts or turf wars do not surface.
The diagram below illustrates the governance and accountability relationships between the political and administrative structures within Bojanala Platinum District Municipality.
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Community
Direction and Policy Council
Accountability
Executive Mayor
Municipal Manager
Administration
Council’s Political Structure
Council
The municipal council is responsible for ensuring that the municipality performs its mandate as contained in section 152 of the constitution. The council also plays a legislative and oversight role over the administration, which include but is not limited to: Pass by-laws
Approve the IDP and budgets and development plans Impose rates and other taxes
Charge service fees Impose fines
Borrow money Appoint staff
The current council of Bojanala Platinum District Municipality is constituted by seventy (70) Councillors, who were elected and sworn-in in August 2016. The following political parties are represented in the district council: African National Congress (39), Economic Freedom fighters (16),
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Democratic Alliance (12) African Independent Congress (1) Forum 4 Service Delivery (3)
Of the 70 councillors in council, 28 were directly elected, while 42 were seconded from the five local municipalities as reflected in the table below:
Municipality Number BPDM 28 Rustenburg Local Municipality 16 Madibeng Local Municipality 13 Moretele Local Municipality 5 Moses Kotane Local Municipality 7 Kgetleng Rivier 1
In line with section 81 of the Municipal Structures Act, 1998, which provides for the participation of recognised Traditional Leaders in municipal councils, Bojanala Platinum District Municipality has 10 Traditional Leaders who serve in its council. The Traditional Leaders do not have the power to vote.
Executive Mayor
The Executive Mayor of Bojanala Platinum District Municipality is Councillor Fetsang Molosiwa, who was elected by the majority of councillors at the first sitting of the current council, held on 26th August 2016. The role and functions of the Executive Mayor are contained in section 56 of the Municipal Structures Act and Chapter 7 of the MFMA. A brief summary of these powers and functions of the Executive Mayor include:
Identify the needs of the municipality and recommend to Council strategies, programmes and services to address such needs;
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identify and develop criteria for the evaluation of strategies, programmes and services implemented to address needs of the municipality; evaluate progress against key performance indicators; review the performance of the municipality in terms of its: o economy, efficiency and effectiveness; o credit control and debt collection efficiency; monitor the management of Administration; oversee the sustainable provision of services to communities; reports annually on the involvement of communities and community organisations in the affairs of the municipality; Gives attention to the public views and report on the effect of consultation on the decisions of council. providing general political guidance of the fiscal and financial affairs of the municipality; monitoring and overseeing the performance of the Accounting Officer taking all reasonable steps to ensure the municipality performs its Constitutional and statutory functions report quarterly to council on the implementation of the budget and the financial state of affairs of the municipality; performing any other powers and duties that me be delegated by Council;
Council may from time to time delegate powers and functions to the Executive Mayor. The Executive Mayor may also delegate some of her functions to the accounting officer or to members of the Mayoral Committee in line with council’s Delegations of Authority.
Speaker
The speaker of council is Councillor, Emma Tanke. The role of the Speaker is to preside over the meetings of council in line with the Municipal Structures Act and council’s rules of order. Other responsibilities of the Speaker include to enforce the Code of Conduct
Page 137 of 218 and to provide information and recommendations to the Municipal Council with respect to the role of Council; and
Council or the Executive Mayor may also delegate some functions to the speaker in line with the municipality’s delegation of powers.
Council Single Whip
The Single Whip, Councillor Patrick Tlhapi is responsible for maintaining order and discipline among councillors and for the creation of a multiparty platform for interaction in council. The single-whip performs his functions in close cooperation with the Speaker.
Mayoral Committee
The members of the Mayoral Committee are appointed by the Executive Mayor from among the members of the council. The Mayoral committee consists of the Executive Mayor, and ten (10) members. The role of the Mayoral Committee is to assist the Executive Mayor in the execution of her duties. Since members of the Mayoral Committee serve at the prerogative of the Executive Mayor, the Executive Mayor also has the power to dismiss a member from the Mayoral Committee.
Section 79 Committees
Section 79 committees are established by council in terms of section 79 of the Municipal Structures Act. The committees are primarily established to assist council in performing its oversight role. Bojanala Platinum District Municipality has established the Municipal Public Accounts Committee.
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Portfolio committees
The Executive Mayor has established the following committees (Portfolio Committee) in terms of Section 80 of the Local Government: Municipal Structures Act No. 117 of 1998. The role of these committees is to assist the Executive Mayor in the performance of her function of playing oversight over the administration. Each of the portfolio committees is headed by a councillor, who is a member of the Mayoral Committee. The list of the portfolio committees and their chairpersons is reflected in the table below:
Table 6: List of Committees and Chairpersons
Name of Committee Chairperson IDP, PMS & Public Participation Cllr Nicholas Rakolle Gender, HIV/AIDS, Youth & Disability (Special Cllr Lucky Malope Projects) Budget & Treasury Cllr Violet Maluleka Sport, Arts and Culture Cllr Vincent Moche Corporate Support Services Cllr Matshidiso Papa Local Economic Development Cllr Lucky Moate Agriculture & Rural Development Cllr Dotty Tlabyane Technical Services Cllr Lucky Madiba Community Development Services Cllr Jacob Kgarimetsa Health & Environmental Services Cllr Berverly Mantsho
Political Party Whips
Party Whips are representatives of all the political parties represented in the council of the district municipality. The whips are responsible for managing party representatives in council and for the coordination of the relationship of different political parties.
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Table 7: Political Parties Whips
Political Party Whip African National Congress Cllr Patrick Tlhapi Democratic Alliance Cllr Claudina Mmolotsi Economic Freedom Fighters Cllr Golden Makhanya Forum 4 Service Delivery Masego Kodisang
Administrative Structure
As a municipality, the administrative wing of council is led by the municipal manager who is responsible for the day to day running of council. The main offices of the district municipality are based in Rustenburg with satellite offices in different parts of the district as reflected in the table below.
The municipal manager is assisted by a team of senior managers who are heads of departments. The names of the municipality’s head of departments is reflected in the table below:
Table 8: Senior Managers
Senior Manager Designation/Status Department Desire Tlhoaele Acting Municipal Manager Office of the Municipal Manager Gladys Director Community Development Services Mahlangu Amos Khumalo Director Technical Services Morena Acting Chief Financial Budget & Treasury Office Mofokeng Officer Amos Khumalo Acting Director Corporate Support Services Beauty Director Economic Development, Tourism, Makganye Agriculture & Rural Development Tshepo Lenake Director Health & Environmental Services
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Table 9: Location of Municipal Offices Name of Offices Location Department Office of the Executive Mayor Office of the Speaker Rustenburg Main building Office of the Single Whip CBD Budget and Treasury Office of the Municipal Manager Rustenburg Communications Unit White Building CBD IDP unit Technical Services Rustenburg Economic Development, Tourism, Agriculture Steen Street CBD and Rural Development(EDTAR) Sports, Arts & Culture Disaster Rustenburg Management Disaster Management unit CBD Centre Corporate Support Services Rustenburg Heystek Street Health and Environmental Services CBD Community Development Services Kgetleng Fire Koster Community Development Services Services Mogwase Fire Mogwase Community Development Services Services Moretele Fire Makapanstad Community Development Services Services Moses Kotane Mogwase Health and Environmental Services Municipal Health Kgetleng Rivier Koster Health and Environmental Services Municipal Health
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Moretele Municipal Mathibestad Health and Environmental Services Health Madibeng Brits Health and Environmental Services Municipal Health
There are 305 employees in Bojanala Platinum District Municipality, who are based at different offices throughout the district. On the labour relations front, employees are represented by two major unions which are South African Municipal Workers Union and Independent Municipal Allied Trade Union. Currently, the majority of workers are registered with the South African Municipal Workers Union.
District Key Performance Areas and Objectives
The objectives represent the link between the strategy and the operations. Through the objectives the vision, mission and priorities are cascaded and operationalised to enable monitoring and continuous reporting. These objectives are derived from the 2017/2021 IDP but due to their long term nature, they are still relevant to focusing the municipality on critical areas that will expedite service delivery and improve the quality of lives of the people of the district.
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The objectives covers all the functions performed by the municipal department, including those that have not been optimally performed.
Key Performance Objectives Area Provide Municipal Public Transport Planning Provide Fire Fighting Service Provide Disaster Risk Management Services Facilitate the provision of basic municipal services. Facilitate the provision of electricity and lighting Facilitate the maintenance of roads Facilitate the provision of Solid Waste Management Services Basic Delivery Service Promote the protection of the environment Provide Municipal Health Services Promote Skills Development
Achieve Employment Equity Recruit and Retain Staff Ensure organisational alignment Achieve Positive Employee Climate Implement shared services Strengthen Integrated development Planning Improve Performance Management Provide Occupational Health and Safety
Municipal & Transformation Organisational Development Provide fleet management services Provide One Office building for all BPDM Employees
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Promote agriculture
Support Enterprise Development Promote Rural Development Promote Enterprise Development
Development Support Tourism and Marketing development
Local Economic Support Job Creation initiatives Promote sound financial governance
Promote technology efficiency Promote Accountability Manage Assets Provide integrated SCM service
Municipal Financial Viability & Financial Management Promote good governance
Promote stakeholder participation Facilitate and Support Municipal Ward Committees and Community Development Workers
Participation & Community & Community Achieve Clean Audit Good Governance Provide Risk Management Services
Operational Strategies The strategy choices that BPDM has adopted are informed by the need to cleanse as well as reshape its place in the firmament of local government. Further, understanding its legislated role, inclusive of the powers and functions assigned to it, a Macro Environmental Analysis has been conducted to guide its strategy choices. The operational strategies create a link between the key performance areas, the objectives and programme and projects, as listed below:-
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Basic Service Delivery and Infrastructure Investment Strategies
Allocation (R’000) Objectives Projects 2020/21 2021/22 2022/2023
Provide Municipal Transport Programme 0 0 0 Public Transport Rural Asset Management Grant 2 383 2 515 2 660
Planning Community Safety Programme 0 264 278
Capacity Building x 3 fire stations 0 472 497 Provision of uniform & PPE x 3 200 1 169 1 229 Fire stations Support to FPAs x 3 fire stations 0 159 168
Radio Communications 200 1 127 1 188
Provide Fire Fighting Replacement of equipment 0 912 962 Service BA Cylinder tests 50 333 351
Boreholes 0 84 89
Vehicle skid unit 0 1 335 1 407
Fire fighters development & 0 212 213 training
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Basic Service Delivery and Infrastructure Investment Strategies
Allocation (R’000) Objectives Projects 2020/21 2021/22 2022/2023
Risk Assessment 0 59 63
Capacity Building 0 564 594
Disaster Interventions 0 3 470 3 657 Provide Disaster Risk Management Services Education & Awareness 0 242 256
Radio Licences 0 0 0
Geographic Information Systems 0 0 0
Water Related Projects 0 0 0 Facilitate the provision of basic municipal Sanitation Programme 0 0 0
services. Community facilities 0 317 334
Facilitate the Roads Programme 0 211 223 maintenance of roads Indigents burials 0 0 0
Burial of Paupers 250 106 0 Provide Municipal Food & Water samples testing 0 211 223 Health Services Municipal Health Programmes 0 348 367
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Basic Service Delivery and Infrastructure Investment Strategies
Allocation (R’000) Objectives Projects 2020/21 2021/22 2022/2023
Facilitate the provision of Waste Management Programmes 0 339 358 Waste Management Programmes Waste Resources recovery 0 384 404 Roll out of Air quality management 0 329 347 programme Environmental Education & 0 422 445 Promote the protection of the Awareness
environment Environmental rehabilitation 0 422 445
Climate Change 0 335 353
Biodiversity 0 352 371
Support sport 0 776 818 Promote Sport, Arts & Provision of basic sport equipment 0 311 328 Culture Arts & Culture support 0 356 364
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Municipal Financial Viability and Management Strategies Allocation (R’000) Objectives Projects 2020/21 2021/22 2022/2023
mSCOA Projects 0 317 335
Management of FMG 1 400 1 700 1 900 Promote sound financial Maintenance of Financial 0 768 810 governance Systems Audit Fees 4 000 4 224 4 461
Data Cleansing 0 528 557
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Local Economic Development Strategies
Allocation (R’000) Objectives Projects 2020/21 2021/22 2022/2023 Support Agri-Park programmes 0 1 500 1 581
Promote agriculture Support Agricultural and Rural 0 222 234 Development Programmes Enterprise support 0 2 000 2 108
LED Strategy 0 125 134 Promote Enterprise Development LED Summit 0 223 239
LED Training 0 178 190
Tourism support 0 120 129 Support Tourism and Marketing development District Marketing 0 535 572
Support Job Creation initiatives EPWP (social development) 1 789 0 0
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Municipal Transformation & Organisational Design
Allocation (R’000) Objectives Projects 2020/21 2021/22 2022/2023
Mayoral Bursary Scheme 0 1 056 1 113 BPDM Training 0 368 388 Promote Skills Development Employee Bursaries 0 632 667 Internship programme 2 000 2 142 2 258 0 210 222 Recruit and Retain Staff HR Implementation
Institutional support 0 500 500 Professional Fees 0 527 555 Provide Support to Legal Fees 1 500 527 555 Administration Automated Leave System 0 105 111 Automated Agenda System 0 105 111 Occupational Health 0 210 222 Achieve Positive Employee Employee wellness programme 0 527 555 Climate
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Allocation (R’000) Objectives Projects 2020/21 2021/22 2022/2023 Provide Filing and archiving Records & storage Maintenance 00 105 111 services IDP Review 0 632 667 Strengthen Integrated SDF review/update 0 509 536 development Planning District Investment Incentives 0 334 352 Promote technology efficiency Maintenance of the municipal 0 111 117 website Computer license maintenance 0 854 900 Replacement of computer 0 58 61 hardware Repair of computers & servers 0 58 61 Improve Performance Mid Term Performance Review 0 249 262 Management Office & Parking rental 7 822 7 865 8 651 Provide Occupational Health and Safety Security Payments 6 600 6 900 7 273
Provide fleet management Acquisition of municipal vehicles 0 7 378 7 776 service
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Good Governance and Public Participation strategies
Allocation (R’000) Objectives Projects 2020/21 2021/22 2022/2023 NGO/NPO support 0 167 176 Food parcels 0 519 547
Anti-Corruption programmes 0 632 666
Capacity Building 0 1 451 1 533
Promote good governance Ward Committee Programmes 0 1 054 1 110 Development & Printing of annual 0 445 469 report Training of Single Whips 0 4 528 4 773
Meetings 0 533 562
Public Participation Programmes 0 3 266 3 442
Promote stakeholder District Imbizo 0 844 990 participation Outreach Programme 0 1 160 1 222
Communication 0 1 305 1 490
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Good Governance and Public Participation strategies
Allocation (R’000) Objectives Projects 2020/21 2021/22 2022/2023 0 774 784 Facilitate and Support IGR Municipal Committees MPAC Programmes 0 975 1 028
Risk Assessment 0 55 58 Achieve clean audit Audit Committee 250 571 601
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TOP TEN (10) STRATEGICAL RISK IDENTIFIED
Description of Current Recommendation on Consequences
Frame No risk Measures Mitigating -
Rating
Person/ Measures Persons
Business unitBusiness Impact Rating Probability Rating RatingPriority Impact Rating Probability RatingPriority Time
Current Status Current Responsible
Closure of Non compliance
municipal Municipal buildings that
to Occupational 1 offices by the 5 5 25 None 5 5 25 are compliant to the Health and
ALL
H&ES
department of OHSA going
Safety Act -
Labour Inadequate
On On going
Infected
Non-compliance personnel and Adherence to the Covid
to the Disaster closure of 19 Regulations for
2 5 5 25 5 5 25 going
Management municipal None
-
CDS municipal employees Act 200 (Act no. offices by the ALL and Councillors
On
57 of 2002) department of Inadequate labour Inadequate
Budget system to be
systems in programmed in a way
place to monitor Spending in line Unauthorized that expenditure is only 3 approved and 5 5 25 as per the 5 5 25 expenditure incurred for items prevent approved budget CFO
On going
Budgeting contained in the
unauthorized Inadequate approved budget. expenditure
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Description of Current Recommendation on Consequences
Frame No risk Measures Mitigating -
Rating
Person/ Measures Persons
Business unitBusiness Impact Rating Probability Rating RatingPriority Impact Rating Probability RatingPriority Time
Current Status Current Responsible All major projects should be technically reviewed by the experts prior being advertised.
Overspending
Non-market on project Compliance
A benchmark of costs related project resulting in 5 5 25 based budgeting 5 5 25 4 should be performed costs / prices unauthorized process CFO
Ongoing
Budgeting prior advertising expenditure
All quotations shall be Inadequate requested by, SCM for any services required
Asset register must be updated on a monthly
Management of Asset register GRAAP basis. Depreciation to Assets, register may not be up 5 5 25 Compliance 5 5 25 5 be confirmed by and valuation to date based Process CFO supervisor Monthly inadequate
AssetUnit Bank reconciliation must be performed monthly
Insufficient and reviewed by senior cash to cover official projects and Spending by
Cash flow operations. departments not 6 5 5 25 5 5 25 Spending on projects Management Unauthorized done within the and programmes to be CFO
expenditures approved budget done as per the
approved budget
Partially adequate
BTO Monthly
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Description of Current Recommendation on Consequences
Frame No risk Measures Mitigating -
Rating
Person/ Measures Persons
Business unitBusiness Impact Rating Probability Rating RatingPriority Impact Rating Probability RatingPriority Time
Current Status Current Responsible Annual Review of
Municipal Policies
Undue delays Training on role Outdated in service Annual Review of specifications Policies failure delivery Policies and
to clarify the because of procedures not 7 5 5 25 5 5 25 Proper corporate roles in the conflicts monitored governance structures public sector
space Negative Director CSS Developed charters and impact on December31 2019 mandates that clarifying
performance Inadequate the roles should be management All regularly communicated Unathorised
users may
IT risk due to
access IT Username and insufficient IT Recommendations of systems. No password checks. internal control AGSA 2017/18 findings 8 recovery plans 5 5 25 Back up 5 5 25 environment, relating to IT must be in disasters. performed back up plans implemented Weak IT externally.
Vusi Vusi Mogale
and policies. Inadequate
control
environment IT December31 2020
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Description of Current Recommendation on Consequences
Frame No risk Measures Mitigating -
Rating
Person/ Measures Persons
Business unitBusiness Impact Rating Probability Rating RatingPriority Impact Rating Probability RatingPriority Time
Current Status Current Responsible
Skills audit be performed
Placement Policy be Compromised developed and service implemented
Inadequate delivery 5 5 25 Prioritize on 5 5 25 management of 9 service provision Organogram must be human capital CSS Potential loss reviewed and revised to
of information ensure that officials who are not used to capacity are allocated to areas
where there is human Inadequate capital needs
CSS December31 2020
Overspending on unbudgeted
expenses Compliance to Fruitless and Implementation of
leading to 5 5 25 laws and wasteful 5 5 25 consequence 10 none regulations
expenditure Budget management compliance and cash flow Partially effective
On going
challenges Municipal Manager
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SECTION 5: 2020/2021 MEDIUM TERM REVENUE AND EXPENDITURE FRAMEWORK (MTREF) AND THE FINANCIAL PLAN
The proposed 2020/21 Medium-term Revenue and Expenditure Framework is as follows:
REVENUE PER REVENUE SOURCE
The Municipality is dependent on equitable share which is allocated in terms of the Division of Revenue Act (DORA). According to the Act, the Municipality has been allocated R353 381 000 for the 2020/2021 financial year, which is 4% more than the 2019/2020 allocation.
Transfers recognised includes the local government equitable share and other operating grants from national and provincial government. It needs to be noted that in real terms the grants receipts from national government are growing rapidly over the MTREF for the outer years. The equitable share remains to be the most important part of the municipality’s revenue base as no services are rendered for which revenue can be collected.
Equitable share represents 98.5% of the Municipality’s total revenue and the remaining 1.5% is made up of conditional grants of which can only be realised as an incoming after it meets its condition after the expenditure and the other is interest on investment as well as revenue collected in respect of municipal by-laws.
INCOME BUDGET 2019/20 FEB BUDGET 2019/20 DRAFT BUDGET 2020/2021 2021/22 Equitable shares 339 278 000 339 278 000 353 381 000 368 676 000 EPWP 1 437 000 1 437 000 - - FIRE income 200 000 50 000 60 000 65 000 FMG 1 000 000 1 000 000 1 432 000 1 696 000 HES income - 50 000 50 000 55 000 Interest 1 500 000 1 200 000 1 000 000 1 200 000 Disaster Capacity - - - - Other income 100 000 10 000 10 000 10 000 R A M S 2 504 000 2 504 000 2 648 000 2 794 000 TOTAL REVENUE 346 019 000 345 529 000 358 581 000 374 496 000
158
Total revenue has increased by R13 052 000 for the 2020/2021 financial year when compared to the 2019/20 Budget. For the outer year, total revenue will increase by 4.4%.
For Bojanala Platinum District Municipality to continue improving the quality of services provided to its citizens and local municipalities it needs to generate the required revenue. In these tough economic times strong revenue management is fundamental to the financial sustainability of every municipality. The reality is that the municipality is faced with development backlogs and poverty. The expenditure required to address these challenges will inevitably always exceed available funding; hence difficult choices have to be made in balancing expenditures against realistically anticipated revenues.
The Municipality has been allocated conditional grants to the value of R4 080 000. These grants are made of the Finance Management Grant as well as the Rural Asset Management Grants. Total conditional grants represent 1.1% of total revenue of the Municipality.
With the monthly cash flow projections, the Municipality aims to keep and maintain a healthy investment portfolio which will generate money in terms of interest on investments. An amount of R1 000 000 has been projected.
EXPENDITURE PER EXPENDITURE TYPE Total operating expenditure for the 2020/21 financial year has been appropriated at R341 391 338 and translates into a budgeted surplus of R17 189 662. Operational expenditure has increased by R52 952 159 in the 2020/21, the primary reasons is due to increases in salaries, payments to creditors, operational cost and contracted services.
In line with the formats prescribed by the Municipal Budget and Reporting Regulations, capital transfers and contributions are excluded from the operating statement, as
159 inclusion of these revenue sources would distort the calculation of the operating surplus/deficit.
EXPENDITURE Draft Budget 2020/2021 Draft Budget 2021/2022 Draft Budget 2022/2023 SALARIES R 211 906 169 R 219 825 818 R 232 033 462 COUNCILLORS R 18 882 142 R 20 015 071 R 21 215 975 Operational Costs R 18 545 500 R 19 668 000 R 19 119 000 lease&creditors R 47 788 309 R 37 200 000 R 19 385 789 Finance charges R 1 460 000 R 1 620 000 R 1 540 000 Contracted Capital R 100 000 R - R - Contracted Services R 36 409 218 R 41 879 299 R 35 791 856 Depreciation R 6 300 000 R 7 200 000 R 7 400 000 TOTAL R 341 391 338 R 347 408 188 R 336 486 081 SALARIES
Circular 02/2020 of the South African Local Bargaining Council (SALGBC) dated 03 March 2020 guides salary budget to be appropriated in accordance with the salary and wage collective agreement for the period 01 July 2020 to 30 June 2021. Municipalities are encouraged to perform an annual head count and payroll verification process by undertaking a once a year manual salary disbursement in order to root out ghost employees. Salaries and allowances amounts to R211 906 169 and constitutes 62% of the total expenditure, 27% more than the 35% norm of the salary bill.
COUNCILLORS
Municipalities are advised to budget for the actual costs approved in accordance with the Gazette No 20 of 1998 on the Remuneration of Public Office Bearers Act, Determination of Upper limits of Salaries, Allowance and Benefits of different members of Municipal Councils published annually between December and January by the Department of Cooperative Governance. Councillor allowances has been increased by 1% from R18 661 813 to R18 882 142. There has been no approved upper limits gazette.
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OPERATIONAL COSTS
Operational costs have decreased to R18 545 500 as compared to the budget adjustment in February 2020. The operational services mainly are for the day to day activities of the municipality.
CREDITORS AND LEASES
The Municipality’s creditors were not paid since the beginning of the financial year. An overall assessment is still being done on creditors taking into consideration invoices that were received late by the Municipality. The non-payment of creditors was as a result of a refund to Cooperative Governance Human Settlement and Traditional Affairs that was paid by error to the Municipality
The Municipal age analysis at the end of June 2019 reflected a balance of R47 788 309 owed to suppliers. The Municipality could not service the rental agreements, leases as well existing contracts during the 2019/20 financial year to date. Provision is therefore made to the value of R47 788 309 to pay the monies owed by the Municipality.
CAPITAL EXPENDITURE
This expenditure increased from R70 000 to R100 000 as compared to the adjustment in February 2020 and is provided for acquisition of laptops. The Municipality has no infrastructure assets except to service delivery project to be done on behalf and in support of local municipalities. No adequate provision could be made for services done on behalf of the constituent local municipalities because of the payment error suffered during the 2018/2019 financial year.
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CONTRACTED SERVICES
Contracted services increased from R23 942 892 to R36 409 218 in accordance with the contractual commitments entered into by the municipality as well as the envisioned procurement plan.
2020/21 FINANCIAL PLAN 1. INTRODUCTION
MFMA section 18 requires that a municipality tables a funded budget that will cater for the creditors as well as the current year operations. It is expected of municipalities to develop a financial plan that will clearly demonstrate strategies or measures to be put in place to ensure that budget is finally funded. This financial plan document serves as a commitment to be used by oversight committees when reviewing the section 71 reports.
2. BACKGROUND
Bojanala Platinum District Municipality has been approving budget funded with risk for the past years and it was discovered that the municipality had repeatedly not been disclosing its creditors timeously. Provincial Treasury assessed the 2019/20 MTREF and highlighted areas that needs to be revised to ensure that the Municipal budget is funded if not a financial plan with strategies and measures to be implemented should be adopted in Council to allow oversight bodies to monitor the plan on a monthly basis. This is done to ensure that the Municipality do not incur the unauthorized expenditures at year end.
Furthermore, National and Provincial Treasuries have directed the Municipality to formulate a financial plan in order to demonstrate how the budget will be funded during the MTREF.
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3. THE PURPOSE OF THE FINANCIAL PLAN The plan seeks to address the unfunded budget in the municipality, further outline how will the municipality use the equitable share as its main revenue source to fund the budget, as well as measures in place to curb excessive expenditure.This plan is developed for Council consideration and approval thereof to ensure strict monitoring of the budget.
4. KEY FOCUS AREAS OF THE FINANCIAL PLAN
4.1 TRADE PAYABLES Creditors Age Analysis as of 19 March 2020
1-30 31-60 31-60 61-90 91-120 121-150 151+ Total 3 475 005 1 066 723 659 812 1 450 646 1 554 249 2 114 810 44 745 089 55 066 374
Creditors consist of suppliers of contractual and operational expenditure. Creditors account for 206% of the free cash flow after taking into consideration the salary commitment for the remaining financial year. The municipality will only be able to survive the 2020/21 financial year via cutting all non-critical and committed expenditure.
4.2 REVENUE Bojanala is a category C Municipality and it is not a water service authority. This means that it does not provide basic services rather provides support to its local municipalities in terms of financial or technical when the resources are available.
Bojanala’s mandate is defined in terms of section 84 of the Municipal Structure Act. Our Mandate is merely the ensuring compliance with Environmental and health management services and disaster. When enforcing these compliance revenue gets maximized by issuing permits and licensing and penalties.
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Bojanala remains the biggest District in Northwest with larger contribution to the economy of Province as well as in the Country. This financial plan will demonstrate how the municipality intends raising revenue within its powers and function vested in terms of the structures Act.
The expectation is to demonstrate the key revenue sources of the municipality, activities or measures to be put in place, the feasible timeframe and its financial implication. Below is the list of revenue sources applicable to local government; - i Revenue Management committees(N/A) Due to the fact that the municipality do not provide basic services therefore revenue management committees is not applicable to Bojanala ii Property rates(N/A) Bojanala is a category C Municipality which means it does not have jurisdiction to levy property rates and taxes, therefore this is not applicable.
iii Electricity(N/A) Bojanala is not a licenced to provide bulk electricity or distribution/ reticulation, therefore no applicable plan is necessary at this stage. As a long term plan the municipality can focus on renewable energy from the disposal of waste services. iv Water and sanitation(N/A) Bojanala is not a water services authority as a result there is no need for financial plan on how to maximize revenue v Refuse removal(N/A) Refuse removal is the responsibility of local municipality our role is to develop a regional landfill sites for disposal in terms of environmental and health Services Act. With the current budgetary constraints, the municipality unable to embark on the long term plan for this particular function. A request for assistance to develop strategies from the Department of Local Government and Housing Settlement with provincial treasury assistance will be submitted in this regard
164 vi Rental facilities(N/A) The Municipality does not own any property where it can generate revenue, in fact the municipality is operating on five leased properties with different land Lord vii Other revenue- Health and environmental services (Licencing and penalties) The following is the list of other revenue to be generated in our municipality and was approved by council in terms of Section 84 of the structures Act Bojanala are entrusted with nine components where revenue can be maximized. Database has been developed, Air quality plan has been approved only awaiting full implementation. It is anticipated that the following revenue streams will be brought in fruition within the MTREF.
Activities Timeframe Financial impact 2020/21 2021/22 2022/23 R R R Issuing of compliance certificates for July 2021 0 840 000 0 health care centres (once every two years) 141 @ R5 300 Issuing of compliance certificates for July 2021 0 747 000 0 schools (once every two years) 141 @ R5 300 Certificate to operate smelters 12 July 2021 0 40 000 40 000 @ R10 000 (once every 3 years) Levying atmospheric licensing fee once every three years
Certificate for operating a July 2021 0 695 600 695 600 mortuary annually Tariff R14 800
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Activities Timeframe Financial impact 2020/21 2021/22 2022/23 R R R Madibeng-27 Rustenburg-6 Moses Kotane-2 Kgetleng-4 Moretele-8 Total 47 (Documentation fully verified and ready for implementation) Certificate of Accommodation July 2021 0 R774 400 R774 400 establishment 64 @ R12 100 Rustenburg Food Premises Madibeng Kgetleng Moses Kotane Moretele Certificate of early child hood July 2021 0 R750 500 R750 500 development facilities 79 @ R9500 Rustenburg Madibeng- Kgetleng- Moses Kotane- Moretele- Certificate of operating food July 2021 0 982 000 982 000 premises 91 @ R10 800 Rustenburg Food Premises Madibeng Kgetleng
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Activities Timeframe Financial impact 2020/21 2021/22 2022/23 R R R Moses Kotane Moretele 0 4 830 600 3 243 300
The above mentioned revenues are based on the relevant by-lays being passed by council after the conclusion of public participation activities. It is also considered that due to the 2020/21 financial constraints, public participation process should utilise as little financial resources as possible.
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4.3 EXPENDITURE AND COST CONTAINMENT MEASURES
The Municipality requires savings of R19 135 656 for the budget to be fully funded within the current and outer year of the MTREF. Major expenditure is incurred on the following categories which the municipality can actually make a major savings on these.
Activities Timeframe Financial impact 2020/21 2021/22 2022/23 Develop , approve and 30 May 2019 No financial implication implement cost containment plan(Done) Plan to address wage bill - - - The Municipality does not have blotted structure, its challenge is the wage bill which was created after the revenue from levies were abolished. This resulted in the less income thereby reducing less expenditure leaving the organogram with no changes Bulk purchase N/a - - - Overtime Baseline the Municipal overtime policies caters for maximum 40hours
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Activities Timeframe Financial impact 2020/21 2021/22 2022/23 Strategy- Revised the policy to regulate 20 Maximum overtime to be incurred during the month with the remaining hours to be taken as time off. Engage with July 2022 R0 R0 R0 labour to obtain an amicable solution. Training January 2020 Base line Training is also budgeted for ward committees
Strategy Pass a resolution that only 1 delegate per section will be allowed to attended a conference or workshop, that pre-approval will be given by the Accounting officer prior training being taken that officials will only attend training that will not exceed Cost at R894,321.12 for mm office, disaster, health and community development
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Activities Timeframe Financial impact 2020/21 2021/22 2022/23 The intention is to reduce the cost of four employees who have been in the institution R223 580 R236 994 R251 214 since establishment. R894 321/12 =R74 526 A saving of four employees
Savings on ward R300 000 R316 200 R333 274 committees training (This will be considered when the municipality is viable)
Accommodation Base line Bookings for accommodation is done irrespective kilometres to be travelled There is no policy to regulate the different starts to be applied to different categories of the officials.
Strategy Booking will only be done if kilometres to be travelled exceed 450 to and from July 2019 R686 188 R727 359 R771 001 Savings to be realized R3,430,940.00 @ 20%
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Activities Timeframe Financial impact 2020/21 2021/22 2022/23 Catering Base line Catering is provided for all meetings Catering is provided with decoration All MMC are having entertainment exceeding R20 000 p.a.
Strategy Pass a resolution in council to in line with the cost containment regulation Savings to be realized; - Savings on deco Savings on either breakfast or lunch Savings on entertainment allowances January 2020 R2 171 926 R2 304 042 R2 444 182
Events and promotional material
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Activities Timeframe Financial impact 2020/21 2021/22 2022/23 The cost containment measures R475,200 R503 712 R533 935 prohibit the promotional material at all cost Strategy-Savings in the office of the single whip speaker Total savings to be realize R3 856 894 R4 088 307 R4 333 606
4.4 DEBT COLLECTION STRATEGY (N/A)
Activities Timeframe Financial impact 2020/21 2021/22 2022/23 % on collection of rates N/a No financial impact
4.5 INDIGENTS (N/A)
Activities Timeframe Financial impact 2020/21 2021/22 2022/23 Review of indigent policies to N/a No financial impact refrain from providing free for all consumers Indigent registration process N/a No financial impact Updating of indigent register N/a No financial impact
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4.5 DATA CLEANSING (N/A)
The municipality does not have billing so data cleansing is not applicable in this case. At this present moment the municipality mainly focus is data collection for the purpose of inspection and ensure compliance thereby generating revenue for the municipality.
4.6 REPAIRS AND MAINTENANCE OF INFRASTRUCTURE ASSETS (N/A)
The Municipality does not have revenue generating assets due to the fact that it does not provide basic services to the community. The municipality does not own a major building even where the head office where the Bojanala district offices are held is rented.
The Municipality is constantly confronted by service delivery interventions in both the low capacity Municipalities (Moretele and Kgetleng rivier Local Municipality). Our role is as a when the request is submitted for our consideration by these Locals.
4.7 CASH FLOW MANAGEMENT-SEE ANNEXURE A
The municipality has developed cash flow projections for the entire three year MTREF based on the current status which clearly shows that the municipality finance is under pressure.
The cash flow projections clearly show that the municipality will be funded as from July 2021/22 financial period. All the anticipated revenue is expected to be realize from July 2021/22. The revenues will be included in the budget statements as soon as the tariffs have been approved by council.
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4.8 COST REFLECTIVE TARIFFS (N/A) Due to fact that the municipality do not provide the basic services there is no applicable tariff structure which is required to be cost reflective. Our role is more on compliance and it is legislated
5. CONCLUSION In conclusion the municipality is committed to implement the cost containment strategies highlighted above to realize the savings needed at this stage. Senior managers will be workshopped on cost containment measures as outlined in the gazette followed by departmental meetings where all officials will be workshopped.
The notice will also be placed in all municipal entrance, copied all emails and the municipal website. On quarterly basis Department will be expected to demonstrate the savings made in their department in line with the cost containment gazette.
The Municipality must on a monthly basis, consider the status with regards to implementation of the Financial Plan. The Accounting Officer must on a monthly basis, present to a Mayor/Executive Mayor, a status with regards to implementation of the Financial Plan. The Mayor/Executive Mayor must report the status with regards to implementation of the Financial Plan to Council. The Accounting Officer must on a monthly basis, when reporting on the Section 71, report also on the status with regards to implementation of the Financial Plan.
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ANNEXURE A
CASHFLOW PROJECTIONS
Description 2020/21 2021/22 2022/23 Budget for the year R358 581 000 R374 496 000 R391 223 500 Salaries -R 211 906 168.90 R 219 825 818.28 R 232 033 461.71 Operational Expenses -R 129 485 169.00 R 127 582 369.52 R 104 452619.58 Less Depreciation R6 300 000.00 R7 200 000.00 R7 400 000.00 (non-cash item) Net Cash flow R23 489 662.10 R34 287 812.21 R62 137 418.71 Creditors Repayment R23 489 662.10 R31 576 711.90 R0.00 Net Cash from all R0.00 R2 711 100.31 R62 137 418.71 activities
Bank O/B R0.00 R0.00 R2 711 100.31 C/F (Deficit) / R0.00 R2 711 100.31 R64 848 519.02 Surplus
The municipality’s budget will be cash-flow funded in the 2020/21 financial year. The upward trajectory will commence in the beginning of the 2021/22 financial year. The municipality is projected to have positive cash-flows and be funded from the 2021/22 financial year.
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SECTION 6: SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Outcome 9 OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support OUTPUT 3 Implementation of the community work programme OUTPUT 5 Deepen democracy through a refined ward committee model OUTPUT 7 Single window of coordination Strategic Responsible Quarterly Targets Portfolio of Objective Key Performance Department Evidence Indicator Baseline Annual Target Budget Q 1 Q 2 Q 3 Q 4 Number of Ward 2 ward 2 Ward R 0 Office of the KPI not due Ward KPI not due Ward Q1 – KPI not due Committee committees Committee Speaker Committee Committee Q2 - Attendance programmes trainings programmes programme programme register & Report conducted in Bojanala conducted in conducted in conducted in conducted in Q3 - KPI not due Q4 Region 2019/20 FY Bojanala Region Bojanala Bojanala - Attendance by 30 June 2021 Region Region Register and Report
Number of Audit 4 Audit 4 Audit Operational Office of the 2019/20 Q4 2020/21 Q1 2020/21 Q2 2020/21 Q3 Q1 – 19/20 Q4 Audit Committee reports for Committee Committee Municipal Audit Audit Audit Audit Committee Report & BPDM adopted by Reports adopted Reports adopted Manager Committee Committee Committee Committee Council Resolution Council during 19/20FY by Council by 30 Report for Report for Report for Report for Q2 - 20/21 Q1 Audit June 2021 BPDM BPDM BPDM adopted BPDM adopted Committee Report & adopted by adopted by by Council by Council Council Resolution Support Local Council Council Q3 - 20/21 Q2 Audit Governance Committee Report & Structure Council Resolution Q4 - 20/21 Q3 Audit Committee Report & Council Resolution Number of quarterly New 4 quarterly Operational Office of the 1 quarterly 1 quarterly 1 quarterly 1 quarterly Q1; Q2;Q3;Q4 - Internal Audit Internal Audit Municipal Internal Audit Internal Internal Audit Internal Audit Attendance register, Reports on Internal reports on Manager report Audit report report report signed reports and Audit activities Internal Audit submitted to submitted to submitted to submitted to minutes submitted to Audit activities Audit Audit Audit Audit Committee submitted to the Committee Committee Committee Committee Audit Committee by 30 June 2021
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GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Outcome 9 OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support OUTPUT 3 Implementation of the community work programme OUTPUT 5 Deepen democracy through a refined ward committee model OUTPUT 7 Single window of coordination Strategic Responsible Quarterly Targets Portfolio of Key Performance Department Evidence Objective Indicator Baseline Annual Target Budget Q 1 Q 2 Q 3 Q 4 Number of 2020/21 Audit 1 Reviewed Audit Operational Office of the KPI not due KPI not due KPI not due 21/22 Q1, Q2, Q3 - KPI not Reviewed Audit Committee Committee Charter Municipal Reviewed due Q4 - 21/22 Committee Charter adopted tabled to Council by Manager Audit Reviewed Audit Charters adopted during 19/20FY 30 June 2021 Committee Committee Charter & by Council Charter Council Resolution adopted by Council Number of 1 workshop 1 workshop for Operational Office of the KPI not due KPI not due Workshop KPI not due Q1 - KPI not due Q2 workshops conducted in BPDM Councillors Speaker conducted for - KPI not due Q3 - conducted for 18/19FY conducted by 30 BPDM Attendance register BPDM councillors June 2021 Councillors and report Q4 - KPI not due
Advocacy 4 Advocacy 4 Advocacy R 0 Office of the 1 Advocacy 1 Advocacy 1 Advocacy 1 Advocacy Q1 – Report Q2 - Support Local programmes programmes programmes Executive programme programme programme programme Report Q3 - Report Governance conducted in BPDM supported in conducted by 30 Mayor conducted conducted conducted conducted Q4 – Report Structure 18/19 FY June 2021
Number of 1 Oversight 1 Oversight Report R 0 MPAC MPAC MPAC MPAC Q1 - Report Q2 - Oversight report on Report in place for on 18/19 Annual programmes programmes programme Report Q3 - Annual Report 18/19FY Report tabled to implemented implemented s Oversight report and tabled to Council Council for implemente Council resolution Q4 for adoption by adoption by 31 d – Report Council March 2021 Number of public 2 events 2 public R 0 Office of the 1 Imbizo KPI not due 1 Imbizo KPI not due Q1 –Attendance participation conducted in participation Executive (public (public Register and Report programmes/event 18/19FY programmes/event Mayor participation) participation) Q2 - KPI not due Q3 s (Imbizos) s (Imbizos) programme programme -Attendance Register conducted in conducted in conducted in conducted in and Report Q4 - KPI Bojanala Region Bojanala Region by Bojanala Bojanala not due 30 June 2021 Region Region
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GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Outcome 9 OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support OUTPUT 3 Implementation of the community work programme OUTPUT 5 Deepen democracy through a refined ward committee model OUTPUT 7 Single window of coordination
Strategic Key Performance Responsible Quarterly Targets Portfolio of Objective Indicator Baseline Annual Target Budget Department Q 1 Q 2 Q 3 Q 4 Evidence Number of District 2 Anti Corruption 1 Anti Corruption R 0 Office of the KPI not due Anti KPI not due KPI not due Q1 – KPI not due Anti Corruption awareness awareness Speaker Corruption Q2 - Attendance awareness campaign campaigns awareness Register and Report campaigns conducted in conducted in campaign Q3 -KPI not due Q4 convened in 18/19 FY Bojanala Region by conducted in - KPI not due Bojanala Region 30 June 2021 Bojanala Region Number of 5 NGO's/NPO's 5 NGO's/NPO's R 0 Community Advertisement Submission Monitoring Monitoring Q1 - Advert and NGO's/NPO's financially financially Development for submission and and and report Q2 - Report financially supported in supported in Local Services of business Registration of Evaluation Evaluation & photos Q3 - Support Local supported in Local 18/19 FY Municipalities by 30 plans Business And And Report Q4 – Report Governance Municipalities June 2021 Plans, Submission of Submission Structure Screening, Reports of Reports Assessment, Verification and Awarding Ceremony.
Number of Single 4 Single Whip 3 Single Whip R 0 Office of the 1 Chief Whip’s KPI not due 1 Home 1 Multi Q1- Attendance Whip Forums Forums convened Forums convened Single Whip Forum Affairs Forum Party register & minutes convened in BPDM in 18/19 FY in BPDM by 30 convened convened Forum Q2 - KPI not due Q3 June 2021 convened & Q4 – Attendance register & minutes
To Promote Number of IGR 2 IGR District 4 IGR Forum R 0 Office of the 1 IGR 1 IGR 1 IGR 1 IGR Q1 - Report Q2 - Good meetings held and Forum meetings meetings held by Executive meeting held meeting held meeting held meeting Report Q3 - Report Governance and facilitated by BPDM held 18/19 FY 30 June 2021 Mayor held Q4 - Report Community Participation
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GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Outcome 9 OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support OUTPUT 3 Implementation of the community work programme OUTPUT 5 Deepen democracy through a refined ward committee model OUTPUT 7 Single window of coordination
Strategic Key Performance Responsible Quarterly Targets Portfolio of Objective Indicator Baseline Annual Target Budget Department Q 1 Q 2 Q 3 Q 4 Evidence Number of public 2 public 1 public R 0 Office of the KPI not due KPI not due KPI not due 1 public Q1;Q2;Q3 - KPI not participation participation participation Speaker participatio due Q4 - engagements with engagements in engagement with n Attendance register Support Local Local Municipalities 18/19FY Local Municipalities engagemen and Report Governance in Bojanala Region in Bojanala Region t convened Structure convened convened by 30 June 2021
Number of 2 programmes 2 Community R 0 Office of the Mandela Day KPI not due 1 Community KPI not due Q1 - Report Q2 - Community supported in Outreach Executive programme Outreach Not due Q3 - Report To Promote Outreach 18/19FY programmes Mayor financially programme Q4 - Not due Good programmes supported in supported in conducted in Governance and supported Bojanala Region by Bojanala Bojanala Community 30 June 2021 Region Region Participation
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MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Outcome 9 OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support OUTPUT 6 Administrative and financial capability Responsible Quarterly Targets Portfolio of Strategic Key Performance Department Evidence Objective Indicator Baseline Annual Target Budget Q 1 Q 2 Q 3 Q 4 Number of Reviewed 2019/20 1 Reviewed Operational Office of the Consultation Consultation Draft 1 Reviewed Q1 -Attendance 2020/21 IDP adopted Reviewed IDP in 2020/21 IDP Municipal with with Reviewed 2020/21 IDP Register & report by Council place 19/20 FY adopted by Council Manager Stakeholders Stakeholders 2020/21 IDP tabled to Q2 - Attendance by 30 May 2020 LMs, LMs, Provincial tabled to Council for register & report Provincial HOD and Council for adoption Q3 - Draft HOD and Mining Sectors noting Reviewed 2020/21 Mining Sectors IDP & Council Resolution Q4 - Reviewed 2020/21 IDP & Council Resolution Number of 2021/22 2020/21 District 1 2020/21 District Operational Office of the 2020/21 KPI not due KPI not due KPI not due Q1 - 2020/21 District IDP IDP Framework & IDP Framework & Municipal District IDP District IDP Framework and Process Plan Process Plan Manager Framework & Framework & Develop and Process Plan approved approved in approved by Process Plan Process Plan and Strengthen by Council 19/20FY Council by 31 tabled to Council resolution politically and August 2020 Council for Q2 - KPI not due administratively approval Q3 - KPI not due stable system of a Q4 - KPI not due municipality Number of 2020/21 7 signed 2019/20 7 2020/21 Operational Office of the 7 2020/21 KPI not due KPI not due KPI not due Q1 - Copies of Performance Performance Performance Municipal Performance signed Pas Agreements signed by Agreements in Agreements signed Manager Agreements BPDM Sec 56 place by BPDM Sec 56 signed by Sec Managers in Managers in 56 Managers accordance with MSA accordance with Sec 57 Sec 57 of the MFA by 28 July 2020 Number of 2020/21 1 2019/20 Mid 1 2020/21 Midterm Operational Office of the KPI not due KPI not due Mid Term KPI not due Q1 - KPI not due Mid Term Performance Term report in Performance Municipal Performance Q2 – KPI not due Review Reports place Review Report Manager Report Q3 - Mid term adopted by Council adopted by Council adopted by report & Council by 25 January 2021 Council Resolution Q4 - KPI not due
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MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Outcome 9 OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support OUTPUT 6 Administrative and financial capability
Strategic Key Performance Responsible Quarterly Targets Portfolio of Objective Indicator Baseline Annual Target Budget Department Q 1 Q 2 Q 3 Q 4 Evidence Number of Quarterly 4 x Quarterly 4 x quarterly Operational Office of the 1 Quarterly 1 Quarterly 1 Quarterly 1 Quarterly Q1 – 19/20 Q4 Performance Reports Performance performance reports Municipal Performance Performance Performance Performance report & council for BPDM adopted by Reports in place adopted by Council Manager report for BPDM report for report for report for resolution Q2 - Council by 30 June 2021 adopted by BPDM BPDM BPDM 20/21 Q1 report Council (4th adopted by adopted by adopted by & council Quarter 19/20) Council (1st Council (2nd Council (3rd resolution Q3 - Quarter Quarter Quarter 20/21 Q2 report 20/21) 20/21) 20/21) & council resolution Q4 - 20/21 Q3 report & council resolution
Number of Annual 1 Annual Report 1 Annual Report Operational Office of the KPI not due Compilation Annual KPI not due Q1 - KPI not due Develop and Reports tabled to approved by tabled to Council for Municipal of Draft Report Q2 - Draft Strengthen Council for approval Council in 19/20 approval by 31 Manager Annual tabled to Annual Report politically and FY January 2021 Report Council for Q3 - Annual administratively approval Report & Council stable system of a Resolution Q4 - municipality KPI not due Number of financial 12 reports ?? Financial reports Operational Office of the Financial reports Financial Financial Financial Q1 - Report Q2 - reports uploaded on uploaded on the uploaded on the Municipal uploaded on the reports reports reports Report Q3 - the official BPDM website for 19/20 BPDM website by 30 Manager BPDM website uploaded on uploaded on uploaded on Report Q4 – website FY June 2021 the BPDM the BPDM the BPDM Report website website website
Number of computer 5 computer 4 computer licences R 0 Office of the Antivirus and Global Pastel KPI not due Q1 - Report Q2 - licences renewed for licences renewed renewed for BPDM Municipal Payday Insights computer Report Q3 - BPDM for BPDM for by 30 June 2021 Manager computer computer licence Report Q4 - KPI 18/19FY licences licence renewed and not due renewed and renewed and paid paid paid
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MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Outcome 9 OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support OUTPUT 6 Administrative and financial capability Strategic Responsible Quarterly Targets Portfolio of Objective Department Evidence Key Performance Indicator Baseline Annual Target Budget Q 1 Q 2 Q 3 Q 4 Number of quarterly Quarterly 2 Quarterly R 0 Office of the KPI not due Quarterly KPI not due Quarterly Q1 - KPI not due Q2 Develop and updates of the Top updates of risks updates of risks in Municipal update of the update of the - Quarterly report Strengthen 10 institutional risks in the BPDM Risk the BPDM Risk Manager Top 10 Top 10 Q3 - KPI not due Q4 politically and in the BPDM Risk Register in place Register by 30 institutional institutional - Quarterly report administratively Register for 2019/20 June 2021 risks in the risks in the stable system of BPDM risk BPDM risk a municipality register register Number of Labour 4 Local 4 Labour Relations Operational Corporate 1 Labour 1 Labour 1 Labour 1 Labour Q1 - Attendance Relations Government workshops Support Relations Relations Relations Relations register & Report Q2 awareness Labour Relations facilitated and Services workshop workshop workshop workshop - Attendance workshops awareness convened by 30 facilitated facilitated facilitated facilitated register & Report Q3 convened workshops June 2021 - Attendance Achieve a sound convened in register & Report Q4 labour and 17/18FY - Attendance positive register & Report employee Percentage of 8 employees 100% employees R 0 Corporate 100% 100% 100% 100% Q1, Q2, Q3 & Q4 - climate employees assisted taken through that have applied Support employees that employees that employees employees Quarterly referral through Employee EAP services in assisted through Services have applied for have applied that have that have letters and EAP Assistance 17/18 FY EAP by BPDM by assistance for assistance applied for applied for reports Programme by 30 June 2021 through EAP through EAP assistance assistance BPDM assisted assisted through EAP through EAP assisted assisted Number of Training 2 Training and 2 Training and R 0 Corporate Implementation Implementatio Training Submission of Q1 - Report Q2 - and Development Development Development Support of training n of training needs analysis Training Report Q3 - Report Plans and Reports Plans and Plans and Reports Services programmes programmes completed Report to Q4 - Training report submitted to Reports submitted to LGSETA LGSETA submitted to LGSETA by 30 LGSETA in June 2021 19/20FY Enhance Number of bursary 2 bursary 2 bursary R 0 Corporate Review of the Facilitation of Progress Facilitation of Q1 - Report Q2 - Employees Skills committee committee committee Support bursary Policy application report on application Agenda and minutes meetings facilitated meetings meetings Services process for bursary process for - Q3 - Report Q4 - facilitated in facilitated by 30 study holders study Agenda and minutes 19/20 FY June 2021 bursaries. bursaries. Convene Convene bursary bursary committee committee meeting meetings
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MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Outcome 9 OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support OUTPUT 6 Administrative and financial capability Strategic Key Performance Responsible Quarterly Targets Portfolio of Objective Indicator Baseline Annual Target Budget Department Q 1 Q 2 Q 3 Q 4 Evidence Number of legislated Secretarial 6 Council Operational Corporate 1 Council meeting 1 Council meeting 2 Council 2 Council Q1, Q2, Q3 & Q4 - Council meetings services in meetings Support convened convened meeting meeting Agendas, Attendance convened place convened by 30 Services convened convened registers and Minutes June 2021 Number of monthly New 12 monthly Operational Corporate 3 Mayoral 3 Mayoral 3 Mayoral 3 Mayoral Q1, Q2, Q3 & Q4 - Mayoral Committee Mayoral Support Committee Committee Committee Committee Agendas, Attendance meetings convened Committee Services meetings meetings meetings meetings registers and Minutes meetings convened convened convened convened convened Number of Local 4 Local 4 Local Labour Operational Corporate 1 Local Labour 1 Local Labour 1 Local 1 Local Q1, Q2, Q3 & Q4 - Labour Forum Labour Forum meetings Support Forum meeting Forum meeting Labour Labour Agendas, Attendance meetings held Forum held by 30 June Services held held Forum Forum registers and Minutes meetings 2021 meeting held meeting held Promote good held in governance 19/20FY through provision of Number of New 4 quarterly Operational Corporate 1 quarterly 1 quarterly 1 quarterly 1 quarterly Q1 -Report Q2 - administrative Occupational Health Occupational Support Occupational Occupational Occupational Occupational Report Q3 - Report support and Safety Reports Health and Safety Services Health and Safety Health and Safety Health and Health and Q4 – Report developed Reports report developed report developed Safety report Safety report developed and and submitted to and submitted to developed developed submitted to the the Accounting the Accounting and and Accounting Officer Officer Officer submitted to submitted to by 30 June 2021 the the Accounting Accounting Officer Officer Number of District 4 District 4 District Records Operational Corporate 1 District Records 1 District Records 1 District 1 District Q1 - Report Q2 - Records Records Management Support Management Management Records Records Report Q3 - Report Management Forum Management Forum meetings Services Forum meeting Forum meeting Management Management Q4 - Report meetings held Forum held by 30 June held held Forum Forum meetings 2021 meeting held meeting held held 18/19FY
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MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Outcome 9 OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support OUTPUT 6 Administrative and financial capability
Strategic Key Performance Responsible Quarterly Targets Portfolio of Objective Indicator Baseline Annual Target Budget Department Q 1 Q 2 Q 3 Q 4 Evidence Number of Human New 4 quarterly Operational Corporate 1 quarterly 1 quarterly Human 1 quarterly 1 quarterly Q1 -Report Q2 Resources Reports Occupational Health Support Human Resources Report Human Human - Report Q3 - Promote good developed and Safety Reports Services Resources developed and Resources Resources Report Q4 - governance developed and Report submitted to the Report Report Report through submitted to the developed and Accounting Officer developed developed provision of Accounting Officer submitted to the and and administrative by 30 June 2021 Accounting submitted to submitted to support Officer the the Accounting Accounting Officer Officer
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MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT
Outcome 9 OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support OUTPUT 6 Administrative and financial capability
Strategic Key Performance Responsible Quarterly Targets Portfolio of Objective Indicator Baseline Annual Target Budget Department Q 1 Q 2 Q 3 Q 4 Evidence Number of MFMA 16 MFMA 18 MFMA Reports to Operational Budget and 3 x Sec 71 3 x Sec 71 3 Sec 71 reports 3 x Sec 71 Q1: Reports submitted to Reports be submitted to Treasury reports (19/20FY reports (20/21 (20/21 2nd reports (20/21 Acknowledgement relevant submitted to relevant 4th Quarter 1st Quarter Quarter Monthly 3rd Quarter by Provincial stakeholders relevant stakeholders by 30 Monthly budget Monthly budget Monthly Treasury & Auditor stakeholders June 2021 statements) budget statements) budget General, Council in 19/20 FY submitted to statements) submitted to statements) Resolution Q2 - Provincial submitted to Provincial submitted to Acknowledgment Treasury. 1 x Sec Provincial Treasury. 1 x Provincial letter by Provincial 21(1)(b) report - Treasury. Sec 72(1) Mid- Treasury. 1x Treasury Q3 - Key deadlines for year budget and Sec 24 report - Acknowledgement the preparation, Performance Approval of letter by Provincial tabling and report. 1 x Sec Annual budget Treasury & Council approval of the 28 report - by Council Resolution Q4 - Annual Budget to Municipal (Final Budget) Acknowledgement Council for budget by Provincial Strengthen approval. 1 x Sec adjustment Treasury & Council the 126(1) - submitted to Resolution administrative Submission of council for and financial Annual Financial approval. 1 x capability of Statements to Sec 16 report - municipalities Auditor-General, Tabling of Provincial Annual Budget Treasury and (Draft budget National Treasury submitted to Council for tabling) Number of financial Mid term AFS 1 Mid term AFS Operational Budget and KPI not due KPI not due Mid term AFS KPI not due Q1 - KPI not due Q2 statements in place in submitted to Council Treasury submitted to - KPI not due Q3 - submitted to Council 19/20 FY by 30 June 2021 Council Mid-Term AFS & Council Resolution Q4 - KPI not due Number of annual 2019/20 1 BPDM Annual Operational Budget and KPI not due Consultation Draft Budget Final Budget Q1 - KPI not due Q2 budget compiled and Annual Budget compiled Treasury process tabled to tabled to - Report Q3 - Draft approved budget in and approved by Council Council Budget Q4 - Final place Council by 30 May Budget & Council 2021 Resolution
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MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT
Outcome 9 OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support OUTPUT 6 Administrative and financial capability Strategic Key Responsible Quarterly Targets Portfolio of Objective Performance Department Evidence Indicator Baseline Annual Target Budget Q 1 Q 2 Q 3 Q 4 Number of Annual 2018/19 1 set of Annual R 0 Budget and Submission of Audit support KPI not due Preparation Q1 - BPDM 2019/20 Financial Annual Financial Treasury BPDM AFSs to for AFS Q2 - Report Q3 - Statements Financial Statements the Auditor- compilation KPI not due Q4 - submitted to Statements in compiled and General of 20/21 Report Auditor-General place submitted to BPDM AFS Auditor-General by BPDM by 31 August 2020 Obtain a New Obtain a favourable Operational Budget and Favourable Favourable Favourable Favourable Q1; Q2; Q3; Q4 - Strengthen favourable current current ratio of 1.5 - Treasury current ratio 1.5 - current ratio of current ratio current ratio Quarterly financial the ratio 3 by 30 June 2021 3 1.5 - 3 of 1.5 - 3 of 1.5 - 3 statements administrative and financial Number of 4 quarterly 4 quarterly financial Operational Budget and 1 quarterly 1 quarterly 1 quarterly 1 quarterly Q1- Quarterly financial capability of quarterly financial financial reports submitted to Treasury financial (4th financial (1st financial (2nd financial (3rd report & Council municipalities reports submitted reports Council for approval quarter 19/20) quarter 20/21) quarter quarter resolution Q2 - to Council submitted to by 30 June 2021 report tabled to report tabled to 20/21) 20/21) report Quarterly financial Council for Council for Council for report tabled tabled to report & Council approval in approval approval to Council Council for resolution Q3 - 19/20FY for approval approval Quarterly financial report & Council resolution Q4 - Quarterly financial report & Council resolution Achieve a Number of 12 BPDM 12 Budget and R 150 000 Budget and 4 BTO personnel 3 Interns attend 3 BTO 2 BTO Q1 - Training Report Employees trained personnel Treasury personnel Treasury attend Financial MFMP personnel personnel Q2 - Training Report positive in line with trained in trained on Financial Systems training attend attend Q3 - Training Report employee Finance 19/20 FY Systems by 30 Financial Financial Q4 - Training Report Management June 2021 Systems Systems climate Grant training training
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BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Outcome 9 OUTPUT 2 Improving access to basic services OUTPUT 4 Actions supportive of the human settlement outcome 10 POINT PLAN Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, NUMBER 1 roads and disaster management Strategic Key Performance Responsible Quarterly Targets Portfolio of Objective Indicator Baseline Annual Target Budget Department Q 1 Q 2 Q 3 Q 4 Evidence Provision of Number of 1 borehole 1 Borehole, R 0 Technical Construction of Installation of Construction Boreholes, Q1 Progress Report new water Boreholes, Pipelines Drilled, Pipelines and Services Pump House Storage Tank of pipelines Pipelines and Q2 Progress Report infrastructure and Storage Tank Pipelines and Storage tank ongoing and Storage Tank Q3 Progress Report in support of constructed 14 stand pipes constructed in electrificatio completed Q4 Completion LM’s towards completed in Brakkuil (Phase 2), n of the Certificate free basic 2018/19 FY Moses Kotane LM borehole services by 30 June 2021 ongoing
Provision of Number of VIP 120 VIP toilets 180 VIP toilets R 0 Technical SCM Processes for Construction of Construction Construction Q1 Appointment new toilets constructed in constructed in constructed in Services Appointment of a VIP toilets of VIP toilets of 180 VIP letter Sanitation Dihibidung Phase 2 Dihibidung in Dihibidung service provider commences ongoing toilets Q2 Progress Report infrastructure (Moretele LM-) 2018/19FY (Moretele LM) by completed Q3 Progress Report in support of 30 June 2021 Q4 Completion LM’s towards Certificate free basic services Provision of Number of 0.478 kms of Construction of R 0 Technical SCM Processes for Road survey Construction Construction Q1 Appointment new roads kilometres of access internal roads 0.5km access road Services Appointment of a commences of layer of 0,5kms letter infrastructure roads constructed completed in completed in service provider works access road Q2 Progress Report in support of Reagile Reagile commences completed Q3 Progress Report LM’s towards 2018/19 FY (Kgetlengrivier Q4 Completion free basic LM) by 30 June Certificate services 2021
Provision of Number of Transport 1 Transport 1 Rural Roads R 2 648 000 Technical Visual Execution of Updating RRAMS Final Q1 - Appointment Transport Planning projects Planning Asset Services Assessments of traffic surveys and Technical letter Q2 - Progress Planning and developed by BPDM project Management the unpaved road finalization report Report Q3 - Progress Community implemented System report for network of RRAMS completed Report Q4 - RRAMS Safety support in 19/20 FY BPDM completed GIS Model for BPDM Final Technical by 30 June 2021 and mapping Report
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BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Outcome 9 OUTPUT 2 Improving access to basic services OUTPUT 4 Actions supportive of the human settlement outcome 10 POINT PLAN Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, NUMBER 1 roads and disaster management Strategic Key Performance Responsible Quarterly Targets Portfolio of Objective Indicator Baseline Annual Target Budget Department Q 1 Q 2 Q 3 Q 4 Evidence Provision of Number of Transport 1 Transport 4 transport R 0 Technical 1 transport 1 transport 1 transport 1 transport Q1 - Report Q2 - Transport Planning projects Planning support Services support support support support Report Q3 - Report Planning and developed by BPDM project programmes programme programme programme programme Q4 - Report Community implemented financially financially financially financially financially Safety support in 19/20 FY supported in supported supported supported supported 18/19 FY Number of 4 community 4 community R 0 Technical 1 community 1 community 1 community 1 community Q1 - Report Q2 - community safety safety safety Services safety safety safety safety Report Q3 - Report projects financially programmes programmes programme programme programme programme Q4 - Report supported by BPDM financially financially financially financially financially financially supported in supported by 30 supported supported supported supported 18/19 FY June 2021 Number of sport 4 Sports 4 sport R 0 Community 1 sport 1 sport 1 sport 1 sport Q1 – Reports & programmes programmes programmes to be Development programme programme programme programme photos Q2 - Report & implemented and supported in implemented and Services implemented and implemented and implemented implemented photos Q3 - Report & financially supported 18/19 FY financially financially financially and and photos Q4 - Reports by BPDM supported by supported supported financially financially & photos BPDM by 30 June supported supported To support 2021 local Number of Local 4 sporting 5 Local R 0 Community Consultation with KPI not due KPI not due BPDM Q1 – Request letters municipalities Municipalities codes Municipalities Development Local ensures that from Local in Sport, Arts supported with supported with supported with Services Municipalities sport Municipalites Q2 - and Culture sports equipment by sport sports equipment equipment is KPI not due Q3 - KPI BPDM equipment in by BPDM by 30 delivered to not due Q4 - Photos 18/19 FY June 2021 the Local & report Municipalities Number of Arts and 5 Arts and 4 Arts and Culture R 0 Community 1 Arts and Culture 1 Arts and 1 Arts and 1 Arts and Q1 – Attendance Culture Culture events/programme Development event/programme Culture Culture Culture register, Report & events/programmes events/progra s to be hosted and Services hosted and event/programme event/progra event/progra photos Q2 - hosted and mmes to be financially financially hosted and mme hosted mme hosted Attendance register, financially supported hosted and supported by 30 supported financially and and Report & photos Q3 - by BPDM financially June 2021 supported financially financially Attendance register, supported in supported supported Report & photos Q4 - 18/19 FY Attendance register, Report & photos
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BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Outcome 9 OUTPUT 2 Improving access to basic services OUTPUT 4 Actions supportive of the human settlement outcome 10 POINT PLAN Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, NUMBER 1 roads and disaster management Strategic Key Performance Responsible Quarterly Targets Portfolio of Objective Indicator Baseline Annual Target Budget Department Q 1 Q 2 Q 3 Q 4 Evidence To support Number of 9 Community 20 Community R 0 Community 5 Community 5 Community 5 Community 5 Community Q1 - Report Q2 - local Community Based Based Disaster Based Disaster Development Based Disaster Based Disaster Based Based Report Q3 - Report municipalities Disaster Risk Risk Risk Assessments Services Risk Assessment Risk Assessment Disaster Risk Disaster Risk Q4 - Report to improve the Assessments Assessments completed by 30 reports with reports with Assessment Assessment quantity and completed in BPDM completed in June 2021 in recommendations recommendations reports with reports with quality of region 19/20 FY BPDM region for action for action recommenda recommenda municipal completed completed tions for tions for disaster action action management completed completed and Fire Number of Public 6 Public 20 Public R 0 Community 5 public 5 public 5 public 5 public Q1 - Report Q2 - Services Awareness Awareness Awareness Development awareness awareness awareness awareness Report Q3 - Report campaigns campaigns campaigns Services campaigns campaigns campaigns campaigns Q4 - Report conducted in BPDM conducted in conducted in conducted in conducted in conducted in conducted in 19/20 FY BPDM region by BPDM BPDM BPDM BPDM 30 June 2021 To support Number of Air 2 Air Quality 3 Air quality R 0 Health and Consultation with Air quality Air quality Air quality Q1 - Attendance local Quality Management programmes Management Environmental stakeholders management management management register & Report Q2 municipalities Programmes implemented Programmes Services programmes programmes programmes - Attendance register to improve the implemented in in 19/20 FY implemented in implemented implemented implemented & Report Q3 - quantity and Bojanala Region Bojanala Region within BPDM within BPDM within BPDM Attendance register quality of by 30 June 2021 & Report Q4 - municipal Attendance register waste & Report management, Number of climate 2 initiatives 4 climate change R 0 Health and Consultation with Climate change Climate Climate Q1 - Attendance climate change awareness implemented awareness Environmental stakeholders awareness change change register & Report Q2 change, air programmes in 19/20 FY programmes Services programme awareness awareness - Attendance register quality and implemented implemented implemented programme programme & Report Q3 - biodiversity within Bojanala within Bojanala implemented implemented Attendance register District by 30 June District within within & Report Q4 - 2021 Bojanala Bojanala Attendance register District District & Report
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BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Outcome 9 OUTPUT 2 Improving access to basic services OUTPUT 4 Actions supportive of the human settlement outcome 10 POINT PLAN Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, NUMBER 1 roads and disaster management Strategic Key Performance Responsible Quarterly Targets Portfolio of Objective Indicator Baseline Annual Target Budget Department Q 1 Q 2 Q 3 Q 4 Evidence Number of waste 3 Waste 3 waste R 0 Health and Consultation with Waste Waste Waste Q1 - Report Q2 - management Management management Environmental stakeholders management management management Report Q3 - Report programmes programmes Programmes to be Services Programmes to Programmes Programmes Q4 - Report implemented implemented implemented be implemented to be to be in 19/20FY within BPDM by within BPDM implemented implemented June 2021 within BPDM within BPDM To support Number of Municipal 6 Municipal 7 Municipal Health R 0 Health and 1 Health KPI not due 3 Health 3 Health Q1 - Attendance local Health outreach Health outreach activities Environmental awareness awareness awareness register & Report Q2 municipalities activities conducted outreach implemented Services training training training - KPI not due Q3 - to improve the for Environmental activities within the implemented implemented implemented Attendance register quantity and Health compliance implemented Bojanala Region & Report Q4 - quality of with legislation during 19/20 by 30 June 2021 Attendance register municipal FY & Report waste Number of waste 2 waste 5 waste recovery R 0 Health and 2 Waste recovery KPI not due 2 Waste 1 Waste Q1 - Attendance management, recovery awareness recovery awareness Environmental awareness recovery recovery register & Report Q2 climate campaigns awareness campaigns Services campaign awareness awareness -KPI not due Q3 - change, air implemented campaigns implemented implemented in campaign campaign Attendance register quality and implemented within Bojanala Bojanala Region implemented implemented & Report Q4 - biodiversity in 5 Local Region by 30 June in Bojanala in Bojanala Attendance register Municipalities 2021 Region Region & Report in 19/20FY Number of 2 Biodiversity 3 greening R 0 Health and Consultation with 1 Greening 1 Greening 1 Greening Q1 - Attendance biodiversity projects projects biodiversity Environmental Stakeholders Project Project Project register & Report Q2 implemented implemented projects Services implemented in implemented implemented - Attendance register in 19/20FY implemented Bojanala Region in Bojanala in Bojanala & Report Q3 - within Bojanala Region Region Attendance register Region by 30 June & Report Q4 - 2021 Attendance register & Report Number of 2 4 environmental R 0 Health and 1 environmental 1 environmental 1 1 Q1 - Attendance environmental environmental and education Environmental education education environment environment register & Report Q2 education and and education awareness Services awareness awareness al education al education - Attendance register awareness awareness programmes programmes programmes awareness awareness & Report Q3 - programmes programmes implemented implemented implemented programmes programmes Attendance register implemented implemented within Bojanala implemented implemented & Report Q4 - in 19/20FY Region by 30 June Attendance register 2021 & Report 190 | P a g e
LOCAL ECONOMIC DEVELOPMENT
Outcome 9 OUTPUT 3 Implementation of the community work programme Strategic Key Performance Responsible Quarterly Targets Portfolio of Objective Indicator Baseline Annual Target Budget Department Q 1 Q 2 Q 3 Q 4 Evidence 5 co-operatives R 0 Economic Stakeholder SCM processes 2 co- 3 co- Q1 - Report and financially Development, engagements operatives operatives Attendance register supported by 30 tourism, mining financially financially Q2 - Report Q3 - 2 Enterprises June 2021 and rural supported supported Report Q4 -Report supported in development Number of 18/19 FY 5 SMMEs R 0 Economic Stakeholder SCM processes 2 SMMEs 3 SMMEs Q1 - Report and Enterprises financially Development, engagements financially financially Attendance register Enhance the supported by BPDM supported by 30 tourism, mining supported supported Q2 - Report Q3 - municipal June 2021 and rural Report Q4 -Report contribution to development job creation New 1 LED Strategy R 0 Economic SCM Processes Consultations on Review Reviewed Q1 - Report Q2 - and reviewed and Development, the Draft LED process LED Strategy Report Q3 -Report sustainable tabled to Council tourism, mining Strategy completed tabled to Q4 -LED Strategy livelihoods for adoption by 30 and rural Council for and Council through Local June 2021 development adoption Resolution Economic Development Number of LED 1 training 2 trainings R 0 Economic Stakeholder 1 training 1 training KPI not due Q1 - Report and trainings conducted initiative conducted for LED Development, engagements conducted conducted Attendance register implemented co-operatives and tourism, mining Q2 - Report Q3 - in 2018/19FY SMMEs by 30 June and rural Report Q4 -KPI not 2021 development due Co-ordination and New 1 District wide R 0 Economic Stakeholder Consolidation of KPI not due Final District Q1 - Report and consolidation of a Social Labour Development, engagements SLPs wide Attendance register District wide Social Plans co-ordinated tourism, mining consolidated Q2 - Report Q3 -KPI Labour Plans and consolidated and rural SLPs not due Q4 - Report by 30 June 2021 development Number of 1 Agriculture 2 Agricultural and R 0 Economic Stakeholder 1 training 1 training KPI not due Q1 - Report and Agricultural and and Rural Rural Development, engagements and conducted conducted Attendance register Rural Development Development Development tourism, mining profiling Q2 - Report Q3 - trainings conducted training in trainings and rural Report Q4 - KPI not 18/19FY conducted by 30 development due June 2021 Number of 4 Agriculture 5 agriculture and R 0 Economic Stakeholder 2 co-ops 3 co-ops Final report Q1 - Report and Agriculture and Rural and Rural rural development Development, engagements and financially financially Attendance register Development Co- Development co- tourism, mining profiling supported supported Q2 - Report Q3 - operatives/Individual Co-operatives operatives/individu and rural Report Q4 - Final s financially financially als financially development Report supported supported in supported by 30 18/19FY June 2021
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LOCAL ECONOMIC DEVELOPMENT
Outcome 9 OUTPUT 3 Implementation of the community work programme Strategic Key Performance Responsible Quarterly Targets Portfolio of Objective Indicator Baseline Annual Target Budget Department Q 1 Q 2 Q 3 Q 4 Evidence Number of livestock 5 Agri-park 3 Agri-park R 0 Economic Stakeholder Identification of KPI not due 3 Agri-park Q1 - Report and improvement livestock livestock Development, engagements Agri-park livestock Attendance register programme activities improvement improvement tourism, mining livestock improvement Q2 - Report Q3 - for Agri-park programme programme and rural improvement programme KPI not due Q4 - financially supported activities activities development programme activities Report financially financially activities to be financially supported in supported in financially supported in Enhance the 18/19FY BPDM by 30 June supported BPDM and municipal 2021 final report contribution to Number of Tourism 5 District 5 Tourism R 0 Economic Stakeholder SCM processes 2 Tourism 3 Tourism Q1 - Report and job creation Associations Tourism Associations Development, engagements Associations Associations Attendance register and financially supported activities financially tourism, mining financially financially Q2 - Report Q3 - sustainable financially supported by 30 and rural supported supported Report Q4 - Report livelihoods supported in June 2021 development through Local 18/19FY Economic Number of Tourism 2 District 1 Tourism summit R 0 Economic Stakeholder SCM Processes 1 Tourism KPI not due Q1 - Report and Development Summits financially Tourism financially Development, engagements Summit Attendance register supported exhibition supported by 30 tourism, mining financially Q2 - Report Q3 - events to be June 2021 and rural supported Report Q4 - KPI not held in development due 18/19FY Number of Land New 1 Land Care Plan R 0 Economic Stakeholder SCM Processes Consultation Land Care Q1 - Report and Care Plans developed and Development, engagements s on the Plan tabled Attendance register developed approved by tourism, mining Draft Land to Council Q2 - Report Q3 - Council by 30 June and rural Care Plan Report Q4 - KPI not 2021 development due
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ORGANISATIONAL STRUCTURE
OFFICE OF THE EXECUTIVE MAYOR
OFFICE OF THE EXECUTIVE MAYOR F MOLOSIWA
CHIEF OF STAFF MANAGER P MAGANO COMMUNICATION EXECUTIVE SECRETARY S LETSWALO RECEPTIONIST LEVEL 2(A) LEVEL 9 M MSOMI A BABEILE LEVEL 12
CORDINATOR SPECIAL CORDINATOR IGR VIP PROTECTOR PROJECT COMMUNICATION N MOLOI SK Mogorosi C LEKETE OFFICER LEVEL 5 JS Mekgwe LEVEL 5 VACANT LEVEL 5 RT NDIMANE JM MATSOBE LEVEL 7
SECRETARY TO MMC’S NDLOVU H, DIALE DG, MODIMOLA EMT, 193 | P a g e
MOKOENA SJ, SEBONEGO EH, THEBE LTR, TLABYANE LT, XATASI N, M DIBETSO, F TEMA LEVEL 9 OFFICE OF THE SPEAKER
SPEAKER OF COUNCIL E.TANKE
SECRETARY TO THE SPEAKER MANAGER: OFFICE OF THE SPEAKER T MOLETE B QIQIMANA LEVEL 9 LEVEL 2A MPAC CHIARPERSON c S DAVIDS CORDINTOR OFFICE OF THE SPEAKER
X2 RESEACHER CORDINATOR SECRETARY B CHIDI MPAC MPAC MPAC 1 VACANT LEVEL 5 M. (LEVEL 5) RAMAKOBYA VACANT VACANT DRIVER X 1 LEVEL 9 LEVEL 6 LEVEL 14
VACANT
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OFFICE OF THE SINGLE WHIP
SINGLE WHIP OF COUNCIL
P TLHAPI
SECRETARY TO THE SINGLE WHIP LEFOLA
MB
LEVEL 9 MANAGER – OFFICE OF THE SINGEL WHIP VACANT LEVEL 2A
CO-ORDINATOR CO-ORDINATOR RESEARCHER LEVEL 5 LEVEL 5 LEVEL 14 VACANT VACANT VACANT
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OFFICE OF THE MUNICIPAL MANAGER
MUNICIPAL MANAGER
MMC IDP, PMS, P SHIKWANE EXECUTIVE SECRETARY TO THE MONITORING & MM EVALUATION
G KEKANA N RAKOLLE
LEVEL 7
CHIEF DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR CORPORATE FINANCIAL EDTAR CDS H&ES SUPPORT TECHNICAL OFFICER SERVICES SERVICES B MAKGANYE G T MAHLANGU T LENAKE O NDLOVU A KHUMALO VACANT
MANAGER LEGAL MANAGER PMS MANAGER INTERNAL AUDIT MANAGER OFFICE OF THE MM MANAGER IT SERVICES N QAYISO R MOKOTJO M LEKHAFOLA V MOGALE ME NGWASHENG LEVEL 2A LEVEL 2A LEVEL 2A LEVEL 2A LEVEL 2A
PMS CO- INTERNAL INTERNAL AUDTOR IDP CO- RISK OFFICER IT TECHNICIANS ORDINATOR AUDTOR ORDINATOR C TSHIKUKUVHE T SEBOPELA (3) T DIKGOLE L DICHABA K DILWANE LEGAL LEVEL 5 LEVEL 5 SS MOLEFE SERVICES LEVEL 5 LEVEL 5 LEVEL 5 OFFICER EK PHATLHANE VACANT J VAN HEERDEN PMS CLERK X 2 LEVEL 5 IDP CLERK X 2 LEVEL 5 VACANT VACANT 196 | P a g e
LEVEL 9 LEVEL 9 TECHNICAL SERVICES (A)
M.M.C: DIRECTOR TECHNICAL SERVICES
A KHUMALO
Ms. B Matlhase
SECRETARY
MANAGER: LAND, MANAGER: WATER & Mrs K Monamodi MANAGER: HOUSING SANITATION TRANSPORT PLANNING MANAGER: &ELECTRICITY VACANT LEVEL 2(A) LEVEL 2A ROADS & STORM LEVEL 2(A) VACANT WATER
GENERAL MAINTANANCE Mr. Neo Mokone VACANT SOCIAL FACILITATOR LEVEL15 LEVEL 5 Mr K Moilwa Coordinator CIVIL CIVIL CIVIL TECHNICIAN TECHNICIAN Mr S Magakwe Coordinator VACANT VACANT TECHNICIAN LEVEL5 LEVEL5 MrsDKhethani Coordinator PS MAKHAYE LEVEL (5)
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TECHNICAL SERVICES B
DIRECTOR: TECHNICAL SERVICES
MANAGER: TRANSPORT PLANNING
(VACANT)
LEVEL 2(a)
PERMIT ROAD TRANSPORT TRANSPORT CORDINATOR LEGISLATION PLANNING ADMINISTATOR CORDINATOR CORDINATOR DM KHETHANI S MAGAKWE LEVEL 5 KK MOILWA DORAH DIBETSO LEVEL 5 LEVEL 8
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CORPORATE SUPPORT SERVICES - A
M.M.C:
Corporate Support Services
T PAPA
DIRECTOR
VACANT SECRETARY
S RAMASIA
MANAGER: ADMINISTRATION
M MAAPE
ADMIN SUPPORT OFFICER: COMMITTES
SUPERVISOR: F MASILO
GENERAL WORKERS
B RAMONG COUNCIL PRINTING LOGISTICS SECRETARY X 3 OFFICER OFFICER S RAMAKHULA GENERAL WORKERS X15 R TSATSANE M MOTSAPI C LEKABE LEVEL 7 D KGWADI S POOE T MOGAPI D MAHUMA M MSIBI MESSENGERS X I TSHOKOTSI MK MOOKETSI 2 M SEBEGO THWALA S DRIVERS J SEDUMEDI MMOPE B RECEPTIONIST L MABELE M LETSHOLO S X3 X5 B MOLEFE F MONYANA B ZITHA J RAMOKOKA E PHAKA S MOSAJWANE199 | P a g e G MALEBYE N SENELO K CUNA LEVEL 12 S KGAKOE
B MARURE LEVEL 15 B DIALE
CORPORATE SUPPORT SERVICES C (HR UNIT)
DIRECTOR VICANT
HR MANAGER KH MPETE (LEVEL 2(A)
HRD & OD LABOUR RELATIONS (LEVEL 5) OFFICER VACANT K RAMOKOPELWA
LEVEL 5
HR ADMIN OHS SAFETY HR ADMIN OFFICER OFFICER OFFICER VACANT K MOLAPISI N MPETE LEVEL 7 LEVEL (6) LEVEL 7
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CORPORATE SUPPORT SERVICES:”B” RECORDS UNIT
DIRECTOR: CORPORATE SUPPORT SERVICES
VACANT M TSHUKUDU RECORD MANAGER
RECORDS OFFICER: Archives RECORDS OFFICER: D MOGOTSI Records Keeping LEVEL 7
D MMUSHI
FILING CLERK X 2 M MAFATLHE RECORDS CLERK H MOTSHABI LEVEL 9 A MODISANE
C KGARIMETSA 201 | P a g e R TSHOKE DEPARTMENT OF ECONOMIC DEVELOPMENT, TOURISM, AGRIC & RURAL DEVELOPMENT
M.M.C: ECONOMIC DEV, TOURISM, AGRIC & RURAL DEV.
D TLABYANE DIRECTOR – ECONOMIC DEV, AGRICULTURE & RURAL DEV. B MAKGANYE
SECRETARY EA STROCH
MANAGER MANAGER MANAGER: TOURISM, RURAL MINING & MARKETING & DEVELOPMENT, ENTERPRISE DEVELOPMENT AGRICULTURE DEVELOPMENT MOKGATSI L.M K.P MASEMOLA
OFFICER TOURISM & MARKETING COORDINATOR: ENTERPRISE CORDINATOR MINING & DEVELOPMENT COORDINATOR: ENTERPRISE AGRICULTURE AND MATSHEGO O AGRICULTURE & DEVELOPMENT LEVEL 5 RURAL DEVELOPMENT RURAL M.D LETLAPE DEVELOPMENT 202 | P a g e LEVEL 5
BUDGET & TREASURY
MMC CFO OLGA LESLINA NDLOVU Budget and Treasury
V MALULEKA SECRETARY O. KGALADI LEVEL 9
1X SENIOR MANAGER FINANCIAL A TOLO LEVEL 1
1X MANAGER: SCM D MADIKELA BUDGET MANAGEMENT & MFMA LEVEL 2A 1X MANAGER: EXPENDITURE ASSET MANAGER" D MOTLOUNG PROPOSED VACANT (TO BE FILLED) A JANSEN LEVEL 2A LEVEL 2 LEVEL 2A
2X 1OFFICER: RECONCILIATION AND OFFICER: SCM INCOME OFFICER: CREDITORS MANAGEMENT OFFICER: SENIOR SALARIES B PULE 1X ACCOUNTANT: ASSET P MOKALE MANAGEMENT J CHACHA L MAKGALE L RAMONYE P SITHOLE E PRETORIOUS LEVEL 5 M MOABI N NTHOMPE LEVEL 7 LEVEL 5 LEVEL 7 VACANT X1 LEVEL 7
1X ACCOUNTANT: BUDGET AND 1X MFMA 1X PAYROLL CLERK V PILANE CLERK: CREDITORS L Rabisi 1X CLERK: ASSET FILLED LEVEL 9 OFFICER : VAT RECONCILIATIONS LEVEL 5 M Mokwena LEVEL 9 CLERK: PROCUREMENT O SEROLE E LETHOLA LEVEL 7 LEVEL 9 PT SIBINDA OE NTSIMANE LEVEL 9
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DEPARTMENT OF HEALTH AND ENVIROMENTAL SERVICES (A)
DIRECTO M.M.C: HEALTH & R ENVIRONMENT T LENAKE
SECRETARY INFORMATIO ENVIRONMENTA LAW N L PLANNING ENFORCEMEN A MODIBEDI MANAGEMEN OFFICER T OFFICER (VACANT) LEVEL 9 T OFFICER K Masemola
MANAGER MANAGER: WASTE MANAGER: AIR QUALITY MUNICIPAL MANAGEMENT & & REGULATORY HEALTH & BIODIVERSITY SERVICE (C) ENVIROMENTAL J MASEBE SERVICES LEVEL 2A ADMINISTRATIV VACANT E OFFICER LEVEL 2A LEBUSA MM
COORDINATOR SENIOR COORDINATOR BIODIVERSITY & SPECIALIST WASTE WASTE WASTE POLICY MANAGEMENT MANGEMENT PROGRAMME PROGRAMME PLANNING & INFORMATION J OAGENG J BALOYI R MKHONDO LEVEL 5
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DEPARTMENT OF MUNICIPAL HEALTH & ENVIROMENTAL SERVICES (B)
MANAGER: MUNICIPAL HEALTH & ENVIROMENTAL SERVICES MOSEKWANE N
Environmental Environmental Administrative Epidemiology Education Officer Officer Officer VACANT x 2 RAKGOKONG MOSOTHOAN MM LEVEL 7
Assistant Manager Assistant Manager Assistant Manager Assistant Manager Assistant Manager Municipal Health Municipal Health Municipal Health Municipal Health Municipal Health RUSTENBURG MOSES KOTANE MADIBENG KGETLENGRIVIER MORETELE L MONGOLOGA MOLOBI MJP J MOSS CHUMA FS J MASHONGOANE Admin Officer Admin Officer Admin Officer Admin Officer Admin Officer MOSENEKE THWANE B TP MAREMO LETSHOLO MJ THEKISO MI MM Level 8 Chief EHPX1 Chief EHPX1 Chief EHPX1 Chief EHPX1 Chief EHPX1 Level 5 (Vacant) Level 5 (Vacant) Level 5 (Vacant) Level 5 (Vacant) Level 5 (Vacant) Senior EHP x 2 Senior EHP x 2(1 Senior EHP x 2 Senior EHP x 2 Senior EHP x 2 VACANT) Level 6 Level 6 Level 6 Level 6 Level 6 EHP x 4 EHP x 2 EHP x 2 EHP x2 EHP x 2 205 | P a g e
DEPARTMENT OF HEALTH &ENVIROMENTAL SERVICES (C) - AIR QUALITY & REGULATORY
MANAGER: AIR QUALITY & REGULATORY SERVICE
Administrative Officer A Aphiri Co-ordinator: Air Quality and Regulatory Services
VACANT
Senior Specialist: Compliance Climate Change and Permitting and Air Monitoring Officers Cleaner Production Quality Officers (Management T PUSHOYABONE P MATHEBA T MATHEKGA W MANGANYI Emission Licensing Air Quality Officer Control officer LEVEL (6) LEVEL (6)
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DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES (A)
M.M.C: COMMUNITY DEVELOPMENT SERVICES DIRECTOR G MAHLANGU SECRETARY L MODISE LEVEL 8
MANAGER: FIRE MANAGER: MANAGER: COORDINATOR MANAGER: SERVICES SOCIAL DISASTER RISK COMMUNITY SAFETY SPORTS, ARTS & DEVELOPMENT MANAGEMENT K DIKOBE CULTURE P DIRAPELO LEVEL 5 J MOSETE P MORARE M RADITLADI
ADMINISTRATIVE OFFICER DISASTER RISK GIS ASSESSMENT OFFICER OFFICER P MANGOLE OFFICER K MOLAO RADIO P TSELAPEDI LEVEL 7 T Malebo CONTROL LEVEL 7 SOCIAL OFFICER X 3 DEVELOPMENT P COORDINATOR LEKOTLOANE DISASTER COMMUNICATIO X2 R MANAGEMENT N & TRAINING M MALETE MOLOKWANE FIELD OFFICER N MOGOTSI T MASHIACHIDI OFFICER LEVEL 5 LEVEL 9 I KGOMO D MAKGALE 207 | P a g e
S NCONGOLOX DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES (B) – FIRE SERVICES
Manager: Fire Services: P.Dirapelo Level 2 a
Chief Fire Officer: Chief Fire Officer: Chief Fire Officer: Kgetleng Fire Station : Moretele Fire Mogwase Fire Station P.D.S.Mosito Station:D.S.Khunou :F.J.Mogale Level 4A Level 4A Assistant Chief Fire Level 4A Officer :A.Mphahlele Assistant Chief Fire Assistant Chief Fire Level 5 Officer : Vacant Officer :N.F.Tsitsi
Station Officer- Pro-Active Level 5 Level 5 OPS x 3 Pro-Active Station Officer VACANTStation Officer - Station Officer- S/O Pro-Active Level 7 x 2 OPS x 4 2x S/O OPS x 4 x 2
Level 7 Level 7 Level 7 Level 7 Level 7 Leading Leading =9 FF=08 Leading=2 Leading Fire FireFighters Pro-Active SnrFF=20 Fighter x 2 Snr Fighter=14 =6 Leading Fire F/Fighters = 3
Fighter x 2 Pro-Active F/Fighter= 07 Level 8 Snr FF = Level 8 Level 8 Leading Pro- Trainee17 Fire Fighter Vacant Lev Trainee Fire Trainee Fire 8 2 x VACANT Activ x 2 VacantLevel X29 to 12 Fighter : 2X Fighter : 2X Vacant Level 8 Vacant Vacant Level 12 Vacant Level 12 Level 12 208 | PLevel a g e 8 Level 12 Level 12 DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES: SPORTS, ARTS AND CULTURE (C)
MMC SPORTS, DIRECTOR: ARTS AND CULTURE COMMUNITY DEVELOPMENT V MOCHE SERVICES
G MAHLANGU
MANAGER: SPORTS, ARTS & CULTURE M RADITLADI
LEVEL 2(a)
CO-ORDINATOR: ARTS & CULTURE SPORTS CO- ORDINATOR X2 K MALAO KHUNOU K LEVEL 5 MAGWETE J LEVEL 5
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SECTION 7: INTEGRATION AND OPERATIONAL STRATEGIES
BOJANALA PLATINUM DISTRICT MUNICIPALITY DISASTER MANAGEMENT FRAMEWORK
The strategy of the framework is to provide a coherent, transparent and inclusive policy on disaster management in the District Municipality and also to provide municipalities in the Bojanala Platinum District Municipality, role-player departments, NGO’s, CBO’s and other agencies with guidelines which will enable these to establish structures and programs to empower communities to jointly reduce their vulnerability, by the implementation of a process whereby such communities can prevent disasters from occurring, mitigate against disasters, prepare and respond to the consequences of any hazard or disaster situation that communities can be confronted with. The strategic objectives aim to enable the policy framework to strengthen its ability to prepare and respond to disasters.
BOJANALA PLATINUM DISTRICT MUNICIPALITY DISASTER RISK MANAGEMENT PLAN
BPDM has a Disaster Management Plan as part of its Integrated Development Plans, according to the Municipal Systems Act. Disaster management aims to reduce the occurrence of disasters and to reduce the impact of those that cannot be prevented. The purpose of the plan, therefore, is to provide municipalities in the Bojanala Platinum District Municipality, role-player departments, NGO’s, CBO’s and other agencies with guidelines which will enable these to establish structures and programs to empower communities to jointly reduce their vulnerability, by the implementation of a process whereby such communities can prevent disasters from occurring, mitigate against disasters, prepare and respond to the consequences of any hazard or disaster situation that communities can be confronted with.
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The Municipal Disaster Risk Management Plan should:- Form an integral part of the Bojanala Platinum District Municipality IDP so that disaster risk reduction activities can be incorporated into its developmental initiatives; Anticipate the likely types of disaster that might occur in the District Municipal area and their possible effects; Identify the communities at risk; Provide for appropriate prevention, risk reduction and mitigation strategies; Identify and address weaknesses in capacity to deal with possible disasters Facilitate maximum emergency preparedness; Establish the disaster risk management policy framework and organisation that will be utilized to mitigate any significant emergency or disaster affecting the District Municipality; Establish the operational concepts and procedures associated with day-to-day operational response to emergencies by District, Departments and other entities. These SOPs will also form the basis for a more comprehensive disaster response document; Incorporate all special Hazard / Risk-specific and Departmental DRM Plans and related emergency procedures that are to be used in the event of a disaster. These will provide for:- o the allocation of responsibilities to the various role players and co-ordination in the carrying out o of those responsibilities; o prompt disaster response and relief; o disaster recovery and rehabilitation focused on risk elimination or mitigation; o the procurement of essential goods and services; o the establishment of strategic communication links; o the dissemination of information.
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LOCAL ECONOMIC DEVELOPMENT STRATEGY
The purpose of the LED Strategy is to position the Bojanala Platinum District Municipality as a centre of sustainable economic growth and development. The LED is in partial fulfilment of the district’s IDP goals which will position the district in attaining its vision as a “model of cooperative governance for effective and efficient service delivery in partnership with local municipalities and all stakeholders”. The LED strategy has an objective of economic growth for next 5 years; reduce unemployment below in five years; decrease the number of households below poverty line; increase and develop access to economic opportunities and expand the municipal revenue base.
TOURISM
Tourism is identified as a sector with high potential. Key interventions in the areas of marketing, developing identified tourist attractions, packaging and promoting tourist destinations. The need to improve tourism research through different efforts such as coordinating and engaging industry players, promoting trade relations and supporting the development of community and local tourism should be explored.
AGRICULTURE
Has a role to play in the District economy. The climatic and soil conditions may not be the best; however, technological advances may lead to improved productivity in this industry. Partnerships with research institutions such as the Agricultural Research Council are required to explore high value crops and different production methods and techniques. Forty one villages in the Amatole District municipality are said to be benefiting from a similar partnership. Agro-processing is also viewed as an industry with a lot of potential. This would add value to the raw materials the District and the Province export for processing elsewhere.
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TOURISM DEVELOPMENT STRATEGY
This Strategy acts as a strategic planning document to provide direction to BPDM on tourism development issues. The strategy aims to guide and coordinate sustainable tourism development from a land use planning perspective within the district in recognition of the important role that tourism plays in an economic, social and environmental perspective.
PMS FRAMEWORK
The PMS framework is meant to provide measures and practical guidelines for the optimal management of all aspects of the performance of BPDM as an organization as well as individuals who work in BPDM in a manner that aligns their efforts and achievements to increase the levels of service delivery in the municipality currently deemed to be most appropriate. The framework is seen as a process that will specifically contribute to the achievement of establishing an improved performance culture in BPDM by planning, measuring, communicating, recognising and rewarding performance and also serving as a vehicle for implementing BPDM’s goals and strategies by facilitating continuous performance improvement, individual and organisational development and continuously enhancing employees’ competence through the identification of KRA’s as well as career related training and development needs and strategies to deliver the best training available while communicating the standards and performance expectations of each employee by evaluating performance fairly and objectively.
The MSA emphasises the need for performance management in local government and requires municipalities to develop a Service Delivery and Budget Implementation Plan (SDBIP) as the Municipal Planning and Performance Management Regulations (2001) stipulate that a “Municipality’s Performance Management System entails a framework that describes and represents how the municipality’s cycle and processes of performance planning, monitoring, measurement, reviewing and reporting and improvement will be conducted, organized and managed, including determining the roles of the different role players” (Chapter 3, Section 7, Municipal Planning and Performance Management
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Regulations, 2001). There is a Municipal Scorecard (SDBIP) that is critical institutional performance management document that links strategic planning and IDP processes. The municipal scorecard captures the key aspects of the IDP and the Strategic Plan in terms of, inter alia: Key Performance Areas; Strategic objectives; Key Performance Indicators; Baseline; Targets The district is currently reviewing the PMS Framework
AIR QUALITY MANAGEMENT PLAN
The National Environment Management: Air Quality Act, 2004 requires that a local authority prepare a plan for the preservation or the improvement of air quality within their area jurisdiction. BPDM Air Quality Management Plan is primarily directed at protecting the valuable asset of good air quality in the district and particularly of ensuring that adverse air quality does not impact on the most vulnerable of the population. The district is currently reviewing the Air Quality Management Plan.
ENVIRONMENTAL MANAGEMENT FRAMEWORK
Environmental issues have become an important part of developmental thinking and decision making in South Africa and the Integrated Environmental Plan (IEP) is therefore an important sector plan of the Integrated Development Plan (IDP), which serves as a useful tool for the evaluation and alignment of development proposals with the principles of sustainable development.
This Environmental Management Framework has been completed and is awaiting authority from the Minister and the Provincial MEC before it can be gazette.
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INTEGRATED WASTE MANAGEMENT PLAN
Waste Management Plan has a key role to play in achieving sustainable waste management. Their main purpose is to give an outline of waste streams and treatment options. More specifically it aims to provide a planning framework for the following: Compliance with waste policy and target achievement; Outline of waste characteristics and sufficient capacity for managing waste; Control of technological measures; and Outline of economy and investment requirements.
INTERNAL AUDIT PLAN
The internal audit plan sets out the Strategic Three Year Rolling Internal Audit Plan as well as the Annual Internal Audit Plan for the financial year ending 30 June 2021. The approach was to formulate a risk-based plan to align the priorities of the internal audit function with the strategic objectives and goals of BPDM and related strategic risks as identified by management.
FRAUD POLICY AND RESPONSE PLAN
This policy is intended to set down the stance of BPDM to fraud and corruption and to reinforce existing systems, policies and procedures of BPDM aimed at deterring, preventing, detecting, reacting to and reducing the impact of fraud and corruption. The policy of BPDM is zero tolerance to fraud and corruption. In addition, all fraud and corruption will be investigated and followed up by the application of all remedies available within the full extent of the law and the implementation of appropriate prevention and detection controls. These prevention controls include the existing financial and other
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WORKPLACE SKILLS DEVELOPMENT PLAN
Workplace Skills Plan (WSP) it is a well-researched and reasoned plan for developing the skills needed by the institution. It includes a survey of the qualifications and roles of the staff and an analysis of the institution's expected future trends. The plan is developed for every financial year.
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