Blouberg Municipality
Intergrated Development Plan (IDP)
2016/17
REVIEWED IDP 2016/17
REVIEWED IDP 2016/17
APPROVED AMENDED REVIEWED IDP/BUDGET 2016/2017
BLOUBERG MUNICIPALITY INTERGRATED DEVELOPMENT PLAN 2016/17
REVIEWED IDP 2016/17 Table of Contents 1. OVERVIEW AND EXECUTIVE SUMMARY ...... 9 1.1 NOTICE OF ESTABLISHMENT AND BRIEF BACKGROUND ...... 9 1.2 REGIONAL CONTEXT ...... 9 1.3 POPULATION STATS SA BY WARD ...... 10 1.4 POWERS AND FUNCTIONS ...... 10 1.5 COUNCILORS ...... 11 1.6 FULL-TIME COUNCILORS AND MEMBERS OF THE EXECUTIVE COMMITTEE ...... 11 1.7 FULL COUNCIL OF BLOUBERG MUNICIPALITY ...... 11 1.8 WARDS ...... 11 1.9 SEAT OF THE FIRST COUNCIL ...... 11 1.10 STANDING RULES FOR THE INAUGURAL MEETING ...... 11 1.11 MUNICIPALITY’S VISION ...... 11 1.12 MUNICIPALITY’S MISSION ...... 11 1.13 MUNICIPALITY’S MOTTO ...... 11 1.14 MUNICIPALITY’S BROAD OBJECTIVES ...... 11 1.15 MUNICIPAL PRIORITIES ...... 12 1.16 STANDING RULES FOR THE INAUGURAL MEETING ...... 12 1.17 MUNICIPALITY’S VISION ...... 12 1.18 MUNICIPALITY’S MISSION ...... 12 1.19 MUNICIPALITY’S MOTTO ...... 12 1.20 MUNICIPALITY’S BROAD OBJECTIVES ...... 12 1.21 MUNICIPAL PRIORITIES ...... 12 1.22 KEY SERVICE DELIVERY HIGHLIGHTS FROM 2000 ...... 12 SECTION ONE: ...... 15 INTRODUCTION ...... 15 2. SECTION TWO: ORGANISATIONAL ARRANGEMENTS ...... 15 2.1 IDP/BUDGET REVIEW STEERING COMMITTEE ...... 15 2.2 TERMS OF REFERENCE FOR THE IDP/BUDGET STEERING COMMITTEE...... 15 2.3 THE IDP MANAGER AND RESPONSIBILITIES ...... 15 2.4 COMPOSITION OF THE IDP REP FORUM ...... 15 2.5 TERMS OF REFERENCE FOR THE IDP REPRESENTATIVE FORUM ...... 15 3. SECTION THREE: ROLES AND RESPONSIBILITIES ...... 16 3.1. ROLE PLAYERS ...... 16 3.2. ROLES AND RESPONSIBILITIES ...... 16 3.2.1. INTERNAL ROLES AND RESPONSIBILITIES ...... 17 3.3. EXTERNAL ROLES AND RESPONSIBILITIES ...... 18 3.3.1. EXTERNAL ROLES AND RESPONSIBILITIES ...... 18 4. SECTION: FOUR ...... 18 4.1. FUNCTIONS AND CONTEXT OF PUBLIC PARTICIPATION ...... 18 4.1.1. MECHANISMS FOR PARTICIPATION ...... 18 4.1.2. PROCEDURES FOR PARTICIPATION ...... 18
REVIEWED IDP 2016/17 5. SECTION FIVE: BINDING PLANS AND LEGISLATIONS ...... 19 5.1. .BINDING PLANS AND LEGISLATIONS ...... 20 6. SECTION SIX: MECHANISM AND PROCEDURE FOR ALIGNMENT ...... 21 6.1. ALIGNMENT OF THE IDP, BUDGET AND PERFORMANCE MANAGEMENT PROCESSES ...... 21 6.1.1. HORIZONTAL AND VERTICAL ALIGNMENT ...... 21 6.1.2. MANAGEMENT OF ALIGNMENT ...... 21 6.1.3. MONITORING ...... 21 7. SECTION SEVEN: 2015/2016 IDP/BUDGET REVIEW ACTION PROGRAMME ...... 21 7.1. IDP/BUDGET REVIEW PROCESS PLAN 2015/2016 ...... 21 8. DRAFT IDP/BUDGET 2016-2017 REVIEW AND PUBLIC CONSULTATION REPORT APRIL 2016 ...... 23 8.1. BACKGROUND ...... 23 8.2. ANALYSIS PHASE ...... 24 BACKGROUND ...... 24 8.3. KEY CHALLENGES AND OPPORTUNITIES ...... 25 8.4. ECONOMIC OPPORTUNITIES ...... 25 8.5. DEMOGRAPHICS ...... 25 8.6. STATISTICAL INFORMATION AND WARD PROFILING ...... 25 8.7. STATISTICS SOUTH AFRICA (CENSUS 2011) ...... 25 8.8. POPULATION GROUP BY GENDER ...... 25 8.9. POPULATION STATISTICS BY WARD ...... 25 8.10. POPULATION BY AGE GROUP ...... 26 9. ANALYSIS PHASE ...... 26 9.1. KPA 1. SPATIAL ANALYSIS AND RATIONALE...... 26 9.1.1. THE MAP BELOW DEPICTS LANDOWNERSHIP IN THE MUNICIPALITY ...... 27 9.1.2. WARDS AND HIERARCHY OF SETTLEMENTS ...... 27 9.1.3. OPPORTUNITIES FOR DEVELOPMENT EX IST IN NODES AS FOLLOWS ...... 27 9.1.4. SPATIAL CHALLENGES ...... 30 9.1.5. SPATIAL INTERVENTIONS ...... 31 9.2. KPA 2: BASIC SERVICES DELIVERY AND INFRASTRUCTURE ANALYSIS ...... 31 9.2.1. ELECTRICITY ...... 31 9.2.2. STATUS QUO ...... 31 10. ENVIRONMENTAL ANALYSIS ...... 40 11. SOCIAL ANALYSIS ...... 41 12. KPA 4, GOOD GOVERNANCE AND PUBLIC PARTICIPATION ...... 44 13. KPA3, ECONOMIC ANALYSIS: LOCAL ECONOMIC DEVELOPMENT ...... 46 14. KPA 5: FINANCIAL SUSTAINABILITY ...... 50 15. KPA 6, MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT ...... 52 16. SECTION NINE: STRATEGIES PHASE ...... 55 17. BASIC SERVICE DELIVERY PROJECTS ...... 79 18. SECTION TEN: INTEGRATION PHASE ...... 96
REVIEWED IDP 2016/17 VISION AND MISSION
VISION
A participatory municipality that turns the prevailing challenges into opportunities for growth and development through optimal utilization of available resources.
MISSION
To ensure delivery of quality services through community participation and creation of an enabling environment for economic growth and job creation
MOTTO
Kodumela moepa thutse which translates” Perseverance is the mother of success”
VALUES
Transparency, Diligence, Honesty and Reliability
REVIEWED IDP 2016/17 MAYOR’S FOREWORD municipality. The projects and programs from the Aganang IDP are now incorporated into the IDP of Blouberg municipality as an addendum in the project phase.
The process to amend unfolded as per the guidelines and the Municipal System Act which requires that the consultative meetings with the affected wards and stakeholders had to be convened to confirm the pro-jects from the disestablished Aganang municipality with the communities.
But again that the projects needed to be incorporated into the IDP document of Blouberg municipality as they could not be implemented. The council resolution was sought and granted to amend the IDP of Blouberg to accommodate those projects.
The consultative meetings for the two wards (wards 21 FOREWORD BY THE MAYOR: CLR PHEEDI M.S and 22) were convened on the 25- 26 October 2016 to confirm the projects and programs from the IDP of The council of Blouberg local municipality was constituted Aganang municipality. after the August 3, local government elections where the All the consultative meetings were successfully convened African National Congress was again voted in as the and the communities did raise the service delivery governing party in the municipality. challenges as well as the establishment of the service point that would service the villages in the two wards. The positions of the Mayor, Speaker and Chief Whip were taken by the African National Congress as well as the The new administrations vision is to ensure clean Municipal Public Accounts Committee. All the executive governance, delivery of sustainable services and positions but one went to the African National Congress fostering partnerships with both the mining houses and members while the other position on the executive private entities to promote local economic development. committee was taken by the Economic Freedom Fighters The level of poverty in the municipality is one challenge which disposed off the Democratic Alliance in the that the municipality needs to overcome, especially executive. among the youths.
In total the African National Congress won 33 seats, The municipality will for the year 2016/2017 develop the followed by Economic Freedom Fighters with 08, The Blouberg development and growth strategy (Vision 2030) Democratic Alliance with 02 and Congress of the People that is aligned to the National Development Plan. with 01 seat. A re kodumeleng ka gore gago lehumo le tswago The first council sitting had to adopt the IDP/Budget kgauswi. 2016/2017 of the predecessor council in line with circular 78 from the National treasury. The IDP /Budget were adopted without amendments but following the inclusion of the two wards from the disestablished Aganang local COUNCILOR: PHEEDI M.S municipality which had prior to the local government MAYOR elections approved its IDP and budget for 2016/2017 the newly established council had to amend the IDP to incorporate the projects and programs from the
REVIEWED IDP 2016/17
CHAPTER 1
Overview and Executive Summary
REVIEWED IDP 2016/17 Blouberg Municipality 10 1. OVERVIEW AND EXECUTIVE SUMMARY The number of the households had however increased 1.1 NOTICE OF ESTABLISHMENT AND BRIEF from 35 595 to 41 416. BACKGROUND The figures above on population, settlements, size and Blouberg Local Municipality was established in terms of number of wards are likely to change upwards after the the demarcation notice as NP351 in the Extraordinary disestablishment of Aganang Municipality and the Gazette 100 of October 2000. The municipality is a inclusion of 16 settlements into the Blouberg municipality. category B as determined in terms of section 4 of the There are only two wards that were incorporated into our Local Government: Municipal Structures Act No 117 0f municipality. 1998. 1.2 REGIONAL CONTEXT It is the municipality with a collective executive system Blouberg Local municipality is a predominantly rural contemplated in section 2(a) of the Northern Province municipality situated to the northwestern boundary of the Determination of Types of Municipalities Act (4) of Republic of South Africa, with Botswana and Zimbabwe. 2000.The boundaries are indicated in map 13 of the Roads R521 (P94/1 and P94/2) provides a north-south demarcation notice. The name of the municipality is link between Blouberg and Molemole, Polokwane and Blouberg named after the Blouberg Mountains. The Makhado municipality. To the east the municipality is municipality has 21 wards, 125 settlements, including served by road R523 (D1200) which provides access to Overdyk and Uitkyk No 01 redemarcated from Molemole the towns such as Mogwadi, Morebeng, Duiwelskloof, and Aganang municipalities respectively. Map 02 reflects Tzaneen and Lephalale. There is another important road the boundaries of all wards with ward 19 not clearly (N11) from Mokopane town to Botswana that passes reflected. through the municipality which has the potential to Blouberg local municipality was originally established in stimulate economy. the year 2000 after the amalgamation of the Bo-chum- This roads network serves as key important linkages My-Darling TLC, Alldays –Buysdorp TLC and other which serve as corridors and gateways to major economic portions of Moletji- Matlala TLC. This municipality is one destinations (Venetia Mine, Coal of Africa and Lephalale of the five municipalities constituting Capricorn District such as Coal mines and Medupi power station). municipality. Other municipalities constituting the Capricorn District municipality are: Aganang, Lepelle- It is therefore imperative for the municipality to optimize Nkumpi, Molemole and Polokwane. the potential these important routes pose not only for access and mobility but also for economic development, Blouberg Local Municipality is situated approximately 95 especially for stimulating tourism development. kilometers from Polokwane towards the far northern part of the Capricorn District municipality. It is bordered by There are big rivers and tributaries that traverse the Aganang on the south, Molemole on the southwest, municipality with Mogalakwena being the biggest one. Makhado on the northeast, Lephalale on the northwest, The Limpopo River serves as the border between the Mogalakwena on the southwest and Musina on the north. municipality and the neighboring country of Botswana. As a result, the municipality is a gateway to the neighboring In the year 2006 the government approved the decision countries. The rivers in the main are used for agricultural by the municipal demarcation board to incorporate purposes by farmers, but again for domestic use by settlements of Vivo, Tolwe, Maastroom, Swaartwater and communities which experience water shortages. Baltimore which were in the Makhado Local municipality and Lephalale Local municipality. (Notice 642, Gazette There are various mountain ranges found within the 1314, December 2006) The new settlements demarcated municipality with the Blouberg Mountain being the biggest into the Blouberg municipality were Uitkyk No. 01 which mountain. The other mountains are the Makgabeng which increased the number of settlements to 125. was declared the national heritage site because of its historical significant. The municipality is divided into three The municipality had an estimated population of 194 113 visible categories of land owner-ship. There is a portion (Statistics South Africa 2007 Community Sur-vey). It of land owned by private individuals which consists mainly covers approximately 9257.8 square kilometers. The of farms that are used for agricultural purposes, land number of wards is 21 with 125 settlements and 35 598 owned by traditional leaders where large communities are households. The recent statistics by Stats SA Census congested and live according to tribalism and state land. 2011 gives a different picture regarding the population. The population has declined drastically from 194 119 Large parts of the municipality consist of private farms Community Survey 2007 to 162 625. used for agricultural purposes.
REVIEWED IDP 2016/17 11 7636 12 7497 13 6305 14 7437 15 6874 16 6477 17 7335 18 8848 19 15188 20 6785 21 8908
1.4 POWERS AND FUNCTIONS The municipality has the following powers and functions assigned to it in terms of section 84(2) of the Act. 1. The provision and maintenance of child care facilities 2. Development of local tourism 3. Municipal Planning 4. Municipal Public Works 5. Municipal Public Transport 6. Storm Water management system 7. Administration of trading regulations 8. Provision and maintenance of water and sanitation Map 1) Map of South Africa and Limpopo Province (need to amend the notice of establishment as the depicting the location of Blouberg Municipality within function lies with the CDM at present) the Limpopo Province, in particular and the country, 9. Administration of billboards and display of in general. advertisements in public areas 10. Administration of cemeteries, funeral parlous and crematoria 11. Cleansing 12. Control of public nuisances 13. Control of undertaking that sell liquor to the public 14. Fencing and fences 15. Ensuring the provision of facilities for accommodation, care and burial of animals 16. Licensing of dogs 17. Licensing and control of undertakings that sell food to the public 18. Administration and maintenance of local amenities Map 2: Blouberg map depicting its wards and outer 19. Development and maintenance of sports facilities boundaries 20. Development and administration of markets 21. Development and maintenance of municipal parks 1.3 POPULATION STATS SA BY WARD and recreation WARD NO POPULATION 22. Regulation of noise pollution 01 5988 23. Administration of pounds 02 7521 24. Development and maintenance of public places 03 7116 25. Refuse removal, refuse dumps and solid waste 04 6254 disposal 05 7154 26. Administration of street trading 06 6999 27. Provision of municipal health services (need to 07 8539 amend the notice of establishment as the function 08 5318 lies with the CDM at present) 09 9533 28. Electricity Provision 10 8918
REVIEWED IDP 2016/17 COUNCIL COMPONENT 11.Clr.Makgakga P.J 11. Clr. Madibana S.F 12. Clr. Ramoba M.R 12. Clr. Mabolola S.J 1.5 COUNCILORS The first council of the municipality consisted of 16 13. Sekgoloane M .J 13.Clr. Phosoko N.C proportionally elected and 16 ward councilors as 14.Clr Molokomme M.M 14.Clr. Chula M.I determined in the Provincial Notice 15 dated 11 May 15.Clr.Ntlatla M.W 15. Clr. Morudu M.F 2000. The second council consisted of 18 proportionally elected and 18 Ward Councilors while the third council 16. Clr. Mphago M.A 16. Clr. Madibana M.R consists of 20 proportionally elected and 21 Ward 17. Clr. Mojodo M.D 17. Clr. Mathidza S.E Councilors which makes a total of 41 councilors and the 18. Clr. Modingwana M.J 18. Clr. Madiope M.T fourth council consists of 22 proportionally elected and 22 Ward Councilors which makes a total of 44 councilors 19. Clr. Setwaba D.F 19. Clr. Tefu L.T 20. Clr. Mashalane M.S 20. Clr. Tjumana M.M 1.6 FULL-TIME COUNCILORS AND MEMBERS OF THE EXECUTIVE COMMITTEE 21. Clr. Maleka N.G 21. Clr. Madzie A.E 22. Clr. Magwai T.R 22. Clr. Tlouamma N.M The council has designated the following councilors in terms of section 18 (4) of Act 117 of 1998 as full time. 1.8 WARDS The municipality is constituted by 22 wards with ward 21 The Mayor: Clr Pheedi M.S being the biggest in terms of the size. The Speaker: Clr Thamaga N.M The new wards delimitation concluded that the The Chief Whip: Clr Choshi N.M municipality’s wards shall increase after the 2016 local government elections with the disestablishment of the Infrastructure Development Chairperson: Clr Mashalane Aganang local municipality. The two wards shall be M.S incorporated into Blouberg local municipality to make the Budget and Treasury Chairperson: Clr Makobela S.R number of wards to twenty-two.
The following councilors are the executive committee 1.9 SEAT OF THE FIRST COUNCIL members and are not full time. The municipality’s seat for the first sitting of the council after the local government elections of May 2011 was 1. Clr Ntlatla M.W (Economic Development and Senwabarwana as determined in terms of section 29(1) Planning) of Act 117 of 1998.
2. Clr Rangata M.J (Community Services) 1.10 STANDING RULES FOR THE INAUGURAL 3. Clr Makhura M.H (Special Focus) MEETING 4. Clr Morapedi M.A (Corporate Services) The Standing Rules and Orders for the first meeting of the newly elected Council shall be those applicable to date as 5. Clr Maila M.P (Without Portfolio) approved by the out-going council.
1.7 FULL COUNCIL OF BLOUBERG MUNICIPALITY 1.11 MUNICIPALITY’S VISION WARD COUNCILORS PROPOTIONAL A participatory municipality that turns the prevailing REPRESENTATIVES challenges into opportunities for growth and development COUNCILORS through the optimal utilization of available resources. 1.Clr. Seema M.I 1. Clr. Pheedi M.S 1.12 MUNICIPALITY’S MISSION 2.Clr. Lehong M.V 2. Clr. Thamaga N.M To ensure the delivery of quality services through 3. Clr. Maifo M.L 3. Clr. Choshi N.M community participation and the creation of enabling 4.Clr. Mokobodi C.S 4. Clr. Rangata M.J environment for economic growth and job creation
5. Clr. Moshokoa M.F 5. Clr. Makhura M.H 1.13 MUNICIPALITY’S MOTTO 6. Clr. Murathi M.S 6. Clr. Morapedi M.A Kodumela moepa thutse (Persevere) 7.Clr. Raseruthe M.A 7. Clr. Masekwameng M.R 1.14 MUNICIPALITY’S BROAD OBJECTIVES 8. Clr. Makobela S.R 8. Clr. Mathidza S.E The municipality’s strategies seek to address the 9. Clr Molema M.N 9. Clr. Moetjie N.T following objectives: 10. Clr. Sebetha M.J 10. Clr. Selamolela M.S
REVIEWED IDP 2016/17 To deliver basic services to communities in a To deliver basic services to communities in a sustainable manner in a quest to create a better sustainable manner in a quest to create a better life for all life for all To create an environment for local economic To create an environment for local economic growth and job creation, focusing on the growth and job creation, focusing on the competitive advantages of the municipality competitive advantages of the municipality To mobilize the broadest section of the To mobilize the broadest section of the community behind the municipality’s endeavors community behind the municipality’s endeavors to develop them with other government to develop them with other government departments, public institutions, private sector, departments, public institutions, private sector, NGOs and CBOs as the municipality’s critical NGOs and CBOs as the municipality’s critical partners. partners.
1.15 MUNICIPAL PRIORITIES 1.21 MUNICIPAL PRIORITIES NO MUNICIPAL PRIORITIES NO MUNICIPAL PRIORITIES 01. Economic Development, Job Creation and 01. Economic Development, Job Creation and Partnerships Partnerships 02. 02. Water and Sanitation Water and Sanitation 03. Roads and Public Transport 03. Roads and Public Transport 04. Human Resource Development 04. Human Resource Development 05. Institutional Development and Financial 05. Institutional Development and Financial Sustainability Sustainability 06. Sports and Recreational Facilities 06. Sports and Recreational Facilities 07 Sustainable, Alternative and Green Energy 07 Sustainable, Alternative and Green Energy Provision Provision 08. Rural Development and Urban Renewal 08. Rural Development and Urban Renewal 09. Environment and Waste Management 09. Environment and Waste Management 10. Health and Welfare 11. 10. Health and Welfare Land Use Development 12. Emergency Services and Communication 11. Land Use Development
12. Emergency Services and Communication 1.22 KEY SERVICE DELIVERY HIGHLIGHTS FROM 2000 1.16 STANDING RULES FOR THE INAUGURAL 1. Municipality with a license to electrify all rural areas and MEETING having all settlements with 39 969 households electrified The Standing Rules and Orders for the first meeting of the (Millennium Development Goal surpassed). newly elected Council shall be those applicable to date as 2.Municipality to implement the Breaking New Ground approved by the out-going council. housing project in Senwabarwana Township and recently in the Tolwe township (inclusionary housing 1.17 MUNICIPALITY’S VISION development) development in the province and over 5000 A participatory municipality that turns the prevailing low cost housing units constructed in Senwabarwana and challenges into opportunities for growth and development currently 50 in Tolwe. through the optimal utilization of available resources. 3. Over 40 kilometers of internal streets upgraded from 1.18 MUNICIPALITY’S MISSION gravel to tar or paving in settlements such as To ensure the delivery of quality services through Senwabarwana, Alldays, Taaibosch (Ga-Mamadi), community participation and the creation of enabling Devrede, Kromhoek, Witten, Avon, Dilaeneng, environment for economic growth and job creation Indermark and Puraspan.
1.19 MUNICIPALITY’S MOTTO 4. Over 116 kilometers of provincial and district new roads Kodumela moepa thutse (Persevere) upgraded from gravel to tar with new 48 bus shelters 1.20 MUNICIPALITY’S BROAD OBJECTIVES along D1200, D1598 and 3327 The municipality’s strategies seek to address the following objectives:
REVIEWED IDP 2016/17 5. Decentralization plan developed and implemented and 9. A second modern retail outlet constructed and culminated in the establishment of new satellite offices at operational at Senwabarwana creating more than 600 Eldorado, Tolwe, Langlaagte, Inveraan , Harris which direct permanent jobs while government job creation alongside Alldays and Senwabarwana bringing the initiatives through Expanded Public Works Program me total to seven. Three offices in Langlaagte, Inveraan and (EPWP) and Community Work Program me (CWP) led to Harriswich also serve as the multipurpose community over 2000 participants benefiting. centres. 10. New mining initiatives at Harris which, Aurora and Cracow, as well as Venetia underground mine project 6. A standard and state of the art sports complex and the Soutpan energy renewable project get the constructed at Eldorado and currently a second sports approval and implementation with the resultant socio- facility is being implemented at Mampote village (Ben economic boom for the area. Sunbird Energy to bring Seraki) and the third sports facility has been constructed coal bed methane gas extraction. at Alldays through the partnership with Basil Reed 11. On good governance and public participation the Company. Municipality maintained its record of sound community participation model and such model received 7. 78% of the population has access to water either inside recognition from the national Department of Cooperative yards or at RDP standard Governance and Traditional Affairs. All ward committees A total of 9 clinics upgraded at Kibi, Gideon, are fully functional. Grootdraai, Letswatla, Sekhung, Burgereght, Montz, 12. Over 40 early childhood daycare centers or Kromhoek, Sadu, Uitkyk and Devrede. preschools constructed 8. Two shopping complexes constructed and operate in the Senwabarwana and the third one is under construction in Alldays.
REVIEWED IDP 2016/17
CHAPTER 2
INTRODUCTION
REVIEWED IDP 2016/17 SECTION ONE: . Considers and comments on: INTRODUCTION o Inputs from various units and research Municipalities are required to develop the road map with institutions. o Inputs from provincial sector departments time schedule of key deadlines in line with the Municipal and CBO and NGOs Finance Management Act No 21 (1)(b) and 53(1)(b). The o IDP RF members. Municipal Mayor should then table the process in the . Processes, summarize and document outputs; council meeting for approval. The plan shall serve as the . Makes content and technical recommendations. activity plan for the development and implementation of the municipal programmes .In order to ensure certain 2.3 THE IDP MANAGER AND RESPONSIBILITIES minimum quality standards of the Integrated Amongst others, the following responsibilities have been Development Plan (IDP), and a proper coordination allocated to the IDP Manager for the IDP Process: between and within spheres of government, the preparation of the process plan has been regulated in the . To ensure that the Process Plan is finalized and adopted by Council; Municipal Systems Act, Chapter 5 Section 28(1), . To adjust the IDP Process Plan according to the 2000.The preparation of a process plan, which is in proposals of the Executive Committee. essence the IDP Process set out in writing, requires the . To identify additional role-players to sit on the IDP adoption by Council. Representative Forum; . To ensure the continuous participation of role players; The plan has to include the following: . To monitor the participation of role players; . To ensure appropriate procedures are followed; . A programme specifying the time frames for the . To ensure documentation is prepared properly; different planning steps; . To carry out the day-to-day management of the IDP . Appropriate mechanisms, processes and procedures process; for consultation and participation of local . To respond to comments and questions communities, organs of state, traditional authorities, . To co-ordinate the inclusion of Sector Plans into the and other role players in the IDP drafting process; IDP documentation; . An indication of the organizational arrangements for . To co-ordinate the inclusion of the Performance the IDP process; Management System (PMS) into the IDP; . Binding plans and planning requirements, i.e. policy . To submit the reviewed IDP to the relevant and legislation; and authorities. . Mechanisms and procedures for vertical and The IDP/Budget Representative Forum is a forum horizontal alignment. that represents all stakeholders and is as inclusive as possible. The meeting of the forum is held prior to the 2. SECTION TWO: ORGANISATIONAL adoption of the IDP in which the Mayor presents ARRANGEMENTS possible intervention to issues raised during 2.1 IDP/BUDGET REVIEW STEERING COMMITTEE consultation period. The IDP/Budget Steering Committee acts as a support to the IDP Representative Forum, making technical 2.4 COMPOSITION OF THE IDP REP FORUM decisions and inputs, to the Municipal Manager and the The membership of the Forum shall be constituted as IDP Manager. This committee will be reconstituted for the follows: IDP preparation process. . Members of the Executive Committee Institutional Arrangements: . Head of departments/Senior Officials of Sector Departments . The IDP/Budget Steering Committee will be chaired by the Municipal Manager and in his/her absence, by . Officials who serve on the IDP/Budget Steering the IDP Manager. Committee . Members of the IDP/Budget Steering Committee will . Traditional Leaders comprise the Senior Management of the Municipality, the staff responsible for the preparation of the IDP, . Representative of municipal wide organised PMS and Budget and any other members as the groups Municipal Manager may deem fit. . Advocates for unorganised groups 2.2 TERMS OF REFERENCE FOR THE . Community Representatives (NGOs/CBOs and IDP/BUDGET STEERING COMMITTEE Youth Organisations) The terms of reference for the IDP Steering Committee are as follows: . Businesses and Academic Institutions. 2.5 TERMS OF REFERENCE FOR THE IDP . Provide terms of reference for the various REPRESENTATIVE FORUM planning activities associated with the IDP; . Commission research studies as may be Represent the interest of their constituents through required; the IDP process
REVIEWED IDP 2016/17 Form a structural link between the municipality and the Feedback to constituencies public by informing interest groups, communities and 3. SECTION THREE: ROLES AND organisations on relevant planning activities and their outcomes RESPONSIBILITIES 3.1. ROLE PLAYERS Provide an organisational mechanism for discussion, The Municipality confirms the identification of the negotiation and decision making between the stakeholders following role players as their stakeholders in the IDP/Budget Review Process: Analyse and integrate issues, determine priorities, strategies, projects and programmes and identify budget INTERNAL ROLE-PLAYERS requirements Discuss and comment on the draft IDP/Budget 1. Council 2. Executive Committee Monitor performance of the planning and implementation 3. Municipal Manager process. 4. IDP Manager; Code of Conduct for IDP Representative Forum Members 5. IDP/ Budget Steering Committee 6. Municipal officials Represent the interest of the constituencies Attend all meeting as scheduled (frequency and 3.2. ROLES AND RESPONSIBILITIES attendance) The main roles and responsibilities allocated to each of the internal and external role players relating specifically Members understanding their roles and responsibilities in respect of their constituencies. to the IDP Review Process are set out in the table below.
3.2.1. INTERNAL ROLES AND RESPONSIBILITIES
STRUCTURES ROLES AND RESPONSIBILITIES Council . Make final decisions. . Consider and adopt process plan. . Consider, adopt and approve the IDP/Budget before the start of the financial year. . Council to approve unforeseen and unavoidable expenses. Mayor . Manage the drafting of the IDP review. . Assign responsibilities in this regard to the Municipal Manager. . Submit the Municipal Process Plan to the Council for adoption; . 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 . Municipal Manager has the following responsibilities, that are assigned to the 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, especially officials management officials; to ensure that; . The timeframes are being adhered to; . That the planning process is horizontally and vertically aligned and complies with national and provincial requirements; . Those conditions for participation are provided and those outcomes are documented. IDP Manager . Day to day management of the process. Co-ordination and facilitation of IDP Review Process. DP Steering . Assist and support the Municipal Manager/ IDP Manager Committee . Information ‘GAP’ identification . Oversee the alignment of the planning process internally with those of the local municipality areas. Municipal Officials . Provide technical/sector expertise . Prepare selected Sector Plans
REVIEWED IDP 2016/17 External Role-players The Municipal Website Government Sector Departments; Planning professionals/facilitators (Consultants); and The Municipal website will also be utilized to Civil Society/Representative Forum e.g. NGOs, CBOs, communicate and inform the community. Copies of the Traditional Leaders, Businesses, Academic Institutions IDP and Budget will be placed on the website for people and Special Focus Grouping and service providers to download. 3.3. EXTERNAL ROLES AND RESPONSIBILITIES 4.1.2. PROCEDURES FOR PARTICIPATION The main roles and responsibilities allocated to each of The following procedures for participation will be utilized: the internal and external role players relating specifically to the IDP Review Process are set out in the table below. IDP Representative Forum (IDP RepF) This forum represents all stakeholders and is inclusive as 3.3.1. EXTERNAL ROLES AND RESPONSIBILITIES possible. Efforts will be made to bring additional ROLE PLAYER ROLES AND RESPONSIBILITIES organizations into the IDP RF and ensure their continued participation throughout the process. Sector . Provide sector information Department . Alignment of budgets with the Public Consultation Meetings Officials IDP . Provide sector budget The municipality will be hosting public consultation with all . Provide professional and stakeholders to publicize the Draft IDP and Budget. The technical support venues for these meetings will be publicized through the Planning . Methodological guidance and media and posters. Professionals/ training Service . Facilitation of planning Community Based Planning Providers workshops Community-based planning is a form of participatory . Drafting sector plans planning which has been designed to promote community . Assist with Performance action and link to the IDP. Management System . Documentation of IDP Law Enforcement IDP Representative . Representing interest and Forum contributing knowledge and ideas
4. SECTION: FOUR
4.1. FUNCTIONS AND CONTEXT OF PUBLIC PARTICIPATION Chapter 4 of the Municipal Systems Act, 2000 section 17(2) stipulates that a municipality must establish appropriate mechanisms, processes and procedures to enable the local community to participate in the affairs of the municipality. Four major functions can be aligned with the public participation process namely:
. Needs identification; . Identification of appropriateness of proposed solutions; . Community ownership and buy-in; and . Empowerment.
4.1.1. MECHANISMS FOR PARTICIPATION The following mechanisms for participation will be utilized:
Media Local newspapers and the newsletter will be used to inform the community of the progress of the IDP.
Radio Slots The community radio station will be utilized to make public announcements where necessary.
REVIEWED IDP 2016/17 5. SECTION FIVE: BINDING PLANS AND LEGISLATIONS
Category of Sector Requirement National Department Legislation/Policy Requirements Legal requirement Water Services Department of Water and Water Services Act for a district/local Development Plan Environmental Affairs plan Integrated Transport Plan Department of Transport National Transport Bill
Waste Management Plan Department of Water and White Paper on Waste Environmental Affairs Management
Spatial planning Department of Rural Development DFA requirements and Land Reform
Requirement for Housing strategy Department of Human Settlements Housing Act (Chapter 4, sector planning to Section 9) be incorporated into IDP Local Economic Department of Cooperative Municipal Systems Act Development Strategy Governance and Traditional Affairs
Integrated Infrastructure Department of Cooperative Municipal Finance Planning Governance and Traditional Affairs Management Act
Spatial Development Department of Rural Development Municipal Systems Act, framework and Land Reform, and Department Land Use Management Bill of Cooperative Governance and Traditional Affairs
Integrated Energy Plan Department of Energy White Paper on Energy Policy, December 1998
Requirement that National Environmental Department of Water and National Environment IDP complies with Management Act (NEMA) Environmental Affairs Management Act (107 of Principles 1998)
Development Facilitation Department of Rural Development Development Facilitation Act (DFA) Principles and Land Reform Act
Environmental Department of Water and National Environment Implementation Plans Environmental Affairs Management Act (107 of (EIPs) 1998)
Environmental Management Department of Water and National Environment Plans (EMPs) Environmental Affairs Management Act (107 of 1998)
REVIEWED IDP 2016/17 . Legal requirements for the formulation of sector 5.1. .BINDING PLANS AND LEGISLATIONS plans (e.g. Water Services Development Plan). National legislation can be distinguished between those that . A requirement that planning be undertaken as a deal specifically with municipalities. The Municipal component of, or part of, the IDP (like a housing Structures and Systems Acts are specific to municipalities. chapter plan). The Municipal Systems Act has specific chapters dedicated . Links between the IDP and budget process as to IDPs and is the driving piece of legislation for the outlined in the Municipal Finance Management Act. development of IDPs. . Legal compliance requirement (such as principles required in the Development Facilitation Act-DFA National legislations contain various kinds of requirements and the National Environmental Management Act- for municipalities to undertake planning. Sector NEMA) requirements vary in nature in the following way:
LIST OF PROVINCIAL AND NATIONAL BINDING LEGISLATIONS POLICY/PROGRAMMES RESPONSIBLE SUBJECT MATTER DEPARTMENT Reconstruction & Office of the Presidency Development planning and service delivery Development Local Economic Development. Programme(RDP) Growth, Employment & Office of the Presidency A (macro-economic) strategy for rebuilding and restructuring the economy. Redistribution Strategy Contents include fiscal policy; monetary and exchange rate policy; trade, (GEAR) industrial and small enterprise policies; social and sect oral policies; public investment and asset restructuring; employment, wages and training; and policy coordination. Integrated Sustainable Office of the Presidency The ISRDS is designed to realize a vision that will attain socially cohesive Rural Development rural communities with viable institutions, sustainable economies and Strategy (ISRDS) universal access to social amenities, able to attract and retain a skilled and knowledgeable people, who are equipped to contribute to growth and development. Urban Development Department of Human Seeks to accommodate the growth and job creation orientation of GEAR Framework Settlements with the more re-distributive and >people development= association of the RDP. It does so through the accommodation of the need to stimulate local economic development and enhanced global competitiveness of South African cities. Rural Development Department of Rural The RDF asserts a powerful poverty focus. It describes how government Framework (RDF) Development and Land working with rural people aims to achieve a rapid and sustained reduction Reform in rural poverty. The New Growth Path There is growing consensus that creating decent work, reducing inequality Framework and defeating poverty can only happen through a new growth path founded on a restructuring of the South African economy to improve its performance in terms of lab our absorption as well as the composition and rate of growth. To achieve that step change in growth and transformation of economic conditions requires hard choices and a shared Determination as South Africans to see it through. Local Agenda (LA 21) Department of Agriculture, Blueprint for Sustainable Development. Forestry and Fisheries & Delivering basic environmental, social and economic services. Department of Water and Local level planning. Environmental Affairs Sustainable development of local urban settlements and communities. Limpopo Employment, Office of the Premier Placing the economy on a new growth path capable of delivering decent Growth and Development work and sustainable livelihoods on a scale that will enable us to achieve Plan (LEGDP) the target of halving unemployment by 2014.
REVIEWED IDP 2016/17 LIST OF RELEVANT POLICIES AND PROGRAMMES used to support the alignment process. However, the 6. SECTION SIX: MECHANISM AND PROCEDURE provincial department of local government and office of FOR ALIGNMENT the Premier play an important role as co-coordinator to 6.1. ALIGNMENT OF THE IDP, BUDGET AND ensure alignment above District level and between PERFORMANCE MANAGEMENT PROCESSES districts, sector departments and parastatals within the Every attempt has been made in this Process Plan to Province. align the IDP and Budget preparation process, and the Performance Management System (PMS) review. 6.1.3. MONITORING The District Mayor’s IGR Forum will monitor and ensure 6.1.1. HORIZONTAL AND VERTICAL ALIGNMENT the implementation of the District IDP Framework and Alignment is at two levels, i.e. horizontal and vertical. each Council will monitor and ensure the implementation Largely the two levels influence each other. Though one of local process plans. The Department of Cooperative; can be done independent from each other, if the with and Office of the Premier will ensure support on the co- national and provincial policies and strategies so that it is ordination and alignment of provincial and national considered for the allocation of departmental budgets and departments and role players. conditional grants. The District IDP should reflect the integrated planning in its IDP in which both locals and 7. SECTION SEVEN: 2015/2016 IDP/BUDGET sector departments’ plans find and aligned expression in REVIEW ACTION PROGRAMME the document. 7.1. IDP/BUDGET REVIEW PROCESS PLAN 2015/2016 6.1.2. MANAGEMENT OF ALIGNMENT The original process plan was amended through a council For both alignment types, horizontal and vertical, the main resolution to bring the date of adoption of the IDP\Budget responsibility lies with the District Municipality. The role of from the end of May to 29 April 2016 in response to MFMA the Municipal Manager/IDP Manager is of utmost Circular 78 occasioned by the hosting of the elections importance. IDP unit and external facilitators could be between May and end of August
KEY PROGRAMMES ACTIVITY RESPONSIBLE TIMELINES COMMITTEE/ PERSON SUBMISSION OF DRAFT PROCESS PLAN PROCESS PLAN MAYOR 30 JULY 2015 TO COUNCIL FOR APPROVAL
ANNUAL FINANCIAL SUBMISSION OF ANNUAL FINANCIAL CFO 30 AUGUST 2015 STATEMENTS STATEMENTS TO AG AND TREASURY SUBMISSION OF ANNUAL ANNUAL PERFORMANCE PERFORMANCE REPORT TO A.G AND IDP MANAGER 30 AUGUST 2015 REPORT COGHSTA IDP REPRESENTATIVES FIRST IDP/BUDGET REPRESENTATIVES IDP MANAGER 27 OCTOBER 2015 FORUM FORUM MEETING
TRADITIONAL LEADERS MEETING WITH TRADITIONAL LEADERS IDP MANAGER 29 OCTOBER 2015
IDP/BUDGET STEERING FIRST QUARTER STEERING COMMITTEE IDP MANAGER 15 OCTOBER 2015 COMMITTEE MEETING MEETING
FIRST QUARTERIDP PERFORMANCE MUNICIPAL 22-23 OCTOBER REVIEW SESSION MANAGER 2015
IDP/BUDGET CLUSTER CONSULTATION MAYOR/EXCO 2-12NOVEMBER 2015 INSTITUTIONAL MEETINGS PERFORMANCE REVIEW SESSIONS SECOND QUARTER IDP STEERING IDP MANAGER 13 JANUARY 2016 COMMITTEE MEETING
SECOND QUARTER IDP PERFORMANCE MUNICIPAL 18-19 JANUARY 2016 REVIEW SESSION MANAGER
REVIEWED IDP 2016/17 THIRD QUARTER IDP STEERING IDP MANAGER 13 APRIL 2016 COMMITTEE MEETING
THIRD QUARTER IDP PERFORMANCE MUNICIPAL 18-19 APRIL 2016 REVIEW SESSION MANAGER
FOURTH QUARTER IDP STEERING IDP MANAGER 13 JULY 2016 COMMITTEE MEETING
FOURTH QUARTER IDP PERFORMANCE MUNICIPAL 18-19 JULY 2016 REVIEW SESSION MANAGER
TABLING OF DRAFT ANNUAL REPORT ANNUAL REPORT MAYOR 29 JANUARY 2016 TO COUNCIL 2014/2015
TABLING OF THE SECTION 72 REPORT SECTION 72 REPORT MAYOR 29 JANUARY 2016 TO COUNCIL
TABLING OF THE ADJUSTMENT BUDGET ADJUSTMENT BUDGET MAYOR 29JANUARY 2016 2015/2016
FIRST DRAFT TABLING OF FIRST DRAFT IDP/BUDGET MAYOR 21 MARCH 2016 IDP/BUDGET 2016/2017 2016/2017
MEETING WITH TRADITIONAL MAYOR 22 MARCH 2016 AUTHORITIES
IDP REPRESENTATIVES FORUM MAYOR/EXCO 22APRIL 2016
MEETING WITH FARMERS UNIONS MAYOR/EXCO 12 APRIL 2016
CLUSTER A CONSULTATIVE MEETING MAYOR/EXCO 05 APRIL 2016 IDP/BUDGET PUBLIC CONSULTATION CLUSTER B CONSULTATIVE MEETING MAYOR/EXCO 07 APRIL 2016
CLUSTER C CONSULTATIVE MEETING MAYOR/EXCO 08 APRIL 2016
CLUSTER D CONSULTATIVE MEETING MAYOR/EXCO 13 APRIL 2016
CLUSTER E CONSULTATIVE MEETING MAYOR/EXCO 18 APRIL 2016
CLUSTER A CONSULTATIVE MEETING MPAC 23 FEBRUARY 2016
ANNUAL REPORT PUBLIC CLUSTER B CONSULTATIVE MEETING MPAC 26 FEBRUARY 2016 CONSULTATIONS
STAKE HOLDER CONSULTATIVE MPAC 03 MARCH 2016 MEETING
APPROVAL OF ANNUAL TABLING OF ANNUAL REPORT TO MPAC 31MARCH 2016 REPORT2014/2015 COUNCIL SUBMISSION OF SUBMISSION OF OVERSIGHT REPORT MUNICIPAL OVERSIGHT REPORT TO 15 APRIL 2016 TO MEC (COGHSTA) MANAGER MEC FOR COGHSTA
REVIEWED IDP 2016/17 SUBMISSION OF DRAFT SUBMISSION OF DRAFT IDP/BUDGET TO MUNICIPAL IDP/BUDGET 2016/2017 06 APRIL 2016 MEC AND TREASURY MANAGER TO MEC AND TREASURY IDP/BUDGET STEERING COMMITTEE MUNICIPAL STEERING COMMITTEE MEETING TO FINALISE DRAFT 20 APRIL 2016 MANAGER IDP/BUDGET 2016/2017 APPROVAL OF IDP/BUDGET 2015/2016 IS TABLED TO MAYOR 10 MAY 2016 IDP/BUDGET 2016/2017 COUNCIL FOR APPROVAL
SUBMISSION OF FINAL IDP/BUDGET IS SUBMITTED TO MUNICIPAL 03 JUNE 2016 IDP/BUDGET2016/2017 MEC (COGHSTA) MANAGER
APPROVAL OF THE SDBIP IS SUBMITTED TO THE MAYOR MUNICIPAL 08 JUNE 2016 SDBIP FOR APPROVAL MANAGER
SUBMISSION OF SDBIP SDBIP IS SUBMITTED TO MEC MUNICIPAL 14 JUNE 2016 2016/2017 (COGHSTA) MANAGER MAYOR MUNICIPAL 27 JUNE 2016 MUNICIPAL MANAGER SIGNS WITH MAYOR MANAGER 30 JUNE 2016 PERFORMANCE SECTION 57 MANAGERS SIGN WITH AGREEMENTS AND MUNICIPAL MANAGER PLANS UNIT MANAGERS SIGN WITH SECTION 57 30 JUNE 2016 DEPARTMENTAL HEADS MANAGERS OFFICERS SIGN WITH UNIT MANAGERS 30 JUNE 2016 UNIT MANAGERS PERFORMANCE AGREEEMENTS OF THE SUBMISSION OF MUNICIPAL MANAGER AND SECTION 57 MUNICIPAL PERFORMANCE 08JUNE 2016 MANAGERS ARE SUBMITTED TO MEC MANAGER AGREEMENTS (COGHSTA)
8. DRAFT IDP/BUDGET 2016-2017 REVIEW AND WARDS/ DATE TIME PLACE PUBLIC CONSULTATION REPORT APRIL 2016 STRUCTURE 8.1. BACKGROUND Traditional Leaders 22 MARCH 10h00 Munala The report is a summarized version of all the activities, 2016 Lodge meetings and the issues which were raised during the Cluster A: Wards_ 05 APRIL 10h00 Langlaagt IDP/Budget 2016/2017 review process. All the wards and 4,5,6,7,21 2016 e Satellite the stakeholders identified in the IDP /Budget process Office plan were consulted as per the schedule of the meeting. Cluster B: Wards- 07 APRIL 10h00 Kromhoek The National treasury issued Circular 78 to guide the 13,15,16,17,18,20 2016 Communit municipalities to revise the process plans to enable them y Centre to approve the IDP/Budget 2016-2017 earlier because of Cluster C: Wards- 08 APRIL 10h00 Seakamel the coming local government elections. Subsequent to 1,2,3,8,9,10,11,12,14 2016 a that COGHSTA in the province convened the meeting , Traditional with all the local municipalities and the districts and advise Authority on the approval of the IDP and budget earlier. Cluster D: Wards- 20 APRIL 17H00 Maphetsa The Blouberg Local Municipality amended its IDP/Budget 19 2016 Primary process plan to approve the IDP/Budget 2016/2017 School earlier in April month .The schedule of all the IDP/Budget Farmers Unions 12 APRIL 10h00 VIVO 2016/2017 was approved to enable the public 2016 Boere consultation process to unfold. The schedule of all the Saal public consultations is attached hereunder. IDP/BUDGET REP 22 APRIL 10H00 Inveraan FORUM 2016 Satellite
Office
REVIEWED IDP 2016/17 The IDP /Budget 2016/2017 were convened successfully people’s priority needs, knowledge on available and although the meeting at Langlaagte was disrupted and it accessible resources; as well as proper information and had to be called off. That meeting was rescheduled and the understanding of the dynamics influencing moved to My-Darling community hall. This meeting was development in the Municipality. Blouberg Municipality is coupled with the official opening of the satellite office and however challenged with up to date baseline information people thought that it was employment day for the office. that addresses the current service levels in different development categories. However, the latest information The attendance to the meetings was satisfactory except from Statistics South Africa’s Census 2011 has been the for the Cluster B meeting held at Kromhoek community main source, coupled with empirical data from community hall and Cluster D meeting held at Maphetsa Primary based planning programme and the administrative school. The turnout for the two meetings was low. records at the Municipality’s disposal.
8.2. ANALYSIS PHASE The following sources were utilized to compile the BACKGROUND situational analysis: Section 26 of the Municipal Systems Act prescribes that Socio- Economic Study 2010(University of Limpopo) the Integrated Development Plan (IDP) of a Municipality Statistics SA 2007 Community Survey must include an assessment of the existing level of development as well as the development priorities of the Statistics SA Census 2011 municipality. This legislative requirement is dealt with and Blouberg Annual Reports is contained within the Analysis Phase. Blouberg Mid-Term Performance Review 2015/2016 In this section provision is made of an overview of the Departmental Business Plans and data from various important demographic indicators of Blouberg municipal departments; Municipality, highlighting issues of concerns in terms of the key performance areas for the developmental local Information compiled from needs collected from government and identifying the strengths, weaknesses, communities through the participation processes like opportunities and threats within the Municipality that can Public Participation, outreach and community based help or threaten the Municipality to achieve its vision of “A planning programmes; participatory municipality that turns prevailing challenges into opportunities for growth and development through Bi-monthly wards committees meetings; optimal utilization of available resources”. The annual ward committees’ conference and 1ST Water The Analysis phase of the IDP reflects the following: Summit (2010), as well as the first councilors’ Lekgotla; An analysis of municipal-wide issues to identify the (the latest 12th ward committees’ conference will be used current reality, any challenges still to be addressed and without removing salient matters from the previous how those challenges can be addressed; conferences) A summary of the levels of development across the municipal area; and Global Insight database In-House IDP Research Key development issues emerging from the community needs trends and SWOT analyses. Blouberg Local Municipality is situated towards the far northern part of the Capricorn District, bordered by This analysis is based on existing policy documents and Aganang on the south, Molemole on the south-west, inputs from members of the community, sector Makhado on the north-east, Lephalale on the north-west, departments and parastatals, internal documents and with Mogalakwena on the south-west and Musina on the reports, and will be undertaken in the following areas: north. As per the new Demarcations Board report (2011), Socio-economic the Municipality covers an area of about 9,248.44km2 (this Spatial and Environmental includes the newly incorporated areas). The total Infrastructure population is estimated at 194 119 with the total number Community needs of households at 35 598. Average house hold size is 5.72 Institutional (Source: Community Survey, 2007). The purpose of undertaking a municipal status quo analysis is to ensure that planning decisions are based on
REVIEWED IDP 2016/17 8.3. KEY CHALLENGES AND OPPORTUNITIES 8.6. STATISTICAL INFORMATION AND WARD Blouberg Local Municipality experiences challenges in PROFILING the area of high level of unemployment and high illiteracy 8.7. STATISTICS SOUTH AFRICA (CENSUS 2011) rate. There is huge infrastructure backlog in terms of 2007 Census (Census ITEM (Community 2011 water, roads, sanitation, education, health and 2001 Stats) recreational facilities. Survey) Stats SA POPULATION 171 721 194 119 162 629 8.4. ECONOMIC OPPORTUNITIES The major economic sectors or sources are agriculture, HOUSEHOLDS 33 468 35 595 41 192 mining, retail development and tourism. There are mining SOCIO- prospects at Dalmyn, Windhoek-Papegaai, Silvermyn; ECONOMIC POPULATION HOUSEHOLDS platinum prospects and Towerfontein gold to complement STUDY Venetia mine. There are other mining prospects recently 197 114 discovered at areas of AURORA, CRACOW and 8.8. POPULATION GROUP BY GENDER HARRISWHICH. In terms of tourism the Municipality GROUP MALE FEMALE TOTAL houses one of the six kings in the province in King BLACK 73195 87 880 161075 Malebogo; Maleboho and Blouberg Nature Reserves AFRICAN Makgabeng and Mapungubwe heritage sites. The COLOURED 40 26 65 Municipality’s proximity to Lephalale, Botswana and INDIAN 129 22 151 Zimbabwe serves to boost the local economy. It boasts three border posts i.e. Platjan, Zanzibar and Groblersbrug WHITE 540 466 1006 OTHER 249 83 332 8.5. DEMOGRAPHICS According to Stats SA the municipality has five national groupings that residing within its area of jurisdiction and 8.9. POPULATION STATISTICS BY WARD they are: Black Africans, Colored, Indians and Whites. WARD NO POPULATION The majority is Black Africans who constitute 98% of the 01 5988 total population and live in the tribal areas. The female 02 7521 folk are dominant and the majority is youths. 03 7116 04 6254 The graph below clearly indicates the population 05 7154 distributions of the municipal population. 06 6999 07 8539 40000 08 5318 Population Distribution 09 9533 30000 10 8918 20000 11 7636 12 7497 10000 13 6305 0 14 7437 Urban area Tribal or Tradional Farm 15 6874 area 16 6477 17 7335 Urban area Tribal or Tradional area Farm 18 8848 19 15188
20 6785 21 8908
REVIEWED IDP 2016/17 8.10. POPULATION BY AGE GROUP WAR Grand 0-4 5-9 10-14 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84 85+ D Total 001 741 685 818 818 438 245 234 237 201 239 205 218 230 213 171 123 90 81 5988 002 1015 982 964 1015 641 356 269 247 238 267 274 239 274 205 189 150 96 100 7521 003 932 1056 1026 1019 587 308 275 243 205 271 188 176 212 193 157 114 80 74 7116 004 864 926 919 912 472 250 182 205 229 240 193 178 178 120 179 83 77 48 6254 005 870 941 896 966 655 416 339 326 358 299 224 198 192 155 98 100 54 65 7154 006 910 874 950 1111 611 292 251 213 250 248 204 178 236 182 182 121 115 70 6999 007 1145 1096 1206 1279 696 393 309 278 248 356 265 219 282 207 245 134 110 71 8539 008 694 723 594 728 490 297 200 218 204 198 180 143 177 148 131 77 68 50 5318 009 1290 1231 1324 1412 852 521 392 380 364 388 282 243 227 186 188 107 84 63 9533 010 1221 1090 1160 1241 936 567 414 359 394 334 282 265 202 115 130 82 64 62 8918 011 1162 980 1032 983 696 411 336 303 269 277 203 212 201 169 160 95 77 71 7636 012 1056 858 827 850 673 522 444 384 344 287 284 267 208 147 113 95 77 60 7497 013 855 840 786 894 512 283 209 238 231 244 209 169 218 174 161 110 93 80 6305 014 923 944 971 1112 657 399 269 289 248 293 235 182 217 221 178 129 88 82 7437 015 978 860 865 868 645 427 356 305 271 235 212 208 174 106 135 96 58 73 6874 016 889 814 902 867 536 357 268 235 240 265 181 164 194 152 150 114 78 72 6477 017 1108 1006 964 932 623 394 300 311 262 278 190 212 216 141 145 90 80 83 7335 018 1309 1093 1065 1041 930 698 596 513 371 286 256 192 169 89 87 54 47 53 8848 019 1982 1804 1828 1791 1892 1230 997 840 739 659 434 263 213 171 128 96 52 69 15188 020 957 972 1028 910 563 325 262 268 203 211 157 187 203 139 170 105 56 67 6785 021 930 884 821 978 1012 923 653 574 447 411 304 255 223 133 144 83 67 68 8908 TOT 2182 20659 2094 2172 1511 9616 7557 6965 6317 6285 4963 4366 4447 3370 3240 2156 1610 1462 162629 AL 9 6 4 8
9. ANALYSIS PHASE published in 2007 for comments. The bill was later 9.1. KPA 1. SPATIAL ANALYSIS AND RATIONALE promulgated into a law, namely the Spatial Planning and BACKGROUND Land Use Management Act (abbreviated SPLUMA). The spatial analysis section of the IDP provides the Although SPLUMA is currently an approved national existing spatial pattern (that is nodes, networks and legislation its implementation experiences challenges in areas) that has emerged in the municipal area. It looks at the sense that it does not enjoy buy-in from traditional settlement patterns and growth points (nodes), population leaders across many parts of the country. In the Capricorn concentration areas, land claims and their socio- District Municipality the introduction of SPLUMA has met economic implications. This analysis serves to describe with serious resistance from all traditional leaders in their the municipal area in spatial terms and understands how individual capacity and as members of the local house of space is utilized in the district. All these aspects have a traditional leaders. bearing on future land usage, infrastructure investment, establishment of sustainable human settlements, public According to the Provincial SDF, 2007, the two most transport and local economic development. important development determinants for spatial development in the Limpopo Province are economic and The White Paper on Spatial Planning and Land-use political processes and forces. These processes and Management was approved by the national government forces, which shaped the existing spatial pattern, will most and gazetted on 27 June 2001. The most dramatic effect likely become the influencing factors to guide spatial of the White Paper is that it proposes the rationalization development in the future. There are also other of planning laws into one national system that will be secondary factors, which will influence the spatial pattern applicable in each province, in order to achieve the in the future such as HIV/AIDS, illegal immigration, and national objective of wise land-use. The White Paper also migration between provinces (which is mainly because of builds on the concept of the Municipal Systems Act, 2000 economic and employment opportunities). and required spatial development frameworks that should guide and inform all decisions of municipalities relating to Blouberg municipal area is located at the far northern part the use, development and planning of land. Concurrently of the Capricorn District Municipal Area. Aganang borders with the White Paper on spatial planning and land-use Blouberg on the south, Molemole on the southwest, management, a Land-use Management Bill was Makhado on the northeast, Lephalale on the northwest, Mogalakwena on the southwest and Musina on the north.
REVIEWED IDP 2016/17 Six growth points were identified in the Blouberg local compared to other settlements. Other areas that were municipal area, i.e. Senwabarwana, Alldays, Eldorado, identified as the second order of settlements are: Harrietswish, Laanglagte and Tolwe, as well as Witten, Puraspan, Avon, Indermark, Taaibosch and Puraspan-Avon-Indermark corridor. The central locality of Makgato. the municipal area in relation to the rest of the country ensures that a number of important regional routes The third order of settlement is areas such as: transverse the area, of which the R521 (Polokwane- Eldorado, My- Darling, Buffelshoek, Devrede and Alldays) and D1200 (Mogwadi-Senwabarwana- Borkum. GaMankgodi) routes link the municipal area with the rest Third and fourth order centers are well dispersed of the country. Other routes, which are also of a regional throughout the remainder of Municipality. and sub-regional importance, are the D1589 which links Blouberg with the Waterberg district municipal area and THE MAP BELOW DEPICTS THE HIERARCHY OF Botswana and the D1468 (Senwabarwana-Vivo- SETTLEMENTS PER THE ORDER. Indermark), which should be prioritized due to its (Source: Blouberg Spatial Development Framework) economic importance.
There are a total of sixteen settlements from the two wards incorporated into the municipality from the disestablished Aganang municipality. It means the increase in the land size in terms of square kilometers.
9.1.1. THE MAP BELOW DEPICTS LANDOWNERSHIP IN THE MUNICIPALITY
9.1.3. OPPORTUNITIES FOR DEVELOPMENT EX IST IN NODES AS FOLLOWS SENWABARWANA This serves as the administrative head offices of the Municipality. A number of government services are offered in the centre. Examples of such services include Home Affairs, Health and Social Development, South African Social Security Agency (SASSA), Magistrate 9.1.2. WARDS AND HIERARCHY OF SETTLEMENTS Offices, Helen Franz Hospital, Municipal offices; traffic Currently there are twenty one wards in the municipality station FET College; etc. The node further has three and they differ in size and population. The biggest ward modern shopping centers which have been fully let from in the municipality is ward twenty one which is the date of opening (Bochum Plaza, Blouberg Mall and predominantly a farming area and few villages. Ward PITS shopping centre a retail development by McCormick nineteen and eighteen host both Senwabarwana and Property Development and Flying Falcon PTY (LTD)). Alldays townships which are the growth points of the There are a large number of people who flock to municipality. Most of the wards are rural and poverty Senwabarwana in need of both public sector and private stricken. sector services. It can safely be said that this primary node of the Municipality is one of the fastest growing small The IDP identified a four tier hierarchical structure for towns in the Province. The accessibility of the node the Municipality. This was based on aspects such as makes it the most sought after node for retail population size, location of economic activities, type of development. activities such as hospitals and access to primary transport routes. According to this structure, Below is the map depicting Senwabarwana nodal points Senwabarwana and Alldays were identified as the as an area of economic potential? highest\first order node settlements. This is because they accommodate the largest population (Source: Blouberg Spatial Development Framework.) concentration and provides the largest number and widest range of services in Blouberg Municipality as
REVIEWED IDP 2016/17 Border. As a stop over to very key destinations opportunities for retail services and tourism development, coupled with a market for the arts and craft entrepreneurs, exist. The centre’s proximity to the growing De Beers Venetia Mine, the Mapungubwe World Heritage site and the Vele Colliery Mine which is going through a process of compliance afore operating, makes the node one of the strategic centers of development. Most of the big construction companies like Murray and Roberts and Basil Reed have brought with them employment and other opportunities. The auction kraal in the area attracts more farmers to the town.
There is a big landing strip at the farm Evergreen which can be upgraded and used as a transport modal point for ELDORADO visitors to areas of interest around the Centre. This node has been identified as one of the rural nodes in the Province with the highest potential for development. The map below depicts the Alldays nodal point and the The node is centrally located to settlements north of the potential it has. Blouberg Mountains and has villages in wards 13,15,16,17,18,20, 5, and some in 21 as its sphere of influence. Like Senwabarwana node, the Eldorado node has seen public infrastructure expenditure being invested in the node. Public services available at the node include municipal satellite offices, Ratshaatsha Health Centre, Maleboho Police Station, periodic justice offices, Department of Education circuit offices (Bahananwa Circuit) sporting facility.
These services attract private sector investment. The Municipality should put funds aside for infrastructure development and the development of master plans for the node. The prospect of the construction of the shopping complex by Falcon PTY (LTD) at the node has the potential of attracting many people to the area. TOLWE This node has been included in the SDF after the The map below depicts the Eldorado nodal point. incorporation of portions from the Lephalale and Makhado areas into the Blouberg municipal area. Like Alldays, the area was used as a centre for providing essential services and goods to the surrounding farming community. It boasts a municipal satellite office, a makeshift clinic, a school, road camp for the Department of Roads and Transport, a post office and a hotel There is also a police station, NTK and Telkom offices in area to service the neibouring farms and villages in the vicinity. Some small retail facilities are found in the centre. A residential development of about 290 sites is underway at the node. The area is also a stopover for people flocking to Botswana and surrounding hunter safari lodges in the area. Many travelers from the surrounding settlements pass through the centre when travelling to and from the Gauteng province and as such there is a potential niche ALLDAYS for small scale retail development in the short term and The node developed some years back as a small farming large scale in the long term the area serves as the centre to serve the surrounding farms. Its location gateway to both Lephalale and Botswana. Feasibility connects it to Polokwane via Vivo, Botswana via the Pont studies will be undertaken to unlock the potential of the drift border and Zimbabwe via Musina and Beit Bridge node. The Municipality has put aside funds for
REVIEWED IDP 2016/17 infrastructure development. Currently the low-cost LANGLAAGTE (MANKGODI) housing project is underway for the fifty houses are being The municipality’s current Spatial Development built. Framework does not identify this area as a nodal point but recent developments and patterns of development The water project for the area is at a completion stage. necessitate the municipality to review its SDF and include PURASPAN-AVON-INDERMARK-VIVO CORRIDOR Laanglagte \Mankgodi as a strategic growth point for the This corridor connects the Municipality to areas such as municipal area. Its location along the D1200 as well as its Makhado to the rest of the settlements within the connectivity with Eldorado growth points and surrounding municipal area. The upgrading of the road D1468 from settlements makes it a strategic area for both public and gravel to tar has contributed to massive mobility of private sector investments. The construction of a new transport along this corridor. The remaining 10 kilometers police station and the envisaged establishment of a multi- of unpaved road if upgraded urgently will see a huge influx purpose Centre will enable communities around wards 4, of people from all corners mainly in the northern and 5, and 6 access services at a closer proximity and further western part of the corridor travelling through that stimulate long-term economic growth in the area. The corridor. The corridor will serve as a conveyor belt to link area is strategically located in that it is a gateway to Vhembe, Capricorn and Waterberg areas. Huge spinoffs Senwabarwana, Lephalale and Mokopane to the Gauteng are created as a result of the mass movement of people province. There is currently an informal taxi rank that has along the corridor. attracted hawkers to do business along the D1200 road. There is a strong need for the funds to be injected in the The map below depicts the Puraspan- Avon – Indermark- area for developing the infrastructure such as taxi rank Vivo corridor as a potential area for economic growth. and other services. Massive public and private sector investments in the above nodes will help in realizing the National Development Plan of having more than 70% of the population living in urban areas. This implies that urbanization will be triggered in such nodes and ensure that such nodes and settlement adjacent to them become developed and urbanized and thereby creating the much needed jobs for local inhabitants
INVERAAN The municipality has further identified the area as one of the areas with potential for growth. The African Ivory route goes through the area to Beauly camp and the Blouberg
Mountains. The area is also linked to the heritage site of HARRISWHICH the Leipzig mission church. It is also a tourism attraction This growth point is located in the South Western part of area in that it is home to one of the province s six kings Blouberg and it links well with the rest of Blouberg namely King Maleboho and that the statue of one of the settlements through road D3325. Its sphere of influence heroes of the colonial battles King Ratshaatsha is at the includes settlements in ward 1, 4, 2 and also those in area. Road D3322 road has been upgraded and this has Aganang and Mogalakwena municipality. Prospects of the potential to stimulate tourism potential of the area. platinum along the Mokopane platinum belt can stimulate The German missionaries camped in the area for the the economy of the area and its surroundings. The full mission work. The area has more potential if developed operationalization of the Blouberg Multi-Purpose properly for tourism. The Blouberg Municipality has Community Centre will go a long way in triggering constructed a Multi-Purpose Community Centre in the development at the growth point. There is a huge area as a way of bringing government functions and potential in the area as the prospecting companies have services closer to communities within the sphere of been granted mining licenses .The discovery of platinum influence of the area. Other government services at and iron ore comes with it jobs and other opportunities for Inveraan include health services at Blouberg Health the residents of the municipality. The negotiations with the Centre, agricultural extension services and various local communities and owners of the land in the area are primary and secondary schools in the vicinity. ongoing to unlock the bottlenecks regarding the mining beneficiation. The prospect of economic boom in the area LAND USE MANAGEMENT SCHEME is looming with the mining activities. The municipality has developed the land use management scheme. That was done through the assistance of the district municipality. All the councilors and the traditional leaders were consulted before the
REVIEWED IDP 2016/17 scheme could be proclaimed. The scheme was Tshivhula Tally-Ho 331 Validation developed in 2006\7 financial year in order to tribe MS Validation amalgamate the erstwhile Alldays town planning scheme Tshivhula Riversdale 340 with the rest of Blouberg which had no access to any town tribe MS Tshivhula Alldays 295 MS planning practice. In terms of the scheme most of the tribe Purekrantz 250 areas in Blouberg have a predominant zoning of Tshivhula MS agriculture, followed by residential one. The promulgation tribe Rietspruit 385 of the SPLUMA shall go a long way in assisting the Tshivhula MS municipality with spatial planning challenges. tribe Ames fort, Kibi tribe Investigation LAND CLAIMS INFORMATION Witfontein The Regional Land Claims Commission has registered Source, Regional Land Claims Commission land claims totaling 224,664 hectares for the Blouberg (Limpopo) municipal are and that constitutes 30% of the Capricorn District claims. The map below depicts the land claims in the municipality and the progress made. FARM NAME CLAIMANT STATUS Blink water Molele Investigation 100 LS Community Derry 442 MS Sepolopote Gazetted and Devon Manoko CPA (section 42D) 443 MS Greenfields Mabelebele Negotiations 333 MS Community Devonia 146 Mamasonya Investigation LS Tribe Witten 91 LS Serakalala Drafting and Stem dismissal letter Solingen86 LS Schoolheid Jansen Family Investigation 262 LS Derry 442 MS 9.1.4. SPATIAL CHALLENGES and Devon Manoko Section 42D The biggest challenges facing the spatial nature of the 443 MS Blouberg area is the availability of prime state land in Ga- Solingen 86 areas of needs and mainly nodal areas. Nodal points such Maphukuhlwana Negotiations LS as Alldays, Eldorado, Senwabarwana and Tolwe are Community surrounded by privately owned land and as a result it Witten 91 LS Dutja Valuation becomes difficult for the state to properly plan and trigger Mokudung development for such areas. Duisseldorp Investigation Community Development moves at a slow pace due to the Innes 6 LS Van Amstel Investigation unavailability of prime land for development. The The Bulbul 5 municipality is landlocked. LS, Wagendrift Another challenge is the legacy of poor planning for the 244 LR, existing settlements. Most of the rural villages have not Kafferftuin been properly planned and in most cases there is a 241 LR, Hebe Bahananwa 249 LR, Amo Dismissed challenge of settlement sprawl. This results in expensive Tribe Amass 250 government expenditure for the provision of infrastructure LR, Leno 252 facilities. LR, Plato 253 LR and The cost per connection of basic services such as water, Tuskow 255 sewerage and electricity reticulation for most of the LR settlements is more than double the cost of providing Tshivhula Maid stone 371 Validation such services in compact areas where densification is tribe MS Validation practiced. Tshivhula Wentworth 377 Validation tribe MS Validation Another spatial challenge facing the Blouberg Tshivhula Drinkwater 307 Validation tribe MS Validation Municipality is lack of GIS materials and information for
REVIEWED IDP 2016/17 the area and this has a negative effect on effective More emphasis will be on the provision of services such planning, implementation and sustenance of both public as water, sanitation, energy, and roads. and private sector investments. 9.2.1. ELECTRICITY The Municipality encounters a new trend in the form of Electricity is part of life and economic development. This illegal land invasions within its primary node of relates to improved living conditions. Electricity is a basic Senwabarwana and to a smaller extent the Alldays need for communities. The municipality has a license to Speaker Park area. Most of the land invasion incidents electrify the area that does not fall under Eskom supply were resolved through litigation with severe financial area. implications for the Municipality. The main objective of Blouberg Local Municipality was to 9.1.5. SPATIAL INTERVENTIONS provide electricity to all households by 2014. The The Municipality has developed a spatial development Municipality is a licensed electricity distributor and by frame work which has prioritized a hierarchy of 2013 all settlements were electrified save for extensions. settlements as well as identified nodal points and population concentration points. The SDF has ensured The Municipality has thus reached the universal access that massive public and private sector spending is geared by providing electricity to all established settlements, save towards such nodes while areas outside the nodes are for the extensions. The Hananwa settlement at the top of just provided with a basic level of services. Blouberg Mountains has also been granted solar energy. Currently the municipality is busy with the electrification Further, the Municipality has purchased privately owned of extensions and about 500 houses have been provided land in Tolwe and Eldorado for both public and private with solar geysers in Alldays Speaker Park. The mega sector investment. Continuous negotiations with potential solar energy plant is under construction at Zuurbult farm land sellers in areas of strategic importance are one of the that would supply solar energy to the nearby power strategies that the Municipality uses. station. The project would go a long way in alleviating power outages in the municipal area and the neighboring To deal with the challenge of fragmented settlement municipality of Molemole. pattern and sprawl the Municipality and the Local Government and Housing Department currently 9.2.2. STATUS QUO implement township establishment projects following the ELECTRICITY SUPPLY TO HOUSEHOLDS principles of the Development Facilitation Act and lately All the settlements in the municipality have been supplied the SPLUMA. Densification and inclusionary settlement with electricity while Hananwa has been supplied with planning and design are being implemented. The district solar energy as it is at the top of the Blouberg Mountains. Municipality has been requested to provide GIS support Currently the municipality is busy electrifying the to the municipality and also to train the municipal staff on extensions. GIS related matter.
9.2. KPA 2: BASIC SERVICES DELIVERY AND INFRASTRUCTURE ANALYSIS This analysis will focus on the provision of basic and social infrastructure needs for Blouberg communities. % of % of Households with % of households with MUNICIPALITY POPULATION Households access to Electricity no Electricity
Municipality Population 2010/11 20011/12 2012/13 2013/14 2014/15 2015/16
Blouberg 162 625 79.5% 83% 96.53% 3.47% 0.71% 0,5%
The table above is the combination of Eskom and Municipality Villages
9.2.3. . PROVISION OF FREE BASIC ELECTRICITY The municipality as well as ESKOM provides free basic 9.2.4. CHALLENGES electricity of 50 KWA to its indigent residents per month. The Municipality currently has a backlog of 0,5% which Such indigents are captured in the municipal indigent translates to 2731 households, in ESKOM supply register which is updated from time to time. Field cashiers extension areas. The main challenge is lack of funding have been appointed in all the 21 wards to register and and delays in the approval of designs, and in some update the indigent register as well as a register of all instances also energizing due to misunderstandings municipal customers. between the Municipality and ESKOM. There is also a
REVIEWED IDP 2016/17 challenge of distribution loss in that the funds used in the the District Roads (although not clearly defined) within the bulk purchase of electricity are so huge with low return. Municipality’s area of jurisdiction. The total length for the The challenge of illegal connection is existing. There is Provincial road network is approximately 960km, from also shortage of personnel to do meter auditing to which 262km is surfaced and 698km is gravel, leaving a determine exactly the cause of distribution loss. backlog of 73%.
9.2.5. INTERVENTIONS The condition of most of the Provincial gravel roads is not The municipality has engaged ESKOM and the so good, but the Limpopo Department of Roads and Department of Energy to transfer electricity infrastructure Transport performs maintenance on these roads. They in the town of Senwabarwana to the municipality so that re-gravel and construct culverts for some of these roads. council can take full control of such infrastructure to They are also currently running an EPWP programme accommodate the growth of the town and also assist in whereby over 600 people have been employed from aligning such with the municipal billing system. The within the Municipality’s communities, specifically for the Municipality has further engaged ESKOM, CDM and the cleaning of road reserves alongside the main roads, and Department of Energy to assist in the development of the other routine maintenance of the surfaced roads. energy master plan. One other intervention has been to engage ESKOM with a priority list of settlements which Blouberg Municipality takes responsibility for the municipal roads network. The total length of Blouberg should be provided with connections as a result of the road network is approximately 640km, from which 215km growth of such settlements and in the 2015/2016 financial is access roads and 425km is internal Streets. The year settlements such as Sesalong, Bognafarm, conditions of municipal roads and storm water facilities Schoongezicght, Grootdraai, Papegaai and Towerfontein are very poor. Most of the roads are not accessible during have been connected. In the 2014\15 FY there was a rainy days as they become water logged. Roads in delay in the implementation of ESKOM projects but at this settlements next to mountains have been damaged by stage contractors have been appointed. The Blouberg uncontrolled surface run-off water from the mountains with villages such as Mokwena, Burgerreght, Kgatla, Municipality has recently electrified and energized Leipzig and Inveraan been badly affected. Ward one settlements such as Silvermyn, Motadi, Gideon, settlement also encounter serious challenges of roads Diepsloot, and Mongalo. The municipality has enlisted the and storm water. The Municipality has only managed to services of field cashiers to conduct meter auditing excise surface 35 kilometers of the internal streets from the to assist in the curbing of illegal connections and Municipal Infrastructure Grant that is allocated to the distribution loss. Municipality annually (also utilized for other Infrastructure Projects). There is still a total backlog of approximately 9.2.6. ROADS AND STORM WATER 605 km which also includes access roads, translating to The Municipality takes the responsibility of ensuring that 96% of backlog. The Municipality’s Technical Services Department has a Roads and Storm Water Unit that deals all municipal roads are in a good condition for use by mainly with the maintenance of municipal roads. The Unit vehicles and other land modes of transport. The is divided into three (3) clusters that operate from municipality also takes care of storm water control which Eldorado, Buffelshoek and Indermark. Each of these poses a serious threat to the access roads and internal clusters has a group of villages that it is responsible for, streets. and with the minimal resources that the Municipality has, it has also distributed them amongst these clusters and in 9.2.7. STATUS QUO some instances the resources are shared. A list of priority The Limpopo Department of Roads and Transport takes Roads, also serving as a Roads maintenance plan has been compiled for each of the clusters responsibility of the provincial road network and some of 9.2.8. PROVINCIAL ROADS BACKLOG ITEM ROUTE ROAD ESTIMATED COMMENTS NO NUMBER LENGTH (KM) 1 Ga-Moleele to Harris which via D3325 42 2 kilometers have been tarred by CDM Gemarke bringing the backlog to 40. The rest of the extension by the CDM was halted through the advice of the AG on non- funded mandate 2 Springfield to Vergelegen D3270 22 3 Turn off of D1589from Ga- 60 Norman via Burgerreght, via My- Darling to Vergelegen
REVIEWED IDP 2016/17 4 Buffelshoek Clinic via D3278 27 Bahananwa Tribal Office to Inveraan 4 Mashalane to Bull-Bull D3327 15 5 Dalmyne to Bull-Bull D3278 18
9.2.9. CHALLENGES The main challenge is the huge percentage of backlog for A funding model for the MIG must be reviewed in order to municipal roads. The Municipality depends fully on the ensure that allocations are distributed in a manner that Municipal Infrastructure Grant (MIG) for the will create an impact to municipal backlogs over a certain implementation of roads projects and the grant is never period. sufficient to make an impact on backlogs as it is also utilized on other infrastructure projects other than roads. Roads Master Plans must be developed in order to ensure proper planning for Roads and Storm water Due to lack of funds, currently there is no Master Plan that drainage, also focusing on access roads. is in place, causing poor planning for municipal roads and storm water drainage. Most of the access roads and There must be an increase in the number of resources internal streets are not paved or tarred as the municipality and recruitment of skilled personnel for municipal roads lacks enough funds to implement the project. maintenance clusters.
Most of the Municipality’s gravel roads are in a bad The Department of Public Works and Roads must also condition and currently there are insufficient resources. allocate sufficient funds to create an impact on the Some of municipal resources are even shared amongst backlog for the provincial roads. the three (3) roads maintenance clusters. There is a The regravelling and maintenance of some internal shortage of skilled personnel in the municipal roads streets service was outsourced to external service maintenance unit. The provincial Roads and Transport providers as a pilot. Department which is also responsible for the operation, maintenance and management of provincial networks of To date areas such as Mokhurumela which had large roads has huge capacity constraints thereby causing the sand streets are accessible as a result of the project. The municipality with its limited resources to take over the other areas where there was bad access streets and operation and maintenance of most provincial roads. roads such as Inveraan are accessible. The municipality has also purchased the low bed truck to transport its plant 9.2.10. INTERVENTIONS and machinery to improve on the turnaround time to respond to challenges.
BLOUBERG MUNICIPALITY UPGRADING: GRAVEL TO TAR
ROUTE PARTICULARS PEGDP: GROWTH AREAS
PRIORITY ROAD ROADS APPROXIM LOCAL GROWTH LEVEL OTHER NO. PARTICULARS ATE MUNICIPALITY POINT OF DEVELOPMENT LENGTH GROWTH STRATEGY (km) POINT SUPPORTED
1 D1589, De Vrede via 25 Blouberg Eldorado Local Farming, retail D3297, Raditshaba development and D3292 to Eldorado administrative
2 D1200, Dendron via 35 Molemole, Dendron District SDR, Agriculture, D688, Makgato to N1 Blouberg (Mogwadi Tourism D2657 (Botlokwa) )
3 D1468 Puraspan to 10 Blouberg Avon/ Local Farming, retail Indermark Puraspan development and linkage with
REVIEWED IDP 2016/17 Makhado Municipality
4 D 3330, Ga Moleele, 30 Blouberg Senwabar Local Major Link D3474, GaDikgale, wana D3440 GaLetswalo, Raweshi, Pollen, Mons, Swartz to Driekoppies
5 D3275- Windhoek to 38 Blouberg Eldorado Local Farming, D3287 Eldorado administrative and major access
6 D3322 Blouberg health 12 Blouberg Senwabar Local Major Access centre via wana Bahananwa Tribal Office to Buffelshoek
9.2.11. PUBLIC TRANSPORT between 6H00 in the morning and 20H00 leaving most There is one mode of public transport in the municipal commuters stranded outside these stipulated times. The area viz road transport. The dominant public transport movements of these modes of public transport is towards mode is the minibus taxi while another form of public all the nodal points of Blouberg, viz, Alldays, transport is the bus transport with Great North and Mmabi Senwabarwana, Tolwe and Eldorado while outside bus being the main operators. The challenge with the Blouberg the major destinations are Musina, Louis municipal public transport is that it is only available Trichardt, Lephalale, Steillop and Polokwane.
9.2.12. STATUS OF TAXI RANK FACILITIES LOCATION STATUS DESTINATIONS Senwabarwana The rank is formal with the following facilities: shelter, The rank covers the rest of Blouberg and destinations such as loading bays, ablution blocks Polokwane, Johannesburg, and hawkers’ facilities Eldorado The rank is formal with the The rank covers the rest of Blouberg and areas such as following facilities: shelter, Senwabarwana and it connects to Polokwane via Kromhoek loading bays, ablution blocks taxi rank Kromhoek The rank is formal with the following facilities: shelter, The rank covers the rest of Blouberg and destinations such as loading bays, ablution blocks Polokwane, Johannesburg and Louis Trichardt and hawkers’ facilities Alldays The rank is formal with the The rank covers the rest of Blouberg and destinations such as following facilities: shelter, Musina and Louis Trichardt loading bays, ablution blocks Windhoek The rank is informal It covers Senwabarwana, Steillop Avon The rank is informal It covers Senwabarwana, Vivo, Indermark Buffelshoek The rank is informal It covers Senwabarwana Vivo The rank is informal It covers Senwabarwana, Alldays, Mogwadi and Louis Trichardt Letswatla It covers Senwabarwana The rank is informal
9.2.13. PUBLIC TRANSPORT CHALLENGES The challenge with the municipal public transport is that it intervention. A priority list for formalization of taxi ranks is only available between 6H00 in the morning and 20H00 will be developed by the municipality and the CDM in leaving most commuters stranded outside these collaboration with public transport operators. Taxi and bus stipulated times. The other main challenge is the bad shelters have been constructed along major routes such state of roads that increases the operation and as D1200 (Senwabarwana-Windhoek road), Wegdraai to maintenance costs of public transport operators. Lack of Eldorado road, Letswatla to Windhoek road and D1598 formal taxi ranks with all related amenities in some (Kibi to Schiermoonikoog road) strategic areas such as Avon, Vivo, Buffelshoek, Windhoek and Harris which remains a challenge. 9.2.15. TRAFFIC MANAGEMENT Disputes over operating routes occasionally occur The main offices for traffic management are in resulting in conflicts among taxi associations. Senwabarwana. A new traffic station has been constructed and operationalized at Senwabarwana and 9.2.14. PUBLIC TRANSPORT INTERVENTIONS the services are rendered from the new traffic station. The The roads and transport forum has been established and municipality has rolled out the traffic management all taxi associations operating within Blouberg are services to Alldays and Eldorado, as part of the members of the forum. Recent conflicts between decentralization of services. The learners’ licenses Letswatla and Bochum Taxi associations have been classes are conducted from both Alldays and Eldorado resolved through the intervention of the municipality, offices. The Alldays traffic office covers Vivo in Ward 12, SAPS and the District Taxi Council. The matter of ward 17 and 18. The Eldorado office covers both areas of accessibility of public transport outside the 6H00 and ward 15, 16 and 21. The Alldays traffic office controls 20H00 time periods has been referred to the operators for traffic to and from Zimbabwe, Musina, Venetia Mine, rectification. The state of poor road conditions has been Botswana, Swaartwater and surrounding villages. highlighted to the MEC for Roads and Transport for
9.2.16. STATUS OF TRAFFIC CENTRES LOCATION STATUS SERVICE Senwabarwana: Main The centre provides all services and serves Fully operational offices as the main office of the municipality. Eldorado: Satellite office The traffic service is amongst municipal Semi-operational services decentralized to the Eldorado satellite office. Alldays: Satellite office The traffic service is amongst municipal semi –operational services decentralized to the Alldays satellite office.
9.2.17. TRAFFIC SERVICES CHALLENGES Traffic congestion could be reduced by establishing a The main challenge remains the road conditions within holding area for taxis after off-loading commuters. the municipal area, which pose a threat to the conditions of the vehicles. Other nodal points such as Tolwe, Harris 9.2.19. REGISTRATION AND LICENSING OF which and Laanglagte are not covered by traffic offices, VEHICLES and as a result, less service is provided to those nodal The main offices for the registration and licensing of points. Another factor is the traffic congestion within vehicles are in Senwabarwana. The municipality has Senwabarwana town, which results in traffic delays and rolled the service out to Alldays and Eldorado, as part of possible accidents. the decentralization of services plan. The Alldays driver- learner testing centre (DLTC) covers Vivo in Ward 12, 9.2.18. TRAFFIC SERVICES INTERVENTIONS ward 17 and 18. The Eldorado office covers both areas of The challenge related to state of roads could be solved by ward 15, 16 and 21. the development of a road master plan by the Infrastructure Development and Engineering services department in line with the Integrated Transport Plan, which includes re-gravelling, de-bushing and tarring.
9.2.20. STATUS OF DRIVER-LEARNER TESTING CENTRES LOCATION STATUS SERVICE Senwabarwana: main The centre provides all services including driver Fully operational offices testing centre and testing of vehicles, and serves as the main office of the municipality. Eldorado: satellite office The centre is amongst municipal services Service to be fully operational decentralized to the Eldorado satellite office, which without vehicle testing and driver provides for learners licensed tests, registration of testing. vehicles and issuing of car discs. Alldays: satellite office The centre is amongst municipal services Service to be fully operational decentralized to the Eldorado without vehicle testing and driver satellite office. which provides for learners license testing. tests, registration of vehicles and issuing of car discs?
9.2.21. LICENSING AND VEHICLE REGISTRATION The municipality has constructed the new structure for SERVICE CHALLENGES licensing and vehicle registration to solve the challenge of The main challenge remains the road conditions within space. the municipal area, which will make it difficult to open a driver-testing centre at Eldorado (no tar road). Another 9.2.23. WASTE MANAGEMENT challenge is the informal operations of the driving schools STATUS QUO within the municipality and the high charges for testing of The Municipality has developed and adopted an the students. Other nodal points such as Tolwe, Harris Integrated Waste Management Plan (IWMP) in 2008. The which, Inveraan and Laanglagte are not covered by plan was revised in the 2013\14 financial year. The plan services, and as a result, law enforcement service is serves as a roadmap for the management of solid waste provided to those nodal points. Another factor is the traffic for the entire Municipality with R293 towns and nodal congestion within Senwabarwana town, which results in points, plus some rural villages, used as starting points traffic delays and possible accidents. At times it makes it since the capacity available cannot cover the entire difficult to tests the learners on the road. municipal wide area. Currently the function is rendered in fourteen settlements on a weekly basis while the towns of 9.2.22. LICENSING AND VEHICLE REGISTRATION Alldays and Senwabarwana receive the service on a daily SERVICE INTERVENTIONS basis. Currently there are two landfill sites in Alldays and The problem related to the informal driving schools could Senwabarwana. A waste transfer station was nearing be resolved by establishing a driving schools forum and completion at Taaibosch at the time of adoption of this training of the schools for efficient management of their plan. A waste management team is in place and two schools. The challenge related to state of roads and road waste removal trucks, plus a tractor, have been markings could be solved by the development of a road purchased master plan by the Infrastructure Development and Engineering services department. . 9.2.24. THE TABLE BELOW REFLECTS WARD WASTE REMOVAL SERVICE ROLL OUT AND BACKLOGS WARD AVAILABLE NO. OF HOUSEHOLDS BACKLOG ITO OF VILLAGES WITHIN THE WARD 1 0 11 2 0 7 3 0 6 4 0 9 5 0 7 6 0 5 7 0 6 8 1 DILAENENG 1021 6 9 0 6 10 1 AVONUP TO DIKGOMO 2979 0 11 0 6 12 2. INDERMARK UP TO 2136 0 DIKGOMONG 13 2 (BURGERUGHT AND 554 5 MOTLANA)
14 0 7 15 2 (KROMHOEK AND DEVREDE) 3650 0 16 0 5 17 2 (GROOTPAN AND LONGDEN) 1200 6 18 2 (TAAIBOSCH AND ALLDAYS) 2967 0
19 2 (SENWABARWANA TOWN, 4037 0 DESMOND PARK, EXTENSION 5, WITTEN.
20 0 7
21 0 8
TOTAL 14 18544 of 41 416 households 109(24 679 households)
9.2.25. THE TABLE BELOW REFLECTS WARD WASTE REMOVAL SERVICE ROLL OUT IN THE MUNICIPALITY WARD AVAILABLE NO. OF HOUSEHOLDS BACKLOG
01 1 ( RAWESHI) INCLUDING MINING AREA 165 10
11 1 (MACHABA) 1670 0
16 1 (ELDORADO) 1234 7
21 1 (TOLWE) 20 9
TOTAL 3089
9.2.26. CHALLENGES disposal site. The provision for the rehabilitation of the site Capacity constraints: this involves lack of resources will be done during the IDP process. Both Venetia and (financial and human) to roll out the service to the entire Basil Read companies assisted the municipality in municipal area. Available plant and personnel are not upgrading the Alldays landfill site. enough to render the service for all areas. For the past two financial years the Municipality could not purchase Lack of education on the part of members of the plant and refuse bins due to budgetary constraints. community on waste matters does not help the situation. Lot of littering occurs in the town of Senwabarwana The Senwabarwana landfill site is permitted by the around the CBD mainly because much business activities relevant authority however the landfill is not operational are taking place there. The Department of Environmental as it is not yet completed. The site will be completed Affairs has trained officials to enforce both by-laws and around September 2015 and we hope it will be functional Environmental Acts around the municipal jurisdictional around December the only landfill site which is not area which will ease the situation of non-compliance by licensed is that of Alldays. The municipality is currently the regulated community. using a dumping site at Senwabarwana as an illegal
9.2.27. INTERVENTIONS Management Plan is currently under review. The Blouberg Municipality renders the refuse removal service neighborhood funding from the National Treasury in 14 settlements with the, households serviced standing earmarked for urban renewal shall come in handy to at 18 544 (45%). The backlog is 22 872 (55%). address some of the waste management challenges Challenges are funding for roll out of the refuse service to encountered. all settlements. The Municipality is rolling out the function to a number of The Environmental Management Plan (EMP) is partially settlements with the recruitment of hundred (100) general implemented; the Solid waste and refuse removal by laws workers who were employed from the 2011\12 financial are not fully implemented due to capacity challenges that year. The number of municipal EPWP participants has are currently being ironed out. Intergraded Waste increased from 140 to 175 in the 2014\15 financial year
and such number will either be sustained or increased in the old Infrastructure currently hindering good supply of subsequent years. water to communities. The main sources of water are boreholes, which are not completely sustainable as some The programme is augmented by the integration of EPWP even dry out over time. Most of the equipment for the and Community Works Programme. Such general boreholes has now aged and therefore break easily. The workers are used to clean settlements, roads, cemeteries aquifers are affected when boreholes are over-pumped and any other work identified by members of the and not given a chance to rest. community. Where there are water challenges and breakdowns, water Another intervention is through partnerships with private is supplied with water tankers. The water quality in the stakeholders. Currently the Municipality has a partnership municipality has not attained blue drop status. with PEACE Foundation to deal with waste management issues. A Recycling, Reduce and Re-Use initiative is The district should strive for the attainment of the status. being implemented at Alldays and Senwabarwana. Fifty (50) drums have been mounted in both Senwabarwana 9.2.30. PROVISION OF FREE BASIC WATER and Alldays as a form of mitigating littering from the The municipality, together with the district municipality, regulated community. A total of 18 544 (45%) households provides free basic water and free water to its households receive household collection on weekly basis during in the form of supply of free diesel and payment of 2014/15. The municipality is currently experiencing electricity bills to ESKOM for the supply of electricity backlog of 22 872 (55%) households from various connections to boreholes. The challenge is in areas settlements that are not saturated with population growth. where there is no infrastructure or where there are service breakdowns that the free basic service is not adequately 9.2.28. WATER PROVISION rendered but as contingency measure water tinkering is Water is a basic need to communities. It is important that used. the water that is provided to communities is good quality and suitable for human consumption, and also suitable for 9.2.31. CHALLENGES good hygiene practices, noting that without water there is The climate conditions and insufficient underground water no hygiene. sources pose a challenge to the availability and sustainability of water supply to the municipal area. 9.2.29. STATUS QUO Blouberg Municipality serves as a Water Services There are capacity challenges with regard to shortage of Provider (WSP) responsible for the function of operations staff e.g. pump operators, water tanker drivers, plant and maintenance for the water infrastructure with a operators, general foremen and scheme managers, etc. budget allocated from the Water Services Authority This is further compounded by lack of resources such as (WSA) being the Capricorn District Municipality (CDM). excavators, water tankers, TLBs, crane truck, etc. The municipality is dependent on underground water Insufficient allocation of the budget for the operations and source as there are no dams to assist with the water maintenance of the water infrastructure by CDM does not provisioning. do the area any good to fulfill its Constitutional mandate of providing the basic supply of water. CDM has established its own Blouberg Satellite Office, which has a manager also working with local municipal Other human factors also pose a challenge to the staff. The District has, further, seconded its staff to the sustainability of providing the service to the community. Blouberg Satellite Office to work on the operations and Such includes theft of diesel engines, electrical cables, Maintenance of the water infrastructure, most of who transformers and electric motors. Vandalism of Water have been transferred from the Department of Water infrastructure and Illegal connections on the main water Affairs in the year 2007. The Satellite office has five (5) supply pipelines (rising mains) is also a challenge. Maintenance Camps responsible for the maintenance of Unfinished projects (Limited scope of work due to budget the five (5) Regional Water Schemes that are in the constraints) are other human factors that deny Blouberg municipal Area. CDM as the WSA implements communities access to adequate potable water supply. water projects on the local municipality’s behalf. Currently 87% of the households within the Blouberg municipal 9.2.32. INTERVENTIONS area have access to water at the level of RDP standard, The WSA has to allocate sufficient funds to enable the with only a backlog of 13%. Other Water projects are to WSP to perform proper maintenance on the water be implemented in the future financial years, as prioritized infrastructure, to attend to breakdowns within a by CDM but in consultation with the Municipality. Some of reasonable turnaround time and thereby provide these projects will focus on the refurbishment of some of adequate water to communities. Further on, resources
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and personnel responsible for operations and 9.2.33. SANITATION maintenance must also be increased. STATUS QUO Sanitation provision is the function of the district Improved cost recovery strategies have to be in place in municipality and the annual provision is made in the order to sustain provision of water and/or water supply to budget. There is a huge backlog in the provision of the communities. service in Blouberg Municipality mainly because of budgetary constraints. About 65 percent of the population There is a need to augment water supply from other in Blouberg is without access to proper sanitation sources such as the Glen-Alpine Dam. The WSA has facilities. There are two types of the sanitation services indicated that there are positive prospects of securing provided to the communities in the Municipality namely; supply from the Glen-Alpine Dam as feasibility study was dry sanitation (VIP toilets) and the waterborne sewerage. done by the Department of Water Affairs (DWA), also The VIP toilets are provided in the rural communities and aiming at securing a license transfer from agricultural to sewerage services provided in the towns such as domestic use for the source. The bulk capacity at areas Senwabarwana and Alldays; and will soon be provided in already supplied to RDP standard will be increased the new settlement at Tolwe. should the project be successful. Another source of supply is the Glenfirness (Blouberg) Dam, which already VIP Toilets projects have been previously completed in has infrastructure that needs to be upgraded as it has now sixty six (66) settlements within the Municipality. aged. The Glenfirness (Blouberg) Dam previously supplied water to a reasonable portion of the Blouberg 9.2.34. CHALLENGES municipal area. Refurbishment and/ or replacement of The current percentage of the backlog for sanitation is such old infrastructure can augment supply to high. There are budgetary constraints with regard to the communities. provision of the service to cover the whole municipal area. There is always a challenge of water borne disease There is a need for the enforcement of service level outbreak particularly in areas where the water table is agreements (contracts) that CDM has with its service high. providers for the implementation of water projects in order to ensure successful completion of the projects. The other challenge is with regard to substandard VIP structures constructed that are not lined from The municipality should endeavor to comply with the underground. Most of the previously constructed VIP green drop standard. toilet units have full pits, but cannot be emptied due to lack of resources. The water catchment facilities should be constructed in almost all areas where there are mountains as lot of water There is also shortage of maintenance personnel for is being wasted. The resuscitation of existing catchment sewer treatment works/ waterborne sewer (1 x Sewerage areas should be prioritized taking into account that maintenance Camp at Helen Franz responsible for programmes such as Community Works Program me and Senwabarwana and Alldays) EPWP staff be used alongside municipal officials and available equipment. This will be in line with the municipal 9.2.35. INTERVENTIONS vision of turning prevailing challenges into opportunities The district municipality has increased the sanitation for growth and development…as the benefits will be two budget for 2015\16 financial years. The Municipality has fold. The first benefit is that unguided and destructive resolved to prioritize the service for the areas with high surface run-off will be contained and the second benefit is water table such as Ga – Mamadi (Taaibosch), Eldorado, that the contained water in the catchment areas will be Innes and Slaaphoek, as well as fast developing areas put into good use for both agricultural and tourism such as Witten. Furthermore, provision is been planned beneficiation and the boost to the local community will be for new settlements such as Tolwe whose general plan is immense. to be approved by the office of the Surveyor-General. There is also provision from the Department of Human The separate drinking facilities should be constructed Settlements for rural areas VIP toilets. A major challenge solely for animal drinking to curb the practice of people is the growing settlements that put huge demand of the sharing water with animals. The Department of service. Agriculture should be roped in to play a meaningful role in this regard. There has been an intervention from the Department of Human Settlements to assist the Municipality with the eradication of sanitation backlog by initiating a Rural Household Sanitation Programme, whereby R26, 5
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million has been allocated to the Municipality over three However, poverty levels, as well as lack of knowledge on (3) financial years (2010/11 to 2012/13). The Municipality environmental preservation have rendered the area prone prioritized three (3) Villages, namely; Witten, Ga - Mamadi to many environmental challenges. This is because most and Eldorado. people rely on natural resources such as wood, soil, plant and animal life for their survival. Other forms of intervention in the provision of sanitation is the provision of low cost housing by COGHSTA and such Alien Plant and Animals provision is accompanied by the inclusion of VIP toilets. There is a prevalence of alien plant in most of the areas 10. ENVIRONMENTAL ANALYSIS of the municipality. The most affected areas are found in 10.1. STATUS QUO the ward 20,21,05,06, 16, and 13. The municipality has a rich availability of flora and fauna which needs to be preserved for current and future The prevalence is coupled with the increase in the alien generations. Further, the municipality has a rich cultural animals in the form of donkeys. These animals destroys and historical background linked to its natural resources. the vegetation where ever they exist. The Blouberg Mountains and the Makgabeng mountains, . Deforestation- as well as the Mogalakwena River contain such The problem is prevalent to the rest of rural areas of abundance. This is augmented by the existence of Blouberg and has done extensive damage at areas such wetlands at Senwabarwana, Gemarke (Bobirwa) and as Taaibosch, Makgabeng, My-Darling. Tlhonasedimong. . Land degradation 10.2. SOIL AND GEOLOGY Storm water flowing from the mountain ranges cause a lot The Environmental Potential Atlas of Southern Africa of severe soil degradation in areas such as Ga-Kgatla, (ENPAT) classifies soil types in terms of their agricultural Leipzig, Inveraan, Buffelshoek, Stoking, Mokwena, potential. In the municipality are three types of soils and Burgerreght, etc. this is further compounded by illegal they differ with regard to their agricultural potential. sand mining which accelerate soil erosion. 1. High Potential Soils- These types of soil is suitable for . Overgrazing and drought agricultural development and it is found in the areas The area is reliant on stock farming and most of the along Blouberg mountains and Mogalakwena river. It grazing areas are overstocked leading to overgrazing and is good for crop farming and livestock grazing. the resultant drought which comes every two years. One 2. Moderate Potential Soils-The soils are moderate and can safely say given poor rainfall patterns and excessive often used for subsistence farming and are found in heat the all the Blouberg area can be classified as a dry the southern and eastern part of the municipality area. Overgrazing is also caused by insufficient grazing camps and lack of adequate control over livestock. 3. Low Potential Soils-The soil is not suitable for agricultural development because they have very low . Illegal poaching of wild animals clay content and they are widespread in the north- The problem is prevalent to the three nature reserves eastern and southern parts of the municipality such as Langjan, Maleboho and Blouberg nature reserve and this has a devastating effect on the fauna of such 10.3. SOIL POTENTIAL ecosystems. Other areas affected by illegal poaching are private game reserves and farms especially along the Mogalakwena River.
10.5. INTERVENTIONS The municipality embarks on environmental campaigns to educate communities about issues of climate change, its adaptation and mitigation programmes. A programme on tree planting is done with stakeholders such as Venetia mine, DWAE and private donors.
Another intervention practice is the availability of a by-law to deal with sand mining.
10.4. CHALLENGES LEDET, through its environment wing enforces arrests to people found engaging in illegal poaching.
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11. SOCIAL ANALYSIS There is also shortage of standard clinics in the farming 11.1. HEALTH SERVICES areas of Tolwe, Baltimore, Maastroom and Swaartwater. 11.1.1. STATUS QUO There are still challenges of shortage of medicine There are 23 clinics, two health centres and one hospital. generally in the province Of the 23 clinics 22 operate for 24 hours. There is high number of people with chronic diseases in the The roads infrastructure leading to most of the clinics are municipality and the HIV/AIDS infection rate is also very bad. average. For the quarter ending December 2015 all the Patients have to wait for a long time to be attended by clinics including Helen Franz hospital the total number the doctors. that tested positive was 577 with the highest number recorded by Helen Franz hospital and Alldays clinic There is shortage of transport in the afternoons travelling having 44 followed by Seakamela clinic with 53. to the hospital.
The lowest number recorded was Alldays mobile with People still pay lot of money for the transport to Helen Franz hospital. zero followed by Sadu and Goedetrou with 02. There is 42 drop in centres in the Municipality with most of them There is shortage of six clinics in the municipality at not funded. The administration of the ARV drugs is now Tolwe, Milbank, Senwabarwana, Mamoleka and done in all the health facilities. Helen Franz is the only Dilaeneng village. hospital in the municipality while Ratshaatsha and 11.1.4. INTERVENTIONS Blouberg are health centres. There is a backlog of about The submissions for the construction of the clinics at seven clinics and one hospital in the municipality as Tolwe, Milbank, Puraspan, Senwabarwana and there are some wards with no clinic Mamoleka have been forwarded to the MEC’s office (Health Department).
Burgerreght clinic has been upgraded by the Department of Health while there are plans to upgrade Schoongezight clinic while a new clinic is planned for construction at Puraspan.
The local HIV-AIDS Council has been established and will go a long way in preventing and managing the scourge of the AIDS epidemic.
11.2. HOUSING 11.2.1. STATUS QUO Since 2000 there has been an allocation of over 6000 low cost housing units to communities of Blouberg with
Alldays and Senwabarwana being the biggest 11.1.2. NORMS AND STANDARD beneficiaries of such housing development programmes. The walking distance for one person to walk to the nearest The municipality, together with CoGHSTA, implemented health facility should be five kilometers. the first inclusionary housing project in Senwabarwana in 2009\10. There is still a backlog of over 2300 housing In case the radius is outside the area mobile clinic units and the provision of social housing units, as well as services is provided. All the clinics in the municipality community rental units in areas such as Senwabarwana provide the ARVs to the patients. and Alldays. Blouberg has a housing chapter in place. The department allocated 600 housing units for the 11.1.3. CHALLENGES 2016/2017 financial year and allocation was done in all There is a shortage of medical doctors and assistant the 21 wards. There is still a challenge of incomplete RDP nurses and nurses in most clinics and Helen Franz structures in some wards. For the financial year under Hospital. People still have to travel long distances looking review Tolwe was allocated only 50 housing units and for the ARV drugs. they are under construction.
The ambulances response time to calls leaves much to 11.2.2. CHALLENGES be desired. There is shortage of ambulance vehicles. Poor workmanship, the non-completion of low houses and the non-payment of local suppliers and labourers are
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some of the challenges that are associated with the 11.3.2. LEARNERS ENROLMENT provision of low cost houses to Blouberg communities. EDUCATION LEVEL Some incomplete houses date as far as the financial year EDUCATION MALE FEMALE TOTAL 2000 and very few of such have been completed through NO SCHOOLING 836 1200 2036 the rectification programme. Affected wards include wards 1, 2, 8 and 17. SOME PRIMARY 1214 1028 2241 COMPLETED 692 751 1443 Another challenge for the provision of housing units is the PRIMARY lack of strategically located land in areas such as Alldays, SOME SECONDARY 7636 9077 16713 plus delays in the finalisation of environmental GRADE 12 3286 4793 8079 authorization processes. There are still pockets of incomplete housing units in some wards. HIGHER EDUCATION 618 960 1578
11.2.3. INTERVENTIONS The provincial Department of Co-Operative Governance, 11.3.3. NORMS AND STANDARDS Human Settlements and Traditional Affairs annually The teacher learner ratio according to the departmental provide an allocation of housing units to cater for needy norms and standards is 1: 40 for the primary schools and qualifying citizens. A smaller fraction is allocated for 1: 35 for the secondary schools. emergency housing. Consumer education programmes The total walking distance to and from the school is 10 are being conducted to ensure that beneficiaries of low kilometers. cost housing get value for the houses built for them. The The learners who reside outside the determined radius CDM also provides tents as temporary relief for disaster are provided with scholar transport and bicycles. stricken families whose houses have been demolished by Every learner has access to minimum set of textbooks. disasters. The municipality, in partnership with the private sector and NGOs such as AMAHA, does provide emergency housing units to the destitute as was done 11.3.4. PRESCHOOLS recently at Avon, Buffelshoek and Werden. WARD AVAILABLE BACKLOG 1 2 9 Acquisition of strategically located land is a pre-requisite 2 2 5 for the provision of different typologies of housing and the 3 2 4 Department of Rural Development and Land Reform and 4 4 4 the National Housing Development Agency have been requested to assist in this regard. 5 3 4 6 4 2 11.3. EDUCATION 7 1 5 11.3.1. STATUS QUO 8 1 6 There are176 primary and 76 secondary schools in the 9 1 5 Blouberg area. The circuit offices are six and currently the 10 1 1 district office which is under construction in 11 0 6 Senwabarwana has been abandoned by the contractor 12 0 2 and the department is doing nothing about the matter. 13 3 4 There is one institution of higher learning which is the 14 2 5 Senwabarwana campus of the Capricorn FET College. 15 2 0 The detailed condition of the schools is in ward analysis. 16 2 3 There is shortage of Maths and Science educators in the 17 3 6 schools within the municipality. Some learners are 18 2 0 walking more than five kilometres to schools while in 19 3 0 some cases learners have been granted scholar transport 20 3 4 and bicycles 21 3 5 TOTAL 43 75 There are only 40 standard pre-schools in the municipality and the backlog is 91. All the settlements in the municipality have makeshift pre-schools structures. There are a total of 131 registered ECD centers of which 40 are standard structures and there is a backlog of 91 centers
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11.3.5. CHALLENGES The following are interventions for bettering The major challenge is the distance travelled by the provision of education: learners to and from the schools in the area, as well as Building of additional classrooms and new schools the conditions of school infrastructure as most of the Training of educators in content and methodology. schools were constructed by communities during the Conducting of winter enrichment classes Registration of the unregistered ECDs apartheid era. There is also a shortage of Maths and Provision of scholar transport and nutrition Science educators. There are storm damaged schools in programme the municipality and some have been fixed while others Provision of mobile classrooms are not. 11.4. SAFETY AND SECURITY 11.4.1. STATUS QUO There is shortage of classrooms, learning material and The municipality, with its 123 settlements, has a total of furniture in some schools. There is also a challenge of five police stations within the boundaries of Blouberg and overcrowding in some schools. There are few registered three stations outside the boundaries but serving ECD centers in the municipality and lots of them are settlements of Blouberg. The ones within Blouberg are in operating in the substandard structures. The funding for Senwabarwana, Alldays, Tolwe, Platjan, Eldorado and the ECD centers is a challenge as the communities are Saamboubrug while those outside the Blouberg borders responsible for the funding and remuneration of careers. but serving Blouberg are found in Mara, Mogwadi and Some areas require the building of schools. The old Gilead (Matlala). The most prevalent crimes occurring in dilapidated structures like Matsuokwane, Mphengwa, Blouberg are housebreaking, common assault, and theft Letswatla primary, Rasekhuta, Kgalushi and of diesel water engines. Makangwane schools require new structures. Selowe There is a backlog of four police stations in the Primary in Silvermyn is complete. Some schools have municipality as people still travel long distances to access been blown away by the storms. ser4vices from the stations. The scholar transport remains a challenge for some 11.4.2. CHALLENGES learners resulting in them walking for long distances to The main challenge with regard to the provision of the schools. There is a challenge of high drop out of school in service is the poor road conditions which make it difficult some areas. There is also higher failure rate in some for most residents to access the service. The functionality schools. There is a challenge of teenage pregnancy in of Community Policing Forums is also a challenge. schools. Prevalent crimes include theft and assault. The 11.3.6. INTERVENTIONS inefficiency of the police officers to deal with cases There is provision of scholar transport and provision of reported leaves much to be desired. bicycles to transport learners who travel long distances to The turnaround time in attending to cases reported also schools. Further, the provincial government provides leaves much to be desired. Some police stations school nutrition to all schools. The Department of Maleboho always complain about staffing and lack of Education construct schools annually though the backlog resources. still remains. New schools must be prioritized for Silvermyn primary school, Senwabarwana secondary 11.4.3. INTERVENTIONS school, and Taaibosch primary school while renovation of Currently the National Department of Safety and Security schools should prioritize Seiphi, Mochemi and Mokumuru. has approved the construction of a new police station at The municipality will engage the Department of Education Laanglagte and to upgrade the Tolwe police station. New to affect the desired intervention. The construction of new park homes for victims of crime are planned for at structures at Montz secondary and Matthews Phosa Eldorado (Maleboho Police Station). Regular crime secondary school in Senwabarwana is almost complete. awareness campaigns are being conducted by local police stations. There is a need for the establishment of a The municipality constructed four preschools in the satellite police station at Kromhoek and the municipality 2014\15 financial year while six preschools are under will approach the Department of Safety, Security and construction in the 2015\16 financial year. Of the six Liaison to effect such. The development of the municipal preschools under construction four are funded by the Community Safety Strategy will help identify other areas Municipal Infrastructure Grant while two are funded from that need crime prevention interventions. Plans of a municipal generated revenue. De Beers Consolidated mobile police station in Kromhoek are under way and it Mines contributed two preschools at Siaz and Grootpan will assist in the crime prevention in the area. Another through the implementation of its Social and Labour Plan. form of intervention is the provision of high mast lights to
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increase visibility at night and currently areas such as 12. KPA 4, GOOD GOVERNANCE AND PUBLIC Senwabarwana, Letswatla, Inveraan and Taaibosch are PARTICIPATION going to have implementation of such projects. 12.1. STATUS QUO ANALYSIS 12.1.1. BACKGROUND ON COUNCIL AND ITS 11.5. PUBLIC AMENITIES COMMITTEES 11.5.1. STATUS QUO In terms of governance the Municipality comprises of 41 All settlements have access to cemeteries though such elected public representatives of which 21 are ward are not formalized. There are three standard sports facility councillors while the remaining 20 are proportional at Eldorado, Alldays and Sekiding (Mampote). All other representatives’ councillors. Council, the highest decision areas have informal sports grounds. The Blouberg area making body of the municipality, has established has nine community halls. There is one Thusong service committees to help with the smooth running of council centre at Eldorado and it hosts the municipal offices, specific business. The primary committee of council is the Department of Education, Department of Agriculture, Executive Committee which is chaired by the Mayor and Department of Labour, SAPS and Department of Health consists of all chairpersons of portfolio committees. Six portfolio committees are in place, namely, Infrastructure THE TABLE BELOW REFLECTS AVAILABILITY AND BACKLOG OF STANDARD SPORTS FACILITIES WITHIN Development; Economic Development and Planning; WARDS Budget and Treasury; Community Services; Special Focus; Corporate Services. Over and above these WARD AVAILABLE BACKLOG 1 0 1 committees there are section 79 committees which report 2 0 1 directly to council and such committees include, Ethics 3 0 1 and Disciplinary Committee; Local Geographical Names 4 1 1 Committee; Petitions and Public Participation Committee; 5 0 1 and Municipal Publics Account Committee. 6 0 1 7 0 1 12.1.2. STAKEHOLDERS RELATIONS AND 8 0 1 TRADITIONAL LEADERS 9 0 1 The municipality has and maintains a system of 10 0 1 stakeholder relations. There are forums and structures of 11 0 1 maintaining stakeholder’s relations. Key among such 12 0 1 structures is the Mayor-Magoshi forum which meets 13 0 1 14 1 1 quarterly. There are five traditional authorities in 15 0 1 Blouberg, viz, Bahananwa Traditional Authority, Kibi 16 1 0 Traditional Authority, Babirwa Traditional Authority, 17 0 1 Seakamela Traditional Authority and Makgato Traditional 11.5.2. CHALLENGES Authority. The relationship with the five traditional The challenge is that sports and recreation facilities authorities within Blouberg municipality is very sound. In available do not have enough facilities such as high mast all key decision-making processes such as planning, lights for night games; athletic rubber tracks etc. Another approval, implementation, monitoring and evaluation of challenge with the amenities is on the available halls municipal programmes the five traditional authorities play which are not used as multi-purpose community centres a key role. Other structures that play a key role are the but are only used scarcely as normal halls. taxi associations, traditional healers associations and farmers’ unions 11.5.3. INTERVENTIONS The municipality, together with SAFA and private 12.1.3. SPECIAL FOCUS MATTERS partners, construct and upgrades sports and recreational The municipality has a special focus unit that looks into facilities annually. SAFA has to construct an artificial the interest of special focus groups within its area of soccer facility as part of its 2010 legacy projects. With jurisdiction. The unit is located in the office of the Mayor regard to community halls the municipality has moved and is staffed with three personnel, of which one is a way from normal standard halls and build multi-purpose person with disability. Special focus structures are also in centres. There are plans to construct the state of the art place. There is a forum for people with disability, a youth sports facility in Senwabarwana to move along with the forum and a women forum all with clear articulated growth of the town. The municipal plant and equipment programmes. shall always grade sports ground when they maintain and grade roads in those areas.
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12.1.4. WARD COMMITTEE SYSTEM the 2013\14 financial years to date the Blouberg IDP All the 21 wards have functional ward committees. assessments have been sustained at a HIGH rating. Council provides support to ward committees through a monthly stipend provided for in its annual budget. Ward 12.1.9. BY-LAWS committees meet bi-monthly and ward public meetings All critical by-laws, in line with the powers and functions are conducted every quarter for general feedback to of the Municipality have been developed and gazetted. communities. There is an annual conference for ward These include Standing Rules and Orders; Control of committees and it is held in the month of August. Public Nuisances; Billboards and Advertising; Undertakings that Sell Food to the Public; Solid Waste 12.1.5. COMMUNITY DEVELOPMENT WORKERS and Refuse Removal; Streets and Sidewalks; Pollution The municipality has a total of 18 Community Control; Water Provision; Sport & Recreation Facilities; Development Workers covering the 21 wards. The Abattoirs; Supply of Electricity; Libraries; Credit Control programme is funded by COGHSTA and jointly and Debt Collection; Cemeteries; Impoundment of coordinated with the municipality. There is a good Animals; Street Trading; and Sand Harvesting. The relationship amongst ward councillors, ward committees Municipality will have to prioritize by-laws dealing with and CDWs in the execution of municipal and government liquor trading in line with the appeal by the national wide programmes. government to do so.
12.1.6. COMMUNICATION STRATEGY 12.1.10. COMPLAINTS MANAGEMENT There is Communications Division in place and SYSTEM Communication Strategy was developed and approved The front desk personnel dealing with complaints and the by Council. The Division is headed by Communications Presidential and Premier Hotline queries have been Manager. The position of Communications Officer appointed. The suggestion box is also available for (Events and Outreach Programmes) has been filled members of the public to put in their suggestions. The during the 2011/12 financial year. There is public plan is to beef up the customer care centre with additional participation policy championed by the Speaker’s Office. call centre personnel. The municipality has established a website and a Face book page to interact with the cyberspace community. 12.1.11. RISK MANAGEMENT AND ANTI- CORRUPTION STRATEGY 12.1.7. AUDIT COMMITTEE AND RISK COMMITTEE The Strategy has been developed and approved by The Audit Committee is in place and the unit is supported Council. It was developed to curb eminent and future risks by the Manager: Internal Audit and an officer to assist the that could occur in the Municipality. The risk register has manager. The Audit Committee meets quarterly and been compiled with all sorts of risks being identified. The submits reports to council. The Manager serves as the Internal Auditor is the custodian of the strategy. The risk secretariat for the Audit Committee. The Audit Committee officer has been appointed to take care of risk in the also serves as the Performance Audit Committee and it institution. assists with the performance audit. 12.1.12. OVERSIGHT COMMTTEE\MUNICIPAL The Risk Management committee is in place and PUBLICS ACCOUNT COMMITTEE comprises of senior managers and is chaired by an The committee has been established and is functional. It external person. The committee sits on a quarterly. is comprised of all the members of the different political parties represented in the council. Initially the committee 12.1.8. IDP AND PMS was responsible for annual report only but it is now The IDP Division is in place and is responsible for the responsible for all the council activities. The annual compilation of the document and the facilitation of IDP programme of the committee has been developed and meetings. The same Division is responsible for approved by council. performance management in the Municipality. The IDP document is compiled in house and approved annually on 12.1.13. STAKEHOLDERS RELATIONSHIP time. The PMS Policy and Framework are in place and CHALLENGES quarterly institutional performance reviews are The major challenge is with regard to the non attendance conducted. The individual performance assessments are of meetings by some traditional leaders. The farmers are conducted quarterly up to the levels of unit managers. not paying for services such as assessment rates as they The unit provide the technical support during the always contest some policies and tariffs. The other assessments. For the 2012/2013 financial year the challenge is with regard to the demarcation of sites municipality’s IDP was rated as medium in terms of the illegally by traditional leaders. assessments conducted annually by the province. From
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12.1.14. INTERVENTIONS 12.1.21. COMMUNICATION STRATEGY The meetings between the mayor and traditional leaders CHALLENGES are scheduled to be held quarterly and they are The area that is not fully covered is the corporate reimbursed for the kilometres travelled to the meetings. branding. Most of the good work done is not covered. There is catering for every sitting and the meetings are There is a challenge of budgetary constraints for the held at the neutral places to avoid conflicts. In case of the programmes. The older generation is not IT literate and misunderstandings bilateral are done with the affected there is a challenge with the municipal website. parties. 12.1.22. INTERVENTIONS 12.1.15. SPECIAL FOCUS CHALLENGES The website manager has been appointed to deal with There is a challenge of budgetary constraints in the website management. The position for the IT manager division. The inability to provide the focus groups with has been filled. The budget for the IT has been increased. transport renders the formations dysfunctional. Lack of proper support is a deterrent for the committees to 13. KPA3, ECONOMIC ANALYSIS: LOCAL operate adequately. ECONOMIC DEVELOPMENT 13.1. STATUS QUO 12.1.16. INTERVENTIONS The table below depicts the employment status of the The budget for the special focus unit has been increased population in the municipality. and there is also funding committed for the transport of the committee members. The committees have been relaunched form the wards level.
12.1.17. WARD COMMITTEE SYSTEM CHALLENGES The major challenge is with regard to the acceptability of other ward committee members by their communities. Some ward committees are not reporting to the various meetings and the relationship with the indunas are not sound. The other challenge is with regard to the resignation and the time to fill the position taking too long.
12.1.18. INTERVENTIONS The office of the Speaker takes only 30 days to facilitate the filling of the position after having received the notice about the resignation. The ward committees are compelled submit programmes and attendance registers for the meetings where they have reported to the ward councillor
12.1.19. COMMUNITY DEVELOPMENT WORKERS CHALLENGES Not all the 21 wards have been covered with the dedicated community development workers. Some CDWs have to travel long distances to carry out their duties. Other CDWs have been assigned two wards. The far areas like farms are not serviced because they are not accessible.
12.1.20. INTERVENTIONS The submission was done with COGHSTA to appoint additional CDWs for the outstanding wards. Other racial groups should also be considered for the appointment to reflect on the demographics of the municipality.
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13.2. EMPLOYMENT STATUS BY GENDER
STATUS MALE FEMALE TOTAL
EMPLOYED 8584 7255 15839
UNEMPLOYED 3903 6328 10231 DISCOURAGED WORK SEEKER 1922 3276 5198 NOT ECONOMICALLY ACTIVE 23127 32627 55754 INCOME CATEGORIERS BY HOUSEHOLDS HEADS BY WARD Geography by Annual household income for Household weighted
800
R R 2
600 400
-
800
200 400
600
R 307 R 614 R 1 R 228
R38 R76 R153
- - -
- - -
R 9600 R 19 R
601 more or
- -
R 4800 R
-
No income No 1 R 4801 R 9601 R 19 R 601 38 R 201 76 R 401 153 R 801 307 R 601 614 R 001 R 1 228 801 457 2 R
93501001 183 73 210 499 422 129 59 2 2 2 0 0 600 7 0
93501002 228 106 255 552 438 115 60 3 1 0 1 457 0 6 1 93501003 205 119 253 474 402 83 26 1 7 0 1 0 8 93501004 193 94 210 377 389 69 27 3 9 2 1 0 5 93501005 224 170 318 657 416 96 37 3 8 2 1 3 2 93501006 195 104 204 426 508 128 44 3 5 0 1 2 2 93501007 228 111 282 551 537 124 43 2 5 3 1 3 5 93501008 164 81 140 410 306 99 38 3 1 3 0 1 8 3 93501009 435 170 373 536 488 114 64 5 1 0 1 1 1 3 93501010 416 157 341 498 445 143 59 4 1 1 1 0 2 4 93501011 311 122 288 447 385 142 45 3 1 2 0 1 4 1 93501012 334 107 230 701 497 143 73 7 2 1 2 0 3 7 93501013 271 115 181 425 405 119 48 3 7 0 1 0 0 93501014 232 130 212 514 382 122 34 2 7 1 1 1 9 93501015 329 154 256 442 329 98 93 5 1 1 2 2 6 8 93501016 247 101 221 363 382 128 85 5 9 2 0 0 2 93501017 307 108 215 508 435 103 67 5 1 1 0 1 1 4 93501018 411 149 338 514 434 159 11 7 2 3 4 0 5 5 1 93501019 1084 289 564 754 661 392 36 2 1 2 9 6 571 03 1
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93501020 219 140 234 433 385 96 50 2 6 3 1 1 3 93501021 297 103 263 1046 715 210 11 5 2 8 6 5 5 4 0 Blouberg 6513 270 558 1112 936 2812 15 1 3 5 34 27 3 8 7 1 07 42 48 6 Created on Tuesday, May 21, 2013 Statistics South Africa: Web page: www.statssa.gov.za Support: [email protected] Super CROSS. Copyright © 1993-2013 Space Time Research Pty Ltd. All rights reserved.
13.3. LOCAL ECONOMIC DEVELOPMENT breed. The area is known for its sweet veld and mixed STRATEGY grass which is good for cattle farming. There is a lot of The Municipality has an approved Local Economic game that is found in the area although prospects of Development Strategy (LED Strategy or Strategy) in extermination through poaching are a big possibility. place. The Strategy was revised in the financial year There is a new threat in the increase in the alien plant and 2011\12 and due to the capacity of the Municipality at that animals in the municipality. There are initiatives from the time an external service provider was appointed to department of agriculture to combat the alien plant in the develop such Strategy for the Municipality. The areas of Kgatla and My-darling, development of the Strategy was done with the maximum participation of all role players within the Municipality and The subsector of livestock farming is practiced in almost there were a series of public participation sessions to all sections of the community, though at varying degrees interrogate, input and inform the Strategy. and intensity of farming. In communal areas where land is scarce most farmers are practicing farming at a The Strategy notes the high levels of poverty, subsistent level with no access to research information dependency and illiteracy levels within the Blouberg area. and markets, while the white farming community practices The Strategy focuses on areas of comparative and livestock farming at a commercial level with access to competitive economic advantages within the Municipality markets and research information. Game farming is also and developed ways of using such to turn the practiced mainly in areas to the north and south western Municipality’s poor economic base around and make sure part of Blouberg. This includes the Alldays, Vivo, Tolwe, that the Municipality lives up to its vision of being‘a Maastroom and Baltimore areas. Private game farms are participatory municipality that turns prevailing challenges prevalent in such areas and this has attracted massive into opportunities for growth and development through tourist influx, especially during the winter hunting season. optimal utilization of available resources’. 13.3.3. Crop and vegetable farming The LED Strategy for Blouberg Municipality identifies the The area is well known for the production of tomato and following as key drivers of the local economy: potato products that are mainly sold to national and international markets. The Vivo area, Tolwe and 13.3.1. Agriculture Baltimore are good for potato production. The area is also There is abundant land which is mainly used for good for tobacco cultivation and pumpkins. agricultural development. The area consists of two economies in the farming sector - the established and 13.3.4. Tourism commercial white farming community and the less Due to the Municipality’s rich cultural and heritage established and subsistence black farming community. background the strategy identifies tourism as one of the The Strategy identifies even game farming as one of the key economic drivers. This is evidenced by the existence pillars of the agricultural sector especially the one of the rock art paintings at the Makgabeng Mountains, the practiced in areas around Alldays and the surrounding Malebogo\Boer battlefields which have been declared a farms. Provincial Heritage Site, the footprints of the missionaries at areas such as Leipzig and Milbank, the existence of The subsectors of the agricultural sector in the Blubber two nature reserves (Malebogo and Blouberg) as well as area are: the game farms which mainly attract international tourists. The Glen Alpine dam provides the municipality with the 13.3.2. Livestock and game farming opportunity to enhance tourism if developed to an Blouberg municipality has been identified as the suitable acceptable standard. Lot of fishing activities takes place for livestock farming particularly the Nguni and Bonsmara
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in the area. Most of the provincial traverse through the schools as well community development initiatives on municipality through to Botswana and Zimbabwe and with educational development. More still need to be done on the development of overnight accommodation the the mine’s social and labour plans to generate a huge municipality can benefit a lot. impact on socio-economic development. Other avenues of corporate social investments need to be clinched with 13.3.5. Retail and SMME development McCormick Property Development (owners of The Strategy recognizes the need for job creation through Senwabarwana plaza), Coal of Africa and Sanpark. SMMEs and retails as pillars of growing the economy and job creation. The Strategy notes the fact that local retail 13.4.2. ECONOMIC CHALLENGES sector has not been doing well in sustaining itself and The Blouberg municipal area, as a predominantly rural recommends that the Municipality be proactive in municipality, encounters economic challenges such as coordinating the retail and business sector and further high unemployment levels, high illiteracy levels, skills come up with ways of supporting their sustainability. The mismatch, and insufficient infrastructure to support job Strategy identifies nodal points such as Eldorado, Alldays creation initiatives. and Senwabarwana as areas where major retail should be encouraged. Three retail centres have been Local businesses have also not done well in sustaining established in Senwabarwana and there is also massive themselves. Most of them have either collapsed or being retail expansion in the town. A state of the art retail centre rented out to traders from India and North Africa. One of is currently under construction in Alldays while Eldorado the factors that might have contributed to such collapse retail development is under the processes of surveying of local businesses is the failure of such business and environmental studies, as well as finalization of land community to work as a team with a local chamber of disposal and acquisition processes business taking the lead. Another contributing factor may be the level of business acumen and training available at 13.3.6. Mining the disposal of local business practitioners, as well as the There are mining deposits which have a potential of age of such practitioners that hamper them to adapt to growing the economy and creating sustainable jobs if changing business environment for their sustainability. explored and mined to the fullest. Potentials of mineral deposits are found in areas such as Harriswhich 13.4.3. ECONOMIC INTERVENTIONS (platinum) and Arrie, Steamboat farms (pencil and coal, Interventions for addressing the economic challenges gold and other minerals). There is also a huge potential facing Blouberg cannot be attained without reflecting on for sand mining within the Blouberg area, especially in the vision, mission and priorities of the Blouberg areas such as Indermark and Eussorinca. Municipality.
13.4. JOB CREATION INITIATIVES 13.4.4. VISION Economic development, job creation and partnerships is A participatory municipality that turns prevailing the number one priority for the municipality and these was challenges into opportunities for growth and development demonstrated with the following sectors contributing to through optimal utilization of available resources. jobs created. SoutpanSolar project contributed to the 13.4.5. MISSION large number of jobs. It contributed 617 jobs, CWP To ensure the delivery of quality services through contributed 1337, Provincial EPWP contributed 592, community participation and the creation of an enabling Municipal EPWP contributed 170 and Capricorn District environment for economic growth and job creation EPWP contributed 50 jobs. The municipality’s capital projects contributed 103 jobs. The Municipality’s number one priority is economic development and partnerships. Interventions made so far 13.4.1. PARTNERSHIPS to turn the tide of the local economy include the In the implementation of its programmes and projects the establishment of the Blouberg Local Business Support municipality makes uses of strategic partners in both the Centre which was later on devolved to Limpopo Business public and private sector. Amongst some of the key Support Agency (LIBSA). The centre offers training and private partners in development is Venetia mine, MTN, mentoring to emerging business operators, assists with Coal of Africa, Sanparks (Mapungubwe world heritage the drafting of Business Plans, linkages and facilitation of site). The partnership with Venetia mine resulted in the business ventures. implementation of infrastructure development projects such as electrification of settlements, construction of
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The establishment of a local chamber\forum of annexure to this IDP. For the 2016\17 financial year the businesses is also an essential tool to be used to have grant allocation amounts to R214 050 000.00, while own business people speaking with one voice. revenue amounted to R62 245 612,80 out of a total revenue of R276 295 612,80. The total expenditure is Skills development, through the use of institutions of R312 397 744.28 which leaves a budget deficit of R36 learning is also a must. The local skills development 102 131,48. However, the deficit is on a non-cash item. strategy should seek to ensure that all learning programmes offered in the local institutions of learning The Auditor-General, in the 2014/2015 financial year respond to the needs and demands of the local, provincial issued a qualified audit opinion unlike in the prior year and national job market. where the municipality obtained the Unqualified audit opinion on the affairs of Blouberg Municipality with areas A tourism development strategy has been developed and of concern being Asset Management, Property, plant and the Municipality must lobby funding to implement equipment, Revenue management, supply chain programmes and projects identified. management, IT and record keeping. The challenge of a suspense account that has been giving the municipality a The review of the Local Economic Strategy has been disclaimer opinion has been dealt with. The municipality prioritized to ensure that all challenges referred to above issues out bills to its residents in Alldays and get the necessary attention and are addressed in a Senwabarwana on a monthly basis and the billing system holistic way. It is imperative for the credibility of the used is Venus. Strategy that service providers delve too much into the state of the retail sector, challenges encountered and Blouberg Municipality, being rural in nature, has causes of such challenges as well as possible long term challenges of a small revenue base. Because of the high solutions to such challenges for the attainment of the level of indigence and unemployment rate most of the economic liberation of the community. This will plug all municipal residents are unable to afford payments of leaks in the local economy. municipal services, rates and taxes.
14. KPA 5: FINANCIAL SUSTAINABILITY There is also a culture of non-payment by municipal Municipalities were designed with the objective of residents and this is mostly prevalent in the town of providing services to their communities in a sustainable Senwabarwana. As a result of this culture there is a high manner. To attain all objectives of local government as level of indebtedness and bad debts that have a bearing outlined in the Constitution there is a need for adequate on the capacity of the Municipality to raise the much resources. Most of the resources required for local needed revenue and sustain itself financially. It is against government to fulfill its developmental mandate require this background that the Municipality is currently that a Municipality be financially viable and sustainable. dependent on grants for its financial performance and if The municipality must be able to raise all potential the National Treasury was to stop funding to the revenue from available sources and must at the same Municipality the latter will close shop. time manage its financial matters to ensure there is sustainability. There is also a challenge of the reliability of the municipal billing system which at times does not reconcile 14.1. STATUS QUO information on bills issued and paid. Another challenge is Blouberg Municipality has the Budget and Treasury the reconciliation and integration of all IT systems that Department with four Divisions available to manage and have a bearing on the financial performance of the render the finance service. The Divisions are Income, Municipality. The Municipality currently uses Cash - Expenditure, Supply Chain and Budget. Sources of Focus for payment of creditors, Pay - Day for payment of revenue for the Municipality are external (grants and salaries, Venus for billing etc. Another challenge subsidies from the national and district spheres of throughout the years has been the bad audit opinion from government) and internal (own revenue sources). Key the office of the Auditor-General on the financial affairs of external sources include equitable share, municipal the Municipality, the main emphasis being a suspense infrastructure grant, integrated electrification grant, and account and asset management matters. financial management grant. Key internal sources of revenue include property rates, development fund, To give effect to sound financial management the electricity charges, traffic collections and sale of sites. A municipality has developed and adopted the following detailed reflection of the ratio of external and internal policies in line with the provisions of the Local allocation is reflected in the attached budget which is an Government: Municipal Finance Management Act:
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14.1.1. Tariffs policy 14.1.9. Payroll policy The policy was developed in terms of section 74 of the This policy provides guidelines and restrictions with Municipal Systems Act. It prescribes procedures and regard to the compensation of employees processes for calculating tariffs and their implementation thereof. 14.1.10. Funding and Reserves policy This policy makes provision for ways of dealing with 14.1.2. Indigent support policy funding as well as allocating reserves for usage of The policy aims at bringing relief to indigent excess funds. households through the provision of free basic services by both the municipality and other service 14.2. INTERVENTIONS delivery agents. The policy annually sets a threshold The Municipality has developed and adopted finance on the combined amount that families qualify for in policies in line with the requirements of the Municipal order to access free basic services. Annually a Finance Management Act. These include Budget ; Supply determination of two old age grants is used as a Chain Management; Assets Management; Investments; baseline. Tariffs; Assessment Rates; Debt Management and Credit Control; Rates; and Indigents. 14.1.3. Credit control and debt management policy The policy sets out processes and procedures for Because of challenges alluded to above a financial credit and debt collection, as well as mechanisms for turnaround strategy was prepared and included in the ensuring municipal customers pay for the services Municipality’s Turnaround Strategy (MTAS). consumed. This financial turnaround strategy entails, amongst other 14.1.4. Budget policy things, the following: This policy sets out the principles which must be Staffing and capacitating the Municipality senior followed in preparing a medium term revenue and management, senior councilors and staff in the expenditure framework budget. It further ensures that Budget and Treasury Department by enrolling them the budget reflects the strategic outcomes embodied for the Certificate Programme in Financial in the IDP and related strategic policies. Management with the Universities of Witwatersrand 14.1.5. Banking and Investment policy and Northwest. This policy was compiled in accordance with the Maximizing revenue generation and radically Municipal Investment Regulations and ensures that reducing municipal financial costs (Costs-down cash resources are managed in the most efficient and value-up approach) effective manner. It ensures that excess cash is A rigorous analysis enabling a response to key invested to generate revenue for the municipality. challenges; Ensuring that the Municipality sustains a path to long- 14.1.6. Cash management policy term financial health; The policy regulates the management of cash flow Being sensitive to the poor, in order to ensure affordability to all classes of households; 14.1.7. Supply chain management policy Producing a fiscally sustainable spending pattern; The policy is develop to give effect to the Preferential Integrating and improving all financial IT systems. IT Procurement and Policy Frameworks Act and the back-up systems must be made available to ensure MFMA by promoting fair, equitable, transparent, the continuous operation of the IT system and the competitive and cost-effective procurement of goods prevention of the unnecessary loss of data. and services, as well as disposal thereof. Ensuring that service delivery and development 14.1.8. Property rates policy and by-law agenda of the Municipality remain intact with the This policy and by-law are developed and Municipality focusing on financial stabilization, implemented to give effect to the Local Government: alternative funding, long-term capital planning and Municipal Property Rates Act by ensuring the competitive tariffs to support sustainability. municipality levy rates and taxes on rate able properties and the regulation of rebates and discounts To further attain a healthy financial status of the thereof. Municipality it is imperative for the Council to broaden the revenue and tax base. This can be attained by extending
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the municipal billing system to bill non-indigent Cleansing households in settlements that were previously not billed. Control of public nuisances On a monthly basis non-indigents should receive and pay for bills issued by the Municipality and all credit control Control of undertaking that sell liquor to the public and debt management policies must be applicable to Fencing and fences them. Ensuring the provision of facilities for the The appointment of field cashiers for all wards as a pilot accommodation, care and burial of animals project has been initiated to assist with the registration of Licensing of dogs indigent, attending to and referring general enquiries to the relevant offices, collection of money due to the Licensing and control of undertakings that sell food municipality. to the public
There is also a need to review the 3\5 financial year plan Administration and maintenance of local amenities which will articulate and implement the sustainability of Development and maintenance of sport facilities the municipal finances. Development and administration of markets The municipality has developed an action plan to deal Development and maintenance of municipal parks with issues raised by the office of the Auditor-General and recreation especially on property, plant and equipment, assets Regulation of noise pollution management, ways to deal with unauthorized, irregular and fruitless expenditure, as well as dealing with IT and Administration of pounds PMS matters. This has resulted in an improved audit Development and maintenance of public places opinion from a qualified opinion to an unqualified opinion on the 2013\14 AFS and audit of performance. The Refuse removal, refuse dumps and solid waste following year the municipality regressed in terms of the disposal audit opinion wherein the QUALIFIED audit opinion was Administration of street trading obtained. Provision of municipal health services Innovations are needed in the financial viability of the Electricity Provision municipality through the use of electronic payment 15.2. 8.2 ORGANISATIONAL STRUCTURES systems that will allow municipal clients to pay for The Council has five full time councillors and six portfolio municipal services, rates and taxes through the use of the committees headed by members of the Executive internet. Committee. There are five departments headed by the 15. KPA 6, MUNICIPAL TRANSFORMATION AND section 56 managers. The organisational structure is in ORGANISATIONAL DEVELOPMENT place and it is being reviewed annually with the IDP and 15.1. POWERS AND FUNCTIONS Budget. There is a clear alignment of the organisational The Municipality has the following powers and functions structure, municipal powers and functions referred to assigned to it in terms of section 84 (2) of the Act: supra) and the IDP. Currently the position of the CFO is The provision and maintenance of child care vacant following the incumbent resignation. All the key facilities. positions in the structure are filled safe for the CFO Development of local tourism position. Municipal Planning The Municipality has a staff complement of 232 Municipal public works employees and the vacancy rate as at the adoption of the Municipal Public transport IDP\Budget in May was sitting at 17employees.The non- Storm water management system filling of vacancies was occasioned by a moratorium on Administration of trading regulations the filling of posts due to the disestablishment of Aganang Provision and maintenance of water and sanitation Municipality. Administration of billboards and display of advertisements in public areas Administration of cemeteries, funeral parlous and
crematoria
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15.3. SENIOR MANAGEMENT POSITIONS offices, viz, Alldays, Eldorado, Harriswich, Inveraan and The position of the Chief Finance Officer is vacant, while Tolwe. The sixth satellite office has been established at the accounting officer is suspended and the matter is sub Langlaagte and shall be opened shortly. The traffic judice. services have also been decentralised to the Alldays and Eldorado satellite offices with only learners services All the other senior managers’ positions are filled and they offered. have also signed the performance contracts and assessments are conducted on quarterly basis. The 15.8. SWOT ANALYSIS position of the Chief Finance Officer has since been The strategic plan of any organization can be developed advertised. once the proper environmental analysis has been conducted. SWOT analysis has been identified as one of 15.4. EMPLOYMENT EQUITY MATTERS the strategic tools for environmental analysis. The The municipality has an employment equity plan in place. analysis focuses on the internal environment by While the status of the municipality indicates a male determining the Strengths and Weakness within the dominated administration strides have been made to organization. When analyzing the external environment address gender parity. At the top management there are the focus should be on identifying Opportunities and two female directors and two male directors and one male Threats facing the organization. The following SWOT municipal manager. There is a huge challenge on the analyses were identified after consultation with the role recruitment and employment of people with disabilities players as STRONG and Weak points and are illustrated and the plan is to embark on targeted recruitment of such in the table below: hence a database of people with disabilities has been compiled by the Special Focus Office. The STRENGTHS (INTERNAL) WEAKNESSES advertisements do not attract whites and other racial (INTERNAL) groups as they do not apply for positions. The target for Public participation Infrastructure the EEP in the previous financial year was to recruit at maintenance least six female middle managers and two whites in terms Internal capacity Revenue of the organizational structure. collection Effective council structures Grant dependent 15.5. SKILLS PROFILE AND GAPS Electricity infrastructure By-law The municipality has skills base comprised of personnel enforcement with general administration skills, some with artisan skills, Alignment of SDBIP and IDP Compliance with and few with financial management, engineering, SCM environment and town planning skills. There is generally Credibility of the IDP a shortage of people with financial, town planning and Improved Audit opinion engineering skills and it is difficult to attract and retain OPPORTUNITIES(EXTERNAL) THREATS such skills given the category of the municipality and the (EXTERNAL) revenue base. For the past years the municipality has lost Good relationship with Un availability of skilled personnel in the finance, town planning, traditional leaders land for engineering, auditing and town planning field. development Tourism Opportunities Unlicensed 15.6. HUMAN RESOURCE MANAGEMENT PLANS landfill sites AND POLICIES Municipality hosts one of six Land claims All the critical human resource policies have been kings in the province 100% complete electricity Lack of surface developed and adopted by Council, inter alia, infrastructure water Recruitment, Selection and Appointment; Subsistence Partnerships (mining houses Drought and Travelling; Induction; Placement; Overtime; Training and other NGOs) and Development; Accommodation; etc. The Strategic location Housing backlog Employment Equity Plan and Skills Development Plan are Mining opportunities Health facilities in place. backlog Glen Alpine dam as a source of High poverty level 15.7. DECENTRALIZATION OF MUNICIPAL potable water SERVICES High diesel The municipality has its head office in Senwabarwana, engines theft rate but has further decentralized its services to five satellite
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CHAPTER 3
STRATEGIES PHASE
REVIEWED IDP 2016/2017 57 Intergrated Development Plan 2016/17
16. SECTION NINE: STRATEGIES PHASE INTRODUCTION The attainment of these objectives and strategies will require the collective efforts of all spheres of government and the private sector. While there has been no commitment on these objectives from other spheres of government it is pre-empted that through the IGR fora there will be a buy-in and commitment of resources for the attainment of such. It should be noted that there is an observation that with the resources available at the national fiscus not all millennium development goals will be attained as planned.
IDENTIFIED STRATEGIES TO ADDRESS CHALLENGES IDENTIFIED IN THE ANALYSIS PHASE OF THE IDP 16.1. KPA 1: SPATIAL PLANNING AND RATIONALE STRATEGIC OBJECTIVES STRATEGIES ISSUES
1 Access to land To provide Acquisition of strategically located land with the assistance and housing different of the Department of Rural Development and Land Reform, housing the National Housing Agency and COGHSTA typologies to Development and implementation of a Land Use 10 000 Management plan. households by Development and implementation of master plans to guide 2020 the growth of settlements starting with growth points and To demarcate corridors of development sites where Formalization of existing settlements there is a need Implementation of tenure upgrading programmes to ensure security of tenure for residents Development and maintenance of good relations with traditional authorities Engaging COGHSTA on the provision of quality low cost houses as well as rental housing for the gap market Radical shift away from Apartheid style of segregated development according to class to the implementation of integrated human settlements along the breaking new ground policy Identification and demarcation of land for residential, business, agriculture and industrial purposes especially in areas of strategic importance Building the planning capacity of the municipal personnel
16.2. KPA 2: BASIC SERVICE DELIVERY
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STRATEGIC OBJECTIVES STRATEGIES ISSUES 1 Access to To provide clean Long term strategy is to move away from reliance on underground clean water drinking water to all water to reliance on surface water using the Glen Alpine and Blouberg villages according to (Masetheku) dams as major sources of water RDP standards by The District, as the WSA, must engage DWAE and Water Users the end of 2020 Association of the Glen Alpine dam and the Mogalakwena River to change the use of water from commercial agricultural use to domestic use The local municipality, together with the district, must review and implement the Water Services Development Plan which will also guide on the maintenance and upgrading of water assets to cover for the growth of settlements especially growth points and corridors of development. Develop systems to detect water leakages in communities Rehabilitation and maintenance of existing boreholes and water infrastructure Improvement of cost recovery strategy to curb wastage of water Identification of illegal connections and curbing them especially those affecting the rising main Implementation of a Free Basic Water strategy User paying for higher level of services The usage of term contractors to avoid water services interruptions Resuscitation and training of water committees in communities Embark on awareness campaigns on water saving techniques among community members To curb or reduce theft of diesel engine pumps there should be a change to electric water pumps and installation of tracking devices such as micro-chips Engage the Municipal Demarcation Board and CDM to grant powers and functions of water and sanitation to Blouberg Municipality. 2 Access to To provide each Construction of sanitation facilities that adhere to policy standards with sanitation household with a VIP the priority targeting areas where the underground water table is closer toilet according to to the surface National sanitation Enter into partnership with NGOs to fast track the provision of the policy standards by service 2020 Provision of Free Basic Sanitation to indigent households To have awareness User paying for higher level of services programmes in place focusing on health and hygiene related to sanitation 3 Access to To provide all Using own electricity license to electrify extensions in villages that have energy outstanding grown over the years since their electrification. services extensions with Soliciting ESKOM for the provision of electricity to extensions to reduce electricity by 2020 backlogs in areas of ESKOM supply To ensure minimal Having a fully functional local energy forum energy consumption Exploration of alternative sources of energy (non grid) by users as per the Development and implementation of an energy master plan national energy Provision of Free Basic Electricity to indigent households reduction strategy Embark on energy saving campaigns to reduce unnecessary energy To also ensure the consumption provision of electricity connections to settlement extensions
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4 Access to To tar additional 150 Engagement of Roads Agency-Limpopo on the tarring of roads roads and km of roads and re – especially the ones linking to nodes of economic activities storm water gravel 500 km of Engagement of the Department of Public Works and Roads for a access roads by the grading programme and adherence to such end of 2020 Sustaining and beefing up the municipal roads unit and capacity To grade internal building to the three clusters established streets on a Partnership with the local mining houses (De Beers and Coal of Africa) continuous basis to help in funding and implementing some of the programmes on To ensure access to building new roads and maintaining existing ones. storm water facilities Embark on programmes of upgrading some internal streets with the by al communities provision of storm water drainage facilities To construct low Coordination of roads development and maintenance water bridges Development of Integrated Roads and Transport master plan To build bus stop developments shelters and taxi Sustaining the local roads and transport forum ranks in strategic locations 5 Public To ensure all Engage public transport operators to extend areas of coverage as well transport settlements have as hours of operation access to affordable Embark on campaigns that promote the use of public transport and sustainable development especially to reduce global warming public transport by Construction of new taxi ranks and upgrading of informal taxi ranks 2022 Construction of taxis and bus shelters along major roads To ensure availability Capacity building to the taxi industry e.g. on business management, of infrastructure to safety awareness, customer care etc. support public transport To build capacity to the transport industry 6 Waste To provide and Development and implementation of an integrated waste management management improve waste plan management and Provision of onsite storage systems refuse removal to Establishment and operation of compliant\licensed landfill sites and 100% of the transfer stations population by 2020 Provision of regular waste collection Purchase and maintenance of additional waste bins, waste compactor and waste plant. Provision of environmental awareness of the detrimental effects of waste. Enlisting the services of contract general workers to rollout the function Integrating the CWP and EPWP and the use of municipal staff into the waste programme 6 Access to To ensure that all Building additional classrooms in areas with few classrooms educational learners have access Identification of inaccessible educational facilities facilities to education by 2018. Engagement of the departments of education and public works to Standard ECD provide the necessary infrastructure facilities-85% BY Fostering partnerships to achieve the objective 2030 Provision of learner with bicycles and scholar transport Establish and support Building of new schools learner ship Promotion of ABET projects programmes through Construction of early childhood educational facilities to all settlements SETAs with a minimum of five facilities constructed per year.
6 Access to To ensure that all Coordination of the establishment of and increasing clinics and mobile health residents in the centres in the area
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municipal area have Lobbying the Department of Health to upgrade old clinics such as access to primary Schoongezight and build new ones in areas outside the norm health care facilities Upgrading Ratšhaatšhaa and Blouberg health centers to be a fully within 5km walking fledged hospitals distance by 2020 Provision of mobile health facilities Establishment of a programme of volunteerism 7 Access to To give 80% of the Building of new post offices communication population access to Establishment of telecentres posts and Facilitating the increase in cellular network coverage by partnering with telecommunication major cellular operators to provide such by 2020 Supporting and encouraging the establishment of Thusong Service Centres (MPCC) Supporting and facilitating the establishment of a community radio station Establishing a local publication and newsletters 8 Emergency To provide 100% of Development of a disaster management plan services the population with Building emergency stations access to emergency services by 2018
09 Sports and To ensure and Encouraging people to participate in sporting activities recreation improve access to Construction of multipurpose sports complex recreation and Renovation and upgrading existing sports grounds sporting facilities to Diversification of sporting codes 90% of the population Encouraging coaching clinics and sporting competitions by the end 2018 To promote the effective use and maintenance of sports facilities 10 Environment To provide a sound Adoption of Integrated Environmental Management principles for all environmental development projects conservation and Development and conducting environmental awareness campaigns management plan. Exploration and promotion of alternative energy sources which are not To have a well harmful to the environment. coordinated Ensuring compliance with environmental laws, especially NEMA. environmental strategy by 2020 11 HIV-AIDS To reduce and Co-coordinating and supporting municipality – based AIDS awareness prevent the infection in conjunction with the Department of Health and Social Development of HIV-AIDS related Developing HIV-AIDS support programmes deaths by 2030 Partnering with the private sector to deal with the scourge of HIV. To establish programmes to deal with the effects of HIV-AIDS, especially for AIDS orphans To encourage home based care
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16.3. KPA 3: LOCAL ECONOMIC DEVELOPMENT STRATEGIC OBJECTIVES STRATEGIES AREA 1 Economic To promote job Reviewing current LED strategy and subsequent development creation in the implementation through partnership municipality by Planning and coordinating LED activities 6% annually Supporting entrepreneurial development To create and Supporting and promoting local procurement promote LED Implementation of local empowerment strategies that include initiatives in joint venturing in the implementation of projects the SMME Skills development and capacity building programmes for sector locals. To broaden the Engage the Capricorn FET College to ensure the curriculum skills base of offers market-related programmes the Develop a database of unemployed graduates and prioritize communities re-skilling where needed To acquire Engage the SETAs to assist on skills development strategically programmes for community members located land Lobby for the establishment of additional institutions of higher for economic learning development Supporting and promoting lab our intensive methods in community based infrastructure projects. Together with the provincial and national government there is a need to embark on programmes such as Community Work Programme and Expanded Public Works Programme to create a safety job net for local communities Place marketing and investor attraction (development of place marketing brochures and video and placing such on the municipal website) Identification of strategically located land and acquisition thereof Provision of preferential tariffs on rates and taxes to help in the expansion and retention of business, farms and industries Provision of supporting infrastructure such as roads networks, energy supply and water and sanitation supply to aid business development 16.4. KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION STRATEGIC STRATEGIC OBJECTIVES STRATEGIES AREA 1. Good governance Enhance total Sustain good community participation practice as and public community contained in the communication strategy participation participation Develop and implement action plan to address all Ensure the issues raise by the Auditor—General attainment of a Capacitate and strengthen the MPAC clean audit in line Establish and capacitate the risk unit and risk with Operation clean committee target of 2016 Sustain the functionality of the internal audit committee Establish an internal pre-audit committee
2. General To ensure forward Municipality to develop a growth and development planning(long term long term planning strategy (Blouberg Vision 2030) planning) in line with the Cluster development along nodes and corridors of national government development vision 2030 Quantify all backlogs and develop a priority list for all such backlogs as reflected in the tables below
REVIEWED IDP 2016/2017
16.5. KPA 5: FINANCIAL VIABILITY STRATEGIC STRATEGIC STRATEGIES AREA OBJECTIVES 1 Financial To increase municipal Development of a financial plan sustainability revenue base by 80% by Development and improvement of financial management 2018 policies in line with the Municipal Finance Management Act To recover all outstanding Reduction of operational expenditure by cutting down on debts by end of 2016\17 unnecessary costs financial year Update the valuation roll through the compilation of supplementary rolls so that revenue out of rates and To provide deserving taxes can be augmented indigents with free basic Employment of knowledgeable personnel services Capacity building to all municipal staff and councilors on financial management To improve the assets Update the indigent register from time to time management capacity of Beefing up cost recovery measures including the usage the municipality of debt collectors and cutting off services of defaulting
customers To ensure the Cost recovery awareness campaigns municipality complies with mSCOA Procuring or upgrading of financial system and ensure all municipal customers are on the billing system. Provide bills to all customers timeously on a monthly basis and ensure a dedicated customer care Centre is in place to deal with customers complaints on bills. Sustain the current pilot project of field cashiers Update the asset register Embark on a process of unbundling of municipal assets Provision of investment for excess money so as to generate additional income for the municipality Ensure the municipality is mSCOA compliant by establishing committees to drive the process, as well as the preparation of all infrastructure to enable compliance
16.6. KPA 6: MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT STRATEGIC STRATEGIC OBJECTIVES STRATEGIES AREA
1. Municipal To review the organogram to Review of the organogram to align with transformation align with the municipal powers powers and functions, especially with and organizational and functions regard to services decentralized to development To address the retention of satellite offices and service points skilled personnel by 2017 and Development and implementation of the the sustenance of such retention staff retention policy thereafter Development and implementation of a To address skills gaps credible WSDP especially to attend to To address the plight of special training and development in priority areas focus groups such as youth, such as Finance, Engineering, Auditing women, children and the elderly and Town planning To decentralize municipal Beefing up the special focus unit to have services to communities for them personnel responsible for children and to access such within reduced the elderly while sustaining and distances strengthening the existing youth and To promote employment equity disability desk. in the work place to reflect the Sustain existing satellite offices and representation of women, youth, establish new ones people living with disability and
REVIEWED IDP 2016/2017
other racial groups within the Assess the level of equity at the work demographics of the place and identify sectors that need to be Municipality. addressed in terms of equity targets, especially for the representatively of Whites and Indians
This section outlines the development objectives, strategies and projects to address the challenges affecting the Municipality. Municipality’s Objectives, Strategies, Projects
16.7. INFRASTRUCTURE SERVICES DEPARTMENT: APPROVED OBEJCTIVES, STRATEGIES AND PROJECTS Key Performance Basic Services Delivery Area (KPA)01:
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs: Implement of differentiated approach to municipal financing, planning and support. Improving access to basic services. Implementation of the community work programme. Actions supportive of human settlement outcome Priority Area Strategic Strategies Key Proposed MTERF Objectives performance project Budget(R) indicators Internal Street and To provide the Provide jobs to % construction of Construction R8.3000.000. Storm water. accessible road local Senwabarwana Of 3.5 infrastructure to communities by Internal Street kilometers of communities. implementing the and Storm Water Senwabarwana project a labour Phase 06. Internal Street To attract intensive way. and Storm investors to our Provide road Water Phase R6,500.000.00 area. surfacing with % construction of 06. paving blocks. Senwabarwana Internal Street Construction and Storm Water Of 1.1 Internal Street and To provide the Phase 05. kilometers of Storm water. accessible road Senwabarwana R6,500.000.00 infrastructure to Internal Street communities. % construction of and Storm Provide jobs to Indermark Water Phase To attract local by internal Street 05. investors to our implementing the and Storm Water. area. project in labour Construction R2.232.000 intensive way of 1.1 % construction of kilometers, of Dilaeneng Indermark internal Street Internal Street Provide jobs to and Storm Water and Storm local project phase 02. Water Phase R6 500,000.00 communities by 03. implementing the project a labour % completion of Dilaeneng intensive way. Avon internal internal street Provide road Street and Storm and storm surfacing with Water road. water project R6 500,000.00 paving blocks. phase o2.
REVIEWED IDP 2016/2017
% completion of Kromhoek Construction of OPEX internal Street 1.1 kilometers and Storm Water. of Avon internal street and storm water % completion of road phase 02. Kromhoek storm water control Berm Construction of 1.1 kilometers of Kromhoek internal street and storm water road phase 02.
Construction of 1.1 kilometers of Kromhoek Storm water control Berm
Sports Facility . To provide the -Provide jobs to % completion of Construction of R7000,000.00 Project. state of the art local work for the Senwabarwana sports facility communities by Senwabarwana sports complex to be used by implementing the sports complex. phase 01. local project a labour community. intensive way. . To develop -To implement sports in the the project in a area. multiyear system.
Land Fill Site R4000,000.00 . To promote % completion of Construction of healthy construction work Alldays land fill environment. for Alldays land site phase 01. To enable the . To provide fill site phase 01. recycling jobs to the companies to local collect waste community by implementing the project in Land Fill Site labour R3000,000.00 . To promote intensive way. % completion of environmental construction work Construction of Awareness. for Alldays land Alldays land fill To promote fill site phase 02. site phase 02. cleanliness in the municipality. To protect the community To provide jobs against to the local diseases. community by To promote implementing the cleanliness in the project in labour municipality. intensive way.
REVIEWED IDP 2016/2017
Early Childhood To promote early To provide jobs % of the Matoana Pre- R1.789,000.00 Development Centre childhood to the local completed School development. community by construction work To construct implementing the for Matoana Pre- state projecting labour School. of Art Pre- Intensive way. R1.789,000.00 School. Essauringa To enable kids to % of the Pre-School. develop in completed conclusive construction work R1.789,000.00 environment. for Essauringa Pre-School. Papegaai Pre- School % of the R1.789,000.00 completed construction work for Papegaai Pre- Mosehleng Pre- School. School. Early Childhood Development Centre % of the R1.789,000.00 To provide jobs completed To promote early to the local construction work childhood community by for Mooseling development. implementing the Pre-School. Sadu Pre- To construct project in labour School R1.789,000.00 state intensive way. of Art Pre- School. % of the To enable kids to completed R1.789,000.00 develop in construction work Milton duff Pre- conclusive for Sadu Pre- School. environment. School.
R1000,000.00 % of the Mamoleka Pre- completed School construction work for Milton duff R1.789,000.00 Pre-School.
% of the Barnen Pre- completed School construction work for Mamoleka Pre-School.
Ditatsu Pre- % of the School completed construction work for Barnen Pre- School.
% of the completed construction work for Ditatsu Pre- School.
REVIEWED IDP 2016/2017
High Mast Lights Crime To provide jobs % Completion of High mast light R1,464.516.67 prevention. to the local provision of projects for To strengthen community by streetlights/high Taaibosch. visibility during implementing the mast lights to the night. project lab our Taaibosch. To enable the intensive way. R1,464.516.67 community to % Completion of High mast light work during the provision of projects for night. streetlights/high Senwabarwana. mast lights to Senwabarwana R1,464.516.67
% Completion of High mast light high mast lights projects for installation for Letswatla R1,464.516.67 Letswatla village.
% Completion of High mast light provision of projects for streetlights/high Inveraan. R1,7000,00 mast lights to Inveraan.
% Completion of High mast light provision of projects for streetlights/high Senwabarwana mast lights to Phase 02 Senwabarwana Electricity Provision To provide To create jobs for % completion 64 Electrification of R 1731 021,60 continuous the local electrification of villages of sustainable and communities. Terrebrugge, Terrebrugge, reliable To implement the Mankgodi, Mankgodi, electricity project lab our Rosenkrantz, Rosenkrantz, intensive way. Mamehlabe and Mamehlabe and Ngwanallela Ngwanallela
Electrification of To provide To create jobs for % completion 64 Electrification of R569 600 Prospect Extension continuous the local electrification of Prospect sustainable and communities. Prospect village extensions reliable To implement the extensions electricity project lab our intensive way. Construction of the To provide To create jobs for % of the Construction of R2,5million bridge access to the the local construction work the Cooperspark neighbouring communities. done on the bridge villages between To implement the bridge of Cooperspark project lab our Cooperspark and Pink- intensive way. Sebotse
REVIEWED IDP 2016/2017
Renovation of the hall To provide the To create jobs for % of the Renovation of R800 000.00 community of the local renovation work the Cooperspark Cooperspark communities. done on the community hall with the structure To community hall that is habitable implement and user friendly. the project lab our intensive way
R To provide . To create % completion Electrification of ALLOCATION continuous jobs for the electrification of villages FROM INEP IS sustainable and local Dithabaneng, Dithabaneng, R9000,000.00 reliable communities. Grootpan, Grootpan, electricity supply. . To Sampson Sampson implement the project lab our % completion Electrification of intensive electrification of village Old long way. Old long sign, sign, Lekgwara Lekgwara. To provide continuous % completion Electrification of sustainable and electrification of Kgatlu. reliable Kgatlu. electricity supply. To create jobs for the local % completion Electrification of communities. electrification of Aurora. To Aurora. implement the project labor % completion intensive electrification of Electrification of way. Byswater, Non Byswater, Non Parella, Sadu, Parella, Sadu, Swartz, Norma Swartz, Norma A&B, New A&B, New Jerusalem and Jerusalem and Tolwe. Tolwe.
% completion Electrification of electrification of Non Parella. Non Parella
% completion Electrification of electrification Montz, Montz, Normandy and Normandy and Witten Extension Witten Ext Operation and To ensure proper Resuscitate all No of KM of Grading of R1,5000,000.00 Maintenance of maintenance of three road internal street internal streets. internal streets and all surfaced, camps. graded. related community gravel internal No of KM of Regarding of OPEX facilities. streets and Purchase/lease internal street internal streets. access Road of new plant and graveled. related storm equipment. water control and No of Sports Maintenance of R100,000.00 community Ground graded. sports grounds facilities. project.
REVIEWED IDP 2016/2017
Repairs of all existing plant and machinery. 16.8. DEVELOPMENT PLANNING SERVICES: APPROVED OBEJCTIVES, STRATEGIES AND PROJECTS
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs : Implement a differentiated approach to municipal financing, planning, and support
Priority Area Strategic Objectives Strategies Key Performance Proposed MTREF Budget Indicators Projects ®
Strategy and To manage and co- Annual Number of Review of R450,.000.00 Planning ordinate the 5 year Review of IDP/Budget IDP/Budget IDP/Budget Process Plan IDP/Budget reviewed within the Municipality. in line with annually. the MSA, Number of Strategic 2000 and Strategic Planning MFMA, Planning-Sessions Sessions and 2003 and public public requiremen consultations consultation ts. held. convened
Occupational To ensure that the To develop % of employees Occupational R20,000.00 Health and safety of the employees the without injuries Health and Safety is guaranteed. occupation Safety al health and safety plan. To regularly workshop the employees on the safety measures in the workplace
REVIEWED IDP 2016/2017
Employment To ensure that To reserve % of the Employment OPEX Equity and recruitment is done in particular recruitment done Equity and Labour line with the level of in line with Labour relations Employment Equity positions employment relations Plan for female, equity. disabled and whites. Evacuation To ensure safety of To develop Evacuation Plan Evacuation OPEX Plan employees during the Plan disaster/danger evacuation plan. To design the exit points during accidents Decentralizati To ensure that municipal To establish Functional Decentralizatio OPEX on services are the satellite satellite offices n of municipal decentralized to satellite offices at the services offices. strategically To ensure that located communities access areas. services within the walking distance. Performance To ensure that the To review Assessment Performance R168,540.0 Management work of all the the PMS Reports management 0 employees is managed policy. system and monitored. To implementatio To measure quarterly n performance of the measure, institution and all the review and employees. evaluate the performanc e of the employees.
REVIEWED IDP 2016/2017
16.9. FINANCE DEPARTMENT: APPROVED OBEJCTIVES, STRATEGIES AND PROJECTS Key Performance Area (KPA) 04: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs 1 & 7: • Implement a differentiated approach to municipal financing, planning and support • Administrative and financial capability Priority Area Strategic Strategies Key Performance Proposed MTERF Objectives Indicators Project Budget ®
Budget To effectively and Number of credible Budget OPEX compliance efficiently budget prepared, tabled compliance manage the to and adopted by financial affairs of council as per the the municipality. prescribed budget process timelines in the MFMA
Financial Monthly reporting Number of accurate Financial OPEX
reporting of finance budget reports reporting processes. - submitted to executive committee monthly (Sec 71 and 72)
Prepare and . submit credible annual financial Number of annual statements to financial statements
treasury and AG. and performance report to the Auditor General
by 31st August. To effectively and Number of mid-year efficiently financial statements manage the submitted to Treasury financial affairs of by the 31st January. the municipality. Treasury Monthly Number of monthly bank Treasury OPEX
management monitoring over reconciliation prepared management the financial processes Number of cash flow regarding cash projection reports flow prepared management. Number of petty cash replenishment performed
% of revenue collected OPEX
REVIEWED IDP 2016/2017
Revenue Implementing Number of debtors’ Revenue Management revenue reconciliations management enhancement performed. strategy. Collection of revenue To effectively and billed. efficiently manage the financial affairs of the municipality. Monthly Number of VAT VAT OPEX completion and reconciliations Reconciliation submission of performed. VAT returns.
Compile a general Number of certified Blouberg General R1,8000.00 valuation roll for general valuation roll Valuation Roll the financial years compiled 2016-2020
Expenditure Adhere to service % creditors reconciled Payables. OPEX management standards and and paid within 30 days. MFMA for payment of Number of petty cash liabilities reconciliations performed
Accurate payment Number of payroll runs Employee OPEX of salaries and and reconciliations benefits. related costs performed
monthly.
SCM – Development and Number of municipal Demand OPEX Demand Implement the procurement plan management. Management procurement plan. developed and implemented.
Update municipal Number of municipal database for database for Service Service Providers updated. Providers.
Conduct market Number of reports on analysis for goods market pricing trends. and services.
SCM – Issue orders for % of orders issued on Blouberg OPEX Acquisition goods and time. Procurement Management services before Plan (Demand delivery of Management services. Plan)
REVIEWED IDP 2016/2017
Monitor % of complaints on performance of service providers service providers addressed.
Prepare and No of bids evaluated, submit bid adjudicated, awarded documents for and contract signed. evaluation, adjudication award and contracting.
Financial To develop the Timeously compiled and Financial OPEX Report process plan in submitted reports. statements line with MFMA and MSA
Financial To revamp the Credible system Financial R919,860.58 System financial system systems
Free basic To ensure that Indigent register Free basic OPEX Service indigents forms services Services are completed by all relevant beneficiaries.
Debt To implement % of the debt recovered Debt OPEX debt control management policy.
To develop a database of all debtors.
Revenue To implement % of the projected Revenue OPEX enhancement revenue revenue collected Enhancement enhancement strategy strategy.
Assets To implement the Assets management Assets and R2000,000.00 assets policy inventory management management policy.
Free Basic To provide the To enable the indigent Provision of free R5.3 million Electricity deserving resident to access the basic electricity households with free basic electricity free basic electricity
REVIEWED IDP 2016/2017
Free Basic To provide the To enable the deserving Provision of free R3,3 million Alternative deserving households to access basic alternative Energy households with the free basic alternative energy free basic energy alternative energy
Free Basic To provide the To supply all the Number of Provision of free R2.5 million Water deserving households with households supplied basic water households with free basic water with free basic water free basic water
REVIEWED IDP 2016/2017
Key Performance Area (KPA) 0 5: Good Governance and Public Participation
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs 5: Deepen democracy through a refined ward committee model
Priority Strategic Objectives Strategies Key Performance Proposed Project MTER Area Indicators F Budge t ®
Oversight To build accountable and Provide Number of oversight Oversight reports and R191, transparent governance support to reports generated meetings 012.0 structures responsive to oversight and meetings 0 the needs of the structures. coordinated. community
Council To provide strategic and Provide Number of Council Council and OPEX support administrative support to secretariat and Committee committee meetings the Mayor, Speaker, and support to meetings Chief Whip, Councilors and Council and coordinated and Traditional Leaders. its supported. committees
Public To engage in programmes Enhance Number of public MPAC Public R191, Participati that foster participation, public participation hearings 012.0 on interaction and partnership participatio programmes held 0 n and accountabili Council Public R600, ty Participation 000.0 Programme 0
Ward Committees R3,35 support 9,393. 74
Ward Committee R1000 conference ,000.0 0
Ward Public meetings R1,06 0,000. 00
IDP Public R450, participation 000.0 0
REVIEWED IDP 2016/2017
Izimbizo OPEX
Internal To provide independent Perform • Number of risk Internal audit OPEX Audit objective assurance and internal based internal audit consulting activities of the audits plan approved. • Number of internal control systems, quarterly reports risk management and produced. governance processes.
Audit To strengthen Review, • Number of Audit Committee R318, Committee accountability through analyze meetings activities 000.0 proactive oversight. municipal coordinated 0 reports and policies and make recommend ations
External To ensure that issues • Coordin • % of request and Management of OPEX Audit raised by AG are ation of queries responded external audit. adequately addressed. external on time audit • Number of audit process steering committee • Monitori meeting ng of the action plan Clean To ensure that the To address • Number of issues Clean Audit OPEX Audit municipality attains clean all the addressed 2015/2016 audit by 2014. issues raised in the Ags report
Risk To protect the municipality Developme Number of risk Developments of Risk R67,4 Manageme from potential risk. nt and register developed. register. 43.00 nt coordinatio n of risk manageme nt register.
Coordinate Number of risk Risk committee OPEX and monitor committee meetings meetings adherence coordinated to risk manageme nt plans.
To ensure reduction of To conduct Number of Awareness OPEX fraud and corruption within awareness awareness campaigns the municipality campaigns campaigns
REVIEWED IDP 2016/2017
Security To protect the municipal • Provide • % reduction of • Access control and R4000 Manageme properties and employees sound incidents reported. surveillance cameras ,000.0 nt against potential threats. physical • Provision of 0 security physical security services to all municipal premises and employees
Special To promote the needs and Coordinate; • Number of • Children R636, Focus interests of special focus advocate, Children development 000.0 groupings. capacitate; Development Programme 0 Programs • Disability mainstream coordinated. development , monitor • Number of • Programme and To provide special focus Disability • Women evaluate Development development groupings with equal special Programs programme opportunities on services focus coordinated. • Older person delivery by 2018. programs. • Number of Women development Development programme Programs • Youth coordinated. Development • Number of Older Programme persons Development Programs coordinated. • Number of Youth Development Programs coordinated. To reduce by 50% the rate Coordinate; Number of HIV & HIV & AIDS campaign OPEX of new HIV/AIDS infections advocate, AIDS programmes by 2018. capacitate; coordinated. HIV & AIDS mainstream Research, Monitoring , monitor and Evaluation and evaluate special focus programs.
To provide communication • Enhanc • Number of Corporate Image and R280, Communic support services, public e the communication and profiling programmes 900.0 ation liaison, marketing building of corporate branding 0 managem management. Corporate strategy reviewed ent Image and • % of corporate profiling profiling on radios programme and magazines s of the • Number of paid Municipalit interviews y conducted and organized on radio.
REVIEWED IDP 2016/2017
• % of publicity materials procured
• Establis • Number of Media Relations OPEX h and interviews maintain broadcasted and partnership printed s with media houses by • Number of media issuing statements issued media statements , organizing • Number of and speeches coordinatin developed as per g briefings request. and also by • Number of media preparing articles written speeches for the Political principals • Advertis • % advertising of Advertising R318, e all requested municipal 000.0 municipal activities on print 0 activities and electronic on print media and electronic media • Ensure • Number of • Publications OPEX that all newsletters printed municipal • Number of IDP, publication Budget speech and s are annual report designed, produced and printed and printed. produced • Number of diaries and calendars provided. • % of request for brochures, videos and other publications produced and printed • Ensure • % of municipal • Publicity R318, that all 000.0 0 Municipal Programmes programme communicated and s are 75publicized communica ted and publicized • Ensure % of institutional • Events and OPEX that all events municipal
REVIEWED IDP 2016/2017
events are well coordinate • coordinated and Stakeholder Stakeholde video produced coordination r • Number of participatio stakeholders n and meeting coordinated events are • Number of coordinate information sharing d and sessions organized coordinated. SDBIP To ensure that the SDBIP • To • SDBIP SDBIP OPEX is developed in line with the ensure that relevant legislations the target IDP Process Plan set out in the IDP are implement ed Annual To ensure that the annual • To • Compliant annual Annual performance OPEX performan performance report is consolidate performance report. report ce report developed, adopted and all the submitted as per quarterly legislation. performanc e reports into annual report. Annual To ensure that the annual • To • Compliant annual Annual Report OPEX report report is developed, consolidate report adopted and submitted as d all the per legislation. quarterly reports into annual report IDP To ensure that the • To • IDP process IDP Process Plan OPEX Process process of reviewing develop plan Plan IDP/Budget is done in the IDP line with the legislation Process plan
Key Performance Area (KPA) Spatial Planning and Rationale 03:
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs: • Implement a differentiated approach to municipal financing, planning, and support • Implementation of the community works programme; • Actions supportive of human settlement outcomes Priority Area Strategic Strategies/Interventions Key Proposed MTREF Budget ® Objectives Performance Projects Indicators
REVIEWED IDP 2016/2017
Land Use To provide To enlist the services The developed Land Use R1,200,000.00 Management the of the town planners and approved Management Scheme municipality and conveyances to scheme. scheme with the assist in the project plan to and to involve the better residents in the manage the project. land use.
Functionality Training of the Local To name streets Alldays and R400 000 of the Local Geographical names and public Senwabarwana Geographical committee features in street naming Names Public consultations Senwabarwana project Committee and Alldays townships
Climate Planting of trees as a No of trees Blouberg tree R2800,000.00 Change climate change mitigation planting projects planting strategy implemented. projects Community awareness on climate change Township Identification of strategic To establish Tolwe township OPEX Establishment land for human settlement township at establishment development. Tolwe Ensure that EIA is conducted in all the identified places for development. Provision of related infrastructure services. Human Identify the beneficiaries Number of Integrated OPEX Settlement of low cost houses. beneficiaries Human Inspect the quality of the identified. settlement houses constructed. provision to Assist with the Number of the identified establishment of the houses communities of project steering inspected Blouberg committees. through the Number of provision of low steering cost houses committee established.
Land Use To implement LUMS to % Land use OPEX the latter. implementation management To regularly hold of LUMS Action meetings with plan traditional leaders on the land issues.
REVIEWED IDP 2016/2017
CHAPTER 4 PROJECTS PHASE
REVIEWED IDP 2016/2017
17. BASIC SERVICE DELIVERY PROJECTS 17.1. THE FOLLOWING PROJECT IS IMPLEMENTED BY ADDITIONAL FUNDING OF R5 MILLION FOR TREASURY (2014/2015) PROJECT IMPLEMENTING AGENT PLACE/WARD/VILLAGE BUDGET
Transfer Station BLM Taaibosch R5000,000.00 (construction stage)
17.2. THE FOLLOWING PROJECTS ARE IMPLEMENTED BY OWN FUNDING (2015/2016) PROJECT IMPLEMENTING AGENT PLACE/WARD/VILLAGE BUDGET
Pre-School BLM Papegaai R1,750,000.00 construction
Pre-School BLM Ditatsu R1,750,000.00 construction
High Mast Lights BLM Senwabarwana R1,5000.00 construction
17.3. PROJECTS FUNDED BY THE ADDITIONAL MIG FUND FROM THE NATIONAL TREASURY FOR 2015\16 17.3.1. THE IMPLEMENTATION OF THESE PROJECTS WILL OVERLAP NTO THE 2016\17 FINANCIAL YEAR PROJECT IMPLEMENTING PLACE/WARD/VILLAGE BUDGET AGENT Construction of Senwabarwana BLM Senwabarwana R8,3000.00 internal street and storm water project Phase 06 Construction of Senwabarwana BLM Senwabarwana R7000,000.00 Sports Complex Phase 01 Alldays Landfill site BLM Alldays R4000,000.00
Construction of Inveraan High Mast BLM Inveraan R1,464,516.00 Light Construction of Dilaeneng Internal BLM Dilaeneng R2,232,000.00 Streets and Storm water project 17.4. THE FOLLOWING PROJECTS ARE IMPLEMENTED BY MUNICIPAL OWN FUNDING (2016/2017) PROJECT IMPLEMENTIMG PLACE/WARD/VILLAGE BUDGET AGENT
Pre-School BLM Barnen R1,789,000.00
Pre-School BLM Mamoleka R1,789,000.00
17.5. 2016\2017 MUNICIPAL INFRASTRUCTURE GRANT PROJECTS PROJECT IMPLEMENTING AGENT PLACE/WARD/VILLAGE BUDGET Senwabarwana Internal Streets and BLM Senwabarwana R6,500.000.00 Storm Water Project Phase 05
Avon Internal Streets and Storm BLM Avon R6, 5 00. 000.00 Water Project Phase 02
REVIEWED IDP 2016/2017
Indermark Internal Streets and Storm BLM Indermark R6,5 00 000.00 Water Control Phase 03
Kromhoek Internal Street and Storm BLM Kromhoek R6,500.000.00 Water Project Phase 02
Construction of Preschool BLM Eussoringa R1 789, 000.00
Construction of Preschool BLM Matoana R1 789,000.00
Construction of Preschool BLM Mosehleng R1 789,000.00
Construction of Preschool BLM Milton duff R1,789,000.00
Construction of Preschool BLM Sadu R1,789,000.00
Construction of High Mast Lights BLM Letswatla R1.464 516.67
Construction of High Mast Lights BLM Taaibosch R1.464 516.67
Construction of High Mast Lights BLM Senwabarwana R1,7000.00 Phase 02
Construction of Land Fill Site BLM Alldays R4,000,000.00
Construction of Kromhoek Storm BLM Kromhoek OPEX Water Control Berm
TOTAL MIG FORR62,393,480.49
17.6. PROJECTS AND PROGRAMS FROM FORMER AGANANG MUNICIPALITY’S IDP PROJECTS OR AFFECTED VILLAGES BUDGET COMMENTS PROGRAMME FREE BASIC TERREBRUGGE, R5.3M 2016/17 ELECTRICITY MANKHODI, MAMEHLABE, NGWANALLELA, PROSPECT & BURGWELL FREE BASIC ALTANATIVE TERREBRUGGE, R3.3M 2016/17 ENERGY MANKHODI, ROSENKRANTZ, MAMEHLABE, NGWANALLELA FREE BASIC WATER ALL VILLAGES R2.5M 2016/17 ELECTRIFICATION OF TERREBRUGGE, R1 731 021,60 2016/2017 EXTENSIONS MANKHODI, ROSENKRANTZ, MAMEHLABE, NGWANALLELA CDM WATER REFER CDM 2015/16 COMMITMENTS BRIDGE COOPERSPARK R2.5M 2015/16 COMMITMENTS HALLS COOPERSPARK R800K 2015/16 COMMITMENTS ESKOM PROSPECT R569 600 2016/17 EXTENSIONS
REVIEWED IDP 2016/2017
17.7. 2016-17 BLOUBERG MUNICIPALITY ELECTRIFICATION PLAN WARD SETTLEMENT PHASE HOUSEHOLDS INEP ALLOCATION BLOUBERG MUNICIPALITY R9000,000.00
1 Aurora Phase 2 15
1 Buys water Phase 2 64
1 Norma A&B Phase 2 09
1 Kgatlu Phase 2 15
2 Lekgwara Phase 2 10
3 Simpson Phase 2 55
3 New Jerusalem Phase 2 15
21 Grootpan Phase 1 80
4 Sadu Phase 1 40
4 Swartz Phase 1 30
4 Non-Parella Phase 1 20
4 Normandy Phase 1 24
4 Montz Phase 1 60
4 Dithabaneng Phase 1 24 19 Witten Phase 5 250
3 Oldlongsigne Phase1 16
17 Simpson and Grootpan Phase 2 135
17.8. 2017/2018 ELECTRIFICATION PROJECT LIST WARD SETTLEMENT PHASE HOUSEHOLDS
6 Kgatla Phase 1 7 13 The Grange Phase 1 25 14 Ga-Mochemi Phase 1 21 14 Mampote Phase 1 08 16 Eussoringa Phase 1 57 16 Makgari Phase 1 58 19 Witten Ext 05 Phase 1 697 21 Genoa Phase 1 13 21 Mokhurumela Phase 1 30 3 Milton duff Phase1 50 3 Hlako Phase 1 24
REVIEWED IDP 2016/2017
17.9. ESKOM CAPITAL PROJECTS 2016/2017 WARD SETTLEMENT PHASE UNITS
5 Mamoleka 71 7 Matoana 53 5 Baltimore 56 5 Windhoek 43 17 Voorhout 32 13 Edwin dale 22 19 Millennium Park 600 4 Driekoppies 80 17 Donkerhout 42 14 Mafateng 29
11 Puraspan 137
2 Gemarke 26 9 Inveraan 36
17.10. ESKOM 2017/2018 ELECTRIFICATION PLAN: ELECTRICITY PROJECTS No of Units Manaka/ Sewale 15 The Glade 25 Slaaphoek 58 Ga- Rammutla 09 Pickum 08 Werden 15 Desmond Park 20 Burgereght 46 Mashamaite 05 Kwarung 23 Mmotlana 12 Bull-Bull 34 Mashalane 09 Juniorsloop 50 Tibunyana 06 Schoerleng 14 Lesfontein 16 Ga-Letswalo 04 Kgwale 08 Devilliersdale 10 Barnen 19 Mokumuru 100 Uitkyk 1,2&3 14 Mmakaepea 90 Ditatsu 102 Terwischen 04 Tolwe 200
REVIEWED IDP 2016/2017
Project Project Name Project Locati Key Performance MTERF Targets MTERF Budget R Source Impleme EIA/BAR/ Number Descriptio on Indicator 2016/17 2017/18 2018/19 2016/17 2017 2018 of nting EMP n /18 /19 Funding Agent (major activities) WATER PROJECTS: BLOUBERG LOCAL MUNICIPALITY INFR-20 Blackhill Water Constructi Bloube Percentage 60 Percent None None 39 963 Nil Nil Equitabl CDM BAR Scheme on of rg construction of construction 000.00 e Share (Blackhill, Water water supply of water /MIG Brana, Mangalo, supply project supply Legwara, Hlako, project project Mampote, Number of Bokfram, household with Dithabaneng) water access 0% households with water access INFR-21 Blouberg Cluster Constructi Bloube Percentage 100 Percent None None 8 Nil Nil MIG CDM BAR C - Broadhill on of rg construction of construction 997 000.0 (Mochemi) Water water supply of water 0 Water Supply supply project supply and Bull-Bull project project (Manaka) Water Number of household with 611househol water access ds with water access INFR-22 Bognafarm Constructi Bloube Percentage 100 Percent None None 8 191 000 Nil Nil MIG CDM BAR Water Supply on of rg construction of construction .00 Water water supply of water supply project supply project project Number of household with 386 water access households with water access INFR-23 Ga Raweshi and Constructi Bloube Percentage 100 Percent None None 5 Nil Nil MIG CDM BAR Gemarke Water on of rg construction of construction 891 000.0 Supply Water water supply of water 0 supply project supply project project
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Number of household with 800 water access households with water access INFR-24 Letswatla Water Constructi Bloube Percentage 100 Percent None None 5 837 000 Nil Nil MIG/Eq CDM BAR Supply on of rg construction of construction .00 uitable Water water supply of water Share supply project supply project project Number of household with 501 water access households with water access INFR-25 Lipzight Constructi Bloube Percentage 40 Percent None None 5 747 000 Nil Nil MIG/Eq CDM BAR (Sesalong) on of rg construction of construction .00 uitable Water Supply Water water supply of water Share supply project supply project project Number of household with water access 0 households with water access INFR-26 Pax Water Constructi Bloube Percentage 100 Percent None None 6 889 000 Nil Nil MIG/Eq CDM BAR Supply on of rg construction of construction .00 uitable Water water supply of water Share supply project supply project project Number of household with 444 water access households with water access INFR-27 Slaaphoek Constructi Bloube Percentage 100 Percent None None 5 Nil Nil MIG CDM BAR Water Supply on of rg construction of construction 355 000.0 Water water supply of water 0 supply project supply project project
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Number of 393househol household with ds with water water access access
INFR-28 Tswatsane Constructi Bloube Percentage 100 Percent None None 1 741 000 Nil Nil MIG CDM BAR Water Supply on of rg construction of construction .00 Water water supply of water supply project supply project project
Number of 232 household with households water access with water access INFR-29 Burgerreght/ Constructi Bloube Percentage None 100 None Nil 26 Nil MIG CDM BAR Motlana/ The on of rg construction of Percent 827 Grange Water water supply construc 000. (Glenfirness supply project tion of 0 Phase 5) Water project water Supply supply Number of project household with water access 636 househo lds with water access INFR-30 Ga-Hlako Water Constructi Bloube Percentage 100 Percent None None 18 709 00 Nil Nil MIG/Eq CDM BAR Supply on of rg construction of construction 0.00 uitable Water water supply of water Share supply project supply project project
Number of 384 household with households water access with water access INFR-31 Langlaagte Constructi Bloube Percentage None 100 None Nil 12 3 Nil MIG CDM BAR (Rammutla)/ on of rg construction of Percent 18 Vergelegen Water water supply construc 000. project tion of 00
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supply water project supply Number of project household with water access 211 househo lds with water access INFR-32 Lethaleng, Constructi Bloube Percentage None 100 None Nil 17 8 Nil MIG CDM BAR Puraspan (Ga on of rg construction of Percent 10 0 Machaba) Ext Water water supply construc 00.0 Water Supply supply project tion of 0 project water supply Number of project household with water access 2320 househo lds with water access INFR-33 Sadu Water Constructi Bloube Percentage 100 Percent None None 8 279 NIL Nil MIG/Eq CDM BAR Supply on of rg construction of construction 000.00 uitable Water water supply of water Share supply project supply project project Number of household with 267 water access households with water access INFR-34 Senwabarwana Constructi Bloube Percentage None 100 None Nil 17 5 Nil MIG CDM BAR Water Supply on of rg construction of Percent 44 0 Water water supply construc 00.0 supply project tion of 0 project water supply Number of project household with water access
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2445hou seholds with water access INFR-35 Grootpan, Sias, Constructi Bloube Percentage None None 100 Percent Nil Nil 9 MIG CDM BAR Ramaswikana on of rg construction of construction 386 Water Supply Water water supply of water 000. supply project supply 00 project project
Number of 1321 household with households water access with water access INFR-36 Kromhoek, Constructi Bloube Percentage None None 100 Percent Nil Nil 10 MIG CDM BAR Devrede, on of rg construction of construction 986 Taaibosch New Water water supply of water 000. Stand Water supply project supply 00 Supply project project
Number of 1534 household with households water access with water access INFR-37 Nailana, Milbank Constructi Bloube Percentage None None 100 Percent Nil Nil 11 MIG CDM BAR East, Nereng Ga on of rg construction of construction 578 Molefe Water Water water supply of water 000. Supply supply project supply 00 project project
Number of 1733 household with households water access with water access INFR-38 Borgerigt, Constructi Bloube Percentage None None 100 Percent Nil Nil 10 MIG CDM BAR Stoking Water on of rg construction of construction 904 Supply Water water supply of water 000. supply project supply 00 project project
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Number of 432 household with households water access with water access INFR-39 Sekhung Constructi Bloube Percentage None None 100 Percent Nil Nil 14 MIG CDM BAR (Larochel), on of rg construction of construction 386 Vergelen, Water water supply of water 000. Madibeng Water supply project supply 00 Supply project project
Number of 793 household with households water access with water access INFR-40 Thalane Constructi Bloube Percentage None None 100 Percent Nil Nil 10 MIG CDM BAR Madoana on of rg construction of construction 386 (Matoane) Water water supply of water 000. Water Supply supply project supply 00 project project
Number of 1321 household with households water access with water access INFR-41 Thorpe, Hlona Constructi Bloube Percentage None None 100 Percent Nil Nil 9 MIG CDM BAR Water Supply on of rg construction of construction 432 Water water supply of water 000. supply project supply 00 project project
Number of 387 household with households water access with water access INFR-42 Driekoppies Constructi Bloube Percentage None None 100 Percent Nil Nil 5 MIG CDM BAR Water Supply on of rg construction of construction 498 Water water supply of water 000. supply project supply 00 project project
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Number of 432 household with households water access with water access INFR-43 Alldays Bulk Constructi Bloube Percentage None None 100 Percent Nil Nil 7 MIG CDM BAR Water Supply on of rg construction of construction 836 Water water supply of water 000. supply project supply 00 project project
Number of 1533 household with Households water access with water access. WATER PLANNING & DESIGN INFR-75 Drilling of Drilling of Capric Number of 15 boreholes 15 None 2 7 01 Nil Equitabl CDM BAR Boreholes boreholes orn boreholes drilled drilled borehole 990 000.0 0 00 e share DM s drilled 0 0.00 INFR-76 Water Services Review of Capric Number of Water None 1 Water None Nil 660 Nil Equitabl CDM N/A Development water orn Service Service 000. e share Plan services DM Development Plan Develop 00 developm reviewed ment ent plan Plan reviewe d INFR-77 Planning and Planning Capric Number of 15 technical 15 15 technical 10 000 15 0 15 0 Equitabl CDM N/A development of and orn technical reports reports technica reports 000.00 00 00 e share technical reports developm DM developed developed l reports developed 000. 000. ent of 00 00 develop technical reports ed
SEWER AND RURAL SANITATION INFR-79 Blouberg Sewer Sewer Bloube Number of 2445 None None 7 000 000 Nil Nil Equitabl CDM EMP rg household with households .00 e share sanitation access with sanitation access
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17.11. CAPRICORN DISTRICT MUNICIPALITY Bochum R41,300M R31M R20M SANITATION PROJECTS Senwabarwana Project MTERF budget District Office Name Bodiela R10,437M R10,437M 2015\16 2016\17 2017\18 Secondary School
Blouberg 4 386000.00 4 386000.00 4 Borwalathoto R7,853M R7,853M Sanitatio 386000.0 Primary n 0 Bothanang R8,925M R8,925M Blouberg 7 000 000.0 7 000 000.0 Primary sewer 0 0 Dikgwale R5,565M R5,565M 17.12. PROJECTS BY SECTOR DEPARTMENTS Primary DEPARTMENT OF COOPERATIVE Dikoloi R13,123M R13,123M GOVERNANCE, HUMAN SETTLEMENTS AND Secondary TRADITIONAL AFFAIRS HOUSING ALLOCATION Kgolouthwane R11, R11, 883M WARD NUMBER OF UNITS Secondary 883M
01 35 Kobe Primary R19, R19, 380M 02 35 School 380M 03 35 04 35 Letshega R5,650M R5,650M Molokoane 05 35 Secondary 06 35 09 35 Letswatla R945 R945 13 35 Primary School 000M 000M 16 35 Maimela Primary R8, 820M R8, 820M 20 35 School 21 35 07 15 Makalang R6, 405M R6,405M Primary School 08 15 10 10 Makama R9, 240M R9, 240M Secondary 11 26 School 12 10 15 10 Makangwane R7,088M R7,088M 17 05 Secondary 18 10 Mamoshia R5, 880M R5,880M 19 30 Primary School 17.13. DEPARTMENTOF EDUCATION PROJECTS 2014/2015-2015/2016- 2016-2017 Manaka Primary R1,740M R1,740M NAME OF 2014/2015 2015/2016 2016/2017 School SCHOOL Mashilompana R7,440M R7,440M Alldays Primary R11,935M R11,935M R4,750M Primary School School Mantshako R6,510M R6, 510 M Secondary School
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Moloko R10,080 R10, 080M Semetse Primary R9, 450M R9, 450M Secondary M School School Seobi Primary R4, 410M R4, 410M Modikoa primary R5, 670 M R5, 670M School School Sepanya Primary Matthew Phosa R28,263M R28, 263M School Secondary Sephaweng R8, 715M R8, 715M Moshokoa R12,983 R12,983M Primary School Secondary M School Sesalong R12, R12, 074M Primary School 074M Mphengwa R5,775M R5,775M Tubake High R11, R11, 883M Primary School School 883M Tumakgole R10, R10, 500M Ngwakana R6, 090M R6, 090M Secondary 500M Secondary School School 17.14. DEPARTMENT OF PUBLIC WORKS 2014 / Phumatla and R11, R11, 677M Kgwale Primary 677M 2015\16 School Project Name Budget
Potokela R15, R15, 913M Matthews Phosa R46, 580 859 Primary School 913M School Radira R10, R10, 437M Secondary 437M Ga–Kgoshi Kibi R2 000 000 School Traditional Offices
Rakgari R9, 507M R9, 507M Eldorado Library R9 500 000 Secondary School My Darling Agric R1, 500 000 Ramahlo R5, 775M R5, 775M Office Renovation Primary School 17.15. DEPARTMENTS OF HEALTH 2014/2015/16 Ramochabi R5, 670M R5, 657M PROJECTS Secondary Project Name Budget 2015/2016 School 2014/2015
Raphahla R8, 190M R8, 190M Ratshaatsha CHC R4,021,000.00 R7,5000.00 Secondary Staff School Accommodation
Rapoo Primary R9, 975M R9, 975M Schoongezight R6 000,000.00 R7 000,000.00 School Clinic construction Schoongezight R9, 093M R9, 093M Secondary 17.16. DE BEERS VENETIA MINE COMMUNITY School PROJECTS 1.Blouberg Ventilation POA (feasibility stage) Sekete R13 743M R13 743M pipe project Secondary
School
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17.17. MINING DEVELOPMENT IT Software BLM Institutional R362,00 1.Ironveld mining POA and 0.00 (Harriet ‘swish, Aurora Licensing and Cracouw) 2. Venetia mine R20 billion Rental of BLM Institutional R900,00 underground project Office 0.00 Equipment 1. Platinum mine POA Purchase of BLM Institutional R795,00 exploration furniture 0.00 (Lewaneng, Early Electrical BLM Institutional R950,00 Dawn etc) Maintenanc 0.00 17.18. DEPARTMENT OF SPORTS, ARTS AND e CULTURE PROJECTS 2014/2015\16 Transforme BLM All Blouberg R1,000,0 rs settlements 00.00 Project Name Budget Budget 2015/2016 Culverts BLM All Blouberg R300,00 2014/2015 settlements 0.00 NB Employee BLM Institutional R795,00 Eldorado R5 R4 000,000.00 Wellness 0.00 Library 000,000.00 Office IT BLM Institutional R653,70 Construction equipment 8 IT Backup BLM Institutional R1, Systems 600,000 Vehicle BLM Institutional R5, PROJECT SETTLEMENT BUDGET Purchase 200,000 NAME 2016/2017 (incl grader) Purchase of BLM Institutional R300,00 Senamoriri Springfield R5000,000.00 Computers 0.00 Stone System BLM Institutional R919,86 Crushers improveme 0.58 Potato Belt Kalbult R1000,000.00 nt Disaster BLM Institutional R300,00 Production Backup 0.00 Agri-Park Site Modikwa R1,633.264.00 System (Crop and Tree BLM Institutional R280,00 Livestock Planting 0.00 and farming) Beautificati 1 Kalkpan R600,000.00 on Household,1 Coordinatio BLM Institutional OPEX n of the Hector Disaster (Mokokoana Manageme Livestock) nt Plan 17.19. KPA 2: MUNICIPAL TRANSFORMATION AND Insurance BLM Institutional R850,00 INSTITUTIONAL DEVELOPMENT PROJECTS 0.00 PROJECT IMPLEME PLACE/WARD/ BUDGET Risk Costs BLM Institutional R67,416. NTING VILLAGE AGENT 00 Mayors BLM Blouberg R1,060,0 Bursary 00.00 Security BLM Institutional R4,240,0 Fund manageme 00.00 Support for BLM Institutional R636, nt Special 000.00 Licensing BLM Institutional R350 Focus and 0000 Sports BLM Institutional R901, registration Coordinatio 000.00 of vehicles n Manageme Sports BLM Institutional R392, nt Developme 000.00 Traffic BLM Institutional OPEX nt for Manageme nt Employees Pound BLM Institutional R20 000 manageme nt
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Public BLM Institutional OPEX 8.Mayors BLM Institutional R1,060,00 Safety Bursary 0.00 Occupation BLM Institutional R48,000. Fund al Health 00 and safety 9. Anti- BLM Institutional OPEX Employmen BLM Institutional OPEX Fraud and t Equity Corruption Labor BLM Institutional OPEX 10. Arts & BLM institutional R240 000 relations Culture Decentraliz BLM Institutional OPEX (Community ation of Services municipal and EDP) services 11. Council BLM Institutional OPEX Performanc BLM Institutional R150,00 Support e 0 12. Public BLM Institutional OPEX Manageme Participatio nt System n 14. Security BLM Institutional 4,240,000 Implementa Managemen tion t 15. BLM Head office and OPEX Institutional BLM Institutional OPEX Communica satellite offices Manageme tion nt meetings managemen t Institutional BLM Institutional OPEX 16. SDBIP BLM Institutional OPEX Manageme 17. Annual BLM Institutional OPEX performanc nt meetings e report 18. Annual BLM Institutional OPEX Local BLM Institutional OPEX report Intergovern 19. IDP BLM Institutional OPEX mental Process Relations Plan 20. Review BLM Institutional OPEX 17.20. KPA 3: GOOD GOVERNANCE AND PUBLIC of finance PARTICIPATION PROJECTS policiesand strategies PROJECT IMPLEME PLACE/WARD/V BUDGET 21.Performa BLM Institutional R150,000. NTING ILLAGE nce AGENT 00 Managemen 1.Auditing BLM Institutional R2,584,00 t System 0.00 17.21. KPA 4: LOCAL ECONOMIC DEVELOPMENT 2.Audit& BLM Institutional R350 000 Risk PROJECTS Committee PROJECT IMPLEME PLACE/WARD/ BUDGE Allowances NTING VILLAGE T 3. BLM Institutional R600 000. AGENT Community 1.Poverty BLM BLM R500,0 Participatio n alleviation 00.00 4. IDP BLM Institutional R450,000. and LED review 00 1. Capaci BLM All wards OPEX ty 4. BLM Institutional R146,068 buildin Newsletter g for 5. BLM Institutional R318,000 SMME Advertisem s ents 6. Out of BLM Institutional R3,459,39 2. Broad- BLM All wards OPEX Pockets 3.74 based Expenses skills for ward develo committees 7. MPAC BLM Institutional R191,012. pment Programme 00
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5. BLM All wards R500,0 3.Platinu Platinum Ward 1 POA Blouberg 00.00 m Group Growth explorati Metals (PGM) and on Developm ent 4.Alldays Gilfillan Ward 18 POA Strategy retail Trust develop BLOUBER ment G VISION 2030 17.23. KPA 5: FINANCIAL VIABILITY PROJECTS PROJECT IMPLEME PLACE/WARD BUDGE 6. SMME BLM All wards OPEX S NTING /VILLAGE T Developm AGENT ent 1. Support BLM Institutional OPEX of 8. BLM Ward 18 & 19 OPEX Financial Viability Hawkers and stalls and Manageme hawkers nt managem structures/ ent forums 2. BLM Institutional OPEX 10. BLM All wards OPEX Financial Tourism Planning developm 3. Revenue BLM Institutional OPEX Enhancem ent ent strategy. 11. BLM All wards OPEX 4. Revenue BLM Institutional OPEX Functional Manageme ity of the nt Blouberg 5. BLM All Wards OPEX Business Expenditur Forum e Manageme 17.22. LOCAL ECONOMIC DEVELOPMENT nt 6.. Assets BLM All Wards R2000,0 PROJECTS BY PRIVATE SECTOR and 00.00 PROJEC IMPLEMEN PLACE/WARD/VI BUDG Inventory T TING LLAGE ET Manageme AGENT nt 7. Budget BLM Institutional OPEX 1.Venetia De Venetia mine Over Preparatio mine Beers\Angl R16 n undergro o American billion 8. SCM – BLM Institutional OPEX und Demand expansio Manageme n nt 9. Free BLM Institutional OPEX 2.Haccra Ironveld Harris which, POA basic Service mine Aurora and Cracow Services construc 10. 3. BLM Blouberg R1,6000 tion Valuation ,00 Expenses
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11. Rates BLM Institutional OPEX policy review
12. BLM Institutional R2,584, Vending 280 system
13. Bank BLM Institutional R494 costs 792
17.24. KPA6: SPATIAL PLANNING (AND
ENVIRONMENTAL MANAGEMENT) PROJECTS PROJE IMPLEME PLACE/WARD/ BUDGET CT NTING VILLAGE AGENT 1. Street BLM Senwabarwana R400 000 Naming and Alldays 2. Land BLM Blouberg R1,000,0 Use 00 Manage ment 3.Land BLM Alldays R7,000,0 Fill site 00.00 4.Transf BLM Taaibosch R5000,00 er 0.00 Station
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CHAPTER 5 INTEGRATION PHASE
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18. SECTION TEN: INTEGRATION PHASE Provincial Heritage Site, the footprints of the missionaries This Chapter gives a brief summary of how the planning at areas such as Leipzig and Milbank, the existence of and implementation of IDP projects align and integrate two nature reserves-Malebogo and Blouberg as well as with IDP sector plans. the game farms which mainly attract international tourists. The following are approved municipal sector plans in summary form: Retail and SMME development
18.1. LOCAL ECONOMIC DEVELOPMENT The strategy recognizes the need for job creation through STRATEGY SMMEs and retails as pillars of growing the economy and The Municipality has an approved Local Economic job creation. The strategy notes the fact that local retail Development Strategy (LED Strategy) in place. The sector has not been doing well in sustaining itself and Strategy was adopted by the council in March 2013. The recommends that the municipality be proactive in development of the Strategy was done with the maximum coordinating the retail and business sector and further participation of all role players within the Municipality and come up with ways of supporting their sustainability. The there were a series of public participation sessions to strategy identifies nodal points such as Eldorado, Alldays interrogate, input and inform the Strategy. The strategy and Senwabarwana as areas where major retail should was aligned to the National Spatial Development be encouraged. Perspective and the Limpopo Provincial Growth and Mining Development Strategy and Limpopo Employment Growth There are mining deposits which have a potential of and Development Plan. The strategy takes into account growing the economy and creating sustainable jobs if the National Development Plan. explored and mined to the fullest. Potential of mineral The Strategy notes the high levels of poverty, deposits are found in areas such as Harris which and dependency and illiteracy levels within the Blouberg area. Aurora (platinum), Arrie, and Steamboat farms (pencil The Strategy focuses on areas of comparative and and coal, gold and other minerals). There is also a huge competitive economic advantages within the Municipality potential for sand mining within the Blouberg area, and developed ways of using such to turn the especially in areas such as Indermark and Eussoringa. Municipality’s poor economic base around and make sure The Blouberg LED Strategy is currently going through a that the Municipality lives up to its vision of being ‘a process of review to ensure its relevance to the current participatory municipality that turns prevailing challenges situation. The review of the LED strategy will ensure into opportunities for growth and development through maximum alignment with the Limpopo Employment and optimal utilization of available resources’. Growth Development Strategy, the National Spatial The LED Strategy for Blouberg Municipality identifies the Development Perspective, the New Growth Path and the following as key drivers of the local economy: District Led strategy.
Agriculture 18.2. BLOUBERG LOCAL ECONOMIC There is abundant land which is mainly used for EMPOWERMENT STRATEGY agricultural development. The area consists of two The strategy was developed by the Economic economies in the farming sector - the established and Development and Planning Department in-house and commercial white farming community and the less was approved by Council in the 2007\2008 financial year. established and subsistence black farming community. The strategy seeks to attain local economic The strategy identifies even game farming as one of the empowerment with the usage of procurement as a tool of pillars of the agricultural sector especially the one local economic reform. The strategy focuses on the practiced in areas around Alldays and the surrounding Municipality’s supply chain management practice. In farms terms of the strategy council is biased towards locally owned entities when it procures goods and services from Tourism external service providers. Due to the Municipality’s rich cultural and heritage background the strategy identifies tourism as one of the The strategy ensures that for all goods and services, key economic drivers. This is evidenced by the existence except for specialized services, local SMMEs must be of the rock art paintings at the Makgabeng Mountains, the contracted to provide for such services. Noting that local Malebogo\Boer battlefields which have been declared a SMMEs may not have relevant and enough grading when
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it comes to the implementation of capital projects such as The municipality has an approved spatial development electrification, building and road construction the strategy framework in place. The last one was revised in the enforces joint venture agreements between locally owned 2008\2009 financial year and the Municipality will have to SMMEs and external SMMEs with the minimum revise the SDF to accommodate new developments shareholding being 70\30 percentage. necessitated by the inclusion of some settlements from Aganang. The strategy benefits locally owned businesses two folds: The development of the Blouberg Integrated Spatial Skills transfer (this is the primary benefit of the Development Framework went through the process of strategy. Local SMMEs are given the chance to stakeholder engagements to ensure that the inputs of all acquire relevant skills so that their grading with development-oriented practitioners are taken into relevant bodies such as the CIDB is improved) account before the framework is approved by council. The Financial benefits (local SMMEs benefit from Limpopo spatial rationale played a huge role in informing profits accrued from the procurement process) the development of the Blouberg Integrated Spatial Development Framework. The Blouberg integrated So far the local economic empowerment strategy has spatial development framework too into account and is been used in all the MIG funded roads construction aligned to the National Spatial Development Perspective projects, electrification projects, as well as other capital in the sense that in the identification of nodal points and projects implemented by the Municipality. The corridors of development the spirit of the NSDP on using implementation of the strategy has further seen a gradual strategically located land and investing in corridors of increase in the grading ratings of local SMMEs with the development to trigger economic development were CIDB. taken into account. Further, the inclusion of newly re - The implementation of the LED Strategy should be read demarcated areas such as Tolwe, Vivo, Swaartwater and in line the implementation of projects in compliance with Maastroom influenced the contents and core areas the Spatial Development Framework. identified in the original SDF
The Municipality’s rollout of the waste management The SDF identifies the following as core nodes of the function is a fulfillment of the LED strategy and the Blouberg Municipality: attainment of the municipal vision and mission. By Senwabarwana (also a district growth point) recruiting 100 general workers for the Municipality’s Alldays (also a district growth point) Community Works Programme and Expanded Public Eldorado (identified as a provincial rural Works Programme the Municipality is turning the node) prevailing challenge (which is waste in this instance) into Tolwe an opportunity for growth and development (which is job creation initiative in this instance). This is also in line with Laanglaagte the national government’s priority on job creation as Puraspan-Avon - Indermark corridor encapsulated in the President’s State of the Nation The implementation of massive infrastructure projects Address (2011). and retail investments has been done in compliance with the principles of the National Spatial Development Massive retail investments are also aligned with the Perspective, the Limpopo Employment Growth Plan and municipal LED strategy and Spatial Development the dictates of the municipal Spatial Development Framework. The development of two shopping centres in Framework. The two large retail investments are the Senwabarwana and Eldorado nodes is an example of implemented in the two municipal primary nodes, such. Senwabarwana and Eldorado. A large percentage of the municipal infrastructure grant is The implementation of the Expanded Public Works implemented in the municipal nodes and development Programme by the Department of Roads and Transport corridors. It is clear that government and private sector and Community Works Programme by CoGTA is a clear spending is geared towards the nodal points identified. indication of the attainment of the municipal vision and Township establishment, water and sanitation, mission. electrification, upgrading of roads and cemeteries are all implemented in nodal points and population BLOUBERG INTEGRATED SPATIAL DEVELOPMENT concentration points, while settlements in the periphery FRAMEWORK are provided with a basic level of services.
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18.3. BLOUBERG HOUSING CHAPTER Division of the Municipality. Funds for the construction of The IDP should have as one of the core components a the Makgabeng interpretation centre have been budgeted housing plan\chapter that determines areas of priority in for by the District Municipality in the 2012\13 financial terms of housing development within the Municipality. year as part of the implementation of the Blouberg The Housing Chapter of the Blouberg Municipality was Tourism Development Plan. developed also to indicate which areas will need inclusionary housing, which ones will require the provision 18.5. BLOUBERG LAND USE MANAGEMENT of basic low cost houses etc. the development of the SCHEME chapter was highly informed by the SDF as well as the Land management is the process of managing the use active participation of the ward councilors, community and development (in both urban and suburban settings) development workers, ward committees and municipal of land resources in a sustainable way. Land resources officials, especially in the planning and housing divisions. are used for a variety of purposes which interact and may compete with one another; therefore, it is desirable to plan The aim of the Housing Chapter was to move away from and manage all uses in an integrated manner. the arbitrary and reactive way of allocating low cost housing to a neutral and proactive way of doing that. We come from a background where the country was divided along racial lines with the white community and The Department of Local Government and Housing black communities operating in different localities with funded and implemented the project on the Municipality’s different pieces of legislations governing them. The behalf. Blouberg LUMS seeks to ensure that there is integration in the way in which land is used to achieve sustainability. 18.4. BLOUBERG TOURISM DEVELOPMENT PLAN The scheme ensures that different land uses and their Due to the identification of tourism as one of the pillars of zonings are managed in such a way that there is the Blouberg economy the municipality commissioned compatibility and sustainability in the way in which land is Wits University to develop a Tourism Development Plan used. In terms of the Blouberg LUMS most areas are for its area of jurisdiction. zoned as agricultural. In urban areas of Senwabarwana and Alldays the predominant use is residential and The Tourism Development Plan identifies the business. Senwabarwana-Makgabeng-Blouberg Mountains as having a rich cultural and heritage background to propel The scheme regulates the types of zonings for certain the local economy through tourism development. This is areas within the Municipality, as well as the kind of uses because the area has a rich history and culture trail left by that may be permitted and those that may not be the San through their rock art paintings at the Makgabeng permitted. Within the Blouberg scheme there is provision Mountains, the legacy of the German missionaries at for the kind of uses that may only be practiced with the Leipzig, Thabananhlana at Milbank, the Malebogo-Boer permission\consent of Council through its land use war and the battlefields which have recently been committee. The Blouberg LUMS democratize the declared a Provincial Heritage Site. processing of land development applications.
The Plan makes provision for its implementation through Currently the scheme is fully implemented in the Alldays the construction of accommodation establishments such and Senwabarwana nodes while all applications for land as hotels and bed and breakfast facilities. The plan further development in the rest of Blouberg are also processed indicates that for that to be attained there must be in line with the scheme, though to a lesser extent. concessions entered into between concessionaries and local communities to ensure that the benefits of tourism 18.6. THE BLOUBERG ENVIRONMENTAL are shared between the investors and the local MANAGEMENT PLAN communities. The plan also indicates as immediate plans The EMP was developed and adopted in 2008 and raised for implementation the need to construct three serious concern regarding environmental governance, interpretation centres at Leipzig, Milbank and amongst others staffing issues which were later Makgabeng. addressed.
Blouberg Municipality, in partnership with Capricorn The Plan unearthed hidden risks and impacts that require District Municipality, has established a tourism serious measures to prevent further environmental information centre at Senwabarwana. A tourism unit has degradation and to mitigate the impacts of such problems. been established within the Local Economic Development
REVIEWED IDP 2016/2017
EMP implementation is not done satisfactorily as it has to 18.10. IGR STRUCTURES ALIGNMENT be done on daily basis i.e. inspections in the entire The municipality has local IGR structures and also Municipality. participates in district and provincial IGR structures. Local IGR structures are aligned along specific sectors. The EMP identified areas that were affected by pollution, Such includes water sector forum, energy forum, LED soil erosion and deforestation that needed to be attended forum, roads and transport forum, waste management to and non compliance and mitigation that impact forum. All sector departments with a role to play in such negatively on the bio-physical and or socio economic forums are members of the above forums. The environment. municipality participates in the district municipal managers’ forum, district energy forum, district CFO’s Strategies to enforce compliance and mitigation are in forum, district IDP managers’ forum, district Mayors’ and place after consultation with all relevant stakeholders. Speakers’ forum and district monitoring and evaluation The rollout of the waste management function is in forum to align programmes and plans of all local compliance with the municipal spatial development municipalities with those of the district and in such framework as it identifies nodal points, population forums relevant sector departments participate. In the concentration points and R293 towns along the Witten- province the municipality participates, amongst others, Puraspan-Avon-Indermark corridor as the point of in the Premier IGR forum, the provincial planning and departure for the implementation of the service. development forum, provincial municipal managers’ forum etc. 18.7. MUNICIPAL INSTITUTIONAL PLAN The municipality has an institutional plan in place and 18.11. COMMUNICATION STRATEGY AND PUBLIC such plan is reviewed annually taking into account the PARTICIPATION material conditions of the institution. The plan addresses The municipality has a communication strategy which institutional challenges identified in the analysis phase indicates who communicates to who, when and how. amongst such challenges being staff retention of scarce There is a communications unit established and such is personnel, efficiency and effectiveness. located in the Corporate Services Department. The municipality’s Community participation model is one of 18.8. WORKPLACE SKILLS DEVELOPMENT PLAN the best models in the country and through such model The WSDP is in place and is reviewed annually taking council and its committees are able to reach out to the into place the skills gaps and requirements to address municipal constituencies. EXCO and Council meetings IDP needs and objectives. The WSDP is done by are held in public at venues rotated throughout the management, through the skills development office, municipal area. After every EXCO and Council meeting jointly with the trade union and submitted annually to the an outreach programme is held. Views and issues raised relevant authorities. Amongst prioritized skills needs in by community members are recorded and feedback is the WSDP are clerical, artisans mainly on roads and provided to members of the community who raised such storm water, financial management and the attainment matters. of core competencies for section 56 and 57 managers. The municipality goes further and addresses skills gaps 18.12. RISK MANAGEMENT, OVERSIGHT, ANTI- of communities on learner ship programmes in issues CORRUPTION STRATEGY AND AUDIT such as LED and general construction. PROGRAMMES The municipality has an anti-corruption and risk 18.9. ORGANISATIONAL PERFORMANCE management strategy in place. Both internal audit and MANAGEMENT SYSTEMS risk management units have been established and are The municipality has a performance management located in the office of the Municipal Manager. system in place. Such is enforcement by the availability of a performance management policy in place. The The internal audit committee is in place and it comprised municipality quarterly conducts institutional performance of four members who have relevant experience and assessment and also individual performance qualification to discharge their responsibilities. The Risk assessments for its section 56 and 57 managers. The Management Committee has also been established and plan is to cascade the systems to all levels of the is chaired by an external person. Both Committees sit at workforce. The PMS is linked to the municipal SDBIP least once per quarter. A Municipal Publics Account and the approved IDP. Committee (MPAC) comprising of multi-party councilors is in place and sits on a monthly basis.
REVIEWED IDP 2016/2017
In the 2013\14 financial year the Municipality received an Refuse Removal and Investments. This plan was given unqualified audit opinion from the office of the Auditor- further impetus by the adoption by council of the special General, an improvement from the previous financial finance turnaround plan in November 2015. The years of qualifications and a disclaimer. However, the turnaround plan also focuses on the invoking of austerity municipality recorded a regress in the 2014\15 audit measures to curb rampant and wasteful spending in line report by obtaining a qualified opinion. with MFMA Circulars on Cost Containment measures.
The 2009\10 financial year the municipality received a There are other sources of revenue that have been qualified audit opinion with 11 matters of emphasis while identified but key once are those that are listed above. in the 2010\11 financial year the municipality received a The strategies and by-laws adopted to collect the targeted qualified opinion with 5 matters of emphasis. An audit revenue are also identified in the plan. For the proper action plan has been developed with clear time frames to implementation of the municipality’s 5 year financial plan deal with matters raised by the Auditor-General. the municipality has adopted budget related policies such as tariffs policy, credit control and debt management 18.13. LOCAL INTEGRATED TRANSPORT PLAN policy, rates policy, supply chain management policy, (LITP) investment policy, assets and inventory management The municipality has approved the integrated transport policy, indigent policy, etc. plan in March 2013 to guide the transport system, road networks and the improvement required to allow for 18.16. COMMUNITY SAFETY PLAN easier accessibility of transportation. The municipality has developed and adopted the Community safety plan. The Local Integrated Transport plan gives a detailed synopsis of the transport status quo in Blouberg, The plan details the stakeholders and the process to be challenges encountered, and possible interventions and undertaken when engaging on the plan. The plan programmes to realize a safe and integrated transport identifies the types of criminal activities that are system for all residents. predominant in the municipality as well as the crime hotspots. 18.14. BLOUBERG INTEGRATED WASTE MANAGEMENT PLAN (IWMP) The main purpose of the plan is to equip the communities The plan has been developed in-house to provide long with knowledge and to assist in the fight against crime and lasting solutions to the challenge of waste management to report the criminal activities. The Blouberg Community and environmental degradation. The plan appreciates Safety Model has been granted a provincial award as the that the municipality has challenges of waste best model in the province. management, especially in nodal points and population concentration camps. As a result, it identifies The municipality intends to implement the plan by opportunities that can be harnessed to solve the waste installing the high mast lights in the crime hotspots challenge and contribute to environmental sustainability. identified settlements and as a result budget has been set aside for the project. In the Premiers state of the province 18.15. FIVE-YEAR FINANACIAL PLAN address, he indicated that all the traditional leaders’ The plan has been developed in-house to provide an homes are equipped with the high mast lights for safety indication of how the municipality is going to sustain the and security reasons and identification purposes. service rendered to the communities in Blouberg. The plan indicates the sources of revenue and policies 18.17. EMPLOYMENT EQUITY PLAN developed to enable the municipality to collected the The Municipality has developed and adopted an projected revenue. The human resource required to Employment Equity Plan in compliance with the implement the plan is also identified. The aim of the plan Employment Equity Act. Under this plan the Municipality is to move the municipality from being grant dependent to wants to ensure that equity groups are equitable a municipality with financial sustainability occasioned by represented in the municipal workforce. While strides its capacity to raise own revenue, collect all debt due to it have been made in addressing women, youth and people in terms of its credit control and debt management living with disability challenges exist with regard to the policies as well as prudent expenditure management. The recruitment of other groups such as Indians and Whites plan has identified the major revenue sources as the and the municipality is currently exploring the aspect of following: Electricity, Traffic Services, Assessment Rates, headhunting of these groupings.
REVIEWED IDP 2016/2017
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REVIEWED IDP 2016/2017
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REVIEWED IDP 2016/2017
REVIEWED IDP 2016/2017
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