DOCSLIB.ORG

Msukaligwa Local Municipality 2018/19

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Msukaligwa Local Municipality 2018/19 F 1e- + ii Foreword by the Executive Mayor As we embark on the IDP, it could be viewed as mobilising the collective knowledge and enterprise inherent in our diverse community, thereby extending the frontiers of freedom of expression and meaningful participation to bring about a better living environment. Whereas the participation and leadership of our IDP processes have broadened our approaches and experiences, the gatherings of the IDP continue to be a melting pot for mutual learning for both government (Municipality) and our Communities. The fact is human aspiration and development are not static and so are community needs- especially in our Country (and our Community) with a Young Population. Contrast this fact with the reality of limited and even diminishing resources, then the consultation process could be more complex and demand more convincing. In this regard our only way-out is honesty and transparency, coupled with our record of ongoing community engagement, sharing the ups and downs of Budget Implementation and development projects. Legislation and policies list numerous guidelines and requirements for handling IDP’S. While we comply with those, our information sharing should also focus on the following: Quality - Accurate and reliable information to enable proper Focus for Decision-making Timeline - Having relevant information at the right time Real-time info - considering exchange rate, inflation and other factors Completeness - Having all relevant data/factors for good decision- Making Relevance - Focusing only relevant info, avoiding going all over the Show. We rely on our partners within our Community Structures, our stakeholders, Sector Departments and other Role players to drive our Intergraded Development Planning as ongoing Community engagement to bring about people - centred service delivery and Community Development _____________________ Cllr. B. J. Mkhaliphi Executive Mayor Msukaligwa Integrated Development Plan 2018-2019 iii Overview by the Municipal Manager Last year Council approved the municipality’s five year Integrated Development Plan for the 2017 - 2022 financial years. This IDP (2018/2019) therefore serves as the first review of our five year IDP thus giving us opportunity to reflect on our performance over the past year and make improvements on areas where we have under-performed. As with other previous years, the municipality continues to struggle financially considering the insufficient revenue collection, distribution loses and the negative debtors account. This therefore have a significant impact on delivery of services more especially on our operations and maintenance the municipal infrastructure. The municipality has therefore in this five year IDP, in consultation with its communities and stakeholders, identified and approved key priority issues that must be addressed to improve service delivery to the community and enhance systems on the operations of the municipality. It is from these priority/target areas that the municipality will annually measure its performance and continually deploy its limited resources to ensure that these targets are achieved. The identified target areas are the following: Access to basic services by communities. Revenue collection. Job creation and economic development. Infrastructure maintenance and upgrading. Community participation in the affairs of the municipality. Fighting against fraud and corruption. Capable and responsive organizational structure. Integrated human settlements. In assessing the municipality’s performances on the implementation of this IDP in the past year, we seen an increase on capital expenditure which resulted in improved service delivery to the community more especially for communities in the newly formalized settlements in respect of water, electricity and sanitation. While acknowledging the poor state of our roads network and ageing services infrastructure that continuously disconcert our communities, plans are being made to address those issues though it is difficult to satisfy all the needs in a short space of time owning to the financial difficulties the municipality is experiencing. The overall financial position of the municipality continues to be under severe pressure in that the municipality continues to depend more on equitable share allocation. As a result, collection of revenue through the implementation of various strategies that are put in place remains on top of the list priorities for this five year IDP. The municipality continued to maintain a qualified audit opinion over the past two years which is the status we are working hard to improve for a much better outcome in the next financial years. The support and contributions received from our communities and stakeholders to make the implementation of this IDP a success is highly valued. ____________________________ Mr. D. I. Maluleke Acting Municipal Manager Msukaligwa Integrated Development Plan 2018-2019 4 Table of Contents 1 PART A: INTRODUCTION, MUNICIPAL VISION AND ANALYSIS 13 1.1 INTRODUCTION 13 1.2 VISION, MISSION AND CORPORATE VALUES 17 1.3 POLICY AND LEGISLATIVE CONTEXT 18 1.4 NATIONAL AND PROVINCIAL PLANNING FRAMEWORKS AFFECTING MSUKALIGWA MUNICIPALITY 18 1.4.1 NATIONAL SPATIAL DEVELOPMENT PERSPECTIVE .......................................................................................................................................................... 18 1.4.2 MPUMALANGA RURAL DEVELOPMENT PROGRAMME (MRDP) ....................................................................................................................................... 18 1.4.3 STATE OF THE NATION ADDRESS 16 FEBRUARY 2018 ..................................................................................................................................................... 19 1.4.4 MEDIUM TERM STRATEGIC FRAMEWORK (MTSF) .......................................................................................................................................................... 23 1.4.5 GOVERNMENT PRIORITY OUTCOMES ............................................................................................................................................................................... 24 1.4.6 THE NATIONAL DEVELOPMENT PLAN .............................................................................................................................................................................. 24 1.5 THE IDP PROCESS 31 1.5.1 METHODOLOGY IN COMPILING OR REVIEWING THE IDP ................................................................................................................................................. 32 1.5.2 COMMUNITY CONSULTATIVE PROCESS ............................................................................................................................................................................ 35 1.5.3 COMMUNITY NEEDS ANALYSIS PER WARD ..................................................................................................................................................................... 36 1.5.4 SUMMARY OF COMMUNITY AND STAKEHOLDERS INPUT ................................................................................................................................................. 48 2 PART B: DEMOGRAPHIC PROFILE OF THE MUNICIPALITY 51 2.1 MUNICIPAL DEMOGRAPHICS 51 2.1.1 AGE AND SEX STRUCTURE ............................................................................................................................................................................................... 51 2.1.2 POPULATION GROUPS ....................................................................................................................................................................................................... 54 2.1.3 DISABILITY ....................................................................................................................................................................................................................... 55 2.2 DEVELOPMENT INDICATORS 55 2.2.1 EDUCATIONAL LEVELS ..................................................................................................................................................................................................... 55 2.2.2 LABOUR PROFILE .............................................................................................................................................................................................................. 57 Msukaligwa Integrated Development Plan 2018-2019 5 2.2.3 INEQUALITY AND POVERTY LEVELS ................................................................................................................................................................................. 58 2.2.4 MIGRATION ....................................................................................................................................................................................................................... 59 3 PART C: STATUS QUO ASSESSMENT 59 3.1 INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION 59 3.1.1 MUNICIPAL POWERS AND FUNCTIONS ............................................................................................................................................................................. 59 3.1.2 ORGANIZATIONAL DESIGN ............................................................................................................................................................................................... 61 3.1.3 ADMINISTRATIVE
Load more

Recommended publications
  • Proposed Extension of the Ash Disposal Facilities at Camden Power Station
    Proposed extension of the ash disposal facilities at Camden power station Social Impact Assessment Prepared by: Ptersa Environmental Management Consultants PO Box 915 751 Faerie Glen 0043 Contact person: Ilse Aucamp Prepared for: Zitholele Consulting (Pty) Ltd February 2012 Ptersa Social Impact Assessment EXECUTIVE SUMMARY Eskom is currently operating the Camden Power Station as part of its electricity generation fleet. Throughout the operational life of the power station, ash is being generated at the station. The ash is being disposed of at an authorised ash disposal site within the Camden Power Station premises. The current ash disposal site is reaching the end of its capacity, and it is anticipated that a new ash disposal facility will be required by approximately mid 2014. In order to establish a new ash disposal facility within close proximity to the power station, a site selection exercise was undertaken. The site alternatives for the proposed project are located at the existing Camden Power Station approximately 12 km outside the town of Ermelo in the Mpumalanga Province. The area is in the boundaries of the Msukaligwa Local Municipality in the Gert Sibande District Municipality. It is a rural area with high levels of unemployment and poverty. There are a number of key stakeholders in the project. The farming community can be divided in three groups. The first group is the people who own the affected properties and make a living from the properties – either by rental income or income earned by actively working the land. The second group is the people who rent the affected properties and work the land to supplement their income.
    [Show full text]
  • Table of Contents
    FF F Msukaligwa Local 1e- + Municipality AMENDED 2020 / 2021 IDP ii Foreword by the Executive Mayor Since the dawn of democracy, practitioners of public affairs have been called upon to refine and rationalize the various forms of public engagements to ensure the best outcomes for all stakeholders. Public management and governance has seen a myriad of demands on the rules of engagement, implementation of decisions and accounting for outcomes. Our local government sphere often faces the perennial demands to achieve more with disproportionately meagre resources. This scenario calls for closer interaction and appreciation of priorities as modern society becomes more diverse, not only on cultures or values but also on generational tastes and expectations. Maximum attendance, meaningful participation, rational expectations, are virtues than still need to be cultivated further if we are to emerge from consultations with the requisite outcome of our consultation. The advent of the Corona-virus and the subsequent declaration of the lockdown, might put a damper on our consultation. Public participation as we know it has been restricted to video conferencing or other form of electronic communication. This method has a potential of polarising communities and create some form of unnecessary 'class struggle'. We all appreciate the dire choices we faced and have left no stone unturned in ensuring that all forms of communication are utilized to bring the message of consultation home. Inadvertently, the lockdown regulations confined residents to their homes and it could be assumed that they were therefore available to listen to the radio and had the time to read the publications we sent out.
    [Show full text]
  • A Glimpse Into Bushman Presence in the Anglo-Boer War
    A glimpse into Bushman presence in the Anglo-Boer War Introduction When the first European settlers arrived in southern Africa they found the land already inhabited by indigenous societies. Some of these groups, such as the Khoi pastoralists and Bantu-speaking agriculturists, were relative newcomers as they most probably only entered the sub-region around 2000 years ago (Hall 1987: 17-3 I). By way of contrast, the Bushman hunter-gatherers whom all settler societies encountered when they entered southern Africa had been there for almost 25 000 years. Relationships between these hunter-gatherers and other indigenous groups were not always amicable but in many instances they did manage to live alongside each other relatively peaceably. These situations almost always led to the Bushmen being reduced to the lowest class in these new socio-economic systems of which they eventually became part. The knell for hunter-gatherers, however, was sounded by the settlement of the sub-continent by European colonists. Conflict between European settlers and Bushman hunter-gatherers over land and resources led to the inevitable genocide of these 'first peoples'. In some areas, such as in the Sneeuberge of the Upper Karoo, conflict was especially intense. Here the Hundred Years Bushman War temporarily halted colonial frontier expansion and saw the slaughter of virtually thousands of Bushmen (Ne\\''ton-King 1992). Less bloody, but perhaps as intense, the history of contact between European settlers and the last Bushman hunter-gatherers in KwaZulu-Natal followed a similar path. Livestock raiding by Bushmen on European­ owned fanns began soon after the Great Trek in 1838 and continued for about another 50 years (Wright 1971).
    [Show full text]
  • Contamination of the Water Supply to the Town of AUTHORS: Carolina, Mpumalanga, January 2012 Terence S
    Research Article Water contamination at Carolina, Mpumalanga Page 1 of 10 Contamination of the water supply to the town of AUTHORS: Carolina, Mpumalanga, January 2012 Terence S. McCarthy1 Marc S. Humphries2 Acid mine drainage has become a serious environmental concern in South Africa, particularly for the long- AFFILIATIONS: term sustainability of the country’s fresh water supply. Such concerns were dramatically highlighted in 1School of Geosciences, January 2012 when water in the Boesmanspruit Dam, which supplies the town of Carolina with potable water, University of the Witwatersrand, underwent rapid deterioration following a large rainstorm event. A sudden drop in pH to 3.7, accompanied Johannesburg, South Africa by elevated levels of iron, aluminium, manganese and sulphate rendered the water toxic and unsuitable 2Molecular Sciences Institute, School of Chemistry, University for use. The problem remained unresolved for 7 months, provoking community protests and eventually of the Witwatersrand, court action against the Department of Water Affairs. Although evidence pointed to coal mining as the Johannesburg, South Africa source of contamination, it was unclear how the dam became polluted so rapidly. We investigated the events surrounding the contamination of Carolina’s water supply, in an attempt to identify a possible cause and to CORRESPONDENCE TO: assess whether the event has relevance for other dams in the Vaal River system. Chemical analyses of water Marc Humphries samples revealed that the pollution originated from the Witrandspruit subcatchment where seepage from EMAIL: coal mines had accumulated in a wetland upstream of the dam. During an unusually heavy downpour, ponds [email protected] holding polluted run-off from coal handling facilities overtopped and flushed the contents of the wetland into the Boesmanspruit Dam.
    [Show full text]
  • Msukaligwa Local Municipality 2014/15
    1e- + ii Foreword by the Executive Mayor The review of our 2013/2014 IDP and Budget through the public consultations throughout our municipality with all stakeholders has indicated that our communities have very high and immediate expectations from the municipality. This gave us a hint that our planning from now on must be practical, proactive and accompanied with a reasonable sense of relevant urgency. Our communities from all walks of life have expressed their wishes and vision of what kind of a society they would like to be. These expressions have been synthesized and culminated in this community-driven Integrated Development Plan. The IDP is accompanied by the following plans: SDF, LED, IMMP, PMS, DMP, Capital Investment Programme, Financial Plan, Communication Strategy and HIV/AIDS Plan The Elections Manifesto of the governing party is still the over – arching guide to our development. It is still the pillar that gives direction to ensure that community development is co-ordinated properly and that it continues to be people-driven. To this end, all our planning is also based on the implementation of the programme of Action for delivery Agreement on Outcome 9 and the Local Government Turn-around Strategy. Outcome 9: Strives for a responsive, accountable, effective and efficient local Government system with the following outputs; Output 1 – Implement a differentiated approach to Municipal financing, planning and support Output 2 – Improving Access to Basic Services Output 3 – Implementing of the work programme Output 4 – Actions supportive of the human settlement outcomes Output 5 – Deepen democracy through a refine Ward Committee Model Output 6 – Administrative and financial capability Output 7 – Single Window of Coordination Our communities have expressed a need that we prioritize the following deliverables as a matter of urgency: The comprehensive supply of water, focusing on the main bulk supply, reticulation and most importantly to deal with water leaks and all other water related challenges throughout the Municipality.
    [Show full text]
  • Dictionary of South African Place Names
    DICTIONARY OF SOUTHERN AFRICAN PLACE NAMES P E Raper Head, Onomastic Research Centre, HSRC CONTENTS Preface Abbreviations ix Introduction 1. Standardization of place names 1.1 Background 1.2 International standardization 1.3 National standardization 1.3.1 The National Place Names Committee 1.3.2 Principles and guidelines 1.3.2.1 General suggestions 1.3.2.2 Spelling and form A Afrikaans place names B Dutch place names C English place names D Dual forms E Khoekhoen place names F Place names from African languages 2. Structure of place names 3. Meanings of place names 3.1 Conceptual, descriptive or lexical meaning 3.2 Grammatical meaning 3.3 Connotative or pragmatic meaning 4. Reference of place names 5. Syntax of place names Dictionary Place Names Bibliography PREFACE Onomastics, or the study of names, has of late been enjoying a greater measure of attention all over the world. Nearly fifty years ago the International Committee of Onomastic Sciences (ICOS) came into being. This body has held fifteen triennial international congresses to date, the most recent being in Leipzig in 1984. With its headquarters in Louvain, Belgium, it publishes a bibliographical and information periodical, Onoma, an indispensable aid to researchers. Since 1967 the United Nations Group of Experts on Geographical Names (UNGEGN) has provided for co-ordination and liaison between countries to further the standardization of geographical names. To date eleven working sessions and four international conferences have been held. In most countries of the world there are institutes and centres for onomastic research, official bodies for the national standardization of place names, and names societies.
    [Show full text]
  • IDP 2010/2011 Ii
    IDP 2010/2011 ii Foreword by the Executive Mayor We are entering the last year of the 2nd (second) democratic, non-racial local government horizon. We have just come out of a very significant strategic workshop which further pursued the realization of political and administrative interface. The strategic planning workshop took place simultaneously with the Outcome 9 forum which are gigantic steps towards addressing the service delivery challenges. The Government outcome nine commits the Minister of Cooperative Governance and Traditional Affairs to develop a local government system which is efficient, effective, responsive and accountable. The IDP and Outcome 9 are interdependent in that they ensure integration, coordination and sharing of resources by all spheres of government from planning to implementation and as such it is critical to service delivery. The strategic planning session was a resounding success taking into account the affirmed objectives, which include inter-alia, the following:- Municipal Turnaround Strategy Service Delivery and Budget Implementation Plan which in turn became Performance Agreement between Council and top echelon management. The adoption of both the Spatial Development Framework and Local Economic Development strategy by Council is the biggest achievement which contributes even more to the credibility of our Integrated Development Plan (IDP). The biggest challenge in any municipality is vested in the effective delivery of basic services. The municipality will continue to ensure that we meet this mandate in spite of the given limited resources. Equally so, the maintenance and management of existing municipal assets is as important as providing new services. If existing assets such as electricity networks, water, roads and sewer networks are allowed to fall into disrepair, the budgets allocated for emergency upgrading become more costlier than timeous maintenance.
    [Show full text]
  • The Case of Breyten Circuit in Mpumalanga SA NETSWERA Mini
    Strategic leadership challenges at secondary schools: The case of Breyten Circuit in Mpumalanga S.A. NETSWERA Mini-dissertation submitted in partial fulfilment of the requirements for the degree Master of Development and Management at the Potchefstroom Campus of the North-West University SUPERVISOR: MR M DIEDERICKS March 2011 Declaration I, SIMON AZWITAMISI NETSWERA , hereby declare that this study “Strategic leadership challenges at secondary schools: the case of Breyten Circuit in Mpumalanga Province” is my own original work and that all sources used or quoted have been accurately reported and acknowledged by means of complete references, and that this mini-dissertation was not previously in its entirety or partially submitted by me or any other person for degree purposes at this or any other university. SA Netswera --------------------------------------- -------------------------------------- Signature Date i ABSTRACT This study was initiated by the need to identify and analyse the multiple challenges that people in leadership positions are facing in Breyten Circuit public schools, in Mpumalanga Province. These challenges have resulted in poor work-related performances within the Breyten Circuit. The challenges have been investigated within the scope of this study by means of the following research objectives: • Providing a general theoretical and practical background of leadership issues at schools in Mpumalanga, South Africa; • Determining the theories, principles and models of strategic leadership; • Exploring the roles and job descriptions of leadership in public schools; • Providing empirical evidence based on a survey on the strategic leadership challenges at Breyten Circuit schools and scientifically analysing them; • Making recommendations based on the findings in assisting leadership at secondary schools to overcome the identified challenges.
    [Show full text]