Integrated Development Plan (Idp) 2020/2021

INTEGRATED DEVELOPMENT PLAN (IDP) 2020/2021

FOREWORD BY THE EXECUTIVE MAYOR

Once more, our communities in Emfuleni will undoubtedly exercise their democratic right to meaningfully participate in their municipality‟s annual planning processes through both the Integrated Development Plan (IDP) and the budget for the 2020/2021 financial year. The IDP and Budget Public Participation are mechanisms aimed at redressing the impact of over 300 years of colonization, exploitation and oppression of the masses of our people which subjected the nation to immense poverty, inequality and unemployment.

The IDP and the Budget, as legal instruments, seek to expresses the balance between the people‟s aspirations and the availability and utilization of resources. This is done in order to realize the developmental agenda of the democratic government as dictated to by the electoral mandate.

In our preceding IDP report as a municipality we presented substantial programmes that were guided by the imperatives of the Financial Recovery Plan (FRP) of the Municipality. That report further gave details on planned interventions by both the national and the provincial governments in assisting the Municipality to achieve a speedy recovery. IDP reports are presented to the general public as well as to various stakeholders as a detailed account of progress made from the previous financial year. To a greater extent, the substance of the last IDP was influenced by various government policies aimed at ensuring that service delivery is given priority in the current crisis, with a more pointed focus on water and sanitation and other related infrastructure backlogs.

The draft IDP and Budget published during the public participation process attracted an insurmountable volume of significant comments from the public, the political leadership and management. All these comments were taken into considerations. The public responses confirm the requirements of the Municipal Systems Act, 32 of 2000 which defines that the Integrated Development Plan (IDP) is one of the core functions of a municipality in the context of its developmental agenda. Undoubtedly, a people‟s driven municipality must be reflected in the quality of the participation of stakeholders. This was visible in the recent round of public participation which included an online participation.

This year‟s ELM IDP and the budget were further influenced by the declaration of the National State of Disaster following the global impact of the spread of the Coronavirus or COVID -19. This led to the lockdown of South Africa. These developments compelled the Municipality to review many of its critical decisions in order to accommodate the new and challenging environment brought about by the pandemic. To this end the Municipality adopted all the necessary measures aimed at contributing towards the health and safety of all local communities. The Municipality also established COVID-19 command structures which are in constant communication with local communities. The Municipality appreciates the public cooperation in combating the spread of the Covid-19.

The national and provincial government have played a pivotal role in supporting ELM and our budget does not reflect the volumes of interventions on several key services such as waste removal, clearing of illegal dumps, roads maintenance, electricity and other special interventions that have benefited the municipality.

In our preceding IDP report as a Municipality we presented substantial programmes that were guided by the imperatives of the Financial Recovery Plan (FRP) of the Municipality. That report further gave details of planned interventions by both the national and the provincial governments in assisting the Municipality to achieve a speedy recovery. IDP reports are presented to the general public as well as to various stakeholders as detailed accounts of progress made from the previous financial years. To a greater extent, the substance of the last IDP was influenced by various government policies aimed at ensuring that service delivery is given priority in the current crisis, with a more pointed focus on water and sanitation and other related infrastructure backlogs.

The draft IDP and Budget published during the public participation process attracted an insurmountable volume of significant comments from the public, the political leadership and management. All these comments were taken into considerations. The public responses confirm the requirements of the Municipal Systems Act, 32 of 2000 which defines that the Integrated Development Plan (IDP) is one of the core functions of a municipality in the context of its developmental agenda. Undoubtedly, a people driven municipality must be reflected in the quality of the participation of stakeholders. This was visible in the recent round of public participation which included an online participation.

The national and provincial government have played a pivotal role in supporting ELM. Our budget however does not reflect the volume of interventions on several key services such as waste removal, clearing of illegal dumps, roads maintenance, electricity and other special interventions that have benefited the Municipality.

The Water and Sanitation challenges which negatively affected the quality of the Vaal River are receiving serious attention from national government through the Ministry of Water, Sanitation and Human Settlement. We are grateful for the progress registered to-date.

The allocated budget of more than one billion rand has been gazetted and is being managed by the Department of Water and Sanitation. The East Rand Water Company (Erwat) was appointed as the implementing agent for the first phase of the water intervention project. Stakeholder participation on the implementation of the FRP and all activities related to the government are of critical importance.

Mayoral Strategy Sessions held over the last few months produced clear integrated approaches for management aimed at pulling the institution out of the muddy terrain. The ELM refined machinery is informed by these strategies. Our Service Delivery and Budget Implementation Plans (SDBIP‟s) are at the core of the implementation of the IDP with a special focus on the impact we make in the communities we serve. We have customized the SDBIPs to carry priorities on cost saving, revenue generation, quality service delivery and an improved customer services. All departments are developing strategies that inform their planning. The FRP implementation is at the centre of all planning across departments.

Our economic development has taken a huge leap on integrated planning. The Municipality is working with both provincialand national government departments on several initiatives aimed at growing the local economy. With the Department of Trade and Industry (DTI) at the lead, together with the Sedibeng District Municipality (SDM), we are considering a development of a comprehensive master plan for the regional economy within the context of District Development Model.

The broad vision that embraces the Fezile Dabi District Municipality in the Free State province under the Vaal 21 Vision has been enhanced by the introduction of the Blue Economy as the lead game changer together with the Vaal River City, Development of Student City and other catalyst projects. Organized business, civil society and the public will be fully consulted through various platforms to ensure maximum local participation and benefits to local business and the local economy. Our Special Development Framework has been amended to accommodate these actions.

The internal institutional capacity has been enhanced by the appointment of the municipal manager and other members of the executive management team. As previously promised, our journey to fill critical posts is on track. The appointment of the Municipal Manager was part of that promise and has been fulfilled. The adoption of the organizational structure and filling of all other critical vacancies is under way. Performance management up to level (3) three management has been adopted by Council. It is my firm belief that this will help improve quality of management outputs. Good governance is receiving requisite attention with the Auditors General‟s findings being prioritized as part of the FRP performance targets.

Our budget for the financial year is more than Six (6) Billion Rand. This budget comprises of Municipal Own Revenue of above Five (5) billion, approximately 83% of revenue and Government Grants of more than One Billion Rand which is17% of total revenue.

Our financial planning has produced this budget. Our proposed is at 6.4 billion rand our expenditure is above Six Billion Rand with an operational budget of 95% and OPEX at 5% of total expenditure. There are operational costs which emanate from the increases of our bulk suppliers. Eskom has increased its tariffs by 8.1% and Rand Water by 6.5%. These increases had a direct bearing on our budget.

This IDP and Budget are the last episode of the 2016-2021 five-year cycle. The report presents a report back on the previous financial and the summary of projects undertaken together with the new plans. Further contributions from political parties and stakeholders will enhance the final chapter of public participation before the IDP and Budget adoption.

We thank our residents for their cooperation during these trying times of COVID-19 pandemic. The Municipality is taking all necessary steps to ensure that all the provisions enacted by national government aimed at protecting our communities are adhered to. The sacrifices made by frontline workers in the fight against Covid-19 is highly recognised and appreciated. We salute these brave men and women of our country.

It is my pleasure to present our draft Integrated Development Plan document and Budget for 2020/2021.

______Cllr. Rev. Gift Moerane Executive Mayor

EXECUTIVE SUMMARY BY THE MUNICIPAL MANAGER

Planning is the basis of rational and sustained effective and economic use of capital, manpower and time in the acceleration of socio-economic development of the society we are leading. As the popular saying goes, if you fail to plan, you plan to fail and there is no bigger plan in local government which has far-reaching impact than the IDP. It is the blue- print upon which our developmental agenda is built. It is a cornerstone of local government because in the process developing the IDP, public participation comes to life.

Despite prevailing financial and service delivery challenges, the Municipality continues to supply safe potable water and sanitation in all formal residential areas. Land invasion continues to give rise to new informal settlements, which will in future demand services from their local government thereby further burdening the Municipality‟s service delivery efforts. Incidents of violent protest action seen in post-democracy local government around the country have decreased in Emfuleni. This is a clear indication that service delivery initiatives, as intermittent as they are, have had a positive impact in recent months.

The IDP will help our Municipality to focus on the most important needs of our communities, taking into account the resources available. We have a difficult task of finding the most cost-effective ways of providing services and this means spending money on the causes of problems in our communities.

Incomplete infrastructure projects, from housing (by provincial government), roads (local municipality) and the rehabilitation and recapitalization of sanitation infrastructure (national government) continue to impact negatively on the lives of our people. While there are notable successes in this regard, the expectation is that we should and will do better. Constant power outages, water and sewer spillages and an inconsistent waste collection schedule are some of the challenges facing the Municipality.

The IDP identifies the least serviced and most impoverished areas and points to where municipal funds should be spent. Implementation is made easier because the relevant stakeholders have been part of the process. The IDP helps to develop realistic project proposals based on the availability of resources.

In recent years, reports of irregular, wasteful and fruitless expenditure have caused irreparable damage to the reputation of the Municipality, and in some cases, to senior officials in the Municipality, past or present. A lot more work to implement recommendations from relevant internal and external stakeholders must be undertaken to protect the integrity of our financial systems and ability to deliver basic services to our people.

Government departments and private investors are willing to invest where municipalities have clear development plans. Through the active participation of all the important stakeholders, decisions are made in a democratic and transparent manner.

Municipal resources are used to integrate rural and urban areas and to extend services to the poor. The different spheres of government are encouraged to work in a co-ordinated manner to tackle the development needs in a local area. The Constitution of our country dictates that the municipality must structure and manage its administration, budgeting and planning processes to give priority to the basic needs of communities. The Municipality is also plagued by a host of other challenges which are managed on a day to day basis. These include:

 Ageing infrastructure (Sanitation, Water, Road and Electricity);  Theft, damage and vandalism of municipal infrastructure;  High distribution losses in water and electricity due to leakages and theft;  Poor revenue collection (financial constraints);  Illegal dumping;  Low staff morale, and  Limited burial space.

These are a few examples of service delivery backlogs which require our urgent attention. Our efforts and responses in this regard are always gauged by the watchful eye of our communities. We are working every day to ensure the sustainable delivery of key municipal services including water, sanitation, electricity, roads and waste collection. Working together with communities we shall overcome these immediate service delivery challenges. We are focussing resolutely. We are working tirelessly.

I also need to assure members of the community that in regard to the ESKOM matter, the Municipality is managing the process with the aid of the MEC for CoGTA who is helping the two parties to find a lasting solution to the debacle. I must hasten to indicate that a clarion call is made to the general community of ELM to ensure that we pay for Masakhane in order to avoid the repeat of the incident of a month ago. The paying of Masakhane could also help in the acceleration of service delivery without having to rely solely on grants but that we be self-reliant as a municipality. This can be achieved if only we strengthen our social pact as the municipality and the community.

We equally call on the Large Power Users (LPUs) to work together with the Municipality in addressing other salient matters of concern which include the tariffs. We must indicate that we eager to have a long lasting relationship with yourselves as an organised business community within the jurisdiction of the Municipality. It remains our conviction that working together we can achieve the strategic objectives of this Integrated Development Plan which is not only a document but rather a pragmatic programme aimed at positively changing the outlook of our Municipality.

The collective leadership of the Municipality also seeks to put people first, strengthen good governance and accountability, ensuring sound financial management and building a highly-skilled and professional administration that strives to serve our people with humility, respect, commitment and hard-work.

All hands are on deck and we have realized that we cannot keep employing the same strategies and expect a different outcome – we must accelerate and intensify all cost-containment measures. This is dictated to by the Financial Recovery Plan (FRP) which is our master plan of turning this Municipality around.

______Lucky Leseane MUNICIPALMANAGER

TABLE OF CONTENTS

CONTENT PAGE

Photographs of members of the Political Management Team (PMT) & Mayoral Committee (MAYCO) Photographs of members of the Executive Committee (EXCO) Foreword by the Executive Mayor (EM) Executive Summary by the Municipal Manager

CHAPTER 1

1. INTRODUCTION, BACKGROUND & LEGISLATIVE FRAMEWORK 1.1. The Vision, Mission, Value & Motto Statements 1.1.1. Vision 1.1.2. Mission 1.1.3. Values 1.1.4. Motto 1.2 GEOGRAPHIC PROFILE 1.3. THE 2020/2021 IDP REVIEW PROCESS METHODOLOGY 1.4 IDP INTEGRATED PROCESS PLAN 1.4.1 Action Plan with Time-Frames 1.4.2. Summary of Calendar of Activities 1.5. IDP DEVELOPMENT & KEY PRIORITIES 1.5.1. The ANC 2016 Local Government Elections Manifesto 1.5.2. The Turn-Around Strategy 1.5.3. MAYCO & EXCO Strategic Planning held in February to March 2018 1.5.4. MAYCO & EXCO Strategic Planning 1.5.5. 4 – 6 February 2020 MAYCO & EXCO Strategic Planning 1.6 THE MECs COMMENTS ON THE 2019/2020 IDP & BUDGET 1.7. 2020/2021 IDP & BUDGET PUBLIC PARTICIPATION PROGRAM 1.7.1. 2020/2021 IDP & BUDGET Public Participation Schedule 1.7.2. Discussions/Engagements on the draft 2020/2021 IDP & BUDGET 1.7.3. Summary of challenges raised through the IDP & Budget Public Participation Video and other social media platforms

CHAPTER 2 2. 2019/2020 PEFORMANCE ASSESSMENT STATUS QUO 2.1 KEY PERFORAMNCE AREA 1 2.1.1. Municipal Financial Viability & Management 2.2. KEY PERFORAMCE AREA 2 2.2.1. Basis Services & Infrastructure 2.2.2. Electricity 2.2.2.1. Emfuleni Local Municipality Integrated Waste Management Plan (IWMP, 209) 2.2.3. Waste Management 2.2.4. Roads & Storm water 2.2.5. Water & Sanitation 2.2.6. Community Services 2.2.7. KPA 2: Overall Municipal Performance 2.3. KEY PERFORAMANCE AREA 3 2.3.1. Local Economic Development & Spatial Planning 2.3.2. KEY PERFORMANCE 4 2.3.3. Municipal Transformation & Organizational Development 2.4. KEY PERFORAMANCE AREA 5 2.4.1. Good Governance & Public Participation 2.5. SUMMARY: OVERALL MUNICIPAL PERFORMANCE 2.5.1. RECOMMENDATIONS

CHAPTER 3

3. ANALYSIS 3.1 MUNICIPAL OVERVIEW 3.1.1 Geographic Profile 3.1.2 Emfuleni Population Stats 3.1.3 Mangaung Metropolitan Municipality 3.1.4 Mangaung Populations Groups 3.1.5 Disability 3.1.6. Languages spoken in the Emfuleni area 3.1.7. Population by Age Group 3.1.8. Youth, Disability and Gender Development 3.2. REINVENTING OUR ECONOMY 3.3. SOCIO-ECONOMIC & DEVELOPMENT PROFILE 3.3.1. Employment Status 3.3.2. Household Income 3.3.2.1. Annual Household Income in 2001 & 2011 3.3.2.2. Annual Household by Gender & Head of Household 3.3.2.3. Child Headed Household 3.3.2.4. Education Levels 3.4. VAAL 21 RIVER CITY CONCEPT/ PROJECT 3.5. ECONOMIC DELIBERATIONS 3.5.1. Logistic Hub 3.5.2. Tourism 3.6. RENEWING OUR COMMUNITIES 3.6.1. Road & Storm water 3.6.1.1. Statistical Information of Existing Infrastructure 3.6.1.2. Statistics of Roads and Storm water 3.6.1.3. Strategy for Current Roads Rehabilitation Contract 3.6.1.4. Achievements & Challenges 3.6.1.5. Electricity 3.6.1.6. Energy Efficiency & Green Energy Initiatives 3.6.1.7. Illegal Connections 3.6.1.8. Achievements 2018/2019 3.6.1.9. Water & Sanitation 3.6.1.10. Household Access to Piped Water 3.6.1.11. Household Source of Water 3.6.1.12. Household Toilet Facilities 3.6.1.13. Challenges 3.6.1.14. Housing (Human Settlement) 3.6.1.15. Title Deeds 3.6.1.16. Housing Development & Backlog 3.6.1.18. Human Settlements Projects 3.6.1.18.1. Integrated Residential Development Program: Relocate Beneficiaries & Demolish Existing Units 3.6.1.18.2. Integrated Residential Development Program: Top Structure Construction 3.6.1.18.3. Integrated Residential Development Program: Installations of Services 3.6.1.18.4. Integrated Residential Development Program: Rectification of Houses 3.6.1.18.5. Integrated Residential Development Program: Refurbishment of Existing Hostels 3.6.1.18.6. Integrated Residential Development Program: Projects in Planning 3.6.1.18.7. Project Name 3.7. PRIMARY HEALTH CARE SERVICES 3.8. INFRASTRUCTURE PLANNING & DEVELOPMENT 3.9. GOOD & FINANCIAL SUSTAINABLE GOVERNANCE 3.10. ORGANIZATIONAL STRUCTURE 3.10.1. Council Structure 3.10.2. Council Committees 3.10.3. Municipal Council Composition 3.10.3.1. Council Composition by Political Party, Seats & Gender 3.11. SECRETARIAT & ADMIN SERVICES

3.11.1. Committee Section 3.11.2. Administrative Support Services 3.11.3. Human Resource & Training 3.11.4. Training 3.11.5. Skills Audit Outcomes 3.11.6. Labour Relations 3.11.7. ORGANIZATIONAL DEVELOPMENT 3.11.7.1. Job Evaluation 3.11.7.2. Change Management 3.11.7.3. Employee Assistance Program (EAP) 3.11.8. EMPLOYMENT EQUITY 3.11.9. LEGAL SERVICES 3.11.9.1. Current Challenges in the Legal Services Dept. relates to the following 3.11.9.2. Legal Dept. in boost with a number of achievements in relation to the following 3.11.10. BY-LAW DEVELOPMENT & ENFORCEMENT 3.11.10.1. Brief Description 3.11.10.2. Development of By-Law 3.11.10.3. Waste Management By-Law 3.11.10.4. Promulgated By-Law 3.11.10.5. By-Law Enforcement 3.11.11. INFORMATION TECHNOLOGY 3.11.12. FLEET MANAGEMENT 3.11.12.1. Current Status of the Fleet of Emfuleni 3.11.13. FACILITIES MANAGEMENT 3.11.14. PROJECT MANAGEMENT UNIT 3.11.15. MUNICIPAL MANAGER 3.11.15.1. Risk Management 3.11.15.2. Intergovernmental Relations 3.11.15.3. Integrated Development Plan (IDP) 3.11.15.4. Monitoring & Evaluation 3.11.15.5. Performance Management 3.11.15.6. Communications 3.11.15.7. Internal Audit 3.11.16. OFFICE OF THE EXECUTIVE MAYOR (EM) 3.11.16.1. Political Leadership & Members of the Mayoral Committee (MAYCO) 3.11.16.2. Standing Committees 3.11.17. OFFICE OF THE SPEAKER 3.11.17.1. Public Participation & Meetings of Councillors 3.11.17.2. Ward Committees 3.11.17.3. Section 79 & 80 Portfolio Committees 3.11.18. OFFICE OF THE CHIEF WHIP 3.11.18.1. Section 80 Committees of Council 3.11.18.1.1. Shared Services 3.11.18.1.2. Finance & Revenue 3.11.18.1.3. Agriculture, Local Economic Development, Planning and Tourism 3.11.18.1.4. Human Settlement 3.11.18.1.5. Sport, Recreation, Arts, Culture, Parks & Cemeteries 3.11.18.1.6. Health & Social Development 3.11.18.1.7. Public Safety 3.11.18.1.8. Public Works 3.11.18.1.9. Infrastructure, Planning and Development 3.11.18.1.10. Environment Management & Planning 3.11.18.1.2. Section 79 Committees of Council 3.11.18.1.2.1. Municipal Public Accounts Committee (MPAC) 3.11.18.1.2.2. Petitions Committee 3.11.18.1.2.3. Gender, Youth & People with Disabilities 3.11.18.1.2.4. Local Labour Forum (LLF) 3.11.18.1.2.5. IDP Steering Committee 3.11.18.1.2.6. Ethics Committee 3.11.18.1.2.7. Rules Committee 3.11.18.1.2.8. Elections Committee 3.11.18.1.2.9. Remuneration Committee (REMCO) 3.11.19. RELEASING HUMAN POTENTIAL 3.11.19.1. Sport & Recreation 3.11.19.1.1. Mandate 3.11.19.1.2. Activities 3.11.19.1.2.1. Recreation Facilities 3.11.19.1.2.2. Community Halls 3.11.19.1.2.3. Sport Facilities 3.11.19.1.2.4. Challenges 3.11.19.1.2.5. Arts & Culture 3.11.19.1.2.6. Libraries & Information Services 3.11.19.1.2.7. Born to Read Program 3.11.19.1.2.8. Early Childhood Development 3.11.19.1.2.9. Story Telling 3.11.19.1.2.10. Outreach Program 3.11.19.1.2.11. Reading Program 3.11.19.1.2.12. Additional Program 3.11.19.2. PUBLIC SAFETY 3.11.19.3. FIRE & RESCUE 3.11.19.3.1. Description 3.11.19.3.2. Mandate 3.11.19.3.3. Challenges 3.11.19.3.4. Progress relating to Deliverables 3.11.19.3.5. 2018/2019 Fire & Rescue Services: SDBIPs 3.11.19.4. MUNICIPAL COURTS 3.11.19.4.1. Description 3.11.19.4.2. Mandate 3.11.19.4.3. Activities 3.11.19.4.4. Challenges 3.11.19.4.5. IDP Deliverables 3.11.20. TRAFFIC & SECURITY 3.11.20.1. Brief Description 3.11.20.2. Mandate 3.11.20.3. Activities 3.11.20.4. Challenges 3.11.20.5. Achievements 3.11.20.6. IDP deliverables 2019/2020 3.11.21. SOCIAL DEVELOPMENT 3.11.21.1. Indigent Program (Policy on Access to Free Basic Services) 3.11.21.2. Indigent Pauper/Burial Program 3.11.21.3. Progress relating to decision 3.11.21.4. Achievements 3.11.21.5. Challenges 3.11.22. VIBRANT DEMOCRACY 3.11.23. REVIVING A SUSTAINABLE ENVIRONMENT 3.11.23.1. Environment Health Services 3.11.23.2. Air Pollution 3.11.23.3. Challenges Encountered 3.11.23.4. Progress Relating To Deliverables 3.11.23.5. PARKS & CEMETERIES 3.11.23.5.1. Mandate 3.11.23.5.2. Activities 3.11.23.5.3. Parks 3.11.23.5.3.1. Challenges 3.11.23.5.4. Cemeteries 3.11.23.5.4.1. Challenges 3.11.23.6. WASTE MANAGEMENT 3.11.23.6.1. Service Levels (Standard of Services) 3.11.23.6.2. Household services

3.11.23.6.3. Achievements 3.11.23.6.4. Challenges 3.11.23.7. ENVIRONMENT 3.11.23. 7..1. Air Pollution 3.11.23.7.2. Municipal Health Services are prescribed by and refined in: 3.11.23.7.3. Phase 1 – Strategy & Analysis 3.11.23.7.4. Emfuleni Climate Change 3.11.23.7.4.1. Rainfall 3.11.23.7.4.2. Temperature 3.11.23.7.4.3. Climate Change 3.12. POLITICAL INTERVENTIONS 3.12.1. VAAL RIVER INTERVENTIONS 3.12.1.1. Overall Scope of the Intervention 3.12.1.2. Project Scope 3.12.2. COVID – 19 Program 3.12.2.1. Stakeholders 3.12.2.2. Sedibeng Regional Office of Social Development 3.12.2.3. SAVF – NPO 3.12.2.4. Young Toughest Minds & SANCA 3.12.2.5. Red Cross 3.12.2.6. Department of Health 3.12.2.7. Emfuleni Local Municipality (ELM) 3.12.2.8. Food Parcels & Food Distribution 3.12.2.9. Qualifying Criteria for COVID – 19 3.12.2.10. Municipal Role 3.12.3. FINANCIAL RECOVERY PLAN (FRP) 3.12.3.1. Pillar 1: Sound Financial Governance & Viability 3.12.3.1.1. Governance & Stakeholder Management 3.12.3.1.2. Measures put in place to manage stakeholders 3.12.3.1.3. Functionality of all Committees of the Municipality 3.12.3.1.4. Implementation protocols for Decisions 3.12.4. LITIGATION RISKS/REGISTER 3.12.4.1. Mitigation Actions Undertaken 3.12.4.2. Labour Relations Disputes 3.12.5. SWOT ANALYSIS

CHAPTER 4 4.1. Background 4.1.1. Socio-Politico and Economic Profile of Emfuleni 4.1.2. Opportunities 4.1.3. 2020/2021 IDP & Budget Strategy Development Process 4.1.3. 2020/2021 IDP & Budget Strategy 4.1.4. Purpose of governance and Institutional Framework 4.1.5. Overview of the status quo (economic) 4.1.6. Developmental challenges 4.1.7. Agriculture and agro-processing 4.1.8. Game Changers 4.1.9. Conclusion

CHAPTER 5 5. PROJECT PHASE 5.1 EMFULENI LOCAL MUNICIPALITY PROJECTS 5.2 SECTOR DEPARTMENTS PROJECTS 5.2.1. Department of Health 5.2.2. Department of Education 5.2.3. Department of Social Development 5.2.4. Department of Roads & Transport 5.3. Infrastructure Challenges

CHAPTER 6 6. BUDGET 6.1. SUMMARY OF THE 2020/2021 – 2022/2023 MEDIUM TERM REVENUE & EXPENDITURE FRAMEWORK PERIOD 6.1.1. Executive Summary 6.1.2. Operating Revenue Framework 6.1.3. Operating Expenditure Framework 6.1.4. Free Basic Services: - Basic Social Services Package 6.1.5. Capital Expenditure

CHAPTER 7 7. 1. SPATIAL DEVELOPMENT FRAMEWORK 7.1.1. EXECUTIVE SUMMARY 7.1.2. DEVELOPMENT CONECPT 7.1.2.1. Urban infill & Consolidation 7.1.2.2. Movement Patterns & Transportations 7.1.3. NODAL STRUCTURE 7.1.3.1. Diagram 1: Energy Metropolitan Area 7.1.3.2. Diagram 2: Development Concept 7.1.3.3. Rail densification & proposed bus networks 7.1.4. RESIDENTAIL DEVELOPMENT 7.1.4.1. Johandeo, Golden Gardens & Cyferpan 7.1.4.1.1. Lethabong & Tshepiso 7.1.4.1.2. Sonlandpark 7.1.4.1.3. Bophelong 7.1.4.1.4. Lochvaal & Mantevrede 7.1.4.1.4.1. Vanderbijlpark & Bophelong 7.1.4.1.4.2. Emerald Casino 7.1.4.1.4.3. Tshepong & Roshnee 7.1.5. INDUSTRIAL & COMMERCIAL DEVELOPMENT 7.1.5.1. Leeuwkuil 7.1.5.2. Boipatong 7.1.5.3. Cyferpan 7.1.5.4. Sebokeng CBD 7.1.6. NODAL DEVELOPMENT 7.1.6.1. Soland note 7.1.6.2. Bedworthpark note 7.1.6.3. Evaton note

CHAPTER 8 8. Performance Management System (PMS)

CHAPTER 9 9. MAINSTREAMING 9.1 CROSS CUTTING ISSUES WITHIN EMFULENI LOCAL MUNICIPALITY 9.2 DISABILITY 9.2.1 Status of Employees with Disabilities 9.2.2. Challenges 9.3. GENDER 9.4 HIV/AIDS 9.5 YOUTH 9.5.1. Youth Forums 9.5.2. Establishment of Local Units 9.5.3. Youth Advisory Centres 9.5.4. General Deliverables for Designated Groups 9.5.5. Achievements 9.5.6. Deliverables for Different Designated Groups

CHAPTER 10 10.1. INTEGRATED PHASE 10.1.1. SECTOR DEPARTMENTS PROJECTS 10.1.2. ESKOM Projects 10.1.3. GDARD Projects 10.1.4. Health Projects 10.1.5. Education Projects 10.1.6. Social Development Projects 10.2. EMFULENI LOCAL MUNCIPALITY 2019/2020 PLANS & STRATEGIES

ACRONYMS

AIDS Acquired Immune Deficiency Syndrome ANC African National Congress APC African Peoples Convention ARV Anti-Retro Viral BNG Breaking New Grounds CA Chartered Accountant Capex Capital Expenditure CBD Central Business District CDWs Community Development Workers CCTV Closed Circuit Television CoGTA Cooperative Governance and Traditional Affairs COPE Congress of the People Covid-19 Corona virus CWP Community Works Programme DA Democratic Alliance DAFF Department of Agriculture, Forestry and Fisheries DBSA Development Bank of Southern Africa DEAT Department of Environmental Affairs and Tourism DED Department of Economic Development DG Director-General DLGH Department of Local Government & Housing DLA Department of Land Affairs DME Department of Minerals and Energy DP Development Planning DLG Department of Local Government DOH Department of Health DPLG Department of Provincial and Local Government DRP Disaster Recovery Plan DRT Department of Roads & Transport DTI Department of Trade and Industry DWAF Department of Water Affairs and Forestry EAP Employee Assistance Programme EFF Economic Freedom Fighters EFT Electronic Funds Transfer EIA Environmental Impact Assessment ELM Emfuleni Local Municipality EPWP Extended Public Works Programme FBE Free Basic Electricity FBW Free Basic Water FF + Freedom Front + FML Full Maintenance Lease FS Financial Services GAMAP Generally Accepted Municipal Accounting Practice GDP Gross Domestic Product GDARD Gauteng Department of Agriculture & Rural Development GDP-R Gross Domestic Product per Region GDS Growth and Development Strategies GED Gauteng Enterprise Propeller GDE Gauteng Department of Education GGDS Gauteng Growth and Development Strategy GIS Geographic Information System GP Gauteng Province GPG Gauteng Provincial Government GRAP General Recognized Accounting Practice Ha Hectare HDI Historical Disadvantaged Individuals HIV Human Immunodeficiency Virus HOD Head of Department HR Human Resources HRD Human Resource Development ICT Information Communication Technology IDP Integrated Development Plan IGRA/-Act Intergovernmental Relations Act IMCI Integrated Management of Childhood Illness

INEP Integrated Electricity Programme IT Information Technology IWEX Industrial Waste Exchange IWMP Integrated Waste Management Plan KM Kilometers KPA Key Performance Areas KPI Key Performance Indicator KV Kilovolts LDV Light Delivery Vehicles LED Local Economic Development LG Local Government LGWSETA Local Government Water SETA LRAD Land Redistribution for Agricultural Development MAYCO Mayoral Committee MEC Member of the Executive Committee MFMA Municipal Finance Management Act MHS Municipal Health Services MIG Municipal Infrastructure Grant MM Municipal Manager MPCs Multi-purpose Centers MP Member of Parliament MPL Member of the Provincial Legislature MSA Municipal Systems Act MSS Municipal Support Services MVA Megavolt Ampere NER National Electricity Regulator NFPA National Fire Protection Association NGOs Non-governmental Organizations NDA National Disaster Act NQF National Qualifications Framework NRS National Regulator Services NSDP National Spatial Development Perspective NT National Treasury NWMS National Waste Management Strategy O&M Operations and Maintenance Opex Operational Expenditure PAC Pan African Congress PaC Performance Audit Committee PC Personal Computer PD Previously Disadvantaged PGDS Provincial Growth and Development Strategy PJEC Principal Job Evaluation Committee PMS Performance Management System PMTCT Prevention of Mother to Child Transmission PMU Project Management Unit POPs Persistent Organic Pollutants PS Public Safety PS & CD Public Safety and Community Development RBO Relationship by Objective RDP Redistribution and Development Programme RW Rand Water RSA Republic of South Africa SALGA South African Local Government Association SALGBC South African Local Government Bargaining Council SAM Strategy-Alignment Management SANCA South African National Council on Alcoholism& Drug Dependence SANCO South African National Civics Organisation SAPS South African Police Services SASS South African Scoring System SATSA Southern Africa Tourism Services Association SCADA Supervisory Control and Data Acquisition Systems SDF Spatial Development Framework SDM Sedibeng District Municipality SETA Sector Education and Training Authority SME‟s Small and Micro Enterprises SMME‟s Small, Medium and Micro Enterprises SMS Short Message System SO Strategic Objectives SRAC Sports, Recreation, Arts and Culture Stats-Sa Statistics South Africa STI‟s Sexually Transmitted Infections TB Tuberculosis TLB Tractor Loader Backhoe Ur Unemployment rate VCT Voluntary Counseling and Testing VIP Ventilated Improved Pit WCW‟s Water Care Works WMS Water Management System WRP Water Resource Plan WSA Water Services Authority WSDP Water Services Development Plan WWTW Waste Water Treatment Works

CHAPTER 1 1. INTRODUCTION, BACKGROUND AND LEGISLATIVE FRAMEWORK

The concept and practise of Integrated Development Planning (IDP) was introduced in South Africa in the 1990s to assist municipalities to fulfil their developmental mandate. The concept and practise were then formalised in both policy and legislation; White Paper on Local Government, 1998 and Municipal Systems Act (MSA), 2000. The White Paper on Local Government introduced the IDP as one of the critical tools that municipalities must deploy in order to drive the attainment of a “Developmental Local Government”, and the Municipal Systems Act‟ Section 25 requires all municipalities to produce a single, inclusive and strategic plan, also known as the IDP. The IDP is adopted at the beginning of a political term of office following local government elections. It signals the beginning of a 5-year IDP development process. The IDP has to be legally compliant and able to effectively guide development within a municipality. Some of the main pieces of legislations and important guidelines which impact on municipal planning and the development on IDPs include the following: - 1.1. The Constitution of the Republic of South Africa, (Act 106 of 1996): 1.2. The Municipal Systems Act (MSA): Chapter 5, Section 23 to 37) establishes an enabling framework for the core processes of local government’s planning, performance management, resource mobilization and organizational change: 1.3. The State of Local Government Report (2009); 1.4. The National Development Plan, (2012): The NDP identifies the lack of an effective system for IDPs to gain the national and provincial support they require to be meaningful; 1.5. Spatial Planning Land Use Management Act. (SPLUMA) No. 16 of 2013: SPLUMA represents the integration and trade-off of all relevant sector policies and plans; 1.6. The Back-to-Basics Program for municipalities (2014); 1.7. The Integrated Urban Development Framework, 2016; 1.8. The Disaster Management Act, 2002 (Act No. 57of 2002); 1.9. In addition to the above, Emfuleni Local Municipality‟s 2019/2020 and 2020/2021IDPs and Budget have been subjected to political interventions by national and provincial governments. The interventions are of Section 139, (1)(b) and Section 139 (5)(a) of the Constitution of the RSA and the Financial Recovery Plan (FRP) which came into being on June 2018 and January 2019 respectively.

1.1. THE VISION, MISSION, VALUES & MOTTO STATEMENTS

As required by the Municipal Systems Act (MSA), all municipalities are expected to develop IDPs with the aim of providing services such as household infrastructure, creating liveable areas, building vibrant and inclusive local economies, facilitating community empowermentetc. The five-year IDP plan of the Emfuleni Local Municipality (ELM), with its vision, mission, values and motto statements was adopted at the Council meeting that was held in 2016. 1.1.1 Vision A Developmental City that continuously improves the quality of life of its community. 1.1.2. Mission Provide responsive, effective, efficient and sustainable municipal services in an accountable manner.

1.1.3. Values Subscribe to the Batho-Pele principle as well as being Responsive, Disciplined, Accountability, Transparent, Respectful and Honest. 1.1.4. Motto “Vaal River City, the Cradle of Human Rights” 1.2. GEOGRAPHIC PROFILE

The Emfuleni Local Municipality (ELM) is a Category B the municipality (GT421) as defined in the Municipal Structure Act of 1998, and also one of the three local municipalities that constitute the Sedibeng District Municipality. It is situated at the western-most part of the District, which covers the entire southern area of the Gauteng Province extending along a 120 kilometres axis from east to west. ELM covers an area of 987.45 km² compared to approximately 1722 km² and 1484 km² for neighbouring Midvaal and Lesedi Municipalities respectively.

The Vaal River forms the southern boundary of ELM and its strategic location affords it many opportunities for tourism and other forms of economic development. ELM shares boundaries with Metsimaholo Local Municipality and Fezile Dabi District Municipality in the Free State to the south, Midvaal Local Municipality to the east, the City of Johannesburg Metropolitan area to the north and Westonaria and Tlokwe Local Municipalities, in North West Province, to the west.

ELM is strategically located with access to a well-maintained road network, e.g. the N1 national route linking Johannesburg and Bloemfontein, which traverses Emfuleni. ELM has two main city/town centres, namely, Vereeniging and Vanderbijlpark within the area. Sasolburg is only 10 kilometres to the south, across the provincial boundary. ELM forms the “heartland” of what was formerly known as the Vaal Triangle, renowned for its contribution to the iron and steel industry in South Africa.

Map: Area Location

Source: Demarcation Board, 2001 ELM is rich in political history as it encapsulates the South African War with the signing of the peace treaty in Vereeniging, heritage assets such as the Sharpeville Monument and the liberation struggle epitomized by the signing of the Constitution of the Republic in 1996 in Sharpeville. ELMs settlement patterns are largely dictated by the history of the area. The evidence of San rock engravings near the Vaal River verifies that the San people originally inhabited the area. 1.3. THE 2020/2021IDP REVIEW PROCESS METHODOLOGY

The Municipal Systems Act (MSA) Section 34, states the following about the review of the IDP: -

A Municipal Council must review its IDP: 1. Annually in accordance with an assessment of its performance measurements in terms of section 41, and 2. In the extent that changing circumstances so demand and may amend. This review will inform how the municipality adjust its focus and operations in order to cater for changes in strategy, policy and unforeseen circumstances to meet its targets. The Emfuleni Local Municipality has complied with legislative framework hence adopted a 2020/2021 IDP & Budget Process Plan in its Council meeting held on the 08 August 2019, (Council resolution number – 3946). Before its adoption by Council, it was subjected to meetings of the Executive Committee (EXCO), Joint Performance and Audit Steering Committee (PaC), Political IDP and Budget Steering Committee and Mayoral Committee (MAYCO). In line with the Municipal Finance Management Act (MFMA), municipalities must table draft IDPs in a Council meeting at least 90 days before the beginning of each financial year.

1.4. IDP & BUDGET INTEGRATED PROCESS PLAN 1.4.1. Action Program with Time-Frames

Date Required Task/Action Responsible person Participants Time Schedule

July Prepare IDP & Budget Integrated - Process Plan Manager: IDP & Manager: Budget All Managers July 2019

Table the draft IDP & Budget Integrated - Process Plan Manager: IDP & Manager: Budget EXCO July 2019

Table the draft WSDP Process Plan Chief Director: Utilities EXCO July 2019

Table the WSDP Process Plan Chief Director: Utilities Mayoral Committee July 2019

Signing and Making public the 2019/20 Performance Executive Mayor All Clusters: Municipal Manager Executive July 2019 Agreements of the Municipal manager, Section 57 Directors, Performance Management Manager Managers and level 1-3 Managers

Drafting of the 2018-19 Annual Report Manager: Performance Management All Clusters : Municipal Manager Executive July 2019 Directors

Preparation of 4Th Quarter Clusters 2019/20 and Manager: Performance Management All Clusters July 2019 Annual Performance Review

August

Table the draft IDP & Budget Integrated - Process Plan Manager: IDP & Manager: Budget Members of the Performance Audit Committee (PAC) August 2019 and Audit Committee

Table the IDP & Budget Integrated - Process Plan MMC: Shared Services Mayoral Committee August 2019

Table the IDP & Budget Integrated - Process Plan Executive Mayor Council August 2019

Audit data on approved developments and funded planned Executive Directors August 2019 projects (Provincial & Local) AEDP, Basic Services, Finance, IPD and Public Safety clusters

Table 2018/19 4Th Quarter and Annual Performance Municipal Manager/ Manager: Performance Performance Audit Committee (PaC) August 2019 Report Management

2018/19 4Th Quarter and Annual Performance Report Municipal Manager Mayoral Committee August 2019

2018/19 4Th Quarter and Annual Performance Report Executive Mayor Council August 2019

Date Required Task/Action Responsible person Participants Time Schedule

Table 2018/19 Draft Annual Report Executive Mayor Council August 2019

Table the draft WSDP Process Plan Chief Director: Utilities EXCO September 2019

Table the WSDP Process Plan Chief Director: Utilities Mayoral Committee September 2019

CFO Forum CFO Provincial Treasury September 2019

Budget internal consultation (Organizational structure, Budget Manager All cluster heads September 2019 mSCOA alignment, Tariffs and budget related policies.)

Strategic Risk Profile Overview Presentation to the Mayoral CRO EXCO September 2019 Committee

MEC/MEC‟s Forum CFO Provincial Treasury September 2019

Strategic Risk Profile Overview Presentation to the Mayoral CRO Mayoral Committee September 2019 Committee

October Review capital investment programme and inform Executive director: AEDP All ELM clusters October 2019 departments in writing of the SDF review initiatives. Send SDF CDs to department for inputs and comments.

ST Preparation of 1 Quarter 2019/20 Performance Manager: Performance Management All Clusters October 2019 Report

IDP & Budget Public Participation meetings (campaign) Speakers Office & IDP Office Community October 2019

Distribution of 2021 Budget templates and Process plans Budget all cluster heads Oct 2019

November IDP and Budget Strategic session Office of the Executive Mayor PMT, Mayco, IDP and Budget Steering Committee, November 2019 EXCO, IDP and Budget Managers

Table minutes of Public participation meetings, outcomes of Manager: IDP & Budget EXCO November 2019 strategic session and draft analysis Phase

Table minutes of Public participation meetings, outcomes of Manager: IDP & Budget Joint IDP and Budget Steering Committee November 2019 strategic session and draft analysis Phase

Date Required Task/Action Responsible person Participants Time Schedule

Finalization of the Emfuleni SDF document and circulation Executive director : AEDP& H All ELM Clusters November 2019 to all ELM departments, adjoining municipalities, provincial departments and external stakeholders

CFO Forum CFO Provincial Treasury November 2019

Table 1STQuarter 2019/20 Performance Report Municipal Manager/ Performance Management Performance Audit Committee (PAC) November 2019 Manager

Table 1ST Quarter 2019/20 Performance Report Municipal Manager/ Performance Management Mayoral Committee November 2019 Manager

Distribution of 2018/19 Budget Input Documents to Clusters CFO All Clusters November 2019

Table 1ST Quarter 2019/20 Performance Report Executive Mayor Council November 2019

GIS verification, capturing , editing of data/maps and Executive director : AEDP& H AEDP& H (LM GIS Division) December 2019- January presentation of the draft final SDF document to all relevant 2020 departments for comment and inputs

December MEC/MEC‟s Forum CFO Provincial Treasury December 2019

Review of strategies phase and Projects Executive directors/IDP EXCO January 2019

Preparation of 2019/20 2ND Quarter Midyear and Manager: Performance Management All Clusters December 2019 Budget Performance Assessment and Clusters Performance Review

Preparation of Final Audited 2018/19 Annual Report Manager: Performance Management All Clusters December 2019

January Presentation of the draft IDP and Budget Manager: IDP & Manager Budget EXCO January 2020

Preparation of 2019/20 2nd Quarter Midyear and Budget Manager: Performance Management All Clusters January 2020 Performance Assessment

Table 2019/20 2nd Quarter Midyear and Budget Municipal Manager/ Performance Management Performance Audit Committee (PaC) January 2020 Performance Assessment

Table 2019/20 2nd Quarter Midyear and Budget Municipal Manager/ Manager: Performance Mayoral Committee January 2020 Performance Assessment Management

Table 2019/20 2nd Quarter Midyear and Budget Executive Mayor Council January 2020 Performance Assessment

Date Required Task/Action Responsible person Participants Time Schedule

Strategic Risk Assessment aligned to reviewed Strategies CRO EXCO and Mayoral Committee January 2020 with key risk mitigation actions considered in IDP and Budget

Submission of Budget Inputs by Clusters to the Budget All Clusters All Clusters January 2020 Department

Engagement with the Provincial Treasury on the mid-year Manager: PMS All Clusters / Provincial Treasury January 2020 performance

Review of strategies phase and Projects Executive Directors Audit committee February 2020

February CFO Forum CFO Provincial Treasury February 2020

Submission of the Draft Reviewed SDF (2019/2020) Executive Director: AEDP & H All ELM Clusters February 2020 document to SMT for consideration.

Mid- Year reports and Adjustment budgets CFO Provincial Treasury February 2020

Presentation of the draft IDP and Budget Manager: IDP & Manager: Budget MAYCO February 2020

Review 2019/20 SDBIPs Manager: Performance Management All Clusters February 2020

Table Reviewed 2019/20 SDBIPs Municipal Manager/ Manager : Performance Performance Audit Committee (PaC) February 2020 Management

Table Reviewed 2019/20 SDBIP Municipal Manager/ Manager: Performance Mayoral Committee February 2020 Management

Table Reviewed 2019/20 SDBIP Executive Mayor Council February 2020

March Presentation of the draft IDP and Budget Manager: IDP & Manager- Budget Joint IDP and Budget steering Committee March 2020

IDP and Budget workshop Manager: IDP & CFO & IPD All Councillors March 2020

Tabling of the draft IDP, SDBIP and Budget Executive Mayor Council March 2020

Section (80) LED, Mayco & Council. Executive Director :AEDP & H All ELM Clusters March 2020

IDP and Budget Public Participation meetings Office of the Speaker and of the Office of the IDP Emfuleni Community, Councillors and senior officials April 2020

Date Required Task/Action Responsible person Participants Time Schedule

2019/20 3rd Quarter Clusters Performance Review Manager: Performance Management All Clusters April 2020

April Table the outcomes of public participation meetings Manager: IDP & Manager: Budget EXCO May 2020

Table the outcomes of public participation meetings Manager: IDP & Manager: Budget Joint IDP and Budget Steering Committee May 2020

May Table the outcomes of public participation meetings MMC: Shared services MAYCO May 2020

Presentation of the final IDP and Budget Manager: IDP & Manager: Budget EXCO May 2020

Presentation of the final IDP and Budget Manager: IDP & Manager: Budget Audit Committee May 2020

Presentation of the final IDP and Budget Manager: IDP & Manager: Budget Joint IDP and Budget steering committee May 2020

Tabling of the final IDP and Budget MMC: Shared services MAYCO May 2020

Tabling of the final IDP and Budget Executive Mayor Council May 2020

Table 2019/20 3rd Quarter Performance Report Manager: Performance Management Performance Audit Committee (PaC) May 2020

Table 2019/20 3rd Quarter Performance Report Municipal Manager/ Manager: Performance Mayoral Committee May 2020 Management

Table 2019/20 3rd Quarter Performance Report Executive Mayor Council May 2020

June Table Draft 2020/21 OSDBIP Manager: Performance Management Performance Audit Committee (PaC) June 2020

Table Draft 2020/21 OSDBIP Municipal Manager/ Manager: Performance Mayoral Committee Management

Approval of Draft 2020/21 OSDBIP Executive Mayor Municipal Manager /Executive Mayor June 2020

Approval of Draft 2020/21 OSDBIP Executive Mayor

Draft 2020/21 Performance Agreements of the Executive Mayor Executive Mayor June 2020 Municipal manager, Section 57 Managers and level 1-3 Managers

1.4.2. Summary Of Calendar Of Activities Month Activities 07/ 08/ 09/ 10/ 11/ 12/ 01/ 02/ 03/ 04/ 05/ 06/ 2019 2019 2019 2019 2019 2019 2020 2020 2020 2020 2020 2020 Jul Tabling of Integrated Process Plan to EXCO 2019

Aug Tabling of Integrated Process Plan to Council

Sept Tabling of 2016/17 Annual Performance report to Council Oct IDP & Budget public participation meetings

Nov IDP and Budget Strategic Session

Dec GIS verification, capturing editing of dates

Jan Tabling 2018/19 Mid-year & Budget performance assessment 2020

Feb Presentation of the draft IDP & Budget to Mayco

Mar Presentation of the draft IDP & Budget to Council Apr IDP & Budget Public Participation meetings

May Tabling Final IDP & Budget to Council

Jun Tabling draft SDBIPs to Council

1.5. IDP DEVELOPMENT AND KEY PRIORITIES The Municipal Systems Act (32 of 2000) requires that each Municipality, after following a consultative process with the Local Municipalities within its area must adopt a framework for integration that binds both the District and its constituent municipalities. A number of consultative meetings where convened by the District, where Emfuleni Local Municipality was an active participant. The 2020/2021 IDP and Budget commitments and key commitments are derived from some of these following documents: 1.5.1. The ANC 2016 Local Government Elections Manifesto.

1.5.2. The Turn-Around Strategy: During 2016 Financial year, the Municipality adopted a 4 Pillars Financial Turnaround Strategy which aimed to address the following key activities which have been identified as affecting Council operational efficiencies as well as costs and/ or expenditure. The four pillar strategy is targeted at re-engineering and improving the following key areas;  Improved revenue collections,  Reduce losses,  Reduction in expenditure, and  Create credible indigent register.

1.5.3. MAYCO and EXCO Strategic Planning held in February to March 2018.

1.5.4. MAYCO and EXCO Strategic Planning.

1.5.5. 4 – 6 February 2020 MAYCO and EXCO Strategic Planning: The IDP Office together with the office of the Executive Mayor had Strategic Lekgotla as dictated by approved IDP and Budget process plan. The session was held from the 4th to 6th February 2020. The emphasis of the Lekgotla was largely on the Financial Recovery Plan (FRP).

The Strategic Lekgotla /Session is equally critical to determine the priority issues because the municipality may not have sufficient resources to address all the issues identified by the different segments of our constituency. Prioritization assists the municipality in allocating scarce resources to those issues highlighted as more important and/or urgent and as recommended by the Lekgotla. The Strategic Lekgotla was attended by the Executive Mayor, Members of the Mayoral Committee (MAYCO), Speaker of Council, Chief Whip of Council, acting Municipal Manager, Municipal Manager-designate, Executive Directors, Senior Managers: Performance, Internal Audit, Budget, PMT Offices, Communication and IDP staff; Invited guests included Deputy Minister of CoGTA, Gauteng MEC of CoGTA, Gauteng HoD of CoGTA and senior staff from the department, Sedibeng District Municipality Executive Mayor and Chairperson of Audit Committee. All State of the Municipal Addresses (SoMAs) – from 2016: Special focus has also been considered on the following political interventions:

Section 139 (1)(b): Advocates that when a municipality cannot fulfil its financial obligations, the provincial government must intervene so as to ensure the fulfilment of the said obligations. The Financial Recovery Plan (FRP): Section 139 (5) (a) of the Constitution empowers the relevant provincial executive to impose a recovery plan aimed at securing the municipality‟s ability to meet its obligations to provide basic services or its financial commitments. The financial recovery plan (FRP) binds the municipality in the exercise of its legislative and executive authority, but only to the extent necessary to solve the crisis in its financial affairs.

Gauteng MEC for Finance in line with section 139 (1) (a) (iii), requested the services Municipal Financial Recovery Services (MFRS) which is based at National Treasury Department under the national Minister of Finance to prepare an appropriate recovery plan for the Emfuleni Local Municipality. After the FRP was developed by MFRS and was later approved by the Gauteng MEC for Finance, it was submitted to the Municipality for adoption and implementation. Emfuleni Local Municipality is legislatively bound as per section 146 (1) (c) of the MFMA to report on a monthly basis to the MEC for Finance on the implementation of the plan in such a manner as the plan may determine. It is with that backdrop that, Accounting officer/MM and Executive Mayor must report to council and to the MEC for Finance on progress regarding the implementation of the plan and highlight its success and challenges in implementation of the plan. The Financial Recovery Plan (FRP) consists of the following 8 key strategies:

1. Governance and Stakeholder Management. 2. Service Delivery Model. 3. Human Resource Management and Organisational Restructuring. 4. Economic Development. 5. Financial Planning. 6. Financial Management. 7. Revenue Management. 8. Service Delivery.

Copies of the reports on the above commitments and priorities are available on the Municipal website or can be requested from the IDP Office, 4th Floor, Main Building, corner Klassie Havenga and Frikkie Meyer Boulevard, Vanderbijlpark. Stakeholders are encouraged to bring their memory sticks.

1.6. THE MECs COMMENTS ON THE 2019/2020 IDP & BUDGET

Municipalities are expected to submit a copy of the approved IDP to the MEC for Local Government. The Municipal Systems Act requires the MEC to assess whether it complies with the act and that it is not in conflict with the IDPs and strategies of other municipalities and organs of state. The following are comments received from the MEC and responses from the municipality:

MEC’s COMMENTS RESPONSES SECTION 1: SPATIAL PLANNING OBSERVATIONS ELM full SDF document to be No SDF Submitted as part of IDP submission however, IDP Chapter 7 submitted henceforth provides a summary of the SDF and spatial vision of the municipality. Comments rendered are in terms of chapter summary and not the full Figure 4 and 5 provides spatial SDF. representation of connectivity to neighbouring municipalities, movement The IDP does not provide spatial representation of movement patterns patterns and public transport linkages within the municipality and it does not indicate transportation linkage within Emfuleni as discussed in Section with neighbouring municipalities. In review of the SDF, a full and 2.4.1 and 2.4.2 of the SDF document. comprehensive transport study/analysis must be conducted that will Section 2.4.4 discusses employment determine public transport opportunities for Emfuleni LM as well as opportunities generated by the connectivity opportunities into neighbouring municipalities and must aforementioned transport networks. align with GSDF 2030. The spatial component of the IDP mentions densification in support of rail and the proposed bus network as a Section 4.4 means of linking various nodal areas in Emfuleni however, discussion (Development Vision) briefly discusses of this is lacking. intensification of developments along transport infrastructure. The municipality should provide analysis of development and spatial Section 5.3.1.3 – representation on densification in support of rail and the proposed bus Public Transport Development specifies network is required. Urban development boundary has been densification in support of rail and bus delineated in SDF map however there is no strategy that accompany networks (see Table 36). the boundary and emphasize the importance of growth management. They have a triangular focus area which covers Sebokeng, Section 5.1.7 Vanderbijlpark and Vereeniging which is where they encourage Discusses the factors that influenced the integration between the three areas. demarcation of the urban development boundary and its objectives. The municipality to expand on the map highlighting the development boundary by providing a narrative that explains the boundary and how What is needed is a separate document it will lead to inward investment within the area jurisdiction. The area on the urban management strategy to included in the development boundary is very expansive and should be help better management of the reconsidered in order to drive inward investment. aforementioned boundary. The municipality has made a GOVERNANCE AND INSTITUTIONAL DEVELOPMENT commitment of getting good ethical leadership at the top that will prioritise CoGTA notes that the IDP indicates that one of the municipal Ethics Management in the municipality deliverables if fraud and corruption public education and awareness. and an Ethics Working Group/Committee was established which consisted of One of the NDP‟s key priorities is the combat of fraud and corruption different managers from different units. which is echoed in both the SONA and SOPA addresses. The IDP is silent on its stance in this regard. It is important for the municipality to The Municipality has completed its express how it plans to address the serious consequences of Ethics Strategy and its Implementation corruption, fraud and maladministration and consequence Plan. The Terms of Reference for the management, through the implementation of strategies, policies and Ethics Working Group/Committee have control measures put in place. Furthermore, the municipality needs to been drafted. the Audit Committee and ensure an ethical culture is embedded within the organisation, as well the Municipal Public Accounts as public awareness and civil education to strengthen public Committee (MPAC) are giving attention participation and community oversight. to corruption-related issues.

The City‟s IDP does make mention of the IGR Framework (Act 13 of The Risk Management, Anti-fraud and 2005) but no indications as to functionality of IGR structures or inter- Anti-Corruption Committee (RMAAC) municipal fora present. Sedibeng District Municipality is providing has extended its mandate in the technical support to Emfuleni LM in conjunction with Provincial Committees Charter as approved by Treasury and CoGTA in terms of Section 139. It is also worth noting Council under A3740 on the 04th of that CoGTA has initiated a process of circulating a questionnaire to October 2018. As part of its extended determine what support/interventions are required to assist the district mandate, the Committee will serve to and its local municipalities to strengthen intergovernmental relations ensure that there are adequate and and the development of an IGR strategy. effective systems and structures for the management of ethical risks. SECTION 2: The Municipality is currently investing its MUNICIPAL-SPECIFIC OBSERVATIONS time in the resolution of all the structures

which need to ensure that fraud and ENVIROMENTAL MANAGEMENT AND SUSTAINABLE corruption actions are taken against DEVELOPMENT perpetrators and ensure that there is

transparency and reporting on actions The City‟s IDP makes no mention of the climate change response and taken and how well such actions resulted mitigation strategies. The municipality can adopt the Climate Change in redress for the municipality and its Let‟s Responded Toolkit developed by the National Department of citizens. Environmental Affairs. The country, in its commitment to curb overreliance to coal powered electricity has vowed to have the energy The Speaker of Council is delegated to mix approach to electricity generation and supply. Emfuleni Local Identify breaches of the Code of Conduct Municipality like all other municipalities have a duty to ensure that it by Councillors, in terms of the Code of ensures investment in renewable energy in order to make its Conduct for Councillors in schedule 1 of contribution to sustainable energy. the MSA, as well as receive reports of alleged financial misconduct in the case Sedibeng DM is in the process of developing the Bioregional Plan. of Councillors who may have committed The municipality is urged to adopt and implement this plan. The financial misconduct and/or financial municipality should note with interest the Gauteng Biodiversity offence(s). Stewardship Programme being carried out by GDARD. This programme seeks to identify areas of conservation significance with an The Municipality maintains risk registers aim to has those identified areas declared Protected Areas. The ICUN which incorporate fraud and corruption Threatened Ecosystems have revealed that there has been a decline risks and furthermore maintains the Anti- of the natural environment and ecosystems. GDARD therefore fraud and Corruption Strategy. There is recommends that the municipality takes advantage of the Biodiversity currently an MoU with the SIU regarding Stewardship Programme. GDARD Biodiversity Directorate is readily investigations. The municipality is available to assist rollout the Biodiversity Stewardship Programme to ensuring that all Ensure that all forensic the municipalities. investigations are considered by Council and the MPAC on a quarterly basis. FINANCIAL VIABILITY The Council has approved (with Council Cash or cash equivalents at year end and cash and investment after resolution no. A3890) has established commitments: The measure indicates a significant shortfall in the cash the Municipal Disciplinary Board and its position of R409 million, the municipality is compromised by the low terms of reference as per the Local collection rate due to increasing unemployment, increasing free basic Government: service costs that are unsustainable and increases in interest and penalties on long outstanding accounts. The large electricity users paying directly to Eskom will have a negative impact on the revenue prospects of the municipal and worsen the debt impairment of the municipality. Municipal Finance Management Act,

2003 (Act 56 of 2003) Municipal Cash Coverage: The municipality has projected to have cash for 3 Regulations of Financial Misconduct days to pay for its day to day expenses and this is bad as it below the procedures and criminal proceedings National Treasury norm of between 1 and 3 months. and subject to the provision of applicable legislations and Code of Conduct as an Current ration: The municipality has ration of 0 80 which indicated that important strategy to modernise and the municipality has insufficient cash to meet its financial obligations. improve financial management and There are cash flow challenges at the municipality as it is insolvent. service delivery.

Repairs and Maintenance: The Municipality‟s repairs and maintenance A Disciplinary board investigates all as a percentage of property, plant, and equipment is 1.8 parent and allegations of financial misconduct in the this is below the National Treasury norm of 8 percent. municipality and monitor the institution of The Municipality through FRP is encouraged to ensure greater disciplinary proceedings against the sustainability of basic service delivery through spending on alleged wrongdoers. maintenance and renewal of infrastructure underpinning the delivery of Emfuleni Local Municipality has a basic services. Strategic IGR Framework but needs to

be amended however, due to the The Municipality should use its repairs and maintenance budget to instability within the leadership and the improve their ageing infrastructure, more especially those assets that approved Organogram, doing so is a would reduce the municipality‟s water and electricity distribution challenge. losses. Furthermore, the municipality must spend on the upgrade of its sanitation projects. Despite the challenges, the municipality has established an IGR Managers Forum whereby meetings are held the last Friday of the month. The purpose of the Forum is to share information and assist each other with the drafting of the essential documents and running workshops such as Ethics. The aim of running ethics workshops is to develop a fully-fledged ethics office® for the Municipality. Notwithstanding the fact that no Memorandum of Understanding with other institutions, we working closely with the Provincial CoGTA, Public Protector, South African Human Rights Commission, South African History Archives (SAHA) and other Municipalities around South Africa. Section 32 reports are annually submitted to the SAHRC.

The Municipality is working together with the Department of Environment, Fisheries and Forestry to divert food waste as well as other organic waste from disposal by land-filling. This programme includes feasibility studies, construction of a Nutrient Uptake Facility

to reduce the Green House Gases emissions in the three operational landfill sites.

In addition, a request for proposals tender for alternative waste management options were Considered. The report will serve in the Council for consideration and approval for appointment of a Suitable bidder for this programme. The ultimate goal of these programmes are to reduce to amount of waste going to landfill sites for disposal and encourage more recycling through waste separation at the point of Generation. The division of Environmental Management engage the GDARD on the Gauteng Biodiversity Stewardship Programme for Emfuleni Local Municipality to Participate in this programme.

Cash Ratio: Although the municipality closed off the 2018/19 financial year with a cash and cash equivalents balance of R 237m (which takes into account R 137m worth of unspent grants), the cash ratio is currently sitting at 0.06 which is significantly below the expected norm of 1:1. This is an indication that the municipality does not have sufficient liquid assets to settle its current liabilities. This is mainly as a result of the declining collection rate coupled with the increasing rate of unemployment in the region.

Current Ratio: The current ratio highlights that the municipality only has 36cents in current assets to cover every R1 of its liability. This is unfavourable as compared to the norm that suggests that there should be at least R1.50 of current assets available to cover every R1 of current liability. The risk is very high as the ratio is not even close to the norm.

Cost Coverage: The cost coverage ratio indicates that the municipality only has

4days worth of cash to cover one month‟s fixed cost, meaning the municipality will not survive a single month without additional cash collection and/overdraft.

Debt Ratio: This ratio measures the debt level of a municipality as a percentage of its assets. The municipality‟s debt ratio is currently sitting at 3.13 this is due to the fact that the municipality is not highly indebted.

Repairs & maintenance as % of PPE. The ratio is currently sitting at 1% which is an indication that the municipality is unable repair its ageing infrastructure as evidenced also by the increasing distribution losses

The Fleet Services plans to dispose over 400 vehicles of its current aged fleet for the next 3 years. The proceeds of the auction will used to procure new fleet to achieve at least 90% fleet availability of vehicles to end user departments for mobility that provide municipal services.

1.7. 2020/2021 IDP & BUDGET PUBLIC PARTICIPATION PROGRAMME

1.7.1. 2020/2021 IDP & Budget Public Participation Schedule

The 2020/2021 IDP & Budget Process Plan dictates that Public Participation Programmes and Sectoral Engagement Sessions be held during the IDP review and alignment processes in the months of April – May 2020 and September – October 2020. As a result of the outbreak of Covid-19 measures put in place by the National Government to prevent the spread of the disease, include videos (mp4) – https://bit.Iy/352Zb0z, and other social media platforms such as face-book:https://www.facebook.com/274924082549600//posts, twitter and radio interviews on invitations for comments and inputs and also summary of the IDP and Budget by the Executive Mayor which were distributed to stakeholders and communities and put in the municipal website. The Video program ran between April 2020 to June 2020. In addition to these activities, internal posters were put all over the notice boards in municipal buildings and public spaces.

1.7.2. Discussions/Engagements on the Draft 2020/2021 IDP and Budget. Copies of all related materials can be obtained on request from the IDP Office: 4th Floor, Main Building, corner Klasie Havenga and Frikkie Meyer Boulevard, Vanderbijlpark.

1.7.3 Summary of Challenges Raised Through the IDP & Budget Public Participation Video and other social media platforms.

Current ration: The Municipality has ration of 0; 80 which indicated that it does not have a sufficient cash flow to meet its financial obligations. This means the Municipality is insolvent.

Repairs and Maintenance: The Municipality through FRP is encouraged to ensure greater sustainability of basic service delivery through spending on maintenance and renewal of infrastructure underpinning the delivery of basic services.

The Municipality should use its repairs and maintenance budget to improve their ageing infrastructure, more especially those assets that would reduce the municipality's water and electricity distribution losses. Furthermore, the municipality must spend on the upgrade of its sanitation projects.

The Logistical Hub Project has been on the cards for the last 10 years. The project looked extremely promising during the initial stage when it was driven by the private sector under the auspices of Vesco, a subsidiary company of Acellor Mittal. It however came to a dead still when it was transferred to the ELM. The probability of the project is exceptionally low under the current financial situation.

Most of the electrical boxes are standing open in the ELM, even though they have been repeatedly reported. Most posts raised issues on illegal dumping, flat rate and unreliable electrical services. Roads resealing needed in Ward 15. Municipality should aim to renovate recreational and sporting facilities such as Zone 11 stadium, Saul Tsotetsi Sports Complex, built more clinics and libraries and make them disability-friendly.

Local businesses should be encouraged to partner and assist with the maintenance of our roads and/or fixing of street lights and other projects. Young people must be trained in different trades that are needed in the country and/or municipality. The grass on the Vereeniging CBD pavements must be cut and potholes in town and in all places under the Emfuleni Municipality area of jurisdiction be attended to. Municipality must not hesitate to prosecute and take to court employees and officials who are not adhering to the principles of good governance, e.g. corrupt officials and employees.

Non-consistent delivery of electricity by Eskom kills businesses, especially small businesses. Let Municipality generates its electricity as a long term goal. This idea will eventually support the Municipality 4 Pillars and Financial Turnover Strategy.

We have also received over 130 e-mails from SE8 communities protesting over the recent rates hikes. These inputs were considered by various committees of Council (joint IDP/Budget Steering Committee, the Finance Portfolio Committee as well as the Mayoral Committee). The tariffs proposed by the Municipality are largely inflationary. MFMA Budget Circular 99 issued by the National Treasury on 09 March 2020 forecast CPI inflation for the 2020year will be 4.5% (4.6% in the 2022 period). The proposed tariff increases are as follows:

 Property rates = 4.5 (inflationary)  Refuse removal = 4.5% (inflationary)  Electricity = (the bulk tariff increase to Municipality by Eskom is 6‟9%)  Water = 6.6% (the bulk tariff increase to Municipality by Rand Water is 6.6%)  Sanitation = 6.6% (consumption hereof is linked to water and calculated at 70% of water consumption)  Other tariffs = 4.5. % (inflationary)

The Municipality is currently experiencing financial challenges and cannot afford to grant or approve tariffs that are below or do recover the costs incurred.

The next chapter presents the 2019/2020 performance assessment status quo.

CHAPTER 2

2. 2019/2020 PERFORMANCE ASSESSMENT STATUS QOU 2.1. KEY PERFORMANCE AREA 1

2.1.1. Municipal Financial Viability and Assessment

Municipality planned to improve the customer payment regimen that will augment its financial purse with the objective of providing more services to its communities. The Municipality also intended to improve its investment portfolio by R10 million rand by midyear, increase compliance and accountability by implementing the cost containment regulation.

The Municipality has communicated the all regulations relating to the above objectives to all managers and executive directors. It is expected that they will incorporate these regulations into their various departmental plans and strategies. As reported herein some of these objectives have been realised and achieved. Collection of revenue was also partially achieved. In an attempt to enhance the Municipal‟s revenue, the terms of reference for the Integrated Revenue Forum has been finalized and only R6 million was invested. On the other hand, the grants expenditure is lagging behind. This is mainly because of the reprioritization which necessitated that the process be started from scratch in order to commence with new projects. Lack of human capacity in the relevant cluster also contributed to this lagging behind.

OUTPUT PERFORMANCE INDICATOR TARGET PROGRESS TO DATE Availability of an annual as well as No Projection at Midyear of 1.Council Resolution on adopted supplementary budgets timeously approved 2019/2020 2019/20 adjustment budget by 28 by council and under implementation Feb 2020.2Council Resolution on the (Norm = MFMA Annual Budget Approved by tabled 2020/2021 Draft Annual May, 2019; Sup Budget by Feb Budget by 31 March 2020. % critical revenue accomplishment 50.00% milestones accomplished (cumulative 50% indicator) amount of cash municipal revenue collected R 1,963,465,539.00 per period R1,963,465,539.00 Accumulative amount cash invested by the R 7,000,000.00 end 2019/20 financial year excluding grants 0.00% % Implementation of cost containment 50.00% regulation 0.00% % of service providers appointed in full 93.00% compliance with prevailing SCM policies and 93.00% regulations % of Social Development grant spent in line 46% with grant conditions 46% % of municipal Infrastructure Grant spent 1.00% 1.00%

2.2. KEY PERFORMANCE AREA 2 2.2.1. Basic Service and Infrastructure 2.1.2. Electricity

During the last financial year, the Municipality has continually provided the 55818 households with access to electricity. Conversely the turnaround times to restore power interruptions have not been realized. This is attributed to lack of credible performance to accurately demonstrate the actual turnaround times, and lack of the electronic system to adequately capture the complaints. Our plans aimed at curbing electricity losses are beginning to yield results. During the period under review these losses were reduced from 27% to 22%. There has also been an improvement in the provision of lighting in all public municipal spaces. However, the Municipality has not successfully achieved this performance indicator.

The Municipality connected 249 Large Power meters. A bulk of LPUs 608 LPUs was completed in the previous financial year. It is estimated that LPUs in the Municipality are about 1500. This means that the number of outstanding LPUs has been drastically reduced. Majority of LPU are on line metering. To date we have 957 LPUs completed since inception of the project in FY2018/19.

2.2.2. Waste Management

At the Municipality Waste Management, the focus is on the collection, transport, processing disposal, and monitoring of waste materials for both residential and business. The Municipality is also responsible for management of landfill site. Landfill site are used to bury trash in such a way that it is isolated from the surrounding communities and ground water. During the 2019/20, one landfill site was audited. A tender for appointing service provider is at evaluation stage and it is expected to be finalized by the end of January 2020. The budget adjustments will assist in overcoming the current challenges encountered at the landfill sites. All sites will be audited.

The Municipality has projected to collect 85% (informal and formal) of the solid waste schedule for the household on a weekly basis. 52% was collected. This is attributed to lack of fleet availability, shortages in fuel supply and reduced human capital. The municipality has since concluded a process of hiring an additional number of compactors. A total of 85% of reported illegal dumping sites were cleared within the required time.

2.2.2.1. Emfuleni Local Municipality Integrated Waste Management Plan (IWMP, 209)

According to section 11 of the National Environmental Management: Waste Act, 59 of 2008 all government spheres managing waste must develop Integrated Waste Management Plans (IWMPs) for their activities. Section 2(1)(b) of the Gauteng Government Gazette No. 168 dated 29 May 2019 states that the objectives of ELM Solid Waste Management By-Laws, 2017 are to provide, in conjunction with any other applicable law, an effective legal and administrative framework, within which the Municipality can manage and regulate waste management activities. The administrative framework includes integrated waste management plan (IWMP) for Emfuleni Local Municipality (full document posted on the municipal website). It is recommended that Council approves the review of the 2014 IWMP and further approve the 2019 IWMP in order for the plan to be submitted to the MEC for approval.

The objectives of the IWMP are to:

1. Outline of the Status Quo and Situational Analysis of Waste in the municipality. 2. Assess the existing waste management infrastructure (waste information, storage and disposal facilities) and develop the strategy on infrastructure provision/improvement. 3. Determine the capacity and needs in the municipality for the waste management activities (Gap Analysis). 4. Develop the plan that will assist in the permitting and sound management of landfill sites.

5. Align the plan with the National Waste Management Strategy, 2011. 6. Develop waste minimisation and recycling procedures and practices. 7. Alignment of the plan with the required resources.

Integrated waste management is an effective way of managing waste from the point of generation to final disposal following the waste hierarchy.

2.2.3. Roads & Storm water

One of the main objectives of the roads department was to maintain municipal roads and streets. A percentage of kilometres was projected to be tarred, potholes patched, and other municipal roads be re-gravelled. As at 2019/2020 Midyear, the municipality has not realized this objective. As a result, the municipality has taken a decision to prioritize the maintenance of roads by the end of 2019/2020 Third Quarter.

Due to shortage of vehicle required the roads and storm water function was not performed successfully. The service provides stopped their services during the period of contract and before the municipality can have another contract in place. The municipality awarded a new tender for plant hire in December and work will commence in January 2020. The department will put more resource to ensure the annual target is achieved.

2.2.4. Water & Sanitation The Municipality is a water services authority entity and its core functions is to provide the water and sanitation to the surrounding areas, to operate, maintain existing water and sanitation infrastructure, water distribution system and sanitation system (including WWTW's) and restore water interruptions. For the 2019/2020 financial year, the Municipality aimed to reduce the water bulk purchases, improve water conservation and preservation, increase efficiencies, manage and control water entry points, and maintain compliance standards. The Municipality has successfully provided water to a total of 183 356 and sanitation to 182.492. The Municipality did not successfully comply with turnaround time to restore water interruptions; some areas have been affected due to cable theft and lack of fleet to address the community needs. Public campaigns were also held to educate the community about the importance of saving water The following challenges contributed to the poor performance in Water and Sanitation.

o Leeukuil - low flow entering the works that affected dilution. o Rietspruit - due to out of commission clarify, high micro biological counts caused by Chlorine booster pump failure, high ammonia caused by law flow and power failure. o Sebokeng - due to out of operational chlorine dosing systems for both modules and equipment failure.

The Municipality, through the ERWAT and ELM intervention managed to repair the pump stations which drain to Leeuikuil water care works. The potable water infrastructure included 2882 km of potable water reticulation network, 14 528 water network valves, 1482 fire hydrants, 99 pressure reducing valves, and 15 reservoirs. Monthly monitoring and analysis of potable water quality, in compliance with the SANS 241 of drinking standard, is being carried out. A 100% compliance in this regard was achieved.

Emfuleni‟s total bulk water demand was 100 025 262 Kl bulk water was purchased at cost of R 935 336 199.70 which is an increase of 6.7% as compared to the last year‟s demand. The physical water losses for the reported financial year were mainly due to network operations and economical losses were caused by faulty meters.

2.2.4.1. Achievements and Challenges

In compliance with the Water Act, the National Department of Water and Sanitation (DWS) has implemented Integrated Regulatory Information System (IRIS) Water Systems to regulate the compliance of Water Services Authorities. The Blue Drop System evaluates the total management process of potable water regarding budget, planning, operations, water demand conservation, water quality, monitoring and evaluation. During the course of 2018/19 ELM implemented Key deliverable priorities of water loss reduction and Upgrading of Water Treatment Plant. ELM and Rand Water signed a memorandum agreement for the implementation of Water Demand and Conservation programme. Both parties devised measures that will reduce water losses. Accomplishments which accrued during the reporting year included refurbishments of Vaaloewer Water treatment plant, Vanderbijlpark reservoir and a pump station. Therefore, ELM water quality compliance will continue to meet the South African National Standards (SANS 241) and IRIS requirements. Water demand levels of communities that are situated on high laying areas within Vanderbijlpark has improved.

The Municipality‟s installation of bulk water meters is in progress. It is believed that this will assist in the accurate monitoring of the bulk water billing from Rand Water as well as the consumption trends. The Municipality intends to further install domestic and industrial meters in order to enhance revenue collection on water. During the 2018/19 financial year maintenance of water infrastructure was carried out as follows: Pressure Reducing valves (PRV) by 97%, 167 faulty/stolen water meters replaced; repaired 1437 pipe bursts, a total of 8633 water complaints on water Leaks were resolved and 63 new water connections were installed. The Municipality continues to address service delivery challenges in this regard. Theft of brass water meters, vandalism of pressure reducing valves which results in increased water pressures and pipe bursts, ageing infrastructure are just some of the challenges needing attention.

2.2.5. Community Services

The Municipality planned to provide accessible and well maintained libraries, increase compliance and to develop an integrated by-law enforcement strategy. It is believed that these could assist in increasing the municipal revenue and in keeping the streets clean. In addition, the Municipality envisaged to promote safe and secured environment by developing the community and safety plan. This function is handled by Facilities Management. Facilities Management has activated the necessary SCM processes and there should be movement on this KPA. It must further be indicated that Libraries will not be maintained optimally due to lack of resources.

The SRACLIS department will draw up an SLA in relation to the maintenance of Libraries with the Shared service to regulate the relationship as well as to ensure adherence to maintenance standards. In so far as by-law operations are concerned, joint operations are conducted weekly. There are also operations conducted with external stakeholders, i.e., SAPS, Home affairs EMPD etc. The minutes confirming the establishment of the forum as well as its terms of the reference will be submitted in the current quarter.

2.2.5.1.1. KPA 2: Overall Municipal Performance:

OUTPUT TARGET PROGRESS TO DATE PERFORME NCE INDICATOR

Number of additional electricty meters connections of formal No Projection at Midyear of No Projection in Quarter 3 of 2019/2020 households within NERSA licenced / or non Eskom areas of 2019/2020 municipality Electricity service restoration turn around times after 0.00 70.00% interruption is reported (norm 24 hours)

Additional proportion of Larger Power User (LUPs) meters 248.00 248.00 connected to online metered services % in electricity distribution losses reduced 0 27.00% number of public lightings repaired/maintained 888.00 888.00

Number of kilometres tarred on municipal roads 0kms 5kms

number square kms of tarred municipal roads and streets that 1621,32 sq kms 378.68 sq. kms get patched per period within the year number of kilometres of municipal gravel roads regravelled 92,2kms 92.2

% of weekly household waste collection services completed as 59% 59.00% per schedule including formal and informal settlements

% of reported illegal dump sites cleared within a week of 94.97% 85.00% reporting % level of legal compliance with all landfill average (standard) 28.70% No Projection in Quarter 3 of 2019/2020 requirements % achievement of all critical milestones on Water Conservation 25.00% 25.00% and Water Demand Management Programme due for the period Number of new / additional water meters installed on previously No Projection at Midyear of No Projection in Quarter 3 of 2019/2020 unmetered areas of the municipality 2019/2020 number of check meters and valves installed at the Rand 6.00 No Projection in Quarter 3 of 2019/2020 Water Supply points % maintenance of existing water meters in line with 56.50% 50.00% maintenance plan % compliance with the South African National Standards 66.00% 66.00% (SANS 241) on average for potable water quality Number of all formalised stands that have access to clean 183387.00 183387.00 reticulated water % Turn around time to restore all potable water service 48.50% 48.50% interruptions (current norm to comply with is 48 hours) Reduced bulk water purchases to R70 million by quarter 4 -R 82,067,849.99 -R 82,067,849.99

% compliance with discharge license requirements on effluent 22.50 2250.00% quality at the 3 Waste Water Treatment Works % compliance to average turnaround time (24 hours) to restore 24.00% 24.00% Waste Water service interruptions after reported number of 183376.00 182492.00 formalized stands with access to the waste water network system % proportion of maintence (refurbishment) plan of Libraries 0.00 30%proportion of maintence (refurbishment) plan implemented of Libraries implemented Number of By-Law operations conducted in 2019/2020 12.00

% Developed and implemented Community Safety Strategy / 50.00% 50.00% plan Number of isnpections to comply with national environmental 100.00% 100.00% health norms and standards at any period

2.3. KEY PERFORMANCE AREA 3: 2.3.1. Local Economic Development & Spatial Planning

The strategic objectives of the 2019/2020 Integrated Development Plan and the Sedibeng Growth and Development Strategy are to re-invent our economy and release human potential. As at 2019/2020, the Municipality anticipated review the Integrated Local Economic Development Strategy, Tourism strategy, implement the Agra-processing framework and lastly to attract new investment to the region. For the period under review, the municipality has initiated 8 Strategic partnerships with private sector and public sector. The strategies (LED and Tourism) are still under research process; 93 jobs were created by 2019/2020 has been reached and exceeded. In regard to the procurement of Administrative System for Development of Application, the confirmation for the receipt of the MSIG indirect technical assistance was received in November 2019. COGTA has made available an indirect grant (MSIG) to the tune of R1 750 000 for urban development-orientated systems. The Specifications for Building Control Management System have been completed and will be forwarded to COGTA for procurement.

OUTPUT PERFORMANCE INDICATOR TARGET PROGRESS TO DATE

% Key milestones implemented on the Local Economic 0% 30% of identified key milestones of Local Development Plan Economic Development Plan Implemented Number of jobs created through the implementation of the 30.00 30.00 infrastructure projects program, measured as full time equivalents at 300 hours per FTE per quarter Number of new direct investment facilitated (Long and 0% 1 Short Term) % Council Approved Agricultural Processing Framework 0% 30 % key milestones on completion of Agricultural Processing Framework % Council Approved Tourism Strategy 0% 31 % Key milestones on the Developed Tourism Strategy number of key municipal properties commercialised 0% 1.00

% key milestones implemented in finalising unified land 0% 30.00% use scheme for the ELM region

% key milestones implemented of the ELM Spatial 25.00% 25% Status quo on the reviewed SDF Development Framework (SDF) reviewal and updating Project completed in line with ELM, District and Provincial for targeted period

Implemented Electronic Administrative System for 0% 0. 00% Development Applications

2.3.2. KEY PERFORMANCE AREA 4 2.3.3. Municipal Transformation & Organizational Development During the 2019/2020 financial year, under this key performance area, the Municipality intended to review its organizational structure, roll out institutional change management programmes, implement the 40% workplace skills plan, fill 20% of critical variances, develop the Information Management Strategy, and the business continuity framework. The Municipality has partially concluded consultation processes on the draft Organizational Structure with all targeting Clusters, Labour Unions and Councillors. Thereafter, the final draft of the organizational structure will be tabled in Council by the end March 2020. The draft macro structure will be tabled at EXCO and taken for consultation in January and February 2020, thereafter to Council in February / March 2020. The project was delayed because the consultation session took longer than expected due to competing priorities and other workplace challenges. However, a draft micro

organizational structure was finalized in December 2019. The draft macro organizational structure was also finalized during the period under review. On the other hand, the system of delegations has been drafted. The project was not achieved at midyear due to the delays during the consultation process with Provincial Treasury, Provincial COGTA and SALGA. The draft System of Delegations was finalized during the period under review. The document will be tabled at the Council meeting in February 2020. In regard to the reduction of labour disputes and litigation the service provider appointed by Gauteng provincial COGTA on behalf of the Municipality to conduct a review of all labour cases only commences its work in September 2020.

On filling of critical vacancies, a project implementation plan has been developed and is currently being adhered to. This project is therefore on scheduled for completion by end March 2020. Concentration was more on response handling which consumed most of the time due to the fact that the Municipality advertised over 200 positions at once and received about 40 000 applications. Due to these circumstances, a management decision was taken to prioritise the filling of the Level 2 (Managers) and Level 3 Assistant Managers positions. More resources will be allocated to speed up the process. Nonetheless about 95% of the applications have been captured. The long lists of the positions that are below Level 3 will be submitted to relevant EDs in January 2020 in order for the departments to initiate the short-listing and interviewing processes.

OUTPUTS TARGET PROGRESS TO DATE PERFORMANCE INDICATOR Council approved Organizational Structure 40% Approved reviewed organizational 40% Approved reviewed organizational structure structure % of change management project implemented 50% of change management project 75% implemented % Implemented Workplace Skills Plan 42% implemented workplace skills Plan 62.00%

% critical vacancies filled on the priority list 4% of budgeted priority critical vacancies 25% filled) % Developed and Implemented ICT strategic plan 40% Developed and Implemented ICT 0 % Developed and Implemented ICT strategic plan strategic plan

%Availability of developed and implemented 50%Availability of developed and 50%Availability of developed and implemented Disaster Recovery Plan as part of business implemented business continuity framework business continuity framework continuity framework

% reduction of litigation matters in the current 55% reduction of litigation matters in the 0% reduction of litigation matters in the current litigation register current litigation register litigation register % reduction of labour disputes in the current 18% reduction of labour disputes in the 28% reduction of labour disputes in the current labour disputes register current labour disputes register labour disputes register Implemented institutional materiality framework 0 % Implementation (of process 0% Implementation (of process plan)Cluster plan)Cluster Consulted on Institutional Legal Consulted on Institutional Legal Obligations Obligations Approved and implemented institutional systems 45 % Approved and implemented 25% Cascade system of delegation to lower levels of of delegations institutional systems of delegations employees

2.4. KEY PERFORMANCE AREA 5 2.4.1. Good Governance and Public Participation For the 2019/2020 period, the Municipality from a political administrative leadership, planned to implement and monitor the financial recovery plan, monitor the performance of the Members of the Mayoral Committee by subjecting them to the performance agreements, engage local business, implement MPAC programs, conduct public participation and facilitate the ward committee meetings. The performance achievement of Political Offices is summarized as follows:  93 Public Participation meetings were held;  Capacity building workshops were conducted for the Councillors;  238 Ward Committee Meetings are fully functional;  Council Sittings were held to resolve on matters affecting the Municipality;  2 implemented chief whip caucus monitoring and evaluation programs (Governance Study Groups) Caucus Meetings, and  9 implemented Cluster oversight tours. Governance at an administrative level did not successfully meet its objective and can be summarized as follows: cascading of performance management for all employee on job level 1-3 was not realized, review of risk framework was also not realized and the integrated communication strategy was also not reviewed. Internal audit provided quality assurance and ensured the auditing of municipal financial statements. It further reviewed service delivery reports and the monitoring of the Internal and External Dashboards. The Unit is currently studying the Financial Recovery Plan of the Municipality.

OUTPUTS TARGET PROGRESS TO DATE PERFORMANCE INDICATOR Monitoring of Implementation of Financial Recovery 3 reports of Monitoring of Implimenation of the 100% Plan by MAO FRP % of Executives (political and administrative) who have Development of Performance agreement wfor No projection in quarter 3 timeously signed comprehensive Service Delivery MMCs based on the SDBIP‟s is complete and Performance Contracts with the Municipal Manager, will be adopted for the new financial year their MMCs (in case of admin executives) and with the Exec Mayor in case of MM and MMCs) %Performance reviewed ratings of incumbents against MMC Performance Reports outstanding 0% their Performance Agreements (PAs) Number of Executive Mayor's Special Projects fully 2 impactful Executive Mayor Projects 100% implemented with positive outcomes per period implemented Number of executive mayoral consultative meetings 4 Stakeholders engagement, partnership and 100% held with business, NGOs and the community consultations undertaken % compliance by Speakers office to all its public 100.00% 0% consultation, resolution of public complaints and petitions scheduled programmes Number of implemented MPAC oversight and 1.00 100% programmes Number of implemented pulic participation 25.00 56% programmes Number of implemented ward committee programmes 124.00 124%

Number of Implemented chief whip caucus lekgotla, 1.00 1 12 monitoring and evaluation programmes (Governance Study Groups) Number of Implemented Cluster oversight tours 4 4

Number of Developed caucaus annual report No projection in quarter 3 No projection

Design and implement integrated organizational 0% communication strategy Cascaded Performance Management to employees on 0.00% 0% job 1-3 100% Approved Compliant integrated development 0.00% 0% plan (IDP)

Number of Project health reports on implementation of 1.00 1 captial projects Implement Reviewed risk framework No projection in quarter 3 No projection

Number Ethics, Anti-corruption summit awareness No projection in quarter 3 No projection programme % Reviewed 3 year Strategic Internal Audit rolling plan No projection in quarter 3 No projection and 1 year Internal Audit Plan % Reviewed Internal Audit Charter No projection in quarter 3 No projection % Reviewed Audit Committee Charter by Audit No projection in quarter 3 No projection Committee % Reviewed Performance Audit Committee Charter by No projection in quarter 3 No projection Audit Committee % of audit reports issued to audit committee 4 4 Executives (political and administrative) who have timeously signed comprehensive Service Delivery Performance Contracts with the Municipal Manager, their MMCs (in case of admin executives) and with the Exec Mayor in case of MM and MMCs)

2.5.1. RECOMMENDATIONS Management resolved to implement consequence management for non-submission of performance and poor work culture. The current targets of Organizational Service Delivery Budget Implementation Plan and the Operational Budget also are reviewed during mid-year to align with budget and challenges faced by the Municipality. Management has also noted that current organizational processes for planning, implementation and reporting are not aligned to assist the municipality to perform optimally and needs to be revisited. Management noted that, the non-achievement of Organizational Service Delivery Budget Implementation Plan targets has been a concern as limitation of scope in areas where management has not submitted the required portfolio of evidence. As part of the intervention measures, the meeting will be convened respective clusters understand the underlying non-compliance and failure to submit such information as requested and in line with the process plan for Mid-year performance reporting. In this session the review of the explanation for non-achievement of planned targets was done as well as interventions for future recurrence and corrective measures indicated. This process was done without changing the Internal Audit opinion of a particular KPI and Audit outcome as identified to be un- auditable. To this regard action plans and corrective measures have been provided in each cluster performance score card and will be monitored for implementation. The next chapter presents an analysis of the Municipality‟s overall performance in the period under review.

CHAPTER 3

3. ANALYSIS

A number of research sources were consulted in developing the analysis contained in this chapter. The consulted sources ranged from statistics produced by Statistics South Africa (StatsSA)to various community surveys conducted by the Municipality during the period under review. StatsSA was used a primary while the most recent survey was used as a secondary source. It is important to note that the country‟s most recent Census was carried out by StatsSA in 2016.

The other sources in this analysis included Sustainable Development Goals (SDGs) Country Report 2019 – South Africa, Statistical Release PO211 Quarterly Labour Force Survey – Quarter 2:2019, Fifth (5th) Gauteng City Region Observatory‟s (GCRO) Quality of Life Survey for 2011 - 2018, ELM Annual Report 2018/2019 as well as a variety of key reports and policies such as the Emfuleni Local Municipality‟s policies, Auditor General‟s report, CoGTA Annual Assessments Reports, Gauteng Province Socio-Economic Review and Outlook, Human Rights Commission findings, Forensic Investigation Reports, MPAC recommendations and others.

3.1. MUNICIPAL OVERVIEW

The Emfuleni Local Municipality is one of three municipalities constituting the Sedibeng District Municipality, namely, Midvaal Municipality and Lesedi Municipality. Emfuleni Local Municipality‟s Head Office is located at the corner of Frikkie Meyer and Klassie Havenga Streets, Vanderbijlpark. These premises house the Offices of the Executive Mayor, Speaker of Council, Chief Whip and the Municipal Manager.

Table 3.1 – Overview of the Municipality Socio Economic Indicator Number Municipal area of jurisdiction 987.45 km² Population 733 444 (Community Survey 2016) Municipal assets value Movable R 82, 322,500.00 Movable Library books R10, 933, 406.51 Immovable R11, 528 R11,528,419, 239.00 Total Municipal Budget 2020/2021 R 6.4 Billion Water and sanitation coverage 98% Portable water quality compliance 100% Waste water discharged compliance 93% Electricity coverage 98% Refuse collection coverage in all formal settlements 100%, but frequency is less than 50% Length of tarred roads 1 665 km Total number of employees 2 223 Unemployment rate in the area of Emfuleni 54%2 Main employers – Government departments, municipalities, AcellorMittal, Cape Gate and the Retail sector 100% Total number of registered indigents as at March 2019 stands at: 77 242 Total number of eligible voters as at May 2019: 361 954

3.1.1. DEMOGRAPHIC PROFILE

In his 2018/19 comments the MEC for CoGTA in Gauteng emphasised the point that municipalities in the province need to benchmark as a means to look at development comparatively as well as to adopt best practices. It is in the light of this comment that this review document chose Mangaung Metropolitan Municipality as its benchmark. This was done in order to comply with the MEC‟s directive. Mangaung metropolitan Municipality was selected mainly for two reasons: its population size and the academic performance of the Metro‟s Matriculants in the 2018 academic year.

3.1.2. Emfuleni Local Municipality’s Population Statistics

Table 3.2 - Population size of the Emfuleni Local Municipality

POPULATION OF EMFULENI

2001 2011 2016

658 422 721 663 733 444

(Source: Stats SA, 2001, 2011 and Community Survey 2016)

Table 3.2 above depicts the population of Emfuleni Local Municipality (Stats SA 2001, 2011 and community survey, 2016). For the period between 2001 and 2011; the Table shows a population increase of 9.6%. Between 2011 and 2016 the Emfuleni population increased by 1.6%. The survey (2016) depicts that Emfuleni Local Municipality population is standing at 733 444. This number is informed by the last Census. The number might have increased by now.

Table 3.3 - Population size of the Mangaung Metropolitan Municipality Mangaung Metropolitan Municipality 2001 2011 2016 Community Survey 645 440 747 431 787 929 (Source: Stats SA, 2001, 2011 and Community Survey 2016)

3.1.2.2. POPULATION DISTRIBUTION BY RACIAL GROUPS

Figure 3.1- Breakdown of the population of Mangaung in terms of race

800,000 616095625778 600,000

400,000 2011 200,000 2016 83569303 0 70787367 8694890996 African Coloured Indian/ Asian White

(Source: Stats SA, 2011 and 2016)

Figure 3.1 above represents population distribution by racial groups. In the period between 2011 and 2016, the African population has increased from 616 095 which translatetoa 1.6% growth. It remains the highest followed by Whites. The graph further reflects a steady growth of about 4.6% in the population of Mangauag. This growth is captured as follows: from 86 948 in 2011 to 90 996 in 2016. The Coloured population growth has increased by 11.3% from 8 356 in 2011 to 9 303 in 2016. The people of Indian/Asian descent is the lowest but shows a slight increase from 7 078 in 2011 to 7 367 in 2016, which translate to a 4%growth.

3.1.4. Mangaung Population Groups

Figure 3.2 - Population groups of Mangaung.

Community survey 2016

According to Figure 3.2 above women are outnumbering their male counterparts across all racial groups except for the Indian/Asian populations who seem to have a higher male ratio as compared to females. The male population is at 1021 whereas the female population is at 480. This is also the case in Emfuleni.

3.1.5. Disability

Table 3.4 – Population living with disability in Mangaung Type of disability Number Wheelchair 14 397 Walking stick or frame 18 843 Hearing aid 18 657 Communication difficulty 11 943 Hearing difficulty 23 724 Seeing difficulty 90 699 Self-Care difficulty 23 442 Total 201 705 (Source: Stats SA, 2011)

Table 3.4 above shows that a total of 90 699 people within the Municipality have difficulties in seeing. This excludes those who are using glasses to enhance their sight. This is followed by a total of 23 442 individuals with self-care difficulties. Those with communication difficulties account for about 11 943 of the total population.

3.1.6. Languages Spoken in the Emfuleni Area

Figure 3.3 – Languages spoken in Emfuleni LANGUAGES 400000 350000 300000 250000 200000 150000 100000 50000 0

Series2 Series3 Series4 Series5 Series6

(Source: Stats SA, 2011) According to Figure 3.3 above the most dominating language in the area is Sesotho at 52%, followed by IsiZulu at 13%, Afrikaans at 12% and IsiXhosa at 8%, English at 4%, Setswana 3% and others ranging between 20% to 1%.

3.1.7. Population by Age Group

Figure 3.4 – Population by age

Figure 3.4 above depicts that the dominant age group of both male and female in Emfuleni area is between the ages of 20 to 29 years. This therefore means that more attention and resources should be directed to the youth in the region. The Figure also shows that the population declined drastically between the age groups of 30 to 85 years.

3.1.8. Youth, Disability and Gender Development

As illustrated in the previous graphs, Emfuleni population is fairly young and mostly female. It is therefore important that development objectives and strategies of the Municipality culminated through its projects reflect the youthfulness of the municipality. There is still a huge imbalance in the population of Emfuleni with black women still at the bottom of the beneficiation chain; black males are second to women. People with disability are still not being fully prioritised and thus making their living and contributions to the economy of the region almost void.

3.2 REINVENTING THE ECONOMY

One of the pillars of the Municipality‟s Growth and Development Strategy: Reinventing the Economy advocate for the exploration of new sections of growth which are aimed at building local economies and creating more employment. The purpose of this section is to provide an overview of the economic characteristics and trends within the Municipality as well as to encourage the formation of social networking partnerships between the business sector and other organs of civil society in creating job opportunities and in alleviating poverty within the area. In a recent 2020 high level strategic session of the IDP, concrete steps to enhance the economic development of the area were considered. These include, among others the continuous utilization of indigent database to profile youth beneficiaries (creating jobs within ELM). The sub-contracting of the local contractors and procuring materials locally was also identified as needing to be emphasised to help create job opportunities and boosting the local economy. The other steps identified in this regard were the creation of meaningful partnerships including with GDARD to assist in agriculture for the alleviation of poverty. The EPWP programme was also identified as a key component in the creation of much needed jobs through capital projects. The Municipality also needs to participate in Public Private Partnerships(PPPs) and to find alternative sources of funding for service delivery projects.

To this end an Investment Committee would have to be established comprising of key departments to communicate with investors. The Municipality was also encouraged to support all job creation measures. Fish farming was proposed as one such an initiative requiring full support of the Municipality.

3.3. SOCIO-ECONOMIC AND DEVELOPMENT PROFILE

Since the start of the transition to democracy there has been an increased emphasis on Local Economic Development (LED) in South Africa. LED is about local people working together to achieve sustainable economic growth which brings about economic benefits to the local communities thereby improving their quality of life.

LED brings into focus the role of towns in fostering new opportunities for people. This is important for promoting broad based economic growth, improving social welfare and promoting a more varied and vibrant local economy. LED is a participatory process which encourages social dialogue and Public- Private Partnerships in a defined geographical area. It enables local stakeholders to jointly design and implement a development strategy which fully exploits local resources and makes use of the comparative advantages of local areas. It is a participatory process wherein local people from all sectors work together to stimulate local economic activity. This is expected to result in the creation of a more resilient and a sustainable local economy. LED, if implemented properly, could be a powerful tool in the creation of decent jobs and the improvement of the quality of life for everyone including the poor and marginalised. It can also encourage the public, private and civil society sectors to establish partnerships and to collaboratively find local solutions to common challenges.

Figure 3.5 – Economic contributions by sector Economic Contributions by Sectors

30.0% 0.262 25.0% 0.224 0.218 20.0% 15.0% 0.114 10.0% 0.076 0.05 0.038 5.0% 0.01 0.007 0.0% Sectors

Source: Stats SA, 2016)

Figure 3.5 on the left depicts that the highest economic contributor in the region is manufacturing at 26.2%, followed by finance and business services at 22.2%, government, social and personal 21.8%. Wholesale & retail trade at 11.4%, Transport & communications at 7.6%, electricity, gas & Water at 5%, construction is estimated at 3.8%.

The lowest economic contributor in the region is Agriculture, forestry and fishing at 0.7%. This therefore means that more resources should be channelled to manufacturing to enhance potential.

3.3.1. Employment Status

Table 3.5 – Employment status

EMPLOYMENT STATUS YEAR 2001 2011 Employed 93 537 202 543 Unemployed 63 160 107 555 (Source: Stats SA, 2011)

Table 3.5 above shows that the number of employed people in Emfuleni has tremendously increased from 93 537 in 2001 to 202 543 in 2011. At the same time, the number of unemployed people has also increased from 63 160 in 2001 to 107 555 in 2011.

Based on the perceived link between job creation and the overall health of the local economy, job creation is the traditional objective of economic development. It is important to note the difference between the creation of jobs and the creation of better jobs. Historically, the local economy was looked at as something that had some presence which was immune from being influenced by local communities. Today, however, it is believed that active citizens can directly shape the local economy, and by extension, benefit immensely from it. The measures needing to be taken in ensuring optimal implementation of LED are, among others, a total co-operation between all stakeholders, political will and employment of suitably qualified people as well as the implementation of consequence management and the establishment of interdepartmental committee, given the fact that LED is generally cross-cutting.

3.3.2. Household Income

3.3.2.1 Annual Household Income in 2001 &2011 Figure 3.6 – Annual household income

Unspecified R2 457 601 and more R614 401 - 1 228 801 - R2 457 600 R307 201 - R614 400 R153 601 - R307 200 R76 801 - R153 600 2011 R38 401 - R76 800 2001 R19201 - R38 400 R9 600 - R19 200 R4 801 - R9 600 R1 - R4 800 No Income

0 10,000 20,000 30,000 40,000 50,000

(Source: Stats SA, 2001 and 2011)

Figure 3.6 above reveals that in 2001 households with no income was estimated at 48 000 and in 2011 the number decreased to 38 000. The highest income is between R19 201 to R38 400. Less than 10 000 of the households have an income of 2 457 601 and more.

3.3.2.2. Annual Household by Gender and of Head of Household

Figure 3.7 – Annual household income by gender 50000

40000

30000 Female

20000 Male

10000

Source: (Stats SA, 2001 and 2011) Figure 3.7 above shows ELM annual households income by gender. It further depicts that males outnumber their female counterparts in all income brackets. However, under the no-income bracket, more than 25 000 males are without income as compared to their female counterparts with less than R15 000. Figure 3.6 further shows that the highest earners are males between R19 601 to R307 600.

3.3.2.3. Child-headed Households Figure 3.8 – Child-headed households

HOUSEHOLDS DYNAMICS

250000 200000 150000 100000 50000 0 Average Household Household Households Households Avarage Households Household headed by headed by in Informal in Formal Household Size children women Dwellings Dwellings Income 2001 189926 3.5 496 65924 34799 152859 42572 2011 220135 3.3 556 79953 30649 187876 86895 Series3 (Source: Census, 2011) Figure 3.8 above reflects the population of Emfuleni based on the Census conducted in 2011.The number of households headed by children have increased by 1.12% while households headed by women have increased by 1.21%. However, households in informal dwellings have slightly declined by approximately 1.13% due to the increasing number of housing developments in the area.

The households in formal dwellings increased by 12% and the average household income also increased by more than 100% due to a significant increase in economic growth within the Municipality during the period under review. 3.3.2.4. Education Levels

According to the Gauteng City Region Observatory‟s Quality of Life Survey the province in which Emfuleni is located has drastically transformed the previously racialized public education system inherited from Apartheid. This has ensured that all learners within the province receive quality education across all residential areas, including townships. The Emfuleni 2018 Matric results bear testimony to this. All thanks go to the Gauteng Provincial Department of Education in this regard.

3.4. VAAL 21 RIVER CITY CONCEPT/PROJECT

The Vaal 21 Concept derives its mandate from the Sedibeng District Municipality which championed the Growth and Development Strategy (GDS). This strategy places emphasis on projects which entail development of tourism related to Vaal River precinct and water front. It also entails urban renewal of centres such as Evaton, Vanderbijlpark and Vereeniging. It covers Heidelberg, Ratanda, Meyerton, Vaal Marina, Sharpeville, Boipatong, Sebokeng, Bophelong, Deneysville, Oranjieville, Parys, Tumahole, Vredefort, Sasolburg and Zamdela, Kroonstad, Villiers and Frankfort – some of which are situated on the other site of the Vaal River. In the recently held Mayco IDP and Budget strategic Lekgotla which was attended by the Deputy Minister of CoGTA, Gauteng MEC of CoGTA, Gauteng HoD of CoGTA and senior staff from the said departments, Sedibeng District Municipality Executive Mayor and Chairperson of Audit Committee, it was resolved to implement the District Approach Model for cross border discussion with neighbouring municipalities for economic development.

The Vaal River System Intervention is one of the contributors towards turning around the Municipality‟s sanitation infrastructure rehabilitation and upgrades. The upgrading of VaalOewer Water Treatment Plant and the construction of the elevated Steel Tank at the Vanderbijlpark Reservoirs to ensure constant supply of water to the community of Emfuleni Municipality are all part of this intervention. Furthermore, the Growth and Development Strategy advocates for the building of the marine economy. The following projects were also noted to be prioritized - AB-InBev Investment: Project Isanti and Project Jordan, Vaal Aerotropolis: Logistical Hub and Airport, Professionalising of infrastructure provision and Agri-Parks. It was further reaffirmed that the Vaal River City (Vaal 21 Game Changer) is still effectively a vision that needs to be pursued.

Apart from its water supply function, the Vaal River is almost unique in the Gauteng area for the opportunity it provides for tourism and upmarket residential development. It would however be important to ensure that the water supply capacity and conservation value of the Vaal River (existing and potential) are not threatened by any development.

Strategies aimed at reversing the current pollution levels around the Vaal River such as the recent intervention by the South African National Defence Force (SANDF) and the continuous civic education are extremely necessary. It is also essential to ensure that preventative as well as remedial measures be taken in this regard. Any development along the Vaal River should be an asset to the local residents. All activities should be promoted to become a value-chain as opposed to an ad-hoc development vision.

3.5. ECONOMIC DELIBERATIONS

3.5.1. Logistic Hub

The proposed logistical hub project intends to attract new investments, economic development and job creation opportunities in the Vaal, based on international best practices. It is positioned to afford local people who have previously been disadvantaged from participating in the country‟s economy an opportunity to do so. They are edged to enter the economy through partnerships, business establishments, training and skills development. The logistical hub has to ensure that these individuals are given access to finance and marketing opportunities. The aim of this project is to target specific groups of people, namely, women, the youth, the disabled, SMME‟s and BBBEE for procurement of goods and services from a full spectrum of a world class project. The project also aims to create a new demand for the basic iron and steel manufacturing plant from the world class producer Arcelor Mittal in order to increase its economic impact in the Vaal with higher demand and supply of products and services from the local community. Furthermore, it will diversify and grow the economy of the Vaal following international trends in establishing the Vaal Logistical Hub.

3.5.2. Tourism

Tourism has been identified as one of the high impact sectors which can build on and complement initiatives of the growth and development strategy of the region. Prior to the Covid-19 pandemic, LED and Tourism Department came up with exciting events that will expose the ELM and Sedibeng Region as a vibrant „must go to‟ tourist destination. The events were planned to include wine tasting, a jazz festival, life style events, river fashion show and a vintage car show. These events could unlock a huge value for thriving entrepreneurs and could bring vibrancy into the townships‟ socio-economic environment.

In an area such as Emfuleni, with its relatively high levels of unemployment and poverty, the SMME‟s and co-operative sectors could play a crucial role in job creation and poverty alleviation. It is essential to strengthen the support systems available for SMME‟s and co-operatives in the region in order to create the SMME and co-operatives sectors that will increase the sustainability of the local economy, increase the competitiveness of local businesses, generate jobs and broaden the tax base of the ELM. It must also be able to accommodate SMMEs and co-operatives in designated areas in a positive and well managed environment in this regard. For the enhancement of ELM, promotion of economic development and expansion of employment opportunities, the full integration of the SMMEs and co- operatives into planning, design and management of the ELM must be prioritized.

Emfuleni Local Municipality (ELM) gears towards promoting the creation of job opportunities and to diversify economic and trading opportunities. ELM, through a developmental approach, will enable access to job and entrepreneurial opportunities within SMMEs and co-operative sectors in order to create opportunities for the SMMEs and co-operative sectors to share in the benefits of economic growth. It will also facilitate the integration of grassroots SMMEs and co-operatives into the formal sector. A positive relationship with the formal sector will be nurtured by providing a stable and predictable regulatory and management environment so that the sectors operate effectively alongside each other in an environment that fosters a sustainable economic growth.

The aforementioned aspects have led to the creation of job opportunities. They have also fostered an enabling environment something which is considered one of the government‟s and ELM`s top priorities. It is clear that more policies aimed at expanding and restructuring the local economy are needed in order to create greater employment opportunities in the region.

3.6. RENEWING OUR COMMUNITIES

Investing in local communities is the most decisive act of development. There are three strategies identified to guide development in the Sedibeng Region. These are the provision of basic services, regeneration and property development to improve the quality of living for all in the areas of Emfuleni.

At the recent MAYCO (IDP) and Budget Lekgotla concrete steps to enhance community development were also discussed and agreed upon. The Municipality is to embark on mass verification of indigents campaigns, including verification system in conjunction with SARS and Home Affairs. Already existing programmes and campaigns on healthy lifestyle in communities should be strengthened. These should include, but not limited to, massive campaigns against drugs and substance abuse in local communities and to strive for the establishment of Local Drug Committees. These campaigns should also be aimed at ensuring a continued Improvement of health facilities and through infrastructure maintenance to avoid health and safety risks. The promulgation and enforcement of By-Laws on environment, informal settlement, rental stock and housing should also be given attention through such campaigns.

Land Use Management (LUM) and the review of internal business processes to enable a speedy processing and approval of housing projects be urgently enforced. Municipal Spatial Development Framework should incorporate the principle of restructuring zones in order to promote social housing development projects. Prioritisation and approval of restructuring zones aimed at fast tracking social housing projects be given much needed attention. The relocation and alignment of shacks in Tshepiso Phase 4 and Snake Park (Ward 8) are just some of the projects needing urgent attention in this regard. The other matters needing urgent attention are the curbing of land invasion, illegal occupation of houses and vacant stands.

The Emfuleni Local Municipality should also review its rates policies in order to incorporate punitive tariffs for non-permitted uses based on best practice in order to curb illegal land uses and illegal occupation of buildings. In order to achieve this the Municipality should increase the number of Inspectors in the area in order to ensure that there is attendance to all illegal land uses and illegal occupation of buildings in the area. It was further discussed that the brand repositioning and the beautification of ELM for tourism development be effectively implemented. The focus on renewal of local communities in this regard can be categorised into the following three areas:

Changing the nature of housing delivery through:

 provision of basic services;  mixed housing development;  developing comprehensive human settlements (formalisation of informal settlements),and  hostel upgrading.

Making Emfuleni look attractive through:

 massive greening programmes;  security, social cohesion, economic development, and

 improved infrastructure.

Investing in Precinct and Nodes through the:

 renewal of CBDs;  development of tourism and heritage sites, and the

 renewal of old townships. 3.6.1. Roads and Stormwater

It is the mandate of the Roads and Storm Water Department to ensure the safety of motorists and road general road users in ELM. This should be achieved through regular maintenance of local roads and storm water network throughout the Municipality. 3.6.1.1 Statistical information on existing infrastructure Table 3.6 – Statistical information on existing infrastructure

Roads Roads Traffic Signs & Markings Stormwater

Tarred 1 600 Traffic Signs 14 602 No Stormwater 508 Roads Gravel 1 054 Road Markings 158 445m2 Lined Canals 44km roads Unlined Canals 169 Catch-pits 12 270 no 3.6.1.2. Statistic on Roads and Stormwater

Table 3.8 – Statistics on roads and storm water Tarred Gravel Stormwater Stormwater Road Traffic Open Roads roads Pipes Catch Pits Markings Signs Stormwater Channels 1 600km 1 054km 508km 12 270 numbers 158 445 14602 213km square numbers meters

3.6.1.3. Strategy on Current Roads Rehabilitation Contracts

Table 3.7 – Strategy on current roads rehabilitation contracts Resurfacing Cost Length First Year Second Year

Primary Routes : 245 km R51 million R36 million Secondary Routes 204.4 km R32 million R46 million Main Tertiary Routes 206.1 km R7 million R32 million Tertiary Routes 716.4 km R22 million R117 million

Total Maintenance Needs 1 372 km R112 million R231 million

A total of R 343 million is required to address the urgent resurfacing maintenance needs of Tarred Roads. 3.6.1.4. Achievements and Challenges In regards to annual maintenance of roads and storm water, the table below indicates achievements for 2018/19 financial year. Table 3.8 – Achievements and challenges Key Activities Actual Achievement Road Re-sealing 14.12km Potholes patching 7220.73 m2 Stormwater catch pits cleaned 788 no. Concrete channels cleaned 1270 m Stormwater concrete pipes cleaned 409m Roads Marking Maintained 6537.6 m2 Road traffic signs replaced 326 no. Gravel Roads Maintained 199.04 km Gravel channels cleaned 1108.3 m

As could be seen in Table 3.8 above Emfuleni Local Municipality has managed to align both its road maintenance programmes and rehabilitation programmes such as gravel base layer repairs, surface layer rejuvenation and resealing activities within the allocated budget. This alignment has enabled the Municipality to address all challenges associated with poor availability of maintenance plant and machinery. The intervention from the provincial Roads and Transport Department in the programme of patching potholes and re-tarring of local roads has given the Emfuleni‟s Roads and Stormwater Department a much needed relief as the shortage of resources has been a major challenge in this regard. The continued maintenance of local roads and stormwater systems has now become a regular feature. This is all thanks to the usage of hired plant and machinery. Taking into account the current size of the workforce available, which has about 79% vacant positions, the Municipality is looking at recruiting trained personnel and even at expediting the process of acquiring the training and skills development programmes for existing persons. Patching of potholes rehabilitation and resealing of tarred roads – provided daily sustainable tar road maintenance to 1665km of tarred roads. Re-gravelling, grading and rip and re-compact of gravel roads -provided a daily sustainable gravel road maintenance to 1 054km of gravel roads. Erection of road traffic signs and street name boards - provided a daily sustainable road sign maintenance of 14 602 in number. Road Markings -provided a daily sustainable road markings maintenance area of 158 445m2. Cleaning of Verges and Gutters - provided a daily sustainable road cleaning maintenance to all tarred roads. Cleaning of Storm water pipes, lined, unlined channels and Catch pits - provided a daily sustainable storm water system maintenance to some 12 270 catch pits, 213km channels and 530 km pipes.

Planning and Projects - provided for the establishment of policies with regard to the provision of, and contributions to road infrastructure required by developments within Emfuleni Local Municipality.

3.6.1.5. Electricity

Electricity Department‟s strategic objective is to ensure the rendering of quality, accessible, sustainable and reliable municipal services in the area. This department‟s vision is to have an uninterruptable electricity supply to customers and the continuous working of public lights in order to improve safety and the quality of life for the residents of ELM.

The Municipality is licensed to provide electricity mainly in the Vanderbijlpark, Bophelong, Boipatong, Ironsyde, Eatonsyde, Roshnee, Vaaloewer, Sebokeng Hostel, Rust-ter-Vaal and Vereeniging areas whilst Eskom has been licensed to provide electricity in the remaining areas. There is 98% electricity coverage to date in the areas falling within the jurisdiction of the Municipality. Free basic electricity of 50kWh/month is provided to registered indigents. Approximately 78% of electricity is sold to industrial and commercial customers and the remaining 22% is sold to domestic and agricultural customers and for the Municipality‟s own use. The Municipality aims to secure its revenue through electricity sales. The Municipality‟s electricity infrastructure is depicted in Table 3.11 below.

Table 3.9 – Breakdown of sale of electricity within the ELM

Item Quantity Primary substations 38 Secondary substations 636 Miniature substations 505 High voltage cables (m) 80,488 High voltage overhead lines (m) 88,782 Low voltage cables (m) 1210,445 Low voltage overhead lines (m) 635,782 Streetlights 25 000 High mast lights 630 Traffic lights 131 Prepaid electricity meters 48 752 Bulk Meters 1563 Conventional electricity meters 18100

3.6.1.6. Energy Efficiency and Green Energy Initiatives ELM adheres to the international drive for energy efficiency as such utilizes electricity equipment that has the highest possible level of efficiency. This includes low loss transformers and the optimization of cable and overhead line systems to keep “losses” at a bare minimum. Further use is made of more energy efficient lighting sources for public lighting such as street lights and traffic signals.

A total of 95% of street lighting has been replaced with more energy efficient lighting. Furthermore, with the change in technology the Municipality is currently piloting LED lights as an initiative to save energy. The Municipality also encourages the developers of new areas to make use of energy efficient building methods as well as solar power systems. 3.6.1.7. Illegal connections In dealing with illegal connections, the Municipality has installed special locking mechanisms in most of the meter boxes in the area. The aim is to reduce the chances of consumers connecting themselves illegally onto the reticulation system and also to keep the meter boxes locked at all times for the safety of the households situated near these meter boxes. The Municipality has embarked on a drive to install robust doors in all its substations in order to curb the theft and vandalism. The process of getting meter supply across all areas within the Municipality has ensured. A process to auditing and installing metre supply in residential, commercial and industrial customers is under way. Thus far (as at June 2019) SE7and SE2 ha. The roll out of the smart meter project was completed, to this point 6500 smart meters were installed in SE7, SE3, CE2, SE2 of Vanderbijlpark, Vereeniging, Falcon Ridge and Three Rivers. Free Basic Electricity (FBE) is provided to all registered indigents at 50kWh per month. FBE is provided to approximately 3400 consumers on a monthly basis. 3.6.1.8. Achievements 2018/2019

Installation of Large Power Users meters (LPU), A total of 741 LPU‟s had been moved from utilization of manual meter reading and transferred toon-line meter reading. The online system is live and customers can see and plan their consumption day by day. The new system has decrease queuing times. It has also eliminated human errors during the billing process. It has furthermore contributed revenue collection an approximate amount of R15 000 000 monthly.

In so far as public lighting is concerned a total of 95% of the street lighting has been replaced with more energy efficient. 780 lamps were replaced with LED lighting. The replacement to date has already led to a saving of 60% of the streetlight energy consumption of the previous year.

3.6.1.9. Water & Sanitation

Utilities and Strategic Projects Department (Water & Sanitations): A developmental City that continuously improves the quality of life of its community. To operate and maintain existing water and sanitation infrastructure in the Emfuleni area. Metsi-a-Lekoa, the water unit of the Emfuleni Local Municipality is responsible for the distribution of potable water, collection and conveyance of wastewater as well as the treatment of waste water. In addition to these functions, the Unit also takes the responsibility for the maintenance of the water services systems and all costs associated with all the assets including maintenance, insurance, licensing and running costs. There is 100% water supply coverage to all formal and informal settlements. In the informal settlements the water is supplied in accordance to RDP Standard (Communal tap). The water system consists of:

 2677 km pressurised water pipe line;  5 high level reservoirs;  10 low level reservoirs;  1 0.5 Ml/day potable water treatment plant;  14 528 network valves, and  6 232 fire hydrants.

Monthly monitoring and analysis of potable water quality in compliance with the SANS241 standard was done wherein a 100% compliance was achieved. There is a100% sanitation coverage in all formal settlements in Emfuleni. Sanitation provision is still a challenge in areas that are not yet proclaimed townships, for an example, mushrooming squatter camps. The sanitation gravity network provides waterborne sewer connections to 230 000 stands in the Emfuleni Local Municipal area. A total of 5 250 stands do make use of on-site sanitation systems such as the French drains and septic tanks. The sanitation network consists of the following elements:

 2 600 Km of gravity sewer pipe lines;  33 328 Sewerage manholes;  44 sewerage pump stations;  34 km Sewer pump pipe lines, and  98 sewer pumps.

3.6.1.10. Household Access to Piped Water

Figure 3.9 – Household access to piped water

180,000

153900 160,000

140,000

120,000

100,000

80,000 Column1 53440 60,000 2001 40,000

7326 20,000 4208 1260 0

Source: Stats SA, 2011

Figure 3.9 above reveals that household with access to piped water increased from 94 035 in 2001 to 153 900 in 2011. It further reveals that piped (tap) water inside peoples‟ yards has decreased from 75 874 in 2001 to 53 440 in 2012.

Table 3.10 – Household water source by year

3.6.1.11. Household Source of Water Year 2001 2011 Regional/local water scheme (operated by municipality or other water - 212 002 services provider) Borehole 342 3 822 Spring 4 107 Rain-water tank 70 418 Dam/pool/stagnant water 53 233 River/stream 22 97 Water vendor 199 648 Water tanker - 454 Other 1331 2 354 (Source: Stats SA, 2011)

Figure 3.10 above depicts an increase in the sources of water supply in the Municipality from approximately 20211 in 2001 to 8133 in 2011.

Table 3.11 – Household toilet facilities by year

3.6.1.12. Household Toilet Facilities Year

2001 2011 None 3 853 2 257 Flush toilet (connected to sewerage system) 158 311 194 098 Flush toilet (with septic tank) 2 818 4 322 Chemical toilet 774 557 Pit toilet with ventilation (VIP) 1 418 1 832 Pit toilet without ventilation 17 918 13 577 Bucket toilet 1 950 2 029 (Source: Stats SA, 2011)

Table 3.11 above depicts an increase of flush toilets (connected to sewerage system) from 158 311 in 2001 to 194 098 in 2011. The number of pit toilet without ventilation have decreased from 17 918 in 2001 to 13 577 in 2011.

Notes:

 Sedibeng Regional Sewer Scheme is currently not in the domain of the administration.

 Bolokametsi-water saving concept to be restored as a strategy.

 Water saving measures of pressure reducing valves to be introduced.

 On the smart vs. old type meters. The old meters used to show current units but the smart ones do not reflect current units. This is raising suspicions.

3.6.1.13. Challenges

In terms of the 2018/2019 financial year, the Water and Stormwater Department managed to attend to the following activities: o 95% of Pressure Reducing valves (PRV) were serviced; o 167 replaced faulty/stolen water meters; o Repair 1437 pipe bursts; o Attend to a total 8633 water complaints (Leaks), and o 63 new water connections that were installed. The Municipality, as part of its strategic plan, continues to address challenges that affect service delivery due to the theft of brass water meters, vandalism of pressure reducing valves which resulted in increased water pressures with subsequent pipe bursts, ageing infrastructure etc. The Emfuleni water services provision section is currently faced with the following: o High number of vacant positions that are critical to delivery of services. o Shortage of fleet and plant has a negative impact in the achievement of turnaround time. o Tools of trades. o Expired Water Management system (WMS) that assists to capture all complains reported by communities. o Non- payment of service providers that lead to dishonour of service level agreements. 3.6.1.14. Sanitation Services Sanitation services in the Municipality ensures that water resources are protected, used, developed, conserved, managed and controlled as per National Water Act (Act no 36 of 1998). This is done in order to ensure that the following factors are achieved: o Collection, conveyance and treatment of waste water; o Reducing and preventing pollution and duration of water resources; o Protecting aquatic and associated eco system and their biological diversity, and o Promoting Dam Safety. The Municipality renders 100% sanitation services to formal settlements. Sanitation provision is still a challenge in areas that are not yet formalized as townships, but they do make use of Pit / Long drop toilets. The sanitation gravity network provides waterborne sewer connections to a total of 230 000 stands. The infrastructure consists of 3000 km of gravity sewer pipe lines, 33 328 sewerage manholes, 44 sewerage pump stations, and 34 km sewer pump pipe-lines. During the reported financial year several initiatives were undertaken to enhance service delivery. The Scada System was upgraded, maintenance of telemetry system for sewer and security measures were installed at pump stations. The following achievements were also noted: o Replaced 95m meters of the 350 mm diameter outfall line at Union Street. o Module 6 and 7 of Sebokeng water care works which is part of Sedibeng Regional Sewer Scheme is in progress.

o Measures are put in place to address the challenges such as ageing infrastructure, shortage of human resources, lack of capital funding for upgrading of waste water care works and replacement of outfall sewer lines. Emfuleni received grant funding for 2018/19 Financial Year for refurbishing of sewer pump stations. The challenges in sludge treatment at Sebokeng, Rietspruit and Leeuwkuil will be addressed under Sedibeng Regional Sanitation Scheme. 3.6.1.15. Housing (Human Settlement) The Housing Department is committed to the delivery of diversified habitable houses, with all social amenities, in a secure and development-friendly environment. The Housing Department‟s mission is to uphold the Batho Pele principles by:

 Ensuring cost effective and affordable services;  Being responsive and sensitive to the social and housing needs of our communities;  Providing a range of affordable shelter options, and  Identifying suitable land for the establishment of new housing projects, to reduce the housing backlog on the Gauteng Waiting List.

Building houses remains the competency of the Gauteng Department of Human Settlements. The role of Local Municipalities in terms of housing provision is to facilitate and oversee housing projects. Emfuleni Local Municipality is one of the municipalities identified by the National Department of Human Settlements to be considered for National Upgrading Support Programme technical assistance and capacity building support, in agreement with the Gauteng Department of Human Settlements. The Upgrade of Informal Settlements strategy was approved by Council on 31 August 2016. Emfuleni Local Municipality was identified as one of the municipalities to receive funding from national government for the upgrading of 21 informal settlements and the first five (5) prioritized Informal settlements were upgraded in the last financial year. These are:

 Chris Hani;  Hlala Kwabafileyo;  Snake Park;  Tshepiso Backyard Dwellers; and  Cape Gate. The objective of the Human Settlements Department of achieving spatial transformation with socio- economic development spin-offs has identified specific areas within its jurisdiction that should be declared as restructuring zones as prescribed and guided by the Social Housing Act 2008 (Act 16 of 2008). Council approved the restructuring zones on 8 August 2019.

Priority Housing Developments Areas have been identified. A submission in this regard has already been made to declare areas as Priority Housing Development Areas in the Municipality. A proclamation in this regard was made by former Minister NC Mfeketo, giving notice of the proposed Priority Housing Development Areas (PHDA‟s) in terms of Section 7 (3) of the Housing Development Agency Act No 23 of 2008, read with Section 3.2 (f-g) of the Housing Act No 107 of 1997.

This proclamation was published in Government Gazette No. 42464 on the 17th of May 2019. The Priority Housing Development Areas are intended to advance Human Settlements Spatial Transformation and consolidation by ensuring that the delivery of housing is used to restructure and revitalize towns and cities, strengthen the livelihood prospects of households and overcome apartheid special patterns by fostering integrated urban forms.

The Emfuleni Local Municipality‟s Human Settlements Department established the Rental Housing Information Offices (According to the Rental Housing Tribunal, Act No 50 of 1999) where Rental Tribunal Administration is performed. The function of the Information Offices is to advise tenants and landlords in regards to their rights and obligations in relation to dwellings within the area of their jurisdiction. These cases are dealt with by the Tribunal Council. 3.6.1.16. Title Deeds A total of 2441 title deeds were received from the Gauteng Department of Human Settlements. These title deeds need to be handed over to the owners. 3.6.1.17. Housing Delivery and Backlog Housing backlog for the Municipality is 79500 units. The Gauteng Department of Housing has delivered the following:  Number of houses built (RDP): 3516.

3.6.1.18. Human Settlements Projects

All projects below budget are subject to final approval by Gauteng Department of Local Government and Human Settlements. These are outlined in Table 3.14 below.

3.6.1.18.1. Integrated Residential Development Program: Relocate Beneficiaries and Demolish Existing Units

Table 3.12 – Approved housing projects and budgetary allocation

Projects Number of Units Budget Tshepiso North Ext 4 45 R5,515 989 Lakeside Ext 4 26 R3 731 315

3.6.1.18.2. Integrated Residential Development Program: Top Structure Construction

Table 3.13 – Integrated residential development programme: Top structure construction

Projects Number of Units Budget

Evaton North 21 R2 700 894

Tshepiso North Ext 3 170 R20 936 284

Sebokeng Ext 24 (354) 230 R27 579 947

Sonderwater (935) 320 R38 869 026

Golden Gardens 380 R 48 956 913

Sebokeng Ext 28 230 R 28 597 947

New Village 118 R 18 961 261

Westside Park 118 R 8 715 989

3.6.1.18.3. Integrated Residential Development Program: Installation of Services

Table 3.14 – Integrated residential development programme: installation services

Projects Number of Units Budget

Sebokeng Ext 28 500 R 47 600 000

New Village 128 R 6 584 128

Golden Gardens 345 R 10 688 370

3.6.1.18.4. Integrated Residential Development Program: Rectification of Houses

Table 3.15 – Integrated residential development: rectification of houses

Projects Number of Units Budget

Lakeside Proper R500,000

Palm Springs 62 Stands R2,500,000

Sebokeng Ext 20 50 R3,864,00

3.6.1.18.5. Integrated Residential Development Programme: Refurbishment of Existing Hostel Units

3.16 –Integrated residential development programme: refurbishment of existing hostel units

Projects Number of Units Budget

Kwa-Masiza 192 R44 553 560

Sebokeng Hostel R 2 000 000

3.6.1.18.6. Integrated Residential Development Programme: Projects in Planning

Table 3.17 – integrated residential development programme: projects in planning

Projects Number of Units Budget

Rust-ter-Vaal 3500 R6,000,000

Kaalplaats (Barrage) 250 R1,500,000

Sebokeng Hostel (Eradication) 4000 R30,000,000

Vereeniging Old Hospital 1500 R2,500,000

Leeuwkuil 3500 R1,500,000

Houtkop 1800 R1,500,000

Sonderwater Phase 2 488 R1,000,000

Cyferpan 1000 R1,000,000

Johandeo Phase 2 14500 R6,000,000

3.6.1.1.6.7. Restructuring Zones for the implementation of Social Housing Projects

Table 3.18 -Restructuring Zones for the implementation of Social Housing Projects Evaton Renewal Programme (Evaton Mega)

Tshepong Proper Bophelong Chris Hani(LA)

The following areas were approved for Social Housing purposes:  Vereeniging Ext 1  Proposed Leeuwhof Ext 3  Old Vereeniging Hostel: Portion 141 of the Farm Leeuwkuil 596 IQ

Important notes

 A process and methodology should be developed to address the illegal occupation of houses. It is also stressed that there should be preventative measures that can be taken to prevent illegal occupation of RDP houses.

 Mixed housing development model should be prepared as opposed to the purely RDP housing as this can improve the impact on services payments.

 Damages to RDP houses and the maintenance thereof are the owners‟ responsibility and this need to be communicated to owners.

 If the Evaton Renewal project was regarded as closed, there should be a close-out report.

 The future of ELM rental stock was interrogated. An idea is raised that it could be transferred to a management company to improve effectiveness and efficiency. A conclusive study needs to be conducted in this regard. 3.7. PRIMARY HEALTH CARE SERVICES

Primary Health Care Services are currently being rendered by the Emfuleni Local Municipality on behalf of the Gauteng Department of Health. The services are being rendered as depicted below. The Primary Health Care Services renders comprehensive primary health care service to the community living within the boundaries of ELM and also ensures that they have access to personal health services through promotion, prevention, curing and rehabilitation.

The Emfuleni Local Municipality renders these services through 18 fixed clinics, of which 5 are structurally adequate to render a comprehensive PHC core service package. The remaining 13 clinics have structural constraints which prevent comprehensive PHC service delivery or one-stop-shop services as advocated by National Health Norms and Standards. Overcrowding, long queues and compromised infection control becomes a reality at these facilities. This is all due to the challenges alluded to above. The Department has prioritised the upgrading of health facilities to address the structural constrains in health facilities in this area. The following number of public and private health facilities is established within the area of jurisdiction of the Municipality:

Hospitals Clinics Public hospitals 4 Public clinics 26 Private hospitals 7 Private clinics 4

There is a general concern from the members of public that most of the clinics need to be upgraded and that their working hours be extended to accommodate all patients. There are generally long queues and a shortage of nursing staff in most of those clinics. In order to improve primary health care in this area, the Gauteng Department of Health is involved in a process aimed at „provincialising‟ these services. Through this process it is envisaged that all local clinics would be able to render services meeting the standards of the proposed National Health Insurance.

3.8. INFRASTRUCTURE PLANNING AND DEVELOPMENT

The Infrastructure Planning and Development (IPD) cluster houses specialist department whose main focus is the delivery of new infrastructure programmes/projects. This department is positioned to offer services that are geared towards the delivery of all capital projects and programmes. There are three (3) services offered by the cluster. These are: Programme/Project Administration, Programme/Project Control and Programme/Project Implementation and Infrastructure Planning.

3.9. GOOD AND FINANCIAL SUSTAINABLE GOVERNANCE

The Constitution of Republic of South Africa sets out the necessary codes of good governance as being: the rule of law; accountability, accessibility, transparency, predictability, inclusiveness, equity, participation and responsiveness to people's needs. Good Governance and Financial Sustainable Governance covers the following aspects: Accountable, effective and clean government, sound financial management, functional, compliance and competence matters. Encourage public participation engagements meetings, especially at ward level, with civil society and sectoral organizations etc. It was resolved at a recent Mayco IDP and Budget Legotla, in the interest of good and sustainable governance, that civic education programmes aimed at elevating health and social development programmes within the Municipality be intensified.

The Lekgotla also resolved to promote the use of public notices and exhibitions at shopping malls and taxi ranks in order to promote Municipality programmes. The Lekgotla further resolved that the following be carried out: a workshop to develop strategies to fight corruption, maladministration and lethargy be organised, the filling of all critical vacancies be prioritised, the creation of institutional capacity for essential services aimed at responding effectively and efficiently be promoted and maintained, an effective communication strategy be put in place and councillors be granted an in-depth training on this, a draft “flexible shift” system and shift allowance policy be developed and made ready serve the Municipality, the development of a costed insourcing management framework and implementation plan, a proper plan on consequence management be developed and submitted to the Executive Mayor to ensure a more credible and an effective way of implementing Council resolutions and tracking progress on such implementations from the Mayoral Committee to the Council level. The Lekgotla finally resolved that a One-stop Call Centre be set up to handle customer queries and to effectively monitor progress and resolutions of all reported queries.

3.10. Organizational Structure

Emfuleni Local Municipality is led by an Executive Council which is headed by the Executive Mayor. The Executive Council comprises of elected public representatives. The Executive Council appoints 11 of its members, including the Executive Mayor, to serve in the executive Mayoral Committee (MAYCO). Each member of the Mayoral Committee heads a Portfolio committee in terms of Section 80 of the Municipal Systems Act (No. 32 of 2000). The Executive Committee members are essentially members from the ruling party.

Council also appoints the Executive Mayor, Speaker and Chief Whip. The Speaker acts as Chairperson of Council. The key roles of Council are legislative, participatory and oversight. Council has delegated its executive functions to the Executive Mayor and the Mayoral Committee. Council‟s principal role in this instance is that of being a law maker. Other key roles of Council are to debate issues publicly as well as to facilitate political debates and discussions.

The Municipal administration is led by the Municipal Manager who in turn is supported by a team of 5 Executive Directors and a Chief Financial Officer. These people are appointed in terms of Section 56 of the MSA as outlined in the approved council structure. A Chief Audit Executive and a Chief Risk Officer are also forming part of the executive cohort within the Municipality.

3.10.1. Council Structure

Table 3.19 – Council Structure

Table 3.21 above shows the Council and Administrative Governance structure of the Emfuleni Local Municipality.

3.10.2. Council Committees

Table 3.22 – Council Committees

Table 3.20 above shows the Emfuleni Local Municipality‟s governance structure.

3.10.3. Municipal Council Composition

Emanating from the local government elections that were conducted on the 03 August 2016, registered Councillors seats are 90. Table 3.23 below reflects the composition of the Emfuleni Local Municipality by political party, seats and gender.

3.10.3.1. Council Composition by Political party, Seats and Gender

Table 3.21 – Council Composition by political party, seats and gender.

Total Ward Gender Party PR Seats Seats Seats Male Female African National Congress (ANC) 50 37 13 28 22 Democratic Alliance (DA) 22 8 14 15 7 Economic Freedom Fighters (EFF) 11 0 11 5 7 Congress of the People (COPE) 1 0 1 1 0 African Independent Congress 3 0 3 2 1 Freedom Front + (FF +) 2 0 2 1 1 Pan African Congress (PAC) 1 0 1 1 0 TOTAL 90 45 45 48 42

As reflected in Table 3.21 above the Council has 90 seats in total. These are made up of 45 wards and 45 PR seats.

There are also other structures of Council which deal with a wide range of responsibilities and governance issues. These structures are the following:

 Office of the Speaker;  Office of the Executive Mayor and Mayoral Committee;  Office of the Chief Whip;  Section 79 Committees of Council;  Section 80 Committees of Council;  Standing Committees;  MPAC, and  Audit and Performance Committees.

3.11. SECRETARIAT AND ADMINISTRATION SERVICES

The Department consists of two sections, namely, Committee Services and Administrative Support Services. The purpose of the department is primarily to render an efficient and effective support service to Council and its committees, all departments of Council as well as the community at large.

3.11.1. Committee Services

The functions of this Unit are as follows:

• Drawing and administering a schedule of all meetings of Council and its Committees for Councillors and Clusters. • Co-ordination of all reports from different Clusters for agenda purposes. • Co-ordination of meetings and compilation of agendas for Council and its Committees. • Attendance of meetings and compilation of minutes for Council and its Committees. • Filing and safe-keeping of all agendas and minutes of Mayoral Committee and Council Meetings for departments reference purposes. • Safekeeping of Rules and Orders of Council, Delegations of Authority, Policy Register and tape recordings of meetings for departments and councillors. • Compilation and distribution of action lists for updating by Clusters. Procedure Manuals for preparation and submission of reports for agenda purposes with specific timeframes are drawn but not adhered to. This result in the production of agenda being done at the eleventh hour leading to Council members receiving the agenda sometimes late at night. The Committee should ensure that meeting documentation such as agendas be sent out within the specified 72-hour period before sitting of meetings. Non-sitting of scheduled meetings leads to wasteful expenditure as agendas for such meetings are produced beforehand. This can also result in payment of unnecessary overtime and may even delay decision-making.

Meetings of Council, Mayoral and other Committees of Council are continuously co-ordinated successfully. Agendas and minutes for all meetings are prepared to ensure a smooth running thereof. Statistics of meetings held and attendance by councillors are updated on a regular basis. Extracts and enquiries of Council and Mayoral Committees resolutions are prepared upon request. At the beginning of every month, a calendar indicating all meetings of Council for the forthcoming month is prepared and distributed through Senior Management to reconcile their diaries accordingly. The distribution of the monthly calendar has also been extended to the Executive Mayor, the Speaker, the Chief Whip and all members of the Mayoral Committee.

3.11.2. Administrative Support Services

The functions of this Unit are as follows:

• Provide a central records service in terms of the Gauteng Provincial Archives and Records Service Act to all clusters. • Maintain and facilitate switchboard, telephonic, text and electronic communication service to internal and external stakeholders. • Maintain and facilitate the receipt and delivery of incoming and outgoing mail for internal and external stakeholders. • Safekeeping of contracts entered into and between Council and internal and external stakeholders.

The Department is running a records system that has been approved by Provincial Archives. There is however a general tendency of departments within the Municipality not to adhere to set procedures and guidelines as prescribed by applicable legislation. In 2006 the Council introduced an Electronic Archive and Retrieval System as a back-up to the hard copies. Both systems are located in the same building. Contracts are properly kept and registered. Follow-ups are done with clusters/departments until the original contract is received, recorded and safely filed. Departments however still tend to keep contracts without filing them with Secretariat and Admin Support.

3.11.3. Human Resources: Training and vacancy Rate Table 3.22 – Human resources: Training and vacancy rate

Number of Filled Vacant Vacancy Rate Cluster Department Approved Posts Posts Posts % Critical Vacancies

Executive Cluster Office of the MM 11 6 5 45.45 Communication 13 7 6 46.15 4 Risk Management 19 11 8 42.11 4 Strategic Support 1 0 1 100.00 0 Performance Management 8 2 6 75.00 4 IDP 10 7 3 30.00 3 Policy and Strategy 1 0 1 100.00 0 Governance Specialist 1 1 0 0.00 0 Inter-governmental Relations (IGR) 1 1 0 0.00 0 Monitoring and Evaluation 8 8 0 0.00 0 Office of the Executive Mayor 18 11 7 38.89 7 Office of the Speaker 34 31 3 18.82 3 Office of the Chief Whip 12 10 2 16.67 3

137 95 42 28 Grand Vacancy Rate % 30.66

Chief Audit Executive Office of the Chief Audit Executive 6 3 3 50.00

Performance Management Audit 5 3 2 40.00 Operational, Risk Based Audits 5 4 1 20.00 ICT Audits 5 2 3 60.00 Financial Audits 5 5 0 0.00 Grand Total 26 17 9 0 Grand Vacancy Rate % 34.62

Chief Directorate : Utilities & Strategic Projects (Metsi-A- Lekoa) Office of the Chief Director 21 5 16 76.19 1 Operations 617 267 350 56.73 254 Project & Planning 21 4 17 80.95 6 Customer Care 25 11 14 56 10 Grand Total 684 287 397 271 Grand Vacancy Rate % 58.04

Chief Financial Officer Office of the CFO 10 5 5 50.00 3 Budget 14 5 9 64.29 5 Expenditure 48 29 19 39.58 8 Financial Control 28 14 14 50.00 4 Supply Chain Management 81 43 38 46.91 15 Assets Management 12 2 10 83.33 1 Revenue & Customer Care 112 44 68 60.71 34

Credit Control & Debt Management 44 14 30 68.18 11 Grand Total 349 156 193 81 Grand Vacancy Rate 55.30

Public Works Office of ED: Public Works 12 7 5 41.67 0 Roads and Storm Water 1390 200 1190 85.61 489

Environmental Management & Planning 508 335 173 34.06 169 Electricity 238 142 96 40.34 76 Grand Total 2148 684 1464 734 Grand Vacancy Rate 68.16

Economic Development Planning Office of the Executive Director 6 5 1 16.67 0 Building Control 60 40 20 33.33 23 Human Settlement 52 15 37 71.15 25 LED & Tourism 24 13 11 45.83 9 Land Use Management 30 18 12 40.00 9 Properties 13 6 7 53.85 7 Grand Total 185 97 88 73 Grand Vacancy Rate 47.57

Shared Services Office of the Executive Director 4 3 1 25.00 0 Employment Equity 1 1 0 0.00 0 Facilities 86 44 42 48.84 29 Fleet 79 37 42 53.16 32 Human Resource 50 39 11 22.00 8 Labour Relations 13 7 6 46.15 4 Legal 22 8 14 63.64 5

Organizational Development 19 6 13 68.42 5

Secretariat and Administration 48 25 23 47.92 5 Grand Total 322 170 151 88 Grand Vacancy Rate 46.89

Infrastructure Planning and Development Office of the Executive Director 4 2 2 50.00 0

Programme and Administration 19 10 9 47.37 2 PMU 19 9 10 52.63 13 Grand Total 42 21 21 15 Grand Vacancy Rate 50.00

Community Services Office of ED: CS 9 4 5 55.56 0

Sports, Recreation, Arts Culture & Library Information 347 188 159 45.82 104 By-Law 4 3 1 25.00 1 Public Safety 706 287 419 59.35 133

Environmental Health and Social Development 365 145 220 60.27 61 Parks and Cemeteries 1021 139 882 86.39 299

Grand Total 2452 766 1686 598 Grand Vacancy Rate 68.76 Grand Total 6345 2293 4051 1888 Grand Vacancy Rate % 63.85

3.11.4. Training

Training and Development is one of the divisions within the Human Resources Department. This Division is responsible for institutional and individual capacitation at ELM. It has the following as its key functions:

 To conduct regular skills audits;  To establish and prioritise training needs as per the results of skills audits as well as those identified in AG and internal audit findings;  To align skills development strategy with the IDP human capital strategy and goals;  To compile an annual workplace skills plan (WSP) for submission to the Local Government Sector Education and Training Authority (LGSETA) for funding purposes and to ensure implementation of these training interventions accordingly;  To compile Annual Training Reports (ATRs) for submission to Council and for sourcing external funding from various Sector Education and Training Authorities (SETAs) in order to augment the internal training budget;  To develop mutually beneficial and collaborative relations with institutions of higher learning especially those based in the Sedibeng District;  To encourage personal career-pathing and development for employees;  To provide Internship and Learner-ship opportunities for internal staff as well as unemployed youth from the Sedibeng District, and • To assist with policy development and implementation with regards to talent management and succession planning. Training and Development has largely performed well on the above listed core functions thus far with the following notable exceptions:

 A new skills audit process to be initiated in 2019 since the last major institutional skills audit was completed in the 2014/15 financial cycle.  ELM cash flow challenges have resulted in the downward adjustment of the internal training budget thereby increasing reliance on the external sourcing of funds.  This lack of cash-backed budgeting for the Training section also influences the attainment of IDP-stated human capital development goals for the institution.

Training and Development will seek more collaborative ventures with institutions of higher learning based in the Sedibeng District in order to minimise reliance on the ELM training budget. In conclusion, Training and Development should seek closer consultation with the IDP processes in order to constantly align its key targets with those espoused in the IDP regarding human capital development within ELM and its communities.

Figure 3.18 below is a schematic illustration of what the skills audit conducted during the 2014/15 cycle revealed about the educational levels at ELM. The next skills audit to be conducted during 2019/2020 will indicate how far ELM has gone in improving the general educational levels of its employees. It will also indicate whether recruitment has been able to attract the correct talent to sustain the service delivery model of ELM.

3.11.5. Skills Audit Outcome

Figure 3.10 – Skills audit outcome 2014/15

(Source: ELM Skills Audit 2014/2015)

Figure 3.10 above indicates that 14.92% of employees have a National Qualification Framework (NQF) 1 level of education which equates to anything between grade R-9 (standard 2-7). The bigger clustering is 21% for NQF 3 (grade 12 or standard 10). The biggest clustering is 32% for NQF 4 (certificates obtained at FETS).

Employees with tertiary level education at NQF 5 and 6 stand at 5% and 8% respectively. The percentage decreases progressively the higher the NQF level. These statistics do indeed suggest that ELM may have a low level of technical skills proficiency, given its size and role in local communities. In other words, the current skills reservoir is not adequate in serving the strategic ELM service delivery objectives.

3.11.6. Labour Relations

The Department of Labour Relations sits at the epicentre of labour peace and harmony in the Municipality. It is a useful conduit between the employer and the employee. The Department is a custodian of labour related activities which range from conflict management and bargaining management. In a nutshell the key role of the Labour Relations discipline is to:

 Provide advice to the senior staff/management and the rest of the staff on all labour relations matters;  Liaise and communicate with all line managers and organised labour;  Inducting newly appointed staff on their conditions of employment and conducting information sessions through road shows;  Handling grievance and disciplinary matters;  Fulfilling the role of a reliable operational conduit between the employer and employee(s);  Engages in the bargaining activities of the SALGBC at the divisional level and locally in the form of the Local Labour Forum (LLF) with the primary purpose of attaining a sound labour relations environment; Represent the employer on dispute matters handled at different dispute resolution bodies i.e. CCMA and SALGBC, and also,  To also assist in the matters referred to the Labour courts.

3.11.7. Organisational Development

3.11.7.1. Job Evaluation

The Department of Organisation Development has evaluated than three hundred positions within the Municipality during the financial year under review. A total of only forty (40) jobs were subjected to Job Evaluation in this regard. With the demands of the Financial Recovery Plan, Internal Capacity issues not addressed and dependencies, the Job Evaluation targets were reduced in order to give priority to the Financial Recovery Plan (FRP) and Organizational Development related activities under Work- Stream 3 of the FRP of the last financial 2018/19.The Job Evaluation approved Process Plan was submitted to the Gauteng South African Local Government Association Provincial Audit Committee for noting, followed by Job Evaluation results from ELM Job Evaluation Panel to moderate and to pronounce on the Job Evaluation Results of the municipality as mandated by the approved Job Evaluation policy. The final results of the 40 positions submitted have been received by the Municipality and awaits implementation.

The following are deliverables for the year in line with the 2018/19 IDP: 420 Job Evaluations

3.11.7.2. Change Management

The following interventions are conducted as part of Transformation and Change in the Municipality:

(i) Municipal Standard Chart of Accounts – this was a collaboration between the following government departments and state entities: Gauteng Provincial Department of Cooperative Government and Traditional Affairs, Gauteng Provincial Treasury and National Treasury to ensure all Key 15 Business Processes of the Emfuleni Local Municipality are mapped out as required. This is generally a very slow process as, despite having established a committee which is meant to oversee the functioning of work-streams, these also had to be accompanied by respective activities. (ii) The Department under the financial year targeted the Financial Service Cluster, with the following departments: Supply Chain Management, Financial Control, Revenue Management, Debt Management as well as Budget Management. The workshop was conducted for the aforementioned departments with the templates forwarded for the ease of use, Process Modelling and Process Inventory. (iii) Ethics Management/ Ethics in the Workplace – this initiative is from the Gauteng Municipal Integrity Programme sponsored by Gauteng Premier‟s Office and Siemens. The project started in the 2016/17 financial year. One of the first activities to be achieved in this regard was to build awareness through the organization. This was achieved and was followed by training officials who will in turn train others (train the trainer programme). To this end Emfuleni Local Municipality has trained about seven (7) official. Of this total six (6) are certified Ethics Officers. The Ethics Risk Assessment and Maturity Assessment were conducted with the aim of understanding the ethics issue and then develop and Ethics Strategy as part of Organizational Change Management. In the second quarter of 2019/20, the draft Ethics Strategy was submitted to the Executive Committee of the Municipality for consideration, included in that is the Implementation Plan for the strategy.

The following are deliverables for the year in line with the 2018/19 IDP:

 Review of Municipal Organisational Structure;  Development of SCOA compliant Business Process Maps of Functions;

 12 Change Management Interventions Implemented, and  Training of Frontline Staff on Batho-Pele Principles.

3.11.7.3. Employee Assistance Program

There are various workshops and medical surveillance that are being conducted at the depots on a monthly basis. These workshops range from Financial Management, Debt Counselling, Substance Abuse, and Violence in the Workplace etc. Medical surveillance is HCTs, TB assessments, Blood sugar levels, Cholesterol, Eye-testing etc.

Employees access the services through self and formal referrals. There are two (2) EAP Practitioners and two (2) HIV & AIDS Counsellor positions which are still vacant. The one position has been vacant since 2017 after the appointed employee in that position went on permanent incapacity. Employees have been raising the need for the appointment of an HIV&AIDS Counsellor in the Department. Notably, this matter has been escalated, albeit with no success, to the Executive Director: Shared Services.

Financial Management workshops are regularly carried out in collaboration with the private sector, namely, Standard Bank of South Africa and Local NGOs engaged in HCTs, TB and other medically related interventions.

The following are deliverables for the year in line with the 2018/19 IDP: 60 EAP programmes implemented

3.11.8. Employment Equity

The Employment Equity Act of 1998 was promulgated as part of the transformation process that followed the 1994 elections and therefore carries a significant socio-economic and political mandate to promote equality in the workplace.

The purpose of the Act is to achieve equity in the workplace by promoting equal opportunities and fair treatment through the elimination of unfair discrimination; and „implementing affirmative action measures to redress the imbalances of the past in order to ensure their equitable representation of designate groups at all occupational levels and categories. Emfuleni Local Municipality will therefore endeavour to implement strategies that will ensure the promotion of equal opportunities in the workplace. The current Employment Equity Plan was developed and approved by Council in June 2017 and has therefore come to an end on the 30thof June 2019. The Employment Equity and Skills Development Forum has been established as one of the consultative structures, however, the term of office for current members has come to an end and as such does need to be resuscitated.

The Employment Equity Department conducted a total of 4 shows to raise awareness on employment equity and related matters whilst giving priority to the mainstreaming of women and People Living with Disabilities. Together with Human Resources Department, the Department will seek to identify positions and advertise them for people with disabilities only. The Municipality does need to ensure that it meets the minimum requirement of 2% as prescribed by the Department of Labour in this regard. This proposal was considered and approved by the Municipal Manager.

The mainstreaming of women into higher managerial positions was also a priority for the Municipality for the duration of the Employment Equity Plan (2017-2019).

3.11.9. Legal Services

The Legal Services Department is tasked in ensuring good governance within the municipality. The Department is further tasked to provide legal services in a form of providing solicited legal advice from various Clusters and inter-related Departments in all legal matters. Extended and proficient legal support has significantly contributed towards service delivery and the promotion of good governance in the local authority. The Legal Services Department further contributes in the monitoring of all legal compliance issues in all structures of the local authority. The personnel within the Department further provides legal advice to all Section 79/80 Committees as well as administrative committees within the local authority. The Department also plays a supporting role in maintaining discipline within the institution by providing support in terms of handling disciplinary proceedings. The Legal Services Department is the custodian of litigious matters against the local authority; of which the Department facilitates all necessary proceedings including: high court matters; regional court matters; magistrate court matters as well as labour court matters. The Legal Services Department is currently involved in facilitating the legal appeal functions in terms of SPLUMA; of which the Department further assists with services as Registrar of the Appeal Authority. The Department facilitates a research function to assist the local authority in the form of opinions, legal advice, vetting of legal documents and drafting of legal reports to the Section 79/80 Committees, EXCO, Mayoral Committee, Council etc. The current extended (ongoing) mandates of the Legal Services Department include, among others: the finalisation of the materiality framework and the review of the process aimed at approving the current System of Delegations, monitoring of compliance in the local authority. 3.11.9.1. Current challenges in the Legal Services Department relates to the following: • The current organisational structure of the Legal Services Department provides for 21 posts; of which only 7 (33%) are filled. • Challenges are also experienced in the payment of current legal practitioners on record; of which the same needs be addressed to avoid non-representation and/or withdrawal of representatives from record. • The establishment of an internal e-library for purposes of research and for usage of the Legal Services Department has been prioritized. Updated electronic legal notices and citation system of new judgments (updated Electronic Law Reports) will assist to expand the research capacity within the Legal Services Department. • Finally; challenges pertaining to the provision of adequate office space in order to accommodate the total staff complement of the Legal Services Department. This needs be addressed as a matter of urgency. 3.11.9.2. Legal Services Department however boost with a number of achievements in relation to the following: • That due to increasing monitoring and assessment; the number of pending/ongoing matters is diminishing and the number of rulings against the Municipality has also decreased based on the aforesaid. Increasing contingent liabilities and subsequent provisions thereof however relate to a mounting challenge; noting said enrolment of new civil cases being instituted against the municipality based on creditor claims and cannot be legally mitigated; but for the proper payment of creditors. Institution of these cases can be purportedly attributed to ELM‟s failure to

settle service provider‟s invoices timeously and thus leading to litigations; of which had it not been for the same, actions would not have been instituted against the local authority. • Proper administration of the Litigation Register and Contingent Liabilities Register of the Local Authority. (Auditor General Enquiries). • Increased capacity and improvement of research capacity within the Legal Services Department; causing the development of internal monitoring and assessment strategies/capacity. • Reduction of Litigious Matters against the Municipality. • Development of Litigation Management Strategy Framework. • Establishment process of Appeal Authority initiated Aug 2017- Dec 2018. • Development of Report on Legal Representation; Strategy to mitigate legal costs and use of external practitioners. • Current Review and Facilitation of Process to Review System of Delegations. • Cleaning/ monitoring of Litigation Register. • Development of Materiality Framework and Compliance Register. • Development of Appeal Authority Code of Conduct; Terms of Reference established; Sitting Allowance Guidelines for the AA; Appointment Letters finalised, Drafted Procedures of the AA and Confirmed by Council. • Publication of Section 51(6) Notice. • Final promulgation of the ELM SPLUMA By-Laws February 2018. • Enrolment of matters; Notices; compilation of bundles; allocation of dates for the Appeal Authority eradicating backlog from 2015. • Increasing Frequency of Appeal Authority Sittings to 1 session every 1 ½ months. The service statistics show an improvement in litigation management compared to the past financial years. The number of finalised matters is increasing while the number of rulings against the Municipality appears to be decreasing. Contingent liabilities are still a challenge. This is due to the fact that new civil cases are still being instituted against the Municipality. The institution of these cases can be attributed to the Municipality‟s failure to settle service providers‟ invoices timeously. Needless to say that had it not been for cash flow issues such litigation would not have arisen. Table 3.26 below presents a breakdown of the Municipality‟s litigation matters. Table 3.23 – Statistics regarding cases Status Quo On Cases Number of Cases Rulings in favour ELM 01 Rulings against ELM 01 Pending 50 Abandoned/ Settled 06 Total Matters 58

3.11.10. By-Laws Development and Enforcement 3.11.10.1. Brief Description The Super By-law Department has two core functions which are to develop and to enforce by-laws. The recently approved organisational structure of the Department caters for 4 positions which are that of Manager, two Assistant Managers and an Administrative Assistant. The existing appointees of the Department are the Manager, an assistant manager and admin assistant. The vacant position is that of the second assistant manager. This position has been advertised and an appointment is awaited. 3.11.10.2. Development of By-Laws

A by-law is a law that is passed by a local authority in order to regulate the affairs and the services it provides within its area of jurisdiction. A Municipality derives the powers to pass a by-law from the Constitution of the Republic of South Africa which gives certain specified powers and competencies to local government as set out in Part B of Schedules 4 and Part B of 5 to the Constitution.

In keeping with its mandate the Department is engaged in an ongoing exercise of developing and reviewing by-laws of the Municipality. To this end there are new draft by-laws that have been already developed and submitted to relevant Committee(s) for discussion and approval. These by-laws will then be submitted to the Council for approval. Below is a category of some of the by–laws being considered. 3.11.10.3. Waste Management By-laws 1. Air quality Management by-laws; 2. Fire Safety by-law; 3. Keeping of Animals by-laws; 4. Child care services by-law; 5. Informal settlements management by-laws; 6. The Hire and Use of Community, Arts and Culture and Sports facilities by-laws; 7. Municipal street trading by-laws; 8. Derelict and unsightly building by-law; 9. Public Open Space and parks by-law; 10. Electricity Supply by-law; 11. Outdoor advertising by-law; 12. Parking by-law, and 13. Public Road Reserve by-law.

3.11.10.4. Promulgated by-laws There are 4 by-laws which were approved by Council and thus promulgated by being published in the provincial gazette of 29 May 2019. These are the following: 1. Waste management by-laws; 2. Air quality Management by-laws; 3. Fire Safety by-law, and 4. Electricity Supply by-law.

3.11.10.5. By-Law Enforcement The by-law enforcement component is responsible for enforcing municipal by-laws throughout the areas falling under the jurisdiction of the Municipality. This component renders assistance and support to all

the municipality departments in relation to by –law enforcement. It also works closely with all municipal departments and other local, provincial and national government departments and external agencies to uphold local by-laws and to deal with contraventions. There are currently12 employees seconded to Department, 8 of them are from the former bylaw unit which was under the Public Safety Department, 2 are from the Electrical Department and last 2 are from Waste Management Department. The functions performed by-law officers include the following:  Ensuring compliance with all street and miscellaneous by-/laws as well as national legislation.  Searching and Impounding illegal goods and objects.  Removal of illegal street traders and any other members of the public involved in an illegal conduct or contravention of by-laws  Issuing of fines to members of public who contravene the street and miscellaneous by-laws, rules and policies.  Curbing of by-law contravention and general crime through high visible patrols.  Observing those who do not comply with the by-laws and imposing determined fines/arresting perpetrators.  Arresting perpetrators for contravening all Schedule 1 offences (that is Schedule 1 of Criminal Procedure Act).

By-laws Department constantly participate in joint operations with other municipal departments and neighbouring municipalities in supporting the SAPS and other law enforcement agencies. The Department further carries out the following tasks: conducts crowd management, assists during disaster times, controls and regulates traffic flow, assists with escort duties, records and releases goods impounded at stores, attends court cases, prepares and presents regular reports to the Municipality and conducts regular educational workshops.

The Department is currently working with the Organisational Development Department on extending its structure in order to have it approved by the Council with the sole aim of including the seconded by-law enforcement officers in the structure. 3.11.11. Information Technology

All IT Services are rendered to Emfuleni Local Municipality by employees of Sedibeng District Municipality on a Service Level Agreement (SLA). The IT services rendered to Emfuleni Local Municipality can be divided into the following categories: Operations, Technical Maintenance, Software Support, Projects and Administration. The technical function is responsible for the maintenance of hardware as well as the network infrastructure.

The IT Department is responsible for the following:

 Daily cash updates and backups of servers.  Daily/monthly/yearly operating schedules on Solar system.  Calls logged at the IT Help desk using the new call logging system.  Average 500 calls per month.  Maintaining a data library for backups taken of all servers.  Ensuring that DRP (Disaster Recovery Plan) procedures are done on quarterly basis.

3.11.12. Fleet Management

Emfuleni Local Municipality has a medium diversified fleet of about 655 vehicles; 490 ELM owned vehicles and 165 vehicles on Full Maintenance Lease. These vehicles range from light vehicles to construction equipment; in operation to provide essential services to the community it serves. The number of vehicles was reduced during the auctions.

3.11.12.1. Current status of the Fleet of Emfuleni

• 490 of ELM are Council owned Vehicles. • 165 vehicles are on Full Maintenance Lease Contract. • The status of the vehicles is changing everyday due to breakdowns and services. • At the moment this number of vehicles is not enough for a Municipality of this magnitude. • Most of ELM owned vehicles have reached its life expectancy with an availability of 38% on average daily. • The fleet comprises of a hybrid model with a combination of leased and owned fleet. • The average life of the fleet is almost 15 years as such an urgent replacement is required.

3.11.13 Facilities Management The Facilities Management Department is primarily responsible for the maintenance and care of all municipal offices and buildings within the area of Emfuleni. The functions of this Department include the renovations and partitioning of offices, office accommodation, and maintenance of air conditioning, electrical repairs and lighting systems, plumbing, carpentry, painting, renovations, fencing and parking management. The Department is currently implementing corrective maintenance upon receiving works orders and maintenance queries from other departments. Once a works order is received, inspections are conducted by artisans to determine the actual complaint and execute the works or refer to SCM processes.

Shortage of personnel and lack of materials has led to outsourced services. The Department is however still responsible for the management of the contract. The use of contractors has posed another challenge of monitoring and controlling expenditure since there is a view that the Municipality is paying excessive or exorbitant amounts on some of the services, e.g. plumbing. The Department is responsible for the maintenance of the following facilities:

 Municipal Offices – 31  Libraries – 16  Swimming Pools – 05  Community Halls – 12  Parks and Cemeteries Buildings – 14  Sport Stadiums – 16  Fire Stations – 04  Houses and Flats – 826  Depots and Workshops – 13

 Water Care Works Buildings – 04  Landfill sites Buildings - 03

3.11.14. Project Management Unit

The Project Management Unit (PMU) is a specialist department whose main focus is the delivery of programmes/projects. The Department is positioned to offer services that are geared towards the delivery of all projects and programmes. Project Management Unit is further responsible for the following: programme/project administration, programme/project control and programme/project implementation and infrastructure planning. Roads projects were also a priority in the last financial year but due to the emergency of the sewage spillages, the roads projects budget was diverted to sewage projects.

3.11.15. MUNICIPAL MANAGER

The Municipal Manager (MM) is the head of municipal administration. This office is committed to the delivery of quality basic services to community of Emfuleni. The Office of the MM seeks to:  Promoting financial discipline and management.  Vigorously instilling a culture of performance within the institution.  Making the vision and mission of the MunicipalityourmottotoprovideastrategicthrustfortheMunicipality‟s long term development planning.  Stabilizing the administration by filling key strategic vacancies.  Sourcing available national and international funding to augment key service delivery projects and replace aging and poor infrastructure.  Capacitating the Ward Committee System to enhance effective public participation.

The MM as the Accounting Officer, guided by applicable legislation, is obliged to encourage the involvement of communities and community organisations in municipal governance. The Office of the Municipal Manager is responsible for the following programmes: -

3.11.15.1. Risk Management

Risk management is a proactive approach to the management of uncertainty. The process of risk management identifies possible risks and outlines the actions to be taken to help manage those risks. It is a deliberate attempt to learn from past mistakes and to be better prepared for potential future events. Risk management is a governance tool that forms a critical part of any municipality‟s strategic management. It is a process whereby a municipality, both methodically and intuitively, addresses the risk attached to their activities with the goal of achieving sustained benefit within each activity and across the portfolio of activities. The enterprise risk management process is a structured, systematic and deliberate effort by management to identify, assess and address institutional risks on a continuous basis before such risks can negatively impact on the institutions service delivery objectives.

The Risk Management Department exists to ensure that the Municipality has systems in place to address its own risk exposure in terms of identifying potential risks. These include the setting up of systems aimed at addressing all risks, including obtaining adequate and proper risk financing in terms of insurance as well as ensuring systems are in place to address the health and safety of employees

and systems that curb the scourge of fraud and corruption in the workplace. The Risk Management Department is divided into Occupational Health and Safety, Insurance and Forensic Investigations Units.

The following are the Department‟s deliverables for the year in line with the 2020/21 IDP:

 4 Risk Management Reports submitted to RMAAC.  Development of Municipal Business Continuity and Recovery Plan.  Resuscitation of Health and Safety Central Committee.  4 Quarterly OHS reports.  4 Quarterly Insurance Reports.

3.11.15.2. Intergovernmental Relations

The Constitution of the Republic of South Africa Act 106 of 1996 promotes and encourages co- operative governance between the three spheres of government, government entities, municipalities across the board, including Chapter Nine institutions. This is done in order to ensure that these bodies can provide effective, efficient, transparent, accountable and coherent government to the people of South Africa as a whole. It further encourages the spheres of government not to work in silos, avoid duplication of projects/work and to support each other. To achieve this the national government has promulgated the Intergovernmental Framework Act to guide and assist the three spheres of government in carrying forward the spirit of co-operative governance.

The Intergovernmental Relations Framework Act, 2005 (Act 13 of 2005) extends the principles of participation and co-ordination between organs of state in the different spheres of government to also include integration, participation and co-ordination of joint programmes within a particular sphere of government. The Framework defines joint programmes as those programmes that transcend the conventional organisational boundaries in planning, budgeting and implementation resulting in a number of departments/agencies/ministries responsible for one aspect of the programme, although none is responsible for it in its entirety.

In terms of Section 120 (1) of Municipal Finance Management (Act No. 56 of 2003), a municipality may enter into a public-private partnership agreement, but only if the municipality can demonstrate that the agreement will -(a) provide value for money to the municipality; (b) be affordable for the municipality; and (c) transfer appropriate technical, operational and financial risk to the private party. Emfuleni Local Municipality has the following existing partnerships with various sector departments, private and parastatals:

Gauteng Department of Human Settlement – Transfer business properties to beneficiaries. Gauteng Department of Local Government and Housing – Municipality avails land for purposes of building houses. Vaal University of Technology (VUT) – various projects. Department of Agriculture – various programmes. Department of Environmental Affairs – Building of stalls.

Emfuleni Local Municipality also has a Service Level Agreement with Gauteng Provincial Department of Health wherein the latter provides short courses to the Municipality‟s Primary Health Care staff

members. ELM also has a Service Level Agreements with the following companies to maintain the Traffic Islands in front of their business premises by cutting grass, landscaping and maintain flowerbeds and equipment:

 Vaal Toyota (Vereeniging).  Fab-lane - small portion in front of their office in Piet Retief blvd in Vanderbijlpark.  Active auto motors - C/o Frikkie Meyer and Rutherford blvd in Vanderbijlpark.  Taljaard Taxis - in front of their office in Faraday blvd in Vanderbijlpark Bophelong Bricks - portion of Golden highway - in front of their offices.  DME panel beaters - C/o Houtkop and Steel roads.  Roshnee community - Cordoba street park, Roshnee community - Badir street park, Roshnee, Vaal Toyota - Johannesburg road middle Islands.  Palms shopping centre - Middle islands opposite shopping centre in Vanderbijlpark. There is a Memorandum of Agreement (MoA) between Sedibeng District and Emfuleni Local Municipalities for rendering of Fire Fighting Services during specialized fires and harzadous incidents. The National Department of Arts and Culture is assisting the Emfuleni Local Municipality‟s Libraries and Information Services with grant funding. Such grants are being utilized for the recapitalization of the libraries in Emfuleni. The Gauteng Provincial Sports, Arts, Culture, Recreation, Libraries and Archives Department is helping Emfuleni Local Municipality with the building of new library infrastructure.

The National Library of South Africa together with the Bill and Melinda Gates Foundation will assist by a donation of Information and Communication Technology. The National Library of South Africa together with the Mzansi Online will assist by rolling out LULAWAY Job Readiness Programme at identified libraries in Emfuleni. The Emfuleni Local Municipality Traffic and Safety Department has a Joint Social Crime Prevention Programmes with the following:

 Gauteng Department of Community Safety;  Department of Social Development;  South African Police Services (SAPS);  Youth Desk;  Community Policing Forum;  Big Gama, and  Correctional Service. In addition to Joint Social Crime Prevention Programmes, Emfuleni Local Municipality has a Joint Drug Awareness Programme with the South African National Council on Alcoholism (SANCA) as well as a Joint Law Enforcement Programme with the South African Police Services. In this specific programme Emfuleni Local Municipality looks at the traffic violations aspect of the programme whilst the South African Police Services looks at the crime prevention aspect.

The Above mentioned entities sponsor Emfuleni Local Municipality with awareness campaign material and man-power (as and when required). Department of Local Government and Housing works with the

Emfuleni Local Municipality on the Public Information and Education Relations Programme (PIER) wherein they supply Emfuleni Local Municipality Fire and Rescue Department with information material. Sasol/Deutsche GesellschaftfürInternationale Zusammenarbeit (GIZ) - Partnering in order to share best current practices on water conservation. The partnership is very beneficial to Emfuleni Local Municipality (Metsi-a-Lekoa) with current high rate of water loss.

Rainwater- A five year Operations and maintenance agreement to maintain water care works and pump stations. Emfuleni Local Municipality and the Rand Water Board work together on Joint simulations and exercises. Department of Agriculture and Emfuleni Local Municipality Waste department - As part of integration of provincial and municipal programs Cleaning and Greening of the area „Bontle-ke-Botho‟ concept has been adopted into municipal programmes.

The Municipality does also have a private agreement with the North-West University. This agreement focuses on the cleaning and greening of the area where the university is situated. The University does also advise the Municipality on the best practices and implementation approaches as and when required.

3.11.15.3. Integrated Development Plan (IDP)

The purpose of Integrated Development Planning (IDP) is faster and more appropriate delivery of services and providing a framework for economic and social development in a municipality. A range of links exist between integrated development planning and its developmental outcomes, which have great relevance, in particular in a context of financial crisis of municipalities, urgency of service delivery, and employment generation. Integrated Development Planning can contribute towards eradicating the development legacy of the past, making the notion of developmental local government work and fostering co-operative governance. The IDP should be reviewed annually and is the principal strategic planning instrument that guides and informs all planning, budgeting, management and decision-making in a municipality. It is a tool for bridging the gap between the current reality and the vision of satisfying the needs of the whole community in an equitable and sustainable manner. Integrated Development Planning will enable municipalities to develop strategic policy capacity to mobilise resources and to target their activities.

The value of integrated development planning for municipalities lies in the formulation of focused plans, based on developmental priorities. It is essential to spend the limited council resources on the key development priorities of a given local community. This is the essence of the IDP - how to align the projects, plans, budgets and other council resources with the sustainable development priorities of the community. The Department‟s primary responsibility is the development of the Integrated Development Plan (IDP) of the Emfuleni Local Municipality. In order to address the weaknesses of municipalities, there is a need to ensure that IDPs integrate and coordinate the activities of all spheres of government that happen within a municipal space. Other functions include developing the municipal Integrated Process Plan, monitoring the implantation of projects and also maintaining stakeholder database. For over years, the Department, in conjunction with the Office of the Speaker and Executive Mayor has also been in charge of the IDP and Budget Public Participation Meetings.

The work of the IDP also involves arranging IDP Makgotla and working with ward councillors.

3.11.15.4. Monitoring and Evaluation

RAPID RESPONSE: The Department facilitates quelling of violent service delivery public protests by negotiating with the protesters in consultation with the affected ward councillors. This is generally achieved through the convening negotiation sessions with the relevant municipal, provincial or even national departments. Once the user department develops a programme to resolve the issues raised by

protesters the IDP Department then monitors the implementation of the resolution until challenges are resolved. Regular feedback meetings are held with delegation of protesters until final resolution. In case of inability of the resolver department to resolve like in inadequacy of resources; the delegation is informed accordingly and should the outstanding challenges be postponed to next financial year; it gets recorded accordingly and the resolver is reminded during draft budget process and follow up is done beginning of the new financial year. Developmental challenges requiring capital budget are referred to the IDP office as wish lists from the affected communities. The affected community members are then encouraged to attend IDP meetings to resubmit their wishes.

OUTREACH PROGRAMMES: Integrated joint service delivery programmes are implemented in worse affected areas. This is done in order to create an impact whereby service delivery is taken to the door step of the communities in consultation and/or in partnership with various national, provincial or District departments or even State Enterprises such as Education; Eskom; SASSA; Home Affairs and others. The required departments usually bring mobile offices to the affected communities and render services on site. Hardcore service delivery departments of the Municipality would fix potholes; attend to water and sewer leakages; vegetation control; public lighting etc.

CAPITAL PROJECTS: Grant funded capital projects running across various wards of the Municipality are monitored and evaluated to assess impact; value for money; effectiveness and efficiency until completion. Identified challenges picked up during implementation phase are reported to the implementing department as an early alert to have them fixed on time. Once a project is completed; inspection is conducted with all affected departments and any defects identified gets followed up until resolved. The main challenge experienced by this department is projects that take too long to complete as well as those that are left before completion thereof. Substandard workmanship as well as failure to rectify identified defects also remains a challenge that needs to be stopped.

3.11.15.5. Performance Management

The Performance Management System in the Municipality is a strategic management approach that equips councillors, managers, employees and stakeholders at various levels with a set of tools and techniques to regularly plan, track, monitor and periodically measure the performance of the municipality in terms of indicators and targets for efficiency, effectiveness and impact.

Performance management is aimed at ensuring that the Municipality monitors its IDP and continuously improve its operations and in terms of section 19 of the Local Government: Municipal Structures Act, 1998. It is the light of the aforesaid that the IDP reviewed and its overall performance in achieving organisational and Constitutional objectives are assessed on an annual basis.

ELM has developed a Performance Management Policy and Framework that governs and guides performance management as a function and process. The framework defines and reflects how the municipality's cycle and processes of performance planning, monitoring, measurement, review, reporting and improvement must be performed, coordinated and managed, including the responsibilities of the various role players. Performance Management ensures that the Municipality's strategic direction is more clear and consistent with all management and resource decisions.

The Municipality‟s planning for a new financial year take place once a year during March and June. The organizational Service Delivery, Budget and implementation plan is established is prepared in parallel with the Integrated Development Plan and Budget developments consist of information on each of the 5 National Key Performance Areas (Municipal Transformation and Institutional Development, Financial

Viability and Sustainability, Local Economic Growth, Good Governance, Public Participation and Basic Service Delivery).

Service Delivery Budget Implementation Plan (SDBIP), which covers both the identification of specific operational projects to be implemented to fulfil the overall service delivery commitments made in the IDP, through the SMART targets set and resources allocated to each KPI. Critically, this SDBIP must achieve the objective of being a tool to measure the quarterly performance of the municipality as a whole and a tool to be used by the Accounting Officer to measure the performance of the various operational clusters.

Emfuleni Local Municipality Performance monitoring takes place throughout the year. Different role players are expected to track and collect information to help the municipality identify early indications of underperformance and take prompt corrective action. While actual assessments are performed every quarter, formal performance reviews are conducted during the half-year and year-end. At employee level, this phase involves jointly assessing mid-year and year-end performance against expectations (planned vs. actual performance). Emfuleni Local Municipality performance reports are prepared in compliance with the following pieces of legislation: Municipal Systems Acts legislation and its regulations, Municipal Finance Acts, its regulations and circulars. The purpose of the reports is to disclose and record on results of the assessment of actual achievements against quarterly, midyear and Annual projections of performance indicators and performance targets for the year. These aforementioned performance indicators and targets were identified and recorded in the Organizational Service Delivery and Budget Implementation Plan (OSDBIP) that Reporting Period.

3.11.15.6. Communications

In South Africa, local Government operates as an autonomous sphere of government within a highly defined and complex legal environment. As such communication services at municipalities need to comply with a policy framework developed in accordance with the prevailing local government legislation, but considering precedents set by the norms and standards guiding the of government communication in general.

Political leadership and management of the local communication function is a critical success factor in ensuring healthy communication with communities. It is only when communication functions are properly reported on, accounted for, monitored and evaluated that municipal communicators are able to effectively support the implementation of a municipality‟s programme of action (POA) as contained in the legislative framework. The ELM communication unit produces monthly internal newsletters aimed at keeping staff members abreast of developments and activities within the Municipality. The Communications Strategy is in place and is regularly reviewed. Some of the Communications key programmes include:

 Emfuleni employee of the year.  Continuous updates of the website.  Implementation of the corporate identity manual.

3.11.15.7. Internal Audit

Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve an organization‟s operations. King III report has been adopted as a tool for good corporate governance. It helps Emfuleni Local Municipality (ELM) accomplish its IDP objectives by bringing a

systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes.

Internal audit also plays an important role in evaluating the effectiveness of ELM ‟s control systems. The Department further contributes by playing a significant and a proactive monitoring role through continuous audit processes and consulting services. The Department also follows a cluster audit approach in order that a full audit coverage and a value add service can be realised which is aimed at improving risk management, control as governance processes.

3.11.16. OFFICE OF THE EXECUTIVE MAYOR

The Office of the Executive Mayor finds its existence and genesis on the duties, roles and responsibilities on the virility on the relevant legislation conferring and defining legislative competencies and obligations of local government.

The Executive Mayor, within the realms of the law, remains at the political apex of the Municipality‟s exercising of its political authority. The Executive Mayor emphases are on continuity of programme and integration of the new strategic interventions accordingly, with the following:

 Introduction and implementation of Institutional and labour capacitating and incentive programmes that are linked to performance outcomes of the four pillars strategy to achieve financial viability and undertake interventions mechanism to respond to the Auditor General findings and MEC comments.

 Intensification of the Cleaning City Programme, integrate and localise GIYODI initiatives to all municipal programmes and it is envisaged that the programme shall be underpinned by an effective public participation and integrated municipal support systems.

 Establish and strengthen partnerships with relevant stakeholders in business and organized business, political parties, communities, NGO‟s, Institutions of higher learning, sports bodies and federations, religious organs, traditional leaders, youth and women organizations, sister municipalities, provincial and national government departments, international partners and investors.

 Convene sectoral summits to discuss challenges facing Emfuleni and develop interventions together with social partners. The workshops, seminars and summits will focus on finding common and mutually beneficial solutions to the economic, social and all other categories of challenges facing Emfuleni residents. Each of these engagements will be interconnected to the IDP. Focus groups will be established to strengthen the work of ward committees and ensure that these partnerships are sustained and value driven.

 Establish systems to monitor and evaluate performance of partnerships and those of the Mayoral Committee programmes, including the quality of outputs of Section 80 Committees and other similar structures with impact on the implementation of SDBIPs.

3.11.16.1. Political Leadership and Portfolio Mayoral Committee Cllr G. Moerane Executive Mayor Cllr M. Tsokolibane Speaker of the Council Cllr C. Sale Chief Whip of Council Cllr D. Malisa Health and Social Development Cllr E. Kele Human Settlements Sport, Recreation, Arts and Culture, Library Cllr P. Sengoatsi Information Services, Parks and Cemeteries Cllr K. Ntombela Infrastructure Planning and Development Cllr R. Thema Finance & Revenue Cllr N. Thulo Environmental Management and Planning Cllr B. E. Ntsele Public Works Cllr M. Moshoaluba Public Safety Cllr B. Mncube Shared Services Agriculture, Local Economic Development, Cllr P. Maseko Development Planning and Tourism

3.11.16.2. Standing Committees

Standing Committees are committees established to deal with Council matters. They are delegated some decision-making powers relating to the legislative arm and are required to submit reports to Council. A Councillor is usually selected to Chair all standing committees except the Audit Committee, which is chaired by an independent person in line with the prescriptions of the MFMA.

3.11.17. OFFICE OF THE SPEAKER

The Speaker is the Chairperson of Council, serving as the chief custodian and guardian of the legislative arm. The Speaker plays the following roles in building democracy within Council:

 To preside over meetings of Council;  To ensure that Council meets at least quarterly;  To maintain order during meetings;  To ensure compliance in the Council and Council Committees with the Code of Conduct as set out in Schedule 5 of the Municipal Structures Act; and,  To ensure that Council meetings are conducted in accordance with the Rules and Orders of the Council.

The Office of the Speaker is instrumental in the establishment and the functionality of the Ward Committees. The cardinal function of these ward committees is to assist the democratic representatives (Ward Councillors) to carry out their respective political mandates and to promote an ongoing process of debate, dialogue and communication between the Emfuleni municipal council and the community. Various ward committee meetings were subsequently convened to discuss basic service delivery issues and business activity matters including, the provision of water, health services and electricity, pipe leakages, contents of the IDP, waste removal and identification of indigent households. The office of the Speaker has also coordinated training for Ward Councillors and their Ward Committee members.

3.11.17.1. Public Participation and Meetings of Councillors

The Communications and engagement approaches of the Municipality play an important role in contributing to the public‟s understanding of public service and its engagement with local issues.

The following diagram depicts the Municipality‟s public participation and engagement framework:

Public participation in the Municipality is coordinated through the ward committees, petitions committee, public hearings, and IDP and Budget public participation meetings as well through the Mayoral Izimbizo. These forums are also utilized as report back platforms on service delivery matters. The Speaker of Council plays an important role in coordinating public participation. The Municipality uses notice boards, website, newspapers, rates and water bills to spread information about prices, new plans, budget priorities, etc. The commercial media as well as radio are also used in informing the people.

3.11.17.2. Ward Committees

There are 45 functional Ward Committees in Emfuleni. Ward Committees have been set up to get a better participation from the community and to inform them about Council decisions. These committees seek to ensure that there is more effective communication between the Council and the community.

3.11.17.3. Section 79 and 80 Portfolio Committees

Committee Purpose Exco Consider reports relating to all strategic issues and resolve in line with Delegated Authority. Extended Exco Consider all reports from Clusters and make recommendations to relevant Section 80 Committees except where the Committee has Delegated Authority. Mayoral Committee Consider all reports recommended by all Section 80 Committees

Committee Purpose and resolve all items delegated to the Mayoral Committee where they do not have delegated authority they refer reports to Council for approval. Council Approve all reports where the Mayoral Committee does not have delegated authority. Section 79 Committees Audit Committee Provides independent specialist advice on financial performance, efficiency and effectiveness, performance management and compliance with legislation and oversee the performance of Internal Audit. It is mandated to provide independent, objective assurance and consulting services geared towards adding value to Emfuleni Local Municipality and improve quality of the service delivery. Ethics Committee Ensures declarations of financial interest and compilation of the Register of Financial Interest annually and considers any alleged breaches of the Code of Conduct of Councilors. Gender Committee Gender mainstreaming training and empowerment. Municipal Planning Tribunal Committee This Committee attends to objections on applications such as removal of restrictive conditions, rezoning, subdivision and consolidations. MPAC Committee It is the mechanism through which the Council exercises oversight over the expenditure of public funds (money) and performance. It enhances the accountability process by ensuring objective political oversight in addition to governance structures, i.e. Council, Finance and Audit Committees. Petitions Committee Manage and process petitions from the public and co-ordinate and co-operate with Gauteng Provincial Petitions Committee. The Committee records and acknowledges the petitions and refers these petitions to the relevant Department for attention and execution.

Agricultural, Local Economic Development, Render oversight function to the Cluster. Consider reports from the Development Planning and Tourism following Departments: Local Economic Development, Land Use Committee Management and Building Control in line with the authority delegated to them. Approve and or refer reports to the Mayoral Committee in line with the Delegated Authority. Appeals Authority (AA) Committee The committee attends to appeals on MPT decisions, i.e. objections to MPT decisions Basic Services Committee Render oversight function to the Cluster. Consider reports from the following Departments: Infrastructure, Electricity, Water and Sanitation in line with the authority delegated to them. Approve and or refer reports to the Mayoral Committee in line with the Delegated Authority. Corporate and Governance Committee Render oversight function to the Cluster. Consider reports from the

Committee Purpose following Departments: Human Resources, Legal, Organisational Development, Employment Equity and Secretariat and Administrative Support Services, including Municipal Managers Departments i.e. IDP, Intergovernmental Relations, Internal Audit, Communication, and Information Technology and Political Offices: Executive Mayor, Speaker and Chief Whip in line with the authority delegated to them. Approve and or refer reports to the Mayoral Committee in line with the Delegated Authority. Environmental Management and Planning Render oversight function to the Cluster. Consider reports from the Committee following Departments: Waste and Landfill Management in line with the authority delegated to them. Approve and or refer reports to the Mayoral Committee in line with the Delegated Authority. Finance and Revenue Committee Render oversight function to the Cluster. Consider reports from the following Departments: Budget Control, Debt Management, Expenditure Management, Financial Control, Revenue Management and Supply Chain Management in line with the authority delegated to them. Approve and or refer reports to the Mayoral Committee in line with the Delegated Authority. Health and Social Development Committee Render oversight function to the Cluster. Consider reports from the following Departments: Environmental Management and Health and Social Development in line with the authority delegated to them. Approve and or refer reports to the Mayoral Committee in line with the Delegated Authority. Human Settlement Committee Considers reports regarding all Housing and Property matters - Both the Administration of leasing of units and planning of Housing Developments in collaboration with the Gauteng Department of Local Government and Housing. Alienation and leasing of Land transactions in line with the Delegation of Authority. Infrastructure Planning and Development Render oversight function to the Cluster. Consider reports from the following Departments: Fleet Management, Roads and Storm-water, Infrastructure Planning and Asset Management, PMU and Facilities in line with the authority delegated to them. Approve and or refer reports to the Mayoral Committee in line with the Delegated Authority. Public Safety Committee Render oversight function to the Cluster. Consider reports from the following Departments: Fire and Rescue, Traffic Control, By-law Unit and Municipal Court in line with the authority delegated to them. Approve and or refer reports to the Mayoral Committee in line with the Delegated Authority. Sport, Recreation, Arts and Culture, Library Render oversight function to the Cluster. Consider reports from the Information Services, Parks and Cemeteries following Departments: Sport, Recreation, Arts and Culture, Library Committee Information Services and Parks and Cemeteries in line with the authority delegated to them. Approve and or refer reports to the Mayoral Committee in line with the Delegated Authority.

Committee Purpose Other Committees Audit Steering Committee To interrogate findings made by Internal Audit as well as the Auditor- General, and follow up on Management Action Plans to develop efficient internal control systems. Supply Chain Management Committees Consider the tenders to be awarded in line with the Supply Chain (Bid Specifications Committee, Bid Management Policy and Delegation of Authority. Evaluation Committee and Bid Adjudication Committee) IDP& Budget Steering Committee Consider the draft IDP document and Process Plan and refer them to the Mayoral Committee and Council. Information Communication Technology Enhance information and communications technology use in and Governance Committee Emfuleni Local Municipality. Local Labour Forum This is a platform to discuss matters of mutual interest between Organised Labour and Management of local level. Performance Audit Committee Play oversight role on all performance Systems, Policies and Procedures outcome of quarterly assessment and appraisals. Remuneration Committee Consider the salary scales of Section 56 Employees and all other contracted employees who do not fall under SALGA Bargaining Council. Risk Management, Anti-Fraud and Anti- To review effective functioning of Risk Management Systems and to Corruption Committee ensure that the institutions risks are properly identified and well managed.

3.11.18. OFFICE OF THE CHIEF WHIP The Powers and Functions of the Chief Whip and her Office are not legislated whereas those of both the Executive Mayor and the Speaker are legislated. In the absence of the legislation the Chief Whip and her Office derived their powers from the Organisation that entrusted the incumbent with the responsibility of being a Chief Whip of the ANC and that of Council. The Chief Whip therefore has a responsibility of performing dual roles in Council, firstly being Chief Whip and Leader of Caucus in Council and Political Management Team and secondly to ensure effective political coordination and management in Council in consultation with the Chief Whips of Political Parties represented in Council.

The Chief Whip as the leader of Caucus in Council amongst others, performs the following key strategic functions: - . Ensuring that there is unity and cohesion in Caucus. . Ensuring that ANC Cllr‟s remain disciplined and committed to the areas of their deployment. . Ensuring that Study Groups plays a meaningful oversight role over the Executive. . Ensuring that the Whippery (Caucus Executive) remains functional and fulfil its mandate by continuously reporting to Caucus on its activities. . Ensuring that ANC Manifesto find expression in Municipal Programmes.

. Ensuring that the Political Management Team remains functional and achieve its obligations. . Serving as link between the Executive Mayor and Speaker. In her capacity as the Chief Whip of the majority party in Council, the incumbent‟s duties amongst others, are the following: - . Ensuring constant liaison with Chief Whips of the official opposition and smaller parties in Council. . Ensuring the convening of Multi Party Forum focusing on issues of mutual benefit to Council and constituencies. . Ensuring that after consultation with Chief Whips of all parties represented in Council deploys councillors to Council committees. The Chief Whip of Council also promotes and strengthen interrelations with all political parties represented in Council, key tasks of the Chief Whip of Council includes the following responsibilities: - . To deliver a functional Multi Party Caucus Systems that consists of Chief Whip of Council and Chief Whips of all Political Parties represented in Council to deal with issues that may hamper constructive relations between various political parties in Council. . To deliver and coordinate the work of Caucus Sub-committees through Whips who are chairpersons of Caucus Sub-committees (Study Groups and all other Caucuses Forums) to perform their oversight role over the Executive. . To coordinate and manage the work of Sub-Committee‟s by ensuring the functionality of Caucuses Sub-Committees (i.e. Whippery and all other Caucus Forums). . To collaborate with the leader of the Legislative Arm of Council (Speaker of Council) on issues related to conduct of Councillors, Councillors benefits including governance matters that requires intervention of Party Chief Whips. . To act as a link and interface between the Legislative Arm of Council (Speaker of Council) and Executive Arm of Council (Executive Mayor) through the Political Management Team (PMT). . To deploy Whips to Council Oversight Committees in order to promote and to encourage robust political engagements in enhancing communication as a tool for decision making processes. . To ensure that convened Council Committee‟s meetings have a quorum and Councillors contribute constructively to the business of Council being monitored by Chief Whips and Leaders of parties. . To ensure Multi Party Forum assess, evaluate and monitor the performance of Councillors in various committees of council and to deal with all matters that may hamper the functionality of Council Committees. . To oversee the effective coordination of Party Caucus Makgotla, Strategic retreats and all other oversight forums in soliciting political parties input to the IDP/Budget Processes and Council Programs. . To oversee and effectively communicate the work of both the Executive and Legislative Arms of Council to Caucus and communities. . To manage Caucus budget allocations in line with the approved Council policy. . To facilitate and coordinate Party Proportional representation of councillors to Council Committees in consultation with the Chief Whips of other Political Parties and to monitor and evaluate the functioning of those Committees.

3.11.18. 1. Section 80 Committees of Council

3.11.18. 1.1. Shared Services

No. Name of Councillor Political Contact Chairperson Study Group Party Details Convenor

1 Cllr MMC Mncube Busi ANC +27738556959 Cllr MMC Busi Cllr Tlebere Mncube Modise

Cllr Tlebere Modise ANC +27746384923

Cllr Khoali Anna ANC +27713130203

Cllr Mokoena Stephen ANC +27614495837

Cllr Sikukula Mthuzimela ANC +27736877164

Cllr Motsei Ananias ANC +27827738699

Cllr Mphuthing Rejoice ANC +27761858975

Cllr Banda Nnana ANC +27739502592

Cllr Jama Prudence ANC +27792975918

Cllr Rapapadi Lahliwe ANC +27671987766

Cllr Von Bodenstein Edward DA +27827545268

Cllr TebohoTlokwe DA +27659527926

Cllr Lehlohonolo Malindi EFF +27798476198

Cllr LoyisoMasisa AIC +27790486271

Cllr Smith Christo FF+ +27832639590

Cllr Mzongwane Lennox COPE +27823990922

Cllr Sula Samuel PAC +27780921001

3.11.18. 1.2. Finance & Revenue

No. Name of Councillor Political Contact Chairperson Study Group Party Details Convenor

2 Cllr MMC Thema Robert ANC +27826828566 Cllr MMC Thema Cllr Khoali Robert Anna

Cllr Khoali Anna ANC +27713130203

Cllr Tlebere Modise ANC +27746384923

Cllr Mokoena Stephen ANC +27614495837

Cllr Sikukula Mthuzimela ANC +27736877164

Cllr Motsei Ananias ANC +27827738699

Cllr Mphuthing Rejoice ANC +27761858975

Cllr Banda Nnana ANC +27739502592

Cllr Jama Prudence ANC +27792975918

Cllr Soxuza Sibongile ANC +27833611062

Cllr Rapapadi Lahliwe ANC +27671987766

Cllr Mollo Simon Daddy DA +27737408988

Cllr Verbeek Peter DA +27727102306

Cllr Mpho Motaung EFF +27738511599

Cllr Sebenzile Zwedala AIC +27731588425

Cllr Senekal Gerda FF+ +27766162124

Cllr Sula Samuel PAC +27780921001

3.11.18. 1.3. Agriculture, Local Economic Development, Planning and Tourism

No. Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

1 Cllr MMC Maseko Pias ANC +27 79 045 2242 Cllr MMC Cllr Rapakeng Maseko Pias Odlon

Cllr Rapakeng Odlon ANC +27 73 998 6746

Cllr Nxongo Phumzile ANC +27 81 036 6879

Cllr Molepo Mapitso ANC +27 73 159 8824

Cllr Sinyanya Stanley ANC +27 73 538 2502

Cllr Mzizi Griffiths ANC +27 78 035 3737

Cllr Mcasa Ntobeko ANC +27 78 186 8563

Cllr Nomvula Radebe ANC +27 76 448 2031

Cllr Mokoena Raditshila ANC +27 60 498 4840

Cllr Matsie Skhosana Lydia DA +27 74 772 3840

Cllr Nothnagel Phillip DA +27 82 903 7822

Cllr RaphesuMamabolo EFF +27 82 907 1356

Cllr MasisaLoyiso AIC +27 79 048 6271

Cllr Gerda Senekal FF+ +27 76 616 2124

Cllr Mzongwane Lennox COPE +27 82 339 0922

Cllr Sula Samuel PAC +27 78 092 1001

3.11.18. 1.4. Human Settlement

No. Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

2 Cllr MMC Kele Edwin ANC +27 74 443 9844 Cllr MMC Edwin Cllr Nxongo Kele Phumzile

Cllr Nxongo Phumzile ANC +27 81 036 6879

Cllr Rapakeng Odlon ANC +27 78 576 3899

Cllr Nomvula Radebe ANC +27 76 448 2031

Cllr Molepo Mapitso ANC +27 73 159 8824

Cllr Sinyanya Stanley ANC +27 73 538 2502

Cllr Mzizi Griffiths ANC +27 60 653 3518

Cllr Mcasa Ntobeko ANC +27 78 186 8563

Cllr Mokoena ANC +27 78 945 9279 Raditshela

Cllr Tyobeka Innocent DA +27 63 043 3535

Cllr Aucump Elize DA +27 82 875 6212

Cllr Monyembane Toni EFF +27 73 188 9117

Cllr Madisha Gladys AIC +27 83 691 0027

Cllr Senekal Gerda FF+ +27 76 616 2124

3.11.18. 1.5. Sport, Recreation, Arts, Culture, Parks & Cemeteries

No. Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

1 Cllr MMC Sengoatsi ANC +27 63 032 8235 Cllr MMC Cllr Mahlase Penny Sengoatsi Penny Kedibone

Cllr Mahlase Kedibone ANC +27 60 706 8179

Cllr Masooa Moeketsi ANC +27 72 519 3987

Cllr Mphuthing Rejoice ANC +27 76 185 8975

Cllr Ndlovu Patricia ANC +27 81 557 8130

Cllr Seshauke Pontsho ANC +27 71 621 6700

Cllr Lekeletsane Saba ANC +27 73 376 6118

Cllr Makhobotloane ANC +27 76 619 0169 Noma

Cllr Mvala Thami ANC +27 83 289 9293

Cllr Tatae Elliot ANC +27 76 123 7544

Cllr Hlophe Christinah DA +27 72 209 6289

Cllr Motloung Isaac DA +27 72 826 9251

Cllr Legae Olga EFF +27 79 775 7164

Cllr Christo Smith FF+ +27 83 263 9590

Cllr Mzongwane Lennox COPE +27 82 399 0922

Cllr Sula Samuel PAC +27 78 092 1001

3.11.18. 1.6. Health & Social Development

No. Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

2 Cllr MMC Malisa Dorcas ANC +27 82 468 7660 Cllr MMC Malisa Cllr Masooa Dorcas Moeketsi

Cllr Mahlase Kedibone ANC +27 60 706 8179

Cllr Mphuthing Rejoice ANC +27 76 185 8975

Cllr Ndlovu Patricia ANC +27 81 557 8130

Cllr Seshauke Pontsho ANC +27 71 621 6700

Cllr Lekeletsane Saba ANC +27 73 376 6118

Cllr ANC +27 76 619 0169 MakhobotloaneNoma

Cllr Mvala Thami ANC +27 83 289 9293

Cllr Tatae Elliot ANC +27 76 123 7544

Cllr Coertze Yvonne DA +27 82 770 8222

Cllr Mncube Elias DA +27 73 99 90615

Cllr MaisaMoipone EFF +27 79 363 7226

Cllr Madisha Gladys AIC +27 83 691 0026

Cllr Smith Christo FF+ +2783 263 9590

Cllr Sula Samuel PAC +27 78 092 1001

3.11.18. 1.7. Public Safety

No. Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

3 Cllr MMC Moshoaluba ANC +27 78 102 2870 Cllr MMC Cllr Mphuthing Jan Moshouluba Jan Rejoice

Cllr Mahlase Kedibone ANC +27 60 706 8179

Cllr Masooa Moeketsi ANC +27 72 519 3987

Cllr Mphuthing Rejoice ANC +27 76 185 8975

Cllr Ndlovu Patricia ANC +27 81 557 8130

Cllr Seshauke Pontsho ANC +27 71 621 6700

Cllr Lekeletsane Saba ANC +27 73 376 6118

Cllr Makhobotloane ANC +27 76 619 0169 Noma

Cllr Mvala Thami ANC +27 83 289 9293

Cllr Tatae Thabo ANC +27 76 123 7544

Cllr Mthembu Duncan DA +27 73 797 5368

Cllr Msolo Joseph DA +27 73 692 1459

Cllr Mofokeng Manini EFF +27 78 929 4451

Cllr Smith Christo FF+ +2783 263 9590

Cllr Mzongwane Lennox COPE +27 82 399 0922

Cllr Sula Samuel PAC +27 78 092 1001

3.11.18. 1.8. Public Works

No. Name of Councillor Political CONTACT Chairperson Study Group Party DETAILS Convenor

1 Cllr MMC Ntsele ANC +27 84 979 7194 Cllr MMC Ntsele Cllr Jantjie Bennet Bhekumuzi Bhekimuzi

Cllr Jantjie Bennet ANC +27 73 538 1931

Cllr Mkhwananzi Oupa ANC +27 78 749 3994

Cllr Soxuza Sibongile ANC +27 83 361 1062

Cllr Seloane Lesetja ANC +27 83 757 1816

Cllr Ntuthu Velaphi ANC +27 61 975 8584

Cllr Radebe Joyce ANC +27 62 096 5865

Cllr Nquba Thembile ANC +27 82 605 0019

Cllr MarakaThabelo DA +27 71 745 4780

Cllr Tsotetsi Simon DA +27 83 925 5285

Cllr Mofokeng Mannini EFF +27 78 929 4451

Cllr Madisha Gladys AIC ++27 83 691 0026

Cllr Senekal Gerda FF+ +27 76 616 2124

Cllr Sula Samuel PAC +27 78 092 1001

3.11.18. 1.9. Infrastructure Planning and Development

No. Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

2 Cllr MMC Ntombela ANC +27 81 505 3807 Cllr MMC Cllr Soxuza Khethiwe Ntombela Sibongile Khethiwe

Cllr Soxuza Sibongile ANC +27 83 361 1062

Cllr Seloane Lesetja ANC +27 83 757 1816

Cllr Ntuthu Velaphi ANC +27 61 975 8584

Cllr Radebe Joyce ANC +27 62 096 5865

Cllr Nquba Thembile ANC +27 82 605 0019

Cllr Jantjie Bennet ANC +27 73 538 1931

Cllr Mkhwananzi Oupa ANC +27 78 749 3994

Cllr Rakaki Malefetsane ANC +27 73 666 6071

Cllr Venter Daleen DA +27 82 335 8111

Cllr Shabalala EH DA +27 82 665 5759

Cllr Mamatu Philda EFF +27 81 401 2257

Cllr Masisa Loyiso AIC +27 79 048 6271

Cllr Senekal Gerda FF+ +27 76 616 2124

Cllr Sula Samuel PAC +27 78 092 1001

3.11.18. 1.10. Environmental Management & Planning

No. Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

3 Cllr MMC Thulo ANC +27 71 802 4176 Cllr MMC Cllr Mooi Nomsa Nomvula Ntombela Khethiwe

Cllr Soxuza Sibongile ANC +27 83 361 1062

Cllr Seloane Lesetja ANC +27 83 757 1816

Cllr Ntuthu Velaphi ANC +27 61 975 8584

Cllr Radebe Joyce ANC +27 62 096 5865

Cllr Nquba Thembile ANC +27 82 905 0019

Cllr Jantjie Bennet ANC +27 73 538 1931

Cllr Mkhwananzi Oupa ANC +27 78 749 3994

Cllr Rakaki Malefetsane ANC +27 73 666 6071

Cllr MokoenaTebello DA +27 78 726 0306

Cllr Mashabela MS DA +27 76 182 6842

Cllr MalindiLehlohonolo EFF +27 79 847 6198

Cllr ZwedalaSebenzile AIC +27 73 158 8425

Cllr Senekal Gerda FF+ +27 76 616 2124

Cllr Sula Samuel PAC +27 78 092 1001

3.11.18.2. Section 79 Committees of Council

3.11.18.2.1. Municipal Public Accounts Committee (MPAC)

Name of Councillor Political Contact Details Chairperpson Study Group Party Convenor

Cllr Nthebe Maselloane ANC +27 78 642 4102 Cllr Nthebe Maselloane

Cllr Radebe Joyce ANC +27 62 096 5865

Cllr Tlebere Martin ANC +27 74 638 4923

Cllr Nxongo Phumzile ANC +27 81 036 6879

Cllr Mzizi Griffiths ANC +27 78 035 3737

Cllr Motsei Annanias ANC +27 82 773 8699

Cllr Tatae Thabo ANC +27 76 123 7544

Cllr Mosuoane Cohen DA +27 76 885 4175 Hlalele

Cllr Von Bodenstein DA +27 82 754 5268 Edward

Cllr Motaung Mpho EFF +27 73 851 1599

Cllr Masisa Loyiso AIC +27 79 048 6271

Cllr Senekal Gerda FF+ +27 76 616 2124

Cllr Mzongwane Lennox COPE +27 82 339 0922 +27 73 483 0254 Cllr Sula Samuel PAC +27 78 092 1001

3.11.18.2.2. Petitions Committee

Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

Cllr Sikukula Mthuzimele ANC +27 83 479 5779 Cllr Sikukula Mthuzimele

Cllr Mapitso Molepo ANC +27 83 757 1816

Cllr Mcasa Ntobeko ANC +27 82 773 8699

Cllr Seshauke Pontsho ANC +27 76 185 8975

Cllr Khumalo Barbie ANC +27 78 945 9279

Cllr Ntuthu Velaphi ANC +27 83 289 9293

Cllr Ndlovu Patricia ANC +27 73 448 7461

Cllr Tatae Thabo ANC +27 78 749 3994

Cllr Verbeek Peter DA +27 76 619 0169

Cllr Hlophe Christinah DA +27 72 209 6289

Cllr Mapeyi Mzwakhe EFF +27 67 954 6655

Cllr Zwedala Sebenzile AIC +27 73 158 8425

Cllr Smith Christo FF+ +27 83 263 9590

Cllr Mzongwane Lennox COPE +27 82 339 0922 +27 73 483 0254 Cllr Sula Samuel PAC +27 78 092 1001

3.11.18.2.3. Gender, Youth & People With Disabilities

Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

Cllr Rapapadi Lahliwe ANC +27 83 479 5779 Cllr Rapapadi Lahliwe

Cllr Seloane Lesetja ANC +27 83 757 1816

Cllr Motsei Annanias ANC +27 82 773 8699

Cllr Mphuthing Rejoice ANC +27 76 185 8975

Cllr Mokoena Raditshila ANC +27 78 945 9279

Cllr Mvala Thami ANC +27 83 289 9293

Cllr Mkhwanazi Oupa ANC +27 78 749 3994

Cllr Makhobotloane Noma ANC +27 76 619 0169

Cllr Skosana Lydia DA +27 74 772 3840

Cllr Hlalele Cohen DA +27 76 885 4175

Cllr Mazibuko Moyakazi EFF +27 71 586 5945

Cllr Madisha Gladys AIC +27 83 691 0027

Cllr Smith Christo FF+ +27 83 263 9590

3.11.18.2.4. Local Labour Forum (LLF)

Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

Cllr Tlebere Modise ANC +27 74 638 4923 Cllr Tlebere Modise

Cllr Thema Robert ANC +27 82 682 2566

Cllr Mncube Busisiwe ANC +27 73 855 6959

Cllr Mkhwanazi Oupa ANC +27 78 749 3994

Cllr Von Bodenstein DA +27 82 754 5268 Edward

3.11.18.2.5. IDP Steering Committee

Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

Cllr Rev Gift Moerane ANC +27 76 464 5821 Cllr Rev Gift Executive Mayor Moerane Executive Mayor

Cllr MMC Mncube ANC +27 73 855 6959 Busisiwe

Cllr MMC Thema Robert ANC +27 82 682 2566

Cllr MMC Malisa Dorcas ANC +27 82 468 7660

Cllr MMC Moshoaluba Jan ANC +27 71 187 3832

Cllr MMC Sengoatsi Penny ANC +27 63 032 8235

Cllr MMC Kele Edwin ANC +27 74 443 9844

Cllr MMC Thulo Nomvula ANC +27 71 802 4176

Cllr MMC Maseko Pias ANC +27 79 045 2242

Cllr MMC Ntombela ANC +27 81 50 53807 Khethiwe

Cllr MMC Ntsele ANC +27 84 979 7194 Bhekumuzi

Cllr Tsotetsi Simon DA +27 797 5368 Motlalepula

Cllr Mthembu Nkosi DA +27 83 925 5285 Duncan

Cllr Mazibuko Moyakazi EFF +27 71 586 5945

Cllr Masisa Loyiso AIC +27 79 048 6271

Cllr Senekal Gerda FF+ +27 616 2124

Cllr Sula Samuel PAC +27 78 092 1001

3.11.18.2.6. Ethics Committee

Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

Cllr MotseiLekhoanyana ANC +27 82 773 8699 Cllr Motse iLekhoanyana

Cllr Sale Masabata ANC +27 83 524 9019 Christina

Cllr MMC Sengoatsi Penny ANC +27 63 032 8235

Cllr MMC Mncube ANC +27 73 855 6959 Busisiwe

Cllr MMC Ntsele ANC +27 84 979 7194 Bhekimuzi

Cllr MMC Thema Robert ANC +27 82 682 2566

Cllr MMC Moshoaluba Jan ANC +27 71 187 3832

Cllr Verbeek Peter DA +27 76 619 0169

Cllr Tsotetsi Simon DA +27 797 5368 Motlalepula

Cllr Mohono Shaun EFF +27 60 846 2236

Cllr Madisha Gladys AIC +27 83 691 0027

Cllr Senekal Gerda FF+ +27 76 616 2124

3.11.18.2.7. Rules Committee

Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

Cllr Tsokolibane Maipato ANC +27 72 638 0012 Cllr Tsokolibane Speaker of Council Maipato Speaker of Council

Cllr MMC Thema Robert ANC +27 82 682 2566

Cllr MMC Mncube ANC +27 73 855 6959 Busisiwe

Cllr MMC Kele Edwin ANC +27 74 443 9844

Cllr Mzizi Griffiths ANC +27 78 186 8563

Cllr Sikukula Mthuzimela ANC +27 73 687 7164

Cllr Soxuza Sibongile ANC +27 83 361 1062

Cllr Von Bodenstein DA +27 82 754 5268 Edward

Cllr Mohono Shaun EFF +27 60 846 2236

Cllr Masisa Loyiso AIC +27 79 048 6271

Cllr Senekal Gerda FF+ +27 76 616 2124

Cllr Sula Samuel PAC +27 78 092 1001

3.11.18.2.8. Elections Committee

Name of Councillor Political Contact Details Chairperson Study Group

Party Convenor

Cllr Sale Christina ANC +27 83 524 9019 Cllr Sale Christina Masabata Masabata Chief Whip of Chief Whip of Council Council

Cllr MMC Thema Robert ANC +27 82 682 8566

Clllr MMC Kele Edwin ANC +27 74 44 39844

Cllr MMC Moshoaluba Jan ANC +27 71 187 3832

Cllr MMC Ntombela ANC +27 81 505 3807 Khethiwe

Cllr MMC Mncube ANC +27 73 855 6959 Busisiwe

Cllr MMC Malisa Dorcas ANC +27 82 468 7660

Cllr Mollo Daddy DA +27 73 740 8988

Cllr MapeyiMzwakhe EFF +27 73 215 4278

Cllr ZwedalaSebenzile AIC +27 73 158 8425

Cllr Senekal Gerda FF+ +27 76 616 2124

Cllr Sula Samuel PAC +27 78 929 4451

3.11.18.2.9. REMCO

Name of Councillor Political Contact Details Chairperson Study Group Party Convenor

Cllr Rev Moerane Gift ANC +27 76 464 5821 Cllr Rev Gift Moerane Executive Mayor Executive Mayor Cllr MMC Thema Robert ANC +27 82 682 8566

Cllr MMC McubeBusisiwe ANC +27 73 855 6959

Cllr Tlebere Modise ANC +27 74 638 4923

Cllr Von Bodenstein DA +27 82 754 5268 Edward

3.11.19. RELEASING HUMAN POTENTIAL

It is about creating a Municipality with improved literacy, numeracy and skills levels. Emfuleni will be a place where life-long learning is promoted and learning is done in partnership with communities, educational institutions, and the private sector. It was reemphasized at a recent 2020 IDP session that the region needs to build social capital through key socio-economic interventions. Form partnerships with VUT and NWU for research and development on key strategic issues such as resuscitation of laboratories (Leeuwkuil), impact on WCWDM, approach and methodology into introducing the concept of meter and unmetered areas, and community strategy. And the Work towards formation of Social Network Partnerships with business sector, organs of civil society to create job opportunities and poverty reduction be continued. There need to be an improved stakeholder engagement on projects. The Work on timeous payment of service providers be prioritized and Continue with indigent burials. That the SMMEs development, including establishment of a One-Stop Centre for supporting SMMEs in the 2020/2021 MTREF period be prioritized. And that the Accelerate and sustain partnerships with the private sector for economic development initiatives and investments be maintained.

3.11.19.1. Sport & Recreation

The section is divided into 3 sub- sections, namely Sports Development, Sports Facilities Maintenance and Recreational Facilities Maintenance.

3.11.19.2. Mandate • To strive for professional standards in the provision of resources and services for sport and recreation. • In accordance with the needs of the community, provide, maintain and promote outdoor facilities and indoor centres for sport and recreation. • In accordance with the needs of the community, provide and promote sport development programmes. • To develop, implement and manage a comprehensive and varied sport and leisure program to meet the needs of the total community, with special emphasis on youth programs. • To promote and establish greater community involvement and ownership towards the maintenance of facilities and the promotion of sport and recreation in all its dimensions. 3.11.19.3. Activities 3.11.19.3.1. Recreational Facilities (Swimming pools and Resorts) • Normal daily visits do not require any prior bookings. • Visitors are expected to make payment at the gate as indicated in the tariffs structures. • Any reduction in tariffs and exemption thereof, prior arrangement must be made in writing to the management for consideration. 3.11.19.3.2. Community Halls  Community/public must check with the hall caretaker the availability of the event anticipated date.

 On the date suitability, the Caretaker issues a green receipt indicating the amount to be paid.  The client then makes payment on any municipal pay-point and avails the payment receipt to the Caretaker prior the event date.  Exemption from payment must be in writing to the management for consideration before the event.

3.11.19.3.3. Sport Facilities  An approved fixture with dates is received from appropriate sport structures and reservations are made.  With reference to the above, Municipal events always receive first priority.  A written request for other functions must be submitted to the management at least 2 weeks prior the event of less magnitude.  An approval letter with specified tariff for payment is prepared and issued after payment with receipt being submitted.  Events of high magnitude are referred to the Events Safety Committee for approval, after-which the above applies.

During the past financial year Sport Development section implemented local sport development programmes, among others, the development of following sporting quotes:  Learn to Swim.  Cycling Development Programme.  Netball programme.  School Athletics.  Basketball.  Indigenous games.  Cycling programme.  Softball programme.  Boxing development programme.

All received complaints are investigated and an appropriate response is given to the complainant. A cycle of 2weeks is observed for this process. Public/community is always encouraged to lodge any complaints in writing.

3.11.19.3.4. Challenges:  Shortage of skilled staff in sport and recreation.  Lack of maintenance of all sports and recreational facilities.  Allocation of Sport and Recreation budget to Facilities Section which results in non-allocation of budget for horticultural maintenance programme.  Inadequate budget allocation for programs and projects.  Theft and vandalism of SRACLIS facilities.

3.11.19.3.5. Arts & Culture

The main purpose of this division is to design, implement Arts and Culture Development Programmes and also forge partnership with relevant Arts and Culture stakeholders.

The following are some of the programmes implemented during the past year:

Dance: Auditions held to identify potential and talented dancers who staged the Emfuleni Dance Festival in September as part of our Heritage Month Programme. The programme was successful as partnership was forged with Gauteng Dance Manyano and Provincial Arts &Culture Department. This is an ongoing relationship and it has created a good platform for our artists to be seen and noticed outside the region. Fashion Show: The past financial year‟s show was very big and included models and designers from other countries like Botswana, Congo, Zambia and Namibia. The theme of the show was “Fashion without Borders”. This was the department flagship, and was held during the Vaal River Carnival month.

Indigenous Gospel: This was another success this year as we had the legend “Barorisi-ba-Morena” sharing the stage with our local Indigenous choirs.

Brass Band Festival: This festival is growing annually and one can see the growth from the bands that started with this festival in previous years.

Street Parade: The parade was held in March as part of Human Rights events at Bophelong and was very successful.

Film Marathon: This is a new programme that was introduced for this financial year. It started in March as part of the Human Rights festival for the Vaal River Carnival. A film summit was held followed by a film marathon featuring local film productions. Kasie Live Bands: This is a newly introduced programme with the intent of making it an annual event. It was part of the Vaal River Carnival calendar. As a starter it was very successful, with five (5) local bands performing.

Groenpunt Rehabilitation Jazz Festival: This is an annual event done in partnership with Sedibeng District Municipality, Groenpunt Prison, Metsimaholo Local Municipality, FezileDabi District Municipality and Sedibeng Jazz Foundation. Upcoming and established Jazz Bands gave performances. The Emfuleni Arts and Culture Unit held workshops for two (2) weeks preparing inmates to give performances at the festival, and introducing them to artists who can help them to pursue their talents after released from prison.

Gauteng School Drama Festival: Emfuleni Arts and Culture in Partnership with Department of Sport, Arts, Culture and Recreation appointed Artists who goes to schools, teaching the learners drama, dance, poetry and music. It is through this programme that the office identified schools that were taken through the programme, and enrolled for Gauteng School Drama Festival. Lekoa-Shandu Secondary School from Sharpeville won the first prize in Gauteng, and Thandukwazi Secondary School from Zone 6 Sebokeng got the third

prize provincially. The programme still continues with more schools participating from Emfuleni.

3.11.19.3.6. Library and Information Services

The Library and Information Services department manages fifteen (15) libraries across the municipal area. These libraries are divided into three (3) regions. (Region 1: 5 Libraries Region 2: 4 Libraries, Region 3: 6 Libraries). A Principal Librarian is in charge of each region and each library is headed by a Librarian.

Region 1 : Vanderbijlpark -, Driehoek, Boipatong-, Bophelong and Stephenson Libraries Region 2 : Vereeniging -, Sharpeville-, Tshepiso and Rus-ter-Vaal Libraries Region 3 : Residensia -, Evaton-, Evaton-North-, Sebokeng Zone 13-, Boitumelo and Roshnee Libraries

The following programmes are being implemented at the 15 Libraries:

3.11.19.3.6.1. Born to Read Programme. This is a family Literacy program to promote the love and culture of reading in the upcoming generation and create awareness in parents on their responsibility of reading to very young children.

3.11.19.3.6.2. Early Childhood Development This programme introduces children to the magic of books by providing appealing books that information workers, teachers and caregivers can share enthusiastically with the children at an early age. This is an outreach and Educational service to rural crèche‟s and ECD Centres.

3.11.19.3.6.3. Story telling Storytelling is conducted in all languages to inculcate a culture of reading to all.

3.11.19.3.6.4. Outreach service Taking the Library service to old age homes, housebound people and shelters in Emfuleni.

3.11.19.3.6.5. Reading Programmes These are different programmes that focus on getting the entire population to read – from programmes at schools, crèches, programmes during South African Library week, National Book Day, Reading and Literacy Day, Battle of the Minds, a debate programme.

3.11.19.3.6.6. Additional Programmes Food Gardens at the Libraries for the poor, to alleviate poverty and empower communities, programmes to celebrate national days of importance, e.g. Heritage Day, Human Rights Day, etc.

3.11.19.3.7. Public Safety The Municipality‟s Public Safety render Municipal Courts Services, Fire & Rescue Services, Disaster Management Services, Traffic Management Services, Road Safety Promotion, Social Crime Prevention, Security and Investigations.

Emfuleni Local Municipal (ELM) Traffic & Security services are provided in all 45 municipal wards. The following functions are performed in order to secure efficient and effective service delivery to the communities:

Law enforcement, Administration, Logistical support services, Accident Management, Training, Engineering, Social Crime Prevention, Community policing, Traffic policing of disadvantaged communities, Security Services:

Investigations, theft and losses and V I P services. The function is divided into three regions and has successfully implemented the Emfuleni Traffic & Security Law Enforcement Year Plan and all the targets were met. Joint road blocks were also held with SAPS and different Provincial Traffic Departments. Road safety promotional campaigns were conducted in schools and in the community, based on vulnerability and risk assessments conducted and as per the request from the community

The ELM Crime Prevention is aligned to the National Crime Prevention Strategy, the Provincial Crime Prevention Strategy and the District Crime Prevention Strategy. Social Crime Prevention campaigns were held with the Departments of Education, Correctional Services, Provincial Community Safety, SAPS, the CPF‟s targeting school safety, drug abuse, reintegration of offenders to the community as per Correctional Services guidelines and policies, domestic violence and all forms of abuse. ELM‟s Fire, Rescue and Disaster Management Services have 4 Fire Stations which are strategically placed in the area and has attended to calls within the applicable South African National Standards (SANS) 3.11.19.3.8. Fire & Rescue

3.11.19.3.8.1. Description

The Constitution of the Republic of South Africa (Act No.108 of 1996) outlines the objectives of local government which are to provide democratic and accountable government, basic services in a sustainable manner, socio-economic development, promote safe and healthy environment, and encourage the involvement of communities in matters of local government.

The Fire and Rescue services are provided in all 45 municipal wards. The municipal area is subdivided into 3 regions (Vereeniging, Vanderbijlpark and Sebokeng/Evaton). The core function of the Fire and Rescue Services is to render fire -fighting, rescue and fire safety services and ensure the safety of human life and property. Disaster Management has established Fire Protection Associations which relates to veld and bush fires on the farms and small holdings to give support and relied for the community in distress

This annual review also enables the Municipality to update its IDP to align with the new strategic direction as spelled out by the Executive Mayor.

3.11.19.3.8.2. Mandate

To render a realistic and effective fire and rescue service throughout the Emfuleni Local Municipality so as to minimize the risks, impact and consequences of an emergency situation relating to life and property.

3.11.19.3.8.3. Challenges

 Not all vacancies are filled.  Operational budget insufficient.  Transporting of personnel from home to work and back  Unstable and frequent unavailability of the network; including the telephone system.  Disaster Management - No Organogram Utilizing existing Fire personnel exists.  Event Safety Management - No Organogram Utilizing existing Fire personnel.  Vehicles and equipment in poor condition and no maintenance on existing equipment. Still awaiting replacement of some fire engines and additional vehicles (Hazmat unit, water tankers, Major fire pumpers, heavy duty rescue, grassfire units and utility vehicles, four sedan vehicles returned, Full maintenance lease expired and no replacements received  Poor radio communication due to topography.  Deterioration of buildings.  FPA (grass fire trailers and bakkie units). No budget allocated.  Out dated ESS system (Alarms).  Constant interruption of emergency calls due to frequent unavailability of the network which have an effect on the telephone system.  Insufficient budget for PPE and uniforms (Personal Protective Clothing).

3.11.19.3.8.4. Progress Relating to Deliverables

No. Deliverables for 2018/2019 Challenges/Achievements for 2018/2019 Deliverables for 2019/2020 IDP IDP 1. Disaster Management Plan Level Plan done as per process plan 1) Update Disaster Management 3 approved by Council Plan will be submitted in 4TH quarter to Council for Plan Level 3 annually approval 2) Review Disaster Management Plan Level 3 bi-annually

2. Compliance to 3-minute turnout Personnel and training time, time from call received to Achieved 80% as per target in 1ST and 2ND quarter time vehicles turnout. (80% of calls within 3 minutes)

3. Compliance to 20-minute Personnel and vehicles response time, time from vehicles Achieved 80% as per target in 1ST and 2ND quarter turned out to time standing off at incident (80% of calls within 20 minutes)

3.11.19.3.8.5. 2018/19 Fire & Rescue Service: Service Delivery Budget Implementation Plan 2017/18 2018/19 2019/20 Previous Year Current Year/Reporting Next Year Year Service Target Actual Target Actual Target Actual Objectives 80% turnaround 80% turn-up 80% 91.34% times within 3 to20 times within turnaround 90% within within 20 N/A N/A minutes (1056 3 to20 times within 20 minutes minutes Calls) minutes 3 to20

minutes 70% 70% turnaround turnaround time within 23 time within 23 New New New New N/A minutes to all calls minutes to all calls

Submit Approved Inputs from Disaster Disaster Disaster Update Update and PDMC had Management Management Level Management and review review DM to be Level 3 Plan N/A 3 Plan Level 3 Plan DM plan plan level 3 incorporated by 30 June by 30 June level 3 in the plan 2019 for 2018 approval

3.11.19.4. Municipal Courts

3.11.19.4.1. Description

The Municipal Courts is responsible for timely and efficient processing and adjudication of cases filed by the Council‟s law enforcement officers, including the collection of Admissions of Guilt (fine payments). It has territorial jurisdiction within the magisterial district boundaries namely the Sebokeng Magisterial District, Vanderbijlpark Magisterial District and the Vereeniging Magisterial District.

3.11.19.4.2. Mandate

Section 112 of the Municipal Systems Act of 2000 authorizes a municipality to conduct prosecution in respect of a contravention of, or failure to comply with a provision of a by-law or a regulation of the municipality, other legislation administered by the municipality and other legislation as determined by the National Director of Public Prosecutions.

The core function of the Municipal Courts is to impartially adjudicate municipal related legislation through prompt, courteous and fair dispensation of justice in compliance with legislative standards stipulated by the Department of Justice and Constitutional Development, (DoJ & CD) and the National Prosecuting Authority, (NPA). It is a multi-disciplinary function with jurisdiction within the magisterial district boundaries, determined by the Department of Justice & Constitutional Development, aligned with the municipal boundaries of Emfuleni.

3.11.19.4.3. Activities

To provide Municipal Court services:

 Manage the Municipal Court functions.  Manage the Municipal Court administration.  Manage the capturing of notices.  Manage the processing of notices & summonses.

 Manage the execution of warrants of arrest.  Manage revenue from fines.  Manage Back Office services.

To manage the Municipal Court functions:

 Maintain prosecuting services.  Maintain interpreter services.  Maintain administrative support.  Maintain judicial services.

To manage Municipal Court administration:

 Maintain court registers.  Maintain judicial requirements.  Maintain capturing & processing of notices.  Maintain records, filing & archives.  Maintain admission of guilt pay-points.  Maintain financial management, (reconciliations, allocations, audit compliance, budget, etc.)

The following table illustrates some of the documentation processed during the year:

Documentation Processed Current Year

Section 56 Notices Received 24 827

Section 341 Notices Received 25 212 Camera Mailers printed 588 575 Summonses - Section 54‟s generated 239 804 Summonses served 5 459 Court rolls done 609 Cases on court register 38 044 Representations: Received 86 915 Finalized 86 631 Outstanding 284 Warrants paid 1 223 Warrants withdrawn 424 Receipts issued 98 075 Value of Receipts issued* R32,626,468 Documentation processed during the year 845 861

During the past year, one hundred sixty-nine (169) fine recovery operations were conducted and 5050 offenders paid a total of 11671 fines to the amount of R3,252,600. This was paid on site at the mobile offices used during these operations.

During the same operations, 601 warrants of arrest were executed to the amount of R323,940 when 563 offenders settled outstanding warrants at the mobile offices. These operations were conducted with the necessary support and assistance from the SAPS and Traffic Officials.

The Fine Recovery Unit also conducted door to door operations if and when it was necessary to trace habitual offenders at their residential addresses.

3.11.19.4.4. Challenges

Challenges Description Remedial Action Required Payment of Back The back Office Service Provider invoices have not Commitment from the Office Service been paid. Finance Department to pay Provider. the Back Office invoice within 30 days. Filling of Critical The current staff shortage is 74%in the Municipal Funding should to be Vacancies Courts causes capacity constraints. provided for the filling of critical vacancies. Critical vacancies such as Supervisors, Prosecutors, Warrant Officers, Snr Clerks and Council must implement the Admission of Guilt clerks need to be filled. KPMG organizational design structure. There is a continuous lack of funding to fill critical vacancies since the inception of the Municipal The Municipal Manager must Courts in 2006. grant permission to advertise and fill vacant budgeted The current Section 139 (b) intervention of the positions. province prevents the filling of budgeted positions. Slow progress on the It takes an average of 12 to 14 months to fill Department Human filling of funded funded positions. Resources needs to fast track vacancies. advertising and interview processes pertaining to the filling of funded positions.

The moratorium on the appointment of staff must be reconsidered. Timely payment of Suppliers refuse to quote, supply, or to work for the Supplier invoices should be Supplier accounts. municipality due to outstanding payment of their paid within 30 days of invoices. submission thereof to the Creditors Department.

Essential stationery such as speed point paper rolls, filing boxes, lever arch files, staples, black

pens, etc. cartridges and toner for office equipment such as printers, scanners, copiers, and fax machines cannot be procured.

Case records need to be archived for audit purposes.

Availability of stock The lack of stock and materials at the municipal Demand Management must and cleaning material stores affects health and safety of staff and sustain stock levels in stores. at the municipal members of the public. stores Approval of Supply Chain Management delays the approval of Demand Management must procurement orders procurement orders and stores do not stock the sustain stock levels in stores. by Supply Chain much needed items. Management Supply Chain Management need to fast track the issuing of procurement orders when certain items are not kept in stores. Maintenance of Financial constraints affect the repair and Funding needs to be Equipment. maintenance of the following equipment: allocated for the repair and  Emergency Power Plant: - Currently out of maintenance required. order  UPS systems: - Currently out of order  Inverter in Mobile Office: - Currently out of order

Power failures cause a loss of work hours and work days. This affects the legal time frames in which the Municipal Courts must comply with. Maintenance of Facilities Management need to attend to the The Facilities Department Buildings and following repair and maintenance: must be capacitated to infrastructure. perform the necessary  Ablution Facilities maintenance as per the  Lighting in offices works orders that were  Other electrical maintenance submitted.  Air conditioners  Security fence and gate The lack of maintenance is  Interior and exterior paintwork. affecting work flow and the  Security equipment health and safety of staff in the buildings.  Security Guard House The situation with the

electricity is causing a Repair of damage caused by hail and rain to the potential fire risk to the building, ceiling panels, carpets, office equipment buildings which could harm and office furniture.

the staff and members of the public. Insurance needs to embark upon the repairs of the water damage to offices. Instability of The public experience difficulty in phoning the Telephone system of the Help telephone systems Municipal Courts to enquire about unsettled fines. Desk is obsolete and must be replaced. Stability of the IP telephone facility must be ensured. Instability of IT The instability of the IT network affects efficiency of Network stability must be network the systems in use. ensured. Timely response on reported Many work hours are lost due to network errors. problems is required This affects the legal time frames in which the Municipal Courts must comply with to ensure timely processing of cases as determined by the NPA and DoJ. Vehicle shortages. Vehicles that are damaged beyond repair do not Supplier accounts must be get replaced timely. paid. Vehicles damaged beyond repair must be replaced to sustain service delivery. Expansion of office Additional office space is required to expand and Sedibeng License facility at accommodate court functions and staff. Department should vacate Vanderbijlpark the Rudi Klopper Building to Municipal Court avail the ground floor where Administration archive facilities, strong building rooms, storerooms and office (Rudi Klopper space are situated. Building) Sedibeng should compensate ELM for the space it currently occupies. Installation of CAPEX budget for the procurement and CAPEX must be provided or security equipment at installation of Security scanners and CCTV camera the security needs of the the Municipal Courts equipment was not approved for the 2018/19 Municipal Courts must be buildings. financial year. accommodated in the new security tender. Slow progress on Cases of are not timely attended to by the HR must institute the required disciplinary cases Department Human Resources. disciplinary procedures within Progress on cases is slow or the case disappears. set time frames. No communication or updates in terms of progress, hearings or case outcome.

Salary discrepancies. Several salary discrepancies have been reported Salary discrepancies need to to HR but there is no communication or updates in be resolved. terms of progress or outcome. Establishment of This project has now been delayed for four years. Land dispute in Evaton needs Evaton Municipal to be solved. Court building

Establishment of Business plan has been submitted to the MIG but PMU Department should Vereeniging process is slow. finalize MIG business plan Municipal Court and project funding. building

Enforcement of Some Departments are reluctant to enforce the by- Law enforcement officers in promulgated by-laws laws relating to their functions. every department must be committed to enforce the respective by-laws relating to their functions.

3.11.19.4.5. IDP Deliverables

Deliverables for Achievements for Deliverables for Achievements Deliverables for 2017/2018 IDP 2017/18 IDP 2018/2019 IDP for 2018/2019 2019/2020 IDP IDP 7% Accumulative 10.84% 8% Accumulative 10.19% 10% Accumulative Success Rate on Success Rate on Success Rate on cases received in cases received in cases received in 2017/18 2018/19 2018/19

3.11.20. TRAFFIC & SECURITY

3.11.20.1. Brief Description

3.11.20.2. Mandate

Law enforcement, Administration, Logistical support services, Accident Management, Training and Road Safety, Engineering, Social Crime Prevention, Community policing, Traffic policing of disadvantaged communities, Security Services:

Investigations, theft and losses and VIP services. The function is divided into three regions and has successfully implemented the Emfuleni Traffic & Security Law Enforcement Year Plan and all the targets were met. Joint road blocks were also held with SAPS and different Provincial Traffic Departments. Road safety promotional campaigns were conducted in schools and in the community, based on vulnerability and risk assessments conducted and as per the request from the community

3.11.20.3. Activities

The Emfuleni Local Municipality‟s Traffic and Security Services is aligned to the National Crime Prevention Strategy, the Provincial Crime Strategy and the District Crime Prevention Strategy.

The function is divided into three regions namely: Vanderbijlpark as region1, Vereeniging as region 2 and Sebokeng / Evaton as region 3 has successfully implemented the Emfuleni Traffic & Security Law Enforcement Year Plan. The division held joint road blocks with SAPS and other various stakeholders including Gauteng Traffic Departments. Road Safety Promotional campaigns are conducted in various schools and communities. Social Crime Prevention conduct campaigns in respect of school safety, substances abuse awareness, Crime Prevention through environmental design, 365 days of activism and Youth Crime Prevention alongside various relevant stakeholders.

3.11.20.4. Challenges

Challenges Description Remedial Action Required

Filling of critical Vacancies. High rate of shortage of staff in Human Resource to fast track the Department causes capacity filling of vacancies. constraints. Roadblock Equipment. Lack of equipment impact Availability of capital budget. departmental performance negatively. Poor two-way radio Lack of equipment impact Sourcing or procuring high tech communication departmental performance radio equipment to improve negatively. radio communication. Road safety and Crime Tear drops, Laptop, Camera, Need for allocation of funds to Prevention promotional Gazibo, production of bulletin, the department (decentralization materials. etc. of funds). Vehicles shortages. Vehicles that are damaged Suppliers accounts must be beyond repair do not get paid. replaced timely. Instability of telephone systems. Unstable network negatively Stability of the IP telephone affect our telephone facility must be replaced. communication. Instability of IT network. The instability of the IT network Network stability must be affects efficiency of the system in ensured. use. Maintenance of buildings and Facilities Management need to The Facility Department must be infrastructure. attend to the following repair and capacitated to perform the maintenance: necessary maintenance.

 Lighting in offices  Air conditioner  Interior and exterior paintwork  Security equipment

Repair of damage caused by hail

and rain to the building, ceiling panels. Availability of stock and The lack of stock and materials at Management must sustain stock cleaning material at the the Municipality stores affect levels in stores. Municipality stores. health and safety of staff and members of public. Blood kid. Managing and testing drivers for Availability of funds for drunk and driving. procurement for blood kids.

3.11.20.5. Achievements

 The Annual Law Enforcement Plan of Emfuleni Traffic & Security was implemented and the targets set by the plan were met, however due to not-availability of blood kids and the breathalyser including overtime being reduced to 25hours per officer due to financial constraints arrests for drunken driving are very minimal (most offences of reckless driving and drunken driving occur late at night and on weekends after hours) monthly joint operations were also conducted. The road accidents were reduced from 5993 2017/2018 for the year 2018/2019 to 4993 financial year.  Joint operations were conducted during the elections which were held in May 2019.  Total number of 72 officers successfully conducted traffic escort duties for IEC officials transporting ballot boxes to and from voting stations with no incidents for the duration of special votes and the actual voting day.  A total number 23,660 of summons were issued amounting to R 15,356050.  A total number of 11 service delivery protests and 10marches were processed and escorted  A total number of 16 social crime prevention campaigns were conducted in the three regions as demarcated by public safety.  Crime prevention audits were conducted in the 45 wards of ELM to capture the risk factors contributing to violence and unsafe areas and policing needs and priorities of the community.  Joint Workshops to compile a draft community safety plan were conducted with the Department of Community safety SDM and GIZ.  A total number of 2 Community safety steering committee consultation workshops were conducted.  Campaigns to reduce gang related violence and violence at schools were conducted at Ramosukula, Sizanani Secondary, Jet Nteo, Barrage Primary, Lebohang, Fundulwazi, Fukama, Isizwe Sechaba, Dinokeng Secondary Tsolo Secondary, Nonediba Primary  Qedilizwe Secondary. Antigang march at zone 7 and zone 8 Sebokeng  Anti-substance abuse campaigns were conducted at Thabong Shopping centre.  365 days of activism against women and child abuse, conducted March against human trafficking and awareness campaign victim offender dialogue at Rus-ter-vaal, child safety awareness at Dodo‟s early childhood development, Refiloe Crèche, Itumeleng Dropping Centre, Sebokeng Boiketlong Atlehang Day Care, Reitumetse Early Centre and Boitumelo Crèche and Pre-school.  Public safety crime awareness at Thabong mall, Crime Prevention Public education and awareness,  The following Social Crime Prevention campaigns were conducted.

• School safety, promotion of social crime at local municipality level, anti-substance abuse, supporting local CPF‟s, Youth crime prevention, drug awareness and anti- gangsterism campaigns with the community, 365 days of activism. Crime prevention

through environmental design (identifying crime hot spots and priority areas conductive to crime to reduce rape, robbery and hideouts for drug abusers and peddlers) school searches.

 Road Safety promotions were conducted at schools and community in general based on the conducted vulnerability assessments and requests from the community.  11 Road safety awareness campaigns were conducted, 2 driver behaviour education and including 20 scholar patrols.  Security and Investigations – All theft of municipal property and misuse of Council property were investigated in order to prevent and minimize future theft or loss of municipal property. Security & Investigation unit also had to attend to theft of metal and cable.

3.1120.6. IDP Deliverables 2019/2020

 Implementation of Local Community Safety Plan (60%).  Procurement of training aids.  Procurement of vehicles.  Case management (24 hour turn around turn of case investigation).  Roadblocks.

3.11.21. SOCIAL DEVELOPMENT

Social development is a multi-disciplinary in nature and cuts across sectors and is driven by the social work profession in caring out services. Social workers are a corners stone of developmental approach they guide and shape the nature of development. Emfuleni Social Development render social work services to various target groups namely; children, youth women, families, older persons and people with disabilities. Social Programmes rendered to these target groups entails socio-economic, moral regeneration, empowerment, and poverty reduction programmes. Levels of intervention utilized in rendering services to these target groups are: Prevention, Early Intervention (Non-Statutory) and re-integration. As an example, various communities have been educated and informed on Child abuse and how to protect and prevent children from being victims of physical, sexual, emotional and financial abuse. Door to door campaigns, distribution of educational materials and carrying out workshops and meetings took place as part of prevention and early intervention to protect children from abuse. Nine Qualified Social Workers render social services to the community of Emfuleni. Social Workers utilize four methods of Social Work Primary Methods Casework, group work, Community Development and research in rendering social services to Emfuleni Local Municipality residents. 3.11.21.1. Indigent Program (Policy on Access to free basic Services) The key purpose of indigent subsidy policy is to ensure that household consumers with no or lower income are not denied reasonable services and that the municipality is not financially burden with non- payments of services. One of the qualification criteria is a total gross income of all occupants which is currently equivalent to amount received by two state pensioners as approved by South African government (as part of that year budget) plus R1100, 00. Subsidy may be also given to owner or tenants of residential premises not exceeding the municipal value of R250, 000. 00 as time to time determine by Council.

3.11.21.2. Indigent Pauper/burial Program The department of Social Development in Emfuleni is responsible for verification and approval of Indigent pauper / burials in terms of the Indigent Burial Policy. The aim of the policy is to ensure that household with no or lower income, and who cannot afford to bury their family members may be assisted with burial package offered by the Municipality. 3.11.21.3. Progress relating to Deliverables Deliverables 2017/2018 2018/2019 2019/2020 1 4000 of household indigent 4247 4175 1381 applications verified 2 8 social development programs 14 10 4 implemented 3 100% of indigent burial 125 135 69 applications verified and finalized

3.11.21.4. Achievements  77242 total number of indigents verified and registered in the database  Verified and successfully registered 4175 Indigent Household for the current financial year, this constitutes 98% of annual departmental target.  Assisted needy families with 517 Indigent Burials since 2016 to date.  Two ECD Prototypes were launched and open in April 2019 by former MEC for Health & Social Development, in Evaton West and Bophelong  Both ECDs accommodates older persons and children, operating as a day care facility.

3.11.21.5. Challenges

The demand for Indigent burials outstrips the financial supply to the extent that in future the department will be unable to deliver on core mandate which is pauper burials. Lack of a system that will assist with indigent verification and registration, in order to have a credible indigent register. Network challenges which is always offline at Houtkop, Zone 10, Evaton Offices affecting service delivery.

Indigent door to door campaign never implemented due to financial constraints. The campaign was supposed to increase the number of qualifying indigent households

Shortage of staff members and lack of resources impact negatively towards rendering effective service delivery.

3.11.22. VIBRANT DEMOCRACY

The Growth and Development Strategy believes there should be an intensified democratic participation and action, unified behind a commonly understood and agreed goal of what Emfuleni should be in 2030.This will require meaningful engagement with all stakeholders around the vision and ideas for implementing the vision. It was resolved at a recent 2020 IDP Lekgotla that On-going, interactive communication will be an essential component of growing a participative and engaged city. That community voice must continually be heard. Its development together with the community and not development about them without them.

The IDP and Mayoral public participation was acknowledged to be in place. Cities that are alive to their potential, who enjoy positive engagement from stakeholders and citizenry have been proven to do better from an economic development perspective.

3.11.23. REVIVING A SUSTAINABLE ENVIRONMENT

Reviving the environment is about providing a healthy living and working environment for our people and future generations. High levels of water, air and land pollution in Emfuleni represent not only a major environmental and health challenge, but present key obstacles to attracting further economic development. Unless chemical processing and heavy industry in the region become cleaner, they may destroy the future viability of the region's tourism and agricultural sectors. Additionally, the challenge is not only to address the environmental challenge but to set the goal of becoming a 'green' or 'eco-city' which focuses on being environmental, energy and conservation friendly. Green cities can on their own become magnets, attracting people and investors. This will involve forging strong partnerships to manage the environment. Initiatives to clean air water and land must be at the centre. 3.11.23.1. Environmental Health Services The function includes the provision of a comprehensive Environmental Health Services to enable the community to live in a healthy and hazard free environment. Environmental Health is rendered in terms of National Health Act 61 of 2003. Municipal Health Services composed of nine (9) elements or focus areas, which are the mandate of ELM through a Service Level Agreement with Sedibeng District Municipality, with regard to Municipal Health Services, namely: . Food Control. . Health surveillance of premises. . Vector control. . Prevention of communicable diseases. . Disposal of the dead. . Water Quality Monitoring. . Environmental Pollution Control. . Control of hazardous waste. . Chemical Safety.

Important to note is that the definition of MHS includes aspects of at least the following Schedule 4 Part B and Schedule 5 Part B functions, which are to be performed by the Environmental Health Division. 3.11.23.2. Air Pollution . Noise Pollution. . Licensing and Control of undertakings that sell food to the public. . Control of Public Nuisances. . Child Care Facilities. . Municipal Abattoirs. 3.11.23.3. Challenges Encountered  Staff Shortage.  Vehicle Shortage.  Outdated IT equipment.  Shortfall of the budget from Sedibeng District Municipality.

3.11.23.4. Progress Relating to Deliverables No. Deliverables 2017/2018 2018/2019 2019/2020 1 Food Premises Inspection 7960 4015 1648 2 Samples Taken 477 135 72 3 Health Surveillance of Premises 2375 1116 34 inspections 4 Funeral Undertaker Premises 320 134 67 inspections

In terms of the Environmental Health Services policy and legislation all complaints, inspections and other matters, in respect of which investigations were required, received immediate attention. This section acted continuously regarding matters, which came within its jurisdiction, while matters concerning other Departments were referred to the Departments concerned for the necessary attention. 3.11.23.5. PARKS & CEMETERIES Parks and Cemeteries Department is the custodian of Public Open Space, parks, green belts and responsible for development and horticultural maintenance and arboriculture. Addresses the interment needs of communities of Emfuleni Local Council. Manage and Maintain both passive and Active Cemeteries. 3.11.23.5.1. Mandate The Department has the key mandates listed below. Provision of public open spaces and horticultural maintenance thereof in order to meet recreational needs of local residents. Provision of sustainable burial space in order to meet the burial needs of communities of Emfuleni Local Municipality. 3.11.23.5.2. Activities 3.11.23.5.3. Parks  Developed parks.  Undeveloped Public Open Space.  Arboriculture Maintenance.  Establishing Partnerships i.e. Palm Island (Louis Trichardt Boulevard). 3.11.23.3.1. Challenges Lack or diminishing operational budgets, Lack of resources (Fleet) and shortage of staff. 3.11.23.4. Cemeteries  Provision of Burials.  Maintenance of Active and Passive cemeteries.

3.11.23.4.1. Challenges Shortage of Burial spaces, Equipment, Budget, Fleet and staff. 3.11.23.6. WASTE MANAGEMENT

Waste management in Emfuleni Local Municipality is divided into the following categories: household, illegal dumps, business and industrial refuse collection, informal settlements, CBD cleansing, and landfill sites operations and management. Waste is collected once a week to a total of 189,242 out of 220,617households in ELM areas. The remainder of the households represents the informal settlements that are serviced through the removal of illegal dumps. The Municipality waste collection in all formal households is on an average of 85% on a weekly basis. Business waste is collected on a daily basis in and around Vanderbijlpark, Vereeniging and all township areas. Street sweeping services are also being done daily in CBD areas of Vereeniging, Vanderbijlpark (and outer business centres), Sebokeng taxi rank and on allmain roads. The waste and landfill infrastructure consists of: mini dump transfer stations, landfill sites as well as the composting facility.

3.11.23.6.1. Service Levels (Standard of Services)

 Household collection: Currently this Department provides a 1 x weekly sustainable household collection services to 188 566 households in all formal areas.  Street sweeping services are also being done daily in CBD areas of Vereeniging, Vanderbijlpark (and outer business centers), Sebokeng taxi rank and all main roads.  The operations of Boitshepi, Palm Springs and Waldrift Landfill site are carried out on a daily basis and are outsourced to external companies. In terms of Palm Springs Landfill, the operations are currently being executed by the hiring in of vehicles and equipment that is directly under the control of this Department. Household services are also collected and disposed of for the Vaal- oewer community on a-one- day per week basis.  Removal of illegal dumps is now being done on a continuous roster to include all wards and an average turnaround time of 4 to 5 weeks per week (as per approved program) and subject to the availability of vehicles.  The recycling centre in Evaton is operational and the re-claiming of all items that have a commercial value are collected in Evaton, Sebokeng, Vanderbijlpark and all landfill sites on a weekly basis.  The provision of sustainable waste collection to all residents and continuous extension of service to areas not serviced, also safe disposal in landfill sites, and the following specific achievements were registered:  Weekly household services increased from 189,242 out of 220,617.

The following are 3 operational landfill sites in Emfuleni Local Municipality: Boshepi Landfill site; calculated lifespan to final closure: 3.65 years Palm Springs landfill site; calculated lifespan to final closure: 32.11 years. Waldrift Landfill site; calculated lifespan to final closure 5.92 years.

3.11.23.6.2. Household Services

Refuse Disposal Year 2001 2011 Removed by local authority/private company at least once a week 86 658 197 604 Removed by local authority/private company less often 3 921 2 041 Communal refuse dump 22 420 3 539 Own refuse dump 57 451 12 265 No rubbish disposal 16 593 3 705 Other - 980 (Source: Stats SA, 2011)

Above is the refuse disposal table indicating a very significant increase in the number of refuse removed by local authority/private company at least once a week, from 86 658 in 2001 to 197 604 in 2011. The refuse removed by local authority/private company less often has decreased by more than 1500 as shown by the figures of 3 921 in 2001 to 2 041 in 2011. The own refuse dump has also decreased from 57 451 in 2001 to 12 265 in 2011.

3.11.23.6.3. Achievements

The afternoon / night shift cleaning program was sustained in the CBD‟s as part of improving service delivery. All landfill sites (For Boitshepi and Waldrift, license renewal applications have been submitted to GDARD for extension as the current contract has lapsed) and transfer stations are now operating under approved individual registration certificates.

Waste Management by-laws were successfully updated and aligned with the NEM: Waste Act (Act 59 of 2008). These by-laws have also been gazetted for implementation.

Removal of illegal dumps in all areas was achieved at 156,724m³ against a set target of 75,000m³. This was achieved through the support programme which was jointly implemented with the provincial departments of Roads and Transport, GDARD and the DID providing manpower.

A total of 35 voting stations were cleaned within the month of May 2019 and 25 wards have been cleaned to between March 2019 and June 2019 through the joint clean-up campaigns.

3.11.23.6.4. Challenges

The Municipality experienced a drastic decline in the provision of household collection services due to the shortage of the fleet. The Municipality set a 50% collection target for itself for the 2018/2019 period. This target was difficult to realize.

The target 96% for inspection of industries for monitoring and compliance has been achieved. The annual external auditing of the landfill sites could not be performed due to cash flow constraints.

3.11.23.7. ENVIRONMENT

Currently the section is in the process of developing an Environmental Management Framework which will inform the drafting and implementation of the strategic documents which are very useful in promoting sustainable development for the local government.

The latest Emfuleni Local Municipality (ELM) state of the environment report provides an insight into the environmental challenges facing the municipality which specifically include the following environmentally related problems: Particulate pollution in ELM exceeds international health standards by more than 200%. The quality of air is very poor. High levels of water pollution are found as a result of high levels of e-coli as well as heavy metals from industrial pollution both of which emanate from both inside and outside the Emfuleni Local Municipality.

Wetlands are highly sensitive and show serious signs of disturbance largely as a result of human settlements. Measures to improve environmental reporting across the municipality are urgently needed. The area was declared a Vaal Triangle Air Shed Priority area because of the poor quality of air that the citizens are breathing. The Environmental Management Plan is in the process of being developed.

3.11.23.7.1. Air Pollution

The Vaal Triangle is an urban industrial heartland. The combination of industrial, domestic, transport, biomass burning, agriculture and other emission sources have led to degraded air quality over ELM area. This in turn impacts on the health and wellbeing of people residing in the area.

The air quality assessment results from simulated concentrations varied with ambient monitoring data of the area. The pollutant of concern in the area is inhalable particulate matter (PM10). The area was also selected to correspond with impact zones due to acute exposures to SO2 and NO2.

There are four (4) Air Quality Monitoring Stations in the area. These stations monitor level of key pollutants of Sulphur Dioxide (SO2), Nitrogen Oxide) NO2), Carbon dioxide (CO2), Particulate Matter 10 (PM10), and Particulate Matter 2.5 (PM2.5). These monitoring stations are situated in Sebokeng, Sharpeville, Three Rivers and Vanderbijlpark.

3.11.25.1.1. Municipal Health Services are prescribed by and defined in

Section 24 of the Constitution of the Republic of South Africa, 1996 (Act 108 of1996), which entrenches the right of all citizens to live in an environment that is not harmful to their health or well-being; National Health Act, 2003 (Act 61 of 2003), which states the responsibilities of Municipalities in the performance of such services; Section 10(3)(b) of the Foodstuffs, Cosmetics and Disinfectants Act, 1972 (Act 54 of1972);Business Act, 1991 (Act 71 of 1991);National Environmental Management Air Quality Act, 2004 (Act 39 of 2004);National Building Regulation and Standards Act, 1977 (Act 103 of 1977); as well as all relevant Legislation and Municipal Health By-Laws.

In accordance with the National Health Act of 2003, the Environmental Health Division has the following core functions:

 water quality monitoring.  food control.  waste management.

 health surveillance of premises.  surveillance and prevention of communicable diseases, excluding immunisations.  vector control.  environmental pollution control.  disposal of the dead.  chemical safety. The monitoring of water quality comprises the monitoring and surveillance of water quality and checking the availability of water intended for human consumption and recreational, commercial and industrial use.

This section has a programme that monitors surface water for water borne diseases such as cholera by taking samples from rivers, streams and sewerage purification plants.

In the unlikely event of a water-borne disease outbreak, the section has response strategies in place to deal with such cases. Environmental health practitioners play a proactive role in reducing littering and illegal dumping through monitoring, controlling and educating communities about the health risks associated with such practices, e.g. recycling programmes and clean up campaigns.

The EHPs are highly skilled and qualified, tasked with the responsibility of ensuring a healthy and safe environment for all communities in ELM. In order to annually register with the Health Professionals Council of South Africa (HPCSA), EHPs are required to accumulate 30 Continuous Professional Development (CPD) points per annum. This could be acquired by way of attending meetings or training initiatives for further enhancement and development. Evidence of such interventions has to be provided to the HPCSA.

3.11.25.1.2. Phase 1 – Strategy & Analysis

A scan of the current climatic trends and the projected trends into the future was done using information from the Climate Information Portal (CIP). This formed part of Phase 1 of the toolkit which includes data collection and analysis in preparation for developing strategies, objectives and projects related to climate change. 3.11.25.1.3. Emfuleni Climate Change

Figure 1: Downscaled Monthly Rainfall 3.11.25.1.3.1. Rainfall Projections: 10th to 90th percentile Emfuleni currently has one rainy season in December and November with an average of about 125 and 100mm respectively. multi-model range of monthly rainfall Emfuleni‟s rainfall patterns are predicted to increase generally and totals for 20th Century (grey) and the rainy season to shift so that eventually the new rainy season will be in February and March. 3.11.25.1.3.2. Temperature The wet seasons in Emfuleni Local Municipality correspond with the warm seasons. The months of December, January and February are the hottest months with a mean maximum daily temperature of 27 degrees and a mean minimum daily temperature of 16 or 17 degrees. June and July are the coldest months. The mean maximum daily temperature during these months is 16 or 17 degrees and the mean minimum is 3 degrees.

Figure 6: Downscaled Monthly Minimum The projections are that the mean maximum daily Temperature Projections temperature in summer will rise by 2 degrees and the minimum will rise by 3 degrees. The mean maximum and minimum daily temperature in winter will rise by 4 degrees.

3.11.25.1.3.3. Climate Experience The CIP highlighted that Emfuleni has been having freak weather events, most notably the consistent flooding which has happened since 2008 in December and January – so extreme that the municipality has had to buy boats and train some of their disaster management team to dive.

It also emerged that the winters are colder than they have been, and that there are some seasonal differences. In September and October there are some very cold days which is a recent phenomenon, and yet the municipality has also experienced some very extreme heat waves, unusual for the area, which resulted in physical stress and disease to the point where the municipality had a shortage of available medical supplies.

3.12. POLITICAL INTERVENTIONS

3.12.1. Vaal River Intervention

The pollution caused by spillages of raw sewage into the Vaal River has negative environmental and health impact. The population growth and development has led to a demand that exceeds the design capacity of the wastewater treatment works in the Sedibeng region, resulting in restrictions to socio and economic growth. In summary, the region is faced with the following challenges:

 Discharge of non-compliant effluent into the Vaal River.  Negative environmental and health impact.  Restrictions to the socio economic growth in the area, which is an impediment to investment potential of the province (i.e. Savannah City and River City).  Ageing infrastructure within the Sedibeng Region, resulting in high maintenance costs and performance failures.  The current demand exceeds the design capacity of all Waste Water Treatment Works.  Infrastructure vandalism and poor maintenance.

Whilst there is general acknowledgement of the Emfuleni Local Municipality being the biggest contributor to the challenges facing the Vaal River, the up and down stream users are also having a major role in the damage caused to the environment. The Minister of Finance announced during the mid-term budget speech on the 24th October 2018 that SANDF will be assigned to Emfuleni Local Municipality to assist with addressing the sewer pollution into the Vaal River.

The intervention is constituted by various stakeholders namely:

 Emfuleni,

 DWS,

 SANDF,

 COGTA and MISA,

 Gauteng Provincial Government,

 ERWAT, and

 Rand Water. The purpose of the intervention is to resuscitate all wastewater treatment infrastructures to an operational state and pollution in the Vaal River is curbed without any major structural upgrades;

3.12.1.1. Overall Scope of the Intervention The purpose of the intervention is to resuscitate all wastewater treatment infrastructures to an operational state and pollution in the Vaal River is curbed without any major structural upgrades. In order to achieve this there is a need to address the following components:

 Gravity and Rising main : Leakages and deficiencies in the sewer network system replaced and repaired.  Pump stations : Prioritize upgrade of forty-four (44) pump stations.  Wastewater Treatment Works : All three (3) treatment plants should be refurbished to optimal functionality.

3.12.1.2. Project Scope Safety & Security •Security deployed to key and frequently vandalized pump stations •Upgrade fencing, lighting and controlled access to these pump stations

Bulk Network Unblocking & Repairs •Priority 1 bulk lines in all catchments that are the major cause for flow not arriving at WWTW •Priority 2 bulk lines in all catchments that are spilling in the community •Priority 3 bulk lines that need to be cleaned to accommodate growth Operation & Maintenance •ERWAT to support ELM with planning and resources requirements for operation and maintenance •ERWAT to assist in secure funds required to operate and maintain the sewer network and WWTW Leeuwkuil Catchment (Vereeniging) •Pump Stations & Rising Mains & Bulk Pipeline Replacement •Project A •Project B •Project C •Project D Sebokeng Catchment (Sebokeng & Evaton) •Project E •Bulk Pipeline Replacement Rietspruit Catchment (Vanderbijlpark) •Project F •Pump Stations & Rising Mains •Bulk Pipeline Replacement

The SANDF was deployed in Emfuleni in 2018 to intervene following the ensuing sewer spillages. The army did manage to secure the water care works and the pump stations from November 2018 until January 2020. The report on the technical scope covered during their intervention has not been received as it has to undergo the SANDF approval protocols. The SANDF left in January 2020 and ERWAT was appointed as an implementing agent. Their contract will end in July 2020, from which date the intervention will be implemented by the Department of Metsi.

3.12.2. COVID – 19 Programme

In response to the Presidential announcement of Covid 19 Lockdown regulations municipalities were mandated to identify temporary shelters for the homeless people, remove the homeless from the streets and house them in the identified shelters until the end of the lockdown period.

Emfuleni identified Saul Tsotetsi Sports Complex in Sebokeng Zone 14 and General Smuts School Hostel in Vereeniging as temporary shelters to accommodate homeless people within ELM area of jurisdiction.

The departments of Health and Socia Development in Emfuleni solicited the support of Gauteng Department of Social Development who provided dignity packs to the homeless and contracted SAVF NGO in Vaal Marina to provide cooked meals to the homeless for the duration of the lockdown. Gauteng Health Department provided medical screening and treatment of minor ailments and referral of those who needed medical intervention.

The project of accommodation of homeless people during lockdown was unique in Emfuleni as Toughest Young Minds NGO operating in Zone 14 Sebokeng was contracted by Department of Social Development to provide detoxification program to the homeless people with substance abuse withdrawal symptoms. This programme is the 1st step towards rehabilitation as it assists a person to cope with withdrawal symptoms. Number of homeless people removed from the streets:

 138 removed from the streets.  25 reunified with families.  12 escaped from the premises.  18 left the premises for different reasons.  15 admitted to a rehabilitation Centre.  68 homeless people accommodated in our shelters= 59 males & 9 females.

It should be borne in mind that these numbers kept changing on a daily basis as some of the homeless people kept moving in and out of the shelters. MOVEMENT OF HOMELESS PEOPLE FROM GENERAL SMUTS HIGH SCHOOL TO SAUL TSOTETSI SPORTS CENTRE Health and Social Development had to move all the homeless people from General Smuts High School, after the Minister of Education has announced that schools will be reopening on the 1st of June 2020. The movement started from the 22/05/2020 until the 25/05/2020. Social workers conducted preparation sessions for the homelessness to understand the reasons of movement and to limit the escaping thereof. There is enough space at Saul Tsotetsi that can accommodate up to 80 homeless people and the current statistics is as follows: 63 homeless people in Saul Tsotetsi Sport Center. A total of 55 of them were males while the other 8 were females. MINISTER OF SOCIAL DEVELOPMENT VISITS THE HOMELESS AT SAUL TSOTETSI SPORTS CENTRE The Minister visited the homeless people shelter in Zone 14 Sebokeng and the Polokong Children‟s Village in Evaton on the 07 June 2020. In this visit the Minister was joined by ELM executive Mayor and the members of mayoral committee. The purpose of the visit was to assess the implementation of the Department‟s response on COVID 19 and to ensure compliance with the lockdown regulations. This is part of the ongoing national response measures to contain and mitigate the spread of the coronavirus. The shelter does comply with lockdown regulations such as prevention and infection control measures, screening, maintenance of strict hygiene standards and social distancing guideline s to limit the spread of the virus. The homeless people are also provided with meals, psycho-social support, health care services and other basic needs.

3.12.2.1. Stakeholders

3.12.2.2. Sedibeng Regional Office of Social Development:

Providing food parcels through the food bank. Issuing of mattresses, blankets & toiletries.

3.12.2.3. SAVF –NPO

Contracted with DSD for preparation of 3 meals per day. Offer counseling to the homeless people. 3.12.2.4. Young Toughest Minds & SANCA

Responsible for substance abuse detoxification program.

3.12.2.5. Red Cross

Donates cook meals

3.12.2.6. Department of Health

Providing health assessments and medical screenings on COVID 19.

3.12.2.7. Emfuleni Local Municipality

ELM Public safety – Security personnel ELM social workers – responsible for removing the homeless people from the streets and monitoring the day to day functioning of the shelters.

3.12.2.8. Food Parcels & Food Distribution

Provincial Department of Social Development, Sedibeng Regional office is responsible for the distributions of food parcels in the communities of Emfuleni local municipality to curb poverty and hunger during the COVID 19 lockdown. The key intervention is to put on the Zero Hunger approach, which seeks to enhance the role of the department's Integrated Food Security Plan. The food parcels are distributed through the regional foodbank. Regional Food Bank delivers food to household through door to door, on a daily basis during the lockdown.

3.12.2.9. Qualifying Criteria for COVID - 19

 Must be unemployed.  Household income of less than R3600.

3.12.2.10. Municipality Role

 Compilation of Beneficiaries.  Referrals from Ward Councillors.  Referrals from Indigent Register.

 Referrals from Social workers.

The following channels are used to request for food parcels:

- 24hrs Call Centre : (0800228827 / 08004288364) - SMS : 35023 - Email : [email protected]

3.12.3. FINANCIAL RECOVERY PLAN (FRP)

The Emfuleni Local Municipality faced serious challenges in the 2016/2021 administration; these challenges were mainly two i.e, the inability of the Municipality to provide basic services and the financial standing of the municipality. The two reasons mentioned above propelled the provincial government to impose the partial administration of the municipality in line with section 139 1(b), 5 (c) precisely to deal with the twin challenges as raised above.

The Gauteng Provincial government then developed an operational document which is meant to be a roadmap towards redeeming the municipality from the section 139 1 (b) and that the municipality be financially stable again. Key to this roadmap is the eight strategies to which the municipality has to align its IDP and Budget in order to achieve the strategic objective of the Financial Recovery Plan. Below are strategies aligned to the programmes employed in the recovery plan.

 Governance and Stakeholder relations.  Service delivery Model.  Human Resource Management & Organizational restructuring.  Economic Development.  Financial Management.  Financial Controls.  Revenue Enhancement.  Service delivery.

3.12.3.1. Pillar 1: Sound Financial Governance and Viability 3.12.3.1.1. Governance and Stakeholder Management

What Governance changes have been implemented to improve overall Governance and provide increased support for the success of the Financial Recovery Plan?

1. We have ensured that the IDP as adopted by council is reflective of the FRP. 2. We have ensured that the budget as adopted by council is reflective of the FRP. 3. We have on a monthly basis a special MAYCO wherein we consider the FRP report and effect necessary changes aiming at full realisation of the FRP. 4. The Executive Mayor through the IDP sessions and public meetings has always been educating our people on the provincial intervention and the need for residents to pay for Masakhanein order to realise the FRP program as an intervention program from National and Province. 5. We have concluded the service delivery model in order to optimise the service delivery in ELM, we are just awaiting input and concurrence from province CoGTA.

3.12.3.1.2. Measures have been put in place to manage all stakeholders.

1. The Executive Mayor has engaged business about the FRP program and the need to consolidate relation in order to enhance municipal revenue and heighten service delivery. 2. Through the Executive Mayor we have also engaged the religious community as the most organised sector of our society on the Masakhane drive by the Municipality. 3. We have now developed the road-show wherein we will be engaging business community, labour & community.

3.12.3.1.3. Functionality of all Committees of the Municipality

1. Council is sitting on a monthly basis even under lockdown well within set regulations, 2. All section 79 committees are still sitting to process other salient issues such as Rules and Ethics of councillors, 3. Section 80s have been sitting for the financial year 2019/2020 even though it has recently suffered a setback under COVID-19, 4. The Senior Management Team as per the systems of delegation is sitting on a weekly basis to administratively process decisions of council, 5. Oversight committees continue to be functional, and 6. We have established the Financial Disciplinary Board to deal with serious crime of Fraud and Corruption in the municipality by employees.

3.12.3.1.4. Implementation protocols for decisions

1. We might not be able to procure the council resolution tracking system as advised by the FRP however we are able to use the Council resolution action list to track progress in terms of the implementation of the resolutions. 2. This action list is a standing item in all Section 80 Committee meetings as part of ensuring that implementation of decisions of Committees is frequently monitored by Councillors.

Pillar 2 of the FRP The municipality has sought to develop a service delivery model which will respond to the strategic objective of the Integrated Development Planning document of being a cradle of human kind and a caring municipality towards its people. Service delivery has become a base of our existence hence the development of the Service Delivery Model. It is now at the advance stage of being approved by council. We equally value Human capital development hence we continuously on a yearly basis ensure that all the workers irrespective of level they are at, that they are properly skilled as properly articulated in the National Skills Development Strategy 3. We take note that we exist in a technological environment hence we need to up-skill our human capital in the institution so that they can be equal to the call of being service delivery oriented municipality. It is through the Inter-Governmental Relations that we manage the issue of Powers and functions between ourselves as the local sphere and both provincial and national government and thus far there is a seamless relation. We are handling issues like the Financial Recovery Plan in a way that appreciates that the intervention is paramount for the benefit of our people and therefore all hands are on deck from local to national government.

Pillar 3: Human Resource Management and Organizational Restructuring As part of the pillar 3 of the Financial Recovery Plan, we can say without hesitation that Emfuleni Local Municipality has concluded a process of establishing the Service Delivery Model which will ensure there is value for money and that service delivery is amplified.

1. We are in a process of reviewing the organisational structure guided by the Service delivery model, 2. We have ensured that we advertise more than 513 posts in the municipality, 24 managerial posts have been filled already including the Municipal manager and his team. We are in the process of filling general workers post as we did advertise them and for employees with expertise in technical skills, 3. The Human Resources Strategy has been aligned to the FRP in relation to capacity building & training, filling of critical vacancies, organizational structure review and change management. 4. We have also procured fleet in order to ensure that we provide efficient service delivery to the general community of Emfuleni, and 5. Identified risks and mitigation strategies.

Declining economy

1. Council has adopted an LED strategy and will be reviewed next financial year. 2. Council has employed an incumbent Executive Director who deals specifically with economic development in the municipality. 3. There‟s also an intervention by DWS to address the sewer challenges which has been an impediment towards economic growth in the municipality. 4. There‟s also interventions by province which were promulgated in the State of the Province Address and plans are afoot to ensure the realization of such interventions by the provincial government e.g. finalization of the Vereeniging taxi rank, Ab-Inbev investment which is a combination of Project Jordan and Asanti, combined they are to create more than 500 jobs in the municipality. 5. Council has approved the construction of the Vaal River City as promulgated by the president during the 2019 SoNA and construction is about to commence. 6. There is a R30 million expansion project by premier foods „Snowflake‟ and building plans were also approved.

Inadequate, old and ageing municipal infrastructure

1. The National government has made necessary intervention in this regard to address the water and sanitation decaying infrastructure, 2. The smart meter program started but was put in abeyance due to unstable political environment, 3. A contract for the Energy Demand Management will be advertised and implemented by 2nd Quarter 2017/18. R14, million has been allocated through the COGTA grant for pump stations (upgrading of pumps and pipe work). Pipe repairs (Slip lining) on pump station 10 rising main and repairs at union street (R3.5 Million), and 4. R1,6 Million has been allocated through the COGTA grant for PRVs maintenance PRV Maintenance Expected completion date: June 2018; the municipality has embarked on several programmes on refurbishing the Vanderbijlpark reservoir, Vaaloewer water treatment plant, pump stations, water conservation and water demand management programmes which are currently ongoing and envisaged to be completed by end of 2018/19 period.

 High level of unemployment: LGSETA programmes (e.g. Training of Technicians); Skills Audit finalized for Basic Services for Training of Technicians- LGSETA; Partnerhip with SEDA for Business Training (the municipality has partnered with SEDA as per Council Resolution. Regrettably the municipality is unable to fund the partnership due to inadequate cash flow for 2016/17 financial year and again no funds available for the partnership in 2017/18. However, the Municipality anticipate that in 2018/19 financial year they will be in a position to participate and fun the partnership);

Development of a Rural Development Strategy awaiting approval; Established Maize triangle programme and Machinery & Equipment donated from Province; Partnerships formed and MoU's signed with respect to the Vaal Losgistics Hub; LED Strategy approved. Through ELM participation in job creation forum formed by the Gauteng Department of Economic Development, ELM managed to provide learnership for 44 community members in the programme of i-Fundi; Partnered with Department of Rural Development & Land Reform whereby 39 youth from ELM were appointed to participate in NARYSEC Programme.

Urban decay

The Municipality through the revised SDF which is approved annually is aiming on township and and towns‟ revitalization. The Municipality has also resolved that its adjustment budget for 2019/2020 will be focusing on urban development and resuscitation.

Lack of Integrated Public Transport (IPD) system

1. Sedibeng Regional Sewer Scheme addressing Sewer capacity to unlock new developments; Feasibility studies to be conducted for the Vaal Logistics Hub; Vereeniging Inner-City Urban Regeneration Strategy & Business Plan approved by Council, and 2. The revised structural designs of the Vereeniging integrated transport modal have been approved and accepted by all stakeholders involved. Lead consultants have been appointed to deal with the design. The appointment of the contractor is still outstanding.

Environmental pollution

1. Climate change toolkit has been developed and implemented, 2. Green programs are part of Bontle-ke-Botho and a business plan has been developed for the initiative, other green projects includes partnerships with GDARD and AccellorMittal, 3. First draft of state Environment as part of the Environmental Management Framework has been completed, Enforcement and control is in place to regular inspections, Citations for non- compliance have been issued, and 4. A contract for the Landfill Site Operations has been advertised for implementation during September 2017. All Landfill Sites were audited through an appointed external service provider and they are all complying to minimum Environmental Standards for Air Quality.

Fraud and corruption

1. Reviewed Anti-fraud and Anti-corruption Strategy circulated is still getting the inputs 2. MoU concluded with the Ethics Institute of South Africa in order to establish an Ethics Office and Municipal Integrity Project plan. 3. Employee Focus Groups and Councillors awareness workshop completed in November 2016; An Ethics Survey commenced 02 May 2017 and several depots, main building, Trust bank and OK Buildings visited; Online Survey launched 9 May 2017 and completed. 4. Training of 4 Ethics Trainers completed; 2 additional Ethics Officers certified and 2 other in progress of certification. 5. An MPAC report on Fruitless and Wasteful Expenditure was presented to council with recommendations and the executive is to implement the recommendations as adopted by council convened in November 2019.

Pillar 4: Economic Development We are in a process of revising the Local Economic Development Strategy as it has existed for duration of three years now so that we can properly align it with both provincial and national mandates.

As ELM we are at a dire state economically as unemployment statistics have increased to.

 The Senior Political and Administrative Executives of the Municipality have ongoing one-on-one engagements with Arcelor Mittal. Arcelor Mittal is committed to curb job losses in its business operations within Emfuleni. The current employment figures (as at December 2019) at Arcelor Mittal stand at 7776 permanent employees with Vanderbijlpark having 3 842 employees, Vereeniging with 527 and the corporate office with 790 employees.

o Acellor Mittal South Africa‟s cost competitiveness is being negatively impacted by high electricity and rail costs. As such, with regard to finding solutions to the huge electricity cost which continue to threaten the sustainability of the Arcelor Mittal business and the manufacturing sector, as a whole. o Our economy is devastated within the municipality owing to high unemployment rate which has spiraled to above 50%. Our road infrastructure is also not good as it hampers on transport system within the municipality. Our people use private cars, mini buses, maxi taxis, buses and trains. The train stations have not been upgraded except Kwaggastroom. One of the biggest taxi ranks in the Municipality „Vereeniging‟ has been under construction for more than 3 years without completion and this is the project by provincial government however plans are afoot as the revised structural designs of the Vereeniging intergrated transport modal have been approved and accepted by all stakeholders involved. Lead consultants have been appointed to deal the desisgn the appoinment of the contractor is still outstanding.

In relation to progress on the Vaal River City, the following progress has been made:

1. The Vaal River City (VRC) development comprising of the following townships have been approved: Bedworth Park Ext 4, Bedworth Park Ext 5, Bedworth Park Ext 6, Bedworth Park Ext 8, Powerville Ext 6, Leeuwkuil Erf. 220 and Sharpeville Ext. 2. 2. Road network plan has been approved.

3. Sewer and electricity plans have been approved. 4. Storm water plans has been approved. 5. A tender for the construction of the Vaal River City K174 Interchange was advertised by Gauteng Department of Transport (GDRT) on the 8th November 2019 and closed on the 12th December 2019. 6. The interchange will open up easy access to the VRC development. 7. The developer still needs to submit building plans for approval and then start with the development. 8. The key constraint towards the kick-starting of the Vaal River City development depends on the completion of the Rietkuil Wastewater Treatment Works and the private developer‟s resources.

Pillar 5: Financial Planning and Credible Budget

 We have moved to a rebased budget which is funded.  We introduced a procure-to-pay system, reconfiguration of SCM Committees in line with regulation; Daily Cash Flow Management System.  The Budget Management & Control Committee sits on a monthly basis to reprioritisation.  The municipality has kept a positive bank balance for 2018/2019 to-date.  We are able to pay our current bill of both ESKOM and Rand Water whilst engagements are underway to agree on the payment plan to service the historical debt.  Council has approved the cost containment policy which will see great savings for the Municipality.

Pillar 6: Financial Management

 SCM was centralized to ensure controls.  SCM policies are now being adhered to.  There is a clear contract management process in place.  Review of the Supply Chain Policy to further enhance controls and mitigate the risks against maladministration.  All Regulation 36 (deviation) are processed through the Bid Adjudication Committee (BAC) before they are approved by the Accounting Officer.  Re-aligned all Bid Committees in line with the Municipal Supply Chain Policy and Municipal Supply Chain Regulation.  Reviewed all the Top 15 contracts and self-declared an amount of R 873 million to the Auditor General as irregular expenditure. In line with Section 32 of the MFMA, the former Executive Mayor tabled the report.

Pillar 7: Revenue Management and Enhancement

 The municipality is planning on maximizing its collection rate, starting with employees of the municipality „has started‟.  Emfuleni Local Municipality is embarking on a meter installation program as part of revenue enhancement, the program will cover the following critical aspects: 1) Stakeholder engagement & improve level of service to individual client.

Pillar 8: Service Delivery Pillar

In relation to the FRP, indicate the current service delivery levels across the Municipality in respect of each of the following:

Water supply

Water Conservation and Water Demand Management

 The leak repair program has started in areas like Sharpeville and Sebokeng.  Community Awareness Program: There was a door to door program started in Bophelong in the following areas: Ward 6.  21 water meters of domestic & non – domestic consumer meters were replaced.

Water Infrastructure Status

 A significant proportion of the water and the sanitation network, notably AC water pipes and sewer rising mains, have reached the end of their useful lives and a renewal backlog exist;  Maintenance is aimed primarily at meeting the most pressing immediate needs – although preventative maintenance is done e.g. on PRV‟s, seen overall preventative maintenance is insufficient;  Water consumption by customers being charged flat rates is excessive, while cost recovery with regard to water services are very low;  Water losses have a very significant cost impact, Water losses are very high, and water demand management measures are required.

Sanitation Infrastructure Status

 The capacity of the Sebokeng WWTW is being exceeded by more than 50% and the Leeuwkuil WWTW by approximately 30% during dry weather (normal) inflows, while the third (Rietspruit WWTW) has reached capacity, severely affecting the performance of the plants and effluent quality – all three need to be upgraded, also to prevent pollution of the environment;  Sections of the water and sanitation networks where utilisation of pipe networks have reached capacity need to be upgraded to meet current and future demand arising from growth and upgrading of service levels;  Infiltration into the sewer systems contribute to over utilisation of both the reticulation / outfall system and WWTWs, the network not being able to accommodate flows, and exacerbates the WWTW overloading problem; and  Additional infrastructure is needed to provide sanitation services to serve growth including new developments and housing to accommodate low income groups (including the informal settlement dwellers);  Development applications can no longer be approved due to the fact that the existing water and sanitation infrastructure cannot cope with the rapid growth within the Emfuleni area of jurisdiction Electrical

Emfuleni is providing electricity to all the customers that are within the license area as issued by NERSA.

Refuse Removal

The municipality is removing waste from 189,912 households in the formal settlements and 30,223 informal households. This service is provided internally by the municipality with municipal owned trucks and hired trucks.

On average the municipality covered 52.6% of the household with weekly household waste collection services as per schedule including informal settlements.

Cleansing of all CBD’s (both in the cities and in townships)

The Municipality conducts both street sweeping and litter picking in the CBDs in Vereeniging and Vanderbijlpark internally by municipal staff using municipal owned trucks and hired trucks. In addition, the Municipality provides illegal dumps removal services using hired trucks and TLB‟s in the CBDs.

3.12.4. LITIGATION RISKS/REGISTER

The report serves to provide information in relation to the presented data on current imminent litigation risks in relation to the litigation register (Based on the 2018/2019 Litigation Register).

Kindly note notwithstanding the under mentioned data presented as imminent litigation risks; which are contained in the Emfuleni Local Municipality 2018/2019 Litigation Register; the under-mentioned should not be construed as representative of all current or ongoing litigious matters against the Emfuleni Local Municipality, but merely represent purported immediate litigious risks as identified and extrapolated from the Emfuleni Local Municipality 2018/2019 Litigation Register.

Presented Data on current Imminent Litigation Risks in relation to the Litigation Register (Based on the 2018/2019 Litigation Register.

3.12.4.1. Mitigation Actions Undertaken The Legal Services Department has embarked with formalised mitigation strategies to remedy litigious prejudice against the local authority and includes the following actions during the last financial year:

1. The formulation and adoption of a formalised Litigation Management Strategy to ensure uniform decision making in terms of decisions to litigate and the necessitated processes to follow in observance of costs implications thereto. 2. The formulation and adoption of a uniform mandate/instruction precedent to appoint legal practitioners to represent the local authority in specific matters. 3. The formulation and awaiting approval of a formulised legal costs mitigation policy and the establishment of an internal legal costs committee to consider legal accounts tendered by legal practitioners prior to recommendation for payment to the Executive Director Shared Services. 4. Current embankment to clean the Litigation Register in oversight of specific focus to reduce the amount of litigations against the local authority and ensure accurate information capturing in the Litigation Register. 5. The formulation and attendance to individual matters by means of the development of a specimen form to obtain monthly feedback from legal Practitioners on record for the local authority. 6. The formulation and development of a section 62 policy to ensure internal consideration of disputes and claims to resolve matters prior to the escalation of matters into the judicial domain. 7. The limitation of legal practitioners‟ fees in terms of litigious matters in terms of the costs‟ prescripts in relation to both lower and high court matters.

3.12.4.2. Labour Relations Disputes

The Labour disputes which mainly have the potential of huge financial costs to the municipality, are those relating to the elevation of the employees‟ job levels. Invariably, employees in different categories and/or levels of employment declared disputes praying to have their job levels upgraded, in some instances 1 to 2 levels up. This does not only pose an astronomically high financial strain to the Municipality but could also necessitate a review of the entire organizational structure. Employees were granted awards at arbitration processes in respect of these disputes. However, the disputes are still subjudice at the level of the Labour Court. Municipality applied for the review of the said awards.

If the Court orders in favour of the employees, Municipality will be faced with a huge financial liability to content with. This is the main hurdle at this juncture that the Municipality has to overcome.

3.12.5. SWOT ANALYSIS

As could be seen in the Table below, various departments within the Municipality are facing up with various challenges and opportunities at the same time. Based on the SWOT analysis presented in the Table, the strategies phase, which is presented in the next chapter will have informed decisions. The SWOT analysis is an important tool for the municipal plan.

STRENGTH WEAKNESS

Land Use Management System updated Ageing engineering infrastructure; Existing physical infrastructure (roads, Outdated Policies, plans and By-laws; water network, electricity network and Dilapidated recreational infrastructure; cemeteries) Poor book stock in libraries Existing capacity to provide municipal Inadequate infrastructure maintenance services (water, electricity, waste removal) Lack of local economic development Leadership strategy By-law enforcement Inadequate waste management Negative audit opinions Asset management Lack of office space Poor financial management

OPPORTUNITIES THREATS

Excellent location in terms of accessibility Declining economy due to job cuts at and inter-linkage with Merafong, Free State, Arcellor/Mittal Johannesburg and Ekurhuleni Poverty/unemployment impacting Promote diversification of the business negatively on available resources sector Culture of non-payment of services Upgrading of engineering infrastructure Inadequate resources to deal with Tourism increasing demands. Business attraction by means of Vandalism of infrastructure incentives. Illegal connections leading to risks Adequate agricultural land available for (water, electricity) agricultural initiatives/programmes; Pollution (air and water pollution)

CHAPTER 4

4.1. BACKGROUND

The Strategy Chapter seeks to address the key development priorities or strategic objectives and deliverables for the year 2020/20201. The previous Analysis Chapter has determined local issues, problems, potentials and priorities.

The 2020/2021 recognises the importance of maintaining a quality strategy to achieve Emfuleni‟s developmental goals. A strategy is effectively an overarching project that embraces a collection of projects. It provides a realistic guidance to the effective allocation of municipal resources, be they financial or human. It brings together all sectors for which Emfuleni has a mandate and continuous to be very flexible and open to adaptation and change when needed.

4.1.1. Political, Socio and Economic Profile of Emfuleni

Over the years, some key industries have consolidated, relocated or even closed down leading to high levels of unemployment and poverty. As a result, the municipality has very few income generating activities.

4.1.2. Opportunities

There are three (3) institutions of higher learning within the boundaries of Emfuleni. The area enjoys growing opportunities of becoming the food basket of Gauteng Province, which is the economic hub of the country.

4.2. 2020/2021 IDP & BUDGET STRATEGY DEVELOPMENT PROCESS

An Integrated Development Strategy (IDP) and Budget Strategic Lekgotla/Session is critical to determine priority issues because the municipality may not have sufficient resources to address all the issues identified by the different segments of our constituency. The Lekgotla/Session took place on the 04, 05 and 06 February 2020 in Vereeniging. The Strategic Lekgotla was attended by the Executive Mayor, Members of the Mayoral Committee (MAYCO), Speaker of Council, Chief Whip of Council, Municipal Manager-designate, Executive Directors, Senior Managers: Performance, Internal Audit, Budget, PMT Offices and IDP staff, and invited guests included Deputy Minister of CoGTA, Gauteng MEC of CoGTA, Gauteng HoD of CoGTA and senior staff from the departments, Sedibeng District Municipality Executive Mayor and Chairperson of Performance Audit Committee (PaC).

The above process was also complemented by an online public participation through various means such as a release of an MP4 video and other social media programs (refer to Public Participation in chapter 1).

4.3. THE 2020/2021 IDP & BUDGET STRATEGY

In addition to the Sedibeng District-wide Growth and Development Strategic‟ (GDS) key objectives of (5Rs + 2) Reinventing our economy, Renewing our communities, Reviving a sustainable environment, Reintegrating our region, Releasing human potential, Good and Financial sustainable governance and Deepening democracy and the Financial Recovery Plan‟s (FRP) eight key strategies of Governance and Stakeholder Management, Human Resource Management and Organizational Restructuring, Service Delivery Model, Service Delivery, Financial Planning, Financial Management and Revenue Management. The following are the municipal‟s key objectives for 2020/2021:

4.3.1. Governance & Stakeholder Management and Human Resource Management & Organizational Restructuring;

The MEC for CoGTA announced the formation of an Intervention Team that is assigned to the municipality. Members of the Mayoral Committee (MAYCO) and Executive Committee (EXCO) to be subjected to performance contracts. Encourage public participation meetings, especially at ward levels, with civil society and sectoral organizations. Intensify civic education on municipal programs including health and social development programs. Making use of public notices and exhibitions at shopping malls and taxi ranks. All critical vacancies to be filled. Communication strategy to be in place and councillors to receive in-depth training. A draft “flexible shift” system and shift allowance policy is developed and ready to serve to Council. A proper plan on consequence management to be submitted to the Executive Mayor. Credible and effective way on implementation of Council resolutions needed. It should also track resolutions from EXCO, Mayoral Committee to Council level. A One-stop call Centre needed to handle customer queries and needs effectively and to monitor progress and resolutions of issues. Monthly meetings to take place between the municipal leadership collective and the Office of MEC for CoGTA. To undertake and Audit on work done since the coming into effect of Section 139. Do away with outsourcing and procure own fleet. Utilise own workshops/repairs. The Lekgotla was also encouraged of the prospects of bench-marking with other municipalities such as Ekurhuleni Municipality to share strategic inputs on different areas that they have excelled on like on revenue enhancement, electricity management, waste collection, etc. Promotion of work ethics.

4.3.2. Service Delivery Model and Service Delivery;

 Creating institutional capacity for essential services to respond effectively and efficiently.  Form partnerships with VUT and NWU for research and development on key strategic issues such as resuscitation of laboratories (Leeuwkuil), impact on WCWDM, approach

and methodology into introducing the concept of meter and unmetered areas, and community strategy.  There need to be an improved stakeholder engagement on projects.  Installation of AMR meters to bring all bulk customers online.  Invest in new technologies to improve quality service delivery.  Implementation of strategies to prevent cable theft through cable tracking programs and security at sub-stations by installation of robust doors.  Expansion of the Broadband roll-out and free Wi-Fi areas provision. The municipality should engage potential partners and funders in order to commence implementation of the program in the 2020/2021 financial year.  Invest in new technologies to improve quality service delivery.  Implementation of strategies to prevent cable theft through cable tracking programs and security at sub-stations by installation of robust doors.  Expansion of the Broadband roll-out and free Wi-Fi areas provision. The municipality should engage potential partners and funders in order to commence implementation of the program in the 2020/2021 financial year.  Review and implementation of the Back-to-Basics Service Delivery Program.  Intensify pothole patching campaigns.  Implementation of several water projects started in 2018/2019 financial year through DBSA program.  Initiate multi-program on upgrading of network (rehabilitation and replacement plan).  Provide comprehensive and sustainable Health and Social Services Development Services.  Centralising of reporting on all projects.  Coordinating planning and prioritization of projects.  Standardising the procedure of project implementation.  Building of prototypes Early Childhood Development Centres (ECDs)/Early Day Care Centres to provide safety and protection of children by transferring them from non- complying ECDs to the prototypes and providing quality services and protection to the elderly people.  Attending to electronic complains and improve on management of municipal services.  Work towards finalization of ECDs (Sharpeville and Boipatong) and effect minors finishes and touch-ups on Eaton ECD which is awaiting certification of occupation.  Working with the provincial and national department to deliver ideal clinics to speedily improve health infrastructure for the roll-out, for the roll-out of National Health Insurance.  The filling of all critical positions with competent employees and resourcing will have an impact on service delivery. Enforcement of competent standards and capacity building of the workforce. Skills Audit to ensure that capacity building is informed by the institutional strategy and gaps learning and educational gaps identified.  Reseal 30 kilometres of roads to prolong the lifespan of roads network infrastructure.  Fast track the R42m allocated for roads program by the Provincial Department of Roads and Transport.  Curb electricity By-Laws and continue to conduct regular routine inspections at new development areas and do disconnections using officials and contractors.  The installation of check meters at the Rand Water supply points.  The 2020/2021 IDP, Budget and Project Implementation Plan should be developed is such a way that it includes the roads projects and others which were removed through

the reprioritization process. The removal was done despite some road‟s projects being ready for construction. This will assist to complete political term of office and the IDP.  Project implementation to focus on clearing the IDP list. New projects should be limited to high priority/emergencies.  The municipality to embark on mass verification of indigents campaigns. Credible verification and registration of indigent house-holds applicants (verification system like SARS and Home Affairs).  Strengthen programs and campaigns on healthy lifestyle in communities. Embarking on massive campaigns against drugs and substance abuse in our communities and establish Local Drugs Committees.  Improve health facility infrastructure/maintenance to avoid health and safety risks.  Promulgation and enforcement of By-Laws such as on environment, informal settlement, rental stock and housing, etc.  Land Use Management to review internal business processes to enable speedy processing and approval of housing projects.  Municipal Spatial Development Framework should incorporate the principle of restructuring zones in order to promote Social Housing Development.  Prioritisation and approval of restructuring zones to fast track social housing projects.  Relocation and alignment of shacks in Tshepiso Phase 4 and Snake Park (Ward 8).  Curbing of land invasion, illegal occupation of houses and vacant stands.  Review ELM rate policies to incorporate punitive tariffs for non-permitted uses, based on best practice in order to curb illegal land uses and illegal building. Increase the number of Inspectors for the attendance of illegal land uses and building contraventions and detailed investigations thereof.  Brand repositioning ELM and beautification of the area of Emfuleni for Tourism development.  Work on minimizing public complaints.  Taking legal action against illegal construction and problem buildings. More support and collaboration with Legal Services required.  Approval of Informal Trading By-Laws.  Enforcement of Built Environment By-laws in order to reduce contraventions and non- compliance.

4.3.3. Financial Planning & Financial Management and Revenue Management and Economic Development;

Strive to improve audit outcomes. A workshop to be arranged to develop strategies to fight corruption, maladministration and lethargy. Development of a costed insourcing management framework and implementation plan. Work towards formation of Social Network Partnerships with business sector, organs of civil society to create job opportunities and poverty reduction. Work on timeous payment of service providers. Continue with indigent burials. SMMEs development, including establishment of a One-Stop Centre for supporting SMMEs in the 2020/2021 MTREF period. Accelerate and sustain partnerships with the private sector for economic development initiatives and investments.

Ward Councillors to drive a massive indigent registration and verification campaigns including at shopping malls and public places. Once off indigent registration of SASSA pensioners and reviewed every 5 years. Tariffs to be reviewed to determine if they are cost-effective, affordable and sustainable. Credible review of the tariffs structure to reflect the current socio-economic status and living conditions of local communities (undertakers‟ certificates and biokinetic membership tariffs). Both the Budget Committee and Budget Monitoring and Coordinating Committee to be revived and be made functional. Negotiating the review of the funding mechanism for municipal services from the District and National Treasury. Negotiating the review of the funding mechanism for municipal services from the District and National Treasury. Improvement of Supply Chain Management processes to fast tracked tenders‟ processes and avoid cancellations. Improvement in the maintenance of rental stock in order to improve rental payment by tenants. Ring-fencing the revenue received from cross-border agreements (CoJ and MidVaal) to sustain the operations and maintenance of landfill sites. CoGTA instituted the cost re-imbursement process were funds are transferred to ELM per invoice. The process was supposed to take 30 days from the date of submission as per MFMA but has not yielded the intended results because some invoices are paid late. Close monitoring of expenditure on Grants. Fundraising for projects. Pursue unconfirmed funding/commitments by CoGTA and Human Settlement to the value of R6b to address some of the infrastructural backlogs (e.g. Bophelong storm water project). An investigation to be instituted on why lease agreements and advertisements are not generating income. To start negotiations of VESCO on all land that is available to sell or make use of it. Conclude on a discussion of auditing all municipal assets on how they are benefitting the municipality such as Hertzof and all other municipal buildings in order to generate income. That the issue of old debt be addressed in feasible manner to motive payments. Utilization of indigent database to profile youth beneficiaries (creating jobs within ELM) and provide exit strategies. The sub-contracting of the local contractors and procuring materials locally needs to be emphasised to help in creating job opportunities and boosting the local economy. Create meaningful partnerships including with GDARD to assist in agriculture for alleviation of poverty. Need to continue creating jobs through capital projects (EPWP). ELM need to participate in PPPs and find alternative sources of funding service delivery projects. An Investment Committee to be established comprising of key departments to communicate with investors. Job creations are supported such as proposed fish farming.

4.3.4. Vaal 21 Initiatives, Priority ELM catalytic developments and investments

o Implement District Approach Model for cross border discussion with neighbouring municipalities for economic development.

o The Vaal River System Intervention is one of the contributors towards turning around the municipality sanitation infrastructure rehabilitation and upgrades. o The upgrading of VaalOewer Water Treatment Plant and construction of the elevated Steel Tank at the Vanderbijlpark Reservoirs to ensure constant supply of water to the community of Emfuleni Municipality. o Produce a broacher to package all flagship projects. o Built the marine Economy. o The Vaal River City (Vaal 21 Game Changer). o AB-InBev Investment: Project Isanti and Project Jordan. o Vaal Aerotropolis: Logistical Hub and Airport. o Professionalising of infrastructure provision. o Agri-Parks. o Township Automotive Industry. o Special Economic Zones (SEZ). o Urban Regeneration (with specific focus on Vereeniging and Vanderbijlpark as hotspots. o Prioritise catalytic investments and strategic economic development initiatives to enhance the local economy. Aging and dilapidated infrastructure needs to be address to sustain economic growth and accommodate the ever-growing population.

4.4. Purpose of the Governance and Institutional Framework

Emfuleni Local Municipality (ELM) has a responsibility to be ahead in providing solutions to the challenges faced by the people of the Vaal especially the poor whilst balancing the interest of other interest groups as a biggest municipality in the region. Our objective must therefore be that of taking a new direction in responding to the challenges faced across all sectors of society. The region is littered with the abundance of information historically developed to integrate Sedibeng to the Gauteng economy through its unique market products. The Sedibeng Spatial Development Framework, District and Local Master Plans, Sectoral Business Plans, Initiatives from Institutions of Higher Learning (NWU, VUT etc.), Consultants reports and many others must be consolidated for review and analysis. These initiatives must be revisited as to strengthen the existing industries to sustain quality jobs whilst creating new opportunities. The diversification of the local economy beyond manufacturing is an imperative. There are emerging opportunities that require our attention as we pursue economic diversification. 4.5. Overview of the Status Quo (Economic) A balanced undertaking in analyzing our local political-economic situation is an absolute necessity. The NDP says “Demographic information plays an essential role in assessing whether a region is reaching its social and economic goals, including the Millennium Development Goals (MDGs), and how it compares with other regions. The National Development Plan (NDP), which provides a long-term vision of what the country should aim to achieve by 2030, recognizes that improved demographic patterns are key to an improved economy and society. Over time, the age structure of South Africa‟s population has changed as the population transitions from high to lower fertility and mortality rates. Demographic changes that a society experiences may lead to a window of opportunity for higher economic growth, with a greater supply of labour and lower dependency ratios as the working age population rises in proportion to the number of young and elderly people.

The NDP aims to maximize the benefits of this „demographic dividend‟ demographic information to understand our base line.

The tables below briefly describe the Sedibeng economic status quo segmented per municipal area into population size, unemployment by race and gender. The salient features of the information for our purpose are historical data for comparative analysis. We however confirm the data on the tables below reflects a picture of a worsening economy compared to the past ten years.

■ Historical and Economic Development and regional context ■ Developmental challenges ■ Strength and anchors for possible trajectory ■ Review of our ways of doing things ■ Suggest vehicles for sustenance for these suggested solutions ■ What needs to be done and possible support systems and benchmark Economic history of the Vaal and development.

Developmental Challenges

■ Lack of overall economic strategic impact ■ Steel industry and international trade collapse ■ Agri-biz and other related challenges and lack or poor planning for downstream industries ■ Poor maintenance of Infrastructure and attraction of investments ■ No new Infrastructure investments ■ Environmental pollution and river industries ■ Tourism and environment challenges that has an adverse spawning to other industries ■ Challenges to social cohesion and concomitant issues of…

– Unemployment – Huge educational deficit – Health challenges – Low tax base Lack of overall economic strategic impact – Steel industry and international trade collapse – Agri-biz and other related challenges and lack or poor planning for downstream industries – Poor maintenance of Infrastructure and attraction of investments – No new Infrastructure investments – Environmental pollution and river industries – Tourism and environment challenges that has an adverse spawning to other industries – Challenges to social cohesion and concomitant issues of… – Unemployment – Huge educational deficit – Health challenges – Low tax base Lack of overall economic strategic impact

Priority Regional Economic Sectors

Manufacturing Maritime Economy Real Estate & Logistics ICT & Financial Services &Tourism Sector Township Economy & Aqua-Culture River City Development Broadband Connectivity

SMME‟s Retention strategy for Marine Resort Student City (VUT & Existing Businesses NWU) Creation of Black Aquarium Logistics Hub & Airport Industrialists Geographic Name Changes

Agriculture and Agro-processing

Agro-processing is the processing by manufacturing of the outputs of the agriculture, forestry & fishing Sub-sector. It is the sub-set of manufacturing that uses agricultural products as inputs, and includes the manufacture of food products (including preserving perishable foodstuffs) and goods such as paper and natural or blended textiles. Agro-processing occurs not only in the formal sector of the economy but also includes traditional methods of preparing agricultural products, such as hand weaving and small- scale jam making.

Many agro-processing operations produce goods used as inputs in further manufacturing. Textiles made by an agro-processor may be used by another manufacturer to make clothing, while flour may be sold to a bakery.

In addition to its importance for food security, this makes agro-processing an important part of the value chain as it contributes a significant component of total manufacturing value added. The GPG aims to promote small scale farming and urban food production in Corridors where there is potential, including Sedibeng and the West Rand.

4.6. Game Changers

SETTING UP A DEVELOPMENT AGENCY FOR COORDINATION VAAL FREIGHT LOGISTICS HUB RURAL DEVELOPMENT RIVER CITY METROPOLITAIN MUNICIPALITY FIBRE OPTIC CONNECTIVITY HERITAGE & COMMEMORATIVE EVENTS SEDIBENG REGIONAL SANITATION SCHEME ALTERNATIVE ENERGY GENERATION INTERMODAL PUBLIC TRANSPORT NODES

4.7. Conclusion and Recommendations These flagship projects are based on the implementation of the VAAL 21 vision including the development on both sides of the Vaal River. ELM and the District should coordinate the economic revival within the new framework of the District Development Model.

CHAPTER 5 EMFULENI PROJECTS Vote number Project Title Funding Source 2020/21 2021/22 2022/23

WATER SERVICES BULK WATER SUPPLY FROM TSHEPISO TO SHARPEVILLE (W&S) MIG NATIONAL 14,371,793.59 6,822,922.60 - BULK WATER SUPPLY FROM UNITAS RESERVIOR TO SONLANDPARK MIG NATIONAL 12,017,082.00 - - WATER SUPPLY TO WESTERN AREARS AND VAALOEWER OUTSIDE MIG NATIONAL 8,246,364.70 URBAN EDGE - - CONSTRUCTION OF WATER PIPE LINE FROM LETHABONG TO MIG NATIONAL 21,004,839.43 HOUTKOP - - CONSTRUCTION OF BULK WATER SUPPLY FROM HOUTKOP TO MIG NATIONAL 11,553,591.99 UNITASPARK - - BULK WATER SUPPLY FROM EVATON RESERVIOR TO DADEVILLE MIG NATIONAL 13,349,860.40 - - 27,721,653.99 18,840,004.60 40,804,796.12 WASTE WATER MANAGEMENT Various Sewer Projects Three Rivers, Three Rivers East, Sonlandpark MIG NATIONAL 4,314,999.49 7,500,000.00 - Upgrading gravity outfall sewer: Union Street (Development of technical MIG NATIONAL 15,000,000.00 6,082,500.00 reports and implementation plan) - Gravity sewer line from Houtkop and Unitaspark north of Leeuwkuil MIG NATIONAL 20,068,615.97 WWTW to PS3D (Development of technical reports and implementation 1,640,384.05 - plan) Upgrading of existing main outfall sewer on the Northen Area (Evaton & MIG NATIONAL 11,999,999.96 9,522,000.04 Sebokeng) - Upgrading of Sewer pipeline from PS8: Rising main to Stilling box MIG NATIONAL 15,000,000.00 6,528,000.00 - Gravity sewer line from industrial through Boipatong / Tshepiso to PS4 MIG NATIONAL 680,844.12 (Development of technical reports and implementation plan) 6,969,155.88 - Rehabilitation of Emfuleni Pump Stations: Pump Station 8,9 & 10 MIG NATIONAL 12,000,000.00 14,571,962.34 - Gravity line from Flora Gardens to River Pump station, 500 dia and 5 800m MIG NATIONAL 25,212,851.78 long - - Replace Gravity line Rust-ter-Vaal to Meyerton WWTW, 500 dia and 1 MIG NATIONAL 9,512,756.25 800m long - - 70,109,539.89 61,768,921.96 34,725,608.03 SOLID WASTE

MANAGEMENT Develop 5 New Transfer Stations For Vanderbiljpark ,Vaaloewer,Sebokeng MIG NATIONAL 8,000,000.00 ,Evaton and Sharpeville. - - ELM: Investigate and Develop New general Landfill Sites MIG NATIONAL 9,574,510.39 17,254,348.53 1,182,339.60 1,182,339.60 9,574,510.39 25,254,348.53 ROADS & STORMWATER MANAGEMENT ELM: Construction and upgrading of Thomas Nkobi Drive in Bophelong - MIG NATIONAL - 4,399,440.00 16,928,032.31 Phase 2 Construction of Lake Side Proper Block 4 (34th and 35th) Street MIG NATIONAL 10,106,324.58 - - Tarring of Dlamini Street from Umzivumbu to Moshoeshoe Boipatong MIG NATIONAL 5,148,936.51 - - Tarring of Pitseng and Uranuim Streets MIG NATIONAL 12,761,389.65 - - Tarring of Begonia Street in Palm Springs MIG NATIONAL - 5,538,531.18 4,512,459.78 Tarring of Micardo Street in Evaton MIG NATIONAL - 9,993,224.45 5,183,436.19 Construction of Ironside Road 1 Stormwater and Paved Sidewalks MIG NATIONAL - 15,596,578.51 - Construction of Van Shalkvyk Streets Eatonside MIG NATIONAL 14,753,254.58 18,816,537.31 9,245,758.04 UPGRADE GLASCO & DONA ROAD EVATON OWN INTERNAL 700,000.00 - - FUNDING 43,469,905.32 54,344,311.45 35,869,686.32 PUBLIC SAFETY & COMMUNITY DEVELOPMENT COMMUNITY ASSETS( SPORTS & RECREATION) Construction of a Multipurpose Recreational Facility in Palm Springs MIG NATIONAL 11,146,089.94 25,000,000.00 (Phase 2) - Upgrading of Zone 7 Stadium MIG NATIONAL 3,500,000.00 - - Upgrading of Zone 11 Stadium MIG NATIONAL 3,300,000.00 - - Upgrading of Tennis courts (Tshepiso, Sharpeville & Sebokeng) MIG NATIONAL 500,000.00 - - Upgrading of fence irrigation & facilities in Boipatong MIG NATIONAL 700,000.00 - - Highmast lights in crime hotspots areas MIG NATIONAL 3,128,160.00 - - Finalisation of work to commission community halls MIG NATIONAL 1,000,000.00 - -

Refurbishment of Zone 3 Stadium MIG NATIONAL 2,043,150.00 - - Refurbishment of Boipatong Stadium MIG NATIONAL 1,338,510.00 - - Refurbishment of Bophelong Stadium MIG NATIONAL 1,464,023.00 - - Refurbishment of Lakeside Stadium MIG NATIONAL 604,809.00 - - Refurbishment of SE 2 Swimming Pool MIG NATIONAL 1,542,398.00 - - Refurbishment of Zone 15 Stadium MIG NATIONAL 1,427,147.00 - - 8,420,036.99 12,346,089.94 35,928,160.00 COMMUNITY ASSETS( CEMETERY) Upgrading of Rusterval Cemetery MIG NATIONAL 5,078,193.20 - - Upgrading of Tshepiso Cemetery MIG NATIONAL 9,192,274.21 - - Vanderbilpark Cemetery MIG NATIONAL 11,938,818.46 11,915,001.00 - 9,192,274.21 17,017,011.66 11,915,001.00 ELECTRICITY Replace 11kV switchgear in various substation OWN INTERNAL 30,000,000.00 30,000,000.00 15,000,000.00 FUNDING Replacement of current transformers at various substations OWN INTERNAL 2,000,000.00 2,000,000.00 FUNDING 4,000,000.00 Replacement of 11kV RMI (Ring main Units) OWN INTERNAL 3,000,000.00 3,000,000.00 FUNDING 3,000,000.00 Replacement of 11kV Breakers OWN INTERNAL 10,000,000.00 10,000,000.00 10,000,000.00 FUNDING Upgrading of 11kV network Mario Milani VRG OWN INTERNAL 5,000,000.00 FUNDING 5,000,000.00 - Power quality measuring instruments OWN INTERNAL 1,000,000.00 1,000,000.00 FUNDING 1,000,000.00 Master Planning OWN INTERNAL 10,000,000.00 10,000,000.00 FUNDING Communication Equipments (Radio) OWN INTERNAL 100,000.00 FUNDING 100,000.00 20MVA, 88/11kV transformer and switchgear at Vesco substation OWN INTERNAL 4,500,000.00 FUNDING 4,000,000.00 -

Installation of 88kV Switchgears at various substation OWN INTERNAL 20,000,000.00 20,000,000.00 6,000,000.00 FUNDING Scada system (Supervisory and remote switching) OWN INTERNAL 3,000,000.00 3,000,000.00 FUNDING - Installation of Mink conductors OWN INTERNAL 3,000,000.00 2,000,000.00 FUNDING 2,000,000.00 Replace 88kV switchgear in various substation OWN INTERNAL 15,000,000.00 5,000,000.00 5,000,000.00 FUNDING Install second supply to SE10 substation OWN INTERNAL 5,000,000.00 FUNDING 2,000,000.00 - New connections and network reinforcement OWN INTERNAL 3,000,000.00 3,000,000.00 FUNDING 6,000,000.00 20MVA, 88/11kV transformer and switchgear at Duncanville substation OWN INTERNAL 6,000,000.00 FUNDING 6,000,000.00 - Increase notified maximum demand at various Eskom intake substations OWN INTERNAL 40,000,000.00 40,000,000.00 FUNDING - Upgrading of Mckinnon chain 88/6.6kV substation OWN INTERNAL 1,000,000.00 FUNDING 1,000,000.00 - Replace battery system on 11kV system OWN INTERNAL 1,000,000.00 2,000,000.00 FUNDING 1,000,000.00 Powerville 1 replace 22kV Outdoor to Indoor sub OWN INTERNAL 10,000,000.00 10,000,000.00 FUNDING - Replace pilot cables with optic fibre cables OWN INTERNAL 10,000,000.00 10,000,000.00 FUNDING - Installation of Highmasts in Emfuleni (MIG) OWN INTERNAL 500,000.00 500,000.00 FUNDING 1,000,000.00 Upgrading of public lighting (Emfuleni) OWN INTERNAL 3,000,000.00 3,000,000.00 FUNDING 2,000,000.00 EEDSM OWN INTERNAL 5,000,000.00 5,000,000.00 FUNDING 5,000,000.00 Upgrading of traffic lights OWN INTERNAL 3,000,000.00 3,000,000.00 FUNDING 4,000,000.00 Upgrading of new substation at Verdi SW5 OWN INTERNAL 6,000,000.00 FUNDING 5,000,000.00 - INEP OWN INTERNAL 25,572,000.00 12,100,000.00 FUNDING 5,500,000.00 Lethabong phase 1 Electrification OWN INTERNAL 1,700,000.00 FUNDING 5,400,000.00 - Lethabong Bulk OWN INTERNAL 5,650,000.00 FUNDING 9,000,000.00 - Tshepong phase 3 Bulk OWN INTERNAL 5,189,125.00 FUNDING 3,000,000.00 - Tools and Test Equipment OWN INTERNAL 2,000,000.00 2,000,000.00

FUNDING 6,000,000.00 Upgrade of 88kV underground cable to overhead line OWN INTERNAL 5,000,000.00 FUNDING 1,500,000.00 - Tosa Transformer Bay Replacement OWN INTERNAL 12,000,000.00 10,000,000.00 FUNDING - Sebokeng Ext 30 Electrification OWN INTERNAL 986,000.00 4,000,000.00 FUNDING 3,500,000.00 Secone POD for Vanderbijlpark 88Kv OWN INTERNAL 50,000,000.00 30,000,000.00 FUNDING 6,000,000.00 239,000,000.00 296,197,125.00 121,600,000.00

SOURCE OF FUNDING 296,197,125.00 121,600,000.00 INTERNAL 239,700,000.00 159,395,750.00 173,890,850.00 184,497,600.00 NATIONAL

PROVINCE - - -

EXTERNAL - - - 399,095,750.00 470,087,975.00 306,097,600.00

5.2. SECTOR DEPARTMENT PROJECTS 5.2.1. DEPARTMENT OF HEALTH

Construction of new clinic in Boitumelo Construction of new clinic in Sebokeng Zone 17 Upgrading of facility in Kopanong Hospital Upgrading of facility in Sebokeng Hospital Upgrading of Facility in Johan Heyns 5.2.2. DEPARTMENT OF EDUCATION

Construction of Tshepiso Primary School Construction of Tshepong Primary School Construction of Setlabotjha Primary School Construction of Golden Gardens Primary School Replacement of asbestos schools with bricks and mortar- Rus-ter-Vaal Construction of Savanna City Primary School Jordan Secondary – Upgrade to full ICT school Fencing of Laerskool Frikkie Meyer Ramosukulu Secondary School – Upgrade to full ICT school Roshnee SS – Upgrade to full ICT school Fencing of Vaal High General Smuts High – Repair structural defects Rehabilitation of Kgokare Secondary School Refurbishment and rehabilitation of Laerskool Drie Riviere Refurbishment & rehabilitation of Laerskool Noordhoek Refurbishment & rehabilitation of Lakeside Estate PS Refurbishment & rehabilitation of Mojala-thuto PS Refurbishment & rehabilitation of Pitseng PS Tokelo SS – Repairs to malicious damage to property Refurbishment & rehabilitation of Vereeniging Gymnasium SS Arcon Park PS – Repair of structural defects 5.2.3. DEPARTMENT OF SOCIAL DEVELOPMENT

Boipatong Social Integrity facility Construction of Sebokeng Inpatient Rehabilitation Centre Sharpeville ECD and Aged Day Care 5.2.4. DEPARTMENT OF SOCIAL DEVELOPMENT

Upgrading of Rensburg Ext 4 Upgrading of Evaton stands Upgrading of Bophelong Chris Hani Ext 1 Upgrading of Westside Park (Sebokeng Ext 21) Upgrading of Rus-ter- Vaal Upgrading of Johandeo Phase 2 Upgrading of Vereeniging Old Hospital 5.2.5. DEPARTMENT OF ROADS AND TRANSPORT

R59 Pedestrian bridge Upgrading of Road R82 Phase 3

5.2.1. DEPARTMENT OF HEALTH

Rehabilitation of road P156/3 from P155/1 to D2568

5.3. Infrastructure Challenges

There were projects that have been reprioritise to fund the sanitation projects. Some of the incomplete projects that are unfunded include the Rus-Ter-Vaal Stadium, Palm Springs Sports stadium, etc. There is also lack of maintenance budget for all development projects done.

CHAPTER 6

6.1. SUMMARY OF THE BUDGET FOR THE 2020/21 – 2022/23 MEDIUM TERM REVENUE AND EXPENDITURE FRAMEWORK PERIOD

6.1.1 Executive Summary SUMMARY OF THE BUDGET FOR THE 2020/21 – 2022/23 MEDIUM TERM REVENUE AND EXPENDITURE FRAMEWORK PERIOD

Executive Summary

The proposed revenue budget for the financial year is R6,400,348,599 which is Municipal Own Revenue of R5,312,903,873 or 83% and Government Grants of R1,087,444,726 or 17% of total revenue. The proposed expenditure budget amounts to R6,400,348,599 operational budget R6,066,389,006 or 95% and a capital budget of R333,959,593 or 5% of total expenditure. This is an increase of R245, 685,866 or 5% on the 2019/20 mid-year adjustments budget of R6, 154,662,733.

Table 1 - Consolidated Overview of the 2020/21 MTREF

Description 2019/20 2020/21 MTREF Adjustments Budget Year Budget Year+1 Budget Year+2 Rand Budget 2020/21 2021/22 2022/23 Municipal Own Revenue 5,077,408,216 5,312,903,873 5,671,332,414 5,944,461,990 Transfers and 1,077,244,516 1,087,444,726 1,129,263,000 1,216,604,000 contributions (incl. capital transfers) External Borrowings 0 0 0 0 Total Revenue 6,154,662,733 6,400,348,599 6,800,595,414 7,161,065,990 Operational Expenditure 5,839,314,552 6,066,389,006 6,427,204,564 6,733,068,390 Capital Expenditure 315,348,181 333,959,593 373,390,850 427,997,600 Total Expenditure 6,154,662,733 6,400,348,599 6,800,595,414 7,161,065,990 Surplus / (Deficit) 0 0 0 0

Municipal own revenue is disclosed net of amounts of indigents subsidy.

Operating Revenue Framework

Table 2 - Summary of operating revenue classified by main revenue source

Item Group 2020/21 MTREF 2019/20 Rand 2020/21 2021/22 2022/23 REVENUE Property Rates 886,129,548 932,745,127 975,651,403 1,020,531,368 Service Charges – Electricity Revenue 2,321,186,887 2,664,573,117 2,851,486,441 2,996,797,223

Service Charges – Water Revenue 1,096,501,143 787,781,223 875,558,623 915,834,320 Service Charges – Sanitation 298,677,808 316,930,020 331,508,801 346,758,206 Revenue Service Charges – Refuse Revenue 167,988,627 163,643,753 171,171,366 179,045,249 Service Charges – Other - - - - Rental of Facilities and Equipment 18,109,299 13,782,411 14,471,532 15,195,108 Interest Earned – External 8,643,771 18,459,914 18,459,914 18,459,914 Investments

Item Group 2020/21 MTREF 2019/20 Rand 2020/21 2021/22 2022/23 Interest Earned – Outstanding Debtors 74,658,605 135,845,776 140,717,207 145,823,924 Dividends Received - - - - Fines, Penalties and Forfeits 134,962,177 200,466,442 209,687,899 219,333,542 Licences and Permits 297,886 19,817 20,808 21,848 Agency Fees - - - - Transfers and Subsidies 848,880,735 900,411,976 938,872,150 1,011,606,400 Other Revenue 70,262,466 78,726,269 82,598,419 86,661,288 Gains on Disposal of PPE - - - - Total Revenue (excluding capital 5,926,298,952 6,213,385,845 6,610,204,563 6,956,068,390 grants and transfers)

The largest revenue items are electricity revenue at R 2,664,573,117of R 6,213,385,845 or 43%, assessment rates at R 932,745,127 of R 6,213,385,845 or 15%, operating government grants at R 900,411,976 of R 6,213,385,845 or 14%, and water revenue at R 787,781,223 of R 6,213,385,845 or 13% of the total revenue.

Revenue from electricity and water sales, government grants and property rates remain the main income items for the MTREF period as can be seen on the table “percentage growth in revenue by main revenue source” below.

Table 3 – Percentage growth in revenue by main revenue source

Item Group 2020/21 MTREF Rand 2019/20 2020/21 2021/22 2022/23 REVENUE

Property Rates 886 129 548 932 745 127 15% 975 651 403 15% 1 020 531 368 15%

Service Charges – Electricity Revenue 2 321 186 887 2 664 573 117 43% 2 851 486 441 43% 2 996 797 223 43%

Service Charges – Water Revenue 1 096 501 143 787 781 223 13% 875 558 623 13% 915 834 320 13%

Service Charges – Sanitation Revenue 298 677 808 316 930 020 5% 331 508 801 5% 346 758 206 5%

Service Charges – Refuse Revenue 167 988 627 163 643 753 3% 171 171 366 3% 179 045 249 3%

Service Charges – Other - - - -

Rental of Facilities and Equipment 18 109 299 13 782 411 0% 14 471 532 0% 15 195 108 0%

Interest Earned – External Investments 8 643 771 18 459 914 0% 18 459 914 0% 18 459 914 0%

Interest Earned – Outstanding Debtors 74 658 605 135 845 776 2% 140 717 207 2% 145 823 924 2%

Dividends Received - - - -

Fines, Penalties and Forfeits 134 962 177 200 466 442 3% 209 687 899 3% 219 333 542 3%

Licences and Permits 297 886 19 817 0% 20 808 0% 21 848 0%

Agency Fees - - - -

Transfers and Subsidies(Operational) 848 880 735 900 411 976 14% 938 872 150 14% 1 011 606 400 15%

Other Revenue 70 262 466 78 726 269 1% 82 598 419 1% 86 661 288 1%

Gains on Disposal of PPE - - - -

Total Revenue (excluding capital grants and transfers) 5 926 298 952 6 213 385 845 6 610 204 563 6 956 068 390

Operating grants and transfers amount to R 900,411,976 in the 2020/21 financial year increase to R 938,872,150in the 2021/22 financial year and R 1,011,606,400 in the 2022/23 financial year. The following table gives a breakdown of the various operating grants and subsidies allocated to the municipality over the medium term. The Provincial Allocations are indicative amounts informed by the Gauteng Provincial Gazette Extraordinary of the 2019/2020 financial year:

Operating Expenditure Framework

The following table is a high level summary of the draft 2020/21 MTREF expenditure budget classified per main type of operating expenditure:

Table 4- Summary of operating expenditure by standard classification item

Item Group 2020/21 MTREF 2019/20 Budget Year Budget Year+1 Budget Year+2 Rand 2020/21 2021/22 2022/23 OPERATIONAL EXPENDITURE R R R R Employee Related Cost 1 144 837 282 1 316 183 178 1 390 412 217 1 474 892 558 Remuneration Of Councillors 58 772 972 60 232 155 65 855 781 72 041 756 Debt Impairment 1 226 360 087 1 192 520 024 1 190 361 074 1 215 652 162 Depreciation and Asset Impairment 433 742 701 387 830 711 407 837 247 430 578 549 Finance Charges 19 011 065 5 000 000 5 295 000 5 607 405 Bulk Purchases 2 196 220 480 2 524 236 222 2 667 930 364 2 804 420 413 Other Materials 70 752 572 69 986 679 74 185 880 78 637 033 Contracted Services 380 403 138 315 952 056 392 620 382 421 529 272 Transfers and Grants 2 259 478 2 259 478 2 259 478 2 259 478 Other Expenditure 286 854 777 192 188 503 230 447 141 227 449 766 Loss on disposal of PPE - - - - Total Operating Expenditure 5 819 214 552 6 066 389 006 6 427 204 564 6 733 068 392

Table 5 – Percentage growth in expenditure by expenditure type

Item Group 2020/21 MTREF 2019/20 Budget Year Budget Year+1 Budget Year+2 Rand 2020/21 2021/22 2022/23 OPERATIONAL EXPENDITURE R R R R Employee Related Cost 1 144 837 282 1 316 183 178 22% 1 390 412 217 22% 1 474 892 558 22% Remuneration Of Councillors 58 772 972 60 232 155 1% 65 855 781 1% 72 041 756 1% Debt Impairment 1 226 360 087 1 192 520 024 20% 1 190 361 074 19% 1 215 652 162 18% Depreciation and Asset 6% 6% 6% 433 742 701 387 830 711 407 837 247 430 578 549 Impairment Finance Charges 19 011 065 5 000 000 0% 5 295 000 0% 5 607 405 0% Bulk Purchases 2 196 220 480 2 524 236 222 42% 2 667 930 364 42% 2 804 420 413 42% Other Materials 70 752 572 69 986 679 1% 74 185 880 1% 78 637 033 1% Contracted Services 380 403 138 315 952 056 5% 392 620 382 6% 421 529 272 6% Transfers and Grants 2 259 478 2 259 478 0% 2 259 478 0% 2 259 478 0% Other Expenditure 286 854 777 192 188 503 3% 230 447 141 4% 227 449 766 3% Loss on disposal of PPE - - - - Total Operating Expenditure 5 819 214 552 6 066 389 006 6 427 204 564 6 733 068 392

 The largest expenditure items are Bulk Purchases at 42%, employee related costs at 22% and debt impairment at 20%;  Salary projections were adjusted with an increase of CPI% plus 1%;  Remuneration of Councillors is calculated in terms of the Remuneration of Public Office Bearers Act;

Free Basic Services: Basic Social Services Package

A consumer qualifying for indigent support must receive the subsidies as determined annually during the preparation of the municipality's budget. The municipality has a challenge of controlling consumption of water services by indigent households and policy amendments may be necessary to ensure controlled consumption and accounting for free basic services.

The following subsidies are applicable in terms of the Policy on Access to Free Basic Services:

Table 6 – Indigent Subsidy Suite

Service Subsidy Applicable Section Water and 6kl including Basic Charge; A subsidy equal to the flat Section I (2) Sanitation rate for un-metered households.

Electricity 50kWh of electricity per month. Section I (1) Refuse Removal As provided for in the budget and depending on the Section I (3) tariff for the financial year. Property Rates As provided for in the budget and as determined by Section I (5) Council from time to time. Market Related Subsidy up to the maximum of 60% of the payment of Section I (6)

Service Subsidy Applicable Section Rental site rental.

In terms of Section K.1 of Policy on Access to Free Basic Services the amount of subsidization will be limited to the amount of the equitable share received on annual basis.

CAPITAL EXPENDITURE

Table 7 – Funding of the Capital Budget

Description 2020/21 MTREF Budget Year Budget Year Budget Year Rand % +1 % % 2020/21 +2 2022/23 2021/22 Funded by: National Government 52% 49% 57% 188,966,750 192,390,850 208,497,600 Provincial - - - - 0% Government 566,000 District Municipality - - - - - Other Transfers and - - - -

Grants - Transfers Recognised – 52% 49% 57% Capital 189,532,750 192,390,850 208,497,600 Public Contributions - - - -

and Donations - Borrowing - - - - - Internally Generated 48% 51% 43% Funds 144,426,843 181,000,000 219,500,000 Total Capital Funding 100% 100% 100% 333,959,593 373,390,850 427,997,600

The following table provides a breakdown of budgeted capital expenditure by vote (cluster). Please take note that the capital programme is implemented by the Infrastructure Planning Development Cluster on behalf of user clusters:

Table 8 – Capital Budget by Cluster

DIRECTORATE 2020/21 2021/22 2022/23

CAPITAL INFRASTRUCTURE Electricity 111,196,125 152,500,000 196,500,000 Water 48 926 089 38 840 004 60 804 796 Waste Water 70,109,539 61,768,921 34,725,608 Solid Waste 1,182,339 11,272,660 28,000,000 Roads and Storm water 52,789,569 54,344,311 40,124,033 Community Services - Sports and Recreation 7,088,211 10,647,939 20,928,160 Community Services - Cemeteries 15,101,718 17 017 011 19 915 002 Community Services - Libraries 566,000 - - 306,959,593 346,390,850 400,997,600

DIRECTORATE 2020/21 2021/22 2022/23

NON-INFRASTRUCTURE Financial Services 3 000 000 3 000 000 3 000 000 Fleet 20 000 000 20 000 000 20 000 000 Shared Services 4 000 000 4 000 000 4 000 000 27 000 000 27 000 000 27 000 000

The Proposed Capital Budget for the 2020/21 financial year amounts to R 333,959,593 (Adjusted Budget 2019/20 – R 315,348,181) and is funded as per the table 9 above. Forty- one percent (43%) of the capital budget is funded from internally generated revenue. Fifty- nine percent (59%) is funded by government grants from the National and Provincial Spheres of government as well as the District Municipality.

The proposed draft capital budget comprises of the following projects:

 Municipal Infrastructure Grant (MIG Projects) for various clusters amount to R 159 395 750.00 (R 99,035,629 or 62% comprise of Water and Sanitation Projects);  Integrated National Electrification Programme (Municipal) Grant of R 25,571,000; R 14,500,000 and R 18,000,000 in the 2020/21; 2021/22 and 2022/23 financial years respectively. Please refer to the attached capital list

Table 9– Capital Projects

Project Title 2020/21 2021/22 2022/23

Minor Capital 3 000 000 3 000 000 3 000 000 Transport Assets 20 000 000 20 000 000 20 000 000 Laptops & Desktops 4 000 000 4 000 000 4 000 000 27 000 000 27 000 000 27 000 000

Replace 11kv Switchgear In Various Subs - 30 000 000 15 000 000 Replace Transformers In Various Areas 2 000 000 - 2 000 000 Replacement Of 11kv RMI (Ring Main Units) 3 000 000 - 3 000 000 Replacement Of 11kv Breakers - 5 000 000 10 000 000 Upgrading 11kv Network Mario Milani Vrg - - 5 000 000 Power Quality Measuring Instruments 1 000 000 - 1 000 000 Master Planning - 10 000 000 Communication Equipments (Radio) 100 000 R:20mva 88/11kv T/Former Vesco S/Station - 4 500 000 Install 88kv Switchgears At Various Subs - - 6 000 000 Scada System - 3 000 000 3 000 000 Installation Of Mink Conductors 3 000 000 - 2 000 000 Replace 88kv Switchgear In Various Subs 2 500 000 2 500 000 5 000 000 Install Second Supply To Se10 Substation - - New Connections And Network Reinforce 3 000 000 - 3 000 000 20mva;88/11kv Trans & S_Gear Duncan Sub - 6 000 000 R:Increase Max Demand Eskom Intake Sub - - 40 000 000 Upgrading McKinnon Chain 88/6.6kv Subs 1 000 000 - Replace Battery System On 11kv System 1 000 000 - 2 000 000 Powerville 1 22kv Outdoor To Indoor Sub - - 10 000 000 Repl Pilot Cable With Optic Fibre Cables - - 10 000 000 Installation Of High masts In Elm (MIG 500 000 - 500 000 Upgrading Of Public Lighting - 3 000 000 3 000 000 EEDSM 4 000 000 4 000 000 6 000 000 Upgrading Of Traffic Lights 3 000 000 - 3 000 000 Upgrading Of New Substation At Verdi Sw5 6 000 000 - INEP 25 571 000 14 500 000 18 000 000 Lethabong Phase 1 Electrification 1 700 000 - Lethabong Bulk 5 650 000 - Tshepong Phase 3 Bulk 5 189 125 -

Project Title 2020/21 2021/22 2022/23

Tools And Test Equipment 2 000 000 - - Upgr 88kv Underg Cable To Overhead Line - - 5 000 000 Tosa Transformer Bay Replacement - - 10 000 000 Sebokeng Ext 30 Electrification 986 000 - 4 000 000 Second Pod For Vanderbijlpark 88kv - 50 000 000 30 000 000 Replace Electricity Prepaid Meters 40 000 000 20 000 000 - 111 196 125 152 500 000 196 500 000

Bulk Water Supply From Tshepiso To Sharpeville (W&S) 14 371 794 6 822 923 - Bulk Water Supply From Unitas Reservior To Sonlandpark - 12 017 082 - Water Supply To Western Areas And Vaaloewer Outside Urban Edge - - 8 246 365 Construction Of Water Pipe Line From Lethabong To Houtkop - - 21 004 839 Construction Of Bulk Water Supply From Houtkop To Unitaspark - - 11 553 592 Bulk Water Supply From Evaton Reservior To Dadeville 13 349 860 - - Installation Of Water Meters 20 000 000 20 000 000 20 000 000 47 721 654 38 840 005 60 804 796

Various Sewer Projects Three Rivers, Three Rivers East, Sonlandpark 7 500 000 4 314 999 - Upgrading Gravity Outfall Sewer: Union Street (Development Of Technical Reports And 12 000 000 9 082 500 - Implementation Plan) Sewer Line Hotkop&Unispark North Lewkuil 7 640 384 14 068 616 - Upgrading Outfall Sewer On Northen Area 12 000 000 9 522 000 - Upgrading Sewer Pipeline Ps8: Stillbox 12 000 000 9 528 000 - Sewerline From Indus, Boip /Tshep To Ps4 6 969 156 680 844 - Rehabilitation Of Pump Station 8,9 & 10 12 000 000 14 571 962 - Gravity Line From Flora Gardens To River Pumpstation, 500 Dia And 5 800m Long - - 25 212 852 Repl Gravity Line Rustval To Myton Wwtw - - 9 512 756 70 109 540 61 768 922 34 725 608

Develop 5 New Transfer Stations In Elm - - 8 000 000 Invest & Develop General Landfill Sites 1 182 340 11 272 660 20 000 000 1 182 340 11 272 660 28 000 000

ELM: Construction And Upgrading Of Thomas Nkobi Drive In Bophelong - Phase 2 - 4 399 440 9 659 008 Construction Of Lake Side Proper Block 4 (34th And 35th) Street 10 106 325 - - Tarring Of Dlamini Street From Umzivumbu To Moshoeshoe Boipatong 5 148 937 - -

Project Title 2020/21 2021/22 2022/23

Tarring Of Pitseng And Uranuim Streets 12 761 390 - - Tarring Of Begonia Street In Palm Springs - 5 538 531 4 512 460 Tarring Of Micardo Street In Evaton - 9 993 224 5 183 436 Const Blacktop Rd&Sw Chris Hani Str Boph - - 11 523 372 Construction Of Ironside Road 1 Stormwater And Paved Sidewalks - 15 596 579 - Construction Of Van Shalkvyk Streets Eatonside 14 753 255 18 816 537 9 245 758 Upgrade Glasco & Dona Road Evaton 700 000 43 469 905 54 344 311 40 124 034

Construction Of A Multipurpose Recreational Facility In Palm Springs (Phase 2) - 9 447 940 10 000 000 Upgrading Of Zone 7 Stadium - - 3 500 000 Upgrading Of Zone 11 Stadium - - 3 300 000 Upgrading Of Tennis Courts (Tshepiso, Sharpeville & Sebokeng) - 500 000 - Upgrading Of Fence Irrigation & Facilities In Boipatong - 700 000 - Highmast Lights In Crime Hotspots Areas - - 3 128 160 Finalisation Of Work To Commission Community Halls - - 1 000 000 Refurbishment Of Zone 3 Stadium 2 043 150 - - Refurbishment Of Boipatong Stadium 1 338 510 - - Refurbishment Of Bophelong Stadium 1 464 023 - - Refurbishment Of Lakeside Stadium 604 809 - - Refurbishment Of Se 2 Swimming Pool 1 542 398 - - Refurbishment Of Zone 15 Stadium 1 427 147 - - 8 420 037 10 647 940 20 928 160

Upgrading Of Rusterval Cemetery - 5 078 193 - Upgrading Of Tshepiso Cemetery 9 192 274 - - Vanderbilpark Cemetery - 11 938 818 11 915 001 Upgrading Of Nanescol Cemetery - - 8 000 001 New Land For Cemetery 15 101 718 - - 24 293 992 17 017 012 19 915 002

Library Projects- New Vehicle 250 000 - - Library - Furniture & Office Equipment 316 000 - - Develop 5 New Transfer Stations In Elm 566 000 - -

Project Title 2020/21 2021/22 2022/23

Invest & Develop General Landfill Sites - - 8 000 000 1 182 340 11 272 660 28 000 000

Elm: Construction And Upgrading Of Thomas Nkobi Drive In Bophelong - Phase 2 9 659 - 4 399 440 008 Construction Of Lake Side Proper Block 4 (34th And 35th) Street 10 106 325 - - Tarring Of Dlamini Street From Umzivumbu To Moshoeshoe Boipatong 5 148 937 - - Tarring Of Pitseng And Uranuim Streets 12 761 390 - - Tarring Of Begonia Street In Palm Springs 4 512 - 5 538 531 460 Tarring Of Micardo Street In Evaton - 9 993 224 5 183 436 Const Blacktop Rd&Sw Chris Hani Str Boph 11 523 - - 372 Construction Of Ironside Road 1 Stormwater And Paved Sidewalks - 15 596 579 - Construction Of Van Shalkvyk Streets Eatonside 9 245 14 753 255 18 816 537 758 Upgrade Glasco & Dona Road Evaton 700 000 40 124 43 469 905 54 344 311 034

Project Title 2020/21 2021/22 2022/23

8 420 037 10 647 940 20 928 160

Library Projects- New Vehicle 250 000 - - Library - Furniture & Office Equipment 316 000 - -

566 000 - -

333 959 593 373 390 850 427 997 600

Table 13 – Capital Projects

Project Title Funding Source 2020/21 2021/22 2022/23

Minor Capital OR Operational 3 000 000 3 000 000 3 000 000 Revenue Transport Assets OR Operational 20 000 000 20 000 000 20 000 000 Revenue Laptops & Desktops OR Operational 4 000 000 4 000 000 4 000 000 Revenue 27 000 000 27 000 000 27 000 000

Replace 11kv OR Operational - 30 000 000 15 000 000 Switchgear In Revenue Various Subs Replace OR Operational 2 000 000 - 2 000 000 Transformers In Revenue Various Areas Replacement Of OR Operational 3 000 000 - 3 000 000 11kv RMI (Ring Revenue Main Units) Replacement Of OR Operational - 5 000 000 10 000 000 11kv Breakers Revenue Upgrading 11kv OR Operational - - 5 000 000 Network Mario Revenue Milani Vrg Power Quality OR Operational 1 000 000 - 1 000 000 Measuring Revenue Instruments Master Planning OR Operational - 10 000 000 Revenue Communication OR Operational 100 000 Equipments (Radio) Revenue R:20mva 88/11kv OR Operational - 4 500 000 T/Former Vesco Revenue S/Station Install 88kv OR Operational - - 6 000 000 Switchgears At Revenue Various Subs Scada System OR Operational - 3 000 000 3 000 000 Revenue Installation Of Mink OR Operational 3 000 000 - 2 000 000 Conductors Revenue Replace 88kv OR Operational 2 500 000 2 500 000 5 000 000 Switchgear In Revenue Various Subs Install Second OR Operational - - Supply To Se10 Revenue Substation New Connections OR Operational 3 000 000 - 3 000 000 And Network Revenue Reinforce

Project Title Funding Source 2020/21 2021/22 2022/23

20mva;88/11kv OR Operational - 6 000 000 Trans & S_Gear Revenue Duncan Sub R:Increase Max OR Operational - - 40 000 000 Demand Eskom Revenue Intake Sub Upgrading OR Operational 1 000 000 - McKinnon Chain Revenue 88/6.6kv Subs Replace Battery OR Operational 1 000 000 - 2 000 000 System On 11kv Revenue System Powerville 1 22kv OR Operational - - 10 000 000 Outdoor To Indoor Revenue Sub Repl Pilot Cable OR Operational - - 10 000 000 With Optic Fibre Revenue Cables Installation Of High OR Operational 500 000 - 500 000 masts In Elm (MIG Revenue Upgrading Of Public OR Operational - 3 000 000 3 000 000 Lighting Revenue EEDSM EEDMS National 4 000 000 4 000 000 6 000 000 Upgrading Of Traffic OR Operational 3 000 000 - 3 000 000 Lights Revenue Upgrading Of New OR Operational 6 000 000 - Substation At Verdi Revenue Sw5 INEP INEP National 25 571 000 14 500 000 18 000 000 Lethabong Phase 1 OR Operational 1 700 000 - Electrification Revenue Lethabong Bulk OR Operational 5 650 000 - Revenue Tshepong Phase 3 OR Operational 5 189 125 - Bulk Revenue Tools And Test OR Operational 2 000 000 - - Equipment Revenue Upgr 88kv Underg OR Operational - - 5 000 000 Cable To Overhead Revenue Line Tosa Transformer OR Operational - - 10 000 000 Bay Replacement Revenue Sebokeng Ext 30 OR Operational 986 000 - 4 000 000 Electrification Revenue Second Pod For OR Operational - 50 000 000 30 000 000 Vanderbijlpark 88kv Revenue Replace Electricity OR Operational 40 000 000 20 000 000 - Prepaid Meters Revenue 111 196 125 152 500 000 196 500 000

Project Title Funding Source 2020/21 2021/22 2022/23

Bulk Water Supply 15 576 230 6 822 923 - From Tshepiso To MIG National Sharpeville (W&S) Bulk Water Supply - 12 017 082 - From Unitas MIG National Reservior To Sonlandpark Water Supply To - - 8 246 365 Western Areas And MIG National Vaaloewer Outside Urban Edge Construction Of - - 21 004 839 Water Pipe Line MIG National From Lethabong To Houtkop Construction Of Bulk - - 11 553 592 Water Supply From MIG National Houtkop To Unitaspark Bulk Water Supply 13 349 860 - - From Evaton MIG National Reservior To Dadeville Installation Of Water Operational 20 000 000 20 000 000 20 000 000 OR Meters Revenue 48 926 090 38 840 005 60 804 796

Various Sewer Projects Three MIG National Rivers, Three Rivers 7 500 East, Sonlandpark 000 4 314 999 - Upgrading Gravity Outfall Sewer: Union Street (Development Of Technical MIG National Reports And Implementation Plan) 15 000 000 6 082 500 - Sewer Line Houtkop&Unitaspark MIG National North Leeuwkuil 1 640 384 20 068 616 - Upgrading Outfall Sewer On Northern MIG National Area 12 000 000 9 522 000 - Upgrading Sewer Pipeline Ps8: Still MIG National box 15 000 000 6 528 000 - Sewer line From Indus, Boip /Tshep MIG National 6 969 680 To Ps4 156 844 -

Project Title Funding Source 2020/21 2021/22 2022/23

Rehabilitation Of Pump Station 8,9 & MIG National 10 12 000 000 14 571 962 - Gravity Line From Flora Gardens To River Pump station, MIG National 500 Dia And 5 800m Long - - 25 212 852 Repl Gravity Line Ruster Vaal To MIG National Meyerton - - 9 512 756 70 109 540 61 768 922 34 725 608

Develop 5 New Transfer Stations In MIG National Elm - - 8 000 000 Invest & Develop General Landfill MIG National 1 182 Sites 340 11 272 660 20 000 000 1 182 340 11 272 660 28 000 000

Elm: Construction And Upgrading Of Thomas Nkobi Drive MIG National In Bophelong - Phase 2 - 4 399 440 9 659 008 Construction Of Lake Side Proper MIG National Block 4 (34th And 35th) Street 10 106 325 - - Tarring Of Dlamini Street From Umzivumbu To Moshoeshoe Boipatong MIG National 5 148 937 - - Tarring Of Pitseng And Uranuim 12 761 Streets MIG National 390 - - Tarring Of Begonia Street In Palm MIG National Springs - 5 538 531 4 512 460 Tarring Of Micardo Street In Evaton MIG National - 9 993 224 5 183 436 Const Blacktop Rd&Sw Chris Hani MIG National Str Boph - - 11 523 372

Project Title Funding Source 2020/21 2021/22 2022/23

Construction Of Ironside Road 1 Stormwater And 9 319 Paved Sidewalks MIG National 664 15 596 579 - Construction Of Van Shalkvyk Streets Eatonside MIG National 14 753 255 18 816 537 9 245 758 Upgrade Glasco & Operational OR Dona Road Evaton Revenue 700 000 52 789 569 54 344 311 40 124 034

Construction Of A Multipurpose Recreational Facility MIG National In Palm Springs (Phase 2) - 9 447 940 10 000 000 Upgrading Of Zone MIG National 7 Stadium - - 3 500 000 Upgrading Of Zone MIG National 11 Stadium - - 3 300 000 Upgrading Of Tennis Courts (Tshepiso, MIG National Sharpeville & 500 Sebokeng) - 000 - Upgrading Of Fence Irrigation & Facilities MIG National 700 In Boipatong - 000 - High-mast Lights In Crime Hotspots MIG National Areas - - 3 128 160 Finalisation Of Work To Commission MIG National Community Halls - - 1 000 000 Refurbishment Of MIG National Zone 3 Stadium 2 049 834 - - Refurbishment Of MIG National Boipatong Stadium - - - Refurbishment Of MIG National Bophelong Stadium 1 464 023 - - Refurbishment Of MIG National Lakeside Stadium 604 809 - - Refurbishment Of Se 2 Swimming MIG National 1 542 Pool 398 - - Refurbishment Of 1 427 MIG National Zone 15 Stadium 147 - - 7 088 211 10 647 940 20 928 160

Upgrading Of Rusterval Cemetery MIG National - 5 078 193 -

Project Title Funding Source 2020/21 2021/22 2022/23

Upgrading Of Tshepiso Cemetery MIG National - - - Vanderbilpark Cemetery MIG National - 11 938 818 11 915 001 Upgrading Of Nanescol Cemetery MIG National - - 8 000 001 New Land For Operational 15 101 Cemetery OR Revenue 718 - - 15 101 718 17 017 012 19 915 002

Library Projects- New Vehicle LIBRARY Province 250 000 - - Library - Furniture & Office Equipment LIBRARY Province 316 000 - - Develop 5 New Transfer Stations In MIG National Elm 566 000 - - Invest & Develop General Landfill MIG National Sites - - 8 000 000 1 182

340 11 272 660 28 000 000

Elm: Construction 4 399 440 9 659 008 And Upgrading Of - Thomas Nkobi Drive MIG National In Bophelong - Phase 2 Construction Of 10 106 325 Lake Side Proper - - MIG National Block 4 (34th And 35th) Street Tarring Of Dlamini 5 148 937 Street From - - Umzivumbu To Moshoeshoe Boipatong MIG National Tarring Of Pitseng 12 761 390 And Uranuim - - Streets MIG National Tarring Of Begonia 5 538 531 4 512 460 Street In Palm MIG National - Springs Tarring Of Micardo 9 993 224 5 183 436 Street In Evaton MIG National - Const Blacktop 11 523 372 Rd&Sw Chris Hani MIG National - - Str Boph

Project Title Funding Source 2020/21 2021/22 2022/23

Construction Of 9 319 664 15 596 579 Ironside Road 1 - Stormwater And Paved Sidewalks MIG National Construction Of Van 14 753 255 18 816 537 9 245 758 Shalkvyk Streets Eatonside MIG National Upgrade Glasco & Operational OR Dona Road Evaton Revenue 700 000 52 789 569 54 344 311 40 124 034

Construction Of A Multipurpose Recreational Facility MIG National In Palm Springs (Phase 2) - 9 447 940 10 000 000 Upgrading Of Zone MIG National 7 Stadium - - 3 500 000 Upgrading Of Zone MIG National 11 Stadium - - 3 300 000 Upgrading Of Tennis Courts (Tshepiso, MIG National Sharpeville & 500 Sebokeng) - 000 - Upgrading Of Fence Irrigation & Facilities MIG National 700 In Boipatong - 000 - High-mast Lights In Crime Hotspots MIG National Areas - - 3 128 160 Finalisation Of Work To Commission MIG National Community Halls - - 1 000 000 Refurbishment Of 2 049 MIG National Zone 3 Stadium 834 - - Refurbishment Of MIG National Boipatong Stadium - - - Refurbishment Of MIG National Bophelong Stadium 1 464 023 - - Refurbishment Of MIG National Lakeside Stadium 604 809 - - Refurbishment Of Se 2 Swimming MIG National Pool 1 542 398 - - Refurbishment Of MIG National Zone 15 Stadium 1 427 147 - - 7 088 211 10 647 940 20 928 160

Upgrading Of Rusterval Cemetery MIG National 5 078 193 -

Project Title Funding Source 2020/21 2021/22 2022/23

Upgrading Of Tshepiso Cemetery MIG National - - - Vanderbilpark Cemetery MIG National - 11 938 818 11 915 001 Upgrading Of Nanescol Cemetery MIG National - - 8 000 001 New Land For Operational Cemetery OR Revenue 15 101 718 15 101 718 17 017 012 19 915 002

Library Projects- New Vehicle LIBRARY Province 250 000 - - Library - Furniture & Office Equipment LIBRARY Province 316 000 - -

566 000 - -

333 959 593 373 390 850 427 997 600

CHAPTER 7

7.1. SPATIAL DEVELOPMENT FRAMEWORK (SDF)

7.1.1. EXECUTIVE SUMMARY 7.1.2. Development Concept Within the regional context, as depicted conceptually by the Diagrams below, Emfuleni is situated at the southern end of the Gauteng urban conurbation. Emfuleni is tied into the rest of Gauteng via two north- south corridors that are aligned along the N1 and the R59 freeways respectively. These corridors also link Emfuleni to areas located in between, such as Orange Farm, Soweto, Meyerton and Germiston. The N1 corridor is paralleled by a commuter railway line, which links Vereeniging to the Johannesburg CBD via Sebokeng and Orange Farm. A freight railway line links Vereeniging to Germiston, via Meyerton. In essence, Emfuleni thus forms the southern anchor of the greater Gauteng urban conurbation.

In addition to the above, Emfuleni is becoming part of an emerging metropolitan area that comprises Sebokeng, Vanderbijlpark, Vereeniging, Meyerton and Sasolburg (see the Diagram below). Together, this emerging metropolitan area already has a population of 0.9 million people. As this emerging metropolitan area grows, it will become a similar urban structure south of Johannesburg as Tshwane is north of Johannesburg. It is important to view Emfuleni as part of this emerging metropolitan area in order to understand the development potential that is embedded in it, as well as to make planning decisions to facilitate the emergence of this metropolitan area.

Based on the regional context and the fact that Emfuleni forms part of an emerging metropolitan area, a development concept is proposed that aims to strengthen the role of the Emfuleni area as the southern anchor of the Gauteng urban conurbation. The Development Concept, which is illustrated by the Diagrams below, is made up of the following elements:

7.1.2.1. Urban infill and Consolidation Currently, urbanization within Emfuleni is highly fragmented. It is therefore imperative that future urban development and expansion within Emfuleni be done in a manner that achieves urban consolidation, density and compactness. There are many opportunities for infill development and consolidation within Emfuleni, but two areas in particular stand out. The first is a large tract of land located between Sebokeng and Vereeniging (in the Sonlandpark region including Roodt‟s Gardens, van der Merwe‟s kroon and Unitas Park Agricultural Holdings), which has the potential for infill development. The development of this land parcel will help consolidate the existing fragmented urban structure and help strengthen the existing commuter railway line corridor stretching from Vereeniging to Evaton.

Secondly, there is an opportunity for infill development along the Vaal River, between Vanderbijlpark and Sasolburg. If Emfuleni is considered without the provincial boundary and only as a functional urban area, the linkage between Vanderbijlpark and Sasolburg is obvious. Filling in the area between Vanderbijlpark and Sasolburg will place the Vaal River at the centre of this emerging metropolitan area, making it a true river city. It will be the only river city in Gauteng, which will give it a unique characteristic within the Gauteng urban conurbation.

7.1.2.2. Movement pattern and transportation structure As mentioned, when discussing the regional context, Emfuleni is tied into the rest of Gauteng via two north-south road corridors that are aligned along the N1 and the R59 freeways respectively.

In addition to these roads, a primary internal road network serves Emfuleni that connects its nodal structure to the rest of Emfuleni. These primary internal roads include the K83 that connects Evaton to Meyerton, the K53 that connects the Sebokeng CBD to the Vanderbijlpark CBD, the K55 that connects the Sebokeng CBD to the Vereeniging CBD, and the K174 that connect the Vanderbijlpark CBD to the Vereeniging CBD. The network forms a triangle between the Sebokeng CBD, the Vereeniging CBD, and the Vanderbijlpark CBD. This triangular structure forms the bases for the development of a public transport system serving this emerging metropolitan area.

7.1.3. NODAL STRUCTURE Currently, Emfuleni is served by two established central business districts: the Vanderbijlpark CBD and the Vereeniging CBD. The Sebokeng CBD, situated at Sebokeng hostels and hospital, is an emerging Central Business District within Emfuleni. These central business districts form a triangle within Emfuleni that must become the focal area for urban development within Emfuleni. This can be done by consolidating urban development and expansion within this triangle. If developed appropriately, this triangular structure will not only become the focal area of Emfuleni, but also the focal area of the emerging metropolitan area that includes Meyerton and Sasolburg. The focal area within the triangle will be the Vereeniging CBD. The Vereeniging CBD is the terminus for the Johannesburg-Vereeniging commuter railway line and it is therefore the regional gateway to Emfuleni. Vereeniging must therefore be strengthened by expanding it towards the Vaal River (the River City Concept). The Vaal River will provide the element that attracts public and private sector investment to this part of Emfuleni, which in turn will establish Vereeniging as the primary core area of Emfuleni.

7.1.3.1. DIAGRAM 1: EMERGING METROPOLITAN AREA

7.1.3.2. DIAGRAM 2: DEVELOPMENT CONCEPT

7.1.3.3. Rail densification and proposed bus network Developing the public transport network that serves the mentioned emerging metropolitan area can help create the spatial structure proposed above by becoming the backbone of the spatial structure. The first part of creating this public transport network will involve increasing the viability of the only existing public transport system serving Emfuleni, namely the Johannesburg to Vereeniging commuter railway line. To enable this will require the densification of land on both sides of the railway line at its commuter railway stations, using higher-density residential typologies. In addition to this, it will be necessary to create a secondary public transport system that feeds the commuter railway stations with commuters. This secondary public transport system can comprise of a bus network that links the various nodal areas in Emfuleni (including the Meyerton and Sasolburg CBDs) to the commuter railway stations. Because this system will serve three municipal areas (Emfuleni, Midvaal and Sasolburg), the costs of the development and operation of the system can be shared by all three municipalities, making the development and operation of the system more affordable.

7.1.4. Residential Development The Figure below (Spatial Development Framework Map) indicates land parcels within Emfuleni that are proposed for residential development. These land parcels were identified, taking a number of constraining factors into account, such as environmental sensitive areas and geotechnical conditions. Land categorized as environmentally important was deemed unsuitable for urban development and land with poor geotechnical conditions due to dolomite were considered unsuitable for urban development.

Most of the land within Emfuleni that was considered for residential development was suitable for residential development from a geotechnical perspective. Only small pockets of land situated on the north-eastern boundary of Emfuleni were deemed unsuitable for residential development due to dolomite conditions. The environmentally sensitive areas, situated within the north-eastern quadrant of Emfuleni and mostly comprising ridges and rivers, impact on residential development within this part of Emfuleni.

As depicted by the Table below, it was estimated that Emfuleni requires approximately 1900ha of land for residential development during the period 2017-2020. It requires an estimated additional 1600ha of land for residential development during the period 2020-2025. A measured oversupply of land is made available for residential development within Emfuleni to counter high land values, which is often associated with the severe restriction of land available for urban expansion.

TABLE 1: RESIDENTIAL LAND ALLOCATION Area Year 2017-2020 Need Year 2017-2020 Year 2020-2025 Need Year 2020-2025 (ha) Allocated (ha) (ha) Allocated (ha) Residential expansion 1882,3 3264,2 1596,9 1752,6 Source: Urban Dynamics Gauteng, 2017

Despite the fact that Emfuleni has large tracts of land available that are suitable for urban development, the thoughtless use of this land remains unacceptable. Urban expansion within Emfuleni needs to occur in a controlled and consolidated manner to prevent urban sprawl and the negative impacts associated with urban sprawl. Some negative impacts of urban sprawl include high bulk services development cost due to long infrastructure runs and high public transport costs due to low commuter patronage associate with low densities. It is therefore imperative that the land which is made available for residential purposes within Emfuleni be optimally used. This is primarily achieved by applying higher re

Emfuleni has large tracts of land that are potentially available for residential expansion, as well as a number of infill sites that can be utilized for residential purposes. Most of the proposed expansion areas are located along the Vereeniging-Johannesburg commuter railway line. The development of these areas for higher-density residential purposes can significantly strengthen the existing Vereeniging- Johannesburg commuter railway line and greatly assist in the viable operation of this commuter rail system. There are basically 4 residential expansion areas that have been identified within Emfuleni. These areas are as follows:

7.1.4.1. Johandeo, Golden Gardens and Cyferpan Johandeo and Golden Gardens are townships that are currently being planned. These townships, including the planned Cyferpan development, is located west of the Sebokeng CBD and the K45 (Golden Highway) and basically constitute the westward expansion of Sebokeng up to the N1 freeway. Johandeo, Golden Gardens and Cyferpan are affordable housing developments. The first phases of Johandeo and Golden Gardens have been completed. Golden Gardens will provide approximately 7000 housing units once completed. The first phase of Johandeo yielded approximately 2000 housing units. Because the first stages of these townships have been implemented, bulk services have already been constructed to service these townships.

7.1.4.1.1. Lethabong and Tshepiso Lethabong and Tshepiso is a residential expansion area that straddles the Vereeniging-Johannesburg commuter railway line. The primary advantage of this residential expansion area is that it has excellent access to road and rail infrastructure. This transportation network includes the K180 arterial, which links the expansion area to Moshoeshoe Road (K53), Moshoeshoe Road that traverses Sebokeng and the Sebokeng CBD. In addition, the Vereeniging-Johannesburg commuter railway line links this residential expansion area to Sebokeng, Orange Farm and Johannesburg to the north, and to the Vereeniging CBD in the south. Logically, this transportation network will provide good accessibility and modal choice to the residents that will reside in this residential expansion area. This makes the Lethabong and Tshepiso residential expansion area highly suitable for higher-density housing typologies (such as duplex housing and walk-ups) linked to public transport. Higher-density housing typologies can be located at the planned railway stations of the Vereeniging-Johannesburg commuter railway line, as well as next to the K180 arterial. In particular, future intersections between the K180 and collector roads can be utilized for higher-density residential purposes.

Another advantage of the Lethabong and Tshepiso residential expansion area is that it is currently the focus area for affordable housing development within Emfuleni. Some of these developments are already at implementation stage, such as the Tshepiso Extensions, and others are already at a detailed planning stage, such the Lethabong extensions. The Lethabong extension will provide approximately 6000 affordable housing units once completed. The Tshepiso extension will provide approximately 4000 affordable housing units once completed. The first phase of Tshepiso (Extension 3) yielded approximately 1500 housing units. Bulk municipal services infrastructure has already been constructed to service the Tshepiso affordable housing development.

7.1.4.1.2. Sonlandpark

The Sonlandpark residential expansion area is located north of the K180 and comprises the parcels of land situated west and east of Sonlandpark. This expansion area includes the Unitas Park Agricultural Holdings, which can be densified by converting these agricultural holdings into cluster housing. This expansion area is largely earmarked for the longer-term expansion of Vereeniging and Sebokeng. The K180 will be the central spine serving this residential expansion area, linking this residential expansion area to Sebokeng in the north and the Vereeniging CBD in the south. This transportation spine can become the primary focus area for higher-density residential development (such as cluster housing), because of the good accessibility that this spine will provide. The Sonlandpark residential expansion area will most likely be developed with a mixture of bonded and affordable housing developments.

7.1.4.1.3. Bophelong The Bophelong residential expansion area straddles the P155, which intersects with the N1 freeway. The expansion area comprises two parcels of land; the one located north of Bophelong and the other located on the disused airfield located west of Bophelong. The primary advantages of this residential expansion area are that it has excellent access to road infrastructure and it is located in close proximity to the Vanderbijlpark CBD and the Mittal Steel industrial area. This locality will thus give the future residents of this expansion area good access to economic and social opportunities. Higher-density housing typologies (such as walk-ups) can be located next to the P155 arterial. In particular, future intersections between the P155 and collector roads within the expansion area can be utilized for higher- density residential purposes.

7.1.4.1.4. Lochvaal and Mantevrede The Mantevrede Agricultural Holdings is situated on the P155 freeway. Lochvaal Barrage is situated west of these Agricultural Holdings along the Vaal River up to the N1 freeway. This is a sought-after weekend holiday area associated with the recreation value of the VaalRiver. Consequently, this predominantly agricultural holdings area is coming under increasing pressure for redevelopment at higher residential densities. Development of this area will not only provide for the development of the Vaal River waterfront, but it will also enable the densification of the corridor that is emerging along the P155 freeway.

Infill sites for residential development have been identified within the existing residential areas of Vanderbijlpark and Vereeniging. An advantage of developing these infill sites are that most of them already have access the bulk municipal services infrastructure, thus only requiring limited infrastructure upgrading to develop these sites. There are primarily 3 residential infill sites that can be identified within Emfuleni. These sites are as follows:

7.1.4.1.4.1. Vanderbijlpark and Boipatong The undeveloped strip of land situated between Vanderbijlpark and Boipatong has for a long period remained undeveloped, despite it being well-located land. However, various parcels of land on this strip have been developed in recent years, with few parcels of land still remaining for development. The development of the remaining parcels of land will contribute to a more compact and integrated urban structure and the development thereof should thus be encouraged. This infill land has good access to Westinghouse Boulevard and the road linking this land to Boipatong and Sharpeville.

7.1.4.1.4.2. Emerald Casino A vacant land parcel is located northeast of the Emerald Casino, which stretches up to the K174 (Barrage Road). This land is located near the Vaal River and will most likely be developed as higher- density, bonded and rental housing. As such, these housing units can become rental housing for students attending the Vaal University of Technology. Part of the land is owned (and partly used) by the North-West University and will therefore be reserved for tertiary educational purposes in future. This land has access to Hendrik van Eck Boulevard and Ascot on Vaal Road, which integrates this infill land parcel with the surrounding residential areas of Vanderbijlpark. This land parcel also has access to the emerging Secondary Urban Activity Node situated at Marco located on the intersection of Barrage Road and Ascot on Vaal Road.

7.1.4.1.4.3. Tshepong and Roshnee That there is not enough demand for urban expansion within Emfuleni to „fill up‟ and consolidate development between Sonlandpark and Roshnee. Consequently, no proposal is made to open up the land between Sonlandpark and Roshnee. However, to obtain a measure of consolidation, it is proposed that the land that is available between Roshnee and Tshepong be filled in. This proposed infill development is located on, and will have access to, the K47 and K11 intersection.

7.1.5. INDUSTRIAL AND COMMERCIAL DEVELOPMENT As depicted by the Table below, it was estimated that Emfuleni requires approximately 700ha of land for industrial and commercial development during the period 2017-2020 and an estimated additional 240ha of land for industrial and commercial development during the period 2020-2025. An oversupply of land is made available within Emfuleni for industrial and commercial development during these periods, simply by allowing existing, undeveloped or partly developed industrial and commercial areas to develop.

The Figure above illustrates the land parcels within Emfuleni that are proposed for industrial development. Four industrial and commercial expansion areas are proposed within Emfuleni. These industrial and commercial expansion areas are as follows:

7.1.5.1. Leeuwkuil Leeuwkuil is situated west of the Vereeniging CBD. It is an established industrial area, which is still largely vacant. It is proposed that the vacant industrial stands within this industrial area become occupied before additional land is made available for industrial and commercial development within Emfuleni. Leeuwkuil should be reserved for commercial and light industrial uses. Heavy industrial uses should be excluded from this development to avoid polluting uses next to the existing and proposed residential areas neighboring this industrial area. The location of Leeuwkuil next to the P156 (R59) makes it suitable for commercial uses, which require visual access from major roads. The Leeuwkuil industrial area has access to the K53 arterial, which connects this industrial area to the Vereeniging CBD and Sebokeng.

TABLE 2: INDUSTRIAL LAND ALLOCATION Area Year 2017-2020 Need Year 2017-2020 Year 2020-2025 Need Year 2020-2025 (ha) Allocated (ha) (ha) Allocated (ha) Industrial expansion 683,3 1068,7 234,3 500,7 Source: Urban Dynamics Gauteng, 2017

7.1.5.2. Boipatong The proposed Boipatong industrial area is situated within the triangle bordered by the K45 (Frikkie Meyer Boulevard), K180 (Houtkop Road) and the K178 (Boy Louw Street). These roads provide this proposed industrial area excellent accessibility. The development of this industrial area will constitute the northeastward expansion of the Mittal industrial area, creating an industrial band stretching from the P155 (Golden Highway) to the Vereeniging-Johannesburg railway line. The proposed Boipatong industrial area can be made available for commercial and light industrial uses.

7.1.5.3. Cyferpan The Cyferpan industrial area is a small industrial area proposed on the intersection of the K178 (Boy Louw Street) and the K45 (Golden Highway). This industrial area will in future be traversed by the PWV20 freeway. The part of this proposed industrial area located between the freeway and Mittal, can be used for heavy industrial and commercial uses. The part of this industrial area located between the PWV20 freeway and the K178 should be used for commercial and light industrial uses to enable a better interface between this industrial area and Sebokeng. Both these portions will have access to the K45 (Golden Highway).

7.1.5.4. Sebokeng CBD The Sebokeng CBD comprises a small industrial area situated on Moshoeshoe Road. This industrial area is still largely vacant, comprising only of a small number of SMME-type industries. It is proposed that the vacant industrial stands within this industrial area be developed as hive-industries, which can be rented out to the local population of Sebokeng and Evaton. This will further support SMME development within this part of Emfuleni. The massing and height of these industrial buildings can effectively be used to create urban form and character within the Sebokeng CBD.

The industrial and commercial areas proposed above are intended to help generate employment opportunities in Emfuleni and thereby reducing the need for Emfuleni residents to travel long distances to access such employment opportunities in other parts of Gauteng. Providing industrial and commercial land within Emfuleni will also address the current problem in Emfuleni, whereby small holding owners are applying for industrial and commercial uses in parts of

Emfuleni that will diminish the aesthetic and environmental qualities of the municipal area. If industrial development on agricultural holding were to be encouraged or allowed, it will negatively impact on future residential expansion within Emfuleni, as well as the ability of the municipal area to promote other industries within Emfuleni, such as tourism.

7.1.6. NODAL DEVELOPMENT To ensure the viability of proposed business activities within Emfuleni, it is important to (a) link the business areas proposed for Emfuleni to a Land Use Budget, and (b) develop a retail hierarchy to ensure the orderly and logical development of retail facilities within Emfuleni. The Table below provides a list of business nodes that can accommodate additional retail and office space development within Emfuleni. These nodes are all located along the proposed Development Corridors. Thus, the further development of these nodes will also contribute to the development of the Development Corridors at large. These nodes are not all the nodes identified within Emfuleni, but only the nodes that have future development potential and promote the spatial structure desired for Emfuleni.

Figure 27 illustrates the location of the existing and proposed primary, secondary / regional and community business nodes identified within Emfuleni. A total of 3 primary business nodes exist within Emfuleni. These primary business nodes comprise the existing Vanderbijlpark CBD, the existing Vereeniging CBD and the emerging Sebokeng CBD. The retail and office space existing within the Vanderbijlpark CBD and the Vereeniging CBD is deemed sufficient, so no additional retail and office space is provided. However, an additional 34,428m2 of retail space and 10,329m2 of office space is allocated to the Sebokeng CBD to further strengthen this emerging Central Business District.

TABLE 3: PROPOSED RETAIL AND OFFICE FLOOR AREA ALLOCATION (2017-2025) Node Node Classification Allocation 2017-2025 Existing 2017 Available 2017-2025 ha m² ha m² Ha m² Vanderbijlpark CBD Municipal 65,0 260052 65,0 260052 0,0 0 Retail (0% of total) 50,0 200040 50,0 200040 0,0 0 Private Office (0% of total) 15,0 60012 15,0 60012 0,0 0 Retail and Commercial 3.8 Vereeniging CBD Municipal 132,8 531284 132,8 531284 0,0 0 Retail (0% of total) 102,2 408680 102,2 408680 0,0 0 Private Office (0% of total) 30,7 122604 30,7 122604 0,0 0 Sebokeng CBD Municipal 21,5 85937 10,3 41180 11,2 44757 Retail (20% of total) 18,9 75608 10,3 41180 8,6 34428 Private Office (20% of 2,6 10329 0,0 0 2,6 10329 total) Bedworthpark Regional 22,4 89749 19,9 79420 2,6 10329 Retail (0% of total) 19,9 79420 19,9 79420 0,0 0 Private Office (20% of 2,6 10329 0,0 0 2,6 10329 total) Evaton Regional 12,0 47958 6,4 25580 5,6 22378 Retail (10% of total) 10,7 42794 6,4 25580 4,3 17214 Private Office (10% of 1,3 5164 0,0 0 1,3 5164 total) Mantevrede Regional 20,3 81061 14,0 56100 6,2 24961 Retail (10% of total) 18,3 73314 14,0 56100 4,3 17214 Private Office (15% of 1,9 7746 0,0 0 1,9 7746 total) Sonlandpark Regional 9,9 39593 0,0 0 9,9 39593 Retail (20% of total) 8,6 34428 0,0 0 8,6 34428 Private Office (10% of 1,3 5164 0,0 0 1,3 5164 total) Three Rivers Regional 16,9 67704 16,9 67704 0,0 0 Retail (0% of total) 13,0 52080 13,0 52080 0,0 0 Private Office (0% of total) 3,9 15624 3,9 15624 0,0 0

Node Node Classification Allocation 2017-2025 Existing 2017 Available 2017-2025 ha m² ha m² Ha m² Boitumelo Community 4,9 19796 0,0 0 4,9 19796 Retail (10% of total) 4,3 17214 0,0 0 4,3 17214 Private Office (5% of total) 0,6 2582 0,0 0 0,6 2582 Kwaggastroom Community 4,9 19796 0,0 0 4,9 19796 Retail (10% of total) 4,3 17214 0,0 0 4,3 17214 Private Office (5% of total) 0,6 2582 0,0 0 0,6 2582 Lochvaal Community 4,9 19796 0,0 0 4,9 19796 Retail (10% of total) 4,3 17214 0,0 0 4,3 17214 Private Office (5% of total) 0,6 2582 0,0 0 0,6 2582 Residentia Community 2,8 11189 0,0 0 2,8 11189 Retail (5% of total) 2,2 8607 0,0 0 2,2 8607 Private Office (5% of total) 0,6 2582 0,0 0 0,6 2582 Roshnee Community 2,8 11189 0,0 0 2,8 11189 Retail (5% of total) 2,2 8607 0,0 0 2,2 8607 Private Office (5% of total) 0,6 2582 0,0 0 0,6 2582 Total 321,3 1285104 265,3 1061320 51,0 203988 Retail 258,8 1035222 215,8 863080 38,7 154928 Private Office 62,5 249883 49,6 198240 12,3 49060 Source: Urban Dynamics Gauteng, 2017

Secondary/regional business nodes and community business nodes have been identified within Emfuleni, of which some are newly proposed nodes: Sonlandpark, Boitumelo, Kwaggastroom, Roshnee and Lochvaal. Retail and office space has been allocated to each of these nodes in accordance with the needs of the surrounding urban environment, the nature of its potential consumer base, and the location characteristics of each node. Based on these nodal characteristics, the following regional business nodes need mention:

7.1.6.1. Sonlandpark node This node is a regional business node located on the Development Corridor proposed along the Vereeniging-Johannesburg commuter railway line. Thus, creating a node with a substantial retail and office component can greatly contribute to the establishment of this corridor. A total 34,428m2 of retail space and 5,164m2 of office space is allocated to the Sonlandpark node.

7.1.6.2. Bedworthpark node This regional business node not only serves the surrounding residential areas, such as Sharpeville, but it also functions as a „gateway‟ into the Vanderbijlpark area via the K174 (Barrage Road). A large office component was therefore provided to fully utilize the „entrance‟ characteristics of this node. An additional 10,329m2 of office space is allocated to the Bedworthpark node, which can be allocated along Barrage Road. No additional retail space is allocated to this node due to the large retail centers already existing within this node.

7.1.6.3. Evaton node

This node has the potential to increase its role in serving the northern parts of Sebokeng and Evaton. It is therefore proposed that this node be significantly strengthened to a regional business node. An additional 17,214m2 of retail space and 5,164m2 of office space is allocated to the Evaton Node.

In addition to the above, it is recommended that the granting of additional retail space within Emfuleni also be done based on the recommendations of a detailed retail study that accompanies each individual application for retail rights within Emfuleni. In turn, such a detailed retail study must be conducted in a manner that adheres to the objectives and guidelines set out in this Emfuleni SDF, especially with regard to the distribution of retail space between the various nodes. In other words, a single node should not be allocated a disproportionate amount of retail space that would be to the detriment of other nodes.

Apart from the activity nodes set out above, business activity can also be located along the activity spines proposed for Emfuleni. However, it is important not to focus all the development energy in Emfuleni on these activity spines, but rather focus most of this development energy on the activity nodes within Emfuleni. Specifically, it is proposed that retail development be limited to the activity nodes, because nodes are more pedestrian and transit-oriented than activity spines. The activity spines can accommodate land uses that are more vehicle oriented, such as office, motor trade, and commercial uses.

CHAPTER 8

The Performance Management System (PMS) in the municipality is a strategic management approach that equips councillors, managers, employees and stakeholders at various levels with a set of tools and techniques to regularly plan, track, monitor and periodically measure the performance of the municipality in terms of indicators and targets for efficiency, effectiveness and impact. Performance management is aimed at ensuring that the municipality monitor its IDP and continuously improve its operations and in terms of section 19 of the Local Government: Municipal Structures Act, 1998, and that it annually review its overall performance in achieving organisational and constitutional objectives.

ELM has developed a Performance Management Policy and Framework that governs and guides performance management as a function and process. The framework defines and reflects how the municipality's cycle and processes of performance planning, monitoring, measurement, review, reporting and improvement must be performed, coordinated and managed, including the responsibilities of the various role players. Performance Management ensures that the municipality's strategic direction is more clear and consistent with all management and resource decisions.

The municipality‟s planning for a new financial year take place once a year during March and June. The organizational Service Delivery, Budget and implementation plan is established is prepared in parallel with the Integrated Development Plan and Budget developments consist of information on each of the 5 National Key Performance Areas (Municipal Transformation and Institutional Development, Financial Viability and Sustainability, Local Economic Growth, Good Governance, Public Participation and Basic Service Delivery). Service Delivery Budget Implementation Plan (SDBIP), which covers both the identification of specific operational projects to be implemented to fulfil the overall service delivery commitments made in the IDP, through the SMART targets set and resources allocated to each KPI. Critically, this SDBIP must achieve the objective of being a tool to measure the quarterly performance of the municipality as a whole and a tool to be used by the Accounting Officer to measure the performance of the various operational clusters.

Emfuleni Local Municipality Performance monitoring takes place throughout the year. Different role players are expected to track and collect information to help the municipality identify early indications of underperformance and take prompt corrective action. While actual assessments are performed every quarter, formal performance reviews are conducted during the half-year and year-end. At employee level, this phase involves jointly assessing mid-year and year-end performance against expectations (planned vs. actual performance). Emfuleni Local Municipality performance reports are prepared in compliance to the above mentioned Municipal Systems Acts legislation and its regulations, Municipal Finance Acts, its regulations and circulars. The purpose of the reports is to disclose and record on results of the assessment of actual achievements against quarterly, midyear and Annual projections of performance indicators and performance targets for the year. These aforementioned performance indicators and targets were identified and recorded in the Organizational Service Delivery and Budget Implementation Plan (OSDBIP)

Ref No OUTPUTS BASELINE 2019/20 (IDP WHAT WE PRODUCE OR DELIVER ACTUAL ACHIEVEMENTS ANNUAL SERVICE DELIVERY TARGET BUDGET Code) PERFORMANCE INDICATOR MF.01 Compliant budget approved by Council. Annual and adjustments budgets Annual budget for 2021/22 approved by Council by 31 May 2021 approved in the 2019/20 financial and adjustments budgets approved in line with the MFMA and the year. Municipal Budget and Reporting Regulations.

MF.02 Percentage a budget collection rate of 73.9% New Indicator 73.9% MF04 Timeous compliance to the legislated Financial New Indicator 100% Timeous compilation and Submission of reports.12 Sect 71 Reporting requirements reports, 4 Sect.11 report and 4 Sect 52 report.

MF.05 Compilation of quaterly financial statements which New indicator 4 quarterly financial statements reviewed by the external audit are reviewed by the external audit committee committee

MF.06 Cash Invested in the Investment Account Investment of R12m cash in the R12 million Invested for the 2020/21 financial year Investment account.

MF.07

BS.01 Percentage reduction in electricity distribution losses 27.00% 24.00% R40,000,000.00 reduced.

BS.02 Number of new electricty connections installed within 150.00 350.00 R5,500,000.00 the NERSA licenced areas. BS.03 Number of new elctricity meters installed New Indicator 10,000.00 R 20 000 000.00

BS.04 Percentage of electricity infrastructure repairs and New Indicator 60.00% R2,500,000.00 maintenance activities achieved. BS.05 Number of meters stormwater maintenance. 0m 2000m R5 100 000.00

BS.06 Number of kilometres of tarred roads resurfaced in 32 km 35 km R50 000 000.00 line with the maintenance plan.

BS.08 Number of kilometres of municipal gravel roads 110km 200 km R18 500 000.00 regravelled in line with maintenance plan.

Ref No OUTPUT BASELINE INFORMATION 2020/2021 Annual Target Budget (IDP WHAT WE PRODUCE OR DELIVER 2019/2020 Code) PERFORMANCE INDICATOR ACTUAL ACHIEVEMENTS

BS.11 Percentage compliance with the landfill sites norms 95.00% 95.00% R 24,200,000.00 and standards. BS.12 Number of inspections to comply with national 240 Inspections 240.00 R 1,750,000.00 environmental management norms and standards BS.13 Percentage achievement of l milestones on Water 25% of the plan implemented at 75.00% Opex Conservation and Water Demand Management Mid-Year. Programme.( WCWDM) and Non revenue water (NRW) programmes BS.14 Number of new / additional water meters installed on 48934 cumulatively installed to 12 000.00 Opex previously unmetered areas of the municipality. date

BS.15 Percentage compliance with the South African 95.00% 95.00% Opex National Standards (SANS 241) on average for potable water quality. BS.16 Percentage acheivement to a turn around time to 50.00% 50.00% Linked to BS.16 restore all potable water service interruptions (current norm to comply with is 48 hours). BS.17 Reduced bulk water purchases to R95 million by R 100,000,000.00 R 95,000,000.00 Linked to BS.12, 13,14, 15, 16 & 18 quarter 4 BS.20 Number of SRACLIS programs implemented and 64 SRACLIS programs 64 SRACLIS programs implemented to the community. Conditional grant and Opex presented to the community. implemented and presented to the community. BS.21 Number of By-Law operations conducted in 48 operations conducted in 2019 / 48.00 Opex 2020/2021. 20 BS.22 Percentage of fire and rescue incidents responded to New Indicator 70.00% Opex within 23 minutes. BS.23 Number of community safety programmes Adoption & Approval of the Plan 40.00 Opex implemented

BS.24 Number of inspections to comply with national 4800 inspections. 3200.00 Subsidised / Opex environmental health norms and standards at any period.

BS.25 Percentage implementation of horticultural New Indicator 100% Opex maintenance plan.

Ref No OUTPUT BASELINE INFORMATION 2020/2021 Annual Target Budget (IDP WHAT WE PRODUCE OR DELIVER 2019/2020 Code) PERFORMANCE INDICATOR ACTUAL ACHIEVEMENTS

LED.01 Percentage of building and development plans approval of 60% of submitted 90.00% Opex applications approved within the required time. applications under delegation authority per quarter LED.02 Percentage approval of capital investment policy New indicator 50.00% Opex framework. LED.03 Percentage enforcement of land use regulations. New indicator 100.00% Opex

LED.06 Percentage completion of reviewed LED and 2015 Council approved LED 100.00% Opex Tourism Strategy. Strategy

LED.07 Percentage of of automotive hubs rolled out for the Signed MOU between ELM and 100.00% Opex & Capex benefit of individuals from Previously Disadvantaged AIDC Areas. LED.08 Number of LED projects facilitated in Gauteng Province Southern 100.00% Opex collaboration/partnership with public and/or private Corridor development strategy sector

LED.09 Number of strategic propety potfolio initiatives New indicator 4.00 Opex developed.

LED.10 Amount of revenue generated from property leases New Indicator R4 million Opex

LED.11 Development and Roll out of the Inner City New indicator 100.00 Opex Regeneration Programme that includes Township areas

LED.12 Number of title deeds issued New indicator 40.00 Opex

LED.13 Number of settlements realigned New indicator 4.00 Opex

Ref No OUTPUT BASELINE INFORMATION 2020/2021 Annual Target Budget (IDP WHAT WE PRODUCE OR DELIVER 2019/2020 Code) PERFORMANCE INDICATOR ACTUAL ACHIEVEMENTS

MT 01 Council approved Organisational Structure. Approved organizational Council approved Organisational Structure. Opex structure.

MT 02 Percentage of change management plan new indicator 100.00% Opex interventions implemented

MT 03 Percentage of funded WSP training plan new indicator 100.00% Opex intervetions implemented.

MT 04 Percentage of budgetted priority critical 30% 80.00% Opex vacancies filled

MT 05 Percentage reduction of the organisational new indicator 10.00% Opex vacancy rate

MT 06 Percentage of identified priority HRM Policies new indicator 100.00% Opex developed and reviewed

MT 07 Percentage of the approved HRM Strategy and new indicator 100.00% Opex Plan interventions implemented

MT 08 Percentage of employmnet equity targets new indicator 70.00% Opex achieved as per the EE plan

MT 09 Percentage of ICT AG audit findings resolved. new indicator 100.00% Opex

MT 11 Percentage reduction of labour cases / new indicator 50.00% Opex disciplinary cases in the current labour disputes register

Ref No (IDP Code) OUTPUT BASELINE INFORMATION 2020/2021 Annual Target Budget WHAT WE PRODUCE OR DELIVER 2019/2020 PERFORMANCE INDICATOR ACTUAL ACHIEVEMENTS

GG 01 Numberof monitoring and evaluation reports submitted 2019/2020 FRP Reports 4 monitoring and evaluation reports Opex on Quarterly Reports and Service Delivery Budget submitted on Quarterly Performance Implementation Plan. Reports and Service Delivery Budget Implementation Plan. GG.02 Number of reports (on implementattion of Performance new indicator 2 monitoring and evaluation reports Opex Contracts with Executives who signed comprehensive submitted on implementation of Service Delivery Performance Contracts with the performance agreements of the Municipal Manager. Senior Management Team.

GG.03 Number of Executive Mayor's Special Projects fully 4 impactful Implemented Executive Mayor 4 impactful Executive Mayor Special Opex implemented with positive outcomes per period. Special Projects in 2018/19 Project implemented

GG.04 Number of executive mayoral consultative meetings 8 implemented stakeholder, engagement, 4 implemented stakeholder, Opex held with business, NGOs and the community. partnership consultations undertaken engagement, partnership consultations undertaken GG.05 Planned and coordinated Caucus Sittings 2019-20 Oversight work 4 Caucuses Sittings planned and Opex coordinated GG.06 Planned and coordinated Whippery Sittings 2019-20 Oversight work 4 Whippery Sittings planned and Opex coordinated GG. 07 Planned and coordinated Study Groups Sittings 2019-20 Oversight work 60 Study Groups sittiings planned Opex and coordinated GG.08 Planned and coordinated Oversight Visits 2019-20 Oversight work 4 Ovrsight visits planned and Opex coordinated GG.09 Planned and coordinated Political Management Team 2019-20 Oversight work 12 Political Management Team Opex (PMT) Meetings (PMT) Meetings planned and coordinated .GG.10 Planned and Coordinated Multi Party Forum sittings 2019-20 Multi Party Forum Report 2 Multi Party Party Sittings planned Opex and coordinated

Ref No (IDP Code) OUTPUT BASELINE INFORMATION 2020/2021 Annual Target Budget WHAT WE PRODUCE OR DELIVER 2019/2020 PERFORMANCE INDICATOR ACTUAL ACHIEVEMENTS

GG12 Planned and coordinated Caucus Lekgotla 2019-20 Caucus Lekgotla resolutions 1 Caucus Lekgotla Resolutions Opex

GG.13 Produce and Compile Caucus Annual Report 2019 20 Caucus Annual Report 1 Caucus Annual Report Opex

GG.14 Coordinate MP's& MPL's & Cllr's Parliamentary New Target 4 Constituency Programme Report Opex Constituency Offices Programme GG.15 100% Approved Compliant integrated development 2019/20 IDP 100% Approved Compliant Opex plan (IDP) integrated development plan (IDP)

GG.16 Percentage compilation and assessment of New Indicator 100% compilation and assessment Opex operational SDBIP for all clusters concluded. of Operational SDBIP for all clausters concluded. GG.17 Percentage Cascaded Performance Management to Approved Performance Management 100% Cascaded Performance Opex employees on job 1-2 Framework Management to employees on job 1-2

GG.18 Number of IGR Managers 's Forums New Indicator 4 IGR Managers 's Forums Opex

GG.19 Number of Project health reports on implementation of 4 project health report on implementation of 4 project health report on Opex captial projects captial projects implementation of captial project

GG 21 % Reviewed 3 year Strategic Internal Audit rolling plan 100% Approved 3 year Strategic rolling plan 100% Approved 3 year Strategic Opex and 1 year Internal Audit Plan and 1 year Internal Audit Plan by Audit rolling plan and 1 year Internal Audit Committee Plan by Audit Committee

Ref No (IDP Code) OUTPUT BASELINE INFORMATION 2020/2021 Annual Target Budget WHAT WE PRODUCE OR DELIVER 2019/2020 PERFORMANCE INDICATOR ACTUAL ACHIEVEMENTS

GG 24 Number of updated Risk Management reports submitted to 1 Risk Management Reports submitted 4 updated Risk Management reports Opex the RMAAC and Audit Committee submitted to the RMAAC and Audit Committee

GG 25 Approved Intergrity / Ethics Management strategy and Approved ethics policy Approved Intergrity / Ethics Management Opex implementation plan strategy and implementation plan.

GG 26 % Reviewed Risk Management Charter 100% (1) Reviewed Risk Management Charter by 100% (1) Reviewed risk Management Opex RMAAC Charter by RMAAC

CHAPTER 9

8. MAINSTREAMING Mainstreaming is a process of identifying issues affecting most vulnerable groups in society and integrating their basic human rights needs in the planning, implementation, monitoring and evaluation of service delivery. Cross cutting issues refer to those issues which require a multi-sectoral response and thus need to be considered by all departments. Mainstreaming is considered a cross cutting issue.

9.1. CROSS CUTTING ISSUES WITHIN EMFULENI LOCAL MUNICIPALITY

Cross cutting issues in the Municipality are jointly addressed by the offices of the Executive Mayor and Social Development. These issues include the following:

 Disability;  Gender;  HIV/AIDS;  Youth, and  COVID – 19 (Community Services). In response to the Presidential announcement of the COVID 19 Lockdown regulations, municipalities were mandated to identify temporary shelters for the homeless people within their jurisdiction. They were also urged to remove all the homeless from the streets and house them in the identified shelters until the end of the lockdown period. Emfuleni identified Saul Tsotetsi Sports Complex in Sebokeng Zone 14 as well as General Smuts School hostel in Vereeniging as temporary shelters to accommodate homeless people within its jurisdiction. With the imminent re-opening of schools, the homeless people will be moved from General Smuts High School to Saul Tsotetsi Sport Complex. The final matters regarding the preparation of the Moedi School as a shelter for the homeless people was being considered at the time of writing this report. The departments of both Health and Social Development in Emfuleni sought and received support from the Gauteng Department of Social Development in providing dignity packs to the homeless in the identified shelters. SAVF NGO in Vaal Marina was also contacted to provide cooked meals to the homeless for the duration of the lockdown. SANCA and TYM also came on board by providing drug and substance abuse treatment to the users. Gauteng Health Department provided medical screening and treatment of minor ailments and referral of those who needed medical intervention. At the time of compiling this report a lot of good things had happened in this regard. The following, among many, are worth reporting on:  151 homeless people were removed from the streets since the beginning of the lockdown;  55 homeless people were reunited with their families;  22 were referred to various drug and substance rehabilitation centers;  15 escaped and went back to the streets, and  There are currently 59 homeless people that are accommodated at both Saul Tsotetsi and General Smuts temporarily shelters,

The ELM does not have a proper shelter for homeless people. The finalisation of the construction at the Moedi School will provide the shelter that will accommodate homeless people and drug and substance abuse rehabilitation center within the Municipality boundaries. 9.2. DISABILITY

The function promotes the employment of people with disability and encourages sensitivity to their needs. The following are some of the initiatives that took place in realizing the objectives:

DPSA (Disabled People South Africa) Emfuleni Branch was launched. A Deaf Awareness Celebration, in partnership with Bathabile Sign Language Training was held to celebrate and acknowledge people with hearing disability. The relationship between the Municipality and civil society in this regard is excellent. ELM carries out joint programmes with 15 disability organizations locally. Sadly, owing to budgetary constraints, the Municipality is no longer able to sponsor the programmes of these organisations dealing with disability issues. There is a need for Emfuleni to adopt a disability friendly recruitment strategy.

9.2.1. Status of Employees with Disabilities

Table 4.1 – Status of employees with disabilities

Level Number Male Female 4 0 0 0 5 1 0 1 6 1 1 0 7 2 1 0 8 1 1 0 9 3 2 1 10 2 2 0 11 1 1 0 12 3 1 2 14 4 2 2 15 2 2 0 16 9 5 4 Total 38 18 10

9.2.2. Challenges

People living with disabilities experience the following challenges in their everyday lives:

 Unemployment;  Sustainable, accessibility and affordable community facilities and services, and  Service provider/ construction projects not employing people with disabilities.

9.3. GENDER Human Resources and Employment Equity is responsible for the following activities:

Implementation of the 50/50 percent national resolution, eradicating poverty through economic empowerment initiatives, focus on government and other stakeholders‟ projects and programmes as well as the deepening of women‟s participation in governance. The strengthening of Section 79 of the Municipal Systems Act, Human Rights mainstreaming as an approach to accelerate gender equality.

Gender inequality does exist within the Municipality as women account for a mere 2.5% of senior management posts as at 30thof June 2018. In order to realize gender mainstreaming ELM sends its managers and assistant managers on a monthly basis to attend workshops to equip themselves on gender issues. The desk has initiated training that will economically empower women on how to form cooperatives, building and brick laying. There is also an environmental training which is held in partnership with both national and provincial departments. A draft policy on gender is drafted awaiting a review by the Legal Department. The ward-based gender as well as Section 80 committees had been established from 2011 when GEYODI was established in the Executive Mayor‟s Office. Due to lack of resources and budgetary constraints, these structures have not been functioning as expected. The relocation to Social Development Department during the 2014 financial year also had a negative impact as the function was transferred without any resources and a clear mandate. The GEYODI section functions with the Office of the Executive Mayor and the placement on the Organogram is currently under discussion.

9.4. HIV/AIDS

The primary goal of this desk is to coordinate internal and external actions, reduce the number of new infections and the impact of the epidemic on individuals, families and communities. An HIV/AIDS Council was established within Emfuleni Local Municipality, but has since collapsed due to inconsistency of leadership and the revival of this council need the active involvement of the political leadership. Ward committees are in existence since 2011 and are doing very good work in the communities and report both monthly and quarterly.

9.5. YOUTH

9.5.1. Establishment of Local Youth Units

Currently Youth Forums are not functioning optimally due to lack of capacitation and resource allocation to the unit responsible for youth development. The allocation of resources required and exploration of partnership need to be considered in order to close the existing gaps. The National Youth Development Agency was approached to manage the Youth Development Centres as it falls within their mandate and it is capacitated to function in this area. This process is currently atits infancy stages and as such tough negations are ongoing.

9.5.2. Youth Advisory Centres

These centres will propel and inject a renewed hope and dream for a better future for the young people of this district. The Youth Centres are now going to be partnered with NYDA and Sedibeng District Municipality. They will coordinate all the 3 local municipalities. Since January 2019, NYDA signed an SLA with Sedibeng to coordinate all locals with the aim of coordinating all local youth programs. They also resumed responsibility for the remuneration of staff in the Youth Advisory Centres.

They are consistently carrying the costs of 7 staff members. The negotiations with the NYDA will determine the future viability of the Youth Advisory Centres.

Currently the Youth Advisory Centres continuously updates the profile of the youth who visits these centres. Due the high unemployment rate year walk-ins are assisted and outreach programmes are conducted in the areas of Boipatong, Tshepiso and Sharpeville within the limited resources available. The findings of the consultations and outreach programs are as follows:

 The Youth Advisory Centres operates in an economically depressed environment;  Women and mainly young women are more frequent visitors of the centre;  That these visitors are mainly unemployed;  They have low levels of formal education;  They lack the relevant labour market orientated skills;  They lack the necessary business knowledge, and  Lack of self-worth. The above mentioned matters cannot be effectively addressed within the limited resources available within the budgets of the Emfuleni Local Municipality and the Sedibeng District Municipality, hence the negotiations with the National Youth Development Agency in this regard.

9.5.4. General Deliverables for Designated Groups

This section will focus at general deliverables for designated groups namely women, children, youth, and people with disabilities, elderly and ex-combatants. These deliverables are guided by various policies of SDM aimed at benefiting the designated groups. Due to the purpose of aligning with the District, ELM is also expected to adhere to a few deliverables. These include the following:

 Youth Development Policy;  Ex - combatant Policy;  Gender Policy;  Pro - poor Policy; and  Gender Equity Policy.

The general deliverables have been categorised as follows:

Training and job opportunities Ensure that training and job opportunities that may arise will target designated groups; Continue with looking at regional sewer works for opportunities; EPWP; BnM (people used in demonstrating technique); and greening initiatives (SDM role to assist local labour and communities in getting involved in national and provincial programmes); and Greening and cleaning.

Ownership - Facilitate ownership options for designated groups in: Urban renewal projects; Industrial Waste Exchange Programme; Land release; and Concrete targets and mechanisms will be set at BBBEE Summit planned for second half of this year. Poverty alleviation and social development.

Social development is multi-disciplinary in nature and cuts across sectors and as such is driven by the social work profession in caring out services. Social workers are a cornerstone of the developmental approach adopted by the Municipality in this regard. They help guide and shape the nature of development. Emfuleni Social Development renders social work services to various target groups namely; children, youth women, families, older persons and people with disabilities. Social Programmes rendered to these target groups entails socio-economic, moral regeneration, empowerment, and poverty reduction programmes. As an example, various communities have been educated and informed on child abuse and how to protect and prevent children from being victims of physical, sexual, emotional and financial abuse. Door to door campaigns, distribution of educational materials and carrying out workshops and meetings took place as part of prevention and early intervention to protect children from abuse.

9.5.5. Achievements

The strategic objective of Social Development is to provide programmes to target groups entails socio- economic, moral regeneration, empowerment, and poverty reduction programmes. The service statistics regarding the above-mentioned community support programme includes the following:

Indigent household program and indigent /pauper burials

3040 indigent households verified and registered in the indigent programme with a total household market value exceeding R250, 000 thresholds. The current number in the database is 77644registered indigent households in ELM.

o A total of 98 indigent and pauper burials conducted within the Municipality for community members who cannot afford to bury their loved ones.

o 6 ward-based indigent campaigns conducted with the focus on educating and promoting registration and reviewing of the indigent program and a total number of 450 people attended.

o 550 older persons attended the event which was focusing on reviving the club and increasing membership, speakers presented on healthy lifestyle, education on their rights and types of abuse faced by elderly people.

o 250 ECD practitioners attended ECD training on NQ level 4, which empowered the trainees on early childhood development. o 5 Substance Abuse and Drug Awareness programmes conducted in schools. The program aimed at reducing the use of substances among learners within the schools.

o ICROP (Integrated Community Outreach Program) is conducted from the Evaton community hall. This is an inter-departmental program aimed at bringing service delivery closer to the people, e.g. SASSA, Home Affairs etc. (250 families benefited through the SASSA Social Relief of Distress)

ELM has established a working relationship with the Provincial Department of Social Development, NGO‟s and NPO‟s to address issues of child abuse. Child protection programs are conducted annually during the month of June. Awareness programs on child trafficking and abuse are conducted at the schools.

Ensure that alternative options are explored including ensuring designated groups are prioritized in the “shack down programme”. Volunteers - Volunteers from all designated groups should be involved in: HIV and Aids programmes (ICROP); Fire prevention (PIER) and Clean Fires Program (ICROP); Crime prevention (ICROP); and Greening and cleaning. 9.5.6. Deliverables for Different Designated Groups Table 4.2 – Deliverables for different designated groups.  Identify and assist women in accessing training opportunities related to greening programmes; and Women  Develop leadership programmes for women.  Youth (Workplace learning as a means to communicate);  Negotiations with NYDA to continue with this program under its own banner to ensure it is aligned with the national mandate Youth  Get involved in all programmes of Regional Sewer, EPWP, BnM, Greening; and  Expand the Youth Advisory Centre services; Ensure connectivity and accessibility.  Special Disability /sheltered employment;  Interpreters; and People with disability  Get involved in all programmes of Regional Sewer, EPWP, BnM, and Greening.  Accessible entrances in all Municipality buildings  Ensure improved air quality and reduction of dangerous emissions which Children impact on the health of young children (e.g. asthma);  Healthy lifestyle programme, encouraging children to eat healthy and be

active  Teen Sexuality education programme focus on discouraging earlier sexual experimentation.  Creating safety heaven for children through child protection services and programmes.  Drug and substance abuse awareness programmes aimed at reducing intake of drugs among children between ages 7-14 years.  Increase capacity development of care givers through training that is aimed at strengthening early childhood development.  Ensure that child headed households are accommodated in urban renewal projects;  Continue environmental awareness programmes aimed at school children;  Expand mass participation programme for sports; and  Ensure effective implementation of provincial programmes such as the Bana Pele, widow and ECD centres.  Building of a Rehabilitation Centre in Emfuleni  Elderly used for Oral History, sourcing resources in the form of shelter, tea gardens, and creating videos as stimulation and relaxation; and  Involve elderly in BNM programme.

Elderly  Implement active aging programmes, wherein elderly will be involved in sporting activities (golden games, choral competition and aerobics)  Implement the Kharigude programme to educate elderly  HIV and AIDS training by the elderly  Increase and training of HIV/AIDS ward committees People infected and affected by HIV and  Establishment of a consistent ELM HIV/AIDS Council AIDS  Regular reports to Sect.80 committees  SMME development & support to designated groups and ex-combatants;  Set concrete targets for ownership and empowerment for designated groups and ex-combatants;  Tour guides targeting designated groups and ex-combatants; and Ex-combatants  Get involved in all programmes of Regional Sewer, EPWP, BNM and Greening.  The policy regarding the ex-combatants was drafted and submitted to ExCo for discussion. After recommendation this policy will be submitted for discussion at the Local Labour Forum thereafter it will be tabled for

discussion by the Mayoral Committee and Council. This matter falls within the mandate of the Office of the Executive Mayor.

CHAPTER 10

10.1. INTEGRATION PHASE

Integration phase seeks to integrate various sector plans and programmers to avoid duplication of resources by national, provincial and local spheres of government.

10.1.1. Sector Departments Projects

Table 4.3 – Sector departmental projects

10.1.2. ESKOM Projects 2019/20 2020/21 Beverley Hills Self-Build Units 21 connections Golden Gardens Development Phase 3

705 connections Sebokeng Extension 28, Phase 1 500 connections Pre-engineering Greater Emfuleni Sonderwater Phase 2

385 connections 10.1.3. GDARD Projects 2019/20 2020/21  Homestead Food Gardens  Community Food Gardens  School Food Gardens

 Farmer Training  Construction of 21 and 50 Sow Piggery Structures

 `Construction of 10 000 Carrying Capacity Layers and Broiler structures  Drilling and Equipping of sixty boreholes for the supply of water in farms and projects  Vereeniging Fresh Produce Market  Sinokukhanya Waste Recycling  Maintenance of ten (10) Gauteng priority air monitoring stations  Rehabilitation of illegal dump sites (Kanana and Sharpeville)  Upgrading of the existing perk houses 10.1.4. Health Projects 2019/20 2020/21 Kopanong Hospital Refurbishment of psychiatric wards 1&2 R 15 000 000 LevaiMbatha CHC Upgrades and additions R 100 000 000 Tshepiso Phase 4 new clinic R 60 000 000

Rietspruit Clinic Construction of new clinic R 65 000 000 Evaton Clinic

Sebokeng Zone 17 clinic Sebokeng Hospital Lakeside clinic New clinic Dr Helga Kuhn Clinic Upgrading of existing clinic 10.1.5. Education Projects 2019/20 2020/21 Rust-ter-Vaal Secondary (New and Replacement school) Ending 2019/02/28 Tshepiso Primary School ACT (New and Replacement school) Tshepong Primary School ACT (New and Replacement school)

Evaton Primary School (Upgrades and major additions) Ending 2019/08/31 Fadimeha Primary School (Upgrades and major additions) Ending 2019/08/31

Iphahlolleng Secondary School (Upgrades and major additions) Ending 2019/08/31

Jet Nteo Secondary School (Upgrades and major additions) Ending 2019/08/31 Laerskool Unitas Park (Upgrades and major additions) Ending 2019/08/31 Vukuzakhe Primary School (Upgrades and major additions) Ending 2019/08/31 Magasela Primary School (Upgrades and major additions) Ramosukula Primary School (Upgrades and major additions) Ending 2019/20 Rust-ter-Vaal Primary School (Upgrades and major additions) Vaal High School (Upgrades and major additions) Evaton Primary (Refurbishment and Rehabilitation) Krugerlaan LSEN School(Refurbishment and Rehabilitation) Laerskool Noordhoek(Refurbishment and Rehabilitation) Laerskool Vaalrivier ( Refurbishment and Rehabilitation) Laerskool Drie Riviere( Refurbishment and Rehabilitation) Pitseng Primary School( Refurbishment and Rehabilitation) Vereeniging Gymnasium ( Refurbishment and Rehabilitation) Mojala- Thuto Primary School ( Refurbishment and Rehabilitation) Mosioa Primary School ( Refurbishment and Rehabilitation) Sapphire Secondary School ( Refurbishment and Rehabilitation) Ending 2019/20 10.1.6. Social Development Projects 2019/20 2020/21 Boipatong Social Integrated Facility- ECD, Day care for older persons and regional offices and facilities Evaton ECD Sebokeng Rehabilitation Centre

Rietspruit Clinic Construction of new clinic Evaton Clinic

10.2. Emfuleni’s Plans and Strategies

The Integrated Development Plan is an executive summary of various sectoral plans as legislated. The Municipal Systems Act No. 32 of 2000 requires local government to develop and review sectoral plans and programmes annually.

The following plans and strategies were approved by Council during the 2019/2020 Financial year: -

10.2.1. Financial Turn-around strategy; 10.2.2. Financial Recovery Plan; 10.2.3. Service Delivery and Budget Implementation plans; 10.3.4. 5-year Internal Audit Strategy; 10.3.5. Risk Based Audit plan; 10.3.6. Water Service Development Plan; 10.3.7. Local Economic Development Plan; 10.3.8. Waste Management Plan; 10.3.9. Disaster Management Plan Level 2; 10.3.10. Performance Management Plan; 10.3.11. Spatial Development Framework; 10.3.12. Human Resource Development Strategy; 10.3.13. Communication Strategy; 10.3.14. Municipal 5-year Plan; 10.3.15. HIV/Aids Plan; 10.3.16. Employment Equity Plan; 10.3.17. Procurement Plan, and 10.3.18. Integrated Waste Management Plan.