Year: 2017-2022

Integrated Development Plan Gamagara Local Municipality

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Table of Contents

Foreword by the Mayor ...... v Foreword by the Municipal Manager ...... vii Executive summary ...... ix Acronyms ...... xii Chapter 1...... 1 1. Legislative Framework…….…………………………………………………………………….1 1.1 Introduction ...... 1 1.2. Legislative Frameworks..……………………………………………………………………...1 1.2.1 Constitution of Republic Of South Africa (1996) ...... 1 1.2.2 White Paper on Local Government (1998) ...... 2 1.2.3 Municipal Systems Act ...... 2 1.2.4. National Development Plan..……………………………………………………………..2 1.2.5 National Outcomes…………………………………………………………...…………….3 1.2.6 Provincial Spatial Development plan…………………………………………………...3 1.2.7 Gamagara Spatial Development Framework…………………………………………3 1.3. Process Followed ...... 4 1.3.1. IDP Process Plan…………………………………………………..………………………….5 1.3.2. Public Participation………………………………………………………………………….6 1.3.2.1. Table of Public Participation…………………..………………………………………7 1.4. Community Needs indicated...………..……………………………………………………7 1.5. Powers and function of the municipality ...... 11 Chapter 2: Situational Analysis ...... 11 2. Introduction ...... 11 2.1 Geographical Location ...... 11 2.2 Spatial rational ...... 13 2.2.1 Spatial Efficiency……………………………………………………………………………14 2.3 Environment...... 15 2.3.1 Climate ...... 15 2.3.2 Topography and geology...... 17 2.3.3 Water sources ...... 17 2.3.4 Biodiversity ...... 17 ii | Page: DRAFT IDP 2017 - 2022

2.3.5 Heritage and assets ...... 18 2.3.6 Environmental threats ...... 19 2.4 Demographic profile of the municipality ...... 19 2.4.1 Population Distribution ...... 20 2.4.2 Age Distribution ...... 20 2.5 Basic services...... 21 2.5.1 Housing ...... 22 2.6 Municipal institutional development and transformation ...... 24 2.6.1 Municipal management and operational systems...... 24 2.6.1.1 Political composition ...... 24 2.6.1.2 Administration ...... 24 2.6.1.3 Complaints management systems ...... 30 2.6.1.4 Fraud prevention plan ...... 30 2.6.1.5 Stakeholders mobilisation ...... 30 2.6.2 Institutional development and transformation ...... 30 2.6.2.1 Human Capital ...... 30 2.6.2.2 Skills development ...... 31 2.6.2.3 Performance Management System ...... 32 2.6.2.4 Information technology ...... 32 2.6.2.5 Human resources policies...... 32 2.7 Local economic development ...... 34 2.7.1 Socio-economic indicators ...... 34 2.7.1.1 Official employment status ...... 34 2.7.1.2 Education levels...... 35 2.7.1.3 Income levels ...... 36 2.7.2 Economic indicators ...... 37 2.7.2.1 Sectors ...... 38 2.7.2.2 Tourism and SMMEs ...... 38 2.7.2.3 Job creation initiatives ...... 39 2.7.2.4 LED Friendly ...... 39 2.8 Financial Plan………………………………………………………………………………..…39 2.8.1 Municipal financial viability ...... 39 iii | Page: DRAFT IDP 2017 - 2022

2.8.1.1 Auditor General’s finding ...... 40 2.8.2 Financial management system ...... 40 2.8.3 Operating Revenue Framework ...... 41 2.8.4 Operating Expenditure Framework ...... 41 2.8.5 Capital expenditure...... 44 2.9 Good governance and public participation ...... 44 2.9.1 Democratic governance ...... 44 2.9.2 Communication ...... 44 2.9.3 Governance structure ...... 44 Chapter 3...... 45 3.1. Political Environment ...... 45 3.2. Economic Environment...... 47 3.3. Local Situation………………………………………………………………………………...48 3.4. Social Environment…………………………………………………………………………..49 3.5. Technology and Environment……………………………………………………………..49 4. Risk Analysis……………………………………………………………………………………50 5. Swot Analysis………………………………………………………………………………….54 6. Vision……………………………………………………………………………………………55 7. Mission…………………………………………………………………………………………..55 8. Values…………………………………………………………………………………………..56 9. Strategic Goals………………………………………………………………………………..56 10. Strategic Implementation Plan…………………………………………………………….74 11. Back to Basics…………………………………………………………………………………76 Chapter 4...... 77 Integration - Sector Plans...... 77 Chapter 5...... 80 Projects list...... 80 Issue 1: Basic Infrastructure Development……………...…………………………………….80 Issue 2: Water and Sanitation……..…………………………………………………………….87 Issue 3: Roads and Streets.……………………………………………………………………….93 Issue 4: Housing and Landuse Management………….…………………………………….96 Issue 6: Local Economic Development……………………………………………………….98 iv | Page: DRAFT IDP 2017 - 2022

Issue 7: Youth Development and Special Programmes..………………………………….99 Issue 8: Environmental Management and Cleansing..…………………………………...100 SDBIP(To be completed)

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FOREWORD BY THE MAYOR:

MAYOR OF GAMAGARA LOCAL MUNICIPALITY COUNCILLOR: DINEO MOYO

The previous cycle of the IDP ended on an unprecedented tone of economic depression. 2015/16 was a turbulent year for Gamagara Local Municipality as it was for the first time that the municipality had to adjust its budget 48% downward. The prolonged valuation dispute took its toll on our development, which ended with a loss of the case to Kumba resulted in our budget be cut by almost R350 million. It was a very challenging term again in that it was an election brought more diversity into the municipal leadership. The Municipality experience a loss when Councillor J. Johnson passed on and Councillor Johannes Kaars resigned from Council. This meant introduction of new Councillors when the financial year was on the brink of ending. These, however, made us strong as team and it strengthened the spirit of community development and improved service delivery.

This is evidenced by the municipal response to the unexpected rapid growth by starting and completing the following projects planning for the upgrade of bulk electricity in Kathu, Olifantshoek and Dibeng, phase 2 and 3 of the sewerage network in Dibeng, two parks were upgraded, completion of the 70 RDP houses in Mapoteng amongst others.

The Dingleton Resettlement process progressed well and only few households were not relocated to the new area called Siyathemba in Kathu. Some of the few households refused to be relocated as they want their dispute with Kumba to be resolved before they can move out of Dingleton. The process encouraged the municipality to transfer the exchange houses that belonged to the Municipality to the people who have rented these houses for extended period of time. The project is at the point of issuing people with title deeds. This demonstrated commitment of the municipality to promoting and implementing better life for all.

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We managed to deliver the basic services to the people as required and also implemented most of the infrastructure projects through the assistance of our social partners as well as the mines. On behalf of the Council I also wish to applaud all ward committee members for the commitment they’ve shown and outstanding performance throughout despite the challenges in the community.

In conclusion we want to also appreciate the work done by the Gamagara administration, led by the Municipal Manager. We urge you to continue working tirelessly to make Gamagara a better place for all its residents and potential investors. There is a lot that still need to be done, the war on poverty, unemployment, inequality, and underdevelopment is still far, and it has begun in earnest. We dare not give up until the finish line.

KEY POLICY DEVELOPMENTS FOR THE CURRENT IDP CYCLE:

In view of the challenges preceding cycle, a turnaround approach to development is required. It is required of the municipality to take advantage of the national development trajectory and leverage on national government economic development agenda. The municipality should embark on industrialisation of the municipality through government programmes like Mining Towns Regeneration, Small Town Regeneration, Strategic Industrial Plans, Industrial Policy Action Plan, Manufacturing Development Act, Industrial Development Zone and the National Industrial Policy Framework.

The municipality should express itself explicitly on how it is going to leverage on these programmes in order to leave the mine dependency shackles. In its endeavour to develop, our development systems should not leave behind skills development, local SMME development and promotion of local economies. Our involvement in the education sector has been of just a supporting role even though the EFT College has being producing qualifications that were not supporting the economic development in the municipality, this IDP cycle should see serious interventions through discussions with various stakeholders so to ensure synergy between the education sector and the markets.

Spatial settings in our municipality is displeasing as it is still perpetuating the apartheid set-up, i.e. previously disadvantaged areas are planned as RDP areas where amenities are not aligned to facilitate integration. Moving forward spatial impressions should integrate our communities and create equal access to economic activities. Our LED should move away from project based initiatives rather create conducive environment for economy to strive. LED should filter in all the development projects of the municipality and Supply Chain Management should be a key stakeholder to economic transformation. vii | Page: DRAFT IDP 2017 - 2022

Back to basics formed cornerstone of our service delivery. This meant Batho Pele became the fundamental principle to service delivery. Customer Care and improvement on turn- around time to customer queries and improved maintenance planning. These included provision of basic service, water, waste water management, sanitation, establishment of customer care service, replacement of broken streetlights, management of solid waste, etc.

On the other front the municipality tried to improve provision of services and had to focus on maintenance of the existing infrastructure. This will assist to increase interest of investors as the establishment of the Kathu Industrial Park and the development of the 1600 mixed human settlement development which included 300 houses for Transnet was kick-started. The growth of the town necessitates partnerships to ensure we deliver on our mandate and thus a shift to engaging private partners is needed.

PUBLIC PARTICIPATION:

This has been a biggest challenge to our planning process, stakeholders are not participating and do not attend meetings when called to meetings. New strategies need to be developed to encourage sectoral participation in our planning process.

FUTURE DEVELOPMENTS:

Due to the expansion of mining activities in the Gamagara municipal jurisdiction, there is a high need for basic and bulk infrastructure. Population grew despite the mines retrenching workers, the increase was observed mostly on the informal settlement areas as compared to the formal towns. This has led to a growth in backyard dwelling thus putting a strain on the infrastructure which was not built to accommodate high numbers.

This situation calls upon the municipality, provincial and national government to plan appropriately together to guard against any unintended consequences from this growth. Key among the most pressing need is the upgrading of the existing infrastructure, especially, sewerage system, water network, electrical capacity and roads. The municipality applied to the Human Settlement Department for a restructuring zone, which will aloe for mixed development and integration of society.

There is also a high need for affordable housing, rental stock and low cost housing. Government has also launched the Sishen to Saldanah railway project (SIP 5- Strategic Infrastructure Project 5) this project will also change the town of Kathu and Gamagara Municipality in general forever. The Municipality’s Planning should thus take into account this sudden growth.

The municipality need to fast-track the establishment of the Kathu Supplier Park. The aim of this initiative is to diversify the economy of the area, so that the town can still viii | Page: DRAFT IDP 2017 - 2022

be sustainable when mining downscales. These prospects of growth should be harnessed for the benefit of all and should be used as tools for a modern human settlement development. Considering that we need to increase our pace on the building of human settlements, industrialisation of Gamagara should facilitate the establishment of a clothing company in Olifantshoek, establishment of a brickmaking factory in Kathu, window making, furniture making, tannery and recycling project in Dibeng and establishment of a shopping centre and a warehouse in Mapoteng. These are just a few that need to pursued to diversify our economy, decentralise economic opportunities and take them to where people are.

Amidst of all these developments, improved service delivery is the core mandate from me to all citizens of Gamagara.

______CLLR D. P MOYO 30th MARCH 2017 MAYOR DATE

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FOREWORD BY THE MUNICIPAL MANAGER:

MUNICIPAL MANAGER MR T.C. ITUMELENG

The economic depression did not only affect the municipality by loss of revenue due to retrenchment in the mining industry, the loss of the property valuation case against Kumba did not only come as loss of the case but also as a loss of revenue. On the other hand the municipality did not stop to grow faster statistically but also grew in service demand. Gamagara is still seen as a strategic mining town nationally and internationally as it is at the centre of the biggest iron ore and manganese ore belt in the country.

The municipality is not only growing into a mining mega-town but also as a solar energy centre, this does not only pressure the municipality with infrastructure provision but also attract people to come and settle around these developments. Considering the impact of these projects on the state of environment and in the planning process within available resources this is means a need for change of strategy going forward.

The 2016 Community Survey has revealed that despite the economic depression and massive retrenchments at Sishen Mine and Khumani which was more than 4000 employees, population continue to grow by 28,4% from 2011 to 2016. According to Statssa (2011) the unemployment rate was 17,7% and the dependency rate of 39 and youth unemployment was 22,4%, female headed households was 27,7% and the economic growth was at -1,13% this tells a story of a town that needs an unorthodox planning which will have to capture this development and steer them. As these industries grow, housing become a challenge over and above the job creation. People migrating into town especially in Kathu are the youth, who constitute the highest sector of unemployed. This poses a serious challenge of creating conducive environment for youth development and employment, which calls for different stakeholder to contribute.

Housing need is another challenge as migration progresses into town, sprawling of informal settlement is imminent and inevitable. Housing is much more dependent on availability of infrastructure and services like water, sanitation and electricity. x | Page: DRAFT IDP 2017 - 2022

Considering that Gamagara is a water scarce area, planning for water is very huge challenge because all the services bulk infrastructure is operating at full capacity and do not for any further developments. Water sources are another challenges especially for Dibeng which entirely dependent of borehole water. The borehole water is a finite resource and depends on the recharge rate to provide constant water supply and increased demand could lead to serious strain on these water resources. The Vaal Gamagara water pipeline brings hope to a limited extend as it does not reach Dibeng, which is the most water stressed area. Vaal Gamagara is part of the Strategic Infrastructure Plan (SIP) 3& 5 and Industrial Policy Action Plan (IPAP) 2&3 projects.

In as far as electricity is a challenge, Gamagara host one of the biggest electricity distribution network at Ferrum just outside Kathu. The entire Gamagara Development Corridor is supplied from this network. The recently 400kV powerline that go across Gamagara is a boost in electricity supply. The electricity is part of the SIP 3 & 5 and IPAP 2 &3. Gamagara has an opportunity to take advantage of the national and provincial development plans to turn around its developmental challenges. The municipality is currently in the process of upgrading electricity bulk supply in Kathu and Olifantshoek so as to unlock development in these areas.

In pursuing the municipal vision: BUILDING PROSPEROUS AND SUSTAINABLE COMMUNITIES and considering all these challenges mentioned above, it is still my vision to build a city of Gamagara by 2060 which will be preceded by upgrading of Gamagara into an industrial and manufacturing city which does not only rely on mining. By the end of 2030 Gamagara should have developed into an industrial town and developing towards a manufacturing town. It is in this 5 year IDP cycle that our plans will move towards industrialisation of the municipality in line with the National Development Plan 2030 which has identified different development vehicles like SIP’s, IPAPs, National Industrial Policy Framework and the Industrial Development zones. The turnaround of the municipal planning should leverage on this national plans in order to break its development and mine dependency shackles. In leveraging on these development instruments provided by national government, the municipality will facilitate and fast-track the development of the Kathu Supplier Park which is envisaged to trigger other subsidiary economic development around the municipality, establish a clothes manufacturing factory in Olifantshoek which it is envisaged that it will trigger a shopping mall and other developments around Olifantshoek, establish a brick making factory in Kathu which will support the inherent human settlement development and other infrastructure development in the area, furniture factory, aluminium and window making factory, tannery, recycling project in Dibeng and a warehouse in Mapoteng which will ignite development and job creation in the Gamagara.

Still being driven by the municipal mantra: KHUMO E MO LEFATSHENG, development of the Spatial Development Framework (SDF) will assist the municipality to drive the municipal growth trajectory. This will assist to determine the direction of development xi | Page: DRAFT IDP 2017 - 2022

spatially, direct land use and encourage stakeholders to be part of the development. It will facilitate spatial integration. This will supported by the 2030 infrastructure development plan which will support the implementation of the SDF and the Gamagara 2030 Development Plan which currently being developed.

In line with the municipal mission: TO PROVIDE UNIVERSAL, SUSTAINABLE SERVICES TO THE COMMUNITY IN ORDER TO ATTAIN A SAFE AND HEALTHY ENVIRONMENT, AS WELL AS SOCIO-ECONOMIC DEVELOPMENT BY EXPLOITING ECONOMIC BENEFITS AND STRENGTHENING STAKEHOLDER RELATIONS, the municipality is on a journey to enhance its revenue, through the assistance of Anglo American the municipality has embarked on the revenue enhancement plan, where all the areas of loss were identified and plans were designed to rectify them. This term of the IDP cycle, implementation of such plans should be translated into action plans.

Considering the growth of the municipality, in terms of service delivery, we shall review the organogram to ensure that the municipality reach its mandate. The municipality has put in place an employee bursary scheme over and above the Skills Development Programme to upskill and develop careers for the employees. The municipality has a well-functioning skills development programme which has produced Technicians and other professionals.

This Integrated Development Plan will provide the integrated and systematic plan to achieve all the plans stated above as it was informed by all relevant stakeholders and communities through extensive consultation processes and fora.

This presents the municipal developmental plans for growth

______T. C. ITUMELENG 30TH MARCH 2017 MUNICIPAL MANAGER DATE

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EXECUTIVE SUMMARY

Gamagara Local Municipality forms part of the John Taolo Gaetsewe district area. The municipality is part of the region now commonly referred to as the Gamagara Mining Corridor which is experiencing a boom in mining activities.

The population of Gamagara municipal area increased from 41 617 (2011) to 53 656 (2011). The population grew by 28%. Two factors attributed to this exponential increase is the increase in mining activities and the solar parks. The population has almost doubled in the last 10 years. This can be attributed to the high numbers of people coming to the municipal area, in search for employment or better living conditions, due to the booming mining activities and solar energy plants.

With the growth in mining activities, the town of Kathu and adjacent towns have seen a growth in accommodation need. Due to the high demand, rental prices have gone up leading to unaffordability and mushrooming of illegal second dwellings (log homes in Kathu) and backyard shanties in these areas. To address this problem, the municipality will need to have a strong building inspectorate division and stringent law enforcement. There is also a need to develop affordable rental houses both in Kathu and Sesheng.

Municipality experience two major challenges during the past financial year, i.e. illegal land grab and two major contributors to the municipal budget in terms of assessment rates, failed to pay according to the valuation roll. These affected the implementation of the IDP to a certain extent. The illegal land grab was unfortunate because the municipality had planned to install bulk infrastructure for water and sewer in the illegally occupied land and that has delayed the project. The area concerned was surveyed and may need re- surveying. Two mining houses in the municipal area, did not object on the valuation roll but they did not pay assessment rates as billed to them. That has affected the municipal cash flow and thus the implementation of the budget

The above-mentioned scenario has led to a huge strain on the available infrastructure. The Kathu Waste Water Treatment Works (KWWTW) has brought relief to sewer challenges in both Kathu and Sesheng (KWWTW). In Dibeng the upgrade of the sewer system is also at phase two and this will relief the sewerage challenges. The building of Water Reservoir at Olifantshoek which is multi-year project will assist to alleviate the water problem. However, the current electricity provisions are below the demand which will stall major development until the electricity upgrade towards the end of 2017 as Eskom promised. This will delay developments in the municipality. xiii | Page: DRAFT IDP 2017 - 2022

The Kathu Village Mall and the Heritage Square Shopping Centre are amongst the developments setting Gamagara and Kathu on the path to be the main commercial centre on the district with all other towns still lagging behind in terms of modern shopping facilities. As part of commercialising Kathu, the Village Mall is extending to add more shopping outlets which will enhance the town as commercial hub of the district. The development of the Kathu Industrial Supplier Park is at the advance stage, this will Kathu as an Industrial town according to the vision of Council. This set the pace for sound development towards devloping Kathu a City.

Another factor to highlight is the refuse removal service which is proving to be a challenge for the municipality. Waste removal from Kathu, Dingleton and Dibeng is disposed of at the Dibeng landfill site (unlicensed landfill) which is 27km away from Kathu. This situation has led to this service being expensive to deliver. Plans are however underway to establish a registered landfill site, (Environmental consultants have been appointed). T he preliminary feasibility report recommends that Dibeng is the only suitable site for the provision of this service and will provide relieve to the municipality as the service had become expensive to deliver.

Lastly, emphasis should also be made of the need for a well-developed Disaster Centre. The municipality experiences an increase in the number of vehicles or trucks transporting harmful materials and have no plans in place should something go extremely wrong. Council has agreed to establish a Disaster Management Centre a service provider be appointed to build capacity (institutional and resource based) to ensure that Gamagara become a world class city with all the necessary resources to deal with issues of disaster.

Despite all these challenges, the municipality prides itself in doing its utmost best to deliver on its mandate. We believe that if all stakeholders (Provincial government, Private sector, etc) can come together and join hands with the municipality, the road to building the “City of Kathu” can be a smooth one.

The municipality has in line with chapter 4 of the MSA (2000), consulted the communities and other stakeholders to determine their needs or priorities for the 2014/15 financial year. The IDP will be advertised in the local newspapers for public comments. Subsequent to that, community meetings will be held in every ward for community and other stakeholders to comment on the draft budget and draft IDP for 2014/2015 financial year.

After the various engagements with the community, the following were indicated as priorities for the 2014/15 financial year as in order of their priority: xiv | Page: DRAFT IDP 2017 - 2022

• Basic Service Delivery and Infrastructure Investment • Financial Sustainability • Good Governance & Public Participation • Institutional Transformation • Community Safety, Development & Sustainable Environment • Economic Development

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Acronyms CDW COMMUNITY DEVELOPMENT WORKERS COGHSTA CO-OPERATIVE GOVERNANCE, HUMAN SETTLEMENTS AND TRADITIONAL AFFAIRS DBSA DEVELOPMENT BANK OF SOUTH AFRICA DGDS DISTRICT GROWTH AND DEVELOMENT STRATEGY DORA DIVISION OF REVENUE ACT DRDLR DEPARTMENT RURAL DEVELOPMENT AND LAND REFORM EIA ENVIRON MENTAL IMPACT ASSESSMENT EIMP ENVIRONMENTAL INTEGRATED MANAGEMENT PLAN EPWP EXPANDED PUBLIC WORKS PROGRAMME GLM GAMAGARA LOCAL MUNICIPALITY IDP INTEGRATED DEVELOPMENT PLAN INEP INTEGRATED NATIONAL ELECTRIFICATION PROGRAMME ITP INTEGRATED TRANSPORT PLAN JTGDM JOHN TAOLO GAETSEWE DISTRICT MUNICIPALITY KPA KEY PERFORMANCE AREA KPI KEY PERFORMANCE INDICATOR LED LOCAL ECONOMIC DEVELOPMENT MFMA MUNICIPAL FINANCE MANAGEMENT ACT MIG MUNICIPAL INFRASTRUCTURE GRANT MSA MUNICIPAL SYSTEMS ACT MTEF MEDIUM TERM EXPENDITURE FRAMEWORK NCPGDS NORTHERN CAPE GROWTH AND DEVELOPMENT STRATEGY NC PSDF NORTHERN CAPE PROVINCIAL SPATIAL DEVELOPMENT FRAMEWORK NDP NATIONAL DEVELOPMENT PLAN NEMA NATIONAL ENVIRONMENTAL MANAGEMENT ACT NGO’s NONE GOVERNMENTAL ORGANISATIONS PMS PERFORMANCE MANAGEMENT SYSTEM PMS PERFORMANCE MANAGEMENT SYSTEM SDBIP SERVCIE DELIVERY BUDGET IMPLEMENTATION PLAN SLP SOCIAL AND LABOUR PLAN SMME SMALL MICRO AND MACRO ENTERPRISES

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WMP WASTE MANAGEMENT PLAN SHRA SOCIAL HOUSING REGULATORY AUTHORITY

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Chapter 1

1.1 Introduction

The Constitution, 1996 (Act, no. 108 of 1996) conferred Gamagara Local Municipality the executive and admmistrative powers. These powers include planning, implementing and monitoring initiatives, programmes and projects to better the lives of its inhibitants. The Constitution further requires Gamagara Locoal Municipality to be developmental in nature, provide basic services to its inhabitants in a sustainable manner and within its financial and human resources capabilities. It further confers the power to collect revenue so as to sustain the basic needs infrastructure. It is in that light that, Municipal Systems Act, 2000(Act, no 32 of 2000) prescribe the manner in which Gamagara Local Municipality should provide the basic services. The Act prescribe the planning process for prioritising services as be available resources. These include participatory planning. The Act provides that Gamagara Local Municipality should develop an Integrated Development Plan, to guide municipal operation for the 5 year period.

Gamagara Local Municipality engaged communities and different stakeholders interested in the development of Gamagara. Community consultations and engagements were conducted in all the wards, IDP Steering Committee Meetings, IDP Representative Forum Meetings, SLP deliberations with different mines were held to map out the developmental agenda of Gamagara over the next 5 years and beyond. A Strategic planning session was held and the following vision was determined “Building prosperous and sustainable communities”

1.2 Legislative framework

➢ Constitution of the Republic of South Africa (1996)

The Constitution, 1996 (Act, no. 108 of 1996) conferred Gamagara Local Municipality the executive and admmistrative powers. These powers include planning, implementing and monitoring initiatives, programmes and projects to better the lives of its inhibitants. The Constitution further requires Gamagara Locoal Municipality to be developmental in nature, provide basic services to its inhabitants in a sustainable manner and within its financial and human resources capabilities. The Constitution prescribes the object of Local Government as:

• To provide democratic and accountable government for local communities;

• To ensure the provision of services to communities in a sustainable manner;

• To promote social and economic development;

• To promote a safe and healthy environment; and

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• To encourage the involvement of communities and community organisations in the matters of local government.

➢ White Paper on Local Government (1998)

The White Paper goes further to explain what a development local government would be; it indicates that it would be a government that works with the communities to find sustainable ways to meet the community’s needs as well as finding ways to improving the quality of life of the residents; through meeting their social and economic needs.

“Developmental local government requires that Municipalities become more strategic, visionary and ultimately influential in the way they operate”(White Paper, 1998: 52). That a developmental government would be concerned about where people live, if they have access to services and economic opportunities, access to social and recreational facilities.

➢ Municipal Systems Act (2000)

The MSA (2000) indicate that the Municipality must undertake developmentally- oriented planning, so as to give effect to the provisions of section 152 of the Constitution. Chapter 5 further spells out, the process to be followed when compiling an IDP as well as core components of the IDP; so as to ensure that the IDP is the principal strategic document of the Municipality.

The MSA further highlights the need to engage communities on matters related to local government. During the public participation process the community have been engaged on what they their needs are and what they want the Municipality to do.

➢ National Development Plan (2030)

The main aims of the NDP is to eliminate poverty and reduce inequality by 2030. This can be achieved through the role played by various stakeholders, enhancing the capacity of the state and responsive leadership.

The 2011 Diagnostic Overview Report alluded to the following challenges:

1. Too few people work

2. The quality of school education for black people is poor

3. Infrastructure is poorly located, inadequate and under-maintained

4. Spatial divides hobble inclusive development

5. The economy is unsustainably resource intensive

6. The public health system cannot meet demand or sustain quality

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7. Public services are uneven and often of poor quality

8. Corruption levels are high

9. South Africa remains a divided society.

➢ National Government Outcomes

The outcomes for 2014 to 2019 is published as annexures to the Medium Term Strategic Framework, the outcomes are indicated below:

Outcome 1: Improve the quality of basic education

Outcome 2: Improve health and life expectancy

Outcome 3: All people in South Africa protected and feel safe

Outcome 4: Decent employment through inclusive growth.

Outcome 5: A skilled and capable workforce to support inclusive growth

Outcome 6: An efficient, competitive and responsive economic infrastructure network.

Outcome 7: Vibrant, equitable and sustainable rural communities and food security.

Outcome 8: Sustainable human settlements and improved quality of household life.

Outcome 9: A responsive and accountable, effective and efficient local government system.

Outcome 10: Protection and enhancement of environmental assets and natural resources.

Outcome 11: A better South Africa and safer Africa and world.

Outcome 12: A developmental-oriented public service and inclusive citizenship.

➢ Provincial Spatial Development Framework

The PSDF allude to the mining development corridor, which stretches from John Taolo Gaetsewe DM to ZF Mgcawu DM. The mining corridor has resulted in a lot of inward migration and pressure on the various municipality to provide bulk services, necessitating an increase in bulk service capacity.

➢ Gamagara Spatial Development Framework (2010)

The Spatial Development Framework (SDF) for Gamagara Municipality was prepared and adopted by Council in 2010. The SDF was prepared in compliance with the provisions of section 26(e) of the Municipal Systems Act (2000) and the Northern Cape 3 | Page: DRAFT IDP 2017 - 2022

Planning and Development Act. The Municipality has budgeted for Gamagara Municipality SDF that complies with the provisions of the Spatial Planning and Land Use Management Act 2013 and SDF Guidelines.

The SDF intended to guide the orderly and desirable spatial development of the Municipality by inter-alia developing, development strategies/guidelines. The SDF will provide general direction to guide decision-making on an on-going basis, aiming at the creation of integrated, sustainable and habitable areas/towns for Gamagara Municipal area.

➢ Broad-based Socio-economic Empowerment Charter or Mining Charter, 2002

As part of its objective, the Act aims to expand the skills base of Historically Disadvantaged South Africans in order to serve the community, it further aims to promote employment and advance the social and economic welfare of mining communities and the major labour distribution areas and promote beneficiation of South Africa’ s minerals With respect to mine community and rural development, it commits stakeholders in partnership with all spheres of government to undertake to “co-operate in the formulation of integrated development plans for communities where mining takes place and for major labour sending areas, with special emphasis on development of infrastructure.

➢ Industrial Development Act, ➢ Manufacturing Development Act, 1993 (Act, no. 197 of 1993) ➢ Special Economic Zones Act, 2014 (Act, no 16 of 2014) ➢ Minerals and Petroleum Resources Development Act, 2002 (Act,no. 28 of 2002)

1.3 Process followed

The IDP Process Plan indicated a written process that the Council adopted as a way of undertaking the compilation of the IDP. A ward based participatory consultative processes were undertaking to get communities’ priority for each particular ward.

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Item Deliverable Legislative Timeframes no. requirements

1 Project plan MSA 32 of 2000

Tabling the draft IDP and budget process plan (time table) & MFMA No. 56 August to Council of 2003

2 Public Engagement: MSA CH5 S29

Advertisement of time‐schedule on website, local MSA S28 October/ newspapers and notice boards November Acknowledgement of inputs received

3 Annual Report: MFMA

Tabling of Annual report to Council January

Annual report made public and submitted to MPAC February

Council March

Public making of oversight report April

4 Provisional approval of Draft IDP and Budget: MSA & MFMA

Table draft IDP and Budget Report to Council s16(2) March

Advertise and publish final draft of IDP and Budget for April public comment and submit to National and Provincial Treasury and others as prescribed

5 IDP and Budget Hearings: MSA s 74, 75 /

Conduct IDP/Corporate Scorecard / Budget Public MFMA s23 Hearings to obtain public comment and inputs from April communities, provincial government and other relevant stakeholders May

Acknowledgement of comments received June

Response to public comment i.t.o. Budget, tariffs and policies

6 Approval of the Budget and IDP: MFMA s23 April

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Draft IDP and Budget consultation feedback to Portfolio MSA s 25 & May Committees. MFMA 24 Council must give final approval of the IDP/Corporate Scorecard and Budget document by resolution, setting taxes and tariffs, approving changes to the IDP and

budget related policies, approve measurable performance objectives for revenue by source and expenditure by vote before the start of the financial year

7 Public Communication of Budget and IDP MSA and June MFMA

8 Section 57 (MSA) Performance Agreements: MFMA s 16, 24, May Submit performance agreements to the Executive Mayor 26, 53 MFMA s within 10 days after approval of the IDP and Budget. June 53 Council to note New Section 57 Scorecards August/

Notification of approved S57 (top management September performance agreements) to the public

9 Approval of SDBIP’s: MFMA

Executive Mayor to approve Municipal SDBIP within 28 days after approval of the budget June

Place all Directorate Executive Summaries and SDBIPs and Department Business Plans and SDBIPs on website

Table1: Approved process plan

1.4 Public participation

Section 16 of the MSA (2000) indicate that “a Municipality must develop a culture of municipal governance that complements formal representative government with a system of participatory governance, and must for this purpose encourage, and create conditions for, the local community to participate in the affairs of the Municipality”.

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Table of public participation schedule

DATE VENUE COUNCILOR TIME

17/10/2016 Kathu Community Clr Du plessis 18h00

18/10/2016 Dibeng Community Clr A Booysen 18h00

19/10/2016 Diepkloof /Skerpdraai Clr Orpen 14h00

19/10/2016 Ditloung Community Clr B Lekgadi 18h00

20/10/2016 Sesheng Community Clr N Magagane 18h00

27/10/2016 Babatas Community Clr S Moreeng 14H00

03/11/2016 Siyathemba Community Clr C Joseph 17h00

In line with this provision, the Municipality embarked on public participation process, to get an understanding of the community needs. The meetings were held as follows:

The community needs were indicated to be as follows:

Ward Community Issues

Ward 1 Kathu Street names phase4 and Dumping site policing surrounding Name boards for streets farms. Leakage of fire hydrant- Melkbosstreet Basic services; pump station at Boekenhoutstreet Pump station 247 Ian Flemming road manhole problem Cleaning of sewer effluent PPE for employees Workers transport Speedbumps- Ian Flemming road Accessibility at dumping site Building or construction of houses Prepaid water and electricity meters v/s revenue enhancement Dumping sites at Mapoteng Integrated transport plan Kathu park- drinking and driving spree General cleaning of town Productivity of workers Law enforcement officers 7 | Page: DRAFT IDP 2017 - 2022

Informal traders – Shoprite Effluent of sewer Cutting of camelthorn trees- protected specie Provision of sanitation facilities at all new stands Speedbumps Water leakages Availability of land v/s emerging entrepreneurs Thorough consultations on renaming and street names Resuscitation of Khai- appel Ward 2 Provision of basic services (Electricity, water and sanitation) other part of Riemvasmaak Unemployment Refuse Removal Sewer network extension for 478- 483 Taxi Rank v/s Shebeen Extension of clinic hours, ambulance services Mushrooming of tuckshops Overflowing of water at the reservoir Visiting of shops by health inspector Drugs and alcohol abuse and school dropouts IElectricity provision in last year’s budget Lack of development in dibeng Allocation of church v/s Bussiness sites- criteria Recreational and training facilities for young people Library construction- WBHO Social ills-(Drugs and substance abuse, School drop outs) Application for business stands Grading of roads at Riemvasmaak Opening of pre-paid meters Youth development Completion of Plot numbers Permanent doctor for Dibeng community People with more than one erf

Ward 3 Speed bumps for Main road Skerpdraai, Water shortages (Diepkloof and Skerpdraai) Diepkloof Street lights from Welgelee to Diepkloof off and Supply chain issues provision of materials Dingleton. Closing of water taps – main pipeline for all Broken water meters- repair Road signs and cleaning of roads Unemployment Condition of parks 8 | Page: DRAFT IDP 2017 - 2022

Skills development Storm water Issue- Diepkloof and Skerpdraai Prepaid water meters installation Issue at house 324 Ward Committee members airtime paid Stray animals Rape cases Electricity and lights for new plots Spray lights not working Ward 4 Youth centre v/s Youth development Welgelee, Health related issues Ditloung, Completion of hospital Plakkerskam Repair lights; plugs and toilets at Ditloung Community Hall p, Makalanie Speedbumps and pedestrian lights on roads Handling finances of municipality Outsourcing v/s appointment of own municipal mechanical department Appointment of Technical staff Overtime v/s shift workers Toll free number for call centre Rooiwal rezoning of plots Prepaid water meters for indigent people Write- off bad debts Safety and health risk Upgrading of swimming pools- welgelee and town Paving road for Ditloung Electricity connections at new stands Basic service delivery Asbestos roofing project- starting Street names verification Street lights- Welgelee Ward 5 Sewerage effluent in streets in mapoteng Sesheng and RDP Applications Mapoteng Cutting of electricity for unemployed Mosikhati contract to be terminated Installation of pre-paid water meters Allocation of sites to be prioritized Instruments used to determine debts owed Financial crisis at municipality Outsourcing of services to costly Sports and creation facilities Criteria used to apply for sites Incomplete tarr road 9 | Page: DRAFT IDP 2017 - 2022

Appeal case by Kumba valuation roll Access to public documents and payments there-off Illegal trading in town Hygienic status at taxi rank toilets Sewerage in yards Application for bursaries Breakage of RDP Houses during blasting Sishen solar plants provision of funds Development of by-laws and policies Dust control by mine Royalties of mines Provision of water tanker Rubbish removal Bursaries Ward 7 ECD Centre for grade R kids Babatas- Assistance by NCDOE to provide training for ECD Teachers Communal Water provision for farming and residential purposes Property Mobile clinic and health related issues Association CPA does not assist the community at all, no meetings, lack of accountability School transport for kids Ward 6 Computer classes- skills development for community Siyathemba RDP Projects for young people (Dingleton) Upgrading of swimming pool Health services v/s construction of hospital Rural Metro integrate ambulance services Construction of speed humps Cutting of trees Streetlights repair – Rooisand Karee Avenue, Frikkey Meyer and Akasia rd- repair water leakages Repair and removal of accidental street lights Recreational facilities for young people Health and safety and hazardous issues Hawker stalls at shoprite for traders Illegal squatters in front of shoprite Tuckshop owners v/s required prosedures Water leakages Indigents subsidy’s Writing off bad debts

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1.5 Powers and functions

The Constitution confers the municpality with both executive and administrative functions. to matters that local government has executive authority over; schedule 4, part B and schedule 5 part B. Which includes amongst others: air pollution, building regulations, child care facilities, fire-fighting services, local tourism, municipal planning, storm ware management systems in built-up areas, trading regulations, billboards and the display of advertisements in public places, local amenities, control of public nuisances, street lighting, street trading, traffic and parking, etc.

The Municipality is performing all the functions assigned to it, except for the high voltage electricity, which is done by Sishen Iron Ore Company Ltd on an agency basis through service level agreements. Additionally, Rural Metro does fire fighting and emergency services on an agency basis through service level agreements.

Chapter 2: Situational Analysis

2.1 Introduction

This chapter in accordance with the requirements of the municipal System Act provides a situational analysis of the existing trends and conditions in the Gamagara local municipality.

2.2 Geographical Location

The Gamagara Local municipality is covering approximately 261 942 hectors, is one of three local municipalities situated within the John Taolo Gaetsewe District in Northern Cape Province. Gamagara local municipality is category B-municipality as defined in the Municipal Structure Act. The administrative head office of the municipality is located in Kathu.

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Map 1: Municipal map

The municipality is located on the north easterly direction of the Northern Cape Province, along the N14 which connects Upington and Kuruman. It is approximately 200 km north east of Upington and 280 km on the north westerly direction of Kimberley.

2.2.1 Spatial rational

The Gamagara Municipality serves an area of 2619 square kilometres, which is approximately 10% of the total John Taolo Gaetsewe District area. It is located in the north-eastern sector of the Northern Cape (see Figure 4), on the N14 National Road between Upington and Vryburg. It is approximately 200km north-east of Upington.

The municipal area of Gamagara consists of 4 towns, Kathu, Sesheng, Dibeng, and Olifantshoek; and the area is demarcated into 7 wards (Ward 1: Kathu, Ward 2: Dibeng, Ward 3: Skerpdraai, Diepkloof and Town, Ward 4: Ditloung, Welgelee and Ward 5: Sesheng); Ward 6: Siyathemba, Kathu Techncal College and Ben Alberts rd; Ward 7: Dibeng Town, Bestwood and Babatas Communial property Association,

Kathu, ‘the town under the trees’, came into being because of Iscor’s iron ore mining activity in the Kalahari. Municipal status was allocated to the town of Kathu in July 12 | Page: DRAFT IDP 2017 - 2022

1979. Kathu is connected by rail (Dingleton Station) via Kimberley, as well as by road to all the main centres namely Johannesburg, Bloemfontein, Windhoek and Cape Town, and has an airport with a tarmac runway. The municipality originally consisted of 2 towns, namely Sesheng and Kathu.

Sesheng is located to the west of Kathu and was initially planned as a high density residential area for mine workers, without families of any social structure. It consists of group housing units that belong to the mine to the west, with small pockets of other houses to the west thereof. Due to pressure from labour unions and Government policy on hostels, group homes are to be changed to single flat units for employees of the mine. The larger residential housing component of Sesheng is located nearer to Kathu in the form of single residential houses (Ext. 5).

Dibeng is located approximately 28km north west of Kathu alongside the R380 road in the Northern Cape Province. The settlement consists of two suburbs, namely Deben and Haakbosdraai. Dibeng started off as a small settlement on the banks of the Gamagara River, which provided water for the small town. The locations of the residential areas are characterized by the river in the centre of town and the rocky lime stone outcrops directly east and west of the river. Dibeng consists entirely of single residential houses, but can be split into a low density area to the west and higher density houses to the east. Dibeng was given its name by the Tswana and means "first drinking place".

Dingleton developed in a linear form along the one side of the then main road between Upington and Kuruman. Dingleton was consisted of almost total of low density single residential houses. The tow n is surrounded by large mine activities and the resettlement of Dingleton residents is eminent due to expansions of mining activities in this direction. The town is currently left with few residents who are awaiting to move to siyathemba were other residents are residing.

Olifantshoek is south-west of Kathu, south-west of Kuruman and north-east of Upington. With the amalgamation of municipalities in 2000 Olifantshoek Municipality became part of the Tsantsabane Local Municipality, until 2006 when it was amalgamated with the Gamagara Local Municipality. The town is a low/medium density residential area, but due to new developments which are underway it will in future become a high density residential area.

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Map 2: Locating the municipality

The Gamagara Corridor “comprises the mining belt of the John Taolo Gaetsewe and Siyanda districts and runs from Lime Acres and Danielskuil to Hotazel in the north. The corridor focuses on the mining of iron and manganese” (NCPSDF 2012: 68).

2.2.1 Spatial Efficiency

“A municipality must, in order to determine land use and development applications within its municipal area, establish a Municipal Planning Tribunal” (section 35(1) of SPLUMA). The municipality had taken a decision to co-operate with municipalities in the district, to form a District Municipal Planning Tribunal. The Memorandum of Agreement, as entered in between the district and its locals, has been gazetted. The Gamagara Local Municipality has seconded the following officials to serv e on the DMPT: Mr P Leserwane and Mr K Ositang, while Ms M Halenyane, will be dealing with category 2 applications, as the designated official for Gamagara Local Municipality.

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2.3 Environment

2.3.1 Climate

The municipality has “typical arid climatic circumstances generally found in the Kalahari region, with temperatures ranging between 80C and 280C. The rainfall varies between 350 mm and 500 mm per annum, which is below the generally accepted average needed for dry land cropping” (Gamagara SDF, 2010: 9).

2.3.1.1 Climate Change

The United Nations Framework Convention on Climate Change (UNFCCC) defines it as “a change of climate which is attributed directly or indirectly to human activity that alters the composition of the global atmosphere and which is in addition to natural climate variability observed over comparable time periods.”

• Climate change threatens food security, poverty alleviation and sustainable socio-economic growth. • The Northern Cape specifically will be affected very adversely by climate change. Already the effects are evident in the provision of water due to depletion or dewatering. • Not only does the risk of climate change lie predictably in increased intensity of drought leading to complete desertification and further water scarcity, there is also a real risk of extreme flooding in some areas and potential damage to infrastructure due to water-level rise and associated increased damage capacity of storm surges. • Fire will be a constant risk due to hot winds and dead or dry vegetation – fire risk projections for the western parts of South Africa indicate an increase in risk approximately 300%.

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▪ Climate Change will impact persons and groups that are already vulnerable to food insecurity. Higher prices for agricultural inputs, water and food imports must be expected. ▪ The productivity of livestock, farming and game farming will be affected, as well as potential income from tourism. Subsistence farmers will suffer the most – they are one of the social spectrum: poor, barely literate and quite likely to lose their livelihood to the encroaching desert. ▪ Policy decisions taken in the next decade will largely determine the dimension of the impact of climate change. ▪ Local government is on the front line of implementation and service delivery, and thus local government need to pursue adequate mitigation and adaptation strategies, which should include participation from the public sector, the private sector and NGOs. ▪ The climate change challenge is complex and requires a collective action. A sectoral approach is not advisable, as the challenge requires multi-sectoral strategies. There is a need for collaboration amongst all stakeholders. Therefore, the Northern Cape government needs to: ▪ Develop climate change scenarios and models that look at such parameters as temperature, precipitation, extreme weather events, winds and humidity. ▪ Recognize regional (including cross-border) impact of climate change. ▪ Implement institutional arrangements that support integration of climate change across sectors. ▪ Set goals and targets to address climate change, which are measurable, verifiable and reportable. ▪ Develop mechanisms for adaption to climate change. ▪ Ensure that IDPs give recognition to aspects of climate change and consider mainstreaming the issues. ▪ Ensure that social cohesion strategies are promoted and incorporated in the IDPs. ▪ Ensure that planning process should include established communities and migrant communities. ▪ Enhance public participation systems to strengthen the interface between municipal representatives and migrants. ▪ Enhance early warning systems and emergency services to deal with climate change issues. ▪ Enhance capacity building at local and regional government level. ▪ Enhance capacity building in communities – information on climate change must be disseminated to the public. ▪ Farming techniques require changes – Farmers, including small-scale and subsistence farmers, should be trained in desertification-prevention techniques to stop their loss of soil and soil quality as they continue ploughing and farming in an increasingly dry environment. 16 | Page: DRAFT IDP 2017 - 2022

▪ A strategy to deal with displaces farmers and farm workers. ▪ Ensure that buildings, whether private or public, are designed better, not only to cope with climate change, but also as mitigation for reduction greenhouse gases. ▪ Infrastructure investment, such as bridges, roads and railways need to be able to withstand floods and other extreme climate conditions. 2.3.2 Topography and Geology

“The landscape of the Gamagara Local Municipality may be seen as relatively flat, with a series of dry bedded rivers crossing the area. Mountainous areas do however occur in some parts of the municipal area” (Gamagara SDF 2010: 9). The geologically groups found in the municipal area are the Griquatown, Kalahari and Olifantshoek group.

2.3.3 Water sources

The Gamagara Local Municipality, “being situated in an arid area, has extremely limited water resources. Settlements in the area are therefore extremely dependent on the extraction of groundwater for various uses. Although water resources in the area are supplemented by Sedibeng Water, the exponential growth in the area, especially around Kathu, has necessitated the close monitoring and protection of underground water resources” (SDF 2010, 11).

The municipality has various acquiters such as the Khai Appel, Sishen and Kathu aquifers. Sedibeng water provides clean/drinkable water to the residents of Gamagara Local Municipality.

Water quality: Water quality is tested monthly. Chemical and bacteriological tests are conducted and the results indicated an average healthy drinking water. The status of our water quality is 40% blue drop and 83% green drop.

2.3.4 Biodiversity

96.9% of the area remains natural, while the remaining 3.1% covers an area where no natural habitat remains.

2.3.4.1. Biomes

There is one biome covering the whole Gamagara municipal area, which is the Savannah biome. The Savannah biome is famous for its wild animals hence the large game reserves like the Kgalagadi Transfronteir Park. The Savanna biome is the centre of wildlife tourism and meat production (game, cattle and goats) in South Africa, which can be utilised to grow the local economy.

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2.3.4.2. Vegetation type

The municipal area is covered by seven vegetation types namely;

Vegetation type Size

Gordonia Duneveld 0.12% of municipality

Kathu Bushveld 60.18% of municipality

Koranna-Langeberg Mountain Bushveld 1.66% of municipality

Kuruman Mountain Bushveld 6.09% of municipality

Kuruman Thornveld 17.2% of municipality

Olifantshoek Plains Thornveld 14.66% of municipality

Southern Kalahari Salt Pans 0.09% of municipality

Threatened terrestrial ecosystems

Critically endangered None

Endangered None

Vulnerable None

2.3.5 Heritage and assets

Camel-thorn tree/ Kathu forest

The Gamagara municipal area owns an endemic camel-thorn tree forest, which enjoys a National Heritage status. The tree gave Kathu its name; the “town under the trees”. The Kathu forest situated north of the town of Kathu has been declared a protected woodland in terms of section 12(1) (c) of the National Forests Act (1998) by the Minister of Agriculture, Forestry and Fisheries. This was confirmed in the Government gazette dated 10 July 2009. The Kathu Forest is a unique woodland of exceptionally large camel thorn trees (Acacia erioloba). The woodland of approximately 4000 hectares is one of only two such woodlands in the world. The Kathu forest was registered as a national heritage site in 1995. The farms and portions that make up the forest are currently privately owned.

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2.3.6 Environmental threats

The natural environment is confronted by various challenges. It is important for these challenges to be known, avoided or mitigated, so that the future generations can also enjoy what nature has given the residents of Gamagara municipal area. The environmental challenges are:

• unsustainable consumption and use of natural environment,

• uncontrolled development and expansion of the town of Kathu

• negative impact of mining on the ground water (either contamination or depletion due to dewatering)

• diminishing ecological footprint in the area

• The state of air quality in the area which may diminish due continuous emissions from both mining machinery and processes to the atmosphere.

2.4 Demographic Profile

2.4.1 Population

Statistics of South Africa Community survey 2016 indicates that Gamagara Municipality has a total population of 53 656 as compared to 41,617 in 2011. Thus translating to a population increase of 33.4% (12,039 individuals) from 2011 to 2016. Population is growing at a rate of 6.68% per year. Population density (people per square kilometre) increased from 8.9 to 15.9. The Gamagara Municipality has a high urbanisation rate of 97.6%, which is significantly higher than that of the District (24.9%).

Gamagara Municipality composition is characterised by African, Coloured, Whites and Indian or Asian people. Population is comprised of 48, 6% African, 32, 6% Coloured, 18% Whites and 0, 82 % Indian/Asian. Gender ratio was recorded at 120,1:100 male to females and mean age was 27 years as captured in census 2011(Statssa, 2011). The literacy level is low and only 24, 9 % have gone through matric and 3, 6% has through higher education.

The most significant portion of Gamagara’s population is resident in Kathu (27.7% or 11,511 individuals), followed by Sesheng (26.5% or 11,033 individuals), Olifantshoek (24.6% or 10,235 individuals), and Dibeng (18.9% or 7,848 individuals). Another 2.4% (991 individuals) of the Municipality’s population is resident in the Gamagara Non- Urban (NU)8 area.

In terms of population growth, all the main places experienced a positive growth from 2001 to 2011 except the Gamagara NU mail place. Sesheng and Dibeng experienced the most significant growth rate of 125.7% and 95.9% respectively. In terms of numbers,

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the main place that experienced the most significant growth is Sishen (6,144 individuals) and Kathu (5,232 individuals). The Gamagara NU area covers 89.6% of the Gamagara Municipality’s total geographical area. The second largest geographical area and largest urban area is Sishen, which covers 6.9% of the Municipality.

Population by race

30000 26062 25000 20000 17510 15000 9644 10000 Population by race 5000 439 0 African Coloured Indian or White Asian

Graph 1: Population by race Dependency ratio was 50.9% in 2001 and has now decreased to 39% in 2011. This can be attributed to more people being economically active.

2.4.2 Age Distribution

Population pyramid

80 - 84 70 - 74 60 - 64 50 - 54 40 - 44 Female Male 30 - 34 20 - 24 35-64 0-14 4000 3000 2000 1000 0 1000 2000 3000 Graph 2: Population pyramid

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2.5 Basic services

The constitution of South Africa mandates local government to make sure that people have access to basic services; such as access to proper sanitation, clean/drinkable water, energy and waste removal.

According to StatSA, 2011 Gamagara Municipality achieved to provide basic services at:

• 99% households have access to water at RDP or above RDP level,

• 87,9% households have access to electricity at or above RDP level

• 91,5% households have access to sanitation at or above RDP level

• 100% households receive refuse removal services

There is however, backlogs that could not be officially verified due the dynamics and movements of people who settle illegally on land. These illegal land grab impact negatively on service delivery of Water and Sanitation, Electricity and Refuse Removal in the following areas such as Dibeng, Olifantshoek and Sesheng.

The municipality prides itself in providing a higher level of service in almost all the formalised areas. Both Kathu and Sesheng have underground electricity, water and sanitation yard connections. This has been extended to other areas like Olifantshoek and Dibeng. For the past seven years, since 2009 the Municipal Infrastructure Grant (MIG) has been spent in only these two towns as part of addressing the skewed development practices of the past and to provide a decent standard of leaving to our communities. These projects led to the whole of old Ditloung and Dibeng townships being connected to the sewer network.

Despite these strides, more still need to be done as there is in-migration into these areas and all surveyed stands (3500) have been illegally occupied and needs services. Councillors as well as the new ward committees will have to assist the administration in ensuring that proper allocations are done as some people have taken three to four stands, especially in Dibeng.

Projects are underway to capacitate electricity in Olifantshoek, which is municipal supplied and Dibeng which is supplied by Eskom. Due to the growth experienced in all the towns, a need exist to upgrade all bulk services (Water reservoirs, electricity substations, wastewater treatment works)

Some services, to be specific, the high voltage electricity maintenance in Kathu is still performed by the mine though there is no existing contract. Engagements are however underway to formalise the arrangement.

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2.5.1 Land

The municipality does not have serviced land available currently due to illegal land grab but the municipality is in a process of negotiating with the mine for small piece of land. The only land that was available was recently sold on tender. Some land in Babatas, Dibeng town, Bestwood and Kathu farm owned by CPA and private developers.

2.5.2 Housing

The Municipality has an approved Revised Integrated Human Settlement Sector Plan. The Plan indicates that housing needs in Gamagara has grown exponentially in a period of ten years (in between 2001 and 2011 census years). The in-migration has prompted a growth 211% of in number of households. There were 833 informal households in Gamagara which constituted 15,7% of the total number of households and the 2011 census found that there was an increase of 1757 households leading to the total number of the informal households to 2 590 which constitute 24,4% of the total households in Gamagara. The Gamagara Integrated Human Settlement Sector Plan (GIHSSP) indicates that 98% of the informal settlements were found to be in the urban areas. Farm land housing need was recorded as 24 households (Gamagara Integrated Human Settlement Sector Plan: 2014).

The GIHSSP indicates further that 9,5% of the total households are backyard shacks which grew by 797% in the past ten years and 13,9% of the total households are stand- alone shacks which depicts 124% growth in the past ten years. It further reveals that there are households that stays in caravans or tents which constitute 0,6% of the total households and indicates a growth of 136% during the past ten years.

Approximately 76% of households resident in the Gamagara Municipality are resident in adequate housing. Although the number of households resident in adequate housing increased 80% from 2001 to 2011 (translating to 3,568 households), the portion of households resident in adequate housing decreased from 84% to 76% of Gamagara’s total households. In 2001 16% of Gamagara’s households were resident in inadequate housing which increased to 24% in 2011. Although informal dwellings in in an informal/squatter settlement represent the most significant portion of the inadequate housing (14% of Gamagara’s households), informal backyard dwellings (representing 9% of Gamagara’s households) grew from 112 in 2001 to 1,005 in 2011 (797%).

The Integrated Human Settlement Sector Plan has identified a housing backlog to be at 2 590 houses. The municipality has planned to fast track the institutional housing development in all areas of the municipality to deal with the housing backlog.

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Graph 3: Main dwelling type

The majority of people residing in the municipal area are renting those properties, followed by those that have fully paid their properties. The opportunity is characterised by the migrant labour system and few industrial development around Kathu. Also considering the property prices which are very high due to high economic boom in the area, most people cannot afford to buy houses in Kathu. There appears to be a huge market for rental properties in the Gamagara Local Municipality

Tenure status 6000

5000

4000

3000 Tenure status 2000

1000

0 Rented Owned but notOccupied rent- Owned and Other yet paid off free fully paid off

Graph 4: Tenure status

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2.6 Municipal institutional development and transformation

2.6.1 Municipal management and operational systems

The Gamagara Local municipality has a political and administrative component and below is a brief description of the two components that sees to the delivery of services for those residing in the municipal area.

2.6.1.1. Political composition

Gamagara Local Municipality has Municipal Council of thirteen (13) Councillors. There seven (7) Ward Councillors and six Proportianal Representative Councillors. ANC is the ruling party with seven (7) Councillors of which four (4) are Ward Councillors and three are Proportional Representatives. DA has five (5) Councillors of which three (3) are Ward Councillors and two (2) are Proportional Representative Councillors. There is one(1) EFF Councillor who is a Proportional Representative. The Gamagara Municipal Council is led by Cllr. Dineo P. Moyo as the Mayor.

CLLR: DP MOYO HON. MAYOR ANC

Cllr. H Du Plessies Cllr. A Booysen Cllr. M. Orpen Cllr. B. Lekgadi Cllr: N. Magagane Ward 1: Kathu Ward 2: Dibeng Ward 3: O’hoek Ward 4: O’hoek Ward 5: Mapoteng (DA) ANC ANC ANC ANC

DA ANC

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Cllr. C Joseph Ward 6: Kathu Cllr. S Moreeng Cllr. E Hantise Cllr. F Nqume DA Cllr. J Esau Ward 7: Babatas PR Cllr PR Cllr PR Cllr. DA DA ANC ANC

Cllr. A Morwe Cllr. M Skeman PR Cllr. PR. Cllr DA EFF Ward Councillors

Ward Councillor Portfolio Political party Gender

1 Cllr. H. du Plesis Ward 1 Councilor and Member DA Female of Technical Services Committee

2 Cllr. A. Booysen Ward 2 Councilor and ANC Male Chairperson of MPAC

3 Cllr. M. Orpen Ward 3 Councilor and ANC Female Chairperson of Development and Planning Committee

4 Cllr. B. Lekgadi Ward 4 Councilor and ANC Male Chairperson of Finance Committee

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5 Cllr. N. Magagane Ward 5 Councilor and ANC Male Chairperson of Corporate Services Committee

6 Cllr. C. Joseph Ward 6 Councilor and Member DA Female of Technical Services Committee

7 Cllr. S. Moreeng Ward 7 Councilor and Member DA Male of Corporate Services Committee

Proportional Representation Councillors

Councillor Portfolio Political party Gender

Cllr. F. Nqume Chairperson of Technical ANC Male Services Committee

Cllr. D.P Moyo Mayor and member of Finance ANC Female Committee

Cllr. O.E Hantise Member of Corporate Services ANC Male Committee

Cllr. J. Esau Member of Development and DA Male Planning Committee

Cllr. A. Morwe Chairperson of Corporate DA Female Services Committee

Cllr. M. Skeiman Member of Community Services EFF Female Committee

The core mandate of the Council is focused on the five themes listed below:

• Accountability, Oversight and Scrutiny

• Strengthen Capacity of the Council

• Public Participation to safeguard the local democratic processes

• Monitoring and Evaluation

• Sound Financial Management

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• Legislative functions also include the approval of By-laws, policies, budget, the Integrated Development Plan, tariffs, rates, taxes and service charges. Council further considers reports received from the Mayor, focuses on public participation related to Council matters through discussions, stimulates debate in multi-party portfolio committees, ensures community and stakeholder participation as well as playing an oversight role of the on the Executive.

The system of delegations guides committees in terms of the role of oversight they play within the Legislature. Councilors also physically visit sites where projects, especially service delivery projects are implemented, so as to fulfil the oversight role that they play.

Section 79 Portfolio Committees perform an oversight role by monitoring the delivery and outputs of the Executive. These committees do not have any delegated decision- making powers.

Functions include:

• Reviewing, monitoring and evaluating departmental policies;

• Reviewing and monitoring of plans and budgets;

• Considering quarterly and annual departmental reports;

• Examining the link between the strategy, plans and budgets of the Municipality; and

• Holding the political Executive accountable for performance against policies and the Municipality’s priorities.

Standing Committees have been established to deal with Council related matters.

These committees have decision-making powers and are chaired by Councilors, with the exception of the Audit Committee which is chaired by an independent person. This is in line with the prescriptions of the Municipal Finance Management Act (MFMA).This chapter provides the situational analysis of the current trends and conditions found in the municipality.

2.6.1.3 Administration

In terms of part 7 section 82 of the Municipal Structures Act 117 of 1998 as amended the Municipality must appoint the Municipal Manager who shall be the head of administration and therefore the Accounting Officer. The Municipal Manager shall be required to uphold the prescripts of section 55 of the Municipal Systems Act, 32 of 2000 as amended. Some of which includes Municipal Council’s policy directives to form and develop an efficient, economical, effective and accountable administration within the confines of all legislation and policies pertaining to Local Government. 27 | Page: DRAFT IDP 2017 - 2022

Considering the size and intense nature of certain functions of the municipality, some of the functions may be provided on a shared based arrangements. Services like the Internal Audit, Risk Management and appointment and management of the Audit Committe may be renderd as shared services with the John Taolo Gaetsewe District Municipality.

All Directors are required to sign an annual performance contract linked to the IDP and SDBIP as approved by Council and the Mayor respectively. Currently there is no vacancy at the management level.

The municipality has appointed all senior managers or managers reporting to the Municipal Manager. The munnicipality is composed of five (5) functional departments to assist the municipal manager to achieve the object of Local Government as prescribed in the Constitution.

Senior Management

The top organisational structure of the municipality is as follows:

Municipal Manager Mr. T.C. Itumeleng

Director :Technical Director: Financial Director: Corporate Director: Director: Strategic Services Services Services Community Services Services Mr. K. Ositang Mr.M. Grond Mr. L. Seetile Mrs. R. Sebogodi Mr. K. Leserwane

Office of the Municipal Manager

Ensures the effective and efficient functionality of the municipality.

Technical Services

This department’s core function is to ensure that basic services are delivered to the communities of Gamagara and to ensure infrastructure investment, development and maintenance in the municipal area.

Corporate Services Department

It is however important to highlight a few of the factors influencing the situation. The municipality implemented its Task Job Evaluation System in March 2015. This situation resulted in a re-evaluation of posts and had a negative impact in the financials of the municipality as employees had to be back paid and a number of posts were 28 | Page: DRAFT IDP 2017 - 2022

upgraded based on the T-Scale adjustment leading to high salaries. The salary budget is now standing at R143 million. Due to revenue collection not being fully effective, most of the posts, especially at junior levels are vacant and this impact negatively on service delivery in general.

Community Services

Despite challenges of understaffing, especially at the traffic section, the department is doing its best to deliver on all its functions. Most of our towns are kept clean, using mostly EPWP workers and other projects. Past projects to clean the townships of rubbish dumps were successful, however residents have redone them thus undoing the good work done by the department to provide a healthy and clean environment, which is a mandate of local government as per the constitution of the Republic of South Africa.

The department’s two main challenges are the landfill site in Dibeng, which accommodates refuse from Kathu, Sesheng, Dingleton and Dibeng itself.

With increased volume of waste due to the population growth in the municipality, and given that refuse has to be transported to a site 28 km away, this service has become extremely expensive to the municipality.

This situation calls for a need for a comprehensive and affordable plan for waste management in the municipality.

Strategic Services

This department was established late by the municipality and as such is still in its insipient stage. The department has however been empowered with the filling of its critical posts, e.g. town planning which was previously outsourced.

The department has been doing its best to resuscitate collapsed Local Economic Development (LED) projects.

The Spatial Planning and Land Use Management Act (SPLUMA) which came into operation in the beginning of July 2015 requires a lot of resources to be channelled into the department for its proper implementation, however this has not been the case due to the financial situation of the municipality.

The department is expected to start mobilizing all available sources of funds to improve the local economy focusing especially on the support of SMME’s.

Financial Service Department

The department is responsible for ensuring sound financial management and making sure that the municipality complies with the Municipal Finance Management Act.

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2.6.1.4 Complaints management systems

Municipality has two systems of managing complaints. There is a call centre and customer care services. The call centre uses the remote complaint management system where residents can phone in to complain or raise matters of concern to them. The customer care services is for residents who came to the municipality to complaints or raise concerns.

2.6.1.5 Fraud prevention plan

The whole management team is responsible for ensure that Fraud is curbed. Customer Care Centre is been installed to assist the municipality with reporting any instances of corruption or fraud.

2.6.1.6 Stakeholders mobilisation

The municipality has through its IDP/Budget Process Plan, illustrates how it intends to engage with the different stakeholders. The municipality has been able to mobilise its stakeholders in the compilation of the IDP, though it should be recorded that sector departments are not active enough.

The municipality has a plan to increase the stakeholder participation by establishing strategic sector stakeholder forums .e.g. Developer’s Forum, LED Forum, Chamber of Commerce. The municipality has approved the communication strategy at a council meeting held on 26th February 2015.

2.6.2 Institutional development and transformation

2.6.2.1 Human Capital

Gamagara, is guided by the recruitment and Selection Policy to fill the positions. The Development of Human Resource Development Strategy has been considered as a comprehensive plan that will ensure that human resources are aligned to organizational plans and operational needs.

GRAPHICAL ILLUSTRATION OF THE STAFF ESTABLISHMENT AND VACANCIES

The municipality has a staff component of 359 people.

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Human Capital 300

250

200

150

100

50

0 Infrastructure and Finance Corporate Services Community Development and Office of the Services Services Town Planning Municipal Manager

Total budgeted posts Filled positions Vacant posts

2.6.2.2 Skills development

The municipality complies with the Skills Development Act (1998) by submitting its Workplace Skills Plan and training report annually to LGSETA. This allows the municipality to identify skills gaps and plan training interventions to help capacitate 31 | Page: DRAFT IDP 2017 - 2022

its workforce. The skills development plan is been reviewed annually and each employee must submit its personal development plan to be incorporated in the WSP.

2.6.2.3 Performance Management System

The MSA (2000) section 38 states that “a municipality must establish a performance management system that is: commensurate with its resources, best suited to its circumstances and in line with the priorities, objectives, indicators and targets contained in its integrated development plan”. Performance management system is important, as it allows the municipality to measure its performance and identifies its performance shortcomings. When performance management system is properly and fully implemented it can improve the overall performance of the municipality.

The municipality has only been able to implement performance management system for the municipal manager and the directors. They have signed performance agreements and scorecards. The municipality has appointed a Performance Management System Officer to make sure that PMS is executed in a more effective and satisfactory manner. The municipality will cascade the performance management system to lower level employees and to give effect to the approval of the Performance Management Plan.

2.6.2.4 Information technology

Currently there is no internal capacity to do ICT work; the municipality is using an external service provider, to do this function on behalf of the municipality. The municipality has appointed an ICT person, but it is still not sufficient and intends to fill other critical posts in the new financial year as reflected in the reviewed organizational structure.

2.6.2.5 Human resources policies

The municipality has developed the following human resources policies to create the necessary environment for fair and sound labour practices. Below is a list of the policies and plans (and its current status) that the municipality has approved to guide it in treating its workforce fair and consistently. All the policies below were reviewed and workshop on 13th – 15th March 2017.

Policy name

Training and Development

Leave policy

Employment Equity

Sexual Harassment

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Substance and Traveling

Essential Services

Disciplinary codes and Procedures

Human Resource and development

Grievance procedures

Job evaluation

Code of conduct for employees

Affirmative action

Delegations authorization

HIV/AIDS Policy

Employment Equity

Skills development

Remuneration Scales and allowances

Smoking policy

Uniforms and protective clothing

Resettlement

Payroll deductions

Information technology

Occupational health and safety

Exit Management policy

Official transport to attend funerals

Organizational rights Agreements

Special skills

Employee assistance and wellness

Official working hours and overtime

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Work organization

Official Housing

Official journeys

Performance Management Policy

Communications Policy

2.7. Local Economic Development

2.7.1 Socio-Economic Indicators

2.7.1.1 Official Employment Status

The majority of employed people in the municipal jurisdiction are male, while female are the most unemployed and discouraged work-seekers.

Females also constitute a large number of those that are not economically active. This analysis indicates that most of the job creation initiatives should be targeted at females.

12000

10000

8000

6000 Male Female 4000

2000

0 Employed Unemployed Discouraged Other not Not applicable work-seeker economically active

Graph 5: Gender based employment status

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Statssa (2011) indicates that 17,7% of the population of Gamagara were not employed and 65% of those constitute youth.

Graph 6: Employment status

2.7.1.2 Education levels

Education is often a means to expand the range of career options a person may choose from and influence a person’s income and ability to meet their basic needs. Education levels and income levels thus become important indicators of human development. From the table below it is clear that there is a high number of people who has a secondary school education, followed by those who have matric. The number of those with no schooling has increased from the 2007 survey to 2011. The implication of the level of education indicate the the type of job opportunities that can be accessed by the local communities.

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Highest education level

Higher Education

Grade 12 /matric

secondary Highest education level

primary

No schooling

0 2000 4000 6000 8000 10000 12000 14000 16000

Graph 7: Highest education level

2.7.1.3 Income levels

“Income variable is one of the variables that measure individual and household welfare. It is an important variable that assists in generating indicators relating to poverty and development. Statistics on income levels also facilitate planning and resources allocation” (Stats SA, Roambi).

The majority of people in the Gamagara municipal area have no monthly income, so the developmental initiatives should try and improve these people’s lives.

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Individual monthly income

Not applicable

Unspecified

R 204 801 or more

R 102 401 - R 204 800

R 51 201 - R 102 400

R 25 601 - R 51 200

R 12 801 - R 25 600

R 6 401 - R 12 800 Individual monthly income

R 3 201 - R 6 400

R 1 601 - R 3 200

R 801 - R 1 600

R 401 - R 800

R 1 - R 400

No income

0 4000 8000 12000 16000

Graph 8: Individual monthly income

2.7.2 Economic indicators

Gamagara Local Municipality has become a significant player in the Northern Cape Province and an important contributor to South Africa’s mining sector, and international mining value chain. Thus making it a centre of concentration on the development for providing relevant and up to date infrastructure to accommodate such development. The municipality will benefit from infrastructure investments which will drive and initiatives that have to characterize the town’s economic development trajectory. The municipality has identify the economic pull and push factors, such as education and training, research, entrepreneurship, community image and the arts.

Gamagara has planned to develop into a commercial and industrial town over and above the mining economic spin-offs. It has a potential to develop into an industrial city by 2030 and a manufacturing city by 2060. The Northern Cape-Saldanah Bay railway line as a national development corridor also present the municipaliy with the opportunity to economically growth. Exploiting the benefits and spinoffs that could be derived from the N14 road to Namibia could also contribute to the growth of the municipal economy.

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2.7.2.1 Sectors

43% of the employed people are employed in the formal sector while 5% are those in the informal sector. The importance of the informal sector in the local economy is recognised, as it gives those who are not skilled an opportunity to create livelihoods for themselves and their families. 5% are employed in private house, which means, they work as gardeners, as housekeepers or child minders.

Graph 9: Sectors of employment

2.7.2.2 Tourism and SMMEs:

The following tourist attraction points exist namely, the mines, Kathu archeologically complex consist of three heritage sites in and around the town of Kathu, which includes the Kathu town lands, Kathu pan and the Best wood pan. The municipality identified the need to draw on its heritage resources to generate jobs and alternate economic streams for the socio- economic development of the communities it serves and aligning it with other tourism opportunities. Focus has also been put on indigenous knowledge as a possible tourist attracting activity. The Langeberg Hills has a potential of being a tourist attraction based on its rich history. With assistance from the Mines SLP programmes, SMME development programmes are derived over and above the municipal initiative of SMME integration programme which consider the importance of government and the mines procurement processes. 38 | Page: DRAFT IDP 2017 - 2022

2.7.2.3 Job creation initiatives

Prospects for economic growth and development within our Municipal area for the short term and long term will focus on Textile Manufacturing, retail, solar energy initiatives, the Kathu Supplier Park, Heritage & Tourism. In the development of the LED value chain programme, which aims at developing a system that will promote creating value in the production, distribution, after use of a service or a product.

The Kathu pan which is a heritage site and have attracted archaeologist from abroad who are busy doing research on the artefacts found in this Municipal area – these heritage site will make the Tourism sector to grow and also the upgrading of the Khai- appel Resort will make an impact. Wholesale is expanding at a very high speed in the area which will also create jobs, including the two Solar parks, namely Reisa and Sishen Solar currently in operations and have already created significant amount of jobs. Newly establsihed Solar plant named Kathu solar are currently under construction and also contribute in the creation of jobs. The municipality aims to diversify the job market. The municipality aims to increase job opportunities through municipal procurement system including infrastructure development programme.

2.7.2.4 LED

Local Economic Development will include all the initiatives of job creation, tourism and development of SMMEs. The main aim of LED in Gamagara is to play crucial role in the planning of the town, so as to influence promotion of LED in the areas of development. It is thus seen as the major stakeholder in the town development planning. It startegically aims to influence policy and infrasturcture planning and implementation. It identifies development linkages in the town planning and infrastucture planning and implementation. It also intends to develop econommic value chain in the municipal procurement system and influence the mines procurement system to consider local economic transformation. It has thus moved away from the normative project based planning to strategic planning initiatives which will identify bottlenecks in the development of local economic transformation and devise means to unlock and untie such bottlenecks and to identify economic developemtn potentials in and around the munnicipality especially regional integration of Gamagara into the provincial and national economic systems.

2.8 Financial Plan

2.8.1 Municipal financial viability

Financial planning and viability is determined mostly ability of the municipality to identify sources of revenue and development of effective and efficient revenue collection mechanism. This mechanism should be reviewed every quarter of the year to determine its effectiveness. The revenue collection and the expenditure patterns

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would then determine the financial viability of the municipality. By 2016/17 mid-year budget and performance review, it was estimated that revenue collection was at 50%, which is cause for concern. The expenditure patterns were also spiking from expectation form time to time due to rising needs from the community. Our expenditure drivers over the years has been salaries, development of new infrastructure and maintenance of old infrastructure. It was also discovered that the municipal tariffs were not cost based. Reliance on property rates from the mines caused a dip in revenue as it was discovered that valuation of the mines were not correctly done thus affected municipal revenue. This has called the municipality to shift its planning from its previous approaches to a new planning trajectory of risk and need based planning. The municipality aims to source development funding from different stakeholders like government grants, development agencies, mines and look for investment to enhance the financial situation. The municipality further aims to establish Public- Private Partnerships to promote development which will in turn generate funds for the municipalities.

2.8.1.1 Auditor General’s finding

As required by section 188 of the Constitution of the Republic of South Africa, 1996 (Act No. 108 of 1996) and, section 4 of the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA), the responsibility of the Auditor General is to express an opinion on the municipality`s financial statements based on conducting an audit in accordance with International Standards on Auditing.

The municipality received an unqualified audit opinion for the 2015/16 financial year. The reason for the unqualified audit opinion was because of the execution of the action plan by addressing all issues and queries raised by the Auditor General the previous financial year.

The AG’s audit opinion for the last 3 years has been as follows:

2013/14 2014/15 2015/16

Qualified Qualified Unqualified

2.8.2 Financial management system

The municipality has set up a sound financial management system by drafting and ensuring that Council approved financial management policies and procedures to ensure uniformity and compliance to sound financial management. The following table indicate the policies and procedure in place at the municipality. The following policies was reviewed during the 2017/2018 financial year:

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Policy name

Review of Credit Control and Debt Collection Policy

Asset Management , Infrastructure Investment and Funding Policy

Budget Adjustment Policy

Supply Chain Management Policy

Budget and Virement policy

Cash Management and Investment Policy

Tarrif Policy

Financial Modeling and Scenario Planning policy

Property Rates Policy

Internal Audit and Risk Management function are provided as shared services and are overseen by the Audit and Performance Committee which sits regularly.

2.8.3 Operating Revenue Framework

For Gamagara Local Municipality to continue improving the quality of services provided to its citizens it needs to generate the required revenue. In these tough economic times strong revenue management is fundamental to the financial sustainability of every municipality. The reality is that we are faced with development backlogs and poverty. The expenditure required to address these challenges will inevitably always exceed available funding; hence difficult choices have to be made in relation to tariff increases and balancing expenditures against realistically anticipated revenues.

The municipality’s revenue strategy is built around the following key components:

• National Treasury’s guidelines and macroeconomic policy; • Growth in the municipality and continued economic development; • Efficient revenue management, which aims to ensure a 95 per cent annual collection rate for property rates and other key service charges; • Electricity tariff increases as approved by the National Electricity Regulator of South Africa (NERSA); • Achievement of full cost recovery of specific user charges especially in relation to trading services; • Determining the tariff escalation rate by establishing/calculating the revenue requirement of each service; • The municipality’s Property Rates Policy approved in terms of the Municipal Property Rates Act, 2004 (Act 6 of 2004) (MPRA) as amended; • Increase ability to extend new services and recover costs; • The municipality’s Indigent Policy and rendering of free basic services; and • Tariff policies of the municipality.

The following table is a summary of the 2017/18 MTREF (classified by main revenue source): 41 | Page: DRAFT IDP 2017 - 2022

Table 1 Summary of revenue classified by main revenue source (Preceding Figures)

Description Ref 2013/14 2014/15 2015/16 Current Year 2016/17

Pre- Audited Audited Audited Original Adjusted Full Year R thousand 1 audit Outcome Outcome Outcome Budget Budget Forecast outcome Revenue By Source

Property rates 2 23,623 390,936 415,584 281,254 53,486 53,486 53,486 Property rates - penalties & collection charges – – – – – – –

Serv ice charges - electricity revenue 2 111,303 121,717 123,347 173,705 173,705 173,705 173,705

Serv ice charges - water revenue 2 47,252 61,704 5,086 80,776 80,776 80,776 80,776

Serv ice charges - sanitation revenue 2 37,393 16,900 17,568 24,435 24,435 24,435 24,435

Serv ice charges - refuse revenue 2 13,700 15,834 18,300 27,126 27,126 27,126 27,126

Serv ice charges - other 0 50,438 12,014 – – – –

Rental of facilities and equipment 630 254 349 730 730 730 730

Interest earned - ex ternal investments 446 1,120 266 450 450 450 450

Interest earned - outstanding debtors – – – – – –

Div idends received – – – – – –

Fines 775 363 683 607 607 607 607

Licences and permits 1,055 830 538 500 500 500 500

Agency services 2,476 2,473 2,598 2,456 2,456 2,456 2,456

Transfers recognised - operational 28,993 25,913 26,991 28,792 21,893 21,893 21,893

Other rev enue 2 5,979 2,623 – 3,260 22,078 22,078 22,078

Gains on disposal of PPE 1,979 1,979 1,979 Total Revenue (excluding capital transfers and contributions) 273,626 691,105 623,325 624,091 410,220 410,220 410,220

2.8.4 Operating Expenditure Framework

The municipality’s expenditure framework for the 2017/18 budget and MTREF is informed by the following:

• The asset renewal strategy and the repairs and maintenance plan; • Balanced budget constraint (operating expenditure should not exceed operating revenue) unless there are existing uncommitted cash-backed reserves to fund any deficit; • Funding of the budget over the medium-term as informed by Section 18 and 19 of the MFMA; • Operational gains and efficiencies will be directed to funding the capital budget and other core services; and • Strict adherence to the principle of no project plan no budget. If there is no business plan no funding allocation can be made.

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Table 2 Summary of operating expenditure by type (MTREF figures)

2017/18 Medium Term Revenue & Description Ref 2013/14 2014/15 2015/16 Current Year 2016/17 Expenditure Framework Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year R thousand 1 Outcome Outcome Outcome Budget Budget Forecast outcome 2017/18 +1 2018/19 +2 2019/20 Expenditure By Type Employ ee related costs 2 – – – – – – – 136,477 152,297 169,818 Remuneration of councillors 4,449 4,747 5,061 Debt impairment 3 13,000 13,741 14,510 Depreciation & asset impairment 2 – – – – – – – 61,503 65,008 68,649 Finance charges 3,055 3,229 3,409 Bulk purchases 2 – – – – – – – 120,105 126,951 134,060 Other materials 8 10,839 11,454 12,099 Contracted services – – – – – – – 42,304 44,795 47,295 Transfers and subsidies – – – – – – – – – – Other ex penditure 4, 5 – – – – – – – 75,505 81,550 86,008 Loss on disposal of PPE Total Expenditure – – – – – – – 467,237 503,774 540,909

The budgeted allocation for employee related costs for the 2017/18 financial year totals R136 million, which equals 29 per cent of the total operating expenditure.

SALGA and Trade Unions (IMATU and SAMWU) in implementing The Salary and Wage Collective Agreement for the period 1 July 2017 agreed to a 6,6 percent increase, which has been factored in the increase of salaries.

The gazette for 2015 on the Remuneration of Public Office Bearers Act, 1998 (Act 20 of 1998) which will indicate the actual costs to budget for the remuneration of councilors is still to be released. The most recent proclamation of 5 percent in this regard has been taken into account in compiling the Municipality’s final budget.

The provision of debt impairment was determined based on an annual collection rate of 95 per cent and the Debt Write-off Policy of the Municipality. For the 2017/18 financial year this amount equates to R13 million. While this expenditure is considered to be a non-cash flow item, it informed the total cost associated with rendering the services of the municipality, as well as the municipality’s realistically anticipated revenues.

Provision for depreciation and asset impairment has been informed by the Municipality’s Asset Management Policy. Depreciation is widely considered a proxy for the measurement of the rate asset consumption. Budget appropriations in this regard total R61 million for the 2017/18 financial year and equates to 31 per cent of the total operating expenditure.

Finance charges consist primarily of the repayment of interest on long-term borrowing (cost of capital). Finance charges make up 0.65 per cent or (R3 million) of operating expenditure excluding annual redemption for 2016/17.

Bulk purchases amounts to 120 million or 26 per cent of the total operating expenditure and are directly informed by the purchase of Electricity from Eskom and water from Sedibeng Water. The annual price increases have been factored into the budget appropriations and directly inform the revenue provisions. The expenditures include distribution losses.

Other materials and expenditure comprises of amongst others the purchase of fuel, diesel, materials for maintenance, cleaning materials and chemicals. Other expenditure comprises of various line items relating to the daily operations of the municipality. In line with the Municipality’s repairs and maintenance plan this group of expenditure has been prioritized to ensure sustainability of the Municipality’s infrastructure.

Figure 1 Main operational expenditure categories for the 2017/18 financial year 43 | Page: DRAFT IDP 2017 - 2022

2.8.5 Capital expenditure For 2017/18 an amount of R168 million has been appropriated for the development of infrastructure which represents 81 per cent of the total capital budget. Community Services is the second biggest capital appropriation with an allocation of R23 million followed by Strategic Services with an allocation of R8 million. Please refer to table A5 and supporting table SA36 on the detail of the capital budget.

2.9 Good governance and public participation 2.9.1 Democratic governance

In order to make sure that the IDP becomes a principal strategic document of the municipality, the IDP Steering Committee and IDP Representative Forum also exists and sits on a quarterly basis. IDP Imbizos are called regularly to ensure that community needs are captured and prioritised in the IDP.

2.9.2 Communication

The municipality has an approved communication policy which guides and informs how the municipality informs its residents on all municipal related issues. The strategy seeks to encourage community members to actively participate in the affairs of the municipality.

2.9.3 Governance structures

Audit Committees

Municipal Financial Management Act (MFMA) section 166 requires each municipality to have an audit committee. The municipality does not have its own audit committee and is thus sharing the service with the John Taolo Gaetsewe District Municipality. The audit committee is an independent advisory body which advises the municipal council, the political office-bearers, the accounting officer and the management staff of the municipality, on various matters.

Oversight Committees

The main purpose of the Municipal Public Accounts Committee (MPAC) is to exercise oversight over the executive functionaries of council and to ensure good governance in the municipality. This will include oversight over municipal entities. The MPAC has been established and it is functional. MPAC is functional at the municipality ev en it has challenges of sitting regularly as required.

Ward committee system

Five ward committees were establishment and are all in operation. There is, however, a challenge regarding proper functioning of some ward committees due some

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members of some ward committees are not active, but the municipality intends to fill vacant posts as soon as possible. The remaining members in these committees continue with their normal functions.

Council Committees

The Gamagara Local Municipal Council was made up of 13 elected Councillors who are sitting and chairing different Council Committees, namely:- Corporate Services Portfolio Committee, Public Participation Infrastructure and Service Delivery Portfolio Committee, Community Services Portfolio Committee, Technical Services Portfolio Committee, Finance Services Portfolio Committee

The Gamagara Local Municipality is a plenary type of council consisting of 13 councillors, of which 7 Councillors were Ward Councillors and the other 6 Councillors were Proportional Representatives. There is a good working relationship between Mayor, Councillors’ and the Administration.

The main role of the municipal Council is to exercise legislative and executive authority and to play an oversight role and make sure that public participation occurs. The municipal Council consists of ten councillors. The Councillors chairs various committees within the municipality such as: Corporate Services, Community Services and Financial Services, Public participation and Infrastructure services and Technical Services.

Chapter 3

ENVIRONMENTAL SCANNING

3.1 POLITICAL ENVIRONMENT

POLITICAL DYNAMICS

The 3rd August 2016 local government election brought a change in Gamagara Local Municipality, in form and also in geo-political structures. Gamagara local municipality used be comprised of 5 wards and has grown to a 7 ward municipality. The change increased the number of Councillors generally from 10 to 13. The representation has increased as political parties also diversity grew as political ideologies and approaches contrasted more. Before Local Government Elections, the ANC was represented by six (6) Councillors, DA was represented by three (3) Councillors and COPE was represented by one (1) Councillors and there were 5 wards. The current set up of Council is comprised for seven (7) Councillors from ANC, five (5) Councillors from DA and one (1) Councillor from EFF. The Municipality is still ANC led. This politically dynamics signalled some political change from the community expression during the elections. It is anticipated that it will breed more stability from the part of the community.

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Understanding that the municipality is ANC-led, the provincial, regional and national conference of the ANC leading to the ANC policy conference and then the ANC national leadership election, these political developments could bring instability to its structures which could affect the municipality and the rest of the country. Other political parties might be going through the same process in preparation for the national election in 2019, the build-up could affect the posture of the municipality and also the country. Presence of the EFF and its strategies, which proved to be different from the usual political approaches to development in the country and their coalition with the DA could also turn the political arena in another direction that it would have taken. The general relationship between and amongst political parties could sway the manner in which this municipality has been doing its business which could be positive or negative.

National legislations, Policies and Strategies

Strategic route that national government took to liberalise markets in an endeavour to attract foreign investment, had culminated in introducing stiff competition between the local emerging and the international markets. This has seen lot of local businesses perishing and sprawling of conglomerations of business by foreign businesses (e.g. Mass Mart). These led to in formalisation of businesses into tuck shops and unregistered small businesses that causes a challenge to control. Most of these tuckshop, are foreign owned and foodstuff they are selling cannot be authenticated all the times as there is a shortage of Environmental Health Practitioners. Tuck shops are not registered as businesses, which lead to loss tax revenue to the country.

Some legislations in the country like the Refugee Act, 1998 (Act, no 130 of 1998) confers refugees rights similar to those of all South Africans as in section 27. Not reasoning against the rights but control of influx is tasked to the Home Affairs Department. Considering that the uncontrolled influx affects planning and distribution of resources at Gamagara Local Municipality. There is a sprawl of tuck shops which pose a challenge to control. From the public health point of view, the owners of the tuck shops are not hygienic as they do not understand South African health regulations and it is not easy to control them.

The International treaties like an American law called African Growth and Opportunity Act, 2000 as amended in 2016, which fostered trade between SADC and America. This agreement brought a tough time to the South African Chicken market which led to closure of many chicken breeding companies and massive retrenchments. This phenomenon was also observed with textile trade with China which brought cheap fabric material which made it difficult for the local markets to compete, thus killing the textile industry in the country.

Service planning and provision at the local community level is not coordinated thus pushing for more disintegrated approach. Provincial, district and local departments’ set-up are not congruent and is difficult to coordinate as each plan individually and 46 | Page: DRAFT IDP 2017 - 2022

implement their plan separately e.g. Public Works will determine their delivery plan and implement to meet their mandate, similarly Agriculture Department will do so separately, etc. and most cases their plans are not in line with the IDP. Integration of services from these institutions is very difficult in that their priorities are determined differently.

3.2 ECONOMIC ENVIRONMENT

National Economic Policy

The space of national economic policy is facilitated from the macro, micro economic policies and the economic modelling. There are about nine (9) Strategic Integrated Projects (SIPs). The only registered SIP relevant to our district and municipality is the Saldanah-Northern Cape Development Corridor.

Inflation

The March 2017 core inflation rate was 5, 50% with consumer price increase of 6.1% year on year comparisons. Factors of inflation discussed below took cognisance that the municipality is experiencing unemployment rate of 33, 7% and dependency rate of 58, 1%.

Effects of inflation on distribution: Inflation has the effect of redistributing income because prices of all factors do not in the same proportion. Change in the value of money also result in the redistribution of wealth, partly because during inflation there is no uniform rise in prices and partly because debts are expressed in terms of money. Rural areas are mostly affected by inflation because income is largely dependent on wage earners and the most hit will be the unemployed which constitute 33, 7% of the productive section of the populace of Gamagara. The poor tends to spend more when buying commodities thus decreasing access to basic services and commodities. Inflation is a kind of hidden tad, highly harmful to the poorer sections of society. Thus, poor become poorer

Effects of inflation on wage earners: Wage earners generally suffer during inflation, despite the fact that they obtain a wage rise to counter the rise in the cost of living. However, wages do not rise as much as the rise in price of those commodities which the workers consume. Further, wages are allowed to rise much later than the rise in prices. Thus, there is a lag between the two, which works to the disadvantage of the worker. Considering that Gamagara has dependency rate of 58, 1%, most sector of the population will be negatively by inflation.

Effects of inflation on middle class and salaried persons: The hardest hit are the persons who receive fixed income, usually called the middle class. Persons who live on past savings, fixed interest or rent, pensions, salaries etc., suffer during periods or rising price as their incomes remain fixed. The middle class who by hard work take care of children's education, livelihood in the times of sickness and old age and accommodate day to day expenses find it difficult to survive the times of serious inflation. This translates to 58,1 % of the populace depend on them one way or the other.

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Effects of inflation on Farmers: The price of farm products goes up faster than costs. Costs lag behind prices of product received by the farmers. Considering that agricultural activities in Gamagara is stock farming which means maintenance of stock ranging from water, medicines and fodder purchases will affect these farmers, transporting of stock to stock auctions usually travelling more than 40km to the auction.

Effects of inflation on the entrepreneurs: When prices rise, producers, traders, speculators and entrepreneurs gain on account of windfall profits because prices rise at a faster rate than the cost of production. Besides, there is time-lag between the price rise and the increase in cost. Moreover producers gain because the prices of their stock go up due to inflation. Also they generally being borrowers of money for business purpose, stand to gain.

Effects of inflation on Investors: Different kinds of investors are affected differently by inflation. Investors may withdraw their investing and thus causing more job losses and increasing the rate of unemployment.

Effects of inflation on public morale: inflation result in arbitrary redistribution of wealth favouring businessmen and debts, and hurting consumers, creditors, petty shop- keepers, small investors and fixed income earners. This lowers the public morale. The ethical standards and the public morale falls to miserably low levels during the period of hyper-inflation.

Effects of inflation on Gamagara: South Africa adopted a mixed economy system; the public sector is affected by fluctuations in price level. As prices rise, the municipality has to spend more on goods and services, including raw materials, for carrying through their projects. Estimates are revised and taxes are raised during the period of inflation. This hamper service delivery as the money budgeted for services and projects experience budgetary variance and fail to provide some of the services especially the infrastructure projects.

Global business climate also contribute towards economic situation at Gamagara. Issues like global recession affect the economy of the municipality in that most of the minerals produced in the region are sold to international markets e.g. China, Russia, India, America, etc. and uncertainty on their economic viability, determines flow of the market.

3.3 LOCAL SITUATION

The drop in the commodity demand and prices affect most Manganese Ore and Iron Ore mines. These mines are the surrounding Gamagara and they contribute largely to the economy of the town. The contribution come in a form of rates and taxes from employees that they build houses for in the municipal area, bulk serv ices charges for development in the area, they support the growth of local business. When the mines are not performing well, that has ripple effect on the municipal economy. When they retrench, the municipality become a loser in the whole equation. The mines around the municipality retrenched more than 4 000 people which create a burden of people who cannot pay for services and closure of some key businesses in the area.

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3.4 Social Environment Perception of the communities about the municipality determines their participation in municipal activities. Paying of services is one fundamental matter that relates more to community perception and attitudes. Demographic changes affect the societal environment in that they bring new societal culture which will remain dynamic and in constant change. Societal ownership of municipal activities and assets is very critical in proper functioning of the municipality.

Level of literacy and employment rate also affect the functioning of the municipality. The employment rate will only grow once the skills level improves. Currently the neighbouring mines require a minimum of grade 10 to be employed. This create a barrier to the employment of those that do not have grade 10 to be absorbed in the labour market thus increase the unemployment rate and the dependency rate in the municipality and ultimately payment of services will also suffer. The situation will affect the confidence level of the community if the municipality cannot afford to provide some of the services that communities are used to.

Literacy level also determines the general improvement of lifestyle of people. Understanding that 63% of the Gamagara population are in production age group, and only 8,4% are skilled and only 20% have completed matric, the situation affect the municipal financial situation as 58,1% of these people are depending on 21,29% employed and government grants, this means that the number of indigents increases and less generation of revenue for the municipality. Further to the dependency is the ratio is the 42, 7% households are headed by females and 0, 8 households are headed by children.

Health status of the population also contributes a burden to the municipal functioning as most of the time families lose bread winners and increase the level of poverty amongst these families.

3.5 Technological Environment Rapid development of technology affects the functioning of the municipality. The advent of mobile communication and other communication technology brings positive spin off if used and regulated properly. The use of social networks brings both negative and positive development in the municipal functioning. Key factor with technology in the municipality is communication and census 2011 indicates that 25, 63% of the population owns cell phones, 21, 57% owns television, 19, 38% own radio, 3, 85% own computer and 6, 33% have access to the internet. An average of 12, 75% of the populace have access to communication in the municipality.

Access refers to availability of communication infrastructure, however usage of such infrastructure is hampered by the cost of enabling tools like expensive data and high cost of airtime. Availability of selling points of these tools i.e. airtime and data, poses another challenge in areas that are less developed like the newly established community of Babatas. The introduction of the pay TV channel multichoice has improved access of information to those who can afford. In all instances the poor are left lagging behind.

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4 RISK ANALYSIS AND MANAGEMENT

Considering that Gamagara Local Municipality operates in risk laden environment, it has from time to time, assess the risks that may affects its operations to obtain its set objectives. The following risk factors were identified during the strategic planning session.

 LIMITED WATER SOURCES AND RESOURCES Gamagara Local Municipality is reliant on Sedibeng Water and Kumba Mine for water supply. Sedibeng Water has been having some challenges in providing water consistently to areas that are 100% reliant to its supply like in Olifantshoek. When Sedibeng Water fails to supply, community of Olifantshoek stay without water until such time that Sedibeng Water is capable of supplying water again. This is due to lack of secondary water sources in the Olifantshoek area. At the same failure of Sedibeng water to supply water, Kathu suffers low pressure water provision and a drop in water levels in the dams. In Kathu, however, Kumba mine is augmenting water supply. The challenge with Kumba supply is that Kumba cannot be drawn into a contract for consistent water supply as they can guarantee consistent supply. This put the municipality at bigger risk of consistent provision of water should Sedibeng Water and Kumba fail to supply.

Mapoteng and Dibeng Communities are supplied from boreholes. Mapoteng is however supplied from Sedibeng Water, Kumba Mine and Khai Appel boreholes. The water from the Khai Appel sources has limited capacity as it only provide a certain section of Mapoteng. Dibeng community is solely reliant on ground water supply. The growth of the community threatens the potential and capacity of the aquifers. The yield capacity of the aquifers has reached capacity as the recharge amount has decreased. Lack of alternative source of water may hamper the growth and development of the town. All areas in Gamagara has limited water storage facilities to cater for the growth of the towns. The minimum requirements for water storage should at least be able to supply water after 48hours (to the community) of any breakdown or maintenance of water source or water supply infrastructure. The Olifantshoek reservoir is not complaint to the norm due to the rapid growth of the population in the area. The municipality is currently building a second reservoir to ensure that water supply could be at least 72 hours to cater for future growth of the town. Kathu reservoirs are currently at 48hours supply, however due to sharing with Mapoteng, the capacity is under immense pressure. The supply from Khai Appel is not stored as it supplied directly into the network due to lack of storage facilities. Dibeng water storage is not complaint to the 48 hours supply norm, the rapid growth in the area has also put pressure on the storage facilities.

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• CONTROLS IN PLACE There are three water sources in Gamagara. Sedibeng Water supply water to Olifantshoek and Kathu and Dibeng and portion of Mapoteng are supplied from boreholes. There is a water reservoir being built in Olifantshoek to address the storage issue.

• MITIGATING MEASURES Investigate the aquifers ability to supply more water in Khai Appel and develop more boreholes to increase supply to Mapoteng Construct the two reservoirs and elevated towers as planned in Kathu during the 5 year IDP programme. Negotiate with Department of Water and Sanitation to divert the Sedibeng Water pipeline to reach Dibeng Community so as to provide secondary source of water to the Dibeng community.  INADEQUATE REVENUE COLLECTION MEASURES The municipality was using an external financial management system which presented the municipality with myriad of problems. These were revealed in the mid- year budget assessment report. These include faulty billing and slow production of bills due to regular attack by malware. This resulted in late billing and also billing R4 million short, by billing R15 million instead of R19 million. The system led to serious revenue loss to the municipality and dissatisfaction of the community. Inconsistent and inefficient implementation of Council approved policies i.e. Credit Control Policy led to failing revenue collection measures. It was also realised that there is no by-laws that deals with credit control, and that coupled with community education programmes that will raise awareness on the obligation to pay for services consumed. Poor contract management is at the centre of inability to collect revenue, the municipality fails to recognise that relationship between the consumers of services and the municipality is a legal contract that binds the municipality to provide services and the consumer to pay for such services thus the municipality has the right to cut provision of services that are not paid for. • CONTROLS IN PLACE The municipality has Council approved Credit Control and Debt Collection Policies. The municipality has the revenue enhancement strategy in place.

• MITIGATION MEASURES Develop and implement by-laws on revenue collection and debt collection. Develop public awareness programme that will raise awareness to the community on the importance, the right of the municipality to collect revenue for services provided etc. Induct all employees on the policies and how to implement these policies especially to those entrusted with revenue collection and debt collection. Manage contracts related to financial management system to ensure efficiency, skill transfer from service providers and ensure effectiveness of the system in meeting municipal objectives. Develop and monitor performance management system for service providers. 51 | Page: DRAFT IDP 2017 - 2022

 LIMITED SERVICES INFRASTRUCTURE

Section 4 (2) (d) (f) and (g) of the Municipal Systems Act, 2000 (Act, no.32 of 2000) bind the municipality to provide services in an equitable manner. It is further understood that these services should be provided within the financial capability of the municipality. Provision of services is directly linked to infrastructure both bulk and reticulation infrastructure. An infrastructure assessment revealed that water, electricity, waste water and solid waste bulk (storage) infrastructures were running at maximum capacity. The state of infrastructure dictates that no further development can take place as there will be no provision of services for such development.

• CONTROLS IN PLACE The designs for infrastructure is in place, money to construct is not available.

• MITIGATION MEASURES Source funds to construct infrastructure. Establish a committee to identify funding agencies and apply for funds for development.

 NO OF MATERIAL STORES

Most of the services infrastructure is old and need constant repairs. The turn-around time to repair of infrastructure in need of repair is too long due to lack of material stores. It also affect the response to community complaints that take too long to be responded to. This tend to affect the integrity and reputation of the municipality. Materials are acquired through the lengthy process of SCM and on the need basis which is Adhoc. • CONTROLS IN PLACE

There is a building at Technical Services Workshop that can be revamped into material stores.

• MITIGATION MEASURES Revamp the building at Technical Workshop and turn it into Material Stores.

 POOR COMPLAINT MANAGEMENT SYSTEM There are two systems of dealing with complaints from the community. There is a call centre and customer care services. The two systems are not integrated nor working together, thus allowing incoherent approach to complaint management. This lead to matters taking too long to be resolved or attended to.

• CONTROLS IN PLACE There is a call centre and customer care unit.

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• MITIGATION MEASURES Integrate the two available services and ensure that they are managed from the department

 INADEQUATE IT SECURITY SYSTEM Municipality does not have any on-site and off-site IT back-up system. Should the building burn or the server be affected by malware, the municipality might lose the most valuable information.

• CONTROLS IN PLACE There are no controls in place

• MITIGATION MEASURES Install the on-site back up system and acquire the services of off-site back-up system

 A CULTURE OF NON-REPORTING The municipality is experiencing a culture of not reporting at all levels of the municipality. Employees and management are keen to do the work but fails to report, as such funds have been withheld or suspended because of this culture. The municipality is rated low by stakeholders due to critical information of the achievement of the municipality not being recorded. This is a reputational risk to the municipality and may affect future funding to the municipality by funding institutions.

• CONTROLS IN PLACE There are policies in place that could be used to ensure that the culture is eradicated

• MITIGATION MEASURES Improve staff morale by implementing the Employee Wellness Programme Improve institutional responsiveness to service delivery Implement the organisational policies

 UNAVAILABILITY OF LAND FOR DEVELOPMENT Most land parcels belong to private persons and companies Unaffordable land parcels for business development especially for the previously disadvantaged individuals Land disposal policy does not promote SMME development

• CONTROLS IN PLACE There are no controls

• MITIGATION MEASURES

Allocate land for SMME development and make it available through various means, i.e. lease or rental;

Make special provisions for SMME development in the land disposal policy;

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5 SWOT ANALYSIS Strengths

High potential for economic growth:

• The municipality is at the centre of all economic activities around the mining industry in the region. The industrial area growth and development is very phenomenal as many small industries and big industry come to the area so as to serve the mining needs in the area. • Small businesses have the potential to grow and serve the improving commercial and mining economic set-up. These businesses they either provide mines with equipment or the sub-contract to big contractors in the mine. High tourism potential:

• Gamagara has a vast number of heritage sites that still need to be exploited. These include religious monuments and heritage site, the oasis of the Kalahari, the caves, etc.

Political maturity and stability

• Co-operation between political parties in delivering services is a progressive one • Ward Committees are functional and meeting their obligations as required • There is strong political leadership and support to the municipal functioning

Weaknesses

Infrastructure:

• Inadequate infrastructure to cater for the rapid development in the municipality • Ageing infrastructure Ineffective internal systems and controls:

• Communicating available systems and controls to junior officials is lacking and leading to some of the crucial tasks not being performed accordingly e.g. delegation of power • Culture of non-payment is prevalent in the municipality because credit control policy is not fully implemented. • The municipality does not have a culture of retaining skilled personnel due to inconsistent implementation of policies or lack of induction of new employees; • Lack of by-laws to guide and enforce compliance e.g. credit control

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Threats

• National and international economic trends may destabilise the municipality to achieve its goals • Retrenchments from the mines may affect the municipal revenue • Influx of job seekers in the area is causing infrastructure system failure as they overload the system

Opportunities

Developmental potential

• Integration of stakeholder contribution to the development of the municipality is possible e.g. sector departments, mining industry, commercial industry, agricultural industry and tourism industry. • There is a potential to acquire more land for development • Improve infrastructure and create jobs Internal systems could be improved

• Can improve on the credit control system to encourage culture of payment for services and increase municipal revenue. • Improve customer care and uphold to the Batho Pele Principle • Enhance the LED and Tourism markets by disseminating the LED and Tourism strategy to members of the community using various methods of awareness.

6 VISION

BUILD PROSPEROUS AND SUSTAINABLE COMMUNITIES

7 MISSION

▪ Providing universal access to basic services

▪ Attain safe and healthy environment

▪ Strengthening stakeholders relations

▪ Promoting active citizenry in Local Government affairs

▪ Providing sustainable services to our communities

▪ Being developmental focus institution

▪ Promote social and economic development.

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8 VALUES

As stipulated in section 195 of the Constitution:

▪ Transparency

▪ Accountability

▪ Integrity

▪ Responsiveness

▪ Accessibility

▪ Professionalism

▪ Ethical

9 Strategic Goals

9.1 Objectives Six overarching objectives were identified as aligned to the six KPA’s. The municipality was still operating within its mandate and its strategic direction but there were some areas that were impeding it from functioning optimally and those were lack of integrated approach to service planning, delivery and evaluation. Sector departments and other stakeholders did not know the better procedure to work with the municipality and they contributed to activities that were not part of the IDP thus raising discontent from other sectors of the community and causing incoherent approach to service delivery. Municipality’s internal systems were also found to be inadequate to facilitate coordination of services and general internal management systems were not adequate.

In addressing the challenges noted above, the municipality has developed different intervention strategies, which include increasing the capacity of the services infrastructure in the entire municipal area, spatial integration, strengthening principles of good governance, and establishment of a development committee that will focus on developing funding models for different IDP projects and find funds for such projects. The committee will be established from the management echelons of the municipality. The committee shall also advice management on projects readiness and prepare systems for implementation.

Considering the Kathu do not have distinguishable CBD and what is considered to be the CBD is undergoing a state of decay, the municipal want to embark on the urban renewal project of the Kameeldoring and Shoprite area. This will include identification of urban spaces that are badly utilised and change them into useable spaces. This will include restructuring some of the town set-up.

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Municipality intends to facilitate the establishment of the Kathu Supplier Park, which will bring diversity into the municipal economy. The park is intended to bring in non- mining manufacturing activities and other activities.

The Olifantshoek CBD is not attractive in terms of its state of decay and the general use of space. The town is the prime spot of development and attraction of investors, however that is hampered by the arrangement and use of space. Municipality aims to do an urban renewal project of the Olifantshoek CBD to restructure the arrangement and use of space, greening of the CBD and positioning of commercial buildings. The purpose of the project is to ignite the investor confidence and job creation in the area. As an extension of the project, municipality aims to facilitate the building of a textile factory which will produce Personal Protective Equipments, Uniform for different sectors of the economy and schools to designer clothing for retail shops. It is envisaged that this will stimulate other development opportunities like shopping mall, etc.

The following strategic objectives were identified as the main vehicles towards “building prosperous and sustainable communities”. Strategic objectives are programmatised into Key Focus Areas which will direct actions/activities and projects towards achieving the strategic objectives and ultimately the vision.

STRATEGIC OBJECTIVE 1:

 Improve life for all through sustainable infrastructure investment and development:

o KEY FOCUS AREA :Provision of Planning and Development Services

This Key Focus Area aims at improving the spatial dimension of the municipality. It is envisaged that through progressive land use planning, economic development could be unlocked and stimulated through spatial locations of activities and amenities. Spatial planning and land use planning build a resounding relationship between human settlement, transportation, environmental resilience, economic development and human development, poverty alleviation and reduction of unemployment rate.

Gamagara is spatially disintegrated and dislodged the poor from economic development due to poor spatial planning. Communities of Dibeng, Olifantshoek and Mapoteng are not connected to any viable economic environment, further to that there public transport in the municipal area. This Key Focus Area aims to bring spatial change through the development of Integrated Urban Development Framework which would guide the Urban Regeneration programme of Kathu and Olifantshoek as key programmes of integration and development. Infrastructure was found to be main source of development arrest in Gamagara. Disintegrated approach to infrastructure planning led to poor planning, implementation and service delivery.

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Kathu as the main economic centre, is alienating the poor by its land prices w hich are so steep that only the rich can afford to purchase land in the area. Due to rapid growth in the municipality, flaunting of the Scheme Regulations and the National Building Regulation and Building Standards Act, 1977 (Act, no.103 of 1997).

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Human Settlement Planning and July 2017 January 2018 R0 Internal Development services

Conducting Land Audit and October 2017 September 2018 R 3 000 000 Internal funds Development of the Spatial Development Framework

Development of the October 2017 September 2018 R 1 500 000 Internal Funds Environmental Management Framework

Development of the October 2017 September 2018 R Donor to be Environmental Resources 1 500 000. established Management Plan 00

Development of the Integrated July 2018 June 2019 R 3 000 000. Donor to be Urban Development Strategy 00 established (Urban Renewal Plan, Small Town Regeneration Strategy, etc.)

Development of Integrated July 2017 June 2018 R0 Transport Plan

Development of Public Transport July 2018 June 2019 R0 Plan

Industrial Development Strategy October 2018 June 2019 R 1 500 000. Donor to be 00 established

Development of the Integrated July 2018 June 2019 R 3 500 000. Donor to be Infrastructure Development and 00 established Management Plan

Urban regeneration of October 2019 June 2022 Budget to Donor to be Olifantshoek and Kathu be established established by integrated

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Urban Developm ent Strategy

Land Use Management and Continuous Continuous Building Control

o KEY FOCUS AREA : Provision of Basic Services

▪ Water Provision Services

Gamagara Local Municipality is known for service excellence as most of the area are provided with high level of services. Communities are provided with household connections instead of RDP standard of communal taps. The major challenge is that there is no bulk water supply for future development, all the bulk water storage facilities at full capacity. Water sources were found not be enough as the municipality is relying mostly on Sedibeng Water and Sishen Mine. Sishen Mine has not committed to consistent water supply as they can guarantee such supply. Dibeng is entirely dependent on underground water, which is finite and has recorded reduced yielding capacity over the years.

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Identify and develop new water July 2017 January 2018 R 1 200 000. Internal funds sources to increase water 00 sources and capacity

Divert Sedibeng Water Pipeline July 2017 to go through Dibeng

Increase the bulk facilities to October 2018 September To be Donor (s) to be cater for future development in 2022 informed by established the municipal area (storage and the supply) Infrastructure Development Plan

Improve water provision On going On going To be Internal Funds infrastructure by consistent determined maintenance (Water by the Infrastructure

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infrastructure maintenance Development plan) Plan

Reduce access to water April 2018 June 2022 To be Donor (s) to be backlog by 90% in the 5 year informed by established period the Infrastructure Development plan

Meet the Department of Water July 2018 On-going Internal funds and Sanitation requirements for resources and staff compliments in the Water Services Division Reach the blue drop status On-going June 2020 To be Combination of informed by funds i.e. the internal and Infrastructure grants Development plan

▪ Sewerage Management Services

Gamagara Local Municipality is known for service excellence as most of the area are provided with high level of services. The major challenge is that there is no bulk waste water treatment facilities for future development.

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Upgrade all the sewage On-going On-going To be Internal funds treatment plant informed by the Infrastructure Development Plan

Increase the bulk sewerage October 2018 September To be Donor (s) to be facilities to cater for future 2022 informed by established development in the municipal the area (pipeline and treatment Infrastructure works)

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Development Plan

Improve sewerage On going On going To be Internal Funds infrastructure by consistent determined maintenance (Sewerage by the Infrastructure maintenance Infrastructure plan) Development Plan

Reduce access to sanitation April 2018 June 2022 To be Donor (s) to be backlog by 90% in the 5 year informed by established period the Infrastructure Development plan

Meet the Department of Water July 2018 On-going Internal funds and Sanitation requirements for resources and staff compliments in the Sanitation Services Division Reach the green drop status On-going June 2020 To be Combination informed by of funds i.e. the internal and Infrastructure grants Development plan

▪ Electricity Provision Services

The major challenge is that there is no enough bulk electricity supply for future development. OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Upgrade all the electricity On-going On-going To be Internal funds facilities informed by the Infrastructure Development Plan

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Increase the bulk Infrastructure October 2018 September To be Donor (s) to be to cater for future development 2022 informed by established in the municipal area the Infrastructure Development Plan

Improve electrification On going On going To be Internal Funds infrastructure by consistent determined maintenance by the Infrastructure (Electricity infrastructure Development maintenance plan) Plan

Reduce access to sanitation April 2018 June 2022 To be Donor (s) to be backlog by 90% in the 5 year informed by established period the Infrastructure Development plan

STRATEGIC OBJECTIVE 2:

 To ensure the financial sustainability of the municipality is in order and to adhere to statutory requirements

▪ KEY FOCUS AREA: Budgeting and Funding

Budgeting is fundamental planning tool which assist the municipality to understand its development funding capabilties. It is thus essential to prioritise budget in the planning, implementation, monitoring and control phases of development in the municipality. Compliance to MSCOA relies much on correct budgeting, i.e. projectising of votes and activities. Propoer funding of development acitivities.

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Effective and efficent July 2017 On-going Opex management of the budget to comply with MSCOA

Implement project based July 2017 On-going Opex budgeting and funding

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Distribute monthly budget On going On going Opex figures to all the Director for their expenditure planning and control

▪ KEY FOCUS AREA: Capital Expenditure

The municipality relies on its capital expenditure for development and building services infrastructure. Properly managed infrastructure expenditure will lead to improved service delivery.

OPERATIONAL START DATE END DATE PROPOSED FUNDING OBJECTIVE BUDGET SOURCE

Improve capital July 2017 On-going Opex expenditure processes

▪ KEY FOCUS AREA: Operational Expenditure and Cost Management

Municipality requires efficient use of resources and cost implications should be based on sensible to their cost implications to the municipality and service delivery.

OPERATIONAL START DATE END DATE PROPOSED FUNDING OBJECTIVE BUDGET SOURCE

Improve management July 2017 On-going Opex systems and processes of expenditure and cost management

▪ KEY FOCUS AREA: Revenue Management

Revenue is the cornerstone of development of the municipality. Revenue collection was found to be a challenge at Gamagara Local Municipality, which is also linked to faulty billing system. Strenghthening of revenue collection will assist the municipality to plan and provide quality services to the communnity.

OPERATIONAL START DATE END DATE PROPOSED FUNDING OBJECTIVE BUDGET SOURCE

Improve the billing system On-going On-going

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Improve the revenue July 2017 On-going Opex collection methods

Implement the revenue July 2017 On-going Opex collection and credit control policy

Improve the indigent On going On going Opex register

▪ KEY FOCUS AREA: Supply Chain Management

Supply chain management is the at the core of development in the municipality. Efficient and effective supply chain management forms a strategic tool for economic transformation of the municipality and its residents. It is the main tool to facilitate enterprise development. Timeous processing of procurement development infrastructure become fundamental in improved service delivery.

OPERATIONAL START DATE END DATE PROPOSED FUNDING OBJECTIVE BUDGET SOURCE

Improve the SCM July 2017 On-going Opex processes

Fast-track enterprise July 2017 On-going Opex development through SCM processes

Review the SCM policies July 2017 January 2018 Opex to integrate LED aspects in it.

▪ KEY FOCUS AREA: Asset Management

There has been an improvement on the management of assets, however lack of proper system of recording and managing asset create a challenge. Lack of integrative sytem that links activities at Infrastructure and services department, compromises proper management of assets.

OPERATIONAL START DATE END DATE PROPOSED FUNDING OBJECTIVE BUDGET SOURCE

Improve management of July 2017 On-going Opex assets

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▪ KEY FOCUS AREA: Financial Reporting

Financial reporting is not only a legislative requirement but also a measure to financial performance of the municipality. Reporting in general was found to be a challenge, improving on it, will assit the municipality to be complaint.

OPERATIONAL START DATE END DATE PROPOSED FUNDING OBJECTIVE BUDGET SOURCE

Improve financial July 2017 On-going Opex reporting

STRATEGIC OBJECTIVE 3:

 To promote good governance through enhanced stakeholder participation

▪ KEY FOCUS AREA: Institutional Development (Governance Systems, Policies, By-Laws and Procedures)

At the core of municipal functions, is good governance is fundamental in creating a conducive environment for systematic approach to service delivery. Good Governance provide clarity on the relationship between different spheres of government and between the municipality and the community. These provide for structured engagement within the municipality and with the community.

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Develop governance On-going On-going Internal funds systems:

Improve the Document Management System

Coordinate and manage On-going On-going Opex processes for the development of organisational policies Coordinate and manage On going On going R 1 200 000. Opex processes for the 00 development of municipal by-laws

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Coordinate and manage On-going On-going Opex processes for the development of municipal standard operating procedures

▪ KEY FOCUS AREA: Strengthened Stakeholder Participation

Community participation is the cornerstone of development. It is a prescribed activity that will assist inclusive planning. Participation of different stakeholders has been a challenge throughout the planning stage of the municipal development agenda. The purpose is to improve the municipal stakeholder engagement strategies.

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Develop stakeholder On-going On-going database

Establish sector On-going On-going committees

Build ward committee On going On going R 1 200 000. Opex capacity 00

Improve Councillor On-going On-going Opex Community feedback mechanisms Improve the Mayoral Imbizos Improve the Mayoral Outreach Programmes

▪ KEY FOCUS AREA: Risk Management and Internal Auditing

Internal Auditing and risk management are mandatory fuctions of local government. They play a fumndamental role in the strategic planning as they inform the planning of the municipality. The municipality was providing these services through shared services, which did not yield the expected results due to the remoteness of the services. The audit committee did not sit in the last financial year, which compromised the risk status of the municipality.

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OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Appoint the Risk July 2017 September Internal funds Management Committee 2017

Appoint the Audit July 2017 September Internal funds Committee 2017

Establish the Internal Audit July 2017 June 2018 Internal funds Unit

Establish the Risk July 2017 June 2018 Internal funds Management Unit Review the Risk January 2019 May 2019 Opex Management Strategy Review the Risk January 2019 May 2019 Opex Management Framework Review the Risk January 2019 May 2019 Opex Management Policy

▪ KEY FOCUS AREA: Performance Management

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Establish a Performance July 2017 September Internal funds Management Committee 2017

Build capacity in the July 2017 June 2018 Performance Management Unit

Develop performance July 2017 On-going contracts for all staff member from Task 10 to HOD’s

Review the Performance July 2017 September Management Strategy 2017

Review the Performance January 2019 May 2019 Management Framework

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Review the Performance January 2019 May 2019 Management Policy

▪ KEY FOCUS AREA: Intergovernmental Relations

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Compile IGR reports On-going On-going

Establish framework for IGR July 2017 June 2018

Participate in IGR July 2017 On-going meetings aand related engagements

▪ KEY FOCUS AREA: IT and Communication

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Re-establish the IT Steering July 2017 September Committee 2017

Build capacity in the IT July 2017 June 2018 Internal Management Unit Funds

Develop an intranet July 2017 June 2018 Internal system Funds

Develop a municipal July 2017 June 2018 Internal controlled website Funds

Establish off-site and on- July 2017 June 2018 Internal site IT back-up facility Funds

Review the IT Security and January 2019 May 2019 Management Policies

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STRATEGIC OBJECTIVE 4:

 To provide for an effective and efficient resources by aligning our institutional arrangements to our overall strategy in order to deliver quality services

▪ KEY FOCUS AREA: Organisational Structure

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Develop organisational July 2017 June 2018 structure that is aligned to the IDP

Fund the organisational July 2017 June 2018 Internal structure Funds

Develop and distribute July 2017 June 2018 Internal Job description to all Funds employees

▪ KEY FOCUS AREA: Human Capital and Skills Development

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Conduct employee age July 2017 On-going analysis to determine the number of employees going on pension, to prepare for financial planning

Conduct job-task analysis July 2017 Update Internal to determine proper annually Funds placement of employees

Conduct skill analysis to July 2017 Annually determine training needs of employees

Review the employee On-going Review wellness programme annually

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Develop employee July 2017 Review Internal funds development programme annually

▪ KEY FOCUS AREA: Customer Care

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Develop and distribute a July 2017 January 2018 Customer Charter to all employees

Integrate the Customer July 2017 June 2018 Internal Care Centre and the Call Funds Centre to provide a seamless compliant management system

Capacitate the Customer July 2017 June 2018 Internal Care services Funds

▪ KEY FOCUS AREA: Programme and Project Management

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Improve the Contract July 2017 September Management system 2017

▪ KEY FOCUS AREA: Municipal Facilities and Equipments

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Consolidate management July 2017 September of municipal facilities 2017

Capacitate the unit July 2017 June 2018 Internal Funds

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Develop facilities July 2017 June 2018 Internal management system that Funds accessible for community use

STRATEGIC OBJECTIVE 5:

 To facilitate the development of the community pro‐active identification, prevention, mitigation and management of environmental health, fire and disaster risks.

▪ KEY FOCUS AREA: Environmental control (development of green areas, waste management, etc.)

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Improve Waste On-going On-going Management Services (fleet, trenches, etc)

Establish a new landfill site July 2017 June 2022 R6 000 000 Khumani SLP (Planning)

Develop and manage On-going On-going Internal green areas Funds

Management of On-going June 2018 Internal cemetries Funds

▪ KEY FOCUS AREA: Libraries

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Promote access to On-going On-going information

Promote culture of July 2017 June 2022 R6 000 000 Khumani SLP learning (Planning)

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▪ KEY FOCUS AREA: Public safety

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Capacitate the Public July 2017 June 2022 Safety office

Improve road safety July 2017 June 2022

Improve the public safety July 2017 June 2018 R1 500 000. Kumba SLP infrastructure 00

▪ KEY FOCUS AREA: Disaster management and fire-fighting

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Capacitate the Disaster July 2017 June 2018 Management Office

Promote fire safety On-going On-going

▪ KEY FOCUS AREA: Special programmes focusing on the vulnerable groups

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Improve project July 2017 June 2022 management processes on the programme

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STRATEGIC OBJECTIVE 6:

 Create a conducive environment for economic development in the municipality

▪ KEY FOCUS AREA: Economic Development

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Develop LED strategy On-going June 2018

Establish econmic nodes July 2017 June 2018

Establish a regional airport July 2017 June 2022

Upgrade Khai Appel July 2017 June 2022 R6 000 000. Khumani SLP 00

Develop a policy on LED July 2017 (Investor incentive policy)

▪ KEY FOCUS AREA: Enterprise Development

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

SCM process to be trump- July 2017 On-going card to enterprise development

Develop and impplement July 2017 June 2022 Internal SMME incubator Funds programme

▪ KEY FOCUS AREA: Capacity building

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED FUNDING BUDGET SOURCE

Soft skills training for July 2017 September SMME’s 2017

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Develop and maintain July 2017 June 2018 Internal SMME database Funds

10 STRATEGY IMPLEMENTATION PLAN INSTITUTIONAL DRIVERS

These are strategy implementation drivers that need to be institutionalised as they are more human oriented and can be learned. They depict the values of an organisation and what it stands for. These would include the type of culture that the organisation develop and portrayed in its internal systems and ultimately perceived externally by the community it serves or by other stakeholders like: mines, Development Trusts, sector departments and other external observers.

The type of policies and implementation thereof w ould also depict the effectiveness of the institution’s management system and ultimately the values of Gamagara Local Municipality. In order for the strategy to be implemented successfully, internal systems have to reflect the values of the municipality.

DEVELOP SOUND AND EFFECTIVE MANAGEMENT SYSTEMS:

Management System: Organisational Communicative Strategy Implementation:-

 Develop a stakeholder forum for planning, implementation and monitoring of service delivery  Identify all the stakeholders, including all the sector departments, mines, NGO’s, CBO’s, community stakeholders and leaders in the IDP planning, implementation and monitoring phases.  Develop memorandum of understanding with all the stakeholders:  Agree on roles and responsibilities of all stakeholders as individual organisation or group  Agree on joint responsibilities ( for the collective)  Agree on the operational protocols and frequencies of meetings and the type of meetings you will engage on  Determine meeting frequencies  Agree on assessment criteria of the programme implementation  Have regular planning, progress and evaluation reporting sessions  Have a schedule for activities which shall have timeframes and expected outputs and outcomes as per IDP. The purpose is to strengthen the participatory and integrated planning, implementation and monitoring of services and to ensure integrated quality, affordable and sustainable services and accountable governance to the Gamagara Community.

Management System: Organisational Culture Development Strategy Implementation: 74 | Page: DRAFT IDP 2017 - 2022

 Develop policy development, implementation and monitoring committee  Develop policies, procedures and by-laws and review them regularly  Ensure that all policies developed by municipality are representative to the values of the municipality and are implemented accordingly by developing evaluation programme and adhering to such programme  Fill up all the strategic and critical positions, this does only refers to top management positions but refers also to positions that enhance service delivery. LEADERSHIP

Hitt, Ireland& Hoskisson (2003) in Ehlers and Lazenby define leadership as the ability to anticipate, envision, maintain flexibility and empower others to create strategic change as necessary (Ehlers & Lazenby, 2009:217). In the endeavour to implement this strategy, leaders should be chosen on the basis of being adequately knowledgeable on the work ahead and should have good human relation skills. It is therefore imperative that Gamagara Local Municipality fill up all the strategic and critical position with appropriately skilled personnel to be able to implement this strategy.

ORGANISATIONAL CULTURE Ehlers & Lazenby define organisational culture as a “set of important, often unstated, assumptions, beliefs, behavioural norms and values that members of an organisation share” (Ehlers & Lazenby, 2009:223). Organisational culture represents the image and what the organisation stands for. It brands the organisation as it determines the perception of the customers. It is therefore imperative that Gamagara develops a culture that would encourage people to recognise it as their institution of service delivery and help. This could be derived from the values that the organisation has chosen as relevant and representative to the municipality.

Ehlers & Lazenby identify different types of organisational cultures that affect the performance of organisations towards achieving their vision. Gamagara Local Municipality should choose an Adaptive organisational culture in which employees share a feeling of confidence that the organisation can neutralise threats and exploit opportunities that it can come across. Employees should be allowed to take reasonable risk and bring in innovation at the organisation. The Role organisational culture is very critical in that it does not focus much on people in positions but in what are supposed to do. It is more reliant on the job-description of a person and the performance of the person occupying that position rather than person himself or herself. The Task organisational culture is very important for Gamagara because service delivery is a very complex and results driven process which needs multi- disciplinary approach and multi-disciplinary teams. This is necessary for co-ordination of sector department and other stakeholders to plan, implement and monitor services provided to the community.

It is suggested that the following organisational cultures should be avoided: 75 | Page: DRAFT IDP 2017 - 2022

The Person organisational culture is when an individual become a central point and the organisation exists to serve only certain individuals within it. The Power organisational culture whereby every aspect raised to assist the organisation is politicised.

11. “BACK TO BASICS”

The President in his State of the Nation Address on 12th February 2015; “Local government is everybody’s business. We have to make it work. We have launched the “Back to Basics” programme to promote good governance and effective administration through cutting wastage, spending public funds prudently, and hiring competent staff and ensure transparency and accountability in municipalities”.

Therefore it is imperative that this IDP is aligned to the “Back to Basics” strategy with emphasis on:-

PILLARS HIGHLIGHTS OF KEY ON EACH AREAS OF IMPROVEMENT ON EACH PILLAR

Basic Services Dibeng and Olifanshoek has been move from basic to higher level of services. E.g Sanitation

Good Governance Municipality has regular council meetings

Public participation: Some councillors have improvement on their community Putting People First engagements and report back.

Building Capable Critical vacancies in the municipality have been filled. CPMD Institutions and Training is been extended to all senior officials including those Administrations outside finance department.

Sound Financial Revenue enhancement strategy developed in collaboration Management with DBSA. Electronic meter reading systems introduce.

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Chapter 4

4.1. Integration- Sector Plans

Integration takes place in both vertical and horizontal fashion. The vertical integration will relate to integrating local plans of the municipality with the national policy, programmes and plans to ensure synergy as South Africa is unitary state through with three autonomous spheres.

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Horizontal integration would relate to local planning tools as may be deoicted below:

This document was informed by integration of the different planning tools of the municipality. These planning tools are specific to delivery module in the municipality which are structured into municipal departments. These tools together with the national and provincial developmental imperatives directed planning particularly the prioritising of projects to meet the municipal objectives. These planning tools over and above the municipal developmental needs as determine by the community through the IDP consultative meetings, IDP Representative Forum, the Community Feedback Meetings by Councillors and the Ward Committee engagements with the community, assist to give indications on the feasibility of achieving these needs on time and within budget.

Planning tools that were considered during the planning phase of the IDP are listed below. However, some of these tools are out dated but presented a picture of where the municipality is and thus their use were still partially relevant even though there is a need to review. Some of the tools are still to be initiated due to the realisation of the new needs as informed by the growing speed of the town.

The following planning tools were considered during planning of the IDP.

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Sector Plan Current status

Spatial Development Framework Will be reviewed in the 2017/18 financial year

Land Use Management System Will be reviewed in the 2017/18 financial year

LED Strategy Will be reviewed in the 2017/18 financial year

Performance Management Policy Approved by Council

HIV/AIDS policy To be reviewed

Water Services Development Strategy To be reviewed

Integrated Waste Management Plan Approved by Council

Environmental Management Framework Reviewed

Integrated Environmental Management Plan Will be conducted in the 2017/18 financial year

Integrated Human Settlement Sector Plan Approved by Council

Integrated Transport Plan Currently under review

Gamagara 2030 Development Plan Service provider to be appointed

Placement Policy implemented

Olifantshoek Electricity Master Plan Approved by Council

Dibeng Electricity Master Plan Approved by Council

Kathu Electricity Master Plan Approved by Council

Kathu Water Services Master Plan Approved by Council

Olifantshoek Water Services Master Plan Approved by Council

Kathu Waste Water Master Plan Approved by Council

Dibeng Waste Water Master Plan Approved by Council

Open Space Management Plan Approved by Council

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Chapter 5:

Project list -Service Delivery and Budget Implementation Plan (SDBIP)

ISSUE 1: Basic Infrastructure Development

Project Nr. Project Description Project Project output Location Financial Year (Project Input) Funding Outcome Source

2017/18 2018/19 2019/20 2020/21 2021/22

Upgrade 40 MVA R 45,000,000 R0 R0 R0 R0 Construction of Internal PBID 001 electrical substation for Kathu West 40MVA Substation funds capacity Kathu West

Refurbish electrical Upgrade Number of old Kathu R0 R15,000,000 R 15,000,000 R 15,000,000 R15,000,000 Internal PBID 002 network electrical cables funds network. replaced.

PBID 003 Upgrade of the Bulk Provide Electricity Kathu R 18,000,000 R10,000,000 R0 R0 R15,000,000 Internal electricity supply electricity upgrade plan funds (Planning) for Kathu

PBID 004 Electrification of 300 Provide 300 electrified Kathu R 20,000,000 R0 R0 R0 R0 Transnet stands Electricity stands in Kathu

PBID 005 Upgrade of the Improve Upgraded Kathu R 3,500,000 R 6,000,000 R 3,500,000 R 3,500,000 Internal Traffic station customer traffic station Funds care in Kathu services Kumba R 1,500,000 SLP

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PBID 006 Refurbishment of Upgrade Number of Kathu & R0 R 5,000,000 R 10,000,000 R 10,000,000 R10,000,000 Internal Stubbies and electrical stubbies and OFH Funds Minisubs. network. minisubs replaced

PBID 007 Refurbish electrical Upgrade Number of old Kathu R 10,000,000 R15,000,000 R 15,000,000 R 15,000,000 R15,000,000 Internal network electrical cables funds network. replaced.

PBID 008 Upgrading of Improve Provide Kathu R0 R10,000,000 R 10,000,000 R0 R0 Internal Industrial Switchgear, electricity Electricity funds substation and civil supply services of 19 industrial stands

PBID 009 Upgrade of the Parks Improve Upgrade Parks Kathu R 2,400,000 R 3,000,000 R 4,500,000 R 2,800,000 R 1,500,000 Internal Offices accessibility Offices funds to offices

PBID 010 Renovation/Upgradi Improve Renovate Kathu R0 R 3,500,000 R 4,500,000 R 3,500,000 R 2,000,000 Internal ng of Technical maintenan technical funds workshop ce of Workshop municipal properties

PBID 0011 Lampoles Increase Replaced Kathu R 1,500,000 R 1,000,000 R 2,000,000 R 2,000,000 R 2,000,000 Internal replacement aesthetics lampoles funds and improve lighting of the town

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PBID 0012 New Street lights Improved New street Kathu R0 R 2,000,000 R 1,000,000 R3,000,000 R 3,000,000 Internal lighting of lights installed funds areas

PBID 0013 Upgrade electrical Upgraded Reviewed Gamagara R 500,000 R 200,000 R0 R0 R 300,000 Internal Master plan and policies. policy and funds New Embedded New Generation Policy Embedded Generation Policy

PBID 0014 Review of Bulk Updated Reviewed Gamagara R 200,000 R0 R0 R0 R 300,000 Internal Service Contribution policy policy funds Policy

PBID 0015 Replacement of old More Number of Gamagara R 2,000,000 R 2,000,000 R 1,000,000 R 1,000,000 R 1,000,000 Internal electrical kwH Meters accurate meters area – funds metering. replaced (Kathu & OFH)

PBID 0016 Energy Efficiency Reduction Amount of Gamagara R 5,000,000 R 5,000,000 R 5,000,000 R 5,000,000 R 5,000,000 Internal (Demand Side on internal electricity area – funds / Management) electricity reduced. (Kathu & DOE consumptio OFH) n

PBID 0017 Erection of high mass Improved Erect high Dibeng R 3,000,000 R 2,000,000 R 3,000,000 R 3,000,000 R 3,000,000 Internal lights town mass lights funds lighting

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PBID 0018 Upgrading of Improved Upgrade Dibeng R 250,000 R 150,000 R0,00 R0,00 R0,00 Internal workshop service Workshop funds delivery and safe keeping municipal property

PBID 0019 Construction of 5 Improve Construct 5 Dibeng P/S R2,250,000 R0 R0 R0 R0 NCDOE classrooms literacy new (**) level classrooms

PBID 0020 Major repairs and Repairs and Dibeng P/S R 4,602,000 R 1,416,000 R 4,000,000 NCDOE Renovations to hostel Renovations PHASE 2 TBD

PBID 0021 Construction of new Building of Dibeng P/S R 5,916,808 R29,584,038 NCDOE school new school building PSP

PBID 0021 Planning & Improve Construct new Dibeng R 15,000,000 NCDOE Construction of New literacy School (**) School building level

PBID 0022 Upgrading of Library Upgrade Encourage Dibeng R 300,000 R 180,000 R0,00 R0,00 R 100,000 Internal library culture of funds reading and improve level of literacy

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PBID 0023 Construction of Promote Construct Dibeng R0,00 R0,00 R0,00 R0,00 R0,00 Internal Swimming pool social swimmingpool funds wellbeing

PBID 0024 Upgrading & Improve Renovated GLM R 2,500,000 R 2,300,000 R 3,000,000 R 2,300,000 R 2,500,000 Internal Renovation of service municipal funds Municipal Buildings delivery buildings and safe keeping of municipal property

PBID 0025 Bulk supply upgrade Provide Upgrade bulk O’hoek R0 R25,000,000 R 65,000,000 R0 R0 INEP electricity electricity

PBID 0026 Future electrification Stands to Number of O’hoek R0 R10,000,000 R 10,000,000 R 10,000,000 R10,000,000 Internal of stands be stand funds electrified. electrified.

PBID 0027 New high mass lights Improved New high O’hoek R0 R 3,000,000 R 3,000,000 R 3,000,000 R 3,000,000 Internal town mass lights Funds lighting

PBID 0028 Refurbish electrical Upgrade Number of O’hoek R0,00 R0,00 R0,00 R0,00 R0,00 Internal network electrical lines and funds network. cables replaced.

PBID 0029 Furnishing of library Encourage Furnished Welgelee R0,00 R0,00 R0,00 R0,00 R0,00 Internal the culture Welgelee funds of reading Library

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and improve level of literacy

PBID 0030 Repairs and Langberg O’hoek R 4,000,000 NCDOE renovations to Hostel High GDM

PBID 0031 Planning and Build access Construction Welgelee R0,00 R0,00 R0,00 R0,00 R0,00 Internal construction of new of plan of the funds community hall community new Welgelee services to Community Welgelee Hall community

PBID 0032 Upgrade of the Improve Upgraded O’hoek R0,00 R0,00 R0,00 R0,00 R0,00 Internal Traffic station customer Olifantshoek funds care traffic station services

PBID 0033 Upgrading of library Encourage Upgraded O’hoek R0,00 R0,00 R0,00 R0,00 R0,00 Internal the culture Olifantshoek funds of reading Library and improve level of literacy

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PBID 0034 Construction of Access to Ditloung/ R0,00 R0,00 R0,00 R0,00 R0,00 Internal ablution facilities - sanitation Skerpdraai funds cemeteries facilities

PBID 0035 Fencing of the Mini- Secured Fenced mini- O’hoek R0 R0,000 R0,00 R0 R0 Internal Substation municipal substation in funds property Olifantshoek and improved community safety.

PBID 0036 Replacement of Improved Installed GLM R0 R0 R 4,000,000 R 4,000,000 R0 Internal Electricity meters provision of electricity funds electricity meters in and Gamagara efficient revenue collection

PBID 0037 Electrification of 1265 Improve 1265 Sesheng R 20,000,000 R 20,000,000 R0 R0 Internal stands: Residential Electricity electrified funds development Capacity residential R15,000,000 stands in Khumani Sesheng SLP

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ISSUE 2: Water & Sanitation Project List

Project Nr. Project Description Project Project Output Location Financial Year (Project Input) Funding Outcome Source

2017/18 2018/19 2019/20 2020/21 2021/22

PWS 001 Bulk Water supply Develop water Bulk water Kathu R0 R0 R0 R0 R0 RBIG management supply plan improvement plan

PWS 002 Construction of Water link-line Kathu - R0 R0 R0 R0 R0 Internal water link line in Kathu West West funds

PWS 003 Construction of Improve the Water Kathu R0 R0 R0 R0 R0 Internal (GU2) new water quality of water Treatment funds treatment works works construction plan

PWS 004 Construct new 18 Improve water Construction Kathu R0 R 13, 000,000 R 10,000,000 R0 R0 Internal (KW.2) ML reservoir and supply plan for the funds 3ML elevated new 8ML tower reservoir and 3ML elevated tower in Kathu

PWS 005 Construction of Water link Kathu R0 R0 R0 R0 R0 Internal water link line from pipeline from funds export pipeline to the water

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waste water treatment treatment works works

PWS 006 Refurbishment and Refurbished Kathu R0 R 3,500,000 R0 R0 R0 Internal upgrade of existing waste water funds pumps at WWTW treatment plant

PWS 007 Research and Report on the Kathu R0 R0 R0 R0 R0 Internal condition of condition of West funds 200mm water pipe the 200mm line from Eastern water pipeline Reservoir to Eastern from Eastern site of extension 3 Reservoir to Kathu Extension 3

PWS 008 Replace 2x garden Replaced 2 Kathu R0 R0 R0 R0 R0 Internal water pumps garden water funds pumps

PWS 009 Construction of Improve water Water link line Kathu R0 R0 R0 R0 R0 Internal water link line to supply to Kathu West funds Kathu West Reservoir Reservoir

PWS 0010 Removal of part Improve water Removed Kathu R0 R0 R0 R0 R0 Internal supply from Kathu supply water supply funds Central to Kathu pipeline from West Reservoir Kathu Central to Kathu West

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PWS 0011 Fencing of Fenced Kathu R 500,000 R0 R0 R0 R0 Internal Water/Sewer water/sewer funds Works works

PWS 0012 Construction of New sewer Kathu R 500,000 R 6,000,000 R 1,500,000 R0,00 R0,00 Khumani sewer pumpstation SLP pumpstation- at Dibeng Dibeng crossing Crossing

PWS 0013 Refurbishing of Kathu R 300,000 R0,00 R0,00 R0,00 R0,00 Internal pumpstations funds buildings

PWS 0014 Upgrading of Health and Dibeng R0,00 R0,00 R0,00 R0,00 R0,00 Internal Chlorination Safety funds storages

PWS0015 A Upgrading of Improve sewer Upgraded Dibeng R11,982,000 R 12,415,000 R 12,871,000 R0 R0 MIG WWTW infrastructure Dibeng WWTW R 3,500,000 R 2,500,000 Khumani SLP

PWS0015 B Construction of Improve sewer 797 R0 R0 R0 R0 R0 MIG internal Sewer infrastructure households network- 797 connected to Internal Households the sewer funds network

PWS0015 C Construction of Improve sewer 529 Dibeng R0 R0 R0 R0 R0 MIG internal Sewer infrastructure households network- 529 connected to Internal Households funds

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the sewer network

PWS 0016 Water Reticulation Improve Basic 1 300 stands Dibeng R 5,643,000 R0 R0 R0 R0 WSIG services in Dibeng 1300 provision provided with stands RDP standard water services

PWS 0017 Provision of Improve water Dibeng R0 R0 R0 R0 R0 Internal temporary water supply funds supply to 1300 plots

PWS 0018 Augmentation of Improve water Bulk water Dibeng R14,357,000 R 20,000,000 R 25,000,000 R0 R0 WSIG Bulk Water Supply supply distribution plan for Dibeng

PWS 0019 Provision of water Improve basic 1 200 stands in O’hoek R0 R0 R0 R 13,000,000 R13,000,000 Internal services services Olifantshoek 1200 funds provision provided with stands R 8,725,200 RDP standard

water services

PWS 0020 Up grading of Water Chlorination O’hoek R0 R0 R0 R0 R0 Internal chlorination purification Storage funds storages

PWS 0021 Fencing of reservoir Improve water Fenced-Off O’hoek R0 R0 R0 R0 R0 Internal supply Olifantshoek funds reservoir

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PWS 0022 Sealing of Reservoir Sealed O’hoek R0 R0 R0 R0 R0 Internal and Tower Olifantshoek funds reservoir

PWS 0023 Feasibility Study for Underground Feasibility O’hoek R0 R0 R0 R0 R 3,200,000 OPEX provision of water supply report on portable water provision of portable water from boreholes in Olifantshoek

PWS 0024 Bulk Water Supply Improve water O’hoek R 0 R0 R0 R0 R0 Internal supply funds

PWS 0025 Bulk sewer supply Improve O’hoek R0 R0 R0 R0 R10,000,000 Internal sanitation funds

PWS0026 Upgrading of Improve Upgraded O’hoek R0 R0 R0 R0 R 2,000,000 Internal WWTW sanitation WWTW in funds Olifantshoek

PWS 0027 Provision of water Provide water 500 stands Sesheng - R0 R4,000,000 R14,000,000 R3,000,000 R0 Khumani Reticulation to for 500 stands ( provided with 1265 SLP 1265 Phase 1) : RDP RDP standard standard water supply

PWS 0028 Construction of Improve water Construction Sesheng R0 R0 R0 R0 R0 Internal Sesheng 7ML east storage plan for the East funds and 1.7ML capacity Sesheng East Elevated Tower reservoir (7ML

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and 1,7ML elevated tower)

PWS 0029 Construction of Improve water Water supply Sesheng R0 R0 R0 R0 R0 Internal water supply provision pipeline from funds pipeline from WTW to Water treatment Sesheng new works to Sesheng reservoir plan new reservoir

PWS 0030 Development of 8 Improve water Developed 3 Sesheng/ R 6,000,000 R0 R0 R0 R0 Khumani boreholes- Khai - sources and boreholes Kathu SLP Apple provision

PWS 0031 Upgrading of Improve Upgrade plan Sesheng R 0 R0 R0 R0 R0 sewer pump sanitation for the station Sesheng sewer pumpstation

PWS 0032 Conversion of Improve Converted GLM R31,855,893 R0 R0 R0 R0 Internal water meters to revenue water meters funds prepaid/smart collection and from meters monitoring conventional to pre-paid meter

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ISSUE 3: Roads & Streets Project List

Project Project Description Project Project Location Financial Year (Input) Funding Nr. Outcome Output Source

2017/18 2018/19 2019/20 2020/21 2021/22

Constructed R0 R0 R0 R0 R0 access road Construction of Hans Improved between Internal PRS 001 Coetzee Rd (1 km) road linkage joining Kathu funds (Planning) infrastructure Rooisand and main road

Reseal and R0 R0 R0 R0 R0 Resealing and new Improved construct Internal PRS 002 storm water road linkage storm water Kathu funds drainage infrastructure drainage system

Raods and R0 R0 R0 R0 R0 Internal PRS 003 Stormwater funds masterplan

Resealing of 2,6 km R0 R 3,500,000 Internal PRS 004 of Hendrick v. Eck funds RD

Construction of new R0 R 5,000,000 Internal Hendrick PRS 005 2,6km Storm water funds v. Eck RD channel

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Ben R0 R 2,500,000 R 2,500,000 Internal Resealing of 1,6 km PRS 006 Alberts funds of road str.

Construction of new Ben R0 R 2,500,000 R 2,500,000 Internal PRS 007 1,6km Storm water Alberts funds channel str.

Construct new 3,6 R0 R 5,000,000 R0 Internal Frikkey PRS 008 km storm water funds Meyer rd channel

Resealing 3,6 km of Frikkey R0 R 5,000,000 R 4,000,000 Internal PRS 009 Road Meyer rd funds

Ian R0 R 2,500,000 R 2,500,000 Internal Resealing of 1,9km PRS 0010 Flemming funds road rd

Construction of new Ian R0 R 2,500,000 R 2,500,000 Internal PRS 0011 1,9km storm water Flemming funds channel rd

Resealing of 1,4km Mopanie R0 R 2,500,000 R 2,500,000 Internal PRS 0012 road Avenue funds

Construction of new R0 R 5,000,000 R0 Internal Mopanie PRS 0013 1,4km storm water funds Avenue channel

Upgrading of all R0 R0 Internal PRS 0014 Dibeng gravel Roads funds

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Resealing of Internal R0 R 10,000,000 R10,000,000 Internal PRS 0015 Dibeng Roads funds

Roads and Storm R0 R 500,000 Internal PRS 0016 Dibeng water master plan funds

Resealing and new R0 R 500,000 Internal PRS 0017 Dibeng Storm water project funds

PRS 0018 Roads & storm water Better living O’hoek R0 R 500,000 R0 R0 R0 Internal condition of funds Masterplan the community of Olifantshoek.

PRS 0019 Upgrade storm Better living Roads O’hoek R0 R 10,000,000 R 10,000,000 R0 R0 Internal water retention condition of construction funds pond the community of Sesheng

PRS 0020 Resealing of 2,4km Access to O’hoek R0 R 5,000,000 R 5,000,000 R0 R0 Internal internal roads public funds amenities

PRS 0021 Upgrade 1,4km Paving O,hoek R0 R 5,000,000 R 5,000,000 Internal internal road Road funds

PRS 0022 Construction of new O’hoek R0 R 10,000,000 R 10,000,000 Internal canal funds

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PRS 0023 Upgrade1,4km of Maintaining Sesheng R0 R0 R 10,000,000 R0 R0 Internal Roads roads funds

PRS 0024 Roads and storm Sesheng R0 R 5,000,000 R 5,000,000 Internal water master plan funds

ISSUE 4: HOUSING AND LANDUSE MANAGEMENT

Project Project Description Project Project Location Financial Year (Project Input) Funding Nr. Outcome Output Source

2017/18 2018/19 2019/20 2020/21 2021/22

PH 001 Construction of the Providing Construction Kathu R0 R0 R0 R0 R0 COGHSTA 200(50) mixed housing for Rental stock development houses different housing needs

PH 002 Upgrading of Improved Upgrade and Sesheng R0 R0 R0 R 800,000 R 410,000 Internal employee living units living extension of funds conditions living units of employees

PH 003 Construction of 5 Improved Completed 2 GLM R0 R0 R0 R0 R0 Internal municipal houses living municipal funds (Phase2) conditions houses of employees

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PH 004 Moving of electrical Improve Moved GLM R0 R0 R 500,000 R0 R0 OPEX meter box from access to electrical shacks to RDP House electricity of meter boxes communitie from shacks s to RDP houses

PH 005 Upgrading of 3 Secure and Maintain GLM R0,00 R0,00 R0,00 R 150,000 R0,00 Internal municipal houses maintain municipal funds municipal property properties and assets.

PH 006 Feasibility study for Improve Feasibility GLM R0,00 R0,00 R0,00 R0,00 R0,00 Internal employee living report on the funds accommodation conditions accommoda of municipal tion plan for employees employees

PH 007 Planning & Surveying Access to Planning of GLM R0,00 R0,00 R0,00 R 2,000,000 R 1,000,000 Internal and registration of land for the Residential funds stands poor stands

PH 008 Development of Enhanced Approved GLM R 1,500,000 R 1,500,000 R0,00 R0,00 OPEX Environmental planning for EMF Framework the municipality

PH 009 Development of SDF Enhanced Approved GLM R 1,500,000 R 1,500,000 R0,00 R0,00 OPEX planning for SDF

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the municipality

PH 010 Development of Enhanced Approved GLM R 1,500,000 R 1,500,000 R0,00 R0,00 R0,00 OPEX LUMS planning for LUMS the municipality

ISSUE 6: Local Economic Development Project List

Project Project Description Project Project Location Financial Year (Project Input) Funding Nr. Outcome Ouput Source

2017/18 2018/19 2019/20 2020/21 2021/22

PLED 001 Upgrading of Khai – Secured Fencing of Kathu R 500,000 R 5,500,000 R0,00 R0,00 R0,00 Khumani apple amenity and Khai-Appel SLP (**) property of the municipality and safety of the customers at the resort

PLED 002 LED Enterprise Promotion of 4 enterprises GLM R 800,000 R0,00 R0,00 R0,00 R0,00 Internal development access to the developed funds economy

PLED 003 Tourism Strategy Well branded Approved GLM R 1,500,000 R0,00 R0,00 R0,00 R0,00 Internal Gamagara Tourism funds Local strategy Municipality

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PLED 004 Kathu Furniture Incubation GLM R 1,000,000 R 1,000,000 R 1,000,000 Khumani making project and Training SLP

PLED 005 Portable Skills Incubation GLM R 2,000,000 R 1,500,000 R 1,500,000 R 1,000,000 R 1,000,000 Khumani Training and Training SLP

PLED006 Water and Fencing GLM R 500,000 Internal of commonage funds

ISSUE 7: Youth Development Programme and Special Programmes

Project Project Project Project Location Financial Year (Project Input) Funding Nr Description Outcome Output Source

2017/18 2018/19 2019/20 2020/21 2021/22

PYD 001 Bursaries for Educational R1,000, 000 Gamagara R 1,000,000 R 0,00 R 0,00 R 0,00 R0,00 Khumani Gamagara empowerment spent on SLP (**) students bursaries

PYD 002 Youth Empowerment GLM R0,00 R0,00 R0,00 R0,00 R0,00 OPEX Development and Programme Development

PYD 003 Special Health; elderly; GLM R0,00 R0,00 R0,00 R 0,00 R 0,00 OPEX programmes disabilities; Women

PYD 004 ABET Programme GLM R0,00 R0,00 R0,00 R 500,000 R 500,000 Khumani SLP

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ISSUE 8: ENVIRONMENTAL MANAGEMENT AND CLEANSING

Project Nr. Project Project Project Location Financial Year (Project Input) Funding Description Outcome Output Source

2017-18 2018-19 2019-20 2020 - 2021 2021-22

PEC 001 Upgrading of Improved Upgraded Kathu R0,00 R0,00 R0,00 R0,00 R0,00 Internal park public park in funds amenities Kathu

PEC 002 Palisade Improved Fencing of Kathu R0,00 R0,00 R0,00 R0,00 R0,00 Internal Fencing- Park public the Park funds amenities

PEC 003 Installation of Improved Installation Kathu R0,00 R0,00 R0,00 R0,00 R0,00 Internal lights at park public of lights in funds amenities park

PEC004A Upgrading of Environmental Upgraded Kathu R0,00 R 550,000 R0,00 R0,00 R0,00 Internal transfer station Control and Kathu waste funds Safe transfer Environment stations

PEC004B Renovation of Recycling Waste Kathu R0,00 R0,00 R0,00 R0,00 R0,00 Internal existing wood disposal funds chipping site

Landscape Kathu R0,00 R0,00 R0,00 R0,00 R0,00 Internal Landscaping of Beautification d isle’s and funds PEC 005 isle’s and traffic of town traffic circles circles in Kathu

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PEC 006 Upgrading of Environmental Creating of Dibeng R 1,175,000 R0,00 R0,00 R0,00 R0,00 Internal landfill site Control and new cells to funds (Trenches) Safe ensure safe Environment environment

PEC 007 Completion of Improved Completed Dibeng R 558,000 R0,00 R0,00 R0,00 R0,00 Internal cemetery social amenity boundary funds boundary wall walls of the Dibeng cemetery

PEC 008 Fencing of Dibeng R 250,000 R0,00 R0,00 R0,00 R0,00 Internal Landfill site funds

PEC 009 Establishment of Community Dibeng R 10,000,000 R 15,000,000 R0,00 MIG new landfill site Security and pollution R2,500,000 R2,500,000 Khumani control SLP

PEC 009A Construction of Improve Dibeng R0,00 R0,00 R0,00 R0,00 R0,00 Internal control room at community funds landfill sites service, safety and illegal dumping

PEC009B Improve O’hoek R0,00 R0,00 R0,00 R0,00 R0,00 Internal community funds service, safety and illegal dumping

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PEC 0010A Formalization & Application Licensed Dibeng R0,00 R0,00 R0,00 R0,00 R0,00 Internal licensing of and licensing landfill site funds landfill site of landfill and to ensure environmental compliance

PEC 0010B Formalization & Application Licensed O’hoek R0,00 R0,00 R0,00 R0,00 R0,00 Internal licensing of and licensing landfill site funds landfill site of landfill and to ensure environmental compliance

PEC 0015 BMX Skateboard Recreational Completed O’Hoek R0,00 R0,00 R0,00 R0,00 R0,00 Internal park Facilities BMX, funds Skateboard park

PEC 0016 Establishment of O’hoek R0,00 R0,00 R0,00 R0,00 R0,00 recycling and Buyback facility

PEC 0017 Upgrading of Beautification Construction Sesheng R 600,000 R0,00 R0,00 R0,00 R0,00 Internal park and of town/ of ablution funds palisade improve social facilities fencing lives of the residents

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PEC 0018 Construction of Recreation & Construct Sesheng R0 R0,00 R 500,000 R 2,000,000 R0,00 R 250,000 Internal sports complex sports sports funds development ground

PEC 0019 Construction of Recreation Constructed Kathu R10,000,000 R0,00 R0,00 R0,00 R0,00 Sports and Sports Complex and sports sports Recreatio development ground n

PEC 0020 Greening of Beautification Completed GLM R0,00 R0,00 R0,00 R 300,000 R0 R0,00 Internal Municipal greening funds Properties project

Footnote: All Projects indicated by an astrich (**) will not reflect in the Annual budget due to:

The procurement and implementation executed similarly, by the donor.

The funding of these projects/programmes as reflected in the IDP will not be received into our coffers, but delivered in conj unction with the municipality through service level agreements and memorandum of understanding and to be handed over at completion thereof.

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ANNEXURE A

ANNEXURE B

ANNEXURE C

Gamagara Local Municipality

c/o Hendrik van Eck and Frikkie Meyer Road

KATHU

8446

Tel: 053 723 6000

Fax: 053 723 2021

Mr Hendry Horniet, [email protected] or

Mr. Protea Leserwane at [email protected]