CAPRICORN DISTRICT MUNICIPALITY
FINAL REVIEWED 2010/2011 IDP/BUDGET
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TABLE OF CONTENTS
LIST OF TABLES i LIST OF FIGURES ii LIST OF ACRONYMS iii
CHAPTER 1: FOREWORD AND EXECUTIVE SUMMARY 1 1.1. FOREWORD 1 1.2. EXECUTIVE SUMMARY 3
CHAPTER 2: THE PLANNING PROCESS 7 2.1. INTRODUCTION 7 2.2. POLICY AND LEGISLATIVE FRAMEWORK 8 2.3. NATIONAL AND PROVINCIAL ALIGNMENT 13 2.4. POWERS AND FUNCTIONS 17 2.5. 2009/10 IDP PROCESS OVERVIEW 21 2.6. SELF ASSESSMENT OF THE PLANNING PROCESS 24 2.7. COMMUNITY BASED PLANNING/IDP LINKAGE 25 2.8. IDP ASSESSMENT REPORT 2009/10 AND MEC COMMENTS 27
CHAPTER 3: SITUATIONAL ANALYSIS 28 3.1. LOCALITY OF THE DISTRICT 28 3.2. DEMOGRAPHICS 30 3.3. INSTITUTIONAL ANALYSIS 31 3.3.1. MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT 31 3.3.2. GOOD GOVERNANCE AND PUBLIC PARTICIPATION 37 3.4. INFRASTRUCTURAL ANALYSIS: BASIC SERVICE DELIVERY 42 3.5. SOCIAL ANALYSIS: BASIC SERVICE DELIVERY 51 3.6. ECONOMIC ANALYSIS: LOCAL ECONOMIC DEVELOPMENT 59 3.7. FINANCIAL ANALYSIS; MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT 70 3.8. ENVIRONMENTAL ANALYSIS 75 3.9. SPATIAL ANALYSIS: SPATIAL PLANNING AND LAND USE 80 3.10. CROSS CUTTING ISSUES 91 3.11. CONLCUSSION 97
CHAPTER 4: OBJECTIVES AND STRATEGIES 98 4.1. SPATIAL ANALYSIS AND RATIONALE 98 4.2. MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT 100 4.3. BASIC SERVICE DELIVERY 102 4.4. LOCAL ECONOMIC DEVELOPMENT 106 4.5. MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT 108 4.6. GOOD GOVERNANCE AND PUBLIC PARTICIPATION 110 4.7. CROSS CUTTING ISSUES 111
CHAPTER 5: PROJECTS AND BUDGET 5.1. LIST OF PROJECTS: CAPRICORN DISTRICT MUNICIPALITY 113
CHAPTER 6: INTERGRATION 6.1. SECTOR PLANS IN CDM 129
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ANNEXURE ANNEXURE A: CDM 2010/11 2012/13 (MTREF) BUDGET ANNEXURE B: CDM ORGANISATIONAL STRUCTURE ANNEXURE C: LOCAL MUNICIPALITIES 2010/11 LIST OF PROJECTS ANNEXURE D: SECTOR DEPARTMENTS & PARASTATALS 2010/11 LIST OF PROJECTS
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LIST OF TABLES Table 1: Powers and function of the District, Provincial and National Departments 19 Table 2: 2009/10 IDP/Budget Review Action Programme 23 Table 3: Comparing priority issues from IDP and those prioritised outcomes from CBP for Aganang Local Municipality 25 Table 4: Comparing priority issues from IDP and those prioritised outcomes from CBP for Molemole Local Municipality 26 Table 5: Comparing priority issues from IDP and those prioritized outcomes from CBP for Lepelle Nkumpi Local Municipality 26 Table 6: Local Municipalities in the CDM Area 30 Table 7: CDM Settlement Distribution 30 Table 8: Demographic figures for the Capricorn District Municipal Area 30 Table 9: Age distribution in terms of Gender 31 Table 10: Male – Female Ratio in Terms of Race 31 Table 11: People with Disability 31 Table 12: List of Portfolio Committees within Capricorn District Municipality 32 Table 13: Equity Status per Occupational Category 34 Table 14: Capital Expenditure to be spent on Corporate service 37 Table 15: Structures Existing within the District 40 Table 16: CDWs in Capricorn District Municipality 41 Table 17: Operational Expenditure to be spent on Governance and Public Participation Services 42 Table 18: Functions of a Water Service Provider visa via functions of Water Service Authority 45 Table 19: Capital Expenditure to be spent on Water and Sanitation services 47 Table 20: Capital Expenditure to be spent on Electricity services 48 Table 21: Capital Expenditure to be spent on Roads and transport services. 51 Table 22: Capital Expenditure to be spent on Sports, Arts and Cultural Services 54 Table 23: Reported Crimes within the District 55 Table 24: Capital Expenditure to be spent on Emergency and disaster services 57 Table 25: Capital Expenditure to be spent on Environmental Health Services and Waste 58 Table 26: CDM’s Economic Growth Rate 61 Table 27: CDM’s Unemployment Rate 61 Table 28: Social Grants 62 Table 29: Capital Expenditure to be spent on LED services 70 Table 30: Operational Expenditure to be spent on Finance services 75 Table 31: Capital Expenditure to be spent on Environmental Management Services 80 Table 32: Capricorn Housing Backlog as per Local Municipality 87 Table 33: Proposed Infrastructure Investment 2009/10 in the identified Growth points 88 Table 34: Operational Expenditure to be spent on Institutional transformation cluster (Planning) 91 Table 35: Operational Expenditure to be spent on HIV/AIDS services 93 Table 36: Total Budget directed to Special Focus Groupings 97 Table 37: Development Priority Issues, Objectives, Strategies and proposed Projects per Priority Area. 98 Table 38: CAPEX Projects to be implemented by Capricorn District Municipality 113 Table 39: OPEX Projects to be implemented by Capricorn District Municipality 120
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LIST OF FIGURES
Figure 1: Illustration of the CBP/IDP linkage 25 Figure 2: Locality of the Capricorn District Municipality 29 Figure 3: Population Growth Rate in CDM 31 Figure 4: CDM Organisational Structure 33 Figure 5: Educational Level within the District 52 Figure 6: Telecommunication 58 Figure 7: Access to Telecommunication per LM 59 Figure 8: Performance of District Economy in Limpopo 61 Figure 9: Percentage of People Employed per Sector 62 Figure 10: Total Recipients of grants within the District 62 Figure 11: Percentage recipients of grants per LM 62 Figure 12: Sectoral Contribution to CDM’s Economy 63 Figure 13: Percentage Contribution of Districts to Limpopo’ Economy 63 Figure 14: Income Proportions 64 Figure 15: Fixed Capital Formation by District 65 Figure 16: Limpopo Province main Road Network 65 Figure 17: Population Distribution 82 Figure 18: Person below Minimum Living Level 83 Figure 19: Employment Proximity 83 Figure 20: Town Hierarchy and Accessibility 84 Figure 21: Alignment of the SDF, IDP and Budgets 90
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LIST OF ACRONYMS
ABBREVIATION INTERPRETATION ADV Animal Drawn Vehicle AQMP Air Quality Management Plan ARV Antiretroviral BBBEE Broad Based Black Economic Empowerment BWS Bulk Water Scheme CAPEX Capital Expenditure CBO Community Based Organisation CBP Community Based Planning CBPWP Community Based Public Works Programme CDF Capricorn District Funds CDM Capricorn District Municipality CFO Chief Financial Officer DA C District Aids Council DCF District Community Forum DPIs Development Priority Issues LE DE T Department of Economic Development, Environment & Tourism DFA Development Facilitation Act DFED Department of Finance & Economic Development DGP District Growth Point DHSD Department of Health and Social Development DME Department of Minerals & Energy DoA Department of Agriculture DoE Department of Education DPLG Department of Provincial and Local Government DSAC Department of Sports Arts & Culture DFA Development Facilitation Act DT I Department of Trade and Investment DWA Department of Water Affairs EEP Employment Equity Plan EM Executive Mayor EMP Environmental Management Plan EMS Environmental Management Systems EPWP Expanded Public Works Programme EPZ Expect Processing Zone GDS Growth and Development Summit GDP Gross Domestic Product GGP Gross Geographic Product GIS Geographical Information System HOD Head of Department IDP Integrated Development Plan IDZ Industrial Development Zone IEP Institutional Equity Plan IGR Intergovernmental Relations ILED Integrated Local Economic Development ISDF Integrated Spatial Development Framework ITP Integrated Transport Plan IWMP Integrated Waste Management Plan JTTCs Junior Traffic Training Centres KPA Key Performance Area KPI Key Performance Indicator
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LBSC Local Business Service Centre LDOs Land Development Objectives LED Local Economic Development LM Local Municipality LEGDP Limpopo Provincial Employment Growth and Development Plan LSP Local Service Point MFMA Municipal Finance Management Act MGP Municipal Growth Point EHS Environmental Health Services MIG Municipal Infrastructure Grant MLM Molemole Local Municipality MM Municipal Manager MMC Member of Mayoral Committee MSA Municipal Systems Act MTEF Medium Term Expenditure Framework NEMA National Environmental Management Act NGO Non-Governmental Organisation NHRA National Heritage Resources Act NLTA National Land Transport Transition Act NMT Non-Motorised Transport NRA National Roads Agency NSDP National Spatial Development Perspectives OD Organisational Development OPEX Operational Expenditure PAC Performance Audit Committee PCP Population Concentration Point PGDS Provincial Growth and Development Strategy PGP Provincial Growth Point PM S Performance Management System PTP Public Transport Plan PVAs Public Viewing Areas RAL Roads Agency Limpopo RATPLAN Rationalisation Plan RDP Reconstruction & Development Programme REAL Revenue, Expenditure, Assets & Liability RSC levies Regional Services Councils Levy RWS Regional Water Scheme SADC Southern African Development Countries SANRAL South African National Road Agency Limited SALGA South African Local Government Association SDF Spatial Development Framework SDI Spatial Development Initiatives SMME Small Medium & Micro Enterprises SS Small Settlements STW Sewerage Treatment Works TAs Transport Authorities TDM Transport Demand Management THS Tax Holiday Scheme TSM Transport Supply Management VIP Ventilated Improved Pit Latrine VSP Village Service Point WSA Water Service Authority WSDP Water Services Development Plan
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WSP Work Skills Plan WWTW Waste Water Treatment Works
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VISION
“Capricorn District, the home of excellence and opportunities for a better life”
MISSION
“To provide quality services, in a cost effective and efficient manner, through competent people, partnerships, information and knowledge management creating sustainability of economic development in the interest of all stakeholders” VALUES
I - RESPECT
I Integrity R Responsibility E Excellence S Service P Partnership E Empowerment C Communication/Commitment T Trust DEVELOPMENT PRIORITY ISSUES The Development Priority Issues (DPI’s) are the outcome of the development agenda of Capricorn District Municipality. The District’s overall objective is to ensure that its community achieve health and dignity, secure living conditions, through being educated, financially secure and good governance. Through these DPI’s CDM will lead as “the home of excellence and opportunities for a better life”.
The District conceptualised the Development Priority Issues , which are linked to the vision and mission, as follows: • Health and Dignity • Secure Living Conditions • Education • Financial Security • Good Governance
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CHAPTER 1: FOREWORD AND EXECUTIVE SUMMARY
1.1 FOREWORD BY THE EXECUTIVE MAYOR Since the advent of local government in 2000, reduced backlog in electricity from 45% 23% the Capricorn District Municipality has always and tarred 281km of the district road network. been renowned for excellence in service delivery. Progress, growth and development This development was achieved despite are key tenets in our mandate that have since challenges that local government is faced characterized our life in local government. with. The Ministry of Cooperative Governance and Traditional Affairs also embarked on an It is now 10 years since local government assessment mission of the State of our Local came into being and this reviewed Integrated Government in the country in order to develop Development Plan (IDP) marks a decade in municipal turn around strategies. And one of pursuit of a better life for all. Successes in the the challenges that were identified as implementation of our projects embody our hindrance to service delivery was the reaffirmed commitment to work with ‘uncoordinated planning of projects’. And in communities and other stakeholders in response to the challenge, we recently matters of governance. launched the District Development Planning Forum which we believe is now equal to the 2009/10 financial year was a year that saw task to provide a platform for every dynamic changes in both national and stakeholder to jointly begin to vessel our IDP provincial spheres of government, coherent to through systematic intergovernmental democratic values enshrined in our relations (IGR) capacities. This structure will Constitution. As a district Municipality, our deepen stakeholder consultation and continued adherence to these democratic oversight of the implementation of our IDP. values remain core in our mandate in building the true home of excellence and opportunities As we advance towards a decade of local for a better life for all. government, our IDP is set to redress all service delivery challenges and make all As public participation remains a cornerstone municipalities in Capricorn to be responsive to of our District development, we have the needs of the citizens. This should be done throughout the year continued to consistently by harnessing the capabilities and energies of and dynamically consult with all communities all the stakeholders that play a role in attaining through various public engagement forums our socio economic objectives. and other outreach programmes. Ideas and aspirations that our stakeholders express into Our strategic location as the regional our IDP will remain key building blocks in economic hub gives the district an advantage planning for service delivery. for economic growth. With the hosting of the 2010 FIFA World Cup in the City of As this IDP is tailored to make thorough Polokwane, the district has worked hard and expressions and representations of planned smarter to maximise the returns for the benefit programmes, it is our firm belief that we shall of everyone in the district. At the centre of continue to accelerate service delivery. We programmes is the implementation of the therefore remain optimistic that – working Capricorn Spatial Development Framework, together with all our stakeholders we shall LED Strategy, Infrastructure Investment Plan, attain our set service delivery target in order to Development Priority Issues and the 2010 meet the aspirations of our communities. Strategy and beyond. During the last financial year, we set ourselves We shall therefore use this IDP to continue targets to accelerate service delivery in line building a broad and united front to dislodge with the Local Government Strategic Agenda. the stranglehold of poverty by ensuring that all We managed to reduce backlog of water from our people have access to water by 2013/14, 48% 13.8% by increasing access to water to and strive to provide adequate sanitation by 86.2% and sanitation to 50.70%. We also 2010/11. The district will also ensure access
Capricorn District Municipality IDP/Budget 2010/11 Page 1 to electricity for all by 2011/12 and tarring of groupings, ensure financial viability and further more than 281km of the district road network strengthen public participation through CBP. by 2011/12. Working together, we can achieve all these objectives. Furthermore, the district will continue to provide Social Services i.e. Disaster Re šoma le Setšhaba. Management, Emergency and Environmental Health Services. The revised LED Strategy will ensure growth to the district economy and ______ create conducive environment for creation of CLR MOTALANE DEWET MONAKEDI sustainable jobs. We shall continue to fight EXECUTIVE MAYOR against HIV/Aids, empower the special focus
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EXECUTIVE SUMMARY programmes which assist the province to be able to respond to the MTSF strategic thrusts: Our constitutional mandate as a Category “C” • Integrated industrial development Municipality to impress us to steer economic programme; developmental imperatives through Capricorn • Enterprise development: SMMEs and Integrated Spatial Development, which cooperatives development programme; position us as a planning theatre and conduit • Regional economic development and for resource mobilization towards effective integration programme; service provisioning and give effect to local • Public infrastructure investment SDFs with the following key issues identified: programme; • Water resources development programme; • The need for spatial reconstruction and • Agriculture and rural development improvement of the land use management programme; system; • Education and skills development • Identification of key areas for strategic programme; intervention in terms of eradication of service • Health care development programme; backlogs; • Safety and security programme; • Addressing the lack of economic • Environment and natural resources opportunities in disadvantaged areas and development programme; increasing the use of public transport; • The green economy and green jobs • Encourage sustainable development programme; approach; • ICT and information society development • Identify areas with potential for agricultural programme; development; • Cooperate governance programme and, • Formulation of strategic development most importantly, options for nodal points and clusters; and the • Building the capacity of the state to deliver. • Resolution for land tenure issues. It is against this background that our Considering that the economy of CDM is interventions be aligned with the imperatives relatively diversified with local municipalities of the Local Government Strategic Agenda as having a high concentration of single per the following key performance areas: economic activities, this obliges us to plan our activities to give effect to the following ten KPA 1: Municipal Transformation and priorities areas contained in the Medium Term Organisational Development Strategic Framework: • Organisational Design • Ensuring more inclusive economic • Management growth, decent work and sustainable • Employment Equity livelihoods. • Performance Management System • Economic growth and social infrastructure. • Integrated Development Planning KPA 2: Basic Services Delivery • Rural development, food security and land reform. • Water services • Access to quality education. • Energy services • Improved health care. • Solid Waste • Fighting crime and corruption. • Roads Infrastructure • Cohesive and sustainable communities. • Housing • Creation of a better Africa advancement • Community facilities and a better world. • Expanded Public Works Programme • Sustainable resource management and • Environmental Health Services use. • Environmental Management • A developmental state including KPA 3: Local Economic Development improvement of public services. KPA 4: Municipal Financial Viability & Management The Executive Council has adopted the new KPA 5: Good governance and Public Limpopo Provincial Employment Growth and Participation Development Plan (LEGDP). LEGDP is KPA 6: Spatial Planning and Land Use underpinned by 14 of the following key action
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1.2.1. KPA 1- Municipal Transformation available R36, 000,000 for provision of and Organizational Development sanitation at LMs, upgrading of Lebowakgomo WWTW and Mogwadi Corporate services Sewer reticulation and R2, 000,000 for purchasing of honey sucker. We will • In dealing with organizational further use local resources for VIP development issues the District has construction, health and hygiene made progress on the following: an promotion. approved Organogram with total number of 330 and 219, Skills Development Electricity Plan, Reviewed MSP inclusive of Disaster Recovery Plan fully aligned to • 77% of households in the District have DPLG MSP Framework. access to electricity. Backlog reduced • However, there are challenges in terms from 45, 7% to 23% since 2001. of Organisational Development • The following areas have been disparities (i.e. Equity; Job evaluation; identified as challenges in electricity staff integration), SAP functionality and provision; amongst others lack of rollout of PMS to the entire staff. capacity, insufficient financial • The District has allocated R12, 540,000 resources to clear current backlog, for Corporate programs and ICT (SAP, heavy reliance on one source of MSP and IDP/PMS system); and the energy, high construction costs, Implementation of OD Strategy. inability to exploit favourable tariff regimes, unfunded mandate, often 1.2.2. KPA 2- Basic Services Delivery and delays by ESKOM to approve designs Infrastructure Planning and illegal connections. • In the 2010/11 financial year, an Water amount of R15, 243,892 has been made available for the electricity • The District has identified access to water provision in all LMs i.e. Aganang, and sanitation as development principles, Lepelle Nkumpi, Molemole; and in order to address the infrastructure Blouberg. Further to conduct study on challenges, an amount of R120, 420,000 alternative energy sources e.g. solar has been made available for water energy and Energy conservation. projects to cover 13, 8% backlog with R10, 900,000 allocated for Operation and Roads Maintenance. • The challenges faced by the district are • The district has 2,386km of road with regard to the provision of water network and has tarred 281km of it. services, unavailability of sufficient • The challenges experienced in this financial resources, O & M budget and regard relates to insufficient financial resources for refurbishment of schemes. resources to clear current backlog & • Technically there is insufficient ground & maintenance, unfunded mandate, surface water resources (Resorting to disjoint planning with Dept of Transport inter basin transfers), poor water quality, & RAL, ESKOM & TELKOM delays in lack of capacity in LM’s as Service relocating services and a huge Provider, cost recovery. demand in rural areas with regard to storm water management. Sanitation • To address the challenges indicated above, the district has set aside a • R46, 500,000 was budgeted to cover budget of R16, 645,422 and 9, 3% of households which resulted in implements the rural development the backlog being reduced from 60% model and Storm water management. to 50, 70%. • The challenges with sanitation Public Transport provision within the District are lack of resources , quality assurance and • The taxi ranks at Alldays & health and hygiene practices. Lebowakgomo were constructed • In an attempt to address this during the last financial year. Road challenges the District has made safety education and branding of 3
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Taxi Ranks. The district also managed station at Aganang and planning the to review the Integrated Transport relocation of disaster risk management Plan. centre. • Challenges were formalization of Taxi • The district will also purchase the fire rank, enforcement of By Laws, protection vehicles, establish the Operations and maintenance and, Disaster recovery fund and intensify implementation of taxi cooperatives. awareness and training programs. • There will be enforcement of Transport • Budgets of R5, 790,000 have been set By Laws and fully responsive to the aside to address the challenges Public transport mandate. identified.
Environmental Management Municipal Health Services • The district is Implementing the Air • The Municipal Health Services (MHS) Quality monitoring programme function was transferred to the District • Establishment of landfill site in Municipality from October 2008. The Blouberg and Lepelle Nkumpi is on main functions of this service are, progress amongst others, to do food sampling, • Environmental management plans are water quality testing, control available communicable diseases like cholera. • It is also involved in the training, • The challenges that the district faces education and awareness of with regard to this service are the lack communities around environmental of financial and human resources . management • The district has set aside a budget of • The challenge faced by CDM is with R500, 000 for food and water sampling regard to environmental management and analysis, monitoring and matters and the unavailability of the evaluation of food outlets, sanitary technical capacity to manage the sites facilities and Community development at local municipalities. projects and Health education on water • The budget of R26, 500,000 has been borne diseases. made available for acquisition of waste equipment and the construction 1.2.3. KPA 3- Local Economic of additional landfill sites at Aganang, Development Blouberg, Lepelle Nkumpi and Molemole. • To grow the conducive environment for economic growth the District development Emergency and Disaster Management of sector strategies in Agriculture and Implementation Plan • The district has finalized programmes • We have also conducted a feasibility for the development of 2010 disaster study on the Development of Capricorn management plans as per the Economic Development Agency (CEDA) identified risks. The LED strategy with an Investment • Increased awareness campaigns promotion strategy was also reviewed geared towards improving community • The challenges are financial constrains to resilience against disasters. support SMMEs, lack support from critical • It is also engaged in the prevention, stakeholder (mining sector). mitigation, emergency preparedness • The amount of R4, 850, 000 is budgeted and post disaster recovery programs as interventions to Implementation of the • However, the challenges we are facing LED strategy and CEDA. relates to unavailability of sufficient vehicles and equipments to render the 1.2.4. KPA 4- Municipal Financial Viability emergency services and the lack of fire and Management and rescue services coverage Aganang. • The District finalised the WSA/WSP • In trying to address these challenges, agreements with local Municipalities the district will, among others, The Revenue raising strategy and all implement the Disaster management credit control related policies have been plan; Plan the Development of fire adopted and an accredited supplier
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database, which promotes BBBEE by stakeholders and planning programmes awarding tenders to the Youth, HDI, with regard to issues around HIV/AIDS. Women and local residents, is available. • However, there is a challenge with regard • The challenges with financial to lack of support and commitment by sustainability is cost recovery (80% sector departments towards HIV & AIDS population in the District is indigent) and programmes. to seek alternative revenue generation • The district has made available a budget initiatives across the district of R1, 755,000 of HIV/AIDS (minimize of • The budget amount of R3,710,000 is set affected and infection i.e. Care and aside for expenditure management, support, prevention, training and development and implementation of awareness campaigns programs) and will financial systems and to enhance revenue continue lobbying support from other collection Sectors. 1.2.5. KPA 5- Good Governance and Sports, Arts and Culture Public Participation • The district has hosted a number of • The District and local municipalities held sporting events, e.g. District mayor’s outreach programmes such Public tournament, indigenous games festival Participation, (at Bergendal in Blouberg and OR Tambo, Capricorn district and Mogoto in Lepelle Nkumpi) Youth women’s league. It has also upgraded the and Women Parliament, Public hearing Mohlonong stadium. and oversight function. There is also a • However, there is a challenge with regard Fraud & Anti corruption strategy to deal to the coordination of Arts and Culture with issues of corruption around the and the upgrading of other sporting District activities. • Lack of interaction with Traditional • A budget of R1, 500, 000 has been set Leaders and IGR. aside to address these challenges, the • The budget amount of R6, 750,000 is set planning of Tibane, Seleteng and aside to implement programs of Kromhoek sporting facilities and the stakeholder participation, support to ward upgrading of Lebowakgomo sports committee and full implementation of complex and Ramokgopa stadium and Performance Management. development of rural sport facilities model. Special focus 1.2.6. KPA 6- Spatial Planning and Land • The District is successfully coordinating Use programs of children, people with disability; gender; old persons and youth Planning in collaboration with other stakeholder e.g. Limpopo Child line, South Africa • Currently, the District is reviewing its National Council for the Blind and Deaf Spatial Development Framework to be Federation, Cell C, and Age in action to aligned to the current developments. All coordinate activities of the Special Focus municipalities have developed and Groupings. promulgated their Land Use Management • The main challenges are mainstreaming Schemes, with Aganang Local SFG activities at all levels of government Municipality being a pilot municipality in and meeting the disability targets in terms line with the LUMS Bill. of the district staff complement • The only challenges are outstanding • The budget amount of R2,200,000 is review of SDFs and implementation of allocated for co ordination & LUMS. strengthening gender, youth, people with • An amount of R6, 530,000 has been set disabilities and older persons programs aside for planning of programmes. HIV/AIDS • Capricorn District Municipality is involved with the coordination, care and support, prevention, capacity building for
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CHAPTER 2: THE PLANNING PROCESS and works towards horizontal integration 2.1 INTRODUCTION between adjacent municipalities; The notion of Integrated Development Fourthly, the IDP weaves together the discrete Planning was introduced in the Local activities within the municipality by providing a Government Transition Act, 1996 through the strategic overview, detailing the processes of requirement for municipalities to develop intergovernmental alignment, showing the Integrated Development Plans (IDPs). The outreach and consultation process, setting out content and purpose of IDPs were then further a summary of the Spatial Development described in the White Paper on Local Framework and Capital Investment Government and formally introduced through Framework and framing the Performance the Municipal Systems Act (MSA), 2000. The Management System. The essence of the IDP Municipal Systems Act requires that is the Sector Plans, which defines the delivery municipalities develop and review their IDP on agenda. The Financial Plan component of the an annual basis in order to assess their IDP shows the linkages between the IDP and performance and reflect on changes in the the budget as a whole; communities. The Integrated Development Plan (IDP) is a comprehensive, integrated and Lastly, once the IDP is approved by the multi faceted document that seeks to Council it becomes a public document accomplish sets of objectives and imperatives. governed by Promotion of Access to Information Act 2 of 2000 which gives effect to The IDP, in short, is a plan that: the constitutional right of access to any • Links, integrates and co ordinates the information held by the state and any functions and strategies of a municipality; information that held by another person and • Aligns the resources of a municipality with that is required for the exercise or protection the agreed upon objectives and outcomes; of any right; and to provide for matter • Forms the overall strategic plan for the connected therewith. It is for this reason that municipality; and the IDP must be made available to all CDM • Is a mechanism for participation and stakeholders. democratization of local government? Integrated Development Planning is a process The driving force behind the development of that has become central to local government an IDP is summarized by the following five in driving processes to ensure better service main reasons: delivery to residents of the municipality. It ensures horizontal and vertical co ordination Firstly, the IDP is part of a suite of strategic and integration across the three spheres of planning instruments that guide development government: national, provincial and local. and service delivery in the District. The IDP sets out the strategic plan for the medium The Municipality has developed a set of long term that coincides with the electoral term of term goals and five year objectives that will 2006 to 2011. Each department within the form the basis of the annual business district is required to complete a detailed planning and budgeting carried out by the annual business plan that gives operational municipality on an ongoing basis and should expression to the IDP; therefore be understood as an interpretation of strategy and political priorities that is to Secondly, the Municipal Systems Act become the actual outcomes for residents. prescribes the formulation and approval of the IDP by the full Municipal Council, meaning IDP is a management tool for assisting that the IDP may not be delegated. This is municipalities in achieving their developmental important because the legislation lends the mandates. The five year IDP will also be weight of the law on to the IDP and the further moulded by inputs from communities approved IDP itself has the force of law; and civil society, as well as direction from the political leadership. Thirdly, the IDP is the key mechanism for vertical and horizontal alignment. It strives to achieve vertical integration between the municipality and other spheres of government;
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2.2 POLICY AND LEGISLATIVE FRAMEWORK In terms of the Constitution, the White Paper and the legislation flowing from it, IDP is a management tool for assisting municipalities are required to structure and municipalities in achieving their developmental manage their administration, budgeting and mandates. Every municipality is required by planning processes to give priority to the basic law to develop and adopt its IDP through the needs of the community, to promote the social legal framework provided. The following and economic development of the community pieces of legislations outline the development and to participate in national and provincial and implementation of the IDP: development programmes. 2.2.1 Constitution of the Republic of South In order to respond to community needs, the Africa (Act 108 of 1996) planning outcomes of the IDP need to be Section 151 of the Constitution, states that aligned with the legal responsibilities of the developmental local government should make municipalities as defined by the powers and provision for a democratic and accountable functions. government for communities. It also encourages municipalities to ensure the An assessment of the capacity situation of the provision of services to communities in a district municipality also reveals that the basic sustained manner in order to promote social service cluster is particularly strained in terms and economic development. Local of existing institutional arrangements and government must promote a safe and healthy staffing levels for water and sanitation, public environment and encourage community transport and roads, planning and involvement in matters of local government environmental management. The social such as municipal health services, municipal development cluster is reasonably transport, municipal roads and municipal capacitated, as they are also affected by parks and recreation. vacancies and are not systematically linked in workflow mechanisms to the other clusters to The Capricorn District Municipality mandate is achieve integrated development. derived from the Constitution of the Republic of South Africa, 1996 (Act No. 108 of 1996). The 2.2.2 Development Facilitation Act (Act 65 Constitutional of the Republic of South Africa, of 1995) 1996 (Act No. 108 of 1996) mandates Local The Development Facilitation Act (DFA) has Government as to formalised the restructuring of urban • Provide democratic and accountable settlements and planning in South Africa. The local government aim of the DFA has been to expedite land • Ensure provision of services to development projects and to promote efficient communities and integrated land development. The Act contains general principles for land • Promote safe and healthy environment development. It provides that the • Encourage the involvement of municipalities must prepare the Land communities Developmental Objectives (LDOs) on an annual basis. All the regulations contain As enshrined in Part B of Schedule 4 and stipulations on public participation, creating Schedule of the Constitution of the Republic of room for communities to be involved in South Africa, 1996 (Act No. 108 of 1996). Any matters of land development in their areas. other functions assigned by the national and provincial government. Specific The LDOs deal with how people will gain responsibilities as per Municipal Structures access to basic services and the standard of Act are passing of by laws, approval of IDP the services. Since the inception of the IDPs and Budget, imposition of rates, levies and the land development objectives are taxes, raising of loans etc. The district’s other addressed in the Spatial Development core function is to support Local Municipalities in Framework (SDF), which should form part of fulfilling their constitutional and legal the sector plans in the IDP. Section 2 of the obligations. Act states that development initiatives are
Capricorn District Municipality IDP/Budget 2010/11 Page 8 necessary for promoting integration in respect provincial departments are run, how of social, economic institutional and physical much they cost, who is in charge. aspects of development; promoting integrated • Redress: If the promised standard of development in rural and urban areas; service is not delivered, citizens should promoting development of localities that are be offered an apology, a full explanation nearer to residential and employment and a speedy and effective remedy; and opportunities; optimising the use of existing when complaints are made, citizens resources; discouraging urban sprawl; and should receive a sympathetic, positive contributing to more compact cities and towns. response. • Value for money: Public services 2.2.3 White Paper on Transforming Public should be provided economically and Service Delivery (Batho Pele White Paper efficiently in order to give citizens the of 1997) best possible value for money. The paper flows from the White Paper on the Transformation on Public Service (1995). In In giving effect to the notion of treating the terms of the White Paper, transforming recipients of government services as service delivery is identified as one of customers, the White Paper articulates that government’s priority areas. The White Paper public sector, including the local government is primarily about how public services are sphere, should be governed by the above provided, and specifically about the efficiency ethos (principles). and effectiveness of the way in which services are delivered. It “seeks to introduce a fresh Furthermore, the adoption of the concept approach to service delivery, an approach “Customer” implies: which puts pressure on systems, procedures, • Listening to their views and taking attitudes and behaviour within the Public account of them in making decisions Service and reorients them in the customer’s about what services are to be favour, an approach which puts the people provided; first.” • Treating them with consideration and respect; The introduction of the concept of Batho Pele , • Making sure that the promised level which means “putting people first”, provides and quality of service is always of the the following eight service delivery principles highest standard, and in an attempt to ensure that the people, as • Responding swiftly and customers to public institutions, come first: sympathetically when standards of • Consultation: Citizens should be service fall below the promised consulted about the level and quality of standard. the public service they receive and wherever possible, should be given a 2.2.4 White Paper on Local Government choice about the services that are (1998) offered. The White Paper on Local Government (1998) • Service Standards : Citizens should be views Integrated Development Planning as a told what level and quality of public way of achieving developmental goals of local services they would receive so that they government. The Integrated Development are aware of what to expect. Planning intends to: • Access: All citizens should have equal • Align scarce resources around agreed access to the services to which they are policy objectives; entitled. • Ensure integration between sectors • Courtesy: Citizens should be treated with local government; with courtesy and consideration. • Enable alignment between provincial • Information: Citizens should be given and local government and full, accurate information about the public • Ensure transparent interaction services they are entitled to receive. between municipalities and residents, • Openness and transparency: Citizens making local government accountable. should be told how the national and (RSA, 1998: 18)
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The paper establishes a basis for communities which do not have access developmental local government, in which, to basic municipal services; “local government is committed to working • The council’s development priorities with citizens and groups within the community and objectives for its elected term; to find sustainable ways to meet their social, • The council’s development strategies economic and material needs and improve the which must be aligned with any quality of their lives”. It also encourages public national or provincial sector plans and consultation in policy formulation and in the planning requirements binding on the monitoring and evaluation of decision making municipality in terms of the legislations; and implementation. • A spatial development framework which must include the provision of 2.2.5 Municipal Systems Act (Act 32 of basic guidelines for a land use 2000) management system of the The Act requires the municipality to undertake municipality; developmentally oriented planning so as to • The council’s operational strategies; ensure that it strives to achieve the objects of • Applicable disaster management plan; local government set out in Sections 152 and • A financial plan, which must include 153 of the Constitution. Section 25 (1) budget projection for at least the next requires the Municipal Council, within a three years, and prescribed period after the start of its elected • The key performance indicators and term, to adopt a single, inclusive and strategic performance targets determined in plan for the development of the municipality terms of section 41. which: 2.2.6 Performance Management System • links, integrates, co ordinates and (Municipal System Act) takes into account proposals for the A municipality’s Performance Management development of the municipality; System entails a framework that describes • aligns the resources and capacity of and represents how the municipality’s cycle the municipality with the and processes of performance, planning, implementation of the plan; monitoring, measurement, review, reporting • forms the policy framework and and improvement will be conducted, general basis on which annual budgets organised and managed, including must be based; determining the roles of the different role • complies with the provisions of players. It is critical that political leadership, Chapter 5, and managers and staff be involved to ensure that • is compatible with national and the municipality embraces the IDP and its provincial department plans and implementation. Implementing the processes planning requirements binding on the and systems needed to operationalise the IDP municipality in terms of legislation. will determine the ultimate success of the municipality. The following needs to be taken Section 26 of the Act further outlines the core into consideration when starting to implement components of the integrated development the IDP: plan of a municipality. It requires the • Plan for performance by clarifying integrated development plan of the objectives and outputs to be achieved; municipality to reflect: • Clarify performance expectations by setting standards and targets for each • The municipal council’s vision for the indicator to assess and evaluate long term development of the performance in practise; municipality with special emphasis on • Monitor, measure, assess and the municipality’s most critical evaluate performance, and development and internal • Link strategic priorities, goals and transformation needs; objectives agreed in the IDP by: • An assessment of the existing level of • Enabling staff to understand how their development in the municipality, which job contributes to the aforementioned; must include an identification of
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• Ensuring resources are directed and encourage discussion on priorities and used in efficient, effective and provide an opportunity for feedback. economic ways by each person in the The main strategic outputs of the budget municipality; reform are to ensure: • Including communities and other • Modernising financial management stakeholders; decision making, and improving accountability. monitoring and evaluation; • Multi year budgeting. • Learning from experience and use it to • Deepening and improving the budget continuously improve what’s achieved, preparation process, by involving the and political leadership and community. • Maintaining transparency and • Ensuring that the IDP and budgets are accountability and promoting good linked, and that the IDP takes account governance articulated in the Batho of budgetary resources, and contain Pele principles. proper capital and maintenance plans. • Improving the in year implementation 2.2.7 Municipal Finance Management Act of the budget, and (Act 56 of 2003) • Improving the auditing and The Municipal Finance Management Act (56 performance reporting after the of 2003) was promulgated to secure sound financial year has ended. and sustainable management of the financial affairs of municipalities and other institutions 2.2.8. Traditional Leadership and in the local sphere of government. The Act Governance Framework Amendment Act provides a mandatory provision that relate to (Act 41 of 2003) financial and performance management. This Act makes clear the role of the traditional Section 2 of the Act stipulates that the object leadership in the democratic and co operative is to secure sound and sustainable governance. The Act envisages an active management of the financial affairs of the involvement of the traditional leadership in the local government institutions to which this Act formulation and the implementation of the applies by establishing norms and standards integrated development plans. Section 4 of for: the Act provides for the establishment of traditional councils that should: • Ensuring transparency, accountability and • Support municipalities in the appropriate lines of responsibility in the identification of community needs; fiscal and financial affairs of municipalities • Facilitate the involvement of the and municipal entities, traditional community in the • The management of revenues, development or amendment of the expenditures, assets and liabilities and integrated development plan of a the handling of financial dealings, municipality in whose area that budgetary and financial planning community resides; processes, • Participate in the development of policy • The coordination of those processes with and legislation at the local level, and those of the other spheres of government, • Promote the ideals of co operative • Borrowing, governance, integrated development • Supply chain management, and planning, sustainable development and • Other financial matters. service delivery to promote indigenous knowledge systems for sustainable CDM’s involvement in the budget process is to development and disaster management. ensure compliance with the provision of the Municipal Finance Management Act. It is Section 5 (2) of the Act affirms that any crucial that the IDP review and the budget partnership between a municipality and a processes are aligned and integrated. It is traditional council must: considered that a single well run budget and IDP review process facilitate community participation, provide ward level information,
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• Be based on the principles of mutual activities. NEMA commits all state respect and recognition of the status departments and local authorities to employ and roles of the respective parties, and certain sustainable development principles to • Be guided by and based on the guide decision making. These principles principles of co operative governance. include: • Sustainable and equitable use of A greater percentage of the population in the natural and cultural resources. municipality resides in traditional authority • Development must be socially, governed areas. To this effect, CDM has a economically and environmentally standing commitment and tradition of involving sustainable. the traditional leaders in both the IDP review • Promote and facilitate public process and any other developmental matter participation. involving their areas of governance. • Adopt a long term timeframe for equity between generations. 2.2.9 Inter-Governmental Relations • People and their needs are at the Framework Act (Act 13 of 2005) forefront of environmental The Act is a response to the limited successes management. in the alignment efforts among the three • A risk averse and cautious approach. spheres of government. The Act creates a • Environmental justice. framework to support intergovernmental cooperation and coordination as required by 2.2.11 National Environmental Management the Constitution in its definition of “cooperative Act: Air Quality Act (Act 39 of 2004) governance”. It provides for the obligation of According to the Act, the national, provincial all spheres to participate in the planning environmental departments and local processes of the municipality and in turn allow authorities are separately and jointly their own planning processes to be influenced responsible for the implementation and by the municipal IDPs. Municipal IDPs are enforcement of various aspects of the Air regarded as important planning frameworks to Quality Act. Each of these spheres of integrate both the national and provincial government is obliged to appoint an air quality programme in specific local area. The manager and to co operate with each other municipality is participating in the district and co ordinate their activities through planning forum as well as in the Premier’s mechanisms provided for in the National Intergovernmental Forum. The participation is Environmental Management Act. aimed at ensuring proper alignment and coordination of local, district and provincial 2.2.12 National Environmental Management plans. The Act establishes structures and Act: Waste Act (Act 59 of 2008) processes that enhance inter governmental In fulfilling the rights contained in section 24 of planning and monitoring processes for local, the Constitution, the State, through the organs provincial and national spheres of of state responsible for implementing this Act, governance. must put in place uniform measures that seek to reduce the amount of waste that is 2.2.10 National Environmental Management generated and, where waste is generated, to Act (Act 107 of 1998). ensure that waste is re used, recycled and Section 2 of NEMA contains important and recovered in an environmentally sound extensive National Environmental manner before being safely treated and Management Principles, which apply to the disposed of. ‘actions of all organs of state that may significantly affect the environment'. These 2.2.13 Local Agenda 21 (LA 21) principles must guide decisions under NEMA Local Agenda 21 also provides a framework or any statutory provision concerning the for implementing these constitutional duties of protection of the environment . local government. One of the key principles of Local Agenda 21 is integration of ecological NEMA is known as framework legislation , as it thinking into all social and economic planning. provides overarching principles for integrating This was also recognized by the environmental management into development Reconstruction and Development Programme
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(RDP), which stated that, “Development • Reduce unemployment by half through strategies must incorporate environmental new jobs, skills development, consequences in the course of planning”. assistance to small businesses, • opportunities for self employment and It is clear that South Africa’s policies and laws sustainable community livelihoods; require integration of environmental concerns • Reduce poverty by half through into strategic planning and decision making. economic development, comprehensive social security, land 2.3. NATIONAL AND PROVINCIAL reform and improved household and ALIGNMENT community assets; • Provide the skills required by the South Africa has a representative form of economy, build capacity and provide democratic government. The management resources across society to encourage and governance of South Africa is based on a self employment with an education three sphere system of government, namely system that is geared for productive national, provincial and local spheres of work, good citizenship and a caring government. These spheres are distinctive, society; interdependent and interrelated. The • Ensure that all South Africans, Constitution states which matters each sphere including especially the poor and those of government deals with. This division of at risk – children youth, women, the powers helps to make sure that the country is aged and people with disabilities – are properly run and that government is close to fully able to exercise their the people it serves. constitutional rights and enjoy the full dignity of freedom; Section 25 of the MSA determines that the • Compassionate government service to IDP must be compatible with national and the people: national, provincial and provincial development plans and planning local public representatives who are requirements. To ensure that this legislative accessible; and citizens who know requirement is adhered to, the Municipality their rights and insist on fair treatment needs to align itself with National and and efficient service; Provincial directives and draw these down into • Massively reduce health risks such as the spectrum of service delivery. tuberculoses, diabetes, malnutrition and maternal deaths and turn the tide The national and provincial policy imperatives against HIV and AIDS, and, working have been taken into consideration in the with the rest of Southern Africa, strive implementation of the CDM core business. to eliminate malaria, and improve CDM has therefore focused its efforts to services to achieve a better national complement National and Provincial health profile and reduction of Government to accomplish developmental preventable causes of death, including goals, with emphasis on matters that are the violent crime and road accidents; competency of Local Government. • Significantly reduce the number of serious and priority crimes as well as 2.3.1 National 2014 Vision cases awaiting trial, with a society that
actively challenges crime and As part of South Africa’s celebration of 10 corruption, and with programmes that years of democracy, National Government also address the social roots of formulated Vision 2014 to guide itself for the criminality; and next ten years. The vision is to build a society • Position South Africa strategically as that is truly united, non racial, non sexist and an effective force in global relations, democratic. Central to this is a single and with vibrant and balanced trade and integrated economy that benefits all. The other relations with countries of the combination of some of the most important South and the North, and in an Africa targets and objectives making up Vision 2014 that is growing, prospering and are as follows:
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benefiting all Africans, especially the excluded from growth except through poor. remittances and social grants. Vision 2014 translates into practical steps, Six key levers for economic growth have been with the following specific implications for identified, namely: the CDM: • Macro economic intervention; • A growing economy; • Infrastructure development; • Sustainable livelihoods – inter alia • Skills development; creating job opportunities through the • Strengthening public institutions; Expanded Public WorksProgramme • Sectoral investments; and (EPWP); • Interventions in second economy. • Access to services:Speed up programmes to provide basic services In the light of the above, ASGISA has like water and sanitation, electricity identified a set of initiatives that will serve as a roads and transport services catalyst for faster growth. This is • Realise Batho Pele principles and complemented with on going enabling improve services in government management of fiscal and monetary policy, offices; more focused industrial policy framework, • Safety and security supporting sector policies and legislation and • Constitutional rights and governance – a range of projects and initiatives in the improve interaction between economic cluster of government. Strategies government and the people. for growth and development include investment in transport infrastructure, support 2.3.2 Accelerated and Shared Growth to SMME’s and labour intensive projects, Initiative - South Africa (ASGISA) prioritizing social and economic infrastructure and building partnerships. After research and discussion with stakeholders, government identified six Municipalities in particular, as the closest “binding constraints on growth” that needed to sphere of government to communities have an be addressed so as to progress in its desire important role to play in implementing the for shared growth and to achieve its target of goals set by ASGISA. They operate under the halving unemployment and poverty between framework of developmental local government 2004 and 2014. This could be achieved if the and a constitutional mandate to look after the economy grew at an average rate of at least socio economic needs of communities and 4.5% in the period to 2009, and by an average development of their areas of jurisdiction. of 6% in the period 2010 to 2014. They have to actively create a conducive environment for job creation. Targets set by ASGISA include: • Halving poverty by 2014, to 1/6 of The National Framework for Local Economic households; Development addresses this issue directly. • Halving unemployment by 2014 from The framework argues that the municipal 30%; areas are the spaces in which an integrated • Achieving growth of approximately 6% impact of government needs to be optimised per annum; and in order to accelerate shared growth. This • 50% of the total to be spent on integrated impact has to be synergised with infrastructure should be spent by the the requirements of the local economy, the three spheres of government. needs of its stakeholders and the opportunities and potentials that drive ASGISA therefore focuses on growing the economic growth and sustainable livelihoods. economy and creating jobs, and states that The Framework also argues that growth should be government led. National municipalities have to play a strategic growth since 2004 has averaged 4%; facilitation role managing the forces and however, the second economy has been dynamics impacting on the area. This is more effective than a direct role in job creation where municipalities attempt to set up and run
Capricorn District Municipality IDP/Budget 2010/11 Page 14 enterprises in the form of small ad hoc all key priority areas identified in the projects that require ongoing public support. manifestos. Municipalities can further play an important 2.3.4 National Spatial Development role through provision of infrastructure and Perspective services, by laws, land use planning and procurement policies in stimulating the local Government’s key priority in the second economy. Effective infrastructure planning and decade of Freedom is to increase economic Provision can involve local suppliers and growth and promote social inclusion. A clearly assist in building local competencies. Firstly, articulated set of spatial priorities and criteria certain of the binding constraints on growth is one of the mechanisms through which that ASGISA identifies have direct relevance government provides a strategic basis for to the role and functioning of municipalities. focusing government action, weighing up Municipal Local Economic Development trade offs and linking the strategies and plans strategies need to address how these of the three spheres and agencies of constraints in their own areas can be government. In this sense the National Spatial overcome. Development Perspective (NSDP) is a critical instrument for policy coordination, with regard ASGISA has identified key sectors for growth to the spatial implications of infrastructure and development. Again, municipal strategies programmes in national, provincial and local should identify if and how these sectors are spheres of government. It is in this context relevant for their areas and what would be that the January 2003 Cabinet lekgotla done to grow them. approved the NSDP as an indicative tool for development planning in government. 2.3.3 New Mandate: Key Considerations Since its adoption, three factors have In order to give effect to the strategic necessitated a review and update of the objectives as spelled out in the electoral NSDP: mandate of the ruling party, CDM also align its • new data on socio economic trends; programmes to the ten priority areas as • the development of IDPs and contained in the Medium Term Strategic Provincial Growth and Development Framework, for the review of the IDP. Strategies (PGDS) and the continuing • engagement in aligning them with the The key priority areas include: NSDP; and • Ensuring more inclusive economic • Renewed focus on decisive growth, decent work and sustainable interventions to ensure accelerated livelihoods. and shared economic growth. • Economic and social infrastructure • Rural development, food, security and The NSDP provides: land reform • a set of principles and mechanisms for • Access to quality education guiding infrastructure investment and • Improved health care development decisions; • Fighting crime and corruption • Describes the spatial manifestations of • Cohesive and sustainable communities the main social, economic and • Creation of a better Africa and a better environmental trends which should world form the basis for a shared • Sustainable resource management understanding of the national space and use economy; and an interpretation of the • A developmental state including spatial realities and the implications for improvement of public services. government intervention. CDM has to date implemented a balanced Government is committed to economic and integrated suite of programmes that cover growth, employment creation, sustainable service delivery, poverty alleviation programmes and the eradication of historic
Capricorn District Municipality IDP/Budget 2010/11 Page 15 inequalities. In order to ensure that Opportunities should be channelled into infrastructure investment and development activity corridors and nodes that are adjacent programmes are channelled towards these to or link the main growth centres. objectives, the NSDP was formulated. The Infrastructure investment and development principles enshrined in the NSDP are thus of spending should primarily support localities great importance to local government that will become major growth nodes in South investment, through the IDP and capital Africa and the Southern African Development expenditure. community region to create regional gateways to the global economy. The NSDP Vision is as follows: The NSDP thus seeks to focus the bulk of South Africa will become a nation in which fixed investment of government on those investment in infrastructure and development areas with the potential for sustainable programmes support government’s growth economic development, as it is in these areas and development objectives: where government’s objectives of promoting • By focusing economic growth and economic growth and alleviating poverty will employment creation in areas where best be achieved. It places emphasis on the this is most effective and sustainable; quality of interventions and investment • By supporting restructuring where choices by calling for a rigorous analysis of feasible to ensure greater the economic opportunities and potentials in competitiveness; each of the District and Metropolitan Municipal • By fostering development on the basis Areas. The District and Metropolitan IDP’s and of local potential; and LED programmes, crafted through joint work • By ensuring that development across the three spheres of government and institutions are able to provide basic with State Owned Enterprises and social needs throughout the country. partners would have to internalize the logic of the NSDP. The following normative principles are put forward as guide for all spheres of 2.3.5 Limpopo Employment, Growth and government when making decisions on Development Plan infrastructure investment and development spending: The Limpopo Employment, Growth and • Economic growth is a prerequisite for development Plan is a provincial (three tiers of the achievement of other policy government, private sectors, labour objectives, key among which would be federations, NGOs, e.t.c.) tactical initiative poverty alleviation; even though the provincial government will • Government spending on fixed have primary in many areas. In essence it investment, beyond the constitutional assist the province to be able to make obligation to provide basic services to strategic choices in terms of prioritising all citizens, should therefore be catalytic and high impact initiatives as a way focused on localities of economic of responding to the medium term strategic growth and/or economic potential in framework strategic thrust. order to attract private sector investment, stimulate sustainable 2.3.6 Partnership with Provincial and economic activities and/or create long National Government term employment opportunities; The basic constitutional principle of • Efforts to address past and current governance in South Africa is “co operative social inequalities should focus on governance”. people not places; and All spheres of government are obliged to • In order to overcome the spatial observe the principles of co operative distortions of apartheid, future government put forward in the Constitution. settlement and economic development Chapter 3 of the Constitution provides the cornerstones for cooperation between the
Capricorn District Municipality IDP/Budget 2010/11 Page 16 different spheres of government and organs of mutual trust and good faith through fostering state in South Africa. Co operative friendly relations; assisting and supporting one government assume the integrity of each another; informing one another of, and sphere of government. But it also recognises consulting one another on matters of common the complex nature of government in modern interest; and coordinating their actions and society. No country today can effectively meet legislation with one another. Local its challenges unless the components of government should maintain open, co government function as a cohesive whole. operative and constructive relations with both provincial and national government, seeing its In South Africa a system of inter governmental operation as a component of the broader state relations is emerging to give expression to the structure. concept of cooperative government. The Inter Governmental Relations Framework Act (Act Local government alone does not influence a 13 of 2005) is a response to the limited matter in its area. Other spheres of successes in the alignment efforts among the government, either by independently three spheres of government. The Act creates conducting their own programmes in the same a framework to support intergovernmental area as a municipality, or by regulating the cooperation and coordination as required by operation of municipalities in line with their the Constitution in its definition of “cooperative own sectoral objectives, also affect matters in governance”. It provides for the obligation of a municipal area. Municipalities therefore all spheres to participate in the planning have authority in their respective areas of processes of the municipality and in turn allow jurisdiction but contribute to and enhance the their own planning processes to be influenced effectiveness of national and provincial by the municipal IDPs. Municipal IDPs are programmes and are constitutionally obliged regarded as important planning frameworks to to participate in national and provincial integrate both the national and provincial development programmes. programme in specific local area. The municipality is participating in the district Strong and capacitated local government can planning forum as well as in the Premier’s play a critical role in enhancing the success of Intergovernmental Forum. The participation is national and provincial policies and aimed at ensuring proper alignment and programmes, and building sustainable human coordination of local, district and provincial settlements for the nation. In a spirit of departments. The Act establishes structures cooperative governance, national and and processes that enhance inter provincial government should seek to support governmental planning and monitoring and enhance the developmental role of local processes for local, provincial and national government. Local government is the spheres of governance. structure that serves the people most directly. It is therefore vital that this sphere of A system of inter governmental relations has government applies the principles of co the following strategic purposes: operative governance. • To promote and facilitate cooperative decision making 2.4. POWERS AND FUNCTIONS • To coordinate and align priorities, budgets, policies and activities across interrelated CDM is a Category C municipality that has functions and sectors both the executive and legislative authority in • To ensure a smooth flow of information an area that includes more than one within government, and between government municipality. and communities, with a view to enhancing the implementation of policy and programmes, The division of powers and functions between and the district municipalities and local • The prevention and resolution of conflicts municipalities were adjusted by the MEC for and disputes. Local Government and Housing in terms of Sections 16 and 85 of the Municipal The Constitution obliges all spheres of Structures Act, 1998. The following district government to co operate with one another in
Capricorn District Municipality IDP/Budget 2010/11 Page 17 municipal powers and functions were transferred to local municipalities: • Solid waste disposal; • Municipal roads which form an integral part of a road transport system of the municipal area; • The establishment, conduct and control of cemeteries and crematoria serving the municipal area; • Promotion of local tourism for the municipal area; • Municipal public works relating to any of the above functions or any other functions assigned to the local municipality. The powers of the district as mandated by Section 84 of the Municipal Systems Act Provincial and National Departments are as follows:
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Table 1: Powers and Functions of the District, Provincial and National Departments. District powers as mandated by Section 84 of the Provincial government has exclusive National & Provincial government Municipal Systems Act legislative competence have legislative competence • Integrated development planning for the district • Beaches and amusement facilities • Air pollution municipality as a whole, including a framework for • Billboards and the display of • Building regulations integrated development plans for local advertisement in public places • Child care facilities municipalities • Cemeteries, funeral parlous & • Electricity & gas regulations • Bulk Water supply crematoria • Fire fighting services • Electricity supply • Cleansing • Local tourism • Bulk sewerage purification works and main • Control of public nuisance • Municipal airports sewerage disposal • Control of undertakings that sell liquor • Municipal planning • Solid waste disposal sites to public • Municipal health services • Municipal roads • Facilities for the accommodation, care • Municipal public transport • Regulation of passenger transport services; and burial of animals • Municipal public works • Municipal airports serving the area of the district • Fencing and fences • Pontoons, ferries, jetties, piers & municipality as a whole; • Licensing of dogs harbours • Municipal health services • Licensing & control of undertakings • Storm water management • Fire fighting services that sell food to the public systems (build up area) • The establishment, conduct and control of fresh • Local amenities • Trading regulations produce markets and abattoirs • Local sports facilities • Water & sanitation services • The establishment, conduct and control of • Markets (potable drinkable) cemeteries and crematoria • Municipal abattoirs • Water supply systems • Promotion of local tourism • Municipal parks & recreation • Domestic waste water • Municipal public works relating to any of the • Municipal roads • Sewage disposal above functions or any other functions assigned • Noise pollution to the district municipality; • Pounds • The receipt, allocation and, if applicable, the • Public places distribution of grants made to the district • Refuse removal municipality; and • Refuse dumps • The imposition and collection of taxes, levies and • Solid waste disposal duties as related to the above functions or as • Street trading may be assigned to the district municipality in • Street lightning terms of national legislation. • Traffic & parking
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A more in depth analysis shows that while there is an understanding of the urgency of capacity building to meet the requirements of performing the CDM’s and LMs’ powers and functions, the co ordination of the roles need to be carried out to meet the above powers and functions is not clear to support efficient institutional planning and implementation. This affects CDM departments and the district in relation to the respective roles and responsibilities on complementary powers and functions of: • The local municipalities in its area of jurisdiction, and • The provincial and national departments As a result there is insufficient planning and institutional gearing for the funding and human resources requirements and resource flows between national, provincial sector departments on one hand, and the district and local municipalities on the other. In turn, this affects the operation and maintenance costs associated with the assets and other resources transferred to municipalities being inappropriately accounted for.
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the MSA deals with the review and 2.5. 2009/10 IDP REVIEW PROCESS amendment of the IDP: OVERVIEW “Annual review and amendment of 2.5.1 Basis for IDP Review Process Integrated Development Plan. A Municipal council: The preparation and review of the IDP is a (a) must review its integrated development continuous process providing a framework for plan development planning activities in the district. (i) annually in accordance with an As such the IDP is not only annually assessed assessment of its performance in terms of delivery and the prevailing measurements in terms of section 41; conditions in the municipality, but also and improved upon each and every year. The (ii) to the extent that changing following aspects informed the 2009/10 IDP circumstances so demand; and Review process: (b) may amend its integrated development plan in accordance with a prescribed • Updating baseline information to process.” ensure sound decision making in addressing service delivery gaps; In terms of Chapter 5 and Section 26 of the • Meeting the provincial, national and Municipal Systems Act (2000), Districts are international targets in terms of required to prepare and adopt a Framework service provision in the achievement Plan, which indicates how the District and of the PGDS objectives and the Local Municipalities will ensure alignment, Millennium Development Goals; organisational arrangements, mechanism for • Responding to key issues raised in the public participation are in place, integrate all 2010 State of the Nation Address, the processes and activities, and set time State of the Province Address and frames for review activities. District Council State of the District Address; adopted an IDP/Budget Review Action Plan • Aligning Sector Departments’ strategic Framework for the 2009/2010 review process plans to the district wide priorities and in terms of Chapter 5 Section 28 of the service delivery programmes; Municipal Systems Act (2000). The district Action Plan was informed by the process • Meeting targets in terms of the KPAs of plans of local municipalities within the District. the Five year Local government strategic agenda; The municipal IDP process is part of a broader • Responding to issues raised during the development agenda where developmental national, provincial and own local government is the delivery face of assessments (SWOT); national, provincial and local government. The • Strengthening focused community and CDM’s IDP Review 2010/2011, documents the stakeholder participation in the IDP processes followed by the district municipality, processes; and its local municipalities, to ensure that • Updating and developing pending developmental local government is a reality for sector plans and programmes of the the communities that it serves. IDP; • Reviewing the current vision, mission, 2.5.2. IDP Review Activities/Process objectives, strategies, programmes and projects; and The IDP review process involves five critical • Alignment of IDP, Budget and PMS phases, namely, the Analysis, Strategies, activities of the district with those of Projects, Integration and Approval phases. the local municipalities. The review process includes the conduct of an analysis of the socio economic status taking The Municipal Systems Act requires that into cognisance the MEC for Local municipalities implement their respective Government and Housing’s comments Integrated Development Plans and that amongst others, developing strategies to municipality monitor and evaluate their facilitate the reversal of findings from the “implementation” performance. Section 34 of analysis, formulation of specific projects within
Capricorn District Municipality IDP/Budget 2010/11 Page 21 the priority areas identified, integration of initiatives/plans from different sectors within the district municipality culminating into the approval of these plans by the Municipal Council as well as other stakeholders. Consultations with stakeholders through public participation meetings, the IDP Representative Forum and Management Committee form an important part of the review process.
2.5.3. Public Participation In terms of the above process (schedule of IDP meetings), it is apparent that public participation had been entrenched full blast at the final phase of the process. The local municipalities also held their IDP Representative Forum meetings whose outputs inform the district IDP process. Local municipalities involved ward committees in conducting community based planning in the respective wards in different local municipalities. Public participation in respect of IDP and Budget offered a good platform for the communities to add value to the final commitment of the Council in the approval phase. CDM formulated and adopted an IDP/Budget Schedule to serve as a guide to all of its Local Municipalities in preparation for the re write of the IDPs. The linkage of the IDP and budget has become a legislative requirement. In brief the IDP/Budget Schedule outlines the time frames of scheduled events/activities, co ordinating structures involved in the process.Below is a summary of the key activities to take place in terms of the 2009/10 IDP/Budget Review Process:
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Table 2: 2009/2010 IDP/Budget Review Action Programme ACTIVITY DATE RESPONSIBILITY Approval of IDP & Budget time schedule September 2009 Council Review of 2008/9 Organizational Performance on IDP and Budget October 2009 Management Finalize analysis, project phase and priority areas in terms of IDP process plan 30 October 2009 Municipal Manager Departmental budget hearing Tabling Budget policy framework 12 November 2009 All departments Departmental 2009/10 budget submission Income and Expenditure 25 November 2009 All departments Submission by department for budget adjustment 5 December 2009 All departments Consideration of budget adjustment & 2010/11 1 st Draft Budget 9 10 December 2009 Mayoral Committee & Management Consideration of inputs made 18 December 2009 Management Approval of budget adjustment and preliminary projects 29 January 2010 Council Submission of Adjustment Budget to Provincial and National Treasury 10 February 2010 Budget committee & Treasury Office Review of budgets related policies 13 January 19 March 2010 Council Tabling of budget, revised IDP, draft SDBIP and budget related policies 31 March 2010 Council Submit tabled budget to National and Provincial Treasury 01 April 2010 Municipal Manager/Chief Finance Officer Publish & distribute budget and IDP 06 April 2010 Municipal Manager Public participation budget and IDP comment period 7 April 19 May 2010 Budget Committee Councils, Management and relevant officials Consider input made by community 10 May 2010 Budget Committee Consideration of 2 nd Draft budget May 2010 Council Budget speech and approval of budget and revised IDP 21 May 2010 Budget Committee and Council Submission of approved IDP to MEC for Local government 04 June 2010 Municipal Manager and Chief Financial Manager Publish and distribute approved budget 10 June 2010 Municipal Manager and Chief Financial Manager SDBIP submitted to Executive Mayor 14 June 2010 Municipal Manager Approval of SDBIP 30 June 2010 Executive Mayor/Mayoral Committee/Council Approval of performance agreements 30 June 2010 Council/Mayoral Committee/Executive Mayor Submission of approved budget to National and Provincial Treasury of SDBIP 30 June 2010 Municipal Manager/Chief Finance officer Publication of SDBIP 09 July 2010 Management
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2.5.4. The following gaps are been established, and is central to improving acknowledged: the integration, alignment and accountability of the IDP. • Robust engagements and discussions with the IDP Rep. Forum in the IDP The Capricorn principle on public participation Process still need strong facilitation. is that, it recognizes the value of community • There has been some evidence of participation as a driver to entrench non adherence to IDP process meaningful participatory democracy. During schedule by District and Local this IDP review process the scope of public municipalities; participation will entailed two rounds of public • Limited continuity on the part of local and sectoral engagements. municipalities to engage in the District IDP meetings. The first round took place from 15 April – 04 • There is lack of monitoring of May 2010. On average, 500 members from implementation of the IDP. the public attended the IDP meetings. The • There has been poor engagement of second consultative meeting conducted in the sector Departments with the District second week of May 2010, and this IDP Process engagement was gearing up to confirm with • CDM has, however, engaged Sector all stakeholders that their issues were Departments on their infrastructure integrated into the plan before the final Plans and projects. The usual approval. challenge has been that Sector Departments identify projects without Capricorn District Municipality has introduced addressing issues prevailing in the an Intensive Community Participatory process municipalities as guided by the Spatial through the Community Based Planning Development Framework (SDF). (CBP) in its planning processes, to further increase maximum participation by communities in the affairs of the municipality. 2.6. SELF ASSESSMENT OF THE CBP establishes a participatory process for PLANNING PROCESS (IDP REVIEW AND mobilising communities around planning with CBP PROCESSES) regard to grassroots issues and how they can relate to the broader municipal planning perspective. The CBP programme In constructing this IDP we remained mindful commenced in February 2008 with four of the of aligning the plans within the frameworks set five local municipalities participating in the by the Constitutional mandate governing local programme respectively. i.e Aganang, government, the National Spatial Blouberg, Lepelle Nkumpi and Molemole. Development Framework (NSDF), the Provincial Growth and Development Strategy This bottom up planning approach accords (PGDS) as well as the relevant perspectives people the opportunity to express their needs. of the Capricorn District Municipality (CDM), Their needs in turn will form the basis for including its IDP. municipal planning. In terms of this rationale, information emerging from the ward must be During September December of 2009, a incorporated into the Integrated Development series of training sessions were conducted, Plans of municipalities. CBP is a specific form which empowered the officials, councillors, of planning involving the majority of people in ward committee members and traditional a ward, which has been designed to promote leaders in all local municipalities in terms of community action and make the Integrated their roles and responsibilities. Their inputs Development Plan of a municipal area more were also solicited into this IDP. people centered.
The District Development Planning Forum The following processes were successfully (DDPF), comprising of the Municipal done to achieve the ward planning processes: Management including locals, sector departments’ planners and parastatals, has
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• Planning meetings held with affected 2.7. CBP/IDP LINKAGE ward councillors the purpose was to identify stakeholders, dates, venues The CBP/IDP linkage process involves • Community launch meetings were held alignment and integration of programmes and to identify social groups, agree on projects of all role players (sector ward/CBP timetable for a week, and departments, parastatals and local invite social groups. municipalities). In essence, the involvement of • Ward planning process for a period of the sector departments in this process has 6 days was held in each ward largely contributed in redefining and refining • Ward plans developed. the concepts, strategies, and objectives.
2.6.1. Successes Figure 1: Illustration of the CBP/IDP • There was a general high turnout and linkage participation to all planning sessions by community members. OUR APPROACH • CBP has given an opportunity to communities to engage in own planning Linking Process……. and budgeting • CBP trains communities about how local government works and carries out the
plans IDP 2009/10 CBP 2009 IDP 2010/11 • The ward planning work that is done in 6 days can be taken as feasibility studies with the communities, which provide good information What we have What we will have • Active participation of communities after the linkages increase ownership of service delivery plans • The process ensures that the The following comparison indicates that the disadvantaged are not overlooked and community issues are important to be aligned communities felt that it was their process. with the IDP priorities. The IDP issues are • Aganang and Molemole municipalities mostly to be the reflection of the needs of the have completed ward planning in all their community. There is non complementarily on wards. issues between Aganang and Molemole. However, there are some kind of 2.6.2. Challenges complementarily between issues of water, • Indefinite postponement of CBP meetings roads and job creation. in some wards • Non attendance of training by some Table 3: Comparing priority issues from Councilors, which delayed implementation IDP and those prioritised outcomes from of CBP in their respective wards. CBP for Aganang Local Municipality • Suspension and disruption of the process IDP Priority Issues CBP Priority Issues due to political issues. • Poor attendance by communities in some 1. Water 1. Creation of wards. employment and • Lack of sufficient human resources i.e. sustainable income municipal officials to facilitate the CBP 2. Electricity 2. Reduced risk of process. HIV/AIDS and Health 3. Roads 3. Access to clean water 4. Sanitation 4. Improved safety and security services 5. Transport 5. Improved quality of
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services 10. Access to 10. Improved 6. Housing 6. Improved education emergency leadership skills 7. Land or 7. Better Housing services tenure 11. Environmental 11. Improved Shelter 8. Waste 8. Improved access to management at Pay Points management Sanitation 12. Transport 12. Improved 9. Health 9. Improved welfare services electricity services services 10. Education 10. Improved 13. Disaster 13. Awareness on agricultural activities management people with 11. Township 11. Road disabilities Establishment infrastructure 14. Economic 14. Improved 12. Sports 12. Access to growth communication community support and service centres delivery in the 13. Telecommun ward ications 15. Public 14. Safety participation 15. Arts and Culture Table 5: Comparing priority issues from IDP and those prioritised outcomes from Table 4: Comparing priority issues from CBP for Lepelle-Nkumpi Local Municipality IDP and those prioritised outcomes from IDP Priority Issues CBP Priority Issues CBP for Molemole Local Municipality IDP Priority Issues CBP Priority Issues 1. Water and Improved access to Sanitation Water 1. Access to 1. Sustainable 2. Roads, stormwater Improved Roads clean water income / Household and public transport conditions & public financial viability transport 2. Access to 2. Improved water 3. Land and Housing Jobs, income generation sanitation reticulation and unemployment 3. Access to 3. Improved roads 4. Economic Health services electricity and public transport Development 4. Access to 4. Reduced crime 5. Electricity Improved access to educational level / improved safety electricity services & security 6. Educational Improved access to 5. Access to 5. Improved health facilities public & private road services/ access to infrastructure libraries 6. Health 6. Reduced 7. Health and Welfare Multi purpose centre services HIV/AIDS and 8. Safety and security Pay point teenage 9. Environmental and Infrastructure pregnancy Waste Management 7. Access to 7. Improved skills 10. Communication Community hall housing and education facilities 8. Sports and 8. Improved access 11. Sports Arts Network tower recreational to government Culture and facilities policy Recreation information 12. Emergency and 9. Safety and 9. Improved Disaster Management security physical 13. Institutional infrastructure Transformation and upgrading in 14. Financial Viability the ward
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2.8. IDP ASSESSMENT REPORT 2009/10 AND MEC’S COMMENTS. • The District Municipality is busy with Organizational Development (OD) The 2009/10 MEC’s IDP Assessment Report • Strategy as one of the critical issue provides an assessment of the municipal IDPs raised. to determine their logical sequencing of • The SDF review is currently underway activities and output. It is expected of to address issues of Land Use municipalities; sector departments and Management by the municipalities. parastatals to implement the • Other issues raised are the location recommendations contained herein as part of and the strengthening of the IDP within their 2009/10 IDP/Budget/PMS review the local municipalities and processes. It is within this context that the strengthening of IGR (sector District has noted the findings and departments and municipalities), recommendations as outlined in the report. district and local political and administrative forums) The following are actions and planned interventions that the District has undertaken in response to the issues raised in the 2009/10 Assessment Report.
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CHAPTER 3: SITUATIONAL ANALYSIS accessible resources; as well as proper Section 26 of the MSA prescribes that the information and the understanding of the Integrated Development Plan (IDP) of a dynamics influencing development in the Municipality must include an assessment of district. Capricorn District Municipality is the existing level of development as well as however challenged with up to date baseline the development priorities of the municipality. information that address the current service This legislative requirement is dealt with and levels in different development categories. is contained within the Analysis phase. However, the latest information from Statistics South Africa’s community survey of 2007 has In this section, we provide an overview of the been the main source, coupled with empirical important demographic indicators of the data from community based planning District Municipality, highlights issues of programme and the administrative records concerns in terms of the key performance within the district and the local municipalities. areas for the developmental local government and identification of the strengths, The following sources were utilised to compile weaknesses, opportunities and threats within the situational analysis: the District that can help or threaten the • Stats SA 2007 Community Survey municipality to achieve its vision of the “home • Stats SA Census 2001 of excellence and opportunities for a better • CDM Mid Term Performance Review life”. 2009/10 • Departmental Business Plans and The Analysis phase of the IDP reflects the data from various municipal following: departments • An analysis of district wide issues to • Information compiled from needs identify the current reality, any collected from communities through challenges still to be addressed and the participation processes like Public how those challenges can be Participation, outreach and community addressed. based planning programmes. • Provide a summary of the levels of • Global insight database development across the municipal area; and 3.1 LOCALITY OF THE DISTRICT • Identify the key development issues emerging from the community needs, The District Municipality (DC35) is situated in trends and SWOT analyses. the centre of the Limpopo Province, sharing its borders with four district municipalities This analysis is based on existing policy namely; Mopani (east), Sekhukhune (south), documents and inputs from sector Vhembe (north) and Waterberg (west). The departments and parastatals, internal district is situated at the core of economic documents and reports and will be undertaken development in the Limpopo Province and in the following areas: includes the capital of the province, that is, the • Socio economic City of Polokwane. One national and various • Spatial and Environmental major provincial roads pass through the • Infrastructure district municipal area, i.e. the N1 National • Community needs Road from Gauteng to Zimbabwe and the rest • Institutional of Africa, the P33/1 (R37) from Polokwane to Burgersfort /Lydenburg, the P94/1 (R521) The purpose of undertaking a district status from Polokwane to Alldays and Botswana and quo analysis is to ensure that planning the P17/1 (R71) from Polokwane to Tzaneen decisions are based on people’s priority and Phalaborwa. needs, knowledge on available and
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Figure 2: Locality of the Capricorn District Municipality
Source: CDM GIS Department. 2009
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3.1.1. Area coverage district municipal area and the average household size is 6.1 persons. A significant DM covers an area of 16,970.30km 2, which proportion of this population, around 45% constitutes 12% of the total surface area of (561 772) is concentrated in the Polokwane the Limpopo Province, and has five local Local Municipality. The other two municipalities under its jurisdiction, namely; municipalities which have significant Aganang, Blouberg, Lepelle Nkumpi, populations are the Lepelle Nkumpi Local Molemole and Polokwane. The BLM has the Municipality and Blouberg Local Municipality largest proportion of this, around 27% (4540 with around 19% (241 414) and 16% (194 Km2). PLM has the second largest share of 119) respectively. The Aganang and the geographical space at around 22% (3 Molemole Local Municipalities are the 765.98 Km2). The LNLM and MLM are almost smallest municipalities in the district equal, with the each municipality contributing contributing around 12% (145 454) and 8% around 20%. The ALM contribute the smallest (100 408) of the district population, proportion, constituting around 11% (1 870) to respectively. the district geographical space. Table 8: Demographic figures for the Table 6: Local Municipalities in the CDM Capricorn District Municipal Area Area Av. % of Population No. of Municipality Hlds District (2007) Hlds Municipality Area (km 2) % of CDM Size Pop.
2 10. Aganang 145 454 33 826 6.39 12.79 Aganang LM 1,852.22km 9% Blouberg 194 119 35 598 5.72 13.97 2 26. Lepelle - Blouberg LM 4,540.84km 241 414 58 483 6.35 19.74 8% Nkumpi Lepelle Nkumpi 2 20. 3,454.78km Molemole 100 408 27 296 5.52 9.48 LM 4% Polokwane 561 772 130 361 6.67 44.02 2 19. Molemole LM 3,347.25km 7% Total 1 243 167 285 565 6.1 100
2 22. Source: Community Survey, 2007 Polokwane LM 3,775.21km 2%
2 100 3.2.2. Population growth Capricorn DM 16,970.30km .0% Source: CDM SDF: 2007 The figure below indicates that population growth rate within the district is centered CDM has approximately 547 settlements that around 1.0 % over the last three years. The are distributed as follows: reasons for the low population growth rates could be due to impact of HIV/AIDS Table 7: CDM Settlements Distribution [Capricorn District has a HIV prevalence rate Municipality No of settlement of 24.2% according Dept. of Health, HIV Aganang LM: 96 Antenatal Prevalence Survey Results (2006)], Blouberg LM: 138 out migration to other provinces and a low Lepelle Nkumpi LM: 109 fertility rate. Molemole LM: 37 Polokwane LM: 167 Total for CDM 547 Source: Capricorn Database 3.2. DEMOGRAPHICS 3.2.1. Population Figures According to the Statistics South Africa (Community Survey, 2007), the total population of CDM is estimated at 1 243 167. A total of 285 565 households live in the
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Figure 3: Population Growth Rate in CDM The district has a total of 572 724 males and 670444 females. This shows the predominance of females in the district as compared to their male counterparts. 3.2.5. People with Disabilities
Table 11: People with Disability Nature of disability Total % Total Sight 9 393 0.18 Hearing 3 923 0.07 Communication 1 519 0.03 Source: CDM Economic Growth Report, October 2009 Physical 17 512 0.33 Intellectual 3 661 0.07 3.2.3. Age Distribution Emotional 9 569 0.18 Multiple disabilities 3 811 0.07 No disability 117 3915 22.41 The table below indicates that the district has Institutions 19 861 0.38 got more children (37.89%) than the youth Total 1 243 165 23.73 (34.89%), which is the economically active Community survey, 2007 group in the population. The fact that the majority of the population in the district is in According to table above, 0, 93% of the the age group 0 14 indicates a relatively high population within the district has some form of population growth. The prospects of a growing disability, with the physical registering the population have implications for planning for highest, followed by the emotional and sight social, health and welfare and infrastructure respectively. services. 3.3. INSTITUTIONAL ANALYSIS Table 9: Age Distribution in Terms of Gender 3.3.1. MUNICIPAL TRANSFORMATIONS Grand Overal AND ORGANISATIONAL DEVELOPMENT Female Male Total l % %0 14 235797 235276 471073 37.89 (a) Establishment, Category and Type of 15 35 224218 209524 433742 34.89 Municipality 36 59 135171 90903 226074 18.18 60+ 75258 37021 112279 9.03 CDM was established in terms of the Grand Municipal Structures Act, 1998 (Act No. 117 of Total 670444 572724 1243168 100 1998) on 01 October 2000 Provincial Community Survey, 2007 Government Notice No. 307 of 2000. The CDM is a Category C municipality as 3.2.4. Gender Distribution determined in terms of Section 4 of the The table below shows a male –female ratio Municipal Structures Act, 1998. The CDM is a in terms of race. municipality with a Mayoral Executive System contemplated in Section 3(b) of the Northern Table 10: Male –Female Ratio in Terms of Province Determination of Types of Race Municipalities Act, 2000 Race Male Female Total Black 555 886 652 754 1 208 639 (b) Boundaries Coloured 2 502 2 988 5 490 The municipal area of the CDM was Indian or Asian 413 554 967 proclaimed in terms of the Local Government White 13 923 14 149 28 072 Municipal Demarcation Act, 1998 per Total 572 724 670 444 1 243 168 Provincial Government Notice No. 286 of Community Survey, 2007 2000.
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(c) Political Structures of Council system, some decision making powers have been cascaded from Council to the Executive Council comprises of the political and Mayor, Mayoral Committee, its Portfolio administrative components responsible for Committees and the full time Councillors. decision making and implementation Other powers have been delegated to the respectively. The Executive Mayor and the Municipal Manager and directors. These Speaker head the political component of the powers have to be further cascaded to the municipality. The Municipality has all the other management levels in the institution. powers assigned to it in terms of the The proper application of the delegations Constitution as well as relevant national and system will improve time management within provincial legislation. The municipality has the the institution and fast track the pace of authority to take any possible actions to service delivery in the community. effectively exercise powers assigned to it. The overall executive and legislative authority CDM has established Portfolio Committees to vests in Council. The Council must, therefore, discuss and recommend policies to Council. take all the major decisions of the Portfolio Committees, as the engine room of Municipality. Council, serve as an interface between the political structures of Council with the CDM has an approved delegation system that administrative structures of Council. It is in seeks to decentralize and democratize these committees where policy issues are decision making within the institution, and debated thoroughly prior to their submission improve the pace at which services are to the Mayoral Committee that, in turn, delivered to the community. This is intended forwards them to Council for adoption. to maximize administrative and operational Through Portfolio Committees, Councillors are efficiency and provide for adequate checks able to give political direction to the and balances. In line with the delegations administrative programmes of Council.
Table 12: List of Portfolio Committees within CDM List of Portfolio Committees within CDM Name of Committee Chairperson Support Department Cluster Finance Cllr Martin Manamela Finance Institutional Transformation Corporate Service s Cllr Phillip Thoka Corporate Services Institutional Transformation Strategy and Planning Cllr Isaac Choshi Strategy and Planning Institutional Transformation LED Cllr Nelson Keetse LED Institutional Transformation Special Focus Cllr Suzan Chego Executive Management Institutional Transformation Water and Sanitation Cllr Mokopane Matsaung Infrastructure Basic Services Roads and Transport Cllr Mahlodi Molema Infrastructure Basic Services Energy Provisioning Cllr Dorcus Mkhondo Infrastructure Basic Services Health , Environment Cllr Betty Kgare Community Services Social Services and Emergency Sports , Arts and Cllr Lawrence Mapoulo Community Services Social Services Culture • 4 councillors appointed by the Full-Time Councillors Aganang Local Municipality; • 2 councillors appointed by the The Council of the district municipality Molemole Local Municipality; consists of 46 councillors as determined in • 12 councillors appointed by the Provincial Notice No. 22 dated 06 March Polokwane Local Municipality; and 2006. The district municipality has the • 5 Councillors appointed by the following councillors: Lepelle Nkumpi Local Municipality. • 20 proportionally elected councillors; • 4 councillors appointed by the The council of the district municipality may Blouberg Local Municipality; designate any of the following office bearers
Capricorn District Municipality IDP/Budget 2010/11 Page 32 as full time councillors in terms of section Legislation for the area of jurisdiction of the 18(4) of the Municipal Structures Act, 1998: district. • Speaker (1); • Executive Mayor; Traditional leaders identified in terms of • Chief Whip and Section 8 (12)(a) of the Municipal Structures • Members of the Mayoral Committee (5 Act, 1998 and published in Provincial out of 10 are full time). Government Notice No. 55 of 2001 participates in the proceedings of the CDM Traditional leaders play an important role in municipal council. There are 27 traditional line with Traditional Leadership and leaders in the district municipality and 10 of Governance Framework Act, 2003 (Act No. 41 them sits on the district Council in terms of of 2003) in supporting the municipality to section 8(12) (a) of the Municipal Structures identify community needs within their areas, Act. and through the District Traditional Leaders Forum by promoting the ideals of co operative (d) Administrative Structure of CDM governance, integrated development planning, sustainable development and The administrative structure of CDM service delivery. They fully comply with the comprises of six (6) departments with their Act particularly in terms of Chapter 4 (12), and units. The structure below only shows the top have established a Local House of Traditional management of the council. Leaders in accordance with provincial Figure 4: CDM Organisational Structure
See detailed Organisational Structure as Annexure B.
The Municipal Manager is the head of the reporting directly to the Municipal Manager. administrative component and acts as the The departments are: Executive Management municipality’s Accounting Officer. The Office, Finance, Corporate Services, administrative structure is divided into six Community Services, Infrastructure Services, departments headed by Section 57 Managers
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Strategy, Planning and Economic (f) Human Resource Management Development. The municipality has 534 employees, of which (e) Stakeholder analysis 352 are Males and 182 are Females. The district is currently reviewing its equity plan It is essential for a municipality to understand and targets to ensure that future recruitment the different stakeholder groupings that may processes considers the importance of exert influence in the municipal decision striking equity balance at managerial making processes. It is important to have the categories. We are currently having a 49/51 support of these groupings in service delivery balance across the municipality in terms of and to measure what the perceived opinions female and male balance. However this is of those groupings are. In the absence of a proliferated at lower levels of employment proper client satisfaction survey an analysis categories and not at senior managerial should be done on the different groupings and levels. what their current support to the municipality is. The opinion of stakeholders on the impact The District is in the process of addressing the and quality of service delivery is essential for challenge of ensuring that its structures show the mere fact that stakeholders are consulted equitable representation of all groups, during the IDP processes. particularly the previously disadvantaged groups, in all business activities of the municipality. The table below depicts the current equity status in respect of the designated categories of employees at levels 0 3 for the year 2009.
Table 13: Equity Status per Occupational Category as at December 2009.
Male Female d d d Occupation % White White White Indian Indian Indian African African African Category Coloure Coloure PWD Total
0 3 30 0 0 3 11 0 0 0 8% 44 Percentage 9% 0 0 0.9% 6% 0 0 0 0 8.2% The organisation is targeting to achieve 50% municipality participates in various inter representation of women at levels 0 –3 of governmental and inter organisational management by 2011. CDM is currently structures where its councillors and officials reflecting 26% women representation in the have representation. Support and capacity abovementioned levels. The organisation building for officials and councillors through aims to achieve 4% growth in female workshops and seminars are been provided representation in the management structure continuously to enhance their ability to per annum. The representation of people with perform and represent the municipality in the disabilities within the same local municipalities roles that have been allocated to them. The is at one percent (1%). main purpose of the interactions is to advance cooperative governance and synergy in (g) Human Resource Development planning and programs and other governmental activities. The focus is to develop the necessary capacity among all stakeholders to enable The municipality would ensure that them to discharge their responsibilities communities throughout the district access towards development of the communities. The various training or capacity development
Capricorn District Municipality IDP/Budget 2010/11 Page 34 interventions (either through learnerships or ensures that all District rural areas have internship programmes). This would be done access to voice, data and video network. through conducting institutional capacity assessment, skills audit and performance The strategy will also analyse the alignment reviews as well as compilation of the district on infrastructure and systems within District wide skills profile (through the Capricorn and its local Municipalities District Municipality unemployed graduates database). Information Management These exercises are conducted periodically The adoption of Tswaka (n’able SAP) by the and inform specific capacity building district municipality has been a step forward interventions and measures. Identified towards ensuring that information technology measures are captured and translated into a is used to enable service delivery. The current Work Skills Plan (WSP) which focuses on the challenges of disparate systems, inconsistent internal role players and external capacity information, and duplication of ICT projects development framework. A WSP is a across the district necessitate the speedy comprehensive plan incorporating broad adoption of shared and integrated information institutional training needs outside the systems. It is significant to ensure that there organization including local municipalities, that is district and municipal buy in for the is, through learnerships and, internships. The integration and sharing of information organisation has embraced the principles of systems. The district is in the process of Extended Public Works Programme (EPWP) implementing an integrated information in the implementation of its capital projects. system to enable service delivery and ensure CDM will ensure the coordination of human that real time information is available for resources development through the decision making. Currently the level of implementation of learnerships as well as on information available is inconsistent and site training activities. incomplete; hence its utilisations by decision makers, communities and other stakeholders (h) Management Systems remain difficult. The involvement of SAP South Africa has been embarked on; to Coupled with the process of alignment of its ensure configurations is done based on structures, CDM improved its systems and Municipal Business processes, and ensuring administrative processes to be effective and systems stability with clear roles and efficient. It is important for the municipality to responsibilities. The Future implementation of have responsive and updated systems. The Competency Centre within the District has main areas that have been identified for remained critical for the future rollout of SAP improvement are the following: to Local Municipalities. Development and implementation of Information Disaster Management Information Technology Strategy The Municipality has made progress in The focus will be to ensure that objectives and developing a Disaster Recovery plan. The business strategies are mapped; technologies document will assist in ensuring that all and applications are identified and prioritized identified risk areas are covered to ensure that in line with Municipal strategies and Municipal Data is secured and recoverable. objectives. The Municipality is also embarking on external The Strategy will aim at integrating human data backup that will ensure that Secondary resources; data and information; business Data replica is stored off site, and effectively activities and processes; to the benefit of the managed. Municipality and the government it serves. It will further analyse the need to implement Data Integration broadband network within the District thereby verifying that the implementation of a strategy The implementation of Integrated IDP system will assist in ensuring that data (Projects) from
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SAP is aligned and linked to the IDP and corporative governance. The Audit committee Performance management. presents their report to Council on annually. Risk Management The internal audit unit has approved ten (10) positions of which five were approved during The organisation is in a continuous process of 2009/10 and will be filled during 2010/11. The ensuring pro activeness by putting in place Audit Methodology, Internal Audit charter and preventative and protective measures that will Audit Committee charter were developed as mitigate business risks, thus ensuring that all per the Standards of Professional Practice of the objectives set out in the IDP are achieved. Internal Auditing guidelines as published by The Risk Management Strategy, Fraud the Institute of Internal Auditors and approved Prevention Plan and the Whistle blowing by Council in 2008/9 financial year. policy has been approved by Council and are being implemented. The organisation has Performance Management System conducted the strategic risk assessment and a risk register compiled with risk action tasks The status of integrating performance assigned to specific departments and management principles as envisaged in the sections. The risk assessment informed the Municipal Systems Act into the daily three year strategic internal audit plan. implementation of the integrated development plan has definitely improved to increase our The risk management committee has been rate of service delivery. It is however established to monitor the implementation of imperative that the municipality evolves a risk mitigation strategies employed by culture of performance with specific reference departments on a quarterly basis. The fraud to accountability of its effectiveness. hotline is fully functional with reported cases CDM has managed to report on being investigated continuously. Annually organisational, functional and individual awareness campaigns are conducted. performance to enable critical assessment of its progress. The process of improving on the Internal Audit availability of real time progress information is a challenge that is currently addressed. The Internal Audit function was established since 2004 to provide assurance and The following challenges need to be consulting services to management and addressed to enhance service delivery even council on the internal control, risk more: management and governance processes. The • Accelerated leadership development unit conducts regulatory, internal control, and performance accountability; performance audits and IT audits on quarterly • Effective policy and strategy basis and present to the Audit Committee for implementation to impact on critical approval. These audits are informed by the service delivery areas; three (3) year strategic and annual audits • Improve on community and customer coverage plans which are reviewed annually. service efficiency; • Build capacity of own staff and create Follow up audits are conducted on both an environment conducive to Auditors General and internal audit report and performance excellence through progress reports are submitted to appropriate rewards and incentives; management and Audit committee for review. • Implement information management systems to enhance access to The new Audit Committee was establishing information for strategic planning, during 2009/10 after the old committee served implementation assessment and the council for a period of six year. The new benchmarking purposes; committee consisting of (6) six highly qualified • Improve resources management professionals with diverse experience and including financial viability and supplier expertise in financial management, legal, relationships to ensure optimal internal controls, risk management and effectiveness; and
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• Assess all business processes • To ensure that effective governance is continuously to increase efficiency in implemented and supported to improve pursuit of service delivery excellence. and sustain service delivery • Accelerate district monitoring of • To engage programmes that foster service delivery through effective participation, interaction and information management integration partnership between the municipality and assessment of project and its stakeholders for effective implementation quality. service provision and development of • Implement mechanisms to monitor the district. political effectiveness. • Review of the Performance (a) Communication and Community Management Policy and improved Participation quality of service delivery and budget planning. The CDM has achieved remarkable progress in institutionalising and implementing its Table 14: Capital expenditure to be spent Communication Strategy, Consultation on Corporate Services mechanisms, Stakeholder participation and Customer Care. The mechanisms that the Unit 10/11 11/12 12/13 District utilises in communication include Corporate R12,540,000 R2,500,000 R3,000,000 District newsletters (both Mogarafase and Services Mgobozi), the annual report, local and national See list of projects newspapers, provincial and local radio 3.3.2. GOOD GOVERNANCE AND PUBLIC stations, flyers, events, brochures, the ward PARTICIPATION committee system, CDW’s, as well as loud hailing. CDM aims to: This has increased interest in the affairs and • Develop programmes that foster programmes of the municipality, ranging from enhanced participation of internal attendance of council events, meetings, stakeholders maximum participation of communities in • Conduct District Wide Risk Profiling stakeholder meetings and forums. Send Assessments. (The risk profiling will suggestions and also commenting in the live result in availability of Risk broadcast by media. Assessments, a district profile and, a three year Internal Audit Plan) As far as the achievements the District has • Ensure that the organisational realized in terms of communication the structure is aligned and effective to following stand out. The District has: meet IDP objectives • Established and launched District • Ensure full integration of PMS and Communication Forum (DCF) information management to enhance • The District is also participating in service delivery. Provincial Communications forum which is managed by Premiers office and also the Key objectives of CDM include: department of Local government and • To build innovative and sustainable housing. partnerships for development and • Embarking on stakeholder participation create conducive conditions for around departments, Makgosi, community partnerships by 2011.To communities, media, etc. ensure that the IDP is effectively • Effective and efficient utilization of implemented. Customer care in the Head office • To protect the municipality from • Participating in International Tourism potential risks indaba, Marula festival, Polokwane show, • To promote cooperative governance 2010 Fifa world Cup and many more and coordination in service delivery events • Assist in arranging field visits
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• Assist in the establishment of the A District wide 16 page newsletter community feedback programme and Mogarafase has been initiated. All six local public hearings, which allows local leaders municipalities within CDM receive the and people the opportunity to interact with newsletter. The newsletter is produced CDM on issues of service delivery in a quarterly. Copies are distributed to all local form of Oversight. municipalities within the District as well as to all their communities and other copies to the Media Liaison (Electronic and Print Media) public. We also effectively utilises the website which is running efficiently. This entails communication through national and local media. The Capricorn District Promotional Materials Municipality utilizes both electronic and print media to improve and broaden communication In order to reinforce the flow and the within its jurisdiction, we also not leaving the dissemination of information and community use of other website to promote the CDM participation, promotional materials are also website. As far as communication through developed, availed and widely distributed radio is concerned, the District is continuing to though they differ from department to work with Provincial radio station, Thobela department in terms of the event planned. FM, (Munghana Lonene and Phalaphala These ranges from brochures, Golf shirts, T sometimes) which broadcasts in most well shirts, lanyards, caps, pens, posters, understood and spoken three languages that backdrops, banners, etc. exist in the Province. The radio stations are used for current affairs news, talk shows and CDM Stakeholder Map news interviews. CDM also uses radio stations for advertising meetings, workshops, The District is committed to the Principles of conferences, summits and other functions that Batho Pele, which in a simplified fashion could the District holds. be understood as referring service delivery that is centred on the needs of the Other community radio stations such as communities. In this endeavour perceptions Jacaranda fm, Capricorn fm, Botlokwa, of the communities are critical. The District Moletji, Lebowakgomo, Zebediela, Mohodi has coordinated and facilitated the build ups and Turf Community Radio Stations are also and the launch of the Batho Pele events in all utilised in advertising. the Municipalities. the development of the batho Pele Concepts by the district was also A strong working relationship has also been proactively done. established with print media that exists in the Capricorn DM. Safe to mention that there are The continued to proactively assess the a number of established small newspapers in outcomes of the stakeholder/customer the area and we have been supporting and satisfaction behaviour in order to identify working close with them. Communication areas of learning, improvement and success through the print media is done through as far as service delivery is concerned. It newspapers, websites, magazines and should be noted that the Survey has not been newsletters. Print Media in reach of our done as yet. communities comprises of Provincial Newspapers (Review, Capricorn Voice, Successful marketing of the District will further African Face, Speaker, Seipone, Friday Mail, enhance the possibility of the implementation Observer, Informant, community newspapers, of the Infrastructure, LED community services etc). There are also a number of magazines projects. There is a model for stakeholder established (Inspiration, City Times, Market participation in place. Stakeholders have Palace, living). National Newspapers available been categorised, focussed and targeted comprises of Sowetan, City Press, Daily Sun, advertising are followed to build recognition of Citizen, Mail & Guardian, The Star. National CDM as a brand. Whilst the model has been papers available on weekends include City developed there is yet a wider challenge to Press, Sowetan Sunday World, Sunday Sun, integrate it across the CDM as well as within Sunday Times. the local municipalities.
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Provincial and Local spheres of government Image Branding and Profile of the which are distinctive, interdependent and municipality has been raised and presents the interrelated. It therefore states that we should municipality as the home for excellence and promote and facilitate Intergovernmental opportunities for a better life. The media Relations and with this initiative, CDM coverage, both electronic and print has turned believes that we will continue to work and to focus more on the changes brought about learn from each other. by the municipality in a positive way. The role of the IGR is to strengthen Whilst the strategies employed made Intergovernmental Coordination so as to remarkable progress, it is still necessary to ensure, District Wide Planning and consolidate programmes and build capacity Implementation of IGR Projects or Joint with satellites offices and communities to Projects across the District and Joint enable them to participate in the affairs of the Reporting. (Local Govt Transformation municipality, where they become positive Agenda, Joint Projects/Shared Services contributors to the municipality rather than Strategies.) passive recipients of municipal programmes. The District launched the Intergovernmental Customer Care Framework in 2006/7 financial years. A District Framework Protocol was developed to Customer Care was also one area that the guide the activities of the IGR processes in District focussed on improving. Personnel the District. Initiatives are in place to harness were also partly trained in coordinating issues effective leadership and communication with of customer care in the main head office. all stakeholders. CDM has established IGR There are successful records in terms of this Structures in terms of the Intergovernmental area and the district will continue to make sure Relations Act 13 of 2005.The District that customer care is well managed. Executive Mayor IGR is the decision making within the District and its family of Support and Events Managements municipalities. The Executive Mayor’s forum also IGR participate to the Premier’s IGR Events emanating from other sections or forum that is convened by the Premier to departments in CDM were also coordinated implement resolution taken at Provincial level. successfully. Number of planning meetings, The Municipal Managers IGR sits monthly to check list and action plans were developed to recommend issues to be discussed and successfully run the events of the districts implement resolution of the political IGR. effectively and efficiently. Communication will continue to participate and support the smooth The forums also intensify the running of the events. Intergovernmental Partnerships between all the spheres of Government, including Inter (b) Public participation Municipal Relations and International Relations (District Stakeholder Model and CDM has employed some public participation Twinning Relations/Policies) as to streamline mechanisms within its area of jurisdiction. The IDP/IGR Partnerships for credible IDPs. relationship between the district municipality, the local municipalities and sector The table below shows the structure existing departments in Capricorn is improving. within the district to ensure that public participation is done extensively. (c) Intergovernmental Relations The Constitution of South Africa declares that government is comprised of National,
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Table 15: The Structure Existing within the District Key Intergovernmental Structures within the District Political Structures Intergovernmental Participants Responsibility Structures Premier’s Premier Co ordination of inter governmental Intergovernmental Mayors relations (Provincial and Local Forum Heads of Departments Government) [Premier/Mayors’ Municipal Managers Forum] District Executive Mayor Co ordination of inter municipal Intergovernmental Mayors relations (District and Local Forum Traditional Leaders Municipalities) [Mayors’ Forum] Municipal Managers District Speaker’s Speakers of District and Local Co ordinate public participation Forum Municipalities processes in the municipalities Non -Political Structures Municipal All municipal managers within the To discuss implementation of IDPs Manager’s forum district Clusters Councillors Co ordinate policy issues affecting Municipal Managers government at a district level (between Municipal Senior Managers sector departments and municipalities) (Directors) Technical Sector Departmental Officials Provide inter governmental inputs into Committees of Municipal Senior Managers the work of Clusters Clusters (Directors) Municipal Officials Provincial Planners Sector Departmental Planners Provide for a coherent Forum IDP Managers intergovernmental Spatial Planners planning framework and Town Planners alignment and integration of development plans in the province District Sector Depts, SOEs, CDM and Alignment in the IDP planning and Development LMs implementation process, Planning Forum Provincial M&E Sector Depts. M&E specialists Provide for a provincial wide M&E forum framework for implementation of plans the aim of promoting transparency and There are also inter municipal structures (i.e. accountability. District Intergovernmental Forum, Speakers’ Forum, Ward Committee conference (district The District also holds 2 mayoral and 2 people’s assembly) and Municipal Managers’ council outreach programmes per financial Forum) where IDP process updates and year which gives the council the opportunity to issues are presented to community interact with the communities and stakeholder representatives at grass roots level as well as in order to assess the state of service delivery discuss and resolve on issues cutting across in local municipalities. The programme also all municipalities. serve as a mechanism to give/ provide feedback by the District to the communities on There are also public consultation meetings the achievement and challenges experienced (hearings) which provides the platform for the in provision of services as prioritized in the political leadership to directly interact with IDP. various communities and stakeholders which
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However, grey areas on how the hierarchical Integral to the empowerment of the ward inter municipal and inter governmental committee system the District will continue structures should cross feed into each other’s with its programme of community feedback programmes and are measured in terms of meetings at each local municipality once per performance. For example, CDM cannot hold annum. The role of the community feedback any sector department accountable for the meetings cannot be overemphasized, as non implementation of projects which are community participation is one of the key submitted for inclusion in the IDP document. pillars of the current governance principles in The following are “political” and non political South Africa. This process also allows locally inter governmental Structures that facilitate elected leaders to get in touch with their inter governmental relations within the constituencies. However, this invaluable province, between the district, province and programme has been clouded by the local municipalities: unsatisfactory attendance of the meetings by various Sector Departments. It is hoped (d) Community Development Workers nevertheless that this will be addressed as it (CDW) programme can potentially hamper service delivery. CDWs are officials meant to assist (f) Institutional Social Development communities to participate in issues of (ISD) programme governance within their localities. Most often this is far less achieved. There is a need to The programme aims to facilitate the look closely into their structural arrangement participation of affected community members and issues to add value to the intended in the project cycle as well as facilitate that the responsibility. The current challenge is that of associated social and economic benefits of their reporting channel to Province while they employment, training and promotion of the are on day to day with municipalities. local economy are realized. Table 16: CDWs in Capricorn District ISD is a process of social, economic and Municipality human empowerment through which ordinary Municipality Number people gain a greater control over the factors, Aganang LM 18 which control their lives. Lepelle Nkumpi LM 23 • It is a process where people are at the centre of their own development with Blouberg LM 19 the support of others. Polokwane LM 28 • It is about empowering people, local Molemole LM 10 organisations and institutions through TOTAL 98 participation; capacity building and Source: Dept of Local Government and Housing training. • It is often referred to as ‘soft ware’ (e) Community Based Planning whereas the technical components are referred to as the ‘hardware’. CBP is a form of participatory planning which • It serves as a support to all the has been designed to promote community components of the Infrastructure action and make the IDP of a municipal area Services department in its delivery of more people focused as it is specific to the the core business of the municipality, ward. The objective is to improve the quality i.e. infrastructure development, local of plans and services, improve community’s economic development and control over development and to increase community services. community action and reduce dependency. • It ensures the sustainability of projects The information from the CBP process has and link communities with been used to inform the planning of the four opportunities for socio economic local municipalities who participated in the development. It fosters a sense of CBP processes. ownership by members of the community towards facilities that are developed through active participation.
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• ISD creates an environment for District will continuously monitor the communities to participate in their own functionality of ward committees in order to development through elected improve and appraise their successes. representatives (political component and PSC’s). • Implementation of Communication • It creates a platform for communities Policies and Strategies to express their needs and to inform • Establishment of communication Units the development process that must with about 10 staff follow in addressing their needs. • Community satisfaction surveys • It fosters communication and creates a • Functional complaint management feedback mechanism between elected systems representatives (PSC’s) and the communities they represent. It CDM set aside budget to support the facilitates the active involvement of Governance and Public Participation Planning beneficiaries in the implementation of and Programmes. projects. • There are opportunities for job creation (i) Budget within the project and local entrepreneurial capacity building. Table 17: Capital expenditure to be spent on Good Governance and Public (g) Challenges Participation Planning Programmes. Unit 10/11 11/12 12/13 There is a need for capacity building of ward councilors that need to be coordinated at a Communication R3,450,000 0 0 Public district level. As well there is no measurement R1,700,000 0 0 tool for performance of councilors across all Participation municipalities in relation to targets for See list of projects performance. The lack of efficient ward 3.4. INFRASTRUCTURAL ANALYSIS: committee system and the perceived BASIC SERVICES DELIVERY differences between the CDWs and the ward committees are also a challenge. Availability of infrastructural services such as water and sanitation, electricity, roads and (h) Interventions telecommunications, are necessary conditions
for economic growth and improvement in the In order to ensure the effectiveness of quality of life of citizens. The state of community participation mechanisms in the infrastructure within the district has improved District, an efficient Ward Committee system over the past years, with backlogs reduced to is essential. In this regard, to further deepen 13.8% water, 50.70% sanitation and 23% the participation of ward committee members electricity. The district has 2,350km of road were involved during the Community Based network and 281km of the district roads have Planning to facilitate the planning process. been tarred. The challenge in the district is The District will have to conduct training of however not primarily the lack of public ward committees as part of the District’s investment on infrastructure, but poor human resource development plans. coordination between the various spheres of government, although this can still be The main objective of the training is to improved. empower the elected ward committees in terms of the responsibilities of ward 3.4.1. Water committees as well their conduct. The local municipalities in the District have ward Water is a key component in determining the committee policies, which are in line with the quality of our lives. Today, people are Provincial policy. However, there needs to concerned about the quality of the water they be more focus paid to addressing the drink. Although water covers more than 70% perceived differences between ward of the Earth, only 1% of the Earth's water is committees and CDWs in the District. The
Capricorn District Municipality IDP/Budget 2010/11 Page 42 available as a source of drinking. CDM is also (b) Challenges committed to providing quality safe drinking water to its residents. It is also important to The entire district is water scarce, as it does note that without water there is no hygiene. not have many primary sources of water. Research shows that the less readily available Currently water that is used in the capital city water is, the less likely that good hygiene will has to be sourced from across hydrological be practiced in households and schools. boundaries outside. The continued use of water and the need in future for irrigation Capricorn District and Polokwane water may not be sustained over a long municipalities are Water Services Authorities period. This will seriously affect a number of (WSA) while the other four local municipalities the irrigation regions such as the Sand within the district are serving as interim water Irrigation Region. Climatically, the Capricorn services providers. Below (in Table 9) are the District is classified as semi arid. There are no roles and responsibilities assigned to carry out major river systems flowing through the the function (Municipal Systems Act 32 of district and already water has to be imported. 2000). Below is a status quo report with regard to the provision of water within the The dominant veld types include Pietersburg district municipal area by both the District Plateau False Grassveld and Mixed Bushveld, Municipality and its local municipalities. which render the veld suitable for extensive cattle farming and (given sufficient water) the (a) Status quo production of cut flowers, vegetables, tobacco and deciduous fruit. There are also a number Water supply to households of irrigation regions in the Capricorn District, namely the Polokwane south region and the According to the District and Local municipal’s Dendron Vivo irrigation region. These administrative records, approximately 86.2% irrigation regions are highly suitable for the of the population (243,476 households) living production of vegetables, tobacco, cotton and in the district has access to water at RDP citrus. standards, which shows a dramatic improvement in this regard. 13.8% of the The drying out and the capacity of boreholes, population (backlog) receives water from stolen engines, illegal connections and the natural sources such as rivers, dams, springs, turnaround periods for Operation and etc. which increases their susceptibility to maintenance affects the provision of adequate disease such as cholera. Lepelle nkumpi and sustainability of water supply within the ranks the highest in that provision of water at district. The district is also faced with the 93% followed by Molemole at 92%, threat of waterborne diseases. Polokwane 84%, Aganang 57% (19,446 households). 80% of population within the district is highly dependent on ground water sources, which in Water supply to schools and Clinics some area is not sustainable. It has been established that close to 70% of water The district municipality further provides water resources in the district are used for water to schools within the district. Out of the 923 inefficient agricultural uses (notably potato schools, 81, 79% has been provided with crop cultivation and timber plantations). water with Blouberg ranking high at 91.12% Further, some large employers have raised followed by Molemole and Lepelle nkumpi at concerns about disruption of water supply and 84.81% and 82.53% respectively. The water some have even threatened to relocate to supply backlog to schools stands at 18.21% other parts of the country. This situation and to clinics, 11 out of total of 92.is creates the conditions for competition for remaining to be serviced, with 3 for Lepelle water resources between sectors of the Nkumpi, 2 for Blouberg and Polokwane with 6. economy and domestic use. Over–exploitation of this groundwater reserve in some areas within the district poses a severe threat to a large number of villages, which rely on the same water source. Projected mining and
Capricorn District Municipality IDP/Budget 2010/11 Page 43 agricultural water demands are not sustainable. (c) Interventions The district convened the 2009 Water Indaba and adopted a Declaration to overcome all challenges of water. There are also positive prospects of securing reticulation from Glen Alphine and Nandoni Dams to augment water supply within the district. Furthermore, these challenges will be overcome through the supply of reticulation of the existing bulk water supply to RDP standards where reticulation is non existent, increasing bulk capacity, forging partnerships with national and provincial government as well as the private sector. CDM will also enforce the service level agreements that the municipality has with the service providers, and improving cost recovery strategy to sustain provision and supply of water. Ground water resource abstraction needs to be carefully monitored to prevent over exploitation. A budget of R123, 902,000 has been put aside to clear off the remaining backlog (13, 8%) and R10, 500,000 for Operation and Maintenance.
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Table 18: Functions of a Water Service Provider visa via functions of Water Service Authority WATER SERVICE AUTHORITY WATER SERVICE PROVIDER Governance: Customer Care: • Create a supportive environment for sustainable water • Ensure customer participation in decision making services • Be accountable and transparent • Have the necessary structures, systems and skills to fulfil • Deal with customer complaints and resolve conflicts where their governance (regulating, monitoring, planning, necessary contracting, ensuring) and management function • Provide affordable, efficient, effective and sustainable water • Take community and promulgate water service by laws service • Resolve disputes. Management of finances : Planning : • Have a revenue collection system (how funds will be collected, • Develop a Water Service Development Plan. when and where) which is agreed to by the community • Address the backlog of water and sanitation services/ ensure • Know the cost of running the scheme and have plans to address that project planning and implementation of projects results in price changes sustainable water services. Management of contracts and monitoring thereof : Ensuring water services: • Have contracts with the WSA, customers, Bulk WSP) if necessary) • Fulfil the water services provision function (direct delivery) and support Service Agent (if necessary) select and contract a WSP (municipal service partnership) • Monitor the water services (quality and quantity of water, reliability, • Manage and monitor contracts with the WSP and Bulk WSP customer use of the scheme) • Ensure WSP compliance with contract • Ensure sanitation, health and hygiene promotion Planning, administer, operate and maintain the system: • Have skills or access to skills for business, technical and Making financial decision: operational planning • Determine the most efficient use of financial resources • Have a clear job description and conditions of employment fro towards equitable water service provision personnel • Set affordable tariffs • Report to the WSA and customers • Decide how cross subsidisation will happen (if necessary) • Have administrative system and skills • Record and manage finance and appropriate • Have skills to operate the scheme and undertake minor repairs • Have capacity o undertake major maintenance or have access to maintenance support
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3.4.2. Sanitation do not have adequate sanitation according to RDP standards. Molemole and Blouberg are Sanitation is the hygienic means of promoting well off both at 47% as compared to their health through prevention of human contact counterparts at average backlog of 51, 80%. with the hazards of wastes. Hazards can be physical, microbiological, biological or Sanitation supply at Schools chemical agents of disease. Wastes that can cause health problems are human and animal Going to school in a clean and healthy school faeces, solid wastes, domestic wastewater environment is every child's right. Schools too (sewage), industrial wastes, and agricultural often suffer from non existent or insufficient wastes etc. Hygienic means of prevention can sanitation and hand washing facilities. be by using engineering solutions (e.g. Schools are not safe for children due to sewerage and wastewater treatment), simple neglect of the operation and maintenance of technologies (e.g. latrines, septic tanks), or facilities. Latrines are not always adapted to even by personal hygiene practices (e.g. the needs of children. In such circumstances, simple hand washing with soap). schools become unhealthy places where diseases are transmitted easily. Poor health of Lack of access to basic sanitation services children affects their ability to learn and creates massive environmental and health therefore influences their prospects in life. It is problems in both rural and urban areas in the clear that in broader terms poor sanitation in district. The fact that most households within school buildings impairs children's growth and the district do not have RDP level sanitation development, limits school attendance and constitutes a major risk in terms of ground negatively affects students' ability to water pollution. The main types of sanitary concentrate and learn. Through its systems used in the district are water borne programme of supply of sanitation to schools, sewerage (flush toilets), septic tanks, a total of 91.22% of schools within the district Ventilated Improved Pit latrines (VIP), French has been provided with sanitation registering drains and ordinary pit latrines to no basic a backlog of 8.78%. Aganang LM is the least services at all. Water borne sewerage is ranked at 70, 45% as compared to its mainly found in towns and townships, septic counterparts. tanks are mainly on privately owned properties like farms, hotels, etc with the rest (b) Challenges primarily found in rural areas. The 50, 70% of household backlog requires a Sanitation can complement the access to huge amount of money to clear off. The clean and potable drinking water. Access to district is also threatened by waterborne improved water and sanitation facilities leads diseases like cholera. to improved health. CDM is committed to achieve the objectives and strategies The scarcity of natural water resources, a pre regarding sanitation by increasing the condition for rolling out waterborne sanitation provision of sanitation service by 100% of the and expanding the reticulated water networks, population by 2014, provision of rural is raised as a critical issue in this IDP. In sanitation in the form of VIPs and to provide addition, no new bulk water resources will be awareness on proper VIP construction to available before 2011 to many parts of the 100% of the affected population by 2009. district. (a) Status Quo Even where there is access, poor sanitation and lack of hygienic practices and storage Sanitation supply at Households facilities enable transmission of water borne germs. Although in recent years the 49.30% of the district population (140,803 government has successfully been able to households) has sanitation services equal or provide potable water to a number of villages, above RDP standards. A total number of a lot still needs to be done. 50.70% (144,762) households in the district
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Water and Sanitation in Clinics delivery will be prioritised and where public and private investment will be encouraged. 88.04% of the clinics within the district have This includes clarifying how linkages will be been supplied with water and sanitation. created between urban growth and rural Molemole and Aganang are the best off both concentration points, in the context of the at 100% followed by Blouberg and Lepelle surrounding settlement patterns. nkumpi at 90% and 87, 5% respectively. Polokwane is the least of at 79, 31%. The CDM will focus on resolving how to optimize overall backlog registered in this regard is existing natural resources and engage with 11.96%. competing water users. This strategy will first deal with improving efficiency of current uses, (c) Interventions in the residential, industrial and agricultural sectors. Secondly, it will guide the SDF The situation outlined above underlines the outlined above, in light of existing water extreme difficulty of meeting water and scarcity. Thirdly, it will provide a basis for the sanitation needs in all settlements. The development and implementation of a policy targets for water and sanitation service on water and sanitation service levels and delivery of the district (as the authority) and tariffs. In the short term, CDM urgently needs local municipalities (as the providers) places a to deliver lifeline water and sanitation services responsibility on all affected parties to align to all residents of the district. It will implement their plans as the situation makes it a strategy to provide these services to the particularly difficult to meet basic services informal settlements and rural villages. Interim delivery needs, throughout the area of technologies will be used to fast track jurisdiction of the district, within the next 5 to coverage, in light of natural resources and 10 years. To successfully resolve the financial constraints, but with appropriate situation, effective engagement, which regard for environmental health. The District is specifically addresses the spatial location of also considering the formation of an agency water and sanitation investment, and the that will be responsible for the water sector potential competition between users, is within the District separate from the control of required. the municipality. CDM has provided water tankers as an interim (d) Budget measure for areas that experience shortage of water supply. In trying to address the The following table highlights the medium operation and maintenance issues that are term capital expenditure of CDM to be spent affecting the sustainable provision of water on water and sanitation services. supply, local municipalities have been appointed as water service providers Table 19: Capital expenditure to be spent (decentralised the function from the district). on Water and Sanitation Services Unit 10/11 11/12 12/13 CDM has also provided honey suckers to locals for areas where they still use Water R120,420,000 R173,913,000 R211,462,000 substandard methods like pit latrine. Sanitation R36, 000,000 R45,638,551 R50,000,000 CDM will therefore strengthen the impact of Water Schemes: R10,900,000 R20,000,000 R30,000,000 the SDF to guide service delivery, based on a O & M shared understanding of potential and viability See list of projects of the various settlements and spaces throughout the district. A reviewed SDF will 3.4.3. Energy seek to resolve at a policy level, the competing needs of urbanization and rural Energy distribution has important economic livelihoods, for service delivery and other development implications with a potential to public and private investment. Once the SDF make a considerable development impact. has been finalized, CDM will spell out its This impact relates to improved living spatial implications for where land and service conditions, increased productivity and greater
Capricorn District Municipality IDP/Budget 2010/11 Page 47 sustainability of the environment. Electricity is Table 20: Capital expenditure to be spent a key input to our economy and is a basic on Electricity need for most households. Unit 10/11 11/12 12/13 The objective within CDM in relation to energy is to provide electricity to 100% of the existing Electricity R15, 243,893 R20, 000,000 R15,000,000 population by the end of 2012. See list of projects (a) Status Quo 3.4.4. Roads and Transport Electricity is largely generated and distributed Part B of Schedule 4, read together with by ESKOM. However, Blouberg and section 155(6)(a) and (7) of the Constitution, Polokwane LMs are electricity services lists a number of functions that are to be (licence) providers. A total of 77% (218 140) performed by Local Government. Among the of households in the CDM area have access functions is municipal planning and municipal to electricity and 23% (66,827) do not have public transport services. Emanating from the access to electricity. Polokwane LM registers mandate of the Constitution, the Municipal a huge backlog of 34.50% whilst its Structures Act (No. 117) of 2003 was counterparts are standing at an average of developed and state in section 81(1)(a) that 14% backlog. District Municipalities should prepare Integrated Development Plans (IDP’s). The (b) Challenges Integrated Transport Plan constitutes a transport sector input into the IDP process. Even though people have access to electricity, an average of 46, 3% still relies on firewood The White Paper and the National Land for cooking and heating due to electricity cost. Transport Transition Act (NLTTA) of 2000 This is a concern as the cutting of trees for encouraged the devolution of transport energy provision leads to deforestation and functions to the lowest appropriate sphere of soil erosion. government by the establishment of Transport Authorities (TAs). It was envisaged that the (c) Interventions TA, with appropriate structures and authorities, would provide for the overall Provision of sustainable energy is to be provision and management of transport achieved by implementing grid and solar facilities and services. energy infrastructure in areas where there is none. There is also a need to expand a pool The district has got an Integrated Transport of financial resources to provide energy Plan that is relevant for the period from infrastructure to communities and January 2007 to December 2011, and the engagements with Eskom on fast tracking of five year implementation plan and budget that free basic electricity systems. The district will will be reviewed annually. According to the also explore the alternative sources of energy Integrated Transport Plan (ITP), there are no and the implementation of the energy saving Transport Authorities or Metropolitan strategy. The current electricity challenges Municipalities in the CDM. There is relatively facing our country require every citizen with little economic development and as a result access to electricity to play his/her role. For little opportunity for employment. the ordinary citizen, this calls for a simple change in behaviour patterns and discipline. The CDM is mostly rural. Most communities are sparsely populated in low density villages. (d) Budget The densely populated urban and semi urban areas are Polokwane, Mogwadi, Morebeng, The following table highlights our medium term Lebowakgomo, Seshego and Mankweng. Five capital expenditure for electricity provision. settlement clusters were identified in the Spatial Development Rationale – Polokwane/Perskebult, Mankweng/Badimong, Sebayeng/Dikgale, Mabukelele, and Ramongwane.
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(a) Status Quo The major public transport services in CDM are bus and taxi operations. Most roads in the Road Network CDM are in a poor state of repair. The rural roads are poorly designed and not maintained Responsibility for the road network in CDM with specific attention to storm water drainage. rests with three agencies/authorities, as There is also significant freight transport due follows: The South African National Roads to the mining activities in the district. Four in Agency Limited (SANRAL) - responsible for five persons walk to their various destinations the national route network. The national route due to a lack of public transport or a lack of network within CDM area comprises of portion money to pay for public or private transport. of the N1 and including full access Minibus taxis are the most popular form of interchanges. Limpopo Province, transport with 6% of commuters making use of Department of Roads and Transport - taxis, while 4% of commuters make use of bus responsible for the provincial road network transport. and include two and multi lane roads. Capricorn District Municipality - It is not The ITP indicates that there are 107 taxi clear at this stage whether CDM holds the facilities within CDM, of which more than responsibility for any road section in its area of eighty percent are informal. There are 285 taxi jurisdiction. routes, and approximately 50% of the routes are in the Polokwane Local Municipality. The total length of the district roads is 2,386 km. of which 281kms (11.77%) is tarred. The route utilisation survey revealed that Molemole Local Municipality , responsible approximately 1440 taxi vehicles provided for the local road network which comprises service in the CDM during the morning and approximately 398 km of roads. Blouberg evening peak periods, 6am to 9am, and 3pm Local Municipality , responsible for the local to 6pm respectively. road network which comprises approximately 513 km of roads. Lepelle-Nkumpi Local There are 180 subsidised bus routes in the Municipality , responsible for the local road CDM and 196 subsidised buses in operation network which comprises approximately 380 and 27 taxi associations with approximately km of roads. Aganang Local Municipality , 3063 taxi vehicles. responsible for the local road network which comprises approximately 474 km of roads. The road conditions are generally very poor, Polokwane Local Municipality , responsible especially in the rural areas. Poor road for the local road network which comprises conditions are a significant factor on the approximately 1900 km of roads. operating life of the vehicles, operating costs, and level of service to the passenger. The highest backlog is observed in Polokwane LM at 1827kms followed by Blouberg 452km, The ITP further indicates that there are very Lepelle nkumpi 349km, Aganang 412km, and few metered taxis in operation in the CDM Molemole at 344km. area. There are four main points that are being operated by the metered taxis, and There are 285 taxi routes in the CDM and ± these are very informally operated within the 50% of the routes are in the Polokwane local CDM. The fee structure for these is not municipal area. Only 4.4% of commuters use known, and there are no formal facilities for private vehicles as their mode of transport. these operations. Metered taxis operate from the Polokwane International Airport, Transport Savannah Shopping Mall, Meropa Casino and the Ultra City along the N1 highway in the There is no Transport Authorities (TA) within Polokwane Local Municipality. There are only the CDM. Car ownership is low and seven metered taxis registered with the commuters depend on public transportation. provincial Operating Licensing Board and few Further, mobility of communities is a serious of the vehicles carry meters as required by the concern. Road Traffic Act.
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The only rail line is the route from Tshwane to with specific attention to storm water drainage. Musina with the Polokwane, Groenbult and Transportation costs are considered a key Morebeng Stations being the major points of factor that affects competitiveness in the access for mainline passengers in the CDM district. This affects other sectors of business area. The existing line, which runs as a double including tourism as the accessibility of the line between Tshwane North and Pienaars district, and the province at large is made River, falls partly under the commuting area of much costly due to high transport costs arising the Gauteng Province. The whole rail network from the remoteness of the district in relation in the CDM is owned and operated by to other main economic centres of the country. Spoornet, and the rail service only serves long distance passengers. Train facilities in the The White Paper on National Transport Policy Capricorn District are restricted to the main (1996) recognized the challenges facing station in Polokwane. The station has proper public transport provision in South Africa. facilities but serves only mainline passengers Those challenges include fragmented and there are no commuters. institutional and management structures, wasteful subsidized competition, lack of Polokwane International Airport is the only integration of service between modes, lack of commercial airport in the region from where adequate control and enforcement. Above all both passenger services and freight that transport functions and responsibilities movements are undertaken. Numerous were largely fragmented between and within private airstrips exist but are mainly used for the various spheres of government, that is, the tourism and private purposes and not for bulk national, provincial, and municipal spheres of public transport purposes. Public transport is government. This lead to difficulties with the therefore based largely on the road network. effective management and co ordination of The airport is significant in the Transportation providing effective transport services in the System with specific attention to the World metropolitan areas. Cup 2010, tourism, and freight. Polokwane International Airport is the main regional Currently, the Department of Roads and airport in Limpopo, linking Limpopo with the Transport’s policy does not cater for the rest of the World. subsidisation of learners, students and the elderly. The current bus subsidy budget The use of NMT is encouraged within the makes little provision for learner transport. district. The ITP has identified the donkey Subsidised buses serve mainly peak hour carts and bicycles as forms of non motorized commuters and offer limited off peak services transport. The main challenge for the to learners, students and the elderly. Non municipality is the strategy for improving existence of transport authorities within the usage of these two non motorised modes of district is also a challenge. transport including safety measures, infrastructure, signage (visibility), and (c) Interventions regulatory mechanisms. The CDM has implemented bicycle projects through the To address the challenges indicated above, “Namela Le Setshaba” project, and CDM will focus its efforts and resources on established bicycle shops in Lepelle Nkumpi the following strategic components of LM and Blouberg LM. The objective was to transportation capacity and skills avail 800 subsidised bicycles to learners development; travelling more than 5km to school. The • Motivate subsidised public transport learners paid R250 for the bicycle and could coverage in the CDM with the objective of pay over three months. reducing the cost of travel, • Install public transport infrastructure (b) Challenges such as shelters, lay bys, and inter modal facilities, and A key challenge in transportation sector of the • upgrade road infrastructure and streets district is that most roads in the CDM are in between residential and business nodes, poor state of repair (ITP, 2007). The rural roads are poorly designed and not maintained
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• Support the non motorised transport The characteristics of poor South African plan and implement projects, manage households are as follows: congestion; • Few adults in poorer households are • Develop a Central Communications economically active Centre for Incident Management, conduct • Few of the economically active manage road safety audits, address hazardous to find employment locations, motivate law enforcement and • A large majority of the poor find jobs in conduct education and communication poorly paid sectors of agriculture and campaigns. other elementary occupations. This • The District is currently conducting a results in the poor earning less than the feasibility study for the possible formation rich. of the TA. , addressing the transport area, • Gender differentials occur across all its functions, its deciles to the detriment of women. • Tar 4% (100km) of the District routes Women’s lesser access to income earning by 2012. opportunities and lower earnings suggest • Improve access of District Roads by that women will have less access and re gravelling (4%) 100km of roads by control over household’s resources. 2010. • Access to basic services like water and • Improve access to sports facilities to sanitation, electricity, housing, education 80% by 2010. etc. • Reach 0.5% of road users with safety awareness programmes per year. 3.5.1. Education Services (d) Budget (a) Status Quo The following table highlights the medium Stats SA’s Community Survey 2007 estimated term capital expenditure for roads and that about 11% of the District’s population of transportation services. 20 years of age and above had no schooling. The biggest group of people 20 years of age Table 21: Capital expenditure to be spent and above was the group that received some on Roads & Transport primary education (38%). The share of the adult population that completed only matric Unit 10/11 11/12 12/13 was about 9%. Lastly, the group of people Roads R16,645,423 R44, 000,000 R50,000,000 with a diploma or higher degree such as a Public R200,000 0 0 Bachelors, Honours, Masters, or Doctorate Transport was the smallest group in the District. About See list of projects 7% of the Capricorn DM’s population 20 years 3.5. SOCIAL ANALYSIS: BASIC of age and above had a higher education than SERVICES DELIVERY matric. This means that the majority of the population has a low skill level and would either need job employment in low skill The social environment of CDM is analysed sectors, or better education opportunities in looking into the following service delivery issues to define its social status, namely, order to improve the skills level of the area, and therefore their income levels. This means sustainable income/employment, safety and security, poverty, education, health, social that emphasis must be placed on improving education levels in Capricorn District, in order security, basic services, social development, to generate the required skills for economic land and housing etc. development. According to the NPDID report (August 2001), the conditions of the majority According to Global Insight Database, November 2009, 41.3% of people within the of primary and secondary schools in the district are in a poor state. Capricorn district municipality are living in poverty which shows a decline in the poverty rate in November 2008 which was at 55.7%.
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Figure 5: Educational Level within the Since unemployment in the country is District structural, in other words, there is a disparity between the skills supplied and skills required. It is possible that a certain percentage of the unemployed people are skilled, but they
cannot find jobs in their field of expertise.
(b) Challenges
The majority of residents have limited spatial access to social services and places of economic opportunity as they live in scattered settlements across a vast area far from the points of opportunity. They also do not have the financial resources to afford the forms of motorized transport currently available. Yet, even in the long term, the lack of settlement concentration means that it will be extremely costly or even impossible for key social Source: Community Survey 2007, Stats SA infrastructure to be located within walking distance of all settlements. This problem is The figure above shows that 11% of the particularly acute for those living in rural population in the district has no formal villages and on farms. education at all and 34% has only a limited education (below Grade 12). Among these In the absence of sufficient joint planning with groups, income and upward mobility provincial and national sector departments, opportunities are extremely limited in spite of the spatial choices made to guide the location high overall economic growth; they are of public investment in social services and unlikely to find employment in the short to facilities falls beyond the control of the CDM. medium term. At times this results in the location of many social services and facilities (by the sector The level of education in the District mirrors departments and other stakeholders in the occupation profile of the working age development) in places that are completely at population in the area, which is described by a odds with the requirements of the district and high percentage of people engaged in local municipalities’ spatial development plan. elementary professions ( Figure 4 ). The To avoid this disjointedness the sector employed population who are engaged in the departments together with the district and skilled professions such as plant and machine local municipalities should align and work operators, craft and related trades workers, together in project planning and skilled agricultural workers, shop workers, implementation. The alignment will assist in market sales workers, and clerks create the making sure that adequate resources are largest skills group in the District constituting invested in the correct identified areas. 48.7% of the employed population. Within this skilled group, the most common occupations At present, vertical alignment with sector are service workers such as shop and market departments is limited to the inclusion of sales workers. The highly skilled population in project lists into the district and local the Capricorn DM constitutes 22% of the municipalities’ IDPs. At times, the projects employed people. More than half of them are itemised in the lists provided by sector technicians and associate professionals. departments do not materialise and are in contradiction to the desired location of social It is important to note that the above investment. Once the Spatial Development information reflects only the skills and Framework is reviewed, it will inform further occupation of the employed population and refinements of municipal sector plans such as does not provide an insight into the skills the Integrated Transport Plan (ITP) and the available among those who are looking for Water Services Development Plan (WSDP). jobs, as well as the discouraged job seekers.
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Budget line items have been identified for and Culture, municipalities and sector Education sector and HIV/AIDS. departments, namely, the O.R. Tambo games, Indigenous games, Wellness games, Sports (c) Interventions Against Crime, Race Against HIV and AIDS. For recreational purposes, communities also For the community to access health and participate in various indigenous games such education services, the Departments of as morabaraba, kgati etc. Education, and Health and Social Development have made efforts to spread (b) Challenges physical infrastructure and mobile services throughout the district. The challenges relates to the unavailability of The District aims to ensure availability of theatres where artists can showcase their sustainable and accessible health services talents, the sports fields that needs to be and facilities. CDM is in the process of refining developed to acceptable standards, limited its long term strategy for the spatial number of libraries, promotion of arts and development of the district and use it as a culture as well as the maintenance of basis to engage sector departments and also community halls amongst others. However, a guiding tool for future investment location in there are limited activities taking place in this people and infrastructure. regard. The availability of sports and recreational facilities in the district will assist in 3.5.2. Sports and Recreation the fight against crime. (a) Status Quo (c) Interventions Sports and recreational activities are 2010 FIFA World Cup Development coordinated by the Department of Sports, Arts and Culture in liaison with municipalities and South Africa hosted the 2010 Soccer World other sector departments. There are Cup and a major responsibility and established Sports and Recreation Councils in opportunity to maximize the economic and the district and in all the local municipalities. social benefits associated with such event These councils serve as a link between the was undertaken. department and federations. Apart from the Local Sports Councils, there is also a district CDM approaches did not differ much with Sports and Recreation Council (constituted by what the IDP is outlining and this was members of the local Sports and Recreation motivated by the fact that 2010 was viewed as Councils) which is more of a coordinating a catalyst towards changing the socio structure between the district municipality, economic face of the District. Our intervention local municipalities and the provincial was not treated in isolation from our core government, particularly the Department of business and strategic imperatives. Sports, Arts and Culture. The development of Alignment with our strategic thrusts was vital sports in the district is still a challenge. Of all importance to ensure that the projects were the fifty three (53) sporting codes, soccer and implemented as per our development model netball are the most dominant within the enshrined in our IDP. district. This is due to the fact that the district is predominantly rural and, as such, the The District has now partnered with the majority of our people do not have access to Department of Sport, Arts and Culture and suitable sporting facilities, equipments and an also the Office of the Premier in the Province, adequate budget for development Polokwane City and other key stakeholders programmes. such as LIBSA, LTP, etc. CDM has been participating in the Inter Ministerial and The municipality has abundance of potential Technical 2010 Committee Meetings. with regard to Sports, Arts and Culture although not much has been exploited. The Key interventions which are taking place district population participates in activities include the completion of the building of the organized by the Department of Sports, Arts new Peter Mokaba Stadium, training venues,
Capricorn District Municipality IDP/Budget 2010/11 Page 53 such as Seshego Stadium and the building of planning team of the Province (CDM stadium in Mankweng (Erf 613); the upgrading Contributed by procuring trucks of the road network system in Polokwane; • Transport Inter-model planning - beautification of the city entrance and CBD; Fast track and provide guidance in the establishment of the FIFA Fan Park; terms of the inter model transportation opening of public viewing areas (PVAs) in the to be introduced in the District four Local municipalities excluding Polokwane and improving safety and security systems in The 2010 Soccer World Cup tournament will the CBD and stadium. provide an ideal opportunity for the CDM as a hosting District not only to promote tourism There are other important 2010 projects, development in the District, but also to kick which are embarked on by the District. That is start the implementation of the mass mobilisation, re developing access road, aforementioned Local Government Strategic electrification, water and sanitation, Agenda, and to facilitate Local Economic revitalisation of tourist site and historical sites Development in each of the five local and volunteers programme. municipalities. Strategies that CDM have considered (d) Budget pursuing to maximise the likelihood of a successful 2010 Soccer World Cup The following table highlights the medium experience are: term capital expenditure for Sport, Arts and • Capacity building , both on leadership Culture. skills and technical knowledge, which is essential for successful community Table 22: Capital expenditure to be spent participation; on Sports, Arts and Culture • Participation in decision-making , there should be community involvement in the Unit 10/11 11/12 12/13 actual project implementation as a way of Sport, Arts and contributing towards social and economic Culture R1,500,000 R5,450,000 0 development of the host country or city; See list of projects • Make decisions based on accurate forecasting of the full costs and benefits; 3.5.3. Safety and Security • Limit public investment and adhere to a rigid budget, particularly on infrastructure The South African Police Service (SAPS) is projects; responsible for the safety and security in the • Address distributive/equity issues of district. Although, municipalities have a costs and benefits in the host community; legislative requirement to provide for safety and and security services (municipal policing), • Target expenditures towards currently the municipalities within the district investments that leverage existing assets do not have the capacity to render these and will have strong long term economic services. There are Community Policing impact. Forums (CPFs) in all the local municipalities who work in partnership with the police to curb Proposed 2010 Projects (as per Local crime in the community Government Strategic Agenda and our participation in the planning committee): According to the World Economic Forum’s • PVA - To identify one PVA which will “Global Competitiveness Report” 2006 2007, be located in Blouberg Municipality, South Africa scores very low in terms of provide funding and make sure that security. In the 2006/2007 report, its rank in there is clear coordination of such terms of security dropped from 90 to 94. Lack project of security is deemed to be one of the most • Mass Mobilisation - Robust mass damaging factors in business development as mobilisation it negatively affects costs of doing business in • Disaster Management - Support and the country and access to highly skilled participate in Disaster Management labour.
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challenged with regard to crime prevention For the district to achieve economic growth, infrastructure and efforts in that it has safety and security is required to attract insufficient police stations, magistrates and investments and thus create jobs and poverty satellite police stations; poorly equipped police alleviation. stations; Poor visibility of police within communities; Lack of reliable local crime (a) Status Quo statistics (impairing planning). However, the establishment and existence of the community Safety and Security Facilities policing forums and the sector policing managers will help a great deal with issues In terms of law enforcement facilities, CDM related to safety and security. has 15 police stations and 5 magistrates spread across its local municipalities. The other challenges with regard to crime relates to the unavailability of street lights in Crime Rate some areas, houses that are not numbered, street not named, roads that are not The table below indicates the number of upgraded, lack of infrastructure (shelters and reported crimes in the 15 stations within the crisis centres, recreational facilities, no district. A significant decrease in the crime funding for CPFs. Various communities rate is observed. There has been a decrease express dissatisfaction with the level and from the overall total of 29512 reported cases quality of policing within their wards. The in the year 2003/04 to 24490 cases reported functionality of policing/safety forums where in the year 2008/09 (17% decrease). they exist is also non satisfactory. It is also believed that crime is attributable to Table 23: Reported Crimes within the unemployment, alcohol and drug abuse, District illiteracy levels, dark remote areas, bushy STATION NUMBER OF REPORT ED areas, too many shebeens, family violence, NAME CASES vacant houses and peer pressure amongst 2003/04 FY 2008/09 FY the others. Alldays 356 136 Hlogotlou 1095 1057 However, the municipality has forged Lebowakgomo 2581 2796 partnerships with SAPS in the fight against Maleboho 482 443 crime and have made budget available in that Mankweng 3523 3131 regard. The municipality is also in the process Matlala 647 832 of developing by laws to regulate on issues Mogwadi 935 544 that lead to crime. Morebeng 837 775 Polokwane 12957 9022 (c) Interventions Roedtan 207 132 Senwabarwana 889 714 To address the safety and security problem in Seshego 3495 3441 the country a number of national initiatives Tolwe 144 96 have been launched including: Zebediela 643 594 • Missing children programme Magatle 721 777 • Business against crime Total 29512 24490 • Eblockwatch that connects Of all the reported cases, contact crime (crime neighbourhood watch, police task against the person), contact related crimes teams, specialized industrial support and other related crimes ranked high. teams, security companies and police reservists, South African Women's (b) Challenges Agricultural Union with its 10,000 members scattered across South Aganang is served by only one police station Africa, Township patrols, and over 55 and no magistrate courts, whereas Polokwane 000 ordinary South Africans18. is the only location with a mobile, a trauma • Neighbourhood watches and a victim support centre. The district is • Police forums
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• National Crime Prevention Strategy Lepelle/Nkumpi Municipal areas. Aganang with programmes aiming at19: Municipal area is serviced from Polokwane, • Making the criminal justice system Lepelle/Nkumpi and Blouberg and this more efficient and effective depends on which area is closer to the • Designing systems to reduce the incident. opportunity for crime and increase the ease of detection and identification of The main objective of fire and rescue services criminals section is to prevent the loss of life, property • Changing the way communities react and protect the environment and to enhance to crime and violence the principle of safer communities. Other • Improving the controls over cross objectives include rescue services, fire border traffic related to crime and prevention and public education. reducing the refuge which the region offers to international criminal Disaster risk management centre is located at syndicates. the Polokwane fire station catering the entire district. Main Disaster hazards identified in the CDM has also identified Crime prevention as District are; Strong Winds, Flash Floods, one of the district wide priorities. Crime Drought, Epidemics, Veld fires, Transport prevention goes beyond the provision of Emergencies and now of late, civil unrests. police stations and police services. It implies Almost all communities in the district are that the broader communities in collaboration affected in one way or the other by these with all spheres of government have to be hazards but of cause, the degree in which partners in crime prevention. In support of they are affected differs based on their this priority, CDM will continue to collaborate vulnerability. with stakeholders to reduce the rate of crime in the district. In collaboration with various The aim of this service in CDM is to be pro stakeholders in the 2008/09 financial year, active in prevention of disasters, fires, crime prevention and awareness campaigns reducing other risks in the area, provide were organised in identified crime hotspots. In excellent service to the community and those addition, a number of community policing who are travelling through the area. forums exist across the district though some wards are without. Underpinning the aim of the service is the following objectives: CDM and its local municipalities will • Prevent disasters, loss of life, property continuously mobilize communities to both and injuries from emergency incidents participate in policing/safety forums and and reducing the risks in our encourage people to collaborate with the communities, police in fighting crime. To this effect a limited • Provide excellent community safety budget is available within the municipality as services delivered by competent and indicated above. diverse workforce, • Being an active partner in improving 3.5.4. Fire and Rescue Services and the quality of life for local people, Disaster Risk Management • Delivering value for money services. • Create a strong efficient organization (a) Status Quo responsive to all disaster and emergency challenges; In terms of Municipal law, Fire and Rescue • Create an organization that engages, services is the function of the District listens and learns from others and Municipality. Currently this function is partly correct our past mistakes; performed by the District Municipality as • Create safer and resilient communities; Polokwane Local Municipality is responsible • Create value for money organization for the function in its area of jurisdiction as per build upon continuous improvement. the MEC’s resolution. Fire & Rescue services are currently provided from the fire stations located at Blouberg, Molemole and
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(b) Challenges the communities on the use of the equipment and materials procured. • The insufficient space for the disaster risk management centre poses a (d) Budget serious challenge to the administration and delivery of these services. The following table highlights the capital • Lack of land for the re location of the medium term expenditure for emergency and disaster centre. disaster services. • Lack of proper and insufficient vehicles and equipments (two way radio Table 24: Capital expenditure to be spent communication, control room equipment on Disaster Management and call points that require upgrade) in Unit 10/11 11/12 12/13 the fire and rescue services is still a Emergency challenge as they affect communication & Disaster R5,790,000 R950,000 R2,000,000 and the turnout time. See list of projects • Lack of fire and rescue service coverage at Aganang Local 3.5.5. Environmental Health Services municipality area and the distance to be travelled to emergency incidents to In terms of an Authorisation by the Minister for render services in support of local Local Government, which took effect on 1 July municipalities is not effective and in 2004, Municipal Health Services (MHS) line with the best practices. competency will remain with District • Transfer of Polokwane fire services to Municipalities and Metropolitan Municipalities. the District. This means that no local municipalities are • Vacancies that are not filled. authorised to render MHS since that date in terms of legislation. (c) Interventions (a) Status Quo Polokwane Municipality was requested to provide land (location: Sterkloop Portion 10. 6 Whilst the definition includes only the below hectares) for purposes of relocating the functions, it does not exclude other related disaster risk management centre and an functions. Although the transfer of functions to application is being considered. Capricorn District Municipality was completed from 1 July 2008, a total number of 28 CDM has purchased the emergency vehicles municipal health staff was only transferred to and equipments to address the turnaround the District municipality on the 01 st October problem associated with the provision of 2008. emergency services. Plans have been put in place to establish a fire and rescue service in The National Health Act, 61 of 2003 defines the Aganang area. To achieve the objectives, Municipal Health Services as including: CDM will improve communication networks for Water quality monitoring Food control incident reporting; ensure compliance with the Waste management Disaster Management Act. Awareness on Health surveillance of premises environmental issues will also be raised. Surveillance and prevention of communicable diseases, excluding CDM will ensure that approval of new building immunisations plans consider fire compliance, regulate the Vector control handling and storage of flammable liquids Environmental pollution control including hazardous materials and conduct Disposal of the dead building inspections to reduce the vulnerability Chemical safety (which is a local municipal of the community as a result of fire. It will function, but forms an integral part of the conduct awareness campaigns and support MHS scope). It excludes port health, community based partnerships regarding fire malaria control and control of hazardous and disaster management, including training substances .
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As a result of the Ministerial Authorisation the (c) Interventions current service providers (Polokwane Local Municipality and the Department of Health and The National Treasury will be approached to Social Development) may no longer render consider funding for this function to assist the Municipal Health Services. Section 78 municipality to fully capacitate and perform the processes of the Municipal Systems Act for MHS function efficiently and effectively. municipal health services have been completed. Currently Polokwane municipality (d) Budget still provides MHS in the Polokwane city while CDM provides the service in the rest of the The following table highlights what proportion district. The final arrangement for the of the capital medium term expenditure the provision of MHS within the district will be municipality will spend on environmental finalised once discussions between CDM and health and waste management. Polokwane have been completed. The Section 78 process for MHS as completed, Table 25: Capital expenditure to be spent have identified that CDM would need a total of on Environmental Health and Waste 81 environmental health practitioners to Management perform this function instead of the current 28. Unit 10/11 11/12 12/13 Environmental Since the District is the custodian of municipal Health health services, it has the authority for the Services R500,000 0 0 adoption of uniform by laws applicable and for See list of projects the planning of the function (MHS) throughout its municipal area. However, district 3.5.6. Telecommunications municipalities may delegate where appropriate to the local municipalities in its The 2007 community survey indicates that the area of jurisdiction, the actual provision and use of telecommunication is satisfactory within the day to day management of the services in the district. Approximately 58% of the terms of the Service Level Agreement (SLA). population within the district has access to some form of telecommunication system, with The Municipal Health system function within the highest number of the population (38%) the Capricorn district municipality ensures that using radio and 36% using cell phones. there is improvement in the quality of food Internet, television and telephone facilities are supply, monitors the potable water supply the least used within the district. quality by health facilities and within the schools, inspection of premises for proper Figure 6: Telecommunication sanitary facilities (schools, crèches and pre schools, the school nutrition programmes, health facilities) as well as the holding of formal health and hygiene education sessions. (b) Challenges Currently the CDM area is underserviced due to understaffing, as identified by the Section 78 processes. The function as transferred from the Department of Health and social development is underfunded, and that staff/officials do not have their work tools to perform their functions effectively and Community survey, 2007 efficiently. The study further indicates that Polokwane is the most advanced within the district with regard to the use of telecommunication at 46.63%, followed by Lepelle Nkumpi LM at
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22.40% and Aganang LM at 11.77%. 3.6.1 Local Economic Development Molemole and Blouberg LMs are the least advanced in terms of telecommunications (a) Status Quo both standing at 9.89% and 9.31% respectively (see figure below). CDM’s role with regard to local economic development is primarily to facilitate, co Figure 7: Access to Telecommunication ordinate and enable economic development per LM within its municipal area. It is committed in meeting the infrastructure requirements of existing and future businesses and the Millennium Development Goals (MDGs).There is an approved LED strategy which is aligned with the national LED framework, PGDS, EPWP, ASIGISA; PPP; NSDP. The district LED forum has been established and functional. Most people in CDM derive their income from the tourism industry and the informal sector. Many CDM households earn income from household spazas, hawking, or simple peddling of goods, especially in small villages Community survey, 2007 and the townships. Majority of these households only trade around the time of Rural municipalities such as Aganang, specific events such as pension days and Blouberg, Lepelle Nkumpi and Molemole are holidays. However, people in CDM have been marked by a very high Information, driven into this situation due to necessity, Communications and Technology (ICT) which particularly affects female headed divide. These areas are affected by factors families. A significant proportion of the such as illiteracy, lack of computer skills and population is also dependent on the income lower household incomes that contribute to generated by others. Most residents have the urban rural gap. The low penetration and limited prospect of generating an income quality of fixed line telecommunication through formal employment. services remains a key challenge in rural areas of the district. Although recent The opportunity exists for a broad range of developments and cost reductions in wireless institutions and stakeholders to promote communication technology permit the development programmes within CDM, but to availability of telecommunication services at a larger extent this is inhibited by a lack of any spot in the globe, there is still a cost coordination on the part of these stakeholders. barrier that rural communities will easily The objectives set to direct economic overcome . development are as follows: • To create an environment that would 3.6. ECONOMIC ANALYSIS: LOCAL stimulate economic growth and ECONOMIC DEVELOPMENT development over the next 5 (five) years This section will give an overview of the • To create and promote Local economic status of the district as it relates to Economic Development (LED) how the district’s economy is growing and initiatives in the SMME sector; which sectors contributes more to its growth, • To increase job creation in the district employment trends as well opportunities and by 20% on an annual basis. threats. • To support and promote major economic sectors in the district including agriculture, mining, tourism, manufacturing and construction.
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• To promote the district as a tourism scheme roles to guide investment and derive and investment destination benefits from agglomeration. It would also • To promote Broad Based Black support passenger and goods transport Economic Empowerment (BBBEE) services, engaging in partnerships with a within the district. range of private sector operators in the districts, and assisting SMMEs and emerging There is a range of institutions and entrepreneurs. In respect of the second stakeholders that could promote development economy, the municipality will give preference programmes within CDM. This to a larger to labour intensive project design and ensure extent is inhibited by un coordinated and lack broad based procurement, respond to of focus on the part of these stakeholders. indigents who cannot afford services and Most of these institution and stakeholders ensure that the local municipalities Land Use adopted a unilateral approach in addressing Management scheme roles do not hinder development programmes. There is a dire survival and informal economic activity. need to adopt an integrated approach in planning, identification, implementation, It will also focus on enhancing livelihoods monitoring and evaluation of development including the provision of water for food and programmes. This would ensure that scarce other productive and consumptive services, resources are inwardly focused and utilized facilitate improving the efficiency and sparingly. There are several LED and poverty coverage of national, provincial and other reduction initiatives currently underway, welfare services, facilitate community based mostly by national and provincial government economic development interventions (for departments. Most of these are poverty example, micro lending and financial literacy reduction projects within the CDM. Economic programmes) and improve the efficiency of growth is a vehicle for pulling those who are existing rural livelihoods programmes of economically marginalized into the sector departments such as municipal mainstream economy, through employment commonages establishment. Finally, the creation. municipality will also investigate and develop a strategy to improve the situation of people However, CDM recognizes the economic living on farms. development needs of those who cannot be absorbed into the first economy in the short to Capricorn includes rural settlements, which medium term (that is, the survivalists). Current have a high level of poverty. Local economic unsustainable LED micro projects are not development initiatives have been planned to seen to be appropriate given the scale of support of SMMEs, that is, job creation economic marginalisation. opportunities, well being and economic growth. However there is a need for an As a consequence, the municipality intends to appropriate institution or body to take full support the livelihoods of those who are on responsibility for the facilitation and the margin of the economy. CDM shall adopt implementation of the opportunities. The a differentiated and targeted approach to District is currently conducting feasibility study economic development and poverty alleviation to formulate the Capricorn Economic interventions; and will be taking distinct Development Agency (CEDA). The main measures to support both the first and the objective of the agency is to implement local second economy and where viable and economic development and avoid red tapes. beneficial their potential linkages. 3.6.1.1. Economic Growth Some of the instruments the municipality will draw upon in order to implement the first In 2008, Capricorn District outperformed all economy support approach includes; other districts in Limpopo, recording the continuing to perform the infrastructure highest growth rate of 4.5%. The second and development role, the procurement system third highest growth rates were recorded by and policies, using the Spatial Development Sekhukhune District and Mopani District at Framework and supporting the local 4.3% and 4.1% respectively. municipalities’ Land Use Management
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Figure 8: Performance of District Economy formulating guidelines for retaining the in Limpopo existing businesses, assisting in their expansion and attracting new investment to the area. 3.6.1.2. Employment Trends A significant number of economically active males are working in other districts and provinces such as Gauteng to earn an income and return home to their families over weekends or month ends. This means that a significant proportion of the population is dependent on the income generated by others. According to Global Insight Database, October 2009 Capricorn District had an unemployment rate of 27.7% (official Source: Global Insight Database, October 2009 definition) in 2008. This means that Capricorn District has an unemployment rate that is The table below shows that in 2006, Capricorn higher than that of South Africa (23.1%), but District Municipality’s economic growth rate lower than that of Limpopo (27.9%) (See table (7.9%) was higher than that of South Africa below). (5.3%) and Limpopo Province (5.2%). Table 27: CDM Unemployment Rate Table 26: CDM’s Economic Growth Rate South Capricorn 2006 2007 2008 Africa Limpopo District South Africa 5.3% 5.1% 3.1% Unemployment Rate in 2008 23.1% 27.9% 27.7% Limpopo 5.2% 5.0% 2.3% Capricorn District 7.9% 7.0% 4.5% A total of 161 496 people were employed in Source: Global Insight Database, October 2009 the formal sector in Capricorn District in 2008. The sectors that contributed the most to In 2008, the economic growth rates of South employment were Community Services Africa, Limpopo and Capricorn District all (31.4%), Households (19.7%) and Trade dropped in reaction to the global financial (13.5%), while the least contributing sectors crises. However, Capricorn District’s were mining (0.3%), Electricity (0.9%) and economic growth rate (4.5%) still exceeded Transport (4.1%). both the economic growth rates of Limpopo Province (2.3%) and South Africa (3.1%). Capricorn District Municipality is faced by a development problem in that the economy includes areas which are relatively isolated rural settlements with high levels of poverty as well as nodal development hotspots offering specific investment opportunities. Having specific coordination and facilitation responsibilities, which need to be addressed in an innovative manner to initiate and promote integrated and sustainable development and to attract investment, the District commissioned a study on investment and marketing strategy which is aimed at
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Figure 9: Percentage of People Employed Figure 11: Percentage recipients of grants per Sector per LM
Community survey, 2007 Furthermore, the majority of the population Community survey, 2007 receiving social grants resides within the Polokwane LM at 39.91%, followed by The informal sector employed a total number Lepelle Nkumpi LM and Blouberg LM at of 71 990 people in 2008. This means that 20.63% and 15.83% respectively. about 69.2% of the total employed population is in formal sector, whilst 30.8% are employed The table below shows that most grants in the informal sector of the economy, received within the district is the Child support according to Global Insight Database, October grant at 23.30%. This further validates the 2009. fact that unemployment is a great concern within the district. 34.49% of the total population within the district relies on social grants provided by the Table 28: Social Grants South African Social security Agency. This TOT NO. OF GRANT NAME % TOTAL shows an increase of 2.89% in the number of RECIPIENTS people relying on government assistance as Old Age Grant 90880 7.31 compared to the 31.60% as recorded by the community survey 2007. (See figure below) Disability Grant 25585 2.06 War Veteran Grant 47 0.00 Figure 10: Total Recipients of grants within Combination 142 0.01 the District Grants Grant In Aid 2402 0.19 Foster Care 16991 1.37 Grants Care Dependency 3040 0.24 Grant Child Support 289684 23.30 Grant TOTAL 428771 34.49 SASSA, SOCPEN, October 2009 In trying to address issues of unemployment Community survey, 2007 within the district, CDM has embarked on a programme called the creation of skills labour pool where a database of the unemployed is kept and updated continuously which will assist to facilitate skills absorption in the district.
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One other programme embarked upon was respectively. This can largely be attributed to the capacity building for small traders. 304 the location of Polokwane in the district, which small traders across the district were trained has always been the economic hub of the in various areas of Management which province. The fact that the district’s economy included record keeping; business income is relatively highly concentrated mainly on the and expenditure; strategic planning; customer four sectors does not augur well for the care; by laws that affect small traders, district, due to the fact that economic shocks marketing and business Plan development. which affect these major sectors may not be The rationale of training was to capacitate well tolerated by the economy. small traders operating in an informal economy a sector that makes an important According to Global Insight Database, contribution to the economic and social life of October 2009, Waterberg District was the Capricorn District. The training came after the largest contributor (28%) to Limpopo’s Municipality came to a realization that most economy in 2008. Waterberg’s economic traders lack basic business skills. growth is driven mostly by the mining sector. Capricorn District is the third highest The traders were drawn from Polokwane contributor (23%) to Limpopo’s economy, as CBD, Molemole Dendron, Lebowakgomo illustrated in the above graph. Plaza in Lepelle Nkumpi, Senwabarwana in Blouberg and Tibanefontein in Aganang. Figure 13: Percentage Contribution of Districts to Limpopo’ Economy 3.6.1.3. Sectoral Size in CDM’s Economy In 2008, the sectors that contributed the most to CDM’s economy were Community services (30.2%), Finance (30.0%), and Trade (13.6%). The three sectors that contributed the least to the economy were Mining (0.7%), Electricity (2.6%) and Construction (2.6%).
Figure 12: Sectoral Contribution to CDM’s Economy Sectoral contribution to CDM's economy
Agriculture, 3.5% Mining, 0.7% Manufacturing, 5.2% Electricity, 2.6% Construction, 2.6% Source : Global Insght Database, October 2009
Community services, 30.2% 3.6.1.4. SMME Development and Trade, 13.6% Empowerment Transport, 11.5% Capricorn District Municipality is further training learner construction companies under Finance, 30.0% the EPWP Initiative with active assistance from the Limpopo Public Works Department, National Public Works Department, ABSA
Source: Global Insight Database, March 2009 Bank, International Labour Organization & CETA. All the projects were selected through It is a matter of concern that one of the largest a consultative process that culminates with sector, Community Services at 30.2%, which our District Municipality Council adopting the consists of government services, is driving the IDP. That process is compliant with nationally economy. The only three other sectors with accepted norms and standards as notable contributions are finance 30.0%, trade contemplated in the NSDP, PGDS, SDF, IDP and transport with 13.6% and 11.5% and LED strategies. The District is currently
Capricorn District Municipality IDP/Budget 2010/11 Page 63 reviewing the LED strategy and developing There are various support networks existing in the Investment study to enhance strategies to the country and in the Limpopo Province that grow the District’s economy. aim at promoting investment in the region, namely, the Department of Trade and 3.6.1.5. Income Distribution investment (DTI), independent development corporation (IDC), Trade and Investment The community survey indicates that, roughly South Africa (TISA), Small Enterprise 50% of households within the district have no Development Agency (SEDA), Trade and income, with 25% earning between R1 400 a Investment Limpopo (TIL), Limpopo month. The third most significant income Development (LimDev), Limpopo Local grouping is those people earning between Economic Development Programme (Limpopo R800 R1600 (around 13% of the district LED), Limpopo Exporters Advisory Council population). In all these instances the pattern (LEAC) and the Limpopo Business Support is fairly consistent across the district with no Agency (LIBSA). LM showing a different pattern. Such a consistent pattern of income distribution does According to CDM investment and marketing raise questions about the economic dynamism strategy, almost all of the local municipalities of the LMs that reflect high economic growth in the District have some form of business rates. associations that promote networking and a coherent approach to business and economic Figure 14: Income Proportions development. In Lepelle Nkumpi business associations like LED, agriculture and tourism forums exist and remain active in matters pertaining to local and district LED. The Blouberg Municipality has an active Community Tourism Forum, Farmers Association, Red Meat Cluster and not so active LED forum. A Farmers Association exists in Molemole. There is no evidence of any business networks or associations in Aganang. Polokwane is the most organized in terms of business associations and networks, to the extent that organizations based in Polokwane would often lend support to LED activities elsewhere in the District. Source: Stats SA, Community Survey 2007 3.6.1.7. Fixed Capital Investment by Districts 3.6.1.6. Investment Limpopo attracted R22.03 billion of fixed The CDM ‘s investment and marketing capital investments in the period under review strategy highlights that most of the Local (2008/09). In 2008, Capricorn District Municipalities in the district are unable to offer recorded the third highest investment of R5 support to local business, attract new billion, the highest being recorded by investors, and to market the area properly. Waterberg District (R8.053 billion). The Only one out of the five municipalities has an Waterberg district received 36% of investment Investment Promotion Centre, none of the flows in 2008 due to mining, electricity and municipalities has incentive packages and water projects taking place within the district. only Lepelle Nkumpi LM has a database of The above table shows that Capricorn potential investors. At the same time the Local District’s fixed capital investment decreased Municipalities are lacking promotional from R6.111 billion in 2007 to R5.0 billion in material, and their marketing activities are 2008. generally limited to exhibitions and summits.
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Figure 15: Fixed Capital Formation by 3.6.1.8. Access to Markets District Access to SADC markets is obtained through Fixed Capital Formation by Districts 2008/09 the N1 highway. The national route also links Sekhukhune Vhembe the Limpopo Province with the Gauteng 18% 16% Province. A rail line parallel to the N1 highway traverses the Province, through the district, Mopani providing railway transportation towards the 7% City Deep Industrial Zone in Johannesburg and SADC countries. The Capricorn DM is connected with the Maputo Corridor running between Johannesburg and the Maputo Port in Capricorn Mozambique through the Phalaborwa Waterberg 23% Corridor. 36%
TIL Investment Tracking Lekgotla Report, March 2009 Figure 16: Limpopo Province main Road Network
The main road link in the Phalaborwa Corridor compared to a thousand kilometers distance stretches from the N1, north of Polokwane, to the port in Durban. eastwards through the rich agricultural area around Tzaneen towards Phalaborwa. It then In addition, the Capricorn DM is linked to the turns south to link with the Maputo international markets by air through the Development Corridor at Nelspruit. Therefore, Gateway International Airport situated in industries in the district have access to deep Polokwane and on the Cape to Cairo water ports through the Maputo Corridor (N4 highway. Since 2005, the airport offers highway) linking Johannesburg and Pretoria improved services and in the future will offer region with Maputo and Matola in such facilities as a new terminal and larger Mozambique. The Maputo port is located 300 freight and cold storage capacity. 400 kilometers from the main mining and agricultural regions in the Limpopo Province
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Other corridors include: rivers and the Glen Alpine Dam in the LM The East-West Corridor : it covers the mining ensure water for irrigation purposes. The area and econ tourism areas in the west central is highly vegetated – 392,136 ha of the region of the Province Blouberg LM are under some form of The Trans-Limpopo Corridor : follows the N1 vegetation. Agriculture activities in the from Polokwane into Zimbabwe. municipality are mostly subsistence farming. According to the Department of Agriculture, 3.6.1.9. Exports/ Imports 106,000 ha are suitable for irrigated agriculture. According to the Local Economic In 2008, Capricorn District recorded the third Development Plan (LED) of the LM, the most highest exports of R1.3 billion, the highest important factor limiting agricultural production being recorded by Mopani District, according and development in municipality is the to TIL: Investment Tracking Legotla Report, availability of water. A large part of the March 2009. Capricorn District has recorded municipality’s available agricultural land is the third lowest imports of R0.3 billion in 2008. vegetated. According to the Department of Agriculture, 165,000 ha are suitable for 3.6.1.10. LED Opportunities and agriculture, but vegetated. Only 1,300 ha are Threats within CDM suitable and available for agriculture, while 34,000 ha are already cultivated. (a) Agriculture More than 90% of Molemole municipality’s The CDM’s investment and marketing land has low to moderate agricultural strategy indicates that the agricultural sector potential. Approximately 7% of land has lost approximately 187 employment moderate to high potential. The land with the opportunities since 2004. Most of the jobs highest agricultural potential can be found on were lost due to the declining competitiveness the eastern part of the LM. According to the of this sector in the Capricorn DM. Given the Department of Agriculture, the LM has number of jobs lost in the agricultural sector 140,000 ha suitable for agriculture. and the importance of this sector to the local Approximately 6,000 ha of land in Molemole economy, it requires continuous monitoring. have high agricultural potential. The agricultural sector have a contribution to The land in the Polokwane LM has low employment in the District, even though this agricultural potential. The Department of sector’s full potential is not yet realised in the Agriculture indicated that the availability of economy. The main agricultural products water for irrigation purposes in the LM is a produced within the District are: Potatoes, constraint to agriculture. Tomatoes, Eggs, Broilers/Beef, Pork, Citrus and Maize. The Capricorn District is home to one of the largest citrus estates in the country, namely, Aganang LM has a low potential for Zebediela Citrus Estate which is located in the agriculture. There are patches in the LM that Lepelle Nkumpi Local Municipality. The has more agricultural potential– this is due to District also has thriving livestock farming. the rivers traversing the LM. Along the The LGDS identified potential for a red and Nokayamantala and Matlala rivers, as well as white meat cluster in the District. The CDM the Natse River and Houtriver, one can find SDF (2008) identifies the high agricultural agricultural land with low to moderate potential, especially around settlements in the capability. The rivers also ensure water for District. irrigation purposes. The land cover in the LM is mostly vegetated. According to the High agricultural potential also exists along Department of Agriculture, approximately the rivers in the District especially the 10,000 ha suitable for cultivation is currently following: not under any form of cultivation. • The Natse River in the Blouberg and Aganang LM. Almost 60% of the land in Blouberg LM has • The Nokayamantala and Matlala River low to moderate agriculture capability. The in Aganang LM
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• The Sand river in Molemole LM Mining holds major possibilities for the District, • The Diepriver in Polokwane LM especially the Lepelle Nkumpi Local • The Olifants river in Lepelle Nkumpi Municipality. The sector presents a number of LM backward and forward linkage opportunities for the entire district and there is considerable (b) Mining potential to utilize the mining sector as a catalyst for developing other economic The mining resources in the Capricorn District activities by strengthening these linkages. The are predominantly clustered in the Lepelle platinum mining developments, especially in Nkumpi LM. The District, through Lepelle Lebowakgomo and the envisaged shaft in Nkumpi, forms part of the Platinum Mining Makurung, the revitalization of diamond mine Cluster on the Dilokong Corridor. In in Zebediela, as well as brick clay mining Lebowakgomo, the new Musina Platinum development in Zebediela could create Mine has been commissioned. opportunities for SMME’s along the value chain. Access to these opportunities would Other mining operations in Lepelle Nkumpi require negotiations with mine management. include: There are also numerous opportunities along • LONMIN in Ga Mphahlele (platinum, the platinum corridor traversing the District, as chrome, granite) identified in the PGDS. • Rooibosch Mining Operation in Zebediela Blouberg LM also has potential for platinum • Granite Mining Operation mining around Harrieswith. The Molemole LM • Diepsloot Mining Operation is known for its granite mining, Polokwane has silicon potential and Aganang LM has The mining sector contributes 0.3% to local reserves of platinum and iron that could be employment, which gives a lower importance exploited. Most of the minerals mined in the to the sector in terms of job creation. The District are currently exported in raw form. analysis of its employment dynamics on the Therefore, potential for mineral beneficiation national and local levels highlight that the in the District exists, with Polokwane LM local sector’s employment is growing slower indicating that it would like to be positioned as than on the national level. It requires special mineral processing and beneficiation hub. attention from the government to ensure that jobs created within the sector are not lost. The biggest opportunity in the mining sector is in the support of small businesses linked to Although mining in the District contributes the mining industry. Mining houses and hostel insignificantly to employment and to the local requires catering services (which again links economy, it plays a significant role in the with agricultural development because local economy of the Lepelle Nkumpi Local farms could supply fresh vegetables and Municipality. According to the Lepelle Nkumpi meat), cleaning services, and repairing of LED, the mining sector contributes 21.5% to machinery. Manufactured inputs could also be the GDP in the municipality. The mining supplied to the mines. sector of the Lepelle Nkumpi LM contributes nearly 40% of the mining sectors output in the (c) Tourism District and nearly half of the District mining sectors employment. Therefore, it is evident Capricorn District Is Named after the Tropic of that it is vital to the local economy in terms of Capricorn, which passes through the northern government earnings and bringing money into section of Limpopo. It stretches lithely from the region. Loss of jobs would mean the the Ysterberg, along the foothills of the lush closure of mines or decrease in production Wolkberg Mountains, to the Tropic of output, which would eventually lead to a lower Capricorn in the north. It is ideally situated as contribution to the GGP and lower a stopover between Gauteng and the northern government earnings. areas of Limpopo and between the north western areas of the country and the Kruger National Park.
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It is also in close proximity to the neighboring to very luxurious establishments. countries of Botswana, Zimbabwe and Mozambique. The major centres of the Camping sites, bed & breakfast Capricorn District include Polokwane, establishments, self catering chalets, holiday Dendron, Sekhukhune and Zebediela, the last resorts, game lodges and hotels are some of being home to one of the largest citrus farms the facilities are available in the district. in the southern hemisphere. According to Limpopo Tourism and Parks (LTP), there are 64 accommodation The fascinating diversity of the region, establishments within the CDM. incorporating grassy plains, bushveld and misty mountains, as well as a myriad plant Alldays and Polokwane have been identified and animal species, makes it a veritable as the two most places to be visited within the treasure chest for the traveler. The region has district by LTP. Alldays is a small town that mines, farms, forests, cultural villages, dams, holds a distinct rural charm. Alldays and the art, game and monuments, as well as a villages of Vivo and Dendron serve an fascinating and diverse people. It is the centre extensive area of private game and hunting for local African culture, to which the farms. Prolific game including the 'Big Five' numerous towns south of Polokwane and excellent accommodation and good hunting north of Mokopane attest in the coming facilities attract many domestic and together of carefully preserved social international trophy hunters. Various traditions and indigenous identities. interesting tours are available for the spouses and partners of hunters, including a visit to the Capricorn is a land of beautiful and archaeologically significant Mapungubwe Hill. contrasting landscape, which is typical of Three taxidermists operate in the area. Citrus Africa hence it has become a favorite farming on the banks of the Limpopo River is destination for leisure and adventure travelers also an important economic activity in the worldwide. Experience the district of infinite district. The Blouberg ('blue mountain') range scenic beauty with a great diversity of natural has a large surface of protected wall where and manmade attractions, rich cultural climbers will find good solid rock. Most of the heritage and an abundance of wildlife and climbing spots are on private land but nature based tourism activities. climbers can make arrangements through the Alldays Mountain Club. Several giant trees Below is a range of activities that a tourist can that occur in and around Alldays are another enjoy within the district: noteworthy feature of the area: a baobab at Air experience charter flight and micro Bakleikraal, 21 m in circumference; a wild fig lighting in Alldays itself, larger than the famous Culinary experience African food, coffee Wonder Tree in Tshwane; and a nyala tree shops, family restaurants, pubs, seafood etc. that covers a surface of 100 m². Land Activities caving, hiking, canyoning, mountain biking, paintball e.t.c The following are among the areas that have Wildlife Experiences birding, game drives, high potential and attract tourists: game walks, hunting, walking safaris Etc • Eersteling Monuments The site of Business, Venues and Wellness casinos, the country's first gold crushing site conference centres, health spas, team and its first gold power plant are building, tour operators and travel agencies marked by monuments. Open Air Education, Culture and Heritage art Museum This museum depicts the galleries, cultural villages, education centres, traditional and modern day culture and museums monuments, heritage centres, rock lifestyle of the Bakone people Other arts sites and universities. attractions include: • The Bakone Malapa Cultural CDM offers a large number of accommodation Museum Northern Sotho Open Air options. Facilities at the numerous Museum, which depicts the traditional accommodations in the district vary, ranging and modern day lifestyle of this from rustic camps and chalets close to nature, people.
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• The Polokwane Game Reserve , which has more than 21 species and The Capricorn District serves as a provincial offers scenic walks. tourism gateway for Limpopo. It is situated • The Savannah Mall , a modern between Gauteng and the Northern areas of shopping centre. Limpopo and between the North Western • Peter Mokaba Stadium will be used areas and the Kruger National Park. It is a for matches for the 2010 World Cup. gateway to Botswana, Zimbabwe and • Makgabeng Rock Art with a potential Mozambique. The district boasts a number of to attract a lot of tourist both domestic natural heritage sites such as Brackenhill and and international. Goedehoop, Makgabeng Rock Art and the • Religious pilgrimage i.e. ZCC Moria ZCC pilgrimage (Moria). Capricorn is and historical churches pilgrimage also considered to have a high rate of tourists has a high number of tourists visiting influx wherein demand is higher than supply. the district. Polokwane is the tourism Mecca of the • Zebediela Citrus Estate (Agri district. The City of Polokwane is endowed tourism) also has potential to increase with a casino, museums, shopping facilities, inflow of tourists. art gallery, cultural village facilities and nature • Meropa Casino as a gambling hotspot reserves. The Polokwane Municipality also boasts a good supply of accommodation • The development of the Mall of the establishments and an inter modal North will stimulate spinoffs in the transportation system. value chain.
The tourism potential of the District is also Car transport evident in municipalities such as Molemole, Lepelle Nkumpi and Blouberg. Blouberg has Road transport is by far the preferred way of two nature reserves – Maleboho and Blouberg travelling as it enables tourists to enjoy the Nature Reserves. In Lepelle Nkumpi there is wonderful scenery of this beautiful province the Zebediela Citrus Estate as well as the and the district alike ( self drive routes ). Wolkberg Wilderness, Lekgalameetse Nature International tourists who arrive in South Reserve and Bewaarskloof Reserve. Africa by air have the option of renting self Molemole has the Tropic of Capricorn drive cars. There are five registered car rental stopping point on the N1 which includes the companies in Polokwane, with 4 at the Motumo Trading Post and the agricultural gateway airport while one is within the region around Mogwadi – well known for its Polokwane CBD. annual potato festival. The Aganang Municipality has numerous cultural and Air transport heritage tourism resources.
Polokwane Gateway international Airport, 5 Challenges facing the Tourism Sector km north of town, receives regular services from the rest of the country. The primary CDM as an ecotourism destination has still airport serving the game lodges in the east of enormous untapped potential. the province is East gate Airport situated near Hoedspruit. It has scheduled flights from • The status quo of the Gateway Johannesburg and Cape Town. International Airport is still not an enabler for tourism growth and Bus transport directly influences tourism growth in Limpopo Polokwane offers excellent inner city transport • Adequate road and rail infrastructure and intercity bus services to many as well as appropriate signage are still destinations within the province and other a challenge provinces. Four Luxury bus services • Although private sector has (intercape, greyhound, road link and translux) contributed on its own in achieving operate daily between the city and some of the TGS targets, Johannesburg. communication and joint marketing initiatives are still a major challenge
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• Skills development remains a Polokwane is one of the host cities for this challenge in the Tourism Industry event. Domestic tourists are expected to stay • The link of arts, crafts and culture as an average of two nights each with an an important element in the tourism average spend of R750 per day, while industry has not yet reach the international tourists are expected to stay an potential. average of 16 nights with an average spend of • A well coordinated and efficient event R1,400 per day. It is expected that Polokwane coordinator/driver for the MICE cluster will draw visitors from neighbouring countries (The ICC) remains a challenge such as Botswana, Mozambique and Zimbabwe during this time. Interventions The present supply of beds in Polokwane is CDM, through its programme for the 15% of the required 19,900 beds, which promotion of the district as a tourism presents a brilliant investment opportunity in destination is in the process of developing a the hospitality and tourism industry. composite tourist guide and the capacity Importantly, however, investment in the building of tourism ambassadors. CDM further Capricorn DM has to be planned beyond the assists exhibitors to secure stalls for 2010 World Cup. Substantiate with info from exhibitions at various tourism functions e.g. LTP). tourism Indaba, marula festival, Polokwane show amongst others. Budget The inclusion of the cultural product offering The following table highlights the medium and benefits to the concerned parties, term capital expenditure for Local Economic especially the communities within the rural Development and Poverty Alleviation landscape of the district remain a priority in ensuring that the potential that exists within Table 29: Capital expenditure to be spent CDM as an ecotourism destination is tapped. on Local Economic Development and Furthermore, Capital and partnership models Poverty Alleviation will have to be provided and applied. More Unit 10/11 11/12 12/13 support should also be given to the upgrading of the Gateway International Airport. CDM will LED R4,850,000 0 0 develop a skills strategy based on the one See list of projects from THETA in order to address the tourism skills development challenges faced within the 3.7. FINANCIAL ANALYSIS: MUNICIPAL municipal area. The relationship between the FINANCIAL VIABILITY AND MANAGEMENT district and local municipalities, provincial counterparts and the private tourism industry (a) Status Quo will also have to be strengthened to maximize the tourism potential. Together with partners Municipalities are formed to serve the needs in the tourism industry, CDM will employ of the local residents and the local economy. mechanisms to integrate a well established Most local governments were created in arts and crafts sector into the tourism different times. People lived and worked on mainstream needs to be put in place to the farm and municipalities provided the ensure sustained growth for this sector. services to the agricultural community. 3.6.11. 2010 World Cup and Economic One major area of change is citizens’ Development expectations of their governments regarding public services and their willingness to pay for The CDM investment and marketing strategy these services. Every level of government is highlights that the 2010 World Cup has the expected to live within its financial resources potential to create enormous opportunities for and provide as good or better service than in the country. The preparation towards it has the past. The province can no longer afford to already resulted in significant investment in provide the financial and technical support it infrastructure and tourism. The City of once did. Communities are now responsible
Capricorn District Municipality IDP/Budget 2010/11 Page 70 for managing their local governments using Capricorn district municipality) between only the resources that they have available or 2003/04 and 2009/10. The three can reasonably develop. municipalities experience an average growth of 105%, 75.7% and 72.8%, respectively. CDM has to perform the powers and functions Aganang municipality also experienced an it has been assigned, co ordinate average growth rate of 39.2% which is also development in its area of jurisdiction, and substantial. Government grants and subsidies capacitate local municipalities to perform their constitute a substantial percentage of CDM’s respective powers and functions. While there sources of income (operational and capital is an understanding of the urgency of capacity income), though the size of government building to meet the requirements of grants began to decline after the period performing the district and local municipalities’ 2006/07. powers and functions, the co ordination of the roles that need to be carried out to meet the The report further indicates that the Interest powers and functions assigned is not clear accrued and other unspecified capital budget and requires further development and sources also play a significant role in CDM’s formulation. A joint analysis of the district and sources of income. All municipalities have local municipalities’ previous IDPs has shown an increasing average growth in capital revealed that this is particularly important for expenditure over the period under review the district. This is more so in the instances of (albeit from a low base with the exception of complementary powers and functions Polokwane). Though there is no data on between the district and local municipalities. capital expenditure for Polokwane in 2006, the The assignment of powers and functions and municipality shows a huge increase of the respective roles to undertake in meeting R862928 and R951672 in 2007 and 2008 these is dynamic and needs to be financial year respectively. However, this systematically managed, independently of and decreased steeply to R317185 in 2009. This in relationship to one another. trend is driven primarily by the increase in capital expenditure associated, in large part, A Viable Municipality is able to: with the 2010 FIFA World Cup. Analysis of • Grow in population and economic capital budget shows that the municipalities terms are overly reliant on government grants. It • Govern and democratically represent follows that the municipalities have very little the interests of the community discretion to prioritize since its capital budget • Satisfy the responsibilities for priorities are largely determined by grant administration and services in accord availability. with legislation • Provide the services needed at a cost Therefore, there is currently insufficient that the residents are willing to pay planning and institutional gearing for the • Fund services from its financial funding and human resources requirements resources. and resource flows between national, provincial sector departments on one hand, The CDM NSDP indicates that the operating and the district and local municipalities on the budget for all municipalities, on average, has other. In turn, this means that the operation been growing over the periods 2003/04 to and maintenance costs associated with the 2009/10. Polokwane has the highest sources assets and other resources being transferred of operational budget over the years, whereas to municipalities are inappropriately Aganang has the lowest sources. During the accounted for. period under review Blouberg municipality experienced an average growth of 32.6%, There are currently budgetary and financial followed by Lepelle Nkumpi (23.6%), management reforms sweeping local Molemole (21.3%), Polokwane (16%) and government throughout the country. These Aganang (15.4%). The average annual capital reforms come in the wake of under collection budget growth was greatest in Lepelle of revenue, uneconomical use of resources Nkumpi, Molemole local municipality, and including spending, inefficient management of municipal assets and overall financial
Capricorn District Municipality IDP/Budget 2010/11 Page 71 management at this sphere of government The key challenge, primary in comparison that is incongruent with the generally with the implementation of MFMA however, is acceptable financial management practices. the capacity within CDM and its local For any institution to successfully implement municipalities to embrace the best principles, its strategic plan, in this case the IDP, sound practices and requirements of the MFMA. The financial management is necessary. following are other challenges facing the organisation in respect of financial The supreme challenge facing the management. organisation in terms of financial management is the implementation of Municipal Finance Over and above the challenges mentioned Management Act, 2003 (MFMA), whose aim above, there is currently insufficient planning is to modernise budgetary and financial and institutional gearing for the funding and management practices by placing local human resources requirements and resource government finances on a sustainable footing flows between national, provincial sector in order to maximize the capacity of departments on one hand, and the district and municipalities to deliver services to all its local municipalities on the other. In turn, this communities and other stakeholders. means that the operation and maintenance costs associated with the assets and other Key objectives of CDM include: resources being transferred to municipalities are inappropriately accounted for. • To improve revenue collection against the budget by 6% per annum to 2011. The role of the finance department is to carry • To ensure all by laws are in place before out REAL (Revenue, Expenditure, Assets and implementation of new tariffs. Liability) management. The challenge that • To maximise municipal revenue through CDM faces is to manage these REAL efficiently and effectively cash efficiently, effectively and economically. The management. District also drafted the Financial Plan which • To enhance knowledge and indicates the budget projections for the next implementation on new updates on Vat MTERF, source of revenue and cost recovery updates, accounting and auditing plan. standards • To enhance financial management for 3.7.1. Revenue Management management team • To comply with GRAP 17 accounting The key challenge is to maximize revenue standards (generation and collection). Since the • Fully compliant asset registers by end scrapping of the RSC levies, there has been a 2010 need to look at other alternative sources of revenue for financial sustainability. The study • To ensure that 100% assets are recorded undertaken and fire fighting services was in the Fixed Assets Register identified as one area wherein revenue could • To ensure proper record keeping of be collected after having gone through the financial documents following processes, i.e. passing of by laws, • To ensure value for money. public participation and tariff setting. The • To enhance socio economic development implementation will be possible with effective and empowerment of special groupings relevant policies and procedures that are and HDI aligned to the MFMA and other related • To ensure effective and efficient inventory legislation. The municipality is collecting 100% management of its revenue from Grants. In order for CDM • To enhance turnaround time for to be self sustainable especially it being a appointment of service providers. Water Service Authority, the following • To monitor performance of SCM measures, that is, tariff setting, institutional processes and appointed service analysis of the readiness for the local providers Risk Management authorities as well as technical analysis of the identified water schemes had been
Capricorn District Municipality IDP/Budget 2010/11 Page 72 undertaken to ensure that there is cost procedures and the value of the assets the recovery. municipality owns. The implementation of these strategy, policy and procedures helps 3.7.2. Expenditure Management the municipality in future planning and reporting. The MFMA requires each municipality to formulate and implement a Supply Chain 3.7.4. Liability Management Management Policy, which must be fair, equitable, transparent, competitive and cost Currently the municipality does not have effective. In its procurement of goods and liabilities, and if they do exist in future they services, CDM has to embrace the spirit and must be valued in accordance with the principles of the Broad Based Black Economic standards of generally recognized accounting Empowerment (BBBEE), Preferential practice and the municipality will keep the Procurement and its Local Economic liability register as prescribed by legislation. Development Strategy. The municipality is currently implementing the Supply Chain 3.7.5. Budget and Treasury Management Management Policy as prescribed by the MFMA and its regulations. This entails the management of the CDM’s cash flow, bank accounts and investments. Creditors’ accounts are paid within 30 days Regular reconciliation of the municipality’s from date of submission of invoice. The main bank accounts ensures that both the inflow challenge in implementing BBBEE, is securing and outflow of the municipality’s cash is service providers with Disabilities. A properly monitored and any irregularity is partnership model is being developed with the dealt with immediately. CDM is implementing special focus groups to empower them in this the Cash and Investment Management policy. regard. The implementation of Cash and Investment Policy has yielded more results in that cash 3.7.3. Assets Management that is not required for immediate use is properly invested to generate more interest Whilst in pursuit of improved service delivery that may be used to finance other services to our communities, CDM has and still will and contribute to capital development within continue to acquire assets, which need to be the district. properly maintained and secured. The GAMAP/GRAP compliant assets register has Currently the budget preparation process of been completed except for the provisions of the municipality is linked to the IDP process. GAMAP 17, which has not as yet being fully The challenge is the alignment and linkages complied with, but processes relating to the of the district wide processes to the district unbundling of assets will be finalized by the processes (this includes local municipalities end of the year. within the district, sector departments, public entities and parastatals). Improved co Furthermore there are assets, which have ordination and communication strategies need been transferred from DWAF wherein we are to be developed to improve the situation. in a process of physical verification and Treasury management entails the identification for them to be incorporated in management of cash flows, bank accounts the finalised assets register. The SAP system and investments. As required by MFMA, also is in the process of being configured to monthly and quarterly reconciliation and comply with the provisions of GAMAP/GRAP. reporting are done by the municipality. The institution has adopted its Assets (d) Challenges Management Strategy, Policy and procedures on asset, which will help the physical There are currently budgetary and financial verification process and procedures, management reforms sweeping local calculation of depreciation, procedures on government throughout the country. These acquisition and disposal of assets, the transfer reforms come in the wake of under collection of revenue, uneconomical use of resources
Capricorn District Municipality IDP/Budget 2010/11 Page 73 including spending, inefficient management of and sanitation, public transport and roads, municipal assets and overall financial planning, and environmental management; management at this sphere of government • Social cluster is more appropriately that is incongruent with the generally structured and reasonably capacitated. acceptable financial management practices. However, there are vacancies and work is For any institution to successfully implement not systematically linked to the other its strategic plan, in this case the IDP, sound clusters to achieve integrated development. financial management is necessary. (c) Interventions The supreme challenge facing the organisation in terms of financial management The District also drafted the Financial Plan is the implementation of Municipal Finance which indicates the budget projections for the Management Act, 2003 (MFMA), whose aim next MTERF, source of revenue and cost is to modernise budgetary and financial recovery plan. management practices by placing local government finances on a sustainable footing In the 2010/11 financial year, CDM will in order to maximize the capacity of enhance institutional and financial municipalities to deliver services to all its arrangements for local governance and communities and other stakeholders. service delivery. The awareness and understanding of information on current and The other challenge that CDM faces is to new changes in the assignment of powers manage the Revenue, Expenditure, Assets and functions will be facilitated by CDM, to and Liabilities (REAL) efficiently, effectively inform alignment of planning and and economically. The key challenge with implementation activities between the district regard to revenue management is to and its local municipalities. It will also clarify maximize revenue (generation and collection). funding flows and implementation roles for capital, as well as operational and The key challenge, primary in comparison maintenance budgets, aligned with the with the implementation of MFMA however, is assignment of powers and functions, between the capacity within CDM and its local the district and its local municipalities and will municipalities to embrace the best principles, create the basis for joint planning, practices and requirements of the MFMA. The implementation and operational and following are other challenges facing the maintenance activities between the district, organisation in respect of financial the local municipalities and sector management. departments. Over and above the challenges mentioned Institutional and organizational development above, there is currently insufficient planning to improve service delivery and governance and institutional gearing for the funding and roles will be further refined, by: human resources requirements and resource flows between national, provincial sector • Identifying priority roles per functions departments on one hand, and the district and assigned which the local municipalities do local municipalities on the other. In turn, this not have adequate capacity to perform. means that the operation and maintenance • Resolving capacity gaps among the local costs associated with the assets and other municipalities, which could include the resources being transferred to municipalities approach of a shared services centre, are inappropriately accounted for. where and as suitable. • Strengthening CDM’s institutional The powers and functions and their respective capacity to perform its priority roles per roles will be clarified in the context of an function assigned, with specific attention assessment of the capacity of CDM which to strengthening the Project Management reveals that the: Unit’s ability in relation to demand from • Infrastructure cluster is particularly local municipalities; and strained in terms of existing institutional arrangements and staffing levels for water
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• Ensuring that implementation and (d) Budget performance monitoring systems of CDM and the local municipalities are aligned Table 30: Capital expenditure to be spent and integrated. on Finance. Unit 2010/11 2011/12 2012/13 CDM has identified the following functional areas as priorities to guide its capacity Finance R3,710, 000 0 0 development strategy, in light of local See list of projects government and sector legislation affecting powers and functions, and the specific 3.8. ENVIRONMENTAL ANALYSIS development challenges facing the district: • Water and sanitation management Environmental management is a critical • Economic development function due to the need to protect the social, • Public transport facilitation natural and economic resources on which future development and quality of life depends • Health services co ordination on and to use resources wisely so as to • Social welfare services co ordination maximise opportunities for sustainable growth • Environmental management and development. • Environmental health provision • Spatial development planning and (a) Status Quo management This is an overview of the current state of the To operationalise the integrated development environment in the Capricorn District strategies CDM will replicate and expand the Municipality (CDM) area of the Limpopo mainstreaming management approach it uses Province. Detailed information is in the State in respect of HIV and AIDS. This approach will of Environment Report. be implemented incrementally, commencing with the following crosscutting issues: Climate “managing urbanization”, “supporting marginalized urban and rural livelihoods” and The CDM area falls in the summer rainfall the “special focus programme”. region. The western and far northern parts experience frequent droughts. Winter CDM will also assign a custodian for each temperatures rarely fall below 0 °C, and crosscutting issue, with a dedicated project summer maxima often exceed 35 °C in certain manager. A set of Key Performance Indicators parts. Winter throughout the CDM is mild and (KPIs) will be developed for each project, and mostly frost free. be included in all line function departments’
KPIs. Flora and Fauna To lever and guide additional resources of role players within and outside government, CDM falls within the greater savannah biome, CDM will build on its existing stakeholder commonly referred to as bushveld, with a management model to formalize relationships small representation of grassland biome. with private sector concerns wanting to play a role in socio economic development in the Most of the larger mammal species are well district area of jurisdiction. CDM will as well represented and conserved in the protected develop a Partnership Management Policy. areas. Specialist niche habitat mammal Finally, to improve participation and species are more prone to development community ownership of development in its threats and pressures, such as the golden area of jurisdiction, the municipality is mole species. currently implementing Community Based Planning linked to the IDP process. Geology A large area of the CDM is covered by metamorphic rock. The southern part of CDM consists of quartzite and sandstone. The
Capricorn District Municipality IDP/Budget 2010/11 Page 75 northern part has basalt, and sandstone & support of the function over the past years. It conglomerate. is also in the process of developing the Granite derived soils are found in the southern environmental management plans for Lepelle part, while gneiss derived soils are found in Nkumpi and Blouberg Local municipalities. the northern part of the catchment. Molemole Local Municipality has finalized the Environmental management plans. Only CDM Hydrology and Polokwane have the required capacity to effectively execute the function at present. CDM has limited surface and ground water resources. Most of the water management (b) Environmental problems faced within areas are severely stressed and many people CDM rely on ground water as a source of supply. No declared Ramsar sites exist in the CDM The District as a whole is faced with a number area. There are a number of small localised of challenges with regard to environmental wetlands. management. Amongst others, the following are the environmental challenges that the CDM aims to promote the effective and district is faced with. efficient management of waste. The local municipalities will take partial control of the Deforestation it is one of the identified major waste management services (i.e. operations environmental problems affecting most areas of landfill sites and transfer stations) and the in the district. This problem is caused by collection and transportation of waste services traditional healers, wood carvers, firewood sub contracted to MSPs. Waste Management, collectors, farmers and villagers residing including waste minimisation, recycling, waste around forest areas. This can be attributed to collection, waste transportation, waste poverty, lack of knowledge, unemployment, treatment and waste disposal is a function of lack of law enforcement, traditional practices local municipalities. and economic gains. CDM has commenced with a process to According to STATSSA information, census establish new landfill sites in the local 2001 indicated that 47.7% of households use municipalities as per the requirements wood as a source of energy for heating while contained in the feasibility studies of the community survey, 2007, recorded a 40.8% in implementation plans and as per resolution of that regard. It was also recorded that 44.9% the local municipalities. CDM will continue to uses wood as a source of energy for cooking interact with local authorities to ensure that (census, 2001), in relation to the 34.1% as the required attention is given to the waste revealed by the community survey 2007. This management function and that it remains a shows a decline in the number of households developmental priority. using wood as a source of energy; hence the number of backlogs in electricity provision has CDM aims to manage the conservation and decreased. People cut trees to make firewood protection of the environment to ensure for their own use or for sale as a means of sustainable socio economic development and making a living. This is attributable to ensure compliance with environmental unemployment and poverty. legislation. To achieve these objectives, CDM has integrated ecological awareness into all Overgrazing - Overgrazing on agricultural the social and economic planning activities land around villages in the district is a that it undertakes. This includes creating an common phenomenon. The major influencing awareness of “green procurement” principles. factor in this regard is overstocking by those CDM will facilitate the establishment of involved in farming, especially in communal sections within the local municipalities that land that is in proximity to residential would be responsible for the municipal settlements as well as drought and floods. As environmental management functions. the land is communally used, no one takes responsibility on the piece of land they use for CDM has developed environmental grazing. This is dominant in the district management policy and various other plans in because it is predominantly rural.
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domestic and wild animals. The lack of water Soil Erosion soil erosion has a negative borne sewerage systems leads to the effect on the environment. This affects people contamination of ground water. residing around eroded areas, by worsening floods and decreasing agricultural production. Land reform- a large portion of land The major causes of this condition are (7,008km2) within the district is subject to land overgrazing, poor land use management, and claims. deforestation of vegetation especially by those that use wood as a source of energy. As a Veld Fires- CDM often experiences result, there is a loss of productive top soil uncontrolled veld fires which influences major and loose parent material due to the risks such as drought and flooding. These detachment of soil practices and their removal fires have a negative environmental and by water run off. Environmental protection and economic impact. The veld fires are also a education should be given priority. threat to human and animal life. The major cause of this problem is poaching, firewood Informal Settlements- Informal settlements collection, uncontrolled burning for green bite, have major negative effect to the environment lack of knowledge about veld fire destruction, in that through its practice the vegetation is lightning and negligence, and lack of fire belts destroyed when buildings are built, and in some instances. increases the chances of land and water pollution. The major cases of informal Chemical Spills And Hazardous Accidents settlements are poverty, unemployment, - There are numerous areas in the district that population growth and urbanization. There is are subject to chemical spills and hazardous also a need to establish integrated human accidents that have a detrimental impact on settlements with proper basic services and the lives of people, and the environment. This thriving local economies that are able to occurs mainly near industries and along major create jobs. Polokwane local municipality is routes, polluting the air and the ground. the most affected in this regard since it is the mother city of the district and the province. Natural and man-made disaster, poaching and waste disposal are other environmental Air Pollution- Pollution of the air is a major challenges facing the district. environmental problem affecting most areas in the District. Vehicles, mines and industries, as From the above analysis, it is evident that well as burnings on the refuse dumping sites there are quite a number of environmental and onsite incineration by households pollute management concerns throughout the District the air by releasing harmful gasses, especially municipal area. Many of these concerns are in urban areas. In the villages, air pollution is directly related to inadequate service delivery caused by the burning of wood and coal to which exists in less formal areas. Once the make fire releasing carbon dioxide. Another basic services are provided, a great number source of air pollution is leakage of sewage of environmental problems will have been and companies burning their waste, causing addressed. However, because full service bad odour. delivery might take long to be achieved, both the district and local municipalities will have to Water pollution - The major cause of water come up with interim solutions and pollution is the sewage leakage and release of management systems to deal with those industrial waste into streams as well as illegal issues. solid waste dumping along the river system. There are also projects that have been People washing their clothes in rivers using planned by both the District and Local detergents also cause water pollution. The municipalities to address environmental usage of herbicides and pesticides by farmers issues. Development of by laws and results in these chemicals finding their way Environmental awareness/education will also into rivers and, thus, increase the growth of play an important role in this regard. algae and reduces oxygen levels in water. This negatively affects natural plants and marine/aquatic life and the wellbeing of
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Global Warming and Climate Change measures relating to reduction of greenhouse gasses (GHG’s) and Climate change is one of the biggest adaptation to climate change by challenges of the century and is regarded by means of energy efficiency, travel and all spheres of government including Capricorn transportation, water resource District Municipality, as one of the greatest management, waste generation threats to our planet and to our people. We management and disposal, land use are faced with undeniable facts that our planning and management, continued quest for resources; industrial procurement of goods and services, development and our current energy intensive and improved public awareness; lifestyles are contributing to global warming and climate change at an unprecedented level We are fully committed to these commitments to the extent that the delicate balance of our and, more specifically, are planning for the environment, and livelihood of most nations following projects to ensure that we do our fair and in some cases their very existence, is share; threatened. • Launching a Clean Fires Campaign outreach event to roll out the Climate change is happening now and our Department of Minerals and Energy’s district will certainly not be spared the effects Basa Njengo Magogo fire making of global warming and climate change and we methodology in priority areas; must, jointly with all stakeholders, increase • Our Air Quality Management Section our mitigation efforts towards doing our fair will establish an information share by reducing greenhouse gas emissions management system wherein all within the district and therefore our carbon greenhouse gas emissions will be footprint and by also instituting measures to reported and recorded; adapt to the unavoidable effects of climate • Development of a district climate change and global warming. change mitigation and adaptation framework / strategy; In June 2008, the South African municipalities • Greening / tree planting projects; converged at a conference and participants at • Identification of Clean Development the summit signed a declaration, which, Mechanism (CDM) projects for among others, committed them to the purposes of carbon sequestration or following: carbon trading; • Development of a tool to measure the • Work with all our partners and key carbon footprint of our municipal stakeholders in response to climate activities; change; • Retrofitting municipal buildings to • Accelerate the implementation of the make them more energy efficient and United Nations' Framework environmentally friendly; Convention on Climate Change and its • Launching energy efficiency Kyoto Protocol; campaigns; • Advocate for regulatory and policy • Develop Green Building guidelines – framework refinements relating to these guidelines will promote the issues of migration and urbanization; incorporation of environmental friendly • Mainstream climate change issues in technology into building design; the municipalities’ Integrated • Instituting awareness programmes. Development Plans and land use management programs; Air quality • Build stakeholder capacity by intensified awareness campaigns and The following activities contribute to air educational programmes; pollution; industries, agriculture, veld fires, • Develop local climate change landfills and mining activities and domestic air response plans, with targets and time pollution. According to the National frames. These would include Framework for Air Quality Management, CDM
Capricorn District Municipality IDP/Budget 2010/11 Page 78 has been rated as potentially poor as a result Impact Assessment Report and of mining activities, the rating implies that air Environmental Scoping Report have been quality is poor at times or it’s deteriorating. submitted to the provincial environmental authorities (Limpopo Economic Development Water resources Environment and Tourism) for the required environmental authorization. Water sources within the district include dams, rivers and streams. The ecological (c)Challenges status of the rivers within the district is of poor quality. This is due to bacterial, physical & Key amongst the challenges continues to be chemical impacts and that affect aquatic the lack of financial resources, including cost biodiversity. recovery systems as well as the unavailability of personnel to manage the various Waste Management components and responsibilities of an effective waste management system – Although waste management; including waste examples hereof may include insufficient prevention, minimisation, reuse, recycling, staffing in terms of numbers, absence of By waste collection, waste transportation, waste laws, no compliance and enforcement treatment and waste disposal is a function of capabilities, insufficient equipment or no Category B Municipalities, it is become equipment at all, incapacity to offer education abundantly clear since 2005 that local and awareness to residents, uncontrolled municipalities are struggling with the littering and dumping and the absence of solid rendering of waste management functions waste dumping sites. and many reports in the past, referred to these shortcomings and challenges. The result of the aforementioned symptoms manifests itself in vast spread pollution, The district municipality has the Powers and unhygienic conditions, lawlessness, poor functions on waste management disposal service delivery and non adherence to sites while the disposal of waste is at Local national laws, norms and standards relating to municipal level. Waste management is a the environment. Insufficient or lack of multi faceted operation covering the knowledge with regard to environmental collection, transportation, transfer, recovery management and waste management issues (recycling and composting) and responsible throughout the district. disposal of waste. Solid waste in the district is characterized by fragmented waste (d)Interventions management system. Recycling takes place on an informal basis at the landfill sites and Polokwane and Aganang local municipalities through scavenging from refuse bins. Types have appointed dedicated personnel to deal of waste that are generated include; domestic, with environmental management issues and commercial, builder’s rubble, mining and other local municipalities will follow. CDM is agricultural waste. Most of the townships and also embarking on an intensified training to towns within the district are been provided educate people about the concepts and with waste collection except for the rural implications of their actions on the areas. environment – the link, interaction and interdependence between economic The local municipalities uses landfills for the aspirations, socio political (people) disposal waste, (give nos per lms both expectations and ecological or environmental municipal & private) needs. Molemole and Aganang Local Municipalities are already preparing for the roll out of waste CDM has commenced with a process to collection services. The construction of the establish new landfill sites in the local landfill sites in Molemole, Lepelle Nkumpi and municipalities as per the requirements Aganang local municipalities will only be done contained in the feasibility studies of the in 2010 financial year though the planning is implementation plans and as per resolution of in progress already. The Environmental the local municipalities. CDM will continue to
Capricorn District Municipality IDP/Budget 2010/11 Page 79 interact with local authorities to ensure that population concentration areas, land claims the required attention is given to the waste and their socio economic implications. This management function and that it remains a analysis serves to describe the municipal area developmental priority. in spatial terms and understand how space is utilized in the district. All these aspects have a CDM in conjunction with relevant sector bearing on future land usage, infrastructure departments celebrate environmental investment, establishment of sustainable calendar days through awareness campaigns human settlements, public transport and local and other capacity building initiatives to economic development. address environmental management challenges. The White Paper on Spatial Planning and Land use Management was approved by the CDM has developed Environmental national government and gazetted on 27 June Management Plans for Aganang, Blouberg 2001. The most dramatic effect of the White and Lepelle Nkumpi local municipalities to Paper is that it proposes the rationalization of manage environmental management planning laws into one national system that challenges. will be applicable in each province, in order to achieve the national objective of wise land CDM has developed the following planning use. The White Paper also builds on the and environmental tools to further address concept of the Municipal Systems Act, 2000 and manage environmental management and required Spatial Development challenges: Frameworks that should guide and inform all (i) State of Environment Report (SoER) decisions of municipalities relating to the use, (ii) Integrated Waste Management Plan development and planning of land. (IWMP) Concurrently with the White Paper on Spatial (iii) Spatial Development Plan (SDF) Planning and Land use Management, a Land (iv) Environmental Management Plan use Management Bill was published in 2007 (EMP) for comments. (v) Air Quality Management Plan (AQMP) According to the Provincial SDF, 2007, the In addition, CDM has also developed policies two most important development determinants and strategies in trying to address the for spatial development in the Limpopo environmental management challenges: Province are economic and political (i) Environmental management policy processes and forces. These two processes (ii) Waste management policy and forces which shaped (forced) the existing (iii) Environmental education and spatial pattern will most likely become the awareness strategy influencing factors to guide spatial development in the future. There are also (e) Budget other secondary factors, which will influence the spatial pattern in the future such as Table 31: Capital Expenditure to be spent HIV/AIDS, illegal immigration, migration on Environmental Management between provinces (which is mainly because Unit 2010/11 2011/12 2012/13 of economic and employment opportunities). Environmental R15,000,0 R26,500,000 R30,000,000 Management 00 3.9.1 SPATIAL LOCATION AND See list of projects DESCRIPTION 3.9. SPATIAL ANALYSIS: SPATIAL The main characteristics of each of the PLANNING AND LAND USE respective Local Municipalities are summarised below: The spatial analysis section of the IDP provides the existing spatial pattern (that is AGANANG- Aganang municipal area is nodes, networks and areas) that has emerged located to the northwest of Polokwane. It has in the municipal area. It looks at settlement potential for agricultural and tourism patterns and growth points (nodes), development. Aganang Municipality does not
Capricorn District Municipality IDP/Budget 2010/11 Page 80 have a viable revenue base. Aganang is Molemole with Zimbabwe to the north. It experiencing environmental problems i.e. land comprises farms, plantations, small scale degradation, pollution, desertification, mining, housing (low cost, informal, middle deforestation and veld fires that affect income), transportation networks (road and development in the area. The municipality rail), agricultural areas (commercial and does not have planning systems and tools to subsistence), and recreational and community guide development such as by laws and a facilities. It has a potential for tourism town planning scheme. development, which needs to be improved and marketed to attract and create an BLOUBERG- Blouberg municipal area is economic base. located at the far northern part of the Capricorn District Municipal Area. Aganang POLOKWANE Polokwane City is the capital borders Blouberg on the south, Molemole on of Limpopo and is located on the N1 that the southwest, Makhado on the northeast, extends from Pretoria to Zimbabwe. The Lephalale on the northwest, Mogalakwena on spatial pattern of the municipal area reflects the southwest and Musina on the north. Six the historic “apartheid city” model, with Growth Points were identified in the Blouberg Polokwane as the main centre and other local municipal area, i.e. Senwabarwana, nodes such as Seshego and Mankweng Alldays, Eldorado, Buffelshoek, Harriswich located 10km to the north northwest and and My Darling. The central locality of the 25km to the east of the city centre municipal area in relation to the rest of the respectively. Extremely impoverished rural country ensures that a number of important settlements are scattered in the peripheral regional routes transverse the area, of which areas of the municipal area. The economic the R521 (Polokwane Alldays) and D1200 space is totally dominated by the (Dendron Bochum GaMankgodi) routes links Polokwane/Seshego nodal point. By 1996, the the municipal area with the rest of the country. town was considered one of the fastest Other routes, which are also of a regional and growing cities in South Africa. The node lies sub regional importance, are the D1589 which on the N1 axis, which is the main gateway to links Blouberg with the Waterberg district the rest of Africa. municipal area and Botswana and the D1468 (Vivo Indermark), which should be prioritised The capacity of this axis is constantly due to its economic importance. improved and it can be expected that the axis will become even more important for the LEPELLE-NKUMPI-Lepelle Nkumpi transport of goods by road to and from Africa. municipal area is the second largest This status is further supported with the municipality within the District and is located Polokwane International Airport located just in the southern area of Capricorn. The outside of Polokwane. The Department of occurrence of unsettled land claims in the Trade and Industry (DTI) also identified the area is hindering spatial development in the node as a so called Industrial Development municipal area. The municipal area comprises Zone (IDZ). This supports earlier suggestions 2 urban nodes, namely the Lebowakgomo that the node be developed as an Export District Growth Point and the Magatle Processing Zone (EPZ). To the northwest of Municipality Growth Point, and a surrounding the Polokwane/Seshego node lies rural area that accommodates both Senwabarwana and Thabamoopo, which are commercial and communal mixed farming districts of the former Lebowa. practises. The central locality of the municipal area in relation to the rest of the country The five local municipalities within the district ensures that a number of important national have developed the Land Use Management and regional routes transverse the area, of Scheme to guide development but they do not which the R37 (Polokwane Burgersfort) is the have other tools such as by laws. most important. 3.9.2. Spatial density MOLEMOLE This municipality is located on the north eastern side of the District. The N1 The CDM covers an area of approximately 1 crosses through the municipal area linking the 697 030ha. The municipal area consists
Capricorn District Municipality IDP/Budget 2010/11 Page 81 mainly of commercial farms, game farming, as the cost associated with respect to the etc. and only approximately 4.24% of the total provision of service infrastructure is very high. area is used for settlement purposes (i.e. towns and villages). 3.9.2. Population Distribution Approximately 30.53% of all the settlements As can be observed from the figure below, the (i.e. towns and villages) in the CDM area are population of the district is concentrated located within Polokwane Local Municipality. largely in the PLM (depicted in purple, red and Approximately 20% of all the larger pink for more densely populated areas) and settlements with 5 000 people and more are some isolated areas stretching north also located within this local municipal area. (Dendron, Bochum, Manthata). Some areas to All 5 local municipal areas have a large the north are quite sparsely populated number of small villages, i.e. villages with less (depicted in light yellow). than 1 000 people. These low population densities have serious implications to improve the levels of service provision to communities,
Figure 17: Population Distribution
CDM NSDP, 2009
Figure below reflects the opposite spatial neighbouring Vhembe, Sekhukhune and picture with areas occupied by people living Mopani as depicted in the map); the CDM below the Minimum Living Level (MLL) spread seems to have a significantly lower proportion more broadly across the region. However, in of its population below the MLL. contrast to many other districts (including the
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Figure 18: Person below Minimum Living Level
CDM NSDP, 2009 Given the spatial distribution of economic commute), although the concentration of jobs activity, it could be expected that a similar remains around the PLM (blue shading in the distribution for employment could prevail. map depicting more than 25000 jobs within a However, as can be observed from figure 8 20 minute commute). As was seen in Table 1, below, employment is more evenly distributed 63% of all jobs are in the PLM. across the district (green shading in the map depicting 1000 5000 jobs within a 20 minute
Figure 19: Employment Proximity
CDM NSDP, 2009
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In reference to the issue of accessibility, it can being within a 1.25 hour travel time, with the be observed from the figure below that almost northern areas in the ALM and BLM being the entire district is within a two hour travel served less with more than a 1.25 hour travel time from all major urban services (dark red, time away from urban services (light pink and red, and pink). In addition, it can be observed blue) respectively. Some areas in the far north that the southern areas of the district, in the BLM may be up to 3 hours away. especially around the PLM are best served
Figure 20: Town Hierarchy and Accessibility
CDM NSDP, 2009
Approximately 30.53% of all the settlements uncertainty and sometimes conflict between (i.e. towns and villages) in the CDM area are various role players. located within Polokwane Local Municipality. Approximately 20% of all the larger The five local municipalities within the district settlements with 5 000 people and more are have developed the Land Use Management also located within this local municipal area. Scheme to guide development but they do not All 5 local municipal areas have a large have other tools such as by laws. number of small villages, that is, villages with less than 1 000 people. These low population 3.10.1. Structuring of the Capricorn SDF densities have severe implications for improving the levels of service provision to The SDF is an integral part of the communities, as the cost associated with Municipality’s IDP. It represents the spatial respect to the provision of service expression of the Council’s development infrastructure, for this spatial settlement vision. Council’s existing SDF was adopted in pattern is very high. 2000 and is now being reviewed to take into account changing circumstances. Land development and land use management is hindered by the applicability of different The draft district SDF review is a building types of legislation to different areas and block of individual SDFs of Local towns/settlements/villages in the CDM area. Municipalities, as well as guided by among The plethora of planning legislation creates others the following legislative framework:
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MSA, DFA, NSDP, PGDS, Limpopo SDF and • Witten (Blouberg LM) NEMA. • Eldorado (Blouberg LM) • Thlanasedimong (Blouberg LM) In order to address issues mentioned in the • Magatle (Lepelle Nkumpi LM) terms of reference the following hierarchy of • Mapatjakeng (Lepelle Nkumpi LM) settlements have been identified which should • Matseke (Molemole LM) guide decision making on where development • Mphakane (Molemole LM) should be concentrated or not: • Mashashane (Aganang LM)
• Kalkspruit (Aganang LM) 3.9.3. Nodal Development Points • Madietane (Aganang LM) Nodal development points are those specific • Tibane (Aganang LM) locations where development trends to • Sebayeng A & B (Polokwane LM) concentrate. The following nodes have been identified, in the Provincial SDF, 2007 (The Population Concentration Points district is currently reviewing the SDF to be These are villages located close to each aligned with Limpopo Spatial Development other, with no economic base with substantial Framework): number of people and they may be close to main transportation routes. These are areas Provincial Growth Points –Sizeable where most of the population is located. The economic sector providing jobs to many local existing resources or features might residents. They have regional and provincial determine the settlement pattern. Various services delivery function with large number of such population concentration points have social services (hospital, tertiary education) been identified in all of the respective local and government offices as well as local or municipalities. district municipal offices : Local service points: • Polokwane (Polokwane LM) These are areas that have some development • Seshego (Polokwane LM) potential based on population growth or
servicing potential. They may have no District Growth Points - Have meaningful economic base and found in rural areas, with economic base with some job creation with ±5000 people. various social facilities (hospital, health centres or tertiary education), regional Village service areas government offices or local municipal offices Settlements in rural areas where 3 or 4 and large number of people grouped together; villages are located close to each other, linked • Lebowakgomo (Lepelle Nkumpi LM) or interdependent by a social infrastructure • Middelkop (Lepelle Nkumpi LM) (school, clinic, church) with ±1000 people • Morebeng (Molemole LM) each. • Mogwadi (Molemole LM) • Nthabiseng (Molemole LM) Transportation Distribution Hub • Mankweng (Polokwane LM) This is a concentration of public transport • Senwabarwana (Blouberg LM) amenities that enable commuters to access • Alldays (Blouberg LM) different public transport modes within close • Rampuru (Aganang LM) proximity of one another. In the Aganang local municipality, Tibane, Mashashane and Municipal Growth Points- Have small Kalkspruit have been identified as economic base compared to district growth transportation distribution hubs. point Service are mainly farming areas with a sizeable business sector providing number of Tourism development nodes job opportunities May have social or The following has been identified, namely: institutional activities and reasonable number Bakone and Ratang Baeng Nature Reserves of people : (Aganang LM); area along Matlala and • Avon (Blouberg LM) Mashashane (Aganang LM); Maleboho and • Puraspan (Blouberg LM) Blouberg Nature Reserves (Blouberg LM)
Capricorn District Municipality IDP/Budget 2010/11 Page 85 various German missionaries stations they choose to to localities that are more (Blouberg LM); and African Ivory Route likely to provide sustainable employment and (Blouberg LM). economic opportunities. In this regard it is proposed that these In order to overcome the spatial distortions of centres, as already identified and classified, apartheid, future settlement and economic should be utilised in order to manage or development opportunities should be transform the future spatial form of the entire channeled into activity corridors and nodes district. The following Coalfields have been that are adjacent to or that link the main demarcated, namely Mopaxie in the centre of growth centres. Infrastructure investment the Blouberg LM, Pietersburg Greenstone should primarily support localities that will running east west to the south of Polokwane become major growth nodes in South Africa in the Polokwane LM and the Springbok Flats and the SADC region to regional gateways to on the western boundary of the Lepelle the global economy. Nkumpi LM Note: The SDF of the district should be read Potential Agricultural Areas have been together with the local municipalities SDFs. identified along the western boundary of the Blouberg LM, in an area cutting across the 3.9.4. Access to land Blouberg, Aganang and Molemole LMs and on the southern boundary of the Lepelle There are four main types of land tenure in Nkumpi LM; Various Nature Conservation the Capricorn District Municipality that can be Areas have been identified, namely Moletjie divided into Commercial Land (owned by and Blouberg (Blouberg LM); Bakone banks, churches etc.), Government Land, (Aganang LM); Turfloop (Molemole LM); Tribal Land; and Private Land. A large part of Percy Fyfe, Pietersburg, Kuschke and the Capricorn District Municipality’s land is Zebediela (Polokwane LM) Bewaarskloof, owned by the Government or held in trust for Wolkeberg Caves, Serala, Thabina, a specific community followed by private Lekgalameetse and Stellenbosch (Lepelle individuals or institutions. Most of the private Nkumpi LM). owned land in the municipality is utilized for agricultural purposes that have a positive The NSDP principles clearly states that economic effect in the municipality. government spending on fixed investment should be focused on areas with potential Tribal authorities are managing a small growth and/or economic potential in order to portion of the municipal land and other portion gear up private sector investment, stimulate of land held in trust for the tribal authority sustainable economic activities and create although owned by the government. long term employment opportunities. Efforts to address past and current social inequalities One important challenge faced with regard to should focus on people, not places. In land issues is the reluctance by Traditional localities where there are both high levels of Authorities to release land for development. poverty and demonstrated economic potential, this could include fixed capital investment 3.9.5. Land reform beyond basic services to exploit the potential of those localities. In localities with low The main objective of the land reform is to demonstrated economic potential, provide access to land to the previously government should, beyond the provision of disadvantaged communities. According to TIL, basic services, concentrate primarily on about 80% of arable land in South Africa human capital development by providing belongs to white farmers. The Land Reform education and training, social transfers such aims at redistributing the land in such a way as grants and poverty relief programmes. It that 30% of the arable land in the country should also reduce migration costs by belongs to black farmers by 2014. Land providing labour market intelligence to give reform and associated land claim processes people better information, opportunities and can create a risk for potential investors. capabilities, to enable them to gravitate if
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According to the Capricorn Economic settled already by the end of the 2006/2007 Development Strategy, approximately 7,008 financial year. Many of the outstanding claims km² representing 41% of the total area of the may not be settled in the near future due to Capricorn DM is subject to land claims. These their complexity which relates to conflicts are distributed as follows: among traditional leaders on issues such as • Aganang : 80 claims covering 1,078 jurisdiction, land ownership, and boundary km² (58.2%) of the total local municipal disputes between communities, disputes with area. current landowners on land prices or validity • Blouberg : 166 claims covering 1,922 of the claim, and claimants who could not be km² (42.3%) of the total municipal traced. area. • Lepelle-Nkumpi: 182 claims covering 3.9.6. Access to Housing 1,747km² (50.6%) if the total local municipal area According to the Limpopo Provincial housing • Molemole : 128 claims covering 833 backlog report a housing backlog of 13.9% km² (24.9%) of the total local municipal exists within the district municipality. (See area. table below) • Polokwane: 144 claims covering 1,428 km² (37.8%) of the total local municipal The table below depict existing housing area. demands with respect to the Local Municipalities within the CDM’s area of It has been reported that 95% of land jurisdiction. restitution claims in the country have been
Table 32: Capricorn Housing Backlog as per Local Municipality TOTAL HOUSING BACKLOG PER LM RURAL PROJECT BACKYARD GAP BNG/IRDP INDIVIDUAL SOCIAL CRU TOTAL UNITS LINKED RENTAL MARKET POLOKWANE 5 555 8 762 8 931 2 331 5 000 0 0 0 30 579
BLOUBERG 5000 70 0 0 550 45 300 5965 LEPELLE - 6700 0 0 0 0 0 380 1000 8080 NKUMPI MOLEMOLE 790 410 0 0 0 1238 0 0 2438
AGANANG 0 0 0 0 0 0 0 0 1830
TOTAL (CDM) 18 045 9 242 8 931 2 331 5 550 1283 380 1300 48 892 Source: Local Municipalities Housing Chapters . The table further indicates the prevalence of implementation of the SDF for 2009/2010 the backlog in different classifications with financial year. The table emphasizes the rural units having the highest backlog, NSDP principles of investing at places with followed by project linked and the breaking potential growth and economic potential. It new grounds. The Local municipalities within can be seen that attempts has been made to the district have completed their housing ensure investment at the identified growth chapters as sector plans required for inclusion points. It must however, be noted that the in their IDPs. district, local municipalities and sector departments have been investing on those 3.9.6. Alignment of Plans areas, hence there is little investment indicating that majority of services required The table below shows growth points in the has been provided. district municipality and investment on those areas. Growth points have been identified to guide decision making on where development and investment should be concentrated in the
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Table 33: Proposed Infrastructure Investments (2009/10) in the identified Growth Points: Services Growth Points Areas Water Sanitation Roads & Public Electricity Environmental ŵ ¥ Transport β Management & € ζ Provincial Growth Polokwane (Polokwane LM) Points Seshego (Polokwane LM) Lebowakgomo (Lepelle Nkumpi LM) (R7m) To be transferred to To be Morebeng (Soekmekaar) Molemole LM local municipalities transferred to Mogwadi (Dendron) Molemole LM (R2.5m) (R5m) local District Growth Mankweng (Polokwane LM) municipalities Points Rampuru (Aganang LM) (R9.5m) Senwabarwana (Blouberg LM) (5.2m) Alldays (Blouberg LM) (R2m) Alldays (Blouberg LM) (R2m) Avon (Blouberg LM) Puraspan (Blouberg LM) Witten (Blouberg LM) (R1m) Eldorado (Blouberg LM) Municipal Growth Magatle (Lepelle Nkumpi LM) (R3m) Points Mapatjakeng (Lepelle Nkumpi LM) (R1m) Matseke (Molemole LM) (R3.5m) Mphakane (Molemole LM) Kalkspruit (Aganang LM) Madietane (Aganang LM) Mashashane (Aganang LM) (R2m) Tibane (Aganang LM) Ga Ramoshoana (Aganang LM) Sebayeng A & B (Polokwane LM) Note: • Majority of the projects are located at the population concentration points (scattered villages), which are not included in the table • In some areas projects cover a bigger scope and growth points are included in the project • The amount captured is contributions from stakeholders (district municipality, local municipalities and sector departments and parastatals). Service Symbol Water ŵ Sanitation ¥ Roads Public Transport € Electricity β Environmental Management ζ
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The NSDP principles clearly states that government spending on fixed investment should be focused on areas with potential growth and/or economic potential in order to gear up private sector investment, stimulate sustainable economic activities and create long term employment opportunities. Efforts to address past and current social inequalities should focus on people, not places. In localities where there are both high levels of poverty and demonstrated economic potential, this could include fixed capital investment beyond basic services to exploit the potential of those localities. In localities with low demonstrated economic potential, government should, beyond the provision of basic services, concentrate primarily on human capital development by providing education and training, social transfers such as grants and poverty relief programmes. It should also reduce migration costs by providing labour market intelligence to give people better information, opportunities and capabilities, to enable them to gravitate if they choose to to localities that are more likely to provide sustainable employment and economic opportunities. In order to overcome the spatial distortions of apartheid, future settlement and economic development opportunities should be channelled into activity corridors and nodes that are adjacent to or that link the main growth centres. Infrastructure investment should primarily support localities that will become major growth nodes in South Africa and the SADC region to regional gateways to the global economy. In the past the spatial development frameworks lacked alignment between the budget and planning processes. The budgets were separated and were updated annually on the basis of historic requirements and over years the requirements tended to override the planning process. Budget should where possible be depicted spatially on physical plans so that the alignment between spending on different spheres of government can be clearly seen. The process of aligning the SDFs and the IDPs are implemented in most municipalities and the budgets are being integrated into the process. The figure below depicts a graphic illustration of the alignment between the SDF, IDP and Budget.
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Figure 21: Alignment of the Spatial Development Framework (SDF), Integrated Development Plans (IDP) and the Budgets (Reviewed SDF)
FUNCTIONAL 2009/2010 2010/2011 % Budget 2011/2012 2012/2013 TOTAL MTREF AREAS increase or decrease WATER 197 971 525 120 420 000 39.17% 173 913 000 211 462 000 505 795 000 ROADS 104 532 888 16 645 423 84.08% 44 000 000 50 000 000 110 645 422 TRANSPORT 6 153 527 200 000 96.75% 199 999 SANITATION 30 050 000 36 000 000 19.80% 45 638 551 50 000 000 131 638 551 BUILDING 2 521 350 100.00% 81 452 000 81 451 999 WATER SCHEME: 10 400 000 10 900 000 4.81% 20 000 000 30 000 000 60 900 000 O & M SPORTS, ARTS 6 500 000 1 500 000 76.92% 7 000 000 5 500 000 13 999 999 AND CULTURE EMERGENCY & 20 621 300 5 790 000 71.92% 950 000 2 000 000 8 739 999 DISASTER S ELECTRICITY 39 734 896 15 243 893 61.64% 20 000 000 15 000 000 50 243 892 ENVIROMENTAL 500 000 D HEALTH F ENVIRONMENTAL 15 058 736 26 500 000 75.98% 30 000 000 15 000 000 71 500 001 MANAGEMENT CORPORATE 300 000 12 540 000 4080.00% 2 500 000 3 000 000 18 040 041 SERVICES TOTAL 433 844 222 246 239 315 -43.24% 344 001 551 463 414 000 1 053 154 903
SDF IDP BUDGET
ANALYSIS PHASE Assessment of existing level of development STRATEGIES PHASE Setting the direction PROJECT PHASE Gearing up for implementation
INTEGRATION PHASE Matching the delivery mechanisms of the institution
APPROVAL Operational PHASE strategies
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The IDP is the overall guide for decision 3.10. CROSS CUTTING ISSUES making by the Council to provide faster, more appropriate and more effective service 3.10.1. HIV/ AIDS delivery, promote Local Economic Development, bring about changes to the (a) Status Quo structure of the organization and ensure land use development opportunities which redress HIV/AIDS is one amongst the most urgent the imbalances of past segregation. The SDF health problems within CDM. The contributory guides and informs all decisions of the factors for high prevalence of HIV/AIDS and municipality relating to the use, development related diseases are indicated as: and planning of land. It is a forward planning • Poverty, gender inequality and orphan tool to guide planning and decision on land hood; development; develop an approach to the • Rapid urbanization and cultural development of the area of jurisdiction which modernization; is clear to allow decision makers to deal with • Cross border gates and national the applications from the private sector; routes; guides private sector investment by • Dynamics of a growing economy; establishing clear hierarchy of accessibility; • Increase in the commercialization of ensure the social, economic and sexual activities; environmental sustainability of the area; establish priorities in terms of public sector • High unemployment rate; development and investment and identify • Low literacy rate; spatial priorities and places where public • Alcohol and substance abuse; and private partnerships are a possibility. Budget • High crime rate. refers to a list of all planned expenses and revenues. It is an organizational plan stated in Although the epidemic affects all sectors of monetary terms. In this instance the budget is society, poor households carry the greatest more of investments that will be made in a burden and have the least resources available particular space that have economic value to to cope with the impact of the disease. the area. Despite the decrease in pandemic, all institutions (public and private) in the district The alignment between the IDP, SDF and have to increase their efforts (individually and Budget will result in the quality of life of the collectively) to deal effectively with the people in the Capricorn District Municipality pandemic so as to maintain high productivity being improved by reduction in poverty and service delivery levels both in the through private investment which will create workplace and in the broader society whilst jobs; sustainable growth where the benefits avoiding discrimination of those infected or are distributed equitably over the long term affected. Hence partnership between and an environment which is healthy and safe. government, private sector and all other stakeholders has to be forged and Table 34: Capital expenditure to be spent strengthened in order to develop and on Institutional Transformation cluster implement policies and programmes that are (Planning) aimed at combating the spread of the virus and mitigating the impact of the AIDS Unit 10/11 11/12 12/13 pandemic. R1,800,0 Planning R6,530,000 R550,000 00 See list of Projects In South Africa, HIV/AIDS has already taken a terrible human toll, laid claim to thousands of lives, inflicting pain and grief, causing fear and uncertainty and threatens huge economic devastation. Its prevalence has resulted in the increase of child headed families without any source of income. This situation is also evident across the CDM. The HIV/AIDS pandemic has enormous
Capricorn District Municipality IDP/Budget 2010/11 Page 91 economic costs. They are usually related to municipalities. A peer educator programme is high heath care costs, reduced economic also in the works. growth, and a decline in investment rates. HIV/AIDS negatively affects the labour force in Lastly, in addition to providing support to the country leading to its lower productivity people infected and affected the HIV Unit and drastic decline of skilled labour. works to encourage members of the public to go for voluntary counselling and testing (VCT) HIV/AIDS Prevalence so that they may know their HIV status. Awareness events held by the HIV Unit in the The most recent HIV prevalence statistics, 2008/2009 financial year allowed us to which come from the National HIV and address over 15,000 people. Of those, 110 Syphilis antenatal zero prevalence survey went for VCT. Already in 2009/2010 we have 2008, estimated HIV prevalence at 21.0% far surpassed that number by adjusting our within the Capricorn district area of approach and engaging in door to door and jurisdiction. In 2007 and 2006 the prevalence taxi rank/shopping complex awareness in the district was 19.8% and 24.2% campaigns, where people have been open respectively, which shows a slight increase in and willing to test and receive condoms and the number of people living with the virus. As informational materials. the previously established Aids Councils were non functioning, from the national level a Policy Framework directive was given to start them afresh by bringing together new nominees from the A number of initiatives have been developed various sectors at the local and district level. by the South African Government to curb and CDM’s HIV Unit has played an integral part in mitigate the HIV epidemic. In 2000, the this by working with the Department of Health Government, through the national Department and Social Development to ensure this multi of Health and Social Development, developed sectoral approach is a success. a HIV/AIDS/STD 5 year strategic plan. The plan provides a framework aimed at In an effort to reach as many people infected harmonising the country’s collective response and affected as possible, the HIV Unit strives to the HIV epidemic. The plan identifies the to capacitate and uplift community based following underlying socio economic factors organisations (CBOs) which are working most as critical to the HIV and AIDS epidemic: closely with people at the ground level. The poverty, migrant labour, illiteracy and stigma current estimate of the number of CBOs within amongst others. In addition, South Africa has the district stands at just under 380, and the just introduced a national comprehensive number of carers is estimated to be 4,000. HIV/AIDS care, management and treatment Two hundred and twenty three organisations programme. The significant part of the receive funding from the District Department programme is to offer, free of charge, anti of Health and Social Development which retroviral (ARVs) to eligible HIV infected means that +/ 150 organisations are working individuals. with either no or a limited budget. The CDM has, in consultation with its Considering the large number of carers and stakeholders, developed a policy development the fact that many carers are new, as they are process that guides multiple stakeholder filling the positions of carers who have left due interventions across the District in an effort to to frustrations over lack of funding, it is arrest the impending effect of this estimated that 50% or more of them still have “development crisis” often mistaken for a not had adequate training. We estimate that health disease. these organisations are serving 30, 000 OVCs and 2, 000 child headed households. District HIV/AIDS Program Focus Internally, the HIV Unit is preparing to conduct a follow up study to the KAP survey The CDM HIV/AIDS policy framework, as conducted on CDM staff and councillors in adopted by the District Aids Council (DAC). 2005, which found HIV prevalence to be The framework seeks to draw all stakeholders highest in Blouberg and Molemole (i.e. Government, Business institutions, Non
Capricorn District Municipality IDP/Budget 2010/11 Page 92 governmental Organizations, Community • Prevention - Our prevention efforts Based Organizations and communities) will include awareness campaigns together in the District to respond and fight geared towards both large and small against the epidemic. It emphasizes groups, internal staff and the general Partnerships; Prevention; Treatment, Care public, with a focus on encouraging and Support; Human and Legal Rights and people to test for HIV. Special lastly Research and Monitoring as key calendar days will be honoured. strategic thrusts for intervention. These • Coordination - Coordination efforts interventions should however be multi will work to continue to strengthen and sectoral, comprehensive and holistic with a support existing structures such as strong community focus to ensure integration CBO Forums, the Traditional Health and sustainable livelihoods. Practitioners Forum and the District AIDS Council. We will strive to form Institutional Mechanisms partnerships so that our efforts can be as far reaching and comprehensive as The CDM has in line with national policy possible. established District Aids Council. The Council • Planning - Monitoring and evaluation is mainly a stakeholder representative will be done with CBOs, our database structure whose main responsibilities include of CBOs will continue to be updated, the following: statistics and trends will be monitored • Policy Making and GIS mapping will be used to plan • Advisory Role our programmes going forward. • Advocacy • Treatment, Care & Support - People • Co ordination infected and affected including OVCs • Programming /Development of action and CBOs will be monitored and plans assisted where needed and when • The municipality also has a HIV/AIDS possible. coordination team/office which acts as • Capacity Building - Partnerships will secretariat to the DAC. In addition, this be used to ensure that people working team leads the implementation of within CBOs are capacitated and programmes in collaboration with OVCs will be offered the chance to stakeholders across the municipality. attend developmental camps. Internally, peer educators will be (b) Challenges monitored and supported.
Major challenges at the District level: (d)Budget • Lack of capacity among CBOs and board members We have set aside a budget to support our • Lack of resources available to CBOs HIV and AIDS programme for planning and to pay for stipends and other implementation. necessary expenses • Knowledge of HIV does not equal Table 35: Capital expenditure to be spent behaviour change on HIV and AIDS planning & programme • Negative stigma surrounding HIV Unit 10/11 11/12 12/13 prevents people from openly discussing and going for VCT HIV/AIDS R1,755,000 0 0 • Lack of staff and resources at the See list of projects local municipality level 3.10.2. SPECIAL FOCUS (c)Interventions The Special Focus section ensures that all In its endeavours to try and help in the fight special focus groups the youth, elderly and against HIV/AIDS, CDM has employed the disabled in the municipality are following programmes: mainstreamed into the developmental agenda. In making sure that CDM responds to the
Capricorn District Municipality IDP/Budget 2010/11 Page 93 needs of this group of people, various Special protection, development and participation is Focus intergovernmental structures have central to national prosperity. been launched and supported. (b) Challenges Programmes and projects including skills • High incidents of Child Abuse in the development and economic empowerment District are reported daily. were implemented to empower and • High rate of school drop outs in the mainstream special focus groups. Strategies district. have been developed to bring an equity • Reports on pregnancy rates indicates element into all aspects of planning, policy, that the most affected are, teenagers programming and transformation activities of below 18 years. the municipality. CDM has initiated and • Child trafficking, mysteriously lost & coordinate special focus development missing children in the district. programs in the district and ensure the • Stereotypes on gender equality. participation of the youth in the economic • Lack of Coordinators at local level. development of the district. • Lack of Monitoring & Evaluation of children’s issues in the district The district has successfully coordinated children, gender, older person and youth (c) Intervention Projects programs. It also coordinates the annual ‘Take • Children's rights campaigns in schools a girl Child to Work’ campaign to demonstrate • Child Protection Week the administration of service delivery. There is always collaboration with Limpopo child line, • Children’s camp. South African National Council for the Blind • Participation on the Children’s and death federation. recognised calendar days. • Establishment & strengthening of The district translated the IDP into Braille to Partnerships cater for citizens who cannot read (visually • Development of Child Advisory Council impaired). There is annual youth excellent in all local municipalities & the district. award for best performer in sports and other • Develop a District Action Plan. categories. It is also liasing with South African Social Security Agency (SASSA) to ensure Disability Development Programmes that the issues of the aged are taken into consideration. (a) Status Quo 3.10.2.1. Special Focus Programmes Municipalities have to coordinate and facilitate the provision of services to people Children Development Programmes with disabilities in their communities. It is a Constitutional right for people with disabilities (a) Status Quo to also enjoy the benefits brought about by our democracy. Children’s Rights oriented programming is one of the Government’s priority strategies to (b) Challenges ensure that child, their families and communities access new opportunities and • Disability issues are addressed as a resources from the government. matter of compliance and not as a The Rights are enshrined in the Section 28 of matter of inclusivity. Bill of Rights in the SA Constitution adopted in • Lack of reasonable accommodation for 1996. Government Departments have the people with disabilities in the district. responsibility to transform the Constitutional • Lack of Economic Empowerment for mandate into programmes that must deliver people with disabilities: on children’s rights. Children’s Rights should • Employment target for people with be mainstreamed in municipal programmes to disabilities of 2% is not met in the ensure the understanding that child survival, district.
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• Lack of monitoring & Evaluation of • Lack of monitoring and accountability issues of people with disabilities. mechanisms for gender • 0% representation of people with mainstreaming. disabilities at management level. • Lack of integration of programmes for the promotion of gender equality and (c) Intervention Projects the empowerment of women. • Gender Analysis is not used • Monitoring issues of people with systematically and effectively in disabilities in the district, monthly and planning processes. locals on quarterly basis. • Violence against women, which is a • Ongoing provision of Awareness fundamental violation of human rights, Campaigns and Education on issues is still prevalent in the District. of people with disabilities. • The other crucial challenge is lack of • Facilitate targeted Workshops e.g. reporting by local municipalities on Business Empowerment Workshop gender issues. • Development and monitoring of District • It is noted that gender stereotypes Employment Equity Plan influence the choice of subjects, where • Participation on the Disability Calendar the majority of boys do science Days which is ongoing subjects and girls take humanities. • Conduct audit which is done on yearly basis in collaboration with SALGA (c) Intervention Projects • Review the existing Disability Strategy before the end of the current financial • Effective implementation of the Gender year. Action Plan. • Human resource management needs Gender Development Programmes to regularly draw the attention of Managers to the gender profile of their (a) Status Quo units and to overall organization in order to undertake strategic planning. The historical exclusion and inequality of • To request the locals to report to the women with men, even within the same racial district to enable the district to come groups, has resulted in women having lower up with comprehensive report on levels of employment, lower level of income, quarterly basis. lower level of education etc. Women form a • Review the existing Gender Strategy larger percentage of the country’s poor. Thus before the end of the current financial fulfilling the obligations under the Millennium year. Development Goal requires a commitment to • 365 Days of no violence against address both gender equality and equity. women and children is in place and on process of implementation. (b) Challenges • Popularisation of District Sexual Harassment Policy. • Lack of gender disaggregated data in • Facilitate targeted information the IDP. sessions for internal staff. • Lack of gender mainstreaming training. • Establishment of Internal Men’s Forum • Lack of internal gender forum. to involve men in fighting violence. • Lack of functional district gender forum • Establishment of internal gender for monitoring of gender issues in the forum. district. • Develop an implemented and • Challenges to the implementation of monitored Employment Equity Plan. commitment to gender equality are • Take a Girl Child to Work Day related to institutional processes within Campaign. organizations such as lack of political • Participate on recognised gender will and allocation of resources calendar days, Women’s Month especially at local level.
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Programmes, 16 days of Activism • Development of Older Persons Action Campaigns etc. Plan • Conduct Gender Audit. • Strengthen Older Persons Forum and • Facilitate gender mainstreaming partners. workshop where the roles and • Profiling of Older Persons Projects and responsibilities of officials and Clubs. councillors regarding gender issues • Support NGO’s dealing with Older are also outlined. Persons in the district. • Establishment of Mentorship • Monitoring and evaluation for the Programmes to support women and to compliance and effective ensure their retention in employment implementations of the strategy. by municipality. • The current Home Based Workers must integrate Older Persons issues in Older Persons Development Programmes their training and service delivery. • Provide Financial Planning & (a) Status Quo Management Workshops for Older Persons and those that are to retire. South Africa as with other countries in the • Participate in recognized Older world has an ageing population, which means Persons Calendar Days. that the proportion of older persons is increasing. This scenario has called for Youth Development Programmes government to strengthen the capacity of older persons to play a more meaningful role (a) Status Quo in the society, to enjoy active and healthy and independent living, by creating an enabling Since 1994 an enabling legal and Policy environment for all older persons. The framework on youth development was population of older persons in the District is _+ established. A transformation agenda was 69 479, 22 541 males and 46 938 females also set by among others the vision 2014 as and only 90 724 are accessing their Old Age well as the Accelerated and Shared Growth Grants. Initiative of SA (Asgisa), a national shared growth initiative and the Joint Initiative of SA (b)Challenges JIPSA) , which has its focus to identify priority skills needs and effective solutions to fast • Poor status of the pay points track development. By achieving this, • Lack of monitoring at pay points for municipality should ensure that Youth many reasons. Development interventions and the • Lack of day care for older persons to beneficiaries or targeted youth priority groups assist working families are clearly spelt out in the IDP. • High rate of Elderly Abuse in the District (b)Challenges • Lack of financial support for older persons projects • Lack of Skills for Youth in order for them to enter into job market. (c)Intervention Projects • Lack of exit opportunities after learnerships and internships or any • Awareness Campaigns’ on Older other in service training. Persons Rights • Lack of creativity to self employment. • Promotion of the establishment of • Lack of participation in decision Older Persons Clubs. making bodies of government e.g • Provide beneficiary education Ward Committees, Community • Establishment of register of all Policing Forums, IDP processes etc. notifications of abuse of older persons. • Lack of information on the systems of • Development of Older Persons government and local government. Strategy. • High rate of substance abuse and teenage pregnancy
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• Lack of support in Transformation of Table 36: Capital expenditure to be spent Sports. (Only soccer & netball are on Special Focus considered) • Lack of Support in National Building Unit 10/11 11/12 12/13 Special Programmes, e.g. youth parliaments, R2,200, 000 1,550,000 2,000,000 Focus participation in youth councils, etc See list of projects • Lack of monitoring and integration of youth issues in the municipality. 3.11. CONCLUSION • Lack of Youth Officer at local level.
Having undertaken the various analysis (c)Intervention Projects approach to issues (per sector, per locality,
per social strata, etc), the municipality has • More career guidance for young come to understand the strengths, people in schools and full participation weaknesses, opportunities and threats on Take a girl child to work day (SWOT) of its municipal area. The needs and campaign. technical issues raised in this Analysis phase • Host Annual Youth Camp of the IDP are critical for the way forward • Training of Youth in Craft & Fashion because they are the foundation on which Designers. strategies, projects and implementation are • Special Focus should be included into based. In this manner, the outputs of the municipal forums. analysis phase serves as inputs for the • Awareness on the importance of strategy formulation phase. young people to belong to different community based bodies. • Awareness and education on the systems of local government. • Tournaments on different sporting codes, e.g. cricket, indigenous games etc • Lobby the locals to consider appointment of Youth Officers. • Development of District Action Plan • Participate in recognized Youth Days. ( Youth Month Celebration) • Establishment of Internal Special Focus Working Committee to ensure the mainstreaming for Youth Development in all departmental structures of the municipality. • Provide Mentorship Programmes to support young people and to ensure their retention in employment by municipality.
(d) Budget
The following table highlights our medium term capital expenditure for the Special Focus functional area.
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CHAPTER 4: OBJECTIVES AND STRATEGIES
Table 37: Development Priority Issues, Objectives, Strategies and Proposed Projects per Priority Area
KPA 1: Spatial Analysis and Rationale
Developmen Priority Turn Objectives /Target Strategies /Interventions Projects t Priority Around Focal Issue Area(MTAS) Secure living Accessible Functional and well • Capacitating of LED and planning machinery (skills audit, conditions sources of resourced LED and Planning staffing, training etc.) information and units support to LED • Conduct Socio economic impact. Socio economic and GIS impact study programmes. Integrated To manage and co ordinate • Review composition to be inclusive of business Development and Development the Integrated Development • Office of the Premier to assist in coordination of sector review of credible Planning Planning process within the departments during the District Development Planning IDP district and local Forums municipalities Optimal land Implement table LUMS and Conduct land audit Land Audit: Lepelle, utilisation SDF • Develop and implementation of by laws (land use) Blouberg, and Aganang local • Decentralization of GIS system and making it accessible municipalities to business and community
To ensure that the inherited Partnership with private sector on strategic planning & Review of the SDF spatial development patterns implementation. aligned to natural water Alignment of growth points in the District. resources and built capacity, Alignment of SDF, ITP and WSDP including development and to maximize delivery of basic implementation of a policy on water and sanitation service levels services by 2012. and tariffs.
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Developmen Priority Turn Objectives /Target Strategies /Interventions Projects t Priority Around Focal Issue Area(MTAS) Ensure spatial accessibility of services and places of economic opportunity and encourage integrated delivery across spheres of government. Review the SDF, to guide where to invest i.t.o infrastructure and services. Assessment of “potentials” (NSDP) to consider factors such as: real economic potential, availability of natural resources, infrastructure capacity, public transport, and take into account population mobility trends and social dynamics. Consultation with all stakeholders for service delivery and public and private investment, regarding urban growth and rural concentration points. Engage with sector departments to guide review of SDF–Broader consultation to feed into sector department plan and strategies. Identification of urban growth and rural concentration points supported by technical information, and captured in the SDF To ensure that there is Review SDF and use it to engage sector departments to guide spatial accessibility of where they deliver infrastructure and services. services and places of Public transport interventions to support mobility and access. economic opportunity for most residents, and Find alternative means to consult more successfully sector encourage integrated departments’ plans and strategies. delivery across spheres of Engage with provincial and national sector departments with government by 2011 regard to the question of supporting mobility in the district. ITP to consider how to support rural transport nodes and align with reviewed SDF. Mainstream regional planning and strategy. Capacity building (up skilling) on negotiation / lobbying / networking skills.
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KPA 2: Municipal Transformation and Organisational Development
Developmen Priority Turn Objecti ves /Target Strategies /Interventions Projects t Priority Around Focal Issue Area(MTAS) Good Institutional To have an enhanced • Comprehensive human resources development See list of projects Governance efficiency and productivity and technical strategy dealing with the development of skills base to effectiveness. capacity of human resources ensure women advancement and succession planning, by 2012. make learning accessible and provide training Recruitment, opportunities selection and Developed an Organisational • Implement employment equity plan. retention of Structure ,recruitment and • Ensure that the organisational structure is aligned and employees. retention and HR Strategy effective to meet IDP objectives • Integrate the implications of HIV/AIDS at the workplace (Departments) All section 57 management Ensure that 50% representation of women is effected in the and critical posts filled. three highest levels of the organization. To ensure that there is a well Develop and review the Integrated Development Plan, which is Development and reviewed and coordinated IDP aligned to NSDP, LEGDP, SDF and other Government policies. Review of credible that is aligned to all Integrated government programmes and Development Plan policies by 2012. To ensure that policies and Develop and review of District policies and strategies in Review of Policies strategies of the District are compliance of National and Provincial requirements. fully developed by 2011. Established Monitoring and • Conduct evaluation of the implementation of the IDP Monitoring and Evaluation Forum. objectives evaluation • Monitoring of the objectives of the IDP in terms of the To have improved quality of strategic thrust of the district reliable monitoring and • Monitoring of the long term goals of the District evaluation data for planning (outcome) purposes by 2011. To have improved capacity of Joint planning, implementation and O & M activities between category B municipalities by the DM, LMs and sector departments 2012. Implementation of shared services
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Developmen Priority Turn Objecti ves /Target Strategies /Interventions Projects t Priority Around Focal Issue Area(MTAS) Clarify funding flows and implementation roles for capital, as well as operational and maintenance budgets. Institutional and organizational development. Ensuring that implementation and performance monitoring Capacity building and systems of the DM and LMs are aligned and integrated. PM support Facilitate understanding of current and new changes for alignment of planning and implementation activities between the DM and LMs. Resolving capacity gaps among the LMs, which could include the approach of a shared services centre. Become a regional information hub and an e municipality to enhance sustainable development Improve the ICT infrastructure capacity to meet the information management needs of the district. Create the necessary organizational support structures for the effective functioning of the institution. Alignment & integration of IDP strategies and projects with LM’s, PGDS; SDF & all sector plans. Facilitate the development focused intervention strategy for support of local municipalities. To have engaged Partnerships with sector departments & private sectors on programmes that foster strategic planning & implementation. Alignment of service participation, interaction and delivery & NGDS; PGDS; SDF and GIS. strategic partnership between MOA’s & MOU’s with business, Government Departments & the municipality and its International partners on IDP implementation stakeholders for effective Develop programmes that foster enhanced participation of CBP/IDP linkage service provision and socio stakeholders in the district economy. economic development of the Build innovative and sustainable partnerships for development district by 2012 and create conducive conditions for community partnerships by 2011. To ensure that there is To conduct research for proper planning and service delivery in Socio Economic Impact sufficient and reliable data in the District. Assessment Study the District by 2011.
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KPA. 3: Basic Services Delivery and Infrastructure Planning Develop ment Priority Turn Objectives /Target Strategies /Interventions Projects Priority Issue Around Focal Area(MTAS) Health and All households Adequate water supply to all Allocation of R123m for water infrastructure to See list of projects below Dignity to have access remaining households by 2014 reduce backlog by 5% for 2010/11 fy to clean piped Supply reticulation of the existing bulk water supply water 200m to RDP standards where reticulation is non existent. radius from Improving cost recovery strategy to sustain household by Enforcement of by by laws provision/ supply of water in Lebowakgomo 2014 Ensure that the inherited spatial development patterns are aligned to natural water resources and built capacity, that maximize delivery of basic services. Explore alternative water supply sources where ground water is insufficient. To increase access to free basic Implementation of first order strategy. water services by 10% per year. To provide land to build water Train all process controllers according to Drinking quality laboratory. Water Quality Management Framework for South Africa, 2008 Register process controllers working at both WTP and WWTW according to NWA above Provide interim services to fast track coverage, in light of natural resources and financial constraints, To manage the provision of but with appropriate regard for environmental health. operations and maintenance Classify both WTP and WWTW according to the services to all water schemes in National Water Act No 36 of 1998 the district. SANITATION: Universal access Provide rural sanitation to RDP levels of services in • Aganang sanitation All households the form of VIP’s. 4 000 units • Blouberg Sanitation with access to • Lepelle Nkumpi Sanitation at least
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Develop ment Priority Turn Objectives /Target Strategies /Interventions Projects Priority Issue Around Focal Area(MTAS) ventilated Pit Provide interim services to fast track coverage, in • Molemole Sanitation Latrines (VIP) light of natural resources and financial constraints, • Mogwadi Extension 4 on site by 2014 but with appropriate regard for environmental health. Sewer Reticulation Refurbished infrastructure Increase of capacity to two WWTW based on the • Upgrading of Lebowakgomo refurbishment plan completed. WWTW Appointment of 4 qualified process by December Testing of effluent in terms of Green Drop requirements. Improve ground water quality & monitoring through • Ground water protocol for groundwater protocol for all sanitation projects LM’s Health and To ensure that there is improved Health & hygiene education. • Food control Social health facilities by 2011. • Applying relevant Services Facilitate the provision of health care facilities to legislations to enforce communities in partnerships with department of compliance Health and Social development. • Embark on health education To facilitate & coordinate availability of sustainable • Water sampling and accessible health. • Planting of more pad of cholera monitoring • Collection of specimen from suspect • Health and hygiene awareness Purchasing of sampling equipments Secure living Access to By 2014, all the people in the To connect a total of 3,000 households, thus • R3,000,000 transfer to conditions sustainable District will have access to reducing the backlog by 4%. Aganang for energy energy. All electricity according to set Expanding financial resources for energy • R1,000,000 transfer to household standards infrastructure. Blouberg for energy, connected to To engage DME for institutional model crafting and R5,000,000Transfer to national grid by Eskom on fast tracking of free basic electricity Lepelle Nkumpi for energy, 2014 Institutional model through IGR systems;
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Develop ment Priority Turn Objectives /Target Strategies /Interventions Projects Priority Issue Around Focal Area(MTAS) structures Explore alternatives sources of energy and explain • R3, 000,000 transfer to such alternatives to communities to increase their Molemole for energy. option Quality and By 2011, 50% of road users will Roads upgrading, maintenance plan and extensions • Molemole fire Station accessible have efficient, safe, accessible (tarring, gravelling and re gravelling district roads) in Access road roads and and affordable transport partnerships with RAL and public works. • Malatane bridge transport that services. • Flora storm water transfer respond to the to Aganang socio economic To tar 4% (10km) of the district Facilitate resource mobilisation in support of public • Mamaolo to Seleteng road aspect of the roads by 2012. transport development and group functions into a • Construction of transport District To improve access of district single, well managed and focused structure. shelters for Molemole roads by re gravelling 4% Capacity building in the taxi (100km) of road by 2010. Coordination of public passenger transport (including the identification & development of routes industry not catered by public transport) • Alignment of ITP with Public Reach 0,5 % of road users with safety awareness Transport Strategy programmes per year • Enforcement of Public transport By laws Sports, Arts To improve access to sports Establish & renovate sports ground and existing arts, • Upgrade district satellite and Culture facilities to 80% of the population culture and community facilities within 10km radius academy at Ga Mothapo by 2010 and improve access to of every village with department of Sports, Arts and • Heritage events celebration recreational facilities. Culture • Indigenous game festivals Facilitation of library and museum facilities and O.R. Tambo games Promote the participation and preservation of arts, • District Mayor’s tournament culture amongst the various communities within the District. Introduce and promote different sporting codes in partnerships with department of Sports, Arts and Culture on the provision of facilities. Fire and Fully responsive disaster and Planning for Aganang Fire Station See list of projects below Rescue emergency management Upgrading of disaster call centre. Services services Approval of new building plans to ensure fire compliance and continuous building inspections to reduce the vulnerability of the community..
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Develop ment Priority Turn Objectives /Target Strategies /Interventions Projects Priority Issue Around Focal Area(MTAS) Regulating the handling and storage of flammable liquids including hazardous materials. Provide basic fire training and public fire education. To ensure compliance with Disaster Management Act by conducting awareness campaigns and improve communication network for incident reporting. Environmental Fully responsive environmental Purchase of sampling equipment. • Establishment of land fill Management health services. Environmental health services sampling (food site in Lepelle Nkumpi and control, inspections etc). Molemole Promote the effective & efficient management of • Air quality monitoring waste. • Laboratory analysis air quality Environmental Management Plans for Land fill sites All households to have access to • Implementation of at least once a week refuse Construction of two landfill sites. community based waste removal service by 2014. Planning for 4 land fill sites collection in 2 local Purchasing of equipment. municipalities Engage LEDET for fast tracking the licensing • Environmental management process for landfill sites. awareness training for CDM Ensure that diverse cultural heritage of the district is officials preserved, protected and enhanced. • Development of material for Support and promote appropriate environmental environment training education and awareness to enable effective • Operationilasation of participation in managing the environment. municipal landfill sites Manage and improve the quality of the ambient air Crime To ensure that the crime levels Partner with SAPS & community policing forums and Prevention are adequately and sufficiently conduct crime prevention awareness campaigns reduced in the district by 2011
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KPA. 4:. Local Economic Development Development Priority Turn Objectives /Target Strategies /Interventions Projects Priority Issue Around Focal Area(MTAS) Financial Economic By 2011 there will be an easy flow Support access to information and opportunities, trade • Database of Security Development of information and all sectors are promotion and investment and establish partnerships unemployed graduates adequately supported. with existing and emerging business. • Capacity building for To promote and support major sectors in the district small traders (Agriculture) • SMME and cooperative To create an environment that Implement sustainable district LED strategy. support stimulates economic growth and Forge partnership with National, Provincial Government • Revamping of Mafefe development in the next 5 years and Private sectors. tourist camp (2011). Facilitate access to land and infrastructure. • Revamping of Motumo Ensure access to information & market opportunities, tourist camp trade promotion and investment attraction. • Feasibility study for To promote and support major sectors in the district Zebediela estate cluster (Mining). projects To ensure that major economic Support implementation of agricultural, mining, tourism, • Investment promotion sectors in the district are fully manufacturing and construction projects. • Agricultural supported by 2012. Facilitate co ordination of 2010. programmes Support access to information and opportunities, trade • Exhibition of tourism promotion & investment and establish partnerships with product existing and emerging business. • Tourism promotion Implement the Growth and Development Summit • Implementation of (GADS) action plan. SEDA Support on the implementation of tourism marketing and investment strategy in partnership with National, Provincial Government and Private sector. “Proudly Capricorn” and 50% local materials procurement in partnership with Government and Private sector. To ensure the first economy is Needs to absorb the economically marginalized into the supported to achieve growth and first economy at a faster pace, due to the rate of employment creation by 2011. urbanization in Polokwane. Support local businesses and green procurement.
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Development Priority Turn Objectives /Target Strategies /Interventions Projects Priority Issue Around Focal Area(MTAS) People living in the second economy must also be supported. Continue to and improve development and co ordination of infrastructure delivery. Skills development initiatives for 2nd economy. Facilitate, co ordinate, and enable economic activity. Adopt a differentiated and targeted approach to support the first and the second economy. Enable the private sector to invest more efficiently in the district. Partnerships with government, agencies and NGO’s and 1st economy to empower 2nd economy. Improve the efficiency of existing rural livelihoods programmes. Facilitate community based economic development interventions. Ensure that spatial planning and land use management instruments do not hinder prevent survival and informal economic activity. Investigate and develop a strategy to improve the situation of people living on farms.
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KPA. 5:. Municipal Financial Viability and Management Development Priority Turn Around Objectives /Target Strategies /Interventions Projects Priority Issue Focal Area(MTAS) Financial To ensure all by laws are in place Appoint a service provider to Viability Alternative Source of before implementation of new develop by laws on behalf of Development of By Laws. Revenue (fire, disaster, tariffs. CDM. solid waste & health Consultations with relevant Conduct 4 consultations meetings Awareness Campaigns on by services) stakeholders on developed by on adopted bylaws. laws laws Development and To ensure CDM self sufficiency in Appoint a service provider to Implementation of revenue generation. assist with the development of the Revenue Raising Strategy Revenue Enhancement revenue enhancement strategy Strategy.
Procurement of speed point Cash Management To maximise municipal revenue machines, bank notes verification through efficiently and effectively Cash Management project. and printers for electronic cash management. receipting. To enhance knowledge and implementation on new updates Training on new updates Capacity Building on Vat updates, accounting and Capacity Building auditing standards To enhance financial Training on budget preparation management for management Capacity Building and implementation team • To comply with GRAP 17 Appointment of Service provider accounting standards GRAP compliant asset to unbundle infrastructural Assets Management • Fully compliant asset registers projects. register by end 2010 To ensure that 100% assets are Procurement of assets scanning recorded in the Fixed Assets Asset management devices for assets counts Register
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Development Priority Turn Around Objectives /Target Strategies /Interventions Projects Priority Issue Focal Area(MTAS) Implementation of back up To ensure proper record keeping Creditor Management devices as per disaster recovery Creditor Management of financial documents plans. • Maintenance of suppliers database on the system Demand Management To ensure value for money. • Cost recovery implementation Database Management for registration in the database 80% PDI, 40% women, 5% PWD Empowerment of special To enhance socio economic empowerment through groupings through procurement development and empowerment procurement processes Acquisition Management of special groupings and HDI Capacity building for service Empowerment of special providers groupings through procurement To enhance turnaround time for Capacity building for bid Capacity building appointment of service providers. committee members • Expand storage facility for To ensure effective and efficient goods and documentation Logistics Management Logistics Management inventory management • Procure relevant furniture and equipments • Develop evaluation template To monitor performance of SCM • Grading of service providers Performance processes and appointed service on the database SCM Performance evaluation Management providers • Blacklisted service providers database • Review SCM policy and procedures Risk Management • Compile risk assessment Risk management report according the risk profile
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KPA. 6. Good Governance and Public Participation Development Priority Turn Objectives /Target Strategies /Interventions Projects Priority Issue Around Focal Area(MTAS) Good Communication and To build innovative and Consultation with all stakeholders for service • Cooperate image Governance Stakeholder sustainable partnerships delivery and public and private investment • Advertising and branding of participation for development and events, organise media days create conducive with journalist, generic conditions for community municipal ads partnerships by 2011. • Production of strategic To promote cooperative publications such as Annual governance and reports, IDP, annual coordination in service promotion materials, e.t.c. delivery. • Stakeholders participation • Publicity Special Focus To ensure empowerment Mainstreaming youth activities in economic • Children development groups and development of development programmes special focus groupings Advocacy and empowerment programmes for • Disability development (children, people with the special focus groupings in particular the programmes disabilities, elderly, women youth. • Gender development and youth) by 2010/11 To ensure participation of the youth in the programmes economic development of the district. • Older persons development Facilitate the effective provision of social programmes development services • Youth development programmes • Establishment of Special Focus Support unit
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Cross-Cutting Issues
Development Priority Turn Objectives /Target Strategies /Interventions Projects Priority Issue Around Focal Area(MTAS) Health and HIV/AIDS To reduce the number of To lead the HIV and AIDS discussion and service • Prevention programmes Dignity new HIV infections delivery within its jurisdiction and launch an • Coordination programmes (especially among the aggressive resource mobilisation program to • Capacity building youth) by 50% by 2011. implement a coordinated multiple stakeholder • Care and support care and support program to include training, • Planning To ensure that the capacity building, fund raising, etc. impact of HIV and AIDS To forge partnership with communities and on individuals, families facilitate the establishment of locally based care and communities is and support Centres of Excellence. halved by 2011. To facilitate awareness, education and prevention initiatives and promote safe and healthy sexual behaviour and encourage individuals to be tested and know their status. To ensure coordination, appropriate planning and integration, and the provision of adequate treatment, care and support services in communities. Secure living Special Focus To ensure empowerment Advocacy and empowerment programmes for the • Children development conditions Groups and development of special focus groupings in particular the youth. programmes special focus groupings Mainstreaming youth activities in economic • Disability development (children, people with development programmes disabilities, elderly, To ensure participation of youth in the economic • Gender development women and youth) development of the district programmes by 2010/11 Develop a social support strategy and forum in • Older persons development collaboration with local municipalities, sectors programmes departments, youth commissions and other • Youth development formations. programmes Facilitate the effective provision of social • Establishment of Special development services. Focus Support unit
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Development Priority Turn Objectives /Target Strategies /Interventions Projects Priority Issue Around Focal Area(MTAS) Education Education To ensure that the Support back to school and culture of leaning Education and Crime education system and campaigns Awareness Campaigns facilities are improved by Establish partnerships with department of 2012. education and institutions of higher learning to Education and Training facilitate greater accessibility of facilities and Support for target schools services. To co ordinate the improvement of the provision Adopt a school campaigns of education facilities.
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CHAPTER 5: 2010/11 PROJECTS AND BUDGET
5.1. LIST OF PROJECTS TO BE IMPLEMENTED BY CAPRICORN DISTRICT MUNICIPALITY
TABLE 38: CAPRICORN DISTRICT MUNICIPALITY CAPEX PROJECTS AND BUDGET 2010/11-2012/13 Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsi Environm No. Indicator (KPI) Funding ble Agent ental Authorisa tion BASIC SERVICES WATER PROJECTS Aganang Municipality Mankgodi WS (Cooperspark, Mohlajeng Household connection to AW 01 Extention) Bulk supply & storage 3,800 households 2 000 000 0 0 MIG CDM EMP Marowe RWS – (Maribana, Machabaphala, AW 02 Moletjana) Bulk supply & storage 1 500 000 0 0 MIG CDM EMP Mashashane WS (Maune (Masioneng),Boetse, Mapateng) Bulk supply AW 03 & storage 2 000 000 0 0 MIG CDM EMP Ga Phago WS (Rankhuwe, Makgodu, AW 04 Lonsdale) Bulk supply & storage 1 000 000 0 0 MIG CDM EMP Bakone WS (Ga Selolo, Kgomoschool, AW 05 Phetole) Bulk supply & storage 2 500 000 0 0 MIG CDM EMP Rampuru WS (Rammoba, Chloe A, Kgabo AW 06 Park) Bulk supply & storage 2 500 000 0 0 MIG CDM EMP Rampuru WS ( Mabitsela) Bulk supply & AW 07 storage 2 500 000 0 0 MIG CDM EMP Rampuru RWS (Mamehlabe)Bulk supply & AW 08 storage 3 500 000 0 0 MIG CDM EMP Houtriver Dam WS (Ga Kgoroshi) internal AW 09 reticulation 2 500 000 0 0 MIG CDM EMP AW 10 Phomolong, Semaneng,& Monyoaneng 2,000,000 0 0 MIG CDM EMP AW 11 Kalkspruit (Emergency project) 620,000 0 0 MIG CDM EMP Total for Aganang Municipality 22 ,620 ,000 Blouberg Municipality RWS to Kgatla Bulk supply, storage & Household connection to BW 01 internal reticulation 1,900 households 1 500 000 0 0 MIG CDM EMP
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsi Environm No. Indicator (KPI) Funding ble Agent ental Authorisa tion BW 02 Schoongezhict B BWS 1 800 000 0 0 MIG CDM EMP BW 03 Lenatong Bulk supply & storage 1 500 000 0 0 MIG CDM EMP BW 04 Driekoppies Bulk supply & storage 1 400 000 0 0 MIG CDM EMP BW 05 Tswatsane Bulk Supply & storage 1 700 000 0 0 MIG CDM EMP BW 06 Diepsloot Bulk supply & storage 950 000 0 0 MIG CDM EMP BW 07 Witten Bulk supply & storage 1 800 000 0 0 MIG CDM EMP BW 08 Package Plant for Helena Franz Hospital 3 000 000 0 0 MIG CDM EMP Glen Alpine (Sweethome) Bulk supply & BW 09 storage 1 950 000 0 0 MIG CDM EMP BW 10 Senwabarwana extension 2 700 000 0 0 MIG CDM EMP BW 11 Lenatong BWS 2 500 000 0 0 MIG CDM EMP BW 12 Senwabarwana BWS 2 500 000 0 0 MIG CDM EMP BW 13 Indermark Water Supply 2 500 000 0 0 MIG CDM EMP BW 14 Water Supply to Ga Mashalane 2 500 000 0 0 MIG CDM EMP BW 15 Mons BWs 1 000 000 0 0 CDM EMP BW 16 Alldays bulk 2 000 000 0 0 MIG CDM EMP Total for Blouberg Municipality 31 ,300,000 Lepelle Nkumpi Municipality Groothoek RWS Reticulate Ledwaba, Household connection to LNW 01 Matome, Makotse and Motantanyane 1,900 households 2 500 000 0 0 MIG CDM EMP Groothoek/Stock RWS Reticulate LNW 02 Hwelereng, and Mapatjakeng 4 000 000 0 0 MIG CDM EMP LNW 03 Groothoek/Stock RWS Reticulate Magatle 1 500 000 0 0 MIG CDM EMP Groothoek/Specon RWS Reticulate LNW 04 Sehlabeng and Mashego 1 800 000 0 0 MIG CDM EMP Groothoek/Specon RWS Reticulate CDM LNW 05 Motsereng, Lenting and Marulaneng 2 000 000 0 0 MIG EMP Mphahlele RWS Reticulate Phosiri, LNW 06 Rapetela 800 000 0 0 MIG CDM EMP Mphahlele RWS Reticulate Staanplaas, LNW 07 Mooiplaas, Mogodi, Matabele and Malemang 900 000 0 0 MIG CDM EMP LNW 08 Mafefe RWS (Sekgwapeng, Ngwaname, Ga 3 000 000 0 0 MIG CDM EMP
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsi Environm No. Indicator (KPI) Funding ble Agent ental Authorisa tion Mampa) internal reticulation LNW 09 Bouwlust Borehole development 900 000 0 0 MIG CDM EMP LNW 10 Mafefe RWS (Emergency project) 1,650,000 0 0 MIG CDM EMP LNW 11 Gaselwane RWS 3 000 000 0 0 MIG CDM EMP LNW 12 Specon RWS 19 000 000 0 0 RBIG CDM EMP Total for Lepelle – Nkumpi Municipality 41 ,05 0,000 Molemole Mun icipality Mogwadi Borehole development Household connection to MW 01 (Rita/Bethesda Borehole) 2,100 households 1 500 000 0 0 MIG CDM EMP GWS Makgalong A and B, Triest and Lissa. Equip borehole and water meters. Provide electrical connection. Install 1,3 km bulk MW 02 main at Lissa 2 300 000 0 0 MIG CDM EMP MW 03 M West Ind GWS Bulk water supply 2 200 000 0 0 MIG CDM EMP MW 05 Ramokgopha/Botlokwa RWS 2 200 000 0 0 CDM EMP MW 06 Nthabiseng Capricorn park 1 900 000 0 0 CDM EMP MW 07 Nthabiseng ground water improvements 2 200 000 0 0 MIG CDM EMP MW 08 Botlokwa(Matseke,Maphosa, Polata) 1 100 000 0 0 CDM EMP Ramokgopha RWS (Ga Joel, Ramoroko) MW 09 Bulk supply & storage 1 700 000 0 0 MIG CDM EMP MW 10 Eisleben 3 000 000 0 0 CDM EMP MW 11 Mogwadi RWS 2 500 000 0 0 MIG CDM EMP MW 12 Brussels,Westphalia,Bouwlust 2 500 000 0 0 MIG CDM EMP Total for Molemole Municipality 23,100,000 % progress in C 194 Cholera Intervention implementation of project 150,000 0 0 MIG CDM EMP Polokwane Municipality % of budget for Houtriver WTP transferred to PW 01 Houtriver WTP Transfer to Polokwane Polokwane 1 500 000 0 0 MIG CDM EMP % progress in PW 02 Ga Maja Borehole RWS implementation of project 700 000 0 0 MIG CDM EMP
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsi Environm No. Indicator (KPI) Funding ble Agent ental Authorisa tion Total for Polokwane 2,200,000 Total for Water Supply 120,420,000 173,913,000 211,462,000 OPERATIONS & MAINTENANCE (CAPEX) Acquisition of land & construction of a Water Construction of 1 water CO&M 01 Quality Laboratory quality laboratory 2,000,000 0 0 CDM CDM EMP 10 No of boreholes CO&M 02 Electrification of boreholes electrified 1,400,000 0 0 CDM CDM EMP 60 No of boreholes concrete pump houses CO&M 03 Boreholes concrete pump houses constructed 3,000,000 0 0 CDM CDM EMP 4 No of local municipalities that received budget and % CO&M 04 Purchasing of honey sucker of budget transferred 2,000,000 0 0 CDM CDM EMP No of concrete pump house CO&M 05 Concrete pump house constructed 2,500,000 0 0 CDM CDM EMP Total for Operation and & Maintenance 10, 900,000 20,000 ,000 30,000 ,000
SANITATION PROJECTS % progress in SAN 01 Groundwater Protocol (LM’s) implementation of project 500,000 0 0 CDM EMP Aganang Municipality 1 000 No of households SAN 02 Aganang Sanitation units connected 6,350,000 0 0 CDm CDM EMP Blouberg Municipality 667 No. of households SAN 03 Blouberg Sanitation units connected 4,900,000 0 0 MIG CDM EMP Lepelle Nkumpi Municipality 733 No. of households SAN 04 Lepelle Nkumpi Sanitation units connected 5,400,000 0 0 CDM CDM EMP 100% progress in project SAN 05 Upgrading of Lebowakgomo WWTW implementation 7,000,000 0 0 MIG CDM EIA Molemole Municipality
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsi Environm No. Indicator (KPI) Funding ble Agent ental Authorisa tion 1,060 No. of households SAN 06 Molemole Sanitation units connected 6,850,000 0 0 MIG CDM EMP 300 No. of households SAN 07 Mogwadi Extension 4 Sewer Reticulation connected 5,000,000 0 0 MIG CDM EMP Total for Sanitation 36,000,000 45,638,551 50 ,000,000 ROADS ROAD 01 Molemole Fire Station Access Road 1km of road constructed 2,500,000 0 0 CDM CDM EMP ROAD 02 Malatane bridge 1 bridge constructed 2,000,000 0 0 CDM CDM EMP ROAD 03 % of budget for Flora storm water transferred to Flora storm water transfer to Aganang Aganang 2,000,000 0 0 CDM CDM EMP ROAD 04 Mamaolo to Seleteng road 2 km of road constructed 10,145,422,68 0 0 CDM CDM EMP Total for Roads 16,654,422,68 44,000,000 50,000,000 Public Transport Construction of transport shelters for 20 No. of shelters TRANS 01 Molemole constructed 200,000 0 0 CDM CDM EMP Total for Public Transport 200,000
ELECTRICITY PROJECTS % progress in implementation of EN 01 Electricity conservation project project 3 243 892.64 0 0 CDM CDM EMP Aganang Municipality 300 No. of household units EN 02 Transfer to Aganang LM connected 3,000,000 5,000,000 0 CDM CDM N/A Blouberg Municipality 300 No. of household units EN 03 Transfer to Blouberg LM connected 1,000,000 5,000,000 0 CDM CDM N/A Lepelle Nkumpi Municipality 300 No. of household units EN 04 Transfer to Lepelle Nkumpi LM connected 5,000,000 5,000,000 0 CDM CDM N/A Molemole Municipality
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsi Environm No. Indicator (KPI) Funding ble Agent ental Authorisa tion 300 No. of household units EN 05 Transfer to Molemole connected 3,000,000 5,000,000 0 CDM CDM N/A Total for Energy 15,243 ,892,64 20,000,000 15 ,000,000 TOTAL FOR INFRASTRUCTURE 19 9,409,315 303 ,551 ,551 356 ,462 ,000 SOCIAL SERVICES PROJECTS Disaster & Emergency Services (CAPEX) Plan the relocation of Disaster Risk % progress in the planning Management Centre (Resources of the relocation of disaster CES 01 Management Centre) management centre 500,000 200,000 15,000,000 CDM LM N/A No of call points upgraded CES 02 Call points upgrades and refurbishment and refurbished 200,000 0 0 CDM LM N/A No of extrication, confined Extrication, confined space & high angle space & high angle rescuer CES 03 rescuer equipments equipments procured 1,000,000 0 0 CDM LM N/A No. of pick up vehicles CES 04 3×pick up vehicles procured 1,500,000 0 0 CDM LM N/A No. of equipments given to CES 06 Equipments for local municipalities local municipalities 90,000 0 0 CDM LM N/A CES 07 Replace emergency vehicle water tanker No. of water tanker replaced 2,500,000 0 0 CDM LM N/A Total for Disaster & Emergency Services 5,790,000 950 ,000 2,000 ,000 Environmental Manag ement (CAPEX) Establishment of a landfill site in Lepelle No of land fill site CEM 01 Nkumpi established 11,875,000 0 0 CDM CDM EIA CEM 02 Establishment of Molemole landfill site 13,875,000 0 0 CDM CDM EIA No. of Air quality monitoring CEM 03 Air quality monitoring equipment equipment procured 750,000 0 0 CDM CDM EIA Total for Environmental Management 26,50 0,000 30,000,00 0 15,000,00 0 Environmental Health Services No. of sampling equipments CHS 01 Purchasing of sampling equipments procured 500,000 250,000 100,000 CDM CDM N/A Sports, Arts & Culture
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsi Environm No. Indicator (KPI) Funding ble Agent ental Authorisa tion Upgrade District Satellite Academy (Ga CSAC 01 Mothapo) 1 500 000 5,450,000 0 CDM CDM EIA TOTAL FOR SOCIAL SERVICES PROJECTS 34,290,000 36,400,000 17,000,00 0 CORPORATE SERV ICES PROJECTS (CAPEX) CCS 01 IT Security (Cameras) No of IT cameras available 150, 000 0 0 CDM CDM N/A CCS 02 Purchase of Computers No of computers procured 100,000 0 0 CDM CDM N/A CCS 03 Purchase of Laptops N of laptops procured 250,000 0 0 CDM CDM N/A CCS 04 Purchase of Servers No of servers procured 400,000 0 0 CDM CDM N/A Scanners for creditor management and Asset 0 0 CCS 05 count No. of scanners procured 100,000 CDM CDM N/A Fleet purchases(12 4ton Trucks,8 1ton truck), No. of fleet and sedan 0 0 CCS 06 1 sedan, procured 7,000,000 CDM CDM N/A CCS 07 Purchase for Printers No of printers available 30,000 0 0 CDM CDM N/A Availability and functionality 0 0 CCS 08 Statistical data analysis software of data analysis software 260,000 CDM CDM N/A Availability of an offsite 0 0 CCS 09 Implement Offsite Backup( IT) storage for data recovery 900,000 CDM CDM N/A No. of locals that received 0 0 CCS 10 IT infrastructure to Locals infrastructure 2,000,000 CDM CDM N/A Implementation of wireless & 0 0 CCS 11 Wireless & Internal network upgrade internal network upgrade 350,000 CDM CDM N/A CCS 12 Purchase for Furniture No. of furniture procured 300,000 0 0 CDM CDM N/A Availability of Mayoral 0 0 CCS 13 Purchase for Mayoral Vehicle vehicle 700,000 CDM CDM N/A TOTAL FOR CORPORATE SERVICES 12,540,000 2,500,00 0 3,000,00 0 246,239,315,3 TOTAL CAPEX 2 342,451,551 457,914,000
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DISTRICT MUNICIPALITY OPEX PROJECTS AND BUDGET 2010/11-2012/13 Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsibl ENVIRO No. Indicator (KPI) Funding e Agent NMENTA L
Operations and Maintenance (OPEX) CO&M 06 Operations & maintenance support No. of schemes 0 0 programme maintained 2, 493, 000 CDM CDM N/A CO&M 07 O & M Transfer to LMs No. of LMs received O&M 0 0 budget 6, 000, 000 CDM CDM N/A CO&M 08 Free Basic Water No. of 1 st order FBW 0 0 supply returns compiled 4, 000, 000 CDM CDM N/A CO&M 09 Bulk Water purchases Attainment of milestones in 0 0 the contract management of bulk water supply 40, 000,000 CDM CDM N/A CO&M 10 Water Stores Progress on Water stores 0 0 project implementation 2, 000, 000 CDM CDM N/A CO&M 11 O & M refurbishment 2009/10 Progress in developing & 0 0 submission of action plan 28,027,591.0 for 2009/10 6 CDM CDM N/A CO&M 12 Water Conservation Strategy Availability of Water 0 0 Conservation Strategy 1, 000, 000 CDM CDM N/A CO&M 13 By Law enforcement Progress in enforcement of 0 0 by laws 1, 000, 000 CDM CDM N/A CO&M 14 Water Quality Monitoring & Sampling No. of water samples conducted 2, 000, 000 3,500,000 2,000,000 CDM CDM N/A CO&M 15 Inline Disinfection installation % progress in project implementation 200, 000 150,000 100,000 CDM CDM N/A CO&M 16 Implementation of water safety and % progress in project security plans implementation 200, 000 100,000 50,000 CDM CDM N/A CO&M 17 World Water Monitoring day No. of special calendar days observed 200, 000 350,000 350,000 CDM CDM N/A CO&M 18 Blouberg water summit No. of summit held 200,000 Total for Operation and Maintenance 87,320 ,591 .0 2,500,00 0 6 4,100,000
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsibl ENVIRO No. Indicator (KPI) Funding e Agent NMENTA L
Ro ads (OPEX) ROAD 06 Road Safety Education No. of road safety 0 0 awareness conducted 30,000 CDM CDM N/A Total for Roads 30,000 0 0 Public Transport (OPEX) TRANS 03 Capacity Building in the Taxi Industry No. of workshops 0 0 conducted 250,000 CDM CDM N/A TRANS 04 Alignment of ITP with Public Transport Aligned ITP with Public 0 0 Strategy Transport Strategy 150,000 CDM CDM N/A TRANS 03 Enforcement of Public Transport By Laws Progress in enforcement of 0 0 by laws 50,000 CDM CDM N/A Total for Public Transport 450,000 0 0 Institutional Social Development (OPEX) ISD 01 No. of awareness campaign 0 0 Community awareness campaign conducted 39,000 CDM CDM N/A ISD 02 Capacity Building & Training(Steering No. of st eering committee 0 0 Committee) members capacitated 60,000 CDM CDM N/A ISD 03 Customer Care No. of customers assisted 60,000 0 0 CDM CDM N/A ISD 04 No. of health and hygiene 0 0 Health & Hygiene education sessions 60,000 CDM CDM N/A ISD 05 Steering Committee Meetings No. of steering committee 0 0 meetings held 30,000 CDM CDM N/A Total for ISD 249,000 0 0 Local Economic Development (OPEX) Database for unemployed graduates Availability of database for 100,000 0 0 CLED 01 unemployed graduates CDM CDM N/A Capacity Building for Small Traders No of small traders 100,000 0 0 CLED 02 capacitated CDM CDM N/A SMME and cooperatives support No. of SMMEs and 500,000 0 0 CLED 03 cooperatives CDM CDM N/A Revamping of Mafefe tourist camp 0 0 CLED 04 Revamped Maf efe tourist 500,000 camp CDM CDM EMP
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsibl ENVIRO No. Indicator (KPI) Funding e Agent NMENTA L
Revamping of Motumo tourist camp Revamped Motumo tourist 1,000,000 0 0 CLED 05 camp CDM CDM EMP Feasibility study for Zebediela estate cluster 0 0 CLED 06 projects Availability of report 300, 000 CDM CDM EIA Investment promotion Attainment of milestones in 0 0 CLED 07 investment promotion 1,000,000 CDM CDM N/A Agricultural programmes Attainment of milestones in 0 0 CLED 08 agricultural programmes 500,000 CDM CDM N/A Exhibition of tourism product No. of tourism exhibitions 0 0 CLED 09 attended 150,000 CDM CDM N/A Tourism promotions Attainment of milestones in 0 0 CLED 10 tourism promotion 200,000 CDM CDM N/A Implementation of CEDA Attainment of milestone in 0 0 CLED 11 project implementation 500,000 CDM CDM N/A Total for LED 4, 850,000 Planning (OPEX) CPD 01 Community Based Planning (CBP) linked to Availability of CBP/IDP IDP linkage report 2,300,000 0 0 CDM CDM N/A CPD 02 Socio Economic Impact Study Availability of socio economic impact stu dy report 2,400,000 3,900,000 0 CDM CDM N/A CPD 03 Planning Management Tools (e.g. GIS) Availability of planning management tools 100,000 0 0 CDM CDM N/A CPD 04 Support to Category B Locals: No. of local municipalities Establishment of LUMS that requir ed assistance in establishments of LUMC actually assisted 80,000 0 0 CDM CDM N/A CPD 05 Land Audit: Lepelle, Blouberg and Aganang Availability of Land Audit Local Municipalities Report for 3 local municipalities 300,000 0 0 CDM CDM N/A CPD 06 Capacity Building (Spatial Planning) No. of targeted candidates actually get trained 200,000 0 0 CDM CDM N/A CPD 07 LUMS training for tribal offices officials No. of targeted candidates actually get trained 350,000 0 0 CDM CDM N/A
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsibl ENVIRO No. Indicator (KPI) Funding e Agent NMENTA L
CPD 08 Development and Review of credible Availability of reviewed Integrated Development Plan credible Integrated Development plan 300,000 1,000,000 1,100,000 CDM CDM N/A CPD 09 Ward Committee Conference No. of conference held 500,000 600,000 700,000 CDM CDM N/A Total for Planning 6,530 ,000 5,500,000 1,800,000 Finance (OPEX) CF 01 Implement Revenue Collection Strategy Availability of Revenue 0 0 Collection Strategy 500,000 CDM CDM N/A CF 02 Development of Bylaws Availability of by laws 300,000 0 0 CDM CDM N/A CF 03 Awareness on the bylaws No. of awareness 0 0 conducted 20,000 CDM CDM N/A CF 04 Cash Management Efficient cash management 40,000 0 0 CDM CDM N/A CF 05 Asset management Developed Assets 0 0 management register 2,500,000 CDM CDM N/A CF 06 Capacity building (Service providers) No. of service providers 0 0 actually get capacitated 50,000 CDM CDM N/A CF 07 Municipal billing support % progress in 0 0 implementation of project 300,000 CDM CDM N/A Total for Finance 3, 710,000 0 0 SOCIAL SERVICES PROJ ECTS Disaster & Emergency Services (OPEX) Volunteers Equipments & Protective clothing procured volunteers equipments & protective CES – 14 clothing 100, 000 100,000 150,000 CDM LM N/A Disaster plans for district & L ocal Availability of disaster plans CES – 15 Municipalities for district and locals 27,000 CDM LM N/A Disaster Fund Availability and implementation of disaster CES – 16 fund policy 100,000 200,000 200,000 CDM LM N/A Training of councilors & volunteers No. of candidat es that CES – 17 actually get trained 100,000 50,000 50,000 CDM LM N/A Disaster relief material & shelters No. of disaster relief CES – 18 materials shelters procured 500,000 500,000 500,000 CDM LM N/A
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsibl ENVIRO No. Indicator (KPI) Funding e Agent NMENTA L
Awareness campaigns and marketing No. of awareness CES – 19 campaigns/marketing conducted 50,000 100,000 100,000 CDM LM N/A Total for Disaster & Emergency Services 877,000 950,000 1,000,000 Environmental Management (OPEX) Laboratory analysis air quality Attainment of project CEM 05 milestones as % pro gress in Implementation of project 200,000 0 0 CDM CDM N/A Implementation of community based waste Attainment of project collection services in 2x local municipalities milestones as % progress in CEM 06 Implementation of community based waste collection in 2 LMs 1,500,000 0 0 CDM CDM N/A Environmental management awareness No. of CDM targeted CEM 07 training for CDM official officials that actually get trained 100,000 100,000 50,000 CDM CDM N/A Development of material for environment CEM 08 training Availability of materials 130,000 100,000 50,000 CDM CDM N/A Operationalisation of municipal landfill sites No. of land fill sites CEM 09 operating 1,300,000 1,000,000 1,000,000 CDM CDM N/A Total for Environmental Management 3, 23 0,000 1,2 00,000 1,1 00, 000 Environmental Health (OPEX) CEH 01 No. of food samples Food control conducted 200,000 250,000 300,000 CDM CDM N/A CEH 02 Applying relevant legislation to enforce Progress in enforcement of compliance by laws 100,000 100,000 100,000 CDM CDM N/A CEH 03 No. of health education Embark on health education sessions conducted 50,000 50,000 50,000 CDM CDM N/A CEH 04 No. of water samples Water sampling conducted 100,000 50,000 50,000 CDM CDM N/A CEH 05 Planting of more pad of cholera monitoring No. of more pads planted 134,597,48 100,000 100,000 CDM CDM N/A CEH 06 Collection of specimen from suspect No. of specimen collected 50,000 80,000 100,000 CDM CDM N/A CEH 07 Health and hygiene awareness No. of health and hygiene 50,000 50,000 50,000 CDM CDM N/A
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsibl ENVIRO No. Indicator (KPI) Funding e Agent NMENTA L
awareness conducted Total for Environmental Health 684,597,48 680,000 750,000 Sports, Arts & Culture (OPEX) No. of heritage events CSAC 01 Heritage events celebration celebrated 150,000 200,000 300,000 CDM CDM N/A No. of indigenous games Indigenous Games Festivals and O.R festival and O.R Tambo CSAC 02 Tambo Games games held 100,000 150,000 100,000 CDM CDM N/A No. of district Mayor’s CSAC 03 District Mayors Tournaments tournaments held 300,000 350,000 400,000 CDM CDM N/A % progress in implementation of crime prevention CSAC 04 Crime prevention programmes programmes 80,000 100,000 100,000 CDM CDM N/A Education and Sports against alcohol abuse No. of education crime CSAC 05 & crime awareness campaigns held 100,000 150,000 200,000 CDM CDM N/A CSAC 06 % progress in implementation Capricorn district academy of sports of programme 0 0 0 CDM CDM N/A CSAC 07 % progress in implementation Upgrading of SRAC facilities of programme 0 0 0 CDM CDM N/A Total for Sports, Arts & Culture 730,000 950 ,000 1,100,000 TOTAL FOR SOCIAL SERVICES PROJECTS 5,5 21,597,48 3,780,000 3,950,000 CORPORATE SERVICES PROJECTS (OPEX) Information and Knowledge Management CCS 14 SAP Support Training & Maintenance No. of SAP training conducted 2,000,000 0 0 CDM CDM N/A CCS 15 SAP System upgrade % progress in SAP system upgrade 4,000,000 0 0 CDM CDM N/A CCS 16 SAP ESS/MSS implementation % progress in implementation of SAP ESS/MSS 0 0 0 CDM CDM N/A CCS 17 Service delivery call centre Availability of service delivery call centre 3,000,000 0 0 CDM CDM N/A CCS 18 Offsite records achievers (Finance, HR & Availability of offsite records 700,000 0 0 CDM CDM N/A
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsibl ENVIRO No. Indicator (KPI) Funding e Agent NMENTA L
Legal) archives Availability of plans for Aganang and Lepelle CCS 19 File plan to Aganang and Lepelle Nkumpi Nkumpi 0 0 0 CDM CDM N/A Performance Management No. of PM support & CPM 20 Capacity Building and PM Support capacity building sessions 500,000 0 0 CDM CDM N/A Human Resources % progress in implementation of project CCS 21 Job evaluation 500,000 0 0 CDM CDM N/A % progress in CCS 22 Reward & recognition programme implementation of project 200,000 0 0 CDM CDM N/A CCS 23 No. of targeted people Training actually get trained 800,000 0 0 CDM CDM N/A CCS 24 Training Councillors No. of councilors trained 350,000 0 0 CDM CDM N/A CCS 25 No. of people actually get Bursary Fund Internal assisted 400,000 0 0 CDM CDM N/A CCS 26 No. of people actually get Bursary Fund External assisted 400,000 0 0 CDM CDM N/A TOTAL FOR CORP ORATE SERVICES 12,850,000 0 0 EXECUTIVE MANAGEMENT (OPEX) Executive Mayor’s Office CEXM 01 Stakeholder participation (Political No. of stakeholder Leadership and Good Governance) consulted 350,000 0 0 CDM CDM N/A CEXM 02 Social Responsibility (Buildings) Nobody Crèche and Maponto community hall 1,500,000 0 0 CDM CDM N/A Total for Executive Mayor’s Office 1,850,000 0 0 Chief Whip’s Office CCW 01 Stakeholder Participation No. of stakeholder consulted 50,000 0 0 CDM CDM N/A Total for Chief Whip’s Office 50,000 0 0
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsibl ENVIRO No. Indicator (KPI) Funding e Agent NMENTA L
Speaker Office CS 01 Public Participation and Oversight Availability of oversight report 800,000 0 0 CDM CDM N/A Total for Speaker’s Office 800,000 0 0 Communication Corporate Image No. of internal & external CM 01 stakeholder level consulted 500,000 0 0 CDM CDM N/A Advertising and branding of Events, No. of media days CM 02 Organise media days with journalists , organised as scheduled Generic municipal ads 900,000 0 0 CDM CDM N/A Production of Strategic Publications such Availability of annual report CM 03 as Annual Reports, IDP, annual , IDP document and promotional materials, etc. promotional materials 750,000 0 0 CDM CDM N/A Stakeholders Participation No. of stakeholders CM 04 consulted 500,000 0 0 CDM CDM N/A CX 05 Publicity Frequency of publications 800,000 0 0 CDM CDM N/A Total for Communication 3,450,000 0 0 Internal Audit Forensic Investigations Availability of forensic CIA 01 investigation report 1,000,000 0 0 CDM CDM N/A Fraud Prevention % reduction of fraud cases CIA 02 within CDM 165,000 0 0 CDM CDM N/A Total for Internal Audit 1,165,000 0 0 Intergovernmental Relations IGR 01 IGR Conference No. of IGR conference held 450,000 0 0 CDM CDM N/A IGR 02 Stakeholder Participation (IGR Meetings) No. of scheduled meetings held 200,000 0 0 CDM CDM N/A Total for IGR 650,000 0 0 HIV/AIDS (OPEX) CHIV 01 Prevention programmes No. of campaigns conducted 500,000 0 0 CDM CDM N/A CHIV 02 Co ordination programmes No. of programs coordinated 155,000 0 0 CDM CDM N/A CHIV 03 No. of participants get Capacity Building capacitated 500,000 0 0 CDM CDM N/A
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Project Project name, Description and Location Key Performance 2010/2011 2011/2012 2012/2013 Source of Responsibl ENVIRO No. Indicator (KPI) Funding e Agent NMENTA L
CHIV 04 No. of CBOs, people infected and affected by HIV Care & Support and AIDS supported 500,000 0 0 CDM CDM N/A CHIV 05 Attainment of milestone in Planning planning 100,000 0 0 CDM CDM N/A Total for HIV/AIDS 1,755,000 0 0 Special Focus CSFG 01 Children Development Programmes % progress in implementation of chil dren development programmes 300,000 200.00 0 300,000 CDM CDM N/A CSFG 02 Disability Development Programmes % progress in implementation of disability development programmes 100,000 150, 000 200,000 CDM CDM N/A CSFG 03 Gender Development Programmes % pro gress in implementation of gender development programmes 800,000 500, 000 600,000 CDM CDM N/A CSFG 04 Older Persons Development Programmes % progress in implementation of older persons development programmes 200,000 200, 000 300,000 CDM CDM N/A CSFG 05 Youth Development Programmes % progress in implementation of youth development programmes 300,000 500, 000 600,000 CDM CDM N/A CSFG 06 Establishment of Special Focus Support Unit Availability of special focus support unit 500,000 0 0 CDM CDM N/A Total f or Special Focus 2,200,000 1,550,000 2,000,000
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CHAPTER 6: INTEGRATION AND SECTOR PLANS
A key requirement of the IDP process is to achieve integration with the initiatives of other spheres of government, alignment between projects and programs and legislative requirements of sectoral legislation. The following is an update on the status of such plans:
CDM SECTOR PLANS PLANS UNDER YEAR NOT DEVELOPMENT COMMENTS REVIEW AVAILABLE STAGE Spatial Development Framework 2006/07 Local Economic Development Plan 2007 Water Services Development Plan Energy Master Plan Air Quality Management Plan The District Air Quality Management Plan (AQMP) is not under review but now, after the appointment of an Air Quality Officer, the focus will be on implementation of the AQM Plan. Note that the content of the AQMP is still very relevant. Environmental Management Plan EMP’s for Lepelle Nkumpi, Molemole and Aganang municipalities have been completed and are available on the CDM website. Molemole and Polokwane municipalities have plans available that they have funded themselves. A consolidated district plan will be developed in house, using the information contained in local plans, during 2010/11. Disaster Management Plan Poverty Alleviation and Gender Equity Plan Risk Management Plan 2007 Communication Plan 2009/10
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Public Participation Strategy Covered in Communication Strategy HIV/AIDS Plan Organisational PMS 5 year Financial Plan 5 year Infrastructure Investment Plan Integrated Waste Manag ement Plan Individual Waste Management Plans (WMP’s) for local municipalities are available. There is no need yet to revisit / review them and the content remains relevant. The challenge lies with implementation of these plans and over the past years efforts have been directed towards implementation. The focus is primarily on the implementation of waste collection services and/or extension of such services as well as landfill site development in four local municipalities. Roads Management Plan Integrated Transport Plan 2008/09 Reviewed Annually Institutional Plan Organogram Structure HR Strategy Tourism Development Strategy 2001/02 Reviewed every five years Health Plan Sector plan Education Plan Sector pan Housing Plan Sector plan Social Crime Prevention Plan Anti corruption Strategy Whistle Blowing Strategy Workplace Skills Development Plan
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