NXUBA LOCAL MUNICIPALITY
FINAL REVIEWED INTEGRATED DEVELOPMENT PLAN 2015-2016
The Municipal Manager Nxuba Local Municipality Private Bag X350 Adelaide 5760 Telephone No (046)684 0034
TABLE OF CONTENTS
CONTENT PAGE
Foreword by the Mayor/ Speaker 5
Foreword by the Municipal Manager 6-8
EXECUTIVE SUMMARY Legal Framework and Policy 9-11 IDP Process 12-13 Organisational Arrangement Community Participation Schedule of Meeting 16-17 Nxuba Ward Based Planning and Outreach Programme 17-19 Millennium Development Goals 19 Back to Basics Programme 19 Powers and Functions 19-20
CHAPTER 1 Vision, mission and values 21
CHAPTER 2 Demographic Profile 22 Geographic Description 22 Demographic Analysis Population Distributions 23-25 Racial Distribution 26 Disability 26 Socio- Economic Analysis 26-32 Human Settlement Analysis 32-38 Environmental Issues 38 Climate Patterns 38 Conclusion 39
CHAPTER 3: Status quo analysis per Key Performance Area (KPA) KPA 1: Basic Service Delivery and Infrastructure Development 40 Water and Sanitation 40-41 Roads and Stormwater 42 Electricity and Energy 42 Community Services 42 Solid Waste Management 42-43 Disaster Management 43 Fire Services 44 Community Safety 43-44 Community Facilities 44 Sports & Recreation 44 Community Halls 45
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Libraries 45 Transport Services 45 Cemeteries 45
KPA 2: Local Economic Development 46 Sectoral Overview 46 Agriculture 46-47 Livestock Farming 47-48 Forestry 48 Tourism 49-50 Small Medium and Micro Enterprise 50-51
KPA 3: Good Governance and Public Participation 51 Political Governance 51-53 Communication and Public Participation 53-54 Information Management 55 Intergovernment Relation Forum (IGR) 55 Partnership & Strategic Relationships 55-56 Special Programmes 56
KPA 4: Institutional Transformation and Organisational Development 56 Nxuba Institutional overview 56 Office accommodation 56 Nxuba organisational overview 57-77 Office of the Mayor/ Speaker 78 Office of Municipal Manager 78 Corporate Services Director 78 Service Delivery and Infrastructure Directorate 79 Budget and Treasury Directorate 79 Local Labour Forum (LLF) 79 Employee Job Description 79 Code of Conduct for Councillors and Officials 79 Institutional (Human Resources) Policy Development 80 Skills Development and Training 80 Organisation Annual Performance Assessment 13/14 80-81 KPA 5: Municipal Financial Viability 81 Revenue Collection 82 Free Basic Services 82 Expenditure Management 82-83 Creditors 83 Asset Management 83 Audit Outcomes 83 Internal Audit Unit 84 Audit Committee 83-84 Effectiveness of internal control 84 Fraud and Risk Management 84
CHAPTER 4: Municipal Strategic Objectives 85 Introduction 85-86 Alignment Development Objectives and Strategies, Indicators and Targets 87 KPA 1: Municipal Transmission and Organisational Development 87-90 KPA 2: Service Delivery and Infrastructure Development 90-95
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KPA 3: Local Economic Development 96-97 KPA 4: Municipal Finance Viability 98-100 KPA 5: Good Governance and Public Participation 101-106 Development Projects for 2014/2015-2016/2017 financial year 106 Implement Plan for 2015/2016 Financial year 106-107 Implement Plan for 2016/2017 Financial year 107 Project Funded by Amathole District Municipality 107-108 Commitments by Sector Departments for 2015/2016 108-109
CHAPTER 5: Municipal Sector Plans & Policies 110 Introduction 110 Local Economic Development Strategy 110 Purpose of the Project 110 Project outcomes 110-111 Integrated Waste Management Plan (IWMP) 111 Vision of the IWMP 111 Local Spatial Development Framework (LSDF) 111 By-laws 112 Approved and reviewed: Policies, Plan and Strategies 113-114
CHAPTER 6: Financial Planning 115-124
CHAPTER 7: Performance Management Framework 125-144
CHAPTER 8 : Spatial Development Framework (SDF) 145-167
ANNEXURE
ANNEXURE A 2013/2014 AUDIT ACTION PLAN 1-17
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FOREWORD: MAYOR /SPEAKER
Nxuba Local Municipality embarked on a journey of comprehensive contribution pertaining to participatory democracy as enshrined in the Constitution of the Republic of South Africa Act 108 of 1996; the reviewed Integrated Development Plan (IDP) is the culmination of the process and the beginning of another.
As the Mayor/Speaker, I believe the social transformation of the Nxuba Municipal Area can be made possible working together with political principals and, technocrats, and we can through positive initiatives change the lives of our people in both the rural and urban communities.
We appreciate the support of sector departments, parastatals, the IDP Representative Forum, civil society and; management for their contribution in the reviewal of the IDP, for it is their effort and contributions that have resulted in this document.
One of the highlight in the period of 2013/2014 financial year, Nxuba Local Municipality received a Qualified Audit Opinion. Our continuous dialogue has resulted in much needed assistance being provided on some of our projects. Therefore reading the IDP document is a reflection of initiatives, which amongst many, includes community consultation through Ward Community based Planning program, IDP Community meetings, IDP Representative Forum meetings and Intergovernmental Relations meetings. Nxuba Local Municipality will ensure proper consultation and partnership with the communities in achieving its vision and mission.
As Nxuba Local Municipality, we will continue to be receptive to constructive criticism and suggestions as well as to remain accountable to the communities.
Councillor Louisa Leonora “Dolly” Bruintjies
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STATEMENT BY THE MUNICIPAL MANAGER: MR SIPHIWO CAGA
STATEMENT BY THE MUNICIPAL MANAGER: MR SIPHIWO CAGA
The Financial Year 2013 / 2014 has been a turnaround period for the Municipality. A significant number of critical and strategic positions have been filled including that of Director Corporate Services, Director Technical Services, Director Community Services and Programmes Unit. The Municipality has been involved in job creation programmes, namely Community Works Programme (CWP) and Expanded Public Works Program (EPWP). Over 400 jobs have been created in EPWP programme and 1000 jobs in CPW programme. Several capital projects have been initiated and are underway, including the Drivers’ Testing Ground, fencing of cemeteries, paving in both Adelaide and Bedford.
The improved audit report included some findings by the Auditor General and the Municipality is putting strategies in place to respond to these findings, with the support of Amathole District Municipality and Operation Clean Audit specialists from the Department of Cooperative Governance and Traditional Affairs (COGTA) in Bisho, Eastern Cape.
Hereunder is the discussion on the performance of the municipality with regard to the (5) five Key Performance Areas (KPA) as identified in the Local Government Turnaround Strategy.
KPA 1: Municipal Transformation and Institutional Development including: Human Resources, Skills Development, Records Management, Information Technology, Security Services and Council Support
This serves as the foundation for sound administration and readiness of an institution to deliver on its mandate. The Municipality is also reviewing its structural organogram, Human Resources policies and Finance Policies. The workplace skills plan for capacity building of both councilors and officials has been developed and adopted. However there are a number of disciplinary cases which led to some officials being dismissed. As highlighted above, the Municipality has filled the critical vacancies but due to unavoidable disciplinary processes, some positions are currently vacant; including that of IT Officer, Housing Officer and Payroll Clerk. The Municipality’s intention remains to respond to the needs and aspirations of the people, by building a strong administration.
KPA 2: Basic Service Delivery and Infrastructure Development
Municipalities are required to utilize the public funds entrusted to them to respond to the needs of their communities for infrastructure development, local services such as water and sanitation, electricity, refuse removal, and to enable and guide spatial development processes.
The following Municipal Infrastructure Grant (MIG) Projects were underway in 2013/2014 financial year:
(a) Drivers’ Testing Ground in Adelaide 6 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
(b) Paving of Red Township access road in Adelaide
(c) Goodwin Park Community Hall in Bedford
(d) Paving of Bedford Town Streets
(e) Fencing of Adelaide and Bedford Cemeteries
Water and Sanitation services in the Nxuba Municipal area are the responsibility of the Amathole District Municipality (ADM), with the municipality’s involvement being limited to a facilitation role.
The electrical infrastructure within the Nxuba area poses a challenge due to the aging infrastructure. The municipality requires the assistance of the Department of Energy to resolve this matter in future.
KPA 3: Local Economic Development
The Municipality has compiled a Local Economic Development (LED) Strategy with the support of Amathole District Municipality. Local businesses will also in future benefit from the assistance of various LED Forums are active in the area, most notably the Agricultural Forum and Business Forum. The Municipality has reviewed its Supply Chain Management Policy to give preference to local businesses.
Tourism and Heritage development remains a challenge for the Municipality but Amathole District Municipality (ADM) has committed to assist in the development of Nxuba Tourism Master Plan. Nxuba has a functioning Local Tourism Organization (LTO) which is partly funded by the municipality and supported by Amathole District Municipality.
KPA 4: Financial Viability and Management Including Revenue Enhancement, Budget
Reform, Financial Management, Asset Management, Supply Chain Management.
The Municipality is still struggling to pay its creditors on time due to financial constraints. Also most critical is the ability of the Municipality to collect outstanding consumer debt which is currently at R56 million.
The Municipality will also embark on data cleansing, debt collection and will be seeking to write off irrecoverable debt in terms of the Debt Write-off Policy as adopted by the Council. The Municipality is also renewing revenue enhancement strategy and financial plan which will be adopted and implemented together with the reviewed IDP in 2015/2016.
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KPA 5: Good Governance and Public Participation
The Municipality is currently strengthening its Internal Audit Unit through capacitating the current Internal Auditor and through additional support from Amathole District Municipality. The Municipal Public Accounts Committee (MPAC) is also providing oversight on financial expenditure and other related issues.
The municipality has a functional Audit Committee and its reports are submitted bi-annually to Council. Various workshops on the IDP Process, Budget, Performance Management System (PMS) and Service Delivery and Budget Implementation Plan (SDBIP) are held during the review process in consultation with the stakeholders. Ward Committees have been trained and are actively involved in the relevant Council processes.
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EXECUTIVE SUMMARY
This document sets out the Nxuba Local Municipality’s Integrated Development Plan for the 2015/16 financial year, containing key municipal goals and priorities. The IDP is a strategic document of Council and guides all planning and development in the municipality. Preparation of the IDP followed an approved process plan that incorporated extensive stakeholder consultations and public participation. The Council of Nxuba Municipality developed a five year strategic plan linked to its term of Council in 2011 (2011-2017). The 15/16 Draft IDP is the third review of the municipality’s five year strategic document.
1. THE LEGISLATIVE AND POLICY FRAMEWORK
The Integrated Development planning process is highly regulated and the municipality is guided by the following important legislation;
CONSTITUTION OF THE REPUBLIC OF SOUTH AFRICA, ACT 108 OF 1996, SECTION 152- MANDATES LOCAL GOVERNMENT TO:
• Provide democratic and accountable government for local communities
• Ensure provision of services to communities in a sustainable manner
• Promote social and economic development
• Promote safe and healthy environment; and
• Encourage the involvement of communities and community organisation in matters of local government
THE WHITE PAPER ON LOCAL GOVERNMENT ( 1998 ):
Introduced a notion of a developmental local government:
Defined as: “Local government that is committed to working with its citizens and groups within the community to find sustainable ways to meet their social, economic and material needs and improve the quality of their lives.”
MUNICIPAL SYSTEMS ACT 32 OF 2000, as amended
Chapter 5, Section 25 states that:
• Each Municipal Council must adopt a single, inclusive strategic plan
• The IDP must be a 5-year strategic plan that provides a road map for the municipality
• The IDP must be reviewed annually to adapt to changing circumstances
• The IDP must identify all projects, plans and programs to be implemented within the municipality by any organ of state
• The IDP should be aligned to national and provincial strategic plans and also integrate various projects within the municipality
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• The community must be given at least 21 days to comment on the draft IDP/Budget before it is submitted to Council for adoption by 31 May.
In terms of the Annual Review and Amendment of the IDP, Chapter 5, Section 34 states that:
A Municipal Council –
(a) must review its integrated development plan –
(i) annually in accordance with an assessment of its performance measures in terms of section 41; and
(ii) to the extent that changing circumstances so demand; and
(b) may amend its integrated development plan in accordance with a prescribed process
Municipal Systems Act, Chapter 6, Section 38
PERFORMANCE MANAGEMENT
Establishment of a performance management system:
A municipality must— (a) establish a performance management system that is— (i) commensurate with its resources; (ii) best suited to its circumstances; and (iii) in line with the priorities, objectives, indicators and targets contained in its integrated development plan; (b) promote a culture of performance management among its political structures, political office bearers and councillors and in its administration; and (c) administer its affairs in an economical, effective, efficient and accountable manner.
Provincial IDP Assessment
In terms of Section 32 of the Municipal Systems Act (Act 32 of 2000) the municipality is required to submit a copy of its Integrated Development Plan (IDP) to the MEC for Local Government within 10 days of the adoption or amendment of the plan
After the adoption of the Draft IDP, the local municipalities are assessed against 6 Key Performance Areas (KPA) namely:
1. Spatial Considerations 2. Service Delivery and Infrastructure Planning 3. Financial Planning and Budgets 4. Local Economic Development 5. Good Governance: Public Participation, Labour Relations, Inter-Governmental Relations. 6. Institutional Arrangements
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Nxuba Municipality Assessment results:
The Nxuba municipality IDP was rated high for 2014/2015 IDP assessment. The following were the results per Key Performance Area:
KPA RATING 2012/13 RATING 2013/14 RATING 2014/15
Spatial Development High High High Framework
Service Delivery & High Medium Medium Infrastructure Development
Financial Viability High High High
Local Economic High High High Development
Good Governance & Public High High High Participation
Institutional Arrangements High High High
Overall Rating High High High
Though the results above show the consistency the municipality has managed to maintain, however there is a need to improve in terms of service delivery and infrastructure development as this KPA addresses the concerns of the community.
Organizational Analysis
Strengths
The Municipality has a relative stable political environment with minimal protests. It is situated In the R63 corridor linking the major towns like East London and Cradock. The areas are very strong in both Agriculture and Tourism and have the potential to increase the Provincial gross domestic product.
Weakness
Nxuba area is a drought stricken region and has in the past years been declared a disaster area. The majority of citizens are unemployed and are indigent, particularly the youth and women. The municipality has difficulty in attracting and developing skills in the area.
Opportunities
The constructions of Foxwood dam will probably provide opportunities for tourism and water resources needed by investors.
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Threats
The high levels of unemployment, particular among the youth, might lead to socio-economic crimes. The prevalence and vulnerability to disease due to poverty levels also has a bad contribution in the economy of the municipality.
2. IDP PROCESS
Integrated Development Planning (IDP) is a planning tool for promoting developmental local government. It enables the Municipality to identify its priorities and develop a strategic development plan for the short, medium and long term. The IDP process is a consultative process which requires of the Municipality to engage with its citizens and other stakeholders in the development thereof.
IDP’s must be reviewed and amended together with the Budget on an annual basis and adjusted and revised in accordance with the monitoring and evaluation of existing performance and changing circumstances.
The integrated development planning methodology comprises five interrelated phases namely;
Analysis Strategies Projects Integration Approval
These phases are illustrated graphically below:
Phase 1: Analysis Phase 2: Strategies Situational analysis to A set of intended actions determine level of for dealing with development priority issues
Phase 5: Approval. Comments from the public and adoption of the IDP by the Council
Phase 3: Projects Phase 4: Integration Project planning Alignment of IDP with all plans
The analysis phase aims to assess the existing level of development within the Municipality through analysis of the prevailing environment and the impact thereof on the inhabitants of the municipality. The analysis process facilitates 12 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
the identification of the environmental challenges facing the municipality and allows the municipality to accurately prioritize these challenges.
The ensuing phases of the integrated development planning process build on the analysis phase, and it is therefore imperative that the analysis phase be compiled accurately. Planning, budgeting, decision-making and service delivery are largely informed by the existing environment and its inherent challenges. A plan that is not based on an accurate understanding of the current environment will lack credibility and efficacy.
3. ORGANIZATIONAL ARRANGEMENTS
In order to ensure smooth and well organized IDP/Budget processes for 2015 /2016 financial year, the municipality has identified role players to assist and inform the IDP Review Process as well as the roles and responsibilities attached to them.
3.1.1 Council
(a) Prepares, decides on and adopt an IDP/Budget Process Plan. (b) Undertake the overall management and co-ordination of the IDP/Budget Process which includes ensuring that:
(i) all relevant parties are appropriately involved; (ii) appropriate mechanisms and procedures for public consultation and participation are applied; (iii) the planning events are undertaken in accordance with the time schedule; (iv) the IDP/Budget Process deals with critical strategic issues in the municipality v) the IDP/Budget process considers sector planning requirements.
3.1.2 Ward Councillors
Councillors are the major link between the local municipality and the residents. As such, their role is to:
(a) Link the IDP /Budget process to their constituencies and / or wards; (b) Be responsible for organizing public consultation and participation; (c) Ensure the annual business plans and municipal budget are linked to and based on the IDP.
3.1.3 Municipal Manager
As head of administration the municipal manager is responsible and accountable for the implementation of the municipality’s IDP, and the monitoring of progress with implementation of the plan. He is also the responsible person for championing the Integrated Development Planning process.
3.1.4 IDP Coordinator
The IDP Coordinator is responsible for preparation and coordination of the IDP processes (in collaboration with the Steering Committee) and for the day to day management of the process under consideration of time, resources, people, ensuring— involvement of all different role players; that the timeframes are being adhered to; that the IDP Process is participatory, strategic and implementation orientated; that the IDP Process is horizontally and vertically aligned and complies with national and provincial requirements; that conditions for participation are provided; 13 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
that outcomes are being documented; and the adjustment of the IDP in accordance with the MEC for local government’s proposals.
3.1.5 IDP/PMS/Budget Representative Forum
The IDP/PMS/Budget Representative Forum is the structure which facilitates and co-ordinates participation in the IDP/Budget/PMS Process and is chaired by the Mayor/ Speaker or a councilor delegated by the Mayor/ Speaker. The selection of members to the IDP/PMS/Budget Representative Forum needs to be based on a criterion which ensures geographical and social representation. The role of the IDP/PMS/Budget Representative Forum is to—
represent the interests of the constituencies in the IDP process; form a structured link between the municipality and representatives of the public; ensure communication between all the stakeholder representatives including the municipality; provide an organizational mechanism for discussion, negotiation and decision making between the stakeholders including the local municipal integrate and prioritize issues, strategies, projects and programmes and identify budget requirements; and monitor the performance of the planning and implementation process.
Composition of the IDP/Budget /PMS Rep Forum:
Councillors the chairperson and one selected representative of each of the organised structures or associations within the community; the officials who serve in the IDP/Budget Steering Committee; Sector departments Ward committees and Community Development Workers
3.1.6 IDP and Budget Steering Committee
IDP Steering Committee
The IDP Steering Committee is a technical working team consisting of the Municipal Manager, section 56 managers and section heads, together with Mayor/Speaker and Chairperson of the MPAC, This committee—
Ensures a smooth compilation and implementation of the IDP. Compiles the terms of reference and criteria for members of the IDP/PMS/Budget Representative Forum; Facilitates the terms of reference for the various planning activities; commissions studies necessary for the compilation of the IDP; Processes and documents inputs from the public concerning IDP and Budget Processes, summarizes and documents outputs; Makes content recommendations; Facilitates control mechanisms regarding the effective and efficient implementation, monitoring and amendment of the IDP; Ensures the co-ordination and integration of sectoral plans and projects; and Ensures that the municipal budget is in line with the IDP.
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Budget steering committee
The Budget steering committee has a responsibility of recommending the budget document as well as any other budget related issues such as changes in internally funded projects, before the approval by council. This committee is chaired by the Mayor/Speaker or her delegated representative, with chairpersons of the standing committees, all section 56 managers and sectional heads serving as members.
3.1.7 IDP Cluster Teams
IDP clusters are a combination of the IDP/Budget steering committee and IDP/Budget/PMS representative forum.
During the 2011/2012 IDP review process, Nxuba Local Municipality adopted new operational clusters which are aligned to the municipality’s performance management system and reflect the new key performance areas of local government. These clusters will assist in aligning the Municipal IDP and Budgeting processes as well as the Service Delivery and Budget Implementation Plan. The clusters are as follows:
Municipal Transformation and Institutional Development; Basic Service Delivery and Infrastructure Investment; Local Economic Development; Municipal Financial Viability and Management; and Good Governance and Public Participation.
3.1.8 Local Intergovernmental Relations (IGR) Forum
Chapter 3 of the Constitution Act 108 of 1996 provides for the principles that underline the relations between the spheres of government. The technical IGR forum was established in terms of section 27 of the IGR Framework Act No. 13 of 2005 and is chaired by the municipal manager of the municipality. It comprises of district managers of sector departments within Amathole jurisdiction. Amongst its roles, the technical IGR has a responsibility of ensuring:
Coherent planning and development in the district; Co-ordination and alignment of the strategic and performance plans and priorities; objectives and strategies of the municipalities in the district and Any matter of strategic importance which affects the interests of the municipalities in the district.
3.1.9 Community Participation
One of the main features of the integrated development planning process is the involvement of community and stakeholder organizations in the process. Participation of affected and interested parties is obligatory in the IDP development and review processes and is set down in Chapter 4 of the Municipal Systems Act. This is to ensure that the IDP addresses the real issues that are experienced by the citizens of a municipality.
The municipality reaches the community through:
IDP /Budget Public hearings Road shows/Mayoral outreach programmes Ward Based Planning
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Advertise in the local News paper Ward Based Community Meetings
The IGR is also a platform to ensure the involvement and participation of government sectors in order to strengthen integration of sector departments programmes.
The office of the Mayor/ Speaker also facilitates programmes that include working with:
Community Based Organizations Non-Government Organizations Community Development Workers Ward Committees and Other organized structures within the community
4. IDP / BUDGET REVIEW 2015/16: PROCESS PLAN
Nxuba Local Municipality comprises of a large geographical area that is delimited into four wards. The IDP/Budget Process Plan, adopted by Council on 17 July 2014, outlines the path to be undertaken during the 2013/2014 planning cycle and furthermore identifies key role players during the process, including the timelines for activities to be undertaken. Public participation will take place in the form of involving the following structures during the review process.
o Nxuba IDP Representative Forum. o Nxuba IDP Steering Committee and Cluster Teams o Ward Committees and Community Development Workers o Ward Based Planning and Outreach o Community Development Workers and o Community-based organisations
4.1 SCHEDULE OF MEETINGS
In addition to the various scheduled cluster meetings, the following meetings are required for the IDP development process.
PHASE Structure Date Time
Pre-Planning IDP/Budget 01/08/14 10H00 to 14h00 Steering Committee
IDP/PMS/Budget 12/08/14 10H00 to 14h00 Representative Forum
Analysis Phase 22/09/14 10H00 to 14H00 IDP/Budget Steering Committee
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IDP Cluster 15-16 Oct 14 10H00 to 14H00
IDP/Budget 04/11/14 10H00 to 14H00 Steering Committee
IDP/PMS/Budget 10/11/14 10H00 to 14H00 Representative Forum
Objectives and IDP/Budget 10H00 to 14H00 Strategies Phase Steering 27 /11/14 Committee
IDP Cluster 1-2 /12/14 10H00 to 14H00
IDP/Budget 20-21/01/15 10H00 to 14H00 Steering Committee
Strategic Planning 29-31 /01/15 Session IDP/Budget Steering 05/02/15 10H00 to 14H00 Committee IDP/PMS/Budget 12/02/15 10H00 to 14H00 Representative Forum Integration/Approval IDP/Budget Steering 22/04/15 10H00 to 14H00 Phase Committee IDP/Budget 28-29 /04/15 10H00 to 14H00 Roadshow IDP/Budget Steering 30/04/15 10H00 to 14H00 Committee IDP/PMS/Budget 14/05/15 10H00 to 14H00 Representative Forum
4.1 NXUBA WARD BASED PLANNING & OUTREACH PROGRAMME
Section 16 (1) of the Municipal Systems Acts requires the municipality to develop a culture of municipal governance that complements formal representative government with a system of participatory governance, and must for this purpose encourage, and create conditions for the local community to participate in the affairs of the municipality, including the preparation, implementation and review of its integrated development plan in terms of Chapter 5;
In compliance with the above legislation, Nxuba Local Municipality conducted IDP/Budget Public hearings in April 2015 with the aim of getting inputs from the public.
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The Local Government White Paper requires the municipality to follow certain steps in terms of developing their Integrated Development Plan’s, the steps of developing an Integrated Development Plan consists of
An assessment of the current social, economic and environmental reality in the municipality. A determination of community needs through close consultation. An audit of available resources, skills and capacities. A prioritization of these needs in order of urgency and long-term importance
For the IDP to be truly credible, residents need to be able to give input towards and also see which projects are planned for their own Ward in the IDP. Municipality has through the ward councillors and ward committees conducted a community survey during February/March 2015 in order to get the status of service delivery within the community so as to determine the gap in terms of services provided. The exercise was also conducted for the purpose of allowing public communities to participate in the process of reviewing the IDP for 2015/2016. Moreover, ward councillors and ward committees have been calling meetings in their respective wards to gather information and prepare ward-based plans for each ward.
The table below contains the list of priorities /issues raised. These issues will therefore inform the planning of the municipality in terms of refining the objectives, strategies so as to develop projects.
WARD 1 WARD 2 WARD 3 WARD 4
Construction of a Installation of street lights Installation of street lights Construction of houses community hall
Construction of skills Construction of houses Fencing of cemeteries Installation of street lights development centre
Construction of a sports Construction of roads Job creation Construction of Sports field facilities
Rectification of houses Fencing of cemeteries in Programs for the Disabled Maintenance of access Red township and Katanga people roads
Rectification of houses by the Department of Human Settlement in Goodwin Park.
The below listed are the issues raised by the farm workers/dwellers within the municipal area for the attention of the Mayor/Speaker.:
Non-provision of mobile Health Services Lack of housing services and land Poor transport infrastructure Inadequate schooling facilities and teachers
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Lack of access to government services Lack of participation in local development processes
The municipality will through the Office of the Mayor/Speaker develop programmes that will address the above listed challenges.
5. MILLENIUM DEVELOPMENT GOALS (MDG’S):
In response to one of the MDG’s namely reduction of child mortality rate the Department of Health conducts awareness on annual basis with specific focus to measles and malnutrition. During the 2014/15 child mortality has decrease drastically within Nxuba area. In Adelaide Hospital out of sixty three (63) children were admitted to hospital due to diarrhea, pneumonia and malnutrition and only two lives were lost.
6. BACK TO BASICS (B2B)
The priority of the current administration is to ensure that Nxuba municipality performs its basic responsibilities and duties every day without compromise and despite its achievement it is clear that much needs to be done. The municipality has welcomed the B2B programme as introduced by the President by focusing on the main pillars that seeks to incrementally improve basic service delivery to communities. The main pillars are as follow;
Putting people first Building capabilities Good governance Delivering basic services and Sound financial management.
The municipality is still in the processes of developing its B2B action plan with the assistance of COGTA Provincially in order to improve service delivery, address identified capacity issues and respond to its level of performance.
7. POWERS AND FUNCTIONS
The Constitution indicates that the objectives of local government are: To promote democratic and accountable government for local communities To ensure the provision of services to communities in a sustainable manner To promote social and economic development To promote a safe and healthy environment and To encourage the involvement of communities and community organizations in the matters of local government
A municipality has the functions and powers assigned to it in terms of sections 156 and 229 of the Constitution. These functions and powers are divided between the District municipality and the local municipalities established within its area of jurisdiction. Section 84(a) to (p) of the Structures Act defines the functions and the powers that are assigned to District and Local Municipalities. The Minister may authorize (under certain circumstances) a local municipality to perform a district function and power and the Member of the Executive Council for local government may (under certain circumstances) adjust specified functions and powers between the district and a local municipality in its area.
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FUNCTIONS OF NXUBA LOCAL MUNICIPALITY.
The MEC for Local Government adjusted the functions and powers between Amathole District Municipality and Nxuba Local Municipality as published in the Provincial Gazette No. 1890 on 9 May 2008, to the extent reflected hereunder.
Function Amathole DM Nxuba LM Building regulations X Electricity reticulation X Fire Fighting X Local Tourism X Municipal Planning X Storm water X Water (potable) X Sanitation X Schedule 5 part b Amusement facilities X Billboards and the display of adverts in public X places Cemeteries, Crematoria and funeral parlours X
Cleansing X Control of public nuisances X Control of undertakings that sell liquor to the X public Facilities for the accommodation, care and burial X of animals Fencing and fences X Licensing of dogs X Licensing and control of undertakings that sell X food to the public Local amenities X Markets X Municipal abattoirs X Municipal roads X Noise pollution X Pounds X Public places X Refuse removal, refuse dumps and solid waste X disposal Street trading X Street lighting X Traffic and parking X
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CHAPTER: 1
Nxuba Municipality: Vision & Mission Statement
VISION
Nxuba Municipality, a catalyst in the promotion of sustainable and accelerated development for all.
MISSION
Nxuba Municipality strives to render service excellence through an efficient, effective, accountable and responsive local government system.
VALUES
Accountability Transparency
Courtesy
Value for money
Consultation
Service Excellence
Integrity
Respect
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CHAPTER: 2
2.1 DEMOGRAPHIC PROFILE
Nxuba Local Municipality is situated in the Winterberg region of the Eastern Cape, under the jurisdiction of Amathole District Municipality. It is made up of the towns Adelaide, Bedford and Post Retief. The towns are imbedded with a variety of architecture and steeped in history. The Municipality has a rich historical background dating back to the 19th century with many places of interest and heritage sites that need to be preserved.
2.2.1. GEOGRAPHIC DESCRIPTION
The following map represents the geographic location of Nxuba Municipality.
The Nxuba Local Municipality covers an area of 2,749.45km2 and constitutes 11.66% of the Amathole District. The physical area is characterised by three distinctive settlement and land use patterns, consisting of its two main urban centres and the rural hinterland, comprising of privately owned farms (including the Winterberg, Mankazana, Cowie Valley, Baviaans River and Smaldeel) where most of the farming activities take place and high lying hinterland which is mainly characterized by mountainous terrain and hills.
The Nxuba Municipal area is abutted by the boundaries of Nkonkobe (East), Lukhanji (North East), Tsolwana (North), Inxuba Yethemba (North West), Blue Crane Route (West) and Makana (South) Municipal areas.
2.2.2 DEMOGRAPHIC ANALYSIS
According to the 2011 Census conducted by Statistics South Africa, the total population of the Eastern Cape Province consist of 6 562 053 people and the total population of the Amathole District is 892 638. Nxuba Local Municipality has a total population of 24 264. The population has increased since 2007. The Nxuba Local Municipality has a low population density of 8.9 people per square kilometre. 22 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
Table 1: Population and population density Municipality Total Population Area / square km Density Nxuba 24 264 2 749.45 8.41 Stats SA Community Survey 2007
Municipality Total Population Area / square km Density Nxuba 24 264 2 749.45 8.9 Source: Statistics South Africa: 2011
2.2.3 POPULATION DISTRIBUTION
The population of Nxuba Local Municipality consists of slightly more female than male inhabitants. Females constitute 51.9% of the population and males 48.1%. The population is predominantly a youthful one with 61.9% of the population being under the age of 35 years. 30% of the population is between the ages of 0 and 15 years and dependent while the potentially economically active population (15 - 65 years) constitutes 61.6% of the population. The elderly persons consist of 8.4% of the local population.
This trend is fairly reflective at District level where 67.1% of the population are under the age of 35 years. 32.06% of the population is between the ages of 0 and 14 years and dependent while the potentially economically active population constitutes 60.28% of the population. The elderly constitute 7.6 % of the district population. The high proportion of dependent youth in the Municipality implies a higher burden on the economically active population. Given that a high percentage of the economically active population are not economically active this burden shifts to organs of state and places a higher burden on municipalities and government departments tasked with providing social assistance such as Social Development, Health, Education etc
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Figure 1: Population pyramid Population Pyramid, Total, 2011 EC128:Nxuba Local Municipality
85+ 80-84 Male 75-59 Female 70-74 65-69 60-64 55-59 50-54 45-49 40-440 35-39 30-34 25-29 20-24 15-19 10-14 5-9 0-4
-1500 -1000 -500 0 500 1000 1500 2000
Source: Statistics South Africa: 2011
Table 2: Population by age category Municipality 0 to 14 15 to 34 35 to 64 65+ Nxuba 7281 7502 7436 2045 Source: Statistics South Africa
Table 3: Population: Gender breakdown per group
WARD BASED INFORMATION WARD FEMALE MALE TOTAL 1 2849 2517 5366 2 2184 2087 4271 3 1770 1616 3386 4 5785 5458 11242
Source: Statistics South Africa: Census 2011
Table 4: Household Head Year Male Female 2007 3587 2692 2011 3661 3029 Total number of households 6691 Source: Statistics South Africa: Community Survey 2007 & Census 2011 24 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
The table above shows the increase in the number of households headed by males compared to the 2007 despite the predominance of the female population; by comparison there are more male headed households
Total number of households per ward
Ward Household
1 1479
2 1214
3 1079
4 2939
Source: Statistics South Africa: Community Survey 2007 & Census 2011
2.2.4. RACIAL DISTRIBUTION
The majority of the population in Nxuba is African. African people constitute 73.5% of the population and other racial groupings make-up the remaining 26.5%. This trend is not reflective of the District level where African people constitute 92% of the total population and the remaining population groups only 8% of the total population.
Figure 2: Racial Distribution
Source: Statistics South Africa: Census 2011
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2.2.5 DISABILITY
There are a number of people in the Nxuba Local Municipality who have disabilities and 7.6% of the total population suffers from some form of disability and a further 1.7% are institutionalized therefore their status is unknown. From the segment of population that suffers from some form of disability, a slightly higher percentage of males (54.4%) than the female population (45.6%) are afflicted. An analysis of the most predominant types of disability revealed that physical disabilities (37%) are the most common followed by emotional disorder (32%). Only 6.2% of people with disabilities have multiple disabilities.
Figure : Disability breakdown Disability breakdown
6.2% 3.1% 4.1% Multiple Commnication Intelectual 37.0% 10.8% Sight 6.8% Hearing Emotional 32.0% Physical
Source: Statistics South Africa: Census 2011
2.3 SOCIO-ECONOMIC ANALYSIS
The Nxuba Local Municipality is characterized by poor socio economic conditions. The low economic growth rate coupled with low income leads to low affordability level. On average the level of services compare relatively well with that of the district.
2.3.1 INCOME ANALYSIS
Income levels within the Municipal area are very low. According to ECSECC economically active people in the area amount to 8,536 and the labour force participation rate is at 56.62%. The population of Nxuba mainly depends on social grants. Municipal planning needs to focus strongly on local economic development initiatives that will enable the community to generate an income.
2.3.2 POVERTY LEVELS
According to ECSECC 2011, Nxuba Local Municipality is at 62.20% in terms of poverty levels. High poverty levels imply a high dependency on social assistance in the form of grants. Municipal planning needs to focus strongly on poverty alleviation mechanisms.
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2.3.3 EMPLOYMENT LEVELS AND TRENDS
Nxuba Local Municipality is characterized by low levels of employment and a high percentage of people who are not economically active. This in turn accounts for the high poverty levels and low income levels. High unemployment rates impact negatively on municipalities as low affordability levels generally result in a poor payment rate for services.
Figure 4: Employment status
Source: Statistics South Africa: 2011
2.3.4 DEPENDENCY ON SOCIAL GRANTS
There is a high level of dependency on social grants. 32.8% of the population is dependent on social grants which include the following;
Old age pension Disability grant Child support grant Care dependency grant
Child support grants and old age pensions respectively constitute 58.6% and 27.1% of the allocated grants. Only 4.4% of the population receives disability grants as compared to the 9.3% of the population who have a disability. Given the high poverty levels, the Nxuba Municipality needs to facilitate a process to ensure that all potential beneficiaries of grants receive what they are entitled to.
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2.3.5 EDUCATION
Nxuba Local Municipality is characterized by low education and literacy levels especially young people .Majority of the population have only attended school from grade R to grade 12. The table and the graph below illustrate the levels of education.
Figure 5: Local Municipality Education Levels
7000 6000 5000 4000 3000 2000 1000 0
Source: Statistics South Africa: 2011
Table 5: Levels of Education: 20 years and older Municipality Special High Basci Homebased College Ordinary Pre- school education Education /homeschooling FET school school Nxuba 32 128 88 15 71 5723 65 Source: Statistics South Africa: 2011
STATUS OF PUBLIC SCHOOLS IN THE MUNICIPAL AREA
LOCATION SCHOOL STATUS KEY CHALLENGES ACHIEVEMENTS
ADELAIDE Adelaide Gym High Overcrowding – school paying Good Academic performance out huge amounts for teachers and corporate staff and general Well- resourced school workers which should be paid by the department Well maintained school
Cattle on rugby fields unhealthy for a contact sport
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Adelaide Primary Overcrowding – school paying Good results Primary out huge amounts for teachers and general workers which Good resources should be paid by the department Well maintained school
Adelaide Primary Asbestos school Gr R classes built by Coega Premere Teacher shortages
Overcrowding
School paying SGB teachers which erodes their meagre budget
Books needed for school library
Adelaide Preparatory- Self-supporting school Preparatory- Primary Primary School well-equipped
Amajingqi High Underperforming school
Need for school library
Elandsdrift Primary Building very dilapidated
A health hazard and risk for safety of learners
No scholar transport –
High rate of absenteeism of learners
No network for communication at school
No sports facilities
Khobonqaba Primary Burglary placing pressure on school budget for ensuring safety
Need for school library
Richard Msutu Primary Burglary placing pressure on Submission to department school budget for ensuring assets safety and security of school property – even the gate was stolen!
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Furniture needs
Need for school library
Vulindlela Primary Need for classrooms and Submission to Dept assets furniture Cultivating vegetables for No sports field feeding scheme
Shortage of toilets
Need for school library
BEDFORD Bedford Primary Asbestos school Private donations for Primary renovations Very poor access road to school
Need for school library
Painting of school interior
Development of school garden
Belmont Farm No connection for communication during Belvedere Farm weekdays at these farm schools – remote distances and very Cowie Bush Farm poor roads – school visits take up to an entire day Glen Cliff Farm No toilet facilities or running Huntley Glen Farm water
Lynedoch Farm Poverty amongst parents
Lonwabo High No sports fields for athletics and or rugby
Underperforming school
Absenteeism of some educators
Development of school library
Nonyameko Primary Teacher shortages and accommodation
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No sports field
Development of school library
Ntlama Primary No sports fields
Development of school library
Templeton High Extreme overcrowding Businessman, Mr Mabanga, facilitated and donated towards School and hostel in dire need two classrooms of renovation
Teacher shortages
Hockey field needs to be completed
Classrooms urgently needed
Water running through under school needs urgent attention
2.3.6 Health Services
Primary Health care is provided by the Provincial Department of Health. There are two hospitals and six clinics in the urban area of Nxuba Local Municipality.
3. HEALTH CARE FACILITIES
1. Adelaide Gateway Clinic 2. Bedford Clinic 3. Bezuidenhoutville 4. Mzamomhle Clinic 5. Nomakwezi Makenyana
. Community Access to Health Services include: mobile clinic, emergency medical service, HIV/AIDS programme, nutrition programme, psychiatry hospital and TB hospital and they are rendered with assistance from Nkonkobe Local Services Authority and Amathole District Municipality
3.1.1 HIV & AIDS AND TUBERCULOSIS
HIV and Aids and Tuberculosis (TB) is a significant contributing factor to the demographic changes taking place in Nxuba and the Amathole DM IDP predicts that a high drop in the rate of births from a current average of 3.2 to 1.5 births per woman in the year 2020.
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HIV/AIDS CCMT PROGRAMME: HIV/Aids CCMT Programme started in 2007 but clients from Nkonkobe District were accessing treatment at Cecilia Makhiwane Hospital aand treatment was not given unless one had treatment buddy/supporter and that was a major challenge because the supporter was not catered for in the ambulance, so some clients were delayed because of that.
In 2008 four Antiretroviral (ARV) sites were accredited namely; Middledrift CHC, Victoria Hospital, Fort Beaufort Provincial and winterberg TB Hospital. In 2010 all nurses were trained on Nimart in order for clients to have access treatment in their respective areas and clients were transferred out of the ARV sites. The aim of this initiative is to avoid defaulter rate and financial constraints. Therefore Nxuba statistics as from 2010 is as follows,
Clients initiated = 1096 Adults= 1050 and children 46 Clients remaining on ART = 1029 Adults= 972 and children 57
Areas of prioritized intervention
Support the functionality of the Local AIDS Council
4.1 HUMAN SETTLEMENT ANALYSIS
HOUSING SECTOR PLAN
The provision of formal housing for low and middle income residents is a core function of provincial and national government, with local municipalities being implementing agents. Nxuba Municipality adopted a Housing Sector Plan 2011 to 2016. The need for subsidized housing generates the only real demand for urban space, the bulk of which is primarily for upgrading and to address the existing backlogs. Nxuba Municipality must, as part of its IDP, take all reasonable steps within the framework of national and provincial housing legislation to ensure that the inhabitants within its area have access to adequate housing on a progressive basis and that conditions not conducive to the health and safety of the inhabitants of its area are prevented or removed and services in respect of water, sanitation, electricity, road, storm water drainage and transport are provided in a manner which is economically efficient. In addition the Municipality must set housing delivery goals for its area and identify and designate land for housing development. The funding to purchase private land for housing purposes no longer forms part of the housing subsidy and the responsibility now rests with the Department of Rural Development and Land Reform.
The table hereunder reflects the status quo with regard to the blocked projects.
Status quo Location
624 Houses completed Adelaide Phase 2
481 completed Adelaide Phase 1
172 unblocked (92 new units;84 Zinc Houses rectification) units have been, of which 5 major rectification ;15 finishes and 46 wall plates
200, have been unblocked and the Goodwin Park contractor is on –site; 48 units have 32 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
been completed 1 slab;3 wall plates
161 Busy with assessment (funding Nyarha approved)
THE HOUSING ACT (Act No 107, 1997)
The Housing Act, 1997 stipulates that housing development must take due cognisance of the impact of housing development on the natural environment. The Housing Act expands on the provisions of the Constitution and prescribes general principles for housing development. Furthermore this Act states that national, provincial and local spheres of government must ensure that housing development is based on integrated development planning. The Integrated Development Planning process ensures that all plans (e.g. water services plans, housing development plans, EIAs) are considered when developing an area.
4.2 SETTLEMENT PATTERNS
The Municipality is predominantly rural and the majority of land is covered by dispersed low density commercial farmlands. There are two main urban centres. The primary urban centre is Adelaide and secondary urban centre is Bedford. The majority of people reside in the urban areas. Housing backlogs are currently being recalculated by the provincial Department of Human Settlement. The existing data on backlogs given in the table 20 below suggests that there is currently a backlog of some 182,439 units within the jurisdiction of A DM of which Nxuba contributes 0, 5%, which is the lowest in the district. (ADM. ABP). Section 25 (5) of the Constitution of the Republic of South Africa Act 108 of 1996 provides that the state must take reasonable legislative and other measures, within its available resources, to foster conditions which enable citizens to gain access to land on an equitable basis. In Section 25 (6)it goes further to say that a person or community whose tenure of land is legally insecure as a result of past racially discriminatory laws or practices is entitled, to the extent provided by an Act of Parliament, either to tenure which is legally secure or to comparable redress. Amathole District Municipality developed the Land Reform and Settlement Plan (LRSP) in order to address the land needs that were identified as the core issues for consideration after a consultative process was undertaken within communities. The Plan (LRSP) was also developed based on legislative mandate of the municipality as well as division and assignment of powers & functions, which include inter alia support, guide & coordinated efforts of Local Municipalities in Land Reform and Settlement Planning. The purpose of the LRSP is to enable the ADM to undertake its core function to assist local municipalities within its area of jurisdiction to meet the need for land reform, land and settlement development and related land use management within the Amathole District and to achieve integrated and sustainable socio-spatial development.
4.3 HOUSING TYPES AND TENURE
According to Stats SA, the majority of the population resides in formal dwellings, the graph below show and the table shows:
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Figure 7: Dwelling types
1400
1200
1000
800 Formal dwelling
600 Traditional dwelling Informal dwelling 400 Other 200
0 1 2 3 4 5 6 7
Source: Statistics South Africa: 2011
Table 6: Type of structure
Municipality Formal Informal Traditional Other Nxuba 5939 196 479 76 Source: Statistics South Africa: 2011
2.5.3. HOUSING BACKLOGS
Currently the municipality has about 2776 housing backlog. Housing backlogs are currently being recalculated by the provincial Department of Human Settlements.
Table 7: Estimated Housing Backlog GEOGRAPHICAL AREA NUMBER OF UNITS Emabaleni 300 Spoornet Area (Winterberg Middle income) 100 Ndlovini (Bedford) 300 Ndlovini Informal settlement (Bedford) 600 Sizakele Informal settlement (Bedford) 300 Tyoksville informal settlement 100 Worlteldrift 252 Mpolweni ( Adelaide) 200 Kuwait ( Adelaide) 100 New rest 553 TOTAL 2805
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2.5.4 AREA BASED PLAN – NXUBA LAND REFORM
The Department of Rural Development and Land Reform (DRD&LR) has compiled an Area Based Plan for the Amathole District area as a whole. An Area Based Plan essentially is a sector plan that seeks to address land related issues at a municipal level and is intended to form part of the Integrated Development Plan (IDP), informing the Spatial Development Framework (SDF) and Land Use Management System (LUMS). Fundamentally the Plan seeks to integrate Land Reform into the municipal planning process wherein identified projects are supported during and post implementation phases to ensure sustainability. Also to develop an implementation tool for pro-active land acquisition to facilitate acquisition of land at scale by DRD & LR to meet the 2014 target of transferring 30% of white owned land into the hands of the black farming class.
The prime purpose of the country’s land reform programme is to address the skewed land ownership patterns that were given effect by the 1913 Land Act. The key objectives of the land reform programmes are:
Redistribution of 30% of white owned land by 2014 for sustainable agricultural development. Provision of tenure security to create socio-economic opportunities for those who have less formal forms of tenure. Provision of land for sustainable human settlements, industrial and economic development. Provision of efficient state land management that supports development. Provision of efficient land use and land administration services. Settlement of all outstanding land claims and implementation of restitution awards. Development of programmes for empowerment of women, children, disabled, People Living with Aids, youth and the aged within DRD & LR mandate.
The Land Reform Programme is anchored on three key programmes, namely: restitution, redistribution, and tenure reform. These were developed to promote land acquisition, restore land rights lost through dispossession and achieve tenure upgrade respectively.
This sub-section provides an analysis of spatial and household data and attempts to display these dynamics in the context of land reform.
Table 8: Land situation in Nxuba Local Municipality in KM2
LAND Communal Farms State Land Urban Forestry, TOTAL CATEGORY (PTO, ((Freehold, (Leased ) Commonage Conservation AREA Quitrent, farm workers) (Landless, Freehold, township ) Landless ) Notes 1 2 3 4 3 Nxuba 0 2734 0 57 0 2739 Land Reform Situations in Nxuba Local Municipalities in KM2
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TABLE 9: Nxuba land reform situation Local Farms Redistribution Redistribution % Restitution State Land State Land State Municipality (SLAG, LRAD) age (all land (GIS Disposal Land categories) &Vested) Disposal % Notes 2 5 7 3 8 Nxuba 2734 0 0 12 0 0 0
Key: 2. Source: GIS map, S.G Cadastre 3. Nkonkobe Local Municipality 5. Source: DRD & LR Spatial Planning and PLRO tables 7. Source: DRD & LR Spatial Planning. These data require verification Restitution may overlie any category of land but especially farms and state land. 8. Vested Land
Status of Nxuba Land Audit
Amathole District Municipality appointed MHP GeoSpace to conduct a land audit for Nxuba Local Municipality. The following table outlines the results of Nxuba Municipality.
Nxuba Municipality has the following results in the audit conducted
Surveyed and Quitrent Registered sites Unregistered sites registered Nxuba Municipality 8 144 0 7 542 628
2.5.5 REDISTRIBUTION STRATEGY
Although the Proactive Land Acquisition Strategy (PLAS) should be the major tool in accelerating land acquisition and redistribution, it is important that the other redistribution programmes (LRAD, State Land Disposal, and Commonage Extension) are also accelerated. Similarly, rural restitution settlements also need to be urgently completed. Pre- requisites for an accelerated, sustainable redistribution programme in each Local Municipality are to:
Complete a land needs survey; Quantify the 30% target in hectares as illustrated in Table 10 below; Locate the LR focus areas; Identify farms for sale with the help of farmers / farmer’s associations/Agri-EC; Identify and match potential beneficiaries to farms.
Table 10: Nxuba Land Redistribution 30% target in Hectares (ha) to 2014
Municipality Farms (ha) 30% area Hectares per year to No of farms per 2014 year Nxuba 269 200 80 800 16 000 16
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At a municipal level land needs are often expressed through a sector initiative, such as housing development.
2.5.6 COMMONAGE
Both towns have commonage pastures around the built up suburbs that are used for grazing of livestock. Poor commonage management and overgrazing have placed environmental pressure on the commonage causing erosion, loss of grass cover resulting in considerable degradation.
2.5.6.1 COMMONAGE EXPANSION
The high demand for subsidized housing has resulted in the utilization of large portions of municipal owned commonage for the purposes of residential development. The acquisition of land for communal / small scale farming and the potential for job creation and economic sustainability in adequately managing the expansion of commonages should be prioritized. This necessitates the development of a Commonage Management Plan for Nxuba and to lobby for grant funding from the Department of Rural Development and Land Reform to acquire land for commonage purposes. The Municipality have approached ADM and the department of Agriculture and Land reform to assist in these endeavours. Soil and economic sustainability studies must be undertaken; Spatial Development Framework (SDF) proposals regarding commonage usage must be considered; Permanent settlement on expanded commonage acquired for small scale agriculture should be disallowed; Community based partnerships to manage expanded commonage should be encouraged.
2.5.6.2 COMMONAGE LANDS REFORM
There is a need for additional commonage land in the vicinity of the two towns to answer the demand for grazing from township and informal settlement livestock owners. The Commonage Grant provides the means to acquire farms for this purpose; such farms do not necessarily have to be directly adjacent to existing commonage. Municipalities are encouraged to develop partnerships with tertiary institutions (such as Fort Hare and Fort Cox) and the Department of Rural Development and Agrarian Reform to promote proper and viable farming techniques.
Furthermore, the most important aspect of commonage extension is that Nxuba Local Municipality puts in place a proper management system to ensure the sustainability of such efforts.
2.5.6.3 AGRICULTURAL VILLAGE
In Nxuba Local Municipality, land tenure needs to be re-enforced through proper planning and workshops that deal with the various legislation and opportunities for the purchasing of land.
Amathole District Municipality purchased Portion 1 of the Farm Worteldrift (588 hectares) on the outskirts of the urban edge of Bedford. This area has been included within the boundary of the reviewed urban edge and no further extension is envisaged. The Worteldrift Rural Agri- Village makes provision for approximately 250 surveyed residential erven with an average area of 1000 m². This project aims to provide land for farm labourers who live and carryout subsistence farming in a sustainable manner. A Project Application will be submitted to the Department of Human Settlements through A DM for 250 housing units (1000m²). A beneficiary waiting list has been drawn-up and submitted for verification.
Nxuba Local Municipality owns large tracts of farm land in the Adelaide area.
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TABLE 11: Land Delivery System: Nxuba Municipality UNITS OF ANALYSIS ADELAIDE BEDFORD LRAD 0 3 PG & Other 3 0 No of Individuals 0 121 Hectares 0 3510 Grant Amount 0.00 2 048 810 Purchase Price 0.00 2 085 000
2.6 ENVIRONMENTAL ISSUES
The biodiversity land management class that dominates the landscape is near natural landscapes and the recommended land use objective is to maintain the biodiversity in a natural state with minimal loss of eco-system integrity. No transformation of natural habitat should therefore be permitted. Recommended land uses are limited to conservation, game farming and communal livestock.
The second largest track of land is functional landscapes and the recommended land use objective is to manage this area for sustainable development, keeping natural habitat intact in wetland and riparian zones. Environmental authorisation should therefore support eco-system integrity. Recommended land uses are conservation, game farming, communal livestock and commercial livestock ranching. Conditional uses such as dry land cropping, irrigated cropping, dairy farming, timber production or for settlement purposes, will be subjected to environmental impact assessment (EIA).
To a smaller degree there are tracks of natural landscapes and the recommended land use objectives is to maintain the biodiversity in as natural state as possible. These zones should accordingly be managed for no biodiversity loss. Recommended land use is strictly limited to conservation purposes.
Small pieces of land pockets classed as transformed landscapes are also in existence and the recommended land use is for sustainable development. The intrinsic bio-diversity value of eco-systems and natural habitats on commercial farmlands provide the basis for eco-tourism diversification, thus activities need to be carefully planned in order to integrate with the environmental attributes and minimize any negative impacts. In terms of land use management, the specific ecosystems and vegetation communities that require specific environmental management are wetlands, grasslands and other indigenous forests which provide the habitats of important species. The municipality does not have the financial resources to employ a full-time environmental officer but is committed to partner with ADM and Department of Environmental Affairs to develop an Environmental Management System.
2.6.1 Climate Patterns
2.6.1.1 Climate The Climate Information Portal (CIP) developed by the climate systems analysis group (CSAG) at the University of Cape Town is a very useful web interface/tool for collecting climate data – observational climate data as well as projections of future climate. The CIP tool can be accessed at: http://cip.csag.uct.ac.za/webclient/introduction). It must be noted that the CIP tool does not have climate data for all the municipalities or regions – for example, the CIP tool does not have climate data for Nxuba municipality - in this circumstance existing climate change information in the municipality can be used.
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2.6.1.2 Rainfall and Temperature
According to a climate change forecast study conducted by Amathole District Municipality as part of its Climate Change Strategy; Nxuba Local Municipality is expected to have: - Average monthly temperatures, which will increase by 1.5 to 2.5 degrees Celsius - More extremely hot days and heat waves, - Fewer cold and frost days, - Increase or decrease in annual average precipitation in certain areas, - Likely changes in precipitation occurrences and a possibility of:
• Increased variability from year to year • Heavier and more intense rain • Higher livelihood of destructive storms • Shorter return periods for floods
2.6.2 Conclusion
It is clear from the forecast that Nxuba will experience heavy rains, and temperatures are projected to increase. Increased rainfall and the resulting floods will have implications for the municipality (livelihood). The preparedness in terms of disaster and risk management plans is essential. Increased temperatures on the other hand will result in extreme heat which will cause forest fires, uncomfortable heat levels for human beings etc. The municipality has to adopt adaptation measures for future climatic changes such as these. Sustainable housing design/green building is one of the ways that the municipalities can respond to extremes heat. Thus, the climate information presented calls for need for the municipality to find ways to adapt to the projected climatic changes. However, adaptation needs to be balanced with mitigation. Mitigation means reducing carbon emissions that cause climate change. To mitigate, the municipality has to undertake a greenhouse gas emissions scan.
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CHAPTER 3: STATUS QUO ANALYSIS AS PER KEY PERFORMANCE AREA
3.1 KPA 1: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Service delivery falls within the functional area of a number of different institutions, but all impact on the lives of the community and are hence mentioned here. Service delivery is divided into various divisions, namely roads and storm- water, land use management, housing, electricity, building inspectorate and municipal infrastructure (MIG) projects.
3.1.1 WATER AND SANITATION
The Amathole District Municipality is the Water Services Authority (WSA) and the Water Service Provider for the Nxuba Local Municipality area of jurisdiction and therefore responsible for the planning and provision of water and sanitation services.
The Statistics South Africa shows that a high number of the population using flush toilets are 4362 whilst the minority still use chemicals. Although there is a large number using flush toilets there is still a backlog of bucket system within Nxuba Local Municipality which will be eradicated by end 2014/2015. With regards to water, according to Stats SA, 95% of the population have access to potable water and the other remaining 5% of the population have no access.
Figure 8: Access to toilets Access to toilets
access to to toilets
4362
1453 7 382 90
Flush Chemical Pit toilet Bucket Other toilet toilet toilet
Source: Statistics South Africa 2011
Areas of prioritized intervention
Adelaide sewerage treatment plant has been upgraded to meet its capacity and demand. Upgrade / expand capacity of the sewerage treatment plant at Bedford and connected the inadequate sanitation system for the portions at Nyarha to the waterborne sewerage system
3.1.2 ROADS AND STORMWATER
The provision and maintenance of roads covers the functional areas of the Department of Public Works and Roads (DPWR), the District Municipality and Nxuba Local Municipality. Nxuba Municipality is guided by the district-wide Amathole Integrated Transport Plan. The DPWR and SANRAL jointly manage National and Provincial roads. The
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construction and maintenance of access roads and local municipal streets is performed by Nxuba Local Municipality, who are also responsible for ensuring that storm water is effectively managed.
a. Department of Roads and Public Works plans’ impact on Nxuba Local Municipality priorities
DRPW buildings in Bedford are currently renovated to accommodate activities of sector departments such as Department Rural Development and Agrarian Reform as an integrated approach to service delivery and LED programmes that will benefit the Nxuba Local Municipality communities in Adelaide; ADM has appointed ARCUS GIBB to inspect both DRDAR buildings. The Roads Department jointly with Extended Public Works Programme have successfully established a Local Roads Forum that will collaborate with Nxuba Local Municipality in the prioritisation of roads network maintenance in the Municipality; EPWP has established Household contractors in Nxuba Local Municipality thus contributing towards poverty reduction in the area; EPWP has future plans to lay paving in Adelaide as part of the beautification process that will support the Small Towns Revitalisation Programme using labour-intensive methods that will benefit more households in future; The recently launched Hlumisa Development Fund will also be established in Nxuba Local Municipality as a strategy to exit some of the Household contractors to register and set up co- operative such that more poor households can be contracted into the Household Contractors’ Programme in future;
Status of municipal roads and storm water
AREA STATUS OF MUNICIPAL ROADS Adelaide Town Tarred roads are in poor condition Bezuidenhoutville and Gravel roads are in a very poor condition. The storm water system needs to be Lingelethu upgraded. Bedford Town The main road is tarred and not in a bad condition. The town’s gravel roads have been upgraded and the rest will be planned for the next financial year. The storm water system needs to be upgraded. Goodwin Park All streets are gravel roads and in very poor condition and there is no proper storm water infrastructure. Nyarha The access road is tarred and in good condition. All gravel roads are in poor condition. There is no proper storm water infrastructure.
The municipality has a road maintenance policy which guides the municipality in terms of maintaining the roads.
Areas of prioritized intervention
Develop a storm water / pavement management system; Facilitate the improvement of road infrastructure. (Road Maintenance Plan)
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3.1. 3 ELECTRICITY AND ENERGY
The Municipality has a NERSA license and is the service provider for electricity and distributes electricity in the urban area. Rural areas are supplied by Eskom. There are 5535 households in Nxuba area use electricity for lighting and an additional 742 households use alternative sources of energy. There have been only a few major electricity outages over the past few years which the municipality has been able to repair. The infrastructure however in all areas needs major maintenance and needs to be upgraded. There are eight high mast lights in Adelaide and seven in Bedford. Working street lights in some areas are a great challenge as the Municipality is experiencing financial difficulties resulting in non-maintenance. A total of 1 500 new pre-paid electricity meters are being installed. Dysfunctional pre-paid meters are replaced.
3.1.4. COMMUNITY SERVICES
3.1.4.1 SOLID WASTE MANAGEMENT
Nxuba municipality is responsible for waste management which includes the street sweeping, collection, transportation and disposal of solid waste. The municipality has a Local Integrated Waste Management Plan which will be reviewed in the next financial year and a detailed operational management plans be developed.
The Nxuba Local Municipality collects household refuse from the urban areas on a weekly basis. This service is not provided in farm areas. According to the Statistics South Africa 2011, 5061 households in Nxuba have access to a weekly refuse removal service. More than 20% of households are not provided with this service and are disposing waste on site by either dumping or burning. The sparse settlement density and per capita waste generated are normally low therefore the environmental impact should not be significant, especially if managed appropriately.
Refuse is collected once weekly in all of the urban areas in both towns. Refuse is collected twice a week from businesses.
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There is one waste disposal site in Bedford and one transfer station in Adelaide. Bedford landfill site is permitted and strictly managed according to the legislation and permit conditions. Permit conditions pertain to the design, construction, monitoring and closure of a waste disposal site. The Adelaide waste site is not registered and does not conform to Department of Environmental Affairs (DEA) standards. In addition the site is not zoned for waste disposal.
This unit is under-staffed and the waste infrastructure is inadequate, the position of the Superintendent: Waste Management will be filled in the 2015/16 financial year. The municipality needs to acquire roadworthy fleet to cater for refuse removal services during 2015/2016 financial year.
Areas of prioritized intervention are as follows:
Implement by-laws dealing with waste, including dumping. Address the shortage of equipment and staff. Waste data – record keeping. Illegal burning of waste at landfill sites is a challenge. Consider options of waste minimization and recycling strategies.
3.1.4.2 Disaster Management
Disaster Management services are rendered from the central District Disaster Management Centre of the Amathole District Municipality. The disaster management services are the competency of the district municipality and the local municipality plays a facilitation role. The municipality has a cross border with Amahlathi and Nkonkobe Municipalities in ensuring effective disaster management. A Disaster Management Satellite Centre was established in Nxuba and one vehicle is allocated to support the function.
The most common disasters are weather related lighting strikes that cause fire ,heavy rain fall that results to the collapse of informal settlements and low rainfall that results to drought. . The Disaster Management Plan as developed by ADM is designed to assist the municipality to prevent or reduce and deal with disasters and to identify high risk development zones. It also deals with the following:-
Mitigate the severity of the consequences of a disaster; Rapid and effective response to disasters Post disaster recovery and rehabilitation
3.1.4.3 Fire Services
Nxuba Municipality has approached Amathole District Municipality (ADM) for assistance in rendering Firefighting services .Currently COGTA is in the process of gazzetting the firefighting services in order to be performed by the District Municipality. Nxuba Municipality needs to revisit the programme of training volunteers for firefighting services in consultation with ADM.
3.1.4.4 Community Safety
In the past, crime prevention and by implication community safety was the exclusive domain of the SAPS. The 1996 Constitution introduced a fundamental change to the role played by municipalities in the management of crime and safety in South Africa, by requiring them to provide a safe and healthy environment for the communities within their areas of jurisdiction. The South African Police Service Act as amended made provision for the establishment of municipal police services and community police forums and boards. 43 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
Three Police stations and two Magistrate Courts operate within the jurisdiction of Nxuba Local Municipality. These are situated in Bedford, Adelaide and Doringkloof, which covers the rural / farm areas. The statistics show that crime levels are relatively low within Nxuba Local Municipality. Domestic violence, substance abuse, stock theft and unlawful breaking and entering are the most prevalent.
3.1.5 Community Facilities
3.1.5.1 Sports and Recreation
The provision of sports and recreational facilities has been directly associated with the development of a healthy society and plays an important role in the development of our youth. The high levels of youth within the community warrant that specific attention be given to the development of sport and recreation initiatives by the Municipality and the Provincial Department of Arts, Culture, Sport and Recreation (DSRAC)
Sports facilities are within easy reach of the urban community although these facilities are in need of renovations, maintenance and upgrading, however these sports fields are registered for rehabilitation in the 2015/2016 financial year.
THE UNDER MENTIONED SPORTS FACILITIES ARE AVAILABLE IN THE NXUBA AREA STATUS OF SPORTS FACILITIES
AREA SPORTS FIELD COMMENTS
Adelaide Town 1 Fencing needed
Bezuidenhoutville 1 Needs maintenance
Lingelethu (Old & New) 4 All in a bad state of repair
Bedford Town 1 The sport field is in a fairly good state
Goodwin Park 1 In a bad state and need repairs
Nyarha 2 In a bad state and need repairs
Areas of prioritized intervention
Rehabilitation of sport facilities. Development of a maintenance plan ,DSRAC to assist Development of recreational infrastructure DSRAC to assist
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3.1.5.2 Community Halls
There are six Community halls within the Municipal area (1 each in Adelaide; Bezuidenhoutville; Lingelethu; Bedford; Nyarha and Goodwin Park). All of these facilities require renovation and or maintenance.
3.1.5.3 Libraries
Library services are a provincial competency that is performed on an agency basis by Nxuba local municipality. Nxuba Local Municipality has 3 libraries; one is located in Bedford town and the other in Adelaide town, and Bezuidenshoutville. All three are public libraries, which are managed by the Nxuba Local Municipality in terms of a service level agreement with the Province; however there is a need for a construction of two libraries in Bedford township and Lingelethu
3.1.5.4 Transport Services
Nxuba Local Municipality has a functional vehicle/testing station operating from Monday to Friday and it is situated in Adelaide. The testing station is mostly used for renewal of vehicle licensing, There are fully two taxi ranks one in each towns
3.5.5.5 Cemeteries
Nxuba has established a Cemetery Management System with the assistance of ADM and the system in operationally and three practitioners have been trained to implement the system.
The municipality faces several challenges with regards to the current situation, in that several of the cemeteries will have reached maximum capacity by 2014.
STATUS OF MUNICIPAL CEMETERIES
LOCALITY NUMBER Adelaide town 1 Bezuidenhoutville 1 Lingelethu (Old and New) 2 Bedford town 1 Bongweni 1 Colored area 1 TOTAL 7
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3.2 KPA 2: LOCAL ECONOMIC DEVELOPMENT
The Municipality’s organogram makes provision for a LED and Planning Unit. There are five LED posts viz. LED Officer, LED Assistant, Tourism Officer and 2 Information Clerks. A LED officer is employed to oversee the LED (SMME’s, Cooperatives, Heritage and Agriculture) and Tourism functions. The DLGTA deployed a LED Assistant during the 2011/12 financial year that is currently still employed at Nxuba.
High unemployment and poverty levels in the Municipality result in low affordability levels which in turn manifest in low levels of investment and under-utilization of development opportunities. There is an urgent need for major new private sector investments to create jobs and improve livelihoods in area.
Nxuba has a limited and almost non-existent industrial economy and there is a high dependency on primary economic activities. Commercial and business development in the area is confined to the urban centres of Nxuba. The main part of Nxuba’sbusiness retention, expansion and attraction strategy is to keep business property rates as low as possible and to lobby for funding for high impact projects.
Economic growth is constrained by:
Slow growth rate High illiteracy, poverty and unemployment rate
In terms of strengthening Local Economic Development, the municipality established LED Forum and the forum sits quarterly. The forum constitute of co-operatives and small business owners. Due to the challenges experienced by the forum in terms of participation, the terms of reference are to be reviewed.
3.1.1 Sectoral Overview
Based on existing economic activity, market opportunities and present resources, assets and skills bases, the sectors offering the most significant potential include:
Agriculture (game and livestock farming)
Tourism (B&B’s, farm stays, hiking, birding, freshwater fishing, arts, crafts, scenery, game lodges - game and photographic hunting; viewing of wildlife, cultural heritage)
SMME’s
Trade and Business Services
3.1.2 Agriculture
Agriculture is the main economic activity in the Municipal area and arable land has an agricultural potential of 750 ha household gardens and grazing land a potential of 987 ha in Bedford & 2000 ha in Adelaide. Both arable and grazing lands are utilized according to their potential however more land is required for farmers.
The municipality is dominated by commercial farms 206 in Adelaide and 218 in Bedford. The communal farming communities are congested in Townships.
Communities in the Township and Towns engage in back yard gardens, poultry, beef, piggeries and community gardens. Poverty is escalating on a daily basis. The Department of Land Affairs and Agrarian Reform has managed
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to employ 110 people in the CASP project at Bedford. The following is the list of initiatives that are implemented within Nxuba Local area :
PROGRAMMES Allocation
1. CASP 1.1 Worteldrift R2,4m 1.2 Bedford Commonage R2,4m 2. Landcare R600, 000.00 3. Food security NIL 4. Livestock Improvement 3 4.1 Bulls 3 4.2 Rams 60 packets per year 5. Dipping Chemical 1418 cattle 6. Animal vaccination 1200 dogs 6.1 Blanthrax 560 sheep 6.2 Rabies R800, 000.00 6.3 Sheep scab 7. Vet Clinic Construction
8. Agric. Show R 20, 000.00 9. Office Services NIL
3.1.3 Livestock Farming
Adequate good quality grazing makes the area suitable to livestock, cattle and game farming. Cattle, sheep and game farming are the most predominant. Much of this farming is commercial livestock farming. According to DRDAR the livestock numbers are as follows, cattle = 823 in Adelaide & 942 in Bedford, sheep = 0 in Adelaide & 53 in Bedford and Goats = 985 in Adelaide & 373 in Bedford.
Significant Agricultural Enterprises
This under mentioned is based on the assessment of the natural resources in their order of importance of the economy of the ADM.
. Livestock-Sheep and Beef: generally farmed together for pasture management, there is declining profitability in real terms with a shift from small stock to beef and to game in the commercial sector. However, together this is the largest sector in terms of land area, economic contribution and participation and has primary strategic value in both economic and socio-political benefits within the ADM. Stock theft has resulted in a major shift out of sheep farming into large stock and game.
. Livestock Farming: Animals and animal products are the dominant farming activity in the district, accounting for 72% of agriculture value added. Agriculture’s competitive advantage in the district is enhanced by, proximity to markets product diversity (across agro-ecological zones) and business services.
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Opportunities for Agriculture in Nxuba
Enterprise Product Manage- Employ- Processing Markets Market ment&Tec ment Infra- Potential h-nical Creation structure Enter-prise (Jobs)
Sheep Mutton Wool Medium 1/100ha Existing Local Good agents & (mutton) (extensive) abattoirs Export Wool
Beef Beef Medium 0.8/100ha Existing Local Good (extensive) agents & abattoirs
Boer goats Meat Low 1.2/100ha Existing Local Good agents & (Extensive) abattoirs
Game Hunting, live Medium 0.3/100ha No National Good (Forex game, Export related) tourism
. In agriculture growth is constrained by Limited opportunity for field crops due to shallow soils. Lack of access to finance for historically disadvantaged farmers Aging farming population
. Opportunities in agriculture bio-fuels and free-range livestock. Agricultural GVA can feasibly be doubled over the mid-term.
3.1.4 Forestry
The National government ASGISA programme has identified forestry development as a key pillar to achieving the economic growth and development targets, and has prioritized forestry as a key sector for support across all tiers of government.
In the Amathole District area, most of the forestry plantations exist in Amahlathi, Mnquma and Mbashe Municipalities. Although there are limited forestry areas in Nxuba there is nevertheless some economic potential in portions of the northern mountainous regions. The nature of the forests in the Amathole mountain areas includes both commercial pine and indigenous forests. Low volume, high end furniture production from indigenous forest is exploited in a very small way in Nxuba.
Virgin agricultural land identified as suitable for forestry is subject to an environmental impact scoping and assessment process under the NEMA legislation.
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3.1.5 Tourism
Tourism activities in the Municipality are on the increase and there is abundant natural beauty and a diverse array of cultural groups which have strong potential for eco, adventure and cultural tourism. During 2013/14 financial year the municipality established Local Tourism Organization; which will among other issues ensure development of tourism products in the area in order to increase the municipal revenue
Aspire engaged two students to research the urban regeneration in the Nxuba area. A report was tabled on their finding.
Tourist attractions in the Nxuba area include;
Spectacular scenery Adelaide Museum Lingelethu, Bezuidenhoutville, Goodwin Park and Nyarha Parks. Heritage Sites: Fort Fordyce Post Retief Dutch Reformed Church Glen Lynden Glen Eden Church War Memorial Heritage Museum (Adelaide)
Bedford Garden Festival
The festival was established 10 years ago and receives marketing exposure in national gardening media and draws gardening enthusiasts from all over the country and the world to its award winning farm and town gardens. A way must be found to address the unemployment with the opportunities offered by this unique event and to create spin offs to support emerging entrepreneurs.
Other initiatives
There are plans to develop a biosphere reserve in Nxuba local municipality, encapsulating the mountain range and its diverse fauna and flora will also benefit from the beautification project and must be pursued. This forms part of ADM’s plans to create a biosphere in the Amathole Mountain Escape. There are four sites that have been identified namely; maastroom, bossnek, rockhood and fort Fordyce for development of Biosphere’s.
Nxuba Greening and Beautification Project 2010-2013
The municipality secured R20m from DEAT for greening and beautifying the towns and for improving the quality of life in Lingelethu, Bezuidenhoutville (Adelaide) and Nyarha and Goodwin Park (Bedford) by establishing recreation centres and parks in each of these areas. These are now completed.
All of the urban areas benefited from this investment as the development proposal contained the following facets:-
Creation of short term jobs of at least 68000 person days over three years (2011 to 2013); Investment in human capital Landscaping of four suburban parks in the areas mention above o Erection of a borehole in Bezuidenhoutville o Installation of solar panels Beautification and landscaping of four town entrance features, townscapes and suburban streets and walkways
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Creation of two horticultural nurseries (10 sustainable employment opportunities) Implementation of a rainwater harvesting programme
In tourism growth is however constrained by the Lack of tourism promotion and signage Lack of knowledge to manage heritage resources Ageing farming population Lack of funds Suitably qualified tour guides
. Opportunities in tourism It is labour intensive Tourism potential to stimulate economic development Provides entrepreneurial opportunities Livestock farming Export: Livestock and wildlife Game Reserves (Heritage sites) Water Falls (bottled water) Establishment of garden farms to support garden festival Nursery and recreational parks
Nxuba Greening and Beautification Project 2015 /2016
The Department of Roads and Public Works has approached Nxuba Municipality with the aim of formulating strategic partnership s in order to meet identified needs of the Municipality. Local residents started to realize the importance of the improved park areas and there was a marked decrease in dumping of waste, vandalization, etc.
EPWP planned projects will entail the following outputs: 3.1.1 Paving and beautification of the Parks 3.1.2 Improved outdoor and amenities services 3.1.3 Cleaner environments and urban spaces 3.1.4 Improved small town image for tourism promotion 3.1.5 Skilled workforce in paving, brick laying and landscaping 3.1.6 Installation of solar lighting
The purpose of having these parks is to improve the quality of life of the communities in Nxuba Local Municipality where social functions can be held (braai, kid’s birthday party, school event etc). Nxuba Local municipality has also held several meeting with Cookhouse Windfarm for participating in renewable energy programmes.
3.1.6 Small Medium and Micro-Enterprise (SMME) Development
The area has potential for the development of SMME’s and the majority operates as sole traders. Nxuba Municipality has registered SMME and signed a Service Level Agreement (SLA) with SEDA to support Nxuba and the surrounding area. These SMME’s are also in the municipal database.
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Most of the SMMEs are in the trade / service sector consisting of spaza shops, hair salons and caterers. There is a need to diversify SMME development to include agriculture and tourism as opposed to the prevalent over- dependency on the retail sector.
SMME development is constrained by:
Lack of capacity for SMME’s
No existing plan / strategy for SMME’s/ Co-ops
Capacity building for entrepreneurs
Lack of Cooperative Development centre
Lack of financial and business management skills to manage businesses
Lack of business support and access to finances for SMME/Cooperative
Nxuba Municipality faces considerable challenges to economic development
Scarcity of jobs High poverty rate High illiteracy rate High crime rate (considering the fact that the municipality is small) Lack of capacity for disadvantaged farmers Lack of access to land (farmers) Lack of capacity for SMME’s and entrepreneurs Lack of SMME/Cooperative Development plan No existing plan / strategy for SMME’s/ Co-ops Climatic change affecting farming/ agricultural resources Scarcity of water Non-existence of FET /Training centre
3.3 KPA 3: Good Governance and Public Participation
3.1 Political Governance
The Nxuba Municipality is a Category B Municipality (local municipality) as defined under section 3 of the Local Government: Municipal Structures Act No. 117 of 1998.
The Municipal Council has eight Councillors, four of which individually directly represent a specific ward and the remainder to represent parties proportionally in the council. After the Local Government elections in 2011, one councillor was proportionally elected to serve on the Amathole District Council to represent Nxuba Municipality. The Mayor is a full time public office bearer and a female. The Municipality has a Plenary Executive System combined with a ward participatory system.
There are four portfolio committees that have been established in terms of Section 79 of the Local Government Municipal Structures Act, (Act 117 of 1998) to serve the following portfolios;
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Finance (Budget& Treasury) Committee Community Services Committee Technical Services Committee Corporate Services Committee
All Councillors are part of the four standing committees due to the size of the Municipality.
Champions to drive key areas were elected among councillors and also the representatives to the Public Bodies. The champions are :
FINANCE (BUDGET AND TREASURY) COMMITTEE:
Chairperson : Cllr P.Jack Deputy Chairperson : Cllr E. Lombard
CORPORATE SERVICES COMMITTEE:
Chairperson : Cllr Q. Maloni Deputy Chairperson : Cllr D. Bruintjies
COMMUNITY SERVICES COMMITTEE:
Chairperson :Cllr B. Mentoor Deputy Chairperson : Cllr L. Douglas
TECHNICAL SERVICES COMMITTEE:
Chairperson :Cllr S. Ndyambo Deputy Chairperson : Cllr Q. Maloni
Municipal Public Accounts Committee (MPAC) was established and five Councillors are members of this committee. These councillors are:
Cllr Jack – Chairperson Cllr Lombard –Member Cllr Auld –Member Cllr Ndyambo-Member Cllr Mentoor- Member
Ordinary Council and Committee Meetings are held bi-monthly instead of quarterly due to the size of the Municipality. Standing Rules of Orders have been reviewed and adopted by Council on 20 August 2014 and will be gazetted in 2014/2015 financial year. Delegations of Powers will be reviewed and adopted by the Council in 2014/2015 financial year .Schedule for Council Meetings was adopted by the Council and meetings are held accordingly and agendas are circulated seven days before the meeting.
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The Accounting Officer (Municipal Manager) and section 56 managers attend Council and Standing Committees to represent the municipality’s administration and to account in the form of the IDP, budget, strategic and operational plans / Service Delivery and Budget Implementation Plan (SDBIP).
3.2 COMMUNICATION AND PUBLIC PARTICIPATION
Nxuba Local Municipality has an approved Public Participation Strategy to improve public participation in the affairs of the municipality. Nxuba Local Municipality is committed to the development of a culture of municipal governance that complements formal representative government with a system of participatory governance. The Municipality has a legal obligation to establish appropriate mechanisms, processes and procedures to enable the local community to participate in its affairs. The dawn of the democratic dispensation in South Africa opened an opportunity for the citizens of the country to fulfil their long standing desire to determine their own destiny and share in the vision of a united, democratic, and non-racial society. The participation of citizens in government is held to be an important aspect of any democratic dispensation.
The purpose of the Public Participation Strategy is to provide for mechanisms by which the public may participate in the affairs of the Municipality and to clarify roles and responsibilities of all the role players and interested parties. The strategy will therefore be used to:
The OBJECTIVES of the strategy are:
To ensure full and proper accountability of the Nxuba Local Municipality to the community To create an enabling environment for civil society to find a platform upon which they can voice their concerns and take part in the fundamental decision making issues that affect them and the Nxuba Local Municipality community at large. To develop effective means to deal with all written public requests, grievances and complaints in a timeous manner. To assist vulnerable groups to participate effectively in the system of local government. To develop mutual trust between citizens and the municipality by ensuring members of Council remain accountable to the community of the Nxuba Local Municipality and work with in their mandate. To keep the Nxuba Local Municipality abreast of citizens’ needs for appropriate resource allocation and allow consumers to have input on the way services are delivered.
In terms of further strengthening public participation, a wide range of communication tools are used to communicate with the community and also to disseminate information. These includes:-
Winterberg Newspaper, Daily Sun, EP Herald and Daily Dispatch newspaper Imbizo’s / Road shows, Loud hailing, Libraries; Notice boards, and Nxuba Municipal Website
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STRUCTURES FOR PUBLIC PARTICIPATION
Ward Committees
Ward Committees have been established in all 4 wards. Each Ward Committee is chaired by a Ward Councillor. Ward Committees are established for purposes of enhancing participatory democracy in local government and to make recommendations on any matter affecting their wards through the Ward Councillor. Ward committee meetings sit 4 times a year, which means once per quarter and the issues raised during these meetings are tabled to the Council for consideration. A number of training sessions have been offered for ward committees in order to capacitate them as they are the driving force for community development.
Community Development Workers (CDWs)
The Department of Cooperative Governance and Traditional Affairs (COGTA) has also deployed three Community Development Workers, one CDW per ward, in order to bring government closer to the people. These CDW’s are working closely with the office of the Mayor/Speaker, local communities, ward committees.
Other Nxuba Local Municipality forums
Local Aids Council – chaired by the Portfolio Head of Health Community Safety Forum – chaired by the Portfolio Head for Community Safety Local Economic Development (LED) Forum – chaired by the Portfolio Head for Economic Development Disaster Management Forum – chaired by the Portfolio Head for Community Safety Disability Forum – chaired by the Portfolio Head Gender Forum – chaired by the Portfolio Head Youth Forum – chaired by the Portfolio Head IDP Representative Forum – chaired by the Mayor/Speaker Moral Regeneration Forum – chaired by the Mayor/ Speaker Nxuba Sports Council Organs of Civil Society Consultative workshops – chaired by the Mayor/ Speaker
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3.3 INFORMATION MANAGEMENT
Nxuba Local Municipality has developed a website and a maintenance plan valid for two years is in place. The site address is www.nxuba.gov.za and the plan is to widen public participation and enhance legal compliance as prescribed by Section 21B (1) of the Municipal Systems Act.
The foundation of a sound information system lies in an effective Electronic Mail and Directory Service, both of which is used by the municipality (Microsoft Active Directory) and Electronic Mail (Microsoft Exchange)
Furthermore, Nxuba Local Municipality has upgraded the internet speed to make it faster. ADM has currently been helpful and provided the necessary support including deploying an IT Intern at Nxuba Local Municipality.
3.4 INTER-GOVERNMENTAL RELATIONS (IGR) FORUM
The Municipality participates in District IGR structures. These structures are composed of the Technical Task Group and District Mayors Forum. The Nxuba IGR Forum holds meetings every quarter. The local IGR structure is mainly utilized to solve problems affecting service delivery as well as shared priorities for development. This process is hampered by the inconsistency of member department’s representation to the structures and the attendance of officials who do not have decision making capacity and impact on budgeting processes. Service level agreements are being entered into where services are to be provided collaboratively by different departments
Nxuba Local Municipality fully participates in the programme of Local Government Turnaround Strategy ( LGTAS). The following are the key focus areas which were adopted in 2012/2013 and were revised in 2014/2015.
Accelerating service delivery
Local Economic Development (LED) Strategy Huge electrification backlogs Revenue enhancement strategy
Promoting sound financial management
Revenue enhancement strategy Non adherence to supply chain management processes.
Fighting corruption
Anti-fraud management unit Municipal Public Accounts Committee (MPAC)
Facilitating sustainable infrastructure development
Dilapidated electrical infrastructure Lack of road maintenance
3.5 PARTNERSHIP AND STRATEGIC RELATIONSHIPS
Nxuba Local Municipality has recognized the potential of strategic partnerships to develop its capacity. The Municipality entered into a Memorandum of Understanding with Nelson Mandela Metropolitan Municipality,
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ESKOM and Aspire Development Agency. The municipality also collaborates closely with the District Municipality and benefits from strategic Inter-governmental partnerships entered into by the Amathole District Municipality.
3.6 SPECIAL PROGRAMMES
The Special Programmes Unit (SPU) is located in the Office of the Mayor/ Speaker and is responsible for all activities related to promoting the interests of youth, women, disabled persons and other marginalized groups. Various SPU programmes are convened in line with the government’s annual calendar of events and are led by the Portfolio Head for Special Programs and driven by the SPU, such as Youth Month in June, Women’s Month in August, the 16 Days of Activism against Women and Child Abuse which is held in November and December, and usually includes activities in celebration of World Aids Day in December. For 15/16 a budget of R200 000 has been allocated for SPU programs.
The municipality has also developed Special Programmes Strategy which seeks to address all the needs of the vulnerable groups.
MAINSTREAMING OF SPECIAL VULNERABLE GROUPS
The following structures have been established, fully functioning and are being coordinated in the Office of the Mayor/Speaker:-
Nxuba Youth Council Nxuba Disabled Council Nxuba Women forum Nxuba Elderly Persons Forum Nxuba HIV/AIDS Council Nxuba Sport Council
The municipality has a dedicated official to deal with the mainstreaming of special vulnerable groups and efforts will be directed toward Government objective to reduce youth unemployment and other marginalized groups. Municipal procurement and job creating projects are geared not only toward poverty alleviation but also to draw special groups into the economy.
3.4 KPA 4: INSTITUTIONAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT
Nxuba Municipality has experienced severe institutional challenges in the past financial year including financial constraints and filling of senior management position.
3.4.1 NXUBA INSTITUTIONAL OVERVIEW
3.4.1.1OFFICE ACCOMMODATION
The administrative and political seat is in Adelaide although the various departments and their incumbents are scattered and housed in separate centres in and around the Town hall. These isolated staff pockets have the potential of developing its own ethos that could undermine the corporate image of the institution as a whole and contribute to the creation of silo mentality. In addition there is also a satellite administrative unit stationed in Bedford. To overcome this fragmentation the municipality is renovating one of their properties in order to consolidate the staff during Phase 2 of the project.
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3.4.1.2 NXUBA ORGANISATIONAL OVERVIEW
Municipalities have to establish, in compliance with Section 66(1) (a) of the Municipal System Act (32 of 2000) an organization structure to support and give effect to their Integrated Development Plans (IDP’s). It is imperative that, with the review of their IDP’s , the organogram must likewise be reviewed to ascertain if it still talks to the delivery imperatives as contained in the municipal objectives. This kind of a review is necessitated by inter alia, the fact that:
a) Legislation may have been amended, requiring the municipality to cater for new delivery imperative; b) IDP objectives might have changed, fallen away or new ones introduced, necessitating for some functions in the organizational structure to scrapped, added or amended; c) The volume and complexity of some jobs may have increased or decreased, necessitating a review, reduction and/or enrichment of such positions and concomitant re-grading and re-designation of the affected jobs; d) There may be a need to look into the municipality’s efficiencies, effectiveness and work flow; and e) Delegation of authority between National, Provincial and District levels may have changed causing a need for the scopes affected jobs and delegated powers to be revisited.
Over and above the foregoing, an organizational structure is used by municipality as a basis for filling vacancies and employing key personnel to implement strategic objectives and Service Delivery Budget Implementation Plans (SDBIP). The Organogram for Nxuba Municipality is reviewed annually to ensure alignment with the IDP and it will be adopted by Council in June 2015. Due to cashflow challenges and ESKOM debt no vacancies will be filled in 2015/16 financial year. The Municipality’s organizational structure now comprises 160 positions which are divided into the Office of the Municipal Manager and three Directorates, namely:-
Corporate Services Budget and Treasury and Service delivery and Infrastructure
The draft organizational structure of the municipality is indicated below:
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NXUBA COUNCIL
Mayor / Speaker
Mayor's Driver Executive Secretary (Contract)
4 x PR Councillors
Councillor Councillor Councillor Councillor Ward 1 Ward 2 Ward 4 Ward 3
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MAYOR / SPEAKERS OFFICE
Mayor / Speaker
Senior Admin Officer: (Vacant)
Communications & Customer Care Officer Special Programs Unit (Vacant)
Council Support Clerk (Contract)
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MUNICIPAL MANAGER’S OFFICE
Municipal Manager
Executive Secretary
Chief Financial Officer Director Corporate Services Director Service Delivery and Infrastructure Services
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Municipal Manager
Executive Secretary
Communication & Legal & Compliance Internat Auditor IDP / PMS Officer Bedford Administrator Customer Services Officer Officer (Vacant)
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CORPORATE SERVICES
Director Corporate Services
Secretary
Skills Dev, EE, IT Officer Senior Admin Officer Labour Relations H R Admin Officer LED Officer Employee Welness Officer (Contract) Officer (Vacant) (Vacant)
Personnel Clerk 2 x LED Assistants Registry - Admin 2 x Vic Administrators (Contract) Clerk 2 x Typist / Receptionist (Contract) (Contract) (Contract) (1 x Vacant)
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CORPORATE SERVICES
H R Admin Officer
Personnel Clerk
4 x Messenger Cleaners (2 x Vacant)
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Bedford Administrator
Human Resources Clerk
3 x Messenger / Cleaners 1 x Typist / Receptionist
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Department: Budget and Treasury Office
Chief Financial Officer
Secretary (Vacant)
1 x Senior 1 x Senior Accountant: Accountant: Expenditure Revenue
1 x Controller 1 x 1 x Supply 1 x Asset Income / Revenue Controller Chain Management 1 x Controller (Budget) Management Officer Expenditure Officer 1 x Senior Clerk (Vacant) (Income) 1 x Principal 2 x Credit 1 x Logistics Clerk Clerk (Payroll) Controllers
1 x Stores Clerk 1 x Senior Admin Clerk (Expenditure) 2 x Cashiers 2 x Meter Readers 1 x Demand & Acquisition (1 x Vacant) (1 x Vacant) Clerk (Vacant)
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1 x Supply Chain Management Officer
1 x Demand & Acquisition 1 x Logistic Clerk Stores Clerk Clerk (Vacant)
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Service Delivery and Infrastructure
Director: Service Delivery and Infrastructure
Secretary (Vacant)
PMU Manager Housing Officer Engineering (Vacant) Building Control/Inspector Land Use Officer Technician: Civil
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Service Delivery and Infrastructure
Manager: PMU
Data Capture (Contract)
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Engineering Technican
Superintendent: Roads & Storm Water - Adelaide Superintendent: Roads & 1X Truck/TLB Storm Water - Operator Bedford (Vacant) 1x Tractor / TLB Operator: 6 x Filled: General Worker-Roads: (2 x Vacant) 6 x Filled: General Worker-Roads: 2 x Vacant 4x Filled: General Worker-Roads Grass Cutting: 2X Filled: General Worker-Roads Grass Cutting
(1 X Vacant)
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Director: Service Delivery and Infrastructure
Electrician - Adelaide Electrician - Bedford (Contract)
2 x Electrical Assistants 2 x Electrical Assistants (1 x Vacant)
2 x Meter Inspectors 2 x Meter Inspectors
(1 x Vacant)
1 x Meter Disconnection 1 x Meter Disconnection Assistants Assistants
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Director: Service Delivery and Infrastructure
Land Use Officer Housing Officer Building Control Officer (Vacant)
1 x Artisan-Carpenter
1x Artisan-Plumber:
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Service Delivery and Infrastructure Director: Service Delivery and Infrastructure
1 x Chief Traffic 1 x 1 x Librarian - EPWP Co- Librarian - 1 x Fleet Management Disaster & Fire Services Officer Bedford Clerk Ordinator Adelaide Superintendent Co-Ordinator Waste (Vacant) (Vacant) Management, (Contract) Cleansing, Supervisor Security Parks,Street 2 xCouncil Driver Services Sweeping (Vacant) (1 x Vacant) (Vacant)
10 x Security Guards (Adelaide) (Permanent) (Contract) (Bedford) (Permanent) (Contract)
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Service Delivery and Infrastructure
Director: Service Delivery and Infrastructure
1 x Librarian 1 x Librarian: Bedford 1 x Librarian Adelaide Library Bezuidenhoutville (Vacant) (Vacant)
1 x Library Assistant 1 x Library Assistant
1 X General Assistant 1 X General Assistant
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Service Delivery and Infrastructure
Director: Service Delivery and Infrastructure
1 x Chief Traffic Officer
2 x EXAMINER
2 x Pound 1 X E-natis 2 X Examiner Supervisor Master 2 x Traffic Officers Supervisor Security Services Of Drivers (Vacant) P. Lottering Contract Licence - Grade D (1 x Vacant) 1 x General 1 x Examinder Of 14 x Security 1 x E-natis Clerk Assistant Guards (Vacant) Drivers Licence - Grade A 3 x Traffic Wardens (1 x Vacant)
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Service Delivery and Infrastructure - Bedford
Director: Service Delivery and Infrastructure
1 x Superintendent Waste Management, Cleansing, Refuse Collection, Street Sweeping (Vacant)
1 x Refuse Collection Driver / Supervisor 1 x Parks Driver/Foremen
1 x Filled General Workers: Parks 4 x Filled General Workers: Refuse: (4 x Vacant)
3 x Street Sweepers
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Service Delivery and Infrastructure - Adelaide
Director: Service Delivery and Infrastructure
1 x Superintendent Waste Management, Cleansing, Refuse Collection, Street Sweeping (Vacant)
2 x Refuse Collection 1 x Parks Driver/ Foremen Drivers/ Supervisor (Vacant)
4 x General Workers: 4 x General Workers: Parks Refuse (4 x Vacant) 4 x Filled
4 x Street Sweepers
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Service Delivery and Infrastructure
EPWP Co-Ordinator
(Contract)
4 x Caretakers Cemetry Clerk 4 x Caretakers (Community Halls) (Vacant) (Sportsfields)
4 x Caretakers Cemeteries M. Ncana (Bedford)
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3.4.1.3 OFFICE OF THE MAYOR/SPEAKER
As a plenary municipality Nxuba has a combined and full time Mayor/Speaker. However staff supporting the Mayor/Speaker reports under Director Corporate Services for purposes of supervision and control and also because of the fact that the Mayor/Speaker has other political commitments which results in her not to be in the office all the time.
The Mayor/Speaker is elected to provide political leadership and be the custodian of the vision of the municipality.
3.4.1.4OFFICE OF THE MUNICIPAL MANAGER
The Office of the Municipal Manager is composed of the staff who provide support and assist in following up of issues in his office. It includes excludes Section 56 Managers who are dealt with under their respective portfolios. The reasoning is informed by the fact that all municipal employees, regardless of their placement or what responsibilities they may hold, must be subjected to the Municipal Manager’s authority, in his capacity as head of Administration and Accounting Officer of the municipality.
The office of the Municipal Manager has the following duties assigned to it;
Internal audit and good governance Legal services and compliance Intergovernmental relations Integrated Development Planning Performance Management Municipal Financial Viability Service Delivery and Infrastructure Development Institutional transformation and organizational development
3.4.1.5 CORPORATE SERVICES DIRECTORATE (MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT)
The Director for Corporate Services is responsible for
Administration (Surveys and Reports) Community Participation Information and Communication Technology Human Resource Management Registry and Archives Executive and Council Support Labour Relations Skills Development ,wellness and employment equity LED & Tourism Typing pool, and switchboard
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3.4.1.6 INFRASTRUCTURE AND SERVICE DELIVERY DIRECTORATE (Service Delivery & Infrastructure Development)
The Director for the Infrastructure and Service Department is responsible for the construction and maintenance of municipal infrastructure:
Community facilities and amenities (gardens, sport fields and pavements) Cleansing and street sweeping Solid waste management and refuse removal, including waste disposal sites. Fire fighting Library services Traffic control including pounds Cemeteries Parks & Recreation Centres Fleet and Security services Roads and Storm water Electricity Project Management Land use and management Housing Building control
3.4.1.7 BUDGET & TREASURY DIRECTORATE (MUNICIPAL FINANCIAL VIABILITY)
The Chief Financial Officer is responsible for the municipal financial management which include: which include the management of Budget , Municipal assets , Revenue , Supply Chain , Expenditure and Payroll , and Valuations.
3.4.1.8 LOCAL LABOUR FORUM (LLF)
The Local Labour Forum is constituted by Employer component (two councillors and three officials) and five trade union members, two from IMATU and three from SAMWU. The L.L.F meetings are held monthly and the minutes are submitted to council. The chairpersonship rotates between the employer and labour in terms of the applicable South African Local Government Bargaining Council (SALGBC) collective agreements.
3.4.1.9 EMPLOYEE JOB DESCRIPTION
The employee job descriptions were written and sent to the Job Evaluation, however not all the posts have been graded and the municipality is in the process of ensuring that by the end of 2015/2016 financial year all post are graded.
3.4.1.10 CODE OF CONDUCT FOR COUNCILLORS AND OFFICIALS
When the elected councillors started their term in May 2011, they signed the Code of Conduct. The signed Code of Conduct agreements are kept in their personal files. The officials on assuming their duties were given staff code of conduct to read and sign thereafter. The signed staff code of conduct is kept in the employee’s personal file.
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3.4.1.10 INSTITUTIONAL (HUMAN RESOURCE) POLICY DEVELOPMENT
During 2012/13 financial year, the municipality developed a Human Resources Plan and Human Resource Strategy; both documents were tabled to council for adoption 22 May 2013. However both documents HR Plan and HR Strategy will be reviewed during the current financial year (2014/2015).The objective of developing a HR Plan and HR Strategy is to enable the municipality to meet the human resource needs resulting from the Integrated Development Plan (IDP).“Human Resource Planning is essential in order to ensure that the organisation’s human resources are capable of meeting its operational objectives”.
Human Resource Planning ensures that an organisation:
• Obtains the quality and quantity of staff it requires; • Makes the optimum use of its human resources; • Is able to anticipate and manage surpluses and shortages of staff; • Develops a multi skilled, representative and flexible workforce, which enables the organisation to adapt rapidly to a changing operational environment. • HR Plan is to be seen as an implementation plan that will facilitate the achievement of the departmental strategic objectives.
3.4.1.11 SKILLS DEVELOPMENT AND TRAINING
As prescribed in the Skills Development Act, the Municipality develops and submits Workplace Skills Plan (WSP)annually. The plan aims to address the identified skills shortage and capacity building within the municipality. The reviewed automated WSP was submitted to the LGSETA on 20 April 2015.
3.4.1.10 ORGANIZATIONAL ANNUAL PERFORMANCE ASSESSMENT 2013/14
Section 46 (1)(a)(i-iii) of the municipal Systems Act, 2000 requires that municipalities prepare annual performance report reflecting the:
municipality’s and service provider’s performance development priorities of the following financial year measures taken to improve performance
Section 28 (1) of the municipal performance regulations, August 2006 read in conjuction with section 40 and 41(1)(i) and 41 (2) of the Municipal Systems Act, 2 of 2000, prescribes the following schedule of performance reviews for the section 57 managers (municipal manager and managers directly accountable to the municipal manager) in relation to the signed performance agreement in view of monitoring of organisational performance:
First quarter – July – September (informal) Second quarter – October – December (formal) Third quarter – January – March (informal) Fourth quarter – April – June (formal)
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Nxuba Local Municipality performance for the period July 2013 to June 2014 is summarised below. This below information is extracted from the municipal service delivery budget and implementation plan, which depicts strategies, indicators, projects and targets set for the reporting period.
Department Annual Performance 2013/14 Total No of Total Targets % Met Targets Met
Budget & 61 58 95,08% Treasury Corporate 55 26 47,27 Services Technical 29 13 44,82% Department Municipal 25 23 92% Manager Community 34 17 50% Services Overall 204 137 67,15% Municipal Performance
3.5 KPA: 5 MUNICIPAL FINANCIAL VIABILITY
3.5.1 REVENUE COLLECTION
The municipality is mostly dependent upon grants and transfers from National and Provincial departments .These grants constitute 49.9 % of the total budgeted revenue, own revenue constitute 50% %; the total budgeted revenue for 2014/15 financial year amounts to R 92 381 140 .Own revenue is generated by levying property rates within its Municipal jurisdiction as per the set tariffs and by way of service charges for the collection of refuse and provision of electricity.
The following schedule details the grants to be received by the municipality for the next three years as per DORA:
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3.5.2 FREE BASIC SERVICES
The greater population 65% of Nxuba Municipalities is indigent and is therefore not able to pay their municipal service charges. This factor has a negative effect in terms of the collection rate of the municipality. However the indigent number registered on the municipal indigent register does not truly reflect this state of affairs within the Nxuba municipality. The number registered on the municipal indigent database to date is 2 650.
The municipality subsidies the refuse charge and provide 50 units of electricity every month to the registered indigent debtors. This subsidization is funded through the equitable share received from National government.
3.3.3 EXPENDITURE MANAGEMENT
The municipality has high incident of an indigent population within the Nxuba Municipality puts an immense pressure on the municipalities’ financial resources. This leads to the municipality to collect less revenue than budgeted for which will results on inability to spend as anticipated.
The municipality endeavor to focus on services delivery related expenditure, and less on non priority spending. In ensuring this a cost cutting measures has been developed and adopted by the council.
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Spending on repairs and maintenance has been a challenge since the municipal budget is not enough to cover expenses on repairs and maintenance.
3.5.4 CREDITORS
The total amount of creditors that the municipality owes currently is R 56 million of which the biggest creditors are Eskom and others. The creditors are not being paid on time and creditor balances accumulating over time.
3.5.5 ASSET MANAGEMENT
The municipality is reviewing its Fixed Asset Register with the assistance of service provider to ensure that it is fully GRAP compliant.
This GRAP compliant asset register will ensure that municipal employees are held accountable for the use of assets in their possession, safe guarding the assets for the use in service delivery.
3.5.6AUDIT OUTCOMES
The Nxuba Municipality has moved from a disclaimer to a qualified audit opinions for the last two financial years. An audit action plan has been developed to address all issues raised in the audit report and these are being monitored to ensure that the milestones set are achieved.
FINANCIAL YEAR 2011/2012 2012/2013 2013/2014 AUDIT OUTCOME Disclaimer Qualified Qualified
3.5.7 Internal Audit Unit
The scope of work of the Internal Audit unit is to determine whether the Municipality network of risk management, control and governance processes, as designed and represented by management, are adequate and functioning in a manner to ensure:
that risks are appropriately identified and managed; that interaction with the various governance groups occurs as needed; that significant financial, managerial, and operating information is accurate, reliable, and timely; that employees’ actions are in compliance with policies, standards, procedures, and applicable laws and regulations; that resources are acquired economically, used efficiently, and adequately protected; that programs, plans, and objectives are achieved; that quality and continuous improvement are fostered in the Municipality control process; and that significant legislative or regulatory issues impacting the Municipality are recognized and addressed appropriately. Evaluate and report on Performance Management.
3.5.8 Audit Committee
Nxuba municipality has an independent advisory body that advises the institution on matters, amongst other things, relating to performance management and performance evaluation. The Audit Committee consists of the members listed hereunder and meets as often as it deems necessary as per the approved terms of reference.
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Date of meeting Ms L Smith Mr H Mr L Ntshinga Dr W Plaatjes (Chairperson) Marsberg
18 July 2014 (SP) √ √ √
21 August 2014(SP) √ √ √ √
24 October 2014 √ √ √
5 November 2014 √ √ √ (SP)
21 November 2014 √ √ (SP)
26 November 2014 √ √ √ (SP)
6 February 2015 √ √ √
3.5.9The effectiveness of internal control
In line with the MFMA and the King III Report on Corporate Governance requirements, Internal Audit provides the Audit Committee and management with assurance that the internal controls are appropriate and effective. This is achieved by means of the risk management process, as well as the identification of corrective actions and suggested enhancements to the controls and processes. From the various reports of the Internal Auditors, the Audit Report on the Annual Financial Statements and the management report of the Auditor-General South Africa, it was noted that significant matters were reported that indicated material deficiencies in the system of internal control or any deviations there from.
3.5.10 FRAUD AND RISK MANAGEMENT
The Municipality has established a Risk Management Committee and its operational; focusing on fraud prevention and fraud management. The committee consists of risks champions from each directorate (4), Internal Auditor and Legal & Compliance Officer who is the chairperson. The Fraud prevention and whistle blowing policies were developed, evaluated and implemented. Risks assessments are conducted quarterly and the reports are submitted to the Audit Committee.
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CHAPTER 4:
MUNICIPAL STRATEGIC OBJECTIVES, VISION, MISSION AND VALUES
4.1 INTRODUCTION
This Chapter entails Nxuba Local Municipality’s Vision, Mission, Strategic objectives and values which give directives to the developmental agenda of the Municipality.
Nxuba Municipality is committed to the objectives of local government which are enshrined in section 152 (1) of the Constitution of the Republic of South Africa, 1996 namely:
(a) To provide democratic and accountable government for local communities; (b) To ensure the provision of services to communities in a sustainable manner; (c) To promote social and economic development; (d) To promote a safe and healthy environment; and (e) To encourage the involvement of communities and community organisations in the matters of local government.
Nxuba Local Municipality’s strategic objectives are therefore crafted within the context of ensuring that efforts are focused on delivering the expected outcomes of the developmental mandate of the local sphere of government.
4.2 LEGAL FRAMEWORK BEHIND THE ALIGNMENT OF SELECTED NATIONAL, PROVINCIAL, DISTRICT AND LOCAL STRATEGIES.
Section 24 (1) and (2) of the Local Government: Municipal Systems Act (No: 32 of 2000) stipulates the following about “Municipal planning in co-operative government-
(1)The planning undertaken by a municipality must be aligned with and complement the development plans and strategies of other affected municipalities and other organs of state so as to give effect to the principles of cooperative government contained in Section 41 of the Constitution.
(2) Municipalities must participate in national and provincial development programmes as required in Section 153(b) of the Constitution.” Regulation 2(1) (d) further stipulates that “(1) A municipality’s integrated development must at least identify-
(d) all known projects, plans and programmes to be implemented within the municipality by any organ of state.”
Nxuba local municipality, in line with the above legislation, has developed objectives and strategies aligned to the needs of the community and also to the two spheres of government.
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NATIONAL NATIONAL PROVINCIAL MUNICIPAL KPA MUNICIPAL PRIORITY PRIORITY OUTCOME PRIORITY AREA 2. Education 5 A skilled and 4. Strength-en MUNICIPAL Organizational capable workforce education, skills TRANSFORMATION capacity building to support an and Human AND INSTITUTIONAL inclusive growth resource base DEVELOPMENT path 9 Responsive 7 Building a SERVICE DELIVERY Social Facilities ,accountable developmental AND Roads and ,effective and state and INFRASTRUCTURE stormwater drains efficient local improving the DEVELOPMENT Electricity government public services, Human settlement and Solid waste strengthening Management democratic Cemeteries institutions 1 Creation of 4. Decent 1 Speeding up LOCAL ECONOMIC Economic decent work employment growth and DEVELOPMENT Development and sustain- through inclusive transformation Tourism able lively- economic growth economy to SMME & hood create decent Cooperatives work and development sustain-able Agricultural lively-hood development 9 Responsive, 7 Building a MUNICIPAL Revenue accountable, developmental FINANCIAL VIABILITY enhancement effective and state and AND MANAGEMENT Supply chain efficient local improving the Management government public services, Expenditure and Management strengthening Financial Control democratic institute-ions 12 An efficient, 7 Building a GOOD GOVERNANCE Special effective and developmental AND PUBLIC Programmes development state and PARTICIPATION Integrated orientated public improving the planning, service and an public services, monitoring and empowered fair and and evaluation inclusive. strengthening ICT 9 Responsive, democratic IGR accountable, institutions Audit and effective and Compliance efficient local Petition government Management
Public Participation
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4.3 DEVELOPMENT OBJECTIVES, STRATEGIES, INDICATORS AND TARGETS
4.3.1 KEY PERFORMANCE AREA 1: Municipal Transformation ad Institutional Development
CUSTODIAN: DIRECTOR CORPORATE SERVICES-MR M L MSAKATYA
Municipal Municipal Objective Municipal Key Indicator Measureme Baseli Target Target Target Custodian KPI Priority Objectives code Strategy Performan code nt Source ne 2014/15 2015/16 2016/17 NO Area ce Indicator
Policies and To ensure MTI 1 By No of MTI 1:1 Quarterly 41 1 Review 41 Review 49 Review 54 Director: Bylaws that policies developing policies & reports policie Policies, Policies and Policies and Corporate and by-laws and monitor by-laws s and Services are in place implementat developed 16 Develop 8 Develop 7 Develop 7 and ion of bylaws policies policies policies implemente policies & and 2
d by 2017 by-laws bylaws
No of MTI 1:2 Quarterly 41 Director: 2 Monitor Monitor Monitor policies reports policie Corporate implementa implementati implementati and by- s and Services tion of on of policies on of laws 16 policies and by-laws policies and implemente bylaws and bylaws bylaws d
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Municipal Municipal Objective Municipal Key Indicator Measureme Baseli Target Target Target Custodian KPI Priority Objectives code Strategy Performan code nt Source ne 2014/15 2015/16 2016/17 NO Area ce Indicator
Organization To improve MTI 2 By Reviewed MTI 2:1 Quarterly Appro Review Review Review Director: 3 al capacity the developing organogra reports ved Organogra Organogram Organogram Corporate building organization organization m 2013/1 m aligned aligned to aligned to Services al capacity al capacity 4 to institutional institutional by 2017 building organo institutiona priorities priorities mechanisms gram l priorities
Developed MTI 2:2 Quarterly HR Develop Review HRD Review Director: 4 HRD reports Plan HRD Strategy HRD Corporate Strategy and Strategy Strategy Services HR Strateg y
No of MTI 2:3 Quarterly 127 28 filled 7 filled posts 7 filled posts Director: 5 budgeted reports filled posts Corporate posts filled posts Services By No. of MTI 2:4 Quarterly 17 40 people 60 83 Director: 6 improving employees reports people trained Corporate institutional trained as trained Services performance per WSP through skills development % of MTI 2:5 Quarterly 46% 80% 90% 100% Municipal 7 performanc reports Manager e targets met (institution al
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performanc e )
Quarterly MTI 2:6 Approved 0 Develop Review Review Director: 8 By performanc Employee &Employe Employee Employee Corporate developing e Performanc e Performance Performance Services employee assessment e Performanc Management Management performance reports Managemen e Policy Policy management t Policy Manageme policy nt Policy
By no of MTI 2:7 Quarterly 4 quarterly 4 quarterly 4 quarterly Director: 9 implementin employee performance performanc performance performance Corporate g employee performanc report e assessment assessment Services performance e assessment reports reports management assessment reports
policy conducted through employee performance assessments
Records To ensure MTI 3 By Reviewed MTI 3:1 Approved Draft Review and Review & Review & Director: 10 Management development reviewing and record Record implement implement implement Corporate of a secured and implemente managemen manag Record Record Record Services and implementin d Record t policy ement manageme management management functional g records manageme policy nt policy policy policy records management nt policy management policy
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system by By Reviewed MTI 3:2 Quarterly Record Review Review and Review and Director: 11 2017 reviewing and reports s and implement implement Corporate and implemente supported manag implement records records Services implementin d records by portfolio ement records management management g records manageme of evidence proced manageme procedure procedure management nt ure nt manual manual procedure procedure manual procedure manual manual manual
Leave To ensure MTI 4 By Implement MTI 4:1 Quarterly Leave Implement Review and Review and Director: 12 management proper leave implementin ed leave reports manag leave implement implement Corporate management g and manageme supported ement manageme leave leave Services by 2017 reviewing nt by portfolio proced nt management management leave procedure of evidence ure procedure procedure procedure management manual manual manual manual manual procedure manual
4.3.2 KEY PERFORMANCE AREA 2: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Custodian: Director Service Delivery and Infrastructure -Ms N Makwabe
Municipal Municipal Objective code Municipal Strategy Key Indicator Measurement Baseline Target Target Target Custodia KPI Priority Objectives Performanc Code Source 2014/15 2015/16 2016/17 n NO Area e Indicator
Social To ensure the SDI 1 By constructing No of SDI 1:1 Quarterly reports 7 sports 1 Multi- 1 Multi- Constructi Director 13 Facilities establishment Social Amenities social submitted with field and 6 purpose purpose on of Technica and access to Community Halls, amenities portfolio of communit centre centre recreation l well- Sports-fields constructed evidence y halls, 6 and 2 al park Services maintained parks(4 sports social with field amenities by communit 90 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
2017 y centre and playgroun d) By maintaining No of SDI 1:2 Quarterly reports 7 sports 7 sports 6 sports 6 sports Director: 14 existing social social submitted with field and 6 field and field and 6 field and 6 Commun amenities amenities portfolio of communit 6 communit communit ity ,community halls maintained evidence y halls, 6 communit y halls 1 y halls 1 services ,parks, and sports parks( 4 y halls, 6 Multi- Multi- fields with parks ( 4 purpose purpose communit with centre and centre and y centre communit 2 sports 2 sports and y centre field field1 playgroun and Multi- d) playgroun purpose d) and center, SDI 2 SDI 2:1 Quarterly reports 36 km 36 km 36 km 36 km Director 15 By maintaining all No of kms submitted with 52 storm 52 storm 52 storm Technica municipal roads and maintained portfolio of 52 storm water water water l storm water drainage. and no of evidence water drainage drainage drainage Services storm water drainage To construct drainage Roads and and maintain system Storm- sustain-able maintained water roads and By constructing new SDI 2:2 Quarterly reports 10,2km 7km 3,5 km 2km Director 16 storm-water roads and storm- No of kms submitted with Technica services to all water drainage. constructed portfolio of l our and no of evidence Services communities storm water by 2017. drainage constructed .
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Municipal Municipal Objective Municipal Strategy Key Indicator Measurement Baseline Target Target Target Custodia KPI Priority Objectives Code Performan code Source 2014/15 2015/16 2016/17 n NO Area ce Indicator
SDI 3 SDI 3 :1 Quarterly reports 42% 35% 30% 25% Director 17 By reducing % of submitted with Technica distribution losses distribution portfolio of l losses evidence Services reduced By electrifying new No of new SDI 3:2 Quarterly reports 7000 52 100 120 Director 18 houses through grant houses submitted with Technica To provide funding electrified portfolio of l and maintain through evidence Services Electrical adequate grant Services access to funding electricity for By installing high No of high SDI 3:3 Quarterly reports 13 2 4 4 Director 19 all in the mast lights. mast lights submitted with Technica municipal installed portfolio of l area by 2017. evidence Services By maintaining high No of high SDI 3:4 Quarterly reports 762 street 762 street 762 street 764 street Director 20 mast lights and street mast lights submitted with lights and lights and lights and lights and Technica lights and street portfolio of 13 high 14 high 16 high 18 high l lights evidence mast lights mast mast lights mast Services maintained lights lights
Human To ensure SDI 4 By compiling and SDI 4:1 Quarterly reports Existing Updated Updated Updated Director 21 Settle- that all people verifying beneficiary submitted with beneficiar beneficiar beneficiary beneficiar Technica ments within the list Updated portfolio of y list y list list y list l municipal beneficiary evidence Services area have list access to SDI 4:2 Quarterly reports 0 15 15 15 Director 22 By facilitating the human No of submitted with Technica ractification of settlements houses portfolio of l houses. by 2017. submitted evidence Services 92 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
to the Department for ractificatio n By applying for no of SDI 4:3 Quarterly reports 0 1 1 1 Director 23 funding for housing funding submitted with Technica programmes application portfolio of l submitted evidence Services
Municipal Municipal Objective Municipal Strategy Key Indicator Measurement Baseline Target Target Target Custodia KPI Priority Objectives Code Performan Code Source 2014/15 2015/16 2016/17 n NO Area ce Indicator Solid SDI 5 By developing & No of SDI 5:1 Quarterly reports 0 4 4 4 Director 24 Waste implementing solid reports Commun Manageme waste by-laws submitted ity nt To improve Services waste By legalizing existing No of SDI 5 :2 Quarterly report 1 landfill 1landfill 1 transfer Director 25 management landfill site and dumpsite site and site station Commun by 2017 transfer station legalized 1transfer ity station Services
Cemeterie SDI 6 By maintaining Updated SDI 6:1 Quarterly report Existing 1 1 1 Director 26 To ensure s updated cemetery cemetery database Commun that all management data manageme ity communities base nt database Services have access
to properly
maintained and managed By implementing No of SDI 6:2 Quarterly report 0 4 4 4 Director 27 cemeteries by cemetery reports Commun 2017. management by-laws submitted ity
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Services
By identifying No of sites SDI 6:3 Quarterly report 6 1 1 1 Director 28 suitable cemetery identified Commun sites ity Services
Disaster To facilitate SDI 7 No of SDI 7:1 Attendance 4 4 4 4 Director 29 Manageme a systematic By liaising and meetings register Commun nt & Fire communicati participating in ADM ity on channel to Forums Services ensure By engaging ADM No of SDI 7:2 Quarterly 0 4 4 4 Director 30 efficient and relevant stake- meetings Reports Commun response holders held ity when disaster Services strikes by 2017
Environ- To facilitate SDI 8 By implementing No of SDI 8:1 Quarterly reports 0 4 4 4 Director 31 mental that Nxuba existing municipal reports Commun Issues communities by-laws submitted ity have clean Services and friendly By training municipal No of staff SDI 8:2 Quarterly reports 0 4 4 4 Director 32 environment staff and educating trained Commun and the community on ity conservation the implementation Services of sensitive of by laws and protected SDI 8:3 Quarterly reports 0 4 4 4 Director 33 areas by No of Commun 2017. meeting ity with the Services community held By – law To ensure the SDI 9 By ensuring proper No of SDI 9:1 Quarterly reports 0 4 4 4 Director 34 enforceme safety of enforcement of by- reports Commun 94 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
nt communities laws pertaining to the submitted ity and the destruction of natural Services protection of vegetation, animal /Director the species and Corporat environment prevention of illegal e by 2017 services Traffic To ensure SDI 10 By developing a Developed SDI 10:1 Quarterly reports 0 Develop Review Review Director 35 services that Nxuba legislation legislation a complianc complianc Commun Municipality compliance check list compliance complian e checklist e checklist ity provides checklist ce Services traffic checklist services that is compliant with Roads Traffic Management legislation by 2017 By ensuring Quarterly SDI 10:2 Quarterly reports Existing 4 4 4 Director 36 compliance with Complianc traffic Commun traffic regulations e report regulation ity Services
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4.3.3 KEY PERFORMANCE AREA 3: LOCAL ECONOMIC DEVELOPMENT
CUSTODIAN: DIRECTOR CORPORATE SERVICES-MR M L MSAKATYA
Municipal Municipal Objective Code Municipal Key Indicator Measureme Baseline Target Target Target Custodian KPI NO Priority Objectives Strategy Performance Code nt Source 2014/ 2015/16 2016/17 Area Indicator 15
Economic Promote LED 1 By implementing No of LED LED 1:1 Progress 1 LED 5 LED 8 LED 10 LED Director: 37 Developme local Local Economic initiatives report Project projects projects projects Corporate nt economic Development implemente implem implemente implement Services development Strategy d ented d ed and job creation by 2017 By facilitating the No of jobs LED 1:2 Quarterly 1000 80 80 80 Director: 38 creation of jobs created reports Corporate through EPWP Services and CWP programmes Tourism Marketing LED 2 By developing Developed LED 2:1 Approved 0 Develop Implement Review & Director: 39 of Nxuba as Tourism strategy tourism tourism Tourism Tourism implement Corporate a tourism strategy strategy strategy strategy Tourism Services destination strategy of choice by 2017
SMME & To create an LED 3 By developing Developed LED 3:1 Approved 0 Develop Implement Review & Director: 40 Cooperativ enabling and implementing SMME and SMME and ed Cooperativ implement Corporate es environment SMME& Cooperative Cooperative SMME e strategy SMME Services Developme for SMME’s cooperative Strategy Strategy and SMME and nt and support strategy Coopera Strategy Cooperati Cooperative tive ve s by 2017 Strategy Strategy
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Municipal Municipal Objective code Municipal Key Indicator Measurem Baseline Target Target Target Custodian KPI Priority Objectives Strategy Performanc Code ent Source 2014/ 2015/16 2016/17 Area e Indicator 15
Agriculture To facilitate LED 4 By engaging with Quarterly LED 4 :1 Quarterly LED Develop Review Review Director: 41 Developme live-stock DoA, RD & LR, reports reports Strategy and MoU MoU Corporate nt improvemen DEDEAT, NDA submitted submitted agree on Services t and & Aspire on live- with with MoU deciduous stock portfolio of portfolio of fruit improvement and evidence production deciduous fruit by 2017 production
By developing Developed LED 4:2 0 Develop Review Director: 42 agricultural agricultural agricult Corporate development plan plan ural Services develop ment plan
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4.3.4 KEY PERFORMANCE AREA 4: MUNICIPAL FINANCIAL VIABILITY
CUSTODIAN: CHIEF FINANCIAL OFFICER: MRS N MARAMBANA
Municipal Municipa Objective code Municipal Indicator Key Measurem Baseline Target Target Target Custodian KPI NO Priority Area l Strategy code Performan ent Source 2014/ 2015/16 2016/1 Objective ce 15 7 s Indicator
Revenue To MFV 1 By MFV 1:1 No of Quarterly Debtors 4 4 4 CFO 43 Enhancement improve implementing reports with Reports book reports reports reports own data cleansing accurate revenue debtors list collection from 50% to 90 % By MFV 1:2 No of Monthly 0 12 12 12 CFO 44 by 2017 implementing reports on reports debt collection improved and credit revenue control policy collection MFV 1:3 Increased Monthly 50% 70% 80% 90% CFO 45 percentage reports increas increase increas of own e e revenue By reviewing MFV 1:4 Revenue Quarterly 0 Revie Implem Imple CFO 46 and enhanceme reports w and ent and ment implementing nt strategy imple review and revenue reviewed ment revenue review enhancement revenu enhance revenu strategy e ment e enhanc strategy enhanc ement ement 98 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
strateg strateg y y EXPENDITUR To ensure MFV 2 By MFV 2:1 Invoice Invoice Invoice 1 1 1 CFO 47 E that all implementing register register register MANAGEMEN service an invoice T providers register are paid within 30 day By facilitating MFV 2:2 No of Quarterly 0 4 4 4 CFO 48 period as usage of orders reports legislated electronic processed submitted by 2017 system to with process orders portfolio of by SCM evidence
SUPPLY To MFV 3 By MFV 3:1 No of Quarterly 4 4 4 4 CFO 49 CHAIN improve implementing reports on reports MANAGEMEN the supply SCM checklist reduction of submitted T chain irregular with processes expenditure portfolio of to comply evidence with legislation and regulation s by 2017 BUDGET MFV 4 By ensuring MFV 4:1 Timeous Budget 1 1 1 1 CFO 50 MANAGEMEN To that the budget submission evaluation T develop a is aligned to of budget report credible treasury format according budget and IDP to treasury that is annually format
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compliant with legislation by 2017 FINANCIAL To ensure MFV 5 By reviewing MFV 5:1 No of Quarterly Financia Revie Review Revie CFO 51 CONTROL effective procedure Reviewed reports l w procedu w implement manuals procedure submitted Procedur proced re proced ation of manuals with e ure manuals ure internal portfolio of manuals manual manual controls evidence s s by 2017
By MFV 5:2 No of Quarterly Financia Imple Implem Imple CFO 52 implementing procedure reports l mented ented mented procedure manuals submitted Procedur proced procedu proced manuals implemente with e ure re ure d portfolio of manuals manual manuals manual evidence s s ASSET To ensure MFV 6 By updating MFV 6:1 GRAP Asset 1 1 1 1 CFO 53 MANAGEMEN that and verifying compliant register T municipal asset register assets available assets are register and safe- compliant guarded & maintaine d by 2017
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4.3.5 KEY PERFORMANCE AREA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
CUSTODIAN: MUNICIPAL MANAGER – MR S CAGA & DIRECTOR CORPORATE SERVICES-MR M L MSAKATYA
Municipal Municipal Objective Municipal Key Indicator Measure Baselin Target Target Target Custodian KPI NO Priority Objectives code Strategy Performan code ment e 2014/ 2015/16 2016/17 Area ce Source 15 Indicator
Special To ensure GGP1 By SPU GGP 1:1 Quarterly SPU 5 SPU 5 SPU 5 SPU Director: 54 Programme mainstream implementi strategy reports Strategy initiati initiative initiative Corporate s ing of ng SPU developed ves s s Services vulnerable strategy (Vulnerable groups into Groups ) municipal programme s and projects by 2017
Municipal Municipal Objective Municipal Key Indicator Measure Baselin Target Target Target Custodian KPI NO Priority Objectives code Strategy Performan code ment e 2014/ 2015/16 2016/17 Area ce Source 15 Indicator Public To GGP 2 By Reviewed GGP 2:1 Quarterly Langua Imple Impleme Impleme Director: 55 Participatio strengthen reviewing language reports ge ment nt and nt and Corporate n and ensure language policy policy langua review review Services structured policy ge language language participatio policy policy policy
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n by By Implemente GGP 2:2 Quarterly Public Imple Impleme Impleme Director: 56 communiti implementi d public reports particip ment nt and nt and Corporate es in local ng public participatio ation public review review Services governance participatio n and and partici public public by 2017 n and petitions petition pation participat participat petitions strategy s and ion and ion and strategy strategy petitio petitions petitions ns strategy strategy strateg y
By No of GGP 2:3 Attendanc Ward 4 4 reports 4 reports Director: 57 improving meetings e register committ reports Corporate functionalit held and ees Services y and reports ,CDW's participatio and n of ward organiz committees ed , CDWs structur and all es public participatio n bodies in the community . Petitions To ensure GGP 3 By developed GGP 3:1 Quarterly 0 Develo Review Review Director: 58 Managemen well co- developing and report p and and and Corporate t ordinated & implemente imple impleme impleme Services communica implementi d petition ment nt nt tion within ng petition and petitio petition petition and across and complaints n and and and the complaints managemen compla complain complain municipalit manageme t system ints ts ts y by 2017 nt system manag manage manage ement ment ment 102 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
system system system By Developed GGP 3:2 Quarterly 0 Develo Review Review Director: 59 developing communica report p communi communi Corporate Communic tion comm cation cation Services ation strategy unicati strategy strategy strategy on strateg y Inter- To ensure GGP 4 By No of GGP 4:1 Attendanc 1 4 4 4 Municipal 60 govern- effective Strengtheni meeting e register manager mental coordinatio ng IGR held and relations n of Coordinati reports integrated on planning, implementa By No of GGP 4:2 Quarterly 0 4 4 4 Municipal 61 tion and monitoring reports progress manager monitoring implementa submitted report of service tion of to the delivery by service municipalit 2017 delivery y on programme stakeholder s within support the municipal area Information To ensure GGP 5 By Developed GGP 5:1 Approved 0 Develo Impleme Impleme Director: 62 and that ICT developing ICT ICT p ICT nt and nt and Corporate Communica system and strategy strategy Strateg Review Review Services tion supports all implementi y ICT ICT Technology programme ng an ICT Strategy Strategy s of the strategy municipalit y by 2017
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Municipal Municipal Objective Municipal Key Indicator Measure Baselin Target Target Target Custodian KPI NO Priority Objectives code Strategy Performan code ment e 2014/ 2015/16 2016/17 Area ce Source 15 Indicator Audit & To ensure GGP 6 By No of GGP 6:1 Quarterly Audit Consol Consolid Consolid Municipal 63 Compliance effective addressing issues Reports Action idated ated ated Manager Audit all issues addressed Plan audit audit audit function for raised by action action action improved internal plan plan plan compliance audit unit, report report report , clean audit administrat committee ion and and clean previous governance year’s AG by 2017 through
implementi ng Audit Action Plan By No of GGP 6:2 Quarterly Risk imple Municipal 64 impleme impleme implementi reports Reports register ment Manager nt and nting and ng and submitted and review review reviewing review risk risk risk risk manage manage manageme manag ment ment nt policy ement policy policy policy
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Municipal Municipal Objective Municipal Key Indicator Measure Baselin Target Target Target Custodian KPI NO Priority Objectives code Strategy Performan code ment e 2014/ 2015/16 2016/17 Area ce Source 15 Indicator Integrated To ensure GGP 7 By Reviewed GGP 7:1 Adopted IDP Adopte Adopted Adopted Municipal 65 planning, credible adhering to IDP Reviewed 2013/14 d Reviewe Reviewe Manager monitoring developme IDP IDP Revie d IDP d IDP and nt of legislative wed evaluation Integrated requiremen IDP Developme ts nt Plan (IDP), implementa tion , monitoring, reporting and evaluation to promote accountabil ity and compliance by 2017 By Quarterly GGP 7:22 Approved 4 4 4 4 Municipal 66 Implementi performanc Service Organis Organi Organisa Organisa manager ng Service e Delivery ational sationa tional tional Delivery & assessment & Budget perform l performa performa Budget reports Implemen ance perfor nce nce 105 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
Implement tation Plan assessm mance assessme assessme ation Plan ent assess nt reports nt reports aligned to reports ment the IDP reports and Budget Annual GGP 7:3 Annual 12/13 13/14 14/15 15/16 Director: 67 report report Annual Annual Annual Annual Corporate submitted submitted report report report report Services to Council to Council annually
4.4DEVELOPMENT PROJECTS FOR 2014/2015- 2016/2017 FINANCIAL YEAR
4.4.1 IMPLEMENTATION PLAN 2015/2016 FINANCIAL YEAR:
PROJECT PROJECT NAME PROJECT PROJECT SOURCE OF PROJECTED NO DESCRIPTION LOCATION FUNDING COSTS AS PER DORA ALLOCATION 1 Construction of 1 MIG Wanderers Sports fields Wanderers Sports fields 1,618,835.32 2 Construction of 4 MIG Nonzwakazi Polar Park sports Nonzwakazi Polar Park fields sports fields 1,525,691.92 3 Construction of Multi- 4 MIG Multi-purpose centre in purpose centre in Goodwin park Goodwin park 1,447,140.30 4 Re-gravelling of 3&4 MIG Re-surfacing of roads in Bedford Bedford Street 1,000,000.00 5 Re-surfacing of roads in Re-surfacing of 1&2 MIG Adelaide Goodwin Adelaide 1,585,271.84
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6 Regravelling of roads in Regravelling of Red 1 MIG Redtownship and Bezville townshipstreets 1,823,600.00 7 Installation of electrical Installation of electrical 3& 4 DoE/MIG infrastructure infrastructure -
4.4.2 IMPLEMENTATION PLAN FOR 2015/2016 FINANCIAL YEAR
PROJECT PROJECT NAME PROJECT PROJECT SOURCE OF BUDGET NO DESCRIPTION LOCATION FUNDING 1 Installation of electrical Installation of electrical All wards DoE/MIG infrastructure infrastructure - 2 Re-surfacing of Adelaide 1&2 MIG Streets Adelaide Streets 1,585,271.84 3 Re-surfacing of Adelaide 3&4 MIG Streets Bedford Streets 1,000,000.00 4 Re-gravelling of roads in 2 MIG Bez’ville and Adelaide streets Redtownship 1,823,600.00
4.4.3 PROJECTS FUNDED BY AMATOLE DISTRICT MUNICIPALITY FOR 2015/2016
PROJECT NO PROJECT NAME PROJECT SOURCE OF FUNDING BUDGET DESCRIPTION 1. Adelaide and Bedford Bucket Eradication Bucket Eradication programme- Phase 6 MIG R4000 000 2. Wortel Drift Farm Settlement Farm Settlement MIG R1000 000 4. Bedford zone plan Zoning Internally funded R200 000 107 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
3. Bedford Garden Festival Job creation Internally funded R30 0000
4.4.4 COMMITMENTS BY SECTOR DEPARTMENTS FOR 2015/2016
Project No Project Name Project Description Amount Budget Source 1. Agricultural Show Agricultural show R30 000.00 Dept of Agric 2. Masincendane Vegetables and layers R4 450.00 Dept of Agric 3. Noncedo Vegetables R4 450.00 Dept of Agric 4. Ukuzakokokhukhanya Vegetables R4 450.00 Dept of Agric 5. Ikamva Lethu Layers/Poultry R4 450.00 Dept of Agric 6. Lihlumelo elitsha Boer-goats R60 000.00 Dept of Agric 7. Adelaide poultry Broilers R4 450.00 Dept of Agric 8. Somila-nathi Broilers R4 450.00 Dept of Agric 9. Masomelele Vegetables R4 450.00 Dept of Agric 10. Backyard gardens Vegetables R13 925.00 Dept of Agric 11. Sindwezama Bricks R4 450.00 Dept of Agric 12. Khayalethemba anti -domestic violence Empowering victims and R250 000 Dept of Soc Dev Project survivors of domestic violence 13. Phakamisani DCC Care for children Monthly claims Dept of Soc Dev 14. Vukani DCC 0-4 years Monthly claims Dept of Soc Dev 15. Wonderland DCC Care for children Monthly claims Dept of Soc Dev 16. Sonskyn DCC Care for children Monthly claims Dept of Soc Dev 0-4 years 17. TADA Programme Teenage Preventative Monthly claims Dept of Soc Dev programme against Drug abuse
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18. Huis Corrie Dreyer Care for children Monthly claims Dept of Soc Dev 0-4 years 19. Heidi Pre-school Care for children Monthly claims Dept of Soc Dev 0-4 years 20. Collie Koeberg DCC Care for children Monthly claims Dept of Soc Dev 0-4 years 21. Nyarha Pre-school Care for children Monthly claims 0-4 years 22. Masikhule Care for children Monthly claims Dept of Soc Dev 0-4 years 23. Mzamomhle DCC Care for children Monthly claims Dept of Soc Dev 0-4 years 24. Vukuzenzele DCC Promote an active healthy Monthly claims Dept of Soc Dev life style, improve quality of life and protect them from violation of their rights 25. Siyanceda HCBC Caring for infected and Monthly claims Dept of Soc Dev affected people ,OVC, child headed families 26. Thembani Special Day Care Centre Care for children Monthly claims Dept of Soc Dev 0-4 years 27. Mthawelanga safe home Victim empowerment Monthly claims Dept of Soc Dev
28. Sivusubuntu white door center of hope Victim empowerment Monthly claims Dept of Soc Dev
29. Grennening and beautification of Parks Greening and beautification Dept of Roads & Public Works
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CHAPTER 5: MUNICIPAL SECTOR PLANS, BY-LAWS AND POLICIES
INTRODUCTION
This chapter gives an outline on the sector plans, by-laws and policies which guide the municipality in terms of service delivery and also ensure that the municipality is in line with the legislation so as to ensure compliance with local government prescribed systems.
The following is the summary of the Local Economic Development Strategy and Integrated Waste Management Plan.
5.1 Local Economic Development Strategy
The Amathole District Municipality appointed PSKM Development Solutions to develop an LED Strategy for Nxuba Municipality. The development of the LED Strategy flows from an understanding that political, social or economic objectives – such as balanced regional development, economic and social cohesion - can only be achieved through an integrated approach to planning and development for the entire district. This is therefore a deliberate and targeted intervention to support the Nxuba Municipality “…..to find sustainable ways to meet the community’s social, economic and material needs….”as enshrined in the White Paper on Local Government.
5.1.1Purpose of Project
The primary objective of this assignment is to develop/formulate the LED strategy for Nxuba Municipality, which will provide Economic Vision and direction for strategic decision-making on LED including a framework for LED implementation and action plans as well as institutional requirements for implementation.This is aimed at planning, promoting, monitoring and evaluating the implementation of economic development initiatives by playing a catalytic role in mobilising the community of the local area around one common and shared economic agenda.
The overall objective of the Nxuba LED Strategy project is to stimulate economic growth and development, reduce unemployment and effectively attract and retain business in the area by harnessing the economic potential and available resources in the Nxuba Municipality through integrated and coordinated economic research and planning. In addition, this project shall ensure that NLM uses improved LED planning and implementation tools, within the context of a strategic framework, to improve integrated economic development in the region. The project further aims to ensure that the municipality understands business dynamics within the region and can leverage available resources to support and promote business growth.
5.1.2Project Outcomes
This LED Strategy shall provide a road map towards harnessing economic opportunities, fostering the exploitation of strengths that exist in the Nxuba municipal area in order to minimise weaknesses thereby stimulating economic growth. It shall further be used as a tool to ensure effective utilisation of available resources. Therefore, the desired outcome is that of a locality that works together informed by a sound strategy towards an improved and shared economic future built on a sustainable exploitation of available resources, transforming comparative advantage into competitive advantage, in line with the regional, provincial and national development agenda
The LED strategy is not yet adopted by the council as it is still in the development process. A Situational Analysis report was developed by the Service Provider after a thorough consultation process with relevant stakeholders within Nxuba. The report was subsequently tabled to an internal stakeholder session of officials and councillors. A broader meeting of external stakeholders was convened during March 2013 to present the draft Situational Analysis report.
An LED Indaba was held on the 16 April 2013. The Indaba was attended by high profile delegations from the Provincial Departments such Economic Affairs, Local Government, DEAT etc. Also in attendance were local
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key stakeholders such as Farmers Association, Business Associations, and Ward Committees, NGO’s, Councillors and government departments based in Nxuba. The purpose of the INDABA was to present the Situational Analysis report to the external stakeholders and receive inputs on the draft LED Strategy. The LED Indaba was a resounding with stakeholders keenly participating in the deliberations.
5.2 Integrated Waste Management Plan (IWMP)
The Amathole District Municipality appointed Ithunga Consultants to assist with the compilation of an Integrated Waste Management Plan (IWMP) Nxuba Municipality as a requirement of the National Waste Management Strategy (NWMS) and the IDP. The compilation of this IWMP was done in line with the draft guidelines for development of integrated waste management plans for local governments made available by DEAT. The process consisted of two phases, the first being an assessment of the status quo and a needs analysis and the second future planning and the finalisation of a Management Plan. This Status Quo for Phase 1 consists of an assessment of the current status of waste collection systems and existing disposal sites, service delivery capacity and a needs analysis for each of these aspects.
The Status Quo and Needs Analysis in conjunction with the Trends and Forecasts for the area forms the platform for all planning activities and are included in the first sections of this document.
5.2.1 The vision of the IWMP is:
To implement a waste management system, which contributes to sustainable development and a measurable improvement in the quality of life, by harnessing the energy and commitment of all South Africans, for the effective reduction of waste. The goal of this IWMP is to upgrade and maintain the Bedford landfill site to meet the required standard. Develop additional infrastructure to ensure a standard service to all residents of the Municipality. Close the illegal site in Adelaide or develop a new permitted site. The following are some of the key objectives of IWMPs to integrate general waste management within, and where possible, with services in adjacent municipalities, in order to: Identify and plan for future waste management needs and requirement Minimise waste management costs by optimising the efficiency of the waste management system in terms of usage of infrastructure, labour and equipment. Minimise adverse social and environmental impact related to waste management and thereby improve the quality of life for all citizens.
5.3Local Spatial Development Framework (LSDF)
The municipality has also developed LSDF was approved by the Council on 26 June 2014. The main objective of the LSDF is amongst other things to unlock economic development pertaining to middle income housing project and shopping center development.
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5.4 BY-LAWS
By the legislative powers vested in the Nxuba Municipal council, the following By-laws have been developed; they will be reviewed and gazzeted in 2014/2015.
1. Rules of order By-law 17. By-law relating to Tariff policy 2. By-law relating to the delegation of powers 18. Building Regulations by-law 3. Credit control and Debt Collection by-law 19. Revenue by-law 4. By-law relating to the Prevention of 20. Culture and Recreation by-law Nuisances 21. Supply Chain Management by-laws 5. By-law relating to Public Open Space 22. Advertising Signs and Hoarding by-law 6. By-law relating Solid Waste Disposal 23. Child Care Services by-law 7. By-law relating to Liquor Selling Hours 24. Dogs by-law 8. By-law relating to the keeping of Dogs and 25. Arts & Culture Heritage Resources, and other Animals Cultural Institutions by-laws 9. By-law relating to Community Fire Safety 26. Traffic By-law 10. By- law relating to Cemeteries and 27. Taxi’s and Taxi ranks By-law Crematoria 28. By-law relating to Street Trading 11. By-law relating to Advertising Signs 29. By-law relating to unsightly and neglected 12. By-law relating to the use and hire of buildings and premises Municipal Buildings 30. Property Rates By-law 13. By-law relating to ward committees 31. Indigent Support By-law 14. Street Trading By-law 32. Building control By-law 15. By-law relating to Neglected Buildings and premises 16. By-law relating to Standard Rates
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5.5 Approved and Reviewed: Policies, Plans and Strategies
The following is the list of adopted policies by the Council 26 June 2014; these policies will be reviewed and adopted by June 2015.
Division per KPA Approved Policy /Plan/Strategy Reviewed Policy /Plan/Strategy Municipal Transformations and Cell phone Employee Wellness Organizational Development Fleet management Programme Policy Health & Safety Leave Policy HIV/Aids Private Work & Overtime policy and Declaration of Interest control Policy Promotion and Transfer Recruitment and Selection Succession planning Policy Training and Development Scarce Skills and Employee Study Retention Policy Assistance Whistle Blowing Policy Long service allowance Overtime Policy Employee Wellness Internship Policy Policy Fraud and Prevention Private Work & Policy Declaration of Interest Municipal Hall Usage Policy Policy Leave Policy Risk Management Policy Recruitment & Selection Induction Policy Policy Records Management Scarce Skills and Policy Retention Policy Probation Policy Whistle Blowing Policy Grant –In –Aid Internship Policy Termination Policy Municipal Hall Usage Expanded Public Works Policy Programme Policy Induction Policy HR Plan and HR Strategy Termination Policy Probation Policy Mayoral Grant in Aid Policy Acquisition and use of cellular telephones by Municipal Council Cash Management ,investment and bank policy Public participation policy Delegation of powers policy Terms of Reference : Employment Health Safety and wellness Information Technology
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Policy Retention strategy Motorcar allowance policy
LED LED Strategy LED Strategy
Municipal Financial Viability Asset Disposal Policy Asset Disposal Policy: Asset Management Policy Asset Management Policy Budget Policy Budget Policy: Indigent Policy Indigent Policy Tariffs Policy Tariffs Policy Deposit Policy Deposit Policy Disconnection Policy Disconnection Policy Subsistence & Travel Subsistence & Travel Policy Policy Petty Cash Policy Petty Cash Policy Property Rates Policy Rates Policy Credit Control Policy Credit Control Policy Unauthorized, Irregular, Unauthorized, Irregular, Fruitless and Wasteful Fruitless and Wasteful expenditure Policy. Expenditure Policy Supply chain management Spaza shop Policy policy
Good Governance and Public Fraud Management Plan Participation Fraud Prevention Policy Draft Public Participation Strategy Risk Management Policy Fraud Prevention Policy
Service Delivery and Integrated waste infrastructure Development Management Plan
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CHAPTER 6: Financial Plan
6.1 INTRODUCTION
The municipality`s financial plan has been prepared in accordance with the Municipal Systems Act section 26 (h) which states that an Integrated development plan for the municipality must have a financial plan which must include projection for at least the next years.
6.2 Financial risks and key challenges
The municipality has a high indigent rate and is dependent upon grant. Inability to collect budgeted revenue which restricts spending. Incremental creditors age analysis due to cash flow Response time for quotations and delivering of good by service providers delays service delivery. Inadequate management of procurement processes Limited financial resources to refurbish or replace infrastructure assets 6.3 Strategies
Council`s financial strategies are broken up as follows:
a) Revenue enhancement strategy
b) Asset management strategy
c) Free basic services
d) Financial Recovery plan
These segments are intended to provide operational guidance to staff to assist them in achieving identified objectives and goals. The strategy conforms to Councils financial policies in place and recognizes the requirements of current and future legislation.
The multiyear budget process being implemented currently has changed Councils financial focus. Instead of only reflecting on what Council is to receive in revenue in a year and how much Council intends procuring in a year, the focus has changed in that Council requires a total financial plan over a three period. In order for Council to achieve this Council must align all its financial policies and plans into a single document.
The Financial Strategy has been formulated to ensure that Nxuba Municipality maximizes on opportunities that would enhance Councils financial strength.
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6.3.1 Revenue enhancement strategy
The municipality is highly dependent on government grants. The purpose of this strategy is to ensure the own revenue collection is enhanced and proper systems and strategies are in place to improve the collection rate such as data cleansing to ensure that municipality has accurate list of debtors. An action plan has been drawn to ensure the implementation of the plan with time frames. There is a steering committee in place to monitor the implementation progress. The progress gets reported to the council on a regular basis whenever there is a council meeting..
The following policy is in place to assist in achieving this strategy:
6.3.1.1 Credit control policy
To ensure council collects all debts in respect of rates and service fees. Provide for credit control and debt collection procedures and mechanisms. The municipality is not in a position to pay its creditors within 30 days due to the poor collection from its debtors. The debt collection period as calculated using financial ratio – it take 179 days for the municipality to recover its monies owed to them. Same applies to the debt payment period as it takes 283 days for the municipality to pay its debts due to the poor collection. As much as the municipality is fully implementing its debt collection policy to collect monies owed by consumers, however this has not been successful due to high poverty rate and high level of unemployment.
This strategy further seeks to explore other sources of revenue to enhance the financial muscle of the municipality through revenue enhancement strategy. Such service includes the provision of learner licenses as well as driver’s licenses through the traffic department, business licenses, special advertisement etc. In trying to address some national priorities and infrastructure challenges, the municipality has gone on tender for service providers to source funds for the municipality.
6.3.2 Asset management
The municipality has a GRAP compliant asset register. The purpose of this strategy is to ensure that the municipal assets are safeguarded and maintained. In trying to address some national priorities and infrastructure challenges, the municipality has gone on tender for service providers to source funds for the municipality.
Council is also working hard to ensure that available capital grants are utilized fully within the specified guidelines and time frames to ensure that the municipal infrastructure is upgraded and maintained.
6.3.2.1Asset management policy
Asset Management promotes efficient and effective management, monitoring and control of assets and the objectives of having an Asset Management Policy are:
To ensure accurate recording of asset information.
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To ensure the accurate recording of asset movements.
To ensure compliance with Council’s Insurance Policy, Supply Chain Management Policy and Payment Procedure.
To ensure the effective and efficient control, utilization, optimization of usage, safeguarding and management of NLM’s assets.
To ensure that all responsible parties are aware of their roles and responsibilities regarding the assets of the municipality.
To prescribe the accounting treatment of assets acquired and used in accordance with the applicable accounting standards approved by National Treasury.
To prescribe the administrative guidelines and internal control procedures to be followed by persons in control of assets with regard to management (including safeguarding and maintenance) of those assets.
To comply with current legislation.
To emphasis a culture of accountability over fixed assets.
To ensure that fixed assets are not written off and disposed of without proper authorization.
6.3.3 Free Basic Services
Council has developed and is implementing an Indigent Policy relating to free basic services. There is an indigent’s steering committee in place to consider and approve indigent’s application to ensure credibility and accuracy of the indigent register. This committee sits on a monthly basic. The revenue section of finance deals with the free basic services and ensures that steering committee meetings are convened.
The basic principles of this policy is to ensure that poor households are not denied their constitutional right of access to basic services, and as such the Nxuba Municipality is required to implement an indigent support policy that makes adequate financial provision to ensure the provision of efficient and sustainable basic services to all residents within the area of jurisdiction. The subsidies contained in the policy should not compromise the quality or efficiency of service delivered to indigents.
The indigent support policy should complement and be an integral part of the Nxuba Municipal tariff policy. The implementation of the indigent policy should be in a transparent manner to ensure the sustainability of local public services to all of its citizens at an affordable cost. The indigent’s policy gets reviewed on a yearly basis. The municipality ensures that free basic services are being budgeted for on a yearly basis. There are 2600 indigents in the indigents register for 2014/15 financial year and the register get reviewed on
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an ongoing basis whenever there is a change in the number of indigents. Below are the services that have been budgeted for with applicable amounts:-
I. Refuse - R2 880 000.00 budget per annum II. Electricity – R2 094 120.00 budget per annum The district and Local municipality works together to ensure that integration exists by having a combined free basic services registration open day to the public. The integration plan get communicated and discussed on a yearly basis as this open day happens once a year.
6.3.4 Financial recovery plan
Since Nxuba Municipality is financial trapped which makes is difficult to meet its financial obligation as they became due. As stipulated in the MFMA that the municipality should pay its creditors within 30 days of receiving the invoice, at Nxuba that is not the case.
The MFMA further says that the Municipality must be proactive enough to craft a financial recovery plan when experiencing financial difficulty– a plan that should guide the municipality on how is it going to recover from the current situation to the desired state. As at March 2015 the plan is drawn and awaiting for treasury comments and thereafter council approval. However the implementation is taking place in the meantime in areas that informs the plan such as revenue enhancement strategy, cost cutting measures and electricity turn- around strategy.
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The financial plan consists of operating budget and capital budget informed by the IDP priorities. In ensuring alignment of IDP and budget a Steering committee and representative forum are in place. Each phase of the budget process entails submission and approval by the IDP/Budget Steering committee before submission and approval by Council. When the operational plans over the MTREF are complete, as well as the reviews and development of budget related policies, the financial plans is compiled. The medium term financial planning approach will ensure that all strategies developed as part of the IDP are integrated into the funding basket. These financial plans cost the implementation the IDP.
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The table below depicts municipal revenue by sources for the 2015/16 MTREF.
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BUDGET STATEMENT FOR 2015/16-2017/18
`2015/16 `2016/17 `2017/18 Expenditure Personnel costs 25,425,316.71 26,964,947.44 28,433,233.80 Councilors allowance 2,473,841.48 2,619,798.13 2,766,506.82 Repairs and maintenance 1,043,000.00 1,083,357.00 1,144,024.99 General expenses 46,505,470.55 48,113,158.86 50,037,745.98 Capital expenses 9,624,111.34 9,182,428.91 9,445,252.93 85,071,740.08 87,963,690.34 91,826,764.52 Income Grants Equitable share 26,561,000.00 26,185,000.00 25,223,000.00 MIG 9,560,000.00 9,750,000.00 10,052,000.00 FMG 1,800,000.00 1,825,000.00 1,900,000.00 MSIG 930,000.00 957,000.00 1,033,000.00 EPWP 1,000,000.00 0 0 DSRAC 522,000.00 522,000.00 522,000.00 INEG 5,000,000.00 5,324,000.00 5,000,000.00 Total 45,373,000.00 44,563,000.00 43,730,000.00 Own revenue Other income 49,036,894.00 51,930,070.75 54,838,122.94 Total income 94,409,894.00 88,617,998.92 90,897,014.10
The percentage of personnel costs to operating budget 34%, councilors allowances 3% , repairs and maintenance 1%. The capital budget is 13% of the total budget.
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CASHFLOW STATEMENT
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THREE YEAR CAPITAL PROGRAMME 2015/16, 2016/17 and 2017/18
The table below depicts the past 2 year capital expenditure patterns. In 2012/13 the actual spent was above the budgeted capital and audited outcome showed that 91% of the budget was spent. In 2013/14 the audited outcome indicated a 95% spending; there was an improvement in capital expenditure budget. The capital expenditure budget is mainly funded by MIG.
Since the municipality is depended upon grants 100% expenditure is inevitable. In the 2013/14 financial year the expenditure on grants is as following:
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In the 2015/16 MTREF the municipality will receive the following allocations from National and Provincial government.
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Chapter 7: PERFORMANCE MANAGEMENT FRAMEWORK
7.1. INTRODUCTION
The municipality is in the process of reviewing its PMS Framework together with the IDP Review and it will be adopted June 2015 with other municipal policies. This document constitutes a framework for Nxuba Local Municipality’s Performance Management System (PMS). It arises out of a review of Nxuba Local Municipality’s current performance management framework and therefore replaces it.
The PMS framework defines and describes the municipal performance management system, including how performance is planned, observed, monitored, assessed and rewarded and is in line with the Municipal Planning and Performance Management Regulations (2001 & 2006) which stipulate that “a municipality's performance management-system entails a framework that describes and represents how the municipality's cycle and processes of performance planning, monitoring, measurement, review, reporting and improvement will be conducted, organized and managed, including determining the roles of the different role-players”.
The framework constitutes council policy with regards to:
o The requirements that the Nxuba PMS will need to fulfil; o The principles that will inform its development and application; o A model that describes what areas of performance will be managed, in Nxuba Local Municipality; o What processes will be followed in managing performance; o What institutional arrangements are necessary for this; o Who will take responsibility for parts of the system; and o How this links to individual performance management, especially that for Section 57 Managers and employees at large.
In other words the framework is a documented record of the municipality’s performance management system as it will be implemented. The PMS is in compliance with policy and legislation, which is summarized in Section 2 and reflected in the Annexure.
7.2. THE PERFORMANCE MANAGEMENT SYSTEM PROCESS
7.2.1 The Diagram
The diagram below depicts the process alluded to in the introduction above. While not exhaustive, it outlines the steps followed from the point where performance is planned to where performance has been assessed and rewarded. The importance of the context within which performance must be viewed is represented by the ‘CONTEXT’ and brings to the attention of the assessors, the need to take into account the contextual variables which impact performance.
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Figure 1- The Performance Management Process
7.2.2. Planning Phase
The objective of the planning phase is to reach an agreement/understanding on all the components of the performance management process as depicted in the above diagram. This includes agreement on the intended deliverables, inputs, outcomes, outputs, the competence, the development plan and the method and approach to be followed during the performance review sessions.
7.2.2.1 Outputs (Output Plan & Assessment)
This is to decide on what outputs are to be delivered during the performance period. The information from this phase is derived from the IDP, SDBIP and the employee’s position profile. The profiles are complemented in this regard by information drawn from strategic objectives as embodied in the municipality’s IDP and SDBIP.
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7.2.2.2 Core Competencies and Competency Plans
In the Competency Profiles, competencies are linked to each output. For each output, the core competencies must be identified, a decision taken on the level of mastery required to do the job optimally and an assessment done of the employee’s level of competence against the required level of mastery. The gap between the required level and the actual competence will then constitute development needs.
7.2.2.3 Development Plan
The development needs identified in the above phase must be prioritized and must form the basis for the next performance cycle; Future municipality’s and stake-holder’s needs, development to future positions and possible changes in the job content of the current job have to be taken into account; Development plans must include action plans and target dates for each development priority.
7.2.3 Monitoring
This is a continuous process that must be followed by both the employee and his/her supervisor. The purpose is to accurately and objectively gather as much concrete evidence of progress which must include shortcomings in delivering outputs and level of competence and development plan. This includes the identification of barriers to performance on outputs or development of competencies. Information obtained during observation serves as the basis for periodic feedback, review and coaching and eventually the formal assessment.
7.2.4 Feedback, Review and Coaching
This happens formally on a quarterly basis between the employee and his/her supervisor. During this phase the observed information must be shared and discussed between the employee and his/her supervisor. Against the discussed observations, performance plans are reviewed and remedial steps with follow-up plans put in place. Feedback and coaching takes place on a continuous basis as part of the ongoing communication process between the employee and his/her supervisor.
7.2.5 Assessment
Assessment is done in two areas, assessment of outputs delivered and assessment of the competencies required to deliver the outputs. Performance assessment will be done based on the information gathered during the observation, feedback and review and coaching process. This concrete evidence must be used to avoid reliance on assumptions of the employee’s performance, as follows: o The employee and the supervisor do separate assessment independently prior to the formal assessment; o The employee and the supervisor meet to consolidate their assessments. The employee must sign the assessment form indicating acceptance or non-acceptance. If consensus cannot be reached the provided municipality’s dispute resolution mechanism must be revoked; o If supervisor is acting or has limited experience with the performer, an ad-hoc assessment must be used comprising the employee, the supervisor, previous supervisor, labour representative and a representative from the human resources department
7.2.5.1 Multi-rater Assessment (Optional)
A multi-rater assessment is a technique that can be used to assess level of competence more objectively because it gives a broader perspective. It involves other role-players than just the supervisor, namely, clients, colleagues and subordinates but is entirely optional. It can be done through a questionnaire or informally and verbally. It is based on the 360° evaluation principle.
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7.3 POLICY AND LEGAL CONTEXT FOR THE NXUBA PERFORMANCE MANAGEMENT SYSTEM
The most important legislative and policy prerogatives that set the basis for the role of local government and the management of its performance in respect of that role are: The Constitution of the Republic of South Africa (Act 108 of 1996): The White Paper on Local Government (1998): Batho Pele (1998): and Related Municipal Acts and Regulations.
This legislative framework is discussed below:-
7.3.1 The Constitution of the Republic of South Africa (Act 108 of 1996)
The Constitution is the founding legal document framing local government. Chapter 7 of The Constitution establishes the sphere of local government and forms the premise for subsequent policy and legislative documents on local government. Chapter 7 of the Constitution provides that, the Objects of Local Government, Section 152 (1), are:- a) to provide democratic and accountable government for local communities; b) to ensure the provision of services to communities in a sustainable manner; c) to promote social and economic development; d) to promote a safe and healthy environment; and e) to encourage the involvement of communities and community organizations in the matters of local government.
Section 152 (2) mentions that a municipality must strive, within its financial and administrative capacity, to achieve the objects set out in subsection (1).
Section 153 provides that the Developmental duties of municipalities are: a) to secure and manage its administration, budgeting and planning processes to give priority to the basic needs of the community, and to promote the social and economic development of the community; and b) to participate in national and provincial development programmes.
Notwithstanding the above provisions, the Constitution does not make explicit mention of the development and implementation of a performance management system, but stresses the importance of the effective provision of services, accountability, development and management. The subsequent White Paper on Local Government (1998) brings forth the idea of a performance management system for municipalities.
7.3.2 The White Paper on Local Government (1998)
The White Paper on Local Government (1998) states that, Local Government should introduce the idea of performance management systems.
The White Paper acknowledges that, ‘involving communities in developing some municipal key performance indicators increases the accountability of the municipality. Some communities may prioritise the amount of time it takes a municipality to answer a query, others will prioritise the cleanliness of an area or the provision of water to a certain number of households. Whatever the priorities, by involving communities in setting key performance indicators and reporting back to communities on performance, accountability is increased, and public trust in the local government system enhanced’.
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7.3.3 Batho Pele (1998)
The White Paper on Transforming Public Service Delivery (Batho Pele) puts forward eight principles for good public service. Nxuba Local Municipality is duty bound to uphold the Batho Pele Principles which are outlined below:
a) Consultation
Citizens should be consulted about the level and quality of the public services they receive and, wherever possible, should be given a choice about the services that are offered.
b) Service Standards
Citizens should be told what level and quality of public services they will receive so that they are aware of what to expect.
c) Access
All communities should have equal access to the services to which they are entitled.
d) Courtesy
Communities should be treated with courtesy and consideration. The eight principles outlined below constitute a cornerstone on how Nxuba Local Municipality must care for its community.
e) Information
Communities should be given full and accurate information about the public services they are entitled to receive.
f) Openness and Transparency
Communities should know how municipal departments are run, how resources are spent, and who is in charge of particular services. This is the basis on which the municipality Accesses to Information Manual must be founded.
g) Redress
If the promised standard of service is not delivered, communities should be offered an apology, a full explanation and a speedy and effective remedy; and when complaints are made communities should receive a sympathetic, positive response.
h) Value-for-money
Public services should be provided economically and efficiently in order to give communities the best possible value-for-money. Importantly, the Batho Pele White Paper notes that the development of a service-oriented culture requires the active participation of the wider community. Municipalities need constant feedback from service-users if they are to improve their operations. Local partners can be mobilized to assist in building a service culture. “For example, local businesses or non-governmental organisations may assist with funding a helpline, providing information about specific services, identifying service gaps or conducting a customer survey" (White Paper on Local Government, 1998).
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7.3.4 The Municipal Systems (Act 32, 2000)
The Municipal Systems Act No. 32 of 2000 enforces the idea of a local government Performance Management System and requires for all municipalities to: o Develop a Performance Management System; o Set targets, monitor and review performance based on indicators linked to their IDP; o Publish an annual report on performance for the Councillors, staff, the public and other spheres of government; o Incorporate and report on a set of general indicators prescribed nationally by the Minister responsible for Local Government; o Conduct an internal audit on performance before tabling the report; o Have their annual performance report audited by the Auditor-General; and o Involve the community in setting indicators and targets and reviewing municipal performance.
7.3.5 Municipal Planning and Performance Management Regulations (2001)
The Municipal Planning and Performance Management Regulations of 2001 set out in detail requirements for municipal Performance Management Systems. The regulations however, do not sufficiently constitute a framework that fully proposes how the system will work. Each component of the proposed framework in this document is strongly informed by the regulations. The regulations have been attached as an Appendix.
7.3.6 Municipal Performance Management Regulations (2006)
The Local Government Municipal Performance Regulations of 2006 for Municipal Managers and Managers directly accountable to Municipal Managers (Government Gazette No.29089, 1 August 2006), sets out how the performance of Section 57 staff will be uniformly directed, monitored and improved. The regulations address both the employment contract and performance agreements of Municipal Managers and Managers directly accountable to Municipal Managers. It further provides a methodology for the Performance Management System as well as criteria for performance bonus payments. The regulations also provide an approach for addressing under-performance, should this occur. This policy framework document is in line with these regulations.
7.3.7 Municipal Finance Management Act (2003)
The Municipal Finance Management Act states requirements for a municipality to include its annual municipal performance report with its financial statements and other requirements in constituting its annual report. This must be dealt with by the Municipal Council within nine (9) months of the end of the municipal financial year.
7.3.8 Framework for Management of Programme Performance Information
Section 20(2) (c) of the Public Audit Act (25 of 2004) requires the Auditor-General's audit reports to reflect an opinion or conclusion on the reported information relating to performance against predetermined objectives of the auditee, which include constitutional institutions, departments, trading entities, public entities, municipalities and municipal entities, and other institutions as indicated by sections 4(1) and 4(3) of the act.
In view of the above, the FMPPI therefore provides a guide on the systematic approach and processes to be employed by the Nxuba municipality in relation to management of performance information. The aims of the FMPPI are to;
Clarify definitions and standards for performance information in support of regular audits of such information where appropriate Improve integrated structures, systems and processes required to manage performance information Define roles and responsibilities for managing performance information Promote accountability and transparency by providing Parliament, provincial legislatures, municipal councils and the public with timely, accessible and accurate performance information. 130 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
7.4. OBJECTIVES OF A PERFORMANCE MANAGEMENT SYSTEM
Beyond fulfilling legislative requirements, Nxuba Local Municipality requires a Performance Management System that will be constituted as the primary mechanism to plan for performance management, monitor, and review and improve the implementation of the municipality’s IDP. This will have to be fulfilled by ensuring that the Performance Management System achieves the following objectives:
7.4.1 Facilitate Increased Accountability
The Performance Management System should provide a mechanism for ensuring increased accountability between: o The Nxuba communities and the Municipal Council; o The political and administrative components of the municipality; and o Each department and the office of the Municipal Manager.
7.4.2 Facilitate Learning and Development
While ensuring that accountability is maximized, the Performance Management System must also provide a mechanism for learning and development. It should allow for the municipality to know which approaches have the desired impact, and enable the municipality to improve delivery. It should form the basis for monitoring, evaluation and improving IDP implementation.
7.4.3 Provide Early Warning Signals
The Performance Management System should provide Heads of Departments (HoDs), the Municipal Manager, Portfolio Committees/Clusters and the Council with a diagnostic signal of non-performance and potential risks that are likely to affect the realization of full IDP implementation, so that they can facilitate interventions, and corrective actions, where and when it is necessary and possible to do so.
7.4.4 Facilitate Decision-making
The Performance Management System should provide appropriate management information that allows efficient, effective and informed decision-making, particularly in so far as indicating where the allocation of limited resources should be prioritized. The functions listed above are not exhaustive, but summarizes the intended benefits of the Performance Management System to be developed and implemented. These intended functions should be used to evaluate the Performance Management System, periodically.
7.5. PRINCIPLES GOVERNING PERFORMANCE MANAGEMENT
The following principles inform and guide the development and implementation of the Nxuba Local Municipality’s Performance Management System:
7.5.1 Simplicity
The Performance Management System will be a simple user-friendly system that enables the municipality to operate it within the existing capacity of its financial, human resources and information management system.
7.5.2 Politically Driven
Legislation clearly tasks the Municipal Council and Mayor as the owner of the Performance Management System. The Mayor MUST drive both the implementation and improvement of the system.
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Legislation allows for the delegation of this responsibility or aspects of it to the Municipal Manager or other appropriate structures as the Mayor may deem fit.
7.5.3 Incremental Implementation
It is important that while a holistic Performance Management System is being developed, the municipality should adopt a phased approach to implementation, dependent on the existing capacity and resources within the municipality. However it is pivotal that the municipality provides adequate capacity to ensure effective functioning of its PMS.
7.5.4 Transparency and accountability
Members of the municipality whose performance will be monitored and measured must ensure that the process of managing performance is inclusive, open and transparent. This can only be achieved by taking effective participation in the design and implementation of the system within the municipality. Again, the process must involve and empower stakeholders so that they are able to understand how the municipality and its departments are run, how resources are spent, and who is in charge of particular services. Similarly, all information on the performance of departments should be available for other managers, employees, the public and specific interest groups.
7.5.5 Integration
The Performance Management System shall be integrated into other management processes in the municipality, such that it becomes a tool for more efficient and effective management rather than an additional reporting burden. It should be seen as a central tool to the ongoing management functions.
7.5.6 Objectivity
Performance management shall be founded on objectivity and credibility. Both the processes of managing performance and the information on which it relies need to be objective and credible. Sources of data for measuring indicators should be scrutinized to enhance credibility of information and therefore objective decision-making.
7.6. WHAT DO WE MONITOR AND REVIEW?
International experience in both the private and public sectors has shown that traditional approaches to measuring performance, which have been heavily reliant on only financial measures, are severely lacking.
It has become well accepted that in order to assess an organization’s performance, a balanced view is required; incorporating a multi-perspective assessment of how the organization is performing as seen by differing categories of stakeholders. To ensure this balanced multi-perspective examination of Nxuba Local Municipality’s performance, a municipal scorecard model will be developed to guide performance management in the entire municipal organization.
7.6.1 What is a Model?
A model for performance management is a conceptual framework that provides guidance as to what aspects of the municipality’s performance should be measured and managed.
7.6.2 Why Do We Need a Model?
Models have proved useful in performance management for the following reasons. They provide:
a) Balance
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A good model will prompt the organization to take a balanced view in terms of how it measures and manages its performance. It should prevent bias by ensuring that performance measurement does not rely heavily on one facet of performance (i.e. financial viability), but rather encapsulates a multi-perspective holistic assessment of the municipality’s performance.
b) Simplicity
A good model should organise simply, what would otherwise be a long list of indicators attempting to comprehensively cover performance, into a set of categories sufficiently covering all key areas of performance. Models differ most significantly in what they assert are the key aspects of performance.
c) Mapping of Inter-relationships
A good model will map out the inter-relationships between different areas of performance. These inter- relationships relate to the extent to which poor performance in one category would lead to poor performance in other related areas and the converse. These inter-relationships help in both the planning stage and the review stage, particularly in the diagnosis of causes of poor performance.
d) Alignment to the Integrated Development Planning (IDP) Methodology
A good performance management model for a municipality in South Africa will align the processes of performance management to the IDP processes of the municipality. It will ensure that the IDP is translated into performance plans that will be monitored and reviewed. The categories of key performance areas provided by a model should relate directly to the identified priority areas of the IDP.
7.6.3 The Nxuba Municipal Scorecard Model
As stated above, Nxuba Local Municipality will make use of the Municipal Scorecard Model as its model for performance management. The Municipal scorecard model is based on two levels of scorecards in the context of a Local Municipality and embodies five Key Performance Areas. The two scorecard levels are: the Municipal Scorecard and the Departmental Scorecard; these levels as well as the five Key Performance Areas are described in this section. Performance is measured at each level and according to the five KPAs.
a) The Basis of the Municipal Scorecard Model
The Municipal Scorecard Model is: o tightly aligned to the strategic planning and IDP processes of the municipality o directly relevant to the notion of developmental Local Government o a balanced view of performance based on municipal inputs, outputs, outcomes and process o a simple portrayal of municipal performance, where inter-relationships can be mapped (municipal- wide, sectoral/departmental and unit/programme levels) o compliant with the requirements of the Municipal Systems Act (2002) and its subsequent Regulations (2001 and 2006) o based on the 5 Key Performance Areas for Local Government as determined in the Five Year Local Government Strategic Agenda and used in the Regulations and Vuna Awards for Performance Excellence.
The 5 Key Performance Areas for Local Government are: a. Municipal Transformation and Organizational Development b. Infrastructure Development and Service Delivery c. Local Economic Development d. Municipal Financial Viability and Management
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e. Good Governance and Public Participation b. The Key Characteristics of the Municipal Scorecard Model
The model has two main features. The first feature is that the model uses the 5 Key Performance Areas for Local Government as areas against which municipal performance must be measured and managed. The second one is that in a context of a Local Municipality, it considers performance at two levels. These main features of the model are discussed in detail below. c. The 5 Key Performance Areas (KPAs) of the Model
The framework for a Municipal Scorecard Model is shown in Figure 2 below and the various balanced scorecard perspectives explained.
Figure 2 – Structure of the Municipal Scorecard a. The Municipal Development Perspective
In this perspective, the municipality will assess whether the desired development impact in the municipal area is being achieved. It incorporates social, environmental and economic development aspects. This perspective will constitute the development of priorities for the municipal area and indicators that tell us whether the desired development outcomes are being achieved. It is expected that the development priorities and indicators, will often lie within the shared accountability of the municipality, other spheres of government and civil society. The measurement of developmental outcomes in the municipal area will be useful in informing whether policies and strategies are attaining the desired development impact. b. The Service Delivery Perspective
This perspective will assess performance with respect to the delivery of services and products. This relates to the output of the municipality.
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c. The Institutional Development Perspective
This perspective assesses performance with respect to the management of municipal resources: o Human Resources o Information o Organizational Infrastructure o Asset management This relates to the inputs of the municipality. d. The Financial Management Perspective
This perspective assesses performance with respect to financial management and viability, including: o Financial viability indicators; o Operating income vs. Operating expenditure performance; o Financing infrastructure investment vs. capital expenditure performance; and o Financial management performance e. Governance Process Perspective
This perspective assesses performance with respect to engagements and relationships with its stakeholders in the process of governance. This perspective includes, amongst others: o Public participation, including the functionality and impact of Ward Committees; o Functionality and impact of municipal governance structures (Council structures including the offices of the Speaker, and Portfolio Committees; o Access to information; o Supply Chain Management processes; and o Intergovernmental relations. This relates to the governance processes of the municipality or municipalities. d. The Different Levels of the Scorecard
There will be two levels of scorecards for Nxuba Local Municipality as depicted in Figure 3 below. These levels are outlined and explained.
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Figure 3 – The Two Levels of the Scorecard
a. The Municipal Scorecard
The Municipal Scorecard provides an account of performance for Nxuba Local Municipality towards development in the local municipality. The primary question it responds to is, ‘when assessed on the basis of the five perspectives measured in the Municipal Scorecard, to what extent is the municipality making the contribution it is expected to make?’ It is a scorecard that reflects corporate level performance of the local municipality as an organization.
The development perspective of this scorecard will therefore be about providing a basis for the municipality to assess the extent of the impact of its strategies as an organization.
In general, the orientation of the Municipal Scorecard indicators will, whenever possible, be corporate output focused for each of the role-players, for example, in the case of Nxuba Local Municipality an indicator may be about the percentage of poor households receiving free basic services in a financial year. The Municipal Manager and HODs will use it, after reviewing it, as a basis for reporting to Council and the Public. It is proposed that Municipal Performance be reviewed and reported to Council twice per year and the Public once per year.
The targets may be set based on a five year time frame.
The Municipal Manager is primarily responsible for performance on the Municipal Scorecard. As such, the Municipal Scorecard is closely linked and forms the largest component of how the Municipal Manager’s performance will be appraised.
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This is dealt with in more detail in the section on employee performance. b. Departmental Scorecards
The Departmental Scorecards will capture the performance of each Municipal Department. Unlike the Municipal Scorecard, which reflects on the strategic (IDP) priorities of the municipality, the Departmental Scorecard will provide a comprehensive picture of the performance of that department. It will consist of objectives, indicators and targets derived from the service plan, service strategies and the SDBIP.
It is crucial to ensure that the Departmental Scorecards do not duplicate current reporting, but rather be integrated as a core component of the municipality’s vertical reporting system. It should simplify all regular reporting from departments to the Municipal Manager and portfolio committees/clusters.
Departmental Scorecards will be comprised of the following components: a) A Development Perspective for departmental outcomes, which set out the developmental outcomes that the service is to impact on - the development perspective of this scorecard, will seek to assess the extent to which the strategies that are driven by the departments are contributing towards ensuring that Nxuba Local Municipality makes its expected contribution.
b) Service Deliverables, which set out the products and services that the department will deliver. This perspective will include service delivery targets and performance indicators for each quarter.
c) Institutional Transformation Perspective, which sets out how the department will manage and develop its human resources, information and organizational infrastructure.
d) Financial Management Perspective will include: o projections of revenue to be collected by source o projections of operational and capital expenditure by vote
Performance reporting on this section of the scorecard will be in terms of the actual against projections e) Stakeholder Relations, which sets out how the department will improve its relationship with its key stakeholders
Therefore, in addition to the requirements of the MFMA and the National Treasury Guidelines for SDBIPs, the Departmental Scorecard approach thus provides an additional opportunity to set objectives, indicators, and targets for, as well as report against: o Service Outcomes o Institutional Transformation Issues o Stakeholder Relations
In essence the departmental scorecards expand from the organizational scorecard and constitute sectional performance planning management. Performance in the form of a Departmental Scorecard will be reported to the Management Team and relevant portfolio committee on a monthly and quarterly basis respectively.
The HoD’s will be primarily responsible for performance on the Departmental Scorecard. As such, the Departmental Scorecard is closely linked and forms the largest component of how an HoD’s performance will be appraised. This is dealt with in more detail in the section on employee performance.
Furthermore, the Departmental Scorecard will be managed through the departments where it will be monitored. Departments in the municipality are constituted by sections and the head of each section is responsible for reporting to the HOD. Sectional planning must be informed by the Departmental Scorecard and performance reporting of must feed into the SDBIP report. Therefore each section must have its own scorecard that contributes to the overall implementation of the Departmental Scorecard.
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c. The Implications of the Adoption of the Model
The adoption of the model suggests the need for the municipality to reorganize its systems and internal structures in order to make optimal use of the scorecards and the KPAs in all aspects of the PMS cycle, which includes performance planning, implementation, performance measurement and analysis, performance reviews and reporting. This should be done in terms of the content of the above processes.
6.6.4 Scorecard Concepts
The Municipal, and Departmental Scorecards and Sectional Scorecards must be presented in a consistent format so that they are easy to use and understand and that data from the Departmental Scorecard can easily be consolidated at the level of the Municipal Scorecard. Several concepts that are commonly used in the scorecard concept are defined below:
Objectives: are statements (often drawn from the IDP) about what a service wants to achieve.
Indicators: are variables or evidence (qualitative or quantitative) that tells us whether we are making progress towards achieving our objectives.
A Baseline Measure: is the value (or status quo) of the indicator before the start of the programme or prior to the period over which performance is to be monitored and reviewed (performance cycle). For the purpose of standardizing the setting of baselines and for the sake of clarity, the following descriptions will be used:
- If the indicator is measurable on an annual basis, the baseline will be its measure in the last financial year. - The baseline for annual targets that are incrementally measurable per quarter or per month will be the measure at the end of the last financial year but the targets can be set incrementally - The baseline for quarterly targets that are not incrementally contributing to an annual target will be the indicator’s measure in the last quarter it was measured unless by its nature it is seasonally variable in which case it will be an average of the last four quarterly measures - The baseline for monthly targets, which are not incrementally contributing to a quarterly or annual target, will be its measure in the last month it was measured unless by its nature it varies monthly in which case it will be an average of the last three monthly measurements
A target: is the value (or desired state of progress) of the indicator that is intended to be achieved by a specified time period.
The Measurement Source and Frequency: should indicate where the data for measuring will emanate from, and how frequently the indicator will be measured and reported. This information is crucial for the auditing process.
Indicator Custodian: refers to the person that takes responsibility for the monitoring of change in the indicator and reports on it. The Performance Management Plan for Nxuba Local Municipality will have various indicators for the goals that are set in the IDP. These indicators, including those that will be further developed for Departmental (SDBIP) Scorecards, should be assessed against the following criteria.
7.6.5 Criteria for Setting Good Indicators
In developing indicators, the municipality will ensure that they adhere to the following principles: a. Focused and Specific
Indicators should be clearly focused and stated unambiguously. 138 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
b. Measurable
An indicator should by definition contain a unit or element of measurement. c. Valid and Relevant
Validity is the degree to which an indicator measures what is intended to be measured. This correlates strongly with the relevance of the indicator to the objective being measured. It is also important that the whole set of indicators chosen should be contextually relevant to Nxuba Local Municipal, the district as well South African contexts. d. Reliable
Reliability is the degree to which repeated measures, under exactly the same set of conditions will produce the same result. This is particularly relevant to those indicators that use ratios (formulas) and figures. e. Simple
Good indicators will be simple, easy to communicate such that their relevance is apparent. f. Minimize Perverse Consequences
Poorly chosen indicators, while nobly intended, can have perverse consequences in the behaviours it incentivizes. Chosen indicators should ensure that the performance behaviours likely to emerge from its pursuance are those that are intended to contribute to the objectives.
g. Data Availability
Good indicators will also rely on data that is, or intended to be, available on a regular basis.
7.6.6 Core Local Government Indicators a. National Indicators
The municipality’s performance management indicators will incorporate the following indicators prescribed by the Minister of Provincial and Local Government as per the Municipal Planning and Performance Management Regulations of 2001:
a. The percentage of households with access to basic level of water, sanitation, electricity and solid waste removal; b. The percentage of households earning less than R1100 per month with access to free basic services; c. The percentage of a municipality's capital budget actually spent on capital projects identified for a particular financial year in terms of the municipality's integrated development plan; d. The number of jobs created through municipality's Local Economic Development initiatives including capital projects; e. The number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality's approved Employment Equity Plan; f. The percentage of a municipality's budget actually spent on Implementing Its Workplace Skills Plan; and g. Financial viability as expressed by the following ratios:
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Where: "A" represents debt coverage "B" represents total operating revenue received "C" represents operating grants "D" represents debt service payments (i.e. interest + redemption) due within the financial year;
i.
Where: "A" represents outstanding service debtors to revenue "B" represents total outstanding service debtors "C" represents annual revenue actually received for services; ii.
Where: "A" represents cost coverage "B" represents all available cash at a particular time "C" represents investments "D" represents monthly fixed operating expenditure.
While there is no legal requirement to incorporate any other local government performance monitoring indicators used by other spheres of government other than those prescribed by the Minister, Nxuba Local Municipality will, in addition to indicators prescribed by the Minister, as practically feasible as possible incorporate a core set of local government indicators used by other spheres of government into its Performance Management System. Among these will be the indicators for the Vuna Awards for Municipal Performance Excellence for the following reasons:
o It will ensure that the municipality tracks its performance in line with national priorities, at least the indicators that are valued nationally o It will ensure that the municipality has the performance information on hand to enter the Vuna Awards.
It will allow benchmarking and comparison with other municipalities who are also using the same set of indicators.
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Figure 4 – Local Government Indicators
The schematic above suggests an approach to incorporating a core set of Local Government indicators such as those used in the Vuna Awards into a municipal set of indicators. It notes that they need to be complemented for local use with IDP indicators and SDBIP indicators. Other sets of indicators deemed to be important, in each sector, such as the water sector benchmarking indicators can be included.
There is also a national initiative aimed at establishing a local government Monitoring and Evaluation system, which intends to include a core set of Local Government indicators. If these differ from the Vuna indicators, and are available in time, they may be included as part of the municipality’s scorecard. b. District Scorecard Indicators
The municipality will also report on a set of indicators that it will be required to report on as a contribution to the District Scorecard.
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7.7. THE PROCESS OF MANAGING ORGANISATIONAL PERFORMANCE
7.7.1 Introduction
The process of performance management is central to modern notions of management i.e. it is inseparable from the things that a manager must do. It is important that performance management is mainstreamed in municipalities as an approach to daily management.
Figure 4 – Performance Management as an Approach to Management
The annual process of managing the performance of the Nxuba Local Municipality will involve the following components:
i. Co-ordination ii. Performance Planning iii. Performance Measurement, Analysis iv. Performance Reviews & Reporting v. Performance Auditing
For each of these components, this chapter sets out the role stakeholders in the performance management system will play and how these components are to happen.
7.7.2 Co-ordination
The executive authority with regards to the implementation of this policy framework will be the responsibility of the Mayor. The Mayor will be accountable to the Council in this regard. The Municipal Manager will be responsible for the management and administrative responsibilities related to implementation of the Performance Management System and will be accountable to the Mayor in this regard. The IDP/PMS officer in the Office of the Municipal Manager, as a form of support to the Municipal Manager, will be responsible for co-coordinating the implementation of the planning, measurement, reporting and review processes of the Performance Management System.
The office of the Municipal Manager will develop planning and reporting templates and will coordinate their completion, submission and analysis. It will also ensure that the Standing Committees, Mayor and Council have the necessary technical support to meet their responsibilities in terms of the Performance Management System.
7.7.3 Performance Planning
The IDP, budget and the Municipal Service Delivery and Budget Implementation Plans constitute the planning components of municipal performance management. Through the IDP review processes, the strategic objectives, strategies and the Municipal and Departmental Scorecards will be developed. The Municipal Scorecard will be approved by Council as a planning framework that must guide the development of Departmental Scorecards. 142 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
Once the Municipal Scorecard is approved as part of the IDP, the next step will be to develop Departmental Scorecards that should support the realization of the objectives and targets set in the Municipal Scorecard. These Departmental Scorecards will also be referred to as Service Delivery and Budget Implementation Plan Scorecards (SDBIP Scorecards).
The SDBIP scorecard, which provides a comprehensive picture of the performance of each department, will be diffused through each department, into the departmental sections, and will be monitored within each department. Each department is made up of sections and the head of each section is responsible for reporting to the HOD with regards to the areas of the SDBIP for which the section is responsible for.
With these in place, the Municipality is now on track to implement and monitor the implementation of the IDP. The following diagram shows the links among the plans referred to above.
Figure 5 – Municipal Planning
Municipal goals and Municipal Strategies objectives
UNICIPAL UNICIPAL LANNING
RAMEWORK Municipal Scorecard
M P F 5 year
Departmental Objectives, KPI’s and Targets
Departmental Scorecard
and and Budget SDBIP SDBIP (projects and ongoing service
delivery/activities) Annual
7.7.4 Measurement and Analysis
Measurement is the act of collecting data on identified performance indicators while analysis is the act of interpreting the meaning of such data in terms of performance.
For each Municipal Scorecard indicator, a relevant custodian has to be designated. The custodian will not necessarily be accountable for performance; he/she will be responsible for conducting measurements of the applicable indicators, analysing and reporting these for reviews.
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Analysis requires that current performance be compared with targets, past performance and possibly the performance of other municipalities, where data is available, to determine whether or not performance is poor. It should provide reasons for performance levels and suggest corrective action where necessary. There may be indicators that would require data gathering on municipal-wide outcome indicators and satisfaction surveys. This may need to be coordinated centrally instead of each department doing its own. The Office of the Municipal Manager will be responsible for this.
The Office of the Municipal Manager may also undertake the following annual surveys to provide data for indicators organisationally:
o An annual citizen satisfaction survey conducted for households and business in the Nxuba Municipal area. o An employee satisfaction survey that is conducted internally.
Reviews will be undertaken by the Municipal Manager and Council. Prior to reviews taking place, performance reporting will need to be tracked and coordinated. The Municipal Manager’s Office will be responsible for this process.
The Municipal Manager’s Office provides an overall analysis of municipal performance, for quarterly and annual reviews. Such an analysis aims to pick up trends in performance over time and over all departments and will form the basis of the Municipal Manager’s report to the Mayor.
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CHAPTER 8: SPATIAL DEVELOPMENT FRAMEWORK
8.1 Introduction
The Spatial Development Framework was prepared in fulfillment of the Municipality’s legal obligation in terms of Section 26(e) of the Municipal Systems Act (Act 32 of 2000) and Section 2(4) of the Local Government: Municipal Planning and Performance Management Regulations.
The above regulations require that Municipal IDP must reflect a Spatial Development Framework that will guide the development of the municipality. Nxuba SDF was reviewed in 2011 and currently the municipality is developing Local Spatial Development Framework.
In compliance with the regulations, Setplan Port Elizabeth was appointed by the Amatole District Municipality to undertake the 2011 SDF Review for Nxuba Municipality. This report records the process followed, decisions made and introduces the necessary changes into the Spatial Framework Plan.
Study area
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8.2 Alignment of Nxuba SDF with different spheres of government
In the review process, the Nxuba SDF was be aligned with the EC Provincial SDF (2010), Amathole District SDF (2009) and surrounding local SDF’s. The SDF also served as a spatial representation of the Nxuba 2011/12 IDP. The alignment with the Eastern Cape Biodiversity Plan will also be reflected in this review and addressed in Chapter 5 (New information).
8.2.1 Provincial alignment: Eastern Cape Spatial Development Plan Eastern Cape SDF
Vision
The Provincial Spatial Development Vision or future spatial perspective over the next 15 – 20 years could be conceptualized in the context of the PGDP vision of “A Poverty Free Eastern Cape”. Understanding that such a vision would be founded upon a concept of a modern, ecologically sustainable economy based in agriculture, tourism and industry, it is believed the future spatial perspective would comprise a Spatial Development Framework of Managed Human Settlements clustered in settlement regions and corridors, alongside productive regions, managed ecological natural resource areas and connected to a network of strategic transportation routes, open to the global, national and provincial economy.
The proposals for Nxuba in the Eastern Cape SDF include:
Bedford and Adelaide are indicated as towns. Upgrade of the railway between Adelaide and Bedford proposed as part of the rail link between East London and Cookhouse. Existing game farms indicated and the rest of the Municipal area demarcated for potential game farming activities. Nxuba in close vicinity to the Amatole/Manqoma Heritage Conservation
8.2.2 District Alignment, Amathole District Municipality
The strategic framework for the SDF for Amatole (2009) was informed by national policy and legislation and is summarized in a set of core principles below: Economic growth is a prerequisite to the achievement of poverty alleviation. The ADM has a constitutional obligation to provide facilitate the provision of basic services to all citizens. The ADM should focus spending on fixed investment in localities of economic growth. Efforts aimed at redressing social inequalities should be focused on people and not on places. Investment should be directed at land development and economic development in identified activity corridors and development nodes.
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The Amatole SDF is comprised of the following structuring elements and associated land use management guidelines:
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Development Corridors & Key Development Nodes
(ADM SDF Map 11) In terms of the Corridor Programme led by ASPIRE (the Amatole DM’s Economic Development Agency) the following four corridors are identified for development and related investment initiatives: N2, N6, R63 and R72 Corridors. Nxuba is affected by the R63 Corridor. The nodes in the Amatole DM were identified as Primary Urban Nodes, Administrative Nodes, Secondary Urban Nodes and Urban Service Centers. Adelaide is the Urban Service Centre in Nxuba Municipality. This is seen as town that provide a higher order level of services to their surrounding hinterland areas. It is also recognized that these towns exhibit trends of population influx and require investment in order to accommodate these pressures.
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Special Development Areas dealing with Land Reform & Settlement Zones (ADM SDF Map 12) Two types of Land Reform and Settlement Zones were identified: Settlement Zone A for green fields planning and Settlement Zone B for formalization/densification/upgrading. Both Bedford and Adelaide have areas to be formalized/densified (Settlement Zone B). These areas are indicated in purple around the existing Adelaide and Bedford nodes.
Tourism (ADM SDF Map 13)
The Nxuba Municipality is situated in close vicinity to the Maqoma Tourism Route. This tourism route is situated to the north of the R63, in the Nkonkobe Municipal area and includes Balfour, Hogsback and Fort Fordyce in the vicinity of the Mpofu Nature Reserve. An additional tourism route not indicated in the ADM SDF is the Bedford Garden Festival Route, which was highlighted during the consultation process.
Agriculture (ADM SDF Map 14)
Natural forests, reserves and irrigation projects are shown for the District Municipality. Nxuba has a small area reflected as Reserves and a small area indicated as Natural Forests.
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Environmental Conservation (ADM SDF Map 15)
Environmental constraints include slopes steeper than 1:5 gradients, proclaimed nature reserves, natural forests and the coastal management belt/area. The majority of Nxuba are classified as natural landscapes or near natural landscapes.
In summary, the following elements in the Amathole District Municipal SDF need to be included in the Nxuba SDF Review of 2011: The R63 Transport Route The Adelaide node as an Urban Service Centre. The East London to Alice/Cookhouse rail linkage. The Special Development Zones. The tourism and heritage routes. Agro-industries at Adelaide.
8.2.3 Alignment with surrounding District Municipalities
8.2.3.1 Chris Hani District Municipality SDF
The District Spatial Development Framework was prepared in November 2009. This plan is a composite map of the settlement hierarchy, the development corridors and the special development areas proposed in the SDF.
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Spatial Development Framework Plan, Chris Hani SDF
Settlement Hierarchy for Chris Hani District Municipality (CHDM SDF Plan 17) The settlement hierarchy for Chis Hani has been classified as District Centres, Sub-District Centres, Local Centres and Sub Local Centres. The District Centre is Queenstown and the Sub District Centres are Cradock, Lady Frere, Cala, Cofimvaba and Ngcobo.
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Development Corridors for Chis Hani District Municipality (CHDM SDF Plan 18) The N10 between Middelburg, Cradock and Tarkastad is classified as the West Corridor. The North-South corridor stretches between Molteno, Queenstown (N6) and Whittlesea (R67). This corridor enters Nxuba Municipality from the north.
Tourism Development Potential and Opportunities (CHDM SDF, Map 21) In summary the following elements in the Chris Hani District Municipal SDF need to be considered in the Nxuba SDF Review: Southern Tsolwana Tourism Interest Area/Route Local Planning process area and development support zone in Southern Lukhanji Environmentally sensitive areas along southern boundary of CHDM. Queenstown in CHDM District Centre. Whittlesea is Sub Local Centre. Rural villages near second road to Whittlesea.
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N10 is the Mobility corridor. West Corridor: Cradock, Queenstown, wood production and chip board manufacturing. North South Corridor: East London, Molteno (N6, R67) enters Nxuba from the north. Ezibeleni Industrial and Coal belt identified as economic activity. South West Lukhanji identified as area to address basic needs provision. Secondary road to Whittlesea. Southern area: higher agricultural grazing capacity. Development of small scale irrigation in Southern Lukhanji. Arable land with mitigation at Whittlesea. Queenstown is primary industrial and manufacturing node.
5.2.3.2 Cacadu District Municipality SDF
In summary the following elements in the Cacadu District Municipal SDF need to be considered in the Nxuba SDF Review:
Cookhouse and Alicedale are the nearest to Nxuba and have been identified as Level 1 Settlement where CDM will provide basic services at a minimum level. Grahamstown is the closest Level 3 settlement where the full spectrum of services and facilities would be available. Somerset East and Cookhouse areas have been identified as focus areas for agricultural land reform. N10 is the primary transportation link to the west of Nxuba.
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8.3 Alignment with surrounding Local Municipalities
8.3.1 Makana Municipality Important route between Adelaide and Grahamstown. Northern area of Makana is environmentally sensitive. 8.3.2 Tsolwana Municipality Linkage between Adelaide and Tarkastad (R344). Environmentally sensitive land on the southern border of Tsolwana. 8.3.3 Lukhanji Municipality Important road linkage to Whittlesea. Area of development support along MR637 and MR680 between Nxuba and Sada/Whittlesea. Prioritised area for local planning.
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8.3.4 Inxuba Yethemba Municipality
N10 primary transportation and tourism route. Cradock is development node. No direct linkage with Nxuba.
8.3.5 Blue Crane Route Municipality R63 Linkage to the N10 Environmentally sensitive land on common boundary north of Bedford (Baviaans Conservancy) 8.3.5 NKONKOBE Municipality R63 route Maqoma Heritage & Tourism route Rail from East London to Cookhouse Restitution claims at Belfour & Seymour
8.4 Summary of Alignment
The map combines all the alignment issues identified in the Provincial, District and Local Municipalities:
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Viewed Nxuba SDF Plans: Adelaide SDF
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8.5 PROJECTS
Adelaide Projects
Number Project 1. 624 Bezuidenhoutville /Aerodrome Phase 1 2. 481 Bezuidenhoutville /Aerodrome Phase 2 3. 160 Bezuidenhoutville/Aerodrome Phase 3(8.05ha) 4. 376 Emabaleni Proposed Housing Project (71.17ha) 5. Bezuidenhoutville Phase 4 including primary school ,police station , crèche & clinic(98.40ha) 6. Close Adelaide Landfill Site(2010/11) Alternative A 7. Adelaide Landfill Site Alternative B 8. AdelaideWWTW 9. Adelaide WWTW 10. Adelaide WWTW 11. Long Term Relocation of WWTW 12. New WTW for lingelethu & Adelaide Heservoir 13. Floodline Study along Koonap River 14. Infill Housing at Lingelethu (3.03ha) 15. Infill Housing at Lingelethu (4.7oha) 16. Infill Housing at Lingelethu (4.7oha) 17. Infill Housing at Lingelethu (4.85ha) 18. Infill Housing at Lingelethu (11.14ha) 19. Infill Housing at Lingelethu (12.39ha) 20. Lingelethu in Site Upgarde 428 Housing 21. Lingelethu Cemetry Expansion 22. Future Secondary School 23. New Business Node/Retail Centre in Bezuidenhoutsville 24. Road link at Lingelethu 25. Upgrade Lingelethu Bridge 26. Upgrade Road between Adelaide & Farms(R344) 27. Upgrade Stormwater Reticulation & Drainage 28. Upgrade Stormwater Reticulation & Drainage 29. Infill Development ±40 Sites (2.25ha) 30. Squatter Upgrading Urban Renewal ±82 sites (1.25ha) 31. Squatter Upgrading Urban Renewal ±82 sites (3.11ha) 32. Future Industrial Development 33. Activity Corridor Mixed Use 34. Greening & Beautification 35. Greening & Beautification 36. Adelaide Commonage Management Plan 37. Future School
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The existing housing projects in Bedford are spatially referenced under Projects 1 – 4. During the consultation, the community indicated that provision must be made for a primary school in the extension of Bezuidenhoutsville towards the west (Project 5). Concern was expressed that the middle income housing along the Koonap River might be flooded and a flood line study is suggested to determine the developable land next to the river (Project 11).
Adelaide is segregated as a result of the locality of the WWTW. The relocation of the WWTW is suggested as a long term project (Project 9). The vast portions of land surrounding the WWTW will then be prime residential land, in close vicinity to all the amenities (Project 12). Lingelethu Cemetery expansion was identified in the Open Space Master Plan and is demarcated on the plan (Project 14). A geotechnical investigation would be required before this is implemented.
A new business node was identified on a strategically located intersection in the town (Project 16). The proposed industrial area would be situated between the railway line and this business node (Project 24).
The two parks currently in the process of being upgraded in the Greening and Beautification Project of Department of Environmental Affairs are indicated as Project 26.
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Bedford Projects
Number Projects 1. 161 Nyarha Housing 2. 172 Zink/Bongweni Housing 3. 200 Goodwin Park Current Housing Project 4. 250 Worteldrift Proposed Project 5. 600 Ndlovini Proposed Project 6. 1600 Sizakhele Proposed Project 7. 1600 Sizakhele Proposed Project( 26.47ha) 8. Infill Housing at Bongweni & Ndlovini (11.04) 9. Goodwin Park Community Hall & Infill Hoiusing (3.99ha) 10. Relocation 30 illegal Houses on Sports field 11. Flooding Study 12. Acquisition of Private Land for Goodwin Park(8.57ha) 13. Acquisitionn of Private Land for Goodwin Park(16.86ha) 14. Acquisition of Private Land for Goodwin Park(28.42) 15. Retail Centre in Goodwin Park 16. Feasibility for Future Cemetery at Worteldrift & Ndlovini 17. Future Industrial Development 18. Lilitha Women’s Co-op 19. Expansionn of Cemetery 20. Bedford WWTW 21. Bedford Garden Festival Route 22. Bedford Garden Festival Route 23. Bedford Garden Festival Route 24. Urban Agriculture: Stock Pens & Community Gardens 25. Surface Secondary Roads in Bedford CBD
The existing housing projects in Bedford are indicated as Projects 40 – 45. The next site identified for a future housing project by the Nxuba Municipality is situated at Bongweni and Ndlovini (Project 46). The site measures approximately 11.04ha.
A number of investigations were identified to be undertaken to implement this SDF. These are: investigate the acquisition of land for the expansion of Goodwin Park (Project 50), feasibility and geotechnical investigation into a new cemetery at Worteldrift (Project 52 and, a comprehensive infrastructure services investigation on the vacant portions of land around “Coloured Valley” (Project 65). Huge potential exist for infill housing, creating a more compact and vibrant town and to utilize the land optimally. Provision should be made for public open spaces in the infill housing projects, where suitable located, undevelopable land (due to infrastructure constraints) could be used for this purpose.
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Existing Projects in Adelaide
The projects listed below are already identified or underway in the Nxuba Municipality. The projects were sourced from the Nxuba IDP, the Sector Plans and from Provincial Sector Departments. They have already gone through a budget prioritization process and are reflected as the priority projects for Adelaide:
Nr. Project Reference Source Strategic priority 624 Bezuidenhoutville/Aerodrome Phase 1 2011/12 IDP P.116& Dept of Housing 1. Housing Sector Plan Housing 2008-2012 p.6 2. 481 Bezuidenhoutville /Aerodrome Phase 2 2011/12 IDP p.116 Dept of Housing Housing 2. 160 Bezuidenhoutville/Aerodrome Phase Housing Sector Plan Nxuba LM Housing 3(8.05ha) 2008- 2012 p.6 3. 376 Emabaleni Proposed Housing Project Housing Sector Plan Nxuba LM Housing (71.17ha) 2008 – 2012 p.6 5. Close Adelaide Landfill Site(2010/11) Nxuba Waste Nxuba LM Infrastructure & Alternative A Management Plan Services 6. AdelaideWWTW 2011/12 IDP P.115 Amathole DM Infrastructure & Services 7. Adelaide WWTW 2011/12 IDP P.115 Amathole DM Infrastructure & Services 8. New WTW for lingelethu & Adelaide Heservoir 2011/12 IDP P.115 Amathole DM Infrastructure & Services 9. Lingelethu in Site Upgrade 428 Housing Housing Sector Plan Nxuba LM Housing 2008-2012 p.6 11. Lingelethu Cemetry Expansion Nxuba open space Nxuba LM Infrastructure & Master Plan p.27 Services 12. New Business Node/Retail Centre in Nxuba open space Nxuba LM Economics Bezuidenhoutsville Master Plan p.35 13. Upgrade Lingelethu Bridge 2011/12 Amathole Amathole DM Infrastructure & DM ITP P.174 Services 14. Upgrade Road between Adelaide & 2011/12 Amathole Amathole DM Infrastructure & Farms(R344) DM ITP P.174 Services 15. Upgrade Stormwater Reticulation & Drainage 2011/12 Amathole Amathole DM Infrastructure & DM ITP P.174 Services 16. Upgrade Stormwater Reticulation & Drainage 2011/12 Amathole Amathole DM Infrastructure & DM ITP P.174 Services 17. Squatter Upgrading Urban Renewal (7.73ha) 2008 Nxuba SDF Housing 18. Infill Development ±40 sites(2.25ha) 2008 Nxuba SDF Housing 19. Squatter Upgrading Urban Renewal ±82 sites 2008 Nxuba SDF Housing (1.25ha) 20. Squatter Upgrading Urban Renewal ±82 sites 2008 Nxuba SDF Housing (3.11ha) 21. Future Industrial Development 2008 Nxuba SDF Economics 22. Activity Corridor Mixed Use 2008 Nxuba SDF Economics 23 Greening and Beautification Open Space Master Infrastructure & Plan & IDP Sevices 24. Greening and Beautification Open Space Master Infrastructure & Plan & IDP Services
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New Projects in Adelaide
During the SDF Review process a number of new projects were identified either through the consultation process or through the planning process. The position of the Waste Water Treatment Works in Adelaide is segregating the town and makes integration impossible. Sufficient land is available inside the urban edge to provide for the total housing backlog as well as future population growth. Adelaide should not be allowed to sprawl outside the current urban edge prior to all the vacant land being utilized. An investigation into the possible relocation of the WWTW is necessary to determine the feasibility of the proposed infill development. A total of 36.11ha of vacant and underutilized land is situated in the centre of Adelaide. The best location for the landfill site requires specialist studies which will address environmental impact and visual impact.
Number Project Reference Strategic Priority 5. Bezuidenhoutville Phase 4 including New Proposal Housing primary school ,police station , crèche & clinic(98.40ha) 7 Adelaide Landfill Site Alternative B New Proposal Infrastructure & Services 9 Long Term Relocation of WWTW New Proposal Infrastructure & Services 11 Floodline Study along Koonap River to New Proposal Housing Determine Developable Land 12 Infill Housing at Lingelethu (3.03ha) New Proposal Housing 12 Infill Housing at Lingelethu (4.7oha) New Proposal Housing 12 Infill Housing at Lingelethu (4.7oha) New Proposal Housing 12 Infill Housing at Lingelethu (4.85ha) New Proposal Housing 12 Infill Housing at Lingelethu (11.14ha) New Proposal Housing 12 Infill Housing at Lingelethu (12.39ha) New Proposal Infrastructure &Services 15 Future Secondary School New Proposal Infrastructure & Services 17 Road link at Lingelethu New Proposal Infrastructure & Services 26 Greening & Beautification New Proposal Infrastructure & Services 26 Greening & Beautification New Proposal Infrastructure & Services 27 Adelaide Commonage Management Plan New Proposal Infrastructure & Services 29 Future School New Proposal Infrastructure & Services
Existing projects in Bedford
Project Reference Source Strategic priority 161 Nyarha Housing 2011/12 IDP p.116 & Dept of Housing Housing Housing Sector Plan 172 Zink/Bongweni Housing 2011/12 IDP p.116 Dept of Housing Housing 200 Goodwin Park Current 2011/12 IDP p.116 & Dept of Housing Housing Housing Project Housing Sector Plan 250 Worteldrift Proposed Housing Sector Plan Nxuba LM Housing Project 2008- 2012 p.6 600 Ndlovini Proposed Project Housing Sector Plan Nxuba LM Housing 2008-2012 p.6 1600 Sizakhele Proposed 2008 Nxuba SDF Housing Project 1600 Sizakhele Proposed 2008 Nxuba SDF Housing Project( 26.47ha) Retail Centre in Goodwin Park Nxuba Master Plan p.34 Nxuba LM Economic Future Industrial Development 2008 Nxuba SDF Economic Lilitha Women’s Co-op 2011/12 IDP p.116 Dept. Of Social Economic 164 | Page Nxuba Final IDP Review 2015 / 2 0 1 6
Developement Bedford WWTW 2011/12 IDP p.116 Amathole DM Infrastructure & Services Bedford Garden Festival Route 2011/12 IDP p.116 Nxuba LM Economic Bedford Garden Festival Route 2011/12 IDP p.116 Nxuba LM Economic Bedford Garden Festival Route 2011/12 IDP p.116 Nxuba LM Economic Surface Secondary Roads in 2011/12 Amathole DM Amathole DM Infrastructure & Bedford CBD ITP P.174 Services Surface Secondary Roads in 2011/12 Amathole DM Amathole DM Infrastructure & Bedford CBD ITP P.174 Services Surface Secondary Roads in 2011/12 Amathole DM Amathole DM Infrastructure & Bedford CBD ITP P.174 Services Surface Secondary Roads in 2011/12 Amathole DM Amathole DM Infrastructure & Bedford CBD ITP P.174 Services Upgrading Bedford Landfill Site Nxuba Waste Nxuba LM Infrastructure & Management Plann Services Upgrading Bedford Taxi Rank 2011/12 Amathole DM Amathole DM Infrastructure & ITP P.174 Services High Density Residential 2008 Nxuba SDF Housing (2.18ha) Meduim Density 2008 Nxuba SDF Housing Residential(5.90ha) Meduim Density Residential 2008 Nxuba SDF Housing Activity Corridor Mixed Use 2008 Nxuba SDF Economic Greening and Beautification 2008 Nxuba SDF Infrastructure & Services Greening & Beautification n Nxuba open Space Infrastructure & Master Plan & IDP Services Greening & Beautification n Nxuba open Space Infrastructure & Master Plan & IDP Services Infill Housing (2.12ha) 2008 Nxuba SDF Infrastructure & Services
The projects listed above are already identified or underway in the Nxuba Municipality. The projects were sourced from the Nxuba IDP, the Sector Plans and from Provincial Sector Departments. They have already gone through a budget prioritization process and are reflected as the priority projects for Bedford.
New Projects in Bedford
A number of land investigation projects were identified in the SDF Review process. The formalization of the landfill site, the identification of burrow pits and cemetery expansion require geological input regarding the impact on ground water and the suitability of the soil for these land uses. Because of the specialist nature of these investigations, they could not be undertaken as part of the SDF Review.
In the vicinity of “Coloured Valley” large tracts of underutilized land is lying vacant. An engineering infrastructure investigation is required to determine the developable land in this area. The infill housing in this area will contribute greatly to the integration and densification of centrally located land within walking distance from the CBD. A total of 21,96ha is available in this area. The undevelopable land should be designed as public open spaces as part of the housing layout for this area.
The future extension of Goodwin Park to the west is not a priority. The acquisition of private land is identified as a long term project, but it is in the interest of Bedford to utilize the land inside the town before additional green field projects are initiated. IT will ensure the optimal utilization of infrastructure and reduce travel distances for the residents of Bedford.
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NEW PROJECTS IN BEDFORD
Number Projects Reference Strategic Priority 46. Infill Housing at Bongweni & Ndlovini New Proposal Housing (11.04) 47. Goodwin Park Community Hall & Infill New Proposal Housing Housing (3.99ha) 48. Relocation 30 illegal Houses on Sports New Proposal Housing field 49. Flooding Study(to determine New Proposal Land Investigation development land) 50. Acquisition of Private Land for New Proposal Land Investigation Goodwin Park(8.57ha) 51. Acquisition of Private Land for New Proposal Land Investigation Goodwin Park(16.86ha) 52. Acquisition of Private Land for New Proposal Land Investigation Goodwin Park(28.42) 54. Feasibility for Future Cemetery at New Proposal Land Investigation Worteldrift & Ndlovini 57. Expansion of Cemetery New Proposal Housing
58. Urban Agriculture: Stock Pens & New Proposal Land Investigation Community Gardens 59. Commonage & Cultural New Proposal Land Investigation Initiation(Amakwetha) 60. Infill Housing (2.70ha) New Proposal Land Investigation
61. Public Open Space New Proposal Infrastructure and Services 62. Infill Housing Services. Investigation & New Proposal Land Investigation Open Space (0.28ha) 63. Infill Housing Services. Investigation & New Proposal Land investigation Open Space (0.28ha) 64. Infill Housing Services. Investigation & New Proposal Land investigation Open Space (0.28ha) 65. Infill Housing Services. Investigation & New Proposal Land investigation Open Space (0.28ha) 66. Infill Housing Services. Investigation & New Proposal Land investigation Open Space (0.28ha) 67. Eskom Housing (1.70ha) New Proposal Housing 68. Greening & Beautification New Proposal Infrastructure & Services 69. Greening & Beautification New Proposal Infrastructure & Services 70. Infill Housing (0.41ha) New Proposal Infrastructure & Services 71. Infill Housing (1.93ha) New Proposal Infrastructure & Services
72. Bedford Commonage Management Plan New Proposal Infrastructure & Services 73. Future School New Proposal Infrastructure & Services
8.6 Conclusion
This SDF Review addressed a number of gaps in the previous SDF, informed by the new guidelines of the Department of Rural Development and Land Reform. New policy, new legislation and new information were incorporated into this review. For the next review the following recommendations are made:
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The Nxuba Municipality should combine the IDP and SDF Review processes to streamline the consultation process and improve alignment. This will also improve the political support of both the IDP and SDF. The Mayor and the Municipal Manager has a key role to play. The new Stats SA Census figures should be available during 2013 or at the time of the next review and this document’s population figures and demographic information should be updated. The draft Land Use Management Bill has recently been circulated for comment and it should be enacted in the near future. The future Land Use Management Systems for the Eastern Cape will be guided by this Act as well as the Provincial Planning legislation that should follow.
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