KAMIESBERG MUNICIPALITY 4Th GENERATION IDP

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

INTEGRATED DEVELOPMENT PLAN 2017 – 2021 ( 2020 / 2021 )

BETELS KLIP

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

TABLE OF CONTENTS

1. Kamiesberg Local Municipality Contact Details……………………………….07 2. List of Abbreviations…………………………………………………………..…08 3. Forward of the Mayor…………………………………………………………....10 4. Executive Summary……………………………………………………………...11 5. Vision…………………………………………………………………………….15 6. Mission…………………………………………………………………………...15 7. Value Statement……………………………………………………………….…15 8. Demographic Profile of the Municipality……………………………………..…16 9. Powers and Function of the Municipality……………………………………..…17 10. Introduction and Purpose………………………………………………………...17 11. Process Followed to Develop Integrated Development Plan……………………18 12. Summary of the Process Plan……………………………………………………18

CHAPTER 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT 1.1 Strategic Objective 24 1.2 Intended outcome 24 1.3 Water 24 1.3.1 Status of the Water Service Development Plan 24 1.3.2 National Target 24 1.4 Sanitation 26 1.4.1 Status within the Municipality 27 1.5 Waste Management 28 1.5.1 Status of the Integrated Waste Management Plan 28 1.5.2 Percentage of the People Accessing the Service 28 1.5.3 Strategies Employed to Reduce, Re – use and Recycle 28 1.6 Waste Removal 28 1.7 Waste Disposal 29 1.8 Electricity and energy 30 1.9 Provision of Energy 30

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

1.10 Roads 31 1.11 Housing 32 1.12 Health Services 32 1.13 Education 34 1.14 Safety and Security 35 CHAPTER 2. PUBLIC PARTICIPATION AND GOOD GOVERNANCE 36 2.1 Strategic Objectives of Kamiesberg Municipality 36 2.2 Intended Outcome 36 2.3 Audit Committee 36 2.4 MPAC Committee 37 2.5 Municipal Ward Committee 37 2.6 Municipal Committees 40 2.7 Supply Chain Committee 42 2.8 Management and Operational Systems 43 2.9 Municipal Risk Management 43 2.10 Fraud Prevention Plan 44 2.11 Communication Strategy 44 2.12 Public Participation and Stakeholder Mobilization Strategy 45 CHAPTER 3. INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION 47 3.1 Strategic Objective 47 3.2 Intended Outcome 47 3.3 Information Technology ( IT ) 47 3.4 Organizational Structure 48 3.5 Vacancy Rate 52 3.6 Skills Development Plan 53 3.7 Human Resource Development Plan / Strategy 53 3.8 Individual Performance and Organisational Management System 57 CHAPTER 4. FINANCIAL AND MANAGEMENT 58 4.1 Strategic Objective 58 4.2 Intended Outcome 58 4.3 Policies 58

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

4.3.1 Tariff Policy 58 4.3.2 Rates Policy 59 4.3.3 Banking and Investment Policy 60 4.3.4 Credit Control and Debt Collection Policy 60 4.3.5 Indigence Management Policy 61 4.3.6 SCM Policy 61 4.3.7 Payment of Creditors 62 4.3.8 Auditor – General Findings 63 4.3.9 Financial Management Systems 66 CHAPTER 5. LOCAL ECONOMIC DEVELOPMENT 67 5.1 Strategic Objective 67 5.2 Intended Outcome 67 5.3 LED SWOT Analysis 67 5.4 Tourism 69 5.4.1 Kamiesberg Tourism Infrastructure Development 69 5.4.2 Tourism in Kamiesberg 69 5.4.3 The Natural Resources 69 5.4.3.1 Namaqua National Park 69 5.4.3.2 Natural Wonders 70 5.4.3.3 Landscapes 70 5.4.3.4 The Highest Peaks in the Northern Cape 70 5.4.3.5 Kamiesberg Flower Trail Run 71 5.4.4 The Cultural Resources 71 5.4.4.1 The People 71 5.4.4.2 The Culture 71 5.4.4.3 The Arts 71 5.4.4.4 The History of Hondeklipbaai 71 5.4.4.5 Tourism Attraction 71 5.4.5 Commemoration of Leliefontein Massacre 73 5.4.5.1 A Short Background 73 5.5 Agriculture 74

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

5.5.1 Opportunities 74 5.5.2 Constrains 75 5.6 Mining 75 5.6.1 Mining and Quarrying 75 5.6.2 Opportunities 76 5.6.3 Constrains to the Development of Mining Sector 77 5.7 Land Availability 77 5.7.1 TRANCRAA 77 5.7.1.1 Leliefontein 77 5.7.1.2 Lepelsfontein 77 5.7.1.3 Land Reform 77 5.8 Environmental Management 78 5.8.1 Environmental Tools 78 5.8.2 Environmental Management Plan 78 5.8.3 Integrated Waste Management Plan 78 5.8.3.1 Education and Training 78 5.8.3.2 Eco Schools Programme 78 5.8.4 EPIP Programmes 78 5.8.5 Impact of Climate Change 80 5.8.5.1 Impact of Climate Change on Agriculture 80 5.8.5.2 Impact of Climate Change on Biodiversity and Environment 81 5.8.5.3 Manage the Loss of High Priority Biomes 81 5.8.5.4 Impact of Climate Change on Coastal and Marine Environment 81 5.8.5.5 Impact of Climate Change on Marine and Benthic Ecosystems 81 5.8.5.6 Manage Loss of Land due to Sea Level Rise 81 5.8.5.7 Manage Increased Damage to Property from Sea Level Rise 82 5.8.6 Working for Ecosystems 82 5.8.7 Working for the Coast 82 5.8.8 Working for Wetlands 82 5.8.9 Government Structure 82

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

CHAPTER 6. SECTOR PLANS 83 6.1 Strategic Objectives 83 6.2 Intended Outcome 83 6.3 Status of Sector Plans 83 CHAPTER 7. DEVELOPMENT STRATEGIES, PROGRAMMES AND PROJECTS 7.1 Strategic Objectives 87 7.2 Intended Outcomes 87 7.3 A Brief summary of Community Needs from 2017 / 2018 onwards 88 CHAPTER 8. ALINGHMENT WITH NATIONAL AND PROVINCIAL OBJECTIVES AND PROGRAMMES 99 8.1 Strategic Objectives 99 8.2 Intended Outcomes 100 CHAPTER 9. PROGRAMMES FROM OTHER SPHERES 102 9.1 Strategic Objective 102 9.2 Intended Outcome 102 9.3 State of the Nation Address 102 9.4 Budget Speech 124 9.5 State of the Province Address 127

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

1. KAMIESBERT LOCAL MUNICIPALITY CONTACT DETAILS. POSTAL: PRIVATE BAG X200 GARIES 8220

PHYSICAL: 22 MAIN STREET GARIES 8220

TEL: 027 – 6528000 FAX: 027 – 6528001

MUNICIPAL MANAGER: MR RUFUS BEUKES TEL: 027 – 652 8022 / FAX: 027 6528001 / CELL: 078 198 4237 E – MAIL: [email protected] or [email protected] / Web: www.kamiesbergmun.co.za

MAYOR: COUNCILLOR: SUSARAH NERO E – MAIL: [email protected] TEL: 027 6528031 / FAX: 027 6528001 / CELL: 063 514 8101

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

2. LIST IF ABBREVIATIONS.

AG AUDITOR – GENERAL

BESP BUILT ENVIRONMENT SUPPORT PROGRAMME CAPEX CAPITAL EXPENDITURE CBD CENTRAL BUSINESS DISTRICT CBP COMMUNITY BASED PLANNING CFO CHIEF FINANCIAL OFFICER DeCoG DEPARTMENT OF CO – OPPERATIVE GOVERNANCE DEA DEPARTMRNT OF ENVIRONMENTAL AFFAIRS DEADP DEPARTMENT OF ENVIRONMENTAL AFFAIRS AND DEVELOPMENT PLANNING DM DISTRICT MUNICIPSLITY DoRA DIVISION OF REVENUE ACT DWA DEPARTMENT OF WATER AFFAIRS EE EMPLOYMENT EQUITY EPWP EXPANDED PUBLIC WORKS PROGRAMME GAMAP GENERALLY ACCEPTED MUNICIPAL ACCOUNTING PRACTICE GRAP GENERALLY RECOGNISED ACCOUNTING PRACTICE HR HUMAN RESOURCES HSP HUMAN SETTLEMENT PLAN IDP INTEGRATED DEVELOPMENT PLAN IFRS INTERNATIONAL FINANCIAL REPORTING STANDARDS IMFO INSTITUTE FOR MUNICIPAL FINANCIAL OFFICERS INEP INTEGRATED NATIONAL ELECTRIFICATION PROGRAMME ISDF INTEGRATED STRATEGIC DEVELOPMENT FRAMEWORK KL KILOLITRE (1 000 LITERS) KPA KEY PERFORMANCE AREA KPI KEY PERFORMANCE INDICATOR KWh KILOWATT – HOUR LED LOCAL ECONOMIC DEVELOPMENT LM LOCAL MUNICIPALITY LLF LOCAL LABOUR FORUM MBRR MUNICIPAL BUDGET AND REPORTING REGULATIONS MFMA MUNICIPAL FINANCE MANAGEMENT ACT (ACT NO. 56 OF 2003) MIG MUNICIPAL INFRASTRUCTURE GRANT

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

MEC MEMBER OF EXECUTIVE COUNCIL MI MEGA LITRE (1 000 000 LITRES) MM MUNICIPAL MANAGER MSA MUNICIPAL SYSTEMS ACT (ACT NO. 32 OF 2000) MTREF MEDIUM TERM REVENUE & EXPENDITURE FRAMEWORK NERSA NATIONAL ENERGY REGULATOR OF SOUTH AFRICA NGO NON – GOVERNMENTAL ORGANISATION NT NATIONAL TREASURY OPEX OPERATING EXPENDITURE PDI PREVIOUS DISADVANTAGE INDIVIDUAL PGNC PROVINCIAL GOVERNMENT NORTHERN CAPE PI PERFORMANCE INDICATOR PMS PERFORMANCE MANAGEMENT SYSTEM PSDF PROVINCIAL SPATIAL DEVELOPMENT PLAN PSP PROVONCIAL STRATEGIC PLAN PPP PUBLIC – PRIVATE PARTNERSHIP PT PROVINCIAL TREASURY R RAND (CURRENCY) SALGA SOUTH AFRICAN LOCAL GOVERNMENT ASSOSIATION SAMDI SOUTH AFRICAN MANAGEMENT DEVELOPMENT INSTITUTE SCM SUPPLY CHAIN MANAGEMENT SDBIP SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN SDF SPATIAL DEVELOPMENT FRAMEWORK SEA STRATEGIC ENVIRONMENTAL ASSESSMENT STATSSA STATISTIC SOUTH AFRICA VIP VENTILATED IMPROVED PIT (TOILET) WTW WATER TREATMENT WORKS WWTW WASTE WATER TREATMENT WORKS

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

FORWARD OF THE MAYOR. KAMIESBERG MUNICIPALITY GENERATION IDP 2020/21 Foreword Mayor. This 2020/21 Integrated Development Plan(IDP) provides the 2nd review of our 5- year strategic framework(2017-2022)for the Kamiesberg municipality. We remain committed to serve our communities in the best possible way, to create an environment in which they can forster their own development at best, to intensify community participation processes and ensure the best community involvement, to address our challenges to our best ability and to develop budgets that would fund our mandate to serve our people to our best effort. This commitment Cleary reflects the vision of council to,instead of being one of the best municipalities, become the very best municipality. Since logal government is in the hands of our people it serves, Council’s commintment to accelerate implementation of this reviewed IDP will be achieved at the best when it is met with equally committed communities to actively participate in the programmes and affairs of the Municipality. The need for sustainable service delivery and economic growth is strongly rooted in communities enquires about job creation and to earn an income. Sufficient housing funding is required from the Northern Cape Provincial Government to address the increasing need for low cost and affordable housing in the Municipality. At the inauguration of the Northern Cape last year Premier Dr Zamani Saul promise a “people centred provincial government”. Therefore this IDP shall work for the people of the Kamiesberg.

Lockdown: Since the start of the National lockdown implementation of the COVID-19 pandemic in March this year ,it has a huge negative impact on the financial stability of our Municipality, however we did manage to serve our communities with pride and dignity during this difficult time. At the same time we would like all residents to take COVID-19 seriously, we urges all residents to take ownership of the COVID-19 message. We are here to plead with you and help you. Finally ,I wish to thank my fellow Councillors for their input, the Municipal Manager for his leadership and insight. Senior Management and support staff. Let us grow Kamiesberg municipality together forward.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

EXECUTIVE SUMMARY. The integrated Development Plan(IDP) is the principal strategic planning instrument which guides and informs all planning budgeting, management and decision - making process in a municipality. The Logal Government: Municpal System Act,No.32.2000(MSA) mandates Municipalities to review Integrated Development Plans annually in accordance with an assessment of its performance measurements.Consequently this IDP review for 2019/20 was compiled in accordance with section 34 of the MSA. This 4th Generation IDP provides an overall key performance indicators as well as key performance areas that will serve as a basis for monitoring the Kamiesberg Local Municipality’s progress in rendering services to its communities. The IDP was reviewed in consultation with community stakeholders,and the provincial and national governments.The IDP should guide how the provincial and national sector departments allocate resources at local government level.The global economic downturn had an impact on local businesses,many of whom had down scale significantly or close down.Like the mining house De Beers in Koinnaas .Such closure implicate doubly on the municipality who often lose the rates and fees it charged the businesses as well as that of the resident employees who are unable to pay household rates and service fees. Sound financial management remains at the core to execute our service delivery priorities as stated in this 2020/21 IDP review.In light of the unemployment rate and socio economic changelenges in Kamiesberg tough trade - offs had to made in developing an affordable and implementable Municipal Budget to fund this IDP review. The reality is that the development needs of our communities as articulated in this IDP review, exceeds the funding available to address all needs. The IDP has a five year cycle and within each year progressive strides are made to fund the implementation of the IDP. The financial sustainability of the municipality is a key priority and will remain so in the future. The Premier of the Northern Cape stated that the 6th Administration will spare no energy to ensure that additional resources are mobilise towards the realisation of the new urban agenda by our municiplaities. Kamiesberg municipality shall strive to deliver quality services to all the people of the Kamiesberg, and to commited ourselves to performance excellence. However to do so we must work together as municipality and community stakeholders to achieved our common goal together. My sincere appreciation to Council ,the administration and all external role players for your valued contribution to this 2020/21 IDP review.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

3. LEGAL CONTENT OF INTEGRATED DEVELOPMENT PLAN (IDP).

The Constitution of the Republic of South Africa, together with Chapter 5 of the Municipal Systems Act, 2000 (Act 32 of 2000) had a substantial impact on the traditional role of Local Governments. In addition to providing municipal services, municipalities must (by law) now lead, manage and plan for development through a process of Integrated Development Planning. Municipalities are inter alias co-responsible to eradicate poverty, boost local economic development, creating jobs and generally to promote the process of reconstruction and development.

The Integrated Development Plan (IDP) is the product of the Integrated Development Planning process through which municipalities prepare a strategic development plan, for a five-year period.

The Municipal Systems Act, Act 32 of 2000 states in section 25 (1) “Each Municipal Council must, within a prescribed period after the start of its elected term, adopt a single, inclusive and strategic plan for the development of the municipality-which

a) Links, integrates and coordinates plans and takes into account proposals for the development of the municipality; b) Aligns the resources and capacity of the municipality with the implementation of the plan; c) Forms the policy framework and general basis on which budgets must be based; d) Complies with the provisions of this chapter and; and e) Is compatible with National and Provincial development plans and planning requirements binding on the municipality in terms of legislation.”

Section 26 of the System Act outlines the core components of the IDP, “an integrated development plan must reflect – a) The Municipal vision for the long term development of the municipality with special emphasis on the municipality's most critical development and internal transformation;

b) An assessment of the existing level of development in the municipality, which must include an identification of communities which does not have access to basic services. c) The Councils development priorities and objectives for its elected term, including its local economic development aims and its internal transformation needs; d) The council’s development strategies which must be aligned to the with any National or provincial sectoral plans and planning requirements binding on the Municipality in terms of legislation; e) A spatial development framework which must include the provision of basic guidelines for a land use management system for the municipality; f) The council’s operational strategies g) Applicable disaster management plans; h) A financial plan, which must include a budget projection for at least the next three years; and key performance indicators and performance targets determined in terms of section 41.”

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

In addition, Section 27 speaks to drafting a district framework plan for the IDP, section 28 speaks to the IDP adoption process and section 29 describes the process to be followed.

The IDP is a municipality’s principal strategic planning instrument which deals with the most critical development needs and opportunities of the municipal area (external focus) as well as the most critical governance needs of the organization (internal focus )

4. EXECUTIVE MANAGEMENT STRUCTURE

4.1 MUNICIPAL STRUCTURES Section 51 of the Municipal Systems Act 32 of 2000 requires a municipality to establish and organize their administration in a manner that would enable them to: i. Address the needs of the local community ii. Creating a culture of accountability for public service; iii. Be performance orientated, focusing on the objects of local government (s152 of the Constitution).

The basic functions of a municipality, as mandated by the Constitution, was taking into consideration when the organizational structure of Kamiesberg Municipality has been compiled. The structure is in process of reviewing and should be tabled before Council for approval and implementation efective in the 2017/18 financial year. The current structure comprises of the following departments:(attached): ➢ Office of the Mayor ➢ Office of the Municipal Manager ➢ Department Finance ➢ Department Corporate Services ➢ Department Technical Services ➢ Department Local Economic Development

These departments have a head of Department and they report directly to the Municipal Manager: • Finance • Infrastructure • LED • Corporate

TOP ADMINISTRATIVE STRUCTURE Functions:

-Strategic planning -Municipal management -Financial Management -LED

-Public Relations

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

TIER 1 MUNICIPAL MANAGER Rufus C Beukes Section 54A appointment

TIER 2 Manager: Corporate Services Vacant Section 56 appointment

Functions:

-General Administration -Secretariat -Legal Matters -Human Resource and -Labour Relations -Cleaning Services -Property Management -Occupational Health &Safety -Town Planning/LUM/GIS -Billboards TIER 2 Functions: -Financial Management -Municipal Valuations -Assets Management

MANAGER: Chief Financial Officer Section 56 appointment Tumelo Diphokoje

Functions: -Building Regulations -Storm water management -Municipal Roads -Public Works and asset maintenance -Fleet & Engineering maintenance -Municipal Infrastructure -Disaster Management

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

TIER 2 MANAGER: Head of Technical Services Fredric A Links Section 56 Appointment

Note: *Since May2014 the Municipality performs without a LED Manager. *Denotes officials on fixed term performance contracts reporting to the Municipal Manager under the Municipal Systems Act Section 57.

EXECUTIVE SUMMARY A. VISION The Establishment of a Climate Change Orientated and Economically Viable Lifestyle Through Sustainable Growth. B. MISSION

To Provide Affordable Quality Services, Alleviate Poverty, and Facilitate Social and Local Economic Development through Comprehensive Rural Development of the Kamiesberg Municipality. C. VALUE STATEMENT

Kamiesberg Municipality embraces the notion of Developmental Local Government. In order to fulfil this believe, we subscribe to the following values: • Integrity and Transparency • Equity and Dignity

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

• Service Excellence • Morality and Honesty • Commitment and Respect • Compassion and Professionalism • Conservation, Climate Change Response and responsible Development

D. DEMOGRAPHIC PROFILE OF THE MUNICIPALITY Area: 14 210km². The Kamiesberg Local Municipality is a Category B municipality situated within the Namakwa District in the Northern Cape Province. It is one of the smaller municipalities of the six that make up the district. Kamiesberg Local Municipality provides services to 16 small towns – Kamassies Rooifontein, Nourivier, Leliefontein, Paulshoek, Kamieskroon, Kharkams, Tweervier, Koiingnaas, Kheis, Soebatsfontein, Spoegrivier, Klipfontein, Garies, Hondeklipbaai and Lepelfontein. The nearest business centre is Springbok 120km away. The municipality spans three topographic zones: from the sandy coastal lowlands (Sandveld) to the mountainous central Kamiesberg escarpment (Hardveld), and to the eastern plateau of Bushmanland. There are no perennial rivers in the area. Water is obtained from subterranean sources. Some of the water is pumped up by windmills, but most of the water to the communal areas comes from natural springs. Many of these springs are semi-perennial and the salt content of the water can vary from year to year, causing problems. Four main types of vegetation are found in the area: Mountain Renosterveld, Succulent Karoo, False Succulent Karoo and Namaqualand Broken Veld. However, overall plant life is in a deteriorating state and non-edible, undesirable and poisonous vegetation is taking over.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

The Map indicates the location of the Municipality in the District Municipal area

E. POWERS AND FUNCTIONS OF THE MUNICIPALITY INTRODUCTION AND PURPOSE

In practice the IDP is a comprehensive strategic business plan for the Municipality over the short and medium term. According to the Municipal Systems Act, every Council has to prepare its own IDP which will guide them for the five years that they are in office. The IDP is therefore linked to the term of office of councilors. The IDP should be reviewed annually and is the principal strategic planning instrument that guides and informs all planning, budgeting, management and decision-making in a municipality. It is a tool for bridging the gap between the current reality and the vision of satisfying the needs of the whole community in an equitable and sustainable manner. Integrated development planning will enable municipalities to develop strategic policy capacity to mobilize resources and to target their activities. The purpose of integrated development planning is faster and more appropriate delivery of services and providing a framework for economic and social development in a municipality. A range of links exist between integrated development planning and its developmental outcomes, which have great relevance, in particular in a context of financial crisis of municipalities, urgency of service delivery, and employment generation. Integrated development planning can contribute towards eradicating the development legacy of the past, making the notion of developmental local government work and fostering co-operative governance. Therefore, the Kamiesberg Local Municipality’s 4’th generation Integrated Development Plan (IDP) provides a framework to guide the municipality’s planning and budget over the course of a set legislative time frame. The IDP seeks to support sustainable development of the

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

municipal area and its communities through integration and balancing of the economic, ecological and social factors which influence development.

F. PROCESS FOLLOWED TO DEVELOP THE IDP SUMMARY of the PROCESS PLAN

Table of Contents 1. Introduction ...... 2. Legal Framework - IDP and Budget Process Plan ...... 3. Purpose of and reporting against the IDP and Budget Process Plan ...... 4. Mediums / Methods of informing stakeholders in the IDP and Budget process ...... 5. Roles and Responsibilities ...... 6. Table 1: Roles and Responsibilities within the municipality ...... 7. Table 2: Distribution of roles and responsibilities between the municipality and external role players ...... 8. KAMIESBERG MUNICIPALITY ...... 2018/19 IDP AND BUDGET PROCESS TIME-SCHEDULE ......

1. Introduction

The Integrated Development Plan (IDP) is the municipality’s principal strategic planning document. The IDP articulates to the community projects the current council will be targeting to achieve during its 5 year term. It is therefore important that the IDP demonstrates how the municipalities’ projects, programmes and activities are coordinated and integrated, both internally between directorates and externally between stakeholders, vested interest groups and other spheres of government. The IDP must ultimately enhance integrated service delivery and development and promote a sustainable, integrated community in the municipality. The IDP provides a view of the complete basket of services which the municipality provides, bearing in mind that communities cannot be developed in a fragmented manner. The priorities identified in the IDP ultimately become the key strategic plan of the municipality and inform the financial planning and budgeting process to be undertaken. This document discusses and outlines the activities which the municipality will undertake to review the existing IDP and budget, and development of the 2017/18 IDP review, Budget and Service Delivery and Budget Implementation Plan (SDBIP). It is fundamental that citizen involvement is increased through municipal driven structures such as Ward Committees and various representative forums. The document sets-out how the municipality intends to engage the community during the upcoming budget process. It is important to bear in mind that the end result of the IDP process is not only to produce an updated IDP document, Budget and SDBIP but the actual implementation of projects and service delivery which will ultimately improve the conditions in which the people of Kamiesberg Municipality live daily. This document is the municipal council’s policy tool to guide the administration and council on when what must take place to ensure a credible and relevant budget process.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

2. Legal Framework - IDP and Budget Process Plan1

Section 28(1) of the Municipal System Act, (Act 32 of 2000) (the MSA) requires the municipal council to adopt a process, in writing, to guide the planning, drafting and review of its IDP. Sections 21 and 53 of the MFMA make the Mayor of the municipality responsible to co-ordinate and integrate the processes of (i) preparing the annual budget and SDBIP and (ii) reviewing the IDP. The MFMA requires that the Mayor tables the time schedule outlining the key activities in the budget process to Council for approval. This must annually be completed by the latest on 31 August of each year ((at least ten (10) months before the start of the budget year). The budget process plan, immediately after its approval must be submitted in hard and electronic copies to: • the National Treasury ([email protected]); • the Northern Cape provincial treasury ([email protected]) ; and • the Department of Cooperative Government and Traditional Affairs (COGTA).

This document outlines the programme Kamiesberg Municipality will follow during 2017/18 and provides detail on the issues required in the MSA and MFMA. A process plan must include the following: ❖ A programme specifying time-frames for the different steps; ❖ Outline mechanisms, processes and procedures for consultation of the community, organs of state, traditional authorities and role-players; ❖ A consultation process for price increases of bulk resources (water, electricity, etc.); ❖ Identify all plans and planning requirements binding on the municipality; ❖ Be consistent with any other matters prescribed by legislation.

3. Purpose of and reporting against the IDP and Budget Process Plan

1 To ensure minimum quality standards during the IDP process and a proper coordination between and within the spheres of government, the preparation of the planning process is regulated by the MSA. Section 28 of the MSA stipulates that; ❖ Each Municipal Council must adopt a process, in writing, to guide the planning, drafting, adoption and review of the IDP. ❖ The municipality must through appropriate mechanisms, processes and procedures established in terms of Chapter 4, consult the local community before adopting the process. ❖ A municipality must give notice to the local community of particulars of the process it intends to follow.

Section 29(1) of the MSA requires that the process must;

❖ be in accordance with a predetermined programme specifying timeframes for the different steps;

❖ through appropriate mechanisms, processes and procedures allow for the local community to be consulted on its development needs and priorities, allow the local community to participate in the drafting of the IDP, and allow organs of state, including traditional authorities, and other role players to be identified and consulted on the drafting of the IDP; ❖ provide for the identification of all plans and planning requirements binding on the municipality in terms of national and provincial legislation.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

The purpose of the process plan is to indicate the various planned activities, strategies and timeframes to compile the IDP for the five year cycle, the budget for 2018/2019 and the two outer years including the SDBIP. The process plan aims to ensure integration and alignment between the IDP, Budget and SDBIP, thereby ensuring the development of an IDP based Budget. It fulfils the role of a business plan or an operational framework for the IDP outlining the manner in which the IDP process will be undertaken. In addition, it identifies the activities in the process around the key statutory annual operational processes in the budget, SDBIP and IDP compilation, performance management implementation and the adoption of the municipality’s annual report. The IDP and Budget processes are two distinct but integrally linked processes which must be coordinated to ensure that the IDP and budget related policies and the final budget and SDBIP are consistent and credible. Experience has taught us that deviation from the approved time schedule may occur due to unforeseen events and circumstances which are beyond the control of the municipal council and the administration. This may require adjustment to the timeframes to ensure that the execution of the process remains practical and that all legislative requirements are adhered to. 4. Mediums / Methods of informing stakeholders in the IDP and Budget process The following mediums/methods can be used to inform or communicate to stakeholders at any point in time during the process: ▪ Road shows and meetings ▪ Newspaper Publications ▪ Flyers, Posters and Pamphlets ▪ Ward Committee meetings ▪ CDW involvement – To give feedback/information 5. Roles and Responsibilities

One of the prerequisites of a well organised IDP process is for all role players to be fully aware of their own as well as other role player’s responsibilities. Tables 1 and 2 below outline a brief description thereof.

6. Table 1: Roles and Responsibilities within the municipality ROLE PLAYERS ROLES AND RESPONSIBILITIES ➢ Approve and adopt the process and framework plans as well as IDP Council and budget ➢ Monitor the implementation and approve any amendments of the plan when necessary. ➢ Consider the IDP and Budget timetable and Process Plan and submit to Council for approval annually by latest 31 August. ➢ Overall political guidance, management, coordination and monitoring of the IDP and budget process (MFMA section 53). ➢ Establish a budget steering committee as envisaged in the Municipal Mayor and Finance Budget and Reporting Regulations (MBRR) (Regulation 4). Committee ➢ Chair the budget steering committee. ➢ Assign and delegate responsibilities in this regard to the Municipal Manager. ➢ Submit the draft IDP, budget and SDBIP to Council for community consultation and approval. ➢ Submit final IDP and Budget to Council for adoption. ➢ The Mayor must approve the final SDBIP within 28 days after the

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

approval of the budget. ➢ Co-ordinate plans and timetables for the Budget. ➢ Exercise close oversight on the IDP, Budget and SDBIP preparation. ➢ Ensure and drives political engagement with the province and national departments on unfunded or under-funded mandates. ➢ Escalate community priorities and requests (relating to national and/ or provincial mandates) formally, in writing, to the relevant national/ provincial organs of state – follow-up and coordinate that feedback to the community is provided. ➢ Form a link between the municipality and residents. ➢ Link the IDP, Budget and SDBIP process to their respective Wards. ➢ Assist in the organising of public consultation and participation. ➢ Explain and engage the community during the process. Ward Councillors / ➢ Monitor the implementation of the IDP, budget and SDBIP with respect to their particular wards. Ward Committees ➢ Encourage residents to take part in the IDP process. ➢ Provide feedback to the community during and AFTER APPROVAL of the IDP, budget and SDBIP. Especially on community priorities that could not be accommodated and the reasons for such, including when or how it will be addressed in future. ➢ Managing and coordinate the entire IDP process as assigned by the Mayor. ➢ Fulfil the duties of Accounting Officer as set out in Sections 68 and 69 of the MFMA, Act 56 of 2003. Municipal Manager ➢ Ensure that the budget is prepared in the prescribed format and includes the minimum prescribed information and in the sequence prescribed (MFMA and Municipal Budget and Reporting Regulations (MBRR)). ➢ Certifies and signs-off that the budget does meet the minimum quality and content requirements (MFMA and MBRR). ➢ Prepare IDP process plan and monitor the timeously implementation thereof. ➢ Day to day management and coordination of the IDP process. ➢ Ensure stakeholder engagement in the IDP process by organising and setting up meetings for engagement. ➢ Ensure that the IDP process is participatory and that planning is ward-based oriented. Respond to public and MEC comments on Draft IDP. ➢ Compilation of a comprehensive IDP document that complies with all legislator requirements. ➢ .Amend the IDP document in accordance with the comments of the IDP Office MEC. ➢ Assist the Speaker to coordinate the process of establishing ward committees. ➢ Responsible for logistical arrangements pertaining to ward committee meetings. ➢ The responsibility to meet regularly with the ward committees to ensure appropriate communication with the communities through the ward committee structure. ➢ The responsibility to ensure that representations made through the ward committees and ward councillors are channelled to the appropriate structures/functionaries for further attention/information. ➢ To provide the administrative support to ward committees.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

➢ To coordinate within the administration and prepare a consolidated formal document of the community needs/ requests (relating to national/ provincial mandates) that arose during community engagements. This must be provided to the Mayor for escalation to national/ provincial organs of state. ➢ Provide relevant technical, sector and financial information analysis. ➢ Provide technical expertise in consideration and finalisation of strategies and identification of projects. Head of Departments ➢ Provide departmental, operational and capital budgetary information. ➢ Preparation of project proposals, integration of projects and sector programmes. ➢ Refinement and quality check of IDP document to ensure IDP – Steering compliance with legislation. Committee ➢ Consist of Municipal Manager, Senior Management/Directors, IDP Manager/Office, and Speaker. And/or ➢ To provide technical assistance to the mayor in discharging the responsibilities set out in Section 53 of the MFMA. Budget – Steering ➢ Consist of the portfolio Councillor for Financial matters, the Committee Municipal Manager, Chief Financial Officer, Senior Managers/Directors and any technical experts on infrastructure, the manager responsible for budgeting and manager responsible for planning. ➢ Provide an organisational mechanism for discussion, negotiation and decision making between stakeholders. ➢ Represents the interest of their constituencies in the IDP process. IDP Representative ➢ Monitors the performance of the planning and implementation Forum process. ➢ Comprises of the Mayor, Councillors, Ward Committees, Municipal Manager, Directors, representatives of various sectors, NGO’s, Government Departments and specialised community members.

7. Table 2: Distribution of roles and responsibilities between the municipality and external role players ROLE PLAYERS ROLES AND RESPONSIBILITIES ➢ Approve the IDP, budget and SDBIP. ➢ Undertake the overall planning, management and coordination of the IDP and budget process. Kamiesberg ➢ Consider comments of the MEC’s for local government and finance, Municipality the National Treasury and/ or provincial treasury and other national and/ or provincial organs of state on the IDP, budget and SDBIP and adjust if necessary. ➢ Ensure linkage between the Budget. SDBIP and IDP. Local Residents, ➢ Represents interest and contributes knowledge and ideas in the IDP Communities and process by participating in and through the ward committees. Stakeholders ➢ Keep constituencies informed on IDP activities and outcomes. ➢ Ensure alignment of the IDP between the municipality and the district municipality (Integrated District and Local Planning). Namakwa District ➢ Preparation of joint strategy workshops between municipality, Municipality provincial and national government. Provincial ➢ Ensure horizontal alignment of the IDP between the municipality

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

Government and the District municipality. ➢ Ensuring vertical and sector alignment between provincial sector departments/ provincial strategic plans and the IDP process at local/district level. ➢ Ensure efficient financial management of Provincial grants. ➢ Monitor the IDP and budget progress. ➢ Assist municipalities in compiling the IDP and budget. ➢ Coordinate and manage the MEC’s assessment of the IDP. ➢ Provincial Treasury must provide views and comments on the draft budget and any budget-related policies and documentation for consideration by council when tabling the budget. ➢ Conduct Medium Term Revenue and Expenditure Framework (MTREF) budget and IDP assessments. ➢ Contribute sector expertise and knowledge. Sector Departments ➢ Provide sector plans and programmes for inclusion in the IDP and budget. ➢ National Treasury issues MFMA Circulars and guidelines on the manner in which municipal councils should process their annual budgets, including guidelines on the formation of a committee of the National Government council to consider the budget (Section 23(3) of the MFMA). ➢ National Treasury issues guidance and provide support to the provincial treasury to assess the budget, SDBIP and integrations/ links of the budget with the IDP.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

CHAPTER 1. SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

STRATEGIC OBJECTIVE To provide and maintain superior decentralized consumer services ( Water, sanitation, roads , storm water, waste management and electricity )

INTENDED OUTCOME Water infrastructure has been improved in villages such as: Lepelfontein, Kheis,Rooifontein,Paulshoek,Kamieskroon and Garies Electricity supply in all towns.

Kamiesberg Municipality has a total number of 16 water schemes under its area of jurisdiction and applies innovative technologies at these schemes which range from osmosis/desalination, boreholes and surface water schemes. These systems ensure a high quality of drinking water to all residents. Water is supplied to all formal households, businesses; neighbouring farms.

The quality of the drinking water supply in the Kamiesberg Municipal area is tested monthly by the Namaqua District Municipality and the quality is constantly above the national norms.

During the past heavy Drought Season, we were unable to supply water to the major towns within our municipality. We apply for funding from the Department of Water and Sanitation and that bring part time relief for us.

WATER Kamiesberg Municipality is an accredited Water Service Authority in terms of the National Water Act ( Act 36 of 1998 ) and provides potable water to all towns and settlements under its area of jurisdiction.

STATUS OF THE WATER SERVICE DEVELOPMENT PLAN Our current Water service Development Plan has to be reviewed. The main objective of the plan was to ensure and assist in effective planning and communication by the Water Service Authority and to assist in the effective monitoring and evaluation. NATIONAL TARGET All households within Kamiesberg Municipality received 2kl of water free in terms of the municipalities Indigent Policy. Kamiesberg Municipality has a total number of 16 water schemes under its area of jurisdiction and applies innovative technologies at these schemes which range from osmosis/desalination, boreholes

KAMIESBERG MUNICIPALITY 4th GENERATION IDP and surface water schemes. These systems ensure a high quality of drinking water to all residents. Water is supplied to all formal households, businesses; neighbouring farms.

The quality of the drinking water supply in the Kamiesberg Municipal area is tested monthly by the Namaqua District Municipality and the quality is constantly above the national norms.

• Number / Percentage of households without access to water, with below standard access and with access. 88 households have no water metres on their plots

• Areas / Settlements without access in terms of the basic services standards and reasons for lack of services ( e.g no reticulation infrastructure, no bulk infrastructure etc. ) WARD 1 Name of Number of Service Level Intervention settlement Household required Above RDP Below RDP No water meters on the plot. Hondeklipbaai 218 202 16 16 Koingnaas 161 151 10 10 Soebatsfontein 86 51 35 35 Kamieskroon 255 255 0 0 Spoegrivier 186 184 2 2

WARD 2 Name of Number of SERVICE LEVEL Intervention Settlement Household Required Above RDP Below No water RDP metres on the plot Garies 425 0 Klipfontein 187 180 7 0 Lepelfontein 129 129 0 0

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WARD 3 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL Kharkams 394 353 21 0 Tweerivier 86 65 20 0 Kheis 161 155 6 6

WARD 4 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL Paulshoek 146 146 0 0 Leliefontein 226 220 6 6 Nourivier 185 Rooifontein 126 134 3 3 Kamassies 107

SANITATION WARD 1 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL Hondeklipbaai 218 194 44 44 Koingnaas 161 161 0 0

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

Soebatsfontein 86 71 71 25 Kamieskroon 202 177 25 25 Spoegrivier 186 167 19 19

WARD 2 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL Garies 425 Klipfontein 187 187 0 0 Lepelfontein 129 109 20 20

WARD 3 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL Kharkams 394 389 5 5 Tweerivier 86 82 4 4 Kheis 161 158 3 7

WARD 4 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL Paulshoek 146 133 13 13 Leliefontein 226 226 0 0 Nourivier 185 173 12 12 Rooifontein 123

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

Kamassies 107

A total of 149 Households have no access to any form of sanitation within our municipality, therefore business plans are completed and submit for funding to eradicate the backlog. WASTE MANAGEMENT STATUS OF THE INTEGRATED WASTE MANAGEMENT PLAN We have an Integrated Waste Management Plan, however it expired during 2019 and therefore needs to be revive. The objective of the plan is to integrate and optimize waste management, in order to maximize efficiency and minimize associated environmental impacts and financial costs, and to improve the quality of life of all residents within the Kamiesberg Municipality. • Percentage of People accessing to the Service All households have access to refuse removal, • Strategies employed to reduce, re – use and recycle All Landfill Sites in our area are registered except the one’s of Garies and Hondeklipbaai: Funding was avail through the Department of Environmental Affairs for the establishment of Landfill site in both these towns. WASTE REMOVAL WARD 1 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL Hondeklipbaai 218 218 0 0 Koingnaas 161 161 0 0 Soebatsfontein 86 86 0 0 Kamieskroon 202 202 0 0 Spoegrivier 186 186 0 0 WARD 2 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

Garies 425 425 0 0 Klipfontein 187 187 0 0 Lepelfontein 129 129 0 0 WARD 3 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL Kharkams 394 394 0 0 Tweerivier 86 86 0 0 Kheis 161 161 0 0

WARD 4 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL Paulshoek 146 146 0 0 Leliefontein 226 226 0 0 Nourivier 185 185 0 0 Rooifontein 126 126 0 0 Kamassies 107 107 0

WASTE DISPOSAL To give effect to the strategic objective of Kamiesberg Municipality to provide infrastructure for basic services and ensuring a safe and healthy environment, Council has made considerable investment in its infrastructure development programme. That is why good sanitation services exist in the municipal area where the majority of the residential areas have waterborne sanitation. However, some areas still rely on septic tanks and ventilated pit latrines, notably the smaller towns around Garies. The servicing of septic tanks becomes increasingly demanding during the peak holiday season and require more frequent emptying. The municipality does not have adequate capacity and resources available to cope with such demand. More than 39 % of households had access to flush toilets, flush septic tanks or chemical toilets in 2011. This figure can certainly improve to eradicate the backlogs and provide equal access to basic sanitation services to all households in the Kamiesberg if more funding can be secured from national & provincial government in this regard

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

ELECTRICITY AND ENERGY Electricity reticulation means bulk supply of electricity, which includes for the purposes of such supply, the transmission, distribution and, where applicable, the generation of electricity, and also the regulation, control and maintenance of the electricity reticulation network, tariff policies, monitoring of the operation of the facilities for adherence to standards and registration requirements, and any other matter pertaining to the provision of electricity in the municipal areas. The Kamiesberg Municipality adopted a free basic service policy by which 50 kilowatts of electricity is given free to all indigents.

PROVISSION OF ENERGY

Kamiesberg Municipality, as the distributor, supplies consumers within the licensed area of supply. The distribution of electricity within the municipal area is governed further by distribution licences with NERSA, which regulate the areas to which the municipality may distribute electricity. According to the licence the distribution area includes: Rooifontein, Garies, Kamasies, Nourivier, Kamieskroon, Paulshoek, Klipfontein, Spoegrivier, Hondeklipbaai, Soebatsfontein, Kheis and Lepelsfontein and excludes Kharkams, Tweerivier and Leliefontein.

WARD 1 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL Hondeklipbaai 218 238 5 5 Koingnaas 161 161 0 0 Soebatsfontein 86 93 1 1 Kamieskroon 202 242 0 0 Spoegrivier 186 186 4 4 WARD 2 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL Garies 425 Klipfontein 187 186 1 1 Lepelfontein 129 134 4 4

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

WARD 3 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL Kharkams 394 369 5 8 Tweerivier 86 85 1 1 Kheis 161 155 6 6

WARD 4 NAME OF NUMBER OF SERVICE LEVEL INTERVENTION SETTLEMENT HOUSEHOLD REQUIRED ABOVE BELOW NO RDP RDP SERVICE AT ALL Paulshoek 146 152 3 Leliefontein 226 220 6 Nourivier 185 138 3 Rooifontein 126 134 3 Kamassies 107 112 0

ROADS In the budget speech the MEC announce that provisions is made for the 3rd phase of the Hondeklipbaai Road: “Honourable Members, we will continue with the Phase 5 of the Hotazel-Tsineng road in the 2017/18 financial year in partnership with South 32 mining group as well as prioritise the construction of phase 3 of the Hondeklipbay project, which will provide the communities of Klipfontein and Hondeklipbaai access to amenities such as school and clinics and further support tourism in the area where people will easily access the Namaqua National Park and Spoeg River”. We further prioritised the tar of the road from Kamieskroon via Nourivier, Leliefontein, Paulshoek, Kheis up to Garies. This will boosted service delivery to the communities of Kheis, Paulshoek, Leliefontein, Nourivier, Rooifontein and Kamassies. It will also have a huge impact on our tourism industry and agricultural sector.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

HOUSING The overall majority of the population resides in formal dwelling structures, with 0.64% of households in informal dwellings and 0.76% in traditional housing. The rural nature of the area makes it very costly to build housing mainly due to the vastness of the area and the municipality therefore has tended to concentrate in the built up areas where the cost of service delivery in terms of bulk services is more sustainable, also from a revenue generation perspective. The provision of affordable housing units remains a high priority for the municipality in order to restore the dignity of poor people and provide them with proper shelter.

Household Dwelling Unit Type Very Formal 1090 Formal 2330 Informal 26 Traditional 22 Other Dwelling Type 44 TOTAL 3510

Kamiesberg is in need of town planning, survey of erven in the following communities

1. Hondeklipbaai 50 erven 2.Spoegrivier 20 erven 3.Soebatsfontein 20 erven 4.Paulshoek 10 erven 5.Kammasies 20 erven 6.Garies 30 erven 7.Kamieskroon 30 erven 8.Rooifontein 20 erven 9.Kharkams 30 erven 10. Nourivier 20 erven 11. Kheis 20 erven

HEALTH SERVICES ACCESS to HEALTH FACILITIES We have 10 satellite clinics and one community health centre located as follows:

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

- Garies – Formal Clinic and a Community Health Centre - Kharkams – Formal Clinic - Leliefontein – Formal Clinic - Kamieskroon – Formal Clinic - Hondeklipbaai – Formal Clinic - Kheis – Satellite Clinic ( In Community Hall ) - Klipfontein – Satellite Clinic ( In Community Hall ) - Tweerivier – Satellite Clinic ( In Community Hall ) - Spoegrivier – Satellite Clinic ( In Community Hall ) - Soebatsfontein – Satellite Clinic ( In Community Hall ) - Lepelfontein – Satellite Clinic ( In Community Hall ) - Paulshoek – Satellite Clinic ( In Community Hall ) - Nourivier – Satellite Clinic ( In Community Hall ) - Rooifontein – Satellite Clinic ( In Community Hall ) - Kamassies - Satellite Clinic ( In Community Hall )

HEALTH HUMAN RESORCE CAPACITY According to the Department of Health, Namaqua District the six (6) facilities have 14 professional nurses of whom 2 are doing there one year community services, and they serve all clinics in the area. They are based at the following facilities. Joe Slovo - ( 7 professional nurses ) Garies Clinic – ( 2 professional nurses ) Kharkams – ( 2 professional nurses of whom 1 is doing her Community Service Year ) Kamieskroon – ( 2 professional nurses of whom 1 is doing her Community Service Year Leliefontein – (1 professional nurse ) Hondeklipbaai – (1 professional nurse ) The distances between towns and the availability of vehicles also complicate the frequency with which clinic services can be provided. FREQUENCY OF CLINIC SERVICES TO SATELITE CLINIC’s • Garies Clinic to – Kheis, Klipfontein and Lepelsfontein

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

• Kharkams Clinic to – Spoegrigvier and Tweerivier ( Once a weak ) • Kamieskroon Clinic to – Kamassies, Rooifontein and Nourivier ( 2 x a weak ) • Hondeklipbaai Clinic to – Soebatsfontein • Leliefontein Clinic to – Paulshoek • Koiingnaas – There is a clinic which belongs to the municipality. Unfortunately it is not in use and the people go to Hondeklipbaai if they want clinic service.

EDUCATION LOCALITY TEACHERS LEARNERS NEUTRITION PROGRAM Hondeklipbaai ( Marais Gedenk) 5 Teachers Gr R – Gr 7 Yes Primary School plus 1 Gr R 76 learners practitioner Koingnaas Soebatsfontein Spoegrivier Meth Primary School 3 Teachers Gr R – Gr 6 Yes 1 Gr R 68 learners practitioner Kamieskroon Garies ( J J Lambrecht ) Primary School 9 Teachers Gr R – Gr 7 Yes 1 Gr R 209 learners practitioner Garies High School Klipfontein Meth Primary School 3 Teachers Gr 1 – Gr 7 Yes 81 learners Lepelfontein 2 Teachers Gr 1 – Gr 6 Yes 28 learners Kharkams Combined School 21 Teachers Gr R – Gr 12 Yes 1 GR R 545 learners practitioner Kharkams ECD Centre 66 learners Yes

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

3 practitioners 3 assistant practitioners Kheis Meth Primary School 3 Teachers Gr R – Gr 7 Yes 1 practitioners 115 learners Tweerivier Meth Primary School 2 Teachers Gr 1 – Gr 6 Yes 1 Practitioner 28 learners 12 ECD participants Paulshoek Meth Primary School 2 Teachers Gr R – Gr 6 Yes 1 Practitioner 49 learners Leliefontein Intermediêre School Nourivier Meth Primary School 3 Teachers Gr 1 – Gr 6 Yes 44 learners Rooifontein ( Norap Primary School )

SAFETY AND SECURITY The objective of Safety and Security is to provide a safe environment for the residents in the municipal area and to ensure the safety of the personnel of the municipality through effective and efficient operationalisation of all relevant plans in conjunction with public safety. We do not have a full time dedicated fire service. It does, however, offer fire fighting services with municipal staff trained in fire fighting skills. All towns do have fire fighting equipment. Disaster management is a district function and the Namakwa District Council maintains a District Disaster Management Centre. Traffic Services is rendered by the Northern Cape Provincial Government, in the area.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

CHAPTER 2. PUBLIC PARTICIPATION AND GOOD GOVERNANCE

STRATEGIC OBJECTIVE

▪ Promotion of Local Economic Development with specific focus on shared growth. ▪ To create an enabling environment for economic growth in Kamiesberg that attracts investors, encourages innovation and facilitate pro-poor intervention ▪ To ensure a municipality that is committed to an innovative approach, prudent investment of public funds, good governance, financial viability and optimal institutional transformation that accommodates diversity in service delivery ▪ To develop socially integrated, safe and healthy communities ▪ To ensure ecological integrity and climate response through sustainable practices. ▪ To develop progressive strategies to optimize the use of available human resources ▪ To facilitate real opportunities for youth, women, and disabled and appropriate care for the aged ▪ To provide and maintain superior decentralized consumer services (Water, sanitation, roads, storm water, waste management and electricity). ▪ Reduction of infrastructure backlogs i.e. human settlement, water, roads, electricity etc. ▪ To ensure compliance as prescribed by relevant legislation.

INTENDED OUTCOME Through our Strategic Objectives and the 5 Local Government Key Performance Areas, the municipality will always strive to achieve its developmental mandate. The following are the five local governments KPA’s:

▪ Institutional Capacity and Municipal Transformation ▪ Basic Service and Infrastructure Development ▪ Financial Viability ▪ Local Economic Development

Public Participation and Good Governance. Governance Structures: AUDIT COMMITTEE The Kamiesberg Municipality did not have its own committee but make use of a shared committee of the District Municipality. The committee consist of the following members: • Mr G Maarman • Mr F Rootdman • Mr F van den Heever Functions of the Committee • To advise the municipal council, the political office - bearers, the accounting officer and the management staff of the municipality, or the board of directors, the accounting officer and the management staff of the municipal entity, on matters relating to - (1) Internal financial control and internal audits;

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

(2) Risk management; (3) Accounting policies; (4) The adequacy, reliability and accuracy of financial reporting and information; (5) Performance management; (6) Effective governance; (7) Compliance with this Act, the Annual Division of Revenue Act and any other applicable legislation; (8) Performance evaluation; and (9) Any other issues referred to it by the municipality or municipal entity; ( b ) Review the annual financial statements to provide the council of the municipality or, in the case of a municipal entity, the council of the parent municipality and the board of directors of the entity, with an authoritative and credible view of the financial position of the municipality or municipal entity, its efficiency and effectiveness and its overall level of compliance with this Act, the annual Division of Revenue Act and any other applicable legislation; ( c ) Respond to the council on any issues raised by the Auditor – General in the audit report; ( d ) carry out such investigations into the financial affairs of the municipality or municipal entity as the council of the municipality, or in the case of a municipal entity, the council of the parent municipality or the board of directors of the entity may request; and ( e ) perform such other functions as may be prescribed.

MPAC COMMITTEE

To exercise oversight over the executive functionaries of council and to ensure good governance in the municipality.

This function is shared within the Namakwa District Municipality. Councillor M Rooi is the representative of our municipality to the District MPAC.

MUNICIPAL WARD COMMITTEES

DEFINITION OF WARD COMMITTEES

Ward committees are an exciting way of achieving objectives and aims of developmental local government as outlined in the Constitution of the Republic of South Africa, 1996. The objective of a ward committee is to enhance participatory democracy in local government. A Forum for deliberative democracy through: -

• Faster access to information • Instant clarification about programmes • Awareness building • Fosters feeling of self-management • Transparency in administration • Proper harnessing of local resources

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

• Involvement/Quick decision making • Sense of ownership • Better planning ascertaining local needs and requirements • Social Audit, • Accountability, • Closer monitoring and evaluation of service delivery RELEVANT LEGISLATION

•The Constitution of the Republic of South Africa, 1996-Chapter 7 Section 152 •The Local Government: Municipal Structures Act, 1998 -Sections 73 and 74. •The Local Government: Municipal Systems Act, 2000- Chapter 4 •The National Guidelines for the Establishment and Operation of Municipal Ward committees, 2005 • Public Participation policy of the KAMIESBERG MUNICIPALITY.

ESTABLISHMENT OF WARD COMMITTEES

The Kamiesberg Ward committees will be made up of elected members of a particular Ward within Kamiesberg local Municipality. Ward Councillor shall convene a constituency’s meeting. The Kamiesberg Speaker will conduct elections to ensure that they are independent. Ward committee can have up to 10 members through call for nominations and voting. Ward committee should be representative of all interest groups e.g. women, youth, disabled. In the case of death or resignation of a ward committee member, the Kamiesberg Speaker will convene a meeting of that particular ward for a replacement by following the procedures and processes of electing a ward committee. ROLE OF WARD COMMITTES

The Kamiesberg Municipality ward committee’s role is as follows: - • Increase the participation of local residents in Municipal decision making. • Represent the local ward and are not politically aligned. • Should be involved in the Integrated Development Planning process, Municipal performance management, annual Budget, Council projects and other key activities and programmes. • Can identify and initiate projects to improve the lives of the people in the ward. • Can support the Ward Councillor in dispute resolutions. • Monitoring of the performance of the Municipality and raise issues of concern for the ward. • Assist with community awareness campaigns e.g. Waste, water and sewerage, payment of fees and charges, etc. The Municipality consist of 4 Wards, and Ward Committees are established in each ward. WARD 1 Name of Town Councillor Ward Committee Members Geraldine Fortuin HONDEKLIP BAY George Strauss Piet Claasen Soebatsfontein Adriaan Steenkamp Councillor: Leonard Peterson Magrieta Lewis Spoegrivier ( ANC ) Jacobus Lewis Kamieskroon Gerald Engelbrecht

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

Piet Smit Hendrika Serion

WARD 2 Name of Town Councillor Ward Committee Member Ruben D Cloete Alvina J Klaase Garies Jane Adams Councillor: Magdalene C Rooi Derrick R Maarman ( ANC ) Willie K Klaase Klipfontein Abraham Koordom Sanna Cloete Lepelfontein Antjie Jass Eva Owies Rachel G C Cloete

WARD 3 Name of Town Councillor Ward Committee Member Kharkams Tania L Cloete Johanna Stewe Gerda Witbooi Cathy Cupido Tweerivier Christana Klaase Councillor: Susarah C Nero Valerie Cloete ( ANC ) Rolanda Cloete Kheis Lizzy Maarman Stella Williams George Sias

WARD 4 Name of Town Councillor Ward Committee

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

Member Kamassies Johanna Beukes Werner Katzen Rooifontein Belinda Meissenheimer Simon Beukes Nourivier Councillor: Mervin J Cloete Mariana Beukes - Joseph ( ANC ) Lilian Brandt Leliefontein Doughlas Engelbrecht Gerrit Brandt

COUNCIL COMMITTEES

Full Council

Municipal Public Accounts Commitee

Finance Infrastructure &Administration &Development

Committee Committee

COUNCILLORS

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

Mayor: Susarah C Nero (Councillor Ward 3)

Leonard Petersen (Councillor Ward 1) Magdalene C Rooi(Councillor Ward 2 )

Mervin J Cloete (Councilor Ward 4 )

( Marietjie Hanekom Proportional: DA)

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

( Angeline Engelbrecht: Proportional: DA )

Hendrik Steenkamp (Proportional : EEF )

Finance and Administration Committee Susarah C Nero (Chairperson) H Steenkamp M C Rooi M Hanekom

Infrastructure and Development Committee Mr L Petersen (Chairperson) Mr Mervin J Cloete A Engelbrecht

SUPPLY CHAIN COMMITTEES ( SCM )

• Evaluation Committee • Heinrich Cloete (Chairperson) • Veronica Cloete

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

• John Ellis • Melisha Nero • Adjudication Committee • Tumelo Dipokhoje (Chairperson) • Monique Links

• Sarah Cloete

MANAGEMENT AND OPERATIONAL SYSTEMS MUNICIPAL RISK MANAGEMENT Risk Management is a central part of any organization’s strategic management, it is the process whereby an organization both methodically and intuitively addressed the risk attached to their activities with the goal of achieving sustained benefit with each activity and across the portfolio of activities. MFMA S62 C requires a Municipality to have and maintain an effective, efficient and transparent system of risk Management.

Everyone in the Municipality has responsibility for risk management.

The executive authority provides oversight with regard to risk management by:

Knowing the extent to which management has established effective risk management in the Municipality; Being aware of and concurring with the Municipality’s Risk tolerance; Reviewing the Municipality’s portfolio view of risks and considering it against the Municipality’s risk tolerance; and Being aware of the most significant risks and whether management is responding appropriately Management – The accounting officer is ultimately responsible for and should assume ‘ownership’ of risk management. More than any other individual, the accounting officer sets the ‘tone at the top “that affects integrity and ethics and other factors of the control environment. Senior Managers in turn, assign responsibility for establishment of more specific risk management policies and procedures to personnel responsible for individual units ‘functions.

Risk Officer – The risk officer works with other managers in establishing and maintaining effective risk management in their areas of responsibility. The risk officer also may have responsibility for monitoring progress and for assisting other managers in reporting relevant risk information up, down and across the department, and may be a member of an internal risk management committee.

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FRAUD PREVENTION PLAN

Council approved and adopt the Fraud Prevention and Whistle Blowing Policy on the 20th September 2017. The aim of the policy is to: 1. Creating a culture of no tolerance to fraud, corruption and financial misconduct. 2. Discouragement of fraud, corruption and financial misconduct. 3. Prevent fraud, corruption, theft and financial misconduct. 4. Limit the opportunities for fraud, corruption, theft and financial misconduct’ 5. Investigate and report all fraud, corruption, theft and financial misconduct allegations’ 6. Institute legal / disciplinary actions against officials involved in fraud, corruption, theft and financial misconduct.

COMMUNICATION STRATEGY

Local government has a legal obligation and political responsibility to ensure regular and effective communication with the community. The Constitution of the Republic of South Africa Act 1996 and other statutory enactments all impose an obligation on local government communicators and require high levels of transparency, accountability, openness, participatory democracy and direct communication with the communities to improve the lives of all. To be successful, communications must focus on the issues that are shown to impact on the resident’s perceptions, quality of service, value for money and efficiencies. They should ideally look to close the communication –consultation loop, i.e. tell people how they can have say and demonstrate how those who have given their views have had real impact. Communication Activities Yes/No Communication Strategy Yes Communication Policy No Functional complaint management system Yes Customer satisfaction surveys No

We have a functional Communication Forum that meets every month. Councillor Susarah Nero is the chairperson and this forum consist of all sector departments within our municipal area. Issues of concern raised at this meeting find expression in the council quarterly agenda.

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PUBLIC PARTICIPATION AND STAKEHOLDER MOBILISATION STRATEGY This is a high priority for Kamiesberg Municipality. Public participation takes place regarding the integrated development plan, budget process community meetings and ward committee meetings. The public is also engaged in project steering committees. We established a Communication Forum and a Communication Strategy way back in 2007 with the support of GCIS. Our challenge is effective participation especially in our performance management system. Our strategy to achieve effective participation is to appoint a service provider who can develop simple literature around budgeting, performance management, IDP etc and to workshop the communities around these issues to better understand their role with regards to these issues. Our ward committees are in place and functional. The CDW’s give their cooperation in most cases. Monitoring of the CDW’s must improve. Either the minutes or attendance registers for community participation in the development of the budget are attached as proof of public participation. Participation of our white community in the IDP and budget processes is very poor. Most of the sector departments do not give timeous feedback in terms of the development of our IDP. Our next round of consultation meetings regarding the review processes of the Budget and IDP will be during October / November 2019 and January / February 2020. We participate in several engagement sections, listed below, with various sector departments to strengthen our inter governmental relation for the better of communities. We also work closely with NGO’s in our area like Conservation South Africa with which we have an agreement about the management of our commonage. Human Resource Forum SPLUMA Forum District Municipal Planning Tribunal Spatial Development Framework Forum District Joint Operation Centre Meeting Provincial Coastal Committee Municipal Coastal Committee Project Advisory Committee District Project Management Unit Waste Management Meeting Disaster Management Meeting MM Forum CFO Forum Intern Forum

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IGR Meeting ( Political and Technical ) Audit Committee Meeting

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CHAPTER 3. INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION STRATEGIC OBJECTIVE To ensure a municipality that is: Committed to an innovative approach, prudent investment of public funds, good governance, financial viability and optimal institutional transformation that accommodates diversity in service delivery INTENDED OUTCOME • Information Technology ( IT ) • Availability of Skilled Staff Organisational Structure

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Vacancy Rate 4.4.2 Vacancy Rate The approved organogram for the municipality had 103 posts for the 2018/19 financial year and 103 of the posts were budgeted for. The actual positions filled are 103 as indicated in the tables below by post level and by functional level. Three (11) budgeted posts were vacant at the end of 2018/19, resulting in a vacancy rate of 10.67%.

Per Post Level

Post level Filled Vacant

MM & MSA section 57 & 56 2 2

Middle management 11 0

Admin Officers 37 4

General Workers 33 5

Total 92 11

Per Functional Level

Functional area Filled Vacant

Municipal Manager 2 1

Corporate Services 12 0

Financial Services 25 2

Economic Development 4 2

Technical Services 42 6

Total 92 11 Vacancy Rate per Post and Functional Level The table below indicates the number current critical vacancies:

Vacancies as a Number of Current Number of Posts as Salary Level Vacancy Job Title Proportion of Total Critical Vacancies per Organogram Posts per Category Municipal Manager 0 0 0 0 Chief Financial Officer 0 0 0 0 Other Section 57 0 0 0 0 Managers Head: Corporate Senior Management 2 4 Services & 50% Technical Services Highly skilled supervision 0 0 0 0 Total 2 4 - 50% Current Critical Vacancies

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Skills Development Plan Our WSP is submitted on the 29 May 2020; for the period 01 May 2020 until the 30 April 2021.

Human Resources Management Plan / Strategy

KAMIESBERG MUNISIPALITEIT HUMAN RESOURCE DEVELOPMENT AND RETENTION PLAN

1. Objectives of the policy:

The objectives of this policy is primarily to ensure recruitments of suitable qualified personnel into higher positions at the Municipality in an equitable and consistent manner in order to eliminate unfair discrimination and to ensure equitable groups in the workplace according to the demographics of the area.

PROMOTIONS

2. Advertising

(a) Once a position becomes vacant and resolved by the Council that it is necessary to fill it, the post must be advertised internally first. (b) An advert must reflect specific job requirements and a brief job profile attached to the post. (c) All applications should be made on the application form approved by the Council. (d) A Council Resolution number for filling of a particular post must be used as a reference number when the post is advertised internally.

3. Processing of application forms received:

(a) A personnel officer must receive and acknowledge the receipt of the forms on a proforma letter wherein it should be stated that if any applicant has not received any correspondence after three weeks of the receipt of the acknowledgement letter should take the application as unsuccessful. (b) The day after the closing date the forms must be examined by the Personnel officer who must ascertain which applicants meet the minimum requirements for the post and which do not. (c) Only employees who meet the minimum requirements can be selected for short listing, especially those from the designated groups in terms of the Employment Equity Act, 55 of 1998.

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(d) The Personnel officer must thereafter prepare a schedule for short listing process indicating details like Name, address, Gender, Race, Qualifications, Experience and any other important information and the schedule must be submitted to the Municipal Manager or relevant Manager. (e) Late applications will not be considered.

4. Selection and interviewing panel:

(a) The Municipal Manager in consultation with the Executive Mayor, selected Councilors (for that purpose) labour representatives and one personnel representative to constitute a selection and interviewing panel for appointment of Departments and next level Managers (Level 1-3). (b) The selection and interviewing panel for junior posts will be constituted by the relevant Head of Department, three Councilors and personnel representatives. The Municipal Manager may sit on the panel as well.

5. Short listing

(a) The selection and interviewing panel should agree on the criteria on which the pre- selection of suitably qualified candidates for interviews to be based on. (b) After the pre-selection the panel should shortlist candidates and ensures that a suitable venue and date for interviews is communicated to them.

6. Elimination list

(a) All the applicants who are not short-listed will be put to elimination list and reasons for elimination of each applicant must be recorded.

7. Interviews:

(a) All members of the panel should be given full details of the candidate being interviewed including his application forms, CV and qualifications. (b) The panel should agree on a fair and reasonable interviewing process including the parameters within to ask question – i.e. they can use pre-planned questions to every candidate. (c) The panel should ensure that all candidate are accorded an equal opportunity and avoid questions which are racist, sexist or infringe the candidate’s rights. (d) The Chairperson should commence by asking a technical question relevant to the job in order to ascertain the level of competence and knowledge of the job. (e) Other members may ask questions and it is advisable for the personnel representative to ascertain the interpersonal relation in his/her questioning. (f) Each member of the panel, except for the observes (personnel and labour representative), should give scores according to the specified elements in the score sheet and select three strong candidates and write a motivation for each. (g) The panel should on the basis of the motivation cited above, submit a complete report including its recommendation to the Council for final approval. (h) If the first candidate declines, number two must be considered and also if number two declines, number three must be considered but if number three declines it must be re-advertised.

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APPOINTMENT

(1)Once the Council confirms the appointment of a candidate(s) a letter of appointment detailing conditions of service in terms of the Basic Conditions of Employment Act is addressed to the candidate(s).

(2)If the candidate has accepted the post it is important that the necessary orientation and induction course should be arranged for him/her.

Employees on maximum salary notch:

(1) Employees who have reached maximum salary notch on his/her salary scale should be moved to one salary notch ahead of his/her salary scale. Or Employees can receive a long service bonus. In order for employees to qualify they should be on one salary for 5 years or more. Note that employees on salary level 1 to 3 are excluded from his adjustment.

SUCCESSION PLANNING

8. COMMUNICATE POSSIBLE OPPORTUNITIES

8.1 Inform employees of the possible job opportunities over the designated time period 9e.g. next three years). 8.2 Communicate what key competencies are needed for those jobs. That is, what level of demonstrated skills and knowledge is management looking for in potential candidates for these jobs. 8.3 Inform employees of the succession planning process that the organization intends to use. This is done in accordance to the Human Resources Strategy and pertains to plans such as bursary support, mentorship, special projects, limited job-rotation or advanced development programmes.

9. IDENTITY INTERESTED EMPLOYEES

9.1 Give employees the opportunity to indicate interest in possible job openings and willingness to participate in succession planning activities. 9.2 Clarify that participation in succession planning is not a guarantee of advancement. However, participation could help one’s chances.

10. ASSESS COMPETENCY READINESS

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10.1 Assesses individuals readiness to assume possible job openings for which they have indicated interest. 10.2 Compare the employee’s present competency level to that required of the anticipated opening. Identify competencies that need development to help ready the employee for that job occupation. 10.3 It is advisable to use an assessment instrument that actively engages the employee as well as the superior in determining the employee’s competency levels. 10.4 Competency and potential assessments must be done with assessment tools that are culture and gender sensitive and of which the integrity has been establish.

11. PREPARE DEVELOPMENT PLANS

11.1 Together with the employee, prepare an individual development plan that outlines specific activities that the employee engages in to develop needed competencies. Include a timetable with milestone for assessing progress. 11.2 The list of activities and timetable should be reflected in the employee’s personal development plan. 11.3 In addition to individual plans, it may make sense to have a group development plan applicable to core competencies for a particular occupation level that all interested employees should participate in.

12. PROVIDE DEVELOPMENT OPPORTUNITIES

12.1 Help the employee follow through with the development plan by setting up training options and providing realistic time to participate in the training activities indicated in the employee’s development plan. 12.2 The employee should also take personal responsibility to take the initiative and seek out activities that will help develop the targeted competencies. 12.3 This display of initiative and follow through can show that the employee is serious about succession and may, in itself, be a key competency.

13. FORMALISE ELIGIBILITY

13.1 Avenues to increase flexibility to formalize eligibility include:

13.1.1 Use “until further notice” recruitment announcements so that employees can submit their application at any time. 13.1.2 Use desirable, not minimum, qualifications (recognize prior learning) 13.1.3 Use the “in-training” program that allows bringing the employee in at a lower level with automatic advancement to the higher level. 13.1.4 Use competency based classification structures.

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Individual Performance and Organisational Management Systems Performance Management is a process which measures the implementation of the organisation’s strategy. It is also a management tool to plan, monitor, measure and review performance indicators to ensure efficiency, effectiveness and the impact of service delivery by the municipality. Strategic performance indicates how well the municipality is meeting its objectives and whether policies and processes are working effectively. Our IDP process and the performance management process are integrated and the IDP fulfils the planning stage of performance management whilst performance management in return, fulfils the implementation management, monitoring and evaluation of the IDP. The Service Delivery and Budget Implementation Plan ( SDBIP ) assist to achieve the objectives and priorities adopted in the IDP and indicators that measure service delivery responsibilities.

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CHAPTER 4. FINANCIAL MANAGEMENT

STRATEGIC OBJECTIVE To ensure a municipality that is: a) Committed to an innovative approach, prudent investment of public funds, good governance, financial viability and optimal institutional transformation that accommodates diversity in service delivery.

INTENDED OUTCOME Financial viability measured in terms of the municipalities ability to meet its service debt obligations as at 30th June. Financial viability measured in terms of the municipalities outstanding service debtors as at 30th June. Financial viability measured in terms of the municipalities available cash to cover fixed operating expenditure as at 30th June.

POLICIES

4.3.1 Tariff Policy This is a mandatory policy in terms of the Municipal Systems Act and also a budget-related policy in terms of the definition of such policies in Section 1 of the MFMA. This policy must therefore be reviewed, and revised if necessary, as part of each annual budget process.

The accounting officer (municipal manager) is charged with the responsibility for managing the revenues of the municipality (Section 64 of the MFMA) and is therefore responsible for the implementation and administration of this policy.

In terms of Section 75 of the Municipal Systems Act the council must adopt by-laws to give effect to this policy. THE OBJECTIVE OF THE TARIFF POLICY 1. In setting its annual tariffs the council shall at all times take due cognisance of the tariffs applicable elsewhere in the economic region, and off the impact which its own tariffs may have on local economic development. 2. Service tariffs imposed by the local municipality shall be viewed as user charges and not as taxes, and therefore the ability to pay of the relevant consumer or user of the services to which such tariffs relate, shall not be considered as a relevant criterion ( except in the case of the indigency relief measures approved by the municipality from time to time.

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This policy was adopted by the Kamiesberg Local Municipality on the …………….. by Resolution Number ……………… in terms of Section 74 of the Municipal systems Act No. 32 of 2000.

4.3.2 Rates Policy

This is a mandatory policy in terms of the Municipal Property Rates Act. It is also a budget- related policy in terms of the definition of such policies in Section 1 of the MFMA, and must therefore be reviewed, and revised if necessary, as part of each annual budget process.

The accounting officer (municipal manager) is charged with the responsibility for managing the revenues of the municipality (Section 64 of the MFMA), and is therefore also responsible for the implementation and administration of this policy.

Section 6 of the Municipal Property Rates Act requires the council to adopt by-laws to give effect to this policy.

OBJECTIVE of the RATES POLICY.

In Developing and adopting this rates policy, the council has sought to give effect to the sentiments expressed in the pre amble of the Property rates Act, namely that:

1. The Constitution enjoins local government to be developmental in nature, in addressing the service delivery priorities of our country and promoting the economic and financial viability of our municipalities;

2. There is a need to provide local government with access to a sufficient and buoyant source of revenue necessary to fulfil its developmental responsibilities;

3. Revenues derived from property rates represent a critical source of income for municipalities to achieved their constitutional objectives, especially in areas neglected in the past because of racially discriminatory legislation and practices; and

4. It is essential that municipalities exercise their power to impose rates within a statutory framework which enhances certainty, uniformity and simplicity across the nation, and which takes account of historical imbalances and the burden of rates on the poor.

This policy was adopted by the Kamiesberg Local Municipality on the …………….. by Resolution Number ……………… in terms of Section 3 of the Municipal Property Rates Act No. 6 of 2004.

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4.3.3 Banking and Investment Policy 1. The cash management section of this policy is mandatory in terms of Section 13 (2) of the MFMA, and the investment section is mandatory in terms of both Section 13 (2) of the MFMA and regulation 3 of the municipal Investment Regulations 2005. The policy as a whole is also a budget – related policy within the definition of such policies provided in Section 1 of the MFMA, and must therefore be reviewed, and revised if necessary, as part of each annual budget process. 2. Although the MFMA and the Investment Regulations charge the Municipal Manager with various responsibilities in regard to investments, this policy has been drafted on the assumptions that the council will in terms of Section 60 (2) of the Municipal Systems Act delegate to the CFO the overall responsibility for making and managing the municipality’s investments, and that the Municipal Manager will delegate to the CFO the responsibility for implementing the cash management programme, effecting all payments and managing the municipality’s bank account.

4.3.4 Credit Control and Debt Collection This is a mandatory policy in terms of Section 96 of the Municipal Systems Act and it is also a budget – related policy in terms of the definition of such policies in Section 1 of the MFMA. This policy must therefore be reviewed, and revised if necessary, as part of each annual budget process. The accounting officer ( Municipal Manager ) is charged with the responsibilities for managing the revenues of the municipality ( Section 64 of the MFMA ), and the Municipal Manager is therefore responsible for the implementation and administration of this policy. Section 100 of the Municipal Systems Act in fact specifically assigns the legal responsibility for implementing this policy to the Municipal Manager. In terms of Section 98 of the Municipal Systems Act the council must adopt by – laws to give effect to this policy. THE OBJECTIVE OF THE CREDIT CONTROLL AND DEBT COLLECTION POLICY IS TO: 1. Focus on all outstanding debt as raised on the customer’s account. 2. To ensure all monies due and payable to the municipality are collected and used to deliver services in the best interest of our communities, ratepayers and residents in a financially sustainable manner as prescribed by the Municipal Systems Act, 2000. 3. To ensure Kamiesberg Municipality develops credit control and debt collection procedures that are consistent, fair and effective to all consumers.

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4. Effectively deal with defaulters in accordance with the terms and condition of the policy. This policy was adopted by the Kamiesberg Local Municipality on the ………………….by Resolution Number ………………………… in terms of the Section 96 of the Municipal Systems Act No. 32 of 2000. 1. 4.3.5 Indigence Management Policy This is a budget-related policy within the definitions of such policies as provided in Section 1 of the MFMA, and this policy must therefore be reviewed, and revised if necessary, as part of each annual budget process. This policy is part of the municipality’s suite of revenue management policies (credit control and debt collection, rates, tariffs) and as the accounting officer (municipal manager) is charged with the responsibility for managing the municipality’s revenues, the municipal manager is responsible for the implementation and administration of this policy.

3. As this policy cross-references to the other three revenue management policies it is essential that by-laws be adopted by the council also to give effect to this policy.

4.3.6 SCM Policy

FINAL MUNICIPAL SUPPLY CHAIN MANAGEMENT POLICY (WITH PPPFA REGULATIONS OF 7-12-2011 AND NEW REFORMS 2016) This policy was adopted by the Kamiesberg Local Municipality on the ………….. by Resolution Number …………. in terms of section 111 of the Municipal Finance Management Act, No 56 of 2003, and the Municipal Supply Chain Management Regulations. This is a mandatory policy in terms of Section 96 of the Municipal Systems Act and it is alsoa budget-related policy in terms of the definition of such policies in Section 1 of the MFMA. This policy must therefore be reviewed, and revised if necessary, as part of each annual budget process.

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The accounting officer (municipal manager) is charged with the responsibility for managing the revenues of the municipality (Section 64 of the MFMA), and the municipal manager is therefore responsible for the implementation and administration of this policy. Section 100 of the Municipal Systems Act in fact specifically assigns the legal responsibility for implementing this policy to the municipal manager (see Part 17 of the policy).

In terms of Section 98 of the Municipal Systems Act the council must adopt by-laws to give effect to this policy.

4.3.7 Payment of Creditors This is a mandatory policy in terms of Section 96 of the Municipal Systems Act and it is also a budget-related policy in terms of the definition of such policies in Section 1 of the MFMA. This policy must therefore be reviewed, and revised if necessary, as part of each annual budget process.

2. The accounting officer (municipal manager) is charged with the responsibility for managing the revenues of the municipality (Section 64 of the MFMA), and the municipal manager is therefore responsible for the implementation and administration of this policy. Section 100 of the Municipal Systems Act in fact specifically assigns the legal responsibility for implementing this policy to the municipal manager (see Part 17 of the policy).

In terms of Section 98 of the Municipal Systems Act the council must adopt by-laws to give effect to this policy.

The objective of the credit control and debt collection policy is to:

1. Focus on all outstanding debt as raised on the customer’s account.

2. To ensure all monies due and payable to the municipality are collected and used to deliver services in the best interest of our communities, ratepayers and residents in a financially sustainable manner as prescribed by the Municipal Systems Act, 2000.

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3. To ensure Kamiesberg Municipality develops credit control and debt collection procedures that are consistent, fair and effective to all consumers. 4. Effectively deal with defaulters in accordance with the terms and conditions of the policy.

4.3.9 Auditor – General findings ( issues raised in the report if any )

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4.3.10 Financial Management Systems There is six (6) external organisations that provide the following services to Kamiesberg Municipality. 1. Mubesko Annual Financial Statements 2. Ignite Performance Management System 3. TGIS Records Management System 4. Bussiness Conextions Accounting Systems 5. Bidvest Fleet Management 6. Macrocom Accounting Normalisation and Management Service

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CHAPTER 5. LOCAL ECONOMIC DEVELOPMENT

STRATEGIC OBJECTIVE To create employment, investment and business development opportunities we will: 1. Regular update our socio – economic and demographic information. 2. Capacitate local LED staff 3. In – depth analysis of the real development opportunities in key economic sectors, e.g tourism, agriculture 4. Focus explicitly on opportunities for SMME development in all sectors of the economy.

INTENDED OUTCOME

Local Economic Development must incorporate recent development changes in the local economy as well as the alignment with Provincial and National initiatives and to develop implementation plans. In implementing the above objectives we will broaden our economy base and introduce new activities in the area, exploit latent resources and established SMME’s.

LOCAL ECONOMIC DEVELOPMENT : SWOT ANALYSIS

A SWOT analysis is a commonly used tool used to facilitate a strategic review of a particular organisation. It is a high-level exercise that identifies strengths, weaknesses, opportunities and threats of the organisation. The strengths and weaknesses are internal factors that the organisation may control. Opportunities and threats are those factors external to the organisation and therefore the organisation has little or no control over these macro environment factors. The SWOT analysis does not identify what should be done. Rather, it provides a framework for identifying where strategic opportunities may exist and how to avoid weaknesses inherent in the organisation or external threats from limiting future expansion and growth. The purpose of the SWOT analysis is to identify and assess the strengths, weaknesses, opportunities and threats in the Kamiesberg LM, in terms of local economic development. The identification of strengths, weaknesses, opportunities and threats within the municipal area provides the basis upon which the pillars of the LED strategy may be built.

Weakness Strengths ▪ High quality & unspoiled ▪ Water shortages environment High poverty situation Diversity of scenic landscapes and vast Mostly gravel roads amounts of High cost of land open land Very poor public transport network Diversity of local cultures Low institutional capacity (municipal Historical networks linked mainly to

KAMIESBERG MUNICIPALITY 4th GENERATION IDP workforce & agricultural budget) history (Khoi-San) Low rainfall Harbour at Hondeklipbaai Lighthouse at Hondeklipbaai is not Flowers – flower season functioning Sun – renewable energy potential properly Ocean – mariculture potential Arid to semi-arid land with low carrying Abundant labour capacity N7 link to Namibia Electricity outages/surges Lack of cellphone signal in some areas Land reform taking place too slowly Skills gap within the local population Municipal owned land is not being used for its best strategic uses Low income levels and low spending capabilities Lack of jobs and economic development Seasonality of working opportunities Lack of support for emerging entrepreneurs Lack of access to land for local residents Lack of integrated domestic and international marketing of the area Fragmentation of tourism industry Lack of access to good health care Lack of sport and recreational facilities Poor quality of education Poor resourcing of LED strategies Increasing drug related crimes High levels of teenage pregnancy High dependency on social grants and wage income by the poor Geographically dispersed small population and far from sources of industrial inputs and from markets Undiversified economy: over- dependence on mining and government services sectors Virtually non-existent manufacturing industry Threats Opportunities

Climate change that will impact on water Growth in tourism (N7 link to Namibia) resources Unexploited mineral opportunities and agricultural activities Brand development Water supply Strengthening local government spheres Water quality EPWP, SETAs and learnerships Political dynamics/uncertainties Renewable energy Narrowing agriculture profit margins Mariculture Fluctuations in tourism industry Opportunities for technology to fill gaps

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Global uncertainty of economic Agro-processing and technology conditions innovations Fluctuations in Rand cycles

TOURISM

5.1.1KAMIESBERG TOURISM INFRASTRUCTURE DEVELOPMENT The greater Namaqualand has always been associated with tourist, but only during the flower season. The Kamiesberg which lies in the heart of Namaqualand is ideally situated for the development of year-round attractions based on its natural and cultural heritage. The Municipality is however faced with challenges such as, lack of financial and human resources, seasonality of tourism activities, a lack of tourism infrastructure. Through a Design Charrette process, it was revealed that the Kamiesberg Municipal area has three key focus areas. The Uplands (mountainous area) The Plateau (midlands along the N7) and the Coast. The key themes identified within the focus areas are: Natural and cultural routes, Culture and heritage, Arts and crafts the natural wonders and Landscapes and tourism infrastructure. 5.1.2 Tourism in the Kamiesberg Instead of applying a SWOT (Strengths, Weaknesses, Opportunities and Threats) to the area, the Kamiesberg Design Charette and the Local Economic development process, focused on the unpacking the Natural and Cultural resources in order to facilitate the formulation of recommendations regarding development, marketing and support strategies for each of the components. The Natural Resources

The Kamiesberg Municipal area is home to a range of natural gems which are valuable tourism assets. These assets include:

NAMAQUA NATIONAL PARK Spectacular wildflower displays in spring and vistas throughout the year make NamaquaNational park one of the key attractions of the region. Various tourist facilities such as hiking and 4x4 trails and accommodation is available in the Park. The Namaqua National Park known for spring flowers and it’s stretch of unspoiled coastline. Kamieskroon is also known for its abundance of wildflowers during spring.

Namaqua national Park Kamieskroon during the Spring

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NATURAL WONDERS The area has 1200 different plant species, hundreds of which are found only in Namaqualand and also 150 bird species. The Letterklip at Garies is a national monument and together with Betelsklip and the Spoegrivier caves are both natural wonders and of great historical value to this region. In Garies the Letterklip herritage is situated west of the town.

LANDSCAPES From spectacular mountain views in the Uplands and brilliant carpets of flowers to the rugged, remote namaqua coastline the landscapes of the Kamiesberg certainly promises a unique experience. The strength of the natural environment relates to its ability to provide quality tourism experiences to a range of market segments. The natural features of the Kamiesberg and its status as a biodiversity hotspot as well as its location within the Succulent Karoo provide opportunities to develop eco- tourism experiences that involves the interpretation and education of the natural environment and is managed to be ecologically sustainable. THE HIGHEST PEAK IN THE NORTHERN CAPE The highest peak in the Northern Cape, the Rooiberg, is at the heart of the Kamiesberg Uplands and is home to no less than 9 endemic plant species. The Uplands are also home to a staggering variety of insects – including relictual species and a newly discovered genus – the heelwalker. The Kamiesberg Uplands contain 56 endemic plants, and 55 endemic insects. In total, the 33 500 hectare Uplands area includes 1109 species, of which 286 are Succulant Karoo endemics and 107 are Red List species. Groenriviermond river estuary in the largest perennial estuary of a non-perennial river in South Africa and its located along the Kamiesberg coast.

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KAMIESBERG FLOWER TRAIL RUN One of three large peaks in the Namaqualand area of the Northern Cape, Rooiberg peak, at 1 705 metres high, resembles the back of a large chameleon with a distinct granite ridge that glistens in the sun after rain.

From the Roodebergskloof farmyard, where you leave your vehicle, the circular trail heads through the gate next to the dams and follows the stream, passing the goat-herder’s camp on the right. There is an annual trail run along the hiking route, so the path is well worn.

Cultural Resources THE PEOPLE

The people of the Kamiesberg have a rich history of traditional Nama cultures and still today live closely with nature.

THE CULTURE

The traditional “Kookskerm”(kitchen) at the stock post is still a regular site in the Kamiesberg. Veldkos and sourdough bread from the outside oven is an everyday practice while traditional music and dance is still very much alive. These cultural activities provide the basis for an exceptional cultural experience.

THE ARTS During the Charrette, the people of the three nodes used the event to showcase an amazing amount of well finished articles made with very little tools available. The people of the Kamiesberg are exceptionally skilled and proud to showcase their skills.

HISTORY OF HONDEKLIPBAAI

The Dog Stone is a big gneiss rock that so closely resembled a dog, it inspired Thomas Grace to name Hondeklipbaai, which means “Dog Stone Bay”. In 1853 the “Dog” was defaced when its ear was chopped of and taken to Cape Town in order to start the fictitious “Dog Ear Copper Company”. During a severe lightning storm in the 1970’s it los its nose as well. The Coastal Development project in Hondeklipbaai focused on refurbishing the existing facility to conform to HACCP standards, as well as providing maintenance, cleaning, patrol, safety and access control at the fishing harbour. TOURISM ATTRACTIONS Today Hondeklip Bay is n popular regional holiday destination and serves the fishing and Diamond- mining community. Attractions includes ship wrecks. The Aristea was once a fishing trawler belonging to I & J. It survived WW11 but not the mishandling by her tipsy Captain along the shores of Hondeklip Bay. She ran aground on the 4th July 1945. Spitfire Rock is an excellent location to take interesting photographs. Spectacular “spits” and “sprays” can be seen as the sea blast against this rock.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

Hondeklip Bay was formerly a favoured holiday destination for fishermen, divers and farmers. Nowadays, holiday makers from all over the country enjoy their holidays here. Hondeklip Bay lies about 104 km Southwest of Springbok and can be reached by different routes, the Messelpad, The Wildeperdehoekpas, through Soebatsfontein, or Kamieskroon, or from Garies. However, it usually takes about two hours to reach the town.

Thomas Grace (a ship’s captain) came upon the town in 1846 and established a trading station. He named the town after a gneiss rock which vaguely resembles a dog. The first eleven tons of copper ore was shipped in 1852. Later Port Nolloth became the export harbor. The harbor in Hondeklipbaai now serves fishing and diamond boats.

South of Hondeklip Bay lies what remains of the wreck of the Aristea, which was built in Scotland as a fishing vessel. In 1934, the Aristea served as a minesweeper during World War 2. Tragically, the Aristea ran aground on 4 July 1945 on its maiden voyage as trawler. Fortunately, there was only one loss of life.

About 18 km SSE down the coast from Hondeklip Bay the mouth of the Spoeg River is located. Here you will find caves of archaeological interest.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

ARISTEA SHIP WRECK We apply for funding from the Department of Environmental Affairs to upgrade this area to a Recreational site.

5.1.5 COMMEMORATION OF LELIEFONTEIN MASSACARE. “ In Memory of the following Members and Adherents of this Church who fell during the Anglo Boer War – 1899 – 1902”

The Leliefontein massacre occurred at the Leliefontein mission station in the Northern Cape, South Africa on 31 January 1902. Boer leader Manie Maritz executed 35 indigenous inhabitants of the settlement as punishment for attacking his party when he went to interview the European missionaries in the town during the Second Boer War. Deneys Reitz described the attack as a "ruthless and unjustifiable act" and mentioned that Jan Smuts was displeased when he accompanied Reitz to the site of the massacre, afterward.[1]

A SHORT BACKGROUND “ Methodism in South Africa has its beginning on the 23rd October 1816. It was on this historic day that Jaantjie Wildschutt and his elders brought Barnabas and Jane Shaw into their Khoi / Namaqua tribe at ‘Nciemies’, a Khoi word “meaning place of gathering”, today is known as Lily Fountain.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

During 1816 Jaantjie Wildschutt and his elders decided that the time had come for their tribe to find missionary to come and live amongst them. They went to considerable effort to find such a person to come and live amongst them, to speak to them and to teach them about the “Great One in the Sky”. Wildschutt and five of his elders eventually decided to mount their horses and undertook the journey to Cape Town in search of such a person. On their way to Cape Town in search of such a person. On their way to Cape Town, about 300 kilometres from Lily Fountain, they met Barnabas and Jane Shaw who accompanied a German missionary H Schmelen into the interior. On this day, the 4th October 1816 at the Elephants River, Wildschutt extended an invitation to Shaw to come and minister the Namaquas. Shaw described this meeting and invitation as an “Act of Providence”. The people that Shaw found at Lily Fountain were of Khoi descent, a tribe whose thief subsistence was animal food and milk”. During the tragic encounter at Leliefontein during the Anglo Boer War, some described it as ruthless and unjustifiable. We want to install a statue to Commemorate the history of the Leliefontein Massacre. A committee was establish to oversee the project.

AGRICULTURE The agricultural sector incorporates establishments and activities that are primarily engaged in farming activities, but also includes establishments focusing on commercial hunting and game propagation and logging and fishing. The main types of vegetation found in the Kamiesberg LM include the Mountainous Renosterveld, the Succulent Karoo, the False Succulent Karoo and the Namaqualand Broken Veldt. Overall, plant life is deteriorating and there is an increase in the presence of poisonous plants. The agricultural activities taken place in the Kamiesberg LM include sheep farming, goat farming, and crops consisting of fodder for livestock. The Namaqualand coast of the Northern Cape Province lies adjacent to one of the richest and most prolific marine eco – systems in the world. There is potential for mariculture production in Hondeklipbaai that can be linked to Port Nolloth, and the proposed deep – port harbour in Richtersveld LM. There are opportunities for: seaweed or kelp, oyster farming, marine food fish farming, abalone processing, Halophytes, Brine Shrimp Artemia, and shallow water hake. For this industry to be successful market linkages will need to be established. OPPERTUNITIES The following opportunities are there to explore • Removal of alien vegetation along rivers ( Specifically Prosopis ) • Grow vegetables • Community gardens • Kelp farming • Mariculture Hub • Emerging farmers need water • Transport to get goods to markets

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

CONSTRAINS The following constrains need to be addressed in the agriculture sector. 1. Water for irrigation as the low rainfall makes dry – land cropping extremely risky 2. Insufficient infrastructure 3. Lack of access to irrigated land for agricultural purpose 4. Lack of information 5. Distance to markets and lack of marketing

5.3 MINING Mining and Quarrying This section includes the extracting and beneficiating of minerals occurring naturally in the environment ( including solids, liquids, and crude petroleum and gasses ). It also includes underground and surface mines, quarries and the operation of oil and gas wells and all supplemental activities for dressing and beneficiating for ores and other crude materials. Kamiesberg has many different deposits of minerals and mining can play an important part in the economy. There are four stone mines in Garies but they are not functioning at the moment. A metal mine is potentially opening in Garies which will produces metal for cell phones, Toyota Prisa, etc. The metal mine is a 30 year project run by GWM. There is also gas at Hondeklipbaai. Mineral Deposit Status Mineral Continuously Producing Alluvial Diamond, wollastonite, and granite / quartz porphyry / syenite – Dimension Stone. Intermittently Producing Wolastonite Deposit Never Exploited Diamond in Kimberlite; Rare Earths; Iron; Tantalum / Niobium; Uranium; Thorium; Phosphate; Manganese; Sillimanite; Titanium; and Zirconium.

Specific location and size of the mineral deposits in the area. COMMODITY SIZE DEPOSIT STATUS LOCATION / FARM NAME DA ( Alluvial Diamond ) 2 Continuously Avontuur Producing DA ( Alluvial Diamond ) 2 Continuously Koingnaas Producing MA ( Granite / Quartz – 0 Continuously Grootriet porphyry / syenite - Producing Dimension Wo ( Wollastonite ) 0 Continuously Willegehout Fontein Producing DK ( Diamond in Kimberlite 2 Deposits never Leliefontein

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

) Exploited RE ( Rare Earths ) 0 Deposit never Buffelsfontein Exploited Fe ( Iron ) RE ( Rare earths ) 3 Deposit never Zandkopsdrift Exploited Ta ( Tantalum / niobium ) U ( Uranium ) Th ( Thorium ) P ( Phosphate ) Mn ( Manganese ) SL ( Silimanite ) 2 Deposit never Leliefontein Exploited Ti ( Titanium ) 0 Deposit never Kap Kap Exploited

TI ( Titanium ) 0 Deposit never Roode Heuwel Exploited Zr ( Zirconium ) RE ( Rare Earths ) U ( Uranium ) 1 Deposit never Schuinskraal Exploited Wo ( Wollastonite ) 1 Intermittently Leliefontein Producing Wo ( Wollastonite ) 2 Intermittently Leliefontein Producing

Opportunities Mining is a declining sector with major mining companies pulling out of the area. There are some minerals in the Kamiesberg Municipality that have never been exploited but feasibility studies would need to be conducted if these opportunities were to be taken forward. There are also limited skilled people in the Kamiesberg LM and this may pose a threat to the sustainability of small – scale mining projects. ( However the bulk of the people who works previously at mining companies leave the area to look for better opportunities ). There is a possibility to negotiate with large mines to improve small miners access to claims but the lack of skills will need to be resolved. There is very little value – adding and processing taking place in Kamiesberg Municipality and most of the minerals are exported in their raw form. Small – scale mining can be an alternative by forming smaller mining companies, opportunities include: for example working granite dumps; recycling copper and granite dumps; local contracting rehabilitation of mining sites ( if the skills are there ). Wollastonite processing in Garies. Wollastonite is used in ceramics and as filler in plastic and paints. It also has construction uses in structural clays, glass abrasives, paper, adhesives, and as a replacement for asbestos.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

Revive the Stone ( Klip ) Mines. Constrains The following constrains hamper the Development in the Mining Sector. • Lack of beneficiation from major export companies. • Gravel Roads are in s bad shape with lack of funding for maintenance • High Transport cost and related distance to markets.

5.4 LAND AVAILABILITY. TRANCRAA The land is presently held in a trust for the communities by the Minister of Rural Development and Land Reform {in terms of the Rural Areas Act, 1987 (Act 9 of 1987) which has since been repealed}. No residents in the Kamiesberg Municiapal Area hold individual title deeds for their own on the commonage plots.

The commonage land is subdivided into grazing plots which are then allocated to the different local community members. The allotment of plots is done through an application process wherein a lease agreement is signed between the commonage beneficiary and the Kamiesberg municipality. The use of the commonage land by the beneficiaries is regulated by the grazing regulation that forms part of the Kamiesberg Commonage Management Plan. Land is predominantly used for pasture. There is a limited amount of land that sit alongside the river bank that is used for crop farming. This type of farming is also regulated by the grazing regulation of the municipality. This gives opportunity to local residence that prefer alternative farming practices to be accommodated. The act that came with the purchase of commonage land stipulates that access to certain farms is only permissible for select land users.

Garies and Kamiesberg commonage land has collectively 8 commonage camps that are leased to poor emerging farmers. The Kamiesberg Municipal Council has the prerogative to sell the latter commonage land to individual or family members in line with the principles of the for mentioned act. The lands are managed by the commonage committee that have the authority to make request for additional land should such need arise from time to time. On recommendations of the commonage committee and after the review by the Economic and Infrastructure Committee the motion is tabled before council who make the final decision whether to proceed with an application to the Department Rural Development and Land Affairs. Leliefontein. The following village falls within the Leliefontein area, namely: Paulshoek, Leliefontein, Nourivier, Rooifontein, Kamassies, Kheis, Tweerivier, Klipfontein, Kharkams and Spoegrivier. Lepelfontein Lepelsfontein is part of the greater Rietpoort area that falls within the Western Cape, so here we have a cross boundary issue. The TRANCRAA process did not start in the Lepelsfontein area. Land Reform Land Reform is seen to be failing in the area, as claims take years to be processed and many land claim beneficiaries have failed at attempts at farming, for example. A further constrain with regards to

KAMIESBERG MUNICIPALITY 4th GENERATION IDP land is the mining sector’s monopoly over vast stretches of valuable coastal land. These are issues that require creative, collaborative solutions that ensure that land use patterns reflect the economic and social goals of the Kamiesberg Municipality. In our Municipal Area there is a huge need for land for agricultural purposes.

De Beers donate two farms to the municipality namely Eiland Punt Noord ( Remainder ) and Rietveld ( Remainder ) This Farms rendered the opportunity for coastal development that include accommodation and leisure facilities.

5.5 ENVIRONMENTAL MANAGEMENT 5.5.1 Environmental Tools 5.5.1.1 Environmental Management Plan There is only a Framework that needs to be revised. 5.5.1.2 Integrated Waste Management Plan The completed plans were handed over to all municipalities within the district in 2014 and the first review took place in 2016. 5.5.2 Education and Training 5.5.2.1 Eco School Programme

The Eco school program running within the district remains a huge success. The program is currently implemented by the Provincial Department of Environment and Nature conservation on behalf of WESSA (the Wildlife and Environment Society of South Africa). Reasons for supporting the program: • The program aims at environmental learning through the integration of local and district environmental issues into the formal National curriculum statement.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

• It is a whole school involvement program for pre- primary, primary and high schools • It’s an INTERNATIONAL program which increases the profile of our schools globally and links them with schools from other countries • In our Municipality we have 10 Eco – Schools, namely:

Nr School Status Locality Registered ( y/n ) 1 Leliefontein Primary 4th year Platinum Leliefontein y 2 Soebatsfontein VGK 2nd Platinum Soebatsfontein x Primary 3 Kamieskroon Primary Silver Kamieskroon x 4 Marais Gedenk Primary 2nd year Platinum Hondeklipbaai x 5 Spoegrivier Primary International Spoegrivier x 6 Tweerivier Primary Gold Tweerivier y 7 J.J.Lambert Primary Gold Garies Y 8 Garies High 1st year Platinum Garies Y 9 Nourivier Primary 3rd year Platinum Nourivier X 10 Norap Primary Silver Rooifontein

5.5.3 EPIP Projects We apply for the following projects through the Department of Environment Affairs: • Kamiesberg Municipal Youth Support Programme ( The project is currently underway and a total of 105 youth participate in the following programmes: Plumbing – 20 Tiling and Plastering – 20 Welding – 20 Landscaping – 25 Textile and Clothing – 20 Environment Practice - 20 • Upgrade Aristae Shipwreck Recreational Site and Caravan Park • Upgrading of Roodebergskloof Conservation Farm • Transformation of Existing Villages into Green villages • Upgrading of Existing and Establishment of new Recreational Parks • Land Rehabilitation and Stormwater Upgrade • Establishment of Environmental Education Centre and Caravan Park.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

5.5.4 Impact of Climate Change The plan was developed through the Local Government Climate Change Support programme with support from the Department of Environmental Affairs (DEA). Through this programme key climate change vulnerable indicators were identified. These indicators where Namakwa District Municipality may be at risk to the impacts of climate change. No Theme Indicator Title Exposure Sensitivity Adaptive Answer Answer Capacity Answer Agriculture Change in fruit production Yes High Low Agriculture Increased risks to Yes High Low livestock Biodiversity and Loss of High Priority Yes High Low Environment Biomes Coastal & Marine Impacts on Marine and Yes High Low Benthic Ecosystems Coastal & Marine Loss of Land due to sea Yes High Low level rise Coastal & Marine Increased damaged to Yes High Low property from sea level rise Human Health Increased heat stress Yes High Low Human Increased isolation of rural Yes High Low Settlements communities Human Increased migration to Yes High Low Settlements urban and peri – urban areas Human Decreased income from Yes High Low Settlements tourism Water Decreased quality of Yes High Low drinking water

5.5.4.1 Impact of Climate Change on Agriculture Climate Change is predicted to negatively impact on the agricultural sector in the Namakwa District Municipality. Increased temperatures, drought and increase in frequency and severity of storm events will impact on the crops that can be grown and potentially result in loss of livestock. The following key agricultural indicators, sub projects and actions were identified for inclusion in the Service Delivery and Budget Implementation Plan (SDBIP). 5.5.4.1.1 Sub – Project: Increased risk to livestock

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

- Conduct educational awareness campaigns in collaboration with Conservation South Africa, Surplus Peoples Project and the Environmental Monitoring Group focussing on the carrying capacity of land in rural areas. - Develop incentive for small scale farmers to promote sustainable land management - Educate small scale farmers on best farming practices - Implement communal rotation grazing 5.5.4.2 Impact of Climate Change on Biodiversity and Environment Changes in climate are predicted to result in the shifting of bioregions across South Africa. It is forecast that under different climate scenarios that the District Municipal area will get hotter and drier leading to a loss of Nama – Karoo and Fynbos biomes and an increase of the Desert biome, this change will lead to the consequent shift in related ecosystems and vegetation. Manage the Loss of High Priority Biomes 1. Conduct community engagements in collaboration with Conservation South Africa to promote participatory planning in farming communities. 2. Develop natural resource management programmes such as grazing and wetland rehabilitation programmes in collaboration with Conservation South Africa. 3. Commission research aimed at collecting and documenting traditional knowledge on the loss of biomes in the District. 4. Organise exchange visits for communities living i traditional modelling and promote exchange of knowledge to younger generations, in collaboration with Conservation South Africa. 5. Investigate options of biodiversity offsetting for industries in the District through the consideration and purchase of land to replace lost vegetation types and declare the land as a conservation area. 5.6 Coastal and Marine Environment Changes in climate change such as variable rainfall patterns, drying trends and expected temperature increases will negatively impact on the District’s marine and aquatic systems. The District is likely to experience frequent and more intense extreme weather events such as droughts and storms. Rising sea levels will pose a potential risk to small coastal communities, while warming seas may impact on fishing communities as water temperatures may not be suitable for the current catch. 5.6.1 Manage Impact on Marine and Benthic Ecosystems 1. Identify and conserve coastal areas that are rich in biodiversity. 2. Develop a research project in collaboration with SANBI, aimed at providing environmental feedback to coastal communities. 3. Conduct research which seeks to understand the impacts of mining and how climate change exacerbates the industries impact. 5.6.2 Manage Loss of Land due to Sea Level Rise 1. Educate communities on dangers of living in high water mark areas, in collaborations with Department of Environmental Affairs and Department of Environment & Nature Conservation. 2. Ensure climate change is incorporated in the Disaster Management Plan. 3. Develop short term emergency response plans for evacuation of communities. 4. Revise the Spatial Development Framework to recognise areas where communities should or should not settle.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

5. Develop a long term relocation plan for communities residing in vulnerable areas. 6. Reinforce the Coastal Management Act through the Disaster Management and Infrastructure Departments. 5.6.3 Manage Increased Damage to Property from Sea Level Rise 1. Educate communities of danger of living in high water mark areas, in collaboration with Department of Environmental Affairs and Department of Environment and Nature Conservation. 2. Revise the Spatial Development Framework. 3. Reinforce the Coastal Management Act through the Disaster Management and Infrastructure Departments.

5.6.4 Working for Ecosystems The duration of the project is from 01 April 2018 until 31 March 2019 and the beneficiaries will be from Kommagas, Soebatsfontein, Kamieskroon and Kharkams. The aim of this project is the rehabilitation of eroded areas. 5.6.5 Working for the Coast This project will start from July 2018. The budget is currently not available and that will determine the number of working days / personal days. This project focuses on beach cleaning and maintenance of infrastructure along the coast. Beneficiaries are from: Spoegrivier; Hondeklipbaai; Garies; Klipfontein; Soebatsfontein and Lepelfontein. 5.6.6 Working for Wetlands This project will start from July 2018. The budget is currently not available and that will determine the number of working days / personal days. This project focussed on the rehabilitation of Wetlands. Beneficiaries are from: Paulshoek, Leliefontein and Nourivier. 5.6.7 Government Structures Provincial Coastal Committee ( PCC ) Municipal Coastal Committee ( MCC ) Project Advisory Committee ( PAC ) Staff from Kamiesberg Municipality attend on a quarterly basis the PCC, MCC and PAC meetings, where issues related to the coast are discussed.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

CHAPTER 6. SECTOR PLANS

STRATEGIC OBJECTIVE

In order for a Municipality to function efficiently and effectively, prior planning has to be carried out in order to ensure that the needs of the Municipality and community are balanced with what is practically possible to achieve in line with available human and financial capacity.

INTENDED OUTCOME The IDP as a whole forms part of this planning process, however, Sector Planning is important in order to focus on a specific focus and guide the Municipality in what projects need to be initiated and implemented. The Sector Plans need to be aligned to the IDP in order to ensure that there is holistic planning. Below are summaries of key Sector Plans that have been prepared by Kamiesberg Municipality.

The sector plans and key policy documents required of a municipality to support the delivering the above services in providing strategic and policy direction are summarized in the following diagram:

Implementing Sector Plan Objectives of Plan Status of Plan Directorate The plan still needs to be drafted, and will be A financial plan that will ensure undertaken in the financial viability of the conjunction with the Long Term municipality in order to give effect development of a long Financial Plan to the strategic objectives of term vision for Council as portrayed in the IDP Kamiesberg Municipality through the ISDF process To record all assets of the Asset municipality and make Management Developed Finance recommendations for the optimal Plan economic utilization of such assets ▪ To ensure that proper procedure is followed when Investment Plan Developed investing Council or grant funding. To record all assets of the Risk municipality and Management make recommendations for the Developed Plan and optimal Strategy economic utilization of such assets Integrated A 5-year master plan to upgrade Technical Infrastructure and maintain existing To be developed Services Maintenance infrastructure in Kamiesberg

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

Plan Municipality To co-ordinate the provision and Water and Sewer demand of bulk potable water to To be developed Master Plan different consumer’s in Kamiesberg Municipality The main purpose of the plan is to ensure effective planning and Water Services communication by the WSA and to Development assist in effective planning and To be reviewed Plan communication by the WSA and to assist in effective monitoring and evaluation. To integrate and optimize waste management, in order to maximize efficiency and minimize the Integrated Waste associated Co function with Management environmental Environmental Affairs Plan impacts and financial costs, and to improve the quality of life of all residents within the Kamiesberg Municipality To map out a 5-year master plan to implement storm water networks Storm Water in Kamiesberg To be developed Master Plan Municipality and also to maintain the existing storm water infrastructure To map out a 5-year master plan to expand and improve the electrical network Electricity for To be developed Master Plan Kamiesberg Municipality and also to maintain the existing electrical infrastructure To co-ordinate the priorities for transport & Integrated traffic patterns in Kamiesberg NDM busy developing Transport Plan Municipality and plan ensure that provision is made for infrastructure for public transport A plan to pro-actively identifying risks and Disaster prevent disasters from happening Co function with District Management or Municipality Plan minimizing the impact of such disasters if it cannot be avoided Spatial Promote sustainable functional and Development integrated settlement patterns in Need to be reviewed Framework order to:

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

▪ discourage low density urban sprawl; ▪ Generate social and economic opportunities for people; and promote easy accessibility to those opportunities. ▪ Maximize resources efficiently; for example: ▪ ensure the protection of the available environmental resources within the municipality; ▪ Protect productive land for agricultural purposes to ensure food security. ▪ Enhance regional identity and unique character of place. ▪ Ensure conformance with the district municipality and provincial spatial development frameworks.

Planning for development of rural Local Economic Rural Development settlements and facilitate land reform To be developed Development Strategy projects (LED) ▪ Establishing a job creating economic growth path;

▪ Embarking upon sustainable rural LED Strategy development and urban renewal; To be reviewed and

Bringing the poor and disadvantaged to the center of development. ▪ To communicate with internal and Communication external stakeholders in an ethical Developed Strategy and responsible manner.

▪ To plan and develop a plan to Integrated HIV/Aids facilitate and coordinate HIV/AIDS To be developed Plan Programmes and assistance to affected and infected individuals

▪ To prioritize the housing needs in Kamiesberg Municipality and co- Human Settlement ordinate the implementation of To be developed Plan different housing options in line with the National & Provincial Housing Policy

Kamiesberg ▪ This policy make provision for Municipal special tariffs to attract investors To be developed Investment Incentive Policy Performance ▪ This Framework monitors and To be reviewed

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

Management Policy regulates the overall performance Framework of the management and Council. To ensure that targets are being set for Employment Equity transformation of the staff structure of Developed Corporate Plan the Services municipality in order to reflect the Corporate demographic composition of the area Services To co-ordinate training and capacity Workplace Skills building of municipal staff as per their Developed Plan personal career objectives

Spatial Development Framework. With the assistance of the department of COGSTHA an in – house review of the SDF will take place. Council already give approval for this project.

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

CHAPTER 7. DEVELOPMENT STRATEGIES, PROGRAMMES AND PROJECTS STRATEGIC OBJECTIVE The objective of our current strategy is to ensure incorporation of the most recent development changes in the local economy as well as the alignment with Provincial and National initiatives. INTENDED OUTCOME

Poverty Alleviation and Job Creation is some of our biggest challenges that escalate in to other serious social crimes such as alcohol and drug abuses, illegal mining and the illegal selling of endangered species The municipality therefore identified the following Mega Projects to broaden its tax basis and alleviate poverty and jobs. To implement these projects we would need the support of our District, Provincial and National Government. It also create the perfect opportunity for Public Private Partnerships. These projects are: INFRASTRUCTURE DEVELOPMENT 1. Tar / Upgrading of gravel road from Garies via Kheis, Paulshoek, Leliefontein, Nourivier to Kamieskroon. We are from the view that if this project can ….. service delivery can be done 2. Completion of the Garies- Hondeklipbaai Road. 3. Coastal Development: Hondeklipbaai and Eiland Punt Noord

TOURISM DEVELOPMENT Kamiesberg Municipality have a variety of tourism potential e.s historical, cultural and our well known beautiful flowers during springtime. The opportunity is there to unlock a tourism season from January up till December. - Roodebergskloof Guest Farm - Leliefontein Massa care ( history ) - Leliefontein Methodist Church ( National Monument ) - Betelsklip ( history / cultural ) - Namakwa National Park - Kliphuis - Moertjieklip

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

- Daters’ Poort ( Grave of Lieutenant James Darter / this small piece of land belong to England ) ( history ) - Letter Klip ( history ) - Aristea ship wreck ( history ) A brief summary of community needs from 2017 / 2018 until this financial year.

HONDEKLIPBAAI 2017 / 2018 – 2019 / 2020 2020 / 2021

Basic Services and Infrastructure Basic Services and Infrastructure

I. Housing

II. Upgrading of Dumping site

III. Speed Bumps

SOEBATSFONTEIN 2017 / 2018 – 2019 / 2020 2020 / 2021

Basic Services and Infrastructure Basic Services and Infrastructure

I. Housing

II. Completion of Library

III. Communication ( cell phone and internet reception )

IV. Upgrading of water network

V. Speed Bumps

VI. Flushed Toilets

VII. Completion of paving within the town

VIII. Tar of Road from Kamieskroon through Soebatsfontein up to Kommagas

SPOEGRIVIER 2017 / 2018 – 2019 / 2020 2020 / 2021

Basic Services and Infrastructure Basic Services and Infrastructure

I. Housing

II. Survey of Plots

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

III. Sewerage ( VIP toilets a major problem )

IV. Cleaning of UDS toilets

V. Road S ignage

VI. Upgrading of water network

VII. Paving of internal streets

VIII. Construction of a new dam

IX. Fully equipped boreholes for drinking water

X. Enclosing existing landfill site

XI. Fully equipped clinic

XII. Solar panels

XIII. Upgrading of access road between Kharkams , Spoegrivier and Hondeklipbaai

XIV. Water tanks for every household

XV. Construction of storage at Community Hall

KAMIESKROON 2017 / 2018 – 2019 / 2020 2020 / 2021 Basic Services and Infrastructure I. Housing

II. Fencing of Sewerage Plant

III. Construction of VIP toilets – Eco san

IV. Paving of internal Roads

V. Upgrading of Community Hall

VI. Upgrading of Sports ground

VII. Development of a new grave yard

VIII. Communal Taps

IX. Fencing of Roads

X. Accredited Training and Skills Development

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

WARD 2 GARIES 2017 / 2018 – 2019 / 2020 2020 / 2021 Basic Services and Infrastructure I. Street lights should be installed in Delft

II. Upgrading of Sewerage Oxidation ponds

III. Multipurpose Centre

IV. Food security promoted through utilization of Commonage

V. Cleaning of Streets

VI. Re – launch of the mineral water project

VII. Entrepreneurs development programmes

VIII. Skills Development programmes for the community

KLIPFONTEIN

2017 / 2018 – 2019 / 2020 2020 / 2021

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

Basic Services and Infrastructure ▪ High Mass Electricity ▪ Proper sanitation ▪ Upgrade of water System-Water for RDP Houses- Air valves on existing pipeline to distribute evenly water -Vaalgat (water well) should be opened for a possible alternative source of water ▪ More dams to store water ▪ Flush toilets ▪ Satellite police station ▪ Fully equipped Clinic ▪ Library Local Economic Development

▪ Town Cleaning projects ▪ Soup kitchen for elderly

▪ Green tanks to store water Cleaning of UDS toilets

▪ Advisory Office

▪ Livestock drinking water

▪ Play park

▪ Fully functional Clinick ▪ Library ▪ Youth development ▪ Upgrading of community Hall ▪ Fencing of Village

LEPELFONTEIN 2017 / 2018 – 2019 / 2020 2020 / 2021 Basic Services and Infrastructure(Prioritized) ▪ Paving of internal roads ▪ Construction of 20 RDP houses ▪ Play Parks ▪ Fencing of Community Hall ▪ Upgrading of kitchen within Hall ▪ Repair of toilets ▪ Upgrading of Landfill Site ▪ Fencing of Commonage Land ▪ Upgrading of Community Hall ▪ Fencing of Community Hall ▪ Construction of 20 toilets ▪ Street lightning ▪ Maintenance of access roads

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

WARD 3 KHARKAMS 2017 / 2018 – 2019 / 2020 2020 / 2021 Basic Services and Infrastructure ▪ Upgrading of Clinic ▪ Sewerage system ▪ Survey of plots ▪ Street lightning Library

▪ Storm water Drainage System ▪ Water Tanks for every House Hold ▪ Draught Relieve for Farmers ▪ Design Underground Wetland ▪ Upgrade of Landfill Site Housing

▪ RDP Houses Local Economic Development

▪ Satellite Police station ▪ Bakery ▪ Completion of sports grounds ▪ ECD Centre ▪ Record Management of old Municipal Office at Kharkams

I. Completion of ram camp

TWEERIVIER 2017 / 2018 – 2019 / 2020 2020 / 2021 Basic Services and Infrastructure ▪ Housing ▪ Tar of road: Kharkams to Tweerivier ▪ Fencing ( ) Kharkams to Leliefontein ▪ Solar panels and windmills on Commonage Land ▪ Extension of Graveyard ▪ Upgrade of water system and reservoir ▪ Upgrading of Community halls ▪ Paving Local Economic Development

▪ ECD Centre

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

▪ Upgrading of Sports grounds

KHEIS

2017 / 2018 – 2019 / 2020 2020 / 2021 Basic services and Infrastructure

▪ Housing ▪ Toilets ▪ Water tanks for every households ▪ Upgrading of sports grounds ▪ Tar of access road to Garies ▪ Street lightning ▪ Paving of internal roads ▪ Cleaning of dam ▪ Youth development ▪ Vegetable Garden

WARD 4 PAULSHOEK 2017 / 2018 – 2019 / 2020 2020 / 2021 Basic Services and Infrastructure ▪ Streetlights ▪ Satellite police station ▪ Soup kitchen ▪ Construction of entrance roads ▪ Paving of internal roads ▪ Upgrading of sportsground

Housing

▪ RDP Houses Local Economic Development

Telephone and cell phone reception

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

LELIEFONTEIN 2017 / 2018 – 2019 / 2020 2020 / 2021 Basic Services and Infrastructure ▪ Upgrade of water system, ▪ More streetlights ▪ Renovation, Demolish and reconstruction of Community Hall ▪ Construction and Upgrading of Cemeteries ▪ Upgrading of clinic ▪ Construction of a police station ▪ New grave yard ▪ Morgue ▪ Efficient health care ▪ Paving of entrance road

Housing

▪ Rectification of RDP Houses

Local Economic Development

▪ Soup kitchen

Sport facilities

NOURIVIER 2017 / 2018 – 2019 / 2020 2020 / 2021 Basic Services and Infrastructure

▪ Refuse removal ▪ Street names ▪ Cell phone reception ▪ Installation of toilets ▪ Sewerage network ▪ Upgrading of Clininck ▪ Strormwater system ▪ Skills development ( Computer, drivers licensed etc. )

ROOIFONTEIN 2017 / 2018 – 2019 / 2020 2020 / 2021 Basic Services and Infrastructure ▪ Upgrading of sports grounds ▪ Housing

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

▪ Upgrading of clinic ▪ Repair of street lights ▪ Repair of bridge ▪ Repair of water pump in river ▪ Upgrading of infrastructure on commonage land

KAMASSIES 2017 / 2018 – 2019 / 2020 2020 / 2021 Basic Services and Infrastructure

▪ Paving of streets ▪ Housing ▪ Cell phone reception ▪ Toilets ▪ Upgrading of streetlights ▪ Upgrading of access roads ▪ Upgrading of clinic ▪ Upgrading of infrastructure on commonage land

KAMIESBERG MUNICIPALITY: PRELIMARY CAPITAL BUDGET 2020 /2021

PRIORITY PROJECT NAME COST ESTIMATE FUNDER FIN YEAR

1 Upgrading of Garies Sewer line R 6 845 400.15 WSIG 2020 /2021 & Pump station

2 Kamieskroon Sewer R 1 353 620.10 WSIG 2020 / 2021 Reticulation Network

3 Klipfontein Evaporation Ponds R 1 204 720.544 WSIG 2020 / 2021

4 Kheis Evaporation Ponds R 1 384 358.38 WSIG 2020 / 2021

5 Tweerivier WaterReticulation R 1 211 900.83 WSIG 2020 / 2021

6 Kamieskroon Borehole R 7 053 025.00 WSIG 2020 / 2021 Development 7 Refurbishment / Upgrading of R 1 000 000.00 EPWP 2020 / 2021 Municipal Offices in Garies

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

TOTAL CAPITAL BUDGET R20 053 025.00

KAMIESBERG MUNICIPALITY: PRELIMARY CAPITAL BUDGET 2021 /2022

PRIORITY PROJECT NAME COST ESTIMATE FUNDER FIN YEAR

1 Constructions of Oxidation R 5 000 000.00 WSIG 2021 / 2022 Ponds in Kharkams

2 Constructions of Oxidation R 5 000 000.00 WSIG 2021 / 2022 Ponds in Hondeklipbaai

3 Construction / Paving of R 7 928 000.00 DOE 2021 / 2022 internal roads in Kamassies

4 Upgrading of Garies R 1 595 000.00 DOE 2021 / 2022 Electrical Network

5 Upgrading of Kamieskroon R 4 438 596.49 DOE 2021 / 2022 Electrical Network

6 EEDSM Programme R 4 505 238.99 DOE 2021 / 2022

7 Upgrading of Tweerivier / To be determined RBIG 2021 / 2022 Kharkams Bulk water Supply

8 Construction of 28 RDP R 3 093 903.40 COGHSTA 2021 / 2022 Houses in Paulshoek

9 Construction of 25 RDP R 2 762 413.75 COGHSTA 2021 / 2022 Houses in Soebatsfontein

10 Construction of 47 RDP R 5 193 337.85 COGHSTA 2021 / 2022 Houses in Kheis

11 To be determined COGHSTA 2022 / 2023

12 To be determined COGHSTA 2022 / 2023

13 To be determined COGHSTA 2022 / 2023 TOTAL CAPITAL R 39 516 490.48 BUDGET

KAMIESBERG MUNICIPALITY: PRELIMARY CAPITAL BUDGET 2022 /2023

PRIORITY PROJECT NAME COST FUNDER FIN ESTIMATE YEAR

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

1 Construction of R 5 000 000.00 WSIG 2022 / Oxidation Ponds in 2023 Leliefontein

2 Construction of R 5 000 000.00 WSIG 2022 / Oxidation Ponds in 2023 Soebatsfontein

3 Construction of R 2 000 000.00 WSIG 2022 / Oxidation Ponds in 2023 Spoegrivier

4 Construction/ Paving of R 8 000 000.00 MIG 2022 / Lepelsfontein internal 2023 roads

5 Replacing VIP / UDS To be determined 2022 / Toilets in Kamiesberg 2023 Municipal Area

6 Construction of 24 RDP R 2 651 917.20 COGHSTA 2022 / Houses in Garies 2023

7 Construction of 18 RDP R 1 988 937.90 COGHSTA 2022 / Houses in Spoegrivier 2023

8 Construction of 24 RDP R 2 651 917.20 COGHSTA 2022 / Houses in Tweerivier 2023

9 Installation of Pre Paid To be determined 2022 / water Metres 2023 TOTAL CAPITAL R 27 292 772.30 BIDGET

KAMIESBERG MUNICIPALITY: PRELIMARY CAPITAL BUDGET 2023 /2024

PRIORITY PROJECT NAME COST ESTIMATE FUNDER FIN YEAR

1 Bulk water and Borehole R 8 000 000.00 MIG 2023 / 2024 Development: Rooifontein

2 Construction of Oxidation R 5 000 000 .00 WSIG 2023 / 2024 Ponds in Nourivier

3 Construction of Oxidation R 5 000 000.00 WSIG 2023 / 2024 Ponds in Rooifontein

4 Construction of Oxidation R 2 000 000.00 WSIG 2023 / 2024 Ponds in Kamassies

5 Construction of 18 RDP R 1 988 937.90 COGHSTA 2023 / 2024

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

Houses in Kamassies

6 Construction of 45 RDP R 4 972 344.75 COGHSTA 2023 / 2024 Houses in Rooifontein

7 Construction of 25 RDP R 2 762 413.75 COGHSTA 2023 / 2024 Houses in Nourivier

8 Construction of 50 RDP R 5 524 827.50 COGHSTA 2023 / 2024 Houses in Hondeklipbaai

9 Construction of 50 RDP R 5 524 827.50 COGHSTA 2023 / 2024 Houses in Kharkams

10 Construction of 50 RDP R 5 524 827 .50 COGHSTA 2023 / 2024 Houses in Kamieskroon TOTAL CAPITAL R 46 298 178.90 BUDGET

KAMIESBERG MUNICIPALITY: PRELIMARY CAPITAL BUDGET 2024 /2025

PRIORITY PROJECT NAME COST ESTIMATE FUNDER FIN YEAR

1 Upgrading of Oxidation R 7 731 370.00 MIG 2024 / 2025 Ponds in Garies

2 Construction of Oxidation R 5 000 000.00 WSIG 2024 / 2025 Ponds in Paulshoek

3 Construction of Oxidation R 5 000 000.00 WSIG 2024 / 2025 Ponds in Lepelsfontein

4 Construction of Oxidation R 2 000 000.00 WSIG 2024 / 2025 Ponds in Tweerivier

5 Construction of 63 RDP R 1 988 937.90 COGSTHA 2024 / 2025 Houses in Lepelsfontein TOTAL CAPITAL R 21 720 307.90 BUDGET

KAMIESBERG MUNICIPALITY 4th GENERATION IDP

CHAPTER 8. ALIGNMENT WITH NATIONAL AND PROVINCIAL OBJECTIVES AND PROGRAMMES

The National Development Plan ( NDP ) offers a long – term perspective. It defines a desired destination and identifies the role different sectors of society need to play in reaching that goal. As a long term strategic plan, it serve four broad objectives: 1. Providing overarching goals for what we want to achieve by 2030. 2. Building consensus on the key obstacles to us achieving these goals and what needs to be done to overcome those obstacles 3.

The Plan aims to ensure that all South Africans attain a decent standard of living through the elimination of poverty and reduction of inequality. The core elements of a decent standard of living identified in the Plan are:

• Housing, water, electricity and sanitation • Safe and reliable public transport • Quality education and skills development • Safety and security • Quality health care • Social protection • Employment • Recreation and leisure • Clean environment • Adequate nutrition

STRATEGIC OBJECTIVE

The effective implementation of the Plan depends on our ability to build unity in action through the following principles:

• Broad ownership -Â The Plan enjoys wide support from all sections of society. The best way to sustain this support is by ensuring broad engagement at every level of implementation. It is important that the implementation phase builds on this sense of broad ownership by enabling different sectors and individuals to contribute their skills, resources and expertise. • Continuous capacity building -Â Capacity building needs to be treated as an ongoing process. It requires that all sectors constantly strive to improve their own performance. This includes measures to strengthen the capacity and developmental commitment of the state.

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• Policy consistency -Â Many successful reform initiatives have policy consistency and stability of leadership as common features. The Plan is designed to bring about change over a period of nearly two decades and this requires a degree of policy consistency. Policy changes must be approached cautiously based on experience and evidence so that the country does not lose sight of its long-term goals. • Prioritisation and sequencing -Â Not all proposals will be implemented at once. Priority will be given to policies that need to be implemented immediately because other actions cannot be implemented until these steps have been taken; policies and plans that have long-term implications and lock in future choices; areas where the core objective is to improve the implementation of existing policies; areas where the first task is to build consensus, improve trust, build capacity or agree on the division of responsibilities before implementation can take place. Particular attention will be given in the initial stages to the three objectives that the NPC has identified as being especially important for the success of the Plan: (a) improving the quality of learning outcomes, (b) creating jobs and promoting inclusive growth, and (c) strengthening the capacity and developmental commitment of the state. • Clarity of responsibility and accountability -Â The Plan calls for the tightening of the accountability chain. An important step towards this is to ensure that all activities necessary to implement a programme are clearly spelt out including the timeframe and responsibility for implementation, as well as oversight and monitoring mechanisms that will help identify blockages. • Continuous learning and improvement â€“Â It is important to figure out how to make things work before trying to implement at a large scale. Implementation needs to be a learning process, so that plans can evolve based on the experience of departments and the results of evidence-based monitoring and evaluation. • Coordinated action -Â The NDP provides an overarching policy framework to bring greater coherence to the work of government. However, many coordination problems relate to implementation and in these areas issues will need to be resolved through regular day-to-day interactions.

INTENDED OUTCOME

The Plan highlights the need to strengthen the ability of local government to fulfil its developmental role. Municipal Integrated Development Plans (IDPs) need to be used more strategically to focus attention on critical priorities in the NDP that relate to the mandate of local government such as spatial planning, infrastructure and basic services.

Like provincial planning processes, municipal IDPs should be used to focus on aspects of the NDP that fit within a municipalityâ€™s core responsibilities. This would allow the IDP process to become more manageable and the participation process more meaningful, thus helping to narrow the gap between the aspirations contained in these documents and what can actually be achieved.

To do this effectively, the IDP process needs to be led by municipal staff, not outsourced to consultants.

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As for provinces, there are also many areas where municipalities could start implementation immediately by engaging with aspects of the Plan that speak to their core competencies and identifying how they can action proposals for improving implementation.

Intergovernmental Relations ( IGR ) INTRODUCTION TO CO-OPERATIVE GOVERNANCE AND INTERGOVERNMENTAL RELATION The Council does not function in autonomy and strives to maintain good intergovernmental relations with its neighbouring municipalities, the Namakwa District Municipality, Regional IGR, Provincial IGR the Provincial Government, National Government and other agencies and intergovernmental bodies, such as SALGA, the Premier’s Coordinating forum PIGR, Municipal Mayor’s and MEC’s Forum (MUNMEC) PROVINCIAL INTERGOVERNMENTAL STRUCTURE

❖ Provincial CFO Forum ❖ Provincial IDP Engagement ❖ RBPAC Forum ❖ MIG Engagement ❖ Blue and Green Drop Sessions ❖ LGTAs ❖ HR.SDF Forum ❖ Internship Assessment

DISTRICT INTERGOVERNMENTAL STRUCTURES

❖ District Technical IGR ❖ District Political IGR ❖ District Area Finance Forum ❖ District PMU ❖ District Health Forum ❖ District EPWP Forum

District Audit Committee Meetings Shared Services

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CHAPTER 9. PROGRAMMES AND PROJECTS OF OTHER SPHERES

STRATEGIC OBJECTIVE The main objective for our municipality is to secure the integration of national and provincial initiatives and programmes in our IDP.

INTENDED OUTCOME The effective implementation of all plans, initiatives depends on the desire of all of us to better the lives of all South Africans. Therefore continuous monitoring and evaluating to secure the best outcome is crucial.

STATE OF THE NATION ADRESS

President Cyril Ramaphosa

President Cyril Ramaphosa delivered the State of the Nation Address on 13 February 2020 at 7 pm before a joint sitting of the two houses of Parliament. The President took the nation into his confidence on the way forward, set the tone on critical matters and reported back to South Africans on the progress since his last address in June last year.

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The address built on the success of the recent free and fair 2019 General Elections, which served to renew and strengthen our democracy. He will also use the opportunity to chart the course for the implementation of the electoral mandate as reflected in the 2019–2024 Medium Term Strategic Framework.

State of the Nation Address by President Cyril Ramaphosa, Parliament, Cape Town

Speaker of the National Assembly (NA), Ms Thandi Modise, Chairperson of the National Council of Provinces (NCOP), Mr Amos Masondo, Deputy President David Mabuza, Chief Justice Mogoeng Mogoeng and esteemed members of the judiciary, Former President Thabo Mbeki and Mrs Mbeki, Former President Kgalema Motlanthe and Mrs Motlanthe, Former Deputy President FW de Klerk and Mrs de Klerk, Former Speaker Ms Baleka Mbete and Mr Khomo, President of the Pan African Parliament, His Excellency Roger Nkodo Dang, United Nations (UN) South Africa Representative, Ms Anne Githuku-Shongwe, Isithwalandwe, Mr Andrew Mlangeni, Ministers and Deputy Ministers, Premiers and speakers of provincial legislatures, President of the South African Local Government Association and executive mayors, Governor of the South African Reserve Bank (SARB), Mr Lesetja Kganyago, Heads of Chapter 9 institutions, Leaders of faith-based organisations, Leaders of academic and research institutions, Members of the diplomatic corps, Invited guests, Honourable members of the NA, Honourable members of the NCOP, Fellow South Africans,

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It is 30 years since Nelson Rolihlahla Mandela walked out of the gates of Victor Verster Prison, a moment in our history that signalled perhaps more vividly than any other that freedom was at hand.

As he stood on the balcony of Cape Town City Hall to address the masses who had come in their tens of thousands to welcome him, he said:

“Our march to freedom is irreversible. We must not allow fear to stand in our way.”

Now, 30 years later, as we continue our onward march to improve the lives of our people, as we confront great challenges, as we endure troubled times, we too cannot allow fear to stand in our way.

We must forge ahead, permitting neither adversity nor doubt to divert us.

As we gather to reflect on the state of our nation, we are joined by the family of Basil February, a courageous young freedom fighter who lost his life in Zimbabwe in the Wankie Campaign of 1967.

For half a century, his resting place, like those of several of his comrades, has, until now, remained unknown.

His contribution, his sacrifice, has never been forgotten.

This evening, we gather here humbled by the memories of those men and women who gave their lives for our freedom, deeply aware of the great responsibility we carry to realise their dreams.

There are times when we have fallen short, there are times when we have made mistakes, but we remain unwavering in our determination to build a society that is free and equal and at peace.

Our history tells us that when we are united in peace and faith, we can conquer all obstacles and turn our country into a place in which we all feel free, safe and comfortable.

It is in that spirit that we now approach the present moment.

Our country is facing a stark reality.

Our economy has not grown at any meaningful rate for over a decade.

Even as jobs are being created, the rate of unemployment is deepening.

The recovery of our economy has stalled as persistent energy shortages have disrupted businesses and people’s lives.

Several state-owned enterprises (SOEs) are in distress, and our public finances are under severe pressure.

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It is you, the people of South Africa, who carry this burden, confronted by rising living costs, unemployment, unable to escape poverty, unable to realise your potential.

Yet, at the same time, there is another part to our reality.

It is the reality of a youthful population that has more access to education than ever before and which is achieving steadily improving outcomes.

It is the reality of 2.4 million children in Early Childhood Development (ECD) and pre- school.

It is about the 81% of learners who passed matric last year, with an increasing proportion coming from rural and township schools.

For this great achievement, we applaud the Class of 2019.

Our reality is also that of the 720.000 students who received state funding for Technical and Vocational Education and Training (TVET) colleges and universities last year.

It is about the 6.8 million South Africans who know their HIV status, about the five million people who have been initiated on antiretroviral treatment and the 4.2 million people whose HIV viral load is, as a consequence, undetectable.

These are not just statistics.

These are lives of ordinary citizens being improved.

They are signs of progress.

Our reality is also one of unbounded potential.

Of a soil that is rich in minerals and in a diversity of plant and animal life that has few equals in the world.

Of a deep capital base, extensive infrastructure, sound laws and robust institutions.

Of a rich, diverse, young and talented people.

Tonight, we are joined by Zozibini Tunzi, whose ascendance to the Miss Universe title is a reminder of our potential to achieve greatness against the odds.

We also welcome Springbok Captain Siya Kolisi, who led a group of determined and united South Africans to become the 2019 World Rugby Champions.

We are joined this evening by another remarkable young person, Ms Sinoyolo Qumba, a Grade 11 learner from Lenasia South, who spent much of yesterday helping me to write this State of the Nation Address (SoNA).

Her intellect, her social awareness, her passion and her diligence give me great confidence in the future of this country.

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In my first two addresses to the nation I spoke at length about the necessity of social compacting, and the great responsibility we shoulder as government to drive collaboration and consensus.

In 1994, we chose the path of negotiation, compromise and peaceful settlement, instead of hatred and revenge.

Our history and contemporary experience has taught us that if we are to achieve what we set out to do, we must focus on what unites instead of divides.

The greatest strength of our constitutional democracy, and the reason it has endured, is because we have been able to forge broad-based coalitions and social compacts, be they with business, labour, special interest groups or wider civil society.

Achieving consensus and building social compacts is a not demonstration of weakness. It is the very essence of who we are.

That is why over the past two years we have been hard at work seeking to forge and build consensus around our economic recovery plan.

In his inaugural address on the 10th of May 1994, President Nelson Mandela said:

“Today we enter into a covenant that we shall build a society in which all South Africans, both black and white, will be able to walk tall, without fear in their hearts, assured of their inalienable right to human dignity.”

This government remains irrevocably committed to upholding that covenant.

It is a covenant that is rooted in the strategic objective of our National Development Plan, which is to eliminate poverty and reduce inequality by 2030.

Let us frankly admit that that the government cannot solve our economic challenges alone.

Even if we were to marshal every single resource at our disposal, and engage on a huge expenditure of public funds, we would not alone be able to guarantee employment to the millions of people who are out of work.

What we have achieved, we have achieved together.

Over the course of the last two years – since I first stood here to deliver a SoNA – we have worked to forge compacts among South Africans to answer the many challenges before us.

Through the Jobs Summit, we brought labour, business, government and communities together to find solutions to the unemployment crisis, and we continue to meet at the beginning of every month, the Deputy President and myself, to remove blockages and drive interventions that will save and create jobs.

We have come together, as government and civil society, as communities and faith-based groupings, to confront the violence that is perpetrated by men against women.

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We have brought business, labour and government together to craft master plans for those industries that have the greatest potential for growth.

We have come together as different spheres of government, as different state entities, as business associations and community groups under a new District Development Model (DDM) that is fundamentally changing our approach to local development.

We have been building social compacts because it is through partnership and cooperation that we progress.

Together, over these last two years, we have worked to stabilise our economy and build a foundation for growth.

We have been deliberate in rebuilding institutions and removing impediments to investment.

We have acted decisively against state capture and fought back against corruption.

We have steadily improved the reach of education, improved the quality of health care and tended to the basic needs of the poor.

Yet, that has not been enough.

It has not been enough to free our economy from the grim inheritance of our past, nor from the mistakes that we ourselves have made.

It has not been enough to spare us from the debilitating effects of load-shedding, nor from an unstable and subdued global economy.

And so we find ourselves today at a decisive moment.

We have a choice.

We can succumb to the many and difficult and protracted problems that confront us, or we can confront them, with resolve and determination and with action.

Because we choose to confront our challenges, our immediate, vital and overarching task is to place our economy on a path of inclusive growth.

Without growth there will be no jobs, and without jobs there will be no meaningful improvement in the lives of our people.

This SoNA is, therefore, about inclusive growth.

It is about the critical actions we take this year to build a capable state and place our economy on the path to recovery.

This year, we fix the fundamentals.

We pursue critical areas of growth.

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And we ensure excellence in planning and execution in government.

Fellow South Africans,

For over a decade, South Africans have had to contend with the effects of a constrained energy supply.

I have spoken extensively about the critical role that Eskom plays in the economy of our country and in the livelihood of every South African.

The load-shedding of the last few months has had a debilitating effect on our country.

It has severely set back our efforts to rebuild the economy and to create jobs.

Every time it occurs, it disrupts people’s lives, causing frustration, inconvenience, hardship.

At its core, load-shedding is the inevitable consequence of Eskom’s inability over many years – due to debt, lack of capacity and state capture – to service its power plants.

The reality that we will need to accept is that in order for Eskom to undertake the fundamental maintenance necessary to improve the reliability of supply, load-shedding will remain a possibility for the immediate future.

Where load-shedding is unavoidable, it must be undertaken in a manner that is predictable and minimises disruption and the cost to firms and households.

Over the next few months, as Eskom works to restore its operational capabilities, we will be implementing measures that will fundamentally change the trajectory of energy generation in our country.

We are taking the following measures to rapidly and significantly increase generation capacity outside of Eskom:

• A Section 34 Ministerial Determination will be issued shortly, by the Minister of Mineral Resources and Energy, to give effect to the Integrated Resource Plan 2019, enabling the development of additional grid capacity from renewable energy, natural gas, hydro power, battery storage and coal. • We will initiate the procurement of emergency power from projects that can deliver electricity into the grid within three to 12 months from approval. • The National Energy Regulator will continue to register small scale distributed generation for own use of under one megawatt (MW), for which no licence is required. • The National Energy Regulator will ensure that all applications by commercial and industrial users to produce electricity for own use above 1MW are processed within the prescribed 120 days. It should be noted that there is now no limit to installed capacity above 1MW. • We will open bid window 5 of the renewable energy Independent Power Producers (IPPs) and work with producers to accelerate the completion of window 4 projects. • We will negotiate supplementary power purchase agreements to acquire additional capacity from existing wind and solar plants. • We will also put in place measures to enable municipalities in good financial standing to procure their own power from IPPs.

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In line with the roadmap announced last year, Eskom has started with the process of divisionalising its three operating activities – generation, transmission and distribution – each of which will have its own board and management structures.

The social partners organised under the National Economic Development and Labour Council have been meeting over the last two weeks to agree on the principles of a social compact on electricity.

This is a historic and unprecedented development since it demonstrates the commitment of all social partners to take the necessary actions and make the necessary sacrifices to secure our energy needs.

Through this compact the social partners seek an efficient, productive and fit-for-purpose Eskom that generates electricity at affordable prices for communities and industries.

This requires both a drastic reduction in costs – including a review of irregular contracts – and measures to mobilise resources that will reduce Eskom’s debt and inject fresh capital where needed.

The social partners – trade unions, business, community-based organisations and government – are committed to mobilising funding to address Eskom’s financial crisis in a financially sustainable manner.

They would like to do this in a manner that does not put workers’ pensions at risk and that does not compromise the integrity of the financial system.

While they work to finalise this agreement, the reality is that our energy system will remain constrained until new energy generation comes on stream.

Through these immediate measures and the work underway to fundamentally restructure our electricity industry, we will achieve a secure supply of reliable, affordable and, ultimately, sustainable energy.

We undertake this decisive shift in our energy trajectory at a time when humankind faces its greatest existential threat in the form of climate change.

Yesterday, I met Ayakha Melithafa, a young climate activist from Eerste Rivier who attended the World Economic Forum in Davos this year to call on world leaders to stand firmly for climate justice.

Ayakha asked me to make sure no African child is left behind in the transition to a low- carbon, climate resilient and sustainable society; and it is a promise I intend to keep.

The Presidential Commission on Climate Change will ensure that as we move towards a low carbon growth trajectory that we leave no one behind.

We will finalise the Climate Change Bill, which provides a regulatory framework for the effective management of inevitable climate change impacts by enhancing adaptive capacity, strengthening resilience and reducing vulnerability to climate change – and identifying new industrial opportunities in the green economy.

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Honourable members,

We need to fix our public finances.

Low levels of growth mean that we are not generating enough revenue to meet our expenses, our debt is heading towards unsustainable levels, and spending is misdirected towards consumption and debt-servicing rather than infrastructure and productive activities.

We cannot continue along this path. Nor can we afford to stand still.

When he delivers his Budget Speech two weeks from now, the Minister of Finance will outline a series of measures to reduce spending and improve its composition.

We are engaged with labour and other stakeholders on measures to contain the public wage bill and reduce wastage.

Efforts to reduce government spending, prioritise resources more effectively, and improve the efficiency of our tax system are important – but insufficient – contributions towards stabilising our public finances.

Achieving sustainability will ultimately require us to address structural challenges in the economy that raise the cost of living and doing business.

By working with the Auditor-General to reduce irregular expenditure, by shifting government spending from consumption expenditure to investment in infrastructure, we aim to improve the state of public finances.

The National Treasury and the SARB are working together to ease pressure on business and consumers.

We have decided to establish a sovereign wealth fund as a means to preserve and grow the national endowment of our nation, giving practical meaning to the injunction that the people shall share in the country’s wealth.

We are also proceeding with the establishment of a state bank as part of our effort to extend access to financial services to all South Africans.

The Minister of Finance will provide details on these in his Budget Speech.

We will be undertaking far-reaching economic reform measures that we will include those contained in the paper produced by The National Treasury, entitled Economic Transformation, Inclusive Growth and Competitiveness.

This year, we are moving from the stabilisation of SOEs to repurposing these strategic companies to support growth and development.

After years of state capture, corruption and mismanagement, we are working to ensure that all SOEs are able to fulfil their developmental mandate and be financially sustainable.

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In consultation with the Presidential SOE Council, we will undertake a process of rationalisation of our SOEs and ensure that they serve strategic economic or developmental purposes.

The extent of the state capture, corruption and mismanagement in SOEs is best demonstrated at South Africans Airways, which was placed in business rescue late last year.

The business rescue practitioners are expected to unveil their plans for restructuring the airline in the next few weeks.

In the interests of South Africa’s aviation industry and our economy, it is essential that a future restructured airline is commercially and operationally sustainable and is not dependent on further government funding.

A key priority this year is to fix commuter rail, which is vital to the economy and to the quality of life of our people.

Our rail network daily transports over a million commuters to and from work.

We are modernising the Passenger Rail Agency of South Africa’s rail network.

The Central Line in the Western Cape and the Mabopane Line in Pretoria have been closed for essential refurbishment and upgrades.

We are investing R1.4 billion in each of these lines to provide, a safe, reliable and affordable service.

Work underway on other lines includes station upgrades, parkway replacements, new signalling systems and overhead electrical traction upgrades.

As we work to fix the capabilities of the State, we know that growth and job creation will in large measure be driven by private enterprise.

We are therefore building an operating environment that is favourable to doing business.

Working together with social partners, we have continued to address several issues that have been barriers to job creation.

Water use licences, which are so essential to operations on farms, factories and mines, have previously taken an inordinately long time to process, sometimes up to five years.

We are able to announce that water use licences will now issued within 90 days.

It used to take months to have a company registered.

Through the Bizportal platform, one can now register a company in one day, register for the Unemployment Insurance Fund and the South African Revenue Service and even open a bank account.

Our ports are congested and inefficient.

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During the course of this year, we will undertake a fundamental overhaul of the Durban Port – the third largest container terminal in the Southern Hemisphere – to reduce delays and costs.

The most significant contribution we can make to inclusive economic growth is in the development of appropriate skills and capabilities.

The investments we make now in ECD and early school learning will yield great economic benefits in the next two decades – and beyond.

But there are immediate interventions that we are making to improve the quality and the relevance of our educational outcomes.

We are making progress with the introduction of the three-stream curriculum model, heralding a fundamental shift in focus towards more vocational and technical education.

Various technical vocational specialisations have already been introduced in 550 schools and 67 schools are now piloting the occupational stream.

We are building nine new TVET colleges this year, in Sterkspruit, Aliwal North, Graaff Reinet and Ngungqushe in the Eastern Cape, and in Umzimkhulu, Greytown, Msinga, Nongoma and Kwagqikazi in KwaZulu-Natal.

Through bilateral student scholarship agreements we have signed with other countries, we are steadily building a substantial cohort of young people who go overseas each year for training in critical skills.

We have seen the impact this can have with the Nelson Mandela Fidel Castro Medical Training Programme in Cuba, which has produced over 1.200 medical doctors and a further 640 students are expected to graduate in December 2020.

This programme is a living monument to these two great revolutionaries.

Last year I spoke about our plan to issue tablet computers to school students.

The process of distributing these tablets is underway.

We said that every 10-year-old needs to be able to read for meaning.

Our early reading programmes are gathering momentum.

This year, we will be introducing coding and robotics in Grades R to 3 in 200 schools, with a plan to implement it fully by 2022.

We have decided to establish a new University of Science and Innovation in Ekurhuleni.

Ekurhuleni is the only metro in our country that does not have a university.

This will enable young people in that metro to be trained in high-impact and cutting-edge technological innovation for current and future industries.

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Investment and growth require a safe, stable and crime-free environment.

More importantly, it is fundamental to the aspirations of all our people to live in security, peace and comfort.

Police visibility, effective training and better resourcing of police stations are our priorities.

I have prioritised our response to the growing problem of criminal groups that extort money from construction and other businesses.

Specialised units – bringing together the South African Police Service (SAPS) and the National Prosecuting Authority – are mandated to combat these crimes of economic disruption.

To support the growth of the tourism industry, the SAPS will increase visibility at identified tourist attraction sites.

It is training Tourism Safety Monitors and will establish a reserve police capacity to focus on the policing of tourist attraction areas.

Anti-gang units will be further strengthened, with priority given to the Western Cape, Eastern Cape, Gauteng and the Free State.

Following the graduation of 5.000 police trainees last year, 7.000 new police trainees have been enlisted this year to strengthen local policing.

To improve the quality of general and specialised SAPS investigations, we are establishing a Crime Detection University in Hammanskraal.

Fellow South Africans,

Over the last six months, the nation has been galvanised – across communities, government, civil society, religious groupings, the judiciary and parliament – to end the crisis of violence perpetrated by men against the women of our country.

It has been a truly united and determined response from all South Africans.

Through building social compacts across society to fight this scourge, we will be able to achieve much more.

But it is only the beginning of the struggle.

We implemented an emergency action plan and reprioritised R1.6 billion to support this plan until the end of the current financial year.

There has been progress in several areas.

We will amend the Domestic Violence Act to better protect victims in violent domestic relationships and the Sexual Offences Act to broaden the categories of sex offenders whose

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We will not let up in the fight against corruption and state capture.

We need to work together to root out corruption and strengthen the rule of law.

We should not solicit or pay bribes or engage in corrupt acts.

We should upgrade our culture of reporting crime when we see it being committed.

This battle can only succeed if it is taken on by the whole of society, if we build a formidable social compact of all formations.

We therefore welcome the work of the joint government and civil society working group charged with developing a national anti-corruption strategy and implementation plan, which is close to completion of this phase of its work.

We plan to launch the strategy by mid-year.

The Zondo Commission of Inquiry into State Capture continues with its critical work with the full support of government and other institutions.

I have received a detailed and voluminous report on the Commission of Inquiry into the Public Investment Corporation.

I will make it available to the public together with a plan on taking the findings and recommendations forward in a few days.

Fellow South Africans,

As we fix the fundamentals, as we deepen the reforms we have made, we pursue critical areas of inclusive growth.

In the previous SoNA, I said that is a critical area of investment that supports structural transformation, growth and job creation.

The Infrastructure Fund implementation team has finalised the list of shovel-ready projects and has begun work to expand private investment into public infrastructure sectors with revenue streams.

These include areas like student accommodation, social housing, independent water production, rail freight branch lines, embedded electricity generation, municipal bulk infrastructure, and broadband roll-out.

The team has a project pipeline with potential investments of over R700 billion over the next 10 years, including both government and non-government contributions.

The cranes and yellow equipment that we have longed to see across the landscape of our country will once again soon be an everyday sight.

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The social housing programme to build rental housing for low-income families is at implementation stage, which could leverage as much as R9 billion of private investment in the construction of 37 000 rental apartments.

The young people who are at university and TVET colleges face serious accommodation challenges.

Some do not even have places to sleep after lectures and resort to sleeping in libraries.

We are going to spend R64 billion over the next years in student accommodation and will leverage at least another R64 billion in private investment.

These building projects are ready to start.

We have been speaking about the Umzimvubu Dam in the Eastern Cape for almost a decade, with little to show on the ground.

We are determined to overcome the financial and other challenges that have held back progress and denied the people of this areas such a vital resource.

Road construction on the site has commenced, and I will soon be visiting the site to ensure that we take this work forward.

We are launching a Tourism Equity Fund this year to stimulate transformation in tourism.

Last year, I asked the nation to join me in imagining a new smart-city, a truly post-apartheid city that would rise to change the social and economic apartheid spatial architecture.

A new smart-city is taking shape in Lanseria, which 350,000 to 500,000 people will call home within the next decade.

The process is being led by the Investment and Infrastructure Office in The Presidency alongside the provincial governments of Gauteng and North West, working together with the cities of Johannesburg, Tshwane and Madibeng.

Working with development finance institutions, we have put together an innovative process that will fund the bulk sewerage, electricity, water, digital infrastructure and roads that will be the foundation of the new city.

It will not only be smart and 5G ready, but will be a leading benchmark for green infrastructure continental and internationally.

We will be piloting an alternative township and rural roads programme during which four experimental road stretches of 50 km each will be constructed in various parts of the country.

This initiative will ensure cost effective solutions for the State, meaningful skills transfer and higher potential for labour intensive job creation than conventional roads construction methods.

Fellow South Africans,

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We are confronted by the crisis of youth unemployment.

Of the 1.2 million young people who enter the labour market each year, approximately two thirds remain outside of employment, education and training.

More than half of all young people are unemployed. This is a crisis. We need to make this country work for young people, so that they can work for our country.

The solution to this crisis must be two-pronged – we must all create opportunities for youth employment and self-employment.

On youth employment, as from today, we begin the implementation of the Presidential Youth Employment Intervention – six priority actions over the next five years to reduce youth unemployment.

First, we are creating pathways for young people into the economy.

We are building cutting-edge solutions to reach young people where they are – online, on the phone and in person.

This will allow them to receive active support, information and work readiness training to increase their employability and match themselves to opportunities.

Starting this month, we are launching five prototype sites in five provinces that will grow to a national network reaching three million young people through multiple channels.

This will allow them to receive active support, information and work readiness training to increase their employability and match themselves to opportunities.

Secondly, we are fundamentally changing how we prepare young people for the future of work, providing shorter, more flexible courses in specific skills that employers in fast- growing sectors need.

Thirdly, we are developing new and innovative ways to support youth entrepreneurship and self-employment.

Fourthly, we are scaling up the Youth Employment Service and working with TVET colleges and the private sector to ensure that more learners receive practical experience in the workplace to complete their training.

Fifthly, we are establishing the first cohort of a Presidential Youth Service Programme that will unlock the agency of young people and provide opportunities for them to earn an income while contributing to nation building.

Finally, we will lead a youth employment initiative which will be funded by setting aside 1% of the budget to deal with the high levels of youth unemployment.

This will be through top slicing from the budget, which will require that we all tighten our belts and redirect resources to address the national crisis of youth unemployment.

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The Minister of Finance will prioritise this initiative and give specific details when he delivers the Medium-Term Budget Policy Statement later this year.

These six actions will together ensure that every young person in this country has a place to go, that their energy and capabilities are harnessed, and that they can contribute to the growth of their communities and their country.

As part of this intervention, the National Youth Development Agency and the Department of Small Business Development will provide grant funding and business support to 1.000 young entrepreneurs in the next 100 days – starting tomorrow.

We have invited three of these young entrepreneurs to join us here this evening: Siyabonga Tiwana, Sibusiso Mahone and Tholakele Nkosi.

They and others like them prove that, given the necessary support, young people can create their own opportunities.

These three young entrepreneurs form part of a larger and more ambitious programme to assist 100.000 young entrepreneurs over the next three years to access business skills training, funding and market facilitation.

The empowerment of women is critical to inclusive economic growth.

We are introducing the SheTradesZA platform to assist women-owned businesses to participate in global value chains and markets.

Over the next five years, the Industrial Development Corporation is targeting R10 billion of own and partner funding for women-empowered businesses.

To create a larger market for small businesses, we plan to designate 1.000 locally produced products that must be procured from Small, Medium and Micro Entreprises.

The Procurement Bill will soon be presented to Parliament as part of our efforts to empower black and emerging businesses and advance radical economic transformation.

This year, we intensify our investment drive with the establishment of an integrated investment promotion and facilitation capability coordinated from The Presidency.

We will hold our third South Africa Investment Conference in November to review the implementation of previous commitments and to generate new investment into our economy.

At the second South Africa Investment Conference last year, over 70 companies made investment commitments of R364 billion in industries as diverse as advanced manufacturing, agro-processing, infrastructure, mining, services, tourism and hospitality.

In the first two years of our ambitious investment drive, we have raised a total of R664 billion in investment commitments, which is more than half of our five-year target of R1.2 trillion.

More importantly, these investments are having a real impact.

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Already, projects with an investment value of R9 billion have been completed and 27 projects worth just over R250 billion are in implementation phases, with more coming on-stream this year.

I have visited newly-built factories that make smartphones, and plants expanded to produce more cars, and walked through the dust on construction sites at supplier parks.

We have been to the opening of facilities producing goods ranging from power cables to sanitary products, from tyres to food.

We have made important progress in finalising and implementing master plans in vital parts of our economy.

These master plans bring government, labour and business together to develop practical measures to spur growth at sector level and each partner contributes to making it work.

Thanks in large measure to the Auto Master Plan, we sold more cars to the rest of the world last year than ever before, providing jobs for young people in Eastern Cape and KwaZulu- Natal.

We launched a new auto special economic zone hub in Tshwane, which will expand production and local manufacture of components.

The Clothing and Textiles Master Plan, which was signed last year, aims to create 121.000 new jobs in the retail-clothing textile and footwear sector over the decade.

It involves commitments by retailers to buy goods locally, by manufacturers to invest and support transformation, and by labour to develop bargaining structures that promote agile manufacturing.

For its part, government has already begun to act vigorously against illegal imports, seizing almost 400 containers with under-invoiced products in the last quarter of 2019.

This suit that I am wearing today, like last year, was proudly made by South African workers. I would like to encourage all of us to buy South African products.

We completed the Poultry Master Plan to support chicken farmers and processors and save 54.000 jobs while creating new jobs.

The industry is now focused on growth, greater production and more investment.

We will, within two weeks, set a new poultry import tariff adjustment to support the local industry.

We have developed a plan with farmers and industrial users to save jobs in the sugar industry and will finalise a Sugar Master Plan within the next six weeks; and expect a new Steel Master Plan to be finalised in the coming six months.

Effective today, new regulations published in the Government Gazette will enable investigation and action against abuse of buyer power and price discrimination.

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This will help even the playing field for small businesses and emerging entrepreneurs.

Market inquiries into data services, the grocery retail market and health care have provided the basis for measures to reduce costs to consumers and make these sectors more competitive.

The competition authorities are now working towards a resolution with the large mobile operators to secure deep cuts to data prices across pre-paid monthly bundles, additional discounts targeted at low income households, a free daily allocation of data and free access to educational and other public interest websites.

This is an important step to improve lives, bring people into the digital economy and stimulate online businesses.

The digital economy will increasingly become a driver of growth and a creator of employment.

The Presidential Commission on the Fourth Industrial Revolution has made far-reaching recommendations that impact on nearly every aspect of the economy and in many areas of our lives.

The commission’s report provides us with the tools to ensure that we extract the greatest benefit of these revolutionary technological changes.

An important condition for the success of our digital economy is the availability of high demand spectrum to expand broadband access and reliability.

The regulator, the Independent Communications Authority of South Africa, has undertaken to conclude the licensing of high demand spectrum for industry via auction before the end of 2020.

Because of additional requirements, the licensing of the Wireless Open Access Network (WOAN) is likely to be completed during the course of next year.

Agriculture is one of the industries with the greatest potential for growth.

This year, we implement key recommendations of the Presidential Advisory Panel on Land Reform and Agriculture to accelerate land redistribution, expand agricultural production and transform the industry.

Government stands ready – following the completion of the Parliamentary process to amend section 25 of the Constitution – to table an Expropriation Bill that outlines the circumstances under which expropriation of land without compensation would be permissible.

To date, we have released 44.000 hectares of state land for the settlement of land restitution claims, and will this year release round 700.000 hectares of state land for agricultural production.

We are prioritising youth, women, people with disabilities and those who have been farming on communal land and are ready to expand their operations for training and allocation of land.

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A new beneficiary selection policy includes compulsory training for potential beneficiaries before land can be allocated to them.

Because of the drought in many parts of the country, farmers lost crops and livestock and many workers have lost their jobs and livelihoods.

Working with the Agricultural Research Council and other scientific and agricultural bodies, we have developed drought mitigation strategies that focus on developing drought resistant seeds, planting and storing fodder, removing of invasive plants and management strategies to prevent soil degradation.

This year we will open up and regulate the commercial use of hemp products, providing opportunities for small-scale farmers; and formulate policy on the use of cannabis products for medicinal purposes, to build this industry in line with global trends.

The regulatory steps will soon be announced by the relevant ministers.

A fundamental condition for growth and development is a healthy and productive population, with access to quality, affordable health care.

We have noted the enthusiastic support from South Africans during public hearings on the National Health Insurance (NHI), and are putting in place mechanisms for its implementation following conclusion of the Parliamentary process.

In preparation for the NHI, we have already registered more than 44 million people at over 3.000 clinics in the electronic Health Patient Registration System, and are now implementing this system in hospitals.

I have established the Presidential Working Group on Disability to advise my office on measures to advance the empowerment of persons with disabilities as government plans, budgets and implements its programmes.

Following the recognition by the Department of Basic Education in 2018 of South African Sign Language as a home language and the recommendation by the Parliamentary Constitutional Review Committee that it be the 12th official language, we are now poised to finalise the matter.

Fellow South Africans,

Earlier this week, I returned from Addis Ababa in Ethiopia, where South Africa assumed the Chairship of the African Union (AU) for 2020.

We take up this responsibility at an important time for our continent.

This year, the African Continental Free Trade Area (AfCFTA) will come into effect.

This is our moment, as the people of the continent, to give effect to the dreams of the founding fathers of African unity.

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South Africa will host an Extraordinary AU Summit in May this year to finalise the modalities of the Free Trade Agreement before its implementation on 1 July 2020.

Here we will finalise the rules that define what is a ‘Made in Africa’ product, the tariff lines that will be reduced to zero over the next five years, and the services sectors that will be opened up across the continent.

Allow me to take this opportunity to congratulate our compatriot, Mr Wamkele Mene, who was this past weekend elected as the first Secretary-General of the AfCFTA, and assure him of our full support as he assumes this historic and challenging responsibility.

South Africa has, therefore, prioritised the economic empowerment of Africa’s women during its term as AU Chair, working with all member states on measures to promote financial inclusion, preferential procurement and preferential trade arrangements for women.

The AU Heads of State have pledged their support for measures to end GBV on the continent, and will work towards the adoption of an AU Convention on Violence against Women during the course of this year.

Through the African Peer Review Mechanism, South Africa will work with other countries to advance good governance and democracy.

We will use all the means at our disposal – including our membership of the UN Security Council – to promote peace and security on the continent.

Honourable members, Fellow South Africans,

Everything we do must be underpinned by effective implementation.

That is why we have developed the DDM, a unique form of social compacting that involves the key role players in every district so that we can unlock development and economic opportunities.

It builds the capability of the State where it has been most broken.

During the SoNA of February 2019, I addressed the five most urgent tasks of the moment, key among which was the need to strengthen the capacity of the State to address the needs of the people.

A broad range of critical work is being done across government to strengthen the capacity of local government, as the sphere of government closest to the people, to achieve its developmental mandate of finding sustainable ways to meet the social, economic and material needs of communities and improve the quality of their lives.

Provincial and national government will re-double their efforts to support and strengthen the capacity of municipalities as required by Section 154 of the Constitution and provide for the monitoring and support of municipalities.

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It is only when the structured support has failed that the provincial executive or national government will invoke a Section 139 intervention in strengthening local government.

Currently there are 40 municipalities in the country subjected to such intervention.

The measures that will be taken will complement the objectives of the new district-based model of development, that seeks to take an integrated approach to service delivery

Residents of the Mamusa Municipality in North West have already seen this approach in action, where the DDM was effectively utilised to clear illegal dumping sites, refurbish pump stations to stop sewage spilling in the streets, build roads and lay water pipes, and provide water and toilets to local schools.

This year, we plan to expand the DDM to 23 new districts, drawing on lessons from the three pilot districts – OR Tambo District Municipality, Ethekwini and Waterberg District Municipality.

To strengthen the capacity of the State and increase accountability, I will be signing performance agreements with all Ministers before the end of this month.

These agreements – which are based on the targets contained in the Medium-Term Strategic Framework – will be made public so that the people of South Africa can hold those who they elected into office to account.

We see these performance agreements as the cornerstone of a new culture of transparency and accountability, where those who are given the responsibility to serve – whether as elected office bearers or public servants – do what is expected of them.

It is a culture where corruption, nepotism and patronage are not tolerated, and action is taken against those who abuse their power or steal public money.

Since I took office, we have built capacity in The Presidency and elsewhere in the State to fast-track progress on a clear list of urgent reforms.

We have established the Project Management Office, the Infrastructure and Investment Unit and the Policy and Research Services to address obstacles to reform and improve government delivery.

These units are working closely with the Presidential Infrastructure Coordinating Commission, InvestSA and the Ease of Doing Business Task Team to remove impediments to investment and growth and ensure that government demonstrates visible progress quickly.

With an efficient and capable machinery now in place at the centre of government, we will focus on the most urgent reforms and intervene where necessary to ensure implementation.

Fellow South Africans,

We find ourselves at a decisive moment in our history.

It is a time of great difficulty and doubt, but also a time laden with great opportunities.

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Over the last two years, we have worked together to build a foundation for progress.

Now is the time for us to build on that foundation, to unite, to work, to persevere.

We will not surrender our future to doubt, despair, or division or to those who are permanently negative to the work that is being done to improve the lives of our people.

We will continue our onward march to improve the lives of our people.

We will embrace change.

We will cherish life.

We will fear nothing.

As we do so, we will recall the inspired lyrics of one of South Africa’s most treasured musicians, uBab’ uJoseph Shabalala, the founder of Ladysmith Black Mambazo, whose passing we mourn this week.

Written in a different era, his words still ring true:

“We may face high mountains, Must cross rough seas, We must take our place in history, And live with dignity, As we climb to reach our destiny A new age has begun.”

I thank you.

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BUDGET SPEECH 2020

Minister of Finance: Minister Tito Mboweni

Cutting public-sector wages in a bid to appease rating agencies, Finance Minister Tito Mboweni on Wednesday delivered the R1.95 trillion 2020 Budget in Parliament Cape Town.

Minister Mboweni stressed the need to reaffirm the government’s commitment to close the gap between spending and revenue, implementing a plan for stronger economic growth and cooperation between government and the business sector.

That should keep the rating agencies that want to downgrade SA’s debt position to junk status temporarily at bay.

In its Budget Review, Treasury has proposed cuts to the wage bill of R37.8 billion in 2020/21, R54.9 billion in 2021/22 and R67.5 billion in 2022/23.

The intervention comes as the state attempts to reduce high spending on salaries in the sector.

The highlights of the 2020 budget are:

• In the fiscal year to end February 2021, the State’s revenue is projected to grow by 4.9% to R1.58trn (29.2% of GDP) with expenditure at R1.95trn (36%). This means a consolidated budget deficit of R370.5bn or 6.8% of GDP. The gross national debt is projected to be R3.56trn, or 65.6% of GDP by the end of 2020/21.

• State spending exceeded the Budgeted figure by R17bn. In the years ahead government spending is expected to grow at average annual rates of 5.1% mainly due to rising debt servicing costs. Treasury is budgeting for non-interest spending to fall in real terms.

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• Eskom remains the top priority with a stable electricity supply cited by Mboweni as “our number one task.” Over the past 12 years Government has allocated R162bn in bailouts to State-Owned Enterprises, 82% of which (R133bn) went to Eskom. Over the next three years, the The state will transfer a further R112bn to Eskom compared with the anticipated R69bn previously budgeted. The State has committed to injecting R23bn annually into Eskom for the following seven years.

• As a result of higher than budgeted spending and lower than anticipated revenues, a number of South Africa’s key financial ratios have blown out to record or near-record levels. This stems from a collapse in GDP to just 0.3% growth in 2019 compared with the 1.5% projection in the National Budget a year ago. Treasury’s projected income and expenditure numbers are based on GDP growth projections of 0.9% this year, 1.3% in 2021 and 1.6% in 2022.

• Mboweni expects the economy to receive a “number of jump starts” over the next 18 months, listing fruits of President Cyril Ramaphosa’s “reform agenda”; lower inflation; the interest rate reduction earlier this year; recent gains in prices of platinum group metals; the impending change to the electricity regulatory framework; and the tax proposals we are setting out today. On the other hand, problems with electricity supply with retard growth which is thus expected to average just over 1% during the next three years.

• Primarily due to lower economic growth, revenue for the State’s 2019/20 financial year is expected to come in R63.3bn below what had been expected a year ago. This is R10bn worse than had been projected less than four months ago in the MTBPS. Personal Income Tax accounted for R25bn of the shortfall; VAT for R16bn; and Corporate Income Tax for R13bn.

• The Budget Deficit for the past fiscal year soared from an expected 4.5% to 6.3% of GDP. The deficit is projected to rise further to a near-record of 6.8% in the year ahead, the fourth successive increase after 2017’s 3.3%. This year’s deficit is the second-highest on record, topped only by 7.1% in the pre-democracy-inflated year of 1993. 2019 Budget Deficit was 4.2%.

• The projected growth of 4.9% in tax revenue and continued spending increases means the public sector borrowing requirement continues to expand. After R280bn (5.7% of GDP) in 2019, it hit R333bn (6.2%) in the fiscal year to end February 2020. With lower revenue and higher spending, the State’s borrowing requirement is now projected to rise to R410bn (7.9%) in the year ahead and R454bn (8.4%) in 2022.

• Higher borrowing will push the country’s Debt-to-GDP ratio from last year’s 56.7% to a projected 61.6% for 2020 and 65.6% in the year ahead. The ratio is projected to will rise still further to a record 69.1% in 2022 and a new peak of 71.6% in 2023. The ratio was 26% when former President Jacob Zuma was appointed in 2009. Debt servicing costs have risen over this period from under 10% of the State’s total revenue to 15% this year.

• The decision to avoid tax increases was informed by the near-record tax-to-GDP ratio of 26.3% and a tax buoyancy ratio (tax revenue growth relative to economic growth) which has fallen to 0.93%. As a result, Treasury believes tax increases would have been counter- productive, pointing to VAT where collections have fallen in the past two years despite an increase in the rate to 15%. Despite a rate increase in last year’s Budget, income from the fuel levy fell R3.7bn.

• The rebuilding of SA Revenue Services is a top priority with implicated parties named in the Nugent Commission ejected and experienced personnel having returned. The Davis Tax Committee has been re-established and will focus on combatting tax leakages, customs fraud, and trade mispricing. A new centre has been established to focus on wealthy individuals “who

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have complex tax affairs.” SARS is also applying a renewed focus on illicit and criminal activity.

• Anticipated savings from the early retirement of public servants have not materialized with just 4 000 accepting packages offered compared with an anticipated 30 000. Treasury is budgeting for a R160bn reduction in a public sector wage bill which has increased by 40% in real terms over the past 12 years “without equivalent increases in productivity.”

• Since 2008, South African Airways has incurred losses of R32bn and will receive a further R16.4bn from taxpayers in the next three years which has been put aside to settle the airline’s liabilities and interest.

• Personal income tax remains the State’s biggest source of income, contributing 38% of the total tax. A total of 308 000 taxpayers earning over R1m a year are paying R220bn of the R550bn generated in PIT – 40% of the total. A total of 6.8m registered taxpayers earn less than R83 100 a year, the new tax threshold.

• Despite the injection of a further 9c a litre (from the overall 25c/l increase in fuel prices) the Road Accident Fund’s liabilities are forecast to exceed R600 billion by 2022/23. To address this, one of the options being considered is the introduction of compulsory third-party insurance.

• On Industrial Policy, an Innovation Fund will be capitalized with R1.2bn over the next three years; industrial business incentives worth R18.5bn will create and retain approximately 56,500 jobs; an additional R107m is reprioritized for the refurbishment of 27 industrial parks in townships and rural economies; and R6.5bn is being allocated for small business incentive programs of which R2.2bn will be transferred to the Small Enterprise Development Agency. Together with the Department of Trade, Industry and Competition, we are considering various proposals from ITAC related to scrap steel and poultry.

• The National Prosecuting Authority, the Special Investigating Unit and Directorate for Priority Crime Investigation get an additional R2.4bn in this Budget. This will enable the appointment of approximately 800 investigators and 277 prosecutors who will assist with, among other things, the clearing the backlog of cases such as those emanating from the Zondo commission.

• The new State Bank is ready to launch as a retail bank operating on commercial principles. It will be subject to the Banks Act, and will have “an appropriate capital structure and performance parameters on investments and loan impairments.”

• South Africa’s Sovereign Wealth Fund has been created with a target capital amount of R30bn ($2bn). A relevant bill will be submitted during the course of this Parliament. Possible funding sources include proceeds of spectrum allocation, petroleum, gas or minerals rights royalties, the sale of non-core state assets, future fiscal surpluses and money we aside from future Budgets

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STATE OF THE PROVINCE ADDRESS

Modern, Growing, Successful Province

State of the Province Address (SOPA) by the Premier of the Northern Cape, Dr Zamani Saul, on the occasion of the Second Session of the Sixth Legislature 27 February 2020 Mittah Seperepere Convention Centre in Kimberley

The Speaker and Deputy Speaker of the Northern Cape Provincial Legislature; Deputy Chairperson of the National Council of Provinces, Mrs Sylvia Lucas The Speaker of the Western Cape Provincial Legislature, Ms Masizole Mnqasela; Members of the Executive Council;

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Members of the National Assembly and the National Council of Provinces; Members of the Northern Cape Provincial Legislature; Chairperson of the Karas Region, Mr Jan Scholtz Member of the Namibian Parliament and former Governor of the Karas Region, Mr David Boois Members of the Diplomatic Corps - Consul Generals of China, Netherlands, Britain, Botswana and Namibia Judge President of the Northern Cape, Judge Pule Tlaletsi; Heads of State Security Services; Chairperson of the South African Local Government Association Northern Cape (SALGA NC) Mayors and Councillors Our Honoured Traditional Leaders; Veterans of our Liberation Struggle; Heads of State Institutions supporting our Constitutional Democracy; The Director General and Heads of Department; The Acting Vice Chancellor of Sol Plaatjie University, Professor Jean Baxen Secretary of the ANC and opposition parties; Leaders of the Alliance; Government Officials; Captains of Industry; Distinguished Guests; My special guests, Sebastian Tshepo Mojanaga, who has been selected to attend the International Models and talent event in New York, Olerato Majoro and in absentia Tlotlo Lekgoba and Hungry Lions Soccer team Fellow citizens of the Northern Cape; Members of the Media; Ladies and Gentlemen; Good morning

Honourable Speaker, let me first start by thanking everyone present for your attendance. And for those at home, thanks for listening to this live broadcast. I am deeply grateful for your commitment to be part of this annual address about the future of our province. We have an extraordinary beautiful province, and we need to work together across racial lines, political affiliation and geographic locations to bring development in the province. Poverty and unemployment does not ask which political party you belong to, which racial group you belong to or where in the province you are stationed.

This month marks 30 years since the release from 27 years of imprisonment of the founding father of our democratic country. And therefore, I invite all of us to draw courage from his wise words on the occasion of his first State of the Nation Address as first President of the democratic South Africa when he said: “We must, regardless of the accumulated effect of our historical burdens, seize the time to define for ourselves what we want to make of our shared destiny.”

This call is more relevant to us in the Northern Cape. In my inaugural speech and the SOPA 2019 I articulated a vision of a Northern Cape that we must build, a vision that must constitute our shared destiny; that is building a modern, growing and successful province.

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This is what I said in SOPA 2019 about a MODERN, GROWING AND SUCCESSFUL province:

“A Modern, Growing and Successful Province. Such a province will care for the vulnerable and make life worth living for them, such a province will be at the cutting- edge of the Fourth Industrial Revolution and prioritizes quality education and training. Such a Province will strive to improve the health profile of its residents. It will be a province whose youth have reasonable opportunities and are allowed to dream.

Furthermore, Madam Speaker, ladies and gentlemen, a Modern, Growing and Successful Province is one where our people, especially women and children, can freely enjoy their streets without fear of being molested or abused. In such a province, people who are differently-abled or disabled are embraced and equitably given opportunities. This will be a province with a strong and caring government that actively fights corruption and laziness. Such a province will build partnerships between the different sectors of society for shared growth and development. The elected leaders of this Modern, Successful and Growing Province are hard-working, they pay attention to detail, are incorruptible and shun self-indulgence such as red carpets, blue-lights, security upgrades, State houses, etc. Such a province gives hope to the hopeless in a very a practical way.”

Building a modern, growing and successful province should serve as a blue print in our minds. Building such a province will always be a daunting task and requires hard work and courage from all of us. As I mentioned in SOPA 2019 this generation of leaders have a great opportunity to rethink and dare to reinvent the future by identifying opportunities and pursue them vigorously with courage.

Madam Speaker, allow me to again quote Ralph Waldo Emmerson on courage in his beautiful poem titled COURAGE: Whatever course you decide upon There is always someone to tell you that you are wrong, it is impossible

There will always be difficulties That will tempt you to believe Your critics are right

To map out a course of action And follow it to the end Requires of the same courage That a soldier needs

Honorable Speaker, during the past few months, since the inauguration of this 6th Administration we met and engaged with many people who are immensely inspired, excited and fired-up about the vision. Whilst at the same time ; we met some people who fear this vision of building a Modern, Growing and Successful Province, as they think that it is too big, and sounds impossible.

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Honourable Speaker, what our founding President said about fear is instructive here “I learned that courage was not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear”

Honourable Speaker, through my Facebook page and Twitter account I had an opportunity to engage with the people of the Northern Cape, in the main young people. The dominating issues were the following :

• Land for middle income group who do not qualify for an RDP house and mortgage bond, the missing middle. • Youth unemployment / job creation. • SMME assistance (funding, workshops etc.) • The state of our municipalities. • The state of roads in Laxey and Heuningvlei. • Development and support for female sporting codes in the Province. • Insourcing to create decent employment. • PSL soccer team to enable the province to leverage the traveling soccer fan tourism.

Gcobani Peterson from Britstown in the Emthangeni Municipality is concerned with the slow development in Britstown. He is also worried about the state of ambulances. Lerato Mothibi from Kimberley would like Premier to address issues of youth development programs, mental illness and drug abuse amongst young people.

Jeandre Goliath wants to hear more about the plan for unemployed graduates who completed internships in government departments. He would also like to hear more about the plans for representation of LGBTI community in the Government.

Honorable Speaker, from these engagements it is quite clear that there are many fronts that we must respond to as a caring government. I am here to report to the people of the Northern Cape that despite all the challenges ; the work to build a Modern, Growing and Successful province its unfolding, its on course, its irreversible, unstoppable and its gaining tremendous momentum. Hence, this SOPA will focus on practical things that we are doing and what is on our desk as the 6th administration.

Honorable Speaker, to build on this vision we started with small but very symbolic things. That was to free ourselves from indulging in Executive Luxuries such as new cars, official residences, blue lights and officials portraits. The naysayers thought that this was a political stunt. We did all of these because we knew that the precarious financial position of the province does not allow for such indulgence by elected leaders. As elected leaders we must serve as a force of example in cutting wasteful expenditures and inefficiencies in the system. Not because we want to be seen to be revolutionary in our outlook, but because the levels of poverty and the development challenges in the province do not allow for such.

Honorable Speaker, we were the first amongst the provinces to advocate for the revision of the Ministerial Handbook and we welcomed the publication of the revised benefits for the Premiers and MECs. We do all of this in the spirit of servant leadership which requires of leaders not to be self-centered, but to be people-centred.

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Honourable Speaker, the Medium Term Strategic Framework (MTSF) 2019-2024 provides the policy direction for government and supports the objective of the NDP 2030 to address the triple challenges of unemployment, inequality and poverty. Economically, culturally and spatially we need to transform the current trends and path dependencies to switch into a new development trajectory, one that sees more people in jobs, reduction of the wealth gap between the rich and the poor and raising household incomes across the board.

The MTSF 2019-2024 aims to address this through three pillars of the NDP:

• Driving a strong and inclusive economy; • Building and strengthening the capabilities of South Africans; and • Achieving a more capable State.

The Provincial Growth and Development Plan will ensure alignment to the MTSF by articulating the seven Priorities that constitute government’s overarching policy framework derived from the 2019 Electoral Mandate and the National Development Plan Vision 2030.

Honourable Speaker, in order for us to realise the objectives of our on-going struggle for economic liberation, human security and prosperity for all, we have crafted a 20 Year Vision for the Province namely, “Building A Modern, Growing and Successful Province” as contained within the Provincial Growth and Development Plan (PGDP - Vision 2040). It is a plan which is spatially referenced within the Provincial Spatial Development Framework (PSDF) and grounded within the National Development Plan (NDP) and the Freedom Charter.

Honorable Speaker, we are entering a new era in our political landscape, therefore it is important that our people are actively involved in contributing towards the realisation of the Provincial vision. It is imperative that we all join hands. Let us take up the challenge for renewal and rebuilding of our amazing Province. We must work together to grow this Province.

Honourable Speaker, since I took office as Premier of this beautiful Province, I have initiated certain strategic interventions to address the triple challenges of poverty, inequality and unemployment. We have engaged in Social compacts, through ongoing discussions with mines in the province to ensure that we reach our objective of a Modern, Growing, Successful Province.

Honourable Speaker, our endeavours to empower the youth are bearing some fruits. You will recall that soon after assumption of office as Premier we commenced with a campaign in Lerato Park where we identified approximately 700 out of school and unemployed youth for different vocational and artisanal training programmes. We have been successful in registering 617 youth on the database we established. To this end, 151 youth were enrolled at the TVET colleges in vocational and artisanal training. In addition, the Security & Safety SETA has committed to train 50 youth in End User Computing Skills and 20 to acquire their Learners and Drivers Licence Code 10 from. All these young people are sourced from the data base that we established. These seemingly trifling interventions are a game changer in the lives of the beneficiaries; many have found inspiration and developed a meaningful purpose.

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Simultaneously, a general database of unemployed youth who are seeking work opportunities has been established by the NYDA through the Enterprise Resource Planning System (ERP). This online system will enable unemployed youth across the Province who seek employment to apply for jobs. It will also help prospective employers to headhunt and be connected with young job seekers. We also have law graduates who have been placed within various law firms to do their articles. The success rate of this programme is impressive.

Honourable Speaker, through the implementation of the CASP and Ilema Letsema Funding Programme 726 work opportunities have been created mainly through infrastructure development and vineyard development.

Young farmers have been deployed to various commercial enterprises for training and mentoring on established farms for a period of two years. The objective is to develop a pool of young producers, to provide a platform for active participation of youth in Agriculture, Land Reform and Rural Development. During this period, commercial farmers are expected to transfer farming knowledge and skills to young graduates. Eighty (80) young graduates are employed at various commercial enterprises for this purpose.

The province continues to make financial resources available to students in need through the provision of bursaries. For this financial year 366 bursaries were awarded in the province by the state, SETA’s, government Departments and the Premier’s Trust Fund. In addition to this 6418 TVET students were awarded bursaries through NSFAS.

Honourable Speaker, in an effort to prioritise the implementation of our vision in the province, I had indicated that the state house would be sold and the proceeds thereof will be redirected towards the Premier’s Bursary Trust fund. The state house was placed in the market but thus far no buyer has been secured.

This Administration’s priority is to ensure that government resources are not wasted or under-utilised, thus the Ministry of Finance, Economic Development and Tourism is currently occupying the state house as their designated office accommodation. The savings realised of R624 000 per annum on rental by the Ministry of Finance, Economic Development and Tourism will be surrendered to the revenue fund, which in turn will be directed to the bursary fund.

As this sixth administration, we made a commitment to the citizens of the Province during the Inaugural Address and the State of the Province Address in July 2019 to prioritize youth development by putting youth at the centre of our economic agenda. Through partnerships with SETA’s and other stakeholders the following skills development programmes are being implemented:

• Learnerships: 3321 • Internships : 626 • Work Integrated Learning: 338 • Skills Programmes for employed officials: 1305 • Skills programs/short courses for unemployed youth: 3385 • Artisan/Apprenticeship development 1134 • SMME development: 1075

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In addition to the above, Honourable Speaker, we have funded the training of unemployed youth in Basic refrigeration (88) and security training (44) in Kimberley, Colesburg, De Aar and Petrusville. This Programme was concluded in February 2020.

We are in the final stages of phase 1 of the digitalisation of funded Youth Service Centres for their conversion as Wi-Fi hotspots that will enable young people to access much needed electronic information for job opportunities, training, etc. This will also unleash the entrepreneurial drive and latent innovation that is characteristic of young people. All 26 existing Youth Service Centres will be Wi-Fi hotspots by end of September 2020.

Honourable Speaker; our observation is that youth employment initiatives are occurring in a fragmented and unplanned basis; hence rapid progress is underway towards the establishment of a fully functional Youth Directorate in the Office of the Premier. A comparative study has been done for functioning and resourcing of the youth directorate.

Honourable Speaker; the Provincial Macro Organisation of the Government (PMOG) was initiated as part of the broader national processes. In the province we are focusing on the following:

• The streamlining the Premier’s Bursary Trust Fund for both strategic and operational efficiencies. This entails considering options available to enhance the effectiveness of the Trust towards productive outcomes aimed at advancing the skills revolution. In this way resources will be allocated to address government priorities and gaps in our human resources development plan. • The feasibility study has been concluded on the rationalisation of entities which includes the merger of the Gambling and Liquor Boards. • The provincial processes relating to the merger of the Department of Environment and Nature Conservation and the Department of Agriculture, Land Reform and Rural Development will unfold once the Proclamation has been passed by the President.

Honorable Speaker; the opening of the New Northern Cape Mental Health Hospital in September last year was long-awaited. This has allowed for major improvement for patients on two fronts. Firstly, we have been able to transfer the mentally ill patients from the old West End Hospital to the brand new facility. Secondly, it has allowed us to transfer the 72- hour mental health assessment patients from Robert Mangaliso Sobukwe Hospital to the new Mental Health Hospital.

Honorable Speaker, allow me to once more congratulate all 9 138 candidates that sat for the 2019 National Senior Certificate Examinations and highlight some of the key achievements:

• The pass rate for the Northern Cape Province is 76.5% in comparison to 73.3% in 2018, which is an increase of 3.2% • Eleven (11) schools obtained a pass rate of 100%, compared to the 4 schools in 2018; • One thousand six hundred and thirty three (1633) candidates obtained distinctions, compared to the one thousand five hundred and sixty two (1562) in 2018; • Two thousand seven hundred and sixty-nine (2 769) candidates obtained access to Bachelor Degree university entrance, compared to the two thousand five hundred and eighty nine (2 589) in 2018; • All Districts achieved above 70% pass rate

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• We have reduced the number of underperforming schools from 32 schools in 2018 to 20 schools in 2019;

We are pleased to acknowledge in absentia, Tlotlo Lekgoba one of our excellent performers, she was a Grade 12 learner at Baitiredi Technical School. She is currently studying towards a degree in Actuarial Science at Wits University in the hope that she can one day give back to the community, which moulded her into the person she is today.

Honorable Speaker, the cost benefit analysis of insourcing has been completed and the implementation will be done though a phased-approach which has started with security services. Phased-approach means that this process will unfold over several years so that we do not compromise the fiscal stability of the province. Currently, the contract cost on outsourced security services is R239 million with 1368 security guards. As a starting point we have by now insourced 116 of the 1368.

Honorable Speaker, we have seized the opportunity and platform that the Investment Conference of 5-7 November 2019 provided by showcasing a number of projects in the Province that are ready for investment through the Northern Cape Investment Booklet. We have engaged with potential investors and business leaders on the prospects of investing in the Northern Cape. Business is eager to partner with the Northern Cape as a locus of future growth. The goodwill that we received is impressive.

Having said this, unemployment, poverty and inequality are not challenges that government alone will address. I heard our people’s voices in various areas of the Northern Cape, struggling with the socio-economic consequences of underdevelopment. Government, private sector and communities need to join hands to confront the root causes of these challenges. As partners we must be jointly committed to find long-term solutions.

Honorable Speaker according to the Quarterly Labour Force Survey, unemployment in the Northern Cape decreased in quarter 4 of 2019 from 29% to 26% compared to Q3 of 2019. The number of employed persons increased by 13 000 to 335 000 and the number of unemployed persons decreased by 14 000 to 123 000, resulting in an unchanged labour force of 458 000 persons. The number of discouraged work-seekers decreased by 9 000 to 67 000 compared to Q3: 2019. Employment increased in 3 of the four sectors in Q4:2019.

Honorable Speaker it is important to note that the formal sector recorded the largest employment increase of 8 000 followed by the informal sector (6 000). The increase in employment was largely driven by Trade (10 000), Finance (8 000), and Mining (4 000) whilst the highest employment losses were experienced in Community and Social services (9 000) and private households (4 000). The Labour absorption rate increased by 1.6 percentage points to 41.6%, the highest rate in 5 years. The youth (15-34 years) unemployment rate decreased by 4.3 percentage points to 38.2% in Q4:2019 compared to Q3:2019. All these decreases speak to the efforts that we invested to create work opportunities for the youth in our province.

MODERNISING THE PROVINCE

Honorable Speaker, the choices and investments we make for the next 5 years will be based on an understanding between government, labour, business and civil society. The future of jobs is not only driven by digital demands but also human factors, it is important to embrace

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KAMIESBERG MUNICIPALITY 4th GENERATION IDP the new job and skills development opportunities the 4IR has to offer. This will enable us to place the Province on a sustainable development trajectory. Some interventions has been introduced on a number of fronts. These interventions include harnessing and maximizing the potential of innovation and technology. The interventions include:

• The introduction of robotics and coding by the Department of Education to instil digital era skills in our scholars. • This year we will also introduce an online learner admission system. This will enable online registration and placement of children. The familiar long queues of parents in search of placement for their children in the searing heat of the summer days and unrelenting freeze of the winter nights will have the sun set on them forever. The Department of Education, will provide the necessary essentials regarding the enactment. The business requirements of the system have been completed, therefore paving the way for implementation • Sol Plaatje University (SPU) has been at the forefront of providing data analytical skills to undergraduates; offering unique data analysis qualifications. This pool of talent is being absorbed by the financial sector and particularly the big data downloads from the SKA. Sol Plaatje University continues to play an influential role in imparting digital skills to our various towns and communities, by hosting Hackathons, VacWork (vocational work) programmes and skills development outreach programs. This is done in collaboration with lecturers, Geekulcha students and the NCDev ecosystem (the first app developer ecosystem in the Northern Cape). • Our partnerships with the Department of Science and Innovation (DSI) led to the establishment of a mLab for applications development in Galeshewe, one of the oldest townships in South Africa. At mLab “application development” skills are being taught, and through the Northern Cape Community Education and Training College, the content is being aligned to the National Qualifications Framework (NQF), for NQF levels 1, 2, 3 and 4. The Department of Science and Innovation (DSI) is emerging as a catalytic partner for the province, in order to drive the conversion of our natural endowments into new products from which to grow our local opportunities and jobs. We actively support mLab and these outreach programs and we have worked with our Northern Cape Tourism Authority to introduce digitalization in our local tourism environment. • The Department of Science and Innovation (DSI) is also the key stakeholder of South Africa’s participation in the Square Kilometre Array (SKA). SKA too, have been training electrical engineers, fibre optic technicians and continue to place bursars in the Sol Plaatje University data science programmes. We implore our local learners to leverage these opportunities. • More recently, the DEDaT, with the Department of Telecommunications and Digital Technologies National Electronic Media Institute South Africa and the Vaal University of Technology, have trained unemployed youth from the Northern Cape in cell phone repairs. This is a huge market for entrepreneurs. • This intervention has extended to the Department of Social Development, who themselves have also been training unemployed youth, across the province, in mobile apps and website development. This emphasis on youth and information technology is critical if we have to close the gap between space and time, harvest young talent for our collective prosperity. • Pursuant to the call for the insourcing of outsourced services, the Department of Social Development has insourced the De Aar and Springbok secure care centres in November 2019 thereby creating a total of 111 permanent jobs (De Aar -56 and Springbok 55). The Department is currently in the process to finalise recruitment processes to ensure consistency and quality child care and protection services to our vulnerable children in these facilities. • Our communities have definitively not been left behind in this Internet era. The Department of Sports, Arts and Culture is also actively realising its obligations to promote access to the

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internet as a right, they connected just about all of our libraries to the internet. However, some need satellite connectivity because there is no terrestrial infrastructure. The Internet accessed at the 150 libraries and the broadcasting delivery systems being utilized by our Department of Education, are live and online, playing an instrumental role in taking education and digital learning to our remotest populations. However, our reach and capacity to deliver rich learning content, would have been far enhanced if we had benefitted from the telecommunications upgrades performed in all the other provinces, for the FIFA 2010 World Cup. • Notwithstanding our infrastructure limitations, the Department of Telecommunications and Digital Technologies continues to be at the frontline of rolling out national broadband connectivity in our Pixley ka Seme District Municipality. While our Department of Economic Development and Tourism continues to explore options to increase broadband penetration and WiFi connectivity in public spaces in partnerships, with organizations like Afrovation, our own local Abuntu Networks and telecommunications cooperatives, like Zenzeleni Community Networks. • Our Department of Roads and Public Works has already initiated a 3D printing environment for engineers and designers to first prototype their designs using computer assisted technologies. These are the stepping stones for us to also raise our skills levels for the use of computer aided technologies in the future and prepare models for our cities to become Smart Cities. Currently, under Sol Plaatje University with support from the Department of Science and Technology, CSIR, Technology Localization Implementation Unit, a Northern Cape Innovation Forum (NCIF) has been established. We acknowledge the NCIF as a platform for academia, government, business, civil society and labour, to address innovation and the impact of technology, and its opportunities and challenges, in our labour intensive environment. • The drivers of mining and agriculture are further ahead in introducing technology and innovation to improve efficiency and productiveness, and, fortunately we are attentive to the plight of ensuring labour absorbing occupations are not overtaken by technology. We have tasked the NCIF to promote a socially just transition in respect of the introduction of new technologies in order to forfend unintended negative outcomes. The Department of Agriculture is well aware of the innovations and technologies being applied for extension officers and sensors for weather, waste and water conditions, and geographical information systems for land use planning, and foresee in the future that drones will become an appliance for agricultural monitoring. These drones will also be used for other applications, including the delivery of products for health, monitoring the environment, as well as safety and security • We have also introduced GovChat which is a social media platform that assists in deepening public participation and enhance response time to service delivery complaints at the level of municipalities. This system is funded by national COGTA and the Northern Cape has been identified as a pilot Province. We have to date trained four municipalities to utilise the system and in the next financial year, we are targeting ten municipalities for training on GovChat • The Department of Social Development will pilot an online service delivery application to strengthen services to children in conflict with the law, in partnership with the South African Police Service, this will be in line with the Child Justice Act • The Central Chronic Medicine Dispensing and Distribution (CCMDD) has been extended through the establishment of 67 external pick up points, this figure has more than doubled. This initiative is critical in decanting government health facilities of people who go and queue merely to pick up their regular medication. We shall explore much more innovative ways to accelerate this endeavour, which the MEC of Health, Honourable Manopole will

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elaborate on. We have exceeded last year’s target of 28 000 patients by registering 61 000 patients. • Plans are at an advanced stage to implement the Computer Aided Ambulance Dispatch system in all EMS call centres. This will ensure that we automate and modernise the communication systems to improve the response time of ambulances. We are also working on the digitization of patient files. This will lead to improved efficiency and enhance the quality of public health care services.

One thing is certain, the future is better than we can imagine!

GROWING THE PROVINCE

Honourable Speaker, the issue of land ownership in the province is central to the quest of addressing racialised poverty and inequality. In the Northern Cape Province, 95% of the land continues to be owned by private land owners and 77% of these landowners are white. This percentage translates into 11.4 million hectares of agricultural holdings whilst blacks only own 1% or 69 350 hectares. This is a clear indication that there is an urgent need for redress in the province. Hence, we support the process that is unfolding in Parliament for the amendment of section 25 of the Constitution to enable the democratic state to expropriate land without compensation.

Honourable Speaker, over the past few months we had engagements with different stakeholders, emanating from those engagements are concrete commitments made by the Private Sector. With the Private Sector we are now in a position to jointly construct a Provincial Framework Agreement to tackle the triple challenges of Poverty, Inequality and Unemployment head on. Once the PGDP has been finalised we will establish a War Room within the Office of the Premier with clear Terms of Reference. The War Room will be staffed by core Task Teams comprising researchers, planners and policy developers from the various departments. The War Room and a Provincial Planning Secretariat will be formally capacitated and centralised within the Office of the Premier in the new financial year to support the work of the Provincial Growth and Investment Council.

Honourable Speaker, it is important to note that positive results in the main sectors of our economy have contributed to increases in the creation of jobs and job opportunities. The Agricultural Sector has seen a quarter-to-quarter increase of 9.8%. This is despite the biting drought that has served as a deterrent to growth and employment. There has also been a quarter-to-quarter increase in other sectors such as Mining with 12.7%, 11% in Manufacturing, 21.4% in trade, 16.7% in transport, and 40% in Finance. In the informal sector, the quarter to quarter change is 18.8%.

Honourable Speaker, according to StatsSA (March 2019) the provincial economy grew at 2.84% (2017), an improvement from -1.24% experienced in 2016. Noteworthy, is the fact that the provincial growth of 2.8% in 2017, was above South African GDP growth average of 1.4% for the same period.

Honourable Speaker, the GDP of the Province is R 96 billion, of which the mining sector contributes an estimated R19 billion, agriculture R6.8 billion while construction contributes R2.6 billion.

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There are huge untapped investment opportunities in our province. The Honourable President Ramaphosa, correctly stated that mining is a sunrise industry, we punctuate that by saying that the next 100 years of mining in South Africa are mainly in the Northern Cape. The sun will rise from the West (in the Northern Cape) as the darkness of our country’s economic challenges recedes.

The catalyst for growth in the province entails breaking the resource curse in the economy in which we serve as the extraction point for raw material. We need to ensure that we beneficiate our minerals in the Province in order to create jobs and grow our economy. We continue to push unendingly for local beneficiation of our raw products and there is light at the end of the tunnel.

Honourable Speaker, you would remember that in my maiden State of the Province Address, I made specific pronouncements regarding the change of approach to stimulate grow and strengthen our capacity with regards to infrastructure delivery in the province. As part of achieving this vision, work towards the establishment of the Northern Cape State Mining Company and exploring the establishment of a State Construction Company through the remodelling of Public Works is underway. A due diligence has been conducted providing the way forward for the finalisation of a feasibility study. We foresee that the State Construction Company will help with implementation of not more than 30% of our infrastructure budget and rest will be done by private contractors.

Honorable Speaker, above all, we want these state-owned companies to serve as incubators for SMME development as well as skills development for youth and unemployed. It will further encourage meaningful participation of SMME’s to collaborate with Government in the fight against the triple challenges.

Honorable Speaker, we are planning an Infrastructure Summit in March this year that will bring together all stakeholders in the infrastructure industry to solicit ideas in developing a credible and inclusive Infrastructure Plan that will address the infrastructure backlogs in the Province.

As a province, we welcome the Honourable President’s attitude on the importance of infrastructure development as catalyst for growth. The Provincial and Local Government will collectively embark on a massive infrastructure rollout programme to the tune of R11.3 billion over the Medium Term Expenditure Framework (MTEF). This will pump the much- needed energy into the economy, create employment and enterprise development. This rollout will be supported by the remodeling of Public Works and the introduction of the District Development Model.

Honourable Speaker,I am pleased to announce that the South African National Roads Agency SOC Limited (SANRAL) has committed more than four-billion-Rands (R4bn) to road maintenance and improvements in the Northern Cape over the next three years and a large portion of this will go to small, medium and micro enterprises (SMMEs).

Of the R4-billion allocated, approximately R500-million is specifically set aside for Routine Road Maintenance (RRM). Between 40% & 60% of this value is specifically targeted at SMMEs, including approximately R50-million for entry-level road maintenance subcontractors.

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Fifteen (15) Routine Road Maintenance projects are specifically being rolled out in the Northern Cape, which are expected to generate approximately 1 500 jobs over the next three years.

Madam Speaker, the restructuring of the Routine Road Maintenance projects will enable contractors to embark on skills training and facilitate the development of subcontractors. Furthermore, the targeted enterprises will be assisted to institute a quality assurance system, with provision made for ongoing and adequate training, coaching, guidance and mentoring.

Honorable Speaker and Members, preventative maintenance of road infrastructure remains the most important and cost-effective measure to maintain paved roads under constrained funding levels. The Department of Roads and Public Works has set aside R1, 4 billion over the MTEF period. The department has intensified the reseal programme and the benefit of this was the overall conditions of the roads improving from 58% in 2012 to 69% in 2019. Of this, 80 % of road maintenance is implemented internally by internal teams through the utilization of modern machinery.

Honourable Speaker, The Bloodhound Land Speed Record attempt took place at Hakskeenpan from 21 October – 30 November 2019, where all expectations were exceeded with the Bloodhound reaching a record-breaking 1,010 km/h. The event employed 200 EPWP workers during the track preparation and an additional 47 work opportunities during the testing of the car. The long-term benefits of the Bloodhound project are expected to be huge. Let me hasten to state that it gave our province an immeasurable exposure as a destination for adventure and extreme sports.

Honourable speaker, the construction of the SKA Carnarvon Science Visitors centre has been approved and R64 million in funding secured from the National Department of Tourism (NDT) and the Department of Science and Innovation (DSI). NDT and DSI will provide operational funding to the amount of R2.5 million for first 5 years. Construction of the centre will commence in the 2020/21 financial year. This will enhance the drive for modernisation and accelerate our ascent as a technological hub of note, not only in the country but also in the Southern Hemisphere. The World must think of us as a home of scientific innovation and African excellence.

BUILDING A SUCCESFUL PROVINCE

Honourable Speaker, we are in the process of establishing a multi-nodal corridor in the province, which stretches from the Gamagara mining corridor to the proposed Boegoebaai deep-sea port. This corridor will provide substantial opportunities for Growth and Development in the Province.

To highlight some few anchor projects, which will provide opportunities for potential public private partnerships and yield the requisite investment and employment opportunities for the province, the projects are:

• Kathu Industrial Park, • Namakwa Special Economic Zone (SEZ), and • Northern Cape Metals Industrial Cluster.

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As I have mentioned during the SONA debate, we appreciate our President’s commitment in convening the Investment Council as this platform enabled us to secure an anchor investor for the proposed Namakwa SEZ. This investment amounts to R26 billion translating to 6 000 temporary and 1 850 permanent jobs. The current zinc mining activities will trigger a new wave of industrial and economic development in the region. The envisaged number of direct and indirect jobs to be created across this multi-nodal corridor is 30 000.

Honorable Speaker, Ladies and gentlemen, to enhance investment in the Northern Cape, the envisaged One Stop Shop planned together with Invest SA through the DTI will provide investors with services to fast-track projects and reduce government red tape when establishing a business. It is part of our drive to become investor friendly by improving the business environment to lower the cost of doing business as well as to make the process easier. This will help to remove some of the bottlenecks that investors may face in establishing and running businesses.

Honourable Speaker, we are so thankful for the rain that we received in some parts of the Province; however the prolonged drought conditions in Northern Cape has already severely impacted on the provincial economy as well as food security. We declared the drought disaster which was accompanied by R300 million commitment by National Government. This is on top of the provincial government intervention of distributing fodder to the affected farming areas.

Inspired by the Khawuleza Call to Action the District Development Model will accelerate, align and integrate service delivery between the three spheres of Government. Through the development of the “One District, One Plan, and One Budget” we will break down silos in planning at all levels of Government thereby maximising the impact of service delivery through the alignment of plans and resources. This Model will ensure sustainable integrated development and economic growth thereby accelerating initiatives to promote poverty eradication, increase employment and address inequality. To ensure the success of the District Development Model I have appointed MEC’s to steer the process and regular accounting to take place through our Intergovernmental structures

Honourable Speaker, earlier this year, we had the opportunity to meet with the Minister for Human Settlements, Water and Sanitation and agreed that the entire Province be declared a Priority Human Settlements Development Area. This is informed by the fact that the province is vast, extremely arid and drought-stricken as well as presenting a unique opportunity for spatial transformation. The Minister agreed that, while the population of the province is small as a proportion of the national population, the housing needs of the people of the Northern Cape warrants a national focus. This means that in the next five years we have determined to:

• Implement multiple-programmes in line with the District Development Model to build integrated settlements and realise spatial transformation. • Use 10% of the annual human settlements budget of the province to rectify all defective houses in the province. • Ensure that over the medium to long term, there are no informal settlements, but rather planned smart settlements. • Mobilise mining companies and other partners to join government in investing in the development of critical and much needed infrastructure.

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In this way, the Northern Cape will be placed first in line to be the national site to building integrated, functional and inclusive settlements in partnership with communities, municipalities, mining companies and all our social partners.

Honourable Speaker, it is therefore important to inform this house that an Inter- Governmental Steering Committee is already at an advanced stage in preparing a province- wide integrated human settlements development plan. The Steering Committee is led by the National Department of Human Settlements and includes Key Sector Departments and National Agencies and will work with municipalities to improve human settlements development in line with the spatial transformation objectives. Ultimately, the main goal of such a plan is to eliminate housing shortage across all income levels through building Settlements that embrace innovation.

Honourable Speaker, local government is the sphere of government closest to our people and is at the coalface of service delivery. In order to promote and maintain good governance at the local level the five district municipalities together with 10 identified municipalities have been prioritised for support in achieving improved audit outcomes. A team comprising senior representatives of the Office of the Premier, Provincial Treasury, Cooperative Governance and Human Settlements and Traditional Affairs (COGHSTA) and the South African Local Government Association (SALGA) has already visited these municipalities.

The Local Government Summit planned for this year will further unpack the challenges and constraints hampering service delivery. This will guide the development of an implementable programme of action aimed at turning around the state of our municipalities.

Honourable Speaker, the new energy policy approach announced during SONA provides unique opportunities for industry, government and our people. As a renewable energy hub a direct opportunity exists to realize the ideal of unremitting energy sustainability for our homes and industry.

Honourable Speaker, climate change, drought, increasing food prices, unemployment and poverty pose a great challenge to many households in the Province. The Department through food security initiatives supported a significant number of households. A total of 1 760 households benefitted from agricultural food security initiatives through the supply of garden and poultry starter packs and as well as food parcels for rural communities. A total of 744 gardens were established to encourage households to produce own food and promote nutritious diet.

The Fetsa Tlala Food Production programme aims at putting 1million hectares of fallow land under production to address issues of food security and poverty through the supply of staple food in the form of grains.

To date, the Department of Agriculture has during the current financial year, supported 18 crop production projects on 1 314 hectares of land to produce grains, mainly maize and wheat as well as vegetables in Frances Baard and Pixley Ka Seme and Namakwa Districts. Farmers were also supported with Production input in the form of maize and wheat seed, fertilizer and diesel at the total budget of R 13 169 000 for the programme.

Honourable Speaker, through our engagements with the Development Bank of South Africa (DBSA) we have jointly agreed to prioritise the Northern Cape growth project. To this end, a

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Memorandum of Agreement has been concluded with the Development Bank of South Africa for the establishment of a Project Management Unit (PMU) in partnership with COGHTSA. The aim of the PMU is to accelerate service delivery through support to under resourced municipalities. Work has begun in earnest as Project Steering Committee is in place.

Through the MoU, DBSA will over the next five years provide non-lending technical assistance for the acceleration of infrastructure planning, financing and project implementation, revenue enhancement, township establishment, water service delivery models in identified municipalities. Two aspects that will receive immediate attention are water losses in the reticulation network and enhancement of the revenue-generating infrastructure.

As part of this engagement, the Sol Plaatje Municipality has been earmarked to be the first beneficiary of development support to attend to bulk infrastructure challenges.

Honourable Speaker, improving the health of our people demands well-functioning public health-care services. With my work at Robert Mangaliso Sobukhwe Hospital and unannounced visits to many healthcare centres in the province, I realized that we are confronted with massive challenges. We have started attending to all these challenges.

Honourable members, it is also for this reason that we have chosen to undertake a major reform of the healthcare system under the banner of the National Health Insurance or NHI. In our Province NHI started with a pilot in Pixley ka Seme District. Together with the experience of other pilot districts in the country, we have learnt how the healthcare system can be significantly improved based on values of justice, fairness and social solidarity to leave no patient without the services they need. We have established an NHI Task Team responsible for the next phase of rolling out NHI.

Honourable Speaker, as the province we are making serious headways in tacking HIV/AIDS. The 90-90-90 targets state that by 2020 90% of people living with HIV should know their status. By October 2019 of the persons living with HIV in the province, 92% of these knew their status. This is as a result of the upscaling of campaigns and coordinated provincial action to fight HIV/AIDS. In so doing we are improving the quality of life of persons with HIV/AIDS and ensuring that those who know their HIV positive status are on antiretroviral therapy.

Honourable Speaker, our Government will continue to pursue a non-sexist society in which all forms of gender discrimination, oppression, exploitation and violence are eradicated. Key interventions and commitments in SOPA 2019 were the improvement of the capacity to deliver social development services by appointing more social workers, more community development workers and the establishment of two more victim support centres for victims of Gender-based violence and abuse in Seoding and Postmasburg. This work is ongoing. We will constantly remind our male counterparts of their shared responsibility towards the advancement of gender equality across the Northern Cape.

The implementation of the White Paper on the Rights of persons with Disabilities call for an integrated and inclusive action to accelerate transformation and redress for persons with disability.

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The President has launched a disability working group. It is our intention to launch a similar structure in the Province. As a province we will through the working group develop an implementation matrix to ensure gender mainstreaming in the administration as well as local government.

Honourbale Speaker, I need to iterate that Disability mainstreaming will only be achieved through integrated and inclusive planning, and budgeting aimed at empowering persons with disabilities.

Honourable Speaker, the Crime Prevention Strategy 2030 has continued to set the direction for reducing crime and anti-social behavior that goes against the values espoused in the Constitution. If we want to succeed in building safer communities, we need to establish partnerships with civil society, the private sector and the religious fraternity as the criminal justice system cannot do it alone. Emphasis has been placed on the establishment of community safety partnerships to highlight issues such as Foetal Alcohol Syndrome, Gender Based Violence and Violence against Children.

School safety assessments at police stations are important to ensure safety at our schools. There is high prevalence of drug abuse, theft, bullying and teenage pregnancy. Partnerships with School Governing Bodies is essential to root out these and ensure safety of learners in our schools.

Honourable Speaker, as you are aware, the Traditional and Khoisan Leadership Act has been signed by His Excellency, President Ramaphosa. As soon as the implementation date is proclaimed, we will start with the arrangements to reconstitute the current traditional councils in line with the Traditional and Khoisan Leadership Act. All traditional leaders as well as traditional councillors will be taken through an induction process in order to have informed traditional councils that will with municipalities to ensure development in their communities.

We will also start with amending the current provincial legislation to align it with the Traditional and Khoisan Leadership Act. We are anxiously awaiting the recognition of Khoi and San indigenous leaders. The soon to be established Commission on Khoisan matters will deal with the initial recognition of Khoi and San leadership and their communities. We are trully excited about this development.

The Provincial House will in partnership with the Commission on Gender Equality establish a Bahumagadi/ Female Traditional Leaders Forum through which women empowerment can be channelled.

Honourable Speaker, there is also ongoing work between the technical teams of our government and the North West on the matter of dermacation of Baga-Mothibi traditional authority and the attendant communities in the Northern Cape. This process was initiated through Gazzette of the national government in 2017. It will also inevitably grow our House of Traditional leaders for which we must make necessary preparations.

Honourable Speaker, in our endeavor to reposition the Arts and Culture, the Province will unleash three key projects in collaboration with the Cultural, Creative Industries Federation of South Africa (CCIFSA) which will be piloted in the Province and these projects are:

• The establishment and launch of the Provincial Music Hub,

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• The establishment and launch of the Provincial Craft Shop which will be based at the Mayibuye centre, and • The operationalization of the Northern Cape Theatre in ensuring that it provides the sector with a packaged approach in terms of productions for national and international stages.

These projects will contribute immensely towards our aim of boosting our economy through Cultural Tourism. The total budget for the above is an estimated R4million.

Honourable Speaker, earlier this year we partly hosted the Under 19 Cricket World Cup and were privileged to stage the opening ceremony and opening games of the tournament. As a Province we pride ourselves to not only be associated with the tournament, but also the remarkable outcomes and benefits that it held for young people across all race groups and social standing. We also wish to express our most sincere gratitude to the International Cricket Council in particular for the confidence bestowed on South Africa by accepting our bid to host the tournament.

Honourable Speaker, on behalf of the Provincial Government let me congratulate the Hungry Lions Soccer Team from Postmasburg. The roar of this team reverberated through the country and they mauled their way to the last 16 of the Nedbank Cup Competition. We thank you for your perseverance and look forward to the next game.

Let me further state that we have made substantial progress working with local business people in trying to secure a Premier Soccer League representation for the Northern Cape. This initiative will tremendously boost sports tourism in the province and enable us to uncover and develop the football potential in our communities.

Honourable Speaker, the provincial tourism industry is poised to make a bigger contribution to the provincial economy going forward as we continue to build ever-stronger partnerships for development and resource sharing.

Despite infrastructure and other constraints hampering the provincial tourism industry’s performance, it contributed R1.336 billion to the provincial economy in 2018. This return was generated on the back of 542 769 trips taken to the Northern Cape by South African and international visitors.

The national Department of Tourism and the Department of Environmental Affairs, ramped up their support to the provincial government making it possible to commence with exciting projects and create fertile grounds for employment creation and improvement of tourism infrastructure.

Speaking of tourism enterprise development, the provincial tourist routes will be enhanced to support tourism transformation and more specifically the beneficiation of black-owned tourism enterprises. The importance of business tourism and events will be elevated to accelerate the growth in arrivals in the province but also to encourage Northern Cape residents to explore their own province.

CONCLUSION:

Honourable Speaker, this year, for the first time as part of our Government Lekgotla, we extended an invitation to all Executive Managers from Municipalities and Provincial

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Government. The vision of this 6th Administration can only be realised with the steadfast support of a public service cadreship that is hardworking, very focused and with impeccable integrity. As the 6th Administration we declared an all out war against corruption. Corruption robs the poor.

To engender a corrupt free Northern Cape, we renew our commitment to enhance accountability through subjecting ourselves to lifestyle audits. In this regard we welcome the commendable progress by the Department of Public Service and Administration on the development of Life Style Audits Framework and Guidelines.

Honourable Speaker, a democratic government based on the will of the people have a duty to listen to the people including opposition parties. We must constructively engage each other driven by our collective desire to improve the lives of our people in the Northern Cape. This reminds me of the words of wisdom the late Dr. Chiba Okadigbo that “If you are emotionally attached to your tribe, religion or political leaning to the point that the truth and justice become secondary considerations, your education and exposure are useless. If you cannot reason beyond petty sentiments, you are a liability to mankind”

As a governing party we owe it to our people that at all times we must occupy the moral high ground. We accept criticisms because we are alert to the teachings of Aristotle when he intimated, "the only way to avoid criticism is to do nothing, say nothing and be nothing". The democratic state is by design an instrument for serving the people. As a result, we cannot afford the luxury of doing nothing, nor saying nothing nor being nothing.

Honourable Speaker, we have the best of both Worlds - opportunities and challenges, you can live your life as a witness to the change and get lost in the maze of modernisation and growth that will continue to engulf us. You can therefore choose to become a supplicant to the journey of others. Alternatively, you can roll up your sleeves, be the agent in this unstoppable journey, and be the inventor of our common future. It all starts here in the province of the firsts, the city of firsts with a genuine claim to the clarion call to re-affirm our place in the sun as a Modern Growing and Successful Province.

This is a call to action!

I thank you!

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