Dr Pixley Ka Isaka Seme Local Municipality Contact Details
INTEGRATED DEVELOPMENT PLAN 2020/21 ADJUSTED
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DR PIXLEY KA ISAKA SEME LOCAL MUNICIPALITY CONTACT DETAILS
Executive Mayor: Councillor P V Malatsi
Municipal Manager: Mr L B Tshabalala
Address: Corner of Dr Nelson Mandela Drive and Adelaide Tambo Street VOLKSRUST 2470
Postal Address: Private Bag X9011 VOLKSRUST 2470
E-mail: [email protected]
Website: http://www.pixleykaseme.gov.za
Telephone: (017) 734 6100
Fax: 086 630 2209
ADMINISTRATIVE UNITS OF DR PIXLEY KA ISAKA SEME LOCAL MUNICIPALITY
572 Durban Street Van Riebeeck Street PERDEKOP WAKKERSTROOM Tel. (017) 785 1024 Tel. (017) 730 0069
Breë Street Daggakraal Municipal Complex AMERSFOORT DAGGAKRAAL Tel. (017) 753 1006 Tel. (076) 968 9928
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Historical Background
Pixley Ka Isaka Seme was a founder member and first Treasurer of the South African Native National Congress that became the African National Congress at a later stage. He was also president of the ANC from 1930 to 1937 and is commemorated in the name of the Dr. Pixley Ka Isaka Seme Local Municipality.
The history of Volksrust began in 1888 when the Transvaal government decided to establish a town on the edge of the Drakensberg escarpment, on the border of Natal. A place was chosen near where the Boers won a decisive battle in the first Anglo-Boer War (December 1880 – March 1881) to regain their independence from the British. Several farms were bought for the purpose and named Volksrust (People’s Rest) presumably by Ms Dorie de Jager (sister of Dirk Uys) because the Transvaal forces rested there after the Battle of Majuba.
Today, the town is a commercial centre of which the main products are maize, wool, sorghum, sunflower seed, beef and dairy. The town is the junction for the main Johannesburg-Durban railway line with other towns in the eastern part of Mpumalanga.
Wakkerstroom was established due to a need for a town between Potchefstroom and Utrecht with good grazing and plenty of water for the residents and travellers. Dirk Uys was instructed to find a suitable site but instead of reporting back with the suitable site he also surveyed stands and submitted plans to the Volksraad for approval. The plans were approved on 21 September 1859 but the name given by Uys (Uys and Burg) was rejected and the town was officially named Marthinus Wesselstroom in the district of Wakkerstroom. Later on the district name was adopted as the “unofficial” name for the newly proclaimed township. However, the earliest people that lived in the Wakkerstroom area were the Khoisan due to the examples of rock art that can be found in the vicinity.
Amersfoort originated in 1876 as a church centre and was named after the town with the same name in the Netherlands. The settlement was proclaimed a town in 1888.
Perdekop was established due to an equine sickness epidemic during the second Anglo-Boer war. The people realised that the higher altitude protected the animals from the epidemic and a settlement was established there due to the fact that it was a safe haven from the epidemic.
Pixley Ka Isaka Seme bought land on behalf of the associations of Daggakraal, Kwa-Ngema and Driefontein and these purchases probably gave great impetus to the enactment of the Native Land Act of 1913 which forbade the purchase of land by a black person in South Africa. In spite of the large concentration of people in the area, it did not even appear on any road maps which were a result of the former apartheid era that prevailed in the country before 1994.
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ACRONYMS ABET Adult Based Education and Training AIDS Acquired Immune Deficiency Syndrome CBO’s Community Based Organisations CETA Construction Education and Training Authority CHBC Community Home Base Care CIP Comprehensive Infrastructure Plan CMIP Consolidated Municipal Infrastructure Programme CPTR Current Public Transport Record DBSA Development Bank of South Africa DEAT Department of Environmental Affairs and Tourism DAC District AIDS Council DARDLA Department of Agriculture, Rural Development and Land Administration DRDLR Department of Rural Development and Land Reform DCOGTA Department of Corporative Government and Traditional Affairs DoH Department of Human Settlements DTI Department of Trade and Industry DM District Municipality DMA District Management Area DME Department of Minerals and Energy DoE Department of Energy DPWR&T Department of Public Works, Roads and Transport DWA Department of Water Affairs ECA Environmental Conservation Act EIA Environmental Impact Assessment EIP Environmental Implementation Plan EHS Environmental Health Services EMP Environmental Management Plan EMS Environmental Management System EPWP Expanded Public Works Programme FBS Free basic Services FBE Free Basic Electricity FPA Fire Protection Association GIS Geographic Information System GSDM Gert Sibande District Municipality HDI Human Development Index HOD Head of Department IDP Integrated Development Plan IGR Intergovernmental Relations IEM Integrated Environmental Management IMEP Integrated Municipal Environmental Programme IWMP Integrated Waste Management Plan INEPBPU Integrated National Electrification Programme Business Planning Unit IS Information System IT Information Technology ITP Integrated Transport Plan KPA Key Performance Area
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KPI Key Performance Indicator LED Local Economic Development LM Local Municipality LRAD Land Redistribution for Agricultural Development LTO Local Tourism Organisation LUMS Land Use Management System MAM Multi Agency Mechanism MEC Member of Executive Committee MFMA Municipal Finance Management Act MHS Municipal Health Services MIG Municipal Infrastructure Grant MPCC Multi-Purpose Community Centre MSIG Municipal Systems Improvement Grant MSP Master Systems Plan NEMA National Environmental Management Act NEPAD New Partnership for Africa‘s Development NER National Electricity Regulator NGO Non-Governmental Organization NSDP National Spatial Development Perspective NWMS National Waste Management Strategy OLS Operating Licence Strategy PGDS Provincial Growth and Development Strategy PHC Primary Health Care PMS Performance Management System PPP Public Performance Areas REDS Regional Electricity Distribution System RSC Regional Service Council RTO Regional Tourism Organisation SABS South Africa Bureau of Standards SACOB South Africa Chamber of Business SALGA South Africa Local Government and Administration SANAC South African National AIDS Council SANCO South Africa National Civic Organization SAPS South African Police Service SETA Sector Education Training Authority SDF Spatial Development Framework SLA Service Level Agreement SOER State of the Environment Report TSC Thusong Services Centres TBVC Transvaal Bophuthatswana Venda and Ciskei WSA Water Services Authorities IWSDP Integrated Water Services Development Plan
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TABLE OF CONTENT CHAPTER ONE ...... 14 INTRODUCTION AND GUIDING FRAMEWORKS ...... 14
1.1 INTRODUCTION ...... 14 1.2 NATIONAL AND PROVINCIAL PLANNING FRAMEWORKS AFFECTING DPKISLM ...... 14 1.2.1 NATIONAL SPATIAL DEVELOPMENT PERSPECTIVE (NSDP) ...... 15
1.2.2 NATIONAL GROWTH PATH ...... 17 1.2.3 NATIONAL DEVELOPMENT PLAN (VISION 2030) ...... 17 1.2.4 GOVERNMENT OUTCOMES ...... 18 1.2.5 MPUMALANGA VISION 2030 ...... 24 1.2.6 MPUMALANGA GROWTH AND DEVELOPMENT PATH ...... 27 1.2.7 OVERVIEW OF MPUMALANGA PGDS ...... 29 1.2.8 INTEGRATED URBAN DEVELOPMENT FRAMEWORK ...... 29 1.2.9 MEDIUM TERM STRATEGIC FRAMEWORK (MTSF) 2019 - 2024 ...... 31
1.3 MPUMALANGA RURAL DEVELOPMENT PROGRAMME (MRDP) ...... 42 1.4.1 MUNICIPAL STANDARD CHART OF ACCOUNTS (MSCOA) ...... 43 1.4.2 2020 STATE OF THE NATION ADDRESS & STATE OF THE PROVINCE ADDRESS (SONA AND SOPA) ...... 43 1.4.3. CONCLUSION ...... 45 THE IDP PROCESS OVERVIEW ...... 46 2. IDP STRUCTURE ...... 46 2.1 IDP DOCUMENT STRUCTURE ...... 46 2.2 DISTRICT DEVELOPMENT MODEL (DDM) ...... 49
2.3 MECHANISMS, PROCEDURES AND ROLE PLAYERS FOR PUBLIC PARTICIPATION ...... 50 2.3.1 ROLE PLAYERS FOR PUBLIC PARTICIPATION ...... 50 2.3.2 COMMUNITY MEETINGS & NEEDS RAISED ...... 52 2.3.3 COMMUNICATION METHODS USED ...... 68 2.3.4 THE IDP GOVERNANCE & INSTITUTIONAL ARRANGEMENTS ...... 69 2.3.5 SWOT ANALYSIS ...... 73 4. SITUATIONAL ANALYSIS...... 74 3.2 SUMMARIZED WARD ANALYSIS ...... 76 3.4 DEMOGRAPHIC PROFILE AND DENSITY...... 79 3.5 SOCIO- ECONOMIC DEVELOPMENT ...... 81
3.5.1 DR PIXLEY KA ISAKA SEME EDUCATION INDICATORS ...... 81 3.5.3 HEALTH INDICATORS AND PERFORMANCE ...... 82 3.5.3 UNEMPLOYMENT IN DR PIXLEY KA ISAKA SEME ...... 82 3.5.3 EMPLOYMENT PER MUNICIPAL AREA ...... 83 3.5.4 EMPLOYMENT BY INDUSTRY – DR PIXLEY KA ISAKA SEME ...... 83 3.5.4 HUMAN DEVELOPMENT INDEX – DR PIXLEY KA ISAKA SEME ...... 84 3.5.5 SHARE OF HOUSEHOLDS WITHOUT PIPED WATER, 2016 ...... 84
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3.5.6 NUMBER AND SHARES IN TOILET BACKLOGS ...... 85 3.5.7 NUMBERS AND SHARES – FLUSH/CHEMICAL TOILETS BACKLOG ...... 85 3.5.8 SHARE OF HOUSEHOLDS WITHOUT FLUSH/CHEMICAL TOILETS, 2016 ...... 85 3.5.9 NO ELECTRICITY NUMBERS AND SHARES ...... 86 3.5.10 SHARE OF HOUSEHOLDS WITHOUT ELECTRICITY CONNECTIONS, 2016 ...... 86 3.5.11 NUMBER OF DOMESTIC AND NON-DOMESTIC CONSUMER UNITS IN PIXLEY KA ISAKA SEME, 2017 .... 87 3.5.12 CONSUMER UNITS CONNECTED TO DIFFERENT TOILET FACILITIES, 2017 ...... 88 3.5.13 NUMBER AND SHARE OF INDIGENT HOUSEHOLDS, 2017 ...... 88 3.5.14 SUBMISSION AND MONITORING OF PLANS, 2017 ...... 89 3.5.15 BUDGET AS A TOOL FOR GROWTH AND DEVELOPMENT – THE DANGER OF UNDER SPENDING BY MUNICIPALITIES ...... 89 3.5.16 CAPEX - UNDER/(OVER) – NATIONAL TREASURY (NT) FIGURES ...... 90 3.5.17 CONDITIONAL GRANT EXPENDITURE - UNDER/ (OVER) – NT FIGURES ...... 90 3.5.18 DR PIXLEY KA ISAKA SEME LOCAL MUNICIPALITY ECONOMY ...... 90 3.5.19 ECONOMIC CONTRIBUTION & GROWTH – DR PIXLEY KA ISAKA SEME LOCAL MUNICIPALITY ...... 90 3.5.20 CONTRIBUTION BY INDUSTRY IN DR PIXLEY KA ISAKA SEME ...... 91 3.5.21 CONTRIBUTION TO THE DISTRICT PER INDUSTRY & REGION ...... 92 3.5.22 TOURISM BY LOCAL MUNICIPAL AREAS ...... 92 3.5.23 DR PIXLEY KA ISAKA SEME – RELEVANT ECONOMIC PLANS & OPPORTUNITIES ...... 92 DR. PIXLEY KA ISAKA SEME RED AND GREEN FLAG ...... 93 3.24.1 BLUE DROP PERFORMANCE (WATER SERVICES) ...... 93 3.22.2 GREEN DROP PERFORMANCE (WASTE WATER SERVICES) ...... 94
CHAPTER FOUR ...... 94 INSTITUTIONAL PRIORITIES & DEVELOPMENT NEEDS ...... 94 4.1 INTRODUCTION ...... 94
4.2 VISION ...... 95 4.3 MISSION ...... 95 4.4 CORE VALUES ...... 96 4.5 DEVELOPMENT PRIORITIES...... 96 4.6 STRATEGIC GOALS ...... 97 4.7 STRATEGIC OBJECTIVES ...... 97 4.8 KEY PERFORMANCE AREAS: ...... 97
KPA 1: MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT ...... 98 1.1 MUNICIPAL POWERS AND FUNCTIONS ...... 98 1.2 INSTITUTIONAL LEADERSHIP ...... 100 1.2.7 ADMINISTRATION, HUMAN RESOURCES & SKILLS DEVELOPMENT ...... 108 1.2.8 INTEGRATED DEVELOPMENT PLAN (IDP) ...... 111 1.2.9 PERFORMANCE MANAGEMENT SYSTEM (PMS) ...... 111 1.2.10 INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) ...... 113 1.2.10 ICT SERVICES...... 113
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1.2.11 INFORMATION TECHNOLOGY (IT) GOVERNANCE ...... 113 1.2.12 INFORMATION COMMUNICATION TECHNOLOGY (ICT) IN GOVERNANCE ...... 114 1.2.13 SECURITY MANAGEMENT ...... 114 1.2.14 ELECTRONIC FILE TRANSFER ...... 114 KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT ...... 115 2.1 COMMUNITY FACILITIES ...... 115
2.2 SPORTS DEVELOPMENT ...... 116 2.3 CEMETERIES ...... 117 2.4 PUBLIC SAFETY (CRIME, ROAD SAFETY, FIRE & RESCUE, DISASTER MANAGEMENT AND CLIMATE CHANGE) ...... 119 2.5 DISASTER MANAGEMENT ...... 120 10 HEALTH ...... 134 10.1 HIV/ AIDS, HOME BASED CARE AND ORPHANS ...... 135 13. WATER ...... 153 14 ELECTRICITY ...... 161 15. ROADS AND STORM WATER ...... 163 16. STORM WATER...... 164 17. WASTE MANAGEMENT ...... 165 18 SUMMARY OF ACCESS TO BASIC SERVICES ...... 167 KPA 3: LOCAL ECONOMIC DEVELOPMENT ...... 168 3.1 UNEMPLOYMENT RATE ...... 168 3.2 ECONOMY ANALYSIS ...... 168 3.4 POTENTIAL INTERVENTIONS ...... 169 3.5 SITUATIONAL FACTORS/CHALLENGES AND POSSIBLE INTERVENTION ON LED ...... 169 3.1 SWOT ANALYSIS ON LOCAL ECONOMIC DEVELOPMENT ...... 171
3.3 LED OPPORTUNITIES AND PROJECTS ...... 172 3.3.1 ECONOMIC INFRASTRUCTURE DEVELOPMENT INTERVENTIONS ...... 172 3.5 JOB CREATION ...... 173 3.5.1 EXPANDED PUBLIC WORKS PROGRAMME…………………………………………………………………………..174
3.6 MUNICIPAL PLAN TO ASSIST LOCAL BUSINESS TO SURVIVE IMPACT OF COVIC-19………………………….174
3.7 LOCAL ECONOMIC DEVELOPMENT FORUM…………………………………………………………………………………….176
KPA 4: FINANCIAL VIABILITY ...... 177 4.1 FINANCIAL RELATED POLICIES ...... 177 4.2 GENERAL ...... 178 4.2.1 SOCIAL RESPONSIBILITY ...... 178 4.2.1 INVESTOR ATTRACTION ...... 178 4.2.3 FINANCIAL RESOURCES ...... 178 4.6 PROPOSED BUDGET SUMMARY ...... 183 KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION ...... 184
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5.8 SATISE SILALELE ...... 187 KPA 6: SPATIAL PLANNING ...... 193 6. INTRODUCTION ...... 193 6.1 GERT SIBANDE RURAL DEVELOPMENT PLAN………………………………………………………………………199
6.1.1 THE STUDY OBJECTIVES FO GSDM- RURAL DEVELOPMENT PLAN ………………………………………199
6.1.2 CONCEPT OF FUNCTIONAL REGIONS………………………………………………………………………………….201
6.1.3 IDENTIFICATION OF DELINEATION OF FUNCTIONAL REGIONS…………………………………………….
6.1.4 IDENTIFICATION OF FUNCTIONAL REGIONS…………………………………………………………………………
7.2 HUMAN SETTLEMENTS ...... 213 7.3 RURAL DEVELOPMENT, AGRICULTURE AND LAND REFORM ...... 224 7.4 HUMAN SETTLEMENT AND LAND ADMINISTRATION ...... 224 7.4 Capital Investment Framework...... 230
CHAPTER FIVE ...... 234 STRATEGIES, KPI PER KPA & PROJECTS ...... 234 CHAPTER SIX ...... 309 IDP &SECTOR PLANS ALIGNMENT ANALYSIS ...... 309 SECTOR PLANS ...... 309 MUNICIPAL BY-LAWS ...... 312
LIST OF TABLES
Table 1: NSDP Classification for DPKISLM…………………………………………………………………………………………………………1617 Table 2: Business Function Index……………………………………………………………………………………………………………………..16 Table 3: Improve the quality of basic education……………………………………………………………………………………………. 18 Table 4: Below indicates the Provincial MTSF 2019-2024 Priorities, Impact, Intervention and Outcomes……….31 Table 5. Preliminary identified priorities for 2020/21……………………………………………………………………………………...48 Table 6: Organisational Arrangements for Organised Public Participation……………………………………………………….50 Table 7: Dr. Pixley Ka Isaka Seme Local Municipality Public Consultation Schedule………………………………………… 53 Table 8: Issues emanating from 2017-2022……………………………………………………………………………………………………..54
Table 9: Issues recorded during GSM consultation ………………………………………………………………………………………….60
Table 10: MANCOM SCHEDULE (GSDM)………………………………………………………………………………………………………….60 Table 11: IDP STEERING COMMITTEE SCHEDULE (GSDM)……………………………………………………………………………….60 Table 12: IDP REPRESENTATIVE FORUM SCHEDULE…………………………………………………………………………………………60 Table 13: Administration units and Wards……………………………………………………………………………………………………….61 Table 14: Towns/Townships that each Ward is located in:………………………………………………………………………………76 Table 15: Ward analysis…………………………………………………………………………………………………………………………………..76
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Table 16: 2019 Population Projections…………………………………………………………………………………………………………...80 Table 17: Basic education data…………………………………………………………………………………………………………………………82 Table 18: Unemployment analysis……………………………………………………………………………………………………………………83 Table 19: Employment per municipal area……………………………………………………………………………………………………...83 Table 20: Toilet backlogs…………………………………………………………………………………………………………………………………85 Table 21: Flush/chemical toilets backlog…………………………………………………………………………………………………………85 Table 22: Electricity backlog…………………………………………………………………………………………………………………………...86 Table 23: Indigent households………………………………………………………………………………………………………………………..88 Table 24: Monitoring of plans………………………………………………………………………………………………………………………….89 Table 25: CAPEX figures……………………………………………………………………………………………………………………………..…..90 Table 26: Conditional grant under/over expenditure 90 Table 27: Economic contribution & growth…………………………………………………………………………………………..………..90 Table 28: Blue Drop Performance………………………………………………………………………………………………………..…………93 Table 29: Powers, Duties and Functions………………………………………………………………………………………………………….99 Table 30 - LIST OF MUNICIPAL COUNCILLORS……………………………………………………………………………………………..…106 Table 31: Status of positions in the Organizational Structure…………………………………………………………………………107 Table 32 – Departmental Functions………………………………………………………………………………………………………………..107 Table 33 – Social Facilities……………………………………………………………………………………………………………………………..115 Table 34: Qualitative Analysis Matrix – Level of Risk……………………………………………………………………………………..121 Table 35: Distribution of population less than 17 years old by orphan-hood status…………………………………….153 Table 36: Status of Bulk Sanitationinfrastructure………………………………………………………………………………………….160 Table 37: Access to basic services………………………………………………………………………………………………………………….161 Table 38: Various detors…………….…………………………………………………………………………………………………………………167 Table 39: Number of people living with disability per category…………….……………………………………………………….166
LIST OF FIGURES Figure 1: Mpumalanga Vision 2030 Provincial Context…………………………………………………………………………………….24 Figure 2: Organizing Structure of the Framework…………………………………………………………………………………………….25 Figure 3: Medium Term Strategic Framework (MTSF) 2019 – 2024………………………………………………………………….31 Figure 4: IDP Review and Budget Process ……………………………………………………………………………………………………….47 Figure 5: SWOT Analysis…………………………………………………………………………………………………………………………………..73 Figure 6: Dr Pixley Ka Isaka Seme Population data and Projection……………………………………………………………………81 Figure 7: Employment by industry……………………………………………………………………………………………………………………83 Figure 8: Households without piped water……………………………………………………………………………………………………...84 Figure 9: Households without flush/chemical toilets……………………………………………………………………………………....85 Figure 10: IDP Households without electricity connections……………………………………………………………………………..86 Figure 11: Number of consumer units with water delivery point……………………………………………………………………..87 Figure 12: Consumer units connected to different toilet facilities……………………………………………………………………88 Figure 13: Danger of underspending……………………………………………………………………………………………………………….89 Figure 14: Contribution to provincial economy………………………………………………………………………………………………..910
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Figure 15: Contribution by industry………………………………………………………………………………………………………………….91 Figure 16: Green flag and Red flag…………………………………………………………………………………………………………………..93 Figure 17: Core values……………………………………………………………………………………………………………………………………..96 Figure18: Political Governance Structure……………………………………………………………………………………………………….100
Figure 19 : Administration Structure………….…………………………………………………………………………………………………..101 Figure 20: Distribution of household by refuse removal in 2016 …………………………………………………………………..123
Figure 21: HIV Prevalence 2011-2013……………………………………………………………………………………………………………136 Figure 22: Household Access to Piped Water……………………………………………………………………………………………….153 Figure 23: Main source of water for drinking…………………………………………………………………………………………………154 Figure 24: Access to Sanitation………………………………………………………………………………………………………………………136 Figure 25: Access of Electricity……………………………………………………………………………………………………………………...162 Figure 23: Access to Roads…………………………………………………………………………………………………………………………….164
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CHAPTER ONE INTRODUCTION AND GUIDING FRAMEWORKS 1.1 INTRODUCTION
In terms of the Municipal Systems Act, 2000 (Act 32 0f 2000) it states that municipalities must develop a five year strategic planning document popularly known as Integrated Development Plan (IDP) which must be annually reviewed and amended. The Constitutional Mandate for Municipalities is that they strive, within their Financial and Administrative capacity to achieve these objectives, and carry out the developmental duties assigned to Local Government. Municipal Councils therefore take charge of the following principal responsibilities: The provision of democratic and accountable government without favour or prejudice. To encourage the involvement of the local community. To provide all members of the local community with equitable access to the municipal Services that they are entitled to. To plan at the local and regional levels for the development and future requirements of the area. To monitor the performance of the Municipality by carefully evaluating Budget reports And Annual reports to avoid financial difficulties, and if necessary, to identify causes and remedial measures for the identified Financial and Administrative challenges. To provide services, facilities and financial capacity, within the guidelines provided by the Constitution and Legislative Authority.
Integrated Development Plan (IDP) is a process through which the municipality conducts a comprehensive analysis of the community needs and subsequently prioritises available resources to address those needs. The process seek to ensure vertical and horizontal integration between the municipal planned intervention with the planning efforts of national and provincial spheres of government as well as within the various sectors of government. Dr Pixley Ka Isaka Seme Local Municipality, like any other municipality in the country, continuously faces challenges of service delivery backlog, high rate of unemployment, high rate levels of poverty, capital funding as well as funding for the development of key sector plans. Its ability to provide the key infrastructure to achieve sustainable and shared economic growth is therefore at the heart of the IDP and is underpinned by a limited number of sector plans that have been prepared in recent years and the majority that requires funding before they can be prepared. 1.2 National and Provincial Planning Frameworks affecting DPKISLM
Development in South Africa is broadly guided and directed by a wide range of legislation. Some legislation is sector specific e.g. housing, transport and environment, while others are more generic in nature, focusing on planning processes, alignment of planning processes and proposals, and the legal requirements pertaining to plans to be compiled. In addition to existing legislation, a range of National, Provincial and Local development policies and plans exist to further guide and direct development in South Africa. Some of these are of particular importance in developing an Integrated Development Plan for the Dr Pixley Ka Isaka Seme Local Municipality. The following section briefly deals with each of these, and highlights the most salient aspects emanating from the aforementioned National plans.
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1.2.1 National Spatial Development Perspective (NSDP) The National Spatial Development Perspective was initiated in 1999 with the aim of not only providing a strategic assessment of the spatial distribution and socio-economic characteristics of the South African population, but gaining a shared understanding of the distribution of economic activities and potential across the South African landscape. Based on the research conducted, and with key trends and issues identified, the NSDP currently delineates a number of guidelines for infrastructure investment in South Africa. The rationale behind the guidelines is rooted in the argument that instead of investing in physical infrastructure to improve the quality of life of people living in low productivity areas, government should rather invest in people. The logic of the latter argument is that investing in people is a more efficient use of government resources. Investing in people potentially results in increased opportunities and choice to relocate to high growth areas. Investing in places can leave people trapped in low growth areas without any guarantee that this will attract new investment into the area. Hence, in essence, the NSDP argues that government’s social objectives will be best achieved through infrastructure investment in economically sustainable areas with proven development potential. Therefore, areas displaying little or no potential for growth should only be provided with the constitutionally mandated minimum levels of services, and the focus of government spending should rather be on the people, i.e. social development spending may involve developing labour market intelligence, human resource development, and health and social transfers. Crucially, this kind of “development spending” is specifically aimed at enabling the South African population, particularly youth located in areas in which they have no hope of finding employment, to gradually gravitate to areas with high economic potential. Emanating from the broad philosophy and actions put forward by the NSDP, five principles to guide development decisions have also been formulated. A brief summary of each principle is given below: No Principle Definition
1. Principle One Economic growth is the prerequisite for the achievement of other policy objectives such as poverty eradication and equitable development.
2. Principle Two Government infrastructure investment – beyond basic service delivery – will be in areas of high development potential or economic growth.
Focusing future settlement and economic development opportunities into activity corridors and nodes adjacent to, or linked to main growth centres.
Rather increase the footprint of existing urban areas through incremental development and densification than to initiate new Greenfield developments far removed from all existing infrastructure and economic activity.
3. Principle Efforts to address inequalities should focus on people and not places. Three
4. Principle Four Areas with high levels of poverty and high development potential should receive investment beyond basic services to exploit this potential.
5. Principle Five Areas with high levels of poverty and low development potential should receive investment to provide basic services as well as social transfers, HRD, and labour market information.
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By applying and contextualising the NSDP in the Province, the following spatial construct emerges for the Dr. Pixley Ka Isaka Seme Local Municipality from the Mpumalanga Growth and Development Strategy in terms of variations in social need (poverty), economic activity (potential) and environmental sensitivity. Table 1: NSDP Classification for DPKISLM No NSDP Classification Municipal Name
1 High Levels of Economic Activity (Potential) Govan Mbeki LM and Lekwa Local Municipality;
2 High Levels of Poverty Concentrations Albert Luthuli Local Municipality;
Mkhondo Local Municipality;
Dr. Pixley Ka Isaka Seme Local Municipality;
Lekwa Local Municipality;
Msukaligwa Local Municipality;
Govan Mbeki LM; and
Dipaleseng LM
3 Area of Combined Poverty and Economic Govan Mbeki LM, Lekwa LM; Activity Msukaligwa LM;
Albert Luthuli LM, Mkhondo LM;
Dipaleseng LM; and
Dr. Pixley Ka Isaka Seme LM
Table 2: Business Function Index
No Characteristic Human Settlements
1 Human Settlements with a Business Function Index of Ermelo, Secunda, Bethal more than 1: Standerton, Piet Retief High Levels of Formal Local Economic Activity; Evander, Carolina, High Dependence on surrounding Area for resource Volksrust inputs;
Constitutes the first & second order/primary & secondary economic activity nodes
2 Human Settlements with a Business Function Index of Amersfoort, Elukwatini less than 1: Wakkerstroom, Amsterdam Low Levels of Formal Local Economic Activity; Badplaas, Leslie High Dependence on higher order Settlements for Greylingstad, Mpuluzi specialised goods and services; Langkrans, Breyten High Levels of Public Sector Investment
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Morgenzon, Moolman
Dundonald, Lothair
Chrissiesmeer, Oshoek
Jericho, Davel
Sheepmoor, Val
1.2.2 National Growth Path
The New Growth Path provides bold, imperative and effective strategies to create the millions of new jobs South Africa needs. It also lays out a dynamic vision for how we can collectively achieve a more developed, democratic and equitable economy and society over the medium-term, in the context of sustainable growth. The shift to a New Growth Path requires the creative and collective efforts of all sections of South African society. It requires leadership and strong governance. It further takes account of the new opportunities and the strengths available, and the constraints to be overcome. It requires the development of a collective action to change the character of the South African economy and ensure that the benefits are shared more equitably among all people, particularly the poor The following targets have been set nationally, with Mpumalanga Province (including DPKISLM) having to proportionally contribute towards the achievement of these and has done so by initiating projects and programmes in line with these drivers, namely: No Job Driver
1. Infrastructure
2. Main Economic Sectors
3. Seizing The Potential Of New Economies
4. Investing In Social And Public Services
5. Spatial Development (Regional Integration)
1.2.3 National Development Plan (Vision 2030)
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 serves four broad objectives: No Objective
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. Providing a shared long-term strategic framework within which more detailed planning can take place in order to advance the long-term goals set out in the NDP. 4. Creating a basis for making choices about how best to use limited resources.
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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: No Elements
1. Housing, water, electricity and sanitation
2. Safe and reliable public transport
3. Quality education and skills development
4. Safety and security
5. Quality health car 6. Social protection 7. Employment 8. Recreation and leisure 9. Clean environment 10. Adequate nutrition
1.2.4 Government Outcomes
In January 2010, Cabinet adopted 12 Outcomes within which to frame public-service delivery priorities. Cabinet Ministers accordingly signed Performance Agreements linked to these Outcomes. More detailed Delivery Agreements have since been developed to extend targets and responsibilities to National and Provincial Departments, Agencies and Municipalities. All Municipalities are expected to consider the 12 Outcomes when reviewing their IDPs and developing their annual Budgets. Below are the 12 Outcomes and the related outputs, together with indicative areas where Mpumalanga Province and Municipalities have a role to play in either contributing directly to the realisation of the Outcomes or facilitate the work of National and Provincial Departments in realising them. Moreover the outcomes which are listed below table 3 are further elaborated on in relation to DPKISLM in the following chapters of the IDP: Table 3 Outcome 1: Improve the quality of basic education Outputs Key spending programmes (National) Role of Local Government
1.Improve quality of teaching Increase the number of Funza Facilitate the building of and learning Lushaka bursary recipients from new schools by: 9300 to 18 100 over the 2011 o Participating in 2. Regular assessment to track needs assessments MTEF progress identifying Assess every child in grades 3, 6 appropriate land 3. Improve early childhood and 9 every year Facilitating zoning and Improve learning and teaching planning processes. development materials to be distributed to Facilitate the eradication of 4. A credible outcomes-focused primary schools in 2014 municipal service backlogs Improve maths and science in schools by extending accountability system appropriate bulk teaching infrastructure and installing
connections
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Outcome 2: Improve health and life expectancy
Outputs Key spending programmes (National) Role of Local Government
1. Increase life expectancy to 58 Revitalise primary health care Many municipalities perform for males and 60 for females; Increase early antenatal visits to health functions on behalf of 2. Reduce maternal and child 50%; provinces; 3. mortality rates to 30-40 per Increase vaccine coverage; Strengthen effectiveness of 1 000 births; Improve hospital and clinic health services by specifically 4. Combat HIV/Aids and TB; Infrastructure; enhancing TB treatments and 5. Strengthen health services Accredit health facilities; expanding HIV and AIDS 6. Effectiveness. Extend coverage of new child prevention and treatments; Vaccines; Municipalities must continue Expand HIV prevention and to improve Community Health; Treatment; Service infrastructure by Increase prevention of mother-to providing clean water, child transmission; sanitation and waste removal
School health promotion increase services school visits by nurses from 5% to20%;
Enhance TB treatment Outcome 3: All people in South Africa protected and feel safe
Outputs Key spending programmes (National) Role of Local Government
1. Reduce overall level of crime Increase police personnel Facilitate the development of Establish tactical response safer communities through better 2. An effective and integrated teams in provinces planning and enforcement of criminal justice system Upgrade IT infrastructure in municipal by-laws correctional facilities Direct the traffic control function 3. Improve perceptions of crime ICT renewal in justice cluster towards policing high risk violations – rather than revenue among the population Occupation-specific dispensation for legal collection 4. Improve investor perceptions professionals Metro police services should and trust Deploy SANDF soldiers to contribute by: South Africa’s borders o Increasing police personnel 5. Effective and integrated o Improving collaboration with SAPS border management o Ensuring rapid response to 6. Integrity of identity of citizens reported crimes
and residents secured
7. Cyber-crime combated
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Outcome 4: Decent employment through inclusive economic growth
Outputs Key spending programmes (National) Role of Local Government
1. Faster and sustainable Invest in industrial Create an enabling inclusive growth development zones environment for investment 2. More labour-absorbing Industrial sector strategies – by streamlining planning Growth automotive industry; clothing application processes 3. Strategy to reduce youth and textiles Ensure proper maintenance Unemployment Youth employment incentive and rehabilitation of essential 4. Increase competitiveness to Develop training and systems services infrastructure raise net exports and grow to improve procurement Ensure proper trade Skills development and implementation of the EPWP 5. Improve support to small training at municipal level business and cooperatives Reserve accumulation Design service delivery 6. Implement expanded public Enterprise financing support processes to be labour works Programme New phase of public works intensive Programme Improve procurement systems to eliminate corruption and ensure value for money Utilise community structures to provide services
Outcome 5: A skilled and capable workforce to support inclusive growth Outputs Key spending programmes (National) Role of Local Government
1. A credible skills planning Increase enrolment in FET Develop and extend intern colleges and training of and work experience institutional mechanism lecturers programmes in 2. Increase access to Invest in infrastructure and municipalities equipment in colleges and Link municipal intermediate and high level technical schools procurement to skills learning programmes Expand skills development development initiatives 3. Increase access to learnerships funded occupation specific through sector training programmes (especially authorities and National artisan skills Skills Fund Industry partnership training) projects for skills and 4. Research, development and technology development National Research innovation in human capital Foundation centres excellence, and bursaries and research funding Science council applied research programmes
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Outcome 6: An efficient, competitive and responsive economic infrastructure network Outputs Key spending programmes (National) Role of Local Government
1. Improve competition and An integrated energy plan Ring-fence water, and successful electricity and sanitation regulation independent power functions so as to facilitate 2. Reliable generation, producers cost-reflecting pricing of Passenger Rail Agency these services Distribution and acquisition of rail rolling Ensure urban spatial plans transmission of energy stock, and refurbishment provide for commuter rail 3. Maintain and expand road and upgrade of motor corridors, as well as other and rail network, and coaches and trailers modes of public transport efficiency, capacity and Increase infrastructure Maintain and expand water competitiveness of sea funding for provinces for purification works and ports the maintenance of waste water treatment provincial roads works in line with growing 4. Maintain bulk water Complete Gauteng demand Infrastructure and ensure Freeway Improvement Cities to prepare to receive Programme the devolved public water supply Complete De Hoop Dam transport function and bulk distribution Improve maintenance of 5. Information and Nandoni pipeline municipal road networks communication technology Invest in broadband network Infrastructure 6. Benchmarks for each sector Outcome 7: Vibrant, equitable and sustainable rural communities and food security Outputs Key spending programmes (National) Role of Local Government
1. Sustainable agrarian reform Settle 7 000 land restitution Facilitate the development and improved access to claims. of local markets for Redistribute 283 592 ha of agricultural produce markets for small farmers land by 2014 Improve transport links 2. Improve access to Support emerging farmers with urban centres so as to affordable Soil conservation measures ensure better economic and sustainable land use integration and diverse food management Promote home production 3. Improve rural services and Nutrition education to enhance food security access to information to programmes Ensure effective spending of grants for funding support livelihoods Improve rural access to extension of access to basic services by 2014: services 4. Improve rural employment o Water (74% to 90%) opportunities o Sanitation (45% to 65%) 7. Enable institutional o Sanitation (45% to environment for sustainable 65%) and inclusive growth
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Outcome 8: Sustainable human settlements and improved quality of household life Outputs Key spending programmes (National) Role of Local Government
1. Accelerate housing delivery Increase housing units built Cities must prepare to be from 220 000 to 600 000 a accredited for the housing 2. Accelerate housing delivery year function 3. Improve property market Increase construction of Develop spatial plans to social housing units to 80 ensure new housing 4. More efficient land 000 a year developments are in line utilisation and release of Upgrade informal with national policy on state-owned land settlements: 400 000 units integrated human by 2014 settlements Deliver 400 000 low- Participate in the income houses on state- identification of suitable owned land land for social housing. Improved urban access to Ensure capital budgets are basic services by appropriately prioritised to 2014:33333333333 maintain existing services o Water (92% - 100%) and extend services o Sanitation (69% - 100%) o Refuse removal (64% - 75%) o Electricity (81% - 92%)
Outcome 9: A response and, accountable, effective and efficient local government system Outputs Key spending programmes (National) Role of Local Government
1. Differentiate approach to Municipal capacity-building Adopt IDP planning processes grants: appropriate to the capacity municipal financing, planning Systems improvement and sophistication of the and support Financial management municipality 2. Improving Access to Basic (target: 100% unqualified Implement the community Services audits) work programme Municipal infrastructure Ensure ward committees are 3. Community work grant representative and fully programme Electrification programme involved in community 4. Support for human Public transport & systems consultation processes grant around the IDP, budget and settlements Bulk infrastructure & water other strategic service delivery issues 5. Refine ward committee grants model to deepen democracy Neighbourhood Improve municipal financial development partnership and administrative capacity 6. Improve municipal financial grant by implementing competency norms and standards and administrative capability Increase urban densities Informal settlements acting against incompetence 7. Single coordination window upgrades and corruption
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Outcome 10: Protection and enhancement of environmental assets and natural resources Outputs Key spending programmes (National) Role of Local Government
1. Enhance quality and National water resource Develop and implement quantity of water Infrastructure programme water management plans resources reduce water losses from to reduce water losses 30% to 15% by 2014 Ensure effective 2. Reduce greenhouse gas Expanded public works maintenance and emissions; mitigate climate environmental rehabilitation of programmes 100 wetlands infrastructure change impacts; improve air rehabilitated a year Run water and electricity quality Forestry management saving awareness (reduce deforestation to campaigns 3. Sustainable environment <5% of woodlands) Biodiversity and management conservation (Increase Ensure proper 4. Protect biodiversity land under management of municipal commonage and urban Conservation from 6% to open spaces 9%) Ensure development does not take place on wetlands
Outcome 11: A better South Africa, a better and safer Africa and world Outputs Key spending programmes (National) Role of Local Government
1. Enhance the African agenda International cooperation: Role of local government is and sustainable proposed establishment of fairly limited in this area. development the South African Must concentrate on: Development Partnership o Ensuring basic 2. Enhance regional Agency infrastructure is in integration Defence: peace-support place and properly 3. Reform global governance operations maintained Participate in post-conflict o Creating an institutions construction and enabling 4. Enhance trade and development environment for investment Border control: upgrade investment inland ports of entry between South Africa and Trade and Investment partners South Africa: o Support for value-added exports o Foreign direct investment Promotion
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Outcome 12: A development-orientated public service and inclusive citizenship Outputs Key spending programmes (National) Role of Local Government
1. Improve government Performance monitoring and Continue to develop performance. evaluation: performance monitoring 2. Government-wide Oversight of delivery and management systems. performance monitoring agreements Comply with legal financial and evaluation. Statistics SA: Census 2011– reporting requirements. 3. Conduct comprehensive reduce undercount Review municipal expenditure review. Chapter 9 institutions and expenditures to eliminate 4. Information campaign on civil society: programme to wastage. constitutional rights and promote constitutional rights Ensure councils behave in responsibilities. Arts & Culture: promote ways to restore 5. Celebrate cultural national symbols and community trust in local diversity. heritage government. Sport & Recreation: support mass participation and school sport programmes
1.2.5 Mpumalanga Vision 2030
The Mpumalanga Vision 2030 provides a provincial expression of the key priorities, objectives and targets enumerated in the NDP and expressed within the manifesto. It is a focused and strategic implementation framework that provides a direct implementation response to the National Development Plan. The framework describes the Province’s approach to realizing the objectives of the NDP in the provincial context. It builds on and informs past & existing Sectoral and related planning interventions in Mpumalanga. Figure 1: Mpumalanga Vision 2030 Provincial Context
Mpumalanga Economic Growth & Development Path
Human Resources Infrastructure Development Master Plan Strategy MP V2030
Comprehensive Mpumalanga Rural Spatial Development Framework Programme
Human Settlement Master Plan
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V2030 provides a strategic overview in order to: No Strategic Overview Objective
1. Set high level provincial targets
2. Facilitate decision making and prioritisation
3. Inform choices and trade offs
4. Locate strategies, programmes and projects within a focused spatial representation of the content and intention.
In line with the principles of the NDP, Vision 2030 highlights the following socio economic outcomes as priorities: No Outcomes 1. Employment & Economic Growth 2. Education and Training 3. Health care for all 4. Social Protection
These priorities do not imply that the “normal business of government” should be deferred, but rather aim to focus the activities and decisions of the Province on key areas leveraging high impact for improved and sustainable long term socio-economic development in Mpumalanga. The achievement of these outcomes is further dependent on the critical success factors described as “mechanisms” and “conditions” below. Figure 2: Organizing Structure of the Framework
•Economy & employment •Economic Infrastructure •Building a capable & •Transforming human developmental state •Improving education, settlements •Fighting corruption training & innovation •Environmental •Building supportive, safe •Healthcare for all sutainability & resilience & cohesive communities. •Social Protection •Inclusive rural economy SOCIO - ECONOMIC MECHANISMS CONDITIONS OUTCOMES
The Mpumalanga Vision 2030 includes key targets for the Provinces that are in line with those expressed in the NDP. These targets have been developed with due consideration given to the specific demographic, institutional, spatial and socio economic advantages and challenges of the Province.
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V2030 Targets: Economy & Unemployment Indicator NDP Target Mpumalanga V2030 Target Unemployment Rate 6% 6%
Number of Employed 11 million additional jobs 1.2 million additional jobs
Total employment to 2.1 million to achieve 6% unemployment rate
GDP Growth Rate Average annual GDP growth Average annual GDP growth above 5% above 5%
GDP per capita Raise per capita GDP to R110 Raise per capita GDP to R110 000 in 000 in constant prices constant prices
Lower bound poverty Reduce the proportion of Reduce the proportion of households line – R416 per person households with a monthly with a monthly income below lower (2009 prices) income below lower bound bound poverty line to 0% poverty line to 0%
Gini Co-efficient 0.6 The proportion of income 0.6 The proportion of income earned by (Income inequality) earned by the bottom 40% in the bottom 40% in SA should rise to 10% SA should rise to 10% by 2030 by 2030
Life Expectancy Improve average male & Improve average male & female life female life expectancy at expectancy at birth to 70 years.
birth to 70 years
Universal access Universal access to an equal Universal access to an equal standard of standard of care regardless of care regardless of income.
income.
In addition to these targets, the NDP includes the following objectives that should be considered by the Province: No Objectives 1. Progressively improve TB prevention & cure 2. Significantly reduce the prevalence of non-communicable chronic diseases. 3. Reduce maternal, infant & child mortality 4. Reduce injury, accidents & violence by 50% from 2010 levels
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V2030 Targets: Education, Training & Innovation
Indicator NDP Target Mpumalanga V2030 Target
Pre -school All children should have at least 2 years of All children should have at least 2 years of pre- education pre-school education school education
ANA 90% of learners in grades 3, 6 &9 must 90% of learners in grades 3, 6 & 9 must achieve average achieve 50% or more in ANA 50% or more in ANA mark
Throughput Between 80% & 90% of learners should Improve throughput rate of learners to at least rate complete 12 years of schooling or 80% vocational training
Matric pass 80% of abovementioned learners should 80% of abovementioned learners should pass rate pass exit exams exit exams
Innovation Expand science, technology & innovation Gross expenditure of research & development outputs by increasing R&D spending by (GERD) in MP as a percentage of provincial government & by encouraging industry to GDP to increase to at least 2% do so In addition to these targets, the NDP includes the following objectives that should be considered by the Province: No Objectives 1. Eradicate infrastructure backlogs & ensure that all schools meet the minimum standards by 2016 2. Develop programmes and partnerships that produce sufficient artisans to meet the economies needs 3. Increase the number of students eligible to study towards mathematics & science based degrees.
1.2.6 MPUMALANGA GROWTH AND DEVELOPMENT PATH
There is growing consensus that creating decent work, reducing inequality and defeating poverty can only happen through a new growth path founded on a restructuring of the South African economy to improve its performance in terms of labour absorption as well as the composition and rate of growth. To achieve that step change in growth and transformation of economic conditions require hard choices and a shared determination as South Africans to see it through. The Government is committed to forging such a consensus and leading the way by: No Initiatives
1. Identifying areas where employment creation is possible on a large scale as a result of substantial changes in conditions in South Africa and globally.
2. Developing a policy package to facilitate employment creation in these areas above all through:
A comprehensive drive to enhance both social equity and competitiveness; Systemic changes to mobilise domestic investment around activities that can create sustainable employment; and Strong social dialogue to focus all stakeholders on encouraging growth in employment- creating activities.
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The New Growth Path must provide bold, imaginative and effective strategies to create the millions of new jobs South Africa needs. It must also lay out a dynamic vision for how we can collectively achieve a more developed, democratic, cohesive and equitable economy and society over the medium term, in the context of sustained growth. The strategy sets out critical marker for employment creation and growth and identifies where viable changes in the structure and character of production can generate a more inclusive and greener economy over the medium to long run. To that end, it combines macro- economic and microeconomic interventions. We will have to ensure that the benefits are shared more equitably by all our people, particularly the poor.
Achieving the New Growth Path requires that we address key trade-offs. Amongst other decisions, government must prioritize its own efforts and resources more rigorously to support Employment creation and equity; and business and labour together must work with government to address inefficiencies and constraints across the economy and partner to create new decent work opportunities. Some key trade-offs include: No Trade-offs
1. Between present consumption and future growth, since that requires higher investment and saving in the present;
2. Between the needs of different industries for infrastructure, skills and other interventions;
3. Between policies that promise high benefits but also entail substantial risks, and policies that are less transformative and dynamic but are also less likely to have unintended consequences;
4. Between a competitive currency that supports growth in production, employment and exports and a stronger rand that makes imports of capital and consumer goods cheaper; and
5. Between the present costs and future benefits of a green economy.
The Economic Cluster commenced work on the New Growth Path in the second half of year 2009. It tasked the Economic Development Department (EDD) with preparing a framework, which the department presented to the Ministers in November 2009. The EDD tabled a further summary at the January 2010 Cabinet Lekgotla. Following this, it has expanded on the framework through consultations with the main economic ministries and provincial departments of economic development as well as other stakeholders. The document knits together the Industrial Policy Acton Plan (IPAP) 2 as well as policies and programmes in rural development, agriculture, science and technology, education and skills development, labour, mining and beneficiation, tourism, social development and other areas.
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1.2.7 Overview of Mpumalanga PGDS
The Mpumalanga Provincial Growth and Development Strategy (PGDS) is a “strategic and integrated provincial development plan that provides direction and scope for province-wide development programmes and projects, within the context of a long-term perspective and taking into consideration resources available and constraints.” Furthermore, the PGDS provides “a spatially referenced framework for both public and private sector investment, indicating areas of opportunity and development priorities and enabling intergovernmental alignment.” In essence then, the Provincial Growth and Development Strategy is aimed at providing strategic directives to District and Local Municipalities in formulating their more detailed Integrated Development Plans (IDPs), and Spatial Development Frameworks (SDF). It is thus essential that the issues and directives emanating from the PGDS be compatible with the vision, priority areas, and guidelines of SDFs of Local and District municipalities. Mpumalanga PGDS was revised and adopted in 2008, and the Province has identified six priority areas of intervention as part of the PGDS, namely: No Priority Areas
1. Economic Development (i.e. investment, job creation, business and tourism development and SMME development); 2. Infrastructure Development (i.e. urban/rural infrastructure, housing and land reform);
3. Human Resource Development (i.e. adequate education opportunities for all);
4. Social Infrastructure (i.e. access to full social infrastructure);
5. Environmental Development (i.e. protection of the environment and sustainable development); and
6. Good Governance (i.e. effective and efficient public sector management and service delivery).
1.2.8 Integrated Urban Development Framework The Integrated Urban Development Framework (IUDF) is government’s policy position to guide the future growth and management of urban areas The IUDF responds to the post-2015 Sustainable Development Goals (SDGs), in particular to Goal 11: Making cities and human settlements inclusive, safe, resilient and sustainable. It also builds on various chapters of the National Development Plan (NDP) and extends Chapter 8 “Transforming human settlements and the national space economy’ and its vision for urban South Africa: By 2030 South Africa should observe meaningful and measurable progress in reviving rural areas and in creating more functionally integrated, balanced and vibrant urban settlements. For this to be achieved the country must: No Initiatives 1. Clarify and relentlessly pursue a national vision for spatial development; 2. Sharpen the instruments for achieving this vision; and 3. Build the required capabilities in the state and among citizens.
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The IUDF’s overall outcome is spatial transformation. The IUDF aims to guide the development of inclusive, resilient and liveable urban settlements, while directly addressing the unique conditions and challenges facing South Africa’s cities and towns. Importantly, this vision for South Africa’s urban areas recognises that the country has different types of cities and towns, each with different roles and requirements. To achieve this transformative vision, four overall strategic goals are introduced: No Strategic goals Definition 1. Spatial integration To forge new spatial forms in settlement, transport, social and economic areas. 2. Inclusion and access To ensure people have access to social and economic services, opportunities and choices. 3. Growth To harness urban dynamism for inclusive, sustainable economic growth and development. 4. Governance To enhance the capacity of the state and its citizens to work together to achieve spatial and social integration.
These strategic goals inform the priority objectives of the nine policy levers, which are premised on the understanding that: No Strategic goals
1. Integrated urban planning forms the basis for achieving integrated urban development, which follows a specific sequence of urban policy actions
2. Integrated transport that informs
3. Targeted investments into integrated human settlements, underpinned by
Integrated infrastructure network systems and
Efficient land governance, which all together can trigger
4. Economic diversification and inclusion, and empowered communities; all of the above will demand effective governance and Financial reform to enable and sustain these policy actions.
The levers thus seek to address in combination the structural drivers that maintain the status quo.
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1.2.9 Medium Term Strategic Framework (MTSF) 2019 - 2024
The MTSF is a mechanism for linking the long term plan, together with the priorities identified in the election manifesto, to the plans of departments, municipalities and public entities. This requires prioritisation and sequencing to identify the first steps that need to be taken to achieve the objectives contained in MP V2030. The aim is to ensure a clear line of sight and synergy across the different plans of the Provincial government. Figure 3: Medium Term Strategic Framework (MTSF) 2019 - 2024
3-tiered planning system – planning can now happen within the context of a long-term strategic vision and plan
MTSF is contextualized as a 5-year plan to set the country on a positive trajectory
to achieving the long-term vision
The Provincial 2019-24 MTSF was presented to Provincial Executive Council Lekgotla, which took place on 01 July 2019.
In line with the national 7 Priorities, announced by the President during the State of the Nation Address in July 2019, Mpumalanga Provincial Government will implement the following key interventions during the 2019-24 MTSF period:
Priority 1: Economic Transformation and Job Creation Priority 2: Education, Skills and Health Priority 3: Consolidating the Social Wage through Reliable and Quality Basic Services Priority 4: Spatial Integration, Human Settlements and Local Government Priority 5: Social Cohesion and Safe Communities Priority 6: A Capable, Ethical and Developmental State Priority 7: A better Africa and World
The information under each priority reflect the outcome, outcome target, indicators and baseline as well the key intervention that will contribute towards the achievement of the targets. The intervention will reflect baseline budgets (2019/20 financial year and over the MTEF period) and location where applicable.The Table 4 below indicates the Provincial MTSF 2019-2024 Priorities, Impact, Intervention and Outcomes
The Table 4 below indicates the Provincial MTSF 2019-2024 Priorities, Impact, Intervention and Outcomes
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PRIORITY AREA 1 Economic Transformation and Job Creation
IMPACT Unemployment reduced to 20%-24% with 2 million new jobs especially for youth; economic growth of 2%-3% and growth in levels of investment to 23% of GDP
OUTCOMES INTERVENTIONS INDICATORS
More decent jobs created and Create jobs through EPWP and Number of work opportunities sustained, with youth, women other public sector employment reported through other public and persons with disabilities programmes employment programmes prioritised
Industrialisation, localisation Support localisation and Percentage compliance of and exports industrialisation through government spends on government procurement designated products and services.
Improve competitiveness Broadband rollout Percentage increase in through ICT adoption broadband penetration
Reduce concentration and Facilitate the increase in Number of functional small monopolies and expanded number of functional small businesses and cooperatives small business sector businesses with a focus on supported township economies and rural development
Quality and quantum of Improve the quality and rate of Infrastructure Fund investment to support growth infrastructure investment established and and job creation improved. operationalized
Increase access to affordable Expansion and maintenance of Km of roads upgraded, and reliable transport systems. transport infrastructure as part refurnished and maintained. the Road Stimulus Package
Increased economic Expand government spend on Percentage preferential participation, ownership, access women, youth and persons with procurement spend by to resources, opportunities and disabilities through preferential sex/gender, age and disability wage equality for women, procurement youth and persons with disabilities
Source: Mpumalanga Provincial 2019/24 MTSF Outcome Targets
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RIORITY 2 Education, Skills and Health
IMPACT Improved quality of learning outcomes in the intermediate and senior passes with inequality reduced by 2024; More learners obtain National Senior Certificates with excellent marks in critically important subjects by 2024; and Learners and teachers feel respected and learning improved by 2024
OUTCOMES INTERVENTIONS INDICATORS
Develop and operationalize School readiness assessment Improved school-readiness of school readiness assessment system children system
10-year-old learners enrolled in Professional teacher % of foundation phase publicly funded schools read for development provided for teachers trained on teaching meaning teaching, reading, maths and reading, numeracy & science science
School physical infrastructure Proportion of schools identified Number of schools identified and environment that inspires through the SAFE project through SAFE programme learners to learn and teachers provided with appropriate have sanitation meeting to teach sanitation facilities minimum infrastructure norms
Youths better prepared for Introduction of Coding and Coding and Robotics further studies, and the world Robotics curriculum curriculum implemented of work beyond Grade 9.
Universal health coverage for all Enabling legal framework NHI Fund established and South Africans achieved created for the implementation purchasing services of National Health Insurance Bill operational
Roll-out a quality health Proportion of public sector improvement plan in public facilities implementing the health facilities to ensure that National Quality Improvement they meet the quality standards Plan required for certification and accreditation for NHI
Progressive improvement in the Number of people screened Total Life Expectancy of South Drive national health wellness for TB Africans and healthy lifestyle campaigns to reduce the burden of disease TB treatment success rate and ill-health. Proportion of people living with HIV who know their status
Reduce Maternal and child Provide good quality antenatal Antenatal 1st visits before 20 mortality care weeks rate
Improve the management of Antenatal clients initiated on childhood diseases services ART rate
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Progressive improvement in the Drive national health wellness Child under 5 years severe Total Life Expectancy of South and healthy lifestyle campaigns acute malnutrition case Africans to reduce the burden of disease fatality rate and ill-health. Children under 5 years pneumonia case fatality rate
Children under- 5 years diarrhea case fatality rate
Number of people screened for TB
TB treatment success rate
Proportion of people living with HIV who know their status
Source: Mpumalanga Provincial 2019/24 MTSF Outcome Targets
PRIORITY 3 Consolidating the Social Wage through Reliable and Quality Basic Services
IMPACT An inclusive and responsive social protection system
OUTCOMES INTERVENTIONS INDICATORS
Transformed social Strengthen prevention and Increase the number of people welfare response interventions for accessing prevention substance abuse. Contributes to programmes Priority 5
Increased access to % of children accessing ECD quality Early Childhood Provide quality ECD services to services Development (ECD) children (0-4). Increased number of new services and support centres constructed.
% of food insecure vulnerable households accessing food through food and nutrition Sustainable Community Implement food and nutrition security initiatives Development security initiatives for vulnerable Interventions individuals and households % of Individuals vulnerable to hunger accessing food through food and nutrition security initiatives
Increased access to Introduce measures to ensure early Percentage of Early multi- development development screening for all sectoral screening conducted on opportunities for children, and clearly defined all children 0-8 years to identify children, youth and eligibility criteria to reduce developmental delays and/or parents/ guardians exclusion errors for social assistance disability that will determine support for children with disabilities intervention and support needs.
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Roll-out the implementation of the Number of beneficiaries of distribution of sanitary towels sanitary towel. programme to all girls in Quintile 1 and 2 schools in the Province (R15.9 m set aside for 2019/20 Financial Year).
Increase the number and develop Number of auxiliary social the capacity of auxiliary social workers, community workers, community development development workers and lay workers and lay counsellors counsellors capacitated
Source: Mpumalanga Provincial 2019/24 MTSF Outcome Targets
PRIORITY 4 Spatial Integration, Human Settlements and Local Government
IMPACT Natural Resources are managed and sectors and municipalities are able to respond to the impact of climate change.
OUTCOMES INTERVENTIONS INDICATORS
Greenhouse Gas Emission Implement 4 sectors Green Percentage reduction in Reduction(Mitigation) House Gas emission reduction total Greenhouse gas implementation plan (GHGs) emissions by 2024.
(Contribution from the largest emitters of GHG).
Municipal preparedness to deal Capacitation of municipalities % of municipalities with with climate change to fund and implement climate capacity to fund and (Adaptation) change programmes and implement climate change adaptation measures programmes and adaptation measures
Just Transition to low carbon Transition plans for high Number of transition plans economy (Mitigation) carbon emitting sectors developed for high carbon (energy, transport, agriculture emitting sectors and waste to low carbon economy) developed by 2024
Agrarian Transformation Agri-hubs and agro-processing Number of agri-hubs facilities established
Invest in 94 priority Number of PDA’s invested in development areas Spatial transformation through Rezone 100% of land acquired % of acquired land rezoned multi-programme integration in in 2014 - 2019 that falls within priority development the PDAs for human settlement development Areas
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Effective water management Feasibility studies for No of dams rehabilitated system for the benefit of all rehabilitation vs new dams) projects and new dams constructed. Adequate housing and improved Deliver housing units through Number of BNG houses quality living environments. subsidy mechanism delivered
Eradicate backlog and issuing of Eradicate backlog and issuing of Number of outstanding pre- title deeds title deeds 1994 title deeds registered
Integrated Service delivery, Support intergovernmental Number of Joint up Settlement Transformation and action in support of national government plans in Metros Inclusive Growth in Urban and development objectives and local and Districts. Rural Places needs through piloting,
refinement and implementation
of the District Development Coordination Model
Source: Mpumalanga Provincial 2019/24 MTSF Outcome Targets
PRIORITY 5 Social Cohesion and Safe Communities
IMPACT A diverse socially cohesive society with a common national identity
OUTCOMES INTERVENTIONS INDICATORS
Fostering Constitutional Promote Constitution and its % of public schools reciting the Values values in schools, awareness Constitution in school assemblies and campaigns (print & electronic DBE organized events media), public engagements Number of marketing platforms and dialogues (radio/digital/outdoor/TV/print) utilized to promote constitutional awareness
Equal Opportunity, Improve representation of the At least 2% annual increase in the inclusion and Redress designated groups across representation of Africans in senior occupational levels and middle management levels by 2024
Promoting social cohesion Promote access to cultural Number of Provincial Community through increased facilities/community arts Arts Development Programmes interaction across space, centers and participation in implemented race and class arts, culture and heritage programmes
Promoting active citizenry Promote participation in Number of provinces implementing and leadership community based governance the GovChat programme
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processes, active citizenship For community engagement and bodies service delivery improvement
Improvement in Reduced levels of fraud and Conviction rate for serious fraud and Corruption Perception corruption in the private and corruption in the private sectors. Index rating public sectors.
Reduced organised crime Reduce drug syndicates Percentage of identified drug through the implementation syndicates neutralised with arrests.
of the Narcotics Intervention Strategy and the revised National Drug Master Plan
Reduce illegal mining through Percentage of identified Illegal law enforcement. mining operations terminated with arrests
Reduce the levels of serious Percentage of registered serious organized crimes through the organized crime project successful closure of serious investigations successfully closed organized crime project investigations
Increased feelings of Reduction in violence against Percentage reduction in the number safety in communities women of crimes against women
Reduction in violence against Percentage reduction in the number children. of crimes against children
Source: Mpumalanga Provincial 2019/24 MTSF Outcome Targets
PRIORITY 6 A Capable, Ethical and Developmental State
IMPACT Public value and trust and Active citizenry and partnerships in society
OUTCOMES INTERVENTIONS INDICATORS
Coordinate engagements between Social compact between the leadership of the executive, executive, judiciary and the legislature and judiciary on legislative tiers of government Improved Governance and strengthening state governance and Accountability public accountability
Integrated Monitoring System for Implementation of the Integrated public sector accountability Monitoring System for public sector accountability established
Functional, Efficient and Improve financial management Strengthen Municipal Financial Integrated Government capability in the public sector System
Measures taken to reduce wasteful Percentage elimination of wasteful and fruitless expenditures; and and fruitless expenditure in public sector institutions
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irregular expenditure in the public sector
Participatory local governance Programme for participatory mechanisms and citizen engagement governance mechanisms and Social compact and citizen engagements engagement with key stakeholders (including review of structure on ward committees) developed by 2020 and implemented by 2024
Mainstreaming of gender, Monitoring of mainstreaming of Level of implementation of Gender, youth and disability, gender, empowerment and Youth and Disability Responsive empowerment and development of youth and persons Planning, Budgeting, Interventions, development with disabilities programmes Policies and legislations institutionalized
Source: Mpumalanga Provincial 2019/24 MTSF Outcome Targets
PRIORITY 7 A better Africa and World
IMPACT A Better South Africa
OUTCOMES INTERVENTIONS INDICATORS
Source investment for the Increased Foreign Direct Increased FDI identified sectors in the South Investment (FDI) into South African economy. Africa.
Growth in tourism sector resulting Develop and implement a Brand Strategy Index in economic growth. destination brand strategy to promote SA as a preferred tourism destination
International protocols and Ensure compliance to Compliance with international commitments achieved international protocol and protocols and commitments commitments
Source: Mpumalanga Provincial 2019/24 MTSF Outcome Targets
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Provincial Map with Catalytic Project
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1.2.10 National and Provincial Budgeting Cycle
The Municipality’s budget processes are aligned with those of the National and Provincial Budget priorities. The objective is being to ensure increased Intergovernmental Governmental Relations Framework and effective resource mobilisation. 1.2.11 Back to Basics Strategy In the Budget Vote Speech on 17 July 2014, the Minister highlighted the following key tasks to take South Africa forward during the next 5 years: No Key Tasks
1. Back to Basics: Setting clear benchmarks of performance in our efforts to ensure that all municipalities perform their basic responsibilities, every day, without fail;
2. Responding vigorously to the immediate crises;
3. Understanding and responding to the structural challenges;
4. Continuing to build resilient local government institutions; and
5. Collectively constructing more rigorous systems of intergovernmental relations/ planning and delivery.
An acceptable level of performance means that municipalities must: No Objectives
1. Put people and their concerns first and ensure constant contact with communities through effective public participation platforms. This is the essence of the “Back to Basics” approach.
2. Create conditions for decent living by consistently delivering municipal services to the right quality and standard. This includes planning for and delivery of infrastructure and amenities, maintenance and upkeep. Including the budgeting to do this. Ensure no failures in services and where there are, restore services with urgency.
3. Be well governed and demonstrate good governance and administration – cut wastage, spend public funds prudently, hire competent staff, ensure transparency and accountability.
4. Ensure sound financial management and accounting, and prudently manage resources so as to sustainably deliver services and bring development to communities.
5. Build and maintain sound institutional and administrative capabilities, administered and managed by dedicated and skilled personnel at all levels.
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The aim of the Back to Basics strategy is to encourage all municipalities to become positively functional Centre’s of good governance. Proper standards for municipal performance must be set. There are four Priority areas that have been identified. No Priorities 1. For those municipalities in a dysfunctional state the aim will be to perform at the very least the basic functions of local government. This will be done through enforcement of current policies and legislation, systematically managing performance and accountability, and ensuring that there are consequences for underperformance. Minimum performance requirements include ensuring the proper functioning of council structures and council processes, the provision of basic services, and the appointment of competent staff – these are non- negotiable. 2. For those municipalities who are functional but are not doing enough in critical areas of service, support will be given in order for the municipality to progress to a higher path. The focus will be on building strong municipal administrative systems and processes, and ensuring that administrative positions are filled with competent and committed people whose performance is closely monitored. The oversight system for local government will be improved through creating real-time monitoring systems. Measures will be taken to ensure that municipalities engage properly with their communities. 3. Municipalities that are performing well will be incentivized by giving them greater flexibility and control over their resources and grants, and encourage them to move beyond the basics and transform the local space economy and integrate and density our communities to improve sustainability. The Integrated Urban Development Framework and the National Spatial Framework will be implemented to ensure effective alignment of our national economic, environment and social programmes with those municipalities. 4. There will be a targeted and vigorous response to corruption and fraud, and a zero tolerance approach to ensure that these practices are rooted out. Supply Chain Management practices in municipalities will be closely scrutinized. Where corruption and mismanagement have been identified, there will be no hesitation in making sure these are decisively dealt with through provisions such as asset forfeiture and civil claims. Work will be undertaken to change practices in the private sector and enlist the support of civil society to change the national morality.
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1.3 Mpumalanga Rural Development Programme (MRDP)
The Mpumalanga Rural Development Programme was introduced in 2001, coordinated by the Office of the Premier and technically supported by the German Technical Cooperation (GTZ) and the German Development Services.
The main objectives of the programme are to contribute towards an ‘improvement of the social an economic situation of the rural poor’. The programme focuses on the creation of income and employment in rural areas, and the key concept of the programme include:
Self-reliance/ empowerment: strengthen the self-help capabilities of the communities and emphasized on development and planning Economic Growth: encourage local economic development, employment and income generation through the promotion of small and micro- sized rural enterprises and participation of the private sector Sustainability: Improve viable and sustainable natural resource utilizations Outreach: upgrade and broaden the facilitation of government services to the impoverished Capacity Building: strengthen, advise and train service providers Innovation: develop innovative concepts for public service delivery Mainstream: get innovations on track Coping with HIV/AIDS: plan, design and implement relevant strategies in order to cope with HIV/AIDS Stakeholder’s participation: ensuring participation by all concerned. It is important for GSDM and its local municipalities to draw the concepts and principles of this plan down to Ward level through spatial development and rural development strategies and other applicable policies. Integrated Support Plan (ISP) for Accelerated Municipal Service Delivery. This Integrated Support Plan for local government is developed by the Mpumalanga Department of Cooperative Governance and Traditional Affairs (COGTA) to ensure that all 18 municipalities in the province are functional and provide services to communities in a sustainable manner both now and in the future. A functional municipality is defined in this ISP as a municipality that successfully; strive within its financial and administrative capabilities to achieve the five objects of local government as set out in chapter 7 of the Constitution including the objectives on financial management as outlined in the Municipal Financial Management Act (MFMA) which are:
a) To provide democratic and accountable government for local municipalities b) To ensure the provision of service to communities in a sustainable manner c) To promote social and economic development d) To promote a safe and healthy environment e) To encourage the involvement of communities and community organizations in matters of local government f) To secure sound and sustainable management of the fiscal and financial affairs of municipalities and municipal entities by establishing norms, standards and other requirements
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1.4.1 MUNICIPAL STANDARD CHART OF ACCOUNTS (MSCOA)
The Minister of finance promulgated Government Gazette NO. 37577 Municipal Regulations, on Standard Chart of Accounts, effectively 01 July 2017. The regulation seeks to provide a National Standard for uniform recording and classification of municipal budget and financial information at a transactional level in order to: Improve compliance with budget regulations and accounting standard; Better inform national policy coordination and reporting, benchmarking and performance measurement. Repercussion of no-compliance with regulation by 1 July 2017 will result in Grant Funding stopped.
Benefits of MSCOA include: Accurate recording of transactions, therefore reducing material misstatement, Reduce the month/year end reconciliation processes and journals processed, Improve quality of information for budgeting and management decision making, Improve oversight function by Council as the required information will be tabled for policy decisions, tariff modelling, and monitoring, Ensure alignment and implementation of the IDP as all expenditure, both capital and operating, will be driven from a project and Improve measurement of the impact on service delivery and the community.
1.4.2 2020 State of the Nation Address & State of the Province Address (SONA and SOPA)
The President of the Republic South Africa, His Excellency Mr Cyril Ramaphosa delivered the State of the Nation Address (SONA) on the 13th February 2020 in a joint sitting of the two Houses of Parliament and one of the rare occasions that brings together the three arms of the State.
The 2010 SONA reaffirmed the cornerstone government priorities for the next five years as were delivered during SONA 2019. It further emphasised the need to achieve the goals set out by the National Development Plan (NDP) due to be achieved by 2030.
The SONA recognised the 30 years since Nelson Rolihlahla Mandela walked out of the gates of Victor Verster Prison, which reflected 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.”
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The Premiers of Provinces subsequently delivered State of Provinces (SOPA). The Premier of Mpumalanga Province, Honourable Ms Refilwe Mtsweni-Tsipane delivered the State of the Province Address in the Provincial Legislature on the 25th February 2020. The SONA and SOPA priorities are directly linked and interrelated.
The SONA set the national priorities and SOPA aligned accordingly to address the socio-economic transformation, youth and women unemployment, education and social transformation, gender based violence, quality health and security and developmental challenges.
The summary of the 2020 priorities and commitments are outlined as follows
Transforming the economy to serve people - Mpumalanga Industrial Development Plan aimed at establishment of Industrial Technology Parks focusing on Agriculture and Forestry, Mining and Metals and Petro –chemicals, Support Township and rural economies, Mpumalanga international Fresh Produce Market, Green Economy – waste streams are turned into input stream leading to a zero waste industrial ecosystem.
Tourism (optimizing value proposition of tourism , contributes approximately 7% to the GDP of the province , province recorded second fasted growing at 64,1% with more domestic trips originated from the Province , tourism attractions are broadened to attract the upwardly mobile tourist , safety of tourists – Tourism Safety Forum and infrastructural development , poor maintenance and upgrading of the tourism infrastructure. Infrastructural development - R5 billion to infrastructural projects to create a conducive environment for socio-economic development and inclusive growth , All Departments ring-fence 2% of capital budget and apportion it to maintenance of infrastructure.
Expanding agricultural infrastructure and increasing production - strategic collaboration with farmers of all sizes and civil society organisations , reconfigure and restructure support for emerging farmers to meet needs of the international fresh produce market, provide herds of cattle , goats, pigs and poultry with critical tools of trade and implements, training programs offered and accredited, expand Fortune 40 Youth Incubation programme , newly built Mkhondo Agri-Hub in Gert Sibande District , Phezukomkhono Mlimi programme provides mechanization and inputs support to farmers – households, subsistence and the emerging.
Climate change - Green Economy Development Plan to unlock interventions towards and low carbon and climate resilient economy and society, launching of vegetable gardens and fish production facilities- aquaponics driven by youth and women cooperatives, early warning systems. International trade and investment relations - market Mpumalanga as a trade and investment destination to a number of overseas countries, increase exports of fruits, nuts, vegetable and meat to Sultanate of Oman, MOU of collaboration with Russia on industry and trade, tourism, culture, research and education.
Local government and basic services – access to basic services ( fight corruption and maladministration, oversight over local government as provided by the Constitution of the Republic of South Africa, new development planned and designed to break legacy of apartheid spatial development patterns , Provincial Spatial Development Framework to facilitate spatial integration , all spheres of government
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to align all proposed sector programme to the relevant Municipal Spatial Development Frameworks and Provincial Spatial Development Frameworks , District Delivery Model – eliminate bottlenecks and expedite service delivery and tracked , resources for the identification of land parcels to facilitate sustainable development. Human settlement – resolving the sewer spillage, partnership in human settlement development, fighting corruption and maladministration, servicing more sites and allow people who can afford to build themselves houses. The National Development Plan , Regional Development Model, Comprehensive Rural Development Programme - capable and developmental state, reintroduction and inclusion in the District Development Model. Innovation for better education outcomes and early childhood education - access to Grade R, 35 x ECD specialised classrooms in 10 schools to be provided, quality of teaching practitioner qualifications, material development and resourcing. Learner Performance - expand early grade reading intervention strategy to 300 more schools for 10 year olds, prepare learners for the fourth industrial revolution, develop curriculum to introduce Digital Skills teaching, learning, Coding and Robotics curriculum-piloting across 100 schools in the province in 2021, advocacy campaigns to primary school learners to participate in Maths, Science and Technology subjects , target for the Grade 12 class of 2020 is 83% , education infrastructure budget biased towards water, sanitation and electricity , eradicating pit latrines in schools and unsafe structures , alleviation of overcrowding in urban area, school for the Deaf to be housed with City of Mbombela.
Skills Development- partnership with private sector to intensify and increase short term skills programmes to 25 000 young people. Skills and innovation hub - offer opportunities through skills development, incubation, innovation and emerging technologies. Innovation for a better Health System - investing in health facilities infrastructure. Innovation for improved Social Development - advancement of previously disadvantaged people especially women and young girls. 1.4.3. Conclusion
The State of the Nation and Province provide a framework for development in the communities. Dr Pixley Ka Isaka Seme Local Municipality still has a huge legacy in terms of addressing the basic needs of its communities; much still has to be done to accelerate the provisions of free basic services and endeavour to ensure that more people are enjoying the benefits of a new democracy and access to basic services. The Municipality, due to its spatial nature, the is still some challenge of ensuring that rural communities enjoy the same rights and benefits brought by democracy such as access to free basic water and electricity, sanitation , housing, access to roads, public health services , schools, government services and participation in the economy mainstream.
CHAPTER TWO
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THE IDP PROCESS OVERVIEW 2. IDP STRUCTURE 2.1 IDP DOCUMENT STRUCTURE The 2019 - 2020 IDP review for Dr. Pixley Ka Isaka Seme local Municipality is made up of 6 Chapters which are linked to produce a Credible IDP for 2020/21. It reflects the process followed when compiling, reviewing, the format, layout and contents of the IDP document. The Chapters are outlined as follows: Chapter Context
1. Deals with the Introduction and Guiding Frameworks.
2. Outlines the Processes followed during the drafting of the IDP.
3. Gives a detailed analysis on the Socio Economic Profile of the Municipality.
4. Deals with the Institutional Priorities and Development needs
5. Reflects the key development objectives and strategies that the municipality will use to adhere to legislative requirements, together with the corporate scorecard of the Municipality and the Projects to be implemented.
6. This last Chapter deals with the alignment analysis of the IDP and Sector Plans.
Dr. Pixley Ka Isaka Seme Local Municipality (DPKISLM) followed the five (5) phases of the review in developing the draft IDP 2020/21. The process took cognisance the draft IDP Process Plan of Gert Sibande District Municipality to ensure alignment
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Figure 4: IDP Review and Budget Process
.
Preparation Phase DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 47 | P a g e
The IDP process plan was developed and adopted by Council under item no. A128/2019 on 30th July 2019 in line with District Framework as prescribed in terms of section 27 of the Municipal Systems Act, No. 32 of 2000 which incorporated the Budget and Performance Management preparation timetable 2020/21. A copy of the approved Process plan was sent to Provincial COGTA and also placed in the five (5) Administration units of the Municipality.
Analysis Phase
During the Analysis phase the DPKISLM conducted IDP public consultative meetings held at nine (9) Wards with respective Ward Councillors during the month of September 2019 as per the adopted IDP process plan. The public consultation meetings at the other two (2) wards were affected by one(1) being disrupted and the other was reported to have taken place and the matter has been referred to the Office of the Speaker. The IDP Committees held meetings and the schedules were placed in all the municipal administration units of the municipality being Volksrust, Wakkerstroom, Perdekop, Amersfoort and Daggakraal.
Strategy Phase
A Strategic Planning Session took place on the 6th-7th of February 2020. It was comprised of the Executive Mayor, Chief Whip, and Speaker of Council, Members of the Mayoral Committees, Councillors, Directors and Managers and some of the provincial government departments. The Socio Economic Report of the municipality was presented which set the profile and principles to strategies within the planning, policy and budget framework.
A status quo analysis was conducted and proposed developmental plans and programmes were identified for implementation with effect from the financial year 2020/21.
TABLE 5. Preliminary identified priorities for 2020/21 are as follows:
No PRIORITY ISSUES 1. Enhancement of Local Economic Development 2. Improvement of Revenue collection 3. Eradication of backlogs - Water ,Sanitation, Electricity & Housing 4. Access to Land (Human Settlements and Economic Development) 5. Solid Waste Management 6. Maintenance of Infrastructure 7. Improvement of the Road Infrastructure 8. Education 9. Health 10. Rural development
Project Phase
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The final prioritization and incorporation of the projects for 2020/21 to be processed by IDP Committees and Representative Forum has been affected by the cancellation of meeting due to the Presidential declaration of a National Disaster on the 15th March 2020 due to the Covid-19 pandemic. The prioritization of internal projects has been determined through a process set by Council.
Integration Phase
The integration of projects and programmes will be subject to receipt of written submissions from sector departments because the National Disaster as declared is effective until 15 April 2020 a period at which this phase should have been completed by 31 March 2020. The alignment of the budget and priority projects will be outlined herein.
Approval Phase
The approval of the priority projects, budget and performance aspects for 2020/21 will be subject to Council meeting scheduled to take place by May 2020
2.2 District Development Model (DDM)
During the State of the Nation Address (SONA) in 2019 the President of the Republic of South Africa His Excellency Mr Cyril Ramaphosa revealed speech that service delivery issues challenges are due to a “lack of coherence in planning and implementation and has made monitoring and oversight of government’s programme difficult”.
In setting corrective measure towards addressing the identified gap, the District Development Model (DDM) was approved by Cabinet for implementation in all the 44 municipal Districts and 8 Metropolitans as development spaces that can be used as centres of service delivery and economic development, including job creation in the Country. The pilot was launched by the President of the Republic of South Africa
The District Development Model, a method that seeks to improve the coherence and impact of government service delivery, is the proactive response to the issues that have hampered the society. Source: Presidential Launch of the eThekwini District Development Model, The Presidency 2019
The model is indicated to have inspired by the Khawuleza (hurry up) call to action. The DDM aims to accelerate, align and integrate service delivery under a single development plan per district or metro that is developed jointly by national, provincial and local government as well as business, labour and community in each district.
The DDM is to ensure that national priorities such as economic grown and employment, improvements to living conditions, the fight against crime and corruption and better education outcomes are attended to in the locality concerned.
This development approach ensures that planning and spending across the three spheres of government is integrated and aligned and that each district or metro plan is developed with the interests and input of communities taken into account upfront
Dr Pixley Ka Isaka Seme Local Municipality participate in the process for development of the Gert Sibande District Municipality (DDM) which has commenced under the guidance of the Office of the Premier and Department of Cooperative Governance and Traditional Affairs. DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 49 | P a g e
The programme and projects to be implemented in the local municipality by all government departments, entities and private sector should be integrated in the District Development Plan and implementation thereof be overseen and monitored accordingly through DDM structure.
2.3 Mechanisms, Procedures and Role Players for Public Participation
It is required in terms of chapter 4 of the Municipal Systems Act, 2000 that municipalities must develop a culture of municipal governance that complements formal representative government with a system of participatory governance, and must encourage, and create conditions for the local community to participate in the affairs of the municipality including the preparation, implementation and review of its IDP. In compliance to the Act, the municipality has adopted the public participation strategy which reflects ways in which the municipality conducts stakeholder engagement and consultation in the IDP process. In terms of the strategy (public participation), the participation of communities is driven through a Ward Committee System managed by the Public Participation Unit located in the Office of the Speaker and the IDP Representative Forum arranged through the Office of the Municipal Manager.
2.3.1 Role Players for Public Participation
One of the classic features about the Integrated Development Planning process undertaken by the DPKILSM is the involvement of all community members and stakeholders in the process. Participation by all affected parties ensures that the IDP addresses the core developmental issues experienced by the citizens of the municipality. The Municipality prides itself in the fact that all Ward Committees in all 11 Wards are fully functional and participate during the arrangement of Community Meetings in their respective areas or Wards. Table 6: Organisational Arrangements for Organised Public Participation
No ROLE PLAYERS ROLES AND RESPONSIBILITIES
1. Municipal Council The Council will approve the reviewed IDP.
Will consider the Process Plan which should set out the process for the new IDP cycle.
2. Executive Mayor The Mayoral Committee must: and Mayoral Decide on the Process Plan for IDP Review. Committee Responsible for overall management, co-ordination and monitoring of the review process, and may assign responsibilities to the Municipal Manager.
Submit reviewed IDP Process Plan and draft IDP to Council.
Develop terms and criteria for Representative Forum.
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Give political direction.
3. Municipal Manager The Municipal Manager is responsible for the management and co-ordination with delegated of the preparation of the IDP process which include but not limited to the powers to the following: Manager IDP Responsible for the day to day management of the planning framework/process plan and ensuring that timeframes are being adhere to and resources are managed effectively and efficiently.
Co-ordinate the involvement of all different role players.
Ensuring the horizontal and vertical alignment in the planning process, including Sectors.
Ensure that the links between the processes of performance management, monitoring, evaluation and review are maintained.
Ensuring compliance with National and Provincial requirements and legislations.
Ensure appropriate participation of all the relevant Stakeholders.
Ensure proper documentation of outcomes.
Chairing the Steering Committee, Technical Committee.
Management of Service Providers.
4. IDP Steering Process Plan management structure. Committee Allocation of duties and monitoring.
Decision on roles and responsibilities.
Decide on matters to be referred to IDP Forum for alignment and integration purposes.
5. IDP Representative The Executive Mayor or Representative chairs the forum meetings. Forum Constituted of all the Executive Mayor/ Municipal Manager/ MMCs / Management of DPKISLM, Sector Departments, CBO’s/NGO’s/Business Forums/ Community Forums/ Youth /Woman/ Disabled Org. / Political parties /Traditional Leadership, GSDM GIS Manager.
This Forum consists of community participation structure/stakeholders in their respective organised formations, to represent the interests of all stakeholders and ensure proper communication to guarantee representative and collaborative participation during the review process.
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Provide organizational mechanisms for discussion, negotiations and decision making between the stakeholders including municipalities and government departments during the Municipal process.
Monitor the performance of the planning and implementation process.
Make recommendations to Council on planning and development priorities.
6. IDP Technical Will be chaired by the Municipal Manager or a designated Official. Consists of Committee all Heads of Departments as well as representatives from sector departments.
Will deal with matters relevant and relating to District wide issues.
Consider local programs and integration to PGDS.
Consider and advise the IDP Representative Forum on the evaluation of sector plans.
Deliberate on inter-Sectoral programmes and recommends to the Representative Forum.
Give advice to the municipality and foster Sectoral alignment.
Will timeously report on progress which will then be forwarded to the Steering Committee.
7. Ward Councillors Councillors are the major link between the municipal government and the residents. As such, their role is to: o Link the planning process to their constituencies and/or wards. Be responsible for organising public consultation and participation. Ensure the annual business plans, and municipal budget are linked to and based on the IDP.
8. Traditional Leaders Amakhosi / izinduna should work with close councillors on identifying priority issues.
Facilitate community consultation in collaboration with ward councillors.
9. Mayoral Outreach Through road shows / outreach programmes to get community inputs and provide feedback.
10. Ward Committees Consulted via the Executive Mayoral Outreach.
11. CBWs / NGOs / To provide vital information and support during planning, evaluation, CDWs monitoring through the Representative Forum.
2.3.2 COMMUNITY MEETINGS & NEEDS RAISED
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The municipality’s public participation process took place in on the 8th-13th September 2019 conducted by a team consisting of Ward Councillors, PR Councillors, Ward Committee Members, Community Development Workers, Members of the Mayoral Committee and Municipal Management. The team attended in the public consultation meetings to consider the 2019/20 IDP & Budget and progress on performance in relation to municipal development. Public Consultation meetings were successfully held at Ward 1, 3, 4, 5, 6, 8, 9, 10 & 11. There was an indication that public consultation meeting was held at Ward 2 but records thereof were not provided and the matter is in the Office of the Speaker. The public consultation meeting was convened at Ward 7 but was disrupted. The below Table 7 indicate a schedule of public participation meetings
Table 7: Dr. Pixley Ka Isaka Seme Local Municipality Public Consultation Schedule DR PIXLEY KA ISAKA SEME LOCAL MUNICIPALITY: PUBLIC PARTICIPATION PROGRAMME 2019/20 IDP (SEPTEMBER 2019) DATE AND TARGET RESPONSIBLE TIME WARD VENUE DAY GROUP PERSONS WARD 6– COUNCILLORS , SIYAZENZELA MM, ALL SUNDAY 08H00 PERDEKOP/SIYAZENZELA COMM. HALL DIRECTORS, ALL 08 September (WARD 6) COMMUNITY MANAGERS AND 2019 09H00 VUKUZAKHE - (WARD 2) WARD 2 – VUKUZAKHE COMM. HALL SIZENZELE COUNCILLORS , SCHOOL MM, ALL 10H00 GROUND MONDAY DAGGAKRAAL (WARD 11) DIRECTORS, ALL (WARD 11) MANAGERS AND 09 September COMMUNITY AMERSFOORT /EZAMOKUHLE 15H00 EZAMOKUHLE 2019 (WARD 8) COMMUNITY HALL (WARD 8) NEW COUNCILLORS , COMMUNITY MM, ALL DAGGAKRAAL - (WARD 10) HALL TUESDAY 10H00 DIRECTORS, ALL SINQOBILE D MANAGERS AND 10 September (WARD 10) WAKKERSTROOM/ESIZAMELENI COMMUNITY 2019 17H00 (WARD 5) ESIZAMELENI COMMUNITY HALL CHINA CITY COUNCILLORS , COMMUNITY MM, ALL AMERSFOORT – (WARD 7 HALL – WEDNESDAY 15h00 DIRECTORS, ALL (WARD7) MANAGERS AND 11 September VUKUZAKHE – (WARD 1) VUKUZAKHE – COMMUNITY 17H00 MULTY – 2019 PURPOSE HALL-(WARD 1)
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SINQOBILE A COUNCILLORS , COMMUNITY THURSDAY MM, ALL 10H00 HALL – (WARD DAGGAKRAAL -(WARD 9) DIRECTORS, ALL 12 September 9) COMMUNITY MANAGERS AND VUKUZAKHE 2019 VUKUZAKHE – (WARD 3) 17H00 COMMUNITY
HALL – (WARD 3) FRIDAY COUNCILLORS , VOLKSRUST MM, ALL 13 September 18H00 GREATER VOLKSRUST (WARD 4) COMMUNITY SUB-HALL DIRECTORS, ALL 2019 MANAGERS AND Community needs or priorities identified in each ward during the Community Consultative meetings are provided in the below Table 5 and categorised in to two being capital and operations/maintenance Table 8: Issues emanating from the 2017 - 2022 IDP and subsequent annual Ward Public Consultation Meetings Table 8 WARD 1 WARD COUNCILLOR CLLR T.A MAZIBUKO NO CAPITAL OPERATIONS/MAINTANANCE 1 Steel tank 2 Incorrect Billing 3 Grading of roads that leads to Hilltop 4 New School needed as the Community is growing 5 Sites on the Wakkerstroom road to be made available to the Community (Vukuzakhe B) 6 Digital Doorway to be extended and be operational including Saturday 7 Electricity in Msholozi 8 Business Sites 9 Storm water Drainage in Msholozi 10 Rehabilitation of Road 11 Title Deeds for RDP owners 12 Houses for Middle earners 13 School for children living with Disability 14 Youth Development programmes 15 Job Opportunities 16 RDP houses 17 FET/Training Centre 18 Specialist Doctors at hospital 19 Bursaries or Learner ships 20 Skills Centre 21 Training of youth SMMES and other entrepreneurs WARD 2 WARD COUNCILLOR CLLR BG MAVUSO
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NO CAPITAL OPERATIONS/MAINTANANCE 1 Vukuzakhe B sites and RDP Houses 2 Job Opportunities 3 Billing system/write off depts. 4 Streetlights maintenance 5 Skills Development Centre 6 Rehabilitation of Roads 7 Renovation of the Vukuzakhe Stadium NB: The above prioritise are based on the 2017/18 IDP as there are no records of a public consultation meeting in 2018/19
WARD 3 WARD COUNCILLOR CLLR TV HLAKUTSE NO CAPITAL OPERATIONS/MAINTANANCE 1 Streetlights maintenance 2 Water and Sanitation in Marikana 3 Low Cost Houses (RDPs) in Marikana 4 Job opportunity 5 Parks Maintenance 6 Billing system/write off depts. 7 Transnet Houses to be bought by the Municipality 8 Water meters are leaking at Georgia Gardens 9 Rehabilitation of roads 10 Old Spoornet buildings to be donated for the use of the Community 11 Streetlights not functioning at Georgia Gardens 12 Houses at the New Stand section are old and not in a good living standard 13 Job opportunities
WARD 4 WARD COUNCILLOR CLLR LM NKOMO NO CAPITAL OPERATIONS/MAINTANANCE 1 Youth Centre in Volksrust 2 Permanent Structure at Volksrust Primary School 3 Job opportunities for the unemployed youth DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 55 | P a g e
4 Public toilets around town (CBD area) 5 Water and Sanitation facilities at the Park 6 Street/Road maintenance 7 Streetlight maintenance 8 Grass and tree cutting 9 Speed humps in N 11 10 Roads not accessible in farm areas 11 Water and Sanitation in farm areas 12 Suctioning of VIP Toilets in farms 13 Water truck to regularly deliver water in farms 14 Subsidized Housing for middle income earners 15 Footbridges (farms) 16 Endorsement of tourism 17 LED or solar Streetlights 18 Volksrust Truck Stop 19 Fire engine 20 Cleaning of Town on weekends and public holiday.
WARD 5 WARD COUNCILLOR CLLR B. MAVUSO NO CAPITAL OPERATIONS/MAINTANANCE 1 Serviced sites 2 Sewer and reticulation 3 Job opportunity 4 Maintenance of street light 5 Streetlights in town 6 Storm water drainage 7 Public Toilet facilities in town 8 Uthaka Nature Park to be made accessible to the community members 9 RDP houses 10 Rectification of cracking RDP Houses 11 Youth programmes 12 Job opportunities (Gender Equity) 13 Schools
WARD 6 WARD COUNCILLOR CLLR L.M MOLOI NO CAPITAL OPERATIONS/MAINTANANCE 1 Water and Sanitation 2 Title deeds 3 Job opportunities 4 New school in eSiyazenzele DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 56 | P a g e
5 Land for Business 6 Land for churches 7 Reconstruction of Roads 8 Electricity in farms 9 Streetlights maintenance 10 New electricity meters/boxes 11 RDP housing 12 Rectification of RDP houses 13 Land for Agro-based LED projects 14 New Cemeteries
WARD 7 WARD COUNCILLOR CLLR O.T SHABANGU NO CAPITAL OPERATIONS/MAINTANANCE 1 Water and Sanitation 2 Expedite the selling price of the 110 alienation of stands for the middle class earners 3 Residential stands for Indigent people 4 Vacant stands in town be sold 5 Municipality to supply soft soil on Cemeteries for backfilling 6 Price on selling of graves in the same cemetery 7 Drivers Testing Station in Amersfoort 8 Paving of the road from the testing station to the main road 9 Title deeds for 1997; 2007 and 2012 RDP Houses. 10 Backlog of Water taps and Toilets top Structures in ext. 04 eZamokuhle 11 Rehabilitation of road 12 THUSONG CENTRE 13 Provision of high- mast light next to the Elsie Ballot Hospital. 14 Primary School in ext. 03 15 Expansion of the court 16 New hospital WARD 8 WARD COUNCILLOR CLLR V VILAKAZI NO CAPITAL OPERATIONS/MAINTANANCE 1 Water and Electricity in Farms 2 Storm Water drainage (Water flooding from the cemetery to the houses) 3 Fire station or fire truck 4 Job opportunities DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 57 | P a g e
5 Land for Agro-based projects LED 6 Upgrading of community hall 7 Tender opportunity to be given to local suppliers 8 Speed humps (Jabavu road)
WARD 9 WARD COUNCILLOR CLLR B. MHLANGA NO CAPITAL OPERATIONS/MAINTANANCE 1 Water and Sanitation 2 Re-gravelling road 3 D282 4 Food bridge No.2 leading to Seme School 5 Daggakraal No.2 Land care on cemeteries 6 School ground eThembeni school 7 Road maintenance (Re-gravelling of road Daggakraal No.2) 8 Suction of Toilets 9 Job opportunity 10 Water and Sanitation 11 Apollo at Hlanganani
WARD 10 WARD COUNCILLOR CLLR X.L SIMELANE NO CAPITAL OPERATIONS/MAINTANANCE 1 Water and Sanitation 2 Water in Driefontein Farm 3 Electricity in Sinqobile D (Silahliwe) 4 High Mast Lights 5 Fencing of cemeteries
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6 Upgrading of Sport Ground 7 Grazing land 8 Youth Centre 9 Dropping Centre 10 RDPs in Rural areas 11 Community Hall 12 Job opportunities
WARD 11 WARD COUNCILLOR CLLR NO CAPITAL OPERATIONS/MAINTANANCE 1 Vending Machine (Sinqobile C) 2 Maintenance of High must light 3 Water and sanitation 4 Electricity HH connection 5 Job opportunity 6 The toilets with enviro loo need maintenance 7 Sports ground final phase 8 Suctioning of VIP 9 Youth activities or programmes 10 Sports facility 11 Fire brigade
Table 9: The major issues recorded during IDP/Budget Consultation Meeting of the Gert Sibande District Municipality 10/04/2019
LOCAL MUNICIPALITY ISSUES RAISED DPKISLM o Fast-tracking of the application for land use rights for the mine o Increment to the budget for the disabled o Prioritization of local suppliers o Increment of salaries/wages for ward committees o Creation of Firm for Sustainable Jobs
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Source: GSDM Amended 2019/20 IDP
Dr Pixley Ka Isaka Seme Local Municipality is participate in structures of the Gert Sibande District Municipality to ensure a coordinated planning of the IDP. The below tables provide a schedule of other IDP public participation and planning structures of the district in which the local municipality is a participant. Table 10: MANCOM SCHEDULE (GSDM) INDICATIVE IDP MANCOM SCHEDULE Date Time Venue
02/07/2019 10:00 Lekwa LM Boardroom
05/11/2019 10:00 Dipaleseng LM Boardroom
05/02/2020 10:00 Mkhondo LM Boardroom
08/05/2020 10:00 Chief Albert Luthuli LM Boardroom
Source: GSDM Amended IDP 2019/20
Table 11: IDP STERRING COMMITTEE SCHEDULE (GSDM) INDICATIVE IDP STEERING COMMITTEE SCHEDULE
Date Time Venue
05/08/2019 10:00 Boardroom
04/11/2019 10:00 Boardroom
17/02/2020 10:00 Boardroom
04/05/2020 10:00 Boardroom
Source: GSDM Amended IDP 2019/20
Table 12: IDP REPRESENTATIVE FORUM SCHEDULE (GSDM)
INDICATIVE IDP REPRESENTATIVE FORUM SCHEDULE
Date Time Venue
22/09/2019 10:00 Council Chamber
19/11/2019 10:00 Council Chamber
05/03/2020 10:00 Council Chamber
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14/05/2020 10:00 Council Chamber
Source: GSDM Amended IDP 2019/20
IDP Action Plan based on MEC Comments on the Review of the 2019/20 IDP
COMPONE STANDARD LEVE LEVE LEVEL EVIDENCE IN COMMENT SUPPORT/ ACTION L 1 L 2 3 NT 2019-20 IDP Improvement measures
No Some Comple eviden eviden te ce ce evidenc e
PROCESS Process plan and process compliance Section 27: None. Alignment to Outline how The review Adherence to district the IDP process is the district planning process is aligned to framework process not linked to the the draft IDP clearly district one schedule of identified during the the district. except for review of the the Joint IDP. The local Strategic municipality Lekgotla participate which was an in the IDP intervention public for participation municipalities and failing to structures of convene the district strategic sessions. Participated in the Strategic Planning meeting of the district held on the 27th – 29 Jan 2020 Section 28 – Page 36 of the None N/A N/A 30: Adoption IDP of process and process followed. Public notice Available Notice has N/A N/A on the been
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process to be submitted to followed the department. Process plan adoption and adherence:
Management IDP Manager The It is however Manager of the and Manager municipality commended IDP/LED drafting strategic did not have that the appointed process: planning an appointed municipality and IDP Manager has now commenced during the appointed an duties on review of the IDP Manager the 18th June IDP in the to oversee 2019 past 3 years the review of and this has the IDP and affected its the efforts of planning the Acting management Manager are process over acknowledge the years. d for holding the fort in previous years in keeping the process going. Public Page 41 of the Dates have The IDP must The Consultations IDP. been indicate if consultation : indicated there was schedule at without adherence to Ward level outlining how the has been the process consultation adhered unfolded. schedule and that all wards were engaged to air their views on the IDP. Mechanisms, Page 38 of the None N/A N/A processes IDP. and procedures to consult stakeholders Consultation Page 40 of the The It is A meeting of of traditional IDP. involvement recommende the of traditional d that the Municipality
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leaders on leaders in the municipality with the IDP IDP process is must consider Traditional not a separate Leaders will emphasized platform for be convened except that consultation before they are of Traditional approval of considered as Leaders other the Final IDP stakeholders. than through by Council a community meeting or representativ e forum. Notice issued Both notices None N/A N/A on IDP on the adoption of draft and final IDP have been submitted. IDP Page 39 & 48 IDP Revive IDP Governance of the IDP. Representati structures to Governance Structures ve Forum and involve Structures IDP Technical external re- Platforms for committee stakeholders constituted sector were not in the and held engagements functional municipal meetings during the planning since review of the process. September IDP. 2020. Postponeme nts of the 2nd Quarter meeting was postponed due to National Disaster Declaration by the President of South Africa Internal Page 39 & 48 IDP Steering Revive this The IDP municipal of the IDP. Committee internal Steering consultation was not structure to Committee processes functional engage held a during the management meeting in review of the in the September IDP and no municipal 2019. The strategic next DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 63 | P a g e
planning planning meeting was session held process. postponed. to review the The municipal municipal strategic and strategic its planning implementati session was on held on the mechanisms. 6th-7th February 2020 A.S.P.I.A Page 37 of the None. N/A. N/A. methodology IDP
Submission of Yes IDP None N/A N/A. IDP to MEC formally submitted to MEC. Summary of Submission The N/A N/A. process letter to MEC. submission of followed the IDP to the MEC is complement ed with a summary of the process followed as required in terms of Section 32 of the Municipal Systems Act. 2. Vision, goals Page 78 & 81 None. N/A. N/A. CONTENT and of the IDP. objectives Clear vision aligned to long term strategy Priorities for Page 79 of the None. None. N/A. the current IDP. Council term Community Page 43 of the None. N/A. N/A. needs per IDP. ward Predetermin Page 81 and Strategic Elevate ed objectives 171 of the objectives indicators to Strategic IDP. have been outcome level DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 64 | P a g e
goals, included in measures of objectives the IDP but performance and not linked to to measure indicators indicators to goals and measure objectives, implementati i.e. number of on of the households strategy. with access to Indicators are water by at 2021. operational level and Refer to measures previous IDP outputs, assessment activities and reports on projects the crafting of instead of performance outcomes, indicators. i.e. number of meetings, reports, etc.
The IDP is not measurable and contains outdated indicators and targets. Outcomes- Page 81 of the N/A. Not all based IDP IDP strategic goals and objectives are at outcome and impact level and can be improved to measure the implementati on of the IDP and performance of Council during its term of office.
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Strategy Page 88 & 124 Summary of Include a 3 year implementati of the IDP. the budget to summary of budget on implement the 3 year summary the strategy budget in IDP will be is included in and consider included in the IDP. The filling of the final IDP IDP cannot critical be realistic if positions for the budget is the successful not aligned implementati with the IDP. on of the 5 year plan. There is a high vacancy rate of Review funded performance positions (89) plan in the which might IDP with up- negatively to date affect the indicators and execution of targets. the strategy.
The performance plan included in the IDP is outdated (2015/16, 2018/19), a serious malicious compliance issues making the IDP not credible at all. Strategy M&E Page 90 of the A summary Improve the IDP. of the PMS PMS framework is component of included in the IDP to the IDP but highlight the does not required clearly linkages on describe the measuring link between the planning, performance implementati of the DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 66 | P a g e
on, municipality monitoring through the and implementati evaluation of on of the IDP. strategic goals, objectives, programmes and projects of the municipality.
There are two sections on PMS in the IDP (page 90 and 166) which needs to be integrated into one. 2.1. Core Page 51, 78, None. Include the Section 24 components 79, 90, 96, summary of and 26 IDP of the IDP 112, the budget in alignment 117,131,165,1 the reviewed and core 71. IDP. componen 6 KPAs in the Covered N/A None. ts. IDP as throughout sections/chap the IDP. ter in IDP Alignment Page 14 of the Policy Municipality adhered with national IDP. imperatives must identify and have been how these provincial identified but imperatives policies and there is no and priorities priorities indication of are aligned in how the the IDP in municipality terms of contributes interventions, towards their actions and implementati targets on and instead of just achievement describing them as planning requirements.
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Status quo of Page 117 & Mostly HR Tabulate all Included applicable 165 of the and finance applicable policies and IDP. related municipal by- bylaws policies are laws and indicated in policies the IDP, none including reflection on their status of those of approval/gaze service tte and delivery. implementati on and those that are not in place but applicable. Projects and Page 157 of None. N/A. programmes the IDP. of sector departments contained in IDP SLP and CSI None. No Include One SLP was plans in IDP development private sector submitted plans from programmes and its the private and projects included sector in the in the herein IDP. reviewed IDP. Status of Page 166 of Dates of Indicate the Dates of sector plans the IDP. approval not date of approval indicated in approval, provided the IDP. last/pending review and Council resolution of the plans in a table format.
2.3.3 Communication methods used
As part of the Approved Communications Strategy of the Municipality, the following methods of communication are used to inform the community of the processes and progress of the IDP review process: No Method of communication
1. Loud Hailing system
2. Advert in the Local Newspaper
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3. Facebook online platform of a local Newspaper Circulating within the municipal area
4. Notice Boards in all admin units (Including libraries)
5. Online Local Community Radio Station
6. Municipal Bulk SMS facility
2.3.4 The IDP Governance & Institutional Arrangements
In addition to the Community Consultative meetings, the structures listed in the below table, form part of the communication or consultation mechanisms that the Municipality uses during the development and/or review of the IDP. These structures intend to cover a wider audience of stakeholders which include organized business, labour, civil society, ward committees, NGOs, CBOs, as well as members of the public. The below table outline the IDP structural arrangements STRUCTURE DESCRIPTION COMPOTION TERMS OF REFERENCE FREQUENCY OF MEETING IDP Act as an internal Executive Mayor Provide terms of Quarterly STEERING support system to the Members of the Mayoral reference for the COMMITTEE IDP Representative Committee various Planning Forum Municipal manager activities Directors & Managers of Commissions and Local Municipality comments on: External Stakeholders Inputs from Sub- that might be invited on committee/s, study an Ad-Hoc basis teams and consultants o Inputs from Provincial sectors departments and support provider o Processes, summarizes and document outputs Makes content recommendations Ensure quality assurance in the Preparation, facilitation and
STRUCTURE DESCRIPTION COMPOTION TERMS OF REFERENCE FREQUENCY OF MEETING
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STRUCTURE DESCRIPTION COMPOSITION TERMS OF REFERENCE FREQUENCY OF MEETING IDP Act as an internal Municipal Manager Responsible for Quarterly TECHNIAL support system to the Directors & Managers considering all COMMITTEE IDP Representative GSDM IDP Manager and work/documentation Forum Senior officials from that needs to be Provincial department & presented/approved National Dept. that by the IDP performing certain Representative Forum; function within the Responsible for Municipality considering all work/documentation that need to be presented and further researching on by the IDP Steering committee; To ensure the validity and technical correctness of the information presented to the other important IDP stakeholders/decision- makers; To ensure the integration of the IDP policies, objectives, strategies and projects into the daily functioning and planning of the Municipality; and To serve as a forum of inter-Spherical programme alignment at Technical level. IDP Act as an internal Executive Mayor Provide terms of Quarterly STEERING support system to the Members of the Mayoral reference for the COMMITTEE IDP Representative Committee various Planning Forum Municipal manager activities Directors & Managers of Commissions and Local Municipality comments on: External Stakeholders Inputs from Sub- that might be invited on committee/s, study an Ad-Hoc basis teams and consultants o Inputs from Provincial sectors departments and support provider
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o Processes, summarizes and document outputs Makes content recommendations Ensure quality assurance in the Preparation, facilitation and documentation of other IDP meetings IDP Act as an internal Executive Mayor Provide terms of Quarterly STEERING support system to the Members of the Mayoral reference for the COMMITTEE IDP Representative Committee various Planning Forum Municipal manager activities Directors & Managers of Commissions and Local Municipality comments on: External Stakeholders Inputs from Sub- that might be invited on committee/s, study an Ad-Hoc basis teams and consultants. Inputs from Provincial sectors departments and support provider Processes, summarizes and document outputs Makes content recommendations Ensure quality assurance and documentation of other IDP meetings
IDP Act as an internal Municipal Manager Responsible for Quarterly TECHNIAL support system to the Directors & Managers considering all COMMITTEE IDP Representative GSDM IDP Manager and work/documentation Forum Senior officials from that needs to be Provincial department & presented/approved National Dept. that by the IDP performing certain Representative function within the Forum; Municipality Responsible for considering all work/documentation that need to be presented and further researching on by the IDP Steering committee;
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To ensure the validity and technical correctness of the information presented to the other important IDP stakeholders/decision- makers; To ensure the integration of the IDP policies, objectives, strategies and projects into the daily functioning and planning of the Municipality; and To serve as a forum of inter-Spherical programme alignment at Technical level. IDP Act as an internal Municipal Manager Responsible for Quarterly TECHNIAL support system to the Directors & Managers considering all COMMITTEE IDP Representative GSDM IDP Manager and work/documentation Forum Senior officials from that needs to be Provincial department & presented/approved National Dept. that by the IDP performing certain Representative function within the Forum; Municipality Responsible for considering all work/documentation that need to be presented and further researching on by the IDP Steering committee; To ensure the validity and technical correctness of the information presented to the other important IDP stakeholders/decision- makers; To ensure the integration of the IDP policies, objectives, strategies and projects into the daily functioning and planning of the Municipality; and
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To serve as a forum of inter-Spherical programme alignment at Technical level.
2.3.5 SWOT ANALYSIS
The synopsis of key internal and external environment concerns confronting DPKISLM indicating the Strengths, weaknesses, opportunities and threats was conducted and reviewed during the Strategic Planning session held on the 6th-7th February 2020. The figure below demonstrates the outcomes of the process.
Figure 5: SWOT Analysis
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STRENGTHS WEAKNESSESS 1. Comparative advantage in agriculture 1. Non Functionality of some IGR Structures 2. IGR Structures in place 2. Weak financial systems 3. Compliance with Legislation 3. Road & Sanitation Infrastructure 4. Good water infrastructure 4. Ageing electricity infrastructure 5. Ability to service creditors 5. Limited land available for development 6. Job creation through internal 6. Financial capacity to fill vacant positions 7. Capable political and administrative 7. Low revenue base & collection leadership 8. Retention of scarce skills 9. Inadequate management systems(ICT)
OPPORTUNITIES THREATS 1. Geographical location 1. Coronavirus (COVID-19) Global Pandemic 2. Agricultural development 2. Unqualified Audit outcome 3. Tourism development 3. High unemployment rate 4. Mining opportunities 4. Illegal occupation of land 5. Job creation through EPWP and CWP 5. Climate Change / Natural disasters 6. Development of R23, R543 and N11 corridor 6. Damaged road infrastructure (Agri & Ecotourism) 7. HIV/AIDS 7. Weather and topography 8. Crime/ drug abuse 8. Attraction of investors 9. Teenage pregnancy 9. Training opportunities (External support for 10. Poverty capacity building) 11. Lack of skills/illiteracy rate 12. Low economic activities
CHAPTER THREE 4. SITUATIONAL ANALYSIS
The Dr Pixley Ka Isaka Seme Local Municipality is situated on the eastern border between Mpumalanga and Kwa - Zulu Natal (Newcastle Local Municipality). Furthermore, the municipal area is framed by the Mkhondo Municipality in the east, Msukaligwa Municipality to the north and Lekwa Municipality to the west and it falls DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 74 | P a g e under the Gert Sibande District. For the purposes of the Dr Pixley Ka Isaka Seme Integrated Development Plan the boundaries as proclaimed in terms of Section 21 (B) of the Local Government: Municipal Demarcation Act, 1998 (Act 27 of 1998) are used. The Figure below shows the Map of Dr. Pixley Ka Isaka Seme Local Municipality. MAP 1 - Locality Map
3.1 Municipal Administration Units and Wards The Dr Pixley Ka Isaka Seme Local Municipality comprises of 11 Wards as per the municipal demarcation and 4 Admin Units. The municipality has an area of approximately 5227, 98km² which includes the following major un- established urban areas or towns:
Table 13: Administration units and Wards
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No ADMINISTRATION UNIT WARDS
1. Volksrust 1;2;3;4
2. Wakkerstroom 5
3. Perdekop 6
4. Amersfoort 7;8
5. Daggakraal 9,10,11
Table 14: Towns/Townships that each Ward is located in:
No TOWNSHIP WARD
Vukuzakhe 1. Ward 1 - 3
Volksrust 2. Ward 4
Esizameleni 3. Ward 5
Wakkerstroom4. Ward 5
Perdekop 5. Ward 6
Siyazenzela 6. Ward 6
Ezamokuhle 7. Ward 7
Amersfoort 8. Ward 8
Daggakraal 9. Ward 9 - 11
Other residential areas include Daggakraal 1, 2 and 3 as well as Sinqobile A, B, C, and D. These two areas represent approximately 28% of the total registered voters in the Dr Pixley Ka Isaka Seme area of jurisdiction.
3.2 Summarized Ward Analysis
Table 15: Ward analysis
WARD 1
No Ward Analysis
1. This ward is located in the Vukuzakhe area it consist of a portion of Ext 1 (Ematshotshombeni and part of Sky village), Msholozi Park and Ext. 1 (E-Sobabili).
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2. The ward consists of 1 combined school (Qhubulwazi), a Social development office, Water plant and 1 Multi- purpose centre.
3. Informal settlement can be found, where there is a challenge of housing, water, sanitation and electricity.
4. New Community Health Centre constructed and operational
WARD 2
No Ward Analysis
1. This ward is located in Vukuzakhe area it consist of a portion of Ext 1 (Sky Village), Duduza, Sgodiphola and Kwesimhlophe.
2. There is 1 primary school, 1 Community (Vukuzakhe) hall and 1 soccer field. 3. Basic services such as running water, electricity and proper sanitation are available to all households.
WARD 3
No Ward Analysis
1. This ward is located in Vukuzakhe area consist of a part of Duduza, Phumula Mqhashi, Ext 2, New stand, Vukuzenzele, Spoornet area, Marikana and Georgia Gardens.
2. Basic services such as water, electricity and proper sanitation are available to households except to the newly formed informal settlement area (Marikana) that is currently having services below the RDP Standards.
3. Volksrust clinic that operates 5 days a week is located in this ward 4. There is 1 primary school, 2 community hall, Home affairs satellite office, municipal admin offices, Vukuzakhe cemetery & Waste Water Treatment Plant which servicing Vukuzakhe and Volksrust.
5. Police station and prison building is located in this ward as well as the Old cemetery and post office.
WARD 4
No Ward Analysis
1. This ward is situated in Volksrust town and surrounded with rural areas. 2. Basic services such as water, sanitation and electricity in the area of town are available. 3. There are 3 primary schools, 1 high school, 7 day care centres, 2 soccer fields, 1 golf course, 1 air field, 1 children’s home , 1 old age home, cemetery and a hospital.
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WARD 5
No Ward Analysis
1. The ward is allocated along the R543 in a town called Wakkerstroom, with has 2 x cemeteries (1 in the location and 1 in town), South African Post Office and South African Police station. The location is called Esizameleni
2. Basic services such as piped water, sanitation and electricity are available including electricity that provided by Eskom
3. A clinic that operates for 5 days a week that is the located in Wakkerstroom town and the other clinic in eSizameleni
4. The ward consists of 2 primary schools, 2 community halls and 1 combo court 5. This ward is the tourism hub of the municipality.
WARD 6
No Ward Analysis
1. This ward is located along R23. The ward comprises of Perdekop town, eSiyazenzela, rural areas such as: Streepfontein, Welgedacht, Holfontein, Mooimeisiesfontein, Koppie Alleen, Waterval, Schuilhoek, Rooidraai, Wolwespruit, Palmford and Elandspoort etc.
2. It consists of 2 primary schools, 2 High schools, 1 post office, 1 police station and Gert Sibande TVET College Agricultural Campus is located in this ward.
3. Perdekop clinic that operates 5 days a week and 2 sports fields that are in dire need for maintenance. 4. Cemetery
WARD 7
No Ward Analysis
1. This ward is located in Amersfoort and made up of Amersfoort town, a portion of eZamokuhle which is dominated by RDP houses with basic necessities such as water, sanitation and electricity. It also has informal settlement that needs services and farm areas like Schuilpruit farm, Enon, Goedehoop, Vyfhoek, Bloemfontein and Pholani Balimi CPA.
2. The ward consists of 2 primary schools and 2 clinics that operates 5 days a week, Amersfoort South African Police Station, municipal office and an agricultural hall.
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WARD 8
No Ward Analysis
1. The ward is in Amersfoort, comprises of the old portion of eZamokuhle location 2. Majuba power station falls under this ward as well as f 6 primary schools, a high school, 2 day care centres, a library and a community hall.
3. Cemetery
WARD 9
No Ward Analysis
1. Ward 9 is in Daggakraal which can be defined as rural area that is comprises of 1 multi-purpose centre and a CHC that opens 7 days a week.
2. This ward consists of 1 high school, 3 day care centres and a satellite office for DSD and a satellite police station for Daggakraal area.
WARD 10
No Ward Analysis
1. Ward 10 is in Daggakraal defined as a rural area it includes Kalkoenkrans, Abesuthwini, Vaalbank, Kaalbank, Bethamoya, Somershoek, Skurwepoort, Sterkfontein, Donkerhoek, Tweedehoek, Pampoen and Welgelegen.
2. It is considered to be the biggest ward in the municipality and has defined as more rural areas (farms). 3. The ward consists of 6 primary schools, a high school, an agriculture hall, a day care centre and 3 cemeteries for ward 9, 10 &11.
4. A Mobile clinic that services rural areas.
WARD 11
No Ward Analysis
1. Ward 11 is also in Daggakraal defined as rural area that comprises of Hlanganani Trust, Sinqobile C and Daggakraal No 3.
2. The ward consist of 2 primary schools, a high school, a Daggakraal clinic that operates day and night for 7 days a week, 2sports fields that needs maintenance, 2 cemeteries ( 1 at Hlanganani trust and 1 at Daggakraal No 3).
3.4 Demographic Profile and Density
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According to Stats SA (2016 Community Survey - CS), Dr Pixley ka Isaka Seme Local Municipality’s population increased from 83 235 in 2011 to 85 395 people in 2016 – 4th smallest population in the province and 7.5% of total population of Gert Sibande in 2016.
Population grew by 2 160 in the relevant period and recorded a population growth rate of 0.6% per annum between 2011 & 2016.
The population number for 2019 is estimated at 86 941 people and in 2030 is estimated at more or less 92 855 people given the historic population growth per annum.
The number of households in Dr Pixley ka Isaka Seme increased from 19 838 in 2011 to 22 546 households (2 708 households increase) in 2016 - represents 6.8% of the Gert Sibande household figure - household size declining from 4.2 to 3.8 in the same period.
Youth population (15-34 years) forms 35.9% of the total population. The share of the female population in 2016 according to the CS was 52.3% and males 47.7%.
The table below it indicates the population projection figure per municipal.
Table 16: 2019 Population Projections
Local Municipal Area Population Average annual Projected 2019 Projected 2030 population growth number number
2011 (Census) 2016 (CS) 2011-2016
Dr Pixley Ka Isaka Seme 83 235 85 395 0.6% 86 941 92 855
Source : StatSA Community Survey 2016 and Mpumalanga SERO 2018
Figure 6: Dr Pixley Ka Isaka Seme Population data and Projection Population projection 2019 • Projected population in Dr Pixley Ka Isaka Seme = 86 941 • 4th smallest population Community Survey • 1.9% of the total projected • Population figure = 85 395 population of 2019 • Population growth rate of 0.6% between 2011 & 2016 th • 4 smallest population in the province in 2016
2019
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Projected population 2030 • Projected population figure 92 855 • 1.7% of the MP Census 2011 population • Population figure 83 235
Source : Mpumalanga SERO 2018 3.5 SOCIO- ECONOMIC DEVELOPMENT 3.5.1 Dr Pixley Ka Isaka Seme Education indicators
Dr Pixley Ka Isaka Seme’s grade 12 pass rate improved from 68.1% in 2014 to 78.2% in 2018 – very good achievement. Its improved it ranking of the worst in the province in 2017 to the 6th lowest in 2018 – first time in many years that Pixley is not in the bottom 3 of Mpumalanga. The area achieved an admission rate to university/degree studies of 26.8% in 2018.
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The challenge; is to accommodate the educated young people in the area - inadequate economic opportunities. Provision of adequate educational, recreational infrastructure and skills development activities to meet the needs of the community.
The table below indicates Basic education data & performance per municipal area:
Table 17: Basic education data Local municipal area Grade 12 Pass Rate Trend Admission to B degree studies
2014 2017 2018 2017-2018 2018
Dr Pixley Ka Isaka Seme 68.1% 65.1% 78.2% 26.8%
Source : Mpumalanga SERO 2018
3.5.3 Health Indicators and Performance
Table 18: Health indicators and performance
Indicator Baseline – 2017/18 Trend 2014/15 2014/15 to 2017/18
st HIV 1 test positive (as proportion of 15-49 years 17.4% 7.9% population)
Total clients remain on ART 11 747 18 231
Infant PCR test positive around 10 weeks - 1.2 N/A
Immunisation coverage <1 year rate 65.1 92.2
Neonatal mortality in facility rate per 1 000 live births 3.7 11.3
Maternal mortality rate per 100 000 live births 104.7 250.1
Death in facility under 5 years 4.2 5.5
3.5.3 Unemployment in Dr Pixley Ka Isaka Seme
The unemployment rate of Dr Pixley ka Isaka Seme deteriorated slightly from 33.2% in 2014 to 33.7% in 2017. Dr Pixley Ka Isaka Seme’s unemployment rate was the 5th highest among all the municipal areas of Mpumalanga. Unemployment rate for females 38.6% and that of males 29.6%.
Youth unemployment rate according to the Census figures 45.1% - challenge with especially very high youth unemployment rate of females. The largest employing industries in Dr Pixley Ka Isaka Seme are trade, community services and finance – 60% of the total employment. DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 82 | P a g e
The municipality has its high reliance on trade (including tourism) and community services for employment. Concern about the high unemployed youth & especially females – relatively low level of education and inadequate skills impact negatively on their employability. Importance of quality and relevant education and training in line with the economic needs of the province – important role of the University of Mpumalanga & TVETs , and the increase in employment between 2014 and 2017 low at more or less 300 jobs per annum. The table below indicate the unemployment per municipal area:
Table 18: Unemployment analysis
Local Municipal Unemployment Unemployment Trend Share of Area rate 2014 rate 2017 Mpumalanga’s unemployment
Dr Pixley Ka Isaka 33.2% 33.7% 1.7% Seme
Source : Mpumalanga SERO 2019
3.5.3 Employment per municipal area
Table 19: Employment per municipal area
Local Municipal Number of Number of Trend Share of Mpumalanga’s Area emploed employed 2017 employed 2014
Dr Pixley Ka Isaka 15 241 16 172 1.4% Seme
Source : Mpumalanga SERO 2018
3.5.4 Employment by industry – Dr Pixley Ka Isaka Seme
Figure 7: Employment by industry
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2014 2017 Private Agriculture Private Agriculture household 6,3% 6,5% households Mining s 7.3% Mining 3,4% 6,9% 3,0% Manufacturing 6.5% Community Community services Manufacturing services 6,2% 21,8% 22,6% Utilities 0,7% Utilities 0,6% Construction 9,4% Construction 9,8%
Finance… Finance…
Trade… Trade 23,4%
Transport Transpo… 6,1%
Source : Mpumalanga SERO 2018
3.5.4 Human Development Index – Dr Pixley Ka Isaka Seme
Local Municipal Area Trend
2014 2017
Dr Pixley Ka Isaka Seme 0.54 0.57
Source : Mpumalanga SERO 2018
3.5.5 Share of households without piped water, 2016
Figure 8: Households without piped water
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25% 22,1% 20% 15% 9,8% 10%
5% 1,6% % of households of % 0%
Source : Mpumalanga SERO 2017
3.5.6 Number and shares in toilet backlogs
Table 20: Toilet backlogs Local Municipal Area Number of households without toilets Share of total households
2011 2016 2011 2016
Dr Pixley Ka Isaka Seme 907 958 4.6% 4.2%
Source : Mpumalanga SERO 2017
3.5.7 Numbers and shares – flush/chemical toilets backlog
Table 21: Flush/chemical toilets backlog Local Municipal area Number of households without Share of total households flush/chemical toilets
2011 2016 2011 2016
Dr Pixley Ka Isaka Seme 6 789 7 443 34.2% 33.0%
Source : Mpumalanga SERO 2017
3.5.8 Share of households without flush/chemical toilets, 2016
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90% 88,7% 80% 70% 60% 50% 40% 33,0% 30%
% of households of % 20% 10% 5,3% 0%
Figure 10: Households without flush/chemical toilets Source : Mpumalanga SERO 2017
3.5.9 No electricity numbers and shares
Table 22: Electricity backlog
Local Municipal area Number of households not connected* Share of total households
2011 2016 2011 2016
Dr Pixley Ka Isaka Seme 2 877 2 561 14.5% 11.4%
Source : Mpumalanga SERO 2017
3.5.10 Share of households without electricity connections, 2016
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30% 27,1% 25%
20%
15% 11,4%
10% % of households of % 5% 1,5% 0%
Figure 10: IDP Households without electricity connections Source : Mpumalanga SERO 2017
3.5.11 Number of domestic and non-domestic consumer units in Pixley Ka Isaka Seme, 2017
The information is sourced from the Non-financial Census data for Municipalities in 2017 from StatsSA: • Number of consumer units (domestic and non-domestic units) receiving selected services in water, 22 065 units. • Number of consumer units (domestic and non-domestic units) receiving selected services in electricity, 18 815 units. • Number of consumer units (domestic and non-domestic units) receiving selected services in sewerage and sanitation, 21 863 units. • Number of consumer units (domestic and non-domestic units) receiving selected services in solid waste management, 14 943 units.
3.5.11.1 Number of consumer units – water supply delivery point 2017
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2017 Non-domestic consumer units Less than 200m 5,6% from yard 13,0%
Inside the…
Figure 11: Number of consumer units with water delivery point Source : Mpumalanga SERO 2017
3.5.12 Consumer units connected to different toilet facilities, 2017
VIP … 2017 Flush toilet Ot… to sceptic tank 2,2% Non …
Flush…
Figure 12: Consumer units connected to different toilet facilities Source : Mpumalanga SERO 2017
3.5.13 Number and share of indigent households, 2017
Table 23: Indigent households
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Local Municipal Area Number of Indigent households Share of Indigent households
Dr Pixley Ka Isaka Seme 1 718 1.6%
Source : Mpumalanga SERO 2017
3.5.14 Submission and monitoring of plans, 2017
Table 24: Monitoring of plans
Local Municipal Area IDP WSDP Monitor Water Monitor Funding HIV/AIDS quality effluent agreement Policy submitted submitted discharges Eskom
Gert Sibande
Dr Pixley Ka Isaka Seme
Lekwa
Source : Mpumalanga SERO 2017
3.5.15 Budget as a tool for growth and development – the danger of under spending by Municipalities
Figure 13: Danger of underspending Source : Mpumalanga SERO 2017
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3.5.16 CAPEX - Under/(Over) – National Treasury (NT) figures
Table 25: CAPEX figures Local Municipal Area 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019
Dr Pixley Ka Isaka Seme 17.9% 22.7% 5.1% 12.9% 18.02% 23.88%
3.5.17 Conditional grant expenditure - Under/ (Over) – NT figures
Table 26: Conditional grant under/over expenditure
Local Municipal Area 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019
Dr Pixley Ka Isaka Seme (9.0%) (9.0%) 27.1% 16.7% 14.63% 18.98%
3.5.18 Dr Pixley Ka Isaka Seme Local Municipality Economy
• The economic growth rate for Dr Pixley Ka Isaka Seme was 2.5% per annum on average over the period 1996 to 2017. • Forecasted average annual GDP growth for Dr Pixley Ka Isaka Seme for 2017-2022 more or less 1.3% per annum in line with national and provincial growth expectations. • Contribution to the Mpumalanga economy more or less 0.9% – second smallest economy in the province. Contribution to the district economy 3.3%. • In 2017, trade, finance and community services were the largest industries in the Dr Pixley Ka Isaka Seme economy. • The size of the economy in 2017 was estimated at almost R3.4 billion in current prices. • Tourism expenditure in the area as a % of the local GDP at 8.1%, which is the 8th highest in the Province and indicating the importance of tourism in the area – tourism spending more than R276 million in 2017.
3.5.19 Economic contribution & growth – Dr Pixley Ka Isaka Seme Local Municipality
Table 27: Economic contribution & growth % contribution to Average annual Average annual Average annual Local Municipal Area Mpumalanga economic economic growth economic economy growth 2014-2017 growth 2017 1996-2017 2017-2022
Dr Pixley Ka Isaka Seme 0.9% 2.5% 0.2% 1.3%
3.5.19.1 Contribution to the provincial economy per municipal area, 2017
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City of Mbombela Emalahleni Steve Tshwete Govan Mbeki Msukaligwa Bushbuckridge Thaba Chweu Nkomazi Lekwa Mkhondo Chief Albert Luthuli Victor Khanye Thembisile Hani Dr JS Moroka Emakhazeni Dr Pixley Ka Isaka Seme 0,9% Dipaleseng 0% 5% 10% 15% 20% 25% % contribution to GVA Source : Mpumalanga SERO 2018
Figure 14: Contribution to provincial economy
3.5.20 Contribution by industry in Dr Pixley Ka Isaka Seme
2014 Communit 2017 Communit y services y services Agriculture 9,1% 20,7% Agriculture 20,3% 10,2% Mining… Mining…
Finance… Manufactu ring 5,6% Finance… Manufact uring…
Utilities… Transport Utilities… Transport 8,6% 8,5% Constructi on 9,2% Constructi Trade Trade on 9,1% 17,8% 17,9%
Figure 15: Contribution by industry Source : Mpumalanga SERO 2017
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3.5.21 Contribution to the District per industry & region
Industry Chief Msuka- Mkhondo Dr Pixley Ka Lekwa Dipaleseng Govan Gert Albert ligwa Isaka Seme Mbeki Sibande Luthuli District
Agriculture 16.2% 19.9% 25.1% 7.2% 14.8% 6.6% 10.1% 100.0%
Mining 8.1% 11.8% 4.5% 0.7% 11.1% 0.6% 63.3% 100.0%
Manufacturing 1.7% 4.2% 6.3% 1.0% 6.4% 1.2% 79.3% 100.0%
Utilities 9.1% 13.3% 10.8% 7.8% 16.6% 5.6% 36.8% 100.0%
Construction 9.2% 15.4% 10.9% 11.2% 10.3% 3.6% 39.4% 100.0%
Trade 9.3% 21.2% 14.9% 4.5% 11.6% 4.7% 33.9% 100.0%
Transport 10.5% 28.5% 13.7% 4.7% 10.2% 3.2% 29.2% 100.0%
Finance 7.3% 23.7% 11.4% 4.3% 12.4% 2.7% 38.1% 100.0%
Community 17.5% 20.9% 12.0% 5.0% 11.3% 3.4% 29.9% 100.0% services
Total 8.8% 15.5% 9.9% 3.3% 10.8% 2.6% 49.0% 100.0%
Source : Mpumalanga SERO 2018
3.5.22 Tourism by local municipal areas Local Municipal Area Total tourism spend (R-million) Tourism spend as % of GDP (current prices)
2014 2017 2014 2017
Gert Sibande 3 151 3 600 3.9% 3.7%
Dr Pixley Ka Isaka Seme 225 276 7.7% 8.1%
Source : Mpumalanga SERO 2018
3.5.23 Dr Pixley Ka Isaka Seme – relevant economic plans & opportunities
• Opportunities in industries such as agriculture, agro-processing and tourism. • Dr Pixley Ka Isaka Seme should be more on the radar screen of the economic interventions of Government. • Support to SMMEs and Cooperatives where the Social Enterprise Model/Programme and Government Nutrition Programme will contribute to job creation and economic development. • Rejuvenation of township businesses with initiatives to transform townships and villages from labour and consumption reserves into thriving productive investment hub
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Dr. Pixley Ka Isaka Seme Red and Green Flag
1. Some improvement in basic service 1. Low economic growth and limited revenue delivery the last couple of years base in the area 2. Potential in developing key industries such 2. Very low population growth rate – tourism, agriculture & agro- processing destination of choice? 3. Very good improvement in 2018 with the 3. High unemployment & poverty rate grade 12 pass rate 4. High water, flush/chemical toilet and 4. Good administration electricity backlogs 5. Sound LED foundation in terms of Forum 5. LT & strategic planning and SDF challenges and strategy 6. Inadequate youth development strategies to
respond to the high youth unemployment Figure 16: Green flag and Red flag
Source : Mpumalanga SERO 2018
3.24 Environmental (Strategic) 3.24.1 Blue Drop Performance (Water Services)
The Blue Drop status of the Municipality is ranking 12th out of 18 Municipalities within the Province as at 2014. The ranking of the Municipality falls under the category of “very poor performance or status” with regards to the Water Services Performance. The re-introduction of the assessment will provide an updated version of the performance. Table 27: Blue Drop Performance Local municipal area 2012 2014 Trend
(ranked from best to worst) 2012-2014
Dr Pixley Ka Isaka Seme 41% 43.4%
Source: Community Survey 2016
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3.22.2 Green Drop Performance (Waste Water Services)
The Green Drop Performance of the Municipality is ranked 16th out of 18 Municipalities within the Province. The performance of the Municipality has deteriorated from ranking 10th in 2013 to ranking 16th in 2014. The ranking of the Municipality falls under the “critical risk” category in terms of its performance in the waste water services. The re-introduction of the assessment will provide an updated version of the performance. Local Municipal Area (Ranked From Best To Green Drop Green Drop Trend Worst) Risk Rating Risk Rating 2013-2014 2013 2014
Dr Pixley Ka Isaka Seme 88.2% 99.0%
Source: Community Survey 2016
CHAPTER FOUR INSTITUTIONAL PRIORITIES & DEVELOPMENT NEEDS
4.1 INTRODUCTION
In terms of Section 25 of the Municipal Systems Act, 32 of 2000 requires that “each municipal council must, within a prescribed period after the start of its elected term, adopt a single, inclusive and strategic plan
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for the development of the municipality”, commonly known as the IDP (Integrated Development Plan) The IDP must guide and inform all planning, development, budgeting decisions of the municipality. Section 26 (a) of the Municipal Systems Act, 32 of 2000 also requires that the IDP must reflect the municipal council’s vision for the long term development of the municipality. This chapter outlines the vision, mission, development objectives and priorities of Dr Pixley Ka Isaka Seme Local Municipality.
4.2 VISION
A Vision Statement defines what the Municipality will do and why it will exist tomorrow and it has defined goals to be accomplished by a set date. A Vision Statement takes into account the current status of the organization, and serves to point the direction of where the organization wishes to go. The vision of Dr. Pixley Ka Isaka Seme Local Municipality is:
“A credible, customer friendly and well developed Municipality” 4.3 MISSION
A Mission Statement captures the uniqueness of our Municipality and guides the quality and service that Dr. Pixley Ka Isaka Seme Local Municipality will deliver.
The Mission of Dr. Pixley Ka Isaka Seme Local Municipality is: “To deliver quality services, in accordance with our Integrated Development Plan. This will be achieved through community participation, skilled and motivated staff, rapid economic development and a tourism friendly environment”.
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4.4 Core Values
Core values are the fundamental beliefs of a person or organization. The core values are the guiding principles that dictate behaviour and action. Core values can help people to know what is right from wrong; they can help companies to determine if they are on the right path and fulfilling their business goals; and they create an unwavering and unchanging guide. Figure 17: Core values
The Core Values of Dr. Pixley Ka Isaka Seme Local Municipality are as follows:
Caring and Customer Friendly
Honesty and Intergrity
Transparency
Accountable
Responsiveness
4.5 Development Priorities
In the beginning of the term Council approved the following development priorities for the 5 year term: No Development Priorities
1. Enhancement of Local Economic Development
2. Improvement of Revenue collection
3. Eradication of backlogs - Water ,Sanitation& Electricity
4. Land for Human Settlements
5. Waste Management
6. Maintenance of Infrastructure
7. Improvement of the Road Infrastructure
8. Education
9. Health
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4.6 Strategic Goals
Council has identified the following strategic goals for the current 5 year political term. These goals are aligned to the priorities identified by Council in the beginning of their term of office.
No Strategic Goals 1. Promote good governance, organizational development and sound financial management 2. Reduction of unemployment by 3% 3. Increase revenue collection rate by 36% 4. Reduction of Basic service delivery backlog by 5% 5. Acquire land for socio economic development 6. Improve Waste Management(Refuse removal) by 5%
4.7 Strategic Objectives In order to achieve the identified priorities for Dr. Pixley Ka Isaka Seme Local Municipality, the following development objectives have been identified: No Strategic Objectives
1. To provide access to Basic Service Delivery to the community.
2. To provide effective, efficient and transformed Human Resource.
3. To create & promote a conducive environment for socio- economic development.
4. To provide sound Financial Management & compliance with legislation.
5. To deepen democracy through public participation and promote good governance.
6. To ensure integrated rural and urban planning.
4.8 Key Performance Areas:
The Council of Dr. Pixley Ka Isaka Seme Local Municipality approved 6 Key Performance Areas as: No Key Performance Areas
1. Municipal Transformation and Organizational Development
2. Basic Service Delivery and Infrastructure Development
3. Local Economic Development
4. Municipal Financial Viability and Management
5. Good Governance and Public Participation
6. Spatial Planning
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KPA 1: MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT
1.1 Municipal Powers and Functions
The Constitution states in section 156(1) that a municipality has executive authority in respect of, and has the right to administer the local government matters listed in Part B of Schedule 4 and Part B of Schedule 5. The Powers and Functions of municipalities should be exercised in a manner that has a maximum impact on the social development of communities and on the growth of the local economy. In addition to providing traditional services such as water provision and refuse collection, municipalities have a new expanded role to play. They must also lead, manage and plan for development within their respective jurisdictions. The lack of certainty with regard to the ‘Powers and Functions’ between the District and Local Municipalities is one of the fundamental challenges impeding effective Municipal Planning, whilst brewing unnecessary conflicts among the Spheres of Government at the same time. Due to capacity constraints, the municipality has received assistance tool for several functions, which is similar to those of the other LMs where most functions are shared. Schedule 4 of the Constitution outlines the competencies of National and Provincial government as outlined below: No COMPETENCIES 1. Administration of indigenous forests 2. Agriculture 3. Airports other than international and national airports 4. Animal control and diseases 5. Casinos, racing, gambling and wagering, excluding lotteries and sports pools 6. Consumer protection 7. Cultural matters 8. Disaster management 9. Education at all levels, excluding tertiary education 10. Environment 11. Health services 12. Housing 13. Indigenous law and customary law, subject to Chapter 12 of the Constitution 14. Industrial promotion 15. Language policy and the regulation of official languages to the extent that the provisions of section 6 of the Constitution expressly confer upon the provincial legislatures legislative competence 16. Media services directly controlled or provided by the provincial government, subject to section 192 17. Nature conservation, excluding national parks, national botanical gardens and marine resources 18. Police to the extent that the provisions of Chapter 11 of the Constitution confer upon the provincial legislatures legislative competence 19. Pollution control 20. Population development 21. Property Transfer Fees
Table 27 below demonstrates the Powers, Duties and Functions allocated to Dr. Pixley Ka Isaka Seme Local Municipality and the ones allocated to the Gert Sibande District Municipality (GSDM).
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Table 27: Powers, Duties and Functions No Constitutional Mandate, Powers and Functions GSDM Dr. PIXLEY KA ISAKA SEME 1. Water & Sanitation in terms of Section 84(3) 1(b) & 1(d) of the MSA 2. LED in terms of Schedule 4 & 5 part (b) of the constitution & Chapter 7 (153) 3. MHS in terms of Section 84(1) (i) of the MSA Х 4. Municipal Airports in terms of section 84(i) (j) schedule 4 part (b) Х 5. Fire Fighting in terms of Section 84(i) (j) schedule 4 part (b) 6. Disaster Management in terms of section 25,42 & 53 of the DMA 57 of 2002 7. The Constitution of Republic of SA Act of 1996 in terms schedule 4& 5 part (b) of the constitution 8. Electricity in terms of section 84(1) (c) except planning of the MSA 9. Waste Management in terms of schedule 4 & part (b) of the constitution 10. Housing in terms of providing land and bulk services 11. FBS – targeted indigent register available Х 12. Greening programme in terms of Schedule 4 & part (b) of the Constitution Environmental promotion 13. Municipal Planning in terms of MSA Section 84 (1) (a) 14. Municipal Roads in terms of Schedule 4 & part (b) of the Constitution MSA S84(1) 15. Child Care Facilities in terms of Schedule 5 & part (b) of the Constitution 16. Control of undertaking to sell liquor to the public in terms of Schedule 5 & part (b) of the Constitution 17. Facilities for accommodation, care/ burial of animals in terms of Schedule 5 & part (b) of the Constitution 18. Markets in terms of MSA S84(1)(k) 19. Municipal Abattoirs in terms of Schedule 5 & part (b) of the Constitution MSA S84(1)(k) 20. Promotion of Tourism In terms of Schedule 4 & part (b) of the MSA S84(1)(k) Constitution[ planning] 21. Local Amenities / Sports facilities / Parks & Recreation in terms of х Schedule 5 & part (b) of the constitution 22. Billboards in terms of Schedule 5 & part (b) of the constitution х 23. Public Places in terms of Schedule 5 & part (b) of the Constitution
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The following Key Issues pertaining to Powers & Functions have been identified: No Key Focus Areas 1. Need to continually engage within the Inter-Governmental Relation Framework and mechanisms in improving the manner in which we perform our functions. 2. Need to continually improve the design of the current staffing structures, so as to ensure that all the employees match and are able to perform all the assigned functions. 3. Enhance the Municipal Monitoring and Evaluation processes.
1.2 Institutional Leadership
The Dr Pixley Ka Isaka Seme Local Municipality comprises of both Political and Administrative components with the Office of the Executive Mayor, three Mayoral Committee Members, the Office of the Speaker and the Office of the Municipal Manager. The structure of the municipality is supported by five administrative Departments being the Municipal Manager Department, Department Corporate Services, Department Infrastructure Services, Department Community Services and the Department of Finance. The Mayoral Committee or Political Committee of Dr. Pixley Ka Isaka Seme Local Municipality comprises of the following: NO Council Composition 1. The Executive Mayor (Head of the Executive) 2. The Speaker 3. The Chief Whip 4. MMC: Corporate Services & Community Services 5. MMC: Infrastructure Services & Planning The below tables provide details of Committees established in terms of Section 79 of the Municipal Structures Ac 1998 (Act 117 of 1998) to enhance performance of Council
1.2.1 MUNICIPAL PUBLIC ACCOUNTS COMMITTEE (MPAC)
NO NAME AND SURNAME DESIGNATION 1 Cllr.T.P Dakile MPAC Chairperson 2 Cllr. L De Jager MPAC Member 3 Cllr. F.E Mahlaba MPAC Member 4 Cllr. T.E Manana MPAC Member 5 Cllr. S.N Nxumalo MPAC Member 6 Cllr. BG Mavuso MPAC Member 7 Cllr. BS Mavuso MPAC Member 8 Cllr.X.I Simelane MPAC Member 9 Cllr.O.T Shabangu MPAC Member
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1.2.2 LOCAL GOVERNMENT NAMING COMMITTEE (LGNC) NO NAME DESIGNATION 1 Cllr.B.J Mhlanga Committee Chairperson 2 Cllr.F.E Mahlaba LGNC Member 3 Cllr.V Vilakazi LGNC Member 4 Cllr.S.N Nxumalo LGNC Member
1.2.3 POLICIES AND BY-LAWS COMMITTEE NO NAME DESIGNATION 1 Cllr.B.G Mavuso Committee Chairperson 2 Cllr.N.P Moloi Policies and By-Laws Member
3 Cllr.M Dlangamandla Policies and By-Laws Member
4 Cllr.L De Jager Policies and By-Laws Member
Figure 18 – Political Governance Structure
The Figure below demonstrates the Political Management of Dr Pixley Ka Isaka Seme Local Municipality
Council
Office of the Executive Office of the Speaker Office of the Whip Mayor
Mayoral Committee
Portfolio Committee : Infrastruture Services and Planning
Portfolio Committee : Corporate and Community Services
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1.2.4 ROLE OF COUNCIL COMMITTEES
The role and responsibilities of council committees aforementioned are outlined as follows
COMMITTEE RESPONSIBILITY CORPORATE AND COMMUNITY - Oversight on corporate and community services in the PORTFOLIO COMMITTEE municipality - Accountable and Reports to Council - Constituted by three (3) Councillors with the Chairperson being a Member of the Mayoral Committee - Hold monthly meetings INFRASTRUCTURE AND - Oversight on infrastructure, engineering and planning in ENGINEERING SERVICES the municipality PORTFOLIO COMMITTEE - Accountable and Reports to Council - Constituted by three (3) Councillors with the Chairperson being a Member of the Mayoral Committee - Hold meetings BUDGET AND TREASURY - Oversight on finance and municipal Manager’s PORTFOLIO COMMITTEE Department in the municipality - Accountable and Reports to Council - Constituted by three (3) Councillors with the Chairperson being a Member of the Mayoral Committee - Hold meetings
1.2.5 Municipal Delegation
- The delegation system of the municipality is in a form of the register, which clearly indicates the role and responsibility of the political structure, political office bearer, and Councillor or staff member. - Council meetings are taking place through the Delegation Register and delegated powers are implemented by those given powers when decisions are taken. - The administration of the municipality perform roles and responsibilities within the delegated functions and responsibilities.
1.2.6 Executive Administration Structure
The Figure below demonstrates the Administrative Management of Dr. Pixley Ka Isaka Seme Local Municipality
Administration Arrangements
There is a significant relationship between an IDP and the institutional arrangement. The municipality cannot implement its IDP effectively without proper organizational structure. As a result, the municipality has noted the organizational structure on 31 May 2018, with Resolution number A43/2020. Figure 20 below indicates the departments that the municipality is made up of and gives a brief summary of the duties that each department is responsible for.
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Figure 19 COUNCIL
OFFICE OF THE OFFICE OF THE SPEAKER OFFICE OF THE WHIP EXECUTIVE MAYOR DIRECTORATE: MUNICIPAL MANAGER
1 X Manager: Public Participation
1 X Manager: Office of Executive Vacant & Contract Mayor Vacant & Contract
1 x Researcher 1 x Secretary 1 X Secretary of Chief Funded,Vacant & Office of the Speaker Whip Contract 1 X HIV/Aids Contract Contract 1 X Secretary of the Coordinator Executive Mayor Contract P/L 6
1 X Youth Clerk 5 X Youth Liaison Champions P/LP/L 15 8 Contract
DIRECTORATE : MUNICIPAL MANAGER
1 X Municipal Manager Contract
1 X Director Infrastructure Services 1 X Director Community Vacant & Funded ) Services 1 X Director Corporate 1 X Director Budget & Services Treasury (CFO) Contract Contract Contract Contract
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DIRECTORATE MUNICIPAL MANAGER
MUNICIPAL MANAGER See page 2
NEW 1 X Manager Office of 1 X Manager 1 X Manager Internal 1x Manager IDP/LED 1 X Manager PMS 1 X Chief Risk Officer the Municipal Manager Communications Audit P/L 3 P/L 3 P/L 3 P/L 3 P/L 3 P/L 3 Vacant
NEW NEW 1 X Officer 1 X Officer P/L 5 P/L 5 Vacant Vacant
1 x Secretary of the 1 X IDP Coordinator Municipal Manager 1 x LED Coordinator P/L 6 P/L 6 P/L 6
DIRECTORATE : INFRASTRUCTURE SERVICES
DIRECTOR INFRASTRUCTURE SERVICES
Manager: Public Manager: Project Manager: Water and Manager: Elctrical and Roads and Management Unit Sanitation Workshop Stormwater
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DIRECTORATE COMMUNITY SERVICES
DIRECTOR COMMUNITY SERVICES
Manager: Public Manager:Special Manager: Safety Programmes Community Facilities
DIRCTORATE : BUDGET & TREASURY
CHIEF FINANCIAL OFFICER
Manager :Supply Manager: Manager:Expe Manager:Budg Chain Revenue nditure et and Assets
DIRECTORATE : CORPORATE SERVICES
Director Corporate Services
Manager : Legal Manager: Human & Administration Resources S Section
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TABLE 28 - LIST OF MUNICIPAL COUNCILLORS
No Surname Name Designation Ward POLITICAL PARTY 1. Dlangamandla Mvahele Amos Ward Councillor Ward 11 ANC
2. Dakile Tshuba Paulina PR Councillor PR ANC
3. De Jager Lodewyk PR Councillor PR DA
4. Hlakutse Teboho Victor Ward Councillor Ward 3 ANC
5. Mahlaba Fakazi Ernest PR Councillor PR IFP
6. Malatsi Phalaborwa Vincent Executive Mayor PR ANC
7. Maseko Phumzile Joyce PR Councillor PR ANC
8. Manana Thulani Emmanuel PR Councillor PR EFF
9. Mavuso Busisiwe Goodness Ward Councillor Ward 2 ANC
10. Mavuso Bongani Solomon Ward Councillor Ward 5 ANC
11. Mazibuko Thokozani Alfred Ward Councillor Ward 1 INDEPENDENT
12. Mhlanga Bheki Jachonia Ward Councillor Ward 9 ANC
13. Mkhwanazi Iris Lamlile PR Councillor PR ANC
14. Moloi Napo Leslie Ward Councillor Ward 6 ANC Peaceman
15. Ngwenya Gugulethu Oscar PR Councillor PR ANC
16. Nkomo Lucky Mpumelelo Ward Councillor Ward 4 ANC
17. Nkambule Gcwala Roseline PR Councillor PR DA
18. Nxumalo Selina Nomhlindelo PR Councillor PR ANC
19. Shabangu Obed Thulani Ward Councillor Ward 7 ANC
20. Simelane Xolani Israel Ward Councillor Ward 10 ANC
21. Vilakazi Vusumuzi Ward Councillor Ward 8 ANC
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1.2.6 Status of positions in the Organizational Structure
The Municipality has filled most of the vacancies with regards to the approved Organogram. The Table below gives a reflection of the status quo of the positions in the Organizational Structure.
Table 29: Status of positions in the Organizational Structure ITEM STATUS QUO Status of Organogram (Approval date) 28 February 2020 Total No of Posts 379 No. of Filled funded Post 270 No. of Vacant funded Post 104 Vacancy Rate (%) 33.4% No. of Males 193 No. of Females 81 No. of people living with disability 0 No. of officials employed under the age of 35 150
The table below depicts the functions of the administrative departments within the municipality:
Table 30 – Departmental Functions Office of the Municipal Manager Internal Auditing Risk Management Transversal issues Communications Performance Management Integrated Development Planning & Local Economic Development
Department: Budget & Treasury Department Community Services Financial Management Traffic & Protection Services Income and Expenditure Fire, Rescue & Disaster Management Budget and control Licensing Administration (Motor Vehicles) Financial statements and reports Fleet Management Credit control Libraries Accounting record Community Halls Insurance portfolio Parks & Recreation Loans, investments & cash flow Maintenance parks & sport facilities Supply Chain Management Unit Swimming pools Waste disposal sites By law Enforcement Building Maintenance Cemeteries
Department Corporate Services Department Infrastructure Services and Planning Secretarial Services Electricity section Legal matters Administration Records Electrical Maintenance Compilation: Agenda & Minutes Civil section By-laws and Municipal legislation Water & Sanitation Administration Roads &Storm water Agreements / Contracts Administration/ General Correspondence Building Control DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 107 | P a g e
Human Resources MIG/PMU Unit Labour Relations Mechanical section – Workshop Occupational Health and Safety
Planning & Development Town Planning Human Settlements GIS Building Inspection
1.2.7 Administration, Human Resources & Skills Development
Skills Development is one of the key issues that are critical here. The economy continues to experience a shortage of certain skills in each of the key sectors of the economy. The skills required to drive the economy are critical and scarce. In order to address short to medium measures are to address structural imbalances in the labour market. The Municipality is still in great need of an institution of higher learning. Employee and Councillor Skills development is also important as service delivery needs efficient and effective workforce and political leadership. The mode of capacity building for staff is lifelong learning, multi-skilling and retraining to ensure capacitating employees on new development in the fields of work. 1.2.7.1 LEGAL SERVICES Key amongst the tasks that will be covered by this service includes, but not limited to the following: No Tasks 1. Development and standardization of employment contracts 2. Management of contracts 3. Service level agreements between Dr Pixley Ka Isaka Seme Local Municipality and service providers 4. By-Laws development process Dr Pixley Ka Isaka Seme Local Municipality has a staff compliment of 274 persons, some of which are employed on fixed term contracts, whilst others are permanently employed. Irrespective of the duration of the employment all the employees are expected to sign an employment contract which clearly stipulates the terms and conditions of their employment. It is against this backdrop that the standardisation of employment contracts within the Municipality remains a key task that must be continuously undertaken as a strategic tenant to enhance good governance.
Furthermore, Dr Pixley Ka Isaka Seme Local Municipality is having a large number of service providers serving as implementing agents of its work within its jurisdictional area, majority of which enter either into contracts or service level agreements. Accordingly, the management of all these contracts and agreements must be done in an efficient manner to enhance optimal implementation of the work of Council with minimal legal implementations that might affect Council negatively.
TOTAL NUMBER OF FILLED POSITIONS VACANT POSITIONS VACANT POSITIONS POSITIONS INCLUDING NEW BUDGETED IN 2020/21 POSITIONS
379 270 109 Vacant and unfunded 100 Vacant and funded (details indicated in the below Table 31)
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1.2.7.2 List of Vacant Positions as per 2020/2021 Organogram as at the 30th July 2020
Table 31 Number of Funded or Not Position Vacant Term DEPARTMENT Funded Positions Director Infrastructure Services 1 Fixed term Funded MM Chie Financial Officer 1 Fixed term Funded MM Manager: Office of Executive Mayor 1 Fixed term Funded MM Manager: Public Participation 1 Fixed term Funded MM Researcher 1 Fixed term Funded MM Manager: PMS 1 Permanent Funded MM Officer: PMS 1 Permanent Funded MM Officer: Internal Audit 1 Permanent Funded MM Manager: Town Planner 1 Permanent Funded Infra Services Unit Supervisor: W/S 1 Permanent Funded Infra Services Plumber: W/S 1 Permanent Funded Infra Services W & S Truck Driver 1 Permanent Funded Infra Services WWTW Process Controller 1 Permanent Funded Infra Services WTW Process Controller 1 Permanent Funded Infra Services General Assistant: W&S x 18 18 Permanent Funded Infra Services Manager: Electrical & Workshop 1 Permanent Funded Infra Services Drivers : Public Works, Roads & Stormwater 7 Permanent Funded Infra Services Plant Operators: (Volksrust & Amersfoort 2 Permanent Funded Infra Services General Assistant: Public Works x 16 16 Permanent Funded Infra Services Manager PMU 1 Fixed term Funded Infra Services PMU Technician 1 Fixed term Funded Infra Services Fleet Officer 1 Permanent Funded Community Traffic Officer 1 Permanent Funded Community Superintendent Licensing 1 Permanent Funded Community Licensing Clerk 1 Permanent Funded Community Road Marker 1 Permanent Funded Community Data Capturer: EPWP 1 Permanent Funded Community Library Assistant 1 Permanent Funded Community Manager: Community Facilities 1 Permanent Funded Community Environmental Officer 1 Permanent Funded Community Landfill Site Operator 1 Permanent Funded Community Refuse Collectors x6 6 Permanent Funded Community Street Sweepers x6 6 Permanent Funded Community Landfill Site Marshal 1 Permanent Funded Community General Assistant: Building X3 3 Permanent Funded Community Driver: Recreation, Parks & Cemeteries 1 Permanent Funded Community
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Driver: Waste Management 1 Permanent Funded Community General Assistant: RPC 1 Permanent Funded Community Caretaker 1 Permanent Funded Community Cleaners X6 6 Permanent Funded Community Cashier 1 Permanent Funded Budget & Treasury Supervisor: Meter Readers 1 Permanent Funded Budget & Treasury System Administrator 1 Permanent Funded Budget & Treasury Council Secretariat Support 1 Permanent Funded Corporate TOTAL 100
The enactment of the Spatial Land Use Management Act 16 of 2013 (SPLUMA) require implementation by a focal technical and administration personnel. Currently the municipality has only one Town Planner. The municipality also request support and assistance of Gert Sibande District Municipality to assist with Town Planning functions due to lack of the necessary financial and human resource staff. It is considered that support and assistance is required for the municipality to appoint a Town and Regional Planner, GIS Official, Administration Officer in the Land-Use/Town Planning Unit. There are only two (2) Law Enforcement Officers in the municipality and the number should be increased to intensify enforcement services within the municipal area. The existing Law Enforcers also require necessary trade tools and vehicles in order to carry responsibilities in an effective manner. The District Municipality and Provincial Government should also assist with operational and capital resources in order to strengthen the law enforcement unit. The Local Labour Forum will be responsible to consider the reviewal of the organogram to make provision of positions responsive to the implementation of the activities as required by SPLUMA 1.2.7.3 Training and Development
Skills Development
The municipal Workplace Skills Plan (WSP) for 2020/21 has been prepared and also submitted to Local Government SETA (LGSETA) within the set timelines. The WSP provide details of trainings for governance structure (Council Members) and employees in the municipality for the period.
Training Report and Planned Training and Budget Estimates
The municipal Annual Training Report (ATR) for the 2019/20 has been prepared and also submitted to Local Government SETA (LGSETA) within the set timelines. The ATR indicate trainings undertaken by various employees of the municipality in the last financial year. The trainings are funded by allocations made through the Skills Development legislations and other sources which in the current financial year is estimated to almost R380 000.
Employment Equity Plan / Status Quo Report
The municipality has a Draft Employment Equity Plan for the period 2020-2024. The plan indicates workforce profile, employment equity and targets, demographic and areas of under representation, terminations, affirmative action measures, setting numerical goals, communication monitoring and evaluation of the plan. The process to ratify the plan by relevant roleplayers and stakeholders is on the pipeline DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 110 | P a g e
1.2.8 Integrated Development Plan (IDP)
The constitution instructs a Municipality to structure and manage its administration, budgeting and planning processes to give priority to the basic needs of the community and to promote the social and economic Development community. Municipalities are also under duty to participate in National and Provincial development programmes. The most important instrument that the Municipality uses to implement these constitutional instructions is integrated development plan (IDP) which should consolidate all the municipal planning into a comprehensive strategy that is linked to the Municipal budget. It is important to note that the IDP is an intergovernmental process, in that it is articulation of local, National and provincial planning within the Municipal area.
Even though a Municipality has the right to govern on its own initiative the Local Government affairs of its community, the Constitution requires that this right be subject to National and provincial legislation. Section 25 (1) € of the Municipal Systems Act clearly states that an IDP adopted by a Municipal Council must be compatible with National and provincial development plans and planning requirements binding on the Municipality in terms of legislation. The synergy, alignment and coordination between the development plans of the three spheres of government (e.g. IDP, PGDS and NSDP) take precedence in order to achieve proper coordination and alignment of development initiatives within the region.
Implementation monitoring of all IDP projects is pivotal. Impact monitoring and evaluation of all projects inclusive of projects implemented by Sector Departments, the GSDM and key social partners on an on-going basis. Shared understanding of key priority issues of the communities and the broader strategic developmental trajectory will lead to better coordination, alignment of programmes and improved impact on the ground.
Monitored IDP implementation is the key to the realisation of government socio-economic developmental agenda. Accordingly, within the context of the interdependence and inter-relatedness between the three spheres of government impact monitoring and evaluation of all projects implemented by national and provincial sector Departments, the GSDM, local Municipalities within the Municipality and key social partners must be strengthened. Thus, a shared understanding of key priority issues of the communities and the broader strategic development trajectory will lead to better coordination, alignment of programmes and improved impact on the ground.
The Municipal IDP/LED Forum will be key in this regard and will be utilised as the Monitoring vehicle for the implementation of the IDP of the Municipality. This is over and above quarterly Consultants Meetings, where all Service Providers providing services to the Municipality are reporting on progress of all their respective projects, the challenges and remedial measures are suggested where applicable.
1.2.9 Performance Management System (PMS)
The planning Framework for Local Government is premised on the notion that the formulation of a plan is not sufficient, but adequate implementation is key to the success of Local Government. It is against this backdrop the White Paper on Local Government states that Performance Management is critical in ensuring that plans are being successfully implemented and have the desired impact and that resources are being used efficiently. As a result, a Legal Framework for Performance Management is coupled with the IDP, where the principal purpose of Performance Management is to ensure that the work of all Political Structures, Political Office Bearers and the Municipal Administration is based on and seeks to realise Council Developmental Objectives
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as articulated in the IDP. A critical expression of this notion is the requirements that the content of the Performance Agreements for the Municipal Manager, and managers reporting to the municipal manager must be directly linked to the IDP.
One of the key principles of Municipal Administration in the Municipals Systems Act is the instruction to municipalities that their Administration must be performance orientated. A Municipality must promote a culture of Performance Management among the Municipalities political structures, Political Office Bearers and Councillors as well as within its Administration.
The Municipal Systems Act expects the Municipality to operate in accordance with a Performance Management System. Furthermore, the Municipal Council must annually review its overall performance in achieving the Developmental Objects of local government as outlined in the constitution. To this end, each Municipality must establish a Performance Management System which is a framework that describes and represents how the Municipality’s cycle and processes of Performance Management System which is a framework that describes and represents how the Municipality’s cycle and processes of Performance Planning, Monitoring, measurement, review, reporting and improvements will be conducted, organised and managed, and also determines the roles of different role players. It should ensure that Municipality administers its affairs in an economical, effective, efficient and accountable manner.
The performance management system should be embedded in the circumstance of the municipality must be commensurate with its resources, suited to its circumstances and most importantly in line with the priorities, objectives, indicators and targets contained in the IDP.
Coordination and integration of the PMS for the DPKLISLM, capacity building for Councillors and employees retention of skills as well stream-lining of the organisational structure and internal administrative processes are some of the issues that still need to be improved. Alignment and coordination of initiatives and programmes of external service provides with that of the local municipality also needs attention, whilst some progress have been achieved in this regard, there is evidently still much that needs to be done pertaining overall organisational performance in the immediate to long-term future.
Agreement on an integrated PMS across all three spheres of government will also be sought. Key in this activity will be the ability of individual performance of officials to the overall performance management and relevant monitoring and evaluation systems pertaining to relevant Municipal IDPs. To this end, the municipality will prioritise the strengthening of its PMS through automating across all levels of administration in moving forward. Over the years as necessitated by developmental circumstances has reviewed its organisational structure, the Human Resource Development and capacity building strategy well as the Performance Management System. The main purpose of reviewing the aforementioned structures and strategies is to determine the extent to which they respond to the Dr. Pixley Ka Isaka Seme Local Municipality Integrated Development Plans (IDP) priorities, objectives, strategies and Performance measurements, also reflected and amplified in the Service Delivery and Budget implementation plan (SDBIP).
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In the light of the abovementioned challenges and issues the following will be undertaken:
No INITIATIVES 1. Enhance the capacity of the Municipality to perform all its Performance Management issues through training, capacity building and staffing 2. Fast tract the cascading of Performance Management System (PMS) to all levels in the Municipality by following the automated system approach 3. Work towards standardisation and integration of PMS practice throughout the Municipality by ensuring timely preparation, submission and assessments of the in-year performance reports of the Municipality as required by legislation 4. Ensure that Annual Performance Agreements are fully linked to the Municipal SDBIP 5. Full implementation of mSCOA
1.2.10 Information and Communication Technology (ICT)
The information and communication Technology (ICT) within the Municipality is crucial in the underpinning of the Municipal IDP: while serving as the key to strategic discussions on land and spatial issues, community development, economic and social issues. ICT is the vehicle for service delivery. Whilst the primary objectives of the ICT section is to serve the immediate needs of the Municipality concerning the application and operation of its computer systems and access to information on local networks and the public internet by the relevant stakeholders the following remain the main objectives for the existence of the ICT:
Development and Implementation of the Municipal ICT Strategy
No Objectives 1. Enablement of access to information for all relevant stakeholders 2. Maintenance and implementation of ICT’s within the Municipality to fast-track service delivery 3. Management and maintenance of hardware, networks, infrastructure, and provision of general ICT security and support 4. Management of Information System in line with the vision and mission of DPKISLM
1.2.10 ICT Services
Currently the municipality has an annual ICT plan only which is not sufficient the municipality needs an IT Strategy/ Master System plan that can be aligned to the municipal strategy/IDP to ensure that the optimum quality service delivery is realised
1.2.11 Information Technology (IT) Governance
The municipality does not have adequate implementation of the ICT Governance Framework that needs to be reviewed to be aligned with the IT Governance Framework
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1.2.12 Information Communication Technology (ICT) in Governance
The enactment and implementation of measures to reduce the transmission of COVID-19 led to the introduction of new mechanism to enable governance structures of the municipality continue to provide the required services. It should be recognised that the capacity of the cellphone network infrastructure and systems within the municipal area is still a challenge and need urgent attention in order to enable provision of service to the community within the “ new normal” scope. The municipality has on an immediate action implemented the following
- All councillors have been connected to various virtual platforms in order to conduct remote or virtual meetings - The municipality is in a process of acquiring the network boosters to be installed in municipal to reduce poor connection from the network providers. - In the near future the municipality is planning to provide councillors with network boosters within their households in order strengthen their connectivity for virtual Council and Committee meetings.
1.2.13 Security Management
The municipality has the disaster recovery plan, business continuity plan, IT governance, data backup policy and IT security policy documents which has been approved by Council yet not fully implemented, To implement disaster recovery plan and business continuity plan the municipality need to have a disaster recovery centre at least 20km away from the main office to reduce information loss risk.
1.2.14 Electronic File Transfer
Currently the municipality has an annual ICT plan only which is not sufficient the municipality needs an IT Strategy/ Master System plan that can be aligned to the municipal strategy/IDP to ensure that the optimum quality service delivery is realised. The municipality has the disaster recovery plan, business continuity plan, IT governance, data backup policy and IT security policy documents which has been approved by Council yet not fully implemented. To implement disaster recovery plan and business continuity plan the municipality need to have a disaster recovery centre at least 20km away from the main office to reduce information loss risk. The municipality needs to perform daily, weekly, monthly and quarterly internal data back-up. .
No Challenges 1. No ICT Strategy/Master System plan and align to the municipal Strategy/IDP
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KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
2.1 COMMUNITY FACILITIES Community facilities provide an essential collective support system for the urban population. With proper planning the provision of community facilities can create liveable urban environments and contribute towards social upliftment of the relevant communities.
Social facilities are the core component of developing human settlements. Such facilities include Primary Health Care Centres, Thusong Centres, Schools (whether primary, secondary or high) and having access to all other amenities that induce human development. Below is a table that looks at the availability of such facilities in the Dr Pixley Ka Isaka Seme LM jurisdiction.
Table 33 – Social Facilities Health Facilities Education Institutions Private Hospital None Independent Schools 3 Private Doctors 10 Public Primary Schools 46 Primary Health Clinic 7 Public Secondary Schools 14 Community Health Centre 1 Mobile Clinics 4 Combined Schools 3 Government Hospital 2 TVET Campus 1 Dentist 3 Independent Schools 2 Social Facilities Grant Pay Points 5 Community Hall 15 Victim Support Centre 1 South African Police Services Stations 5 Social Workers 13 Post Office 5 Old Aged Homes 1 Service Centre (Elderly People) 3 Children’s Home 1 Youth Development Centers 5 Day Care Centers 38 Stimulation center’s (Children living with 2 Disability) Multi-Purpose Community Centre 1 Drop in center’s(Vulnerable children & Orphans) 3 Disaster Management Centre 1 Thusong Service Centre 1
In relation to the population of 83 235 residents and the number of available facilities in the municipality’s jurisdiction one can only understand the frustration of the communities. Emphasis is more on the availability of health care facilities and education institutions; the responsible departments have to urgently respond to the needs of the community. During previous consultative meetings with the community, the residents have repeatedly requested for higher education institution and the Department of Higher Education and Training responded positively to this request and a Gert Sibande District TVET College - Agriculture Campus has been built and operational in Perdekop.
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2.2 Sports Development
The Municipality has a challenge in facilitating the support for the Youth to be able to safely and effectively participate in Sports, Arts and cultural activities. The major challenge faced by the Municipality is inadequate and dilapidated facilities within the communities, the Sector Department responsible for promotion and support of these sector has very limited capacity and support, the local municipality has a huge backlog of basic service delivery hence little is provided for development and upgrading of these facilities. The Municipality is also confronted with the challenge of development that also cater for these important programs hence the need to coordinate, facilitate and support development of Sports, Arts and Culture within the Municipal Administrative Units, these is also important as part of youth development, contribution to social harmony and reduction of crime. Key Issues pertaining to Sports and Recreation includes among others the following: No Challenges 1. Upgrading, adequate maintenance and rehabilitation of all facilities 2. Developing at least one sports facility within the Municipal area 3. Facilitate and support upgrading of six other facilities to meet the standards acceptable for the various national sport code 4. Facilitates the revival of Sports, Arts and Culture councils 5. Coordination and facilitation of opportunities for young talent to be exposed and supported through development
2.2.1 SPORTS RECREATION The provision of sports and recreational facilities has been directly associated with the development of a healthy society and plays an important role in the development of our youth. The high levels of youth within the Municipality warrant that specific attention be given to the development of sports and recreation initiatives by the Municipality, district and the Department of Arts, Culture, Sports and Recreation. There are four formal sports facilities LOCATION STATUS CHALLENGES Ward 2 Dilapidated No Grass Vandalized There’s no security The facility has been vandalised Ward 4 Artificial Grass There’s no Security Ward 1 Combo Court Facility Netball, Maintenance Basketball, Volleyball and Hand Ball Court within it. Ward 4 Tar Surface Made For Netball No challenges Ward 4 Tar Surfaced Court No challenges Ward 5 It has Grass Ablution Facilities No plan in terms of maintenance plan in place Ward 06 It has Grass No maintenance plan Ward 06 It’s a Gravel Facility No challenges Ward 08 No Grass has been Vandalised No challenge Ward 11 Currently under construction No challenge Ward 09,10 & 11 It’s a Gravel Facility(Facilities) No challenge Ward 5, 6 & 8 Completed No Challenge
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2.2.2 SPORTS FACILITIES
Furthermore, the Perdekop, Amersfoort, Daggakraal and Wakkerstroom Admin units do not have Netball Facilities and Volleyball Courts. 2.3 Cemeteries
Dr. Pixley Ka Isaka Seme Local Municipality currently has 14 graveyard sites within its jurisdictional area. There is still a need for more cemeteries and the Municipality is busy identifying land that will be suitable. The table below gives detail of the status quo on the cemeteries.
South African municipalities are faced with a number of challenges with regard to cemetery management. These can be grouped into the following categories; shortage of land for cemeteries; cemeteries located on unsuitable land: planners are generally faced with the challenge of finding suitable land for cemeteries, since land use for residential and commercial areas take pre-eminence over cemeteries; and insufficient budgets for cemetery management and purchase of new land.
2.3.1 STATUS OF CEMETERIES
Amongst all the challenges with the development of cemeteries, Dr Pixley Ka Isaka Seme Local Municipality is affected by a shortage of land for cemetery in this case. This is as a result of rapid urbanisation in towns and cities, which results in fierce competition for well-located land. Dr Pixley Ka Isaka Seme Municipality is faced with the challenge of cemeteries developing informally or on land geographically unsuitable for in- ground burial.
NO CEMETERY ADMIN STATUS CHALLENGE POSSIBLE INTERVENTION UNIT 1 Volksrust Prison Volksrust Full 2 Vukuzakhe Ward 3 Operational 30 % available Extension burial space 3 Vukuzakhe Ward 3 Full 4 Volksrust Ward 4 Operational 50 % available Extension is underway burial space 5 Siyazenzela Ward 5 Operational 50 % available Extension is underway burial space 6 Wakkerstroom Ward 5 Operational 50 % available Fencing required burial space 7 Perdekop Ward 6 Operational 10 % available Extension process underway. burial space 8 Amersfoort Ward 8 Operational 60 % available Identify space for future extension and burial space conduct geo-tech assessment because of the unfavorable geological condition. 9 Daggakraal Ward 9 Operational 15 % available Fencing required burial space 10 Daggakraal Ward 10 Operational 70% available Fencing required burial space 11 Daggakraal Ward 11 Operational 70% available Fencing required burial space DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 117 | P a g e
2.3.2 PROPOSED LAND FOR NEW CEMETERIES/ AREAS SUITABLE FOR THE DEVELOPMENT OF CEMETERIES
A primary consideration in cemetery land use is that cemeteries must be located within easy commuting distance of the population centre (Lehrer, 1974). Accessibility is primarily of importance during the development of cemeteries. It is said that the cemeteries should be close to proximity with the community for convenience and mixed uses. Another important consideration is the location of cemeteries is its relative permanence. Consequently, the planner is forced to plan much further into the future (Lehrer, 1974).
NO CEMETERY Ward POSSIBLE LAND PORTIONS FOR EXTENSION/DEVELOPMENT OF NEW CEMETERY 1 Vukuzakhe Ward 1 Farm 143 HS, Portion 2(Remaining Extent), Extent 1313.3689H Farm Ward 2 Town and Townlands of Volksrust (Owner: DPKISLM) the area for cemeteries can be extended in the same farm area where already the Ward 3 Vukuzakhe and Volksrust Cemeteries are in place. The exact locations are Volksrust Ward 4 different but in the same farm land owned the municipality
2 Siyazenzela Ward 5 Farm 121 HS, Portion 4, and Extent 8.0029 H Farm Townlands of 3 Wakkerstroom Marthinus Wesselstroom (Owner: Wakkerstroom Village Council - DPKISLM)
4 Amersfoort Ward 7 Farm 57 HS, Portion 1 (Remain Extent), Extent 678.6692 H Amersfoort Ward 8 Town &Townlands, Owner :DPKISLM
Farm 57 HS, Portion 19(Remaining Extent) , Extent 81.2045H , Farm Amersfoort Town and Townlands, Owner: Mun Ezamokuhle(DPKISLM)
5 Daggakraal Ward 9 Farm 2 HT, Portion 1, Extent 737.1186 H Farm Driefontein, Owner Ward 10 DPKISLM Ward 11 POSSIBLE ALTERNATIVE FARM LAND
Farm 63 HS, Portion 2 (Remaining Extent) , Extent 130.6897H Farm Schurvepoort (National Government-RSA)
Farm 63 HS, Portion 11, Extent 263.5727H Farm Schurvepoort (National Government-RSA)
Farm 63 HS, Portion 12, Extent 55.5803H Farm Schurvepoort (National Government-RSA)
NB : Most of farms lands within the vicinity of Daggakraal are privately owned and few by the National Government NB: All proposed land portions will be subject to a process of conducting all necessary environmental impact assessment, Geotech and all other applicable requirements including land use change.
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2.4 Public Safety (Crime, Road Safety, Fire & Rescue, Disaster Management and Climate Change)
2.4.1 Crime
South African Police Services is committed in fighting crime within our municipality, currently crime that is high is theft, burglary, common assault, theft of stock, drugs and malicious damage to property.
SAPS are having a strategy to reduce high number of crimes by deploying more Police official after hours on specific areas. SAPS is more committed in combating crime within our municipality
2.4.2 Traffic & Road Safety
The mission of the Traffic Section is to render a service that is effective and of high quality through a process of consultation and transparency in all facets of the traffic services, and in rendering a service to the community of Dr Pixley Ka Isaka Seme Local Municipality area and its visitors by ensuring the free flow of traffic and a safe environment.
No. Challenges 1. Traffic Law Enforcement operates with poor condition of patrol vehicles 2. Shortage of personnel to render effective services delivery to the Community 3. Shortage of proper equipment to render effective services delivery
2.4.3 Vehicle registration and licensing
The Licensing Section is the function of the Department of Security Safety and Liaison in the Province hence it operates in the Municipality, the licensing section deal with registration of vehicles, issuing of driving licenses and permits on behalf of the Province. During 2009 the section started the new system called Best Model system which is based to Batho Pele whereby we appointed five Licensing Cashiers that will services the Community on different cubic e.g. License cashier which will deal only with vehicle registration and other deals with issuing driving license in order to improved service delivery to the Community. The License section currently consists of four Licensing cashiers that are operating within Dr Pixley Ka Isaka Seme Local Municipality and four Examiner of Driving License and one Examiners for Vehicles. No Challenges in the License Section INTERVENTIONS
1. Licensing cashiers work under pressure long queues Filling of vacant post 2. None filling of vacant post Filling of vacant post 3. Inadequate store room to keep all files as per circular To extend the licensing store room from the Department of Security Safety and Liaison 4. Testing centers need upgrade Upgrade Testing Centre’s 5. Re-opening of Amersfoort testing center Budget for re-commission of Amersfoort testing Centre
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2.4.4 Fire and Rescue
The Municipality does not have an adequate Fire Brigade Services equipment’s within Dr Pixley Ka Isaka Seme Local Municipality to render effective and efficient services delivery to the Communities. There is no proper Fire Station, lack of capacity and lack of personnel due to budget constraints of the Municipality.
The Fire Brigade Services team despite the lack of equipment has attended to all incidents that required the fire brigade services. The fire section relay on the outside stakeholders for assistance in serious incidents as the Municipality is the member of Farmers Protection Association of Dr Pixley Ka Isaka Seme Local Municipality, as it is the requirement of the Forest Act. The Fire Services consist of 7 fire fighters with one vacant Chief Fire Officer Post and one Fire fighter vacant post, and there is no volunteers Fire Fighters. The Fire Services team operating with one Tata fire truck, one Nissan Fire fighter vehicle and one emergency respond vehicle. No Challenges Interventions 1. No Fire station for fire services To occupy the newly built Disaster Management Centre 2. No Fire engine to render fire services Procurement of fire engine 3. Shortage of proper equipment to render effective Procurement of fire service equipment services delivery
2.5 Disaster Management
Dr Pixley Ka Isaka Seme Local Municipality approved disaster management plan on the 24th April 2018 with resolution number A47/2018. In terms of the Disaster Management Act, 2002, the municipality is experiencing a shortage of human resources and limited resources to render efficient and effective services to our communities. During the 2016/17 financial year, the Gert Sibande District Municipality funded the establishment of the Sub-Disaster Management Centre for Dr Pixley Ka Isaka Seme Local Municipality and completed in 2019/20 financial year.
The Disaster Management services for, Dr. Pixley Ka Isaka Seme Local Municipality is incorporated in the fire services section. Officials conduct dual duties in order to render efficient and effective services to our communities.
With the limited number of officials and shortage of equipment, the department was able to reduce accidents with 12%
2.5.1. Disaster Risk Assessment
The objective of KPA2(as per the approved Disaster Management Plan) is to establish a uniform approach to assessing and monitoring disaster risk that will inform disaster risk management planning and disaster risk reduction undertaken by organs of state and other role players. This KPA addresses the need for conducting ongoing disaster risk assessments and monitoring to inform disaster risk management planning and priority setting, guide disaster risk reduction efforts and monitor effectiveness of such efforts. It also outlines the requirements for implementing disaster risk assessment and monitoring by organs of state within the all spheres of government DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 120 | P a g e
In a generic sense, the following physical hazards were found to pose the highest risks; HAZARD ELEMENT AT RISK EFFECTS Floods/Severe storm, wind Communities building houses Loss of life, loss of homes, loss of stocks, increase or rainfall near river banks risk of disease Fires (Veld/Structural) Farming areas, Industrial Loss of life, loss of homes, loss of stocks, loss of areas and shacks. grazing land, severe injury Drought Communities living in Loss of life, livestock, increase of diseases farming areas, animals Epidemics Communities Loss of life, loss of employment due to absenteeism Major infrastructure failure Communities Loss of electrical power causing lack of heating, refrigeration, loss of communication
2.5.2 GERT SIBANDE DISTRICT MUNICIPALITY PLAN ON DISASTER MANAGEMENT
Key strategic approach/issues to be addressed to improve the Disaster Management function within the district:
GSDM has and will continue to capacitate its constituent municipalities to harness their ability to cope and be ready to adequately mitigate and/or respond to incidents by providing the required resources and support. Although the LMs are not fully equipped they try to respond timeously to incidents such as veldt fires, floods and road accidents, hazmat incidents etc.
The following are key strategic and sustainable approaches that need to be addressed by the district and local municipalities respectively in order to improve the disaster management function throughout the district.
a) Capacitating the district municipality to be able to support local municipal disaster management centres. b) Identify and implement capacity building programmes c) Establishment and capacitating local municipal disaster management centres/ function by local municipalities d) Develop and enter into agreements with local municipalities on specific deliverables regarding the disaster management function.
Table 32: Qualitative Analysis Matrix – Level of Risk HAZARDS LOW MEDIUM HIGH Floods, Severe storm, strong winds or √ rainfall. Fires (Veld / structural) √ Drought √ Epidemics √
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Major infrastructure failure √ Snow
Communities in RDP houses and in rural areas are the most vulnerable to many of these physical risks, but proximity to certain installations or hazards also exposes other communities to risks. In terms of capacity to address and therefore reduce risks, there currently is a strong emphasis on preparedness and response planning. This means that capacity and planning in terms of mitigation and prevention should be strengthened. 2.5.3 Disaster Risk Reduction
The objective of KPA 3(as per the approved Disaster Management Plan) is to ensure all risk management stakeholders develop and implement integrated disaster risk management plans and risk reduction programmes in accordance with approved framework Hazard Element at Risk Effects Prevention and mitigation strategies Floods Establishing settlements Loss of life, loss of Prevent illegal below the flood line or near homes, loss of stocks, occupation of land in river banks increase risk of disease low laying areas. Ensure that townships are established outside 1.50 year flood line, Severe Storms Fires (Veld/Structural) Farming areas, Industrial Loss of life, loss of Awareness campaigns’ areas and shacks. homes, loss of stocks, Fire breaks loss of grazing land, severe injury Drought Communities living in Loss of life, livestock, Improve farming farming areas, animals increase of diseases practices; Storage of potable water source; Irrigation scheme Epidemics Communities Loss of life, loss of Awareness campaign employment due to absenteeism Major infrastructure Communities Loss of electrical power Upgrade the power failure causing lack of heating, supplies system refrigeration, loss of communication
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2.6 Climate Dr Pixley Ka Isaka Seme Local Municipality (DPKISLM) is situated in a subtropical climate zone with summer rainfall. The eastern parts of PKISLM experience higher rainfall than the western region, with mean annual precipitation ranging from 600 to 800 mm in the west increasing to 800 to 1,000 mm in the east. The area upstream of the Heyshope Dam in the Usutu to Mhlatuze water management area (WMA) receives more than 1,000 mm/ a. summer rainfall is accompanied by severe thunderstorms. Temperatures range from 20°C during the day to 10°C at night during the mild winter. Light frost can occur from May to August and is expected on less than 30 days per annum. Wind speeds range from 1 m/s to just less than 8 m/s.
2.6.1 Climate Change Climate is important because it determines both how and where we live and how we organise our societies and our economic activity. We refer to climate change when we are describing alterations to prevailing climatic conditions, which persist for long periods (decades to millennia). Increasingly, the phrase “climate change” is used to refer to changes in global and regional climate in response to human influences.
Human activities result in emissions of four principal greenhouse gases: carbon dioxide (CO2), methane (CH4), nitrous oxide (NO) and the halocarbons. These gases accumulate in the atmosphere, causing concentrations to increase with time. Significant increases in all of these gases have occurred in the industrial era. The emission of these gases destroy ozone in the stratosphere. Ozone is a gas in the atmosphere that protects everything living on the earth from harmful ultraviolet (UV) rays from the sun. The municipality is in the process of developing a Climate Change Vulnerability Assessment, Adaptation and Response Plan and in response to the plan, they are implementing mitigation measures to combat climate change and its impacts and this includes development of green belts in and around the locations where there were prevalent illegal dumping spots.
Determines both how and where we live and how we organise our societies and our economic activit
Human activities result in emissions of four principal greenhouse gases: carbon dioxide (CO2), methane (CH4), nitrous oxide (NO) and the halocarbons.
SITUATION / CHALLENGE PROPOSED INTERVENTION Lack of mitigation measures to combat climate Development of a Climate Change Vulnerability change and its impacts and including green belts Assessment, Adaptation and Response Plan in and around the locations there is prevalent Integration into municipal IDP process and sector plans. illegal dumping spots. Environmental capacity building empowerment People remain unaware or misinformed about Training of staff about climate change climate change.
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Lack of integration of climate change into IDP Support initiatives, and greenhouse gases projects and other sector plans. and programs Lack of developed responses to reduce vulnerabilities,
2.6.2 Air quality
Air quality is an issue of concern in Mpumalanga. The Highveld has been declared a priority area, referred to as The Highveld Priority Area, in terms of Section 18(1) of the National Environmental Management: Air Quality Act (NEMAQA), Act 39 of 2004. Five of the seven local municipalities constituting the Gert Sibande District Municipality (GSDM) (including the DPKISLM) form part of this area. This implies that the ambient air quality exceeds or may exceed ambient air quality standards. Results of the Highveld Air Quality Baselines Study (DEA, 2010) indicate that DPKISLM’s key air quality issues include biomass burning, household fuel burning, vehicle use and at a localized scale industrial use particularly from the Majuba power station.
SITUATION / CHALLENGE PROPOSED INTERVENTION Poor ambient air quality. Development and implementation of an Air Highveld Priority Area due to elevated levels of Quality Management Plan (AQMP) as per the pollutants above the national standard as per the NEMAQA, 39 0f 2004. NEMAQA, 39 0f 2004. Inadequate budget and resources dedicated for Prioritise air quality management as the environmental management at municipal level. municipality falls within the HPA. Lack of effective economic development planning and Educate communities on impacts of poor air air quality modelling for long-term environmental quality. effects. Lack of optimum compliance by industries to the Atmospheric Emission Licenses with respect to their emission standards as per the NEMAQA, 39 0f 2004.
2.7 The Protection of the Environment Dr. Pixley Ka Isaka Seme Local Municipality is the most environmental vulnerable Municipality. Places like Wakkerstroom are to be protected at all costs throughout the process of planning, development and implementation
SITUATION / CHALLENGE PROPOSED INTERVENTION
The municipal area’s cemeteries are getting filled The land-use policies are developed. which is a major concern to the Municipality.
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This fact triggers the Municipality to look for Policies guiding development and vacant land for the development of cemeteries to management of cemeteries should be meet human needs. put in place. Municipalities face a number of challenges in cemeteries management at a high level, with issues such as funding and long-term sustainability, and the micro-level, in terms of administration and operations. 2.7.1 Soils and Geology
The majority of DPKISLM has loam clay/loamy soils while the western section is dominated by sandy loam/loam. The western extremity is characterised by clayey soils. The far northern portion along the Vaal River has sandy alluvial soils. High potential arable soils are restricted to the north-eastern portion of the study area.
The municipality is situated entirely on rocks of the Karoo Supergroup. Dolerite sills are intruded along bedding planes of sedimentary rocks, or as dykes intruded at right angles to the bedding. The intrusion of the dolerite results in resistance to weathering and gives rise to hills and ridges. Dolerite weathers to clayey soils, which are expansive and problematic to building foundations.
2.7.2 Topography and geomorphology
The north-western part of DPKISLM is characterised by undulating landscape of the Highveld Grasslands. These areas reach heights of 1,600 to 1,700 m above sea level. The south eastern part of the municipal area is more rugged and hilly, characterised by low to high mountains in the Volksrust and Wakkerstroom areas as a result of the presence of the resistant sandstone beds. The Langkrans, Versamelberg, and Langberg in the vicinity of Volksrust reach over 2,000 m above sea level, while those near Wakkerstroom reach above 2,200 m. Dolerite sills give rise to characteristic flattopped hills.
2.7.3 Surface water quantity
The DPKISLM is situated in the headwaters of three major rivers and WMAs, namely the Upper Vaal, Thukela and Usutu to Mhlatuze. The bulk of the study area falls in the Upper Vaal WMA, while the eastern portion falls in Usutu to Mhlatuze WMA and the south-eastern portion lies in the Thukela WMA (in Van Niekerk et al., 2010). PKISLM totally and/or partially contains 14 quaternary catchments. The Upper Usutu to Mhlatuze WMA including the Zaaihoek Dam is already highly developed and cannot sustain additional water use. Water transfers to the Upper Vaal and Olifants WMA, and afforestation account for the bulk of available water.
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2.8 Biodiversity
2.8.1 Aquatic and wetland ecology
The total area occupied by wetlands, including dams, within the municipal area, is estimated at 124,734 ha, or 18.9% of the area. Hillslope seepage wetlands are by far the most common wetland type and constitute 67% of wetlands types in terms of area covered. Valley bottom wetlands are the second most common wetland type and constitute 31%. Floodplains comprise 3% of wetlands. These systems are present on portions of the Klip, Sandspruit, Klein-Vaal and Vaal Rivers. Pans comprise <1% of the wetlands and are associated with Ecca shales. There are 656 farm dams within the DPKISLM, most of which are 0.4 to 1.2 ha in size. The largest dam (83 ha) is located on the farm Bergvliet on the Skulpspruit. The present ecological state (PES) of aquatic ecosystems within the municipality is rated as Largely Natural to Moderately Modified (Category B to C).
Wetlands are defined by the Integrated Coastal Management Act (Act 24 of 2008) (ICMA) as “land, which is transitional between terrestrial and aquatic systems where the water table is usually at or near the surface, or the land is periodically covered with shallow water and supports vegetation typically adapted to life in saturated soils”. Wetlands are a critical part of our natural environment. They reduce the impacts of floods; absorb pollutants to improve water quality. Prominent wetland systems and areas found within the District include:
The sensitive upper catchments and wetlands of the Wakkerstroom area. The Wakkerstroom wetland specifically, is of high ecological importance, as it acts as a vital catchment area for the Vaal and Pongola Rivers. Furthermore, the wetland features a rich diversity of plant and animal life, is internationally recognised as one of South Africa’s premier birding spots, and has been nominated as a RAMSAR site. The Ramsar Convention is an international treaty for the conservation and sustainable utilization of wetlands: i.e. to stem the progressive encroachment on and loss of wetlands now and in the future, recognizing the fundamental ecological functions of wetlands and their economic, cultural, scientific, and recreational value. The convention was developed and adopted by participating nations at a meeting in Ramsar, Iran on February 2, 1971 and came into force on December 21, 1975
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2.8.1 Challenges:
There is a need for the development and implementation of the LM Biodiversity Plan that will provide a framework for environmental protection of key ecological areas in the Local Municipality. There is generally a minimal understanding of what environmental sustainability entails. Unavailability of funds for programmes such as rehabilitation of mines, wetlands, landfills, compliance promotion on environmental management issues. Land degradation and deforestation due to imbalance caused by natural and man-made factors. Aquatic and terrestrial ecosystems infested with invasive species. Open cast coal mines amongst other mining activities pose a high risk to ecological areas/wetlands within the LM.
2.8.2 Proposed Interventions:
Promote and support implementation of the LM Biodiversity and Conservation Plan. Promote and support mitigation measures aimed at elimination or control of illegal waste disposal in wetlands and water bodies. Initiate and support initiatives to rehabilitate, conserve wetlands and water bodies. Promote expansion of reserves, conservation areas and rehabilitation aimed at promoting and supporting biodiversity. Promote and support programs and projects for protection of biodiversity e.g. eradication of invasive alien plants. 2.9 Terrestrial ecology
Areas within the DPKISLM that are rated as Protected or Irreplaceable for terrestrial ecosystem are the high lying areas on the eastern side of the municipality, including the Paardeplaats Nature Reserve, Wakkerstroom vlei, Kastrol Nek and surrounding areas. The following vegetation types are found in the municipality: Western Plains Grassland; Central Plains Grassland; Wakkerstroom Plains Grassland; Eastern Plains Grassland; Escarpment Grassland; Mountain Grassland; Forest; Wetlands. The District plays host to a number of regionally significant biodiversity and environmental heritage areas. Protected Areas (PA) in Gert Sibande are divided into National Parks and Nature Reserves (2.6%), Environment Natural (2.4%) and Modified Environments (0.6%). Large portions of pristine grassland near the Wakkerstroom region are some of the District’s areas of significant biodiversity conservation.
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2.10 Conservation
A single provincial nature reserve, Paardeplaats Nature Reserve, managed by the MTPA, occurs in the area. The KwaMandhlangampisi Protected Environment was proclaimed in September 2010 under Section 23 of NEM:PAA, and covers 23,500 ha. The proposed Wakkerstroom Protected Environment is municipal land and is managed by the Wakkerstroom Protected Environment Management Committee consisting of all relevant stakeholders in Wakkerstroom. The proclamation of both these protected environments is facilitated by the MTPA as part of the Mpumalanga Protected Area Expansion Strategy. Conservancies include the Bloukop and Rietvaal Conservancies and the newly proposed Baltrasna Conservancy.
2.10.1 Threatened and endangered plant species The south-eastern parts of the DPKISLM are the most important as a hotspot area for Red Data taxa. This area mainly includes Mountain Grassland and Escarpment Grassland as well as the Wakkerstroom Wetland area. Alien plants, mainly black wattle, is prevalent in the southern and eastern portions of the DPKISLM.
The DPKISLM area contains 76 species of mammals, which excludes animals found in the nature reserves or game farms. Twelve Red Data species has been recorded. There are 17 Red Data listed bird species in the area. Some of these are rare and protection of grasslands and wetlands is critical for their survival. Important Birding Areas are found almost throughout the area.
Fish species sensitive to water quality deterioration are located mainly in the Usutu Catchment. There are no highly sensitive fish species in the upper Vaal River Catchment. Several alien fish species are found. Sixty species of reptiles (snakes, lizards, geckos, tortoises) have been recorded in the study area, eight of these being possible Red Data species. Twenty-two frog species occur in the PKISLM, with two of these being Red Data species. A number of butterfly species were recorded from the study site; however, most of them are widespread and not considered to be threatened.
2.10.2 Challenges/Threats Alien plants, mainly black wattle, is prevalent in the southern and eastern portions of the DPKISL Lack of environmental personnel to implement environmental programmes as per the various environmental legislative mandates.
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2.10.3 Opportunities/Assets/Strategies Promote and support programs and projects related to conservation initiatives e.g. eradication of invasive alien plants. Expansion of the institutional arrangement to cater for the implementation of the various environmental programmes. 2.11 Waste Management Local government is mandated to provide waste management services. Waste management is the collection, transport, processing or disposal of waste materials in an effort to reduce their effect on human health and the local environment. Waste management in South Africa is administrated by the National Environmental Management: Waste Act (Act 59 of 2008) (NEMWA) as amended. The management of waste in South Africa has been based on the principles of the waste management hierarchy as a recognized international model for the prioritisation of waste management options. It offers a holistic approach for waste avoidance, reduction, re-use, recycling, recovery, treatment, and safe disposal as a last resort.
SITUATION / CHALLENGE PROPOSED INTERVENTION Review and update the LM IWMP to accommodate the LM Review and implement the landfill site waste challenges. management and collection strategies. Lack of waste disposal facilities in the LM that maximize . Review and implementation of LM the three R’s eg buy back centers, transfer stations, IWMP material recovery facilities. Development, review and Prevalent illegal dumping sites in open spaces due to lack implementation of the LM waste of waste management facilities. management strategy in line with the Non-compliance of landfill sites within the LM despite the national waste management strategy. scheduled visits to landfills as well as the platforms present to discuss various waste management challenges.
2.12 Youth Involvement and Participation in Waste Management Programme
Department of Community Services is entrusted with a crucial legislative mandate to ensure all citizens of Dr Pixley ka Isaka Seme Municipality live in a clean and healthy environment and use its resources in a sustainable manner for the benefit of current and future generations. Due to budget constraints municipality identified waste management programmes to create opportunities for local youth.
Implementation of environmental programs has been achieved by forging collaborations with stakeholders operating within the environmental sector, other government institutions and NGOs amongst others namely CWP, EPWP, DEA, and WORKING WETLANDS AND DEA. All these programs aimed at creating job opportunities, create awareness, partner with schools to fight illegal dumping and littering etc.
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NAME OF THE PROJECT KEY OBJECTIVES NUMBER DURATION FUNDERS PROGRAM DESCRIPTION PARTICIPANTS
22 youth 1. Green Good Waste initiatives and 22 24 Months. DEA participants Deeds composed of 7 Cleaning campaigns Awareness Campaigners Combating Illegal and 15 dumping. General Workers. 1 Waste awareness Safety Officer. program
The main objective of the programme is basically to alleviate youth unemployment. Non-accredited training to participants
2. EPWP Target Group Refuse removal 22 6 Months Department is 100 percent of Public Landfill waste youth. Works management
Street cleaning
3. Community Youth and Street Cleaning 45 Ongoing COGTA Waste Women. contract Illegal Dumping Program Open spaces waste management
2.13 Access to Refuse Removal 2.13.1 As part of waste management, the municipality also has a refuse collection system that operates in all administrative units, with exception for Daggakraal. Refuse removal is rendered to 20 661 households out of the 22546.
The municipality has had a significant increase in the number of households that receive a refuse removal service. There has been a decrease in communal/own refuse dumps and well as the no of households that receive no refuse removal. The number of households that do not receive a refuse
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removal service can in this case also be contributed to farms and informal settlements that are at times not accessible by the Dr Pixley Ka Isaka Seme Local Municipality for waste removal service.
Figure 20: Distribution of households by refuse removal in 2016
16000
14000 13356 12528 12000 9335 Removed by local 10000 authority/private company 8000 7305 Communal/ Own refuse dump 6507 6000 5240 No rubbish disposal 4000 2160 2015 1886 2000
0 2001 2011 2016
Source: Community Survey 2016
The above figures show that the municipality is performing well in terms of moving towards a 100% refuse removal service.
The Community Survey 2016 interviews revealed that the majority of the community members are having their refuse moved by local authority. There is still a great challenge with the refuse removal service which range from working tools or machinery to human resources. The municipality has been able to increase the number of households receiving waste removal services as illustrated in the below table Total No. of Total New Households Households Households Households Households( number Developments with Access with Access below basic below basic level 2011) of HH to Refuse to Refuse level of service of service / 2016 removal removals a / backlogs backlogs as % %
19,839 22,546 2,707 14,943 66.30% 7,603 33.70%
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2.14 WASTE DISPOSAL
The Municipality has four waste disposal sites in their jurisdiction Volksrust, Amersfoort, Perdekop and Wakkerstroom waste disposal sites and all four are licensed for operation. All the waste disposal sites are experiencing operational problems in varying degrees, but mainly as a result of insufficient funding, equipment and personnel shortage as well as interference by uncontrolled reclaiming activities on daily operations. None of the sites are covered on a daily basis and wind-blown litter, vectors, dust, storm water ponding and odours are common concerns. The below table 40 provide the exact location of the landfill sites within the municipality Name Of Landfill Site Number Of Landfill Sites
Amersfoort, Wakkerstroom and Volksrust 3 Perdekop 1 (transfer station)
2.13.1 Volksrust Waste disposal site
The Volksrust waste disposal site is permitted in terms of Section 20 (1) of the Environment Conservation Act, 1989 (Act 73 of 1989). The site is operated by the municipality. Waste is disposed of over a wide-open area which is not in line with the license conditions. Cover material is not readily available and no regular covering of waste is occurring as required in the license issued for the site.
2.13.2 Amersfoort Waste disposal site
The Amersfoort waste disposal site is licensed in terms of Section 45 of the National Environmental Management: Waste Act, (Act 59 of 2008) or any previous acts relating to licensing of such facilities. The waste disposal site are experiencing operational problems mainly due to insufficient funding, equipment and personnel shortage as well as interference by uncontrolled reclaiming activities on daily operations. The site is operated by the municipality. Waste is disposed of over a wide-open area which is not in line with the Minimum Requirements for Waste Disposal.
2.13.3 Perdekop Waste disposal site The Perdekop waste disposal site is licensed in terms of Section 45 of the National Environmental Management: Waste Act, (Act 59 of 2008) or any previous acts relating to licensing of such facilities. The Waste disposal site is experiencing operational problems mainly due to insufficient funding, equipment and personnel shortage. The site is operated by the municipality. The site has been filled almost to capacity with waste deposited in berms/cells. The site is not operated in accordance with the Minimum Requirements for Waste Disposal.
2.13.4 Wakkerstroom Waste disposal site
The Wakkerstroom waste disposal site is licensed in terms of Section 45 of the National Environmental Management: Waste Act, (Act 59 of 2008) or any previous acts relating to licensing of such facilities. The waste disposal site is experiencing operational problems mainly due to insufficient funding, equipment and personnel shortage. The site is operated by the municipality. Waste is disposed of over a wide-open area which is not in line with the Minimum Requirements for Waste Disposal.
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2.13.5 Summary of the Status of Waste Disposal Sites
No Findings 1. Volksrust, Wakkerstroom, Amersfoort and Perdekop landfill sites are all licensed 2. In Wakkerstroom, the current landfill site is located in an ecological sensitive area thus it needs to be closed and rehabilitated. New site need to identified will comply with environmental standards where a buy back centre can be operated 3. Amersfoort and Perdekop landfill sites are now licensed 4. Institutional and financial challenges pose challenges with regard to complying with the Minimum Requirements for Waste Disposal
2.13.6 Waste Management Issues and Recommendations
CHALLENGES PROPOSED PLAN •High number of illegal dumping sites resulting from •Formalising the current informal settlements. the increase in the number of illegal land inversions within our Municipality.
•Over reliance of the Municipality on the Special •Revise the current waste collection schedule Programmes to accommodate the current service demand. •Budgetary constraints to enhance our waste •Review of the organogram and budget for management section by filling vacant posts including the existing critical posts i.e. Waste designation of the Waste Management Officer, Management Officer. replacing the aged fleet and proper management of the landfill sites. •Lack of capacity within the waste management staff •Review of the current Waste By-Law and to fully comply with the statutory and regulatory enforcement requirements.
•Lack of financial and expertise capacity to initiate the •Procurement of more Skippy bins and place process of formalising waste collection system in them on the hot spots for illegal dumping. Daggakraal administration unit.
•Out dated By-Laws and lack of law enforcement •Intensify the waste awareness programmes aimed at empowering the community on waste related matters. •Encourage the community to form waste related cooperatives. •Encourage and support Adopt A Spot Initiatives to mitigate illegal dumping
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Waste quantities generated and categories of waste are important in order to devise a plan for waste collection and determine the staff numbers that are needed. From the population sizes above Dr Pixley Ka Isaka Seme is expected to have the highest waste quantities as the municipality develops. In the municipality waste is divided into the following categories: NO CATEGORIES 1. Domestic 2. Building Rubble 3. Garden 4. Hazardous 5. Industrial
In order for the Municipality to meet the required Waste Management targets and standards, it has to purchase communal bins, tractors and power x-trailers but it has challenge of budgetary constraints. 10 Health
Dr. Pixley Ka Isaka Seme Local Municipality has two District Hospitals, Amajuba Hospital situated in Volksrust Town and Elsie Ballot Hospital situated in Amersfoort. There are no Private hospitals or clinics in the Municipality and such a service still remains a critical service that is needed by the Community. In terms of Community Health Clinics (CHC’s) currently there are two CHC’s, one located in Perdekop and the other one in Daggakraal. These clinics operate for 12 hours a day for seven days. The department of Health currently is in the process of providing the other CHC in the jurisdiction of Dr Pixley Ka Isaka Seme Local Municipality in Vukuzakhe the CHC is under construction.
The following services are offered in the two District Hospitals:
No OUT PATIENT SERVICES (MONDAY – FRIDAY) 1. Outpatient services 2. Eye care services. 3. Has/TB 4. Rehabilitation services 5. Wellness clinic –ART services 6. HCT 7. PMTCT 8. Dietician services 9. Social work services 10. Occupational health services 11. High risk clinic 12. Leprosy Clinic ( Bi – Monthly) 13. Orthopaedic clinic 14. MMC services 15. Dental services
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No WARD / 24 HOUR SERVICES 1. Casualty 2. Male/Female medical 3. Female/male surgical 4. Paediatric services 5. HCT and PMTCT 6. Theatre 7. X-Ray services 8. Laboratory services 9. Emergency medical services 10. Referral services
A comprehensive package of services is rendered and includes the following:
No Services rendered 1. Minor ailments 2. TB, HIV and AIDS & STI services 3. Mother, Child & Women and Youth Health Services (MCWYH) 4. Ante Natal Care, Deliveries and Post Natal Care 5. Emergency services 6. Mental health services 7. Chronic and Geriatrics Services 8. Wellness clinic
Health Services / Facilities in the municipality still require a lot of attention by the Department of Health. The Department needs to prioritize the following:
No Priorities 1. Building more Community Health Clinics especially in Wards where there is none 2. Have Community Health Clinics that will open 24 hours 3. Increase the number of Ambulances operating within the Municipality 4. Improve on the response time for Ambulances
10.1 HIV/ AIDS, Home Based Care and Orphans
10.1.1 HIV/AIDS
Mpumalanga is one of the three Provinces with the highest infection rates of HIV/AIDS. According to Department of Health, the HIV prevalence rate of Dr. Pixley Ka Isaka Seme was measured at 42.4% in 2013 making it the 8th highest of all the municipal areas in the Province even though this shows a decrease of 5.6% when compared to the 48% prevalence rate in 2012. Dr Pixley Ka Isaka Seme Local Municipality is one of 6 municipal areas that recorded a reduction in their HIV prevalence rate between 2012 and 2013.
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As part of the strategies to fight the high infection rate within the Dr. Pixley Ka Isaka Seme Local Municipality, the Local Aids Council (LAC). The LAC is formulated by a number of multi Stakeholders which include the Local Municipality, Department of Health, CDW’s etc.
The Municipality is in a process of developing a HIV/AIDS Strategy. The main purpose is to set the vision, outline the strategic interventions, provides a framework for a coordinated implementation of multi- sectorial responses, provide a plan for assigning responsibilities and accountabilities and tracking and reporting on performance, and provide the basis for raising resources needed to implement key interventions at local level.
The figure below represents the HIV Prevalence rate from 2011 to 2013.
Figure 21: HIV Prevalence 2011-2013
HIV PREVALENCE RATE
48 42,4 50 39
0 1 2 3
HIV Prevalance Rate(%) 2011 HIV Prevalance Rate(%) 2012 HIV Prevalance Rate(%) 2013
Source: Community Survey 2016
11. Coronavirus (COVID-19) – Global Pandemic
The outbreak of Coronavirus (COVID-19) became a serious threat to the World. The World Health Organisation (WHO) declared the virus a Global Pandemic. It describes it as an infectious disease caused by newly discovered coronavirus. It is outlined that most people infected with COVID -19 virus will experience mild to moderate respiratory illness and recover without requiring special treatment. Older people and those with underlying medical problems are more likely to develop illness. People are supposed to be well informed about the disease it causes and how it spreads. It is advised that the protection against the infection is by frequently washing hands with soap or using a hand sanitizer with 70% alcohol based and not touch the face
It medically report that the infection spreads primarily through droplets of saliva or discharge from the nose when an infected person coughs or sneezes and it is important to practice breathing etiquette (coughing into a flexed elbow, sneeze on a toilet paper and dispose it off immediately, wear face musk to cover mouth and nose in public areas all the time).
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It should be noted that are no specific vaccines or treatments for COVID-19 and ongoing clinical trials evaluating potential treatments are reported to be ongoing. Source: World Health Organisation, 2020 and the South African Government Website
The impact of the virus brought the world including South Africa to a standstill. The virus is fatal because there are reported death cases to that effect. The President of the Republic of South Africa, His Excellency Mr Cyril Ramaphosa declared the situation in the country a National Disaster on the 15th March 2020 considering the speed at which the virus is spreading.
The declaration is in recognition of the reality that there is no country which is immune or spared from being affected by this virus. The declaration of the National Disaster is an immediate intervention of the State to reduce the spread of the virus and its impact to the South African Population. The declaration came with stringent control and management measures to protect the people of the country.
On the 23rd March 2020, the President of the Republic of South Africa, following a meeting of the National Coronavirus Command Council, announced a “nationwide lockdown for 21 days with effect from midnight on Thursday, 26th March 2020”. The lockdown is part of efforts to curb the rapid spread of Coronavirus in the country and enacted in terms of the Disaster Management Act No 57 of 2002.
The President indicated that the action to be a “decisive measure to save millions of South African from infection and save the lives of hundreds of thousands of people” Further indicated that “while this measure will have a considerable impact on people’s livelihoods, on the life of our society and on our economy, the human cost of delaying this action would be far, far greater,”
The President’s announcement of the nationwide lockdown, came as the number of confirmed cases in South Africa increased six-fold in just eight days from 61 cases to 402 cases. The nationwide lockdown set very stringent control measures which includes among others that all South Africans will have to stay at home, individuals will not be allowed to leave their homes except under strict controlled circumstances, automatic placement of South African citizens and residents arriving from high-risk countries under quarantine for 14 days, travel restrictions and exemption of specific workers from the lockdown
Source: SAnews.gov.za Monday, March 23, 2020
Dr Pixley Ka Isaka Seme Local Municipality is within the boundaries of South Africa therefore cannot not be excluded from the already declared national disaster and the subsequent nationwide lockdown. All protective measures and restrictions put in place had to be adhered and implemented accordingly. The virus is the highest risk for people and development of the communities in the social and economic space.
The municipality is required within the future development plans through collaborations and partnerships develop systems and infrastructure in an integrated and comprehensive manner to be responsive in such unplanned situations
The municipality has been able to directly ensure immediate attention to the situation encountered due to Covid-19.
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- Socio economic impact of COVID-19
The municipality has experienced an impact of the COVID-19. The pandemic has put pressure on the ability of the municipality to raise revenue. This has also increased unemployment rate due to companies investing in the country closed down.
- Financial impact of COVID-19
The financial position of the municipality will be negatively impacted because of the continued loss of revenue as businesses, households and communities reel form the economic fallout caused by the pandemic.
- Stakeholder Engagement
The municipality convened an urgent meeting of key stakeholders and role players after the declaration of the National State of Disaster due to COVID-19 by the State President on the 19th March 2020. The meeting was led by the Executive Mayor of the Municipality and attended by various role players to set a response plan to COVID-19 and implementation thereof. The meeting was - - Safety Measures for COVID-19
The municipality and all roleplayers promote the COVID-19 safety protocols being wearing a Face Mask, Social Distancing, Sanitizing (70% alcohol based sanitizer) or Washing Hands regularly with soap. This protocols are to minimise the transmission and spread of the virus.
The municipal offices remain operational for essential services with strict compliance to the COVID-19 prevention protocols which intensified hygiene and social distancing. Official notices are issued to employees of the municipality on prevention and management of the COVID-19 in the institution. This includes public notices on procedures and queue management during visits at all municipal offices which includes markings. The municipality also adhere to following o Provision of personal protective equipment(PPE) to employees o Fumigation/Sanitization of municipal buildings, public and parking spaces o Sanitizing of municipal vehicles and equipments o Sanitizing of public sector premises within the municipal area
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- Information Management and Communication about Covid-19 with the municipal area
o The Local Covid-19 Command Council (LCC) serve as a key planning platform to integrate plans by various key stakeholders and roleplayers to curb the spread of the virus. o The LCC is chaired by the Executive Mayor of the municipality, Members of the Mayoral Committee, senior management of government departments and entities, business industry representatives, religious organisations, NGOs/NPOs in the health sector and all other interested parties within the municipal area. o Media statements are also issued to the public about the virus and measures recommended to prevent the spread.
- Funding
o The municipality made provision within its limited resources some funds to respond to programmes directed at curbing the spread of the virus in the workplace and local communities. o Relief and recovery fund allocation issued within the Disaster Management framework to the municipality by the national government o All funds will be utilised within the prescripts of the National Treasury and applicable legislation.
- MULTI-STAKEHOLDER CONTIGENCY PLAN : COVID-19
The below table provide the an all-inclusive plan which has been set for immediate implementation in response to curbing the spread of COVID-19 within the municipal area
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AREA ACTIVITITIES PROGRESS CHALLENGES POSSIBLE INTERVENTION Establishment of the JOC Regulations restricting Engage district to outline composition JOINT OPERATION with all the sector In response to COVID 19 sitting of meetings and of the JOC with operational COMMITTEE (JOC) departments including Municipality established JOC social distancing. guidelines and terms of reference. political leadership. comprising of Political Leadership, Administrations Lack of Reporting lines, Develop schedule of meetings. ACTIVE DEPARTMENTS and Sector Departments. inconsistency in reporting DRKPSM and non-attendance Explore possibility of arranging GSDM JOC meetings are sitting weekly teleconference or video conference DOH chaired by the Executive Mayor Absence of the structure meetings. SAPS and four meetings have sat to of the JOC ,Terms of SASSA date. reference and reporting DSD Lines DHA Minutes and attendance registers are kept for record purposes
The Local JOC reports to the District JOC which escalates reports to the Provincial JOC that eventually reports to National JOC. PROVISION OF Waste Management Waste management including Insufficient PPE Procurement of PPE and emergency ESSENTIAL refuse collection and street Concerns about safety of PPE in the event the situation SERVICES cleaning are effectively employees and related becoming worse. rendered .following planned labour issues. schedule. Educational awareness and information sharing with employees and trade unions. Traffic Services Traffic Services will be doing Limited personnel to Develop a rooster to rotate the their work except for driver’s reach all the areas or available personnel to strengthen law licenses, vehicle testing and admin units. enforcement. licensing renewal. Only Traffic Officers and Law Enforcement Non Compliance by Taxis Increase visibility and partner with will be in operation. and increasing number of provincial traffic department.
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Participate in Roadblock please moving around Monitor compliance in Taxi town and townships. industry Monitor compliance in funerals More funerals and Monitor public movement demographic spread of our municipality. Disaster ,fire and Rescue Fire Fighting Services and Limited personnel services Rescue will also be operational Mobilise for more activities and as normal during the lockdown People disregarding the encourage more public educations. period Monitor compliance in lockdown regulations. funerals Monitor compliance of municipal by-laws Monitor public movement Monitor and control at the grant pay points
Cemeteries and Funerals Provision of burial services Few challenges as the including allocation of graves community is cooperating and monitoring of funeral is and officials responsible Increase public awareness in the continuing. Members of public are handling this function rendering of this critical services are paying at the bank and efficiently. during hailing and other public present all required document awareness programs. to the cemetery supervisor. Adherence and compliance to 50 people is done by SAPS, EHPS and Traffic officers’ .One funeral is allowed in all cemeteries at the time to ensure social distance. Provision of Water and Water and Sanitation Services Sanitation are provided and operation normal. To augment this service additional water tanker and Honey suckers have been
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hired to reach rural areas/farms at a large scale. Electricity Electricity services will be operating during this period to attend to maintenance matters. No meter reading will be done, the billing will be based on estimated consumption. Pre-paid electricity can be purchased at vendors or online. Municipal Public Space Municipal offices, traffic No serious cases have Cases will be attended as a when ,Facilities and Offices offices, parks, community halls, reported. presented to the department. sport facilities, the public swimming pool, and libraries are closed during this lockdown period. Identifications of Two places have been State of readiness cannot Ensure that possible required ISOLATION Homeless Shelter and identified for homeless i.e be confirmed since there equipment are available and ,HOMELESS AND Quarantined Sites Georgious Community Hall and are no cases reported yet. contingency plan to occupy the QUARANTINE Amersfoort Town Hall. shelters is put in place. Engagement with school Two Sites have been or SGB will be done at the Await for correspondence and earmarked 1.e Volksrust High high level by responsible communication from relevant School and Volksrust Old department. authorities. Hospital. WORKPLACE All employees are mandated to MANAGEMENT use the prescriptions of the Concerns raised by waste Conduct awareness and involving AND Occupational Health and Safety removal employees about trade unions PRECATIONARY (OHS) Act of 1993 in governing their safety and ridiculous MEASURES TO workplaces in relation to demands. MITIGATE Coronavirus Disease 2019 EMPLOYEE HEALTH COVID–19. AND SAFTEY RISKS The OHS read with the Hazardous Biological Agents DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 142 | P a g e
Regulations requires the employer to provide and maintain as far as is reasonably practicable a working environment that is safe and without risks to the health of employees. Section 8(2) (b) requires steps such as may be reasonably practicable to eliminate or mitigate any hazard or potential hazard before resorting to personal protective equipment (PPE). However, in the case of COVID–19, a combination of controls is required, although the main principle is to follow the hierarchy of controls. This COVID-19 planning guidance was developed based on traditional infection prevention and occupational hygiene practices. Dr. Pixley Ka Isaka Seme Local Municipality will therefore implement the following: Engineering controls - isolating employees from work-related hazards relating to unnecessary exposure Administrative controls – Encouraging sick workers to stay at home, minimizing contact among workers,
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minimizing the number of workers on site at any given time e.g. rotation or shift work, discontinuing nonessential local travel ,developing emergency communications plans, including a task team for answering workers' concerns and internet-based communications, if feasible, providing workers with up-to- date education and training on COVID-19 risk factors and protective behaviours (e.g. cough etiquette and care of PPE), training workers who need to use protective clothing and equipment on how to put it on, use/wear it and dispose of it correctly, including in the context of their current and potential duties. Safe Work Practices – these include procedures for safe and proper work used to reduce the duration, frequency, or intensity of exposure to a hazard. Provide resources and a work environment that promotes personal hygiene. For example, no-touch refuse bins, hand soap, alcohol-based hand rubs containing at least 70 percent alcohol, disinfectants, and disposable
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towels for workers to clean their hands and their work surfaces, regular hand washing or using of alcohol-based hand rubs, and display hand washing signs in restrooms.
Personal Protective Equipment (PPE) – while engineering and administrative controls are considered more effective in minimizing exposure to COVID - 19, PPE may also be needed to prevent certain exposures. Examples of PPE include: gloves, goggles, face shields, face masks, gowns, aprons, coats, overalls, hair and shoe covers and respiratory protection, when appropriate.
In ensuring the workers safety and the preventing the spread of coronavirus, employees must take the following precautionary measures;
Wash your hands thoroughly with soap and water for at least 20 seconds to reduce the spread of the virus. Avoid touching your eyes, nose and mouth with unwashed hands as the virus spreads via contact.
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Make sure that you cover your mouth and nose with a tissue when coughing or sneezing as small droplets that come out of your nose and mouth can carry germs. Throw the tissue away immediately and wash your hands. If a tissue is not available, cough or sneeze into your upper sleeve.
Avoid close contact (1-2 metres) with people who have a fever and a cough.
Clean and disinfect frequently touched objects and surfaces such as desks, telephones and tables with soap and water.
If you become ill, please stay at home and isolate yourself from others to prevent the spread of the infection.
Seek early medical attention and phone ahead to advise your direct supervisor of your condition.
Hygiene Controls
Dr Pixley Ka Isaka Seme Local Municipality will adopt and
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enforce the following hygiene controls;
All workplaces will be regularly cleaned and sanitized including; floors, office furniture and electronic equipment
Hand sanitisers will be placed in prominent places around the workplace and will be regularly refilled Enforcing hygiene protocol for all individuals entering and exiting the buildings.
Display posters promoting hand-washing will be displayed at all notice boards
The appropriate PPE will be made available to all staff at the workplace
Municipal Service delivery vehicles will be sanitised regularly
Considering the introduction of a 'Work from Home' arrangement
A moratorium to stop all official staff travelling and
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cancellation of internal and public meetings
Municipality believes the health and safety of its employees remains a top priority.
To this effect municipal is rolled out the following measures:
Allocating hand sanitizing stations at all entrances of buildings. Enforcing hygiene protocol for all individuals entering and exiting the buildings.
Introduce scheduled sanitation of commonly used objects across the offices, this includes telephones, door handles, taps, and desks.
Amongst other things considering the introduction of a 'Work From Home' arrangement
A moratorium on all official staff travelling and cancellation of internal meetings.
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HYGIENE Empowering the public with EDUCATION knowledge surrounding the ,COMMUNICATION COVID-19 pandemic is an AND AWARENES effective method of allaying fears and reducing the harmful impact of misinformation.
Mass public awareness campaign regarding the COVID- 19 outbreak.
Intensive education workshops to be provided to high-risk individuals by health and safety officials. Intensive education workshops provided to high- risk individuals by health and safety officials. . Daily situation updates is sent to residents via SMS and digital media platforms.
Granting permits to hygiene compliant local business (spaza shops) in townships / villages.
Support given to the taxi industry to sanitise their vehicles.
Taxi ranks cleaning and sanitization.
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Comply to transport and small business regulations.
DEPARTMENT PLAN - Department of Health Dr Pixley ka Isaka Seme Health
Response plan SECTOR SAPS Implementation of regulations DEPARTMENTS and Law enforcement PLANS DSD Identification of homeless and addressing underling factors including support to families .Extreme cases will refereed to the centre SASSA Plan presented ( See attachment) Department of Home Submission of all registered Affairs deaths weekly to EHP,SAPS and Municipality
There is no comprehensive Measures in place disaster management and for severe weather emergency response plan of conditions or the municipality. The current unforeseen state of readiness low for such situations during conditions due to unavailability the lockdown of response material and period equipment because of the lack of financial resources. The municipality has public building and facilities which might be used in case of severe weather conditions to provide shelter to community members who might be affected. The facilities are outlined above in
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this plan. The municipality has received the following items from the Gert Sibande District Municipality which will be used in case of unforeseen situation: 13 x Tents, 30 x Blankets and 13 x Sleeping Sponges
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- MUNICIPAL INSTITUTIONAL CONTIGENCY/PREPARENESS PLAN : COVID-19
The impact of the Covid-19 and the need for provision of services to the community by the municipality has been considered at the high level by the institution. A comprehensive method and plan integrating all curbing measures has been put in place and implemented in the municipality. The below narration provide the plan o Dr Pixley Ka Isaka Seme Local Municipality is committed to providing a safe and healthy workplace for all our employees and customers. To ensure that, we have developed the following COVID-19 Preparedness Plan in response to the COVID-19 pandemic. o Managers and employees are all responsible for implementing this plan whose goal is to mitigate the potential for transmission of COVID-19 in the workplaces and communities, and that requires full cooperation among our workers, management and customers. o Employees and the public are the most important assets which require support and assistance for their safety by implementing a successful COVID-19 response plan. o The plan is aligned to the National Institute for Communicable Disease (NICD) and Department of Health (DoH) guidelines, Department of Employment and Labour OHS standards related to COVID-19 and regulations in terms of Disaster Management Act, Lockdowns levels and directives which are issued through the National COVID-19 Command Council and implemented through the Provincial, District and Local Command Councils o The institution policy plan addresses the following : . Social distancing, hygiene and respiratory etiquette; . Engineering and administrative controls for social distancing; . Customer controls and protections for drop-off, pick-up, delivery and payment of services; . Housekeeping, including cleaning, disinfecting and decontamination; . Prompt identification and isolation of sick persons; . Communications and training that will be provided to managers and employees; and management and supervision necessary to ensure effective implementation of the plan.
12. Orphans and Vulnerable Children
There are more children orphaned because their parents have died from HIV and AIDS related diseases. The Department of Health and Social Development and Department of Education are doing their level best to take care of this situation and making sure that these children are identified and taken care of. Department of Social Development has a number of programs designed and implemented to deal with orphans and child headed households. Community members have also taken a leading role in making sure that these children are not neglected and or abused.
Table 33 reflects the number of children who have lost their fathers, mothers as well as those who lost both parents. Paternal orphans (2079) within the Dr. Pixley Ka Isaka Seme Municipal jurisdiction are thus more than double the number of maternal orphans (1127) while the number of double orphans (849) is the lowest. Mkhondo local municipality shows the highest numbers in terms of the total number DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 152 | P a g e
Table 33: Distribution of population less than 17 years old by orphan-hood status
Maternal orphans Paternal orphans Double orphans 1 271 2 079 849
Source: Community Survey 2016
13. Water
The Municipality is a water service authority. The Municipality has been working hard over the years in trying to make sure that each household has access to basic living standards or services as required by the Government. The majority of the residents of Dr. Pixley Ka Isaka Seme Local Municipality get their water supply from a local water scheme. The main challenge is our ageing water supply network in all administration units, particularly in Volksrust and Amersfoort Towns where the network is still mostly consisted of Asbestos (AC) pipes, which have reached their design life span.
Figure 20 below displays that the number of households with access to piped water increased between 2011 and 2016. The reason for the higher number of households that have no access to piped water in 2016 is caused by the increase of the number of households as per the community survey results.
Figure 22: Household Access to Piped Water Household Access to Piped Water
50000 18428 1410 20334 0 2212 Access to piped water 2011No Access to piped water 2011 Access to piped water 2016 No Access to piped water 2016
Source: Community Survey 2016 The Pie chart below indicates that there are 64% households (14497)) with access to piped water inside their dwelling or house, 24% households (5343) with access to piped water inside their yard and 1% of the households have access through a communal tap. There are 2212 households (11%) that have no access to piped water.
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Figure 21: Main source of water for drinking Piped (tap) water inside the dwelling/house Piped (tap) water inside yard 294 Piped water on community stand 267 Borehole in the yard 108 26 Rain-water tank in yard 93 187 14497 107 Neighbours tap 535 271 1594 243 Public/communal tap
5343 575 Water-carrier/tanker Borehole outside the yard
Flowing water/stream/river
Well
Spring
Source: Community Survey 2016 The level of access to water can be broken down as follows on ward level. The table below is based on the 2016 Community Survey statistical data. Table 41 Ward No. HH with HH Remedial Action Progress No. HH Access without Municipal Intervention Timeframe End of March Access Numbers 2020/21 2020
Ward 1 2790 2520 270 270 HH Construction of 30 June The project is (informal water connection 2020 complete at settleme completer with 100% nt) water meter(150HH) Ward 2 1031 971 60 60 Construction of 30 June The project is water connection 2020 complete at completer with 100% water meter(60HH) Ward 3 2285 2285 0 239 HH None None None Ward 4 1946 1649 297 347 None None None Ward 5 1771 1569 202 103 None None None Ward 6 2240 1709 129 531 Construction of 30 June The project is water connection 2020 complete at completer with 100%
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water meter(150HH) Ward 7 2238 2045 193 85 None None None Ward 8 2070 1876 194 10 None None None Ward 9 1358 1248 110 0 None None None Ward 2679 2169 510 301 Construction of 30 June The project is 10 water connection 2020 complete at 15% complete with water meter (36 HH)
Ward 2138 1941 197 154 Construction of 30 June The project is 11 water connection 2020 complete at complete with water 100% meter (97 HH)
The current status of the Bulk supply and storage for water can be outlined as follows:
CHALLENGES AND INTERVENTIONS PER WATER TREATMENT SCHEME
A. Amersfoort Water Treatment Plant Network CHALLENGES PROPOSED INTERVENTION Treatment Works o The plant is in bad condition o The plant requires refurbishment and upgrading o the treatment works operates above the design o R65 000 000.00 required for the upgrading from 4.6 capacity to 12 Mega litres per day Reservoirs o All reservoirs are in a fair condition. Expected useful o Immediate remedial measures are required for life has been exceeded for some of the reservoirs. Ezamokuhle Reservoir in Amersfoort o Ezamokuhle in Amersfoort the Reservoir is badly o Structural Investigations should be carried out for all cracking the reservoirs to determine possible structural failures and recommendations implemented to ensure the following o that the structural integrity for the reservoirs is maintained avoiding reservoir failures o that there are no water losses through cracks on the reservoir walls
Reticulation Network o There are a lot of illegal connections. Their locations o An investigation to be carried out to determine the is unknown number of illegal connections and relevant measures o There are many water losses in the system resulting taken to eradicate them. from; o Address water supply backlogs to reduce illegal o construction works damages connections. o several bursts where there are AC pipes o Construction works damages to be reported and especially in winter season fixed immediately o All AC Pipes should to be replaced. There is approximately 30km of AC Pipes DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 155 | P a g e
B. Volksrust Water Treatment Plant Network Treatment Works o The plant condition is poor o The plant requires a refurbishment and upgrade o the treatment works operates above the design o R45 000 000.00 required for the upgrade from 4ml capacity to 8ml and refurbishment
Pump Stations o All pump station buildings are in a fair condition. EUL o Conditional assessments should be carried out for all has been exceeded for some of the buildings and pump station buildings to determine refurbishment some will be reaching the EUL this year. measures required o Pipework around the above three pump stations was o All pipework around the pump stations to be reported to be in a poor condition assessed and replaced as necessary
Reservoirs o All reservoirs are in a fair condition. EUL has been o Structural Investigations should be carried out for all exceeded for some of the reservoirs and some will the reservoirs to determine possible structural be reaching the EUL this year. failures and recommendations implemented o Small cracks are forming on the roof of the Cemetery Reservoir. The roof drainage is poor, rain water is daming on top of the reservoir. Reticulation and Bulk Networks o Replace approximately 15km of AC pipes with uPVC o AC pipes have reached their EUL pipes. o Not known if there are illegal connections or not o An investigation to be carried out to determine the along the Balfour/Schuilhoek pipeline number of illegal connections along the Balfour/Schuilhoek pipeline route. C. Vukuzakhe Water Treatment Plant Network Treatment Works o the treatment works operates above the design o Upgrade from 4 to 10 capacity o R55 000 000.00 required
Reservoirs o Vukuzakhe Reservoir is in a bad condition. The o Immediate remedial measures are required for following were noted; Vukuzakhe Reservoir o There are cracks around the reservoir o The raw water dam to be investigated for possible o EUL has been reached. structural failures and recommended measures o There is no security fence around the reservoir implemented o The access ladder has been stolen. o Security fence to be installed o There are informal settlements right next to the o The access ladder should be replaced tank o Consideration to be made for relocation of the o informal settlers
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Bulk Networks o AC pipes have reached their EUL o Replace approximately 4.5km of AC pipes with uPVC pipes.
Reticulation Network o There are a lot of illegal connections. Their locations o An investigation to be carried out to determine the is unknown number of illegal connections and relevant measures o There are many water losses in the system resulting taken to eradicate them. from; o Address water supply backlogs to reduce illegal o construction works damages connections. o Many pipe bursts during winter o Construction works damages to be reported and fixed immediately D. Wakkerstroom Water Treatment Plant Network Treatment Works o The plant condition is poor. EUL has been reached o The plant requires a refurbishment and upgrading o Treatment plant operates at the full capacity from 2 to 4 ML o R20 000 000.00 required Reservoirs o Town Reservoir o The reservoir is in a bad condition. Cracks are o Reservoirs to be investigated for possible structural developing around the reservoir. EUL has been failures reached. o Immediate remedial measures are required for o Esizameleni Reservoir Town Reservoir o The reservoir is in a fair condition. EUL has been reached Reticulation Network o There are a lot of unknown illegal connections. o An investigation to be carried out to determine the o There are many water losses in the system resulting number of illegal connections and relevant measures from; taken to eradicate them. o construction works damages o Address water supply backlogs to reduce illegal o Many pipe bursts during winter connections. o Construction works damages to be reported and fixed immediately
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13.2 WATER CHALLENGE AND INTERVENTION PLANS
The Municipality is faced with numerous challenges that make it difficult to implement the water service accurately to community members. The following challenges are faced by the Municipality in terms of Water:
Table 36 CHALLENGES PROPOSED INTERVENTION Time frame Inadequate raw water source Dredging of Dams (Schuilhoek) to increase 2021-2025 capacity of the dam Drilling and equipping of boreholes in rural areas Low Blue Drop Score Recruitment of skilled personnel (PC’s and 2020/2021 (short term) artisans) Upgrading and refurbishment of WTW’s 2020/2030 (long term) Allocate budget for preventative maintenance 2020/2021 (short term) Lack of/insufficient capacity of the Upgrading of water treatment works 2020/2030 (long term) water treatment work Ageing and lack of maintenance on Replacement of AC pipes 2020/2030 (long term) water and wastewater works and Replacement of all infrastructure asbestos pipes Lack of water reticulation in rural Provision of water through water tankers 2021/2030 (long term) areas Installation of jojo tanks
Vandalism of infrastructure and illegal Procurement of security personnel to guard 2021/2022 (short water connections by communities, against all criminal activities terms0 leaving huge water loss in the system Monitoring of illegal connections and leakages through the integrated service delivery programmes and water meter monitors On going Lack of water master plan Development and implementation of water 2021/2025 (medium master plan through MISA term0 Lack of water demand management Development and implementation of the 2020/2021 (short term0 system water conservation and demand management strategy Insufficient budget for operation and Development and implementation of the 0 & 2021/2021 (Ongoing) maintenance M plan Allocate additional budget for O & M
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Figure 22: Access to Sanitation
Flush toilet connected to a public 60 856 sewerage system 8 958 Flush toilet connected to a septic tank or conservancy tank 1950 Chemical toilet
Pit latrine/toilet with ventilation pipe Pit latrine/toilet without 3611 ventilation pipe Bucket toilet (collected by municipality) 14613 41 Bucket toilet (emptied by 449 household) Other
None
Source: Community Survey 2016
The level of access to sanitation can be broken down as follows on ward level. The table below is based on the 2016 Community Survey statistical data and the municipal status information. Ward NO. HH Households Households Remedial Action Progress No. with Access without Municipal Intervention Timeframe End of Access Numbers February 2017 Ward 1 2790 2520 270 270 HH None None None (informal settlement) Ward 2 1031 971 60 60 None None None Ward 3 2285 2285 0 239 HH None None None Ward 4 1946 1649 297 347 None None None Ward 5 1771 1569 202 103 Installation of 30 June The project is 90 house 2020 complete at connection 35% Ward 6 2240 1709 129 531 None None None Ward 7 2238 2045 193 85 None None None Ward 8 2070 1876 194 10 None None None Ward 9 1358 1248 110 0 None None None
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Ward 10 2679 2169 510 301 Installation of 30 June The project is 60 improved 2020 complete at sanitation 35% Ward 11 2138 1941 197 154 None None None
13.3 STATUS OF BULK SANITATION INFRASTRUCTURE Table 34 n Bulk Sanitation Status Challenges Intervention (source to o tap) 1 o Waste Water Treatment o Plant exceeded the design o Plant to be decommissioned Works in Vukuzakhe in poor capacity and be converted into main condition sewer pump station
2 o Waste Water Treatment o Amersfoort waste Water o The plant requires a Works in Amersfoort plant treatment plant is in bad refurbishment and upgrading not functional condition and exceeded the from 1 to 4 ML design capacity o Theft and vandalism of o R25 000 000.00 required for mechanical and electrical the upgrade and equipment refurbishment o Non-functional of critical treatment process o There are several failures 3 o Waste Water Treatment o Volksrust waste water o Plant to be upgraded from Works in Volksrust treatment plant is 4ml to 8ml undergoing refurbishment. undergoing refurbishment o R108 000 000.00 required for the upgrade 4 Waste Water Treatment o Maturation ponds full o Plant needs upgrading from Works in Wakkerstroom of sludge 1 to 4 ML needs to be refurbished. o Treatment plant o R25 000 000.00 required for operate above the the upgrade design capacity 5 Waste Water treatment o Theft and vandalism o Deployment of security plant in Paardekop is in fair personnel condition
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13.4 SANITATION CHALLENGES AND INTERVENTION PLANS
Table 35
CHALLENGES PROPOSED INTERVENTION Time frame Huge backlog against small Source funding through MIG, DHS 2021/2030 (long term) allocation making it difficult to AND WSIG for installation of reduce or close the backlog sanitation service Sewer spillages due to lack of Installation of sewer reticulation 2021/2030 (long term) sewer reticulation in some areas system of Amersfoort, Perdekop and Wakkerstroom Poor green drop score Refurbishment and upgrading of 2021/2030 (long term) WWTW’s Lack of operation and Development and implementation 2021/2022 (short term0 maintenance plan of operation and maintenance plan Non-functional and insufficient Upgrading and refurbishment of 2021/2030 (long term) capacity of Amersfoort, WWTW’s Wakkerstroom and Vukuzakhe water treatment works
14 Electricity
14.1 Electricity Provision
The Dr Pixley Ka Isaka Seme Local Municipality purchases electricity from ESKOM and provides for Volksrust, Vukuzakhe and a portion of Daggakraal (Sinqobile C).
Other administrative units are supplied by ESKOM but some of the public lighting in these units is maintained by ESKOM on behalf of the municipality and the rest by the Municipality. The electricity is provided through both the conventional method and the prepaid system. The biggest challenge is maintenance and replacement of aging infrastructure due to inadequate funding. Our current capacity is 10 MVA and we are in the process of commissioning our new sub-station in Vukuzakhe that will increase our capacity to 20MVA. Our contracted Minimum Demand Management for Volksrust and Vukuzakhe is 9MVA which we currently exceeds during winter and 400KVA for Daggakraal.
14.1.1 VOLKSRUST Volksrust and Vukuzakhe is supplied by Eskom at 11KV with a Maximum Notified Demand of 9MVA, while Daggakraal is also supplied by Eskom with a 22KV line with a Maximum Notified Demand of 400 KVA. Electricity is distributed by underground cables and overhead lines with current backlog of 2, 1 MVA.
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14.1.2 VUKUZAKHE The electricity distribution is mostly on underground cables with current supply capacity of 8MVA and spare capacity of 3,5MVA. All the streets have public lighting through streetlights and high mast lights. There are 590 households in ward 1 that still need access to electricity; application has been submitted to Department of Energy. There is a need to increase the supply capacity from 9MVA to 20MVA, the application to increase our bulk supply were submitted to Department of Energy.
14.1.3 ACCESS TO ELECTRICITY Households with connection to electricity increased to 19 824 in 2016. The share of households connected to electricity improved to a level of 87.9% in 2016. There are 2 561 households not connected to electricity and this backlog figure is made up of both the municipal and Eskom serviced areas.
Figure 25: Access to Electricity
2722 2016 19824 Other Sources Connected to Electricity 2936 2011 16902
0 5000 10000 15000 20000
Source: Community Survey 2016
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The level of access to electricity can be broken down as follows at ward level. The table below is based on the 2016 Community Survey statistical data. Ward NO. HH HH with HH Remedial Action Progress No. Access without MUNICIPAL Intervention Timeframe End of Access NUMBERS February 2017 Ward 1 2 790 2 790 0 121 Electrification 30 June 2020 The project is of 121 complete at Households 100% Ward 2 1 031 1 031 0 0 None None None Ward 3 2 285 2 285 0 180 Electrification 30 June 2020 The project is of 180 complete at Households 100% Ward 4 1 946 1 946 256 256 None None None Ward 5 1 771 1 621 150 150 Electrification 30 March The project is of 150 2020 complete at Households 80% Ward 6 2 240 1 891 349 349 None None None Ward 7 2 238 1 959 279 279 Electrification 30 March The project is of 279 2020 complete at Households 80% Ward 8 2 070 1 819 251 251 None None None Ward 9 1 358 1 134 224 224 None None None Ward 10 2 679 2 161 518 518 None None None Ward 11 2 138 1 910 228 228 Electrification 30 March The project is of 228 2020 complete at Households 80%
15. Roads and Storm water
The Municipal is made up of 278km’s of road of which 85kms is surfaced and 193kms is gravel road. The municipal roads are in a bad state due to high volumes of coal haulage trucks that transport coal to the Amajuba Power Stations and other areas within and beyond its jurisdictional area; thus inflating the maintenance expenditure of all three spheres of government on roads across the municipalities boundaries.
The N11 between Ermelo, Amersfoort and Volksrust transverses the area and it is an important north-south transportation route providing access from the Limpopo Province and to the Northern KZN. The N11 is used freight transportation route and can also be viewed as a potential corridor on boosting the tourism in the area. This route can be used to tap into the economic development of the municipal jurisdiction as it is in good condition. There are other roads within the municipal boundaries that are provincial, these include the R23 (connects Volksrust to Standerton), R543 (links Volksrust to Piet Retief). Some of the roads, mainly those by local and provincial, have to be properly gravelled or be tarred accordingly. There is also a growing need for footbridges over the streams and rivers in the rural areas as most of the roads are gravel and are inaccessible during rainy periods.
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The challenge is also maintenance and refurbishing of our internal roads both in town and townships due to insufficient funding. This situation affects the economic stability in the area such as the value of houses along such roads.
Figure 22: Access to Roads
ACCESS TO ROADS
KMs OF ROADS IN THE 183.3 MUNICIPALITY KMs OF SURFACED ROADS 278
KMs OF UNSURFACED ROADS
94,3
Source: Community Survey 2016
16. Storm water
Storm-water drainage is part of the roads infrastructure; therefore storm-water systems should be provided alongside all formal roads, whether gravel or paved and with the state of our roads, storm-water drainage also needs attention. Currently the municipality has storm-water drainage system such as drop structures, open-channel system and regular drainage from the roadway into intersecting roads or drainage ways.
The Municipality still needs to come up with the Storm Water Master Plan but due to lack of funding that cannot be done within this financial year.
There are parts of the Municipality areas without storm water, places like Ward 1, Ward 7, Ward 9,10 and 11 In Daggakraal, that have a negative impact on our roads.
The municipality experiences challenges in repairing and maintenance of the existing storm water drainage as the roads leading to storm water drainage system are gravel and block the system.
Ward NO. HH HH with HH without Remedial Action Progress No. Access Access MUNICIPAL Intervention Timeframe End of NUMBERS February 2019 Ward 22 546 22 546 0 1-11
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17. Waste Management
The development of an Integrated Waste Management Plan(IWMP) is a requirement for certain organs of state in terms of Section 11 of the National Environmental Management Waste Act, 2008 (Act 59 of 2008) (NEMWA) for government to properly plan and manage waste. Dr Pixley Ka Isaka Seme Local Municipality is now complying with the National Environmental Management Waste Act because our Municipality has an Integrated Waste Management Plan that was approved through Council. Dr Pixley Ka Isaka Seme Local Municipality is faced with the challenge of ensuring that waste management is comprehensively done in line with the best practicable methods, effectively, efficiently and at the cost that the community and the municipalities can afford. This is imperative with more emphasis being placed in reducing waste that comes to the landfill sites by promoting re-use, recycling and prevention of waste generation from source. The management and control of landfill sites is key to effective waste management. Effective and efficient waste management is envisaged to be achieved over medium and long term. Partnerships between the key stakeholders, sector departments, private sector and the communities in having joint programs including technological advancement to eliminate, minimize and control waste generation and disposal. Dr Pixley Ka Isaka Seme LM in partnership with GSDM will also look into integration of planning and waste management including the review of all waste by – laws that will ensure a balance with environmental safety and protection, capacity building will be on going for those involved in waste management, re-cycling, re-use and awareness programs. The program will be to evaluate and monitor the local and district wide development trends, waste generation, management and disposal methods and mechanism, awareness and educational programs including preventative and technological advances. The program will also look into the program of ensuring compliance monitoring and environment impact of waste within the district and rehabilitation and re-use of old landfill sites.
17.1 Identified Key Challenges on Waste Management
No Challenges 1. Review of Waste By laws and Waste Management Development Plans 2. Monitoring and surveillance of landfill sites 3. Coordination and partnership with all stakeholders in waste management 4. Promotion and support for waste minimization, re-cycling and re- use 5. Rehabilitation and pollution control programs 6. Enforcement of relevant legislation by all stakeholders
The below table provide the status of refuse removal WITHIN THE
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WARD VILLAGE TOTAL HH CHALLENGE INTERVENTION WITHOUT ACCESS PROJECT BUDGET PERIOD
Vukuzakhe New Extend Waste None 2020/21 Ward 1 280 (Msholozi) Settlement Management Service
Ward 2 Vukuzakhe 0 None None None None
Vukuzakhe New Extend Waste None 2020/21 Ward 3 490 (Marikana) Settlement Management Service
Ward 4 Volksrust 0 None None None None
Wakkerstroom New Extend Waste None 2020/21 Ward 5 (RDP Section- 245 Settlement Management Service Gebenga)
Perdekop New Extend Waste None 2020/21 Ward 6 601 (Nkanini) Settlement Management Service
Ward 7 Amersfoort 0 None None None None
Amersfoort New Extend Waste None 2020/21 Ward 8 140 (New RDP) Settlement Management Service
We use specialized R 1 000 000.0 Formalization of programs like waste (Internal 2017/2018 funds) Ward 9 Daggakraal 1180 management EPWP/CWP/ and Phezu FY system ko Mkhondo to do the cleaning
We use specialized R 1 000 000.0 Formalization of programs like waste (Internal 2017/2018 funds) Ward 10 Daggakraal 2501 management EPWP/CWP/ and Phezu FY system ko Mkhondo to do the cleaning
We use specialized R 1 000 000.0 Formalization of programs like waste (Internal 2017/2018 funds) Ward 11 Daggakraal 1960 management EPWP/CWP/ and Phezu FY system ko Mkhondo to do the cleaning
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18 Summary of Access to Basic Services
The following table gives a summary with regards to access to basic services; comparison is made between Census 2011 data and the 2016 Community Survey.
Table 37: Access to basic services
Services Total no of No of HH % of HH No of HH % of HH HH with Access with Access without without Access Access Census 2011 Statistics Water 19 838 18 430 92 1 408 7.1 Sanitation 19 838 18 826 94 1 012 5.1 Electricity 19 838 16 902 85 2 936 15 Refuse 19 838 12 299 62 7 539 38 Removal 2016 Community Survey Statistics Water 22 546 20 577 91.3 1 969 8.7 Sanitation 22 546 22 029 97.7 517 2.3 Electricity 22 546 20 235 89.7 2 311 2.3 Refuse 22 546 14 933 72.6 5 641 27.4 Removal Additional Households between Census 2011 and 2016 Community Survey is 2708
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KPA 3: LOCAL ECONOMIC DEVELOPMENT
Section 153(a) of the constitution stipulates that, as part of its developmental duties, local government must; “structure and manage its administration and budgeting and planning processes to give priority to the basic needs of the community and to promote the social and economic development of the community”.
Local Economic Development is one of the six key performance areas in the Dr. Pixley Ka Isaka Seme Local Municipality. LED has emerged as one of the key developmental strategies by which to address the intractable challenges of poverty, unemployment and income inequality. The role of local government in LED has strong legislative foundations. In the constitution economic development is defined as one of the core duties of developmental local government.
Dr Pixley Ka Isaka Seme Local Municipality has a high unemployment rate and poverty levels that result in low affordability levels which turn manifest in low levels of investment, development and service delivery and underutilization of development opportunities.
The Local Economic Development Strategy and Tourism of 2015 is currently under review with through the assistance of the Department of Economic Development and Tourism, The process has passed all other phases and will be is at a strategy development stage. It has been identified that the agriculture and tourism are comparative advantages to enhance the economy of the municipality therefore plans focusing directly to these areas should will be developed on finalisation of the overall Local Development Strategy.
3.1 Unemployment Rate
The unemployment rate of Dr. Pixley Ka Isaka Seme decreased from 36.1% in 2011 to 33.7% in 2015. In 2015, Dr. Pixley Ka Isaka Seme’s unemployment rate was the 4th highest among all the municipal areas of Mpumalanga. The unemployment rate is higher for females (39.3%) than the one for males (29%). The Municipality is dominated by unemployed Youth which is standing at 45.1% as per the 2016 Community Survey results again the females dominate the unemployment rate in this category.
3.2 Economy Analysis
The municipality has a limited and almost non- existent industrial economy, the predominantly rural nature of the municipality limits commercial and business development. Business activities are confined to supply store, the municipality is more substantial commercial and business activities are restricted to Newcastle which falls within KZN which means that a substantial portion of DPKISLM community’s income is not being reinvested into the province although part of the municipality such as Perdekop, Daggakraal and Amersfoort the community income is being reinvested in Ermelo that fall under Msukaligwa municipality the neighbouring municipality which is part of the Mpumalanga Province. The average annual economic growth rate for the municipality as per the 2016 community survey is 1.9% over the period 1996 to 2015. The fore-casted average annual GDP growth for 2015-2019 is around 1.3% per annum. The largest employing industries in Dr. Pixley Ka Isaka Seme are utilities, trade, and finance and community services, occupying roughly 66% of the total employment. There is a High labour intensity in industries such as transport, manufacturing and construction. DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 168 | P a g e
There are a number of registered Cooperatives and SMME’s within the Municipality; however, the greatest challenge is that the minority of those registered are also non-operational. With regards to SMME’s the greatest challenge is their inability to compete with other Business people. 3.4 Potential Interventions
Development in the municipal area is limited as a result of backlog in social and economic infrastructure, although the natural resources of the area provide the basis for socio-economic developments. In terms of economic infrastructure development priority intervention includes; No Development Priorities 1. Factory space/ Industrial Hub 2. Irrigation and other farming infrastructure (Farm Paardekraal, Hydroponic Farming in Daggakraal) 3. Truck Inn/Stop 4. Development of the N11 and R23 Corridor 5. Small scale mining (Kangra coal, Yzermyn underground mine and Fly Ash Project). 6. Construction of a Waste Management Plant (Recycling). 7. Construction and Management of Uthaka Bird and Nature Park 8. Market the heritage and Liberation route(Pixley Ka Seme Statue, Mahatma Gandhi prison cell) 9. Construction of a Cultural Village in Wakkerstroom
3.5 Situational Factors/Challenges and Possible Intervention on LED
The below table C provide an overview of situational factor and/or challenges and proposed interventions which will have a direct impact to local economic development within the municipality. Some of the factors cut across the external and institutional situations.
Table C
EXTERNAL FACTORS INTERVENTIONS / ACTION PLAN High unemployment rate with the youth at o Public, private and community collaboration in 45,1% 2016 Community Survey economic development High poverty level, low affordability levels o SMME development and entrepreneurship Lack of effective public, private and support by government and private sector community collaboration o Public sector should play an important role of Lack of transformation facilitating an enabling environment, The largest employing industries are utilities, o Private sector drives tourism. trade and finance and community service o Develop a common vision, which is capable of Underutilization of development unifying all major stakeholders including opportunities government, private sector, and communities. Business activities are confined to supply o The integration of the community (previously stores disadvantaged) sector into the industry by the Income is not being reinvested in the local three actors (public, private and communities) municipality but in KZN Province due to the acting in concert to break free from its current and lack luster performance levels. DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 169 | P a g e
town Newcastle bordering the Municipality o Mobilise adequate financial resources to and in the neighbouring Msukaligwa Local complement the private sector efforts Municipality product development and marketing spend.
EXTERNAL FACTORS INTERVENTIONS / ACTION PLAN Cooperatives- Majority of those o Improve the provision of both soft and hard registered are not operational infrastructure in communities and package SMME’s – their greatest challenge is their the development to include access roads to inability to compete with other business heritage sites, air and sea travel. people o Government initiated capital projects to be Some government supported/ funded impact based and should fully implemented projects have collapsed Implementation of projects by sector department and promote local beneficiation – enabling infrastructure (CRDP and Capital Projects) Existing projects not fully implemented Shortage of skills (critical & scarce for driving the economy) Lack of access to land for economic development High prevalence of shops owned/operated by foreign nationals
INTERNAL FACTORS INTERVENTIONS / ACTION PLAN Limited municipal infrastructure to o Develop and market a common tourism stimulate the economy product for the entire municipality to avert Lack of budget to fund implementation of tourism development that has been LED strategic characterized by fragmentation, Lack of partnership between the ineffectiveness, and inefficiency. municipality and private sector o Building effective collaborations between the Lack of investment attraction and public, private and community sector opportunities/ low levels of investment o Development of a coherent product for the Municipality has limited and almost non- municipality and linking this with the district, existent industrial economy provincial and national product Tourism challenges: lack of well- o Ensuring effective and efficient utilization developed tourism product, lack of available resources collaboration, lack of transformation, o Expedite the transformation and integration tourism expenditure and enabling of the industry infrastructure o Investment in strategic agriculture tourism infrastructure
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INTERNAL FACTORS INTERVENTIONS / ACTION PLAN Agriculture challenges : underutilization o Municipality to explore the natural of the municipal owned agricultural resources : Agriculture (crop farming and farms, lack of well-developed agriculture livestock farming) Tourism (Wetlands & product, lack of collaboration, lack of bird watching) Small scale mining transformation, agriculture expenditure o Develop an Agricultural Product Plan and enabling infrastructure o Functional Local Economic Development Projects identified for economic Forum required. development not implemented o Support staff specializing in LED required Municipality does not have an LED Staff complement to be increased Strategy, last one is from 2015 Lack of capacity in the municipality with regards to the LED unit
3.1 SWOT Analysis on Local Economic Development A detailed SWOT analysis of the local municipality is presented and the following are an addition as they directly relate to local economic situation in the municipality. There is need to review the SWOT analysis as conditions might have changed over the years.
STRENGTHS WEAKNESSES Comparative advantage in agriculture (comparative Non Functionality of some IGR Structures advantage graph – SERO ) Road & Sanitation Infrastructure IGR Structures in place Ageing electricity infrastructure Compliance with Legislation Limited land available for development Good water infrastructure Financial capacity to fill vacant positions Ability to service creditors Low revenue base & collection Job creation through internal Retention of scarce skills Capable political and administrative leadership Inadequate management systems(ICT) Agricultural Farms owned by the municipality Absence of signage for tourism sight
OPPORTUNITIES THREATS Geographical location High unemployment rate Agricultural development Illegal occupation of land Tourism development Climate Change / Natural disasters Mining opportunities Damaged road infrastructure Job creation through other initiatives Crime/ drug abuse Development of R23, R543 and N11 corridor(Agri & Environmental degradation due to mining Ecotourism) Teenage pregnancy Weather and topography Poverty Attraction of investors Lack of skills/illiteracy rate Training opportunities(External support for capacity Low economic activities building) High prevalence of foreign shops Availability of land which can be rezoned Absence of private sector investment Low Level of Education Unsustainable electricity and bulk water supply Audit Outcome 2018/19: Disclaimer
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3.2 STRATEGIC OBJECTIVES AND GOALS ON LED
STRATEGIC OBJECTIVE STRATEGIC GOAL o The protection of natural capital o Sustainable long-term local economic development through the protection and o The Reduction of poverty: Reducing poverty by maintenance of natural capital. mobilising and working with all stakeholders o Mobilising and working with all stakeholders through the LED forum. This includes through the LED forum. This includes diversification of the labour force through diversification of the labour force through strategic planning and intervention strategic planning and intervention. o Investment in human capital and skills o Continued trainings of SMMEs and development through continued trainings of entrepreneurial development programmes. SMMEs and entrepreneurial development programmes. o Learnership programmes targeting local residents implemented. o Creation of decent jobs through accelerating implementation of local economic development o Decent jobs created programmes o To increase support to SMMEs & Coops by 50% o SMME development and support by 2025 o Provide infrastructure to support economic o Investors attracted develop
o To improve percentage scarce and critical skills o Sustainable and competitive SMME’s & by 20% by 2025 Cooperatives o To improve collaboration transformation and
product development within tourism by 50% by o An improved tourism industry 2025
o To improve 50 % project implementation by 2025 o High project implementation rate o
o To reduce unemployment by 20% annually to o Access to land (Agriculture and industry 2025 infrastructure) o To improve access to land by 30% annually to
2025 o Reliable infrastructure that attract investment
3.3 LED OPPORTUNITIES AND PROJECTS 3.3.1 ECONOMIC INFRASTRUCTURE DEVELOPMENT INTERVENTIONS
o Factory space /industrial hub
o Irrigation and other farming infrastructure
o Truck Inn /Stop
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o Development of N11 and R23 Corridors
o Small scale mining (coal/fly Ash)
o Waste Management Plant (recycling)
o Uthaka Game, Bird and Nature Park
o Heritage and Liberation Route (Pixley Ka Seme Statue and Mahatma Gandhi prison Cell)
o Cultural village – Wakkerstroom
3.4 SOCIAL AND LABOUR PLANS (SLP) The social and labour plan is a commitment by mining companies which are required to submit to the Department of Mineral Resources as part of their applications for mining rights. The SLPs are required to indicate the contribution to the socio-economic development programme within an area in which the mine will be able to provide to the benefit of the community. Mining is not a primary economic activity with the municipality as that is represent by small scale activities taking place within the municipality. • The municipality has received only one SLP from Kangra Coal (Pty) Ltd was granted a mining right for Kusipongo projects in March 2017. However mining activities could not commence due to pending water use license application. • The mining right is located within two (2) local municipalities: Dr Pixley Ka Isaka Seme and Mkhondo Local Municipality in Donkerhoek farm. • The below table provide the declared local economic development projects of the mine
NO PROJECT AREA BUDGET 1 Agricultural Support Programme Donkerhoek R6 000 000 2 Construction of a Community Hall Donkerhoek R4 000 000 3 Donation of land to Madlangampisi Donkerhoek R2 000 000 + R8 000 Traditional Council and refurbishment of 000 (land value the old offices TOTAL R20 000 000 3.5 Job creation
There are number of job creation initiatives that are currently being implemented in the Dr Pixley Ka Isaka Seme Municipality including:
3.5.1 CWP
The Community Work Programme (CWP) is a job creation initiative by Department of Cooperative Governance (COGTA) that provides an employment safety net. It aims to supplement existing livelihood strategies by providing a basic level of income security through work. The programme is targeted at unemployed and underemployed women and men of working age. The programme aims to give those willing and able to work the opportunity to do so, and afford them the dignity and social inclusion that comes from this. What makes the CWP different is that it is also a community programme. The work must be ‘useful work’. It must improve the area and the quality of life for the people
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living there. This includes fixing community assets like schools, road and parks, and setting up food gardens. It also includes training people. People living in the area help to decide on the kind of work that is needed, and what is most urgent. This could be looking after orphans and vulnerable children, helping sick people, assisting teachers at schools, looking after children while their parents are at work, and working with the local police to improve safety and reduce crime. The CWP programme has employed 1200 people for the 2020/21 financial year.
3.5.1.1 Budget Details
Budget item Amount Percentage of total
Wages R13 523 136.00 67%
UIF/COID R405 694.00 3%
Sub-Total R13 928 830.00 70%
Non-Wage
Personal Protective Equipment (PPE) R1 109 157.00 6%
Tools and Materials R625 679.00 4%
Training R824 758.00 5%
Technical Support R284 399.00 1%
Sub-Total R2 843 993.00 30%
TOTAL R16 772 823.00 100%
3.5.2 Expanded Public Works Programme (EPWP)
The Expanded Public Works Programme (EPWP) is a government programme aimed at the alleviation of poverty and unemployment. The programme ensures the full engagement on Labour Intensive Methods of Construction (LIC) to contractors for skills development. The EPWP focuses at reducing unemployment by increasing economic growth by means of improving skills levels through education and training and improving the enabling environment for the industry to flourish
The Dr. Pixley Ka Isaka Seme Local Municipality through the EPWP Programme has employed 66 people during the 2019/20 financial year. Even though people are hired on a six months contract and not on a permanent basis it has a positive contribution in fighting Poverty Alleviation.
The Department of Public Works and Infrastructure (DPW) determined the EPWP Integrated Grant Allocation for the municipal Infrastructure/Environment and Culture/Social Sector programmes which must achieve job creation targets for the 2020/21 financial year: which is 104 FTEs as the performance target for the municipality. The number of FTEs that the municipality must endeavour to create opportunities in the current (2020/21) financial year includes target using this grant as well as other conditional grants that could be used for EPWP.
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The employees from this current grant in the municipality are placed under the following programmes:
No Programme Name Number of Employees’ Budget 2020/21 employees Breakdown 1 EPWP (Job opportunities to be created 44 22 in the 1 085 000 Incentive Grant-IG) Cosy Corps and Environment & Environmental Management Culture Sector 22 in the Social Sector 2 EPWP (Job opportunities to be created 77 1 500 000 Incentive Own Funds) TOTAL NO EMPLOYEES 121 2 508 500
3.6 Municipal Plan to Assist Local Businesses Survive the Impact of COVID-19
The impact of the pandemic, COVID-19 also brought a lot of uncertainty and destabilised business worldwide and local entities are not immune. The municipality has no financial resources and necessary capacity to can directly support the local businesses. The Local Economic Development Strategy which is currently under review should provide clear guideline and processes for sustainable interventions and support to local business.
The local business are worried and concerned about the future of their establishments but also the future of their employees is at stake. The following are the current and ongoing activities within the municipality and predominantly implemented in partnership with other public sector institutions PROGRAMME TARGET GROUP RESPONSIBLE
Business Licensing and Trading Permits Local Business & Municipality Registration of Employees e.g UIF/PAYE Support to Businesses to Access COVID-19 Relief Funds Training of local businesses on various business and financial management programmes Advise on development of their team skills and All Businesses Municipality, SEDA, NYDA, MEGA, capabilities and empower leadership within the MTPA, Economic Cluster Leverage technology to reach new customers municipality (new Departments, Corporate (Introduction of local business to online and existing) Business, IDC, NEF etc. purchasing and delivery model) Drive innovation, research and development (Complementing their local businesses with other new initiatives)
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Support to identify and develop market access strategies Buying Local Produce Local Business Land-use (zoning for business and ownership of Local Business & Municipality land) Enhance Business Partnerships and private sector Local Business & Municipality support to boost viability, sustainability and supplier development Payment of business rates (to be decided by Municipality Council)
3.7 LOCAL ECONOMIC DEVELOPMENT FORUM (LEDF) The municipality has been able to launch the Local Economic Development in September 2019 and has not been able to proceed with its policy responsibilities due to a petition which was received from a concerned interest party. The re-establishment of the municipal Local Economic Development Forum in the 2020/21 financial year will enable the process for development of the plan focusing on local economic development programmes. The forum shall be re-established in the second quarter of the 2020/21 financial year The LEDF is a regulated structure established to build a sustainable local economy through robust economic development programme by promotion of sustainable economic development, business retention and attraction, seek innovative ways to unlock economic development initiatives and promote sound investor. The forum is an all-inclusive platform of public and private sector institutions to focus on local economic development initiatives and programmes.
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KPA 4: FINANCIAL VIABILITY
In terms of the White Paper on Local Government municipalities generally need to have access to adequate sources of revenue – either own resources or intergovernmental transfers – to enable them to carry out the functions that have been assigned to them. Municipalities should be encouraged to fully exploit these sources of revenue to meet their developmental objectives. Financial sustainability requires that municipalities ensure that their budgets are balanced (income should cover expenditure). Given revenue constrains, this involves ensuring that services are provided at levels which are affordable, and that municipalities are able to recover the costs of service delivery. The Municipality had the following sources of Income during the 2018/19 financial year: NO REVENUE SOURCES 1. Own Revenue 2. Government grants The financial policies are on an annual basis reviewed and adopted by Council. They should include a general strategy which will apply to the detailed strategies, a financial resource (capital and operational) strategy, revenue raising strategy, asset management strategy, capital financing strategy, operational financing strategy and cost effectiveness strategy. These strategies have been incorporated into a detailed financial action plan that follows details of the aforementioned strategies are set out below. 4.1 Financial related Policies
The following policies are in place and are reviewed annually:
NO POLICIES 1. Credit Control and Debt Collection policy 2. Tariff policy 3. Indigent policy 4. Budget policy 5. Overtime policy 6. Recruitment, Selection and Appointment 7. Temporal & part-time employee appointment 8. Placement policy 9. Retention Strategy 10. Budget Virement Policy 11. Promotion Policy 12. Property Rates Policy 13. Supply Chain Management Policy 14. Assets Management Policy 15. Acting Allowance Policy 16. Standby allowance Policy 17. Student Assistance Policy
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4.2 General
4.2.1 Social responsibility
All aspects of matters relating to financial matters will take cognisance of council’s social responsibility. A further aspect of social responsibility will focus on transformation and empowerment, for example in Council supply chain policy. 4.2.1 Investor attraction
Council’s main aim is to increase investor and consumer confidence by building on the sound financial base. This will include developing sufficient reserves and limiting risks by ensuring that major contracts are awarded to “blue chip” partners and suppliers. At the same time Council must take cognisance of its social responsibilities and will only enter into agreements with partners and suppliers who can demonstrate a significant and continuing contribution to the empowerment of previously disadvantaged communities. It is envisaged that an alliance with “blue chip” partners and suppliers will in the long term contribute to the betterment of the community through investment and increased employment opportunities. Council must seek to improve the fortunes of the community by awarding affordable smaller contracts to businesses and individual residents operating within the jurisdiction of the Municipality. In order to limit risk, Council reserves the right to have due diligence reviews conducted in respect of any new partners, institutions or suppliers, including major suppliers. Recognising that smaller contractors might have difficulty in securing lines of credit, Council will investigate mechanisms to assist these contractors without placing the Council at risk. One such method will be the direct payment to suppliers of the contractors via cession documents. Such payment is being limited to the amounts which the emerging contractors owe the suppliers. An important factor considered by investors in relocating to an area is the ability of the authorities to demonstrate financial discipline, adherence to statutory requirements, timely preparation and production of financial statements, adherence to generally accepted accounting practices and audit reports. In order for the finance department to deliver on these strategies, it is Council’s intention to clearly define accounting policies and recruit the best finance people for that department. To this end, Council will define recruitment policy for finance staff, put in place a pre- and continuing education policy and develop career progression paths for designated finance staff. Like the IDP, the financial action plan will be subject to a regular review and comparison of actual performance to predetermined performance measures. 4.2.3 Financial Resources
For the purposes of this plan, Council must consider financial resources for both capital projects and operational purposes. The various resources available to Council are summarised below. Capital expenditure: No Sources of Capital Expenditure 1. External borrowings 2. Grant funding from both National and Provincial government 3. Capital market 4. Public/ private partnerships 5. Disposal of un-utilized assets
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Operational expenditure: No Sources of Operating Expenditure 1. Normal revenue streams 2. Short term borrowings
4.2.4 Revenue Raising The Dr Pixley Ka Isaka Seme Local Municipality’s most significant source of revenue is from grants and services. The contribution of the various alternative streams of revenue will be subject to review. 4.2.5 Asset Management It is important to maintain a regular inventory of property, plant and equipment; implementation of a maintenance programme and insurance cover. This part of the plan will be extended to assist in identifying and listing unutilised/ uneconomic assets with a view to disposal as previously indicated. 4.2.6 Financial Management Council is committed to sound financial management and the maintenance of a healthy economic base. Council will strive to put in place policies, which will maintain sufficient contributions to similar funds established in terms of GRAP. Financial management policies and procedures for the entire municipality will be implemented and in addition, financial management systems and procedures will be reviewed to incorporate the following: No Policies 1. Cash management policy 2. Provision for doubtful debt. 3. Annexure to SCM 4. Budgeting methods 5. Cash forecasts and cash flow monitoring against forecasts 6. Credit risk management 7. Investment policies 8. Management reporting 9. Supply chain management policies 10. Supplier payment periods 11. Supplier selection and monitoring procedures Municipal staff will be encouraged to adhere to value for money principles in carrying out their functions. To assist the finance departments' staffs, achieve efficiencies, their daily tasks a performance review incorporating time and motion studies will be conducted on all functions. It is expected that this review will promote efficiencies in the finance department. Council has adopted a zero-tolerance approach in respect of both internal and external audit reports and measures will be implemented to ensure that any material or fundamental issues are addressed immediately. It is expected that the internal audit function will raise any material or fundamental issues before external audit. Other issues arising will be prioritised and addressed accordingly. Council recognises the need to maintain a positive cash flow at all times and will be investigating various avenues to improve cash flow. Positive cash flow will result in additional revenue in the form of interest earned.
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4.2.7 Capital Funding When determining appropriate sources of funding it is important to assess the nature of projects, expected revenue streams and time frames for repayment. As a general guide, the following principles will apply: No Funding strategies 1. Statutory funds to fund specific projects 2. National and provincial government funding for medium term and long-term projects 3. External borrowings for long term revenue generation and strategic projects
4.2.8 Operational Financing Council’s policy is to fund operating expenses from normal revenue streams with short term funding being used as a last resort. It is expected that strong financial management including near accurate cash forecasting will obviate the need to resort to short-term borrowings. It is Council’s intention to maintain a strong economic base by buying on good working capital management including the setting aside of adequate provisions for working capital. It is anticipated that these reserves will be based on the same principles as currently apply to existing statutory funds in that the respective reserves are cash backed. 4.2.9 Cost Effectiveness In any organisation it is necessary to strive for cost effectiveness. It is Council’s intention to develop outsourcing policies and review all non-core services with a view to outsourcing or alternate service delivery. The effectiveness of departments and services provided by the departments will be subject to value for money reviews. It is expected that these reviews will achieve cost savings. 4.3 Financial Effectiveness 4.3.1 Financial Management System The municipality has been in the last few years been using the Munsoft Financial Management Systems. It became evident that the system had a number of shortcomings which is not assisting the finance department to make good financial decisions based on the information withdrawn from the system. The Munsoft system has been approved by National Treasury as one of the Financial Management System service providers to produce an MSCOA compliant Financial System. There still a need to improve the system in order to have the FMS to be able to produce section 71 reports and Annual Financial Statements.
4.3.2 Non- payment of services
The non-payment of services is a challenge in the Municipality due to the high unemployment rate within the Municipality. The Municipality currently has a number of indigents that are registered in the incentive programme. The table below represents the collection rate from July 2019 until February 2020
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PAYMENT RATE PERCENTANGES
Table 36: Collection rate
No Month Percentage 1. July 43% 2. August 43% 3. September 44% 4. October 55% 5. November 48% 6. December 37% 7. January 41% 8. February 41% AVERAGE COLLECTION RATE 44%
The tables below indicate the collection rate for the municipality is extremely poor and it also gives an indication of the arrears owed by debtors. Debtors Table 38: Various debtors Total Government Business Residential Others (incl. Farms) 639 168 000 38 764 000 13 071 000 510 303 000 77 030 000
The most critical challenge for the Municipality is the Data Cleansing issue and needs assistance in this regard. The implementation of the Revenue Enhancement Strategy is going to focus mainly on Government and Business (as a quick win). Residential will also fall under the recovery programme through the Credit control Policy. Therefore, as part of an attempt to improve the collection rate, the municipality will continue implement the following steps during the 2020/2021 financial year: No Steps 1. Conduct Data Cleansing 2. Conduct an Audit of all Water and Electricity meters that are in place and fully functional. 3. Resuscitate Revenue Enhancement Committee
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4.4 Supply Chain Management The Supply Chain Management unit has been established in terms of Section 111 of the Municipal Finance Management Act, No. 56 of 2003 to oversee the implementation of the SCM policy, in conjunction with provincial treasuries. The unit is conducting the following functions: No SCM Functions 1. Formulate and advise on SCM policy 2. Administer national procurement legislation and regulations 3. Promote communications and liaison between different SCM units 4. Monitor the performance of SCM Units at national, provincial and local government level 5. Serve as a linkage between national government and the SCM units located in institutions 6. Issue regulations to ensure uniform application of the national SCM policy 7. Establish minimum reporting requirements for accounting officers/authorities 8. Investigate complaints received from the public regarding bid procedures and irregularities 9. Maintain a database of non-preferred suppliers 10. Monitor the manner in which policy is implemented in respect of government’s procurement reform objectives, the manner in which targets are set and attained, value for money obtained and delivery mechanisms 11. Facilitate the arrangement of transversal contracts, provided that they are cost-effective 4.5 Detailed Financial Strategy Action Plan
4.5.1 Revenue Enhancement Strategy
Own revenue is made of income from property rates, electricity, water, refuse and sewerage and they contribute little as these services are running at loss. The current budget funding structure needs to be drastically improved if council is to sustain operations for the foreseeable future. When the Municipal Rates Property Act was enacted it was envisaged by the National Government that at least 25% of the revenue generated by municipalities will be from property rates, unfortunately our municipality has been generating within the region of 5 & 7% of its income from this source. Over the short to medium term, we will increase revenue from this source. The service we are offering as a municipality will have to improve in order to counter the tax burden effect on consumers. The following are highlighted to be short term revenue sources that should be implemented fully; No Short Term Revenue Sources 1. Full implementation of the credit control and debt collection policy 2. Review of rental income from rented flats 3. Data cleansing to ensure that all services are billed on consumers 4. Increase revenue from traffic services through usage of portable cameras assisted by an external service provider 5. Increase our monitoring to adherence on building regulations and issue penalties to transgressors 6. Review of town planning fees. The costing of this service is way below a point of recouping our input cost and we will have to majorly increase our tariffs in the short to medium term 7. Conduct VAT Audit. Council approved the appointment of PK Financial Consultants to do a VAT audit, management to continue using these services in the current financial year 8. Engage Eskom to assist the municipality in collecting monies due to council in areas where the municipality is not an electricity supplier. This will take the form of linking accounts to Eskom prepaid meters and a percentage of the money tendered to buy electricity will be apportioned to municipal account DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 182 | P a g e
Council has adopted various policies including the Indigent policy and Credit control and Debt management policy. These policies need to be fully implemented in order to ensure that our financial viability as a municipality is maintained.
4.5.2 Cost Reduction Strategy
No Cost Reduction Strategies 1. Implement a cash flow monitoring system to maintain control over income and expenditure 2. Ensure effective monitoring of fleet cars
4.5.3 Financial Strategy Action Plan
The financial strategy action plan identifies the most feasible strategies to increase efficiency and cost effectiveness within the Municipality. The financial strategy action plan incorporates strategies covering a period of 3 years. The implementation of the financial strategy action plan requires a team effort. A team approach requires the involvement of the Council, Municipal Manager, Chief Financial Officer and all Heads of Departments in implementing these strategies.
It is crucial that individuals to whom the responsibilities have been allocated according to the action plan be held accountable for the outcome of these actions. The progress made towards achieving these strategies should be measurable and it is essential that these strategies be included in the performance appraisals of individuals 4.6 Proposed Budget Summary
BUDGET SUMMARY
DESCRIPTION BUDGET BUDGET BUDGET 2020/2021 2021/2022 2022/2023 Total Revenue 373 033 000 392 005 000 413 573 000
Total Expenditure 424 596 000 450 098 000 464 376 000
Surplus/(Deficit) (51 563 000) (58 093 000) (50 803 000)
Transfers and subsidies - capital 54 956 000 63 263 000 65 722 000 (monetary allocations) Surplus/(Deficit) for the year 3 393 000 5 170 000 14 919 000
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KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
5.1 INTERNAL AUDIT FUNCTION
Section 165 (1) of the Municipal Finance Management Act, Act 56 of 2003, (MFMA) mandates each municipality and each municipal entity to have an internal audit unit. The unit was established in July 2009 and comprise of one official. The Internal Audit Unit has a risk-based internal audit plan and performs their duties in terms of the approved Internal Audit Charter adopted by Council on the 29 January 2019 and reviewed annually. The objectives of the unit are: To provide independent, objective assurance and consulting services, To assess and evaluate the municipal performance information, To evaluate and improve the effectiveness of ICT controls, To develop the three-year rolling internal audit plan, To perform ad-hoc assignment as requested by council and management, To ensure uniform implementation of internal audit process and structured, To coordinate the activities of the audit committee, To interact with all spheres of government.
5.2 AUDIT COMMITTEE
The audit committee is an independent advisory body which must advise the municipal council, the political office- bearers, the accounting officer and the management staff of the municipality, on matters relating to:
Internal financial control and internal audits Risk Management Accounting policies The adequacy, reliability, and accuracy of financial reporting and information Performance management
To ensure effective government and compliance with the MFMA, DORA and other applicable legislations. The Audit Committee was established in terms of Section 166(6) (a) of the Local Government Municipal Finance Management Act, Act 56 of 2003 (MFMA). The Audit Committee members were appointed by Council on the 31st October 2013 with resolution number (A171/2013).
5.3 FIGHTING CORRUPTION
Any form of corruption whether it is internal or external, represents a significant potential risk to Dr. Pixley Ka Isaka Seme Local Municipality’s assets, service delivery efficiency and reputation. In an effort to eliminate corruption, Council approved the Fraud prevention plan on the 30 October 2018 with council resolution number (A150/2018)) and furthermore approved the Whistle Blowing Policy on the 9th June 2014 with Council resolution number (A43/2014).
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5.4 RISK MANAGEMENT
Risk management is not a once off or periodic event. It is a journey during which the Municipality must continuously sharpen its response to the risks it faces by interrogating the completeness and accuracy of the risk register and the assumptions used to determine the priority of risks. The Municipality believes that its risk management process and system design are in line with internationally recognized best practices and provide for all internal and external forms of organizational risks.
Risk Management Objects:
Safeguarding the municipal assets and investments; Support achievement of strategic objectives Behave responsibly towards all stakeholders; and Ensure service delivery to all stakeholders. A key consideration in designing the process and system was to ensure that these become an integral part of management, with line managers taking full responsibility for managing all the risk that can affect their operations.
The municipality has appointed the Chief Risk Manager and the Risk Management Unit is not fully established due to financial constraints.
The term of office of the Chairperson of the Audit and Risk Management Committee 7vlapsed on the 30th November 2019. The process to appoint a new Chairperson and Members of the Audit and Risk Management Committee is at advanced stage
The Audit performance of the Municipality taking into consideration the last 5 financial years has significantly maintained unqualified report from 2013/14, 2014/15, 2015/16, 2016/17, 2017/18, and a disclaimer in the 2018/19 financial years.
5.5 PUBLIC PARTICIPATION
In terms of Chapter 4 of the Local Government Municipal Systems Act, the Governance structure of a
Municipality consists of Political Structures, Administration and the Community of the Municipality. Community consultative meetings are held twice in a financial year and are held at Ward level. The meetings are attended by the Executive Mayor, Members of the Mayoral Committee, Traditional leader, Ward Councillor, Community Development workers, officials from the Provincial Sector Departments, the local Municipality, Gert Sibande District, civil society and community members.
The Public Participation Strategy of the municipality was approved by Council in 2014. The changing environment should be considered and the strategy be reviewed to be compatible to changes. The review is of urgent importance in the 2020/21 financial year considering the impact of COVID-19 which resulted in the regulations issued that restrict public gatherings. This has a serious impact on direct engagement of communities on developmental issues.
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The objective of public participation
o To encourage the public to have meaningful input into the decision-making process. o To provides the opportunity for communication between the municipality and community in decisions making. o To encourage, and create conditions for, the local community to participate in the affairs of the municipality. o Countering undue expectations about policy decisions o Getting buy-in from stakeholders o Providing opportunities to stakeholders to voice their opinions o Lending credibility to government because of its openness to opinions o Changing behaviour patterns COMMUNITY DEVELOPMENT WORKERS (CDW) PER WARD
WARD NAME OF CDW 1 Vacant 2 Ms.N.C Hlakutse 3 Vacant 4 Vacant 5 Vacant 6 Ms.F.L Luthuli 7 Mr.V.P Maseko
8 Ms.T. Sithole Ms.D.S Msibi 9 Ms.K Selepe 10. Mr.B Nkambule 11 Ms.C.C Mtshali
OPERATION VUKA SISEBENTE (OVS)
WARD OVS (STATUS) 1 None 2 Available OVS 3 None 4 None 5 None 6 Available 7 None 8 Available 9 Available 10. None 11 None NB: CDW’s are assisting in reviving the OVS and the also serve as the Secretariat in the OVS.
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5.6 COMMUNICATION
Developmental local government as prescribed by national legislation seeks to forge a partnership between government and the citizen for effective service delivery. Communication therefore becomes central to the work of local government, the sphere of government closest to the people. The Municipality uses both the Electronic and Print Media as their channel of communication. The municipality publishes two half yearly newsletters in each financial year.
5.7 PRESIDENTIAL HOTLINE The Presidential Hotline was established to unlock service delivery bottlenecks and to ensure that relevant services are rendered to the public with the cooperation of all Government Entities. Since the inception of the Hotline, a large volume of calls has been received indicating the need for such service and the keenness of South African citizens to interact with Government. The aim of the Presidential Hotline is to increase the participation of the Public in their government. The Presidential Hotline is instrumental in defining a government that understands the needs of its people and responds faster to those needs. The initiative does not ask if government will or is able to provide the services. It focuses on how government should improve the service by working faster and smarter.
5.8 SATISE SILALELE
• Satise Silalele is a citizen engagement platform through which citizens engage with government on service delivery issues. It was introduced by the Office of the Premier for the citizens of Mpumalanga. • It is a technology that provides direct connection between citizens and the municipality, gives prompt feedback and promotes transparency between municipalities and government • It enables Citizens of Mpumalanga to record complaints and compliments regarding services delivered by Government • Provides the Province with an insight into problems and service delivery issues being experienced by the citizens. • Issues are monitored and dealt with right down to Ward level. • Assists with dealing with issues speedily to avoid action and protests. • Monitors performance of departments and municipalities in dealing with reported issues.
5.9 WARD COMMITTEES Chapter 4 of the Municipal Systems Act (No. 32 of 2000), while not dealing specifically with Ward committees, it implies that ward committees are one of the structures through which participation by the local community in the affairs of the municipality must take place (Section 17 (1)). In Dr. Pixley Ka Isaka Seme the ward committees were elected in October 2016 and linked to the current council term. The ward committees are fully functional and their status quo is as follows: NO STATUS QUO 1. They meet once per month in their meetings 2. They have Ward Based Operational Plans/schedule of meetings 3. The Ward Councillor is the Chairperson of the Committee 4. Ward Community Meetings are called once per quarter 5. Monthly reports and Portfolio of evidence are submitted to the office of the Speaker
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5.10 GENDER DEVELOPMENT There are many compelling reasons as to why Local Government must look at its gender policies and practices. Consider some of the ways in which women’s concerns, work and issues are interwoven into Local Governance issues on a virtually daily basis. Most of the everyday issues with which Local Politics is concerned are of primary concerns to women. Women are rooted in local areas, frequently unable to leave these, often because they lack the means to do so. Women are thus inclined to get involved in local politics because of their concern for “home” issues, as well as their commitment to their families and emancipation of other women. Access to water and sanitation, or lack of access, impacts heavily on women since they fetch water if it is not available at their homes, this often requires long erratic hours of hard labour. They also need to ensure the well-being of their families- poor quality water and lack of sanitation can cause illness and strain their already depleted resources. Unemployment is often higher among women than men, and when they do generate income it is through the informal sector, often at a survivalist level. This requires access to business centres, requiring suitable roads and means of transport. Provision of health facilities at local level impacts women if they have to access facilities from long distances, and ensure that their children get to these services as well. A lack of access to grid electricity creates additional labour for women and girl children, also reducing their available time for family and income generating activities. Ownership of land and housing is often restricted to men, excluding women from land and home security. Yet, women often maintain the home and attend to home activities for the sake of the family. High crime rates impact on women and children, often exacerbated by lack of electricity, water, sanitation and safer recreational facilities. Key Issues pertaining to Gender includes among others are the following: No Gender Challenges 1 Pay more attention to a number of issues affecting women 2 Harness the access of economic opportunities to women within Dr Pixley Ka Isaka Seme Local Municipality 3 Mainstreaming of Women in the development initiatives of Dr Pixley Ka Isaka Seme Local Municipality 4 Prioritize a number of women empowerment issues and find ways of mainstreaming them in all the decision making, planning and budgeting process of the Municipality
5.10 GENDER BASED VIOLENCE PROGRAMMES AND ACTIVITIES
Gender Based Violence is experienced in the country on daily basis which led to its categorization as a pandemic. The existing gender based violence has also increased in the country during the national lockdown imposed by the State President after declaration of the state of national disaster in March 2020. It is reported that Gender Based Violence Command Centre- GBVCC experience an increased number of calls from women and children reporting violence they confront in their respective households.
The municipality recognize and participate in programmes that are initiated and implemented to fight this pandemic e.g 16 Days of Activism for No Violence against Women and Children Campaign taking place annually from the 25th November to 10 December.
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The government convenes a series of dialogues on violence against women and children to focus on the problem, discuss the causes and to find appropriate solutions. The dialogues host affected women, children, professionals, business industry and other stakeholders.
The National Development Plan (NDP) Vision 2030 also emphasizes the “building safer communities through an integrated approach”. It also responds to several outcomes identified in the Medium Term Strategic Framework (MTSF) of 2014 – 2019.
The 16 Days Campaign is augmented by other activities protecting women and children from being subjected to violence and abuse like #356DaysCampaign and #CountMeIn, which aims to mobilize members of society, especially men to join hands with government to fight this pandemic.
The Municipality is committed to participate and take concrete actions to fight and end the GBV scourge. The municipality join the call of “Enough is Enough” no more, we cannot remain silent at cries of our women and children being killed time and again.
We are committed to fighting GBV and this then calls for us to organize MEN, to take a stand and find most importantly: - The root courses of GBV. - A clear outline of what GBV is. - And how best we can put an end & or minimize the scourge of GBV?
It is of great importance to implement tangible programmes including the following; - Organized themed Men Dialogues. - Organized community dialogues with both Men & Women. - Young Men Community Dialogues - Youth Dialogues - Debates on Motions of GBV
The below table indicate proposed GBV programmes
ACTIVITY TARGET EXPECTED OUTCOME RESPONSIBILITY PERIOD YEAR GROUP GBV Summit Men . Information sharing on root DPKISLM Q1 2020/21 courses of GBV. . Capacity Building of GBV . Conduct of Men toward women & children GBV Summit Men & . Information sharing on both DPKISLM Q2 2020/21 Women parties . Capacity building Youth Summit Young . Overview of what GBV is and DPKISLM Q1 2020/21 people what it means? between the . Capacity building ages 18-35 Children’s Children . Educate kids about their rights DPKISLM/Child Q1 2020/21 Dialogue between the protection unit, age 12-17
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Establishment Men . Select a body/structure to lead DPKISL ,SAPS, DOH, Q2 2020/21 of GBV Forum and monitor GBV campaigns GBVCC , Community (Men), Traditional Leaders Forums, Faith Based Organisations
Partners and Interest parties (Role Players) to be approached in doing this are:
SAPS DOJ GBVCC POWA Son of Joy Faith Based Organisations Traditional Leader’s Structures LGBT Civil Society
5.11 YOUTH DEVELOPMENT According to the Situational Economic Report Overview (SERO) the municipality is mostly made up of the youth that is unemployed. This has a great impact on the financial performance or collection rate of the Municipality. The Youth Unit is one but important sections in the municipality tasked with ensuring that the Executing Authority of the municipality is correctly advised and informed about the needs and aspirations of youth. The unit is mandated to co-ordinate, facilitate, advocate, mainstream, monitor and evaluate programmes for the target groups. Key Issues pertaining to Youth Development includes among others the following:
NO YOUTH CHALLENGES 1 In adequate or inappropriate strategies and programs for Youth development, including opportunities for employment for young people 2 Minimum Youth Participation in Local Government matters 3 Ineffective of Youth developmental organizations (Youth Councils) 4 Un coordinated, unfocused Policy development to comprehensively deal with Youth matters by all stakeholders 5 Lack of Youth viable strategic partnership with relevant stakeholders (private & public institutions) 6 Lack of involvement of youth in Monitoring municipality compliance on policy matters 7 Training of youth units 8 Training the youth co-operatives 9 Youth Summit and the adoption of the youth development policy and strategy 10 Facilitate development of a comprehensive data base of youth or child headed households 11 Strategic Youth training and development program that will respond to specific skills needs in the municipality and the District at large 12 Facilitation and support of specific economic interventions for the youth to actively participate in the district main economic streams or access the local markets
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In order to address some of the issues highlighted above the municipality has embarked on programmes to develop the youth with the assistance from other sector departments. The programmes include: NO YOUTH DEVELOPMENT PROGRAMME 1 Learnerships with the department of Public Works where young people are given the opportunity to be part of a Learnership programme for one year within various fields, these fields include – Electrical, Bricklaying, Plumbing and Carpentry. The programme has targeted all admin units within the municipality’s jurisdiction 2 Learnership for two years with the Department of Rural Development Land and Administration where 55 young people were employed on that programme to work in their respective wards
Benefits on these two programmes are, the learning opportunities as the learners they will be trained from FET Colleges during and after the programme:
NO PROGRAMME BENEFITS
1 Social Development has funded the municipality to develop Youth Centres; in line with the development of these centres is also beneficiary identification. The Centres that are operating currently are in, Daggakraal including Amersfoort, Wakkerstroom and Volksrust
2 The municipality has also embarked on a project to fund 80 young individuals towards obtaining driving licenses
3 The municipality in partnership with NYDA initiated a programme on Job Preparedness for all the youth in all Admin Units
There are so many programmes that should be implemented through Youth Development Unit but restrained by the limited resources. 5.11 DISABILITY The table below indicate the number of people living with disability. Table 39: Number of disabled persons per category
Nature of Disability Level of difficulty Dr. Pixley Ka Isaka Seme Local Municipality Hearing Some Difficulty 3498 Seeing A lot of Difficulty 497 Cannot do at all 44 A lot of Difficulty 1232
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Cannot do at all 26 Remembering/ Concentrating Some Difficulty 1426 A lot of Difficulty 236 Cannot do at all 102 Some Difficulty 3442 A lot of Difficulty 668 Cannot do at all 44 Some Difficulty 3564 Walking A lot of Difficulty 1352 Cannot do at all 283 22 253 Source: Community Survey 2016
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KPA 6: SPATIAL PLANNING
6. INTRODUCTION
The Dr Pixley ka Isaka Seme Local Municipality’s Final Draft Spatial Development Framework (SDF) 2020 has been compiled in terms of Section 26 of the Municipal Systems Act, 2000, (Act No. 32 of 2000), Sections 20 and 21 of the Spatial Planning and Land Use Management Act, 2013, (Act No. 16 of 2013), read together with Chapter 2 of the Spatial Planning And Land Use Management (SPLUM) By-Law for the Dr Pixley Ka Isaka Seme Local Municipality, 2016. The policy document is divided into five (5) chapters; namely: . Chapter 1: Policy Context and Vision Directive . Chapter 2: Spatial Challenges and Opportunities . Chapter 3: Spatial Proposals . Chapter 4: MSDF Implementation Framework . Chapter 5: Final Spatial Development Framework
Section 26 of the Municipal Systems Act requires a municipal integrated development plan to have a vision for the long-term development, of the municipality, with special emphasis on the municipality’s most critical development and internal transformation needs. The vision of Dr Pixley Ka Isaka Seme Local Municipality as set out in the IDP: “A credible, customer-friendly and well-developed Municipality”. Section 21 of SPLUMA goes further to require the inclusion of a longer-term spatial development vision statement for the municipal area, which indicates a desired spatial growth and development pattern for the next 10 to 20 years. The spatial vision statement of the municipality’s SDF is: “An attractive, vibrant place to live & work, while still being able to meet the needs of its residents through the provision of sustainable human settlement & socio-economic opportunities”. The aforementioned vision statement is aligned with the municipality’s IDP objectives: . To provide access to basic service delivery to the community. . To provide the effective, efficient and transformed human resource. . To create & promote a conducive environment for socio-economic development. . To provide sound financial management & compliance with legislation. . To deepen democracy through public participation and promote good governance. . To ensure integrated rural and urban planning.
The MSDF goes on to determine the developmental trajectory of the Dr Pixley ka Isaka Seme Local Municipality. The nodal hierarchy sees Volksrust and Vukuzakhe as the primary nodes within the municipality, with the other urban areas of Amersfoort, Perdekop and Wakkerstroom, and the accompanying townships of Ezamokuhle, Siyazenzela and Esizameleni as secondary nodes. Daggakraal-Sinqobile area is the rural node of the municipality. The areas are connected via corridors cutting across the municipality, with the N11 being a vital corridor for movement in and around the municipality.
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The development of the SDF is guided by spatial principles that address infill development, environmental management, service delivery, addressing housing backlogs, formalising informal areas and ensuring that there is a direct investment into urban centres. To ensure that there is some form of alignment, the SDF’s Implementation Framework will feed into the IDP of the municipality on identified capital projects that have to be completed over set periods. To ensure that the requirements of the MSDF are realised, a monitoring and evaluation concept has been developed.
6.1 SPATIAL ANALYSIS
6.1.2 Activity Nodes/Areas
Activity nodes are areas where the main business activity of a settlement is concentrated. Three categories of activity nodes exist namely, Primary Node, Secondary Node and Neighbourhood Nodes. The Primary node is the main business activity area of a settlement and also commonly referred to as the Central Business District (CBD) of the town, normally situated in the centre of town where it is accessible to most of the public. The secondary Node is remarkable smaller and does not offer the same variety of services as the Primary Node. Some settlements might even be too small to have a secondary node due to the low level of services provided in the town and the spatial distribution of the economy. Neighbourhood Nodes are the smallest category and are normally one or two business surrounding a filling station or corner shop providing a very small service for the direct neighbourhood. The hierarchy of Activity Nodes/Areas within the Pixley Ka Isaka Seme Local Municipality area can be described as follows: 6.1.3 Primary Node Volksrust and Vukuzakhe
The area is a Primary Node for the municipal area. The Gert Sibande District Municipality sees the town as a vital service centre for the surrounding communities and is the most populated area within the Local Municipality. The District sees the town, with its strategic location, as a second-order service centre essentially there to fulfil the function of a central place to surrounding rural areas and small villages. In terms of business-related activities, Volksrust makes the largest contributions to both private sector services and retail activities, and public services and administration activities as well. These activities are predominantly concentrated in the Central Business Districts of the town and represent some major nodes of economic activity and job opportunities within the Municipality. The CBD nodes usually also comprise some community facilities e.g. post office, clinic, church etc. and 55residential uses, and should be well-maintained and strengthened to serve the needs of the entire surrounding community. Identified by the Mpumalanga SDF as a Secondary Alternative Growth Centre, the following economic activities are seen to be crucial to the growth and development of the Volksrust area: agriculture and related activities, utilities, construction, tourism and transport. 6.1.4 Volksrust and Vukuzakhe Growth Pattern 2010-2019 The largest development took place in the eastern parts of the township of Vukuzakhe. The main development has followed a functional and formal township establishment process as the imagery attached hereto (Photo 1). This development lies to the southern parts of the Chris Hani Street and is internally connected to Shoya Street and Phuthaditjhaba Avenue. Further towards the latter avenue is an existing informal settlement that occupies what seems to be an open space or park.
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This informal settlement did not exist when the 2010 SDF was compiled which then confirms the housing challenges that the Municipality currently faces. Details of the informal settlements are discussed in the later parts of this report. Several structures have been constructed next to Mavuso Street in an area which may provide challenges and dangers due to an existing stream nearby. The main development that has happened in Volksrust is to the north of the Volksrust Primary School. These are not of great significance as compared to those in Vukuzakhe. Photo 1: Volksrust & Vukuzakhe Growth Pattern
6.1.5 Secondary Nodes: Amersfoort / Ezamokuhle, Perdekop / Siyazenzela and Wakkerstroom / Esizameleni
Secondary Nodes are much smaller and do not offer the same variety of services as the Primary Node. Some settlements might even be too small to have a secondary node due to the low level of services provided in the town and the spatial distribution of the economy. The main node for Amersfoort is situated at the existing CBD of the town between Plein and Scheiding Street. This area should be promoted for future retail and services industries. The main node for Ezamokuhle is proposed at the existing business hub of the town. This is where investment in the area should be channelled. Amersfoort is considered to be a town that can act as a service centre for the surrounding areas. Also, its central location makes the town a viable option for upgrades and services as the N11 cuts across to lead to Ermelo in the north as well as Volksrust in the south. 6.1.6 Amersfoort / Ezamokuhle Growth Pattern 2010-2019
No new development occurred in the town of Amersfoort. There is a development that has, however, taken place in Ezamokuhle (Photo 2). The area to the north-west and western parts of Bree Street have experienced a few developments of this period. The pattern looks like it has taken a formal township establishment process. As with the previous two areas, the main growth took place in Siyazenzela. The areas located near Loop and Main Streets have seen several informal structures being constructed on an area that seems to DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 195 | P a g e
have been a park stand before. This is the case also towards the north-eastern parts of the township. Minor developments have occurred on the R23 on the entrance of Perdekop from the south-east. Photo 2: Amersfoort & Ezamokuhle Growth Pattern
6.1.7 Perdekop and Siyazenzela Growth Pattern 2010-2019
As with the previous two areas, the main growth took place in Siyazenzela. The areas located close to Loop and Main Streets has seen several informal structures being constructed on an area that seems to have been a park stand before. This is the case also towards the north-eastern parts of the township. Minor developments have occurred on the R23 on the entrance of Perdekop from the south-east
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Photo 3 Perdekop & Siyazenzela Growth Pattern.
6.1.8 Wakkerstroom and Esizameleni Growth Pattern 2010-2019
Informal growth has transpired along Slabbert Street in the Esizameleni Township. Worryingly, this development is happening right on the edge of an existing river. Considering the environmentally sensitive nature of the Wakkerstroom area, it is imperative that alternatives are found and these communities are relocated to an area that is suitable for development. That can become an extension of the existing town and township. Photo 4: Wakkerstroom & Esizameleni Growth Pattern
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6.1.9 Rural Node: Daggakraal/Sinqobile
The main node for this town is at the intersection with the Amersfoort and Volksrust road. This area already has some business activity and after the construction of the road, the area needs to be promoted as the primary node for the area. Perdekop is considered a rural node within the DPKIS Local Municipality. The Gert Sibande District Municipality’s Rural Development Plan (RDP) has earmarked the town for Farmer Production Support Units (FPSU). The RDP goes on to further identify the area where rural activities can be consolidated and the main focus is set on agriculture with agro-industries. Mining may become more prominent in future. 6.1.10 Daggakraal and Sinqobile Growth Pattern 2010-2019
The rural node of Daggakraal and Sinqobile has experienced significant during the 2010-2019 period. The main area where development took place is on the north-western parts of the main node. Here several informal structures have been built over this period. Of significance is the possible integration of this with the main built-up area due to the proximity. Also, this can ensure that there is densification applied to the development and growth of the area as a mitigating factor to possible urban sprawl. Photo 5: Daggakraal and Sinqobile Growth Pattern
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6.2 Gert Sibande District Rural Development Plan
The below introductory narrative is a direct extract from the Gert Sibande District Municipality – Rural Development Plan (Draft Report – November 2016). The narrative provide a distinctive description of the development especially in rural communities of which Dr Pixley Ka Isaka Seme Local Municipality is within that category. The high poverty level and unemployment rate attest to the living conditions of the majority of the communities within the municipal area which are spatially segregated because of the historically oppressive government.
Rural communities in South Africa are still characterized by poverty, inequality, limited access to basic social infrastructure, underdevelopment, and lack of economic opportunities, fragmented spatial patterns and environmental degradation.
Historically, rural communities relied on agriculture and subsistence farming for food and income/exchange benefits, but pressure is mounting for these communities to diversify their local economies beyond agriculture to service industries, tourism, mining, retail etc., which require skills development. Furthermore, the National Development Plan reports that general productivity in rural South Africa has been declining and outmigration to cities and towns has been accelerating.
The rural landscape is also characterised by residential densification without associated infrastructure and governance arrangements, ill located land reform initiatives from the perspective of viable farming, or access to markets, and many of these initiatives are in conflict with other imperatives such as mining or preserving biodiversity.
The Gert Sibande District Municipality in Mpumalanga Province is no exception in this regard and is also associated with high levels of poverty, poor spatial planning, lack of economic opportunities and poor access to basic services in the rural parts. Land use practices in these areas are in most cases done in an unsustainable manner with no proper plans in place to manage and guide development and to maximize improvement of livelihoods of the rural communities. As a result these areas have been left displaced, segregated, underdeveloped and impoverished and in most instances people were left with no option but to travel long distances to places of better employment, access to services and economic opportunities.
A formal study was conducted of the Gert Sibande District Municipality area of jurisdiction which comprises seven local municipalities namely Chief Albert Luthuli, Dipaleseng, Govan Mbeki, Lekwa, Mkhondo, Msukaligwa, and Dr Pixley ka Isaka Seme.
6.2.1 The study objectives of the GSDM – RDP
- To develop a Rural Development Plan for a number of functional rural regions in the Gert Sibande District Municipality in Mpumalanga Province. - The Rural Development Plans compiled for the functional regions in the district are then to be consolidated into a Rural Development Plan for the District as a whole. - The main requirement is that the plan addresses the needs of people who live in extreme poverty and who are subjected to underdevelopment in the rural parts of the Gert Sibande District. - Enhance the impact of intensified and targeted government and private investments in these areas through an assessment of current developmental realities and potential in these areas. - Propose interventions that will bring change in the livelihoods of people in these rural communities.
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- Inclusion of rural areas in spatial planning and land development in line with the requirements of the Spatial Planning and Land Use Management Act (Act 16 of 2013). - Incorporated the plan into the District SDF and Local SDF’s while projects identified will feed into the District and Local IDP processes from where it will also be integrated with existing national, provincial and municipal plans, processes and priorities. - Ensure effective alignment between sector departments, parastatals and the municipal development agenda in ensuring integrated and sustainable development.
The study amongst others profiled the spatial landscape and salient features of each municipality with the below summarised version about the status of Dr Pixley Ka Isaka Seme Local Municipality
- Human settlements in the municipal area are predominantly located in the western, central and southern parts of the municipal area. - The northern and eastern extents are more rural (see Figure 13.6). - The First Order Node in the Municipality is namely Volksrust, located in the south along the N11 Development Corridor. - The Second Order Nodes are namely Amersfoort and Wakkerstroom, in the north and south respectively. - Lastly, the Third Order Nodes are namely Perdekop and Daggakraal. - The SDF proposed that the urban fabric of towns and settlements should be consolidated in the short to medium term, before allowing for expansion of the urban footprint. - The Precinct Plan for Volksrust and Vukuzakhe depict the proposed urban edge for the Primary Node, together with areas earmarked for future residential expansion (Strategic Development Areas/ SDAs). Evident that the focus is on consolidating the town and township with one another. - Amersfoort/ Ezamokuhle are separated by a drainage system, the SDF proposes they grow toward each other as far as possible by means of infill development in the SDAs. - SDF identified three areas as Potential High Income Residential Areas two of which are adjacent to the Langefontein protected area in the east. Any urban renewal/ revitalisation initiatives and interventions in the municipal area should preferably be focused in the identified
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Figure 13.6
6.2.2 CONCEPT OF FUNCTIONAL REGIONS
The GSDM - Rural Development Plan (RDP) conceptualise Functional Regions as provided in the Guidelines for Development of Rural Development Plans published by the Department of Rural Development and Land Reform states that “The RDP should be focused on homogeneous functional areas identified according to factors such as unique environmental and climatic conditions, land ownership profile (communal land areas), and rural areas of high population concentration or unique settlement functions and spatial distribution”.
The RDP is seen as a “regional spatial development framework”, and therefore the plan is not compiled for the entire district municipality, but rather for such functional regions within the district. The categorisation of the Functional Regions as per the draft plan is indicated to be guided by the Statistics South Africa’s(StatsSA) poverty lines which are based on a cost-of-basic-needs approach, including both food and non-food items. The poverty lines are based on calculations which determine the minimum amount of money one needs to survive. Those who fall below the MLL lines are then considered as living in poverty. The plan further indicate that StatsSA uses the following three lines indicating poverty levels: Food poverty line (FPL) – Less than R400 p/m, Lower bound poverty line (LBPL) - Less than R544 p/i/m and Upper bound poverty line (UBPL) - Less than R753 p/i/m. 4.2.
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6.2.3 IDENTIFICATION AND DELINEATION OF THE GSDM FUNCTIONAL REGIONS
The GSDM- RDP indicates that in demarcating the functional areas, the following aspects were taken into account:
The Location of Pockets of Poverty
The rural development plan aims to formulate a comprehensive plan of action for rural communities living in extreme poverty. It therefore makes sense to spatially identify where poor communities are located within the Gert Sibande District Municipality.
In identifying the relevant poverty pockets within the Gert Sibande District Municipality, the 2011 census sub places from StatsSA as well as the individual monthly income dataset was used to map income, thereby identifying poverty pockets. For the sake of simplicity, all sub-places with an average individual monthly income of less than R400 were categorised as below the “food poverty line1” – indicated in red on Figure 21. All communities with an income of below R800 were categorised as below the “relative poverty line” – the orange areas on the adjacent map. For the purposes of the RDP, R800 per person per month will be used as the Minimum Living Leverage
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The RDP identifies from the Situational Analysis and Poverty Pockets MLL Analysis that the largest uniform pockets of poverty in the Gert Sibande District are located in the Mkhondo and Dr Pixley ka Isaka Seme municipalities. There are several smaller clusters of poverty located in informal settlements in other parts of the District, but these are mostly around existing towns, mining villages and scatter throughout the forestry region.
6.2.4 Identification of Functional Regions
The RDP provides a functional demarcation of the Gert Sibande District as follows (refer to Figures 23):
Functional Region 1: The GSDM Highveld area characterised by coal mining, electricity generation and maize and livestock farming.
Functional Region 2: The eastern escarpment which holds extensive potential for forestry, tourism and limited fruit farming. The next phase of the project was based on this demarcation. Each of the two Rural Functional Areas were analysed in greater detail in terms of resources available and identification of potential Rural Intervention Areas. This was done in close consultation with local stakeholders (including Traditional Leaders where relevant) which were consulted over a period of two months. The detailed reports for each of the two Functional Areas identified are included in Annexures A and B of the GSDM - Rural Development Plan.
Figure 23
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7. Spatial Proposals 7.1.1 DPKIS LM Spatial Development Framework 2020
The following are the nodal hierarchy proposed within the municipal area: Area Economic Focus Nodal Hierarchy . Agriculture . Livestock . Basic Services Volksrust / Vukuzakhe . Primary Node . Retail . Industry . Offices . Agriculture Amersfoort / Ezamokuhle . Livestock . Secondary Node . Basic Services . Tourism Wakkerstroom / Esizameleni . Secondary Node . Basic Services . Agriculture Perdekop / Siyazenzela . Secondary Node . Basic Services Daggakraal / Sinqobile . Basic Services . Rural Node
Table: Nodal Hierachies The main corridors within the municipality are the following: . National Road – N11 connecting KZN, in the south, with Limpopo, in the north; . Provincial Roads – R23 connecting Volksrust with Perdekop, R35 connecting Amersfoort with Bethal and R543 connecting Volksrust with Vrede in the west and Wakkerstroom in the east.
Map: Dr Pixley ka Isaka Seme LM Spatial Development Framework 2020 DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 204 | P a g e
7.1.2 Volksrust Local Spatial Development Framework Local Nodal Hierarchy Volksrust is the highest order node in the DPKIS LM. The town serves the surrounding communities with the majority of the key land uses located within the CBD of the town. The Volksrust Central Business District is the primary activity node of Volksrust. Retail development, offices, service industry, government buildings and municipal offices are located here. This should still be promoted as the major business node in the municipality and services in the area should be optimised for this purpose. A network of other nodes should be promoted to be a feeder into the primary CBD node. Volksrust functions as the largest commercial centre in the study area. The town fulfils a central place function with the largest residential and commercial component although it is not situated in the centre of the municipal area but in the southern part of the municipal area close to the border of Kwa-Zulu Natal. The location of the town on the N11 and the intersection of the R23 and R543 and the railway line connection led to the diversified development of the area. The town has good engineering and social services and hence supports itself as well as the surrounding rural community. The Central Business District Business is mainly concentrated in the town centre between Smith Street, Schoon Street, Oos Street and Louis Trichardt Street. An extension of the business activities of the town is present in Laingsnek Street and the western part of Joubert Street. All the residential areas depend on the town centre for day-to-day shopping needs, although certain areas have access to neighbourhood centres and corner or tuck shops. There is no significant secondary business node identified in the town.
Activity Spines and Corridors
The town forms part of the N11 Limpopo- Mpumalanga-K24 Corridor. The Mpumalanga Provincial SDF sees the town as a transport/development corridor and that as part of
the Strategic Objective 1 in leveraging the N4 corridor to facilitate regional and provincial connectivity. The N11 provides a regional corridor that will become more important with the development of the Waterberg coal reserves. The N11 provides interaction between the N1, N4 and N2/N17 corridors and will play a major part in the region as a transportation corridor to Richards Bay. The focus for developing the existing corridors on existing corridors will strengthen the transportation network and streamline the freight movement. The following streets can be identified as Activity Spines within Volksrust: . R543 to Wakkerstroom (De Kock Street from the N11) . R543 to Vrede (Joubert Street) . R23 from Standerton (Dan Pienaar Street) . North Bypass connection to R23 to Standerton . Pendoring/Smit Street . Volk Street . Sekelbos Avenue DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 205 | P a g e
Densification / Infill Development There are currently 742,89 hectares of available land, within the proposed urban edge, that can be used for development in Volksrust. To encourage infill development and mitigate possible urban sprawl, the Municipality must utilise these vacant stands in the event of any development. These vacant stands have been derived from the Municipality’s current valuation roll, which also determined their ownership status.
No. Term Application 1. 5-years (short- . Strengthen the CBD to encourage investment. term) . Promote infill development on the available vacant stands. . Revive the industrial area. . Ensure that the railway line is maintained at all times. . Maintain and encourage usage of the N11. . Promote internal connectivity through activity spines and streets. . Manage and protect community facilities and open spaces. . Manage development in areas within 500m to community facilities 2. 5-10 years . Develop Extension 6 (medium-term) . Review the urban edge . Construction of subsidised houses 3. 10-20 years . Youth Centre (long term) . Truck Stop . Manage the future growth of the town Table: Volksrust Spatial Development Pattern 7.1.3 Vukuzakhe Local Spatial Development Framework
Local Nodal Hierarchy The primary node of Vukuzakhe is proposed around the education node in the centre of the town, adjacent to Mavuso Street. This area should be promoted as the primary node of the town in conjunction with the surrounding nodes. The locality of the node in the centre of the settlement makes it more efficient and accessible. Business activities should be encouraged to the west of the existing sports field and the Thusong Centre to the north. Activity Spines and Corridors The R543 from Volksrust to Wakkerstroom acts as the mobility spine for Vukuzakhe from where all other access is gained to the town. The activity spines in Vukuzakhe can be identified as the following streets: . Mavuso Street; . Phuthaditjhaba Street; . And other streets as indicated on the attached map.
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Densification / Infill Development There are 9, 87 hectares of available land in Vukuzakhe. This land is vacant, with most located within the existing built-up area, ensuring that it is in line with the past formal development of the township. These sites should be utilised for future development and can be put on the market by the Municipality or through encouraging the owners to make the land available for development. No. Term Application 1. 5-years (short- . Strengthen both education and business nodes term) . Promote and strengthen activity spines and streets . Address informal settlements . Protect the open space network . Encourage business and infrastructure development . Manage development in areas within 500m to community facilities . New school construction . Avail business sites . Construction of houses for middle-income earners 2. 5-10 years . Review the urban edge (medium-term) . Consider future expansion to the north of Extension 2 . Flood line determination 3. 10-20 years . Training centre (long-term) Table: Vukuzakhe Spatial Development Pattern
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7.1.4 Amersfoort and Ezamokuhle Local Spatial Development Framework
Local Nodal Hierarchy For Amersfoort, the CBD is the primary node where investment should be encouraged. All future retail and service industries should be encouraged around this area. The Mpumalanga SDF sees the town as an integral part of the N11 Transport and Development Corridor. Deciduous fruit farming is more prominent towards the east from Amersfoort up to Kwazanele, making the area a key node for agricultural investment. For Ezamokuhle, the township acts as a feeder for the main town. A node is proposed for the education area to create a unique node that can be utilised to develop a mixed-use node in the future. Activity Spines and Corridors The N11 corridor is of national and provincial significance. It is an inter-regional corridor connecting major links to Botswana, Zimbabwe and Mozambique. The improvement of the N11 corridor will support the freight movement of Gert Sibande DM and serve a major population of the Province. The activity spines within Amersfoort and Ezamokuhle are as follows: . Plein Street (N11 to Volksrust) . Scheiding Street (part of N11 to Volksrust) . Sybrandt Van Niekerk (R35 to Morgenzon) . Bree Street (connecting Amersfoort to Ezamokuhle) . Vlok Street connecting to Sybrand van Niekerk Street . Other streets in Ezamokuhle as indicated on the local SDF. . Connection with the N11 from Ezamokuhle
The following streets were identified as activity streets in Amersfoort and Ezamokuhle:
. Buitekant Street . Bree Street (east of Plein Street) . Kort Street . Zuid Street . Helden Street . Landsberg Street . Simon Street . Streets as indicated in the SDF for Ezamokuhle (no names) . 2 Proposed Activity Streets in Ezamokuhle
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Densification / Infill Development There are 59, 63 hectares of land available for development in the both the Amersfoort and Ezamokuhle areas. All future / potential developments should be encouraged in these vacant stands. No. Term Application 1. 5-years (short- . Strengthen both education and business nodes term) . Promote and strengthen activity spines and streets . Protect the open space network . Encourage business and infrastructure development . Manage development in areas within 500m to community facilities . Avail residential sites for indigent people 2. 5-10 years . Review the urban edge (medium-term) . Floodline determination . Seek alternatives for future growth when the need arises 3. 10-20 years (long- . Thusong Centre term) . New hospital . A primary school in Extension 3 Table: Amersfoort & Ezamokuhle Spatial Development Pattern 7.1.5 Perdekop and Siyazenzela Local Spatial Development Framework
Local Nodal Hierarchy The Perdekop and Siyazenzela area, considered as a Third Order Node within the District, has been identified as a rural intervention area and where the location of the Farmer Production Support Units (FPSU) should be. The Amersfoort CBD, between Plein and Scheiding Street and the proposed surrounding areas around the Thusong Centre should be promoted for future retail and services industries. The integrated nature of both Perdekop and Siyazenzela makes it possible for a proposal of a single business node. A service node can be developed around the sports ground and municipal offices area in Siyazenzela.
Perdekop was established due to an equine sickness epidemic during the second Anglo-Boer war. The people realised that the higher altitude protected the animals from the epidemic and a settlement was established there because it was a haven from the epidemic.
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Activity Streets The following streets were identified as activity streets in Perdekop and Siyazenzela: . Main Street; . Park Street . Church Street . Market Street . Grootvlei Street . Streets in Siyazenzela. These will encourage internal and external connectivity. Densification / Infill Development There are 39, 2 hectares of land available for development in the both the Perdekop and Siyazenzela areas. All future / potential developments should be encouraged in these vacant stands.
No. Term Application 1. 5-years (short-term) . Strengthen both the municipal and business nodes . Promote and strengthen activity spines and streets . Protect the open space network . Encourage business and infrastructure development . Address informal settlements . Manage development in areas within 500m to community facilities . Land for business sites . Construction of low-cost housing 2. 5-10 years (medium- . Review the urban edge term) . Floodline determination . Seek alternatives for future growth when the need arises 3. 10-20 years (long- . Land for church sites term) . Land for agro-based LED projects Table: Perdekop & Siyazenzela Development Pattern 7.1.6 Wakkerstroom and Esizameleni Local Spatial Development Framework
Local Nodal Hierarchy The main node is situated in the CBD where the existing business core of the town is already situated between Hoog and Loop Street and Hoek and Slabbert Street. The primary node of Esizameleni is situated at the corner of Mndebele Street and Ndlovu Street where some business activity already exists. Wakkerstroom is considered as a prime tourism node for the Municipality. The Mpumalanga SDF seeks the promotion of underdeveloped and undeveloped tourism areas and development of necessary tourist facilities. The Wakkerstroom Biosphere Reserve is one of the earmarked areas for development.
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The sensitive upper catchments and wetlands of the Wakkerstroom- Luneburg area are considered to be a strategic focus area by the Provincial SDF. As a result, these environmental heritage and conservation areas, biodiversity hotspots and ecological corridors should be treated as a special Biodiversity Management Zone to be actively protected, managed and enhanced to ensure that these are not degraded by mining, forestry, agricultural and human settlement activities.
Corridors, Activity Spines and Streets The main corridor through the town is the R543 from Volksrust to Piet Retief. The following streets can be identified as Activity Spines in Wakkerstroom and Esizameleni: . Van Riebeeck Street; . Slabbert Street; . Joubert Street; . Mndebele Street; and . Scheiding Street.
The following streets were identified as Activity Streets in Wakkerstroom and Esizameleni: . Loop Street; . Hoek Street; . Laag Street; . Nkonyane Street; . Kerk Street; . Masango Street; and . Hoog Street; . Mchunu Street. . Leyds Street
No. Term Application 1. 5-years . Strengthen the business nodes (short-term) . Promote and strengthen activity spines and streets . Protect the open space network . Encourage business and infrastructure development . Manage development in areas within 500m to community facilities . Cemetery site 2. 5-10 years . Review the urban edge (medium- . Flood line determination term) . Seek alternatives for future growth when the need arises 3. 10-20 years . Construction of low-cost housing (long-term) . Construction of schools Table: Wakkerstroom & Esizameleni Development Pattern
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7.1.7 Daggakraal Local Spatial Development Framework
Local Nodal Hierarchy The main node for this area is proposed at the intersection with the Amersfoort and Volksrust road. This area already has some business activity. The secondary node is at the existing library complex west of the proposed primary node. Daggakraal has been identified as an area to accommodate the Farmer Production Support Unit of the Municipality by the Gert Sibande RDP. The area is also a focal point for the District’s Rural Intervention Areas. Corridors and Activity Streets The D281, to Volksrust, and D254, to Wakkerstroom, are the main corridors through the area. The streets identified as activity streets are indicated on the LSDF for Daggakraal/Sinqobile. It has been determined that regional connectivity is an issue for Daggakraal. Investment should be encouraged to ensure that infrastructure development and maintenance of the streets remains at the core of ensuring consistent movement and access. Daggakraal Rural Intervention Area Precinct Plan (RIAPP) The RIAPP would seek to identify both regional and local solutions to address and improve the current status quo, more specifically to strive towards a more sustainable living environment for the Daggakraal Community. A common vision for the region is to be established that would be guided by the proposed development pillars on a regional scale as well as proposed development themes that are more targeted towards targeted focus (or local) areas. Both the regional and local overview needs to guide development and the implementation thereof for the RIAPP.
The regional overview identifies key development strategies that would improve the region's potential to create and unlock a more conducive economic and socio-economic environment for the Daggakraal Community. The local overview would identify targeted development focus areas that would require more detailed planning towards the development of the key infrastructure and the Farmer Production Supporting Unit (FPSU) prioritised for Daggakraal.
Some of the objectives of the RIAPP include but not limited to:
. Social mobilisation to enable rural communities to take initiatives; . Establish savings clubs and cooperatives for economic activities, wealth creation and productive use of assets; . Access to resourced clinics;
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. Non-farm activities for the strengthening of rural livelihoods; . Leadership training, social facilitation and conscientisation for CRDP and socio-economic independence; . Democratization of rural development, participation, and ownership of all processes, projects, and programmes; . Co-ordination, alignment and cooperative governance (Local Municipalities, Traditional Councils, Provincial Government); . Participation of Non-Governmental Organisations including faith-based organizations, Community Based Organisations and other organs of civil society; . Social cohesion and access to human and social capital; . It is acknowledged that there have been major shortcomings in the delivery of rural infrastructure services; and . Backlogs in infrastructure delivery are still very high and are particularly severe in rural areas that still receive less attention despite efforts made to self-finance their infrastructure in the past.
7.2 Human Settlements
7.2.1 HOUSING CHAPTERS/ HUMAN SETTLEMENT SECTOR PLAN
A Housing Sector Plan (HSP) / Human Settlement Sector Plan or Housing Chapter, may be regarded as a Stand-alone document. It is an integral part of the Municipal Integrated Development Plan (IDP). Ideally it should be developed as part of the Municipal IDP process. Thus, the HSP should be read and understood in this context. The HSP is a five-year strategic plan for the development of human settlements within the municipal area of jurisdiction. It caters for all social and economic categories of people within the municipal area of jurisdiction.
The current HSP was approved by Council on the 31st March 2015 and it is due for revision; however the Provincial Department of Human Settlements has committed to assist the Municipality with the reviewing during the financial year 2020/21.
7.2.2 INFORMAL SETTLEMENT ASSESSMENT AND CATEGORISATION/ INFORMAL SETTLEMENT UPGRADING PLANS
During February 2019 the National Department of Human Settlements, in conjunction with the Dr Pixley Ka Isaka Seme Local Municipality (PKISLM) commissioned the “Participatory Based Planning Support for 6 Informal Settlement Upgrading in the DR Pixley Ka Isaka Seme LM project. The project was undertaken in terms of the National Upgrading Support Programme (NUSP) which is driven by the National Department of Human Settlements (NDOHS) and which is currently being implemented in 63 selected municipalities throughout South Africa. Dr Pixley Ka Isaka Seme Local Municipality was identified as a priority municipality for the implementation of the NUSP initiative. The Six (6) informal settlements which represent the subject matter of the study are listed and geographically depicted on the Figure below.
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Source: Informal Settlement Assessment and Categorisation: Dr Pixley Ka Isaka Seme Local Municipality, Mpumalanga DHS 2020
Source: Informal Settlement Assessment and Categorisation: Dr Pixley Ka Isaka Seme Local Municipality, Mpumalanga DHS 2020
The number of Households living in informal settlements also poses a challenge for the provision of adequate shelter. As can be seen from the table below 6 informal settlements have been identified in the Municipality. The total number of households living in these informal settlements is estimated at 1 370.
Source: Report Informal Settlement Assessment and Categorisation: Dr Pixley Ka Isaka Seme Local Municipality, Mpumalanga DHS 2020
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The Municipality in collaboration with the Department of Human Settlement is in a process of eradicating informal settlements within the municipality. This section describes the process and the aspects considered as part of the Informal Settlements Assessment and Categorisation phase of the project. 7.2.3 INVENTORY OF EXISTING INFORMAL SETTLEMENTS AND RELEVANT FEATURES As a first step in the assessment process a full enumeration was conducted for all informal settlements in Dr Pixley Ka Isaka Seme areas. The section below outlines the salient features of the informal settlements at each node: Perdekop Siyazenzela (Nkanini informal settlements) is located in the north eastern part of Perdekop in close proximity to the existing cemetery and the waste water treatment works. The settlements fall within the CBA Optimal area in terms of the Mpumalanga Biodiversity Plan (Figure 1). Nkanini Informal Settlement consists of 152 units and Siyazenzela 271 units (Figure 1). A township establishment is underway and the layout has the capacity of 601 residential erven. People have settled in a structured manner according to the pegs which have been placed. The main roads within the layout have been graded by the municipality and two water stand pipes have been installed. Figure 1.
Source: Informal Settlement Assessment and Categorisation: Dr Pixley Ka Isaka Seme Local Municipality Mpumalanga DHS 2020
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Volksrust / Vukuzakhe The Msholozi and Vukuzakhe-A Informal Settlements are located in the eastern sections of Vukuzakhe Township as illustrated on Figure 2. Msholozi settlement is located within the urban fabric of Vukuzakhe B Township and sections have been formalised through individual subdivisions and Vukuzakhe-A is located on the boundary of the township and falls within the Strategic Development Area as per the municipality’s Spatial Development Framework. Neither of the settlements are located within a sensitive biodiversity area (see Figure 2). The settlements are also situated on land that is vested with the municipality.
Msholozi settlement consists of 488 units within 3 clusters as per Figure 2. The eastern clusters have been formalised and engineering services underway with installation. It can be noted that certain sections of the western cluster have been formalised through individual subdivisions, however, certain houses still need to be formalised through town planning applications.
Vukuzakhe Informal Settlement consists of 324 dwelling units which have developed in a well-structured manner. The municipality has commenced with the servicing of the units and the finalisation of the necessary township establishment
Figure 2.
Source: Report on Informal Settlement Assessment and Categorisation: Dr Pixley Ka Isaka Seme Local Municipality, Mpumalanga DHS, 2020
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Wakkerstroom / Esizameleni The Nkanini East and West Informal Settlements are located east of Wakkerstroom and Esizameleni which are the formal township areas within Dr Pixley Ka Isaka Seme LM (Figure 3). The informal settlements were initially clustered at Nkanini East, but a portion of the community relocated to form Nkanini West settlement in the hope to be assisted quicker with an RDP house. The ownership of the land is vested under the National Government of South Africa. The Wakkerstroom area is known for its highly sensitive environment and the two informal settlements are located within CBA Irreplaceable zones as per the Mpumalanga Diversity Map (Figure 3).
The two informal settlements have 135 structures with the majority of the units located within Nkanini West as illustrated on Figure 3. The Nkanini East settlement relies on springs for drinking water and a stand pipe has been installed at Nkanini West for potable water. Neither of the settlements have a formal sanitation system or electrical infrastructure.
Two new developments have been commissioned to the south (subdivision Erf 1288) and west
(Subdivision Erf 1263) which will create 484 new residential stands. Figure 3.
Source: Informal Settlement Assessment and Categorisation: Dr Pixley Ka Isaka Seme Local Municipality
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7.2.4 DEMAND ANALYSIS
The 2001 – 2011 average municipal population growth rates (0.30%) is lower than both the Gert Sibande (1.48%) and Provincial (1.83%) averages. At 2.80% between 1996 and 2001, the average municipal population growth rate was higher than both the Gert Sibande (2.42) and Provincial (1.49%) averages.
The number of households is an important measure for the administration of the housing programme. The number of households increased from 19 838 in 2011 to 22 546 in 2016.
In terms of Census 2016 statistics, combined, the two categories of female Headed and Child Headed households make up a total of 9202, of the 19 838 households in the municipality. This means almost one out of every two households in the municipality is Female Headed or Child Headed. Female and Child Headed households are regarded as “vulnerable” and enjoy priority status in terms of government policy. Programme interventions therefore need to be sensitive and respond accordingly.
There is an estimated number in terms of the housing backlogs in the various wards of the Municipality. The summary is presented in the table hereunder:
Table 39: Housing Needs Backlogs including Rural Subsidy Areas NO AREA WARD HOUSING BACKLOG 1 Vukuzakhe 1 300 2 Vukuzakhe 2 250 3 Vukuzakhe 3 275 4 Wakkerstroom 5 300 5 Perdekop 6 500 6 Daggakraal 11 300 7 Daggakraal 9 500 8 Amersfoort 7 1100 9 Ezamokuhle 8 100 10 Volksrust 4 500 11 Daggakraal 10 500 TOTAL 4325
Spatial Targeting of RIAPP
SPATIA KEY FOCUS AREA PROJECT/INTERVENTION L REF.
Education • Development of an Agricultural School R1
Energy • Solar and Wind Farms (Renewable Energy) R2 • Off-Grid town networks • Prioritisation of the Farmer Production Supporting Unit (FPSU) • Development of business plans that align with the FPSU (Land Reform Agriculture farms) R3 • Alignment of CASP/Illema projects to align to the FPSU • Advocating and promoting agri-tourism • Agricultural support services
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Knowledge- • Broadband roll out within the region R4 Economy • The development of WiFi towers with restricted access to educational and business programs. Health • None R5 • Tourism Office and facilities to serve the proposed tourism corridor (link to Pixley ka Seme Monument) • Improved integration of tourism activities through the development Tourism of a Tourism Development Plan for the region R6 • Promoting Heritage, Agricultural, Eco and Adventure Tourism activities • Packaging of tourism packages/trips Business Plans per Farm to be developed/facilitated Rural Development Support and ringfence local produce production R7 Development of a Commonage/Subsistence Farming Development Plan – Increase production Employment and Skills Development of a skills audit R8 development Skills-based educational programs Access to Bursaries Environmental Expanded protected area expansion strategy R9 Management Clearing of alien invasive species
Spatial targeting is the deliberate focus of particular interventions or projects in specific areas, as it is a more efficient way to achieve the desired spatial outcome. The following table and associated maps will describe and spatially reference the identified projects and interventions. Table: Spatial Targeting of key development initiatives within the FPSU catchment area (30km radius) In terms of the current municipal spatial plans, social/rental Accommodation is currently not catered for. The programme has not been identified for the purpose. The same applies for to the Gap Market programme it is not catered for in terms of current municipal plans.
7.2.5 Challenges / Interventions
Based on Programme shortcomings / key issues identified, the following strategies/ interventions with an elaboration of problem statements, strategy objective, outcomes and responsibility assignment are presented in the below table:
NO Problem Statement Strategy/Intervention Objective Outcomes 1. Lack of Reliable Municipal Housing To establish an Enhanced knowledge and Municipal Housing Needs/ Demand accurate, understanding of the municipal housing Needs/Demand Management credible and needs/demand Information hinders the updatable planning effort- There is housing Enhanced ability to manage municipal housing lack of accurate, up-to- needs/demand needs/demand; and
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date, credible Housing management Demand information- system Enhanced ability to plan for the required planning the Human interventions/housing settlement programme delivery delivery without an accurate knowledge of the nature and extent of the backlog is like “shooting in the dark” 2. Slow start on Social/Affordable To increase the Enhanced knowledge and Social/Affordable Rental Rental amount of understanding of municipal Accommodation social/affordable rental provision- The Accommodation Social/Affordable needs/demand; Programmes were Programme Rental adopted and priorities by Enhanced ability to plan for Implementation Accommodation government several years the required interventions – ago, but implementation units for set realistic targets, budget, is not taking off the qualifying timelines etc.;- for inclusion ground in the Provincial Human households Settlement Business Plan; and
Enhanced ability to contribute towards the achievement of Provincial Outcome 8 Social/Affordable Rental Accommodation Targets. 3. Low number of Gap Gap market To increase the Increase number of Market Households Programme number of households utilizing Gap accessing subsidies is a Market subsidies; major concern- The FLISP Implementation households Programme was adopted accessing FLISP Enhanced knowledge and and prioritised by understanding of municipal subsidies government several years Gap Market housing needs ago. Whilst statistical /demand; evidence suggests the possible existence of the Enhanced ability to plan for targeted market segment the required interventions – of monthly incomes set realistic target, budget, between R3 501 and timelines, etc.;- for inclusion R15 000 the number of in the Provincial Human subsidies being accessed Settlement Business Plan; remains extremely low and
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Enhanced ability to contribute towards the achievement of Provincial Outcome 8 Gap Market Target Problem Statement Strategy/Intervention Objective Outcomes 4. Prevalence of un- Social and Economic To create Enhanced knowledge and integrated and Amenities Programme integrated and understanding of municipal unsustainable Human Social and Economic Settlements still a Implementation sustainable Amenities needs/ demand; concern- The social and human and Economic Amenities settlements Programme, which is part Enhanced ability to plan for of Financial Interventions the required interventions – programme of the HSDG, set realistic targets, budgets, was adopted by timelines etc.: for inclusion in government in order to the 2016/17 Provincial address the gap in the Human Settlement Business provision of social and Plan economic amenities in human settlement (new and existing ). It finances the provision of primary municipal community facilities such as clinic/medical care, community halls, sports and other recreational facilities, taxi ranks and small business/informal trading. Since its prioritisation several years ago, the tool remains largely unutilised and envisaged outcomes are not being attained.
5. Slow Progress in the Progressive Upgrading To fast track the Improved programmes / Upgrading of Informal of Informal upgrading of project strategic alignment and target delivery. Settlements negatively Settlements informal affects the achievement settlements in Enhanced ability to increase the number of informal of set targets – Housing line with policy settlements households instruments currently accessing basic services being utilised to upgrade (water, sanitation, refuse removal and electricity) and informal settlements are security of tenure;
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not effective and as a result, critical mass is not Enhanced ability to upscale and accelerate the being realised. The implementation of the utilization of the “right programme; and
instrument/tool” Enhanced ability to designed for the purpose contribute towards the is crucial to get the job achievement of Provincial Outcome 8 Informal done in the right way and Settlement Upgrading at the right time. Targets 6. Mismatch between Project Portfolio To adopt a Enhanced strategic planning Projects Implemented streamlining and re- system to ensure knowledge and skills;
and strategic goals of alignment Project plans Enhanced ability to increase government - Whilst align to and the municipal contribution towards the achievement of Programmes / projects contribute government’s strategic goals being implemented towards the and objectives overall; and remain within the general achievement of Enhanced level of compliance business scope / mandate strategic goals / with policy directives, for the of establishing human targets set by municipality. settlements, alignment to government current human from time to settlement priorities and time. achievement of government targets remains a challenge. Problem Statement Strategy/Intervention Objective Outcomes 7. Rampant Land invasions Municipal Land To establish a Enhanced knowledge and create havoc – Prevalence invasion Management framework for understanding of the nature and extent of land invasions; of land invasions Strategy the management triggered by the influx of of informal Enhanced capacity to manage and monitor land immigration from settlements / invasion / the proliferation of neighbouring countries land invasion informal settlements ; and and rural-urban migration Enhanced ability to plan for makes the housing required interventions to backlog a mobbing target address the backlog. and the provision of basic services a nightmare.
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8. Municipal Accreditation Municipal To set the Informed decision making on Position needs Accreditation Strategy process in how to handle the accreditation process; clarification - An motion for an informed decision needs informed Enhanced ability to plan for the accreditation status; if to be taken on how to decision on applied for; handle the accreditation Accreditation process for the Municipality in line with the Policy adopted by government 9. No expansion for Identify suitable land To provide land Land accessed for human development due to for future human for human settlement environmental sensitive settlement settlement land (biodiversity) at development Ward 5 Part of the land portions are privately owned
Problem Statement Strategy/Intervention Objective Outcomes 10 Lack of land for cemeteries Identification of To provide Cemeteries available for suitable land for new land for communities cemeteries. cemeteries Centralised cemetery 11 Lack of land tenure securities Transfer for land sites Land Land ownership for beneficiaries in communal from CPA/Trusts to tenure /trust areas existing beneficiaries security
7.2.5 Bulk Engineering Services
Municipal bulk infrastructure plans / availability to support human settlement projects. Projects listed in the following table have been identified as having potential to support new human settlement developments in the Municipality:
AREA/LOCALITY PROJECT DESCRIPTION STATUS(2020/21) Amersfoort Water Treatment Works Completion Upgrading Pipeline (Phase 2) Amersfoort Amersfoort Water Treatment Plant Construction Vukuzakhe A & B Water and Sewer Reticulation Construction
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7.3 Rural Development, Agriculture and Land Reform
The unique nature of farming increase pressure for higher impact of rural development, necessitating land use management guidelines with respect to development of rural non-agricultural land uses.
These land uses are normally associated with demands in the rural area for non-agricultural or service related industries. The high rural population and shift towards tourism and eco-related activities, further necessitates clear policy guidelines with respect to non-agricultural uses in the rural area. Rural non-agricultural land uses specifically, but not exclusively refer to the following activities:
No Activities 1. Farm Schools 2. Agri-Industries 3. Engineering Services 4. Service Trades and Farm Shops 5. Warehousing and Packing sheds 6. Nurseries, Kennels and Riding Schools
It should be noted that the policy for rural non-agricultural land uses exclude tourism and resort related activities. These uses will be dealt with under a separate policy. The Department of Rural Development & Land Reform committed itself to assist our Municipality with the development of the wall to wall land Use Scheme. The inception project meeting was held and the project is underway.
Land Reform
Projects will be linked to the acquisition of and access to land through the three land reform programmes (redistribution, tenure and restitution). All projects implemented through the three programmes will be implemented efficiently but in a sustainable manner liked to the strategic objective of the CRDP. Some of the priorities include:
No Land Reform Priorities 1. Reviewing the land reform products and approaches 2. Reviewing land acquisition models (including the Willing buyer-Willing seller approach) 3. Fast-tracking the settlement of labour tenancy claims 4. Facilitating secure access to land by farm dwellers 5. Protecting the land rights and of farm workers 6. Increasing the pace of settling outstanding Land Restitution Claims 7. Providing an analysis of outstanding claims 8. Adopting a developmental approach to the settlement of restitution claims
7.4 Human Settlement and Land Administration Dr Pixley Ka Isaka Seme Area through the IDP processes continue to identify a need for housing particularly in Wakkerstroom (Esizameleni), Amersfoort (Ezamokuhle), Volksrust(Vukuzakhe) and Paardekop (Siyazenzela). The municipality therefore undertook the initiative to identify land for human settlements with the assistance from the Provincial Department of Human Settlements for detailed planning proposals for 3,253 erven in all of the five (5) areas. DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 224 | P a g e
Municipal Township Establishment initiatives currently underway in terms of the IDP are listed in the table hereunder. These initiatives present an opportunity for collaboration/partnerships between the Municipality and the Department, in order to accelerate delivery and, specifically for exploring the feasibility of the GAP Market Projects.
Township establishment projects are underway in four administrative units except for Daggakraal. The initiatives are intended to contribute to the Integrated Residential Development Programme. The initiatives will yield an estimated 3253 new stands.
Area/Locality Project Description Expected Status (2020/21) Number of Units Vukuzakhe A & B Township 1180 Detailed Planning for Vukuzakhe-A Establishment General Plan submitted to Surveyor General (SG) for Vukuzakhe-B Ezamokuhle Township 1 001 Detailed Planning- (Amersfoort) Establishment General Plan submitted to SG Siyazenzela Township 601 Detailed Planning- (Paardekop) Establishment General Plan submitted to SG Esizameleni Township 471 Detailed Planning- (Wakkerstroom) Establishment General Plan submitted to SG Volksrust Ext 6 Amendment of the ±3 000 Submission made to DHS (Volksrust) General Plan for all social and economic categorise
7.5 Township Establishment/ Planned project The Municipality undertook a process of Township Establishments in Esizameleni, Ezamokuhle, Vukuzakhe and Siyazenzela during the 2018/19 financial year with the assistance from the Provincial Department of Human Settlements. The scope of work included the following: N Township Establishment Scope o 1. Identifying of land (Private and Public owned land) for future housing development in accordance with the demand as expressed during the IDP Public Consultative Meetings 2. To provide Professional services (Planning, Engineering services and Project Management) for the development of 3 253 residential sites in all the Townships
The progress to date on the five (5) township establishment projects of Esizameleni, Ezamokuhle, Siyazenzela and Vukuzakhe-A&B is as indicated below.
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7.6 WAKKERSTROOM/ ESIZAMELENI
Two new developments have been commissioned in Esizameleni (subdivision of Erf 1288 which created 249 sites and 212 low cost houses have been constructed) and subdivision of Erf 1263, which created 222 residential portions. Both sites created 484 new residential portions in Esizameleni.
7.6.1 ESIZAMELENI 1288
The pegging of 249 residential portions is complete on Erf 1288 in Esizameleni with 212 RDP Houses constructed and the General Plan with Conditions was submitted to the Office of the Surveyor General (Figure 4 below).
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7.6.2 ESIZAMELENI 1263
The pegging of 222 residential portions on Erf 1263 in Esizameleni is complete and the General Plan with Conditions was submitted to the Office of the Surveyor General (Figure 5 below).
7.2.3 EZAMOKUHLE
The pegging of 1001 residential stands is complete and the General Plan with Conditions of Establishment for Ezamokuhle was submitted to the Office of the Surveyor General (See figure 6 below)
Out of the 1001 residential sites, 500 can be made available for sale to individual within the gap market and the remaining can accommodate the low income earners in Ezamokuhle for low cost houses.
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7.2.4 AMERSFOORT The municipality is in position of 98 vacant sites located next to the silos and were made available through offers to purchase to individuals who can afford to purchase stands. The sites have infrastructure and are serviced with water and sewer, Ezamokuhle is located in the Eskom’s jurisdiction, therefore a submission will be made to Eskom for servicing with Electricity. Also take note the stands are yet to be valued and awaiting the formalization of the subdivision and the value will be determined thereafter the conclusion of the draft general plan.
7.2.5 SIYAZENZELA
The pegging of 601 residential stands for Siyazenzela is complete and the General Plan together with the Conditions of Establishment was submitted to the Office of the Surveyor General. (Figure 7 below) The remaining 208 sites can be made available to individuals within the gap market, who are willing to purchase.
7.2.6 PAARDEKOP
During the land audit done in Paardekop approximately 14 vacant sites were identified, each measuring 1983m² and the sites are in filled, allocated in an existing town and are fully serviced with water, sewer and electricity. Subsequent to the validation processes there is an option of subdividing the bigger sites in order to add more stands to reduce the demand by the public in Paardekop. Therefore with the assistance from Gert Sibande District, a draft layout has been completed which could yield approximately 36 portions measuring 350m² each.
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7.2.7 VOLKSRUST
The municipality has submitted a request to the Department of Human Settlements for the amendment of the existing General Plan in Volksrust Extension 6 for all social and economic categorise, as well as the installation of infrastructure services and this development will yield approximately 3000 residential sites for integrated development. This will accommodate from low, medium to high income residential development in Volksrust Ext 6. The initiative is at the feasibility and planning phases. Therefore there is a need to re- scope the projects to make provision for an integrated development for social and economic categories of households (low, middle and high income housing), including Rental and Gap Market requirements where feasible.
This development will also assist to curb the Low number of Gap Market Households accessing subsidies which is a major concern- The FLISP Programme was adopted and prioritised by government several years ago, therefore it will be accommodated in this development, as well as the Social/Affordable Rental Accommodation provision within the Municipality.
7.2.8 VUKUZAKHE A
Application for Township Establishment with Conditions of Establishment was submitted to the District Municipal Planning Tribunal for decision and this development will yield 429 residential stands in Vukuzakhe- A. Servicing of the sites with Sewer and water reticulation with roads has commenced on site (Figure 9 below).
The Department of Human Settlement has allocated funds and appointed a contractor to construct 230 units of low cost houses in Vukuzakhe-A. 200 beneficiaries have been approved by DHS on the HSS System. Awaiting the completion of services in Vukuzakhe-A, as well as the finalization of the Township Establishment processes.
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7.2.9 VUKUZAKHE B
The pegging of 751 residential stands for Vukuzakhe B is complete and the General Plan together with the Conditions of Establishment was submitted to the Office of the Surveyor General. Servicing of the sites with Sewer and water reticulation with roads has commenced on site. (Figure 8 below)
A total of 500 stands have been made available through free allocation and offers to purchase to individuals who can afford to purchase the stands, where 210 stands are for free allocation and the deficit will be for sale to individual within the gap market. 7.3 Security of Tenure (Issuing of Title deeds) The ownership of land by the previously disadvantaged and communities remain of great importance in the municipality. The security of tenure is a strategic service delivery beneficial to communities including provision of an access to basic services, small scale finance and public investment in infrastructure development. Title Deeds provide security and also reduce illegal invasion of land by communities. The Department of Human Settlements provides assistance and support to the municipality with process for Title Deeds Restoration project.
7.4 Capital Investment Framework
The existence of an SDF for a municipality does not ensure that it will be implemented successfully. The implementation of the SDF should be implemented through the municipality’s IDP, sector plans, strategies and projects, municipal budget and land use management scheme. If the SDF is not implemented through these mechanisms it will never serve the purpose it was intended for. The capital investment framework proposed in the following section is one of the most important mechanisms for the implementation of the SDF because if there is no money for the projects and plans it will never be implemented. The projects listed are all new projects that resulted from the SDF and should be included in the next IDP review as projects for implementation.
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The following tables represent the estimated capital expenditure that is a direct result of the proposed SDF under review which should inform the IDP and update the budget in the IDP.
Project/Activity Responsible Estimated 2019/20 2020/21 2021 Department Project Cost onwards
Allocation Allocation Allocation VOLKSRUST 1 Volksrust Development Planning & R 750 000 R 750 000 - . Precinct Plan Economic Development 2 1:100 year Flood line Technical & R 150 000 R200 000 - . determination (old town) Engineering Services Wetland Delineation (old Technical & R 100 000 R 100 000 town) Engineering Services 4 Sport Stadium Development Community R 2 000 000 R1 000 000 R1 000 00 . Services 0 5 Thusong Centre Community R 1 000 000 R 500 000 R 500 000 . Services 9 Amendment of General Plan Planning & R2 500 000 - R1 250 000 R1 250 000 . for the Integrated Residential Economic Development Programme Development (IRDP): Volksrust Ext.6 1 Land Use Management Planning & N/A N/A N/A N/A 0 Scheme (In progress in-house Economic . with assistance from GSDM & Development MISA) 12. As-built building plans for all Planning & Economic R360 000 R180 000 R180 000 N/A admin units (Municipal Building) Development 13. Reticulation of electricity in Technical & Volksrust Extension 4 (56 Sites) Engineering Services VUKUZAKHE 1. 1:100 year flood line Technical & R 200 000 R 200 000 - - determination Engineering Services 2. Extension of cemetery Community Services R 500 000 R 500 000 - - 3. Identification, Assessment Studies Planning & Economic R 900 000 R 450 000 R450 000 for New Cemeteries Development 3. Communal Grazing fields Community Services R 350 000 R 350 000 - - 4. Township Establishment: North of Planning & Economic N/A N/A N/A N/A R543 Vukuzakhe B (Funded by Development DHS) 5. Thusong Centre Community Services R 1 500 000 R1 500 000 - - 6. Register Waste dump site Technical & R 350 000 R 350 000 - - Engineering Services 7. Reticulation of services on the 60 Technical & sites to accommodate mixed use Engineering Services land uses. (4582 Vukuzakhe) DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 231 | P a g e
AMERSFOORT 1. 1:100 year flood line Technical & R 150 000 R 150 000 - - determination Engineering Services 2. Extension of cemetery Community Services R 120 000 R 120 000 - - 3. Development of residential sites Planning & Economic R 180 000 R 180 000 - - for Gap Market Development 4. Thusong Centre Community Services R 1 500 000 R 500 000 R 500 000 R 500 000 5. Registered Waste dump site Technical & R 350 000 R 350 000 - - Engineering Services EZAMOKUHLE 1. 1:100 year flood line Technical & R 150 000 R 150 000 - - determination Engineering Services 2. Thusong Centre Community Services R 1 500 000 R 500 000 R 500 000 R 500 000 3. Township Establishment and Planning & Economic - - - - Services: North East (Funded by Development DHS) 4. Sport stadium development Community Services R 4 000 000 R1 000 000 R1 000 000 R2 000 000 5. Proposed new access road Technical & R 3 000 000 R1 000 000 R1 000 000 R1 000 000 Engineering Services 6. Registered Waste dump site Technical & R 350 000 R 350 000 - - Engineering Services 7. Reticulation of services on the 14 Technical &Engineering sites to accommodate mixed use Services land uses. (1467 Ezamokuhle) PERDEKOP/SIYAZENZELA 1. 1:100 year flood line Technical & R 150 000 R 150 000 - - determination Engineering Services 2. Upgrading of sport stadium Community Services R 2 000 000 R1 000 000 R1 000 000 - 3. Upgrading of informal settlements Planning & Economic R 2 500 000 - R1 250 000 R1 250 000 portion 7&8 and 39 residential Development stands in Paardekop, (Nhleko Farm) (R23) 4. 4. Registered Waste dump site Technical & R 350 000 R 350 000 - - Engineering Services 5. Thusong Centre Community Services R 1 500 000 R5 000 000 R 500 000 R 500 000 WAKKERSTROOM/ESIZAMELENI 1. 1:100 year flood line Technical & R 150 000 R 150 000 determination Engineering Services 2. Wetland Delineation Technical & R 100 000 R 100 000 Engineering Services 3. Sport stadium development Community Services R 4 000 000 R1 000 000 R1 000 000 R2 000 000 4. Township Establishment and Planning & Economic Services: Esizameleni (Funded by Development DHS) Completion stage 5. Thusong Centre Community Services R 1 500 000 R 500 000 R 500 000 R 500 000 6. Registered Waste dump site Technical & R 350 000 R 350 000 - - Engineering Services
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DAGGAKRAAL/SINQOBILE 1. Thusong Centre Community Services R 1 500 000 R 500 000 R 500 000 R 500 000 2. Registration and transfer of all the Planning & Economic trust areas to beneficiaries in Development Sinqobile (Assistance from DHS) 3. Regional Cemetery Community Services R 850 000 R 500 000 R 350 000 - 4. Registered Waste dump site Technical & R 350 000 R 350 000 - - Engineering Services NON URBAN AREAS 1. PPP projects Planning & Economic Negotiate Development with PPP 2. Potential High Income Residential Planning & Economic Private Development Development Investor 3. Potential Mining development Planning & Economic Negotiate Development with Dept. Mineral Resources 4. Potential Dam developments Planning & Economic Private Development Investor 5. Updated Aerial Photography Planning & Economic - - - - Development
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CHAPTER FIVE STRATEGIES, KPI PER KPA & PROJECTS
8 Strategic Development Objectives In order to achieve the identified priorities for Dr. Pixley Ka Isaka Seme Local Municipality, the following development objectives have been identified.
KPA 1: Municipal Transformation and Organisational Strategic Goal: Promote good governance, Development organizational development and financial S TRATEGIC OBJECTIVE: PsusRItOainabiliRITY ISStyU ES / FUNCTIONS
1. Develop and enhance human capital services to Human Capital, Labour Relations, EAP, HR Skills maximize service delivery Development, Recruitment and Retention 2. Sustain good corporate governance through KPA e2:ff Basicective Service and ac cDeliveryountabl eand cle a Infrastructuren administrati on Strategic Goal : Provision of sustainable and Development accessible basic services to all STRATEGIC OBJECTIVE: PRIORITY ISSUES/ FUNCTIONS 1. Plan, develop and maintain infrastructure and Electricity, Roads and Stormwater drainages, Water, facilities. Sanitation, Municipal Buildings and Facilities , Fleet Management, Parks, Sport and Recreation Facilities, 2. Provide safe and healthy environment for the Cemeteries, Solid Waste Management, environmental community. management, PMU 3.KP A s 3:trat Loecgaicl Esucopnpomicort on D tehevelo imppmelemnet ntation of Strategic Goal: Promote economic growth and job municipal programmes and projects STRATEGIC OBJECTIVE: PCRIreOatRIionTY ISSUES / FUNCTIONS Facilitate investment and development of strategic Local Economic Development and Job Creation, infrastructure to unlock growth and job creation SMME Development , Economic Development (investment) KPA 4: Municipal Financial Viability and Strategic Goal: Promote good governance, Management organizational development and financial STRATEGIC OBJECTIVE: PsusRItOainabiliRITY ISStyU ES / FUNCTIONS 1. To manage the finances of the municipality to Sound financial management ,Controls and ensure financial viability procedures, Revenue management ,Financial Reporting
2. Continue with accountable and developmental ,Financial Performance, Payroll Administration, orientated monetary management to sustain a Property Valuation Services sound fiduciary position.
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KPA 5: Good governance and public Strategic Goal : Promote Good Governance
SPaTRrtAicTiEpatiGICo On BJECTIVE: PRIORITY ISSUES/ FUNCTIONS 1. Sustain good corporate governance through information technology and Communication, Legal and effective and accountable clean administration Administration, Communication, Ward Committees 2. Continuous respond and communicate with Management ,Council General Public Participation, Risk communities Management, Internal Audit, IDP, PMS, Events Management, Customer care, Community halls; Office of 3. Promote effective governance processes and the Mayor, planning 4. oversee the achievement of good governance through the implementation of council resolutions
KPA 6 : Spatial Planning Strategic Goal: Provide a safe, healthy Environment STRATEGIC OBJECTIVE: PRIORITY ISSUES / FUNCTIONS 1. Facilitate for the creation of a safe, secured, Licensing, Cultural services, Traffic Services, Safety and informed and healthy environment for the Security, Human Settlements, Town planning, Social community Programmes, Emergency Services ,Youth Development, 2. Plan and develop integrated and sustainable human settlements and rural areas
3. Coordinate sustainable social livelihood through developmental programmes 8.1 Legislative Framework for Performance Management The following statutes are duly applicable:
Statute Relevant Provisions The Constitution 1996(Section 152) Local Government must: Provide democratic and accountable government for local communities. Ensure the provision of sustainable municipal services to communities. Promote social and economic development. Promote a safe and healthy environment. Encourage the involvement of communities’ in the matters of local government.
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Municipal Systems Act (32 of A Municipality must: 2000, Chapter 6). Establish a Performance Management System. Promote a performance culture. Administer its affairs in an economical and accountable manner. A Performance Management System must be able to: Set KPI’s for measuring Performance. Set measurable performance Targets. Monitor and review performance. Improve performance. Report on performance.
White Paper on Service Delivery PMS must be based on the 8 principles of “Batho Pele”: (Bathos Pele) 1998. Consultation. Service Standards. Access. Courtesy. Information. Openness/Transparency. Redress. 8. Value for Money. Municipal Finance Management Act Act A municipality must: 32of 2000) Chapter 6. Establish a performance management system. 2. Monitor and review the performance management system.
Local Government: Municipal The performance management system must provide for: Performance Regulations for Municipal Community involvement. Managers and Managers directly Auditing of performance. accountable to Municipal Managers, Inclusion of National Key 2006. Performance Indicators. Performance Reporting.
8.2 Role Players in the Management of Performance Management
8.2.1 Internal Audit The Internal Audit Services plays an internal performance auditing role, which includes monitoring the functioning of the PMS and compliance to legislative requirements. Its role is also to assist the municipality in validating the evidence provided by the Directors in support of their achievements and to provide and independent audit report to the Audit Committee. 8.2.2 Auditor General The Auditor General collects processes and provides the relevant and appropriate information from the Municipality. 8.2.3 Performance Audit Committee The Municipality established its own Audit Committee in 2014. The committee monitors the quality and integrity of the Performance Management System and examines, scrutinize and critically analyses and audit DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 236 | P a g e
the information from departments, to ensure equity and consistency in the application of evaluation norms and standards. The committee further provides an independent audit report to the Municipal Manager and the Mayoral Committee, following the completion of objective appraisals. 8.2.4 Evaluation Panel The Evaluation Panel evaluates the performance of the Section 57 employees, including the Municipal Manager’s performance, through approval of the final performance ratings.
8.2.5 PMS Manager The PMS Manager collects and processes relevant and appropriate information from departments and also examines, scrutinizes and analyses the information from Departments. 8.2.6 Municipal Manager The Municipal Manager prepares performance agreements with agreed and approved measures and targets. He also monitors and evaluates the measures and targets of the Directors and ensures that the results are documented and publicized to the relevant stakeholders. 8.2.7 Councillors The Councillors plays a role in the PMS by providing inputs into the process with reference to the needs and requirements of their constituents and the communities. The Councillors also examines, scrutinize and critically analyses the measures, targets, outputs and outcomes. 8.2.8 Executive Mayor and Members of the Mayoral Committee The Executive Mayor monitors and evaluates the measures and targets of the Municipal Manager. The Executive Mayor also, in collaboration with the Members of the Mayoral Committee manage the development of the Municipal PMS and oversee the performance of the Municipal Manager and the General Manager. 8.2.9 Officials The Officials provide the IDP documentation and provide inputs into the process with reference to the available resources within their respective Departments. The officials document the measures and targets and provide the schedule of measures and targets to the relevant stakeholders. They collect, process and provide the relevant and appropriate information from their respective departments 8.2.10 Council and Section 79 Committees Council ratifies and adopts the Performance Management Framework. Section 79 Committees play an oversight role and consider reports from Council on the functioning of different portfolios and the impact on the overall objectives and performance of the municipality. 8.2.11 Community The community plays a role in the PMS through the annual IDP consultation processes by providing inputs into the process with reference to their specific needs and requirements. The annual IDP consultation processes are managed by the Office of the Speaker, working in close collaboration with the IDP and Public Participation Unit.
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9 Reports
The legislative framework requires that the municipality should develop reports on particular intervals that must submit to various institutions for validation and monitoring. The table below outlines a summary of the reports that have been developed in Dr. Pixley Ka Isaka Seme Local Municipality. REPORT TYPE DESCRIPTION Monthly Section 71 of the MFMA requires that reports be prepared. A financial report is prepared reports based on municipal programmes and projects. Quarterly IDP The SDBIP is a key management, implementation and monitoring tool, which provides and operational content to the end-of-year service delivery targets, set in the budget and IDP. SDBIP It determines the performance agreements for the municipal reporting Manager, Top Managers and other levels of staff, whose performance can then be monitored through Section 71 monthly reports, and evaluated through the annual report process.
The SDBIP information on revenue will be monitored and reported monthly by the Municipal Manager in terms of Section 71(1) (a) and (e). For example, if there is lower than anticipated revenue and an overall cash shortage in a particular month the municipality may have to revise its spending downwards to ensure that it does not borrow more than anticipated. More importantly, such information requires the municipality to take urgent remedial steps to ensure it improves on its revenue collection capacity if the municipality wants to maintain its levels of service delivery and expenditure.
Section 1 of the MFMA states that the SDBIPs a detailed plan approved by the Mayor of a municipality in terms of service delivery should make projections for each month of the revenue to be collected, by source, as well as the operational and capital expenditure, by vote. The service delivery targets and performance indicators need to be reported on quarterly (MFMA, 2003). Mid-year Section 72 of the MFMA requires the Accounting Officer to prepare and submit a report budget and on the performance of the municipality during the first half of the financial year. The COGTA report report must be submitted to the Executive Mayor, National Treasury as well as the relevant Provincial Treasury and COGTA. As with all other reports this is a crucial report for the Council to consider mid-year performance and what adjustments should be made, if necessary. Annual Section 46 of the MSA states that a municipality must prepare for each financial year, a Performance performance report that reflects the following: report (Section 46) financial year;
for and performances in the previous financial year; and ures to be taken to improve on the performance. The performance report must be submitted at the end of the financial year and will be made public as part of the annual report in terms of Chapter 12 of the MFMA.
The publication thereof will also afford the public the opportunity to judge the performance of the municipality against the targets set in the various planning instruments. DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 238 | P a g e
Annual report Every municipality is required by Section 121 to prepare an annual report for each financial year, which must include: the annual financial statements of the municipality as submitted to the Auditor- General for audit (and, if applicable, consolidated annual financial statements); the Auditor-General’s audit report on the financial statements; an assessment by the Accounting Officer of any arrears on municipal taxes and service charges; particulars of any corrective action taken or to be taken in response to issues raised in the audit reports; any explanations that may be necessary to clarify issues in connection with the financial statements; any information as determined by the municipality; any recommendations of the municipality’s audit committee, an assessment by the Accounting Officer of the municipality’s performance against the measurable performance objectives for revenue collection and for each vote in the municipality’s approved budget for the relevant financial year; an assessment by the Accounting Officer of the municipality’s performance against any measurable performance objectives set in terms the service delivery agreement; the annual performance report prepared by a municipality; Any other information as may be prescribed.
Section 127 prescribes the submission and tabling of annual reports. This section also gives provision for the following: The Mayor of a municipality must, within seven months after the end of a financial year, table in the municipal council the annual report of the municipality. If the Mayor, for whatever reason, is unable to table in the council the annual report of the municipality, within seven months after the end of the financial year to which the report relates, the mayor must: o submit to the Council a written explanation setting out the reasons for the delay, together with any components of the annual report that are ready; o Submit to the Council the outstanding annual report or the outstanding components of the annual report as soon as may be possible. Oversight The Council of a municipality must consider the municipality’s annual report, and in report terms of Section 129, within two months from the date of tabling of the annual report, must adopt an oversight report containing the Council’s comments, which must include a statement whether the Council: has approved the annual report with or without reservations; has rejected the annual report; or Has referred the annual report back for revision of those components that can be revised.
In terms of Section 132, the following documents must be submitted by the Accounting Officer to the provincial legislature within seven days after the DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 239 | P a g e
municipal council has adopted the relevant oversight report: a) the annual report (or any components thereof) of each municipality and each municipal entity in the province; and b) All oversight reports adopted on those annual reports. It is important to note that the Oversight Committee working with these reports should be chaired by the opposition party.
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SUMMARY OF THE 2 YEAR BUDGET THAT INDICATE REVIEW PERFORMANCE PLAN WITH TOP UP-TO DATE INDICATORS AND TARGETS
DEPARTMENT CORPORATE SERVICES
HIGH-LEVEL 2020/2021 SDBIP
KPA 1: Municipal Transformation & Institutional Development
STRATEGIC OBJECTIVE: To provide effective, efficient and transformed human resources
Original Original Portfolio Original Key Performance 2018/2019 Vote Quarter 2 Quarter 3 Original Quarter 4 No of Baseline Budget Quarter 1 Indicator Target number (OCT TO (JAN - (APRIL - JUNE) Evidence (JULY - SEPT) DEC) MARCH)
MUNICIPAL ADMINISTRATION & SECRETARIAT
1 x Oversight report on the MPAC Number of 2019/20 1 x approved Minutes Oversight reports Annual oversight report Council Oversight Running 1 i.r.o the Annual N/A N/A Report to N/A i.r.o. the 2019/20 resolution report cost Report adopted by be Annual Report Oversight Council approved report by Council by the end of March 2020
4 x progress 1 x Quarter 4 1 x Quarter 1 1 x Quarter 2 Number of reports to 4 x progress progress progress progress reports 4 x progress Council on Quarterly 1 x Quarter 3 progress report to report to report to to Council on the reports the Reports on report to Council on Running Council on Council on Council on 2 implementation of submitted to implementat implementa the implementation of cost the the the Council Council for all ion of tion of Council Resolutions for implementati implementati implementati Resolutions for all Departments Council council all Departments on of Council on of Council on of Council Departments Resolutions resolutions Resolutions Resolutions Resolutions for all
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Departments for all for all for all . 4 x Council Departments Departments Departments resolutions.
100% 100% 100% Percentage of 100% of Council 100% of resolutions resolutions resolutions Council Resolutions 100% resolutions Council Council implemente implemente implemente Resolutions implemented for Running implemented for 3 resolution Resolutions d for d for d for implemented for Corporate cost Corporate Services register implemente Corporate Corporate Corporate Corporate Services Services Department d Services Services Services Department Department Department Department Department
LEGAL SERVICES
Quarterly 1 x Quarter 4 1 x Quarter 1 1 x Quarter 2 4 x quarterly Number of Progress report to report to report to reports to 1 x Quarter 3 report to quarterly reports Reports to 4 x Reports Running Council on Council on Council on 4 Council on Council on litigation on litigation cases Council. on litigations cost litigation litigation litigation litigation cases cases attended to. attended to Council cases cases cases attended to resolution. attended to. attended to. attended
HUMAN RESOURCES
Number of Quarter 4 Quarter 1 Quarter 2 4 x quarterly Quarterly 4 X reports quarterly reports progress progress progress Quarter 3 progress reports on report. on Running 5 to Council on report to be report to be report to be report to be submitted disciplinary cases Council disciplinary cost Disciplinary cases submitted to submitted to submitted to to Council attended to resolution cases attended to Council Council Council
Number of Local Labour Forum 4 x LLF sittings Minutes 4 x LLF Running 1 x LLF 1 x LLF 1 x LLF 6 1 x LLF Sitting (LLF) meetings held Attendance Agendas cost Sitting Sitting Sitting held Registers
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Key Original 2018/2019 Portfolio of Vote Original Quarter 2 Original Quarter 3 Original Quarter 4 No. Performanc Baseline Budget Quarter 1 (JULY Target Evidence number (OCT TO DEC) (JAN - MARCH) (APRIL - JUNE) e Indicator - SEPT)
HUMAN RESOURCES
Number of Minutes of the 4 X OHS 4 x OHS 1 x OHS 1 x OHS 1 x OHS 1 x OHS sittings of OHS Committee Committ Running 7 Committee Committee Committee Committee Committee the OHS Attendance ee cost meetings held Meeting Meeting Meeting Meeting Committee Registers Agendas
Number of Minutes of the 4 x HRD sittings of 4 x HRD 1 x HRD 1 x HRD 1 x HRD 1 x HRD HRD Committee Committ Running 8 the HRD Committee Committee Committee Committee Committee Attendance ee cost Committee meetings held Meeting Meeting Meeting Meeting Registers Agendas meetings
Number of 1 x WSP 1 x WSP Drafting of WSP Submit WSP WSP Council Running 9 document docume N/A N/A document for document to documents Resolution cost approved nt 2021/22 Council for approved approval.
Submit 1 x reviewed Organisational Structure to 1 x Number of 1 X Consolidation of Consolidation of Council for Organisational Council Request Organisatio Organisa submissions/input submissions/input approval in May Structure Resolution Running submissions/in 10 nal tional s of s of 2021. reviewed and Approved cost puts from Structures structur Organisational Organisational approved by structure Departments approved e Structure review Structure review Council
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ADMINISTRATIVE SUPPORT
Percentage 100% of of Municipal Various 3 390 25% spending 25% spending per 25% spending per 25% spending per 11 Municipal Budget print-out NEW KPI Running Cost votes 176 per quarter quarter quarter quarter Running spent Cost spent
100% of Contractual Services spent 008036330 Percentage 1. Photocopy 0 spent of machines 008036120 3 014 25% spending 25% spending per 25% spending per 25% spending per 12 Budget print-out NEW KPI Contractual 2. Telephone 0 101 per quarter quarter quarter quarter Services system 008036630 3. 0 MUNADMUN- system
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DEPARTMENT OF INFRASTRUCTURE AND TECHNICAL SERVICES
HIGH-LEVEL 2020/2021 SDBIP
KPA 2: Basic Service Delivery
STRATEGIC OBJECTIVE: To provide access to basic service to the households
Original Original Original Key Original Portfolio of Quarter 2 Quarter 3 Quarter 4 No. Performance 2020/2021 Target Baseline Vote number Budget Quarter 1 Evidence (OCT TO (JAN - (APRIL - Indicator (JULY - SEPT) DEC) MARCH) JUNE)
ACCESS TO BASIC SERVICES: WATER AND SANITATION
Minutes of site hand- 500m of KM of bulk over. water water pipe Excavation Excavation Constructing Progress Planning and pipeline line of trenches of trenches 2,4km of a new reports & 1 NEW Design. Site constructed. 1a constructed MIG 2 495 555 and pipe and pipe 75mm Ø water X Project PROJECT hand-over Completion in the area of laying for laying for pipeline Close-out meeting. of project Perdekop 900m 1km report. and close up ward 6 Completion report. certificates
Number of Progress 50 x house house (Refer to KPI reports & 1 90 x house 60 x house connections connections 200 x house no 1a Dept. X Project connections connections to bulk to bulk water connections to NEW of Planning and 1b Close-out to bulk to bulk water pipeline in bulk water PROJECT Infrastructur Design. report. water water pipeline. the area of pipeline e- High Level Completion pipeline pipeline Completion Perdekop SDBIP) certificates of project. ward 6
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Number of Progress 1 x WWTW Waste Water reports & 1 refurbished Treatment 1 x 4ML WWTW X Project NEW Construction Construction Construction and 6 Works to 8Ml in Close - out WSIG 20 000 000 PROJECT works works works upgraded. (WWTW) Ward 3 upgraded report. Completion upgraded in Completion of project. Ward 3 certificates
Number of Waste Water Progress Treatment 1 x WWTW reports & 1 Works 1 x 1ML WWTW refurbished X Project (WWTW) to 2Ml in NEW Planning and Construction Construction and 7 Close-out WSIG 10 000 000 refurbished Ward 7 and 8 PROJECT Design. works works upgraded. report. and upgraded Completion Completion upgraded in of project. certificates Amersfoort ward 7 and 8
Provide 25 x Construction Households with of Toilet Top 9 Toilet Top MIG 1 118 333 Project is for 2021/22 Structures in Structures in Ward 10 Ward 10
Provide 25 x Construction Households with of Toilet Top 10 Toilet Top MIG 1 118 333 Project is for 2021/22 Structures in Structures in Ward 11 Ward 11
Provide 150 x Construction Households with of Toilet Top 11 Toilet Top MIG 4 500 000 Project is for 2021/22 Structures in Structures in ward rural areas 4/5/6/7/8 and 10
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Original Original Original Original Key Portfolio of Quarter 1 Quarter 2 Quarter 3 Quarter 4 No. Performance 2020/2021 Target Baseline Vote number Budget Evidence (JULY - (OCT TO (JAN - (APRIL - Indicator SEPT) DEC) MARCH) JUNE)
ACCESS TO BASIC SERVICES: WATER AND SANITATION
Provision of Provide 25 x water to Households with 2 196 13 supply water connection MIG Project is for 2021/22 450 Bethamoya in Village Ward 10
Construction of water Provide 25 x water reticulation house connection 1 166 14 MIG Project is for 2021/22 with house in 667 connection in Ward 1 ward 1
Construction of water Provide 25 x water reticulation house connection 1 166 15 MIG Project is for 2021/22 with house in 666,7 connection in Ward 2 ward 2
Provide 25 x water Construction house connection of water in reticulation 1 166 16 Ward 3 MIG Project is for 2021/22 with house 666,7 connection in ward 3
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ELECTRICAL SERVICES
Monthly Installation progress report of 3 high to Portfolio Number of Planning mast lights Committee. high mast 3 high mast lights and in Number of high lights to be to be installed in NEW Design. Vukuzakhe 17 mast lights. MIG 1 100 000 None None installed in Vukuzakhe, Ward PROJECT Site hand- ward 3. Close-out report Vukuzakhe, 3, over Completion at end of Ward 3 meeting. of project Quarter 4. and close up Completion report. certificate
Number of Households to 500 Households be electrified electrified (infills) (infills and in Vukuzakhe, 19 bulk INEP 9 600 000 Project is for 2021/22 Ward 1, 3 and 11 reticulation) in as per the list of Vukuzakhe, Households Ward 1 , 3 and 11 (Phase 6)
Number of Households to 320 Households be electrified electrified (infills) (infill and bulk in Vukuzakhe, 20 INEP 5 120 000 Project is for 2021/22 reticulation) in Ward 1, 3 and 11 Vukuzakhe, as per the list of Ward 1 , 3 and Households 11 (Phase 5)
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Construction Construction of of high mast 10x high mast 21 lights in ward lights in ward 7, 8 MIG 4 694 919 Project is for 2021/22 7, 8 , 9, , 9, 10 and 11 10 and 11
Original Original Original Original Key Portfolio of Vote Quarter 1 Quarter 2 Quarter 3 Quarter 4 No. Performance 2018/2019 Target Baseline Budget Evidence number (JULY - (OCT TO (JAN - (APRIL - Indicator SEPT) DEC) MARCH) JUNE)
PUBLIC WORKS
Minutes of site hand-over Planning Earthworks. KM of a meeting. Construction of a and Earthworks. Earthworks. Construction paved road Progress reports 1,8km paved road NEW Design. Construction Construction of 650m of 22 constructed in & 1 X Project MIG 2 495 555 in Vukuzakhe PROJECT Site hand- of 550m of of 600m of paved road. Vukuzakhe Close-out ward 1 over paved road paved road Completion ward 1 report. meeting. of project. Completion certificates
Minutes of site hand-over Planning Earthworks. KM of a meeting. Construction of a and Earthworks. Earthworks. Construction paved road Progress reports 1,8km paved road NEW Design. Construction Construction of 650m of 23 constructed in & 1 X Project MIG 2 495 555 in Vukuzakhe PROJECT Site hand- of 550m of of 600m of paved road. Vukuzakhe Close-out ward 2 over paved road paved road Completion ward 2 report. meeting. of project. Completion certificates
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Minutes of site hand-over Planning Earthworks. KM of a meeting. Construction of a and Earthworks. Earthworks. Construction paved road Progress reports 1,8km paved road NEW Design. Construction Construction of 650m of 24 constructed in & 1 X Project MIG 2 495 555 in Vukuzakhe PROJECT Site hand- of 550m of of 600m of paved road. Vukuzakhe Close-out ward 3 over paved road paved road Completion ward 3 report. meeting. of project. Completion certificates
Minutes of site hand-over Planning KM of a meeting. Construction of a and Earthworks. Construction paved road Progress reports 1,3km paved road NEW OWN Design. Construction Construction of 500m of 25 constructed in & 1 X Project 3 000 000 in Volksrust ward PROJECT FUNDS Site hand- of 325m of of 475m of paved road. Vukuzakhe Close-out 4 over paved road paved road Completion ward 4 report. meeting. of project. Completion certificates
Minutes of site hand-over Planning Earthworks. KM of a meeting. Construction of a and Earthworks. Earthworks. Construction paved road Progress reports 1,8km paved road NEW Design. Construction Construction of 650m of 26 constructed in & 1 X Project MIG 2 495 555 in Wakkerstroom PROJECT Site hand- of 550m of of 600m of paved road. Wakkerstroom Close-out ward 5 over paved road paved road Completion ward 5 report. meeting. of project. Completion certificates
Minutes of site hand-over Planning Earthworks. KM of a meeting. Construction of a and Earthworks. Earthworks. Construction paved road Progress reports 1,8km paved road NEW Design. Construction Construction of 650m of 27 constructed in & 1 X Project MIG 2 495 555 in Amersfoort PROJECT Site hand- of 550m of of 600m of paved road. Amersfoort Close-out ward 7 over paved road paved road Completion ward 7 report. meeting. of project. Completion certificates
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Minutes of site hand-over Planning Earthworks. KM of a meeting. Construction of a and Earthworks. Earthworks. Construction paved road Progress reports 1,8km paved road NEW Design. Construction Construction of 650m of 28 constructed in & 1 X Project MIG 2 495 555 in Amersfoort PROJECT Site hand- of 550m of of 600m of paved road. Amersfoort Close-out ward 8 over paved road paved road Completion ward 8 report. meeting. of project. Completion certificates
Minutes of site hand-over Planning Earthworks. KM of a meeting. Construction of a and Earthworks. Earthworks. Construction paved road Progress reports 1,8km paved road NEW Design. Construction Construction of 650m of 29 constructed in & 1 X Project MIG 2 495 555 in Daggakraal PROJECT Site hand- of 550m of of 600m of paved road. Daggakraal Close-out ward 9 over paved road paved road Completion ward 9 report. meeting. of project. Completion certificates
Original Original Original Original Key Portfolio of Vote Quarter 1 Quarter 2 Quarter 3 Quarter 4 No. Performance 2018/2019 Target Baseline Budget Evidence number (JULY - (OCT TO (JAN - (APRIL - Indicator SEPT) DEC) MARCH) JUNE)
PUBLIC WORKS
Minutes of site hand-over Planning Earthworks. KM of a Construction of a meeting. and Earthworks. Earthworks. Construction paved road 1,8km paved road Progress reports NEW Design. Construction Construction of 650m of 30 constructed MIG 2 495 555 in Daggakraal & 1 X Project PROJECT Site hand- of 550m of of 600m of paved road. in Daggakraal ward 10 Close-out report. over paved road paved road Completion ward 10 Completion meeting. of project. certificates
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Minutes of site hand-over Planning Earthworks. KM of a Construction of a meeting. and Earthworks. Earthworks. Construction paved road 1,8km paved road Progress reports NEW Design. Construction Construction of 650m of 31 constructed MIG 2 495 556 in Daggakraal & 1 X Project PROJECT Site hand- of 550m of of 600m of paved road. in Daggakraal ward 11 Close-out report. over paved road paved road Completion ward 11 Completion meeting. of project. certificates
Fencing of 32 Cemeteries 890m of fencing MIG 500 000 Project is for 2021/22 Ward 3
Construction of paved 1,0km of paved 33 MIG 1 118 333 Project is for 2021/22 roads in road Ward 1
ADMINISTRATIVE
Number of 3 x MIG 3 x MIG monthly 12 x MIG Expenditure Expenditure project Expenditure 12 x expenditure 12 x 3 x MIG 3 x MIG Reports Reports expenditure Reports reports submitted expenditure Expenditure Expenditure Running submitted submitted 34 reports to be submitted to to COGTA. reports Reports Reports cost to COGTA to COGTA submitted to COGTA by the Acknowledgement submitted submitted submitted by the 3rd by the 3rd COGTA by 3rd of each of COGTA. to COGTA. to COGTA to COGTA of each of each the 3rd of month month month each month
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DEPARTMENT COMMUNITY SERVICES
HIGH-LEVEL 2020/2021 SDBIP
KPA 2: Basic Service Delivery
STRATEGIC OBJECTIVE: TO DEEPEN DEMOCRACY THROUGH PUBLIC PARTICIPATION AND PROMOTE GOOD GOVERNANCE
Original Original Original Original Key No 2018/2019 Portfolio of Vote Quarter 1 Quarter 2 Quarter 3 Quarter 4 Performance Baseline Budget . Target Evidence Number (JULY - (OCT TO (JAN - (APRIL - Indicator SEPT) DEC) MARCH) JUNE)
EPWP
List of Number of job Recruitment appointed opportunities process for beneficiaries. created 44 job appointmen Quarterly 66 job through EPWP opportunities 281/3810/0 t of 44 x Quarter 1 Quarter 2 Quarter 3 reports opportunitie R 1 085 1 incentive grant created and 4 x 0 EPWP beneficiaries report to report to report to submitted to s created in 000 and number of reports GRANT for 2020/21. NDPW NDPW NDPW National 2019/20 reports compiled Quarter 4 Department submitted to report to of Public NDPW NDPW. Works.
Number of progress reports to Council on the 4 x Quarterly 4 x Progress 4 x Progress Q4 report to Q1 report to Q2 report to Q3 report to Community reports reports on reports on Running portfolio portfolio portfolio portfolio 2 Works Portfolio COGTA CWP CWP cost committee committee committee committee Programme committee opportunities opportunities on CWP on CWP on CWP on CWP (CWP) resolution opportunities created in the municipality
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LIBRARIES
Number of Attendance 1 x 1 x 1 x 1 x Library 4 x marketing 4x marketing 3 registers and R25 000 marketing marketing marketing marketing marketing events events dated photos event event event event events
ADMINISTRATIVE SUPPORT
Percentage of 100% of 25% 25% 25% 25% Municipal Municipal Budget print- Various 1713828 4 NEW KPI spending per spending per spending per spending Running Cost Running Cost out votes 0 quarter quarter quarter per quarter spent spent
Percentage of 100% of 25% 25% 25% 25% Repairs and Repairs and Budget print- Various 5 NEW KPI 600 000 spending per spending per spending per spending Maintenance Maintenance out votes quarter quarter quarter per quarter spent costs spent
100% of Percentage Contractual 25% 25% 25% 25% spent of Services spent Budget print - Various 13 312 6 NEW KPI spending per spending per spending per spending Contractual 1. Security out votes 343 quarter quarter quarter per quarter Services 2. Fire Hydrant Equipment
100% 100% 100% 100% 100% 100% implementatio implementatio 100% of resolutions resolutions resolutions resolutions n of Council n of Council Council Council implemente implemente implemente implemente Running 7 Resolutions for Resolutions for resolution Resolutions d for the d for the d for the d for the cost the Community the Community register implemente Community Community Community Community Services Services d Services Services Services Services Department Department Department Department Department Department
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1 x Parking bay Number of Layout plan. Repairs and Submit to be extended Finalisation Parking bays to 2 x reports to Maintenanc progress at Volksrust of project 8 be extended Council. NEW KPI e (Buildings report and N/A N/A Admin. Unit and report and 2 x reports Dated & layout plan and 2 x reports to Council to Council photographs Properties) to Council to Council
DEPARTMENT OF THE MUNICIPAL MANAGER
HIGH-LEVEL 2020/2021 SDBIP
KPA 3: LOCAL ECONOMIC DEVELOPMENT (LED)
STRATEGIC OBJECTIVE: To create and promote a conducive environment for socio economic development
Original Original Original Key Original Portfolio of Vote Quarter 2 Quarter 3 Quarter 4 No. Performance 2019/2020 Target Baseline Budget Quarter 1 Evidence number (OCT TO (JAN - (APRIL - Indicator (JULY - SEPT) DEC) MARCH) JUNE)
Number of 4 x LED 1 x LED 1 x LED 1 x LED 1 x LED Sector LED 4 x LED Sector 4 x Attendance Sector Running Sector Sector Sector Sector 1 Programme Programme registers for 40 000 Programme cost Programme Programme Programme Programme Workshops Workshops Workshop Workshops Workshop Workshop Workshop Workshop implemented
Number of 2 x trainings 2 x trainings training 2 x attendance 1 x training 1 x training provided to provided to Running 2 provided to LED registers for R20 000 N/A programme N/A programme beneficiaries beneficiaries cost beneficiaries training provided provided appointed appointed appointed
Number of 1 x business 2 x business business plans 3 x business 3 x business Running 3 3 x business plans R50 000 plan plan N/A N/A developed for plans plans cost developed developed LED projects
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Appointment 1 x Letter of a appointment Number of LED 1 x LED Strategy service provider 1 x LED Running 4 R100 000 letter of a N/A N/A N/A Strategy revised revised to assist with Strategy cost service revision of LED provider Strategy
Number of LED 4 x Attendance 1 x LED 1 x 1 x 4 x LED Forum Running 1 x Invitation 1 x Invitation 5 Forum Registers and Forum R40 000 Invitation Invitation meetings cost Letters Letters meetings Minutes meeting Letters Letters
Appointment Letter of a Number of service provider 1 x 1 x Tourism Tourism to assist with appointment Strategy and 1 x Tourism Running 6 Strategy and development of R100 000 N/A letter of a N/A N/A Implementation Strategy cost Implementation Tourism service Plan developed Plan Developed Strategy and provider Implementation Plan
1 x Draft 1 x Draft Draft Number of Municipal 1 x Municipal Municipal Municipal Investment Running 7 Investment Investment Investment R100 000 N/A N/A Investment N/A Strategy cost Strategy Strategy Strategy Strategy developed developed developed Developed
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DEPARTMENT OF BUDGET AND TREASURY
HIGH-LEVEL 2020/2021 SDBIP
KPA 4: Municipal Financial Viability and Management
STRATEGIC OBJECTIVE: TO PROVIDE SOUND FINANCIAL MANAGEMENT AND COMPLIANCE TO LEGISLATION
Original Original Original Original Key No 2018/2019 Portfolio of Vote Quarter 1 Quarter 2 Quarter 3 Quarter 4 Performance Baseline Budget . Target Evidence number (JULY - (OCT TO (JAN - (APRIL - Indicator SEPT) DEC) MARCH) JUNE)
REVENUE
50%+ Percentage revenue to 50%+ 50%+ 50%+ of quarterly be revenue to revenue to revenue to revenue Quarterly collected be collected be collected be collected collected and Section 52 47% per 50%+ per quarter.. per quarter.. per quarter.. 1 number of reports. collection Running cost quarter.. collection rate Quarterly Quarterly Quarterly Quarterly Payment rate rate Quarterly Section 52 Section 52 Section 52 Section 52 reports Section 52 report report report reports report prepared. prepared. prepared. prepared prepared.
EXPENDITURE
Report on the Municipal 4 x quarterly 1 Report Running Cost 1 Report per 1 Report per 1 Report per reports on the per quarter spent (Incl 4 Reports to Section 71 quarter on quarter on quarter on 2 municipal Running cost on the Debt Council Report the running the running the running running cost running Impairment cost spent cost spent cost spent spent cost spent and Depreciation )
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90 328 Report on 4 x quarterly 25% 25% 25% 25% 4 Reports to Section 71 Various Vote 154 3 the salaries reports on spending spending per spending per spending per Council Report numbers 9 662 spent salaries spent per quarter quarter quarter quarter 234
1 Report on Report on 4 x quarterly 1 Report on 1 Report on 1 Report on the expenditure reports on the the the expenditur of Repairs repairs and 4 Reports to Section 71 expenditure expenditure expenditure 4 Running cost e of repairs and maintenance Council Report of repairs of repairs of repairs and Maintenance spending per and and and maintenanc spent department maintenance maintenance maintenance e
1 Report on 1 Report on 1 Report on 1 Report on Report on 4 x quarterly the the the the expenditure reports on 4 Reports to Section 71 expenditur expenditure expenditure expenditure 5 on contractual Running cost Council Report e on on on on Contractual spending per contractual contractual contractual contractual Services department Services Services Services Services
SUPPLY CHAIN MANAGEMENT
Number of 1 x report quarterly 1 x report on 1 x report on 1 x report on on the SCM reports 4X Quarterly the SCM the SCM the SCM 4 x quarterly Activities submitted to Report on reports on Activities Activities Activities reports on the submitted Executive SCM SCM submitted to submitted to submitted to Supply Chain to Mayor within activities activities Executive Executive Executive Management Executive 10 working submitted to were Running Mayor on Mayor on Mayor on 6 Activities Mayor on days after the Executive submitted to Costs quarter 1 quarter 2 quarter 3 submitted within quarter 4 the end of Mayor. the Executive within 10 within 10 within 10 10 working days within 10 each quarter MFMA SCM Mayor during working days working days working days after the end of working on the report. 2018/2019 after the end after the end after the end each quarter days after Supply Chain financial year of the of the of the the end of Management quarter quarter quarter the quarter Ac
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Original Original Original Original Key No 2018/2019 Portfolio of Vote Quarter 1 Quarter 2 Quarter 3 Quarter 4 Performance Baseline Budget . Target Evidence number (JULY - (OCT TO (JAN - (APRIL - Indicator SEPT) DEC) MARCH) JUNE)
SUPPLY CHAIN MANAGEMENT
4 x Quarterly Number of reports on quarterly the reports 4 x quarterly Reports on Deviations to 1X Report 1X Report on 1X Report on 1X Report on submitted to reports on the the the Supply on the the the the Council on Deviations to the Deviations to Chain Deviations Deviations to Deviations to Deviations to Running 7 the Supply Chain the SCM Management to the SCM the SCM the SCM the SCM Costs Deviations to Management policy - Policy were Policy to Policy to Policy to Policy to the Supply Policy submitted Council submitted to Council on Council on Council on Council on Chain to Council Resolution Council quarter 4 quarter 1 quarter 2 quarter 3 Management during Policy 2018/2019 financial year
4 x quarterly reports on Quartely Unauthorise report Number of d, Irregular, submitted Quartely Quartely Quartely quartely 4 x quarterly Fruitless and to Council report report report reports reports on Register on Wasteful on submitted to submitted to submitted to submitted to Unauthorised, Unauthorise expenditure Unauthoris Council on Council on Council on Council on Irregular, d, Irregular, were Running ed, Unauthorise Unauthorise Unauthorise 8 Unauthorise Fruitless and Fruitless and submitted to Costs Irregular, d, Irregular, d, Irregular, d, Irregular, d, Irregular, Wasteful Wasteful Council Fruitless Fruitless and Fruitless and Fruitless and Fruitless and expenditure expenditure during and Wasteful Wasteful Wasteful Wasteful submitted 2018/2019 Wasteful expenditure expenditure expenditure expenditure financial year expenditur on quarter 1 on quarter 2 on quarter 3 e on
quarter 4
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BUDGET / ASSETS AND TREASURY
Number of Council Submission DRAFT Capital- 1 x DRAFT resolution for DRAFT Capital- of 1 x draft and Capital- and Consultatio approval of draft and Operational Capital- and Operational Operational n with budget 90 days budget for Runnin Operational 9 budgets for budget for N/A N/A stakeholder before the 2021/2022 g cost budget for 2021/22 2021/2022 s on Draft beginning of the approved by 30 2021/2022 approved by approved by 31 Budget new financial April 2020 to Council 31 March March 2021 year for approval 2021
Number of Council 1 x FINAL FINAL Capital- resolution for FINAL Capital- Capital- and and approval of and Operational Approval of Operational Operational budget 30 days budgets for Runnin final annual 10 budgets for N/A N/A N/A budgets for before the 2021/22approve g cost budget for 2021/22 2021/22 beginning of the d by 31 May 2021/22 approved by 31 approved by new financial 2020 May 2021 31 May 2021 year
Number of 1 x adjustment Adjustment Adjustment budget for budget for Submission budgets for 2020/21 to be Council 2020/21 Tabling of to Prov.- 2020/21 submitted 10 Resolution. submitted 10 Adjustment and Nat. submitted to working days Confirmation of working days Runnin Budget for 11 N/A N/A Treasury relevant after approval submission to after approval g cost 2020/21 to within 10 stakeholders by Council to Prov.- Nat. by Council to Council for days after 10 days after Provincial- and Treasury Provincial- and approval approval approval by National National Council Treasury Treasury
Percentage of 100% of the Monthly reports 100% of the 25% 25% 25% 25% the Finance Finance to National Finance FMG spending of spending of spending of spending of 12 2 235 Management Management Treasury i.t.o. Management GRANT the FMG the FMG the FMG the FMG Grant spent Grant spent FMG requireme Grant spent per quarter per quarter per quarter per quarter
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Number of 4 x Section 52 4 x Section 52 1 x Section 1 x Section 1 x Section 1 x Section Section 52 Section 52 report reports reports Runnin 52 report 52 report 52 report 52 report 13 reports submitted to submitted to submitted to g cost submitted submitted submitted submitted submitted to Council Council Council to Council to Council to Council to Council Council
Original Original Original Original Key Vote No 2018/2019 Portfolio of Quarter 1 Quarter 2 Quarter 3 Quarter 4 Performance Baseline numbe Budget . Target Evidence (JULY - (OCT TO (JAN - (APRIL - Indicator r SEPT) DEC) MARCH) JUNE)
ADMINISTRATIVE SUPPORT
Number of Approved Audit Submission Develop the Audit action Action Plan. of Audit 1 x Audit Action 1 x Audit Action Runnin 2019/2020 14 plans Minutes of Audit N/A Action Plan N/A Plan developed Plan developed g cost Audit Action developed for Committee to the Audit Plan 2019/2020 Meetings Committee
100% 100% 100% 100% 100% 100% implementatio resolutions resolutions resolutions resolutions implementation n of Council implemente implemente implemente implemente of Council Council 100% of Council Resolutions Runnin d for the d for the d for the d for the 15 Resolutions for resolution Resolutions for the g cost Department Department Department Department the Department register implemented Department of of Budget of Budget of Budget of Budget of Budget and Budget and and and and and Treasury Treasury Treasury Treasury Treasury Treasury
Number of Prepare and Section 72 1 x Section 72 submit 1 x Council (Mid-year) (Mid-year) 1 x Section 72 Section 72 resolution for Runnin 16 reports tabled report tabled to (Mid-year) N/A N/A (Mid-year) N/A submission of g cost to Council by Council by 31 report report to S72 report 31 January January 2021 council by 2021 31 January
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Number of 1 x 2017/18 annual Annual 1 x Submission financial Submission of Financial Acknowledgeme of AFS to statements AFS to Auditor- Runnin Statement 17 nt of submission Auditor-General N/A N/A N/A submitted to General on 31 g cost submitted to AG on 31 August Auditor August 2020 to AG on 31 2020 General by 31 August August 2020 2020
Percentage of Municipal Running Cost 100% of 25% 25% 25% 25% spent (Incl Municipal 100% running Runnin 3014528 18 Budget print-out spending spending spending spending Debt Running Cost cost spent g cost 4 per quarter per quarter per quarter per quarter Impairment spent and Depreciation)
100% of Contractual Percentage Services spent 100% spent on 25% 25% 25% 25% spent of 1. Short-term 50 366 19 Budget print-out Contractual 7853412 spending spending spending spending Contractual Insurance 300 Services per quarter per quarter per quarter per quarter Services 2. Valuation Roll 3. MUNSOFT
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DEPARTMENT OF INFRASTRUCTURE AND TECHNICAL SERVICES
HIGH-LEVEL 2020/2021 SDBIP
KPA 6: SPATIAL PLANNING
STRATEGIC OBJECTIVE: To ensure integrated rural and urban planning.
Original Original Original Key Original Portfolio of Vote Quarter 2 Quarter 3 Quarter 4 No. Performance 2018/2019 Target Baseline Budget Quarter 1 Evidence no: (OCT TO (JAN - (APRIL - Indicator (JULY - SEPT) DEC) MARCH) JUNE)
TOWN PLANNING / HUMAN SETTLEMENT & BUILDINGS
2 x reports to Council on 2 x reports to 2 x reports identified Number of Council on to Council land for new reports to identified land for 2 x reports to Running 1 on identified R100 000 cemeteries N/A N/A N/A Council on new cemeteries Council. cost land for new at identification at Esizameleni Cemeteries Esizameleni and Vukuzakhe and Vukuzakhe
Number of reports Conduct Geotech Service Geotech and Appointment Geotech and and EIA at new provider for Environmental Letter for EIA Reports Running 2 cemeteries at R500 000 N/A EIA and N/A N/A Impact Geotech and of new cost Esizameleni and Geotech Assessments EIA cemeteries Vukuzakhe appointed for new cemeteries
Building Reports of Report to Report to Report to Report to Number of Plans approved 60 x building Running Council on Council on Council on Council on 3 building plans Register and Building N/A plans approved cost approved approved approved approved approved Council plans in Building Building Building Building resolution 2019/20 Plans Plans Plans Plans
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Council Residential Approved Number of Resolutions Allocation 98 Residential Sites Running allocation 98 of Deed of 4 alienated sites and N/A N/A Letters with Sites Alienated Alienated in cost Letters with Sales in Amersfoort Allocation Land Value 2019/20 Land Value Letters
Number of AS Appointment Report of Building Plans 7 x AS Build letter of a Running approved 5 developed for Building Plans new R180 000 N/A N/A N/A Service cost Building municipal Developed Provider Plans buildings
Number of Council reports 8 x Council 2 x Council 2 x Council 2 x Council 2 x Council 8 x Council resolutions submitted to resolutions resolutions resolutions resolutions resolutions reports on Land on Land Running 6 Council on on Land N/A on Land on Land on Land on Land Development Development cost Land Development Development Development Development Development Applications Applications Development Applications Applications Applications Applications Applications in 2019/20 Applications
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10 Auditor General Outcome and Action Plan for 2018/19 FY
DPKISLM received a disclaimer opinion with matters in 2018/19 financial year. The AG has raised certain issues that need to be addressed. The below table outlines issues raised by the AG and how the municipality is going address them The below table provide an Audit Action Plan for the period 2018/19
DR PIXLEY KA ISAKA SEME LOCAL MUNICIPALITY
AUDITOR GENERAL
AG - FRAMEWORK (PROVINCIAL TREASURY)
REMEDIAL ACTION PLAN: 2018/19
PLAN 2018/2019 FINANCIAL YEAR
ROOT CAUSE OF ACTIVITIES TO BE MONITOR PAG CATEGOR NON-COMPLIANCE ACTION UNDERTAKEN TO ING FINDING E No FOCUS AREA DUE RESPONSIBLE PROGRESS - Y/ KEY / INTERNAL PLANS TO BE OPERATIONALISE MECHANI NO. on (FINDING) DATE PERSON MONTHLY AREA CONTROL TAKEN THE ACTION SM / MR DEFICIENCIES PLANS PERSON
1. Conduct 1. Movable assets Lack of half yearly verification to be Movables management assets done on a assets could responsibility to verification on quarterly basis not be physical ensure the movable verified municipal assets are assets Chief (Written-off safeguarded and 30-Jun- Manager 1 ASSETS 2. Create 2. Filling of the Financial Mayoral and well maintained. 20 Assets position for position for Assets Officer Fire Vehicles (Assets not Assets staff staff not removed removed from the from the Assets register) 3. Filling of Assets register) (Lack of Staff and the position resources for Assets staff
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1. Conduct 1. Movable assets half yearly Lack of responsible verification to be assets by the management done by 31 March verification on to ensure that all 2020 and 30 June movable municipal assets are 2020 recorded on the assets and Assets not 2. Updating of register to ensure updating of Chief recorded on assets register 30-Jun- Manager 2 ASSETS that the register assets register Financial the fixed assets with additions on 20 Assets maintained by the with all Officer register. a monthly basis management is additions complete and that 2. Develop an 3. Finalise the the total rand value Internal assets assets as reported in the procurement procurement and AFS is accurate. and recording recording process process
1. Conduct 1. Movable assets half yearly verification to be assets done by 31 March verification on 2020 and 30 June movable 2020 assets and Library books 2. Updating of The Accounting updating of were not assets register Officer's post was assets register 30-Jun- Municipal Municipal 3 ASSETS recorded in the with additions on vacant for the long with all 20 Manager Manager fixed asset a monthly basis period additions register. 2. Asset Management 3. Request for a Policy to be meeting with the clarified with Department. the Department
1. Review of Chief The assets Lack of review of Assets will be 30-Jun- Manager 4 ASSETS the assets Financial register include the asset register. verified and the 20 Assets a solid waste register asset register will Officer
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disposal site 2. Create be reviewed on a that could not position for quarterly basis be physical Assets staff verified. 3. Filling of the position for Assets staff
1.GSDM to assist The balance of with the review of property plant Inadequate review Chief Review of the the AFS 30-Jul- 5 ASSETS and equipment of Annual financial CFO Financial AFS 20 is incorrectly statements 2. Submit AFS for Officer calculated. review to Audit Committee
The fixed assets register Assets will be does not have verified and the Chief Inadequate review Review of the 30-Jun- Asset 6 ASSETS all the asset register will Financial of asset register. assets register 20 manager necessary be reviewed on a Officer details of the quarterly basis assets.
1. Review of the SLA with Management does Amount as per service not take the The third party to Contour report provider. necessary steps to transfer/deposit Chief does not agree 30-Jun- Manager 7 REVENUE ensure that the the received Financial to the amount 20 Revenue accounts of the amounts on a daily Officer on the bank entity is reconciled 2. Update pre- basis statement. on a regular basis. paid electricity reconciliation
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Incorrect tariff rates were used to 1. Improve calculate Update the billing Management does the process of property rates system with the Chief not regularly review issuing the 30-Jun- Manager 8 REVENUE due to supplementary Financial the accounting permission to 20 Revenue properties valuation on a Officer records. occupy being monthly basis certificate incorrectly classified in the valuation roll.
review all review all proposed Supporting proposed journals Management does journals and documents for and their Chief not review financial their 30-Jun- Manager 9 REVENUE journals were supporting Financial records on a regular supporting 20 Revenue not provided documents before Officer basis. documents for audit. processing before quarterly basis processing
1. Each section to review the AFS Interest amounts on Inadequate reviews the general of the financial Chief ledger do not Review of the 30-Jul- Manager 10 REVENUE records on a regular Financial agree to the AFS 20 Revenue basis. (Review of 2. Review of Officer amounts as per the AFS) section 52 report the bank confirmation.
Update and 1. Monthly Grants revenue Management does review grants reconciliation Chief for conditional not regularly review 30-Jun- Manager 11 REVENUE register and Financial grants does not the accounting 2. Pass the 20 Revenue prepare Officer agree to the records necessary journal journals to
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corresponding realise Reviewal by the expenditure. revenue CFO and the Account Officer
Inadequate review of the commitment The amount of Update and schedule by the Update and commitments review Chief EXPENDIT management to review 30-Jun- SCM 12 has been commitment Financial URE ensure that figures commitment 20 Manager inaccurately register on a Officer as per the schedule register calculated monthly basis are correctly calculated
1. Review all review all proposed journals Unallocated proposed and their deposit journals and supporting Inadequate record Chief supporting their documents before 30-Jun- Manager 13 REVENUE keeping and Financial documents supporting processing 20 Revenue monitoring. Officer was not documents quarterly basis provided. before 2. Reversal of the processing adjustment journals
Inadequate review of the Annual Financial Statement by the management Fruitless and Update and to ensure that Update and wasteful review the instances of fruitless review the expenditure as Fruitless and Chief and wasteful Fruitless and 30-Jun- SCM 14 SCM recorded in the Wasteful Financial expenditure Wasteful 20 Manager GL has not expenditure Officer incurred by the expenditure been disclosed register on a municipally during register in the AFS. monthly basis the year are recorded on the register and disclosed in the AFS.
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The total amount per Management did payroll report not reconcile the Prepare and for housing payroll report with Prepare and Chief EXPENDIT review Salary 30-Jun- Manager 15 subsidy does the GL to ensure review Salary Financial URE reconciliations 20 Expenditure not agree with that the payroll reconciliation Officer monthly the amount as amounts agree to per general the GL. ledger.
Amount recorded on the payroll Management did report for not perform a Prepare and remuneration Prepare and Chief EXPENDIT reconciliation review Salary 30-Jun- Manager 16 of senior review Salary Financial URE between the payroll reconciliations 20 Expenditure managers does reconciliations Officer and the general monthly not agree with ledger. the general ledger amount recorded.
1. Review all review all proposed journals Journals were not proposed and their Supporting adequately journals and supporting documentation Chief EXPENDIT reviewed to ensure their documents before 30-Jun- Manager 17 on journal Financial URE they have valid supporting processing 20 Expenditure entries were Officer supporting documents quarterly basis not provided. evidence. before 2. Reversal of the processing adjustment journals
Accrual Inadequate review review all 1. Review all Chief EXPENDIT amount for of journal entries proposed proposed journals 30-Jun- Manager 18 Financial URE standby has led to this journals and and their 20 Expenditure Officer allowance for a misstatement their supporting certain supporting documents before
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employee has documents processing been before quarterly basis duplicated on processing the general 2. Reversal of the ledger. adjustment journals
1. The completion of the AFS to be on last week of The expense July amount for Inadequate review 2. GSDM to assist Chief EXPENDIT leave paid was Review of the 30-Jul- Manager 19 on financial with the review of Financial URE not included in AFS 20 Expenditure statements. the AFS by 31 May Officer the employee 2020 cost note 30 3. Submit AFS for review to Audit Committee
1. The completion of the AFS to be An amount on last week of disclosed in the July AFS as Inadequate review 2. GSDM to assist Chief EXPENDIT undefined Review of the 30-Jun- Manager 20 of the annual with the review of Financial URE difference AFS 20 Expenditure financial statements the AFS by 31 May Officer under the 2020 remuneration for CFO. 3. Submit AFS for review to Audit Committee
1. The completion The amount of Management did Chief EXPENDIT Review of the of the AFS to be 30-Jun- Manager 21 bonus paid on not perform a Financial URE AFS on last week of 20 Expenditure the GL does reconciliation of the Officer not agree with payroll report to the July
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the amount on General ledger to 2. GSDM to assist the payroll and ensure that the with the review of AFS. amount reported is the AFS by 31 May in line with the 2020 amount processed on the payroll 3. Submit AFS for report. review to Audit Committee
1. Ensure all BBBEE 1. Request certificates clarification from are done by NT regarding an Sworn Affidavits Independent appraiser
Incorrect 2. Review of allocation and Non-compliance SCM policy to Chief 2. Review of SCM 29-Feb- SCM 22 SCM calculation of with supply chain incorporate Financial policy 20 Manager preference management policy. the SCM Officer points. regulations
3. Request the service provider to supply with the BBBEE certificate from an Independent Appraiser
1. Schedule of An email will be Non – MPAC sent to the Compliance meetings be Manager in the Chief with the Poor consequence approved by Office of the 30-Jun- SCM 23 SCM Financial requirement of management Council Speaker to remind 20 Manager Officer the legislation him on the reports and regulations 2. Implement outstanding for - prior year the approved MPAC scheduled of
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UIF&W not meetings by investigated MPAC
1. The Hotline will be established in the office office of the EM No fraud Request the Poor control 30-Jun- Chief Risk Municipal 24 RISK hotline 2. Popularise TELKOM dedicated environment 20 Officer Manager established the line for the Hotline community all the available hotlines (Presidency, Minister, Premier)
1. Ensure that all Non-compliance suppliers with SCM and it will complete the Suppliers did Update the result in irregular declaration forms Chief not complete a SCM policy to 30-Jun- SCM 25 SCM expenditure that is Financial declaration of include the 2. Develop a 20 Manager not recorded in the Officer interest. declaration Declaration of annual financial Interest form and statements monitor the implementation
1. The completion The opening Inadequate review of the AFS to be balance of Review the of the Annual on last week of irregular AFS to ensure Financial Statement July Chief expenditure on that the 31-Jul- SCM 26 SCM by the management Financial the submitted figures agree 2. GSDM to assist 20 Manager to ensure that prior Officer AFS does not with the with the review of year closing balance agree with the schedules the AFS by 31 May correspond to the balance as per 2020
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audited prior current year 3. Submit AFS for year AFS. opening balance. review to Audit Committee
Inadequate review of the Annual 1. The completion Financial Statement of the AFS to be by the management on last week of to ensure that July Irregular irregular expenditure expenditure as Review the 2. GSDM to assist amount on the disclosed in the AFS AFS to ensure with the review of AFS does not agree to the Chief that the the AFS by 31 May 31-Jul- SCM 27 SCM agree with the supporting schedule Financial figures agree 2020 20 Manager amount on the and also ensure that Officer with the irregular irregular schedules expenditure expenditure register. incurred by the municipality in the 3. Submit AFS for prior year and review to Audit identified in the Committee current year has been disclosed.
1. Update the The winning SCM policy to contractor's include the grading is not Infrastructure suitable for the CIDB grading tender because Non-compliance 2.Ensure that Chief the value of Implement the 30-Jun- SCM 28 SCM with supply chain all winning Financial contract is SCM policy 20 Manager management policy. bidders on the Officer higher than the Infrastructure maximum related threshold as contracts per CIDB have the grading. correct CIDB grading
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The contract was not awarded to the Chief bidder that Non-compliance 1. Review the 1. Implement the 30-Jun- SCM 29 SCM Financial scored the with SCM policy SCM policy SCM policy 20 Manager Officer highest total number of points
Management did not implement proper record Ensure that keeping in a timely the minutes Bid manner to ensure 1. SCM officials to and adjudication that complete, be included in the attendance Chief committee relevant and establishment of 30-Jun- SCM 30 SCM registers are Financial minutes not accurate SCM Committees 20 Manager filed with SCM Officer submitted for information is for secretariat and unit and keep audit accessible and record keeping an electronic available to support copy financial and performance reporting.
Bidder was not evaluated in 1. Review Bid documents are accordance SCM Policy to not properly stored with pre- include which led to Chief determined appointment 1. Implement the 30-Jun- SCM 31 SCM management not Financial requirements of service SCM policy 20 Manager being able to Officer as stipulated in provider on retrieve the original the bid framework tender document. invitation/ bid contracts documents.
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non-compliance Suppliers who Develop a 1. Research a with SCM policy and did not declare Declaration of system to check might also be that they are Interest form employees of the Chief irregular 30-Jun- SCM 32 SCM connected to and monitor state Financial expenditure that is 20 Manager people who the Officer not disclosed on the work for implementati 2. Ensure suppliers annual financial government. on complete statements declarations
1. Verify the invoice period
2. Verify the work done
3. Perform reconciliations on The total contract payments 1. Review the management made for a No approval for Chief EXPENDIT payments 30-Jun- Manager 33 contract extension provided 4. Implementation Financial URE made to 20 Expenditure exceed the or made. of the happy letter Officer supplier original contract price 5. Expenditure to implement reconciliation of payments
6. Lock the budget on the system not to allow an overide
Material Inadequate contract Review the 1. The completion management and of the AFS to be 30-Jun- Municipal 34 CFO misstatements AFS to esure CFO or material Inadequate need that the on last week of 20 Manager findings on AFS assessment. figures agree July
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(corrected or with the 2. GSDM to assist not) identified schedules with the review of by the auditors the AFS by 31 May on the 2020 consultant's area of 3. Submit AFS for responsibilities review to Audit Committee
1.Review the SCM policy in The extension, order to expansion or prevent the 1. Implement the variation is not unreasonable SCM policy Inadequate Chief justifiable and expansion or 30-Jun- SCM 35 SCM planning by Financial an indicative extension of 20 Manager management. Officer circumvention contracts of SCM 2. Implement 2. Proper processes projects with planning of all professional projects support
Contingent Inadequate review liability of the Annual 1. The completion disclosed in the Financial Statement of the AFS to be Review of the prior year AFS by the management on last week of AFS and Chief has not been to ensure that prior July 30-Jul- 36 CFO monitor work CFO Financial disclosed in the year claims has 20 done by Officer current year been properly consultants 2. GSDM to assist AFS but the disclosed in the with the review of case is still current year Annual the AFS by 31 May open. Financial Statement. 2020
1. Timely closing Chief Amount Inadequate review Review of the 30-Jul- 37 CFO of the financial CFO Financial recorded in the of the Annual AFS and 20 contingent Financial Statement monitor work system Officer
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liability register by the management done by 2. The completion is not disclosed to ensure that the consultants of the AFS to be in the AFS. Contingent Liability on last week of disclosure note is July properly disclosed in the accurate 3. GSDM to assist figure and is with the review of complete. the AFS by 31 May 2020
4. Submit AFS for review to Audit Committee
5. Audit steering committee
1. Timely closing of the financial system
2. The completion of the AFS to be on last week of Contingent Review of the July asset not Inadequate review AFS and Chief disclosed on of the annual 3. GSDM to assist 30-Jul- 38 CFO monitor work CFO Financial the annual financial with the review of 20 done by Officer financial statements. the AFS by 31 May consultants statements. 2020
4. Submit AFS for review to Audit Committee
5. Audit steering committee
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1. Timely closing of the financial system
2. The completion The expense of the AFS to be relating to a on last week of provision for Review of the July land The annual financial AFS and Chief rehabilitation statements were 3. GSDM to assist 30-Jul- 39 CFO monitor work CFO Financial costs was not not adequately with the review of 20 done by Officer presented in reviewed. the AFS by 31 May consultants the statement 2020 of financial performance 4. Submit AFS for review to Audit Committee
5. Audit steering committee
1. Timely closing of the financial system The remaining useful lives for 2. The completion Volkrust and of the AFS to be Amersfoort on last week of landfill site Review of the July disclosed in Inadequate review AFS and Chief 3. GSDM to assist 30-Jul- 40 CFO note 16 does of financial monitor work CFO Financial with the review of 20 not agree with statements done by Officer the AFS by 31 May the remaining consultants 2020 useful lives as per valuation 4. Submit AFS for report from review to Audit the expert Committee
5. Audit steering committee
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1. Timely closing of the financial system
2. The completion The municipality of the AFS to be The budgeted inadequately on last week of amounts reviewed the Review of the July disclosed in the financial AFS and Manager Chief AFS does not 3. GSDM to assist 30-Jul- 41 BUDGET statements, assets monitor work Budget & Financial agree with the with the review of 20 register, WIP done by Assets Officer amount on the the AFS by 31 May register and other consultants approved 2020 supporting budget. schedules. 4. Submit AFS for review to Audit Committee
5. Audit steering committee
1. Timely closing of the financial system
Figures in the 2. The completion submitted AFS of the AFS to be does not agree on last week of to the Review of the July supporting The AFS were not AFS and Chief 3. GSDM to assist 30-Jul- 42 CFO schedule and adequately monitor work CFO Financial with the review of 20 prior year reviewed. done by Officer the AFS by 31 May figures are consultants 2020 restated with not prior year 4. Submit AFS for note disclosed review to Audit Committee
5. Audit steering committee
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Management did Ensure Overall not maintain proper adherence to planning document and 1. Adherence to Chief the terms of 30-Jun- 43 CFO documents not project the terms of the CFO Financial the 20 submitted for management for Engagement letter Officer Engagement audit future audit letter references
1. Timely closing of the financial system
2. The completion of the AFS to be on last week of Non – Review of the July Inadequate review Compliance AFS and Chief of the finance lease 3. GSDM to assist 30-Jun- Asset 44 ASSETS with the monitor work Financial register by the with the review of 20 manager requirement of done by Officer management. the AFS by 31 May GRAP 13 consultants 2020
4. Submit AFS for review to Audit Committee
5. Audit steering committee
1. Timely closing of the financial Finance Lease Inadequate review system 30-Jul- Obligation is by the management Review of the 20 misstated as a to ensure that the AFS and 2. The completion Chief results of the Asset 45 ASSETS Finance Lease monitor work of the AFS to be Financial incorrect rental manager Obligations as done by on last week of Officer amount and disclosed in the AFS consultants July contract is accurate. amount. 3. GSDM to assist with the review of
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the AFS by 31 May 2020
4. Submit AFS for review to Audit Committee
5. Audit steering committee
The Portfolio of Management of the evidence (POE) municipality did not Information in 1. All monthly submitted for implement the the SDBIP targets met, be 30 June audit does not mechanism to report supported by 2020 Municipal 46 PMS Manager PMS agree to the monitor and review corresponds verifiable POEs. 2. and Manager number performance with the Create and fill monthly reported in the management targeted KPIs'. positions for PMS. APR system.
1. All beneficiaries to sign happy letters before every project is concluded. Management of the municipality did not Improve 2. All payments to Happy Letters implement the record be effected only 30 June for household mechanism to keeping and with the happy 2020 Municipal 47 PMS Manager PMS electrified not monitor and review procedures letters only. and Manager submitted performance for the project 3. All documents monthly management completion. to be submitted to system. the Records Section.
4. POEs be submitted for the achieved KPIs.
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1. All beneficiaries to sign happy letters before every project is Happy letters concluded. to support the Management of the information municipality did not Improve 2. All payments to reported on implement the record be effected only 30 June the APR for mechanism to keeping and with the happy 2020 Municipal 48 PMS Manager PMS toilet monitor and review procedures letters only. and Manager structures performance for the project 3. All documents monthly completed was management completion. to be submitted to not submitted system. the Records for audit Section.
4. POEs be submitted for the achieved KPIs.
1. All beneficiaries to sign happy letters before every project is concluded. Management of the municipality did not Improve 2. All payments to Happy letters implement the record be effected only 30 June of electrified mechanism to keeping and with the happy 2020 Municipal 49 PMS household not Manager PMS monitor and review procedures letters only. and Manager recorded on performance for the project monthly the register 3. All documents management completion. to be submitted to system. the Records Section.
4. POEs be submitted for the achieved KPIs.
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1. All beneficiaries to sign happy letters before every project is concluded.
Happy letters Improve 2. All payments to for number of record be effected only 30 June Inadequate review toilet top keeping and with the happy 2020 Municipal 50 PMS of the performance Manager PMS structure was procedures letters only. and Manager report information. not recorded in for the project 3. All documents monthly the register completion. to be submitted to the Records Section.
4. POEs be submitted for the achieved KPIs.
1. All beneficiaries to sign happy letters before every project is concluded. Management of the municipality did not Improve 2. All payments to The POE implement the record be effected only 30 June submitted for mechanism to keeping and with the happy 2020 Municipal 51 PMS audit is not Manager PMS monitor and review procedures letters only. and Manager reported in the performance for the project monthly APR 3. All documents management completion. to be submitted to system. the Records Section.
4. POEs be submitted for the achieved KPIs.
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Develop a PMS schedule and Planned target 14 July implement it. as per SDBIP Management did Timely 2020 Reviewal be done Municipal 52 PMS differs with the not review the Reviewal of and Manager PMS quarterly and Manager target as per SDBIP the APR. quarterl finalised at least the APR. y. 14 days after the year end.
To ensure Planned target that the Conduct strategic description as information in planning session April per Annual Management did the SDBIP once a year, and 2020, performance not adequately report strategic review 6/30/20 Municipal 53 PMS report Manager PMS review the APR and corresponds session once a 20 and Manager (APR)does not the SDBIP. with the year. All quarterly Decemb agree with the information performance er 2020. description as reported in meetings be held. per SDBIP the APR.
1. Timely closing of the financial system
2. The completion The AFS does of the AFS to be not comply Review of the on last week of with the The AFS were not AFS and Chief July 30-Jul- 54 CFO reporting adequately monitor work CFO Financial 20 framework and reviewed. done by 3. GSDM to assist Officer the AFS consultants with the review of specimen the AFS by 31 May 2020
4. Submit AFS for review to Audit Committee
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1. Timely closing of the financial system
2. The completion of the AFS to be Inadequate review on last week of Risk Review of the of the AFS by the July Management AFS and Chief management to 30-Jul- 55 CFO note not monitor work 3. GSDM to assist CFO Financial ensure that all 20 disclosed in the done by with the review of Officer relevant notes have AFS consultants the AFS by 31 May been disclosed. 2020
4. Submit AFS for review to Audit Committee
5. Audit steering committee
The Develop a 1. Phase out SLA Municipality Non-compliance consultancy with consultants Chief does not have 30-May- 56 CFO with Circular No. 82 reduction plan which CFO Financial a consultancy 20 of MFMA (3-5 Year incorporates skills Officer reduction plan plan) transfer in place
1.Review the 1.Explore the Management did Customers who indigent possibility of are not not employ policy and excluding Chief indigent were thorough processes 30-Jun- Revenue 57 REVENUE develop councillors from Financial approved for to ensure that only 20 Manager procedures the process Officer the indigent customers who benefits. meet all the 2. Review the 2. Engage requirements for indigent Department of
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indigent are application Labour for approved. form verification
1. Timely closing of the financial system
2. The completion of the AFS to be on last week of Irregular Review of the July Inadequate review expenditure AFS and Chief of the annual 3. GSDM to assist 30-Jul- 58 CFO note is not monitor work CFO Financial financial with the review of 20 correctly done by Officer statements. the AFS by 31 May presented. consultants 2020
4. Submit AFS for review to Audit Committee
5. Audit steering committee
1.Ensure that the Irregular Irregular Management does Ensure that Expenditure Expenditure not have controls in the UIF &W reports are sent to reports by the place to ensure that Expenditure MEC, AGSA & Chief Accounting all relevant 30-Jun- 59 SCM reports are Mayor on a SCM Manager Financial Officer to the supporting 20 sent to MEC, quarterly basis Officer MEC, AGSA and information are AGSA & Mayor has not available on 2. send the section Mayor been provided request. 52 reports will be submitted to MEC, AG & Mayor
1. Timely closing Chief Irregular Inadequate review Review of the 30-Jul- 60 CFO of the financial CFO Financial expenditure of the Annual AFS and 20 incurred in the Financial Statement monitor work system Officer
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prior year and by the management done by 2. The completion identified in to ensure that consultants of the AFS to be the current irregular on last week of year has not expenditure July been properly incurred by the disclosed municipality in the 3. GSDM to assist prior year and with the review of identified in the the AFS by 31 May current year has 2020 been properly 4. Submit AFS for disclosed. review to Audit Committee
5. Audit steering committee
1. Timely closing of the financial system
2. The completion Fruitless and Inadequate review of the AFS to be wasteful of the Annual on last week of expenditure Financial statement Review of the July relating to the to ensure that AFS and Chief current year 3. GSDM to assist 30-Jul- 61 CFO fruitless and monitor work CFO Financial has been with the review of 20 wasteful done by Officer disclosed as if the AFS by 31 May expenditure note 44 consultants it was incurred 2020 is properly in the prior disclosed. year. 4. Submit AFS for review to Audit Committee
5. Audit steering committee
The POE Management of the To strengthen 1. Develop Quarterl Municipal 62 PMS Manager PMS reports for municipality did not the internal procedure manual y Manager performance implement the controls i.r.o. for PMS, 2.
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information is mechanism to internal Internal quarterly not signed as a monitor and review reporting reports must make proof reviewed performance provision for the by the management Manager's manager system. signature.
Management did not Implement effective HR No management to Request District, documented ensure that Develop SALGA & COGTA Director process for 30-Jun- 63 HR adequate and Succession to assist with the HR Manager Corporate succession 21 sufficiently skilled plan development of Services planning and resources are in the plan job evaluation. place and that performance is monitored.
1. Advertisement, Significant Adequate actions Implement shortlisting, Director vacant posts were not taken to recruitment interview and 30-Jun- 64 HR HR Manager Corporate not filled as at address vacant and selection appointment of 20 Services 30 June 2019. positions. policy qualified candidates
This resulted in the The amount of incorrect amount employee Review of the for actuarial losses benefits under AFS and 1. Timely closing presented in note 8, note 8 on the monitor work of the financial and Inadequate AFS has been done by system review of the incorrectly consultants 30-Jul- Municipal 65 CFO financial CFO presented. 20 Manager statements.
2. The completion of the AFS to be
on last week of July
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3. GSDM to assist with the review of the AFS by 31 May 2020
4. Submit AFS for review to Audit Committee
5. Audit steering committee
1. Timely closing of the financial system
2. The completion The of the AFS to be operational Review of the on last week of cost disclosure AFS and July Note monitor work Inadequate review Chief description is done by 3. GSDM to assist 30-Jul- 66 CFO of the financial CFO Financial not the same consultants with the review of 20 statements. Officer with the the AFS by 31 May description on 2020 the face of the 4. Submit AFS for AFS. review to Audit Committee
5. Audit steering
committee
Water Review of the 1. Timely closing Chief Inadequate review 30-Jul- 67 CFO distribution AFS and of the financial CFO Financial of the annual 20 losses monitor work system Officer
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incorrectly financial done by 2. The completion disclosed as statements. consultants of the AFS to be electricity on last week of losses. July
3. GSDM to assist with the review of the AFS by 31 May 2020
4. Submit AFS for review to Audit Committee
5. Audit steering committee
Adequate monitoring is not done on the Implement Implement and Payments not Chief EXPENDIT payments of and monitor monitor the 30-Jun- Manager 68 made within Financial URE suppliers to ensure the invoice invoice register 20 Expenditure the 30 days. Officer that payment is register weekly made within 30 days.
The 1. Make municipality arrangements does not have with ESKOM a process in in order 1. Install check Manager place to verify receive the Director meters Electricity that the Poor control readings for 30-Jun- Infrastruct 69 Technical and Manager amount billed environment. electricity and 20 ure Water & for electricity verify with the Services Sanitation and water bulk meter. agrees with the electricity and 2. Develop a 2. Meeting with water received. form for ESKOM meter
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readings 3. Analyse meter taken by DWS reading report
4. Verify meter
readings
1. Check the entire population for errors VAT was Inadequate controls claimed on an over monitoring of Chief EXPENDIT Review VAT 2. Rectify all errors 30-Jun- Manager 70 item that is compliance with Financial URE reconciliations identified 20 Expenditure VAT input laws and Officer denied. regulations. 3. Review VAT reconciliations monthly
Performance - • Payment certificates for Tax invoices 1 - The management of Ensure 8 for an audit the municipality adherence to Director conducted of Ensure adherence failed to ensure that the terms of 30-Jun- Manager Infrastruct 71 Technical the Amersfoort to the terms of the the response to the the 20 PMU ure Sewer Engagement letter RFI was done in full Engagement Services Reticulation and on time letter Project in Dr Pixley Ka Isaka Seme Local Municipality
Quality and The management of Ensure that Ensure that prior the signing off of delivery of the Municipality prior the Director the completion projects - Site failed to ensure that signing off of 30-Jun- Manager Infrastruct 72 Technical certificates for clearance - for Workman the 20 PMU ure projects that sites an audit Construction and completion Services conducted of Projects clear the certificates for are cleared by the Amersfoort site of all rubble and projects that contractors DPKISLM – Adjusted IDP 2020/21 “A credible, customer friendly and well developed Municipality” 292 | P a g e
Sewer rocks before the sites are Reticulation Taking-Over cleared by Project in Dr Certificate was contractors Pixley Ka Isaka issued. Seme Local Municipality
1. Review Munsoft SLA 1. Review Munsoft to include the SLA to include the omitted omitted clause The SLA with clause Munsoft did not 2. Review and include regular 2. Review and sign sign off report monitoring of off report from from Munsoft service delivery by Munsoft monthly management to monthly ensure adherence 3. Appoint ICT 3. Appoint ICT to the defined Governance Governance service levels and champion champion that a formal Information Director performance 31-Mar- Municipal 73 IT technology Corporate management 4. Develop an 4. Develop an ICT 20 Manager governance Services process to monitor ICT strategy strategy service providers/consultan 5. ICT Budget 5. ICT Budget to be ts was not to be part of part of ICT implemented at the ICT steering steering Municipality due to Committee Committee the fact that it was a Agenda Agenda standard SLA 11 TOR and template being the ICT used. 6. TOR and the ICT Charter Charter to be to be approved by approve Council d by Council
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Inadequate ICT 1. Procure 1. Procure security antivirus antivirus licences management was licences by 30 April 2020 due to vacant 2. formally Director positions within ICT, 2. formally 30-Jun- Municipal delegate the roles Corporate HR capacity delegate the 20 Manager and Services The constraints and a roles and responsibilities of municipality lack of funds. responsibilitie the ISO by 29 did not have Inadequate security s of the ISO server baseline firewall February 2020 security management staff 3. Review the 74 IT 3. Review the standards was due to the fact server server baseline documentation that Municipality baseline security standards in place for the does not have the security by 30 June 2020 period under skills or are not standards review trained to perform this function, as well as inadequate 4. Re- 4. Re-configure monitoring of configure firewall and train service firewall and ICT staff by 30 providers/consultan train ICT staff March 2020 ts. Inadequate user access The process management for the review processes on of user access Payday, Munsoft 1.Implement and Develop the rights is and AD could be monitor the user Director Municipa user access 29-Feb- 75 IT conducted attributed to access forms Corporate l rights 20 manually and vacant positions daily as and Services Manager procedures not signed off and HR capacity when needed by constraints, and management. Lack of documented and approved EFT
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11 CAPITAL PROJECTS
11.1 MUNICIPAL INFRASTRUCTURE GRANTS 2020/21 NATIONAL INTERVENTION PROJECT DESCRIPTION AND 2020/21 FY WARD PROVINCIAL PRIORITY Roads Access Construction of paved roads in Vukuzakhe (Taxi R1 000 000,00 1 route) Sanitation Covid-19 Priority Construction of Toilet Top Structures – Msholozi 1 R955 550,00 Sports Covid-19 Priority Construction of Combo Courts Vukuzakhe 2 R500 000,00 Roads Access Construction of paved roads in Vukuzakhe (roads R1 500 000,00 2 intersection) Roads Access Construction of paved roads in Vukuzakhe (roads 3 intersection) R1 500 000,00 Sports Covid-19 Priority Construction of combo court in Vukuzakhe 3 R500 000,00 Water and Covid-19 Priority Construction of water (boreholes and windmill) 4 Sanitation and improved sanitation – Rural Areas R1 000 000,00 Covid-19 Priority Construction of water and sewer reticulation in R2 000 000,00 5 Wakkerstroom Covid-19 Priority Construction of water and sewer reticulation networks with house connection in 6 R2 000 000,00 Perdekop(Township Establishment) Covid-19 Priority Construction of water and sewer reticulation R2 000 000,00 networks with house connection in Perdekop 6 (Rural Areas) Covid-19 Priority Construction of water and sewer reticulation in 7 & 8 Amersfoort (new sites) R3 000 000,00 Roads Access Construction of paved roads in Amersfoort 8 R1 000 000,00 Roads Access Construction of paved roads in Daggakraal (roads 9 R2 000 000,00 intersection) Sanitation Covid-19 Priority Construction of toilet top structures Daggakraal 10 R1 000 000,00 Water Covid-19 Priority Construction of water (Boreholes and windmill) and sewer (toilet top structures) in Daggakraal 10 R3 000 000,00 (Rural areas) Roads Access Construction of paved roads 11 R1 000 000,00 Water Covid-19 Priority Construction of water reticulation in Daggakraal 11 R1 000 000,00 Covid-19 Priority Total on Projects R24 955 550,00 Covid-19 Priority PMU Administrative costs and operations R1 313 450,00 Covid-19 Priority Total MIG Allocation R26 269 000,00
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11.2 WATER SERVICES INFRASTRUCTURE GRANT (WSIG) PROJECTS: 2020/21 NATIONAL INTERVENTION PROJECT DESCRIPTION AND 2020/21 FY WARD PROVINCIAL PRIORITY Sanitation Covid-19 Priority Upgrading of the Volksrust WWTW from 4ML to 1,2,3 R20 000 000,00 8ML & 4 Sanitation Covid-19 Priority Upgrading of the Amersfoort WWTW from 1ML R10 000 000,00 7 & 8 to 2ML, TOTAL R30 000 000,00
11.3 MUNICIPAL OWN FUNDED PROJECTS: 2020/21, 2021/22 & 2022/23 NATIONAL INTERVENTION PROJECT DESCRIPTION AND 2020/21 FY WARD PROVINCIAL PRIORITY Service Covid-19 Priority Procurement of Sewer Truck All Wards R2 000 000,00 Delivery Roads Access Paving of Roads 4 R3 000 000,00 Service Access Procurement of Fire Engine All Wards R4 500 000,00 Delivery Economy Local Economic LED Projects R1 500 000,00 Development TOTAL R3 000 000,00
11.5 INTEGRATED NATIONAL ELECTRIFICATION PROGRAMME GRANT (INEP) PROJECTS: 2020/21, 2021/22 & 2022/23 NATIONAL PROJECT DESCRIPTION AND Budget 2020/21 PROVINCIAL PRIORITY Electrification The municipality for the 2020/2021 has not been allocated any funding by the department of Energy (DOE) under the INEP grant due to the fact that the 2561 Households Electricity municipality does not have any backlog under the 0.00 Connections municipal license area. The current backlog which is 2561HH (12.1%) falls under ESKOM license area (rural area).
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12 INTERGOVERNMENTAL RELATIONS PROJECTS (SECTOR DEPARTMENTS)
12.1 GERT SIBANDE DISTRICT MUNICIPALITY PROJECTS: 2020/21, 2021/22 & 2022/23 NATIONAL PROJECT DESCRIPTION AND 2020/21 FY 2021/22 FY 2022/23 FY WARD PROVINCIAL PRIORITY Skills Siyathuthuka Dr Pixley Ka Isaka 1 057 628 1 110 510 All 1 007 265 Development Seme Water Pixley Ka Seme Water Quality 358 313 376 228 All 341 250 Services Testing TOTAL 1 348 515 1 415 941 1 486 738
12.2 DEPARTMENT OF EDUCATION PROJECTS: 2020/21, 2021/22 & 2022/23 Project Name Project Description Sub-Sub- Timeframes Budget Programme (2019/20- (Infrastructure) 2024/25) Date: Date: Final TPC Start Finish Accou nt Volksrust Planning and design for Replacement 2020/ 2021/ 2021/0 17 729 475 Primary School provision of permanent 05/15 02/15 5/15 brick and mortar structures (toilets, admin block, library, computer centre, kitchen, guardhouse, car carports, ramps and rails, sport fields) Wakkerstroom Seal and paint roof Maintenance - 243 475 Circuit Office coverings, replace ceilings, repair electricity including external lighting. Sakhisizwe Renovate 20 Maintenance - 3 408 497 classrooms, admin block and 10 toilets Ezakheni Phase 1: Maintenance Maintenance 2021/ 2021/ 2021/0 11 487 538 Combined of the boarding 05/01 08/01 9/01 Boarding School
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5 Isu Elihle Demolition of 10 Storm Upgrades & 2020/ 2020/ 2020/0 10 156 325 Primary School Damaged Classrooms additions 01/15 04/15 7/15 and Construction of 10 New Classrooms 6 EThembeni Demolition of existing Sanitation 2019/ 2020/ 2020/0 4 568 738 Primary School 49 pit toilets. 09/15 04/15 7/14 Construction of 29 toilets, 21 basins and 8 urinals. Provide 4 X 5000 L jojo tanks upgrade water services, and drinking fountains. Install new sewer system, septic tanks and French drains. 7 Enon Primary Demolition of 08 Sanitation 2019/ 2019/ 2019/0 2 432 709 School existing pit toilets and 01/15 06/15 9/15 construction of 15 Enviro-loo seats and 5 urinals, 2 x 5000 L water tanks with stands. 8 Gunwana Demolition of 19 Sanitation 2019/ 2019/ 2019/0 1 954 720 Primary School existing pit toilets and 01/15 06/15 9/15 construction of 29 enviro-loo seats, 2 urinals, install water tanks refurbish and equipping of borehole. 9 Nkukhunda Construction of 20 Sanitation 2019/ 2019/ 2019/0 3 215 546 Primary School enviro-loo seats and 5 01/15 06/15 9/15 urinals, renovation of 05 waterborne toilets and 2 x 5000 L water tanks with stands. 10 Qalani Primary Demolitions and Sanitation & 2019/ 2020/ 2020/0 5 276 324 School construction of 4x6 Water 07/31 01/31 3/30 enviro-loo toilets 11 Inqaba Primary Demolition of 01 plain Sanitation 736 912 School pit toilets and construction of 06 additional toilets 12 Sanqotho Phase 1: Demolishing of Sanitation 1 809 958 Primary School 10 pit toilets, construction of 15 Enviro loo toilets. Phase 2: Provision of fence. Future phase: Construction of Library
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and kitchen, sports field and parking. 13 Hambani Construction of Sanitation 2019/ 2020/ 2020/0 2 600 000 Primary School additional toilets 09/01 02/28 6/01 inclusive of Grade R 14 Hlelimfundo Construction of Sanitation 2019/ 2020/ 2020/0 1 900 000 Secondary additional 19 toilets 09/01 02/28 6/01 School 15 Nalithuba Construction of Sanitation 2019/ 2020/ 2020/0 2 400 000 Secondary additional 24 toilets 09/01 02/28 6/01 School 16 Phembindlela Construction of Sanitation 2019/ 2020/ 2020/0 2 200 000 Primary School additional 22 toilets 09/01 02/28 6/01 including 12 Grade R toilets 17 Qedela Construction of Sanitation 2019/ 2020/ 2020/0 1 900 000 Secondary additional 19 toilets 09/01 02/28 6/01 School 18 Seme Primary Construction of Sanitation 2019/ 2020/ 2020/0 1 900 000 School additional 19 toilets 09/01 02/28 6/01 19 Wakkerstroom Construction of Sanitation 2019/ 2020/ 2020/0 2 000 000 Primary School additional 20 toilets 09/01 02/28 6/01 1 TOTAL BUDGET 77 20 217
12.3 DEPARTMENT OF PUBLIC WORKS, ROADS AND TRANSPORT PROJECTS: 2020/21, 2021/22 & 2022/23
NATIONAL PROJECT DESCRIPTION LOCATION (GIS TIMEFRAME BUDGET AND COORDINATES (2019/20- PROVINCIAL 2024/25) PRIORITY ROADS Upgrading of Road D281 between Pixley ka Isaka 129 960 000 Volksrust and Daggakraal 12.5 km Seme LM, Volksrust TOTAL BUDGET 129 960 000
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12.4 DEPARTMENT OF AGRICULTURE, ENVIRONMENT AND LAND ADMINISTRATION PROJECTS: 2019/21, 2024/25
NATIONAL PROJECT DESCRIPTION LOCATION BUDGET AND (GIS (2019/20- PROVINCIAL COORDINATES 2024/25) PRIORITY Government Facilitate the compilation of GNP Progress Whole (Operational) Nutrition report; Implementation and monitoring of Province Programme agreed upon Standard Operating (GNP) Procedures; and Provision of comprehensive support to farmers to supply the GNP Comprehensive Roll-out implementation of CRDP: Emakhazeni Budget Rural Establishment of a coordinating LM, Development committees; Implementation and Pixley Ka Programme monitoring of agreed upon Standard Seme, and (CRDP) Operating Procedures; and Provision of Mkhondo LM comprehensive support to rural enterprises and initiatives Daggakraal Mill Daggakraal Mill fully operationalised with Gert Sibande (R1 000) off take agreement at National and (Daggakraal) International S27°08’18.3” E30°00’11.5 Animal Provision of livestock to improve food Whole (R10 500) Production: security through Masibuyele Esibayeni Province Masibuyele Programme Esibayeni Programme Mpumalanga Sibonelo Fortune 40 Dr Pixley Ka (R2 500 000) Young Farmer Isaka Seme Incubation S27003’33.36” Programme E300001’8.22” (Fortune 40 Daggakraal Fortune 40 Dr Pixley Ka (R2 500 000) Isaka Seme S2703’33.36” E3000’18.22” Training: Mpumalanga Rural Skills and Learnership Whole (R36 000 Programme Province 000)
Training of Farmers through CASP and Whole (R7 000 000) Training on Mixed farming, crop production, Province animal production Soil Land Care MP Whole (R9 141 000) Conservation: province
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12.5 DEPARTMENT OF HEALTH PROJECTS: 2020/21, 2021/22 & 2022/23
NATIONAL PROJECT DESCRIPTION Budget LOCATION (GIS AND (2019/20- COORDINATES PROVINCIAL 2024/25) TIMEFRAME PRIORITY R’00 Health Payments for Professionals - Pixley ka Seme LM 2 000 000 Vukuzakhe TOTAL BUDGET 2 000 000
12.6 DEPARTMENT OF COMMUNITY SAFETY AND SECURITY PROJECTS: 2019/20-2024/25
NATIONAL PROJECT DESCRIPTION LOCATION (GIS Budget - AND COORDINATES 2020/21 PROVINCIAL R’000 PRIORITY Social Contact Crime: Gender Based Violence 50 000 Cohesion Campaign : Perdekop and Safe Assess Community Safety Forums(CSFs) – 01 52 000 Communities Safety Forum Assessed Assess Community Police Forums(CPFs) Daggakraal, Volksrust, Wakkerstroom & 180 000 Amersfoort Deploy Tourism Safety Monitors : Volksrust(4), 233 472 Wakkerstroom (4) Dr Pixley Ka Transport Regulation Programmes SAFETY Isaka Seme LM Engineering, Traffic Law Enforcement, Road Operational Safety Education, Transport Administration and Licensing and Overload Control TOTAL BUDGET 515 472
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12.7 DEPARTMENT OF CULTURE, SPORTS, ARTS AND RECREATION PROJECTS: 2020/21, 2021/22 & 2022/23
Local Project/Programme Project 2020/21 2020/21 Total Municipality Name/Description Beneficiary/ Target Budget project Allocation cost Ward/Location (Annual) R’000 R’000
All Local Proposed of name 3 local 3 450 450 Municipalities change are Municipalities proposed within Gert submitted through in Gert name Sibande LGNC, and PGNC to Sibande changed District the minister of District through Sports Arts and LGNC Culture for reviewal and PGNC All Local Support of the Traditional 17 99 99 Municipalities Traditional councils Councils in Gert Traditional within Gert with RSA flags that Sibande District council Sibande District seeks to foster provided Constitutional values with RSA flags Any 2 local Signify the rich history Any 2 Local 2 National 3,250 3,250 Municipalities of the country by Municipalities and and within Gert elevating certain days will benefit all Historical Sibande District into public holidays so Municipalities days that they can be Gert Sibande Celebrated celebrated or District commemorated Any 2 local Signify the rich history Any 2 Local 2 National 3,250 3,250 Municipalities of the country by Municipalities and and within Gert elevating certain days will benefit all Historical Sibande District into public holidays so Municipalities days that they can be Gert Sibande Celebrated celebrated or District commemorated All Local Development of Writers in SiSwati One SiSwati 216 216 Municipalities in reading materials in and isiNdebele at and Gert Sibande designated languages Gert Sibande isiNdebele of the province Region book through terminology produced development and literature projects
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All Local Cooperatives Local arts and 5 Arts and 67 67 Municipalities in supported to increase craft cooperatives Craft Gert Sibande marketing platforms cooperatives District for exposure of arts supported and craft products Gert Sibande Project implemented Gert Sibande 40 Arts and 1, 378 District to increase scope of District, Culture implementing Arts and EPWP jobs Culture projects opportunities created Gert Sibande Library Reading (7) Albert Luthuli 10 000 Dazs2;90w District material provided to (4) Mkhondo library empower learners and (8) Msukaligwa material and communities with (4) Dipaleseng 2000 knowledge through (11) Govern electronic supply of new library Mbeki boo0vs materials to public (5) Lekwa purchased libraries (6) Dr Pixley Ka and 45 Public Isaka Seme Libraries serviced Msukaligwa LM Mini library project (2) Ermelo, 10 libraries 557 557 Chief Albert implemented to Wesselton offering Luthuli LM increase access to (2) Elukwatini, services to Mkhondo LM library service for ZM Mkhwanazi the blind Govan Mbeki LM people living with sight (1) Mkhondo Dr. Pixley Ka Isaka disability (2) Secunda, Seme LM Mbalenhle Lekwa LM (1) Volksrust Dipaleseng LM (1) Sakhile (1) Balfour All Local People actively 4136 Athletes in 28 952 2,373 2,373 Municipalities participating in each Local people within Gert organised sport and Municipality actively Sibande District active recreation participating events such as in organised indigenous games, Big sport and walk rural sports, active golden games and etc. recreation events All Local Local leagues Local leagues at 2 local 1,210 1,210 Municipalities in organised by Gert Sibande leagues Gert Sibande federations or Region supported associations in communities where club development program is established.
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All Local Schools, hubs and Schools, Hubs 25 Schools,7 1,404 1,404 Municipalities clubs supported with and Clubs hubs and 20 within Gert equipment and/attire clubs Sibande District in an effort to provide provided opportunities for with sport participation equipment All Local learners participating 390 Learners in 2 733 548 548 Municipalities in school sport all Local learners within Gert tournaments at a Municipalities participating Sibande District District level in school sport tournaments at a District level All Local Identify athletes The centre is Sport 558 558 Municipalities supported through based at Govern academy within Gert sports codes to Mbeki Local supported to Sibande District access scientific Municipality assist support programme (SASOL athletes to and be competitive in recreation ) and access national sport service all Local scientific platforms Municipalities in support Gert Sibande programme District All Local Refers to athletes that Athletes 102 Number 440 440 Municipalities are supported through supported of athletes within Gert a sports academy through the supported Sibande District programme. Support sports academy by the sports includes the holistic programme at academies support documented Gert Sibande to access in the Academy Region scientific Framework Support support can vary from programme scientific support
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12.8 DEPARTMENT OF SOCIAL SERVICES PROJECTS: 2020/21 Budget (2020/21) Total Location (GIS 2020/21 Project PROJECT DESCRIPTION Allocation(Annual) coordinates TARGET Cost R’000 R’000
Increase the delivery of Communities in 47 188 6 795 6 795 sanitary towels in every all wards – All District with a particular Local focus on rural areas, to Municipalities in ensure that no girl child the District misses a day of school because of a lack of sanitary towels
In an effort to empower Communities in 31 7 025 7 025 young people who are all wards – All not in the formal work Local space, the Provincial Municipalities in Government is currently the District rolling out support for 90 Youth Development centres (YDCs) across the Province Communities in 300 Operational Budget Operationa Number of service users all wards – All l Budget accessing substance Local abuse Municipalities in the District Communities in 6000 Operational Budget Operationa Number of persons all Wards – All l Budget reached through Local prevention (Gender Municipalities in Based Violence) the District Communities in 500 2 462 2 462 all wards – All Number of EPWP work Local opportunities created Municipalities in the District Communities in Communities Operational Budget Operationa Amendment of all wards – All in all wards l Budget legislation to regulate Local the ECD new landscape Municipalities in the District
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Communities in Communities Operational Budget Operationa all wards – All in all wards l Budget Develop new funding Local models for ECD delivery Municipalities in the District Communities in 19 124 Operational Budget Operationa Number of Children all wards – All l Budget accessing registered ECD Local Programmes Municipalities in the District Communities in Communitie Operational Budget Operationa all wards – All all Wards l Budget Amendment to the Local Children’s Act enacted Municipalities in the District Develop NPO Legislative Communities in Communities Operational Budget Operationa framework to promote all wards – All in all Wards l Budget good governance and Local accountability Municipalities in Provincial. the District
12.9 DEPARTMENT OF HUMAN SETTLEMENT PROJECTS: 2020/21
Project Project Description Location (GIS Target Budget coordinates 2020-21 Lat Long Incremental - 2.2a Integrated Residential Development Various Various IRDP Ph1 Vukuzakhe R12 422 631.00 Programme: Phase 1: Areas Areas Planning And Services 400 sites IRDP PH1 INFORMAL Professional Incremental - 2.2a Integrated PROFFESSIONAL - Fees Residential Development 21:52:4 FEES&PROJECT : 27,350 R 600 000,00 Programme: Phase 1: 6 VUKUZAKHE 058 Planning And Services (501 to 749) Incremental - 2.2a Integrated Professional Residential Development IRDP PH1 Various Various Fees R 10 000 Programme: Phase 1: VUKUZAKHE B (751) Areas Areas 000,00 Planning And Services
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12.10 DEPARTMENT OF EONOMIC DEVELOPMENT AND TOURSIM PROJECTS: 2019/20-2024/25 NATIONAL PROJECT TIMEFRAME Budget (2019/20- AND DESCRIPTION Location (GIS 2024/25) PROVINCIAL coordinates R’00 PRIORITY Development of Strategic Corridor Development Plan Covering Vryheid, Emadlangeni, Newcastle and Ermelo TOTAL
BUDGET
13 CORPORATE/PRIVATE BUSINESS INVESTMENT PROJECTS: 2019/20-2024/25
NATIONAL PROJECT TIMEFRAME Budget (2019/20- AND DESCRIPTION Location (GIS 2024/25) PROVINCIAL coordinates R’00 PRIORITY
TOTAL
BUDGET 14 UNFUNDED PROJECTS WITH COST ESTIMATES
PRIORITY PROJECT NAME WARD COST NUMBER ESTIMATES Water and Upgrading of Wakkerstroom Water Treatment Plant Ward 5 R24 000 Sanitation from 2 mega litres to 4 000 Water and Upgrading of Amersfoort Water Treatment Plant from Ward 7 R64 000 Sanitation 4.5 Mega litres to 10.8ML & 8 000 Water and Upgrading of Volksrust Waste Water Treatment Plant 4 Ward 4 R32 000 Sanitation to 8 mega litres. 000 Water and Upgrading of Wakkerstroom Waste Water Treatment Ward 5 R24 000 Sanitation Plant from 1 mega litres to 4 mega litres. 000 Water and Upgrading of Amersfoort Waste Water Treatment Plant Ward 7 R32 000 Sanitation from 2 to 6 mega litres & 8 000 Water and Upgrading of Perdekop Waste Water Treatment Plant Ward 6 R24 000 Sanitation from 0.85 to 4 mega litres. 000 Water Construction of 5 mega litre reservoir in Amersfoort Ward 7& R60 000 8 000 Water Construction of 4 Mega litre reservoir in Perdekop Ward 6 R4 500 000 Water Construction of 5 Mega litre reservoir in Wakkerstroom. Ward 5 R6 000 000
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Water Replacement of Asbestos pipes in Amersfoort: Ward 7 R1 500 000 & 8 Electricity Volksrust (Nestle Sub-station); Reconstruction and Ward 4 R2 600 000 equipping of the sub-station Roads and Construction of roads and storm water (Paving) in Ward 1 - R60 000 Stormwater Vukuzakhe 4 000 Electricity Refurbishment of High Mast Light Ward 1 - R5 000 000 10 Electricity Renewal of the MV network and the sub-station Ward 4 R28 000 000 Water and Implementation of the Waste Water risk abatement plan All R16 000 Sanitation Wards 000 Water and Upgrading and re-routing of a bulk water pipe line from Ward R 27 000 Sanitation Amersfoort WTW to Perdekop ward 6 for 15km 7&8 – 000 Ward6 Water and Construction of water reticulation and upgrading of 4 ward R 36 000 Sanitation mega litre reservoir in Daggakraal 9/10 and 000 11 Water and The implementation of the water and electricity loss All R 15 000 Electricity strategy plan to enhance revenue Wards 000 Roads Mahatma Gandhi Route Ward 4 R30 000 000
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CHAPTER SIX
IDP &SECTOR PLANS ALIGNMENT ANALYSIS
SECTOR PLANS
The below table provide the status of the Sector Plans within the Municipality Sector Plans and Council Last update Review Scheduled next Policies resolution review Yes/No HIV /AIDS Strategy A59/2016 26/04/2016 No 2020/21 Financial year Local Economic Development A59/2016 26/04/2016 No 2020/21 Financial Strategy year PMS framework A163/2013 31/10/2013 YES Review Period not indicated Communication Strategy A170/2016 25/10/2016 YES Review Period not indicated Back to Basics Municipal Action A4/2016 26/01/2016 YES Review Period not Plan indicated Integrated Municipal Support A45/2015 26/05/2016 YES Review Period not Plan indicated Risk based Audit Plan A147/2018 30/10/2018 YES Review Period not indicated Fraud Prevention Plan (Anti- A150/2018 30/10/2018 YES 2022/23 Financial Corruption Plan) year Community Participation A100/2014 29/07/2014 No Review Period not Strategy indicated Internal Audit Plan Performance Appraisal Policy and Procedure Risk Register Comprehensive Municipal Strategy and Plan to Support Local Business
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Sector Plans and Council Last update Review Scheduled next Policies resolution review Yes/No
Draft Spatial Development A140/2020 28 July 2020 YES 2025 Frameworks Land Use Scheme Under review / YES To be adopted by being 2021 developed Roads Master Plan and A/123/2014 28/10/2014 To be Review Period not Electricity/Energy Master Plan reviewed indicated Comprehensive Infrastructure To be To be developed Plan developed but lack resources Water Safety Plan A12/2014 31/01/2014 To be To be developed reviewed but lack resources Municipal Buildings and To be To be developed Facilities Master plan developed but lack resources Water & Sanitation Services A53/2012 14/08/2012 To be To be developed Infrastructure Asset reviewed but lack resources Management Plan Infrastructure Asset Management Plan Road and Storm water A146/2015 To be To be developed Operations & Maintenance Plan reviewed but lack resources Wastewater Risk Abatement A46/2016 31/03/2016 Yes Review Period not Plan indicated Housing Chapter A50/2015 None To be To be developed reviewed but lack resources Integrated Human Settlement Plan Disaster Management Plan and A47/2018 24/04/ 2018 YES 2021/22 Financial Framework year Integrated Waste Management A81/2015 26/05/2016 To be Review Period not Plan reviewed indicated Environmental Management To be Review Period not Plan reviewed indicated
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The below table provide the status of the Sector Plans which should be developed in the Municipality Sector Plans and Council Last update Review Scheduled next Policies resolution review Yes/No Air Quality Management Plan Financial and Physical Security Policy Technical Assistance Environmental Management required for the Policy development of Draft Climate Vulnerability Assessment and Response Plan the plan in Climate Smart Agriculture Plan 2021/22 Biodiversity and Conservation Areas Plan Control of Invasive Species Plan/Strategy Soil Conservation Plan Air Quality Management Plan Climate Change Mitigation and Adaptation Strategy/Plan
CORPORATE SERVICES Sector Plans and Council Last update Review Scheduled next Policies resolution review Yes/No Human Resources Management A12/2013 29/01/2013 YES 2019/20 Strategy FINANCIAL YEAR
Retention Strategy A114/206 31/05/2016 Review Period not indicated Employment Equity Plan A117/2015 28/07/2015 Review Period not indicated IT Disaster Recovery Plan A135/2014 28/10/2014 Review Period not indicated IT Business Continuity Plan A22/2015 29/01/2015 Review Period not indicated Workplace Skills Plan A80/2019 30/04/2019 Review Period not indicated ICT Strategy/Master System plan Appointment of Staff – Procedure Accident & Incident Reporting Procedure Acting Allowance Policy & Procedure
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Annual Leave Procedure Policy Bereavement Policy Bursary By-Laws Clocking System Policy Succession Planning Conditions Of Service Employees Assistance Programme Policy & Procedure Employment Equity Plan Education, Training And Development Grievance Procedure Agreement Private Work Policy Smoking Policy Occupational Health and Safety Policy Overtime Policy and Procedure
FINANCE SERVICES 5. Finance Revenue Enhancement A77/2018 27/11/2012 Review Period Services Strategy not indicated
MUNICIPAL BY-LAWS
PROMULGATED BYLAWS Approval Date Electricity By-Law 25 October 2016 Cemetery By-Law 1 July 2017 Property Rates By-Law 24 February 2017 Tariffs By-Law 1July 2016 Credit Control and Collection By-Law 1 July 2016 Street Trading By-law 28 October 2018 Waste Water By-Law 30 June 2006 Water Supply By-Law 30 June 2006
APPLICABLE BUT NOT YET IN PLACE (TO BE DEVELOPED ) 1. Control of Outdoor Adverting By-Law 2. Air Quality Management By-Law 3. Keeping Animals Birds Poultry By-Law
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4. Management Control Flats By-Law 5. Reviewed Cemeteries and Crematorium By-Law 6. Public Participation By-Law 7. Petitions By-Law 8. Rules and Orders By-Law 9. Fire Brigade Service By-Law 10. Homes for the Aged By-Law 11. Childcare Services By-Law 12. Substance Abuse By-Law 13. Public Amenities By-Law 14. Traffic Fines schedule By-Law 15. Solid Waste By-Law 16. Sanitation By-Law 17. Youth Development By-Law 18. Air Quality By-Law 19. Outdoor Advertising Bylaw 20. Land Management Policy By-Law 21. Ward Committee By-Law 22. Informal Settlements By-Law 23. Building Regulations By-Law 24. Control of Outdoor Advertising By-Law
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