2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

City of Human Origin

2017/18 Integrated Development Plan, Review of the 5 year IDP 2016-21

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Table of Contents MCLM AT A GLANCE ...... 1 INTRODUCTION BY MUNICIPAL MANAGER ...... 1 1.2 LEGISLATIVE FRAMEWORK ...... 3 1. SECTION 1: IDP Process Plan ...... 8 1.1 INTRODUCTION ...... 8 1.2 LEGISLATIVE FRAMEWORK ...... 8 1.3 BACKGROUND ...... 8 1.4 TIMEFRAMES FOR IDP PROCESS PLAN ...... 9 1.5 ISSUES OF ROLES AND RESPONSIBILITIES ...... 14 2. SECTION 2: SITUATIONAL ANALYSIS ...... 16 2.1 CITY’S PROFILE ...... 16 2.1.1 Historical background ...... 16 2.2 DEMOGRAPHIC PROFILE OF THE ...... 19 2.3 ECONOMIC DEVELOPMENT INDICATORS ...... 24 Poverty Alleviation ...... 30 2.4 STATUS QUO ASSESSMENT, BASIC SERVICE DELIVERY AND INFRASTRUCTURE ...... 31 2.5 ENVIRONMENTAL ANALYSIS ...... 38 2.7 INSTITUTIONAL ANALYSIS ...... 50 3. SECTION 3: STRATEGIC GOALS AND INTER-GOVERNMENTAL ALIGNMENT ...... 51 3.1 VISION AND MISSION ...... 51 3.2 STRATEGIC OBJECTIVES AND KEY PERFORMANANCE AREAS (KPAs) ...... 51 3.3 STRATEGIC PRIORITIES IMPLEMENTATION PLAN ...... 75 4. SECTION 4: COMMUNITY OUTREACH ...... 98 4.1 Introduction ...... 98 4.2 COMMUNITY OUT REACH PROGRAMME ...... 99 4.3 ISSUES IDENTIFIED AS PRIORITIES ...... 105 5.SECTION 5: PROJECT PHASE ...... 106

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

MCLM AT A GLANCE

Region/Area : Mogale City Local Municipality(MCLM) Province : District : Land Surface : 1,342 km2

MCLM WARDS Rietvallei incl. Azaadville (1-3,34,35 & 36) (4-16 & 19) (23,28 & 33) (24,25 & 27) 1-39 (31) Hekpoort (32) Krugersdorp-CBD (17,18,20,21,22,26,29, 37 & 38 ) Tarlton (30) Kromdraai (39)

MCLM DEMOGRAPHICS

Values Male ( 51% of total population) 184 980 Female ( 49% of total population) 177 441 Indicator 0-14 children (24% of total population) 86 013 Population 15-34 Youth (39% of total population) 142 164 35-64 Adults (32% of total population) 117 753 65-84+ Elders (5% of total population) 16 491 Total 362422

MCLM HOUSEHOLDS

Households Total number of MCLM households 117 375

LAND SPECIFICS Land surface 1,342 km2 Density 270/km2

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

ECONOMIC ANALYSIS

KEY Mining services, transport, energy, manufacturing, tourism, ECONOMIC Agriculture. SECTORS

LABOUR FORCE

% OF TOTAL LABOUR FORCE AGE AMOUNT LABOUR FORCE INDICATOR 53% of total labour Youth (18-35) 97 860 force Adult (36-64) 47% of labour force 86 403

100% of labour 184 263 Total labour force (18-64) force

EMPLOYMENT LEVELS

Employment level Unemployment level

Youth 64 053 (65% of total youth 33 807(35% of total youth labour force) (18-35) labour force) 69 858 (81% of total labour Adults force) 16 545 (19% of total adult labour force). (36-65)

SERVICE DELIVERY

DWELLING UNITS MCLM Total number of households. 117 375 Formal dwelling units 86 319 (74% of total dwelling types) Informal dwelling units 31 056 (26% of total dwelling types)

ACCESS TO ELECTRICITY MCLM total number of households 117 375

Access to electricity 100788( 86% of total households)

No access to electricity 16 584( 14% of total households)

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan WATER AND SANITATION WATER ACCESS

MCLM total number of households 117 375 Access to drinking water 101 415 ( 86% of total population) No access to drinking water 15 960 ( 14% of total population)

TOILET FACILITY

MCLM total number of households 117 375

Access to toilet 106 968 (91% of total number of households)

No access to toilet 10 407(9% of total number of households)

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

INTRODUCTION BY MUNICIPAL MANAGER

The Integrated Development Plan enhances integrated service delivery and development and promotes sustainable, integrated communities, providing a full basket of services, as communities cannot be developed in a fragmented manner. Therefore, the 2017/18 IDP has been prepared against the backdrop of Mogale City Local Municipality’s (MCLM) primary objective, which is in line with the government’s aim of addressing the challenges of major socio-economic issues including poverty, inequality and unemployment in the country.

The new elected Council, that assumed office in 2016, a new Executive Mayor and Council. The new Council faced very challenging tasks in their of the 5 year term of Office to drive the IDP process. Council then has to review their progress and to strengthen the achievements of government by working together with local communities, labour, business, religious, youth and other stakeholders.

The IDP serves as a single broad strategic guide for the priority issues of the community and residents of MCLM, which government should implement in their term of Council. It also assists administration to prepare a medium term finance framework and annual budget that seeks to allocate resources to address all these needs.

The IDP plan needs to be aligned with all National, Provincial and Local Government imperatives. The IDP is not only a local government programme but the delivery plan of entire government in a particular local space.

The annual review of this 5 year IDP should be seen as a governments plan, not just of MCLM. Government’s perspective of IDP is that of addressing all service delivery issues, with a particular interest in addressing job creation, poverty and eradicating the inequalities of the past. The scale of the challenges is enormous in MCLM, but all efforts are focused on those previously disadvantaged areas. The objective is of a developmental state and developmental local government where the state actively intervenes in raising the quality of life for citizens through

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan creating an enabling environment through the use of resources to realize the

objectives it sets for itself. The major focus is the implementation of the objectives of the National Development Plan (NDP) and the ten pillars of Transformation, Modernization and Re-Industrialization (TMR) as per the Gauteng Provincial Framework set out by Premier David Makhura.

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

1.2 LEGISLATIVE FRAMEWORK

The Constitution of the Republic of outlines the kind of local government needed in the country. According to the Constitution (sections 152 and 153), local government is in charge of the development process in , and notably is in charge of planning for the municipal area. The constitutional mandate gives a clear indication of the intended purposes of municipal integrated development planning: To ensure sustainable provision of services; To promote social and economic development; To promote a safe and healthy environment To give priority to basic needs of communities; and To encourage involvement of communities.

The Constitution also demands local government to improve intergovernmental coordination and cooperation to ensure integrated development across the neighbouring communities.

The legislation governing the development, implementation and review of the IDP has been conceived in the constitutional spirit of a developmental state. In terms of the provisions of Local Government: Municipal Systems Act of 2000, each council must, within the prescribed period after the start of its elected term, adopt a single, inclusive, strategic plan for the development of the municipality.

Section 25(3) (a) prescribes that a newly elected council, may adopt the IDP of the previous council.

In order to develop the IDP, Local Government: Municipal Structures Act, 117 of 1998 prescribes in section 56(2) that “The executive mayor must- (a) identify the needs of the municipality; (b) review and evaluate those needs in order of priority; (c) recommend to the municipal council strategies, programmes and

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan services to address priority needs through the integrated development plan, and the estimates of revenue and expenditure, taking into account any applicable national and provincial development plans;”

In terms of Section 24, of the Local Government: Municipal Finance Management Act, (Act 56 of 2003) municipal council should, at least 30 days before the start of the of a budget year, consider approval of the annual budget.

Strategic planning framework & approach The strategic planning followed by Mogale City happen within the broader national planning frameworks and the local integrated development planning processes as articulated under the legislative context above. Below is a schematic framework that informed Mogale City’s formulation of its Strategic Plan and ultimately the entire Integrated Development Plan document.

Figure 1 Strategic Planning Framework

The Integrated Development Plan is a municipal plan that last for the term of office of the council. Therefore, Mogale City’s process of developing the strategic plan that is a bedrock of the Integrated Development Plan always involves intense consultation. It began with prior interactions between Executive Mayor, Mayoral Committee, the Municipal Manager and other senior managers. This culminates into a strategic planning session of 4

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan Mayoral Committee and senior management facilitated by an independent party with expert knowledge in strategic planning environment.

The strategic planning session follows more or less the strategic planning process below. The diagram below provides a sense of how the process unfolded beginning with the vision, mission and the moved on to the priorities and, finally the strategies.

Figure 2 Strategic Planning Processes

IDP Context

The context of the 2017/18 IDP is a process that consists of sub-activities that culminate in to the adoption of the IDP by the Council of MCLM which includes the following;

IDP Process Plan

In terms of the Council approved IDP and Budget process plan, Council should approve the final IDP before the start of the new financial year, that is, no later than 30 June 2017.

In order for MCLM to prepare a credible IDP document, several stakeholders had to be engaged to provide inputs and guide the final IDP plan. The IDP process involves the following consultation process:

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MEC comments on the 2016/17 IDP

In terms of Local Government: Municipal Systems Act, 2000 a municipality should submit a copy of the Council approved IDP to the MEC for Local Government. The MEC comments have largely provided guidance on the preparation of the 2017/18 IDP. All the MEC comments on the 2016/17 IDP were noted in compiling the current IDP.

Content of the IDP

The IDP document consists of the following content:

Section 1

IDP Process Plan Outlines the methodology of preparing the IDP. It further provides for the timelines and framework, role players and the adoption process

Section 2

This section analyses the demographic, institutional, and socio-economic issues of the municipality. The section also discusses service delivery backlogs.

Section 3

It expresses MCLM vision and mission as well as the strategic development in order to address the service delivery backlogs and community priorities.

Section 4

It stresses the role of community outreach, which includes public consultation. During this process the local community provides MCLM with the inputs and priorities that inform IDPs.

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Section 5

It explains the IDP prioritization model and projects to be undertaken for the next three financial year and in the Medium Expenditure Framework.

Section 6

It provides all annexures which are essential part of the inclusive nature of the IDP.

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1. SECTION 1: IDP Process Plan

1.1 INTRODUCTION

The 2017/18 IDP and Budget Process heralds the second review of the municipality’s adopted 2016-2021 IDPs. The Integrated Development Plan (IDP) is a single and inclusive strategic planning instrument that is intended to promote Local Economic Development, Spatial Development, Infrastructure Development, Institutional Transformation and Budget Alignment of a municipality.

1.2 LEGISLATIVE FRAMEWORK

The Municipal Systems Act (Act 32 of 2000) hereinafter referred to as the Act, prescribes that municipalities must adopt and follow a process to draft, consider and adopt an Integrated Development Plan. Parallel to the Act, the Local Government: Municipal Finance Management Act (Act 56 of 2003) states in section 21

(a) that a “the mayor of a municipality must co-ordinate the processes for preparing the annual budget and for reviewing the municipality's integrated development plan and budget -related policies to ensure that the tabled budget and any revisions of the integrated development plan and budget-related policies are mutually consistent and credible;

(b) At least 10 months before the start of the budget year, table in the municipal Council a time schedule outlining key deadlines for –

1.3 BACKGROUND

This plan therefore seeks to provide the timeframes, mechanisms and procedures that must be followed by Mogale City Local Municipality in the IDP for the 2017/18 as well as the approval of annual budget financial year in question.

Elements of the IDP Process Plan

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The IDP process plan entails the following elements;  Time frame  Mechanisms and procedures for alignment;  Mechanisms for Public Participation.  Binding plans and Planning requirements at Provincial and National level  Procedures and principles for monitoring the planning process and amendments.

1.4 TIMEFRAMES FOR IDP PROCESS PLAN

Table 1 below provides all activities, responsibilities and stakeholders and timeframes PHASES ACTIVITIES RESPONSIBLE DATES Phase 1 Planning Process Adoption of IDP/ budget Process IDP and BTO August 2016 Plan Presentation to IDP/ budget task IDP August 2016 team Strategic Presentation to councillors IDP and BTO October IDP/Budget 2016 workshop for Review of 2017/18 public IDP and Public October Mayoral Committee participation to determine the Participation 2016 and Senior following Divisions Management  What needs to be improved for the public participation  What are the possible alternatives for the next public participation?  Review 1st quarter IDP unit and October performance BTO 2016  Determine service delivery priorities  Agree on MTFF and it assumptions.

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PHASES ACTIVITIES RESPONSIBLE DATES  Agree on initial cash limits for each department MEC comments review IDP Division Oct/Nov 2016 Executive Managers/Managers All Departments November complete stage 1 IDP/Budget 2016 input forms. Public Participation Process Mayoral Oct- Nov committee 2016 Phase 2 Analysis Community and stakeholder Office of the October register Speaker 2016 Consideration of economic Financial Oct/Nov priorities Services 2016 Institutional analysis Corporate Oct/Nov Services 2016 Spatial Priorities Planning and Oct/Nov Community and Development 2016 stakeholder analysis Socio-Economic Priorities IDP Unit Oct/Nov 2016 Institutional transformation All Departments Oct/Nov 2016 Compliance with IDP legal The entire Oct/Nov framework municipality 2016 Alignment of Priorities IDP unit Oct/Nov 2016 PHASE 3 STRATEGIES Vision and Mission The entire October municipality 2016 Objectives and development The entire October priorities municipality 2016 Programme and Project The entire October Identification municipality 2016

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PHASES ACTIVITIES RESPONSIBLE DATES

PHASE 4 PROGRAMME AND PROJECTS Project Priority Programmes and Projects All Departments &programme proposals Project costing CAPEX and OPEX costing BTO Setting of project targets and All Departments December indicators 2017 PHASE 5 INTEGRATION MEC comments IDP unit Sectoral plans January Operational plans All Departments 2017 Performance review M& E January 2017  Agreement on the IDP and BTO January 2016/17adjustment 2017 budget  Agreement on changes proposed by Executive Mayor and Councillors on IDP/Budget Tabling of the midyear Executive 25 January performance review and 2015/16 Mayor 2017 annual report Submission of stage II input forms All Department February by Executive Managers and 2017 Manager

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PHASES ACTIVITIES RESPONSIBLE DATES PHASE 6 APPROVAL Tabling of the IDP/Budget to IDP/Budget March 2017 Portfolios Office IDP Public Participation * see IDP/Budget March 2017 attached schedule Office Tabling of the draft IDP and Executive March 2017 budget to council Mayor Public Notice inviting comments IDP unit March 2017 Statutory Public Participation process Exec. Mayor April 2017 Responses to and incorporation of comments including portfolio Committees inputs Tabling of IDP and budget for Municipal May/June consideration/ approval. Council 2017 Submission of the approved IDP IDP unit June/July to the MEC of Local Government 2017 Approval of the SDBIP Executive June/July Mayor 2017 PHASE 7 IMPLEMENTATION Project implementation in All Departments July 2017 – accordance with the SDBIP June 2018

Submission of the SDBIP to Nat, IDP July 2017 Prov, Treasury Monitoring M&E Review/Adjustment All Departments January 2017 Submission of the Revised SDBIP IDP March 2017 to Nat, Prov, Treasury Quarterly reporting MM, MEC, M&E Every council quarter

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PHASES ACTIVITIES RESPONSIBLE DATES

PHASE 8 ANNUAL REVIEW Draft Annual Submission of unaudited Draft M & E Aug 2017 Report Annual Report to MPAC Submission of the Annual Report M&E Aug 2017 to AG Tabling of the Annual Report M&E Nov 2017 Oversight Report Oversight Report made public Council Dec 2017 and Submitted to National Treasury and Local Government Departments

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1.5 ISSUES OF ROLES AND RESPONSIBILITIES

Section 30 of the Act charges the Executive Mayor with the responsibility to manage the drafting of the municipality’s integrated development plan in a manner that is in concert with section 29 of the Act. Furthermore, the Executive Mayor is empowered to assign responsibilities to the Municipal Manager relating to the drafting and tabling of the IDP before the municipal council for approval. The Municipal Manager in turn is supported by the IDP unit in managing the preparation of the IDP. In the spirit of promoting the objects of section 29 of Act, the municipality has created an enabling environment for different stakeholders to be involved in developing a people driven IDP. Forums necessitating the achievement of the aforementioned principles are listed below.

IDP Coordinators Forum This forum is constituted by the IDP manager of the West Rand District Municipality and all IDP managers from the constituent local municipalities within the West Rand area of jurisdiction. This forum provides these representatives with an opportunity to discuss issues of mutual interest and a framework for alignment. This forum meets at least once a month. This forum agrees on the District IDP Framework, for all other local to follow.

Public Consultation- Mayoral Road Shows The Mayoral road shows are an outreach consultative programme meant for communities across the city who are not organised in any formal structure. This programme which is organised in clustered ward fashion, provides the municipality and communities to engage on the municipality’ IDP needs inputs, performance, identification of priority needs for the year ahead and any other matters relating to service delivery issues.

The Mayoral Committee/Budget Committee The plays an oversight role in preparation and drafting of the IDP and it further approves the IDP process plan, community needs register and public participation plans.

The Municipal Council

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According to section 25 of the Municipal Systems Act, the municipal council is the body that has the competence to adopt the draft IDP.

Procedures for Alignment Section 31(c) of the Act, requires the municipality to align its IDP with the IDP’s of municipalities within the area of jurisdiction of the district municipality where such a municipality is located. Furthermore, this section provides that the integrated development plan of a municipality must be aligned to national and provincial plans of organs of the state. In this regard, the Gauteng department of Local Government and Housing through the MIDP unit continuously facilitates meetings of all municipalities, national and provincial departments and parastatals to iron out issues of alignment.

Adoption by Council The process plan outlined above has been tabled by the Executive Mayor for approval the municipal council by end of August 2016, amended by Council on Thursday, 09 March 2017 in compliance with legislative requirements.

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2. SECTION 2: SITUATIONAL ANALYSIS

2.1 CITY’S PROFILE

2.1.1 Historical background

Mogale City is the birthplace of humankind, the City of Human Origin. It is privileged to be the home of the 2.2-million-year old skull of Mrs. Ples, found at the Caves in the – a UNESCO World Heritage Site. Mogale City, City of Human origin, is further emphasized by the discovery of the Dinaledi Chamber by Dr. Lee Berger, an anthropologist, with Wits University in 2015. Homo Naledi, an extinct species of homonin was discovered in the System. As of 10 September 2015, 1550 specimens have been extracted from the Rising Star Cave in the Cradle of Humankind.

Mrs. Ples was first revealed in April 1947 by Dr. Robert Broom along with students from the University of the . While the Mrs. Ples skull was small, about the size of a chimpanzee's, it was apparent the creature stood upright. 'Mrs. Ples' earned her nickname from the media after Dr. Broom originally identified the species as a new one, Plesianthropus Transvaalensis, though it was later identified as Australopithecus Africanus. Stw 573, nicknamed “Little Foot”, is a nearly complete Australopithecus also found at the Sterkfontein Caves between 1994 and 1998. It is due to the structure of the (four) 4 ankle bones that scientists were able to dissert that the owner was able to walk upright.

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Pre-colonial History Chief Mogale–Wa–Mogale is recognized as one of the first South African freedom fighters. Generations have been inspired by his bravery and tireless attempts at restoring ancestral land to his people. He was: A true son of Africa, who is rightfully honoured by naming the City after him. Mogale City, previously known as the Krugersdorp Local Council, is named after Chief Mogale-Wa-Mogale, the young heir to the Ba-Po Chiefdom of the Batswana. The Ba-Po-Tribe (the Ndebele migrant Group) was among the early groups to occupy the Mogale City area. Later, surrounded by the Batswana – Bafokeng and Bakwena people, their Nguni culture and language were gradually replaced by that of the Batswana. The Po occupied the region from Magaliesburg and extended as far east as present day North-Cliff Ridge, and Haartebeespoort to North-West

Mining history Krugersdorp has been the centre of the establishment of Mogale City. Krugersdorp was founded in 1887 by Marthinus Pretorius and named after . Krugersdorp was founded as a mining town of gold, asbestos and magnesium amongst others during the 1880s. (http//wiredspace.wits.ac.za/10539/5430.19-08-2010). Munsieville, Black Africa was subsequently established, according to the ordinance 58 of 1903 of the Krugersdorp municipality. From the early 1930s the area was named after Mr. James Munsie, the white chief sanitary inspector (medical officer) of Krugersdorp. (http//www. Andrianfaith/place/70106/Census. 2001. Place Munsieville”)..Subsequent to the Groups Areas Act, Kagiso, the largest

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township in Mogale City, was established for some of the residences that were forcefully removed from Munsieville.

During October 1957, the executive committee of the Bantu Housing Board was given a grant of £231150 by central government treasury for the erection of 1300 dwellings and one school for the residents of Kagiso. Low-cost houses, as well as hostels, were all constructed according to a standardized architectural design and in the same range of materials. In 1984, the township was granted municipal status under the administration of the black local authority. (V. Khumalo, Kagiso Historical Report Research),

Modern History Mogale City Local Municipality incorporates the previously racially divided non-white communities of Swaneville, Munsieville, Azaadville and Kagiso with the white communities of Krugersdorp and surrounds. In the recent past, the Municipal area has been home to popular household names such as Arch-Bishop Emeritus , Dr. Motlana and Bra Hugh Masekela. During the 2010 FIFA World Cup, Mogale City hosted the Portuguese and Australian soccer teams.

2.1.2 Current Status Quo: Locality Mogale City is situated at the western side of the Gauteng Province. It also forms part of the broader West Rand District Municipality, which consists of three (3) local municipalities, i.e. Randwest City, Mogale City and Merafong City. Mogale City is made up of the following areas:

 Kagiso, Rietvallei (including Azaadville)  Krugersdorp and Munsieville  Muldersdrift , Tarlton, Magaliesburg, Kromdraai and Hekpoort

Mogale City’s strongest functional urban linkage is with the City of . Kagiso and Krugersdorp are primary urban complex that form part Corridor of Freedom in Gauteng, namely, the Western

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Corridor. The strongest east west transport linkages between Mogale City and City of Johannesburg are along the R512 as well as the railway line. Mogale City is linked to the City of Tshwane via the / highway. (Local Government Handbook: 2015)

Geographic Area Map1, below, shows MCLM. MCLM covers an area of approximately 110 000 hectares, with Krugersdorp as the major CBD. It is accessible from all the major centres of Gauteng and North West Province, namely Johannesburg, , Midrand, Hartebeespoort Dam, , and Soweto, to name but a few places.

Figure 3 Map 1: Mogale City Local Municipality and surrounds

2.2 DEMOGRAPHIC PROFILE OF THE MUNICIPALITY

Demographic statistics are essential for planning in both the country and its regions. Of the total population of the West Rand Region, about 45.5 per cent were residing in Mogale City in 2016, making it the most populated region in the district.

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The graph below shows the population contribution of constituent Local Municipalities of West Rand District. MCLM has the largest population estimated at 383 864 people in the West Rand Region, which has 820 995 persons. Randfontein and City have merged in August 2016 and became one municipality which is now named Randwest City which has the total population of 261053 combined.

Figure 4 West Rand District Municipalities Population Distribution (Source Census 2016 Statistics)

West Rand District Municipalities Population Distribution, 2016 and 2011 450000 400000 350000 300000 250000 200000 150000

100000 Populationfigures 50000 0 Mogale City Randwest City Merafong City 2016 383864 265887 188843 2011 362422 261053 197 520

Figure 4 shows West Rand District Municipalities population distribution from 2011 to 2016. There has been a growth of 21 442 persons in the past 5 years, from 362 422 persons in 2011 to 383 864 persons in 2016. This indicates that Mogale City is the most populated municipality of all WRDM local municipalities.

Figure 5, below indicates Mogale City average population change from year to year. The population average growth increased at a decreasing rate. For instance, between 2010 to 2013, the rate was 1.85% and between year 2013 to 2017 it is estimated that average growth was 1.58%,a much less decreased growth rate.

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Figure 5 Mogale City Growth Rate (Source Census 2016 Statistics)

Mogale City Population growth rate 2,5% 2,3% 2,0% 2,0% 2,0% 2,0% 1,8%1,7% 1,5% 1,6% 1,5%1,4% 1,5% 1,2% 1,0% 0,9% 0,5% 0,6% 0,0% 200 200 200 200 200 201 201 201 201 201 201 201 201

%Percentages 5 6 7 8 9 0 1 2 3 4 5 6 7 Mogale City 2,3%2,0%1,2%0,9%0,6%1,5%2,0%2,0%1,8%1,7%1,6%1,5%1,4%

Figure 6 below indicates, the proportional population groups of Mogale City. Since 2001-2011, population of MCLM has increased across all race groups. The African people increased by 25%, which is 53 886 persons, from 219 931 persons in 2001 to 273 817 persons in 2011. The coloured community has increased by 46% which is 962 persons, from 2090 persons in 2001 to 3052 persons in 2011. Indian/ Asian community experienced the least increase of 21%, which is 1400 persons from 6459 persons in 2001 to 7859 persons in 2011. The second least increase was in the White groups, which experience a 24% increase, which is 14 701 persons, from 61 240 persons in 2001 to 75 941 in 2011.

Figure 6 Mogale City proportional distribution of population groups (Source Census 2016)

Mogale City Population Distribution 2001-2016 350000 300000 250000 200000 150000 100000 50000 Population 0 Black african Coloured Indian/asian White 2016 291693 3118 7834 81219 2011 273817 3052 7859 75941 2001 219931 2090 6459 61240

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Figure 6 shows how the population structure has changed between 2011 and 2016 for Mogale City. The structure shows that Mogale City has a youth population bulge which is similar to that of the Gauteng province and that of the country. The figure indicates that a major proportion of the region’s population are people of working age.

Figure 7 Population Pyramid, Mogale City (Source: IHS Markit 2017)

75+ 70-74 Males 65-69 Females 60-64 55-59 50-54 45-49 40-44 35-39 30-34 25-29 20-24 15-19 10-14 05-09 00-04 25000 20000 15000 10000 5000 0 5000 10000 15000 20000 25000

2016 Females 2016 Males 2011 Females 2011 Males

It should be noted from the figure 4 above, the youth age population is a bulge, and this shows a population group decline between the ages of 25-29 as well as age group 30-34 when comparing 2011 and 2016. There were less people in 2016 of these age groups compared to 2011. These age groups are transition to adulthood which consist mainly of child bearing people and newly established families.

MCLM population indicates a decline from age group 30-34 years until age group +75 years when comparing 2011 to 2016. There are less people in 2016 than 2011 in these age groups. These ages are the essential economically active population for the City. Thus, population decline of this age group does not assist in the economic prospects of the City.

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According to the information from IHS Markit, the unemployment rate in the region reached 39.6%. This indicates that a majority of the youth in the region is unable to find work. There were more males than females in both review years.

Population Dependency Population dependency refers to the percentage of a population that depends on others for their well-being and survival. It is expressed by means of a dependency ratio. In the case of the dependency ratios of children/youth or of older people, these ratios are calculated based on the number of children (0-14 years old) and older persons (65 years or over) who depend on the working-age population (15-64 years old). 1 They also indicate the implications for social and economic development of changes in a population’s age structure, and point to broad trends in social support needs.

Figure 8 Youth Dependency Ratio, 2011 - 2015 ( Source: IHS Markit 2017)

38,5% 38,1% 38,0% 37,6% 37,6% 37,5% 37,3% 37,0% 36,8% 37,0% 36,4% 36,4% 36,5% 36,1% 35,9% 36,0% 35,7% 35,5% 35,3% 35,0%

34,5% Youth Depedency Ratio Depedency Youth 34,0% 33,5% 2011 2012 2013 2014 2015 2016

Mogale City West Rand

1 Population Reference Bureau. (2016). Glossary of Demographic Terms. Accessed at http://www.prb.org/Publications/Lesson- Plans/Glossary.aspx

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Figure 8 expands on the pyramid and shows the proportion of the youth population which is dependent on the working age population. The figure above indicates an increasing trend for both the district and the local region. Since 2011-2016, dependency ratio of child has increased by 2,8% from 35.3% to 38, 1% per 100 people. This dependency is extended when calculated as a population dependency, which includes the age group of children and old-age people above 65 years. The higher dependency ratio is associated with an increase in taxes for the working population to support the non-working age population. Thus, ideally, this ratio should be as low as possible.

2.3 ECONOMIC DEVELOPMENT INDICATORS

Development indicators enable a region to gauge their progress on their developmental goals and objectives. These indicators include the unemployment rate, poverty and inequality. In measuring the inequality, the Gini co-efficient is often used and measures the extent to which the distribution of income (or, in some cases, consumption expenditure) amongst individuals or households within an economy deviates from a perfectly equal distribution. Thus, a Gini co-efficient of 0 represents perfect equality, while an index of 1 implies perfect inequality.

Figure 9 Gini co-efficient, 2011-2015 ( Source: IHS Markit, 2017)Figure 6: Gini co-efficient, 2011 - 2015

0,650 0,643 0,644 0,641 0,639 0,640 0,638

0,630 0,623 0,621 0,620 0,620 0,616 0,616

0,610

0,600 2011 2012 2013 2014 2015

Mogale City West Rand

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Figure 9 shows the Gini co-efficient as a measure of income inequality for the Mogale City and the West Rand. The Gini has remained fairly constant in Mogale City across the years. Although there are instances where the Gini declined (such as between 2013 and 2015), the declines were very minimal. The Gini decline for Mogale City indicates that the poverty gap has widen, which implies more residents are becoming increasingly poor. With a coefficient of 0.62 in 2015, it means that only about 36 per cent of the population in Mogale City hold the majority of income or all the income, whilst the remaining 64% share very little or no income at all.

The municipality should initiate poverty nets programmes that target the poor households. This could include expansion of social upliftment programmes such as free basic services, expanded public works and labour intensive job programmes.

Figure 10 Share Below Food Poverty Line, 2011-2015 ( Source IHS Markit 2017)

17%

16%

15%

14%

13%

12%

11%

10%

9% 2011 2012 2013 2014 2015

West Rand Mogale City

Figure 10 shows the proportion of people that lives below the food poverty line for Mogale City and the West Rand from 2011 to 2015. Both regions show a rising trend, with Mogale City recording higher proportions. In 2015, there were 15.7 and 15% of people living below the food poverty line for Mogale City and West Rand respectively.

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Figure 11 Qualifications of People Older Than 20 Years, 2011-2015 (Quantic Research, 2017)

2011 2015

7,7% 7,5%

10,5% 10,8% No schooling 13,8% 22,4% Primary Secondary

59,4% 67,9% Tertiary

Figure 11 shows the share of educational achievements for people older than 20 years in Mogale City for 2011 and 2015. The share of people with secondary education accounted for 67.9% in 2015, an increase of 8.5 percentage points compared to 2011.This was followed by a share of those with primary education at 13.8%. The share of those with no schooling was at 7.5% in 2015 a decline of 0.2 percentage points. The share of those with tertiary education was at 10.8% in 2015, a decline of 0.3 percentage points compared to 2011. Improvements in educational attainment help a region increase its economic potential over time by building larger and more-skilled pools of human capital.

Table 2 : Income Distribution 2015 ( Source: IHS Markit 2017) Annual Income Per Number of Percentage of Household Households Households Less than R12 000 4 414 3.6% R12 001 toR42 000 30 162 24.7% R42 001 to R96 000 35 577 29.1% R96 001 to R360 000 33 866 27.7% R360 001 to R2 400 000 17 911 14.6% More than R2 400 000 409 0.3% Total 122 339 100.0%

The table above shows the income distribution of households in Mogale City Local Municipality in 2015. The annual income per household that constituted the largest number of households was the R42 001 to

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R96 000 range which accounted for 29.1% of total households in Mogale City Local Municipality. This was followed by the R96 001 to R360 000 range, which accounted for 27.7% of the households. The lowest percentage of households was in the highest income range of more than R2.4 million per annum and it comprised of 0.3% of the households.

The section below reviews some labour indicators in the Mogale City Local Municipality area jurisdiction.

Figure 12: Total Employment and Growth, 2011-2015 (Source: IHS Markit 2016)

120 000 6,0% 5,0% 100 000 4,0% 80 000 3,0% 2,0% 60 000 1,0% 40 000 0,0% -1,0% 20 000 -2,0%

0 -3,0% 2011 2012 2013 2014 2015 -4,0% 2011 2012 2013 2014 2015

Informal Employment Formal Informal

Figure 12 shows both total employment levels and growth thereof in Mogale City from 2011 to 2015. Employment levels in the municipality show a declining trend over the review period. Formal employment declined from 91,210 in 2011 to 87,575 in 2015, whilst informal employment decreased from 15,477 in 2011 to 15,114 in 2015. Employment growth rate was in negative territory in 2014 and 2015. Mogale City experienced its lowest level of employment growth in 2015, contracting by 2.3%. During the same period, GDP-R growth also contracted by 1.8%.

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Figure 13 Employment by Sectors, 2015 ( IHS Markit 2017)

10 497 Households 9 305 15 214 Community services 15 268 19 548 Finance 20 329 7 511 Transport 8 330 23 651 Trade 21 117 6 193 Construction 6 562 671 Electricity 623 19 918 Manufacturing 18 841 2 169 Mining 1 140 1 315 Agriculture 1 176 0 5 000 10 000 15 000 20 000 25 000

2011 2015

Figure 13 shows the number of employment by sector in Mogale City in 2011 and 2015. During the review period, there was a decline in employment levels in five sectors, except in construction, transport, community services and finance sectors. Nevertheless, the figure confirms that wholesale & retail trade and finance sectors are the largest employers in Mogale City. The trade sector employed a total of 21 117 000 people in 2015 and the finance sector employed 20 329 000 people. It however, also indicates the strength of the manufacturing sector which employed 18 841 000 people in 2015. The electricity and mining sectors had the lowest level of employment within the city.

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Figure 14 Unemployment Rates, 2011-2015 ( Source: HIS Global Insight, 2017)

50,0%

45,0% 43,0% 39,6% 40,0% 36,9% 35,4% 35,0% 33,1% 31,3% 28,5% 30,0% 27,5% 27,9% 26,2% 25,1% 24,2% 24,4% 25,0% 22,9% 21,6% 20,0%

15,0%

10,0%

5,0%

0,0% 2011 2012 2013 2014 2015

Male Female Total

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Poverty Alleviation Discounted Payments of Rates and Services Mogale City Local Municipality introduced the Indigent Registration programme that focuses on households that qualify to receive free basic services. The municipality approved the Indigent Management Policy which provides for basic services that include six kilolitres of water, 50 kW/h of electricity, free sanitation services, free refuse removal and indigent burials as per Indigent Burial Policy.

Households who qualify as indigent are those that earn less than R2 280 per month. Currently there are 15 808 households that are registered as indigents. Mogale City Local Municipality continues to urge needy residents to register.

Indigent Registration Programme The poverty alleviation programme provides a platform for the municipality to push back the frontiers of poverty. In the past, there had been various programmes such as indigent policy management wherein over 18 528 households were registered and no more than 4 120 per annum were approved as indigent beneficiaries. The municipality disbursed over R 2.8m to various Non-Government Organizations (NGOs) engaged in activities that assist the urban and rural households.

Indigent Burial and Gravesite The Indigent burial programme has assisted the poor to bury their loved one in dignity. In the past 5 years, 2011-2016, 291 households were support through indigent burials and gravesites. MCLM assist with the burial expenses of indigent households with either the expenses of a gravesite or with overall burial expenses, especially in cases where the family is unable to pay any money.

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Food Garden Scheme Food gardens are some of the ways the municipality ensures food security for poor households. There are four community food garden schemes, with approximately 36 households participating. This allows residents to be self-sustaining and also contributes to environmental preservation. Land is used for growth and is kept fertile. In addition, people are allowed the opportunity to grow, sell and trade products for a further way towards poverty alleviation.

Assistance to Evicted Farm Dwellers

Eviction of farm dwellers is one of the major challenges for the rural communities in MCLM. The municipality established an Eviction Task Team that addresses any evictions of the rural poor. In the past, 2011- 2015, approximately 500 evicted and emergency relocated households were provided safe accommodation through site and services. Moreover, each month the municipality provides 5 000 households with tanked water and chemical sanitation facilities.

2.4 STATUS QUO ASSESSMENT, BASIC SERVICE DELIVERY AND INFRASTRUCTURE

Basic services delivery by MCLM includes, provision of potable water, sewerage, refuse removal, electricity and roads, which are the basic competency of local government. Moreover, housing is also considered a basic service delivery issue; however, housing delivery remains a provincial competency, led by the Provincial Department of Human Settlements.

Government basic services delivery targets are largely prescribed in the United Nations adopted Sustainable Development goals. The major goal is that all households should have access to all basic services. MCLM progress on the basic services is;

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Access To Basic Sanitation Figure 6 Households with access to sanitation (toilets) facilities (Source: HIS Global Insight Regional Explorer 2009)

Sanitation (toilets) facilities 100000 90000 80000 70000 60000 50000 40000 30000

HouseholdNo. 20000 10000 0 Flush toilet Pit Pit Flush (conne toilet toilet Other ( toilet Chemic cted to with withou Bucket Dry None (with al sewera ventila t toilet toilets septic toilet ge tion ventila facility) tank) system (VIP) tion ) 2011 2302 91757 6781 3430 2755 5675 3703 971 2007 1749 74572 4896 375 2455 6596 1737 1907

One of the key government priorities is to deliver safe and adequate sanitation services to all communities. The above graph indicates that the number of households with access to the highest level of sanitation has increased. During 2011 households with access to flush toilets increased by 23% which is an increase of 17 185 households, from 74 572 households in 2007 to 91 757 households in 2011.

MCLM has had a big drive of providing informal households with access to sanitation through chemical toilets facilities. Number of households having access to chemical toilet facilities has increased astronomically. There has been an increase of 914.67%, with an increase from 375 households in 2007 to 3 430 households with access to chemical toilets in 2011.

The census data further indicates that households with access to pit toilets have decreased by 116% (921 households), which is from 6596 households in 2007 to 5675 households in 2011. Although much

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progress on providing universal access to sanitation has been made, there is approximately 12 000 households with sanitation below the RDP level. The municipality would need to provide these households with RDP stand sanitation.

Access to Water

Figure 7 Households with access to water facilities (Source: 2011 Census) 120000 100000 Access to Water 80000 60000 40000

20000 Householdnumber 0 Dam/p Rain Piped Boreho ool/sta River/s Water Water Spring water Other water le gnant tream vendor tanker tank water 2011 101414 10186 153 183 541 140 830 2605 1320 2007 91 230 1675 58 0 123 225 257 721

Figure 7 shows the number of households with access to water source. A large number of household are on municipal supplied piped water. Households with access to piped water has increased by 89% (10 184 households), which is from 91 230 households with access to piped water in 2007 to 101 414 households with access to piped water in 2011.

Moreover, MCLM has been on huge drive to supply informal settlements with tankered water, which is delivered in trucks. The above graph indicates that households with access to tanked water has increased by 1 013%, which is 2 348 new households, from 257 households in 2007 to 2605 households with access to tankered water in 2011.

The challenge is with regards to water loss, MCLM unaccounted for water stands at 39% is the past financial years. The measures to address unaccounted for water include, re-sealing of the water

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reservoirs, however, additional rigorous measures needs to be put in place. Additional measures to control unaccounted for water include:  New water demand management plan, and  Installation of pre-paid meters and increase water meter reading.

Electricity Electricity Supply Management MCLM has made significant strides to increase access for households previously not part of the grid. The challenge is that MCLM electricity supply is operating at near maximum capacity. Our firm supply of electricity over the entire city stands at 160MVA from an installed capacity of 200MVA, with a 150MVA peak demand registered over the five years. In order to increase capacity of electricity supply, a new substation has been constructed in the area at a cost of R40 million, whilst four substations are at different stages of upgrades.

Demand Management The national electricity strategy urges all users to reduce the use of electricity; therefore municipalities are required to develop electricity demand management strategies. The ripple control relay and power factor are some of the strategies used to reduce pressure on the grid. Moreover, Mogale City in collaboration with the National Department of Energy has provided households in Munsieville with Solar geysers to reduce demand on the grid.

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Figure 8 Households with access to energy lighting (Source Census 2011)

Type of energy lighting 120000 100000 80000 60000

Axis Axis Title 40000 20000 0 Candle s (not Not Electrc Paraffi Unspe Gas a valid Solar None applic ity n cified option able ) 2011 100788 219 2687 13098 272 310 0 0 2007 80588 189 3035 9986 63 427

Figure 8 indicates households with access to various types of energy for lighting. Access to electricity increased by 20 200 households, from 80 5888 households in 2007 to 100 788 households in 2011. MCLM electricity connection has almost the universal access to all households, there are only 13 200 households that need access to electricity. A majority of households with no access to electricity are presumed to be staying in informal settlements, which are not proclaimed as townships yet.

The challenge remains largely in rural areas wherein there is privately owned land, as well as in the informal settlements such as Tudor Shaft, Orient Hills, Makhulu-Gama and Pangoville. These are the areas that MCLM is unable to provide with electricity as they are not proclaimed in terms of the town planning regulations. The municipality has however provided illumination in informal settlements and rural areas. MCLM is also looking into newer environmentally sustainable ways to generate energy so as to provide all residents with this basic service deliverable.

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Roads and Storm-Water Management

The total road network of Mogale City is 1,100 km and made up of 960 km of paved roads and 140 km of gravel roads. Gravel roads are in the rural areas and with a small number of unpaved roads in the old townships.

Road network can be broken down further into 100 km of main arterial roads and 1000km of tertiary roads. Main arterial roads are the city-to- city roads whereas tertiary roads are roads within the built-up areas.

In the new term of Council, the objectives are to continue with paving of gravel roads in the peri-urban areas, such as Tarlton, Magaliesburg, Hekpoort and Muldersdrift. Council will also continue with the rehabilitation and resurfacing of the main arterial and tertiary road network. Moreover, Breaking New Grounds (BNG) housing development, such as Chief Mogale is provided with all requisite basic services of paved roads.

Eradication of Informal Settlements Provision of sustainable human settlements remains one of the biggest challenges of government. There was a stepped up effort in provision of housing for the rural poor and various projects are at different stages of development, i.e. from pre-feasibility studies whilst others await township establishment approvals whereas other areas have units that are ready for occupation.

The major areas of RDP housing delivery expected in the near future are:  Chief Mogale phase 2, in Kagiso  Dr. Sefularo housing development, in Hekpoort  Dr. Motlana housing development in Muldersdrift

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MCLM has, however, developed a new 5 year housing development plan in order to address this challenge. The strategic plan seeks to pursue partnerships with other private and public entities in order to address this huge challenge.

Basic Services provided to Informal Settlements The City provides free basic water and sanitation to all these settlements at a cost of R10million annually on water and sanitation each. Refuse removal in form of skip bins that are collected at least weekly. Mogale City has a 105 informal settlements spread throughout. There are 92 and 13 informal settlements in the rural urban nodes of the City.

Electrification of Informal Settlements Mogale City together with Eskom are engaged in a programme for informal settlement electrification. Matshelapata informal settlement has been allocated a budget in the 2017/18 financial year by Eskom to install power to the informal settlement. Other informal settlement would be considered in the new future.

Building Plan Approvals The new administration intends to expedite the approval of building plans as part of local economic development.

Land Use Audit of all Land Portions In Mogale City Council also intends to undertake an overall land audit of the land portions owned by the municipality to consider all options to stimulate economic development.

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2.5 ENVIRONMENTAL ANALYSIS

Removal Refuse MCLM focused on expansion of the refuse collection to areas previously not serviced by the municipality.

Refuse Removal 100000 90000 80000 70000 60000 50000 40000 30000 20000

No.of Households 10000 0 Removed Removed by local by local authority Commun Own No authority /private al refuse refuse rubbish Other /private company dump dump disposal company once a less often week 2011 93488 2159 3091 13720 4092 824 2007 75663 1605 2309 10837 3744 130

The above graph indicates the number of households with access to refuse removal services. Households receiving local authority refuse removal services have increased by 23%, which is 17 825 new households, from 75 663 households in 2007 to 93 488 households receiving refuse removal services by MCLM in 2011. Approximately 18 000 households still do not receive refuse removal services by MCLM. Indigent households receive free refuse removal.

Refuse Removal Expansion In the past, weekly refuse removal took place only in areas of Kagiso, Rietvallei, Munsieville, Krugersdorp CBD and surrounding suburbs only. Refuse removal was expanded to areas that were previously not serviced by the municipality. A service provider has taken over collection of refuse and to expand the service in the following areas, Kagiso, Chief Mogale, Azaadville, Munsieville, Ga-Mohale, Magaliesburg, Muldersdrift

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and in all rural areas of Mogale City. Through this expansion 77 new jobs were created and seven (7) community based contractors were appointed. The expansion ensured that the number of households in the various areas as stated below have access to refuse removal services. Rietvallei Ext 5 850 households Rietvallei Ext 3A 298 households Ga-Mogale 620 households Skip Containers 14 delivered in the rural areas

Waste Transporter In addition, MCLM has opened opportunities for private sector involvement in refuse removal in the City. This is done through a controlled waste transporter’s licensing system, which is largely for new residential areas in high income areas of MCLM. Thus, this system has created private sector jobs and empowering emerging waste transporters’ businesses.

Illegal Dumping Control Major challenges facing MCLM is dealing with the debilitating phenomenon of littering and illegal dumping, which had made the city unsightly and the most pristine areas very unwelcoming. This requires MCLM to continue emphasizing awareness and clean-up campaigns.

Alien Invasive Vegetation Eradication Programmes Eradication of alien vegetation, especially along the water catchment systems has been identified as one of the environmental problems. MCLM in collaboration with the Department of Water Affairs co-ordinated four alien invasive vegetation eradication programmes. Since 2006 more than 2000ha of land affected by alien invasive plants like blue gum and black wattle have been cleared.

Landfill Management Waste management, in particular management of landfill sites, is a crucial mandate of local government. MCLM has two operational

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landfills, Luipaardsvlei and Magaliesburg. The latter site is intended for rehabilitation and closure.

Parks and Cemeteries MCLM Public Parks Division not only provides for recreational activities, but is also responsible for aesthetic view of the area. Kagiso Regional Park, is an R11million multi-year project that was finalized, in the last term. It included development of amphitheatre, picnic spots, braai areas, ablution facilities, parking areas and landscape gardens, phase 2 thereof is considered.

Azaadville Park has been another development, which was constructed to the tune of R3.6m, yielding a total of 37 job opportunities. The park contains a children road safety area, picnic spots, a maze, two ablution facilities, a multi-purpose court, a volley ball court and various play grounds. The Park was officially handed over to the community. Planning for Phase 2 of Azaadville Park, which includes BMX ride park, has also been finalised.

New community parks Magaliesburg, Muldersdrift and Munsieville community parks are multi- year projects that are completed in the previous years. These parks will include development of amphitheater, picnic spots, braai areas, ablution facilities, parking areas and landscape gardens.

MIG funding of R12m was secured for the expansion of the Kagiso Cemetery. An EIA was conducted. Solar and wind energy is used at the Kagiso cemetery and is the first cemetery in the country operating on solar energy. Harmony Gold Mines donated 54 Ha of land for the expansion of Kagiso cemetery.

The municipality has also engaged a private developer through a competitive bidding process to develop a Mausoleum at the Sterkfontein Cemetery. A Mausoleum By-Law was also developed to guide the

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internment of deceased in the mausoleum. The purpose of this initiative is to provide an alternative burial method and safe burial space in the long run.

2.6 SOCIAL ANALYSIS The social programme of the City has been largely based on creating social upliftment and social recreational activities. The achievements include increased households that have been assisted through the indigent registration and support of vulnerable groups, such as children, women and the disabled.

Social Upliftment Approximately 18 000 households registered in the indigent register. This was achieved through the mass campaigns. Mogale City has decentralized indigent offices and is making them available in various areas of the city. The aim is to assist all households, especially the poor community to live a better life.

Gender, Youth, Disability (Geyodi) Programmes Government acknowledges that children, women and the disabled are vulnerable groups in poverty situations and usually lack opportunities to break away from the situation. Thus, the following programmers are in place:

Local Programme of Action For Children (LPAC) Early Childhood Development Centres Early Childhood Development (ECD) programme is dedicated to children between 0-6 years. The programme has targeted crèches facilities. MCLM has completed an audit of all ECD centres to determine the status of readiness of registration, check the qualification of care givers and assists to register them. Registered ECD centres receive a government subsidy of approximately R15 per day per child.

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Orphans and Vulnerable Children Orphans and vulnerable children programme targets children with one or both parents that are deceased, children that do have parental guidance and support as well as child headed families. Mogale City has collected data on orphans and vulnerable children from schools and non- governmental organisations. The children in the database are linked to the Bana Pele Programme, which beneficiaries receive school uniform, school fees exemption, and school nutrition and government social grants.

Gender Based Programmes Gender Forum Gender forum consists of both women and men to address social issues, such as gender based violence. There are 30 volunteers trained to do awareness during 16 days of activism against women and children campaign.

Maternal Health The maternal health programme aims to assist, educate and support women in the prevention of cervical cancer, mother to child transmission as well as teenage pregnancy.

Programmes for the Elderly Elder Support Programme Elderly support programme aims to provide wellness activities to promote healthy lifestyle. This is achieved through a partnership with Non-Governmental Organisation, namely Aged in Action to do morning exercises and health talks. There are nine active clubs that participate in the elderly support programme. Moreover, there are quarterly screening programmes, such as for chronic diseases.

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Elderly Sports Programme Elderly sport is a seasonal programme, which is undertaken in partnership with Gauteng Sport, Art and Recreation. The objectives of the programme are to facilitate an active life style for the elderly.

Thusong Service Centres In collaboration with the Office of the Premier, the municipality launched five Thusong Service Centres in Kagiso, Munsieville, Hekpoort, Muldersdrift and Tarlton to enable the communities easy access to government services. Skills development programmes in construction and related activities are facilitated in Kagiso and Burgershoop in partnership with the Department of Public Works and the Gauteng Department of Communication and Information Services.

Library Facilities Mogale City Local Municipality has eleven community libraries, all with computer centres which have free internet access. All libraries provide daily services of leisure and study reference and reading material. Major library programmes include:  Readathon  Born to Read  Public Speaking  Science Olympiad  Story-telling Festival  Library Orientation  World Book Day

Sport Facilities Mogale City has sport facilities through-out the municipality area. These include the following:  Kagiso Sport, Kagiso Ext. 13 Complex and Kagiso swimming pool  Rietvallei (Lusaka) Sport complex

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 Muldersdrift Sport Complex  Rietvallei Sport Complex  Ga- Mogale Sport Complex  Azaadville swimming pool  Krugersdorp West swimming pool

Ward Games Annual Mayor Soccer Tournament was organised for all youth in wards. Mogale City assists with expenses of the tournament, winners received awards. Other costs included soccer jerseys for all participating teams and trophies for winners.

The Mass Participation Programme activities were sustained at four sport hubs: namely Munsieville, Kagiso, Lusaka and Muldersdrift. This programme is undertaken in collaboration with the Provincial Department of Sport, Arts, Culture and Recreation. Activities included soccer, netball and aerobics.

Youth Development Programmes Participation of youth in government programmes is regarded as an influential means to focus on social development. The youth development programme are the following;

Annual Township Arts Festival The programme intends to engage, support and promote young people who are in the art fraternity. All wards in the municipal area will benefit from this initiative.

Tshepo 50 000 In line with the national programme of establishing cooperatives to create more jobs and sustainable livelihoods, Mogale City Local Municipality through the office of the youth liaison officer has undertaken the facilitation of establishing youth cooperatives.

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Public Private Partnership Skills Development Programme Through the partnership TJEKA skills development institution, an agreement has been reached to engage the youth in skills development that include:  Welding.  Boiler making.  Tiling, Plastering and Plumbing. It seeks to engage young people in sporting activities and thus promoting a culture of healthy lifestyles and responsible citizenry.

Youth Unemployment and Socio-Economic Development Programme The aim of this programme is to offer young men and women training in both technical and entrepreneurial skills. So far the following training programmes have been rolled out:

Executive Mayor Bursary Scheme The Office of the Executive Mayor has a bursary scheme geared to assisting youth to study at tertiary level. The bursary scheme aims to assist deserving students to study at university, technical institutions and technikons.

Learnership Programme The aim of this programme is to provide learnerships in partnership with relevant government and private institutions to the youth of Mogale City.

Youth Business Networking Sessions This initiative is aimed at pulling existing and potential young entrepreneurs together so to share experience in so far as business management and economic opportunities are concerned. It also serves as a platform from ward based leadership.

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Youth Forums The leadership of the ward based youth forums is at the coal face of the implementation of youth development programmes and the municipality has made an undertaking to ensure that such leadership has the requisite skills to face the convoluted day to day running of the forums. So far the youth forums were engaged in a programme of leadership skills and will in future receive training in business administration and other training that will be identified as relevant to their operations.

Young Positive Living Ambassador Programme This programme is driven by young women and men who are infected and affected by HIV/AIDS. The objective of the programme is to educate young people about safe sex, positive living and caring for those who are infected.

Public Safety MCLM has embarked on road safety campaigns and has conducted roadblocks regularly to minimize road accidents and to comply with the National Road Traffic Act. There have been several initiatives to curb land invasion and promote public safety. The municipality has also been involved in Social Crime Prevention programmes on prevention of women and children abuse. In conjunction with the SAPS the municipality has been active in the operation of the Community Policing Forums.

Visible Policing In an effort to have police visibility, the municipality provided a fleet of vehicles. There are approximately 30 traffic controller vehicles. MCLM has 89 men and women to assist with safety traffic management.

Moreover, MCLM has over 65 Scholar Patrollers to assist with road safety for the school children, in particular primary school children. Scholar patrollers are used in the morning and afternoon to help small children to cross busy roads.

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Road Safety Awareness MCLM has embraced early intervention for safety awareness. The local municipality traffic safety programme targets teenage school children in primary schools all around the city. In the past over 8 346 children were trained in road safety. MCLM intends to continue providing safety awareness to reduce the road fatalities.

Social Crime Prevention The Traffic and Security Section; in collaboration with the Department of Justice handled 30 154 cases in the M-court in the period that are under review. Additional 3177 Provincial traffic matters were handled in the Traffic Court. 1428 driver’s licenses were reinstated and two licenses were suspended whereby offenders exceeded the general speed limit. From March 2015 until March 2016, 175 Road safety campaigns were run, wherein 14 732 people were educated on road safety. 1816 roadblocks were conducted for traffic Law enforcement. In those, 410 17 citations/fines were issued. The Law enforcement unit attended to 967 accidents and assisted with 834 funeral escorts. Total income - R35 017 140

The By-law enforcement unit conducted 5186 inspections to address illegal trading and advertisement. Monthly Gauteng law enforcement agency forum (G-LEAF) operation to counter:

Sale of counterfeit goods/cigarettes/dvd’s/cd’s/brand name items (takkies, rugby shirts etc.). Remove illegal building dwellers. Remove illegal structures Event management

To ensure that there is compliance to the Act no 2/2010 safety at sports and recreational events act in respect of events in Mogale City. 214 Special events handled from March 2015 - March 2016.

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Gatherings Act: To ensure compliance to Act 205 of 1993 in respect of marches/pickets/unrest situations. 10 Marches for the period March 2015 - March 2016.

Enforcement of the Mogale City By-Laws: All Mogale City By-Laws are under review to ensure that by-laws are kept up to date in the present day requirements. Development of new by-laws as required within Mogale City. The Technical unit erected 591 road signs and painted 4312 km of road throughout Mogale City. In Security unit, land invasion is monitored by external Service Providers. Daily and weekly inspections are conducted in all areas to pro-actively act in case of offenders not adhering, and the unprotected strikes that engulfed Mogale City were addressed by the section.

Municipal Court Municipal Court in the City has a jurisdiction on the municipal by-law and local traffic offence prosecution. The court operates five days a week. This assists the municipality to reduce the magistrate court backlog on traffic prosecutions.

Mogale City Municipal Court is the first in Gauteng and has been successful in reducing the burden on the local magistrate court. The court has been established after the approval of the National Prosecuting

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Authority. Over 100 0000 traffic related cases, both municipal and provincial, have been handled by the court.

Motor Vehicle and Driver Licensing and Registration Mogale City Motor Vehicle and Driver Licensing and Registration unit together with the Gauteng Department of Transport plans to establish an office in the townships. Kagiso is one of the first townships, identified, and Ga-Mogale is considered for the near further. This office is for examining of applicants for driving and learner licenses as well as for the renewal of driving licenses.

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2.7 INSTITUTIONAL ANALYSIS

Municipal Grade The Institutional arrangement of Mogale City as a medium capacity municipality, category B, grade 4 municipality is in terms of the provision of Local Government: Municipal Structures Act, 1998, as amended.

Organogram Due to change in the administration of the City, Mogale City’s new organogram has not been finalised however the staff component is in the region of 1 700 filled posts.

Employees Wellness Services Office The Employee Wellness Services Office, with its objective of offering assistance to employees, has facilitated the regular and successful hosting of programmes/projects that are aligned with the National Calendar i.e. Wellness Day, Women’s Day, Candle Light Memorial, Condom and STI Week and Mental Health Day. The Office has also heeded the call to commemorate Mandela Day, 16 Days of Activism, as well as World AIDS Day.

In addition to that, the office has also facilitated various Employee Assistance Programmes through the following life skills programmes, i.e. Voluntary Counselling and Testing, Drugs and Alcohol Dependency sessions, Financial Awareness sessions, including offering various forms of counselling to employees. A majority of employees have benefitted from the EAP interventions implemented.

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HIV and AIDS Workplan The impact of HIV and Aids in the workplace has been huge, in particular to general labourers. The HIV and Aids workplan has been used to mitigate the impact, through HIV and aids sessions held.

Audit Committee MCLM has maintained an independent Financial Audit Committee which operates in terms of the provisions of the Local Government: Municipal Systems Act, 2000 and the Municipal Finance Management Act 56 of 2003. In complying with the principles of good governance, the Audit Committee has an approved Audit Committee Charter which has been regularly updated. In the conduct of its duties, the Audit Committee has performed the following activities:  quality and integrity of the financial reporting process,  system of internal control,  organisation’s process for monitoring compliance with laws and regulations and code of conduct,  internal and External Audit functions,  performance Management, and  risk management and governance process

Furthermore, the Audit Committee has effectively overseen and approved the activities of the Internal Audit unit which operates independently in accordance with an approved Internal Audit Charter and the provisions of the Municipal Finance Management Act 56 of 2003. The internal audit unit has shared the results of their work with the external auditors who placed reliance on their work.

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Performance Management Both individual performance management of managers reporting to the Accounting Officer and the organisational performance management system are undertaken each year. The organizational Quarterly and Annual performance management reports are submitted to the Performance Audit Committee.

Risk Management Strategic Enterprise Risk Assessment is conducted annually. The Municipality quarterly monitors the most significant risks at an organizational and departmental level. The risk management process is further overseen by the Risk Management Committee team (Risk Champions) and the Audit Committee.

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2.8 SPATIAL DEVELOPMENT ANALYSIS

The Spatial Development Framework (SDF) Approach Is Described In Terms of The Following:  Specialise activity nodes within and beyond the core development triangle;  Optimise linkages within the core development triangle;  Link disadvantaged communities to within the core development triangle;  Mixed use, high-density development along corridors and at nodes;  Structure the IRPTN to support corridors;  Extend economic activities into PDAs;  Promote infill residential development;  Upgrading of engineering and social infrastructure in PDAs;  Maintain and upgrade residential quality in suburbs;  Formalise and protect the Municipal Open Space System;  Promote access to services through CCCs;  Implement a statutory Urban Edge;  Land reform; and  Informality

2.8.1 Local Economic Development Lanseria Nodal Development

The Lanseria Airport City Economic Development Initiative commenced in 2008 with Mogale City in partnership with the City of Joburg, Tshwane Metropolitan Municipality, and the Gauteng Provincial Department of Economic Development. A feasibility study was undertaken and the outcome was to develop the Lanseria International Airport as an airport city with the objective of catalysing the provincial economy during the global economic recession. This was followed by the development of the Lanseria Airport Spatial

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Economic Development Master Plan in 2010. This further led to the development of the Lanseria Airport City Economic Development Implementation Plan in 2013, which dealt with a number of economic development opportunities linked to the Airport covering the City of Joburg, Tshwane Metropolitan Municipality and MCLM The Lanseria Airport lies within the eastern part of Mogale City, along the R512. The Airport has been identified as an economic node and an important development link to the Cradle of Humankind. The airport is also envisaged to influence the development of the K29 road with the development of Cosmo City. The K29 road serves as a regional corridor between Johannesburg area and area and it also connects with the Platinum toll road as spatial corridor. The airport city is the area that directly surrounds the airport and therefore airport related/ driven industry takes place here. The other type of industry that will occur here is non-noise-sensitive industry, which will lie in the area that is most affected by the noise of the aircraft.

Airport Related Industry Includes:

 Freight Forwarding;  Maintenance;  Aviation related businesses;  Entertainment and commercial centres;  Conference centres;  Manufacturing industry; and  Express couriers

Non-Noise-Sensitive Industry Includes:

 Manufacturing industry (especially time-sensitive manufacturing);  Hotels;  Golf courses; and  Storage facilities

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Lanseria’s development presents a really positive opportunity for the West Rand – in particular Mogale City. With all the new institutions to be developed, several job opportunities will present themselves for locals. Also, more skilled labour will be generated in Mogale City and as a result, more in-house training will be provided by companies to ensure maximum productivity. This serves to benefit to locals that are getting employed as they will become skilled in a wide variety of fields. A skilled workforce is paid better and this will not only drop the unemployment rate but be a strong contributing factor to addressing socio-economic issues such as poverty.

Further Studies, Plans and Policies The following detailed studies, plans and policies are required to deal with specific development challenges and opportunities in more detail. The proposed Muldersdrift Spatial Development Framework should provide specific guidance with regard to-

The nature and intensity of land uses;

The nature of development along the N14/R28 corridor and the transition of the urban environment into the buffer zone;

The linkages with urban development in Johannesburg; and the phased development of the area through an incremental development approach to prevent leap-frog development in the area.

An Urban Open Space Framework must be compiled for the Mogale City urban areas.

A detailed investigation into the long-term rehabilitation and development potential of the mining land between Krugersdorp and Kagiso must be conducted. Based on the findings of this study, a local spatial development framework must be drafted for the area

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showing the application of the principles as stated in the section dealing with mining land in the Mogale City Spatial Development Framework.

A township regeneration strategy must be formulated for Mogale City, and must inter alia determine the most viable locations for nodal development in Kagiso and Munsieville.

Urban design frameworks must be formulated for each of the activity nodes and activity spines.

The extent to which low income housing is expected to grow, will put severe constraints on the municipality’s financial sustainability. The ability to maintain service extension through infrastructure investment while maintaining a healthy financial position over the long term will become more difficult. In order to support the objectives of the SDF, the development of a complementary infrastructure investment framework for the municipality is strongly recommended.

Catalytic Projects and Capital Investment The following catalytic projects and capital investment focus areas are seen as key priorities for the implementation of the development and spatial restructuring proposals of the SDF. Investment in Kagiso to improve the quality of this area. This will include;  the creation of high quality urban activity nodes and activity streets that are able to accommodate a range of services and facilities;

 investment in parks and recreation facilities;

 investment in public transport facilities and services; and

 investment in the general quality of the public environment

 Investment in the identified activity spines in the form of-

 social housing;

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 public transport facilities;  upgrading of the physical and public environment; and

 upgrading and maintenance of infrastructure and engineering services

 Investment in the improvement of the Krugersdorp CBD public environment.

 The development of Magaliesburg as a rural centre and a major tourism hub. This will entail :

 investment in the quality of the public environment;

 investment in social and community facilities – especially the creation of a community cluster; and

 investment in rural housing development adjacent to the town

The development of Tarlton as an agriculture support node for the Gauteng Agricultural Hub. This will entail:

 The establishment of agri-processing plants;

 support for small scale, high intensity vegetable farming; and

 the development of rural housing

 The development of Leratong Node as a Secondary Node of regional importance.

 Investment in engineering services and road infrastructure to support the development of the Muldersdrift area.

 The construction of access roads parallel to the N14 to facilitate the development of the N14 Development Corridor.

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The Spatial Development Framework (SDF), Sector plan and SDF map below provide an idea of drivers for MCLM future plans and policies.

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3. SECTION 3: STRATEGIC GOALS AND INTER-GOVERNMENTAL ALIGNMENT

3.1 VISION AND MISSION

MCLM vision and mission that is intended to be guiding principles for the long, medium and short term objectives is a built up of the long established vision of 2006.

Vision

The City conceptualizes a vision that would drive the vision for MCLM. As local government is in the forefront of government service delivery, MCLM vision is aimed at effective implementation of the idea. Thus MCLM adopted vision is;

“Quality service delivery for all in Mogale City”

Mission

The principles of providing a quality services delivery is driven by the mission to realize the vision. In this case the mission is

To provide as Integrated Municipal Governance System for improved quality of life for all communities of Mogale City”.

3.2 STRATEGIC OBJECTIVES AND KEY PERFORMANANCE AREAS (KPAs)

After the newly elected Council took office in 2016, the political objectives were reviewed and expressed in the in alignment with the West Rand District Municipality’s 14 Regional Outcomes. 51 2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

The Plan was developed to achieve the following 14 Outcomes:

West Rand Region: Five Year Plan: Fourteen Outcomes

The strategic plan intends to set a programme in motion for the five-year IDP programme and annual reviews, with the following Strategic Objectives and KPAs.

New strategic objectives of Mogale City as outlined in the strategic plan includes;

 To deliver affordable, quality and sustainable services to communities

 To provide efficient, effective and sustainable financial resource management services for the municipality

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 To create an enabling environment that promotes inclusive, participative and broad based economic development

 To ensure good participative governance in compliance with the Constitution.

 To create a positive climate that ensures organizational and human resources development for effective service delivery

Below is a diagram that shows coherence and flow of how the various components of the Vision, Mission, KPAs and Strategic Objectives interrelate to illustrate internal consistency.

Figure 9 Vision, Mission,KPA and Strategic Objectives In order to recognize the essence of the Constitutional mandate the strategic planning process followed by Mogale City adopted the Value Chain depicted below:

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Figure 10 Municipal Value Chain

This Value Chain essentially suggests that the municipality understands that leadership development, local economic development, financial viability and management, service delivery are critically important in that order to achieve sustainable development. The municipality would thus expend time and resources proportionally to those areas in that order. It also understand that building organisational capacity, developing policies and systems as well as promoting public participation, good governance and oversight are also important achieving the set objectives.

Within the framework of the Value Chain, Mogale City specifically identified the following as key Strategic priorities for the next 5 years:

 Build a caring, efficient and effective administration.

 Improve the financial health of the municipality.

 Promote good governance practices.

 Upgrade and expand infrastructure to provide for changing development needs.

 Extend the lifespan of existing infrastructure.

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 Build viable and sustainable communities.

 Provide care and support for the vulnerable in communities.

 Maximise economic potential of Mogale City

 Promote and support job creation especially for the youth

The City plans to strategically deliver affordable, quality and sustainable services to communities by ensuring that two service delivery departments, namely, Infrastructure Services and Social Services fully embrace five year plan.

Service Delivery and Infrastructure Development

This strategic plan intends to outline infrastructure led service delivery programmes that provide job creation and alleviation poverty. This strategic goal aims to provide basic services of water, sanitation and electricity, roads and other public amenities throughout Mogale City.

The department responsible for this KPA is Infrastructure Services that includes the following divisions;

 Roads and Storm-water Management

 Water and Sanitation Management

 Electricity Management

Strategy Objective 1: The delivery of affordable, quality and sustainable services to communities that include provision of social services department programmes with the following divisions;

 Social Upliftment,

 Library Services & Sports and Culture, Arts and Recreation,

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 Public Safety.

 Motor Vehicle & Driver licensing and Registration.

Strategic Objective 2: To create an enabling environment that promotes inclusive, participative and broad based economic development.

This strategic Objective is linked to a Key Performance Area (KPA) of local economic development department.

The foremost priority within this Key performance are is local economic development with special reference to;  One stop shop for economic development

 Local procurement

This KPA includes Economic Services department, which has the following division;

 Enterprise Management

 Rural and Human Settlements

 Tourism Development

 Land Resource Mobilisation

 Development Planning

 Building Development Management

 Strategic High Impact Projects, SHIP

Strategic Objective 3- To provide efficient, effective and sustainable financial resource management services for the municipality, intends to ensure that financial systems and procedures of Mogale City serves the community well.

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This Strategic objective would be implemented under KPA of Finance department, with the following divisions;

 Budget and Treasury Office

 Revenue Management

 Credit Control

 Expenditure Management

 Supply Chain Management

 Valuations

Strategic Objective 4 To ensure good participative governance in compliance with the Constitution. Linked to this strategic objective are the areas of public participation, such as Executive Mayor IDP public participation, inclusive of the ward committees and community liaison officers that are under the Speaker’s Office.

Strategic Objective 5: To create a positive climate that ensures organizational and human resources development for effective service delivery. This objective is related to Key Performance Area of Corporate Support Services department with the following division;

 Human Resources

 Legal

 Auxillary Services/Corporate Support Administration

 ITC

 Marketing and Communications

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3.3 ALIGNMENT TO NATIONAL AND PROVINCIAL GOVERNMENT STRATEGIES

MCLM, within the spirit of Inter-government relations, supports and aligns itself to the national and provincial strategies such as Government 12 Outcome Delivery Agreement, National Development Perspective, Local Government Turn- around Strategy, Gauteng Wide Priorities and Programme of Action, MEC Comments on 2015/16 IDP, Gauteng Global City Region, and establishment programme 2016 and 2022 Unicity and Metropolitan for the West Rand District constituent municipalities.

National Development Plan (NDP)

National Development Plan has been developed during 2011 by the Presidential appointed National Commission, chaired by Cyril Ramaphosa. The plan provides a path for development in South Africa for the next 20 years, from 2011.

The plan “helps us to chart a new course. It focuses on putting in place the things that people need to grasp opportunities such as education and public transport and to broaden the opportunities through economic growth and the availability of jobs. Everything in the plan is aimed at reducing poverty and inequality. Our view is that government should shift the balance of spending towards programmes that help people improve their own lives and those of their children and the communities they live in”.

The National Development Plan (NDP) is the new development policy of government. MCLM support the NDP and the IDP attempts to align itself with the overall target and implementation plan of the NDP. The objectives of the NDP aim to eliminate poverty and to sharply reduce inequality by 2030. The commission proposes that these be the guiding objectives of the national plan over the next 20 years. ” (NPA; 2011; 2)

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The NDP has identified nine main challenges; namely;

. Too few people work.

. The standard of education for most black learners is of poor quality.

. Infrastructure is poorly located, under-maintained and insufficient to foster higher growth.

. Spatial patterns exclude the poor from the fruits of development.

. The economy is overly and unsustainable resource intensive.

. A widespread disease burden is compounded by a failing public health system.

. Public services are uneven and often of poor quality.

. Corruption is widespread.

. South Africa remains a divided society.

Provided with these challenges, the NDP suggests that “the country must write a different story in the years ahead. In the new story, every citizen is concerned about the wellbeing of all other citizens, and the development of South Africa means the development of each and every one of us who lives here. (NDP; 2011; 4)

. The focus of “our nation’s energies are focused both on attacking poverty and on expanding a robust, entrepreneurial and innovative economy” (NDP;2011;4). The new story proposed by NDP involves;

. Creating jobs and livelihoods.

. Expanding infrastructure.

. Transitioning to low carbon economy

. Transforming urban and rural spaces. 59 2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

. Improving education and training.

. Providing quality health care.

. Building a capable state.

. Fighting corruption and enhancing accountability.

. Transforming society and uniting the nation.

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Gauteng Global City Region Perspective (GCR)

Objective of the GCR is to build Gauteng as an integrated and globally competitive region, where the economic activities of different parts of the province complement each other in consolidating Gauteng as an economic hub of Africa and an internationally recognised global city-region.

Gauteng as a globally competitive region will be characterised by the following common features:

. Clear leadership

. A vision and strategy

. Strong economic clusters, with a particular view to building new growth sectors

. Good telecommunications and business linkages

. Spatial coalitions’ of partners working together – primarily government, business and social partners

. A balanced approach to development, that actively incorporates and seeks to spread benefit to the poor.

Local Government Turnaround Strategy

This strategy emanates from the assessment of local government by the Department of Cooperative Governance and Traditional Affairs within the state of local government report which identified the major setbacks of this sphere of government. The report revealed that municipalities were characterised by underperformance and dysfunctionality. Contributory factors to the aforementioned challenges are the continued lack of sufficient resources to meet the ever increasing community needs and incapacity in terms of the necessary skills required to fulfil local government’s constitutional mandate.

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After a lengthy process of broad consultation with a variety of stakeholders, the Department of Cooperative Governance has developed a turnaround strategy that provides a framework for all role players to contribute to the provision of an enabling environment for municipalities to carry out their legislative mandate.

Components of the Turnaround strategy are listed below

. Addressing immediate financial and administrative problems in municipalities

. Regulations to stem indiscriminating hiring and firing

. Ensure & implement a transparent municipal supply chain management system

. Strengthen Ward Committee capacity & implement a new ward committee governance model

. National and provincial commitments in IDPs

Differentiated responsibilities and simplified IDPs (agreement with each municipality on the ideals scope of functions to be provided and how best the State can support service delivery through intergovernmental agency arrangements).

Funding and capacity strategy for municipal infrastructure (funding and capacity strategy for municipal infrastructure in rural areas including extending MIG grant to 2018 and utilizing annual allocations to municipalities for repayment of loans in order to accelerate delivery)

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Intergovernmental agreement with metros on informal settlement upgrade including alignment of MIG (Cities) and Housing Subsidy grants

. preparations for next term of local review and rearrange capacity grants & programmes, including Siyenza Manje support for a more effective support and intervention programme including Rapid Response Teams and Technical Support Units

. Upscale Community Works Programme to ensure ward based development systems;

. Implement the Revenue Enhancement – Public Mobilisation campaign

. Launch the “good citizenship” campaign, focusing on governance values to unite the nation and mobilize involvement in local development affairs

. Government to inspire public confidence commitment by political parties putting up credible candidates for elections.

Mogale City Local Municipality has ensured that there is conformity by aligning its local strategy to the local government turnaround strategy. Furthermore Section 4 has projects that will ensure that the objects of the strategy are realised.

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Gauteng Spatial Perspective Vision

“A smart and spatially integrated City Region with high mobility where everyone enjoys equal access to quality basic services, reside in sustainable human settlements that are strategically located close to economic opportunities and offer a range of habitation options that enable choices to ensure quality living experience”

Goals

Goal 1: Facilitate a spatial structure conducive to shared economic growth Goal 2: Decisive spatial transformation of the Gauteng City Region

Goal 3: Ensure sustainable resource use and development

Goal 4: Realise a modernised and effective public transport system

Goal 5: Pursue an agreed spatial vision and coordinated planning processes and tools

The National Development Plan (NDP) 2030 outlines Government’s long term plans to be achieved and implemented by 2030. The aim of the NDP is to eliminate poverty and reduce inequality by building an inclusive economy. The Plan calls for new spatial norms and standards as one of the critical actions to be undertaken by municipalities. The plan also calls for a balanced approach between rural and urban development.

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The mandate provided by the Spatial Planning and Land Use Management Act (SPLUMA), 2013 requires the Premier to compile a Provincial Spatial Development Framework for the province aimed at coordinating, integrating and aligning:

. Provincial plans and strategies with policies of National,

. Plans and strategies of Provincial Departments, and

. Plans and policies of Municipalities.

The intention of a Provincial Spatial Development Framework for the province according to SPLUMA will be to enable all provincial plans, projects and programmes to be consistent with the approved Provincial Spatial Development Framework. The Department of Rural Development and Land Reform is in the process of finalizing SPLUMA Regulations and Spatial Development Framework Guidelines pertaining to

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the drafting of Provincial Spatial Development Frameworks. The National Department of Cooperative Governance and Traditional Affairs (COGTA) are developing the Integrated Urban Development Framework (IUDF). The IUDF aims to guide the development of inclusive, resilient and livable urban settlements, while addressing the unique conditions and challenges facing South Africa’s cities and towns, and will help to illustrate options for more effective and efficient urban and rural development through integrated planning in order to achieve strategic goals with regards to spatial planning.

OVERARCHING POLICY FRAMEWORKS

. Spatial restructuring is an important national and provincial tool to support economic growth and investment decisions, employment creation and social cohesion

. Spatial Planning must improve spatial efficiency and sustainability in the province, which in turn will enhance economic prosperity

. There should be a balanced approach towards urban and rural development

. Urbanization should be managed to consider land usage, infrastructure cost and environmental protection

. Economic growth should be more equitably distributed across the GCR, including marginalized areas

. Lower the GINI Coefficient through spatial integration and complementary coexistence between disadvantaged areas and areas of economic activity

 Spatial planning should assist with improved urban linkages transportation integration around transport corridors in support of Public Transport

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The Gauteng City Region (GCR)

Adopted from: the Gauteng City Region Document, 2016

The Gauteng City Region (GCR) consists of areas in and around Gauteng that make up the economic heartland in South Africa. These areas include towns, cities, and urban nodes in both local governments and metro governments. From the city centre of Johannesburg, the GCR has a radius of 175 km extending to areas including but not limited to Rustenburg, Secunda, Sasolburg and Middelburg. Johannesburg is the financial capital and Pretoria is the administrative capital. Despite it being the smallest of the provinces, it is the most densely populated. (More info available at: http://www.gcro.ac.za/about/the-gauteng-city- region/)

The Gauteng City-Region contributes a significant proportion of South Africa’s economic output, with its different areas, focused variously on mining, manufacturing, financial and business services, innovation or trade, working together to constitute a functionally integrated urban economy and single labour market. This region is the country’s center of

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trade with Southern Africa and beyond. In 2013 Gauteng produced 33.8% of the national GDP in current prices (Source: STATSSA GDP- R). The broader Gauteng City-Region is estimated to have contributed about 45% of South Africa’s total economic output. The effects of racial segregation remain to this day making South Africa an unequal society despite the years that have passed since the collapse of apartheid. Unemployment, social exclusion and the high levels of poverty pose challenges to the GCR. (http://www.gcro.ac.za/about/the-gauteng-city- region/)

The West Rand is one of the five corridors of the GCR. The vision for the West Rand is to amalgamate the four municipalities namely: Mogale City, Merafong, Rand to a metropolitan. The aim is to focus on health, transforming local government, the improvement of public transport infrastructure, agro-processing and special development. New city developments will take place at Lanseria and Syferfontein. Infrastructure developments also include new housing developments and industrial parks to be opened in Kagiso and . The GCR development is also aimed at creating a Green and Blue Economy. With this, there will be more water and electricity security.

In the West Rand, Mogale City is in the lead with regard to capital expenditure, economic growth and development. It is also the only municipality in the region to have received a clean audit in the past two financial years. Mogale City has the highest percentage of people who have access to basic services including piped water, electricity, water borne sanitation and refuse collection. It shows a substantial growth in capital spending which in turn leads to more deliverables developed and maintained.

Future plans of the GCR include an increase in interconnectivity by providing public transport that connects Mogale City to City of Johannesburg. R605 million will be spent on education infrastructure and R866 million for health infrastructure in the West Rand. 68

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The key priorities for the West Rand include achieving a clean audit for all municipalities in the region, developing a green and blue economy, shared services and skills development, building a non-racial society and improved service delivery for all communities.

10 PILLAR PROGRAMME OF RADICAL TRANSFORMATION, MODERNISATION AND RE-INDUSTRIALISATION Over the next five to fifteen years, the Gauteng Provincial Government (GPG) will take active decisive steps to make Gauteng an integrated city-region characterised by social cohesion and economic inclusion. To achieve this, Premier David Makhura announced during his maiden State of the Province Address that his administration has adopted a multi-pillar programme of radical transformation, modernisation and reindustrialisation of Gauteng (http://www.gep.co.za/ten-pillars-of- radical- transformation).

The Ten Pillars are as Follows:

Mogale City uses the 10 pillars of TMR as a framework to develop its IDP. The Municipality’s plans are aimed at addressing al 10 pillars to ensure

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compliance to provincial and national government as it form part of a new metropolitan municipality and the GCR.

From Millennium Development Goals (Mdg) To Sustainable Development Goals (SDG)

The Declaration of the MDGs were adopted by 189 countries and signed by 147 heads of state at the United Nations in 2000. The following 8 MDGs were established

 To eradicate extreme poverty and hunger

 To achieve universal primary education

 To promote gender equality and empower women

 To reduce child mortality

 To improve maternal health

 To combat HIV/AIDS, malaria, and other diseases

 To ensure environmental sustainability

 To develop a global partnership for development

These goals were to be attained by 2015 with 1990 as a reference year. However, South Africa’s reference year is 1994. Though these goals had many achievements it also received a lot of criticism and this lead to the development of

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the Sustainable Development Goals (SDGs). The following SDGs were put into place:

The Millennium Development Goals were criticized for not being sustainable and for being driven by Western governments with little involvement of developing countries and the civil society communities. Only 22% of the world’s national parliaments formally discussed MDGs. 193 member states of the UN adopted the SDGs on 25 September 2015. Sustainable Development Goals (SDGs) will guide the future course of economic and social development on the planet (2016 – 2030). Sustainable development occurs when there is Equilibrium between three components: environmental sustainability, economic sustainability and socio-political sustainability. Unlike MDGs, SDGs will be driven through partnerships between governments, civil society, and the private sector.

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Comparing MDGS and (SDGS)

MDGs SDGs

8 goals, 20 targets and 60 17 goals with 169 targets covering a broad indicators range of sustainable development issues

Twice the number of Goals and 9 times the

number of targets Top down approach – with little Bottom up approach characterised with inputs from Civil Society extensive consultations and Deliberations Organizations (CSOs) and Developing Countries

Focused on Developing SDGs are for everyone on the planet countries with funding flowing Universal ownership; from the developed to They are universal in nature, providing the developing world (Goal 8) guidance for related domestic policies of

all UN member states.

Define the development Adoption for Sep 2015; Sets the agenda for 2000 development agenda as from 2016 – 2030

– 2015

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Developed with the aim to revise and improve on the strengths and deficiencies of MDGs

SDGs follow, and expand on Millennium Development Goals (MDGs), which were agreed by governments in 2000

SDGs provide an important opportunity to redress shortcomings of the MDG effort, and capture on synergies of the interconnected goals of environmental, economic and social well-being in driving sustainable development.

The SDGs process provides a unique window of opportunities towards the integration of human development and environmental sustainability.

Integrate environmental and social dimensions into economic development aims.

Currently, the SDGs are implemented at a national level. These goals are focused on making a country better in the respective avenues and policies to achieve these goals are made for the country (in its entirety) to undertake. However, this does not mean that these goals cannot be incorporated by municipalities as well. Local government should undertake projects that will contribute to sustainable development, for example, poverty eradication, environmental sustainability and methods to combat hunger. Mogale City Local Municipality does strongly consider these goals in planning stages and does implement them when developing various sectors. When goals are implemented at local/district/regional level, it makes it more achievable at national level as the country will reach sustainability together without creating a wider gap in inequalities and adversely affecting the Gini Coefficient.

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Brief Summary

Strategic Objectives and Inter-governmental alignment refer to government priorities. The new administrations programme of the IDP has been crafted to link with District, Provincial and National priorities. Further to this priorities, it is essential that Mogale City strategic plan is informed by community inputs.

For the municipality to implement the IDP, essential strategic programmes of government must link with community inputs that are discussed in the following Chapter.

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3.3 STRATEGIC PRIORITIES IMPLEMENTATION PLAN

KPA 1: Service Delivery and Infrastructure Development

Timeframe Strategic Strategic Baseline FY 16/17 Accountable Objectives Priorities FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

To deliver Upgrade and Long term Develop and Implement Implement Implement Implement EM: Infrastructure affordable, expand of Infrastructure implement a & Review Services quality and infrastructure Development Plan. long term sustainable to provide for Infrastructure services to changing Development communities development Plan needs.

Implement Implement Implement Implement Implement EM: Infrastructure Extend lifespan Inner City & Review Services & of existing infrastructure infrastructure EM: Economic Upgrading Services Programme

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Timeframe Strategic Strategic Baseline FY 16/17 Accountable Objectives Priorities FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

Build viable and Develop a funding Develop and Implement Implement Implement Review EM: Infrastructure sustainable model for implement Services &

communities. Infrastructure Public Private EM: Economic Development Plan Partnerships to Provide care Services (including Public provide and support for Private Partnerships infrastructure the vulnerable & other alternative in communities funding sources.). Develop and Implement Implement Implement Review EM: Economic implement Services

plans to mobilize additional funding from alternative sources of revenue for bulk infrastructure

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Timeframe Strategic Strategic Baseline FY 16/17 Accountable Objectives Priorities FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

programme, e.g NDPG, RBIG

Prioritise and Implement Implement Implement Review EM: Infrastructure implement Services &

infrastructure EM: Economic projects in Services strategic development nodes

Development of a Implement Implement Implement Implement Implement EM: Infrastructure renewable energy alternative Services

strategy forms of

infrastructure provision including

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Timeframe Strategic Strategic Baseline FY 16/17 Accountable Objectives Priorities FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

renewable energy

Annual update of the Review and Implement Review & Review & Review & CFO & all HOD’s Asset Management implement Implement Implement Implement

Plan Asset Management Plan

Long term Develop and Implement Implement Implement Review EM: Infrastructure Infrastructure Implement Services

Development Plan Planned

Operational Infrastructure Maintenance Program

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Timeframe Strategic Strategic Baseline FY 16/17 Accountable Objectives Priorities FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

Develop a funding Develop and Implement Implement Implement Review CFO model for Alternative implement

Movable Asset Alternative Financing Plan movable Asset Financing Plan

Long term Implement Implement Implement Implement Review EM: Infrastructure Infrastructure measures to Services

Development Plan reduce water

and electricity losses

Develop a strategy Develop and Implement Implement Implement Review EM: Social to support social implement Services

facilities in needy strategy to

areas support social

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Timeframe Strategic Strategic Baseline FY 16/17 Accountable Objectives Priorities FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

facilities in needy areas

Review a poverty Review and Implement Implement Implement Implement EM: Social alleviation strategy implement a & Review Services

poverty

alleviation strategy

Review Human Implement Implement Implement Implement Review EM: Economic Settlement Human Services & EM:

Programme Settlement Infrastructure Programme Services

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Timeframe Strategic Strategic Baseline FY 16/17 Accountable Objectives Priorities FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

Implement SPLUMA Implement Implement Implement Implement Implement EM: Economic SPLUMA Services

Implement Central Implement Implement Implement Implement Implement EM: Economic City Regeneration Central City & Review Services

Project Regeneration

Project

Develop Climate Develop and Implement Implement Implement Implement EM: Integrated Change Strategy implement & Review Environmental Climate Management Change Strategy

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Timeframe Strategic Strategic Baseline FY 16/17 Accountable Objectives Priorities FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

Review Grant in Aid Review and Implement Implement Implement Implement EM: Social Policy implement & Review Services Grant in Aid

Policy

Implement Indigent Implement Implement Implement Implement Implement EM: Social Policy Indigent & Review Services & CFO Management Policy

Implement Implement Implement Implement Implement Implement EM: Corporate Corporate Social Corporate & Review Support Services Responsibility Social Programme Responsibility Programme

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Timeframe Strategic Strategic Baseline FY 16/17 Accountable Objectives Priorities FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

Implement Pauper Implement Implement Implement Implement Implement EM: Social Indigent Burial Policy Pauper Indigent & Review Services

Burial Policy

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategies – KPA 2

KPA 2: Local Economic Development

Strategies Strategic Strategic Baseline Accountable Objectives Priorities FY 16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

Develop Develop and

To create an Industrial implement Revitalization, Industrial enabling Implement & EM: Economic City Growth Revitalization, Implement Implement Implement environment Review Services that Maximize and City Growth and Development Development promotes economic inclusive, potential of Strategy Strategy participative Mogale and broad City. Develop Brand, Develop and EM: Economic based Marketing and implement Brand, Services & Tourism Marketing and Implement & economic Implement Implement Implement EM: Corporate Strategy Tourism Strategy Review development Support Services

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategies Strategic Strategic Baseline Accountable Objectives Priorities FY 16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

Develop Develop and initiatives to implement Implement & EM: Economic enhance initiatives to Implement Implement Implement Review Services agribusiness enhance agribusiness

Revive Revive structures structures for for sustained EM: Economic sustained interface with Implement Implement Implement Implement Services interface with local business local business

Develop a Develop and

strategy implement a EM: Economic Implement Implement Implement Implement prioritizing strategy Services support to prioritizing SMME’s and support to

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategies Strategic Strategic Baseline Accountable Objectives Priorities FY 16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

Cooperatives SMME’s and within the SCM Cooperatives practices. within the SCM practices

Implement Implement initiatives to initiatives to EM: Economic facilitate facilitate township Implement Implement Implement Implement Services township economy economy

Develop and Implement Green EM: implement Economy Integrated Green strategies Implement Implement Implement Implement Environmental Economy Management strategies

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategies Accountability Strategic Strategic Baseline Objectives Priorities FY 16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

To provide Improve Review and Implement efficient, financial implement Financial Implement effective and health of the Financial Turnaround Implement Implement Implement CFO & Review sustainable municipality. Turnaround Strategy (FTS) financial Strategy (FTS) resource management Review and Implement services for implement Revenue the Revenue Enhancement municipality Enhancement Strategy that Implement Strategy that includes data Implement Implement Implement CFO & Review includes data cleansing, cleansing, metering, review metering, review of of by-laws etc by-laws etc

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Develop and Implement cost Implement implement cost reflective tariffs Implement Implement Implement CFO & Review reflective tariffs

Develop and Implement cash implement cash based, cost based, cost reflective MSCOA Implement Implement Implement Implement CFO & All reflective MSCOA Compliant Compliant Budgeting Model Budgeting Model

Develop and Implement CFO & EM: implement Outsourcing Implement Implement Implement Implement Economic Outsourcing Framework & Review Services Framework

Implement Cost Implement Cost Containment and Containment and Implement Implement Review Implement CFO & all reduction reduction measures measures

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Implement Implement functional financial functional Implement Implement Implement Implement CFO systems financial systems

Implement proper Implement proper accounting in line accounting in line Implement Implement Implement Implement CFO & All with codes of good with codes of practice good practice

Review policy on •Review and bulk service implement policy contribution on bulk service Implement Implement Implement Implement CFO including incentives contribution & Review including incentives

Implement Implement

Standard Standard Implement Implement Implement Implement All Operating Operating Procedures to Procedures to

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan control non control non compliance compliance

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Strategies – KPA 4

KPA 4: Public Participation and Good Governance

Strategies Strategic Strategic Baseline Accountability Objectives Priorities FY 16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

To ensure Promote good Develop and Develop and Implement good governance implement Ethics implement Ethics Chief Audit Implement Implement Implement and participative practices. Management Management Executive Review governance Program Program in compliance Review and Review and Implement with the implement rules of implement rules Implement Implement Implement ALL & Review constitution order bylaws of order bylaws

Review Fraud and Review and Implement Anti-Corruption Policy implement Fraud Chief Audit Implement Implement Implement and and Anti- Executive Review Corruption Policy

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategies Strategic Strategic Baseline Accountability Objectives Priorities FY 16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

Implement Regulatory Implement Universe (Legislative Regulatory Compliance) Universe Implement Implement Implement Implement ALL (Legislative Compliance)

To ensure  Promote Implement Local Implement Local good good Government Government Implement Chief Operating participative governance Management Management Implement Implement Implement & Review Officer governance practices Improvement Model Improvement in Model compliance with the Review and Implement risk constitution implement Risk management Implement Chief Operating Implement Implement Implement Management framework & Review Officer Framework

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategies Strategic Strategic Baseline Accountability Objectives Priorities FY 16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

Develop programs to Develop capacitate and programs to Implement support Ward capacitate and Implement Implement Implement Speaker’s Office & Review Committees support Ward Committees

Implement measures Implement to enhance and measures to manage public enhance and Implement Implement Implement Implement Speaker’s Office participation in manage public & Review Council meetings participation in Council meetings

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategies – KPA 5

KPA 5: Municipal Transformation and Organisational Management

Strategies Accountability Strategic Strategic Baseline Objectives Priorities FY 16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

To create a Build a caring, Review Business Review Business positive efficient and Processes and Processes and climate that effective Organizational Organizational Implement Chief Operating Implement Implement Implement ensures administration. Structure Structure & Review Officer organizational and human resources Review and development implement system of Review and EM: Corporate for effective delegations implement system Implement Implement Implement Implement Support service of delegations Services delivery

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategies Accountability Strategic Strategic Baseline Objectives Priorities FY 16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

Review HCM Review HCM Policies and Policies and EM: Corporate Practices to optimize Practices to Implement Implement Implement Implement Support workforce optimize Services

workforce

EM: Corporate Prioritise and fill all Prioritise and fill Implement Implement Implement Implement Support critical posts all critical posts Services & ALL

Implement Implement leadership leadership EM: Corporate development development Implement Implement Implement Implement Support programmes for programmes for Services leadership and leadership and management management

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategies Accountability Strategic Strategic Baseline Objectives Priorities FY 16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

To create a Build a caring, Implement skills EM: Corporate positive efficient and development Implement Implement Implement Implement Implement Support climate that effective programmes for staff Services ensures administration in line with WSP organizational and human Implement EM: Corporate resources Employee Support Implement Implement Implement Implement Implement Support development and Relations Services for effective Programme service delivery Implement at levels Implement at ALL Organisational and levels Individual PMS Organisational Implement Implement Implement Implement and Individual PMS

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategies Accountability Strategic Strategic Baseline Objectives Priorities FY 16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22

Implement OD and Implement OD EM: Corporate Change and Change Support Implement Implement Implement Implement Management Management Services Interventions Interventions

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

4. SECTION 4: COMMUNITY OUTREACH

4.1 Introduction

Community involvement, especially soliciting the community priorities and inputs, is a critical part of the IDP. In terms of the provisions of Chapter 4 of the Local Government: Municipal Systems Act, 2000, municipality should encourage and create conditions for the local community to participate in the affairs of the municipality.

The MCLM public participation program has 4 major pillars, namely, public Mayoral Road shows, Sector Meetings, Ward Committees with Ward offices and Community liaison offices as platforms for community outreach.

As indicated previously, the major components of the IDP Community outreach is undertaken through the IDP Mayoral Roadshows. The IDP Roadshows have assisted the MCLM to develop a community input database. In the first around of the cluster based Mayoral Roadshows undertaken by MCLM, March 2017 the objective was to address the following2:

 Request community inputs for the draft 2017/18 IDP.

 Solicit input for the final 2017/18 IDP and Budget.

2 For detailed information see Annexure 1

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

4.2 COMMUNITY OUT REACH PROGRAMME

Communication Programme

Notices were sent prior to the commencement date of the IDP Mayoral Roadshow sessions. Pamphlets and posters aimed at reaching out to all the communities were developed and disseminated across MCLM. Activities utilized the following means of communication:

. Pamphlets distributed from house to house and through knock and drop.

. Posters placed at strategic areas.

. Loud hailing and mobilization through Ward based IDP Task teams.

. Public notices of all IDP sessions were placed on MCLM website and in local newspapers.

Venues

All venues were selected in a manner that ensured and enhanced easy access for all community members to attend. In the case of clustered ward based meetings, expected number of people to attend and distance to the venue, were taken into consideration. Time chosen for the meetings also ensured maximum attendance by the community. In addition, the Municipality made transport arrangements to the venue for people in the adjacent wards.

Mayoral road- show meetings for March 2017 took place in the following areas;

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Date Area Clustere Time Venue d Wards

Wednesday Rietvallei Ext. 2 & 1, 2, 3, 4, 17H00 Lusaka 15/03/2017 3, Swanneville, 5 34, 36 Sports Extension 12 and Complex

13

Thursday Kagiso East and 8, 9, 10, 17H00 Kagiso Hall 16/03/2017 West 13, & 19

Kagiso 1, 14, 15, 16 17H00 Kagisanong Sinqobile, Soul Hall City and Lanwen Hostel

Saturday Muldersdrift 23, 33 09H00 Muldersdrift 18/03/2017 MPCC

Kromdraai 39 (West) 09H00 Kromdraai Community Hall

Hekpoort 32 14H00 Hekpoort Community Hall

Sunday Magaliesburg 31 09H00 Magaliesburg 19/03/2017 Civic Centre

Tarlton 30 09H00 Nelson Mandela Hall

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Monday Kagiso South and 6, 7, 11, 17H00 Chief Mogale 20/03/2017 Central 12, 36 Hall (North)

Munsieville 24, 25, 27 17H00 Munsieville Stadium

Wednesday Krugersdorp 17, 18, 19H00 Centenary 22/03/2017 Town 20, 21, Hall 22, 28, 29 37, 39

Krugersdorp 20, 26, 38 18H00 Burgershoop West, West Hall Village, Makhulugama, Boltonia, Watervaal

Thursday Mindalore/Luipaa 9, 16 19H00 Jubilee Hall 23/03/2017 rdsvlei

Azaadville 3 20H00 Azaadville Community Hall

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

The second sessions of the IDP roadshows took place in May 2017 included the following;

Date Area Clustered Time Venue Wards

Saturday Makhulugama 26 10H00 Makhulugama and West Grounds 13/05/2017 Village

Hekpoort 32 14H00 Hekpoort Community Hall

Sunday Magaliesburg 31 09H00 Magaliesburg Civic Centre 14/05/2017 Tarlton 30 09H00 Nelson Mandela Hall

Monday Rietvallei (2 & 34, 36 17H00 Patrick 3) (west) Mashego 15/05/2017 Swanneville 1, 2, 35 17H00 Lusaka Hall

Tuesday Kagiso West 8, 9, 10, 17H00 Kagiso Hall 16/05/2017 and East 13, 19

Kagiso North including Kagisanong 14, 15 17H00 Lanwen Hall Hostel

Wednesday Kagiso South 6, 7, 11, Chief Mogale 17H00 and Central 12, 36 Hall

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

17/05/2017 Azaadville 3 20H00 Azaadville and Rietvallei Community

Ext. 2 Hall

Thursday Extension 12, 4, 5, 36 17H00 Extension 12 13 and 14 (east) Community 18/05/2017 Hall

Mindalore and 9, 16 19H00 Jubilee Hall Luipaardsvlei

Saturday Tudar Shaft 16 10H00 Soul City and Soul City Grounds 20/05/2017 Krugersdorp 26, 38 10H00 Burgershoop West, Hall Boltonia, Water Vaal

Sunday Muldersdrift 23, 33 09H00 Muldersdrift MPCC 21/05/2017 Kromdraai 39 09H00 Kromdraai Community Hall

Monday Munsieville 24, 25, 17H00 Munsieville 27 Stadium 22/05/2017 Krugersdorp 17, 18, 19H00 Centenary Hall North and 20, 21, Town 22, 28, 29 & 37

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Presentations The Mayoral Committee members were deployed by the Office of the Executive Mayor with the assistance of the IDP division.

The presentation focused on the following areas:

. Requesting the 2017/18 community inputs for IDP and Budget compilation and

. Introduce the newly elected Executive Mayor and the Mayoral Committee.

Overview of The Presentation

Language

A broad presentation was prepared in two languages (English, and Setswana) in order to ensure maximum participation. The Executive Mayor would translate the presentation into a unanimously acceptable and agreed upon African language to cater for those who need translation.

Inputs Form

For people that may not be able to submit the verbal inputs during the IDP mayoral roadshows, inputs forms are made available for the majority of the community members attending the roadshows to make written inputs. The inputs forms are both close ended and open ended questions for community to make comments.

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4.3 ISSUES IDENTIFIED AS PRIORITIES

The issues noted were identified in terms of their frequency in most proceedings:

 Housing and provision of sustainable human settlements which should have service to site facilities in all rural areas especially.

 Allocation of stands and provision or making land available for development.

 Infrastructure maintenance, repairs and installations water meters (electrical), storm water drainage, and roads (potholes and street humps) sewer systems).

 Creating or establishment of recreational facilities

 Lack of Eviction in rural nodes and improvement of rural economy.

 Consider the building of multipurpose, youth and ECD centers, ward offices and clinics or make temporary facilities available).

 Improve on provision of facilities for disabled persons.

 Indigent Policy Review and developing a Communication Strategy thereof.

 Consider creating economic development initiatives and programmes to ensure creation of economically sustainable employment opportunities

 More transparency on issues and tenders

 Crime and drug issues need to be addressed

 Youth employment and upliftment

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan 5.SECTION 5: PROJECT PHASE

In terms of Section 26(i) the Local Government: Municipal Systems Act (Act 32 of 2000), municipalities must ensure that an IDP reflects the Key Performance Indicators and Performance Targets. Municipalities must allow the community to participate in the setting of appropriate Key Performance Indicators and Performance Targets for the municipality. Since there are limited resources at MCLM disposal, the municipality cannot satisfy all the identified needs. The table below lists the identified community needs in order of priority. These projects are a process of the strategic goals set by the Municipality. The projects are linked to the strategic goals as follows:

No. Urgent needs Important needs Less pressing needs 1 Housing, including Hostels conversion and 10 Cleaning illegal dumping sites/ 17 Development of parks and open rural site and services collection of refuse removal spaces 2. Water and Sanitation especially in Rural 11 Improved service delivery 18 Road markings

3 Economicarea development and job creation 12 Sport, Art and recreations 19 Illegal housing activities 4. Roads and storm water maintenance 13 Demarcation of areas for street 20 Rename of street names vendors 5 Electricity supply and street illumination 14 Early Childhood development 21 Provision of pre-paid vending 6 HIV/Aids and Health facilities 15 Women Empowerment 22 machineProvision of business and church 7. Social Crime prevention 16 Disability support 23 Human Development sites 8. Assistance of indigent households 9 Curbing of farm evictions

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan Strategic Goal 1: Sustainable service delivery to the community

Strategic Vote/Department: Infrastructure Division : Roads and Storm water Objective Projects name Sources of Key Performance Medium Term Budget Framework

Funding Indicator 2017/18 2018/19 2019/20 Medium Term Budget Framework km of gravel roads 8.5km 35 35 gravelled IS_R&S (1) Opex (17/18IDP) Total km of gravel 11 km _ _ Road Infrastructure Maintenance maintained Own Km of road re- 10km _ _ Sustainable funding surfaced service to IS_ R&S (2) Capex (17/18 IDP % installation as per 100% 100% 100% communities approved project plan Speed calming measures IS_ R&S (1) Capex (17/18 IDP) Pr 15 km roads resurfaced 6 km, 3 storm _ _ and storm-water water structure Western Rural Areas Roads and MIG systems contracted Stormwater IS_ R&S (3) Capex (17/18 IDP) Pr 6 %(Krugersdorp completion Gamein line 100% project _ _ withReserves) project plan plan completed Rietvallei Ext 3 Roads and Storm water

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan Strategic Vote/Department: Infrastructure Division : Roads and Storm water Objective Projects name Sources of Key Performance Medium Term Budget Framework

Funding Indicator 2017/18 2018/19 2019/20 Medium Term Budget Framework IS_R&S MRC-Opex (17/18 IDP) Own % projects Operational cost Operational cost Operational Municipal Running Cost_R&S funding implementation cost completed.

Own Funding

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan Strategic Vote/Department:: Infrastructure Objective Division : Water and Sanitation Medium Term Budget Framework

Projects name Sources of Measurable Key 2017/18 2018/19 2019/20 Funding Performance IS_W&S (11) Capex (17/18 IDP) MIG Indicator% of milestone Construction civil Mechanical and Construction Magaliesburg Waste Water complete in line with works completed electrical Treatment Plant the plan IS_W&S (12) Capex (17/18 IDP) Stages for installation Supply, delivery and To Deliver of Laboratory installation of the affordable, Laboratory Specialised _ _ Specialised laboratory quality and Equipments (Water and equipment specialised Sanitation testing) sustainable equipment service to IS_W&S (13) Capex (17/18 IDP) 250 350 _ communities Own funding Enviro-loo toilets No. of enviro-loo

IS_W&S (14) Capex (17/18 IDP) %toilets operat ional plan as Replacement of Replacement of Replacement of compare to disrepairable spares disrepairable disrepairable Capitalised Operation for Waste operational progress spares spares Water Treatment Plant

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Infrastructure Medium Term Budget Framework Objective Division: Water and Sanitation Key Performance

Project Name Source of Indicator 2017/18 2018/19 2019/20 Funding Phase 2: Phase 2: IS_W&S (3) Capex (17/18 IDP) Km of water Pipeline Pipeline Water pipeline replacement of water Own distribution 0.5km Replacement Replacement system funding pipelines replaced To Deliver completed completed affordable, IS_W&S (4) Capex (17/18 IDP) Stages for the Pipeline quality and Hartneys Extension of bulk Water construction of constructed and sustainable - - Pipeline Installation of Communal water bulk water 85 communal service to stand pipes WSIG pipelines and standpipes communities IS_W&S (5) Capex (17/18 IDP) Pipeline installation of installed Tswelopele Extension of bulk water constructed and communal pipeline Installation of communal water 200 communal standpipes - - stand pipes standpipes installed

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan Strategic Vote/Department: Infrastructure Medium Term Budget Framework Objective Division: Water and Sanitation Key Performance

Project Name Source of Indicator 2017/18 2018/19 2019/20 Funding IS_W&S (6) Capex (17/18 IDP) Pipeline Manharand Extension of bulk water constructed and pipeline & installation of communal water 185 communal - - stand pipes standpipes IS_W&S (7) Capex (17/18 IDP) Stages for the installed

Pangoville Extension of bulk water construction of Pipeline

pipeline & Installation of communal water bulk water constructed and

stand pipes pipelines and 3000 communal - - installation of standpipes communal installed standpipes

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan Strategic Vote/Department: Infrastructure Division : Water and Sanitation Objective Measurable Key Medium Term Budget Framework

Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator Stages for the construction of bulk Pipeline constructed IS_W&S (8) Capex (17/18 IDP) water pipelines and and 110 communal Ptn 47 and 49 Kroomdraai Extension WSIG installation of standpipes installed of bulk water pipeline and installation - - communal To Deliver of communal stand water pipes affordable, standpipes. quality and % of operation report Bulk water sustainable compared to project connection and service to IS_W&S (9) Capex17/18 IDP Water Own plan. monitor water loss communities Demand Management Funding - -

No. of pre-paid Installation of IS_W&S (10) Capex17/18 IDP MIG meters installed prepaid water meters Prepaid Water Meters Funding - -

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan Strategic Vote/Department: Infrastructure Division : Water and Sanitation Objective Measurable Key Medium Term Budget Framework

Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator % of operation 100% I IS_W&S (14) Capex17/18 IDP Own report Kagiso Hostel Water and sanitation funding compared to project plan

Strategic Vote/Department: Infrastructure Objective Division : Electricity Services Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Indicator Funding

IS_ELC (15) Capex17/18 IDP No. of prepaid Installation of Indigent Pre-paid meters Own installation of pre- paid 150 - - in the entire municipalities ( Excluding Funding Eskom Serviced Areas)

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan Strategic Vote/Department: Infrastructure Objective Division : Electricity Services Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Indicator Funding Stages for the IS_ELC (16) Capex17/18 IDP completion of civil

Spruit 1x20 MVA transformer + prior the Civil works - - substation upgrade - firm supplies. installation of the completed transformer To Deliver % project plan affordable, completion of quality and IS_ELC (17) Capex17/18 IDP meter data sustainable management service to Munsieville Smart Metering system installed communities conversion. 100% - - for electricity smart meter reading

IS_ELC (18) Capex17/18 IDP No. of pre-paid 500 meter Old Kagiso hostel pre-paid metering. - -

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan Strategic Vote/Department: Infrastructure Objective Division : Electricity Services Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Indicator Funding

IS_ELC (18) Capex17/18 IDP No. of site building to be installed with 28 buildings Retro-fitting of the energy saving lights energy saving - - lights

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Infrastructure Objective Division : Electricity Services Medium Term Budget Framework Sources Measurable Key of Projects name Performance 2017/18 2018/19 2019/20 Funding Indicator IS_ELC (20) Capex17/18 IDP 90 streetlights energised New Randfontein road street lights No streetlights - -

IS_ELC (21) Capex17/18 IDP No. of streetlights 235 streetlights installed. installed New street lighting -K13 - -

IS_ELC (22) Capex17/18 IDP No. of high mast To Deliver 3 Own lights affordable, High Mast lights in Rietfontein Village - - Funding quality and IS_ELC (23) Capex17/18 IDP No. of high mast sustainable lights Ga-Mogale high mast lights 1 - - service to communities IS_ELC (24) Capex17/18 IDP % implementation 100% completion of meter data activities planned Metering Support System - - management system 116

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Integrated Environmental Management Objective Division: Parks and Cemeteries Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator

% project 100% project IEM_P&C (1) Capex 17/18 IDP implementation completion in line Coronation Parks Development. compared to project with milestone. - - To Deliver plan. affordable, MIG quality and Funding. % project sustainable IEM_P&C (2) Capex 17/18 IDP West implementation 100% project service to Heaven Cemetery. compared to project completion in line communities plan. with milestone. - -

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Vote/Department: Integrated Environmental Management Division: Waste and Air Quality Management Measurable Key Medium Term Budget Framework

Performance Projects name Sources of 2017/18 2018/19 2019/20 Strategic Funding Indicator

ToObjective Deliver IEM_W&QM (3) Capex 17/18 IDP affordable, Luipaardsvlei Landfill Site Phase 4. Own % project quality and Funding. implementation 100% project sustainable compared to completion. - - service to project plan communities

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2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Vote/Department: Economic Services Division : Strategic High Impact Projects Measurable Key Medium Term Budget Framework

Projects(SHIP) name Sources of Performance 2017/18 2018/19 2019/20 Strategic Funding Indicator ObjectiveTo create an enabling ES_SHIP (1) Capex17/18 IDP NDPG % project milestones 30% environment Inner City Redevelopment completed compared Construction of that promotes programme project plan the priority inclusive, project - - participative and broad based economic development

119

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Economic Services Objective Division: Human Settlement & Rural Medium Term Budget Framework Development (HS&RD) Projects name Sources of Measurable Key 2017/18Medium Term Budget2018/19 Framework 2019/20 Funding Performance Indicator

ES_HS&RD (2) Capex17/18 IDP Stages for construction 100% project of Dr Sefularo housing completion To create an Dr Sefularo Housing Development development (190 units compared to - - enabling in Hekpoort project completion environment Stages for construction 100% project that promotes ES_HS&RD (3) Capex17/18 IDP Department of Dr Motlana housing completion inclusive, of Housing development (190 units compared to participative Dr Motlana Housing Development in Hekpoort) project completion and broad - - based ES_HS&RD (4) Capex17/18 IDP Own %100% project 100% project economic Funding completion compared to completion development Site and Services project progress compared to - -

project milestones

120

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Economic Services Objective Division: Human Settlement & Rural Medium Term Budget Framework Development (HS&RD) Projects name Sources of Measurable Key 2017/18Medium Term Budget2018/19 Framework 2019/20 Funding Performance Indicator ES_HS&RD (5) Capex17/18 IDP Stages for the Construction of

construction of steel works Development of Munsieville Industrial Own Munsieville Industrial completed - - Park Funding Park

100% project ES_HS&RD (6) Capex17/18 IDP % completion of project completion in line for acquisition of land Acquisition of Land with set milestones

121

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services

Objective Division: Social Upliftment Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Funding Indicator SS-SU (1) Capex 17/18 IDP % of Project plan Sinqobile ECDC compared to _ - Sinqobile ECDC Upgrade completed project progress

SS-SU (2) Capex 17/18 IDP % of Project plan Burgershoop MPCC compared to _ - Burgershoop MPCC rehabilitation rehabilitation project progress. and upgrading. SS-SU (3) Capex 17/18 IDP MIG Funding % of Project plan 50% Thusong 50% Thusong Kagiso Thusong Service Centre and compared to Service Centre Service Centre Renovations. project progress. completed completed -

122

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Objective Division: Sport, Arts, Culture & Recreation Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator SS-SAR(4) Capex 17/18 IDP % project plan compared to Rehabilitation of Rietvallei 2&3 Sports Own project milestones 100% - - Complex Funding

Milestones for Renovation of SS-SAR(5) Capex 17/18 IDP upgrade of ablution and MIG Azaadville Sports Complex Azaadville Sports spectator seating - - Funding complex completed

123

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Objective Division: Sport, Arts, Culture & Recreation Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator SS-SAR(6) Capex 17/18 IDP 100% 100% 100% Purchase of books Azaadville

SS-SAR(7) Capex 17/18 IDP 100% 100% 100% Purchase of books Desmond Tutu % of funds utilized

SS-SAR(8) Capex 17/18 IDP SRAC for purchasing of library resources 100% 100% 100% Purchase books Hekpoort Funding with regards to SS-SAR(9) Capex 17/18 IDP funds allocated. 100% 100% 100% Purchase books Kagiso SS-SAR(10) Capex 17/18 IDP 100% 100% 100% Purchase books Kagiso Ext 6

124

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Objective Division: Sport, Arts, Culture & Recreation Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator SS-SAR(11) Capex 17/18 IDP 100% 100% 100%

Purchase books Kagiso Ext 12

SS-SAR(12) Capex 17/18 IDP 100% 100% 100%

Purchase books Rietvallei 2 & 3

125

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Objective Division: Sport, Arts, Culture & Recreation Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator SS-SAR(12) Capex 17/18 IDP

100% 100% 100% Purchase books Rietvallei 2 & 3 SRAC % of funds utilised SS-SAR(13) Capex 17/18 IDP Funding for purchasing of 100% 100% 100% Purchase books Krugersdorp library resources

SSReference-SAR(14) Capex 17/18 IDP with regards to 100% 100% 100% funds allocated

Purchase books Krugersdorp Lending

SS-SAR(15) Capex 17/18 IDP 100% 100% 100%

Purchase books Krugersdorp Youth

SS-SAR(16) Capex 17/18 IDP

100% 100% 100% Purchase books Lewisham

126

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Objective Division: Sport, Arts, Culture & Recreation Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator SS-SAR (17) Capex 17/18 IDP 100% 100% 100% Purchase books Lusaka SRAC % of funds utilised

SS-SAR (18) Capex 17/18 IDP for purchasing of Funding library resources 100% 100% 100% Purchase books Magaliesburg with regards to

SS-SAR (19) Capex 17/18 IDP funds allocated. 100% 100% 100% Purchase books Muldersdrift

127

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Objective Division: Sport, Arts, Culture & Recreation Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator

SS-SAR (20) Capex 17/18 IDP 100% 100% 100%

Purchase books Sakkie Nel SS-SAR (21) Capex 17/18 IDP 100% 100% 100% Purchase books Tarlton SS-SAR (22) Capex 17/18 IDP SRAC % of funds utilised 100% 100% 100% Purchase books Munsieville Ext 4 for purchasing of Funding library resources SS-SAR (23) Capex 17/18 IDP with regards t 100% 100% 100% Purchase books Smokedown

SS-SAR (24) Capex 17/18 IDP 100% 100% 100% Purchase books Kroomdraai

128

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Objective Division: Sport, Arts, Culture & Recreation Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator

SS-SAR (25) Capex 17/18 IDP 100% 100% 100%

SSPurchase-SAR (26) books Capex Amasondo 17/18 IDP SRAC % of funds utilised for purchasing of 100% 100% 100% Books on CD Funding library resources SS-SAR (27) Capex 17/18 IDP with regards to funds allocated. Modular Library - Kroomdraai , Dr 100% 100% 100% Sefularo and Dr Motlana

129

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Objective Division: Sport, Arts, Culture & Recreation Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator SS-SAR (28) Capex 17/18 IDP % spend on grant Purchase of a allocation Library Vehicle Procurement of Library Vehicle SRAC - - SS-SAR (29) Capex 17/18 IDP No. of libraries Funding provided with new 100% Upgrade of ICT Infrastructure ICT infrastructure - -

130

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Chief Operations Officer Objective Division: Administration Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator COO_PMU (1) Capex 17/18 IDP % completion of 100% completion in project line with milestones Reestablishment of PMU Office MIG - -

COO_PMU (2) Capex 17/18 IDP Funding % completion of 100% completion in project line with milestones Office Furniture - -

MIG

Funding

131

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Knowledge and Information Measurable Key Medium Term Budget Framework ProjectsManagement name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator

CSS_KIM (1) Capex 17/18 IDP 100% of Stages for submission of advertisement to milestone Computer Equipment EM completed in line - - with the plan CSS_KIM (2) Capex 17/18 IDP % completion for the 100% of

Own Funding installation of milestone Earthing and Lightening Protection of lightening protection completed in line - - ICT Equipment equipment with the plan CSS_KIM (3) Capex 17/18 IDP 100% of % completion for the procurement of milestone Network Switches Network Switches completed in line - - with the plan

132

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Marketing, Communication and Medium Term Budget Framework Customer Relations Management Projects name Sources of Measurable Key Medium Term Budget Framework 2017/18 2018/19 2019/20 Funding Performance Indicator CSS_MC&CRM (4) Capex 17/18 % completion for 100% of milestone IDP the procurement of completed in line Own Funding - - 2 Marquee Tents, 500 chairs and events materials with the plan tables

133

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Vote/Department: Corporate Support Services Division: Knowledge and Information Measurable Key Medium Term Budget Framework

ProjectsManagement name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator CSS_KIM (1) Capex 17/18 IDP Stages for 100% of milestone submission of completed in line Computer Equipment advertisement to with the plan - - EM CSS_KIM (2) Capex 17/18 IDP % completion for 100% of milestone Own funding the installation of completed in line Earthing and Lightening Protection of lightening with the plan ICT Equipment - - protection equipment

CSS_KIM (3) Capex 17/18 IDP % completion for 100% of milestone the procurement of completed in line Network Switches - - Network Switches with the plan

134

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

OPEX MM

Strategic Vote/Department: Office of the Municipal Manager Objective Division: Administration Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator

MM_AD_MRC- Opex 17/18 IDP % Municipal 100% of projects Running Costs Municipal Running Cost_MM implemented as per spent versus plan. - - financial resources Own available. Funding MM_AD (1) Opex 17/18 IDP Number of strategic planning sessions Strategic Planning Session 100% - - undertaken.

135

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

POLITICAL

Vote/Department: Political Office Strategic Division: Office of the Executive Mayor Measurable Key Medium Term Budget Framework Objective Sources of Projects name Performance 2017/18 2018/19 2019/20 Funding Indicator

PO_MY(1) Opex 17/18 IDP 100% of projects % of discretionary implemented as per grants spent. Grants: Discretionary - - plan.

PO_MY(2) Opex 17/18 IDP 100% of projects Own % of funds spent implemented as per Mayor's Bursary for Mayor's bursary. - - funding plan.

PO_MY(3) Opex 17/18 IDP % of funds spent 100% of projects for Mayor's Social implemented as per Mayor's Social Responsibility responsibility plan. - -

136

programmes.

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Vote/Department: Political Office Strategic Division: Office of the Executive Mayor Measurable Key Medium Term Budget Framework Objective Sources of Projects name Performance 2017/18 2018/19 2019/20 Funding Indicator

PO_MY(4) Opex 17/18 IDP % of funds spent 100% of projects for implementation implemented as per Implementation of Mayoral Programs of Mayor's plan. - - programmes as per

PO_MY_MRC-Opex 17/18 IDP %annual Municip politicalal plan 100% of projects Running Costs implemented as per Municipal Running Cost_MY - - spent plan.

137

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Political Office Division: Office of the Speaker Medium Term Budget Framework Objective Measurable Key

Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding

No. of Ward committee 100% of PO_SP (5)(Opex 17/18 IDP functionality reports as projects Ward Committees Own fund per plan implemented - - as per plan. % of funds spent for PO_SP (6)(Opex 17/18 IDP Mayor's programmes 100% of (State of the City address projects State of the City address expenses, - - expenses, citizen citizen responsible campaign and implemented responsible campaign as per plan. inter- governmental relations work and inter- governmental relations work).

138

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Political Office Division: Office of the Speaker Medium Term Budget Framework Objective Measurable Key

Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding

No. of the IDP Public 100% of participation programmes projects - - submitted to MAYCOM implemented Own PO_SP (7)(Opex 17/18 IDP for approval as per plan. funding Public Participation 100% of

No. of sector meetings projects

planned for the MMCs implemented - - as per plan. PO_SP (8)(Opex 17/18 IDP 100% of % of councillor's grants projects Grants: Councillors spent. implemented - - as per plan.

139

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Political Office Division: Office of the Speaker Medium Term Budget Framework Objective Measurable Key

Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding

PO_SP_MRC-Opex 17/18 IDP Own % Municipal Running 100% of - - funding Costs spent projects Municipal Running Cost_SP implemented

as per plan.

140

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

INTERNAL AUDIT

Strategic Vote/Department: Internal Audit Objective Division: Administration Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Funding Indicator

IA_IA(1) Opex 17/18 IDP Number of Audit Quality assurance Quality Quality Committee meetings report assurance assurance Audit Committee Meetings undertaken report report IA_IA(2) Opex 17/18 IDP % completion of

forensic audits 100% 100% 100% Forensic Audit Own undertaken as per Funding plan IA_IA(3) Opex 17/18 IDP Number of reports on

the functional and External quality assurance review effectiveness of the Quality assurance - - internal Audit report Activities

141

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Internal Audit Objective Division: Administration Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Funding Indicator IA_AD_MRC-Opex 17/18 IDP No. An Annual Risk Annual Risk Quality Quality Based Internal Audit based internal assurance assurance Annual Risk based Internal Audit Plan Plan audit plan report report IA_AD_MRC-Opex 17/18 IDP % performance compared to the 28 28 28 Evaluation of Risk Management, annual plan Control and Governance process. IA_AD_MRC-Opex 17/18 IDP Number of audits undertaken for pre- 4 4 4 Audit of pre-determine objectives determined objectives

142

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Internal Audit Objective Division: Administration Measurable Key Medium Term Budget Framework Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding IA_AD_MRC-Opex 17/18 IDP Number of training/ seminars/conferences Continuing Professional undertaken to further Development 9 - - continuing professional Own development Funding IA_AD_MRC-Opex 17/18 IDP Number of days for

acknowledgement and Matters referred for Investigation by acceptance of the 4 - - MM mandate to investigate

143

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Internal Audit Objective Division: Administration Measurable Key Medium Term Budget Framework Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding IA_AD_MRC-Opex 17/18 IDP Number of quarterly reports on status of Requests for investigations within 5 investigations for - - complaints received working days

144

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

CHIEF OPERATIONS OFFICER

Strategic Vote/Department: Office of the Chief Operations Officer Objective Division: Administration Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator COO_AD_MRC- Opex 17/18 IDP % Municipal Running 100% of projects Own funding Costs spent implemented as - - Municipal Running Cost_COO_AD per plan.

145

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the Chief Operations Officer Objective Division: Project Management Unit Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Funding Indicator

COO_PMU (1) Opex 17/18 IDP No. of expenditure - - - report per annum Implementation of Municipal No. of quarterly MIG 4 4 4 Infrastructure Grant (MIG) Business KPI Reports Plan. Own Annual MIG close out Funding 100% - - report

COO_PMU_MRC- Opex 17/18 IDP % Municipal Running 100% of projects Costs spent implemented as Municipal Running Cost_PMU per plan. - -

146

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the Chief Operations Officer Objective Division: Monitoring And Evaluation Measurable Key Medium Term Budget Framework Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding COO_M&E (2)Opex 17/18 IDP

No. of SDBIP Quarterly SDBIP Reporting ( SDBIP Quarterly Reports submitted to the Reports submitted to the COO) Own funding COO 6 - -

COO_M&E (2)Opex 17/18 IDP No. of submission on the Annual Report to Council Tabling of the Municipal Annual 2 - - Report COO_M&E (2)Opex 17/18 IDP

No. of quarterly reports Auditor-General (AG) Key Internal submitted to internal audit Control Dashboard 4 - -

147

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the Chief Operations Officer Objective Division: Monitoring And Evaluation Measurable Key Medium Term Budget Framework Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding COO_M&E (2)Opex 17/18 IDP No. of municipal performance reports Municipal document submitted for submitted to marketing placement on municipal website 6 - - department for placement on the website Own funding COO_M&E (2)Opex 17/18 IDP No. of reports submitted

Reports submitted to National and to National and Provincial 6 - - departments Provincial Departments

COO_M&E (2)Opex 17/18 IDP Annual risk maturity level 2 - - assessments conducted Own

148

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the Chief Operations Officer Objective Division: Monitoring And Evaluation Measurable Key Medium Term Budget Framework Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding Risk Management Own No. of risk management funding analysis reports submitted 4 - - to the Chief Risk Officer (CRO)

149

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the Chief Operations Officer Objective Division: Integrated Development Planning Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator

COO_IDP(3)Opex 17/18 IDP No. of IDP Road show analysis IDP Review (IDP Road show reports 2 - - analysis reports) Own COO_IDP(3)Opex 17/18 IDP No. of IDP Funding submitted for IDP Review (IDP submitted for adoption/tabled to 2 - - adoption/tabled to Council) Council COO_IDP(3)Opex 17/18 IDP Annual SDBIP submitted to the Annual SDBIP 1 - - Municipal Manager

150

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the Chief Operations Officer Objective Division: Integrated Development Planning Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator

COO_IDP(3)Opex 17/18 IDP No. of municipal performance Municipal document submitted for reports submitted placement on municipal website Own for placement on 4 - - funding the website

COO_IDP(3)Opex 17/18 IDP No. of reports submitted to Reports submitted to National and National and Provincial Departments 4 - - Provincial departments

151

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the Chief Operations Officer Objective Division: Integrated Development Planning Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator

COO_IGR (4)Opex 17/18 IDP % completion of

financial SALGA Membership transactions due to 1 - - SALGA Own funding COO_IGR (4)Opex 17/18 IDP No. of quarterly

reports on Governance and IGR Working group Governance & IGR 4 - - Working group

152

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

CORPORATE SUPPORT SERVICES

Strategic Vote/Department: Corporate Support Services Objective Division: Administration Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Funding Indicator CSS_AD_MRC- Opex 17/18 IDP % Municipal 100% of projects Own funding Running Costs implemented as per Municipal Running Cost_CSS_AD spent plan. - -

153

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Legal Administration Medium Term Budget Framework Projects name Sources of Measurable Key 2017/18 2018/19 2019/20 Funding Performance Indicator CSS_LA(1) Opex 17/18 IDP Average time taken from receipt of summons to instruct Litigation Management 10 days - - lawyers % of arbitration matters attended to as per notice of 100% - - set-down Own CSS_LA_MRC- Opex 17/18 IDP funding Number of reports of Contract Development monitoring undertaken for

non-supply chain related 4 Reports 4 Reports - contracts

154

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Legal Administration Medium Term Budget Framework Projects name Sources of Measurable Key 2017/18 2018/19 2019/20 Funding Performance Indicator Average time taken to issue draft agreements on non- 7 days 7 days - supply chain agreements

CSS_LA_MRC- Opex 17/18 IDP Average time taken to issue draft agreements on supply Legal Administration chain agreements 7 Days 7 Days _ Compliance General

Applications Time taken to provide comments on conveyancing and railway siding 14 days 14 Days _

Average tie (days) taken to provide written comments on

various applications received (town planning, road closures, consent certificates) 21 Days 21 Days _ 155

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Human Capital Management: Employee Measurable Key Relations Management Performance Projects name Sources of Medium2017/18 Term Budget2018/19 Framework 2019/20 Indicator CSS_ERM (2) Opex 17/18 IDP Funding No. of workshops on employee Employee Relations Management Own 12 - - relations funding

156

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Division: Human Capital Management: Objective Measurable Key Medium Term Budget Framework Occupational Health and Safety Performance Projects name Sources of 2017/18 2018/19 2019/20 Indicator Funding

CSS_OHS (3) Opex 17/18 IDP No. of legal 16 OHS legal compliance audits compliance Occupational Health and Safety - - conducted audits (Legal Compliance) Own No. of OHS

compliance funding 24 inspections inspections conducted conducted on all municipal - - buildings

157

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Human Capital Management: Employee Measurable Key Medium Term Budget Framework Wellness Performance Projects name Sources of 2017/18Medium Term2018/19 Budget Framework2019/20 Indicator Funding CSS_EWS(4) Opex 17/18 IDP No. of National Priority events held Employee Wellness Services 100% - -

Own No. of pro-active projects 4 - - funding implemented No.of HIV and Aids awareness 4 - - campaigns held

158

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Human Capital Management: Learning Medium Term Budget Framework and Development Projects name Sources of Measurable Key Medium Term Budget Framework 2017/18 2018/19 2019/20 Funding Performance Indicator CSS_ LD (5) Opex 17/18 IDP No. of training programmes Workplace skills plan (WSP); 12 12 - implemented

CSS_HCM_MRC- Opex 17/18 IDP No .of leave provision Own funding report submitted to HCA - Leave Reconciliations. 2 2 2 budget

CSS_HCM_MRC- Opex 17/18 IDP No. of medical surveillance Occupational Health and Safety. 540 560 560

159

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Human Capital Management: Learning Medium Term Budget Framework and Development Projects name Sources of Measurable Key Medium Term Budget Framework 2017/18 2018/19 2019/20 Funding Performance Indicator CSS_ OD (6) Opex 17/18 IDP % Implementation of 100% 100% - the PMS Calendar Implementation of PMS CSS_ OD (7) Opex 17/18 IDP Stages in the Final framework development of submitted to Organisational Culture Framework Organizational Culture section 80 for _ _ Own funding Framework Council approval CSS_ OD (8) Opex 17/18 IDP No. of EE reports to 4 4 _ be submitted to DOL Submission of the EE report to DOL

CSS_ OD (9) Opex 17/18 IDP No. of GEYODI reports submitted to 4 4 _ GEYODI Mainstreaming COGTA

160

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Human Capital Management Medium Term Budget Framework

Projects name Sources of Measurable Key 2017/18 2018/19 2019/20 Funding Performance Indicator

CSS_HCM_MRC- Opex 17/18 IDP No. of audits undertaken

on drivers licences and 8 Audits Occupational Health and Safety _ _ PRDP for employees undertaken operating with municipality fleet CSS_HCM_MRC- Opex 17/18 IDP No. of OHS Evacuation 28 Evacuation Own funding - - drill exercises conducted drills Occupational Health and Safety CSS_HCM_MRC- Opex 17/18 IDP % of employees provided with wellness Employee Wellness Services services versus number 100% 100% - of employees attended

161

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Human Capital Management Medium Term Budget Framework

Projects name Sources of Measurable Key 2017/18 2018/19 2019/20 Funding Performance Indicator

CSS_HCM_MRC- Opex 17/18 IDP No. of Induction programmes Induction Programme 4 _ -

CSS_HCM_MRC- Opex 17/18 IDP % employees awarded 100%

bursaries versus bursaries - - Bursary scheme qualifying applications awarded to received employees

162

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Marketing, Communication and Measurable Key Medium Term Budget Framework ProjectsCustomer name Relatio ns Management Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator

CSS_ MC&CRM (10) Opex 17/18 No. of Dikgang Tsa 4 - - IDP Mogale(DTM) No.Publications of internal staff 4 - - Communication Publications news letter CSS_MC&CRM_MRC- Opex 17/18 Number of audits IDP undertaken to monitor - - Own illegal adverts placed Auditing of advertising signs funding within the municipality

CSS_MC&CRM_MRC- Opex 17/18 Average number of IDP days taken to place documents on the 10 - - In-house management of the website from date of website receipt

163

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Marketing, Communication and Measurable Key Medium Term Budget Framework ProjectsCustomer name Relatio ns Management Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator

CSS_MC&CRM_MRC- Opex 17/18 No. of adverts on City - - - IDP Profile by Marketing

CSS_MC&CRM_MRC- Opex 17/18 %and of Communicat call centre ion Profiling of the City IDP queriesDivision attended to Own 100% - - funding versus received Customer Satisfaction through the call centre No of customer 1 - - satisfaction surveys

164

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Corporate Administration Measurable Key Medium Term Budget Framework

Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator CSS_CA_MRC- Opex 17/18 IDP Average time (days) taken to disseminate 7 days - - Dissemination of Council Council resolutions Resolutions and roadshow minutes Average time (days) CSS_CA_MRC- Opex 17/18 IDP Own taken to circulate the 21 Days 21 Days - Council Committees Secretariat Funding minutes after the meetings

CSS_CA_MRC- Opex 17/18 IDP Request for disposal

Stages for disposal of authority to Records Management _ _ municipal records provincial archives

signed by MM

165

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Corporate Administration Measurable Key Medium Term Budget Framework

Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator Stages for Schedule submitted CSS_CA_MRC- Opex 17/18 IDP development of to Mayoral

Records control Schedule records control Committee for _ _ schedule noting and adoption Own

CSS_CA_MRC- Opex 17/18 IDP funding Stages for Schedule submitted development of SOP to Mayoral Standard operating Procedure for property Committee for _ _ (SOP) for property management management approval

166

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Corporate Support Services Objective Division: Knowledge and Information Measurable Key Medium Term Budget Framework

ProjectsManagement name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator CSS_KIM_MRC- Opex 17/18 IDP % completion of ITC 100% - - Management Projects Management

CSS_KIM_MRC- Opex 17/18 IDP Own funding Stages for review of Policy submitted ICT Security Policy to Mayoral Management: Review of ICT _ _ Committee for Security Policy approval

167

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

FINANCE

Strategic Vote/Department: Office of the CFO Objective Division: Administration Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Funding Indicator

FIN_AD_MRC- Opex 17/18 IDP % Municipal Running 100 % project - - Costs spent implementation Municipal Running Cost_FIN_AD

FIN_EXP(1) Capex 17/18 IDP Own % completion of office 100% - - Renovations of expenditure and Funding renovations completion budget offices. FIN_EXP_MRC_Opex 17/18 IDP No. of reports on FMG 12 12 _ grant spent. Management of the FMG Grant.

168

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the CFO Objective Division: Administration Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Funding Indicator FIN_EXP_MRC-Opex 17/18 IDP Number of months 9 months after 9 months after taken to implement the year-end Vat year-end Vat _ Expenditure Management (Implement VAT apportionment apportionment apportionment the VAT apportionment ratio after the ratio after the financial ratio ratio financial year end). year end FIN_EXP_MRC-Opex 17/18 IDP No. of days taken to Own produce employee Expenditure Management (Employee Funding salary slips prior to pay 3 days 3 days - salary slips prior to pay day). day(s)

FIN_EXP_MRC-Opex 17/18 IDP No. of days taken to

report grant receipts Expenditure Management (Report and expenditure of 10 Days 10 Days - grant receipts and expenditure of grant grant funds funds).

169

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the CFO Objective Division: Administration Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Funding Indicator FIN_EXP_MRC-Opex 17/18 IDP Own % of creditors settled funding 55% 55% - Expenditure Management (Creditors within 30 days

settled within 30 days).

170

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the CFO Objective Division: Revenue Management Measurable Key Medium Term Budget Framework

Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator FIN_REV_MRC- Opex 17/18 IDP

Reconciliation of property billing No. of reconciliations 4 - - values on the billing system (SV114) against the valuation roll on the Own financial system (PR030) funding FIN_REV_MRC- Opex 17/18 IDP No. of reconciliations 4 _ _ on water consumption Water Losses against water FIN_REV_MRC- Opex 17/18 IDP purchases% budgeted revenue billed 94% _ _ Revenue Management

171

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the CFO Objective Division: Credit Control Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator FIN_CRD(1) Opex 17/18 IDP % revenue collected

vs. revenue billed on 94% - - Revenue Collection and credit the main tarrif control FIN_CRD_MRC-Opex 17/18 IDP % completion of Own projects for credit 100% - - Credit Control Administration Funding control administration FIN_B&T(2) Opex 17/18 IDP % completion of AFS 100% project - - Technical Review completion AFS Technical Review

FIN_B&T (3) Opex 17/18 IDP % completion of 100% project - - mSCOA completion mSCOA Implementation Implementation

172

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the CFO Objective Division: Credit Control Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator No. of monthly reports FIN_B&T(4) Opex 17/18 IDP on depreciation and 12 - - reconciliation of Fixed Asset Management asset register and General Ledger FIN_B&T_MRC-Opex 17/18 IDP Own No. of Budget plans 1 1 - funding submitted for Council Budget Compilation Process plan consideration FIN_B&T_MRC-Opex 17/18 IDP No. of budget related reports submitted for 2 2 - Implementation of Budget council approval Compilation Process plan

173

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Vote/Department: Office of the CFO Division: Budget and Treasury Measurable Key Medium Term Budget Framework Strategic Performance Projects name Sources of Objective 2017/18 2018/19 2019/20 Indicator Funding FIN_B&T_MRC-Opex 17/18 IDP Timely submission of 1 Financial

Annual Financial Statements Annual Financial statement - - Statements to AG submitted to the FIN_B&T_MRC-Opex 17/18 IDP % completion of asset 2017/18AG Updated

verification process Asset register Asset Verification and Management - - Own No. of quarterly reports FIN_SCM_MRC-Opex 17/18 IDP funding on implementation of Supply Chain Management (Quarterly the procurement plan 3 3 - reports on implementation of the procurement plan)

174

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Vote/Department: Office of the CFO Division: Budget and Treasury Measurable Key Medium Term Budget Framework Strategic Performance Projects name Sources of Objective 2017/18 2018/19 2019/20 Indicator Funding

FIN_SCM_MRC-Opex 17/18 IDP No. of Contractor Management Reports Supply Chain Management submitted to Council (Contractor Management Reports 12 12 - Committees submitted to Council Committees)

FIN_SCM_MRC-Opex 17/18 IDP No. of Quarterly

reports on SCM policy Supply Chain Management (Quarterly Own implementation 4 4 - reports on SCM policy implementation funding submitted to the MM submitted to the MM) FIN_SCM_MRC-Opex 17/18 IDP Annual report on stock shortages and Supply Chain Management (Annual surpluses to council report on stock shortages and 1 1 - for approval surpluses to council for approval)

175

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the CFO Division: Valuations Medium Term Budget Framework Objective Measurable Key Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding FIN_VAL(7) Opex 17/18 IDP General General General Submission of the Supplementary Valuation Valuation Roll Valuation Valuation Roll Implementation of Municipal roll to the Municipal submitted to the Roll submitted to the Property Rates Act and Financial Manager Municipal submitted to Municipal Management (Submission of the manager the MM manager FIN_VAL_MRCSupplementary -ValuationOpex 17/ 18roll IDP to the Reviewed Own Reviewed Municipal Manager) Reviewed funding 2017/18 Implementation of Municipal No. of review of annual Property 2019/20 Property Rates Property Rates Act and Financial property rates policy Rates Policy Policy submitted Property Rates Management (review of annual submitted to MMC by end Policy submitted property rates policy) of March 2018

176

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the CFO Division: Valuations Medium Term Budget Framework Objective Measurable Key Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding FIN_VAL_MRC-Opex 17/18 IDP No. of days taken to

respond to requests Implementation of Municipal received from departments Property Rates Act and Financial 15 days 15 days 15 days Own and external parties on Management (days taken to funding evaluations of properties. respond to requests received from

departmentsFIN_VAL_MRC and-Opex external 17/18 pa IDPrties on evaluations of properties) No. of review of property Review of Review of Implementation of Municipal Review of by- by-law submitted to 2018/19 by-law Property Rates Act and Financial by-law law submission portfolio committee by end submission to Management (Review of property submission to Council May Council by-law submitted to portfolio to Council

committee)

177

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Office of the CFO Division: Valuations Medium Term Budget Framework Objective Measurable Key Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding

FIN_VAL_MRC-Opex 17/18 IDP Number of reconciliation Own 12 12 12 Monthly Reconciliation Reports funding reports submitted to CFO

178

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

INTEGRATED ENVIRONMENTAL MANAGEMENT

Strategic Vote/Department: Integrated Environment Management Objective Division: Environmental Management Measurable Key Medium Term Budget Framework Performance Projects name Sources of Indicator 2017/18 2018/19 2019/20 Funding IEM_AD (1) Opex 17/18 IDP No. of co-operatives contracted to execute 12 - - Job creation initiatives_IEM work (at any given quarter) IEM_AD_MRC- Opex 17/18 IDP % Municipal Running 100 % Project - - Own Costs spent Implementation Municipal Running Cost_IEM_AD Funding IEM_EM_MRC-Opex 17/18 IDP Average time (days)

Environmental Compliance taken to comment on

Management land use applications 26days 26days 26days

received IEM_EM_MRC-Opex 17/18 Average time (days) Environmental Compliance taken to respond to 9days 9days 9days Management complaints received in writing 179

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Integrated Environment Management Objective Division: Environmental Management Measurable Key Medium Term Budget Framework Performance Projects name Sources of Indicator 2017/18 2018/19 2019/20 Funding IEM_EM_MRC-Opex 17/18 Climate No. of Climate Change Programme Co- ordinated Change programmes 3 days 3 days 3 days implemented IEM_EM_MRC-Opex 17/18 No. of compliance

Compliance monitoring of municipal Own monitoring inspections funding projects authorised in terms of the on MCLM EIA 65days 65days 65days EIA Regulations authorised Projects. IEM_EM_MRC-Opex 17/18 Stages for review oe Final draft of the mast communication reviewed policy _ _ Review of telecommunication Mast policy submitted to EM Policy

180

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Vote/Department: Integrated Environment Management Division: Parks and Cemeteries (P&C) Measurable Key Medium Term Budget Framework Strategic Performance Projects name Sources of Objective 2017/18 2018/19 2019/20 Indicator Funding IEM-P&C (2) Opex 17/18 IDP % project completion 100% 100% 100%

Grass Cutting IEM-P&C (3) Opex 17/18 IDP % completion of 100% 100% 100% Own requests Grave Digging funding IEM_P&C_MRC-Opex 17/18 IDP Average time (days) taken to respond to Food gardens

community request for 10 days 10 days 10 days assistance with food gardens

Own Funding

181

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Integrated Environment Management Objective Division: Waste & Air Quality Management Measurable Key Medium Term Budget Framework Projects(W&AQM) name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding

IEM_W&AQM (4) Opex 17/18 IDP Annual environmental 1 1 1 landfill audit report Landfill Management No. of landfill gas 2 2 2 monitoring conducted

IEM_W&AQM_(5) Opex 17/18 IDP Own % completion of waste collection(Contracted 100% 100% 100% Waste Collection(Contracted funding services) services)

IEM_W&AQM_MRC-Opex 17/18 Average time (days) IDP taken to register waste 10days 10days 10days

transporters Waste Management

IEM_W&AQM_MRC-Opex 17/18 No. Illegal dumping sites 60 days 60 days 60 days IDP cleared per ward as

planned182 Waste Management

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Integrated Environment Management Objective Division: Waste & Air Quality Management Measurable Key Medium Term Budget Framework Projects(W&AQM) name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding

IEM_W&AQM_MRC-Opex 17/18 No. of Environmental 120 120 120 IDP awareness sessions Own IEM_W&AQM_MRC-Opex 17/18 No.conducted of monitoring Environmental Awareness Sessions funding IDP sessions for recycling 12 12 12 centres Monitoring of Recycling Centres

183

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

ECONOMIC SERVICES

Strategic Vote/Department: Economic Services Objective Division: Administration Measurable Key Medium Term Budget Framework Projects name Sources of Performance 2017/18 2018/19 2019/20 Funding Indicator ES_AD (1) Opex 17/18 IDP No. of co-operatives contracted to execute 4 - - Job Creation Initiative_ES work No. of jobs created

through the EPWP Own programme in Mogale 1200 - - Funding City No code/ref % Municipal Running 100% project Costs spent implementation Municipal Running Cost_ES_AD - -

184

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Vote/Department: Economic Services Division: Enterprise Development Measurable Key Medium Term Budget Framework Strategic Performance Projects name Sources of Objective 2017/18 2018/19 2019/20 Indicator Funding ES_ED (2) Opex17/18 IDP No. of emerging 40 40 40 Farmer's support (Emerging farmers supported farmers)

ES_ED (3) Opex17/18 IDP No. of training interventions provided Business Development Support and 12 12 - to emerging co- Co- Operatives Own operatives funding ES_ED_MRC- Opex 17/18 IDP % Municipal Running Costs spent _ - - Municipal Running Cost_ED

185

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Economic Services Objective Division: Development and Planning Measurable Key Medium Term Budget Framework Performance Projects name Sources of Indicator 2017/18 2018/19 2019/20 Funding ES_DP (4) Opex17/18 IDP % Completion of land use management 100% - - Development of Land Use scheme Management Scheme

ES_DP (5) Opex17/18 IDP % completion for SPLUMA Own Review of MCLM-SDF 100% - - funding 2011(SPLUMA 2013) Implementation as per plan ES_DP_MRC-Opex 17/18 IDP Average time (days) 30days 30days 30days taken to submit Development Planning Applications compliant Applications to the Section 80: Portfolio Committee

186

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Vote/Department: Economic Services Division: Land, Resource, Mobilisation and Measurable Key Medium Term Budget Framework Strategic Partnership Performance Objective Projects name Sources of Indicator 2017/18 2018/19 2019/20 Funding ES_LRM&P (8) Opex17/18 IDP Stages for Land 100% - - Acquisition/Land Land Regularisation Own Regularisation funding ES_LRM&P_MRC- Opex 17/18 IDP % Municipal Running

Costs spent 100% - - Municipal Running Cost_LRM&P

187

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Economic Services Objective Division: Tourism Development Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Funding Indicator ES_TD(13) Opex17/18 IDP % completion of motor 100% - - sport precinct Motor sports precinct Own

ES_TD_MRC- Opex 17/18 IDP funding % Municipal Running Costs spent _ - - Municipal Running Cost_TD

188

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Vote/Department: Economic Services Division: Building Development Management Measurable Key Medium Term Budget Framework Strategic Projects name Sources of Performance 2017/18 2018/19 2019/20 Objective Funding Indicator

ES_BDM_MRC-Opex 17/18 IDP No. of building 4000 400 - Building Inspections conducted inspections conducted (Building inspections conducted)

ES_BDM_MRC-Opex 17/18 IDP Own Average time (days) Building Inspections conducted funding taken to respond to a 20days 20days 20days (Respond to a complaints on non- complaints on non- compliant buildings from the date compliant buildings received) from the date received

ES_BDM_MRC-Opex 17/18 IDP Average time (days) taken to approve Building Plans Applications compliant building (Approve compliant building plans plans from date of 8days 8days 8days

from date of receipt ) receipt

189

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Vote/Department: Economic Services Division: Building Development Management Measurable Key Medium Term Budget Framework Strategic Projects name Sources of Performance 2017/18 2018/19 2019/20 Objective Funding Indicator

ES_BDM_MRC-Opex 17/18 IDP Average time (days) taken to process Own Building Plans Applications compliant application funding 2 days 2 days 2 days (Process compliant application and and issue certificate of

issue certificate of occupancy from occupancy from date date of final inspection) of final inspection

Own funding

190

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Objective Division: Social Upliftment Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Funding Indicator SS-SU (2) Opex 17/18 IDP No. indigent households in the 13000 13000 13000 Poverty Alleviation register

SS-SU (3) Opex 17/18 IDP % support for indigent 100% 100% 100% and pauper burial vs. Indigent Burial and Pauper burial Own funding requests received SS-SU (4) Opex 17/18 IDP No. of NGOs

monitored and 7 7 7 Social Upliftment-Grant in Aid supported SS_SU_MRC-Opex 17/18 IDP Number of projects to

support the 9 9 9 Social Upliftment-Gender empowerment of men Empowerment and women

191

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Objective Division: Social Upliftment Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Funding Indicator SS_SU_MRC-Opex 17/18 IDP Number of projects to 7 7 7 support people with Social Upliftment-Disability support disabilities programme SS_SU_MRC-Opex 17/18 IDP Own Number of projects to funding 7 7 7 Social Upliftment-Support for the support the elderly

Elderly

SS_SU_MRC-Opex 17/18 IDP Number of Children’s projects Social Upliftment-Local Action for 7 7 7 Children

Own Funding

192

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Objective Division: Social Upliftment Medium Term Budget Framework

Projects name Sources of Measurable Key 2017/18 2018/19 2019/20 Funding Performance Indicator SS_SU_MRC-Opex 17/18 IDP % support nutritional 100% 100% 100% Social Upliftment-Nutritional support

SS_SU_MRC-Opex 17/18 IDP Number of awareness Own campaigns 6 6 6 Social Upliftment-HIV/AIDS grant funding funding SS_SU_MRC-Opex 17/18 IDP Number of aftercare 6 6 6 programme Social Upliftment-Aftercare

SS_SU_MRCprogramme -Opex 17/18 IDP % of consultations (in

writing or through 100% 100% 100% Social Upliftment-Kagiso Thusong counselling) versus Services Centre enquiries received

193

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Objective Division: Public Safety Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Funding Indicator SS-PS(5) Opex 17/18 IDP km of road painted 100% 100% 100% Road marking

SS_PS_MRC-Opex 17/18 IDP % of roadblocks Own conducted for traffic Traffic Law Enforcement funding 100% 100% 100% law enforcement.

% of traffic hand 100% 100% 100% written citation received.

% of law enforcement 100% 100% 100% awareness campaigns SS_PS_MRC-Opex 17/18 IDP % of road safety 100% 100% 100% campaigns conducted Road users awareness programme

194

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Objective Division: Public Safety Measurable Key Medium Term Budget Framework Performance Projects name Sources of 2017/18 2018/19 2019/20 Funding Indicator SS_PS_MRC-Opex 17/18 IDP % of hours reacted to 75 hours 75 hours 75 hours land invasion Security awareness programme Own SS_PS_MRC-Opex 17/18 IDP funding % of inspections conducted on the by- 100% 100% 100% By Law enforcement programme law enforcement

195

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Division: Testing and Licensing Medium Term Budget Framework Objective Measurable Key Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding % of roadworthiness 100% 100% 100% applications registered

on the enatis system % of learners licence 100% 100% 100% SS_T&S_MRC-Opex 17/18 IDP applications registered

Motor Vehicle Licence and Own %on ofthe driving enatis licence system 100% 100% 100% registration funding applications registered %on renewalthe enatis of systemmotor

vehicle licences 100% 100% 100% registered on the enatis system

% motor vehicle penalties registered on 100% 100% 100%

the enatis system

196

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Division: Testing and Licensing Medium Term Budget Framework Objective Measurable Key Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding

SS_T&S_MRC-Opex 17/18 IDP Own % of permit applications 100% 100% 100% funding registered on the enatis Motor Vehicle Licence and Nosystem of new motor vehicle 100% 100% 100% registration licencing and registration

Own funding

197

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Division: Sport Arts Culture & Recreation_SARC Medium Term Budget Framework Objective Measurable Key Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding SS-SAR (6) Opex 17/18 IDP % Provincial budget

allocated versus spent on 100% 100% 100% Purchase of books library resources (Books, Tapes and CDs and SRAC Number of library outreach Manuals) 4 4 4 funding programmes implemented

Number of exhibition 100chairs - - events furnisher table and and tables SS_SAR(7) Opex 17/18 IDP chairs

Heritage, Arts, and Culture Number of heritage arts and culture programmes 8 8 8 Development Promotion and Own Management implemented funding Number of exhibitions 6 6 6 staged

198

2017-18 Revised IDP, of the 5 years 2016-2021 Integrated Development Plan

Strategic Vote/Department: Social Services Division: Sport Arts Culture & Recreation_SARC Medium Term Budget Framework Objective Measurable Key Projects name Sources of Performance Indicator 2017/18 2018/19 2019/20 Funding

SS_SAR_MRC-Opex 17/18 IDP Number of Sport and 8 8 8 Recreation programmes Sports and Recreation Own implementedNumber of visits for Sports 1600 1600 1600 funding fields maintenance

199