Integrated Development Plan 2021 / 2022 2021
INTEGRARED DEVELOPMENT PLAN ( IDP ) OF KAMIESBERG MUNICIPALITY 2021 / 2022
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Integrated Development Plan 2021 / 2022 2021
TABLE OF CONTENTS
CHAPTER 1. INTRODUCTION Foreword by the Mayor Pg 6 Foreword by the Municipal Manager Pg 6 Contact Details of the Municipality Pg 7 1.1 Executive Summary Pg 8 1.2 National and Provincial Priorities Pg 10 1.3 Bill of Rights Pg 11 1.4 Millennium Development Goals Pg 11 1.5 National Development Plan Pg 11 1.6 National Government Outcome 9 Pg 11 1.7 Integrated Urban Development Framework Pg 12 1.8 Impact of COVID 19 Pg 12
CHAPTER 2. PLANNING PROCESS 2.1 Institutional Arrangements / Roles and Responsibilities Pg 14 2.2 IDP Steering Committee Pg 16 2.3 IDP Representative Forum Pg 16 2.4 Process Overview Pg 16 2.4.1 Preparation for the Process Pg 16 2.4.2 Phase 1: Analysis Pg 16 2.4.3 Phase 2: Strategies Pg 16 2.4.4 Phase 3: Projects Pg 16 2.4.5: Phase 4: Integration Pg 16 2.4.6 : Phase 5: Approval Pg 16 2.5 Community Participation Pg 23 2.6 Governance Pg 24 2.7 Administration Governance Pg 27 2.8 Intergovernmental Relations Pg 31 2.9 Public Accountability and Participation Pg 31 2.10 IDP Engagement Report by the MEC Pg 32 2.11 Section 79 Portfolio Committees Pg 32 2.12 Municipal Public Accounts Pg 32 2.13 Ward Committees Pg 33 2.14 Community Development Workers Pg 35 2.15 Community Work Programme Pg 36 2.16 Mayoral Outreach Programmes Pg 37 2.17 Power and Functions of Kamiesberg Municipality Pg 37 2.18 District Development Model (DDM) Pg 38 2.18.1 Relationship Between the IDP and One Plan Pg 40
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CHAPTER 3: CURRENT SITUATION
3.1 Demography Pg 42 3.2 Population Profile Pg 65 3.3 Population by Gender Pg 66 3.4 Households Pg 66 3.5 Population and House Hold Size Pg 66 3.6 GDP Pg 67 3.7 Economic Industries Pg 68 3.8 Tourism Pg 68 3.9 Skills Level Pg 72 3.10 Employment Stats Pg 72 3.11 Economic Development Pg 73 3.11.1 Mission Pg 73 3.11.2 Geographical Location of Kamiesberg Municipality Pg 73 3.11.3 The Overall Economic Climate Pg 73 3.11.4 Objectives of Kamiesberg Municipality Pg 74 3.11.5 Strategic Objectives of Kamiesberg Municipality Pg 74 3.12 Poverty Pg 74 3.13 Poverty Indicators Pg 75 3.14 Housing Pg 76 3.14.1 Type of Dwelling Pg 76 3.15 Access to Water Pg 78 3.16 Access to Sanitation Pg 80 3.17 Access to Electricity Pg 83 3.18 Access to Refuse Removal Pg 85 3.19 Dept. of Education Pg 86 3.210 Dept of Health Pg 86 3.21 Dept of Police Service Pg 88 3.22 Dept of Social Development Pg 89 3.23. Environmental Management Pg 89 3.23.1 Environmental Management Plan Pg 89 3.23.2 Education & Training Pg 89 3.23.3 EPIP Programmes Pg 89 3.24 Biodiversity Pg 91 3.24.1 Areas of Ecological Importance Pg 91 3.25 Water Sources Pg 91 3.26 Heritage Pg 92 3.27 Spatial Development Pg 93 3.28 Climate Change Pg 93 3.28.1 Impact of Climate Change on Agriculture Pg 94 3.28.2 Impact of Climate Change on Biodiversity and Environment Pg 94 3.28.4 Manage the Loss of High Biomes Priority Pg 95 3.28.5 Coastal and Marine Environment Pg 95 3.28.6 Manage Impact on Marine and Bethink Ecosystems Pg 95 3.28.7 Manage Loss of Land due to Sea Level Rise Pg 95 3.28.8 Manage Increased Damage to Property from Sea Level Rise Pg 96
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3.29 NERSA ( VAALPUTS ) Pg 96
CHAPTER 4: DEVELOPMENT STRATEGIES 4.1 Overview Pg 98 4.2 Vision Pg 98 4.3 Mission Pg 98 4.4 Value Statement Pg 99 4.5 KPA 1: Service Delivery Pg 102 4.6 KPA 2: Local Economic Development Pg 102 4.7 KPA 3: Financial Viability Pg 103 4.8 KPA 4: Municipal Transformation Pg 105 4.9 KPA 5: Good Governance Pg 111
CHAPTER 5: STRATEGIC INTENT DEVELOPMENT 5.1 SWOT Analysis Pg 115 5.2 Sector Plans Pg 116 5.2.1 Strategic Objectives Pg 116 5.2.2 Intended Outcome Pg 116 5.2.3 Status of Sector Plans Pg 117
CHAPTER 6: PROJECTS 6.1 Introduction Pg 121 6.2 Infrastructure Development Pg 121 6.3 Public Launched Site Pg 123 6.4 Tourism Development Pg 123 6.5 MIG Implementation Plan Pg 123 6.6 Management Plan for the Swartlintjies Estuary Pg 123 6.6.1 Swartlintjies Estuary management Objective Pg 124 6.6.2 Budget for Estuary Development Pg 125 6.6.3 Procedure for the developing Estuary Management Plan Pg 125 6.7 Land Availability Pg 125 6.7.1 TRANCRAA Land Pg 125 6.7.2 Leliefontein PG 126 6.7.3 Lepelfontein Pg 126 6.7.4 Land Reform Pg 126 6.8 Current and Planned Projects Pg 128 6.9 Kamiesberg Municipality Prelimary Budget: 2021 / 2022 Pg 132 6.10 Kamiesberg Municipality Prelimary Budget: 2022 / 2023 Pg 133 6.11 Kamiesberg Municipality Prelimary Budget: 2023 / 2024 Pg 134 6.12 Kamiesberg Municipality Prelimary Budget: 2024 / 2025 Pg 134 6.13EPIP Projects Pg 136 6.14 Social and Labour Plans: Projects Pg 137 6.15 Medicinal Plants of Kamiesberg Municipality Pg 138
CHAPTER 7: SECTOR PLAN INTEGRATION 7.1 Grants Pg 140 7.2 Spending Against Capital Budget Pg 140 7.3 Capital Expenditure Pg 140
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7.4 GRAP Compliance Pg 140 7.5 MSCOA Compliance Pg 140 7.6 Cash / Liquidation Position Pg 141 7.7 Sustainability Pg 141 7.8 Effective Resources Pg 141 7.9 Accountability and Good Governance Pg 141 7.10 Redistribution Pg 141 7.11 Development and Investment Pg 142 7.12 Borrowing Pg 142 7.13 Financial Management Strategies Pg 142 7.14 Asset Management Plan Pg 142 7.15 Budgetary Office Pg 142 7.16 Financial Schedule Pg 142
CHAPTER 8: PERFORMANCE MANAGEMENT
8.1 Purpose Pg 143 8.2 The Constitution of South Africa, 1996 ( Act 108 of 1996 ) Pg 143 8.3 Municipal Systems Act , 2000 ( Act 32 of 2000 ) Pg 143 8.4 Municipal Planning and Performance Regulations Pg 144 8.5 Regulations for Municipal Managers / Managers Reporting to MM Pg 145 8.6 Municipal Finance Management Act , No. 56 of 2003 Pg 145 8.7 Batho Pele Principles Pg 146 8.8 Objectives of the Performance Management Framework Pg 146 8.9 Delegations of Responsibilities Pg 148 8.10 Relationship between the IDP and the PMS Pg 149 8.11 Principles Governing Performance Management Pg 149 8.12 Politically Driven Pg 149 8.13 Performance Monitoring Pg 150 8.14 Performance Analysis Pg 151 8.15 Planning Pg 151
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CHAPTER 1. INTRODUCTION
FORWORD BY THE MAYOR
We are entering a 2nd year in lockdown. We have lost family and acquaintances due to the COVID 19 pandemic.
We still strive to the new norm to serve our communities and provide basic services.
Because we are under very difficult circumstances we always strive to be the best municipality and do we want to established an IDP that speaks to our people’s needs. This council will focus on ensuring that programmes and projects are implemented.
Kamiesberg rural area has been identified as the “war on poverty” zone and must it be ensured that economic development will be the focus area in the IDP to create sustainable job opportunities.
We must adhere to COVID 19 regulations.
Allow me to thank my colleagues, and municipal officials for their positive contributions because together we can make a developing change.
FORWORD BY THE MUNICIPAL MANAGER
The integrated Development Plan (IDP) is the principal strategic planning instrument which guides and informs all planning budgeting, management and decision - making process in a municipality.
The Local Government Municipal System Act, No.32.2000 (MSA) mandates Municipalities to review Integrated Development Plans annually in accordance with an assessment of its performance measurements. Consequently this IDP review for 2021/22 was compiled in accordance with section 34 of the MSA.
This IDP provides an overall key performance indicators as well as key performance areas that will serve as a basis for monitoring the Kamiesberg Local Municipality’s progress in rendering services to its communities.
We continue to witness how the Covid-19 global pandemic manifests throughout society. Within a year, we have witnessed how this pandemic has crippled economies and the financial livelihood
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Integrated Development Plan 2021 / 2022 2021 and wellbeing of all citizens, particularly the most vulnerable, have come under significant threat. We need to stand as collective, seeking mutual solutions that will propel us to a sustainable means of living post Covid-19. Together, and in time, we will overcome the adversity stemming from this global pandemic
Kamiesberg Municipality will continue to deliver quality services to all the people of the Kamiesberg municipal area, and it commits itself to performance excellence. However to do so we must work together as municipality and community stakeholders to achieved our common goal together.
My sincere appreciation to Council, the administration and all external role players for your valued contribution to this 2021/22 IDP review.
CONTACT DETAILS OF THE MUNICIPALITY
POSTAL ADRESS:
PRIVATE BAG X 200
GARIES
8220
PHYSICAL ADRESS:
22 MAIN STREET
GARIES
8220
TEL: 027 – 6528000
FAX: 027 – 6528001
MUNICIPAL MANAGER:
MR RUFUS BEUKES
TEL: 027 6528022 / FAX: 027 6528001 / CELL: 078 198 4237
E – MAIL: [email protected] or [email protected]
Web: www.kamiesbergmun.co.za
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Integrated Development Plan 2021 / 2022 2021
MAYOR:
COUNCILLOR: SUSARAH NERO
TEL: 027 6528019 / FAX: 027 6528001 / CELL: 063 514 8101
E – MAIL: [email protected]
1.1 EXECUTIVE SUMMARY
The Integrated Development Plan (IDP) is the principal strategic planning instrument which guides and informs all planning budgeting, management and decision - making process in a municipality. The Local Government: Municipal System Act, No. 32.2000(MSA) mandates Municipalities to review Integrated Development Plans annually in accordance with an assessment of its performance measurements. Consequently this IDP review for 2019/20 was compiled in accordance with section 34 of the MSA. This 4th Generation IDP provides an overall key performance indicators as well as key performance areas that will serve as a basis for monitoring the Kamiesberg Local Municipality’s progress in rendering services to its communities. The IDP was reviewed in consultation with community stakeholders, and the provincial and national governments. The IDP should guide how the provincial and national sector departments allocate resources at local government level. The global economic downturn had an impact on local businesses, many of whom had down scale significantly or close down. Like the mining house De Beers in Koingnaas . Such closure implicate doubly on the municipality who often lose the rates and fees it charged the businesses as well as that of the resident employees who are unable to pay household rates and service fees. Sound financial management remains at the core to execute our service delivery priorities as stated in this 2020/21 IDP review. In light of the unemployment rate and socio economic changelings in Kamiesberg tough trade - offs had to made in developing an affordable and implementable Municipal Budget to fund this IDP review. The reality is that the development needs of our communities as articulated in this IDP review, exceeds the funding available to address all needs. The IDP has a five year cycle and within each year progressive strides are made to fund the implementation of the IDP. The financial sustainability of the municipality is a key priority and will remain so in the future. The Premier of the
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Northern Cape stated that the 6th Administration will spare no energy to ensure that additional resources are mobilise towards the realisation of the new urban agenda by our municipalities. Kamiesberg municipality shall strive to deliver quality services to all the people of the Kamiesberg, and to commit ourselves to performance excellence. However to do so we must work together as municipality and community stakeholders to achieved our common goal together. My sincere appreciation to Council, the administration and all external role players for your valued contribution to this 2021/22 IDP review.
LEGAL CONTENT OF INTEGRATED DEVELOPMENT PLAN (IDP).
The Constitution of the Republic of South Africa, together with Chapter 5 of the Municipal Systems Act, 2000 (Act 32 of 2000) had a substantial impact on the traditional role of Local Governments. In addition to providing municipal services, municipalities must (by law) now lead, manage and plan for development through a process of Integrated Development Planning. Municipalities are inter alias co-responsible to eradicate poverty, boost local economic development, creating jobs and generally to promote the process of reconstruction and development.
The Integrated Development Plan (IDP) is the product of the Integrated Development Planning process through which municipalities prepare a strategic development plan, for a five-year period.
The Municipal Systems Act, Act 32 of 2000 states in section 25 (1) “Each Municipal Council must, within a prescribed period after the start of its elected term, adopt a single, inclusive and strategic plan for the development of the municipality-which
a) Links, integrates and coordinates plans and takes into account proposals for the development of the municipality; b) Aligns the resources and capacity of the municipality with the implementation of the plan; c) Forms the policy framework and general basis on which budgets must be based; d) Complies with the provisions of this chapter and; and e) Is compatible with National and Provincial development plans and planning requirements binding on the municipality in terms of legislation.”
Section 26 of the System Act outlines the core components of the IDP, “an integrated development plan must reflect – a) The Municipal vision for the long term development of the municipality with special emphasis on the municipality's most critical development and internal transformation;
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b) An assessment of the existing level of development in the municipality, which must include an identification of communities which does not have access to basic services. c) The Councils development priorities and objectives for its elected term, including its local economic development aims and its internal transformation needs; d) The council’s development strategies which must be aligned to the with any National or provincial sectoral plans and planning requirements binding on the Municipality in terms of legislation; e) A spatial development framework which must include the provision of basic guidelines for a land use management system for the municipality; f) The council’s operational strategies g) Applicable disaster management plans; h) A financial plan, which must include a budget projection for at least the next three years; and key performance indicators and performance targets determined in terms of section 41.”
In addition, Section 27 speaks to drafting a district framework plan for the IDP, section 28 speaks to the IDP adoption process and section 29 describes the process to be followed.
The IDP is a municipality’s principal strategic planning instrument which deals with the most critical development needs and opportunities of the municipal area (external focus) as well as the most critical governance needs of the organization (internal focus )
1.2 NATIONAL AND PROVINCIAL PRIORITIES
STRATEGIC OBJECTIVE
The main objective for our municipality is to secure the integration of national and provincial initiatives and programmes in our IDP.
INTENDED OUTCOME
The effective implementation of all plans, initiatives depends on the desire of all of us to better the lives of all South Africans. Therefore continuous monitoring and evaluating to secure the best outcome is crucial.
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1.3 BILL OF RIGHTS
A Bill of Rights, sometimes called a Declaration of Rights or a Charter of Rights, is a list of the most important rights to the citizens of a country. The purpose is to protect those rights against infringements from public officials and private citizens. Bill of Right may be entrenched or un entrenched.
Chapter Two of the Constitution of South Africa contains the Bill of Rights, a human rights chapter that protect the civil, political and social – economic rights off all people in South Africa.
1.4 MILLENNIUM DEVELOPMENT GOALS
The Eighth Millennium Development Goals are:
Eradicate extreme poverty and hunger Achieve universal primary education Promote gender equality and empower woman Reduce child mortality Improve maternal health Combat HIV/AIDS, malaria, and other diseases Ensure environmental sustainability.
1.5 NATIONAL DEVELOPMENT PLAN
The National Development Plan aims to eliminate poverty and reduce inequality by 2030. According to the plan, South Africa can realise these goals by drawing on the energies of its people, growing an inclusive economy, building capabilities, enhancing the capacity of the state, and promoting leadership and partnerships throughout society.
1.6 NATIONAL GOVERNMENT OUTCOME 9
“Responsive, Accountable, Effective and Efficient Local Government System”
Output 1: Implement a differentiated approach to Municipal financing, planning and support.
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Output 2: Improving access to Basic Services. Output 3: Implementation of the Community Ward Programme. Output 4: Actions supportive of the Human Settlement Outcome. Output 5: Deepen democracy through a refined Ward Committee Model. Output 6: Administrative and Financial Capability Output 7: Single window of coordination.
1.7 INTEGRATED URBAN DEVELOPMENT FRAME WORK
The Integrated Urban Development Framework seeks to foster a shared understanding across government and society about how best to manage urbanisation and achieve the goals of economic development, job creation and improve living conditions.
Vision: Liveable, Safe , Resource – efficient cities and towns that are socially integrated , economically inclusive and globally competitive, where residents actively participate in Urban Life.
Goals: To achieved the IUDF’s transformative vision, four overall strategic goals are introduced: - Access - Growth - Governance - Spatial Transformation
1.8 IMPACT OF COVID 19
The Covid 19 pandemic has led to a dramatic loss of human life worldwide and presents at unprecedented challenge to public health, food systems and the world of work. The economic and social disruption caused by the pandemic is devastating: tens of millions of people are at risk of falling into extreme poverty, while the number of undernourished people, currently estimated at nearly 690 million, could increase by up to 132 million by the end of the near.
Millions of enterprises face an existential threat. Nearly half of the world’s 3.3 billion global work force are at risk losing their livelihoods. Informal economy workers are particularly vulnerable because the majority lack social protection and access to quality health care and have lost access to productive assets. Without the means to earn an income during lockdowns, many are unable to feed themselves and their families. For most, no income means no food, or, at best, less food and less nutritious food.
The pandemic has been affecting the entire food system and has laid bare its fragility. Border closures, trade restrictions and confinement measures have been preventing farmers from accessing markets, including for buying inputs and selling their produce, and agricultural workers
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Integrated Development Plan 2021 / 2022 2021 from harvesting crops, thus disrupting domestic and international food supply chains and reducing access to healthy, safe and diverse diets. The pandemic has decimated jobs and placed millions of livelihoods at risk. As breadwinners lose jobs, fall ill and die, the food security and nutrition of millions of women and men under threat, with those in low – income countries, particularly the most marginalized populations, which include small – scale farmers and indigenous peoples, being hardest hit.
Millions of agricultural workers – waged and self – employed – while feeding the world, regularly face high levels of working poverty, malnutrition and poor health, and suffer from a lack of safety and labour protection as well as other types of abuse. With low and irregular incomes and a lack of social support, many of them are spurred to continuing working, often in unsafe conditions, thus exposing themselves and their families to additional risk. Further, when experiencing income losses, they may resort to negative coping strategies, such as distress sale of assets, predatory loans or child labour.
In the COVID - 19 crisis food security, public health, employment and labour issues, in particular workers’ health and safety converge. Adhering to workplace safety and health practices and ensuring access to decent work and the protection of labour rights in all industries will be crucial in addressing the human dimension of the crisis. Immediate and purposeful action to save lives and livelihoods should include extending social protection towards universal health coverage and income support for those most affected.
Countries dealing with existing humanitarian crises or emergencies are particularly exposed to the effects of COVID - 19. Responding swiftly to the pandemic, while ensuring that humanitarian and recovery assistance reaches those most in need, is critical.
Now is the time for global solidarity and support, especially with the most vulnerable in our societies, particularly in the emerging and developing world. Only together can we overcome the intertwined health and social and economic impacts of the pandemic and prevent its escalation into a protracted humanitarian and food security catastrophe, with the potential loss of already achieved development goals.
We must rethink the future of our environment and tackle climate change and environmental degradation with ambition and urgency. Only then can we protect the health, livelihoods, food security and nutrition off all people, and ensure that our “new normal” is a better one.
The new normal requires that we must change our focus to information s technology, the availability of network services and the updating of our communications infrastructure. Virtual meetings have replaced face to face meetings which save time and money. Online learning is the current / latest method / mode of teaching therefore it is imperative that we invest in our youth.
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CHAPTER 2. PLANNING PROCESS
2.1 INSTITUTIONAL ARRANGEMENTS / ROLES AND RESPONSIBILITIES
The following institutions play’s a critical role in the Local Economic Environment, namely;
National Government Provincial Government District Municipality Local Municipality Civil Society
LED involves government, the private sector and civil society, local business, companies and people. It is not a specific action or programme, but occurs when a spectrum of stakeholders harness their individual resources and ideas to strive for a better economic status within a locality.
2.1.1 NATIONAL GOVERNMENT
Specific line functions are concerned with delivering public services directly to the public.
Line Function Departments Order & Protection Service Foreign Affairs Internal / Home Affairs Military Defence Policing Administration of Justice Imprisonment Social Welfare Functions Public Health Social Security Education & Training Public Housing Sports & Recreation Cultural Affairs Economic Welfare Functions Regulation of the Economy Stimulation of Economic Development Financing of Economic Enterprises Staff Functions Financial Services Personal Services Office and Secretarial Services Legal Advisory Services Accounting & Auditing Services
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Mandated LED functions on National Government level include:
Co – ordinate and align support to municipalities for LED through their IDP processes Maintain strong inter – governmental relationships and institutions Provide support to municipalities to implement their developmental mandate Monitor the outcomes and impact of municipal – led LED activities
2.1.2 PROVINCIAL GOVERNMENT
National and Provincial Government’s Role:
Promote environmental awareness Enforce compliance with environmental legislation Enforce compliance with business related legislation ( e.g. BBBEE Act, Employment Equity Act, Skills Development Act, ) Ensure public access to information Developed districted based plans for provincial and national functions e.g. education, public transport, health, roads communication etc. Market the region through provincial institutions Ensure visible policing and crime prevention Address housing backlog Address agriculture sector needs for subsidies and further protection
Mandated LED functions on Provincial Government Level:
Strengthen and support the capacity of local government Align LED initiatives with national and local priorities Make available financial and technical resources to implement and sustained LED Monitor and Evaluate the impact of LED initiatives provincially Share information regular between stakeholders.
2.1.3 DISTRIT MUNICIPALITY
District Municipalities are better positioned to provide a coordinating and supporting role to the local municipalities within their broad geographic areas. Their roles include:
Manage and monitor implementation of the Growth and Development Strategy Facilitate district wide spatial and sector planning Inter – governmental and state owned enterprise alignment Environmental promotion Marketing and Branding etc.
Mandated LED Functions on District Government Level
Plan and co – ordinate LED strategies within the framework of their IDP Identify Lead LED sectors that can kick - start development within districts Identify resources availability Promote joint marketing , purchasing and production activities
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2.1.4 Local Municipality
The Local Municipality’s role includes:
Service delivery within national time – frames Provide, manage and maintain bulk infrastructure & assets Revise municipal policies and by – laws Undertake proper planning and zoning in all communities Manage internal business processes efficiently
In promoting the local economy , the primary focus of municipalities should be upon the:
Provision of infrastructure and quality and reliable services Managing spatial policies Land – use regulations and development applications Managing service tariffs policies Marketing the territory Managing a progressive property tax system
2.2 IDP STEERING COMMITTEE
Consist of Municipal Manager, Senior Management and Senior IDP Official.
Its role is to:
Refinement and quality check of IDP document to ensure compliance with legislation.
To provide technical assistance to the Mayor in discharging the responsibilities set out in Section 53 of the MFMA
2.3 IDP REPRESENTATIVE FORUM
The rep forum provide an organisational mechanism for discussion, negotiation and decision making between stakeholders.
Compromise of the Mayor, Councillors, Ward Committees, Municipal Manager and Senior Managers, representatives of various sectors, NGO’s , Government Departments and specialised community members.
Represent the interest of their constituencies in the IDP process
Monitors the performance of the planning and implementation process.
2.4 PROCESS OVERVIEW 2.4.1 PREPARATION FOR THE PROCESS
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2.4.2 PHASE 1: ANALYSIS 2.4.3PHASE 2: STRATEGIES 2.4.4 PHASE 3: PROJECTS 2.4.5 PHASE 4: INTEGRATION 2.4.6 PHASE 5: APPROVAL A. PROCESS FOLLOWED TO DEVELOP THE IDP SUMMARY of the PROCESS PLAN
Table of Contents 1. Introduction ...... 2. Legal Framework - IDP and Budget Process Plan ...... 3. Purpose of and reporting against the IDP and Budget Process Plan ...... 4. Mediums / Methods of informing stakeholders in the IDP and Budget process ...... 5. Roles and Responsibilities ...... 6. Table 1: Roles and Responsibilities within the municipality ...... 7. Table 2: Distribution of roles and responsibilities between the municipality and external role players ...... 8. KAMIESBERG MUNICIPALITY ...... 2021 / 2022 IDP AND BUDGET PROCESS TIME-SCHEDULE......
1. Introduction
The Integrated Development Plan (IDP) is the municipality’s principal strategic planning document. The IDP articulates to the community projects the current council will be targeting to achieve during its 5 year term.
It is therefore important that the IDP demonstrates how the municipalities’ projects, programmes and activities are coordinated and integrated, both internally between directorates and externally between stakeholders, vested interest groups and other spheres of government. The IDP must ultimately enhance integrated service delivery and development and promote a sustainable, integrated community in the municipality. The IDP provides a view of the complete basket of services which the municipality provides, bearing in mind that communities cannot be developed in a fragmented manner. The priorities identified in the IDP ultimately become the key strategic plan of the municipality and inform the financial planning and budgeting process to be undertaken.
This document discusses and outlines the activities which the municipality will undertake to review the existing IDP and budget, and development of the 2021 / 2022 IDP review, Budget and Service Delivery and Budget Implementation Plan (SDBIP). It is fundamental that citizen involvement is increased through municipal driven structures such as Ward Committees and various representative forums. The document sets-out how the municipality intends to engage the community during the upcoming budget process. It is important to bear in mind that the end result
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Integrated Development Plan 2021 / 2022 2021 of the IDP process is not only to produce an updated IDP document, Budget and SDBIP but the actual implementation of projects and service delivery which will ultimately improve the conditions in which the people of Kamiesberg Municipality live daily. This document is the municipal council’s policy tool to guide the administration and council on when what must take place to ensure a credible and relevant budget process.
2. Legal Framework - IDP and Budget Process Plan1
Section 28(1) of the Municipal System Act, (Act 32 of 2000) (the MSA) requires the municipal council to adopt a process, in writing, to guide the planning, drafting and review of its IDP. Sections 21 and 53 of the MFMA make the Mayor of the municipality responsible to co-ordinate and integrate the processes of (i) preparing the annual budget and SDBIP and (ii) reviewing the IDP. The MFMA requires that the Mayor tables the time schedule outlining the key activities in the budget process to Council for approval. This must annually be completed by the latest on 31 August of each year (at least ten (10) months before the start of the budget year). The budget process plan, immediately after its approval must be submitted in hard and electronic copies to:
the National Treasury ([email protected]); the Northern Cape provincial treasury ([email protected]) ; and the Department of Cooperative Government and Traditional Affairs (COGTA).
This document outlines the programme Kamiesberg Municipality will follow during 2017/18 and provides detail on the issues required in the MSA and MFMA. A process plan must include the following:
A programme specifying time-frames for the different steps;
1 To ensure minimum quality standards during the IDP process and a proper coordination between and within the spheres of government, the preparation of the planning process is regulated by the MSA. Section 28 of the MSA stipulates that; Each Municipal Council must adopt a process, in writing, to guide the planning, drafting, adoption and review of the IDP. The municipality must through appropriate mechanisms, processes and procedures established in terms of Chapter 4, consult the local community before adopting the process. A municipality must give notice to the local community of particulars of the process it intends to follow.
Section 29(1) of the MSA requires that the process must;
be in accordance with a predetermined programme specifying timeframes for the different steps;
through appropriate mechanisms, processes and procedures allow for the local community to be consulted on its development needs and priorities, allow the local community to participate in the drafting of the IDP, and allow organs of state, including traditional authorities, and other role players to be identified and consulted on the drafting of the IDP; provide for the identification of all plans and planning requirements binding on the municipality in terms of national and provincial legislation.
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Outline mechanisms, processes and procedures for consultation of the community, organs of state, traditional authorities and role-players; A consultation process for price increases of bulk resources (water, electricity, etc.); Identify all plans and planning requirements binding on the municipality; Be consistent with any other matters prescribed by legislation.
3. Purpose of and reporting against the IDP and Budget Process Plan
The purpose of the process plan is to indicate the various planned activities, strategies and timeframes to compile the IDP for the five year cycle, the budget for 2018/2019 and the two outer years including the SDBIP.
The process plan aims to ensure integration and alignment between the IDP, Budget and SDBIP, thereby ensuring the development of an IDP based Budget. It fulfils the role of a business plan or an operational framework for the IDP outlining the manner in which the IDP process will be undertaken. In addition, it identifies the activities in the process around the key statutory annual operational processes in the budget, SDBIP and IDP compilation, performance management implementation and the adoption of the municipality’s annual report.
The IDP and Budget processes are two distinct but integrally linked processes which must be coordinated to ensure that the IDP and budget related policies and the final budget and SDBIP are consistent and credible.
Experience has taught us that deviation from the approved time schedule may occur due to unforeseen events and circumstances which are beyond the control of the municipal council and the administration. This may require adjustment to the timeframes to ensure that the execution of the process remains practical and that all legislative requirements are adhered to.
4. Mediums / Methods of informing stakeholders in the IDP and Budget process The following mediums/methods can be used to inform or communicate to stakeholders at any point in time during the process:
. Road shows and meetings . Newspaper Publications . Flyers, Posters and Pamphlets . Ward Committee meetings . CDW involvement – To give feedback/information 5. Roles and Responsibilities
One of the prerequisites of a well organised IDP process is for all role players to be fully aware of their own as well as other role player’s responsibilities. Tables 1 and 2 below outline a brief description thereof.
6. Table 1: Roles and Responsibilities within the municipality ROLE PLAYERS ROLES AND RESPONSIBILITIES Approve and adopt the process and framework plans as well as Council IDP and budget
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Monitor the implementation and approve any amendments of the plan when necessary. Consider the IDP and Budget timetable and Process Plan and submit to Council for approval annually by latest 31 August. Overall political guidance, management, coordination and monitoring of the IDP and budget process (MFMA section 53). Establish a budget steering committee as envisaged in the Municipal Budget and Reporting Regulations (MBRR) (Regulation 4). Chair the budget steering committee. Assign and delegate responsibilities in this regard to the Municipal Manager. Submit the draft IDP, budget and SDBIP to Council for Mayor and Finance community consultation and approval. Committee Submit final IDP and Budget to Council for adoption. The Mayor must approve the final SDBIP within 28 days after the approval of the budget. Co-ordinate plans and timetables for the Budget. Exercise close oversight on the IDP, Budget and SDBIP preparation. Ensure and drives political engagement with the province and national departments on unfunded or under-funded mandates. Escalate community priorities and requests (relating to national and/ or provincial mandates) formally, in writing, to the relevant national/ provincial organs of state – follow-up and coordinate that feedback to the community is provided. Form a link between the municipality and residents. Link the IDP, Budget and SDBIP process to their respective Wards. Assist in the organising of public consultation and participation. Explain and engage the community during the process. Monitor the implementation of the IDP, budget and SDBIP with Ward Councillors / respect to their particular wards. Ward Committees Encourage residents to take part in the IDP process. Provide feedback to the community during and AFTER APPROVAL of the IDP, budget and SDBIP. Especially on community priorities that could not be accommodated and the reasons for such, including when or how it will be addressed in future. Managing and coordinate the entire IDP process as assigned by the Mayor. Fulfil the duties of Accounting Officer as set out in Sections 68 and 69 of the MFMA, Act 56 of 2003. Ensure that the budget is prepared in the prescribed format and Municipal Manager includes the minimum prescribed information and in the sequence prescribed (MFMA and Municipal Budget and Reporting Regulations (MBRR)). Certifies and signs-off that the budget does meet the minimum quality and content requirements (MFMA and MBRR). IDP Office Prepare IDP process plan and monitor the timeously
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implementation thereof. Day to day management and coordination of the IDP process. Ensure stakeholder engagement in the IDP process by organising and setting up meetings for engagement. Ensure that the IDP process is participatory and that planning is ward-based oriented. Respond to public and MEC comments on Draft IDP. Compilation of a comprehensive IDP document that complies with all legislator requirements. .Amend the IDP document in accordance with the comments of the MEC. Assist the Speaker to coordinate the process of establishing ward committees. Responsible for logistical arrangements pertaining to ward committee meetings. The responsibility to meet regularly with the ward committees to ensure appropriate communication with the communities through the ward committee structure. The responsibility to ensure that representations made through the ward committees and ward councillors are channelled to the appropriate structures/functionaries for further attention/information. To provide the administrative support to ward committees. To coordinate within the administration and prepare a consolidated formal document of the community needs/ requests (relating to national/ provincial mandates) that arose during community engagements. This must be provided to the Mayor for escalation to national/ provincial organs of state. Provide relevant technical, sector and financial information analysis. Provide technical expertise in consideration and finalisation of strategies and identification of projects. Head of Departments Provide departmental, operational and capital budgetary information. Preparation of project proposals, integration of projects and sector programmes. Refinement and quality check of IDP document to ensure compliance with legislation. Consist of Municipal Manager, Senior Management/Directors, IDP – Steering IDP Manager/Office, and Speaker. Committee To provide technical assistance to the mayor in discharging the And/or responsibilities set out in Section 53 of the MFMA. Budget – Steering Consist of the portfolio Councillor for Financial matters, the Committee Municipal Manager, Chief Financial Officer, Senior
Managers/Directors and any technical experts on infrastructure, the manager responsible for budgeting and manager responsible for planning. Provide an organisational mechanism for discussion, negotiation IDP Representative and decision making between stakeholders. Forum Represents the interest of their constituencies in the IDP process.
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Monitors the performance of the planning and implementation process. Comprises of the Mayor, Councillors, Ward Committees, Municipal Manager, Directors, representatives of various sectors, NGO’s, Government Departments and specialised community members.
7. Table 2: Distribution of roles and responsibilities between the municipality and external role players ROLE PLAYERS ROLES AND RESPONSIBILITIES Approve the IDP, budget and SDBIP. Undertake the overall planning, management and coordination of the IDP and budget process. Kamiesberg Consider comments of the MEC’s for local government and Municipality finance, the National Treasury and/ or provincial treasury and other national and/ or provincial organs of state on the IDP, budget and SDBIP and adjust if necessary. Ensure linkage between the Budget. SDBIP and IDP. Represents interest and contributes knowledge and ideas in the Local Residents, IDP process by participating in and through the ward Communities and committees. Stakeholders Keep constituencies informed on IDP activities and outcomes. Ensure alignment of the IDP between the municipality and the district municipality (Integrated District and Local Planning). Namakwa District Preparation of joint strategy workshops between municipality, Municipality provincial and national government. Ensure horizontal alignment of the IDP between the municipality and the District municipality. Ensuring vertical and sector alignment between provincial sector departments/ provincial strategic plans and the IDP process at local/district level. Ensure efficient financial management of Provincial grants. Provincial Monitor the IDP and budget progress. Government Assist municipalities in compiling the IDP and budget. Coordinate and manage the MEC’s assessment of the IDP. Provincial Treasury must provide views and comments on the draft budget and any budget-related policies and documentation for consideration by council when tabling the budget. Conduct Medium Term Revenue and Expenditure Framework (MTREF) budget and IDP assessments. Contribute sector expertise and knowledge. Sector Departments Provide sector plans and programmes for inclusion in the IDP and budget. National Treasury issues MFMA Circulars and guidelines on the manner in which municipal councils should process their annual National budgets, including guidelines on the formation of a committee of Government the council to consider the budget (Section 23(3) of the MFMA). National Treasury issues guidance and provide support to the
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provincial treasury to assess the budget, SDBIP and integrations/ links of the budget with the IDP.
2.5 COMMUNITY PARTICIPATION
This is a high priority for Kamiesberg Municipality. Public participation takes place regarding the integrated development plan, budget process community meetings and ward committee meetings. The public is also engaged in project steering committees. We established a Communication Forum and a Communication Strategy way back in 2007 with the support of GCIS. Our challenge is effective participation especially in our performance management system. Our strategy to achieve effective participation is to appoint a service provider who can develop simple literature around budgeting, performance management, IDP etc and to workshop the communities around these issues to better understand their role with regards to these issues. Our ward committees are in place and functional. The CDW’s give their cooperation in most cases. Monitoring of the CDW’s must improve. Either the minutes or attendance registers for community participation in the development of the budget are attached as proof of public participation. Participation of our white community in the IDP and budget processes is very poor. Most of the sector departments do not give timeous feedback in terms of the development of our IDP. Our next round of consultation meetings regarding the review processes of the Budget and IDP will be during October / November 2021 and January / February 2022.
We participate in several engagement sections, listed below, with various sector departments to strengthen our inter governmental relation for the better of communities.
We also work closely with NGO’s in our area like Conservation South Africa with which we have an agreement about the management of our commonage.
Human Resource Forum
SPLUMA Forum
District Municipal Planning Tribunal
Spatial Development Framework Forum
District Joint Operation Centre Meeting
Provincial Coastal Committee
Municipal Coastal Committee
Project Advisory Committee
District Project Management Unit
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Waste Management Meeting
Disaster Management Meeting
MM Forum
CFO Forum
Intern Forum
IGR Meeting ( Political and Technical )
Audit Committee Meeting
2.6 GOVERNANCE
Full Council
Municipal Public Accounts Commitee
Finance Infrastructure &Administration &Development
Committee Committee
COUNCILLORS
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Mayor: Susarah C Nero (Councillor Ward 3)
Leonard Petersen (Councillor Ward 1) Magdalene C Rooi(Councillor Ward 2 )
Mervin J Cloete (Councilor Ward 4 ) ( Marietjie Hanekom Proportional: DA)
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( Angeline Engelbrecht: Proportional: DA )
Hendrik Steenkamp (Proportional : EEF )
Finance and Administration Committee Susarah C Nero (Chairperson) H Steenkamp M C Rooi M Hanekom
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Infrastructure and Development Committee Mr L Petersen (Chairperson) Mr Mervin J Cloete A Engelbrecht
2.7 ADMINISTRATION GOVERNANCE
The Municipal Manager is the accounting Officer of the Municipality. He serves as chief custodian of service delivery and implementation of political priorities.
The Kamiesberg Municipality is structured in three (3) departments namely:
Finance Infrastructure Corporate and Local Economic Development
Top Administrative Structure
Municipal Manager Rufus C Beukes
Section 54 appointment
Functions
Strategic planning Municipal Management Internal Audit Financial management
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Risk Management Performance Management Public Relations
Manager Local Economic and Corporate Services Vacant (Temporary filled since January 2020) Gustav Von Mollendorf
Section 56 Appointment
Functions
General Administration Secretariat Legal Matters Human Resource and Labour Relations Law Enforcement Capacity building in the Municipality (s51 of the MSA) By-laws Municipal Planning Trading regulations Billboards and the display of advertisements in public places Control of public nuisances
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Control of undertakings that sell liquor to the public Records Management Municipal Property Management Town Planning Libraries Cleaning Services Messenger Services Ocupational Health an Safety Committee & Council Support ITC Technology Environmental Management Coastal Management SMME’s Commonage Management Human Settlements Integrated Development Plan Pounds Beaches and amusement facilities Fencing and fences Local sport facilities Municipal parks and recreation Local Tourism Local Economic Development
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Manager: Chief Financial Officer Tumelo Diphokoje
Section 56 appointment
Functions
Budget: Planning, monitoring and reporting Revenue Management Expenditure Management Supply Chain Management Payroll Management Insurance Valuations Contract Management Asset Management
Manager: Head of Technical Services
Heinrich Cloete Section 56 appointment FUNCTIONS
Water Services Management Sewer & Sanitation Management Storm Water Management Disaster Management Roads Waste Management & Cleansing Building Control Electrical Services Fleet Management
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Cemetries, funeral parlours and crematoria Building regulations & Rescue
2.8 INTERGOVERNMENTAL RELATIONS
All spheres of government and all organs of state within each sphere must co-operate with one another in terms of the Constitution of South Africa.
Intergovernmental Structures
To adhere to the principles of the Consitution the municipality participate in the following intergovernmental structures :
PROVICIAL INTERGOVERNMENTAL STRUCTURES
Provincial CFO Forum Provincial IDP Engagement RBPAC Forum MIG Engagement Blue and Green Drop Sessions LGTAs HR.SDF Forum Internship Assessment DISTRICT INTERGOVERNMENTAL STRUCTURES
District Technical IGR District Political IGR District Area Finance Forum District PMU District Health Forum District EPWP Forum District Audit Committee Meetings Shared Services
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2.9 PUBLIC ACCOUNTABILITY AND PARTICIPATION
Section 16 of the municipal Systems Act states that a municipality must develop a culture of municipal governance that complements formal representative government with a system of participatory governance. For this purpose, it must encourage and create conditions for the local community to participate in the affairs of the community. Such participation is required in terms of: The preparation and implementation of the IDP;
Preparation of the municipal budget;
Establishment, implementation and review of the performance management system and
Monitoring and review of the performance, including the outcomes and impact of such performance.
2.10 IDP ENGAGEMENT REPORT BY THE MEC
2.11 SECTION 79 PORTFOLIO COMMITTEES
Councilor Capacity Ward Representing or Political Committee Allocated proportional Party Mervin J Cloete Councilor Ward4: (District ANC Infrastructure and Development Representative) Kamassies,Rooifontein,Nouri vier,Leliefontein and Paulshoek Susarah C Nero Councilor Ward 3 (Mayor) ANC Finance and Administration Kharkams,Tweerivier and Kheis Leonard E Councilor Ward 1: ANC Infrastructure and Development Petersen Hondeklipbaai,Koingnaas, Soebatsfon tein,Spoegrivier and Kamieskroon Magdalene C Councilor Ward 2: ANC Infrastructure and Development Rooi Garies,Klipfontein and Lepelfontein Marietjie Councilor PR DA-PR Finance and Administration Hanekom
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Angeline Councilor PR DA -PR Infrastructure and Development Engelbrecht Hendrik Councilor PR EFF – Finance and Administration Steenkamp PR
2.12 MUNICIPAL PUBLIC ACCOUNTS
Municipal Public Accounts Committee (MPAC) To exercise oversight over the executive functionaries of council and to ensure good governance in the municipality. This committee was not functional for this financial year therefore the Oversight Report on the previous year Annual Report was done by the District MPAC.
2.13 WARD COMMITTES
Ward committees have been established in all four wards of the Kamiesberg Municipal Area. These ward committees comprise of geographical as well as sector representatives in communities and are regarded as the statutory consultative forum in the public participation process of the IDP review. The respective ward Councillor is automatically the chairperson of the ward committee and quarterly meetings keep the community informed of all municipal related matters. It is also incumbent on ward committee members to regularly interact with their constituencies and ensure maximum participation in all planning processes of Kamiesberg Municipality. The Ward Committees have an opportunity to consider items on the formal Council agenda which have a direct bearing on their specific areas. The functioning of the ward committees remains a challenge that will be addressed through training and capacity building.
Ward Information
WARD 1
Name of Town Councillor Ward Committee Members
Geraldine Fortuin
HONDEKLIP BAY George Strauss
Piet Claasen
Soebatsfontein Adriana Steenkamp
Councillor: Magrieta Lewis
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Spoegrivier Leonard Jacobus Lewis Peterson Gerald Engelbrecht ( ANC ) Janilee van der Byl
Kamieskroon Rochel Smit
Cornelius Pieriga
Koiingnas VACANT
WARD 2
Name of Town Councillor Ward Committee Member
Garies Derrick R Maarman
Jane Adams
Vacant Abraham Koordom
Klipfontein Councillor: Sanna Cloete
Magdalene C Willie Klaase Rooi Lepelfontein Antjie Jass ( ANC ) Eva Owies
Rachel G C Cloete
WARD 3
Name of Town Councillor Ward Committee Member
Kharkams Johanna Stewe
Cathleen Cupido
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Geraldine Links
Denver Vos
Tweerivier Christina Klaase
Councillor: Valerie Cloete Susarah C Nero Rolanda Cloete Kheis ( ANC ) Stella Williams George Sias
Vacant
WARD 4
Name of Town Councillor Ward Committee Member
Kamassies Johanna Beukes
Denvira Donkerman
Rooifontein Belinda Meissenheimer
Simon Beukes
Nourivier Councillor: Lilian Brandt Mervin J Cloete Susanna Joseph Leliefontein ( ANC ) Doughlas Engelbrecht Gerrit Brandt
Paulshoek Cornelius Brandt
Marline Joseph
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2.14 COMMUNITY DEVELOPMENT WORKERS
We have 9 CDW’s and they are situated as follows:
Ward 1: 3 ( Hondekklipbaai, Kamieskroon and Spoegrivier )
Ward 2: 2 ( Garies and Klipfontein )
Ward 3: 2 ( Kharkams and Kheis )
Ward 4: 2 ( Rooifontein and Nourivier )
2.15 COMMUNITY WORK PROGRAMME
This programme is since 2015 / 16 year in Kamiesberg and it contributes hugely to address our service delivery challenges.
General work activities.
Agriculture - Clean ups of public spaces, rivers and canals - Clearing of bush and overgrown areas, soil rehabilitation - Maintenance of community and homestead gardens. - Making of community and homestead gardens - Planting and maintaining trees - Compost heaps, nursery, seedlings planting and maintained.
Community Services - Repairing water connections, pipes and sanitation facilities - Making or repairing access roads and pavements - Street and road cleaning
Construction - Fencing community or homestead gardens, schools, clinics, community halls etc. - Repairs to dongas - Repairs to vulnerable homes
Education - Assistance in classrooms, crèches, ECD centres - Cleaning of school facilities - School awareness campaigns
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Health and Social - Assistance at orphanages, old ages homes, hospitals etc - Home – Based Care - Preparing and distribution of meals - Arts and crafts
Until date of this report the programme have 384 participants plus 184 new recruits. The programmes target is reach a 1000 participants.
2.16 MAYORAL OUTREACH PROGRAMMES
During March 2020, since the outbreak of the Covid19 outbreak within South Africa, and the follow up lockdown situation of the country, special programmes of the political unit has stopped.
The office of the Mayor was however still campaigns about Covid19 part of social relief programmes as well as awareness.
Relief activities that were driven by the office included:
Food parcels to the needy in different towns of the Municipal area Water tanks Toiletries for high school learners in need Worked closely with Dept. of Social Development for the distribution of food parcels to towns in the municipal area.
2.17 POWERS AND FUNCTIONS OF KAMIESBERG MUNICIPALITY
INTRODUCTION AND PURPOSE
In practice the IDP is a comprehensive strategic business plan for the Municipality over the short and medium term. According to the Municipal Systems Act, every Council has to prepare its own IDP which will guide them for the five years that they are in office. The IDP is therefore linked to the term of office of councilors. The IDP should be reviewed annually and is the principal strategic planning instrument that guides and informs all planning, budgeting, management and decision-making in a municipality. It is a tool for bridging the gap between the current reality and the vision of satisfying the needs of the whole community in an equitable and sustainable manner. Integrated development planning will enable
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municipalities to develop strategic policy capacity to mobilize resources and to target their activities. The purpose of integrated development planning is faster and more appropriate delivery of services and providing a framework for economic and social development in a municipality. A range of links exist between integrated development planning and its developmental outcomes, which have great relevance, in particular in a context of financial crisis of municipalities, urgency of service delivery, and employment generation. Integrated development planning can contribute towards eradicating the development legacy of the past, making the notion of developmental local government work and fostering co-operative governance. Therefore, the Kamiesberg Local Municipality’s 4’th generation Integrated Development Plan (IDP) provides a framework to guide the municipality’s planning and budget over the course of a set legislative time frame. The IDP seeks to support sustainable development of the municipal area and its communities through integration and balancing of the economic, ecological and social factors which influence development.
2.18 DISTRICT DEVELOPMENT MODEL( DDM )
2.18.1 What is the District Development Model?
It is an operational model for improving Cooperative Governance aimed at building a Capable, Ethical Developmental State.
ALL OF GOVERNMENT AND SOCIETY APPROACHED – A method by which all three spheres of government and state entities work in unison in an impact – orientated way, where there is higher performance and accountability for coherent and effective service delivery and development outcomes.
Influences SPATIALISATION and REPRIORITISATION of Government Planning, Budgeting, Implementation and Reporting in relation to jointly agreed outcomes and commitments in the District and Metropolitan Spaces.
Expresses Jointly agreed outcomes and commitments as an IG Plan or whole of Government plan ( ONE PLAN ) in relation to each space over short, medium and long – term.
2.18.2 What problems are DDM trying to solve?
a) Lack of Coherence - Planning and Budgeting - Implementation across govt
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b) Poor Inter – Sphere Collaboration - Weak sector department involvement in IDP’s - GDS & SDF not having broad buy – in
c) Deficient Strategic Focus of Plans - No real long – term approach - Limited localisation of NDP & MTSF
d) IGR Mechanisms not fully utilised - Poor Integration - No coherent performance management
e) No Real Joint Planning – Need for shift from alignment - Fragmented plans across government
2.21 Relationship Between the IDP and One Plan
2.21.(a) What is the One Plan
It is an Intergovernmental Plan setting out a long – term strategic framework to guide investment and delivery in relation to a specific district or metropolitan space.
It is a collaboratively produced by all three spheres of government ( “Co – Created” ) informed by Existing Plans of all three spheres og government.
It confirms what is in Existing Plans, refines as necessary and identifies key strategic gaps/issues. It expresses IG agreement, alignment and commitments and is therefore not a detailed development plan.
Adopted collectively by all three spheres of government and stakeholders as an IGR and Social Compact:
Shared understanding of the space Agreement on priorities Common vision and measurable outcomes Targets and Commitments
Demographic and District Profile
One Governance and Financial Management
Integrated Services Provisioning
Plan Infrastructure Engineering
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Special Restructuring
Economic Positioning
DISTRICT DEVELOPMENT MODEL ROAD MAP ( 7 STAGE PROCESS )
One Plan Formulation Adoption Implementation O
District/Metro Profiles Spending Need) vs Gap Analysis ( State DiagnosticStudy Vision Setting Strategy Formulation Commitments Implementation Draft One Plan Adoption 25 Year Plan Monitoring & Review Implementation
Stage2 1month Stage3 2months Stage4 2month Stage5 1month Stage6 1 month Ongoing cycle Stage7
Stage 1
1 – 2 months diagnostic study
1 – 2 m
Step 4 Step 5 Step 6 Step 8 Step 9 Step 10 Step 1 – 3
-
7
Shared understanding
Reprioritisation
Municipalities: GDs, IDP,SDF LED, Infrastructure Plans & Budgets
National, Provincial Government, State Entities: MTFS, Departmental
Strategic Plans, APPS & Budgets
2.18.3 (B) RELATIONSHIP BETWEEN THE IDP AND ONE PLAN
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ONE PLAN ( LONG TERM 30 – YEARS ) IDP ( MEDIUM TERM – 5 YEARS ) Long term vision of the district area of impact Determine how the long – term vision, goals and common understanding of goals and and objectives contributes towards addressing objectives amongst stakeholders in the district challenges at a local level by directing actions area. and interventions towards the vision. Long term vision expressed in policy and long Implementation of short to medium term range plans across all spheres of government service delivery programmes and projects ,i.e NDP, PGDS, NSDF, PSDF, DSDF, etc. informed by the MTSF, municipal SDF’s, sectoral / master plans and long term financial strategies. Determines government – wide key Address municipal strategies, Council development strategies and priorities to be development priorities / objectives and addressed. community needs. Conceptualisation of the desired future and Plans implemented by municipalities and results ( outcomes and impact ) to be achieved departments respond directly to the desired by the district area in the long term. outcomes and impacts. Spatially referenced plans and budgets at Focus on implementation of immediate service district and metro level with emphasis on long delivery interventions and priority projects in – term catalytic programmes and interventions the One Plan. to unlock development potential.
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CHAPTER 3: CURRENT SITUATION
3.1 DEMOGRAPHY
Area: 14 210km². The Kamiesberg Local Municipality is a Category B municipality situated within the Namakwa District in the Northern Cape Province. It is one of the smaller municipalities of the six that make up the district. Kamiesberg Local Municipality provides services to 16 small towns – Kamassies Rooifontein, Nourivier, Leliefontein, Paulshoek, Kamieskroon, Kharkams, Tweervier, Koiingnaas, Kheis, Soebatsfontein, Spoegrivier, Klipfontein, Garies, Hondeklipbaai and Lepelfontein. The nearest business centre is Springbok 120km away. The municipality spans three topographic zones: from the sandy coastal lowlands (Sandveld) to the mountainous central Kamiesberg escarpment (Hardveld), and to the eastern plateau of Bushmanland. There are no perennial rivers in the area. Water is obtained from subterranean sources. Some of the water is pumped up by windmills, but most of the water to the communal areas comes from natural springs. Many of these springs are semi-perennial and the salt content of the water can vary from year to year, causing problems. Four main types of vegetation are found in the area: Mountain Renosterveld, Succulent Karoo, False Succulent Karoo and Namaqualand Broken Veld. However, overall plant life is in a deteriorating state and non-edible, undesirable and poisonous vegetation is taking over.
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Wards
The municipality is structured into the following 4 Wards
Ward Towns 1 Koiingnaas,Hondeklipbaai,Soebatsfontein,Spoegrivier and Kamieskroon
2 Garies, Lepelfontein and Klipfontein
3 Kharkams,Tweerivier and Kheis
4 Kamassies,Rooifontein,Nourivier,Leliefontein and Paulshoek
Leliefontein is a village in the Kamiesberg Mountains, 18 miles (29 km) south-east of Kamieskroon, Leliefontein was established in 1816 by Reverend Barnabas Shaw, a Wesleyan missionary. The mission was established on a farm awarded to the Namaquas by the Dutch governor Rijk Tulbagh. It is probably named after the many white Lilies found in the area.
It was the site of the 1902 Leliefontein massacre, during the final stages of the Second Anglo- Boer War.
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GARIES
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Garies is small agricultural center situated in the Northern Cape Province about 120km south of Springbok .Garies is a Nama (a Khoisan tribe )name ,also spelt as th’aries and xaris .It is right on the N7 and thus easily serves as a journey breather or 'not-quite-halfway' mark for those on the road between Cape Town and Namibia. It lies in the heart of the Namaqualand and makes an excellent base for those exploring the spring flowers. The sheer lavishness of blossoms during spring, after good rains, draw visitors to this part of the Namaqualand from around the world. The area has the richest succulent flora in the world, about one third of the world’s approximately 10’000 succulent species. Nearly 40% of the species are endemic. The area has 1200different plant species, hundreds of which are only found in Namaqualand and also 150 bird species. The Namaqualand Flower Trail Run, a 20km loop on the Roodebergkloof Trail starts just north of Garies, with a rather tough 12km ascent to the summit of the Rooiberg.Include Letterklip (alphabet stone), something of a stone fortress used during the South African War.
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HONDEKLIPBAAI
Hondeklip Bay or Hondeklipbaai as it is known in Afrikaans is a small, picturesque village on the West Coast of Namaqualand and lies about 95 km South West of Springbok. Nestled between the Namaqua National Park and the South Atlantic Ocean, Hondeklip Bay can be reached by different routes, the Messelpad, The Wildeperdehoekpas, through Soebatsfontein, or Kamieskroon, or from Garies. Hondeklip Bay was formerly a favoured holiday destination for fishermen, divers and farmers. Nowadays, holiday makers from all over the country enjoy their holidays here. During the flower season, Hondeklip Bay is spectacular to behold with all the orange and yellow flowers blooming towards the sun.
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KOIINGNAAS
Koiingnaas is a small town some 110km from Garies. Since 2015/16 Koiingnaas form part of the Kamiesberg Local Municipality. The Town was first part of the Namakwa Districts Municipality. Established in 1970, Koiingnaas was once a flourishing diamond –mining town, but after De Beers departed the population has fallen rapidly from its peak of about 1000 inhabitants to approximately 105, according to the Census taken in 2011.Koiingnaas is in a restricted area and
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Integrated Development Plan 2021 / 2022 2021 visitors need to fill in a register and present an ID at the gate office. A gravel road leads to this small mining town. There are also two general grocery stores and library services at the Municipal building. The clinic is currently not in use. The community make use of the health services at the Hondeklipbaai clinic. There are no schools, the community either make use of Home based education or the schools in Hondeklipbaai or Kleinzee.
KAMIESKROON
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Kamieskroon was founded in 1924, when the Dutch Reformed Church bought the land to relocate from Bowesdorp, 8 km to the north of the current location of the town. The move was forced by a shortage of water and restricted space for the growth of the town. Kamieskroon is located at the foot of the "Kroon" (Afrikaans, meaning Crown), a small koppie that resembles the crown of a king and is near Sneeukop, the second highest peak in Namaqualand. Also located close to Kamieskroon is Boesmankop, a mountain that resembles a Boesman (Bushman or San) lying on his back.
This small town in the Kamiesberg Local Municipality, lying in the foothills of the Kamiesberge at an elevation of approximately 800 m (2 600 ft.). The town is more or less in the center of Namaqualand, about 70 km to the south of Springbok . It is known mainly for its abundance of wild flowers during spring.
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KHARKAMS
Kharkams village represents, in many ways, the typical village in Kamiesberg. Electricity reached the village in 1999 and water is available in nearly every house. Kharkams has a Combined School (Grade R up to Grade 12) as well as an ECD Centre. There are also two a general grocery stores, four tuck-shops and a clinic. The community have access to health care five days a week.
The settlement of Kharkams, 25 kilometres to the south of Kamieskroon on the N7 in Namaqualand, is an excellent flower spotting site. The Systershoog pass 16,2 km in length connects the town of Kharkams in the east with Spoegrivier in the west and provides an alternative (and much slower) route to Hondeklipbaai. Sheep and goats are kept on villager-owned land between Kamiesberg's 16 villages. The name means ‘gathering place of the Nama near abundant water’ and is part of the old stock farmers’ route between Leliefontein and Bethel’s Klip (an archaeological site which shows evidence of human occupation dating back over 800 years). The huge boulders at Bethel's Klip were also used as a pulpit from where a Rev. Shaw gave sermons to the local Khoikhoi. This has given the site its alternative name, ‘Preacher’s Rock’. Kharkams accommodates also the Methodist Pastorie and church as well as Roman Catholic-, VGK and Apostolic Church.
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KHEIS
Kheis is one of 10 communal villages to be found in the Leliefontein Communal Area situated in a river valley below the mountainous central Kamiesberg escarpment which is part of the Groenrivier system, which is part of the Kamiesberg Local Municipality in the Namaqua Districts Municipality. Kheis is some 14 km north Garies.
Per the 2011 census, Kheis had a population of some 488 people who primarily are communal farmers, farming with sheep and goats. Population group- Coloured 97% First Language- Afrikaans 98%.
Kheis has a primary school (None selected), a general grocery store, one tuck-shop and a clinic. The community have access to health care twice a week. Kheis has an earthen dam to the north of the village which is used for irrigating cultivated lands below the dam wall. When the dam has water it is known that water birds congregate here.
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ǃKheis is a Khoi name meaning "a place where you live, or a home". The village is named in recognition of the Khoi people who were the first permanent dwellers of Namaqualand. The other translation for Keis, is the Khoi/Khoekhoe word for sand, the word can also be interpreted as Sanddrif or Dryfsand. Keis is pronounced 'chais' in Xhosa.
TWEERIVIER
Tweerivier is one of ten communal villages to be found in the Leliefontein Communal Area, is situated in the middle of the mountainous central Kamiesberg escarpment which is part of the Kamiesberg Municipality in the Namaqua Districts Municipality. Tweerivier is some 17 km east of Kharkams and 23 km west of Leliefontein.
Per the 2011 census, Tweerivier had a population of some 252 people who primarliy are communal farmers, farming with sheep and goats.
Tweerivier has a primary school, a general grocery store and a clinic at the Municipal Building. The community have access to health care twice a week.
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Here small groups of Namaqua descendants established themselves as stock farmers, moving seasonally between the mountains and the plains, thus the formation of villages over a period of time.
Tweerivier takes its name from being below the junction of two perennial streams, namely Twee rivier and the other Cloetesdrif, which rise to the north and east of the village and extends south to join the Groenrivier near the village of Kheis which enters the Atlantic Ocean some 80km south of Hondeklip Bay.
The Face book page “TWAS” (Acronym for Together We Are Strong) describes village life in Tweerivier as wonderful since life there is peaceful and free of violence as the villagers live as though they are brothers and sisters. As can be found in most Kamiesberg villages, the inhabitants have a lot of talent such as singing, musicians, needlework, cooking as well as authors.
PAULSHOEK
Paulshoek is one of 10 communal villages to be found in the Leliefontein Communal Area situated on the edge of the eastern plateau of the Bushmanland and the edge of the Kamiesberg massif and form part of the Kamiesberg Local Municipality, in the Namaqua Districts Municipality.
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Paulshoek is some 75km east north east of Garies via Studers Pass, 27km south east of Leliefontein via Witwater and some 32km east of Platbakkies intersection on the R355.
Per the 2011 census, Paulshoek had a population of some 415 people who primarily are communal farmers, farming with sheep and goats. A primary school, a few small grocery stores, a post office, clinic and Municipal offices can be found in the village as well. The community have access to health care twice a week.
Due to grazing land becoming overcrowded at Leliefontein during the early part of the 20th century, Leliefontein saw an exodus of people many of whom settle at Moed Verloren. Paulshoek was at that time an outstation, used during the months preceding the breeding season when rams needed to be kept separate from the rest of the herd. These rams were herded communally under the guardianship of an old man named Paul. The name followed naturally: ‘And every time the people asked “Where can I put my ram” the people said “Send him to Paul’s corner”. So the place became Paulshoek’ (Ouma Betjie Cloete 1999).
NOURIVIER
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Nourivier is a small village approximately 35km outside of Kamieskroon in the Northern Cape - accessible by gravel road. The surrounding areas of the village are popular during the September flower season as it is then home to an explosion of beautiful colours
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ROOIFONTEIN
Rooifontein is one of the 10 communal villages to be found in the Leliefontein Communal Area situated on the eastern plateau of the Bushmanland, is part of the Kamiesberg Local Municipality, in the Namaqua Districts Municipality.
Rooifontein is some 63km east north east of Kamieskroon, 93km south east of Springbok via the Gamoep gravel road (R355) and some 101km north east of Garies via Studers Pass, Leliefontein and Nourivier.
Per the 2011 census, Rooifontein had a population of some 332 people who primarily are communal farmers, farming with sheep and goats.
Rooifontein has a primary school, 2 small general grocery stores, 3 tuckshops,1 liquor store, post office - and a clinic services at the Municipal Building. The community have access to health care twice a week.
Here small groups of Namaqua descendants established themselves as stock farmers, moving seasonally between the mountains and the plains, thus the formation of villages over a period of time.
Here the earth is a rich sandy red and the name of the town was derived from this geographical feature. Rooifontein is situated on the banks of the “upper” Buffels River plus has a house built only of Aloe trees branches and stems.
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KAMASSIES
Kamassies is one of ten communal villages to be found in the Leliefontein Communal Area situated on the eastern plateau of the Bushmanland, part of the Kamiesberg Local Municipality in the Namaqua Districts Municipality.
Kamassies is some 68km east north east of Kamieskroon, 89km south east of Springbok via the Gamoep gravel road (R355) and some 106km north east of Garies via Studers Pass, Leliefontein and Nourivier.
Per the 2011 census, Kamassies had a population of some 341 people who primarily are communal farmers, farming with sheep and goats.
Kamassies has a Municipal office, primary school, a small grocery stores and a clinic. The community have access to health care twice a week.
Here small groups of Namaqua descendants established themselves as stock farmers, moving seasonally between the mountains and the plains, thus the formation of villages over a period of time. Kamassies is the most north-easterly village within the Leliefontein Communal area and is
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Integrated Development Plan 2021 / 2022 2021 split by the Upper Buffels River which joins the Lower Buffels to the east of the northern section of the village.
KLIPFONTEIN
Klipfontein is one of ten communal villages to be found in the Leliefontein Communal Area situated in the most southerly part of the communal area at the bottom of the Kamiesberg highlands on the edge of the Sandveld, is part of the Kamiesberg Local Municipality, in the Namaqua Districts Municipality. Klipfontein is some 25km north west of Garies and 64 km east of Hondeklip Bay.
Per the 2011 census, Klipfontein had a population of some 466 people who primarily are communal farmers, farming with sheep and goats.Klipfontein has a primary school, some small shops, post office- and a clinic services at the Municipal building, Municipal offices and liquor store. Klipfontein is one of the very few communal villages connected with the N7 by a tarr road.
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Klipfontein lies to the east of a 501m high mountain, called “Soetheuningberg” or directly translated as “Sweet Honey Mountain”!!! Klipfontein, as many other “fontein” or fountain named places, was named after a fountain which had its source under a “Klip” or Rock.
SOEBATSFONTEIN
Soebatsfontein is a settlement nearly in Namakwa District Municipality but part of the Kamiesberg Local Municipality in the Northern Cape . This settlement is 80 km south-west of Springbok and 48 km north-west of Kamieskroon. The name, Afrikaans for ‘begging or pleading fountain’, dates from an incident about 1898 in which Hendrik S(t)ievert, a farmhand, was murdered by San in spite of his begging for mercy.[2] Soebatsfontein has a Population of 276 Number of households -80
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Population group - Coloured 98%. Male 54% 46% Female First language- Afrikaans (Census 2011)
SPOEGRIVIER Spoegrivier is a town in Kamiesberg Municipality some 13 km west-north-west of Karkams and 46 km east of Hondeklipbaai. It takes its name from the non-perennial stream which rises north of it and extends south and then west to enter the Atlantic Ocean 20 km south-east of
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Hondeklipbaai. Afrikaans for ‘spit river’, the name is probably translated from Khoekhoen Kanoep, referring to a disease affecting cattle. The Spoegrivier Caves are part of the proposed Groen-Spoeg Coastal Park ,46 km East of Hondeklipbaai. These caves are of archaeological importance as they contain the earliest evidence of sheep in South Africa. The bones found date back about 2 000 years. The National Monuments Act protects this site therefore no camping, fires, digging or vehicles are permitted in the caves.
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LEPELFONTEIN Lepelsfontein is a village situated in the southern section of the Kamiesberg with its communal area bordering on the Western Cape and some 30km from the Namaqualand West Coast, and is part of the Kamiesberg Local Municipality, in the Namaqua Districts Municipality. Lepelsfontein is some 61km south of Garies, 28km west of Rietpoort, 52km west of Bitterfontein on the N7, 10km south east of Kotzesrus and some 45km south east of Groenriviersmond via Ruitervlei se mond. Per the 2011 census, Lepelsfontein had a population of some 233 people who are mainly communal farmers, farming with sheep and goats with some of the population working on the surrounding commercial farms. Lepelsfontein has a primary school, Roman Catholic church, a small general grocery store, Municipal offices and a clinic within their community centre. Lepelsfontein was established close to a spring where the village got its name from – when the spring started to dry up the local inhabitants had to use a spoon to get water out of the spring, thus the name Lepelsfontein or Spoon fountain. Some of the local inhabitants decided to move away from Rietpoort and established a village near the spring which gave the village its name. Lepelsfontein's communal area borders on the Western Cape and is surrounded by a communal area of 28.72km2 where the community farm with sheep and goats. Other than the Western Cape, the communal area is surrounded by commercial farms.The area surrounding Lepelsfontein is littered with old giant termite mounds which are also known as fairy circles. This area was in the 18th and 19th centuries part of the main route explorers, used to travel through as close to the village is Meerhof's Castle where van der Stel stayed over in 1685 on his way to the rumoured copper fields near the Gariep river. The route followed by the early travellers to the north largely coincided with the old well established game trails of elephant, rhino and other animals.
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Leliefontein, Rooifontein, Kamassies, Nourivier, Paulshoek,Tweerivier,Kheis,Kharkams,Spoegrivier,and Klipfontein falls within the Leliefontein rural reserve of Namaqualand which was established around the Leliefontein mission station during the mid-19th century, with Leliefontein receiving its Ticket of Occupation in 1854. However, the state never recognised their claim of ownership, and only rewarded them occupational status. The existing boundaries of the reserve are still disputed as many inhabitants claim that dispossession continued even after formal recognition from the Cape Colony. (SPP 1995, May 1997). Recently the Minister of Agriculture and Land Affairs made the decision to transfer the land to the Kamiesberg Local Municipality as chosen by the majority of people who participated in the poll. The land is presently held in trust for the communities by the Minister of Rural Development and Land Reform. Lepelfontein on the Western Cape border form also part of the Act 9 areas but the TRANCRAA process did not start yet in the Lepelsfontein Area.
3.2 POPULATION PROFILE
According to the Census 2011, the Municipality has a total population of 10187. A decreased of 5.27 % between 2001 and 2011
The table below indicates the total population in the municipal area according to the 2001 and 2011 Census:
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2001 2011 10 754 10 187
According to the Census 2011, the Municipality has a total population of 10187, of which 85.6% are coloured ,8.1 % are white, with black African and Indian making up the remainder as indicated in the table below:
Coloured White Black African Indian /Asian Other Grand Total 85.6% 8.1% 5.3% 0.5% 0.5% 10 187 Population by race
3.3 POPULATION BY GENDER
The gender distribution in the area is 52% males and 49% females. In terms of age distribution the majority of people are below the age of 20. The second biggest age groups are 20 – 40 and 41 – 60 which make up the economically active population.
3.4 HOUSEHOLDS
The total households within the municipal area are 3143
Households 2019/20 Number of households in municipal area 3143 Number of Indigents households in municipal 1332 area
3.5 POPULATION AND HOUSEHOLD SIZE
The Kamiesberg Local Municipality covers a geographical area of 11 705 km2 which is approximately 9% of Namakwa’s total. The municipality has a population density of 1.1 people pr km2 and a household density of 0.3 households per km2. The most significant portion of Namakwa’s population (10%) resides in Kamiesberg Municipality.
2010 Population Household Area (km2) Population Household Total Total Density Density NC 1 103 918 277 551 373 186 3.0 0.7 NDM 135 415 39 272 126 880 1.1 0.3
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KLM 13 309 4 098 11 750 1.1 0. 3
The average population growth rates between 1996 and 2010 were 0.6% for the Northern Cape Province, 0.4% for the Namakwa DM and 0.4% for Kamiesberg Local Municipality.
This indicates that the communities within the Kamiesberg Local Municipality and the Namaqua District Municipality are very dispersed. The town of Garies has the largest population. Towns such as Klipfontein, Lepelfontein, Tweerivier and Kamassiesare very small and contain small populations. Development potential in very small towns will be very low.
3.6 GDP
GDP contribution per Local Municipality to Namaqua District Municipality, 2013 (Current Price).
Nama Khoi 41%
Kamiesberg 10%
Hantam 19%
Karoo Hoogland 11%
Khai Ma 7%
Richtersveld 12%
Sales
Nama Khoi Kamiesberg Hantam Karoo Hoofland Khai Ma Richtersveld
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Gross Domestic Product (GDP ) comprises the value of all final goods and services, produces during a year, within the boundaries of a specific region and is commonly use to measure the level of economic activity in a specific area. If the economy as a whole is performing well, demand for residential and commercial property can be expected to increase, and vice versa.
3.7 ECONOMIC INDUSTRIES
The municipality is dependent on the following economic activities -Quantec Data 2009:
Industry Northern Namakwa Kamiesberg Cape DM
Agriculture ,forestry and 16.6% 12.6% 10.0% fishing
Mining and quarrying 8.2% 16.3% 21.5%
Manufacturing 3.8% 2.8% 3.3%
Electricity ,gas & Water 0.6% 0.4% 0.1%
Construction 4.6% 5.7% 5.5%
Wholesale &Retail trade, 16.1% 14.6% 14.3% catering &accommodation
Transport, storage and 3.2% 3.3% 1.5% communication
Finance ,insurance ,real 9.2% 8.1% 6.2% estate and business services
Community, social and 15.5% 17.7% 18.1% personal services
General Government 22.3% 18.6% 19.4%
3.8 TOURISM The Municipality is however faced with challenges such as, lack of financial and human resources, seasonality of tourism activities, a lack of tourism infrastructure.
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Through a Design Charrette process it was revealed that the Kamiesberg Municipal area has three key focus areas. The Uplands (mountainous area – highest mountain peek in Northern Cape ) The Plateau ( midlands along the N7) and the Coast.
The key themes identified within the focus areas are: Natural and cultural routes, Culture and heritage, Arts and crafts the natural wonders and Landscapes and tourism infrastructure. The outcomes of the Kamiesberg Charrette (see attached) are supportive and aligned with the Northern Cape’s tourism development strategy and its recommendations will go a long way in supporting their goals of meaningful community participation, economic growth and sustainable tourism development.
Tourism in the Kamiesberg
The Kamiesberg Design Charette, focused on the unpacking the Natural and Cultural resources in order to facilitate the formulation of recommendations regarding development, marketing and support strategies for each of the components.
. The Natural Resources The Kamiesberg Municipal area is home to a range of natural gems which are valuable tourism assets. These assets include:
NAMAQUA NATIONAL PARK – spectacular wildflower displays in spring and vistas throughout the year make Namaqua National park one of the key attractions of the region. Various tourist facilities such as hiking and 4x4 trails and accommodation is available in the Park.
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NATURAL WONDERS - The area has 1200 different plant species, hundreds of which are found only in Namaqualand and also 150 bird species. The Letterklip at Garies is a national monument and together with Betelsklip and the Spoegrivier caves are both natural wonders and of great historical value to this region.
LANDSCAPES – From spectacular mountain views in the Uplands and brilliant carpets of flowers to the rugged, remote namaqua coastline the landscapes of the Kamiesberg certainly promises a unique experience.
The strength of the natural environment relates to its ability to provide quality tourism experiences to a range of market segments. The natural features of the Kamiesberg and its status as a biodiversity hotspot as well as its location within the Succulent Karoo provide opportunities
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Integrated Development Plan 2021 / 2022 2021 to develop eco-tourism experiences that involve the interpretation and education of the natural environment and is managed to be ecologically sustainable.
. Cultural Resources
THE PEOPLE – The people of the Kamiesberg have a rich history of traditional Nama cultures and still today live closely with nature.
THE CULTURE - The traditional “Kookskerm”(kitchen) at the stock post is still a regular site in the Kamiesberg. Veldkos and sourdough bread from the outside oven is an everyday practice while traditional music and dance is still very much alive. These cultural activities provide the basis for an exceptional cultural experience.
THE ARTS – During the Charrette, the people of the three nodes used the event to showcase an amazing amount of well finished articles made with very little tools available. The people of the Kamiesberg are exceptionally skilled and proud to showcase their skills.
. INFRASTRUCTURE
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Currently, and due to a variety of reasons, infrastructure and the maintenance thereof is one of the key areas that need urgent attention. Although the 16 towns are well connected, conditions of roads make access to the villages difficult.
. VISITOR SERVICES
Visitor services are critical to the quality of visitor experience and complementary to those attractions which tourists visit. The midlands node which include towns on the main access road (N7) have relatively sufficient accommodation and services such as shops and petrol and restaurants. This can however not be said for the rest of the towns.
3.9 SKILLS LEVEL
Skills level of the labour force has an impact on the level of income earned; the higher the skills level the higher the annual income that could be earned.
2009 NC NDM KLM Highly Skilled 11.7% 10.9% 10.9% Skilled 39.7% 36.3% 35.7% Semi – and - Unskilled 48.6% 52.8% 53.4% ( Source: Quantec Data 2009 )
Just over half 53.4% of Kamiesberg Local Municipalities population is semi – and – unskilled. This is higher than the Northern Cape Province but lower than NDM.
The majority of the Kamiesberg Local Municipalities population are semi – and – unskilled. This will not change or improve unless education levels are improved. Once more people become skilled the more income they will earn.
3.10 EMPLOYMENT STATUS
The employment profile of the study area is an important indicator of human development, but also of the level of disposable income and subsequently the expenditure capacity of the residing population. The employment rate refers to those economically active people who are unemployed and looking for work as well as persons who are unemployed and not looking for work but would accept work if it was offered to them. This category also includes the not economically active population, which are people who are not working, but are housewives, scholars, full time students, pensioners, disabled people and people not wishing to work.
NC NDM KLM Employed Unemployed
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Not economically active
The Kamiesberg Local Municipality is largely populated by potentially economically active and young people. This implies that there is a lot of human capital available for any kind of work, but also that there is space for training and developing young and economically active people in highly qualified occupation in the relevant fields needed. This could increase the employment level of the area.
3.11 ECONOMIC DEVELOPMENT
3.11.1 MISSION
Mission: To provide affordable quality services, alleviate poverty, and facilitate social and Local Economic Development through Comprehensive Rural Development of the Kamiesberg municipal area through integrated development planning, cooperative governance, skills development and the sustainable use of resources.
3.11.2 GEOGRAPHICAL LOCALITY of KAMIESBERG MUNICIPALITY
Area: 14 210km². The Kamiesberg Local Municipality is a Category B municipality situated within the Namakwa District in the Northern Cape Province. It is one of the smaller municipalities of the six that make up the district. Kamiesberg Local Municipality provides services to 16 small towns – Kamassies Rooifontein, Nourivier, Leliefontein, Paulshoek, Kamieskroon, Kharkams, Tweervier, Koiingnaas, Kheis, Soebatsfontein, Spoegrivier, Klipfontein,Garies, Hondeklipbaai and Lepelfontein. The nearest business centre is Springbok 120km away. The municipality spans three topographic zones: from the sandy coastal lowlands (Sandveld) to the mountainous central Kamiesberg escarpment (Hardveld), and to the eastern plateau of Bushmanland.
There are no perennial rivers in the area. Water is obtained from subterranean sources. Some of the water is pumped up by windmills, but most of the water to the communal areas comes from natural springs. Many of these springs are semi-perennial and the salt content of the water can vary from year to year, causing problems. Four main types of vegetation are found in the area: Mountain Renosterveld, Succulent Karoo, False Succulent Karoo and Namaqualand Broken Veld. However, overall plant life is in a deteriorating state and non-edible, undesirable and poisonous vegetation is taking over.
3.11.3 THE OVERALL ECONOMIC CLIMATE
Unemployment and poverty affects a large number of people within the municipal area. According to the Census 2011, 2205 people are employed ,981 are unemployed ,723 are
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Integrated Development Plan 2021 / 2022 2021 classified as discourage work-seekers and 2535 are not economically active. Kamiesberg Local Municipality has three main economic sectors: livestock grazing, mining and tourism. The main economic activity in our Rural areas are Agriculture.
3.11.4 OBJECTIVES Of KAMIESBERG MUNICIPALITY
Kamiesberg Municipality recognize its developmental role and commits itself to facilitate interventions that are going to ensure the creation of new business enterprises, fostering partnerships with other government entities and private sector. This would be further achieved by creating suitable business environment- by helping improve access to land, markets and finance. 3.11.5 STRATEGIC OBJECTIVES OF KAMIESBERG
. Promotion of Local Economic Development with specific focus on shared growth. . To create an enabling environment for economic growth in Kamiesberg that attracts investors, encourages innovation and facilitate pro-poor intervention . To ensure a municipality that is committed to an innovative approach, prudent investment of public funds, good governance, financial viability and optimal institutional transformation that accommodates diversity in service delivery . To develop socially integrated, safe and healthy communities . To ensure ecological integrity and climate response through sustainable practices. . To develop progressive strategies to optimize the use of available human resources . To facilitate real opportunities for youth, women, and disabled and appropriate care for the aged . To provide and maintain superior decentralized consumer services (Water, sanitation, roads, storm water, waste management and electricity). . Reduction of infrastructure backlogs i.e. human settlement, water, roads, electricity etc. . To ensure compliance as prescribed by relevant legislation.
3.12 POVERTY
Poverty is a state of condition in which a person or a community lacks the financial resources and essentials for a minimum standard of living.
Poverty means also that the income level from employment is so low that basic human needs can’t be met.
A high poverty level results in a social dependency on the government and could lead to great strain on the government budget. A middle – income is classified as earning R 35 401.00 to R
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307 200.00 per annum whereas and a high income is classified as earning R 307 201.00 or more per annum.
2002007 NC NNDM KLM CLCLASSIFICATION No Income 7.8% 6.3% 5.8%. R 1 – R 4 800.00 4.1% 3.2% 4.7% Low Income R 4 801 – R 9 600 9.0% 6.6% 6.8% ( poverty level ) R 9 601 – R 19 200 23.1% 19.5% 18.6% R 19 201 – R 38 400 22.6% 23.1% 23.3% R 76 801 – R 153 600 15.1% 18.9% 21.4% Middle Income R 153 601 – R 307 200 9.2% 13.9% 13.6% R 307 201 – R 613 400 5.4% 5.3% 3.7% R 613 401 – R 1 228 800 2.6% 2.4% 1.0% High Income R 1 228 801 – R 2 457 600 0.7% 0.2% 1.1% R 2 457 601 or more 0.3% 0.1% 0.0% ( Source: Quantec Data 2007 )
Within the Kamiesberg Local Municipality:
- 59.2 % of households fall within the poverty level which is higher than the Namaqua DM but lower than the Northern Cape Province. - 38.8 % of households earn middle – income salary which is higher than the Namaqua DM but lower than the Northern Cape Province. - 2.1% of households earn a high – income salary which is lower than the Namakwa DM and the Northern Cape Province. - 8.5% of adults have no education – lower than the Namaqua DM and Northern Cape Province.
3.13 POVERTY INDICATORS
- Ill literacy level - Lack of Job opportunities - Lack of general resistance because of mall nutrition - Lack of access to Health Care - Safe Drinking Water and Sanitation
The high poverty level has social consequences, for example, not being able to pay school fees, not having enough food in the house, not affording proper medical care, etc. Income categories will not improve unless their skills improve through better education attainment opportunities and job creation in higher skilled economic sectors.
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3.14 HOUSING
3.14.1 TYPE OF DWELLING
Hondeklipbaai
Brick Houses 78% Informal Dwelling / Shack 3%
Koingnaas
Brick Houses 30% Informal Dwelling / Shacks 0%
Soebatsfontein
Brick Houses 36% Informal Dwelling / Shacks 0%
Kamieskroon
Brick Houses 84% Shacks 0%
Spoegrivier
Brick Houses 36 % Informal Dwelling / Shacks 0%
Garies
Brick Houses 78% Shacks 3%
Klipfontein
Brick Houses 80% Informal Dwelling / Shacks 0%
Lepelfontein
Brick Houses 85%
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Shacks 15%
Kharkams
Brick Houses 85% Informal Dwelling / Shacks 2%
Tweerivier
Brick Houses 68% Informal Dwelling / Shacks 5%
Kheis
Brick Houses 90% Informal Dwelling / Shacks 5%
Paulshoek
Brick Houses 76% Informal Dwelling / Shacks 19%
Leliefontein
Brick Houses 91% Informal Dwelling / Shacks 0%
Nourivier
Brick Houses 89% Informal Dwelling / Shacks 1%
Rooifontein
Brick Houses 92% Informal Dwelling / Shacks 0%
Kamassies
Brick Houses 47% Informal Dwelling / Shacks 0%
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The majority of households in Kamiesberg Local Municipality are housed in a permanent house or brick structure. This is a positive indicator in terms of the development levels and quality of life in the area. Only 9.1% of the Kamiesberg Population lives in informal dwellings.
3.15 ACCESS TO WATER
Hondeklipbaai
Communal Tabs 0 House Connections 347 No – access to water 0
Koingnaas
Communal Tabs 0 House Connections 161 No – access to water 0
Soebatsfontein
Communal Tabs 0 House Connections 86 No – access to water 0
Kamieskroon
Communal Tabs 0 House Connections 255 No – access to water 0
Spoegrivier
Communal Tabs 0 House Connections 184 No – access to water 0
Garies
Communal Tabs 0 House Connections 425 No – access to water 0
Klipfontein
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Communal Tabs 0 House Connections 203 No – access to water 0
Lepelfontein
Communal Tabs 0 House Connections 129 No – access to water 0
Kharkams
Communal Tabs 21 House Connections 394 No – access to water 0
Tweerivier
Communal Tabs 20 House Connections 65 No – access to water 0
Kheis
Communal Tabs 6 House Connections 155 No – access to water 0
Paulshoek
Communal Tabs 0 House Connections 154 No – access to water 0
Leliefontein
Communal Tabs 6 House Connections 220 No – access to water 0
Nourivier
Communal Tabs 0 House Connections 185 No – access to water 0
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Rooifontein
Communal Tabs 0 House Connections 140 No – access to water
Kamassies
Communal Tabs 9 House Connections 107 No – access to water 0
3.16 ACCESS TO SANITATION
Good sanitation services exist were the majority of the residential areas have waterborne sanitation. Some areas still rely on septic tanks and ventilated pit latrines, notably the smaller towns around Garies.
Hondeklipbaai
Sewerage 0 Drain 126 VIP Toilets 61 Bucket System 0 No - Sewerage 44
Koingnaas
Sewerage 161 Drain 0 VIP Toilets 0 Bucket System 0 No - Sewerage 0
Soebatsfontein
Sewerage 0 Drain 0 VIP Toilets 86 Bucket System 0 No - Sewerage 0
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Kamieskroon
Sewerage 202 Drain 25 VIP Toilets 7 Bucket System 0 No - Sewerage 0
Spoegrivier
Sewerage 0 Drain 8 VIP Toilets 160 Bucket System 0 No - Sewerage 0
Garies
Sewerage 425 Drain 0 VIP Toilets 0 Bucket System 0 No - Sewerage 0
Klipfontein
Sewerage 0 Drain 20 VIP Toilets 187 Bucket System 0 No - Sewerage 0
Lepelfontein
Sewerage 0 Drain 10 VIP Toilets 129 Bucket System 0 No - Sewerage 0
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Kharkams
Sewerage 0 Drain 145 VIP Toilets 261 Bucket System 0 No - Sewerage 0
Tweerivier
Sewerage 0 Drain 4 VIP Toilets 82 Bucket System 0 No - Sewerage 0
Kheis
Sewerage 0 Drain 7 VIP Toilets 158 Bucket System 0 No - Sewerage 4
Paulshoek
Sewerage 0 Drain 25 VIP Toilets 135 Bucket System 0 No - Sewerage 0
Leliefontein
Sewerage 0 Drain 85 VIP Toilets 125 Bucket System 0 No - Sewerage 0
Nourivier
Sewerage 0 Drain 12 VIP Toilets 173 Bucket System 0
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No - Sewerage 0
Rooifontein
Sewerage 0 Drain 69 VIP Toilets 64 Bucket System 0 No - Sewerage 0
Kamassies
Sewerage 0 Drain 12 VIP Toilets 107 Bucket System 0 No - Sewerage 0
3.17 ACCESS TO ELECTRICITY
The provision of sustainable and affordable electrical services is one of the corner stone of any vibrant economy and Kamiesberg is therefore no exception. Kamiesberg Municipality supply electricity to her consumers within the licensed areas in towns like Rooifontein, Kamassies, Garies, Kamieskroon, Paulshoek, Spoegrivier, Soebatsfontein, Hondeklipbaai, Nourivier, Klipfontein, Kheis and Lepelfontein . Kharkams,Tweerivier and Leliefontein were directly supplied by ESKOM.
Hondeklipbaai
Pre – Paid Electricity 221 Conventional Metres 7 No - Electricity 0
Koingnaas
Pre – Paid Electricity 161 Conventional Metres 0 No - Electricity 0
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Soebatsfontein
Pre – Paid Electricity 93 Conventional Metres 1 No - Electricity 0
Kamieskroon
Pre – Paid Electricity 242 Conventional Metres 40 No - Electricity 0
Spoegrivier
Pre – Paid Electricity 180 Conventional Metres 0 No - Electricity 0
Garies
Pre – Paid Electricity 425 Conventional Metres 10 No - Electricity 0
Klipfontein
Pre – Paid Electricity 186 Conventional Metres 0 No - Electricity 0
Lepelfontein
Pre – Paid Electricity 134 Conventional Metres 0 No - Electricity 0
Kharkams
Pre – Paid Electricity 405 Conventional Metres 0 No - Electricity 0
Tweerivier
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Pre – Paid Electricity 86 Conventional Metres 1 No - Electricity 0
Kheis
Pre – Paid Electricity 161 Conventional Metres 1 No - Electricity 0
Paulshoek
Pre – Paid Electricity 149 Conventional Metres 0 No - Electricity 0
Leliefontein
Pre – Paid Electricity 220 Conventional Metres 6 No - Electricity 0
Nourivier
Pre – Paid Electricity 185 Conventional Metres 3 No - Electricity 0
Rooifontein
Pre – Paid Electricity 135 Conventional Metres 0 No - Electricity 0
Kamassies
Pre – Paid Electricity 106 Conventional Metres 0 No - Electricity 0 3.18 ACCESS TO REFUSE REMOVAL
The municipality renders a very effective refuse removal service which take place on a weekly basis, but one of our biggest challenges is that the two biggest dumping sites are not licensed. The application for licensing is still in process.
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3.19 DEPARTMENT OF EDUCATION
LOCALITY TEACHERS LEARNERS NEUTRITION PROGRAM Hondeklipbaai ( Marais Gedenk) 5 Teachers Gr R – Gr 7 Yes Primary School plus 1 Gr R 76 learners practitioner Koingnaas Soebatsfontein Spoegrivier Meth Primary School 3 Teachers Gr R – Gr 6 Yes 1 Gr R 68 learners practitioner Kamieskroon Garies ( J J Lambrecht ) Primary 9 Teachers Gr R – Gr 7 Yes School 1 Gr R 209 learners practitioner Garies High School Klipfontein Meth Primary School 3 Teachers Gr 1 – Gr 7 Yes 81 learners Lepelfontein 2 Teachers Gr 1 – Gr 6 Yes 28 learners Kharkams Combined School 21 Teachers Gr R – Gr 12 Yes 1 GR R 545 learners Kharkams ECD Centre practitioner 66 learners Yes 3 practitioners 3 assistant practitioners Kheis Meth Primary School 3 Teachers Gr R – Gr 7 Yes 1 practitioners 115 learners Tweerivier Meth Primary School 2 Teachers Gr 1 – Gr 6 Yes 1 Practitioner 28 learners 12 ECD participants Paulshoek Meth Primary School 2 Teachers Gr R – Gr 6 Yes 1 Practitioner 49 learners Leliefontein Intermediêre School Nourivier Meth Primary School 3 Teachers Gr 1 – Gr 6 Yes 44 learners Rooifontein ( Norap Primary School )
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3.20 DEPARTMENT OF HEALT
ACCESS to HEALTH FACILITIES We have 10 satellite clinics and one community health centre located as follows: - Garies – Formal Clinic and a Community Health Centre - Kharkams – Formal Clinic - Leliefontein – Formal Clinic - Kamieskroon – Formal Clinic - Hondeklipbaai – Formal Clinic - Kheis – Satellite Clinic ( In Community Hall ) - Klipfontein – Satellite Clinic ( In Community Hall ) - Tweerivier – Satellite Clinic ( In Community Hall ) - Spoegrivier – Satellite Clinic ( In Community Hall ) - Soebatsfontein – Satellite Clinic ( In Community Hall ) - Lepelfontein – Satellite Clinic ( In Community Hall ) - Paulshoek – Satellite Clinic ( In Community Hall ) - Nourivier – Satellite Clinic ( In Community Hall ) - Rooifontein – Satellite Clinic ( In Community Hall ) - Kamassies - Satellite Clinic ( In Community Hall )
HEALTH HUMAN RESORCE CAPACITY According to the Department of Health, Namaqua District the six (6) facilities have 14 professional nurses of whom 2 are doing there one year community services, and they serve all clinics in the area. They are based at the following facilities. Joe Slovo - ( 7 professional nurses ) Garies Clinic – ( 2 professional nurses ) Kharkams – ( 2 professional nurses of whom 1 is doing her Community Service Year ) Kamieskroon – ( 2 professional nurses of whom 1 is doing her Community Service Year Leliefontein – (1 professional nurse ) Hondeklipbaai – (1 professional nurse ) The distances between towns and the availability of vehicles also complicate the frequency with which clinic services can be provided.
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FREQUENCY OF CLINIC SERVICES TO SATELITE CLINIC’s Garies Clinic to – Kheis, Klipfontein and Lepelsfontein Kharkams Clinic to – Spoegrigvier and Tweerivier ( Once a weak ) Kamieskroon Clinic to – Kamassies, Rooifontein and Nourivier ( 2 x a weak ) Hondeklipbaai Clinic to – Soebatsfontein Leliefontein Clinic to – Paulshoek Koiingnaas – There is a clinic which belongs to the municipality. Unfortunately it is not in use and the people go to Hondeklipbaai if they want clinic service.
3.21 DEPARTMENT OF POLICE SERVICE
There are three Police Stations in our Municipal area, namely in Garies ,Hondeklipbaai and Kamieskroon.
The situation in Garies is as follows:
Station Precinct: Includes Garies , Rural Towns, Klipfontein, Kheis, Lepelfontein, Paulshoek as well as surrounding farms, small holdings, communial grounds and cattle posts.
Most Likely crimes committed: Contact and Contact Related crimes, Property related crimes such as: - Burglaries ( Business and Residential ) - Assault GBH - Assault Common - Theft General - Domestic Violence - Malicious Damage to Property
Serious Crimes Reported: Contact and Contact Related Crimes, Property Related Crimes - Unlawful cell of endangered species
CPF - Currently the CPF is inactive - With intervention from the Cluster CPF Board we are in process to activate, co – op or elect other local CPF.
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Challenges: - Insufficient Lightning - Insufficient / No street names - Information with Regards to the Area - Condition of Roads
The situation in Hondeklipbaai is as follows:
Station Precinct: Hondeklipbaai, Koingnaas, Soebatsfontein and 13 farms in the surrounding areas CPF: The situation in Kamieskroon is as follows:
Station Precinct: Kamieskroon, Kharkams, Spoegrivier, Tweerivier, Leliefontein, Nourivier, Rooifontein, Kamassies, and surrounding farms.
3.22 DEPARTMENT OF SOCIAL DEVELOPMENT
The Department rendered the following services within our municipal area:
a) Poverty Alleviation b) Social Integration c) Family Preservation d) Social Crime Prevention e) Victim Empowerment f) Protection of Vulnerable: Children g) Protection of Vulnerable: Persons with Disabilities h) Protection of Vulnerable: Older Persons i) Prevention, Care and Support of HIV and AIDS j) Prevention, Care and Support of Substance Abuse k) Prevention, Care and Support of Mental / Social Wellness
Child Neglect and Substance Abuse are the two biggest problems within our area.
3.23 ENVIRONMENTAL MANAGEMENT
3.23.1 ENVITONMENTAL MANAGEMENT PLAN
The Environmental Development Framework needs to be review.
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3.23.2 EDUCATION & TRAINING The Eco school program running within the district remains a huge success. The program is currently implemented by the Provincial Department of Environment and Nature conservation on behalf of WESSA (the Wildlife and Environment Society of South Africa).
Reasons for supporting the program:
The program aims at environmental learning through the integration of local and district environmental issues into the formal National curriculum statement. It is a whole school involvement program for pre- primary, primary and high schools It’s an INTERNATIONAL program which increases the profile of our schools globally and links them with schools from other countries In our Municipality we have 10 Eco – Schools, namely:
Nr School Status Locality Registered ( y/n ) 1 Leliefontein Primary 4th year Platinum Leliefontein y 2 Soebatsfontein VGK 2nd Platinum Soebatsfontein x Primary 3 Kamieskroon Primary Silver Kamieskroon x 4 Marais Gedenk Primary 2nd year Platinum Hondeklipbaai x 5 Spoegrivier Primary International Spoegrivier x 6 Tweerivier Primary Gold Tweerivier y 7 J.J.Lambert Primary Gold Garies Y 8 Garies High 1st year Platinum Garies Y 9 Nourivier Primary 3rd year Platinum Nourivier X 10 Norap Primary Silver Rooifontein
3.23.3 EPIP PROGRAMMES
We apply for the following projects through the Department of Environment Affairs:
Kamiesberg Municipal Youth Support Programme ( The project is currently underway and a total of 105 youth participate in the following programmes: Plumbing – 20
Tiling and Plastering – 20
Welding – 20
Landscaping – 25
Textile and Clothing – 20
Environment Practice - 20
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Upgrade Aristae Shipwreck Recreational Site and Caravan Park Upgrading of Roodebergskloof Conservation Farm Transformation of Existing Villages into Green villages Upgrading of Existing and Establishment of new Recreational Parks Land Rehabilitation and Stormwater Upgrade Establishment of Environmental Education Centre and Caravan Park.
3.24 BIODIVERSITY
The Kamiesberg Municipal area is located within the Succulent Karoo, one of only two semi – arid biodiversity hotspots in the world exhibiting by far the highest plant diversity of any arid eco – system. This unique biodiversity in the area has attracted institutions such as Conservation International South Africa. A biodiversity sector plan was develop for the area in 2008 to help guide land use planning, environmental assessment and authorizations, and natural recourse management in order to promote development which occurs in a sustainable manner.
3.24.1 AREAS OF ECOLOGICAL IMPORTANCE
The Kamiesberg Municipality contains two of nine South African National Biodiversity Institutes ( SANBI ), identified conservation priority areas, namely the Central Namaqualand Coast and Kamiesberg Uplands.
The primary thread to biodiversity currently is transformation by mining. Potential future threads include;
- Small scale mining - Overgrazing - Inappropriate management of water resources - The overharvesting of natural resources - Transformation of the coastal zone for tourism / holiday home development - Global climate change.
In addition to conserve the Succulent Karoo biome, there are also specific ecologically sensitive areas such as the Strandveld dunes with moving sand that is important for the beach regeneration and the Swartlintjies River corridor between the inland mountainous areas and the coast.
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3.25 WATER SOURCES
Kamiesberg Municipality has 16 small villages all relying on ground water. The following challenges are experienced:
o The Koingnaas Mine supply water to Hondeklipbaai which periodically experience extreme water shortages. The bulk water storage facility in Hondeklipbaai is upgrade. o The old asbestos pipeline between Tweerivier and Kharkams should be replaced. o The scarcity of water has resulted in generally low water consumption and only the first 2 kl is free to all households. o Water is generally hard and use is made of desalination processes to reduce the dissolved salts which are expensive.
3.26 HERITAGE
The Namaqua National Park has a rich cultural heritage which complements the parks biodiversity and therefore offers a great conservation opportunity. The cultural landscape of the NNP consists of the following:
o The San People ( hunters gatherers ) o The Khoekhoeh ( original herder people ) o Communal stock farmers o Commercial stock farmers o Town’s people and community / village people
Heritage resources, historic buildings, sites, burial grounds and archaeological and paleontological sites can all be found within the Kamiesberg municipal area. Dr David Morris (McGregor museum) and Dr L Webley (Albany museum ) conducted a ten – day survey in December 2003 during which 92 cultural and / or heritage sites were recorded inside the borders of the Namaqua National Park. All these sites must be regarded as highly sensitive.
The following table provides a list of declared ( by the SA Heritage Recourses Agency / Council ) heritage sites and monuments in the area.
No Provincial Heritage sites Town Street & Suburb , Year Declared Farm or other location 1 Methodist Church and Leliefontein Wesley St 1978 Personage 2 Old Messel Pass Divisional 1991 Road 2952 3 Rock Formation known as Garies 1980 Letter Klip 4 Virgin Mary Shrine, Catholic Mission Kamieskroon 5 Kamieskroon Adriaan van Niekerk Memorial DR Church, Kamieskroon
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6 Anglo – Boer War Memorial DR Church Kamieskroon 7 Blesbok Poort Anglo – Boer War Memorial DR Church, Kamieskroon 8 Clement George memorial Gate & James Alexander Bell, Leliefontein 1939 Methodist mission Church . Wesley St Leliefontein
3.27 SPATIAL DEVELOPMENT
The Spatial Development Framework was adopted during 2015 and is currently under review.
The Spatial development Framework is one of many components of the Municipality’s Integrated Development Plans, and in essence, is the picture of the Integrated Development Plan – that is, it illustrates the form and extent of development that the Kamiesberg Municipality wishes to promote within the strategic approach adopted by the IDP.
A SDF, as required by the Municipal systems Act ( Act 32 of 2000 )is for all intents and purpose the same as a Local and representative Council Land Development Plan as required by Section 29 of the Northern Cape Planning and Development , ( Act No 7 of 1998 )
The basic purpose of the Spatial Development Framework is to lay down strategies, proposals and guidelines for the future spatial development of the area to which its relate. This includes, without being limited to, development objectives, proposals for land reform, urban renewal, reconstruction, integration, environmental planning, transport planning, infrastructure planning, and urban design so that the general well – being of the particular community and order in the area are promoted in the most effective manner.
3.29 CLIMATE CHANGE
3.29.1 Impact of Climate Change
The plan was developed through the Local Government Climate Change Support programme with support from the Department of Environmental Affairs (DEA).
Through this programme key climate change vulnerable indicators were identified. These indicators where Namakwa District Municipality may be at risk to the impacts of climate change.
No Theme Indicator Title Exposure Sensitivity Adaptive Answer Answer Capacity
Answer
Agriculture Change in fruit Yes High Low
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production
Agriculture Increased risks to Yes High Low livestock
Biodiversity and Loss of High Priority Yes High Low Environment Biomes
Coastal & Impacts on Marine and Yes High Low Marine Benthic Ecosystems
Coastal & Loss of Land due to sea Yes High Low Marine level rise
Coastal & Increased damaged to Yes High Low Marine property from sea level rise
Human Health Increased heat stress Yes High Low
Human Increased isolation of Yes High Low Settlements rural communities
Human Increased migration to Yes High Low Settlements urban and peri – urban areas
Human Decreased income from Yes High Low Settlements tourism
Water Decreased quality of Yes High Low drinking water
3.29.2 Impact of Climate Change on Agriculture
Climate Change is predicted to negatively impact on the agricultural sector in the Namakwa District Municipality. Increased temperatures, drought and increase in frequency and severity of storm events will impact on the crops that can be grown and potentially result in loss of livestock.
The following key agricultural indicators, sub projects and actions were identified for inclusion in the Service Delivery and Budget Implementation Plan (SDBIP).
3.35.2.1 Sub – Project: Increased risk to livestock
- Conduct educational awareness campaigns in collaboration with Conservation South Africa, Surplus Peoples Project and the Environmental Monitoring Group focussing on the carrying capacity of land in rural areas. - Develop incentive for small scale farmers to promote sustainable land management - Educate small scale farmers on best farming practices
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- Implement communal rotation grazing 3.29.3 Impact of Climate Change on Biodiversity and Environment
Changes in climate are predicted to result in the shifting of bioregions across South Africa. It is forecast that under different climate scenarios that the District Municipal area will get hotter and drier leading to a loss of Nama – Karoo and Fynbos biomes and an increase of the Desert biome, this change will lead to the consequent shift in related ecosystems and vegetation.
3.29.4 Manage the Loss of High Priority Biomes
1. Conduct community engagements in collaboration with Conservation South Africa to promote participatory planning in farming communities.
2. Develop natural resource management programmes such as grazing and wetland rehabilitation programmes in collaboration with Conservation South Africa.
3. Commission research aimed at collecting and documenting traditional knowledge on the loss of biomes in the District.
4. Organise exchange visits for communities living i traditional modelling and promote exchange of knowledge to younger generations, in collaboration with Conservation South Africa.
5. Investigate options of biodiversity offsetting for industries in the District through the consideration and purchase of land to replace lost vegetation types and declare the land as a conservation area.
3.29.5 Coastal and Marine Environment
Changes in climate change such as variable rainfall patterns, drying trends and expected temperature increases will negatively impact on the District’s marine and aquatic systems. The District is likely to experience frequent and more intense extreme weather events such as droughts and storms. Rising sea levels will pose a potential risk to small coastal communities, while warming seas may impact on fishing communities as water temperatures may not be suitable for the current catch.
3.29.6 Manage Impact on Marine and Benthic Ecosystems
1. Identify and conserve coastal areas that are rich in biodiversity.
2. Develop a research project in collaboration with SANBI, aimed at providing environmental feedback to coastal communities.
3. Conduct research which seeks to understand the impacts of mining and how climate change exacerbates the industries impact.
3.29.7 Manage Loss of Land due to Sea Level Rise
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1. Educate communities on dangers of living in high water mark areas, in collaborations with Department of Environmental Affairs and Department of Environment & Nature Conservation.
2. Ensure climate change is incorporated in the Disaster Management Plan.
3. Develop short term emergency response plans for evacuation of communities.
4. Revise the Spatial Development Framework to recognise areas where communities should or should not settle.
5. Develop a long term relocation plan for communities residing in vulnerable areas.
6. Reinforce the Coastal Management Act through the Disaster Management and Infrastructure Departments.
3.29.8 Manage Increased Damage to Property from Sea Level Rise
1. Educate communities of danger of living in high water mark areas, in collaboration with Department of Environmental Affairs and Department of Environment and Nature Conservation.
2. Revise the Spatial Development Framework.
3. Reinforce the Coastal Management Act through the Disaster Management and Infrastructure Departments.
3.30 NERSA ( VAALPUTS )
Vaalputs, situated in the western portion of the Kamiesberg Municipality, is the National Radioactive Waste Disposal facility, manage by the South African Nuclear Energy Corporation ( NERSA ) on behalf of the South African Government, and has been receiving Low and Medium level nuclear waste from Eskom Koeberg nuclear power plant near Cape Town since 1986. Vaalputs covers an area of about 10 000ha, measuring 16 km from east to west and 6.5 km from north to south at its narrowest point. Approximately 500 – 1000 ha will be occupied by the sites being develop for low – and – intermediate – level waste, an interim spent fuel storage facility, housing, roads, power lines and airstrip.
The guiding principle with low and intermediate waste is to contain the emitting material in an appropriate container, which should be placed in a geological formation to trap any material that escape through leakage. The hazards to health associated with a well – managed depository are actually very low. High level waste ( Essentially spend nuclear fuel ) emits a great deal of heat and requires special treatment; but this at present is not within the Vaalput’s brief: Koeberg high level waste is currently store on site.
The site was chosen by the Atomic Energy Board, taking into account the rainfall, rate of flow of underground water from the site, earthquake risk, mining potential, agricultural potential, population density in the vicinity, permeability of the under - lying strata and their susceptibility to corrosion. The board acquire Vaalputs, some 1000 ha, large enough to receive all possible low and intermediate level nuclear waste from as many as five nuclear power plants the size of
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Koeberg over their possible life time. It is located in one of the driest and least densely populated parts of the country.
The site is underlain generally by clay ( a layer of 15 – 25 m ), a suitably impermeable geological formation. This is important as back – up in nuclear waste disposal. Low level waste is packed in steel drums, but the site planning allows for the inevitable deterioration of the drums through rust. However, at a correctly chosen site, all radioactivities will be safely contained even in the event of leakages of containers for intermediate level waste.
The safety system is further reinforced by a variety of monitoring procedures. A watch is kept on such aspects as ground water. Nuclear Liabilities Management maintains borehole in and around the area. The presence of radioactive isotopes would be a warning sign of the movement of radioactive material. The air above the site is also monitored as is the rock under the storage trenches and even the vegetation growing on the site. Remote handling of material is unnecessary with low and intermediate level waste. Operators must however, wear protective clothing and have their health monitored at suitable intervals. It is additional inherent in the phenomenon of radioactivity that it declines overtime. Considering the mix of material stored at Vaalputs it is safe to say that after 300 years the level of radiation at the site will have fallen off to significant levels.
The procedure at Vaalputs is to excavate large trenches of seven metres in depth, each trench being gradually filled up with one type of storage container – steel drums for the low level waste. The preparation for intermediate level of waste for storage is more complex. This is vitrified within concrete containers, in turn placed inside a metal casing, surrounding by a further concrete casing. Low level waste typically consist of gloves, clothes, paper and cleaning material and medium level waste of resins, filters and smaller components.
When a trench had been filled, it is capped with the original top layers of earth preserved from the time of excavation. Thereafter the original vegetation reconstitutes itself. Vaalputs is located well within the boundaries of the African tectonic plate, where the risk of substantial earthquake is at a minimum. The site can be regarded as geologically stable.
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CHAPTER 4: DEVELOPMENT STRATEGIES
4.1 OVERVIEW
LED is an approached to sustainable economic development that encourage residents of local communities to work together to stimulate local economic activity that will result in an improvement in the quality of life for all in the local community.
In LED: “Local” is about keeping the benefits of economic development within the local community:
“Economic” is focused on ensuring that the benefits exceed costs and that actions build long term sustainability and local competitiveness; and
“Development” is about maximising or optimising the improvement in the quality of life of people in terms of the Human development Index.
LED are not about municipalities financing small local projects from the public purse. LED is about developing robust and inclusive municipal economies, not small unsustainable projects.
Local Economic Development is an ongoing process, rather than a single project or a series of steps to follow. It involves identifying and using local resources, ideas and skills to stimulate economic growth and development. The aim of LED is to create employment opportunities for local residents, alleviate poverty, and redistribute resources and opportunities to the benefit of all local residents.
4.2 VISION
The Establishment of a Climate Change Orientated and Economically Viable Lifestyle Through Sustainable Growth.
4.3 MISSION
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To Provide Affordable Quality Services, Alleviate Poverty, and Facilitate Social and Local Economic Development through Comprehensive Rural Development of the Kamiesberg Municipality.
4.4 VALUE STATEMENT
Kamiesberg Municipality embraces the notion of Developmental Local Government. In order to fulfil this believe, we subscribe to the following values:
Integrity and Transparency Equity and Dignity Service Excellence Morality and Honesty Commitment and Respect Compassion and Professionalism Conservation, Climate Change Response and responsible Development
4.5 KPA 1: SERVICE DELIVERY
STRATEGIC OBJECTIVE
To provide and maintain superior decentralized consumer services ( Water, sanitation, roads , storm water, waste management and electricity )
INTENDED OUTCOME
Water infrastructure has been improved in villages such as: Lepelfontein, Kheis, Rooifontein, Paulshoek, Kamieskroon and Garies
Electricity supply in all towns.
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Kamiesberg Municipality has a total number of 16 water schemes under its area of jurisdiction and applies innovative technologies at these schemes which range from osmosis/desalination, boreholes and surface water schemes. These systems ensure a high quality of drinking water to all residents. Water is supplied to all formal households, businesses; neighbouring farms.
The quality of the drinking water supply in the Kamiesberg Municipal area is tested monthly by the Namaqua District Municipality and the quality is constantly above the national norms.
During the past heavy Drought Season, we were unable to supply water to the major towns within our municipality. We apply for funding from the Department of Water and Sanitation and that bring part time relief for us.
WATER
Kamiesberg Municipality is an accredited Water Service Authority in terms of the National Water Act ( Act 36 of 1998 ) and provides potable water to all towns and settlements under its area of jurisdiction.
STATUS OF THE WATER SERVICE DEVELOPMENT PLAN
Our current Water service Development Plan has to be reviewed.
The main objective of the plan was to ensure and assist in effective planning and communication by the Water Service Authority and to assist in the effective monitoring and evaluation.
NATIONAL TARGET
All households within Kamiesberg Municipality received 2kl of water free in terms of the municipalities Indigent Policy. Kamiesberg Municipality has a total number of 16 water schemes under its area of jurisdiction and applies innovative technologies at these schemes which range from osmosis/desalination, boreholes and surface water schemes. These systems ensure a high quality of drinking water to all residents. Water is supplied to all formal households, businesses; neighbouring farms.
The quality of the drinking water supply in the Kamiesberg Municipal area is tested monthly by the Namaqua District Municipality and the quality is constantly above the national norms.
A total of 149 Households have no access to any form of sanitation within our municipality, therefore business plans are completed and submit for funding to eradicate the backlog.
WASTE MANAGEMENT
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STATUS OF THE INTEGRATED WASTE MANAGEMENT PLAN
We have an Integrated Waste Management Plan, however it expired during 2019 and therefore needs to be revive.
The objective of the plan is to integrate and optimize waste management, in order to maximize efficiency and minimize associated environmental impacts and financial costs, and to improve the quality of life of all residents within the Kamiesberg Municipality.
WASTE DISPOSAL
To give effect to the strategic objective of Kamiesberg Municipality to provide infrastructure for basic services and ensuring a safe and healthy environment, Council has made considerable investment in its infrastructure development programme. That is why good sanitation services exist in the municipal area where the majority of the residential areas have waterborne sanitation. However, some areas still rely on septic tanks and ventilated pit latrines, notably the smaller towns around Garies. The servicing of septic tanks becomes increasingly demanding during the peak holiday season and require more frequent emptying. The municipality does not have adequate capacity and resources available to cope with such demand. More than 39 % of households had access to flush toilets, flush septic tanks or chemical toilets in 2011. This figure can certainly improve to eradicate the backlogs and provide equal access to basic sanitation services to all households in the Kamiesberg if more funding can be secured from national & provincial government in this regard
ELECTRICITY AND ENERGY
Electricity reticulation means bulk supply of electricity, which includes for the purposes of such supply, the transmission, distribution and, where applicable, the generation of electricity, and also the regulation, control and maintenance of the electricity reticulation network, tariff policies, monitoring of the operation of the facilities for adherence to standards and registration requirements, and any other matter pertaining to the provision of electricity in the municipal areas. The Kamiesberg Municipality adopted a free basic service policy by which 50 kilowatts of electricity is given free to all indigents.
PROVISSION OF ENERGY
Kamiesberg Municipality, as the distributor, supplies consumers within the licensed area of supply. The distribution of electricity within the municipal area is governed further by distribution licences with NERSA, which regulate the areas to which the municipality may distribute electricity. According to the licence the distribution area includes: Rooifontein, Garies, Kamasies, Nourivier, Kamieskroon, Paulshoek, Klipfontein, Spoegrivier, Hondeklipbaai, Soebatsfontein, Kheis and Lepelsfontein and excludes Kharkams, Tweerivier and Leliefontein.
SOLAR POWER POTENTIAL
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A small 6.1 KW solar energy system will provide 8.72 kw hours of energy per annum, saving 6.6 tons of carbon from going into the atmosphere and would be the equivalent of planting 4.4 acres of trees.
The only disadvantage is that the solar power system is expensive ( around R 22 per watt ) and would need some form of battery storage to ensure energy during heavy winter periods. Solar water heaters can save up to 4.5 kwh per household per day; which workout much cheaper than a geyser in the long run. According to the Energy Outlook SA Report ( 2002:XV ) the Northern Cape has some of the world’s best conditions for solar power.
WIND POWER POTENTIAL
Wind power is one of the cleanest energy resources of electrical energy, but it also requires a place to store its energy ( i.e in batteries ) and it usually needs a constant wind that comes from one direction at a time. Before wind farms can be constructed the following issues need to resolve:
- Site location - Legal rights – up to 22.2 km distance from a country’s shore belongs to the national authorities and coastal zoning
According to the Energy Outlook SA Report ( 2002:XV) “much of South Africa’s coastal region is suitable for wind power”.
The following electricity sector projects are outlined in other Kamiesberg LM policies:
A natural gas plant, South of Hondeklipbaai: A full EIA has already been undertaken for this project. Economic impacts are high, with a large number of spin – off projects , particularly in the manufacturing of equipment ( drills, pipelines, safety equipments etc. ) Hondeklipbaai Oil and Gas Refinery – the use of Hondeklipbaai as a port of entry and processing for any gas and oil brought to shore. Kamiesberg Local Municipality Solar power feasibility study Kamiesberg Local Municipality Wind power feasibility study
4.6 KPA 2: LOCAL ECONOMIC DEVELOPMENT
STRATEGIC OBJECTIVE
To create employment, investment and business development opportunities we will:
1. Regular update our socio – economic and demographic information. 2. Capacitate local LED staff 3. In – depth analysis of the real development opportunities in key economic sectors, e.g tourism, agriculture 4. Focus explicitly on opportunities for SMME development in all sectors of the economy.
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INTENDED OUTCOME
Local Economic Development must incorporate recent development changes in the local economy as well as the alignment with Provincial and National initiatives and to develop implementation plans. In implementing the above objectives we will broaden our economy base and introduce new activities in the area, exploit latent resources and established SMME’s.
LOCAL ECONOMIC DEVELOPMENT : SWOT ANALYSIS
A SWOT analysis is a commonly used tool used to facilitate a strategic review of a particular organisation. It is a high-level exercise that identifies strengths, weaknesses, opportunities and threats of the organisation. The strengths and weaknesses are internal factors that the organisation may control. Opportunities and threats are those factors external to the organisation and therefore the organisation has little or no control over these macro environment factors. The SWOT analysis does not identify what should be done. Rather, it provides a framework for identifying where strategic opportunities may exist and how to avoid weaknesses inherent in the organisation or external threats from limiting future expansion and growth. The purpose of the SWOT analysis is to identify and assess the strengths, weaknesses, opportunities and threats in the Kamiesberg LM, in terms of local economic development. The identification of strengths, weaknesses, opportunities and threats within the municipal area provides the basis upon which the pillars of the LED strategy may be built.
Weakness Strengths . High quality & unspoiled . Water shortages environment
amounts of open land
workforce & agricultural budget) history (Khoi-San) rainfall – flower season functioning – renewable energy potential properly – mariculture potential -arid land with low carrying capacity Namibia
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population for its best strategic uses capabilities
entrepreneurs Lack of access to land for local residents international marketing of the area
on
wage income by the poor population and far from sources of industrial inputs and from markets - dependence on mining and government services sectors -existent manufacturing industry Threats Opportunities
Climate change that will impact on water Growth in tourism (N7 link to Namibia) resources and agricultural activities
le energy
uncertainty of economic -processing and technology conditions innovations
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4.7 KPA 3: FINANCIAL VIABILITY
STRATEGIC OBJECTIVE
To ensure a municipality that is:
a) Committed to an innovative approach, prudent investment of public funds, good governance, financial viability and optimal institutional transformation that accommodates diversity in service delivery.
INTENDED OUTCOME
Financial viability measured in terms of the municipalities ability to meet its service debt obligations as at 30th June.
Financial viability measured in terms of the municipalities outstanding service debtors as at 30th June.
Financial viability measured in terms of the municipalities available cash to cover fixed operating expenditure as at 30th June.
4.8 KPA4 MUNICIPAL TRANSFORMATION
Skills Development Plan Our WSP is submitted on the 29 May 2020; for the period 01 May 2020 until the 30 April 2021.
Human Resources Management Plan / Strategy
KAMIESBERG MUNISIPALITEIT
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HUMAN RESOURCE DEVELOPMENT AND RETENTION PLAN
1. Objectives of the policy:
The objectives of this policy is primarily to ensure recruitments of suitable qualified personnel into higher positions at the Municipality in an equitable and consistent manner in order to eliminate unfair discrimination and to ensure equitable groups in the workplace according to the demographics of the area.
PROMOTIONS
2. Advertising
(a) Once a position becomes vacant and resolved by the Council that it is necessary to fill it, the post must be advertised internally first. (b) An advert must reflect specific job requirements and a brief job profile attached to the post. (c) All applications should be made on the application form approved by the Council. (d) A Council Resolution number for filling of a particular post must be used as a reference number when the post is advertised internally.
3. Processing of application forms received:
(a) A personnel officer must receive and acknowledge the receipt of the forms on a proforma letter wherein it should be stated that if any applicant has not received any correspondence after three weeks of the receipt of the acknowledgement letter should take the application as unsuccessful. (b) The day after the closing date the forms must be examined by the Personnel officer who must ascertain which applicants meet the minimum requirements for the post and which do not. (c) Only employees who meet the minimum requirements can be selected for short listing, especially those from the designated groups in terms of the Employment Equity Act, 55 of 1998. (d) The Personnel officer must thereafter prepare a schedule for short listing process indicating details like Name, address, Gender, Race, Qualifications, Experience and any other important information and the schedule must be submitted to the Municipal Manager or relevant Manager. (e) Late applications will not be considered.
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4. Selection and interviewing panel:
(a) The Municipal Manager in consultation with the Executive Mayor, selected Councilors (for that purpose) labour representatives and one personnel representative to constitute a selection and interviewing panel for appointment of Departments and next level Managers (Level 1-3). (b) The selection and interviewing panel for junior posts will be constituted by the relevant Head of Department, three Councilors and personnel representatives. The Municipal Manager may sit on the panel as well.
5. Short listing
(a) The selection and interviewing panel should agree on the criteria on which the pre-selection of suitably qualified candidates for interviews to be based on. (b) After the pre-selection the panel should shortlist candidates and ensures that a suitable venue and date for interviews is communicated to them.
6. Elimination list
(a) All the applicants who are not short-listed will be put to elimination list and reasons for elimination of each applicant must be recorded.
7. Interviews:
(a) All members of the panel should be given full details of the candidate being interviewed including his application forms, CV and qualifications. (b) The panel should agree on a fair and reasonable interviewing process including the parameters within to ask question – i.e. they can use pre-planned questions to every candidate. (c) The panel should ensure that all candidate are accorded an equal opportunity and avoid questions which are racist, sexist or infringe the candidate’s rights. (d) The Chairperson should commence by asking a technical question relevant to the job in order to ascertain the level of competence and knowledge of the job. (e) Other members may ask questions and it is advisable for the personnel representative to ascertain the interpersonal relation in his/her questioning. (f) Each member of the panel, except for the observes (personnel and labour representative), should give scores according to the specified elements in the score sheet and select three strong candidates and write a motivation for each. (g) The panel should on the basis of the motivation cited above, submit a complete report including its recommendation to the Council for final approval. (h) If the first candidate declines, number two must be considered and also if number two declines, number three must be considered but if number three declines it must be re-advertised. APPOINTMENT
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(1)Once the Council confirms the appointment of a candidate(s) a letter of appointment detailing conditions of service in terms of the Basic Conditions of Employment Act is addressed to the candidate(s).
(2)If the candidate has accepted the post it is important that the necessary orientation and induction course should be arranged for him/her.
Employees on maximum salary notch:
(1) Employees who have reached maximum salary notch on his/her salary scale should be moved to one salary notch ahead of his/her salary scale. Or Employees can receive a long service bonus. In order for employees to qualify they should be on one salary for 5 years or more. Note that employees on salary level 1 to 3 are excluded from his adjustment.
SUCCESSION PLANNING
8. COMMUNICATE POSSIBLE OPPORTUNITIES
8.1 Inform employees of the possible job opportunities over the designated time period 9e.g. next three years). 8.2 Communicate what key competencies are needed for those jobs. That is, what level of demonstrated skills and knowledge is management looking for in potential candidates for these jobs. 8.3 Inform employees of the succession planning process that the organization intends to use. This is done in accordance to the Human Resources Strategy and pertains to plans such as bursary support, mentorship, special projects, limited job-rotation or advanced development programmes.
9. IDENTITY INTERESTED EMPLOYEES
9.1 Give employees the opportunity to indicate interest in possible job openings and willingness to participate in succession planning activities.
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9.2 Clarify that participation in succession planning is not a guarantee of advancement. However, participation could help one’s chances.
10. ASSESS COMPETENCY READINESS
10.1 Assesses individuals readiness to assume possible job openings for which they have indicated interest. 10.2 Compare the employee’s present competency level to that required of the anticipated opening. Identify competencies that need development to help ready the employee for that job occupation. 10.3 It is advisable to use an assessment instrument that actively engages the employee as well as the superior in determining the employee’s competency levels. 10.4 Competency and potential assessments must be done with assessment tools that are culture and gender sensitive and of which the integrity has been establish.
11. PREPARE DEVELOPMENT PLANS
11.1 Together with the employee, prepare an individual development plan that outlines specific activities that the employee engages in to develop needed competencies. Include a timetable with milestone for assessing progress. 11.2 The list of activities and timetable should be reflected in the employee’s personal development plan. 11.3 In addition to individual plans, it may make sense to have a group development plan applicable to core competencies for a particular occupation level that all interested employees should participate in.
12. PROVIDE DEVELOPMENT OPPORTUNITIES
12.1 Help the employee follow through with the development plan by setting up training options and providing realistic time to participate in the training activities indicated in the employee’s development plan. 12.2 The employee should also take personal responsibility to take the initiative and seek out activities that will help develop the targeted competencies. 12.3 This display of initiative and follow through can show that the employee is serious about succession and may, in itself, be a key competency.
13. FORMALISE ELIGIBILITY
13.1 Avenues to increase flexibility to formalize eligibility include:
13.1.1 Use “until further notice” recruitment announcements so that employees can submit their application at any time.
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13.1.2 Use desirable, not minimum, qualifications (recognize prior learning) 13.1.3 Use the “in-training” program that allows bringing the employee in at a lower level with automatic advancement to the higher level. 13.1.4 Use competency based classification structures.
Individual Performance and Organisational Management Systems Performance Management is a process which measures the implementation of the organisation’s strategy. It is also a management tool to plan, monitor, measure and review performance indicators to ensure efficiency, effectiveness and the impact of service delivery by the municipality. Strategic performance indicates how well the municipality is meeting its objectives and whether policies and processes are working effectively. Our IDP process and the performance management process are integrated and the IDP fulfils the planning stage of performance management whilst performance management in return, fulfils the implementation management, monitoring and evaluation of the IDP. The Service Delivery and Budget Implementation Plan ( SDBIP ) assist to achieve the objectives and priorities adopted in the IDP and indicators that measure service delivery responsibilities.
4.9 KPA 5: GOOD GOVERNANCE
STRATEGIC OBJECTIVE
. Promotion of Local Economic Development with specific focus on shared growth. . To create an enabling environment for economic growth in Kamiesberg that attracts investors, encourages innovation and facilitate pro-poor intervention . To ensure a municipality that is committed to an innovative approach, prudent investment of public funds, good governance, financial viability and optimal institutional transformation that accommodates diversity in service delivery . To develop socially integrated, safe and healthy communities . To ensure ecological integrity and climate response through sustainable practices. . To develop progressive strategies to optimize the use of available human resources . To facilitate real opportunities for youth, women, and disabled and appropriate care for the aged . To provide and maintain superior decentralized consumer services (Water, sanitation, roads, storm water, waste management and electricity). . Reduction of infrastructure backlogs i.e. human settlement, water, roads, electricity etc. . To ensure compliance as prescribed by relevant legislation.
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INTENDED OUTCOME
Through our Strategic Objectives and the 5 Local Government Key Performance Areas, the municipality will always strive to achieve its developmental mandate. The following are the five local governments KPA’s:
. Institutional Capacity and Municipal Transformation . Basic Service and Infrastructure Development . Financial Viability . Local Economic Development
Public Participation and Good Governance.
Governance Structures:
AUDIT COMMITTEE
The Kamiesberg Municipality did not have its own committee but make use of a shared committee of the District Municipality.
The committee consist of the following members:
Mr F Rootdman Mr F van den Heever Functions of the Committee
To advise the municipal council, the political office - bearers, the accounting officer and the management staff of the municipality, or the board of directors, the accounting officer and the management staff of the municipal entity, on matters relating to - (1) Internal financial control and internal audits; (2) Risk management; (3) Accounting policies; (4) The adequacy, reliability and accuracy of financial reporting and information; (5) Performance management; (6) Effective governance; (7) Compliance with this Act, the Annual Division of Revenue Act and any other applicable legislation; (8) Performance evaluation; and (9) Any other issues referred to it by the municipality or municipal entity;
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( b ) Review the annual financial statements to provide the council of the municipality or, in the case of a municipal entity, the council of the parent municipality and the board of directors of the entity, with an authoritative and credible view of the financial position of the municipality or municipal entity, its efficiency and effectiveness and its overall level of compliance with this Act, the annual Division of Revenue Act and any other applicable legislation;
( c ) Respond to the council on any issues raised by the Auditor – General in the audit report;
( d ) carry out such investigations into the financial affairs of the municipality or municipal entity as the council of the municipality, or in the case of a municipal entity, the council of the parent municipality or the board of directors of the entity may request; and
( e ) perform such other functions as may be prescribed.
MPAC COMMITTEE
To exercise oversight over the executive functionaries of council and to ensure good governance in the municipality.
This function is shared within the Namakwa District Municipality. Councillor M Rooi is the representative of our municipality to the District MPAC.
MUNICIPAL WARD COMMITTEES
DEFINITION OF WARD COMMITTEES
Ward committees are an exciting way of achieving objectives and aims of developmental local government as outlined in the Constitution of the Republic of South Africa, 1996. The objective of a ward committee is to enhance participatory democracy in local government. A Forum for deliberative democracy through: -
• Faster access to information • Instant clarification about programmes • Awareness building • Fosters feeling of self-management • Transparency in administration • Proper harnessing of local resources • Involvement/Quick decision making • Sense of ownership • Better planning ascertaining local needs and requirements • Social Audit, • Accountability, • Closer monitoring and evaluation of service delivery
RELEVANT LEGISLATION
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•The Constitution of the Republic of South Africa, 1996-Chapter 7 Section 152 •The Local Government: Municipal Structures Act, 1998 -Sections 73 and 74. •The Local Government: Municipal Systems Act, 2000- Chapter 4 •The National Guidelines for the Establishment and Operation of Municipal Ward committees, 2005 • Public Participation policy of the KAMIESBERG MUNICIPALITY.
ESTABLISHMENT OF WARD COMMITTEES
The Kamiesberg Ward committees will be made up of elected members of a particular Ward within Kamiesberg local Municipality. Ward Councillor shall convene a constituency’s meeting. The Kamiesberg Speaker will conduct elections to ensure that they are independent. Ward committee can have up to 10 members through call for nominations and voting. Ward committee should be representative of all interest groups e.g. women, youth, disabled. In the case of death or resignation of a ward committee member, the Kamiesberg Speaker will convene a meeting of that particular ward for a replacement by following the procedures and processes of electing a ward committee.
ROLE OF WARD COMMITTES
The Kamiesberg Municipality ward committee’s role is as follows: - • Increase the participation of local residents in Municipal decision making. • Represent the local ward and are not politically aligned. • Should be involved in the Integrated Development Planning process, Municipal performance management, annual Budget, Council projects and other key activities and programmes. • Can identify and initiate projects to improve the lives of the people in the ward. • Can support the Ward Councillor in dispute resolutions. • Monitoring of the performance of the Municipality and raise issues of concern for the ward. • Assist with community awareness campaigns e.g. Waste, water and sewerage, payment of fees and charges, etc.
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CHAPTER 5: STRATEGIC INTENT DEVELOPMENT
5.1 SWOT ANALYSIS
LOCAL ECONOMIC DEVELOPMENT : SWOT ANALYSIS
A SWOT analysis is a commonly used tool used to facilitate a strategic review of a particular organisation. It is a high-level exercise that identifies strengths, weaknesses, opportunities and threats of the organisation. The strengths and weaknesses are internal factors that the organisation may control. Opportunities and threats are those factors external to the organisation and therefore the organisation has little or no control over these macro environment factors. The SWOT analysis does not identify what should be done. Rather, it provides a framework for identifying where strategic opportunities may exist and how to avoid weaknesses inherent in the organisation or external threats from limiting future expansion and growth. The purpose of the SWOT analysis is to identify and assess the strengths, weaknesses, opportunities and threats in the Kamiesberg LM, in terms of local economic development. The identification of strengths, weaknesses, opportunities and threats within the municipal area provides the basis upon which the pillars of the LED strategy may be built.
Weakness Strengths . High quality & unspoiled . Water shortages environment
amounts of open land
workforce & agricultural budget) history (Khoi-San)
– flower season functioning – renewable energy potential properly – mariculture potential semi-arid land with low carrying capacity
cell phone signal in some areas
for its best strategic uses
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entrepreneurs
nd international marketing of the area
High levels of teenage pregnancy wage income by the poor population and far from sources of industrial inputs and from markets - dependence on mining and government services sectors -existent manufacturing industry Threats Opportunities
Climate change that will impact on water Growth in tourism (N7 link to Namibia) resources and agricultural activities
learner ships
-processing and technology conditions innovations
5.2 SECTOR PLANS
5.2.1STRATEGIC OBJECTIVE
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In order for a Municipality to function efficiently and effectively, prior planning has to be carried out in order to ensure that the needs of the Municipality and community are balanced with what is practically possible to achieve in line with available human and financial capacity.
5.2.2 INTENDED OUTCOME
The IDP as a whole forms part of this planning process, however, Sector Planning is important in order to focus on a specific focus and guide the Municipality in what projects need to be initiated and implemented. The Sector Plans need to be aligned to the IDP in order to ensure that there is holistic planning. Below are summaries of key Sector Plans that have been prepared by Kamiesberg Municipality.
The sector plans and key policy documents required of a municipality to support the delivering the above services in providing strategic and policy direction are summarized in the following diagram:
Implementing Sector Plan Objectives of Plan Status of Plan Directorate The plan still needs to be drafted, and will be A financial plan that will ensure undertaken in the financial viability of the conjunction with the Long Term municipality in order to give development of a long Financial Plan effect to the strategic objectives term vision for of Council as portrayed in the Kamiesberg IDP Municipality through the ISDF process To record all assets of the Asset municipality and make Management recommendations for the optimal Developed Finance Plan economic utilization of such assets . To ensure that proper procedure is followed when Investment Plan Developed investing Council or grant funding. To record all assets of the Risk municipality and Management make recommendations for the Developed Plan and optimal Strategy economic utilization of such assets Integrated A 5-year master plan to upgrade Technical Infrastructure and maintain existing To be developed Services Maintenance infrastructure in Kamiesberg
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Plan Municipality To co-ordinate the provision and Water and demand of bulk potable water to Sewer Master To be developed different consumer’s in Plan Kamiesberg Municipality The main purpose of the plan is to ensure effective planning and Water Services communication by the WSA and Development to assist in effective planning and To be reviewed Plan communication by the WSA and to assist in effective monitoring and evaluation.
To integrate and optimize waste management, in order to maximize efficiency and minimize the Integrated associated Waste Co function with environmental Management Environmental Affairs impacts and financial costs, and Plan to improve the quality of life of all residents within the Kamiesberg Municipality To map out a 5-year master plan to implement storm water networks Storm Water in Kamiesberg To be developed Master Plan Municipality and also to maintain the existing storm water infrastructure To map out a 5-year master plan to expand and improve the electrical Electricity network for To be developed Master Plan Kamiesberg Municipality and also to maintain the existing electrical infrastructure To co-ordinate the priorities for transport & Integrated traffic patterns in Kamiesberg NDM busy developing Transport Plan Municipality and plan ensure that provision is made for infrastructure for public transport A plan to pro-actively Disaster identifying risks and Co function with Management prevent disasters from happening District Municipality Plan or
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minimizing the impact of such disasters if it cannot be avoided Promote sustainable functional and integrated settlement patterns in order to: . discourage low density urban sprawl; . Generate social and economic opportunities for people; and promote easy accessibility to those opportunities. . Maximize resources efficiently; for example: Spatial . ensure the protection of the Development available environmental Need to be reviewed Framework resources within the municipality; . Protect productive land for agricultural purposes to ensure food security. . Enhance regional identity and unique character of place. . Ensure conformance with the district municipality and provincial spatial development frameworks.
Rural Planning for development of rural Local Economic Development settlements and facilitate land reform To be developed Development Strategy projects (LED) . Establishing a job creating economic growth path;
. Embarking upon sustainable LED Strategy rural development and urban To be reviewed renewal; and
Bringing the poor and disadvantaged to the center of development. . To communicate with internal Communication and external stakeholders in an Developed Strategy ethical and responsible manner.
. To plan and develop a plan to Integrated facilitate and coordinate To be developed HIV/Aids Plan HIV/AIDS Programmes and assistance to affected and
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infected individuals
. To prioritize the housing needs in Kamiesberg Municipality and Human Settlement co-ordinate the implementation To be developed Plan of different housing options in line with the National & Provincial Housing Policy
Kamiesberg . This policy make provision for Municipal special tariffs to attract investors To be developed Investment Incentive Policy . This Framework monitors and Performance regulates the overall Management To be reviewed performance of the Policy Framework management and Council. To ensure that targets are being set for transformation of the staff structure Employment of the Developed Corporate Equity Plan municipality in order to reflect the Services demographic composition of the Corporate area Services To co-ordinate training and capacity Workplace Skills building of municipal staff as per Developed Plan their personal career objectives
Spatial Development Framework.
With the assistance of the department of COGSTHA an in – house review of the SDF will take place. Council already give approval for this project.
CHAPTER 6: PROJECTS
6.1 INTRODUCTION
Poverty Alleviation and Job Creation is some of our biggest challenges that escalate in to other serious social crimes such as alcohol and drug abuses, illegal mining and the illegal selling of endangered species
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The municipality therefore identified the following Mega Projects to broaden its tax basis and alleviate poverty and create jobs.
To implement these projects the municipality need the support of our District, Provincial and National Government. It also creates the perfect opportunity for Public Private Partnerships.
6.2 INFRASTRUCTURE DEVELOPMENT
These projects are:
1. Tar / Upgrading of gravel road from Garies via Kheis, Paulshoek, Leliefontein, Nourivier to Kamieskroon. We are from the view that if this project can realise service delivery can be done
2. Completion of the Klipfontein - Hondeklipbaai Road. 3. Coastal Development: Hondeklipbaai and Eiland Punt Noord
COASTAL DEVELOPMENT The Coastal town of the Kamiesberg Municipality is Hondeklipbay. Hondeklip Bay lies about 95 km south west of Springbok. This village was originally used as a harbor to export copper ore from the mines around Springbok but was later surpassed by Port Nolloth, which had a safer harbor as well as a railway line. Today Hondeklip Bay is a popular regional holiday destination and serves the fishing and diamond-mining community. Holiday accommodation ranges from camping at the municipal caravan park to self-catering chalets. Attractions include ship wrecks like the Jahleel and the Aristea which ran aground in 2003 and 1945 respectively. In July 2016, the Jahleel started breaking up and split in two.
COASTAL INFRASTRUCTURE PRIORITIES IN KAMIESBERG MUNICIPALITY:
Small harbour development Fishing and fish processing Beach front development
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6.3 PUBLIC LAUNCHED SITE
In terms of General Notice 31 of 2021 dated 26 March 2021 by the Department of Environment and Nature Conservation that Hondeklipbaai is proclaimed a Public Launched Site 6.3 TOURISM DEVELOPMENT
Kamiesberg Municipality have a variety of tourism potential e.s historical, cultural and our well known beautiful flowers during springtime. The opportunity is there to unlock a tourism season from January up till December.
- Roodebergskloof Guest Farm - Leliefontein Massa care ( history ) - Leliefontein Methodist Church ( National Monument ) - Betelsklip ( history / cultural ) - Namakwa National Park - Kliphuis - Moertjieklip - Daters’ Poort ( Grave of Lieutenant James Darter / this small piece of land belong to England ) ( history ) - Letter Klip ( history ) - Aristea ship wreck ( history )
6.4 MIG IMPLEMENTATION PLAN
MIS Nat. / Prov Project Title EP MIG Project Total Registere FOR Project WP Categ s Type Project d MIG M Registration Y/N ory ( water Cost Funds ID No. (B.P ,sanitat Balance or E) ion etc ) 3534 w/nc/17297/12 Kamieskroon : Y B Water R R 01 /12 Ground water 21 625 62 12 114 89
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desalination ,bulk 2.97 7.27 water, borehole development and reservoir phase 2. 2241 Mig/nc/0529/5/ MIG 1282: N B Sanitati R R 74 14/16 Kamiesberg:Kami on 8 040 448 7 053 025 eskroon: .50 .00 Upgrading of Oxidation Ponds 2152 Mig/nc/0493/w MIG 1243 Y B Water R R 40 /14/16 Rooifontein 10 888 12 8 638 462 Groundwater 7.80 .15 desalination, bulk water and borehole development
6.5 MANAGEMENT PLAN FOR THE SWARTLINTJIES ESTUARY
6.5.1 Swartlintjies Estuary Management Objectives
Improve the health of the estuary. Restore natural surface water flow regime. Land use and infrastructure development Education and Public awareness Institutional arrangements and Effective Governance Conservation of biodiversity.
6.5.2 BUDGET
Budget: R 400 000.00
6.5.3 PROCEDURE FOR DEVELOPING ESTUARY MANAGEMENT PLANS
Scoping Phase Objective setting phase
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Management Estuarine Actions Zonation Plan
Implementation phase
Development of monitoring implementation implementation plans
6.6 LAND AVAILABILITY
6.6.1 TRANCRAA
The land is presently held in a trust for the communities by the Minister of Rural Development and Land Reform {in terms of the Rural Areas Act, 1987 (Act 9 of 1987) which has since been repealed}. No residents in the Kamiesberg Municipal Area hold individual title deeds for their own on the commonage plots.
The commonage land is subdivided into grazing plots which are then allocated to the different local community members. The allotment of plots is done through an application process wherein a lease agreement is signed between the commonage beneficiary and the Kamiesberg municipality. The use of the commonage land by the beneficiaries is regulated by the grazing regulation that forms part of the Kamiesberg Commonage Management Plan. Land is predominantly used for pasture. There is a limited amount of land that sit alongside the river bank that is used for crop farming. This
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type of farming is also regulated by the grazing regulation of the municipality. This gives opportunity to local residence that prefer alternative farming practices to be accommodated. The act that came with the purchase of commonage land stipulates that access to certain farms is only permissible for select land users.
Garies and Kamiesberg commonage land has collectively 8 commonage camps that are leased to poor emerging farmers. The Kamiesberg Municipal Council has the prerogative to sell the latter commonage land to individual or family members in line with the principles of the for mentioned act. The lands are managed by the commonage committee that have the authority to make request for additional land should such need arise from time to time. On recommendations of the commonage committee and after the review by the Economic and Infrastructure Committee the motion is tabled before council who make the final decision whether to proceed with an application to the Department Rural Development and Land Affairs.
6.6.2Leliefontein.
The following village falls within the Leliefontein area, namely: Paulshoek, Leliefontein, Nourivier, Rooifontein, Kamassies, Kheis, Tweerivier, Klipfontein, Kharkams and Spoegrivier.
6.6.3 Lepelfontein
Lepelsfontein is part of the greater Rietpoort area that falls within the Western Cape, so here we have a cross boundary issue. The TRANCRAA process did not start in the Lepelsfontein area.
6.6.4 Land Reform
Land Reform is seen to be failing in the area, as claims take years to be processed and many land claim beneficiaries have failed at attempts at farming, for example. A further constrain with regards to land is the mining sector’s monopoly over vast stretches of valuable coastal land. These are issues that require creative, collaborative solutions that ensure that land use patterns reflect the economic and social goals of the Kamiesberg Municipality. In our Municipal Area there is a huge need for land for agricultural purposes.
De Beers donate two farms to the municipality namely Eiland Punt Noord ( Remainder ) and Rietveld ( Remainder ) This Farms rendered the opportunity for coastal development that include accommodation and leisure facilities.
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6.7 CURRENT AND PLANNED PROJECTS
Hondeklipbaai Projects Estimate Cost Housing Upgrading of dumping site Speed bumps Completion of Storage Warehouse R 10 mill Construction of Tar road from R 550 mill Klipfontein to Hondeklipbaai Extension of stabilizing of beach front Beach Front board walked
Soebatsfontein Projects Estimate Cost Housing Completion of Library Communication ( Cell Phone and internet reception ) Upgrading of water network Speed bumps Flushed toilets Completion of paving within town
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Tar of Road from Kamieskroon through Soebatsfontein to Kommaggas Cleaning and Greening stimulus project ECD Centre
Kamieskroon Projects Estimate Cost Housing Construction of VIP toilets – Eco san Paving of internal Roads Upgrading of community Hall Upgrading of Sports Ground Development of a new grave yard Communal taps Fencing of Roads Accredited Training and Skills Development
Spoegrivier Projects Estimate Cost Housing Survey of Plots Sewerage ( Vip toilets a major problem ) Cleaning of UDS toilets Road signage Upgrading of water network Paving of internal streets Construction of a New Dam Fully Equipped boreholes for drinking water Enclosing existing landfill site Fully equipped clinic Solar panels Upgrading of access road between Kharkams, Spoegrivier and Hondeklipbaai. Water tanks for every household Construction of storage facility at Community Hall
Garies Projects Estimate Cost Street lights should be installed in Delft Speed bumps in Main Road
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Multipurpose Centre Food security promoted through utilization of Commonage Cleaning of Streets Re – launch of the Mineral Water project Entrepreneurs development project Skills Development projects for the community Namaqua District greening and EPWP Projects Repair potholes
Klipfontein Projects Estimate Cost High Mass Electricity Proper sanitation Upgrade of water system – Water for RDP Houses Air valves on existing pipeline to distribute evenly water More dams to store water Flush toilets Sat elite police station Fully Equipped Clinic Library Town Cleaning Projects Soup kitchen for Elderly Green tanks UDS toilets Advisory Office Livestock drinking water Play Park Upgrading of Community Hall Fencing of Village Youth development
Lepelfontein Projects Estimate Cost Paving of internal roads Construction of RDP Houses Play Parks Fencing of Community Hall Upgrading of kitchen within Hall Repair of Toilets Upgrading of Landfill site Fencing of Commonage Land Upgrading of Community Hall
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Construction of 20 toilets Street Lightning Maintenance of access roads Cleaning and Greening Stimulus Project
Kharkams Projects Estimate Cost Upgrading of Clinic Upgrading of sewerage system Survey of plots Street Lightning Library Storm water drainage System Water tanks for every house hold Draught relief for farmers Design underground Wetland Upgrade of Landfill site Housing Satellite Police station Bakery Completion of Sports Ground ECD Centre Record Management of old Municipal Office at Kharkams Completion of ram camp Source to Sea project
Tweerivier Projects Estimate Cost Housing Tar of Road between Kharkams ans Tweerivier Fencing of road: from Kharkams via Tweerivier up to Leliefontein and Nourivier Solar panels and windmills on commonage land Extension of graveyard Upgrade of water network and reservoirs Upgrading of community hall Paving ECD Centre Upgrading of Sports Grounds
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Kheis Projects Estimate Cost Housing Toilets Water tanks for every households Upgrading of sports grounds Tar of access road to Garies Street lightning Paving of internal roads Cleaning of dam Youth development Vegetable Garden Namakwa district Greening and EPWP project
Paulshoek Projects Estimate Cost Streetlights Satellite police station Soup kitchen Construction of entrance road Paving of internal roads Upgrading of sport grounds RDP House Local Economic Development Telephone and Cell phone reception
Leliefontein Projects Estimate Cost Upgrading of water system More streetlights Renovation, Demolish and reconstruction of Community Hall Construction and upgrading of cemeteries Upgrading of clinic Construction of a police station New grave yard Morgue Efficient Health Care Paving of Entrance road Rectification of RDP Houses Soup Kitchen Upgrading of sport facilities Source to sea project
Nourivier Projects Estimate Cost Refuse removal
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Street Names Cell phone reception Installation of toilets Sewerage network Upgrading of clinic Storm water system Skills Development
Rooifontein Projects Estimate Cost Upgrading of sport grounds Housing Renovation of clinic Repair of streetlights Repair of bridge Repair of water pump in river Upgrading of infrastructure on commonage
Kamassies Projects Estimate Cost Paving of streets Housing Cell phone reception Toilets Upgrading of streetlights Upgrading of access roads Upgrading of clinic Upgrading of infrastructure on commonage land
6.8 KAMIESBERG MUNICIPALITY: PRELIMARY CAPITAL BUDGET 2021 /2022
KAMIESBERG MUNICIPALITY: PRELIMARY CAPITAL BUDGET 2021 /2022 PRIORITY PROJECT NAME COST ESTIMATE FUNDER FIN YEAR 1 Constructions of Oxidation R 5 000 000.00 WSIG 2021 / 2022 Ponds in Kharkams 2 Constructions of Oxidation R 5 000 000.00 WSIG 2021 / 2022 Ponds in Hondeklipbaai 3 Construction / Paving of R 7 928 000.00 DOE 2021 / 2022 internal roads in Kamassies 4 Upgrading of Garies R 1 595 000.00 DOE 2021 / 2022 Electrical Network 5 Upgrading of Kamieskroon R 4 438 596.49 DOE 2021 / 2022 Electrical Network
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6 EEDSM Programme R 4 505 238.99 DOE 2021 / 2022 7 Upgrading of Tweerivier / To be determined RBIG 2021 / 2022 Kharkams Bulk water Supply 8 Construction of 28 RDP R 3 093 903.40 COGHSTA 2021 / 2022 Houses in Paulshoek 9 Construction of 25 RDP R 2 762 413.75 COGHSTA 2021 / 2022 Houses in Soebatsfontein 10 Construction of 47 RDP R 5 193 337.85 COGHSTA 2021 / 2022 Houses in Kheis 11 To be determined COGHSTA 2022 / 2023 12 To be determined COGHSTA 2022 / 2023 13 To be determined COGHSTA 2022 / 2023 TOTAL CAPITAL R 39 516 490.48 BUDGET
6.9 KAMIESBERG MUNICIPALITY: PRELIMARY CAPITAL BUDGET 2022 /2023
KAMIESBERG MUNICIPALITY: PRELIMARY CAPITAL BUDGET 2022 /2023 PRIORITY PROJECT NAME COST FUNDER FIN ESTIMATE YEAR 1 Construction of R 5 000 000.00 WSIG 2022 / Oxidation Ponds in 2023 Leliefontein 2 Construction of R 5 000 000.00 WSIG 2022 / Oxidation Ponds in 2023 Soebatsfontein 3 Construction of R 2 000 000.00 WSIG 2022 / Oxidation Ponds in 2023 Spoegrivier 4 Construction/ Paving of R 8 000 000.00 MIG 2022 / Lepelsfontein internal 2023 roads 5 Replacing VIP / UDS To be determined 2022 / Toilets in Kamiesberg 2023 Municipal Area 6 Construction of 24 RDP R 2 651 917.20 COGHSTA 2022 / Houses in Garies 2023
7 Construction of 18 RDP R 1 988 937.90 COGHSTA 2022 / Houses in Spoegrivier 2023
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8 Construction of 24 RDP R 2 651 917.20 COGHSTA 2022 / Houses in Tweerivier 2023
9 Installation of Pre Paid To be determined 2022 / water Metres 2023 TOTAL CAPITAL R 27 292 772.30 BIDGET
6.10 KAMIESBERG MUNICIPALITY: PRELIMARY CAPITAL BUDGET 2023 /2024
KAMIESBERG MUNICIPALITY: PRELIMARY CAPITAL BUDGET 2023 /2024 PRIORITY PROJECT NAME COST ESTIMATE FUNDER FIN YEAR 1 Bulk water and Borehole R 8 000 000.00 MIG 2023 / 2024 Development: Rooifontein 2 Construction of Oxidation R 5 000 000 .00 WSIG 2023 / 2024 Ponds in Nourivier 3 Construction of Oxidation R 5 000 000.00 WSIG 2023 / 2024 Ponds in Rooifontein 4 Construction of Oxidation R 2 000 000.00 WSIG 2023 / 2024 Ponds in Kamassies 5 Construction of 18 RDP R 1 988 937.90 COGHSTA 2023 / 2024 Houses in Kamassies 6 Construction of 45 RDP R 4 972 344.75 COGHSTA 2023 / 2024 Houses in Rooifontein 7 Construction of 25 RDP R 2 762 413.75 COGHSTA 2023 / 2024 Houses in Nourivier 8 Construction of 50 RDP R 5 524 827.50 COGHSTA 2023 / 2024 Houses in Hondeklipbaai 9 Construction of 50 RDP R 5 524 827.50 COGHSTA 2023 / 2024 Houses in Kharkams 10 Construction of 50 RDP R 5 524 827 .50 COGHSTA 2023 / 2024 Houses in Kamieskroon TOTAL CAPITAL R 46 298 178.90 BUDGET
6.11 KAMIESBERG MUNICIPALITY: PRELIMARY CAPITAL BUDGET 2024 /2025
KAMIESBERG MUNICIPALITY: PRELIMARY CAPITAL BUDGET 2024 /2025 PRIORITY PROJECT NAME COST ESTIMATE FUNDER FIN YEAR 1 Upgrading of Oxidation R 7 731 370.00 MIG 2024 / 2025 Ponds in Garies 2 Construction of Oxidation R 5 000 000.00 WSIG 2024 / 2025
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Ponds in Paulshoek 3 Construction of Oxidation R 5 000 000.00 WSIG 2024 / 2025 Ponds in Lepelsfontein 4 Construction of Oxidation R 2 000 000.00 WSIG 2024 / 2025 Ponds in Tweerivier 5 Construction of 63 RDP R 1 988 937.90 COGSTHA 2024 / 2025 Houses in Lepelsfontein TOTAL CAPITAL R 21 720 307.90 BUDGET
6.12 EPIP PROJECTS
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6.13 SOCIAL AND LABOR PLANS
The purpose of the Mineral and Petroleum Resources Development Act, 2002 , Act No 28 of 2002 ( MPRDA ) is amongst others to transform the mining and production industries in South Africa. In order to ensure effective transformation in this regard, the act requires the submission of the Social and Labour Plan as a pre – requisite for the granting of mining or production rights.
The objectives of the Social and Labour plans are to:
Promote economic growth and mineral and petroleum resource development in the Republic. Promote employment and advance the social and economic welfare of all South Africans. To utilize and expand the existing skills base for the empowerment of HDSA and to serve the community.
Projects listed for Social and Labour Plans.
Garies.
Installed street lights in Delft Repair potholes Re – launch of the mineral water project Upgrading Roodebergskloof Conservation farm
Lepelsfontein.
Paving of internal roads Construction of 20 RDP Houses Play Parks Fencing of Community Hall Upgrading of kitchen within Community Hall Installation of water tanks Street Lightning
Hondeklipbaai
Speed bumps Refurbishment of Fishers Storage warehouse Beachfront boardwalk Extension of stabilising of beachfront
Soebatsfontein
Completion of Library ECD Centre Communication Upgrading of water network Speed bumps Completion of paving
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6.14 MEDICINAL PLANTS OF KAMIESBERG.
INTRODUCTION
The Namaqualand region is situated along the west coast of South Africa and stretches from the Olifant’s River mouth north – wards to the Namibian Border. This region of extreme summer aridity is part of the Succulent Karoo Biome and is famous for the spectacular display of annual flowers in the spring ( August to September ) and for the high levels of plant endemism, especially succulents ( Mucina and Rutherford, 2006 ). It is also the traditional ( original ) home of the Nana people, the largest ethnic group of Khoisan speakers, who where historically concentrated in the highlands of the Kamiesberg area, from where they migrated seasonally to other parts of Namaqualand ( Webly, 2007 ) The rich cultural heritage of the Nama people has been described by ( Schapera 1930 ) but the medical ethnobotany has not yet been systematically recorded. The paucity of information on Khoisan ethnobothany has also been commented on by Liengme ( 1993 ) , Archer ( 1994 ) , and Van Wyk ( 2002, 2008 ).
It is noteworthy that the very first ethno botanical survey in South Africa was done in Namaqualand. ( Van Der Stel 1685 ). A few ethno botanical anecdotes were also recorded by William Guybon Atherstone when he visited Namaqualand for five months in 1854 – 1855. Important contributions to the ethnobotanical of Namaqualand were made by Laidler ( 1928 ) and Archer ( 1982, 1990, 1994 ) described the medical practices and some medical plants of the region but unfortunately only common names were given for most of the plants.
STUDY AREA
The survey was conducted in four villages in the Kamiesberg, namely Kamieskroon, Nourivier, Leliefontein and Paulshoek. The Kamiesberg area represent the highest altitude region in Namaqualand and most of it is covered with fynbos and renosterveld, thus representing an outlying island in the Fynbos Biome within the succulent Karoo. It is situated in the so called Hardeveld or Klipkoppe vegetation unit of Namaqualand and is known as the Kamiesberg Centre of endemism (KBC) because of the high number of endemic species.
DATA COLLECTION
All the ethical guidelines in the latest (2008) version of the International Society of Ethnoboilogy (2006) were strictly adhere to, including the principle of educated prior informed consent (with explicit permission to use all photographs, personal details and ethnobotanical information for scientific these and publications). This study was also formally approved by the Science Faculty Ethics Committee of the University of Johannesburg. Over the last 30 years, several scientific studies have been conducted in the Kamiesberg (especially by scientist from the University of Cape Town ) so that the area were already familiar with scientific research methodologies.
RESULTS and DISCUSSION
This study revealed that the Kamiesberg is an important centre of Nama ethno medical information. The remaining traditional knowledge of medical plant uses is mainly found amongst elderly persons in the villages visited, which confirms the statement that ethnobotanical knowledge ( especially about medicinal plants ) is rapidly disappearing because plants are no longer of primary importance for the local health care needs.
MEDICINAL PLANT SPECIES of the KAMIESBERG
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A total of 101 medicinal plant species was recorded in the Kamiesberg area during this study, of which four are as yet unidentified. The medicinal plants of the Kamiesberg Municipality are still widely used for self – terminating and chronic ailments, more serious conditions are referred to the local clinics or hospitals.
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CHAPTER 7: FINANCIAL SECTOR PLAN INTEGRATION
7.1 GRANTS
7.2 SPENDING AGAINST CAPITAL BUDGET Due to financial constraints, it was not possible to provide funding for capital projects from our revenue sources. The following is the list of projects conducted and their respective sources”
Spending/ PROJECT NAME Amount (R) Source Progress Upgrading of Garies Sewerline & Pumpstation 6 845 400,15 WSIG 100% Kamieskroon Sewer Reticulation Network 1 353 620,10 WSIG 100% Klipfontein Evaporation Ponds 1 204 720,54 WSIG 100% Kheis Evaporation Ponds 1 384 358,38 WSIG 100% Tweerivier Water Reticulation 1 211 900,83 WSIG 100% Kamieskroon Borehole Development 7 553 025,00 MIG 100% R19 553 025,00
7.3 CAPITAL EXPENDITURE
7.4 GRAP COMPLIANCE
Our best measure of GRAP compliance comes from the audit opinion of the latest Annual Financial Statements for the year ended 30 June 2020. The opinion improved from a disclaimer of opinion in 2018/19 to a qualified audit opinion for the year ended 30 June 2020. An audit action plan has already been established and controls being put in place to ensure that further improvement is made during the next audit cycle.
7.5 MSCOA COMPLIANCE
The fundamental purpose of MSCOA is to ensure a seaming less integration on the financial system between all sectors within a municipality. Challenges are currently still being experienced in this regard due to limited system functionality.
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7.6 CASH / LIQUIDATION POSITION Current ratio is a measure of the current assets divided by the current liabilities and as a benchmark the KHM has set a limit of 1, hence at no point in time should this ratio be less than 1. The following table provides an overview of the overall solvency and liquidity of the municipality:
7.7 SUSTAINABILITY
7.8 EFFECTIVE RESOURCES
7.9 ACCOUNTABILITY AND GOOG GOVERNANCE
7.10 REDISTRIBUTION
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7.11 DEVELOPMENT AND INVESTMENT
7.12 BORROWING
Borrowing Management Capital expenditure in local government can be funded by capital grants, own-source revenue and long-term borrowing. The ability of a municipality to raise long term borrowing is largely dependent on its creditworthiness and financial position. As with all other municipalities, Kamiesberg Municipality’s borrowing strategy is primarily informed by the affordability of debt repayments. The structure of the KLM’s debt portfolio is dominated by leases for fleet and other operating equipment.
Safety of Capital The debt-to-equity ratio is a financial ratio indicating the relative proportion of equity and debt used in financing the municipality’s assets. The indicator is based on the total of loans, creditors, over-draft and tax provisions as a percentage of funds and reserves.
The gearing ratio is a measure of the total long-term borrowings over funds and reserves.
7.13 FINANCIAL MANAGEMENT STRATEGIES
7.14 ASSET MANAGEMENT PLAN
As part of the financial sustainability strategy, an aggressive revenue management framework has is being designed to increase cash inflow, not only from current billings but also from debtors that are in arrears in excess of 90 days. The intention of the strategy is to streamline the revenue value chain by ensuring accurate billing, customer service, credit control and debt collection.
Management of assets: Asset management policy is being developed for approval by council
7.15 BUDGETARY OFFICE
7.16 FINANCIAL SCHEDULE
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CHAPTER 8: PERFORMANCE MANAGEMENT-
8.1 PURPOSE
The performance of an organization is integrally linked to the staff. If employees do not perform an organisation will fail. It is therefore important to manage both the organizational an individual performance at the same time. The relationship between organizational performance and employee performance starts from planning, implementation, monitoring and review. All the phases in the organizational performance apply to management of individual performance. The monitoring system using monthly, bi – monthly and quarterly reports is informed by individual activities at sectional and departmental levels. However individual performance differ from organizational review.
8.2 THE CONSTITUTION OF SOUTH AFRICA ACT 108 OF 1996
The Constitution of the Republic of South Africa , Act 108 of 1996 , Section 152 clearly states that:
. Dealing with the objectives of Local Government, paves the way for performance Management with the requirement for an “ accountable government”. . The democratic values and principles in terms of Section 195(1) are also linked with the concept of performance management , with reference to the principles of, inter alia, . The promotion of efficient, economic and effective use of resources, accountable public administration, to be transparent by providing information, . To be responsive to the needs of the community, and to facilitate a culture of public service and accountability amongst staff.
8.3 MUNICIPAL SYSTEMS ACT. ACT 32 OF 2000
The major PMS policy instruments is the is the 1998 White Paper on Local Government supported by the Batho Pele principles , which policies was given legal status through the adoption of the Municipal Systems Act in 2000 ( Act 32 of 2000 ).
Chapter 6 of the Municipal systems Act ( 2000 ) provides briefly that a municipality must:
. Develop a Performance Management System; . Promote a performance culture; . Administers its affairs in an economical, effective, efficient and accountable manner; . Set Key Performance Indicators ( KPI’s) as a yardstick for measuring performance; . Set targets and monitor and review the performance of the municipality based on indicators linked to their IDP; . Monitor, measure and review performance at least once per year; . Take steps to improve performance; . Report on performance to relevant stakeholders;
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. Publish an annual performance report on performance of the municipality forming part of its annual report as per the Local Government: Municipal Finance management Act, 2003; . Incorporate and report on a set of general ( sometimes also referred to as national ) indicators prescribed by the Minister responsible for Local Government; . Conduct on a continuous basis an internal audit of all performance measures; . Have their annual performance report audited by the Auditor – General; and . Involve the community in setting indicators and targets and reviewing municipal performance.
8.4 MUNICIPAL PLANNING AND PERFORMANCE REGULATIONS
The Municipal Planning and Performance Management Regulation set out in detail requirements for Municipal Performance Management Systems. Each component of the proposed framework in this document is strongly informed by the Regulations. In summary the Regulations provide that a municipality’s PMS must:
1. Entail a framework that describes and represent s how the municipality’s cycle and process of performance management, including measurement, review, reporting and improvement, will be conducted; 2. Comply with the requirements of the Systems Act; 3. Relate to the municipality’s employee performance management processes and be linked to the municipality’s IDP; and that: 4. A municipality must: o The setting of performance measures ( indicators ) and the involvement of communities in this, o The setting of performance targets for each of the measures, o Annually review its KPI’s as part of the performance review process o Monitoring, measurement and evaluation of performance; o Report on performance to Council at least twice a year; o Internal auditing of performance measurement; o Community participation in respect of performance management
5. Furthermore, Section 43 of the System Act authorises the Minister to prescribe general KPIs that every municipality must report on. Regulation 5(1) mentions the following general KPIs:
o The percentage of households with access to basic level of water, sanitation, electricity and solid waste removal. o The percentage of households earning less than R 4000.00 per month with access to free basic services. o The percentage of the Municipality’s capital budget actually spent on capital projects in terms of the IDP. o The number of local jobs created through the Municipality’s economic development initiatives, including capital projects.
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8.5 REGULATIONS FOR MUNICIPAL MANAGERS / MANAGERS REPOTING TO MM
The regulations seek to set out how the performance of Municipal Managers and Section 56 Managers directly accountable to Municipal Managers will be uniformly directed, monitored and improved. The regulations include the following:
. Chapter 2 deals with the requirements and provisions of the employment contracts; . Chapter 3 deals with the performance agreements, which must include prescribes Key Performance Areas and Core Competency Requirements. . Chapter 4 deals with the content of a job description for Municipal Managers.
8.6 MUNICIPAL FINANCE MANAGEMENT ACT. NO .56 OF 2003
The Municipal Finance Management Act, 2003 links financial management and the IDP in no uncertain terms, for example:
Section 17 – Contents of Annual Budgets and Supporting Documents.
An Annual Budget, when it is tabled in Council for approval, must be accompanied by measurable performance objectives for revenue from each source and for each vote in the budget, taking in account the Municipalities IDP.
Section 24 – Approval of Annual Budgets.
An Annual Budget must be approved together with the adoption of resolutions approving above mentioned performance objectives.
Section 53 – Budget Process and related Matters
The Municipalities Service and Delivery and Budget Implementation Plan ( SDBIP ) must include service delivery targets and performance measures for each quarter. The annual performance agreements must be linked to the measurable performance objectives approved with the budget and to the SDBIP.
Section 72 – Mid – Year Budget and Performance assessment
There must be a mid – budget and performance assessment in January of each year.
The Municipal Systems Act and the Municipal Financial Management Act required that the PMS be reviewed annually in order to align it with the reviewed Integrated development Plan ( IDP ). As a direct consequence of the reviewed organizational performance management system it then becomes necessary to also amend the scorecards of the municipal manager and section 57 managers in line with the cascading effect of performance management from the organisational to the departmental and eventually to the employee level.
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8.7 BATHO PELE PRINCIPLES
An important perspective in the management of the performance of a Municipality is its relationship with its customers, namely, local citizens and partners. The Batho – Pele White Paper ( 1998 ) provides an approach to building a culture and practice of customer service that is responsive to the needs of citizens and business as consumers and end – users of municipal services. For this to happen, even with the context of limited resources at the disposal of municipalities, everyone in the public service needs to do so with a high degree of commitment and sense of duty, through living the Batho – Pele principles.
Eight Batho – Pele principles were develop to serve as acceptable policy and legislative framework of service delivery in the service.
(1) Consultation. Citizens should be consulted about the level and Quality of public service they receive, and where possible, should be given a choice about the service that are provided. (2) Service standards: Citizens should know what standard of service to expect. (3) Access: All citizens should have equal access to the service to which they are entitled. (4) Courtesy: Citizens should be treated with courtesy and consideration. (5) Information: Citizens should be given full and accurate information about the public services they are entitled to receive. (6) Openness and Transparency: Citizens should know how departments are run, how resources are spent, and who is in charge of particular services. (7) Redress: If the promised standard of service is not delivered, citizen should be offered an apology, a full explanation and a speedy and effective remedy; and when complaints are made, citizens should receive a sympathetic , positive response. (8) Value – for – Money: Public services should be provide economically and efficiently in order to give citizens the best possible value – for – money.
“Importantly, the Batho – Pele White Paper notes that the development of a service – orientated culture requires the active participation of the wider community. Municipalities need constant feedback from service – users if they are to improve their operations. Local partners can be mobilised to assist in building a service culture”.
8.8 OBJECTIVES OF THE PERFORMANCE MANAGEMENT FRAMEWORK
The objectives of institutionalising a Performance Management System, beyond the fulfilling of legislative requirements, is to serve as a primary mechanism to monitor, review and improve the implementation of the municipality’s IDP. In doing so, it should fulfil the following functions:
Promoting accountability Decision – making and resource allocation Guiding development of municipal capacity – building programmes Creating a culture for best practice, shared – learning within the municipality Develop meaningful intervention mechanisms and early warning systems Create pressure for change at various levels Contribute to the overall development of the Local Government System
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The Performance Management System identifies major or systematic blockages on time, ensures accountability between the residents, the political leadership and the administration of the Municipality and provide early warning signals so that corrective action can be taken on a regular basis.
8.9 DELEGATIONS OF RESPONSIBILITIES
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WHEREAS section 160(1) (a) of the Constitution of the Republic of South Africa, 1996 (Act No. 108 of 1996) empowers the Council to make decisions concerning the exercise of all the power and the performance of all the functions of the municipality; and
WHEREAS section 160 (6)(c) of the Constitution, 1996 empowers the Council to make by-laws which prescribe rules and orders for the establishment, composition, procedure, powers and functions of its committees; and
WHEREAS section 160(2) of the Constitution, 1996 prohibits Council from delegating:
(a) The passing of by-laws; (b) The approval of budgets; (c) The imposition of rates and other taxes, levies and duties; and (d) The raising of loans
and
WHEREAS the Council must develop a system of delegation that will maximise administrative and operational efficiency and provide for adequate checks and balances, and in accordance with such a system of delegation, may delegate appropriate powers in accordance with the provisions and requirements of Part 3 of the Local Government Municipal Systems Act, 2000 (Act No. 32 of 2000);
1. POWERS OF THE MUNICIPALITY
[1] The Municipality has all the powers assigned to it in terms of the Constitution as well as national and provincial legislation. The Municipality has the right to do anything reasonably necessary for or incidental to the effective exercise of its powers.
[2] The executive and legislative authority of the Municipality vests in the Council. The Council takes all the decisions of the Municipality except-
(a) Decisions on those matters that it has delegated to a delegated body (b) Decisions on those matters that by law have been assigned to a political structure, political office-bearer or employee of the council, or a committee.
“ONCE YOU CARRY YOUR OWN WATER, YOU WILL LEARN THE VALUE OF EVERY DROP’ Page 147
Integrated Development Plan 2021 / 2022
[3] The Council may exercise executive and legislative authority within its Municipal area only. The Council may, by written agreement with another Municipality, exercise executive authority in the area of that other Municipality.
3. OBJECTIVES OF DELEGATION
The objectives of this system are the following:
(a) To ensure maximum administrative and operational efficiency. (b) To provide for adequate checks and balances; (c) To delegate decision-making to the most effective level within the administration; (d) To involve employees in management decisions as far as practicable; (e) To promote a sense of collective responsibility for performance; (f) To assign clear duties for the management and co-ordination of administrative components, systems and mechanisms; (g) To define the duties of each political structure and political office-bearer and (h) To determine the relationships amongst the political structures, political office-bearers and the administration, and the appropriate lines of accountability and reporting for each of them.
8.10 RELATIONSHIP BETWEEN THE IDP AND THE PMS
Planning for performance means developing and reviewing the IDP annually in preparation for continuous implementation. The IDP process and the Performance Management process are integrated. Integrated development planning fulfils the planning phase of performance management. Performance Management on the other hand fulfils the implementation management, monitoring and evaluation of the IDP process.
8.11 PRINCIPLES GOVERNING PERFORMANCE MANAGEMENT
The proper implementation of this framework depends heavily on :
Commitment Dedicated leadership Learning process Must involved continuous improving Must address the emerging challenges from a constantly changing environment.
8.12 POLITICALLY DRIVEN
The Roles and Responsibilities of the Council and Mayor are as follows:
“ONCE YOU CARRY YOUR OWN WATER, YOU WILL LEARN THE VALUE OF EVERY DROP’ Page 148
Integrated Development Plan 2021 / 2022
Council: Review the performance of the municipal council, its committees and the administration
The review will take place at a particularly strategic and high level and will be conducted annually in the form of a table annual report at the end of the financial year
The Mayor: Drive and Manage performance in the organization
Review performance quarterly – taking the form of an annual review.
8.13 PERFORMANCE MONITORING
Performance monitoring is an ongoing process throughout the year and will run parallel to the implementation of the IDP. Monitoring will be conducted within each department and evidence of performance will be gathered, stored by each department and presented to substantiate claims of meeting performance standards or not meeting performance standards. Each Head of Department must allocate responsibility in their offices for information management, as these performance information files must be separate from normal registry filing. The performance information will be filled according to key performance areas and key performance indicators and will be regarded as portfolio of evidence.
Roles and Responsibilities of stakeholders for monitoring and measuring are as follows:
Stakeholders Roles and Responsibilities Senior officers - Will be responsible for monitoring and reporting on each indicator in their departmental scorecards. - Will monitor performance those under their direct supervision under their functional areas and, - Report as per indicator been set to measure functional area. - Monitor on a daily basis. - Are responsible for compiling section reports on each indicator and - Collect the relevant data related to each project and indicator and facilitate proper storage of the data files. - Responsible for collecting this information in preparation for submission of performance reports to Heads of Departments. Management Team - Will receive progress reports on progress into the implementation of the departmental scorecards from senior officers on a bi – monthly basis and will be discussed at Management Meetings. The Mayor - Monitor if targets are achieving, and where not - Put proper corrective strategies in place to keep to timelines set for achieving each indicator and targets. Municipal Council - Performance reports should be submitted to council twice a year. ( A mid – term report and an annual report are the two reports. )
“ONCE YOU CARRY YOUR OWN WATER, YOU WILL LEARN THE VALUE OF EVERY DROP’ Page 149
Integrated Development Plan 2021 / 2022
8.14 PERFORMANCE ANALYSIS
Performance measuring is the process of analysing the data provide by the performance Management System in order to assess performance. At organizational level, Performance Measurement is formally executed on a monthly and quarterly basis, whilst Performance Measurement on individual level is done quarterly. The municipality will use one reporting template for all performance indicators.
8.15 PLANNING
Planning for performance means developing and reviewing the IDP annually in preparation for continuous implementation. The IDP process and the Performance Management process are integrated. Integrated development planning fulfils the planning phase of performance management. Performance Management on the other hand fulfils the implementation management, monitoring and evaluation of the IDP process. Kamiesberg Municipality will take the following activities to complete the planning process:
The Head of Department to scheduled meeting with Employee to agree performance objectives of the year. Both Head of Department and Employee are required to prepare for this meeting. Manager and employees to sign Performance Agreements.
THE END THANKS
“ONCE YOU CARRY YOUR OWN WATER, YOU WILL LEARN THE VALUE OF EVERY DROP’ Page 150