FINAL DISTRICT IDP REVIEW 2021/22
(DISTRICT DEVELOPMENT MODEL) Table of Contents
Executive Summary ...... 1- 4
Chapter 1 Introduction ...... 5
The scope of IDP ...... 6-7 IDP Process plan and schedule of key deadline ...... 8- 9 Phases and activities of IDP process plan...... 10 Management of IDP process plan ...... 11 Public participation structures process and outcomes ...... 12-14 Alignment of IDP Budget and performance ...... 14-20
Chapter 2
NMMDM Profile Situational Analysis Executive summary ...... 23-24 Introduction...... 24-28 Social development profile ...... 29-41 Economy Drivers ...... 41-46 Service delivery ...... 47-54 Municipal capacity ...... 55-58 Projects to Diversify and grow people and Economy ...... 59-60 Recommendations...... 61
Chapter 3
Governance Structure ...... 63 Political Structure ...... 64-67 Administrative Structure ...... 68-71
Chapter 4
Strategic phase ...... 72 Vision, Mission and Business Values ...... 73 Municipal Goals and Strategic Objectives ...... 74
Chapter 5
NMMDM Capital Projects 2019/20 Progress Report ...... 76- 96 NMMDM Capital Project 2021/22 ...... 96-103 Growth and Economic Development ...... 104 Community Services ...... 105
Chapter 6 NMMDM Budget ……………………………………………………………………
Chapter 7 Alignment of strategic Objectives, National Priority outcomes and key Performance Areas …………………………………………………………
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Foreword by the Executive Mayor
Call to Action and a Vision for the Future.
During the 2021-2022 IDP & Budget Review process the municipality took the opportunity to reassess and re-strategize to ensure that we deliver on the mandate of the current term of office as we committed on the 5-year plan set out in the 2017-2022 IDP.
The focus for this year will be to foster a practical intergovernmental relations mechanism to plan, budget and implement jointly to provide a coherent government for the Community of Ngaka Modiri Molema District. This will be achieved by implementing the District Development Model (DDM). The District Development Model (DDM) is aimed at transforming the economy and improving the quality of life of people by enhancing cooperative governance and overall state coherence and performance. It is focused on bringing about fundamental change with the following strategic goals:
➢ To respond strategically to the socio-economic impact of Covid-19; ➢ To stimulate new thinking, new socio-economic paradigms, new and bold solutions and alternatives; ➢ To fundamentally change conditions on the ground: ✓ People ✓ Economy ✓ Space ➢ To develop resilience and prosperity of the Country, province and district; ➢ To facilitate Responsive Institutions and Change Management; and ➢ To entrench a Programmatic Approach to Cooperative Governance.
Whilst recognizing the value of a long-term vision and strategy, as well as targets in our 5 Year Plan, there is an equal recognition of the need for a clear implementation plan with a focus on immediate action and the attainment of short-term gains.
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One of the processes to be pursued in this regard is to ensure that the IDP goals, objectives are driven through a range of strategic interventions and Catalytic Projects. A Catalytic Project is defined as a project of significant scale and scope, thus embracing development from an inclusive point of view through the following characteristics: ➢ Substantive impact, ➢ Substantial impact in a spatial form, ➢ Job creation and increase in land value; and ➢ contributes to the achievement of the vision and goals of the District. The significance of a project being awarded “Catalytic” status is that it will confirm that such a project has been subjected to a screening and prioritization process of the District Public Works and Infrastructural Forum. As such, Catalytic Projects will receive preferential facilitation support and guidance, in recognition of the contribution such a project can make to achieve the growth targets of the District. On behalf of the collective leadership, I would like to present our IDP for the new financial year to this esteemed house council. We have refined and refocused our strategic programmes to respond more effectively to our people’s needs.
The Municipality is committed to delivering services and thus contributing towards addressing key priority issues of the municipality through the implementation of the 2020-2021 IDP. Furthermore, the municipality will strive to work together with the communities and stakeholders to deliver services, thus reconfirming its role as a leader in Integrated Planning.
Duly Signed HON. TSHEPO JUSTICE MAKOLOMAKWA EXECUTIVE MAYOR NMMDM
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Foreword by Municipal Manager
The ensuing financial year and the revised Integrated Development Plan for the period enjoins the district to implement the District Development Model (DDM). At the centre of the DDM is the role of the district municipality for coordinating purposes. Cognizance should be afforded to the reality that the objective behind the DDM is to ensure that government, through all its spheres, plans and executes its development initiatives in unison, meaning that at one point, there shall be one budget speaking to all development initiatives comprehensively. The approach does not call on all budgets to be centralised within the district municipality but rather the planning in implementing the budget and its identified deliverables. The District is looking forward to the DDM while acknowledging potential challenges.
In accounting to the nation, the President of the Republic, the Honourable Matamela Cyril Ramaphosa, called on government to fight and eradicate corruption and the incidence thereof. It is on a good note to report that administratively, there are processes in place to ensure that the necessary transparent protocols are followed as and when the municipality procures goods and services. The district has embarked on a process of ensuring that all documents sought by the Auditor General when required are availed. There are municipal structures as in the Municipal Public Accounts Committee (MPAC) in place to fight corruption and the incidences thereof, and to that end, management is committed to ensuring that indeed progress is registered.
The global pandemic (Covid 19) has negatively affected the country in general and the district. The focus has been on the financial cost of covid 19, but the cost associated with the pandemic must be determined comprehensively. As a water authority, the district shall ensure that water and sanitation are provided, and this will be part of a broader effort to fight the pandemic. Plans are in place to ensure bulk water supply and sanitation continues, the hotspots have been identified and those areas that require infrastructure have also been identified and no effort shall be spared to ensure that these areas receive service. It would be irresponsible not to mention vandalism and theft of infrastructure related to water and sanitation. This comes at a great cost as the
5 municipality spends the much-needed resources on repairs and refurbishments. Communities are reminded that these assets are meant to provide services to you, and they are yours indeed. Help us in our efforts to fight this cancerous behaviour of vandalism and theft of water and sanitation infrastructure. The graphic below presents the district’s generic Covid 19 prevention toolbox.
Social Distancing
Environmental Hygiene and Assessment and Sanitizing Cleaning
Deafeating the Virus Isolation and Symptom Quaranteeniong Screening
Use of PPE Masking
One has alluded to the cost of Covid 19. There is a need for all spheres of government to design interventions that would address the economic recovery of the district. The district shall, in the ensuing financial year, review and restructure its approach to local economic development. Over the past few years, the focus has been on assisting small entities with registration (CIPRO). The new focus will be on incubation, meaning that as we assist with registration, a space is also created to allow the newly established entities to swim with the sharks. Once more, we reaffirm the apothegm that together we shall win.
Duly signed. MR. OLEHILE ALLAN LOSABA MUNICIPAL MANAGER
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1.1 INTRODUCTION
It is required in terms of the Municipal Systems Act, 2000 (Act 32 of 2000)
that municipalities must develop a five (5) year strategic planning document
popularly known as Integrated Development Plan (Municipal Systems Act,
2000). Integrated Development Plan (IDP) is a process through which the
municipality conducts a comprehensive analysis of the community needs and
subsequently prioritises available resources to address those needs. The
process seek to ensure vertical and horizontal integration between the
municipal planned intervention with the planning efforts of national and
provincial spheres of government as well as within the various sectors of
government. The municipality, like any other municipality in the country,
continuously faces challenges of service delivery backlog, capital funding as
well as institutional capacity problems. Its ability to provide the key
infrastructure to achieve sustainable and shared economic growth is
therefore at the heart of the IDP and is underpinned by a series of sector
plans that have been prepared in recent years and some that needs to be
prepared. The sector plans include Spatial Development Framework (SDF),
Local Economic Development (LED) Strategy, and an Integrated Waste
Management Plan (IWMP), Water Services Development Plan (WSDP),
Integrated Transport Plan (ITP) and the Environmental Management Plan
amongst others. The 2020-2021 IDP review has been developed in
accordance with the Community priorities, Provincial and National priorities.
The document (IDP) is in line with the Medium Term Revenue and
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Expenditure Framework (MTREF) which is a three year projection of both
revenue and expenditure.
1.2 THE SCOPE OF THE IDP
The 2021-2022 IDP comprise of seven (7) interrlinked chapters that are
mandatory for a credible IDP, in terms of the Department of Cooperative
Governance and Traditional Affairs (DCOG) IDP framework. The first chapter
provides an introductory overview of the process followed in compiling the
IDP and in reviewing it annually. The process unfolded in various phases
which includes the Preparation, Analysis, Strategy, Projects, Integration and
ultimately Approval of the IDP.
The second chapter is a Situational Analysis, aiming to give the reader a deep
understanding of the context in which the IDP is to be developed. It outlines
the Municipal Development profile in terms of the institutional and external
environmental scan. It captures the Socio-economic indicators which
comprises amongst others the Demographics, Social Analysis, Economic
Analysis, Spatial Analysis, and access to Basic Services within the NMMDM
area. It also gives an overview of the programmes currently under
implementation within the Municipality.
The third chapter provides a summary of NMMDM Governance Structure
which like all other municipalities in South Africa, includes Political Structure,
Administrative Structure glued together by the Community to give effect to
the definition of a municipality in terms of the Municipal Structures Act.
The fourth chapter details the municipal Development Strategies that will be
implemented by the Municipality to respond to its legislative mandate and its
8 development and transformation needs. In this chapter, the Municipality’s
Vision, Mission, Development Objectives, Development Priorities,
Development Strategies and Five-year Performance Targets are clearly articulated. The alignment between the IDP and the municipal long-term strategy (Vision 2030) is explained, together with a short briefing on other
Policies and Priorities at various governmental levels, which have an influence on the IDP. Strategic focus areas are unpacked and articulated, especially on topics like economy (LED), - IDP Review 2021-2022 employment (EPWP),
Spatial Planning (SDF) and Environment (environmental management and climate change adaptation and mitigation).
The fifth chapter provides an outline of the Municipality’s planned and budgeted projects to be implemented by the Municipality, and those that will be implemented by Provincial and National Sector Departments. Most of these projects spans out for the duration of the medium-term period (3 years). The planned projects form part of the municipal strategy to respond to the five-year Development Priorities of the Municipality.
The sixth chapter is the financial plan of the Municipality over the next
Medium-Term Revenue and Expenditure Framework. Items covered under this chapter includes inter alia Estimate of Revenue, Capital Expenditure,
Revenue Enhancement, Cashflow Statement for the medium term as well as a brief explanation of policies that support the Municipal Budget.
The last chapter (chapter 7) provides an outline of the Performance
Management Framework that guides how the municipality will monitor the progress made towards the achievement of the set targets. Topics covered in
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this chapter include the legislative framework for Performance Management,
role players in Performance Management, and the types of reports that are
produced as a result of the performance management process.
1.3 THE IDP PROCESS PLAN AND SCHEDULE OF KEY DEADLINES
1.3.1 ANNUAL REVIEW OF THE IDP
The IDP is reviewed annually in accordance with an assessment of its
performance measurements and to the extent, that changing circumstances
demand. The review process serves as an institutional learning process
whereby stakeholders can meet to discuss the performance of the past year.
The review as indicated earlier on, is not a replacement of the 5-year IDP,
nor is it meant to interfere with the long-term strategic direction of the
Municipality to accommodate new whims and additional demands.
As prescribed by Section 34 of the Local Government: Municipal Systems Act,
2000 (Act 32 0f 2000) the following is legislated:
“34. Annual review and amendment of integrated development plan. – A
municipal council –
(a) must review its integrated development plan –
(i) annually in accordance with an assessment of its performance
measurements in terms of section 41; and
(ii) to the extent that changing circumstances so demand; and
(b) may amend its integrated development plan in accordance
with a prescribed process.”
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The Process Plan remains in force for the duration of the IDP and applies to all reviews thereof. Section 21 of the MFMA provides for the annual adoption of a Schedule of Key Deadlines, which sets out the specific deadlines applicable to each year’s IDP review and budget process.
The Council of the NMMDM adopted an IDP/Budget Time Schedule for the
2021/22 cycle, which included a Schedule of Key Deadlines on 29 September
2020 (Resolution C90/2020).
The following diagram provides a month-by-month summary of the process and time schedule
1. Schedule key dates On / Before 31 Planning and review process August
2. Review IDP, previous September - performance and November Strategising current trends
3. Draft Budget / Policies (National, September - Budget Preparation Provincial and November Regional 4. Consultation with December - March Community Stakeholders / Participation Role players
5. Table draft budget, March Tabling IDP
6. Approve Budget / Publish SDBIP & 30 June Approving and Performance Finalisation Agreements
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1.3.2 Phases and activities of the IDP/Budget/PMS process plan
The table below shows the phases/stages of the IDP Process and Activities
entailed for the review of the IDP:
Stages/Phases of the IDP Process
IDP Phases Activities
Preparatory Phase • Identification and establishment of stakeholders and/ or structures and sources of information.
• Development of the IDP Framework and Process Plan.
Analysis Phase • Compilation of levels of development and backlogs that suggest areas of intervention.
Strategies Phase • Reviewing the Vision, Mission, Strategies and Objectives
Projects Phase • Identification of possible projects and their funding sources.
Integration Phase • Sector plans summary inclusion and programmes of action.
Approval Phase • Submission of Draft IDP to Council
• Roadshow on Public Participation and publication
• Amendments of the Draft IDP according to comments.
• Submission of final IDP to council for approval and adoption.
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1.3.3 Management of IDP Process Plan
ROLE PLAYER RESPONSIBILITIES Municipal - Considering and adopting the Process Plan. Council - Managing and coordinating the IDP Review Process. - Ensuring that Key Performance Indicators and Targets as outlined in the IDP are realistic and achievable. - Ensuring that the IDP and the budget are aligned. - Monitoring the implementation of the IDP. - Approve and adopt the revised IDP.
Executive - Overall management, co-ordination and monitoring of the process. Mayor - Decide on planning process. Municipal - Monitor process. Manager & IDP - Overall management and coordination Manager - Day-to-day management of the process - Drafting of the IDP Review documentation IDP Steering - Overall management and co-ordination of the planning process. Committee - Analyse information to determining the priorities. - Contribute technical expertise in the consideration and finalization of the strategies and implementation of projects. IDP Rep. Forum - Ensure effective and efficient public participation. - Discuss the development, implementation, and review of the municipality's SBDIP and monitor the municipality's performance in relation to the key performance indicators and performance targets set by the Municipality. IDP - Provides a platform wherein the District and Local Municipalities could Coordinators discuss areas of mutual interest and provide IDP alignment between all Forum municipalities. - Meet at least once a month to discuss the alignment process.
National and - Will be engaged at a district level. Provincial - Provide IDP/Budget guidelines. Departments - Provide professional and technical support. - Coordinate training, assess and align IDP with National and Provincial Sector Departments Programmes.
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1.4 PUBLIC PARTICIPATION STRUCTURES, PROCESSES AND OUTCOMES 1.4.1. Municipal Council
Council is the authority on all aspects of the IDP process. After approval by
Council, the IDP is submitted to the MEC of Local Government for comments and
the Provincial Treasury.
1.4.2. IDP Representative Forum
The forum consists of different stakeholders, interest groups and Councilors. The
chairperson of the forum is the Mayor. It considers the development priorities,
objectives, strategies, projects and the entire plan. Issues are debated and
agreed upon for final approval by the Council of NMMD.
1.4.3. IDP/Budget Steering Committee
The IDP Steering Committee consists of internal Directors, Managers and Head
of sector Departments as well as representatives of the District Municipality. The
chairperson of this committee is the Municipal Manager. He often delegates to
the IDP Manager. The steering committee serves as an advisory committee to
the IDP representative forum.
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The following diagram is a schematic representation of the organization structure
that drives the IDP Process
Council
IDP Representative Forum
Executive Mayor
Stakeholder Public/Communities Structures
IDP, Budget & PMS Steering Committee
IDP, Budget & PMS Technical Committee
IDP, Budget & PMS Project Task Team
1.5. COMPOSITION OF A MUNICIPALITY
COUNCIL
COMMUNITY ADMINISTRATION
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Our public participation mechanisms for the purpose of drafting and reviewing
the IDP comprise;
➢ Public Meetings.
➢ Ward Committees
➢ IDP Representative Forums
➢ Sector engagements.
1.6 ALIGNMENT OF THE IDP, BUDGET, AND PERFORMANCE
1.6.1 MANAGEMENT
The IDP still remains the principal planning instrument of any municipality, but
clearly it is going to remain only that if it does not inform and direct the budget
of the municipality. The IDP of Ngaka Modiri Molema District Municipality will
become only another document on the shelf if it does not ensure that adequate
financial and other resources are made available to implement the strategies,
programmes and projects which will underpin the strategic objectives set by
Council through a comprehensive public participation process.
Whilst the IDP mostly focusses on planning, Performance Management is
regarded as a management tool to monitor and evaluate the implementation of
the programmes and projects identified in the IDP.
One of the core components of a Performance Management System (PMS) is the
Service Delivery Budget Implementation Plan (SDBIP) which sets specific targets
for each Directorate on the implementation of projects & operational
programmes which has been budgeted for in a particular financial year.
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The PMS will therefore ensures that a culture of performance is instilled within the District Municipality; and that proper systems and procedures are put in place to monitor performance. This will ultimately ensure that the strategic objectives as indicated in the IDP are achieved.
Section 62 of the Municipal Finance Management Act (MFMA) (Act 56 of 2003) places a specific responsibility on municipalities to identify all risks internally and externally that might hamper the municipality in achieving its strategic objectives as per the IDP. That is why Ngaka Modiri Molema District Municipality is planning on establish a fully resourced Risk Management Unit which will assess the risks that might negatively impact on the service delivery capability of the municipality. This unit when established will be required to develop comprehensive Risk Management Strategies to pro-actively mitigate such risks.
1.6.2. COMPREHENSIVE STRATEGIC ALIGNMENT
The process for developing IDP must and will be done and implemented in the context of the new District Development Model. The Model aims to ensure coherence in the planning by all spheres of Government as well as Stakeholders outside of Government. The District Development Model is geared towards strengthening all existing mechanisms that are there, so that we achieve a One Plan, One Budget in the District. It is no longer only about aligning but planning together. What we are coming for with the District Development Model is for all Departments, Municipalities and Private Sector to be in one space and plan jointly on the needs of our people. We should exploit the potential and opportunities of our District. There must never be a project from National that happens in the District without the District knowing, and it is not included in the IDP. The focus for this year will be to foster a practical intergovernmental relations mechanism to plan, budget and implement jointly to provide a coherent
17 government for the Community of Ngaka Modiri Molema District. Whilst recognizing the value of a long-term vision and strategy, as well as targets in our 5 Year Plan, there is an equal recognition of the need for a clear implementation plan with a focus on immediate action and the attainment of short-term gains.
One of the processes to be pursued in this regard is to ensure that the IDP goals, objectives are driven through a range of strategic interventions and Catalytic Projects. A Catalytic Project is defined as a project of significant scale (i.e. its reach) and scope (i.e. impact on employment, services, economic and social investment, and/or rates), thereby displaying some or all of the following characteristics: ➢ It makes a substantial impact, ➢ It significantly impacts spatial form, ➢ It creates jobs, and increase land value; and ➢ contributes to the achievement of the vision and goals of the District The significance of a project being awarded “Catalytic” status is that it will confirm that such a project had been subjected to a screening and prioritisation process of the District Public Works and Infrastructural Forum. As such, Catalytic Projects will receive preferential facilitation support and guidance, in recognition of the contribution such a project can make to achieve the growth targets of the
1.6.3. NATIONAL
President Ramaphosa set out a four-point plan for the future of South Africa;
➢ defeating COVID-19,
➢ accelerating the economy,
➢ implementing economic reforms to drive growth and jobs, and
➢ fighting corruption
Fighting the spread of the coronavirus (COVID-19) requires an army of dedicated
South Africans, both in the medical fraternity and from all strata of society. In
18 our case, the collaborative intervention that has presented itself to date emphasises our resolve to the District Development Model (DDM) approach.
DDM is an approach to accelerate, align and integrate service delivery under a single development plan per district or metro. Each District’s single development plan is developed jointly by National, Provincial and Local Government as well as business, labour and community.
Key to this model is the ability of government to address service delivery interventions in a coherent, integrated, and supportive manner. It is a collaborative approach to the service delivery interventions of government.
Each district plan ensures that national priorities such as economic growth and employment, improvements to living conditions, the fight against crime and corruption, and better education outcomes, are tackled collaboratively.
Amid this integrated approach to service delivery, COVID-19 presented unprecedented challenges. Currently, the three spheres of government are challenged to respond swiftly and coherently to health-related conditions in infection hotspots around the country.
Government needs to intervene so as to save lives, protect livelihoods and stave off the paralyzing psychological impacts of fear, paranoia, fake news and general insecurity.
As an additional contribution at national level, the National Coronavirus
Command Council has resolved that a number of Ministers and Deputy Ministers will be deployed to bolster pandemic management teams particularly in areas
19 that have been identified as hotspots. True to the spirit and operation of the
DDM, these teams will enable government to have a better sense of what needs to be done. Also, they will complement what is already being done at provincial level.
1.6.3. PROVINCIAL
In his SOPA, Premier Job Mokgoro highlighted the provincial government’s efforts to intensify the delivery of basic services, as well as initiatives aimed at strengthening the province’s social and economic infrastructure projects, this at the backdrop of the impact of the pandemic on all sectors of the economy and the lives of the people of the North West Province.
The Premier also stated that the province has completely eradicated all traditional pit latrines in the Dr Kenneth Kaunda, Dr Ruth Segomotsi Mompati and the Bojanala Platinum Districts, while all the pit latrines in the Ngaka Modiri
Molema District will be completely eradicated from our schools by the end of
March month.
14 water storage tanks, commonly known as JOJO tanks, are provided for in
Ngaka Modiri Molema, in the current financial year, to address the problem for running water.
The Premier mentioned that in November last year, we launched a White Door
Crisis Centre in the Ratlou Local Municipality, to serve as a first stop for gender- based violence victims. We have other White Doors in Tswaing, Ditsobotla, Ratlou and
Kagisano Molopo; which together have serviced over 4 000 GBV victims by
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December last year. They were provided with accommodation, basic counselling, court preparation services and psychosocial support.
1.6.4. Ngaka Modiri Molema District Municipality
Ngaka Modiri Molema District Municipality as a Water Service Authority is also affected by the scourge of water scarcity confronting many parts of Sourth Africa water crises in many parts of the country.
Municipal Powers and Functions
• Provision of Water ana Sanitation
• District Economic Gowth and Rural Development
• Disaster Management
• Municipal Health Services and Safety
• District Internal Rural Roads
The District Municipality will, through inter-municipal IDP Steering Committee monitor the compliance of the actual IDP process of all municipalities with the
Framework Plan. This will ensure that the District Municipality will be in a position to undertake corrective action in time if a Local Municipality fail to adhere to the Framework Plan and the timeframes contained therein.
1.6.5. The National Spatial Development Perspective (NSDP)
Guidelines
The ultimate vision of the NSDP in relation to the Municipal spatial development plan will be to:-
➢ Focus Economic Growth and Employment creation in areas where it will
be most
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effective and sustainable through proper Land Use Management systems.
(LUMS)
➢ Support restructuring and or rezoning of areas that have greater potential
to encourage industrial advantage for sustainable living and will assist in
facilitating economic growth within the Municipality.
➢ Foster development for the basis of Local Economic Development
potential.
➢ Ensure that all municipalities are able to provide for basic needs.
National Spatial Development Perspective (NSDP) is a tool for policy co-
ordination with regard to the spatial implications of infrastructure programs in
National, Provincial and Local Government. The aim of the NSDP in South
Africa is to reconfigure apartheid spatial relations and to implement spatial
priorities that meet the constitutional imperative providing basic services to
all alleviating poverty and inequality. It also examines the spatial dimension
of social exclusion and inequality recognizing the burden that unequal and
inefficient spatial arrangements plan on communities.
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CHAPTER 2
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2. Executive Summary
Ngaka Modiri Molema District is one of four district municipalities in the North
West province and covers an area of approximately 28 114km². There is
currently 961 960 people living in Ngaka Modiri Molema District Municipality
and is comprised of 268 099 households. There are 640 000 (67.66%) people
living in poverty, using the upper poverty line definition, across Ngaka Modiri
Molema District Municipality - this is 3.14% higher than the 621 000 in 2008.
In respect of the recent Covid-19 outbreak, the North West province has
some of the lowest confirmed cases of Covid-19 nationally. As at 5 June
2020, The Bojanala District has the highest cases at 186 with 33 recoveries
and 1 death. Dr Kenneth Kaunda follows at 99 with 20 recoveries. Ngaka
Modiri Molema now has 19 cases with 5 recovered while Dr Ruth Segomotsi
Mompati has 5 cases and 1 has recovered. The District has a total of 11
quarantine facilities with a combined total of 196 beds. As of 29 May 2020,
only three of the sites have been activated. The District displays high to
extreme vulnerability with places such as Mahikeng, Mmabatho, Zeekoeivlei,
Coligny and Geysdorp having extreme vulnerability.
Ngaka Modiri Molema District has 11.74% of the population without any
education. The number of people who fall within the 'Matric only' category is
at 24.25% while those with a 'Matric and a Bachelor's' degree are at 3.77%.
The economy of the District is driven by the tertiary sector, with the
community services sector being the largest within Ngaka Modiri Molema
District Municipality accounting for R18.2 billion or 36.5% of the total GVA in
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the District Municipality's economy. The sector that contributes the least to
the economy of Ngaka Modiri Molema District Municipality is the construction
sector with a contribution of R 1.53 billion or 3.08% of the total GVA.
The Strategic Location of the District offers great opportunities towards the
economic development of the District and is underpinned by various
development corridors. The economic opportunities that lie within the District
have the potential to create much- needed jobs, reduce poverty and
inequality.
The administration of the District has experienced challenges. Ngaka Modiri
Molema District Municipality obtained adverse audit opinion in 2018/19 and
disclaimer audit opinion for the past 2 years. Currently the District is under
Section 137 of MFMA in terms of Financial Recovery Plan
2.1 Introduction
2.1.1. Historical Perspective
The Ngaka Modiri Molema District Municipality (NMMDM) is a category C
municipality i.e. a municipality that has municipal executive and legislative
authority in an area that includes more than one municipality. Ngaka Modiri
Molema District is one of four district municipalities in the North West
Province and covers an area of approximately 28 114km².
The District is named after Dr. Silas Modiri Molema (Silas Modiri), the
National Secretary of the African National Congress (ANC) in 1949 and a
medical practitioner with a large practice serving both White and Black South
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Africans. The District is known for the Anglo-Boer War sites and the region covers parts of the former Western Transvaal & Bophuthatswana homeland.
The municipal area is fairly flat and dry in the west, and a bushveld on the east, and offers game viewing including bird watching, hunting and fishing.
The Baberspan Bird Sanctuary is another hidden jewel of the District as well as the province. The site attracts people from as far as Holland, but the facility lacks the infrastructure that would attract bird lovers the world over.
The District comprises of five local municipalities, namely Mahikeng, Ratlou, Ramotshere Moiloa, Ditsobotla and Tswaing Local Municipality.
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➢ Mahikeng Local Municipality, previously known as Mafikeng Local
Municipality, Mahikeng is the capital city of the North West Province and is
also the seat of the District. It is situated next to the Botswana border,
and is a three-hour drive from Johannesburg and about 294km from
Pretoria. It is the seat of the Provincial Legislature and home to a majority
of the National State Departments regional offices. Key towns in the
municipality include, Mahikeng, Mmabatho and Ottoshoop.
➢ Ratlou Local Municipality, previously known as Setla-Kgobi Local
Municipality. Ratlou municipality is predominantly a rural municipality and
does not have large economic centres. Key towns include, Disaneng,
Kraaipan, Madibogo, and Setlagole. A number of government services are
conducted from various centres that are mainly located in Setlagole.
➢ Ramotshere Moiloa Local Municipality, is a Category B municipality
and was previously known as Zeerust Local Municipality. It is the largest
municipality in the District, accounting for a quarter of its geographical
area. The seat of the municipality is Zeerust.
➢ Ditsobotla Local Municipality, was established through the
amalgamation of the former Lichtenburg, Coligny and Biesiesvlei
Transitional Councils. The municipality’s main attractions include cultural,
heritage and agricultural museums.Key towns include Biesiesvlei, Coligny
and Lichtenburg, with the seat of Ditsobotla municipality being in
Lichtenburg.
➢ Tswaing Local Municipality, consists of the towns of Delareyville,
Sannieshof and Ottosdal. The municipality’s head office is located in
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Delareyville. It is predominantly rural and faces a number of services
delivery challenges.
Ngaka Modiri Molema District is strategically located close to various development corridors namely,
➢ The Platinum Corridor (N4), which stretches from the east to the west of
the District connecting the Republic of South Africa with Botswana and
Mozambique.
➢ The N18 Western Frontier Corridor which runs from Warrenton through
Vryburg and Mahikeng to Ramatlabama on the border with Botswana.
➢ N14 route which provides the link between Gauteng and the Northern
Cape province. The District is supported by the Johannesburg- Vryburg
line which is also joining up with the Johannesburg- Cape Town railway
line in the West.
The strategic location of the District offers great opportunities towards the economic development of the District. Mahikeng which also has an airport with necessary capacity to be operational, however the airport has been closed for some years now and is not in use.
2.1.2 Spatial Status
The District is largely rural and is made-up of, 8 towns, 21 townships, 198 villages and 103 wards. In addition, the District has 22 Traditional Leaders with
28 about 90% of the District’s population living in traditional authority areas. Like most of South Africa’s rural communities, Ngaka Modiri Molema is characterised by socio-economic inequalities which result in high levels of poverty in the areas.
However, the District consist of high potential agricultural land and tourism sites.
In terms of land ownership, some progress has been made in the land claim processes in Ngaka Modiri Molema District Municipality to date. Out of the 138 land claims that have been lodged, 118 (85.5%) were settled. Moreover, of the remaining 14.5% (20) of the land claims, the majority is partially complete. The map below depicts the land reform and restitution areas in the District
Municipality.
29
2.1.3. Social Development Profile
Key Social Demographics
Population
With 961 960 people, Ngaka Modiri Molema District Municipality housed approximately 1.6% of South Africa's total population or 23.3% of the total population in the North-West province in 2019. Between 2008 and 2018, the population growth increased from 0.6% to 1.58% in 2019. The Ditsobotla Local
Municipality increased the most, in terms of population growth, with an average annual growth rate of 1.7%, while Mahikeng Local Municipality had the second highest growth in terms of its population, with an average annual growth rate of
1.5%. The Ratlou Local Municipality had the lowest average annual growth rate of 0.55% relative to the other within the Ngaka Modiri Molema District
Municipality.
Based on the present age-gender structure and the present fertility, mortality and migration rates, Ngaka Modiri Molema's population is projected to grow at
30 an average annual rate of 1.6% from 946 989 in 2018 to 1.02 million in 2023.
The North-West province is estimated to have average growth rate of 1.6% which is higher than the Ngaka Modiri Molema District Municipality. South Africa as a whole is estimated to have an average annual growth rate of 1.5% which is lower than that of Ngaka Modiri Molema's growth rate.
Gender, Age and Race
The Ngaka Modiri Molema District Municipality appears to be a fairly stable population with the share of female population (51.31%) being very similar to the national average of (51.05%). The District has a total of 493 707 (51.31%) females and 468 252 (48.69%) males. This is different from the North-West
Province as a whole where the female population counted 2 052 749 which constitutes 49.6% of the total population of 4 141 939. The District Municipality's male/female split in population was 94.9 males per 100 females in 2018.
Male Female Total Ngaka Modiri Molema 468 252 493 707 961 960 Bojanala Platinum 975 074 873 059 1 848 133 Dr Ruth Segomotsi 250 530 271 876 522 406 Mompati Dr Kenneth Kaunda 395 334 414 107 809 441 North-West 2 089 190 2 052 749 4 141 939
Population By Gender - North-West Province, 2019 Source: Ihs Markit Regional Explorer Version 1803
The largest share of population is within the babies and kids (0-14 years) age category with a total number of 319 977 or 33.26% of the total population. The age category with the second largest number of people is the young working age
(25-44 years) age category with a total share of 27.75% (266 984 people),
31 followed by the older working age (45-64 years) age category with 161 399
(16.77%) people. The age category with the least number of people is the retired / old age (65 years and older) age category with only 66 210 people or
6.88%.
The Ngaka Modiri Molema District Municipality's population consisted of 94.34%
African (893 000), 3.38% White (32 000), 1.56% Coloured (14 800) and 0.72%
Asian (6 840) people. Setswana is the most spoken language at 88.29%, followed by Afrikaans and Sesotho at 3.29% and 2.26% respectively.
Households
In 2019, the Ngaka Modiri Molema District Municipality comprised of 268 099 households. This population accounts to one fifth of the population in the North
West province. Approximately 72.8% of the households within Ngaka Modiri
Molema District live in fully paid off properties or properties that are in the process of being ‘fully paid off’. About 10% of the households live in properties rented from private individuals and 7% of households are occupying rent free.
Approximately 41.2% of the households in the Ngaka Modiri Molema District
Municipality were headed by women. 2 579 households were headed by children under the age of 18 years. 41.4% of the child-headed households are headed by
32 the girl child. Approximately 13.4% child-headed households that are residing in informal dwellings (shacks).
Health Profile
The leading cause of death for children below the age of 4 years are communicable diseases. For children between the ages 5 and 14 the leading cause of death are communicable diseases and injuries. 59% of males between the ages 15-24 die because of injuries whereas most females in that age category die because of HIV/Aids and TB related diseases. This is also the case for females between the ages of 25 and 49 years. This is also the leading cause of death for males between 25 and 49 years. Males (66%) and Females (79%) above the age of 50 die because of Non Communicable diseases.
In 2018, NMMD had 79 clinics, 16 community health centres, 5 district hospitals,
1 regional hospital and 1 special psychiatric hospital to provide holistic care services to the District residents. In terms of accessibility of health care services
33 there is still a challenge as some clinics do not operate on a 24hr basis and
Communities find it difficult to get health care services during a time of need.
Health Facilities BOJ DKK DRS NMMD TOTAL M Clinic 109 30 50 79 268 Satellite Clinic 2 2 0 0 4 Community Health Centre 8 9 12 16 4 5 District Hospital 3 2 4 5 1 4 Regional Hospital 0 1 1 1 3 Provincial Tertiary Hospital 1 2 0 0 3 Specialised Psychiatric 1 0 1 2 Hospital Total 123 47 67 10 339 2
Number Health Facilities Across District Municipalities Source: North West Provincial Treasury (2018)
When comparing to other Districts in the province, Ngaka Modiri Molema District has the second highest health facilities in the province, while Dr Kenneth Kaunda had the least at 47.
COVID - 19
The North West province has some of the lowest confirmed cases of Covid-19 nationally. The Council for Scientific and Industrial Research (CSIR) in collaboration with Albert Luthuli Centre for Responsible leadership have developed a set of COVID-19 Vulnerability Indicators using available data and knowledge. It identifies vulnerabilities present in communities and identifying areas in need of targeted coordinated interventions and early response. The purpose of the indicators is intended to support the early prevention/mitigation and preparedness phase of the disaster management cycle
34 and informing disaster management decision making. It is not based on epidemiological modelling but a response to highlighting intervention areas due to underlying situation. The composition of the index follows two main factors, namely: transmission potential and health susceptibility.
Transmission potential areas identify areas that prevent social distancing to be practiced and where limitations of practicing good basic hygiene. The health susceptibility index denotes areas where large number of people are potential more susceptible to being adversely affected by COVID-10 due to factors such as age and underlying health conditions. The Ngaka Modiri Molema District
Municipality’s vulnerability profile is presented below. The map shows low vulnerability areas (blue dotted areas) versus areas with higher vulnerability (red dotted areas).
35
The District displays high to extreme vulnerability with places such as Mahikeng,
Mmabatho, Zeekoeivlei, Coligny and Geysdorp having extreme vulnerability.
Lichtenburg, Zeerust and Welbedacht shows low vulnerability as it is sparsely
populated. Area specific live GIS vulnerability maps are available courtesy of
CSIR at: https://pta-
gis2web1.csir.co.za/portal2/apps/opsdashboard/#/390a74fb10844c7a85396e60555a866d
As at 5 June 2020, the Bojanala District has the highest cases at 186 with 33
recoveries and 1 death. Dr Kenneth Kaunda follows at 99 with 20 recoveries.
Ngaka Modiri Molema now has 19 cases with 5 recoveries while Dr Ruth
Segomotsi Mompati District has 5 cases and only 1 has recovered. The District
has a total of eleven (11) quarantine facilities with a combined total of 196 beds.
As of 29 May 2020, only three of the sites have been activated.
STATE- POTENTIAL SITE/ NO OF BEDS TOWN OWNED OR ACTIVATED SITE BUILDING NAME PRIVATE AVAILABLE Lehurutshe Pending Zeerust Klein Mariko Resort 76 Pending Lichtenburg Lichtenburg Vakansie Oord State-Owned 50 Pending Mafikeng 29 Gorden Street Pending Mafikeng NU Mahikeng Hotel School State-Owned 23 Pending Mafikeng NU Gelukspan Hospital Private 30 Pending Mafikeng NU Kgora Resource Centre State-Owned Pending Zeerust - old Dept of Lehurutshe State-Owned Pending Home Affairs Offices Mafikeng Cookes Lake Reserve State-Owned 10 Activated Mafikeng NU Mafikeng Game Reserve State-Owned 6 Activated Mafikeng NU Mafikeng Hospital State-Owned 1 Activated
In response to Covid-19, numerous interventions have been put in place to
combat COVID-19. The Department of Social Development is implementing a
feeding programme comprising of all centre base feeding services such as
Community Nutrition and Development Centres (CNDC). To this end in NMMD a
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total of 1 676 beneficiaries were reached through the Community Nutrition and
Development Programme.
The Department of Water and Sanitation has appointed Rand Water as an
implementing agent for the provision of emergency water supply to communities
as well as for sanitation projects in high risk areas. The table below shows the
distribution level of the water infrastructure across the District.
Number of Tanks Tankers Tankers Local Municipality Delivered Installed villages Allocated allocated delivered Benefiting Ratlou LM 42 42 41 2 2 9 Ditsobotla LM 38 38 37 2 2 5 Mafikeng LM 64 64 67 4 4 9 Tswaing LM 67 56 37 2 2 10 Ramotshere LM 67 78 78 3 3 11 Total 278 278 260 13 13 44
Provision of Water Infrastructure
37
Total Project Name Project Description Project ed Costs
Incomplete project - Pump test and equip 02 existing boreholes at R 4 500 done by Middleton C and erect the 04 Km bulk 000,00 Sedibeng(Middleton C) pipeline to the storage tank.
Incomplete project - Drilling 3 borehole and equip, construct a R 5 000 done by bulk line and connect to the storage Tank 000,00 Sedibeng(Atamelang) Welbedagcht Unit 1- Drill and equip an estimation of 03 boreholes, Manchester Section R 4 000 construct a bulk pipeline and connect to Drilling 000,00 existing storage. and equipping of boreholes Besiesvlei Drilling and equipping of Drill and equip an estimation 06 boreholes, bulk R 5 000 boreholes & bulk pipeline 000,00 pipeline Madibogo - Ramabesa Drilling and equipping Drill and equip an estimation of 02 additional R 5 000 of boreholes, storage boreholes, construct 100kl storage tank and 000,00 tank and connect to the network. Connect Refurbishment of Ottosdal Waste Water Refurbishment of Ottosdal Waste Water R 8 500 Treatment plant- Treatment plant- Mechanical and 000,00 Mechanical and Electrical Electrical Drilling and equipping of 1 new borehole, Venture - Drilling and equipping of 2 R 3 000 equipping of new existing boreholes, construct a storage tank, 000,00 borehole reticulation and standpipes. Rietpoort - Drilling and Drill and equip two boreholes, equip 2 existing R 2 500 boreholes equipping of boreholes 000,00 and connection to the existing line Zeerust (Sandvlaakte) - Refurbishment of pump station (supply Refurbishment of R 2 000 and install 2 booster pumps). pump station 000,00 Venture - Supply and Supply and Install 200 VIP's R 2 500 Install VIP's 000,00 The replacement of the underground sewer Atamelang sewer network for the targeted area entailing R 2 613 network Up excavation, removal and replacement of 484,70 existing pipelines with bigger diameter pvc pipes and associated works.
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2.1.4. Poverty Dimensions
Inequality
There are 640 000 (67.66%) people living in poverty, using the upper poverty line definition, across Ngaka Modiri Molema District Municipality - this is 3.14% higher than the 621 000 in 2008. The percentage of people living in poverty has decreased from 75.08% in 2008 to 67.66% in 2018, which indicates a decrease of 7.42 percentage points.
Number and percentage of people in poverty Ngaka Modiri Molema, 2008-2018 Number of people in poverty 660 000 76% 640 000 74% 620 000 72% 70% 600 000 68% 580 000 66% 560 000 64% 540 000 62% 520 000 60% 500 000 58% 480 000 56%
Source: IHS Markit Regional eXplorer version 1803
Inequality
The Gini-Coeffient is 0.60 for the District as recorded in 2019. This is slightly lower than the provincial gini-coefficient at 0.61 and the national gini-coefficient at 0.63. Ngaka Modiri Molema District Municipality has an HDI of 0.581 which is lower compared to the North-West and National total at 0.625 and 0.658 respectively. South Africa recorded a higher HDI in 2018 when compared to
Ngaka Modiri Molema District Municipality which translates to worse human
39 development for Ngaka Modiri Molema District Municipality compared to South
Africa.
The per capita income in Ngaka Modiri Molema District Municipality is R 40 100 and is lower than both the National Total (R58 800) and of the North-West
Province (R 52 300) per capita income. In relation to household goods, 89% of households have access to a cell phone, 76% to a television and 65% to a radio.
Only about 22% of households have access to a car. 15% have access to a computer and 40% of the household use a cellphone to access the internet.
Employed /Unemployed.
The number of formally employed people in Ngaka Modiri Molema District
Municipality counted 204 593 in 2019, which is about 84.69% of total employment, while the number of people employed in the informal sector counted 36 972 or 15.31% of the total employment. In Ngaka Modiri Molema
District the economic sectors that has the largest number of employees is the community service sector at 33.5% of total formal employment in the District followed by the trade sector with 36 254 people or 17.7%. The electricity sector with 0.6% (1 316 people) is the formal sector that employs the least number of people in Ngaka Modiri Molema District, followed by the mining sector at 2.5%.
Informal employment in Ngaka Modiri Molema District increased from 27 000 in
2009 to an estimated 36 972 in 2019. The majority of the informal employment lies in the trade sector with 14 647 (39.61%) jobs whilst manufacturing had the least informal jobs at 2 020 (5.46%).
40
An inspection was conducted to check the Compliance of Traders (Monitor compliance of Liquor traders, SMMEs, Spaza shops to comply with the Legislation and the COVID 19 regulations). In Mahikeng, 29 Businesses inspected;05 x tuck shops and 3 were closed and 10 x Liquor stores non complaint to COVID 19 regulations.
In 2019, the unemployment rate in Ngaka Modiri Molema District Municipality
(based on the official definition of unemployment) was 19.2%, which is a decrease of -4.46 percentage points. The unemployment rate in Ngaka Modiri
Molema District Municipality is lower than that of North-West which is at 28.8%.
The unemployment rate for South Africa was 28.2% in 2019, which is an increase of -3.72 percentage points from 23.59% in 2008.
Number of unemployed & Unemployment rate Ngaka Modiri Molema, 2008-2018 64 000 30
62 000
60 000
58 000
56 000
54 000
52 000
50 000
Number of unemployed people Unemployment rate
Source: IHS Markit Regional eXplorer version 1803
41
When comparing unemployment rates among regions within Ngaka Modiri
Molema District Municipality, Mahikeng Local Municipality has indicated the highest unemployment rate of 20.3%, which has decreased from 25.9% in 2008.
It can be seen that the Ratlou Local Municipality had the lowest unemployment rate of 17.7% in 2018, which decreased from 23.0% in 2008.
Crime
Ngaka Modiri Molema District Municipality has 23 police stations servicing the municipal area. For the period 2008/2009 to 2018/2019 overall crime has decreased at an average annual rate of 1.20% within the Ngaka Modiri Molema
District Municipality. Violent crime decreased by 1.54% since 2008/2009, while property crimes increased by 1.00% between the 2008/2009 and 2018/2019 financial years. It is clear that all the crime is decreasing overtime for all the regions within North-West province.
In the North West province, Bojanala Platinum District Municipality has the second lowest overall crime index of 82.2 and the Ngaka Modiri Molema District
Municipality has the lowest overall crime rate of 77.5.
Education and Skills Profile
A total of 469 000 individuals in Ngaka Modiri Molema District Municipality were considered functionally literate in 2018, while 162 000 people were considered to be illiterate. Expressed as a rate, this amounts to 74.38% of the population, which is an increase of 0.093 percentage points since 2008 (65.11%). The number of illiterate individuals decreased on average by -1.84% annually from
42
2008 to 2018, with the number of functional literate people increasing at 2.60% annually.
For those aged 20 years and above, Ngaka Modiri Molema District has 11.74% of the population without any education. The number of people who falls within the
'Matric only' category is at 136 480 (24.25%). The number of people with 'Matric and a Certificate/Diploma' is at 23 764 (4.22%), while those with a 'Matric and a
Bachelor's' degree are at 21 270 (3.77%).
The Education Management Information System (EMIS) reflects that there are
214 981 learners in 394 schools, 376 schools are public whilst 18 are private/independent schools. In terms of tertiary education, the District has 3
TVET colleges and 1 University.
Drivers of the Economy
Structure of the Economy
The economic drivers in the District includes Agriculture, Tourism (Heritage sites and Game farms), Mining Houses (Kalgold, Slurry, Sephaku, Lafarge,
Majemantsho informal mining and Diamond informal mining). The Strategic
Location of the District offers great opportunities towards the economic development of the District underpinned by various development corridors. The economic opportunities that lie within the District have the potential to create much-needed jobs, reduce poverty and inequality.
43
Ngaka Modiri National Total Molema [R North-West Ngaka Modiri Ngaka Modiri [R Billions, Billions, [R Billions, Molema as % Molema as % of current current current of province national prices] prices] prices]
Agriculture 2.4 7.3 106.1 32.5% 2.2%
Mining 3.3 84.3 350.9 3.9% 0.9%
Manufacturing 2.6 13.2 572.9 19.7% 0.5%
Electricity 3.1 10.1 166.0 30.3% 1.8%
Construction 1.5 6.5 170.3 23.8% 0.9%
Trade 6.6 30.0 652.7 22.1% 1.0%
Transport 4.2 17.0 426.7 25.0% 1.0%
Finance 7.9 35.2 854.4 22.5% 0.9%
Community 18.2 55.9 1,041.3 32.6% 1.7% services Total Industries 49.8 259.3 4,341.3 19.2% 1.1%
Gross Value Added (GVA) By Broad Economic Sector Source: IHS Markit Regional eXplorer version 1803
In 2018, the community services sector is the largest within Ngaka Modiri
Molema District Municipality accounting for R18.2 billion or 36.5% of the total
GVA in the District Municipality's economy. The sector that contributes the second most to the GVA of the Ngaka Modiri Molema District Municipality is the finance sector at 15.9%, followed by the trade sector with 13.3%. The sector that contributes the least to the economy of Ngaka Modiri Molema District
Municipality is the construction sector with a contribution of R 1.53 billion or
3.08% of the total GVA.
When looking at the regions within the District Municipality, the Mahikeng Local
Municipality made the largest contribution to the community services sector at
49.50% of the District Municipality. As a whole, the Mahikeng Local Municipality
44 contributed R 21.6 billion or 43.34% to the GVA of the Ngaka Modiri Molema
District Municipality, making it the largest contributor to the overall GVA of the
Ngaka Modiri Molema District Municipality.
The GDP of NMMD was at R57.6 billion (up from R26.6 billion in 2008), NMMD contributed 19.75 to the North West province GDP of R291 billion in 2018 increasing in the share of North West from 19.10% in 2008. NMMD contributed
1.18% to the National GDP. The merchandise export from Ngaka Modiri Molema
District Municipality amounts to R1.55 billion and as a percentage of total national exports constitutes about 0.12%. The exports from Ngaka Modiri
Molema District Municipality constitute 2.70% of total Ngaka Modiri Molema
District Municipality's GDP. Merchandise imports of R217 million constitute about
0.02% of the national imports. Total trade within Ngaka Modiri Molema is about
0.07% of total national trade. Ngaka Modiri Molema District Municipality had a positive trade balance in 2018 to the value of R1.33 billion.
Primary Sector
The primary sector in NMMD consists mainly of Agriculture and Mining sectors.
In 2017 the Agricultural sector experience the highest annual growth of 25.5% whereas the Mining sector reached its highest point of growth of 19.5% in 2015.
The Agricultural and Mining sectors experienced the lowest growth of -17% and
14% respectively during 2015 and 2014.
45
The sector growth forecast shows an increase from R30.68 billion in 2018 to
R32.67 billion in 2023 which is an average annual growth of 1.27%. Economic drivers in NMMD includes Agriculture, Tourism (heritage sites, game farms),
Mining houses (Kal gold, Slurry, Majemantsho informal mining, Sephaku, Larfage and Diamond informal mining).
Mahikeng, Tswaing and Ditsobotla Municipalities are predominately cropping areas with approximately 89 483ha of arable land. The main crops planted in these areas are mainly maize and sunflower. Other crops such as groundnuts, cotton, soybeans, dry-beans, grain sorghum, wheat, green mealies, cucurbitaceae (squash, butternut, pumpkin, watermelon etc.) are planted in a small scale. Ditsobotla, Tswaing and Mahikeng municipality have quite a number of commercial vegetable and Tree Nuts (Peacan) producers.
46
Ramotshere Moiloa and Ratlou Local Municipalities are predominately livestock with grazing area of approximately 353 114ha. Livestock include large stock (748
591) and small stock (314 468) within the District.
Secondary Sector
The secondary sectors in the NMMD are Manufacturing, Electricity and
Construction sectors. Between 2008 and 2018, the manufacturing sector experienced the highest positive growth in 2010 with a growth rate of 6.9%. The construction sector reached its highest growth in 2008 at 12.6%. The manufacturing sector experienced its lowest growth in 2010 of -12.2%, while construction sector reached its lowest point of growth in 2010 with a -3.2% growth rate. The electricity sector experienced the highest growth in 2011 at
3.7%, while it recorded the lowest growth of -3.8% in 2012.
47
Tertiary Sector
The tertiary sector consists of four broad economic sectors namely the trade, transport, finance and the community services sector. The trade sector experienced the highest positive growth in 2008 with a growth rate of 3.7%. It is evident for the transport sector that the highest positive growth rate also existed in 2008 at 7.5% which is higher than that of the manufacturing sector. The finance sector experienced the highest growth rate in 2008 when it grew by
7.3% and recorded the lowest growth rate in 2009 at -0.5%. The Trade sector also had the lowest growth rate in 2009 at - 7.4%.
The community services sector, which largely consists of government, experienced its highest positive growth in 2008 with 6.3% and the lowest growth rate in 2009 with - 0.5%. The District is home to the seat of the Provincial
Legislature and a majority of the National State Departments regional offices.
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2.1.5. Service Delivery
Water and Sanitation
The Ngaka Modiri Molema District uses the Local Municipalities as Water Services
Providers (WSPs) for operation and maintenance of sewer treatment works and retail water reticulation systems in the urban towns of its jurisdiction. The
District also uses the services of Sedibeng Water for bulk water supply.
The District can generally be described as water scarce area with most communities obtaining water supply from groundwater resources. The main source of surface water is Setumo Dam which supplies approximately 40% of the water needs of Mahikeng and its immediate surrounding areas. The balance of the water is from groundwater with the primary source being the Grootpan/
Lichtenburg/ Grootfontein/ Zeerust (GLGZ) dolomitic formation, which presently supplies the balance of water to Mahikeng, and portions of Ditsobotla and
Ramotshere Moiloa Local Municipalities.
49
Households by type of water access - Ngaka Modiri Molema, North-West and National Total
In terms of access to water, Ngaka Modiri Molema District Municipality had a total number of 64 500 (or 25.28%) households with piped water inside the dwelling, a total of 69 600 (27.31%) households had piped water inside the yard and a total number of 3 910 (1.53%) households had no formal piped water.
Over time, from 2008 the number of households below the RDP-level were 55
600 within Ngaka Modiri Molema District Municipality, this decreased annually at
-1.95% per annum to 45 700 in 2018.
The large formal towns, as well as a number of institutions such as border posts, hospitals and prisons in the NMMDM are served by a total of 15 wastewater treatment works of one form or another, in various states of repair. The rural communities however do not have any access to formal sanitation, and generally make use of unimproved pit latrines.
50
Households by type of Toilet Ngaka Modiri Molema, 2008-2018 100% No toilet 90% 80% Bucket system 70% 60% Pit toilet 50%
40% Ventilation 30% Improved Pit 20% (VIP) Flush toilet 10%
0%
NMMDM North-West National Total
Human Settlements
In Ngaka Modiri Molema District Municipality, there are 268 099 households.
Formal dwelling consists of the highest number of households which increased from 143 646 in 2013 to 144 911 in 2017 while very formal dwelling decreased by 273 between 2013 and 2017. Informal dwelling units increased from 19 940 households to 31 855 households and traditional dwelling increased from 11 846 to 14 662 households. Other dwelling type remained the lowest throughout the period of study at 1 737.
51
Electricity
Households are distributed into 3 electricity usage categories: Households using electricity for cooking, Households using electricity for heating, households using electricity for lighting. Household using solar power are included as part of households with an electrical connection. This time series categorises households in a region according to their access to electricity (electrical connection).
Households by electricity usage Ngaka Modiri Molema, 2008-2018 100%
90% Not using electricity 80% 70%
60% Electricity for 50% lighting and other 40% purposes
30% Electricity for 20% lighting only
10%
0% Ngaka Modiri North-West National Total Molema Source: IHS Markit Regional eXplorer version 1803
Households by type of Electrical Connection
Ngaka Modiri Molema District Municipality had a total number of 15 100 (5.92%) households with electricity for lighting only, a total of 211 000 (82.85%) households had electricity for lighting and other purposes and a total number of
28 600 (11.23%) households did not use electricity.
The region within Ngaka Modiri Molema with the highest number of households with electricity for lighting and other purposes is Mahikeng Local Municipality with 82 800 or a share of 39.21% of the households with electricity for lighting and other purposes within Ngaka Modiri Molema District Municipality. The Region
52 with the lowest number of households with electricity for lighting and other purposes is Ratlou Local Municipality with a total of 22 600 or a share of 10.67% of the total households with electricity for lighting and other purposes within
Ngaka Modiri Molema District Municipality. Over time, from 2008 the households without an electrical connection in Ngaka Modiri Molema District Municipality was
44 900, this decreased annually at - 4.39% per annum to 28 600 in 2018.
Waste Management
Ngaka Modiri Molema District Municipality had a total number of 106 000
(41.50%) households which had their refuse removed weekly by the authority, a total of 3 680 (1.45%) households had their refuse removed less often than weekly by the authority and a total number of 131 000 (51.32%) households which had to remove their refuse personally (own dump).
Households by access to refuse removal Ngaka Modiri Molema, 2008-2018 100% No refuse 90% removal
80% Personal 70% removal (own dump) 60% Removed by 50% community members 40% Removed less 30% often than weekly by 20% authority Removed 10% weekly by authority 0%
NMMDM North-West National Total
Source: IHS Markit Regional eXplorer version 1803
53
Overtime, from 2008 the households with no formal refuse removal in Ngaka
Modiri Molema District Municipality was 144 000, this increased to 148 221 in
2012 and declined to 139 330 in 2016 followed by an increase to 145 483 in
2018.
Roads and Transport
Ngaka Modiri Molema District has vast road networks that includes national roads namely the N4, N18 and N14, which are upgraded and maintained by
SANRAL. Ngaka Modiri Molema has a 3 688 km of gravel road and 1 548 of surfaced roads.
Mahikeng has an International Airport with necessary capacity to be operational, however the airport has been closed for some years now and is not in use.
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2.1.6. Governance and Management
Municipality Performance
The Ngaka Modiri Molema District IGR Forum is non-functional and has weakened its regional planning capabilities, and the coordination of the provision of water services in particular. There have been no service level agreements between the District as water services authority and local municipalities and/or
Botshelo Water as water services provider (in terms of bulk water; distribution; operations and maintenance; provision of free basic services).
The poor relations also relate to the perceived lack of involvement and consultation with local municipalities on prioritisation, identification, and implementation of projects. Due to the non-functionality of the IGR Forum, there was generally no coordination and collaboration between the District and its family of locals to improve service delivery. Efforts were made on numerous occasions to resuscitate the IGR Forum, but attendance by the District’s administrative leadership and local municipalities was poor.
NMMDM obtained adverse audit opinion in 2018/19 and disclaimer audit opinion for the past 2 years, Ditsobotla obtained a disclaimer audit opinion for the past 3 years of 2016/17 to 2018/19. Ratlou Municipality regressed to disclaimer in
2018/19 and had qualified audit opinion for the past 2 years, Tswaing has remained at a qualified audit opinion for the past 3 years of 2016/17 to 2018/19.
Mafikeng and Ramotshere obtained a disclaimer audit opinion for the past 2 years and qualified audit opinion in 2016/17. The District and its locals largely depend on consultants to compile the Annual Financial Statements.
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A total of R415 million was returned to treasury from the Municipalities allocated budgets. Of the total budget returned Ngaka Modiri Molema’s balance was R258 million, R48million for Mahikeng Local Municipality, Ratlou Municipality at
R29million, Tswaing at R20.5million, Ditsobotla at R32million and Ramotshere
Moiloa Municipality at R27million. During the Financial year 2017/18, Tswaing,
Mafikeng, Ditsobotla, Ramotshere Moiloa, and Ngaka Modiri Molema District were insolvent whereas Ratlou Municipality had short and medium term viability.
Currently the District is under Section 137 of MFMA in terms of Financial
Recovery Plan which was invoked by the MEC in 2018.
All municipalities within the District with the exception of Ratlou adopted unfunded budgets which posed a risk to meet financial obligations and had to be corrected during special adjustment budget. Repetitive findings for NMMDM include among others: Insufficient appropriate audit evidence or none identified items for the year for PPE, VAT, Inventories, provision of retail water services and receivables from exchange transactions, Unspent conditional grants, and revenue from non-exchange transactions, general expenditure, contracted services, unauthorised and irregular expenditure and bulk services. It need to look into mechanisms that will fast track these repetitive Audit findings working towards improving future audit outcomes.
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Municipal Capacity
The District largely depends on consultants to compile annual financial statements. The challenge faced by the District and Local Municipalities is that they mostly depend on the equitable share, and as such, revenue generation remains a challenge informed by the failure to collect for services rendered in the case of local municipalities.
The table below depicts vacancy rates per directorate in the Ngaka Modiri Molema
Municipalities. The Planning & Development and Technical Services directorates are essential for ensuring the municipal planning function and service delivery recorded some of the highest vacancies in the municipalities.
Municipal Name Directorate No. of vacant posts
Mafikeng Municipality Municipal Manager 26
Mafikeng Municipality Director: LED 27
Ditsobotla Municipality Director: Community services 28
Ditsobotla Municipality Director: Planning & Development 29
Ditsobotla Municipality Director: Technical Services 30
Ditsobotla Municipality Director: Corporate Services 31 vacancy rates per directorate in the Ngaka Modiri Molema Municipalities
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The table below provides an overview of staffing levels in the Municipality, including total staff currently employed, approved positions and funded vacancies. In the District Municipality, 72.38% of staff are permanent employees. There is a vacancy rate of 0. 07%.
DC 38 Total municipal staff currently employed 992 Total permanent currently employed 718 Total temporary staff currently employed 309 Total approved positions 1428 Total funded vacancies 1 Percentage of funded vacancies 0,07 Staffing Levels: Ngaka Modiri Molema District Municipality
The qualifications of staff (from technical to postgraduate) indicates that 4,13% of staff have some form of tertiary qualification.
DC 38 Number of staff with postgraduate degrees 14 Percentage of staff with postgraduate degrees 1,41 Number of staff with Bachelor’s degrees 23 Percentage of staff with Bachelor’s degrees 2,32 Number of staff with technical qualifications 4 Percentage of staff with technical qualifications 0,4 General Qualifications: Ngaka Modiri Molema District Municipality
Traditional Affairs Governance
The District is largely a rural district and is made-up of 103 wards, 8 towns, 21 townships, 198 villages. In addition, the District has 22 Traditional Leaders with about 90% of the District’s population living in traditional authority areas. In the
District there are no disputes in terms of ownership of land by Traditional
Leaders. Traditional Leaders participate in municipalities and they receive out of pocket expenses and paid allowances.
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Number Of Identified Traditional District/Local Municipality Leaders Participation In Municipal Councils Ngaka Modiri Molema District 5 Municipality Ratlou Local Municipality 4 Tswaing Local Municipality 2 Mahikeng Local Municipality 2 Ditsobotla Local Municipality 1 Ramotshere Moiloa Local Municipality 3
The District has a number of Senior Traditional Leaders and
Headman/Headwomen. Ramotshere Moiloa has the most number of senior traditional leaders while Ratlou Municipality has the most number of
Headman/Headwomen at 20.
SENIOR HEADMAN/ DISTRICT LOCAL MUNICIPALITY MUNICIPALITY TRADITIONAL HEADWOMEN LEADER Ratlou 5 20
Tswaing 2 6
Ngaka Modiri Molema Mafikeng 4 9
Ditsobotla 3 0
Ramotshere Moiloa 7 4
In Ngaka Modiri Molema District Municipality, traditional leaders have been identified for participation in the Municipal Councils. The identified traditional leaders do participate in municipal councils. There is a system of rotation of participating traditional leaders in the Ngaka Modiri District Municipality, and every five (5) years new members are selected. The identified traditional leaders are allowed an opportunity to address the council. Traditional leader’s
59 participation is not gazetted. Participating traditional leaders receive an allowance and are reimbursed for any out of pocket expenses.
The Traditional and Khoi-San Leadership Act, 2019 (Act No. 3 of 2019), which was published in the Government Gazette on 28 November 2019, is of historic value as it is the first legislation that provides for the statutory recognition of the
Khoi-San communities and leaders, provided they meet the criteria contained in the Act. However, the Act has not yet commenced, because its commencement date has not yet been proclaimed.
Once the Act commences, a Commission on Khoi-San Matters will be established to receive and investigate applications for recognition of Khoi-San communities and leaders. The Commission will make recommendations to the Minister in this regard and the Minister will have the power to recognise such communities and leaders. There is thus currently no legally recognised Khoi-San communities or leaders in South Africa. The Act makes provision for two Khoi-San leadership positions namely senior Khoi-San leaders and branch heads. The recognised senior Khoi-San leaders will have personal jurisdiction over their communities.
It should be noted that the legal existence of Traditional leadership structures as envisaged by the Traditional Leadership Framework Act has expired. These structures will be reconstituted when the Traditional and Khoi-San Leadership
Act comes to effect.
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2.1.7. Projects to Diversify and Grow People and the Economy
Spatial Development
Mahikeng is the largest centre in the District and is anticipating growth in importance as the primary economic core through the Mahikeng Renewal,
Rebranding Repositioning Spatial Planning is not a shared function between
Ngaka Modiri Molema District and its Local Municipalities, however the District’s
Town Planning unit plays an active critical role when requested at the five Local
Municipalities.
The District is an important transport corridor (N4 and R508) which are the getaway to Botswana and possess tourism infrastructure that is underutilized.
Most of the secondary rural settlements and high agricultural potential areas in the District have strong functional links with Mahikeng and can, to some extent, be considered extensions of the District’s economic corelink: Tshwane – Brits –
Rustenburg – Elliesrus.
Environmental forecast
Disaster Management structures are in place but not administratively supported in all areas. Challenges common to the District and local municipalities include:
➢ Lack or poor implementation of the requirements of the Disaster
Management Act particularly with five municipalities except for Mafikeng
Local Municipality;
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➢ Lack of disaster response vehicles and control room attendants or
dispatchers for 24/7 services;
➢ Lack of support for Ngaka Modiri Molema District IGR structures and poor
stakeholder participation in IGR structures; and
➢ Insufficient resources for disaster risk management;
2.1.8. Key Recommendations
Prioritise Integrated Development Plan
The proposed spatial distribution of catalytic programmes and Projects need to be focussed on during the coming 5 years are provided for each municipality.
➢ Road links that need to be planned or constructed to support the
development of nodes and corridors and movement of people and goods
through the province.
➢ Rail links (passenger and freight) that need to be planned or constructed
to enhance the mobility of people and goods within the province.
The corridor that open Africa tourist route, the Segarona Heritage Experience, which was launched in 2012. This new route runs between Pilanesberg and
Madikwe, and includes the Bakgatla tribal lands, and the towns of Derdepoort,
Zeerust and Groot Marico (and many others). The rural villages connected by this route offer insight into the struggle history of South Africa and the cultural heritage of the many African clans who still live in the area. The proposed Marico
Biosphere Reserve will enhance the economy through job creation, ecotourism and sustainable development. The strategic location of Ngaka Modiri Molema offers great opportunities towards the economic development of the District underpinned by various development corridors.
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This profiling illustrates the economic opportunities within the District and the potential to create much-needed jobs, reduce poverty and inequality. It is in this context that municipal socio-economic conditions should inform resource allocation and effective and accountable use of resources is of paramount importance.
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CHAPTER 3
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3.1 GOVERNANCE STRUCTURE Similar to all other municipalities in South Africa, Ngaka Modiri Molema District
Municipality is governed by a political structure, administrative structure glued
together by the community to give effect to the definition of a municipality in
terms of the Municipal Structures Act.
The King IV Report on Corporate Governance, launched on 1 November 2016,
contains the philosophy, principles and leading practices for corporate
governance in South Africa. The overarching objective of King IV is to make
corporate governance more accessible and relevant, and to be the catalyst for a
shift from a compliance-based mind set to one that sees corporate governance
as a lever for value creation. Much emphasis is placed on integrated reporting
and integrated thinking.
King IV has taken the decisive step to focus on outcomes as a way of driving
acceptance of corporate governance as integral to value creation by
organisations characterised by an ethical culture, good performance, effective
control, and legitimacy. Linking governance to outcomes should therefore result
in organisations practising quality governance.
The three components that are linked to each other in an integrated manner are
composed as follow:
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3.1.1 POLITICAL STRUCTURE
Ngaka Modiri Molema District Municipality has been established in terms of
Section 10 (b) of the Local Government: Municipal Structures Act (Act 117 of
1998) and therefore consist of an Executive Mayoral System.
NNDM is governed by an Executive Mayoral Committee (Mayco) which consists
of the Executive Mayor, and five other fulltime Councillors. Certain executive
powers have been delegated to the Executive Mayor of NMMD in terms of
legislation and by Council to be the political custodian of the day to day running
of the municipality. The strategic and political responsibility of the council is
vested in the Executive Mayor.
The Council of Ngaka Modiri Molema District Municipality has thirty-nine (39)
Councillors, of whom Ten (10), are full-time Councillors.
Full time Councilors include:
➢ Executive Mayor : Cllr Tshepo Justice Makolomakwa
➢ Council Whip : Cllr Itumeleng Lethoko
➢ The Speaker : Cllr Yoliswa Sechoaro
➢ MPAC Chairperson : Cllr Oabetswe Johannes Tselapedi
Currently Council has established the following five (05) portfolio committees in
terms of Section 80 of the Local Government: Municipal Structures Act (Act 117
of 1998):
➢ Financial Services
➢ Corporate Services
➢ Development and Town Planning Services
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➢ Public Works and Basic Services
➢ Community Services
➢ Special Projects
Representatives of the House of Traditional Leaders
No. Name
1 Kgosi Suping S.V.
2 Kgosi Montshioa J.K.
3 Kgosi Masibi M.J.
4 Kgosi Matlaba R.V.
5 Kgosi Lencoe E.I.
Municipal Public Accounts Committee (MPAC)
The Municipal Public Accounts Committee chaired by Cllr O.J. Tselapedi was appointed by Council to among others oversee the content of the annual reports on its behalf.
Responsibilities of the MPAC are to:
➢ Engage directly with the public.
➢ Consider Public comments.
➢ Consider and evaluate the content of the Annual Report.
➢ Develop the Oversight Report.
➢ Make recommendations to Council when adopting the oversight report
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Roles and responsibilities of Council Committees
Review Reporting Performance Audit Advices the Participate in the Receives Audit Receives and note Executive Mayor on formulation of the annual Committee the annual audit priorities and review performance reports plan. objectives of the programme of the IDP, from the municipal Integrated including the review of manager and make
Deliberates and advice Participate in the Receives quarterly Advices the on the municipal formulation of reports Executive Mayor on strategic scorecard. proposals for the from the Directors the annual performance responsible for implementation of improvement measures their portfolios the of the before they are recommendation s of municipality as part of tabled at MAYCO the internal auditor the new municipal with strategic scorecard. regard to both the improvement in the performance of the municipality and improvement of the performance management system itself.
Participates in the Quarterly evaluates the Reports to the formulation of the Top performance of their Executive Mayor on Level Service portfolios the Delivery and against adopted KPIs and recommendation s Budget Implementation targets. for the improvement Plan. of the performance management system.
Ensures that concerns of Quarterly reviews the Council adopts the community structures performance of their over-sight report. are taken into portfolios to improve the account in economy, discharging their efficiency and responsibilities. effectiveness of the municipality. Development Plan. key performance indicators and Recommendatio ns performance targets. to the Mayor.
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3.1.2 ADMINISTRATIVE STRUCTURE
The administrative component of the municipality consists of the office of the
Municipal Manager and five (5) Directorates with substantive Senior Managers,
four of these critical posts have successfully filled with competent and
dedicated personnel. The post of Development and Town Planning Services is
yet to be filled.
The process of developing the proto-type structure is going on and the
Department of Cooperative Governance and Traditional Affairs (COGTA) is
hands-on in ensuring that the structure will comply to the powers and functions
of the municipality.
This process also took cognisance of the fact that the operation budget which
is funded out of own revenue is currently unacceptable and the Municipal
Manager is faced with an enormous challenge to place a high priority of
bringing it down below the norm.
Office of the Municipal Manager
The Municipal Manager is the administrative head of the municipality and the
Chief Accounting Officer in terms of the Municipal Finance Management Act
(MFMA). He is responsible and accountable for the tasks and functions as set
out in section 56 of the Municipal Systems Act (No. 32 of 2000) as well as tasks
and functions specifically applicable to the Municipal Manager as set out in
other pieces of legislation. The Municipal Manager has got specific roles &
responsibilities assigned to him, but tasks and responsibilities can also be
delegated to the Municipal Manager by the Executive Mayor and the Council.
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The Office of the Municipal Manager consists of the Municipal Manager and line managers responsible for the following strategic functions:
➢ Internal Audit
➢ Performance Management
➢ Inter-governmental Relations
➢ Communication Services
Directorate: Financial Services
The main function of this directorate is to effectively manage financial resources to promote the sustainability of the municipality’s assets and its daily activities. The directorate also must ensure effective financial planning and budget linkage.
The directorate is divided into the following sections:
➢ Financial Support Services,
➢ Income and Expenditure Services
➢ Asset Management
➢ Supply Chain Management
➢ Budgeting and Reporting
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Directorate: Corporate Services
This directorate is responsible for internal capacity in terms of staff related matters and effective administrative services that facilitates support services to the whole municipality.
Corporate services consist of the following units for:
➢ Human Resources Management
➢ Administration
➢ Legal support services
➢ ICT
➢ Fleet Management
➢ Organizational Development and Employee Wellness
➢ Labour Relations
Directorate: Public Works and Basic Services
The core functions of this directorate are the planning of infrastructure and basic service delivery. The directorate is divided into the following sections:
➢ Bulk Water and Sanitation
➢ Water Services Provision
➢ Transportation and Engineering
➢ Water Services Authority
➢ Project Management Unit
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Directorate: Community Service
The Municipal Health and Safety Directorate is formed by four (4) major services to the Ngaka Modiri Molema District Municipality, namely:
➢ Fire and Rescue Services,
➢ Municipal Health Services and
➢ Disaster Management Services
➢ Security Support Services
Directorate: Development and Town Planning Services
Planning and Development Department is split into four sections:
➢ Integrated Development Planning
➢ Town and Regional Planning
➢ Social Facilitation
➢ District Economic Growth and Rural Development
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CHAPTER 4
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4.1. STRATEGIC PHASE
The Council of Ngaka Modiri Molema District Municipality is well aware of the
development challenges that face the different communities in the area. In order
to improve the livelihood of the relevant communities, the Council has adopted
long term goals and short-term goals that are supported by various development
strategies. Council also realizes that the expectations from the communities are
extremely high and the resources of the Municipality to match those expectations
are relatively limited.
The strategic approach therefore would be to optimize the limited resources and
expanding the impact it would have on the strategic priorities identified during
the stake holder engagement process of developing the IDP. This Chapter
focuses on the goals and priorities of the municipality and suggest strategies on
how those goals can be achieved.
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VISION AND MISSION
VISION Leaders in integrated municipal governance MISSION To provide a developmental municipal governance system for a better life for all
BUSINESS VALUES
Integrity Honesty Ethical Transparent Trustworthy Reliable Objectivity Openness Consultative Collaborative Participative Cooperative Inclusive Teamwork Partnering Integrating) Accountable Results Oriented Taking Charge Ownership Productive Decisive Assertive Disciplined Quality Conscious Responsible
Committed Determined Diligent Motivated Dedicated Passionate
Proactive Continuous Learning Knowledge Sharing Development focus Caring Empathy Considerate People Centered Service Excellence Responsive Client focused. Helpful Time Sensitive
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4.2. MUNICIPAL GOALS AND STRATEGIC OBJECTIVES
Municipal Goals Strategic Objectives Goal 1: Ensuring Integrated Development Planning for the Municipality • Strengthen existing IDP structures. • Improve the IDP and budget planning process • Ensure implementation of IDP priorities • Allocate available funds to identified priorities on a Multi-Year Plan • Promote Public-Private-Partnerships Ensure implementation of LED strategy
Goal 2: Provide Infrastructure • Conduct research and development on existing Development and Basic Services for the and future infrastructure development and Municipality services • Solicit additional funding for infrastructural development and services • Monitoring the implementation of Capital Projects and Services
Goal 3: Ensure Continuous Capacity • Assess the capacity of Ngaka Modiri Building Molema Municipality • Provide support to Regional Offices. • Strengthen Inter-Governmental Relations
Goal 4: Ensure the Equitable Distribution • Conduct constant monitoring of municipal services of resources in all the Local Municipalities • Facilitate appropriate response for identified priority needs
Goal 5: Building a Modern, Innovative and • Implement performance management system Performance Driven Municipality • Create awareness and buy-in to NMMDM strategy • Improve communication strategy • Continuous assessment and staff development through PMS Goal 6: Ensure Financial viability • Implement AG action plan • Adherence to MFMA • Ensure all National Treasury regulations • Improve revenue collection • Ensure spending of all allocations Goal 7: Create an Economically • Implementation of LED strategy desirable Environment to attract local and • SDF as the guiding tool to all projects International Investment. implementation
Goal 8: Promote Safe and • Development and implementation of municipal Healthy Environment sector plans • Implementation of IDP • SDF as the guiding tool for implementation of projects
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NMMDM 2021/22 OBJECTIVES
KEY PERFORMANCE AREA OBJECTIVE KPA 1: • To promote good governance and accountable government MUNICIPAL INSTITUTIONAL • Achieve positive employee climate DEVELOPMENT AND TRANSFORMATION • To promote skills development • Achieve positive employee climate • To promote accountable, efficient and transparent administration • To promote financial accountability and transparency • To improve technology efficiency KPA 2: • Creation a safe and secure working environment for the Municipality BASIC SERVICE DELIVERY AND • To provide Municipal Health Services INFORMATION DEVELOPMENT • To provide Fire & Rescue Service • Disaster Awareness Campaigns • To provide water services Infrastructure • To provide water services • To address water services emergencies • Repairs of Infrastructure • To improve Compliance to the Water Quality Standards for portable water (SANS241) and general limits and special limits for Waste Treatment Discharge Effluents • To provide sanitation services • To promote transport engineering • Upgrading water infrastructures including water sources and storages • To provide sanitation basic sanitation and to upgrade bulk sanitation
KPA 3: • To promote financial accountability and transparency PROMOTE FINANCIAL VIABILITY
KPA 4: • Investigations into the public transport infrastructure. Linkages of land use PROMOTE LOCAL ECONOMIC and effective transport modes DEVELOPMENT • To meet the objectives of the District Development Model • To create a credible Environment Management Framework (EMF) document to be incorporated into the IDP • To spatially map the IDP/MIG capital projects for 2020/21 FY of the District Municipality by June 2021. • Precinct Plan • To facilitate the development of sustainable human settlements guided by SPLUMA in: Ramotshere and Ratlou LM • To promote Local Economic Development • Create work opportunities through EPWP • To Develop, Amend and Adopt 5-year Credible IDP • To facilitate all Projects/Programmes of the Municipality
KPA 5: • To improve the effectiveness of risk management, controls and GOOD GOVERNANCE AND PUBLIC governance processes PARTICIPATION • To promote Good Governance and Public Participation • To promote Planning and Performance Management • To enhance communication and public participation • To promote Good Governance and Community Participation
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CHAPTER 5
CHAPTER 5 NMMDM CAPITAL PROJECTS 2021/22 And Progress registered
PMU 2020/21 IMPLEMENTATION PLAN
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• The gazetted MIG Allocation for 2020/21 is R 297 376 000 • There are 17 projects planned for implementation with the 2020/21 FY
MUNICIPALITY WATER SANITATION Dora Brealdown No. of No. of TOTAL Water as per Appendix projects Amount projects Amount and Sanitation w2
Ditsobotla 3 R 40 433 000 1 R 51 153 149 R 91 586 149 R 44 293 000
Mahikeng 1 R 200 000 1 R 49 571 129 R 49 771 129 R 107 323 000
Ramotshere 3 R 39 148 568 2 R 66 873 800 R 106 022 368 R 55 520 000
Ratlou 4 R 55 501 549 0 R - R 55 501 549 R 48 028 000
Tswaing 1 R 17 000 000 1 R 30 000 000 R 47 000 000 R 37 112 000
TOTAL 12 R 152 283 117 5 R 138 598 078 R 289 176 000 R 292 376 000
The amount of R 8 200 000 has been reserved for the operations of PMU as allowed by the PMU guidelines.
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DITSOBOTLA LOCAL MUNICIPALITY
Project Type Date: Date: Project to Total Project Registered Project Title (water, Project Status Contractor be completed 2020/21 Budget Cost MIG Funds sanitation etc) appointed
BODIBE WARD 17 WATER RETICULATION Water R 38 163 330 R 38 163 330 DESIGN 30-Jun-20 28-Jun-21 R 200 000 GAMOTLATLA WATER SUPPLY Water R 20 500 000 R 14 123 828 CONSTRUCTION 29-Sep-17 17-Aug-22 R 10 233 000 Additional Work GREATER LICHTENBURG BWS Water R 63 611 147 R 63 611 147 CONSTRUCTION 21-Jan-20 12-Jun-21 R 40 433 000
DITSOBOTLA RURAL SANITATION Sanitation R 174 077 170 R 174 077 170 CONSTRUCTION 30-May-18 30-Jun-21 R 51 153 149
Total R 102 019 149
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MAHIKENG LOCAL MUNICIPALITY
81
82
83
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RAMOTSHERE MOILOA LM
Project Type Date: Date: Project to Total Project Registered Project Title (water, Project Status Contractor be completed 2020/21 Budget Cost MIG Funds sanitation etc) appointed
LEEUFONTEIN WATER SUPPLY Water R 33 986 411 R 33 986 411 DESIGN & TENDER 28-May-18 15-Mar-22 R 19 812 564
RIETVLEI WATER SUPPLY Water R 4 305 504 R 4 305 504 DESIGN & TENDER 03-Sep-18 29-Oct-21 R 3 666 508
GROOT MARICO WATER SUPPLY Water R 19 559 828 R 19 559 828 DESIGN & TENDER 01-Oct-20 19-Oct-21 R 15 669 496 RAMOTSHERE-MOILOA RURAL Sanitation R 58 900 000 R 59 800 000 DESIGN & TENDER 30-Mar-18 29-Mar-21 R 10 000 000 SANITATION ZEERUST WWTP PHASE 2 Sanitation R 162 787 784 R 162 787 784 CONSTRUCTION 06-Apr-18 30-Oct-20 R 56 873 800
Total R 106 022 368
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LEEUFONTEIN WATER SUPPLY
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GROOTMARICO WASTEWATER TREATMENT PLANT
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88
89
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RATLOU LOCAL MUNICIPALITY
Project Type Date: Project Date: (w ater, Total Project Registered to be Project Title Project Status Contractor 2020/21 Budget sanitation Cost MIG Funds completed appointed etc)
SETLAGOLE BULK WATER SUPPLY Water R 94 955 607 R 72 291 618 CONSTRUCTION 17-Nov-14 30-Jun-20 R 10 501 549
MATLODING WATER SUPPLY Water R 8 680 290 R 8 680 290 REGISTERED 10-Sep-20 01-Oct-21 R 5 000 000 EXTENSION
MADIBOGO WATER SUPPLY PHASE Water R 43 263 261 R 43 263 261 REGISTERED 10-Sep-19 25-Oct-22 R 10 000 000
KRAAIPAN WATER SUPPLY Water R 24 567 202 R 24 567 202 CONSTRUCTION 15-Feb-20 30-Mar-21 R 30 000 000
Total R 55 501 549
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SETLAGOLE WATER SUPPLY _ Portion 3
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TSWAING LOCAL MUNICIPALITY
Project Type Date: Date: Project to Total Project Registered Project Title (water, Project Status Contractor be completed 2020/21 Budget Cost MIG Funds sanitation etc) appointed
OTTOSDAL BULK WATER SUPPLY & Water R 67 852 116 R 67 852 116 COMPLETE 29-Sep-17 01-Jul-20 RETICULATION PHASE 2 SANNIESHOF/AGISANANG BULK Water R 44 987 144 R 44 987 144 CONSTRUCTION 30-Mar-18 16-Sep-20 R 17 000 000 WATER SUPPLY & RETICULATION SANNIESHOF WWTW Sanitation R 51 877 813 R 33 785 869 CONSTRUCTION 30-Apr-18 30-Jun-20 R 30 000 000 Total R 47 000 000
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96
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98
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DRAFT CAPITAL PROJECT TO BE IMPLEMENTED DIRUNG 2021/22 FINANCIAL YEAR
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PMU 2021/22 IMPLEMENTATION PLAN
• The gazetted MIG Allocation for 2019/20 is R 317 573 000 • There are 22 projects planned for implementation with the 2021/22 FY
WATER SANITATION MUNICIPALITY No. of TOTAL Water and projects Amount No. of projects Amount Sanitation Ditsobotla 4 R39 900 000 1 R32 423 000 R67 730 220
Mahikeng 1 R15 000 000 1 R9 000 000 R77 000 000,00 Ramotshere 4 R28 800 000 2 R74 600 000 R71 080 220,00 Ratlou 3 R15 400 000 1 R12 800 000 R36 300 000,00 Tswaing 3 R17 450 000 2 R63 000 000 R75 000 000 TOTAL 15 R116 550 000 7 R191 823 000 R308 373 000
The amount of R 9 200 000 has been reserved for the operations of PMU as allowed by the PMU guidelines.
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DITSOBOTLA LOCAL MUNICIPALITY
DITSOBOTLA LOCAL MUNICIPALITY
Project Title Project Status 2021_2022 DRAFT Registration Number BUDGET
R2 500 000,00 MIG/NW 1392/W/11/12 BODIBE WARD 17 WATER RETICULATION DESIGN MIG/NW1580/W/12/14 GAMOTLATLA WATER SUPPLY Additional Work CONSTRUCTION R14 000 000,00 MIG/NW12295/W/16/17 GREATER LICHTENBURG BWS CONSTRUCTION R16 500 000,00
R6 900 000,00 MIG/NW2244/W\20\21 BESSIESVLEI WATER SUPPLY UPGRADE CONSTRUCTION
MIG/NW2462/S/17/19 DITSOBOTLA RURAL SANITATION CONSTRUCTION R32 423 000,00
TOTAL R 72 323 000
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MAHIKENG LOCAL MUNICIPALITY
MAHIKENG LOCAL MUNICIPALITY
Project Title Project Status 2021_2022 DRAFT BUDGET Registration Number
MIG/NW2463/S/17/19 MAFIKENG RURAL SANITATION CONSTRUCTION R9 000 000.00 PROGRAMME
W/NW/17607/19/22 LOTLHAKANE WATER SUPPLY DESIGN & TENDER R15 000 000,00 TOTAL R24 000 000,00
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RAMOTSHSERE MOILOA LOCAL MUNICIPALITY
RAMOTSHSERE MOILOA LOCAL MUNICIPALITY
Project Title Project Status 2021_2022 DRAFT BUDGET Registration Number
MIG/NW/1509/W/12/14 LEEUFONTEIN WATER SUPPLY DESIGN R7 000 000,00
MIG/NW1494/W/12/14 RIETVLEI WATER SUPPLY DESIGN &
TENDER R2 000 000,00
MIG/NW1555/W12/14 GROOT MARICO WATER SUPPLY CONSTRUCTION R11 000 000,00
WELBEDACHTMANCHESTER MIG/NW2679/W/19/20 CONSTRUCTION SECTION WATER SUPPLY UPGRADE R8 800 000,00
RAMOTSHERE-MOILOA RURAL MIG/NW1199/S/10/14 CONSTRUCTION SANITATION R30 000 000,00
MIG/NW2154/S/15/16 ZEERUST WWTP PHASE 2 CONSTRUCTION R44 600 000,00
TOTAL R103 400 000,00
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RATLOU LOCAL MUNICIPALITY
RATLOU LOCAL MUNICIPALITY
Project Title Project Status 2021_2022 DRAFT BUDGET Registration Number
R11 500 000,00 MIG/NW2155/W/15/16 MATLODING WATER SUPPLY DESIGN & EXTENSION TENDER R2 400 000,00 MIG/NW2681/W/19/20 MADIBOGO RAMABESA WATER DESIGN & UPGRADE TENDER R1 500 000,00 MIG/NW1582/W/12/14 KRAAIPAN WATER SUPPLY CONSTRUCTION R12 800 000,00 RATLOU RURAL SANITATION CONSTRUCTION
TOTAL R28 200 000,00
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TSWAING LOCAL MUNICIPALITY
TSWAING LOCAL MUNICIPALITY
Project Project Status 2021_2022 DRAFT Registration Number Title BUDGET
MIG/NW2682/W/19/20 MIDDLETON C WATER SUPPLY UPGRADE CONSTRUCTI R950 000,00 ON
MIG/NW2680/W/19/20 ATAMELANG WATER SUPPLY UPGERADE CONSTRUCTI R1 500 000,00 ON
MIG/NW1174/W/09/12 SANNIESHOF/AGISANANG BULK WATER CONSTRUCTION / R15 000 000,00 SUPPLY & RETICULATION TENDER FOR PHASE 2 MIG/NW1499/S/12/14 SANNIESHOF WWTW CONSTRUCTI R27 000 000,00 ON MIG/NW1499/S/11/12 TSWAING RURAL SANITATION PROGRAMME CONSTRUCTI R36 000 000,00 ON
TOTAL R80 450 000,00
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GROWTH AND ECONOMIC DEVELOPMENT DRAFT ESTIMATES
Key Performance Areas Key Performance Indicator Budget
Sector Promotion SMME Support Programmes/Projects R 1000 000,000
Sector Promotion Tourism Development Programmes/Projects R 800 000,000
Sector Promotion Recycling and Manufacturing Development R 500 000,00 Programmes /Projects Business Development Registration of Companies /Cooperatives R 100 000,00
Business Development Rural Development Projects Supported R 700 000,00
Total R 3 100 000,00
Expanded Public Works Programme Number of Jobs Created through EPWP R 1 1390 ,000,00 (Grant)
Expanded Public Works Programme Number of Jobs Created through EPWP R 2000 000,00 (EQ Share)
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COMMUNITY SERVICE DRAFT BUDGET 2021/22
Key Performance Areas Key Performance Indicator Budget
Provision of Disaster Management Radios and Repiters R 1 000 000.00 Services Provision of Disaster Management Disaster Response and Relief R 5 500 000.00 Services Material Provision of Fire and Rescue Services Procurement of Fire Engines R 15 130 000.00 Provision of Fire and Rescue Services Procurement of Personal Protective R 5 000 000.00 Equipment & Uniform
TOTAL R26 630 000.00
108
PROVINCIAL SECTOR DEPARTMENTS PROJECT FOR NGAKA MODIRI MOLEMA DISTRICT MUNICIPALITY FOR 2021/222 FINANCIAL YEAR
109
HEALTH
Total Expenditure Main Main Main Project / Programme Total Project Municipality Nature of investment to date from appropriation appropriation appropriation Name Cost previous years (21/22) (22/23) (23/24) Ngaka Modiri Molema Maintenance and District HVAC Term Ngaka Modiri Molema R 12 858 188 R 2 865 910 R 1 800 000 R 1 760 000 R 1 760 000 Repairs Contract Maintenance on Prioritized Maintenance and Clinics - Ngaka Modiri Ngaka Modiri Molema R - R - R 2 500 000 R 2 075 000 R 2 500 000 Repairs Molema District Ngaka Modiri Molema - Maintenance and Generators Term Contracts Ngaka Modiri Molema R - R - R 1 890 000 R 1 870 000 R 1 870 000 Repairs Phase 2 Maintenance at Lehurutshe Maintenance and Ngaka Modiri Molema R - R 1 793 088 R 3 350 000 R 2 000 000 R 2 000 000 Hospital - Phase 2 Repairs Maintenance Zeerust Maintenance and Ngaka Modiri Molema R - R - R - R 3 000 000 R 3 000 000 Hospital Repairs New Office Park Maintenance and Ngaka Modiri Molema R 29 318 346 R 27 152 378 R 6 501 000 R 6 820 000 R 6 820 000 (Maintenance) Repairs Maintenance and Maintenance MPH Phase 2 Ngaka Modiri Molema R - R - R 1 000 000 R 3 000 000 R 3 000 000 Repairs Ngaka Modiri Molema - Maintenance and Ngaka Modiri Molema R 8 022 000 R 1 761 372 R 2 500 000 R 2 600 000 R 2 600 000 Day to Day Maintenance Repairs Fire Equipment Term Maintenance and Ngaka Modiri Molema R - R - R 1 300 000 R 2 000 000 R 2 000 000 Contract - NMM Repairs Ngaka Modiri Molema - Maintenance and Ngaka Modiri Molema R 16 218 000 R 77 620 560 R 8 000 000 R 2 311 000 R 2 311 000 Statutory Maintenance Repairs
110
UPS Maintenance Term Maintenance and Ngaka Modiri Molema R - R - R 500 000 R 1 300 000 R 1 300 000 Contract - NMM Repairs Transformer and Maintenance and Switchgear Term Contract Ngaka Modiri Molema R - R - R 1 500 000 R 2 000 000 R 2 000 000 Repairs – NMM New or Replaced Kopela Clinic Ngaka Modiri Molema R - R - R - R - R 2 900 000 Infrastructure Bophelong Psychiatric New or Replaced Hospital Phase II (Package Ngaka Modiri Molema R 11 000 000 R 7 506 231 R 6 000 000 R - R - Infrastructure A) HT New or Replaced Motswedi New CHC Ngaka Modiri Molema R 22 000 000 R 13 961 695 R 13 000 000 R 32 000 000 R 12 000 000 Infrastructure Bophelong Psychiatric New or Replaced Ngaka Modiri Molema R 141 000 000 R 50 580 875 R 13 418 000 R 77 838 000 R 139 842 000 Hospital Phase III Infrastructure Bophelong Psychiatric Hospital Phase II Staff New or Replaced Ngaka Modiri Molema R 3 500 000 R 6 571 637 R 5 000 000 R - R - Accommodation (Package Infrastructure B)- HT Bophelong Psychiatric New or Replaced Ngaka Modiri Molema R 12 000 000 R 244 100 R - R 3 000 000 R 3 000 000 Hospital Phase III HT Infrastructure New or Replaced Motswedi Clinic HT Ngaka Modiri Molema R - R - R - R 3 000 000 R 500 000 Infrastructure New or Replaced Rapulana New Clinic Ngaka Modiri Molema R - R 8 597 057 R 18 837 000 R 50 000 000 R 3 000 000 Infrastructure New or Replaced Rapulana Clinic - HT Ngaka Modiri Molema R - R - R - R 1 000 000 R - Infrastructure New or Replaced Kopela Clinic - HT Ngaka Modiri Molema R - R - R - R - R 1 000 000 Infrastructure
111
New or Replaced Matloding Clinic-HT Ngaka Modiri Molema R - R - R - R - R - Infrastructure Rehabilitation, MPH Replace Autoclaves Ngaka Modiri Molema Renovations & R - R - R 1 000 000 R - R - Refurbishment Bophelong Psychiatric Rehabilitation, Hospital - Refurbish Hot Ngaka Modiri Molema Renovations & R - R - R 1 500 000 R - R - Water system Refurbishment Thusong Hospital Rehabilitation, Refurbishment Ngaka Modiri Molema Renovations & R 387 981 R 3 608 047 R 1 000 000 R 1 200 000 R - (Mechanical) Refurbishment Refurbish medical Gas Rehabilitation, systems - Ngaka Modiri Ngaka Modiri Molema Renovations & R - R - R 4 101 000 R - R - Molema Refurbishment Rehabilitation, Zeerust Hospital - Packaged Ngaka Modiri Molema Renovations & R - R - R 1 200 000 R - R - Mortuary Refurbishment Rehabilitation, COVID - 19 Packaged Ngaka Modiri Molema Renovations & R - R 3 047 285 R 10 000 000 R - R - Project Refurbishment Rehabilitation, Motswedi Clinic Parkhome Ngaka Modiri Molema Renovations & R - R - R 1 000 000 R - R - Refurbishment Rehabilitation, Lichtenburg Hospital Ngaka Modiri Molema Renovations & R - R - R 1 200 000 R - R - Packaged Mortuary Refurbishment Rehabilitation, Itsoseng CHC - Refurbish Ngaka Modiri Molema Renovations & R 4 000 000 R 629 142 R 1 000 000 R - R - water supply network Refurbishment Rehabilitation, Decommisioning of Ngaka Modiri Molema Renovations & R - R - R 1 000 000 R - R - Thusong Hospital Refurbishment Rehabilitation, R Kopela Clinic - Parkhomes Ngaka Modiri Molema R - R - R 1 000 000 R - Renovations & Refurb - 112
Rehabilitation, Medical Stores Ngaka Modiri Molema Renovations & R - R - R 1 500 000 R - R - Refurbishment of HVAC Refurbishment Rehabilitation, Medical Stores Ngaka Modiri Molema Renovations & R - R - R 1 200 000 R 2 000 000 R - refurbishment Refurbishment Rehabilitation, MPH Procurement of Ngaka Modiri Molema Renovations & R - R - R 4 000 000 R - R - standby Generator Refurbishment MPH Refurbish Kitchen, Rehabilitation, Laundry and packaged Ngaka Modiri Molema Renovations & R - R - R 1 000 000 R - R - mortuary. Refurbishment Rehabilitation, Deelpan Clinic - Parkhome Ngaka Modiri Molema Renovations & R - R - R 1 000 000 R - R - Refurbishment Rehabilitation, Zeerust Hospital Refurbish Ngaka Modiri Molema Renovations & R - R 3 063 835 R 500 000 R - R - HVAC Refurbishment Mafikeng Provincial Upgrading and Hospital - Upgrade Renal Ngaka Modiri Molema R - R - R - R - R - Additions Unit HT General De La Rey Hospital Upgrading and Ngaka Modiri Molema R - R - R 5 000 000 R - R - Upgrade Additions Delareyville Hospital Bulk Upgrading and Ngaka Modiri Molema R 40 000 000 R 6 919 140 R 10 921 000 R 15 000 000 R 5 000 000 Pharmacy (New) Additions Deelpan Clinic - Upgrading Upgrading and Ngaka Modiri Molema R - R - R - R - R 2 000 000 of Clinic HT Additions Delareyville Hospital - Bulk Upgrading and Ngaka Modiri Molema R - R - R 1 000 000 R - R - Pharmacy HT Additions Ungrading of Itsoseng CHC Upgrading and Ngaka Modiri Molema R - R - R 5 000 000 R - R - to District Hospital Additions
113
Mafikeng Provincial Upgrading and Hospital Mental Unit – Ngaka Modiri Molema R - R - R 1 700 000 R 1 000 000 R - Additions Upgrade Mmabatho Nursing Upgrading and Ngaka Modiri Molema R 5 289 341 R 1 594 962 R 3 500 000 R - R - College-HT Additions Office Accommodation for Community Health Upgrading and Ngaka Modiri Molema R - R - R 2 000 000 R - R - Workers ABM - Ngaka Additions Modiri Molema Mafikeng Provincial Upgrading and Ngaka Modiri Molema R 15 000 000 R - R 1 900 000 R 7 736 000 R 10 000 000 Hospital New Renal Unit Additions
Upgrading and Gelukspan Hospital - HT Ngaka Modiri Molema R - R - R 2 000 000 R 1 000 000 R - Additions
Gelukspan Hospital: Upgrading and Ngaka Modiri Molema R 68 380 000 R 17 452 068 R 10 854 000 R 31 000 000 R 7 500 000 Upgrading and Additions Additions
Mmabatho Nursing Collage Upgrading and Ngaka Modiri Molema R 1 289 341 R - R 10 586 000 R 14 000 000 R 60 766 000 (Mmacon) - Completion Additions Mmabatho Nursing College Upgrading and (Upgrade Phase I - Ngaka Modiri Molema R 293 975 489 R 233 408 060 R 3 000 000 R - R - Additions Additions and Alterations) Upgrading and Deelpan Clinic (Upgrading) Ngaka Modiri Molema R - R - R 1 600 000 R 1 000 000 R 19 510 000 Additions Logageng Clinic - Upgrade Upgrading and Ngaka Modiri Molema R 29 000 000 R - R - R - R 1 000 000 facility Additions MPH - Additional 100 bed Upgrading and Ngaka Modiri Molema R - R - R 10 800 000 R - R - clinical space ABM Additions Logageng Clinic - Upgrading Upgrading and Ngaka Modiri Molema R - R - R - R 1 000 000 R - of Clinic HT Additions
114
Procurement of 22 Standby Rehabilitation, generators across the Province Wide Renovations & R - R - R 5 000 000 R - R - province Refurbishment Ideal Clinic Realization Maintenance and R - R - R 8 250 000 R 2 254 000 R 8 994 000 Through Maintenance Repairs RSM District - Day to Day Maintenance and R 6 621 000 R 3 174 310 R 2 550 000 R 2 600 000 R 2 600 000 maintenance Repairs New or Replaced HT Packaged Projects R - R - R 9 000 000 R - R - Infrastructure Procurement of 12 Rehabilitation, Parkhomes for across the Renovations & R - R - R 9 000 000 R - R - province Refurbishment EMRS - Refurbish of Rehabilitation, Centralised Renovations & R - R - R 9 000 000 R - R - Communication Center Refurbishment including furniture Human Resource Non-Infrastructure R 18 000 000 R 226 593 337 R 36 000 000 R 36 000 000 R 37 440 000 Capacitation Grant
115
ACSR
Total Main Main Main Total Project Expenditure to Project / Programme Name Municipality Nature of investment appropriation appropriation appropriation Cost date from (21/22) (22/23) (23/24) previous years Ngaka Modiri Mmabatho Stadium Maintenance and Repairs R 10 152 000 R - R 2 502 000 R 2 621 000 R 5 029 000 Molema Ngaka Modiri Mafikeng Museum Maintenance and Repairs R 500 000 R 1 320 000 R 500 000 R - R - Molema Ngaka Modiri Gabomotho Building Maintenance and Repairs R 3 000 000 R 423 000 R 1 372 000 R 1 447 000 R 1 000 000 Molema Ngaka Modiri Kopanelo Community arts Centre Maintenance and Repairs R 500 000 R - R 500 000 R - R - Molema Ngaka Modiri Klein Marico Recreation Centre Maintenance and Repairs R 3 000 000 R 328 000 R 1 000 000 R - R 2 000 000 Molema Ngaka Modiri Archives Building Maintenance and Repairs R 5 059 000 R 6 082 000 R 1 372 000 R 1 447 000 R 1 000 000 Molema Ngaka Modiri LEHURUTSHE STADIUM Maintenance and Repairs R 2 262 000 R - R 2 262 000 R - R - Molema Ngaka Modiri Itsoseng Stadium Maintenance and Repairs R 2 262 000 R - R 2 262 000 R - R - Molema Ngaka Modiri New or Replaced Bodibe Library R 19 000 000 R - R - R 5 000 000 R12 000 000 Molema Infrastructure Ngaka Modiri New or Replaced Moshana Modular Library R 1 800 000 R - R 1 800 000 R - R - Molema Infrastructure Ngaka Modiri New or Replaced Dinokane Library R 18 790 000 R 2 179 000 R 7 465 000 R10 000 000 R 1 435 000 Molema Infrastructure 116
CSTM
Total Main Main Main Total Expenditure to Project / Programme Name Municipality Nature of investment appropriation appropriation appropriation Project Cost date from (21/22) (22/23) (23/24) previous years
Ngaka Modiri New or Replaced Ablution Facility at Mahikeng Airport R4 000 000 R - R 4 000 000 R - R - Molema Infrastructure Itsoseng Driving Licensing Tesing Ngaka Modiri Upgrading and R 5 605 000 R - R 4 290 000 R 5 688 000 R 8 070 000 Centre Molema Additions construction of guardhouse& Ngaka Modiri Upgrading and R R R R 500 000 R 500 000 carports lichteburg wheibrige Molema Additions - - -
DEDECT
Total Expenditure Main Main Main Total Project Project / Programme Name Municipality Nature of investment to date from appropriation appropriation appropriation Cost previous years (21/22) (22/23) (23/24)
Rehabilitation, Tourism Products Development Ngaka Modiri Molema Renovations & R 36 668 000 R - R - R - R 12 972 000 Refurbishment
Upgrading and Mafikeng Hotel School Ngaka Modiri Molema R 13 351 000 R - R 6 000 000 R - R - Additions
IDT (Management Fees) 2017 Ngaka Modiri Molema Non-Infrastructure R 9 469 000 R 7 771 845 R 1 500 000 R 3 674 000 R 2 500 000
117
EDUCATION
Total Main Main Main Total Project Expenditure to Project / Programme Name Municipality Nature of investment appropriation appropriation appropriation Cost date from (21/22) (22/23) (23/24) previous years
Ngaka Modiri Molema Ngaka Modiri Molema Maintenance and Repairs R 12 000 000 R 10 799 580 R 20 000 000 R 10 000 000 R 10 000 000
New or Replaced Coligny Special Ngaka Modiri Molema R 34 500 000 R 6 184 157 R17 250 000 R 20 000 000 R 40 000 000 Infrastructure New or Replaced Tlhakajeng Primary Ngaka Modiri Molema R 3 500 000 R - R 2 000 000 R 18 000 000 R 20 000 000 Infrastructure NEW DELAYERVILLE PRIMARY New or Replaced Ngaka Modiri Molema R 50 000 000 R - R - R - R 5 000 000 SCHOOL Infrastructure NEW DELAREYVILLE SECONDARY New or Replaced Ngaka Modiri Molema R 50 000 000 R - R - R - R 5 000 000 SCHOOL Infrastructure New or Replaced PHAKISANG PRIMARYSCHOOL Ngaka Modiri Molema R 50 000 000 R - R 10 000 000 R 25 000 000 R 26 000 000 Infrastructure New or Replaced GAMALOKA 001 Ngaka Modiri Molema R 60 000 000 R - R 17 250 000 R 25 000 000 R 12 510 000 Infrastructure New or Replaced Tlhalefang Primary Ngaka Modiri Molema R 14 289 000 R 3 978 572 R 8 000 000 R 10 000 000 R 18 000 000 Infrastructure New or Replaced Mokala Primary School Ngaka Modiri Molema R 30 000 000 R 4 503 150 R 17 250 000 R25 000 000 R 12 510 000 Infrastructure New or Replaced OPADIATLA PRIMARY SCHOOL Ngaka Modiri Molema R 35 000 000 R - R 2 000 000 R 18 000 000 R 20 000 000 Infrastructure MOGAWANE MOSHOETE New or Replaced Ngaka Modiri Molema R 3 500 000 R - R 2 000 000 R 18 000 000 R 20 000 000 PRIMARY SCHOOL Infrastructure 118
New or Replaced Goodwil Primary Ngaka Modiri Molema R 50 000 000 R - R 2 189 000 R 20 000 000 R 20 870 000 Infrastructure New or Replaced New Schweizer Reneke Primary Ngaka Modiri Molema R 41 004 000 R 12 374 140 R 15 000 000 R 5 000 000 R - Infrastructure New or Replaced NOTO HIGH Ngaka Modiri Molema R 50 000 000 R 80 514 241 R 1 000 000 R - R - Infrastructure New or Replaced RAMOKONYANE MIDDLE Ngaka Modiri Molema R 57 906 000 R 58 144 725 R 2 004 000 R - R - Infrastructure New or Replaced Signal Hill Primary Ngaka Modiri Molema R 4 600 000 R - R 2 000 000 R 18 000 000 R 20 000 000 Infrastructure New or Replaced Areaganeng Primary Ngaka Modiri Molema R 45 260 000 R 41 339 230 R 5 498 000 R - R - Infrastructure New or Replaced Moshawane Primary Ngaka Modiri Molema R 43 186 000 R 4 169 058 R 248 000 R - R - Infrastructure New or Replaced KAGISANO BAROLONG SEC S Ngaka Modiri Molema R 13 000 000 R 871 174 R - R - R - Infrastructure New or Replaced Kagiso Barolong Secondary Ngaka Modiri Molema R 73 052 000 R 1 571 223 R 17 250 000 R 25 000 000 R 19 000 000 Infrastructure New or Replaced Tlhabologang Primary Ngaka Modiri Molema R 59 000 000 R 44 317 035 R 2 000 000 R - R - Infrastructure New or Replaced Tsoseletso Primary Ngaka Modiri Molema R 43 237 000 R 26 316 045 R 1 500 000 R - R - Infrastructure New or Replaced Monnamere Primary Ngaka Modiri Molema R 83 971 000 R 6 189 977 R 17 250 000 R 25 000 000 R 28 000 000 Infrastructure New or Replaced Suping Primary Ngaka Modiri Molema R 2 115 000 R 421 047 R 2 000 000 R 18 000 000 R 20 000 000 Infrastructure
119
New or Replaced Stinkhoutboom Primary Ngaka Modiri Molema R 35 000 000 R 894 115 R 10 000 000 R 18 000 000 R 4 000 000 Infrastructure New or Replaced GAMALOKA PRIMARY SCHOOL Ngaka Modiri Molema R 60 000 000 R - R - R - R - Infrastructure New or Replaced Lichtenburg High Ngaka Modiri Molema R 31 000 000 R 34 531 293 R 1 088 000 R - R - Infrastructure New or Replaced NEW BLYDEVILLE Ngaka Modiri Molema R 50 000 000 R - R - R - R 6 000 000 Infrastructure New or Replaced KGOSI SHOPE GET BAND Ngaka Modiri Molema R 60 000 000 R - R 17 250 000 R 25 000 000 R 12 000 000 Infrastructure NEW BOIKHUTSO PRIMARY New or Replaced Ngaka Modiri Molema R 50 000 000 R - R 10 000 000 R 18 000 000 R 22 000 000 SCHOOL Infrastructure Rehabilitation, Ramosadi Primary Ngaka Modiri Molema Renovations & R 3 500 000 R - R - R - R 3 000 000 Refurbishment Rehabilitation, Maokaneng Primary Ngaka Modiri Molema Renovations & R 200 000 R 291 290 R - R - R 3 200 000 Refurbishment Rehabilitation, NGAKA MODIRI MOLEMA Ngaka Modiri Molema Renovations & R 4 500 000 R - R - R - R 3 000 000 DISTRICT Refurbishment Rehabilitation, Senkgwe Primary Ngaka Modiri Molema Renovations & R 3 000 000 R - R - R - R 3 000 000 Refurbishment Rehabilitation, NIETVERDIEND PRIMAY Ngaka Modiri Molema Renovations & R 31 676 000 R 868 599 R 2 000 000 R 9 000 000 R - Refurbishment Rehabilitation, REPLACEMENT OF ASBESTOS Ngaka Modiri Molema Renovations & R 10 000 000 R - R - R 5 000 000 R - ROOFS Refurbishment
120
Rehabilitation, Tshedimoso Primary Ngaka Modiri Molema Renovations & R 30 000 000 R 240 325 R 10 000 000 R 18 000 000 R - Refurbishment
Bakolobeng Secondary Ngaka Modiri Molema Upgrading and Additions R 4 500 000 R 316 407 R 4 840 000 R - R -
Ikageleng High Ngaka Modiri Molema Upgrading and Additions R 3 000 000 R - R 500 000 R - R -
Tsholofelo Primary Ngaka Modiri Molema Upgrading and Additions R 7 000 000 R 5 895 104 R 300 000 R - R -
Gontse Monnapula Primary Ngaka Modiri Molema Upgrading and Additions R 4 000 000 R - R 1 000 000 R - R 6 000 000 School
GRADE R Ngaka Modiri Molema Upgrading and Additions R 45 000 000 R - R - R - R -
GAISRAEL PRIMARY SCHOOL Ngaka Modiri Molema Upgrading and Additions R 9 860 000 R - R - R - R 7 000 000
Batho-batho Primary Ngaka Modiri Molema Upgrading and Additions R 16 574 000 R 2 561 059 R 2 000 000 R - R 10 000 000
Retlakgona Primary Ngaka Modiri Molema Upgrading and Additions R 16 519 000 R 26 384 213 R 2 000 000 R - R -
Mothibinyane Secondary Ngaka Modiri Molema Upgrading and Additions R 15 674 000 R - R - R - R 3 000 000
Mathateng Primary Ngaka Modiri Molema Upgrading and Additions R 6 800 000 R 287 321 R - R - R 3 000 000
Uitschot Primary Ngaka Modiri Molema Upgrading and Additions R 8 000 000 R - R - R - R 3 000 000
Makgobi Primary Ngaka Modiri Molema Upgrading and Additions R 1 446 000 R 1 112 727 R 3 000 000 R - R -
121
Burgersdorp Primary Ngaka Modiri Molema Upgrading and Additions R 200 000 R - R 3 000 000 R - R -
Thelesho Primary Ngaka Modiri Molema Upgrading and Additions R 2 600 000 R - R 3 000 000 R - R -
Mailakgang Primary Ngaka Modiri Molema Upgrading and Additions R 2 830 000 R 60 894 R 3 000 000 R - R -
Thebeyane Primary Ngaka Modiri Molema Upgrading and Additions R 3 850 000 R - R 3 000 000 R - R -
Kagisano Primary Ngaka Modiri Molema Upgrading and Additions R 3 500 000 R 6 523 403 R 300 000 R - R -
Mogawane Moshoete Combined Ngaka Modiri Molema Upgrading and Additions R 3 500 000 R1 601 447 R300 000 R - R -
Zooihuis Primary Ngaka Modiri Molema Upgrading and Additions R 25 232 000 R 27 361 787 R 4 000 000 R - R -
Mamoratwa Combined Ngaka Modiri Molema Upgrading and Additions R 3 500 000 R 5 591 907 R 300 000 R - R -
Mosita Secondary Ngaka Modiri Molema Upgrading and Additions R 3 500 000 R 3 387 336 R 300 000 R - R -
Kopanelo High Ngaka Modiri Molema Upgrading and Additions R 3 500 000 R 3 468 224 R 300 000 R - R -
Mokgola Primary Ngaka Modiri Molema Upgrading and Additions R 3 500 000 R 3 969 046 R 300 000 R - R -
Manogelo Primary Ngaka Modiri Molema Upgrading and Additions R 3 500 000 R 5 587 257 R 300 000 R - R -
Sakalengwe High Ngaka Modiri Molema Upgrading and Additions R 3 500 000 R 4 539 716 R 300 000 R - R -
122
Lobatla Primary Ngaka Modiri Molema Upgrading and Additions R 3 500 000 R 4 978 811 R 300 000 R - R -
Chaena Primary Ngaka Modiri Molema Upgrading and Additions R 1 000 000 R 2 465 767 R 300 000 R - R -
Banabakae Primary Ngaka Modiri Molema Upgrading and Additions R 200 000 R - R - R - R 5 856 000
Bosugakobo Primary Ngaka Modiri Molema Upgrading and Additions R 25 091 000 R 31 005 422 R 1 082 000 R - R -
Manamolela Primary Ngaka Modiri Molema Upgrading and Additions R 2 433 000 R - R - R - R 2 000 000
Treasure Trove Primary Ngaka Modiri Molema Upgrading and Additions R 14 000 000 R - R 4 000 000 R 10 000 000 R -
Mobile Classrooms Ngaka Modiri Molema Upgrading and Additions R 2 500 000 R - R 30 000 000 R 15 000 000 R -
Suping Primary Ngaka Modiri Molema Upgrading and Additions R 2 680 000 R 475 960 R 259 000 R - R -
SESAMOTHO Ngaka Modiri Molema Upgrading and Additions R 2 405 000 R - R 300 000 R - R -
CN LEKALAKE PRIMARY Ngaka Modiri Molema Upgrading and Additions R 8 000 000 R - R 2 000 000 R 15 000 000 R 18 000 000
DP KGOTLENG PRIMARY Ngaka Modiri Molema Upgrading and Additions R 30 000 000 R - R 11 100 000 R 18 000 000 R -
ONKGOPOTSE TIRO Ngaka Modiri Molema Upgrading and Additions R 40 192 000 R 22 998 294 R 2 900 000 R - R -
Funding through EIG as per DORA Ngaka Modiri Molema Non-Infrastructure R 62 000 000 R 16 489 057 R 15 000 000 R 15 000 000 R 15 000 000
123
Corporate Province Wide Maintenance and Repairs R 70 000 000 R 32 666 232 R 20 000 000 R 20 000 000 R 20 000 000
Rehabilitation, REFURBISHMENT Province Wide Renovations & R120 000 000 R - R - R - R - PROGRAMME001 Refurbishment Rehabilitation, STORM DAMAGED SCHOOL Province Wide Renovations & R 18 000 000 R 375 675 920 R 15 000 000 R - R - 2018/19 Refurbishment
WATER PROGRAMME 2019/20 Province Wide Upgrading and Additions R 130 000 000 R 365 131 021 R 15 000 000 R - R -
ADDITIONS TO SPECIAL SCHOOL Province Wide Upgrading and Additions R 20 000 000 R - R 10 000 000 R - R -
ADDITIONS PROGRAMME 001 Province Wide Upgrading and Additions R 115 000 000 R - R - R - R 40 000 000
Sanitation Backlog Programme ( Province Wide Upgrading and Additions R 226 000 000 R 82 242 336 R 25 000 000 R - R - 226 Projects)
MOBILE KITCHEN 001 Province Wide Upgrading and Additions R 6 000 000 R - R 5 000 000 R - R -
GAURD 01 Province Wide Upgrading and Additions R 5 000 000 R - R 5 000 000 R - R -
PROGRAMME SUPPORT UNIT Province Wide Non-Infrastructure R2 494 558 318 R 9 266 345 R 5 000 000 R - R -
Conditional Assessment Province Wide Non-Infrastructure R 10 000 000 R - R 40 000 000 R 5 000 000 R -
EPWP programme Province Wide Non-Infrastructure R 2 008 000 R 7 586 986 R 2 002 000 R - R -
124
Fencing Programme Province Wide Upgrading and Additions R 18 725 000 R 107 533 204 R 30 000 000 R 15 000 000 R -
GUARDS HOUSE Province Wide Upgrading and Additions R 9 560 000 R - R - R - R - PROGRAMME2019/20
Mobile Classrooms Province Wide Upgrading and Additions R - R - R - R - R -
COGTA
Total Expenditure Main Main Main Total Project Project / Programme Name Municipality Nature of investment to date from appropriation appropriation appropriation Cost previous (21/22) (22/23) (23/24) years Traditional Offices Barolong Ba Ga Ngaka Modiri Maintenance and Repairs R 1 208 000 R - R - R - R - Mokgobi Molema
Ngaka Modiri BAROLONG BA GA MOKGOBI Maintenance and Repairs R 2 000 000 R - R 389 000 R 408 000 R 200 248 Molema
Ngaka Modiri BATLHAPING BA GA MASIBI Maintenance and Repairs R 110 000 R - R - R 234 000 R 470 000 Molema
Ngaka Modiri New or Replaced BA GA MOLEFE R 44 000 000 R - R - R 4 757 000 R 3 837 612 Molema Infrastructure
Traditonal Affairs Office (Bahurutshe Ba Ngaka Modiri New or Replaced R 32 000 000 R 10 372 736 R 10 991 000 R 3 200 000 R - Ga Suping) Molema Infrastructure
Ngaka Modiri New or Replaced BA GA MOILOA R 40 000 000 R - R 3 000 000 R 1 466 000 R 6 000 000 Molema Infrastructure
125
Ngaka Modiri Infrastructure Transfers - COLIGNY SEWER RETICULATION R 32 000 000 R 6 208 713 R 14 000 000 R - R - Molema Current RIETPAN,DINOKANA,DRIEFONTEIN Ngaka Modiri Infrastructure Transfers - R 35 000 000 R 8 839 947 R 13 000 000 R - R - WATER SUPPLY Molema Current REGIONAL GEO STUDY ON GROUND Ngaka Modiri Infrastructure Transfers - R 8 000 000 R 2 500 000 R 1 500 000 R - R - WATER NMM Molema Current Ngaka Modiri Infrastructure Transfers - BOIKHUTSO EXT 3 PUMP STATION R 5 000 000 R - R - R - R - Molema Current TLHABOLOGANG/COLIGNY WATER Ngaka Modiri Infrastructure Transfers - R 10 000 000 R - R 9 000 000 R - R - AUGMENTATION Molema Current DIRETSANE TO KOPELA WATER Ngaka Modiri Infrastructure Transfers - R 8 000 000 R - R 9 000 000 R - R - PIPELINE Molema Current Ngaka Modiri Infrastructure Transfers - MAHIKENG LM CAPACITY BUILDING R 347 000 R - R 348 000 R - R - Molema Current Ngaka Modiri Infrastructure Transfers - Mahikeng Procurement of Fire engine R 5 000 000 R 3 491 837 R 4 000 000 R - R - Molema Current Ngaka Modiri Infrastructure Transfers - WATER AND SANITATION PROJECTS R170 000 000 R - R - R - R - Molema Current Ngaka Modiri Infrastructure Transfers - NMM CAPACITY BUILDING R 2 500 000 R 2 125 937 R 200 000 R 622 000 R 694 000 Molema Current Ngaka Modiri Infrastructure Transfers - ROOIGROND WWTW R 81 698 601 R 79 992 370 R 3 000 000 R - R - Molema Current Ngaka Modiri Infrastructure Transfers - NMM FIRE ENGINE R 4 845 000 R 1 118 722 R - R 4 000 000 R 4 000 000 Molema Current Ngaka Modiri Infrastructure Transfers - R ROOIGROND WATER AUGMENTATION R 1 000 000 R 3 146 079 R 10 000 000 R - Molema Current -
126
DPWP (WR)
Total Main Main Main Total Project Expenditure Project / Programme Name Municipality Nature of investment appropriation appropriation appropriation Cost to date from (21/22) (22/23) (23/24) previous years
Day to Day Maintenance of Ngaka Modiri all Government Facilities in Maintenance and Repairs R 2 380 000 R 634 348 R 800 000 R 800 000 R 800 000 Molema Mafikeng Day to Day Maintenance of Ngaka Modiri all Government Facilities in Maintenance and Repairs R 2 380 000 R 553 769 R 800 000 R 800 000 R 800 000 Molema Tswaing Day to Day Maintenance of Ngaka Modiri all Government Facilities in Maintenance and Repairs R 2 380 000 R 486 875 R 800 000 R 800 000 R 800 000 Molema Ditsobotla Day to Day Maintenance of Ngaka Modiri all Government Facilities in Maintenance and Repairs R 2 380 000 R 448 609 R 800 000 R 800 000 R 800 000 Molema Ratlou Day to Day Maintenance of Ngaka Modiri all Government Facilities in Maintenance and Repairs R 2 380 000 R 325 302 R 800 000 R 800 000 R 800 000 Molema Ramotshere Moiloa Government Furniture Ngaka Modiri Maintenance and Repairs R 2 200 000 R - R - R - R - Warehouse Molema Ngaka Modiri Kameeldoring Road Depot Maintenance and Repairs R 900 000 R - R - R - R 900 000 Molema Governor`s House in Ngaka Modiri Maintenance and Repairs R 2 200 000 R - R - R 2 100 000 R - Lehurutshe Molema Blue and white flats paving Ngaka Modiri Maintenance and Repairs R 300 000 R - R 300 000 R - R - and plumbing Molema
127
Bontle flats paving and Ngaka Modiri Maintenance and Repairs R - R - R - R - R 379 000 plumbing Molema Ngaka Modiri Molopo Sub District Stores Maintenance and Repairs R 1 500 000 R - R 1 500 000 R - R - Molema Lehurutshe Sub District Ngaka Modiri Maintenance and Repairs R 1 139 000 R - R 1 139 000 R - R - Stores Molema Ngaka Modiri Sannieshof road depot Maintenance and Repairs R 900 000 R - R - R - R 900 000 Molema Molopo Workshop transport Ngaka Modiri Maintenance and Repairs R 1 500 000 R - R - R - R 1 500 000 office Molema Prestige Facilities Day to Day Ngaka Modiri Maintenance and Repairs R 75 700 000 R 93 170 875 R 15 000 000 R 15 000 000 R 15 000 000 Maintenance Molema Services and Maintanance of Ngaka Modiri Electrical and Mechanical Maintenance and Repairs R 2 300 000 R 667 592 R 500 000 R 500 000 R 500 000 Molema Equipment Installation of transformer Ngaka Modiri New or Replaced Infrastructure R 17 186 290 R 7 898 560 R - R - R - and generators at Garona Molema House of Traditional Leaders Ngaka Modiri Rehabilitation, Renovations & R 3 000 000 R 982 108 R 2 110 000 R - R - Refurbishment (House No. 1) Molema Refurbishment Theresa House Ngaka Modiri Rehabilitation, Renovations & R 20 000 000 R - R 1 500 000 R 7 000 000 R - Refurbishment Molema Refurbishment Ngaka Modiri Rehabilitation, Renovations & NWDC Refurbishment R 20 000 000 R - R 2 000 000 R 2 000 000 R 11 000 000 Molema Refurbishment Information Tech Ngaka Modiri Rehabilitation, Renovations & Infrastructure Thoughout R 39 000 000 R 1 824 602 R 9 500 000 R 10 000 000 R - Molema Refurbishment The Province NMM Sub-District Offices Ngaka Modiri Upgrading and Additions R 18 000 000 R 1 472 411 R 2 000 000 R 2 000 000 R 8 000 000 Extension Molema
128
Ngaka Modiri Ditsobotla Stores Upgrading and Additions R 2 800 000 R - R - R 2 800 000 R - Molema Temporary Offices Ngaka Modiri Upgrading and Additions R 1 500 000 R - R - R 700 000 R - Ditsobotla Sub-District Molema Old Parliament Energy Ngaka Modiri Upgrading and Additions R 1 500 000 R 464 040 R 500 000 R - R - Saving Molema Ngaka Modiri Old Parliament Generator Upgrading and Additions R 5 000 000 R 4 318 250 R - R - R - Molema Garona Data Centre Rotary Ngaka Modiri Upgrading and Additions R 12 590 000 R - R 590 000 R 2 000 000 R 10 000 000 Generator Molema Old Parliament/Garona Solar Ngaka Modiri Upgrading and Additions R 12 000 000 R - R - R - R - Panel Molema Ngaka Modiri Garona Office Space Phase 3 Upgrading and Additions R 23 000 000 R 455 446 R - R - R - Molema Construction of Perimeter Ngaka Modiri Upgrading and Additions R 3 000 000 R - R 2 500 000 R - R - Wall at Geo Science Molema Construction of Outbuilding Ngaka Modiri Upgrading and Additions R 5 000 000 R - R - R - R - for the Mini Garona,Vryburg Molema Construction of Offices at Ngaka Modiri Upgrading and Additions R 3 000 000 R 1 301 518 R 400 000 R - R - Gelukspan Road Depot Molema Construction of Perimeter Ngaka Modiri Wall at Delareyville Upgrading and Additions R 5 200 000 R 2 304 510 R - R - R - Molema Workshop (Phase 2) Old Parliament Phase 3(b)- Ngaka Modiri Upgrading and Additions R 110 000 000 R - R 2 000 000 R 12 521 000 R 10 000 000 Renovation to Offices Molema
129
DPWR (ROADS)
Total Main Main Main Project / Programme Total Project Expenditure to Municipality Nature of investment appropriation appropriation appropriation Name Cost date from (21/22) (22/23) (23/24) previous years Regravelling of road Z203 from Ngaka Modiri Maintenance and Repairs R 2 000 000 R - R - R - R 2 000 000 N18 to Mase, approximately 3km Molema
Special maintenance of road N4 Ngaka Modiri Maintenance and Repairs R 15 000 000 R - R 15 000 000 R 750 000 R - Gopane to to Motswedi Molema Special maintenance of section in town between P24/4 between Ngaka Modiri Danville and Dada motors Maintenance and Repairs R 61 000 000 R - R 28 000 000 R 40 750 000 R 2 500 000 Molema through Mafikeng town, approximately 4km Regravelling of road D3545 from Ngaka Modiri Maintenance and Repairs R 14 000 000 R - R 12 000 000 R 600 000 R - Mofine to Ditshilo Molema Regarvelling of Setlagole to Ngaka Modiri Maintenance and Repairs R 16 000 000 R - R - R - R - Logageng Molema Special maintenance of road P48/1 Welbedacht to Ngaka Modiri Maintenance and Repairs R 22 000 000 R - R 20 000 000 R 1 000 000 R - Swartkopfontein, phase II Molema approximately 15km Special maintance of Road D414 Ngaka Modiri from N18 Vryburg Road to Maintenance and Repairs R 20 000 000 R - R - R - R 20 000 000 Molema Airport Patch and reseal (sectional) of road P117/1 from Delareyville to Ngaka Modiri R Maintenance and Repairs R 22 000 000 R 20 000 000 R1 000 000 R - Ottosdal approximately 15 km, Molema - Phase III
130
Regravelling and culvert installation of road D510 from Ngaka Modiri Maintenance and Repairs R 24 000 000 R - R - R - R 24 000 000 Hbuningskrans to Vaal bank for Molema approximately 57.02 Km Regravelling and culverts installation of road D156 from Ngaka Modiri Maintenance and Repairs R 10 500 000 R - R - R - R 10 000 000 witpan to swartpan Molema approximately 20.97 km Ngaka Modiri Road routine maintenance NMM Maintenance and Repairs R 45 000 000 R - R 20 000 000 R 15 000 000 R 15 000 000 Molema Regravelling and installlation of concrete pipes on road D1516 Ngaka Modiri from Ottosdal road to Maintenance and Repairs R 4 500 000 R - R - R - R 4 500 000 Molema Frisgewaad approximately 9.2 km Regravelling of road Z214 from Ngaka Modiri P25/1 to Tlapeng approximately Maintenance and Repairs R 5 000 R - R - R - R 5 000 000 Molema 8km Special maintenance of roaad P34/4 (R506) from Delareyville to Ngaka Modiri Maintenance and Repairs R 26 000 000 R - R 25 000 000 R 1 000 000 R - Schweizer reneke for Molema approximately 15km For patchwork,rehabilitation and Ngaka Modiri reseal of sections of roads D414 Maintenance and Repairs R 22 571 000 R34 900 000 R 480 000 R - R - Molema from Dinokana to Gopane. Re-gravelling of road Z483 and Ngaka Modiri D433 from Makouspan to Maintenance and Repairs R 16 375 000 R25 169 009 R 2 000 000 R - R - Molema Nooitgedacht Road routine maintenance - Dr Ngaka Modiri Maintenance and Repairs R 20 000 000 R 1 356 000 R 20 000 000 R 20 000 000 R 20 000 000 Kenneth Kaunda Molema Household road routine Ngaka Modiri maintenance(Itirele)Ngaka Maintenance and Repairs R 45 000 000 R 38 886 343 R 15 000 000 R 15 000 000 R 15 000 000 Molema modiri molema district
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Re-gravelling of road R375 from Ngaka Modiri Maintenance and Repairs R 21 000 000 R 14 948 959 R 796 000 R - R - Logageng to Setlagole Molema Special maintenance of road Ngaka Modiri P34/4(R506) from Delareyville to Maintenance and Repairs R 14 425 192 R 13 366 452 R 1 000 000 R - R - Molema Migdol Special maintenance of road Ngaka Modiri D170 from Khunwana to Maintenance and Repairs R 13 368 562 R 13 073 679 R 669 000 R - R - Molema Geysdorp Special maintenance of road Ngaka Modiri P48/1 from Swartkopfontein to Maintenance and Repairs R 13 999 991 R 15 959 990 R 840 000 R - R - Molema Lehurutshe Patch and reseal of road Z421 Ngaka Modiri Maintenance and Repairs R 12 828 365 R 11 410 427 R 642 000 R - R - from Seweding to Modimola Molema Patch and reseal of road P34/2 Ngaka Modiri between Lichtenburg to Koster Maintenance and Repairs R 10 000 000 R 18 274 411 R - R - R - Molema Phase2 Special maintenance of critically defected sections of road P48/1 Ngaka Modiri between. Welbedacht and Maintenance and Repairs R 10 000 000 R 15 407 884 R 862 000 R - R - Molema Swartkopfontein(Botswana border) Patch and reseal of road D433 Ngaka Modiri Maintenance and Repairs R 10 000 000 R 21 353 537 R 1 119 000 R - R - from Makouspan to Tshunyane Molema Special maintenance(sectional) Ngaka Modiri of road D40 from Danville to Maintenance and Repairs R 10 000 000 R 27 715 074 R 1 181 000 R - R - Molema (Mahikeng) to. Bethal Patch and reseal of road D139 Ngaka Modiri Maintenance and Repairs R 10 000 000 R 10 051 438 R 980 000 R - R - from (N4) Zeerust to Jacobsdal Molema Sectional light rehabilitation and reseal of road D136 from Ngaka Modiri Maintenance and Repairs R 10 000 000 R 13 894 337 R 1 056 000 R - R - Rooiground to R49 in Molema Burhmansdrift
132
Sectional light rehabilitation and reseal of road D653 from Ngaka Modiri Maintenance and Repairs R 10 000 000 R 14 907 411 R - R - R - Sannieshof to Goedgevonden Molema Phase1 Patch and reseal(sectional) of Ngaka Modiri road P117/1 from Delareyville to Maintenance and Repairs R 10 000 000 R 12 274 798 R 682 000 R - R - Molema Ottosdal Phase1 Special maintenance of road R49 Ngaka Modiri from (N4) Burhmansdrift to Maintenance and Repairs R 10 000 000 R 13 847 224 R 7 200 000 R - R - Molema Jagerfontein Patch and reseal(sectional) of Ngaka Modiri road P117/1 from Delareyville to Maintenance and Repairs R 30 000 000 R 19 853 168 R 1 640 000 R - R - Molema Ottosdal Phase2 Sectional light rehabilitation and reseal of road D1256 from Ngaka Modiri Maintenance and Repairs R 10 000 000 R 8 721 955 R 12 620 000 R - R - Sannieshof(Agisanang) to Molema Letsopa Sectional light rehabilitation and reseal of road D653 from Ngaka Modiri Maintenance and Repairs R 10 000 000 R 5 771 025 R 9 000 000 R - R - Sannieshof to Goedgevonden Molema Phase2 Regravelling of road D170 and Ngaka Modiri D171 from Khunwana to Maintenance and Repairs R 10 000 000 R 7 718 237 R 5 200 000 R - R - Molema Nooigedacht Patch and reseal of road 3kmat Ngaka Modiri National school of Maintenance and Repairs R 10 000 000 R - R 15 000 000 R - R - Molema Academy(Mahikeng) Sectional light rehabilitation and reseal of road D136 from P28/4 Ngaka Modiri Maintenance and Repairs R 15 000 000 R - R - R - R - (Rooigrond) to R49 in Molema Burhmansdrift
133
Rehabilitation of road D933 from Lichtenburg to Gelukspan and a portion of road D2095 to road Ngaka Modiri Rehabilitation, Renovations & R228 730 000 R 65 556 556 R 55 000 000 R 70 000 000 R 40 000 000 P183/1 passing through Molema Refurbishment Dudefield and Sephaku mines - approximately 40km Rehabilitation of Road P152/1 Ngaka Modiri Rehabilitation, Renovations & from N14 at Setlagole to P34/4 in R337 606 000 R103 445 278 R 5 000 000 R - R - Molema Refurbishment Delareyville Rehabilitation of Road P34/4 Ngaka Modiri Rehabilitation, Renovations & (R506) from Delareyville to R291 413 000 R 3 518 000 R - R 30 000 000 R 50 000 000 Molema Refurbishment Schweizer-Reneke Rehabilitation,repair and reseal of sections of road P152/1 from Ngaka Modiri Rehabilitation, Renovations & R121 000 000 R 21 719 000 R 46 529 000 R 20 000 000 R 20 000 000 N18 at Setlagole to P34/4in Molema Refurbishment Delerayville. Rehabilitaton of Road D804 of 25km and Upgrading of Road Ngaka Modiri Rehabilitation, Renovations & R103 250 000 R - R - R 30 000 000 R 29 640 000 D410 from R49 to Ramatlabama Molema Refurbishment Border Rehabilitation of Road P117/1 Ngaka Modiri Rehabilitation, Renovations & from Ottosdal (P13/2) to R214 660 000 R 16 440 305 R 50 000 000 R 4 500 000 R - Molema Refurbishment Hartbeesfontein Rehabilitation of Road P28/4 from Mafikeng to Ngaka Modiri Rehabilitation, Renovations & R539 200 000 R 548 260 341 R 9 000 000 R - R - Lichtenburg.Package 1,2 and 3 of Molema Refurbishment Phase 2 Upgrading from gravel to surface standard of road D479 from Ngaka Modiri Khunotsoana village to T-junction Upgrading and Additions R 53 036 065 R 20 962 894 R 35 000 000 R 12 000 000 R 10 000 000 Molema of N4 and Tweefontein 27km Phase 2. Upgrading of road Z422 from intersection of Albert Luthuli road Ngaka Modiri Upgrading and Additions R210 000 000 R 32 178 096 R 20 000 000 R 31 000 000 R 15 000 000 through Lokaleng and Mogosane village Molema to Tlapeng 30km 134
Upgrading of road D2279 from Ngaka Modiri Lekubung to Dinokana and road Upgrading and Additions R227 500 000 R 19 371 222 R - R - R 10 000 000 Molema Z477 from Marage to Dinokana Upgrading from gravel to surface standard of road D3545 from Setlopo (Utlwanang) through Ngaka Modiri R Upgrading and Additions R 294 000 000 R - R - R 30 000 000 Mantsa to the intersection of Molema - road P183/1 in Mareetsane (42km) Upgrading of Roads D406 (Mareetsane, Kopela and Witpan Ngaka Modiri Villages); D2126 (Kopela to Upgrading and Additions R 141 600 000 R 2 567 000 R - R - R - Molema Ganalaagte Villages) and D1401 (Deelpan Road). Upgrading from gravel to surface Ngaka Modiri R stndard of road D2154 from Upgrading and Additions R 110 000 000 R - R - R 10 000 000 Molema - Gamokgatla to uitkyk Upgrading from road gravel surface standard of road D402 Ngaka Modiri Upgrading and Additions R 104 548 000 R 69 067 566 R - R 4 250 000 R - through villages of Manonyane Molema to Deelpan to Kopela Upgrading from gravel to surface standard of Road from Gopane passing villages Maphephane, Ngaka Modiri Mosweu, Gaseane to Lobatleng Upgrading and Additions R 250 000 000 R - R 20 000 000 R 43 500 000 R 3 000 000 Molema Road D417(Lobatleng to Motswedi approximatey 27 km Phase 2 13km ) Upgrading from gravel to surface standard of road Z431 from end of tar to Kgora entrance (3.7km) Ngaka Modiri including training center internal Upgrading and Additions R 31 000 000 R - R 2 000 000 R 25 000 000 R 1 000 000 Molema road (2.2km) , rehabilittion of road Z431 from N18 to end of tar (3.3.km) 135
Upgrading from gravel to surface standard(Tar) of road Z482 from Madibogo through Ngaka Modiri R Upgrading and Additions R 94 500 000 R 25 000 000 R 37 000 000 R 5 000 000 Madibogopane to the Molema - intersection at D1727 between Stella and Delareyville Upgrading from gravel to surface standard of road D415 from Gopane passing villages of Ngaka Modiri Upgrading and Additions R 175 500 000 R 32 860 301 R 6 700 000 R 1 500 000 R - Maphephane,Mmuthsweu,Ga- Molema seane to Lobatleng and D417 from Lobatleng to Motsweding Upgrading from gravel to surface Ngaka Modiri standard of road D414 from end Upgrading and Additions R 221 000 000 R 6 203 827 R - R - R 23 028 000 Molema tar to Mabule at Z466 at Mabule. Upgrading from gravel to surface standard of road Z434 from Ngaka Modiri Upgrading and Additions R 162 500 000 R 3 030 606 R - R - R 10 000 000 Phitshane to Loporung to Molema Semashu to D414. Presidential Employment Ngaka Modiri Upgrading and Additions R 294 000 000 R 26 756 273 R - R - R - initiative Molema Upgrading from gravel to surface standard of road D433 from N18 Ngaka Modiri to Madiba A GA Kubu through Upgrading and Additions R 152 750 000 R 4 158 928 R - R - R 10 000 000 Molema Tsunyane 16km to Manja 11km to Makouspan 7.5km. Upgrading from gravel to surface standard of road D419 from Shupingstad through villages of Ngaka Modiri Upgrading and Additions R 201 500 000 R 1 624 808 R - R - R 10 000 000 Kwa-ntsweng,Lekgopung to Molema P48/1(Swartkopfontein Gate border post 31km Profile Measurements & Falling Ngaka Modiri Non-Infrastructure R 16 200 000 R - R 5 400 000 R 5 400 000 R 5 400 000 Weight Deflectometer (FWD) Molema 136
Ngaka Modiri Road Signs Management System Non-Infrastructure R 6 720 000 R - R 2 400 000 R 2 400 000 R 2 400 000 Molema Ngaka Modiri Road Asset management(RAMS) Non-Infrastructure R 62 000 000 R 20 585 859 R 13 600 000 R 13 600 000 R 13 600 000 Molema Visual Assessments (Paved and Ngaka Modiri Non-Infrastructure R 15 000 000 R - R 5 100 000 R 5 100 000 R 5 100 000 Unpaved) Molema Road Safety Appraisals and Ngaka Modiri Non-Infrastructure R 47 007 000 R - R 54 531 000 R 49 243 000 R 51 705 000 Improvements (5% of PRMG) Molema Traffic Counts (Manual and Ngaka Modiri Non-Infrastructure R 4 200 000 R - R 1 400 000 R 1 400 000 R 1 400 000 Automatic) Molema Rehabilitation of Road P34/2 Rehabilitation, Renovations & (R52) from Koster to Lichtenburg R 197 060 000 R 2 673 000 R - R - R - Refurbishment Phase 2.
DARD
Main Main Main appropriation Project / Programme Name Municipality appropriation appropriation (21/22) (22/23) (23/24)
KFTC-Agriparks (44 sow unit) Ngaka Modiri Molema R - R - R -
KFTC-Agriparks(Clear view fence) Ngaka Modiri Molema R - R - R -
KFTC-Agriparks (Meat abattoir) Ngaka Modiri Molema R - R - R -
KFTC-Agriparks (Cattle pen) Ngaka Modiri Molema R - R - R -
137
AGRICENTRE Ngaka Modiri Molema R - R 18 406 000 R 19 346 000
Fodder Bank Storage Ngaka Modiri Molema R 3 000 000 R - R -
Flood Fences Ngaka Modiri Molema R 2 500 000 R - R -
Flood Earthen Dams Ngaka Modiri Molema R 3 000 000 R - R -
Agriparks Springbok-Fence & Security Ngaka Modiri Molema R - R 7 096 000 R 7 408 000
KFTC-Agriparks(Road & fence) Ngaka Modiri Molema R 10 000 000 R - R -
138
SOCIAL DEV
Total Expenditure Main Main Main Nature of Total Project Project / Programme Name Municipality to date from appropriation appropriation appropriation investment Cost previous (21/22) (22/23) (23/24) years Ngaka Modiri Maintenance and Mahikeng Outpatient Centre R 1 000 000 R 738 318 R 200 000 R 300 000 R 500 000 Molema Repairs
Ngaka Modiri Maintenance and Groot Marico CCC Maintenance R 700 000 R - R - R 300 000 R 400 000 Molema Repairs
Ngaka Modiri Maintenance and Kids Academy ELC R 100 000 R - R 100 000 R - R - Molema Repairs
VEP Gender Based Project Ngaka Modiri Maintenance and R 600 000 R - R 600 000 R - R - (maintenance) Molema Repairs
Ngaka Modiri Maintenance and Kgotlhayame ELC R 249 000 R - R 249 000 R - R - Molema Repairs
Ngaka Modiri Maintenance and Safe House (Mafikeng) R 1 100 000 R 697 626 R 450 000 R 300 000 R 350 000 Molema Repairs
Ngaka Modiri Maintenance and Itsoseng Protective Workshop R 1 500 000 R 1 913 524 R 500 000 R 500 000 R 500 000 Molema Repairs
Ngaka Modiri Maintenance and Lehurutshe Sub Office R 1 050 000 R 1 253 497 R 400 000 R 300 000 R 350 000 Molema Repairs
Ngaka Modiri Maintenance and Ramotshere Moiloa Service Point R 1 200 000 R 796 334 R 400 000 R 400 000 R 400 000 Molema Repairs
Ngaka Modiri Maintenance and Mabule ECD Maintenance R 800 000 R - R 200 000 R 300 000 R 300 000 Molema Repairs 139
Ngaka Modiri Maintenance and Tshidilamolomo ECD Maintenance R 900 000 R - R 300 000 R 300 000 R 300 000 Molema Repairs Tshidilamolomo Sub Office Ngaka Modiri Maintenance and R 1 000 000 R 93 534 R 400 000 R 200 000 R 400 000 Maintenance Molema Repairs Ngaka Modiri Maintenance and Wandraag Sub Office R 1 300 000 R 350 000 R 500 000 R 500 000 R 300 000 Molema Repairs Ngaka Modiri Maintenance and Boikagong Maintenance R 950 000 R 1 922 363 R 300 000 R 300 000 R 350 000 Molema Repairs Ngaka Modiri Maintenance and Unplanned Maintenance R 2 695 000 R 2 200 051 R 529 000 R 1 166 000 R 1 000 000 Molema Repairs Ngaka Modiri Maintenance and Maphoana ELC R 170 000 R 171 290 R - R - R - Molema Repairs Ngaka Modiri Maintenance and Lobogang ECD R 190 000 R 151 500 R - R - R - Molema Repairs Ngaka Modiri Maintenance and Olerato ELC R 200 000 R 178 975 R - R - R - Molema Repairs Ngaka Modiri Maintenance and Mokgola ELC R 159 000 R 94 600 R 159 000 R - R - Molema Repairs Ngaka Modiri Maintenance and Unregistered 2 ECD Grant R 100 000 R 169 992 R 100 000 R - R - Molema Repairs Ngaka Modiri Maintenance and Unregistered 1 ECD Grant R 3 240 000 R 91 060 R - R 1 499 000 R 1 563 000 Molema Repairs Ngaka Modiri New or Replaced VEP Gender Based Project R 2 780 000 R - R 2 780 000 R - R - Molema Infrastructure Ngaka Modiri New or Replaced Lokaleng CELC R 1 296 000 R 98 260 R 1 296 000 R - R - Molema Infrastructure
140
Ngaka Modiri Upgrading and Boikagong Childrens Home R16 507 000 R 2 475 000 R 6 507 000 R 5 000 000 R 5 000 000 Molema Additions
141
SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 2021/2022 FY
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KPA 1: MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION National LG LABOUR MATTERS ,FINANCIAL AND ADMINISTRATIVE CAPACITY, SERVICE DELIVERY, FINANCIAL VIABILITY, GOOD GOVERNANCE, INSTITUTIONAL TRANSFORMATION AND Priorities DEVELOPMENT, ECONOMIC DEVELOPMENT KPA MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 6 ADMINISTRATIVE AND FINANCIAL CAPABILITIES OF MUNICIPALITIES ARE ENHANCED Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process Portfolio Of Weighti Development Objective 2020/2021 Performance Indicator Type indicator Evidence ngs Priorities Current Status Target Council Sittings To promote good 7 Council Meetings 7 Council Meetings Opex KPI 1 Q1 One Council Meeting supported by Invitations, governance and held supported by June Number of Council end September 2021 Minutes,
accountable 2022 Meetings Q2 One Council Meeting supported by Attendance government supported end December 2021 Register and Q3 Three Council Meetings supported Council Process by end March 2022 Resolutions, Q4 Two Council meetings supported Memo for by end June 2022 unsigned Minutes Human Resource Achieve positive 2019/2020 2020/2021 Opex KPI 2 Q1 Management employee climate Employment Equity Progress Report on Submission of one Q2 Signed
Progress Reports Employment Equity 2020/2021 Employment Q3 One Employment Equity Progress Plan submitted to Employment Equity Equity Progress Report submitted to the Department of Progress Report to Report and Output Department of Labour by 15th Labour by 15th the Department of Acknowledgement January 2022 January 2022 Labour Letter Q4 Training and To promote skills 2021/2022 2022/2023 Opex KPI 3 Q1 Development development Workplace Skills Workplace Skills Development and Q2 Workplace Skills
Plan submitted to Plan developed submission of one Q3 Plan and LGSETA and submitted to 2022/2023 Acknowledgement
LGSETA by 30 Workplace Skills Output Q4 2022/2023 WSP submitted to letter from April 2022 Plan submitted to LGSETA by 30 April 2022 LGSETA LGSETA
143
National LG LABOUR MATTERS ,FINANCIAL AND ADMINISTRATIVE CAPACITY, SERVICE DELIVERY, FINANCIAL VIABILITY, GOOD GOVERNANCE, INSTITUTIONAL TRANSFORMATION AND Priorities DEVELOPMENT, ECONOMIC DEVELOPMENT KPA MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 6 ADMINISTRATIVE AND FINANCIAL CAPABILITIES OF MUNICIPALITIES ARE ENHANCED Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weighti Development Objective 2020/2021 Performance Indicator Type Evidence ngs Priorities Current Status Target Labour Relations Achieve positive New 3 LLF Meetings Opex KPI 4 Q1 Invitation, Minutes employee climate held by end June Number of LLF and Attendance
2022 meetings held Q2 Register Memo for unsigned Q3 One LLF meeting held by end March Minutes Output 2022 Q4 Two LLF meeting held by end June 2022 Legal Services To promote Final Updated Signed final R5m KPI 5 Q1 One Updated Litigation Register for accountable, Litigation Register Litigation Register Four (Number of) and against the Municipality submitted efficient and for and Against the for and against the updated Litigation to the Municipal Manager by end transparent Municipality Municipality Registers September 2021 administration submitted to the submitted to the submitted to the Q2 One Updated Litigation Register for Memo on Litigation Municipal Manager Municipal Manager Municipal Manager and against the Municipality submitted Register signed by
by end June 2022 to the Municipal Manager by end the Municipal December 2021 Manager Q3 One Updated Litigation Register for Updated Litigation Output and against the Municipality submitted Register to the Municipal Manager by end March 2022 Q4 One Final Litigation Register for and against the Municipality submitted to the Municipal Manager by end June 2022
144
National LG LABOUR MATTERS ,FINANCIAL AND ADMINISTRATIVE CAPACITY, SERVICE DELIVERY, FINANCIAL VIABILITY, GOOD GOVERNANCE, INSTITUTIONAL TRANSFORMATION AND Priorities DEVELOPMENT, ECONOMIC DEVELOPMENT KPA MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 6 ADMINISTRATIVE AND FINANCIAL CAPABILITIES OF MUNICIPALITIES ARE ENHANCED Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weighti Development Objective 2020/2021 Performance Indicator Type Evidence ngs Priorities Current Status Target Financial To promote 60% of Corporate 80% of Corporate Opex KPI 6 Q1 Accountability financial Services Services % of Corporate Q2 and Transparency accountability and Departmental audit Departmental audit Services transparency findings resolved findings resolved Departmental audit Q3 40% of Corporate Services as per the Post as per the Post findings resolved Departmental audit findings resolved PAAP as per the Post Audit Action Plan by
Audit Action Plan Audit Action Plan as per the Post Signed Memo/ by end June 2022 Audit Action Plan end March 2021 ((number of findings Report on the ((number of resolved for the quarter / number of Implementation of
findings resolved / Output findings received for the year) x 100) Post Audit Action number of findings Q4 40% of Corporate Services Plan received for the Departmental audit findings resolved year) x 100) as per the Post Audit Action Plan by end June 2021 ((number of findings resolved for the quarter / number of findings received for the year) x 100) Information To improve 4 ICT Status 4 ICT Status Opex KPI 7 Q1 One ICT Status Reports submitted to Communications technology Reports Reports submitted Number of ICT MM by end September 2021
Technology efficiency to MM by end June Status Reports Q2 One ICT Status Reports submitted to Signed Memo on 2022 submitted to MM MM by end December 2021 submission of Q3 One ICT Status Reports submitted to Report Output MM by end March 2022 ICT Status Report Q4 One ICT Status Reports submitted to MM by end June 2022 Policy To promote good New 4 Policies reviewed Opex KPI 8 Q1 Development governance and and adopted by Number of Policies Q2 2 Policies reviewed and adopted by accountable Council by end reviewed and council by end December 2021 government June 2022 adopted by (Records Management Policy; Signed Policy, (Records Council. Cellphone Policy) Council Resolution Management
Output Q3 Policy, Cellphone Q4 2 Policies reviewed and adopted by Policy, Laptop Council by end June 2022 Policy, Harassment (Laptop Policy, Harassment Policy) Policy)
145
National LG LABOUR MATTERS ,FINANCIAL AND ADMINISTRATIVE CAPACITY, SERVICE DELIVERY, FINANCIAL VIABILITY, GOOD GOVERNANCE, INSTITUTIONAL TRANSFORMATION AND DEVELOPMENT, Priorities ECONOMIC DEVELOPMENT KPA MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 6 ADMINISTRATIVE AND FINANCIAL CAPABILITIES OF MUNICIPALITIES ARE ENHANCED Functional Strategic Baseline Annual Performance Target Budget Key Performance Indicator KPI Quarterly projections/process indicator Portfolio Of Weighti Area/ Objective 2020/2021 Type Evidence ngs Development Current Priorities Status Security Creation a safe 0 12 illegal yard connections OPEX KPI 9 Q1 3 illegal yard connections disconnected Complain reports
Support and secure disconnected by June 2022 Number of illegal yard connections Q2 3 illegal yard connections disconnected Services working disconnected by June 2022 Q3 3 illegal yard connections disconnected environment for Output the Municipality Q4 3 illegal yard connections disconnected
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KPA 2: BASIC SERVICE DELIVERY AND INFORMATION DEVELOPMENT National LG BASIC SERVICE DELIVERY Priorities KPA BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT Outcome 9 Output 2 IMPROVE ACCESS TO BASIC SERVICES Functional Area/ Strategic Baseline Annual Performance Target Budget Key Performance KPI Quarterly projections/process Portfolio Of Weighting Development Objective 2020/2021 Indicator Type indicator Evidence s Priorities Current Status Municipal Health To provide 46 56 Educational awareness R 350 000 KPI 10 Q1 14 campaigns conducted Reports, Services Municipal Health campaigns conducted on Number of Q2 14 campaigns conducted programmes, Services topics of Food safety, Health campaigns agenda and Q3 14 campaigns conducted
surveillance of premises, conducted by June attendance put
Health & Hygiene, Water 2022 Q4 14 campaigns conducted registers out safety and COVID-19 protocols throughout the district by June 2022. Fire Fighting To provide Fire & 100 PIER 80 PIER conducted in four Opex KPI 11 Q1 20 PIER Conducted Reports, Services Rescue Service local municipalities by June Number of PIER programmes, 2022 conducted by June Q2 20 PIER Conducted agenda and 2020 attendance registers Q3 20 PIER Conducted
Q4 20 PIER Conducted
Provision of Disaster 4 Awareness 4 Media Awareness R 600 000 KPI 12 Q1 1 x Media Awareness Campaign Reports, Radio Disaster Awareness Campaigns Campaigns conducted Number of conducted at Ratlou L.M held by podcast from
Management Campaigns through visual/Radio by June Awareness September 2021 community Services 2022 Campaigns Q2 1 x Media Awareness Campaign stations, (Ratlou Tswaing, conducted conducted at Tswaing L.M by confirmation of Ramotshere and Ditsobotla) December 2021 the interview Q3 1 x Media Awareness Campaign from the radio conducted at Ramotshere Moiloa station, Requests
Process Indicator Indicator Process L.M by March 2022 Q4 1 x Media Awareness Campaign conducted at Ditsobotla L.M by June 2022
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National LG BASIC SERVICE DELIVERY Priorities KPA BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT Outcome 9 Output 2 IMPROVE ACCESS TO BASIC SERVICES
Functional Strategic Objective Baseline Annual Performance Target Budget Key Performance KPI Quarterly projections/process Portfolio Of Weightin Area/ 2020/2021 Indicator Type indicator Evidence gs Current Status Water To provide water New 15 boreholes drilled and R30m KPI 13 Q1 Technical report Services services Infrastructure equipped with pumphouse and Number of boreholes Q2 Drilling of boreholes at Mahikeng on Ground water Planning palisade with bulk pipeline & drilled and equipped Bulk Water Supply (MLM) 08 BHs source steel storage tank by end of by June 2022 with steel storage tank. development June 2022: Q3 Drilling of boreholes at Lobatleng Mahikeng (08 BHs with steel (RMLM) 03 BHs repair existing storage tank) steel storage tank. Lobatleng (03 BHs repair of Q4 Drilling of boreholes at Khunwana existing steel tank) Indicator Process village (TLM) 04 BHs with steel Khunwana (04 BHs with steel storage tank storage tank) Water To provide water New Operations and Maintenance R 5m KPI 14 Proc Q1 Adopted services services Strategy developed and Development and ess Q2 Operation & Provision approved by Council by June approval of Operation Maintenance 2022 and Maintenance Indic Q3 Draft O&M strategy submitted plan; Strategy ator Senior Management. Council Q4 Adopted O&M strategy approved Resolution by Council To address water 50 Villages 174 220 KL of Water delivered R…. KPI 15 Q1 43 555 KL of Water delivered Job cards ; Water services emergencies with 10kl tanks by 30 June 2022 (Internal & Quantity of water Q2 43 555 KL of Water delivered Monthly Reports services served with Outsourced) delivered through Q3 43 555 KL of Water delivered Provision water through including emergencies i.e tankering by June 2020 tankering funerals and other related Q4 43 555 KL of Water delivered including water queries emergencies
i.e funerals and OutputIndicator other related water queries
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National LG BASIC SERVICE DELIVERY Priorities KPA BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT Outcome 9 Output 2 IMPROVE ACCESS TO BASIC SERVICES Functional Area/ Strategic Baseline Annual Performance Target Budget Key Performance KPI Quarterly projections/process Portfolio Of Weighting Development Objective 2020/2021 Indicator Type indicator Evidence s Priorities Current Status Water Services Repairs of O&M Report for 200 Reported Boreholes R 50m KPI 16 Q1 50 boreholes repaired Quarterly Infrastructure 2021/2020 mechanically and electrically Number of Q2 50 boreholes repaired reports on repaired by 30 June 2022 Boreholes Q3 50 boreholes repaired Boreholes (Customer Care) mechanically and repaired NB: To be finalised by inputs electrically Q4 50 boreholes repaired (Mechanical
from AGSA repaired and Electrical);
. NB: To be finalised by inputs from AGSA
Water Quality To improve 2014 Blue Drop To achieve 50 % compliance R5m KPI 17 Q1 Appointment of Accredited Analytic Lab
Compliance Compliance to the ass and Green on blue drop and Green Drop Water Quality Professional Service Provider Report
Water Quality Drop assessment results subject to good management Q2 Data collation and capturing Standards for results operation and maintenance (Compliance of portable water on both WTWs and Blue & Green drop) Q3 Data collation and capturing (SANS241) and WWTWs by June 2022. by June 2022 general limits and Q4 Data collation and capturing special limits for
Process Indicator Process Waste Treatment Discharge Effluents
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National LG BASIC SERVICE DELIVERY Priorities KPA BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT Outcome 9 Output 2 IMPROVE ACCESS TO BASIC SERVICES
Functional Strategic Objective Baseline Annual Performance Target Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weightin Area/ 2020/2021 Indicator Type Evidence gs Current Status Sanitation To provide sanitation 4 WWTW 12 WWTW maintained by R50m KPI 18 Q1 Appointment of Professional Service Report of 12
Services services maintained June 2022 Number of Waste Water Provider Waste Water Treatment Plants 3 WWTP attended and addressed Treatment Plant
maintained by June 2020 Q2 3 WWTP attended and addressed maintained Output Indicator Q3 3 WWTP attended and addressed Q4 3 WWTP attended and addressed Transportation To promote transport 34, 5 KM of 60 KMs of Gravel roads R13.5 m KPI 19 Q1 15 KMs of gravel roads maintained. Monthly gravel Engineering engineering gravel roads maintained (12 KMs for Kilometres of gravel (12 KMs for Mahikeng LM & 3 KMs for roads maintained by Mahikeng LM, 12 KMs for roads maintained Ramotshere Moiloa LM) maintenance December Ramotshere Moiloa LM,12 Q2 15 KMs of gravel roads maintained. reports; Site 2021 KMs for Ditsobotla LM,12 KMs (9 KMs for Ramotshere Moiloa LM & 6 Diaries. for Ratlou LM and 12 KMs for KMs for Ditsobotla LM)
Tswaing LM) by June 2022. Q3 15 KMs of gravel roads maintained. (6 KMs for Ditsobotla LM & 9 KMs for Ratlou LM) Q4 15 KMs of gravel roads maintained. (3 KMs for Ratlou LM and 12 KMs for Tswaing LM) Transportation To promote transport Traffic counts Visual assessment for R 2 596 KPI 20 Q1 Visual assessments for 1 984.6 km Visual Engineering engineering for the municipal paved and unpaved 000,00 Conduct visual municipal unpaved roads and 9.91 km assessment following areas roads conducted in Ratlou LM assessment for municipal paved roads conducted in Ratlou LM. Report for have been and Mahikeng LM including paved and unpaved Q2 Visual assessments for 4 388.82 km municipal paved completed: traffic counts conducted in roads including traffic municipal unpaved roads conducted in and unpaved *Ramotshere Ratlou LM by June 2022. count. Mahikeng LM. roads and Traffic Moiloa LM Count Report Q3 Traffic counts conducted at 35 stations in * Mahikeng LM Ratlou LM. (Raw data; * Ditsobotla LM Q4 Visual assessments for 247.61 km Clean data; and municipal paved roads conducted in Analysed data) * Tswaing LM Mahikeng LM. (Ratlou LM and by 31 Mahikeng LM) December 2020.
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National LG BASIC SERVICE DELIVERY Priorities KPA BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT Outcome 9 Output 2 IMPROVE ACCESS TO BASIC SERVICES
Functional Area/ Strategic Baseline Annual Performance Target Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weighting Objective 2020/2021 Indicator Type Evidence s Current Status Construction of Upgrading water 5 new projects 15 Water projects to be R116 550 00 KPI 21 Q1 1. Completion of Kraaipan Water * Completion water related infrastructures and 10 implemented out of which 10 0 Number of Water Supply Certificate projects including water overlapping to Water projects will be projects to be 2. Completion of Madibogo Ramabesa sources and 2021/2022 FY completed by June 2022 completed by June Water Supply storages 2022 3. Completion of Middleton C Water 1. Greater Lichtenburg Supply BWS 4. Completion of Atamelang Water 2. Besiesvlei Water Supply Supply 3. Rietvlei WS Q2 1. Completion of Greater Lichtenburg 4. Groot Marico Bulk Water BWS Supply Q3 1. Completion of Welbedacht 5. Welbedacht Manchester Manchester Section Water Supply section Water Supply Q4 1. Completion Rietvlei Water Supply 6. Matloding Water Supply 2. Completion of Besiesvlei Water 7. Madibogo Ramabesa Supply Water Supply 3. Completion of Matloding Water 8. Kraaipan WS Supply 9. Middleton C Water 4. Completion of Groot Marico Bulk Supply Water Supply 10. Atamelang Water Supply
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National LG BASIC SERVICE DELIVERY Priorities KPA BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT Outcome 9 Output 2 IMPROVE ACCESS TO BASIC SERVICES
Functional Strategic Baseline Annual Performance Target Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weightin Area/ Objective 2020/2021 Indicator Type Evidence gs Current Status Construction To provide 6 Sanitation 5 Rural Sanitation R 191 823 KPI 22 Q1 Number of toilet structure completed * Monthly of water sanitation basic projects are in Programmes to be 000 Number of 1. Ditsobotla = 305 Progress Report related sanitation and to construction implemented by June 2022 Implementation of 2. Ramotshere Moiloa = 375 * Completion projects upgrade bulk sanitation projects by 3. Mafikeng =450 Certificate sanitation 1. Ditsobotla Rural June 2022 * Happy Letters 4. Ratlou = 210 Sanitation : 1222 VIP units 5. Tswaing = 687 2. Ramotshere Moiloa Rural Q2 Number of toilet structure completed Sanitation : 1500 VIP 1. Ditsobotla = 305 units 2. Ramotshere Moiloa = 375 3. Mafikeng: 450 VIP units 3. Ratlou = 210 4. Ratlou Rural Sanitation : 4. Tswaing = 687 640 VIP units Q3 Number of toilet structure completed 5. Tswaing Rural Sanitation 1. Ditsobotla = 306 : 1374 VIP units: 2. Ramotshere Moiloa = 375 2 Waste Water Treatment 3. Ratlou = 220 Plants to be completed by Q4 Number of toilet structure completed June 2022 1. Ditsobotla = 306 2. Ramotshere Moiloa = 375 6. Zeerust WWTw Completion of Zeerust WWTw 7. Sannishof WWTw Completion of Sannishof WWTw
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KPA 3: PROMOTE FINANCIAL VIABILITY National LG FINANCIAL AND ADMINISTRATIVE CAPACITY Priorities KPA PROMOTE FINANCIAL VIABILITY AND ACCOUNTABILITY Outcome 9 Output 1 A POLICY FRAMEWORK THAT PROVIDES FOR A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING,PLANNING AND SUPPORT IS IMPLEMENTED Output 6 ADMINISTRATIVE AND FINANCIAL CAPABILITIES OF MUNICIPALITIES ARE ENHANCED Functional Strategic Baseline Annual Performance Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weighting Area/ Objective 2020/2021 Target Indicator Type Evidence s Development Current Status Priorities Supply Chain To promote 2 quarterly SCM 4 quarterly SCM OPEX KPI 23 Q1 2020/21 Quarter 4 SCM report submitted to Acknowledgement Management financial reports reports submitted to Number of Supply Chain the Mayor within 10 working days after the of receipt from the
accountability the Mayor within 10 Management quarterly end of the quarter office of the and transparency working days of each reports submitted to the Q2 2021/22 1st Quarter SCM report submitted Executive Mayor; quarter. Mayor within 10 working to the Mayor within 10 working days after Quarterly SCM days after the end of the end of the quarter Report each quarter Q3 2021/22 2nd Quarter SCM report submitted to the Mayor within 10 working days after OutputIndicator the end of the quarter Q4 2021/22 3rd Quarter SCM report submitted to the Mayor within 10 working days after the end of the quarter
Budget and To promote 2020/21 MSCOA 2022/2023 MSCOA OPEX KPI 24 Q1
Reporting financial Budget Budget approved by Approval of the 2022/23 Q2 Council resolution accountability and Council by 31st May MSCOA Budget on noting 2022/23 transparency 2022 Q3 2021/2023 MTREF Draft MSCOA Budget MTREF Draft noted by Council by 31st March 2022 MSCOA budget; Q4 2022/23 MSCOA Budget approved by Council resolution Council by 31st May 2022 on approving Final
Process Indicator Process MTREF 2022/23 MSCOA budget. 4 section 52 (d) OPEX KPI 25 Q1 2020/21 4th quarter report submitted to Council Resolution; reports 4 MFMA Section council by end of July 2019 MFMA Section 52(d) 52(d) reports Number of MFMA Q2 2021/22 1st quarter report submitted to reports submitted to council Section 52(d) reports on council by end of October 2021 by 30 June 2022 the financial state of the Q3 2021/22 2nd quarter report submitted to municipality submitted to council by end of January 2022 Council within 30 days Q4 2021/22 3rd quarter report submitted to after the end of the Indicator Process council by end of April 2022 quarter
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National LG FINANCIAL AND ADMINISTRATIVE CAPACITY Priorities KPA PROMOTE FINANCIAL VIABILITY AND ACCOUNTABILITY Outcome 9 Output 1 A POLICY FRAMEWORK THAT PROVIDES FOR A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING,PLANNING AND SUPPORT IS IMPLEMENTED Output 6 ADMINISTRATIVE AND FINANCIAL CAPABILITIES OF MUNICIPALITIES ARE ENHANCED Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weightin Development Objective 2020/2021 Performance Indicator Type Evidence gs Priorities Current Status Target Budget and To promote 4 section 52 (d) 4 MFMA Section OPEX KPI 26 Q1 2020/21 4th quarter report submitted to council by end of July Council Resolution; Reporting financial reports 52(d) reports Number of MFMA Section 2019 MFMA Section 52(d) accountability and submitted to 52(d) reports on the reports transparency council by 30 financial state of the Q2 2021/22 1st quarter report submitted to council by end of June 2022 municipality submitted to October 2021 Council within 30 days after the end of the quarter Q3 2021/22 2nd quarter report submitted to council by end of January 2022
Process Indicator Process Q4 2021/22 3rd quarter report submitted to council by end of April 2022
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National LG FINANCIAL AND ADMINISTRATIVE CAPACITY Priorities KPA PROMOTE FINANCIAL VIABILITY AND ACCOUNTABILITY Outcome 9 Output 1 A POLICY FRAMEWORK THAT PROVIDES FOR A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING,PLANNING AND SUPPORT IS IMPLEMENTED Output 6 ADMINISTRATIVE AND FINANCIAL CAPABILITIES OF MUNICIPALITIES ARE ENHANCED Functional Strategic Baseline Annual Performance Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weighting Area/ Objective 2020/2021 Target Indicator Type Evidence s Development Current Status Priorities Budget and To promote 12 section 71 reports 12 monthly budget OPEX KPI 27 Q1 3 monthly budget statements (Municipal Finance Reporting financial submitted to the PT, statements (Municipal Number of monthly budget Management Act section 71) submitted to the accountability and NT and the mayor Finance Management statements (Municipal Executive Mayor and Provincial Treasury within transparency Act section 71) Finance Management Act 10 working days after the end of each month: submitted to the section 71) to be • June 2021 Report Executive Mayor, submitted to the Executive • July 2021 Report Provincial and Mayor and Provincial National Treasury Treasury within 10 working • August 2021 Report within 10 working days after the end of each Q2 3 monthly budget statements (Municipal Finance days after the end of month Management Act section 71) submitted to the each month by the Executive Mayor and Provincial Treasury within end of June 2022 10 working days after the end of each month: • September 2021 Report • October 2021 Report • November 2021 Report Q3 3 monthly budget statements (Municipal Finance Management Act section 71) submitted to the Executive Mayor and Provincial Treasury within OutputIndicator 10 working days after the end of each month: • December 2021 Report • January 2022 Report • February 2022 Q4 3 monthly budget statements (Municipal Finance Management Act section 71) submitted to the Executive Mayor and Provincial Treasury within 10 working days after the end of each month: • March 2022 Report • April 2022 Report • May 2022 Report
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National LG FINANCIAL AND ADMINISTRATIVE CAPACITY Priorities KPA PROMOTE FINANCIAL VIABILITY AND ACCOUNTABILITY Outcome 9 Output 1 A POLICY FRAMEWORK THAT PROVIDES FOR A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING,PLANNING AND SUPPORT IS IMPLEMENTED Output 6 ADMINISTRATIVE AND FINANCIAL CAPABILITIES OF MUNICIPALITIES ARE ENHANCED Functional Strategic Baseline Annual Performance Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weighting Area/ Objective 2020/2021 Target Indicator Type Evidence s Development Current Status Priorities Financial To promote 2021/22 Mid-Term Municipal Finance OPEX KPI 28 Q1 Mid-Term budget 1% Accountability financial Budget Report Management Act Submission of the Q2 and performance and accountability and section 72 report on Municipal Finance Q3 Municipal Finance Management Act section report; Council Transparency transparency the mid-term budget Management Act section 72 report on the Mid-Term budget and resolution and performance 72 report on the mid-term performance assessment submitted to assessment budget and performance Council by 31st January 2020
submitted to council assessment to Council OutputIndicator Q4 by 31st January 2022
2021/22 2021/22 Adjustment OPEX KPI 29 Q1 Council Resolution; 1%
Adjustment Budget Budget Approved by Approval of the 2021/22 Q2 Adjustment Budget Report submitted to Council by 28 Feb Adjustment Budget by
Council by 28th 2022 Council Q3 2021/22 Adjustment Budget Approved by Output February 2022 Indicator Council by 28 Feb 2022 Q4
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National LG FINANCIAL AND ADMINISTRATIVE CAPACITY Priorities KPA PROMOTE FINANCIAL VIABILITY AND ACCOUNTABILITY Outcome 9 Output 1 A POLICY FRAMEWORK THAT PROVIDES FOR A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING,PLANNING AND SUPPORT IS IMPLEMENTED Output 6 ADMINISTRATIVE AND FINANCIAL CAPABILITIES OF MUNICIPALITIES ARE ENHANCED Functional Strategic Baseline Annual Performance Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weighting Area/ Objective 2020/2021 Target Indicator Type Evidence s Development Current Status Priorities Financial To promote 2 set of financial 2 sets of financial OPEX KPI 30 Q1 2020-21 set of Annual Financial Statements Acknowledgement Accountability financial statements statements submitted Number of sets of submitted to Provincial Treasury and Letters from AGSA and accountability and as follows: financial statements to Auditor-General by 31st August 2021 and Provincial Transparency transparency • 2020-21 Annual be submitted to Treasury on Annual Financial Municipal Manager, Financial Statement
Statements Executive Mayor, Acknowledgement submitted to Provincial Treasury and Q2 Letters by Provincial Provincial Treasury Auditor-General Q3 Treasury on Interim and Auditor- Financial Statement Q4 2021-22 Interim set of Financial Statements General by 31st submitted to the Provincial Treasury by 30 August 2021;
OutputIndicator April 2022 • 2021-22 Interim set of Financial Statements submitted to the Provincial Treasury by 30th April 2022 2 Reports on the 60% implementation OPEX KPI 31 Q1 Report on the implementation of of management Percentage (%) Q2 Implementation of the Audit Action action plans as per implementation of PAAP (Post Audit Plan for 2020/21 the PAAP (Post Audit management action Q3 30% implementation of management action Action Plan); Action Plan) by end of plans as per the 2018-19 plans as per the PAAP (Post Audit Action PAAP (Post Audit June 2022 PAAP (Post Audit Action Plan) by end of March 2022 Implementation Plan) Q4 30% implementation of management action Plan) and related OutputIndicator plans as per the PAAP (Post Audit Action Portfolio of Evidence Plan) by end of June 2022
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KPA 4: PROMOTE LOCAL ECONOMIC DEVELOPMENT
National LG LABOUR MATTERS, FINANCIAL AND ADMINISTRATIVE CAPACITY
Priorities
KPA PROMOTE LOCAL ECONOMIC DEVELOPMENT Outcome 9 Output 1 IMPLEMENTATION OF THE COMMUNITY WORK PROGRAMME Output 3 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weig Development Objective 2020/2021 Performance Indicator Type Evidence hting Priorities Current Status Target s
Transport Planning Investigations into New Two feasibility R250 000 KPI 32 Q1 Appointment of PSP Completed Studies Transport the public transport studies noted by Implementations of Planning infrastructure. council. the IPTN Linkages of land recommendations: Q2 Collation of data use and effective conduct two studies Q3 Presentation of studies to council transport modes that were recommended in Q4 Appointment of PSP the document
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National LG LABOUR MATTERS, FINANCIAL AND ADMINISTRATIVE CAPACITY
Priorities
KPA PROMOTE LOCAL ECONOMIC DEVELOPMENT Outcome 9 Output 1 IMPLEMENTATION OF THE COMMUNITY WORK PROGRAMME Output 3 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Functional Area/ Strategic Baseline Annual Performance Budget Key Performance KPI Quarterly projections/process Portfolio Of Weightin Development Objective 2020/2021 Target Indicator Type indicator Evidence gs Priorities Current Status
District To meet the New Conduct an audit R350 000 KPI 33 Q1 Appointment of Service Provide Development Development objectives of the throughout the five LM’s Draft Development charges Model District of the Town Planning charges policy, Q2 Collation of Data policy, tools Development initiatives and policies tools and and
Model implementation Q3 Public participation implementatio policy. n policy. Q4 Adoption of the policies Sustainable To create a New Final EMF document R600 000 KPI 34 Q1 PMT meeting Final EMF and Human credible EMF Environmental Implementatio Settlements document to be Management n Plan incorporated into Framework Drafted the IDP adopted by Council by June 2022
Q2 PSC meeting
Q3 Second PMT Sitting Q4 Adoption of the EMF document
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National LG LABOUR MATTERS, FINANCIAL AND ADMINISTRATIVE CAPACITY Priorities KPA PROMOTE LOCAL ECONOMIC DEVELOPMENT Outcome 9 Output 1 IMPLEMENTATION OF THE COMMUNITY WORK PROGRAMME Output 3 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Evidence Weight Development Objective 2019/2020 Performance Indicator Type ings Priorities Current Status Target Geographic To spatially map 100% mapped R52 000 KPI 35 Q1 Capturing of 25% of the IDP projects Reports Information the IDP/MIG capital IDP/MIG capital Spatial Mapping of System projects for projects with ALL the IDP Projects Q2 Capturing of 25% of the IDP projects 2020/21 FY of the continuous of the DM to monitor
DM by June 2021. monitoring using progress using GIS Q3 Capturing of 25% of the IDP projects GIS by June 2021
Q4 Capturing of 25% of the IDP projects Spatial Planning Precinct Plan New Precinct Plan R750 000 KPI 36 Q1 Appointment of a PSP Advertisements, Compile a precinct Application Report, plan for one local Q2 Stakeholder Identification Council Resolution municipality
(Ditsobotla or Q3 Collation of data Ramotshere)
Q4 Adoption of Precinct Plan Spatial Planning To facilitate the New To have a R1 560 000 KPI 37 Q1 Appointment of PSP Advertisements, development of formalised, Facilitate the Application Report, sustainable human surveyed and appointment of a PSP Q2 Lodging of the application Council Resolution. settlements guided Registered for Township by SPLUMA in: Township Establishment Q3 MPT submission Ramotshere and Process Ratlou LM Q4 Approval from Council and Registration of the new Township
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National LG LABOUR MATTERS, FINANCIAL AND ADMINISTRATIVE CAPACITY Priorities KPA PROMOTE LOCAL ECONOMIC DEVELOPMENT Outcome 9 Output 1 IMPLEMENTATION OF THE COMMUNITY WORK PROGRAMME Output 3 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Evidence Weight Development Objective 2019/2020 Performance Indicator Type ings Priorities Current Status Target Sector Promotion To promote Local New 5 Mining and KPI 38 Q1 1 Mining and Manufacturing Development Attendance Registers, Economic Manufacturing Number of Mining and Programmes and Projects implemented by Reports, Completion
Development Development Manufacturing September 2021 Certificates, Delivery Programmes and Development Q2 1 Mining and Manufacturing Development Notes, Compliance Projects Programmes and Programmes and Projects implemented by Certificates, Registration implemented by Projects implemented December 2021 Certificates June 2022 by June 2022 Q3 2 Mining and Manufacturing Development Programmes and Projects implemented by March 2022 Outputand process Q4 1 Mining and Manufacturing Development Programmes and Projects implemented by June 2022 Sector Promotion To promote Local 3 Rural 4 Rural KPI 39 Q1 1 Rural Development Programme and Projects Reports and Delivery Economic Development Development Number of Rural implemented in Ramotshere Moiloa by September Notes Development Projects Programmes and Development 2021
implemented Projects Programmes and Q2 1 Rural Development Programme and Projects
implemented by Projects implemented implemented in Tswaing by December 2021 June 2022 by June 2022 Q3 1 Rural Development Programme and Projects Output implemented in Ramotshere Moiloa by March 2022 Q4 1 Rural Development Programme and Projects implemented in Tswaing by June 2022
Sector Promotion To promote Local New 4 Revenue KPI 40 Q1 Planning for 4 Revenue Enhancement Programmes Reports and Financial Economic Enhancement Number of Revenue to be implemented by September 2021 Documents Development Programmes to Enhancement Q2 1 Revenue Enhancement Programmes implemented
support and Programmes to in Ramotshere Moiloa by June 2021
Develop SMMEs support and Develop Q3 1 Revenue Enhancement Programmes implemented by June 2022 SMMEs by June in Tswaing by June 2021 2022 Q4 2 Revenue Enhancement Programmes implemented in Ramotshere Moiloa by June 2021
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National LG LABOUR MATTERS, FINANCIAL AND ADMINISTRATIVE CAPACITY Priorities KPA PROMOTE LOCAL ECONOMIC DEVELOPMENT Outcome 9 Output 1 IMPLEMENTATION OF THE COMMUNITY WORK PROGRAMME Output 3 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Evidence Weight Development Objective 2019/2020 Performance Indicator Type ings Priorities Current Status Target Sector Promotion To promote Local 2 Tourism Support KPI 41 Q1 Assessment of 1Tourism Establishment Assessment and Economic Projects/ Number of Tourism (Buffalo Ridge Lodge at Madikwe Game Evaluation Report Development Programmes Support Projects/ Reserve) implemented by Programmes Q2 Provide support based on the assessment June 2022 implemented by June made at Baffalo Ridge Lodge. 2022 Q3 Establishment and launching of Tourism establishment at Ratlou Local Municipality Q4 Monitoring and Evaluation Business To promote Local 100 Cooperative/ 80 Cooperative/ KPI 42 Q1 20 Cooperative/ Companies registered by Registration Certificates Development Economic Companies Companies Number of June 2022 Development registered by June registered by June Cooperative/ Q2 20 Cooperative/ Companies registered by
2020 2020 Companies registered June 2022
by June 2020 Q3 20 Cooperative/ Companies registered by June 2022 Q4 20 Cooperative/ Companies registered by June 2022
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National LG LABOUR MATTERS, FINANCIAL AND ADMINISTRATIVE CAPACITY Priorities KPA PROMOTE LOCAL ECONOMIC DEVELOPMENT Outcome 9 Output 1 IMPLEMENTATION OF THE COMMUNITY WORK PROGRAMME Output 3 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Evidence Weight Development Objective 2019/2020 Performance Indicator Type ings Priorities Current Status Target Expanded Public 224 jobs created 300 jobs created KPI 43 Q1 Recruitment and Appointment Employment Contracts, Works Create work through EPWP in through EPWP in R2, Number of jobs Q2 Monitoring & Evaluation and Integrated Integrated Reporting Programme opportunities five local five Local 140 000.00 created through Reporting System System Report
through EPWP municipalities Municipalities EPWP in five local Q3 Monitoring & Evaluation and Integrated Municipalities. Reporting System Q4 Monitoring & Evaluation and Integrated Reporting System Planning & To Develop, Adopted Approval of the R500 000.0 KPI 44 Q1 Tabling of the IDP/PMS Budget Process Plan IDP/PMS/Budget Development Amend and Adopt 2020/2021 IDP Reviewed IDP for 0 Review the IDP for Process Plan, Council Q2
(Integrated 5-year Credible Document 2020/21 by Council 2021/22 by June 2022 Resolution; Draft IDP, Development IDP by June 2021 Q3 Tabling of Draft IDP 2021/22 to Council Final IDP Programme) Q4 Adoption of final IDP 31 May 2021/22
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National LG LABOUR MATTERS, FINANCIAL AND ADMINISTRATIVE CAPACITY Priorities KPA PROMOTE LOCAL ECONOMIC DEVELOPMENT Outcome 9 Output 1 IMPLEMENTATION OF THE COMMUNITY WORK PROGRAMME Output 3 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Evidence Weight Development Objective 2019/2020 Performance Indicator Type ings Priorities Current Status Target Institutional Social To facilitate all 6 Social Facilitation 8 Social Facilitation KPI 45 Q1 2 Water Projects and Programmes facilitated Attendance Registers Facilitation Projects/Programm Projects Projects/Programm Number of Social by September 2021 and Reports es of the es conducted by Facilitated Q2 2 Water Projects and Service Blitz facilitated
Municipality June 2022 Projects/Programmes by December 2021
Q3 War Room and Water Week facilitated by March 2022 Q4 Sanitation Week and Sanitation Project facilitated by June 2022
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KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION National LG GOVERNANCE/PUBLIC PARTICIPATION Priorities KPA GOOD GOVERNANCE AND PUBLIC PARTICIPATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 3 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Area/ Strategic Baseline Annual Performance Budget Key Performance Indicator KPI Quarterly projections/process Portfolio Of Evidence Weight Development Objective 2020/2021 Target Type indicator ings Priorities Current Status Internal Audit To improve the 2021/23 Three 2021/23 Three Year OPEX KPI 46 Q1 2021/23 Three year risk based A signed copy of the effectiveness of Year Risk Based Risk Based Internal Developed and approved Internal Audit Plan developed 2021/23 Three Year risk management, Internal Audit Audit Rolling Plan 2021/23 Three Year Risk and approved by the Audit Risk Based Internal controls and Rolling Plan developed and Based Internal Audit Rolling Committee by 31 September Audit Rolling Plan;
governance approved by the Audit Plan by the Audit and Risk 2021 Minutes of Audit and processes and Risk Committee by Committee Q2 Risk Committee 31 September 2021 Q3 meeting; Attendance Register Q4 2021/22 Approved 2021/22 Internal Audit OPEX KPI 47 Q1 2021/22 Internal Audit Charter A signed copy of the Internal Audit Charter reviewed and Reviewed and approved reviewed and approved by 2021/22 Internal Audit Charter approved by the Audit 2021/22 Internal Audit Audit Committee by 31 Charter; Minutes of the and Risk Committee by Charter by the Audit and September 2021 Audit and Risk 31 September 2021 Risk Committee Q2 Committee; Attendance register Q3 Q4 2021/22 Approved 2021/22 Audit and Risk OPEX KPI 48 Q1 A signed copy of the Audit and Risk Committee Charter Reviewed and approved 2021/22 Audit and Risk Q2 2021/22 Audit Committee Committee Charter reviewed and approved Audit and Risk Committee Committee Charter and Charter reviewed and by Council by 31 Charter by Council the Council Resolution
approved by Council by 31 December 2021 December 2021 Q3 Q4
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National LG GOVERNANCE/PUBLIC PARTICIPATION Priorities KPA GOOD GOVERNANCE AND PUBLIC PARTICIPATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 3 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process Portfolio Of Weightin Development Objective 2020/2021 Performance Indicator Type indicator Evidence gs Priorities Current Status Target Internal Audit To improve the 2021/22 Annual 2021/22 Annual KPI 49 2021/22 Annual Operational 2021/22 Signed effectiveness of Operational Operational Internal Developed and Internal Audit Plan developed Annual Operational risk management, Internal Audit Plan Audit Plan approved 2021\22 and approved by the Audit Internal Audit Plan;
controls and developed and developed and Annual Operational Committee by 31 September Minutes of the
governance approved approved by the Internal Audit Plan 2022 meetings and processes Audit and Risk by the Audit and attendance register Committee 31 Risk Committee September 2021 Nine (9) Audit and Nine (9) Audit and OPEX KPI 50 Q1 Two (2) [One ordinary and one Minutes of the audit Risk Committee Risk Committee Number of Audit special] Audit Committee committee meetings held meetings held by and Risk meetings held by 31 September meetings; June 2022 Committee 2021 attendance register. meetings held Q2 Two (2) [One ordinary and one
Number of: special] Audit Committee
Ordinary A&RC meetings held by 31 December meetings: 2021 Special A&RC Q3 One ordinary Audit Committee meetings: meeting held by 31 March 2021 Q4 One ordinary Audit Committee meeting held by 30 June 2022 New Two (2) Post Audit OPEX KPI 51 Q1 Post Audit Action Action Plan (PAAP) Number of Post Plan reports issued reports evaluated Audit Action Plan Q2 by 31 January 2022 monitoring and Q3 1 Post Audit Action Plan (PAAP) and 30 June 2022 evaluation report reports evaluated by 31 January 2022 Q4 1 Post Audit Action Plan (PAAP) reports evaluated by 30 June 2022
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National LG GOVERNANCE/PUBLIC PARTICIPATION Priorities KPA GOOD GOVERNANCE AND PUBLIC PARTICIPATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 3 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Area/ Strategic Baseline Annual Performance Budget Key Performance Indicator KPI Quarterly projections/process Portfolio Of Evidence Weight Development Objective 2020/2021 Target Type indicator ings Priorities Current Status Risk Management To improve the 2020/2021 Strategic Risk Register Opex KPI 52 Q1 Approved Risk effectiveness of developed and Development and approval Q2 Strategic Risk Register for Register, Council risk management, approved by the of the strategic risk register 2021/22 developed and Resolution
controls and council by 30 Sep 2020 by the council approved by Council. governance Q3 processes Q4 2020/2021 2021/22 Risk Opex KPI 53 Q1 2021/22 Risk Management Approved Risk Management Development and approval Implementation Plan Management Implementation Plan of the 2021/22 Risk developed and approved by Implementation Plan, developed and Management Audit Committee by 30 Sep Minutes
approved by Audit Implementation Plan 2021 Committee by 30 Sep Q2 2020 Q3 Q4
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National LG GOVERNANCE/PUBLIC PARTICIPATION Priorities KPA GOOD GOVERNANCE AND PUBLIC PARTICIPATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 3 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Area/ Strategic Baseline Annual Performance Budget Key Performance Indicator KPI Quarterly projections/process indicator Portfolio Of Evidence Weight Development Objective 2020/2021 Target Type ings Priorities Current Status Intergovernmental To promote Good 8 IGR and 8 (Inter-Governmental KPI 54 Q1 1 MM’s Forum facilitated and Programme; Relations Governance and Corporate Relations) IGR and Number of IGR and 1 Political Forum facilitated by Attendance Register; Public Governance Corporate Governance Corporate Governance September 2021 Report Participation Forums forums facilitated Forums facilitated Q2 1 MM’s Forum facilitated and through visual meeting 1 Political Forum facilitated by by 30 June 2022: December 2021 4 x Political IGR Q3 1 MM’s Forum facilitated and 4 X MM's Forum; 1 Political Forum facilitated by
OutputIndicator March 2022 Q4 1 MM’s Forum facilitated and 1 Political Forum facilitated by June 2022 12 B2B Reports 12 B2B (Back-To- OPEX KPI 55 Q1 3 Back-to-Basis Reports submitted B2B Reports; Basics) Reports Number of B2B (Back-To- to DLG,HS&TA and GOGTA by Acknowledgement submitted to Basics) reports submitted to September 2021 letters Department of Local Department of Local Governance, Human Governance, Human Q2 3 Back-to-Basis Reports submitted Settlement & Settlement & Traditional to DLG,HS&TA and GOGTA by Traditional Affairs and Affairs and COGTA December 2021 COGTA by 30 June 2022 Q3 3 Back-to-Basis Reports submitted
OutputIndicator to DLG, HS&TA and GOGTA by March 2022 Q4 3 Back-to-Basis Reports submitted to DLG,HS&TA and GOGTA by June 2022
2 Stakeholder 3 Stakeholder OPEX KPI 56 Q1 Programme; Consultative consultative meetings Number of Stakeholder Attendance Register; Q2 meetings held to by 30 June consultative meetings held Reports 2022 Q3
Q4 1 Farmers Unions and 1 Farmers Unions, 1
OutputIndicator 1 Dikgosi Meeting by June 2022 Dikgosi,
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National LG GOVERNANCE/PUBLIC PARTICIPATION Priorities KPA GOOD GOVERNANCE AND PUBLIC PARTICIPATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 3 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Area/ Strategic Baseline Annual Performance Budget Key Performance Indicator KPI Quarterly projections/process Portfolio Of Evidence Weight Development Objective 2020/2021 Target Type indicator ings Priorities Current Status Intergovernmental To promote Good Strategic Plan Strategic Plan R35 000 KPI 57 Q1 Strategic Plan Relations Governance and document for document for Development and approval Q2 Document; Public 2020/2021 2020/2021 developed of the 2020/2021 Strategic Q3 Council Resolution Participation developed and and approved by Plan Document by Council approved by Council by June 2021 Q4 Strategic Plan document for Council 2020/2021 developed and approved by Council by June 2020 OutputIndicator Q3 Q4
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National LG GOVERNANCE/PUBLIC PARTICIPATION Priorities KPA GOOD GOVERNANCE AND PUBLIC PARTICIPATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 3 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process Portfolio Of Weightin Development Objective 2020/2021 Performance Indicator Type indicator Evidence gs Priorities Current Status Target Performance To promote 2020/2021 7 Performance OPEX KPI 58 Q1 7 Performance Agreements Signed Management Planning and Performance Agreements Signed Number of signed and submitted to Council Performance System Performance Agreements signed and submitted to Performance Agreements and
Management by Senior Council by 30 July Agreements to be Q2 Council Resolution Managers 2020 signed by Section Acknowledgement (Municipal 54(a) and Section from MEC: Manager, 56 Managers and Q3 DLG&HS Technical Services, submitted to Chief Financial Council Officer, Q4 Community
Services, OutputIndicator Corporate Resource Services; Planning & Development; Chief Audit Executive)
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National LG GOVERNANCE/PUBLIC PARTICIPATION Priorities KPA GOOD GOVERNANCE AND PUBLIC PARTICIPATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 3 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process Portfolio Of Weight Development Objective 2020/2021 Performance Indicator Type indicator Evidence ings Priorities Current Status Target Performance To promote 2020/2021 Annual 2020/2021 Annual KPI 59 Q1 Unaudited 2020/2021 Draft Annual Draft 2020/2021
Management Planning and Report Report tabled to Tabling of the Report tabled to Council on the 31 Annual Report; System Performance Council by 31 Annual Report for August 2021 Council Management January 2022 2020/2021 to Q2 Resolution;
Indicator Council Q3 Annual Report tabled to Council by Annual Report 30 January 2022 2020/21; Output Q4 Council Resolution
2020/2021 Mid- Mid-Year OPEX KPI 60 Q1 Mid-Year Year Performance Performance Submission of the Q2 Performance Reports Report submitted to Mid-Year Report; Council by 30 Performance Q3 Mid-Year Performance Report Council January 2022 Report to Council submitted to Council by 30 January Resolution 2022
OutputIndicator Q4
2021/2022 Reviewed 2021/22 OPEX KPI 61 Q1 2021/2022
Reviewed SDBIP SDBIP approved by 2021/2022 SDBIP Q2 Reviewed SDBIP; Council by 28 Review approved Council
February 2022 by Council Q3 2021/2022 Reviewed SDBIP Resolution Output Indicator approved by Council Q4 4 Quarterly reviews 4 One-one-One R 100 000 KPI 62 Q1 One-one-one Annual Performance Consolidated Mid-
conducted performance Number of One-on- Review 2020/21 Term Reports,
reviews conducted One performance Q2 2021/22 Q1 One-on-One Annual by 30 June 2022 reviews conducted Performance Review conducted Performance Q3 2021/22 Mid-Term Q1 One-on- Report One Performance review conducted OutputIndicator Q4 2021/22 Q3 One-on-One Performance review conducted
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National LG GOVERNANCE/PUBLIC PARTICIPATION Priorities KPA GOOD GOVERNANCE AND PUBLIC PARTICIPATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 3 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weight Development Objective 2020/2021 Performance Indicator Type Evidence ings Priorities Current Status Target Enhance To enhance 23 Communication 35 Media and KPI 63 Q1 07 Media and Public Liaison Activities by 30 Media Monitoring Communications communication and and Media Public Liaison Number of Media and September 2021 Report; public participation Engagement Conducted by 30 Public Liaison Activities (1) 2 Simulcast Broadcasting on MPAC Public Programs; activities conducted June 2022 Conducted Participation and IDP/Budget 2021/22 Attendance (2) 1 Radio Promos on COVID-19 response plan Registers for (3) 4 Radio Promos on Service Delivery virtual Q2 12 Media and Public Liaison Activities by 31 December 2021 engagements; (1) 1 Press Conference on the Service Delivery Plan Newspaper by the New Council. Articles; Audio (2) 1 Live Broadcasting on the Memorial Lecture on the Life and Times of Dr Silas Modiri Molema. Clips; Proof of (3) 3 Live Interview on Service Delivery. newspaper (4) 2 Print Advertorial on Service Delivery. adverts (5) 5 Billboard Advertising on Infrastructure Vandalism Campaign
Q3 08 Media and Public Liaison Activities by 31 March 2022 (1) 1 Simulcast Broadcasting on Service Delivery (2) 5 Media Roadshow to profile the New Council’s 100 days in Office. (3) 1 Press Conference on the Executive Mayor’s 100 Days in Office (3) 1 Communications Lekgotla to develop the five (05) Year District Communication Strategy Q4 08 Media and Public Liaison Activities by 30 June 2022 (1) 1 Simulcast Broadcasting on IDP/Budget for 2022/23 Public Consultation. (2) 1 Simulcast Broadcasting on the State of the District Address (SODA) (3) 2 Print Advertorial on Service Delivery (4) 4 Print Newspaper Public Notice on Legislative Matters
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National LG GOVERNANCE/PUBLIC PARTICIPATION Priorities KPA GOOD GOVERNANCE AND PUBLIC PARTICIPATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 3 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weight Development Objective 2020/2021 Performance Indicator Type Evidence ings Priorities Current Status Target
Enhance To enhance 4 Quarterly Modiri 4 Modiri External KPI 64 Q1 1 Modiri External Newsletters issue 51 Printed Copy of Communications communication and External Newsletters Number of Modiri Developed and Produced by 31 Sept. 2021 Modiri
public participation Newsletters Developed and External Newsletter to Q2 1 Modiri External Newsletters issue 52 Newsletter, Developed and Produced by June be produced and Developed and Produced by 15 Dec. 2021 Distribution Produced 2021 developed Q3 1 Modiri External Newsletters issue 53 Register, Supplier Order, Developed and Produced by 31 March 2022 Q4 1 Modiri External Newsletters issue 54 Invoice and Developed and Produced by 30 June 2022 Delivery Note
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National LG GOVERNANCE/PUBLIC PARTICIPATION Priorities KPA GOOD GOVERNANCE AND PUBLIC PARTICIPATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 3 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weight Area/ Objective 2020/2021 Performance Indicator Type Evidence ings Developmen Current Target t Priorities Status Enhance To enhance 29 33 Documents to KP I 65 Q1 17 Documents to be uploaded by 30 Sept. 2021 (1) Uploads Reports; Communica communication Documents to be uploaded in the Number of documents Approved Budget for 2021/22; (2) Reviewed IDP for 2021/22; Screen-munch of tions and public be uploaded municipal website to be uploaded in the (3). MPAC Oversight report for 2019/20 Annual Report; (4) uploaded
participation in the in terms of section municipal website in Approved SDBIP 2021/11; (5). Public Notice on the MPAC contents and municipal 75 of the MFMA by terms of Section 75 of Public Participation; (6) Notice on the approved IDP 2021/22; document website in 30 June 2022 the MFMA (7) Notice on the approved Budget 2021/22; (8) Performance terms of Agreement of the MM; (9). Performance Agreement of Snr section 75 of (Draft Budget, Final Manager – Corporate Services; (10) Performance Agreement the MFMA Budget, Adjustment of Snr Manager – PW&BS; (11). Performance Agreement of Budget, Budget Snr Manager Community Services; (12). Performance related policy's, Agreement of Acting Snr Manager Planning and Development; Draft Annual (13) Performance Agreement of CFO; (14) Notice of the Report, Final Approved SDBIP for 2021/22; (15). IDP Process Plan; (16). Annual Report, 7 April - June 2020 Section 52 (D) report); (17) 2021/22 Annual Performance SDBIP Performance Report. Agreements, Q2 3 Documents to be uploaded by 31 December 2021 SDBIP, Reviewed (1) July – Sept. 2020 Section 52(D) report; (2) 2021/22 First SDBIP, Mid-Term Quarter SDBIP Performance Report; (3) Notice of the IDP report, Oversight Review 2021/22 Consultative Schedule Report, SLA's, Q3 7 Documents to be uploaded 31 March 2022 SCM Contracts, (1) 2021/22 Mid-term Performance Report; (2) 2021/22 Assets Disposal, Second Quarter Performance Report; (3) Reviewed SDBIP for Section 52(d) 2021/22; (4) Approved Adjustment Budget; (5) Oct – Dec 2020 reportsx4, IDP Section 52 (D) Report; (6) Adopted Annual Report for 2019/20; Process Plan, Draft (7). MPAC Oversight Report on 2019/20 Annual Report) IDP, Final IDP, Q4 6 Documents to be uploaded by 30 June 2022 Internal Audit (1) Approved Draft Budget 2022/23; (2) Approved Draft IDP Charter, Quarterly Reviewed 2023/23; (3) Approved Budget 2022/23; (4) Reports x4) Approved IDP Reviewed for 2023/23; (4) Jan-March. Section
52 (D) Report; (5) 2021/22 Third Quarter Performance Report; (6). Approved SDBIP 2021/22.
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National LG GOVERNANCE/PUBLIC PARTICIPATION Priorities KPA GOOD GOVERNANCE AND PUBLIC PARTICIPATION Outcome 9 Output 1 IMPLEMENT A DIFFERENTIATED APPROACH TO MUNICIPAL FINANCING, PLANNING AND SUPPORT Output 3 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Area/ Strategic Baseline Annual Budget Key Performance KPI Quarterly projections/process indicator Portfolio Of Weight Development Objective 2020/2021 Performance Indicator Type Evidence ings Priorities Current Status Target
Enhance To promote good 1 District wide District Wide R 250 000 KPI 66 Q1 (1) Report on the Customer Care governance and community Community Conduct District Wide results of the Q2 Relations community satisfaction survey Satisfaction Survey Community survey; (2) participation Conducted and Conducted and Satisfaction Survey Q3 Phase 2 of the District Wide Community Council Satisfaction Survey result submitted to submitted to Submitted to Resolution Council Council by 30 June Council by 31 March 2022 2021
OutputIndicator Q4
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National LG GOOD GOVERNANCE AND PUBLIC PARTICIPATION Priorities KPA IMPLEMENTING A DIFFERETIATED APPROACH TO MUNICIPAL FINANCE,PLANNING AND SUPPORT Outcome 9 Output 2 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Area/ Strategic Baseline Annual Performance Target Budget Key Performance KPI Quarterly projections/process Portfolio Of Weighting Development Objective 2021/22 Indicator Type indicator Evidence s Priorities Current Status Promote Good To promote Good Public Participation 4 Mayoral programmes KPI 67 Q1 Mandela Commemoration Reports and Governance Governance and and Community conducted by 30 June 2021 Number of Mayoral conducted by 30 September 2021 attendance
Community outreach programmes Q2 Ngaka Modiri Molema Life registers
Participation programs/events conducted Celebration conducted by 30 supported December 2021
OUTPUT Q3 Mayoral Awards conducted by March 2022 Q4 State of the District Address conducted by 30 June 2022 6 Special 7 Special Programs on KPI 68 Q1 Women’s Month Celebration, Reports and Programs on Youth, Women, People with Number of Special supported by 30 September 2021 attendance Youth, Women, Disabilities, Children, Elderly Programs Q2 Disability and HIV/AIDS registers
People with Persons and Persons living supported programmes and ,Elderly Disabilities, with HIV/AIDS to be programmes and Youth Children, Elderly facilitated by 30 June 2021 Development Programmes Persons and supported by 30 December 2022 Persons living with PROCESS Q3 Children Month supported by HIV/AIDS were March 2022 held Q4 Youth Month supported by June 2022 1 District 1 District Governance KPI 69 Q1 Governance Lekgotla held by end of June Number of District Q2 Lekgotla held 2022 Governance Lekgotla to be held Q3 District Governance Lekgotla to be
OUTPUT held by 30 June 2022 Q4
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National LG GOOD GOVERNANCE AND PUBLIC PARTICIPATION Priorities KPA IMPLEMENTING A DIFFERETIATED APPROACH TO MUNICIPAL FINANCE,PLANNING AND SUPPORT Outcome 9 Output 2 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Area/ Strategic Baseline Annual Performance Target Budget Key Performance KPI Quarterly projections/process Portfolio Of Weighting Development Objective 2021/22 Indicator Type indicator Evidence s Priorities Current Status To promote Good To promote Good Public Participation 2 District Public Participation Opex KPI 70 Q1 Attendance Governance Governance and Support to Ward Support to Ward Committees Number of Public Q2 Public Participation Conducted in Registers Community Committees and and Secretaries will be Participation will be Ramotshere Participation Secretaries conducted by June 2022 Conducted by June Q3 None
2022 Output Q4 District Public Participation will be
conducted Mahikeng NMMDM Chambers 1 Moral 1 Moral Regeneration KPI 71 Q1 Attendance Regeneration Campaign Conducted by Number of Moral Q2 Registers Campaign June 2022 Regeneration Q3 1 Moral Regeneration Campaign Campaigns and prayer conducted in Ditsobotla Conducted by June Q4 2022
Training on 1 Training Programme to OPEX KPI 72 Q1 Attendance Standing Rules of capacitate Councillors Number of training register Q2 Training Programme to capacitate
Orders Coordinated and Facilitated programme to Councillors by June 2022 capacitate Councillors to be Q3 Coordinated and Output Facilitated by June Q4 2022
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National LG GOOD GOVERNANCE AND PUBLIC PARTICIPATION Priorities KPA IMPLEMENTING A DIFFERETIATED APPROACH TO MUNICIPAL FINANCE,PLANNING AND SUPPORT Outcome 9 Output 2 DEEPEN DEMOCRACY THROUGH A REFINED WARD COMMITTEE MODEL Functional Area/ Strategic Baseline Annual Performance Target Budget Key Performance KPI Quarterly projections/process Portfolio Of Weighting Development Objective 2021/22 Indicator Type indicator Evidence s Priorities Current Status Promote Good To promote good 2 Chief Whips 2 Chief Whip's Forum KPI 73 Q1 1 Chief Whips Forum Invitations;
Governance governance and Forums held Number of Chief Q2 Attendance Community Whip's Forums Q3 1 Chief Whips Forum registers
Participation held by 30 June OUTPUT 2022 Q4 2018/2019 MPAC 2020/2021 MPAC oversight KPI 74 Q1 Council oversight report report approved by Council Approval of MPAC Q2 Resolution; on the 31st of March 2022 Oversight report by Q3 2020/2021 MPAC oversight report MPAC Council approved by Council on the 31st of oversight report
PROCESS March 2022 Q4 1 MPAC Project 2 MPAC Project Visits KPI 75 Q1 Council Visit conducted conducted across the District Number of MPAC Resolution; Q2 across the District by 30 June 2022 Project Visits Report conducted across Q3 1 MPAC Project Visit the District OUTPUT Q4 1 MPAC Project Visit
178