Gsdm Final Draft Idp 2018 - 2019

GERT SIBANDE DISTRICT MUNICIPALITY

GSDM FINAL DRAFT IDP 2018 - 2019

CONTENTS

INTRODUCTIONS 4

EXECUTIVE MAYOR’S FOREWORD 5 MUNICIPAL MANAGER’S OVERVIEW 6

CHAPTER 1: EXECUTIVE SUMMARY 8

1.1 BACKGROUND AND MANDATE 8 1.2. POLICY AND LEGISLATIVE CONTEXT 9 1.2.1. NATIONAL AND PROVINCIAL FRAMEWORKS GOVERNING GSDM 11 1.2.2. NATIONAL SPATIAL DEVELOPMENT PERSPECTIVE (NSDP) 11 1.2.3. NATIONAL GROWTH PATH 13 1.2.4. NATIONAL DEVELOPMENT PLAN 13 1.2.5. GOVERNMENT OUTCOMES 14 1.2.6. MEDIUM - TERM STRATEGIC FRAMEWORK 15 1.2.7. MPUMALANGA GROWTH AND DEVELOPMENT PATH 16 1.2.8. INTEGRATED SUPPORT PLAN (ISP) FOR ACCELERATED MUNICIPAL SERVICE DELIVERY 19 1.2.9. BACK TO BASICS 20 1.2.10. MUNICIPAL STANDARD CHART OF ACCOUNTS (MSCOA) 21 1.3. STRATEGY DEVELOPMENT 22 1.3.1. SWOT ANALYSES 22 1.3.2. VISION 23 1.3.3. MISSION 23 1.3.4. CORPORATE VALUES 23 1.4. IDP PLANNING PROCESS 24 1.4.1. DISTRICT IDP FRAMEWORK PLAN 24 1.4.2. SUMMARY OF COMMUNITY/ STAKEHOLDER PARTICIPATION 27

CHAPTER 2: GERT SIBANDE DISTRICT MUNICIPALITY AT A GLANCE 30

2.1. STATE OF GSDM DEVELOPMENT, ENVIRONMENT AND DISTRICT POPULATION DYNAMICS: 30 2.1.1. REGIONAL CONTEXT 30 2.1.2. DISTRICT DEMOGRAPHIC ANALYSIS 33 2.1.3. AGE AND SEX STRUCTURE 34 2.1.4. EDUCATION LITERACY AND EDUCATION LEVELS 35 2.1.5. HUMAN DEVELOPMENT INDEX 36 2.1.6. POVERTY ASPECTS IN GERT SIBANDE 37 2.1.7. UNEMPLOYMENT AND EMPLOYMENT LEVELS 38 2.1.8. GERT SIBANDE ECONOMY 40 1

2.1.9. NATURAL ENVIRONMENT 41 3.1. KPA1: MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT 45 3.1.1. MUNICIPAL POWERS AND FUNCTIONS 45 3.1.2. ORGANIZATIONAL DESIGN 49 3.1.3. SKILLS DEVELOPMENT AND CAPACITY BUILDING 52 3.1.4. ICT SERVICES 52 3.1.5. KEY ISSUES TO BE ADDRESSED ON KPA 1 55 3.2. KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT56 3.2.1. DISTRICT COMMUNITY HEALTH AND WELLNESS 56 3.2.2. MUNICIPAL HEALTH AND ENVIRONMENTAL SERVICES 64 3.2.3. GERT SIBANDE LIBRARY SERVICES 70 3.2.4. SAFETY AND SECURITY 71 3.2.5. DISASTER MANAGEMENT 72 3.2.6. ACCESS TO SERVICES: REGIONAL DISTRIBUTION 74 3.2.7. RUDIMENTARY WATER SUPPLY (RURAL AND FARM AREAS INCLUDING SCHOOLS) 78 3.2.8. WATER CONSERVATION AND WATER DEMAND MANAGEMENT 78 3.2.9. SCIENTIFIC SERVICES 80 3.2.10. ROADS AND COMMUNITY FACILITIES 83 3.3. KPA 3: LOCAL ECONOMIC DEVELOPMENT 85 3.3.1. UNEMPLOYMENT AND EMPLOYMENT LEVELS 85 3.3.2. SECTORAL EMPLOYMENT AND OUTPUT 90 3.3.3. GSDM SOCIO -ECONOMIC ANALYSIS (STATE OF DEVELOPMENT) 91 3.3.4. REGIONAL ECONOMIC GROWTH AND SPATIAL FEATURES 93 3.3.5. GERT SIBANDE TOURISM CORRIDOR 96 3.3.6. POTENTIAL ECONOMIC DEVELOPMENT CORRIDORS 98 3.3.7. CLIMATE CHANGE IMPACT 99 3.3.8. ECONOMIC DEVELOPMENT OBJECTIVES 100 3.3.9. COMPREHENSIVE RURAL DEVELOPMENT PROGRAMME 101 3.3.10. DISTRICT IMPLEMENTATION PROGRAM 103 3.3.11. EXPANDED PUBLIC WORKS PROGRAMME 104 3.4. KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT 106 3.4.1. CREDIT CONTROL AND DEBT COLLECTION STRATEGY FOR LOCAL MUNICIPALITIES 107 3.4.2. SUPPLY CHAIN MANAGEMENT AND THE INTRODUCTION OF THE CENTRALIZED SUPPLIER DATABASE AND E-TENDER PORTAL 109 3.4.3. FINANCIAL VIABILITY 110 3.5. KPA5: INTERGOVERNMENTAL RELATIONS, GOOD GOVERNANCE AND PUBLIC PARTICIPATION 112 3.5.1. INTERFACE BETWEEN IGR, COMMUNICATION AND PUBLIC PARTICIPATION 112 3.5.2. COMMUNITY DEVELOPMENT WORKERS (CDWS) 113 3.6 KPA 6: SPATIAL DEVELOPMENT ANALYSIS AND RATIONALE 116 3.6.1 LAND USE MANAGEMENT 119 3.6.2 HUMAN SETTLEMENTS: 120 2

3.6.3 SUPPORT PROVIDED TO MUNICIPALITIES 123

CHAPTER 4: GSDM PERFORMANCE MANAGEMENT SYSTEM 125

4.1. ORGANIZATIONAL PERFORMANCE MANAGEMENT SYSTEMS 125 4.1.1. ORGANIZATIONAL PERFORMANCE MANAGEMENT 125 4.1.2. PERFORMANCE MANAGEMENT FRAMEWORK 126 4.2. RISK MANAGEMENT 128 4.3. ANTI -FRAUD AND ANTI - CORRUPTION POLICY 130

CHAPTER 5: STRATEGIC GOALS, STRATEGIC OBJECTIVES, PROJECTS & PRIORITIES 132

5.1. GSDM IDP STRATEGIC GOALS, OBJECTIVES & PRIORITIES 132 5.2. IDP SCORE CARD 140

KPA 1: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL TRANSFORMATION 140

KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT 146

KPA3: LOCAL ECONOMIC DEVELOPMENT 161

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT 164

KPA 5: INTERGOVERNMENTAL RELATIONS, GOOD GOVERNANCE AND PUBLIC PARTICIPATION 167

IDP KEY PERFORMANCE INDICATOR DEFINITIONS 174

NATIONAL KEY PERFORMANCE INDICATORS 2017/2018 214

CHAPTER 6: GSDM STRATEGIES, SECTOR PLANS, POLICIES AND SWOT ANALYSIS 217

6.1. SECTOR PLANS 217

CHAPTER 7: SECTOR DEPARTMENTS, PARASTATALS, PRIVATE SECTOR PRO 219

7.1. DEPARTMENT OF HUMAN SETTLEMENTS 219 7.2. DEPARTMENT OF AGRICULTURE AND RURAL DEVELOPMENT, LAND AND ENVIRONMENTAL AFFAIRS 229 7.3. DEPARTMENT OF HEALTH 238 7.4. DEPARTMENT COMMUNITY SAFETY SECURITY AND LIAISON 240 7.5. DEPARTMENT OF CULTURE SPORTS AND RECREATION 246 3

7.6. DEPARTMENT OF ENERGY ERROR! BOOKMARK NOT DEFINED.

INTRODUCTIONS

Executive Mayor’s Foreword

Integrated Development Plan Review 2018/19

This Integrated Development Plan (IDP 2018/19) remains the cornerstone of our planning and implementation due to the extensive work that has been put into it.

The year 2018 has been declared the centenary celebration (100) year of Nelson Mandela, it is a year of Unity Renewal and Jobs. Nothing will be more befitting in the celebration of the life of this hero than achieving these afore-mentioned goals during this year. His dedication to the freedom of South African people is unquestioned; he bared his life and soul for the people of this country so that they may be free someday. His humility, grace, forgiving and caring nature remains a pillar of strength for all the people of South Africa. As Gert Sibande District Municipality we are envisioned and deeply inspired to follow on the footsteps of this Giant.

Our plan has allowed us to implement our programmes and projects with confidence because of the credibility of our 5 year Integrated Development Plan. As we review our IDP we are certain that the adjustments will be minimal and will be in-line with our current programmes and projects. The public participation and izimbizo programmes spearheaded by both the Executive Mayor and the speaker, have took us to every part of our district and have continually enforced our commitments to the emancipation of our people.

Delivering quality infrastructure to our people remains at the pinnacle of our commitment to service delivery. The RBIG schemes in Lusushwana and Amsterdam are in track to be completed in time. This will allow us to speed up the connection of our people to clean, safe and drinkable water. Our laboratory accreditation has also given us confidence that we will be able to produce the desired results with speed.

Other projects such as community halls renovations, maintenance of high mast light and pothole patching have been going well and will continue to feature in our 5 year plan. The road blading and regravelling project is also a critical feature in the improvement of the places where our people live. This is one of the projects that will receive a lot of support even from the province.

We will continue to focus on improving on our bursary scheme to make sure that our kids go to school, Nelson Mandela once said “Education is the most powerful weapon, which you can use to change the world” these words go a long way in assuring us that we are on the right track. There are many other programmes that the District is involved in, and all of these programmes are aimed at fighting all the inequalities in our communities. These programmes are the Mayoral Super cup, the famous GSDM Marathon and many more. The youth of Gert Sibande District is always close to our hearts in the District, we are therefore compelled to have programmes that are going to open employment opportunities. These programmes are driven by the youth manager in the office of the Executive Mayor. Women, children and people living with disability are also catered for in the office of the Executive Mayor.

We will continue to work hard in order to change the lives of our people; the values that were shown by leader like Nelson Mandela will continue to give us strength even when all seems lost.

…………………………………. COUNCILLOR M.G. CHIRWA EXECUTIVE MAYOR 5

Municipal Manager’s Overview

Integrated Development Plan Review 2018/19

As we are about to embark to a new Financial Year 2018/19, it is the requirement of the Municipal Systems Act (Act 32 of 2000) that each municipal council, within the prescribed period after the start of its elected term, must adopt a process set out in writing to guide the planning, drafting, adoption and review of its Integrated Development Plan (IDP). The IDP is a strategic plan that guides and informs all planning processes, activities, decision making, budgeting and management in the municipality. According to Section 34 of the Municipal System Act (Act 32 of 2000) a municipal council must review its IDP Annually.

The IDP is the key instrument to achieve developmental local governance for decentralised, strategic, participatory, implementation orientated, coordinated and integrated development. Preparing an IDP is not only a legal requirement in terms of the legislation but it is actually the instrument for realising Municipalities’ major developmental responsibilities to improve the quality of life of citizens. It seeks to speed-up service delivery by securing a buy-in of all relevant role-players and provides government departments and other social partners with a clear framework of the Municipality’s development trajectory to harness implementation efforts.

Integrated development planning also promotes intergovernmental co-ordination by facilitating a system of communication and co-ordination between local, provincial and national spheres of government. Local development priorities, identified in the IDP process, constitute the backbone of the local governments’ budgets, plans, strategies and implementation activities. Hence, the IDP forms the policy framework on which service delivery, infrastructure development, economic growth, social development, environmental sustainability and poverty alleviation rests. The IDP therefore becomes a local expression of the government’s plan of the government’s plan of action as it informs and is informed by the strategic development plans at national and provincial spheres of government.

In terms of Section 26 of the Municipal Systems Act, the core components of an IDP are:  The Municipal Council’s vision for the long term development of the Municipality with special emphasis on the Municipality’s most critical development and internal transformation needs;  an assessment of the existing level of development in the Municipality, which must include an identification of communities which do not have access to basic Municipal Services;  The Council’s development priorities and objectives for its elected term, including its local economic development aims and its internal transformation needs;  The Council’s development strategies which must be aligned with any National or Provincial Sectoral Plans and planning requirements binding on the Municipality in terms of legislation;  A spatial development framework which must include the provision of basic guidelines for a land use management system for the Municipality;  The Council’s operational strategies;  Applicable disaster management plans;  A financial plan, which must include a budget projection for at least the next three years; and  The key performance indicators and performance targets determined in terms of the Performance Management System.

Guiding Criterions Within the multitude of government policy frameworks, legislation, guidelines and regulations that seek to advocate for the path, pace and direction for the country’s socio-economic development agenda, the section below focuses on Vision 2014; Popular Mandate across Spheres of Government;); the National Development Vision 2030 (NDP); Mpumalanga Vision 2030; National Growth Path; the Mpumalanga Growth Path; Millennium Development Goals; State of the Nation Address (SONA); sustainable development goals (SDG’s) and State of the Province Address (SOPA).

Dr Nelson Mandela once said “For to be free is not merely to cast off one’s chains, but to live in a way that respects and enhances the freedom of others”

………………….……….. C.A. HABILE MUNICIPAL MANAGER

CHAPTER 1: EXECUTIVE SUMMARY

1.1 Background and Mandate

The objectives of Local Government are based on a co-operative governance framework that encourages participation of all Local Councils within the District, as well as the Provincial and National spheres of Government, in public policy setting, development planning and the delivery of services.

The Constitutional Mandate for Municipalities is that they strive, within their financial and administrative capacity to achieve these objectives, and carry out the developmental duties assigned to Local Government. Municipal Councils therefore take charge of the following principal responsibilities:

 The provision of democratic and accountable government without favour or prejudice.  To encourage the involvement of the local community.  To provide all members of the local community with equitable access to the municipal services that they are entitled to.  To plan at the local and regional levels for the development and future requirements of the area.  To monitor the performance of the Municipality by carefully evaluating Budget reports and Annual reports to avoid financial difficulties, and if necessary, to identify causes and remedial measures for the identified Financial and Administrative challenges.  To provide services, facilities and financial capacity, within the guidelines provided by the Constitution and Legislative Authority.

Integrated development planning is a process through which a District Municipality, its constituent local municipalities, other government Sector Departments, various service providers, and interested and affected parties come together to identify development needs, and to outline clear objectives and strategies which serve to guide the allocation and management of resources within the Municipality’s jurisdictional area. From this planning process emanates the Municipal Integrated Development Plan (IDP), with its main objective being the improvement of coordination and integration of planning, budgeting and development within the municipal area. As a five (5) year budgeting, decision-making, strategic planning and development tool, the IDP is used by the Municipality to fulfil its role of ‘developmental local governance’. Central to this are the overarching objectives and strategies encapsulated in the plans which guide the Municipality in the realm of:

Municipal Budgeting;  Institutional restructuring in order to realize the strategic intent of the plan;  Integrating various sectors in the form of Infrastructure, Land Use, and Agriculture with Socio-economic and Ecological dimensions; and  Performance Management System 8

This document therefore represents the Revised Integrated Development Plan as prepared by the Gert Sibande District Municipality (GSDM) as part of its 2017/18 IDP Review process. It is submitted and prepared in fulfilment of the Municipality’s legal obligation in terms of Section 34 of the Local Government: Municipal Systems Act, 2000 (MSA Act 32 of 2000).

1.2. POLICY AND LEGISLATIVE CONTEXT

In addition to the legal requirement for every Municipality to compile an Integrated Development Plan as referred to in section 1 above, the Municipal Systems Act, Act 32 of 2000 (MSA) also requires that:

 the IDP be implemented;  the Municipality monitors the implementation of the IDP;  the Municipality evaluates its performance with regard to the IDP’s implementation; and  the IDP be reviewed annually to effect improvements where necessary.

Section 34 of the Act deals with the Review and Amendment of the IDP and states that:

The Municipal Council:  Must review its Integrated Development Plan annually in accordance with an assessment of its performance measures in terms of Section 41 and;  To the extent that changing circumstances so demand and;  May amend its Integrated Development Plan in accordance with the prescribed process

The annual review process thus relates to the assessment of the Municipality’s performance against organisational objectives as well as implementation delivery, and also takes into cognisance any new information or change in circumstances that might have arisen subsequent to the adoption of the previous IDP. The review and amendment process must also adhere to the requirements for public participation as articulated in Chapter 4 of the MSA (2000).

In terms of the IDP Review Guidelines, IDPs are reviewed based on four primary areas of intervention, i.e. Annual IDP Review, the IDP Process, Amendments in Response to Changing Municipal Circumstances, and Comment from the MEC.

The process described and outlined in Figure 1 below represents a continuous cycle of planning, implementation, monitoring and review. Implementation commences after the Municipal Council adopts the Final Draft IDP and Budget for the subsequent financial year and Implementation feeds into the Performance Management System of the municipality. Public Participation remains pivotal throughout the process of the IDP as graphically illustrated on Figure 1 below.

Figure 1: IDP drafting and review process

1.2.1. National and Provincial Frameworks governing GSDM

Development in South Africa is broadly guided and directed by a wide range of legislation. Some legislation is sector specific e.g. housing, transport and environment, while others are more generic in nature, focusing on planning processes, alignment of planning processes and proposals, and the legal requirements pertaining to plans to be compiled.

In addition to existing legislation, a range of National, Provincial and Local development policies and plans exist to further guide and direct development in South Africa. Some of these are of particular importance in developing an Integrated Development Plan for the Gert Sibande District Municipality. The following section briefly deals with each of these, and highlights the most salient aspects emanating from the aforementioned policies/plans.

1.2.2. National Spatial Development Perspective (NSDP)

The National Spatial Development Perspective was initiated in 1999 with the aim of not only providing a strategic assessment of the spatial distribution and socio-economic characteristics of the South African population, but gaining a shared understanding of the distribution of economic activities and potential across the South African landscape. Based on the research conducted, and with key trends and issues identified, the NSDP currently delineates a number of guidelines for infrastructure investment in South Africa.

The rationale behind the guidelines is rooted in the argument that instead of investing in physical infrastructure to improve the quality of life of people living in low productivity areas, government should rather invest in people. The logic of the latter argument is that investing in people is a more efficient use of government resources. Investing in people potentially results in increased opportunities and choice to relocate to high growth areas. Investing in places can leave people trapped in low growth areas without any guarantee that this will attract new investment into the area.

Hence, in essence, the NSDP argues that government’s social objectives will be best achieved through infrastructure investment in economically sustainable areas with proven development potential. Therefore, areas displaying little or no potential for growth should only be provided with the constitutionally mandated minimum levels of services, and the focus of government spending should rather be on the people, i.e. social development spending. Social development spending may involve developing labour market intelligence, human resource development, health and social transfers. Crucially, this kind of “development spending” is specifically aimed at enabling the South African population, particularly youth located in areas in which they have no hope of finding employment, to gradually gravitate to areas with high economic potential.

Emanating from the broad philosophy and actions put forward by the NSDP, five principles to guide development decisions have also been formulated. A brief summary of each principle is given below:

Principle One: Economic growth is the prerequisite for the achievement of other policy objectives such as poverty eradication and equitable development.

Principle Two: Government infrastructure investment – beyond basic service delivery – will be in areas of high development potential or economic growth. Focusing future settlement and economic development opportunities into activity corridors and nodes adjacent to, or linked to main growth centres.

Rather increase the footprint of existing urban areas through incremental development and densification than to initiate new Greenfield developments far removed from all existing infrastructure and economic activity.

Principle Three: Efforts to address inequalities should focus on people and not places.

Principle Four: Areas with high levels of poverty and high development potential should receive investment beyond basic services to exploit this potential.

Principle Five: Areas with high levels of poverty and low development potential should receive investment to provide basic services as well as social transfers, HRD, and labour market information.

By applying and contextualising the NSDP in the Province, the following spatial construct emerges for the Gert Sibande District Municipality from the Mpumalanga Growth and Development Strategy in terms of variations in social need (poverty), economic activity (potential) and environmental sensitivity.

Table 1: NSDP Classification for selected Municipalities in Gert Sibande NSDP Classification Municipal Name A High Levels of Economic Activity Govan Mbeki LM and Lekwa LM (Potential) B High Levels of Poverty Albert Luthuli LM, Mkhondo LM, Pixley Ka Isaka Concentrations Seme LM, Lekwa LM, Msukaligwa LM, Govan Mbeki LM and Dipaleseng LM C Area of Combined Poverty and Govan Mbeki LM, Lekwa LM, Msukaligwa LM, Economic Activity Albert Luthuli LM Mkhondo LM, Dipaleseng LM and Pixley Ka Isaka Seme LM

1.2.3. National Growth Path

The New Growth Path provides bold, imperative and effective strategies to create the millions of new jobs South Africa needs. It also lays out a dynamic vision for how we can collectively achieve a more developed, democratic and equitable economy and society over the medium-term, in the context of sustainable growth.

The shift to a New Growth Path requires the creative and collective efforts of all sections of South African society. It requires leadership and strong governance. It further takes account of the new opportunities and the strengths available, and the constraints to be overcome. It requires the development of a collective action to change the character of the South African economy and ensure that the benefits are shared more equitably among all people, particularly the poor. The following targets have been set nationally, with Mpumalanga Province (including Gert Sibande District Municipality) having to proportionally contribute towards the achievement of these and has done so by initiating projects and programmes in line with these drivers, namely:

Jobs Driver 1: Infrastructure

Jobs Driver 2: Main Economic Sectors

Jobs Driver 3: Seizing the Potential Of New Economies

Jobs Driver 4: Investing In Social and Public Services

Jobs Driver 5: Spatial Development (Regional Integration)

1.2.4. National Development Plan

The National Development Plan envisages an economy that serves the needs of all South Africans – rich and poor, black and white, skilled and unskilled, those with capital and those without, urban and rural, women and men. The Vision is that, in 2030, the economy should be close to full employment, equip people with the skills they need, ensure that ownership of production is less concentrated and more diverse (where black people and women own a significant share of productive assets) and be able to grow rapidly, providing the resources to pay for investment in human and physical capital.

Subsequently, the National Development Plan proposes to create eleven million jobs by 2030 by ensuring that there is an environment which is conducive for sustainable employment and inclusive economic growth consequently promoting employment in labour- 13

absorbing industries. Furthermore ensure the strengthening of government’s capacity to give leadership to economic development through raising exports and competitiveness, and mobilising all sectors of society around a national vision.

1.2.5. Government Outcomes

In January 2010, Cabinet adopted 12 Outcomes within which to frame public-service delivery priorities. Cabinet Ministers accordingly signed Performance Agreements linked to these Outcomes. More detailed Delivery Agreements have since been developed to extend targets and responsibilities to National and Provincial Departments, Agencies and Municipalities.

All Municipalities are expected to consider the 12 Outcomes when reviewing their IDPs and developing their annual Budgets. Below are the 12 Outcomes and the related outputs, together with indicative areas where Mpumalanga Province and Municipalities have a role to play in either contributing directly to the realisation of the Outcomes or facilitate the work of National and Provincial Departments in realising them. Moreover the outcomes which are listed below are further elaborated on in relation to GSDM in the following chapters of the IDP:

OUTCOME 1: Improve ahe Quality Of Basic Education

OUTCOME 2: Improve Health and Life Expectancy

OUTCOME 3: All People In South Africa Protected and Feel Safe

OUTCOME 4: Decent Employment through Inclusive Economic Growth

OUTCOME 5: A Skilled and Capable Workforce to Support Inclusive Growth

OUTCOME 6: An Efficient, Competitive and Responsive Economic Infrastructure Network

OUTCOME 7: Vibrant, Equitable and Sustainable Rural Communities and Food Security

OUTCOME 8: Sustainable Human Settlements and Improved Quality Of Household Life

OUTCOME 9: A Responsive and, Accountable, Effective and Efficient Local Government System

OUTCOME 10: Protection and Enhancement of Environmental Assets And Natural Resources

OUTCOME 11: A Better South Africa, a Better and Safer Africa And World

OUTCOME 12: A Development-Orientated Public Service and Inclusive Citizenship

1.2.6. Medium - Term Strategic Framework

The Medium Term Strategic Framework (MTSF) seeks to identify the major strategic choices that need to be made in order to put the country on a higher trajectory in dealing with poverty and underdevelopment. It is also meant to serve as a backdrop to guide planning and budgeting across the three spheres of government. The document seeks to identify the few critical things that need to be done to define a new course for the country’s development. Among these are the key objectives for 2014 which include:  Reducing poverty and unemployment by half;  Providing the skills required by the economy;  Ensuring that all South Africans are able to fully exercise their constitutional rights and enjoy the full dignity of freedom;  Compassionate government services to the people;  Achieving a better national health profile and massively reduce preventable causes of death, including violent crime and road accidents;  Significantly reducing the number of serious and priority crimes and cases awaiting trial;  Positioning South Africa strategically as an effective force in global relations.

These strategic objectives are broken down into various thematic areas which include a growing economy; sustainable livelihoods; access to services; comprehensive social security; crime and corruption; constitutional rights and governance; and Africa and the world. In order to ensure capacity to meet these objectives, the following critical measures would in terms of the MTSF have to be adopted:  Cooperation among economic partners;  Stronger partnership across all sectors;  Improving the system of monitoring and evaluation;  Focusing on economic development in areas with economic potential; as well as  Recruiting and skilling law-enforcement agencies.

Emanating from the above, the logic of the path of development can be summarised as follow:  The central and main intervention required in the current period is to grow the economy;  The state has to intervene decisively to promote the involvement of the marginalised in economic activity, including sustainable livelihoods;  To the extent that able-bodied South Africans are reliant on welfare grants, these grants should be seen as a temporary intervention which should diminish in the same measure as the economic interventions succeed;  The performance of the state, the campaign against crime, and international relations should improve in the main to promote economic growth and social inclusion.

The MTSF is the linkage between South Africa’s national development planning and the Sustainable Development Goals (SDG’s). The proposed SDGs offer major improvements on the millennium development goals (MDGs) The framework addresses systematic barriers to sustainable development which the MDGs has neglected.

Table 2: MTSF Linkage between South Africa’s national development planning and the SDGs MTSF Strategic Elements Relevant SDGs Strategic Speeding up growth and transforming the economy to SDG 1, SDG 2, Priority 1 create decent work and sustainable livelihoods SDG 8 , SDG 17 Strategic Massive programme to build economic and social SDG 9,SDG 7, Priority 2 infrastructure SDG 1 Strategic Comprehensive rural development strategy linked to land SDG2 , SDG1 , Priority 3 and agrarian reform and food security SDG Strategic Strengthen the skills and human resource base SDG 4, SDG 5 Priority 4 Strategic Improve the health profile of all South Africans SDG 1, SDG 3, Priority 5 SDG 6, Strategic Intensify the fight against crime and corruption SDG 5, SDG Priority 6 4,SDG 8, SDG 16 Strategic Build cohesive, caring and sustainable communities SDG 6, SDG 11, Priority 7 SDG 14, SDG 15, SDG 16 Strategic Pursuing African advancement and enhanced international SDG 10, SDG 17 Priority 8 cooperation Strategic Sustainable resource management and use SDG 6, SDG 7, Priority 9 SDG 12,SDG 13, SDG 14, Strategic Building a developmental state, including improvement of SDG 1, SDG 4, Priority public services and strengthening democratic institutions SDG 5, SDG 17 10

1.2.7. Mpumalanga Growth and Development Path

The primary objective of the Mpumalanga Economic Growth and Development Path (MEGDP) is to foster economic growth that creates jobs, reduces poverty and inequality in the Province. The following are the main economic sectors (all of which occur in the Gert Sibande District) that have been identified as pivotal in spurring economic growth and employment creation:  Agriculture and forestry  Mining and energy  Tourism and cultural industries  The Green Economy and ICT 16

 Manufacturing and beneficiation.

Agriculture

Key areas for intervention to facilitate growth and job creation in the agricultural sector include:  Massive drive on infrastructure development  Massive drive in skills development.  Comprehensive support to small-scale farmers and agri-businesses.  Fast-track the settlement of the outstanding land claims.  Optimal utilisation of resituated and distributed land.  Increase acquisition of agricultural land for the previously disadvantaged.  Revisit current legislation to create balanced development in areas of competition between mining and farming.  Assistance (technical, material and finance) to identified Agricultural co-operatives in traditional areas as well as the establishment of the fresh produce market in the District.

Forestry  Key areas for intervention to facilitate growth and job creation in the forestry sector include:  Resolving water issues to foster expansion in the forestry industry.  Accelerating settlement of land claims under forestry.  Comprehensive support to SMMEs, particularly cooperatives.  Investing in infrastructure.

Mining

Key areas for intervention to facilitate growth and job creation in the mining industry are as follow:  Upgrading and maintenance of the coal haulage network.  Increase the level of higher skilled graduates.  Expand the water network and increase reliance on water transfer schemes.  Increase South Africa’s load and improve alternate energy supply.  Establishment of a mining supplier park to enhance enterprise development in the province.  Resolve land claims to release land for development.

 Comprehensive support to small-scale mining enterprises to exploit opportunities presented by corporate social investment initiatives, retreatment of sub-economic deposits and dumps, and dimension stones.  Improving rail haulage of minerals to reduce shipping costs(currently done by road) 17

Energy industry

Key areas for intervention to facilitate growth and job creation in the manufacturing sector comprise:  Invest in industrial infrastructure to encourage enterprise development.  Enhance skills development, especially in the areas of engineering, artisan, business and project management.  Provide comprehensive support to SMMEs development.  Supporting the development of clean forms of energy like wind and hydro power generations opportunities including gas production from landfill and organic waste.

Tourism and cultural industries

Key areas for intervention to facilitate growth and job creation in the tourism and cultural industries include the following: Broadening and diversifying the primarily nature-based tourism product offerings of Mpumalanga into more mainstream segments of the market such as sports events, business/conference meetings, theme/amusement park, and subsequently grow the economy that create jobs, the following key interventions will be critical:

 Sustained investment in all aspects of the industry – new products, destination marketing, human capital development in the service industry.  Investing in economic infrastructure, e.g. airport, International Conference Centre, sports Academy, roads for tourism routes, etc.  Comprehensive support to SMMEs to exploit opportunities in the tourism and cultural industries.  Supporting critical heritage events e.g. Gandhi centenary commemoration.

The Green Economy and ICT

Key areas for intervention to facilitate growth and job creation in the green economy and ICT are:  Invest in research for new technologies to promote green economy.  Invest in infrastructure for ICT development.  Train and assist SMMEs to provide them with the necessary tools for moving their businesses on-line.

Regional and international cooperation

The Growth Path also states that the proximity of Mozambique, Swaziland and the other SADC countries, including the memoranda of understanding signed with few overseas 18

countries, provide Mpumalanga with regional and international trade, investment and tourism opportunities.

With regard to neighbouring countries, road, rail and air infrastructure is key in terms of facilitating trade and other economic opportunities – e.g. border posts between Gert Sibande District Municipality and Swaziland and improve railings in line with recent Cabinet pronouncement.

Infrastructure as a major job driver

Infrastructure development is one of the key drivers for economic growth and job creation. All the sectors that have been discussed above rely, in the main, on infrastructure development for their own growth and development. Investment in massive infrastructure development by both government and the private sector will go a long way in terms of unlocking opportunities for economic growth and development, including massive jobs. In essence, for the Economic Growth and Development Path to succeed, infrastructure development will be critical.

The Mpumalanga Infrastructure Development Plan (MIDP) which is currently underway will guide the province with regard to the rollout of infrastructure projects. The Plan is covering both the economic and social infrastructure and should be completed during 2012. What is also worth noting is that the Expanded Public Works Programme will feature highly as part the roll-out of the Infrastructure Plan. The following projects are listed as priority Economic Infrastructure projects for Mpumalanga Province in the Mpumalanga Growth Path.

1.2.8. Integrated support plan (ISP) for accelerated municipal service delivery

This Integrated Support Plan for Local Government is developed by the Mpumalanga Department of Cooperative Governance and Traditional Affairs (COGTA) to ensure that all municipalities (including Gert Sibande District Municipality) in the Mpumalanga Province are Functional and provide services to communities in a sustainable manner both now and in the future. A Functional Municipality is defined in this ISP as a municipality that successfully, strive within its Financial and Administrative Capability to achieve the five objects of Local Government as set out in Chapter 7 of the Constitution including the Object on Financial management as outlined in the MFMA which are:  To provide democratic and accountable government for local municipalities  To ensure the provision of service to communities in a sustainable manner  to promote social and economic development  to promote a safe and healthy environment  to encourage the involvement of communities and community organisation in matters of local government

 To secure sound and sustainable management of the fiscal and financial affairs of municipalities and municipal entities by establishing norms, standards and other requirements

Mpumalanga Province consists of 16 Local Municipalities, a metro and 3 District Municipalities that have a myriad of challenges ranging from:

 None provision of democratic and accountable Government for Local communities  Erratic provision of basic services to communities in a sustainable manner  Promotion of social and economic development not adequate  Inadequate Promotion of a safe and healthy environment  Lack of encouragement of involvement of communities and community organisations in the matters of local Government  Sound and sustainable Financial management inadequate

Tasks that were developed to take South Africa forward during the next 5 years:

 Back to Basics: Setting clear benchmarks of performance in our efforts to ensure that all municipalities perform their basic responsibilities, every day, without fail;  Responding vigorously to the immediate crises;  Understanding and responding to the structural challenges;  Continuing to build resilient local government institutions; and  Collectively constructing more rigorous systems of intergovernmental relations/ planning and delivery.

1.2.9. Back to Basics

Governance  All municipal council structures must be functional - meet regularly;  Clear delineation of roles and responsibilities between key leadership structures of the municipality (Mayor, Chief Whip, Speaker and MM)  Oversight committees must be in place and perform their responsibilities, without any interference, e.g. Audit Committee and MPAC’s; and  Transparency, accountability and regular engagements with communities.

Administration  All municipalities enforce competency standards for managers and appoint persons with the requisite skills, expertise and qualifications;  All managers sign performance agreements; and  Implement and manage performance management systems.

Sound Financial Management  All municipalities have a functional financial management system; 20

 Rigorous Internal controls;  Cut wasteful expenditure;  SCM structures and controls with appropriate oversight;  Cash-backed budgets;  Post Audit Action Plans are addressed; and  Act decisively against fraud and corruption.

Community engagements and participation: putting people first  All Councillors report regularly to their wards;  Municipalities have clear engagement platforms with communities, e.g. ward level service delivery plans, IDPs and budget report backs; and  Transparent, responsive and accountable processes to communities, etc.

Basic Service Delivery: creating conditions for decent living  To ensure that municipalities develop new infrastructure at a faster pace whilst adhering to the relevant standards, and to enable them to improve operations and maintenance of existing infrastructure to ensure continuity of service provision.

1.2.10. Municipal Standard Chart of Accounts (MSCOA)

The Minister of Finance promulgated Government Gazette No 37577, Municipal Regulations on Standard Chart of Accounts, effective 01 July 2017. The regulation seeks to Provide a National Standard for uniform recording and classification of municipal budget and financial information at a transactional level in order to:  Improve compliance with budget regulations and accounting standards;  Better inform national policy coordination and reporting, benchmarking and performance measurement.  Repercussion of non-compliance with Regulation by 1 July 2017 will result in Grant Funding stopped.

Benefits of MSCOA include:  Accurate recording of transactions, therefore reducing material misstatements,  Reduce the month/year end reconciliation processes and journals processed,  Improve quality of information for budgeting and management decision making,  Improve oversight function by Council as the required information will be tabled for policy decisions, tariff modelling, and monitoring,  Ensure alignment and implementation of the IDP as all expenditure, both capital and operating, will be driven from a project and  Improve measurement of the impact on service delivery and the community.

1.3. Strategy Development

1.3.1. SWOT Analyses

Strengths Weaknesses • Institutional and legislative system in • Insufficient professionals and artisans place to provide efficient services to provide equitable and quality • Libraries present in all 7 local service to the community municipalities • Lack of personnel capacity to support • Approved Organisational Structure LMs • Good Governance structure are in • Inadequate functioning of the Disaster place and functional management and fire services • Functional Regional IGR structures • Inconsistent provision of library • Effective Performance Management service Systems (OPMS and IPMS) • Insufficient funds to meet all service • All Section 54A and 56 positions delivery requirements filled • Lack of succession plan • Most sector plans and strategies are • Lack of Employee Assistance in place Programme • Fixed grant income • Lack of procedure manuals • Generating more income from our • Long turnaround time on filling investments vacancies • Timely payment of creditors to avoid • Lack of service delivery infrastructure penalties and interests maintenance • Good partnership with Traditional • Non-compliance with some statutory Leaders, Sector Departments and guidelines other stakeholders • Poor integration among stakeholders and role players that are involved in planning and development • Inadequate By-law enforcement • Dependence on grant income with lower increase percentage than the increase in the expenditure • Poor planning and weak controls • Lack of basic understanding of the mSCOA (practical exposure) • Road infrastructure continuously damaged by heavy trucks

Opportunities Threats

• The District has a potential to be a • Uncertainty and instability created by Water Service Authority - In end of section 54A and 56 contracts accordance with Section 156(1) (d) of • High rate of protests by communities the Constitution within the District resulting in damage

• Aggressive deployment of technology to infrastructure • Sourcing of more grants to expand • Inconsistent attendance of IGR services and infrastructure Structure meetings development • Ageing infrastructure leading to • Potential for better integration and collapse in service provision coordination with LMs and the Sector • High losses on electricity and water Departments resulting in a loss of potential revenue • Potential for internal research for LMs capacity • Pollution speeding the negative • Availability of natural resources to effects of climate change support economic development (land • Mining operations threatening food for agriculture, tourism, minerals etc.) security • Planning ahead to avoid land use • Increased unrest caused by conflicts inequitable resource allocation • Low vacancy rate provides a • Inability to recruit and retain skilled potential to strengthen internal personnel. controls • Exorbitant prices by service providers • Internal support staff that will assist (value for money for procurement) challenges faced by local • High level of debts by the LMs municipalities • Increased level of unemployment • Opportunity to generate more income resulting from possible disinvestment from the laboratory by Eskom • Creation of talent pool through GSDM Bursary. • Industrial businesses to assist in funding some of the infrastructure investments

1.3.2. Vision

A community driven district of excellence and development

1.3.3. Mission To support and coordinate our local municipalities to provide excellent services and development

1.3.4. Corporate Values

Implementing the above, the Gert Sibande District Municipality subscribes to the following corporate values:  Customer Focus  Accountability  Responsiveness  Excellence

 Service Oriented

1.4. IDP Planning Process The Gert Sibande District Municipality Council approved and adopted a Framework for the drafting of the 2017/22 IDP for its area of jurisdiction. This was followed by Process Plans being developed by the seven (7) constituent Local Municipalities for their respective IDP Review processes. These plans were adopted to dictate the process followed in developing this IDP.

During the development cycle, changes to the IDP process and content have been necessitated due to:

 Institutional Issues;  Amendments in response to changing circumstances;  Needs to improve the IDP process and content;  Mainstreaming of Transversal programmes

1.4.1. District IDP Framework Plan

The District Framework Plan was formulated and adopted to serve as a guide to all of the local municipalities within the GSDM area of jurisdiction, in the preparation of their respective Review Process Plans. In brief, the District Framework Plan outlines the time frames of scheduled events/activities, structures involved, and their respective roles and responsibilities during the review process.

The GSDM Framework which was formulated and adopted by Council further outlines the way in which the GSDM embarked on its own IDP drafting Process from its commencement in August 2016 which will be fully approved by council during the month of May 2017.

The following structures guided the IDP Management and Review Process within the GSDM:

 IDP Representative Forums  IDP Steering committees  IDP Management Committees

The aforementioned structures were utilized during the IDP process in accordance with the roles and responsibilities assigned to them as stipulated in the table below:

Organisational Arrangements for Organised Public Participation NO. ROLE PLAYERS ROLES AND RESPONSIBILITIES 1. Municipal Council The District Council will approve the reviewed IDP. Will consider the Framework/Process Plan which should set out

NO. ROLE PLAYERS ROLES AND RESPONSIBILITIES the process for the new IDP cycle. 2. Executive Mayor The Mayoral Committee must: and Mayoral Decide on the Framework/Process Plan for IDP Review. Committee Responsible for overall management, co-ordination and monitoring of the review process, and may assign responsibilities to the Municipal Manager. Submit reviewed IDP framework and draft IDP to Council. Develop terms and criteria for Representative Forum. Give political direction. 3. Municipal Manager The Municipal Manager is responsible for the management and co- with delegated ordination of the preparation of the IDP process which include but powers to the not limited to the following: Senior Manager Responsible for the day to day management of the planning Planning framework/process plan and ensuring that timeframes are being adhere to and resources are managed effectively and efficiently. Co-ordinate the involvement of all different role players. Ensuring the horizontal and vertical alignment in the planning process, including Sectors. Ensure that the links between the processes of performance management, monitoring, evaluation and review are maintained. Ensuring compliance with National and Provincial requirements and legislations. Ensure appropriate participation of all the relevant Stakeholders. Ensure proper documentation of outcomes. Chairing the Steering Committee, Technical Committee. Management of Service Providers. 4. IDP Steering Framework/Process Plan management structure. Committee Allocation of duties and monitoring. Overall management including the appointment of technical consultants. Decision on roles and responsibilities. Commission research studies and recommend appointment of service providers. Decide on matters to be referred to IDP Forum for alignment and integration purposes. 5. IDP Representative The Executive Mayor or Representative chairs the forum meetings. Forum Constituted of all the Executive Mayors/ Municipal Managers/ MMC Responsible for IDP/IDP managers/ coordinators/CBO’s/NGO’s/Business Forums/ Community Forums/ Youth /Woman/ Disabled Org./ Political parties /Traditional

NO. ROLE PLAYERS ROLES AND RESPONSIBILITIES Leadership, GSDM GIS Manager. This Forum consists of community participation structure/stakeholders in their respective organised formations, to represent the interests of all stakeholders and ensure proper communication to guarantee representative and collaborative participation during the review process. Provide an organizational mechanisms for discussion, negotiations and decision making between the stakeholders including municipalities and government departments during the Municipal process. Monitor the performance of the planning and implementation process. Make recommendations to Council on planning and development priorities.

6. IDP Sectoral Each municipality will be represented by the head of department or Forums second in charge in the department and senior representatives Air Quality from sector departments operating within the District. The IDP Stakeholders Forum Sectoral Forums will be responsible for: Authorities Air Advising the Steering Committee on terms of reference for the Quality Forum various planning activities; CFOs Forum Deliberate on reports and consider inputs from the relevant Corporate stakeholders. (study teams and consultants, and also inputs from Services/HR Forum provincial sector on sector departments and support providers); Disaster processes, summarizes and document outputs; Management Forum consider and report on department outputs; District makes content recommendations; Communications prepare, facilitate and document meetings; Forum Provide sectional IDP progress report on quarterly basis; District Planners Discuss challenges encountered and recommend possible Forum solutions within their respective line functions; Environmental ensure alignment regarding relational matters, and agree on the Health Practitioners programme of action to be pursued towards achieving goals as Forum articulated in the respective Municipal IDPs; Food Control Forum Use the 5 Year LGSA as the basis of their discussions and HIV/AIDS Council information assimilation and dissemination tool; HOD Technical Provide technical guidelines on environment and Municipal health Forum issues, provide assessment of district state in terms of compliance Pollution and Waste and pollution matters; Forum Coordinate planning, support, regulatory issue, compliance and

NO. ROLE PLAYERS ROLES AND RESPONSIBILITIES Transport Forum enforcement of environmental laws by all authorities; Coordinate stakeholder participation, implementation guidance and awareness, to provide platform for stakeholders to raise common issues or concerns, to mobilise support and participation on government programmes and give feedback; Coordinate planning, support, regulatory issue, compliance and enforcement of environmental laws by all authorities 7. IDP Technical Will be chaired by the District Municipal Manager or a designated Committee Official. Consists of all Municipal Managers and Heads of Departments as well as representatives from sector departments. Will deal with matters relevant and relating to District wide issues. Consider District wide programs and integration to PGDS. Consider and advise the IDP Representative Forum on the evaluation of sector plans. Attend to the alignment of the Local IDPs to that of the GSDM. Deliberate on inter-sectoral programmes and recommends to the Representative Forum. Give advice to municipalities and foster sectoral alignment. Will timeously report on progress which will then be forwarded to the Steering Committee. 8. IDP Management Will be responsible for, among others, the following functions: Committee Chaired by the GSDM IDP Manager and consisting of all the IDP Directors/Managers from the seven (7) Local Municipalities. Harness shared understanding of development between the Local and District Municipalities during the IDP implementation and review as well as other planning processes. Support the planning and implementation management process of local municipalities and District municipality. Establish and maintain close links with public and private service providers for proper programme alignment in municipal planning. Provide information to municipalities on relevant national and provincial policy and legislative frameworks. Organize/conduct relevant training events for municipalities to build their planning and implementation management capacity. Liaise with donors and other state agencies for funding the municipalities.

1.4.2. Summary of Community/ Stakeholder Participation The GSDM has hosted IDP/ Budget consultation meetings during which the District meet each local municipality with the aim of emphasizing Government’s commitments via programmes such as the Medium Term Strategic Framework priorities, presenting the draft 27

GSDM IDP, improvement in service delivery, and ensuring better life for all District residents within the constituent Local Municipalities. The following table reflects the GSDM IDP/ Budget consultation meetings programme.

GSDM IDP/Budget Consultation Schedule

Municipality Venue Dates Time People Expected Chief Albert Luthuli Glenmore Community Hall 18/04/2018 10:00 350 Dipaleseng Grootvlei Community Hall 24/04/2018 14:00 200 Dr Pixley Isaka Ka Seme Daggakraal Community Hall 17/04/2018 14:00 200 Govan Mbeki Bethal Town Hall 19/04/2018 10:00 350 Lekwa Thuthukani Community Hall 24/04/2018 10:00 250 Mkhondo Driefontein Community Hall 25/04/2018 10:00 350 Msukaligwa Ermelo Town Hall 19/04/2018 14:00 250

The major issues recorded in each of the respective municipalities during this IDP/ Budget consultation meetings are summarized as follow:

Community Issues Raised

Municipality Issues raised during Public Consultations Chief Albert Luthuli  Potholes patching  Invest more on cooperatives  Electrifying of new houses  Servicing of boreholes  Job creation Dipaleseng  Invest more on cooperatives  There is a need to have steady electricity provision  There is a need for running water in Households  There is a need for road repairs Govan Mbeki  Local Economic Development initiatives  Lack of land for Agricultural practices  Invest more on assisting cooperatives meet standard requirements to bid for projects  Poor road conditions  Illegal dumping sites  Apollo street lights in poor state  Youth Development needs to be prioritised  Protection of the elderly from crime  Vandalism on existing infrastructure  Maintenance of sport fields  Land invasion and erection of shacks in Section 25  Increase support to youth in colleges and universities  Lack of assistance at DRDLR Ermelo offices  Maintenance of the cemetery  There is a need for an old age home 28

 There is a need for formalising squatter settlements Lekwa  Increase of drug use amongst the youth  Vandalising of infrastructure at public parks  Sewer spillages are on the rise  There is a need for clean drinking water from household taps.  Need for pothole patching  Contents of closed dumping sites are becoming a nuisance  There is a need for schools catering for people living with disabilities  There is a need to support local artist through donations  There is a need for an old age home  Increase budget for assisting cooperatives Mkhondo  Prioritise the installation of toilets  Proper grading of roads Msukaligwa  There is a need for capacity building for cooperatives  Revitalisation of public swimming pools  Settlements outside the urban are still without water Dr Pixley Isaka Ka Seme  Prioritise the fencing of the cemetery  Investment to small upcoming cooperatives  Proper grading of roads  Poor drainage system at sport grounds  Coordinate assistance from DAFF with farming initiatives

Schedule for other District’s IDP Public Participation structures are table below. IDP MANCOM Date Time Venue 05/05/2018 10:00 GSDM Boardroom 01/11/2018 10:00 Dipaleseng LM Boardroom 07/02/2019 10:00 Mkhondo LM Boardroom 08/05/2019 10:00 Chief Albert Luthuli LM Boardroom

IDP Steering Committee Date Time Venue 09/08/2018 10:00 Boardroom 08/11/2018 10:00 Boardroom 22/02/2019 10:00 Boardroom 10/05/2019 10:00 Boardroom

IDP Representative Forum Date Time Venue 19/09/2018 10:00 Council Chamber 22/11/2018 10:00 Council Chamber 05/03/2019 10:00 Council Chamber 16/05/2019 10:00 Council Chamber

CHAPTER 2: GERT SIBANDE DISTRICT MUNICIPALITY AT A GLANCE

2.1. State of GSDM Development, Environment and District Population Dynamics: This chapter seeks to highlight the state of development in Gert Sibande district municipality looking at the regional context and status quo of development with a focus on certain indicators. Furthermore this chapter is highlights the demographic analysis of the district.

2.1.1. Regional Context

GSDM is demarcated as DC30 as per the Municipal Demarcation Board, and is one of the three (3) District Municipalities that constitute Mpumalanga Province. The District Municipality is bordered by the Ekurhuleni Metropolitan Municipality to the west and Sedibeng District Municipality to the south-west respectively and Thabo Mofutsanyane District Municipality to the south-east. The Ehlanzeni District Municipality is located to the north-east and Nkangala District Municipality to the north, while the Amajuba and Zululand District Municipalities in KwaZulu-Natal Province are located to the south-east, and Swaziland to the east.

Gert Sibande District Municipality is the largest of the three Districts in Mpumalanga Province at 31 841 km², covering 40% of the Mpumalanga Province’s land mass. The western portion of the District mostly comprises typical Highveld vegetation and climate, with the eastern end of the District being more mountainous and characterised by extensive forestry and rural settlements and tribal villages in the north-east in the Albert Luthuli Local Municipality near the Oshoek Border Post with Swaziland.

The concentration of conservation and protected areas also increases towards the east. Apart from the east-west orientated N17/N2 corridor running through the GSDM, there are also two main north-south routes running through the District: the N3 freeway to the west, and the N11 route running through the central part of the District.

The District comprises seven (7) constituent Local Municipalities as depicted in the table below and Map 1 overleaf.

GSDM Local Municipalities Name of Municipality Main Admin Location Area (km²) Chief Albert Luthuli Carolina 5559 Dipaleseng Balfour 2616 Lekwa Standerton 4585 Msukaligwa Ermelo 6017 Mkhondo Piet Retief 4882 Dr Pixley Isaka Ka Seme Volksrust 5227 Govan Mbeki Secunda 2955

Municipal Demarcation Board: Municipalities of South Africa 2010

Gert Sibande District Municipality

2.1.2. District Demographic Analysis

According to StatsSA (2016 Community Survey - CS), Gert Sibande’s population increased from 1 043 194 in 2011 to 1 135 409 people in 2016 – second largest population among the 3 districts in the province and 26.2% of the total population of Mpumalanga in 2016.

Population grew by 92 215 in the relevant period and recorded a population growth rate of 1.9% per annum between 2011 & 2016 – economic growth rate per annum lower than the population growth rate. The population number for 2030 is estimated at more or less 1.5 million people given the historic population growth per annum – will put pressure on the infrastructure, basic service delivery and employment opportunities.

The number of households in Gert Sibande increased from 273 490 in 2011 to 333 815 households (almost 60 000 households increase) in 2016 - represents 27% of the Mpumalanga household figure - household size declining from 3.8 to 3.4 in the same period. Youth population (15-34 years) forms 39.3% of the total population. The share of the female population in 2016 according to the CS was 50.3% and males 49.7%.

GSDM population data and projections Local municipal area Population Average annual population Projected 2030 number growth 2011 (Census) 2016 (CS) 2011-2016 City of Mbombela 655 950 693 369 1.3% 830 801

Mbombela 588 794 622 158 1.3% 745 475

Bushbuckridge 541 248 548 760 0.3% 572 263

Emalahleni 395 466 455 228 3.2% 707 530

Nkomazi 393 030 410 907 1.0% 472 327

Govan Mbeki 294 538 340 091 3.3% 535 796

Thembisile Hani 310 458 333 331 1.6% 416 282

Steve Tshwete 229 831 278 749 4.4% 509 355

Dr JS Moroka 249 705 246 016 -0.3% 235 882

Mkhondo 171 982 189 036 2.1% 252 874

Chief Albert Luthuli 186 010 187 630 0.2% 192 952

Msukaligwa 149 377 164 608 2.2% 223 236

Lekwa 115 662 123 419 1.5% 152 022

Thaba Chweu 98 387 101 895 0.8% 113 920

Dr Pixley Ka Isaka Seme 83 235 85 395 0.6% 92 855

Victor Khanye 75 452 84 151 2.5% 118 903

Umjindi 67 156 71 211 1.3% 85 326

Emakhazeni 47 216 48 149 0.4% 50 917

Dipaleseng 42 390 45 232 1.5% 55 715

Mpumalanga 4 039 939 4 335 964 1.6% 5 533 629 Source: Statistics South Africa, 2016 33

2.1.3. Age and sex structure The age and sex structure of the population is a key determinant of population change and dynamic. The shape of the age distribution is an indication of both current and future needs regarding educational provision for younger children, health care for the whole population and vulnerable groups such as the elderly and children, employment opportunities for those in the economic age groups, and provision of social security services such as pension and assistance to those in need.

Age structure of Gert Sibande District Municipality

Source: Stats SA, Community survey 2016

The figure above clearly depicts that majority of people in the District constitute youth from the age group 15 to 34. This means that focus in terms of investment should be on youth development in order to ensure a sustainable future for all. Gert Sibande DM population exhibits many of the national population characteristics. Women and youth are in the majority and there is a relatively high population dependency. These characteristics have several related implications for socio- economic development which include: A relatively high number of people below the age of 15 means that provision of health, early childhood development, basic education, sports development and recreation must be given a priority in developing the communities within GSDM.

Secondly, the concentration of the economically active population below the age of 35 implies that life skills services enabling ease of access to employment and economic opportunities must reflect a bias towards youth which may include intensive skills development, on the job training etc; the youth, in particular young women are considered to be more vulnerable leading them to social and economic deficit and most often at risk of contracting HIV. Lastly the future size and quality of the economically active population will depend in large part on the ability of Gert Sibande DM to

develop and advocate for the appropriate and requisite skills and most importantly, to retain these skills within the District municipality where practically possible Development Indicators Development indicators refer to the four elements of development namely; education, Human Development Index, Gini co-efficient and poverty levels of the Gert Sibande district municipality. These elements are used to determine if whether development is reached or not.

2.1.4. Education Literacy and Education Levels

The table below indicates that there is an slight improvement in terms of percentage of people enrolling for secondary education but the rate of further education is still low .The figures are not impressive particularly for the District due to the fact that employers hire people who either have had a formal educational background or qualifications from institutions of higher learning. This is also a contributing factor which could lead to even higher unemployment rates in the district.

Literacy and Educational Levels in GSDM Local Municipalities for 2016

Source: Stats SA 2016

Gert Sibande District municipality's Education Indicators EDUCATION INDICATORS Census IHS Global Trend Ranking: Insight best (1) – 2001 2011 2014 worst (3) Population 20+ with no 26.3% 10.7% 2 schooling (%) 13.4% Population 20+ with post 5.5% 9.6% 3 matric qualification (%) 9.7%

Functional literacy rate (%) 59.3% 76.5% 79.5% 2

Source: Mpumalanga Provincial Treasury, Socio-Economic Situation and Challenges of Gert Sibande 2015

Population 20+ with no schooling improved from 13.4% in 2011 to 10.7% in 2014, ranking 2nd among the districts. Population 20+ with post matric qualification improved since 2011 but slightly deteriorated from 9.7% in 2011 to 9.6% in 2014 – lowest among the districts. Lastly the functional literacy rate (15+ with grade 7+) improved from 76.5% in 2011 to 79.5% in 2014.

Comparative grade 12 results for districts in Mpumalanga, 2011-2016 Local municipal area Grade 12 Pass Rate Admission to B degree

2011 2016 2017 2017

Thaba Chweu 69.0% 88.8% 87.5% 29.2% Victor Khanye 70.3% 82.1% 82.5% 27.1% Msukaligwa 74.1% 77.8% 82.3% 29.5% Lekwa 71.1% 87.5% 81.9% 32.3% Emakhazeni 74.8% 84.5% 81.6% 32.0%

Emalahleni 75.8% 88.0% 80.9% 22.9% Chief Albert Luthuli 69.7% 80.9% 79.0% 28.6% Nkomazi 76.2% 80.4% 78.9% 26.1% Steve Tshwete 74.4% 81.0% 77.9% 28.9% Mkhondo 55.2% 66.1% 76.7% 29.8%

City of Mbombela 69.1% 78.8% 75.3% 26.9% Govan Mbeki 71.3% 77.6% 73.0% 22.0% Bushbuckridge 51.2% 71.1% 71.2% 18.0% Dipaleseng 42.6% 65.2% 68.6% 22.2% Thembisile Hani 67.2% 77.3% 67.5% 14.8% Dr. JS Moroka 57.6% 73.5% 67.1% 18.9% Dr Pixley Ka Isaka Seme 46.0% 64.5% 65.1% 18.8% Source: Stats SA 2016

According to the 2016 CS of StatsSA, the population in Gert Sibande aged 20+ completed grade 12, increased from 220 949 in 2011 to 278 137 (increase of 57 188) in 2016 – an increase of 26% in the relevant period. Gert Sibande’s grade 12 pass rate improved from 65.4% in 2011 to 75.9% in 2016 and then to 76.5% in 2017, which was the 2nd highest of the 4 educational districts in the Province. Highest pass rates in Msukaligwa and Lekwa and lowest Dr Pixley. The admission rate to degree studies also increased in 2017 to 26.7%, which was the highest of the districts and higher than the provincial average.

2.1.5. Human Development Index The Human Development Index (HDI) is a composite, relative index that attempts to quantify the extent of human development of a community. It is based on measures of life expectancy, literacy and income. The HDI can assume a maximum level of 1, indicating a high level of human development, and a minimum value of 0.According to the United Nations, HDI is considered high 36

when it is 0.8 and higher, medium when it ranges between 0.5 and 0.8 and an index value of 0.5 and lower will be considered as a low rating. Gert Sibande showed a slight increase of Human Development Index (HDI) from 0.56 in 2011 to 0.61 in 2016

Human Development Index (HDI) Local Municipal Area Human Development Index

2011 2016 Steve Tshwete 0.63 0.67 Emalahleni 0.63 0.66 Govan Mbeki 0.62 0.66 Thaba Chweu 0.59 0.65 City of Mbombela 0.58 0.63 Emakhazeni 0.56 0.62 Msukaligwa 0.57 0.61 Lekwa 0.56 0.61 Victor Khanye 0.56 0.61

Dipaleseng 0.57 0.60

0.56 Chief Albert Luthuli 0.51 Dr Pixley Ka Isaka Seme

Thembisile Hani 0.49 0.55

Dr JS Moroka 0.48 0.55

Mkhondo 0.48 0.53

Nkomazi 0.47 0.53

Bushbuckridge 0.48 0.52 Source: Stats SA, 2016

2.1.6. Poverty aspects in Gert Sibande

The share of the population in Gert Sibande is below the lower-bound poverty line of 41.2% in 2016. Gert Sibande’s share of population below the lower-bound poverty line the 2nd highest (unfavourable) among the districts. The number of people below the lower bound poverty line was high at almost 448 014 in 2016. According to the 2016 Community Survey of StatSA, the poverty headcount (multi-dimensionally) of Gert Sibande improved from 8.4% in 2011 to 7.2% in 2016 – the poverty intensity however deteriorated from 41.6% to 43.1% in the same period. The poverty rates are the lowest in Govan Mbeki and highest in Mkhondo.

Poverty rate is increasing in all the Gert Sibande municipal areas except for Chief Albert Luthuli. Poverty drivers according to the 2016 CS of StatsSA are more specifically unemployment and factors such as the level of education.

Local Municipal Area Poverty rate Poverty rate Poverty numbers (lower bound) (lower bound) (lower bound) 2011 2016 2016

Steve Tshwete 21.2% 26.0% 103 148

Thaba Chweu 24.1% 26.2% 43 329

Emalahleni 22.0% 28.0% 186 204

Govan Mbeki 26.9% 31.0% 143 271

Emakhazeni 31.1% 32.6% 23 628

Dipaleseng 33.2% 35.4% 22 907

City of Mbombela (incl Umjindi) 36.0% 35.7% 365 710

Lekwa 31.7% 36.0% 61 882

Victor Khanye 33.3% 37.9% 44 619

Msukaligwa 33.6% 38.2% 86 245

Chief Albert Luthuli 50.1% 45.9% 117 168

Thembisile Hani 47.9% 48.3% 223 880

Dr JS Moroka 51.4% 50.1% 172 068

Dr Pixley Ka Isaka Seme 49.6% 51.3% 55 620

Nkomazi 53.7% 54.6% 301 571

Mkhondo 53.7% 56.6% 133 754

Bushbuckridge 57.1% 61.1% 432 433 Source: Stats SA, 2016

2.1.7. Unemployment and Employment Levels

Unemployment remains one of the most pressing socio economic challenge throughout South Africa, Mpumalanga and globally. High rates of unemployment have direct links with the other social issues and problems such as poverty, inequality, social instability and crime. In assessing the unemployment in Gert Sibande, Statistics South Africa uses the strict (official) definition and distinction needs to be made between it and the expanded definition. According to the official definition, unemployed people are those that: have not worked seven days prior to an interview, want to work and are available to work, and take active steps to search employment.

The expanded definition incorporates both (a) and (b), but excludes condition (c). The people affected by (c) are called discouraged work seekers. The official definition of unemployment regards the discouraged work sectors as not economically active, while the expanded definition regards them as unemployed.

Unemployment rates in Gert Sibande and its local municipalities Local Municipal Area Unemployment rate Unemployment rate Census 2011 2016 IHS Global Insight figures

Steve Tshwete 19.7% 17.3%

Thaba Chweu 20.5% 20.3%

Govan Mbeki 26.2% 22.5%

Emakhazeni 25.9% 22.8%

Lekwa 25.9% 23.4%

Msukaligwa 26.8% 23.6%

City of Mbombela (incl Umjindi) 28.0% 24.3%

Victor Khanye 28.2% 25.6%

Emalahleni 27.3% 26.6%

Mkhondo 35.9% 31.5%

Chief Albert Luthuli 35.4% 31.7%

Nkomazi 34.3% 32.6%

Dr Pixley Ka Isaka Seme 36.1% 33.4%

Dipaleseng 37.2% 34.4%

Thembisile Hani 37.0% 38.5%

Dr JS Moroka 46.6% 47.7%

Bushbuckridge 52.1% 49.3% Source: Stats SA, 2016

The unemployment rate of Gert Sibande was around 26% in 2016 with the unemployment rate for females at 33.5% and that of males 21.2%. Youth unemployment rate according to the Census figures 38.4% indicated a challenge with especially very high youth unemployment rate of females which is more than 50% in Mpumalanga. The lowest unemployment rate was recorded in Govan Mbeki and highest in Dipaleseng and Dr Pixley.

Labour force Indicator Chief Msukal Mkhondo Dr Lekwa Dipale Govan TOTAL Albert igwa Pixley seng Mbeki Luthuli ka seme Employed 29141 41 698 30 510 13 979 34 118 10 546 99 138 259 129 Unemployed 15 975 15 267 17 123 7 906 11 895 6 244 35 249 109 658 Discouraged job 9 282 5 311 6 060 4 184 2 600 1 295 6 787 35 518 seeker Not 53944 35 625 48 086 23 383 28 171 9 877 63 301 262 387 economically active Total 108 342 97 900 101 779 49 452 76 784 27 961 204 474 666 692 Youth 35.4 26.8 35.9 36.1 25.9 37.2 26.2 29.7 unemployment Source: Stats SA, 2011

Unemployment rate of 29.7% (strict definition) in 2011 (109 661) is a percentage of the Economically Active Population of 368 787 – decreasing trend. Unemployment rate for females 39

38.4% and males 22.9%, this shows that there is still a huge gap in terms of equity between man and women in terms of employment and it affect the state of development of the district badly when measuring equity and income, hence the Gini co- efficient figure is not good. Employment number only 26.0% of Mpumalanga employed. Gert Sibande had 259 130 individuals that were employed in 2011.

2.1.8. Gert Sibande Economy

Socio Average annual economic growth rate for Gert Sibande at 1.5% over the period 1996 to 2016 - forecasted average annual GDP growth for Gert Sibande for 2016-2021 more or less 1.3% per annum in line with national and provincial growth expectations.

Almost 50% of the economy mining and manufacturing (role of Sasol) and other important industries include community services, trade (including industries such as tourism) and finance. The District has the smallest economy of the 3 districts, but dominant in especially manufacturing with the contribution to the Mpumalanga economy more or less 28%.

The size of the economy in 2016 was estimated at more or less R80 billion in current prices. The area has ccomparative advantage in economic industries/sectors such as manufacturing, mining and agriculture. The largest economy being that of Govan Mbeki and smallest being that of Dipaleseng. Tourism expenditure in the area as a percentage of the local GDP relatively low at almost 4% – tourism spending more than R3.6 billion pa.

Local municipal area % contribution to Average annual Average annual Average annual Mpumalanga economic growth economic growth economic growth economy 2016 1996-2016 2011-2016 2016-2021

City of Mbombela 23.4% 4.0% 2.2% 2.0%

Emalahleni 16.6% 1.2% -0.9% 0.9%

Govan Mbeki 14.3% 0.9% 2.1% 1.4%

Steve Tshwete 13.5% 2.5% 1.3% 1.4%

Msukaligwa 4.2% 2.5% 1.4% 1.5%

Bushbuckridge 4.2% 0.5% 1.1% 1.6%

Thaba Chweu 3.6% 3.3% 2.1% 2.1%

Nkomazi 3.3% 1.9% 1.3% 1.8%

Lekwa 3.1% 0.7% -0.1% 1.4%

Mkhondo 2.6% 3.3% 2.2% 2.0%

Chief Albert Luthuli 2.3% 2.5% 2.5% 1.5%

Victor Khanye 2.2% 3.3% 2.2% 1.9%

Thembisile Hani 2.1% 1.5% 2.0% 1.7%

Dr JS Moroka 1.8% -0.3% 0.5% 1.3%

Emakhazeni 1.2% 2.6% 2.3% 1.8%

Dr Pixley Ka Isaka Seme 0.9% 1.4% -0.4% 1.6%

Dipaleseng 0.7% 2.0% -0.1% 1.3% Source: Stats SA, 2016

Gert Sibande Regional Contribution

Gert Sibande Nkangala Ehlanzeni Total Economic Sector

Agriculture 35.1% 22.4% 42.5% 100%

Mining 29.7% 63.6% 6.7% 100%

Manufacturing 39.8% 32.6% 27.6% 100%

Electricity 24.5% 40.2% 35.4% 100%

Construction 22.7% 30.3% 47.0% 100%

Trade 25.3% 27.3% 47.4% 100%

Transport 27.6% 30.3% 42.1% 100%

Finance 20.2% 30.7% 49.1% 100%

Community services 23.1% 26.8% 50.1% 100%

Total 27.7% 38.1% 34.2% 100%

Source: Stats SA, 2016

2.1.9. Natural Environment Analysis of the natural environment gives a clear summary of the environmental aspects within GSDM. The purpose of this analysis is to give the state of the environment of the district for proper planning, policy formulation towards informed proactive decision making aimed at improving sustainability of the environment whilst also promoting economic livelihood in communities of the district

Topography, Hydrology and Climate

From a regional topographical perspective, the largest part of the Gert Sibande DM is situated on the Highveld Grasslands of Mpumalanga. Hence, the District generally features an undulating to strongly undulating landscape with intermittent hills. The intensity of the undulations generally increases from west to east, in the direction of the Drakensberg Escarpment and Swaziland. Once past the escarpment (in the general direction of Piet Retief), the landscape is characterised by undulating hills and lowlands. The far north-eastern and south-eastern extents of the District (in the direction of Barberton and Volksrust / Wakkerstroom) are characterised by the occurrence of low to high mountains.

Soil Types

There are six broadly defined soil types present in the Gert Sibande District Municipality and are as follows:

 Black and red strongly structured clayey soils with high base status;  Red and yellow massive or weak structured soils;  Red-yellow and greyish soils with low to medium base status;  Rock with limited soils;  Soils with a marked clay accumulation – strongly structured and a reddish colour; and  Soils with minimal development, usually shallow on hard or weathering rock with or without intermittent diverse soils.

Map 2: Soil Potential, GSDM Rural Development Plan (RDP)

The most dominant soil patterns are the black and red clayey, and the red-yellow and greyish soils.

Geology and Mineral Potential

The majority of the Municipality is underlain by the Karoo Super Group. The spatial distribution of the dominant underlying rock types forming part of the Karoo Super Group are as follows:

 Arenite dominates the majority of the Municipality.  Dolerite is spread throughout the central extents of the Municipality (Govan Mbeki, Msukaligwa, Lekwa and Dr Pixley Ka Isaka Seme Local Municipalities) in the form of intrusions.

 Shale patches dominate southern extents of the Municipality (Dr Pixley Ka Isaka Seme Local Municipalities), with some isolated patches occurring in the Balfour / Greylingstad area within the Dipaleseng Local Municipality.  Isolated patches of underlying Dolomite are found within the Badplaas area (Chief Albert Luthuli Local Municipality), which has given rise to the development of a series of caves. More specifically, this phenomenon forms part of the eastern Malmani dolomite karst cave area. Importantly, these caves house a major component of the biodiversity found within the District, and hence need to be conserved.  Quartz Monzonite dominates the north-eastern extents of the Municipality (Chief Albert Luthuli Local Municipality).  Granite dominates the south-eastern extents of the Municipality (Mkhondo Local Municipality), around Piet Retief.

Biodiversity, Conservation areas and nature reserves

Map 3: Bio-diversity and Nature Conservation, GSDM Spatial Development Framework (SDF)

Forest

Map 4: Forestry, GSDM Spatial Development Framework (SDF)

Wetlands

Map 5: Fresh water Bio-diversity, GSDM Rural Development Plan (RDP)

CHAPTER 3: KEY PERFORMANCE AREAS

3.1. KPA1: Municipal Transformation and Organizational Development 3.1.1. Municipal Powers and Functions

Several functions at some of our local municipalities are shared due capacity constraints. Constitutional Mandate, Powers GSDM ALBERT DIPALESENG GOVAN LEKWA MKHONDO MSUKALIGWA PIXLEY and Functions LUTHULI MBEKI KA SEME Water & Sanitation in terms of         Section 84(3) 1(b) & 1(d) of the MSA LED in terms of Schedule 4 & 5 part         (b) of the constitution & Chapter 7 (153) MHS in terms of Section 84(1) (i) of  Х х х х х Х х the MSA Municipal Airports in terms of section   х     х 84(i) (j) schedule 4 part (b) Fire Fighting in terms of Section 84(i)         (j) schedule 4 part (b) Disaster Management in terms of         section 25,42 & 53 of the DMA 57 of 2002 The Constitution of Republic of SA         Act of 1996 in terms schedule 4& 5

part (b) of the constitution Electricity in terms of section 84(1)         (c) except planning of the MSA Waste Management in terms of         schedule 4 & part (b) of the constitution Housing in terms of providing land         and bulk services FBS – targeted indigent register Х        available Greening programme in terms of         Schedule 4 & part (b) of the Constitution Environmental promotion Municipal Planning in terms of MSA   Х      Section 84 (1) (a) Municipal Roads in terms of MSA        Schedule 4 & part (b) of the S84(1) Constitution Child Care Facilities in terms of         Schedule 5 & part (b) of the Constitution Control of undertaking to sell liquor         to the public in terms of Schedule 5

& part (b) of the Constitution Facilities for accommodation, care/         burial of animals in terms of Schedule 5 & part (b) of the Constitution Markets in terms of MSA S84(1)(k)  Х Х Х Х Х Х  Municipal Abattoirs in terms of MSA MSA       Schedule 5 & part (b) of the S84(1)(k) S84(1)(k) Constitution Promotion of Tourism In terms of MSA        Schedule 4 & part (b) of the S84(1)(k) Constitution[ planning] Local Amenities / Sports facilities / х        Parks & Recreation in terms of Schedule 5 & part (b) of the constitution Billboards in terms of Schedule 5 & х        part (b) of the constitution Public Places in terms of Schedule 5         & part (b) of the Constitution

General comments on capacity in The District needs to increase its capacity to support its local municipalities and build capacity terms of Powers and Functions The municipalities are having financial and human constrains to perform their functions The municipalities are having a challenge to recruit and retain special skills and managers due to their rural nature and conditions of service / salaries The municipalities need to look into the institutional arrangements to improve on its capacity to deliver services and have a staff retention policy General comments from That there should be service level agreements where DWAF or other providers are still performing water demarcation board assessments in services on behalf of the locals terms of Priority 1-3 Functions That all locals must ring fence their budgets per service rendered independently That municipalities should improve on the performance of their functions [service delivery mechanisms]

3.1.2. Organizational Design

The election of new political leadership necessitates that the Organizational Structure be reviewed in order to address programmes as identified in the manifesto. Furthermore, it is recommended that the department of Human Settlement, Public Safety, Roads and Transport be abolished from the current structure as this is not the mandate of the District.

Committee Service

The Committee section also supports with the secretariat service for Section 79 and 80 committees of Council wherein the section 79 quarterly and section 80 meeting are held monthly.

Section 79 Committees  Municipal Public Accounts [MPAC]  Rural Development and Traditional Affairs  Rules and Ethics  By-Laws and Policy  Local Labour Forum

Section 80 Committees

 Corporate Services  Community and Social Services  Infrastructure and Technical Services  Planning and Economic Development GENERAL  Finance MANAGER  Special programmes PLANNING AND ECONOMIC Institutional Capacity DEVELOPMENT

Filling of critical positions: Senior Manager: Planning, General Manager Cooperate service amongst other positions and address the Employment Equity targets as envisaged from the Employment Equity Plan approved by Council.

GSDM EMPLOYEE HEAD COUNT

TOTAL OCCUPATIONAL POST WHITES INDIANS COLOUREDS AFRICANS BLACKS FEMALES STR M ENG N MAL FEM N AL FEM N MAL FEMA N MAL FEM LEVELS LEVEL TH O % E ALE O % E ALE O % E LE O % E ALE NO. % NO. % 0,00 0,00 1 Top Management 0 5 0 % 0 0 0 % 0 0 0 0,00% 0 0 5 100,00% 5 0 0 0% Senior 12,2 3,85 2 Management 14-18 52 6 4% 5 1 2 % 2 0 0 0,00% 0 0 44 84,62% 28 16 17 33% Professionally qualified & experienced specialists & mid- 28,5 0,00 3 management 13 14 4 7% 2 2 0 % 0 0 0 0,00% 0 0 10 71,43% 4 6 8 57% Skilled technical & academically qualified workers, junior mgt, supervisors, foremen & 0,00 0,95 10 4 superintendents 9-12 105 0 % 0 0 1 % 0 1 0 0,00% 0 0 4 99,05% 49 55 56 53% General skilled & discretionary 1,69 0,00 5 decision making 4-8 59 1 % 0 1 0 % 0 0 1 1,69% 0 1 57 96,61% 31 27 29 49% 6 Basic skilled and 1-3 33 0 0,00 0 0 0 0 0 0 0 0 33 16 17 defined decision % 0,00 making % 0,00% 100,00% 17 52% TOTAL 4,21 1,12 25 PERMANENT 268 11 % 7 4 3 % 2 1 1 0,37% 0 1 3 94,40% 133 121 127 47% Non-perm. 0,00 0,00 Employees 0 0 % 0 0 0 % 0 0 0 0,00% 0 0 0 0,00% 0 0 0 0% 4,21 1,12 25 TOTAL 268 11 % 7 4 3 % 2 1 1 0,37% 0 1 3 94,40% 133 121 0 0 127 47%

3.1.3. Skills Development and Capacity Building

Much is therefore required of Local Government; service delivery; management; financial and accountability demands placed on Local Government sphere are enormous. In case where municipalities do not stand up to these demands, skills shortage is often cited as the cause. It is known that certain skills categories, including artisans, engineers, financial administrators & management, general planning, strategic planning and project management are in short supply in Local Government Sphere.

 Artisans and technical skills, with priority attention to those needs for infrastructure development.  Management and Planning Skills in education, health and in municipalities.  Skills requisite to Local Economic Development needs of municipalities, especially developmental economists

The following key issues have been identified with regard to Skills Development and Capacity Building:

 Mobilizing all stakeholders to enter into partnership and commit towards a comprehensive strategy aimed at addressing skills shortage in and around the region.  Optimising the capacity of Municipalities to effectively perform their functions through continuous skilling of Municipal officials and Councillors.  Identification of learnership programmes for GSDM community in fields such as; ICT and Engineering.

3.1.4. ICT Services

ICT services in municipalities within the District are generally informal and poorly resourced. They lack proper governance roles and responsibilities ranging from ICT management to Executive management and Leadership. As a result the ICT value adds is non-existent or demising and the municipal service delivery is being compromised.

ICT needs to transform to a business aligned strategic enabler in order to create value in municipalities. This transformation has started as a national initiative of the DPSA in November 2012, with a 3 phase approach over two years. In 2014 COGTA together with the AG and other stakeholders recognised the under-capacity in the local government sphere and amended that this transformation spreads over four years.

Roadmap to transform ICT to a Strategic Enabler

• Enablement Phase 1 • Due June 2017

• Strategic Alignment Phase 2 • Due June 2019

• Continuous Improvement Phase 3 • Beyond June 2019

Relationship between the IDP and ICT Strategy

The timing is perfect, as the new leadership has been elected in and taken office and will embark on a new business strategy as informed by the political mandate. This business

Local Bussiness ICT National Objectives ICT Objectives Objectives Stratergy of Goverment Objectives of Government (IDP) MSP strategy formulation will culminate in a credible IDP that will inform the ICT Strategy or Mater Systems Plan (MSP) inter alia other business strategic plans.

Drivers of the ICT Strategy

The District will not only aim at synergising strategic plans amongst in internal departments, but will strive to increase the value of ICT as an enabler by synergising the ICT strategies of all local municipalities within the boundaries as well as with the whole of government ICT Programmes. The stakeholder consultation process will be enhanced to include all parties of interest.

Stakeholder Relationship

National Government

District Provincial Local Leadership Municipalaties Government Management Workforce

Communities Business NGO Other

3.1.5. Key Issues to be addressed on KPA 1

 TASK job evaluation – The project is currently being implemented by SALGA Mpumalanga throughout the District.  Categorization of the District – Organizational grading to determine the pay curve municipalities have been provided with the tool to calculate the grading outcome which have to be submitted to Council for endorsement.  Training of Councillors and Officials – Develop programs and mechanisms to support capacity development of officials and councillors.  Compliance with legislation requirements (Compliance Register) – Progressively ensuring that the monitoring of compliance to ALL local government legislations are reported and implemented.  Performance Management for employee below section 56 – Need to proactively capacitate all supervisory positions on issues of performance management.

3.2. KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT 3.2.1. District Community Health and Wellness

Coordination of HIV, TB and STI's, Home Based Care and Orphans/Vulnerable Children

Mpumalanga Province is one of Provinces with the highest infection rates of HIV. Latest statistics reveals a slight decrease among the three District Municipalities of Mpumalanga; we have a higher HIV prevalence rate at 40.5% (2013 DOH Survey) which shows a slight decrease from the previous stats of 2011 which was 46.1%. Poor infrastructure at some of the Local Municipalities has resulted in the District recording the highest infection rate due to inaccessibility of health services. Some people end up defaulting as they cannot collect their medication (ARV's). Poverty, unemployment and inequality are some of the key drivers of the HIV epidemic.

The District AIDS Council has a good relationship with Sector Departments, Developmental Partners, NGO's, Civil Society Organisations. The National HIV, TB and STIs Strategic Plan 2017 - 2022 has been developed. After that the Provincial, District and Local Implementation Plans will be developed in line with the National HIV, TB and STIs Strategic Plan. The locality of the District Municipality poses a threat as it is situated where there is a lot of traffic passing through including trucks. Currently Dipaleseng Local Municipality has the highest HIV prevalence rate (58.8%) in Gert Sibande District followed by Mkhondo Local Municipality (50.0%). Although there is a slight decrease of HIV prevalence we need to do our best to alleviate this problem and come up with new strategies and solutions.

HIV prevalence in Mpumalanga

HIV PREVALENCE BY DISTRICT: 2008 - 2013

1 56

Mpumalanga Department of Health, 2013

HIV prevalence per Local Municipality

HIV PREVALENCE BY SUB-DISTRICTS: 2011-13

Mpumalanga Department of Health, 2013

Key Issues to Be Addressed

 The District supports the seven Local Municipalities in launching Ward AIDS Committees  Ensure the establishment of War Rooms at all the Local Municipalities guided by Operation Vuka Sisebente where all issues affecting the community are discussed and addressed  Increase HIV, TB and STI's Awareness especially to the Key Populations, Vulnerable Groups and the Youth.  To intensify HIV Awareness Campaigns, with emphasis on prevention strategies such as Medical Male Circumcision (MMC), Condom distribution and usage and further conduct capacity building workshops.  Ensure that the 90 90 90 Strategy is adhered to.

Home Based Care Gert Sibande District Municipality supports Home Based Care Centres by distributing Home Based Care Kits. The District recognises and appreciates work that is done by the Home Based Carers for the communities. We also urge that other stakeholders support Home Based Care Centres. As a District, we will continue and support Home Based Care Centres across the District.

Orphans and Vulnerable Children

Children living in child-headed households (CHH) are amongst the most vulnerable members of the community. Protection of their rights needs to be strengthened and be elevated to be the main focus of all individuals and agencies dealing with these children. These children are extremely vulnerable to abuse, exploitation, child trafficking and commercial sex work due to the fact that they do not have an adult to ensure their protection and safety. There is therefore a dire need to have guidelines for the statutory services for child headed households to ensure that their rights are protected. These guidelines are meant for Social Workers and other service providers rendering services to Child Headed Households. The guidelines will inform service delivery to children living in Child Headed Households and ensure that Section 137 of the Act is effectively implemented.

Key Issues

 Facilitate coordination of service delivery for fulfilment of the Rights of CHH’s.  Provide material assistance to CHH.  Provide psychosocial support to vulnerable children and their families with other stakeholders.  Report any abuse, maltreatment and exploitation of children in CHH.  Mobilise communities to protect, care for and support the vulnerable children;  Mobilise and distribute resources.  Establish Child Care Forums at community level to link vulnerable children to various services.  To prioritise and mainstream the issues of children in all the programs.  Monitor and ensure that there is proper infrastructure at ECD Centres which meet the required standard

Sports and Recreation

The District has a challenge in facilitating the support for Youth to be able to safely and effectively participate in Sports, Arts and cultural activities. The major challenge faced by the District is inadequate and dilapidated facilities within the communities. The Sector Department responsible for promotion and support of these programs has very limited capacity and resources. The Local Municipality has a huge backlog of basic service delivery hence little is provided for development and upgrading of these facilities.

The District is also confronted with this challenge hence the need to coordinate, facilitate and support development of Sports, Arts and Culture within the District. Sport and Recreational

programmes play a major role in youth development and they contribute towards social harmony and reduction of crime.

GSDM together with the Sporting Fraternity has developed a Sport and Recreation Strategy 2012 to 2016, this has been a guiding document for Gert Sibande District Municipality Programmes. These Programmes include:

 GSDM Mayoral Cup  GSDM Gert Sibande Cup  Promotional Play Off  Municipal Official Games  Regional School Championship (Athletics)  GSDM Marathon (Road Running , Track & Field and Cross Country)  Cultural Festival  Disability Sport  Support for Athletes and teams representing GSDM in the Province and National tournaments.

Disability Coordination and Support

There is a serious lack of reliable and relevant information on the nature and prevalence of disability in South Africa. Historically this has been due to a variety of reasons, such as failure to mainstream disability into Government statistical processes, the use of divergent survey methodologies, negative attitudes towards persons with disabilities, poor infrastructure and violence in underdeveloped areas which impedes data collection and diverse definitions of disability.

Universal access for People with Disabilities is the ultimate goal of the disability movement. This means the removal of all cultural, physical, social and other barriers that prevent people with disabilities from entering, using or benefiting from the various systems of society that are available to other citizens. The SAHRC report mentioned above identified the following kinds of areas which need to be accessible to people with disabilities: activities, buildings, communication, education, facilities, gatherings, houses, information, jobs, kerbs, language, news, opportunities, parking, services, transport, voting, workplaces, youth groups and zebra crossings.

Challenge of ensuring that necessary support is given to People with Disabilities. A lot of work still needs to be done to ensure that as we strive for better life for all, people with disabilities are not excluded. All programmes that are implemented within the communities should prioritise the needs and conditions of People with Disabilities and ensuring that employment opportunities are created for them. The National Policy states that 2% of the

staff at all institutions should be People with Disabilities and it has recently been increased to 7% and all efforts have to be made to reach that target.

Furthermore people with disabilities are still confronted with challenges regarding their participation in economic activities, access to public facilities, access to information, housing and other social services rendered by the state and the private sector. Some strides have been made in terms of Legislation to address the matter, but not much has been done to affect the intention and expectations of the Legislation and the People with Disabilities. The District Municipality is working on the challenge of not having full time Coordinators at the Local Municipalities, who are responsible for Special Programs and one of them People with Disabilities Desk.

The District Disability Forum is operational. The Forum promotes coordination of services. Organisations of People with Disabilities have a platform to be involved in service delivery and these stakeholders have influence in Policy matters. The District Municipality has also facilitated and supported the Department of Health to meet its backlog of providing for people in distress with wheel chairs while the Business Sector has donated assistive devices including spectacles, talking watches and hearing aids to those in need of such.

The District commemorates the International Day for People with Disabilities on an annual basis in order to create awareness. In order to intensify our commitments, we have supported our deaf community by hosting workshops on sign language. The District hold Vukuzenzele Disability Programme yearly and rotates all the seven Local Municipalities. This is done in conjunction with other relevant Stakeholders. The District continues to support People with Disabilities with assistive devices such as wheel chairs, white cane, and crutches.

Key Issues pertaining to people with disabilities include among others the following:

 Inadequate facilities  Strengthening of Local Disability Forums at all the seven Local Municipalities  Insufficient access to economic, training /development and employment opportunities  Poor access to proper housing and public facilities  Poor access to information for example sign language and Braille Documents  Inadequate social and health services  Finalisation of the District Disability Strategy (Draft Completed)

Disability Figures in GSDM

1 200

1 000

800

600

400 Number of people of Number

200

0 Chief Albert Dr Pixley Ka Govan Msukaligwa Mkhondo Lekwa Dipaleseng Luthuli Isaka Seme Mbeki Seeing 96 120 111 26 124 37 162 Hearing 94 40 171 44 54 22 108 Communicating 147 77 169 102 70 46 118 Walking 452 507 866 283 312 322 1 087 Remembering 192 56 200 44 90 77 233 Self Care 339 484 696 398 145 95 923

Source: STATSSA, COMMUNITY SURVEY 2016

Youth Development

South Africa has a youthful population most of which is either unemployed, underdeveloped or living under unpleasant poverty circumstances. This very picture is cascaded down in the context of GSDM where a majority of our young people, due to their background, lack of information on career development, lack of skills necessary for the regional economic growth, are confronted with bleak future prospects. All the GSDM social partners have a responsibility to ensure that such challenges are addressed effectively. Young people alone cannot overcome the hurdles that they face without purposeful support of all the relevant stakeholders led by local government. In the National Youth Commission Act, youth are defined as those people who are between 14 and 35 years of age (this is the definition that has been used in all youth planning and statistical representations of Statistics South Africa, 2001 and 2011). The Target Groups Identified in the National Youth Development Policy Framework 2002- 2007  Young women;  Youth with disabilities;  Unemployed Youth;  School aged and out of school Youth;  Youth based in rural areas; and  Youth at risk.

The District Municipality has a responsibility of ensuring that the above target group are attended to.

Gender Mainstreaming

There are many compelling reasons as to why Local Government must look at its Gender Policies and practices. Consider some of the ways in which women’s concerns, work and issues are interwoven into Local Governance issues on a virtually daily basis. Most of the everyday issues are of primary concern to women. Women are rooted in local areas, frequently unable to leave these areas, often because they lack the means to do so. Women are thus inclined to get involved in local politics because of their concern for “home” issues, as well as their commitment to their families and emancipation of other women. Access to water and sanitation, or lack of access, impacts heavily on women since they fetch water if it is not available at their homes and also collect firewood where there is no electricity. This often requires long erratic hours of hard labour. They also need to ensure the well being of their families. Poor quality water and lack of sanitation can cause illness and strain their already depleted resources.

While out in the woods collecting firewood, they face the challenge of being raped thus all efforts are being made to ensure that basic services are available for all in the District. Gert Sibande District has developed a Gender Mainstreaming Policy which should be cascaded down to all the Local Municipalities. Gender mainstreaming should be incorporate into all the programs and projects within the District.

Unemployment is often higher amongst women than men, and when they do generate income it is through the informal sector, often at a survivalist level. This requires access to business centres, requiring suitable roads and means of transport. Provision of primary health care facilities at local level impacts on women who have to travel long distances for their children or members of their families who need to access health services. A lack of access to grid electricity creates additional labour for women and young girls, also reducing their available time for family and income generating activities. Women often struggle to get access to premises where they can work from and it creates a problem as usually they do not have funds to rent property.

Ownership of land and housing is often restricted to men, excluding women from land and home security. Yet, women often maintain the home and attend to home activities for the sake of the family. High crime rates impact on women and children, often exacerbated by lack of electricity, water, sanitation and safer recreational facilities.

Key Issues pertaining to Gender include among others the following:

 Ensure involvement of all sectors and response of their programmes to gender mainstreaming;  Pay more attention to issues affecting women;  Harness the access of economic opportunities to women in the District;  Mainstreaming of Women in the development initiatives of Municipalities;  Prioritise a number of women empowerment issues and find ways of mainstreaming them in all the decision making, planning and budgeting processes of the District;  Ensure that men are also involved in gender mainstreaming issues; this will enable them to understand what gender mainstreaming is.  The District Municipality has to ensure that there are Women’s Desks at all the Local Municipalities in order to effectively coordinate and facilitate women’s issues at local level.

Older Persons

Older Persons are amongst the most vulnerable members of the community. It is therefore important that they are prioritised and every effort made to ensure that they are catered for in our plans. As Gert Sibande District Municipality, we prioritise programs related to Older

Persons as per the Constitution of the Republic of South Africa. The Premier of Mpumalanga launched the Older Persons Program. As stated in section 9 of the Constitution, older persons have the right to: participate in community life in any appropriate position, take part in inter-generational programmes, set up and participate in structures and associations for older persons, live in an environment suitable to their changing abilities, and access opportunities that promote their social, physical, mental and emotional wellbeing.

The Older Persons Act therefore aims to alleviate the plight of older citizens in South Africa by setting up a framework for their empowerment and protection. The Act promotes and maintains the rights, status, wellbeing, and safety and security of older persons. ... to combat abuse of older persons.

The Act aims to do five things:  to maintain and promote the status, wellbeing, safety and security of older persons,  to maintain and protect the rights of older persons,  to help older persons to stay in their homes in the community for as long as possible,  to regulate services and residential facilities for older persons, and  to combat abuse of older persons

Key Issues pertaining to Older Persons include among others, the following:  Programs related to Older Persons should be mainstreamed  Develop the Older Persons Mainstreaming Policy.  Ensure that Older Persons are involved in the Older Persons mainstreaming issues  Establish the Older Persons Forum in the District  Wheel-chair access to public buildings and provision assistive devices when necessary;  The right to receive care at home when unable to seek outside care.  Appropriate residential care when needed, regardless of financial status.  Access to social and legal services when needed including training programmes and respite care if we care for others.

3.2.2. Municipal Health and Environmental Services

Gert Sibande District Municipality (GSDM) established a dedicated section: Municipal Health and Environmental Services with the purposes of curbing environmental health and environmental issues within the district. The section is made up of two components:

 Municipal Health Services and  Municipal Environmental Services.

The primary aim of the section is to ensure that the community and any persons within GSDM are living in a healthy and safe environment as required by the Constitution.

Air Quality Management

Five (05) of the seven (07) LMs within the Gert Sibande District Municipality has been declared under the Highveld Priority Area in 2007 in terms of NEM: AQA, by the then Minister of Environmental Affairs and Tourism, Martinus van Schalkwyk. The Highveld priority area is associated with poor air quality, and elevated concentrations of criteria pollutants occur due to the concentration of industrial and non-industrial sources (Held et al, 1996; DEAT, 2006). As the area overlaps provincial boundaries, the Department of Environmental Affairs (DEA) functions as the lead agent in the management of the priority area and as required in terms of Section 19(1) of the National Environmental Management: Air Quality Act (Act 39 of 2004) (AQA), the Highveld Priority Area Air Quality Management Plan (AQMP) has been developed for the priority area.

The primary aim of declaration of a priority area is to develop goals and an implementation plan aimed at preventing, minimizing and managing air pollution with the intention to improve and maintain the area's air quality and to bring it into compliance with the National Ambient Air Quality standards. This is done in the district through an administrative application of NEM: AQA as well as through quarterly engagement meetings with various stakeholders within the district wherein any strengths, weaknesses, threats and opportunities are dealt with.

Waste Management

The Gert Sibande District Municipality has about 26 waste sites and 1 buy back centre categorised as below:  13 licensed as landfill sites  08 licensed as transfer station  07 licensed for closure  01 Buy-back Centre  The ongoing challenge is that of improper management of landfill sites.

Buy back centres in the district FACILITIES LICENCED

FACILITIES LICENCED IN THE Local Municipality TOWN / TOTAL DISTRICT TOWNSHIP BUY BACK CENTRE Govan Mbeki LM Embalenhle 1

Licensed facilities FACILITIES LICENCED IN THE Local Municipality TOWN / TOWNSHIP TOTAL DISTRICT

LICENSED TO OPERATE AS Dipaleseng LM Balfour 1 LANDFILL SITES Dr PKI Seme LM Wakkerstroom 3

Volksrust

Amersfoort

Govan Mbeki LM Leandra 3

Bethal

Secunda

Chief Albert Carolina 2 Luthuli LM Elukwatini

Mkhondo LM Piet Retief 1

Msukaligwa LM Ermelo 2

Breyten

Lekwa LM Standerton 1

TOTAL 13

FACILITIES LICENCED IN THE Local Municipality TOWN / TOWNSHIP TOTAL DISTRICT

LICENSED TO CLOSE Dipaleseng LM Greylingstad 1

Govan Mbeki LM Kinross 4

Embalenhle

Morgenzon Road

Evander

Msukaligwa LM Davel 1

Lekwa LM Morgenzon 1

TOTAL 07

FACILITIES LICENCED IN Local Municipality TOWN / TOTAL THE DISTRICT TOWNSHIP

LICENSED AS TRANSFER Dipaleseng LM Grootvlei 1 STATIONS Dr PKI Seme LM Perdekop 1

Chief Albert Luthuli LM Empuluzi 3

Badplaas

Ekulindeni Mkhondo LM Amsterdam 1

Msukaligwa LM Chrissiesmeer 2

Lothair

TOTAL 08

Environmental Management Services

The primary aim of the District municipality is to ensure that communities have access to environmental services that promotes bio-diversity, conservation of animals and plants, promotes a balance between environmental sustainability, equitable and just economic use of environmental resources. However, there are a number of environmental management challenges that face the district, many of which include:

 In-house development of policies, strategies and plans;  Prevalent illegal dumping sites in open spaces within Local Municipalities;  Non-compliance of landfill sites within the district despite the scheduled visits to the landfills as well as the platforms present to discuss various waste management;  Insufficient capacity in Local Municipalities to perform environmental management functions;  Ageing infrastructure such as fleet for the management of environmental services functions such as that of waste management;  Limited resources for environmental functions including that for waste management;  Lack of limited environmental management tools in municipalities;

 Poor air quality in the district. Five of the seven local municipalities fall under the declared Highveld Priority Area due to elevated levels of pollutants above the national standard;  Infestation with invasive species;  Land degradation and deforestation due to imbalance due to natural and man-made factors;  Misalignment of environmental programmes by various sectoral departments across the tiers of government;  Unavailability of funds for programmes such as that of rehabilitation of deserted mines, wetlands, landfills;  Budgetary constraints.

The District Municipality through its partnership, collaboration and limited resources has managed to provide Environmental Management Services [EMS]. The EMS will provide communities with access to bio-diversity and conservation management, environmental pollution control, environmental management inspectorate services, community and stakeholder’s capacity building and empowerment, community participation and mobilisation of environmental groups and multi-stakeholder, inter-sectoral collaboration programs and projects

Key strategic interventions to improve Environmental Services delivery:

 Improving regulatory services [development & review of By-Laws, integrated environmental management Plans]  Alignment of Environmental Services with National and Provincial Environmental plans, policies and strategies;  Alignment of Environmental Services with the National Development Plan;  Alignment of Environmental management programmes and projects with the IDP;  Implementation of Environmental management policies, plans and strategies;  Allocate funding and support community and stakeholders on awareness and capacity building programmes;  Improve community participation and involvement through community and stakeholder mobilisation;  Initiate and support environmental management initiatives that promote job creation and sustainable livelihoods;  Initiate environmental programmes and projects  Identify various environmental programmes and projects that need to be implemented and engage with other stakeholders for funding;  Improvement of Inter-sectoral collaboration and partnership through the IGR forums;  Improving corporation and partnership with other relevant stakeholders through compliance monitoring and enforcement. 68

Municipal Health Services

The communities and members of the public will have access to the following Municipal Health Services:

 water quality monitoring;  food control;  waste management;  health surveillance of premises;  surveillance and prevention of communicable diseases, excluding immunisations;  vector control;  environmental pollution control;  disposal of the dead; and  chemical safety,

Key issues to be addressed at local municipalities pertaining to Municipal Health Services include:

 Community access to safe drinking water;  Community access to safe sanitation services;  Food safety with emphasis on preparation and distribution of food for sale to public;  Community access to waste management services;  Monitoring of medical and hazardous waste;  Minimisation and control of environmental pollution and environmental health risk;

Key strategic approach to improve Municipal Health Services delivery:

 Improving regulatory services [development & review of By-Laws, District Health Plans]  Alignment of Municipal Health Services to implement National Health Insurance;  Alignment of Municipal Health Services to the National Development Plan;  Improving compliance monitoring and enforcement;  Extend Municipal Health Services to rural communities with Gert Sibande district;  Support community and stakeholders through awareness and capacity building;  Improve community participation and involvement in government issues through community and stakeholder mobilisation;  Support initiatives that promote job creation and sustainable livelihoods;  Improvement of Inter-sectoral collaboration and partnership through the IGR forums: andImprove surveillance and monitoring of high risk communities, environmental health

Cemeteries and Graveyards

The District is confronted with a challenge in terms of the unacceptable conditions of its cemeteries. Some are likely to reach the end of their lifespan, while others are in an unacceptable state due to lack of maintenance, grass cutting, fencing, road paving, and ablution facilities etc.

The District undertook and completed a comprehensive assessment of all cemetery facilities within its jurisdictional area. This forms the basis for future planning of new facilities and or upgrading of the existing ones to acceptable standards. This assessment is also used as a basis to source funding for upgrade or planning of new facilities.

Key Issues identified as far as cemeteries and graveyards in the GSDM are concerned:

 Addressing the condition of cemeteries and possible improvements thereto;  Addressing capacity issue of cemeteries reaching full capacity; and  Maintenance of graveyards.

The District will need to consider the establishment of at least 2 regional cemeteries in the current operational regions to serve the District.

3.2.3. Gert Sibande Library Services

Gert Sibande District Municipality Library was officially opened on the 15th of May 2014 within its premises in order to assist the GSDM community, which has been struggling to go the nearest libraries or even find it difficult to source library material that can assist them to do assignments, research project and for individual development.

The abovementioned Library has benchmark with other libraries in South Africa to see how best the GSDM can follow on the footsteps of other best and oldest library in the country. The benchmark was also done specifically with Msunduzi Library known as Bessie Head located in Msunduzi Municipality, in Pietermaritzburg. The GSDM library has a capacity of 70 000 books depending on the size of each book. The District Library has afforded the community of Gert Sibande the opportunity to link up with other libraries and tertiary institutions within South Africa and world-wide.

The GSDM has also entered into an agreement with the Department of Culture Sports and Recreation (DCSR) in a form of Service Level Agreement as the custodian of the Libraries in Mpumalanga. The DCSR has seconded two Library staff in order to assist the Library on a contract basis. The Department also provide and support with ICT in the Library. The GSDM has taken an initiative in supporting of the Public Libraries in all Local Municipalities during Library awareness’s.

However, the library struggles with internet as it is not reliable. The internet is a crucial tool that is used to catalogue books, Circulating library material, opening of membership cards and so forth in the library. The GSDM is using a system called SITA Library and Information Management System (SLIMS). Library collection is also kept on SLIMS. When the internet is down that means library administration is done manually and there is on access to the information mentioned above.

The implication is that the creation of library visibility through marketing and awareness will amount to nothing when the public cannot borrow books from the library. It will invariably become a wild goose chase, to market a product that is not available due to accessibility constraints.

3.2.4. Safety and Security

GSDM together with the Department of Safety, Security and Liaison are continuously working together in ensuring safe neighbourhoods. The department has contributed to community empowerment especially with the social crime prevention programme which has assisted in the decline in crime rates over the years.

Some of the projects include workshops for the farming community (paralegal), victim gender based violence and regulations on liquor trading. There have been awareness campaigns on human trafficking, forms of assaults, rape prevention strategies, stock branding to prevent stock theft, moral regeneration. The department is closely working with communities through Tourism Safety Monitors in ensuring the safety of our tourists.

Key Issues pertaining to Safety and Security include the following:

 Poorly designed human settlement increases the response time;  RDP houses constructed with minimal or zero consideration of safety and security aspects for the inhabitants or their belongings;  Vehicle parking systems in most CBD’s too congested and thus complicating security measures;  High number of liquor stores and their location in relation to other community amenities, of which more licences, are still awaiting approval;  Poor planning of taxi ranks across the DM, with particular emphasis on location of Local taxi ranks as compared to the long-distance ones;  Poor lighting in some of the areas coupled with conditions of roads particularly in rural areas;  Lack of insufficient support by communities to community safety programs;  Insufficient or lack of support by communities to provide evidence, report crime or information on crime;  Lack of duty of care by same communities or taking precautions to prevent crime;  Infrastructure development e.g. Street lighting; 71

 Full participation and support of CPF;  Promotion of awareness campaign and support of visible policing.

Safety (crime) figures

45 000 40 000 35 000 30 000 25 000 20 000 15 000 10 000 5 000 0 Pixley Albert Msuka Mkho Dipale Govan Number ofhouseholds Number Ka Lekwa Luthuli ligwa ndo seng Mbeki Seme Very safe 31 208 26 650 23 599 14 762 16 372 8 778 32 813 Fairly safe 15 330 14 326 11 753 4 122 12 603 3 490 39 860 A bit unsafe 5 176 7 853 8 215 2 645 4 682 1 406 19 468 Very unsafe 1 754 2 241 2 028 1 017 3 609 1 186 16 597

Source: STATS SA Community Survey 2016

According to Crime Statistics, the District is in fact gradually becoming safer compared to other years as different types of crime have drastically declined over the past few years. This however does not imply that there is no more crime. It simply means as the District, in collaboration with the Department of Safety and Security, need to be more vigilant in working towards ensuring that neighbourhoods in the District are safer.

3.2.5. Disaster Management

The Disaster Management Act, Act No 57 of 2002 stipulates that Disaster Management Centres must be established at National, Provincial and District levels. The Act also specifies that an integrated and coordinated Disaster Management Policy Framework and other Disaster Management Plans, focusing on the prevention and reduction of the risks of Disasters, mitigating of the severity of disasters, emergency preparedness, rapid and effective response to Disasters, post-disaster recovery and Climate Change be put in place by all three spheres of government.

The following are some of the challenges and hazards which are prevalent within the district:  No budget allocation in LMs for disaster management activities.  No disaster officers in LMs and GSDM to address the disaster management daily activities. 72

 Ineffective disaster management forums and task teams to facilitate risk reduction projects in LM's.  Priority is not given by LM’s to the refurbishment of fire stations with their equipments  Shortage of fire personnel in all the local municipalities.  Flooding (storm water and natural)  Veldt fires  Road accidents  Hazmat spills

District and LM Disaster Management and Emergency Services Capacity

Institution Fire & Disaster Number of Fire Status of Disaster Rescue Management & DM Vehicles Vehicles Management Staff Staff Plan & Framework Chief Albert 07 01 06 vehicles All operational Adopted DRM Luthuli Plan Dipaleseng 04 - 03 vehicles 1 operational Adopted DRM Plan Govan Mbeki 33 02 22 vehicles 14 operational Adopted DRM Plan Lekwa 25 - 12 vehicles All operational Adopted DRM Plan Mkhondo 08 - 08 vehicles All operational Adopted DRM Plan Msukaligwa 22 02 07 vehicles All Adopted DRM Operational Plan Dr. Pixley Ka 05 - 2 vehicles All operational Adopted DRM Isaka Seme Policy Gert Sibande - 03 04 vehicles All Adopted District Operational Framework and Municipality Supporting Policy for Execution Source: Local Municipalities Data 2013

GSDM has and will continue to capacitate its constituent municipalities to harness the ability to cope and be ready to adequately mitigate and respond to disaster incidents by providing the required resources and support. Although the LMs are not fully equipped including in the

areas of disaster personnel, they try to respond timeously to incidents such as veldt fires, floods and road accidents.

Key issues to be addressed to effectively implement the Disaster Management Act, Act 57 of 2002 the GSDM Disaster Management Framework:

 Capacity building programme  Establishment of veldt fire management structures in Dr. Pixley Ka Isaka Seme Local Municipality in partnership with Working on Fire.  Continuous capacity Assessment and planning  Implementation of Risk Reduction and Awareness Programmes  Sufficient provision of relief material and support to LM during Incidents  Provision of firefighting tools to Local Municipalities  Development of MOU with Dipaleseng, Mkhondo, Chief Albert Luthuli and Dr. Pixley Ka Isaka Seme for the allocation of a Fire Station/Satellite Disaster Management Centre to support veldt fire management programmes and general fire and rescue services operations.  Establishment of central communication centre in LM’s with satellite centres to facilitate central communication, coordination and incident management.

The District Disaster Management Centre

The District is susceptible to disasters such as floods, veldt & shack fires, road accidents, accidental chemical spillage or explosions of toxic substances, climate change and civilian unrests. Whilst there will be disaster sub-centre's in all the seven constituent Local Municipalities for prompt responses to emergency calls, the District is in the process of building a Disaster Satellite Centre in Dr Pixely Ka Isaka Seme Local Municipality. This will be followed by a project to build or construct District Disaster Management Centre in Ermelo. The purpose of the District Centre is to facilitate centralized the command and coordination in all disaster response by all municipalities within the Districts.

It is also envisaged that this will enhance the capacity to all the municipalities to adequately mitigate and respond to disasters with the help of their neighboring municipalities. This District Centre will also assist in operationalizing the response to the risks on the Risk Register.

3.2.6. Access to Services: Regional Distribution

According to the Stats SA Community Survey, 2016 between 2011 and 2016, the Gert Sibande household numbers increased from 273 490 to 333 815. According to the 2016 Community Survey only 68. 7 % of the households in Mpumalanga have access to safe drinking water.

The delivery of basic services is essential in improving the quality of life and sustainable development for communities. The percentage of households served is highest around the major towns and settlements in each municipal area and it rapidly declines into the rural areas. Water and electricity are the two most extensive services provided in the District followed by sanitation.

For a household to be considered having adequate access to sanitation, the household should have a facility that; removes human waste, is affordable, hygienic, and accessible. Outcome 8 provides for sustainable human settlements and an improved quality of life sets out clear outputs on the provision of targets for local municipalities as a primary responsibility of Department of Cooperative Governance and Traditional Affairs to contribute in achieving these national targets:

Access to water Local Municipal area Number of households without Share of total households access to water*

2011 2016 2011 2016 Chief Albert Luthuli 8690 9 824 18.2% 18.4% Msukaligwa 3841 4 243 9.4% 8.3% Mkhondo 8039 6 805 21.5% 14.9% Dr Pixley Ka Isaka 1410 2 212 7.1% 9.8% Seme Lekwa 731 2 347 2.4% 6.3%

Dipaleseng 688 1 397 5.4% 9.4% Govan Mbeki 885 1 703 1.1% 1.6% Totals 24 28 532 65.1% 68.7% 284 Stats SA Community Survey, 2016

Level of services

Level of Service Access Water Sanitation Electricity Waste removal

HH with HH without HH with HH with HH without HH with HH without HH with HH without access access access to access to VIP access access access access access Flush toilets toilets

Chief Albert Luthuli 43 656 9 824 12 559 39 120 1 801 (3.4%) 51 383 2 097 12 908 45 572 (75.9%) (81.6%) (18.4%) (23.5%) (73.1%) (96.1%) (3.9%) (24.1%)

Dipaleseng 13 480 1 397 10 996 2 980 901 12 126 2 751 9 452 5 425 (90.6%) (9.4%) (73.9%) (20.0%) (6.1%) (81.5%) (18.5%) (63.5%) (36.5%)

Dr Pixley Ka Isaka Seme 20 334 2 212 15 101 6 485 960 19 824 2 722 14 943 7 603 (90.2%) (9.8%) (67.0%) (28.8%) (4.3%) (87.9%) (12.1%) (66.3%) (33.7%)

Govan Mbeki 107 191 1 703 103 086 5 082 726 102 752 6 142 81 150 27 744 (98.4%) (1.6%) (94.7%) (4.7%) (0.7%) (94.4%) (5.6%) (74.5%) (25.5%)

Lekwa 34 987 2 347 32 318 3 902 1 114 33 991 3 343 25 946 11 388 (93.7%) (6.3%) (86.6%) (10.5%) (3.0%) (91.0%) (9.0%) (69.5%) (30.5%)

Mkhondo 38 789 6 806 21 312 22 318 1 965 36 163 9 431 30 576 15 019 (85.1%) (14.9%) (46.7%) (48.9%) (4.3%) (79.3%) (20.7%) (67.1%) (32.9%)

Msukaligwa 46 846 4 243 38 895 10 899 1 295 42 222 8 867 31 943 19 146 (91.7%) (8.3%) (76.1%) (21.3%) (2.5%) (8.6%) (17.4%) (62.5%) (37.5%)

TOTAL 305 283 28 532 234 267 35 685 63 863 298 461 35 354 206 918 126 897 (91.5%) (8.5) (66.9) (10.7%) (19.1) (89.4%) (10.6%) (62.0%) (38.0%)

Table 19 shows that a good proportion of households 91.5% have access to piped water at district level. The districts municipality is assisting local municipalities in efforts to make clean water accessible to the households which do not have access to safe water through installation and maintenance of boreholes in rural communities though there are still communities which still depend on unsafe sources such as rivers and streams.

Water sources in GSDM for 2011

Water sources in GSDM-2011

250000 224039

200000

150000

100000

17743 10345

50000 7809

4516

3227

3129

1744 939 0

Stats SA, 2011

Bulk Water and Sanitation Regional Provision

The district supports its local municipalities in improving water and sanitation service delivery. Much work has already been performed regarding the establishment of the current status of water services infrastructure, water services development planning and the reconciliation of water resources within the district area.

Integrated Water Services

Roles and responsibilities (water services)

Roles & Responsibilities Local Municipalities District Municipality Local Planning (WSDP) Regional Planning (IWSDP) Water Services Authority Bulk Water & Sanitation Supply (including plants Activities treatments) Water Reticulation and Water Quality Management & Pollution Control Distribution Water and Sanitation network O Rudimentary Water Supply (Rural and Farm Areas) & M Water metering installation & Water Loss Management 77

maintenance Meter reading for distribution Water Conservation and Water Demand Management Tariff and standards Bulk meter installation / maintenance & reading Billing and collection Regional Bulk Water and Sanitation Master Plan

Although the Local Municipalities within the GSDM are the Water Services Authorities and in terms of the Water Services Act, 1997 (Act 108 of 1997), are responsible for meeting the obligations as stated in the Water Services Act and not the GSDM, the District does support the Local Municipalities with water services activities. Emanating from the Resolutions of the GSDM Council and other forums, roles and responsibilities have been shared to encourage intergovernmental cooperation, in terms of Section 88 of the Municipal Structures Act, between municipalities and other spheres of government so as to harness improvements in service delivery.

The shared roles and responsibilities have been defined as provided below with the GSDM supporting its Local Municipalities where financial and human resources are available to do so. The District focus is predominantly on water services planning and capital infrastructural development and not on the operations of services provided as this is by law the Local Municipalities prerogative.

3.2.7. Rudimentary Water Supply (Rural and Farm Areas Including Schools)

GSDM is progressing with the implementation of rudimentary water and sanitation supply by way of planning such projects and the production of standard tender documentation for both rudimentary water and sanitation supply. These mainly consist of drilling and equipping boreholes in farming areas and at schools. In other LMs like Dr Pixley Ka Isaka Seme and Msukaligwa the District intervened by use of water tankers during the height of the droughts. The District has also built a water borne sanitation block at MP Magagula Secondary School in Mayflower under Chief Albert Luthuli Local Municipality.

3.2.8. Water Conservation and Water Demand Management

GSDM intends to perform water demand and loss studies of all the reticulations within its jurisdictional area and capture all the built information for the entire water services infrastructure within the District. All this information will be provided to the WSA’s and captured on the District- wide Geographical Information System (GIS) on completion of the studies. The information will further be maintained by GIS officers that the District has appointed and is in the process of training.

GSDM replaced all bulk water meters within all its Local Municipalities and thus far has a full record of the location and condition of all the existing bulk water meters. The process that is now unfolding is the maintenance, replacement and provision of new bulk water meters where required that will proceed as and when funding becomes available for this very necessary project.

In addition to the bulk water meter replacement programme the GSDM is proceeding with the installation of a Management Information System (MIS) for the capture of bulk water meter readings, reservoir levels and the recording of other critical operations information. The full cost for the above two projects has been determined through a competitive bidding process and is proceeding slowly with its implementation due to the limitation of funding.

The GSDM has progressed with this strategy over the past two years with the limited funding that has been made available and continues with this endeavour utilising every opportunity that presents itself.

To assess the potential savings that can be achieved through the various possible WC/WDM interventions, it is first important to establish the existing water demand distribution in the study area, and then follow through on secondary aspects. The situation analysis and future trends and goals would suggest that the following outline to be considered in conceptualizing a WC/DM plan for GSDM Development of a concept WC/DM plan for each municipality, building upon the current ‘status quo’ as baseline.

Motivate/apply for ‘seed funding’ from the existing DWS and DBSA programmes and provide counter funding to establish the project. Use motivations in terms of Return on Investment to conclude funding of the project, and align project with suitable MIG counter-projects where applicable (e.g. water meters, etc)

Proceed with implementation of the plan that outlines the phased approach

3.2.9. Scientific Services

Blue drop levels

MPUMALANGA RISK PROFILE (GREEN DROP)

A steep increase in critical risk plants, from 18 to 40, is observed. The majority of plants now reside in the critical risk space (40 systems), and this isvery disconcerting. From the 21 plants which resided in low risk space in 2012, only 4 plants are now considered low risk.

Critical/high risk WSAs

Key Issues to be addressed in terms of Water Services  Bulk water and sanitation treatment plants require refurbishment and an amount of R183m needs to be budgeted  All WSAs must engage in asset management strategies to apply preventative maintenance, replace what needs replacing, and extend the useful life of infrastructure without having to replace infrastructure at a high capital cost.  Proper training of the operators of the treatment plants to effectively operate the plants. 81

 WSAs need to have water conservation and demand management strategies or programmes, and systems for performing water balances.  Very little work is currently being performed on this vital aspect of water services, with little or no expertise available within the GSDM area to perform the required work.  General operations and maintenance of the water and sewerage reticulation networks need to be routine and not reactive.

There is need for development of maintenance, refurbishment and water quality monitoring plans. Municipalities need to improve on the frequency and number of water quality samples that are analysed in each municipality and that each respective local municipality within Gert Sibande District Municipality enter into the appropriate agreement with the GSDM for the utilisation of the District Municipality Water Quality laboratory, which will include for the collection of the correct number of samples for analysis.

All municipalities make submissions for the next round of the Green and Blue drop assessments and utilise the information already contained in the WSDP’s for this submission  That projects be prioritised and the correct and appropriate service level / technology be considered, dependant on the affordability of the consumer;  Consolidation of water services by-laws with the Municipal Health Services by-laws  Ring-fencing their water authority functions from their water operations functions  WSAs to have revenue enhancement plans  The District to support the local municipalities in the proper management of water services provider / Intermediaries contracts.

Status of GSDM Electrification Programme

Figure below indicates a commendable increase of households with electricity in GSDM from 58% in 2001 to 87.55% in 2016. Of the seven local municipalities, Govan Mbeki, Lekwa, Dr Pixley Ka Isaka Seme and Chief Albert Luthuli averaged higher than the District rate of 87.55%. Attention needs to be given to Mkhondo, Dipaleseng and Msukaligwa Local Municipalities which are much lower than district average at 79.3%, 81.5% and 82.64% respectively, making it more challenging for the district to meet higher set targets.

Percentage of households with electricity connections in Mpumalanga, Gert Sibande and Local Municipalities, 2001-2016

Source: Stats SA 201

Key issues pertaining to Electricity:  Limited capacity at district level to cater for new developments.  Most households which constitute backlogs in the district are in the informal settlements which are not yet proclaimed or where township extensions are taking place.  The current housing projects which are either at planning and undergoing construction phase contributes to the slowing down of electrification program  There is currently no plan or strategy ensuring that all new houses are electrified immediately, and this is being discussed by all the concerned stakeholders.  The electrification in the rural areas has also slowed down due to the building of bulk electrical infrastructure which requires large amount of funding for proper electrification.  Additional funding needs to be allocated on projects that requires bulk electrical infrastructure so as to eradicate the remaining backlogs.

3.2.10. ROADS AND COMMUNITY FACILITIES

The District roads are in a bad state due to high volumes of coal haulage trucks that transport coal to the four power stations within and beyond its jurisdictional area; thus, inflating the maintenance expenditure of all three spheres of government on roads across the District. National, provincial and municipal roads construction and maintenance is a joint effort from three spheres of government, hence the significance of a joint alliance to be established towards addressing matters of common interest. The National Roads like N17, N11 and N2 have undergone 83

reconstruction which improves the mobility of transport as this link the District with the neighbouring provinces and Swaziland.

Visual condition index summary for Municipal roads in Gert Sibande

SOURCE: RRAMS: 2016

Visual condition summary per Local Municipality Average Condition VCI Average Condition VCI (trh22) LM (tmh22) % % Mkhondo local municipality 41 51 Pixley ka seme local municipality 56 69 Govan Mbeki local municipality 60 74 Dipaleseng local municipality 45 65 Lekwa local municipality 58 72 Msukaligwa local municipality 50 67 Chief Albert Luthuli local municipality 52 62

SOURCE: RRAMS, 2016

Key Issues Pertaining to GSDM Road Network

 Ageing of road network  The condition of the road due to heavy traffic within the District  Lack funding  Lack of Road condition data  Lack of maintenance of a road Asset Management system.

3.3. KPA 3: LOCAL ECONOMIC DEVELOPMENT 3.3.1. Unemployment and Employment Levels

Unemployment rates in Mpumalanga, Gert Sibande and its local municipalities, 1996 - 2011

52.24

50.62

45.79

45.72

39.85

38.2

40 37.19

36.13

36.5

35.41

35.95

31.6 29.73

30 26.8 26.23 25.85 Unemployed 1996 20 unemployed 2001

10 unemployed 2011

Source: Stats SA, 2011

In 1996, Lekwa recorded the lowest unemployment rate at 24 per cent while Chief Albert Luthuli had the highest unemployment at 52 per cent. There has been tremendous improvement in the employment figures in Chief Albert Luthuli, going from the highest unemployment rate in 1996 to fourth highest in 2011 at 35.41%. Albert Luthuli and Govan Mbeki are the only two municipalities whose unemployment figures in 2011 are better than the 1996 figures.

Unemployment figures in Mpumalanga , 2011-2016

Local Municipal Area Unemployment rate Unemployment rate Unemployment rate Census 2011 2015 IHS Global Insight figures 2016 IHS Global Insight figures

Steve Tshwete 19.7% 16.4% 17.3% Lekwa 25.9% 19.3% 23.4% Thaba Chweu 20.5% 20.3% 20.3% Victor Khanye 28.2% 21.6% 25.6% Emalahleni 27.3% 23.2% 22.8% Govan Mbeki 26.2% 23.6% 22.5% Emakhazeni 25.9% 23.8% 22.8% Umjindi 26.9% 24.1%

Msukaligwa 26.8% 25.6% 23.6% 24.3% (Inclusive of City of Mbombela 28.1% 27.6% Umjindi) Mkhondo 35.9% 31.7% 31.5% Nkomazi 34.3% 32.1% 32.6% Chief Albert Luthuli 35.4% 32.7% 31.7% Thembisile Hani 37.0% 33.3% 38.5% Dr Pixley Ka Isaka Seme 36.1% 33.7% 33.4% Dipaleseng 37.2% 38.8% 34.4% Dr JS Moroka 46.6% 44.9% 47.7%

Bushbuckridge 52.1% 46.4% 49.3%

Source: Mpumalanga Provincial Treasury, 2016

Unemployment is still a challenge in Mpumalanga and Gert Sibande District municipalities with more than 20% ratings in all the six municipalities in Gert Sibande. Dipaleseng is the municipality with the highest unemployment in Gert Sibande with a rate of 38.8% in 2015 and Lekwa local municipality is the lowest at 19.3%. The unemployment rate in the district is however on the decrease in all the local municipalities in comparison with 2011 unemployment rate.

Local municipal area % contribution Average annual Average annual Average to economic growth economic growth annual Mpumalanga 1996-2016 2011-2016 economic economy growth 2016 2016-2021 Govan Mbeki 14.3% 0.9% 2.1% 1.4% Msukaligwa 4.2% 2.5% 1.4% 1.5% Lekwa 3.1% 0.7% -0.1% 1.4% Mkhondo 2.6% 3.3% 2.2% 2.0% Chief Albert Luthuli 2.3% 2.5% 2.5% 1.5% Dr Pixley Ka Isaka Seme 0.9% 1.4% -0.4% 1.6% Dipaleseng 0.7% 2.0% -0.1% 1.3%

Lekwa, Dr. Pixley Ka Isaka Seme and Dipaleseng are recording slow econmic growth trend and high unemployment rates. There is a need for targeted economic intervention to stimulate economic growth in the three municipalitie.

Labour force Indicator Gert Chief Msukalig Mkhond Dr Lekw Dipalesen Govan TOTA Siban Albert wa o Pixley a g Mbeki L de Luthul ka i Seme Employed 259 29141 41 698 30 510 13 979 34 10 546 99 138 259 129 118 129 Unemploy 109 15 975 15 267 17 123 7 906 11 6 244 35 249 109 ed 658 895 658 Discourag 35 518 9 282 5 311 6 060 4 184 2 600 1 295 6 787 35 ed job 518 seeker Other not 262 53944 35 625 48 086 23 383 28 9 877 63 301 262 economic 387 171 387 ally active Total 662 108 97 900 101 779 49 452 76 27 961 204 666 692 342 784 474 692 Youth 29.7 35.4 26.8 35.9 36.1 25.9 37.2 26.2 29.7 unemploy ment Source: Stats SA, 2011

Unemployment rate of 29.7% (strict definition) in 2011 – 109 661 unemployed as a percentage of the Economically Active Population of 368 787 – decreasing trend. Unemployment rate for females

Youth Unemployment

High number of youth unemployment is one of the challenges in Gert Sibande, Mpumalanga province and the country as a whole, which means most of the provincial and district funds should be directed to job creation for youth and skills development in order to make the youth marketable and employable. Below its the figures for youth unemployment in Mpumalanga, and Gert Sibande district. Figure 6 : Youth Unemployment Rate per District

Source: Stats SA, 2011

Mpumalanga recorded a decline in unemployment amongst the youth between 2001 and 2011. However, the highest decline was recorded in Nkangala district, which is higher than the provincial average at almost 10%. Notwithstanding the decline in unemployment in the District, there is still a significant number of youths who are unemployed.

Figure: 7 Youth Unemployment Volumes for GSDM and LMs from 1996 to 2011

90000 77881

80000

70000 61847

60000 54638

50000

40000 Unemployed 1996

25046

30000 Unemployed 2001

11399

19344

11000

8405

Unemloyed 2011

12313

15902

20000

14223

5335

4385

8997

7802

8611

6465

7343 5916

10000 7422

4455

4671 2765 0 2571

Source: Stats SA, 2011

Youth unemployment rate in GSDM and its locals from 1996-2011

72.8

66.9

66.4

65.3

63.6

60.9

60.3 60.3

44.62

44.55 44.44

50 43.96

37.77

34.53 34.01 40 33.83 30 1996 20 2001 10 2011 0

Source: Stats SA 2011

Despite the increasing volume of unemployed youth, there is a general decrease in the proportion of youth unemployment in the district from 2001 to 2011.The number of unemployed youth for 2011 is higher than the 2001 levels across the district with Govan Mbeki, Albert Luthuli, Msukaligwa and Mkhondo recording the highest increases in volume. Pixley Ka Isaka Seme, Lekwa and Dipaleseng recording slight increase in the number of unemployed youths.

3.3.2. Sectoral Employment and Output

Sectoral employment refers to the available sectors in the GSDM where people are likely to find employment. By the output we are referring to the percentage or number of people employed in a certain sector so as to indicate which sector is dominating in terms of employment opportunities in the GSDM. Sectors available in GSDM include trade, mining, manufacturing, agriculture, community services, private households, transport, finance, construction and utilities.

Gert Sibande- Sectoral Employment 2001-2011 2001 Private Agriculture Community households 19.6% services 13.1% 8.0%

Finance 3.3% Mining 12.5%

Transport 4.0% Manufacturing 13.7% Construction Trade 20.1% 4.1% Utilities 1.3% Source: Mpumalanga Department of finance, Socio-economic Profile of Gert Sibande, 2015

Gert Sibande- Sectoral Employment 2012

2013 Private households Agriculture Community 9.1% 9.9%

services 18.3% Mining 8.4%

Finance 9.8% Manufacturing Transport 3.6% Construction 10.6% Trade 22.1% 6.7% Utilities 1.5%

Source: Mpumalanga Department of finance, Socio-economic Profile of Gert Sibande, 2015

Leading industries in terms of employment in the district - trade (18.8%) community services (17.0%), mining (14.5%) and agriculture (13.9%).There is a decrease in role of agriculture & trade as employer and increase in role of community services & mining as employer.

3.3.3. GSDM Socio -Economic Analysis (State Of Development)

Socio - economic analysis refers to an analysis of how the community/society of a particular area progresses, stagnates or declines looking at their local and regional economy.

Gross Domestic Product (GDP) Growth GDP per capita is often considered an indicator of a region's standard of living on the rationale that all citizens would benefit from the region's increased economic production (Gert Sibande socio- economic profile, 2013). Looking at the GDP growth rate of Gert Sibande District Municipality it shows that the municipality is experiencing an increasing figure from 1996 -2012. Table 16 below illustrates more.

Gert Sibande District Municipality's GDP Growth of the district. Municipality Trend 1996- Forecast Better (+) or Ranking: best(1) 2013 2013-2018 worse than (-) or worst(3) province Gert Sibande 1.8% 1.9% (-) (2.2%) 3 District 2001(trend) 2009(trend) Latest Ranking: best(1) figure(2013) or worst(3) Contribution 29.9% 29.9% 27.6% 3 to Mpumalanga GVA% Source: Mpumalanga Department of finance, Socio-economic Profile of Gert Sibande, 2015

Currently the district is expected to record the highest GDP growth (1.9% per annum) among the 3 districts over the period 2013-2018 with a historic growth 1.8% per annum in the period 1996-2013. Manufacturing, finance & community services should contribute the most to Gert Sibande’s economic growth in the period 2012-2018.

Regional Contribution

This refers to the gross change in economic activity associated with an industry or any event in an existing regional economy. The region can be district, province, or country wide. This IDP will only focus on the provincial and district economic contribution looking at the available industries in the province.

Provincial Contribution

The economic industries are classified according to the International Standard Industrial Classification of all Economic Activities (ISIC). This classification system groups together economic activities that are closely related. In 2012, Gert Sibande had a competitive advantage in terms of

Mpumalanga’s manufacturing (57.4 per cent) and agriculture industries (41.4 per cent) as compared to Nkangala and Ehlanzeni Districts.

Gert Sibande was the second largest contributor after Nkangala. Govan Mbeki contributed (19.4 per cent), Mbombela (19.3 per cent), Emalahleni (18.2 per cent) and Steve Tshwete (14.3 per cent) which made up to 71.2 per cent of the Mpumalanga economy in 2012. Dipaleseng (0.6 per cent) and Dr Pixley Ka Isaka Seme (1.1 percent) made the smallest contributions to the provincial economy.

Regional contribution to Mpumalanga’s industries (GVA at constant 2005 prices), 1996-2012 Industry GERT SIBANDE Nkangala EHLANZENI 1996 2012 1996 2012 1996 2012 Agriculture 41.7 41.4 23.9% 22.9% 34.4% 35.7% Mining 36.1% 23.9% 49.1% 69.4% 14.9% 6.7% Manufacturing 42.6% 57.4% 31.4% 24.4% 26.0% 18.1% Utilities 26.2% 25.7% 70.0% 71.4% 3.9% 2.8% Construction 24.8% 26.8% 30.4% 32.6% 44.8% 40.6% Trade 26.4% 25.8% 27.4% 30.5% 46.2% 43.7% Transport 27.2% 24.5% 33.6% 37.8% 39.2% 37.7% Finance 22.2% 21.2% 34.9% 36.8% 43.0% 42.0% Community 22.4% 22.5% 32.2% 32.5% 45.4% 45.0% Services TOTAL 31.0% 31.0% 37.7% 39.3% 31.2% 29.7% Source: Socio Economic review and outlook of Mpumalanga, 2013

District Contribution Manufacturing (57.4%), is the leading industry in terms of % contribution to Gert Sibande’s economy, followed by mining (14.1%) and community services (12.3%). Construction is the lowest with (2.1%).There is a Decreasing role/share of mining and increasing role/share of manufacturing. Below it’s a graph indicating sectors which contributes to the Gert Sibande's economy.

Contribution by Districts to Mpumalanga’s industries (GVA constant 2005 prices)

INDUSTRY Gert Sibande Nkangala Ehlanzeni

Agriculture 41.6% 22.9% 35.5% Mining 23.8% 70.2% 6.0% Manufacturing 51.9% 28.5% 19.6% Utilities 24.7% 72.5% 2.8% Construction 24.6% 34.4% 41.0%

Trade 24.2% 31.8% 44.0% Transport 24.2% 38.3% 37.5% Finance 20.6% 36.3% 43.1% Community services 22.7% 32.8% 44.5% Total 27.6% 44.0% 28.4% Source: Mpumalanga Department of finance, Socio-economic Profile of Gert Sibande, 2015

Gert Sibande’s manufacturing (role of Sasol) contributed 51.9% & agriculture 41.6% to the relevant provincial industries.

Gert Sibande's Economic Contributors ECONOMIC CONTRIBUTORS 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 2001 5.00% 2012 0.00% MANUF TRANSP CONSTR UTILITIE AGRICUL AGRICUL MINING FINANCE TRADE ACTURIN ORT UCTION S TURE TURE G 2001 24.80% 8.90% 6.10% 8.90% 1.30% 29.80% 36% 4.70% 11.90% 2012 14.10% 11.50% 7.30% 9.60% 2.10% 35.00% 3.70% 4.70% 12.30%

Source: Mpumalanga Department of finance, Socio-economic Profile of Gert Sibande, 2013

3.3.4. Regional Economic Growth and Spatial Features

Manufacturing

The manufacturing sector is the major contributor to the both the district and provincial gross value added. Mining products, electricity generation; and petrochemicals manufacturing dominate the sector. There is general consensus however that the growth of the GSDM economy as a whole, the Govan Mbeki municipality in particular, is highly dependent on the development trajectory of the SASOL in Secunda.

Mining

Mining activity in the Gert Sibande District, and more specifically the Govan Mbeki (Secunda) Local Municipality, is one of the main contributors to the Province’s GVA. Coal and gold are the most important mining products, with electricity generation, petrochemical and metallurgical production, and industrial and domestic applications dominating the local consumption of coal. 93

Due to the occurrence of the District’s coal reserve within the High Veld Ridge and Coal Belt, the majority of mining operations are concentrated along the N17 highway, around and between Secunda and Ermelo. Notable collieries include Sasol’s Syferfontein and Twistdraai and Anglo Coal’s New Denmark. Other smaller mining operations occur near Driefontein in the Mkhondo Municipality.

Energy Generation and Supply

The District has Four out of 10 operational coal-fired power stations in Mpumalanga namely, Tutuka, Camden, Majuba and Grootvlei. As such coal fired power generation is a major industry in Gert Sibande and these power stations are located in close proximity to the coal mines due to the high cost associated with the transportation of coal.

Majuba Rail Network is under was commissioned ease the pressure placed on the existing road infrastructure between Ermelo and Amersfort by truck transporting coal to Majuba Power Station.

Agriculture

Gert Sibande features the largest agricultural sector, with strong services centres like Standerton, Ermelo, Bethal and Piet Retief. Agricultural products produced within the District include maize, sunflower, grain, sorghum, wheat, mutton (cattle and sheep), dairy and wool. Although some irrigated commercial agriculture does occur to the south of Ermelo and to the north and east of Manzana, the majority of the aforementioned commercial crops are grown on dryland. In total 23% of the District’s land surface is under cultivation, of which approximately 80% constitutes commercial dry land under grains.

Significantly, the area between Carolina, Bethal and Ermelo produces the most sheep and wool in South Africa. The Standerton area is known for its large dairy industry and maize agriculture. Yet, although Standerton is known for its dairy, the majority of cattle farming activity occur within the Dr Pixley ka Isaka Seme and Mkhondo Local Municipalities. Other types of crops grown in the District include potatoes, sweet potatoes, groundnuts and soybeans. A small measure of bee keeping and honey harvesting also occurs within the forests. Apart from commercial agriculture, subsistence farming plays an important part in the livelihoods of many of the District’s communities, especially those in the Manzana and Lochiel areas.

Due to the numerous agriculture and related activities located within the Mkhondo District, the Gert Sibande Agri-Parks Business Plan identified eMkhondo (Piet Retief) as the most suitable site for the establishment of an Agri Hub within the broader GSDM

Forestry

Whilst commercial agriculture dominates the central and western extents of the District, the eastern extents are characterised by a north – south running band of commercial forestry stretching all the

way from Carolina and Warburton in the north, to Amsterdam and Piet Retief in the south. Forests and plantations which covers some 9.73% of the District’s total land surface. The majority of the plantations found within the District are privately owned by Sappi, Mondi and CPA's. Forestry activities primarily consist of pine, eucalyptus and wattle plantations. Wood from the plantations are primarily used in the production of structural timber for housing, and the manufacturing of joinery packaging such as pallets, boxes and cable drums.

Tourism

Tourism, which is generally classified under the Wholesale and Retail Trade, is another growing sector within GSDM. Its potential is derived from its huge natural resources which includes wetland; historical sites and heritage and liberation routes. The district offers various tourism attractions, which includes the Nooitgedacht Dam Nature Reserve, Songimvelo Game Reserve, the historical town of Chrissiesmeer, numerous Anglo-Boer War battlefield sites, stone ruins dating back to 1500BC at places such as Legoya near Ermelo.

Chrissiesmeer is the largest freshwater lake in South Africa. This lake, together with a plethora of other smaller lakes and wetlands provide a home to a wide diversity of birds especially water birds such as Flamingos

One of the most important tourism destinations within the region is the Songimvelo Game Reserve. It is being proposed that Songimvelo should link-up with the Nkomazi Wilderness to the west and the Malolotja reserve within Swaziland to the east, thereby forming a trans-frontier park

Map 2: Mpumalanga Tourism Strategy

GSDM Tourism precincts identified in the provincial tourism strategy

Chrissiesmeer Songimvelo Game reserve

Goliad's Footprint

Gert Sibande Tourism corridor

3.3.5. Gert Sibande tourism corridor

The eastern extent of the GSDM forms the anchor of the tourism corridor in the district. It presents an opportunity given the proclamation of protected areas and further proposed environmental protected areas along the R23 and R541 routes connecting KZN to the Kruger National Park.

Sustainable Integrated Agricultural Development Programme for GSDM Land Reform Projects

The beneficiaries of the land re-form projects within the District are to date faced with uncoordinated capacity building and limited support, which has led to challenges in maintaining the sustainability in most of the previously economically viable farms. The District, in collaboration with its relevant stakeholders, has started to coordinate development and support for the agricultural sector with emphasis on enhancing partnerships, training and development, management, farm worker labour training and development, and overall economic empowerment within the agricultural sector for the District agricultural communities.

The District envisages coordinating the participation and support of the agricultural unions, and the establishment of commercial farmers. The Department of Rural Development and Land Reform, and Department of Labour who form part of the agricultural development cluster, have to work together and will be encouraged to form joint focus initiatives in the development of a robust Agricultural Development Strategy addressing the following key development areas:

 Training and skills transfer on management of farms  District Agro-Value Chain industry  Comprehensive Post-Settlement support  Advance training on farming methods  Partnerships and marketing  Support more farming inputs and implements

Agricultural development will be best achieved through proper integrated planning and targeted support services for the farms while responding to other District Sector Plans like Environmental Management Plan, Spatial Development Framework, etc. This approach must still integrate sustainable farming techniques with various other elements such as poultry, livestock, traditional medicinal plants and traditional co-ops to succeed. The District Municipality in partnership with the Mpumalanga Department of Agriculture, Rural Development, Land Administration and Environment.(District Offices) and the Agricultural Colleges in the various Local Municipalities need to forge Agricultural Development Initiatives to establish a centre for Sustainable Development of the sector within the Gert Sibande District Municipality.

Regional Fresh Produce Market

GSDM is a rich agricultural hub, with different agricultural products being exported from the District in raw form and brought back as finished products.

The District has realised that the whole agricultural value chain and the benefits emanating from there are not benefiting communities within its jurisdictional area. In order to turn that around, it is important to device methods to retain most of the economic benefits therein. A viability study on the Fresh Produce Market was developed in 2014/15.The study has confirmed the viability of establishing a fresh produce market within its jurisdictional area to take advantage of the opportunities that emanate in the value chain of agriculture, e.g. storage, warehousing, packaging, transportation, etc. 97

3.3.6. Potential Economic Development Corridors

In terms of Development Principle number two (2) of the GDSM SDF 2009, the District needs “To optimally capitalise on the strategic location of the District and its five key economic strips/corridors, and to functionally link all towns and settlements to one another through establishing and maintaining a strategic road and rail network comprising internal and external linkages.”

The Gert Sibande District does not function in isolation but is part of a broader regional and sub- continental economy. It is, therefore, important that the District area be properly linked to surrounding districts and even bordering countries (like Swaziland) to ensure an efficient flow of goods and services in all directions within the economical region.

An analysis of the Gert Sibande and regional economy (as presented by the MPISDF and MPGDS) revealed five key economic/corridors traversing the District. These perform significant regional functions in terms of linking the District to prominent activity nodes and areas in adjacent areas, and comprise the following:

 The N17/N2 Corridor with Trichardt-Evander-Kinross-Secunda (TEKS Area) as an industrial node.  The R23 Corridor which is the main link between Gauteng and KZN.  The N11 National Corridor which is the main road link between the Limpopo Province through Mpumalanga and into KwaZulu-Natal.  The R35 Corridor which links the central and western parts of the Gert Sibande District converging with the N11 to the Limpopo Province. To the south it links to the national N3 Corridor between Gauteng and KZN.  The R33 Corridor which extends along the eastern border where it runs parallel to the border with Swaziland. It also gives access to a number of border posts with Swaziland, including Oshoek, Sicunusa, Gege and Mahamba. 98

Implications/actions:

 The thorough maintenance and upgrading of the national and provincial road network constituting the five main transportation corridors in the Gert Sibande District.  The efficient “branding” of the five corridors through appropriate signage in order to attract more tourist traffic through the area (Establishment of “Theme Routes”).  Active promotion of rail as transport mode in the district – especially as an alternative to road- trucking of coal in the District, e.g. Lothair Swaziland Maputo Rail link.  Formalisation of the provincial road between Badplaas and Barberton as a short-cut to the Lowveld Tourism Precinct.

The feasibility study into the development of the abovementioned Corridors will result in proper planning and implementation to harness the growth of the District economy. This will provide downstream industries for petro-chemical industry and the mines within the District including forestry beneficiation industries. The District, in partnership with potential investors and other spheres of Government and Private Sector, will be looking at undertaking feasibility studies along the corridors for the following:

 Manufacturing Hubs-industrial zones (light and medium industrial parks)  Industrial Workshops  Cold rooms and storage facilities  International Conference Centre  Regional sport facilities  Medium to High density housing developments  Shopping centres or malls  Tourist Attraction centres and Leisure facilities including cultural villages  Agro-processing Facilities  Forestry downstream manufacturing hubs  Enhanced farming with co-ordinated market  Economic diversification and empowerment

The District thus has confidence in the economic potential of the corridors which will, among others, translate into improved revenues for Local Municipalities, which will assist them to provide more and improved services. It is pleasing to note that over the past few years, major roads in the District have been upgraded to high standards. National and Regional roads most notably N17, N2, N11, R33 , etc.

3.3.7. Climate Change Impact

Climate change is one of the most important environmental issues facing the world today. The impact of climate change is a reality and it cuts across all climate-sensitive sectors including the 99

Agriculture sector. The change in the climate has threatened sectors such as Agriculture leading to a decrease in food production and therefore putting pressure on the existing sectors.

3.3.8. Economic Development Objectives

The District, in collaboration with its seven (7) constituent Local Municipalities and other stakeholders endeavours to optimise the impact of economic growth in the district through the proper implementation of the District Local Economic Development Strategy which addresses, the following:

 Partnerships towards progressively responding to the skills need by the growing Regional Economy.  Visible promotion and support of SMMEs (Financial and Non-Financial).  Visible promotion of the Tourism Sector.  Increasing local beneficiation and shared Economic Growth across the District.  Promoting and supporting sustainability of the existing businesses within the District.  Identification and implementation of high impact LED projects/programmes like Bio- Fuel Plant as part of rural economic development in response to Land Reform Programmes.  Providing support services, mentorship and investment towards ensuring sustainability and effective utilisation of farms attained through Land Reform Programme.  Development and Training of Co-operatives and SMMEs and establish database thereof.  Promotion of Trade and Investments through Regional Development Agency.  Informal Sector development and Second economy interventions (i.e. skills development).  Promotion of the usage of alternative sources of energy.

The above objectives are aligned to the National and Provincial economic growth plans and programmes.

100

3.3.9. Comprehensive Rural Development Programme

GSDM rural development plan

Rural Development Plan

The Guidelines for Development of Rural Development Plans published by the Department of Rural Development and Land Reform states that “The RDP should be focused on homogeneous functional areas identified according to factors such as unique environmental and climatic conditions, land ownership profile (communal land areas), and rural areas of high population concentration or unique settlement functions and spatial distribution”. Furthermore, the RDP is seen as a “regional spatial development framework”, and therefore the plan is not compiled for the entire district municipality, but rather for such functional regions within the district.

The rural development plan aims to formulate a comprehensive plan of action for rural communities living in extreme poverty. GSDM Functional demarcation Areas;

Functional Region 1: The GSDM Highveld area characterised by coal mining, electricity generation and maize and livestock farming. It comprises the areas of jurisdiction of the Dipaleseng, Govan Mbeki, Lekwa, Dr Pixley Ka Isaka Seme and a section of the Msukaligwa Local Municipalities.

Functional Region 2: The GSDM Eastern escarpment which holds extensive potential for forestry, tourism and limited fruit farming. The Eastern Escarpment (Central and South) comprises the 101

majority part of the area of jurisdiction of the Chief Albert Luthuli, Mkhondo and sections of the Msukaligwa Local Municipality.

Fourteen (14) Rural Intervention Areas/RIA identified in the Gert Sibande District. These are briefly summarised as follows;

Functional Region 1: Highveld South Region

 RIA 1.1: This represents the rural communities in Dipaleseng local municipality and specifically around Greylingstad, Balfour and Grootvlei.  RIA 1.2: Leandra is the central node to this area and during the consultation process it was indicated that there is significant potential (and interest) in the establishment of agro industries in this area.  RIA 1.3: The Lekwa Municipality requested that this rural hinterland between Secunda and Standerton be identified as a Rural Intervention Area with the focal point being a potential Rural Node in the vicinity of Thuthukani.  RIA 1.4: This RIA serves the rural hinterland between Standerton and Volksrust with Perdekop as the Rural Node serving the large number of rural communities in the surrounding area.  RIA 1.5: The same principle was applied in the triangular shaped rural area between Bethal, Ermelo and Amersfoort where Morgenzon can be strengthened as a Rural Node serving surrounding rural communities.  RIA 1.6: Daggakraal is the focal point for this Rural Intervention Area which mainly covers the area between Wakkerstroom, Volksrust, Amersfoort and Saul Mkhizeville.  RIA 1.7: The Breyten-Kwazanele node is central to this Rural Intervention area which is located between Bethal, Ermelo and Carolina. This area is characterised by a number of Land Reform initiatives.

Functional Region 2: Eastern Escarpment Central and South

 RIA 2.1: This is a rural cluster around Manzana (Badplaas) in the northern extents of Chief Albert Luthuli municipality and which also links up with RIA 3.4 in Emakhazeni in Nkangala District Municipality.  RIA 2.2: Represents the central part of the rural villages in Chief Albert Luthuli Municipality with Elukwatini being the central focal point.  RIA 2.3: Represents the southern cluster of rural villages in Chief Albert Luthuli Municipality with Dundonald being the main node serving the area.  RIA 2.4: Lothair is the most prominent node within this Rural Intervention Area. It forms part of the forestry belt and a number of Land Reform initiatives are located in the area.  RIA 2.5: This area includes the forestry areas to the north of route N2 between Ermelo and Piet Retief with Sheepmoor and Iswepe being the main nodal points. There are several

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incidences of informal settlement in these forested areas with Mondi currently working on the establishment of a number of agri villages in the area (nine in total).  RIA 2.6: This represents the Driefontein-KwaNgema-Emahashini cluster of rural settlement in the vicinity of the Heyshope Dam. This is also a CRDP priority area and represents one of the largest rural concentrations of people in the Gert Sibande District Municipality. Mining was also introduced into the area over the past decade.  RIA 2.7: This intervention area represents the southern rural parts of Mkhondo Local Municipality and includes two proposed Rural Nodes at Sulphur Springs and Ntombe respectively.

3.3.10. District Implementation Program

 Speed up and finalise Land Reform initiatives in the area.  Compile a Rural Intervention Area Precinct Plan (Development Framework and Business Plan) for each of the Rural Intervention Areas in line with the following programme (see Figure 2).  Investigate the possibilities of water harvesting initiatives to improve the water supply in the area, and the introduction of solar panels to enhance energy supply and cost efficiency to farmers.

Land Reform and Agricultural Support Programmes

Land Reform and Agricultural Support Programmes (which respond to outcome 7) will be completed within the next two years and the land restitution programme combined with intensive agricultural support, with resources allocated for interventions where failures are registered, launch the Agricultural Support Scheme.

The Comprehensive Agricultural Support Programme (CASP) has been expanded to improve the effectiveness of the land restitution and reform programmes, finalise and implement Black Economic Empowerment (BEE) with regard to land acquisition and skills development. The GSDM has established a land and agricultural coordination unit to streamline rural and agricultural development activities within the District. A rural and agricultural development strategy was developed and adopted by council and is under implementation. A vetting exercise to determine the existence and needs of Agricultural Co-operatives in rural / traditional areas has been successfully completed and approved by council for implementation in 2015/16.

Agri-Park Programme

The Agri-Park Programme forms part of Government’s undertaking to review all land reform policies as enunciated in the 2011 Green Paper on Land Reform and the support that needs to be provided; . The move for its establishment is in line with the President’s 2015 State of the Nation Address. The aim was to bring small, communal and commercial farmers into the Agri-Park net, giving them access to training, infrastructure, equipment, logistics and markets.

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The concept for Agri-Parks draws from existing models here and abroad, including educational/experimental farms, collective farming, farmer-incubator projects, Agri-clusters, eco- villages, and urban-edge allotments and market gardens

The focus of the Agri-Park is primarily the processing of ‘agricultural products’ (and the mix of ‘non- agricultural’ industries may be low or non-existent). Of prime importance will be linkages between the parks and surrounding agricultural land for production.

The Agri-Park approach will include the selection and training of smallholder farmers, as well as selecting farms per province for the placement, incubation and training of unemployed agricultural graduates and other agro-entrepreneurs

The Agri-Park will comprise of three basic units:

 The Farmer Production Support Unit (FPSU). The FPSU is a rural outreach unit connected with the Agri-hub. The FPSU does primary collection, some storage, some processing for the local market, and extension services including mechanisation. These units will be available in all 7 local municipalities with GSDM.  Agri-Hub Unit (AH). The Agri-Hub is a production, equipment hire, processing, packaging, logistics and training (demonstration) unit. The Agri-Hub will be located in Mkhondo Local municipality.  The Rural Urban Market Centre Unit (RUMC), which will based in Ermelo, Msukaligwa local municipality. The RUMC has three main purposes;

 Linking and contracting rural, urban and international markets through contracts.  Acts as a holding-facility, releasing produce to urban markets based on seasonal trends.  Provides market intelligence and information feedback, to the AH and FPSU, using latest Information and communication technologies.

And furthermore the district has launched an District Agri-Park Advisory Committee in support of the programme. GSDM intends to lead the programme and avail resources to support small-holder farmers through the provision of capacity building, mentorship, farm infrastructure, production inputs.

3.3.11. Expanded Public Works Programme

The EPWP is a nationwide programme covering all spheres of government and state-owned enterprises. The Programme provides an important avenue for labour absorption and income transfers to poor households in the short to medium-term. It is also a deliberate attempt by the public sector bodies to use expenditure on goods and services to create work opportunities for the unemployed. EPWP Projects employ workers on a temporary or on-going basis either by government, by contractors, or by other non-governmental organizations under the Ministerial Conditions of Employment for the EPWP or learnership employment conditions. 104

GSDM has established an EPWP unit in the LED department (Outcome 4 and 5) to facilitate the creation of economic opportunities in the implementation of its capital projects in the applicable communities.

GSDM aims to create over 1200 job opportunities through local development initiatives including capital projects, which involves Road Construction, Bulk Supply Line upgrades and Sewer reticulation projects. Phezkomkhono has been registered on the EPWP MIS System as Social and Environmental Sector project which led to the creation of over 400 job opportunities in each local municipality within the district.

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3.4. KPA 4: Municipal Financial Viability and Management In terms of the Local Government Municipal Structures Act 1998, Section 83(3), the District Municipality should build the capacity of local municipalities in its area of jurisdiction to enable them to perform their functions and carry out their respective powers where such capacity is lacking. In order for GSDM to meet these obligations, the following programmes are anticipated and service level agreements will be negotiated with respective Local Municipalities in terms of Section 88(2) (a) of the Municipal Structures Act.

In order to maintain the financial viability and management, and ensure that the District achieves its objectives, the following priority matters have to be taken into consideration:

 Assistance through a Credit Control Debt Collection Strategy and Revenue Enhancement Plan for Local Municipalities  Maintain efficient Financial Management Strategies through timeous reporting  Support to Local Municipalities on Institutional and Financial matters whereby an initial support Senior Manager will be assigned and be dedicated to assess the Local Municipality’s position.  Benchmarking and introducing Best Practices  Identifying Funding Mechanisms with National Treasury and Provincial Treasury  Harnessing Accountability and Responsibility.  Ensuring that the mSCOA Project for all local Municipalities are being effectively implemented ensuring compliance

The GSDM is faced with a huge backlog in terms of providing in the basic needs of its community. Financial investments towards accelerating the provision of free basic services and other major infrastructural projects have assisted in making sure that more people are enjoying the benefits of democracy. Much has been done towards attaining the MDGs while improving the lives of all communities, but access to additional funding from the Treasury Departments is of paramount importance. Currently the District has a fairly strong balance sheet and would be able to attract capital from the respective Government Departments and Provincial depts. .e.g Implementing of RBIG funding through DWS.

The Revenue replacement Grant and the equitable share, increases by approximately 2.94% per Annum and these increases are well below the inflationary increases. Consequently the District has limited finding to assist the Local Municipalities, it is contemplated that a District wide revenue enhancement plan be prepared in conjunction with the local Municipalities to ensure that adequate funding is available to address the increasing service delivery backlogs. The factors influencing this year’s budget preparation were the National Government priorities which, amongst others, include the following: 106

 Job Creation  Education and skills Development  Quality Health Care  Rural Development and  The fight against crime and corruption  Vibrant equitable and sustainable rural communities and food security  A development - oriented public service and inclusive citizenship

3.4.1. Credit Control and Debt Collection Strategy for Local Municipalities

It must be highlighted that the debtors book of the Local Municipalities on average exceeds approximately R250 million. This non-collection timeously of revenues has placed the Local Municipality in extremely non-viable financial problems and in some instances has resulted in measure creditors e.g. Eskom not being paid timeously. The Revenue Enhancement Plan referred to above would take into consideration the Culture of payment for services and the timeous collection of outstanding debts by rate payers. This includes more accurate tariff setting modules. Further, the District has continuously embraced its GIS data cleansing Project with all Local Municipalities in its area of jurisdiction.

The GIS financial data cleansing operations at all local municipalities has reached the stage where all processes and procedures must be standardised throughout all departments, through the use of software applications forming part of the day-to-day activities to ensure that data maintained on the financial and other services information systems are integrated and thus deliver more accurate data. Accurate data will ensure that the revenue projections done are more realistic and hence collection can be more effective.

Further, the on-going compliance and implementation of the Municipal Properties Rates Act by local municipalities into their operations including MSCOA, as well as the management and recovery of outstanding debt is of extreme importance, as it will ensure that sustainable local government at local level maybe achieved. The implementation of the Property Rates Act will enable local municipalities to maximize their fixed revenue in order to finance their operational expenditure. In future GSDM's funding allocation will be prioritized to areas in the local municipalities where significant service delivery demands are required especially to address water and sanitation needs.

The financial data is an area of grave concern and supply of this data to an integrated system are not taking place as speedily and accurately as expected, mainly due to non-availability of trained staff and lack of automation. The GIS project raised the issue of clean, standardised financial data and systems, which the GSDM and the local municipality staff hope to address through the signing of Memorandums of Understanding between the District-, Local Municipality, Financial System - and GIS vendors to establish automated applications, data standards and system implementation .Also the implementation of resolutions in relation to Digital Technology vigorously will assist in the accessing of data speedily. 107

GSDM intends to maintain and further develop the Shared GIS Service into an Integrated Management Information System, shared with the Local Municipality Departments and the District. The advantage of this innovation is that at all times and in any location, the management decision processes are enhanced through the provision of multi-disciplinary information systems i.e. financial systems, spatial development and land use management systems, all services development plans, payment and debt recovery trend, management systems and property valuation information to ensure that service delivery goals are achieved in a sustainable manner.

Other assistance provided to Local Municipalities

Outline below are the following material Projects that are undertaken by the District:

 For the provision of bulk water services, water quality testing and the co-ordination of water services operations generally throughout the GSDM area of jurisdiction;  For the joint eradication of water services backlogs by way of a co-ordinated approach to development between DWS, CoGTA, DARDLA, GSDM and Local Municipalities. This is being achieved through the adoption of the Implementation Protocol on water services;  Sharing of financial, technical and administrative information and experiences. In addition to the technical and administrative forum, a District Finance Forum needs to meet regularly to discuss common areas of concern. Further, information relating to best practices, as well as Treasury Circulars is tabled at these meetings. Matters discussed at the Municipal Managers Forum are also cascaded down to the Finance Forum meeting and vice versa.  The District together with DWS and COGTA are administering Water related Projects in terms of the DORA/ RBIG funding

The District and its constituent local municipalities have noted with concern the escalating debt within its jurisdictional area and through the data cleansing project they intend to provide the much needed assistance to address the challenges faced by the locals to reduce their growing debts.

The main focus of the aforementioned and any other financial investments throughout the District is to:  Harness the Municipalities’ capacity to adequately address community needs  Encourage Municipalities to progressively contribute towards the attainment of the SDG’s targets  Harness the creation of an environment suitable for sustainable creation of jobs and continued investment in skills development for the Regional economy  Harness excellence and sustained improvement of service delivery and infrastructure maintenance  Harness improved communication with and optimal community participation of all the relevant stakeholders in all the developmental imperatives of the District within and beyond the jurisdiction of the District

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3.4.2. Supply Chain Management and the introduction of the Centralized Supplier Database and e-Tender Portal

The Local Government: Municipal Finance Management Act requires Municipalities to adopt a Supply Chain Management Policy that provides legislative guidance and the District has over the years established a centralised Supply Chain Management Unit which addresses the following:

 Procuring goods and services;  Appointment of contractors and other external mechanisms to provide assistance in the provision of Municipal Services; and  Disposing of assets, including goods no longer needed.

The Supply Chain Management Policy (SCM) is focussed on integrity, efficiency and realizing the best value for money. This is envisaged to harness public confidence that public funds are being spent prudently, on its behalf, and not for the personal benefits of public office bearers, officials or their friends. Diligent care must therefore be taken in establishing controls in order to eliminate even the perception of fraud or abuse, which can be just as destructive to the public trust in reality. With the institutional Capacity currently being established with the regard to the Demand and Acquisition area and Monitoring and Compliance aspects a clear division of duties is being created. Henceforth within the Demand and Acquisition portfolio the fast tracking and the implementation of the GSDM budget will be achieved. Hence once the budget are satisfactorily utilised, there will be more opportunities to attract additional capital from third parties.

The District is co-ordinating activities around the shared audit services concept with at one of its local municipalities. The Audit Committee is functioning effectively as envisaged. 3-year Audit Risk Plans in terms of MFMA will be produced by Internal Auditors and these would be reviewed annually. Further risk plans also allows the municipality to prioritize its risks into high, medium and low. The high risks are attended to immediately and subsequently the internal controls are strengthened.

Pertaining to Performance Management Audit Committee, the current Audit Committee will be utilised instead of establishing an additional Committee to focus specifically on overall Organizational Performance. In the last five financial years, the Gert Sibande District Municipality has received the following audit reports:-  2012/13 Unqualified with findings  2013/14 Qualified  2014/15 Unqualified with findings  2015/16 Qualified  2016/17 Unqualified with findings

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3.4.3. Financial Viability

Currently the District has a positive financial viability status and its able to fund its short medium and long term commitments at this stage the District need not consider Loan income funding to finance its Projects and assistance given to LM's.

Outlined below are the key Issues to be addressed in regard to Financial Viability include amongst others the following:

 Standardisation of financial aspects throughout the District and adequately supporting all municipalities in all financial matters.  Obtaining sufficient financial resources to enable municipalities to be in compliance with various legislative requirements.  Compliance to all the Government Legislation’s Financial Management prescripts.  Ensuring as far as practicable unqualified Audit reports are being received throughout the District  Ensuring sound Internal control and Financial Management practices  Ensuring that risk and fraud prevention plans are in place as mechanisms to mitigate corrupt practices  Coordinating the implementation of the new GRAP standards for Local Municipalities.  Ensuring that the Supply Chain Management and Procurement issues are in place and adhered to Ensuring that all improvements implemented within the Local Municipalities are sustainable.

Financial Strategy Plan: Revenue Enhancement Plan It is anticipated that through the District wild Financial Forum, a standardized Revenue Plan is to be adopted that incorporates the following:

 To effectively manage the revenue value chain  To target debt collection  Improve data integrity  Protect and enhance the revenue base

Action Plan Addressing Core Areas  The Cost Curtailment measures to be introduced  Stringent Cash Management Principles to be adopted  The debtor book to be managed effectively ensuring that the number of days outstanding is reduced dramatically.

A Steering Committee to be established and be supported by a Technical Committee as follows:  Chief Financial Officer  Head of Departments  Relevant Managers

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Areas to be addressed  Increasing the tax base of the Local Municipality through Planning and Development matters  Interacting with LMs regarding their Spatial Plans and Land Use Management  Infrastructure Development to include upgrading of bulk services, introducing incentives, review of tariff structures.  On Finance Matter – reviewing of contracts ensuring that all investment properties are taken into consideration  Improvement of Cash Collection, Billing Circles to be Shortened, Profiling of Customers, Automated meter reading.  Personal to target top hundred financial institutions/businesses, Capacity of debtors Department to be increased, disconnection and reconnection to be aggressively instituted.  Data Purification and Cleansing to be given priorities.  Stringent Cash Management to be introduced, Daily, Weekly and Monthly cash forecasting  Cost Curtailment Circular to be strictly applied and non – priority expenditure to be eradicated

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3.5. KPA5: INTERGOVERNMENTAL RELATIONS, GOOD GOVERNANCE AND PUBLIC PARTICIPATION The Municipal Systems Act is very specific on the need for community participation. Community participation – derive from Section 152 (1) e of the Constitution, requires municipalities to encourage the involvement of the community organizations in the matters of the Local Government. GSDM has been encouraging communities to participate on affairs of the District.

3.5.1. Interface Between IGR, Communication and Public Participation

The Gert Sibande District Municipality has over the years developed a culture of municipal governance that complements formal representative government with a system of participatory governance, and must for this purpose encourages and creates conditions for, the local community to participate in the affairs of the municipality, including:

 The preparation, implementation and review of its IDP;  Establishment , implementation, review of its performance management system;  The monitoring and review of its performance management system;  The preparation of its budget,  And strategic decisions relating to the provision of municipal services.

There is a need for the central co-ordination of programs in order for the Public Participation strategy to yield the desired goals. Such integration will be guided by the Intergovernmental Relations Framework Policy, Act No.15 of the IGRFA, 2005. The Act gives guidance in the vertical and horizontal co-ordination of Government Structures with an aim of enhancing a cooperative system of Government.

The Key role players in the municipality with regards to public participation are the Councillors since they serve as:

 Facilitators of community/constituency input  Communication link between council and community  Councillors help to monitor the performance of the municipality

The central responsibility of municipalities is to work together with local communities to find sustainable ways to meet their needs and improve the quality of their lives. Public participation is outlined in:

 The Constitution –Chapter 7 (section 152) two objectives of local government that apply to public participation:  Provide democratic and accountable government for local communities  Encourage the involvement of communities and community organisations in matters of local government  The White Paper on Local Government, 1998  The Municipal Structures Act, 117 of 1998 112

 The Municipal Systems Act, 32 of 2000

3.5.2. Community Development Workers (CDWs)

CDWs are public officials who work with municipalities where they live to bridge the gap between services provided by government and access by the communities to these services.

CDWs can attend ward committee meetings and offer advice CDWs could offer secretarial support to the ward committees

CDW Programme Municipality No of CDWs Vacancies

Chief Albert Luthuli L M 26 4 (9,14,20,23)

Dipaleseng L M 9 None

Govan Mbeki L M 29 12 (5,11,12,13,15,18,21,25,26,28,30,32)

Lekwa L M 11 4 (1,3,4,8,9)

Msukaligwa L M 17 3 (7,8 & 18)

Mkhondo L M 24 None

Dr Pixley Ka Isaka Seme L M 9 2 (4 & 5)

Functional Wards Committees in GSDM

Municipality No of wards No of functional wards committees None functional

Chief Albert Luthuli L M 25 22 3 (7,9 & 24)

Dipaleseng L M 6 6 00

Govan Mbeki L M 32 28 4

Lekwa L M 15 13 2

Msukaligwa L M 19 16 3 (2,9 & 15)

Mkhondo L M 19 16 3 (1,4 & 11)

Dr Pixley Ka Isaka Seme L M 11 11 0

Total 127 112 15

Ward operational plans

Municipality No of wards No of ward submitted Not submitted

Chief Albert Luthuli L M 25 22 3 (7,9 & 24)

Dipaleseng L M 6 6 00 113

Govan Mbeki L M 32 32 00

Lekwa L M 15 15 00

Msukaligwa L M 19 18 1 (Ward 14)

Mkhondo L M 19 16 3

Dr Pixley Ka Isaka Seme L M 11 11 0 War rooms

Municipality No of established war rooms No of war rooms still to be established No of functional war rooms

Chief Albert Luthuli L M 23 2(7,9) 23

Dipaleseng L M Not yet established None

Govan Mbeki L M 12 20 1 (Ward 29)

Lekwa L M Not yet established 0 None

Msukaligwa L M 1 (Ward 16) 18 1 (Ward 16)

Mkhondo L M 17 2

Dr Pixley 10 1 10

Presidential Hotline

The aim of the Presidential Hotline is to increase the participation of the public in their government. The Presidential Hotline is instrumental in defining a government that understands the needs of its people and responds faster to those needs. The initiative does not ask if government will or is able to provide the services. It focuses on how government should improve the service by working faster and smarter.

Presidential Hotline Issues Municipality Open calls Resolved Total Calls

Chief Albert Luthuli L M 57 none 57

Dipaleseng L M 17 7 17

Govan Mbeki L M 64 43 64

Lekwa L M

Msukaligwa L M 174 155 174

Mkhondo L M 334 34 334

Dr Pixley Ka Isaka Seme L M - - -

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Traditional leadership and partnerships

The involvement of Traditional leaders plays a major role in service delivery in rural areas. The severe service delivery backlogs in rural areas and the inadequate communication between the institution of Traditional Leadership and the Municipalities on development initiatives had to be addressed, thus the formation of a sustainable synergistic partnership between the Gert Sibande District Municipality and the respective Gert Sibande Local House of Traditional Leaders. This has played a role in ensuring that both parties are in a position to guarantee full participation of the rural communities in the decision making processes for their own development.

The total number of traditional Council in the District is Seventeen (17). A total of seven (7) Traditional Leaders participate in the Municipal Council as per the above mentioned Gazette. The District ensured that all matters relating to Traditional and Cultural Affairs are budgeted for in order to maintain and strengthen the relationship between the District Municipality and the Local House of Traditional Leaders and, has undertaken to support ummemo and traditional council cultural events held annually hosted by Amakhosi.

Donation towards the traditional events hosted by each Traditional Council as agreed with the Gert Sibande House of Traditional Leaders. In terms of skills development purposes , the District enrolled the Traditional Leaders into Leadership and Good Governance programme facilitated by University of KwaZulu-Natal

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3.6 KPA 6: SPATIAL DEVELOPMENT ANALYSIS AND RATIONALE GSDM Strategic Development Framework

The spatial development trajectory of the district is guided by the set of development principles outlined below.

 Actively protect, enhance and manage the natural environmental resources of the District by way of the guidelines provided in the GSDM Environmental Management Framework (EMF).  Optimally capitalise on the strategic location of the District through strengthening of the five national/provincial economic corridors, and to functionally link all towns and settlements to one another and to surrounding regions.  Establish a functional hierarchy of nodal points in the Gert Sibande District area to optimise the delivery of social and engineering infrastructure/services, promote local economic development, and protect valuable agricultural land.  Provide a full range of social services at all the identified nodal points, in accordance with the nationally approved Thusong Centre concept.  Consolidate the urban structure of the District around the highest order centres by way of residential infill development and densification in Strategic Development Areas (SDAs) identified in Municipal Spatial Development Frameworks.  Ensure that all areas in the GSDM (urban and rural) are at least provided with the constitutionally mandated minimum levels of services as prescribed by the NDP and enshrined in the Constitution.  Utilise the Chressiesmeer-Heyshope-Wakkerstroom precincts as Tourism Anchors around which to develop and promote the eastern parts of the District (around route R33) as a Primary Tourism Corridor.  Promote forestry within and along the identified Primary Tourism Corridor.  Promote intensive and extensive commercial farming activities throughout the District, and facilitate Agrarian Transformation within the CRDP priority areas.  Facilitate and accommodate mining in the District in a sustainable manner in order to support local electricity generation and industrial development.

Unlock the industrial development potential of existing towns through developing industry specific Special Economic Zones/Economic Clusters throughout the District, in line with the Mpumalanga SDF and the Mpumalanga Vision 2030 Strategy in accordance with the following sectors:

 Agricultural Cluster  Forestry Cluster  Industrial Cluster  Enhance business activities (formal and informal) in the Central Business Districts of identified nodal points in the District, and consolidate business activities around Thusong Centres and modal transfer facilities in rural areas.

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Each of these principles are graphically/spatially illustrated in the GSDM SDF map below: In terms of SPLUMA

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GSDM SDF map

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3.6.1 Land Use Management Land Use Management is the system of legal requirements and regulations that apply to land in order to achieve desirable and harmonious development of the built environment. Every property has a set of regulations to control development. These regulations are determined by the zoning of the property. The challenges around land use management in the GSDM mainly manifest in these groupings:

Urban, built up areas Town planning schemes regulate land use in the majority of urban nodes in the GSDM. They have jurisdiction over areas within the urban edge and detail the permitted development in each property. However, there are challenges regarding the enforcement of these schemes. Residential erven present the highest rates of contraventions as they are converted to business sites without the requisite municipal approvals. The result is an increase in densities , leading to infrastructure problems (e.g Ermelo rental units) and change in character leading to conflicting, unregulated land uses. The spread of informal settlements in the urban nodes across the district is a symptom of weak land use management amongst other deficiencies in local municipalities

Rural built up areas Land use management in the rural areas not covered by land use schemes is barely given any attention in the GSDM. This is predominantly in the former Kangwane homeland areas. The populous built up areas perform a crucial developmental function in areas such as Elukwatini, Dundonald e.t.c. Development in these areas has been left to the markets and headmen to control. The consequences are best manifesting in Elukwatini which is fast developing without the requisite planning and development control.

Rural agricultural land Agricultural land in the GSDM is under constant threat by mining activities. The crucial and competing land uses require careful and considered management. The majority of municipalities do not perform land use management in farm areas. However, the Maccsand vs CoCT (2010) defines municipal planning to include rezoning of land to mining. The 2012 water pollution in Carolina is an example of some of the challenges associated with unregulated land use in rural areas.

The main challenges leading to the weak land use control are as follows:  Insufficient human resource capacity to enforce land use By Laws  Inadequate land use management system (e.g developments being connected to services without planning approvals)

Land Use Management Tools: SPLUMA provides for the development of plans and policies by the 3 spheres of government to help municipalities in achieving the prescribed development principles in executing their spatial planning, land use management and land development functionsThe legal documents regulating 119

land use management are currently under review in order to comply with the requirements of the Spatial Planning and Land Use management Act 16 (2013). The following is a summary of the documents under review:

Land use management tools Status Quo Remedies 2017-2020 Reviews Within Five Years Of Commencement Of The Act Land Use Schemes Spatial Development Framework

Land Use Dr. Pixley Ka Isaka Seme Gert Sibande Disttrict Municipality Management Tools Lekwa Msukaligwa Not Yet Spluma Msukaligwa Dipaleseng Compliant: Dipaleseng Dr. Pixley Ka Isaka Seme Spatial Development Framework Land Use Scheme Implementing And Land Use Integrating Land Use Management Management Systems System Across The District With Provincial Oversight Departments Gmm Already Implementing Electronic Land Use Management System

3.6.2 Human Settlements:

The rate at which human settlements planning and development is taking place is slower than the spread of informal settlements. Human settlements planning in the district is mostly reactive than proactive. The majority of established townships in Ermelo in the recent history are formalization processes than greenfield developments. This indicates need to focus on the establishment of townships to meet the demand and increase revenue generating potential of LMs. Households in informal settlements.

Local Municipal Number of households in informal Share of total households area dwellings 2011 2016 2011 2016 Chief Albert Luthuli 2 857 5 206 6.0% 9.7% Msukaligwa 5 715 4 819 14.0% 9.4% Mkhondo 1 150 1 086 3.1% 2.4% Dr Pixley Ka Isaka 1 448 578 7.3% 2.6%

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Seme Lekwa 7 414 7 129 23.9% 19.1% Dipaleseng 3 985 3 832 31.5% 25.8% Govan Mbeki 23 365 22 212 27.9% 20.4% Mpumalanga economic development and tourism

Informal settlements sprawling beyond the approved settlement edge

Invasion of vacant land in urban areas

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Spatial analysis also indicates that a bulk of the service delivery backlogs across the district coincide with informal settlements. This happens in three main categories:  Planned areas: approved general plan but development on the ground is not consistent with the general plan making it difficult to connect services.  Unplanned areas: land invasions in areas not planned for residential development  Rural areas where minimum land use management occurs.

GSDM Human Settlements Strategy Proposals

In order to address the human settlements challenges in the GSDM, the Human Settlements strategy proposes the following priority actions/initiatives to be undertaken by the GSDM towards enhancing and promoting sustainable human settlement in the district:

 Establish the GSDM Human Settlement Working Group and facilitate at least four coordination and alignment meetings with the seven local municipalities and Mpumalanga Department of Human Settlement representatives.  Expand the existing GSDM GIS System to include an informal settlement database and monitoring system and frequently report on informal settlement trends in various parts of the GSDM.  Allocate funding towards the compilation of Precinct Plans and Feasibility Assessments of priority Strategic Development Areas as identified/nominated by local municipalities.  Allocate funding towards the compilation of Upgrading Plans for priority informal settlements earmarked for in-situ upgrading (Category B1).  Coordinate/Fund the annual update and alignment of District and Municipal IDP Housing Chapters in GSDM area.  Provide consolidated human settlement related funding needs input to Mpumalanga Department of Human Settlement and GSDM annual budgeting process.  Continuously monitor progress and report on housing projects being implemented in the GSDM area and incrementally develop an inventory (historic record) delivery in the District for performance assessment purposes.

Geographical Information Services

As outlined in above, a digital data storage and manipulation platform is necessary for administrators to address administer planning and revenue functions effectively. Geographic Information Services provides a base platform on which municipalities can integrate data from various functions like finance, planning and services in order to streamline municipal planning efforts. The provision of a GIS platform will enable municipalities to perform, amongst others the following:

 View the status quo of all services and other influencing factors;  Model impacts of interventions and projects;  Measure and analyse progress of projects/challenges visually and

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 Integrate various datasets into the modelling process to enable scenario creation and impact assessment, to name but a few.

GIS

Chief Dipale DPKIS Gova LEKW Mkho Msukaligw Gert Sibande Albert seng n A ndo a Luthul Mbe i ki

GIS N N N Y N N Y Y Hardware (Server)

Software GSDM GSDM GSDM GSD GSDM GSDM GSDM Y M

GIS 01 01 0 01 0 0 01 03 Practitioner

Given the lack of GIS hardware and personnel in the majority of the local municipalities, the GSDM GIS policy promotes the shared services approach to the provision of GIS service to our local municipalities. This will allow the municipalities that do not have a functional GIS unit to utilise the GSDM GIS platform. The municipal datasets will be hosted in the GSDM server and made available to local municipality via portal services. The GSDM is currently paying for GIS licences for all 7 local municipalities as a first phase of the implementation of the shared services model.

3.6.3 Support Provided to Municipalities

The enactment of the Spatial Planning and Land Use management Act (PLUMA) 16 of 2013 introduced additional planning functions to local government which were performed by provincial and national spheres of government empowered. The implications of these additional functions are placing enormous pressure on municipal resources. The GSDM is actively supporting its LMs in the following areas in order to help them successfully carry out their municipal planning function:

 Human resource: Through the ISDG programme, the GSDM is able to recruit graduates in need of practical training. These graduates are available to support municipalities where there are human resource constraints in a municipality. During the 2017/18 financial year, 5 town planning graduates were recruited and 1 GIS graduate is also available in the municipal support team.  Municipal Planning Tribunal: The GSDM is financing and administering the Joint municipal Planning Tribunal on behalf of 6 local municipalities, namely: Chief Albert Luthuli, Dipaleseng, Dr. Pixley Ka Isaka Seme, Lekwa, Mkhondo and Msukaligwa LM.

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 GIS licence and data maintenance: The GSDM is paying for GIS software licences for all 7 local municipalities in its area of jurisdiction. The district is also planning on subscribing for spatial data updates for all 7 local municipalities in order to ensure that spatial and financial plans are based on a credible database  Update of planning sector plans: The GSDM is supporting municipalities develop land use schemes in order to comply with the provisions of SPLUMA

Key Issues to be Addressed  Township establishments  Integration of town planning and project packaging (Bulk Infrastructure and for new Townships)  Identification, audit and acquisition of strategic land for future development (e.g residential, industrial, cemeteries and landfill sites )  Electronic land use managements systems for the GSDM

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CHAPTER 4: GSDM PERFORMANCE MANAGEMENT SYSTEM

4.1. Organizational Performance Management Systems

Performance measurement is essentially the process of analyzing the data provided by a monitoring system in order to assess performance. The aim of performance management is to improve service delivery by clarifying institutional arrangements, roles and responsibilities and procedures to be followed in order to ensure effective application of the performance management system.

Two levels of performance management operate within the municipality:

 Organisational level - How the municipality as a whole is achieving its developmental objective’s as measured against the targets set in the Integrated Development Plan (IDP)  Individual level – Relates to individual performance measured against their respective accountabilities with regards set objectives in line with the strategic goals of the organization as directed by the IDP

4.1.1. Organizational Performance Management

Municipalities in South Africa use integrated development planning as a method to plan for the achievement of sustainable developmental objectives in their respective area of jurisdiction. An Integrated Development Plan (IDP) provides a five year strategic programme of action aimed at setting strategic and budget priorities. The IDP aligns the resources and the capacity of a municipality to its overall developmental objectives and informs the municipal budget. At the core of effective strategic management lie three functions:  Strategic planning;  Budgeting and financial management  Performance management

Integration of these three functions ensures that the management function is effective and that service delivery within the municipality takes place according to stakeholder expectations. If any of the three functions are not planned for and executed well, the system as a whole will be compromised. In the municipal context, performance management is the logical extension and completion of the IDP and performance budgeting / financial management processes. The performance management system is designed to monitor and evaluate the progress made in the implementation of a municipality’s development objectives, taking into account the timeframe of projects and budget.

With respect to performance management, this discipline is governed by various key statutory legislative requirements that provide guidance to ensure compliance and good corporate governance. The main legislative components are as follows:  Municipal Systems Act 32 (2000) 125

 Municipal Finance Management Act (MFMA) 2001.  The Constitution of the Republic of South Africa (Act 108 of 1996)  Municipal Planning and Performance Management Regulations, 2001  Municipal Performance Regulations for Municipal Managers and Managers directly accountable to Municipal Managers, 2006  Municipal Structures Act, 1998

It is best described in Chapter 6 of the Municipal System Act, 2000, which specifically emphasises that the municipality must implement a performance management system that is in line with the priorities, objectives, indicators and targets contained in the IDP. The saying “what you measure you manage” is appropriate because it is only in the course of performance management that a municipality will know whether it has achieved its priorities through an integrated planning and implementation process.

Performance Management, as defined by the Department of Local Government (DPLG), is a strategic approach to management, which equips leaders, managers, employees and stakeholders at various levels with a set of tools and techniques to regularly plan, continuously monitor, periodically measure and review performance of the organization in terms of key performance indicators (KPI’s) and targets for efficiency, effectiveness and impact. This strategic approach correlates with the IDP review process, and will also integrate with the development of the SDBIP and budgetary implementation plan for the year. Strategic direction setting from a performance driven point of view is important to drive the organisation in a performance-oriented way.

4.1.2. Performance Management Framework

This document represents the reviewed and approved framework for Gert Sibande District Municipality which will serve as its guiding policy for performance management. It outlines the processes of how the municipality will undertake its planning (starting of the process), development and implementation of a performance management system together with the detailed key performance indicators, the corresponding targets and timelines. The framework outlines important aspects of the municipality’s performance review (development and review of the measurement framework), monitoring and assessment and reporting including the determination of the roles of different role-players. Performance management is a dynamic process and the aim of this document is to provide a framework within which the dynamics can be managed.

The framework outlines the municipality’s performance management operations regarding –  the legal requirements that the performance management system will fulfil;  the guiding principles that should inform the reviewing, monitoring and reporting of performance of municipal officials; departments (services) and that of the whole municipal organisation;  the institutional arrangements to be followed in order to make the system work, and to facilitate effective delegation of responsibilities to the different role-players in the municipality’s performance management system process;

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 an approach or a model that describes what areas of performance will be managed, what mechanisms will be used to report and review performance; and  a programme of action for the development and implementation of the performance management system.

This performance management framework is based on the document: “Performance management: A guide for Municipalities” by the Department of Provincial and Local Government, 2001, that gives direction and includes steps to be followed in the development and implementation of the performance management system.

This performance management framework is divided into five (5) sections, namely the legislative and regulations context; the starting of the performance management system; the developing of the performance management system, the implementation of the performance management system that includes the reviewing; the monitoring and reporting on the performance management system; the individual performance management system and capacity building.

Individual Employee Performance Management

Senior managers performance agreements are governed by Section 57 of the Local Government: Municipal Systems Act, 2000 (Act no. 32 of 2000), and subsequently they are referred to as section 56 employees. Their performance agreements / plans are guided by the Performance Regulations 2006 which outline key aspects such as the relationship between organizational and employee performance management as well as performance agreements, performance plans, personal development plans, core competency requirements, performance bonus, performance reviews, performance evaluation system, and management of evaluation outcomes.

According to section 57, a person to be appointed as the municipal manager of a municipality and a person to be appointed as a manager directly accountable to the municipal manager, may be appointed to that position only in terms of a written employment contract with the municipality complying with the provisions of this section and subject to a separate performance agreement concluded annually.

The performance agreement must be concluded within a reasonable time after a person has been appointed as the municipal manager or as a manager directly accountable to the municipal manager and thereafter within one month after the beginning of the financial year of the municipality. The employment contract must include, subject to applicable labour legislation, details of duties, remuneration, benefits and other terms and conditions of employment and the performance agreement must include:

 Performance objectives and targets reflected in the annual performance plan which forms an annexure to the performance agreement that must be met,  Time frames within which those performance objectives and targets must be met;  Performance objectives and targets that must be practical, measurable and based on the key performance indicators set out in the municipality’s integrated development plan; 127

 Standards and procedures for evaluating performance and intervals for evaluation; and  The consequences of substandard performance.

The employment contract for a municipal manager must:

 Be for a fixed term of employment not exceeding a period ending two years after the election of the next council of the municipality;  Include a provision for cancellation of the contract in the case of non compliance with the employment contract or, where applicable, the performance agreement;  Stipulate the terms of the renewal of the employment contract, but only by agreement between the parties; and  Reflect the values and principles referred to in section 50, the Code of Conduct set out in Schedule 2, and the management standards and practices contained in section 51 of the same act (Act no. 32 of 2000).

A municipality may extend the application of the employment contract and/or performance agreement for a municipal manager to any manager directly accountable to the municipal manager according to the agreement between the parties.

In order to ensure that the municipality meets its organisational performance indicators and standards, performance management system has been cascaded down to all levels of staff. Each individual is given performance objectives, targets and standards that are linked to the objectives of his /her team, her/his department and ultimately her/his municipality. Once organisational objectives and targets have been set, it is possible to cascade them down to relevant departments and individuals. In turn, the individuals and departments, by achieving their objectives and targets, contribute towards the Municipality achieving the objectives and targets in its IDP.

Performance management cycle has four key phases. These phases must be linked to the planning and reviewing phases of the organisation as a whole. Within municipalities, an annual cycle of planning and budgeting takes place. Out of that, the broad outcomes and key performance areas for a municipality are developed or re-confirmed by the political leadership. Based on the broad indicators, the various departments should develop business plans that translate the municipality’s Key Performance Indicators (KPIs) into indicators for the function. The targets set out in the business plan for a function become the key performance objectives or indicators for the head of a particular function.

Thus the performance management cycle is linked to the municipality’s financial year (i.e. 1July – June the following year). As soon as the IDP is adopted in June, managers and staff sign their annual performance plan or scorecard in July. Monitoring takes place throughout the year while reviewing and rewarding are carried out at the end of the financial year i.e. the following June.

4.2. Risk Management

In accordance with Section 62 (1) (c)(i)of the MFMA: 128

“The Accounting Officer of the Municipality must ensure that the Municipality/entity has and maintains: Effective, efficient and transparent systems of financial and risk management and internal control.”

The municipality incorporates risk management activities into their daily activities by ensuring that risk management becomes a standing agenda items in the departmental meetings. Risk Management is also incorporated into the Head of Department's score card to certify proper implementation of risk management policy and strategy. Training sessions are done to create awareness to municipal officials.

The role of risk management within the municipality is to ensure municipal strategic objectives are achieved by putting in place proper control measures and enabling management to make decisive decisions.

Risk management has become a culture within municipality as it is incorporated into daily activities of all the respective departments. The municipality has developed risk management policy and strategy approved by Council. Risk assessments have been performed to determine potential threats that may hinder the municipality from achieving its goals. Where the identified risks are above the risk appetite level, response plans are devised and reported on continuously.

Risk Management Policy

The risk management policy has been developed and approved by the Municipal Council. This policy is being reviewed on a yearly basis or (and as when circumstances dictate) to factor in changes in legal framework, organizational development, political and economic trends.

The intent of the policy is to ensure that the Gert Sibande District Municipality identifies, assesses, manages and monitor risks in an effective and efficient manner to enable management to make informed decisions to improve service delivery. The policy emphasizes that risk management is the responsibility of each and every employee.

Risk Management Strategy

The municipal risk management strategy has been developed and approved by Council and is being reviewed on an annual basis. The strategy indicates how the risk management policy should be implemented to ensure efficient and effective use of resources.

The risk profile (register) for the municipality has been developed by management in order to avoid surprises which may occur whilst trying to achieve the municipal strategic objectives. Response plans clearly indicating mitigation strategies are utilized in ensuring risks are minimized to an acceptable level as per approved risk management strategy and these are reported on a quarterly basis to the Risk Management Committee (RMC). Emerging risks are also identified by management.

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The RMC was appointed by the Accounting Officer and the Risk Management Committee charter has been developed and approved to ensure responsibilities of risk management are carried out as expected. This committee meets on a quarterly basis to monitor risk management activities. On a yearly basis significant high risks are identified in order to achieve strategic goals as set out in the Integrated Development Plan (IDP).

4.3. Anti -fraud and Anti - Corruption Policy

The policy developed and approved by Municipal Council to enable the municipality to prevent fraud before it happens. Awareness sessions are being carried out to reiterate in fraud matters. The developed municipal risk profile incorporates fraud and corruption related risks and response plans are developed to mitigate the risks.

Fraud Prevention Plan

The primary objective of the Fraud Prevention Plan is to encourage a culture within the municipality where all employees continuously behave ethically in their dealings with members of the public and other stakeholders. Furthermore to encourage all employees and other stakeholders to strive towards the prevention and detection of fraud impacting, or having the potential to impact on the municipality.

Internal Audit

The District has its own in house Internal Audit unit which comprises of 3 fulltime employees. A risk based annual internal audit plan has been developed for the 2015/16 financial year. The core functions of the internal audit unit are:

 To advise the accounting officer and report to the audit committee on matters relating to –  Internal audits  Internal controls  Accounting procedures and practices  Risk and risk management  Performance management  Loss control and  Compliance with legislation The internal audit unit also engages the services of professional third parties on an adhoc basis to assist in specialist areas of auditing e.g Information & Communication Technology.

The head of the internal audit unit reports functionally to the audit committee which oversees the internal audit activities. The internal audit unit has played a major role in the strengthening of internal controls over the following business units:

 Supply Chain Management  Performance Management

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 Human Resources  Finance  Asset Management  Leave Management  Fleet Management  Project Management

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CHAPTER 5: STRATEGIC GOALS, STRATEGIC OBJECTIVES, PROJECTS & PRIORITIES

5.1. GSDM IDP Strategic Goals, Objectives & Priorities

Strategic Goals Strategic objectives Priorities

 Provide equitable, consistent and  Support 7 LM’s to improve access to  Increase the number of economically sustainable services to the community basic services (water 100%, sanitation active co-operatives and SMMEs  Improve Socio-economic Growth 100% and refuse removal 85%)  Pro-active development planning.  Achieve and Sustain Financial Viability  Support 7 LMs to improve the provision of  Develop and implement a co- within all 8 Municipalities MH and ES, Disaster Management and operative/SMME biased procurement  Strengthen Municipal capability library information services through strategy capacity building and resource allocation  Enforcement of land use By-laws by 5%  Assist local municipalities to utilise  Recruit 11 professionals in the planning Geographic Information Systems and economic development fields  Training and continuous interacting on  Establish 1 multi-disciplinary municipal mSCOA support unit for LMs  Explore alternative sources of funding  Achieve unqualified audit outcome with no  Implementation of the archives policy findings for the District and 2 LMs  Enforce internal controls  Retain 80% skilled personnel to enhance  Realign the finance department to organisational performance ensure segregation of duties  Finalise the establishment of the municipal support unit  Strengthen Public Participation  Skills and capacity development  Reduce turnaround time in filling of all vacancies  Bulk Infrastructure development  Marketing of the laboratory  Expand water quality monitoring  Intervene and support LMs in addressing hazardous landfill sites

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Office of the Municipal Manager Strategic Goal: Strategic Objectives: Programme /Projects: Priorities:  Provide  Support 7 LM’s to  Co-ordinate IGR Forum.  Increase the number of economically equitable, improve access to  Approval of Municipal IDP by 31st May. active co-operatives and SMMEs consistent and basic services (water  Fill approved Sec 54A and 56 posts  Pro-active development planning. sustainable 100%, sanitation  Compile Quarterly progress reports on the  Develop and implement a co- services to the 100% and refuse implementation of the audit plan. community removal 85%)  Co-ordinate District Internal Audit Forum. operative/SMME biased procurement  Improve Socio-  Support 7 LMs to  Compile Risk based audit plan. strategy economic improve the provision  Obtain an unqualified audit opinion with no  Enforcement of land use By-laws Growth of MH and ES, material findings on reporting on performance  Assist local municipalities to utilise  Achieve and Disaster Management objectives and compliance with legislation. Geographic Information Systems Sustain and library  Conduct quarterly performance reviews.  Implementation of the archives policy Financial information services  Co-ordinate District PM Forum  Training and continuous interacting on Viability within through capacity  Review the PMS Framework annually. all 8 building and resource  Percentage increase of the institutional mSCOA Municipalities allocation by 5% performance.  Explore alternative sources of funding  Strengthen  Recruit 11  Co-ordinate District Risk Management Forum.  Enforce internal controls Municipal professionals in the  Review risk register  Realign the finance department to capability planning and  Co-ordinate and compile quarterly progress ensure segregation of duties economic reports on corrective action to address strategic  Finalise the establishment of the development fields and operational risks. municipal support unit  Establish 1 multi-  Maintained full MSCOA readiness. disciplinary municipal  Manage the employee cost against the total  Strengthen Public Participation support unit for LMs budget  Skills and capacity development  Achieve unqualified  Maintained full MSCOA readiness.  Reduce turnaround time in filling of all audit outcome with no  Manage the employee cost against the total vacancies findings for the budget  Bulk Infrastructure development District and 2 LMs  Co-ordinate District Communicators Forum.  Marketing of the laboratory  Retain 80% skilled  Develop and distribute an external Newsletter personnel to enhance (Promotion of the District)  Expand water quality monitoring organisational  Intervene and support LMs in performance addressing hazardous landfill sites

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Planning and Economic Development Strategic Goal: Strategic Objectives: Programme /Projects: Priorities:  Provide equitable,  Recruit 11  Support LMs in compiling SPLUMA compliant Spatial  Increase the number of consistent and professionals in the Development Frameworks (SDFs) economically active co- sustainable planning and economic  Support LMs in compiling SPLUMA compliant Land Use operatives and SMMEs services to the development fields Schemes (LUSs)  Pro-active development community  Establish 1 multi-  Coordinate Gert Sibande District Joint Municipal Planning planning.  Improve Socio- disciplinary municipal Tribunal (JMPT)meetings  Develop and implement a economic Growth support unit for LMs  Conduct technical studies to support implementation of co-operative/SMME  Strengthen SDFs biased procurement Municipal  Pay GIS licence subscription fees for 7 LMs strategy capability  Co-ordinate the development of Electronic land use  Enforcement of land use management system across 7 Local Municipalities By-laws  Co-ordinate implementation of EPWP  Assist local municipalities  Support development of SMME & Co-operatives to utilise Geographic  Co-ordinate and Support Rural Dev programmes Information Systems  Indentify, package and lobby funding for Anchor Projects  Implementation of the  Co-ordinate LED forum meetings archives policy  Develop and Review 5 year Integrated Development Plan  Enforce internal controls  Co-ordinate IDP forum meetings  Co-ordinate Strategic Economic Sector Development  Assess structural conditions of Municipal Roads  Support public Transport Regulation programmes  Co-ordinate the development of the Gert Sibande District Airport

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Financial Services Strategic Goal: Strategic Objectives: Programme /Projects: Priorities:  Achieve and  Establish 1 multi-  Developed a joint audit action plan with managers from all  Implementation of the Sustain Financial disciplinary municipal departments. archives policy Viability within all 8 support unit for LMs  Monitor the implementation of action plan and report  Training and continuous Municipalities  Achieve unqualified monthly to top management and provincial treasury interacting on mSCOA  Strengthen audit outcome with no  Preparation of interim AFS (6 and 9 months) with the proper  Explore alternative Municipal capability findings for the review processes by CFO, Internal audit and Audit sources of funding District and 2 LMs committee  Enforce internal controls  Quarterly physical verification of assets  Realign the finance  Recalculation of the depreciation from the system department to ensure  Development of LM support strategy segregation of duties  Workshop MPAC of all LMs on how to deal with opening  Finalise the establishment balance of UIFW of the municipal support  Develop SOPs and procurement strategy to prevent unit irregular and unauthorised expenditure

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Community & Social Services Strategic Goal: Strategic Objectives: Programme /Projects: Priorities:  Provide  Support 7 LM’s to  Review of the District Municipal Health Plan  Expand water equitable, improve access to  Review of GSDM approved by-laws (Health By-laws) quality monitoring consistent and basic services (water  Inspect food handling and preparation facilities  Intervene and sustainable 100%, sanitation  Take water samples per scheduled target support LMs in services to the 100% and refuse  Inspect child care facilities addressing community removal 85%)  Inspect funeral undertakers hazardous landfill  Improve Socio-  Support 7 LMs to  Inspect learning institutions sites economic Growth improve the provision  Conduct health surveillance inspections on hospitals  interacting on  Strengthen of MH and ES,  Perform health surveillance inspections on SAPS premises mSCOA Municipal Disaster Management  Perform health surveillance inspections on prison facilities  Explore capability and library information  Perform site inspections on clinics alternative services through  Implement of a GSDM Bio-Diversity (Regional Plan) sources of funding capacity building and  Review of GSDM approved by-law (Waste By-law)  Enforce internal resource allocation by  Review of GSDM Integrated Waste Management Plan controls 5%  Monitor operational landfill sites in line with Department of  Implementation of Environmental Affairs (DEA) requirements the archives  Library awareness campaigns policy  Review of GSDM Disaster Management Framework and  Enforce internal submissions to council for approval controls

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Corporate Services Strategic Goal: Strategic Objectives: Programme /Projects: Priorities:  Improve Socio-  Recruit 11  Coordination of community approved consultative  Finalise the economic Growth professionals in the meetings establishment of the  Strengthen planning and  Co-ordinate Sittings of Council meetings as per the municipal support unit Municipal capability economic approved schedule  Strengthen Public development fields  Co-ordinate Sittings of Section 80 Committee meetings  Establish 1 multi- as per the approved schedule Participation disciplinary municipal  Facilitate the Review of Organizational Structure to  Skills and capacity support unit for LMs address the objectives of the IDP development  Retain 80% skilled  Filling of critical position TK 14 and above  Reduce turnaround time personnel to enhance  Support & monitor Performance Management System in filling of all vacancies organisational  Develop & implement the Workplace Skills Plan  Implementation of the performance  Provision of bursaries to external learners archives policy  Facilitate recruitment and training of young graduates to  Enforce internal controls register as technicians / professionals

 Facilitate the review of municipal policies  Monitor compliance with legislation.  Co-ordinate Sitting of the district ICT Forum  Prepare & submit ICT security reports to the Risk Management Committee  Co-ordinate the implementation of the National Broadband roll out  Procure ICT Hardware in line with ICT migration plan  Implementation of the Governance ICT Policy Framework  Percentage increase of the institutional performance.  Co-ordinate District PM Forum  Conduct quarterly performance reviews.  Review the PMS Framework annually  Develop and distribute an external Newsletter (Promotion of the District)  Co-ordinate District Communicators Forum

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Infrastructure and Technical Services Strategic Goal: Strategic Objectives: Programme /Projects: Priorities:  Provide equitable,  Support 7 LM’s to  Rehabilitation of paved / tarred roads  Bulk Infrastructure consistent and improve access to  Patching of potholes in all LMs development sustainable basic services (water  Renovation of community halls  Marketing of the services to the 100%, sanitation  Maintenance of 25 high mast lights laboratory community 100% and refuse  Disaster Management Centre  Improve Socio- removal 85%)  Construction of DPKIS  Expand water economic Growth  Support 7 LMs to  Procurement of LAB equipment quality monitoring improve the provision  Conduct quarterly reviews of the LAB to maintain accreditation  Training and of MH and ES, status by SANAS continuous Disaster  Provide water quality testing service to all water samples interacting on Management and received from the 7 LMs mSCOA library information  Refurbishment of Metula & Mpuluzi WTW  Explore alternative services through  Procure road maintenance plant & equipment sources of funding capacity building and  Upgrading of Eerstehoek / Ekulindeni Bulk Water Scheme  Implementation of resource allocation by  Construction of the Lusushwane Bulk Water Scheme P2 & P3 the archives policy 5%  Procure borehole maintenance material as per SLA with LMs  Enforce internal  Procurement of a honey suckers controls  Construction of Amsterdam Bulk Water Scheme  Upgrading of Balfour WWTW  Upgrading of AC pipes at Msukaligwa  Upgrading of the Balfour WTW

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5.2. IDP Score Card KPA 1: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL TRANSFORMATION

Programm Owne KPI Baseline Outer year Targets Strategic Outcome KPI e r Ref Objective 2016/17 2018/19 2019/20 2020/21 Recruit 11 Institution Build and attract % approved Section 54A professionals in al Capacity specialised human and Section 56 positions the planning and - capital filled as per the approved MM 1.1 100% 100% 100% 100% economic Organisati Organisational Structure development onal with signed Performance fields Structure Agreements % approved and budgeted Establish 1 multi- vacant management disciplinary positions filled (Task level 1.2 53.85% 90% 90% 90% municipal 14 and above) support unit for LMs Institution Build long-term and Number of candidate al Capacity sustainable capacity technicians registered as CS - ISDG through training Professionals (ISDG young professionals Business Plan) N/A - with technical and 1.3 12 12 12 New KPI project and operations management skills related to water,

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Programm Owne KPI Baseline Outer year Targets Strategic Outcome KPI e r Ref Objective 2016/17 2018/19 2019/20 2020/21 sanitation, electricity, town planning, GIS and other built environment professions

Programm Owne KPI Baseline Outer year Targets Strategic Outcome KPI e r Ref Objective 2016/17 2018/19 2019/20 2020/21 Recruit 11 Institution Build long-term and % of ISDG students professionals in al Capacity sustainable capacity absorbed by the the planning and - ISDG through training District/LMs economic young professionals N/A - development with technical and CS 1.4 100%1 N/A 100%2 New KPI fields project and operations Establish 1 multi- management skills disciplinary related to water,

1 Refers to 2014/15 intake. 2 Refers to 2018/19 intake. 141

Programm Owne KPI Baseline Outer year Targets Strategic Outcome KPI e r Ref Objective 2016/17 2018/19 2019/20 2020/21 municipal sanitation, electricity, support unit for town planning, GIS LMs and other built environment Retain 80% professions skilled personnel to enhance Institution To ensure a workforce % of employees from organisational al Capacity reflective of the previously disadvantaged performance - demographics of the groups appointed in the Employme District three highest levels of 1.5 92.86% 85% 85% 85% nt Equity management as per the approved EE plan (NKPI)

Recruit 11 ICT Improved ICT % Implementation of professionals in Services enablement of phase 2 of the Corporate the planning and business/Improved Governance Information economic ICT and business and Communication N/A - CS 1.6 100% N/A3 N/A development alignment Technology Policy New KPI fields Framework

Establish 1 multi-

3 Outer year targets relate to the implementation of phase 3 of the Corporate Governance Information and Communication Technology Policy Framework.

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Programm Owne KPI Baseline Outer year Targets Strategic Outcome KPI e r Ref Objective 2016/17 2018/19 2019/20 2020/21 disciplinary Continuous % Implementation of municipal improvement of phase 3 of the Corporate support unit for Corporate Governance Information N/A - LMs Governance and and Communication 1.7 N/A4 100% 100% New KPI Governance of ICT Technology Policy Retain 80% Framework skilled personnel to enhance Skills To ensure the District Approved Workplace Skills WSP organisational Developme invest in the skills of Plan submitted to LG SETA approved 1.8 1 1 1 performance nt and its employees to fulfil on or before 30 April 2019 and Capacity its roles, in line with submitted Building its WSP % budget spent on implementing the Workplace Skills Plan 1.9 1.09% 1.0% 1.0% 1.0%

4 Implementation of Phase 3 includes coherent assessments that encompass both the Corporate Governance of ICT and Governance of ICT. This KPI is a work in progress and assessment methods will be developed during the 2018/19 Financial Year to identify gaps between what was expected and was realised.

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Programm Owne KPI Baseline Outer year Targets Strategic Outcome KPI e r Ref Objective 2016/17 2018/19 2019/20 2020/21 Establish 1 multi- Skills Capacitated # of Workshops, seminars disciplinary Developme Councillors on Local and conferences held to municipal nt and Government Trends ensure that Office Bearers 1.10 4 4 4 4 support unit for Capacity and Councillors are LMs Building informed and trained on Local Government trends Achieve Addressing the CS Number of learners unqualified audit shortage in critical supported at tertiary level outcome with no skills to support through a Bursary- findings for the economic growth and Contract 1.11 13 14 14 14 District and 2 LMs development

Establish 1 multi- Organizati To inculcate the Overall organisational disciplinary onal culture of excellence performance score municipal Performan and performance achieved (measured N/A - 1.12 3.00 3.00 3.00 support unit for ce management, against all KPIs and Targets New KPI LMs Manageme monitoring & included in the IDP and MM nt evaluation of SDBIP)

Achieve achievement of Annual Review of Framework unqualified audit strategic and approved PMS Framework reviewed 1.13 1 1 1 outcome with no operational objectives and submission to Council and findings for the within the District approved

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Programm Owne KPI Baseline Outer year Targets Strategic Outcome KPI e r Ref Objective 2016/17 2018/19 2019/20 2020/21 District and 2 LMs Number of Quarterly

Performance Reviews 1.14 4 4 4 4 conducted

Roll out of the Performance Management N/A - All System to all levels of staff New 1.15 100% 100% 100% HODs (% of staff members with measure completed performance ment reviews)

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KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 Support 7 LM Allocation Improving the % of GSDM funded LM’s to (GSDM Funded quality of life projects as identified in improve & and sustainable the IDP completed 2.1 48.15% 100% 100% 100% access to Departmental development for (Excluding RBIG) basic Allocation) communities services RBIG To provide a % of Water and Sanitation (water 100%, (DWS Funded) sustainable and (RBIG) projects completed N/A - sanitation ITS 5 6 holistic value (Construction Phase) 2.2 50% 50% 50% 100% and New KPI chain of water refuse supply and removal % of Water and Sanitation sanitation 85%) (RBIG)planning projects infrastructure N/A - 2.3 100% TBA TBA completed (Planning New KPI Phase)

5 To be assessed based on completion of RBIG planning projects measured under KPI ID: 2.2. 6 To be assessed based on completion of RBIG planning projects measured under KPI ID: 2.2. 146

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 LM Allocation Development of a (GSDM Water Conservation

Funded) and Demand 7 2.4 1 N/A 2 2 Management Plan for at least one additional Local Municipality Support 7 LM Allocation To provide a Review and Update of LM’s to (GSDM sustainable and the Integrated Water improve Funded) holistic value Services Development access to chain of water Plan (IWSDP) Target Target basic supply and services relevant relevant sanitation ITS 2.5 1 1 (water 100%, to to infrastructure sanitation 2020/218 2020/21 100% and refuse removal 85%)

7 This KPI in its previous format measured the compilation of a District Integrated Water Conservation and Demand Management Plan. Due to limited resources all available funding was utilized to develop a Water Conservation and Demand Management Plan for Dipalaseng Local Municipality and Lekwa Local Municipality in terms of the RBIG Roll Out Plan. No funding was made available for the 2018/19 Financial Year but the outer year targets remain as the Department will request funds during the 2019/20 IDP/Budget review cycle. 8 KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the IWSDP. 147

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 Support 7 LM Allocation To ensure that % Construction LM’s to (Capital the Local Completion of Disaster improve Budget) Municipalities Management Centre in Dr access to within the Pixely Ka Isaka Seme local basic jurisdiction of municipality services GSDM are (water 100%, 2.6 3.36% 60% 100% N/A capacitated to sanitation provide 100% and minimum levels refuse of disaster removal management 85%) services To ensure % Construction centralized Completion of a Regional tactical, Disaster Management command and Centre N/A - 2.7 TBA9 TBA TBA coordination in New KPI response to disasters within the district

9 To be assessed based on available of funding. 148

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 Pothole Repair Improved road Total square meters [m2] (Departmental transport system of roads repaired 2.8 0m² 5000m² 5000m² 5000m² Allocation) to the benefit of all citizens Support 7 LMs Municipal To maintain and Review of the District to improve the Health Services improve the Municipal Health Plan provision of (Departmental health of all MH and ES, Allocation) communities N/A - Disaster within the 2.9 100% 100% 100% New KPI Management district and library information services CSS through To enable the Review of GSDM approved capacity Council to by-laws (Health By-laws) Tariff and building and protect and Health promote the By-Law resource 2.10 100%10 N/A N/A11 allocation by long term review health and and 5% well-being of approved

people in the

10 Refers to the review of the review of the Municipal Health By-Law. 11 Refers to the review of the Tariff and Municipal Health By-law 2021/22. 149

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 municipal area

Municipal Identify, Number of food handling

Health Services assess, and preparation facility N/A - (Health control and inspections conducted in New 2.11 2000 2000 2000 surveillance) manage health terms of the Foodstuffs, measure hazards and Cosmetics, Disinfectant ment risks Act (FCDA) % of water samples taken per month compared to 2.12 76.55% 80% 80% 80% scheduled target

Support 7 LMs Municipal Identify, Number of child care to improve the Health Services assess, facility inspections 2.13 916 700 1000 1000 provision of (Health control and conducted MH and ES, Surveillance) manage health CSS Disaster hazards and % of site inspections risks Management performed on funeral 2.14 84.80% 75% 80% 100% and library undertakers with a Certificate of Compliance

150

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 information % of site inspections services performed on learning 2.15 73.33% 25% 35% 50% through institutions capacity building and % of health resource surveillance 2.16 100% 100% 100% 100% allocation by inspections performed 5% on hospitals % of health surveillance 2.17 100% 100% 100% 100% inspections performed on SAPS premises % of health surveillance 2.18 100% 100% 100% 100% inspections performed on prison facilities Support 7 LMs Municipal Identify, % of site inspections to improve the Health Services assess, performed clinics provision of (Health control and manage health MH and ES, Surveillance) CSS 2.19 87.18% 60% 70% 100% Disaster hazards and risks Management and library

151

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 information Environmental Ensure clean air Review of GSDM approved 2 By-laws N/A - N/A - (Noise and services Services (Air and to maintain by-laws (Environmental Air Quality) Target Target 12 through Quality) the air quality By-laws) 2.20 reviewed 100% relevant relevant capacity for future and to to submitted to building and generations Council 2021/22 2021/22 resource Review of a GSDM Air Target Target allocation by Quality Management Plan Approved relevant relevant 2.21 100% 5% 2015/16 to to 2020/2113 2020/21 % of section 21 facility inspections conducted in terms of NEMAQA 2.22 13.24% 10% 20% 30%

% of section 23 facility inspections conducted in 2.23 11.54% 10% 20% 30% terms of NEMAQA

12 Refers to the review of the Noise and Air Quality By-laws. 13 KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the Air Quality Management Plan. 152

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 Support 7 LMs Environmental Ensure clean air % reduction in biomass to improve the Services (Air and to maintain burning and agricultural Target Target Target provision of Quality) the air quality emissions N/A - relevant relevant relevant 2.24 MH and ES, for future New KPI to to to Disaster generations 2021/22 2021/22 2021/22 Management and library % reduction in emissions information from waste management Target Target Target services N/A - relevant relevant relevant 2.25 through New KPI to to to capacity 2021/22 2021/22 2021/22 building and CSS resource Environmental Minimize the Development of a allocation by Services negative pollution control plan 5% (Pollution health impacts Control) resulting from intentional and unintentional N/A - 2.26 N/A N/A 100% exposure of New KPI communities to environmental pollutants

153

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 Environmental Conserve and Development/review of a Services manage GSDM Bio-Diversity N/A - N/A - (Bio Diversity) biodiversity to (Regional) Plan Approved Target Target ensure 2.27 100% 2014/15 relevant relevant sustainable 2022/2314 2022/23 benefits

Support 7 Environmental To ensure safe Review of GSDM approved LM’s to Services and sound waste by-laws (Waste By-law) N/A - 2.28 N/A N/A 100% improve (Waste management New KPI access to Management) within the basic District Review of GSDM services Integrated Waste Target (water 100%, Management Plan Approved relevant sanitation CSS 2.29 N/A 100% 2014 to 100% and 2024/25 refuse removal % of Local Municipality Compilation Target 85%) Integrated Waste of LM relevant 2.30 IWMPs N/A 100% Management Plans Completed to reviewed 2014 2024/25

14 KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the Bio-diversity plan.

154

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21

% of operational landfill sites monitored in line with Department of 2.31 51.92% 40% 50% 100% Environmental Affairs (DEA) requirements

Support 7 LMs Community To reduce Conduct review of the to improve the Health & Social infections in GSDM District Aids Council provision of Development the district Strategic Plan for HIV & MH and ES, (HIV/AIDS) whilst AIDS, STIs and TB Approved providing the Disaster CS 2.32 Strategic N/A15 N/A 100% best possible Management Plan care and and library support for the information infected and services affected

15 KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the GSDM District Aids Council Strategic Plan for HIV & AIDS, STIs and TB 155

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 through Community To improve the Number of Youth capacity Health & Social socio- Development programs building and Development economic implemented resource (Youth atmosphere of allocation by Development) the youth and eliminate the 5% triple 2.33 5 4 4 4 challenge which is describing the youth of unemployment , inequality and poverty Support 7 LMs Community To conform to # of Women development to improve the Health & Social the programs implemented provision of Development constitutional MH and ES, (Women imperatives of gender Disaster Development)) CS 2.34 5 1 1 1 equality/promo Management te gender and library equality within information the district services

156

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 through Community Foster greater # of Religious affairs/moral capacity Health & Social religious regeneration programmes building and Development tolerance and implemented resource (Religious cooperation for moral allocation by Affairs) 2.35 1 1 1 1 renewal 5%

Support 7 LMs Community To create an Number of programs to improve the Health & Social enabling implemented for people provision of Development environment with disabilities MH and ES, (People with that will lead Disaster Disabilities) to the full participation Management CS 2.36 0 2 2 2 and and library equalization of information opportunities services for persons through with capacity disabilities

157

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 building and Community To encourage Host the Annual GSDM resource Health & Social social Marathon allocation by Development cohesion, 5% (GSDM promote 2.37 1 1 1 1 Marathon) mental and physical

development and wellbeing, as well Community Number of Sport, as help CSS Health & Social Recreation and Culture combat Development events held antisocial (Culture, Sport behavior and 2.38 9 3 3 3 Recreation)

158

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 Support 7 LMs Community To provide the # of Library awareness to improve the Health & Social widest range campaigns held provision of Development and choice of MH and ES, (Library stock to ensure access Disaster Services) 2.39 6 5 5 5 to information Management to students and library within the information District services through Disaster To ensure that CSS Review of GSDM Disaster capacity Management the Local Management Framework building and and safety Municipalities and submission to Council resource D within the for approval allocation by N/A - N/A - jurisdiction of 5% Target Target GSDM are 2.40 0 100% relevant relevant capacitated to to to provide 2022/23 2022/23 minimum levels of disaster management services

159

KPI Baseline Outer year Targets Strategic Programme Outcome Owner KPI Ref Objective 2016/17 2018/19 2019/20 2020/21 Support 7 Laboratory To provide a Obtain Laboratory 100% - LM’s to Services equitable and accreditation Maintain improve sustainable accredita 100% - 100% - access to municipal health tion Increase Increase basic services within services ITS 0% - status schedule schedule the District 2.41 Accreditation (water 100%, not obtained based on of of sanitation SANAS accredita accredita 100% and annual tion tion refuse review removal process 85%)

160

KPA3: LOCAL ECONOMIC DEVELOPMENT

Strategic Own KPI Baseline Outer year Targets Programme Outcome KPI Objective er Ref 2016/17 2018/19 2019/20 2020/21 Support 7 LM’s LED, Reduce The number of Full to improve Tourism and unemployment Time equivalent job access to basic Agriculture opportunities created services (water through a 100%, municipality’s local 16 sanitation 3.1 276 180 TBA TBA economic 100% and development refuse removal initiatives, including 85%) capital projects

Recruit 11 PED professionals The number of job in the planning opportunities created and economic through a development municipality’s local fields economic 3.2 360 500 TBA17 TBA development initiatives, including capital projects

16 To be assessed based on available funding. 17 To be assessed based on available funding. 161

Strategic Own KPI Baseline Outer year Targets Programme Outcome KPI Objective er Ref 2016/17 2018/19 2019/20 2020/21

Review LED strategy N/A - N/A - and submit to Council Strategy Target Target for approval 3.3 approved relevant 100% relevant to 2014 to 2020/2118 2020/21 Support 7 LM’s LED, Reduce Hosting of LED to improve Tourism and unemployment summit N/A - New access to basic Agriculture 3.4 N/A 1 1 KPI services (water 100%, sanitation LED, # work opportunities 100% and Tourism and created through refuse removal Agriculture municipal 3.5 300 ≥300 ≥300 ≥300 85%) (Phezukomk Phezukomkhono PED hono) initiatives Establish 1 multi- LED, # of established co- disciplinary Tourism and operatives financially municipal Agriculture assisted by GSDM support unit for (Co- through purchasing LMs 3.6 23 50 70 50 operatives/ and distributing of

Rural and production inputs Agri Developme

18 KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the LED Strategy. 162

Strategic Own KPI Baseline Outer year Targets Programme Outcome KPI Objective er Ref 2016/17 2018/19 2019/20 2020/21 nt)

LED, Total meters of Tourism and Regional Airport Fenced N/A - New Agriculture 3.7 1600m 1600m 1600m KPI (Regional Airport)

163

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

Strategic Own KPI Baseline Outer year Targets Programme Objectives KPI Objective er Ref 2016/17 2018/19 2019/20 2020/21 Establish 1 multi- Financial To ensure that To obtain an Unqualified 100% - 100% - 100% - Audit Unqualified Unqualified Unqualified disciplinary Management Organizational unqualified 4.1 Opinion Audit Audit Audit municipal Finances are audit opinion Opinion Opinion Opinion (2016/17) support unit for Asset managed in an GRAP 100% - No 100% (No 100% (No 100% (No LMs Management effective and CFO compliant findings GRAP GRAP GRAP efficient manner Findings in Findings in Findings in asset register raised in 2017/18 AG 2018/19 AG 2019/20 Achieve 4.2 (Measured in audit Report) Report) AG unqualified audit terms of AG report Report) outcome with no Report) findings for the Financial Full SCOA District and 2 Management MM readiness 4.3 100% 100% 100% 100% LMs achieved

Operation Improved audit Number of

Clean Audit outcomes for Local Local Municipalities Municipalities within the N/A - within the CFO jurisdiction of 4.4 7 7 7 New KPI jurisdiction of GSDM with GSDM Annual Financial Statements

164

Strategic Own KPI Baseline Outer year Targets Programme Objectives KPI Objective er Ref 2016/17 2018/19 2019/20 2020/21 submitted on or before 31 August

Achieve Operation Improved audit Number of unqualified audit Clean Audit outcomes for Local outcome with no Local Municipalities findings for the Municipalities within the

District and 2 within the jurisdiction of N/A - New CFO 4.5 2 2 3 LMs jurisdiction of GSDM with Measurement GSDM improved audit outcomes

Budget and Ensure that the % of the Expenditure budget is Municipality's Management adequately capital budget Services prepared and ITS actually spent 4.6 83.50% 70% 85% 90% reported on on capital operational projects strategy to identified ito minimize the IDP

165

Strategic Own KPI Baseline Outer year Targets Programme Objectives KPI Objective er Ref 2016/17 2018/19 2019/20 2020/21 financial impact

Ensure that the % Employee budget is costs of total MM 4.7 35% ≤35% ≤35% ≤35% adequately budget prepared and (annual) reported on Cost coverage operational ratio as per IDP strategy to CFO regulations 4.8 164.73% 100% 100% 100% minimize 2001 (annual) financial impact

166

KPA 5: INTERGOVERNMENTAL RELATIONS, GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Ow KPI Baseline Outer year Targets Strategic Objective Programme Outcome KPI ner Ref 2016/17 2018/19 2019/20 2020/21 Achieve Governance Unqualified To obtain an unqualified audit and audit opinion Audit Report outcome with no Administratio with no with No Other material 100% - 100% - findings for the n Matters Unqualified 100% - findings on Audit Clean Clean District and 2 LMs (Clean Audit Clean Audit reporting on Opinion Audit Audit Report) 5.1 Report performance with Report Report (No Other objectives or Emphasis of (No Other (No Other Matters) non- Matter Matters) Matters) compliance with M legislation M To ensure sound Reviewed and management of approved Risk 2017/18 Audit risk that will Based Audit 5.2 Plan approved 1 1 1 enable GSDM to Plan (Approved 25 July 2017 anticipate and by 30 June) respond to Number of changes in the quarterly service delivery progress 5.3 4 4 4 4 environment reports on corrective

167

Ow KPI Baseline Outer year Targets Strategic Objective Programme Outcome KPI ner Ref 2016/17 2018/19 2019/20 2020/21 action to address strategic and operational risks

Support 7 LM’s Governance To provide Number of to improve and oversight on Council 5.4 13 4 4 4 access to basic Administratio municipal meetings held services (water n activities annually 100%, sanitation CS Number of 100% and refuse Mayoral removal 85%) 5.5 14 12 12 12 Committee meetings held Establish 1 multi- Promotion of Enhancing # of External disciplinary the District and promoting newsletters municipal support the GSDM (Insight) unit for LMs brand, developed and services and M distributed products 5.6 4 4 4 4 M through various communicatio n and stakeholder 168

Ow KPI Baseline Outer year Targets Strategic Objective Programme Outcome KPI ner Ref 2016/17 2018/19 2019/20 2020/21 engagement platforms

Mayoral To recognise Hosting of Excellence individuals, Mayoral Awards groups and excellence organisations awards function that have made held CS 5.7 1 1 1 1 a positive contribution in improving the quality of life for our people Support 7 LM’s Community Improving # of Mayoral to improve Participation service delivery Imbizo's access to basic (Mayoral and community CS scheduled and 5.8 1 4 4 4 services (water Imbizos) involvement in held 100%, sanitation decision making

169

Ow KPI Baseline Outer year Targets Strategic Objective Programme Outcome KPI ner Ref 2016/17 2018/19 2019/20 2020/21 100% and refuse Community processes of the # of IDP/Budget removal 85%) Participation municipality consultations 5.9 7 2 2 2 (Community scheduled and Participation) held Support 7 LM’s Traditional Community # of Traditional to improve Affairs involvement in Councils access to basic Council affairs supported 5.1 services (water 32 17 17 17 through 0 100%, sanitation donations 100% and refuse removal 85%) Establish 1 multi- Coherent To ensure that # of District disciplinary Decision- decisions across MM Forum municipal support Making the District are meetings held unit for LMs taken in a coherent, efficient and M 5.1 10 4 4 4 effective M 1 manner to influence shared developmental direction of the District

170

KPA 6: SPATIAL RATIONALE AND MUNICIPAL PLANNING ALIGNMENT

Ow KPI Baseline Outer year Targets Strategic Objective Programme Outcome KPI ner Reference 2016/17 2018/19 2019/20 2020/21

Support 7 LM’s Municipal Improve Municipal IDP 100% - 100% - 100% - IDP to improve IDP integration, approved by IDP IDP IDP approved access to basic alignment and Council by no later approved approved approved 6.1 by no later services (water co-ordination of than 31 May 25 May by no by no than 31 100%, sanitation plans and 2017 later than later than May 100% and refuse programmes 31 May 31 May removal 85%) Spatial Improve data Finalization of Recruit 11 Planning on rural roads RAMS Analysis professionals in to guide Report 6.2 1 1 1 1 the planning PED infrastructure and economic development investment fields Enhancing the Number of S4 Civil human capacity Engineering To be To be at Technician 6 - Target assessed assessed municipalities Graduate N/A - 6.3 achieved based on based on for the employment New KPI 2017/18 business business operation of opportunities plan plan RAMS within created GSDM

171

Ow KPI Baseline Outer year Targets Strategic Objective Programme Outcome KPI ner Reference 2016/17 2018/19 2019/20 2020/21 Improved Implementation of Service the GIS Strategy Delivery, through entering Management into a Enterprise Zero 6.4 7 7 7 Efficiency and Licensing Weighted data sharing Agreement which supports decision making Support 7 LM’s Spatial To ensure that Review of Spatial Reviewed to improve Planning the District Development Plan Target Target and access to basic remains a and submission to relevant relevant 6.5 approved 100% services (water quality place to Council to to 29 June 100%, sanitation live, work and 2020/21 2020/21 2017 100% and refuse visit removal 85%) To ensure that Completion of land PED Human audit on identified N/A - 6.6 100% 100% 100% Settlement strategic New KPI development is development areas done in line Develop Land Use with SDF's and Scheme for local N/A - New other adopted 6.7 1 1 1 municipalities KPI strategic plans

172

173

IDP Key Performance Indicator Definitions

Key Performance Indicator IDP Ref Definition/Instruction

% approved Section 54A and 1.1 Section 54A & 56 of the Municipal Systems Act state that a Municipal Section 56 positions filled as Council must appoint a Municipal Manager and Managers directly per the approved accountable to the Municipal Manager. Organisational Structure The 2018/19 Organizational Structure allows for the following Section 54A & 56 posts:

 Municipal Manager

 General Manager: Corporate Services

 General Manager: Community and Social Services

 Chief Financial Officer

 General Manager: Infrastructure and Technical Services

 General Manager: Planning and Local Economic Development

Measurement detail :

Numerator:

# of Section 54A & 56 positions filled (In terms of the Municipal Systems Act) with a signed Performance Agreement

Denominator:

6 - Total number of Section 54A & 56 positions as per the approved Organizational Structure

% approved and budgeted 1.2 This KPI refers to the filling of vacant management positions as per the vacant management approved Organizational Structure aligned with the IDP and Budget. positions filled (Task level 14 Management positions were determined as all posts from Task Level 14 and above) upwards.

This KPI includes positions vacated during the financial year.

Measurement detail :

Numerator:

# of budgeted vacant management positions filled (Task level 14 and above)

Denominator:

174

Key Performance Indicator IDP Ref Definition/Instruction

Total number of budgeted vacant management positions as per the approved Organizational Structure/Approved budget (Task Level 14 and above)

Number of candidate 1.3 The goal of the Infrastructure Skills Development Grant is to develop technicians registered as infrastructure delivery management capacity within municipalities by Professionals creating a long term and sustainable pool of registered professionals with skills in the following areas:  Engineering  Town Planning  Architecture  Quantity Surveying  Geographic Information System  Project Management

The Gert Sibande District Municipality's target is to deliver trained technicians in the following areas -

Civil Engineering Technicians Chemistry Technicians Biochemistry Technicians Microbiology Technicians Geographic Information System Town Planner

The candidates will be registered with the relevant statutory bodies as candidate technicians in the beginning of the program and then as Professionals upon completion of their experimental training.

% of ISDG students 1.4 Government does not have the right kinds of skills to meet the specific absorbed by the demands of infrastructure projects and associated service delivery and continues to face the dichotomy of high unemployment among the District/LMs unskilled and semi-skilled, and high vacancy rates for the highly skilled.

Government has committed to investing in developing a graduate pipeline in order to supply the professional and skilled workers, through the Infrastructure Skills Development Grant (ISDG).

The strategic goal of the ISDG is to support municipalities to build long-

175

Key Performance Indicator IDP Ref Definition/Instruction

term and sustainable capacity by training a pool of young professionals with technical and project and operations management skills related to water, sanitation, electricity, town planning, GIS and other built environment professions.

An item has been presented to Council sighting absorption by the District and local municipalities. GSDM have initiated a path towards having the Recruitment Policy accommodating the absorption of graduates.

One major challenge is Local Municipalities adhering to the District call as their Councils have not committed to the implementation of ISDG Program.

GSDM will strive through its IGR structures to ensure that the skills acquired through the ISDG Program is not lost for the District.

Measurement detail of KPI and Target:

Numerator: Total number of 2014/15 ISDG student intake absorbed by GSDM/LMs

Denominator: Total number of 2014/15 ISDG student intake

% of employees from 1.5 In line with the Employment Equity Act no 55 of 1998, Gert Sibande previously disadvantaged District Municipality is striving to promote the constitutional right and groups appointed in the eliminate unfair discrimination in employment and ensure the three highest levels of implementation of employment equity to redress the effects of management as per the discrimination. GSDM remains committed to providing equal approved EE plan (NKPI) employment opportunities and endorses the philosophy of affirmative action and employment equity to achieve a diverse workforce broadly representative of our people.

The purpose of the plan is the eradication of discrimination in relation to race, gender and disability that has denied access to opportunities for education, employment, promotion and wealth creation to South Africans.

This KPI aims to measure the annually achievement of the targets set

176

Key Performance Indicator IDP Ref Definition/Instruction

out in the municipality's Employment Equity Plan thereby achieving 100% of the Employment Equity Plan by 2021.

* Designated Groups - Black people (Africans, Coloured and Indians), women and people with disabilities.

Measurement detail of Actual and Target:

Numerator: Number of black people, women and people with disabilities appointed in the 3 highest levels of management (Management, Senior Management and Top Management as per the VIP Employment Equity Report)

Denominator: Total staff compliment (Management, Senior Management and Top Management positions filled as per the VIP Employment Equity Report)

Management, Senior Management and Top Management identified through all positions on a Task Level 14 and above)

% Implementation of phase 1.6 The purpose of the Corporate Governance of Information and 2 of the Corporate Communication Technology Policy Framework (CGICTPF) project is to Governance Information institutionalise the Corporate Governance of and Governance of ICT as and Communication an integral part of the corporate governance within departments. Technology Policy Framework This CGICTPF provides the Political and Executive Leadership with a set of principles and practises that must be complied with, together with an implementation approach to be utilised for Corporate Governance of ICT within departments.

The detailed phased approach per financial year details the following deliverables to be completed by June 2019 (Phase 2):

 Approved Enterprise Architecture informing the ICT Architecture;  Approved medium term ICT Strategy. 177

Key Performance Indicator IDP Ref Definition/Instruction

 Approved ICT Migration Plan with annual milestones linked to an enabling budget;  Approved ICT Performance Indicators as contained in the municipality’s performance management system.

Measurement detail:

Numerator: Number of implementation deliverables to be completed by June 2019 achieved/completed - All phase 2 deliverables completed by June 2019

Denominator: Total number of implementation deliverables to be completed by June 2019 (Total of 4 Deliverables)

% Implementation of phase 1.7 The successful implementation of a Corporate Governance of ICT 3 of the Corporate system leads to continuous improvement in the creation of value Governance Information to the municipality. ICT delivery must be assessed on an on-going and Communication basis to identify gaps between what was expected and what was Technology Policy realised. Assessments must be performed coherently and encompass Framework both:

 The Corporate Governance of ICT (ICT contribution to realisation of Municipal value); and  Governance of ICT. (Continuous improvement of the management of ICT). This KPI is a work in progress and will be based on the achievement of ICT Performance Indicators as developed through implementation of Phase 2 - Strategic Alignment, to be completed by June 2019.

Approved Workplace Skills 1.8 As per Skills Development Act of 1998, organizations are legislated to Plan submitted to LG SETA pay 1% of their total remuneration costs, charged monthly as a Skills on or before 30 April 2019 Development Levy.

A Workplace Skills Plan is a document that outlines the planned education, training and development interventions for the organization. Its purpose is to formally plan and allocate budget for

178

Key Performance Indicator IDP Ref Definition/Instruction

appropriate interventions which will address the needs arising out of local government skills sector plan, the municipality's strategic requirements as contained in the IDP and the individual departmental staffing strategies. The WSP shall also take into account the Employment Equity Plan ensuring incorporation of relevant developmental equity interventions into the plan.

This KPI will be measured in terms of the submission of the Original signed Authorization and Stakeholder Support Declaration by no later than 30 April 2019.

% budget spent on 1.9 As per Skills Development Act of 1998, organisations are legislated to implementing the pay 1% of their total remuneration costs, charged monthly as a Skills Workplace Skills Plan Development Levy.

A Workplace Skills Plan is a document that outlines the planned education, training and development interventions for the organisation. Its purpose is to formally plan and allocate budget for appropriate interventions which will address the needs arising out of local government skills sector plan, the municipality's strategic requirements as contained in the IDP and the individual departmental staffing strategies. The WSP shall also take into account the Employment Equity Plan ensuring incorporation of relevant developmental equity interventions into the plan. Measured against spending of the training budget.

Measurement detail of Target and Actual:

Numerator: Total actual expenditure of training & committed expenditure of training as reported per the 2017/18 Annual Training Report (Employed)

Denominator: Total employee and Councilor remuneration budget for the period May 2018 - April 2019

179

Key Performance Indicator IDP Ref Definition/Instruction

# of Workshops, seminars 1.10 The councilor's role is not an easy one and will demand expertise and conferences held to and knowledge about the local government system and municipal ensure that Office Bearers environment. Councilors require an in depth understanding of and Councillors are their mandate. High level of expectations of the community they informed and trained on serve, competing interests among the different groups of citizens living in the municipality, limited human and financial resources Local Government trends and tight timeframes for delivery of services are some of the difficult challenges that Councilors will face during their term of Office.

Through the Capacity Building vote, GSDM aims at keeping the Office Bearers and Councilors up to date with Local Government trends through attending workshops, conferences and seminars. Number of learners 1.11 The Gert Sibande District Municipality is committed to developing supported at tertiary level skills of persons who express an interest in developing his/her through a Bursary-Contract knowledge and in doing so, furthering the interest of the Gert Sibande District Municipality.

The GSDM Bursary-Scheme means financial assistance with possible in-service training provided by the Gert Sibande District Municipality to enable the bursar to study at an approved institution with a view to the bursar obtaining a particular qualification.

This KPI will be measured through the number of students sponsored by GSDM to obtain a certain qualification through awarding of a Bursary-Contract . Overall organisational 1.12 The purpose of this KPI is to give feedback regarding the performance score performance of Gert Sibande District Municipality as required achieved (measured through The Municipal Systems Act No 32 of 2000 and Municipal against all KPIs and Targets Finance Management Act No 52 of 2003. included in the IDP and SDBIP) Information included in quarterly performance reports is based on the IDP and SDBIP as developed for the financial year 2018/19. Scorecards are developed to reflect cumulative performance, therefore the status of indicators are a reflection of the overall performance level achieved year to date.

180

Key Performance Indicator IDP Ref Definition/Instruction

Reporting is based on information received from each department as per the applicable targets per quarter.

The quarterly Organisational Performance Report is a high-level report based on scores obtained through a process whereby actual information per Key Performance Area (KPA), strategic objective, programme and the aligned Key Performance Indicators and projects are compared to the budget and initial planning included in the 2018/19 Integrated Development Plan. Overall performance for Gert Sibande District Municipality is based on the Departmental Performance Scorecards which is inclusive of the IDP and SDBIP. Sub-sections are included that discuss the progress made in achieving the targets as detailed in each scorecard in terms of the contribution made by each Department. Results are presented in the form of scores as detailed below and are calculated using an automated system and based on the guidelines contained in the DPLG Regulation 805; Municipal Performance Regulations for Municipal Managers and Managers Directly Accountable to Municipal Managers, 2006.

The KPI and Target set aims to measure overall organisational performance at a score of 3 which is equal to target. Annual Review of approved 1.13 The Performance Management System Framework is the guiding policy PMS Framework and for performance management which outlines the processes of how the submission to Council municipality will undertake its planning development and implementation of a performance management system together with the detailed key performance indicators, the corresponding targets and timelines. The framework outlines important aspects of the municipality's performance planning, monitoring, measurement, review, reporting and auditing including the determination of the roles of the different role players.

Measurement will be based on the annual submission of the Performance Management Framework to Council for approval.

181

Key Performance Indicator IDP Ref Definition/Instruction

Number of Quarterly 1.14 The purpose of this KPI is to give feedback regarding the performance Performance Reviews of Gert Sibande District Municipality as required through The Municipal conducted Systems Act No 32 of 2000 and Municipal Finance Management Act No 52 of 2003. Information included in the quarterly reviews should be based on the IDP and SDBIP as developed for the financial year 2018/2019. Scorecards will be developed to reflect cumulative performance, therefore the status of indicators are a reflection of the overall performance level achieved year to date. Overall performance for Gert Sibande District Municipality will be based on the Departmental Performance scorecards which is inclusive of all the IDP and SDBIP. Roll out of the Performance 1.15 In the municipal context performance management is the logical Management System to all extension and completion of the Integrated Development Planning and levels of staff (% of staff performance budgeting/financial management processes. The members with completed performance management system is designed to monitor and evaluate performance reviews) the progress made in the implementation of a municipality's development objectives, taking into account the timeframe of the projects and budget.

Two levels of Performance Management must be implemented within the municipality: 1) Organisational level, i.e. how the municipality as a whole is achieving its development objectives. This is the level of Council, Municipal Manager and all directors/managers reporting directly to the Municipal Manager (Section 56 Managers). 2) Individual level: i.e. how well an individual is performing his or her own duties in line with the requirements of the organisation.

This KPI refers to the Implementation of the Performance Management System at Individual Level (All staff other than Section 56 Managers) and will be measured as follows:

Numerator: Total number of completed performance reviews/appraisals for ALL Corporate Services staff members for the period of review (1st, 2nd, 3rd & 4th Quarter)*

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Key Performance Indicator IDP Ref Definition/Instruction

* First Quarter (All Employees as at 30 June 2018) Second Quarter (All Employees as at 30 September 2018) Third Quarter (All Employees as at 31 December 2018) Fourth Quarter (All Employees as at 30 March 2019)

Denominator: Total number of staff members (Excluding employees removed from payroll due to resignation, termination of services, retirement or death)

% of GSDM funded projects 2.1 This indicator will measure the # of GSDM funded Projects (Allocation as identified in the IDP to LMs & Departmental Allocation) funded and project managed completed (GSDM Implementing Agent) by the District and identified in the 2017/18 IDP. This KPI only measures actual construction projects with completion to be determined through the issuing of the earlier of a final payment certificate or completion certificate.

This KPI excludes: - Disaster Management Centre in Pixley (Measured under KPI ID: 2.6) - Delivery of ashphalt (Procurement only) - Regravelling and Blading - Projects implemented through Service Delivery Agreements - Projects Relating to Water Quality Testing (Water quality measured on the CSS Scorecard - KPI ID: 2.12.) - RBIG projects.

This KPI only measures construction projects implemented by GSDM (measured through completion certificate on or before 30 June 2018) either through the appointment of Contractors and project managed by Consultants and/or GSDM. Measurement detail of Target and Actual:

Numerator: # of identified 2018/19 ITS projects completed as at 30 June 2019*

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Key Performance Indicator IDP Ref Definition/Instruction

* Completion reached through the issue on the earlier of final payment certificate or completion certificate.

Denominator: Total # of Capital projects (Excluding projects as listed above) % of Water and Sanitation 2.2 This indicator will measure the # of RBIG Projects (DWA funded) with (RBIG) projects completed GSDM as the implementing agent in the 2018/19 IDP completed. This (Construction Phase) KPI only measures actual construction projects with completion to be determined through the issuing of the earlier of a final payment certificate or completion certificate (Excluding planning projects not yet in construction phase).

This KPI only measures construction projects implemented by GSDM either through the appointment of Contractors and project managed by Consultants and/or GSDM.

Measurement detail of Target and Actual:

Numerator: # of identified 2018/19 DWA funded RBIG projects completed as at 30 June 2018*

* Completion reached through the issue on the earlier of final payment certificate or completion certificate.

Denominator: Total # of RBIG projects (Excluding projects in planning phase not yet in construction phase)

% of Water and Sanitation 2.3 This indicator will measure the # of RBIG Projects (DWS funded) with (RBIG)planning projects completed feasibility studies. completed (Planning Phase) This KPI only measures projects currently in the planning and design phase.

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Key Performance Indicator IDP Ref Definition/Instruction

Measurement detail of Target and Actual:

Numerator: # of identified 2018/19 RBIG planning projects completed as at 30 June 2019 (Planning Phase)*

* Completed feasibility studies

Denominator: Total # of RBIG planning projects (Planning Phase)

Development of a Water 2.4 The GSDM intends on embarking on the programme to Conservation and Demand understand the operations of the water reticulation system and the respective water losses that are prevalent in most reticulation Management Plan for at systems. least one additional Local Municipality GSDM intends to support all its local municipalities in terms of Section 88 (2)a) of the Municipal Structures Act, Act 117 of 1998, with conducting a study that looks into various strategies for the modeling of the water services infrastructure, implementation of Non-revenue water loss studies and the implementation of high intervention infrastructure projects including the design and implementation of the proposed management information management system. The result will be the development of a plan that will help municipalities in managing and conserving water considering South Africa is a water scarce country. This KPI in its previous format measured the compilation of a District Integrated Water Conservation and Demand Management Plan. Due to limited resources all available funding was utilized to develop a Water Conservation and Demand Management Plan for Dipalaseng Local Municipality and Lekwa Local Municipality in terms of the RBIG Roll Out Plan. No funding was made available for the 2018/19 Financial Year but the outer year targets remain as the Department will request funds during the 2019/20 IDP/Budget review cycle.

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Key Performance Indicator IDP Ref Definition/Instruction

Review and Update of 2.5 The District Integrated Water Master Plan (IWMP) provides a the Integrated Water comprehensive sustainable integrated high level District wide, water Services Development service process perspective with respect to bulk and internal water Plan (IWSDP) supply taking cognisance of all factors inclusive of social, economic, technical, institutional, financial, legal and environmental impact. % Construction Completion 2.6 The District is susceptible to disasters such as floods, veld fires, of Disaster Management road accidents, accidental chemical spillage or explosions of toxic Centre in Dr Pixely Ka Isaka substances and civilian unrest. A satellite Disaster Management Seme local municipality Centre were completed within the Albert Luthuli Local Municipality, Dipalaseng Local Municipality and Mkhondo Local Municipality to be followed by a project to construct another Disaster Satellite Centre in Dr. Pixley ka Isaka Seme Local Municipality.

Procurement processes finalised with site establishment in process. Construction status to be verified and signed off by consulting engineer at the end of each financial year with practical completion status earmarked for 2019/20 financial year confirmed through the issue of a practical completion certificate.

% Construction Completion 2.7 The District is susceptible to disasters such as floods, veldt fires, of a Regional Disaster road accidental chemical spillage or explosions of toxic Management Centre substances and civilian unrest. Whilst there will be Disaster Sub Centre's in all the seven constituent Local Municipalities for prompt responses to emergency calls, the District has identified the need for a Regional Disaster Centre.

The purpose of the Regional Centre is to facilitate centralized tactical, command and coordination to all disasters within the district. It is also envisaged that this will enhance the capacity to all the municipalities to adequately mitigate and respond to disasters with the help of neighboring municipalities. The Regional Centre will assist in operationalising the response to the Risk Assessment Framework.

Target will be assessed based on available funding.

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Key Performance Indicator IDP Ref Definition/Instruction

Total square meters [m2] of 2.8 South Africa, being one of the foremost emerging economies in roads repaired Africa, is highly reliant on sufficient good infrastructure linking economic hubs to each other and South Africa to the world. A major component of this is the roads infrastructure which, among others, serves as a vital backbone for the movement of people, goods and services.

Roads that are not under the control of SANRAL and DPWRT revert to the pertaining local municipalities for maintenance. These roads are mainly found in urban/town areas.

The seven local municipalities around the Gert Sibande District are experiencing challenges in terms of pothole maintenance on municipal paved roads and as such R3,000,000 was allocated to address these challenges.

Review of the District 2.9 Under the National Health Act of 2003, Council has a statutory Municipal Health Plan obligation to develop a plan that seeks to protect, improve and promote public health within the municipal district. Developing the plan will result in a far better integration of the District's Integrated Development Plan.

This KPI and target will be measured through the development of a District Health Plan and submission to the Mayoral Committee for final approval.

Review of GSDM approved 2.10 The responsibility of providing Municipal Health and Environmental by-laws (Health By-laws) Services was delegated to the District Municipality from the Local Municipalities, National Departments and Environmental Affairs respectively as from 2003.

In order to effect service delivery and to serve as comprehensive regulatory tools the GSDM Municipal Health Division drafted the following By-laws: • Tariff by-law • Municipal Health by-law

This indicator will be measured in terms of the number of by-laws

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Key Performance Indicator IDP Ref Definition/Instruction

reviewed and submitted to Council.

Only the Municipal Health bylaw scheduled for review during the 2018/19 financial year for submission to Council.

Number of food handling 2.11 Food Control is described by the World Health Organization (WHO) as a and preparation facility mandatory regulatory activity of enforcement by National or Local authorities to provide consumer protection and ensure that all foods inspections conducted in during production, handling, storage, processing and distribution are terms of the Foodstuffs, safe, wholesome and for human consumption; conform to quality and safety requirements and are honestly and accurately labeled as Cosmetics, Disinfectant Act prescribed by law. (FCDA) The GSDM Environmental Health Unit ensures that both the Informal and Formal sectors are monitored to ensure the safe handling of food during production, storage and delivery of these foodstuffs. This is done by evaluating food premises and issuing of COA to compliant premises, as well as monitoring compliance with legal requirements and instituting remedial measures where necessary.

KPI measurement will be based on the number of Food Control inspections done on food premises within the District. % of water samples taken 2.12 In accordance with the National Health Act of 2003, drinking water per month compared to supply must regularly be sampled to assess its fitness for human consumption, both on an operational level and on a compliance level. scheduled target Health services should develop and implement a Water Quality Monitoring Plan for monitoring of water from catchment to consumer, which has the potential to impact human health following use.

Measurement detail for Target and Actual:

Numerator:

Actual number of samples taken per month as against the Municipal Health Water Sample Plan

Denominator:

Total sampling points as per the monthly Municipal Health Water Sample Plan

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Key Performance Indicator IDP Ref Definition/Instruction

Number of child care 2.13 Residential, business and public premises are monitored in order to facility inspections identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising conducted of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.

KPI will be measured in terms of the number of Child Care Facility Inspections conducted during a quarter. % of site inspections 2.14 Residential, business and public premises are monitored in order to performed on funeral identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising undertakers with a of building plans and providing health comments on environmental Certificate of Compliance impact assessment o proposed new developments in order to ensure that all health aspects are considered.

Measurement detail of Target and Actual:

Numerator:

Total number of funeral undertaker facilities inspected

Denominator:

Total number of funeral undertakers with a COC as per the GSDM Database % of site inspections 2.15 Residential, business and public premises are monitored in order to performed on learning identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising institutions of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.

Measurement detail of Target and Actual:

Numerator:

Total number of learning institutions inspected

Denominator:

Total number of learning institutions as per the GSDM Database

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Key Performance Indicator IDP Ref Definition/Instruction

% of health surveillance 2.16 Residential, business and public premises are monitored in order to inspections performed on identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising hospitals of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.

Measurement detail of Target and Actual:

Numerator:

Total number of hospitals inspected

Denominator:

Total number of hospitals as per the GSDM Database % of health surveillance 2.17 Residential, business and public premises are monitored in order to inspections performed on identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising SAPS premises of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.

Measurement detail of Target and Actual:

Numerator:

Total number of SAPS premises inspected

Denominator:

Total number of SAPS premises as per the GSDM Database % of health surveillance 2.18 Residential, business and public premises are monitored in order to inspections performed on identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising prison facilities of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.

Measurement detail of Target and Actual:

Numerator:

Total number of prison facilities premises inspected

Denominator:

Total number of prison facilities as per the GSDM Database

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Key Performance Indicator IDP Ref Definition/Instruction

% of site inspections 2.19 Residential, business and public premises are monitored in order to performed clinics identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.

Measurement detail of Target and Actual:

Numerator:

Total number of health clinics inspected

Denominator:

Total number of health clinics as per the GSDM Database Review of GSDM approved 2.20 The responsibility of providing Municipal Health and Environmental by-laws (Environmental By- Services was delegated to the District Municipality from the Local laws) Municipalities, National Departments and Environmental Affairs respectively as from 2003.

In order to effect service delivery and to serve as comprehensive regulatory tools the GSDM Municipal Environmental Services Division drafted the following By-laws:  Noise by-law (Environmental Services)  Air Quality by-law (Environmental Services)

This indicator will be measured in terms of the number of by-laws reviewed and submitted to Council.

Review of a GSDM Air 2.21 The purpose of this plan is to ensure that clean air is achieved and Quality Management Plan maintained in the District over the next 10 to 20 years. It should include the vision, mission, objectives, strategies and actions needed to achieve this.

An Air Quality Management Plan was approved during the 2015/16 Financial Year.

This KPI will measure the review of the approved Air Quality

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Key Performance Indicator IDP Ref Definition/Instruction

Management Plan with submission to Council for approval.

% of section 21 facility 2.22 Measurement detail of KPI and Target: inspections conducted in terms of NEMAQA Numerator: Total number of Authorised Section 21 facilities inspected during the reporting period

Denominator: Total number of Authorised Section 21 facilities as per the GSDM database

% of section 23 facility 2.23 Measurement detail of KPI and Target: inspections conducted in terms of NEMAQA Numerator: Total number of Section 23 facilities inspected during the reporting period

Denominator: Total number of Section 23 facilities as per the GSDM database

% reduction in biomass 2.24 The National Air Quality Management Act (2005) requires that burning and agricultural each Municipality develops an air quality management plan with emissions the objective to systematically address air quality concerns. The outcome of the AQMP will be to achieve compliance with air quality objectives and to ensure that the ambient air media is conducive to health and wellbeing of our people.

This outcome based KPI is a work in progress with reporting requirements and KPI Definitions to be formalised to ensure accurate and relevant reporting. Implementation of the AQMP will be monitored through developing KPI's and targets based on an approved business plan with set actions to be reported on annually.

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Key Performance Indicator IDP Ref Definition/Instruction

% reduction in emissions 2.25 The National Air Quality Management Act (2005) requires that from waste management each Municipality develops an air quality management plan with the objective to systematically address air quality concerns. The outcome of the AQMP will be to achieve compliance with air quality objectives and to ensure that the ambient air media is conducive to health and wellbeing of our people.

Development of a pollution 2.26 This project seeks to develop an implementable Environmental control plan Pollution Control Plan that will guide and assist Gert Sibande District Municipality in controlling and addressing the pollution posed by the polluting agents within the District. The objective is to minimize the negative health impacts resulting from intentional and unintentional exposure of communities to environmental pollutants. This plan will lay down provisions for safe and effective management of Environmental Pollution Control Management Plan from Pollutants.

Due to budget constraints for the 2017/18 and 2018/19 financial years, the target has been set for development of this plan for completion during the 2019/20 financial year.

Measurement will be based on the completion of the Environmental Control Plan and submission to Council.

Development/review of a 2.27 Biodiversity considerations are integrated into all other strategies GSDM Bio-Diversity and plans, such as poverty eradication strategies and (Regional) Plan development programmes.

The Goal of the NBSAP is to conserve and manage biodiversity to ensure sustainable benefits to the people of South Africa, through co-operation and partnerships that build on strengths and

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Key Performance Indicator IDP Ref Definition/Instruction

opportunities.

Strategic objectives of the NBSAP can be summarised as follows: • An enabling framework integrates biodiversity into the socio- economy • Biodiversity contributes to socioeconomic development and sustainable livelihoods • Biodiversity, including species, ecosystems and ecological processes, is effectively conserved across the landscape and seascape, with a focus on biodiversity priority areas • South Africa’s international obligations are met where feasible and in the national interest • A cross-cutting objective which relates to all the above objectives is: Enhanced institutional effectiveness and efficiency ensures good governance in the biodiversity sector.

KPI will be measured in terms of development of the Biodiversity Policy and Strategy and submission to Council. Review of GSDM approved 2.28 The responsibility of providing Municipal Health and Environmental by-laws (Waste By-laws)) Services was delegated to the District Municipality from the Local Municipalities, National Departments and Environmental Affairs respectively as from 2003.

In order to effect service delivery and to serve as comprehensive regulatory tools the GSDM Municipal Environmental Services Division drafted the following By-laws:  Waste By-law

This indicator will be measured in terms of the Waste by-law reviewed and submitted to Council.

Review of GSDM Integrated 2.29 The development of an Integrated Waste Development Plan (IWMP) is Waste Management Plan a requirement for certain organs of state in terms of Section 11 of the National Environmental Management Waste Act of 2008 for government to properly plan and manage waste.

In terms of section 11(4)(a)(ii) of the Waste Act, municipalities must incorporate the approved IWMP in their IDP's as called for by chapter 5 194

Key Performance Indicator IDP Ref Definition/Instruction

of the Municipal Systems Act of 2000. Section 36 of the MSA states that, a municipality must give effect to its IDP and conduct its affairs in a manner which is consistent with its IDP. This means that the development and implementation of the IWMP must be aligned with the IDP.

Gert Sibande District Municipality is responsible for the implementation of the IWMP and the evaluating and reviewing of the plan to ensure that the respective objectives are being met.

The current IWMP was approved during March 2014 with the next review cycle aimed for the end of the 2019/20 financial year.

% of Local Municipality 2.30 The development of an Integrated Waste Development Plan (IWMP) is Integrated Waste a requirement for certain organs of state in terms of Section 11 of the Management Plans National Environmental Management Waste Act of 2008 for reviewed government to properly plan and manage waste.

In terms of section 11(4)(a)(ii) of the Waste Act, municipalities must incorporate the approved IWMP in their IDP's as called for by chapter 5 of the Municipal Systems Act of 2000. Section 36 of the MSA states that, a municipality must give effect to its IDP and conduct its affairs in a manner which is consistent with its IDP. This means that the development and implementation of the IWMP must be aligned with the IDP.

This Indicator refers to the number of Local Municipalities with reviewed Integrated Waste Management Plans.

% of operational landfill 2.31 Measurement detail for Target and Actual: sites monitored in line with Department of Numerator: Environmental Affairs Actual number of landfill Sites inspected during the year as listed on (DEA) requirements GSDM Environmental Health Department Database

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Key Performance Indicator IDP Ref Definition/Instruction

Denominator: Total number of formal landfill sites inspected

Conduct review of the 2.32 The District Strategic Plan will be subject to an annual and end of term GSDM District Aids Council review. Annual strategic reviews are mainly done by the District AIDS Council to assess progress and challenges and develop annual Strategic Plan for HIV & implementation plans and budget. AIDS, STIs and TB The end of term evaluation to be done during the 2017/18 financial year will be undertaken to:

 Critically assess the extent to which program objectives were achieved  Assess the cost effectiveness of program activities and the likelihood that results will be sustained over the medium to long run  Identify challenges and document lessons and best practices that will inform future strategic program decisions  Provide recommendations on strategic actions that need to be taken to improve future implementation and ensure sustainability of outcomes and institutionalization of key lessons learnt.

Number of Youth 2.33 This KPI relates to Awareness Campaigns, Workshops and Training Development programs conducted during the quarter aimed at capacitating the youth. implemented

Planned activities include:

1) Career exhibition

2) Youth Summit

3) Celebrating Youth Day # of Women development 2.34 This KPI relates to public awareness and education through programs implemented Awareness Campaigns, Workshops and Training conducted during the quarter aimed at capacitating women/girls.

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Key Performance Indicator IDP Ref Definition/Instruction

# of Religious affairs/moral 2.35 The Moral Regeneration Movement (MRM) is a networking regeneration programmes platform that facilitates and coordinates all processes and implemented initiatives aimed at combating moral degeneration. As a civil society-driven initiative that is supported by the government, the MRM provides the opportunity to redouble our efforts as a full partnership of the people, and pay special attention to the issues of development, social cohesion, and nation building. The MRM also supports traditional and cultural programmes.

Refer to the "Renew the Moral of the People" campaign scheduled for the second quarter. Training provided to people 2.36 This KPI relates to public awareness and education through Awareness with disabilities to obtain at Campaigns, Workshops and Training conducted during the quarter least NQF level 5 status aimed specifically to People with Disabilities.

Host the Annual GSDM 2.37 In order to promote a healthy lifestyle and to unleash talent within the Marathon District through sport and recreational activities the District is hosting an annual GSDM marathon.

Due to budget constraints the target has been moved to the 2019/20 Financial Year.

Number of Sport, 2.38 This KPI relates to Sports, Arts and Culture Campaigns, Workshops, Recreation and Culture Training and events conducted during the quarter. events held

# of Library awareness 2.39 This KPI refers to public awareness and education through Awareness campaigns held Campaigns, Training and Workshops held to promote reading among the youth and the use of library facilities.

Review of GSDM Disaster 2.40 The Disaster Management Framework (DMF) is a strategic Management Framework policy document and guides all spheres of government in the and submission to Council implementation of the disaster management act. Hence, the DMF for approval of GSDM guides all local municipalities in the GSDM area of jurisdiction in the implementation of disaster management.

This KPI will be measured in terms of the review and submission

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Key Performance Indicator IDP Ref Definition/Instruction

of the GSDM Disaster Management Framework to Council for adoption.

Obtain laboratory 2.41 The South African National Accreditation System (SANAS) is accreditation recognised by the South African Government as the single National Accreditation Body that gives formal recognition that Laboratories, Certification Bodies, Inspection Bodies, Proficiency Testing Scheme Providers and Good Laboratory Practice (GLP) test facilities are competent to carry out specific tasks in terms of the Accreditation for Conformity Assessment, Calibration and Good Laboratory Practice Act (Act 19 of 2006).

The Gert Sibande District Municipality established a water quality laboratory to service all the local municipalities and industries within the district. The laboratory started its operations in August 2010 after receiving the required equipment.

Currently the laboratory is working in collaboration with Mhlathuze Water as a sub-contracted laboratory, performing analysis that the GSDM Water Quality Laboratory is currently not equipped to perform.

The accreditation process was initiated in February 2012. Feedback on gaps and corrective actions to be implemented was received but the process was halted due to staff resignations. Subsequent to the initial failed attempt at accreditation, the GSDM Water Quality Laboratory has made good strides at trying to ensure that the implemented system does not fade away.

This KPI refers to the accreditation for the GSDM Water Laboratory to be maintained based on the Annual Review to be performed from the South African National Accreditation System within the 2018/19 Financial year.

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Key Performance Indicator IDP Ref Definition/Instruction

The number of Full Time 3.1 The indicator measures the number of full time equivalent jobs created job opportunities created through the Expanded Public Works Programme (EPWP). through a municipality’s local economic 1. Full Time Equivalent (FTE’s) employment: development initiatives,  Means 230 person days of work (i.e. 365 days less 104 weekend days, including capital projects less 10 public holidays and less 21 annual leave days but inclusive of paid sick leave created by an EPWP project or programme within a financial year. Full time equivalent is the same as person years of work.  The EPWP specifically targets the creation of employment for the poor unemployed people who are unskilled or poorly skilled. Through this employment opportunity, the programme provides basic income for these people on a temporary basis.

2. Characteristics of EPWP projects and how they differ from a normal job: • They are highly labour intensive: a large percentage of the overall project’s cost is paid out in wages to the target group. • They employ large numbers of EPWP target groups. • The EPWP target group is paid wages between R50 and R100 per day. • The EPWP target groups are employed under the working conditions of the Special Public Works Programme (SPWP).

All EPWP compliant projects must have or display the elements of employment, and EPWP projects should either be labour intensive or labour enhanced (activity based).

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Key Performance Indicator IDP Ref Definition/Instruction

The number of jobs 3.2 The indicator measures the number of job opportunities jobs created opportunities created through the Expanded Public Works Programme (EPWP). through a municipality’s 1. An EPWP job opportunity: local economic development • Job opportunity refers to paid work created for an individual on an initiatives, including capital EPWP job. The same person can be employed on different projects and projects each period of employment will be counted. • This involves short-term and ongoing work opportunities with an average duration of 100 days. • The EPWP specifically targets the creation of employment for the poor unemployed people who are unskilled or poorly skilled. Through this employment opportunity, the programme provides basic income for these people on a temporary basis.

All EPWP compliant projects must have or display the elements of employment, and EPWP projects should either be labour intensive or labour enhanced (activity based).

Review LED strategy and 3.3 The purpose of local economic development (LED) is to build up the submit to Council for economic capacity of a local area to improve its economic future and approval the quality of life for all. It is a process by which public, business and nongovernmental sector partners work collectively to create better conditions for economic growth and employment generation.

This LED Strategy was prepared as a sector plan of the GSDM Integrated Development Plan (IDP). Its purpose is to provide GSDM with a strategic vision, goals and smart objectives, as well as a coherent set of strategies, programmes and projects through which it must

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Key Performance Indicator IDP Ref Definition/Instruction

systematically pursue economic development within its jurisdiction.

The formulation of a LED Strategy must be in accordance with the 'Credible LED Framework' that has been put forward by the National Department of Provincial and Local Government (DPLG). The framework identifies the following as constituting some of the critical elements of a credible strategy:  The process followed must involve a high degree of participation by key local and external stakeholders  The strategy must be informed by a sound analysis of the social-economic challenges of the locality, as well as its comparative and competitive advantages  The strategies and projects developed must be realistic and implementable

KPI to be measured through the reviewed LED Strategy submitted to Council for approval. Hosting of LED summit 3.4 The purpose of the summit is to build partnerships with relevant stakeholders and to establish platforms from where continuous engagements will take place. These platforms will encourage open dialogue between private and public sector and will assist in the sharing of best practices within different industries. It will further encourage local businesses to participate in local economic development and assist in creating sustainable job opportunities and eradicating poverty.

KPI and Target will be measured through the actual hosting of the LED Summit. # work opportunities 3.5 The indicator measures the average number of Phezomkhondo Town created through municipal Cleaning Staff payed by GSDM during the 2018/19 Financial year. Phezukomkhono initiatives The average will based on the total number paid employees per month for the year divided by the total number of months (12). # of established co- 3.6 The Community Based Support Plan establishes a basis for the design, operatives financially implementation and assessment of mechanisms and processes that assisted by GSDM through support the development of a more competitive and sustainable SMME purchasing and distributing sector. It provides a basis for collaboration and coordination among of production inputs public, private and community actors and creates the space for these actors to contribute to SMME development in the District in a mutually 201

Key Performance Indicator IDP Ref Definition/Instruction

reinforcing and synergistic manner, while enhancing the opportunities for mobilising resources that can be used to boost the contribution SMMEs make to sustainable social and economic development in the District.

The target was set at (20) Co-Operatives to be financially assisted during the 2018/19 Financial Year. Total meters of Regional 3.7 KPI to be measured against the number of meters fenced at the Airport Fenced Regional Airport situated in Ermelo.

To obtain an unqualified 4.1 This indicator refers to the 2017/18 Annual Financial Statements that audit opinion are free of material misstatement and measures compliance with accounting practices that will be evaluated by the Auditor General in expressing their opinion.

GRAP compliant asset 4.2 The Gert Sibande District Municipality received a qualified audit opinion register (Measured in terms for the 2013/14 financial year. The basis for the qualification was as a of AG Report) result of the following findings with regard to Property, Plant and Equipment:

- GRAP 13 requires entities to recognize assets acquired under finance leases as assets and the associated lease obligations as liabilities in their statement of financial position. The municipality entered into a finance sale and lease back agreement for a building with its subsidiary. The lease contract did not include the lease term and the interest rate and therefore the auditor's was unable to determine the amount of the financed leased building, finance lease obligation and the deferred lease profit on sale and leaseback.

- Overstatement of Non-Current Assets by R30,700,000.

- Assets to the value of R4,729,913 could not be physically verified by the Auditor's for existence.

Through implementation of the Management Audit Action Plan, GSDM improved the 2016/17 with no findings related to the disclosure of assets included in the final audit report.

The target will be measured in terms of no GRAP findings relating to the

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Key Performance Indicator IDP Ref Definition/Instruction

GSDM Asset Register as determined through the AG Report for the Financial Year ending 2017/18.

Full SCOA readiness 4.3 Standard Chart of Accounts (SCOA) means a multi-dimensional achieved classification framework providing the method and format for recording and classifying financial transaction information in the general ledger forming part of the books of account containing a standard list of all available accounts.

The object of the Municipal Regulations on Standard Chart of Accounts is to provide for a national standard for the uniform recording and classification of municipal budget and financial information at a transaction level by prescribing a standard chart of accounts for municipalities and municipal entities which -

 Are aligned to the budget formats and accounting standards prescribed for municipalities and municipal entities and with the standard charts of accounts for national and provincial government; and

 enable uniform information sets recorded in terms of national norms and standards across the whole of government for the purposes of national policy coordination and reporting, benchmarking and performance measurement in the local government sphere.

MSCOA readiness/implementation will be measured in terms of the following two deliverables:

 2019/20 Council approved budget with incorporated MSCOA segments (Finance)

 2020/21 Council approved IDP with incorporated MSCOA segments (Planning and Local Economic Development)

Overall implementation to be measured on through the Office of the Municipal Manager with operational targets incorporated into Departmental Scorecards.

Compliance to be determined through the Opinion Expressed by the Auditor-General.

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Key Performance Indicator IDP Ref Definition/Instruction

Number of Local 4.4 GSDM is involved in the design and implementation of a Municipalities within the comprehensive turnaround strategy within the District to identify jurisdiction of GSDM with matters of concern relating to the following: Annual Financial  Financial management and audit readiness Statements submitted on  Financial viability/funding assessment  IDP Assessment and Planning or before 31 August  Governance matters  Compliance with Legislation  Local Economic Development  IT Systems  Infrastructure Engineering Technical capacity  Performance Management and Service Delivery  Skills assessment - Senior management  Customer care and community management

This KPI measures the outcome of the implementation of the turnaround strategy through the submission of Annual Financial Statements by the legislative date for all 7 Local Municipalities within the jurisdiction of GSDM. Number of Local 4.5 GSDM earmarked R1,000,000 in budget allocation for the 2018/19 Municipalities within the financial year in terms of the Operation Clean Audit vote to focus on jurisdiction of GSDM with audit readiness for Mkhondo and Msukaligwa Local Municipality's improved audit outcomes respectively. In addition to the budget allocation, GSDM will also allocate human capital from GSDM to assist where needed.

This KPI will measure the outcome of GSDM's efforts in ensuring improved audit outcomes for Mkhondo and Msukaligwa in achieving unqualified audit opinions for the 2017/18 Financial Year. % of the Municipality's 4.6 % Reflecting actual expenditure/Planned expenditure capital budget actually spent on capital projects Measurement detail: identified ito the IDP Numerator: Actual expenditure - GSDM ITS Projects

Denominator: Budgeted Expenditure - GSDM ITS Projects

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Key Performance Indicator IDP Ref Definition/Instruction

% Employee costs of total 4.7 Indicates the extent to which income is applied to the payment of budget (annual) personnel. Provides assurance that the proportion of personnel expenditure to total income is manageable and the impact of personnel cost increases on the overall budget is limited.

Measurement detail:

Numerator:

Personnel Costs (The amount expended on employees, both part-time and full-time and which cost relates directly to the employment of personnel)

Denominator:

Total Income (Income from all sources, including loans and accumulated surpluses that may be used to defray any expenditure)

Cost coverage ratio as per 4.8 This indicator measures the municipality's ability to meet at least its IDP regulations 2001 monthly fixed operating commitments. (annual) Calculation to determine Cost coverage:

National Composite KPI: A=(B+C)/D where A= Cost coverage;

B=all available cash at a particular time less unspent conditional grants (Gert Sibande is a district municipality. Income is secured as it represents grant income as per DORA and as such ALL Grant Income to be received during the period covering the cost coverage calculation will be taken into consideration);

C = represents al short term investments;

D= presents monthly fixed operating expenditure*

* All expenditure included in the calculation except for Depreciation, Amortisation, Provision for Bad Debts, Impairment and Loss on Disposal of Assets.

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Key Performance Indicator IDP Ref Definition/Instruction

As per MFMA Circular 71 the norm range will be based on a period of 3 months expenditure coverage.

To obtain an Audit Report 5.1 This Indicator measures good governance and compliance with with No Other Matters legislation and will be evaluated and considered by the Auditor-General in determining his opinion and findings on Predetermined Objectives, Compliance with the MFMA and Internal Controls (Report on other legal and regulatory requirements).

Clean Audit Report definition - The financial statements are free from material misstatements (in other words, a financially unqualified audit opinion) and there are no material findings on reporting on performance objectives or non-compliance with legislation.

KPI is reported on retrospectively meaning that the targets relates to the 2017/18 audit outcome. Reviewed and approved 5.2 The Municipal Finance Management Act Section 152(2)(b) requires that Risk Based Audit Plan an Internal Audit Unit must prepare a risk based audit plan and an (Approved by 30 June) internal audit program for each financial year, over and above the Performance Standards of the IIA which requires the Head of the Internal Audit Unit to establish a risk based audit plan to align priorities of the Internal Audit Unit with the objectives and goals of the Municipality.

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Key Performance Indicator IDP Ref Definition/Instruction

This KPI will be measured through the approval of a Risk Based Internal Audit Plan submitted and approved by the Audit Committee by at least 30 June of each year.

Number of quarterly 5.3 In order to aid in the facilitation of Enterprise Risk Management progress reports on processes within the Gert Sibande District Municipality, and to aid in corrective action to address the preparation of a risk based audit plan, the risk register must be strategic and operational reviewed and updated on a continuous bases throughout the financial risks year. This can be achieved through workshops, management meetings or Risk Committee meetings.

This KPI will be measured through the submission of a quarterly Risk Management Report and the Departmental Risk Management Action Plans to the Risk Committee.

Number of Council 5.4 The MFMA clearly separates roles and responsibilities between the meetings held annually Executive Mayor and Council, and between the Executive Mayor and the Municipal Manager and other senior officials. It creates a clear line of authority between the Council, which must approve Council policy, the Executive Mayor, who must provide political leadership, and the Municipal Manager, who is accountable to the Mayor and Council for implementing those polices.

Under the MFMA, councilors' policy setting and oversight functions include:  setting the direction for municipal activities  setting policy parameters to guide the municipal directives  setting strategic objectives and priorities stating what outcomes and outputs are to be achieved  monitoring the implementation of policies and priorities

KPI to be measured through the number of ordinary Council meetings held per annum.

207

Key Performance Indicator IDP Ref Definition/Instruction

Number of Mayoral 5.5 The MFMA clearly separates roles and responsibilities between the Committee meetings held Executive Mayor and Council, and between the Executive Mayor and the Municipal Manager and other senior officials. It creates a clear line of authority between the Council, which must approve Council policy, the Executive Mayor, who must provide political leadership, and the Municipal Manager, who is accountable to the Mayor and Council for implementing those polices.

KPI to be measured through the number of ordinary Mayoral meetings held per annum. # of External newsletters 5.6 To promote the District through involvement of communities and (Insight) developed and stakeholders by providing feedback and awareness on the distributed activities of the municipal council .

This will be achieved through the quarterly GSDM Insight Magazine. Hosting of Mayoral 5.7 Gert Sibande District Municipality aims to honor individuals and excellence awards function groups who continue to excel in different spheres – be it in sports, held education, netball, culture and service delivery through the Annual Mayoral Excellence Awards Function.

KPI will be measured through the hosting of the Annual Mayoral Excellence Awards Function. # of Mayoral Imbizo's 5.8 The Mayoral Imbizo is an on-going Mayoral Outreach Programme scheduled and held aimed at bringing government closer to the people, whereby the Municipality interacts with communities regarding upcoming service delivery projects in their areas and progress on existing ones.

It also affords the public a platform to raise their concerns to the Municipal leadership.

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Key Performance Indicator IDP Ref Definition/Instruction

Four (4) Mayoral Imbizos are scheduled to be held during the financial year.

# of IDP/Budget 5.9 The GSDM has planned IDP/ Budget consultation meetings consultations scheduled during which the District meet each local municipality with the aim and held of emphasizing Government’s commitments via programmes such as the Medium Term Strategic Framework priorities, presenting the draft GSDM IDP, improvement in service delivery, and ensuring better life for all District residents within the constituent Local Municipalities.

The target is set at one (1) IDP/Budget consultation meeting per local municipality within the jurisdiction of GSDM (7 in total). # of Traditional Councils 5.10 Government acknowledges the critical role of traditional leadership in supported through South Africa's democracy and communities, particularly in relationship donations to Rural Development. It therefore remains committed to strengthening the institution of traditional leadership.

KPI will be measured through the number of Traditional Councils assisted through donations.

# of District MM Forum 5.11 This Indicator measures the number of Municipal Managers Forum meetings held meetings held to ensure coordination of district strategy implementation across the district.

Municipal IDP approved by 6.1 This KPI measures adherence to the approved IDP Framework as to the Council by no later than 31 timeframes and deadlines for submission and approval. May In terms of the IDP Framework, the 2018/19 IDP must be approved by Council by no later than 31 May 2017.

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Key Performance Indicator IDP Ref Definition/Instruction

Finalization of RAMS 6.2 The road network constitutes one of the largest community assets and Analysis Report is predominantly government owned. It is for this reason that GSDM introduced the concept of asset management within the roads sector.

KPI to be measured through the condition data (Road Visual Assessment Report) submitted to the Department of Transport by at least 30 June 2017.

Number of S4 Civil 6.3 In order for the RAMS project to be a useful tool to GSDM, to ensure Engineering Technician the continuity of the system post-project, and to align the project Graduate employment outcomes with RAMS grant requirements, six (6) graduates (comprising opportunities created unemployed S4 graduates and S3 graduates requiring in-service training) were sourced from GSDM region to be employed on the project for its duration.

These graduates shall attend SAQA accredited training courses to capacitate them in the performance of their duties. They shall, furthermore, be intimately involved in all aspects of the RAMS administration, data maintenance and quality checking. The graduates should ultimately become the custodians of the implemented RAMS. For the project to be deemed successful, it is critical that the graduates remain committed to the project for the full duration. it is equally important that they be incorporated into the GSDM structures post-project so that the investment (financial, time and knowledge) can be maximized and the RAMS focused persisted going forward.

This KPI will be measured in terms of the number graduates employed within the structures of GSDM after completion of the training program.

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Key Performance Indicator IDP Ref Definition/Instruction

Implementation of the GIS 6.4 A geographic information system (GIS) integrates hardware, software, Strategy through entering and data for capturing, managing, analyzing, and displaying all forms of into a Enterprise Licensing geographically referenced information. Agreement with ESRI SA GIS allows us to view, understand, question, interpret, and visualize data in many ways that reveal relationships, patterns, and trends in the form of maps, globes, reports, and charts.

A GIS helps you answer questions and solve problems by looking at your data in a way that is quickly understood and easily shared.

In essence GIS is an IT Application which is spatially accurate that is used to map the real world. The power of GIS lies is its ability to attach non spatial information to a spatial feature and to store this information in a database such as SQL Server which enables the spatial data to be queried and analyzed.

A typical example of a query is: Find all properties that are vacant and larger than 1000m² or find all B&B’s in a particular area. The selected spatial data is identified in the map.

An Enterprise license agreement will address the current challenges of the municipality and future development planning. The nature of the ELA is to support the vision of the municipality and continue to enable development. Having a spatially enabled enterprise solution allows for the ability to centrally managed data and where needed, have the ability to pull data from other sources as well which may be in the same department i.e billing as well.

This KPI will be measured through entering into a Licensing Agreement with a service provider for GSDM and the 7 Local Municipalities within the jurisdiction of the Gert Sibande District Municipality.

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Key Performance Indicator IDP Ref Definition/Instruction

Review of Spatial 6.5 The Spatial Development Framework (SDF) is an integral part of a Development Plan and Municipality’s IDP. It represents the spatial expression of the Council’s submission to Council development vision, and should therefore be reviewed annually to take into account changing circumstances.

Measurement will be based on the submission of the reviewed District SDF to Council for approval. Completion of land audit 6.6 Since 1994, South Africa has embarked on several programmes towards on identified strategic building a better life for all by providing amongst other, shelter and development areas basic services for the poorest of communities in the country. This requires that the three spheres of government take all reasonable and necessary steps within the framework of national and provincial housing legislation and policy to initiate, plan, coordinate, facilitate, promote and enable appropriate housing development in various parts of the country as contemplated in the Housing Act (1997).

In pursuance of the above, the Gert Sibande District Municipality initiated the compilation of a consolidated IDP Housing Chapter comprising a summary of the local IDP Housing Chapters of each of the seven local municipalities within its jurisdiction. This exercise is intended to assist the delivery of sustainable human settlements in the GSDM in the following ways:  Informing the current status quo of housing development needs and provide a projection for the future needs in the municipal area;  Providing the local and district IDP processes with sufficient information about human settlement planning, priority areas, benefits as well as operational and strategic requirements;  Providing sufficient information regarding the allocation of limited financial and human resources to a wide variety of human settlement development initiatives throughout the municipal area;  Providing guidance in prioritising housing projects for urban areas, rural nodal areas and agri-villages in the Gert Sibande District Municipality in order to ensure balanced urban and rural human settlement throughout the municipal area.

Measurement of this KPI will be based on the completion of a land audit on identified strategic development areas. These areas are still to be determined and will be defined during the first quarter of the

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Key Performance Indicator IDP Ref Definition/Instruction

2018/19 Financial Year.

Develop Land Use Scheme 6.7 Section 24 of the Spatial Planning and Land Use Management for local municipalities Act of 2013 (SPLUMA) specifies that a municipality must, after public consultation, adopt and approve a single land use scheme (LUS) for its entire municipal area within five years from the commencement of the act. Large parts of the country have never been part of a land use scheme (e.g. many areas under traditional leadership) and for many municipalities, land use management is a new concept. A land use scheme is a tool used by municipalities to guide and manage development according to the vision, strategies and policies of the Integrated Development Plan (IDP) and Spatial Development Framework (SDF), and in the interests of the general public to promote sustainable development and quality of life. The general purpose of a Scheme is to create coordinated, harmonious and sustainable development of a municipal area in such a way that it efficiently promotes health, safety, order, amenity, convenience and general welfare, as well as efficiency and economy in the process of development.

This KPI will be measured through the development and completion of a Land Use Scheme for Mkhondo Local Municipality ( ) and Pixley ka Seme Local Municipality (2017/18).

2018/19 Target relate to the development and completion of a Land Use Scheme for an additional identified Local Municipality.

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National Key Performance Indicators 2017/2018

KPI Description Method of Reporting

The percentage of households with access to basic Reporting only as per IDP level of water, sanitation, electricity and solid and Annual Report waste removal

The percentage of households earning less than R1 Reporting only as per IDP 100 per month with access to free basic services and Annual Report

The percentage of a municipality’s capital budget Measured on IDP actually spent on capital projects identified for a Scorecard particular financial year in terms of the < Refer to KPI ref: 4.6> municipality’s integrated development plan

The number of jobs created through a Measured on IDP municipality’s local economic development Scorecard initiatives, including capital projects

The number of people from employment equity Measured on IDP target groups employed in the three highest levels Scorecard of management in compliance with a

The percentage of a municipality’s budget actually Measured on IDP spent on implementing its workplace skills plan Scorecard

Financial ratios Cost coverage measured on IDP Scorecard

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CHAPTER 6: GSDM STRATEGIES, SECTOR PLANS, POLICIES AND SWOT ANALYSIS

This Section embodies Executive Summaries of the respective operational strategies (Sector Plans) compiled and prepared by Gert Sibande District Municipality. These Sector Plans constitute core components of the IDP of the District Municipality as per Section 26 of the MSA and plays a significant role in the integration process. Some of these plans were/are/will be prepared / developed and others reviewed in consideration of the relevant District wide development initiatives and directly inform and align with those of the constituent municipalities.

6.1. Sector Plans

The list of sector plans herein includes among the following: SECTOR PLAN/POLICY/STRATEGY STATUS QUO Policy on Standing Orders of Council Human Resources Strategy Approved Employment equity plan Approved Work skills plan Approved Employee assistant programme Approved Retention Strategy Approved Succession Plan To be developed Human Resources Plan Approved Recruitment, Selection, Transfer, Promotion and Demotion Policy Approved Leave Policy Approved Occupational Health & Safety Approved Cell Phone Allowance Policy Approved Risk Management Policy & Risk Strategy Approved Performance Management Framework Approved Fraud Prevention Plan Approved Telephone Policy Approved Performance Management Framework and Procedure for Staff below Approved section 56 Security and Parking Policy Approved Library Policy Approved Municipal ICT Governance Policy Framework and Audit Compliance Approved Catering Policy Approved Travelling Allowance Policy Approved Smoking Policy Approved Practical Training For Volunteerism & Internship Policy Approved People with Disability Policy Approved Placement Policy Approved ICT Policy Approved

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Induction Policy Approved HIV & AIDS Policy Approved Fleet Management Policy Approved Fraud and Prevention Policy Approved Donation Policy Approved Compensation for Occupation disease and Injuries Approved

Cash & investment Policy Approved Bursary Scheme for Community Approved Acting Allowance Policy Approved Community/public participation strategy Draft Youth development strategy To be developed District disability strategy Draft Gender mainstreaming strategy Approved District HIV Plan To be developed 08 x Air Quality Management Plans draft Integrated Waste Management plans Draft Municipal Health Plan To be developed Climate Change policy draft An Integrated Rural and Agricultural Development Strategy approved LED Strategy Approved Tourism Sector Development Plan Approved Spatial development Framework Approved( under review) Integrated transport Plan Approved Disaster Management plan Under review

The aforementioned Sector Plans are informed by the developmental priorities and objectives as articulated in this document. It is for this reason they are incorporated in this plan so as to forge a linkage with other Sector Plans and ensure seamless implementation of the IDP as an inclusive and coherent strategic planning tool of the District.

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CHAPTER 7: SECTOR DEPARTMENTS, PARASTATALS, PRIVATE SECTOR PROJECTS

7.1. Department of Human Settlements

Municipality Project/Programme Project location Progress as at 31 April 2017-18 Budget Total project Name/Description 2018 cost R’000 MSUKALIGWA MUNICIPALITY MSUKALIGWA ISUP/ TINONGO TRADING / BREYTEN PROJECT COMPLETED R10,900,000.00 R11,780,251.00 BREYTEN/ 100 100 MSUKALIGWA FARM WORKER AND GREY’S FARM 29 COMPLETIONS R6 206 376.00 R4 437 306.50 HOUSING 50 REMAINING ASSISTANCE/SOKZA R1 769 069.51 CONSTRUCTION MSUKALIGWA IRDP/MOTHEO GROUP WESSELTON EXT. 6&7 496 COMPLETIONS R63 335 718.99 R59 318 137.14 500 4 RECPLACEMT OF REMAINNG BENEFICIARIES R4 017 581.85 MSUKALIGWA ISUP/MOTHEO GROUP WESSELTON EXT. 7&11 75 ROOFS R54 973 500.00 R4 000 421.35 500 33 WALL PLATES REMAINING 08 SLABS R50 973 078.65

MSUKALIGWA ISUP/SUKUYIMANI KWAZANELE AND BREYTEN NONE R54 973 500.00 R54 973 500.00 500 MSUKALIGWA ISUP/DR BONGANI WESSELTON ONLY STARTED WITH SITE R32 984 100.00 R32 984 100.00 300 ESTABLISHMENT

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GOVAN MBEKI MUNICIPALITY

GOVAN MBEKI PH2 INFOR/XJR EMBALENHLE EXT. 20& 22 383 COMPLETE R60 507 270.00 R51 747 635.00 CONSTRUCTION (500) 500 32 ROOFS REMAINING 36 WALL PLATES R8 759 635.00 19 SLABS 30 SITES WITH CHALLENGES GOVAN MBEKI ISUP/PBAMBOO ROCK EMBALENHLE EXT.10,18,19 124 COMPLETED R55 000 000.00 R17 536 883.91 AND 20 10 SLABS REMAINING 500 5 WALL PLATES R155 108 616.09 GOVAN MBEKI FARM WORKER AND SAKHISIZWE FARM 20 COMPLETIONS R6 269 850.00 R3 142 529.95 HOUSING 50 11 ROOFS REMAINING ASSISTANCE/SOKZA R2 796 022.64 CONSTRUCTION

GOVAN MBEKI ISUP/XJR CONSTRUCTION EMZINONI AND VARIOUS 95 COMPLETIONS R177 675 000.00 R16 561 112.50 (1500) AREAS 70 ROOFS REMAININD 500 20 WALL PLATES R161 113 887.50

Municipality Project/Programme Project location Progress as at 31 April 2017-18 Budget Total project cost Name/Description 2018 R’000

PIXLEY KAISAKA SEME MUNICIPALITY

PIXLEY PHP/YOUR TRADE DAGGAKRAAL PROJECT COMPLETED 22 000 000.00 R11 045 187.66 KAISAKA 200 REMAINING SEME R1 413 142.34

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PIXLEY ISUP/GEBENGA WAKKERSTROOM AND 212 COMPLETIONS R30 328 635.00. R24 330 727.50 KAISAKA SIZAMELENI 38 BENEFICIARIES DO NOT REMAINING SEME 250 HAVE SITES R5 997 907.50

PIXLEY ISUP/ZAMANGCE KWAZAMOKUHLE 111 COMPLETIONS R17 337 206.60 R15 164 666.32 KAISAKA 140 9 ROOFS REMAINING SEME 20 FINISHES R2 172 540.28

DIPALISENG MUNICIPALITY

DIPALISENG IRDP/ PRINCE OF TIDES/300 RIDGE VIEW –BALFOUR 300 ROOFS R32,700,000.00 R26,647,072.57 300 DIPALISENG DEEP SPACE PROJECTS GROOTVLEI AND PROJECT COMPLETED R33 000 000.00 R36 135 288.00 SIYATHEMBA REMAINING 300 R27 259 962.00 CHIEF ALBERT LUTHULI MUNICIPALITY

CHIEF ALBERT EMERGENCY/SOKZA REDHILL/GLENMORE 19 COMPLETIONS R4 494 268.80 R3 442 495.40 LUTHULI CONSTRUCTION 36 10 ROOFS REMAINING R1 051 773,40 CHIEF ALBERT FARM WORKER AND MANZANA 50 COMPLETE R6 226 075.00 R5 747 586.71 LUTHULI HOUSING 50 REMAINING ASSISTANCE/SOKZA R4 785 488.29 CONSTRUCTION CHIEF ALBERT RURAL/SOKZA TSHAKASTAAD 10 COMPLETIONS R 1 739 119.20 R1 148 471.61 LUTHULI CONSTRUCTION 14 3 SLABS REMAINING 1 UNTOUCHED R590 647.59 CHIEF ALBERT ISUP/UMCEBO SILOBELA 15 ROOFS R25 079 400.00 R5 488 788.49 LUTHULI 200 48 WALL PLATES REMAINING

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29 SLABS R19 590 611.51

CHIEF ALBERT ISUP/DELU SILOBELA EXT. 3 & 4 PROJECT COMPLETED R37 619 100.00 R37 619 097.00 LUTHULI 300 REMAINING R3.00

Municipality Project/Programme Project location Progress as at 31 April 2017-18 Budget Total project cost Name/Description 2018 R’000

MKHONDO MUNICIPALITY

MKHONDO PHP/K D MADONSELA/3 AMSTERDAAM 3 ROOFS R327,000.00 R219,344,25 3

MKHONDO IRDP ph2/NKOLELO PIET RETIEF ERF 1803 50 FINISHES R68 270 479.50 R7 456 254.92 300 24 ROOFS REMAINING 42WALL PLATES R60 814 224.58 07 SLABS

MKHONDO IRDP ph1 and phase PIET RETIEF, Design for reticulation R 9 288 000 23 544 000 2/NKOLELO townlands 9 288 000 216 32 832 000

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LEKWA MUNICIPALITY

LEKWA IRDP/ VIKINDUKU STANDERTON EXT 8 150 SLABS R16,350,000.00 R11,780,251.00 TRADING/150 150 95 WALLPLATES 73 ROOFS

LEKWA IRDP/TRANSGARIEP/500 STANDERTON EXT 8 (500)PROJECT COMPLETED R63,766,500.00 R61,753,730.99 500

Municipality Project/Programme Project Beneficiary/ 2018/19 Target 2018/19 Budget Total project Name/Description Ward/Location Allocation (Annual) cost R’000 R’000

LEKWA IRDP / TRANS GARIEP STANDERTON EXT 8 500 R54,400,000.00 0.00 INFRA LEKWA IRDP/ISUP/ BOGANALA TRD SAKHILE 200 R21,800,000.00 0.00

DIPALISENG IRDP/ PRINCE OF TIDES RIDGE VIEW BALFOUR 500 R54,400,000.00 0.00

GOVAN MBEKI PH2 INFOR/TIGER EMBALENHLE EXT. 25 807 R88 727 229.00 0.00 BUSINESS ENTERPRISE CHIEF ALBERT PHP/ ASISHIYELANE CAROLINA 200 R22 000 000.00 0.00 LUTHULI PROJECTS CHIEF ALBERT DELU TRADING CAROLINA 200 22 000 000 .00 0.00 LUTHULI

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CHIEF ALBERT PHP/MBHENE EMANZANA 500 R55 000 000.00 0.00 LUTHULI

Municipality Project/Programme Project Beneficiary/ 2018/19 Target 2018/19 Budget Total project Name/Description Ward/Location Allocation (Annual) cost R’000 R’000

GOVAN MBEKI ISUP/BAMBOO ROCK EXT. 22,18,10,19 &20 500 55 000 000 00 0.00

GOVAN MBEKI ISUP/XJR EMZINONI AND LEANDRA 500 R16 561 112.50 0.00

DIPALISENG DEEP SPACE GROOTVLEI AND 200 22.000 000.00 0.00 SIYATHEMBA PIXLE KAISAKA PHP/YOUR TRADE DAGGAKRAAL 200 R22 00 000 00 0.00 SEME

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Performance Indicator / Project Location & Planned Target Actual Progress Financial Analysis Priority Output Scope Scope: The scope of The Pixley, Amersfoort To complete 67% of the Progress at 30%. Site Budget - R16 608 work entails an upgrade of Waste Water Treatment Plant Waste Water Treatment Plant Establishment has been 443 the Amersfoort Waste Water Upgrade Project (from upgrade work undertaken. The Municipality Expenditure - R2 708 Treatment Plant to increase 1.1ML/d to 2.035ML/d) appointed the Engineer and 178 capacity from 1,1Ml/day to (R16mil) the Department also assisted Balance of Expenditure 2,035Ml/day to meet the by appointing the contractor - R13 current flow at Amersfoort. as such the construction work 900 265 (Shirdo) has commenced (Latest invoice of R1,5mil submitted recently) Scope: The scope of The Pixley, Amersfoort To complete 100% of the Completed 40% of Sewer Budget - R31 200 work entails construction of Sewer Pump Station and Sewer Pump Station and Pump Station and Sewer 000 Sewer Pump Station and Sewer Reticulation Project Sewer Reticulation Reticulation construction Expenditure - R 5 269 Sewer Reticulation (18.7km (Construction of new Pump construction work work (excavation for the 000 of 160mm sewer pipeline and stations and 22km of pump stations, 6km Balance of Expenditure 1.35km of 250mm sewer pipework - 18km of 160mm, excavation, bedding, - R25 pipeline). (Mott McDonald, 1,8km of 200mm and 200m pipelining and rock filling) 931 000 Shirdo) of 250mm) (R33mil excludes (R4mil was paid by the professional fees of R3mil Department during 2016/17 which was paid by the financial year) municipality)

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Scope: The scope of The Lekwa, Standerton Bulk To complete 100% of the Completed 100% of the Budget - R 11 859 work entails construction of a Water pipeline construction work pipeline construction work 902 new water pipeline (3,2km of Project (3,2km of 315mm (comprising excavation, (comprising excavation, Expenditure - R6 927 000 315mm) from the Standerton rising main-repair and bedding, laying, filling, bedding, laying, filling, Balance of Expenditure reservoir to Standerton Ex 8 commission; 6.5km of installation of valves and installation of valves and - R2 141 and Refurbishment of water 315mm-new; and chambers) chambers). (R4,5mil spend) 000 pipeline (6,5km of 315mm) commission water tanks) from WTP to the Standerton (R9mil) Reservoir (Abaziyo)

Performance Indicator / Project Location & Planned Target Actual Progress Financial Analysis Priority Output Scope Scope: The scope of The Govan Mbeki, To complete the feasibility A consultant has been Budget - R53 000 work entails the feasibility Embalenhle Sewer Spillage study, master planning, appointed 000 study to resolve the sewer Project (To be completed construction, rehabilitation, – Appointment of a Expenditure – - R spillage at Embalenhle during the next financial year) upgrade and maintenance to contractor is still pending, 0.00 resolve the sewer spillage at tender evaluation is Balance of Expenditure Embalenhle underway. - R53 000 000

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Scope: Construction of Sewer Dipaleseng LM, Construction To complete the A consultant and a contractor Budget - R27 000 pump lines with pipe sizes of Sewer pump lines with implementation of the have been appointed. The 000 ranging from 200mm to pipe sizes ranging from Construction of Sewer pump contractor is establishing on Expenditure - R 250mm diam. uPVC, 3 km 200mm to 250mm diam. lines with pipe sizes ranging site. 0.00 long, gravity outfall sewer uPVC, 3 km long, gravity from 200mm to 250mm diam. Balance of Expenditure pipe, size 33mm uPVC – outfall sewer pipe, size 33mm uPVC, 3 km long, gravity - R 2,6km long, sewer syphon uPVC – 2,6km long, sewer outfall sewer pipe, size 33mm 0.00 pipe 250mm uPVC 1,3 km syphon pipe 250mm uPVC uPVC – 2,6km long, sewer long 1,3 km long syphon pipe 250mm uPVC 1,3 km long

TSALANANG RE-DEVELOPMENT CRU PROJECT Annual Budget Municipality Expected Yield Annual Target 2017/2018 Actual Output 2017/2018 Govan Mbeki Local The project will have a total yield of 100 CRU Units R 30 Million 32 units were completed during the last Municipality 384 rental housing opportunities. financial year 2016/17. It includes other amenities such as 100 units completed in the financial Childcare facility, commercial facilities year 2017/18. for small businesses like Laundry & A total of 132 units have been tuck shop, workshop, Gate structure completed for the project. and perimeter fences, office and Child Care facility and Community Hall recreational facility including and boundary wall are completed infrastructure development.

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MZINONI CRU PROJECT Expected Annual Target Annual Budget Municipality 12 Months Actual Output Challenges Remedial Actions Yield 2017/2018 2017/2018 Govan Mbeki Local 182 CRU Units 48 CRU Units R 14 400 000.00 Phase 1 of the project with 78 The construction has This matter has now been Municipality (The target was CRU Units was completed. not started due to the resolved. scaled down Plans and Designs for Phase 2 delays in the The scope of the project during BP have been finalized and finalisation of was revised during budget revision) approved by the Department. contractual matters adjustment processes. Site Plans have been approved between the The project is planned in by the Municipality. Department and the the financial year Site establishment has been Service providers. 2018/19. done. (Multiyear Project)

LEKWA CRU PROJECT Lekwa Local 250 CRU Units 60 CRU Units: R 18 Million Plans and designs have been Plans and designs The scope of the project has Municipality (The target was finalized. needed to be amended been revised during budget scaled down during Service provider has been in line with the newly adjustment. BP revision) appointed. amended CRU policy However, the project is Stakeholders’ engagements have documents of included in the financial been done. Government. year 2018/19 Site establishment has been done. (Multiyear Project)

The project is at foundation stage.

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7.2. Department of Agriculture and Rural Development, Land and Environmental Affairs

8. Project / Description of Project / Programme Local Total 2017/18 Total 2017/18 Budget Phyisical Progress Q4 Programme (Eg. Activities / Commodities) Municipality allocation (Rands) (Adjusted Spent Name budget) FRUITS Sinalo Renovation of balancinng dam, pump Dr Pixley Ka R 1 000 000 R 256 000 R 256 1 borehole was house, 5 ha irrigation and hail nets, 1 Isaka Seme 000 drilled,equippedand 2 km bonnox fencing, power supply, water tanks were admin block and abution and storage installed block. Ngisana Construction of earthdam, water Msukaligwa R 1 000 000 R 0 R 0 Project Terminated reticulation, pumphouse, water storage tank, pump station, irrigation for 5 hectares and shade nets powe supply Mthombeni Pump station, water storage tank, Chief Albert R 1 000 000 R 0 R 0 Project Terminated irrigation system and hail nets, power Luthuli line VEGETABLES Amantungwase(Forever Construction of Pack house, 4 ha drip Chief Albert 904 000 R 500 000 R 445 000 1 borehole was drilled, green cooperative) Irrigation system, earth dam Luthuli equipped and 1 water tank was instaslled. Pack house to be done in 2018/2019. LIVESTOCK Pixley Family 18,2 km boundary and camps fence, Dr Pixley Ka R 3 400 000 R 4 031 000 R 0 Construction of 15.2 Planting of fodder on 10 ha, 75kW Isaka Seme KM fence completed. tractor, Paving, Office/ Parkshome Highmast light, delivery furnishing, High Mast Light, cattle, of livestock and 229

sheep furniture to be procured in 2018/2019 financial year Ikusasalabasha 75KW tractor and implements,high Chief Albert R 700 000 R 4 423 000 R 1 193 High Mast light is is at mast light. Luthuli 000 procurement stage CALM Animal Health Refurbishment of animal health centres CALM R 375 000 R 0 R 0 Project not Clinic (animal clinics) implemented due top change of scope. Nkalane Drifter Construction of seasonal bridge CALM R 2 277 000 R 2 277 Seasonal bridge 000 Completed &handed over to the beneficiaries

POULTRY Mangale poultry Feed silos, packhouse, Cages and Water Dr Pixley Ka Isaka R 1 900 000 R 0 R 0 Project to be Development Seme reprioritised due to Avian flu Siyaphambili 2 x 25 000 broiler houses, Furnishing of Mkhondo R 5 000 000 R 0 R 112 000 Project at 70% Poultry Parkhomes, High Mast Light, production inputs, completion stage. Still bakkie, access road waiting for electrification,drainage and curtaining (Q2). Contract Terminated Pardekraal Poultry 2 x 25 000 broiler houses, High Mast Light, Dr Pixley Ka Isaka R 2 500 000 R 0 R 0 Project to be production inputs, bakkie, access road Seme reprioritised due to Avian flu Mkhondo Mobile 1x Mobile abattoir(5000/shift) x 2 shift per day. Mkhondo R 6 000 000 R 0 R 0 Implemented as part of Abattoir 6 x containers for the Agribuh Slaughtering,Evisceration,Chilling,Packaging,Cold

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storage & Ablution. Rekaofela Construction of 2X25 000 conventional houses, Msukaligwa R 5 000 000 R 0 R 0 To be reprioritised Fencing, access road for livestock due to Avian flu FORESTRY Khulani Trust Revive the 500ha burned forestry Chief Albert R 6 300 000 R 6 300 000 R 11 000 000 125 Ha planted Forestry Luthuli GRAINS Gert Sibande Feed Chiken feed mill feasibility study (Soya) Lekwa 500 000 R 0 R 0 Project Cancelled Mill

Farmers Sourc Village/T Estimate Estimated Net Project Municipali Activities own e of own/War d jobs to be incom Market Budget name ty 2018-2019 contributi fundin d duration created e on g PER TEM M P Pixley Dr Pixley Vlakplaats 17km camps division, electric July 2018- 10 18 417 991 Volksrust Sweat 2 422 000 CASP Family(F40 W6 connection(ESKOM),paving at park December & Equity (Infrastructure, ) homes, additional accommodation, 2018 Standerton 2 422 maintenance, earth works & 500M auction. 000;production access road (2 071 596) TWK inputs 350 000) High Mast light Planting of 10ha fodder and 50ha soya beans/maize (350 000)

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Ikusasalabas Chief Albert Emanzana 1km farm access road maintenance, 19km July 2018- 9 13 573 771 BKB Sweat Equity 2 302 000 CASP ha Luthuli W23 camps division and high-mast light December Badplaas. (F40) (2 302 000) 2018 GNP

Khulani Chief Albert Emanzana 375ha re-established, road maintenance April 2018- 57 200 7 000 Sawmill Sweat Equity 3 000 000 CASP Forestry Luthuli W21 and fire belts March 2019 000

Siyaphambili Mkhondo Eziphunzini Completion of 2 x 25 000 broiler June 2018- 9 15 387 Mkhondo Sweat Equity 3 200 000 Equitabl (F40) W11 houses.(internal equipment, curtains, silos, March 2019 684(6 Agrihub (Infrastructure 3 e Share drainage systems, bio-security & access cycles) 800 000) control facility, production inputs) (Production (3 200 000) inputs 1 025)

Project Municipa Village/To Activities Estimated Estimated Net Market Farmers Budget Source name lity wn/ Ward 2018-2019 duration jobs to be incom own of created e contribution fundin g PER TEM M P Amatungwa Chief Mbhejeka Construction of packhouse, June 2018- 5 10 393 GNP & Production 2 500 000 CASP se Albert W18 1.5 Km access road, December 667 hawkers inputs (infrastructure) borehole drilling, equipping & 2018 reticulation. (2 500 000)

Phezukomkh Dr Pixley Daggakraal Supply and installation of 1 X June 2018- 33 10 Local Production 1 000 000 CASP ono milling W10 100 Tons maize silo, supply and March 2019 communities inputs & installation of maize mill. mechanisation Renovation & testing of way bridge. Drilling, equipping & reticulation (1 000 000)

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AGRI-PROCESSING: AGRIPARK

Gert Agripark Mkhondo eMahashini Fresh produce packhouse plant June 2018- 20 80 Produce Fresh produce 37 000 000 Equitabl W 14 phase 2 (37 000 000) March 2019 market e share

ONE- STOP - CENTRE

One stop Mkhondo Eziphunzini Phase 2;Construction of admin 12 Months 25 0 N/A 4 000 000 Equitabl centre W11 offices, tractor shed, gate (infrastructure) e share houses boundary wall and fuel depot (4 000 000)

Project Municipality Village/Town/ Activities Estimated Estimated Net Market Farmers Budget Source name Ward 2018-2019 duration jobs to be income own of created contribution Funding PERM TEMP

ENVIRONMENTAL CENTRES Amsterdam Mkhondo Amsterdam Renovation of existing 12 Months 13 0 N/A 0 900 000 Equitable W 19 infrastructure share (R 900 000) RESEARCH

Nooidgedacht Msukaligwa Ermelo Completion of soil lab June 2018- 6 0 N/A 0 1 500 000 Equitable Research W3 (supply and install of March 2019 share centre nitrogen analyser & gas piping.) (1 500 000) Athole Mkhondo Athole Stable Connection of June 2018- 6 0 N/A 0 2 171 000 Equitable Research W 19 electricity and March 2019 share Farm distribution to buildings and facilities 233

(1 900 000)

Rekaofela Msukaligwa Ermelo Construction of livestock June 2018- 6 15 262 991 Ermelo Sweat Equity 1 400 000 CASP Coop (F40) W3 handling facility and March 2019 auctioneer provision of livestock(Cattle;100 pregnant,4 bulls). Isivikelo Coop Dr Pixley Daggakraal Construction of 4 x June 2018- 5 15 1 061 Volksrust Sweat Equity 2 700 000 Equitable W9 vegetables tunnels, March 2019 180 SPAR & Share drilling & equipping of GNP borehole, jojo tanks, fertilizers and chemicals storeroom and irrigation system. Administration block & ablution facilities.

Farmers Estimate Estimated Source Project Municipali Village/Town/ Net ow Activities d jobs to be Market Budget of name ty Ward income contributi duration created funding on TEM PERM P Rekaofela Msukaligwa Ermelo Construction of 2 X June 6 15 530 590 GNP & local Sweat 550 000 CASP Coop (F40) W3 vegetable tunnels, drilling 2018- supermarket Equity and equipping of March borehole,jojo tanks and 2019 irrigation system

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Sibonelo Dr Pixley Daggakraal Construction of 4(30 x 10) June 10 10 1 061 180 GNP & local Sweat 2 700 000 Equitable (F40) W 10 vegetable tunnels, fertilizers 2018- supermarket Equity Share and chemical storeroom March drilling and equipping of 1 2019 borehole, jojo tanks and irrigation system Lephatsoane Dr Pixley Daggakraal Refurbishment of 100 sow unit July 2018- 6 15 620 000 BKB Sweat Equity 4 000 000 Equitable (F40) W10 and production inputs. March /Vleissentraal Share 2019 Driefontein Dr Pixley Daggakraal Livestock handling facility, July 2018- 8 20 530 000 BKB Sweat Equity 3 500 000 Equitable Youth W 10 fencing March /Vleissentraal Share 2019 Zimisele Govan Mbeki Embalenhle Construction of 4 (30 x 10) 49 10 1 061 GNP & Production 1 500 000 Equitable Zimisele Cooperative Section 14 vegetable tunnels, fertilizer & 180 local inputs Share Cooperative W 13 chemicals storeroom drilling supermark and equipping of borehole, jojo ets tanks and irrigation system(TLP)

Sourc Estimated Farmers Project Estimated Net e of Municipality Village/Town/Ward Activities jobs to be Market own Budget name Duration income Fundi created contribution ng

PERM TEMP

Steyndorp Chief Albert Witklip Replacing ribloc pipe July 2018- 52 10 1 061 GNP & local Production 800 000 CASP gravity scheme Luthuli W19 section, connection point December 180 supermarkets inputs & pump station and 2018 repairing leaks on the pipeline

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VETINERARY SERVICES

Dip tanks Chief Albert Steynsdorp Refurbishment of plunge June 2018- 0 3 0 None Local 300 000 CASP Luthuli W19 dip tank & soil December conservation 2018

DIARY PROJECTS Msukaligwa Msukaligwa Drinkwater Feasibility 0 0 0 None 500 000 Equitable Msukali Dairy(Sokwalisa- study(Consultation,planning Share gwa Buthelezi) & case study) Dairy(S okwalis a- Buthele zi) KwaDuma Dairy Chief Albert Bettysgoed Feasibility 0 0 0 None 500 000 Equitable KwaDu (Chief Duma) Luthuli study(Consultation,planning Share ma & case study) Dairy (Chief Duma) Sinethemba Goven Mbeki Bethal Feasibility 0 0 0 None 500 000 Equitable Sinethe Dairy(Sibiya) study(Consultation,planning Share mba & case study) Dairy(Si biya) Thabethe Dairy Chief Luthuli Ntababovhu Feasibility 0 0 0 None 500 000 Equitable Thabet study(Consultation,planning Share he & case study) Dairy

Project name Municipality Village/Town Activities Budget

WATER DEVELOPMENT

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Gert Sibande water Sitting, drilling, testing, equipping and All Various 6 200 000 development reticulation

FENCING

Fencing of vegetable gardens and Amakhosi Gert Sibande Fencing All Various 1 900 000 field

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7.3. Department of Health

Project/Programme Name/Description Project 2018/19 2018/19 2019/20 2020/21 Total Beneficiary/War Target Budget Target Target Project d/ Allocation Cost Location (Annual) R`000 R`000 Balfour Mini Hospital: Dipaliseng 10% 20 978 50% 100% 50 508 (Construction of new Community Health Centre construction constr. constr. and accommodation units including associated external works) Msukaligwa Community Health Centre: Msukaligwa 35% 241 75% 100% 45 059 (Construction of new Community Health Centre construction constr. constr. and accomodation units) Phase 2 Thandukhanya Community Health Centre: Mkhondo 35% 224 75% 100% 41 951 (Construction of new Community Health Centre construction constr. constr. and accomodation units) Phase 2 Vukuzakhe Clinic: Pixley Isaka Ka 50% 183 100% - 34 168 (Construction of new Clinic and accommodation Seme construction constr. units including associated external works) Phase 2 Nhlazatshe 6 Clinic: Albert Luthuli 50% 209 100% - 38 980 (Construction of new Clinic and accommodation construction constr. units including associated external works) Phase 2 Ermelo Hospital: Msukaligwa 100% 1 852 - - 34 010 (Construction of a new stores and linen rooms construction building, including associated external works)

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Bethal Hospital: Govan Mbeki 100% 175 755 Retention Final 706 053 (Major Upgrade of hospital, including rehabilitation construction account of existing facilities and stepdown of the hospital) General building Repairs of Nursing Colleges Gert Sibande 100% 2 480 - - 2 480 construction Evander Hospital : (Admin block, roof and kitchen) Govan Mbeki Final account 326 - - 326 TOTALS 202 248 953 535

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7.4. Department Community Safety Security and Liaison

Municipality: Msukaligwa Project/Programme Project Beneficiary/ 2018/19 Target 2018/19 Budget Allocation Total project cost Name/Description Ward/Location (Annual) R’000 R’000 Civilian Oversight Monitoring of Police Stations Davel, Breyten, Amersfoort, 07 Police Stations monitored Operational Operational on policy compliance Sheepmor , Lothair, Ermelo on policy compliance Chrissimier Audits on the implementation Davel, Breyten, Amersfoort, 07 Police Stations audited on Operational Operational of Domestic Violence Act Sheepmor , Lothair, Ermelo the implementation of (DVA) Chrissimier Domestic Violence Act (DVA)

Educational Awareness campaigns (01) Liquor traders workshop Warburton 03 Educational Awareness R208 000 R208 000 campaigns conducted (01) Gender based violence Davel

campaign (01 Tourism safety campaign Ermelo Community Police Relations Monitoring of Police Stations Mahamba ,Diekersdorp ,Piet 03 Police Stations monitored Operational Operational on policy compliance Retief on policy compliance Audits on the implementation Mahamba, Diekersdorp, Piet 03 Police Stations audited on Operational Operational of Domestic Violence Act Retief the implementation of (DVA) Domestic Violence Act (DVA) Community Outreach Diekersdorp 01 Community Outreach R500 000 R500 000 Programme (Imbizo) Programme (Imbizo) Educational Awareness Amsterdam. Mahamba & 03 Educational Awareness R208 000 R208 000 campaigns Emahlabathini campaigns conducted

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(01) awareness campaign on trio crimes (02) Border security awareness campaigns Community Police Relations Assess Community Safety Mkhondo 01 Community Safety Forum R50 000 R50 000 Forums assessed Assess Community Police Dirkiesdorp ,Amsterdam 02 Community Police Forum R250 000 R250 000 Forums assessed Municipality: Chief Albert Luthuli Project/Programme Project Beneficiary/ 2018/19 Target 2018/19 Budget Allocation Total project cost Name/Description Ward/Location (Annual) R’000 R’000 Civilian Oversight Monitoring of Police Stations Badplaas, Fernie , Elukwatini, 05 Police Stations monitored Operational Operational Mayflower, Ekulindeni on policy compliance Audits on the implementation Badplaas, Fernie, Elukwatini, 05 Police Stations audited on Operational Operational of Domestic Violence Act Mayflower the implementation of (DVA) Ekulindeni Domestic Violence Act (DVA) Educational Awareness campaigns (01) Human trafficking Oshoek 06 Educational Awareness R208 000 R208 000 campaign campaigns conducted (01) awareness campaign Badplaas against Trio crimes (01) Border security campaign Oshoek (01) Anti-stock theft campaign Mayflower Community Police Relations Assess Community Safety Carolina 01 Community Safety Forum R50 000 Assess Community Safety Forum assessed Forum Assess Community Police Ekulindeni, Mahamba, 08 Community Police Forums R250 000 Assess Community Police

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Forum Mayflower assessed Forum Carolina, Elukwatini, Badplaas Haartebeeskop, Fernie Municipality: Govan Mbeki Project/Programme Project Beneficiary/ 2018/19 Target 2018/19 Budget Allocation Total project cost Name/Description Ward/Location (Annual) R’000 R’000 Community Police Relations Civilian Oversight Monitoring of Police Stations Secunda, Embalenhle, Bethal 09 Police Stations monitored Operational Operational Evander, Charl Cilliers, on policy compliance Trichardt, Kinross, Leslie Audits on the implementation Secunda Embalenhle, Bethal, 09 Police Stations audited on Operational Operational of Domestic Violence Act Evander, Charl Cilliers, the implementation of (DVA) Trichardt, Emzinoni, Kinross, Domestic Violence Act (DVA Leslie Educational Awareness campaigns (01) awareness campaign Charl Cilliers 04 Educational Awareness R208 000 R208 000 against Trio crimes campaigns conducted (01) Liquor traders workshop Embalenhle (01) Sports against crime Leslie campaign (01) Awareness campaign on Mzinoni Trio crimes

Community Police Relations Assess Community Safety Secunda 01 Community Safety Forum R50 000 R50 000 Forum assessed Assess Community Police Embalenhle 07 Community Police Forum R250 000 R250 000 Forum Bethal assessed

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Leslie Trichardt Kinross Evander Emzinoni Municipality:Dipaliseng Project/Programme Project Beneficiary/ 2018/19 Target 2018/19 Budget Allocation Total project cost Name/Description Ward/Location (Annual) R’000 R’000 Civilian Oversight Monitoring of Police Stations Val 04 Police Stations monitored Operational Operational Grootvlei on policy compliance Greylingstad Balfour Audits on the implementation Val, Grootvlei, Greylingstad, 04 Police Stations audited on Operational Operational of Domestic Violence Act Balfour the implementation of (DVA) Domestic Violence Act (DVA) Educational Awareness campaigns (01) Anti-stolen goods Balfour 02 Educational Awareness R208 000 R208 000 campaign at campaigns conducted

(01) Gender based violence Grootvlei campaign Community Police Relations Assess Community Safety Balfour 01 Community Safety Forum R50 000 R50 000 Forum assessed Municipality: Pixley Ka Isaka Seme Project/Programme Project Beneficiary/ 2018/19 Target 2018/19 Budget Allocation Total project cost Name/Description Ward/Location (Annual) R’000 R’000 Civilian Oversight 243

Monitoring of Police Stations Wakkerstroom 03 Police Stations monitored Operational Operational Perdekop on policy compliance Volksrust Audits on the implementation Wakkerstroom 03 Police Stations audited on Operational Operational of Domestic Violence Act Perdekop the implementation of (DVA) Volksrust Domestic Violence Act (DVA) Educational Awareness campaigns (01) Gender based violence Volksrust 02 Educational Awareness R208 000 R208 000 campaign campaigns conducted (01) Moral regenerations Wakkerstroom movement campaign Community Police Relations Assess Community Safety Volksrust 01 Community Safety Forum R50 000 R50 000 Forum assessed Assess Community Police Perdekop, Volskrust, 05 Community Police Forum R250 000 R250 000 Forum Amersfoort, Daggakraal assessed Wakkerstroom Lekwa Municipality Project/Programme Project Beneficiary/ 2018/19 Target 2018/19 Budget Allocation Total project cost Name/Description Ward/Location (Annual) R’000 R’000 Civilian Oversight Monitoring of Police Stations Standerton 03 Police Stations monitored Operational Operational on policy compliance Morgenzon on policy compliance Sakhile Audits on the implementation Standerton 03 Police Stations audited on Operational Operational of Domestic Violence Act Morgenzon the implementation of (DVA) Sakhile Domestic Violence Act (DVA) Educational Awareness campaigns 1 Assault GBH and common Holmdene 01 Educational Awareness R208 000 R208 000 244

assault campaigns conducted Assess Community Safety Standerton 01 Community Safety Forum R50 000 R50 000 Forum assessed

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7.5. Department of Culture Sports and Recreation

PROGRESS ON THE IMPLEMENTATION 2018-19 PROJECTS/PROGRAMMES Project/Programme Project Beneficiary/ 2018/19 Target 2018/19 Budget Total project Name/Description Ward/Location Allocation (Annual) cost R’000 R’000 EPWPs (07) Seven Municipalities 90 EPWPs shortlisted and to DCSR HEAD OFFICE R180 000. be interviewed 25 – 25 May 2018 01 Mpumalanga Cultural Experience All municipalities December 2018 Head Office

UMkhosi womhlanga All municipalities September 2018 Head Office R150 000.00

Cultural and Creative Industries Federation All municipalities June 2018 Head Office of SA MRM All municipalities December 2018 Head Office

Cultural and Creative Industries Federation Chief Albert Luthuli October 2018 Head Office R200 000.00 of SA

Chief Albert Luthuli All municipalities June 2018 Head Office

National and Historical Days All municipalities 2018 Head Office Celebrated Support to Mpumalanga writers association All municipalities June 2018 Head Office

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Promotions interventions on National All municipalities 2018 Head Office symbols and orders. - Communities - Schools

PROGRESS ON THE IMPLEMENTATION 2018-19 LIBRARY PROJECTS/PROGRAMMES Project/Programme Project Beneficiary/ 2018/19 Target 2018/19 Budget Total project Name/Description Ward/Location Allocation (Annual) cost R’000 R’000 Delivery on Mzansi on line computers All municipalities June 2018 Head Office R180 000. (laptops, desktop, tablets) Provision of free Internet and Wi-fi plus All municipalities March 2019 Head Office photocopiers Marketing of Library services All municipalities September 2018 Head Office

PROGRESS ON THE IMPLEMENTATION 2018-19 PROJECTS/PROGRAMMES Project/Programme Project 2018/19 Target 2018/19 Budget Total Name/Description Beneficiary/ Allocation project Ward/Location (Annual) R’000 cost R’000 Loskop Loskop 55 Athletes from 7 municipalities participated

Training of Educators Ermelo 30 educators trained in volley ball

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Indigenous games Mkhondo 7 municipalities in regional indigenous games

Schools participating in winter games Ermelo 520 Athletes selected to participate at provincial event

Big Walk Lekwa 200 Inmates from 4 correctional facilities participated in a walk Clubs receiving equipment All Municipalities 23 clubs from various municipalities received equipment in October 2017 25 schools receiving equipment and Mkhondo; Lekwa; Identify schools by educators received equipment attire Chief Albert Luthuli

PROGRESS ON THE IMPLEMENTATION 2017-18 PROJECTS/PROGRAMMES Project/Programme Project Progress as at April 2018 2017/18 Budget Total Name/Description Beneficiary/ Allocation project Ward/Location (Annual) R’000 cost R’000 Clubs to received equipment and attire All Municipalities Clubs identified by federations to receive equipment and attire

25 Schools to receive equipment Govan Mbeki; Schools identified by education Lekwa; Msukaligwa Training for clubs All Municipalities Cricket; Netball; Boxing; Volleyball; Basketball

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7.6. Department of Energy

8. PROGRESS ON THE IMPLEMENTATION 2017-18 PROJECTS/PROGRAMMES: Department of Energy- INEP Name of the municipality: Msukaligwa

Project/Programme Project location Progress as at 31 April 2018 2017/18 Budget Total project cost Name/Description Allocation (Annual) R’000 R’000 Wesselton Ext 2 Ward 04 187 out of 177 connections have been achieved. 2 567 2 567 (Households) R2m has been spent to date. 78% expenditure Wesselton Ext 5 Ward 03 30 out of 1 39 connections have been achieved. 2 016 2 016 (Households) R1.9m has been spent to date. 94% expenditure Wesselton Ext 6 Ward 09 30 out of 30 connections have been achieved. 435 435 (Households) R357 000 has been spent to date. 82% expenditure 88/11kV/20MVA Substation Ward 16 Project will be completed in June 2018. R13m has 15 983 37 983 Ext 34 Phase 4 (Bulk been Spent to date. 83% expenditure Infrastructure)

Name of the municipality: Mkhondo Project/Programme Project location Progress as at 31 April 2018 2017/18 Budget Total project cost Name/Description Allocation (Annual) R’000 R’000 Upgrading of Phillip Greyling Ward 7 No progress in terms of expenditure. 10 000 56 930 Substation Name of the municipality: Lekwa

Project/Programme Project location Progress as at 31 April 2018 2017/18 Budget Total project cost Name/Description Allocation (Annual) R’000 R’000 249

Standerton Ext 8 Phase 3 Ward 8 The project is under construction for 500 7 250 7 250 (Households) connections and to date no connection has been achieved. R6m has been spent to date. 83% expenditure Standerton Ext 8, (Bulk Ward 8 Project was done by COGTA. Municipality to do 750 750 Infrastructure) change control. 0% expenditure Name of the municipality: Govan Mbeki

Project/Programme Project location Progress as at 31 April 2018 2017/18 Budget Total project cost Name/Description Allocation (Annual) R’000 R’000 New 20MVA/88/11kV, No progress in terms of expenditure 7 000 56 000 Embalenhle (Substation) 11 New Central (Bethal & No progress in terms of expenditure 7 000 Emzinoni) 20MVA/88/11kV (Substation) 2018-19 DEPARTMENTAL PROJECTS/PROGRAMMES: Department of Energy –INEP (Municipal Programme)

Name of the municipality: Chief Albert Luthuli

Project/Programme Project 2018/19 Target 2018/19 Budget Total project cost Name/Description Beneficiary/ Allocation Ward/Location (Annual) R’000 R’000 Upgrade Silobela Substation Ward 15 0 8 334 28 700

Name of the municipality: Msukaligwa

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Project/Programme Project 2018/19 Target 2018/19 Budget Total project cost Name/Description Beneficiary/ Allocation Ward/Location (Annual) R’000 R’000 KwaZanele Ext 6 500 7 750 7 750

Wesselton Ext 7 150 2 325 2 325

Name of the municipality: Mkhondo

Project/Programme Project 2018/19 Target 2018/19 Budget Total project cost Name/Description Beneficiary/ Allocation Ward/Location (Annual) R’000 R’000 Upgrading of Phillip Greyling Ward 7 0 8 500 56 930 Substation Name of the municipality: Dr Pixley Isaka Seme

Project/Programme Project 2018/19 Target 2018/19 Budget Total project cost Name/Description Beneficiary/ Allocation Ward/Location (Annual) R’000 R’000 Vukuzakhe Phase 5 250 3 875 3 875

Vukuzakhe 10 MVA 88/11KV Ward 1 0 8 500 44 000 Substation Name of the municipality: Dipaleseng

Project/Programme Project 2018/19 Target 2018/19 Budget Total project cost Name/Description Beneficiary/ Allocation Ward/Location (Annual) R’000 R’000 Ridge View RDP Houses 300 4 650 4 650

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Construction of New Balfour Ward 3 0 8 780 58 500 Substation Name of the municipality: Govan Mbeki

Project/Programme Project 2018/19 Target 2018/19 Budget Total project cost Name/Description Beneficiary/ Allocation Ward/Location (Annual) R’000 R’000 New 88/11kV/20MVA 0 8 000 56 000 Substation-Embalenhle Ext 10 Ward 11

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7.7. Eskom

TOTAL TOTAL TOTAL YTD TOTAL YTD Munic Name Project Name Planned Planned Project Progress Actual CAPEX Actual Conn CAPEX - DoE Conn

MP307_Govan Enkomeni R929 200.00 67 R0.00 0 Project Cancelled, wetland Mbeki

MP307_Govan Kense portion 1 & R453 398.03 19 R437 518.01 19 Complete, finalising Mbeki portion 2 payments

MP307_Govan Penning R190 904.43 8 R250 365.94 7 Complete, finalising Mbeki payments

MP307_Govan Frischewacht R47 726.11 2 R40 395.30 0 To be cancelled, wayleave Mbeki refusals

MP307_Govan Mafray R286 356.65 12 R714 850.75 0 Project is comlpete Mbeki

MP301_Albert Sabatha R506 098.16 45 R1 130 989.00 42 Complete, finalising Luthuli payments MP301_Albert Aarnhemburg R1 124 649.12 80 R1 423 156.58 72 Complete, finalising Luthuli payments

MP301_Albert Embhuleni R562 324.56 50 R1 784 649.55 51 Complete, finalising Luthuli payments

MP305_Lekwa Uys R119 315.27 5 R32 256.39 0 Wayleave refusal

MP305_Lekwa Hartebeesraai farm R238 630.54 10 R201 648.19 0 Project in construction

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TOTAL TOTAL TOTAL YTD TOTAL YTD Munic Name Project Name Planned Planned Actual Project Progress Actual Conn CAPEX - DoE Conn CAPEX

MP303_Mkhondo Emahlathini R703 421.05 27 R0.00 0 To be cancelled, wayleave refusals

MP303_Mkhondo Nalithuba R532 461.03 15 R784 920.76 12 Complete, finalising payments

MP303_Mkhondo Emahoqo R956 491.23 58 R898 483.07 65 Complete, finalising payments

MP303_Mkhondo Leiden 1 ( Taaibosch R781 578.95 30 R11 000.00 0 Wetland issues 2 & KwaMbilitshisi)

MP303_Mkhondo Prospect No2 R807 631.58 31 R0.00 0 To be cancelled – already electrified MP303_Mkhondo Donkerhoek R2 631 578.95 120 R1 520 856.83 8 Busy with construction

MP303_Mkhondo Shabalala R532 461.03 15 R47 691.26 0 Already electrified

MP303_Mkhondo Canana R911 842.11 35 R35 785.75 0 Already electrified MP303_Mkhondo Rooikoop R638 953.23 18 R13 750.00 0 wayleave refusals

MP303_Mkhondo Malayinini RDP's R1 220 350.88 74 R879 353.32 96 Complete, finalising payments

MP303_Mkhondo New Home R2 192 982.46 70 R62 361.28 0 Mondi request project to be deffered to 2018/2019, they are in the process of relocating occupants MP303_Mkhondo Sandbank R1 104 912.28 67 R26 839.45 0 To be cancelled, wayleave refusals

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TOTAL TOTAL TOTAL YTD TOTAL YTD Munic Name Project Name Planned Project Progress Planned Conn Actual CAPEX Actual Conn CAPEX - DoE MP303_Mkhondo Madola 1 R2 894 736.84 132 R199 115.94 0 To be cancelled – wayleave refusals MP303_Mkhondo Madola 2 R729 473.68 28 R88 703.51 0 To be cancelled – wayleave refusals MP303_Mkhondo Potgietershoek R567 958.43 16 R614 690.58 27 Complete, finalising payments MP303_Mkhondo Gadlanga R599 210.53 23 R429 315.19 27 Complete, finalising payments MP303_Mkhondo Driepan Ext 1(Section R8 771 929.82 300 R3 216 368.32 338 Complete, finalising 1: Part 1 & 2; Section payments 2; Section 3: part 1,2,3,4) MP303_Mkhondo Ngoweni R599 210.53 23 R773 257.66 36 Complete, finalising payments MP303_Mkhondo Nkululeko (1 & 2) R923 508.77 56 R46 692.88 0 Wayleave refusal

MP303_Mkhondo Nkukhunde R471 057.52 15 R579 021.99 44 Complete, finalising payments MP303_Mkhondo Ampie farm 1 R399 652.63 12 R576 919.73 19 Complete, finalising payments MP303_Mkhondo Masihambisane R1 236 842.11 75 R1 984 527.10 87 Complete, finalising payments MP303_Mkhondo St Helena R632 834.00 20 R959 247.79 47 Complete, finalising payments MP303_Mkhondo Ezintandaneni R807 631.58 31 R12 732.02 0 Already electrified MP303_Mkhondo Wagendrieft R989 473.68 60 R0.00 0 To be cancelled, wayleave refusals MP303_Mkhondo Midrand R1 319 298.25 80 R0.00 0 To be cancelled, wayleave refusals MP303_Mkhondo Jandrieft R514 917.17 15 R6 102.25 0 To be cancelled – already electrified

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TOTAL TOTAL YTD TOTAL Planned TOTAL YTD Munic Name Project Name Planned Actual Project Progress CAPEX - DoE Actual Conn Conn CAPEX

MP303_Mkhondo Nkululeko 1& 2 0 0 R 1 821 765.65 74 Project in construction 2017/18 FY (CPA)

MP303_Mkhondo New St Helena 0 0 R 49 291.11 0 DRA/ERA to be presented, delayed by 2017-2018 wayleave

MP303_Mkhondo Salem Ph 2 (33); 0 0 R 254 970.00 0 Busy with contractor appointment Alzu 1&2 (32); Vezimpilo 1&2 (24); Emakhwabane (27)

TOTAL TOTAL Planned TOTAL TOTAL YTD Munic Name Project Name YTD Actual Project Progress CAPEX - DoE Planned Conn Actual CAPEX Conn

MP302_Msukaligwa Winkelhaak R95 452.22 4 R299 474.46 9 Complete

ERA to be presented, MP302_Msukaligwa Grasspan 1 R477 261.08 20 R21 795.61 0 wayleave still outstanding To be cancelled, wayleave MP302_Msukaligwa Bambanani CPA R357 945.81 15 R0.00 0 refusals Complete, finalising MP302_Msukaligwa Edenvale 1,2,3 R668 168.42 28 R870 399.25 43 payments Complete, finalising MP302_Msukaligwa Swartwater 3 R357 945.81 15 R1 056 474.58 0 payments

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Koolbank 1/Mooigelegen MP302_Msukaligwa section A,B,C &D R524 989.47 22 R24 439.25 0 Wayleave refusal ERA to be presented, MP302_Msukaligwa Bellport 1 &2 R262 493.59 11 R17 859.39 0 wayleave still outstanding Belleville Farm To be cancelled, wayleave MP302_Msukaligwa 1,2,3 R644 302.46 27 R0.00 0 refusals Florence Farm (Portion 1, 2,3, Complete, finalising MP302_Msukaligwa 4,5,6) R429 534.97 18 R541 149.09 11 payments Dennendal portion Busy with contractor MP302_Msukaligwa 1 & 2 R429 534.97 18 R21 375.00 0 appointment Pitville Farm Complete, finalising MP302_Msukaligwa (Rocky) R405 671.92 17 R448 358.11 19 payments Complete, finalising MP302_Msukaligwa Churchhills R357 945.81 15 R414 393.24 16 payments Project cancelled, families MP302_Msukaligwa Mostead R95 452.22 4 R0.00 0 relocated to Broadholm Kransfointein/ Project cancelled, families MP302_Msukaligwa kaNogadula R357 945.81 15 R0.00 0 relocated to Sgodiphola Complete, finalising MP302_Msukaligwa Sunnyside A & B R238 630.54 10 R828 789.63 10 payments

TOTAL TOTAL Planned TOTAL TOTAL YTD Munic Name Project Name YTD Actual Project Progress CAPEX - DoE Planned Conn Actual CAPEX Conn

MP302_Msukaligwa Busby R 644 302.46 27 0 0 To be cancelled, wayleave refusals

MP302_Msukaligwa Goedehoop Portion R477 261.08 20 R971 677.40 23 Complete, finalising 1,2,3,4,5,6 payments MP302_Msukaligwa Drinkwater Portion R262 493.59 11 R410 354.39 15 Complete, finalising 1 payments

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MP302_Msukaligwa Drinkwater Portion R262 493.59 11 R423 699.92 15 Complete, finalising 2 payments MP302_Msukaligwa Drinkwater Portion R143 178.32 6 R350 934.84 17 Complete, finalising 3 payments MP302_Msukaligwa Klipfontein farm R238 630.54 10 R530 419.82 0 Project in construction

MP302_Msukaligwa Koolbank 2 - R357 945.81 15 R562 500.00 21 Complete, finalising Section A & B payments

MP302_Msukaligwa Onverwatch R47 726.11 2 R32 426.70 0 Busy with wayleave negotiations

MP302_Msukaligwa Zandspruit 2 R238 630.54 10 R11 000.00 0 Wayleave refusal MP302_Msukaligwa Mpisikazi R501 124.13 21 R1 298 622.27 16 Project in construction

MP302_Msukaligwa Tweelfelaai R214 767.49 9 R34 998.60 0 ERA to be presented, wayleave still outstanding

MP302_Msukaligwa Tolderia/Bloemkran R739 754.67 31 R0.00 0 To be cancelled, wayleave s refusals MP302_Msukaligwa Bloemkrans (Herry) R95 452.22 4 R121 549.30 4 Wayleave refusal

MP302_Msukaligwa Tolde R238 630.54 10 R29 999.00 0 To be cancelled, wayleave refusals MP302_Msukaligwa uMpilusi R262 493.59 11 R29 807.25 0 ERA to be presented, wayleave still outstanding

MP302_Msukaligwa Rietspruit/Uitgezoc R190 904.43 8 R361 411.06 7 Complete, finalising ht payments

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TOTAL TOTAL Project TOTAL YTD TOTAL YTD Munic Name Planned Planned Project Progress Name Actual CAPEX Actual Conn CAPEX - DoE Conn

MP302_Msukaligwa Kroomdraai R238 630.54 10 R26 125.00 0 Busy with contractor appointment

ERA to be presented, wayleave still MP302_Msukaligwa Nooitgedacht R71 589.16 3 R17 005.58 0 outstanding

ERA to be presented, wayleave still MP302_Msukaligwa Springbok R143 178.32 6 R33 206.69 0 outstanding

MP302_Msukaligwa Elim Farm R95 452.22 4 R35 200.90 0 Busy with survey

Kranspoort MP302_Msukaligwa Farm R286 356.65 12 R277 150.75 11 Complete, finalising payments

ERA to be presented, wayleave still MP302_Msukaligwa Ka-Joseph R47 726.11 2 R25 930.30 0 outstanding Obbie Portion 1 MP302_Msukaligwa &2 R262 493.59 11 R490 450.81 14 Complete, finalising payments

MP302_Msukaligwa Mbizeni R238 630.54 10 R0.00 0 To be cancelled, wayleave refusals

MP302_Msukaligwa Holland R262 493.59 11 R903 914.94 0 Project in construction

Kranspan ERA to be presented, wayleave still MP302_Msukaligwa Portion 1, 2,3 R143 178.32 6 R32 828.06 0 outstanding

Grasspan 222 ERA to be presented, wayleave still MP302_Msukaligwa portion 1, 2,3 R119 315.27 5 R31 724.12 0 outstanding 259

MP302_Msukaligwa Tranedal R71 589.16 3 R36 059.50 0 Wayleave refusal

Orpenskraal ERA to be presented, wayleave still MP302_Msukaligwa farm R119 315.27 5 R25 010.92 0 outstanding

MP302_Msukaligwa Boomplaats R143 178.32 6 R505 071.08 9 Complete, finalising payments

MP302_Msukaligwa Lieliefointein R167 041.38 7 R28 827.59 0 Project in construction

TOTAL TOTAL Project TOTAL YTD TOTAL YTD Munic Name Planned Planned Project Progress Name Actual CAPEX Actual Conn CAPEX - DoE Conn

MP302_Msukaligwa Frere Farm R501 124.13 21 R72 930.09 0 Busy with contractor appointment

MP302_Msukaligwa Ouklip R167 041.38 7 R20 900.00 0 ERA to be presented, wayleave still outstanding

MP302_Msukaligwa Sigodiphola R310 219.70 13 R34 115.11 0 Wayleave refusal

MP302_Msukaligwa Sihanahana R262 493.59 11 R347 215.45 9 Complete, finalising payments High Flats One

MP302_Msukaligwa Sihanahana R190 904.43 8 R203 928.39 14 Complete, finalising payments High Flats Two

MP302_Msukaligwa Lilly burn R453 400.00 19 R550 742.97 12 Complete, finalising payments

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MP302_Msukaligwa Roodewal R167 041.38 7 R325 987.00 9 Complete, finalising payments

TOTAL TOTAL Project TOTAL YTD TOTAL YTD Munic Name Planned Planned Project Progress Name Actual CAPEX Actual Conn CAPEX - DoE Conn

MP304_Pixley Ka Gryshoek R70 994.74 2 R48 704.15 0 ERA to be presented, wayleave still Seme Farm & outstanding Twylfelfontein farm MP304_Pixley Ka Enmakar R283 979.21 8 R17 923.18 0 Wayleave negotiations Seme

MP304_Pixley Ka Suikerhoek R319 476.62 9 R0.00 0 Wayleave negotiations Seme

MP304_Pixley Ka Loskop R141 989.61 4 R0.00 0 Wayleave negotiations Seme MP304_Pixley Ka Nooitgezyn R141 989.61 4 R44 668.23 0 To be cancelled, wayleave refusals Seme MP304_Pixley Ka Ebesuthwini R425 968.82 12 R27 876.09 0 To be cancelled, wayleave refusals Seme MP304_Pixley Ka Twyfelhoek R603 455.83 17 R438 176.06 13 Project in construction Seme MP304_Pixley Ka Thuthukani R573 157.89 22 R53 924.00 0 Wayleave negotiations Seme

MP304_Pixley Ka Welgelegen R461 466.22 13 R61 183.76 0 Wayleave refusal Seme

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MP304_Pixley Ka Prospect farm R709 948.04 20 R147 648.99 0 Busy with contractor appointment Seme 1

TOTAL TOTAL Project TOTAL YTD TOTAL YTD Munic Name Planned Planned Project Progress Name Actual CAPEX Actual Conn CAPEX - DoE Conn

MP304_Pixley Ka Valpoort R212 984.41 6 R359 180.35 5 Complete, finalising payments Seme

MP304_Pixley Ka Vylegmeled R461 465.79 13 R31 176.20 0 Busy with contractor appointment Seme farm

MP304_Pixley Ka Tweefontein R319 476.62 9 R20 549.65 0 Busy with contractor appointment Seme farm

MP304_Pixley Ka Kalkoenkrans R781 578.95 30 R1 352 920.39 0 Project in construction Seme farm MP304_Pixley Ka Kamfonlo farm R177 487.01 5 R457 586.13 12 Complete, finalising payments Seme MP304_Pixley Ka Enoni farm R496 963.62 14 R36 023.77 0 Busy with contractor appointment Seme MP304_Pixley Ka West Kalook R567 958.43 16 R21 479.15 0 To be cancelled, wayleave refusals Seme MP304_Pixley Ka Jandrieft farm R603 455.83 17 R0.00 0 To be cancelled, wayleave refusals Seme

MP304_Pixley Ka Witbank farm R177 487.01 5 R28 758.46 0 Busy with survey/mapping Seme

MP304_Pixley Ka Prospect farm R496 963.62 14 R58 954.69 0 Busy with contractor appointment Seme 2

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MP304_Pixley Ka Vryheid farm R106 492.21 3 R39 383.85 0 Wayleave negotiations Seme

MP304_Pixley Ka Turgfelfontein R496 963.62 14 R39 000.00 0 Busy with survey Seme farm

MP304_Pixley Ka Buitenzorg R70 994.80 2 R34 265.50 0 To be cancelled, wayleave refusals Seme farm

TOTAL TOTAL Project TOTAL YTD TOTAL YTD Munic Name Planned Planned Project Progress Name Actual CAPEX Actual Conn CAPEX - DoE Conn

MP307_Govan Govan Mbeki R144 736.84 30 R338 374.33 85 Received more applications than Mbeki in-fills planned

MP301_Albert Albert Luthuli R4 824 561.40 1 000 R4 498 126.36 844 Insufficient applications received Luthuli in-fills

MP303_Mkhondo Mkhondo in- R482 456.14 100 R1 046 070.51 232 Received more applications than fills planned

MP302_Msukaligw Msukaligwa in- R241 228.07 50 R214 763.24 39 Insufficient applications received a fills

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MP305_Lekwa Lekwa in-fills R241 228.07 50 R88 923.40 4 Insufficient applications received

MP304_Pixley Ka Pixley in-fills R144 736.84 30 R348 669.41 74 Received more applications than Seme planned

MP306_Dipaleseng Dipaleseng in- R144 736.84 30 R64 636.38 2 Insufficient applications received fills

TOTAL TOTAL Project TOTAL YTD TOTAL YTD Munic Name Planned Planned Project Progress Name Actual CAPEX Actual Conn CAPEX - DoE Conn

MP301_Albert Albert Luthuli R1 315 789.47 100 R2 507 999.73 244 Received more applications than Luthuli LV ext planned

MP303_Mkhondo Mkhondo LV R1 315 789.47 100 R1 002 915.72 110 Received more applications than ext planned

MP302_Msukaligw Msukaligwa R657 894.74 50 R304 984.79 33 Insufficient applications received a LV ext

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MP304_Pixley Ka Pixley LV ext R394 736.84 30 R49 983.01 0 Insufficient applications received Seme

MP306_Dipaleseng Dipaleseng LV R394 736.84 30 R195 804.76 0 Insufficient applications received ext

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ESKOM Electrification Progress Report 2018-19

Name of the municipality: Chief Albert Luthuli Project/Programme Name/Description TOTAL TOTAL TOTAL TOTAL YTD Project Planned Planned YTD Actual Progres CAPEX - DoE Connections Actual Connections s CAPEX Albert Luthuli Electrification of various farms and villages: Biskop; Witklip (Gingidwako; Moddergat; R9,152,988.00 317 Network Nkaba;Vlakplaats);Moedig; Hebron 1&2; Groenvlei; Varlen capacity 1,2,3; Ka Zuka; Vleiland ; Lekkerlop; Holnek 1&2; Holnek checking (Vlakfontein); Holnek (Bhizoli); Boeshoek; Khuzulwandle & Design

Leeufontein 15 R811,641.24 Network capacity checking & Design Paardeplaats 25 R1,297,660.86 Network capacity checking & Design Albert Luthuli in-fills R3 ,849 ,995. 03 700 In Constructi on, dependan t on applicatio ns

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Albert Luthuli LV ext R3 000 000.00 200 In Constructi on, dependan t on applicatio ns Name of the municipality: Msukaligwa Project/Programme Name/Description TOTAL TOTAL TOTAL TOTAL YTD Project Planned Planned YTD Actual Progres CAPEX - DoE Connections Actual Connections s CAPEX Msukaligwa Electrification of various farms and villages: Witbank Farm (Sun City)(4),Rietspruit 2 - R7,565,100.00 236 Network Jakob(9),Umgwempisi(10),Intuthuko Yesizwe- capacity Naudtchgdached (4),Brankfointein Portion 1 & checking 2(11),Tweenfointein - Jacobs 1 & 2(13),Klipfointein 2 (portion & Design 1, 2,3)(11),Family Hoek 1 & 2(17), Bankfointein(4), Goedeverwachting(1),Grassrich Farm 2(6),Staffelberg/ Borman(3),Meppel- Engisini (Lothair road)(11),Holbank 265 IT(9),Meppel 2 (Amsterdam Road(2),Onverwach- Snyman(7),Coalbank 1(13),Sheepmore -KaMdenesi (9),Sheepmore -KaMagqamzane- Scheidam2 (2),Jericho Farm- Skekula (Portion1 &2)(17),Coalbank 2(10),Spioenkop 73 IT(10),Knockdhu Farm 93(8),Driefointein Farm 114 IT(4),Bothasrust(1),Uitgevallen Buurman

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Tafelkop(6),Blaauwkop Farm(16),Ka Mdliphi(4),Kliep Rog (26)

Msukaligwa in-fills R165,000.00 30 Network capacity checking & Design

Msukaligwa LV ext R600 000.00 40 In Constructi on, dependan t on applicatio ns Name of the municipality: Mkhondo

Project/Programme Name/Description TOTAL TOTAL TOTAL TOTAL YTD Project Planned Planned YTD Actual Progres CAPEX - DoE Connections Actual Connections s CAPEX

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Electrification of various farms and villages:Driefontein Farm(30), R16,759,453.74 641 Network Taaiboschspruit Farm Portion 5(12),Kangra Mine capacity houses(20),Taaibosspruit (1&2) (34), Simakade (Goodhope)(36), checking Mashalabane 1 & 2(21), Ngwempisi (20),Makhanya (Incl. & Design Kitchens)(18),Sarahsof(3),Kwashongwe Plaas 1 &

2(3),KwaThabethe(2),Nkolovane 1 & 2(3),Sterkforntein 1 & 2(6), Kamavumbuka(35),Cascade 2 & 3(21), Metshisweni (17), Newpitoli (15),kwaDoffi(8),Matheni(23),Sulphur Springs(17),Kwa- Manquma (Emadulini) (35),Alma 1, 2, 3(39),Ndlebe(13),Congo(25),Confidence(18), Salema ( 1 & 2)(19),Moolman (Nomandien) 1& 2(19),Skapland 2 (2),Khisela 1 & 2(22),Confidence part 1& 2(20), Ebumnyameni(9), Ogwayini(10), Sikhala (48),Maraba(13),Kwamnaba(11),Kwagoli - Thalagu(6),Emaphondleni Obumbane(11),Heyshope Farm(15),Sobokken Farm(15),Zululiyaduma 1, 2,3 (close to Red Cliff(4),Sluis/Mlazi phase 2 (Agri-village) (14),New Plaas phase 2(Agrivillage)(12),Haarlem(52),Ekuphileni(51),Gqamu(55),Mahlab athini(170) Beyers Electrification R1,684,003.44 63 Network capacity checking & Design Mkhondo in-fills R550,000.00 100 In constructi on,

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dependen t on applicatio ns Mkhondo LV ext R5 841 855.00 100 In Constructi on, dependan t on applicatio ns Name of the municipality: Dr. Pixley Ka Isaka Seme

Project/Programme Name/Description TOTAL TOTAL TOTAL TOTAL YTD Project Planned Planned YTD Actual Progres CAPEX - DoE Connections Actual Connections s CAPEX Dr Pixley Electrification of various farms and villages: Bergvleit Farm Number 2(1),Bergvleit Farm (1),Zonderhout R5 841 855.00 209 Network farms 1, 2,3,4(8),Klippaatdrift Farm(7),Kafferskraal 513, capacity portion 4(11),Hartebeesfontein Farm(1),Vlakfontein Farm 1, checking

2,3,4(18),Zoo ALS portion 8&9 Farm(3),Sterkspruit 508 & Design Farm(6),Rietspruit Farm(14),Piet Zyn Drift Farm(40),Koppieskraal Farm(2),Thuthukani CPA/01/0314/A(15),Schulspruit Farm 60 portion 14(2),Khulani 1 & 2(26),Schulspruit Farm 1 & 2(21),Mooifontein (portion 1,2,3) No. 4971S Farm portion

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6&7(15),Vulamehlo Farming Entity (18)

Beyers Electrification R1,684,003.44 63 Network capacity checking & Design Pixley in-fills R274,998.76 100 In constructi on, dependen t on applicatio ns Pixley LV ext R3 000 000.00 30 In Constructi on, dependan t on applicatio ns

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Name of the municipality: Govan Mbeki

Project/Programme Name/Description TOTAL TOTAL TOTAL TOTAL YTD Project Planned Planned YTD Actual Progres CAPEX - DoE Connections Actual Connections s CAPEX Govan Mbeki in-fills R274 ,998.76 50 In

constructi on, dependen t on applicatio ns Name of the municipality: Dipaleseng

Project/Programme Name/Description TOTAL TOTAL TOTAL TOTAL YTD Project Planned Planned YTD Actual Progres CAPEX - DoE Connections Actual Connections s CAPEX Dipaleseng in-fills R275 ,000.00 50 In

constructi on, dependen t on applicatio ns

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Dipaleseng LV ext R750 000.00 50 In Constructi on, dependan t on applicatio ns

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7.8. Department of Rural Development and Land Reform

Municipality Project/Programme Project location Progress as at 31 April 2017-18 Budget Total project Name/Description 2018 cost R’000

Chief Albert Ptn 0 & 1 of the farm Standerton Awaiting appointment of R 48 000 000 Luthuli Kareebosch 413 IT Valuer measuring 266.798 hectares Chief Albert Ptn 10 of the farm Hebron Carolina Awaiting appointment of R 9 000 000 Luthuli 421 JT measuring 137.442 Valuer hectares Chief Albert Ptn 0, 4 & 5 of the farm Carolina Awaiting appointment of R 42 400 000 Luthuli Strathrae 496 JS measuring Valuer 1316.5725 hectares Dipaleseng Ptn 7, 8 & 10 of the farm Grootvlei Awaiting appointment of R 42 500 000 Grootvlei 604 IR measuring Valuer 932.2763 hectares

Dipaleseng Ptn 7 of the farm Roodepoort Greylingstad Awaiting appointment of R 4 925 000 598 IR measuring 214.133 Valuer hectares

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Municipality Project/Programme Name/Description Project location Progress as at 31 2017-18 Total project April 2018 Budget cost R’000 Lekwa Ptn 5 of the farm Roodekrans 457 IS, Ptn 1 of the Morgenzon The seller has R 30 500 000 farm Ebenhaezer 455 IS, R/E of Ptn 7 the farm rejected the Tweefontein 467 IS, Ptn 4 & 22 of the farm department’s offer of Drinkwater 451 IS, Ptn 85 of the farm Dorsplaats 470 R 30 500 000. They IS, R/E of Ptn 4 & 15, Ptn 8 (a ptn of ptn 4), Ptn 7, counter-offered with Ptn 13 (a ptn of ptn 5) and ptn 2 of the farm R 42 500 000. OVG Vaalbank 456 IS measuring 2836.4452 hectares has maintained their initial offer of R 30 500 000 Msukaligwa Ptn 0 of the farm Glen Eland 413 IT measuring 1858.0235 Amsterdam Awaiting appointment R 45 000 000 hectares of Valuer

Msukaligwa Ptn 11 (a Ptn of Ptn 5) of the farm Waaihoek 286 IT Sheepmore Awaiting appointment R 2 055 000 measuring 256.9596 hectares of Valuer

Msukaligwa Ptn 17 of the farm Bloemkrans 121 IT and proposed Ptn 4 Lothair Awaiting appointment R 4 873 882 (a Ptn of Ptn 1) of the farm Tolderia 128 IT measuring of Valuer 322.12 hectares

Municipality Project/Programme Name/Description Project location Progress as at 31 2017-18 Total project April 2018 Budget cost R’000 Msukaligwa Ptn 1 & 2 of the farm Welgelegen 322 IT and Ptn 3 of Ermelo Awaiting appointment R 46 249 the farm Klipbank 295 IT measuring 2569.4361 of Valuer 849.80 hectares

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Msukaligwa R/E of Ptn 0 & Ptn 10 of the farm Rietvlei 310 IT Sheepmore Awaiting appointment R 37 270 measuring 896.4986 hectares of Valuer 535.00

Pixley Ka Seme Portion 2 Of The Farm Wydgelegen 53 Ht Amersfoort Acquired for R 10 750 000 measuring 900.018 hectares Ezwelethu Communal Property R 10 750 000 Association in March 2018 Pixley Ka Seme Ptn 1 of the farm Buhrmanns Plaats 332 IT Amersfoort Awaiting appointment R 17 000 000 measuring 1498.6814 hectares of Valuer

Remaining Extent and Portion 10 of the farm Rietvlei 310 Sheepmore 2018/19 R 14,700,000.00 Msukaligwa IT, measuring 896.4986 hectares Msukaligwa

Chief Albert Ptns 0, 4, 5 of the farm Strathrae 496 JS Carolina 2018/19 R 42,400,000.00 Chief Albert Luthuli Luthuli

Chief Albert Portion 1 of the farm Onbekend 54 IT measuring Carolina 2018/19 R 4000,000.00 Chief Albert Luthuli 508.6115 hectares Luthuli

Municipality Project/Programme Name/Description Project 2018/19 2018/19 Budget Total project Beneficiary/ Target Allocation (Annual) cost Ward/Location R’000 R’000

Dipaleseng Remaining Extent of Portion 7, Portion 8 and 10 of Grootvlei 2018/19 R 16,950,000.00 the farm Grootvlei 453 IR and Portion 10 and the Remaining Extent of Portion 23 of the farm Grootvlei 604 IR, measuring 932.2763 hectares

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Dipaleseng Ptn 7 of the farm Roodepoort 598 IR Greylingstad 2018/19 R 4,925,000.00 Lekwa Ptn 0 (R/E) and Ptn 11 (R/E) of farm Kareebosch 413 IS Standerton 2018/19 R 48,000,000.00

Msukaligwa Portion 4 of the farm Florence 78 IT, Portion 5 of the Chrissiesmier 2018/19 R 9,500,000.00 farm Bothwell 90 IT and Portion 1 & 2 of the farm Simonsdal 88 IT

Pixley Ka Seme Portion 12 and 17 of the farm Mooifontein 497 IS and Amersfoort 2018/19 R 9,300,000.00 Portion 5 of the farm Grootwal 496 IS, measuring 599.0971 hectares in total extent

Lekwa Ptn 0 (R/E) and Ptn 11 (R/E) of farm Kareebosch 413 IS Standerton 2018/19 R 48,000,000.00

Msukaligwa Portion 4 of the farm Florence 78 IT, Portion 5 of the Chrissiesmier 2018/19 R 9,500,000.00 farm Bothwell 90 IT and Portion 1 & 2 of the farm Simonsdal 88 IT

Pixley Ka Seme Portion 12 and 17 of the farm Mooifontein 497 IS and Amersfoort 2018/19 R 9,300,000.00 Portion 5 of the farm Grootwal 496 IS, measuring 599.0971 hectares in total extent

Municipality Project/Progra Project location Progress as at 31 April 2018 2017-18 Budget Total project cost mme Name/Descripti R’000 on Dipaliseng Izidonga Ze Portion 0 of the farm The project has renovated 9 broiler R9 821 476.95. R26 344 000.00 Afrika Recap Vogelstruisfontein No. 593 IR houses and farm is in production. Furthermore the project is in process of building three additional broiler

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houses since most of the nine houses are old.

Govan-Mbeki Sakhisizwe Portion 1 of the Farm Implements, production inputs, R 1 334 669.67 R 2 896 648.00 1H1H Witkleinfontein 131 IS garden tools delivered to project for planting 22 ha of soya beans.

Mkhondo Libhaba 1H1H Portion 4 of the Farm Tafelberg Implements, production inputs, R 2 204 611.02 R 740 662.62 186 HT garden tools delivered to project for planting 22 ha of soya beans. Mkhondo Kwamashalabane Portion 0 of the farm Uitgevallen Implements, production inputs, garden R 783 196.89 R 2 451 645.49 1H1H no 175 HT Portion 18 of the farm tools delivered to project for planting 22 Tafelburg No 186 HT ha of soya beans.

Msukaligawa Grey and Grey Remaining Extent, Portion 9, 14, Production inputs, garden tools R 865 438.17 R 986 377.81 1H1H Portion 10 of the farm Oshoek 454 delivered to project for planting 92 ha of IS, Portion 11 of the farm Uitzigt soya beans. 450 IS

Msukaligwa Bankfontein / Remaining Extent of Portion 1 of Purchase of implements and production R821 840.96 R 1 757 945.96 Vlakfontein the farm Vlakfontein 108 IT and inputs for 105ha. Recap Portion 2 of the farm Bankfontein 215 IS

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Municipality Project/Progra Project location Progress as at 31 April 2018 2017-18 Budget Total project cost mme Name/Descripti R’000 on

Pixley Isaka ka Sigwinyamane Remaining Extent of Portion 4 Implements, production inputs, garden R 2 102 050.17 2 856 762.58 Seme 1H1H (Fickland) of the Farm Langburg 85 tools delivered to project for planting 17 HT ha of soya beans.

Pixley Isaka ka Thembalethu Portion 2 of the Farm Vryheid 42 Implements, production inputs, garden R 2 200 758.59 R 901 037.59 Seme 1H1H HT, Remaining Extent of the farm tools delivered to project for planting 22 Ezelsklip 45 HT and Portion 14 and ha of soya beans. 15 of the farm Grootvallei 43 HT

Simunye CPA Portion 1 and 4 of the farm Purchase of cattle, machinery, Budget not Budget not approved as Albert Luthuli Welgevonden No.412 JT implements and infrastructure approved as yet yet development. Ward 10

Albert Luthuli Lijelenkosi CPA Portion 3 of the farm Purchase of cattle. R1 459 564.15 R1 459 564.15 Suikerboschfontein 429 JT and Portion 10 of the farm Leeuwfontein 427 JT

Ward 8

Govan-Mbeki Sakhisizwe 1H1H Portion 1 of the Farm Payment of site manager, employees R 1 561 978.33 R 2 896 648.00 Witkleinfontein 131 IS , and infrastructure development.

Ward 17

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Municipality Project/Program Project Beneficiary/ 2018/19 Target 2018/19 Budget Total project cost me Allocation Name/Descriptio Ward/Location (Annual) R’000 R’000 n Lekwa Walanga CPA Portion 2 of the farm Tweefontein Purchase of cattle, machinery, Budget not Budget not approved as 467 IS implements and production inputs for approved as yet yet 150ha of maize/soya beans. Ward 5 Mkhondo Libhaba 1H1H Portion 4 of the Farm Tafelberg 186 Purchase of additional implements for R 740 662.62 R2 945 273.64 HT planting 22 ha of dry beans.

Ward 15 Mkhondo Kwamashalabane Portion 0 of the farm Uitgevallen Purchase of implements and R 2 451 645.49 R3 234 842.38 1H1H no 175 HT Portion 18 of the farm infrastructure development. Tafelburg No 186 HT

Ward 3 Mkhondo Amangcamane Ptn 0 of the farm Duitshland IT Purchase of implements, planting of Budget not Budget not approved as CPA forestry and payment of overheads for approved as yet yet the project. Msukaligawa Grey and Grey Remaining Extent, Portion 9, 14, Payment of site manager, employees R 986 377.81 R 1 851 815.98 1H1H Portion 10 of the farm Oshoek 454 and infrastructure development. IS, Portion 11 of the farm Uitzigt 450 IS

Ward 4

Msukaligwa Bumbanani CPA 7, 8 and 9 of the farm Kelvinside 95 Purchase of cattle, machinery, Budget not Budget not approved as IT implements and production inputs for approved as yet yet 400ha of maize/soya beans. Ward 3

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Municipality Project/Programme Project Beneficiary/ 2018/19 Target 2018/19 Budget Total project Name/Description Ward/Location Allocation (Annual) cost R’000 R’000 Msukaligwa Emahlubini CPA Ptn 1 of Lettieskeus 105 IT and Purchase of implements. R2 625 277.60 R2 625 277.60 Ptn 1 of Driefontein 114 IT, Ward 11

Msukaligwa Mninwa CPA R/E and Ptn 1 & 7 of Knapdaar Purchase of machinery and R2 625 277.60 R2 625 277.60 221 IS Ward 6 implements.

Pixley Isaka ka Sigwinyamane 1H1H Remaining Extent of Portion 4 Purchase of additional R754 712.41 R2 856 762.58 Seme (Fickland) of the Farm Langburg implements for planting 17 ha 85 HT of dry beans. Ward 10

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7.9. Department of Education

2018-19 PROJECTS/PROGRAMMES: Department Of Education

Project/Programme Project Beneficiary/ 2018/19 Target 2018/19 Budget Total project Name/Description Ward/Location Allocation cost (Annual) R’000 R’000 Mhola Primary School Chief Albert Luthuli Replacement of damaged roof covering 2,600,934 2,600,934 complete with timber trusses to 6 classrooms.· Replacement and servicing of damaged electrical wiring and light fittings. · Replacement of hall partitioning, timber doors, burglar proof gates & ironmongery · Paintwork Mayflower Secondary Chief Albert Luthuli Replacement of damaged roof covering 8,287,827 10,359,784 School completed with timber trusses and ceilings, damaged electrical wiring and lighting fittings, door & ironmongery, glazing, chalkboards and pinning boards and paintwork. Ukuthokoza Primary Lekwa Replacement of damaged roof covering 2,328,615 3,881,026 School completed with timber trusses and ceilings, damaged electrical wiring and lighting fittings, door & ironmongery, glazing, chalkboards and pinning boards and paintwork.

282

Buyani Primary School Govan Mbeki Replacement of damaged roof covering 7,033,863 8,792,328 completed with timber trusses and ceilings, damaged electrical wiring and lighting fittings, door & ironmongery, glazing, chalkboards and pinning boards and paintwork. Isu Elihle Primary Dr Pixley Ka Isaka Seme Demolition of 10 Storm Damaged Classrooms 4,912,216 10,156,325 School and Construction of 10 New Classrooms

Phembindlela Primary Volksrust Provision of Fencing 1,850,000 4,460,400 School

Isifisosethu Primary Dipaseleng Phase 1: Provision of toilets and planning for 460,541 4,460,400 School construction of4 classrooms Phase 2: 4 Classtooms Baadjiesbult Combined Chief Albert Luthuli Construction of 10 waterborne toilets, drilling 1,000,000 2,104,172 School and casting of borehole, constructing septic tank and french drain, providing electricity, 2No of drinking fountains, 2No. Of 5000 liters jojo tanks and palisade fence around storage tanks

Bergplaas Primary Mkhondo Demolition of existing toilets, construction of 5 830,771 2,388,065 School enviro-loo toilets and renovate existing waterbourne ablutions. Cana Combined School Mkhondo Construct 10 new toilets and renovate existing 2,627,911 2,907,131 toilets

Mzamo primary school Lekwa Construction of 11 new toilets 2,172,462

283

New Ermelo Primary Msukaligwa Phase 1: Planning and Design, erection of fence 5,542,400 11,821,043 School and provision of basic services. Phase 2: Construct 24 Classrooms, Administration block, library, computer centre, School Hall, 30 Toilets, Fence, Electricity, Water, Kitchen, ramps + rails, 3 Sports Grounds and Car Park. Nkokweni primary Mkhondo Demolishing of existing toilets and construction 1,664,499 4,460,400 school of 6 new ablution units and Provision of water

Sakhisizwe Primary Govan Mbeki Demolition of existing toilets and construction of 935,371 4,460,400 School 8 toilets

Sibongangwane Chief Albert Luthuli Demolition of existing 4 pit latrines and 2,289,072 Primary School construction of 7 Enviroloo toilets, provision of electricity, 2No. Of drinking fountains and 2 x 5000 liters of jojo tanks and palisade fencing around storage tanks Sizakele Primary Thembisile Hani Drilling of borehole, equiping of borehole, 5 1,704,712 2,902,397 School Water storage tanks, demolishing of existing Pit Toilet blocks and Construction of 17 New Toilets

284

Sizani Primary School Dr JS Moroka Phase 1: Demolish existing pit toilets and build 9 1,724,480 2,952,290 waterborne toilets with septic tank. Provide 3 X 10000L water tank. Phase 2: Renovation of existing 16 classrooms, construction of additional 14 toilets and provision of fence. Future phase: Construction of administration block , Library , Computer Centre, Car Park and 2 S Sizofunda Primary Victor Khanye Phase 1: Provision of water. Phase 2: 619,078 1,049,240 School Construction of 13 new toiulets and refurbishment of the existing waterborne toilets Sizuzile Primary School Victor Khanye Drillling of borehole,equiping of borehole and 785,108 1,334,542 refurbishment of the existing waterborne toilets

Sobhuza Primary Chief Albert Luthuli Refurbishments of 35 waterborne toilets, 1,682,425 3,031,412 School providing electricity, 2No. Of drinking fountains and 4 x 5000 liters jojo tanks and palisade fencing around the tanks Sunduza Primary Chief Albert Luthuli Phase 1: Provision of water. Phase 2: 2,395,948 3,254,247 School Demolition of 10 pit toilets and construction of 13 Enviroloo toilets, , providing electricity,2No. Of drinking fountains, 2No. Of 5000 liters jojo tanks and palisade fencing around storage tanks

285

The Brook Primary Chief Albert Luthuli Phase 1: Provision of water. Phase 2: 1,813,260 2,266,575 School Demolition of existing 6 pit latrines and construction of 8 Enviroloo toilet, providing electricity, 2No.of drinking fountain and 2 x 5000 liters jojo tanks and palisade fence around The Gem Combined Msukaligwa Demolish existing and contruct 14 toilets 3,212,332 4,015,415 School

Thobelani Secondary Lekwa Refurbishment of 16 toilets 100,000 600,000 School

Thuto-thebe Combined Lekwa Renovations of existing toilets, JoJo Tanks 809,827 1,012,284 School

Tokoloho Primary Dipaleseng Phase 1: Construction of 19 toilets 1,627,890 2,034,863 School Phase 2:Construction of 6 Classroom, Grade R center and provision of fence Future phase: Construction of admin, library, compute room , kitchen, ramps & rail, sport fields, parking Chief Albert Luthuli Refurbishments of 10 waterborne toilets and 1,444,640 1,805,801 construction of 7 waterborne toilets, providing electricity, 2No. Of drinking fountains and 2No. Of jojo tanks and palisade fence around the tanks

286

Waverley Secondary Chief Albert Luthuli Phase 1: Provision of water. Phase 2: 1,195,951 1,494,939 School Demolition of existing 10 pit latrines and construction of 5 Enviroloo toilets, , providing electricity and 2No. Of 5000 liters jojo tanks Zamokuhle Primary Govan Mbeki Construction of 24 toilets 1,417,001 1,771,251 School

Badplaas Circuit Office Chief Albert Luthuli Construction of new circuit offices using the the 1,947,000 6,490,000 design of the administrative block of Steve Tshwete Boarding School. Basizeni Special Govan Mbeki Dismantling and carting away of existing 901,566 14,164,776 School damaged prefab buildings and construction of 8 new special school classrooms. Leeuwpoort Primary Chief Albert Luthuli Construction of 4 enviro-loo toilets and 958,115 1,197,644 School renovation of classrooms.

Mkhondo Boarding Mkhondo 28 Classrooms, Admin block, Library, Computer ######### 400,000,000 School Laboratory, Science Laboratory, 8 Ablution blocks, Dining/ Multi/ purpose Hall, 8 Dormitories, 3 Grade R accommodation, Guard House, Rails , Ramps, Parking, Paving, Fence, Water Supply , Electricity, Sewerage and Storm Water. Lekwa School 1 Lekwa Construction of the new school - 64,130,000

Lekwa School 2 Lekwa Construction of the new school - 64,130,001

287

Wesley Memorial Chief Albert Luthuli Construction of toilets facilities 1,828,000 Primary School Makhosonke Primary Chief Albert Luthuli Demolishing of existing pit toilets and 204,120 2,230,200 School construction of 10 new ablution units

Cothoza Secondary Lekwa Demolishing of pit toilets and construction of 11 1,563,052 1,752,300 School toilets

Lekelelani Primary Ermelo 2 Provision of water 25,770 34,000 School

Jeugkrag Primary Lekwa Repairing stair cases in double storey and three 200,000 200,000 School storey buildings

Jackie Manana Primary Govan Mbeki Planning design in 2018/19. 2019/20 3,500,000 55,000,000 School Constrcution 20 classroon and provision of fence. Future phases: demolishing and construction of admin block, laboratory, libriary and computer centre.

288

Ekulindeni Secondary Chief Albert Luthuli Replacement of damaged roof covering 2,118,058 2,118,058 School complete with timber trusses, gutters, electrical works, ceilings, new paintwork, replace glazing, timber doors, burglar proof gates, writing boards and pinning boards to 4 Classroom. · Replacement of damaged roof covering complete with timber trusses, gutters, electrical works and ceilings to Library. · Replacement of ceramic floor tiles, new library fittings, glazing, new paintwork timber doors and burglar proof gates to Library. Sinethemba Secondary Mkhondo Replacement of damaged roof covering - 1,894,074 School complete with timber trusses and gutters to 3 classrooms and 2 storerooms. · Replacement and servicing of damaged electrical wiring and light fittings.· Replacement of timber doors & ironmongery· Paintwork· Replacement of steel burglar proof gates, pinning boards and writing boards to classrooms Buyani Primary School Govan Mbeki Renovation and refurbishment of 10 classrooms 445,190

Engabezweni Chief Albert Luthuli Renovate 18 classrooms,office and 17 toilets 471,378 Secondary School

Klein Vrystaat Primary Mkhondo Renovate 5 classrooms and office 220,000 School

289

Ndawonye Primary Mkhondo A Block - Admin : Brick & mortar Structure - soil 497,566 School poisioninig on floors,paint walls & ceiling. B Block - 8 C/R : Brick & mortar Structure - structural defects on walls & slabs,paint work on walls & ceiling. C Block - Library : Brick & mortar - paint work on walls & ceiling. D,E,F & G Block - 4 C/R each : Asbestos Structure - Demolish & build. H Block - Old staff room : Asbestos Structure - Demolish & build. I Block - Old store room : Mud Structure - Demolish & build. Waverley Secondary Chief Albert Luthuli Renovate 8 classrooms and office 220,000 School

Izimbali Combined Mkhondo Planned maintenance of entire boarding school. 1,000,000 3,000,000 Boarding School

Ezakheni Combined Mkhondo Planned maintenance of entire boarding school. 848,000 3,000,000 Boarding School

290

CHAPTER 8: GSDM BUDGET ALBERT LUTHULI Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 130 GRANTS TRANSFER 130 256703 WATER QUALITY TESTING 400 000 - - 130 256705 ROADS EMPULUZI(UPGRADE) - - - 130 TOTAL GRANTS TRANSFER 400 000 - -

MSUKALIGWA Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 150 GRANTS TRANSFER 150 256713 WATER QUALITY TESTING 650 000 - - 150 SHEEPMOOR WATER - - - 150 TOTAL GRANTS TRANSFER 650 000 - -

GOVAN MBEKI Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 291

160 GRANTS TRANSFER 160 256721 WATER QUALITY TESTING 600 000 - - 160 TOTAL GRANTS TRANSFER 600 000 - -

MKHONDO Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 172 GRANTS TRANSFER 172 256734 WATER QUALITY TESTING 700 000 - - 172 REGIONAL BULK INFRA - - - 172 TOTAL GRANTS TRANSFER 700 000 - -

LEKWA Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 180 GRANTS TRANSFER 180 256744 WATER QUALITY TESTING 400 000 - - 180 TOTAL GRANTS TRANSFER 400 000 - -

DIPALESENG 292

Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 184 GRANTS TRANSFER 184 REGIONAL BULK CO FUNDING 184 256754 WATER QUALITY TESTING 400 000 - - 184 TOTAL GRANTS TRANSFER 400 000 - -

DR PIXLEY KA ISAKA SEME Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 190 GRANTS TRANSFER 190 256761 WATER QUALITY TESTING 750 000 - - 190 256774 AMERSFOORT SEWER RET/OUTFALL - - S - 190 256786 TIPPER TRUCK - - - 190 256787 VOLKSRUST/VUKUZAKHE STP - - - 190 TOTAL GRANTS TRANSFER 750 000 - -

RBIG ALBERT LUTHULI Department Account Description BUDGET BUDGET BUDGET Code 293

2018/2019 2019/2020 2020/2021 330 GRANTS TRANSFER 330 256664 REGIONAL BULK EMPULUZI/METULA 20 000 000 52 284 000 100 000 000 330 256779 LUSHUSHWANE BULK WATER 41 622 000 57 000 000 SCHEME - 330 EERSSTEHOEK EKULENDENI BULK - 20 347 000 30 000 WATER 000 330 TOTAL GRANTS TRANSFER 61 622 000 129 631 000 130 000 000

RBIG MSUKALIGWA Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 350 GRANTS TRANSFER 350 MSUKALIGWA BWSS 10 000 000 30 000 000 68 407 000 350 REGIONAL SHEEPMOOR - - - 350 TOTAL GRANTS TRANSFER 10 000 000 30 000 000 68 407 000

RBIG DIPALESENG Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 384 GRANTS TRANSFER 384 256666 REGIONAL BULK BALFOUR/SIYATHEM 20 818 000 100 000 000 100 000 294

000 384 256784 BALFOUR WASTE WATER 42 000 000 10 000 000 TREATMENT - 384 TOTAL GRANTS TRANSFER 62 818 000 110 000 000 100 000 000

RBIG MKHONDO Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 372 GRANTS TRANSFER 372 25678 AMSTERDAM BULK WATER 25 000 000 40 000 000 40 000 000 372 TOTAL GRANTS TRANSFER 25 000 000 40 000 000 40 000 000

Gert Sibande 3 900 000 - - RBIG 159 440 000 309 631 000 338 407 000 Total 163 340 000 309 631 000 338 407 000

RBIG Grant 159 440 000 309 631 000 338 407 000 - - - GSDM PROJECTS 3 900 000 - - 295

163 340 000 309 631 000 338 407 000

9 500 000 4 000 000 4 000 000

172 840 000 313 631 000 342 407 000

FINAL DRAFT BUDGET 2018/19

PROPERTY SERVICES Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 89 OPERATING EXPENDITURE 89 REPAIRS AND MAINTENANCE 89 235020 Maintenance system 420 000 445 200 471 910 89 235040 BUILDINGS 720 000 763 200 808 990 89 TOTAL REPAIRS AND 1 140 000 1 208 400 1 280 900 MAINTENANCE 89 GENERAL EXPENDITURE OTHER 89 260350 CLEANING SERVICES 265 000 280 900 297 750 89 260920 GARDENING SERVICES 300 000 318 000 337 080 89 261290 FURNITURE AND EQUIPMENT - - -

296

89 261950 MUNICIPAL SERVICES 3 450 000 3 657 000 3 876 420 89 261960 SERVICES 900 000 954 000 1 011 240 89 262970 SECURITY 2 862 000 3 033 720 3 215 740 89 TOTAL GENERAL EXPENDITURE 7 777 000 8 243 620 8 738 230

89 TOTAL OPERATING EXPENDITURE 8 917 000 9 452 020 10 019 130 89 OPERATING(SURPLUS)/DEFICIT 8 917 000 9 452 020 10 019 130

DISASTER MANAGEMENT Department Account Code Description BUDGET BUDGET BUDGET 2018/2019 2018/2019 2020/2021 90 OPERATING REVENUE 90 OTHER REVENUE 90 60060 REFUND TELEPHONE (110) (120) (130) 90 TOTAL OTHER REVENUE (110) (120) (130) 90 TOTAL OPERATING REVENUE (110) (120) (130) 90 OPERATING EXPENDITURE 90 SALARIES AND WAGES 90 200010 SALARIES 3 032 200 3 214 130 3 406 980 90 200020 HOUSING SUBSIDY 31 120 32 990 34 970 90 200060 LEAVE BONUS 252 690 267 850 283 920 90 200090 LEAVE COMMUTATION 30 000 31 800 33 710 90 200140 OVERTIME - - - 90 200200 TELEPHONE ALLOWANCE 38 400 40 700 43 140 90 200220 TRAVEL ALLOWANCE 465 020 492 920 522 500 90 TOTAL SALARIES AND WAGES 3 849 430 4 080 390 4 325 220 90 SOCIAL CONTRIBUTIONS 90 203010 GROUP INSURANCE 60 650 64 290 68 150

297

90 203020 MEDICAL AID CONTRIBUTION 199 370 211 330 224 010 90 203030 PENSIONFUND CONTRIBUTION 667 090 707 120 749 550 90 203040 UIF 14 280 15 140 16 050 90 203050 BARGANING COUNCIL 800 850 900 90 TOTAL SOCIAL CONTRIBUTIOND 942 190 998 730 1 058 660 90 DEPRECIATION 90 230010 DEPRECIATION 127 200 134 830 142 920 90 TOTAL DEPRECIATION 127 200 134 830 142 920 90 REPAIRS AND MAINTENANCE 90 235040 BUILDING 169 600 179 780 190 570 90 235060 VEHICLES 74 200 78 650 83 370 90 TOTAL REPAIRS AND 243 800 258 430 273 940 MAINTENANCE 90 GENERAL EXPENDITURE OTHER 90 260350 CLEANING MATERIAL 210 000 222 600 235 960 90 260570 DELEGATION COST 6 000 6 360 6 740 90 261950 MUNICIPAL SERVICES 63 600 67 420 71 470 90 262300 REFRESHMENTS 22 000 23 320 24 720 90 262410 RENTAL EQUIPMENT 10 000 10 600 11 240 90 262430 TRAVEL- AND SUBSISTANCE 31 800 33 710 35 730 90 262970 SECURITY 1 325 000 1 404 500 1 488 770 90 263190 STATIONERY 10 000 10 600 11 240 90 263340 TELEPHONE 100 700 106 740 113 140 90 263750 VEHICLE AND EQUIPMENT COST 784 400 831 460 881 350 90 TOTAL GENERAL EXPENDITURE 2 563 500 2 717 310 2 880 360

90 TOTAL OPERATING EXPENDITURE 7 726 120 8 189 690 8 681 100 90 OPERATING(SURPLUS)/DEFICIT 7 726 010 8 189 570 8 680 970

298

PLANNING Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 91 OPERATING REVENUE 91 OTHER REVENUE 91 60060 REFUND TELEPHONE (6 890) (7 300) (7 740) 91 60090 DONATED ASSETS 91 TOTAL OTHER REVENUE (6 890) (7 300) (7 740) 91 TOTAL OPERATING REVENUE (6 890) (7 300) (7 740) 91 OPERATING EXPENDITURE 91 SALARIES AND WAGES 91 200010 SALARIES 9 330 720 9 890 560 10 483 990 91 200020 HOUSING SUBSIDY 90 360 95 780 101 530 91 200060 LEAVE BONUS 875 100 927 610 983 270 91 200090 LEAVE COMMUTATION 30 000 31 800 33 710 91 200140 OVERTIME 20 000 21 200 22 470 91 200200 TELEPHONE 151 200 160 270 169 890 91 200220 TRAVEL ALLOWANCE 970 880 1 029 130 1 090 880 91 TOTAL SALARIES AND WAGES 11 468 260 12 156 350 12 885 740 91 SOCIAL CONTRIBUTIONS 91 203010 GROUP INSURANCE 171 080 181 340 192 220 91 203020 MEDICAL AID CONTRIBUTION 484 350 513 410 544 210 91 203030 PENSIONFUND CONTRIBUTION 2 052 760 2 175 930 2 306 490 91 203040 UIF 44 620 47 300 50 140 91 203050 BARGANING COUNCIL 2 380 2 520 2 670 91 TOTAL SOCIAL CONTRIBUTIOND 2 755 190 2 920 500 3 095 730

299

91 GENERAL EXPENDITURE OTHER 91 261290 FURNITURE AND EQUIPMENT 10 000 10 600 11 240 91 262300 REFRESHMENTS 30 000 31 800 33 710 91 262430 TRAVEL- AND SUBSISTANCE 300 000 318 000 337 080 ALLOWA 91 263190 STATIONERY 80 000 84 800 89 890 91 263340 TELEPHONE 26 500 28 090 29 780 91 TOTAL GENERAL EXPENDITURE 446 500 473 290 501 700

91 TOTAL OPERATING EXPENDITURE 14 669 950 15 550 140 16 483 170 91 OPERATING(SURPLUS)/DEFICIT 14 663 060 15 542 840 16 475 430

INTERNAL AUDIT Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 92 OPERATING REVENUE 92 OTHER REVENUE 92 60060 REFUND TELEPHONE (1 910) (2 020) (2 140) 92 TOTAL OTHER REVENUE (1 910) (2 020) (2 140) 92 TOTAL OPERATING REVENUE (1 910) (2 020) (2 140) 92 OPERATING EXPENDITURE 92 SALARIES AND WAGES 92 200010 SALARIES 2 020 530 2 141 760 2 270 270 92 200020 HOUSING SUBSIDY 15 560 16 490 17 480 92 200060 LEAVE BONUS 168 380 178 480 189 190 92 200090 LEAVE COMMUTATION 30 000 31 800 33 710 92 200140 OVERTIME 5 000 5 300 5 620 92 200200 TELEPHONE 32 400 34 340 36 400 300

92 200220 TRAVEL ALLOWANCE 517 320 548 360 581 260 92 TOTAL SALARIES AND WAGES 2 789 190 2 956 530 3 133 930 92 SOCIAL CONTRIBUTIONS 92 203010 GROUP INSURANCE 40 410 42 830 45 400 92 203020 MEDICAL AID CONTRIBUTION 136 330 144 510 153 180 92 203030 PENSIONFUND CONTRIBUTION 444 520 471 190 499 460 92 203040 UIF 8 930 9 470 10 040 92 203050 BARGANING COUNCIL 500 530 560 92 TOTAL SOCIAL CONTRIBUTIOND 630 690 668 530 708 640 92 GENERAL EXPENDITURE OTHER 92 260160 AUDIT FEES 3 800 000 4 028 000 4 269 680 92 260165 ADHOC AUDITS/CONSULTANTS 400 000 424 000 449 440 92 260170 AUDIT COMMITTEE 318 000 337 080 357 300 92 260570 DELEGATION COST 35 000 37 100 39 330 92 262300 REFRESHMENTS 10 000 10 600 11 240 92 262310 RISK MANAGEMENT 30 000 31 800 33 710 92 262430 TRAVEL- AND SUBSISTANCE 159 000 168 540 178 650 ALLOWA 92 263190 STATIONERY 10 000 10 600 11 240 92 263340 TELEPHONE 23 320 24 720 26 200 92 TOTAL GENERAL EXPENDITURE 4 785 320.00 5 072 440.00 5 376 790.00

92 TOTAL OPERATING EXPENDITURE 8 205 200.00 8 697 500.00 9 219 360.00 92 OPERATING(SURPLUS)/DEFICIT 8 203 290.00 8 695 480.00 9 217 220.00

WATER AND SANITATION Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 301

93 OPERATING REVENUE 93 OTHER REVENUE 93 10001 USER CHARGES (2 332 000) (2 471 920) (2 620 240) 93 60060 REFUND TELEPHONE (10 600) (11 240) (11 910) 93 TOTAL OTHER REVENUE (2 342 600) (2 483 160) (2 632 150) 93 TOTAL OPERATING REVENUE (2 342 600) (2 483 160) (2 632 150) 93 OPERATING EXPENDITURE 93 SALARIES AND WAGES 93 200010 SALARIES 6 672 580 7 072 930 7 497 310 93 200020 HOUSING SUBSIDY 40 680 43 120 45 710 93 200060 LEAVE BONUS 556 050 589 410 624 770 93 200090 LEAVE COMMUTATION 40 000 42 400 44 940 93 200140 OVERTIME 12 000 12 720 13 480 93 200200 TELEPHONE 73 200 77 590 82 250 93 200220 TRAVEL ALLOWANCE 840 000 890 400 943 820 93 TOTAL SALARIES AND WAGES 8 234 510 8 728 570 9 252 280 93 SOCIAL CONTRIBUTIONS 93 203010 GROUP INSURANCE 133 460 141 470 149 960 93 203020 MEDICAL AID CONTRIBUTION 351 550 372 640 395 000 93 203030 PENSIONFUND CONTRIBUTION 1 467 970 1 556 050 1 649 410 93 203040 UIF 34 950 37 050 39 270 93 203050 BARGANING COUNCIL 2 000 2 120 2 250 93 TOTAL SOCIAL CONTRIBUTIOND 1 989 930 2 109 330 2 235 890 93 REPAIRS AND MAINTENANCE 93 235040 BUILDINGS 201 400 213 480 226 290 93 235050 OFFICE EQUIPMENT 2 000 2 120 2 250 93 235060 VEHICLES 47 700 50 560 53 590 93 TOTAL REPAIRS AND 251 100 266 160 282 130

302

MAINTENANCE 93 GENERAL EXPENDITURE OTHER 93 260070 ADVERTISEMENTS 35 000 37 100 39 330 93 260350 CLEANING MATERIAL 106 000 112 360 119 100 93 260470 TECHNICAL SUPPORT 2 120 000 2 247 200 2 382 030 93 260570 DELEGATION COST 10 000 10 600 11 240 93 261290 EQUIPMENT AND FURNITURE 10 000 10 600 11 240 93 262140 POSTAGE 2 000 2 120 2 250 93 262270 RAILAGE / COURIER SERVICES 1 000 1 060 1 120 93 262300 REFRESHMENTS 7 000 7 420 7 870 93 262350 SAFETY CLOTHING 25 000 26 500 28 090 93 262430 TRAVEL- AND SUBSISTANCE 250 000 265 000 280 900 ALLOWA 93 263190 STATIONERY 5 000 5 300 5 620 93 263280 SUBSCR. FEES: 1 000 1 060 1 120 BOOKS/MAGAZINES 93 263340 TELEPHONE 153 700 162 920 172 700 93 263750 VEHICLE AND EQUIPMENT COST 201 400 213 480 226 290 93 TOTAL GENERAL EXPENDITURE 2 927 100 3 102 720 3 288 900

93 TOTAL OPERATING EXPENDITURE 13 402 640 14 206 780 15 059 200 93 OPERATING(SURPLUS)/DEFICIT 11 060 040 11 723 620 12 427 050

PROPERTY SERVICES(1) Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 94 OPERATING REVENUE 94 OTHER REVENUE 303

94 60060 REFUND TELEPHONE (2 540) (2 690) (2 850) 94 TOTAL OTHER REVENUE (2 540) (2 690) (2 850) 94 TOTAL OPERATING REVENUE (2 540) (2 690) (2 850) 94 OPERATING EXPENDITURE 94 SALARIES AND WAGES 94 200010 SALARIES 4 436 570 4 702 760 4 984 930 94 200020 HOUSING SUBSIDY 101 320 107 400 113 840 94 200060 LEAVE BONUS 369 720 391 900 415 410 94 200090 LEAVE COMMUTATION 30 000 31 800 33 710 94 200140 OVERTIME 265 000 280 900 297 750 94 200200 TELEPHONE 22 800 24 170 25 620 94 200220 TRAVEL ALLOWANCE 110 510 117 140 124 170 94 TOTAL SALARIES AND WAGES 5 335 920 5 656 070 5 995 430 94 SOCIAL CONTRIBUTIONS 94 203010 GROUP INSURANCE 88 730 94 050 99 690 94 203020 MEDICAL AID CONTRIBUTION 421 350 446 630 473 430 94 203030 PENSIONFUND CONTRIBUTION 976 100 1 034 670 1 096 750 94 203040 U I F 40 200 42 610 45 170 94 203050 BARGANING COUNCIL 3 070 3 250 3 450 94 TOTAL SOCIAL CONTRIBUTIOND 1 529 450 1 621 210 1 718 490 94 DEPRECIATION 94 230010 DEPRECIATION 13 780 000 14 606 800 15 483 210 94 TOTAL DEPRECIATION 13 780 000 14 606 800 15 483 210 94 GENERAL EXPENDITURE OTHER 94 260350 CLEANING MATERIAL 800 000 848 000 898 880 94 262430 TRAVEL- AND SUBSISTENCE 100 000 106 000 112 360 ALLOWA 94 TOTAL GENERAL EXPENDITURE 900 000 954 000 1 011 240

304

94 TOTAL OPERATING EXPENDITURE 21 545 370.00 22 838 080.00 24 208 370.00 94 OPERATING(SURPLUS)/DEFICIT 21 542 830.00 22 835 390.00 24 205 520.00

COMPUTER SERVICES Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 95 OPERATING REVENUE 95 OTHER REVENUE 95 60060 REFUND TELEPHONE (1 270) (1 350) (1 430) 95 TOTAL OTHER REVENUE (1 270) (1 350) (1 430) 95 TOTAL OPERATING REVENUE (1 270) (1 350) (1 430) 95 OPERATING EXPENDITURE 95 SALARIES AND WAGES 95 200010 SALARIES 1 803 410 1 911 610 2 026 310 95 200020 HOUSING SUBSIDY 12 560 13 310 14 110 95 200060 LEAVE BONUS 150 290 159 310 168 870 95 200090 LEAVE COMMUTATION 25 000 26 500 28 090 95 200140 OVERTIME 2 000 2 120 2 250 95 200200 TELEPHONE 21 600 22 900 24 270 95 200220 TRAVEL ALLOWANCE 120 000 127 200 134 830 95 TOTAL SALARIES AND WAGES 2 134 860 2 262 950 2 398 730 95 SOCIAL CONTRIBUTIONS 95 203010 GROUP INSURANCE 18 810 19 940 21 140 95 203020 MEDICAL AID CONTRIBUTION 63 740 67 560 71 610 95 203030 PENSION 206 910 219 320 232 480 95 203040 U I F 7 140 7 570 8 020

305

95 203050 BARGANING COUNCIL 300 320 340 95 TOTAL SOCIAL CONTRIBUTIOND 296 900 314 710 333 590 95 REPAIRS AND MAINTENANCE 95 235050 OFFICE EQUIPMENT 500 000 530 000 561 800 95 TOTAL REPAIRS AND 500 000 530 000 561 800 MAINTENANCE 95 FINANCE COST 95 240001 FINANCE COST - - - 95 TOT. INT. EXPENSE - EXT.BORROW - - - 95 GENERAL EXPENDITURE OTHER 95 250010 OPERATING LEASE 212 000 224 720 238 200 95 261290 EQUIPMENT AND FURNITURE 150 000 159 000 168 540 95 260410 IT SERVICES 2 300 000 2 438 000 2 584 280 95 261500 LICENSES 3 259 720 3 455 300 3 662 620 95 262190 PROGRAM ALTERATIONS 900 000 954 000 1 011 240 95 262410 RENTAL EQUIPMENT 1 400 000 1 484 000 1 573 040 95 262430 TRAVEL & SUBSISTENCE 60 000 63 600 67 420 95 263190 STATIONERY 300 000 318 000 337 080 95 263340 TELEPHONE 1 060 000 1 123 600 1 191 020 95 TOTAL GENERAL EXPENDITURE 9 641 720 10 220 220 10 833 440

95 TOTAL OPERATING EXPENDITURE 12 573 480 13 327 880 14 127 560 95 OPERATING(SURPLUS)/DEFICIT 12 572 210 13 326 530 14 126 130

COUNCIL SUPPORT STAFF Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021

306

96 OPERATING REVENUE 96 OTHER REVENUE 96 60060 TELEPHONE REFUND (9 650) (10 230) (10 840) 96 TOTAL OTHER REVENUE (9 650) (10 230) (10 840) 96 TOTAL OPERATING REVENUE (9 650) (10 230) (10 840) 96 OPERATING EXPENDITURE 96 SALARIES AND WAGES 96 200010 SALARIES 11 759 110 12 464 660 13 212 540 96 200020 HOUSING SUBSIDY 43 700 46 320 49 100 96 200060 LEAVE BONUS 979 930 1 038 730 1 101 050 96 200090 LEAVE COMMUTATION 100 000 106 000 112 360 96 200140 OVERTIME 240 000 254 400 269 660 96 200200 TELEPHONE 324 000 343 440 364 050 96 200220 TRAVEL ALLOWANCE 1 020 840 1 082 090 1 147 020 96 TOTAL SALARIES AND WAGES 14 467 580 15 335 640 16 255 780 96 SOCIAL CONTRIBUTIONS 96 203010 GROUP INSURANCE 127 260 134 900 142 990 96 203020 MEDICAL AID CONTRIBUTION 343 840 364 470 386 340 96 203030 PENSIONFUND CONTRIBUTION 1 365 370 1 447 290 1 534 130 96 203040 UIF 62 550 66 300 70 280 96 203050 BARGANING COUNCIL 2 280 2 420 2 570 96 TOTAL SOCIAL CONTRIBUTIOND 1 901 300 2 015 380 2 136 310 96 GENERAL EXPENDITURE OTHER 96 262430 TRAVEL & SUBSISTENCE 220 000 233 200 247 190 96 TOTAL GENERAL EXPENDITURE 220 000 233 200 247 190

96 TOTAL OPERATING EXPENDITURE 16 588 880 17 584 220 18 639 280 96 OPERATING(SURPLUS)/DEFICIT 16 579 230 17 573 990 18 628 440

307

LEGAL SECTION Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 97 OPERATING REVENUE 97 OTHER REVENUE 97 60060 REFUND TELEPHONE (1 590) (1 690) (1 790) 97 TOTAL OTHER REVENUE (1 590) (1 690) (1 790) 97 TOTAL OPERATING REVENUE (1 590) (1 690) (1 790) 97 OPERATING EXPENDITURE 97 SALARIES AND WAGES 97 200010 SALARIES 1 361 340 1 443 020 1 529 600 97 200020 HOUSING SUBSIDY 12 560 13 310 14 110 97 200060 LEAVE BONUS 113 450 120 260 127 480 97 200090 LEAVE COMMUTATION 25 000 26 500 28 090 97 200200 TELEPHONE 24 000 25 440 26 970 97 200220 TRAVEL ALLOWANCE 466 190 494 160 523 810 97 TOTAL SALARIES AND WAGES 2 002 540 2 122 690 2 250 060 97 SOCIAL CONTRIBUTIONS 97 203010 GROUP INSURANCE 27 230 28 860 30 590 97 203020 MEDICAL AID CONTRIBUTION 66 120 70 090 74 300 97 203030 PENSIONFUND CONTRIBUTION 299 500 317 470 336 520 97 203040 UIF 3 570 3 780 4 010 97 203050 BARGANING COUNCIL 200 210 220 97 TOTAL SOCIAL CONTRIBUTIOND 396 620.00 420 410.00 445 640.00 97 GENERAL EXPENDITURE OTHER 97 260570 DELEGATION COSTS 5 000 5 300 5 620

308

97 261290 EQUIPMENT AND FURNITURE 5 000 5 300 5 620 97 261450 LEGAL COSTS 3 000 000 3 180 000 3 370 800 97 262430 TRAVEL- AND SUBSISTENCE 53 000 56 180 59 550 ALLOWA 97 TOTAL GENERAL EXPENDITURE 3 063 000 3 246 780 3 441 590

97 TOTAL OPERATING EXPENDITURE 5 462 160 5 789 880 6 137 290 97 OPERATING(SURPLUS)/DEFICIT 5 460 570 5 788 190 6 135 500

HUMAN RESOURCES Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 98 OPERATING REVENUE 98 OTHER REVENUE 98 60060 REFUND TELEPHONE (9 010) (9 550) (10 120) 98 TOTAL OTHER REVENUE (9 010) (9 550) (10 120) 98 TOTAL OPERATING REVENUE (9 010) (9 550) (10 120) 98 OPERATING EXPENDITURE 98 SALARIES AND WAGES 98 200010 SALARIES 3 157 390 3 346 830 3 547 640 98 200020 HOUSING SUBSIDY 18 560 19 670 20 850 98 200060 LEAVE BONUS 263 120 278 910 295 640 98 200090 LEAVE COMMUTATION 30 000 31 800 33 710 98 200140 OVERTIME 40 000 42 400 44 940 98 200200 TELEPHONE 30 000 31 800 33 710 98 200220 TRAVEL ALLOWANCE 354 700 375 980 398 540 98 TOTAL SALARIES AND WAGES 3 893 770 4 127 390 4 375 030 98 SOCIAL CONTRIBUTIONS 309

98 203010 GROUP INSURANCE 63 150 66 940 70 960 98 203020 MEDICAL AID CONTRIBUTION 261 900 277 610 294 270 98 203030 PENSIONFUND CONTRIBUTION 694 630 736 310 780 490 98 203040 U I F 16 070 17 030 18 050 98 203050 BARGANING COUNCIL 900 950 1 010 98 TOTAL SOCIAL CONTRIBUTIOND 1 036 650 1 098 840 1 164 780 98 GENERAL EXPENDITURE OTHER 98 260070 ADVERTISEMENTS 371 000 393 260 416 860 98 261290 EQUIPMENT AND FURNITURE 5 000 5 300 5 620 98 262430 TRAVEL- AND SUBSISTENCE 212 000 224 720 238 200 ALLOWA 98 262990 SERVICE TRAINING 650 000 689 000 730 340 98 262995 TRAINING BURSARIES 300 000 318 000 337 080 98 RECRUITMENT COST 30 000 31 800 33 710 98 263190 STATIONERY 10 000 10 600 11 240 98 263280 SUBSCR. FEES: 1 000 1 060 1 120 BOOKS/MAGAZINES 98 263340 TELEPHONE 148 400 157 300 166 740 98 263460 TRAINING FUND 1 166 000 1 235 960 1 310 120 98 263880 WORKMAN'S COMPENSATION 773 800 820 230 869 440 98 TOTAL GENERAL EXPENDITURE 3 667 200 3 887 230 4 120 470

98 TOTAL OPERATING EXPENDITURE 8 597 620 9 113 460 9 660 280 98 OPERATING(SURPLUS)/DEFICIT 8 588 610 9 103 910 9 650 160

CORPORATE SERVICES Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 310

99 OPERATING REVENUE 99 GRANTS AND SUBSIDIES 99 55095 DATA CLEANSING GRANT - - - 99 55096 ISDG (5 553 000) (6 500 000) (6 000 000) 99 TOTAL GRANTS AND SUBSIDIES (5 553 000) (6 500 000) (6 000 000) 99 OTHER REVENUE 99 60060 REFUND TELEPHONE (7 840) (8 310) (8 810) 99 65010 LOSS ON DISPOSAL 99 TOTAL OTHER REVENUE (7 840) (8 310) (8 810) 99 TOTAL OPERATING REVENUE (5 560 840) (6 508 310) (6 008 810) 99 OPERATING EXPENDITURE 99 SALARIES AND WAGES 99 200010 SALARIES 9 817 460 10 406 510 11 030 900 99 200020 HOUSING SUBSIDY 70 200 74 410 78 870 99 200060 LEAVE BONUS 859 830 911 420 966 110 99 200090 LEAVE COMMUTATION 80 000 84 800 89 890 99 200140 OVERTIME 400 000 424 000 449 440 99 200200 TELEPHONE ALLOWANCE 130 800 138 650 146 970 99 200220 TRAVEL ALLOWANCE 838 150 888 440 941 750 99 TOTAL SALARIES AND WAGES 12 196 440 12 928 230 13 703 930 99 SOCIAL CONTRIBUTIONS 99 203010 GROUP INSURANCE 180 990 191 850 203 360 99 203020 MEDICAL AID CONTRIBUTION 820 440 869 670 921 850 99 203030 PENSIONFUND CONTRIBUTION 2 122 800 2 250 170 2 385 180 99 203040 U I F 56 570 59 960 63 560 99 203050 BARGANING COUNCIL 3 170 3 360 3 560 99 TOTAL SOCIAL CONTRIBUTIOND 3 183 970 3 375 010 3 577 510 99 DEPRECIATION

311

99 230010 DEPRECIATION 3 190 600 3 382 040 3 584 960 99 TOTAL DEPRECIATION 3 190 600 3 382 040 3 584 960 99 REPAIRS AND MAINTENANCE 99 235060 VEHICLES 243 800 258 430 273 940 99 TOTAL REPAIRS AND 243 800 258 430 273 940 MAINTENANCE 99 GENERAL EXPENDITURE OTHER 99 260570 DELEGATION COSTS 40 000 42 400 44 940 99 260830 ENTERTAINMENT 220 000 233 200 247 190 99 261290 EQUIPMENT AND FURNITURE 80 000 84 800 89 890 99 261500 LICENSES 6 360 6 740 7 140 99 262140 POSTING, STAMPS & TELEGRAPHS 10 000 10 600 11 240 99 262430 PROTECTIVE CLOTHING 424 000 449 440 476 410 99 262270 RAILAGE / COURIER SERVICES 2 000 2 120 2 250 99 262430 TRAVEL- AND SUBSISTENCE 604 200 640 450 678 880 ALLOWA 99 263190 STATIONERY 100 000 106 000 112 360 99 263280 SUBSCR. FEES: 2 000 2 120 2 250 BOOKS/MAGAZINES 99 263340 TELEPHONE 598 900 634 830 672 920 99 263750 VEHICLE AND EQUIPMENT COST 318 000 337 080 357 300 99 265100 LOSS ON DISPOSAL 99 TOTAL GENERAL EXPENDITURE 2 405 460 2 549 780 2 702 770

99 TOTAL OPERATING EXPENDITURE 21 220 270 22 493 490 23 843 110 99 OPERATING(SURPLUS)/DEFICIT 15 659 430 15 985 180 17 834 300

EXECUTIVE MAYOR & COMMITTEE Department Account Description BUDGET BUDGET BUDGET 312

Code 2018/2019 2019/2020 2020/2021 100 OPERATING REVENUE - - - 100 OPERATING EXPENDITURE - - - 100 SALARIES AND WAGES - - - 100 200010 SALARIES 3 485 820 3 694 970 3 916 670 100 200200 TELELEPHONE ALLOWANCE 285 600 302 740 320 900 100 200220 TRAVEL ALLOWANCE 1 394 870 1 478 560 1 567 270 100 TOTAL SALARIES AND WAGES 5 166 290 5 476 270 5 804 840 100 SOCIAL CONTRIBUTIONS 100 203020 MEDICAL AID CONTRIBUTION 175 910 186 460 197 650 100 203030 PENSIONFUND CONTRIBUTION 522 880 554 250 587 510 100 TOTAL SOCIAL CONTRIBUTIOND 698 790 740 710 785 160 100 DEPRECIATION 100 230010 DEPRECIATION 503 500 533 710 565 730 100 230020 IMPAIRMENT - - - 100 TOTAL DEPRECIATION 503 500 533 710 565 730 100 REPAIRS AND MAINTENANCE 100 235060 VEHICLES - - - 100 TOTAL REPAIRS AND - - - MAINTENANCE 100 GENERAL EXPENDITURE OTHER 100 260570 DELEGATION COSTS 60 000 63 600 67 420 100 260830 ENTERTAINMENT 180 000 190 800 202 250 100 261290 EQUIPMENT AND FURNITURE 40 000 42 400 44 940 100 261500 LICENSES 55 120 58 430 61 940 100 261640 MEMBERSHIP FEE 1 272 000 1 348 320 1 429 220 100 262430 TRAVEL- AND SUBSISTENCE 950 000 1 007 000 1 067 420

313

ALLOWA 100 262500 YEAR END FUNCTION 90 000 95 400 101 120 100 263190 STATIONERY 20 000 21 200 22 470 100 263280 SUBSCR. FEES: 2 000 2 120 2 250 BOOKS/MAGAZINES 100 263340 TELEPHONE 445 200 471 910 500 220 100 VEHICLE AND EQUIPMENT COST 180 200 191 010 202 470 100 265100 LOSS ON DISPOSAL - - - 100 265120 ACTUARIAL LOSS - - - 100 62050 FAIR VALUE ADJUSTMENT - - - 100 TOTAL GENERAL EXPENDITURE 3 294 520 3 492 190 3 701 720

100 TOTAL OPERATING EXPENDITURE 9 663 100 10 242 880 10 857 450 100 OPERATING(SURPLUS)/DEFICIT 9 663 100 10 242 880 10 857 450

MUNICIPAL MANAGER Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 101 OPERATING REVENUE 101 OTHER REVENUE 101 60060 REFUND TELEPHONE (1 520) (1 610) (1 710) 101 TOTAL OTHER REVENUE (1 520) (1 610) (1 710) 101 TOTAL OPERATING REVENUE (1 520) (1 610) (1 710) 101 OPERATING EXPENDITURE 101 SALARIES AND WAGES 101 200010 SALARIES 3 993 040 4 232 620 4 486 580 101 200020 HOUSING SUBSIDY 9 000 9 540 10 110 101 200060 LEAVE BONUS 381 670 404 570 428 840 314

101 200090 LEAVE COMMUTATION 200 000 212 000 224 720 101 200140 OVERTIME 3 000 3 180 3 370 101 200200 TELEPHONE 58 800 62 330 66 070 101 200220 TRAVEL ALLOWANCE 716 730 759 730 805 310 101 TOTAL SALARIES AND WAGES 5 362 240 5 683 970 6 025 000 101 SOCIAL CONTRIBUTIONS 101 203010 GROUP INSURANCE 57 520 60 970 64 630 101 203020 MEDICAL AID CONTRIBUTION 199 580 211 550 224 240 101 203030 PENSIONFUND CONTRIBUTION 752 670 797 830 845 700 101 203040 U I F 12 500 13 250 14 050 101 203050 BARGANING COUNCIL 600 640 680 101 TOTAL SOCIAL CONTRIBUTIOND 1 022 870 1 084 240 1 149 300 101 DEPRECIATION 101 230010 DEPRECIATION 556 500 589 890 625 280 101 TOTAL DEPRECIATION 556 500 589 890 625 280 101 FINANCE COST 101 240001 FINANCE COST - - - 101 TOT. INT. EXPENSE - EXT.BORROW - - - 101 GENERAL EXPENDITURE OTHER 101 260570 DELEGATION COSTS 50 000 53 000 56 180 101 260830 ENTERTAINMENT 50 000 53 000 56 180 101 261290 EQUIPMENT AND FURNITURE 5 000 5 300 5 620 101 261640 MEMBERSHIP FEES 10 600 11 240 11 910 101 262310 STAFF WELFARE 60 000 63 600 67 420 101 262430 TRAVEL- AND SUBSISTENCE 200 000 212 000 224 720 ALLOWA 101 263190 STATIONERY 30 000 31 800 33 710 101 263280 SUBSCR. FEES: 2 000 2 120 2 250

315

BOOKS/MAGAZINES 101 263340 TELEPHONE 121 900 129 210 136 960 101 RELOCATION COST 101 265120 ACTUARIAL LOSS - - - 101 TOTAL GENERAL EXPENDITURE 529 500 561 270 594 950

101 TOTAL OPERATING EXPENDITURE 7 471 110.00 7 919 370.00 8 394 530.00 101 OPERATING(SURPLUS)/DEFICIT 7 469 590.00 7 917 760.00 8 392 820.00

SUPPLY CHAIN MANGEMENT Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 102 OPERATING REVENUE 102 INT.EARNED - EXTERNAL INVEST. 102 25010 INTEREST INVESTMENTS (11 130 000) (11 797 800) (12 505 670) 102 25020 BANK INTEREST CURRENT (3 816 000) (4 044 960) (4 287 660) ACCOUNT 102 TOTAL INT. EARNED EXT. INVEST. (14 946 000) (15 842 760) (16 793 330) 102 INT. EARNED - OUSTANDING DRS. 102 30010 INTEREST DEBTORS - - - 102 TOTAL INT. EARNED - OUTS. DRS. - - - 102 GRANTS AND SUBSIDIES 102 55020 EQUITABLE SHARE -11 400 000 -12 682 000 (13 785 000) 102 55090 REVENUE REPLACEMENT GRANT -271 006 000 -278 972 000 (286 516 000) 102 TOTAL GRANTS AND SUBSIDIES (282 406 000) (291 654 000) (300 301 000) 102 OTHER REVENUE 102 60030 DEPOSIT TENDERS (29 680) (31 460) (33 350)

316

102 60060 REFUND TELEPHONE (210) (220) (230) 102 60070 LGSETA INCOME (265 000) (280 900) (297 750) 102 60080 SUNDRY - - - 102 60100 RETENTION WRITTEN BACK - - - 102 60120 INCOME FROM ENTITIES - - - 102 TOTAL OTHER REVENUE (294 890) (312 580) (331 330) 102 TOTAL OPERATING REVENUE (297 646 890) (307 809 340) (317 425 660) 102 OPERATING EXPENDITURE 102 SALARIES AND WAGES 102 200010 SALARIES 2 430 940 2 576 800 2 731 410 102 200020 HOUSING SUBSIDY 25 120 26 630 28 230 102 200060 LEAVE BONUS 202 580 214 730 227 610 102 200090 LEAVE COMMUTATION 40 000 42 400 44 940 102 200140 OVERTIME 20 000 21 200 22 470 102 200200 TELEPHONE 12 000 12 720 13 480 102 200220 TRAVEL ALLOWANCE 235 460 249 590 264 570 102 TOTAL SALARIES AND WAGES 2 966 100 3 144 070 3 332 710 102 SOCIAL CONTRIBUTIONS 102 203010 GROUP INSURANCE 48 620 51 540 54 630 102 203020 MEDICAL AID CONTRIBUTION 168 470 178 580 189 290 102 203030 PENSIONFUND CONTRIBUTION 534 810 566 900 600 910 102 203040 U I F 14 030 14 870 15 760 102 203050 BARGANING COUNCIL 800 850 900 102 TOTAL SOCIAL CONTRIBUTIOND 766 730 812 740 861 490 102 DEPRECIATION 102 230010 DEPRECIATION 238 500 252 810 267 980 102 TOTAL DEPRECIATION 238 500 252 810 267 980 102 REPAIRS AND MAINTENANCE

317

102 235050 OFFICE EQUIPMENT 2 120 2 250 2 390 102 TOTAL REPAIRS AND 2 120 2 250 2 390 MAINTENANCE 102 INTEREST EXPENSE - EXT.BORROW. 102 240001 FINANCE COST - - - 102 TOT. INT. EXPENSE - EXT.BORROW - - - 102 GENERAL EXPENDITURE OTHER 102 260180 BANK COSTS 50 000 53 000 56 180 102 260190 BANKING SERVICE 45 000 47 700 50 560 102 260320 CFO FORUM 10 000 10 600 11 240 102 260570 DELEGATION COSTS 20 000 21 200 22 470 102 260830 ENTERTAINMENT 70 000 74 200 78 650 102 261290 EQUIPMENT AND FURNITURE 8 000 8 480 8 990 102 262140 POSTING, STAMPS & TELEGRAPHS 1 000 1 060 1 120 102 262270 RAILAGE / COURIER SERVICES 1 000 1 060 1 120 102 262430 TRAVEL- AND SUBSISTENCE 63 600 67 420 71 470 ALLOWA 102 263190 STATIONERY 47 700 50 560 53 590 102 263280 SUBSCR. FEES: 1 000 1 060 1 120 BOOKS/MAGAZINES 102 263340 TELEPHONE 222 600 235 960 250 120 102 TOTAL GENERAL EXPENDITURE 539 900 572 300 606 630

102 TOTAL OPERATING EXPENDITURE 4 513 350 4 784 170 5 071 200 102 OPERATING(SURPLUS)/DEFICIT (293 133 540) (303 025 170) (312 354 460)

HEALTH Department Account Description BUDGET BUDGET BUDGET 318

Code 2018/2019 2019/2020 2020/2021 103 OPERATING REVENUE 103 OTHER REVENUE 103 10010 HEALTH INCOME (424 000) (449 440) (476 410) 103 60060 REFUND TELEPHONE (2 120) (2 250) (2 390) 103 TOTAL OTHER REVENUE (426 120) (451 690) (478 800) 103 TOTAL OPERATING REVENUE (426 120) (451 690) (478 800) 103 OPERATING EXPENDITURE 103 SALARIES AND WAGES 103 200010 SALARIES 12 423 930 13 169 370 13 959 530 103 200020 HOUSING SUBSIDY 123 720 131 140 139 010 103 200060 LEAVE BONUS 1 035 330 1 097 450 1 163 300 103 200090 LEAVE COMMUTATION 200 000 212 000 224 720 103 200140 OVERTIME 20 000 21 200 22 470 103 200200 TELEPHONE 184 800 195 890 207 640 103 200220 TRAVEL ALLOWANCE 2 472 360 2 620 700 2 777 940 103 TOTAL SALARIES AND WAGES 16 460 140 17 447 750 18 494 610 103 SOCIAL CONTRIBUTIONS 103 203010 GROUP INSURANCE 241 880 256 390 271 770 103 203020 MEDICAL AID CONTRIBUTION 840 260 890 680 944 120 103 203030 PENSIONFUND CONTRIBUTION 2 516 550 2 667 540 2 827 590 103 203040 U I F 64 250 68 110 72 200 103 203050 BARGANING COUNCIL 3 260 3 460 3 670 103 TOTAL SOCIAL CONTRIBUTIOND 3 666 200 3 886 180 4 119 350 103 REPAIRS AND MAINTENANCE 103 235060 VEHICLES 31 800 33 710 35 730 103 TOTAL REPAIRS AND 31 800 33 710 35 730

319

MAINTENANCE 103 GENERAL EXPENDITURE OTHER 103 260570 DELEGATION COSTS 10 000 10 600 11 240 103 261290 EQUIPMENT AND FURNITURE 500 000 530 000 561 800 103 261640 MEMBERSHIP FEES 45 000 47 700 50 560 103 262140 POSTING, STAMPS & TELEGRAPHS 1 000 1 060 1 120 103 262300 REFRESHMENTS 15 000 15 900 16 850 103 262430 TRAVEL- AND SUBSISTENCE 900 000 954 000 1 011 240 ALLOWA 103 262540 RENTAL OFFICES 212 000 224 720 238 200 103 262920 SAMPLE TAKING 100 000 106 000 112 360 103 263190 STATIONERY 30 000 31 800 33 710 103 263340 TELEPHONE 46 640 49 440 52 410 103 263750 VEHICLE AND EQUIPMENT COST 74 200 78 650 83 370 103 TOTAL GENERAL EXPENDITURE 1 933 840 2 049 870 2 172 860

103 TOTAL OPERATING EXPENDITURE 22 091 980 23 417 510 24 822 550 103 OPERATING(SURPLUS)/DEFICIT 21 665 860 22 965 820 24 343 750

MUNICIPAL INFRASTRUCTURE Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 104 OPERATING REVENUE 104 GRANTS AND SUBSIDIES 104 55065 GRANT DWA -159 440 000 -309 631 000 (338 407 000) 104 55070 GRANT COGTA 0 0 - 104 55080 GRANT RURAL ROADS -2 314 000 -2 451 000 (25 930 000) 104 TOTAL GRANTS AND SUBSIDIES (161 754 000) (312 082 000) (364 337 000) 320

104 OTHER REVENUE 104 60060 REFUND TELEPHONE (6 150) (6 520) (6 910) 104 65010 RPOFIT ON DISPOSAL 104 TOTAL OTHER REVENUE (6 150) (6 520) (6 910) 104 TOTAL OPERATING REVENUE (161 760 150) (312 088 520) (364 343 910) 104 OPERATING EXPENDITURE 104 SALARIES AND WAGES 104 200010 SALARIES 4 703 580 4 985 790 5 284 940 104 200020 HOUSING SUBSIDY 40 700 43 140 45 730 104 200060 LEAVE BONUS 429 660 455 440 482 770 104 200090 LEAVE COMMUTATION 50 000 53 000 56 180 104 200140 OVERTIME 5 000 5 300 5 620 104 200200 TELEPHONE 82 800 87 770 93 040 104 200220 TRAVEL ALLOWANCE 690 350 731 770 775 680 104 TOTAL SALARIES AND WAGES 6 002 090 6 362 210 6 743 960 104 SOCIAL CONTRIBUTIONS 104 203010 GROUP INSURANCE 77 770 82 440 87 390 104 203020 MEDICAL AID CONTRIBUTION 25 190 26 700 28 300 104 203030 PENSIONFUND CONTRIBUTION 1 034 790 1 096 880 1 162 690 104 203040 U I F 19 640 20 820 22 070 104 203050 BARGANING COUNCIL 990 1 050 1 110 104 TOTAL SOCIAL CONTRIBUTIOND 1 158 380 1 227 890 1 301 560 104 DEPRECIATION 104 230010 DEPRECIATION 2 120 000 2 247 200 2 382 030 104 TOTAL DEPRECIATION 2 120 000 2 247 200 2 382 030 104 REPAIRS AND MAINTENANCE 104 235040 BUILDINGS 4 369 320 4 631 480 4 909 370 104 235050 OFFICE EQUIPMENT 1 060 1 120 1 190

321

104 235060 VEHICLES 169 600 179 780 190 570 104 235080 FLEET MAINTENANCE 4 000 000 4 240 000 4 494 400 104 TOTAL REPAIRS AND 8 539 980 9 052 380 9 595 530 MAINTENANCE 104 GENERAL EXPENDITURE OTHER 104 260570 DELEGATION COSTS 26 000 27 560 29 210 104 260830 ENTERTAINMENT 63 600 67 420 71 470 104 261290 EQUIPMENT AND FURNITURE 10 000 10 600 11 240 104 261640 MEMBERSHIP FEES 15 370 16 290 17 270 104 262270 RAILAGE / COURIER SERVICES 1 000 1 060 1 120 104 262430 TRAVEL- AND SUBSISTENCE 212 000 224 720 238 200 ALLOWA 104 263190 STATIONERY 20 000 21 200 22 470 104 263280 SUBSCR. FEES: 1 000 1 060 1 120 BOOKS/MAGAZINES 104 263340 TELEPHONE 137 800 146 070 154 830 104 263750 VEHICLE AND EQUIPMENT COST 339 200 359 550 381 120 104 265100 LOSS ON DISPOSAL - - - 104 TOTAL GENERAL EXPENDITURE 825 970 875 530 928 050

104 TOTAL OPERATING EXPENDITURE 18 646 420 19 765 210 20 951 130 104 OPERATING(SURPLUS)/DEFICIT (143 113 730) (292 323 310) (343 392 780)

PLANNING, DEVELOPMENT AND IMPLEMENTATION Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 105 OPERATING REVENUE 105 GRANTS AND SUBSIDIES 322

105 55040 GRANT - EPWP (3 872 000) (4 000 000) (4 000 000) 105 TOTAL GRANTS AND SUBSIDIES (3 872 000) (4 000 000) (4 000 000) 105 OTHER REVENUE 105 60060 REFUND TELEPHONE (4 240) (4 490) (4 760) 105 TOTAL OTHER REVENUE (4 240) (4 490) (4 760) 105 TOTAL OPERATING REVENUE (3 876 240) (4 004 490) (4 004 760) 105 OPERATING EXPENDITURE 105 SALARIES AND WAGES 105 200010 SALARIES 2 540 070 2 692 470 2 854 020 105 200020 HOUSING SUBSIDY 327 000 346 620 367 420 105 200060 LEAVE BONUS 211 680 224 380 237 840 105 200090 LEAVE COMMUTATION 40 000 42 400 44 940 105 200140 OVERTIME 30 000 31 800 33 710 105 200200 TELEPHONE 75 600 80 140 84 950 105 200220 TRAVEL ALLOWANCE 341 810 362 320 384 060 105 TOTAL SALARIES AND WAGES 3 566 160 3 780 130 4 006 940 105 SOCIAL CONTRIBUTIONS 105 203010 GROUP INSURANCE 50 810 53 860 57 090 105 203020 MEDICAL AID CONTRIBUTION 279 940 296 740 314 540 105 203030 PENSION 558 820 592 350 627 890 105 203040 U I F 21 420 22 710 24 070 105 203050 BARGANING COUNCIL 1 190 1 260 1 340 105 TOTAL SOCIAL CONTRIBUTIOND 912 180 966 920 1 024 930 105 DEPRECIATION 105 230010 DEPRECIATION 124 390 131 850 139 760 105 TOTAL DEPRECIATION 124 390 131 850 139 760 105 GENERAL EXPENDITURE OTHER 105 260570 DELEGATION COSTS 3 500 3 710 3 930

323

105 261290 EQUIPMENT AND FURNITURE 500 530 560 105 262270 RAILAGE / COURIER SERVICES 500 530 560 105 262430 TRAVEL- AND SUBSISTENCE 100 000 106 000 112 360 ALLOWA 105 263190 STATIONERY 2 000 2 120 2 250 105 263280 SUBSCR. FEES: 500 530 560 BOOKS/MAGAZINES 105 263340 TELEPHONE 68 900 73 030 77 410 105 TOTAL GENERAL EXPENDITURE 175 900 186 450 197 630

105 TOTAL OPERATING EXPENDITURE 4 778 630 5 065 350 5 369 260 105 OPERATING(SURPLUS)/DEFICIT 902 390 1 060 860 1 364 500

SPEAKER, CHIEF WHIP AND COUNCIL Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 106 OPERATING REVENUE 106 OPERATING EXPENDITURE 106 SALARIES AND WAGES 106 200010 SALARIES 4 871 870 5 164 180 5 474 030 106 200200 TELELEPHONE ALLOWANCE 525 600 557 140 590 570 106 200220 TRAVEL ALLOWANCE 1 726 940 1 830 560 1 940 390 106 TOTAL SALARIES AND WAGES 7 124 410 7 551 880 8 004 990 106 SOCIAL CONTRIBUTIONS 106 203020 MEDICAL AID CONTRIBUTION 87 590 92 850 98 420 106 203030 PENSION 555 710 589 050 624 390 106 TOTAL SOCIAL CONTRIBUTIOND 643 300 681 900 722 810 106 GENERAL EXPENDITURE OTHER 324

106 260520 COMMITTEE - BY LAWS & POLICIES 50 000 53 000 56 180 106 260530 COMMITTEES 50 000 53 000 56 180 106 260570 DELEGATION COSTS 60 000 63 600 67 420 106 260830 ENTERTAINMENT 600 000 636 000 674 160 106 261290 EQUIPMENT AND FURNITURE 10 000 10 600 11 240 106 262430 TRAVEL- AND SUBSISTENCE 1 250 000 1 325 000 1 404 500 ALLOWA 106 263190 STATIONERY 10 000 10 600 11 240 106 263280 SUBSCR. FEES: 5 000 5 300 5 620 BOOKS/MAGAZINES 106 263340 TELEPHONE 84 800 89 890 95 280 106 TOTAL GENERAL EXPENDITURE 2 119 800 2 246 990 2 381 820

106 TOTAL OPERATING EXPENDITURE 9 887 510 10 480 770 11 109 620 106 OPERATING(SURPLUS)/DEFICIT 9 887 510 10 480 770 11 109 620

FINANCE Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 107 OPERATING REVENUE - - - 107 OTHER REVENUE - - - 107 60060 REFUND TELEPHONE (5 720) (6 060) (6 420) 107 TOTAL OTHER REVENUE (5 720) (6 060) (6 420) 107 TOTAL OPERATING REVENUE (5 720) (6 060) (6 420) 107 OPERATING EXPENDITURE 107 SALARIES AND WAGES 107 200010 SALARIES 9 494 380 10 064 040 10 667 880 325

107 200020 HOUSING SUBSIDY 87 360 92 600 98 160 107 200060 LEAVE BONUS 885 760 938 910 995 240 107 200090 LEAVE COMMUTATION 200 000 212 000 224 720 107 200140 OVERTIME 80 000 84 800 89 890 107 200200 TELEPHONE 154 800 164 090 173 940 107 200220 TRAVEL ALLOWANCE 1 647 260 1 746 100 1 850 870 107 TOTAL SALARIES AND WAGES 12 549 560 13 302 540 14 100 700 107 SOCIAL CONTRIBUTIONS 107 203010 GROUP INSURANCE 184 290 195 350 207 070 107 203020 MEDICAL AID CONTRIBUTION 531 420 563 310 597 110 107 203030 PENSION 2 015 170 2 136 080 2 264 240 107 203040 U I F 39 050 41 390 43 870 107 203050 BARGANING COUNCIL 2 080 2 200 2 330 107 TOTAL SOCIAL CONTRIBUTIOND 2 772 010 2 938 330 3 114 620 107 DEPRECIATION 107 230010 DEPRECIATION 6 040 6 400 6 780 107 TOTAL DEPRECIATION 6 040 6 400 6 780 107 REPAIRS AND MAINTENANCE 107 235050 OFFICE EQUIPMENT 2 000 2 120 2 250 107 TOTAL REPAIRS AND 2 000 2 120 2 250 MAINTENANCE 107 GENERAL EXPENDITURE OTHER 107 260180 BANK COSTS 45 000 47 700 50 560 107 260570 DELEGATION COSTS 35 000 37 100 39 330 107 260830 ENTERTAINMENT 55 000 58 300 61 800 107 261260 INSURANCE 1 200 000 1 272 000 1 348 320 107 261290 EQUIPMENT AND FURNITURE 10 000 10 600 11 240 107 261640 MEMBERSHIP FEES 15 000 15 900 16 850

326

107 262140 POSTING, STAMPS & TELEGRAPHS - - - 107 262270 RAILAGE / COURIER SERVICES - - - 107 262430 TRAVEL- AND SUBSISTENCE 265 000 280 900 297 750 ALLOWA 107 263190 STATIONERY 60 000 63 600 67 420 107 263280 SUBSCR. FEES: 1 000 1 060 1 120 BOOKS/MAGAZINES 107 263340 TELEPHONE 95 400 101 120 107 190 107 TOTAL GENERAL EXPENDITURE 1 781 400 1 888 280 2 001 580

107 TOTAL OPERATING EXPENDITURE 17 111 010 18 137 670 19 225 930 107 OPERATING(SURPLUS)/DEFICIT 17 105 290 18 131 610 19 219 510

COMMUNITY & SOCIAL SERVICES Department Account Code Description BUDGET BUDGET BUDGET 2018/2019 2019/2020 2020/2021 108 OPERATING REVENUE 108 OTHER REVENUE 108 60060 REFUND TELEPHONE (2 330) (2 470) (2 620) 108 TOTAL OTHER REVENUE (2 330) (2 470) (2 620) 108 TOTAL OPERATING REVENUE (2 330) (2 470) (2 620) 108 OPERATING EXPENDITURE 108 SALARIES AND WAGES 108 200010 SALARIES 5 895 990 6 249 750 6 624 740 108 200020 HOUSING SUBSIDY 52 680 55 840 59 190 108 200060 LEAVE BONUS 586 730 621 930 659 250 108 200090 LEAVE COMMUTATION 50 000 53 000 56 180 108 200140 OVERTIME 45 000 47 700 50 560 108 200200 TELEPHONE 105 600 111 940 118 660 327

108 200220 TRAVEL ALLOWANCE 1 242 810 1 317 380 1 396 420 108 TOTAL SALARIES AND WAGES 7 978 810 8 457 540 8 965 000 108 SOCIAL CONTRIBUTIONS 108 203010 GROUP INSURANCE 101 870 107 980 114 460 108 203020 MEDICAL AID CONTRIBUTION 394 100 417 750 442 820 108 203030 PENSION 1 286 370 1 363 550 1 445 360 108 203040 UIF 28 570 30 280 32 100 108 203050 BARGANING COUNCIL 1 490 1 580 1 670 108 TOTAL SOCIAL CONTRIBUTIOND 1 812 400 1 921 140 2 036 410 108 DEPRECIATION 108 230010 DEPRECIATION 572 400 606 740 643 140 108 230020 IMPAIRMENT - - - 108 TOTAL DEPRECIATION 572 400 606 740 643 140 108 GENERAL EXPENDITURE OTHER 108 260570 DELEGATION COSTS 30 000 31 800 33 710 108 260830 ENTERTAINMENT 50 000 53 000 56 180 108 261290 EQUIPMENT AND FURNITURE 7 000 7 420 7 870 108 262270 RAILAGE / COURIER SERVICES 600 640 680 108 262430 TRAVEL- AND SUBSISTANCE 380 000 402 800 426 970 ALLOWA 108 263190 STATIONERY 12 000 12 720 13 480 108 263280 SUBSCR. FEES: 1 000 1 060 1 120 BOOKS/MAGAZINES 108 263340 TELEPHONE 55 120 58 430 61 940 108 265100 LOSS ON DISPOSAL 108 TOTAL GENERAL EXPENDITURE 535 720 567 870 601 950

108 TOTAL OPERATING EXPENDITURE 10 899 330 11 553 290 12 246 500

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108 OPERATING(SURPLUS)/DEFICIT 10 897 000 11 550 820 12 243 880

COMMUNICATION Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 109 OPERATING REVENUE 109 OTHER REVENUE 109 60060 REFUND TELEPHONE (2 540) (2 690) (2 850) 109 TOTAL OTHER REVENUE (2 540) (2 690) (2 850) 109 TOTAL OPERATING REVENUE (2 540) (2 690) (2 850) 109 OPERATING EXPENDITURE 109 SALARIES AND WAGES 109 200010 SALARIES 1 746 870 1 851 680 1 962 780 109 200020 HOUSING SUBSIDY 19 120 20 270 21 490 109 200060 LEAVE BONUS 145 580 154 310 163 570 109 200090 LEAVE COMMUTATION 10 000 10 600 11 240 109 200140 OVERTIME 80 000 84 800 89 890 109 200200 TELEPHONE 21 600 22 900 24 270 109 200220 TRAVEL ALLOWANCE 264 410 280 270 297 090 109 TOTAL SALARIES AND WAGES 2 287 580 2 424 830 2 570 330 109 SOCIAL CONTRIBUTIONS 109 203010 GROUP INSURANCE 34 940 37 040 39 260 109 203020 MEDICAL AID CONTRIBUTION 91 010 96 470 102 260 109 203030 PENSION 384 320 407 380 431 820 109 203040 UIF 8 930 9 470 10 040 109 203050 BARGANING COUNCIL 500 530 560 109 TOTAL SOCIAL CONTRIBUTIOND 519 700 550 890 583 940

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109 GENERAL EXPENDITURE OTHER 109 261290 EQUIPMENT AND FURNITURE 5 000 5 300 5 620 109 262270 RAILAGE / COURIER SERVICES 1 000 1 060 1 120 109 262430 TRAVEL- AND SUBSISTANCE 130 000 137 800 146 070 ALLOWA 109 263190 STATIONERY 2 500 2 650 2 810 109 263280 SUBSCR. FEES: 1 000 1 060 1 120 BOOKS/MAGAZINES 109 263340 TELEPHONE 84 800 89 890 95 280 109 TOTAL GENERAL EXPENDITURE 224 300 237 760 252 020

109 TOTAL OPERATING EXPENDITURE 3 031 580 3 213 480 3 406 290 109 OPERATING(SURPLUS)/DEFICIT 3 029 040 3 210 790 3 403 440

BUDGET & TREASURY Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 610 OPERATING REVENUE 610 GRANTS AND SUBSIDIES 610 55040 GRANT (1 000 000) (1 000 000) (1 000 000) 610 TOTAL GRANTS AND SUBSIDIES (1 000 000) (1 000 000) (1 000 000) 610 OTHER REVENUE 610 60060 TELEPHONE REFUND (150) (160) (170) 610 TOTAL OTHER REVENUE (150) (160) (170) 610 TOTAL OPERATING REVENUE (1 000 150) (1 000 160) (1 000 170) 610 OPERATING EXPENDITURE 610 SALARIES AND WAGES 610 200010 SALARIES 1 181 690 1 252 590 1 327 750 330

610 200020 HOUSING SUBSIDY 9 560 10 130 10 740 610 200060 LEAVE BONUS 98 480 104 390 110 650 610 200090 LEAVE COMMUTATION 40 000 42 400 44 940 610 200140 OVERTIME 50 000 53 000 56 180 610 200200 TELEPHONE 12 000 12 720 13 480 610 200220 TRAVEL ALLOWANCE 217 000 230 020 243 820 610 TOTAL SALARIES AND WAGES 1 608 730 1 705 250 1 807 560 610 SOCIAL CONTRIBUTIONS 610 203010 GROUP INSURANCE 12 650 13 410 14 210 610 203020 MEDICAL AID CONTRIBUTION 35 000 37 100 39 330 610 203030 PENSION FUND CONTRIBUTION 138 970 147 310 156 150 610 203040 U I F 7 750 8 220 8 710 610 203050 BARGANING COUNCIL 100 110 120 610 TOTAL SOCIAL CONTRIBUTIOND 194 470 206 150 218 520 610 GENERAL EXPENDITURE OTHER 610 262430 TRAVEL AND SUBSISTANCE 30 000 31 800 33 710 610 262990 SERVICE TRAINING 150 000 159 000 168 540 610 TOTAL GENERAL EXPENDITURE 180 000 190 800 202 250

610 TOTAL OPERATING EXPENDITURE 1 983 200 2 102 200 2 228 330 610 OPERATING(SURPLUS)/DEFICIT 983 050 1 102 040 1 228 160

IDP Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 620 OPERATING REVENUE 620 OTHER REVENUE

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620 60060 REFUND TELEPHONE (110) (120) (130) 620 TOTAL OTHER REVENUE (110) (120) (130) 620 TOTAL OPERATING REVENUE (110) (120) (130) 620 OPERATING EXPENDITURE 620 SALARIES AND WAGES 620 200010 SALARIES 791 490 838 980 889 320 620 200020 HOUSING SUBSIDY 6 000 6 360 6 740 620 200060 LEAVE BONUS 65 960 69 920 74 120 620 200090 LEAVE COMMUTATION 15 000 15 900 16 850 620 200200 TELEPHONE 12 000 12 720 13 480 620 200220 TRAVEL ALLOWANCE 80 000 84 800 89 890 620 TOTAL SALARIES AND WAGES 970 450 1 028 680 1 090 400 620 SOCIAL CONTRIBUTIONS 620 203010 GROUP INSURANCE 15 830 16 780 17 790 620 203020 MEDICAL AID 50 680 53 720 56 940 620 203030 PENSIONFUND CONTRIBUTION 174 130 184 580 195 650 620 203040 UIF 3 570 3 780 4 010 620 203050 BARGANING COUNCIL 200 210 220 620 TOTAL SOCIAL CONTRIBUTIOND 244 410 259 070 274 610 620 GENERAL EXPENDITURE OTHER 620 260060 ADVERTISEMENT 5 000 5 300 5 620 620 260510 COURIER SERV & POSTAGE 2 000 2 120 2 250 620 260850 ENTERTAINMENT 5 000 5 300 5 620 620 262430 TRAVEL & SUBSISTANCE 20 000 21 200 22 470 620 263200 STATIONERY 10 000 10 600 11 240 620 263340 TELEPHONE 79 500 84 270 89 330 620 TOTAL GENERAL EXPENDITURE 121 500 128 790 136 530

332

620 TOTAL OPERATING EXPENDITURE 1 336 360 1 416 540 1 501 540 620 OPERATING(SURPLUS)/DEFICIT 1 336 250 1 416 420 1 501 410

MSIG Department Account Description BUDGET BUDGET BUDGET Code 2018/2019 2019/2020 2020/2021 630 OPERATING REVENUE 630 GRANTS AND SUBSIDIES 630 55040 GRANT - - - 630 TOTAL GRANTS AND SUBSIDIES - - - 630 TOTAL OPERATING REVENUE - - - 630 OPERATING EXPENDITURE 630 GENERAL EXPENDITURE OTHER 630 262966 ENHANCEMENT IT SYSTEMS - - - 630 262971 AUDIT OUTCOMES - - - 630 TOTAL GENERAL EXPENDITURE - - -

630 TOTAL OPERATING EXPENDITURE - - - 630 OPERATING(SURPLUS)/DEFICIT - - -

Detail Budget Budget Budget 2018/2019 2019/2020 2020/2021

R R R Salaries and wages 126 124 360 133 691 780 141 713 340 Social Contributions 27 732 240 29 396 200 31 159 970 Councillor Allowances 13 632 790 14 450 760 15 317 800 Depreciation 21 219 130 22 492 270 23 841 790

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Repair and Maintenance 10 954 600 11 611 880 12 308 610 Finance Cost Contracted Services General Expenditure 50 659 150 53 698 690 56 920 670

Total 250 322 270 265 341 580 281 262 180

BUDGET BUDGET BUDGET 2018/2019 2019/2020 2020/2021 REVENUE Interest Investments (14 946 000) (15 842 760) (16 793 330) Total Grants & Subsidies (295 145 000) (305 605 000) (337 231 000) DWA Funding (159 440 000) (309 631 000) (338 407 000) Income from Tariffs (2 756 000) (2 921 (3 096 650) 360) Other Revenue (371 180) (393 (417 050) 450) Contribution accumulated Surplus (35 726 380) (22 492 270) (23 841 790) TOTAL REVENUE (508 384 560) (656 885 840) (719 786 820) EXPENDITURE Allocations to Municipalities 3 900 000 13 470 20 000 000 240 RBIG Allocations to Municipalities 159 440 000 309 631 000 338 407 000 Departmental Allocations 56 565 040 51 122 51 351 040 040 Admin of the Act 250 322 270 265 341 580 281 262 180 Capital Expenditure 38 157 250 14 516 9 050 000 865

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TOTAL EXPENDITURE 508 384 560 654 081 725 700 070 220 SURPLUS/( DEFICIT) - 2 804 19 716 600 115

Income (472 658 180) (634 393 570) (695 945 030) Operating expenditure 470 227 310 639 564 860 691 020 220

Grants paid 219 905 040 374 223 280 409 758 040

DEPARTMENTAL MM BUDGET BUDGET BUDGET 2018/2019 2019/2020 2020/2021 GRANTS TRANSFER PROMOTION OF THE DISTRICT/COMM 1 600 000 1 600 000 1 600 000 PMS WORKSHOPS 200 000 200 000 200 000 IDP - NEW AND UPDATE TOTAL DEPARTMENTAL MM 1 800 000 1 800 000 1 800 000

DEPARTMENTAL ITS BUDGET BUDGET BUDGET 2018/2019 2019/2020 2020/2021 DEPARTMENTAL ITS HIGHMAST LIGTE - COMMUNITY HALLS 2 500 000 1 000 000 1 000 000 POTHOLE REPAIR - ALSPHAT 8 000 000 3 000 000 3 000 000 POTHOLE REPAIR - Corporatives 1 000 000 HIRE OF EARTH MOVING EQUIPMENT VIP'S BOREHOLES 3 000 000 WATER CONSERVATION AND DEMAND MAN - 335

ASSESMENT OF BOREHOLES OF GSDM - DUE DILIGENT SECTION 78 OF MSA - TOTAL DEPARTMENTAL ITS 14 500 000 4 000 000 4 000 000

DESCRIPTION BUDGET BUDGET BUDGET 2018/2019 2019/2020 2020/2021 DEPARTMENTAL CORPORATE SERVICES BURSARIES 1 500 000 IT FOR THE REGION ISDG 5 553 000 6 500 000 6 000 000 TOTAL DEPARTMENTAL CORPORATE SERVICES 7 053 000 6 500 000 6 000 000

DESCRIPTION BUDGET BUDGET BUDGET 2018/2019 2019/2020 2020/2021 DEPARTMENTAL CSS

MUNICIPAL HEALTH 1 300 000 1 940 000 2 056 000

REG LIBRARY & INFORMATION SERV 500 000 848 000 899 000 SAMSRA GAMES DISASTER MANGEMENT 1 000 000 1 548 000 1 641 000 ENVIROMENTAL SERVICES 1 149 000 5 458 000 5 785 000 TOTAL DEPARTMENTAL CSS 3 949 000 9 794 000 10 381 000

Description BUDGET BUDGET BUDGET 2018/2019 2019/2020 2020/2021 DEPARTMENTAL FINANCE 336

EMERGENCY/CONTINGENCIES 500 000 500 000 500 000 OPERATION CLEAN AUDIT 1 000 000 1 000 000 1 000 000 TOTAL DEPARTMENTAL FINANCE 1 500 000 1 500 000 1 500 000

Description BUDGET BUDGET BUDGET 2018/2019 2019/2020 2020/2021 DEPARTMENTAL PLANNING REVENUE COLLECTION/DATA CLEANS 1 893 650 1 893 650 1 893 650 RURAL ROADS ASSET MAN SYSTEMS 2 314 000 2 451 000 2 593 000 TRADITIONAL AFFAIRS/PROJECTS 60 000 60 000 60 000 IDP - NEW AND UPDATE 350 000 350 000 350 000 LED, TOURISM AND AGRICULTURE 530 000 530 000 530 000 REGIONAL AIRPORT 1 700 000 1 700 000 1 700 000 REGIONAL AIRPORT (TRANFER DUTY) 300 000 PHEZUKOMKHONO - ALBERT LUTHULI 3 893 390 3 893 390 3 893 390 PHEZUKOMKHONO - MSUKALIGWA PHEZUKOMKHONO - GOVAN MBEKI PHEZUKOMKHONO - MKHONDO PHEZUKOMKHONO - LEKWA PHEZUKOMKHONO - DIPALESENG PHEZUKOMKHON - DR PIXLEY KA IS PHEZUKOMKHON0 GSDM 3 872 000 4 000 000 4 000 000 CO - OPERATIVES 500 000 800 000 800 000 MUNICIPAL PLANNING SECTOR PLAN 250 000 250 000 250 000 RURAL AND AGRI DEVELOPMENT 500 000 500 000 500 000 FEASIBILITY STUDY 500 000 750 000 750 000 TOTAL DEPARTMENTAL PLANNING 16 663 040 16 428 040 16 570 040

337

DESCRIPTION BUDGET BUDGET BUDGET 2018/2019 2019/2020 2020/2021 DEPARTMENTAL OFFICE EXECUTIVE MAYOR DONATIONS 500 000 500 000 500 000 MAYORAL EXCELLANCE AWARDS 300 000 400 000 400 000 CO-ORDINATION HIV AND AIDS 700 000 700 000 700 000 YOUTH DEVELOPMENT 2 000 000 2 000 000 2 000 000 WOMEN'S DEVELOPMENT CAPACITY 200 000 200 000 200 000 RELIGIOUS AFFAIRS(MORAL REGENA 100 000 100 000 100 000 OFFICE - RIGHTS OF THE CHILD 500 000 500 000 500 000 PEOPLE WITH DISABILITY 250 000 250 000 250 000 MAYORAL IMBIZO'S 1 000 000 1 000 000 1 000 000 CULTURAL FESTIVALS(DONATIONS) 650 000 650 000 650 000 CULTURE, SPORT & RECREATION 1 100 000 1 000 000 1 000 000 GSDM MARATHON - ANNUAL EVENT 600 000 600 000 600 000 TOTAL DEPARTMENTAL OFFICE EXECUTIVE MAYOR 7 900 000 7 900 000 7 900 000

Description BUDGET BUDGET BUDGET 2018/2019 2019/2020 2020/2021 DEPARTMENTAL OFFICE SPEAKER CAPACITY BUILDING 600 000 600 000 600 000 COMMUNITY PARTICIPATION 2 300 000 2 300 000 2 300 000 VOTERS EDUCATION - - TOTAL DEPARTMENTAL OFFICE SPEAKER 2 900 000 2 900 000 2 900 000

Description BUDGET BUDGET BUDGET 338

2018/2019 2019/2020 2020/2021 DEPARTMENTAL OFFICE CHIEF WHIP PROJECTS CHIEF WHIP 300 000 300 000 300 000 TOTAL DEPARTMENTAL OFFICE CHIEF WHIP 300 000 300 000 300 000

TOTAL 56 565 040 51 122 040 51 351 040

Description BUDGET BUDGET BUDGET ADJUSTMENT BUDGET 2018/2019 2019/2020 2020/2021 CAPITAL FURNITURE AND EQUIPMENT 1 000 000 1 000 000 1 000 000 COMPUTER EQUIPMENT 4 400 000 3 000 000 3 000 000 DISASTER CENTRE PIXLEY 21 000 000 4 666 865 - LAB EQUIPMENT 3 850 000 3 850 000 3 050 000 YELLOW FLEET - 1 000 000 1 000 000 DISASTER EQUIPMENT 1 500 000 FIELD TEST KITS 500 000 CSS VEHICLES (4X4) 700 000 CSS VEHICLES(SEDANS) 1 000 000 VEHICLES 1 000 000 1 000 000 1 000 000 339

JETPATCHER TRUCK 3 207 250 TOTAL 38 157 250 14 516 865 9 050 000

340