Greater Taung LM Fourth Generation Integrated Development Plan 1St

Greater Taung LM

Fourth Generation Integrated Development Plan 1st Review

Jul 2018 to Jun 2019

31 May 2018

Greater Taung LM

CONTACT DETAILS

Private Bag X1048 Main Street Taung 8580

The Mayor: Kgosi N Motlhabane (053) 994 9600

The Municipal Manager: Katlego Gabanakgosi (053) 994 9400

Enquiries: Spatial Development Manager: [email protected] Steyn de Jager (053) 994 9400

T A B L E O F C O N T E N T S

1. EXECUTIVE SUMMARY ...... 5 2. INTRODUCTION ...... 6 2.1. ABBREVIATIONS: ...... 6 3. THE PLANNING PROCESS...... 7 3.1. PROCESS PLAN ...... 7 3.2. IDP: INSTITUTIONAL ARRANGEMENTS, ROLES AND RESPONSIBILITIES: ...... 7 3.2.1. THE MUNICIPAL COUNCIL: ...... 7 3.2.2. THE MAYOR: ...... 7 3.2.3. THE IDP REPRESENTATIVE FORUM: ...... 7 3.2.4. THE PORTFOLIO COMMITTEES (PROJECT TASK TEAMS)...... 7 3.2.5. THE WARD COUNCILLORS & WARD COMMITTEES: ...... 7 3.2.6. THE COMMUNITY DEVELOPMENT WORKERS: ...... 8 3.2.7. THE MUNICIPAL MANAGER: ...... 8 3.2.8. SPATIAL PLANNING MANAGER: ...... 8 3.2.9. THE IDP COORDINATOR: ...... 8 3.2.10. THE PMS UNIT: ...... 8 3.2.11. THE COMMUNICATIONS OFFICER: ...... 8 3.2.12. MANAGEMENT COMMITTEE (SENIOR MANAGEMENT MEETINGS) ...... 9 3.2.13. THE BUDGET STEERING COMMITTEE:...... 9 3.2.14. OTHER ROLE PLAYERS WILL BE: ...... 9 3.3. COMMUNITY BASED PLANNING ...... 10 4. ANALYSIS OF THE STATUS QUO OF GTLM ...... 22 4.1. DYNAMIC DEMOGRAPHIC PROFILE OF GTLM ...... 22 5. OBJECTIVES AND STRATEGIES ...... 36 5.1. GTLM - POWERS AND FUNCTIONS ...... 36 5.2. VISION, MISSION & VALUES ...... 42 5.1. STRATEGIC PLANNING SESSION ...... 43 5.2. STRATEGIC OBJECTIVES ...... 56 6. INTEGRATED PROGRAMMES ...... 58 6.1. INTRODUCTION TO INTEGRATED PROGRAMMES ...... 58 6.2. SUMMARY - STATUS OF INTEGRATED PROGRAMMES ...... 59 6.3. INSTITUTIONAL CLUSTER ...... 60 6.3.1. ORGANIZATIONAL STRUCTURE ...... 62 6.3.2. GTLM - DEPARTMENTS ...... 62 6.3.3. DEPARTMENT – MUNICIPAL MANAGER ...... 63 6.3.4. DEPARTMENT – CORPORATE SERVICES ...... 64 6.3.5. DEPARTMENT – INFRASTRUCTURE DEVELOPMENT ...... 65 6.3.6. DEPARTMENT – SPATIAL PLANNING & HUMAN SETTLEMENT ...... 67 6.3.7. DEPARTMENT – FINANCE ...... 68 6.3.8. DEPARTMENT – COMMUNITY SOCIAL SERVICES ...... 69 6.3.9. POLITICAL OFFICE ...... 71 6.3.10. POLICIES ADOPTED BY GTLM ...... 72 6.3.11. EMPLOYMENT EQUITY PLAN (EEP) ...... 73 6.3.12. OCCUPATIONAL HEALTH AND SAFETY PLAN ...... 74 3 6.3.13. EMPLOYEE WELLNESS PROGRAMME...... 75 6.3.14. SKILLS DEVELOPMENT PLAN ...... 75 6.4. FINANCIAL CLUSTER ...... 76 6.4.1. BUDGET SUMMARY - SCHEDULE A1 ...... 76 6.4.2. REVENUE & EXPENDITURE BY FUNCTIONAL CLASSIFICATION - SCHEDULE A2 ...... 80 6.4.3. REVENUE & EXPENDITURE BY VOTE - SCHEDULE A3 ...... 82 6.4.4. OPERATIONAL BUDGET BY SERVICE – SCHEDULE A4 ...... 83 6.4.5. MTEF – SCHEDULE A5 (5 YEAR CAPITAL INVESTMENT) ...... 86 6.4.1. MIG PROJECTS – OUTER YEARS ...... 87 6.4.2. MAINTENANCE BUDGET...... 89 6.4.3. BUDGET LINK TO STRATEGIC OBJECTIVES – SCHEDULE SA4 TO SA6 ...... 90 6.4.4. BUDGETED MONTHLY REVENUE AND EXPENDITURE BY SOURCE – SCHEDULE SA25: ...... 93 6.5. SPATIAL PERSPECTIVE ...... 95 6.5.1. SPATIAL DEVELOPMENT FRAMEWORK (SDF)...... 95 6.5.2. LAND USE MANAGEMENT SCHEME ...... 97 6.5.3. INTEGRATED ENVIRONMENTAL MANAGEMENT PLAN AND PROGRAMME ...... 98 6.5.4. TAUNG PRECINCT PLAN ...... 99 6.6. INFRASTRUCTURE CLUSTER ...... 101 6.6.1. WATER SERVICES DEVELOPMENT PLAN AND PROGRAMME (WSDP) ...... 101 6.6.2. INTEGRATED WASTE MANAGEMENT PLAN AND PROGRAMME (IWMP) ...... 101 6.6.3. INTEGRATED TRANSPORT PLAN AND PROGRAMME (ITP)...... 101 6.7. SOCIAL CLUSTER ...... 101 6.7.1. INTEGRATED POVERTY REDUCTION AND GENDER EQUITY PLAN AND PROGRAMME ...... 101 6.7.2. DISASTER MANAGEMENT PLAN ...... 101 6.7.3. INTEGRATED HIV/AIDS PLAN AND PROGRAMME ...... 101 6.8. ECONOMIC CLUSTER ...... 102 6.8.1. GREATER TAUNG LOCAL ECONOMIC DEVELOPMENT STRATEGY ...... 102 7. PROJECT REGISTER ...... 103 7.1. GTLM MIG PROJECTS...... 103 7.1. GTLM - DRAFT TOP LAYER SDBIP ...... 104 7.2. DR RUTH S MOMPATI DISTRICT MUNICIPALITY ...... 142 7.3. ESKOM AND DME ...... 144 7.4. DEPARTMENT OF RURAL DEVELOPMENT AND HUMAN SETTLEMENT ...... 146 7.5. DEPARTMENT OF PUBLIC WORKS & ROADS ...... 148 7.6. DEPARTMENT OF SOCIAL DEVELOPMENT...... 148 7.7. SASSA ...... 155 8. PERFORMANCE MANAGEMENT ...... 160 9. CONSULTATION AND APPROVAL PHASE ...... 204 9.1. CONSULTATION AND PUBLIC PARTICIPATION ...... 204 9.2. APPROVAL BY GTLM ...... 204 9.3. SUBMISSION AND PUBLICATION OF THE IDP ...... 204 10. CONCLUSION ...... 204

1. EXECUTIVE SUMMARY

This Integrated Development Plan has been drafted with the purpose to review the 2017/22 five year IDP that was approved during May 2017.

Ward Councillors and Ward Committees consulted the communities through a comprehensive CBP consultation process which included:

 Ninety Two Ward Consultation Meetings were held and were attended by approximately 4,714 delegates from different stakeholders.

 Ward Councillors were also requested to confirm the developmental priorities of each village to ensure a credible IDP owned by communities.

The main challenge of planning and development in GTLM is still to balance and spread the limited resources to all corners of the municipality taking into account:

 the basic services backlog;  investment in areas were rates and taxes are charged;  limited financial resources and vastness of the area;  high capital cost of road infrastructure which is the number one priority sector;  urban sprawl and the impact there-off on the cost of service reticulation;  the implementation of National and Provincial objectives;  the implementation of GTLM’s Spatial Development Framework and Precinct Plan and stimulation of LED initiatives and catalysts.

GTLM also seek to facilitate development initiatives with the Traditional Authorities and there- for ensured that representatives did form part of the Strategic Planning Session of GTLM.

GTLM is looking forward to build on a good relationship with the Traditional Authorities and to work towards a common goal of an improved socio-economic environment in GTLM.

The institutional arrangements of GTLM are place to ensure that GTLM can fulfil its obligation with regard to Basic Service Delivery. It must how-ever be mentioned that institutional and administrative gaps were identified during the Strategic Planning session that was held on the 19 to 21 of February 2018 and that these gaps will be addressed within the scope of available resources, organizational structure IDP and SDBIP.

Like in previous year’s, it was again a challenge to prepare a balanced budget that will address the needs on all levels of the GTLM society, this scenario creates conflict between the principle of taking services to the people and considering economy of scale.

A meeting was held between The North-West Provincial Legislature and GTLM on the 09th of March 2018 as part of the oversight role of The NW Legislature where GTLM did took note of the input that was given by the delegates to improve on the content of the IDP as well as to focus on Economic Development as a high priority especially in areas like the Taung Dam and Revitalization of small “dorpies” like Reivilo. It was also highlighted that the housing issues, ownership security and the municipal demarcation must be addressed as a matter of urgency.

2. INTRODUCTION

2.1. ABBREVIATIONS:

The following abbreviations used in the IDP are terms and language that is commonly used by officials at Local Government level to refer to certain documentations or processes for the sake of quicker communication:

Institutions CoGTA Department Of Cooperative Governance And Traditional Affairs DDLG&TA Department Of Developmental Local Government And Traditional Affairs DrRSMDM Dr Ruth S Mompati District Municipality GTLM Greater Taung Local Municipality NT National Treasury PT Provincial Treasury NWPG North West Provincial Government SPATIAL CBD Central Business District GIS Geographical Information System Legislation DoRA Division of Revenue Act MStructA Municipal Structures Act MSysA Municipal Systems Act MFMA Municipal Finance Management Act SPLUMA Spatial Planning and Land Use Management Act Strategic Documents and Programmes CWP Community Works Programme EEP Employment Equity Plan EMP Environmental Management Plan EPWP Expanded Public Works Programme IDP Integrated Development Plan ITP Integrated Transport Plan IWMP Integrated Waste Management Plan LED Local Economic Development LUMS Land Use Management Scheme NDP National Development Plan PMS Performance Management System SDBIP Service Delivery and Budget Implementation Plan SDF Spatial Development Framework WSDP Water Services Development Plan WSP Workplace Skills Plan Programme in the Office of The Premier VTSD Village, Town & Small Dorpie Development in the North West Province RRR Rebrand, Reposition and Renewal Programme RHR Reconciliation, Healing and Renewal Programme MSCOA Municipal Standard Chart of Accounts GRANTS FMG Finance Management Grant RBIG Rural Bulk Infrastructure Grant RHIG Rural Housing Infrastructure Grant GRAP General Recognized Accounting Practices MIG Municipal Infrastructure Grant

3. THE PLANNING PROCESS

3.1. PROCESS PLAN

The IDP and Budget Process Plan were approved with Council Resolution Number CR46/2017 on the 22nd of September 2017.

3.2. IDP: INSTITUTIONAL ARRANGEMENTS, ROLES AND RESPONSIBILITIES:

3.2.1.THE MUNICIPAL COUNCIL:

 Herewith and as part of this IDP Processes and Resolutions, resolve to Delegate the development of the IDP to The Municipal Manager.  Considers and adopt the IDP process plan.  Responsible for the adoption of the Draft and Final IDP & Budget.

3.2.2.THE MAYOR:

 Will chair the IDP Representative Forum meetings and ensure compliance to legislation with regard to all IDP & PMS processes.  Table all relevant documentation as legislated to Council, where applicable to take notice and where applicable to be approved.

3.2.3.THE IDP REPRESENTATIVE FORUM:

 Will be chaired by the Mayor,  Form a structured link between the municipality and representatives of the public.  Represent the interests of various constituencies in the IDP review process.  Provide a means to transfer and clarify information between all the stakeholder representatives including the municipality.  Provide an organizational mechanism for discussion, negotiation and decision-making between the stakeholders and municipality.  Coordination and alignment in planning and service delivery.  Monitor the performance of the planning and implementation process.  Consider and discuss all recommendations and input from the IDP & Budget Steering Committee and Performance presentations of Directors.  Recommend the Draft and Final IDP through Exco to Council for approval.

3.2.4.THE PORTFOLIO COMMITTEES (PROJECT TASK TEAMS)

 Will be part of Project Task Teams relevant to the sector and the portfolio for technical assistance on programmes and projects.  Co-opt resource persons to serve on the PTTs.  Consider input from Senior Management and/or Management Committee.  Give input to the Budget Steering Committee wrt Priority CBP Issues, Objectives, Strategies, Performance Indicators, Programmes & Projects with budget allocation for implementation.

3.2.5.THE WARD COUNCILLORS & WARD COMMITTEES:

 Facilitate identification and conceptualization of community needs and compile Ward Plans.  Will be the key-role-players to communicate all information to the communities, to ensure that all needs and issues will be included in the IDP Document.  Oversight role on Programme and Project implementation.

3.2.6.THE COMMUNITY DEVELOPMENT WORKERS:

 Assist Ward Councillors with coordination of the CBP Process, gathering of baseline information and compilation of Ward Plans.

3.2.7.THE MUNICIPAL MANAGER:

 Will chair the IDP Management Committee.  Will ensure compliance, as delegated in the Delegation Framework, with regard to all relevant IDP and PMS regulations and legislation.

3.2.8.SPATIAL PLANNING MANAGER:

 Responsible for the preparation of the Process Plan.  Will manage and co-ordinate the IDP Process.  Consolidate all relevant input from Ward Plans and Other Stakeholder input.  Do research that will inform the IDP.  Responsible for the daily coordination of the planning process and day to day activities.  Ensure that the planning process involves all relevant role players, is strategic and implementation focused.  Ensure proper documentation.  Adjust the IDP in accordance with MEC’s and AG’s comments.  Compile the Draft and Final IDP.

3.2.9.THE IDP COORDINATOR:

 Will assist the Spatial Development Manager to make all arrangements necessary to comply with the IDP process plan, including research and Community Participation.  Will work together with the Political Support Staff to ensure compliance w.r.t. Community Participation, Imbizos and Publications.  Will draft and consolidate all reports relevant to community participation processes.  Will assist the Spatial Development Manager or the Manager responsible for development of the IDP with administrative and logistical arrangements.

3.2.10. THE PMS UNIT:

 Will ensure the development of “SMART” Objectives and Performance Measures to be included in the IDP.  Will ensure the Draft Top-Layer SDBIP is included in the IDP.  Will assist the Spatial Development Manager to ensure alignment between the IDP & Performance Measures.

3.2.11. THE COMMUNICATIONS OFFICER:

 Will coordinate and ensure communication to the general public as required by legislation.  Will ensure the publication of all documentation as required by legislation.

3.2.12. MANAGEMENT COMMITTEE (SENIOR MANAGEMENT MEETINGS)

Will be chaired by the Municipal Manager, and consist of senior officials who will take responsibility for and assist in:

 the drafting of the process plan;  do research and analysis on status quo information;  the Portfolio Committee (PTT) to formulate objectives, strategies and performance indicators to be finally discussed at the IDP Rep Forum;  provision of relevant sector information;  provision of budget information;  prepare and integrate programmes & project proposals as determined by the PTT;  development of Core Components of the IDP as legislated;  development of Integrated Sector, Financial and Other Programmes and Plans as determined in the IDP methodology;  preparing the Top Layer SDBIP and Technical SDBIPS;  signing of all Performance and Contract related documents;  preparation of all Performance Related documents and reports as required by The Performance Regulations, PMS Framework and relevant legislation;  present to the IDP Rep Forum the past performance of the directorate as well as the Top Layer SDBIP with measurable Key Performance Indicators for the new financial year.

3.2.13. THE BUDGET STEERING COMMITTEE:

 Will be chaired by Mayor and consist of Party Representatives and management.  Will consider and discuss the input received from all stakeholders.  Will prepare recommendations to Exco.

3.2.14. OTHER ROLE PLAYERS WILL BE:

 Provincial Departments (will be engaged at district level).  Dr Ruth S Mompati District Municipality  Traditional Leaders.  Service Agencies.  Consultants.  NGO & CBOs.

3.3. COMMUNITY BASED PLANNING

GTLM, again, went the extra mile to ensure that communities participate in the facilitation process, and so doing, allow communities to own the development priorities in their respective wards and villages. A total of 92 CBP meetings were held and 4,714 residents attended these meetings.

This was done through the Community Based Planning Methodology that runs parallel with the IDP Processes as well as the gathering of information through provincial initiatives.

The priorities of the current CBP were confirmed by the Ward Councillors to ensure that Sector Planning and Programmes are based on the priorities as determined by the communities.

Communities were advised to review their priorities but not to “re-invent the wheel”. This approach is important to ensure consistency in planning that will address identified priority issues in the short and long term.

It is important to note that administration needs to gather information and record the needs to ensure effective forward planning there for a clear distinction must be made between the needs and the bankable projects.

The following Table reflects the CBP consultative meetings that were held in GTLM:

COMMENT BY IDP WARD VILLAGE DATE VENUE ATTENDANCE Office 1 Lykso 18.10.2017 Lykso 50 1 Qhoo 23.10.2017 Steel structure 47 Meeting were held but attendance 1 Reivilo 18.10.2017 Boipelo Community Hall register is still outstanding 1 Vaaltein 20.10.2017 Valtyn 78 2 Khaukhwe 12.02.2018 Khaukhwe 60 2 Ntswanahatshe 12.02.2018 Ntswanahatshe 41 2 Moretele 12.02.2018 Moretele Kgotla 23 3 Loselong 10.10.2017 Kgotla 48 3 Matlapaneng 16.10.2017 Kgotla 38 3 Mase 11.10.2017 Kgotla 78 No meeting report 3 Choseng was submitted 3 Sedibeng 23.10.2017 Kgotla 43 3 Karelstad 16.10.2017 Kgotla 47 4 Pompong&Lohatlheng 16.11.2017 Tribal 103 Ratshid/Matsuakeng&Siting 4 25.10.2017 Tshimologo Methodist Church 53 Polar 5 Matlhako 1,2 &Pudumoe 30.10.2017 Matlhako Community Hall 112 6 Cokonyane 14.11.2017 Cokonyane Comm Hall 33 6 Khibicwane ext 20.06.2017 Sports Ground 47 6 Mogopela A 24.07.2017 Mogopela A Primary 58 6 Mogopela B 08.11.2017 Morwalela Primary 32 6 Myra 10.10.2017 Myra Kgotla 105 7 Ditompong 22.11.2017 Ditompong 58 7 Leshobo 23.11.2017 Leshobo 103 7 Ntokwe 21.11.2017 Ntokwe 67

10 COMMENT BY IDP WARD VILLAGE DATE VENUE ATTENDANCE Office 8 Diretsaneng/Takaneng 21.09.2017 kgotla 88 8 Ext 6&7 14.03.2017 park nd mankurwane 213 8 Gasebuso 21.11.2017 kgotla 28 8 Letlhapong 16.02.2017 letlhapong 36 8 Lokgabeng 21.11.2017 kgotla Meeting were held but minutes and 8 Rooiwal attendance register were not submitted Meeting were held 8 Extension 4 16.11.2017 depot hall but attendance is still outstanding Priorities were submitted with the Ward Plan but 9 Buxton minutes and attendance registers were not submitted Priorities were submitted with the Ward Plan but 9 Thomeng minutes and attendance registers were not submitted Priorities were submitted with the Ward Plan but 9 Tlapeng minutes and attendance registers were not submitted Priorities were submitted with the Ward Plan but 9 Marotaneng minutes and attendance registers were not submitted Priorities were submitted with the Ward Plan but 9 Mocweding minutes and attendance registers were not submitted Priorities were submitted with the Ward Plan but 9 Buxton minutes and attendance registers were not submitted

11 COMMENT BY IDP WARD VILLAGE DATE VENUE ATTENDANCE Office Priorities were submitted with the Ward Plan but 9 Dryhoek minutes and attendance registers were not submitted Priorities were submitted with the Ward Plan but 9 Tamasikwa minutes and attendance registers were not submitted 10 Cokonyane 14.11.2017 Kgotla/Comm Hall 49 10 Hellenspan 26.07.2017 Hellenspan 36 10 Madibaneng 11.10.2017 Kgotla 23 10 Mamashokwane 20.09.2017 Mamashokwane 113 10 Modimong 30.08.2017 Kgotla 45 10 Pache 25.10.2017 Pache 63 10 Setlhabeng(Moseja) 10.10.2017 Setlhabeng 31 11 Khibicwane 22.10.2017 Kgotla ya Rra Kasienyane 55 11 Lokaleng 04.11.2017 Boareng Middle school 30 12 Lethwanyeng 05.09.2017 Kgotla 16 12 Manokwane Central &Kuaneng 08.02.2018 Manokwane 37 12 Matolong 11.09.2017 Matolong Crech 24 12 Nhole 13.09.2017 Kgotla 73 12 Ratompe 13.12.2017 Garatompe 27 13 Blekkies 15.08.2017 Blekkies 49 13 Chiefscourt 07.08.2017 Chiefscourt 81 13 Ditshilong One 17.08.2017 Ditshilong 52 13 Ditshilong Two 17.08.2018 Ditshilong 61 13 Nommer One 03.08.2017 Nommer One 69 13 Kgatlheng 07.08.2017 Kgatlheng 51 13 Veertien 16.08.2017 Veertien 93 13 Extension 5&Pinagare 03.08.2017 Ext 5 54 14 Kolong/Randstad 09.11.2017 Kolong Kgotla 56 14 Makwating 09.11.2017 Makwating Kgotla 26 14 Manthe 12.10.2017 Manthe White Hall 71 14 RDP 10.08.2017 Seodi Park 51 15 Khudutlou 26.10.2017 Kgotla 45 15 Molelema 22.11.2017 Community hall 89 16 Morokweng 20.09.2017 Kgotla 73 Meeting were held but the attendance 16 Dikhuting 20.11.2017 Boikutlo Primary register was not submitted 16 Gamokake 14.09.2017 GaMokake 10 16 Graspan 19.09.2017 Kgotla 47 Meetings were held but 16 Longaneng 17.11.2017 SASSA Office attendance registers could not be submitted 16 Picong 27.11.2017 Picong Primary 68 16 Magogong 14.09.2017 Kgotla 24 16 Mothanthanyaneng 09.09.2017 Gobopamang Primary 16 12 COMMENT BY IDP WARD VILLAGE DATE VENUE ATTENDANCE Office 17 Bogosing Etxension 11.10.2017 Bogosing Ext 62 17 Gamoduana 13.10.2017 Gamoduana 58 17 Magogong Clinic 25.10.2017 Magogong Tribal/Roma 43 17 Magogong Roma 25.10.2017 Magogong Roma 20 17 Maphoitsile 18.10.2017 Maphoitsile Tribal hall 15 Minutes were submitted but 18 Diplankeng&Dipitshing 13.08.2017 Dipitshing Community hall without the attendance registers 19 Lower Majeakgoro 24.09.2017 Community hall 46 19 Upper Majeakgoro 20.08.2017 Upper Majeakgoro 37 20 Ikageng 18.10.2017 Ikageng 35 20 Kameelput 17.10.2017 Kameelput 43 20 Kgomotso 16.10.2017 Kgomotso 59 20 Losasaneng 17.10.2017 Losasaneng 52 20 Madithamaga 16.10.2017 Madithamaga 44 20 Thotatau 18.10.2017 Thotatau 39 No meeting report 21 Rietfontein was submitted No meeting report 21 Sekhing that was submitted No meeting report 21 Seoding that was submitted 22 Gataote 11.12.2017 Gataote Community Hall 43 22 Madipelesa 41 22 Mammutla 11.12.2017 Mammutla Community Hall 78 22 Shaleng 13.12.2017 Shaleng Community Hall 105 23 Kokomeng 25.09.2017 Kokomeng SASSA 100 23 Matsheng 26.09.2017 Matsheng Kgotla 120 23 Tlapeng 1 27.10.2017 Tlapeng 1 37 23 Tlapeng 2 30.10.2017 Kgotla 31 24 Itireleng 06.11.2017 Itireleng 45 24 Majaneng 12.11.2017 Majaneng 45 24 Mokasa 1 10.01.2018 Sedibeng Office 38 24 Mokasa 2 30.01.2018 Mokasa 2 43 24 Takapori 10.11.2017 Takapori 38 TOTAL 92 4,714

13 The Table and Graph below reflects the number of times that a sector was listed under the top three priorities. This gives an indication of the most important sectors or issues that need to be addressed in the IDP and SDBIPs and for which resources must be allocated to ensure that the most important priorities of the communities are addressed.

The information as reflected on the consolidated CBP Analysis is crucial to inform the Project Phase and the planning of the Project Task Teams of GTLM, The Dr Ruth S Mompati District Municipality, Parastatals and The Provincial Sector Departments to ensure resources are focused on the needs as identified by the communities.

Number of Times that a Sector was mentioned in the CBP:

CBP PRIORITY SECTORS 1 ROAD INFRASTRUCTURE 93 2 WATER 60 4 AREA LIGHTING 59 3 HOUSING 47 5 WARD BUILDINGS 43 7 LED 17 8 EDUCATION 11 6 ELECTRICITY 11 10 RECREATION 7 9 HEALTH 6 11 SANITATION 3 12 LAND 0 13 SAFETY & SECURITY 1 14 CEMETERIES 0 TOTAL 358

CBP PRIORITIES - Nu OF TIMES LISTED 0 10 20 30 40 50 60 70 80 90 100

ROAD INFRASTRUCTURE WATER AREA LIGHTING HOUSING WARD BUILDINGS LED EDUCATION ELECTRICITY RECREATION HEALTH SANITATION LAND SAFETY & SECURITY CEMETERIES

14 The following Table is a list reflecting the 3 highest priority needs as identified by the community of each village:

GTLM - CBP PRIORITIES Prio Ward Village Sector Priority Input Received From Wards Nu

R&L 1 Boipelo 1 Housing Housing R&L 1 Boipelo 2 LED LED R&L 1 Boipelo 3 Recreation Recreational facilities R&L 1 Lykso 1 Housing Housing R&L 1 Lykso 2 Water Water & Sanitation R&L 1 Lykso 3 LED LED R&L 1 Qhoo 1 Road Infrastructure Road & Storm water R&L 1 Qhoo 2 Area Lighting High Mast Lights R&L 1 Qhoo 3 Health Clinic R&L 1 Reivilo 1 Electricity Metering & Accounts R&L 1 Reivilo 2 Road Infrastructure Roads & Storm Water R&L 1 Reivilo 3 Housing Housing Development (Disaster Houses) R&L 1 Vaaltyn 1 Ward Buildings Community Hall/Complex R&L 1 Vaaltyn 2 Road Infrastructure Road & Storm water R&L 1 Vaaltyn 3 LED LED 3 2 Dryharts (Station) 1 Road Infrastructure Paving 3 2 Dryharts (Station) 2 Housing Housing 3 2 Dryharts (Station) 3 Area Lighting High Mast Lights 3 2 Khaukhwe 1 Housing Housing Construction of 3km road from Moretele to 3 2 Khaukhwe 2 Road Infrastructure Maganeng 3 2 Khaukhwe 3 Ward Buildings Community Hall Construction of 9km road from Moretele to 3 2 Maganeng 1 Road Infrastructure Maganeng 3 2 Maganeng 2 Housing Housing 3 2 Maganeng 3 Recreation Sports facilities 3 2 Moretele 1 Water Water reticulation 3 2 Moretele 2 Ward Buildings Community Hall 3 2 Moretele 3 Area Lighting High Mast Lights 3 2 Ntswanahatshe 1 Ward Buildings Community Hall 3 2 Ntswanahatshe 2 Housing Housing 3 2 Ntswanahatshe 3 Road Infrastructure Roads 4 3 Choseng 1 Education New crèche 4 3 Choseng 2 Housing Housing Additional classrooms at Choseng middle 4 3 Choseng 3 Education school 4 3 Karelstad 1 Road Infrastructure Road/Storm water 4 3 Karelstad 2 Area Lighting High Mast Lights 4 3 Karelstad 3 Ward Buildings Community Hall 4 3 Loselong 1 Ward Buildings Community Hall 4 3 Loselong 2 Water Water 4 3 Loselong 3 Area Lighting High Mast Lights 4 3 Mase 1 Road Infrastructure Roads 4 3 Mase 2 Ward Buildings Community Hall 4 3 Mase 3 Area Lighting High Mast Lights 4 3 Matlapaneng 1 Road Infrastructure Roads (D201) 4 3 Matlapaneng 2 Housing Housing 4 3 Matlapaneng 3 LED LED 4 3 Sedibeng 1 Electricity Electricity 4 3 Sedibeng 2 Housing Housing 4 3 Sedibeng 3 Water Water 3 4 Lohatlheng 1 Road Infrastructure Roads 3 4 Lohatlheng 2 Housing Housing 3 4 Lohatlheng 3 LED LED 15 GTLM - CBP PRIORITIES Prio Ward Village Sector Priority Input Received From Wards Nu 3 4 Myra Sitting Pollar 1 Road Infrastructure Roads 3 4 Myra Sitting Pollar 2 Health Health 3 4 Myra Sitting Pollar 3 Housing Housing 3 4 Pompong 1 Road Infrastructure Roads 3 4 Pompong 2 Housing Housing 3 4 Pompong 3 LED LED 3 4 Ratshidi/Matsuakeng 1 Road Infrastructure Roads 3 4 Ratshidi/Matsuakeng 2 Housing Housing 3 4 Ratshidi/Matsuakeng 3 Area Lighting High Mast Lights P 5 Matlhako I 1 Road Infrastructure Roads Infrastructure P 5 Matlhako I 2 Water Water(Ext of standpipes P 5 Matlhako I 3 Housing Housing P 5 Matlhako II 1 Water Water(Ext of standpipes P 5 Matlhako II 2 Road Infrastructure Internal roads P 5 Matlhako II 3 Housing Housing P 5 Pudimoe 1 Road Infrastructure Road Infrastructure (Paving) P 5 Pudimoe 2 Housing Housing P 5 Pudimoe 3 Recreation Recreational facilities 3 6 Cokonyane 1 Road Infrastructure Roads & Storm water drainage 3 6 Cokonyane 2 Electricity Electricity 3 6 Cokonyane 3 Housing Housing 3 6 Khibicwane Ext 1 Water Water 3 6 Khibicwane Ext 2 Electricity Electricity 3 6 Khibicwane Ext 3 Road Infrastructure Storm water & Bridge 3 6 Mogopela A 1 Housing Housing 3 6 Mogopela A 2 Road Infrastructure Road & Storm water 3 6 Mogopela A 3 Electricity Electricity 3 6 Mogopela B 1 Housing Housing 3 6 Mogopela B 2 Road Infrastructure Roads & Storm Water 3 6 Mogopela B 3 Electricity Electricity 3 6 Myra 1 Water Water 3 6 Myra 2 Electricity Connections/Infills 3 6 Myra 3 Housing Housing 4 7 Ditompong 2 Area Lighting High Mast Lights 4 7 Ditompong 3 Housing Housing 4 7 Ditompong 1 Ward Buildings Community Hall 4 7 Leshobo/Matlhababa 1 Road Infrastructure Road Infrastructure 4 7 Leshobo/Matlhababa 2 Ward Buildings Community Hall 4 7 Leshobo/Matlhababa 3 Area Lighting High Mast Lights 4 7 Ntokwe 1 Housing Housing 4 7 Ntokwe 3 Area Lighting High Mast Lights 4 7 Ntokwe 2 Ward Buildings Community Hall 5 8 Diretsang 1 Road Infrastructure Roads & Storm water 5 8 Diretsang 2 Area Lighting High Mast Lights 5 8 Diretsang 3 Water Water & Sanitation 5 8 Gasebuso 1 Water Water & Sanitation 5 8 Gasebuso 2 Ward Buildings Community Hall 5 8 Gasebuso 3 Housing Housing 5 8 Letlhapong 2 Area Lighting High Mast Lights 5 8 Letlhapong 3 Road Infrastructure Roads &Storm Water 5 8 Letlhapong 1 Water Water 5 8 Lokgabeng 1 Area Lighting High Mast Lights 5 8 Lokgabeng 2 Road Infrastructure Roads & Storm Water drainage 5 8 Lokgabeng 3 Water Water & Sanitation 5 8 Rooiwal 1 Road Infrastructure Roads & Storm Water 5 8 Rooiwal 2 Water Water 5 8 Rooiwal 3 Road Infrastructure Bridge 5 8 Takaneng 1 Road Infrastructure Roads & Storm Water

16 GTLM - CBP PRIORITIES Prio Ward Village Sector Priority Input Received From Wards Nu 5 8 Takaneng 2 Water Water & Sanitation 5 8 Takaneng 3 Road Infrastructure Bridge T 8 Taung Ext 4 (Depot) 1 Recreation Park T 8 Taung Ext 4 (Depot) 2 LED LED T 8 Taung Ext 4 (Depot) 3 Area Lighting High Mast Lights T 8 Taung Ext 6 2 Area Lighting High Mast Lights T 8 Taung Ext 7 2 Road Infrastructure Roads & Storm Water T 8 Taung Ext 7 3 4 9 Buxton 1 Ward Buildings Community Hall 4 9 Buxton 2 Housing RDP Houses 4 9 Buxton 3 Road Infrastructure Access road 4 9 Dryhoek 1 Road Infrastructure Access bridge 4 9 Dryhoek 2 Recreation Sports complex 4 9 Dryhoek 3 Ward Buildings Community Hall 4 9 Marotaneng 1 Road Infrastructure D201(Pampierstad to Mokasa 2) 4 9 Marotaneng 2 Ward Buildings Community Hall 4 9 Marotaneng 3 Education Library 4 9 Motsweding 1 Road Infrastructure D201(Pampierstad t0 Mokasa 2) 4 9 Motsweding 2 Housing RDP Houses 4 9 Motsweding 3 Education Library Road from Buxton to Reivilo road Via 4 9 Tamasikwa 1 Road Infrastructure Takananeng 4 9 Tamasikwa 2 Ward Buildings Community Hall 4 9 Tamasikwa 3 Water Water 4 9 Thomeng 1 Water Water 4 9 Thomeng 2 Education Scholar transport 4 9 Thomeng 3 Education ECD Crèche 4 9 Tlapeng 1 Area Lighting High Mast Lights 4 9 Tlapeng 2 Ward Buildings Community Hall 4 9 Tlapeng 3 Road Infrastructure Paving Access Road & Bridge 5 10 Cokonyane (Dishenting) 1 Road Infrastructure Internal roads 5 10 Cokonyane (Dishenting) 2 Area Lighting High Mast Lights 5 10 Cokonyane (Dishenting) 3 Electricity Infills 5 10 Hellenspan 1 Water Water 5 10 Hellenspan 2 LED LED (Boresetse) 5 10 Hellenspan 3 Housing Housing 5 10 Madibaneng 1 Area Lighting High Mast Lights 5 10 Madibaneng 2 LED LED(Food gardening) 5 10 Madibaneng 3 Housing Housing 5 10 Mamashokwane 1 Road Infrastructure Roads 5 10 Mamashokwane 2 Road Infrastructure Connector road 5 10 Mamashokwane 3 Electricity Electricity 5 10 Modimong 1 Road Infrastructure Roads 5 10 Modimong 2 Electricity Infills 5 10 Modimong 3 Water Water 5 10 Phache 1 Road Infrastructure Internal roads 5 10 Phache 2 Water Ext of standpipes 5 10 Phache 3 Housing Housing 5 10 Setlhabeng 1 Area Lighting High Mast Lights 5 10 Setlhabeng 2 Road Infrastructure Road 5 10 Setlhabeng 3 Water Water 5 11 Khibicwane 1 Water Water 5 11 Khibicwane 2 Road Infrastructure Road & Bridge 5 11 Khibicwane 3 Area Lighting High Mast Lights 5 11 Lokaleng 1 Water Standpipes 5 11 Lokaleng 2 Area Lighting High Mast Lights 5 11 Lokaleng 3 Road Infrastructure Roads 5 11 Lokaleng Ext/Machonisa 1 Area Lighting High Mast Lights

17 GTLM - CBP PRIORITIES Prio Ward Village Sector Priority Input Received From Wards Nu 5 11 Lokaleng Ext/Machonisa 2 Road Infrastructure Roads 5 11 Lokaleng Ext/Machonisa 3 Water Water 5 12 Lethwanyeng 1 Water Water 5 12 Lethwanyeng 2 Road Infrastructure Road(Pavement) 5 12 Lethwanyeng 3 Ward Buildings Community Hall 5 12 Manokwane 1 Road Infrastructure Roads 5 12 Manokwane 2 Water Water 5 12 Manokwane 3 Ward Buildings Community Hall 5 12 Matolong 1 Road Infrastructure Roads & Storm Water 5 12 Matolong 2 Water Water(Ext of standpipes 5 12 Matolong 3 Housing Housing 5 12 Nhole 1 Road Infrastructure Roads 5 12 Nhole 2 Water Water 5 12 Nhole 3 Ward Buildings Community Hall 5 13 Blekkies 1 Water Water 5 13 Blekkies 2 Road Infrastructure Road Infrastructure 5 13 Blekkies 3 Housing Housing 5 13 Chiefscourt 1 Road Infrastructure Roads 5 13 Chiefscourt 2 Water Water 5 13 Chiefscourt 3 LED Job creation 5 13 Ditshilong 1 1 Road Infrastructure Roads 5 13 Ditshilong 1 2 Water Water 5 13 Ditshilong 1 3 LED LED 5 13 Ditshilong 2 1 Electricity Electricity/Ext 5 13 Ditshilong 2 2 Water Water reticulation 5 13 Ditshilong 2 3 Housing Housing 5 13 Kgatleng 1 Road Infrastructure Road from Baphuduhutswana to Church 5 13 Kgatleng 2 LED Job creation 5 13 Kgatleng 3 Sanitation Sanitation 5 13 Nommer 1 1 Water Water 5 13 Nommer 1 2 Road Infrastructure Roads 5 13 Nommer 1 3 Housing Housing T 13 Taung Ext 5 1 Water Water reticulation T 13 Taung Ext 5 2 Area Lighting High mast lights T 13 Taung Ext 5 3 Road Infrastructure Roads & Storm Water T 13 Taung Ext 6 1 Road Infrastructure Roads T 13 Taung Ext 6 3 T 13 Taung Ext 7 1 Water Water reticulation 5 13 Veertien 1 Road Infrastructure Roads 5 13 Veertien 2 Water Water 5 13 Veertien 3 LED LED 2 14 Kolong/Randstad 1 Ward Buildings Community Hall 2 14 Kolong/Randstad 2 Area Lighting High Mast Lights 2 14 Kolong/Randstad 3 Road Infrastructure Access road from Matharise 2 14 Makwating 2 Road Infrastructure Internal roads 2 14 Makwating 3 Housing Housing 2 14 Makwating 1 Area Lighting High Mast Lights 2 14 Manthe 1 Water Ext of standpipes 2 14 Manthe 2 Road Infrastructure Internal roads & Storm Water 2 14 Manthe 3 Safety & Security Police station 2 14 RDP Houses 1 Road Infrastructure Roads & Storm Water 2 14 RDP Houses 2 Area Lighting High Mast Lights 2 14 RDP Houses 3 LED LED 2 15 Khudutlou 1 Ward Buildings Community Hall 2 15 Khudutlou 2 Housing Housing 2 15 Khudutlou 3 Area Lighting High Mast Lights 2 15 Molelema 1 Road Infrastructure Paving 2 15 Molelema 2 Housing Housing

18 GTLM - CBP PRIORITIES Prio Ward Village Sector Priority Input Received From Wards Nu 2 15 Molelema 3 Area Lighting High Mast Lights 2 16 Dikhuting 1 Water Water 2 16 Dikhuting 2 Road Infrastructure Roads 2 16 Dikhuting 3 LED Community Projects 2 16 GaMokake 3 LED Community Projects 2 16 GaMokake 1 Ward Buildings Community Hall 2 16 GaMokake 2 Road Infrastructure Roads 2 16 Graspan 1 Water Water 2 16 Graspan 2 Road Infrastructure Roads Infrastructure 2 16 Graspan 3 Ward Buildings Community Hall 2 16 Longaneng 2 Road Infrastructure Roads & Storm Water drainage 2 16 Longaneng 3 Recreation Sports facilities 2 16 Longaneng 1 Ward Buildings Community Hall 2 16 Magogong 1 Water Water 2 16 Magogong 2 Housing Housing 2 16 Magogong 3 Ward Buildings Community Hall 2 16 Morokweng 1 Ward Buildings Community Hall 2 16 Morokweng 2 Housing Housing 2 16 Morokweng 3 Road Infrastructure Roads & Storm Water 2 16 Mothanthanyaneng 1 Ward Buildings Community Hall 2 16 Mothanthanyaneng 2 Road Infrastructure Road from Manthe to Mothanthanyaneng 2 16 Mothanthanyaneng 3 Water Water(Ext of standpipes 2 16 Picong 1 Road Infrastructure Tar road from Mothanthanyaneng to Manthe 2 16 Picong 2 Water Water 2 16 Picong 3 Area Lighting High Mast Lights 4 17 Bogosieng Ext 1 Water Yard connections(Water) 4 17 Bogosieng Ext 2 Area Lighting High Mast Lights 4 17 Bogosieng Ext 3 Road Infrastructure Roads & Storm Water 4 17 Ga-Moduana 1 Ward Buildings Community Hall 4 17 Ga-Moduana 2 Road Infrastructure Roads & Storm Water 4 17 Ga-Moduana 3 Water Water 4 17 Magogong Clinic 1 Water Water 4 17 Magogong Clinic 2 LED LED 4 17 Magogong Clinic 3 Ward Buildings Community Hall 4 17 Magogong Roma 1 Ward Buildings Community Hall 4 17 Magogong Roma 2 Area Lighting High Mast Lights 4 17 Magogong Roma 3 Road Infrastructure Access road 4 17 Maphoitsile 1 Water Water 4 17 Maphoitsile 2 Health Health facilities(Nurses home 4 17 Maphoitsile 3 Area Lighting High Mast Lights 4 18 Dipitshing 1 Water Water 4 18 Dipitshing 2 Area Lighting High Mast Lights 4 18 Dipitshing 3 Housing Housing 4 18 Diplankeng 1 Road Infrastructure Sewerage 4 18 Diplankeng 2 Housing Housing 4 18 Diplankeng 3 Area Lighting High Mast Lights 4 18 Diplankeng Ext 1 1 Housing Housing 4 18 Diplankeng Ext 1 2 Water Water 4 18 Diplankeng Ext 1 3 Area Lighting High Mast Lights 4 18 Diplankeng Ext 2 1 Housing Housing 4 18 Diplankeng Ext 2 2 Water Water 4 18 Diplankeng Ext 2 3 Area Lighting High Mast Lights 4 18 Diplankeng Ext 3 1 Area Lighting High Mast Lights 4 18 Diplankeng Ext 3 2 Housing Housing 4 18 Diplankeng Ext 3 3 Water Water 4 18 Modutung 1 Water Water 4 18 Modutung 2 Housing Housing 4 18 Modutung 3 Road Infrastructure Storm Water &bridge

19 GTLM - CBP PRIORITIES Prio Ward Village Sector Priority Input Received From Wards Nu 4 18 Sebatleng (Modutung) 1 Water Water 4 18 Sebatleng (Modutung) 2 Health Health Care 4 18 Sebatleng (Modutung) 3 Road Infrastructure Roads 1 19 Lower Majeakgoro 1 Area Lighting High Mast Lights 1 19 Lower Majeakgoro 2 Water Water 1 19 Lower Majeakgoro 3 Health Ext of Clinic 1 19 Upper Majeakgoro 1 Road Infrastructure Roads 1 19 Upper Majeakgoro 2 Area Lighting High Mast Lights 1 19 Upper Majeakgoro 3 Sanitation Sanitation at RDP 1 20 Ikageng 1 Road Infrastructure Road Infrastructure 1 20 Ikageng 2 Area Lighting Area lighting 1 20 Ikageng 3 Sanitation Sanitation 1 20 Kameelputs 1 Water Water riticulation 1 20 Kameelputs 2 Ward Buildings Community Hall 1 20 Kameelputs 3 Area Lighting High Mast Lights 1 20 Kgomotso 1 Education Educational Facilities 1 20 Kgomotso 2 Water Water riticulation 1 20 Kgomotso 3 Ward Buildings Community Hall 1 20 Losasaneng 1 Water Water riticulation 1 20 Losasaneng 2 Education Educational facilities 1 20 Losasaneng 3 Area Lighting High Mast Lights 1 20 Madithamaga 1 Area Lighting High Mast Lights 1 20 Madithamaga 2 Health Health services 1 20 Madithamaga 3 Water Water riticulation 1 20 Thota-ya-tau 1 Ward Buildings Community Hall 1 20 Thota-ya-tau 2 Area Lighting Area lighting 1 20 Thota-ya-tau 3 Recreation Park 1 21 Rietfontein 1 Road Infrastructure Roads & Storm Water 1 21 Rietfontein 2 Area Lighting High Mast Lights 1 21 Rietfontein 3 Ward Buildings Community Hall 1 21 Sekhing 1 Area Lighting High Mast Lights 1 21 Sekhing 2 Road Infrastructure Roads & Storm Water 1 21 Sekhing 3 Education Library 1 21 Seoding 1 Housing Housing 1 21 Seoding 2 Area Lighting High Mast Lights 1 21 Seoding 3 Road Infrastructure Roads & Storm Water 1 22 Gataote 1 Road Infrastructure 5KM paving 1 22 Gataote 2 Area Lighting High Mast Lights 1 22 Gataote 3 Education Library 1 22 Madipelesa 1 Road Infrastructure Connector road from Madipelesa to Sekhing 1 22 Madipelesa 2 Area Lighting High Mast Lights 1 22 Madipelesa 3 Ward Buildings Community Hall 1 22 Mammutla 2 Water ext of stand pipes (Water) 1 22 Mammutla 1 Area Lighting High Mast Lights 1 22 Mammutla 3 Education Library 1 22 Shaleng 1 Road Infrastructure 3KM paving 1 22 Shaleng 2 Area Lighting High Mast Lights 1 22 Shaleng 3 Road Infrastructure Access road 2 23 Kokomeng 1 Housing Housing 2 23 Kokomeng 2 Area Lighting High Mast Lights 2 23 Kokomeng 3 Ward Buildings Community Hall 2 23 Matsheng 1 Area Lighting High Mast Lights 2 23 Matsheng 2 Water Ext of standpipes 2 23 Matsheng 3 Road Infrastructure Moseja access bridge 2 23 Tlapeng 1 1 Ward Buildings Community Hall 2 23 Tlapeng 1 2 Road Infrastructure Roads 2 23 Tlapeng 1 3 Water Ext of standpipes 2 23 Tlapeng 2 1 Road Infrastructure Roads(Paving)

20 GTLM - CBP PRIORITIES Prio Ward Village Sector Priority Input Received From Wards Nu 2 23 Tlapeng 2 2 Water Ext of standpipes 2 23 Tlapeng 2 3 Housing Housing 4 24 Itireleng 1 Road Infrastructure Roads & Storm Water 4 24 Itireleng 2 Area Lighting High Mast Lights 4 24 Itireleng 3 Ward Buildings Community Hall 4 24 Majaneng 1 Ward Buildings Community Hall 4 24 Majaneng 2 Road Infrastructure Access road 4 24 Majaneng 3 Area Lighting High Mast Lights 4 24 Mokasa 1 1 Road Infrastructure Roads Infrastructure 4 24 Mokasa 1 2 Ward Buildings Community Hall 4 24 Mokasa 1 3 Area Lighting High Mast Lights 4 24 Mokasa 2 1 Ward Buildings Community Hall 4 24 Mokasa 2 2 Area Lighting High Mast Lights 4 24 Mokasa 2 3 Road Infrastructure Access road 4 24 Mokgareng 1 Ward Buildings Community Hall 4 24 Mokgareng 2 Area Lighting High Mast Lights 4 24 Mokgareng 3 Road Infrastructure Roads & Storm Water 4 24 Takapori 1 Ward Buildings Community Hall 4 24 Takapori 2 Area Lighting High Mast Lights 4 24 Takapori 3 Road Infrastructure Roads

TOTAL LISTED 358

4. ANALYSIS OF THE STATUS QUO OF GTLM

The information in this section is an analysis of the Socio-Economic & Dynamic Demographic Profile of GTLM based on the latest available census data.

4.1. DYNAMIC DEMOGRAPHIC PROFILE OF GTLM

Locality of GTLM in the Northwest Province and Dr Ruth S Mompati DM:

Spatial Overview of GTLM:

22 Census Data:

The latest Census Data as gathered during 2011 and released during 2013; indicated that the GTLM population has declined from 214,765 to 177,642 people and now represents 38,3% of the district population.

Population distribution and density of GTLM:

The households have on the other hand increased from 42,953 to 48,454 meaning that the numbers of residents per household are now at 3.66 people per household. The Dr Ruth S Mompati DM population is currently standing at 463,815 people. The unemployment rate is currently estimated to be at 49.8%. The percentage of people residing in rural areas of GTLM is currently about 90%. The grading of the municipality is grade 3 for Councillors and Officials.

The Census Data was adjusted after the 2016 Community Survey and the following information was released that is relevant to GTLM:

The following Tables reflect the access to basic services released by STATSSA on the 16th August 2013 which can be used as a baseline for planning and performance measures:

Population Age Group Count Gender Count 00-04 20,303 Male 23,790 05-09 19,715 Female 22,378 10-14 17,295 Total 46,168 15-19 20,417

20-24 17,041 25-29 13,437 Gender Percentage 30-34 10,899 Male 52 35-39 7,612 Female 48 40-44 6,444 Total 100 45-49 6,185 50-54 5,574 55-59 5,356 60-64 4,987 Age of Household Head 65+ 12,563 Count Total 167,827 0-17 years 643 18 - 35 11,817

Population Age Group Percentage 36 - 64 22,901 00-04 12 65 + 10,808 05-09 12 Total 46,168 10-14 10 15-19 12 20-24 10 Age of Household Head 25-29 8 Percentage 30-34 6 0-17 years 1 35-39 5 18 - 35 26 40-44 4 36 - 64 50 45-49 4 65 + 23 50-54 3 Total 100 55-59 3 60-64 3 65+ 7 Total 100

Population Gender Count Male 77855 Female 89972 Total 167827

Population Gender Percentge Male 46 Female 54 Total 100

Highest level of Education Population Count Source of Drinking Water No schooling 31,741 (GTLM) Percentage Primary Education 62,264 Piped (tap) water inside the Secondary Education 48,384 dwelling/house 5.0 Grade 12/Standard 10/Form Piped (tap) water inside yard 12.0 5/Matric/NCV Level 4/ Occupational Piped water on community stand - certificate NQF Level 3 18,700 Distance Not Measured 77.0 N4-N6 800 Borehole in the yard 3.0 N1-N3 471 Rain-water tank in yard 0.0 Post Matric Qualifications 3,184 Neighbours tap 1.0 Certificate with less than Grade Water-carrier/tanker 1.0 12/Std 10 159 Borehole outside the yard 1.0 Other - Unspecified 2,124 Flowing water/stream/river 0.0 Total 167,827 Well 0.0

Spring 0.0 Highest level of Education Percentage Other 0.0 Total 100.0 No schooling 19

Primary Education 37 Secondary Education 29 Access to Electricity Grade 12/Standard 10/Form Count 5/Matric/NCV Level 4/ Occupational In-house conventional meter 1,828 certificate NQF Level 3 11 In-house prepaid meter 41,330 N4-N6 0 Connected to other source which N1-N3 0 household pays for (e.g. con 147 Post Matric Qualifications 2 Connected to other source which household is not paying for Certificate with less than Grade 60 12/Std 10 0 Generator 5 Other - Unspecified 1 Solar home system 6 Total 100 Battery - Other 54 No access to electricity 2,738 Total 46,168 Main Source of Drinking Water (GTLM) Count

Piped (tap) water inside the Access to Electricity Percentage dwelling/house 2,111 In-house conventional meter 4 Piped (tap) water inside yard 5,662 In-house prepaid meter 90 Piped water on community stand - Connected to other source which Distance Not Measured 35,371 household pays for (e.g. con 0 Borehole in the yard 1,476 Connected to other source which household is not paying for Rain-water tank in yard 28 0 Generator Neighbours tap 487 0 Solar home system Water-carrier/tanker 287 0 Battery Borehole outside the yard 391 - Other Flowing water/stream/river 77 0 No access to electricity Well 54 6 Total Spring 27 100 Other 197 Total 46,168

Energy for Cooking Count Energy for Heating Space Count Electricity from mains 38,816 Electricity from mains 26446 Other source of electricity (e.g. Other source of electricity (e.g. generator; generator; etc.) 11 etc.) 29 Gas 489 Gas 264 Paraffin 905 Paraffin 438 Wood 4,518 Wood 10,118 Coal 18 Coal 44 Animal dung 13 Animal dung 25 Solar - Solar 18 Other 87 Other 585 None 1,311 None 8,169 Unspecified - Unspecified 33 Total 46168 Total 46,168

Energy for Cooking Percentage Energy for Heating Space Percentage Electricity from mains 84 Electricity from mains 57 Other source of electricity (e.g. Other source of electricity (e.g. generator; generator; etc.) 0 etc.) 0 Gas 1 Gas 1 Paraffin 2 Paraffin 1 Wood 10 Wood 22 Coal 0 Coal 0 Animal dung 0 Animal dung 0 Solar - Solar 0 Other 0 Other 1 None 3 None 18 Unspecified - Unspecified 0 Total 100 Total 100

Energy for Lighting Count Electricity from mains 42,806 Other source of electricity (e.g. generator; etc.) 52 Gas 20 Paraffin 296 Candles 2,701 Solar 13 Other 52 None 200 Unspecified 28 Total 46,168

Energy for Lighting Percentage Electricity from mains 93 Other source of electricity (e.g. generator; etc.) 0 Gas 0 Paraffin 1 Candles 6 Solar 0 Other 0 None 0 Unspecified 0 Total 100 26

Type of Toilet Facility Count Refuse Removal Count Flush toilet connected to a public Removed by local authority/private sewerage system 3,663 company/community members at least once Flush toilet connected to a septic tank or a week 2,389 conservancy tank 452 Removed by local authority/private Chemical toilet 350 company/community members less often than once a week 272 Pit latrine/toilet with ventilation pipe 31,194 Communal refuse dump Pit latrine/toilet without ventilation pipe 7,186 1,183 Ecological toilet (e.g. urine diversion; Communal container/central collection point enviroloo; etc.) 34 50 Own refuse dump Bucket toilet (collected by municipality) - 39,972 Dump or leave rubbish anywhere (no Bucket toilet (emptied by household) 34 rubbish disposal) 1,920 Other 170 Other 381 None 3,086 Total 46,168 Total 46,168

Type of Toilet Facility Percentage Refuse Removal Percentage Flush toilet connected to a public Removed by local authority/private sewerage system 8 company/community members at least once Flush toilet connected to a septic tank or a week 5 conservancy tank 1 Removed by local authority/private Chemical toilet 1 company/community members less often than once a week Pit latrine/toilet with ventilation pipe 68 1 Communal refuse dump Pit latrine/toilet without ventilation pipe 16 3 Ecological toilet (e.g. urine diversion; Communal container/central collection point enviroloo; etc.) 0 0 Own refuse dump Bucket toilet (collected by municipality) - 87 Bucket toilet (emptied by household) 0 Dump or leave rubbish anywhere (no rubbish disposal) 4 Other 0 Other 1 None 7 Total 100 Total 100

Type of Dwelling Count Difficulty Facing Municipality Count Formal dwelling/house or Lack of safe and reliable water supply 9,571 brick/concrete block structure on a 39,904 Cost of water 1,056 Traditional dwelling/hut/structure Lack of reliable electricity supply 1,278 made of traditional mater 1,730 Cost of electricity 2,479 Flat or apartment in a block of flats 18 Inadequate sanitation/sewerage/toilet Cluster house in complex - services 1,297 Townhouse (semi-detached house Inadequate refuse/waste removal 82 in a complex) 17 Inadequate housing 2,270 Semi-detached house 146 Inadequate roads 7,267 Formal dwelling/house/flat/room in Inadequate street lights backyard 1,375 2,083 Lack of/inadequate employment Informal dwelling/shack in backyard 1,215 opportunities 12,246 Informal dwelling/shack not in Lack of/inadequate educational backyard (e.g. in an informal 922 facilities 361 Room/flatlet on a property or larger Violence and crime dwelling/servants quart 240 1,412 Drug abuse Caravan/tent 21 395 Alcohol abuse Other 569 304 Gangsterism Unspecified 11 46 Total 46,168 Lack of/inadequate parks and recreational area 100

Type of Dwelling Lack of/inadequate healthcare services Percentage 1,327 Formal dwelling/house or Lack of/inadequate public transport 344 brick/concrete block structure on a 86 Corruption 279 Traditional dwelling/hut/structure Other made of traditional mater 4 483 None Flat or apartment in a block of flats 0 1,490 Unspecified Cluster house in complex - - Townhouse (semi-detached house Total 46,168 in a complex) 0 Semi-detached house 0 Formal dwelling/house/flat/room in backyard 3 Informal dwelling/shack in backyard 3 Informal dwelling/shack not in backyard (e.g. in an informal 2 Room/flatlet on a property or larger dwelling/servants quart 1 Caravan/tent 0 Other 1 Unspecified 0 Total 100

28 The following Tables reflect the Population Group and Gender by Age released by STATSSA on the 16th August 2017:

Age Black African Coloured Indian or Asian Male Female Total Male Female Total Male Female Total

0 - 4 11342 11145 22487 100 99 199 10 12 22 5 - 9 10646 10556 21203 85 82 168 7 6 13 10 - 14 10004 9248 19252 81 89 170 10 3 13 15 - 19 10108 9547 19656 94 78 172 12 7 20 20 - 24 7120 7558 14678 74 87 160 47 8 55 25 - 29 4958 6379 11337 59 80 139 86 9 96 30 - 34 4142 5383 9525 50 67 118 65 5 69 35 - 39 3578 5090 8668 46 61 107 47 3 51 40 - 44 3317 4462 7779 36 38 75 20 0 20 45 - 49 3210 4258 7468 45 54 99 15 3 18 50 - 54 3156 3824 6981 42 52 94 3 9 12 55 - 59 2690 3519 6210 41 44 84 4 0 4 60 - 64 2448 3130 5578 28 27 55 5 5 10 65 - 69 2027 2750 4778 19 25 44 0 0 0 70 - 74 1406 2127 3533 20 12 33 0 0 0 75 - 79 930 1582 2512 11 13 23 0 0 0 80 - 84 521 959 1480 7 10 17 0 0 0 85+ 421 964 1384 5 7 12 0 0 0 Total 82026 92480 174506 843 927 1770 332 71 402

White Other Total

Male Female Total Male Female Total Male Female Total

0 - 4 16 22 39 7 13 20 11476 11291 22767 5 - 9 11 14 25 5 4 9 10755 10662 21416 10 - 14 8 21 29 0 3 3 10103 9365 19468 15 - 19 31 3 34 8 8 16 10254 9644 19898 20 - 24 18 14 33 29 9 39 7288 7676 14964 25 - 29 30 11 41 47 11 59 5181 6490 11671 30 - 34 10 17 27 26 6 31 4293 5477 9770 35 - 39 32 17 49 18 5 22 3720 5176 8896 40 - 44 24 19 44 17 0 17 3414 4520 7934 45 - 49 26 21 47 5 3 8 3301 4339 7640 50 - 54 28 27 56 0 3 3 3230 3916 7146 55 - 59 23 32 55 7 4 11 2765 3599 6364 60 - 64 33 32 65 3 0 3 2518 3194 5712 65 - 69 29 28 56 0 5 5 2075 2808 4883 70 - 74 19 24 43 4 0 4 1449 2164 3613 75 - 79 19 14 33 3 0 3 962 1608 2571 80 - 84 5 9 13 0 0 0 533 978 1510 85+ 4 6 10 0 3 3 429 979 1409 Total 368 333 700 179 76 255 83748 93886 177633

29 The following Tables reflect the Population Group and Gender by Employment released by STATSSA on the 16th August 2017:

Black Indian or Coloured White Other Total African Asian Employed

Male 8315 174 237 172 131 9028 Female 7223 100 12 76 25 7436 Total 15538 273 249 248 155 16464 Unemployed

Male 7666 54 11 6 3 7741 Female 8451 78 7 18 9 8563 Total 16118 132 18 24 12 16303 Discouraged work-seeker

Male 5422 70 0 6 5 5504 Female 7179 78 3 10 0 7270 Total 12601 149 3 16 5 12774 Other not economically active

Male 23324 217 55 72 24 23693 Female 30297 333 26 91 17 30763 Total 53621 550 82 163 41 54456

30 Spatial Representation of Basic Service Backlog:

First priority Road Infrastructure Issues identified in the CBP:

31 Corridors identified in the SDF that need to be supported by good road infrastructure:

Spatial Representation of Housing Infrastructure Backlog:

32 Spatial Representation of Electricity Infrastructure Backlog:

Spatial Representation of Water Infrastructure Backlog:

Spatial Representation of Sanitation Infrastructure Backlog:

Spatial Representation of Refuse Removal Backlog:

Spatial Representation of Access to Schools:

5. OBJECTIVES AND STRATEGIES

5.1. GTLM - POWERS AND FUNCTIONS

Powers and functions of municipalities

The Constitution contains two main sections for dealing with the powers and functions of municipalities, namely section 156 and 229. Section 156 reflects the powers and functions of municipalities whilst section 229 contains Municipal fiscal powers and functions. It must be borne in mind that the Constitution sits at the top of the legislative hierarchy; consequently no national or provincial legislation may contain provisions which conflict with those contained within the Constitution.

Section 156 of the Constitution states the following: (1) A municipality has executive authority in respect of, and has the right to administer (a) the local government matters listed in Part B of Schedule 4 and Part B of Schedule 5; and (b) any other matter assigned to it by national or provincial legislation. (2) A municipality may make and administer by-laws for the effective administration of the matters which it has the right to administer. (3) Subject to section 151(4), a by-law that conflicts with national or provincial legislation is invalid. If there is a conflict between a bylaw and national or provincial legislation that is inoperative because of a conflict referred to in section 149, the bylaw must be regarded as valid for as long as that legislation is inoperative. (4) The national government and provincial governments must assign to a municipality, by agreement and subject to any conditions, the administration of a matter listed in Part A of Schedule 4 or Part A of Schedule 5 which necessarily relates to local government, if (a) that matter would most effectively be administered locally; and (b) the municipality has the capacity to administer it. (5) A municipality has the right to exercise any power concerning a matter reasonably necessary for, or incidental to, the effective performance of its functions.

The 2011/12 capacity assessment was the first to be conducted according to the new model.

Key Features of the New Model

New approach to understanding capacity and its implications for adjustments. Updated means of data collection through a web-based data collection system, supported by telephonic engagement. Provision of value-added feedback to municipalities to enable better planning and budgeting. Open resource on capacity available to the local government sector. A deeper, more rigorous qualitative engagement in 20% of municipalities where adjustments are being considered.

Purpose of new model

 To provide a strategic data resource on local government capacity to inform policy, planning and decision-making;  To provide municipalities with an analysis of their own capacity and performance while comparing it to peers and those in similar contexts. This will be an invaluable resource to all municipalities ensuring better planning and resourcing;  To provide data for future assessments of local government powers and functions;  To extend the scope of the assessments to include Metropolitan Municipalities.

Municipalities are categorized as follows:

 Category A: A municipality that has exclusive municipal executive and legislative authority in its area (Metropolitan municipality).  Category B: A municipality that shares municipal executive and legislative  authority in its area with a category C municipality within whose area it falls  (Local Municipality).  Category C: A municipality that has municipal executive and legislative authority in an area that includes more than one municipality (District Municipality).

The powers and functions allocated to local government in terms of the Constitution section 156(1)(a) are as follows:

According to the Municipal Demarcation Board based on Section 156 of the Constitution and Section 84 of the Municipal Structures Act the following functions were assigned to Dr Ruth S Mompati District Municipality and Greater Taung Local Municipality.

Done Responsible Function Nu Function Definition By GTLM Comment Assigned GTLM Department Any change in the quality of the air that adversely affects human health or well- LM/DM Personnel Budget 1 Air Pollution No Na being or the ecosystems useful to mankind, now or in the future. Function Limitations Beaches means the area for recreational opportunities and facilities along the sea shore available for public use and any other aspect in this regard which falls Amusement Facilities outside the competence of the national and provincial government. Local Personnel Budget 2 No Na (34. Public Places) Amusement facilities means a public place for entertainment. Function Limitations The management, maintenance and control of any land or facility owned by the municipality for public use The display of written or visual descriptive material, any sign or symbol or light that is not intended solely for illumination or as a warning against danger which: promotes the sale and / or encourages the use of goods and services found in: o streets Billboards & Display of o roads Local 3 Advertisements in o throughfares Yes SP&HS Function Public Places o sanitary passages o squares or open spaces and or o private property The above definition excludes any aspect that may be covered by provincial or national legislation. The regulation, through by-laws, and legislated building regulations, of any temporary or permanent structure attached to, or to be attached to, the soil within the area of jurisdiction of a municipality, which must at least provide for: Enforcement of o Approval of building plans, Local 4 Building Regulations Yes SP&HS National Building o Building inspections, Function Regulations o Issue of completion certificates, and Control of operations and enforcement of contraventions of building regulations if not already provided for in national and provincial legislation. The establishment, conduct and control of facilities for the purpose of disposing of human and animal remains. In addition, in relation to the district municipality, it means: Cemeteries, Funeral Community The establishment, conduct and control of cemeteries and crematoria serving the Local 5 Parlours and Yes Social area of a major proportion of municipalities in the district. Function Crematoria Services And in relation to the local municipality, it means: The establishment, conduct and control of cemeteries and crematoria serving the area of the local municipality only. Ensuring a safe and healthy environment within facilities not included in national Local Personnel Budget 6 Child Care Facilities No Na and provincial legislation pertaining to child care facilities. Function Limitations Community The cleaning of public streets, roads and other public spaces either manually or Local 7 Cleansing Yes Social mechanically. Function Services The regulation, control and monitoring of any activity, condition or thing that may Control of Public adversely affect a person or a community Local 8 Yes SP&HS Nuisances The control and monitoring of any noise that adversely affects human health or Function well-being or the ecosystems useful to mankind, now or in the future The control of undertakings that sell liquor to the public that is permitted to do so in Control of Undertakings terms of provincial legislation, regulation and licenses, and includes an inspection Local Personnel Budget 9 that Sell Liquor to the No Na service to monitor liquor outlets for compliance to license requirements in as far as Function Limitations Public such control and regulation are not covered by provincial legislation The provision of and/or the regulation, control and monitoring of facilities which Facilities for the provide accommodation and care for well or sick animals and the burial or Local Personnel Budget 10 Accommodation, Care No Na cremation of animals, including monitoring of adherence to any standards and Function Limitations and Burial of Animals registration requirements outlined in legislation. Fencing and fences means ensuring the provision and maintenance and/or Local Personnel Budget 11 Fencing and Fences regulation of any boundary or deterrents to animals and pedestrians along streets No ? Function Limitations or roads Any function not included in the definition applicable to a district municipality, Personnel Budget including fighting and extinguishing of all fires; the rescue and protection of any LM/DM Limitations 12 Fire Fighting Service No ? person, animal or property in emergency situations not covered by other legislation Function Assigned to The or powers and functions. DM

38 Done Responsible Function Nu Function Definition By GTLM Comment Assigned GTLM Department Municipal Planning means the compilation and implementation of an integrated development plan in terms of the Systems Act. Additionally in relation to the district municipality “municipal planning” means: Integrated development planning for the district as a whole, including a framework Integrated (IDP) Local Municipal 13 for integrated development plans of all municipalities in the area of the district Yes Municipal Planning Function Manager municipality. Additionally in relation to the local municipality “municipal planning” means: Integrated development planning for the local municipality in accordance with the framework for integrated development plans prepared by the district municipality Levying of fees for Local 14 Services Provided by Yes Finance Function LM Levying of Rates on Local 15 Yes Finance Property Function Levying of Surcharges on Fees for Services Local 16 Yes Finance Provided for or on Function behalf of the LM Ensuring the quality and the maintenance of food safety and hygiene related environmental health standards through regulation, a issuance of a certificate of acceptability and monitoring of any place that renders in the course of any Licensing and control of commercial transaction the supply/handling of food intended for human Local Personnel Budget 17 undertakings that sell No Na consumption. Implement policy and regulations 'as provided for and prescribed in Function Limitations food to the public terms of the Foodstuffs, Cosmetics and Disinfectants Act, 1972 (Act 54 of 1972) and the Health Act, 1977 (Act 63 of 1977), including the relevant regulations published under the mentioned Acts. The control over the number and health status of dogs through a licensing Local Is the Function 18 Licensing of Dogs No Na mechanism Function Still Relevant? The provision, manage, preserve and maintenance of any municipal place, land, and building reserved for the protection of places or objects of scenic, natural, Community Local 19 Local Amenities historical and cultural value or interest and the provision and control of any such or Yes Social Function other facility for public use but excludes such places, land or buildings falling within Services competencies of national and provincial governments. The construction, maintenance, and control of a road which the public has the right to and includes, in addition to the roadway the land of which the road consists or over which the road extends and anything on that land forming part of, connected Local Roads and with, or belonging to the road. Local Infrastructure 20 Yes Streets In relation to a district municipality it also means: Function Development Municipal roads which form an integral part of a road transport system for the area of the district municipality as a whole. In relation to a local municipality it also means a street in a built-up area. Community The provision, management and/or control of any sport facility within the municipal Local 21 Local Sport Facilities Yes Social area. Function Services Fresh Produce Markets means: The establishment, operation, management, conduct, regulation and control of markets restricted to the selling of fresh products, vegetables, fruit, flowers, fish and meat. Markets means: The establishment, operation, management, conduct, regulation and/or control of markets other than fresh produce markets including market permits, location, Local No capacity at 22 Local Markets Yes LED times, conduct etc. Function Local Level (i) In relation to a District Municipality it also means: The establishment, conduct and control of fresh produce markets serving the area of a major proportion of the municipalities in the district (ii) In relation to a Local Municipality it also means: The establishment, conduct and control of fresh produce markets serving the local municipality area only Municipal abattoirs means The establishment, conduct and/or control of facilities for the slaughtering of livestock and poultry (iii) In relation to a District Municipality it also means: LM/DM 23 Municipal Abattoirs The establishment, conduct and control of abattoirs serving the area of a major No Na Done by DM Function proportion of the municipalities in the district (iv) In relation to a Local Municipality it also means: The establishment, conduct and control of abattoirs serving the local municipality area only Municipal airport means a demarcated area on land or water or a building which is used or intended to be used, either wholly or in part, for the arrival or departure of aircraft which includes the establishment and maintenance of such facility including all infrastructure and services associated with an airport, and the regulation and control of the facility, but excludes airports falling within the competence of national LM/DM Infrastructure Maintenance of 24 Municipal Airports Yes and provincial governments Function Development the Airstrip. Additionally, in relation to the district it is a “municipal airport” serving the area of the district municipality as a whole. In relation to the local municipality it is a “municipal airport” serving the area of the local municipality only. 39 Done Responsible Function Nu Function Definition By GTLM Comment Assigned GTLM Department According to the Minmec resolution in July 2002: Municipal Health Services to be defined as environmental health services, as defined in the latest draft of the National Health Bill, namely: for the protection, promotion and maintenance of human health, potable water quality monitoring, food control, waste management, control of premises, communicable disease control, vector control, environmental pollution control, disposal of the dead, chemical safety and noise control but excluding port health, malaria control and control of hazardous substances. This definition of municipal health service includes aspects of at least the following Schedule 4 Part B and Schedule 5 Part B functions: o Air pollution Personnel Budget Municipal Health LM/DM 25 o Noise pollution No Na Limitations, No Service Function o Solid waste removal and & disposal Infrastructure o Water and sanitation o Licensing and control of undertakings that sell food to the public o Control of public nuisances o Facilities for the accommodation, care and burial of animals In order for the above definition of municipal health services to be enforceable, an amendment to at least the Municipal Structures Act will be required. The Minister for Provincial and Local Government has published regulations in the Government Gazette on 3 January 2003 for the municipal health services function, which will come into affect on 1 July 2004. In the interim, the MECs have made adjustments for the some of the functions listed above. The provision, management, control and maintenance of any land, gardens or Community Municipal Parks & Local 26 facility set aside for recreation, sightseeing and/or tourism and includes Yes Social Recreation Function playgrounds but excludes sport facilities Services Development and implementation of a town planning scheme or land use management scheme for the municipality including administration of development Municipal Planning Local 27 applications in terms of special consents and rezonings. Yes SP&HS (Town Planning) Function It may therefore be advisable to establish integrated development planning and municipal planning as two separate functions. In relation to the local municipality: The regulation and control, and where applicable, the provision of: . Services for the carriage of passengers, whether scheduled or unscheduled, Personnel Budget operated on demand along a specific route or routes or, where applicable, within a Municipal Public LM/DM Limitations, No 28 particular area No Na Transport Function Fleet or . Scheduled services for the carriage of passengers, owned and operated by Infrastructure the municipality, on specific routes In relation to the district means: The regulation of passenger transport services. Municipal Public Works LM/DM Personnel Budget 29 relating to any Function No Na Function Limitations of the LM The control and monitoring of any noise that adversely affects human health or LM/DM Personnel Budget 30 Noise Pollution No Na well-being or the ecosystems useful to mankind, now or in the future Function Limitations Pontoons, Ferries, Pontoons, ferries, jetties, piers and harbours, excluding the regulation of LM/DM Not applicable to 31 Jetties, Piers & international and national shipping and matter related thereto, and matters falling Na Na Function GTLM Harbours within the competence of national and provincial governments The provision, management, maintenance and control of any area or facility set Community LM/DM 32 Pounds aside by the municipality for the securing of any animal or object confiscated by Yes Social Function the municipality in terms of its by-laws. Services The promotion, marketing and, if applicable, the development, of any tourist attraction within the area of the municipality with a view to attract tourists; to ensure access, and municipal services to such attractions, and to regulate, Promotion of Local Local Assigned to the 33 structure and control the tourism industry in the municipal area subject to any Yes LED Tourism for the Area Function DM provincial and national legislation, and without affecting the competencies of national/provincial government pertaining to “nature conservation”, “museums”, “libraries” and “provincial cultural matters”. Amusement facilities means a public place for entertainment Community Local 34 Public Places The management, maintenance and control of any land or facility owned by the Yes Social Function municipality for public use. Services

40 Done Responsible Function Nu Function Definition By GTLM Comment Assigned GTLM Department “Refuse removal, refuse dumps and solid waste disposal” Refuse removal, refuse dumps and solid waste disposal means the removal of any household or other waste and the disposal of such waste in an area, space or facility established for such purpose, and includes the provision, maintenance and control of any infrastructure or facility to ensure a clean and healthy environment for the inhabitants of a municipality (v) In relation to the District municipality it means: Solid waste disposal sites, in so far as it relates to- Refuse Removal, (i) the determination of a waste disposal strategy for the district as a whole; Community Refuse Dumps and (ii) the regulation of waste disposal strategy for the district as a whole; Local 35 Yes Social Solid Waste Disposal (iii) the establishment, operation and control of waste disposal sites, bulk waste Function Services Sites transfer facilities and waste disposal facilities for more than one local municipality in the district. In relation to the Local Municipality it means: (i) The determination of a waste disposal strategy for the local municipality only (ii) The regulation of local waste disposal for the local municipality only (iii) The collection and removal of waste and transporting to a local waste disposal site, bulk transfer facility and district waste disposal site The establishment, operation and control of waste disposal sites, bulkwaste transfer facilities and waste disposal facilities for the local municipality only The establishment or procurement, where appropriate, operation, management and regulation of a potable water supply system, including the services and infrastructure required for the regulation of water conservation, purification, reticulation and distribution; bulk supply to local supply points, metering, tariffs Retail Potable Water setting and debt collection; and provision of appropriate education so as to ensure GTLM is supply systems and reliable supply of a sufficient quantity and quality of water and effective water use maintaining the domestic waste-water amongst end-users, including informal households, to support life and personal Local Infrastructure 36 Yes service in areas as and sewerage disposal hygiene. Function Development before systems serving the “Domestic waste-water and sewage disposal systems” means amalgamation. area of the municipality The establishment or procurement, where appropriate,, provision, operation, management, maintenance and regulation of a system, including infrastructure, for the collection, removal, disposal and/or purification of human excreta and domestic waste-water to ensure minimum standard of services necessary for safe and hygienic households Bulk supply of electricity, which includes for the purposes of such supply, the transmission, distribution and, where applicable, the generation of electricity, and GTLM is rendering Retail Supply of also the regulation, control and maintenance of the electricity reticulation network, Local Infrastructure 37 Yes the service in Electricity and Gas tariff policies, monitoring of the operation of the facilities for adherence to Function Development licensed areas. standards and registration requirements, and any other matter pertaining to the provision of electricity in the municipal areas. GTLM is rendering LM/DM Infrastructure 38 Street Lighting The provision and maintenance of lighting for the illuminating of streets Yes the service in Function Development licensed areas. The control, regulation and monitoring of the selling of goods and services along a Local 39 Street Trading public pavement, road reserve and other public places but excluding the following: Yes SP&HS Function Fresh produces markets as defined above. Storm Water Local Infrastructure 40 Management in Build The management of systems to deal with storm water in built-up areas. Yes Function Development Areas The regulation of any area facility and/or activity related to the trading of goods and Local 41 Trading Regulations services within the municipal area not already being regulated by national and Yes SP&HS Function provincial legislation The management and regulation of traffic and parking within the area of the municipality including but not limited to, the control over operating speed of Local Personnel Budget 42 Traffic and Parking No Na vehicles on municipal roads but excluding any provincial competences as specified Function Limitations in legislation.

5.2. VISION, MISSION & VALUES

The following Vision, Mission and Values were adopted by the 3rd generation of council and were not amended by the 4th term of council:

VISION

A PROSPEROUS COMMUNITY THAT IS SOCIALLY, CULTURALLY AND ECONOMICALLY SUSTAINABLE ------“MORAFE O O ATLEGILENG O O BOTSALANO O O IPELANG KA SETSO LE MORUO O O TSEPAMENG” ------‘N WELVARENDE GEMEENSKAP WAT SOSIAAL, KULTUREEL EN EKONOMIES VOLHOUBAAR IS

MISSION

INITIATING AND PROMOTING SUSTAINABLE SOCIO-ECONOMIC GROWTH THAT IS ACCESSIBLE TO DEVELOPMENT THROUGH AGRICULTURE, HERITAGE AND MINING

VALUES

BOTHO / CONSULTATION / TRANSPARENCY / ACCOUNTABILITY / INTEGRITY / PROFESSIONALISM

42 5.1. STRATEGIC PLANNING SESSION

Inserted in the pages here-after is an executive summary of the outcome of the Strategic Planning Session that was held from the 19th to the 21st of February which took into consideration past performance, the Auditor General Report as well as the planned initiatives of all departments:

GREATER TAUNG LOCAL MUNICIPALITY STRATEGIC PLANNING SESSION

REPORT

TAUNG HOTEL SCHOOL 19 -21 FEBRUARY 2018

44 GREATER TAUNG LOCAL MUNICIPALITY STRATEGIC PLANNING SESSION REPORT 1. Introduction The purpose of the strategic planning session was to reposition the Greater Taung Local Municipality in order to maximise the efficiency, effectiveness and impact of the Municipal Council both within the municipality as well as the entire district. Greater Taung Local Municipality convened a Strategic Planning Session on the 19th ,20th and 21st of February 2018. The session was attended by members of the political leadership (His Worship the Mayor, the Honourable Speaker, the Honourable Chief Whip, all Councillors), the Municipal Manager, Representative from the Dr Ruth Segomotsi Mompati District Municipality, Representative from Provincial Local Government & Human Settlement,representative from Eskom, Rural Environmental Agricultural Development, Directors and Managers of the municipality. The key success criterion to this strategic re-positioning is an organisational form that will enable the GTLM to deliver on its strategy and mandate. In addition the strategic planning process came at an opportune time as there have been significant changes in the administrative leadership of the municipality. Municipal Manager, Director Corporate Service and Community Service has recently been appointed. The municipality is still having challenge of recruiting the most suitable candidates for the position of the director technical service and land and human settlement which had been vacant for a long time. These vacancies have had some negative impact in the administration of the programmes of the Municipality. It is against this background that the leadership of GTLM has embarked upon a process to review their current strategic framework to curve a new way forward for the Municipality. The purpose of the strategic session was to reposition the Greater Taung Local Municipality in order to maximise the efficiency, effectiveness and impact of the Municipal Council both within the municipality as well as the North West Province

2. OBJECTIVES OF THE STRATEGIC PLANNING SESSION The objectives of the strategic planning session were thus as follows:  To conduct an assessment of the current state and performance of the municipality;  To develop strategies to attain the proposed outcomes and indicators in the IDP and SDBIP;  To develop a perspective of the imperatives driving the need for repositioning;

45  To align the strategies to the perspective based on the balanced scorecard that will be used to monitor and evaluate the performance of the municipality on achieving the desired outcomes and indicators  To present to councillors inputs made by various department for budget adjustment  To review the municipal organogram to ensure alignment with the IDP

3. OUTPUTS OF THE SESSION

The political and the administration leadership of the municipality agreed from the onset that the following should be the outputs of the strategic session:  A reviewed Service Delivery and Budget Implementation Plan that has Specific, Measurable Achievable, Realistic and Time bound indicators.  2017/18 adjustment budget that will address service delivery priorities of the current financial year  Pivotal inputs on the organogram that will necessitate review thereof  Draft departmental plans for 2018/19  Sector plans for 2018/19

4. STRATEGIC POINTS OF DEPARTURE

4.1 Executive Mayor’s Input The Honorable Mayor, N Motlhabane, opened the workshop and addressed the participants. Outlined below are some of the key points and highlights of the speech:  Local government is and will remain the implementing agent of government’s transformation and delivery programs.  We need to push good values of the organisation to our employees.  We need to introduce change that is founded on good principles and culture  To realize this vision, municipalities are encouraged to build local democracy by developing strategies and mechanisms to continuously engage with citizens, business and community groups.  Achieving positive results is preceded by developing a sound plan which takes into account all the merits and demerits of pursuing the set objectives.  Ensure that all our policies and by-laws strengthen our capacity to manage this municipality  Development of the program of action which will guide implementation by various programs and ensures that their programs are synergiesed with the municipal broad strategies 46  Strategy is about understanding the linkages between issues and identifying the key drivers and points of leverage. As Councillors, we are defined as Architects since we have to set and develop the vision for our municipality. Managers, as Builders, have to ensure that the vision set is realised.

4.2 Context and Workshop Programme The Municipal Manager, Mr. K. Gabanakgosi, presented the context of the Strategic Planning Session to the delegates. Outlined below are the key components of his message: As background and context he referenced:  Poverty and Unemployment are a challenge  Revenue Collection remains a challenge  Incompetence, staff ill-discipline, and commitment is apparent  There are opportunities in i.e. tourism, mining, agriculture  More issues to be presented by other presenters

Outlined below are some of the key points and highlights of the presentation:  The outcomes that needs to be achieved by the end of the workshop;  Need for collective thinking to ensure that delegates reach consensus;  Without an appropriate structure that supports the strategy of the organisation, the Municipality has little chance of achieving its medium and long term objectives  Motivated Staff are critical to achieving acceptable performance. A function performance management system that rewards good behavior is central to improving staff morale and attitude

5. Brief Organisational performance analysis 5.1 Organisational Level of Performance There is a need to put more efforts in the current performance plans that will develop the municipality in the areas of agriculture, heritage, tourism and mining.

5.2 The Process Level of Performance . Some departments are well on track towards the attainment of their planned outputs by the end of the financial year 2017/18; whilst others are well behind. The example in point is the department of Community Services. . Process performance should be supported by an aligned organogram to achieve desired outputs. Our realisation is that in most departments there are no permanently filled positions; this reality of acting has got a tendency to create high levels of Organisational anxiety. This can potentially undermine performance.

47 . Deliberate effort has to be taken to align all department’s organograms to what the respective departments want to achieve through their planned processes. We recommend the review of the organisation’s organogram as a whole. . GTLM is a municipality that serves on land that is owned by traditional leadership. The relationship with this critical stakeholder, Traditional Leadership is vital for the successful implementation of the municipality’s projects.

48 Detailed recommendations indicating the department, the issue, and the resolution, by whom and by when are attached as annexure A:

Department or Section Issues Raised Strat Plan Resolutions Responsible Person Deadline

Sector Department

Eskom Eskom in its presentation indicated An urgent meeting between all Manager : Political 28 February 2018 that they are not going to electrify councillors, chiefs and headman of the office houses that are built on illegal stands. affected areas/villages to address haphazard allocation of stands. invitation also be extended to Eskom and Rural Development Department

Local Government & Human Housing delivery progress report not Arrange an urgent meeting with Manager : Housing April 2018 Settlement specific to ward. The department has department of Local Government and not responded to the Disaster report Human Settlement in an endeavor to that was submitted in 2016 address housing issues such as: Emergency housing programmes, incomplete housing projects, accreditation.

Rural Development No issue No resolution N/a N/a

DR Ruth Segomotsi Mompati Councillors expressed their The district must be invited again to Director : Community May 2018 DM disappointment in respect of the come and present a clear disaster Service presentation as the expectation was management plan for GTLM very high

ANNEXURE A: STRATEGIC PLAN – PROGRAMME OF ACTION Department or Section Issues Raised Strat Plan Resolutions Responsible Person Deadline KPA 1: Basic Service Delivery and Infrastructure Development Infrastructure Development Slow gravelling programme Services: Roads and Stormwater Roads and Stormwater Access roads should not only be constructed Department will source additional Manager : Roads & June 2018 in Pudumoe and Reivilio. funding to augment EPWP budget in an Stormwater, Municipal Implementation of projects that are not endeavor to intensify construction of Manager from the IDP internal paved roads. Selection of roads will be based on the IDP. ( Five roads will be constructed in 2018/19) Infrastructure Development Implementation of projects that are not The department to consolidate service Acting Director May 2018 Services from the IDP delivery report based on the IDP and make submission at the next council meeting. KPA 1: Basic Service Delivery and Infrastructure Development Community Service Department : Renovations of new halls Renovation of Dryharts hall to be PMU & Director : March 2018 Social Amenities advertised within two weeks. community Service Social Amenities More money spent on extension 6 park whilst there is no security Disaster management Construction of shacks All shacks to be constructed in a Disaster Officer On going central place Community Service Staff is misplaced Audit of staff Director June 2018 Community Service The municipality does not have the capacity To recruit an environmentalist once Director & MM September to address all environmental issues raised by the position of a manager become 2018 the AG vacant in June Community Service Low staff morale in the said department The director to come up with a Director June 2018 strategy or a plan to boost morale of employees in the department. KPA 1: Basic Service Delivery and Infrastructure Development

50 ANNEXURE A: STRATEGIC PLAN – PROGRAMME OF ACTION Department or Section Issues Raised Strat Plan Resolutions Responsible Person Deadline Land Use & Human Settlement Township establishment is only for RDP Municipal Manager investigate the Municipal Manager and September Department houses nothing is planned by the possibility of establishing a proper Director – Land Use 2018 municipality for housing development that township which will cater for the could cater the middle/ working class in working class and also allocate budget Taung to execute the strategy Land Use & Human Settlement Department to conduct an audit of all Manager: Housing May 2018 Department Public Works properties in town and extension 7. A report be submitted to council in that regard Land Use & Human Settlement The department of housing is very slow on Department to furnish council with a Manager: Housing May 2018 Department implementing housing projects in Taung comprehensive report on housing backlog in GTLM. Land Use & Human Settlement Public works building that are not use Establishment of ad hoc committee of Municipal Manager April 2018 Department council to deal with buildings that belong to public works to investigate the possibility of the public works transferred to the municipality and the MM to be the convener for operational activities. KPA 2: Municipal Transformation & Institutional Development Corporate Service Ward committee secretaries are not able to Department to speed up the process of Manager – June 2018 execute their administrative responsibilities procuring laptops forward ward administration due to lack of tools of trade such as laptops. committee secretaries Training Councillors should only be provided Skills Development On going with relevant training intervention. Facilitator Training Some councillors are not conversant with Department to speed up training of Skills Development June 2018 Microsoft office package councillors on basic computer literacy Facilitator

KPA 3: Municipal Financial Viability and Administration

51 ANNEXURE A: STRATEGIC PLAN – PROGRAMME OF ACTION Department or Section Issues Raised Strat Plan Resolutions Responsible Person Deadline Finance Department The municipality’s audit outcome is not Diagnosis report of why the CFO May 2018 improving municipality is not getting clean audit be compiled by the CFO and submitted to council Revenue Section A full report on leasing of municipal Revenue manager May 2018 stalls be submitted to councillors Revenue Section Revenue base of the municipality: clear Establishment of a Unit that will focus Municipal Manager June 2018 indication/ intension to increase revenue by on free basic and indigents increasing indigent on the indigent register Finance No official in finance department is capable Restructuring of budget and revenue Municipal Manager September of compiling Financial Statement section and recruitment of a qualified 2018 chartered accountant who has specialized in compilation of Annual Financial Statement Finance No segregation of duties between salary Segregate function of salary payroll Municipal Manager & July 2018 payroll and budget office. Instruction from budget office and allow HR to Director : Corporate regarding salaries, overtime, and leave done provide valid instructions ito salaries, Service by budget office. overtime and leave Good Governance and Public Participation Office of the Municipal Manager : GTLM is not getting any joy from the District The municipality to establish its own Chief Internal Auditor June 2018 audit committee shared services and the AG audit committee before the beginning Internal Audit in his report also indicated that the audit of the 2018/19 financial year committee is not effective. Internal Audit Position of internal Auditor is not captured The position of Internal Audit Officer Director Corporate June 2018 correctly on the organogram be amended to internal auditor during service the review of the organogram. Communication The unit is operating with only two The position of the Graphic Designer Manager June 2018 permanent employees and interns and communication officer be Communication and budgeted and filled. MM Communication Loud hailer be procured for Ward Communication June 2018 committee to assist the municipality Manager with loud hailing and the ward councillor will lead

52 ANNEXURE A: STRATEGIC PLAN – PROGRAMME OF ACTION Department or Section Issues Raised Strat Plan Resolutions Responsible Person Deadline Information Technology High office telephone bill IT should monitor usage of office IT Manager Ongoing telephones and compile reports that will be submitted to relevant department. Controls should also be in place. KPA 3: Local Economic Development Local Economic Development Establishment of Agency A workshop on the establishment of LED Manager & MM March 2018 the agency to be held in a month and NWDC will provide technical support in that regard. All relevant stakeholders will also be invited.

DEPARTMENTS INPUTS ON THE REVIEW OF THE ORGANOGRAM Department or Section Current position status Proposed new vacancies Decision taken Deadline Technical Service Department 2 technician positions PMU structure be reviewed to No decision taken N/a Project Management Unit filled include (PMU) one (1) position of technician Roads & Stormwater • 2 x TLB/Roller operator – frozen • Create one (1) post of TLB/Roller No decision taken N/a • 1 x Excavator operator –frozen operator. Funds to be sourced • 1 x Lowbed driver – frozen from the savings of Foreman post • 2x Tipper truck driver – frozen at Reivilo unit). • Unfreeze 1 x excavator operator, position be budgeted and filled • Unfreeze 1 x Lowbed driver. Position be budgeted and filled • Unfreeze 2 x Tipper Truck driver. Position be budgeted and filled Water and Sanitation Reivilo No decision taken N/a 2 x General workers ( 1Store keeper and 1x General worker Taung 2 x General worker (Drivers) Honey Sucker: with the intention of servicing Ba GaMaidi, Ba GaMothibi and Ba GaPhuduhutswana without hindrance Flatbed driver Electricity unit 1 Electrician and 2 Electrician aides (all It is proposed that the one position No decision taken N/a filled) of an electrician aide be revised to that of a data capturer /admin assistant.

54 DEPARTMENTS INPUTS ON THE REVIEW OF THE ORGANOGRAM Department or Section Current position status Proposed new vacancies Decision taken Deadline Fleet management Unit All position filled except 1 vacant None Fleet manager June 2018 position of Manager position be filled ASAP

Conclusion . Maintenance budget not utilised fully and going forward managers and directors should increase spending on maintenance budget to avoid penalties by treasury . “We cannot solve today’s problems with the same level of thinking that created the problems in the first place” (Albert Einstein). . We need to do things differently if we want different solutions. We must change our paradigm to focus on serving the people and not extractive elites. . The core services that local government provides - clean drinking water, sanitation, electricity, shelter, waste removal and roads - are basic human rights, essential components of the right to dignity enshrined in our Constitution and Bill of Rights.

5.2. STRATEGIC OBJECTIVES

It is important to note that the National and Provincial Strategic Development initiatives were included in the original 5 year plan and were there-for not repeated in this review, due to the fact that it is still relevant in the current local government environment.

Local Objectives were developed for GTLM that is relevant for the 5 year period, 2017 to 2022.

These local objectives will be relevant for the entire 5 year period and was reviewed at the Strategic Planning Session that was held from the 19th to 22nd of February 2018.

The following table reflects the current local objectives as well as the additions and/or amendments to the objectives:

The main purpose of this section is to inform the Service Delivery and Budget Implementation Plan and must be used by directors to draft their SDBIPs.

The following table contains the Strategic Objectives that will inform the SDBIPs of directorates.

Strategic Objective - Cross Cutting to Relevant Departments National & Municipal KPA and Units Create an environment that promotes development of local Local Economic 1 economy & facilitate job creation Development Local Economic 2 Create an organised and safe environment for street traders Development Infrastructure Eradicate backlogs in order to improve access to services 3 Development & Service and ensure proper operations and maintenance Delivery Infrastructure To maintain a reliable ICT Infrastructure and render effective 4 Development & Service end-user support Delivery Infrastructure Improve library infrastructure & services that reflect the 5 Development & Service specific needs of the communities they serve. Delivery Good Governance & 6 Improve organisational cohesion effectiveness Public Participation Infrastructure Improve staff capacity at libraries to respond appropriately 7 Development & Service to community knowledge & information needs Delivery Infrastructure 8 Improve the culture of reading Development & Service Delivery Good Governance & 9 Promote a culture of participatory & good governance Public Participation Infrastructure Promote and align environmental management with spatial 10 Development & Service development plans Delivery

56 Strategic Objective - Cross Cutting to Relevant Departments National & Municipal KPA and Units Infrastructure 11 Promote compliance with National Building regulations Development & Service Delivery Infrastructure 12 Promote integrated human settlements Development & Service Delivery Infrastructure 13 Promoting security of land tenure. Development & Service Delivery To facilitate regular flow of information between GTLM and its Good Governance & 14 internal and external stakeholders Public Participation To improve overall financial management in the municipality Municipal Finance 15 by developing & implementing appropriate systems & Viability & Management controls To initiate and maintain mutually beneficial relationships with Good Governance & 16 local, regional and national media. Public Participation Infrastructure To maintain and Control public amenities and areas to 17 Development & Service promote a safe and healthy environment Delivery To promote GTLM as a Municipal Brand which strives for Good Governance & 18 Excellence (to Internal and External Stakeholders). Public Participation Infrastructure To coordinate all disaster related incidents within the 19 Development & Service jurisdiction of the municipality. Delivery Infrastructure To accelerate waste removal by providing households with 20 Development & Service weekly waste removal in formal areas Delivery Infrastructure To provide education and awareness on waste 21 Development & Service management issues Delivery To provide agricultural support services to farmers in order to Local Economic 22 ensure sustainable development and management of Development agricultural resources To create healthy and prosperous rural communities with viable alternatives to subsistence farming. Facilitate and empower the farming households and communities to Local Economic 23 benefit from new opportunities being created from growth in Development demand for agricultural commodities and expanding markets for high-values products in local, district and regional markets. To promote and unlock tourism development potential in Local Economic 24 order to ensure that Greater Taung is a preferred tourism Development destination To promote heritage and cultural activities in Greater Taung Local Economic 25 through events Development To develop the value chain approach in the poverty Local Economic 26 alleviation projects and to establish the socio-economic Development viability of the industry in GTLM and secure external market

6. INTEGRATED PROGRAMMES

6.1. INTRODUCTION TO INTEGRATED PROGRAMMES

This section covers the Integrated Plans and Programmes. It is not practically possible to include all the documentation of the integrated programmes into the IDP content and there for the IDP will refer to these documents were relevant.

To ensure a focussed approach towards project implementation and improvement on service delivery it was important to deal with each of the following sectors in detail in the form of an integrated plan/programme.

Usually integrated plans or programmes are plans that will inform the priorities for development within a specific sector and will also align to relevant sectors that it will depend on or will have an impact on when it is implemented.

It has become crucial not to look at integrated plans only as plans but also to consider its strategic value in development and there for it was important from a strategic point of view to include (integrate) the section of integrated plans and programmes under this section of the IDP which deal with strategies.

Notice must also be taken that these programmes are dynamic by nature which means that it might be reviewed or are still in the process of being reviewed.

6.2. SUMMARY - STATUS OF INTEGRATED PROGRAMMES

Integration Phase Document Status Action Financial Cluster Budget Summary Completed Five Year Capital Completed Investment Programme Institutional Cluster Organizational Structure Reviewed at StratPlan 19 to 21 Feb 2018 Employment Equity Plan In Place Workplace Skills Plan In Place Health and Safety Plan In Place Employee Wellness In Place Programme Spatial Perspective Spatial Development Approved – In Place 31 Oct 2016 – Res No 99/2016 Framework (SDF) Focus on implementation Land Use Management Approved – In Place 31 Oct 2016 – Res No 99/2016 Scheme Focus on implementation Environmental Approved – In Place 31 Oct 2016 – Res No 99/2016 Management Plan and Focus on implementation Programme Taung Precinct Plan Approved – In Place 31 Oct 2016 – Res No 99/2016 Focus on implementation Infrastructure Cluster Water Services In Place District Function Development Plan Requested from DM IDP Manager Waste Management In the Process, District Function Plan Draft Submitted to Requested from DM IDP Exco Manager Transport Plan In Process of Review Done at Provincial Level Social Cluster Poverty Reduction and Outstanding Gender Equity Plan Disaster Management Reviewed District Function Plan In Place Review done locally HIV/AIDS Plan and Outstanding Programme Housing Sector Plan Stopped by Provincial Provincial Project Department Economic Cluster GTLM LED Strategy Old Strategy In Place

6.3. INSTITUTIONAL CLUSTER

The Department (Corporate Services) complied with the prescripts of the legislations which compels the municipality to conduct the investigations and compile reports and submit those reports to various National Departments for compliance. Accordingly, the reports were conduct on the (i) employment equity status (EEA, 55 of 1998), (ii) harzadous incidents (OHS, 85 of 1993), and (iii) the training interventions (SDAA, 37 of 1993) respectively. The Department presented the items before the Portfolio Committee and the EXCO, it will subsequently be submitted before the Council as scheduled 23rd May 2018.

The availability of office space, congestion in offices as well as the lack of proper council facilities impacts negatively on the productivity of officials and councillors.

The current office space is as follows:

 Admin Office = 745 sqm  Political Office = 385 sqm  Lease Office = 205 sqm

A survey was done taking into account the institutional profile and organizational structure of GTLM which concluded that the required office space is 5,010 sqm, but if the institutional growth of the past 5 years as well as future demand is concerned this figure need to be adjusted.

The following Table reflects the buildings that are used by GTLM for daily operations:

Nu Map Nu Building Name Nu of Users GPS Coordinates 1 T1 Taung Admin 74 -27.56167, 24.74730 2 T2 Taung Political 21 -27.55982, 24.74795 3 T3 Taung Library 3 -27.55824, 24.75019 4 T4 Taung Training Centre 4 -27.55780, 24.75023 5 T5 Katlego Lease Building (Private) -27.56092, 24.74497

6 T6 Taung Shed (Private) 1 -27.56192, 24.74436 7 P1 Pudimoe Admin 6 -27.41028, 24.72039 8 P2 Pudimoe Library 3 -27.41038, 24.71993 9 P3 Dryharts Container Library 1 -27.33416, 24.71956 10 R1 Reivilo Admin 8 -27.56313, 24.18228 11 R2 Boipelo Library 1 -27.56621, 24.19237 12 R3 Reivilo Workshop (Private) 3 -27.57496, 24.18633 13 R4 Reivilo Infrastructure Works 1 -27.56936, 24.18479 14 TC1 Losasaneng - Thusong Service Centre 2 -28.02545, 24.53190 15 TC2 Mokassa II - Thusong Service Centre 2 -27.60958, 24.66936 16 TC3 Moretele - Thusong Service Centre 2 -27.31956, 24.69376 17 TC4 Longaneng - Thusong Service Centre 2 -27.62678, 24.94648 18 TC5 Kokomeng - Thusong Service Centre 2 -27.63181, 25.03971 19 WO1 Kolong – Ward Office 2 -27.53902, 24.82845

A Map Reflecting GTLM Office Buildings:

6.3.1.ORGANIZATIONAL STRUCTURE

The Organogram was reviewed in order to keep up with changing Local Government environment and was aligned with the IDP to ensure improvement on service delivery and implementation of the IDP Objectives and Outputs.

The Organizational Structure was reviewed to that need to be performed by the municipality.

GTLM did adopt a salary structure and a Skills Retention Policy that can enable the municipality to retain and attract skilled personnel to build capacity at the municipality.

The new posts (structure) will be amended as soon as a council resolution has been formulated after the meeting that was planned for the 23rd of May 2018, it was also recommended that the a Library Assistant be added to the Library Unit that will be paid through the provincial grant.

6.3.2.GTLM - DEPARTMENTS

The GTLM consist of six main departments. The Municipal Manager does have a department on its own with different units that report directly to the Municipal Manager.

The breakdown of the departments are included in the IDP and is there for approved as part of the IDP and will be applicable for the duration of the 5 year IDP unless it is reviewed and approved by Council during the annual review process.

GREATER TAUNG LM - ORGANIZATIONAL STRUCTURE MAIN STRUCTURE UNDER MUNICIPAL MANAGER

MUNICIPAL MANAGER

DIRECTOR DIRECTOR DIRECTOR DIRECTOR CORPORATE DIRECTOR COMMUNITY IFRASTRUCTURE SPATIAL PLANNING & FINANCE SERVICES SOCIAL SERVICES DEVELOPMENT HUMAN SETTLEMENT (CFO)

REFER TO DEPARTMENT REFER TO DEPARTMENT REFER TO DEPARTMENT REFER TO DEPARTMENT REFER TO DEPARTMENT REFER TO DEPARTMENT INFRASTRUCTURE SPATIAL PLANNING & COMMUNITY SOCIAL CORPORATE SERVICES FINANCIAL SERVICES MUNICIPAL MANAGER DEVELOPMENT HUMAN SETTLEMENT SERVICES

6.3.3.DEPARTMENT – MUNICIPAL MANAGER

GTLM GTLM GTLM MM MUNICIPAL MANAGER MM PMS & MM SUPPORT LOCAL ECONOMIC DEVELOPMENT INTERNAL AUDIT

MANAGER IN THE OFFICE OF PMS MANAGER LED MANAGER CHIEF INTERNAL AUDIT THE MM

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

AGRICULTURAL RURAL DEV SECRETARY PMS COORDINATOR LED COORDINATOR AUDIT OFFICER COORDINATOR

BUDGET ACTING BUDGET FILLED BUDGET VACANT BUDGET FILLED NO BUDGET FROZEN

AGRICULTURAL RURAL DEV LED OFFICER OFFICER

BUDGET VACANT NO BUDGET FROZEN

GTLM GTLM MUNICIPAL MANAGER MUNICIPAL MANAGER MEDIA, COMMUNICATIONS & MARKETING ICT

MEDIA COMMUNICATION MUNICIPAL INFO SYSTEMS MANAGER SECURITY MANAGER

BUDGET FILLED BUDGET ACTING

COMMUNICATION OFFICER ICT TECHNICIAN ICT TECHNICIAN

NO BUDGET FROZEN BUDGET VACANT BUDGET FILLED

REIVILO CUSTOMER CARE TAUNG CUSTOMER CARE PUDIMOE CUSTOMER CARE ICT TECHNICIAN COORDINATOR COORDINATOR COORDINATOR

BUDGET ACTING NO BUDGET FROZEN NO BUDGET FROZEN BUDGET FILLED

GRAPHIC DESIGNER PHOTOGRAPHER (MEDIA)

NO BUDGET FROZEN BUDGET FILLED

Subject to Council Resolution and Ammendment

6.3.4.DEPARTMENT – CORPORATE SERVICES

GTLM GTLM GTLM GTLM GTLM CORPORATE SERVICES CORPORATE SERVICES CORPORATE SERVICES CORPORATE SERVICES CORP SERVICES SUPPORT STAFF HUMAN RESOURCE LEGAL SECTION SECRETARIAL SERVICES ARCHIVES

ADMIN & COUNCIL SECRETARIAL ADMIN & COUNCIL SECRETARIAL MPAC RECEARCHER MANAGER HR & TRAINING MANAGER LEGAL SERVICE SERVICES MANAGER SERVICES MANAGER

BUDGET FILLED BUDGET FILLED BUDGET FILLED

MPAC COORDINATOR SKILLS DEV & EEP FACILITATOR SALARY/HR CLERK LEGAL OFFICER COUNCILLOR SUPPORT OFFICER ARCHIVE & RECORDS OFFICER

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

DEPARTMENTAL & PORTFOLIO SAFETY OFFICER LABOUR RELATIONS OFFICER SENIOR COMMITTEE OFFICER ARCHIVE & RECORDS CLERK SECRETARY (OH&S)

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET ACTING BUDGET FILLED

ADMIN ASSISTANT EAP COORDINATOR ADMIN ASSISTANT ARCHIVE & RECORDS CLERK

BUDGET FILLED NO BUDGET FROZEN NO BUDGET FROZEN NO BUDGET FROZEN

GTLM CORPORATE SERVICES CORPORATE SUPPORT

ADMIN & COUNCIL SECRETARIAL SERVICES MANAGER

BUDGET FILLED

SWITHBOARD / RECEPTIONIST CLEANER TAUNG LIBRARY & CLEANER PUDIMOE ADMIN DRIVERS / MESSENGER CLEANER REIVILO CLEANER TAUNG ADMIN OFFICE CLEANER POLITICAL OFFICE TAUNG ADMIN OFF TRAINING CENTRE OFFICE

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

SWITHBOARD / RECEPTIONIST CLEANER PUDIMOE ADMIN DRIVERS / MESSENGER CLEANER REIVILO CLEANER TAUNG ADMIN OFFICE CLEANER TAUNG LIBRARY CLEANER LEASE OFFICE POLITICAL OFF OFFICE

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

DRIVERS / MESSENGER CLEANER TAUNG ADMIN OFFICE CLEANER TAUNG LIBRARY CLEANER LEASE OFFICE CLEANER PUDIMOE LIBRARY

BUDGET ACTING BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

6.3.5.DEPARTMENT – INFRASTRUCTURE DEVELOPMENT

GTLM GTLM GTLM GTLM INFRASTRUCTURE INFRASTRUCTURE DEVELOPMENT INFRASTRUCTURE DEVELOPMENT INFRASTRUCTURE DEVELOPMENT DEVELOPMENT SUPPORT STAFF REIVILO - MUNICIPAL WORKS TAUNG - MUNICIPAL WORKS PUDIMOE - MUNICIPAL WORKS

SECRETARY MANAGER MUNICIPAL WORKS

BUDGET FILLED BUDGET FILLED

FOREMAN MUN WORKS REIVILO FOREMAN MUN WORKS TAUNG FOREMAN MUN WORKS PUDIMOE

BUDGET FILLED BUDGET FILLED BUDGET FILLED

TEAM LEADER TEAM LEADER TEAM LEADER

BUDGET FILLED BUDGET FILLED BUDGET FILLED

DRIVER DRIVER DRIVER DRIVER DRIVER DRIVER

BUDGET FILLED NO BUDGET FROOZEN BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

GENERAL GENERAL GENERAL GENERAL GENERAL GENERAL X4 X4 X5 X6 X5 X4 WORKER WORKER WORKER WORKER WORKER WORKER BUDGET FILLED X4 BUDGET FILLED X4 BUDGET FILLED X5 BUDGET FILLED X6 BUDGET FILLED X5 BUDGET FILLED X4

GTLM GTLM GTLM INFRASTRUCTURE DEV INFRASTRUCTURE DEVELOPMENT INFRASTRUCTURE DEV REIVILO - WATER & SANITATION TAUNG - WATER & SANITATION PUDIMOE - WATER & SANITATION

MANAGER WATER & SANITATION

BUDGET FILLED

FOREMAN WATER & SANITATION FOREMAN WATER & SANITATION REIVILO TAUNG & PUDIMOE

BUDGET FILLED BUDGET FILLED

TEAM LEADER PLUMBER HONEY SUCKER DRIVER TEAM LEADER PLUMBER TEAM LEADER PLUMBER

BUDGET FILLED BUDGET ACTING BUDGET FILLED BUDGET FILLED

GENERAL DRIVER DRIVER HONEY SUCKER DRIVER HONEY SUCKER DRIVER X5 DRIVER DRIVER WORKER

BUDGET FILLED BUDGET FILLED BUDGET FILLED NO BUDGET FROZEN BUDGET FILLED X5 BUDGET FILLED BUDGET ACTING

GENERAL GENERAL GENERAL GENERAL X4 X4 X3 X3 WORKER WORKER WORKER WORKER BUDGET FILLED X4 BUDGET FILLED X4 BUDGET FILLED X3 BUDGET FILLED X3

GTLM GTLM GTLM INFRASTRUCTURE INFRASTRUCTURE DEVELOPMENT INFRASTRUCTURE DEVELOPMENT WORKSHOP PMU ELECTRICITY

MANAGER MECHANICAL PMU MANAGER MANAGER ELECTRICAL SERVICES WORKSHOP BUDGET ACTING BUDGET FILLED NO BUDGET FROZEN

SENIOR ELECTRICIAN SENIOR ELECTRICIAN MECH WORKSHOP MECHANICAL WORKSHOP MECHANICAL WORKSHOP PMU TECHNICIAN (RED SEAL) (RED SEAL) PLANNER (ADMIN) ARTISAN ARTISAN HIGH VOLTAGE HIGH VOLTAGE BUDGET ACTING BUDGET VACANT BUDGET VACANT BUDGET FILLED BUDGET VACANT BUDGET FILLED

MECHANICAL WORKSHOP MECHANICAL WORKSHOP MECHANICAL WORKSHOP WORKSHOP DRIVER PMU TECHNICIAN ELECTRICIAN ASSISTANT ELECTRICIAN ASSISTANT ARTISAN AID ARTISAN AID ARTISAN AID

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

WORKSHOP DRIVER DATA & EPWP OFFICER

BUDGET FILLED BUDGET ACTING

65 GTLM INFRASTRUCTURE DEVELOPMENT PLANT OPERATORS

MANAGER MUNICIPAL WORKS

TEAM LEADER FUTURE PLANT GRADER / LOW BED OPERATOR (ROAD CONSTRUCTION) BUDGET FILLED

EXCAVATOR OPERATOR GRADER / LOW BED OPERATOR GRADER / LOW BED OPERATOR GRADER / LOW BED OPERATOR

NO BUDGET FROZEN BUDGET FILLED BUDGET FILLED

DRIVER TIPPER TRUCK OPERATOR TIPPER TRUCK OPERATOR TIPPER TRUCK OPERATOR

BUDGET FILLED BUDGET FILLED NO BUDGET FROZEN

TIPPER TRUCK OPERATOR TIPPER TRUCK OPERATOR TIPPER TRUCK OPERATOR

NO BUDGET FROZEN NO BUDGET FROZEN

WATER TRUCK DRIVER WATER TRUCK DRIVER WATER TRUCK DRIVER

BUDGET FILLED NO BUDGET FROZEN

TLB OPERATOR TLB OPERATOR TLB OPERATOR

BUDGET ACTING NO BUDGET FROZEN

ROLLER OPERATOR ROLLER OPERATOR ROLLER OPERATOR

BUDGET ACTING NO BUDGET FROZEN

WORKS TEAM WORKS TEAM WORKS TEAM

6.3.6.DEPARTMENT – SPATIAL PLANNING & HUMAN SETTLEMENT

GTLM GTLM INFRASTRUCTURE DIRECTOR SP&HS SUPPORT STAFF HUMAN SETTLEMENT

` ADMIN ASSISTANT HUMAN SETTLEMENT MANAGER

BUDGET FILLED BUDGET FILLED

SENIOR HOUSING OFFICER SENIOR ADMIN OFFICER

BUDGET FILLED BUDGET FILLED

ADMIN CLERK HOUSING ADMIN CLERK HOUSING (REIVILO) (PUDIMOE) NO BUDGET FROZEN NO BUDGET FROZEN

GTLM GTLM DIRECTOR SP&HS DIR SPATIAL PLANNING & HUMAN SETTLEMENT BUILDING INSPECTORATE SPATIAL DEVELOPMENT

SPATIAL DEVELOPMENT MANAGER (IDP) BUDGET FILLED

CHIEF BUILDING INSPECTOR IDP COORDINATOR TOWN PLANNER TOWN PLANNER

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

BUILDING INSPECTOR BUILDING INSPECTOR

BUDGET FILLED NO BUDGET FROZEN

6.3.7.DEPARTMENT – FINANCE

GTLM GTLM GTLM FINANCIAL SERVICES FINANCIAL SERVICES FINANCIAL SERVICES

SUPPORT STAFF SUPPLY CHAIN MANAGEMENT EXPENDITURE MANAGEMENT

MANAGER SUPPLY CHAIN SECRETARY RELEVANT MANAGER MANAGER EXPENDITURE MANAGEMENT

BUDGET FILLED BUDGET FILLED BUDGET FILLED

INTERN 1 INTERN 2 SCM - PROCUREMENT OFFICER LOGISTICS OFFICER ACCOUNTANT EXPENDITURE PAYROLL ACCOUNTANT

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

INTERN 3 INTERN 4 PROCUREMENT CLERK PROCUREMENT CLERK CREDITORS CLERK CREDITORS CLERK

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

INTERN 5 INTERN 6

BUDGET VACANT BUDGET VACANT

` INTERN 7

BUDGET VACANT

GTLM GTLM GTLM FINANCIAL SERVICES FINANCIAL SERVICES FINANCIAL SERVICES

ASSET MANAGEMENT BUDGET & TREASURY REVENUE MANAGEMENT

MANAGER ASSET MANAGEMENT MANAGER BUDGET & TREASURY MANAGER REVENUE

BUDGET FILLED BUDGET FILLED BUDGET FILLED

ACCOUNTANT ASSETS ACCOUNTANT ASSETS ACCOUNTANT REVENUE ACCOUNTANT REVENUE BUDGET ACCOUNTANT BUDGET ACCOUNTANT (INFRASTRUCTURE) (MOVABLE) TAUNG & PUDIMOE REIVILO

BUDGET FILLED NO BUDGET FROZEN BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

REPORTING & COMPLIANCE SNR CLERK REVENUE RATES & ASSET MANAGEMENT CLERK DISPOSAL OFFICER FINANCIAL CLERK REIVILO FINANCIAL CLERK REIVILO OFFICER TAXES

BUDGET FILLED BUDGET FILLED NO BUDGET FROZEN BUDGET FILLED BUDGET FILLED BUDGET FILLED

ASSET MANAGEMENT CLERK FINANCIAL CLERK PUDIMOE FINANCIAL CLERK PUDIMOE

BUDGET FILLED BUDGET VACANT BUDGET FILLED

FINANCIAL CLERK TAUNG FINANCIAL CLERK TAUNG FINANCIAL CLERK TAUNG FINANCIAL CLERK TAUNG

BUDGET VACANT BUDGET FILLED BUDGET FILLED BUDGET FILLED

6.3.8.DEPARTMENT – COMMUNITY SOCIAL SERVICES

GTLM GTLM COMMUNITY SOCIAL COMMUNITY SOCIAL SERVICES SERVICES SUPPORT STAFF REIVILO - SOLID WASTE

SECRETARY ENVIRONMENTAL MANAGER

BUDGET FILLED BUDGET FILLED

DISASTER COORDINATOR FOREMAN REIVILO

BUDGET FILLED BUDGET FILLED

DRIVER DRIVER TLB OPERATOR

BUDGET FILLED BUDGET FILLED NO BUDGET FROZEN

GENERAL GENERAL X2 X4 WORKER WORKER

BUDGET FILLED X2 BUDGET FILLED X6

GTLM

COMMUNITY SOCIAL SERVICES

TAUNG - SOLID WASTE

ENVIRONMENTAL MANAGER

FOREMAN TAUNG

BUDGET FILLED

TLB OPERATOR DRIVER DRIVER DRIVER DRIVER DRIVER DRIVER

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

GENERAL GENERAL GENERAL GENERAL TIPPER TRUCK DRIVER X4 X4 X4 X4 WORKER WORKER WORKER WORKER

BUDGET FILLED BUDGET FILLED X3 BUDGET FILLED X4 BUDGET FILLED X4 NO BUDGET FILLED X0

GENERAL X1 WORKER

BUDGET FILLED X1

GTLM GTLM GTLM GTLM

COMMUNITY SOCIAL SERVICES COMMUNITY SOCIAL SERV COMMUNITY SOCIAL COMMUNITY SOCIAL TAUNG - PARKS & PUDIMOE - PARKS & PUDIMOE - SOLID WASTE REIVILO - PARKS & CEMETRIES CEMETERIES CEMETERIES

ENVIRONMENTAL MANAGER

FOREMAN PUDIMOE HORTICULTURIST

BUDGET FILLED BUDGET FILLED

CARETAKER / GREENKEEPER / CARETAKER / GREENKEEPER / DRIVER DRIVER DRIVER DRIVER DRIVER DRIVER DRIVER

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

GENERAL GENERAL GENERAL GENERAL GENERAL GENERAL GENERAL X4 X4 X3 X4 X3 X4 X2 WORKER WORKER WORKER WORKER WORKER WORKER WORKER

BUDGET FILLED X4 BUDGET FILLED X4 BUDGET FILLED X3 BUDGET FILLED X2 BUDGET FILLED X1 BUDGET FILLED X4 BUDGET FILLED X2

GTLM GTLM

COMMUNITY SOCIAL SERVICES COMMUNITY SOCIAL SERVICES

LIBRARIES COUNCIL BUILDINGS, SPORT, ARTS, CULTURE

MANAGER SOCIAL AMENITIES, CHIEF LIBRARIAN ARTS & CULTURE

BUDGET FILLED BUDGET FILLED

GENERAL WORKER LIBRARIAN TAUNG LIBRARIAN PUDIMOE LIBRARIAN REIVILO LIBRARIAN BOIPELO DRIVER MAINTENANCE X2 SPORTS DEVELOPMENT OFFICER COMHALL REIVILO BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED X2 NO BUDGET FROZEN

ASSISTANT LIBRARIAN LIBRARY ASSISTANT GENERAL GENERAL WORKER COMHALL LIBRARY ASSISTANT (REIVILO) LIBRARY ASSISTANT (BOIPELO) X2 (TAUNG) (PUDIMOE) WORKER TAUNG

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED X2 BUDGET FILLED

LIBRARY ASSISTANT GENERAL WORKER COMHALL LIBRARY ASSISTANT (TAUNG) LIBRARY ASSISTANT (REIVILO) (PUDIMOE) PUDIMOE

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

LIBRARY ASSISTANT GENERAL LIBRARY ASSISTANT REIVILO X3 (PUDIMOE) WORKER TSC

BUDGET FILLED BUDGET FILLED BUDGET FILLED X3

6.3.9.POLITICAL OFFICE

GTLM - POLITICAL OFFICE BEARERS

MAYOR COUNCIL WHIP SPEAKER

MANAGER POLITICAL OFFICE

BUDGET FILLED

PA TO MAYOR PA TO CHIEF WHIP PA TO SPEAKER

BUDGET FILLED BUDGET FILLED BUDGET FILLED

COMMUNITY PROGRAMMES COORDINATOR OF WARD FUNCTIONALITY WARD FUNCTIONALITY DRIVER OF MAYOR DEVELOPMENT DRIVER OF SPEAKER CHIEF WHIP COORDINATOR COORDINATOR COORDINATOR BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

YOUTH & SPECIAL PROJECT CDW 1 CDW 2 CDW 3 CDW 4 CDW 5 CDW 6 OFFICER BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

SOCIAL PROGRAM OFFICER CDW 7 CDW 8 CDW 9 CDW 10 CDW 11 CDW 12

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

CDW 13 CDW 14 CDW 15 CDW 16 CDW 17 CDW 18

BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

CDW 19 CDW 20 CDW 21 CDW 22 CDW 23 CDW 24 BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED BUDGET FILLED

71 6.3.10. POLICIES ADOPTED BY GTLM

Name of Policy Status Res No SALGBC COLLECTIVE 1 Grievance Policy Active AGREEMENT 2016 2 Placement Policy Active 60/2008 3 Employment Equity Policy Active 28/2012 4 Induction Policy Active 28/2012 5 Cell Phone Policy Active 28/2012 6 Overtime Policy Active 28/2012 7 Training Policy Active 28/2012 8 Leave Policy Active 28/2012 9 H I V Policy Active 60/2008 10 Medical Policy Active 60/2008 11 Promotion And Transfer Policy Active 28/2012 12 Recruitment And Selection Policy Active 28/2012 13 S And T Policy Active 2016 14 Volunteer And Internship Policy Active 28/2012 15 Employee Assistance Policy Active 28/2012 16 Skills Retention Policy Active 28/2012 17 Health And Safety Policy Active 28/2012 18 Essential Services Policy Active 60/2008 19 Acting Policy Active 28/2012 20 Motor Vehicle Scheme Policy Active 60/2008 21 Bursary Policy Active 28/2012 22 Sexual Harassment Policy Active 28/2012 23 Human Resource Strategy Active National document 2014 SALGBC COLLECTIVE 24 Conditions Of Service Active AGREEMENT 2012 25 Job Evaluation Policy Active 28/2012 SALGBC COLLECTIVE 26 Main Collective Agreement Active AGREEMENT 2016 2012 As per Systems act 27 Code Of Conduct Active section 69 28 Employment Equity Plan Active 2014 29 Human Resources Plan Active 2016 30 Workplace Skills Plan Active 2016 31 Councillor Funeral [Policy Active 2015 32 Fraud Prevention Policy Active 2012 33 Fraud Prevention Strategy And Plan Active 2016 34 Establishment Of Ward Committees Active 2008 35 Corporate Governance Of ICT Policy Framework Active 2016 36 Server Security Baseline Policy Active 2016 37 User Account Management Policy Active 2016 38 Password Management Policy Active 2016 39 Electronic Funds Transfer Policy Active 2016 40 IT End User Back Up Policy Active 2016 41 Sever Backup Policy Active 2016 42 Disaster Recovery Plan Active 2016 43 SCM Policy Active 2016 44 Tariff Policy Active 2016 45 Credit Control And Indigent Policy Active 2016 46 Investment Policy Active 2016 47 Virement Policy Active 2016 48 Asset Management Policy Active 2016 49 Budget Policy Active 2016 50 Risk Management Framework Active 2015 51 Delegation Framework Active 2012 72

6.3.11. EMPLOYMENT EQUITY PLAN (EEP)

GTLM as the designated employer is expected to comply with all the legislative compliance and thus to report in terms of section 21 of the EEA (55 of 1998) on employment equity status of the municipalities. Accordingly, the municipality managed to submit timeous report to the Department of Labour.

The following were some of the targets set. Accordingly, the underneath report is sent to the Department of Labour:

Male Female Foreign Nationals Occupational Levels Total A C I W A C I W Male Female

Top management 1 1

Senior management 3 1 2 6 Professionally qualified and experienced specialists and 12 2 4 10 2 2 32 mid-management Skilled technical and academically qualified workers, junior 16 2 1 13 1 2 35 management, supervisors, foremen, and superintendents Semi-skilled and discretionary decision 54 6 0 4 38 4 0 4 110 making Unskilled and defined 74 8 2 6 46 6 1 2 145 decision making

TOTAL PERMANENT 160 18 2 16 109 13 1 10 329

Temporary employees

GRAND TOTAL 160 18 2 16 109 13 1 10 329

The underneath table indicates the current profile: Because of many resignations the female representation at managerial level has decreased significantly.

Male Female OCCUPATIONAL LEVELS African Colour Indian White Total African Colour Indian White Total Senior Management 1 0 0 1 2 0 0 0 0 0 Professionally qualified and experienced specialists and mid- 11 0 0 3 14 4 1 0 2 7 management Skilled technical and academically qualified workers, junior 17 1 0 0 20 16 0 0 1 17 management,supervisors,foremen,and superitendents Semi-skilled and discretionary decision making 48 1 0 0 49 50 0 0 0 50 Unskilled and defined decision making 81 3 0 0 84 33 2 0 0 35 TOTAL EMPLOYEES/POSTS 158 5 0 4 169 103 3 0 3 109 AS % OF THE TOTAL NUMBER OF EMPLOYEES/POSTS 56.8% 1.8% 0.0% 1.4% 37.1% 1.1% 0.0% 1.1% CURRENT MALE TO FEMALE RATIO Male Female TOTAL NUMBER OF MALE & FEMALE EMPLOYEES 167 109 CURRENT % MALE TO FEMALE RATIO 60% 39%

73 GTLM MALE TO FEMALE RATIO

Female 39%

Male 61%

The current representation of the workforce is as follow

 61 % is male;  39 % is female;  4 % people with disabilities

From the above 94% of the workforce is African, 3% Colour and 3% White

The following still need to be addressed:

 Appointment of females in Senior Management positions  Appointment of Female managers to ensure gender equality  Appointment of minorities groups in the Municipality  Appointment of females in Unskilled and defined decision-making positions  It’s imperative for Council to ensure that a fair representation of females is appointed when appointing section 56 Directors.

6.3.12. OCCUPATIONAL HEALTH AND SAFETY PLAN

The Health and safety OH&S 180001 programme running smoothly. Goals are being reached and polices are in place. The Health and safety committee is working towards creating a safe working environment. The municipality has also employed a Health and safety officer in this regard.

A new employee assistance programme has been implemented to assist employees and to fulfil the following objectives:

 Improve the psychological health of employees and assist employees to develop coping skills and accept a greater degree of responsibility for their own wellness  Promote wellbeing of employees  Promote better work satisfaction and morale  Create a supportive workplace climate and culture  Help employees to resolve their immediate individual, family and job performance problems  Identify hazards and develop control measures to create a safe working environment  Encourage and maintain the well-being and productivity of employees by providing assistance and counseling to those experiencing personal or work-related problems  Reduce absenteeism  Improve productivity  Reduce turnover rate

74 6.3.13. EMPLOYEE WELLNESS PROGRAMME

The Following employee wellness programmes are planned:

 SARS Tax workshop  Policy induction workshop  Personal financial planning workshop  Healthy lifestyle workshop  All relevant employees medically assessed

6.3.14. SKILLS DEVELOPMENT PLAN

Accordingly, the municipality is required to report on the intended training interventions and/or the completed those training interventions completed. These training seeks to build the capacity for both Councillors and Officials of the municipality. In the same vain, the WSP and ATR reports for 2017/2018 were submitted to LGSETA on the 3rd May 2018, this denotes compliance as the regular reporting is expected. Recruitment Two (2) Senior positions (Directors) were advertised, i.e. Director: Infrastructure and Director: Land Use and Spatial Planning, and the shortlisting for both positions were conducted. The interviews are awaited. Seven (7) positions of the Finance Interns as previously advertised were filled. The appointment of the ICT & Security Manager (Mr Lebogang Thotse) was completed and subsequently resumed duties at the beginning of April 2018. The internal positions for: (i) Corporate Secretary, and (ii) 3x cleaners (all from the Corporate Services Department) internally advertised, shortlisted, and interviewed. Therefore, the recommendations for appointment sent to the Municipal Manager for finalisation. The internal positions for: (i) financial clerk, and procurement officer (Finance Department), as well as the (iii) foreman refuse (Community Services Department) were internally advertised and awaits shortlisting and interviews. The delay was as the result of the unavailability of officials from the respective Departments.

6.4. FINANCIAL CLUSTER

6.4.1.BUDGET SUMMARY - SCHEDULE A1

2018/19 Medium Term Revenue & Description 2014/15 2015/16 2016/17 Current Year 2017/18 Expenditure Framework Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year R thousands Outcome Outcome Outcome Budget Budget Forecast outcome 2018/19 +1 2019/20 +2 2020/21 Financial Performance Property rates 15,777 14,278 26,849 31,500 36,500 36,500 36,500 38,500 39,000 39,500 Serv ice charges 7,557 8,257 7,795 9,839 9,339 9,339 9,339 9,688 10,057 10,500 Inv estment rev enue 5,886 9,011 12,442 7,000 11,000 11,000 11,000 11,500 12,000 12,500 Transfers recognised - operational 137,738 175,285 168,560 177,062 177,062 177,062 177,062 182,135 196,143 209,388 Other ow n rev enue 4,279 7,254 7,707 8,696 10,196 10,196 10,196 9,839 10,013 9,546 Total Revenue (excluding capital transfers 171,237 214,085 223,352 234,097 244,097 244,097 244,097 251,662 267,213 281,434 and contributions) Employ ee costs 56,269 71,598 72,956 87,461 87,461 87,461 87,461 95,554 102,864 111,073 Remuneration of councillors 15,294 17,691 15,653 19,392 19,392 19,392 19,392 19,347 20,791 22,318 Depreciation & asset impairment 28,113 17,854 32,039 27,452 27,452 27,452 27,452 30,570 32,072 33,575 Finance charges 1,531 1,635 1,595 815 20 20 20 238 253 268 Materials and bulk purchases 9,835 11,066 17,637 22,867 22,867 22,867 22,867 27,810 28,278 30,585 Transfers and grants 6,937 6,794 12,742 13,075 13,075 13,075 13,075 12,909 13,033 13,741 Other ex penditure 52,105 38,619 57,062 76,750 81,544 81,544 81,544 77,010 81,674 79,043 Total Expenditure 170,084 165,256 209,684 247,812 251,811 251,811 251,811 263,437 278,966 290,603 Surplus/(Deficit) 1,154 48,829 13,669 (13,715) (7,714) (7,714) (7,714) (11,775) (11,753) (9,169) Transfers and subsidies - capital (monetary allocations) 52,247 (National / Prov 33,179 incial and District) 44,265 61,671 61,671 61,671 61,671 44,841 46,124 48,567 Contributions recognised - capital & contributed assets – – – – – – – – – – Surplus/(Deficit) after capital transfers & 53,400 82,008 57,933 47,956 53,957 53,957 53,957 33,067 34,371 39,398 contributions Share of surplus/ (deficit) of associate – – – – – – – – – – Surplus/(Deficit) for the year 53,400 82,008 57,933 47,956 53,957 53,957 53,957 33,067 34,371 39,398

Capital expenditure & funds sources Capital expenditure 61,706 104,583 108,138 74,287 80,287 80,287 80,287 58,461 58,349 60,792 Transfers recognised - capital 51,901 93,285 94,752 61,671 61,671 61,671 61,671 44,841 46,124 48,567 Public contributions & donations – – – – – – – – – – Borrow ing – – – – – – – – – – Internally generated funds 9,805 11,299 13,385 12,616 18,616 18,616 18,616 13,620 12,225 12,225 Total sources of capital funds 61,706 104,583 108,138 74,287 80,287 80,287 80,287 58,461 58,349 60,792 Financial position Total current assets 133,025 163,963 222,435 246,745 246,745 288,893 288,830 292,416 292,416 292,416 Total non current assets 469,688 496,886 515,408 614,687 614,687 614,687 614,850 1,118,890 1,118,890 1,118,890 Total current liabilities 56,582 31,481 48,454 21,687 21,687 21,687 33,181 36,703 36,703 36,703 Total non current liabilities 18,656 20,466 22,553 22,002 22,002 22,002 22,002 22,938 22,938 22,938 Community w ealth/Equity 527,475 608,902 666,835 817,742 817,742 859,891 848,495 1,351,665 1,351,665 1,351,665 Cash flows Net cash from (used) operating 99,739 62,855 95,590 77,854 77,854 77,854 86,795 (39,571) (42,944) (46,905) Net cash from (used) inv esting (62,492) (48,929) (51,037) (74,337) (74,337) (74,337) (33,949) (58,461) (58,349) (60,792) Net cash from (used) financing (714) (640) 1,354 (1,600) (1,600) (1,600) (1,600) (1,700) (1,800) (1,900) Cash/cash equivalents at the year end 102,752 116,038 161,945 141,181 141,181 141,181 213,191 127,947 24,854 (84,742) Cash backing/surplus reconciliation Cash and inv estments av ailable 102,753 116,038 161,945 194,692 194,692 236,840 215,137 222,606 222,606 222,606 Application of cash and inv estments 27,319 (2,753) 13,955 (10,532) (7,643) (7,643) (26,652) (2,836) (4,503) (6,674) Balance - surplus (shortfall) 75,434 118,791 147,989 205,223 202,335 244,483 241,789 225,442 227,109 229,280 Asset management Asset register summary (WDV) 469,688 496,886 515,408 509,271 515,433 515,433 600,089 656,151 717,914 Depreciation 28,113 17,854 32,039 27,452 27,452 27,452 30,570 32,072 33,575 Renew al of Ex isting Assets – – – – – – – – – Repairs and Maintenance 6,841 7,857 14,335 19,050 19,050 19,050 23,718 23,900 25,900 Free services Cost of Free Basic Serv ices prov ided – – – – – – – – – – Rev enue cost of free serv ices prov ided – – – – – – – – – – Households below minimum service level Water: – – – – – – – – – – Sanitation/sew erage: – – – – – – – – – – Energy : – – – – – – – – – – Refuse: – – – – – – – – – –

76 BUDGET SUMMARY IN MSCOA FORMAT:

GREATER TAUNG LOCAL MUNICIPALITY 2018/2019 SUMMARY BUDGET TEMPLATE

REVENUE BUDGET 2017/2018 2018/2019 FUNDED 70% ?? SUNDRY INCOME 21,196,000 21,339,000 14,937,300 ELECTRICITY 3,518,000 3,518,000 2,462,600 REFUSE 3,099,000 3,285,000 2,299,500 SEWERAGE 1,927,000 2,043,000 1,430,100 WATER 795,000 842,000 589,400 PROPERTY RATES 36,500,000 38,500,000 26,950,000 TOTAL SERVICES INCOME 67,035,000 69,527,000 48,668,900

PROVINCIAL GRANT 1,320,000 835,000 835,000 F M G 2,345,000 2,415,000 2,415,000 M I G 63,406,000 46,675,000 46,675,000 EPWP GRANT 1,309,000 1,077,000 1,077,000 EQUITABLE SHARE 170,353,000 175,974,000 175,974,000 TOTAL INCOME FROM GRANTS 238,733,000 226,976,000 226,976,000

TOTAL INCOME 305,768,000 296,503,000 275,644,900

EXPENDITURE SUMMARY 2017/2018 2018/2019 TOTAL EXP PAYROLL 106,853,000 114,900,200 114,900,200 TOTAL EXP GENL EXPENSES 91,747,000 88,087,550 88,087,550 PROVISIONS (IMPAIREMENT & DEPRECIATION) 27,452,000 30,570,000 30,570,000 EXP REPAIRS & MAINTENANCE 19,050,000 23,718,000 23,718,000 GRANTS - OPERATIONAL 6,709,000 6,160,750 6,160,750 CONTRIBUTION TO FIX ASSETS 18,616,000 13,620,000 13,620,000 GRANTS - CAPITAL 61,671,000 44,841,250 44,841,250

TOTAL EXPENDITURE 332,098,000 321,897,750 321,897,750 MIN TOTAL INCOME 305,768,000 296,503,000 275,644,900 SURPLUS/DEFICIT -26,330,000 -25,394,750 -46,252,850

GREATER TAUNG LM - BUDGET SUMMARY REVENUE BUDGET SUMMARY REVENUE BUDGET 2018/2019 % 2017/2018 % 2016/2017 % SUNDRY INCOME R 21,339,000 7.2% R 21,196,000 6.9% R 15,173,566 5.7% ELECTRICITY R 3,518,000 1.2% R 3,518,000 1.2% R 3,769,700 1.4% REFUSE R 3,285,000 1.1% R 3,099,000 1.0% R 2,923,700 1.1% SEWERAGE R 2,043,000 0.7% R 1,927,000 0.6% R 1,818,000 0.7% WATER & SANITATION R 842,000 0.3% R 795,000 0.3% R 750,000 0.3% PROPERTY RATES R 38,500,000 13.0% R 36,500,000 11.9% R 26,800,000 10.1% TOTAL SERVICES INCOME R 69,527,000 23.4% R 67,035,000 21.9% R 51,234,966 19.3% PROVINCIAL GRANT R 835,000 0.3% R 1,320,000 0.4% R 1,220,000 0.5% M S I G R - 0.0% R - 0.0% R - 0.0% F M G R 2,415,000 0.8% R 2,345,000 0.8% R 2,010,000 0.8% M I G R 46,675,000 15.7% R 63,406,000 20.7% R 45,436,000 17.1% NDP GRANT R - 0.0% R - 0.0% R - 0.0% EPWP GRANT R 1,077,000 0.4% R 1,309,000 0.4% R 1,352,000 0.5% EQUITABLE SHARE R 175,974,000 59.3% R 170,353,000 55.7% R 164,554,000 61.9% TOTAL INCOME FROM GRANTS R 226,976,000 76.6% R 238,733,000 78.1% R 214,572,000 80.7% TOTAL INCOME R 296,503,000 100% R 305,768,000 100% R 265,806,966 100%

SERVICES INCOME

SUNDRY INCOME 30.7%

PROPERTY RATES 55.4% ELECTRICITY 5.1% REFUSE 4.7%

WATER & SEWERAGE SANITATION 2.9% 1.2%

SERVICE INCOME GRANTS TOTAL INCOME FINANCIAL YEAR AMOUNT INCREASE AMOUNT INCREASE AMOUNT GROWTH 2016/2017 R 51,234,966 R 214,572,000 R 265,806,966 2017/2018 R 67,035,000 30.8% R 238,733,000 11.3% R 305,768,000 15.0% 2018/2019 R 69,527,000 3.7% R 226,976,000 -4.9% R 296,503,000 -3.0%

SERVICE INCOME GRANT INCOME GROWTH GROWTH R 80,000,000 R 245,000,000 R 70,000,000 R 240,000,000 R 60,000,000 R 235,000,000 R 50,000,000 R 230,000,000 R 225,000,000 R 40,000,000 R 220,000,000 R 30,000,000 R 215,000,000 R 20,000,000 R 210,000,000 R 10,000,000 R 205,000,000 R - R 200,000,000 2016/2017 2017/2018 2018/2019 2016/2017 2017/2018 2018/2019

TOTAL INCOME GROWTH R 310,000,000

R 300,000,000

R 290,000,000

R 280,000,000

R 270,000,000

R 260,000,000

R 250,000,000

R 240,000,000 2016/2017 2017/2018 2018/2019

6.4.2. REVENUE & EXPENDITURE BY FUNCTIONAL CLASSIFICATION - SCHEDULE A2

2018/19 Medium Term Revenue & Functional Classification Description Ref 2014/15 2015/16 2016/17 Current Year 2017/18 Expenditure Framework Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year Budget Year R thousand 1 Outcome Outcome Outcome Budget Budget Forecast 2018/19 +1 2019/20 +2 2020/21 Revenue - Functional Governance and administration 105,515 128,908 137,174 153,648 229,832 229,832 237,967 252,816 266,463 Ex ecutiv e and council 42,157 53,383 51,256 54,601 170,690 170,690 176,523 190,905 203,092 Finance and administration 63,359 75,525 85,918 99,048 59,142 59,142 61,444 61,911 63,371 Internal audit – – – – – – – – – Community and public safety 11,755 15,862 16,818 17,344 1,984 1,984 1,501 2,188 2,190 Community and social serv ices 4,307 6,459 8,697 8,709 1,984 1,984 1,501 2,188 2,190 Sport and recreation 7,448 9,403 8,121 8,635 – – – – – Public safety – – – – – – – – – Housing – – – – – – – – – Health – – – – – – – – – Economic and environmental services 67,201 55,835 70,636 77,353 64,553 64,553 47,287 48,216 50,788 Planning and dev elopment 6,556 7,810 7,252 8,272 1,147 1,147 612 612 612 Road transport 60,645 48,025 63,384 69,081 63,406 63,406 46,675 47,604 50,176 Env ironmental protection – – – – – – – – – Trading services 39,013 46,660 42,989 47,423 9,399 9,399 9,748 10,117 10,560 Energy sources 11,521 12,010 15,668 17,980 3,538 3,538 3,538 3,538 3,588 Water management 4,592 5,230 3,286 3,570 815 815 842 892 946 Waste w ater management 7,942 9,891 9,859 10,577 1,947 1,947 2,063 2,185 2,315 Waste management 14,958 19,529 14,176 15,295 3,099 3,099 3,305 3,502 3,711 Other 4 – – – – – – – – – Total Revenue - Functional 2 223,484 247,264 267,617 295,768 305,768 305,768 296,503 313,337 330,001 Expenditure - Functional Governance and administration 115,200 104,361 136,462 163,256 167,656 167,656 170,268 182,306 186,956 Ex ecutiv e and council 35,540 35,182 39,303 54,052 62,372 62,372 70,560 74,707 78,356 Finance and administration 79,660 69,178 97,158 109,204 105,284 105,284 99,708 107,599 108,600 Internal audit – – – – – – – – – Community and public safety 7,432 9,472 10,653 13,646 13,646 13,646 21,343 20,172 22,217 Community and social serv ices 2,917 3,619 4,840 6,834 6,834 6,834 12,613 11,190 12,630 Sport and recreation 4,515 5,854 5,813 6,812 6,812 6,812 8,730 8,982 9,587 Public safety – – – – – – – – – Housing – – – – – – – – – Health – – – – – – – – – Economic and environmental services 21,241 19,310 22,030 25,505 25,105 25,105 23,627 24,636 26,268 Planning and dev elopment 4,931 5,513 6,014 9,248 9,048 9,048 7,355 7,834 8,352 Road transport 16,310 13,797 16,016 16,257 16,057 16,057 16,273 16,802 17,915 Env ironmental protection – – – – – – – – – Trading services 26,211 32,113 40,539 45,405 45,404 45,404 48,198 51,852 55,162 Energy sources 9,515 11,745 17,137 18,044 18,044 18,044 21,958 23,938 25,488 Water management 1,265 1,564 2,151 3,104 3,104 3,104 2,950 3,019 3,032 Waste w ater management 4,777 6,682 9,385 9,274 9,274 9,274 8,969 9,436 9,948 Waste management 10,653 12,122 11,866 14,983 14,983 14,983 14,321 15,459 16,694 Other 4 – – – – – – – – – Total Expenditure - Functional 3 170,084 165,256 209,684 247,812 251,811 251,811 263,437 278,966 290,603 Surplus/(Deficit) for the year 53,400 82,008 57,933 47,956 53,957 53,957 33,067 34,371 39,398

GREATER TAUNG LOCAL MUNICIPALITY NW394 MSCOA BUDGET TEMPLATE DETAILED REVENUE 2018/2019 Adjusted VOTE DESCRIPTION % 2017/2018 2018/2019 2019/2020 2020/2021 0001/1601/0000 NW394 R 1601 EQ 21 GRANT: NAT EQUITABLE SHARE 170,353,000 175,974,000 190,263,000 202,947,000 0001/1719/0000 NW394 R 1719 SUN 1 SUNDRY INCOME 337,000 417,000 502,000 0101/1707/0000 NW394 R 1719 SUN 1 COLLECTION COMMISSION: GOVMT ENATIS 120,000 132,000 140,000 145,000 0201/0213/0000 NW394 R 0213 SERV 23 SERVICE: PROPERTY RATES 36,500,000 38,500,000 39,000,000 39,500,000 0201/0301/0000 NW394 R 0301 INT 28 INTEREST: PROPERTY RATES 4,500,000 4,500,000 4,500,000 4,500,000 0201/0803/0000 NW394 R 0301 INT 28 INTEREST: CALL ACCOUNTS 11,000,000 11,500,000 12,000,000 12,500,000 0201/1001/0000 NW394 R 0301 INT 28 INTEREST: ELECTRICITY 160,000 140,000 120,000 100,000 0201/1001/0000 NW394 R 0301 INT 28 INTEREST: OTHER SERVICE CHARGES 301,000 318,000 335,000 342,000 0201/1001/0000 NW394 R 0301 INT 28 INTEREST: SARS 250,000 250,000 250,000 250,000 0201/1001/0000 NW394 R 0301 INT 28 INTEREST: WASTE MANAGEMENT 720,000 763,000 809,000 810,000 0201/1001/0000 NW394 R 0301 INT 28 INTEREST: WASTE WATER MANAGEMENT 550,000 583,000 618,000 652,000 0201/1001/0000 NW394 R 0301 INT 28 INTEREST: WATER 160,000 160,000 150,000 150,000 0201/1653/0000 NW394 R 1601 FMG 15 GRANT: FMG 2,345,000 2,415,000 2,880,000 3,312,000 0201/1705/0000 NW394 R 1719 SUN 1 FEES: CLEARANCE CERTIFICATES 27,000 28,000 29,000 30,000 0201/1707/0000 NW394 R 1719 SUN 1 COLLECTION CHARGES 3RD PARTIES 100,000 110,000 120,000 125,000 0201/1721/0000 NW394 R 1719 SUN 1 FEES: TENDER DOCUMENTS 1,000,000 1,000,000 1,000,000 1,000,000 0301/1616/0000 NW394 R 1719 SUN 1 LG SETA 100,000 100,000 100,000 100,000 0403/1602/0000 NW394 R 1601 LIBO 12 GRANT: LIBRARY GRANT Nat 620,000 335,000 335,000 335,000 0403/1665/0000 NW394 R 1601 LIBC 11 GRANT: LIBRARY GRANT Prov 700,000 500,000 500,000 500,000 0403/1715/0000 NW394 R 1719 SUN 1 FEES: LIBRARY 30,000 30,000 30,000 30,000 0409/0701/0000 NW394 R 1719 SUN 29 RENTAL: FROM FIXED ASSETS 596,000 596,000 596,000 596,000 0409/1704/0000 NW394 R 1719 SUN 1 FEES: CEMETRY 38,000 40,000 42,000 44,000 0480/0473/0000 NW394 R 0473 SERV 24 SERVICE: REFUSE CHARGES 3,099,000 3,285,000 3,482,000 3,691,000 0509/1655/0000 NW394 R 1601 MIG 20 GRANT: MIG 63,406,000 46,675,000 47,604,000 50,176,000 0511/1671/0000 NW394 R 1601 EPWP 14 GRANT: EPWP GRANT 1,309,000 1,077,000 - - 0550/0413/0000 NW394 R 0413 SERV 22 SERVICE: ELECTRICITY: COMMERCIAL CONVENTIONAL 600,000 600,000 600,000 600,000 0550/0413/0000 NW394 R 0413 SERV 22 SERVICE: ELECTRICITY: COMMERCIAL PRE PAY 360,000 360,000 360,000 360,000 0550/0413/0000 NW394 R 0413 SERV 22 SERVICE: ELECTRICITY: INDUSTRIAL LOW KVA 312,000 312,000 312,000 312,000 0550/0413/0000 NW394 R 0413 SERV 22 SERVICE: ELECTRICITY: INDUSTRIAL LOW KWH 180,000 180,000 180,000 180,000 0550/0413/0000 NW394 R 0413 SERV 22 SERVICE: ELECTRICITY: RESIDENTIAL CONVENTIONAL 1,218,000 462,000 462,000 462,000 0550/0413/0000 NW394 R 0413 SERV 22 SERVICE: ELECTRICITY: RESIDENTIAL INDIGENT (PREP) 36,000 36,000 36,000 36,000 0550/0413/0000 NW394 R 0413 SERV 22 SERVICE: ELECTRICITY: RESIDENTIAL PRE PAY 462,000 1,218,000 1,218,000 1,218,000 0550/0413/0000 NW394 R 0413 SERV 22 SERVICE: ELECTRICITY: DEPARTETAL USAGE 300,000 300,000 300,000 350,000 0550/0414/0000 NW394 R 0413 SERV 22 SERVICE: ELECTRICITY AVAILABILITY EMPTY SITES 50,000 50,000 50,000 50,000 0550/1719/0000 NW394 R 1719 SUN 1 CONNECTION FEES: ELECTRICITY 20,000 20,000 20,000 20,000 0560/0433/0000 NW394 R 0433 SERV 26 SERVICE: WATER: SALES 795,000 842,000 892,000 946,000 0560/1719/0000 NW394 R 1719 SUN 1 CONNECTION FEES: WATER 20,000 20,000 20,000 20,000 0570/0453/0000 NW394 R 0453 SERV 25 SERVICE: SANITATION CHARGES 1,927,000 2,043,000 2,165,000 2,295,000 05701709/0000 NW394 R 1719 SUN 1 CONNECTION FEES: SANITATION 20,000 20,000 20,000 20,000 0601/1701/0000 NW394 R 1719 SUN 1 FEES: ADMINISTRATION 85,000 50,000 50,000 50,000 0601/1711/0000 NW394 R 1719 SUN 1 FEES: INSPECTION 42,000 42,000 42,000 42,000 0601/1717/0000 NW394 R 1719 SUN 1 FEES: BUILDING PLANS 120,000 120,000 120,000 120,000 0601/1841/0000 NW394 R 1719 SUN 1 PROFIT ON DISPOSAL OF ASSETS 400,000 400,000 400,000 400,000

305,768,000 296,503,000 312,652,000 329,316,000

81 6.4.3. REVENUE & EXPENDITURE BY VOTE - SCHEDULE A3

2018/19 Medium Term Revenue & Vote Description Ref 2014/15 2015/16 2016/17 Current Year 2017/18 Expenditure Framework Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast 2018/19 +1 2019/20 +2 2020/21 Revenue by Vote 1 Vote 1 - Community and Social Serv ices 4,307 6,459 8,697 8,709 1,984 1,984 1,501 2,188 2,190 Vote 2 - Energy Sources 11,521 12,010 15,668 17,980 3,538 3,538 3,538 3,538 3,588 Vote 3 - Ex ecutiv e and Council 42,157 53,383 51,256 54,601 170,690 170,690 176,523 190,905 203,092 Vote 4 - Finance and Administration 63,359 75,525 85,918 99,048 59,142 59,142 61,444 61,911 63,371 Vote 5 - Planning and Dev elopment 6,556 7,810 7,252 8,272 1,147 1,147 612 612 612 Vote 6 - Road Transport 60,645 48,025 63,384 69,081 63,406 63,406 46,675 47,604 50,176 Vote 7 - Sports and Recreation 7,448 9,403 8,121 8,635 – – – – – Vote 8 - Waste Managemnt 14,958 19,529 14,176 15,295 3,099 3,099 3,305 3,502 3,711 Vote 9 - Waste Water Management 7,942 9,891 9,859 10,577 1,947 1,947 2,063 2,185 2,315 Vote 10 - Water Managemnt 4,592 5,230 3,286 3,570 815 815 842 892 946 Vote 11 - [NAME OF VOTE 11] – – – – – – – – – Vote 12 - [NAME OF VOTE 12] – – – – – – – – – Vote 13 - [NAME OF VOTE 13] – – – – – – – – – Vote 14 - [NAME OF VOTE 14] – – – – – – – – – Vote 15 - [NAME OF VOTE 15] – – – – – – – – – Total Revenue by Vote 2 223,484 247,264 267,617 295,768 305,768 305,768 296,503 313,337 330,001 Expenditure by Vote to be appropriated 1 Vote 1 - Community and Social Serv ices 2,917 3,619 4,840 6,834 6,834 6,834 12,613 11,190 12,630 Vote 2 - Energy Sources 9,515 11,745 17,137 18,044 18,044 18,044 21,958 23,938 25,488 Vote 3 - Ex ecutiv e and Council 35,540 35,182 39,303 54,052 62,372 62,372 70,560 74,707 78,356 Vote 4 - Finance and Administration 79,660 69,178 97,158 109,204 105,284 105,284 99,708 107,599 108,600 Vote 5 - Planning and Dev elopment 4,931 5,513 6,014 9,248 9,048 9,048 7,355 7,834 8,352 Vote 6 - Road Transport 16,310 13,797 16,016 16,257 16,057 16,057 16,273 16,802 17,915 Vote 7 - Sports and Recreation 4,515 5,854 5,813 6,812 6,812 6,812 8,730 8,982 9,587 Vote 8 - Waste Managemnt 10,653 12,122 11,866 14,983 14,983 14,983 14,321 15,459 16,694 Vote 9 - Waste Water Management 4,777 6,682 9,385 9,274 9,274 9,274 8,969 9,436 9,948 Vote 10 - Water Managemnt 1,265 1,564 2,151 3,104 3,104 3,104 2,950 3,019 3,032 Vote 11 - [NAME OF VOTE 11] – – – – – – – – – Vote 12 - [NAME OF VOTE 12] – – – – – – – – – Vote 13 - [NAME OF VOTE 13] – – – – – – – – – Vote 14 - [NAME OF VOTE 14] – – – – – – – – – Vote 15 - [NAME OF VOTE 15] – – – – – – – – – Total Expenditure by Vote 2 170,084 165,256 209,684 247,812 251,811 251,811 263,437 278,966 290,603 Surplus/(Deficit) for the year 2 53,400 82,008 57,933 47,956 53,957 53,957 33,067 34,371 39,398

82 6.4.4. OPERATIONAL BUDGET BY SERVICE – SCHEDULE A4

2018/19 Medium Term Revenue & Expenditure Description Ref 2014/15 2015/16 2016/17 Current Year 2017/18 Framework

Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year +1 Budget Year +2 R thousand 1 Outcome Outcome Outcome Budget Budget Forecast outcome 2018/19 2019/20 2020/21 Revenue By Source Property rates 2 15,777 14,278 26,849 31,500 36,500 36,500 36,500 38,500 39,000 39,500 Service charges - electricity revenue 2 2,714 2,913 2,613 4,018 3,518 3,518 3,518 3,518 3,518 3,568 Service charges - water revenue 2 600 767 690 795 795 795 795 842 892 946 Service charges - sanitation revenue 2 1,618 1,893 1,721 1,927 1,927 1,927 1,927 2,043 2,165 2,295 Service charges - refuse revenue 2 2,625 2,685 2,771 3,099 3,099 3,099 3,099 3,285 3,482 3,691 Service charges - other – – – – – – – – – – Rental of facilities and equipment 330 361 484 596 596 596 596 596 596 596 Interest earned - external investments 5,886 9,011 12,442 7,000 11,000 11,000 11,000 11,500 12,000 12,500 Interest earned - outstanding debtors 3,168 5,124 5,190 5,641 6,641 6,641 6,641 6,714 6,782 6,804 Dividends received – – – – – – – – – – Fines, penalties and forfeits – – – 295 – – – – – – Licences and permits – – – – – – – – – – Agency services – – – – – – – – – – Transfers and subsidies 137,738 175,285 168,560 177,062 177,062 177,062 177,062 182,135 196,143 209,388 Other revenue 2 384 1,769 2,033 2,165 2,059 2,059 2,059 2,129 2,235 1,746 Gains on disposal of PPE 398 – – – 900 900 900 400 400 400 Total Revenue (excluding capital transfers and 171,237 214,085 223,352 234,097 244,097 244,097 244,097 251,662 267,213 281,434 contributions)

Expenditure By Type Employee related costs 2 56,269 71,598 72,956 87,461 87,461 87,461 87,461 95,554 102,864 111,073 Remuneration of councillors 15,294 17,691 15,653 19,392 19,392 19,392 19,392 19,347 20,791 22,318 Debt impairment 3 6,109 (7,144) 3,209 8,000 3,000 3,000 3,000 3,000 3,000 3,000 Depreciation & asset impairment 2 28,113 17,854 32,039 27,452 27,452 27,452 27,452 30,570 32,072 33,575 Finance charges 1,531 1,635 1,595 815 20 20 20 238 253 268 Bulk purchases 2 2,994 3,209 3,302 3,817 3,817 3,817 3,817 4,092 4,378 4,685 Other materials 8 6,841 7,857 14,335 19,050 19,050 19,050 19,050 23,718 23,900 25,900 Contracted services 13,310 13,697 17,250 20,568 21,568 21,568 21,568 21,757 22,349 22,461 Transfers and subsidies 6,937 6,794 12,742 13,075 13,075 13,075 13,075 12,909 13,033 13,741 Other expenditure 4, 5 32,548 32,025 36,125 48,182 56,976 56,976 56,976 52,253 56,325 53,582 Loss on disposal of PPE 138 41 477 – – – – – – – Total Expenditure 170,084 165,256 209,684 247,812 251,811 251,811 251,811 263,437 278,966 290,603 Surplus/(Deficit) 1,154 48,829 13,669 (13,715) (7,714) (7,714) (7,714) (11,775) (11,753) (9,169) Transfers and subsidies - capital (monetary allocations) (National / Provincial and District) 52,247 33,179 44,265 61,671 61,671 61,671 61,671 44,841 46,124 48,567 Transfers and subsidies - capital (monetary allocations) (National / Provincial Departmental Agencies, Households, Non-profit Institutions, Private Enterprises, Public Corporatons, Higher Educational Institutions) 6 – – – – – – – – – – Transfers and subsidies - capital (in-kind - all) Surplus/(Deficit) after capital transfers & 53,400 82,008 57,933 47,956 53,957 53,957 53,957 33,067 34,371 39,398 contributions Taxation Surplus/(Deficit) after taxation 53,400 82,008 57,933 47,956 53,957 53,957 53,957 33,067 34,371 39,398 Attributable to minorities Surplus/(Deficit) attributable to municipality 53,400 82,008 57,933 47,956 53,957 53,957 53,957 33,067 34,371 39,398 Share of surplus/ (deficit) of associate 7 Surplus/(Deficit) for the year 53,400 82,008 57,933 47,956 53,957 53,957 53,957 33,067 34,371 39,398

GREATER TAUNG LOCAL MUNICIPALITY NW394 MSCOA BUDGET TEMPLATE 2018/2019 RUNNING COST SUMMARY

VOTE DESCRIPTION % 2017/2018 2018/2019 2019/2020 2020/2021 0001/3113/0000 SDL MUNICIPAL MANAGER 71,800 77,500 83,700 0001/3601/0000 DEBT COLLECTION 7,000,000 - - - 0001/4213/0000 NW394 R DMM 37 PROF FEES MM COMM RE A DIRA 300,000 318,000 318,000 320,000 0001/4221/0000 NW394 R ALL 43 CONTRACTED SERV: TELEPHONE & FAX CHARGES 20 3,074,000 3,258,000 3,393,000 2,537,000 0001/4378/0000 NW394 R DMM 38 PROF FEES MM IT SERVICES EXTERNAL 2,750,000 1,300,000 1,365,000 1,433,000 0001/4401/0000 NW394 R ALL 2 ACCOMMODATION EXPENSES BOOKINGS MUN STAFF 78 900,000 900,000 949,000 1,000,000 0001/4405/0000 NW394 R DMM 4 ADVERTISEMENT / PUBLICITY: LEGISLATED 300,000 300,000 300,000 300,000 0001/4415/0000 NW394 R LED 24 BUSINESS ADVISORY SMME's LED 18 1,000,000 1,000,000 1,000,000 1,000,000 0001/4416/0000 NW394 R DSS 47 EMPLOYEE ASSISTANCE: SPORT 112 170,000 150,000 150,000 150,000 0001/4417/0000 NW394 R DMM 17 CATERING SERVICES MM 48 10,000 10,000 10,000 10,000 0001/4473/0000 NW394 R DMM 68 PUBLIC PARTICIPATION: MM (RADIO SLOTS, OTHER) 1 500,000 500,000 500,000 550,000 0001/4487/0000 NW394 R DMM PROF FEES MM INT AUDIT 300,000 320,000 340,000 0001/4491/0000 NW394 R DMM 11 BURSARIES: SEMINARS & CONFERENCES - 100,000 100,000 100,000 100,000 0101/3113/0000 SDL COUNCIL 170,300 184,000 200,000 0101/3701/0000 NW394 DEPRECIATION: OTHER ASSETS 52,000 70,000 72,000 75,000 0101/4401/0000 NW394 R CLLR 1 ACCOMMODATION EXPENSES BOOKINGS CLLRS 110 500,000 500,000 527,000 550,000 0101/4417/0000 NW394 R DCS 16 CATERING SERVICES COUNCIL, EXCO & CLL WORKSHOP 47 427,000 500,000 510,000 520,000 0101/4443/0000 NW394 R DTS 51 FLEET: VEHICLE TRACKING 11 360,000 370,000 380,000 390,000 0101/4463/0000 NW394 R DCS 64 PROFESSIONAL BODIES MEMBERSHIP FEES (SALGA) 96 1,100,000 1,163,000 1,230,000 1,328,000 0101/4473/0000 NW394 R CLL 69 PUBLIC PARTICIPATION: MPAC (REPORTS) 300,000 316,000 332,000 345,000 0101/4483/0000 NW394 R ALL 62 INVENTORY: CONSUMABLES 78 810,000 850,000 900,000 950,000 0103/3113/0000 SDL MAYOR'S OFFICE 22,700 25,000 28,000 0103/3701/0000 NW394 DEPRECIATION: VEHICLES, MACHINARY & EQ - 6,437,000 7,500,000 8,000,000 8,500,000 0103/4405/0000 NW394 R DFS 3 ADVERTISEMENT / PUBLICITY: IDP & BUDGET 300,000 300,000 300,000 300,000 0103/4417/0000 NW394 R CLLR 14 CATERING SERVICES MAYOR 25 50,000 50,000 50,000 50,000 0103/4443/0000 NW394 R DTS 52 FLEET: WET FUEL 41 5,231,000 4,970,000 5,000,000 5,100,000 0103/4473/0000 NW394 R CLLR 66 PUBLIC PARTICIPATION: MAYOR (BUDGET & IDP) 10 500,000 542,000 572,000 603,000 0103/4473/0000 NW394 R DSP 67 PUBLIC PARTICIPATION: MAYOR (IDP REP FORUM) 40,000 - - - 0103/4479/0001 NW394 R CLLR 80 SPEC PROG: MAYOR PROJECTS YOUTH 77 750,000 120,000 126,000 132,000 0103/4479/0002 SPEC PROG: MAYOR PROJECTS DISSABILITY 80,000 84,000 88,000 0103/4479/0003 SPEC PROG: MAYOR PROJECTS W, C, & E 114,000 120,000 125,000 0103/4479/0004 SPEC PROG: MAYOR PROJECTS SPORTS 80,000 84,000 88,000 0103/4479/0005 SPEC PROG: MAYOR PROJECTS HIV/AIDS 80,000 84,000 88,000 0103/4479/0006 SPEC PROG: MAYOR PROJECTS TRAD LEADERS 80,000 84,000 88,000 0103/4479/0007 SPEC PROG: MAYOR PROJECTS FUNERALS 238,000 250,000 262,000 0105/3113/0000 SDL SPEAKER'S OFFICE 12,400 13,300 14,400 0105/3403/0000 NW394 R CLLR 74 REMUNARATION OF WARD COMMITTEE SIT ALL 50 3,000,000 4,500,000 4,500,000 4,500,000 0105/4417/0000 NW394 R CLLR 15 CATERING SERVICES SPEAKER 11 50,000 50,000 50,000 50,000 0105/4473/0000 NW394 R CLL 70 PUBLIC PARTICIPATION: SPEAKER (CBP) 37 40,000 - - - 0105/4473/0000 NW394 R CLL 71 PUBLIC PARTICIPATION: SPEAKER (WARDS) 500,000 570,000 601,000 634,000 0201/3113/0000 SDL FINANCE 96,500 104,200 112,600 0201/3153/0000 NW394 R DFS 60 INTEREST: DEFINED BENEFITS To Employee Cost - 800,000 800,000 800,000 800,000 0201/3501/0000 NW394 PROVISION FOR BAD DEBTS; 3,000,000 3,000,000 3,000,000 3,000,000 0201/3701/0000 NW394 DEPRECIATION: LAND&BUILDINGS 10,199,000 11,500,000 12,000,000 12,500,000 0201/3903/0000 NW394 R DFS 61 INTEREST: CREDITORS OVERDUE; 76 20,000 20,000 20,000 22,000 0201/4205/0000 NW394 R DFS 42 CONTRACTED SERV: SHORT TERM INSURANCE 77 1,060,000 1,120,000 1,168,000 1,227,000 0201/4211/0000 NW394 R DFS 30 CONTRACTED SERV: LICENCE FEES ALL SOFTWARE & SEBATA - ICT 2,000,000 2,300,000 2,600,000 2,900,000 0201/4213/0000 NW394 R DFS 33 PROF FEES CFO AFS & OTHERS 97 3,500,000 2,720,000 3,000,000 3,500,000 0201/4215/0000 NW394 R DFS 28 CONTRACTED SERV: LEASE OFFICE MACHINES; 53 1,600,000 1,700,000 1,800,000 1,900,000 0201/4219/0000 NW394 R DFS 25 CONTRACTED SERV: CASH IN TRANSIT 51 106,000 144,000 153,000 162,000 0201/4223/0000 NW394 R DFS 44 VALUATION ROLL COST 9 50,000 80,000 3,000,000 80,000 0201/4339/0000 NW394 R 0213SERV 232 INDIGENT SUPPORT: REVENUE FOR GONE - 500,000 500,000 500,000 500,000 0201/4339/0001 NW394 R 0213SERV 23I INDIGENT SUPPORT: PROPERTY RATES - 2,803,000 - - -

84 GREATER TAUNG LOCAL MUNICIPALITY NW394 MSCOA BUDGET TEMPLATE 2018/2019 RUNNING COST SUMMARY

VOTE DESCRIPTION % 2017/2018 2018/2019 2019/2020 2020/2021 0201/4377/0000 PROF FEES CFO MSCOA & HANDHOLDING 2,100,000 1,500,000 200,000 0201/4378/0000 NW394 R DFS VETTING & ASSET MAN PLAN - 885,000 385,000 385,000 0201/4405/0000 NW394 R DFS 5 ADVERTISEMENT / PUBLICITY: SCM 91 500,000 500,000 500,000 500,000 0201/4409/0000 NW394 R DFS 8 AUDIT FEES; 72 3,710,000 3,922,000 4,168,000 4,200,000 0201/4411/0000 NW394 R DFS 9 BANK CHARGES 60 265,000 268,000 273,000 288,000 0201/4417/0000 NW394 R DFS 18 CATERING SERVICES CFO 6 10,000 10,000 10,000 10,000 0201/4471/0000 NW394 R DFS 32 STATIONARY 34 737,000 781,000 828,000 878,000 0201/4473/0000 NW394 R DFS 65 PUBLIC PARTICIPATION: CFO (INDIGENTS) 8 300,000 300,000 300,000 300,000 0301/3113/0000 SDL CORPORATE 84,850 91,600 99,000 0301/3701/0000 NW394 DEPRECIATION: SOLID WASTE INFRASTRUCTURE 10,764,000 11,500,000 12,000,000 12,500,000 0301/4209/0000 NW394 R DCS 29 CONTRACTED SERV: LEGAL COST 98 4,000,000 4,000,000 4,000,000 4,000,000 0301/4219/0000 NW394 R DCS 41 CONTRACTED SERV: SECURITY GUARDS 56 7,890,000 8,000,000 8,500,000 9,000,000 0301/4405/0000 NW394 R DCS 6 ADVERTISEMENT / PUBLICITY: VACANSIES (HR) 300,000 300,000 300,000 300,000 0301/4413/0000 NW394 R DCS 10 BOOKS & MAGAZINES - 5,000 5,000 5,000 5,000 0301/4417/0000 NW394 R DCS 21 CATERING SERVICES CORP SERV 61 10,000 10,000 10,000 10,000 0301/4425/0000 NW394 R CLLR 12 BURSARIES: STUDENTS (MAYOR) - 1,000,000 500,000 500,000 500,000 0301/4439/0000 NW394 R DCS 27 LEASE COMMUNICATION (DOC MAN) 18 382,000 404,000 429,000 450,000 0301/4445/0000 NW394 R DCS 63 OCCUPATIONAL HEALTH & SAFETY - 138,000 146,000 146,000 150,000 0301/4469/0000 NW394 R DCS 31 POSTAGE & COURIER SERVICES; 15 56,000 60,000 64,000 68,000 0301/4485/0000 S & T CONSULTANTS 900,000 1,000,000 1,000,000 500,000 0301/4486/0000 NW394 R ALL 75 S&T: ACCOMMODATION 500,000 550,000 600,000 650,000 0301/4486/0000 NW394 R ALL 76 S&T: DAILY ALLOWANCE 120,000 200,000 250,000 300,000 0301/4486/0000 NW394 R ALL 77 S&T: INCIDENTAL COST 400,000 800,000 850,000 850,000 0301/4486/0000 NW394 R ALL 78 S&T: OWN TRANSPORT 56 1,131,000 1,298,000 1,370,000 1,500,000 0301/4488/0000 NW394 R DCS 48 EMPLOYEE ASSISTANCE: 84 202,000 205,000 205,000 205,000 0301/4491/0000 NW394 R DCS 13 BURSARIES: TRAINING CLLRS & OFFICIALS 98 700,000 700,000 700,000 700,000 0301/4495/0000 NW394 R DCS 81 UNIFORMS & PROTECTIVE CLOTHING 9 490,000 519,000 551,000 570,000 0301/4497/0000 NW394 R DCS 82 WORKMENS COMPENSASION FUND - 700,000 764,000 840,000 920,000 0403/3113/0000 SDL LIBRARY 12,900 13,900 15,000 0409/4378/0000 NW394 R MM PROF FEES: ADDITIONAL BUILDING (OFFICE PARK) 500,000 - - 0409/4404/0000 NW394 R DCS 53 HIRE CHARGES: ADD BUILDINGS 25 880,000 960,000 1,056,000 1,200,000 0409/4437/0000 NW394 R DSS DISASTER RELIEF 1,000,000 1,050,000 1,100,000 0409/4479/0000 PUBLIC PARTICIPATION: SPEAKER (WOMEN) 550,000 - - 0421/3113/0000 SDL PARKS 40,100 43,300 46,700 0421/4417/0000 NW394 R DSS 83 EXPENDITURE: ABOR WEEK 88 50,000 50,000 50,000 60,000 0480/3113/0000 SDL REFUSE 87,600 94,600 102,200 0480/4339/0000 NW394 R 0473SERV 24I INDIGENT SUPPORT: REFUSE 35 204,000 216,000 229,000 250,000 0480/4417/0000 NW394 R DSS 19 CATERING SERVICES SOCIAL SERV - 10,000 10,000 10,000 10,000 0480/4421/0000 NW394 R DSS 23 CLEANING MATERIAL & SUPPLIES 46 650,000 690,000 730,000 774,000 0501/3113/0000 SDL WORKSHOP 17,300 18,700 20,200 0501/4419/0000 NW394 R DTS 50 FLEET: MOTOR VEHICLE ROAD WORTHY TEST 44 163,000 163,000 163,000 165,000 0501/4477/0000 NW394 R DTS 49 FLEET: MOTOR VEHICLE LIC & REG 22 120,000 120,000 120,000 126,000 0531/3113/0000 SDL ROADS 74,500 80,500 86,900 0531/4201/0000 NW394 R DTS 7 AERODROM LICENCE; - 1,000 1,000 1,000 1,000 0531/4417/0000 NW394 R DTS 20 CATERING SERVICES TECH SERV - 10,000 10,000 10,000 10,000 0531/4487/0000 NW394 R DTS 39 PROF FEES ROADS 69 500,000 500,000 500,000 500,000 0550/3113/0000 SDL ELEC 7,700 8,300 8,900 0550/4101/0000 NW394 R DTSELEC 72 PURCHASES: ELECTRICITY BULK 47 3,817,000 4,092,000 4,378,000 4,685,000 0550/4339/0000 NW394 R 0413SERV 22I INDIGENT SUPPORT: ELECTRICITY 41 6,366,000 6,748,000 7,153,000 7,300,000 0550/4431/0000 NW394 R DSS 46 ELECTRICITY: OWN USAGE & HIGHMASTS 26 4,800,000 4,800,000 4,800,000 4,800,000 0560/4103/0000 NW394 R DSS 73 WATER: OWN USAGE 23 1,060,000 1,120,000 1,187,000 1,200,000 0560/4339/0000 NW394 R 0433SERV 26I INDIGENT SUPPORT: WATER 3 28,000 30,000 32,000 32,000 0570/3113/0000 SDL WATER & SAN 40,200 43,400 46,900 0570/4213/0000 NW394 R DTS 40 PROF FEES SANITATION & WATER - 500,000 500,000 500,000 500,000 0570/4339/0000 NW394 R 0453SERV 25I INDIGENT SUPPORT: SANITATION 30 161,000 171,000 181,000 190,000 0601/3113/0000 SDL LANDUSE 41,700 45,000 48,600 0601/4417/0000 NW394 R DSP 22 CATERING SERVICES LAND USE - 10,000 10,000 10,000 10,000 0601/4427/0000 NW394 R DSP 26 CONTRACTED SERV: DEEDS LANDUSE - 350,000 350,000 350,000 350,000 0601/4451/0000 NW394 R DSP 45 ZONING LANDUSE - 60,000 60,000 60,000 60,000 0601/4487/0000 NW394 R DSP 34 PROF FEES LAND USE - 1,000,000 120,000 120,000 120,000 0601/4487/0000 NW394 R DSP 35 LAND USE APPLICATIONS - 116,000 116,000 116,000 120,000 0601/4487/0000 NW394 R DSP 36 LAND USE SPLUMA IMPLEMENTATION - 200,000 200,000 200,000 200,000

118,455,000 118,657,550 124,435,300 123,712,100

85 6.4.5. MTEF – SCHEDULE A5 (5 YEAR CAPITAL INVESTMENT)

Capital Expenditure - Functional Governance and administration 9,805 7,753 7,159 3,361 3,361 3,361 3,361 3,639 2,780 2,909 Ex ecutiv e and council – – – 165 165 165 165 3,029 2,620 2,749 Finance and administration 9,805 7,753 7,159 3,196 3,196 3,196 3,196 610 160 160 Internal audit – – – – – – – Community and public safety – 30,438 – 38,248 38,248 38,248 38,248 24,029 24,235 19,235 Community and social serv ices – 30,438 – 37,128 37,128 37,128 37,128 22,929 14,445 13,445 Sport and recreation – – – 1,120 1,120 1,120 1,120 1,100 9,790 5,790 Public safety – – – – – – – Housing – – – – – – – Health – – – – – – – Economic and environmental services 51,901 66,393 100,978 23,636 29,636 29,636 29,636 15,344 17,133 23,448 Planning and dev elopment – – – 51 51 51 51 20 Road transport 51,901 66,393 100,978 23,585 29,585 29,585 29,585 15,324 17,133 23,448 Env ironmental protection – – – – – – – Trading services – – – 9,042 9,042 9,042 9,042 15,450 14,200 15,200 Energy sources – – – 6,642 6,642 6,642 6,642 9,780 9,100 10,600 Water management – – – – – – – 600 600 600 Waste w ater management – – – 2,400 2,400 2,400 2,400 700 Waste management – – – – – – – 4,370 4,500 4,000 Other – – – – – – – Total Capital Expenditure - Functional 3 61,706 104,583 108,138 74,287 80,287 80,287 80,287 58,461 58,349 60,792 Funded by: National Gov ernment 51,901 93,285 94,167 60,971 60,971 60,971 60,971 44,341 45,224 47,667 Prov incial Gov ernment – – 585 700 700 700 700 500 900 900 District Municipality – – – – – – – – – – Other transfers and grants – – – – – – – – – – Transfers recognised - capital 4 51,901 93,285 94,752 61,671 61,671 61,671 61,671 44,841 46,124 48,567 Public contributions & donations 5 – – – – – – – – – – Borrowing 6 – – – – – – – – – – Internally generated funds 9,805 11,299 13,385 12,616 18,616 18,616 18,616 13,620 12,225 12,225 Total Capital Funding 7 61,706 104,583 108,138 74,287 80,287 80,287 80,287 58,461 58,349 60,792

GTLM MUNISIPAL INFRASTRUCTURE GRANT PROJECTS 2018/2019 46,675,000

Project Function Item Fund Regional Mun Stand Class Detailed Info 2018/2019

NW394 MIG OPEX PMU Opex MIG All of Taung PMU R 2,333,750.00

NW394 MIG LED PMU Capital MIG All of Taung LED R 2,333,750.00

PMU Capital MIG Lokgabeng Community Hall Ward 8 BUILDING Construction of Lokgtabeng Community Hall 300 sqm R 1,000,000.00

PMU Capital MIG Qhoo Community Hall Ward 1 BUILDING Construction of Qhoo Community Hall 300 sqm R 1,000,000.00

PMU Capital MIG Tlhapeng Community Hall Ward 23 BUILDING Construction of Tlapeng Community Hall 300sqm R 1,000,000.00

PMU Capital MIG Highmast Lights Various Wards AREA LIGHTNING Highmast Lights Various Wards R 330,000.00

PMU Capital MIG Matlhako Access Road Ward 5 ROADS Matlhako 2 Access Road 2,5 km R 410,000.00

PMU Capital MIG Community Facility Seking Ward 21 COMM FACILITY Soccer field, Combi court Change rooms and Parking R 364,000.00

PMU Capital MIG Community Facility Longaneng Ward 16 COMM FACILITY Soccer field, Combi court Change rooms and Parking R 364,000.00

PMU Capital MIG Community Facility Mokassa 1 Ward 24 COMM FACILITY Soccer field, Combi court Change rooms and Parking R 364,000.00 Highmast Lights Various Wards (Sekhing - 21, Lower Majeakgoro - 19, PMU MIG Highmast Lights Various Wards Phase 3 AREA LIGHTNING R 5,850,000.00 Capital Lokaleng - 11, Madibaneng - 10, Seodi Park, Losasaneng - 20, Construction of Buxton Community Hall 300 sqm, fencing, ablution PMU MIG Buxton Community Hall Ward 9 COMM FACILITY R 5,040,000.00 Capital and parking Construction of Kameelputs Community Hall 300 sqm, fencing, PMU MIG Kameelputs Community Hall Ward 20 COMM FACILITY R 5,040,000.00 Capital ablution and parking PMU MIG Cokonyane Raod Ward 6 ROADS Construction of 3 km paved road with edge beams R 10,700,000.00 Capital PMU Capital MIG Moretele Storm water Ward 2 ROADS Construct 2km stone pitched channel with crossings R 3,833,500.00

PMU Capital MIG Pudimoe Community Facility Ward 5 COMM FACILITY Upgrading soccer turf, combi court, vending and change rooms R 3,356,000.00

PMU Capital MIG Taung Community Facility Ward 8 COMM FACILITY Upgrading soccer turf, combi court, vending and change rooms R 3,356,000.00

R 46,675,000.00

6.4.1.MIG PROJECTS – OUTER YEARS

Region Detailed Info 2019/2020

All of Taung PMU Opex R 2,380,200.00

All of Taung LED - GTLM R 2,380,200.00

Community Hall Khudutlou Construction of 300 sqm Khudutlou Community Hall R 6,000,000.00

Community Hall Randstad Construction of 300 sqm Randstad Community Hall R 6,000,000.00

Storm Water Matlhako Construction 2 km stone pitched channel with crossings R 5,505,000.00 Highmast Lights various Wards R 5,000,200.00

Community Facility Manthe Soccer field, Combi court Change rooms and Parking R 4,545,200.00

Community Facility Reivilo Soccer field, Combi court Change rooms and Parking R 4,545,200.00

Road Cokonyane 3 km paved road with edge beams R 500,000.00

Storm Water Moretele 2 km stone pitched channel with crossings R 316,000.00

Matolong Bridge 50 m Concrete Bridge R 10,432,000.00

TOTAL R 47,604,000.00

Regional Detailed Info 2020/2021

All of Taung PMU Opex R 2,508,800.00

All of Taung LED - GTLM R 2,508,800.00

Community Hall Leshobo Construction of 300 sqm hall, fencing, ablution and parking R 5,500,000.00

Community Hall Construction of 300 sqm hall, fencing, ablution and parking R 5,500,000.00

Storm Water Rietfontein Construction of 2km stone pitched channel with crossings R 6,000,000.00 Highmast Lights various Wards R 6,000,000.00 Comm Facility Manokwane Soccer field, Combi court Change rooms and Parking R 5,090,400.00

Road Upper Majeakgoro 3 km paved road with edge beams R 10,068,000.00

Storm Water Matlhako Construction of 2km stone pitched channel with crossings R 6,500,000.00

Matolong Bridge 50 m Concrete Bridge R 500,000.00

TOTAL R 50,176,000.00

GREATER TAUNG LOCAL MUNICIPALITY NW394 MSCOA BUDGET TEMPLATE 2018/2019 CONTRIBUTION TO FIX ASSETS SUMMARY

VOTE NR PROJECT NAME 2017/2018 % 2018/2019 2019/2020 2020/2021 0001/6201/0000 NW394 C DMM OFFICE EQUIPMENT MM LED Camera & Windows Upgrades & Wi-fi 505,000 200,000 200,000 0001/6203/0000 NW394 C DTS 31 LAND & BUILDINGS - N18 CIRCLE - - - 0101/6201/0000 NW394 C CLLR OFFICE EQUIPMENT CLLRS - - - 0101/6207/0000 NW394 C CLLR 29 FURNITURE CLLRS - POLITICAL OFFICE - 50,000 20,000 20,000 0103/6207/0000 NW394 C CLLR 30 FURNITURE CLLRS - Mayor & Speaker 50,000 20,000 20,000 0105/6205/0000 VEHICLE & MACHINARY SPEAKER - LDV - - - 0105/6207/0000 NW394 C CLLR 28 FURNITURE CLLRS - Exco 36 90,000 - - 0201/6201/0000 NW394 C DFS 1 OFFICE EQUIPMENT CFO Computers as and when needed 70 40,000 40,000 40,000 0201/6203/0000 NW394 C DFS LAND & BUILDINGS FINANCE - Container Storage Unit Bid Docs 250,000 - - 0201/6207/0000 NW394 C DFS 25 FURNITURE CFO Furniture as and when needed - 20,000 20,000 20,000 0301/6201/0000 NW394 C DCS 4 OFFICE EQUIPMENT CORP - Computer Council Recording 56 - - - 0301/6205/0000 VEHICLE & MACHINARY CORP SERV - LDV - - - 0301/6207/0000 NW394 C DCS 27 FURNITURE CORP - Boardroom Chairs & Training Centres - 200,000 - - 0409/6203/0000 NW394 C DSS 5 LAND & BUILDINGS SOCIAL Depot Hall Blinds & Hall Aircons 1,000,000 1,000,000 1,000,000 0409/6205/0000 NW394 C DSS EQUIPMENT AMENITIES - Maintenance team 100,000 100,000 100,000 0409/6209/0000 VEHICLE & MACHINARY SOCIAL SERV - LDV - - - 0409/6213/0000 NW394 C DSS 6 LAND & BUILDINGS SOCIAL Pit-latrine Toilets in Wards 445,000 445,000 445,000 0421/6203/0000 NW394 C DSS 8 LAND & BUILDINGS SOCIAL Lawn & Plants for Parks - 200,000 200,000 200,000 0421/6205/0000 NW394 C DSS 24 EQUIPMENT PARKS - Lawnmowers, Slasher & other eq 96 500,000 500,000 500,000 0421/6209/0000 VEHICLE & MACHINARY SOCIAL - D/C - - - 0421/6211/0000 VEHICLE & MACHINARY SOCIAL - Small Tracktor 400,000 - - 0480/6203/0000 NW394 C DSS 9 LAND & BUILDINGS SOCIAL Transfer Stations Taung & Reivilo - 2,000,000 2,000,000 2,000,000 0480/6205/0000 NW394 C DSS 16 VEHICLE & MACHINARY SOCIAL - Roll-on-roll-of Truck - 2,000,000 2,000,000 2,000,000 0480/6206/0000 EQUIPMENT REFUSE - 2 Ton Scale & Water pump 350,000 500,000 - 0480/6207/0000 NW394 C DSS FURNITURE SOCIAL 20,000 - - 0501/6201/0000 NW394 C DTS 2 OFFICE EQUIPMENT TECH Computer Roads Manager 26 - - - 0501/6205/0000 NW394 C DTS 17 VEHICLE & MACHINARY ROADS - Grader - - - - 0501/6205/0000 NW394 C DTS 21 EQUIPMENT WORKSHOP - Equipment as and when needed 1 100,000 100,000 100,000 0501/6207/0000 NW394 C DTS 26 FURNITURE TECH - - - - - 0501/6209/0000 NW394 C DTS 18 VEHICLE & MACHINARY ROADS - LDV Single Cab 1 Ton - - - - 0501/6209/0000 NW394 C DTS 19 VEHICLE & MACHINARY ROADS - Water Tanker - - - 0531/6203/0000 NW394 C DTS 10 LAND & BUILDINGS ROADS Chiefscourt - construction of edge beam 18 - - - 0531/6203/0000 NW394 C DTS 11 LAND & BUILDINGS ROADS Speedbumps: Mokgareng, Veertien to Khibitswane, Chiefscourt - - - 0531/6203/0000 NW394 C DTS 12 LAND & BUILDINGS ROADS Stormwater drift: Reivilo - - - 0531/6203/0000 NW394 C DTS 13 LAND & BUILDINGS ROADS Taung Entrance Fix tarred road levels - - - 0531/6203/0000 NW394 C DTS 14 LAND & BUILDINGS ROADS Maintenance Camp Ba Ga Maidi - - - 0531/6203/0000 NW394 C DTS 15 LAND & BUILDINGS ROADS - Stormwater Drifts Reivilo, Pudimoe & Taung 300,000 300,000 300,000 0531/6205/0000 NW394 C DTS 22 EQUIPMENT ROADS - 80,000 80,000 80,000 0531/6209/0000 VEHICLE & MACHINARY ROADS - D/C - - - 0550/6203/0000 LAND & BUILDINGS ELEC Upgrade Reivilo Network 2,000,000 2,500,000 3,000,000 0550/6204/0000 LAND & BUILDINGS ELEC Streetlights Taung & Pudimoe 1,000,000 1,000,000 1,000,000 0550/6205/0000 NW394 C DTS EQUIPMENT ELEC - Transformers 600,000 600,000 600,000 0560/6205/0000 NW394 C DTS 23 EQUIPMENT WATER & SANITATION - Equipment as and when needed 1 600,000 600,000 600,000 0570/6203/0000 LAND & BUILDINGS WATER & SAN - Container Chemicals - - - 0570/6203/0000 LAND & BUILDINGS ELEC Sewer MCC Box & Palasides 700,000 - - 0570/6209/0000 NW394 C DTS 20 VEHICLE & MACHINARY WATER & SAN - Trailor & Honey sucker - - - 0601/6201/0000 NW394 C DSP 3 OFFICE EQUIPMENT LANDUSE - IDP Desktop, Printer, Projector & Screen - - - - 0601/6207/0000 NW394 C DSP FURNITURE LANDUSE Director Furniture 20,000 - - 0601/6209/0000 VEHICLE & MACHINARY LAND USE - LDV - - -

13,620,000 12,225,000 12,225,000

6.4.2. MAINTENANCE BUDGET

GREATER TAUNG LOCAL MUNICIPALITY NW394 MSCOA BUDGET TEMPLATE 2018/2019

MAINTENANCE PROJECTS DETAILED 2017/2018 VOTE DESCRIPTION % 2018/2019 2019/2020 2020/2021 0001/3803/0000 NW394 M DMM IT 3 Maintenance on all office equipment 550,000 600,000 650,000 0101/3801/0000 NW394 M DMM ALL 2 Maintenance Emergency: Other assets 2,000,000 2,500,000 3,000,000 0101/3801/0000 NW394 M DSS CIVB 4 Maintenance - Community Halls 1,000,000 1,000,000 1,000,000 0101/3801/0000 NW394 M DSS CIVB 5 Gataote - - - 0101/3801/0000 NW394 M DSS CIVB 6 - - - 0101/3801/0000 NW394 M DSS CIVB 7 - - - 0101/3801/0000 NW394 M DSS CIVB 8 - - - 0101/3801/0000 NW394 M DSS CIVB 9 - - - 0409/3801/0000 Maintenance - Sport Stadiums & Parks 1,070,000 1,100,000 1,200,000 0409/3801/0000 NW394 M DSS CIVB 10 Taung - - - 0409/3801/0000 NW394 M DSS CIVB 11 Pudimoe - - - 0409/3801/0000 Ext 6 Park - - - 0409/3801/0000 NW394 M DSS CIVB 12 Manthe - - - 0409/3801/0000 NW394 M DSS CIVB 13 Thota Ya Tau - - - 0409/3801/0000 NW394 M DSS CIVB 14 Reivilo - - - 0409/3801/0000 NW394 M DSS CIVB 15 Reivilo Golf Club - - - 0421/3801/0000 Maintenance - Libraries & Office Buildings 1,750,000 750,000 750,000 0421/3801/0000 NW394 M DSS CIVB 16 Pudimoe & Boipelo Library - - - 0421/3813/0000 NW394 M DSS PARK 17 Maintenance: Nursary nets 800,000 560,000 620,000 0501/3815/0000 NW394 M DTS FLEET 26 General Maintenance GTLM Fleet 4,748,000 5,000,000 5,200,000 0531/3801/0000 NW394 M DTS ROAD 22 Maintenance Roads & Streets: Stormwater Reiv, Pud & Taung 1,500,000 1,590,000 1,680,000 0531/3811/0000 NW394 M DTS ROAD 25 Maintenance: Roads: Streets, Potholes & Stormwater 1,000,000 1,000,000 1,000,000 0531/3813/0000 NW394 M DTS ROAD 23 Maintenance Roads & Streets Traffic Signs ALL 200,000 200,000 200,000 0531/3813/0000 NW394 M DTS ROAD 24 Pudimoe: Semausu Road Patching & Re-sealing 500,000 - - 0550/3801/0000 NW394 M DTS ELEC 20 Maintenance Electricity Taung & Pudimoe 1,500,000 2,000,000 2,500,000 0550/3807/0000 NW394 M DTS ELEC 19 Maintenance Electricity Network Reivilo 3,500,000 4,000,000 4,500,000 0560/3807/0000 NW394 M DTS WATR 18 Maintenance Water Network 1,800,000 1,800,000 1,800,000 0570/3807/0000 NW394 M DTS SAN 21 Maintenance Sanitation Network 1,800,000 1,800,000 1,800,000

23,718,000 23,900,000 25,900,000 25,791,000 28,500,000

6.4.3. BUDGET LINK TO STRATEGIC OBJECTIVES – SCHEDULE SA4 TO SA6

Goal 2018/19 Medium Term Revenue & Strategic Objective Goal 2014/15 2015/16 2016/17 Current Year 2017/18 Code Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast 2018/19 +1 2019/20 +2 2020/21 Eradicate backlogs in order to Electricity 11,521 12,010 15,668 17,980 3,538 3,538 3,538 3,538 3,588 improv e access to serv ices nd ensure proper operations and maintenance Eradicate backlogs in order to Water 4,592 5,230 3,286 3,570 815 815 842 892 946 improv e access to serv ices nd ensure proper operations and maintenance Eradicate backlogs in order to Sew erage 7,942 9,891 9,859 10,577 1,947 1,947 2,063 2,185 2,315 improv e access to serv ices nd ensure proper operations and maintenance Eradicate backlogs in order to Refuse 14,958 19,529 14,176 15,295 3,099 3,099 3,305 3,502 3,711 improv e access to serv ices nd ensure proper operations and maintenance Eradicate backlogs in order to Roads 60,645 48,025 63,384 69,081 63,406 63,406 46,675 47,604 50,176 improv e access to serv ices nd ensure proper operations and maintenance Promote a culture of May or,council & Municipal 42,157 53,383 51,256 54,601 170,690 170,690 176,523 190,905 203,092 participatory and good manager gov ernance Promote intergrated human Land use & Dev elopment 6,556 7,810 7,252 8,272 1,147 1,147 612 612 612 settlements Improv e library infrastructure Library Serv ice & Civ ic 4,307 6,459 8,697 8,709 1,984 1,984 1,501 2,188 2,190 & serv ices that reflect specific Buldings needs of the communities they serv e To maintain and control public Parks and Recreation 7,448 9,403 8,121 8,635 – – – – – amenities and areas to promote a safe and healthy env iroment To improv e ov erall financial Financial Management 35,740 40,388 51,492 50,842 57,733 57,733 61,344 61,811 63,271 management in the municipality by dev eloping and implementing appropriate sy stems and controls Improv e organisational Corporate Serv ices 27,619 35,137 34,426 48,206 1,409 1,409 100 100 100 cohesion effectiv eness

Allocations to other priorities 2 Total Revenue (excluding capital transfers and contributions) 1 223,484 247,264 267,617 295,768 305,768 305,768 296,503 313,337 330,001

NW394 Greater Taung - Supporting Table SA5 Reconciliation of IDP strategic objectives and budget (operating expenditure) Goal 2018/19 Medium Term Revenue & Strategic Objective Goal 2014/15 2015/16 2016/17 Current Year 2017/18 Code Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast 2018/19 +1 2019/20 +2 2020/21 Eradicate backlogs in order to Electricity 9,515 11,745 17,137 18,044 18,044 18,044 21,958 23,938 25,488 improv e access to serv ices nd ensure proper operations and maintenance Eradicate backlogs in order to Water 1,265 1,564 2,151 3,104 3,104 3,104 2,950 3,019 3,032 improv e access to serv ices nd ensure proper operations and maintenance Eradicate backlogs in order to Sew erage 4,777 6,682 9,385 9,274 9,274 9,274 8,969 9,436 9,948 improv e access to serv ices nd ensure proper operations and maintenance Eradicate backlogs in order to Refuse 10,653 12,122 11,866 14,983 14,983 14,983 14,321 15,459 16,694 improv e access to serv ices nd ensure proper operations and maintenance Eradicate backlogs in order to Roads 16,310 13,797 16,016 16,257 16,057 16,057 16,273 16,802 17,915 improv e access to serv ices nd ensure proper operations and maintenance Promote a culture of May or,council & Municipal 35,540 35,182 39,303 54,052 62,372 62,372 70,560 74,707 78,356 participatory and good manager gov ernance

Promote intergrated human Land use & Dev elopment 4,931 5,513 6,014 9,248 9,048 9,048 7,355 7,834 8,352 settlements

Improv e library infrastructure Library Serv ice & Civ ic 2,917 3,619 4,840 6,834 6,834 6,834 12,613 11,190 12,630 & serv ices that reflect specific Buldings needs of the communities they serv e To maintain and control public Parks and Recreation 4,515 5,854 5,813 6,812 6,812 6,812 8,730 8,982 9,587 amenities and areas to promote a safe and healthy env iroment To improv e ov erall financial Financial Management 56,129 36,165 69,315 71,932 66,012 66,012 46,865 51,831 50,478 management in the municipality by dev eloping and implementing appropriate sy stems and controls Improv e organisational Corporate Serv ices 23,530 33,013 27,843 37,272 39,272 39,272 52,843 55,768 58,122 cohesion effectiv eness

Allocations to other priorities Total Expenditure 1 170,084 165,256 209,684 247,812 251,811 251,811 263,437 278,966 290,603

NW394 Greater Taung - Supporting Table SA6 Reconciliation of IDP strategic objectives and budget (capital expenditure) Goal 2018/19 Medium Term Revenue & Strategic Objective Goal 2014/15 2015/16 2016/17 Current Year 2017/18 Code Expenditure Framework Ref Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year Budget Year R thousand Outcome Outcome Outcome Budget Budget Forecast 2018/19 +1 2019/20 +2 2020/21 Eradicate backlogs in order to Electricity A – – – 6,642 6,642 6,642 9,780 9,100 10,600 improv e access to serv ices nd ensure proper operations and maintenance Eradicate backlogs in order to Water B – – – – – – 600 600 600 improv e access to serv ices nd ensure proper operations and maintenance Eradicate backlogs in order to Sew erage C – – – 2,400 2,400 2,400 700 – – improv e access to serv ices nd ensure proper operations and maintenance Eradicate backlogs in order to Refuse D – – – – – – 4,370 4,500 4,000 improv e access to serv ices nd ensure proper operations and maintenance Eradicate backlogs in order to Roads G 51,901 66,393 100,978 23,585 29,585 29,585 15,324 17,133 23,448 improv e access to serv ices nd ensure proper operations and maintenance Promote intergrated human Land use & Dev elopment K – – – 51 51 51 20 settlements

Improv e library infrastructure Library Serv ice & Civ ic L – 30,438 – 37,128 37,128 37,128 22,929 14,445 13,445 & serv ices that reflect specific Buldings needs of the communities they serv e Promote a culture of May or,council & Municipal M – – – 165 165 165 3,029 2,620 2,749 participatory and good manager gov ernance

To maintain and control public Parks and Recreation N – – – 1,120 1,120 1,120 1,100 9,790 5,790 amenities and areas to promote a safe and healthy env iroment To improv e ov erall financial Financial Management O – 47 2,116 176 176 176 310 60 60 management in the municipality by dev eloping and implementing appropriate sy stems and controls Improv e organisational Corporate Serv ices P 9,805 7,706 5,044 3,021 3,021 3,021 300 100 100 cohesion effectiv eness

Allocations to other priorities 3 Total Capital Expenditure 1 61,706 104,583 108,138 74,287 80,287 80,287 58,461 58,349 60,792

6.4.4.MONTHLY REVENUE AND EXPENDITURE BY SOURCE – SCHEDULE SA25:

F M G PROVINCIAL 1% SERVICES INCOME INCOME GRANT 0% FROM GRANTS M I G SUNDRY 21% INCOME 31% EPWP GRANT 0%

PROPERTY

RATES ELECTRICITY 55% 5% REFUSE 5% EQUITABLE SEWERAGE SHARE WATER 3% 78% 1%

INCOME RATIO TOTAL SERVICES INCOME 23%

TOTAL INCOME FROM GRANTS 77%

EXPENDITURE

CAPITAL GRANTS 14% CONTR TO FIX ASSETS 4% EMPLOYEE COST 36% OPERATIONAL GRANTS 2% REPAIR AND MAINTENANCE 7%

PROVISIONS & DEPRECIATION 10%

GENERAL EXPENSES 27%

6.5. SPATIAL PERSPECTIVE

The fundamentals of planning are established through legislation – the Constitution of the Republic of South Africa sets the developmental agenda for local government; and the Local Government Municipal Systems Act 2000 (Act 32 of 2000) asserts the developmental agenda by mandating municipalities to have Integrated Development Plans. In the context of Spatial planning in the municipality the two most important are the Spatial Planning and Land Use Management Act (Act 16 of 2013) and the National Environmental Management Act (Act 107 of 1998). As a result, the municipality has approved four spatial planning tools which did form part of the new 5 year cycle of the 2017/22 IDP and which is still relevant that must be taken into account when planning. The following spatial planning tools are available in the Spatial Planning & Human Settlement Department:

 The Environmental Management Framework (EMF)  Spatial Development Framework (SDF)  Land Use Scheme (LUS)  Taung Central Precinct Plan

6.5.1.SPATIAL DEVELOPMENT FRAMEWORK (SDF)

The purpose of the Spatial Development Framework is to achieve the desired spatial form of the municipality; the following spatial vision emerged for the municipality:

“A municipality that is collectively involved in the sustainable preservation and efficient restructuring of its space, towards economic vitality and independence by the year 2035.”

The above vision is efficiency driven; and relies on all stakeholders agreeing to aggressively address the spatial complexities of planning in the municipality. This will include the need to tackle sprawling rural; villages and the promotion of dense and compact settlements. There will be a need for the expedition of future housing programmes in suitably located land in proximity to opportunities and services.

Following an assessment of relevant strategic legislative and policy directives, and an analysis of major issues which emerged during the SDF processes; the SDF puts forward the following objectives:

 Providing a framework that will ensure adequate consideration for eco-system integrity in land use and land use development matters;  Providing a framework to guide land allocation and settlement development in the Municipality;  Providing a framework that will promote the optimal spatial allocation of resources in the development planning of the Municipality;  Providing a framework for the sustainable development of the municipality's economic resources in the pursuit of economic vitality and independence;  Providing a spatial basis for stakeholder cooperation and institution building.

One of the major challenges facing the municipality is the spatially fragmented character of settlements – the municipality’s rural context has been identified as a key national challenge. The spatial reality confronting rural settlements is one which emphasizes the location and accessibility of service nodes to highly critical level. Besides their roles in terms of the provision of needed services; these service centres also contribute the focal point for the exchange of useful and profitable ideas, from which those with ready access to them can draw.

95 The central spatial issue with settlement development in Greater Taung Local Municipality is the absence of an urban system. Settlement development at an average density of 2du/ha is unsustainable. There is unremitting sprawls at densities which are too low to promote any meaningful socioeconomic intensification, and unviable in terms of providing conventional forms of social facilities and services. For this reason; the SDF identified areas with central place functions (service nodes); and from analysis the strategic significance of these areas for development and planning is beyond doubt. Nodes are locations where it is desirable to promote a higher intensity of economic, social and community activities and land uses, in order to facilitate economically useful thresholds, easy access, and support for transport infrastructure (especially pedestrian and cycling). From a settlement restructuring perspective, the point of departure is that, government can indirectly influence settlement patterns, by clustering publicly provided services in these locations, and permitting a wider range of land uses in terms of the municipal Land Use Scheme (LUS). By doing this, the conditions for spontaneous infill can be created, and the challenge of unremitting spatial sprawls can be abated in the long run.

It is therefore necessary to assist with the gradual making of more balanced settlements, and ultimately realising the municipality’s spatial development vision.

THE FOLLOWING NODES ARE PROPOSED; AS IT IS DESIRABLE TO PROMOTE HIGHER DENSITY ECONOMIC, SOCIAL, COMMUNITY AS WELL AS INVESTMENT SPENDING (BOTH PUBLIC AND PRIVATE) IN THESE VILLAGES/ AREAS, THROUGH THE LAND USE SCHEME (LUS) AND IDP DECISIONS.

Settlement Index Range NODE Sub-area Settlements hierarchy of (Km) settlements Nhole, Kolong Manokwane, Matolong, Rooiwal, Taung CBD 397.7 10 Mokgareng, Leshobo, Tsokoyane, & the rest of the municipality Reivilo 107.4 Surrounding farms Kgomotso 30.1 5 Madithamage Pudimoe, Matshelapane, Choseng, Matlapaneng, Pudimoe 28.7 5 Mogopela, & Myra Molelema 22.9 5 Kokomeng, Longaneng, Molelema, & Matsheng Thomeng, Tamasikwa, Mokasa 2, Motsweding, & Norlim 21.9 5 Takaneng Modutung, Maphoitsile Gamokuane, Dikhuting, Magogong 13.1 5 Mothanthanyang, & Graspan Dryharts 12.6 5 Ntswanahatshe, Moretele, & Maganeng Mmamutla 11.8 5 Gataote, Losasaneng, Kameelputs, & Thota ya Tau Lower 8.6 5 Upper Majeakgoro, Sekhing, Seoding, Pampierstad Majeakgoro

The following guidelines should guide land development decisions in relation to nodal developments, in the municipal area:

 The central place/service provision character of the nodes should be consolidated. The emergence of activities (or investments) in any sub-area settlement, which may result in the subtraction of useful thresholds from a node, should be discouraged, and favored in the node instead. This is easily achieved by ensuring that no sub-area settlement is competing with the node;  Land Uses (activities) which draw crowd and cause people to gather, such as organised open space, sports & recreation, shopping, local cinema, taxi rank etc., must be promoted through the LUS in the node;  Nodes must be prioritised for beautification projects such as, surfacing of internal roads, pedestrian sidewalks, and external roads that link their sub-area settlements, landscaping and tree planting, as well as installation of street lighting and furniture;

96  Adequate communication with government departments and municipal line departments should be made regarding budgets. An appeal should be made for the consideration of these nodes with regard to infrastructure provision and upgrade;  Within the limits imposed by finance, all Order B nodes should be treated with equal level of priority; and  New councilors and ward committee members should be fully apprised of the plan for nodal development, so that planning can be politically supported.

6.5.2.LAND USE MANAGEMENT SCHEME

Land Use Scheme (LUS)

The purpose of a Land Use Scheme (LUS) is for it to give effect to and be consistent with the Spatial Development Framework and determine the use and development of land within the municipal area to which it relates in order to promote: (a) give effect to the municipal spatial development framework; (b) make provision for orderly development and the welfare of the community; and (c) determine use rights and development parameters, with due consideration of the principles referred to in the Spatial Planning and Land Use Management Act, 2013. The LUS consists of regulations setting out the procedures and conditions relating to the use and development of land in any zone; a map indicating the zoning of the municipal area into land use zones and a register of all amendments to such land use scheme. It is important to note that, the LUS addresses the entire municipal area (including traditional areas). As informal and traditional land use development processes are poorly integrated into formal systems of spatial planning and land use management. Therefore, the LUS had to integrate all areas to address land use management. Land use management focuses on ‘influencing’ and ‘managing’ what land is allocated where.

6.5.3.INTEGRATED ENVIRONMENTAL MANAGEMENT PLAN AND PROGRAMME

Environmental Management Framework (EMF)

The Environmental Management Framework (EMF) forms part of Integrated Environmental Management that can be used to support informed decisions regarding the management of environmental impacts that arise out of human activities and development. The EMF informs both project level decisions making by the North West Provincial Government (Environmental Impact Assessments authorizations) and the Greater Taung Local Municipality (land use authorizations), as well as strategic spatial planning, primarily the Spatial Development Framework of the municipality. The EMF provides a compilation of information and maps, illustrating attributes of the environment for a specific geographic area that becomes useful in a diverse field of environmental applications. The information includes Environmental Impact Assessment processes and other planning processes, such as the development of IDPs, SDFs and other open space planning applications. Moreover, The EMF reveals where specific land uses may be best practiced; and offers performance standards for maintaining appropriate uses of land.

The EMF addresses the following as strategic objectives when management, protection and development of the environment are concerned:

 Hydrology and water resource management  Land use  Agricultural development  Socio-economic development  Physical infrastructure and built structures  Mining  Protect and conserve the unique topographical and geological features  Biodiversity and conservation  Optimal development and utilization of the tourism potential  Solar energy potential (renewable energy generation)

The SDF took into account the EMF; as the Spatial Planning and Land use Management Act (Act 16 of 2013) requires the development of SDFs that must include a strategic assessment of the environmental pressures and opportunities within the municipal area – the spatial location of environmental sensitivities; high potential agriculture; etc.

The EMF is available at The Spatial Planning & Human Settlement office on request.

6.5.4.TAUNG PRECINCT PLAN

Taung Central Precinct Plan

The Taung Central Precinct Plan involved the preparation of a plan or proposal for the Taung central area; this included the investigations of appropriate land use options, physical environment constraints, and infrastructure requirements. The Taung Central Town serves the entire municipal area including all the rural villages and is a very important and influential node with a number of prominent municipal, government and business activities. The purpose of the compilation of the precinct plan was to unlock the inherent development potential located in the area. Precinct commonly refers in planning to a geographically smaller area with specific characteristics that requires detailed planning within the broader administrative boundaries of a municipality. A rural precinct is a spatially explicit area within a municipal area that is subject to particular administrative arrangements to protect and promote rural and regional landscape values and supporting activities within the rural precinct.

THE PRECINCT PLAN ALSO GIVES EFFECT TO THE SDF – AS THE SDF IDENTIFIES TAUNG AS A SERVICE NODE WHERE IT IS DESIRABLE TO PROMOTE A HIGHER INTENSITY OF ECONOMIC, SOCIAL AND COMMUNITY ACTIVITIES AND LAND USES, IN ORDER TO FACILITATE ECONOMICALLY USEFUL THRESHOLDS, EASY ACCESS, AND SUPPORT FOR TRANSPORT INFRASTRUCTURE (ESPECIALLY PEDESTRIAN AND CYCLING).

The vision for the Precinct Plan is as follows:

“Create a vibrant, safe, accessible and sustainable environment that will enhance private sector investment as well as socioeconomic development.”

(Precinct Plan Boundary)

The objectives are as follows:

 Identifying land for business/ commercial uses and possible expansion of the CBD area;  Identifying land for residential development including new layout plan for the settlement South of Taung Extension 7;  Improving the traffic flow within the precinct area, including access roads from the N18;  Determining the factors that bring about urban decay Taung CBD;  Determining the impact of the informal sector on CBD development;  Introducing the concept of urban design in future planning and upgrading of the CBD;  Developing business retention strategies for the existing business as well as attraction strategies for potential investors;  Define CBD entrances;  Upgrading of the corridors linking the CBD with the Taung village to serve as a mixed use zone;  Land Reservation based on SANRAL’s norms and standard for the upgrading of the N18.

(The Precinct Plan)

The Taung Central Precinct plan is aligned with the SDF and LUS and all plans and proposals have been outlined in the document. Challenges such as ‘access into the Taung CBD’ have been addressed and implementation should be planned for. Relevant departments – Infrastructure; Spatial Planning and Human Settlements; and LED should develop their action plans in response to the implementation proposed as part of SDBIP targets for 2017/2018 financial year.

100

6.6. INFRASTRUCTURE CLUSTER

6.6.1.WATER SERVICES DEVELOPMENT PLAN AND PROGRAMME (WSDP)

Dr Ruth S Mompati DM is the Water Authority and there for the WSDP need to be done and reviewed at district level, the review is currently work in progress.

The developmental needs of GTLM need to be facilitated in the WSDP.

6.6.2.INTEGRATED WASTE MANAGEMENT PLAN AND PROGRAMME (IWMP)

GTLM did develop an IWMP at local level with a methodology that address waste management from a local point of view to link with initiatives at Naledi LM and the district.

6.6.3.INTEGRATED TRANSPORT PLAN AND PROGRAMME (ITP)

The ITP is the responsibility of the district. One meeting was held at district level to resuscitate the development of the ITP. GTLM is part of the scope of the project and the plan will be submitted as soon as the project has been completed.

6.7. SOCIAL CLUSTER

6.7.1.INTEGRATED POVERTY REDUCTION AND GENDER EQUITY PLAN AND PROGRAMME

A plan addressing specifically this issue is not in place but GTLM did develop the LED Strategy and does apply the Supply Chain Management Policy which does have an indirect impact with regard to this initiative.

6.7.2.DISASTER MANAGEMENT PLAN

Disaster Management is a function of the Dr Ruth Mompati DM and there for the Disaster Management Plan is being developed, reviewed and coordinated at a district level.

GTLM did review the plan to align with the current reality but more detail need to be included with regard to the management of climate change which have an impact in the form of floods and drought.

6.7.3.INTEGRATED HIV/AIDS PLAN AND PROGRAMME

An old HIV policy in place since November 2008. The policy & procedure was designed to:

 Reinforce a mature and enlightened culture and approach to HIV and AIDS;  To ensure that staff living with HIV/AIDS have the same rights and obligations as other staff;  To take steps to enhance the health of employees who are HIV positive and reduce their exposure to a debilitating illness.  To avoid discrimination and prejudice among employees towards HIV positive employees; To maintain maximum stability and productivity in the workplace.  To promote consistency in dealing with the issues of AIDS and HIV in the work environment;  To create a balance between rights and responsibilities of all parties relating to HIV/AIDS;

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6.8. ECONOMIC CLUSTER

6.8.1.GREATER TAUNG LOCAL ECONOMIC DEVELOPMENT STRATEGY

The LED Unit in the Office of the Municipal Manager does have the following programmes to improve LED in GTLM:

KEY FOCUS AREA STRATEGIC OBJECTIVES PROJECTS/PROGRAMME Agricutural And Rural To provide agricultural support services to farmers Farmers Support Programme Development in order to ensure sustainable development and management of agricultural resources To create healthy and prosperous rural communities Small-scale Farmers Grant funding with viable alternatives to subsistence farming. Vegetables Production Projects Facilitate and empower the farming households and Small-scale farmers Support communities to benefit from new opportunities being created from growth in demand for agricultural commodities and expanding markets for high-values products in local, district and regional markets. Tourism To promote and unlock tourism development Tourism Product Development and Development potential in order to ensure that Greater Taung is a Marketing: preferred tourism destination Taung Cultural Village Taung Skull Site and Heritage Museum New Development of Tourism Facilities Taung Dam and Spitskop Dam Game Reserve Development Buxton Military Base Taung Hotel School Cultural To promote heritage and cultural activities in Establishment of Cultural villages Development Greater Taung through events Enterprise To develop the value chain approach in the poverty Brickmaking Development alleviation projects and to establish the socio- Sewing and shoemaking Project economic viability of the industry in GTLM and Carpentry Project secure external market Bakery Recycling Flea Market Enterprise Development Conference Enterprise Development Centre Establishment Of To accelerate a process of job-creation and to Gamothibi Economic hub Economic Hubs enable local people to contribute in the Gamaidi Econo infrastructure and economic development of their area.

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7. PROJECT REGISTER

The following information was submitted by the relevant departments:

7.1. GTLM MIG PROJECTS