NATIONAL DIPLOMA: PUBLIC FINANCE MANAGEMENT AND
ADMINISTRATION
Summative Assessment:
ACTIVITY 1:
UNIT 1: Task
Explain what is meant by Mission:
Mission:
What is meant by mission in a municipal context relates to a definition of the municipal
core functions, who it serves, what it does, its objectives, and its approach reaching
those objectives.
Mission Statement uPhongolo Local Municipality

To develop our Municipal institution and facilitate its transformation.

To provide infrastructure and other services to all, with emphasis on rural
communities, in a sustainable manner.
To provide a healthy and safe environment that is conducive for investment.






To develop and support social and economic development initiatives,
particularly those focused on the youth and the vulnerable.
To ensure good governance through leadership excellence and community
participation
To ensure continued sound financial management.
To ensure effective and efficient Land Use Management, taking cognizance of
sound environmental practices.
To elevate tourism and agriculture as the leading GDP contributors to our
economy.
Vision:
A vision statement represents the municipal council ambitions for future planned
development.
“uPhongolo Municipality will ensure an inclusive socio-economy by
providing quality services that yield a better life for all by 2035”.
As indicated above, the vision and mission indicates the goals that the
municipality is driving towards and the force behind that, through actions.
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Role Players needed for formulating Vision and Mission Statements:

Mayor

Members of the executive committee of the council

Councillors including district councillors

Municipal employees

Traditional leaders

Ward committee representative

Heads of departments and senior officials from municipal and
government department

Representatives from organised stakeholder groups

People who fight for the rights of unorganised groups – e.g. A gender
activist – Resource people or advisors

Community representatives (e.g. RDP Forum)
Strategic Objectives:
Municipal Strategic objectives indicates measurable goals outlining what the
municipality wants to achieve with clearly defined deadlines. Its purpose is to help
create an overall goals setting and measurable steps for a municipality to help
achieve the desired outcomes, by improving community livelihoods.
To start with, the Integrated Development Plan has about 6 Key Performance
Areas namely:

Municipal Transformation and Institutional Development;

Basic Service Delivery and Institutional Development;

Municipal Financial Viability and Management;

Social and Economic Development;

Good Governance and Public Participation; and

Cross Cutting Interventions
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The aforementioned KPAs have goals, strategic objectives and are in line with the
programmes and projects which we have the intention to implement over the next
years in our endeavour to address the three main challenges which are: poverty
alleviation, unemployment and inequality. Horizontal alignment is pursued through
Inter-governmental planning and consultation, coordination and ensured through
aligning the respective vision, mission and strategic objectives of the respective
municipalities in the region.
Each strategic objective has a goal it wants to achieve, below an example is
indicated on the Local Economic Development strategic objective to fight
unemployment, hunger and poverty.
Strategic Objective:
Job Creation, deals directly with local economic
development, and is of particular importance to the purposes of the current
analysis. The key strategic objectives within this goal are:

Unleashing the agricultural sector;

Enhancing sectoral development through trade and investment;

Improvising the efficiency of government-led job creation programmes;

Promoting SMME and entrepreneurial development; and

Developing the knowledge base to enhance the knowledge economy.
Integrated Development Plan:
Integrated Development Planning process is a process that is undertaken to
produce IDP, which is a developmental plan for a municipal area containing short,
medium and long-term objectives and strategies. The IDP serves as a principal
strategic management instrument for municipalities. It is legislated by the Municipal
Systems Act 2000 (Act 32 of 2000). The IDP has to be prepared in such a way that
it must run with the term of office of a particular council. It is incumbent upon the
new council to either adopt the IDP of the previous council, or to develop a new
one, in order to achieve its own policy objectives.
Each Municipal Council continuously look at the performance highlights of the
previous and current year (implementation of the approved IDP), its challenges
and intervention areas, internal and external environmental analysis, confirmation
and review of the vision, mission, core values, goals and strategic objectives in an
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endeavour to achieve alignment and compliance with the relevant government
policies and priorities.
Role Players:
The Municipal Systems Act, 2000 (Act 32 of 2000) lays down some processes of
integrated development planning, which comprise phases that the municipality
undertakes, in order to formulate integrated development plans, formulation of
municipal vision and mission. These phases are discussed below. The Municipal
Systems Act, 2000 (Act 32 of 2000) section (29) compels municipal councils to
identify and consult organs of State, including traditional authorities, on the drafting
of the integrated development planning. These phases are areas where they
should participate in IDP planning. Councillors, Traditional Leaders, Neighbouring
Municipalities, District Municipality, Sector Departments and other stakeholders.
STRATEGY PLANNING PROCESS:
Environmental scanning, strategy formulation and strategy implementation are an
important component of strategic planning as it provides information on factors that
will affect the organization in the future. The information gathered will allow
leadership to proactively respond to external impacts.
Environmental scan- Through the Provincial Spatial Economic Development
Strategy (PSEDS), the Provincial Government hopes to strike a sound balance
between progressive community growth and the environmental preservation of the
communities. The uPhongolo Spatial Development Framework (SDF) which is an
overarching document in the municipal IDP must be a mirrored expression of the
development intentions of the municipality as expressed in the IDP. The SDF must
be aligned with the PSEDS. The Provincial Spatial & Economic Development
Strategy aims to:

Provide spatial context to the PGDS;

Address spatial imbalances, curb urban sprawl and ensure sustainable
interventions;
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
Identify priority areas and types of development;

Align to municipal spatial development frameworks;

Guide budgeting processes of the province and municipalities; and

Influence investment decisions of the private sector.
Strategy formulation- Municipal strategic formulation plans allow you and your
team to set and work toward a series of goals and initiatives to make changes and
improvements throughout the municipality and community. Strategic planning
formulation process requires significant time and effort to see real benefits in your
community.
Strategy implementation- Determine your strategic position, Prioritize your
objectives, Develop a strategic plan, Execute and manage your plan, Review and
revise the plan. Local government not only has to develop and implement local
policies and strategies, but is also obliged to implement the policies adopted by
other spheres of government.
Evaluating mission statement in the context of actual service delivery and
evolving macro environment.
It has been mentioned that local government administrations have been
undergoing radical changes under the new constitutional dispensation of South
Africa. Unfortunately, many of such changes have not been driven by clear and
precise mission of the role and responsibilities that all municipalities should play.
In order to maintain a high level of services being provided, the municipality must
adopt a mission that set values to guide the behaviour of all people towards
achieving the mission of the municipality.
The values towards seeking to develop a culture that informs both the
administrative as well as the political components, to achieve the municipal mission
in an evolving manner. Transparency, Honesty, Excellence to Communities,
Passion, Efficiency, Accountability, Commitment, Empathy, Sustainability and
Selflessness.
Programmes to carry out service delivery activities.
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Local government [municipality] is the sphere of government closest to the people,
they are elected by citizens to represent them and are responsible to ensure that
services are delivered to the community. One way in which municipalities can do
this is to provide the service themselves through the use of their own resources finance, equipment and employees.
A municipality may also outsource the provision of a service. In other words, it may
choose to hire someone else to deliver the service but it remains the responsibility
of the municipality to choose the service provider and to make sure that they deliver
the service properly.
Many municipalities, however, are unable to deliver services to residents. This
might be because of lack of finances or lack of capacity to provide a good service
at an affordable price. Such municipalities should find other ways to ensure that
the services are improved and reach the people most in need of them.
The planning, implementation and maintenance of basic infrastructure is critical for
sustaining basic standards of living and economic activity in our towns and cities.
All municipalities must develop service standards for each service, and will
establish systems for monitoring adherence to these standards. Municipalities are
required to report on ward-level service delivery plans. We expect municipalities to
perform the following basic activities, and the performance indicators will measure
the ability of our municipalities to do so:

Develop fundable consolidated infrastructure plans.

Ensure Infrastructure development maintenance and reduce losses with
respect to water and sanitation.

Human Settlements.

Electricity.

Waste Management.

Roads.

Public Transportation.

Ensure the provision of free basic services.
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ACTIVITY 2:
(A) STAKEHOLDER ANALYSIS AND COMMUNITY PARTICIPATION PROCESS:
CURRENT PRACTICES WITH RESPECT TO STAKEHOLDER ANALYSIS AND
PARTICIPATION IN A MUNICIPAL STRATEGIC PLANNING PROCESS.

Legislative Guidelines

Municipal Structures Act, of 2000 Section

Municipal Finance Management Act Section 152 & 153

Constitution Section 41

NB: The input from community is imperative for Stakeholder Analysis
Local government in South Africa has gone through the transitional phase to become
developmental with a number of challenges, one of the most prominent of which has
been the lack of adequate financial resources to carry out various service delivery
obligations.

Public Participation, entails to putting people first.

Implement community engagement plans targeting hotspots and potential
hotspots areas.

Municipalities to implement responsive and accountable processes to
communities.

Ward committees must be functional and Councillors must meet and report
back to their constituencies quarterly.

Utilise the Community Development Workers, Ward Committees and Ward
Councillors to communicate projects earmarked for implementation.

Municipalities must communicate their plans to deal with backlogs.

Municipalities to monitor and act on complaints, petitions and other feedback.
Stakeholders in a Municipal Strategic Process
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



Municipality
Community
Provincial Government
National Government
Step 1: The first step is to brainstorm who your stakeholders are- As part of this,
think of all the people who are affected by your work, who have influence or power
over it, or have an interest in its successful or unsuccessful conclusion. i.e.
engagement with Community groups, business associations and Local Councils.
Step 2: Prioritise your stakeholders- You may now have a long list of people and
organisations that are affected by your programme. Some of these may have
power either to block or advance. Like engaging the community first before
finalising your IDP.
Step 3: Understand your key stakeholder and role-players- You mow need to know
more about key stakeholders and role-players. You need to know how they are
likely to feel and react to your programme. This means you need to know the
information they want from you, what motivates them most and their current opinion
of your work.
PRINCIPLES FROM LEGISLATION:
In terms section 16 (1) of Municipal Systems Act no 32 of 2000 a municipality must
develop a culture of municipal governance that complements formal representative
government with a system of participatory governance, and must for this purpose(a) encourage, and create conditions for, the local community to participate in the
affairs of the municipality, including in—
(i) the preparation, implementation and review of its integrated development plan
in terms of Chapter 5 of the Municipal Systems Act
(ii) the establishment, implementation and review of its performance management
system in terms of Chapter 6 of the Municipal Systems Act
(iii) the monitoring and review of its performance, including the outcomes and
impact of such performance
(iv) the preparation of its budget; and strategic decisions relating to the provision of
municipal services.
INTEGRATED DEVELOPMENT PLAN REPRESENTATIVE FORUM (IDP REP)
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The IDP Representative Forum is the structure which institutionalises and
guarantees representative participation in the IDP Process. The selection of
members to the IDP Representative Forum needs to be based on criteria which
ensure geographical and social representation.

Proposed
Terms
Reference
the
of
for
the IDP process

Provide an organisational mechanism for discussion,
negotiation and decision making between the stakeholders
IDP
Representative
Represent the interest of the municipality’s constituency in
inclusive of municipal government

Forum
Ensure
communication
between
all
the
stakeholder
representatives inclusive of municipal government

Monitor the performance of the planning and implementation
process
Proposed
Chaired by:
Composition of  The Honourable Mayor, or member of the Executive
the
Committee or a member of the Committee of Appointed
Councillors (such as the Portfolio Committee)
IDP
Representative
Forum
Secretariat:
 IDP Steering Committee and or designated official.
Composition:
 Members of the Executive Committee
 Councillors (including Councillors who are members of the
District
Council and relevant portfolio Councillors)
 Traditional Council’s Representatives
 Ward Committee Representatives (One person per ward)
 Private Sector
 Heads of Departments / Senior officials
 Government Departments
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 Stakeholder representatives of organized groups (NGOs,
CBOs, FBOs etc.)
 Community Development Workers
 Advocates for unorganized groups
 Community Representatives
(B) MUNICIPAL PARTICIPATORY FRAMEWORK:
It appears in Chapter 4 of the Municipal Systems Act, Act 32 of 2000 that a Municipality
must encourage and create conditions for the local community to participate in the
affairs of the municipality, including the preparation, implementation and review of its
Integrated Development Plan and municipal budget.
In this context, the municipality is committed to a participatory process of IDP and
budget review whereby the community will play a meaningful role.
There are four major functions that can be aligned with the public participation process
namely:
-
Needs identification;
-
Identification of appropriateness of proposed solutions;
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-
Community ownership and buy-in; and
-
Community empowerment
Due to the negative impact on public participation processes which are caused by
condition of roads and the non-electrification in the area the following participation
mechanism can be implement to ensure that the community and all other stakeholders
are involved in the municipal processes:
1.1.
Strengthen functioning of ward committees
As formal structures established in terms of the Municipal Structures Act, the Ward
Committees and Ward Councillors will be used as a link between the Municipality and
Communities, to obtain information and any other information with regards to the
municipal progresses. Because the area does not have electricity power the
municipality must ensure that all ward committees are elected and the functionality of
ward committees are closely monitored to ensure that at least the interest of the
community are presented
1.2.
Introduction of loud healing
The loud healing in all wards will be used by the municipality to make public
announcements and to invite the community to meetings where necessary.
1.3.
Community Road Shows
The uPhongolo Municipality will be hosting its community road shows to publicize the
draft IDP and Budget after approval in March and June. The venues for these meetings
will be publicized at the Integrated Development Plan Representative Forum as well
as through the media and loud healing.
1.4.
Newspaper
Local newspapers (Pongola News) will be used to inform the local community of the
progress of the IDP.
1.5.
Radio Slots
The National Radio Station will be utilised to make public announcements where
necessary.
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Other Communication mechanisms
-
Communicate Municipal Integrated Development Plan and Annual Budget via
community radio, printing of summarised documents, community print media,
izimbizos, internal staff newsletter, meetings, website, etc,
-
Communication and promoting of Rural Summit
-
Campaigns and outreach programmes with internal staff and communities via
newsletters, radio, newspaper
By implementation of the public participation plan the municipality will ensure that the
community and all other stakeholders are involved in the running of the municipality
including the community which is staying in rural areas where it is difficult to reach.
(a) Local Council, Youth groups, SALGA, Community safety, Labour unions,
Residents, Politicians, Disabled, Other municipalities (National, Provincials and
International), Non-governmental organisations,
(ii)Community groups, Local councils, Government departments, Industrial or
business association, Residents and Concern groups.
(b) Community groups- They serve as a navigator for service delivery in terms of
what need to be done and put pressure on political representatives.
Local Councils- They serve as mediators between the community and the
municipality, they are also public representatives.
Government departments- They assist with different services as per the
Constitute.
Industrial or business association- They serve as a supporting structure in
terms of revenue compliance as per the Municipal Property Rates Act.
Residents- Are part of the stakeholder and custodian of the municipality and
they are entitled to basic service as per our Constitution.
(c) Then now you need to know more about your key role-players. You need to
know how they are likely to feel about and react to your programme,
- You also need to know how best to engage them in your programme and how
best to communicate with them.
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- You can summarise the understanding you have gained on the
stakeholder/role-player map, so that you can easily see which key role-players
are expected to be blockers or critics,
-Also which key role-players are likely to be advocates or supporters of your
programme.
(d) The relationship between stakeholders and role-players to guide the planning
process:
-
Identify: when identifying the stakeholders and key role-players have
identified, the next part of the process is to assess each stakeholder’ and
key role-player’s level of support and commitment, and some cases their
resistance to the municipality’s specific policies and plans.
-
Plan communications and negotiations: the principle is that all stakeholders
and role-players should be widely consulted on policies and plans affecting
them,
One way of analysing stakeholders and role-players and starting to plan an
appropriate
communications and negotiations strategy is through a simple
matrix where a stakeholder/role-player database is “plotted” according to their
interest and influence on the municipality programmes, plans and policies.
Once stakeholders and key role-players have been identified, their interests
and level of support analysed and an approach adopted, this forms the basis of
a communication and negotiation plan.
Review: stakeholders and role-players should be reviewed regularly.
*It is always possible that a stakeholder who was initially placed on a low
category becomes a key strategic stakeholder.
*Making sure that stakeholders and role-players are engaged in the way will be
if reviews and analysis are conducted regularly.
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ACTIVITY 3:
KEY PERFOMANCE AREAS (KPAs)
Key Performance Areas contained in the municipal strategiesTo start with, the municipal Integrated Development Plan has about 6 Key
Performance Areas (KPAs) namely:

Municipal Transformation and Institutional Development;

Basic Service Delivery and Institutional Development;
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
Municipal Financial Viability and Management;

Social and Economic Development;

Good Governance and Public Participation; and

Cross Cutting Interventions (Provincial KPA).
The aforementioned KPAs have goals, strategic objectives and are in line with the
programmes and projects which we have the intention to implement over the next
years in the municipal endeavour to address the three main challenges which are:
poverty alleviation, unemployment and inequality. They comply with local
government legislative framework.
Key Performance Areas aligned with the vision and mission statementsThe below two KPAs are aligned to the municipal vision and mission statements
to ensure proper development in the municipality.
Basic Service Delivery and Infrastructure Development:
Basic Service Delivery and Infrastructure Development has been highly
dependent on grant funding for the past few years at uPhongolo Local Municipality.
The municipality has been working closely with all relevant stakeholders to ensure
that projects are implemented and service delivery is fast tracked. During this
period, the implementation of Municipal Infrastructure Grants effectively for the
betterment of communities has been done rapidly. In doing so special focus has
been made to ensure that programmes aimed at the emancipation of young people
are given maximum attention, through youth developmental programs.
To ensure provision of efficient infrastructure (Roads and storm-water) and energy
supply that will contribute to the improvement of quality of life for all residents of
uPhongolo. To contribute to the safety of communities through the proactive
identification, prevention, mitigation, and management of environment, fire and
disaster risks.
Municipal Financial Viability and Management:
Financial sustainability is highly dependent on collection of rates and service
charges. Financial sustainability has improved drastically and, thus, the
municipality has been able to fast-track service delivery.
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The collection of rates has improved and is expected to further improve in the next
financial years. The cash flow status of the municipality is positive.
Areas of improvement are listed below:

The need for the development and implementation of policies pertaining to the
Economic Transformation;

Improvement of Debt Collection Strategy

Review and implementation of uPhongolo Municipality Revenue Enhancement
Strategy

Development of Departmental Procurement Plans
Key Performance Areas in terms of institutional arrangements:
Municipal Transformation and Institutional Development at uPhongolo Local
Municipality in order to ensure that capacity is built in the municipality and ensure
sustainability and institutional arrangements being done accordingly.
One critical aspect with regard to the Municipal Transformation and Institutional
Development has been a need to fill critical positions within the Municipality,
especially on Section 56 Managers and the municipality has been able to do that.
The following strategies have been developed and reported on progress in terms
of implementation:

Review of the Municipal Organogram that would respond to the needs of the
municipal functionality and effectiveness;

Critical labour structures within the municipality have been established and are
operational (LLF, Training Committees);

Review of uPhongolo Municipality Human Resource Management, Strategy
and 5-year Implementation Plan. The purpose of this HRM & HRD Strategy and
Implementation Plan is to outline key interventions that are to be undertaken
by the municipality in ensuring that it has the right number of people, with the
right composition and with the right competencies, in the right places to enable
it to deliver on the mandates and achieve its strategic goals and objectives;

Review of Employment Equity Policy and Plan. The purpose of this policy is to
continuously create an environment that permits equal opportunity for
advancement, in order to redress the past imbalances and to ameliorate the
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conditions of individuals and groups who have been previously disadvantaged
on the grounds of race, gender and disability;

Review of Human Resources Policies;

Review of Organisational PMS Policy Framework;

Employee and Councillor Training as per the Council approved Workplace
Skills Plan; and

Implementation of the Batho Pele Policy and Implementation of Fleet
Management Policy.
ACTIVITY 4:
Institutional StrategiesYou should be able to apply participatory processes to inform institutional strategy;
evaluate the economic, social and environmental context of a municipality when
weighing alternative strategies; identify institutional strategies in alignment with
national and provincial plans and programmes; develop programmes to align service
delivery activities to institutional strategies.
Legislation:

Municipal Systems Act, 2000
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
Key performance indicators relating to inputs, outputs and outcomes must be
set for each of the development priorities, clustered under key performance
areas (Municipal Systems Act No. 32, 2000, Section 41(1) (a)).

The formulation of these key performance indicators takes place as part of a
municipality’s integrated development planning process (Municipal Systems
Act No. 32, 2000, Section 26(i)). The key performance indicators must be
measurable, relevant, objective and precise; and communities must be involved
in their formulation (Municipal Systems Act No. 32, 2000, Section 42).
Mechanisms for the involvement of key municipal partners and stakeholders in
the formulation of strategies:
Generic
arrangements-
Institutionalise
public
participation
and
Structured
participation to specify who, on behalf of whom, which issues, through which
organisational mechanisms.
Elected Council ultimate decision making forum on IDPs participation to inform,
negotiate, comment on planning decisions.
Participation not equally relevant in each stage of planning, not all procedures equally
suitable.
Participatory democracy –the stakeholders:

IDP representative forum

Municipal manager or IDP manager

IDP Steering Committee

Project, programme and sectoral task teams

EXCO/Executive Mayor/committee manage drafting of IDP, assign
responsibilities to the municipal manager, submit plan for adoption

Municipality to prepare, decide on, adopt process plan, do overall management
of planning process, ensure inclusion of stakeholders

Municipality to ensure formulation is relevant for key development priorities,
national and provincial sector planning requirements met.
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
Municipality through council, adopt and approve IDP and amend, ensure
budget and annual operational plans are linked to IDP
Identify municipal strategies- Factors determining municipal strategies:

Priority issues or challenges of the local community

Developmental objectives of the municipality

Developmental opportunities and strengths

Developmental weaknesses and threats

Available and accessible resources

Municipal vision and mission statements

National and provincial development plan

Strategies to be appropriate for addressing challenges of community

Strategies to be goal oriented to advance development objectives to achieve
vision progressive.

outline institutional strategies in your municipality

Formulate participatory structures and roles per structure in these institutional
strategies

Describe how these institutional strategies are aligned to legislative framework

Describe how these institutional strategies are aligned with vision and mission
statements
ACTIVITY 5:
LEGISLATIVE FRAMEWORK:
Review the legislative framework for IDP:
In terms of the Constitution of the Republic of South Africa the Local Government
Structures Act, 1998 (Act 117 of 1998), including the Municipal Structures Amendment
Act, B51-2000, the Local Government Systems Act, 2000 (Act 32 of 2000) and the
White Paper on Local Government, 1998 the most important objectives of the
Framework are: 
To serve as guiding model for sustainable integrated development planning
throughout the municipality;
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
To ensure that all role players are involved in the integrated planning processes
of district municipality and local municipalities

To ensure that all the local municipalities be guided by legislation in executing
our role and responsibilities to the best of our knowledge;

To strengthen intergovernmental relations and to align and successfully
coordinate Integrated Development Planning throughout;

To educate and guide other role players throughout in relation to the business
unusual’ operation of local government, in particular with regard to aspects of
integrated development planning;

To ensure that vigorous analysis of the needs being identified through public
participation process in our communities on district and local municipalities
level be identified and addressed in the integrated Development Processes

To ensure and co-ordinate the effective use of resources;

To ensure that the district and local municipalities are kept abreast with
national, provincial legislation, policy and strategies which directly influences
our processes through the integrated Development Planning;

To ensure the district and local municipalities to utilize the above-mentioned
legislation, policy and strategy in development planning across departments
and for future reasoning throughout.
According to section 35 of Municipal Systems Act, 2000 (Act 32 of 2000) the
following milestones with regards to alignment must be attained:
1. Budgeting process of the municipality should align with IDP process in the way
that allocations would be informed by the priorities and objectives emanating from
the IDP. It is imperative to note and ensure that all projects in the IDP should be
linked with the budget. Where there is no budget allocated such project should be
escalated to the Joint Planning Initiative (JPI) process.
2. National and Provincial Departments’ programmes/projects at municipal levels
should align with the municipal development priorities and objectives
3. Local government programmes at the District level should align with
programmes at the local municipalities
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4. All development initiatives (government, private sector international agencies)
should only be approved on the basis that they have expression in the priorities
and objectives.
Clear
Analysis
Of
Municipal • Socio-economic analysis of municipal
Reality And Clear Development area: Ward-based profiling within the
Strategy
municipal area
• Clear long term development vision
(JPI and SDF)
• Clear economic development strategy
(to
broaden
economic
participation
through skills development and higher
investment rate)
• Clear strategy for people development
(skills / health / education)
• Clear actions for development of
natural resource base
• Action for integrated human settlement
(spatial planning logic)
• Sectoral plans in support (water,
transport, energy, land reform)
Targeted
Basic
Services
Infrastructure Investment
and • Basic service provision that address
national
targets
for
basic
service
provision (water, sanitation, electricity,
waste removal.
• Comprehensive Bulk Infrastructure
Planning • Clear medium to long term
infrastructure
provision
strategy:
Targeting of services and infrastructure
to specific areas
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•
Maintenance
of
infrastructure
is
addressed
• MIG and other infrastructure grants are
optimally utilised
Community
Involvement
Planning And Delivery
In • Ward Committees meetings
• Comprehensive Bulk Infrastructure
Planning
•
Clear
medium
infrastructure
to
provision
long
term
strategy:
Targeting of services and infrastructure
to specific areas
• Maintenance of infrastructure is
addressed
• MIG and other infrastructure grants
are optimally utilised
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