WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
STATEMENT OF COMMITMENT BY THE EXECUTIVE AUTHORITY

According to the Municipal Systems Act, each Municipal Council must, within a prescribed period after its elected term, adopt a single, inclusive
strategic plan for the development of the municipality. However, our Predecessor Council already adopted a draft IDP. We, in an endeavor to execute
our political mandate, followed the path laid by them and adopted the draft IDP with amendments made considering the contract we made with the
people of Waterberg during the local government elections.

The tasks given to local government entail more demanding capabilities and performance. This means that we are not only expected to find the means
for addressing traditional local government challenges of delivering basic services to the people, but we are supposed to find strategies and mechanisms
that are potent enough to remove the many bottlenecks which stand in the way of sustainable development in a local jurisdiction. The IDP document
that we adopted will serve as a blue-print that will gauge service delivery and timely implementation.

The next five years will be fundamentally different regarding the kind of support that both national and provincial government spheres will be
providing to municipalities. Different in that, it will be characterized by intensive intergovernmental collaboration, and of course hands-on support.

To all my colleagues, both from the Political authority and the administrative arm, It is my understanding, that as we carry out this contract entered into
with our people, we will appraise it with 100% ownership of all the things that were discussed and agreed upon, we will implement it with full
preparedness to provide developmental support to all municipalities in the district.

It is only when we are 100% committed that we stand a chance of realising these local government strategic priorities.

One of the critical things we need to do in the next five years is to build and strengthen the capacity of newly elected mayors and councillors,
particularly women. This objective is also consistent with building a democratic, non-racial and non-sexist South Africa. We should do so by putting in
place targeted support programmes for our women mayors and councillors, and not rejoice at their failures.

The success of the integrated development plan as enshrined herein caters also for development of infrastructure is dependant on the competencies of
Councillors, municipal officials, and service providers
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008

Infrastructure is the cornerstone of social upliftment and economic development. In particular, fast tracking Infrastructure delivery will also contribute
to the Accelerated Shared Growth Initiative for South Africa (ASGISA), and also assist in achieving the targeted economic growth rate of 6% through
job creation as well as the establishment of well-serviced areas conducive for economic investment and development. On achieving the 6% growth, we
need to sustain this by maintaining the infrastructure assets. We believe that we have built the basis for a national effort to achieve faster and shared
economic growth. With this programme we can achieve our social objectives and we can more than meet the Millennium Development Goals. Our
municipality has allocated sufficient funding to kick start a basis for the development of proper infrastructure in needy areas. Local Government as the
custodian of community infrastructure such as roads, waste disposal sites, water and sanitation systems, and public facilities. Most importantly we will
intensify assets management efforts in a sustainable manner to best serve the interests of communities and enable local economic development.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
STATEMENT OF COMMITMENT BY MANAGEMENT

The strategic plan as detailed herein is informed by the successes in the previous implementation and service delivery initiatives and seeks to
provide a framework within which our municipality will address the remaining challenges as we enter the second decade of freedom.

The overall thrust of our plan centres on building the capacity of the district municipality and the local municipalities to implement
government’s development programmes. The interests of ordinary people in the district continue to inform the strategic institutional thrust
of the district municipality.

It is also a building block on what has been done since the inception of local government in 2000 and encompass a five year strategy for the
future, with a firm focus on the mid-term planning. The refined vision and mission put additional emphasis on the following:



Establishing the needs of communities through Inclusive and participatory processes
Render effective, efficient and sustainable services
Ensure a better life for all

In this manner our municipality should make a meaningful contribution to government’s vision of our future embodied in vision 2014.
Management and staff of the WDM recommit themselves to work tirelessly at enabling Council to realise the targets for 2014 that include
the following:
Reducing unemployment by half
Reducing poverty by half
Providing the skills required by the district economy
Improving services to achieve a better life We will strive to do so informed by our municipality’s intention to play its role in “‘Building a
people’s contract to create work and fight poverty ” .
We will do so guided by the strategic objectives of the municipality which provide a guideline that we will follow as management and staff
in executing Council’s mandate. Specific outputs, indicators and outcomes are central to fulfilling this mandate. All Service Business Units
will be implementing their programmes on the basis of detailed action plans informed by the strategic plan.•





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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008

We will further ensure that Council’s obligation of community participation is structured in such a manner that ’all district stakeholders
continue to support our municipality as we mobilise our people’s individual and collective efforts to implement government’s programmes
at provincial and local level. This includes partnerships with the three spheres of government, civil society and the private sector. Our goal
is to accelerate the shared growth initiative and invest in the life’s of our people a new age of hope

We thank the sterling contribution of the predecessor Council, Mayoral Committee, all three spheres of government and parastatals,
members of the public, business community and organs of civil society and our many stakeholders who have interacted with us and
brought valuable insights to this strategic plan. Lastly, I thank the committed staff of WDM that continues to find joy in serving the people
of the district.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
SECTION A
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CHAPTER 1:
INTRODUCTION
AND
BACKGROUND
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
1. INTRODUCTION
1.1. CONSTITUTIONAL MANDATE
Chapter 7 of the constitution
Status of municipalities
151 (1) The local sphere of government consist of municipalities, which must be established for the whole territory of the republic.
(2) The executive and legislative authority of a municipality is vested in its municipal council
(3) A municipality has the right to govern, on its own initiative, the local government affairs of its community, subject to national and
provincial legislation , as provided for in the constitution;
Objects of local government
152 (1) The objects of local government are(a)
(b)
(c)
(d)
(e)
To provide democratic and accountable government for local communities;
To ensure the provision of service to communities in a sustainable manner;
To promote social and economic development;
To promote a safe and healthy environment; and
To encourage the involvement of communities and community organizations in matters of local government
Establishment of municipalities
Section 155 provides for three categories of municipalities
(a) Category A- Is a municipality that has exclusive municipal executive and legislative authority in its area.
(b) Category B- Is a municipality that shares municipal executive and legislative authority in its area with a category C municipality within whose area it
falls (All the locals viz. Mogalakwena, Lephalale, Thabazimbi, Modimolle, Bela-Bela and Mookgophong are classified within this
category)
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
(c) Category C- Is a municipality that has municipal executive and legislative authority in an area that includes more than one municipality- (Waterberg
District Municipality fall within this category)
1.2 MUNICIPAL FUNCTIONS AND POWERS
Sections 156 of the Constitution, 8 of the Municipal systems Act and 86 of the structures act outline the powers and functions of the municipal
8
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Key: ATP = Authority to perform
PFM = Powers Performed by Municipality
ESP = External Services Provider
S78 = Section 78 Process in terms of Systems Act Complete
SDA = Service Delivery Agreement in Place
Functions of the district municipality according to the ATP
Constitution, the Municipal Structures Act and Systems Act
Air pollution
Bulk supply of Electricity
Bulk Water Supply
Bulk sewage purification and main sewage disposal
Cemeteries and Crematoria
Municipal roads
Education
Fire-Fighting Services
Local Economic Development
Municipal Abbattoir
Municipal Airports
Municipal Health Services
Municipal Transport Planning
Municipal Public Works
Municipal Planning
Safety and Security
Social development
Sports, Arts and Culture
Yes
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
No
No
No
PFM
Yes
No
No
No
No
Yes
No
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
No
No
Yes
ESP
other
sphere
Govt.
No
Yes
Yes
Yes
No
No
No
Yes
No
No
No
No
No
No
No
Yes
Yes
Yes
or S78
SDA
Personnel
No
No
Yes
No
No
No
No
Yes
No
No
No
Yes
No
No
No
No
No
No
0
0
0
0
0
1
0
3
0
1
1
2
0
0
1
of
Yes
No
Yes
Yes
No
No
No
Yes
No
Yes
No
No
No
No
No
No
No
No
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
1.3 COUNCIL COMPOSITION
The District is allocated 33 seats. 32 Seats are filled and one vacancy exists. The Council comprises of 32 councillors of which 13 are directly elected and 19 indirectly elected.
The councillors represented hereunder are reflected as from March 2006
MEMBERS OF COUNCIL
EXECUTIVE MAYOR
:
Councillor P S Kekana
SPEAKER
:
Councillor Y E Lorgat
:
Councillor M D Mabote
MEMBERS OF THE
MAYORAL COMMITTEE
Councillor S J Madela
Councillor R E Mothibi
Councillor J M Rakgwale
Councillor M J Makhafola
Councillor S M Molekwa
COUNCILLORS
:
Councillor A E Basson
Councillor R M Kekana
Councillor M M Lamola
Councillor M E Lefawana
Councillor V B Machine
Councillor S K Makgae
Councillor M J Makhafola
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Councillor L S Manamela
Councillor M J Mashiane
Councillor G S Matsietsa
Councillor M P Modiba
Councillor O O Modise
Councillor M A D Monama
Councillor R N Monene
Councillor M L Moremi
Councillor T P Mphahlele
Councillor R M Radebe
Councillor G M Seleka
Councillor M A Sethlare
Councillor P H Tsebe
Councillor van Aswegen L W
Councillor van Heerden J D
Councillor Vreugdenburg J
Councillor S A Sebolai
Councillor N V Mashamaite
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
COUNCIL COMMITTEES
SOCIAL SERVICES
Chairperson:
S M Molekwa
Chairperson:
R E Mothibi
Chairperson:
J Rakgwale
Members:
T P Mphahlele
M L Moremi
R M Kekana
R M Radebe
INFRASTRUCTURE
Members:
M A D Monama
R N Monene
J Vreugdenburg
TRANSFORMATION & ADMINISTRATION
Members:
O O Modise
G M Seleka
V B Machine
L S Manamela
BUDGET & TREASURY
Chairperson :S J Madela
Members:
M M Lamola
A E Basson
M P Modiba
S K Makgae
PLANNING & ECONOMIC DEVELOPMENT
Chairperson:
M.D Mabote
Members:
L W van Aswegen
P H Tsebe
M E Lefawana
G S Matsietsa
S A Sebolai
GENDER, YOUTH, SPORTS, ARTS & CULTURE
Chairperson:
M J Makhafola
Members:
M J Mashiane
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
M A Setlhare
J D van Heerden
N V Mashamaite
Chairperson: Speaker
Cllr. Y. E. Lorgat
PUBLIC PARTICIPATION
Members:
1. R. M. Kekana
2.S.M. Molekwa
3.G.M.Seleka [Ms.]
4.O.O. Modise[Ms.]
5.M.L.Moremi[Ms.]
6.M.M.Lamola
GEOGRAPHICAL NAMES COMMITTEE
Chairperson: Speaker
Members:
Cllr. Y. E. Lorgat
1.J.Rakgwale
2.J.Vreugdenburg
3.R.M.Radebe [Ms.]
4.G.S.Matsietsa[Ms.]
5.M.A Setlhare [Ms.]
6.T.P.Mphahlele
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CHAPTER 2:
ALIGNMENT AND HARMONISATION
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
2. INTEGRATED DEVELOPMENT PLANNING
Development Planning is “… a participatory approach to integrate economic, sectoral, spatial, social, institutional, environmental and fiscal strategies in order to support the optimal
allocation of scarce resources between sectors and geographical areas and across the population in a manner that provides sustainable growth, equity and the empowerment of the poor and the
marginalized…”. (Forum for Effective Planning and Development1 (FEPD), 1995).
Integrated Development Planning is a cooperative and continuous process that is undertaken by the Municipality and leads to the adoption of the Integrated
Development Plan (IDP) and its annual revision based on new data and changing circumstances. The Municipality’s IDP is concerned with the allocation of
public resources in the most effective and efficient way so as to provide a framework for community, economic, and environmentally sustainable development
at the local level. The IDP has legal status. It is the instrument for the strategic management of the Municipality and decision-making by the Council. The IDP
ensures a cooperative approach by the National, Provincial and Local spheres of government to develop and implement projects and programmes on a priority
basis which will empower and benefit the community.
Each sphere of government in South Africa has to see to the optimal allocation and application of resources for its area of jurisdiction. Development Planning
is therefore an executive function as it has to be overseen by the highest political office at each sphere and should be ratified by the elected political
representatives in that sphere. Development Planning has to determine the way in which each sphere sets its budget. Its influence should extend beyond that
of government resources and it must serve to mobilize off-budget resources (State Owned Enterprises, private sector and NGOs). Development Plans also
serve to inform the actions of a range of role players, so they have a broader role than merely establishing a one-to-one relationship with budgets. They should
also serve to inspire and guide the self-action of communities and residents by presenting a clear vision for the area and long, medium and short-term
development priorities and objectives.
1
FEDP was a government advisory body.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Development Planning is a core part of the service delivery and development process. Service delivery and development cannot occur without identifying
relevant actions, programming the activities and setting in place the requisite resources. The relevant actions are the ones that have the most impact on
addressing poverty and growing the economy. They are sustainable and lead to long-term benefits for a particular area and its people. It is always a challenge to
determine these relevant actions in the face of huge needs and limited resources. It requires formulating strategies that are innovative, inter-sectoral and
spatially targeted.
Development Planning is also central to any performance management system. The setting of development objectives and targets is the basis for measuring
performance through appropriate monitoring and evaluation steps. Development Planning is therefore a part of an integrated system of planning and delivery
and does not sit as an isolated process de-linked from the actual functioning of a municipality, province or the country.
The IDP relationship between the three spheres of government can be illustrated as follows:
2.1
Local Government Sphere
Development Planning in the Local Government sphere is conducted through the Integrated Development Planning instrument. Each municipality in terms of
the Municipal Systems Act (2000) is responsible for formulating, adopting and implementing and Integrated Development Plan (IDP). The Mayor is
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
responsible for the IDP and it has to be adopted by the municipal council. Community participation and involvement is central to IDPs. Communities are
encouraged to organize themselves and take care of their own development working together with government. Community/Ward based planning can be a
useful way for making more structured inputs in the IDP process and for organizing community/ward based self-action. IDPs are not a mere collection of
community needs or plans but are municipal-wide plans that have to take community needs into account together with wider strategic issues incorporating
provincial and national priorities and strategies. Mediating these various interests the IDP should reflect the best possible development decisions and trade-offs
that focus on viability and economic, social, environmental, financial and institutional sustainability.
2.2
Provincial Government Sphere
Development planning in the provincial sphere occurs through the Provincial Growth & Development Strategies (PGDSs) that are driven by the Premier’s
office and adopted by the provincial cabinet. Currently there is no national legislative framework that governs the formulation, adoption and implementation
of PGDSs. Nevertheless in practice all provinces do formulate an overarching strategic framework. The PGDS should have effect over the entire province and
therefore needs to be completed in consultation with municipalities and key provincial stakeholders. The PGDS and IDPs should be aligned so that a common
strategic path is followed and there is complement in the way resources are allocated and in the way delivery occurs.
2.3
National Government Sphere
Development Planning at national level occurs through the Medium Term Strategic Framework (MTSF). The MTSF is prepared by the Presidency and
approved by the national Cabinet. Like the PGDS, the MTSF currently does not have a legal status. The influencing nature of the MTSF over the national
budget is still limited. This will improve as the inter-sectoral, geographical and people-centred focus of the MTSF is deepened, and as institutional preparedness
issues are addressed.
Intergovernmental Planning, that is, the coordination of development planning across the three spheres of government is a critical area for improvement in
order to realize the objective of optimal resource allocation and implementation for the state as a whole for the purpose of eradicating poverty and growing the
economy. Enhanced development planning across government will contribute to the existing Planning Framework that includes the planning cycle which
culminates in the MTSF and annual State of Nation Address.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
The IDP Hearing analysis together with an analysis of provincial capacities (and an analysis of District – Wide IDP Consultative Meetings) forms the basis of
the Intergovernmental Planning support strategy that focuses on an action plan relevant to the context of the Limpopo Province and Waterberg District
Municipalities. The strategic objectives of the support strategy are:
2.3.1. Entrench integrated development planning as an approach by improving the perceptions and understanding of key role players
2.3.2. Improve the capacity of municipalities to plan so that they develop realistic and creative strategies that ensures sustainable,
integrated and targeted development spending and infrastructure investment in a municipal area,
2.3.3 Improve the capacity of municipalities to implement so that they ensure feasible and effective municipal operation, service delivery
and development, monitoring, evaluation and review,
2.3.4 Improve provincial-municipal as well as inter-sectoral cooperation in prioritization, resource allocation and implementation,
2.3.5 Improve the capability of provincial government and districts to give effect to their constitutional and legal obligations to support
municipalities,
2.3.6 Ensure the coordination and effective implementation of the various support initiatives, and
2.3.7 Support the municipalities that have no/very limited structural capacity with frame conditions and establishment processes.
In order to strive towards a developmental state that will enhance service delivery and lives of people, the appropriate mechanisms and support will be required
from all actors in government. Issues like alignment and programme linkages, communication in structures, support from national, to provincial and local
(financial, procedural and human resources) and sector involvement in development planning all calls for integration at each level of government, horizontal
and vertical.
It is imperative that the support needs to be structured at various levels of national, provincial and local structures (political and technical) and the rules of
engagement must be clearly communicated for all role players to know what role they are playing and how to play it effectively.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
To further forge alignment across the three spheres of governance the following clusters has been established and meeting regularly except the infrastructure
cluster and the structural arrangements are as depicted in table 1.1. below. These structures meet quarterly and discuss issues that provide content to the
agenda of the District Intergovernmental Forum that is also held quarterly.
Table 1.1: Structural arrangements for the District Clusters
Technical Support Forum
7 MM & 3 DH from Clusters
3DH representing the 3 Clusters
Social Cluster
Constituted by:
HOD-LM , DM
Provincial sector depts. District Heads
Provincial Level:
 Education
 Health and Social
Development.
 Sports, Arts and Culture
 Correctional Services
 Safety & Security
 Labour
Municipality
 Mayor’s Office
 Social Services
 Corporate Services
 PIMSS
Economic Cluster
Constituted by:
HOD-LM, DM
& Provincial sector depts. District
Heads
Provincial Level:
 Economic Development
Environment and
Tourism
 Agriculture
 Roads and Transport
Municipality Level
 Planning and Economic
Development
 Finance
 PIMSS
Infrastructure Cluster
Constituted by: HOD-LM , DM &
Provincial Sector depts
District Heads
Provincial Level
 Public Works
 Local Government
and Housing
 DWAF
Municipality:
 Technical Services
 PIMSS
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CHAPTER 3:
PERFORMANCE REPORTING
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
3.1 FUNCTIONAL SERVICE DELIVERY REPORTING
Key Performance Area
Department
Good Governance and Public Participation
Executive Mayor’s Office
Reporting Level
Detail
Municipal Function
Overall coordination of council activities
Description of the Activity.
 Overall administration in the office of the Executive Mayor and to contribute to its effectiveness in leading the
Institution.
 Promoting the culture of co-operative governance.
 Ensure Public Participation in Municipal issues.
 Enter into twinning agreement with Foreign Countries District Municipalities.
 Facilitate the District Learning Network.
 Co-ordinate Sports, Arts and Cultural activities.
 Facilitation of safety and security issues in the district.
 Ensuring maintenance of order during Council meetings.
 Co-ordinate Council Sub-Committee meetings.
 Compilation of agenda and render Secretarial Services to Mayoral Committee and Council.
 Co-ordination with communities and interaction with various stakeholders.
The Strategic objectives of the above functions are as follows:
1. To ensure 60% of all public institutions and households within rural areas have access to communication facilities
within 5 years.
2. To promote interdepartmental linkages and alignment both on a horizontal and vertical basis annually.
3. To improve the level of safety and security by reducing the incidents of identified crime by 8% within the District
Municipality annually
4. To ensure 100% accessibility to schools for all learners and 50% decrease in the learner/educator and
learner/classroom ratio within the next 5 years.
5. To ensure that 25% of young people’s talents are identified, nurtured and developed within 5 years.
6. To ensure effective co-ordination and management of sports within municipalities in a year.
7. Promotion and awareness of cultural diversity.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Performance reporting
Municipal Function
Performance reporting
Municipal Function
Performance reporting
The total number of personnel employed
8
Total number of Councillors
32
Number of Councillors on the Mayoral Committee
6
Number and type of Council and Committee Meetings
 Council Meetings
o Ordinary
o Special
4
5

Mayoral Committee Meetings
o Ordinary
o Special
3
5

Portfolio Committee Meetings
o Finance Committee
o Labour and Administration Committee
o Planning & Economic Development Committee
o Infrastructure Committee
o Community Services
4
4
5
6
7
Media and communications





District Communicators Forum met as planned
Received positive reportage from media
Bought airtime on radio for a number of advocacy programmes
Communication Strategy reviewed and programme of action adopted by council
Newsletter were distributed throughout the district
Ward committee capacity building
Capacity Building
 A total of 15 Trainers were Trained in Partnership with Planact.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Municipal Function
Performance reporting
Education, Sports, Arts and Culture
(Sport Development)




Establishment of Local Sport Councils.
Hosted District O.R.Tambo Games in Modimolle with 876 Participants.
Hosted the Provincial O.R.Tambo Games with ± 1 000 Participants.
A number of players have been selected to play for the Provincial Team that will participate in National Games to be
held during September 2007 in East London.
Arts & Cultural

Municipal Function
Performance reporting
Hosted Arts and Cultural Festival in Bakenberg ± 2 000 people attended in the Event.
Special programmes
Special projects (Highlights)
Youth Development



Facilitated the establishment of Youth Council’s in all six Local Municipalities.
Established the District Youth Council.
1 (One) General Council Meeting was held.
Domestic Workers / Farm Workers



Domestic Workers Forums were held in all Local Municipalities.
Hosted the District Domestic Workers Forum in Modimolle during November 2005.
Free the Farm Dweller Campaign was held in Kroomdraai,
± 2 500 workers attended the event.
Women Development

The Launch of the South African Women in Dialogue (SAWID) held in Lephalale during November 2005.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Key Performance Area
Financial viability and management
Municipal Function
Procurement (Supply Chain Management)
Reporting Level
Detail
Overview
The Finance Department's mission is to provide financial support and ensure that public funds are utilised efficiently, effectively
and economically, thus improving the lives of the communities.
Description of the Activity.
The Finance Department comprises of the following divisions:
 Income
 Expenditure
 Reporting
The Strategic objectives of the function are the following:





Revenue management
Expenditure management and Supply Chain Management
Financial reporting
Budget compilation and control
Adherence to legislative requirements
The key issues for 2005/06 were:




Collect levies due to the District
Establishment of the various Bid Committees
Comply with the requirements of the Municipal Finance Management Act
Regular reporting in terms of MFMA
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Performance reporting
1 Number and cost to employer of all financial
personnel
The total number of personnel employed
Financial interns appointed
12
2
2 Debtor analysis: amount outstanding over 30,
60, 90 and 120 plus days:
Abattoir
 30 days
 60 Days
 90 Days
 120 plus days
R (000s)
172
1
3
32
3 Write off of debts: number and value of debts
written off:
One debt at the abattoir was written off
during the year.
4 Regional Service Council (RSC) levies:
 Number and value of returns
 Total Establishment levy
 Total Services levy
 Levies collected for the current year
76
R (000s)
66 084
35 166
12 346
46 018
5 Creditor Payments:
Creditors are paid within a period of 30 days.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6 Supply Chain Management
The Supply Chain Management Policy was
approved during December 2006 and came
into effect as from 1 January 2006.
Details of Bid Adjudication Committee
activities:
 Total number of Bid Adjudication
Committee meetings held during the year
 Total number of bids considered
 Total number of bids approved
 Total value of bids awarded
 Bids awarded to PDIs - 100% owned
- less then
100% owned
11
16
16
11
16 958
5
7 External Loans:
No loans were taken up during the year
Municipal Function
Performance reporting
GAMAP/GRAP
The District converted to GAMAP/GRAP and aligned its accounting policy with Generally Accepted Municipal Accounting
Practice/Generally Recognised Accounting Practice and the annual financial statements were prepared in this format.
Municipal Function
Performance reporting
MFMA implementation
The District was classified as a low capacity municipality. The implementation plan was reviewed regularly to monitor
implementation.
Municipal Function
Performance reporting
Municipal Function
Performance reporting
Governance Relations
The Finance Portfolio Committee met regularly during the year to discuss matters relating to finances.
Budget Reform
Two financial interns were appointed in terms of the conditions of the Municipal Finance Management Grant. The interns are
exposed to the following areas:
 Municipal legislative environment and policy
26
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008



Municipal budgeting and policy
Management budgeting and implementation
Municipal Supply Chain Management
27
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Key Performance
Area
Municipal function:
Transformation and Organisational Development
Reporting Level
Detail
Overview
The department of Corporate Services provides an internal support service to the municipality in order to enable it to fulfil its
constitutional mandate of providing sustainable services to the communities and ensuring socio-economic development.
Description of the
Activity
The main functions of the department ( functional areas) are:
Admin (HR, IT, other)(Corporate Services)



Human resources management
Administrative and auxiliary services
Legal services
During the year under review the department undertook several projects aimed at achieving the general objectives of the department.
These projects and other activities undertaken by the department will be presented in this section of this report.
The Strategic objectives of the departments are the following :
Human resources

To ensure adequate supply of the human resources in order to enable the municipality to discharge its constitutional mandate and
legal obligations in the most effective, efficient, fair and transparent manner.
To render economic, effective and efficient administration of the human resources of the municipality.
To develop and provide work designs and organizational development services to the municipality.
To promote sound labour relations and foster a peaceful working environment.
To effectively and efficiently control and manage the performance of the staff of the organisation.
To coordinate and administer the training and development of the officials and councillors to enable them to execute their roles
and responsibilities in the most effective and efficient way.
To ensure the occupational health and safety of the officials and councillors of the municipal






Administrative and
auxiliary services


To provide general administrative and auxiliary support to the other functional areas of the municipality in order to ensure
effective and efficient rendering of services.
To ensure a healthy and safe working environment.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008

To provide state-of- the- art equipment, systems and machinery for service delivery.
Legal services


To ensure compliance with the legal and constitutional requirements and obligations.
To protect the legal interests of the municipality.
To ensure that the municipality performs its functions and exercises
its powers within the parameters of the law.
Performance Reprting
Number of all municipal staff employed:
 Professional (Managers/Specialists)
 Field (Supervisors)
 Office (Clerical/Administrative)
 Non-professional
 Temporary staff
 Contract staff
Total
15
0
33
16
4
14
82
Key appointments and staff turnover during the year:
M
M
A
Appointments
Managers
Assistant managers
Senior officers
Total
2
1
2
5
Staff turnover
Managers
Assistant managers
Senior officers
Total
0
1
1
2
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Municipal Function
Performance reporting
Municipal Function
Performance reporting
Human resource management




Reviewed workplace skills plan
Implemented the Workplace Skills plan
Awarded bursaries to officials
Conducted training programmes for officials
Administrative and auxiliary services
Municipal Function
 Completed the shaded parking area project
 Completed the repair of the municipal building
Municipal Function
Performance reporting

Conducted disciplinary hearings for 2 officials
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Key Performance Area
Economic Development
Municipal Function:
Economic Development and Planning
Reporting Level
Detail
Overview
Includes all activities associated with economic development and Planning initiatives.
The department is involved in the stimulation and the promotion of economic growth in the district particularly in areas that are identified
as key growth sectors of mining, tourism, agriculture, construction and manufacturing.
Description of the
Activity.
The department also coordinates all the spatial planning and land management issues in the district.
The function of economic planning / development within the municipality is administered as follows and includes:
ECONOMIC DEVELOPMENT
 Formulate, develop and implement economic development policy and LED strategies
 Facilitate research on economic development and maintain database; Stimulate the local economy by promoting job creation,
investment and the development of SMMEs
 Mobilize investments both nationally and internationally
 Enhance local economic development through sectoral development focusing especially on agriculture, tourism, manufacturing and
mining development and marketing
 Leverage government and international donor funds to support the LED program
 Foster partnerships with other stakeholders in support of poverty reduction, job creation projects and infrastructure provision
 Manage the implementation of LED initiatives in accordance with the IDP
 Technical support to category B municipalities




DEVELOPMENT PLANNING
Administration and development of the District Spatial Development Framework (SDF)
Develop and maintain GIS System; Assist in the implementation of the IDP
Assist category B Municipalities with land use management and development planning
Formulation of development Policies, strategies and action plans"
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Description of the Activity
(cont.)
The strategic objectives of this function are to:
The strategic objectives of economic development division are:
 To grow the district economy by 6% per annum
 To create 6 000 jobs per annum in order to reduce unemployment
 To reduce poverty by half amongst the rural and urban poor by 2015
 To enhance human resources development
 To enhance the district and six municipalities’ capacity to manage LED
The Development Planning Unit’s strategic objective is to guide, coordinate and implement spatial planning policies in the district through:
 Improved access to spatial information for planning purposes
 Formulation of development policies, strategies and action plans
 Creating sustainable human settlements, quality urban and rural environments
The key issues for 2005/06 were:
Performance reporting
 Review of the District LED plan
 Fast racking the compilation of SDF’s by local municipalities
 Establishment of sector working committees in mining tourism and agriculture
 Establishment of the Waterberg Development Agency
 Capacity building and establishment of functional LED unit in local municipality
 Development of Mining and Cooperatives Strategies
1. Number of all economic development personnel:
4
 Professional(Directors/Managers) (3)
1
 Non-professional(Clerical/Administrative)
0
 Temporary
2
 Contract
Note: total number to be calculated on full-time equivalent
(FTE) basis, total cost to include total salary package
2. Detail and cost of other rural development
strategies:
The following rural development strategies were initiated by
the department:
 Poverty Reduction Plan
 Agricultural Development Strategy
R 1 415 225
R 500 000
R 150 000
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008


Municipal Function
Performance reporting
Municipal Function
Performance reporting
Municipal Function
Performance reporting
Municipal Function
Performance reporting
Municipal Function
Modimolle Agricultural Training Centre and
Establishment of Co-operatives
R 1.2 M
R 250 000
R 1 900 000
3. Type and number of grants and subsidies
received:
R 1M
Integrated Provincial Support Programme
Note: total value of specific planning and development
grants actually received during year to be recorded over the
five quarters - Apr to Jun last year, Jul to Sep, Oct to Dec,
Jan to Mar, Apr to Jun this year.
Formulation of Sector Strategies
Core sectoral strategies of mining, tourism, cooperatives and agric were successfully completed.
Coordination of LED activities in the District and Capacity building cipal Function
 LED review is under way for proper coordination of LED activities in the district
 Municipalities were assisted to establish their LED divisions
 Mining, tourism & agriculture LED working forums were establishment for effective coordination of these sectors
 The district participated effectively on EU LED programme
 Assisted communities and individuals to apply for funding from EU LED programme
 Facilitated the establishment and registration of cooperatives in the district with LIBSA
 Assisted mines to formulate their social and labour plans
The variance has been that not all six municipalities managed to establish fully-fledged LED divisions and that the LED-working forum was
not as fully functional as expected.
Poverty Alleviation and Job creation; Spatial Planning Coordination in district
 Poverty related projects were successfully implemented such as registration of coops, agricultural training centre and SMME
The variance in this area was that training was not effective.
Coordinationof Spatial Planning in the district
 The target was that all six municipalities must have their spatial framework by end June 2006
 Five of the six municipalities now have their spatial frameworks
The district failed meet the target, one municipality still do not have the spatial framework
Tourism Promotion
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Performance reporting



Tourism was successfully promoted in the district through events such as wildlife expo, Bela-Bela tourism festival, wilde fees in
Thabazimbi as well as Modimolle grape festival
The tourism strategy & implementation Plan was also completed in the year under review
The district participated in the Tourism Indaba in Durban
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Key Performance Area
Basic Service Delivery and Infrastructure Development
Municipal function:
Sports and Recreation (Social Services)
Reporting Level
Detail
Overview
Coordination and facilitation of Sports Arts and Culture Activities to unleash young people's talents
Description of the Activity.





To establish a structure that co-ordinates sports activities within the district
To ensure the construction and maintenance of sports facilities
To coordinate annual sports festivals
To ensure that municipalities in cooperation with federations contribute to the development of sports programmes
Municipalities and other stakeholders to mobilise funding for coaching programmes
The Strategic objectives of the above functions are to :


Ensure that 25% of young people’s talents are identified within the next 5 years.
Ensure effective co-ordination and management of Sports, Arts and Culture within local municipalities.
Municipal function
The key highlights for 2005/06 were:
 Hosting O R Tambo Games in District
 Hosting of Indigenous Games
 Co-ordinating meetings related to sports, arts and culture
Sports Development nurthe Year, Performance Targets Against Actual Achieved and Plans to Improve ormance
Performance reporting

Municipal function
Performance reporting
Hosted O R Tambo Games in District
Co-ordinated meetings
Arts and culture



Hosted Indigenous games
Provision of awards to athletes
Co-ordinated meetings
35
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Municipal function
Education
Reporting Level
Detail
Overview
To ensure that all learners have access to education
Description of the Activity.
To encourage partnerships between the relevant sectoral departments and the municipality in identifying infrastructure needs
The Strategic objective of the above functions is to :
Ensure that all learners in farm areas have access to education
The key highlights for 2005/06 were:



Fencing rural school
Purchasing of computers to offshoot schools
Meetings with Department of Education
Municipal Function
Education in farming communities
Performance Reporting



Fencing rural school
Purchasing of computers to offshoot schools
Meetings
36
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Municipal function:
Public Safety
Reporting Level
Detail
Overview
To improve the level of safety and security by reducing the incidents of identified crime and ensuring that disaster management plans are
in place.
Description of the Activity.
 To ensure that proper co ordination of safety and security campaigns within the district
 Supporting local municipalities to have capacity to render a disaster management function
The Strategic objectives of the above functions are to :
1. Reduce or eradicate incidences of crime in the District by 5% before 31 March 2006
2. To empower local municipalities to render a disaster management function
3. Disaster prevention and preparedness
4. Improvement of disaster management communication network
The key highlights for 2005/06 were:
Municipal Function
Performance Reporting
Municipal Function
Performance Reporting
 Establishment of rural and community safety
 Establishment of disaster centres
 Establishment of Fire Protection Association
 Established Join Operation Committees
 Appointed service provider to develop the communication network plan
Safety and security
Meetings of rural and community safety held
Disaster Management
 Distributed tents and blankets to disaster victims
 Appointed Disaster Officer
 Distribution of 3 fire engines to local municipalities
37
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Municipal Function
Reporting Level
Overview
Description of the Activity.
Municipal Function
Performance Reporting
Environmental Health
Detail
The main focus is on prevention of spread of communicable diseases, investigation of reported cases, control of outbreaks, monitoring
and meat quality and compliance with legislation; promoting integration of environmental management.
 To provide services in terms of the Health Act, 1997 (No. 63 of 1977)
 Monitor compliance with Occupational Health and Safety Act to ensure that appropriate preventive and remedial measures are
implemented.
 Waste management
 Abattoir
The Strategic objectives of the above functions are to :
1. To prevent the spread of disease, raise health and hygiene awareness; and protect the natural environment; thereby contributing to the
social and environmental stability of the District
2. Management of the Abattoir to ensure that the meat slaughtered is good for human consumption
The key issues for 2005/06 were:
 Establishment of disaster disease outbreak committee
 Developed Environmental and Waste management plan
 Audit of landfill sites within district
 Meetings held with veterinarian services
 Monitoring of hygiene at abattoir
Health and Social Welfare
 Establishment of an orphanage drop in centre
 Coordination and completion of devolution of municipal health services from local municipalities and provincial government
 Appointed Assistant Head of health
Municipal Function
Waste management
Performance Reporting
 Audited landfill sites
 Rehabilitated Bela Bela landfill site
 Developed Integrated waste and environmental plan
Management of Abattoir
 Appointed general workman
 Reviewed contract of IMQAS for meat examination and grading

Municipal Function
Management of Abattoir
38
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Key Performance Area
Municipal Function
Reporting Level
Basic Services and Infrastructure Development
Water & Sanitation
Road & Storm water
Electricity
Municipal Infrastructure Grant Programme
Detail
Overview
The mission of the Department is to provide technical support in ensuring that the services provided by the Municipality in realizing the
strategic focus areas of Technical Services are being done efficiently and effectively.
Description of the Activity
Technical Services is comprised of the following functional areas:
1.
2.
3.
4.
Water and Sanitation
Roads and Storm water
Electricity
MIG Programme
The Strategic objectives are as follows:




Coordination of water and sanitation development.
Ensuring proper management of the district road network
Co-ordination of the provision of the electricity services
Management, administration and coordination of the MIG Programme
The key issues for 2005/06 were:




Performance Reporting
Coordinate Monthly District Water and Sanitation Forum
Re-gravel/pave identified local access roads
Coordinate Monthly District Energy Forum
Management of the MIG Programme and the MIG Project Management Unit
1. Water and Sanitation
 DWAF has established Area Planning Forum for the Waterberg District Municipality for the coordination of the planning and
development of water and sanitation activities. Waterberg District Municipality is a stakeholder in the forum
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008


Four Area Planning Forums and two Catchments Management Agencies meeting were hosted for the year
A total of 16 old water and sanitation projects were managed for the year
2. Roads and Stormwater
 A total of 13 local access roads were re-gravelled/paved for the year
 Only about 30% of the work towards the development of the roads management and information system was done
3. Electricity
 Four District Energy Forums were held for the year
 A total of 3 old electricity capital projects were managed for the year
Municipal Function
Performance Reporting
Municipal Function
Performance Reporting
Municipal Function
Performance Reporting
Municipal Function
Performance Reporting
Municipal Function
Performance Reporting
4. MIG Programme
 R1.9m was allocated to the Waterberg District Municipality towards the financing of the management of the MIG Programme worth
R58.0m
 The MIG Project Management Unit was established in January 2005
 A total of 10 old CMIP projects and 18 new MIG projects were managed for the year
Water and sanitation coordination
It was established that DWAF was also coordinating the planning and development of water and sanitation services via the Area Planning
Forum.
Roads management system
The road function was devolved to the district as at July 2004. The District engaged with RAL to acquire information and database of the
Waterberg District Road Network.
Re-gravelling/Paving of roads
Due to lack of knowledge and information on the district road network, the District continued to re-gravel/pave local access roads.
Development of the Roads Management System is expected to be complete by June 2005.
Electricity coordination
The major issue in the electricity services is the restructuring of the electricity business which will have a major impact on Local
Municipalities. The sub-issues that were identified are the ring-fencing of the electricity business by the Local Municipalities and the
handing over of the electricity distribution licence from Eskom to Local Municipalities.
MIG Programme
The District was able to develop and establish the MIG Programme Management System: the PMU, the MIS Reporting; the District
Monthly MIG Forum. The District MIG Programme will however cease to exist as at April 2006. The District has employed two
technical assistants (PMU Technicians) towards the strengthening of the capacity to manage the own funded Capital Programme as well.
40
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
3.2 PERFORMANCE HIGHLIGHTS
FREE BASIC SERVICES
The District does not directly render water, sanitation and electricity services to residents but only performs a coordinating role and providing project management assistance
to the six local municipalities.
The following information was obtained from the PIMSS database in the district. It should be noted that the purpose for including this information in the Annual Report is
to provide a district picture of progress made during the previous financial year in rendering basic services to indigent households.
Number of indigent households benefiting from free basic services#
Local municipality
Total number of households*
Water
Sanitation
Electricity
Bela-Bela
12 279
9 500
0
9 500
Lephalale
23 401
7 500
140
2 500
Modimolle
17 536
13 000
4 500
13 000
Mogalakwena
68 010
38 148
2 148
1 107
Mookgophong
6 977
2 800
0
3 100
Thabazimbi
20 280
6 498
0
492
Total
148 483
77 446
6 788
29 699
*Total number of households according to 2001 Census
# Information provided by local municipalities
Service Delivery Backlogs
Access to Services
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Service
1996
2001
2005
(117 615 Households)
(168 071 Households)
(222 569 Households)
Basic and above
Below basic
Basic and above
Below basic
Basic and above
Below basic
Water1
86 241
31 374
145 316
22 754
148 546
74 023
Sanitation
104 448
13 167
142 638
25 433
66 153
156 416
Electricity
53 579
64 036
109 752
58 319
118 483
104 086
Refuse Removal
37 612
80 003
54 553
113 517
60 345
162 224
Housing2
83 217
34 400
131 252
36 823
50 810
171 759
Telephones3
85 131
32 484
147 901
20 170
n/a
n/a
Notes:
1. 2001 figures – Basic and above include pipe water within a village, which is not included in 1996 and 2005.
2. Housing figures only include housing delivered by government.
3. Telephone statistics for 2005 were not available.
42
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
3.3. KEY CHALLENGES
The following challenges have been identified impacting on the provision of basic infrastructure and services in the various local municipalities.
Electricity

Coping with the challenges of the electricity reform process

Upgrading electricity supply to meet the demand and development of business operations

Ensuring access to free basic electricity in villages and farming communities

Register and supply all deserving beneficiaries with free basic coupons
Water

Finalization of the Section 78 Process

Recruitment and retention of technical skills for project planning, implementation and supervision

Budget required to eradicate the backlogs

Water Resources and water demand

Development of Cost Recovery Systems

Maintenance and Operations of transferred DWAF Schemes

Provision of water to industrial users to unlock economic development

Synergy across the three spheres of government in budget allocation, project implementation and monitoring

Capacity of emerging service providers
Refuse removal (solid waste)






Rehabilitation of borrow pits, quarries and dumping of construction waste material.
Preserve the district heritage and protection of identified heritage sites.
Duration of producing Environmental Impact Assessment study for various projects.
Aligning the land use management system with the spatial development framework
Ensuring that all municipalities that operate with non permitted land fill sites acquire the necessary permission from the relevant department to operate such.
Ensure that all land fill sites are managed according to the required standards

Identification of new and rehabilitation of existing dumping sites
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Roads





Developing a road master plan for Waterberg District Municipality.
Funding for implementation of projects identified in the Waterberg District Municipality Integrated Transportation Plan.
Maintenance of District roads.
Aligning integrated environmental management plan with implementation of Integrated Transportation Plan.
Upgrading of roads and other safety improvements.
Housing

Housing not a competency of the district municipality, therefore do not have the capacity to provide the service

Approval of beneficiaries

Capacity of Developers / Contractors

Sub-contracting by Developers

Problems by Developers with acquisition of building material

Honoring of agreements / Developers starting on time as per agreements

Existence of informal dwellings on building sites

Illegal occupation

Funding for township establishments
Local Economic Development





Managers serve as both IDP and LED manager and at times no official to drive LED
Social and Economic projects are not separated
Lack of project management
There is no clear job descriptions in LED units
Lack of funding for LED projects
Education



Provision of electricity to 190 schools, which accounts to 35 % of total number of schools recorded under the departmental records.
Provision of water to 161 schools that comprise 30 % of the schools listed under departmental records.
Provision of sanitation to 98 schools about 18% of those listed under departmental records as properly registered schools.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008




Provision of additional classrooms as the average indication is that each classroom accommodates approximately 45 learners on a district scale.
Ensuring that gender equity is maintained among educators throughout the district.
Investigate the need to build additional institutions of higher learning
Ensuring that FET centres and Institutions of Higher Learning that are not on departmental records are properly registered with the department
Social Development









Ensuring a paradigm shift from handouts to social development
Development of an integrated development planning approach among all private and government sectors
Recruitment of foster parents for fostering of 800 orphans listed under departmental records.
Ensuring that the infrastructure developed in public institutions cater for the disabled.
Delivery of service to the disadvantaged in remote rural areas.
To ensure that social development projects are strengthened to address poverty pockets in areas where they are established.
Bringing both private and public institutions on board in supporting community-based projects with an element of Local Economic Development.
Development of Drought relief programme that integrates operational plans of all participating stakeholders in drought prone areas
Involvement of all stakeholders in the off-loading of emergency food security to beneficiaries
Health







To increase access to ARV services district wide.
To decrease the vacancy rate of professionals at hospital and PHC level
To improve the quality of child care and reduce the infant mortality rate
Increase access and utilisation of VCT, care and support services
Minimise the impact of HIV/AIDS on the working force with specific reference to public servants.
Intensify HIV/AIDS and TB awareness campaigns.
Empowering SMME’s in the district through BEE Projects.
Safety and Security




Poor lightning in certain areas that contribute to the commission of these crimes.
Inaccessible roads in rural areas like Bakenberg, Mapela and surrounding areas in Mahwelereng as well as Gilead policing areas.
Street kids that roam the streets during the night are also exposed to the danger of falling victims to crime.
The escalating number of Illegal operation of shebeens and unlicensed liquor outlets that sell liquor to children less than 18 years of age.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Land Development






Accelerating the finalisation of land claims lodged, especially those that are under investigations.
Finalising and adopting the spatial development framework.
Land redistribution hindering residential and economic development.
Addressing the land tenure rights in rural areas and townships.
Venturing into private public partnerships on spatial development initiatives.
Existence of informal dwellings on building sites

Illegal occupation

Funding for township establishments
3.4 KEY SUCCESSES
The key successes relating to the performance of the District Municipality include the following amongst others:
The District won the provincial Vuna awards for the category C municipality and won for the following KPAs:
•
Basic Service Delivery
•
Municipal Financial Viability and Management
•
Good Governance and Public Participation
The District also won third place in the national Vuna awards
Conversion of accounting policies and reporting to GAMAP/GRAP
HIV/AIDS awareness campaigns conducted
Completion of district LED plan and district Marketing and Investment Strategy
Developed District Disaster Management Plan
Land donated for the construction of Disaster Centres in Modimolle and Lephalale
Established District Water and Sanitation & Energy Forums
Re-gravelled and paved identified local access roads
46
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CHAPTER 4:
PROCESS PLANNING
47
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
4.THE PLANNING PROCESS AND INTRODUCTION OF INTEGRATED DEVELOPMENT PLANNING
Integrated development planning is one of the key tools for local government to cope with its new role and function in terms of the Constitution of The
Republic of South Africa, 1996 and other applicable legislation. In contrast to the role planning has played in the past, Integrated Development Planning is
now seen as a function of municipal management, as part of an integrated system of planning and delivery. The Integrated Development Planning process is
meant to arrive at decisions on issues such as municipal budgets, land management, social and economic development and Institutional transformation in a
consultative, systematic and strategic manner.
Integrated Development Planning is a process through which municipalities prepare a strategic development plan, for a five-year period. The Integrated
Development Plan (IDP) is a product of the integrated development planning process. The IDP is the principal strategic planning instrument that guides and
informs all planning, budgeting, management and decision-making in a municipality. It is a tool for bridging the gap between the current reality and the vision
of satisfying the needs of the whole community in an equitable and sustainable manner. Integrated development planning will enable municipalities to develop
strategic policy capacity to mobilise resources and to target their activities. In practice the IDP is a comprehensive strategic business plan for the municipality
over the short and medium term.
Under the new Constitution, local government has a new, expanded role to play. In addition to the traditional role of providing services, municipalities must
now lead, manage and plan for development and also play an active role in social and human development. In addition to ensuring that all citizens have access
to at least a minimum level of basic services, municipalities must now also take a leading role in addressing poverty, and in promoting local economic and
social development.
They must not only deliver on present demands for services, they must also anticipate future demands and find ways to provide services in an
effective,efficient and sustainable manner over the short, medium and long term.
The value of integrated development planning for municipalities lies in the formulation of focused plans, based on developmental priorities. It is essential to
spend the limited council resources on the key development priorities of the local community. This is the essence of the IDP - how to align the projects,plans,
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
budgets and other council resources, as well as the budgets, programmes, etc. of Provincial and National Government with the sustainable development
priorities of the community.
4.1 INSTITUTIONAL ARRANGEMENTS, ROLES AND RESPONSIBILITIES
The IDP process requires that all role-players are fully aware of their own, as well as other role-players’ responsibilities in the execution of the IDP process.
The roles and responsibilities of the various spheres of government and other relevant stakeholders are as follows:

The role of the national sphere of government is to provide a legal framework, policy guidelines and principles for sectoral, provincial and local
government planning. National government’s involvement in the process was basically restricted to the input from specific departments (e.g. DWAF)
rendering services in the provinces and to assist and guide municipalities in the integrated development planning process;

The role of the provincial sphere of government is to monitor the IDP process on a provincial level, facilitate horizontal alignment of the IDP’s of
district municipalities within the province and to ensure that vertical/sector alignment took place between provincial sector departments and the
municipal planning process;

The role of the Waterberg District Municipality is firstly to compile a 5 - year IDP as part of an integrated system of planning and delivery, which will
serve as an outline for all future development activities within the municipal area. Secondly, the district
municipality is also responsible to effect horizontal alignment of the IDP’s of the municipalities, vertical alignment between district and local planning
and the facilitation of vertical alignment of IDP’s with other spheres of government and sector departments; and

The input and participation of corporate service providers, private sector, NGO’s, representatives of organised stakeholder groups,
etc. in the IDP process is important as these stakeholders are involved in providing goods and rendering services in the municipal area and to inform
the planning process of issues, problems and constraints experienced, opportunities that exists and areas of potential intervention.
The following diagram indicates the organizational structure that was established to ensure the institutionalisation of the IDP process, the effective
management of the drafting of the IDP and to ensure proper and sufficient stakeholder participation in decision-making.
49
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
DIAGRAM 1: INSTITUTIONAL ARRANGEMENTS FOR THE IDP REVIEW PROCESS
COUNCIL
EXECUTIVE MAYOR/MAYORAL COMMITTEE
MUNICIPAL MANAGER/PIMSS CENTRE
STEERING COMMITTEE
REP FORUM
CO-ORDINATING
COMMITTEE
TECHNICAL
SERVICES
CORPORATE
SERVICES
DISTRICT CLUSTERS
FINANCE
PLANNING &
ECONOMIC DEV.
SOCIAL SERVICES
PROJECT
TASK TEAMS
TABLE
4.1:
50
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
4.2THE ROLES AND RESPONSIBILITIES OF EACH STAKEHOLDER DURING THE IDP REVIEW PROCESS
ACTORS
Executive
mayor/committee
ROLES AND RESPONSIBILITIES
Ensures that all relevant political actors are appropriately involved, monitor the planning process, consider, adopt and approve the IDP
Participate in the IDP process. Assists the mayor as well as officials in problem solving and establishing policies regarding their specific portfolio committees.
Portfolio Councillors
Ward Councillors and
Committees
Municipal Manager
Line function Managers
IDP manager
PIMSS
Sector Departments
(Province, national)
Business sector
NGO’s and CBO’s
Community members
Link the planning process to their constituencies, organise stakeholder consultation and participation through District Level representative structures and through the
IDP Rep Forum and ensure that the municipal budget is linked to and based on the IDP.
Is responsible for the overall management, co-ordination and monitoring of the planning process, ensuring that all relevant actors are appropriately involved, is
responsible for the day-to-day management of the drafting process, ensures that Alignment takes place with provincial and national department’s budgets and
alignment of planning activities on provincial and local level.
Takes joint responsibility for overall management, co-ordination and monitoring of the planning process. They would identify persons to be in charge of the different
roles, activities and responsibilities of the process and specific planning activities, screens the contents of the IDP, considers and comment on inputs from subcommittees, provincial sector departments and specialists,\as well as comment on draft outputs from each phase of the IDP.
This position does not exist at district level. The PIMSS Centre is currently fulfilling such role.
Offer Professional support and technical guidance to both the district and local municipalities. Co-ordinate Project implementation and IDP meetings.
They provide all relevant technical, sector and financial information for analysis to determine priority issues and contribute technical expertise in the identification of
projects. They are also responsible for the preparation of Project proposals, the integration of projects and sector programmes.
The form part of the IDP representative forum and make contributions to the IDP process at that level.
Support the alignment procedures between the municipalities and spheres of government and product related contributions at the IDP representative forum.
Submit inputs to the IDP process through ward committees and public consultation processes to the IDP representative forum at Local municipal level.
Municipalities will then submit the said inputs in a form of in-depth analysis to the district for consideration during the review process. Each ward in all municipalities
within the district will send one delegate to the IDP Representative Forum effective from thisfinancial year.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
4.3 PROCESS OVERVIEW: STEPS AND EVENTS
ACTIVITY TEMPLATE
PREPARATORY PHASE
PLANNING ACTIVITY
1/1 Drafting of framework and plans
1/2 Planning process
1/3 intergovernmental consultation
1/4
Public
consultation
participation
1/5 Executive decision making
RESPONSIBLE
PERSON
Review PIMSS Manager
Municipal
Manager
Discuss and adopt IDP/BUDGET/PMS
Review Framework and process plan
Municipal
Manager
Discuss and adopt IDP/BUDGET/PMS
Review Framework and process plan
Executive Mayor
TASK
Prepare IDP/BUDGET/PMS
Framework and process plan
and Discuss and approve IDP/BUDGET/PMS
Review Framework and process plan
Executive Mayor
Discuss and approve IDP/BUDGET/PMS
Review Framework and process plan
Executive Mayor
PARTICIPANTS
TIME SCHEDULE
Steering Committee
01 -09 Aug 2006
Steering Committee
11 August 2006
Co-ordinating
Committee
18 August 2006
IDP Rep Forum
22 August 2006
Municipal Council
24 August 2006
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
ANALYSIS PHASE
PLANNING ACTIVITY
RESPONSIBLE
TASK
PERSON
Identification
of
gaps
& PIMSS Manager
2/1
Compilation of existing incorporation of new information.
Municipal Manager
information
Identification & analysis of spatial PIMSS Manager
2/2
Spatial analysis.
gaps.
Municipal Manager
PARTICIPANTS
TIME
SCHEDULE
Steering Committee
01 Sept- 28 Oct
2006
Steering Committee
01 Sept- 28 Oct
2006
2/3
Steering Committee
Socio-economic analysis. Identification & analysis of socio- PIMSS Manager
economic issues.
Municipal Manager
2/4
Community
and
stakeholderlevel
analysis.
2/5
Reconciling
existing
information.
2/6
Municipal wide analysis.
2/7
Review of Municipal
priority
issues.
2/8
In-depth analysis of
priority issues.
2/9
specific guidelines and
programmes.
2/10
Consolidation of analysis
results.
Analysing inputs from community Municipal Manager
& stakeholders.
Executive Mayor
PIMSS Manager
Reconciling activities 1/1 & 1/2
Municipal Manager
Identification & analysis of gaps Municipal Manager
within municipal wide issues.
Executive Mayor
Review the municipal priority PIMSS Manager
issues.
Municipal Manager
In-depth analysis of reviewed PIMSS Manager
priority issues.
Municipal Manager
In-depth analysis of reviewed sector PIMSS Manager
specific issues.
Municipal Manager
Compiling summary reports for PIMSS Manager
each priority issue.
Municipal Manager
01 Sept- 28 Oct
2005
Co-ordinating Committee
Steering Committee
IDP Rep Forum
Steering Committee
Steering Committee
Steering Committee
Co-ordinating Committee
21 October 2006
23-27 October 2006
08 December 2006
27 Oct – 10 Nov
2006
27 Oct – 10 Nov
2006
27 Oct – 10 Nov
2006
13 – 24 Nov 2006
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
STRATEGIES PHASE
PLANNING ACTIVITY
3/1
3/2
3/3
3/4
3/5
3/6
3/7
Vision
Working objectives
Localised
Strategic
guidelines
Creating
Strategic
Alternatives.
Financial strategy
TASK
Reviewing the vision.
RESPONSIBLE
PERSON
PIMSS Manager
Municipal Manager
PIMSS Manager
Reviewing the objectives.
Municipal Manager
Reviewing
Localised
Strategic PIMSS Manager
Guidelines
Municipal Manager
Developing strategic alternatives.
PIMSS Manager
Municipal Manager
Refining resource frames &
redesigning financial strategies.
Chief Financial Officer
Organising District Municipality PIMSS Manager
level Strategy Workshop
Municipal Manager
Translating District-wide strategies
into Local and District Projects
Municipal Manager
Executive Mayor
Compiling
&
structuring Municipal Manager
information on alternative strategies Executive Mayor
Mid year review
Linking
District
strategies with Local
Municipal strategy
3/8
Creating
conditions
for public debates
on
alternatives
3/9
Analysing
alternatives
Analysing alternative strategies
Making choices on viable strategies.
3/10 Deciding
on
alternatives
PARTICIPANTS
Steering Committee
Co-ordinating
Committee
Steering Committee
TIME SCHEDULE
04 Dec-14 Feb 2007
04 Dec-14 Feb 2007
Steering Committee
Co-ordinating
Committee
Steering Committee
04 Dec-14 Feb 2007
04 Dec-14 Feb 2007
04 Dec- 14 Feb 2007
Extended Steering
Committee
15-16 February 2007
Co-ordinating
Comm.
02 March 2007
IDP Rep Forum
09 March 2007
Municipal Manager
Executive Mayor
Municipal Manager
Executive Mayor
IDP Rep Forum
09 March 2007
IDP Rep Forum
09 March 2007
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
PROJECT PHASE
PLANNING ACTIVITY
4/1
4/2
Project Task Teams
TASK
Reviewing & redesigning projects
RESPONSIBLE
PARTICIPANTS
PERSON
District
Cluster
Chairpersons
District Clusters
Respective
Managers
WDM
Involvement of project To ensure that project proposals are
partners
linked to Sector/Corporate specific District
guidelines
Chairpersons
Respective
WDM
4/3
Target
group Ensuring that the proposed projects
participation in
meet the expectations of the District
Project Planning.
targeted groups.
Chairpersons
Respective
WDM
4/4
Designing
Project Reviewing project proposals.
District
Proposals
Chairpersons
Respective
WDM
4/5
Setting indicators for To illustrate the impact of the District
objectives.
project on the targeted groups.
Chairpersons
Respective
WDM
4/6
Project
To provide a basis for a viable District
Output/Target/Locations
management tool.
Chairpersons
Respective
WDM
4/7
Major Activities/Timing/ To provide a basis for a viable District
Responsible Agencies
management tool.
Chairpersons
Respective
WDM
TIME SCHEDULE
04 Dec-14 Feb 2007
Cluster
Managers
District Clusters
04 Dec-14 Feb 2007
Project Task Teams
04 Dec-14 Feb 2007
Project Task Teams
04 Dec-14 Feb 2007
Project Task Teams
04 Dec-14 Feb 2007
Project Task Teams
04 Dec-14 Feb 2007
Project Task Teams
04 Dec-14 Feb 2007
Cluster
Managers
Cluster
Managers
Cluster
Managers
Cluster
Managers
Cluster
Managers
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
4/8
4/9
4/10
Cost/Budget Estimates To provide a basis for a viable District
Cluster
/Sources of Finance
management tool.
Chairpersons
Project Task Teams
Respective
Managers
WDM
To ensure a link between proposed
Establishing Preliminary projects and available resources.
Budget allocations
Chief financial officer
Steering Committee
To ensure a link between proposed
Confirmation of project projects and available resources.
District
Cluster
designs
Chairpersons
Steering Committee
Respective
Managers
WDM
04 Dec-14 Feb 2007
04 Dec-14 Feb 2007
04 Dec-14 Feb 2007
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
INTEGRATION PHASE
PLANNING ACTIVITY
5/1
5/2
5/3
5/4
5/5
5/6
5/7
5/8
5/9
TASK
Integrating Projects and To ensure a holistic approach to
Programmes.
develop projects.
Screening of draft project Checking project compliance with
proposals.
priority issues & strategies.
(5) Year Financial Plan
To create MTEF for planning
budget link.
(5)
Year
Capital To inform the municipal budget.
Investment Plan
Integrated
Spatial To review a framework for
Development Framework integrated land-use management.
Integrated
LED
Programme
To review existing LED Plan.
Integrated
Poverty To ensure that the IDP is focused
Reduction Programme
on poverty reduction and gender
equity.
Integrated
Environ- To review existing Environmental
mental Programme
Plan.
Integrated Institutional To
ensure
institutional
Programme
transformation
&
integrated
management systems.
5/10 Performance
Management System
5/11
Integrated bulk water
resource/
Development management
strategy
RESPONSIBLE
PERSON
PIMSS Manager
Municipal Manager
PIMSS Manager
PARTICIPANTS
Sector Specialists
Steering Committee
Sector Specialists
Steering Committee
Steering Committee
Chief Financial Officer
TIME SCHEDULE
04 Dec-14 Feb 2007
04 Dec-14 Feb 2007
04 Dec-14 Feb 2007
Steering Committee
Chief Financial Officer
Manager: Planning &
Economic Development
Manager: Planning &
Economic Development
Manager: Planning &
Economic Development
04 Dec-14 Feb 2007
Steering Committee
04 Dec-14 Feb 2007
Steering Committee
Interest Groups
04 Dec-14 Feb 2007
Steering Committee
04 Dec-14 Feb 2007
Manager: Social Services
Steering Committee
Environ. Specialists
04 Dec-14 Feb 2007
Municipal Manager
Steering Committee
04 Dec-14 Feb 2007
Manager:
Services
Steering Committee
04 Dec-14 Feb 2007
Technical Steering Committee
04 Dec-14 Feb 2007
To update the existing system.
To develop a strategy would ensure
an integrated approach to bulk
water supply
Manager:
Services
Corporate
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
APPROVAL PHASE
PLANNING ACTIVITY
TASK
6/1
Providing
opportunity Integrating Plans and Programmes
for
comments from Sector in
compliance
with
Sector
Dept.
Guidelines.
6/2
District-Level Workshop
for
horizontal co-ordination. To align the District and LMs IDPs.
6/3
Providing
for
comments
public.
6/4
6/5
RESPONSIBLE
PERSON
PARTICIPANTS
TIME SCHEDULE
Municipal Manager
Steering Committee
19-22 Feb 2007
Co-ordinating
Committee
03 May 2007
IDP Rep Forum
11 May 2007
IDP Rep Forum
11 May 2007
WDM Council
29 March 2007
Co-ordinating
Committee
02-06 Apr 2007
Steering Committee
09-27 Apr 2007
WDM Council
24 May 2007
Municipal Manager
Executive Mayor
opportunity To check compliance of the IDP
from the and the public priorities.
Municipal Manager
To incorporate identified gaps into
the IDP.
PIMSS Manager
To adopt the draft IDP, as a legal
binding document.
Executive Mayor
Incorporating comments.
Draft IDP - adoption by
Council.
6/6
District summaries of
Local IDP’s.
Preparing IDP summaries for all PIMSS Manager
Locals
To receive comments from various
6/7
Invitation of public stakeholders and the public on the
comments
draft IDP
Municipal Manager
on media
To adopt the final IDP, as a legal
6/8
Final adoption by Council binding document
Executive Mayor
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
The Waterberg District Municipality's approach to Review process was based on a community and issue driven approach.
Although the District
Municipality is legally obliged to review and approve an Integrated Development Plan and to align all actions, projects, programmes etc. according to the
issues in terms of the IDP, the approach followed by the Waterberg District Municipality included the facilitation and capturing of issues identified by the
community that relates to the competency of other stakeholders and that should be addressed by these stakeholders.
The IDP review process officially commenced in October 2005.
The planning process necessitated that various meetings and workshops be held with government departments, organizations, bodies and institutions through
the established IDP structures.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
4.4 MEETINGS/WORKSHOPS HELD DURING IDP PROCESS
Meetings
Council meetings
No. of Meetings
Composition
3
Meetings were attended by:
 Mayor;
 Councillors;
 Managers of various service business units
or Departments.
 PIMSS
IDP Steering Committee
meetings
3
Meetings were attended by:
 Executive Mayor;
 Mayoral Committee members;
 Municipal Manager;
 Managers of various service business units
 PIMSS; and
 Divisional Managers
IDP Representative
Forum
3
Meetings were attended by:
 District IDP Steering Committee members;
 Government departments: 3 Spheres
 PIMSS; and
 Traditional leaders
 Business community, NGO’ s and CBO’s
 Ward committee representatives and CDW s
 Community Development Workers
 Councillors from both district and local
Municipality level
Purpose
The purpose of the meetings were to:
 Approve the IDP Review Framework and Process Plan
 Approve draft IDP reviewed
 Approve final IDP
The purpose of the meetings were to:
 Manage, co-ordinate and monitor the IDP Process;
 ensure that all relevant actors were appropriately
involved;
 Identify municipal wide issues and ensure that
issues are addressed in the planning process;
 ensure that horizontal & vertical alignment took
place in planning process;
 screen the contents of the IDP;
 consider and comment on inputs from
sub-committee/s and specialists;
 discuss and comment on inputs from provincial
sector departments and support providers; and
 comment on draft outputs from each phase of the
IDP.
The purpose of the meetings were to:
 Co-ordinate with local municipalities, provincial and
national departments;
 form a structured link between the municipal
government and representatives of the public;
 Provide an organisational mechanism for discussion,
Negotiation and decision-making between the
stakeholders including ward committees and community
development workers on the framework and process
plan for review, the situational analysis, strategies and
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Meetings
No. of Meetings
Composition
Purpose
project phases
IDP Strategic Review
Workshops
4
Meetings were attended by
 Executive Mayor;
 Mayoral Committee members;
 Senior managers; and other senior staff members;
 PIMSS
 Sector Departments
 Private Sector
 Local Municipalities
 OTP,
 Presidency and CSIR
 To develop a strategic direction for the institution and
develop a new vision for the institution
 To contextualise and apply the NSDP
 To forge the IGR framework Act between all govt.spheres
 To give strategic direction to administration on
organisational re-arrangements and planning.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
The above-mentioned meetings were held on a regular basis at predetermined dates and giving participants sufficient notice of such meetings. The
composition of the meetings were done to suit the local circumstances of the Waterberg District Municipality and to ensure that sufficient
representation and participation on district and local level could be achieved. Most of the work was done at the Steering Committee level, while
public participation took place during Representative Forum meetings and district imbizos held in local municipalities, where local needs and
issues were raised. Reports on progress with the IDP process were given to the Representative Forum for discussion. The District Strategic retreat
with local municiplities was primarily responsible for alignment of processes, projects and budgets between the district and local municipalities.
4.5 SELF-ASSESSMENT OF THE PLANNING PROCESS
The assessment of the IDP process was done in terms of the following criteria:






IDP Review process (methodology) as contained in the IDP Guidelines;
Content requirements of the IDP as stipulated in the IDP Guidelines;
Public participation;
Co-ordination with local municipalities in terms of time frames;
Integration of planning processes and budgets with local municipalities; and
Integration with national and provincial governments.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
4.6 SELF-ASSESSMENT OF THE IDP REVIEW PLANNING PROCESS
CRITERIA
1
2
IDP process (methodology)
Content requirements of the
IDP
3
Public participation
4
Co-ordination with local
municipalities
(time frames)
5
Integration with local
municipalities
6
Integration with national and
provincial
governments
ASSESSMENT
The IDP Guide Pack provides sufficient guidelines that can be followed to complete the IDP.
The process is clear and logic.
The IDP Guide Pack requires minimum outputs or deliverables, which are not necessarily applicable
on all levels of local government, i.e. metro councils, district councils, local municipalities.
Provision is made for sufficient public participation although stakeholders need to be educated
and supported to interact more in the process. District wide Imbizos were held in each local municipality.
The review process has experienced difficulty with regard to co-ordination with local municipalities
with regard to time frames. This is due for various reasons, which will not necessarily repeat itself
in future. Interventions were and are still sought through engagement processes to deal with this
matter
Thre has been an improvement on the integration of programmes between the district municipality and local
Municipalities. The planning on MTEF basis still require further strengthening
Integration with Provincial and National Government was still insufficient. The main
stumbling block as identified, is the budgeting process of sector departments as it is
unknown to officials nominated to be part of the District IDP and the non involvement of
municipalities in the formulation of sector plans and programmes.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CHAPTER 5:
DEMOGRAPHIC OVERVIEW
64
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
5.1. DEMOGRAPHIC OVERVIEW
The Waterberg District Municipality is in the western section of the Limpopo Province sharing the provincial border with Botswana. There
are five border control posts with Botswana at Groblersbrug, Stockpoort, Derdepoort, Zanziba and Platjan. Within the province, it shares its
borders with Capricorn District Municipality to the north and Sekhukhune District to the east. The south-western boundary of the district
abuts the Northwest Province and the south-eastern boundary the Gauteng Province. Entry points (roads) to the district from Sekhukhune are
the N11, Gauteng the N1 (national road) and R101, from Northwest the R159 and R133.
The analysis overview provided in the Revised Waterberg IDP document serves as a reference framework and should be read in conjunction
with the various analysis reports compiled as part of each of the sector plans. A brief overview of the study area, socio-economic analysis,
spatial and land-use analysis, infrastructure, social services, economic potential and the environment is provided. For a more detailed fact file,
the relevant sector plan analysis reports should be consulted.
The Waterberg District Municipality’s area of jurisdiction is made up of six local municipalities, as follows:
 Bela Bela Local Municipality, comprising the town Bela Bela, Bela Bela Township and urban & rural settlement.
 Lephalale Local Municipality, comprising the town Lephalale and numerous peri-urban and rural settlements.
 Modimolle Local Municipality, comprising the town Modimolle and urban/peri-urban settlements.
 Mogalakwena Local Municipality, comprising the town Mokopane and numerous urban/peri-urban and rural settlements.
 Mookgophong Local Municipality, comprising the town Mookgopong, Mookgophong Township and Roedtan.
 Thabazimbi Local Municipality, comprising the town Thabazimbi, Thabazimbi Township and urban settlement.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
PROVINCIAL PERSPECTIVE: LIMPOPO PROVINCE
Vhembe
V
&
Musina
Messina
Mutale
Makhado
Thohoyandou
Makhado
Blouberg
V
&
Thulamela
V
&
Dendron
V
&
Giyani
V
&
V
&
Soekmekaar
Aganang
V
&
V
&
Waterberg
V
&
Mokopane
Modimolle
V
&
Bela-Bela
V
&
Bela-Bela
Fetakgomo
Tubatse
V
&
Lebowakgomo
V
&
V
&
Thabazimbi
Ba-Phalaborwa
Mopani
Lepelle-Nkumpi
V
&
Modimolle
Thabazimbi
Tzaneen
V
&
PolokwaneGreater Tzaneen
Capricorn
Vaalwater
Greater
Giyani
Modjadjikloof
V
&
Polokwane
Lephalale
WATERBERG DISTRICT MUNICIPALITY
Molemole
Mogalakwena
Lephalale
Greater Letaba
Maruleng
Hoedspruit V&
Sekhukhune
Burgersfort
Mookgopong
Mookgopong
Makhudutamaga
Marble Hall
V
&
Marble Hall
V
&
V
&
V
&
Steelpoort
V
&
V
&
Phalaborwa
Bohlabela
Bushbuckridge
Ohrigstad
V
&
Mkhuhlu 'A'
Groblersdal
Groblersdal
V
&
Lephalale
Lephalale
Mogalakwena
V
&
Waterberg
V
&
Modimolle
V
&
Mokopane
V
&
Vaalwater
Thabazimbi
V
&
V
&
Thabazimbi
V
&
Mookgopong
Modimolle
V
&
Bela-Bela
Mookgopong
V
&
Bela-Bela
V
&
V
&
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
DEMOGRAPHIC OVERVIEW
The district contains 11.6% of the Limpopo Province’s total population that is estimated at approximately 5.2 million with an average population density
of 52.5 people per square km. This varies widely across the municipalities, from 147 people per square kilometre in the Mogalakwena Municipal area to
six people per square kilometre in Mookgophong Municipal area. Mogalakwena Municipality is home to 48.6% of the district’s people (298 419 people)
while just 5% of the population live in Mookgophong Municipality.
The majority of population within Waterberg is in the age groups of 0-19yrs contributing 46.6% of the total population, and a gradual decline of people as
from the age of 20years to 85years. Furthermore, the male population group constitute a higher number than females in Mookgophong and Thabazimbi.
Over 44% of Waterberg’s population is under 19 years old. Coupled with this figure is a high number of elderly residents in the area, as reflected
hereunder. This implies that many people in Waterberg are dependent on the income of others.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
5.2.1. DEMOGRAPHIC PROFILE – POPULATION & GROWTH
MUNICIPALITY
BELA BELA
LEPHALALE
MODIMOLLE
MOGALAKWENA
MOOKGOPHONG
THABAZIMBI
WATERBERG
OCT 2001
POPULATION
OCT 2001
HOUSEHOLDS
52 122
96 074
72 797
298 419
30 746
63 883
614 041
12 279
23 401
17 536
68 010
6 977
20 280
148 483
APRIL 2006
POPULATION
APRIL 2006
HOUSEHOLDS
CURRENT
ANNUAL POP
GROWTH RATE %
55 579
102 736
81 964
316 169
37 032
68 106
661 586
13 814
26 256
20 732
75 635
8 821
22 674
167 932
1.91
1.95
7.43
1.16
14.94
1.75
29.14
CURRENT
ANNUAL HH
GROWTH RATE
%
2.52
2.38
7.38
1.17
14.68
1.76
29.89
COMMUNITIES
HH
DENSITY
NO OF
WARDS
2
41
3
117
2
5
170
4.02
3.92
3.92
4.18
4.20
3.00
8
12
8
32
4
10
74
Source: STATS SA, 2001 & DWAF, 2006
NB:
October 2001 Population: The population according to STATS SA as at October 2001.
October 2001 Households: The households according to STATS SA as at October 2001.
April 2006 Population: An estimated current population based on Census 2001 population and grown annually with STATS SA population grown formula.
April 2006 Households: An estimated current households based on Census 2001 households and grown annually with STATS SA households grown formula.
Current Estimated Population Growth %: The estimated population growth based on STATS SA population estimates between 2004 and 2005, calculated from communities levels.
Current Estimated Households Growth %: The estimated households growth based on STATS SA households estimates between 2004 and 2005.
Communities: The total number of communities per Province according to available DWAF data. This will not necessarily include all urban towns as DWAFs focus was primarily on rural communities.
Household Density: The average number of people per household based on STATS SA and Census 2001 results.
CHART 1: POPULATION SIZE PER LOCAL MUNICIPALITY
Thabazimbi
63883
Mookgophong
30746
Mogalakwena
298419
Modimolle
72797
Lephalale
96074
52122
Bela-Bela
0
50000
100000
150000
200000
250000
300000
350000
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
5.2.2. EMPLOYMENT STATUS PER LOCAL MUNICIPALITY IN THE WATERBERG DISTRICT MUNICIPALITY AREA
The majority of population within Waterberg is in the age groups of 0-19yrs contributing 46.6% of the total population, and a gradual decline of people as
from the age of 20years to 85years. Furthermore, the male population group constitute a higher number than females in Mookgophong and Thabazimbi.
Over 44% of Waterberg’s population is under 19 years old. Coupled with this figure is a high number of elderly residents in the area, as reflected
hereunder. This implies that many people in Waterberg are dependent on the income of others.
Economic Active
Bela – Bela
Lephalale
Modimolle
Mogalakwena
Mookgophong
Thabazimbi
Sub-total
Total
Not Economic Active
Employed
14 371
28 673
22 799
37 089
11 196
26 249
140 377
Unemployed
6 965
5 274
6 992
33 698
2 647
7 045
62 621
11 077
25 040
16 295
94 272
6 183
12 618
165 485
202 998
SOURCE SSA 2001 CENSUS
The Human Development Index (HDI) is a reliable indicator of development. It measures life expectancy; literacy and income and shows a slight increase
across all areas in the district. This suggests that while the economic situation in terms of lack of income and unemployment is increasing, there have been
some gains in terms of service.
Household income levels are low. Almost all of the households within the Waterberg Municipal area (94%) record income levels of R1 – R6 400; and
26% earn between R6 001 and R18 000 a year. This translates into approximately 80% of households having annual incomes below R18 001.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Education levels are generally low. Only 11% of Waterberg’s population have matriculated or have above matriculation qualifications. At least 14% have
no formal schooling. A comparison of the levels of education across the municipalities point to the strong links between low household incomes, high
unemployment and low human development index.
In terms of the economic profile of the Waterberg District, the area combines elements of a sophisticated and globalised industrial economy with an
under-developed agricultural sector, where household production levels are reportedly declining and where the majority of the population now depends
on state pension and welfare as primary sources of subsistence. The district is consequently characterised by huge discrepancies in wealth and skills. The
key sectors in the district (as defined by their contribution to GDP) include agriculture, hunting, forestry & fishing Industry as a dominant employer, with
24% of the employed population within the District, followed by Community, Social & Personal Services Industry with 15% of the employed population.
Few people are involved in the electricity, gas and water supply Industry constituting 0, 8% of the employed population. Tourism is also a significant
contributor to GDP and employment in the district.
Despite the high agricultural production potential agriculture continues to contribute only 3.6% towards the economy of Waterberg District Municipality.
Many local municipalities continue to import agricultural products outside their boundaries despite this potential. This is probably explained by low levels
of development, especially high levels of poverty and poor infrastructural development, suggesting that potential and emerging farmers have limited
access to resources necessary for production. Again, agriculture continues to contribute far less than expected to formal employment opportunities, and
gross geographic production. These reflect a need for aggressive intervention in providing resources and infrastructure that will encourage agricultural
production and hence increase employment opportunities.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CHAPTER 6:
ANALYSIS OVERVIEW
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
ECONOMIC CLUSTER
ANALYSIS
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.1 ENVIRONMENTAL MANAGEMENT PLANNING
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.1.1. ENVIRONMENTAL OVERVIEW
Waterberg District Municipality has many sensitive and conservation worthy areas within its region, such as wetlands, river systems, cultural sites, rare
and endangered species and of course Waterberg Biosphere. There are also many areas, which require remedial attention, i.e. the eradication of alien
vegetation, erosion control and aspects which require special management, such as pollution and land use. This special and varied environment also
presents many opportunities for the economic development of the area.
Environmental degradation in the form of soil erosion, overgrazing and habitat destruction are key issues affecting the quality of the land, while over
exploitation and lack of effective control are key issues.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.1.2: Generic impacts and associated mitigation measures
Impact
Project phase
Mitigation measures
Performance specifications
Soil
Loss of top soil: (the
essential substrate for plant
growth and hence
rehabilitation)
Pre-implementation;
Implementation;
Operation
a)
Access roads
Combat erosion
Stockpiled topsoil should not be compacted and should be replaced as the final soil
layer. No vehicles may be allowed access onto the stockpiles after they have been
placed.
c)
Stockpiled soil must be protected by erosion- control berms if exposed for a period
of greater than 14 days during the wet season.
Erosion control
d)
To prevent topsoil from being spread out or mixed with the other spoil during the
construction, soil stockpiles must not take the form of windrows.
Storage facilities
e)
Topsoil stripped from different sites must be stockpiled separately and clearly
identified as such.
f)
Topsoil stockpiles must not be contaminated with oil, diesel, petrol, waste or any
other foreign matter, which may inhibit the later growth of vegetation and microorganisms in the soil.
g)
Soil must not be stockpiled on drainage lines or near watercourses.
h)
Topsoil obtained from sites with different soil types
i)
Soil must be exposed for the minimum time possible once cleared of invasive
vegetation. The timing of clearing and grubbing should be co-ordinated as much as
possible to avoid prolonged exposure of soils to wind and water erosion.
j)
Stockpiled topsoil must be either vegetated with indigenous grasses or covered with
a suitable fabric to prevent erosion and invasion by weeds.
k)
All cut and fill surfaces need to be stabilised with appropriate material or measures
when major civil works are complete.
l)
Erosion and Donga crossings must be dealt with as river crossings. Appropriate
soil erosion and control procedures must be applied to all embankments that area
disturbed and destabilised.
Chemical contamination
Invasion of exotic biota
Site establishment
b)
Erosion; Compaction and
crusting
Changes in soil properties
(e.g. acidification and
salinisation)
Prior to earthing operations all topsoil (top 300mm as a minimum must be stripped
and stockpiled separately from subsoil and rocky material. Soil must be stripped in
a phased manner so as to retain vegetation cover for as long as possible.
Vegetation clearance
Topsoil
Slope protection
Pollution prevention
m) Only limited vehicular access is allowed across rocky outcrops and ridges.
n)
All equipments must be inspected daily for oil or fuel leaks before it operated.
Leakages must be repaired on mobile equipment or containment trays placed
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Impact
Project phase
Mitigation measures
underneath immobile equipment until such leakage has been repaired.
o)
Soil contaminated with oil must: be dug up to 30cm below the saturated oil mark;
or disposed at a permitted landfill site; or the soil can be
a)
Adequate sedimentation control measures must be instituted at the any river
crossings when excavations or disturbance of drainage lines of wetland may take
place.
Performance specifications
Water
Altered hydrology
Contamination of water
resources
Sedimentation
Salinisation
Eutrophication of rivers or
impoundments
Groundwater
contamination
Surface water pollution
Barriers to migration of
fish, aquatic vertebrates and
invertebrates
Implementation;
Operation
b)
Adequate sedimentation control measures must be instituted at the any river
crossings when excavations or disturbance of riverbeds takes place.
c)
The batching plant must be positioned away from drainage lines, and measures to
ensure that no polluted water enters a natural stream, i.e. more than 20m from the
nearest stream/ river channel.
d)
All runoff from batching areas must be strictly controlled.
e)
Cement contaminated water must be collected, stored and disposed of at a site
approved by Site Engineer.
f)
Waste concrete and cement sludge must be scraped off the site of batching plant
daily and removed to an approved landfill site.
g)
Concrete shall not be mixed directly on the ground. Plastic liners or mixing trays
are to be used.
h)
All fuel, chemical, oil, etc spills must be confined to areas where the drainage of
water can be controlled. Use appropriate structures and methods to confine
spillages such as the construction of berms and pans, or through the application of
surface treatments that neutralise the toxic effects prior
i)
Vehicle traffic across wetland areas must be avoided.
j)
No dumping of foreign material in streams, rivers and/or wetland areas is allowed.
k)
Oil absorbent fibres must be used to contain oil split in water.
l)
A wetland area and/or river must not be drained, filled or altered in any way
including alteration of a bed and/or, banks, without prior consent from DWAF
and the relevant DEAT office. The necessary licenses must be obtained fro DWAF
in terms Section 21 and 22 of the National Water Act, (Act 36 of 1998).
m)
No fires or open flames are allowed in the vicinity of the wetland, especially during
Site establishment
Vegetation clearance
Erosion control
Water quality monitoring
Offices & other structures
Storage facilities
Pollution prevention
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Impact
Project phase
Mitigation measures
Performance specifications
the dry season.
n)
No swimming, washing (including vehicles and equipment), fishing or related
activity is permitted in a wetland or a river without written permission from
Environmental officer.
o)
The contractor must install and maintain mobile toilets at work sites.
p)
Maintain soil erosion structures such as stone pitching, gabions, etc to enable
effectiveness.
q)
The contractor must provide adequate and approved facilities for the storage and
recycling of used oil and contaminated hydrocarbons. Such facilities must be
designed and situated with the intention of preventing pollution of the surrounding
area and environment.
r)
All vehicles must be serviced in the designated area within the contractor camp.
s)
All chemical spills must be contained and cleaned up by the supplier or
professional pollution control personnel.
a)
All rare flora and seeds must be rescued and removed from the site.
Site establishment
b)
Protected plants must not be cut or damaged in any way.
Access roads
c)
The felling and/or cutting of trees and clearing of bush must be minimised.
Vegetation clearance
d)
Any incident of unauthorised removal of plant material, as well as accidental
damage to priority plants, must be documented.
Planting
e)
Transplanting of indigenous plants must be encouraged at all times. Trees and
shrubs must be planted so that their stems or trunks are at the same depth as in the
original location.
Destumping
Flora
Loss of individuals of rare
or endangered species
Damage to the integrity of
the ecosystem functioning
Heavier utilisation of
medicinal and/or protected
plants
Implementation
Invasion of alien vegetation
f)
Transplanted plants must be watered once a week for 5 weeks and therefore once
every 2 weeks.
g)
If any protected tree, identified in the site specific study, is felled, cut, pruned
and/or, in the opinion of the environmental officer, is unduly damaged by the
contractor, the contractor will pay a penalty (amount stipulated by DEAT) per tree
h)
Trees selected for preservation in the site-specific study within or adjacent to the
works areas must be fenced around their drip line. The fence must be clearly
marked with danger tape. No open fires may be lit within this fenced area.
Fencing & gates
Landscape rehabilitation
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Impact
Project phase
Mitigation measures
Performance specifications
Fauna
Loss of individuals of rare
or endangered species
Implementation;
Operation
Disturbance of fauna (e.g.
disrupted breeding of fish
in dammed areas, and
disturbed bird nesting
areas)
a)
No species of animal may be poached, snared, hunted, captured or wilfully
damaged or destroyed.
b)
Fishing is only allowed with the written consent of the landowner and only when
anglers are in possession of a Provincial Fishing License.
c)
Snakes and other reptiles that may be encountered on the construction site must
not be killed unless the animal endangers the life of the employee.
d)
Anthills that occur must not be disturbed unless it is unavoidable for construction
purposes.
e)
Any incidents of poaching wilfully disturbance or damage to wild animals, as well
as accidental damage to or death of wild animals must be recorded by the CR and
made available to the EA on a weekly basis.
f)
Nesting sites of birds must not be disturbed.
g)
The contractor’s representatives and environmental officer must ensure compliance
with the relevant Nature Conservation Ordinances.
h)
The contractor’s representative must ensure that domestic and native animals
belonging to the Local Community are kept away from unprotected works.
i)
All animals injured on account of construction activities must be taken to the local
SPCA. Dead animals must be disposed at a permitted landfill site.
j)
No pesticides must be used unless approved by the environmental officer, and may
only be applied by an approved specialist.
k)
If water is dammed, an ichthyologist must be consulted, during the site-specific
study, to establish the impact on breeding patterns of the affected fish species. The
environmental officer must ensure compliance with the findings of the
investigation.
l)
Particular care must be taken to avoid nesting,
Site establishment
Protection of fauna
m) No breeding and roaming sites of animals in or adjacent to wetlands areas.
Dust
Odours, exhaust fumes;
waste material; smoke
Implementation,
Operation
a)
Speed limits must be enforced in all areas, including public roads and private
property to limit the levels of dust pollution.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Impact
Project phase
b)
Mitigation measures
Dust must be suppressed on access roads and construction sites during dry periods
by the regular applications of water or a biodegradable soil stabilisation agent.
Water used for this purpose must be used in quantities that will not result in the
generation of run-off.
c)
Suitable screening and containment measures must be in place prevent wind blown
contamination.
d)
The site-specific investigation must quantify the impact of dust on nearby
wetlands, rivers and dams in terms of sedimentation. All mitigation measures
identified during the site specific study must be implemented.
e)
The environmental officer must notify all people living within 50m of the
construction site of the proposed activities.
f)
In the event of serious levels of dust pollution, the implementation of constant
dust monitoring by qualified consultants must be undertaken.
g)
Waste must be allowed to stand on site to decay, resulting in malodours and
attracting vermin. Waste must be disposed of at a municipal transfer station, skip
or on a permitted landfill site.
h)
The contractors must stick to normal working hours between 07h00 and 17h00
Monday to Friday.
i)
The contractors must inform all adjacent landowners of any after-hour
construction activities and any other activity that could cause nuisance e.g. the
application of chemicals to the work surface
j)
The environmental officer or contractors’ representative must ensure that all
vehicles comply with the SABS 0181 standards.
k)
Vehicles used on, or entering, the site must be serviced regularly to ensure that
they do not emit smoke or fumes.
a)
Noise control measures must be implemented. All noise level must be controlled at
the source. If the noise level at the boundaries of the site exceeds 7Db above
ambient levels, the local health authorities must be informed.
Performance specifications
Noise
Noise levels
Implementation
b)
All employees must be given the necessary ear protection gear.
c)
Affected parties must be informed of the excessive noise factors.
d)
Pumps must be housed in a brick building to help reduce any noises when the
Noise control
Blasting
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Impact
Project phase
Mitigation measures
Performance specifications
pump is in operation.
e)
Affected livestock farmers must be informed of excessive noisy activities a month
in advance. This will enable them to take appropriate steps to prevent disturbance
and possible injury to livestock e.g. moving the livestock to distant camps.
f)
The relevant by-laws and regulations must be adhered to. These laws include:
Environmental Conservation Act, 73 of 1989, Occupational Health and Safety Act,
85 of 1983 and Provincial and local by-laws. These laws regulate noise control.
g)
Soft explosives and/or noise mufflers must be used during blasting to minimise the
impact on humans and animals.
h)
No loud music is allowed on site and in construction camps.
a)
Damage to the natural environment must be minimised.
Access roads
b)
Trees and tall woody shrubs must be protected from damage to provide a natural
visual shield. Excavated material must not be placed on such plants and movement
across them must not be allowed.
Combat erosion
Aesthetics
Reduced sense of place and
tourism potential of the
area;
Implementation,
Operations
Reduced visual integrity
Vegetation clearance
Slope protection
c)
The clearing of sites must be kept to a minimum and surrounding vegetation must
be left intact as a natural shield.
d)
At construction sites in densely vegetated areas, the vegetation must be cut at
angles of 45 degrees from the bottom to minimise any visual impact.
Aesthetics
e)
Marking for surveying and other purposes must only be done with pegs and
beacons. Painting and marking of natural features must not be allowed.
Blasting
f)
All waste concrete/cement shall be removed together with contaminated soil after
the completion of the project.
g)
Where existing access routes and borrow pits have been overgrown with vegetation
such surfaces must not be graded.
h)
Borrow pits must be shaped to have undulating slopes and surfaces such that they
blend into the natural landscape as much as possible.
i)
Blasted areas and cut and fill slopes must be as rough as possible such that the
natural surroundings are emulated as far as possible and that the jagged ledges
facilitate the accumulation of soil and the subsequent establishment of vegetation.
j)
Where possible, concrete surfaces on embankments and storm water gullies must
Shaping and trimming
Offices & other structures
Landscape rehabilitation
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Impact
Project phase
Mitigation measures
be undulated to minimise surface reflection.
k)
Excavated material must be flattened (not compacted) or removed from site. No
heaps of soil material must be left on site once the Contractor has moved to a new
construction site.
l)
Littering on site and the surrounding areas is prohibited. Clearly marked litterbins
must be provided on site. The contractor’s representative must monitor the
presence of litter on the work sites as well the construction campsite. All bins must
be cleaned of litter on a daily basis.
Performance specifications
m) Excess concrete, building rubble or other material must be disposed of in areas
designated specifically for this purpose and not indiscriminately over the
construction site.
n)
All plastic material must be removed from area where livestock could swallow it.
o)
Contaminated soil must be treated and disposed at a permitted waste disposal site,
or be removed and the area rehabilitated immediately.
a)
Work in areas where artefacts are found must cease immediately. The
Environmental Officer must be notified immediately and Global Positions System
reading must be taken.
b)
The excavation must be examined by an archaeologist as soon as possible. The EA
will advise the Contractor of necessary actions to be taken after receiving advice
from the archaeologist. All necessary actions to ensure that delays are minimised
must be taken.
c)
Under no circumstances must the contractor, his employees, his sub-contractor’s
employee remove, remove, destroy or interfere with archaeological artefacts. Any
person who causes intentional damage to archaeological or historical sites or
artefacts could be penalised or legally prosecuted in terms of the National Heritage
Resources Act (Act 25 of 1999).
d)
All known and identified archaeological and historical sites must be left untouched.
No stones or rocks must be removed from such sites.
e)
The contractor’s representative must ensure that employees do not gain access to
any archaeological areas (whether fenced or unfenced), expect when authorised to
do so by the environmental officer.
Disturbance of archaeological areas
Implementation
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Impact
Project phase
Mitigation measures
Performance specifications
Relocation of homesteads or community due to project
Planning,
Implementation
a)
Owners of Land to be expropriated must receive compensation in terms of
Expropriation Act, Act 63 of 1975;
Site establishment
b)
An extensive public participation must be undertaken allowing a decision
making process that is based on rights and risks culminating in negotiation to benefit
sharing, resettlement and compensation;
c)
Project must be planned in consultation with the local community leaders.
d)
Resettlement action plan and development programmes for the displaced must
be planned in advance. This must be done in accordance with the S&ES standards
Resettlement Action Plan;
e)
If required, provision of temporary accommodation must be planned in
advance.
f)
Ongoing liaison with community leaders/ representatives must be maintained
in order to tract any problems with the relocations.
p)
Affected people must be empowered to participate effectively in the process.
Direct or indirect loss of essential resources
Implementation,
Operation
a)
The amount of essential resources lost must be minimised through alternative
project design
b)
Damaged to crops or other food resources must be compensated for.
a)
Any graves situated in the construction site or area of inundation in case of dams
must be dealt with according to the Exhumation Laws of the Provincial
Government and with the bye-laws of the Local Municipality Authority.
b)
If a graveyard is discovered, the Environmental Officer (EO) must be contacted
immediately. The relatives of the deceased must be contacted immediately. The
local chief, SAHRA and local Authority must also be informed of the situation.
c)
The relatives must be informed should a grave need to be moved. The exhumation
of bodies must be executed in the local traditional manner and affected families
allowed sufficient time to perform any traditional rituals.
q)
All finds of human remains must be reported to the nearest police station to
Site establishment
Disturbance of graves
Planning,
Implementation
Site establishment
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Impact
Project phase
Mitigation measures
ascertain if there was any crime involved.
Performance specifications
Disruption of services
Implementation
a)
Where service disruption is inevitable, the contractor must advise the Project
Manager at least 7 days in advance, allowing enough time to inform affected
parties.
b)
A complaints register must be maintained on site and must include contact details
for complaints by the public in accordance with details provided by the Engineer.
c)
Updated information boards must be maintained on site and must include contact
details for complaints by the public in accordance with details provided by
Engineer.
a)
The project must be planned in consultation with local authorities and aligned with
local plans such as IDPs.
b)
Labour intensive method must be used where feasible, cost effective and not time
constraining.
c)
Local labour must be employed as far as possible.
d)
Training of the unskilled labour must be undertaken.
e)
Local suppliers must be used, as far as possible.
Site establishment
Employment prospects
Planning,
Implementation,
Operation
Site establishment
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.1.3 WASTE DISPOSAL SITES (UNLICENSED V/S LICENSED)
LOCAL MUNICIPALITY
NUMBER OF LAND FILL SITES
PERMITTED SITES
Bela-Bela
ONE
ONE
Mogalakwena
TWO
ONE
Lephalale
TWO
ONE
Modimolle
TWO
TWO
Mookgophong
ONE
TWO
Thabazimbi
FOUR
Three
TOTAL
TWELVE(12)
TEN(10)
CHALLENGES



Ensuring that all municipalities that operate with non permitted land fill sites acquire the necessary permission from the relevant department
to operate such.
Ensure that all land fill sites are managed according to the required standards
Identification of new and rehabilitation of existing dumping sites
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.2 SPATIAL DEVELOPMENT PLANNING
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.2.1 SPATIAL AND LAND USE OVERVIEW
Waterberg District Municipality covers an area of approximately 4 951 882ha. The municipal area consists mainly of commercial farms, game
farming, etc. and only approximately 0,43% of the total area is used for settlement purposes (i.e. towns and villages).
Approximately 69% of all the settlements (i.e. towns and villages) in the Waterberg District Municipality area are located within Mogalakwena Local
Municipality. Approximately 68% of all the larger settlements with 5 000 people and more are also located within this local municipality. The
problem is, however, that both Mogalakwena and Lephalale Local Municipalities have a large number of small villages, being villages with less than 1
000 people. These low population densities have serious implications to improve the levels of service provision to communities. The cost associated
with respect to the provision of service infrastructure is very high. This problem within the Waterberg District Municipality is further exacerbated by
the fact that at least 50% of the population are located within Mogalakwena Local Municipality, meaning that the majority of the population are
located in relative small settlements, which are scattered over a large area.
An overall appraisal of the Waterberg District indicates distinctive differences in the spatial patterns of development (i.e settlement patterns) between
the six local municipalities.
In general, it is evident that the urban areas (Mokopane, Mookgophong, Modimolle, Lephalale, Thabazimbi and Bela Bela) dominate the district urban
settlement pattern. Apart from this dominant urban centres, the district is characterised by a number of smaller towns (some of which function as
sub-regional service centres), so-called communal land areas where dispersed rural settlements are the dominant pattern, and areas where extensive
commercial agricultural land holdings are the norm.
However, within the generalised spatial landscape of these areas one finds diverse and complex urban and rural situations. As noted above, the
Waterberg District has a distinctive settlement pattern that encompasses a range of settlement types from major urban centre to smaller regional and
sub-regional service centres; and from dispersed rural settlements to isolated homesteads.
The settlement hierarchy developed for the Limpopo (currently under review) in the Limpopo Provincial Spatial Rationale assists in the categorisation
of the hierarchy of towns and settlements prevailing in the Waterberg district. The Provincial Spatial Rationale
motivates the categorisation of settlement in the province. Within this framework, five levels of settlement are identified in the Provincial Spatial
Rationale, which correlate broadly to a strategic framework for investment in settlement.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
With regard to the above strategic framework for investment in levels of settlement, a number of key implications for the management of settlement
development are derived. A settlement hierarchy is usually based on the classification of individual settlements2 (e.g. towns and villages). This
would mean that the approximately 2 450 towns and villages in the Limpopo Province would have been individually classified in terms of a proposed
hierarchy. Polokwane (Pietersburg) would have been the highest order settlement with second order settlements such as Mokopane (Potgietersrus),
Thohoyandou, Tzaneen, Makhado (Louis Trichardt), etc. Third order settlements would have included places such as Giyani, Lebowakgomo,
possibly Jane Furse, etc.
The settlement hierarchy as contained in the Limpopo Province Spatial Rationale (Review) 2002 is as follows:
First Order Settlements (Growth Points) [GP]
Growth points are further divided into three categories, viz.:
Provincial Growth Point [PGP];
District Growth Point [DGP]; and
Municipal Growth Point [MGP].
Second Order Settlements (Population Concentration Points) [PCP].
Third Order Settlements (Local Service Points) [LSP].
Fourth Order Settlements (Village Service Areas) [VSA].
Fifth Order Settlements (Remaining Small Settlements) [SS].
Settlement clusters therefore indicate priority development areas/nodes in which primarily first order settlements (three types of growth points) and
second order settlements (population concentration points) are identified. Growth points are therefore the highest order in the settlement hierarchy,
with Population Concentration Points being the second order in the settlement hierarchy.

2
There are six towns within the Waterberg District that are seen from a provincial perspective to be higher order urban areas where the highest
levels of investment (First Order Settlements) could be targeted to achieve key development goals. These are identified as Mokopane
For the purposes of this classification and the spatial rationale, settlement is defined to include all types of settlements (e.g. proclaimed towns and rural villages).
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
(Provincial Growth Point), Mookgophong (Provincial Growth Point), Modimolle (Provincial Growth Point) Bela-Bela (Provincial Growth Point),
Thabazimbi (Provincial Growth Point) and Lephalale (Provincial Growth Point);
 In addition, six townships or smaller towns in the district are identified in the Provincial Spatial Rationale for so-called Municipal Growth
Points; that is investment to boost capacities of existing infrastructure or to extend institutional capacity for developmental purposes. These
are identified as Pienaarsrivier, Vaalwater, Rebone, Bakenberg, Roedtan and Northam;

In the strategic terms adopted by the Provincial Spatial Rationale, the remaining settlements within the Waterberg District should be seen as
areas that, in the first instance, should be regarded as settlements that need to achieve basic levels of services.
However, it is noted that the Limpopo Provincial Spatial Rationale should not be read as a deterministic document and merely aims to set normative
guidelines for spatial development and related investments. It seems reasonable to assume that where individual instances (or settlements) are
identified that have clear growth potential, these could be classified as Municipal Growth Points areas where investment could be targeted at higher
levels than basic service in order to achieve desirable developmental outcomes.
6.2.2 LAND AND HOUSING & LAND REFORM
6.2.2.1 Land Reform
Waterberg District Municipality must develop a “Land Reform and Settlement Plan” (LRSP) as a sector plan in its Integrated Development Plan,
which must be prepared with specific reference to the key land issues relating to land reform and settlement development in the District. Land reform
issues within Waterberg District Municipal area encompass a complex array of challenges located within the sphere of land access, land tenure, land
restitution (Land claims) and land administration. The Land Reform Programme for Waterberg District Municipality, especially the LRSP, is key to
unlocking such challenges. These will differ from one local municipal area to another.
Therefore the key challenge for the district in the land reform process is to deal effectively with the injustices of land dispossession, equitable
distribution of ownership, reduction of poverty and economic growth, tenure security as well as a system of land management which will support
sustainable land use patterns. This is in line with the National Policy on Land Reform, 1997. These will be dealt with in terms of the required land
related legislation. It is clear that land reform is seen as a composite suite of issues and interlocking components, the precise make up of which will
differ from one municipality to another. Some of these components include, land identification, land acquisition, in-site upgrade and tenure upgrade,
land planning for residential and productive uses, land-legal issues (e.g. land rights audits, title adjustments, land survey, registration of ownership etc.)
post implementation livelihoods support, post implementation land use management, and infrastructure / asset maintenance and operational issues.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
New developments involving four pieces of legislation will assist in the development of LRSP, which impact on issues of tenure reform, land
administration and the capacity of various spheres of government to carry out planning and management, and implementation of land reform
All of the laws interlink either directly or indirectly to the Municipal Structures Act and are noted as follows:
• The promulgation of the Communal Land Rights Act 11 of 2004 (ClaRA). The Act is cross-linked to the Traditional Leadership and Governance
Framework Amendment Act, 41 of 2003 (TLGF).
• The successful lodgement of restitution claims to land rights lost as a result of betterment in terms of Restitution Act, 22 of 1994,
• The Intergovernmental Relations Framework Act, 2005,
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
SETTLED LAND CLAIMS IN THE WATERBERG DISTRICT MUNICIPAL AREA PER LOCAL MUNICIPALITY
MOGALAKWENA LOCAL MUNICIPALITY
PROJECT
URBAN/RURA
L
CLAIMS
FORMS
LODGED
HOUSEHOLD
S
MALE HEADED
HOUSEHOLDS
FEMALE
HEADED
HOUSEHOLD
S
BENEFECIARI
ES
PROPERTIES
RESTORED
HECTARES
TOTAL
AWARD (R)
SETTLEMEN
T DATE
1.Mokerong
Urban
183
183
N/A
N/A
915
None
N\A
3660000.00
28/07/2000
2. Sandril/Seedat
3. Hafsa Cachalia
4. Mabyaneng
Community
Uraban
Urban
Rural
2
6
1
2
6
401
N/A
N/A
N/A
N/A
10
30
700
N/A
N\A
3706.2310
1780440.00
01/07/2004
5.Koka Matlou
Community
6.Lebelo
Community
7. Legata
Community
8. Mabula Mosima
9. Seema
Community
TOTAL = 9
Rural
1
250
N/A
N/A
921
2955.0717
5225000.00
01/07/2004
Rural
1
479
N/A
N/A
984
None
None
Vier en Twintig
701 LR
Bellevue 700 LR
Sterkwater 299
KR
Blinkwater 244
KR
3600
8919760.00
01/07/2004
Rural
1
45
N/A
N/A
154
Rural
Rural
1
1
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
RURAL = 6
URBAN = 3
197
1366
1. Rooipan
Comm.
Rural
9
160
N/A
N/A
700
2. De Hoop
Community
3. Letlhakaneng
Community
4. Ga-Tjale
Community
5. De Hoop
Families
Rural
1
117
N/A
N/A
349
2 200 480.00
05/08/2004
Rural
1
95
N/A
N/A
327
642399
Rural
1
99
N/A
N/A
376
12386866
Rural
18
200
349
4197.0926
1671
Geluk 588 LQ
Emaus 725
3714
N/A
N/A
11932.302
MOOKGOPHONG LOCAL MUNICIPALITY
1484.4658
De Hoop 638
KR
678.2176
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
TOTAL = 5
RURAL = 5
URBAN = 0
30
671
2101
13034946.56
1.Pienersrivier
Community(More
tele)
Rural
2
101
68
43
369
Ptn 1 & 13
Vaalboschbult
66 JR
1966.0998
5108440.00
09/03/2004
2. Koka Matlou
Urban
1
N/A
N/A
N/A
N/A
Skrikloof
N/A
N/A
N/A
TOTAL = 2
RURAL = 1
URBAN = 1
3
101
68
43
369
1966.0998
5108440.00
1.Modimolle
Community
Rural
1
672
12491
52158680.00
TOTAL = 1
RURAL = 1
URBAN = 0
1
672
12491
5215868.00
1.Ba-Phalane Ba
Mantsere
Community
Rural
1
500
N/A
N/A
3000
Schilpadnest
385 KQ
1884.266
53533250.00
2. Morongwa
Community
Rural
1
200
N/A
N/A
350
R/E, PTN 4 &5
of
Nooitverwacht
635 LQ
Sterkfontein 677
LQ
3752.8883
1 088 000.00
TOTAL = 1
RURAL = 2
URBAN = 0
RURAL = 12
URBAN = 3
2
700
3350
5637.1543
54621250.0
230
3510
13578
BELA BELA LOCAL MUNICIPALITY
MODIMOLLE LOCAL MUNICIPALITY
N/A
N/A
4044
Middelfontein
564 KR
Nonpoort 722
KR
Naauwpoort 579
KR
Bukane 662 KR
Tierkloof 576
KR
Groenfontein
383 KR
Zandfontein 566
KR
4044
01/07/2004
LEPHALALE LOCAL MUNICIPLITY
TOTAL = 15
06/06/2003
13066973.12
91
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
SOURCE: LAND CLAIM COMISSION, 2006
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.2.2.2. Land and Housing
The objectives of this sector are to ensure accessibility to land through the Land Reform Programme, as per the National Land Policy, provision of
adequate and sustainable housing in line with the provision of both the national and provincial policy and legislative prescripts, as well as ensuring
organised method of settlement planning and surveys through acceptable development planning and survey legislative prescripts.
6.2.2.3. Land Tenure
In South Africa the primary real right in land is that of outright ownership for which a Full Title Deed is registered. It is very similar to the English
concept of "freehold title" whereby the land and the buildings on the land constitute one property. Most land in South Africa including farms, small
holdings, residential township erven, commercial properties, etc. are privately held by outright ownership and therefore registered in Full Title. The
piece of land is surveyed by a land surveyor and its borders will be physically pegged or beaconed. The property’s placement, size and borders are
recorded in a Surveyor General diagram that forms part of the registered Title Deed of the property. An owner will have exclusive use of the entire
piece of land, but the use of the land (business, residential, etc.) and the density or number of buildings (even on farms and small holdings) are
governed by the applicable land use rights. An owner may furthermore sub-divide or consolidate his land, subject to the relevant town planning
scheme, legislation and/or Article 21 Company rules (in the case of a private development).
Land tenure reform is being addressed through a review of present land policy, administration and legislation to improve the tenure security of all
South Africans and to accommodate diverse forms of land tenure, including communal tenure.
Residents of the former so-called townships such as Phagameng, Bela-bela, Regorogile, Mookgophong, Thusang and Marapong obtained full property
ownership rights over the past approximately 9 years through the Extended Benefit Scheme implemented by government since 1994.
Land tenure in the rural areas of Mogalakwena and Lephalale, however, still need to be addressed. Land is held in trust for tribal authorities with
communal ownership as the most likely option. Tenure rights in townships such as Mahwelereng (so-called R293 towns) must also be addressed to
ensure upgrading of the existing rights.
Land restitution (land claims) and land redistribution of which the potential impact is yet unknown could alter the spatial pattern and land needed for
various macro land-uses (e.g. settlement development, agricultural development, mining, conservation areas, etc.) enormously. On the other side many
people would obtain access to land that could result in improved living standards and quality of life. It could unfortunately also result in large-scale
sterilisation of economically productive land (e.g. high potential agricultural land, mining of certain minerals, nature conservation areas, etc.) if not
managed and planned properly within the context of a spatial development framework that considers all these factors.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.3 LOCAL ECONOMIC DEVELOPMENT PLANNING
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.3.1 ECONOMIC OVERVIEW
The magnificence of the Waterberg District Municipality is self-expressed in its cultural diversity, history and natural environment, and is endowed
with a range of habitats, tourist attractions and wildlife. Its economic profile is characterised by its six local municipalities and it revolves around
agriculture, commerce, manufacturing, mining and quarries, residential development, smallholdings, water-bodies, etc. Despite high levels of
unemployment, Waterberg District Municipality is among the highest contributors to the provincial economy and has a relatively good infrastructure.
However, many people and households in Waterberg District Municipality earn a living from the informal sector, spaza shops, hawking, and street
vending. Many households would plan their informal merchandising opportunities around specific events such as old-age pension pay days, holiday
seasons, Christmas and new period as travellers and tourist abound in the region. Economic indicators state that the Waterberg District Municipality
has the largest economy compared to other District Municipalities in Limpopo.
The Waterberg District Municipality has the largest district economy of all five district municipalities in the Limpopo Province. It contributes 26,
79% of the total production in the Limpopo Province in terms of GGP.
 The mining sector is by far the largest contributor to the district Gross Geographic Product (GGP) with 49.03% of the total production of the
Limpopo Province being from the Waterberg District Municipality area;
 The second highest contributor is Finance sector with Waterberg District Municipality contributing 11.44% of the total provincial production; and
 Agriculture and forestry with 3.17% of the total GGP of the Limpopo Province.
 Construction is the lowest contributor to the district GGP with 1.25% while manufacturing contributes 3.72%.
The Waterberg District Municipality’s area of jurisdiction has a rich history and heritage that consist of various layers – pre-colonial, colonial and post
colonial. The available heritage resources in the district have socio-cultural, spiritual and non-spiritual, historical and political value and meaning that
have intangible significance for different people at various levels.
There is uncoordinated socio-economic and cultural development in the district. As such, a holistic approach, including systematic cultural mapping,
heritage impact assessment and environmental impact assessment should be central in any development that takes place. This includes social
development, urban planning and renewal, rezoning, open space development, mining, road construction, commercial and residential development
and economic development. This approach will enable balanced development that takes into account a range of economic, social, cultural, historical
and environmental aspects. Because of uncoordinated development, and non-adherence to heritage management and existing legal instruments there
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
are a number of areas in the district where human remains have been unearthed through development. Sustainable development that takes in
cognizance the abovementioned issues should be of paramount importance in the district.
Heritage forms part of socio-economic and cultural development. It contributes significantly to the GDP through tourism, particularly cultural
tourism. The development, marketing and packaging of heritage tourism routes will accelerate the contribution of tourism (heritage tourism) in the
district. Heritage, marketed through the medium of the film industry has a potential to contribute to the GDP and local economic development of the
district. Promotion of the district as a film destination will enhance the socio-economic benefits.
Aagriculture (31.93%), mining (48.32%) and electricity (36.04%) play a major role in the economy (i.t.o. GGD), providing 26.93%, 16.17% and 0.75%
respectively of formal employment.
FORMAL EMPLOYMENT FOR WATERBERG AND LIMPOPO
Sector
Waterberg District
Limpopo Province
Agriculture
26.98
18.52
Mining
16.17
7.42
Manufacturing
7.43
7.47
Electricity
0.75
0.83
Construction
4.09
4.47
Wholesale
11.04
14.35
Transport
1.80
2.51
Finance
7.61
10.49
Community Services
13.49
12.84
Government Services
10.64
21.10
Total
100
100
SOURCE: WDM LED STRATEGY, 2007
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Unemployment has grown within Waterberg. Although the lowest levels of unemployment are recorded in Mookgophong, the 2001 unemployment
estimates suggests that 31% of the economically active population is unemployed. The unemployment levels in Mogalakwena, Thabazimbi, Bela Bela
and Modimolle are most desperate although Lephalale reflects 2.5%.
Contextualizing and applying the NSDP in assessing the economy of WDM
6.3.2. Economic Potential
Economic growth is most prevalent in the Lephalale, Mogalakwena and Bela- Bela areas with significant potential for expansion in the mining,
agricultural and tourism sectors. The District’s proximity to Gauteng also ensures easy access and linkages to expertise, industries, markets and
international opportunities. This contributes to both the comparative and competitive advantages of the Province.
6.3.2.1 Spatial Location of Needs and Potential
The District has a relatively high poverty rate, with poverty concentrated in the Lephalale, Mogalakwena and Thabazimbi municipal areas. This situation
is supported by the available data that indicate that the Lephalale and Mogalakwena have poverty rates of 60.6% respectively, with Thabazimbi
recording a poverty rate of 52%. This is followed by Modimolle at 48% and Mookgophong at 42.2%.
High poverty rates are compounded by the unique challenges of service delivery in the area. Service delivery needs within the District are diverse and
mainly linked to historical spatial distributions, limited service provision and market accessibility. While the District has significant market expansion
opportunities in the agriculture, mining and tourism sectors, the absorption capacity of its economy appears to be hampered by a number of barriers to
entry and other structural characteristics, which reduces its ability to alleviate unemployment in the area.
Faced with the challenge to address the relative high levels of poverty, the District has taken the approach to leverage its natural and mineral resources
to unlock the economic potential in the area. Significant economic opportunities in the mining, agricultural and tourism sectors exist throughout its
jurisdiction and therefore targeted strategies to ensure direct and indirect spin-offs for local communities is seen as a key component of the
development trajectory for the district.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.3.2.2 KEY SECTOR SPECIFIC ISSUES
Mining, Agriculture and Tourism are seen as key pillars of development in the Waterberg.
6.3.2.2 (a) Mining
The extensive and rich mineral resources are located in the North-Eastern and Western parts of the District. At present mining is the largest and
predominant contributor to the GDP of the Province at 57.5% with a recorded annual growth rate of 13.9%. Extensive current and planned mining
activities are mainly located in the Lephalale area which has the third biggest coal reserves in country, providing the District with a distinct competitive
advantage which could strategically position the area as a continental powerhouse of coal fueled electricity production. The coal fields at Lephalale also
currently fuels a number of Eskom’s power stations.
Other mining activities include iron ore mining in the Thabazimbi area, and extensive platinum reserves in the Mokopane and Northham areas, which
has been ear-marked for future exploration.
The success of mining development hinges on a number of key factors:





effective transport network;
water supply;
service management;
electricity provision; and
skilled labour supply.
Besides the mineral extraction process, the emergence of new mining communities impacts significantly on housing development, retail and service
supply demands. Some concerns have been raised about processes and procedures involved in prospecting in local areas as well as reallocation of
communities due to mining rights and activities. Intergovernmental and inter-sectoral planning across private and public sectors to ensure that
appropriate planning therefore should precede unlocking potential and conflict mitigation can take place.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.3.2.2 (b) Agriculture
As a key contributor to the Provincial GGP at 28.8%, agricultural and forestry development in Waterberg is seen as another key catalyst for significant
economic development. Being predominantly rural, most of the District is suited for livestock production but also with some major cropping taking
place in cotton, sunflower, tobacco, and soya bean production. The District is supporting agricultural growth by developing a policy for the subdivision
of agricultural land in collaboration with the land claims commission and is negotiating the acquisition of state land for agricultural production.
In the two priority areas of Lephalale and Mogalakwene, where both a high levels of need and potential are evident, the following areas of potential
were identified:
Lephalale
Lephalale is seen as an area with high agricultural potential. Accordingly a number of labour intensive development initiatives, have been identified as
having the potential of for ensuring wide-spread economic spin-offs for local communities. However, expediting land claims and land restitution
processes as well as ensuring access to water for agriculture development is seen as a top priority to unlock the agricultural potential in the area. In
partnership with province, LRAD and community, some noteworthy projects include:





debushing (Shongwane);
commercialisation in DNayala;
marula in Maraphong;
commonage initiative in Refilwe; and
seed nursery in Madibaneng.
Furthermore, the area boasts substantial production capacity for table grapes. The grapes produced in the area have a two-week lead-time over other
grape production areas in South Africa and globally, providing it with a substantial competitive and comparative advantage. The cultivating of table
grapes has already yielded significant profits for local commercial farmers over the past year. The intention is to capitalize on the District’s proximity to
Botswana which is regarded as a substantial market opportunity. The challenge however is how to expand these activities to include emerging small
scale farmers.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Mogalakwena
Unlike Lephalale, Mogalakwena has a smaller agricultural sector. Its potential centers mainly on the production of crops and meat for regional
consumption. Extensive growth in the mining sector is seen as an ideal outlet for local production and together with the District, local entrepreneurs,
experts and affected community champions are exploring ways of targeting specific buyers in the area. The District has done significant assessments on
expanding the existing abattoir to meet local and regional demand for white meat as well as extending chicken farming initiatives. Successful
management and execution in this could yield positive results for local employment and production. Other similar initiatives include:





the Mokamole Agricultural farm;
extension of beneficiation initiatives and primary food production along river courses;
potential white meat cluster;
citrus farming opportunity; and
Doring-draai fishing initiatives.
6.3.2.2 ( c) Tourism
The District’s rich biosphere which is home to the Makapan’s Valley World Heritage Site, Nature reserves and which boasts an abundance of fauna and
flora, hot-springs and more than 400 bird species is seen as a key catalyst for development in the tourism sector. This cuts across the Bela Bela,
Modimolle and Lephalale areas. The District notes that its tourism competitive edge is its proximity to Gauteng, its rich biosphere, malaria free areas
and its hunting capital status.
The Bela Bela and Thabazimbi area already boasts an extensive and well known tourism network with key attractions being hunting, game parks, bird
and wild life.
Funding permitting, priority projects include;
 A conference centre facility at the World Heritage Site
 Entabeni initiative with the Doordraai project. This project, which will be home to the Big Five, a golf estate and other, is owned by government
and is in the process of being developed. License permitting, water will be taken from the Flag- Boshielo dam.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Waterberg District’s location to Gauteng Province has made it a key-visiting site for visitors to the 2010 World Cup. Extensive work is already
underway to ensure that all businesses are equipped to take advantage of this opportunity. Some ideas touted at this stage include:




the establishment of fan parks for viewing 2010 matches;
grading of accommodation;
provision of packages for visitors to area; and
entertainment and local based activities.
Success of this initiative is dependant on:









a sound and realistic 2010 strategy for the District;
appropriately graded accommodation;
reliable and stable water supply;
effective transport system;
effective communication system;
steady supply of big screens for viewing;
effective electricity supply;
effective signage; and
establishment of a world class airport.
This would require that the District develops a world class, effective and efficient logistics team to lead its strategy and give manage related
interventions.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.3.3. IDENTIFYING NEEDS IN AN AREA
Whilst significant economic opportunities exist in the focus areas, the following key development challenges have been identified, which hamper and
affect the pace at which the District will advance:

Water supply to residents in remote areas is a huge problem;

Water supply for economic development is inadequate;

Sanitation facilities and the extent of current backlogs does not meet growing demand and current resources are insufficient to meet this
challenge;

Settlement planning and development that links outer-lying remote villages with service sites is not in place;

Roads and Transport linkages for both economic and commuter usage is inadequate and not suited to meet the needs of economic expansion
opportunities in the area;

Skills, Literacy levels and readiness of local population to take advantage of economic opportunities is inadequate;

High demand for services especially in the outer Lephalale areas and most of Mogalawena is not met because of the current capacity challenges
within the municipality. This in turn results in lower rates of service provision;

Land release and development for agricultural purposes are not matched with appropriate strategies to capitalize on these opportunities;

Economic benefits from mining, agriculture, tourism are in the hands of a limited few and does not necessarily alleviate poverty

Extensive private ownership of land, especially foreign owned land in Lephalale areas and the challenge of connecting communities and
development initiatives with water source points sometimes located on this land, poses a challenge;
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008

Implications of village relocation as a result of mining activity on local people who will be reallocated and municipalities who have to provide
services are not readily negotiated. Decision needed on how what where, who involved in this process.

Communication across spheres of government especially with regard planned activity is inadequate. Current pattern of no due regard for
governance role of local municipalities leads to unnecessary conflict and resource wastage.
6.3.4 UNLOCKING POTENTIAL AND MEETING REQUIRED NEEDS OF KEY DEVELOPMENT AREAS IN DISTRICT
It was agreed that the most pertinent challenge in the Waterberg District area was the provision and availability of water. Water was a crucial catalyst
for unlocking economic potential in the agriculture, tourism and mining sectors and lack of water sources and supply had damaging consequences on
growth and development in the area. While significant investment by all spheres of government was already ploughed into water initiatives across the
District, experts argue that current rates of planning around supply and provision was highly inadequate and shifts were needed to ensure more
sustainable planning over the medium to long term.
Furthermore, analysis of the spatial economy also reflected very high clusters of poor in Waterberg. This meant that there was a serious disjuncture
between where people were located and where economic activity was taking place. This was exacerbated by the high demand for specialized skills in
key sectors and the low skills base prevalent in poorer communities. Additionally, while the District’s proximity to Botswana was its comparative
advantage, the potential economic spin-offs were hampered by severe infrastructure challenges in the connecting localities.
The following have been identified as the key critical blockages to realizing economic potential in the Mogalakwena and Lephaphale areas in the
District:
6.3.4.1 Water
The shortage of water supply for human consumption and economic production is inadequate. Linked to this is the appropriate management of water
supply and the technical competency to address water source, water management and water planning requirements.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.3.4.2 Roads and transport
The extension, maintenance and management of the R33 and the N11, is critical. In this regard, these roads are crucial for linking resource extraction,
production and commuters with key economic centers. In addition the upgrading and reorientation of railway stock to improve connectivity with
economic centers and service points was also seen as critical. Investment in roads infrastructure in the localities connecting Botswana and South
Africa was also seen as a critical blockage requiring urgent attention.
6.3.4.3 Agriculture
There is a substantial need for land released for agricultural purposes and the development, to poor communities within the relevant area. In
conjunction with the release of the relevant land, local capacity should be enhanced to ensure the sustainable utilization of these resources.
6.3.4.4 Communication
The execution of an effective communication strategy across government is required to give effect to key development decisions taken across all
spheres of government. Of specific importance, is the issue of communication that relates to the negotiations between mining houses, and the
Department of Minerals and Energy, and the Limpopo Investment Agency. The downstream implications from both a policy and implementation
process should be articulated and communicated appropriately.
6.3.4.5 Settlements
The rural nature of the district and the historical legacies of settlement distribution make service planning and provision a substantial challenge. This is
especially true in the case of the Mogalakwena and Lephalale areas. However the plight of the community in the biosphere area in Modimolle was also
highlighted, since lack of service provision especially sanitation services, could seriously jeopardize environmental and tourism development down the
line.
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6.3.5 INTERGOVERNMENTAL ACTIONS
The following table high-lights the key intergovernmental challenges needed to unlock economic and development potential in the District. It should
be noted that in the event that actors are unable to resolve challenges, where appropriate, the presidency could be called upon to intervene as part of
the current pilot process.
SECTOR
WATER
ISSUE
Water needs and supply management requirements
across the District must be quantified.
ACTION
Agreement is needed on standardized source of statistics for the
quantification of water needs and the related planning and
implementation interventions.
ROLE PLAYERS
District Municipality
Agreement is needed on alternative sources of water supply given
different economic and spatial contexts. This would require intergovernmental cooperation in conducting a detailed analysis across the
District.
DWAF’s (Water Services,
Water Resources and Forestry
Divisions.)
All Local Municipalities;
The results of the analysis will then be used to form the basis for an
inter-governmental agreement on an integrated strategy,
implementation and resourcing plan.
High costs of pipeline installation in the
Mogalakwena area result in serious delays in water
resourcing and management strategies.
Specific emphasis should be given to the challenges around the FlagBoshielo Dam
Agreement must be reached with National Treasury regarding
potential sources of financing of the Mogalakwena pipeline
installation.
OTP, DWAF, NT, WDM,
LM, DME
The District Municipality must be included in deliberations of the
Premier’s Office, DWAF, DME, as part of the existing Committee.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
The Mokolo Dam wall could be raised by 15 meters
to increase the catchment’s capacity.
A decision is needed on the extension of the Dam in
the Lephalale areas.
LM are not readily equipped to deal with high level
investment and resourcing needs of huge bulk
infrastructure investment.
SANITATION
At the same time they have to be accountable for
financing and maintenance of such investments in the
medium- to long term
Water supply in the District Municipality is a
challenge therefore alternatives to waterborne sewage
need to considered and agreed to.
Role players are not using standardize baseline
statistics As a result, villages in Mogalakwena and
Lephalale areas which did not feature in StatsSA data
are not accounted for in service provision
prioritization processes.
The current overload of sanitation infrastructure has
negatively impacted new developments. This is
exacerbated by limited water supply.
REFUSE REMOVAL
Land fill sites are not managed in accordance with
regulations.
In Lephalale water management problem is
exacerbated by the absence of waste management
strategies.
Inter-governmental agreement is needed to conduct a hydrological
feasibility study regarding the extension of dam wall by 15 meters.
In the event that the wall will be raised, an additional multi-lateral
agreement is needed with Botswana, Zimbabwe and Mozambique
Inter-governmental agreement is reached on the provision or
secondment of ‘transactional advisors’ to advise District and Local
Municipalities on the most appropriate funding and investment
models regarding mega- investment projects.
Based on technical inputs by DWAF, CSIR and other research
institutions agreement must be reached on the most appropriate
technical solution.
General agreement was reached in the meeting that DWAF and
IDP stats be used as baseline data. This agreement needs to be
formalized in the District.
DWAF in partnership with
DM, LM to commission
hydrological study.
OTP to commission meeting
with DWAF, DFA, DM to
meet regarding multi-lateral
agreements and related
protocols.
DM, LM, NT
DWAF to take lead on
alternative WBS in
collaboration with DM
DWAF, LM and DM
Agreement must be reached on the need to expand infrastructure to
address the radical urban expansion taking place across the District
but especially in the Modimolle and Bela Bela areas.
DM, LM, DWAF to discuss
alternatives.
Agreement must be reached on identifying and adopting alternative
strategies and methodologies for refuse removal and refuse disposal
in rural areas.
District to explore talks with CSIR, DEAT on biomass conversion.
DM, DEAT, DWAF, LM,
Eskom, CSIR
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Problems with biomass conversion and licensing and
cost of conversation render it difficult for
municipalities to deal with this challenge on its own.
Initiatives of the ESKOM development foundation looking at
conversion and management needs to be explored
Dumping sites are not managed properly.
By products from industry and mines and how this is
managed need to be monitored.
MINING
District and Local Municipalities are not included in
provincial and national deliberations with mining and
investment companies that impact on local areas.
An agreement needs to be signed with DME, Provincial government
and LM/ DM on protocols with regard to investment in local areas.
This should include information on:



DME, District, OTP, mining
companies
Prospecting
Community reallocation and settlement strategies
Service requirements and strategies
Local municipalities do not contribute towards
agreements on Social and Labour Plans with the
Mines.
Local and District Municipalities be included in the approval
mechanisms from DME regarding Social and Labour Plans submitted
by the mines.
DM, LM, DME, mines
Transport blockages hindering pace at which mining
development can take place in both Lephalale and
Mogalakwena areas
Inter-governmental agreement be reached under the leadership of the
Premier’s Office to on addressing access issues pertaining to road
infrastructure in the District. As part of this agreement should be the
review of financial models.
National department of
transport, SAMRA, Provincial
Department of transport,
Lephalale, Waterberg District
and Local Municipalities
In Mogalakwena ownership of land and mineral
rights are unclear.
Agreement needs to be obtained on the status of mineral rights and
communicated to all relevant role players.
Premiers Office,DME, DLA,
LM, DM
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ROADS AND
TRANSPORT
Studies commissioned by Spoornet on whether to
transport coal from Lephalale to Richards Bay needs
to be completed.
A decision is needed on most appropriate strategy for coal
transportation. This needs to be communicated with Local and
District municipalities.
Specific roads priority actions includes:
R33 and N11 unlock mining potential with Botswana
and Polokwane.
Specific roads implementation plan needs follow up.

NT, TIL, SANRA deciding R33 road. Includes distance between
Modimolle and Lephalale. Funding model agreed on and being
explored needs finalization.

Project underway with Dept roads and transport with all
municipalities on the development of an appropriate roads and
transport plan. DM and dept of roads and Transport to
communicate progress.

Decision needed on R33 road from Lephalale to Modimolle.
High level intervention needed.
R33 road between Modimolle and Lephalale needs
upgrade.
Road between Modimolle and Mabatlane needs
upgrade.
Rail between Brits and Lephalale also needs
upgrading. Condition of rail to carry the heavy load
(more than 30 tons) is not clear.
R33 road between Modimolle to Lephalale study was
concluded. Financing cannot be done by Province.
This requires National treasury to give permission for
province to take up loan.
DM, Mines, DT, DME
OTP, DM and
Department of Roads and
transport to follow up on
challenges
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
South African National Roads Agency to upgrade
R33. Agreement needed to make it a priority.
Need guarantee that the upgrade will take place in the
near future.
R33: decision needed by Province to ensure clear
guideline from National Treasury.
National Treasury and SANRA to agree on guarantee for future loan
DM should secure funding for gravel roads en-route to Botswana.
National Treasury, SANRA
and District Municipality,
Provincial Department of
Transport.
NT to give direction on best models for roads extension.
TIL to coordinate and report on findings to all affected stakeholders.
Decisions needed on the following other roads:
Roads in biosphere- engaging EU to fund project to upgrade road.
Information sharing needed with locals municipalities.
Alma to Marakele and Thabazimbi to Mabatlane.
Road from Mogalakwena to Marken a problem.
Current EPWP is not optimal for rapid delivery of
services and quality requirements of Mogalakwena
Local Municipality
Agreement on additional funds needed from National Treasury to
construct road using labour-based methods and technologies.
Provincial dept of public
works; RAL; DM and LM.
EPWP is perceived as failing, due to perceptions that the labour force
is being exploited. The need is for an agreement that would ensure
that the remaining components of the project be completed as a
matter of urgency.
AGRICULTURE
Water supply for agricultural development is a
significant challenge.
There is a challenge around access to viable
agricultural opportunities, financing for agricultural
development, capacity and resourcing for small scale
farming initiatives and the finalization of land
acquisition and transfers.
Access to profitable agricultural ventures that are
Assessment and agreement is needed regarding the water supply and
water management strategies over the medium- to long-term.
DM and Department of Agriculture to reach agreement on priority
areas.
Agreement and information is needed at District level on financing
intermediaries for agriculture sector.
DWAF, WDM and Lephalale
to follow up on water
provision alternatives and
possible
DM, Department of
Agriculture, Dept of Roads
and transport
Agreement is needed on how to address the current shift from
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
sustainable remains a problem without access to
proper financing,
agricultural production to game farming, and its impact on local
labour supply.
Transformation of agricultural farms to more
profitable game farming initiatives across the
Waterberg presents a labour, service provision and
skills challenge for the District.
Agreement on strategies required to address the peri-urban growing
trend is required.
Regional marketing and specialization of chicken
farming initiatives have significant spin-offs for local
entrepreneurs
Agreement needs to be reached with the mines to ensure poultry
interventions link into the potential market presented by the mines.
Agreement must be reached on the level of support to be given to the
African Rural Development Corporation, NGO which is linking local
agricultural production with national and international markets.
Agreement on water supply as it pertains to these issues is required.
LAND
INDUSTRIAL
DEVELOPMENT
ZONES
MONITORING OF
DEVELOPMENT
Information gaps exist on progress with land reform
initiatives
Agreement on how successful grape farming initiatives can be
replicated by emerging farmers and communities to ensure spread of
the benefits of these viable investment opportunities.
Research to be commissioned and agreement be reached on land
restitution progress and impact of change in land use given high rate
of conversion of agricultural farms into game and hunting farms.
DM
Administrative delays with land release is hindering
agricultural and economic development
High level assistance is needed with unlocking blockages with land
release especially land owned by DLA and Eskom.
DM, DLA, OTP Presidency
Unlock and link Industrial development zones in
Province and district with relevant opportunities.
Villages need to be connected to economic opportunities. This
includes Marken to Mokopane, Marken to Polokwane, N11,
establishing linkages between the Maputo corridor and Lephalale.
DM, LM and DRT, LIP to
follow up
Decisions and commitments made by mining
companies, Eskom, DWAF and other sector
departments are not adequately monitored at district
level.
Agreement must be reached on the upgrading of the road connection
as it relates to the transportation of coal to the smelter in Polokwane.
Agreement needs to be reached by the District Municipality with
stakeholders on how it will review, managed and monitor
commitments of agencies and related government departments.
DM in collaboration with
province and affected sector
department
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INFRASTRUCTURE
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CLUSTER
ANALYSIS
WATER SERVICES OVERVIEW
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6.4. WATER SERVICES
The Waterberg District Municipality is not Water Service Authority. The Water Service Authority (WSA) function is the responsibility of the local
municipalities of Mogalakwena, Bela Bela, Thabazimbi, Lephalale, Mookgophong and Modimolle. The Waterberg District Municipality WSA
population (sum of WSA Population of local municipalities) has been estimated to be 614041 people, based on data from Statistics South Africa.
6.4.1. Level of services
The 2005/2006 WSDP study highlights that as of March 2005, the following percentages of people had access to RDP water services:
• Water - RDP standard or above 42% (25 litres per person per day within 200m walking distance)
• Sanitation - RDP standard or above: 23% (waterborne sewerage or VIP toilet)
As of April 2006, the Waterberg District Municipality had improved water services to the extent of:
• Water - RDP standard or above 90% (25 litres per person per day within 200m walking distance)
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
• Sanitation - RDP standard or above 49% (waterborne sewerage or VIP toilet)
WATER BACKLOG
NO Infrastructure population
NO Infrastructure Household
Oct 2001
April 2006
Backlog %
Oct 2001
55 820
33 353
8
13 498
Estimated cost to eradicate = 186 006 545.00
Population (Access below RDP
Oct 2001
April 2006
Backlog %
350 326
314 908
10
Estimated cost to eradicate = 385 594 500
Source: DWAF, 2006
April 2006
8 272
Backlog %
9
Population (Access below RDP)
Households
RDP)
Oct 2001
147 007
Oct 2001
37 412
April 2006
99 036
Backlog %
9
(Access
April 2006
25 618
below
Backlog %
10
SANITATION BACKLOG
Households (Access below RDP)
Oct 2001
88 097
April 2006
79 015
Backlog %
10
Providing a higher level of service to the resident within Waterberg District Municipality is a challenge especially within peri-urban areas due to the
backlogs still to be eradicated and the increase in the water demand these higher level of services will result in. Residents want to move from access to
communal stand tap water supply to individual erf connection and from a VIP to water borne sewage system. The same challenge applies where
communities want to extend the water supply infrastructure into their area by connecting into nearby reticulation.
6.4.2. Raw Water Situation
The urban areas of the Waterberg District Municipality Water Service Authority (of six local municipalities) function are generally in need of
upgrading in terms of capacity of bulk infrastructure and access to raw water supply. This need is growing rapidly as the continued process of
urbanization continues and pressure is placed on local municipalities to provide housing and basic services.
Water Resources
•
•
Mokolo Dam
Doorndraai Dam
23 x 106 m3/a
8.6 x 106 m3/a
114
•
•
•
•
•
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Glen Alpine Dam
5.6 x 106 m3/a
Donkerpoort Dam
0.6 x 106 m3/a
Transfer in
– Thabazimbi from Vaalkop
Dam
22 x106 m3/a
– Bela-Bela from Roodeplaat Dam
3 x106 m3/a
– Modimolle from Roodeplaat Dam
3 x106 m3/a
Ground water Use
– Well developed fields in the Mookgopong (0.99 x 106 m3/a Use) and Mogolakwena (1.6 x 106 m3/a Use)
– Extensive use of ground water in the District’s rural and farming areas, and most of them have no detail of quantities used
Return flows
– Bela-Bela about 2.5 x 106 m3/a used for irrigation
- Most areas treatment cost to portable standard not viable
Existing Bulk Water Supply
•
•
•
•
•
•
Thabazimbi
– Domestic
0.6 million m3/a
– Mining and Industrial 18 million m3/a
Lephalale
– Domestic
1 million m3/a
– Mining & Industrial
4 million m3/a
– Power Generation
7 million m3/a
Bela-Bela
– Domestic
3 million m3/a
Modimolle
– Domestic
3 million m3/a
Mookgopong
– Domestic
1.2 million m3/a
Mokgalakwena
– Domestic
4 million m3/a
115
–
•
•
•
•
•
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Mining & industrial
6 million m3/a
Possible and Probable alternatives of water supply
Raising of the Mokolo Dam
Transfer from the Crocodile (West)/Marico
ORWRDP: Raising of Flag Boshielo Dam and construction of De Hoop Dam to augment water supply to Mokopane
Ground water use
Water Trading with the irrigators
Water Situation 2000
L. Crocodile
Surface
water
7
Return
flows
23
Transfer in
112
Total
171
Requirements
171
Balance
0
Matlabas/Mokolo
35
4
0
46
63
-17
Lephalala
38
0
0
42
42
0
Mokgalakwena
50
7
3
75
79
-4
334
355
-21
Total in Waterberg
Municipality
116
Water Situation 2025
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Local
Yield
Transfer
in
Local
Requirement
Transfer out
Balance
Potential for
Development
L. Crocodile
59
113
173
0
-1
0
Matlabas/Mokolo
46
0
63
0
-17
0
Lephalala
42
0
43
0
-1
0
Mokgalakwena
73
3
101
0
-25
7
Total in Waterberg
Municipality
220
116
380
0
-44
7
Existing Bulk Water Supply
•
•
•
•
Thabazimbi
– Domestic
0.6 million m3/a
– Mining and Industrial 18 million m3/a
Lephalale
– Domestic
1 million m3/a
– Mining & Industrial
4 million m3/a
– Power Generation
7 million m3/a
Bela-Bela
– Domestic
3 million m3/a
Modimolle
– Domestic
3 million m3/a
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
•
•
•
•
•
•
•
Mookgopong
– Domestic
Mokgalakwena
– Domestic
– Mining & industrial
1.2 million m3/a
4 million m3/a
6 million m3/a
Possible and Probable alternatives of water supply
Raising of the Mokolo Dam
Transfer from the Crocodile (West)/Marico
ORWRDP: Raising of Flag Boshielo Dam and construction of De Hoop Dam to augment water supply to Mokopane
Ground water use
Water Trading with the irrigators
Raising of Mokolo dam
Full Supply Level
(m)
•
Description
Capacity
(x 10 6m3)
Historic Firm Yield
(x 10 6m3/a)
921
Current
146
27.1
927
New
303.88
48.2
Transfer from Crocodile west/Marico
45 million m3/a
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.4.3. DROUGHT RELIEF
6.4.3.1 TECHNICAL INVESTIGATION
6.4.3.1.1 Motivation
The motivation for each selected piece of work required was tested against the above drought relief principles. The fact that this funding was
provided is sufficient proof that the money is required in the area. We need to ensure that it is spent for the purpose of alleviating domestic
water supply problems induced by drought.
(a) Lephalale Municipal Area
Rainfall in Lephalale area has been erratic over the past years. Except for a period of above average rainfall over January – March 2003, the
rainfall has been far below average. During the previous drought relief programme Lephalale’s efforts was for developing additional water
sources concentrating on villages where supply was insufficient and risk of failure high, but also ensuring that at least one additional source
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
was developed for all villages dependant on a single source. An indication of the rate of success is the fact that more than 50% of holes were
successful, in an area notorious for the low strike rate.
In the Shongoane area the almost total absence of ground water makes it difficult to implement a conjunctive water use policy as is used in
other villages near the river.
The biggest problem at this stage, after a rainfall season with less than 60% of expected rainfall, are the villages in Shongoane which are
depending mainly on water from the Lephalala river, namely Setateng. This is the largest village in Lephalale and obtains all its water from
the Lephalala river. Flow in this river dried up in early June 2005, compared to typical patterns of surface flow continuing until
September/October. It is evident that the water available will not be sufficient to last until the river starts flowing again, even though pump
rates have already been reduced, except if it rains during winter which is highly improbable.
It is proposed that additional river well points be developed, equipped and linked to existing supply systems in both Setateng and Matladi,
which depends on water from the river for 80% of its supply. This will result in use and access to water sources other than those presently
utilised. For Mothlasedi and Ga Monyeki the same option is proposed. At the same time it is proposed that water supplies be developed for
Phahladira. This village which lies adjacent to Matladi but inside the Mogalakwena municipal area and has no water supply at all presently people are using water directly from the river when available, or buy or take water from nearby villages at great cost and hardship.
For a longer term and more permanent solution, it is proposed that a weir be constructed which will increase the water storage capacity and
availability, and reduce the risks of water in the river bed being totally depleted. The construction on the weir need to be preceded by a
thorough feasibility study, technical report and EIA, and is regarded as a request for future funding. Allowing an amount of R 220 000 for
the investigation and reports under the present funding would however be sufficient to kickstart this initiative.
(b)
Mogalakwena Municipal Area
The Mogalakwena rural communities are situated north of Mokopane. This falls in the summer rainfall area and has a low annual average
rainfall. The recent below average rainfall did create water supply problems and especially to the communities obtaining water from boreholes
or well fields alongside the Mogalakwena River.
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Many of the sand point abstraction pits in the Mogalakwena area are now not a reliable source and an alternative means of abstracting this
sand/alluvium encased water should be embarked upon. This drought relief project would therefore concentrate on constructing new
abstraction boreholes just adjacent to the Mogalakwena River to alleviate this problem.
Stolen or broken pumps would also listed as part of this project. Instead of securing (drilling) additional boreholes, more people can be
helped by replacing and repairing these pumps.
The carting of water in the Mogalakwena area is daily occurrence. DWAF has supplied two water tankers as far back as 1988. The one tanker
is stationed at Mokopane and supplies water to the Mapela, Bakenberg and Mokopane areas. The other tanker is stationed at Salem Satellite
office and supplies water to Nkidikitlana and Salem Desert area. Currently DWAF provides the drivers and the running costs for the vehicles.
These two vehicles are breaking down more regularly now and really need to be replaced. DWAF officials have confirmed that these vehicles
operate everyday as well as on week-ends.
(c) Mookgophong Municipal Area
Mookgophong town obtains about 0.75 million m³/year from the Nyl Wellfield and about 0.42 million m³/year from the dam nearby.
Ultimately additional bulk water would be obtained from the Magalies Water Board pipeline which presently stops at Modimolle. This
augmentation is still far from a reality. The yield from the 10 equipped boreholes in the Wellfield has started to diminish due to the dry period
production on the boreholes had to be cut back.
There are unequipped boreholes available for expansion of this wellfield. The proposal is to equip two boreholes and construct the necessary
pipeline (about 2km) to the collection tank from where it is pumped to Mookgophong Town. An interim solution to pump into the adjacent
borehole pipeline to the collection tank can be considered if there are not sufficient funds to do all the work at once. These boreholes
typically yield up to 10ℓ/s each.
(d) Thabazimbi Municipal Area
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
The Rooiberg housing area has an acute problem. The current 260 houses and newly completed 264 RDP housing units development have
no water supply at present. The yield in the eight (8) available boreholes have diminished to such an extent that the Thabazimbi Municipality
is carting water every day from Leeupoort. The past two weeks has resulted in the 6000kℓ truck making 3 deliveries per day to the stricken
area.
The following two boreholes are available to equip and can give immediate relief:
 1 x Borehole on private land but of which approval has been obtained. The borehole is already equipped and can deliver 5.5 ℓ/s. A
pipeline of 520m is needed for this.
 1 x Borehole about 500m from the reservoir can be equipped to yield 2.8ℓ/s. The requirement is for the borehole pump and pipeline
to be constructed. Thabazimbi Municipality would install the electrical cable (500m) and transformer if the project can supply it.
(e) Belabela Municipal Area
Belabela Town obtains water from their own boreholes as well as augmentation of surface water via the Magalies Water Board pipe line. The
dry period has influenced the water table and the groundwater availability. The request from Belabela Municipality was to reinstate a borehole
which was lost due to a blockage. Instead of searching for suitable drilling positions, a new borehole can be drilled just next to the blocked
borehole in Roodepoort street in Belabela town.
(f) Modimolle Municipal Area
The water supply to two remote settlements has been affected very seriously. They are:
 Mabatlane (previous name Vaalwater)
 Mabaleng (previous name Alma)
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
At Mabatlane the existing eight equipped boreholes are not sufficient to supply water to the area. Further augmentation is only possible by
means of further groundwater exploration. The Mabaleng water also requires further boreholes.
The need to do a proper geohydrological study to the above areas is critical. The groundwater has not been quantified properly yet and an
exploration study is suggested to identify or target the major water bearing structures in the vicinity. This information would help in the
strategic planning of bulk water to these areas.
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ELECTRICITY SUPPLY OVERVIEW
6.5. ELECTRICITY PROVISION OVERVIEW
The provision of sufficient electricity supplies is vital for the general development and prosperity of the Waterberg region. The Waterberg District
Municipality does not generate or distribute any electricity itself but has an interest to ensure that the provision of electricity is closely aligned to the
developmental needs of the area as a whole. Waterberg District Municipality therefore sees its role as facilitating proper interaction of all roleplayers in
the Integrated Development Planning Process [IDP] and the providers of bulk and reticulation services, like Eskom in the electrification field. The
fact that the majority of rural households still live in a dispersed settlement format makes the provision of electricity more difficult for service
providers such as Eskom. The Waterberg Electricity Development Plan should be developed to depict the extent of electrification development in the
district. 2006/07 IDP Review depicts that rural electricity backlogs in Waterberg as at end 2005 stands at 9 070 households.
Electrification programme (as per ESKOM) and individual municipalities
2001/02
Munic
Budget
Budget
2002/03
Households
Connected
2003/04
budget
Households
2004/05
budget
households
Budget
2005/06
Households
Connected
2006/07
Budget
Target
Conn.
Budget
Target
connections
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Mogalakwena
2,3m
10,4m
3372
Lephalale
R7,1m
2304
R9,4m
3031
22,95m
5909
5,645m
1525
R8,1m
1723
R1 429
837
2190
0
0
4 066 000
1 926
2 039 000
966
R2, 066m
3374
Modimolle
R128 000
R800 000
500
R2.4
million
750
R2.9 million
1000
R3.9 million
1260
R2.7 million
1003
R2, 760,
000
699
Mookgophong
R811450
R730 200
Upgrade
R400 000
50
R1 597 500
202
3 970 000
500
R745 000
94
R620 000
78
Bela-Bela
R5,41m
R229019
71
R275 900
89
134
0
0
R1,05m
262
R1, 002m
340
Thabazimbi
R64 000
R67 000
190
R71 000
286
R144 000
576
R207 000
829
R254 000
1015
R2, 688,
000
808
R11, 676,
737
5 669
R14, 423, 514
4 943
R35, 093,
000
10, 424
R12, 433, 000
4, 865
R17, 236,
000
7 022
Totals
R382 014
FREE BASIC ELECTRICITY
Households receiving free basic electricity by municipality;
LOCAL
MUNICIPALITY
Households
BUDGET
ALLOCATION
(2004/05)
TOTAL
EXPENDITURE
(2004/05)
2005/06
Indigent
TOTAL HOUSEHOLDS
RECEIVING FREE BASIC
ELECTRICITY
Total Expenditure,
2005/2006
2006/07 Budget
allocation
Mogalakwena
4553
1 107
R3 100 000
R37 586 142
R3, 000, 000
R1, 032, 784
R1, 210, 524
Lephalale
15 000
4 077
R1 050 00
R0 112
R65, 035
R63, 718
R66, 333
Modimolle
3 045
14 695
R3 645 000
R3 570 885
R2, 852, 000
R2, 852, 000
R3, 175, 700
Mookgophong
1 898
1 898
R4 565 972
R2 369 718
R1, 500, 000
R1, 439, 000
R1.5m
Bela-Bela
8 683
8 683
R812 200
R 989 862
R964 830,000
R1 086 000,00
R776, 700
Thabazimbi
4 770
10521
R4 500 000
R1 070 000
R7, 475, 855
R2, 523, 494
R3, 913, 965
Budget allocation
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
TOTAL
24 545
40 981
R17 673 172
R45 586 607
R979, 722, 890
R8, 996, 996
R10, 643, 222
EDI RESTRUCTURING AND RINGFENCING PROCESS
MUNICIPALITY
STATUS
1. Mogalakwena
2. Thabazimbi
3. Mookgophong
4. Lephalale
5. Bela-Bela
6. Modimolle
Busy with ring fencing process
Not yet started
Not yet started
Not yet started
Not yet started
Not yet started
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Distribution Network Geographically: Limpopo
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Transmission Network
Overview
Action Plan
In 2008/9 build a
400kV line from
Witkop to Tabor
Substation
Supply Risks
Network flexibility &
capacity during
abnormal conditions
on the Witkop,
Tabor & Spencer
networks
Action Plan
In 2008/9 build a
new 275kV line
between Tabor &
Spencer
Substations
Action Plan
In 2007/8
Install a
second
250MVA,
275/132kV
transformer
in Spencer
Substation
Action Plan
In 2010 a third
transformer is
planned to be
installed in Witkop
Substation
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Network Overview (Vaalwater)
Action Plan
Construct Dorset
switching station, 2008
Supply Risks
Insufficient
capacity to
supply growing
tobacco farming
and eco-tourism
Supply Risks
Very long feeder line
and poor reaction
time.
Action Plan
Construct
Bulgerivier
substation in 2008
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Network Overview (Bela Bela)
Supply
Risks
Insufficient
capacity at
Zwartkloof
Action Plan
Install 2nd
transformer at
Zwartkloof
Supply Risks
Warmbron
substation out
of capacity.
Action Plan
Upgrade substation
to 2 x 20MVA in
2007/8.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CHALLENGES

Coping with the challenges of the electricity reform process

Upgrading electricity supply to meet the demand and development of business operations.

Ensuring access to free basic electricity in villages and farming communities

Propagate, register and supply all deserving beneficiaries



Low number of token collection
Limited number of vending stations.
Lack of finance for ring fencing process
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
ROADS INFRASTRUCTURE OVERVIEW
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.6 ROADS MANAGEMENT
The Waterberg District Municipality has an interest to serve all the people residing in its area of jurisdiction. To this end, a well established road
network and the proper maintenance thereof, is absolutely vital to the economy of the region as a whole and to ensure accessibility to all and proper
linkages between urban and rural environments. The Waterberg District Municipality would therefore endeavour to promote good co-operation
between national, provincial and local road authorities at all times.
The road network is the “heart” of the transport network in the Waterberg District Municipality, considering the long distances between production
locations and markets. Transport and development go hand-in-hand, especially where public transport is concerned.
Roads are classed according to the function they have to perform. The main differences between the various classes of roads relate to the extent to
which
they
cater
for
traffic
movement
or
for
access.
Freeways and toll roads are the responsibility of the National Roads Agency, while arterial, collector and local roads are the responsibility of the
Limpopo Roads Agency. The municipalities are responsible for the road networks within their respective municipal boundaries. This section describes
the road hierarchy in the Waterberg District Municipality, in terms of National Roads, Provincial Roads, and District Roads, and their significance
with respect to access and mobility for Public Transport, Freight, and Tourism. Traditionally roads projects were prioritised according to traffic
volumes and pavement conditions. The new criteria for prioritisation of road projects include traffic volumes, pavement conditions, public transport,
passenger volumes, tourism, and freight.
6.6.1 National Roads
The National Roads Agency is the custodian for the National Road Network. Currently the N11 is the only National Road declared in the jurisdiction
of the Waterberg District Municipality. However, several roads are to be handed over from the Road Agency Limpopo to the National Roads Agency
(NRA).
133
6.6.2 Provincial Roads
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
The Provincial road network is currently the responsibility of the Roads Agency Limpopo (RAL) and the Department of Roads and Transport. The
RAL utilise the Road Management System (RMS) as a tool for assisting with road network management. There are several Provincial Roads in the
WDM. According to the PLTF, the current RAL strategies are identified according to the Provincial Growth and Development Strategy (PGDS).
The PGDS of the Limpopo Province is primarily focussed on the development needs and in particular the development corridors and economic
development centres that have been identified and that are of economic importance to the province.
The assessment of roads, traffic counts and inspections of bridges are conducted and fed into the system. The RMS then reflects the road network
conditions and predicts deterioration patterns. The system assists in prioritising road maintenance and rehabilitation projects.
In addition to the above roads, the local access roads are gravel and predominantly utilised by buses and taxis. The condition of these roads is below
standard. They require upgrading and improved storm water management.
The RAL has completed process of demarcating roads for the WDM. There is a map with the demarcated routes, but the route description is not yet
complete, and the formal transfer of authority is enacted. As a result, there is no Roads Master Plan for the WDM yet. It must be borne in mind that
all of these roads were previously maintained by the Province and not by Waterberg District Municipality.
6.6.3 Proclaimed Waterberg District Roads
The Roads Agency Limpopo is the custodian of all Provincial Roads in the Limpopo Province. The Department of Roads and Transport also carries
out maintenance. The Local Municipality identifies road maintenance and upgrade projects at random in consultation with the communities and Ward
Councillors.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
PROCLAIMED WATERBERG DISTRICT ROADS
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
WATERBERG DISTRICT
Conditions of District Roads
ITEM ROAD
DESCRIPTION
No.
NO
LENGTH
MUNICIPALITY
CONDITION
IN KM
1 D180
Bela Bela - Alma
31 Bela Bela & Modimolle
2 D190
Mookgopong - Marken
3 D1897
Radium - Syferskuil
4 D1679
Mabatlane - Bakkerspas
41 MODIMOLLE
5 D936
Bela Bela - Settlers - Marble hall
28 Bela Bela & Modimolle
6 D1590
Northam to Swartklip mine
25 Thabazimbi
Modimolle
7 Bela Bela
Gravel road should be upgraded to
tar. Many heavy vehicles on road.
Material not suitable for gravel road.
Large new developments along road
Culvert collapsed during 2006 and
should be upgraded & replaced.
Many taxis and traffic on the road.
Needs to be tarred
No gravel on road. Drainage system
needs to be upgraded. Mountainous
area. High tourism area
Road carries high traffic volume and
very undulated
Road is very rockey
136
8 D3537
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Marulaneng- Segole
37.61 MOGALAKWENA
Regravelling whole road, collapsed
bridge at km 08
Limburg - Bakenberg
17.2 MOGALAKWENA
Regravelling 4 km
9 D4426
P20/1 - Kromdraai
20 Thabazimbi
10 D113
N West - Botswana
30 Thabazimbi
11 D134/2
Mookgophong - Roedtan
43 Mookgopong
12 D3534
Ditlotswane - Rooiwal
13 D1944
Rust de Winter - Small holdings
14 D600
Mookgopong - Constantia
15 D3507
Mapela- Bakenberg
16 D522
Donkerkloof - Bela Bela
35 MODIMOLLE
17 D2649
Lephalale - Witkop
46 Lephalale
18 D1394
P1/4 - De Nyl Zyn Oog
19 D3550
Masipa- Flakfontein
20 D3513
D192- GaMosidi
7 D3505
15.57 MOGALAKWENA
Bela Bela
10 Mookgopong
13.31 MOGALAKWENA
5 MODIMOLLE
12.5 MOKGALAKWENA
2.5 MOKGALAKWENA
Trafic is high on road and can not be
maintained as a gravel road.
Access road from N. West to
Botswana Derdepoort border post.
Needs to be tarred
Road is very undulated
Regravelling 15.57 km (clay material)
Bridge needs to be replaced
High daily traffic on road.
Maintenance cost is very high. Needs
to be tarred
Regravelling 5km (clay material)
High daily traffic on road.
Maintenance cost is very high. Needs
to be tarred
30km of the road can only be used by
4X4 vehicles. Upgraded as gravel
road
Road is closed for all traffic since
2006. Should be reconstructed.
Heavy blading, drainage structures
Regravelling 2.5 km
137
21 D1958
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Sandplaas - Mapela
31 MOKGALAKWENA
Regravelling from km 0- 20.1
22 D2664
Spoedwell - N11
20.46 MOOKGOPONG
Wash aways for 7km
23 D947
Kalkfontein - D943
13.81 MOOKGOPONG
Regravelling, pondings
24 D598
Groenvallei - Koelemansrus
45.54 MOOKGOPONG
Exposed and broken culverts
25 D626
Pienaarsriver - Rust de Winter
10 Bela Bela
Dangerous edge breaks & potholes
26 D165/1
P1/5 - Hessie se Water
15 MODIMOLLE
Road is very rockey
27 D986
Doornfontein - N11
28 D1753
N11 - Cades
29 D2658
N11 - Doelen
11.37 Mookgopong-Mogalakwena
Exposed and broken culverts
30 D1930
P134/2 - Oranjefontein
18.71 MOOKGOPONG
Exposed and broken culverts
31 D1001
Immerpan-Ga-Mashabela
32 D104
N11 - Voorspoed
33 D717
23.96 MOOKGOPONG
Exposed and broken culverts
10 MOOKGOPONG
Exposed and broken culverts
8.47 MOOKGOPONG
Clay material
15.92 MOOKGOPONG
Clay material
P134/2 - Rotterdam
7.83 MOOKGOPONG
Clay material
34 D692
Roedtan - Grassvallei
27.06 MOOKGOPONG
Very rocky
35 D1430
Danspan - Blinkwater
23.68 MOOKGOPONG
Pondings and furrows
36 D1347
Marnitz - P19/1
50.05 Mogalakwena
Broken and Exposed Culverts
37 D1825
P19/2 - D580
8.65 Mogalakwena
Broken and Exposed Culverts
138
38 D1711
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Steilloop - Marken
30.9 Mogalakwena
Broken and Exposed Culverts
39 D3111
D1367- D3109
10.24 Lephalale
40 D3114
D3117 - D3102
20 Lephalale
41 D3102
D3110 - D3114
18.2 Lephalale
42 D3579
SODOMA - N11
43 D2211
MOEREDYKSTR - D580
44 D580
OVERYSEL - P91/2
45 D3269
MOKORONG - Ga Mothapo
28.58 Mogalakwena
Road collapsed due to to wash awys
t4raffic uses only one portion
Rocky - Blasting
46 D5006
SEIRAPPIES - N11
13.32 Mogalakwena
Installation of draining structures
47 D3576
REBONE - Monte Christo
14.36 Mogalakwena
48 D2644
SKRIKFONTEIN - Magagamatala
16.85 Mogalakwena
Regravelling -forrows on the road
reserve
Rocks - Blasting
49 D1836
P19/2 - BERG
50 D693
19.85 Mogalakwena
7 Mogalakwena
20 Mogalakwena
Rocks and Sand
Regravelling - Road below surface
ground level
Regravelling - Road below surface
ground level
Extremely sandy
Wing wall washed away
32 Lephalale
Regravelling Slippery
P84/1 D171
21.54 Lephalale
Regravelling Slippery
51 D171
D693 -D2650
11.78 Lephalale
Regravelling Slippery
52 D174
D889- D887
27.73 Lephalale
Regravelling 600mm pipes
53 D2286
D175- P16/2
33.48 Lephalale
Regravelling 600 mm pipes
139
54 D1925
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
D2649-D2701
45.22 Lephalale
Regravelling
55 D1556
Tolwe- Platjan
67 Lephalale
56 D1179
Tolwe -Maassdroom
34 Lephalale
57 D873
Maaasdroom-platjan
61 Lephalale
58 D217
Tugela -Vivo
59 D1306
Tolwe- Swartwater
60 D876
30.6 Lephalale
Too rocky, below surface ground
level
Regravelling below surface ground
level
Regravelling, rocky, 600mm culverts
Rocky, Regravelling
25.06 Lephalale
Reshape
Baltimore-Swartwater
50 Lephalale
Reshape
61 D1522
Swartwater - Groblersbrug
27 Lephalale
Reshape
62 D1501
N11 - Ga Mashahane
15 Mogalakwena
Very rocky and very Sandy
63 D1231
Percy five - Mokopane
14.37 Mogalakwena
64 D3522
Mapela - D3505
21.14 Mogalakwena
65 D1965
Mampoer - Melkrivier
66 D932
Koelemansrust - Bokpoort
14.71 Mogalakwena
Slippery during rainy season
67 D192
Sterkrivier - P19/2
17.73 Mogalakwena
67 D710
Saaiplaas - Sterkrivier
21.3 Mogalakwena
Very rocky, slippery during rainy
season
Installation of drainage structures
69 D3502
Mapela - Tshamahansi
9.47 Mogalakwena
Clay material towards the end
35 Mogalakwena
Clay material on surface and exposed
rocks
Extremely rocky, and below surface
ground level
KM28 to end is very rocky
140
70 D3529
71 D3525
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Mapela - Molekana
3.7 Mogalakwena
Road below the surface ground level Regravelling
Mapela - N11
4.15 Mogalakwena
Too sandy
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
TRANSPORT PLANNING
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.7. INTEGRATED TRANSPORT PLANNING
The National Land Transport Transition Act, 22 of 2000 assigns planning responsibility for land transport to municipalities in conjunction with other
spheres of government. The Waterberg District Municipality adopted its first Integrated Transport Plan (ITP) in 2004. A comprehensive review is
currently conducted. The ITP presents low levels of accessibility for communities in both rural and urban areas to acceptable road-based public
transport services in the district. This is related primarily to the condition of roads as well as the fragmented manner in which public transport services
between urban and rural areas are provided. In terms of the powers and functions devolved by the Local Government Municipal Structures Act, 117
of 1998 the Waterberg District Municipality became responsible for the municipal public transport as from 1 July 2005. This is a shared function with
local municipalities in terms of services and infrastructure provision.
It is recognised in the ITP that more than 60% of residents in the district do not have access to public transport services and or facilities within a 2km
walking distance from their households. It is mainly the rural poor that are highly affected by the need for a better and more regular public transport
service. The condition of roads has led to the use of illegal and highly fatal load delivery vehicles, whilst the urban communities enjoy the better
services on paved and gravel roads which are usually maintained. Currently the day-to-day transport for scholars and workers pose a serious challenge.
The ITP focuses on the road-based public transport infrastructure challenges and identifies the need for a Public Transport Plan.
The role of stakeholders and the effective utilisation of the Current Public Transport Record (CPTR) in the planning and development of transport
services and infrastructure within the district remain central to the successful interventions by government in pursuing the transformation of the
entire public transport sector. The CPTR has also been updated in order to fulfill the strategic and operational requirements. It is one of the district
objectives to establish accountable, reliable and organised institutions to manage the post transformation processes towards an integrated, effective,
safe and efficient movement of people and goods in the district.
6.7.1 OVERVIEW OF PUBLIC TRANSPORT
It has been identified in the Current Public Transport Record (CPTR, 2005) that public transport in the Waterberg district is dominated by taxis (140
taxi routes), with more than 90% of passengers transported by means of taxis, while buses serve only a small sector of the population (less than 10%
of the daily local public transport users – 9 bus terminals). Passenger rail services are non-existent, existing rail lines are currently used mainly for
freight transport and therefore infrastructure for passengers at stations is limited and in most cases non-existent. The Waterberg District Municipality
ITP and CPTR 2005, reveals a number of key public transport issues within the district as listed below:
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.7.1 (a) Poor road Infrastructure
The Waterberg District, because of its rural nature and settlement patterns, is characterised by general lack of good road infrastructure, which
essentially forms the backbone of any good public transport system. Access to social services and general mobility (to employment and economic
opportunities) is restricted due to poor transport infrastructure and lack of suitable public transport services, particularly in remote rural areas. In
many instances, missing road links prevent access to rural areas. The poor road infrastructure results in mini-bus taxi operators restricting their
services to paved roads, whilst bakkies and sedans operate most of the local routes on these gravel roads.
6.7.1 (b) Lack of Public Transport Facilities
Although the Waterberg District Municipality has over the past years embarked upon a process of upgrading public transport facilities (e.g. MultiModal Node in Mogalakwena), many taxi ranks are still operated informally on-street or from vacant off-street areas. Many facilities lack basic
infrastructure such as toilets, shelters, paving or informal trading facilities.
6.7.1 (c) Lack of Leaner Transport
The current bus subsidies budget makes little provision for learner transport. Despite the fact that more than 47% of the population within the
Waterberg District Municipality is 19 years or younger, no formal learner transport system is in place either within the urban or rural areas.
6.7.1(d) Lack of formalization of the taxi industry
Most permits issued prior to 2001 were radius permits, allowing the permit holder to operate on any route within a specific radius of the origin. This
results in duplication of services and contributes to violence on routes shared between taxi associations. Guidance with regards to the formalisation
of the taxi industry through the proposed Permit Conversion Process and Taxi Recapitalisation Process is imperative within the public transport
industry.
6.7.1(e) Cost of Public Transport Services
Given the low levels of household income within the Waterberg region, it is vital to keep fares to a minimum. However, only a few bus routes are
subsidised, hence the bulk of the population within the region is paying a premium for making use of public transport.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.7.2 Service Coverage
Public transport coverage is relatively good, despite the poor condition of roads and public transport infrastructure. However, many of the schools,
clinics and other recreational areas in the rural areas of the district still remain in accessible and public transport services are not provided for these
facilities.
Passengers, although being dependent upon public transport as their only means of mobility in rural areas, generally have a negative perception of the
public transport industry, mainly due to the problems listed above.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
DISASTER MANAGEMENT PLANNING
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.8. DISASTER MANAGEMENT PLAN
Disaster Management arrangements are designed to:



Deal with all hazards.
While most attention is given to the obvious emergencies such as fire and transport accidents, a wide range of
hazards could be dealt with using disaster management arrangements and resources. This might include emergencies for which there is little or
no experience in the Limpopo Province, such as earthquakes or environmental emergencies.
Be integrated. (Involve all people and relevant agencies). The management of emergencies is a shared responsibility involving many people
and organizations in the community. It is not something done by one sector of the community to or for the rest of society, although some
organizations have specialist roles of this kind, viz;
o Private sector organizations are often involved when their services and resources are needed for prevention, response or recovery
activities, or where emergencies affect their buildings, equipment, personnel, suppliers or customers.
o Individual members of the community are also responsible for taking preventative, protective and restorative actions in their own
and community’s best interests.
o Government departments and Voluntary Organizations are also playing a major role in disaster management.
Be comprehensive. (Cover prevention, response and recovery). Prevention response and recovery are all important aspects of disaster
management, and each should be explicitly addressed in the arrangements.
6.8.1 Approach
It is imperative that comprehensive contingency plans be drawn up. For this the commitment of all likely role players has to be ensured.
There are two legs for such contingency planning, namely;


Humanitarian aid co-ordinated by Disaster Management; and
The Safety and Security leg (SANDF and SAPS).
The humanitarian aid concentrates on the physical, social and mental well being of te individual. Disaster Management on this plain of operation
strives to protect human life and to ensure the dignity of the individual.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
The following possible disasters were identified:










Refugees;
Epidemics;
Explosions;
Extreme weather e.g. strong winds, droughts, floods, etc;
Hazardous material;
Aircraft crashes;
Fire, (veldt fire);
Transport;
Power; and
Nuclear waste.
Consideration will be given to the five most likely occurrences of the above in the next twenty months.
No contingency guidelines were considered for the following as it lies within the mandate of the SANDF and SAPS:



Riots;
Terrorism, hijacks, hostage and bombs; and
Faction fights.
Disaster management and other departments will act in an supportive role in the event that any of the above mentioned three scenarios might occur.
6.8.2 Aim of the Contingency Plan
The aim of the contingency planning is to be able to handle a disaster situation ensuring essential needs satisfaction regarding security (social and
mental), shelter, education, water, food, health, psychological services and sanitation.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
From the above it is clear that there is a holistic management approach and that the interactive relationship between all those involved is of
paramount importance. The idea that any line function is more important than another is therefore disregarded. Team play will be the basic approach
without interference in any line function. To achieve this Disaster Management will play the co-ordinating role.
6.8.3 Interdepartmental Joint Planning Factors
There are specific factors that need to be taken into account by all involved Departments. These factors will have a definite influence on any planning
and therefore it needs to be addressed when planning for the execution of any or probable tasks, viz:










Specially trained personnel (e.g. consultants, engineers, medical practitioners, etc.)
Finances – internal budgetary constraints need to be addressed as well as the consideration of external, private, national and international
contributions. The remuneration of personnel with regard to overtime and other special allowances also need to be taken into account.
Corporate communication plan. Departmental corporate communication specialists need to liaise to set up a predetermined media liaison
plan.
The influence of traditional leaders.
The problems that might arise due to an ethnic diversity.
The need for inter departmental liaison e.g. mutual aid agreements
Exposure of personnel to adverse working conditions
Post trauma stress disorder counseling for personnel
Joint training and exercises
The execution of the tasks for disaster management prevention, response and rehabilitation by;
o Relevant Provincial Departments
o District Municipalities; and
o Local Municipalities.
6.8.4 Findings
After careful evaluation of the ten listed disaster scenarios it became quite clear that the following five disaster scenarios have an above average
chance to manifest during the next twenty months, namely:

Influx of Refugees;
149




WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Epidemic(s)
Extreme weather incident(s) i.e. floods, strong winds, droughts, etc.;
Hazardous materials incident(s); and
Fire
The manifestation of the above five will significantly increase the chances of the other five of occurring. It also became clear that the most dangerous
situation would be if any two or more of the above five would manifest simultaneously at any one point in time.
6.8.5 Incidents of noting during 2006 – 2007


1 house destroyed in a runaway veld fire on 18 January 2007 in Morwe Village – a child of eight years old was seriously burnt.
14 families had the roofs of their homes damaged by a storm in Mapela on 06 May 2006.
6.8.6 Conclusion
From the above it is clear that a concerted and co-ordinated effort by all municipalities and departments is the key to success in the handling of a
protracted emergency or disaster situation.
A Comprehensive Disaster Management Plan will be developed within a period of 1 (one) year outlining the processes, procedures and mechanism
for addressing individual/specific disaster situations.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
FIRE FIGHTING SERVICES
151
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.9. FIRE SERVICES
Legislative Requirements



Municipal Structures Act 117 of 1998.
Fire Brigade Services Act 99 of 1987
SABS Building Regulation 0400 1999
Since improvement of fire service delivery to vulnerable communities is an ongoing objective of the Waterberg District Municipality, the IDP review
process ensures that, through the provision of effective fire services, fire risks and losses are being reduced.
Community Vulnerabilities
Urban communities are faced with fire risks, which include formal and informal buildings as well as hazardous material type fires. Poor building
materials and poverty exposes the informal structure dwellers to high fire risk.
Rural: The nature of heat sources to sustain livelihood by rural communities places people at risk. The examples of these risks are veld fires, thatched
roofs, cooking fires and lightning.
Waterberg District Municipality is not directly rendering fire-fighting services; but provisions are made annually for the operational and capital
budgets to enable the local municipalities to render the services on behalf of the District through the signed Service Delivery Agreements. The fire
fighting services became the District function from the 01st July 2003.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
BACKGROUND
Waterberg District Municipality is not directly rendering fire fighting services; but provisions are made annually for the operational and capital budgets
to enable the local municipalities to render the services on behalf of the District through the signed Service Delivery Agreements. The fire fighting
services became the District function from the 01st July 2003.
The operational budgets for 2006/07 were approved by Council as follows:
1. Mogalakwena Municipality
=R1 774 100
2. Lephalale Municipality
=R1 243 970
3. Thabazimbi Municipality
=R 162 960
4. Bela-Bela Municipality
=R 575 170
5. Modimolle Municipality
=R 384 465
6. Mookgopong Municipality
=R 454 145
MOGALAKWENA MUNICIPALITY
The fire fighting services in Mogalakwena is rendered by 14 personnel (traffic/fire officers), please note that currently there is no permanent dedicated
fireman and the station is operating for twenty four (24) hours seven (7) days a week. These identified traffic officials are multi-skilled up to
predetermined level of proficiency. This well equipped fire station was constructed previously by the local municipality and is in possession of fire
equipment and/or vehicles at their use. i.e. Heavy load water tanker, Old John Bean, Outdated Pathfinder, Rapid Intervention Vehicle (Dyna),
Unimoq water tanker, Bakkie with fire trailer. Serious consideration needs to be put in place for the replacement of other old fire vehicles.
It should also be noted that some fire fighting equipment are outdated. The first turnout fire engine for all building fires has been commissioned
firstly in 1972 (John Bean). Some times ago an old air-crash tender (pathfinder) was purchased for its ability to carry large quantities of water; this was
all that they could get due to budgetary constraints. This however was not a good idea as maintenance of this fire vehicle is totally impractical.
Mogalakwena was allocated with 37 disaster tents and 15 blankets during 2006/07 financial year.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
LEPHALALE MUNICIPALITY
Fire fighting service is currently rendered by Kumba Resources on behalf of Lephalale local municipality and they are only responsible for 40km’s
radius. As a result vulnerable/exposed (poor) rural communities are without the services.
The District has initiated the construction of Lephalale local Disaster Centre and the progress on site is at 65%. The District has terminated the
contract due to the fact that the Contractor was experiencing some cash flow problems, defaulting etc.
The District had commissioned a heavy load water tanker, vehicle and fire trailer for the new centre. Operational budget provisions are also made for
the purposes of personnel recruitment and currently the municipality does not have dedicated personnel for rendering this function.
Lephalale was allocated with 30 disaster tents and 14 blankets during 2006/07 financial year.
MOOKGOPHONG MUNICIPALITY
There is also no permanently appointed fire fighting personnel in Mookgophong. Three quarter of the fire station is permanently occupied by the
Waterberg Emergency Medical Services and Mookgopong Cancer Association.
The fire fighting equipment are outdated and needs to be replaced. They apparently follow the same modus operandi as Mokopane and the other
towns by utilizing traffic personnel to render services on a standby basis.
The District had upgraded the entire building for the purposes of ensuring the smooth operations.
Mookgopong was allocated with 15 disaster tents and 10 blankets during 2006/07 financial year.
MODIMOLLE MUNICIPALITY
A beautiful complex is in the process of being completed (99%) for emergency services. The location for this site was also very well chosen. When
completed it should be very well functional with almost all the role players in the emergency environment under one roof. This should be if the
personnel, fire vehicles and other fire equipment can be correctly addressed and should this facility be managed correctly it could become a fine
example for emergency services in the Limpopo Province.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Once again there are no skilled and trained personnel employed and also the traffic personnel are required to perform basic fire services on a standby
basis. The fire vehicles and equipment are outdated needs replacement and the District currently commissioned a heavy load water tanker, vehicle
and a fire trailer.
Modimolle was allocated with 22 disaster tents and 12 blankets during 2006/07 financial year.
BELA- BELA MUNICIPALITY
The situation at Bela-Bela is more or less the same as that of its neighbouring town, Modimolle. Also traffic officials are rendering the service on a
standby basis.
The fire vehicles and equipment are outdated needs replacement and the District currently commissioned a heavy load water tanker and a fire hand
drawn trailer. The District had upgraded the entire building for the purposes of ensuring the smooth operations.
Bela-Bela was allocated with 20 disaster tents and 12 blankets during 2006/07 financial year.
THABAZIMBI MUNICIPALITY
The fire vehicles and equipment are outdated needs replacement and the District currently procured for the Rapid Intervention Vehicle. Budget
provision is made in favour of upgrading the station during 2007/08 financial year.
The traffic personnel are required to perform basic fire fighting services on a standby basis. Thabazimbi was allocated with 20 disaster tents and 12
blankets during 2006/07 financial year.
CONCLUSION
The said local municipalities above are submitting their monthly operational claims to be paid by the District Municipality. The operational budget for
2007/08 made provision for the recruitment of additional fire fighting personnel
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
SOCIAL CLUSTER
ANALYSIS
156
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
SPECIAL PROGRAMMES
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.10 SPECIAL PROGRAMMES
In recognition of the need to integrate marginalised communities, Special Programme Unit for the facilitation of the integration and mainstreaming
process must be introduced in Waterberg.. Much work was done on an adhoc basis by the local municipalities in this regard but was more focused on
campaigns rather than economic development programmes.
As Statistics South Africa confirms, young people constitute the majority of the population of the Waterberg District, (StatsSA 2001). Women
account for 52% of the district’s population (StatsSA 2001). In spite of the above reality, young people and women have not been the key
beneficiaries in the economic mainstream of the district. A District Youth Plan and its implementation plan must be developed.
Whilst there are organisations representing disabled people, the reality that faces the district is that disabled people are not integrated into the district
municipality’s implementation plan. This has led to low economic development opportunities for disabled people. A survey must be conducted by
Waterberg to develop the Disability Plan. The Waterberg District needs to facilitate this process through the implementation of the Disability Plan for
the purposes of moving faster in resolving problems faced by disabled people.
Children in the district also bear the brunt of disorganisation. The Waterberg District should embark in the process of establishing a junior council
which will be the pace setter for the development of the children’s development framework that will promote the participation and consultation of
children.
As a sector plan, the Special Programmes Strategy sets the framework for the integration and mainstreaming of all the designated groups. Funding
needs to be availed for the implementation of the strategy through the integration of programmes and projects of all clusters and sector plans of the
Waterberg District.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
SAFETY AND SECURITY OVERVIEW
159
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.11 OVERVIEW OF CRIME
Crime prevention was identified as one of the district – wide priorities. Presently two out of four Municipalities in the district has identified crime as a
priority in their IDP. The other Municipalities are silent on crime prevention despite the fact that Waterberg is a tourist area. Out of 21 prioritised
Police Station in Limpopo, Waterberg District Municipality has three, namely:



Mahwelereng;
Mokopane; and
Bela-Bela.
These Police Stations contribute to high crime rate in the Province. Mahwelereng Police Station contributes a high number of contact crimes in the
whole country. There are twenty-seven (27 Police Stations in the district Municipality.unfortunately some of these Police Stations are not in line with
municipal boundaries, for example: Police Stations in Capricorn fall within Waterberg District Municipality and some Police Stations in Sekhukhune
falls within Waterberg District Municipality. Crime Prevention goes beyond the provision of Police Stations and Police Services. It implies that the
broader community in collaboration with all spheres of government has to be partners in crime prevention.
6.11.1. Most Prevalent Crimes in Waterberg
Stock theft
Robbery with weapon other than firearm
Theft of motor vehicle
Indecent assault
Attempted murder
Burglary
Robbery aggravating
Source: SAPS, District, 2006
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.11.2. Identified possible causes of crime
• Unemployment
• Poverty
• Inadequate or inaccessible policing
• Alcohol and drug abuse
• Lack of sporting and recreational facilities, lack of skills, and low self-esteem
• Moral degeneration and break-down of family structures, rapid and uncontrolled urbanisation
The information as on the chart below span over two (2) Quarters namely the Second Quarter (July – September 2006) and the Third Quarter
(October – December 2006).
161
PERFORMANCE CHART
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Quarter 2 – 2006/2007 (July, August & SeptembeTheft (Other)r 2006)
Decreasing/Equal Priority Crimes
Crimes
% Down
Crimes
Attempted Murder
Attempted Theft of Motor Vehicle and Motorcycle
Burglary (Excluding Residential Premises)
Theft Off/from Motor Vehicle
Common Robbery
Assault common
Assault Gbh
Fraud
Theft (Other)
Murder
Attempted Robbery: Aggravated: with Fire-arm
Attempted Theft (Other)
Crimes
-40.48
-30
-22.45
-10.11
-9.9
-8.97
-5.57
-4.17
-0.94
0
0
0
Theft of All Stock
Robbery with Weapon Other Than Firearm
Theft of Motor Vehicle and Motor Cycle
Indecent Assault
Burglary (Houses)
Robbery Aggravating
Arson
Malicious Damage to Property
Shoplifting
Rape
Quarter 3 - 2006/2007 (October, November & December 2006)
Decreasing/Equal Priority Crimes
% Down
Crimes
Attempted Murder
Arson
Attempted Burglaries (Business)
Attempted Theft of Motor Vehivle and Motor Cycle
Murder
Shoplifting
Theft of All Stock
Rape
Theft Off/from/Off Motorcycle
Common Robbery
Attempted Robbery: Aggravated: with Fire-arm
Attempted Theft From/off Motor Vehicle
Source: SAPS, District, 2006
-50
-34.78
-33.33
-25
-23.91
-17.95
-10.17
-7.36
-2.38
-0.58
0
0
Indecent Assault
Attempted Murder
Burglary (Excluding Residential Premises)
Robbery Aggravating
Burglary (Houses)
Fraud
Theft of Motor Vehicle and Motor Cycle
Assault Gbh
Robbery with Weapon Other Than Firearm
Malicious Damage to Property
Theft (Other)
Assault (Common)
% Up
63.64
61.11
41.82
35.71
22.31
20.59
16
12.1
11.36
9.4
% Up
40
34.48
27.66
25.81
12.17
7.5
5.63
5.03
4.65
3.5
2.15
2.06
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CHALLENGES:

Illegal operation of unlicensed shebeens and taverns

Monitoring of proper utilsation of licenses and permits issued to liquor sellers

Access to certain crime scenes due to bad conditions of roads

Lack Street lighting in most streets in rural and urban/informal settlements

Ineffective operation of Community Policing Forums

Crime awareness and substance abuse

Domestic violence,( women and child abuse)

Stock theft

Robbery

Burglary

Untimely response by SAPS to crime scenes

Access to police service in rural areas
163
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
HEALTH SERVICES OVERVIEW
164
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.12. HEALTH
Co-ordination of health services should take place at district level where different health rendering authorities should formulate a plan called the
District Health Plan which should be linked to the district municipality’s Integrated Development Plan. The plan sets out the goals and strategies that
will enable the health district to best meet the health needs of its population and includes details of the funding allocated for implementation.
6.12.1.1 Health Priorities
PROVINCIAL, DISTRICT AND LOCAL MUNICIPALITIES SPECIFIC COMMUNICABLE AND NON-COMMUNICABLE PRIORITIES
Provincial
District
Bela-Bela
Lephalale
Modimolle
Mogalakwena
Mookgophong
Thabazimbi
HIV/AIDS
Tuberculosis
Pneumonia
Malaria
Cancer
Food poisoning
HIV/AIDS
Tuberculosis
Agricultural
Poisoning
Meningo – coocal
Meningitis
STI
Hypertension
HIV/AIDS
Tuberculosis
Agricultural
Poisoning
Meningo – coocal
meningitis
STI
Hypertension
HIV/AIDS
Tuberculosis
Agricultural
Poisoning
Meningo – coocal
meningitis
STI
Hypertension
HIV/AIDS
Tuberculosis
Agricultural
Poisoning
Meningo – coocal
meningitis
STI
Hypertension
HIV/AIDS
Tuberculosis
Agricultural
Poisoning
Meningo – coocal
meningitis
STI
Hypertension
HIV/AIDS
Tuberculosis
Agricultural
Poisoning
Meningo – coocal
meningitis
STI
Hypertension
HIV/AIDS
Tuberculosis
Agricultural
Poisoning
Meningo – coocal
meningitis
STI
Hypertension
Source: Dept of Health, 2007
NB:
 Tuberculosis – HIV/AIDS link is the major cause of death
 Tuberculosis is the major notifiable condition in the Waterberg District
165
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
PROVINCIAL, DISTRICT AND LOCAL MUNICIPALITIES
PHC PRIORITIES
Provincial
HAST
Communicable
&
communicable diseases
Maternal Care
Malaria
Life style diseases
(Chronic Diseases)
MVA/ Assaults
non
District
HAST
Hypertension
Bela Bela
HAST
Hypertension
HAST
Hypertension
HAST
Hypertension
HAST
Hypertension
HAST
Hypertension
HAST
Hypertension
Diabetes
MVA/ Assaults
Chemical poisoning
Diabetes
MVA
Chemical poisoning
Diabetes
MVA
Assaults
Diabetes
MVA
Chemical poisoning
Diabetes
MVA
Assaults
Diabetes
MVA
Assaults
Diabetes
MVA
Assaults
Mental
Illness
&
substances abuse Mental
Illness
Mental
Illness
&
substances abuse Mental
Illness
Mental Illness &
substances abuse
Mental Illness
Mental Illness
substances abuse
Mental Illness &
substances abuse
Mental Illness
Mental Illness
& substances
abuse Mental
Illness
Mental Illness &
substances
abuse
Mental Illness
Lephalale
Modimolle
Mogalakwena
&
Mookgopong
Thabazimbi
Data Source: Provincial Annual Performance Plan , Provincial and District Annual Report
Narrative on the District Health Priorities:
Informal settlements at Bela Bela, Modimolle, Thabazimbi, Lephalale and Mookgopong influence health conditions e.g HAST
Chronic conditions e.g. hypertension and diabetes in all municipalities
Chemical poisoning prevalence high at Modimolle and Thabazimbi
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
2005\06
2006/07
Target
CD4 Testing Rate
1
1
976
-
36.8
40.0
1
1
1
1
1
499
69.23
-
93.98
100
2006/07
Target
2005\06
No. of people assessed
2004/05
Ellisras
1
1
George
1
1
Masebe
Mokopane
1
1
Thabazimbi
1
1
Amandebult
1
1
Warmbaths
1
1
Witpoort
1
1
Source: Dept of Health, 2007
Number of accredited sites that are functional
2006/07
Target
2006/07
Target
Number of accredited sites
2005\06
Hospitals
Accredited Sites For The Comprehensive Plan For Hiv And Aids Care, Management And Treatment (Arv Program) –
Trends and Targets
2005\06
6.12.1.2.
-
NB:
 There are eight hospitals and only seven are accredited. Some hospitals have structural problems.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.12.1.3 Number of Public Health Sector Facilities By Type And Authority (Pdoh & Lg)
Visiting Points
Local
municipality
Bela Bela
2005/06
2006/07
2007/08
Lephalale:
2005/06
2006/07
2007/08
Modimolle
2005/06
2006/07
2007/08
PDoH
LG
Mobiles
PDoH
123
123
133
3
2
3
60
80
85
5
6
6
417
417
422
6
5
6
Satellite Clinics
LG
PDoH
1
LG
Fixed Clinics
PDoH
LG
CHCs
PDoH
District Hospitals
LG
Number
Any other Hospital providing
level I Care
Number
# of Beds
# of Beds3
2
3
4
2
-
4
6
6
2
2
2
2
124
124
124
1
3
3
2
1
1
1
122
122
122
1
1
1
133
133
133
( 1)
20
Spesialised
Mogalakwena
2005/06
2006/07
2007/08
Mookgopong
2005/06
2006/07
2007/08
Thabazimbi
2005/06
2006/07
2007/08
DISTRICT
3
312
312
322
10
12
14
23
24
26
1
145
146
150
2
2
3
0
3
3
3
144
144
154
4
5
6
3
8
8
3
2
2
2
1
1
223
223
223
1
1
1
254
254
254
0
0
0
1
1
1
55
55
55
Number of Beds refers to usable or functional or active beds per hospital
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
TOTAL
2005/06
2006/07
2007/08
1201
1221
1266
30
32
38
0
0
0
1
0
0
0
0
0
33
47
50
13
0
0
1
1
1
6
6
6
657
657
657
2
2+1
2+1
387
387
387
6.12.1.4. District Primary Health Care and Hospital Services Per Population
Local municipality
Total
Population4
Estimated Population per Facility Type and District Hospital Bed5
Non-Fixed
Facilities
3285
Fixed
Clinics
36875
CHC
Bela Bela
55506
Lephalale
Modimolle
Mogalakwena
102822
89908
313305
15814
22016
37387
73196
45513
237007
Mookgopong
Thabazimbi
Provincial Hosp Total
DISTRICT TOTAL
42922
67921
5693
19776
n/a
2635
44382
16337-
672383
103971
439608
16337
District
Hospital
16120
15544
19195
District Hospital Beds
133
124
122
George Masebe 260, Voortrekker 91, Mokopane -254
10068
55
387
60927
652 District Hosp
Source of Data: DHIS, Prov and District Annual Report
Narrative:
Population in farming areas moved.
Seasonal workers used in some farming areas
4
Population should be those of the resident people within the local municipality and district. Cross reference to the DHIS is crucial and deviations to the data
captured on the provincial database will need to be clearly explained. Any major cross boundary flow of patients should be explained in text.
5
Estimated population per facility type. You may calculate per facility per local municipality if considered more relevant. Fro the District Average row,
calculate average across local municipality.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CHALLENGES:








The devolution of municipal health services
Access to ARV services district wide
Vacancy rates of professionals at hospitals
Access, utilization of VCT, care and support services
Improvement of conditions in rural hospitals and clinics
Impact of HIV/AIDS on the working force w.r.t public servants
NGO involvement in departmental programmes
Compliance with the legislation pertaining to healthy meat production by the abattoir
170
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
OVERVIEW OF EDUCATION SERVICES
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.13. Education
MUNICIPALITY
TYPE OF SCHOOL
SEC
SPECIAL
PRIMARY
BELA-BELA
LEPHALALE
MODIMOLLE
MOGALAKWENA
3
28
7
104
1
0
1
0
20
77
56
167
COMBIN
ED
6
8
14
13
MOOKGOPHONG
THABAZIMBI
3
5
0
0
16
41
150
2
225
TOTAL
LEARNERS
FET
TOTAL
EDUCATORS
FEMALE
MALE
FEMALE
LEARNERS PER
EDUCATOR RATIO
ACCEPTABLE RATIO:
1:35 – SECONDARY
1: 40
– PRIMARY
SCHOOLS WITH
NO. OF
CLASSRO
OMS
ELECT
MALE
WAT
SAN
0
1
0
1
30
114
78
285
5 680
18 912
8 604
54 135
5 754
15 830
8 309
54 867
191
726
337
1 919
127
558
193
1 461
36.0
27.1
27.0
32.2
485
1 086
582
173
25
83
53
205
27
72
34
159
29
97
74
234
5
2
0
0
24
48
2 853
4 092
2 587
4 394
127
195
68
91
28.0
30.0
2418
303
11
27
15
36
22
41
48
2
579
94 276
91 741
3 495
2 498
31.0
5 047
404
343
497
Source: Department of Education, 2007

There are a total number of 30 schools in Bela-Bela municipal area. From the said total number of schools 25 have electricity whilst 27 have
access to clean water. One (01) school require sanitation, 03 still require to be provided with water services whereas 05 need to be electrified.
The learner teacher ratio was recorded at 36.0 (which means on average each teacher handles 36 learners per class).

In Lephalale municipal area 83 schools have access to electricity whereas 72 have access to water. Out of 114 schools, only 97 have access to
sanitation, which mean that there is a backlog of 17 schools that need sanitation, 31 require electricity and 42 needing water provision. The
learner per educator ratio accounts for 27.1 learners per educator on average. There are more female learners attending school than male
learners. The number of female educators is higher than that of male educators.

Modimolle has 53 schools that are electrified and 34 that have access to water supply. With 78 schools, 74 have sanitation facilities. The status
regarding schools with basic services indicates a need to still supply 25 schools with electricity, 44 with water supply and 4 with sanitation
services. There is a high number of female learners as compared to male learners. The indications are further that there are more female
educators than their male counterparts. Learner-teacher ratio is at 27.0 learners per class.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008

There are schools in the 285 Mogalakwena municipal area. A total number of 159 schools have access to water supply. Only 205 schools have
access to electricity. From the total number of schools, 234 schools are recorded to be having sanitation facilities. There is a further need to
provide 80 schools with electricity, 126 require water supply whereas 51 still need to be provided with sanitation facilities. There are more male
learners than females. The female educators outnumber their male counterparts. The learner-teacher ratio is at 32.2 per class.

Mookgophong has a total number of 24 schools. Fifteen (15) schools have water supply and 11 having access to electricity. With 23 schools,
22 have sanitation facilities. There is still a need to provide 13 schools with electricity, 09 with water supply and 02 with sanitation facilities.
The female learner s outnumbers male learners. There are more female educators than males. The learner per educator ratio is at 28.0 per class.

Thabazimbi has 48 schools in total. From the total number 41 have access to sanitation and 36 having access to water supply. Only 27 schools
have access to electricity. The implication is that 21 schools still require electricity, 12 with water and 07 with sanitation services. The male
learners dominate the females. The teaching profession in this municipal area is female dominated. The learner per educator ratio was recorded
at an average of 30.0 learners per class.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
MATRIC RESULTS 2005 – 2006
NAME OF SCHOOL
BELA BELA LOCAL MUNICIPALITY
2005 (%)
2006 (%)
BELA-BELA
MAOPE
WARMBAD
32.2
30.4
100
29.38
38.88
98.68
MODIMOLLE LOCAL MUNICIPALITY
LESEDING
MEETSETSHEHLA
MOSHIA
MOHLAKAMOTALA
NYLSTROOM
PHAGAMENG
SETTLERS
52.6
100
61.9
98.2
98.9
44.3
100
76.47
98.78
72.22
100
100
50.48
98.68
MOOKGOPHONG LOCAL MUNICIPALITY
HANS STRIJDOM
MAKHUTJISHA
ROEDTAN
97.4
50.6
54.5
95.59
46.23
78.57
THABAZIMBI LOCAL MUNICIPALITY
GROENVLIE
FRIKKIE MEYER
MABOGOPEDI
NALETSANA
NORTHAM COMP
100
99.2
68.9
66.6
88.88
100
23.23
0
68.57
LEPHALALE LOCAL MUNICIPALITY
BAITSWE
BATLHALERWA
100
68
100
55.74
NAME OF SCHOOL
2005 (%)
2006 (%)
DIAMONA
DIMPE
DINOKO
ELLISRAS
100
90.9
81.1
99.1
80.95
96.0
76
98.31
174
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
KODUPO
LETUPU
MAJADIBODU
MALEBO
MANANYE
MATHULASERA
MATSHWARA
MATSIABABA
MAZWE
MMAY
MOKONONKWENOKO
MORAKOLO
MOTLHATJWA
MPEDI
MPHARI
PHEGELELO
RABODITSE
RADINONG
RASERITE
SEOKETSENG
SEPHUTI
SETHULA
THABANG
TSHIRELETSO
100
100
81.7
69.6
89.1
100
87.7
79.2
82.4
68.9
76.8
100
96
54.8
57.7
82.5
78.6
62.1
82.8
77.3
42.5
81.3
100
78.9
90.91
100
52.35
51.61
69.73
63.16
64.18
28.57
24.29
60.87
86.21
96.67
90.32
84.62
38.46
76.0
92.31
50
53.85
84.62
50
88.88
100
96.15
MOGALAKWENA LOCAL MUNICIPALITY
BAKENBERG
BATHOKWA
58.5
54.3
36.12
34.0
NAME OF SCHOOL
2005 (%)
2006 (%)
CHARLES MARAKALALA
DENIS MATLHABA II
GEORGE LANGA
GEORGE MASIBE
JM GWANGWA
JOHN MANGANYE
KGAUBOTLALE
KGAKGATHU
KGOKARI
KGOLODI
42.4
48.9
26.1
80
85.7
59.1
26.3
53.57
62.7
59.63
31.92
39.79
34.23
66.67
30.76
66.67
57.14
42.85
60.37
30.14
175
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
KOLOBE RAMOSOBANA
LAMOLA
LEMETJA
LAPHADIMISHA
MAFASA
MALEMOCHA
MASHAMAITE
MASHOBELA
MASHUBASHUBA
MATATANE
MATHULAMISHA
MATOPA
MATSOGELLA
MMAMOPI
MOKGALAKA-MOLEMOLE
MOOKAMEDI
MPADI
MAWELE
NAKONKWETLOU
NKORU
NKUBE
NTHUBA
PALEDI
81.6
55.88
96.77
41.6
64.29
23.6
76.24
76
90.48
46.7
70
74.7
57.9
90.91
100
73,9
85.71
48
100
83.7
37.3
56.74
78.38
27.27
61.53
43.75
30.43
68.57
49.42
60.0
70.96
57.89
55.0
83.33
38.36
45.68
100
0
57.14
20
61.29
70.27
51.11
86.21
46.59
32.43
NAME OF SCHOOL
2005 (%)
2006 (%)
PHAHLA PHAHLA
PIRWANA
PT MATLALA
RAKUKUBANE
RAMOLLWANA
RALELEDU
SEGOBOKO
SENWANE
SERAME
SESHOATLHA
SESHOKA
SEWELABATHO
SIYAKHALENI
TLOU MATLALA
MPHOKENG
40
77.27
54.54
36.2
84.1
74.29
72
61.5
80.5
45.2
58.4
60
61
75.34
76.47
60
67.65
49.15
39.68
72.73
75
28.57
31.25
8.56
31.15
25.71
32
33.33
75
42.86
176
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
MOTJERE
KUDUSHE
NKOBO
TSHEBEDI
AB MAKAPAN
AC SPORT EXC
BEN HLONGANA
DG TSEBE
EBENEZER
EDL RAMPOLA
FRED LEDWABA HIGH
GOBELA
GOJELA
HEBRON MODEL SCHOOL
JOHN PETRO
KGABA
KGATHI YA MOSHATE
LANGALIBALELE
77.46
77.42
72.97
95
66.3
2.2
65.9
85.7
88.8
67.25
68.1
61.5
42.2
92.3
38.6
41.1
51.2
16.98
70.11
53.13
26
81.25
35.83
10
35
69.23
85.71
80.43
54.55
34.78
68.70
92.98
19.41
32.47
43.12
40
NAME OF SCHOOL
2005 (%)
2006 (%)
LEKWA
LELESO
LETAMONG
MADIKWE
MAKGENENE
MALEYA
MAPANOLLA
MASS MOJA
MASERUNYANE
MASODI
MATANTA
MATSIBE
MC LANGA
MADIKANA
MMANTUTULE
MMATEDU
MMOLAWA
MOKOTLI-NTLAKANA
MPIRWABIRWA
MPUNYE
47.2
75.0
2.2
24.1
81.8
74.1
29.1
57.6
43.8
57.6
63.6
31
48.2
85.5
68.8
79
47.5
83.4
51.6
32.9
45
34.48
52.17
25.69
36.11
65.62
54.29
31.03
51.25
56.25
45.0
42.19
63.16
82.80
55.83
66.18
82.57
78.91
48.15
30.26
177
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
NKAKABIDI
NTATA
NORTH CREST
PIET POTGIETER
RAMOGABUDI
SAINT THOMAS
SEKOBA
SERITARITA
SOMAVUGHA
STERKRIVIER
TETEMA
TJITJILA
WATERBERG
88.8
55
27.02
100
100
38.46
74.2
47.6
55.6
73.6
65
55.2
97.4
71.25
33.68
62.86
97.52
93.15
42.86
14.71
65.45
33.66
15.38
61.63
41.18
97.14
NAME OF SCHOOL
2005 (%)
2006 (%)
WEENEN
85.7
79.31
TOTAL
WATERBERG DISTRICT MUNICIPALITY
63.11%
55.5 %
Source: Dept. of Education, 2007
CHALLENGES:

Provision of water, sanitation and electricity to needy schools

Provision of additional classrooms

Addressing gender imbalances among educators district wide.

Curricula of FET’s to be demand orientated (e.g economic development)

Partnership between locals, private sector and FET’s on skills development
178
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
SOCIAL DEVELOPMENT OVERVIEW
179
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.14. Social Development
6.14.1. Information On Beneficiaries In Receipt Of Social Grants Within The Waterberg District Municipal Area
LOCAL
MUNICIPALITY
MOGALAKWENA
BELA BELA
MODIMOLLE
LEPHALALE
MOOKGOPHONG
THABAZIMBI
OLD
AGE
23955
1845
2315
4317
871
1825
35128
DIS
7200
956
1283
2167
340
1048
12994
WAR
VETERAN
COMB
GRAND
IN AID
20
1
3
8
1
4
37
7
2
2
7
1
3
22
146
19
13
36
3
6
223
FOSTER CARE
BENEFICIARIES
1270
287
324
377
71
161
2490
FOSTER
CARE
CHILDREN
CARE
DEPENDENCY
BENEFICIARIES
CARE
DEPENDENCY
CHILDREN
CHILD SUPPORT
BENEFICIARIES
1966
455
534
592
104
250
3901
433
43
74
113
23
57
743
447
45
79
120
24
61
776
39842
4038
7650
10509
2655
4927
69621
CHILD
SUPPORT
CHILDREN
71312
7081
14049
19267
4704
8403
124816
TOTAL
BEN
72873
7191
11664
17534
3965
8031
121258
CHILDREN
73725
7581
14662
19979
4832
8714
129493
TOTAL
Source: Department of Social Development, 2007
NB: Combination refers to people who are getting Old Age Grant and Child Support Grant.
Grand in Aid refers to Old Age people who are at home not housed in an old aged institution.
Care dependency Grant refers to people with disability from 18 years old.
Old Age - Mogalakwena Local Municipality (23 955) has the highest number of people receiving Old Aged pension, followed by Lephalale Local
Municipality (4 317) and Modimolle Local Municipality (2315) and Mookgophong Local Municipality is the least with a total number of (871). BelaBela Local Municipality has (1845) pensioners while Thabazimbi Local Municipality has (1 825) people receiving old aged pension. The total number
of people receiving Old Aged pension in Waterberg District Municipality is (35128).
Disability - Table 5.1 outline the number of people with disability per local municipality within the District. It is evident from the table that (12994)
people receive disability grants in the district. War Veterans - There are (37) people-receiving aid as War Veteran in the whole district. Number of
180
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
people receiving Grand in Aid is (223). For Forster Care Grant Beneficiary there are (2490) people in number and Forster Care Grant Children is
(3901). Child Dependency Grant Beneficiary there are (743) and Child Dependency Grant Children are (776). For Child support Grant
Beneficiary they are (69621) in number and Child Support Grant Children are (124816).Total number of beneficiary is (121258) and total number
of children is (129493).
The conclusion that could be derived from the above table is that a total number of 124816 (2006 was 117 382) receive social grants and can thus be
declared economically inactive. The said number account for a total population of (20.3%) (2006 was 19.1%) district wide.
6.14.2. Emergency Food Security Programme
MUNICIPALITY
THABAZIMBI
SUB-TOTAL
BELABELA
SUB-TOTAL
DISTRIBUTION POINT
190
52
242
DISTRIBUTION CENTRES
REGOLOGILE
NORTHAM
NUMBER OF BENEFICIARIES
190
52
242
195
73
268
BELABELA COM HALL
PIENARSRIVER
195
73
268
180
27
PHAGAMENG COM HALL
ALMA MOSHIA HIGH
VAALWATER LESEDING COM
HALL
180
27
MOKGOOPONG COM HALL
THUSANG(ROETAN) COM HALL
226
59
285
MODIMOLLE
SUB-TOTAL
112
319
MOKGOOPONG
SUB-TOTAL
226
59
285
112
319
181
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
ABBASPOORT
SHONGWANE
SELEKA
WITPOORT
95
108
135
60
398
MAHWELRENG WELFARE
152
MOGALAKWENA 1
SUB-TOTAL
MAPELA
69
221
MOGALAKWENA 2
BAKENBERG
MAKOBE TRIBAL HALL
TAUEATSWALA TRIBAL HALL
70
101
96
267
LEPHALALE
SUB-TOTAL
95
108
135
60
398
SUB-TOTAL
TOTAL
2000
2000
Source: Dept of Social Development, 2007
Note: The food parcels contain the following:
1X 5kg dried beans,1X 5kg Sugar,1X 2,5kg Samp,1X1kg Full Milk Powder,1X1kg Soya mince 1X1kg Iodised salt, 1X 800g Soup, 1X810g Peanut butter, 1X2 litres
sunflower oil,100x1, 5kg tea bags, 2X 500g Washing powder, 4X125g bath soap & 2X25kg maizemeal.
182
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.14.3. Integrated Social Development Services to replace emergency food security program.
ALLOCATION OF FOOD PARCELS
MUNICIPALITY
Bela –Bela
Lephalale
Modimolle
Mogalakwena
Mookgophong
Thabazimbi
TOTAL
POVERTY LEVEL
40.9%
60.6%
48.3%
60.6%
42.2%
52.3%
ALLOCATION
268
398
319
488
285
242
2000
Source: Dept of Social Development, 2007
CHALLENGES:





Recruitment of foster parents for fostering of orphans
Sustainability of social development projects
Involvement of all relevant stakeholders in the off-loading of beneficiaries
Service delivery to the disadvantaged in rural areas
Staff turn over
183
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
GOVERNANCE
AND
ADMINISTRATION CLUSTER
ANALYSIS
184
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
HUMAN RESOURCES
AND
ORGANISATIONAL MANAGEMENT
185
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
16.5 MANAGEMENT ORGINASATIONAL STRUCTURE
Municipal Manager
Manager:
Corporate
Services
Manager:
Social
Services
Manager:
Technical
Services
Manager:
Planning &
Economic
Development
Chief
Financial
Officer
Office of
Executive Mayor
Assistant Manager:
Legal Services
Assistant Manager:
Social Services
Assistant Manager:
Roads and
Stormwater
Assistant Manager:
LED
Assistant Manager:
Expenditure
Assistant Manager:
Community
Participation
Assistant Manager:
Capital Program
Assistant Manager:
Development
Planning
Assistant Manager:
Income
Executive Assistant
Assistant Manager:
Human Resources
186
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.15.1 SWOT ANALYSIS OF VARIOUS MUNICIPAL FUNCTIONS PER DEPARTMENT
6.15.1.1. NAME OF DEPARTMENT: INFRASTRUCTURE DEVELOPMENT
PRIORITY ISSUES DELEGATED TO THIS DEPARTMENT FOR IMPLEMENTATION
1. WATER , SANITATION AND DROUGHT RELIEF
2. ROADS AND STORMWATER
3. ELECTRICITY CO-ORDINATION
SWOT ANALYSIS
NATIONAL KPA
MUNICIPAL
FUNCTION
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
OVERALL
CHALLENGES
PROPOSED
INTERVENTION
187
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
BASIC
SERVICE
AND
INFRASTRU
CTURE
DEVELOPM
ENT
Water
& Skills,
sanitation
expertise,
operational
budget and
transport
resources are
available for
co-ordination
purposes.
HR capacity to
respond to invitation
for co-ordination is
limited by number of
staff.
Support from
National and
Provincial
Government in coordinating water and
sanitation activities.
Waterberg DM has a
district eye-view of
opportunities and
potentials, to avoid
local vested interests.
Central provision of
problem solving
models
Insufficient Skills and
expertise at LMs regarding
water and sanitation
development.
There is not enough water
and financial resources to
meet the demand at LMs.
Non-attendance of
meetings by LMs
Separate functions
on water and
sanitation activities
at LM levels as
opposed to the
District level.
The District
need to separate
the water and
sanitation coordination
activities.
The WSA status
residing at the LM
levels is negative
towards the
potential of the
District to take
advantage of
District-wide
opportunities and
potentials.
HR component
need to be
increased
(create separate
posts for water
and sanitation
co-ordinators)
(two junior
officials)
Non-attendance
leads to poorly
informed decisions
around programs
implementation
Identify the
possibilities for
sharing the
WSA function
with the LMs.
(one senior
official)
Identification
and
understanding
of reasons for
poor
attendance, and
engagement
with senior
management at
LM level to
delegate
officials.
188
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Drought
relief
Skills,
expertise,
operational
budget and
transport
resources are
available for
planning
purposes.
HR capacity to do the
planning is limited by
number of staff.
Joint funding from the
WDM and the
Province facilitates the
planning process.
No proper systems and
management of drought
relief programme
There is no
dedicated person for
drought relief
activity
Create a post of
drought relief
Officer (one
senior official)
189
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Roads and Draft report
stormwater
on the
institutional
arrangements
and roads
condition
regarding
District road
authority
function is
available.
Absence of skills,
expertise, operational
budget and transport
resources for the
roads authority
function.
Availability of
information resources
at RAL.
Limited skills, expertise,
operational budget and
transport resources are
available for roads and
stormwater planning and
development.
Inability to spend
potentially higher
capital budget on
maintenance
(regravelling) of
roads.
Ability to comply and
respond to
Government
objectives and
strategies (e.g. EPWP,
ASGISA).
Road condition
information is outdated.
Effective planning is
hampered by
outdated
information.
Possibility for MIG
Funding for
construction of roads.
Inability to discharge the
road authority function.
Unlocking of access to
LED opportunities.
Inaccessibility of
economic opportunities
and social services.
Backlog of roads
and stormwater
services.
Lack of
organizational
structure, funding,
and execution
capacity.
Grow (HR) the
project
management
capacity of the
WDM. (one
senior and one
junior officials)
Conduct a road
condition
survey on a five
year cycle.
Increase
funding sources
and amounts.
Establish a
section 78
process.
Develop and
implement the
organizational
structure that
will ensure the
effective
discharge of the
road authority
function. (one
senior official)
190
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Electricity
Skills,
expertise,
operational
budget and
transport
resources are
available for
co-ordination
purposes.
HR capacity to
respond to invitation
for co-ordination is
limited by number of
staff.
Support from
National and
Provincial
Government in coordinating electricity
activities
Establishment of
REDS.
Non-attendance of
meetings by some LMs.
Non attendance of Local
Energy Forum by the
WDM.
Non-attendance
leads to poorly
informed decisions
around programs
implementation.
No opportunity to
attend to Local
Specific issues about
LMs
Identification
and
understanding
of reasons for
poor
attendance, and
engagement
with senior
management at
LM level to
delegate
officials.
The District
needs an
electricity coordinator. (one
junior official)
191
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Technical
Support to
other
Department
s
Availability of
Technical
Support and
Advice.
HR capacity to
provide advice is
limited by number of
staff.
Procedures and
solutions are
streamlined and
standardized.
Crisis management in
Technical Services due to
ad hoc request for
support.
Non-standard procedures
and solutions lead to
duplication of efforts and
wasteful expenditure.
Other departments
request support in
an ad hoc manner
without appropriate
planning.
Support from
Technical
Services should
clearly be
indicated in the
project
Sitting with different plans/designs.
solutions to the
similar problem.
Development
and
implementation
of technical
procedures and
solutions should
be standardized
by Technical
Services.
192
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
MIG and
EPWP
Skills,
expertise,
operational
budget and
transport
resources are
available for
co-ordination
purposes.
HR capacity to
respond to invitation
for co-ordination is
limited by number of
staff.
Support from
National and
Provincial
Government in coordinating MIG
activities
Non-attendance of
meetings by some LMs.
Possibility for MIG
Funding for
construction of roads.
Inability to address the
roads and stormwater
backlog of services.
Non attendance of Local
MIG Forum by the
WDM.
Non-attendance
leads to poorly
informed decisions
around programs
implementation.
No opportunity to
attend to Local
Specific issues about
LMs
Poor MIG
expenditure due to
lack of HR.
Identification
and
understanding
of reasons for
poor
attendance, and
engagement
with senior
management at
LM level to
delegate
officials.
MIG Funding
to be used to
secure the
services of the
PMU.
193
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
INF R A S T R U C T UR E D E V E L O P ME NT
P 78 MA NA G E R
P 79 S E C R E T A R Y
PL 7
P 80 A S S IS T A NT MA NA G E R
R OADS
PL 3
P 83 T E C H NIC IA N
MA INT E NA NC E R O A D S
PL 6
P 81 A S S IS T A NT MA NA G E R
C A P IT A L P R O G R A MS
PL 3
P 85 T E C H NIC IA N
C A P IT A L
P R O G R A MS
PL 6
P 86 A D MIN
A S S IS T A NT
PL 9
194
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.15.1.2 NAME OF DEPARTMENT: SOCIAL SERVICES
PRIORITY ISSUES DELEGATED TO THIS DEPARTMENT FOR IMPLEMENTATION
1.
2.
3.
4.
5.
6.
MUNICIPAL HEALTH SERVICES
ENVIRONMENTAL MANAGEMENT SERVICES
DISASTER MANAGEMENT AND FIREFIGHTING
SPORTS, ARTS AND CULTURE CO-ORDINATION
EDUCATION CO-ORDINATION
SAFETY AND SECURITY CO-ORDINATION
SWOT ANALYSIS
195
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
NATIONAL KPA
MUNICIPAL
FUNCTION
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
OVERALL
CHALLENGES
PROPOSED
INTERVENTION
BASIC SERVICE
MUNICIPAL
HEALTH SERVICES
Ass.Heads are
appointed and
Environmental
Health Officials are
devolved to the
District
Delay in the
finalization of
devolution process
Installation of
compatible Municipal
Health IT System.
Shortage of
Municipal
Health
Officials.
Insufficient
funding
Increased funding for
Municipal Health.
Lack of
internal
cooperation
Law enforcement
against offenders
BASIC
SERVICES
AND
INFRASTRUCTURE
DEVELOPMENT
Lack of by – laws
Proper Management
and control.
Initiated the process
of standardized by –
laws.
Memorandum of
understanding has
been signed
between the
Province and the
District for
rendering the
services
Landfill sites funds
are available
Some Local
Municipalities have
not signed
memorandum of
agreement.
No memo of
agreement between
the District and
Locals with regard
to management and
control of landfill
sites
The two officials
are unable to
maximize the
service
Two officials
appointed to handle
MHS function
Well coordinated
service
Monitoring,
coordination and
support on
implementation
IWMP by local
Municipalities
Adherence to
prescribed
requirements of
DWAF
Environmental
summit
Reduction in
communicable and
non communicable
diseases
Increased
mortality and
morbidity rate
Delay of
signing the
memorandum
of agreement
that lead to the
hampering of a
well
coordinated
service
Closure of
landfill sites by
DWAF to non
complying local
municipalities
Increase in
mortality and
morbidity rate
Recruitment of
personnel.
Finalization of by - laws
Finalization of
Memo of transfer
agreement
No memo of
agreement between
the District and
Locals with regard
to management and
control of landfill
sites
MHS devolved
function creating an
administrative
burden.
Follow-up those Locals
Municipalities that have
not Signed.
Engaging Local
Municipalities to sign
memorandum of
agreement.
Implementation of
DWAF requirements.
Strengthening of the
administration of MHS
function
196
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
ENVIRONMENTAL
MANAGEMENT
Deployment of DEAT
Official to the District.
Environmental
Management Plan
initiated
Lack of support staff.
Internal delays of
Environmental
Management Plan
To improve
Environmental conditions
across the District.
Adherence to
Environmental
Legislation.
Lack of funds.
Lack of personnel
Personnel recruitment
Poor management
of Environmental
Activities
Inability to
implement a plan
due to internal
delays
Approval of the plan by
Council
Establishment of
Environmental Management
Unit.
Re-submission of
Environmental Management
Plan before council
Improved Environmental
conditions
Environmental
Degradation
Heritage issues are
addressed by both
Social and Planning
Department
Uncertainty with regard
to location of this
function.
Coordination, monitoring
and support of heritage
sites.
Heritage issues
will not be
addressed
optimally by
District
No clear coordinating
function
Proposal that heritage be
located to Social Services
Air quality management
plan has been initiated
Insufficient fund
Adherence to
Environmental Legislation
Absence of
additional funds.
Unavailability of
sufficient fund
Reallocation for additional
funding
Waste management
plan has been initiated
Internal delays of Waste
Management Plan
.
Adherence to
Environmental
Legislation.
Inability to
implement a plan
due to internal
delays
Approval of the plan by
Council
Re-submission of Waste
Management Plan before
council
Improved Environmental
conditions
197
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
FIRE
FIGHTING
SERVICES
Purchased mobile heavy
load fire fighting
tankers, vehicles and
skid units.
Lack of human capital
or personnel.
Provision of
comprehensive fire
fighting services.
Veldt fires.
Personnel recruitment.
Domestic Fire.
Inadequate and insufficient
equipments
Funds.
Outdated fire
equipment.
Securing of
sufficient funds to
acquire additional
fire fighting
equipments
Personnel
recruitment.
Lack of personnel
Service Delivery
Agreements entered into
between the District and
Local municipalities.
Allocated operational
and capital budgets for
rendering the services.
Initiate the process of
fire-fighting by-laws.
Irregular submission
of fire monthly claims
and internal audit for
fire fighting services
Rendering of the fire
fighting services efficiently
and effectively.
Direction boards to
incidents
Inaccessible
areas/settlements
Inconsistencies on the
submission of monthly fire
fighting claims by all local
municipalities.
Regular or bimonthly meetings
with the locals.
Lack of standardized
tariff policy for fire
call – outs purposes
Uniformity in terms of
rendering call –out charges
by local municipalities
Audit queries
To have a uniform fire
fighting tariff policy for all
callouts charges.
Internal delays by
implementing
Department.
Adherence to applicable
legislation.
Non performance
towards service delivery
by Local Municipalities.
Non –compliance with fire
fighting legislations
Development of
District
standardized tariff
policy for fire
fighting call- out
charges.
Finalization of bylaws
Municipalities have
inconsistencies in
rendering the fire
fighting services
Inability to implement a
by-law due to internal
delays
198
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
TO COORDINATE
AND SUPPORT
TO
STRUCTURES
DEALING
WITH
EDUCATION
Provision of support
services to structures
dealing with education.
Lack of working
relationship between
the Department and
the District
Municipality.
Upliftment of standard of
education.
Insufficient funding.
Alignment of project
between Department
Education and District
Municipality
Social Cluster
meeting to be
strengthened.
Intervention by
Political office.
199
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
TO COORDINATE
SPORTS, ARTS
AND CULTURE
Hosting of District O.R
Tambo and Indigenous
Games regionally and
Provincially
Lack of promotion on
individual Sporting
codes.
To unleash the potential of
young talents in the
District
Lack of interest by
youth.
Attracting enough young
talents.
Insufficient funding.
Lack of a sports, arts
and culture officer
within the social
services department.
Research to be
made within the
Province about the
location of sports,
arts and culture
subdivision.
Personnel
recruitment.
Inter Departmental
disagreements with
regards to the location
of the function.
TO COORDINATE
AND SUPPORT
TO
STRUCTURES
DEALING
WITH SAFETY
AND SECURITY
Established District
Sports Council
Poor attendance of
meetings by locals .
Establishment of sports
assembly.
No official dealing with
sports activities.
Coordination of relevant
stakeholders
Personnel
recruitment
Strategic location for
coordination and
support.
Lack of coordination
and support plans
initiatives.
Development of crime
prevention strategy.
Lack of cooperation
with regard to the
sharing of information
Coordination and support
initiatives.
Regular meeting
with all structures
dealing with Safety
and Security.
Lack of crime
prevention strategies.
Attendance of SAPS rural
safety committee meetings.
Uncoordinated
awareness programmes
with the District
No coordinated effort by the
Province.
Interact with the
sister Department
and local
municipalities to
develop the crime
prevention strategy.
200
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CURRENT STAFF COMPLEMENT
DEPARTMENT
TOTAL
DEPLOYED OFFICIALS
NUMBER OF STAFF
DESIGNATION
STATUS
MANAGER:SOCIAL SERVICES
OCCUPIED
ASSISTANT MANAGER:SOCIAL SERVICES
OCCUPIED
ASSISTANT HEAD HEALTH SERVICES X 2
OCCUPIED
DISASTER MANAGEMENT OFFICER
OCCUPIED
MUNICIPAL HEALTH OFFICIALS
22 0CCUPIED
07 VACANT
33
26
07
33
33
ASS. DIRECTOR
01
01
COMM.ENVIRONMENTAL WORKER
201
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
S O C IA L S E R V IC E S
P 58 MA N A G E R
P 59 S E C R E T A R Y
PL 7
P 60 A S S IS T A NT MA NA G E R
S O C IA L D E V E L O P ME NT
PL 3
P 66 A S S IS T A NT
MA NA G E R MU NIC IP A L
H E A L T H S E R V IC E S
PL 3
P 62 D IV IS IO N A L
MA NA G E R
PL 5
P 61 C H IE F
F IR E
O F F IC E R
PL 6
P 64
D IS A S T E R
MA NA G E ME
NT O F F IC E R
PL 6
P 65 E NV IR O N ME NT A L
H E A L T H P R A C T IO NE R
PL 6
P 65D IV IS IO N A L
MA NA G E R P L 5
P 42
E NV IR O NME NT A L
HE AL T H
P R A C T IT IO NE R
PL 6
202
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.15.1..3 NAME OF DEPARTMENT: FINANCIAL SERVICES
PRIORITIES DELEGATED TO THIS DEPARTMENT FOR IMPLEMENTATION
1. INSTITUTUIONAL DEVELOPMENT
SWOT ANALYSIS
KPA
MUNICIPAL STRENGTH
FUNCTON
FINANCIAL
Revenue
VIABILITY AND Management
MANAGEMENT
Main source of
income is grants
Strong
investment
portfolio
Low turnover of
personnel
WEAKNESSES OPPORTUNITIES THREATS
OVERALL
CHALLENGES
PROPOSED
INTERVENTION
Dependent on
govt for grants
Donor funding
Uncertainty of govt
grants
Insufficient
revenue
Investigate alternate
sources of revenue
RSC Levies
eliminated – levy
payers not
paying
Appoint Tracing
Agents
Revenue to replace
RSC Levies may
not be a district
responsibility
Institute legal action
Summons must be
issued by 30 June
2008
Loss of income
Additional funds
available for projects
Fluctuation of
interest rates
Placement of
personnel
Loss of personnel
due to elimination
of RSC Levies
203
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Expenditure
Management
Efficient
expenditure
management
Low turnover of
personnel
Financial
Reporting
Budget
Compilation
and Control
Ability to report
timeously in
compliance with
MFMA
Poor
implementation
of projects by
other
departments
SCM unit not
fully operational
Inability of
financial system
to report in the
required format
Officials inability
GAMAP/GRAP to compile AFS
conversion
in new format
completed
Ability to
Inability of
compile and
financial system
approve budget to monitor
budget
Placement of
personnel due to
elimination of levies
Grants may be
reduced due to
poor
implementation of
projects
Unfunded
mandates(Municipal
Health Service)
Job evaluations may
result in increase in
personnel costs
Non compliance of
MFMA
Poor service
delivery
High personnel
costs
Effective
implementation of
PMS
Submission to
National Treasury
for additional grants
Finalise and approve
organogram
Amend/upgrade
system
Training officials
Non compliance of
MFMA
Amend/upgrade
system
Regular report to
managers
CURRRENT STATUS
204
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
DEPARTMENT
NUMBER OF STAFF
DESIGNATION
1.CHIEF FINANCIAL OFFICER
2.ASSISTANT MANAGER:EXPENDITURE
3.ASSISTANT MANAGER: INCOME
4.ASSIST ACCOUNTANT x2
5.CLERK GRADE 1 x4
6.CLERICAL ASSISTANTS x2
7.ADMINISTRATIVE ASSISTANT
8.DEPUTY CFO
9.ACCOUNTANT
SCM UNIT (4 POSTS)
BUDGET AND REPORTING OFFICER
FINANCIAL INTERNS x 2
TOTAL
CURRENT
STATUS
OCCUPIED
OCCUPIED
OCCUPIED
OCCUPIED (1)
OCCUPIED
OCCUPIED
OCCUPIED
ELIMINATE
ELIMINATE
PROPOSED
PROPOSED
2 OCCUPIED
(CONTRACT)
14 + 2
205
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
F IN A N C IA L S E R V IC E S
(2)
P1
C H IE F
F IN A NC IA L O F F IC E R
P 2 S E C R E T AR Y
PL 7
P 3 A S S IS T A NT MA N A G E R
B UD G E T & E X P E ND IT UR E
PL 3
P 4 A S S IS T A NT MA N A G E R
S UP P L Y C H A IN MA NA G E ME NT &
R E P O R T ING
PL 3
P 12 S C M O F F IC E R
PL 6
P 6 S A L A R Y O F F IC E R
PL 6
P 8 S E N IO R C R E D IT O R S
PL 8
P 13
C L E R IC A L
A S S IS T A NT
P L 10
P 10 S E NIO R S C M
CLERK
PL 8
P 11 S E NIO R S C M
CLERK
PL 8
P 13
C A S H IE R /C L
ERK
P L 10
206
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.15.1.4 NAME OF DEPARTMENT: PLANNING AND ECONOMIC DEVELOPMENT
PRIORITIES DELEGATED TO THIS DEPARTMENT FOR IMPLEMENTATION
1. ECONOMIC DEVELOPMENT
SWOT ANALYSIS
207
KPA
MUNICIPAL
STRENGTH
WEAKNESSE
OPPORTUNITIE
THREATS
WATERBERG
DISTRICT
MUNICIPALITY
IDP REVIEW 2007/2008
FUNCTION
S
S
S
LOCAL
ECONOMIC
DEVELOPMENT
Development
Legislative
Planning
Framework.
(Management
of
Spatial Development
Framework & Land
Use)
Limited
/Insufficient
technical
capacity
Budget
Dedicated
Unit
Legislative
Framework
Lack of by-laws
to enforce SDF.
Availability of
financial resources.
Lack of
cooperation
from local
municipalities.
Easy to provide
services.
Land ownership
patterns
OVERALL
CHALLENG
ES
Lack of bylaws to
enforce
implementatio
n.
PROPOSED
INTERVEN
TION
Assist
municipalities
to draft bylaws.
Limited
capacity in
human,
technical and
financial
expertise.
The
establishment
of the
Development
Agency.
Identify investment
opportunities
Maximize
effectiveness of land
–use.
Economic
Legislative
development
requirements.
(Promotion
&
Facilitation of LED)
Dedicated
Unit at
District level .
Political
buy- in.
Availability of
sectoral
strategies.
Lack of
community
involvement.
Lack of
common
understanding of
LED.
Lack of human
capacity and
technical
expertise in local
municipalities.
Stimulate economic
growth and
development.
Sector strategies
encourage new
business expansion
and job creation.
It is a tool that
provides leadership
to sectoral
development.
Promotes economic
growth and
development.
Dependency
syndrome arising
out of poverty
alleviation
projects.
Dependant on
other services to
thrive.
Lack of political
buy- in.
208
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Management
Abattoir
of
the Ownership by
the municipality.
Human resource
capacity.
Regulation
and
co- The integrated
ordination
of
public transport plan is
transport matters
in place.
Operating at 50%
capacity.
Job creation.
Not profitable.
The abattoir supports
Working conditions
local business.
of employees.
Contributes to LED and
PDGS.
Lack of human,
technical and
financial capacity.
Lack of role
clarification.
Business opportunities
for SMMEs.
Improved public
transport system.
Trading limitations.
Unavailability of
land for transport
facilities.
Negative impact on
public transport
service.
Management
model of the
abattoir.
Establishment of
Development
Agency.
New mandates
with no requisite
capacity to
execute.
Build new
capacity in
human resource,
technical and
financial.
Regulations and
management
model.
Prone to violence.
209
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CURRENT STAFF COMPLEMENT
DEPARTMENT
TOTAL
OVERALL TOTAL
NUMBER OF STAFF
DESIGNATION
STATUS
MANAGER:: PLANNING AND ECONOMIC DEVELOPMENT
ASSISTANT MANAGER:DEVELOPMENT PLANNING
ASSISTANT MANAGER:ECONOMIC DEVELOPMENT
LED CO-ORDINATOR
ADMIN & HYGIENE OFFICER
MARKETING & TOURISM OFFICER
GENERAL WORKSMAN
SLAUGHTERERS
OCCUPIED
VACANT
OCCUPIED
OCCCUPIED
OCCUPIED
VACANT
OCCUPIED
OCCUPIED X 8
13
02
15
210
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
P L A NNIN G & E C O N O MIC D E V E L O P ME NT
P 38 MA N A G E R
P 39 S E C R E T A R Y
PL 7
P 40 A S S IS T A NT
MA NA G E R
D E V E L O P ME NT
P L A NN ING
PL 3
P 42 ID P O F F IC E R
PL 6
P 41 A S S IS T A NT MA NA G E R
E C O NO MIC D E V E L O P ME NT
PL 3
P 42 ID P O F F IC E R
PL 6
P 46
A S S IS T A NT ID P
O F F IC E R
PL 8
P 43
MA R K E T ING &
T O U R IS M
O F F IC E R
PL 6
P 44
A G R IC U L T U R A L
O F F IC E R
PL 6
P 45
T R A NS P O R T
MA NA G E ME NT
O F F IC E R
PL 6
P 47S E NIO R A D MIN
CLERK
PL 8
P 49 G E NE R A L
WO R K S MA N
PL 9
P 48 A D MIN
A S S IS T A NT
PL 9
P 57
S L A UG H T E R E R
S
P L 13
211
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.15.1.5 NAME OF DEPARTMENT: CORPORATE SUPPPORT SERVICES
PRIORITIES DELEGATED TO THIS DEPARTMENT FOR IMPLEMENTATION
1. INSTITUTIONAL DEVELOPMENT
KPA
MUNICIPAL
FUNCTION
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
OVERALL
CHALLENGES
PROPOSED
INTERVENTION
TRANSFORMATI
ON AND
ORGANISATIONA
L
DEVELOPMENT
LEGAL
SERVICES
Sufficient budget provided for the
legal services
Maintenance of
records of contracts
and the management
of agreements
Assigning the duties
of administering legal
matters to the
administration unit
Ability to
source legal
competency in
the
administration
unit
To appoint a
resource that is
sufficiently
competent to deal
the administration
of legal matters
HUMAN
RESOURCES
MANAGENT
Availability of approved posts
Delay in obtaining
approval to fill key
vacant positions
Clear recruitment/
Staff \provisioning
policy
Failure to
comply with
the policy
Transfer of legal
matters to the
Administration unit
and appointment of a
senior official
(Assistant Manager) to
be responsible for
both administration
and legal matters
Speedy approval of
the delegations policy
framework
Manageable staff component
Staff incentives not
attractive
Recruitment of local
people
High staff
turnover
Retain staff
(especially key
personnel)
Develop a policy for
retention of key
personnel
Effective personnel administration
Non-integration of
the HRM system with
other systems
Development of the
MSP to integrate all
IT systems
Dissatisfied
personnel and
low morale
Maintain Effective
personnel
administration
Integration of the
HRM and PayDay
systems to the other It
systems in the
municipality
Service delivery is
negatively affected
212
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
ADMINISTRAT
IVE AND
AUXILLARY
SERVICES
Personnel appraisals
not done in terms of
requirements
PMS framework has
been adopted
Fairly new building
Insufficient funding
for building
maintenance
Provision of office
space
Approved posts on the
organogram
Shortage of staff
Job opportunities for
people from the
district
Draft Fleet Management Policy
developed
Delay in the approval
of the policy
Consideration of
policies at the ensuing
Strategic Planning
Workshop
Deserving
officials not
reward and
underperfomance
not being dealt
with
Physical and
health risks to
staff and
people visiting
the
municipality
Staff doing
duties that are
not in their
job
descriptions
Abuse of
municipal
vehicles
Coordinate and
facilitate PMS
evaluations/
appraisals (annually)
Strategic information
of PMS are assessed
and evaluated by HR,
and steps taken
Ensure safe and
comfortable
buildings
Seek sufficient
funding (internally or
externally)
Basic duties are not
attended to in time
Fill Corporate
Services Vacancies
Lack of standard
procedure for
managing the
municipal fleet
Submission of the
draft policy for
approval
213
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CURRENT STAFF COMPOSITION
DEPARTMENT
CORPORATE SERVICES
NUMBER OF STAFF
DESIGNATION
STATUS
MANAGER:CORPORATE SERVICES
ASSISTANT MANAGER: LEGAL SERVICES
ASSISTANT MANAGER: HUMAN RESOURCES
SENIOR ADMINISTRATIVE OFFICER
RESEARCH & INFORMATION OFFICER
HUMAN RESOURCE DEVELOPMENT OFFICER
SENIOR RECORDS OFFICER
ADMINISTRATIVE OFFICER/ SECRETARY
DRIVER/MESSENGER/MAINTENANCE OFFICER
ADMINISTRATIVE ASSISTANT:HR
DOCUMENT PROCESSING CLERK
RECEPTIONIST/TYPIST
TELEPHONIST
CLEANERS X 6
PREMISES CLEANER
20
TOTAL
20
OCCUPIED
VACANT
VACANT
OCCUPIED
VACANT
OCCUPIED
OCCUPIED
OCCUPIED
VACANT
OCCUPIED
OCCUPIED
OCCUPIED
4 OCCUPIED
VACANT
2 VACANT
12
VACANT
08
20
214
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
C O R P O R A T E S E R V IC E S
P 19 MA N A G E R
P 20 S E C R E T A R Y
PL 7
P 21 A S S IS T A NT MA NA G E R
H UMA N R E S O UR C E
PL 3
P 23 H R D
O F F IC E R
PL 6
P 24 H R
O F F IC E R
PL 6
P 27 P MS
O F F IC E R
PL 6
P 22 A S S IS T A NT MA NA G E R
L E G A L & A D MIN IS T R A T IO N P L 3
P 25 IC T O F F IC E R
PL 6
P 26 S E NIO R A D MIN
O F F IC E R
PL 5
P 28 S E NIO R
R E C OR DS
CLERK
PL 8
P 32
A S S IS T A NT
A D MIN H R
PL 9
P 29 R E C O R D S
CLERK
PL 9
P 30
R E C E P T IO N IS T
/
T E L E P H O NIS T
PL 9
P 31
MA INT E NA NC
E
O F F IC E R /D R IV
E R PL 9
P 37 C L E A NE R S
P L 15
215
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.15.1.6NAME OF DEPARTMENT: OFFICE OF THE EXECUTIVE MAYOR
PRIORITIES DELEGATED TO THIS DEPARTMENT FOR IMPLEMENTATION
1. PUBLIC PARTICIPATION AND COMMUNICATION
2. SPORTS, ARTS AND CULTURE CO-ORDINATION
3. EDUCATION CO-ORDINATION
KPA
MUNICIPAL
FUNCTION
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
OVERALL
CHALLENGES
PROPOSED
INTERVENTION
216
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
GOOD
Provide Political Retention of Councilors
from the previous
GOVERNANCE
Leadership
Council
AND
PUBLIC
PARTICIPATION
Lack of capacity by
other cllrs.
Effective running of
council
compromised
service delivery
Councilors need to be
capacitated
Executive Mayor served
at provincial legislature
for more than six years
Unplanned
activities
The Executive Mayor
has exposure with the
political environment as
she served in the
Provincial Legislature
Ineffective coordination
of special projects
Some Mayoral
Committee Members
were Mayors of Local
Municipalities during the
previous Council
Establishment of
structures which
are not functional
Some Councilors are
familiar with the
political environment as
they have served in the
previous Council
Overspending
caused by
unplanned
activities
[Provincial &
National
Departments]
Non functional
of structures
causes non
compliance to
legislative
requirements
Administrative support
to the political leadership
is inadequate
Aligning functions
with the
organizational
structure
Vacant positions
such as Executive
Assistant , Special
projects etc have
effect on the
functions of this
office
Non
compliance/adherence
to schedule of council
meetings or activities
caused by interruptions
by Provincial
Departments
Coordination of
activities be aligned
with the calendar of
other departments at
the level of IGR
(to be addressed at
the level of IGR
Fora)
Establishment of Inter
Governmental Relations
Fora within the district
Consolidation of
capacities within
members of the Mayoral
Committee
Capacity Building of
Councillors (ie
Skills Audit to be
conducted)
217
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Community
Participation
Database of stakeholders
has been deveolped
No Mayoral
Imbizos
Effective stakeholder
engagement
Community outreach
programmes such as
Domestic Workers &
Farmworkers conducted
No budget for
capacity building of
ward committees
Lack of
coordination for
the Community
development
Workers [CDW]
Effective participation
by ward committees
Communities
not aware of
Local
Municipalities
and District
Municipality`s
functions
Civil unrest
caused by lack
of knowledge
Inadequate budget
allocation for all
Community Participation
programmes
Budget Forum be
established to
influence the
allocation of budget
informed by
activities
Ineffective stakeholder
engagement
Develop clear
programmes for
Community
Participation
Unknown
political
leadership by
communities
Ward Committees not
fully functional
/ineffective
Ineffective participation
by ward committees on
the district planning
Develop monitoring
and evaluation of
Community Based
Organizations &
ward committees
Develop a policy to
assist Community
Based Organizations
The Local
Municipalities to
provide out of
pocket expense for
the Ward
Committees
Provide budget for
the Capacity building
programme of ward
committees
218
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Coordination
Council
Committees
of
Council and Mayoral
Committee meet as
required by legislation
The meetings always
quorate
Rules of Order adhered
to by councilors
Promote
intergovernmental
relations
Structures have been
launched (i.e. District
Speakers Forum, District
Mayors Forum, District
Traditional Leaders
Forum etc)
Managers
preparing items for
Council agenda
without prior
approval of the
relevant Portfolio
Committee, that
results in the
portfolio
Councillors
disowning an item.
Learning on how
meetings are conducted
Legislative compliance
Promotion of broad
participation by
Councillors
Poor
participation in
the council by
Councillors
caused by late
delivery of
agendas
Coordination of
Portfolio Committees
done by different
departments
Agenda items be
submitted within the
stipulated time frame
Fragmented
approach on
coordination of
committees
Late submission of
items delays
compilation of
agendas and
delivery
Ineffective
functioning of the
District IGR forum
Coordination of all
Portfolio
Committees be
located in the Office
of the Speaker.( i.e.
two Committee
Officers be
appointed)
All agenda items be
discussed by
Portfolio
Committees before
submission to the
Mayoral Committee.
Learning network
Lack of
dissemination
of information
Structures do not meet
as expected
Advocacy of IGR
Act [compliance]
Streamlined activities
Collapsed
forums due to
non compliance
Legislation [IGR Act]
had effects on this as it
was a bill then, presently
as an Act has changed
composition of members
Resuscitate other
forums established
219
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Strategic
Partnership
Exchange of
programmes/Knowledge
Sharing/Networking
[DLN & Kgatleng]
Insufficient budget
allocation defeats
implementation of
these programmes
Enhances capacities of
entities
Implementation
of programmes
defeated
Learning opportunities
Level of understanding
of partners may be
different due to different
functions by entities
Joint Projects
Special Projects
Structures have been
established [ Youth,
Sports & AIDS
Councils]
Political support or
backing
Budget allocation
dedicated to the
programe
Interdepartmental
conflict regarding
the location of the
function i.e. Sports,
Arts & Culture.
Provide an identity for
the Office of the
Executive Mayor
Provide oversight
role
on
the
executive
authority
and
administration
Members of the Mayoral
Committee act
consistently in relation
with the portfolios they
head, and that they
adhere to policies of
Council
To review strategies
of partnership with
Kgatleng District
Council
It brings the
municipality closer to
the people
Direct link with
vulnerable grou
Discourse
between line
function and
political office
bearers, which
results in
disharmony
Location of these
function and budget
Not functional
Service delivery
undermined
ps
Tension between
political and
administration
hampers objective
oversight
Effective
implementation of
council resolutions
Paralysis of the
structure
No monitoring tool to
track the implementation
of resolutions
Service delivery
undermined
Internal advocacy of
these programmes to
roll out
Projects and budget
be properly located
in the Office of the
Executive Mayor
T o resuscitate
various Councils
through meetings
and summits
Development of
clear plans for
anchor projects
Roles be clarified
Periodic review of
council resolutions
Misunderstanding of
roles
220
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CURRENT STAFF COMPLEMENT
DEPARTMENT
TOTAL
NUMBER OF STAFF
DESIGNATION
MANAGER: OFFICE OF EXECUTIVE MAYOR
ASSITANT MANAGER: COMMUNITY PARTICIPATION
EXECUTIVE ASSISTANT
COMMITTEES AND COUNCIL CO-ORDINATION
OFFICER
COMMUNICATIONS OFFICER
SPECIAL PROJECTS CO-ORDINATOR
SECRETARY TO SPEAKER
SECRETARY TO EXECUTIVE MAYOR
EXECUTIVE MAYOR’S DRIVER
ADMINISTRATIVE ASSISTANT
10
10
STATUS
OCCUPIED
OCCUPIED
OCCUPIED
OCCUPIED
OCCUPIED
VACANT
OCCUPIED
OCCUPIED
OCCUPIED
OCCUPIED
09
01
10
221
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
O F F IC E O F T H E E X E C U T IV E MA Y O R
P 67 MA N A G E R
P 72 S E C R E T A R Y
PL 7
P 69 A S S IS T A NT MA NA G E R
C O MMUN IT Y P A R T IC IP A T IO N
PL 3
P 68 E X E C UT IV E A S S IS T A NT
PL 3
P 70 C O MMUN IC A T IO N
O F F IC E R
PL 6
P 65 S P O R T S
O F F IC E R
PL 6
P 72 S E C R E T A R Y T O
T H E MA Y O R
PL 6
P 74 S E C R E T A R Y
T O T HE
S P E A K E R /C H IE F
WH IP
PL 7
P 73 S P E C IA L
PR OJ E C T S
C O O R D IN A T O R
PL 6
P 71 C O UNC IL &
C O MMIT T E E S
O F F IC E R
PL 6
P 75 A D MIN & S E C R E T A R IA L
A S S IS T A NT
PL 9
P 76 MA Y O R ’S
D R IV E R
PL 9
222
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.15.1.7 NAME OF DEPARTMENT: OFFICE OF THE MUNICIPAL MANAGER
PRIORITIES DELEGATED TO THIS DEPARTMENT FOR IMPLEMENTATION
1. THIS OFFICE ADMINISTER THE IMPLEMENTATION OF TARGETS SETS ON ALL THE 14 PRIORITY ISSUES
SWOT ANALYSIS
NATIONAL KPA
BASIC SERVICE
AND
INFRASTRUCTURE
DEVELOPMENT
MUNICIPAL
FUNCTION
STRENGTHS
WEAKNESSES OPPORTUNITIES THREATS
OVERALL
CHALLENGES
PROPOSED
INTERVENTION
Provide districtwide planning and
co-ordination
Lack of
sufficient
capacity in
Technical
Services
Department.
(staffing)
Inability to
comply with the
MPPF and the
systems act to
review our PMS
annually
TRANSFORMATION Organizational All locals adopted
AND
performance
Performance
ORGANISATIONAL management
Management
DEVELOPMENT
Systems
PMS currently
under review by
corporate services
SDBIP’ s
approved and
performance
Improvement of the
district infrastructure
Loss of
investment
opportunities.
Communities
dissatisfaction
Meager equitable
share and unfunded
mandates.
Seek alternative
sources of funding.
Adequate staffing of
the Technical
Services Department
Electronic generation
of progress reports
Failure to
reward
performance
Funding and review
of the PMS in
municipalities
Acquire an electronic
system that will assist
in generating
quarterly
performance
assessments
Uninformed
decisions on
performance
related aspects
Inaccuracy of reports
Loss of
confidence by
community in
service delivery
Effective
implementation of
approved
programmes/projects
Setting
Improved Service
unrealistic targets delivery
and KPI’s
P oor
expenditure
patterns
Establish and
strengthen the
performance
management unit
Conduct intensive
project management
training workshops
with senior
management and
223
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
contracts being
aligned with new
regulations
programmes of
t he
municipality
Conducting
quarterly
assessments on
individual
managers
including MM
Involvement of
middle and lower
management on
implementation
of PMS
Organisational
project
management
Projects are
aligned to
strategies.
Projects do not
have clear targets
and baseline
indicators.
Projects are designed
such that are easy to
monitor and evaluate.
Cash flow
projections are
not fully realistic
Ensure effective Fully fledged
Management
management team
and
is in place
administration
of
the
institution
Management not
functioning as a
collective.
Failure to submit
reports timeously
Expedite decision
making and improve
service delivery
respective local
municipalities.
High staff turn
over
Cascading the PMS
to other/lower levels
in the institution.
Measuring
impact of
inputs on
project
delivery.
Projects not
completed
within
scheduled time
frame.
Out flow of
key expertise at
senior and
middle
management
level
Implementation of
rolled over and
current financial year
projects.
Low staff
continuity
Signing of
performance
agreements with
lower levels of staff
Review performance
reward policies
Intensive training on
project management
skills.
Strengthening
evaluation and
monitoring systems.
Maintain staff
continuity on key
positions
Conduct regular
team building
sessions
Develop a key staff
retention policy
224
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
LOCAL ECONOMIC
DEVELOPMENT
Appointed
Officer
responsible for
Council and
committees coordination
Portfolio
committees not
meeting as
regularly as
required
Fully fledged
Corporate
Services Dept. in
place
Not delinking
Council
secretarial
services from
Council Coordination
LED strategy is
almost finalized
and is aligned to
IDP and PGDS.
Inadequate
staffing and
multiple roles
where LED units
exist
District LED unit
established and
functional
FINANCIAL
VIABILITY AND
MANAGEMENT
Sound financial
management.
Not meeting
legislative
reporting
requirements.
Effective coordination and
administration of
Council and
committees
resolutions
Ineffective
functioning of
council
committees
and improper
administration
of Council
resolutions
Decentralised
Council records
Council secretarial
function be located
in Corporate services
Facilitate conducive
environment for
investment and
economic activity
that reduce rate of
poverty and
unemployment
A jobless
economic
growth that is
divergent from
the national
targets
Develop a clear
investment
programme arising
from inputs of
business,
communities and
government
Provide support to
LED units in Locals
Forge consensus on
sustainable anchor
projects
Council and
MAYCO meetings
not aligned to
reporting deadlines.
Implement yearly
targets
Compliance with
legislative reporting
requirements.
Provide effective
feedback to
communities.
Forfeiture of
grants.
Factor growth
summit resolutions
in the 5 year IDP
and sector plans
Scheduling of all
councils meetings in
accordance with
reporting deadlines.
225
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Low revenue
base.
GOOD
GOVERNANCE
AND
PUBLIC
PARTICIPATION
Develop
and
maintain
relations with
local
municipalities
and
other
spheres
of
government
Established
District
Intergovernmental
Forum.
Ineffective
Implementation
of DIGF
resolutions.
District Clusters
established.
Ineffective
representation of
Senior Personnel
from all tiers of
government.
Functionality of
District technical
committees (MMs
and CFOs).
Deliver effectively on
the mandate of the
District.
Loss of
confidence in
municipal
programmes by
communities
Harmonization of the
NSDP, PGDS and
IDP.
Disintegrated
planning
approach.
Insufficient funding
for identified
community needs
Lack of coherent
planning among the
three spheres of
government.
Explore alternative
means of enhancing
revenue generation
Strengthening
functionality of
existing structures.
226
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Provide
effective and
efficient
assurance
services to the
District and the
six local
municipalities
Existence of
Internal Audit
unit and Audit
committee.
Incapacity to
cope with work
load.
Effective and
Efficient internal
control systems.
Greater
exposure to
risks.
Effective
management of
risks
Internal Audit
unit not a
strategic partner.
Improved
management, control
and governance
processes.
Non realization
of business
objectives.
Inadequate
management
reports to enable
the audit
committee to
advice
accordingly.
Objectivity and
credibility of financial
reporting will be
strengthened
Inefficient
climate of
discipline and
control which
will amplify
opportunities
for fraud and
non
accountability
on utilization
of public
funds.
Weak interface
between the
Executive and
administration
Proper advice and
guidance to decision
makers
Ineffective
decision
making.
Effective
coordination and
support of Audit
Committee.
Managing the The position of
interface with the MM filled
executive mayor
and council
The manager EM
appointed and
five line functions
depts.
High staff turn
over at senior &
middle
management
level.
Ineffective
implementation
of council
decisions and
programmes.
Insufficient Human
Resource.
Strengthening
Internal Audit Unit.
Unit not at the
Senior management
level.
Review of the unit
structure
Non improvement of
controls and
governance processes
Strengthen the cooperation and coordination between
Audit Committee
,Management and
Council
Poor service delivery
Clear retention
strategy on rare
skilled personnel.
Role clarification of
the Executive and
administration
legislative functions
Establish clear
programmes of
interface.
227
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Oversee
the Co
ompetent
strategic
personnel to offer
planning for the professional
municipality
support and
technical guidance
during IDP
Review Processes
for WDM and
Locals
PIMSS offer
continuous
support to local
municipalities on
planning issues
Established
district clusters
Lack of capacity
and competent
planners at all
local
municipalities
Minimise the capacity
gap between the
district and its local
municipalities on
planning issues
Compromise
t he
developmental
goals of
municipalities
Gathering of relevant
data from various
sources.
Conduct targeted
IDP training
workshops in
respective local
municipalities
Backup systems on
Acquisition of
data to inform
required systems to
planning i.e. GIS, etc assist during the
planning process
PIMSS fulfilling
the internal IDP
responsibilities
Alignment of
sector plans with
municipalities
I DP
Provide guidance and
support to District
and the Locals in
respect to planning
issues in line with the
DPLG strategic
objectives.
PIMSS
personnel is on
a contract basis
Enhancing the ability
of the planning
division would enable
the municipality to
fulfil its
developmental role
DPLG has
committed to
fund its
operation until
March 2007.
Locating the unit
where it will be able
to discharge its
original mandate.
Absorb the functions
of the unit at senior
managerial level.
Alignment of IDP
and BUDGET
processes in some
local municipalities
Application and
Contextualisation of
the NSDP and
PGDS district wide
228
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Facilitate
Ward committees
mechanisms for established in all
community
locals.
participation
Effective IDP
Rep- Forum.
Ineffective
representation of
communities.
Proper presentation
of community needs.
Develop
and
maintain
relations with
local
municipalities
and
other
spheres
of
government
Ineffective
Implementation
of DIGF
resolutions.
Ineffective
representation of
Senior Personnel
from all tiers of
government.
Harmonization of the
NSDP,PGDS and
IDP.
Established
District
Intergovernmental
Forum.
District Clusters
established.
Loss of
confidence in
the capacity of
municipality to
deliver on
community
needs.
Disintegrated
planning
approach.
Insufficient support
of ward committee
operations.
Strengthen support
to ward committee
operations.
Lack of coherent
planning at
horizontal an vertical
level.
Strengthening
functionality of
existing structures.
Functionality of
District technical
committees (MMs
and CFOs).
229
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Provide
effective and
efficient
assurance
services to the
District and the
six local
municipalities
Existence of
Internal Audit
unit and Audit
committee.
Incapacity to
cope with work
load.
Effective
management of
risks
Internal Audit
unit not a
strategic partner.
Effective
coordination and
support of Audit
Committee.
Inadequate
management
reports to enable
the audit
committee to
advice
accordingly.
Effective and
Efficient internal
control systems.
Greater
exposure to
risks.
Insufficient Human
Resource.
Strengthening
Internal Audit Unit.
Improved
management, control
and governance
processes.
Objectivity and
credibility of financial
reporting will be
strengthened
Non realization
of business
objectives.
Unit not at the
Senior management
level.
Review of the unit
structure
Inefficient
climate of
discipline and
control which
will amplify
opportunities
for fraud and
non
accountability
on utilization
of public
funds.
Non improvement of
controls and
governance processes
Strengthen the cooperation and coordination between
Audit Committee,
Management and
Council
230
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
CURRENT STAFF COMPLEMENT
DEPARTMENT
TOTAL
Organogram
DESIGNATION
STATUS
MUNICIPAL MANAGER
OCCUPIED
INTERNAL AUDITOR
OCCUPIED
SENIOR ADMIN/PROCUREMENT OFFICER
OCCUPIED
SECRETARY
OCCUPIED
PIMSS SUPPORT STAFF (Contract)
SENIOR PROFESSIONAL PLANNER
OCCUPIED
JUNIOR PROFESSIONAL PLANNER
OCCUPIED
PMS CO-ORDINATOR
OCCUPIED
ADMINISTRATIVE SUPPORT OFFICER
OCCUPIED
08
08
08
08
231
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
O F F IC E O F T H E MU N IC IP A L MA N A G E R
P 19 MA N A G E R
P 20 S E C R E T A R Y
PL 7
P 21 D E P U T Y MA N A G E R
S T R A T E G IC O P E R A T IO N S
PL 2
P 25 IN T E R N A L A U D IT O R
PL 4
P 22 R IS K A N D IN T E R N A L
C O N T R O L O F F IC E R
PL 5
232
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.15.2 SUMMARY OF STAFFING INFORMATION PER DEPARTMENT
The table below indicates the total number of posts per function as at 30 April 2007 as well as the number of posts filled and the vacancies per function.
Department
Total no. of posts
No. of filled posts
No. of vacancies
Office of the Mayor
10
8
2
Office of the Municipal Manager
8
8
0
Financial Services
13
10
3
Corporate Services
20
15
5
Technical Services
7
2
5
Social Services
17
14
3
Planning and Economic Development
7
5
2
82
62
20
Total
233
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.15.3 EMPLOYMENT EQUITY STATISTICS
Workforce profile as at 30 April 2007
Occupational category
Male
A
C
Female
I
W
A
Legislators, senior officials and managers
10
Professionals
2
Technicians and associate professionals
3
2
Clerks
8
17
C
2
Total
I
W
0
1
13
0
2
5
3
28
Service and sales workers
Skilled agricultural and fishery workers
Craft and related trade workers
Plant and machine operators and assemblers
1
Elementary occupations
7
6
1
TOTAL
31
25
13
1
7
62
I
W
Total
1
1
22
1
5
6.15.4 NUMERICAL GOALS FOR 2006/07
Male
Occupational category
A
Legislators, senior officials and managers
C
Female
I
W
A
9
1
1
9
Professionals
1
1
Technicians and associate professionals
1
Clerks
9
Service and sales workers
7
C
2
1
1
2
2
9
1
3
25
5
1
2
15
Skilled agricultural and fishery workers
Craft and related trade workers
Plant and machine operators and assemblers
1
Elementary occupations
1
TOTAL
29
1
1
4
31
3
4
3
3
5
10
12
82
234
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.15.5 SKILLS DEVELOPMENT PROGRAMMES
Training and skills development interventions
No. of staff trained
Cost in rand R
Management department programme
1
11 250.00
Development and using performance training
2
10 374.00
Disaster risk management programme
1
11 600.00
Information and records management course
1
4 560.00
Skills Development Facilitator
1
4 817.64
Discipline, arbitration and cross examination skills
2
9 006.00
Developing and using performance measures to improve government
1
6 187.00
Finance, accounts and budgets for secretaries and Pas
1
3 705.00
Skills audit workshop
1
3 500.00
Pay-Day HR software training
2
2 310.52
Executive leadership: Municipal development programme
3
45 000.00
TOTAL
16
112 310.16
6.15.6 PERSONNEL EXPENDITURE TRENDS
Financial year
R’000
% of total expenditure
2001/02
6 393 729
14.1%
2002/03
10 684 975
14.5%
2003/04
13 094 024
17.2%
2004/05
16 336 377
14.1%
2005/06
16 737 306
14.2%
235
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.15.7 COUNCIL’S FINANCIAL POSITION AT 30 JUNE 2006
Note
2006
R
2005
R
NET ASSETS AND LIABILITIES
Net assets
94 059 334
92 194 321
Government Grant Reserve
Donations and Public Contribution Reserve
Revaluation Reserve
Accumulated surplus
226
1 158
431
92 242
286
1 112
431
90 364
Current liabilities
Consumer deposits
Provisions
Creditors
Unspent conditional grants and receipts
VAT
1
2
3
4
6
TOTAL NET ASSETS AND LIABILITIES
978
321
997
038
032
253
997
039
16 101 428
24 531 943
12
493
4 508
10 979
107
366
365
377
748
572
12 620
6 946 520
17 296 575
276 228
110 160 762
116 726 264
24 287 683
12 840 866
24 200 661
87 022
12 546 295
294 571
85 873 079
103 885 398
ASSETS
Non-current assets
Property, plant and equipment
Long term receivables
5
7
Current assets
Consumer debtors
Other debtors
Current portion of long term debtors
Call Investment deposits
Bank balance and cash
TOTAL ASSETS
8
9
7
10
11
1 882
706
106
13 000
70 177
269
646
608
000
556
110 160 762
4 258
728
170
33 000
65 726
953
850
696
000
899
116 726 264
236
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.15.8 HUMAN RESOURCE POLICIES
APPROVED BY COUNCIL
DRAFTED AND READY FOR
LLF
IN - PROCESS
Travelling & Subsistence
HIV/AIDS
System of Delegations
Cellphone
Employment Equity
Security
Conditional Grant
Employee Assistance
Sexual Harrassment
Overtime
Smoking
Health & Safety
Training & Development
Remuneration
Induction
Internship
Succession Planning
Performance Management
IT Security
Staff Provisioning
Fleet Management
237
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
6.15.9 INSTITUTIONAL CAPACITY
The table underneath indicate where policy exist, and when it was adopted
Issues
District
munic
Adopted
November
2004
82
Mogalakwena
Lephalale
Mookgophong
Bela-Bela
Thabazimbi
Adopted 2001
Adopted in 2002
Adopted 2006
Adopted, Jan 2005
Adopted 31st May
2006
942
349
263
176
327
62
449
286
240
173
274
Job Evaluation
NOT
COMPLETE
D
Completed
Submitted to
TASK
Committee
Completed, awaiting results
Not completed
Completed. Results
awaiting
Yes
Job description
completed,feedback
from Provincial office
awaited.
Yes-Manual system
Information
Management
System
Delegations
Registry Unit
is established
Registry unit
in place
In the process. Service
provider appointed
Not completed
Registry Unit is
established
YES
Yes 2000
Yes-partly
Implemented
Adopted in 2006.
Completed 2002
Yes
PMS
YES
Yes
Implemented
yes
YES
Yes
Submitted up
to 2004/2005
Adopted. Implemented only
for Senior Managers
Completed. Submitted to
LGSETA
Adopted, 2002
Skills
Development
Plan
Employment
Equity Plan
Adopted in 2004 but
not implemented
Policy adopted in
2003
Adopted, 2002
yes
YES
Yes
Adopted in 2003
Compiled and
agreed
EE Plan in place. Reviewed
but not yet adopted
Not in place
yes
Employment
Assistance
Programme
Occupational
Health and Safety
Plan
Website
NO
No
Policy adopted in
2003
In progress
Policy adopted 2004. Not
yet implemented
Not in place
DLGH will help
NO
No
Policy adopted in
2005
Committee in
place
Not in place. Structure
exists.
Established 2003
yes
PARTIAL
Yes
www.mogalakwena.org.za
munic@lephalale.gov.
za
Yes
Modille.gov.z
a
In place.
Mookgophong.gov.za
In process
In process
Organisational
Structure
Total Staff
Composition
Filled Positions
Modimolle
192
192
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Communication
Plan
Yes
No
Completed 2005
Yes
No
Adopted, 2002
yes
Customer Care
Strategy (Batho
Pele)
Indigent Policy
NO
No
Through Premier and
District office
Yes
No
Adopted, 2004
yes
NO
Yes
Yes
Yes
Yes
Adopted, 2004
HIV/Aids Plan
NO
Yes
Policy exists
Yes
In process
Focus Groups
Programme
(Youth, Gender
and Disability)
Financial
Delegations
Yes
Yes
Policy adopted in
2003
Adopted in 2005
Yes
Programmes in place, but no
proper institutional
arrangements
In place
Yes(draft)
No
Yes being
reviewed in
line with
MFMA
Yes being
reviewed in
line with
regulations
Yes
Partially
Yes
Yes
Adopted in 2006. In process
of being implemented.
Adopted, 2002
No
Yes
In process of being
reviewed in
accordance with SCM
Policy
Adopted in 2005
Yes
Yes
Adopted, 2005
Yes
Established
Yes. External (WDM)
Not in place
yes
Yes
Yes
Done
Yes
Yes
Yes
Yes in place, Submitted to
Dept. of Local Govt. &
Housing
Yes
Not done
Yes-Approved
May 2005
NO
In process for
community
participation
Yes
Adopted, 2002
Yes
Yes
Yes
No
Yes
Adopted, 2004
Yes
Yes
No
Yes
No
No
No l
Yes
yes
Procurement
Framework
Audit
Committees
By-law reforms
Credit Policy
Disaster
Management Plan
Project
Management Unit
No
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6.15.10 CORPORATE GOVERNANCE
Municipality
Waterberg
Mogalakwena
Lephalale
Modimolle
Mookgophong
Bela-Bela
Thabazimbi
Internal Audit Performance
Committee
Management
Established
System
Implemented
Yes
NO
Established in
Sept 2005
Yes
External
service
provided by
WDM
No
Yes
Procurement
Terms of
Policy in
Reference for
place
Mayor in place
Delegations of Authority in place
Customer Care
System in place &
Functioning
Tracking System for
Council Decisions in
place
Financial Delegations of
Functional
Authority in terms of the
Delegations of
Municipal Finance
Authority in terms of
Management Act
the Municipal Systems
Act
Yes, Partly
YES
NO
YES
YES
NO
NO
NO
YES
NO
IN PROCESS
YES
NO
NO
Yes
In Process
Partly
Partly
YES
Adopted in 2004 Yes, reviewed
but not
resolution
implemented A30/2005(11)
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Partly. Section 57
employees only
Yes
Yes. No formal
document
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
No
Yes
Partly
Yes
Yes
Yes
Yes
Yes
Yes
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6.15.11 PERFORMANCE MANAGEMENT SYSTEM
MUNICIPALITY
WATERBERG
ADOPTED
Yes, in January 2004
IMPLEMENTATION
Yes, partially
REVIEW
STATUS
Yes , 2007/08
CHALLENGES
INTERVENTIONS
The System was not user-friendly
and difficult to implement
Review in accordance with current
regulations
Cascading it to middle managers
Cascade the application of the system to
other levels of staff
In the process of appointing a performance
audit committee.
Establishment of a performance
audit committee
MOGALAKWENA
Yes
NO
Yes 2005/06
LEPHALALE
Yes, Adopted 2003
NO
Yes 2005/06
MODIMOLLE
Yes
Yes
Yes 2005/06
MOOKGOPHONG
Yes
Yes,partially. Manual system
utilized
Yes 2005/06
Personnel to assist roll out of PMS
The system was incomplete and
difficult to implement
Took effort to simplify the system
for implementation.
Lack of funding
Cascading the system to middle
management
No internal capacity to implement
the system i.e. personnel
Cascading the system to middle
managers
Councilors not adequately involved
on PMS implementation
District to in the assist development of
SDBIP’ s
Engaged Service provider to assist in the
review process
Solicit funding from other sources
Made budget provision to review and
implement system. Consultants invited to
submit proposals
Monthly reports to be submitted
BELA-BELA
Yes
NO
Yes 2005/06
No performance audit committee in
place
THABAZIMBI
Yes
NO
Yes 2005/06
Performance contract not signed yet
Monthly reports to be submitted
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6.15.12
BY-LAWS
Waterberg
Mogalakwena
Lephalale
Modimolle
TWENTY EIGHT
Community
Participation not
published yet.
SIXTY FOUR
TWO
36
TEN(10)
Mookgophong
Bela-Bela
Thabazimbi
None
Drafted
Approved
None
Yes
Achieved: enacted
None
FORTY FOUR
Planned: under
consideration
One
Outstanding
None
FIVE
None
TEN(10)
None
All
None
Challenges
None
Lack of council
approval on
adoption of bylaws
In-house capacity
to conclude Bylaws.
Lack of funds to
promulgate the
amended 21 bylaws and to
compile new bylaws cost is
estimated at
R400 000-00.
None
Capacity to
update By-laws
Consultation and
public participation.
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PUBLIC PARTICIPATION AND WARD COMMITTEES
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6.16.1 WARD COMMITTEES ESTABLISHED
MUNICIPALITY
1.MOGALAKWENA
2.LEPHALALE
3.MODIMOLLE
4.MOOKGOPHONG
5.BELA-BELA
6.THABAZIMBI
NO. OF WARD COMMITTEES ESTABLISHED
31
11
07
07
07
10
6.16.2 ISSUES DEALT WITH BY WARD COMMITTEES
MUNICIPALITY
1.MOGALAKWENA
2.LEPHALALE
3.MODIMOLLE
4.MOOKGOPHONG
5.BELA-BELA
6.THABAZIMBI
ISSUES DEALT WITH AT WARD LEVEL
Community needs
Community needs
Community needs
Service delivery issues
Advice and making recommendations on matters
affecting the ward
Immediate Community needs
6.16.3 ISSUES FROM WARD COMMITTEE SERVING IN COUNCIL
MUNICIPALITY
1.MOGALAKWENA
2.LEPHALALE
3.MODIMOLLE
4.MOOKGOPHONG
5.BELA-BELA
6.THABAZIMBI
RESPONSE
YES
YES, if necessary
YES
YES, presented by Ward Councillors
YES
YES
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6.16.4 SUPPORT PROVIDED TO OFFICE OF THE SPEAKER TO DEAL WITH THIS RESPONSIBILITY
MUNICIPALITY
1.MOGALAKWENA
2.LEPHALALE
3.MODIMOLLE
4.MOOKGOPHONG
5.BELA-BELA
6.THABAZIMBI
TYPE OF SUPPORT OFFERED TO SPEAKER
Administrative and logistical Support
Administrative,ward committees,Portfolio of Councillors, Chair
of the council.
Administrative and logistical Support
Handled by the Mayor. Limited institutional arrangements.
Work study in process
Administrative and logistical Support
Administrative and logistical Support
6.16.5 BUDGETS FOR WARD COMMITTEES
MUNICIPALITY
1.MOGALAKWENA
2.LEPHALALE
3.MODIMOLLE
4.MOOKGOPHONG
5.BELA-BELA
6.THABAZIMBI
BUDGET
No specific budget Provide light refreshments in meetings and traveling expenses
R 150000/3,also provide light refreshments in meetings and traveling expenses,
training, Audit committee, forum meetings
No specific budget Provide light refreshments in meetings and traveling expenses
R44 000.00
R140 000 (Community Based Planning)
R150 000
6.16.6 CHALLENGES CONFRONTING THE WARD COMMITTEES
MUNICIPALITY
1.MOGALAKWENA
2.LEPHALALE
CHALLENGES
 Lack of incentives
 Low morale of communities
 Negative propaganda
 Holding constant meetings with communities and Ward
Councilors
Active involvement of communities in governance issues
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3.MODIMOLLE






Continuity
Remuneration
Constructive reports
Training
Budget constraints
Proper feed back to constituencies
4.MOOKGOPHONG





Continuity
Remuneration
Constructive reports
Training on their roles and responsibilities
Community Development Workers not providing the
expected support
Budget constraints
Proper report back to communities
Distances to travel for meetings
Training of ward committee members to enable effective
participating in decision making
The need to establish appropriate support service in the
office of the Speaker
Continuity
Remuneration
Constructive reports
Training
Budget Constraints
5.BELA-BELA





6.THABAZIMBI





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6.17. GENERAL OVERVIEW OF THE INSTITUTIONAL SWOT ANALYSIS
STRENGTHS
Regulatory framework
 Awareness creation (events, campaigns, seminars,
conferences, publications, Imbizos, summits)
Capacity in the District municipal area
 Technical training / Advisory services (technical
advice, consultation, information sharing)
 Economic development planning
 IDP co-ordination
 Financial management
 Asset management
WEAKNESSES
Regulatory framework
 Policy instruments (policies, strategies, standards, plans, guidelines,
standard operating procedures)
 Legislative instruments (by-laws, agreements)
 External stakeholder compliance monitoring (audits, assessments,
enforcements, inspections)
 Status monitoring (surveys, surveillance, detections, testing)
Capacity in the District municipal area
 Authorisation decisions (permits, certification, licenses)
 Stakeholder institutional arrangements (forums establishment /
maintenance, SLA’s, MOU’s, performance monitoring, contract
management)
Implement district municipal services
 Spatial development planning
 Infrastructure development
 Social development
 Local municipal institutional support
 Municipal health services
Corporate governance practices
 Compliance management
 Risk management
Business leadership
 Strategic positioning (strategic planning, municipal structuring)
 Business culture
 Business performance management
 Communication
 Service delivery
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
 Stakeholder management
Resource management
 People management
 Information management
 Knowledge management
 Programme/project management
 Contract management
OPPORTUNITIES











Mining investment
Tourism investment
Wildlife management
Agricultural farming
Donor funding
Political stability
Legislative framework
Education system
Management of dreaded diseases
Intergovernmental support
Absence of a provincial planning framework
THREATS










Budget constraints
Diminishing revenue base
Insufficient skills base
Diminishing intergovernmental grants
Poverty
Insufficient Provincial Government support
Unemployment
Insufficient industrial investment
Insufficient job opportunities
Unclear roles and responsibilities on powers and function between
Province and Local Government
 Inadequate Transport network
 Restrictive legislative requirements
 Crime
Vulnerabilities:
 HIV Aids
 Natural disasters
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6.18. IMPLICATIONS OF THE SITUATIONAL ANALYSIS
The demographics show a noticeable uneven development within the District. On the one hand there is a noticeably rural-urban divide coupled with
high levels of poverty in rural areas. The causes of rural poverty are very complex and are a mixture of various forces. Basic to poverty in the
Waterberg district is access to basic services; health services, employment, and land. The Waterberg District Municipal Vision elements relating to
addressing imbalance of the past and service provision needs to be translated into substantial development strategies in order to address these
challenges.
The situational analysis of the Waterberg District Municipal Area implies that there is an urgent need to address the following issues:
 Unemployment
 Poverty Alleviation
 Services backlog including Free Basic Services
 HIV/AIDS
 Health Care
 Local Economic Development
 Infrastructure development and maintenance
 Land Acquisition
 Environmental Conservation
 Spatial Development, Land Use Management and Land Development
 Rural Development
 Community Development
 Skills Development
 Institutional Development
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SECTION B
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STRATEGIES PHASE
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7. GUIDING POLICIES AND LEGISLATION
This section constitutes the alignment between the national objectives; Provincial Growth and Development Strategy [PGDS], National Spatial
Development Perspective (NSDP) principles and the Accelerated and Shared Growth Initiative of South Africa [ASGISA] principles, and the district
strategic priorities; it further reflects on the state of the nation address [SONA]; and the state of the province address [SOPA] delivered in February
2006 and the district vision, mission and values.
7.1 MILLENIUM DEVELOPMENT GOALS
MILLENNIUM DEVELOPMENT GOALS (MDG)
GOAL
1: ERADICATE EXTREME POVERTY AND HUNGER
TARGET
Target 1: Halve, between 1990 and 2015, the proportion of people whose
income is less than one dollar a day.
Target 2: Halve, between 1990 and 2015 , the proportion of people who suffer from
hunger.
INDICATOR
1. Proportion of population below $1 (PPP)per day
2.Poverty gap ratio(incidence x depth of poverty)
3.Share of poorest quintile in national consumption
4. Prevalence of underweight children under five years of age
5.Proportion of population below minimum level of dietary and energy consumption
GOAL 2: ACHIEVE UNIVERSAL PRIMARY EDUCATION
TARGET
Target 3: Ensure that ,by 2015, children everywhere, boys and girls alike , will be
able to complete a full course of primary schooling.
INDICATOR
6. Net enrolment ratio in primary education
7. Proportion of pupils starting grade 1 who reach grade 5
8.Literacy rate of 15-24 years-olds
GOAL 3 :PROMOTE GENDER EQUALITY AND EMPOWER WOMEN
TARGET
Target 4: Eliminate gender disparity in primary and secondary education preferably
by 2005 and to all levels of education
no later than 2015
INDICATOR
9. Ratios of girls to boys in primary, secondary and tertiary education
10.ration of literate females to males of 15-24 year-olds
11.Share of women in wage employment in the non agricultural sector
12. Proportion of seats held by women in national parliament
GOAL 4 :REDUCE CHILD MORTALITY
TARGET
Target 5 : Reduce by two thirds, between 1990
and 2015, the under five mortality
rate.
INDICATOR
13. Under five mortality rate
14. Infant mortality rate
15. Proportion of 1 year-old children immunized against measles
GOAL 5 : IMPROVE MATERNAL HEALTH
TARGET
Target 6 : Reduce by three- quarters, between 1990 and 2015, the maternal mortality
ratio.
INDICATOR
16. Maternal mortality rate
17. Proportion of births attended by skilled health personnel
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
GOAL 6 :COMBAT HIV/AIDS, MALARIA AND OTHER DISEASES
TARGET
Target 7 : Have halted by 2015 and begun to reverse the spread of HIV/AIDS
Target 8 : Have halted by 2015 and begun to reverse the incidence of malaria and
other major diseases.
INDICATOR
18. HIV prevalence among 14-24 year old pregnant women
19.Condom use rate of the contraceptive prevalence rate
20.Number of children orphaned by HIV/AIDS
21. Prevalence and death rates associated with malaria
22. Proportion of population in malaria risk areas using effective malaria prevention and
treatment measures
23.Prevalence and death rates associated with TB
24. Proportion of TB cases detected and cured under directly observed treatment short course
GOAL 7 :ENSURE ENVIRONMENT SUSTAINABILITY
TARGET
Target 9 : Integrate the principles of sustainable development into country policies
and programmes and reverse the loss of environment resources.
INDICATOR
25. Proportion of land area covered by forest
26.Ratio of area protected to maintain biological diversity to surface area
27. Energy use (kg oil equivalent)per $1 GDP (PPP)
28. Carbon dioxide emissions (per capita) and consumption of ozone depleting CFCs
29.Proportion of population using solid fuels
Target 10 : Halve ,by2015 ,the proportion of people without sustainable access to
safe drinking water.
Target 11 : By 2020, to have achieved a significant improvement in the lives of at
least 100 million slum dwellers.
30. Proportion of population with sustainable access to an improved water source, urban and
rural
31.Proportion of urban population with access to improved sanitation
32.Proprtion of households with access to secure tenure ( owned or rented)
GOAL 8 : DEVELOP A GLOBAL PARTNERSHIP FOR DEVELOPMENT
TARGET
Target 12 : Develop further an open , rule –
based, predictable , non-m
discriminatory
trading and financial system.
Includes a commitment to good governance ,development and poverty reduction –
both nationally and internationally.
INDICATOR
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Target 13: Address the special needs of the
least developed countries.
Includes: tariff and quota free access of least developed countries’ exports; enhanced
programmme of debt relief for HIPC and more generous ODA for countries to
poverty reduction.
Official development Assistance
33. Net ODA , total and to LDCs, as percentage of OECD/DAC donors gross national
income
34. Proportion of total bilateral, sector-allocable ODA of OECD/DAC donors to basic social
services (basic education, primary health care, nutrition, safe water and sanitation)
35. Proportion of bilateral ODA of OECD/DAC donors that is untied
Market access
Target 14: Address the special needs of
landlocked countries and small
island developing states.
(through the programme of Action for the sustainable Development o f small island
Developing states and the outcome of the twenty- second special session of the
General Assembly)
TARGET
Target 15 : Deal comprehensively with the debt problems of developing countries
through national and international
measures in order to make debt sustainable in the long term.
Target 16 :In co- operation with developing countries , develop and implement
strategies for decent and productive work for youth
Target 17 :In co-operation with pharmaceutical companies, provide access to
affordable, essential drugs in developing countries
Target 18: In co-operation with the private sector, make available the benefits of
new technologies, especially information and communication
38.Proportion of total developed country imports ( by value and excluding arms) from
developing countries and LDCs admitted free duties.
39. Average tariffs imposed by developed countries on agricultural products and textiles and
clothing from developing countries
40. Agricultural support estimate for OECD countries as per GDP
41. Proportion of ODA provided to help build trade capacity
INDICATOR
Debt sustainability
42. Total number of countries that have reached their HIPC decision points and number that
have reached their HIPC completion points
43. Debt relief committed under HIPC initiative, US$
44. Debt service as a percentage of exports of goods and services
45. Unemployment rate of 15-24 years, each sex and total
46. Proportion of population with access to affordable essential drugs on a sustainable
Basis
47. Telephone lines and cellular subscribers per 100 population
48. Personal computers in use per 100 population and internet users per 100 population
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7.2 National Spatial Development Perspective
A framework for contextualizing and applying the NSDP
7.2.1 Introduction
At the turn of the first decade of democracy, government undertook a body of work intended to provide an analysis of the advances and challenges of
the first decade of democracy. The analytical insights of the TYR and 2014 scenarios provoked an incisive appraisal of ideas and thoughts about the
development trajectory going forward into the second decade of freedom.
A major observation made by the TYR is that:
The advances made in the First Decade by far supersede the weaknesses. Yet, if all indicators were to continue along the same trajectory, especially in respect of the
dynamic of economic inclusion and exclusion, we could soon reach a point where the negatives start to overwhelm the positives.
The TYR goes on to warn that this “could precipitate a vicious cycle of decline in all spheres”.
Based on an appreciation of the progress made and mindful of the fact that critical challenges remain as a result of the terrible legacy of apartheid,
government set itself the objectives of growing the economy, tackling the high levels of poverty, reducing the stubbornly high levels of unemployment
and promoting social inclusion.
7.2.2 Meeting the challenge
One of the key measures identified by government to enable the developmental state to actively intervene in and inform and shape the trajectory for
the Second Decade of Freedom IS BETTER PERFORMANCE OF THE STATE.
Better performance by the state entails 3 things:
• Make government as a whole work better in meeting common objectives and outcomes;
• Need for decisive, coordinated interventions to improve the state's capacity to spend and deliver services
• Need to specifically include a geographical dimension to growth and employment
The framework addresses all of these by focusing on the key question of how does government go about achieving its objectives of accelerating
growth and addressing poverty and inequality. Development occurs in geographic space. Hence our ability as a country to accelerate growth and
reduce unemployment and poverty is principally tied to the growth potential of different areas and regions. According to the NSDP, developing a
coherent understanding of regional economic development and territorial patterns of economic development, social exclusion and resource use is of
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
paramount importance in achieving our objectives. The NSDP argues that undertaking infrastructure investment and development spending decisions
on the basis of an area’s unique potential is likely to produce far more desirable and sustainable outcomes in terms of addressing poverty and
improving growth.
Four assumptions underpin the statement above:
 Dynamic qualities of areas are developed historically and culturally over a long period of time.
 In no country in the world is social and economic development and potential evenly distributed.
 Different regions have different economic potentials and the spatial variations in the incidence of poverty are also vastly different.
 Diverse and disparate spatial contexts suggests a policy approach which itself should be differentiated and conducive to the requirements of
the different contexts.
Government has identified district and metropolitan areas as the pivotal sites on which to build an understanding of the nature and distribution of
regional potential across the country. The district/metro levels are also understood to be the basic units to drive intergovernmental coordination to
maximize the potential of regions. This is not to suggest that the notion of regional growth and development potential equates neatly with
district/metro administrative boundaries. On the contrary, the growth and development of districts/metros areas is impacted upon by actors and
factors both within and beyond their administrative borders. However sub-national structures such as districts/metro areas have a valuable role to play
in capitalising on synergies and harnessing the energies and contributions of a range of actors and role players with a view to enhancing an areas social
& economic potential.
7.2.3 Contextualising the NSDP
Contextualising and applying the NSDP has to be understood within the perspective that the overall performance of our economy hinges on the
growth and development potential of regions. Theories and models abound explaining why some regions are more successful than others (Storper,
2004). While there are no universal rules, an emerging consensus is that the depth and quality of institutions6 are a crucial common denominator in
initiating and sustaining economic growth in regions and that poverty and inequality are more likely to be addressed if redistributive interventions are
combined with strategies to maximise an areas unique economic potential.
6
The notion of an institution is distinct from the term organisation (Hassen Mohamed, 1997). According to Bryant and White (1984), institutions are a “valued
and persistent set of rules that shape patterns of human behaviour and relationships” while organisations are “groups consciously established to achieve
specific purposes through a division of labour”.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
This immediately raises the question of what we mean by a region. The concept of a region does not equate to districts/metros, and thus requires
further elaboration. DTI’s RIDS provides some definitions based on the work of Michael Porter. Generally it is held that regions are not mere spatial
entities but are seen as part of a wider set of economic connections and institutions (Ash Amin, 2006). According to Amin, there are two policy
implications flowing from this conception. One, local effort has to work through these broader economic connections and institutional obligations
and two there can be no simple division of responsibilities between national, provincial and local institutions.
This is the general understanding from which this document proceeds. While the focus in this document is on districts and metros, the conception of
a region as comprising a wider set of economic connections and institutional obligations recognises that regions could be defined in a way that may
embody a number of districts and metros such as in the case of the Gauteng Global City Region or a coherent region may exist within a district or
metropolitan area. This brings into play a different division of responsibilities. In the case of the Gauteng City Region, the PGDS has an important
role in functionally linking and integrating districts/metros to enhance the competitiveness and development impact of the wider global city region.
By the above conception a district or metro may be viewed as a coherent region or districts and metros may be the essential building blocks of a
potentially wider regional entity. Whatever the conception, at the core of the regional focus in this document are districts and metros as the essential
building blocks for a regional focus. Hence this framework is focused on configuring district/metro areas to assume strategic responsibility for
building an understanding of the nature and extent of development poverty and inequality in spatial terms.
Moreover the framework is geared towards ensuring integrated development planning by municipalities serves as a tool to integrate and coordinate
implementation in terms of geographical space and time and hence has to inform and be informed by the planning of other spheres of government,
including sectoral/departmental planning of line agencies. In this regard this document provides a framework to give effect to government’s goal of
developing credible IDPs and making district/metro IDPs the local expressions of the development plans of all spheres and agencies of government
within an overall system of cooperative governance.
With this in mind, contextualising the NSDP implies district/metros developing a shared understanding of the social, growth and environment trends,
processes and dynamics at play, providing strategic leadership and seeking to align the plans of all levels and departments of government,
communities, labour & the private sector to maximize growth and development opportunities. This framework attempts to give effect to this broad
mission.
The proposed framework is not intended to be a blue print or set of prescribed steps nor is it a technique. Rather it provides a broad context for
district/metros to play a key part in effecting structural transformation and drive innovation, growth and development performance of their areas by
maximising potential and seeking out new areas of potential or advantage. It is intended to provide a context for mobilising a district/metro
development path based on just, equitable and ecologically sustainable foundations.
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A key axiom of this framework is that district and metros promote a democratically and interactively pluralistic process that draws together state and
non-state institutions and groups in particular the poor and marginalised. This entails engaging in decision-making processes that encourage
“informational transparency, consultative and inclusive decision-making and strategy building on the basis of reflexive monitoring of goals”7.
7.2.4 Framework for contextualising and applying the NSDP at district and metropolitan levels
As mentioned the framework is not meant to be a blue print. Rather it is meant to provide a context for districts/metros to take leadership and play a
pivotal role in coordinating and aligning the actions of a wide spectrum of actors to bring about social and economic transformation.
The framework and its application will also differ from area to area, between district and metro and within districts or metros.
a. Developing a shared analysis
The objective is for various state and non-state stakeholders to better understand an areas growth and development potential with the aim of
fostering greater growth and development. Understanding an area implies more than gathering data as is the case with most planning initiatives
currently. Generating appropriate and relevant data is important, but of crucial importance is to develop, analyse and interpret socio-economic
data with the necessary rigour and insight. This entails a comprehensive and incisive analysis of current and future trends with respect to poverty,
inequality, economic development and ecological sustainability in spatial terms, the forces and factors driving these trends and the strategic
implications thereof. Failure to understand issues of development and inequality in spatial terms means that policy and planning decisions will be
made in an empirical and analytical vacuum. The district/metro has a pivotal role to play in getting various stakeholders to develop a shared
understanding of the essential characteristics, trends and dynamics of the district/metro space economy.
Insightful and rigorous analysis supports proper planning and effective decision-making in a number of ways. These include:




Identifying the determinants of poverty and social exclusion and how poverty, inequality and exclusion are reproduced;
Identifying the special and long-term, hard to replicate unique characteristics that comprise the area’s competitive and comparative
advantages.
The presence of or potential for the emergence of distinct industrial districts or territorial complexes;
The broader set of social relations binding firms and workers to each other as well as the actor-rationalities which operate within the
region’s dominant institutions and their impact on the distribution of resources and opportunity and innovation.
7
Ash Amin, 2006, Regional Policy in a Global Economy, Paper presented at the International Seminar ‘Comparing Regional Development Policies in Brazil and
the European Union’, Brasilia, 23 March 2006
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008

Use of renewable and non-renewable resources and the risks and opportunities this poses for the area’s growth and development
trajectory.
b. Shared socio- economic vision or development trajectory
The shared analysis above is likely to generate varying challenges and competing demands. It provides the basis for interpreting the strategic
direction, promoting policy coordination and fitting government actions into a spatial terms of reference. By spatial terms of reference we mean
injecting spatial considerations into strategic policy making and planning within the public sector.
Districts and metros will need to develop necessary processes and practices to forge a shared vision and development trajectory among various
stakeholders. By a shared vision and development trajectory we don’t mean arriving at a short, crisp and politically correct vision statement. What
is implied here is a strategic dialogue with stakeholders within and outside of government which states that given our shared understanding of the
features and characteristics of the district/metro space economy, what are the long-term social and economic outcomes we would strive to
achieve and how should the NSDP principles be contextualised and applied to put the area on a firm development path?
It must be remembered that districts/metros are not neutral arbiters merely mediating the varied interests in society. Instead districts and metros
should consciously and actively seek to ensure that the development trajectory is underscored by the fundamental values of socio-material
citizenship underpinning our constitution. Our government is committed to the objectives of social and economic justice and democratic nation
building. Metros and districts have to be vigilant in ensuring that the development trajectory reconciles and is underscored by our basic
aspirations of accelerated and shared growth, poverty reduction, sustainable resource use, protection of biodiversity and social cohesion. In this
regard the shared development trajectory or vision is more than a short and catchy statement, but a compelling story of the strategic outcomes to
be achieved (as an example seen Jo’burg’s core vision elements for each of the 12 sector areas).
c. Priority interventions and Critical strategies
Translating the development trajectory into clear goals (long, medium and short-term), priority interventions for reaching the goals and backed
by coherent objectives and strategies is an important part of good planning and strategy making. The shared analysis and development should
inform the planning processes of spheres of government and all sectors in so far as these are in charge of implementing or financing projects at
local levels. These interventions, objectives and strategies should find concrete expression in the IDPs which should spell out the 5 year plans for
achieving the medium-term goals and objectives of the district/metro. The IDP should serve as a tool to integrate and coordinate
implementation of the priority intergovernmental actions critical to achieving the developmental goals and objectives of the area.
d. Building the institutional base for multi-stakeholder co-operation and action
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
A central theme running through this framework is that achieving the long-term development outcomes in a district or metro depends on the
mobilisation of collective action by a range of role players both inside and outside of government. A governance framework that enables the
district/metro to draw together government and extra-government organisations into a participatory and integrated decision-making process is
therefore important.
Such a governance framework must accomplish at least the following minimum requirements:
 It must enable the district/metro to identify with various agencies and spheres of government the critical or priority intergovernmental
actions to achieve the development goals and outcomes;
 These intergovernmental priority actions must be integrated into the IDP of the district/metro so that the IDP becomes the local
expression of the plans of all spheres of government;
 Drawing on the Intergovernmental Relations Framework Act as a facilitative piece of legislation, appropriate intergovernmental forums
will have to be established and protocols and or service level agreements hammered out to tie commitments into firm agreements;
 Proper mechanisms for monitoring and promoting accountability need to be developed;
 The IDPs incorporating the 5 year development goals and objectives should be cascaded up within government and provide government
with a rigorous appreciation of the development potential of each district and metro which would feed into an iterative process of review,
refinement and further elaboration of the NSDP.
7.2.5 Implementing the framework
As already stated, the framework for contextualising and applying the NSDP must be seen as an integral part of developing more credible IDPs. As
such it is part of the IDP development process and not a new process or something extraneous to the IDP development process.
The framework will initially be implemented on a pilot basis in a select number of districts and metros and WDM
pride to be part of the piloted district municipalities nationa wide.
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7.2.6 FIVE PRINCIPLES OF THE NSDP

Rapid economic growth that is sustained and inclusive is a pre-requisite for the achievement of other policy objectives, amongst which poverty
alleviation is key;

Government has a constitutional obligation to provide basic services to all citizens (e.g. water, energy health and educational facilities)
wherever they reside;

Beyond the constitutional obligation identified in Principle 2 above, Govt spending on fixed investment, should be focused on localities of
economic growth and/or economic potential in order to:
 gear up private sector investment
 stimulate sustainable economic activities
 create long-term employment opportunities

Efforts to address past and current social inequalities should focus on people not places:
 In localities with low development potential, Govt spending should focus on providing social transfers, human resource development and
labour market intelligence which would enable people to become more mobile and migrate to localities that are more likely to provide
sustainable employment or other economic opportunities.
 In localities where there are both high levels of poverty and development potential, this could include fixed capital investment beyond basic
services to exploit the potential of those localities.

In order to overcome the spatial distortions of Apartheid, future settlement and economic development opportunities should be channelled
into activity corridors and nodes that are adjacent to or link the main growth centres
 Infrastructure investment should primarily support localities that will become major growth nodes in South Africa and the SADC region to
create regional gateways to the global economy.
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7. 3 Reflections from the State of the Nation Address, February 2007
• Realistic IDP’s
• Credible Local Economic Development Programme
• Human resources capacity
• Management and Operational System
• To implement IDP’s and LED’s
• Integration of planning and implementation across the government spheres
• Intergovernmental Relations Framework Act as a guiding tool of integration and planning
• Lessons learnt from Project Consolidate
• Properly qualified managers, professional and technical personnel
• Job creation
• Reduction of unemployment by half [2014]
• HIV and Aids mainstreaming
• Bucket Eradication [2007]
• Alignment of PGD and IDP’s to land distribution programme
• Youth and women co-operatives programme
7.4 Strategic Objectives of the PGDS
Five Key Objectives:
1.
2.
3.
4.
5.
Improve the quality of life of the population of limpopo
Growing the economy
To improve the institutional efficiency and effectiveness of government
Regional integration
Enhance innovation and competitiveness
7.5 Reflections from the State of the Province Address, February 2007:
• Municipal transformation and capacity development
• Basic service delivery and infrastructure development
• Local Economic Development
• Financial management
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• Improving functionality of ward committees
• Project Consolidate initiatives
• Strengthening Intergovernmental Relations
• Support to municipalities
7.6 Accelerated Shared Growth Initiative in South Africa












Education and skills development
Eliminating the second economy
Human resource training
Expanded Public Works Programme
Youth skills training
Governance and institutional interventions
Skills problems identified in project consolidate
Deployment of graduates
Expenditure management
To improve the capacity of local government to support local economic development
Intervention in the EPWP
New elements of EPWP: Early Childhood Development component, home based care
NB: for the success of this programme partnerships are a key component.
7.7 Waterberg District Municipality’s Strategic Goals
Strategic Goal 1: To provide a sound district regulatory framework
Strategic Goal 2: To promote management capacity in the District municipal area
Strategic Goal 3: To implement district municipal services
Strategic Goal 4: To ensure effective corporate services
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All role-players in a municipality need a joint vision as a common ground, which provides guidance to the municipality and the residents. The
Council’s decisions have to be oriented towards clearly defined and agreed objectives, which at the same time give orientation towards management,
and which form the basis for performance management and the accountability of the municipal government towards the residents. The activities of
the Council (Councillors and officials), as well as all stakeholders (Local Municipalities, Sector Departments, Private Sector, Non Governmental
Organisations (NGO’s), etc) need to be guided and focused by strategies relating to and addressing the issues (problems, constraints, opportunities
etc) as identified from the analysis. The strategies are formulated by all stakeholders and represent the joint decision-making by all stakeholders.
7.8 BUSINESS DEFINITION
VISION
Waterberg …. the cradle of rural growth and development
MISSION
To provide a municipal governance management framework that ensures
sustainable service delivery towards a better life for all.
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7.9 STRATEGIC GOALS AND OBJECTIVES FRAMEWORK
STRATEGIC GOALS AND
OBJECTIVES FRAMEWORK
 To provide a sound district regulatory framework
o Policy instruments (policies, strategies, standards, plans, guidelines, standard
operating procedures)
o Legislative instruments (by-laws, agreements)
o External stakeholder compliance monitoring (audits, assessments,
enforcements, inspections)
o Status monitoring (surveys, surveillance, detections, testing)
o Authorisation decisions (permits, certification, licenses)
 To promote management capacity in the District municipal area
o Advisory services (technical advice, consultation, information sharing)
o Awareness creation (events, campaigns, seminars, conferences, publications,
Imbizos, summits)
o Stakeholder institutional arrangements (forums establishment / maintenance,
SLA’s, MOU’s, performance monitoring, contract management)
 To implement district municipal services
o Spatial development planning
o Economic development planning
o IDP co-ordination
o Infrastructure development
o Social development
o Local municipal institutional support
o Municipal health services
o Environmental / Conservation management
o Disaster risk management
 To ensure effective corporate services
o Corporate governance practices
o Compliance management
o Risk management
o Business leadership
o Strategic positioning (strategic planning, municipal structuring)
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
o Business culture
o Business performance management
o Communication
o Service delivery
o Stakeholder management
o Resource management
o People management
o Financial management
o Information management
o Asset management
o Knowledge management
o Programme/project management
o Contract management
7.10 CORE BUSINESS VALUES
CORE BUSINESS VALUES






Commitment
Integrity
Productivity
Excellence
Transparency
Accountability
7.11 OUTCOMES
OUTCOMES





Poverty reduction
Sustainable service delivery
Economic growth
Political stability
Administrative stability
7.12 STAKEHOLDER FRAMEWORK
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STAKEHOLDER
FRAMEWORK









Clients
o Users of sold services
Beneficiaries
o Waterberg community
o General public
o Local municipalities
Service providers (inbound to business entity)
o Providers of funds
o Providers of technology
o Providers of infrastructure / facilities
o Providers of information
o Providers of services
Regulators
o Auditor General
o Standing / portfolio Committees
o Relevant Government Departments
o Relevant PFMA Chapter 13 institutions
o Constitution Chapter 9 and 10 institutions
Strategic partners
o Private-public partnerships
o Public public partnership
o Public-private partnerships
Service providers (outbound – providing services on behalf of business entity to
business entity clients)
o Local municipalities
o Government departments
o Consultants / contractors
Organised coalitions
o Labour
o Local government
o Business
Employees
Media
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7.13 DISTRICT PRIORITY ISSUES
AGGREGATION OF DISTRICT PRIORITIES CONSULTATION WITH COMMUNITIES
PRIORITY ISSUE
1.
Water, Sanitation & Drought relief
NAME OF MUNICIPALITY
B-BELA
MKGPHNG LEPH
X
X
X
TBZ
X
MOG
X
Roads and Storm water
X
X
X
X
X
X
X
X
X
X
X
X
X
X
3. Economic Development;
4. Transport Planning
5. Land Development
X
X
X
AVERAGE
Municipal Health and Environmental
MOD
5
5
X
6
2
X
6
X
1
X
5
Management
7. Health and Social Development
X
X
8. Disaster Management
Community Participation & Communication
X
X
X
X
X
1
X
X
X
Institutional Development
0
Education
X
X
Safety and Security
X
X
Sports, Arts and Culture
X
X
X
Electricity
X
X
X



5
X
X
4
X
X
X
5
X
X
5
3
From the above table it is apparent that isses relating to Unemployment and housing and land development are at alarming proportions.
Water,sanitation and drought relief, roads and stormwater, Health and Social Development,Consultation and Community participation in
municipal programmes, safety and Security and Sports ,Arts & Culture are the second most important issues raised durignthe Imbizos
Education, Electricity, Transport planning and Institutional Development are clustered in the last category of the most needs of communities
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Section 26(c) of the Municipal Systems Act, 2000 (Act No. 32 of 2000) stipulates that an Integrated Development Plan must reflect, “the council’s
development priorities and objectives for its elected term, including its local economic development aims and its internal transformation needs”.
The municipality identified four (4) Strategic goals and the Key performance areas (objectives) as illustrated above.
The under-mentioned Issues from a municipal perspective were identified and listed according to order of priority:
1. Water, Sanitation & Drought relief
2. Roads and Storm water
3. Economic Development;
4. Transport Planning
5. Land Development
6. Municipal Health and Environmental Management
7. Social Development
8. Disaster Management
9. Community Participation & Communication
10.Institutional Development
11.Education
12.Safety and Security
13.Sports, Arts and Culture
14.Electricity
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7.14 NATIONAL KPA’s
The minister of DPLG has recently pronounced five national key performance areas that must be adhered to when conducting performance planning
in the local government sphere.
and they are as listed below:

Basic services and Infrastructure development

Local Economic Development

Transformation and Organisational Development

Financial viability and Management

Good Governance and Public Participation
7.15 NATIONAL KPI’s
The minister of DPLG has recently pronounced nine national key performance indicators that must be adhered to when conducting performance
assessment in the local government sphere.
and they are as listed below:
(a) The percentage of households with access to basic level of water, sanitation, electricity and solid waste removal;
(b) the percentage of households earning less than R1100 per month with access to free basic services;
(c) the percentage of a municipality's capital budget actually spent on capital projects identified for a particular financial year in terms of the
municipality's integrated development plan;
(d) the number of jobs created through municipality's local economic development initiatives including capital projects
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(e) the number of people from employment equity target groups employed in the three highest levels of management in compliance with a
municipality's approved employment equity plan;
(f) the percentage of a municipality's budget actually spent on implementing its workplace skills plan; and
(g) financial viability as expressed by the following ratios:
(i)
A
BC
D
Where "A" represents debt coverage
"B" represents total operating revenue received
"C" represents operating grants
"D" represents debt service payments (i.e. interest + redemption) due within the financial year;
(ii)
A
B
C
Where "A" represents outstanding service debtors to revenue
"B" represents total outstanding service debtors
"C" represents annual revenue actually received for services;
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(iii)
A
BC
D
Where "A" represents cost coverage
"B" represents all available cash at a particular time
"C" represents investments "D" represents monthly fixed operating expenditure.
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7.16
ALIGNMENT OF THE WDM STRATEGIC GOALS WITH NATIONAL KPA’S
KPA 1: MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
Strategic Goal 1:
To provide a sound district regulatory framework
OBJECTIVES / KPA
PERFORMANCE INDICATOR
Policy instruments
(policies, strategies,
standards, plans,
guidelines, standard
operating procedures)

Legislative / legal
instruments
(by-laws, agreements)

External stakeholder
compliance monitoring
(audits, assessments,
enforcements, inspections)







Status monitoring
(surveys, surveillance,
detections, testing)


New policy instruments planned versus milestones
met (%)
Policy instruments planned to be reviewed versus
reviewed (%)
Ad hoc regulatory inputs requested versus
provided (%)
New legislative instruments planned versus
milestones (%)
Legislative instruments planned to be reviewed
versus reviewed (%)
Compliance monitoring interventions planned
versus conducted (%)
Ad hoc compliance monitoring requests versus
conducted (%)
Recommendations approved versus implemented
by external stakeholders (%)
Council resolutions versus implemented by
external stakeholders (%)
Status monitoring interventions planned versus
conducted (%)
Ad hoc status monitoring requests received versus
conducted (%)
TARGET
TARGET
TARGET
TARGET
TARGET
80
85
90
90
90
75
80
85
90
90
90
95
95
95
95
80
85
90
95
95
80
85
90
95
95
80
85
90
95
95
80
85
90
95
95
75
80
85
90
90
70
75
80
80
85
70
75
80
85
90
90
90
90
90
90
06/07
07/08
08/09
09/10
10/11
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

Recommendations approved versus implemented
(%)
Council resolutions versus implemented (%)
55
60
65
70
75
75
80
85
90
95
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Strategic Goal 2:
To promote sound management capacity in the District municipal area
OBJECTIVES / KPA
Technical training /
Advisory services
(technical advice,
consultation, information
sharing)
Strategic Goal 3:
PERFORMANCE INDICATOR




PERFORMANCE INDICATOR
Spatial development
planning
IDP co-ordination

Social development

Local municipal
Institutional support
Municipal health services







Disaster risk management
TARGET
TARGET
TARGET
TARGET
06/07
07/08
08/09
09/10
10/11
75
80
85
90
95
60
65
70
75
80
To implement district municipal services
OBJECTIVES / KPA
Environmental /
Conservation management
Advisory services requested versus provided (%)
Advisory services planned versus provided (%)
Training interventions planned versus conducted
(%)
Information sharing interventions planned versus
conducted (%)
TARGET

District spatial development framework milestones
met (%)
District IDP co-ordination implementation plan
milestones met (%)
District social development plan milestones met
(%)
Local municipal institutional support milestones
met (%)
Municipal health plan milestones met (%)
Municipal health standards targets met (%)
District conservation plan milestones met (%)
Compliance to international conservation
protocols (%)
District development compliance to EIA standards
(%)
District disaster risk management plan /
framework milestones met (%)
TARGET
TARGET
TARGET
TARGET
TARGET
06/07
07/08
08/09
09/10
10/11
60
65
70
75
80
60
65
70
75
80
70
75
75
80
80
60
65
70
75
80
60
60
45
45
65
65
50
50
70
70
55
55
70
70
60
60
70
70
65
65
45
50
55
60
65
50
55
60
65
70
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Strategic Goal 4:
To ensure effective support services
OBJECTIVES / KPA
Business leadership /
management
(Strategic positioning;
Organisation culture;
Business performance
management;
Stakeholder
management;
Communication;
Service delivery)
Resource management
 People management
PERFORMANCE INDICATOR
Financial management

Information /
knowledge
management
Information /
communication
(connectivity)
TARGET
TARGET
TARGET
07/08
08/09
09/10
10/11
Business culture / employee satisfaction rating (%)
45
48
50
52
55

Business targets met (%)
65
70
75
80
80

Stakeholder satisfaction rating (%)
50
55
60
65
70

Internal service level charters required versus
signed (%)
70
75
80
85
90

Internal stakeholder consultative forums planned
to be established versus established (%)
90
90
90
90
90



Budgeted positions filled (%)
Skills development plan targets met (%)
Additional human resource capacity required
versus business case provided (%)
Human resources required versus requirements
submitted timeously (%)
Interns trained (n)
Variance on budget spent (%)
Services provided versus fees collected (%)
Knowledge planned to be documented versus
documented (%)
50
60
100
45
65
100
40
70
100
35
75
100
30
80
100
100
100
100
100
100
6
10
70
50
15
10
75
55
15
10
80
60
15
10
85
65
20
10
90
70
Website updates required versus content
submitted timeously (%)
ICT developments / procurement planned versus
requirements submitted timeously to ICT
component (%)
95
95
95
95
95
95
95
95
95
95






TARGET
06/07



TARGET

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technology
management
 Asset management
(Fixed assets and
consumables)

Asset data integrity rating (%)
75
80
85
90
95

Assets required versus available (%)
75
80
85
90
95
Programme / project
management


90
90
90
90
90
90
90
90
90
90
Contract management

Programme / projects completed within time (%)
Programmes / projects completed within budget
(%)
Contractor performance rating (%)
50
55
60
65
70
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KPA 2: BASIC SERVICE AND INFRASTRUCTURE DEVELOPMENT
OBJECTIVES / KPA
PERFORMANCE INDICATOR
Spatial development planning

Economic development planning



Infrastructure development




District spatial development
framework milestones met (%)
Economic development plan
milestones met (%)
State wide economic planning
milestones met (%)
Jobs planned to be created
versus created (%)
Infrastructure planned to be
developed versus milestones
met (%)
Infrastructure planned to be
procured versus milestones met
(%)
Infrastructure plan milestones
met (%)
Maintenance budget required
as per regulations versus
secured (%)
TARGET
TARGET
TARGET
TARGET
TARGET
06/07
07/08
08/09
09/10
10/11
60
65
70
75
80
60
65
70
75
80
60
65
70
75
80
55
60
65
70
75
75
80
85
90
95
55
60
65
70
75
90
90
90
90
90
60
65
70
70
70
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KPA 3 LOCAL ECONOMIC ECONOMIC DEVELOPMENT
Strategic Goal 3:
To implement district municipal services
OBJECTIVES / KPA
Spatial development
planning
Economic
development planning
Infrastructure
development
PERFORMANCE INDICATOR








District spatial development framework
milestones met (%)
Economic development plan milestones met (%)
State wide economic planning milestones met
(%)
Jobs planned to be created versus created (%)
Infrastructure planned to be developed versus
milestones met (%)
Infrastructure planned to be procured versus
milestones met (%)
Infrastructure plan milestones met (%)
Maintenance budget required as per regulations
versus secured (%)
TARGET
TARGET
TARGET
TARGET
TARGET
60
65
70
75
80
60
60
65
65
70
70
75
75
80
80
55
75
60
80
65
85
70
90
75
95
55
60
65
70
75
90
60
90
65
90
70
90
70
90
70
06/07
07/08
08/09
09/10
10/11
279
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
KPA 4 MUNICIPAL FINANACIAL VIABILITY AND MANAGEMENT
Strategic Goal 4:
To ensure effective support services
TARGET
TARGET
TARGET
TARGET
TARGET
PERFORMANCE INDICATOR
06/07
07/08
08/09
09/10
10/11

Audit queries received versus responded to (%)
95
95
95
95
95

Compliance to regulatory frameworks (%)
75
80
85
85
90



Variance on budget spent (%)
Services provided versus fees collected (%)
Asset data integrity rating (%)
10
70
75
10
75
80
10
80
85
10
85
90
10
90
95

Assets required versus available (%)
75
80
85
90
95


Programme / projects completed within time (%)
Programmes / projects completed within budget
(%)
90
90
90
90
90
90
90
90
90
90
OBJECTIVES / KPA
Corporate governance
practices
(Compliance
management;
Best practices
management;
Risk management)
 Financial
management
 Asset management
(Fixed assets and
consumables)
Programme / project
management
280
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
KPA 5 GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Strategic Goal 2: To promote sound management capacity in the District municipal area
OBJECTIVES / KPA
Technical training /
Advisory services
(technical advice,
consultation, information
sharing)
TARGET
TARGET
TARGET
TARGET
06/07
07/08
08/09
09/10
10/11
Advisory services requested versus
provided (%)
Advisory services planned versus provided
(%)
Training interventions planned versus
conducted (%)
Information sharing interventions planned
versus conducted (%)
Awareness interventions planned versus
conducted (%)
75
80
85
90
95
60
65
70
75
80
75
80
85
90
95
Stakeholder forums planned to be
established versus established (%)
Forums functionality gaps identified versus
recommendations made (%)
SLA’s / MOU’s / agreements planned
versus submitted for signature (%)
SLA’s / MOU’s / agreements submitted
versus signed (%)
75
80
85
90
95
95
95
95
95
95
80
85
90
95
95
45
50
55
60
65
PERFORMANCE INDICATOR




Awareness creation
(events, campaigns,
seminars, conferences,
publications, Imbizo’s,
summits)
Stakeholder institutional
arrangements (forums
establishment /
maintenance, SLA’s,
MOU’s, performance
monitoring, contract
management)
TARGET





281
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
SECTION C
282
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
PROJECTS PHASE
283
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
The identification, selection. Approval and funding of the projects underwent stringent procedures and phases as outlined underneath:
8. Project Initiation phase
During this phase the following were put into consideration:
 The need for the project is established, its feasibility is investigated and initial estimates of cost generated
 The basic processes for the initiation phase are:
– Selecting the project.
– Identifying the needs to be met.
– Collecting historical data.
– Determining objectives.
– Determining high level deliverables and estimates.
– Developing a product description (particularly in the private sector).
– Identifying the qualifications of the project manager that would be best suited for the particular project.
– Determining high level resource requirements.
– Determining internal and external project constraints.
– Assessing the socio economic and political environment and its possible impact on the project.
– Conducting a feasibility study
8.1 Project identification and selection
 One project’s viability could determine the success or failure of an institution
 Project selection is about making a commitment for the future
 Organisations do not always have the resources to embark on all the projects it would want to, need to prioritise by addressing or asking the
following questions:
– Will the project create a difference in the community.
– Will the project meet the needs of and make a positive contribution to the community’s welfare.
– Will the project maximise the utilisation of the workforce, plant, and equipment?
– Whether the project would improve the municipality’s service delivery rating and boast the community’s confidence in the
municipality.
284
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
8.2 INPUT PERSPECTIVE
8.2.1 FINANCIAL ALLOCATIONS FOR CAPITAL PROGRAMMES
PRIORITY
NO
FUNCTIONS OF MUNICIPALITY
%
ALLOCATION
FUNDS ALLOCATED PER FINANCIAL YEAR
2007/2008
2008/2009
1
2
3
4
5
Water,Sanitation,Drought relief
Roads and Stormwater
Economic Development
Transport Planning
Land Development
20.00%
31.42%
18.89%
0.00%
0.49%
14,400,000
22,620,000
13,600,000
6
7
8
Municipal Health and Enviromental management
Health and Social Development
Disaster Management
8.19%
0.00%
8.10%
5,900,000
2,500,000
5,830,000
2,300,000
9
10
11
12
13
Community Participation and Communication
Institutional Development
Education
Safety and Security
Sport Arts and Culture
TOTAL
4.66%
7.23%
0.00%
0.00%
1.02%
100.00%
3,350,000
5,200,000
1,600,000
1,300,000
750,000
72,000,000
0
5,800,000
35,200,000
13,500,000
7,200,000
1,000,000
2009/2010
38,000,000
4,950,000
4,000,000
2010/2011
2011/2012
39,000,000
46,000,000
1,700,000
1,500,000
1,500,000
1,500,000
0
850,000
51,000,000
0
900,000
41,400,000
0
1,000,000
48,500,000
350,000
285
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
8.2.3 FIVE YEAR CAPITAL INVESTMENT PROGRAMME
PROJ
NO
PROJECT
RESPONSIBLE
IMPLEMENTING
OFFICIAL
IDP
CAPITAL
IDP
OPERATING
CAPITAL INVESTMENT PER FINANCIAL YEAR (R)
07/08
08/09
09/10
10/11
11/12
TOTAL
CAPITAL
BUDGET
FUNDER
WDM
PRIORITY NO 1: WATER, SANITATION AND DROUGHT RELIEF
DWS - 02
Drought relief plan
Manager: Technical
Services
400,000
400,000
400,000
New
Sewer Mabaleng/Alma
Manager: Technical
Services
4,000,000
4,000,000
4,000,000
DSA -31
Northam Sewer Ext 5 Phase 2 & Ext 7
Manager: Technical
Services
10,000,000
10,000,000
10,000,000
14,400,000
14,400,000
2,500,000
2,500,000
1,500,000
WDM
TOTAL
-
-
-
-
WDM
WDM
14,400,000
PRIORITY NO 2: ROADS AND STORMWATER
DRS - 01
Development of Roads Management
Plan
Manager: Technical
Services
DRS-33
Integrated Infrastructure Master Plan
Manager: Technical
Services
1,500,000
1,500,000
1,500,000
WDM
DRS - 21
Modimolle Access Road Brick Paving of
str. Phahameng
Manager: Technical
Services
770,000
770,000
770,000
WDM
DRS - 22
Bela Bela Access Road Brick Paving of
str Pienaarsrivier
Manager: Technical
Services
300,000
300,000
300,000
WDM
DRS - 23
Mookgophong Access Road Brick
Paving of 36th street
Manager: Technical
Services
150,000
150,000
150,000
WDM
286
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
DRS - 24
Lephalale Access Road Tarring of str
Marapong
Manager: Technical
Services
900,000
900,000
900,000
WDM
DRS - 25/6
Thabazimbi Access Road Tarring of str
in Northam
Manager: Technical
Services
900,000
900,000
900,000
WDM
DRS - 27
Mogalakwena Access Road Regravel
and Rehab Mathekga - Moshuka Rd
Manager: Technical
Services
200,000
200,000
200,000
WDM
NEW
Upgrade of Road Bakenberg to Mapela
via Sepherane & Mmahlogo ( D3507)
Manager: Technical
Services
6,000,000
6,000,000
18,000,000
WDM
DRS - 30
Mogalakwena Access Road Regravel
Rd - Lesodi - Mmamatlakala
Manager: Technical
Services
100,000
100,000
100,000
WDM
DRS - 31
Mogalakwena Access Road - EPWP
Paving of Mahwelereng Str
Manager: Technical
Services
1,800,000
1,800,000
1,800,000
WDM
DRS-34
Mogalakwena Access Road -Upgrade
gravel to tar Sadoma Road to N11
Manager: Technical
Services
1,500,000
1,500,000
10,000,000
10,000,000
10,000,000
10,000,000
41,500,000
WDM
DRS-35
Mogalakwena Access Road -Upgrade
gravel to tar Segole to Magagamatala
Manager: Technical
Services
1,500,000
1,500,000
10,000,000
12,000,000
14,000,000
16,000,000
53,500,000
WDM
DRS-32
Road numbering
Manager: Technical
Services
1,500,000
1,000,000
2,500,000
WDM
New
Construction of bridge Rust de Winter small holdings (EPWP)
Manager: Technical
Services
3,000,000
3,000,000
3,000,000
WDM
NEW
Upgrade of road Bela-Bela - Alma
Manager: Technical
Services
1,500,000
1,500,000
15,000,000
15,000,000
15,000,000
20,000,000
66,500,000
WDM
22,620,000
22,620,000
13,500,000
38,000,000
39,000,000
46,000,000
159,120,00
0
1,500,000
1,500,000
1,500,000
TOTAL
12,000,000
PRIORITY NO 3: ECONOMIC DEVELOPMENT
DUE - 28
Waterberg Economic Development
Agency
Manager: Planning
and Economic
Development
1,500,000
4,500,000
287
WDM
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Upgrading of the abattoir
Manager Technical
Services
DUE-31
Coordination of District wide LED
Manager: Planning
and Economic
Development
DUE-34
Construction of Wildlife Centre
Manager Technical
Services
DUE-35
Madisha Goat Co-operative
Manager: Planning
and Economic
Development
DUE-36
Livestock farming (C2C Agricultural Coopratives)
DUE 29
DUE-37
DUE-38
3,200,000
100,000
1,000,000
4,300,000
WDM
200,000
400,000
250,000
850,000
WDM
3,000,000
3,000,000
6,000,000
WDM
750,000
750,000
750,000
750,000
2,250,000
WDM/LI
BSA
Manager: Planning
and Economic
Development
450,000
450,000
450,000
450,000
1,350,000
WDM/EU
-LED
Lephalale Agricultural Corridor
Manager: Planning
and Economic
Development
3,000,000
3,000,000
1,000,000
1,000,000
5,000,000
WDM
Tourism Development
Manager: Planning
and Economic
Development
1,500,000
1,500,000
1,500,000
WDM
5,900,000
13,600,000
TOTAL
3,200,000
200,000
3,000,000
7,700,000
7,200,000
4,950,000
1,000,000
4,000,000
1,000,000
4,000,000
0
0
25,750,000
PRIORITY NO 4: TRANSPORT
DTR-02
Multi-Modal Transport Facilities
Manager: Planning
and Economic
Development
TOTAL
0
0
350,000
350,000
350,000
350,000
5,000,000
-
-
WDM
5,000,000
PRIORITY NO 5: LAND
LA - 04
Policy on Sub-Division of Agricultural Land
Manager: Planning
and Economic
Development
TOTAL
350,000
0
0
-
-
350,000
PRIORITY NO.06: MUNICIPAL HEALTH AND ENVIRONMENTAL
MANAGEMENT
288
WDM
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
DSE-06
Identification, auditing and
maintenance of landfill sites
Managers Tech. Services
3,000,000
3,000,000
NEW
Waste Management strategy
Manager Social Services
300,000
New
Refuse Buy Back centre at
Mogalakwena
Manager Social Services
NEW
Strategic Environmental
Management Plan
DHW-07
DSE - 07
4,000,000
WDM
300,000
300,000
WDM
1,200,000
1,200,000
1,200,000
Buyisa-eBag
Manager: Social Services
700,000
700,000
700,000
WDM
Municipal Health Plan
Manager: Social Services
800,000
800,000
800,000
WDM
Develop and review air
quality plan
Manager: Social Services
600,000
600,000
200,000
800,000
WDM
6,600,000
6,600,000
1,200,000
TOTAL
1,000,000
0
-
-
7,800,000
PRIORITY NO 8: DISASTER MANAGEMENT
DDM-01
Disaster-Centre-Modimolle
Managers Tech. Services
1,400,000
1,400,000
1,400,000
WDM
DDM-02
Disaster-Centre-Lephalale
Managers Tech. Services
3,100,000
3,100,000
3,100,000
WDM
DDM-07
Upgrade existing District
Disaster Management
Centres
Manager Social Services
700,000
WDM
TOTAL
700,000
4,500,000
0
4,500,000
500,000
500,000
700,000
0
-
-
5,200,000
PRIORITY NO 9: COMMUNITY PARTICIPATION AND COMMUNICATION
Communication
Manager: Executive Mayor's Office
500,000
289
WDM
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Special Projects
Manager Executive Mayors Office
1,400,000
1,400,000
District public participation
Manager: Executive Mayor's Office
1,450,000
1,450,000
1,600,000
1,700,000
3,350,000
1,600,000
1,700,000
TOTAL
3,350,000
-
-
1,400,000
WDM
4,750,000
WDM
6,650,000
PRIORITY NO 10: INSTITUTIONAL DEVELOPMENT
7,150,000
WDM
and
DLG & H
2,000,000
WDM
3,800,000
WDM
330,000
WDM
7,300,000
WDM
DIN - 17
Procurement of movable
assets
Manager Corporate Service
3,550,000
3,550,000
DIN - 20
Mayoral House
Managers Technical Services
2,000,000
2,000,000
DIN-19
Revise and Develop By-Laws
Manager:Corporate Services
500,000
500,000
New
Training of volunteer Fire
Fighters
Manager Corporate Service
330,000
330,000
DIN-021
Implementation of IT Master
Plan
Manager:Corporate Services
6,800,000
6,800,000
500,000
7,630,000
13,180,000
2,900,000
1,500,000
1,500,000
1,500,000
20,580,000
750,000
750,000
800,000
850,000
900,000
1,000,000
4,300,000
WDM
5,000,000
WDM
TOTAL
5,550,000
2,100,000
300,000
500,000
1,000,000
500,000
1,000,000
500,000
1,000,000
PRIORITY NO 13: SPORTS, ARTS AND CULTURE
DSE-01
Co-ordination of Sports, Arts
and Culture
Manager Social Services
DSC - 06
District MPC sport, arts and
culture conference facility
Managers Techn. And Social
Services
TOTAL
5,000,000
750,000
750,000
5,800,000
850,000
900,000
1,000,000
9,300,000
PRIORITY NO 14: ELECTRICITY
290
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
0
TOTAL
GRAND TOTAL
0
17,750,000
61,600,000
0
0
0
79,350,000
33,900,000
51,000,000
-
41,400,000
-
48,500,000
WDM
0
254,150,00
0
Minus Counterfunding
1200000-
Buyisa E Bag
1250000-
DLG&H
2500000-
DLG&H
74,400,000
291
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
8.4 INVESTMENT ALLOCATION PER NATIONAL KPA
KPA 1: BASIC SERVICE AND INFRASTRUCTURE DEVELOPMENT
PROJ
PROJECT
RESPONSIBLE
IMPLEMENTING
OFFICIAL
IDP
CAPITAL
IDP
OPERATING
NO
CAPITAL INVESTMENT PER FINANCIAL YEAR (R)
07/08
08/09
09/10
10/11
TOTAL
CAPITAL
BUDGET
FUNDE
R
11/12
PRIORITY NO 1: WATER, SANITATION AND DROUGHT RELIEF
DWS - 02
Drought relief plan
Manager: Technical
Services
400,000
400,000
400,000
WDM
New
Sewer Mabaleng/Alma
Manager: Technical
Services
4,000,000
4,000,000
4,000,000
WDM
DSA -31
Northam Sewer Ext 5 Phase 2 & Ext 7
Manager: Technical
Services
10,000,000
10,000,000
10,000,000
WDM
2,500,000
2,500,000
1,500,000
WDM
PRIORITY NO 2: ROADS AND STORMWATER
DRS - 01
Development of Roads Management Plan
Manager: Technical
Services
DRS-33
Integrated Infrastructure Master Plan
Manager: Technical
Services
1,500,000
1,500,000
1,500,000
WDM
DRS - 21
Modimolle Access Road Brick Paving of
str. Phahameng
Manager: Technical
Services
770,000
770,000
770,000
WDM
DRS - 22
Bela Bela Access Road Brick Paving of str
Pienaarsrivier
Manager: Technical
Services
300,000
300,000
300,000
WDM
DRS - 23
Mookgophong Access Road Brick Paving
of 36th street
Manager: Technical
Services
150,000
150,000
150,000
WDM
DRS - 24
Lephalale Access Road Tarring of str
Marapong
Manager: Technical
Services
900,000
900,000
900,000
292
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
DRS - 25/6
Thabazimbi Access Road Tarring of str in
Northam
Manager: Technical
Services
900,000
900,000
900,000
WDM
DRS - 27
Mogalakwena Access Road Regravel and
Rehab Mathekga - Moshuka Rd
Manager: Technical
Services
200,000
200,000
200,000
WDM
NEW
Upgrade of Road Bakenberg to Mapela via
Sepherane & Mmahlogo ( D3507)
Manager: Technical
Services
6,000,000
6,000,000
18,000,000
WDM
DRS - 30
Mogalakwena Access Road Regravel Rd Lesodi - Mmamatlakala
Manager: Technical
Services
100,000
100,000
100,000
WDM
DRS - 31
Mogalakwena Access Road - EPWP
Paving of Mahwelereng Str
Manager: Technical
Services
1,800,000
1,800,000
1,800,000
WDM
DRS-34
Mogalakwena Access Road -Upgrade
gravel to tar Sadoma Road to N11
Manager: Technical
Services
1,500,000
1,500,000
10,000,000
10,000,000
10,000,000
10,000,000
41,500,000
WDM
DRS-35
Mogalakwena Access Road -Upgrade
gravel to tar Segole to Magagamatala
Manager: Technical
Services
1,500,000
1,500,000
10,000,000
12,000,000
14,000,000
16,000,000
53,500,000
WDM
DRS-32
Road numbering
Manager: Technical
Services
1,500,000
1,000,000
2,500,000
WDM
New
Construction of bridge Rust de Winter small holdings (EPWP)
Manager: Technical
Services
3,000,000
3,000,000
3,000,000
WDM
NEW
Upgrade of road Bela-Bela - Alma
Manager: Technical
Services
1,500,000
1,500,000
15,000,000
66,500,000
WDM
12,000,000
15,000,000
15,000,000
20,000,000
PRIORITY 3:LOCAL ECONOMIC DEVELOPMENT
DUE 29
Upgrading of the abattoir
Manager Technical
Services
3,200,000
3,200,000
100,000
DUE-34
Construction of Wildlife Centre
Manager Technical
Services
3,000,000
3,000,000
3,000,000
1,000,000
4,300,000
6,000,000
PRIORITY NO 4: TRANSPORT
293
WDM
Waterberg
District
Municipality
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
DTR-02
Multi-Modal Transport Facilities
Manager: Planning and
Economic Development
TOTAL
0
0
1,000,000
4,000,000
1,000,000
4,000,000
5,000,000
-
-
5,000,000
PRIORITY NO.06: MUNICIPAL HEALTH AND ENVIRONMENTAL
MANAGEMENT
DSE-06
Identification, auditing and maintenance
of landfill sites
Managers Tech. And Social
Services
3,000,000
3,000,000
1,000,000
4,000,000
Waterberg
District
Municipality
1,400,000
Waterberg
District
Municipality
3,100,000
Waterberg
District
Municipality
2,000,000
Waterberg
District
Municipality
PRIORITY NO 8: DISASTER MANAGEMENT
DDM-01
DDM-02
Disaster-Centre-Modimolle
Managers Tech. And Social
Services
Disaster-Centre-Lephalale
Managers Tech. And Social
Services
1,400,000
3,100,000
1,400,000
3,100,000
PRIORITY NO 10: INSTITUTIONAL DEVELOPMENT
DIN - 020
Mayoral House
Managers Technical and
Corpr.Services
2,000,000
2,000,000
294
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
KPA 2: LOCAL ECONOMIC DEVELOPMENT
PROJ
PROJECT
RESPONSIBLE
IMPLEMENTING
OFFICIAL
IDP
CAPITAL
IDP
OPERATING
NO
CAPITAL INVESTMENT PER FINANCIAL YEAR (R)
07/08
08/09
09/10
10/11
TOTAL
CAPITAL
BUDGET
FUNDER
11/12
PRIORITY NO 3: ECONOMIC DEVELOPMENT
Coordination of District wide LED
Manager: Planning and
Economic
Development
200,000
200,000
400,000
250,000
850,000
Waterberg
District
Municipality
DUE-35
Madisha Goat Co-operative
Manager: Planning and
Economic
Development
750,000
750,000
750,000
750,000
2,250,000
WDM/LIBSA
DUE-36
Livestock farming (C2C Agricultural
Co-opratives)
Manager: Planning and
Economic
Development
450,000
450,000
450,000
450,000
1,350,000
WDM/EULED
Lephalale Agricultural Corridor
Manager: Planning and
Economic
Development
5,000,000
Waterberg
District
Municipality
Tourism Development
Manager: Planning and
Economic
Development
1,500,000
Waterberg
District
Municipality
DUE-31
DUE-37
DUE-38
3,000,000
1,500,000
3,000,000
1,500,000
1,000,000
1,000,000
295
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
KPA 3: MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DESIGN
PROJ
PROJECT
RESPONSIBLE
IMPLEMENTING
OFFICIAL
IDP
CAPITAL
IDP
OPERATING
NO
CAPITAL INVESTMENT PER FINANCIAL YEAR (R)
07/08
08/09
09/10
1,500,000
1,500,000
1,500,000
10/11
TOTAL
CAPITAL
BUDGET
FUNDER
4,500,000
WD M
350,000
WDM
7,150,000
WDM and
DLG & H
2,000,000
WDM
3,800,000
WDM
330,000
WDM
7,300,000
WDM
11/12
PRIORITY NO 3: ECONOMIC DEVELOPMENT
DUE - 28
Waterberg Economic Development
Agency
Manager: Planning and
Economic Development
1,500,000
PRIORITY NO 5: LAND
LA - 04
Policy on Sub-Division of
Agricultural Land
Manager: Planning and
Economic Development
350,000
350,000
PRIORITY NO 10: INSTITUTIONAL DEVELOPMENT
DIN - 17
Procurement of movable assets
Manager Corporate Service
3,550,000
3,550,000
Mayoral House
Managers Technical Services
2,000,000
2,000,000
DIN-19
Revise and Develop By-Laws
Manager:Corporate Services
500,000
500,000
New
Training of volunteer Fire Fighters
Manager Corporate Service
330,000
330,000
DIN-021
Implementation of IT Master Plan
Manager:Corporate Services
6,800,000
6,800,000
DIN - 20
2,100,000
300,000
500,000
500,000
1,000,000
500,000
1,000,000
500,000
1,000,000
296
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
KPA 4: FINANCIAL MANAGEMENT AND VIABILITY
No projects were identified for this KPA
KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
PRIORITY NO 9: COMMUNITY PARTICIPATION AND
COMMUNICATION
Communication
Manager: Executive Mayor's
Office
Special Projects
Manager Executive Mayors
Office
District Public Participation
Manager: Executive Mayor's
Office
500,000
1,400,000
1,450,000
500,000
1,400,000
1,450,000
1,600,000
1,700,000
500,000
Waterberg
District
Municipality
1,400,000
Waterberg
District
Municipality
4,750,000
Waterberg
District
Municipality
4,300,000
Waterberg
District
Municipality
PRIORITY NO 13: SPORTS, ARTS AND CULTURE
DSE-01
Co-ordination of Sports, Arts and Culture
Manager : Office of the
Executive Mayor
750,000
750,000
800,000
850,000
900,000
1,000,000
297
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
8.5
OUTPUT PERSPECTIVE
8.5.1
Strategic Goal 1:
OBJECTIVES /
KPA
Policy instruments
(Policies,
Strategies,
Standards,
Plans,
Guidelines,
Standard
operating
procedures )
PERFORMANCE
INDICATORS
 New policy
instruments
planned versus
milestones met (%)
 Policy instruments
planned to be
reviewed versus
reviewed (%)
 Ad hoc regulatory
input requested
versus provided
(%)
To provide a sound district regulatory framework
OUTPUTS
New policy
instruments
 Integrated
infrastructure
master plan
o Water service
development
plan
o
Electricity
master plan
o
Fleet master plan
o
Integrated
transport plan
(ITP)
Building
master plan
o
o
o
Policy instruments
(Policies,
Strategies,
Standards,
 New policy
instruments
planned versus
o
Integrated
roads and
storm water
master plan
Drought
Relief Plan
Sanitation and
waste water
master plan
2006 / 2007
April – June
July – Sept.
1st Draft master plan
Stakeholder
consultation report
Final draft water
service development
plan submitted for
approval
1st Draft electricity
master plan submitted
for approval
1st Draft fleet master plan
submitted for approval
Final Draft ITP
submitted for
approval
1st Draft building
master plan submitted
for approval
1st Draft roads and
storm water master
plan submitted for
approval
Implementation
progress report
N/A
1st Draft sanitation
and waste water
master plan submitted
for approval
Stakeholder
consultation report
Stakeholder consultation
report
Implementation
progress report
Stakeholder
consultation report
Stakeholder
consultation report
2007 / 2008 Quarterly outputs
Oct. – Dec
Jan - March
April – June
Final draft master plan
submitted for
approval
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Final draft master plan
submitted for
approval
Final draft master plan
submitted for approval
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation progress
report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Final draft master plan
submitted for
approval
Final draft master plan
submitted for
approval
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Stakeholder
consultation report
Final draft master plan
submitted for approval
Implementation
progress report
298
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Plans,
Guidelines,
Standard
operating
procedures )
milestones met (%)
 Policy instruments
planned to be
reviewed versus
reviewed (%)
 Ad hoc regulatory
input requested
versus provided
(%)
 District social
development plan
milestones met (%)
 Integrated District
/ Local Economic
development plan
N/A
District broad
based black
economic
empowerment
policy
1st Draft District
broad based black
economic
empowerment policy
District
Entrepreneuri
al support
policy
1st Draft
Entrepreneurial
support policy
o
IDP coordination
o
Social
development
o
Crime
prevention
strategy
 District IDP coordination
implementation
plan milestones
met (%)
 Social
Development
Master Plan
approved
1st Draft
o
o
o
o
Integrated
sports, arts
and culture
policy
District Youth
development
implementatio
n plan
Stakeholder
consultation report
1st Draft
Stakeholder
consultation report
1st Draft
Stakeholder
consultation report
Final draft submitted
for approval
Implementation
progress report
Implementation
progress report
Implementation
progress report
Local economic
development
implementation plan
Stakeholder
consultation report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Final draft policy
submitted for
approval
Stakeholder
consultation report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Reviewed 2007/08
approved
2008/09 IDP review
process plan approved
Implementation
progress report
Framework
approved
1st draft submitted for
adoption
Stakeholders
consultation report
Final plan
submitted for
approval
Final draft policy
submitted for
approval
Implementation
progress report
Implementation
progress report
Implementation
progress report
Final draft policy
submitted for
approval
Implementation
progress report
Implementation
progress report
Implementation
progress report
Final draft policy
submitted for
approval
Implementation
progress report
Implementation
progress report
Implementation
progress report
Final draft policy
submitted for
approval
Reviewed IDP
299
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
o
o
o
District HIV
and AIDS
implementatio
n plan
District
Gender policy
implementatio
n plan
District
Disability
policy
 Local municipality
institutional
support plan
 District IGR policy
framework
1st Draft
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Stakeholder
consultation report
Final draft policy
submitted for
approval
1st Draft
Stakeholder
consultation report
Final draft policy
submitted for
approval
1st Draft
Stakeholder
consultation report
Final draft policy
submitted for
approval
1st Draft
Stakeholder
consultation report
Final draft policy
submitted for
approval
1st Draft
Stakeholder
consultation report
Final draft policy
submitted for
approval
300
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
 Municipal health
services plan
o
Water quality
monitoring
management
plan
o
Conservation
management
plan
o
Audit policy
o
Risk
management
strategy
o
Resources
management
strategies
N/A
1st Draft
Implementation
progress report
Implementation
progress report
Implementation
progress report
Final draft policy
submitted for
approval
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Final Draft policy
submitted for
approval
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Stakeholder
consultation report
1st Draft
Final draft policy
submitted for
approval
1st Draft
Stakeholder
consultation report
Final draft policy
submitted for
approval
1st Draft
Stakeholder
consultation report
Final draft policy
submitted for
approval
1st Draft
Stakeholder
consultation report
Final draft policy
submitted for
approval
1st Draft
Stakeholder
consultation report
301
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
o
Knowledge
management
strategy
1st Draft
Stakeholder
consultation report
o
Environmenta
l
/Conservation
Management
Plan
1st Draft
Stakeholder
consultation report
Final Draft policy
submitted for
approval
Implementation
progress report
Implementation
progress report (IDP
performance review
reports based on
SDBIP )
Final draft policy
submitted for
approval
o
 Disaster risk
management
plan (Water
quality , fire,
etc)
Legislative/Leg
al instruments
(Bylaws,
agreements)
Regulatory input
report
 New
N
legislative/legal
e
instruments
w
 Bylaw
l development
e project plan
g
i
District Spatial
development
framework
1st Draft review
Stakeholder
consultation report
Final draft policy
review submitted for
approval
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report (IDP
performance)
IDP review
framework
IDP review process
plan
Budget review process
plan
Implementation
progress report
Implementation
progress report (IDP
performance review
reports based on SDBIP
)
Implementation
progress report
(IDP performance
review reports
based on SDBIP)
Implementation
progress report
Implementation
progress report
Stakeholder
consultation report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation progress report
Final draft policy
review submitted
for approval
Report as required
Report as required
Report as required
Report as required
Report as required
Project
implementation
progress report
Project
implementation
progress report
Project
implementation
progress report
Project implementation progress report
1st Draft
Stakeholder
consultation report
Final Draft
submitted for
approval
302
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
s
l
a
t
i
v
e
Municipal
services
implementation
Agreements
development
plan
1st Draft
Stakeholder
consultation report
Final Draft
submitted for
approval
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation progress report
i
n
s
t
r
u
m
e
n
t
s
p
l
a
n
n
e
d
v
e
r
s
u
s
m
i
l
e
s
t
o
n
e
s
m
303
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Status
monitoring
(Surveys,
Surveillance,
Detections,
Assessments,
Sampling,
Metering,
Testing)
 Compliance
S
monitoring
t
recommendations
a
implementation
t
report
per
u
approved
schedule
s
Ad hoc compliance
monitoring
service
m
report
o
Status
monitoring
n
recommendations
i
implementation
t
report
per
o
approved schedule
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
304
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Ad
r hoc status
monitoring
i
service
report
n
g
Report as required
Report as required
Report as required
Report as required
Report as required
i
n
t
e
r
v
e
n
t
i
o
n
s
p
l
a
n
n
e
d
v
e
r
s
u
s
c
o
n
d
u
c
t
e
d
(
%
)
305
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Authorisation
decisions
(Permits,
Certification)
 Authorisation
A
decisions
report
u
t
h
o
r
i
s
a
t
i
o
n
Report as required
Report as required
Report as required
Report as required
Report as required
a
p
p
l
i
c
a
t
i
o
n
s
r
e
c
e
i
v
e
d
v
e
r
306
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
s
u
s
f
i
n
a
l
i
s
e
d
w
i
t
h
i
n
p
r
e
s
c
r
i
b
e
d
t
i
m
e
(
%
)
307
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Legislative/Leg
al instruments
(Bylaws,
agreements)
 New
N
legislative/legal
e
instruments
w
 Bylaw
l development
e project plan
g
i
1st Draft
Stakeholder
consultation report
Final Draft
submitted for
approval
Project
implementation
progress report
Project
implementation
progress report
Project
implementation
progress report
Project implementation progress report
308
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
s
l
a
t
i
v
e
Municipal
services
implementation
Agreements
development
plan
1st Draft
Stakeholder
consultation report
Final Draft
submitted for
approval
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation progress report
i
n
s
t
r
u
m
e
n
t
s
p
l
a
n
n
e
d
v
e
r
s
u
s
m
i
l
e
s
t
o
n
e
s
m
309
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Status
monitoring
(Surveys,
Surveillance,
Detections,
Assessments,
Sampling,
Metering,
Testing)
 Compliance
S
monitoring
t
recommendations
a
implementation
t
report
per
u
approved
schedule
s
Ad hoc compliance
monitoring
service
m
report
o
Status
monitoring
n
recommendations
i
implementation
t
report
per
o
approved schedule
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
Report as required
310
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Ad
r hoc status
monitoring
i
service
report
n
g
Report as required
Report as required
Report as required
Report as required
Report as required
i
n
t
e
r
v
e
n
t
i
o
n
s
p
l
a
n
n
e
d
v
e
r
s
u
s
c
o
n
d
u
c
t
e
d
(
%
)
311
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Authorisation
decisions
(Permits,
Certification)
 Authorisation
A
decisions
report
u
t
h
o
r
i
s
a
t
i
o
n
Report as required
Report as required
Report as required
Report as required
Report as required
a
p
p
l
i
c
a
t
i
o
n
s
r
e
c
e
i
v
e
d
v
e
r
s
u
312
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
s
f
i
n
a
l
i
s
e
d
w
i
t
h
i
n
p
r
e
s
c
r
i
b
e
d
t
i
m
e
(
%
)
313
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
8.5.2
Strategic Goal 2:
OBJECTIVES /
KPA
Technical
training /
advisory services
(Technical
advice /
consultation,
Information
sharing)
Awareness
creation
(Campaigns,
Events,
Workshops,
Seminars,
Conferences,
Workshops
Publications)
To promote sound management capacity in the district municipal area
PERFORMANC
E
INDICATORS
 Advisory
services
requested versus
provided (%)
 Training
interventions
planned versus
conducted (%)
 Awareness
interventions
planned versus
conducted (%)
 Promotional
material
required versus
requirements
submitted
timeously to
OUTPUTS
2006 / 2007
April – June
July – Sept.
2007 / 2008 Quarterly outputs
Oct. – Dec
Jan - March
April – June
 Technical training /
advisory service
report
Report as
required
Report as
required
Report as
required
Report as
required
Report as required
 Training interventions
schedule per district
service delivery area
1st Draft
Implementati
on progress
report
Implementati
on progress
report
Implementati
on progress
report
Implementation progress report
Implementati
on progress
report
Implementati
on progress
report
Implementati
on progress
report
Implementation progress report
Publish upon
approval
Publish upon
approval
Publish upon
approval
Publish upon approval
 Awareness
intervention schedule
per municipal area
 District Information
Publications schedule
Stakeholder
consultation
report
Final draft
submitted for
approval
1st Draft
Stakeholder
consultation
report
Final draft
submitted for
approval
Publish upon
approval
314
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
relevant support
services (%)
 Media coverage report
(Radio, TV, Print, etc)
Media coverage
report with an
intervention plan
Report on
implementation
of
recommendation
s
Stakeholder
institutional
arrangements
management
(Forum
establishment
/
development,
SLA, MOUs,
Performance
monitoring,
Contract
management )
 Stakeholder
forums planned
to be
established
versus
established (%)
 Forums
functionality
gaps identified
versus
recommendatio
ns made (%)
 SLAs / MOUs
/ Agreements
planned versus
submitted for
signature (%)
Media
coverage
report with
an
intervention
plan
Media
coverage
report with
an
intervention
plan
Media
coverage
report with
an
intervention
plan
Report on
implementati
on of
recommenda
tions
Implementati
on progress
report
Report on
implementati
on of
recommenda
tions
Implementati
on progress
report
Report on
implementati
on of
recommenda
tions
Implementati
on progress
report
Media coverage report with an
intervention plan
Implementation report on
recommendations
Events/Campaigns/Semi
nars/
workshop/
schedule
1st Draft
Stakeholder
consultation
report
Final draft policy
submitted for
approval
New Stakeholder
Forums establishment
/ disestablishment
report
Stakeholder capacity
development report
New SLA’s / MOU’s /
Agreements report
Report submitted
to council
Report
submitted to
council
Report
submitted to
council
Report
submitted to
council
Report submitted to council
Report as
required
Report submitted
to council
1st Draft
Report as
required
Report
submitted to
council
Implementati
on progress
report
Report as
required
Report
submitted to
council
Implementati
on progress
report
Report as required
Stakeholder directory
Report as
required
Report
submitted to
council
Implementati
on progress
report
Stakeholder
consultation
report
Implementation progress report
Report submitted to council
Implementation progress report
Final draft policy
submitted for
approval
Component
315
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
8.5.3
Strategic Goal 3:
OBJECTIVES /
KPA
Infrastructure
development
To implement district municipal services
PERFORMANCE
INDICATORS
 Infrastructure
planned to be
developed versus
milestones met (%)
 Infrastructure
planned to be
procured versus
milestones met (%)
 Infrastructure plan
milestones met (%)
 Maintenance
budget required as
per regulations
versus secured (%)
OUTPUTS
2006 / 2007
April – June
10 km road development
(rehabilitation and
regravelling) (against a
backlog of 11 000 km)
Mayoral house (Modimolle)
Additional office Space
Architects
appointed
Council approval
(Technical
designs etc.)
Contractors
appointed
Rehabilitated Landfill sites
Contractor
appointed
Upgraded abattoir
Technical design
approved
Wild Life Centre
Northam Sewer Treatment
Plant
Upgraded Radium to
Syferskuil road
Contractor
appointed
Consultants
appointed
Consultants
appointed
July – Sept.
Project
completion
report
Technical
designs
approved
Implementatio
n progress
report
Implementatio
n progress
report
Project
implementation
report
Project
implementation
report
Technical
design
approved
Contractor
appointed
Technical
design
approved
Contractor
appointed
2007 / 2008 Quarterly outputs
Oct. – Dec
Jan - March
Contractor
appointed
Implementatio
n progress
report
Implementatio
n progress
report
Project
completion
report
Project
completion
report
Implementatio
n progress
report
Project
completion
report
April – June
Implementatio
n progress
report
Project
implementation
report
Project
completion
report
Project
implementation
report
Project
implementation
report
Project
completion
report
Project
implementation
report
Project
implementation
report
Project
completion
report
316
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Technical
design
approved
Transport
Management
Disaster
Management
 District integrated
Transport
management plan
milestones met(%)
 District disaster
risk management
plan / framework
milestones met (%)
Upgraded road Segole to
Magagamatala
Consultants
appointed
Multi-Modal Facilities
N/A
Disaster Centres in
Modimolle and Lephalale
Contractors
appointed
 50 Disaster Risk
Management volunteers
trained per Local
Municipality
Implementation
progress report
Implementatio
n progress
report
 Compatible Disaster Risk
Management IT System
(integrate to master
systems plan)
Implementation
progress report
Implementatio
n progress
report
Contractor
appointed
1st Draft
project plan
approved
Project
implementation
report
Project
implementation
report
Project
implementation
report
Project
completion
report
Implementatio
n progress
report
Project
completion
report
Implementatio
n progress
report
Implementatio
n progress
report
Implementatio
n progress
report
Implementatio
n progress
report
Implementatio
n progress
report
Implementatio
n progress
report
50% of
Volunteers
trained
Implementatio
n progress
report
317
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
8.5.4
Strategic Goal 4:
OBJECTIVES /
KPA
Corporate
governance
practices
(Compliance
management,
best practices
management,
risk
management)
Business
management /
leadership
(Strategic
positioning,
Business
performance
management,
Business culture
development,
Stakeholder
relations,
Service delivery,
Corporate
governance)
To ensure effective support services
PERFORMANCE
INDICATORS
 Audit queries
received versus
responded to (%)
 Compliance to
regulatory
framework (%)
 Organisational
culture / employee
satisfaction rating
(%)
 Business targets
met (%)
 Client satisfaction
rating (%)
 Internal services
level charters
required versus
signed (%)
 Internal
stakeholder
consultative
forums planned to
be established
versus established
(%)
OUTPUTS
 Audit query response report
 Compliance report against
internal municipal policies
 Compliance report against
regulations of external
stakeholders
Best practices
 Strategic plan
 Operational plan
 Reviewed structure
2006 / 2007
April – June
2007 / 2008 Quarterly outputs
Oct. – Dec
Jan - March
April – June
Report
submitted to
Council
Report
submitted to
Council
Report
submitted to
Council
Report
submitted to
Council
Report
submitted to
Council
Report
submitted to
Council
Report
submitted to
Council
Report
submitted to
Council
Report
submitted to
Council
Report submitted to
Council
Report as required
Report submitted to
Council
Report as required
Report submitted to
Council
Report as required
Final Draft
submitted to
Council for
approval
Final Draft
submitted to
Council for
approval
Final Draft
submitted to
Council for
approval
Progress report
Progress report
Strategic plan 2008
/ 09
Progress report
Progress report
Progress report
Develop 2008 / 09
Operational Plan
Progress report
 An improvement plan based
on the employee satisfaction
survey results (if measured by
the Municipality)
 Improvement plans based on
stakeholder satisfaction
feedback
 Internal municipality service
level charters
July – Sept.
Final Draft
submitted to
Council for
approval
Reviewed structure
requirements submitted
Survey report
Developed
improvement
plans
Implementation
progress report
Implementation
progress report
Stakeholder
satisfaction
survey report
Developed
improvement
plans
Implementation
progress report
Report as
required
Report as
required
Report as required
Stakeholder satisfaction
feedback review
Implementation
progress report
Report as required
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
 Internal consultative
stakeholder forums (within
Municipality)
Visits / meetings report
 External Municipality
 International
Business assets
management
 People
management
 Budgeted positions
filled (%)
 Skills development
plan targets met
(%)
 Additional human
resource capacity
required versus
business case
provided (%)
 Human resource
required versus
requirements
submitted
timeously (%)
 Interns trained (n)
 Vacancy rate report
 Skills development plan
 Human resources deficit
report
 Individual performance
management system
 Review current performance
management system and adapt
to current needs
Report on
municipal internal
decision making /
management
process
Implementation
plan to address
gaps /
deficiencies
Implementation
progress report
Implementatio
n progress
report
Implementation
progress report
Implementation
progress report
Structure of
external
municipality visits
report approved
Structure of
external
municipality visits
report approved
Vacancy rate
report structure
approved
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementatio
n progress
report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementatio
n progress
report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementatio
n progress
report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementatio
n progress
report
Implementation
progress report
Implementation
progress report
Business case
as required
Project
implementation
progress report
Business case as
required
Project
implementation
progress report
Skills
development plan
2007 / 2008
Business case as
required
approved PMS
implementation
report
Business case as
required
Project
implementation
progress report
Skills development
plan 2008 / 2009
Business case as
required
Project
implementation
progress report
319
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Financial
management
Information /
knowledge
management
ICT management
Asset management
(fixed assets and
consumables)
Programme /
project
 Variance on
budget spent (%)
 Knowledge
planned to be
documented versus
documented (%)
 Website updates
required versus
content submitted
timeously (%)
 ICT developments
/ procurement
planned versus
requirements
submitted
timeously to ICT
component (%)
 Assets data
integrity rating (%)
 Assets required
versus
requirements
submitted
timeously (%)
 Programmes /
 Performance management
capacity intervention plan
Approved project
plan
 Performance assessment
reports
Organisational
Assessment
report
Report
Expenditure
report
Plan on identified
knowledge to be
documented
Draft website
online for internal
consumption and
approval
District website
online for public
consumption
Submit website
content as
required
 Interns training report
 Variance reports
 Knowledge documentation
plan
 Website content structure
approved
Core systems development
planned
 GIS strategic information
reports
 MUN Master system plan
 Assets establishment /
improvement plan
 Programme / project reports
Project
implementation
progress report
Assessment
report
Project
implementation
progress report
Assessment
report
Project
implementation
progress report
Assessment report
Project
implementation
progress report
Assessment report
Report
Expenditure
report
Implementation
progress report
Report
Expenditure
report
Implementatio
n progress
report
Implementatio
n progress
report
Report
Expenditure report
Report
Expenditure report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
GIS reports
GIS reports
GIS reports
GIS reports
GIS reports
Master system
plan submitted
for approval
Final Draft
approved
Implementation
progress report
Implementatio
n progress
report
Implementatio
n progress
report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Implementation
progress report
Report as
required
Report as
required
Report as
required
Report as required
Report as required
Implementation
progress report
320
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
management
Contract
management
projects completed
within time (%)
 Programmes /
projects completed
within budget (%)
 Contractor
performance rating
(%)
 Development Agency
Project initiation
report approved
Business plan
approved
 Contractor performance
report
Report as
required
Report as
required
Implementatio
n progress
report
Report as
required
Implementation
progress report
Implementation
progress report
Report as required
Report as required
321
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
SECTION D
322
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
INTEGRATION PHASE
323
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
9.1 INTRODUCTION
With the Integration Phase of the IDP process the Municipality ensures that project proposals conform to objectives and agreed strategies with
resource frames (financial and institutional) and with legal requirements. Moreover, the individual project proposals have to be scheduled in terms of
content, location and timing in order to arrive at consolidated integrated programmes for the municipality, as well as sector agencies or corporate
services providers involved in the provision of services. The purpose of this section is to report on and ensure that national and provincial guidelines
related to crosscutting dimensions are adequately considered. This was achieved by the drafting of various inter-sector programmes, as prescribed in
the Municipal Systems Act, 2000 (Act 32 of 2000), other legislation, and the IDP Guide Packs. Please note that the Waterberg District Municipality
had insufficient resources for the drafting of specific sector plans/programmes to the required level of detail in all instances. Only the
plans/programmes essential to the IDP process at this point in time have, therefore, been drafted, as required.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
9.2 INTEGRATED SECTOR PROGRAMMES
9.2.1 ROADS AND TRANSPORT (ROADS AGENCY LIMPOPO)
PROJECT NAME
Road D3500/D4380
Roads D3110
Roads D1897
Roads D2533/D1000
Road D1711
LOCATION
GaKgabudi to
Mapela to Bakenburg
Ga-Seleka to
Shongoane
Radium Road (P1/3
–NW/Cyferskuil)
Mabula/Mabalingwe:
Rietspruit to Flora
Marken to Rebone
Roads D1231/D3363/D3371
Mokopane to
GaMashashane
Roads P201/D1234/D869/D1309/D2702
Koedoeskop to
Northam to
Dwaalboom
(PPC):50/50
Mokopane to Kloof
Pass to Marken
Kgopong to
Makekeng
Road D192 to
Mabuladithlare
Road P19/1
Road D192
Road D3521
TOTAL
DESCRIPTION
STARTIN
G DATE
COMPL
ETION
DATE
11/08/2005
10/05/2007
28 000 000
15 000 000
30 000 000
22/08/2005
22/07/2007
30 000 000
20 792 000
0
7 000 000
11 200 000
0
8 000 000
8 758 000
0
5 000 000
0
0
5 000 000
0
20 000 000
5 000 000
35 000 000
0
Maintenance
0
20 000 000
0
Upgrading of road (Gravel to tar)
0
4 000 000
0
3 000 000
0
0
91 000 000
94 750 000
Upgrading of road (Gravel to tar)
(34.5 kmkm)
Upgrading of road (Gravel to tar)
( 28.8 km)
Upgrading of road (Gravel to tar)
(7.3 km)
Upgrading of road (Gravel to tar)
(12 km )
Upgrading of road (Gravel to tar)
(31 km ) (Design Only at the
moment)
Upgrading of road (Gravel to tar)
(29 km ) (Design Only at the
moment)
Upgrading of road (Gravel to tar)
(Design Only at the moment)
Upgrading of road (Gravel to tar)
(7.8 km)
29/08/2006
October 2005
29/05/2007
11/10/2006
BUDGET (RANDS)
2006/07
2007/08
2008/09
50 000 000
325
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
ROADS AND TRANSPORT ( ROADS AGENCY LIMPOPO)
ROAD No.
D2460/
D184/
D1629/ D113
D2702
D180, D178,
P240/1
D192
D1689, D1754,
D1897
D928
D2001
P20/2,D1234
D908,D1038
D924,D934
D1958
LENGTH
km
DISTRICT
From road D2460 to road D112
23
Waterberg
Dwaalboom to road D1173
(border-line with Botswana)
36
Waterberg
Bela Bela to Alma
47
Waterberg
45
Waterberg
46
Waterberg
7
Waterberg
36
Waterberg
35
Waterberg
22
Waterberg
50
Waterberg
33
Waterberg
34
Waterberg
ROAD PARTICULARS
GaMotlana to GaMalekwa to
GaRapadi
Steilloop to Melinda to
Mokurwanyane
Radium to Cyferskuil
Marekeli National Park to
Leeupoort
Lephalalle to Stockpoort Borderpost
Koedoeskop to Northam
Rietspruit to Zandrivier to
Rhenosterpoort to Donkerpoort
Hartbeestlaagte to Nysvley Nature
Reserve to Blindesfontein to
Middelplaats
Nokayamatlala to GaMalokwa to
GaMolaka to Mapela to Mmahlogo
to Groenfontein
414
COST
ESTIMATE
46,000,000
72,000,000
94,000,000
90,000,000
92,000,000
05/06
06/07
07/08
08/09
09/10
6
10
10
10
10
0
12
15
15
15
15
0
14
20
20
20
20
0
20
15
15
20
20
0
15
20
15
20
22
0
14
14,000,000
72,000,000
70,000,000
44,000,000
100,000,000
66,000,000
68,000,000
828,000,000
10/11
Remaining
0
10
15
15
15
17
0
10
15
15
15
15
0
10
10
10
10
4
0
20
20
20
20
20
0
11
10
15
15
15
0
8
10
15
15
20
0
136
160
179
175
178
0
0
326
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
9.2.2 SAFETY AND SECURITY
SA POLICE SERVICE (LIMPOPO) INFRASTRUCTURAL PROJECTS FOR 2007/2008 – 2009/2010
PROJECT
NAME
LOCATION
Building
of Tolwe
Police Stations
Waterpoort
Vaalwater
Roedtan
PROJECT
STATUS
BUDGET
2007/2008
-
R 17 000 000
R 24 000 000
R 36 000 000
R 34 000 000
PREVIUOS
WXPENDITURE
ON THE PROJECT
-
FUNDING
SOURCES
RESPONSIBLE
AGENT
SAPS
SAPS
SAPS
SAPS
SAPS
SAPS
SAPS
SAPS
9.2.3 HOUSING DEVELOPMENT
Project Name
HOUSING
District
WATERBERG
Municipality
MODIMOLLE
Location
Phagameng.(Ext 4)
No of Erven
1003
HOUSING
WATERBERG
Mookgopong
Naboomspruit
(Ext 6)
500
2007/2008 Financial .
HOUSING
WATERBERG
LEPHALALE
Marapong (Ext 4)
1356
2007/2008 Financial
year.
HOUSING
WATERBERG
MOGALAKWENA POTGIETERSUS Ext 20
1475
2007/2008 Financial
year.
HOUSING
WATERBERG
Bela-Bela
350
2007/2008 Financial
year
RADIUM
Year
2007/2008 Financial y
327
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
9.2.4 HEALTH AND SOCIAL DEVELOPMENT
Project Name
District
L/Municipality
Overall
Project
Budget
Implementin
g agent
2005/06
2006/07
2007/08
2008/09
R10m
R21m
R2m
CLINIC BUILDING AND UPGRADE PROGRAMME
Thabaleshoba
Waterberg
HC
Chalema
Waterberg
Bela Bela
Waterberg
Vaalwater
Waterberg
Regorogile 2
Waterberg
Smashersblok
Waterberg
Piennarsrevier
Waterberg
Beauty
Waterberg
CLINIC WATER SUPPLY
Settlers
Waterberg
Kroomdraai
Waterberg
Vaalkop
Waterberg
Mapela
Waterberg
Mosesetjane
Waterberg
Mogalakwena
R34m
Public Works
R1.4m
Mogalakwena
Bela Bela
Modimolle
Thabazimbi
Tabazimbi
Bela-Bela
Lephalale
R3.8m
R3.2m
R3.2m
R3.2m
R3.2m
R3.2m
R3.2m
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
R3.8m
R3.8m
R3.8m
Bela Bela
Thabazimbi
Mogalakwena
Mogalakwena
Mogalakwena
R100,000.00
R100,000.00
R100,000.00
R100,000.00
R100,000.00
DWAF
DWAF
DWAF
DWAF
DWAF
R100,000.00
R100,000.00
R100,000.00
R100,000.00
R100,000.00
DWAF
DWAF
DWAF
DWAF
DWAF
DWAF
R114,000.00
R114,000.00
R114,000.00
R114,000.00
R114,000.00
R114,000.00
R3.8m
R3.8m
R3.9m
R3.9m
CLINIC SANITATION PROGRAMME
Abbotspoort
Bavaria
Bokwalakwala
Kroomdraai
Lekhureng
Mankuwe
Waterberg
Waterberg
Waterberg
Waterberg
Waterberg
Waterberg
Lephalale
Mogalakwena
Mogalakwena
Thabazimbi
Mogalakwena
Mogalakwena
R114,000.00
R114,000.00
R114,000.00
R114,000.00
R114,000.00
R114,000.00
328
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Seleka
Shongoane
Vaalkop
Waterberg
Waterberg
Waterberg
Lephalale
Lephalale
Moglakwena
Project Name
District
L/Municipality
R114,000.00
R114,000.00
R114,000.00
Overall Project
Budget
HOSPITAL UPGRADE AND BUILDING PROGRAME
Thabazimbi
Waterberg
Thabazimbi
63,000,000
EMERGENCY MEDICAL SERVICES
Warmbaths
Waterberg
Bela Bela
Thabazimbi
Waterberg
Thabazimbi
2005/06
2006/07
2007/08
2008/09
Public works
7,m
12m
34m
10m
Public Works
Public Works
Public Works
Public Works
All
All
All
All
All
All
All
All
Public Works
All
All
Implementin
g agent
2005/06
2006/07
2007/08
2008/09
R1m
R13m
R8m
Budget
centralized
R87,000,000
Project Name
L/Municipality
Overall Project
Budget
Mogalakwena
Implementin
g agent
Public Works
Thabazimbi
Lephalale
Lephalale
Mogalakwena
Mogalakwena
Modimolle
Bela Bela
Mogalakwena
Mookgophong
NURSING COLLEGES
Mokopane
Waterberg
R114,000.00
R114,000.00
R114,000.00
R3,600.000
R3,600.000
STAFF ACCOMMODATION
Thabazimbi
Waterberg
Witpoort
Waterberg
Ellisras
Waterberg
George Masebe Waterberg
Voorttrekker
Waterberg
FH Odendaal
Waterberg
Warmbaths
Waterberg
Mokopane
Waterberg
Mookgophong
Waterberg
HC
District
DWAF
DWAF
DWAF
R22m
R3,600.000
R3,600.000
Public Works
329
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
FORENSIC PATHOLOGY SERVICES MORTUARIES (FPSM)
Warmbaths
Waterberg
Bela Bela
R8,8 m
Mokopane
Waterberg
Mogalakwena
R10m
Project Name
District
L/Municipality
SOCIAL DEVELOPMENT FACILITIES
Modimole one-stop
Waterberg
Modimole
centre
Rapadi satellite
Waterberg
Mogalakwena
Steenbokpan satellite
Waterberg
Lephalale
Tolwe satellite
Waterberg
Mogalakwena
Northam satellite
Waterberg
Thabazimbi
Rooiberg satellite
Waterberg
Thabazimbi
Lesodi satellite
Waterberg
Mogalakwena
Pienarsrivier satellite
Waterberg
Belea-Bela
Shongoane satellite
Waterberg
Mogalakwena
Vingerkraal satellite
Waterberg
Bela-Bela
Mosesetjani satellite
Waterberg
Mogalakwena
Mattenau satellite
Waterberg
Mogalakwena
VICTIM EMPOWERMENT CENTRES (VEPs)
Bela-Bela
Waterberg
Bela-Bela
Mookgopong Township Waterberg
Mookgopong
Rebone
Waterberg
Mogalakwena
Northam
Waterberg
Thabazimbi
Thushang
Waterberg
Mogalakwena
Phagameng
Bakenberg
Moshate
Waterberg
Waterberg
Waterberg
Modimole
Mogalakwena
Mogalakwena
Public Works
R8,8m
R10m
Overall
Project
Budget
Implementin
g agent
R3.5m
Public Works
R3.5m
R1.8m
R1.8m
R1.8m
R1.8m
R1.8m
R1.8m
R1.8m
R1.8m
R1.8m
R1.8m
R1.8m
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
R1.8m
R600,000.00
Public Works
R600,000.00
Public Works
R600,000.00
Public Works
R600,000.00
Public Works
R600,000.00
Public Works
DROP-IN CENTERS
R700,000.00
Public Works
R700,000.00
Public Works
R700,000.00
Public Works
2005/06
2006/07
2007/08
2008/09
R1.8m
R1.8m
R1.8m
R1.8m
R1.8m
R1.8m
R1.8m
R1.8m
Ri.8m
R600,000.00
R600,000
R600,000
R600,000
R600,000
R700,000.00
R700,000.00
R700,000
R700,000
330
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
9.2.5 ENVIRONMENT, TOURISM AND ECONOMIC DEVELOPMENT
PROJECT NAME
LOCATION
PROJECT
AMOUNT
SOURCE OF
FUNDING
Thutlane sacred site
Mogalakwena Municipality
R 1 500 000
DEDET
Telekishi Ramasobana Hospital;ity and Tourism Co-operative
Mogalakwena Municipality
R
31 000
DEDET
Moepel Eco-tourism
Mogalakwena Municipality
R5 000 000
DEDET
Melkbos Community Based Conservation Enterprise
Lephalale Municipality
Babirwa Small Scale Mining Pebble Collection
Mogalakwena Municipality
R 1 500 000
DEDET
Upgrading of the Marakele National Park
Thabazimbi Municipality
R 7 287 953
DEDET
DEDET
331
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
9.3 CAPITAL INVESTMENT PROGRAMMES OF LOCAL MUNICIPALITIES
9.3.1 THABAZIMBI LOCAL MUNICIPALITY
PRIORITIES LINKED OBJECTIVES OF THE PGDS: IMPROVING THE QUALITY OF LIFE
PRIORITY NO.1: WATER AND SANITATION
PROJECT
NO.
PROJECT DESCRIPTION
Responsible
Implementing
2006/07
2007/08
2008/09
2009/10
department
PRIORITY NO.1: WATER SUPPLY / PRIORITIES LINKED OBJECTIVE OF THE PGDS: IMPROVING THE QUALITY OF LIFE
TOTAL
CAPITAL
BUDGET
FUNDER
LTW -01
Temporary
water
Schilpadnest.
Rooiberg Bulk Water.
10 000 000
DWAF
17 188 639
MIG
13 000 000
DWAF
LTW – 04
LTW – 09
(new)
LTW- 13
LTW-17
LTW-18
LTW-26
at
Thabazimbi Upgrading of
Bulk water System – Pump
Station to reservoir
Northam upgrading of water
network
Thabazimbi: Marakele bulk
water pipeline
Regorogile extension 6 and 7
water reticulation
Thabazimbi upgrading
borehole water scheme
Manager:
Services
Manager:
Services
Manager
Services
Manager
Services
Manager:
Services
Manager:
Services
Manager:
Services
Tech.
Tech.
:Tech.
5 000 000
7 361 040
-
:Tech.
3 000 000
9 827 599
5 000 000
8 000 000
-
2 000 000
3 000 000
-
5 000 000
2 000 000
3 000 000
-
5 000 000
-
Tech.
Tech.
3 900 000
-
-
-
3 900 000
Tech.
-
1 400 000
3 600 000
-
5 000 000
DWAF
DWAF
TLM/MIG
DWAF
DWAF
332
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
PROJEC
T NO.
Responsible
TOTAL
Implementing
2006/07
2007/08
2008/09
2009/10
CAPITAL
department
BUDGET.
PRIORITY NO.1: SANITATION/ PRIORITIES LINKED OBJECTIVE OF THE PGDS: IMPROVING THE QUALITY OF LIFE
LTS – 01
Northam Waste Water Manager:
Tech. 5 350 000
6 500 000
12 000 000
Treatment Plant
Services
LTS – 07
Northam
Sewer Manager:
Tech.
Reticulation ext 7
Services
2 000 000
3 663 000
5 663 000
LTS – 13
Thabazimbi Waste Water Manager:
Tech.
treatment plant
Services
7 000 000
6 000 000
13 000 000
LTS - 16
Regorogile extension 6 & 7 Manager:
Tech.
bulk network
Services
3 900 000
3 900 000
LTS – 17
Provision of Sanitation Manager:
Tech.
(new)
facilities at Letswai Metsi
Services
100 000
50 000
25 000
175 000
PROJEC
T NO.
PROJECT DESCRIPTION
Responsible
TOTAL
Implementing
2006/07
2007/08 2008/09
2009/10
CAPITAL
department
BUDGET.
PRIORITY NO.2: ELECTRICITY/ PRIORITIES LINKED OBJECTIVE OF THE PGDS: IMPROVING THE QUALITY OF LIFE
LTEL - Installation of new streetlight and Manager:
Tech
17
high masts: Rooiberg, Northam Services
545 731
3
878 4 674 000
and Regorogile
269
LTEL – Electrification of Regorogile ext 6 Manager:
Tech. 100 000
688 000
788 000
19
and 7
Services
PROJEC
T NO.
FUNDE
R
DWAF
DWAF
DWAF
DWAF
DLGH
ANGLO
PLATI
NUM
PROJECT DESCRIPTION
PROJECT DESCRIPTION
Responsible
Implementing
2006/07
2007/08
2008/09
2009/10
TOTAL
CAPITAL
FUNDE
R
TLM /
MIG
DME
FUNDER
319
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
department
BUDGET
.
PRIORITY NO. 3: ECONOMIC DEVELOPMENT / PRIORITIES LINKED OBJECTIVE OF THE PGDS: GROWING THE ECONOMY
LTPED
– 02
LTPED
– 07
LTPED
– 09
Local Economic Strategy
Manager: Planning
Spatial
Development
Framework
Development of a Cultural
Village/ Strydom House
Manager: Planning
LTPED
– 13
LTPED18
LTPED20
LTPED21
Butterland Bakery
PROJEC
T NO.
PROJECT DESCRIPTION
150 000
150 000
180 000
100 000
100 000
Implementing
department
580 000
150 000
1 500 000
1 500 000
160 000
100 000
100 000
250 000
200 000
100 000
127 000
127 000
100 000
93 000
186 000
93 000
372 000
2008/09
TOTAL
BUDGET.
-
Manager: Planning
Health
and
Social
Development
Women of Integrity Bakery Health
and
Social
Project
Development
Kanana Bakery Project
Health and Social
Development
Kromdraai
Vegetable Health and Social
Garden
Development
-
280 000
380 000
2 150 000
-
360 000
550 000
354 000
-
2006/07
2007/08
2009/10
TLM
DLGH
TLM
DBSA
TLM/
DBSA
EU
Dept of Soc.
Dev.
Dept of Soc.
Dev.
Dept of Soc.
Dev.
Dept of Soc.
Dev.
FUNDE
R
PRIORITY NO. 4: ROADS AND STORM WATER/ PRIORITIES LINKED OBJECTIVE OF THE PGDS: IMPROVING THE QUALITY OF LIFE &
GROWING THE ECONOMY
LTRS – Paving/
Tarring
Of Manager:
Technical 3 307 500
1 417 500
MIG
05
Rooiberg Internal Roads.
Services
4 725 000
LTRS – Paving/
Tarring
of Manager:
Technical
MIG
06
Regorogile Internal roads.
Services
568 000
5 395 443
5 964 000
320
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
LTRS
26
–
Paving of Northam internal
roads
PROJEC
T NO.
PROJECT
DESCRIPTION
PROJEC
T NO.
PROJECT DESCRIPTION
Manager:
Services
Implementing
department
Technical
-
2006/07
-
2007/08
4 630 500
2008/09
1 984 500
2009/10
6 615 000
MIG
TOTAL
BUDGET.
FUNDE
R
PRIORITY NO.5: SOLID WASTE AND ENVIRONMENT/ PRIORITIES LINKED OBJECTIVE OF THE PGDS: IMPROVING THE QUALITY
OF LIFE
LTSE – Upgrading of Regorogile Manager: Social Services
2 500 000
MIG
01
Cemetry
2 500 000
Responsible
TOTAL
Implementing
2006/07
2007/08
2008/09
2009/10
CAPITAL
FUNDE
department
R
BUDGET.
PRIORITY NO.7: HOUSING AND TRANSPORT/ PRIORITIES LINKED OBJECTIVE OF THE PGDS: IMPROVING THE QUALITY OF LIFE
LTHT – Housing at Northam
Manager:
Social 1
500 2 400 000
3 900 000
DLGH
01
Services
000
LTHT – Housing
for
Rooiberg Manager:
Social 2
000 1 685 000
DLGH
02
residents
Services
000
3 685 000
LTHT - Housing for Thabazimbi/ Manager:
Social
3
000 3 633 000
3 633 000
DLGH
03
Regorogile
Services
000
LTHT - Housing for Schilpadnest Manager:
Social 3 500 000
4 000 000
7 500 000
DLGH
04
residents
Services
LTHT – Housing for Raphuthi and Manager:
Social 1 100
2 200 000
3 200 000
DLGH
05
Koedoeskop
Residents Services
000
(Farms)
LTHT - Regorogile ext 3 & 4 Manager:
Social 1 500
1 500 000
3 000 000
6 000 000
DLGH
06
upgrading of old RDP Services
000
321
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
LTHT
07
LTHT
08
LTHT
09
LTHT
10
LTHT
11
PROJEC
T NO.
-
houses
Housing
at
Northam
Residents (PHP)
Housing
for
Rooiberg
Residents (PHP)
Promotion of Road Safety
-
Housing for Dwaalboom
-
Housing Development of
middle cost income
-
PROJECT DESCRIPTION
Manager:
Services
Manager:
Services
Manager:
Services
Manager:
Services
Manager:
Services
Social
-
2 320 000
-
4 600 000
DLGH
2 100 000
-
3 600 000
DLGH
-
2
300
000
1
500
000
100 000
Social
-
Social
100 000
-
200 000
DLGH
Social
-
100 000
1 000 000
-
1 100 000
DLGH
Social
-
100 000
2 100 000
-
3 100 000
DLGH
TOTAL
CAPITAL
BUDGET.
FUNDE
R
Responsible
Implementing
2006/07
2007/08
2008/09
2009/10
department
PRIORITY NO.12: INSTITUTIONAL / PRIORITY LINKED OBJECTIVE OF THE PGDS: GROWING THE ECONOMY
LTI - 01
New Civic Centre
Manager:
Corporate 1 500 000
22 000 000
Services
LTI – 05
Municipal Internet Website Manager:
Corporate Services
150 000
LTI – 15
Development
of Manager:
Corporate Performance Management Services
350 000
150 000
Systems
LTI – 16
Fleet monitoring system
Manager:
Corporate
Services
200 000
300 000
LTI – 17
Integrated
Human Manager:
Corporate
Resource
Management Services
350 000
Strategy
TLM
23 500 000
150 000
500 000
TLM
TLM
TLM
500 000
350 000
TLM
322
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
LTI – 18
LTI – 19
LTI – 20
LTI – 21
PROJEC
T NO.
Anti corruption and Fraud
strategy
Review Skills Development
Plan
Revenue
enhancement
strategy
Compilation
of
asset
registry
Manager:
Services
Manager:
Services
Manager:
Services
Manager:
Services
Corporate
-
TLM
-
250 000
250 000
500 000
-
250 000
250 000
-
500 000
-
400 000
200 000
-
600 000
500 000
-
-
Corporate
Corporate
Corporate
500 000
Responsible
TOTAL
Implementing
2006/07
2007/08
2008/09
2009/10
CAPITAL
department
BUDGET.
13. SPORTS ARTS AND CULTURE/ PRIORITIES LINKED OBJECTIVE OF THE PGDS: IMPROVING THE QUALITY OF LIFE
LTSACConstruction of Regorogile Manager:
Social
01
multi purpose sports centre Services
314 332
3 285 668
3 600 000
LTSACUpgrading of extensions of Manager:
Social
02
Northam Sports Facility
Services
61 000
939 000
1 000 000
LTSACConstruction of Raphuthi Manager:
Social
03
Multi sports facility
Services
50 000
150 000
100 000
300 000
LTSAC04
TLM
MSIG
DBSA
MSIG
TLM
DBSA
PROJECT DESCRIPTION
Construction of Regorogile
Multi
purpose
Sports
Centre
Manager:
Services
Social
975 721
1 424 279
-
-
2 400 000
FUNDE
R
MIG
MIG
ANGLO
PLATS
TLM
MIG
323
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
5-YEAR CAPITAL INVESTMENT PLAN OF LEPHALALE LOCAL MUNICIPALITY.
IDP PROJECTS
TOTAL
BUDGET
PROJ
NO
PROJECT
PRIORITY NO 1: WATER AND
SANITATION
1
RESERVOIR ONVERWACHT
2
MOKURUANYANE RWS
REFURBUSHMENT OF
WATER PIPES
3
Marapong,Onverwacht,Town
4
WITPOORT RESERVOIR
5
SANITATION VILLAGES
TOTAL
PRIORITY NO 2:
ROADS,STROM
WATER &
PUBLIC WORKS
6
LEPHALALE ACCES ROADS
TOTAL
PRIORITY NO 3: HOUSING
RESPONSIBLE
MANAGER
07/08
08/09
09/10
10/11
11/12
O
P
E
R
A
T
FUNDER
CAPITAL
MR.TLHAKO 4 070
MR.TLHAKO 2 500
4 070
2 500
4 070
2 500
MIG
MIG
MR.TLHAKO 2 000
MR.TLHAKO 1 400
MR.TLHAKO 5 000
13 570
2 000
1 400
5 000
13 570
2 000
1 400
5 000
13 570
LM,DWAF
MIG
LM,MIG
900
900
900
900
LM,WDM
MR.TLHAKO
7
MARAPONG X2
CONSTRUCTION OF ROADS
Me.
COCQuYT
8
RURAL HOUSING:
Me.
900
900
40
3 717
40
3 717
40
LM
3 717
DPLG
324
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
9
10
11
12
13
14
15
16
17
18
CONSTRUCTION OF 243
HOUSES
RURAL HOUSING:
CONSTRUCTION OF 108
HOUSES
STEENBOKPAN HOUSING:
CONSTRUCTION OF 150
HOUSES
MARAPONG X3:
CONSTRUCTION OF 306
HOUSES (redevelopment
hostels)
THABO MBEKI AND THABO
MBEKI X1 SURVEY
ACCREDITATION OF
HOUSING DIVISION
MARAPONG X4
CONSTRUCTION OF 150
HOUSES
STEENBOKPAN HOUSING:
CONSTRUCTION OF 20
HOUSES (Inhabitants of Hostel
& Glenover mine Employees)
RURAL HOUSING:
CONSTRUCTIONOF 200
HOUSES
CONSTRUCTON OF 16
HOUSES AT CAMP SITES
RENOVATION OF 30 STAFF
HOUSES
COCQuYT
Me.
COCQuYT
2 138
2 138
2 138
DPLG
Me.
COCQuYT
4 789
4 789
4 789
DPLG
11 628
11 628
11 628
DPLG
Me.
COCQuYT
Me.
COCQuYT
Me.
COCQuYT
10
10
10
LM
5
5
5
LM
Me.
COCQuYT
5 609
Me.
COCQuYT
638
Me.
COCQuYT
6 809
5 609
638
6 809
DPW
430
220
DPW
400
430
487
650
650
1 317
1 317
5 609
DPLG
638
DPLG
6 809
DPLG
DPLG
DPW
325
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
19
RENOVATION OF OFFICES
CONSTRUCTION OF 1356
20
HOUSES IN MARAPONG X4
TOTAL
PRIORITY NO 4:
EDUCATION
AND
TRAINING
GA-PHAKULA COMBINED
21
SCHOOL:12 CLASSROOMS
LEREKHURENG COMBINED
22
SCHOOL:12 CLASSROOMS
MORUKHURUKHUNG
23
PRIMARY: 8 CLASSROOMS
RELEHUMANE PRIMARY24
UITSPAN: 8 CLASSROOMS
25
YOUTH ADVISORY CENTRE
EQUIPMENT & FURNITURE
26
YOUTH CENTRE
TOTAL
PRIORITY NO
5:ENVIRONMENTAL
WASTE
MANAGEMENT
SOLID WASTE DUMPING
27
SITES
TRANSFARE OF DUMPING
SITE LAND TO
28
MUNICIPALITY
TOTAL
PRIORITY NO 6:
EMPLOYMENT
DPW
Me.
COCQuYT
260
53 562
89 779
260
260
DPW
53 562
91 172
53 562
2 242 88 930
DPLG
6 000
13 389
13 389
DoET
4 000 6 000
14 160
14 160
DoET
910
DPW
3 889
DPW
4 160
DPW
3 190
3 500
6 000
12 690
12 690
DoET
DPW
DPW
5 707
5 000
4 000
6 500
16 207
5 000
16 207
5 000
DoET
LGH
LGH
1 500
23 446
Me.
COCQUYT
Me
COCQUYT
3 500
487
15 000 24 500
1 500
62 946
1 500
1 500
LGH
61 446
100
100
100
LM
150
250
150
250
150
250
LM
LM
326
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
LEPHALALE TOURIST INFO
CENTRE/MUSEUM
MACRO-ECONOMIC IMPACT
ANALYSIS: NEW POWER
STATION AND EXPANSION
AT GROOTGELUK MINE
30
BIO DIEZEL PROJECT
LIMPOPO MARULA31
MUKUNBI INDUSTRIES
GEO-SPATIAL ANALYSIS
32
PLATFORM (GAP)
LEPHALALE
AGRICULTURAL CORRDOR
TOTAL
PRIORITY NO 7:
ELECRICITY
VILLAGE HIGH MAST
33
LIGHTING
TOTAL
PRIORITY NO 8: HEALTH &
WELFARE
34
STEEBOKPAN CLINIC
PROVISION OF ADEQUATE
35
MEDICAL FACILITIES
RESTRUCTURING OF
36
HEALTH SERVICES
HIV/AIDS WELLNESS
37
CENTRE- MARAPONG
TOTAL
PRIORITY NO 9: LAND
29
1 800
1 800
1 800
500
500
500
500
500
500
DEDET
DEDET
500
500
500
DEDET
450
450
450
DEDET
5 000
8 750
5 000
8 750
WDM
2 000
2 000
2 000
2 000
2 000
2 000
MIG
DPW
1 800
1 800
1 800
DHW
DHW
825
DHW
750
3 750
PPP/LM
55
3 430
1 500
1 500
825
55
880
1 500
1 500
825
55
880
1 000
1000
825
55
880
1 000
1000
825
4 125
750
750
55
1 630
275
6 950
4 125
DHW
750
275
4 400
LM/EF
DHW
PPP/LM/
DHW
327
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
38
ESTABLISH PROPER GIS
PROMOTION OF
DEVELOPMENT(Acquisition
39
of Altootyd farm 506 LQ)
TOTAL
PRIORITY NO
10:COMMUNITY SERVICES
REGIONAL RURAL
40
CEMETRIES
STEENBOKPAN CEMETERY
41
(fencing)
TOTAL
PRIORITY NO
11:RECREATIONAL
FACILITIES
MOGOL CLUB;SUBSIDY IN
42
GRANT
MARAPONG: SUBSIDY IN
43
GRANT
TOTAL
PRIORITY NO12: SAFETY
AND SECURITY
WALK THROUGH METAL
44
DETECTOR
SECURITY ALARM SYSTEM:
45
STORE/WORKSHOP
46
47
MAGNETIC NOTICE BOARD
FIXED LADDERS FOR
150
150
150
45 000
45 150
45 000
45 150
45 000
45 150
DLGH
100
LM
50
LM
Me.
COCQUYT
Me.
COCQUYT
100
100
50
Me.
COCQUYT
Me.
COCQUYT
150
150
347
347
347
LM
139
139
486
LM
486
50
50
LM
139
486
MR
THOBANE
MR
THOBANE
MR
THOBANE
MR
50
LM
50
150
80
80
80
LM
50
50
25
50
LM
LM
328
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
BUILDINGSX3
SAFETY SYMBOLIC SIGNS:
48
MUNICIPAL FACILITIES
TOTAL
PRIORITY N0 13:PUBLIC
TRANSPORT
THOBANE
MR
THOBANE
25
10
215
25
10
215
LM
215
329
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
5-YEAR CAPITAL INVESTMENT PLAN OF MOGALAKWENA LOCAL MUNICIPALITY.
DESCRIPTION
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
Phola Park Roads & Stormwater
Mahwelereng Roads
Mahwelereng Stormwater
Extension 19 Roads & Stormwater
Sekgakgapeng Main Taxi Route
Tshamahanzi Roads
Bakenberg Taxi Roads
Mapela Taxi Routes
Madiba Taxi Routes
Masodi Taxi Routes
Rebone Roads & Stormwater
Projects to be Identified
Mosoge Taxi Routes
Witrivier Taxi Routes
Molekane Taxi Routes
Ditlotswana Taxi Routes
Mitchel Taxi Routes
Ham No.1 Taxi Routes
Leleso Taxi Routes
Mountain View Taxi Routes
Uitziight Taxi Routes
DESCRIPTION
Total Project Cost
ROADS & STORMWATER
3,850,000.00
15,000,000.00
7,000,000.00
5,300,000.00
6,200,000.00
4,000,000.00
8,500,000.00
6,000,000.00
4,000,000.00
5,340,000.00
6,800,000.00
2,325,000.00
2,800,000.00
2,800,000.00
2,800,000.00
2,800,000.00
2,800,000.00
2,800,000.00
2,800,000.00
2,100,000.00
3,500,000.00
Total Project Cost
Budget
2007/8
850,000.00
10,000,000.00
7,000,000.00
1,300,000.00
2,200,000.00
4,000,000.00
4,000,000.00
0.00
0.00
1,500,000.00
3,800,000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Budget
2007/8
Budget
2008/9
3,000,000.00
5,000,000.00
0.00
4,000,000.00
4,000,000.00
0.00
4,500,000.00
6,000,000.00
4,000,000.00
3,840,000.00
3,000,000.00
2,325,000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Budget
2008/9
Budget
2009/10
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2,800,000.00
2,800,000.00
2,800,000.00
2,800,000.00
2,800,000.00
2,800,000.00
2,800,000.00
2,100,000.00
3,500,000.00
Budget
2009/10
330
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Taolome Water
Phahladira
Ham No.1
Moshate Water
Marulaneng Water Supply
Ditlotswana
Kaditshwene
Kromkloof
Sepharane
Pudiyakgopa
Lesodi
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
Malapile
Thabaleshoba
Nelly
Jakkalskui
Vergenoeg
Kromkloof
Galakwena
Tshamahanzi
Nkidikitlana
Mokopane Sewer
Household Sanitation
1.
2.
3.
Hawkers Shelter
Bakenberg Bakery
Business Centre
WATER & SANITATION
800,000.00
1,500,000.00
1,900,000.00
664,050.00
3,000,000.00
854,850.00
1,300,000.00
1,700,000.00
900,000.00
1,100,000.00
640,000.00
640,000.00
640,000.00
1,300,000.00
640,000.00
640,000.00
640,000.00
640,000.00
640,000.00
640,000.00
7,280,000.00
18,800,000.00
LED & UNEMPLOYMENT
2,500,000.00
1,000,000.00
6,000,000.00
0.00
1,500,000.00
1,900,000.00
664,050.00
3,000,000.00
0.00
1,300,000.00
0.00
0.00
0.00
0.00
800,000.00
0.00
0.00
0.00
0.00
854,850.00
0.00
1,700,000.00
900,000.00
1,100,000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
640,000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
4,000,000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
7,280,000.00
4,800,000.00
640,000.00
640,000.00
1,300,000.00
640,000.00
640,000.00
640,000.00
640,000.00
640,000.00
640,000.00
0.00
10,000,000.00
1,500,000.00
600,000.00
0.00
1,000,000.00
400,000.00
0.00
0.00
0.00
6,000,000.00
331
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
DESCRIPTION
Total Project Cost
Budget
2007/8
Budget
2008/9
Budget
2009/10
LAND & CEMETERIES
1. Cemetery: Mahwelereng
4,350,000.00
1,350,000.00
1,500,000.00
1,500,000.00
2. Town Planning Services (New Township)
3,985,000.00
1,000,000.00
1,460,000.00
1,525,000.00
3. Park Development
1,287,850.00
0.00
1,000,000.00
287,850.00
300,000.00
300,000.00
SOLID WASTE & ENVIRONMENTAL MANAGEMENT
1. Landfill Development
1,100,000.00
500,000.00
SOURCE: EQUITABLE SHARE
DESCRIPTION
1.
2.
3.
4.
5.
6.
7.
Stormwater (Various Villages)
Madiba Taxi Routes
Masodi
Mapela Taxi Roads
Rebone Roads & Stormwater
Marulaneng Taxi Routes
Tipeng Taxi Routes
1. High Mast Lights in Villages
1. Masodi
Total Project Cost
Budget
2007/8
ROADS & STORMWATER
3,000,000.00
3,000,000.00
4,050,000.00
900,000.00
1,800,000.00
900,000.00
900,000.00
0.00
897,887.00
0.00
4,000,000.00
0.00
3,060,000.00
0.00
CRIME PREVENTION, SAFETY & SECURITY
3,400,000.00
900,000.00
WATER & SANITATION
1,500,000.00
1,500,000.00
Budget
2008/9
Budget
2009/10
0.00
3,150,000.00
900,000.00
900,000.00
897,887.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
4,000,000.00
3,060,000.00
1,000,000.00
1,500,000.00
0.00
0.00
332
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
2.
3.
4.
5.
6.
7.
Madiba
Molekane
Mushi
Chere
Leyden
Galakwenastroom
1,500,000.00
1,000,000.00
1,500,000.00
1,500,000.00
1,500,000.00
1,000,000.00
LAND & CEMETERIES
1. Black Rock
3,452,810.00
2. Servicing of Stands (Mahwelereng & Part of Extension 20)
5,000,000.00
DESCRIPTION
1. Extension 19
2. Extension 20 (962 Houses)
DESCRIPTION
1.
2.
3.
4.
5.
1,500,000.00
1,000,000.00
0.00
0.00
0.00
0.00
0.00
0.00
1,500,000.00
1,500,000.00
1,500,000.00
1,000,000.00
0.00
0.00
0.00
0.00
0.00
0.00
1,102,500.00
0.00
1,152,113.00
3,000,000.00
1,198,197.00
2,000,000.00
SOURCE: DEPARTMENT OF MINERALS AND ENERGY (DME)
Total Project Cost
Budget
Budget
2007/8
2008/9
ELECTRICITY
1,800,000.00
1,800,000.00
0.00
5,743,000.00
0.00
2,292,000.00
SOURCE: LOTTERY FUNDING
Total Project Cost
SPORTS, ARTS & CULTURE
Rebone Stadium – Roll over from 05/06 adjustment budget
730,000.00
Mahwelereng Stadium - Roll over from 05/06 adjustment budget
336,000.00
Bavaria Stadium – Roll over from 05/06 adjustment budget
500,000.00
Mapela Stadium - Roll over from 05/06 adjustment budget
500,000.00
Project Management for Above Projects
152,232.00
Budget
2007/8
730,000.00
336,000.00
500,000.00
500,000.00
152,232.00
Budget
2008/9
Budget
2009/10
0.00
3,451,000.00
Budget
2009/10
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
333
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
SOURCE: EQUITABLE SHARE
DESCRIPTION
Total Project Cost
Budget
2007/8
Budget
2008/9
Budget
2009/10
LED & UNEMPLOYMENT
1. Makgae LRAD Project – Poultry & Crop Farming
2,500,000.00
2,500,000.00
0.00
0.00
2. Bathokoa Tlou Farming Project – Crop Farming
1,600,000.00
1,600,000.00
0.00
0.00
3. Mogalakwena PLAS 1 Project – Game & Livestock Farming
3,000,000.00
3,000,000.00
0.00
0.00
SOURCE: DEPT. OF EDUCATION & TRAINING
DESCRIPTION
1.
2.
3.
4.
5.
6.
7.
Total Project Cost
Additional classrooms at Lechaba Primary School, Matebeleng
Additional classrooms at Monene Primary School, Paulos Farm
Additional classrooms at Serupa Primary School, Tevredenheid
Additional classrooms Nkeketlhalwa Primary School, Diphichi
Additional classrooms Thutlane Primary School, Mothwathwase
Additional classrooms Matatane Secondary School, Klipplaatdrift
Additional classrooms Lephadimisha Secondary School, Taolome
EDUCATION
R
R
R
R
R
R
R
1,950,000.00
1,300,000.00
650,000.00
650,000.00
650,000.00
1,300,000.00
1,300,000.00
Budget
2007/8
R
R
R
R
R
R
R
1,950,000.00
1,300,000.00
650,000.00
650,000.00
650,000.00
1,300,000.00
1,300,000.00
Budget
2008/9
Budget
2009/10
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
SOURCE: DEPT. OF EDUCATION & TRAINING
334
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
DESCRIPTION
1.
2.
3.
4.
5.
Thabaleshoba Health Center
Mokopane Nursing College
Social Development Facilities – Lesodi
Victim Empowerment Center – Rebone
Victim Empowerment Center – Bakenberg
Total Project Cost
HEALTH & WELFARE
R21,000,000.00
R13,000,000.00
R 1,800,000.00
R 600,000.00
R 700,000,00
Budget
2007/8
R21,000,000.00
R13,000,000.00
R 1,800,000.00
R 600,000.00
R 700,000,00
Budget
2008/9
Budget
2009/10
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
SOURCE: DEPT. OF AGRICULTURE
DESCRIPTION
1.
2.
3.
4.
5.
6.
Eickstein Farming - Cattle and broiler production
Elandbosch Farm - Livestock enterprise
Grootpan Farm - Livestock enterprise
Vergenoeg Farm - Livestock enterprise
Monyeki Farm - Livestock enterprise
Elim Farm - Livestock enterprise
Total Project Cost
LED & UNEMPLOYMENT
R
747,650.00
R
497,750.00
R
451,700.00
R
250,880.00
R
241,176.00
R
310,250.00
Budget
2007/8
R
R
R
R
R
R
747,650.00
497,750.00
451,700.00
250,880.00
241,176.00
310,250.00
Budget
2008/9
Budget
2009/10
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
335
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
5-YEAR CAPITAL INVESTMENT PLAN OF MODIMOLLE LOCAL MUNICIPALITY.
1. INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICE DELIVERY
1.1
WATER
PROJECTS
COST
2007/8
2008/9
2009/10
2010/11
Upgrading of
Donkerpoort Purification
Plant
Modimolle Town 3ML
Reservoir
2 000 000
3 500 000
3 500 000
Dam Safety Compliance
8 000 000
4 000 000
Water Reticulation (Hans
Campher)
Extension 10 Water
Reticulation
Equipping of Boreholes
(Mabatlane)
Replacement of Asbestos
Pipes
Water cart Mabatlane
TOTAL
2011/12
2 000 000
SOURCE OF
FUNDING
MIG
MIG
4 000 000
MIG
200 000
200 000
2 900 000
2 000 000
900 000
PEIG
2 500 000
1 000 000
1 500 000
MIG
500 000
MIG
500 000
650 000
650 000
Reserve Funds
Internal Loan
22 750 000
336
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
1.2
SANITATION
PROJECTS
COST
2007/8
2008/9
2009/10
2010/11
SOURCE OF
FUNDING
20 000 000
10 000 000
Pressure Tower &
Leseding Sewer
Reticulation
Upgrade Sewer Ponds to
conventional (Mabatlane)
1 000 000
1 000 000
9 500 000
5 500 000
4 000 000
MIG
Upgrade Sewer Ponds to
conventional (Mabaleng)
6 500 000
3 000 000
3 500 000
MIG
Sewer Tanker (Mabatlane)
1 500 000
Upgrading of Sewer Line
(Abattoir)
Sewer Reticulation
Phagameng X 9
Sewer Reticulation
Mabatlane X 4
Sewer Reticulation
Phagameng X 10
Sewer Reticulation Hans
Campher (Modimolle)
2 000 000
2 000 000
WDM
(Grant)
4 200 000
4 200 000
MIG
6 500 000
6 500 000
MIG
Modimolle Waste Water
Treatment Plant (Upgrade)
MIG
MIG
1 500 000
5 500 000
500 000
10 000 000
2011/12
5 500 000
500 000
MIG
MIG
Internal Fund
(Reserve)
337
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
1.3
ELECTRICITY
PROJECTS
COST
2007/8
34 500 000
10 000 000
Christmas Lights
500 000
100 000
Alternative Energy Supply
(Rural Community)
500 000
Electrification Hans
Campher (Modimolle)
200 000
Upgrading of Modimolle
Electricity Network
Electrification Phagameng
X9
Electrification Phagameng
x 10
Street lighting (all areas)
2008/9
14 000 000
200 000
2009/10
2010/11
10 500 000
2011/12
SOURCE OF
FUNDING
External & Internal
loan
400 000
Internal Funds
500 000
MIG
Reserve Fund
4 500 000
4 500 000
DME
5 000 000
5 000 000
DME
2 000 000
MIG
3 800 000
1 800 000
TOTAL
338
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
1.4
ROADS AND STORMWATER
PROJECTS
COST
2007/8
2008/9
2009/10
2010/11
2011/12
SOURCE OF
FUNDING
Resealing of Roads
10 000 000
1 000 000
1 500 000
3 000 000
2 500 000
2 000 000
MIG
Surfacing of Roads
12 000 000
4 000 000
1 000 000
1 000 000
2 000 000
4 000 000
MIG
Upgrading Joe Slovo
Bridge (Modimolle)
6 500 000
3 500 000
3 000 000
Storm water control (all
areas)
Paving of Road
(Modimolle Cemetery)
5 000 000
1 000 000
1 000 000
200 000
200 000
MIG
Reconstruction of Lillian
Ngoyi (Modimolle)
2 500 000
2 500 000
MIG
Reconstruction of Joe
Modise (Modimolle)
3 000 000
1 500 000
Subsoil Drainage (all areas)
500 000
500 000
Hans Campher
(Modimolle)
500 000
500 000
200 000
100 000
Construction of Roads
Phagameng X 10
MIG
2 000 000
1 000 000
1 500 000
MIG
MIG
MIG
Internal Funds
(reserve)
100 000
Internal Funds
TOTAL
339
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
1.5
LAND AND HOUSING
PROJECTS
COST
2007/8
Landfill site development
4 000 000
Communal farming and
grazing
3 500 000
Animal Pound
Housing Development
Phagameng x 9 (1 003
units)
350 000
36 000 000
350 000
36 000 000
Township establishment
1 000 000
1 000 000
2008/9
2009/10
2010/11
2011/12
4 000 000
3 500 000
SOURCE OF
FUNDING
WDM
(Grant)
DLA
DLG&H
DLG&H
Internal Funds
(Reserve)
TOTAL
1.6
SOLID WASTE AND ENVIRONMENT
PROJECTS
Construction of
Crematorium
Upgrading of ablution
block Modimolle Cemetery
COST
2007/8
2008/9
2009/10
1 500 000
200 000
2010/11
1 500 000
200 000
2011/12
SOURCE OF
FUNDING
MIG
MIG
340
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Extension and upgrade of
cemeteries (all areas)
1 800 000
1 800 000
MIG
TOTAL
1.7 TRANSPORT
PROJECTS
Development of Parking
meters
Traffic Lights (Modimolle)
Upgrading Taxi Rank (all
areas)
COST
300 000
2007/8
2008/9
2009/10
2010/11
2011/12
300 000
SOURCE OF
FUNDING
Grant (who) which
200 000
200 000
2 000 000
500 000
Internal funds
500 000
500 000
500 000
MIG
341
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
1.8
SPORT, ARTS, CULTURE AND RECREATION
PROJECTS
Development of sports
fields (all areas)
Identification and
Development of Heritage
Sites
Construction of sports
complex (Mabatlane)
Development of
Modimolle Stadium
(2010)
Upgrading and
construction of parks
Revamping and
construction of old
Commando (show
grounds)
Removal of old
monument
Erection of new sign
board for (OR
Tambo/Nelson Mandela
Square
COST
2007/8
500 000
200 000
1 200 000
1 200 000
8 500 000
4 500 000
2008/9
200 000
15 000 000
70 000
70 000
2 000 000
500 000
100 000
2010/11
100 000
2011/12
SOURCE OF
FUNDING
Internal funds
Lotteries
30 000 000
10 000
2009/10
10 000
4 000 000
Lotteries
15 000 000
RFP”S
Internal funds
1 000 000
500 000
MIG
Internal funds
100 000
Internal funds
TOTAL
342
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
1.9
EDUCATION
PROJECTS
Establishment of ECD
Centres
Construction of Schools
Provision of Basic Services
to Schools
COST
2007/8
2008/9
2009/10
2010/11
2011/12
SOURCE OF
FUNDING
Department of
Education
Department of
Education
Department of
Education
343
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
1.10
HEALTH AND SOCIAL DEVELOPMENT
PROJECTS
COST
2007/8
2008/9
2009/10
2010/11
2011/12
Construction of Health Centre
at Mabatlane
Development of South African
Social Security Agency Centre
at Modimolle
SOURCE OF
FUNDING
Health and Social
Development
Health and Social
Development
2. LOCAL ECONOMIC DEVELOPMENT (LED)
PROJECTS
COST
Flea markets (Modimolle)
Mabatlane CBD
Development
Revitalization of Hydroponic
Project (Mabaleng)
BEEHIVE Industrial Park
1 000 000
3 500 000
Dipudi Coop
Completion of WATRAP
Flee markets (Mabatlane)
Donkerpoort Dam Water
Sports Facility
150 000
1 800 000
850 000
500 000
2007/8
2008/9
2009/10
500 000
2 500 000
500 000
1 000 000
800 000
500 000
200 000
100 000
1 000 000
1 000 000
100 000
500 000
2010/11
2011/12
SOURCE OF
FUNDING
MIG
MIG
RFP’s
EU
150 000
1 200 000
450 000
500 000
400 000
Internal funds
Internal funds
MIG
RFP”s
344
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Establishment of Water
Front Facility (Modimolle –
next to Mr Munchies)
Recycling project of
Modimolle and Mabatlane
Development of Industrial
area
8 000 000
8 000 000
RFP’s
100 000
100 000
RFP’s
500 000
500 000
Internal funds
345
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
PROJECTS
COST
2007/8
Establishment of Shopping
Centre Modimolle
30 000 000
30 000 000
Establishment of Tourism
Centre
2 400 000
Urban Greening
Modimolle Mountain
Heritage Site Development
Provision for Mabatlane
Emerging Farmers
2008/9
2009/10
2 400 000
200 000
200 000
2010/11
2011/12
SOURCE OF
FUNDING
RFP”s
RFP’s
Internal
7 500 000
2 500 000
2 500 000
2 500 000
RFP’s
300 000
100 000
100 000
1 000 000
Land Affairs
346
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
3.
MUNICIPAL INSTITUTION AND TRANSFORMATION
PROJECTS
COST
2007/8
2008/9
Upgrading of financial system
1 000 000
1 000 000
2 x LDV (Water and Sewer)
2 x LDV (Electricity)
320 000
320 000
320 000
320 000
1 x LDV (Town Planning)
160 000
160 000
1 x LDV (Public Works)
160 000
160 000
1 x LDV (Pool Vehicle –
Corporate Services)
160 000
160 000
4 x 1400 (Budget & Treasury)
400 000
400 000
Mayoral Vehicle
400 000
400 000
3 x Tractors
1 x LDV (Parks)
750 000
160 000
750 000
160 000
1 x Trailer (Parks)
150 000
150 000
1 x Tractor (Refuse)
230 000
230 000
Mini Mass Containers
1 000 000
1 000 000
Excavator (20 ton)
1 500 000
2009/10
2010/11
2011/12
SOURCE OF
FUNDING
WDM
(Grant)
WDM
(Grant)
1 500 000
347
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
PROJECTS
Tipper Truck (Landfill
Site – Mabatlane &
Modimolle)
Compactor (Landfill Site
– Mabatlane &
Modimolle)
Compactor (Public
Works – Modimolle)
Tools (Mechanical)
Mabaleng Grader
Tipper Truck
(Modimolle)
Water Cart (Modimolle &
Mabatlane)
Plate Compactor
Loader (TLB)
(Modimolle Landfill Site)
Pump and Irrigation
system (Modimolle
Landfill Site)
COST
2007/8
2008/9
2009/10
2010/11
2011/12
SOURCE OF
FUNDING
1 300 000
1 300 000
WDM
(Grant)
2 000 000
2 000 000
WDM
(Grant)
180 000
180 000
30 000
1 900 000
650 000
30 000
1 900 000
650 000
1 300 000
650 000
50 000
550 000
550 000
100 000
100 000
650 000
50 000
WDM
(Grant)
WDM
(Grant)
348
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
PROJECTS
COST
2007/8
2008/9
Concrete palisade fencing
(Mabatlane and Modimolle
Landfill Sites)
2 000 000
2 000 000
Sewer Trailer/Vector
(Mabatlane)
1 200 000
1 200 000
Parks Equipment (all areas)
15 000
15 000
Breathalyzers
Two Way radios
25 000
40 000
25 000
40 000
Security system
350 000
350 000
Clock system
Heavy duty lawn mowers
300 000
250 000
300 000
250 000
Blue traffic lights (patrol
vehicles)
50 000
50 000
Air conditioners (halls)
300 000
300 000
75 000
75 000
Upgrading of testing station
100 000
100 000
Upgrading of traffic offices
100 000
100 000
Air conditioners (offices)
2009/10
2010/11
2011/12
SOURCE OF
FUNDING
WDM
Internal funds (loan)
349
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Library security system
100 000
100 000
IT Equipment
400 000
400 000
PROJECTS
COST
2007/8
2008/9
IT Infrastructure
400 000
400 000
Office furniture
800 000
800 000
70 000
70 000
7 000 000
7 000 000
Office partitioning
Office extensions
2009/10
2010/11
2011/12
SOURCE OF
FUNDING
Office Mabaleng
400 000
400 000
Internal funds
Upgrading of Leseding Hall
100 000
100 000
Internal funds
Demarcation of church site
(Mabatlane)
150 000
150 000
Internal funds
50 000
50 000
Internal funds
P A system
350
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
5-YEAR CAPITAL INVESTMENT PLAN OF BELA-BELA LOCAL MUNICIPALITY.
351
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
352
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
353
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
FIVE YEAR CAPITAL INVESTMENT PROGRAMME
MOOKGOPHONG LOCAL MUNICIPALITY
CAPITAL BUDGET 2007/2008 MOOKGOPHONG
MUNICIPALITY
4.80%
5.30%
2008
BUDGETED
2009
BUDGETED
2010
BUDGETED
General
Reserves
30,000
31,440
33,106
Equipment
Operating
Income
12,000
12,576
13,243
MPHL-09
General
Reserves
30,000
-
-
-
General
Reserves
15,000
-
-
-
MPHL-10
General
Reserves
10,000
-
-
-
Cadastral mapping
MPHL-11
General
Reserves
50,000
-
-
-
LDV
Equipment
General
Reserves
-
200,000
1,024,000
1,073,152
MPRS-05
MIG
General
Reserves
DESCRIPTION
IDP PROJECT
2007
FUNDING
Roll-over
020 PUBLIC WORKS ADMIN
Update GIS
Office Furniture & Computer
stand
Survey Mookgophong Ext 3
(Phase 2)
Town Establishment
Mookgophong Ext 5
Survey Town Establishmnet
Thusang Ext 1
022 PUBLIC WORKS
Installation of bulk
stormwater
Storm water
700,000
210,600
1,130,029
115,872
354
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Resurfacing roads
Upgrading of Hans van
Rensburg Street parking
Stormwater MKG X3 Phase
2
105,000
110,040
MPRS-06
General
Reserves
262,000
274,576
289,129
MPRS-07
General
Reserves
600,000
628,800
662,126
MIG
350,708
367,542
387,022
1,500,000
1,572,000
-
500,000
526,500
526,500
General
Reserves
1,655,316
Stormwater NABOOM X3
MPRS-02
General
Reserves
Upgrading Roedtan Parking
MPRS-13
General
Reserves
500,000
500,000
New water tank and pump on
existing truck
MPRS-12
General
Reserves
100,000
-
-
Compressor
Equipment
Operating
Income
30,000
-
-
Prime application equipment
Equipment
Operating
Income
30,000
-
-
Construction boards
Equipment
Operating
Income
10,000
10,480
Carport
Equipment
Operating
Income
30,000
-
-
Grader
Equipment
General
Reserves
-
1,200,000
-
MPIN-05
General
Reserves
250,000
-
-
Equipment
General
Reserves
300,000
100,000
-
-
11,035
026 CORPORATE SERVICES
Fencing of the Civic centre
Office equipments and
furniture
355
WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Computer & printer (2)
Equipment
Operating
income
30,000
-
-
Vacuum cleaners
Equipment
Operating
income
22,000
-
-
028 FINANCE SERVICES
Cabling computer - New
building
Upgrading Computer
equipment
`
Equipment
General
Reserves
500,000
-
Equipment
General
Reserves
350,000
366,800
General
Reserves
-
-
GAMAP/GRAP compliance
386,240
-
034 TRAFFIC SERVICES
Speed humps x 5
Street names Roedtan /
Thusang
Maintenance
General
Reserves
45,000
45,000
Equipment
General
Reserves
35,000
-
-
Vehicle :BMW trade-in
Equipment
General
Reserves
100,000
-
-
Stop signs
Equipment
Operating
Income
10,000
10,480
Blue light and markings
Equipment
Operating
Income
15,050
-
-
Taxi Rank
MPRS-14
General
Reserves
-
-
-
MPIN-04
General
044 PUBLIC BUILDINGS
Extension of Mookgophong
898,000
47,385
11,035
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Civic Centre
Renovation of Old Civic
Centre
Upgrading electrical
reticulation at Civic centre
Reserves
3,275,000
4,550,000
-
Building
General
Reserves
500,000
-
-
Building
General
Reserves
100,000
-
-
Computers : Public use (3)
Equipment
General
Reserves
45,000
-
-
Wall unit and wall murals
Equipment
Operating
Income
15,600
-
-
Development of parks
MPSC-01
General
Reserves
80,000
83,840
88,284
Parks equipments
Equipment
Operating
Income
50,000
52,400
55,177
Remove invasive plants
Equipment
Operating
Income
20,000
20,960
22,071
Petrol hand pump
Equipment
Operating
Income
5,000
-
-
Refurbish Parks Building
Zozo hut at swimmingpool at
Lapa
Refurbish fence $ buildings
:Mkg Cementry
Maintanance
Operating
Income
10,000
-
-
Equipment
Operating
Income
10,000
-
-
Maintanance
Operating
Income
15,000
-
-
Maintenance
General
Reserves
050 LIBRARY
052 PARKS
SPORTS AND
053 RECREATION
Upgrading of facilities/
132,425
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maintenance
Grand : Lotto
120,000
MPSC-04
600,000
125,760
1,320,000
CLEANSING:REFUSE
062 REMOVAL
60 x Side walk Containers
Equipment
Operating
Income
26,000
27,248
2 x Trolleys
Equipment
Operating
Income
2,000
-
10 X Mass containers
Equipment
General
Reserves
50,000
52,400
Tractor
Development of new landfile
site
Vehicle
General
Reserves
300,000
-
-
MPSW-04
General
Reserves
1,700,000
400,000
-
Vacuum cleaners
Equipment
Operating
Income
2,000
-
-
5 x Carport
Equipment
Operating
Income
25,000
-
-
Tiles for testing room
Equipment
Operating
Income
6,000
-
-
Computer and printer
Equipment
General
Reserves
38,000
-
-
Palisade fencing
MPSS-05
General
Reserves
100,000
-
-
Cameras for testing station
Equipment
General
Reserves
-
35,000
28,692
55,177
064 LICENSING
36,855
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066 SEWERAGE
Tar access road to sewage
works
Removal and fit of crane on
truck
General
Reserves
250,000
-
-
Maintenance
General
Reserves
60,000
-
-
Sewage Equipment
Burgular gates at Nyl pump
station
Paint Nyl pump station
buildings
Equipment
Operating
Income
10,000
11,000
Equipment
Operating
Income
10,000
-
-
Equipment
Operating
Income
10,000
-
-
Drain rod machine
Equipment
Operating
Income
40,000
-
-
MPEL-03
General
Reserves
450,000
471,600
496,595
Equipment
Operating
income
20,000
20,960
22,071
New water resources
Back-up generator for Nyl
pump station
Replacement of valve and
bulk meters
Repair accomodation/pump
station
MPWS-11
MIG
2,250,000
-
-
Equipment
General
Reserves
300,000
-
-
Maintenance
General
Reserves
60,000
62,880
50,000
-
New pump for pump station
Equipment
082 ELECTRICITY
Upgrading electrical
reticulation networks
Electrical Equipment
12,000
088 WATER
Maintenance
General
Reserves
General
Reserves
66,213
-
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Water equipments
Equipment
Operating
Income
Roedtan water network
MPWS-12
General
Reserves
200,000
Roedtan boreholes
Upgrading Welgevendon
purification works
Upgrading Welgevendon raw
pumpline
MPWS-05
General
Reserves
350,000
TOTAL
6,128,000
Operating
Income
General
Reserves
80,000
-
6,000
6,288
-
4,500,000
-
-
18,926,358
12,873,222
4,000,000
13,510,000
55%
MIG
4,324,708
18%
Roll-over
4,478,000
18%
Lotto Grand
1,920,000
8%
20,834,900 24,704,358
-
11,027,320
2%
471,650
24,704,358
2006/2007
6,621
100%
18.57%
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SECTION E
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IMPLEMENTATION PHASE
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The implementation of the projects and programmes of the municipality is guided by the performance management systems framework that is attached underneath
10.1
INTRODUCTION
The Municipal Planning and Performance Management Regulations stipulates that a municipality’s Performance Management System (PMS) must entail a
framework that describes and represents how the municipality's cycle and processes of performance planning, monitoring, measurement, review, reporting and
improvement will be conducted, organised and managed, including determining the roles of the different role-players.
In line with the said legal requirement this framework is a policy document that will set out the requirements that the Waterberg District Municipality’s PMS will
need to fulfill, the principles that informed its development and subsequent implementation, the preferred performance model of the Municipality, the process by
which the system will work, the delegation of responsibilities for different roles in the process and a plan for the implementation of the system.
10.2 THE LEGISLATIVE FRAMEWORK FOR PERFORMANCE MANAGEMENT
The legislative and policy framework for PMS includes the Constitution, The Municipal Systems Act, the Municipal Finance Management Act, Municipal Planning
and Performance Management Regulations, The White Paper on Local Government and Batho Pele principles. The main regulatory mechanism for PMS is
Chapter 6 of the MSA and the related Municipal Planning and Performance Management Regulations.
The major PMS policy instruments is the 1998 White Paper on Local Government supported by the Batho Pele principles, which policies was given legal stature
through the adoption of the Municipal Systems Act in 2000 (Act 32 of 2000). The said Act requires all municipalities to:

Develop a performance management system

Set targets and monitor and review the performance of the Municipality based on indicators linked to their Integrated Development Plan (IDP)

Table and publish an annual performance report on performance of the Municipality forming part of its annual report as per the Municipal Finance
Management Act (MFMA).

Incorporate and report on a set of general (sometimes also referred to as national) indicators prescribed by the Minister responsible for local government
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
Conduct, on a continuous basis, an internal audit of all performance measures

Have their annual performance report audited by the Auditor-General

Involve the community in setting indicators and targets and reviewing municipal performance
These are some of the main elements and requirements of the legislative requirements for the development and implementation of a performance management
system for municipalities. For the ease of reference and for the benefit of a comprehensive Waterberg District Municipality Performance Management System
Framework, more detailed legislative and policy guidelines and requirements are included in the framework.
10.2.1 The White Paper on Local Government (1998)
The White Paper on Local Government (1998) suggested that local government should introduce the idea of performance management systems. The White Paper noted
that,
"Involving communities in developing some municipal key performance indicators increases the accountability of the municipality. Some communities may prioritise the amount
of time it takes a municipality to answer a query; others will prioritise the cleanliness of an area or the provision of water to a certain number of households. Whatever the
priorities, by involving communities in setting key performance indicators and reporting back to communities on performance, accountability is increased, and public trust in the
local government system enhanced" (The White Paper on Local Government, 1998).
10.2.2 Batho Pele (1998)
Similarly, the White Paper on Transforming Public Service Delivery (Batho Pele) puts forward eight principles for good public service:
Consultation:
Citizens should be consulted about the level and quality of public service they receive, and, where possible, should be given a choice about the services which are
provided.
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Service standards:
Citizens should know what standard of service to expect.
Access:
All citizens should have equal access to the services to which they are entitled.
Courtesy:
Citizens should be treated with courtesy and consideration
Information:
Citizens should be given full and accurate information about the public services they are entitled to receive.
Openness and transparency:
Citizens should know how departments are run, how resources are spent, and who is in charge of particular services.
Redress:
If the promised standard of service is not delivered, citizens should be offered an apology, a full explanation and a speedy and effective remedy; and when
complaints are made citizens should receive a sympathetic, positive response.
Value-for-money:
Public services should be provided economically and efficiently in order to give citizens the best possible value-for-money.
"Importantly, the Batho Pele White Paper notes that the development of a service-oriented culture requires the active participation of the wider community. Municipalities need
constant feedback from service-users if they are to improve their operations. Local partners can be mobilised to assist in building a service culture. For example, local businesses
or non-governmental organisations may assist with funding a helpline, providing information about specific services, identifying service gaps or conducting a customer survey" The White Paper on Local Government (1998).
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10.2. 3 The Municipal Systems Act (2000)
The principle requirements of the Municipal Systems Act have already been highlighted. To provide further insights into the requirements of the Act, the different
sections of Chapter 6 of the MSA will be summarised:
Section 38: Requires municipalities to establish a Performance Management System, promote a performance management culture and administer its affairs
in an economical, effective, efficient and accountable manner.
Section 39: Gives Executive Mayor the responsibility for managing the development of a Performance Management System, as well as powers of
delegation of responsibilities and the responsibility of submitting the PMS to Council.
Section 40: Places responsibility on the municipality for the monitoring and review of its PMS.
Section 41: Outlines the core components to be included in the PMS of the municipality, and refers to KPI’s, targets, measurement mechanisms, steps for
improvement and the reporting processes.
Section 42: Requires the municipality to establish mechanisms and procedures for community involvement in the process, in terms of Chapter 4 of the
MSA.
Section 43: Allows the minister to establish general KPI’s which must be included in the KPI’s of municipalities, to the extent that these general KPI’s are
relevant to the municipality.
Section 44: Requires the municipality to notify stakeholders internally and the general public of its KPI’s and targets.
Section 45: Requires the municipality to conduct an internal audit of its performance as well as an audit by the auditor general.
Section 46: Requires the municipality to prepare an annual performance report.
Section 47: Requires MEC to compile an annual performance report for the municipalities within the province
Section 48: The Minister has to compile an annual report and submit it to parliament, in terms of the performance of the municipalities in relation to
general KPI’s
Section 49: Allows the Minister to make regulations or issue guidelines for the purpose of Chapter 6 of the MSA
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10.2.4 Municipal Planning and Performance Management Regulations (2001)
The Minister responsible for local government published the Municipal Planning and Performance Management Regulations (2001) in terms of the Municipal
Systems Act (Section 49) setting out in detail the requirements for a municipal PMS. The Regulations also contain the general Key performance Areas prescribed
by the Minister responsible for local government.
Listed as stated underneath





KPA 1: BASIC SERVICE AND INFRASTRUCTURE DEVELOPMENT
KPA 2:LOCAL ECONOMIC DEVELOPMENT
KPA 3:TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT
KPA 4:FINANCIAL VIABILITY AND MANAGEMENT
KPA 5:GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Although not a legislative or policy requirement, the Department of Provincial and Local Government’s Performance Management Guide for Municipalities
provides relevant guidelines for the preparation and implementation of Performance Management Systems. The detailed programme will to a great extent be based
on these Guides, linked in with the relevant legislative requirements.
10.2.5 Municipal Finance Management Act (2004)
It is also important to note that the Municipal Finance Management Act (MFMA) contains various important provisions related to municipal performance
management. It requires municipalities to annually adopt a Service Delivery and Budget Implementation Plan (SDBIP) with service delivery targets and
performance indicators. Whilst considering and approving the annual budget the Municipality must also set measurable performance targets for each revenue
source and vote. The Municipality must lastly compile an annual report, which must include a performance report compiled in terms of the Systems Act. In terms
of circular 13 issued by National Treasury provision is also made for the compilation on an annual basis of departmental SDBIPs.
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10.2.6 Performance management and measures at various levels
Performance management can be applied to various levels within any organisation. The legislative framework as set out above provides for performance
management at various levels in a municipality including strategic (sometimes also referred to as municipal, organisational or corporate) level, operational (also
referred to as services, departmental or section/team) level and lastly, individual level.
At strategic level the five-year IDP of a municipality forms the basis for performance management, whilst at operational level the annual SDBIP forms
the basis. The IDP is a long-term plan and by its nature the performance measures associated with it will have a long-term focus, measuring whether a
municipality is achieving its IDP objectives. A SDBIP (both for the municipality as a whole and that of a department) is more short-term in nature and the
measures set in terms of the SDBIP, reviewing the progress made with implementing the current budget and achieving annual service delivery targets.
The measures set for the Municipality at strategic level is captured in a strategic (municipal/organisational/corporate) scorecard structured in terms of the preferred
performance management model of the Municipality. The measures at operational level are to be captured in the SDBIP of the Municipality and the SDBIPs of the
various Departments in the Municipality.
By cascading performance measures from strategic to operational level, both the IDP and the SDBIP, forms the link to individual performance management .This
ensures that performance management at the various levels relate to one another which is a requirement of the Municipal Planning and Performance Regulations.
The MFMA specifically requires that the annual performance agreements of managers must be linked to the SDBIP of a municipality and the measurable
performance objectives approved with the budget.
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The following diagram indicates the performance management at various levels:
Performance
Management
Responsibility
Level
IDP
(5 year)
Organisational
SDBIP
(Annually)
Departmental
Workplans
Monthly/quarterly
Team/Individual
Setting
Targets
Measurement
Performance Management and measurement in the
Waterberg District Municipality
10.3
OBJECTIVES OF THE PERFORMANCE MANAGEMENT SYSTEM
As indicated in the previous chapter the Municipality’s PMS is the primary mechanism to monitor, review and improve the implementation of it’s IDP and to
gauge the progress made in achieving the objectives as set out in the IDP. The objectives for any municipal performance management system is guided and
regulated by the relevant legislation and policy guidelines. The Planning and Performance Management Regulations informs the objectives to a great extent. The
PMS for the Waterberg District Municipality includes the following objectives that the system should fulfill:
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Meeting IDP Objectives
To ensure that the priorities as contained within the IDP are achieved, by measuring the success of meeting these
Effective Community Participation
The Performance Management System is to ensure that effective community participation is achieved throughout the process.
Financial Accountability
The system should assist in improving the financial accountability of the key office bearers and officials.
Facilitate increased accountability
The performance management system should provide a mechanism for ensuring increased accountability between the local community, politicians, the Municipal
Council and the municipal management team.
Facilitate learning and improvement
The PMS should facilitate learning in order to enable the Municipality to improve delivery.
Provide early warning signals
It is important that the system ensure decision-makers are timeously informed of performance related risks, so that they can facilitate intervention, if necessary.
Facilitate decision-making
The performance management system should provide appropriate management information that will allow efficient, effective and informed decision-making,
particularly on the allocation of resources.
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The functions listed above are not exhaustive, but summarize the intended benefits of the system. These intended functions should be used to evaluate and review
the performance management system on a regular basis.
10.4
PRINCIPLES GOVERNING THE WATERBERG DISTRICT MUNICIPAL PMS
The principles that should govern the Waterberg District Municipal PMS are developed to ensure that the PMS is relevant, especially in attaining its objectives and
legislative requirements. The said principles are the following:
Effective- utilization of financial and human resources
Simplicity -so as to facilitate implementation given any current capacity constraints,
Politically Acceptable -To all political role players,
Administratively Managed- in terms of its day-to-day implementation,
Implementable -within any current resource constraints,
Transparency And Accountability- both in terms of developing and implementing the system,
Efficient And Sustainable- in terms of the ongoing implementation and use of the system,
Public Participation- in terms of granting citizens their constitutional right to participate in the process,
Integration- of the PMS with the other management processes within the Municipality,
Objectivity -based on credible information and lastly,
Reliability -of the information provided on the progress in achieving the objectives as set out in its IDP.
10.5
PREFERRED PERFORMANCE MANAGEMENT MODEL
A performance management model can be defined as the grouping together of performance indicators, sometimes based on the type of indicator, into logical
categories or groups (often called perspectives), as a means to enhance the ability of an organisation to manage and analyse its performance. As such a model
provides a common framework for what aspects of performance is going to be measured and managed. It further ensures that a balanced set of measures are
employed that are not relying on only one facet of performance and therefore not presenting a holistic assessment of the performance of an organisation.
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A number of performance models are available and any of them could be applied by the Municipality. The available models include the Municipal Scorecard,
Balanced Scorecard and the Key Performance Area Model. The Municipality has however chosen its own model known as the Balanced Score Card , which is
primarily based on the Key Performance Area Model and relevant to the powers and functions of the municipality. In terms of the said model all indicators are
grouped together into the national Key Performance Areas and all the Municipality’s performance scorecards have been structured accordingly.
10.6
THE PROCESS OF MANAGING PERFORMANCE
The annual process of managing performance at strategic level in the Municipality involves the steps as set out in the diagram below:
1.
Performance
Planning
6.
Performance
Review
2.
Performance
Monitoring
PERFORMANCE
MANAGEMENT
5.
Performance
Reporting
3.
Performance
Measurement
4.
Performance
Analysis
The following table spells out in more detail the role of all relevant role players in each of the above steps:
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Stakeholders
Citizens and
Communities
Council
Performance
Planning
 Be consulted on needs
 Develop the long term vision for the
area
 Influence the identification of
priorities
 Influence the choice of indicators and
setting of targets
 Facilitate the development of a longterm vision.
 Develop strategies to achieve vision
 Identify priorities
 Adopt indicators and set targets
Measurement
and Analysis
Performance Reporting & Reviews
 Be given the opportunity to review
municipal performance
and suggest new indicators and
targets
Review municipal performance
Annually
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
Stakeholders
Mayoral
Committee and
the IDP Steering
Committee
Municipal
Manager + Senior
Managers
Performance
Planning
 Play the leading role in giving strategic
direction and developing strategies
and policies for the organization
 Manage the development of an IDP
 Approve and adopt indicators and set
targets
 Communicate the plan to other
stakeholders
Assist the Mayoral Committee in
 Providing strategic
direction and developing
strategies and policies for
the organisation
 Manage the development of the IDP
 Ensure that the plan is integrated
 Identify and propose indicators and
targets
 Communicate the plan to other
stakeholders
Measurement
and Analysis
Performance Reporting & Reviews
 Conduct the major reviews of
municipal performance,
determining where goals had or had
not been met, what
the causal reasons were and to
adopt response strategies
 Regularly monitor the
implementation of the IDP,
identifying risks early
 Ensure that regular
monitoring (measurement,
analysis and reporting) is
happening in the organisation
 Intervene in performance
problems on a daily
operational basis
 Conduct regular reviews of
performance
 Ensure that performance reviews at
the political level are
organized
 Ensure the availability of
information
 Propose response strategies to the
Mayoral Committee
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Stakeholders
Senior Managers
Performance
Planning
 Develop service plans for integration
with other
sectors within the strategy of the
organisation
Measurement
and Analysis
 Measure performance
according to agreed
indicators, analyse and report
regularly
 Manage implementation
and intervene where necessary
 Inform decision-makers
of risks to service delivery
timeously
Performance Reporting & Reviews
 Conduct reviews of service
performance against plan before
other reviews
The balance of this chapter looks at each of the steps in more detail and how they will unfold in the process of managing performance in the Municipality.
Although the steps and what follow relates mainly to performance management at strategic level, the principles and approaches as espoused could also be applied
to performance management at operational level.
It will be apparent throughout the rest of this chapter that the link between the organizational and employee performance has been provided for as part of the
recommendations of the actions to be followed, thus addressing the legal requirement of linking the two.
10.6.1 Performance Planning
The performance of the Municipality is to be managed in terms of its IDP and the process of compiling an IDP and the annual review thereof therefore constitutes
the process of planning for performance. It should be noted that the last component of the cycle is that of performance review and the outcome of such a review
process must inform the next cycle of IDP compilation/review by focusing the planning processes on those areas in which the Municipality has under-performed.
10.6.2 Performance monitoring
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Performance monitoring is an ongoing process by which a Manager accountable for a specific indicator as set out in the balanced scorecard (or a service delivery
target contained in an annual SDBIP) continuously monitors current performance against targets set. The aim of the monitoring process is to take appropriate and
immediate interim (or preliminary) action where the indication is that a target is not going to be met by the time that the formal process of performance
measurement, analysis, reporting and review is due.
In the instance of the Waterberg District Municipality it is recommended that the balanced scorecard of the Municipality be reported on a quarterly basis to the
Executive Mayor (EM). Performance monitoring requires that in between the said formal cycle of performance measurement appropriate action be taken should it
become evident that a specific performance target is not going to be met. It is therefore, proposed that at least on a monthly basis Managers track performance
trends against targets for those indicators that lie within the area of accountability of their respective Departments as a means to identify performance related
problems and take appropriate remedial action on time.
It will be appropriate for each Senior Manager to delegate to the Assistant Manager/ Any senior official in the department, the responsibility to monitor the
performance for his/her sector. Such Assistant Managers/Senior Officials are, after all, best placed given their understanding of their sector to monitor on a regular
basis whether targets are being met currently or will be met in future, what the contributing factors are to the level of performance and what interim remedial
action needs to be undertaken.
10.6.3 Performance measurement
Performance measurement refers to the formal process of collecting and capturing performance data to enable reporting to take place for each key performance
indicator and against the target set for such indicator. Given the fact that initially at least the Municipality will have to rely on a manual process to manage its
performance provision has been made in the balanced scorecard for the name of an official responsible for reporting on each indicator (please note that this might
not necessarily be the same official accountable for performance on an indicator).
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The said official will, when performance measurement is due, have to collect and collate the necessary performance data or information and capture the result
against the target for the period concerned on the strategic scorecard and report the result to his/her Manager making use of the said scorecard after completing
the next step (see performance analysis below). It should be noted at this stage that for each of the scorecards of the Municipality two formats exist namely a
planning and reporting format. The planning format is used to plan and capture the performance targets for each indicator whilst the reporting format is used to
capture actual performance against targets and to report to the Executive Mayor and Council.
10.6.4 Performance analysis
Performance analysis involves the process of making sense out of measurements. It requires interpretation of the measurements as conducted in terms of the
previous step to determine whether targets have been met and exceeded and to project whether future targets will be met or not. Where targets have not been met
performance analysis requires that the reasons therefore should be examined and corrective action recommended. Where targets have been met or exceeded, the
key factors that resulted in such success should be documented and shared so as to ensure organisational learning.
In practice the aforementioned entails that the Senior Manager responsible for each indicator will have to, after capturing the performance data against targets on
the strategic scorecard, analyse the underlying reasons why a target has/has not been met and capture a summary of his/her findings on the strategic scorecard.
The Manager will thereafter have to compile a draft recommendation in terms of the corrective action proposed in instances where a target has not been achieved
and also capture this on the strategic scorecard. Provision has been made on the reporting format of the strategic scorecard to capture both the “reason for the
performance status” (in other words the results of the analysis undertaken) and the ”corrective action” proposed.
The strategic scorecard as completed must then be submitted to a formal meeting of the senior management team for further analysis and consideration of the
draft recommendations as captured by the relevant Managers. This level of analysis should examine performance across the organisation in terms of all its priorities
with the aim to reveal and capture whether any broader organisational factors are limiting the ability to meet any performance targets in addition to those aspects
already captured by the relevant Manager.
The analysis of the strategic scorecard by senior management should also ensure that quality performance reports are submitted to Executive Mayor and that
adequate response strategies are proposed in cases of poor performance. Only once senior management has considered the strategic scorecard, agreed to the
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analyses undertaken and captured therein and have reached consensus on the corrective action as proposed, can the strategic (municipal/organizational/ corporate)
scorecard be submitted to the Executive Mayor for consideration and review.
10.6.5 Performance reporting and review
The next two steps in the process of performance management namely that of performance reporting and performance review will be dealt with at the same time.
This section is further divided into three sections dealing with the requirements for quarterly versus annual reporting and reviews respectively and lastly a summary
is provided of the various reporting requirements.
10.6.5.1
In-year performance reporting and review
The submission of the strategic scorecard to the Executive Mayor for consideration and review of the performance of the Municipality as a whole is the next step
in the process. The first such report is a major milestone in the implementation of any PMS and it marks the beginning of what should become a regular event
namely using the performance report as a tool to review the Municipality’s performance, and subsequently the IDP, and to make important political and
management decisions on how to improve.
As indicated earlier it is recommended that the strategic (organisational/corporate/municipal) scorecard be submitted to the Executive Mayor for consideration
and review on a quarterly basis. The reporting should therefore take place in October (for the period July to end of September - quarter 1 of the financial year),
January (for the period October to the end of December - quarter 2), April (for the period January to the end of March - quarter 3) and July (for the period April to
the end of June - quarter 4).
The review in January will coincide with the mid-year performance assessment as per section 72 of the MFMA. The said section determines that the accounting
officer must by 25 January of each year assess the performance of the municipality and report to the Council on inter alia its service delivery performance during
the first half of the financial year and the service delivery targets and performance indicators as set out in its SDBIP.
Performance reviews is the process where the leadership of an organisation, after the performance of the organisation have been measured and reported to it,
reviews the results and decide on appropriate action. The EM in reviewing the strategic (municipal/organisational/corporate) scorecard submitted to her on a
quarterly basis will have to ensure that targets committed to in the scorecard have been met, where they have not, that satisfactory and sufficient reasons have been
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provided by senior management and that the corrective action being proposed is sufficient to address the reasons for poor performance. If satisfied with the
corrective action as proposed these must to be adopted as formal resolutions of Council, minuted and actioned accordingly.
10.6.5.2 Annual performance reporting and review
On an annual basis a comprehensive report on the performance of the Municipality also needs to be compiled. The requirements for the compilation,
consideration and review of such an annual report are set out in chapter 12 of the MFMA. In summary it requires that:
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All municipalities for each financial year compile an annual report
The annual report be tabled within seven months after the end of the financial year
The annual report immediately after it has been tabled be made public and that the local community be invited to submit representations thereon
The municipal Council consider the annual report within nine months after the end of the financial year and adopt an oversight report containing the
council’s comments on the annual report
The oversight report as adopted be made public
The annual report as tabled and the Council’s oversight report be forwarded to the Auditor-General, the Provincial Treasury and the department
responsible for local government in the Province
The annual report as tabled and the Council’s oversight report are submitted to the Provincial legislature.
The oversight report to be adopted provides the opportunity for full Council to review the performance of the Municipality. The requirement that the annual
report once tabled and the oversight report be made public similarly provides the mechanism for the general public to review the performance of the Municipality.
It is however, proposed that in an effort to assist the public in the process and subject to the availability of funding, a user-friendly citizens’ report be produced in
addition to the annual report for public consumption. The citizens’ report should be a simple, easily readable and attractive document that translates the annual
report for public consumption.
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It is also proposed that annually a public campaign be embarked upon to involve the citizens of the Municipality in the review of municipal performance over and
above the legal requirements of the Municipal Systems Act and the MFMA. Such a campaign could involve all or any combination of the following methodologies:
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Various forms of media including radio, newspapers and billboards should be used to convey the annual report.
The public should be invited to submit comments on the annual report via telephone, fax and email.
Public hearings could be held in a variety of locations to obtain input of the annual report.
Making use of existing structures such as ward and/or development committees to disseminate the annual report and invite comments.
Hosting a number of public meetings and road shows at which the annual report could be discussed and input invited.
Producing a special issue of the municipal newsletter in which the annual report is highlighted and the public invited to comment.
Posting the annual report on the council website and inviting input
The public review process should be concluded by a formal review of the annual report by the IDP Representative Forum of the Municipality.
Lastly it should be mentioned that the performance report of a municipality is only one element of the annual report and to ensure that the outcome thereof
timeously inform the next cycle of performance planning in terms of an IDP compilation/review process, it is recommended that the annual performance report
be compiled and completed as soon after the end of a financial year as possible but ideally not later that two months after financial-year end.
10.6.5.3 Summary of various performance reporting requirements
The following table, derived from both the legislative framework for performance management and this PMS framework, summarise for ease of reference and
understanding the various reporting deadlines as it applies to the Municipality:
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Report
1. Departmental SDBIPs
Frequency
Continuous
Submitted for
consideration and/or
review to
Manager of Department
Executive Mayor in
consultation with the
MM
Executive Mayor in
consultation with the
MM
Remarks
See MFMA Circular 13 of National
Treasury for further information
2. Monthly budget statements
Monthly
See sections 71 and 54 of the MFMA
3. Departmental scorecards
Monthly
4. Strategic (municipal/organisational/
corporate) Scorecard
Quarterly
Executive Mayor
This PMS framework (see section 7.5.1
above)
5. SDBIP mid-year budget and
performance assessment
Annually during January
of each year
Executive Mayor (in
consultation with
MAYCO )
See sections 72 and 54 of the MFMA
6. Performance report
Annually
Council
7. Annual report
Annually
Council
Only if developed separately from
Departmental SDBIPs
See section 46 of the Municipal Systems
Act as amended. Said report to form part
of the annual report (see 7 below)
See chapter 12 of the MFMA
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10.7 THE AUDITING OF PERFORMANCE MEASURES
10.7.1 The role of internal audit in terms of performance management
The MFMA requires that the Municipality must establish an internal audit section which service could be outsourced depending on its resources and specific
requirements. Section 45 of the Municipal Systems Act stipulates that the results of the Municipality’s performance measures must be audited by the said internal
audit section as part of the internal auditing process and annually by the Auditor-General.
The Municipal Planning and Performance management Regulations stipulates that internal audit section must on a continuous basis audit all performance and the
auditing must include an assessment of the following:
(i)
The functionality of the municipality’s performance management system.
(ii)
Whether the municipality’s performance management system complies with the Act.
(iii)
The extent to which the municipality’s performance measurements are reliable in measuring the performance of municipalities by making use of
indicators.
Each of the aforementioned aspects will now be looked at briefly.
Functionality
The function could be defined as a proper or expected activity or duty or to perform or operate as expected. This could also be applied to the operation of
any system such a PMS. The internal audit section must therefore on a regular basis audit whether the PMS of the Municipality is functioning as developed
and described in this framework.
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Compliance
To comply can be defined as to act in the way that someone else has commanded. In this respect it is clear that the legislature wishes to ensure that the
Municipality’s PMS complies strictly with the requirements of the Systems Act, Regulations and the MFMA. This compliance check would require that the
Municipality’s internal audit unit, at least on an annual basis, verifies that the Municipality’s PMS complies with the said legal requirements.
Reliability
To rely could be defined as to trust or depend (upon) with confidence. Reliability in the context of PMS refers to the extent to which any performance
measures reported upon could be seen as being reliable, e.g. if the performance target was to build 500 houses and it is reported that the target has been
met or exceeded, it must be established whether the information is factually correct or only an estimation or even worse, purposeful misrepresentation.
Undertaking a reliability audit will entail the continuous verification of performance measures and targets reported upon. This will require that the
Municipality sets in place a proper information management system (electronically or otherwise) so that the internal audit section is able to access
information regularly and to verify its correctness.
The Municipality’s internal auditor must submit quarterly reports on the audits undertaken to the Municipal Manager and the Audit Committee.
10.7.2.Audit Committee
The MFMA and the Municipal Planning and Performance Management Regulations require that the municipal council establish an audit committee consisting of a
minimum of three members, where the majority of members are not employees of the municipality. No Councillor may be a member of an audit committee.
Council shall also appoint a chairperson who is not an employee.
The Regulations gives municipalities the option to establish a separate performance audit committee whereas the MFMA provides only for a single audit
committee. The operation of this audit committee when dealing with performance management is governed by section 14 (2-3) of the Regulations which require
that the audit committee must:
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review the quarterly reports submitted to it by the internal audit unit
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review the municipality's PMS and make recommendations in this regard to the Council of the Municipality
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at least twice during a financial year submit an audit report to the municipal Council
In order to fulfill their function a performance audit committee may, according to the MFMA and the Regulations,
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communicate directly with the council, municipal manager or the internal; and external auditors of the municipality concerned;
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access any municipal records containing information that is needed to perform its duties or exercise its powers;
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request any relevant person to attend any of its meetings, and, if necessary, to provide information requested by the committee; and
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investigate any matter it deems necessary for the performance of its duties and the exercise of its powers.
The Municipality has already established an Audit Committee and it is recommended that their responsibility in terms of performance management be as set out in
the MFMA, Regulations and this framework.
10.8 PERFORMANCE INVESTIGATIONS
The Audit Committee should also be able to commission in-depth performance investigations where there is either continued poor performance, a lack of
reliability in the information being provided or on a random ad-hoc basis. The performance investigations should assess:
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The reliability of reported information
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The extent of performance gaps from targets
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The reasons for performance gaps
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Corrective action and improvement strategies
While the internal audit section may be used to conduct these investigations, it is preferable that external service providers, preferably academic institutions, who
are experts in the area to be audited, should be used. Clear terms of reference will need to be adopted by the Council for each such investigation.
10.9 .GENERAL ISSUES RELATING TO PERFORMANCE MANAGEMENT
The following is some general issues related to performance management that needs to be taken into consideration in implementing the PMS of the Municipality:
10.8.1 Annual review of the Performance Management System
As stated earlier, one of the functions of the audit committee is to on at least an annual basis, review the PMS of the Municipality. It is envisaged that after the full
cycle of the annual review and reporting is complete and the audit committee has met as required; the internal audit section will compile a comprehensive
assessment/review report on whether the Municipality’s PMS meets the system objectives and principles as set out in this framework and whether the system
complies with the Systems Act, PMS Regulations and the MFMA. This report then needs to be considered by the audit committee and any recommendations on
amendments or improvements to be made to the PMS, submitted to the Council for consideration.
The Municipal Systems Act requires the Municipality also annually evaluate its PMS. The review undertaken by the audit committee and its recommendations could
serve as input into this wider municipal review of the PMS and it is proposed that after the full cycle of the annual review is complete; the Municipal Manager will
initiate an evaluation report, taking into account the input provided by departments. The report will then be discussed by the Management Team and finally
submitted to the Council for discussion and approval.
10.8.2Amendments to key performance indicators and targets
The Municipality will have to adopt a policy on amendments to indicators and targets. It is recommended that such amendments may be proposed but will be
subject to the approval of the Executive Mayor in consultation with the Municipal Manager.
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
10.10.INTEGRATING PMS WITH THE COUNCIL’S EXISTING MANAGEMENT CYCLE
International best practice indicates that PMS stand the best chance to succeed if it is integrated with the current management cycle of the Municipality. The
purpose of such a cycle would be to guide the integration of important processes such as the strategic planning or development process in terms of the IDP
methodology, the annual budget process and the formal process of evaluating and assessing Council’s performance in terms of the approved PMS and this
framework..
10.11
INSTITUTIONAL ARRANGEMENTS
The implementation of the PMS in terms of this framework would require co-ordination and it is recommended that at organisational level this be the task of the
Manager: Corporate Services supported by the PIMSS Centre through the aid of the PMS Co-ordinator. This is not to say that it would be the said person’s
responsibility to measure, analyse and report on performance but only to ensure that this happens and that material is collated and available for analyses and review
as per this framework on behalf of the Municipal Manager.
At an individual level the responsibility for co-ordination, administration and record keeping should be the responsibility of the Assistant Manager responsible for
human resource management.
The Municipality also needs to ensure that its internal audit section is capacitated to deal with the additional responsibilities it has in terms of performance
management over and above its traditional financial audit responsibilities.
10.12 CONCLUSION
In conclusion it must be emphasised that there are no definitive solutions to managing municipal performance. The process of implementing a performance
management system must be seen as a learning process, where the Municipality must continuously improve the way the system works to fulfil the objectives of the
system and address the emerging challenges from a constantly changing environment.
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SECTION F
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APPROVAL PHASE
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WATERBERG DISTRICT MUNICIPALITY IDP REVIEW 2007/2008
11.1 BACKGROUND
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The Constitution of the Republic of South Africa and the Municipal Systems Act requires council to develop a service delivery plan to address the
developmental needs and fulfil its developmental role at local government level.
The document outlining how council intends to carry out its developmental role during its term of office will be in the form of the Integrated Development
Plan, which is reviewed annually.
Having further adhered to provisions of Sections 27 and 29 of the Systems Act, the IDP review process commenced in August 2006 after the adoption of
the IDP review framework and process plan by Council.
Council has in further compliance with legislation established structures that will ensure that its developmental role is achieved.
In total two steering committee meetings, one management strategic retreat workshop (Spearheaded by the Municipal Manager), one Executive strategic
Workshop (Lead by the Executive Mayor), One strategic retreat workshop for the entire district, District wide IDP/Budget Imbizos, Three session on the
NSDP application and Contextualisation, One District Growth and Development Summit, Three representative forums meetings were held to solicit
inputs and comments from relevant stakeholders regarding the reviewed IDP as presented.
11.2 DISCUSSION
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Section 34 of the Systems Act requires that a municipal council must review its integrated development plan annually in accordance with its performance
measurements.
The Executive Mayor managed also in terms of section 21 of the MFMA to co-ordinate the process for preparing the annual budget and reviewing the
municipality’s IDP with a time schedule outlining key deadlines, and presented same at least 10 months prior to the start of the budget year for adoption
by Council. Council adopted the IDP review framework and process plans on the 31 August 2006. Subsequent to that a draft IDP was approved on the 30
April 2007.
A grace of 21 days was granted to the public to make inputs and forward comments on the draft IDP through print media.
The inputs from the public from the district Imbizos and personal submissions were collated and presented to the various structures of the IDP in terms of
the process plan, including the IDP representative Forum and subsequent to that the District wide strategic workshop for final integration.
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The Mayoral committee recommended the adoption and Council during its seating of the 31 May 2007 approved the reviewed IDP for the financial year
2007/08.
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