INTEGRATED DEVELOPMENT PLAN 2004/5 2 TABLE OF CONTENTS CONTENTS PAGE I SECTION 1: INTRODUCTION 3 1.1 1.2 1.3 1.4 4 5 6 7 II SECTION 2: ANALYSIS 8 2.1 2.2 2.3 2.4 9 11 17 18 2.5 2.6 III IV V Introduction Brief Review Report Process plan Community Participation Background Socio-Economic Profile Economic Potential Key Developmental Challenges Key Institutional Challenges Implications of situational analysis 29 30 SECTION 3: PRIORITY NEEDS AND STRATEGIES 31 3.1 3.2 Vision and Mission Strategic Objectives 32 33 SECTION 4: PRIORITY NEEDS, PROGRAMMES AND PROJECTS 35 4.1 4.2 4.2 4.3 4.4 4.5 36 39 72 74 82 91 Priority Needs Social Development Economic Vitality Environment People Development Good Governance SECTION 5: SECTOR PLANS 98 5.1 99 Social Development Programme Including HIV/AIDS 3 5.2 5.3 5.4 Spatial Development Framework Transportation Strategy Local Economic Development Strategy 103 107 110 5.5 Integrated Environmental Programme 117 5.6 5.7 VI 5.5.1 State of the Environment Report 5.5.2 Environmental Management Framework 5.5.3 Open Space Project 5.5.4 Cradle of Humankind World Heritage Site 5.5.5 Disaster Management Plan 5.5.6 Urban Greening Strategy 5.5.7 Integrated Waste Management 117 Municipal Performance Management System Water Services Development Plan 153 SECTION 6: ANNEXURES 6.1 6.2 6.3 6.4 6.5. Annexure Annexure Annexure Annexure Annexure I II III IV V IDP Process plan IDP Review Report Organogram Budget Maps 4 120 122 128 129 134 142 167 SECTION: I INTRODUCTION 5 1.1 Introduction Integrated development planning (IDP) is the process through which a municipality prepares a strategic development plan, which is in the main, the principal strategic instrument guiding all planning, management, investment, development and implementation decisions, taking into account input from all stakeholders. The IDP crosses departmental divisions by linking the physical, social, institutional and economic components of planning and development with management and development structure. It also integrates and aligns planning in the different spheres of government and therefore enforcing and upholding the spirit of cooperative governance in the public sector. The IDP also integrates the municipality with service providers, citizens and groups within the community in an endeavour to find sustainable ways to meet their social, economic and material needs and improve the quality of their lives. This section provides a brief overview of the process followed by Mogale City in reviewing its IDP for 2004/05. 1.2 Brief Review Report 6 In line with the legislative requirements of the Municipal Systems Act, 2000 (Act 32 of 2000), the city embarked on the second round of reviewing its Integrated Development Plan (See Annexure II). The first stage of review was in response to the Draft comments from the MEC for the Department of Local Government and Development Planning’s assessment of the Mogale City Integrated Development Plan (IDP). The comments were discussed in depth and addressed during the review process. The second phase entailed both internal and external review. Departments monitored and evaluated their work and reported back on progress made, deviations and improvements. Road Shows were conducted as part of the review process. The aim of the latter was to inform and report back to the communities on the IDP. They also provided a forum to consult communities on the performance of the municipality. All the consultation and feedback sessions were effective and informative. The outcomes were noted and taken into consideration during the review process. The third and final phase entailed both vertical and horizontal alignment of the IDP with the District and Provincial Line Departments, as well as twenty-one days public display of the IDP document for public scrutiny. 1.3 Process plan In terms of the Municipal Systems Act, 2000 (Act 32 of 2000), the Executive Mayor is responsible for managing the compilation of the IDP. The co-ordination of this 7 responsibility was delegated to the Municipal Manager who reports directly to the Executive Mayor and the Mayoral Committee. The Mayoral Committee adopted a process plan for reviewing the IDP on the 18th of February 2004 (See Annexure I). The process plan complies with the minimum requirements of the Municipal Systems Act, 2000 (Act 32 of 2000). 1.4 Community Participation Municipal Systems Act of 2000 requires municipalities to adopt a democratic approach to local government in order to meet their mandate of playing a developmental role. 8 The approach implies that all the stakeholders need to be afforded an opportunity to voice their opinions before final decisions are made on the integrated development planning process. This gives real meaning to the notion of a participatory concept in local government affairs. It is against this legislative background that MCLM embarked on an extensive community consultation and participation processes. The city utilized the following structures to ensure that it reaches out to all the members of the community: Council meetings Ward meetings Community Roadshows Sector meetings - Business - Labour - Youth - Churches - Community Policing Forums 9 SECTION: II ANALYSIS 2.1 Background HISTORY Mogale City, previously known as the Krugersdorp Local Council, is named after Chief Mogale-Wa-Mogale, the young heir to the Po Chiefdom of the Batswana. The Po-Tribe (the Ndebele migrant Group) was among the early groups to occupy the 10 Mogale City area. Later, surrounded by the Batswana – Bafokeng and Bakwena people, their Nguni culture and language were gradually replaced by that of the Batswana. The Po occupied the region from Magaliesburg and extended as far east as present day North-Cliff Ridge, and Haartebeespoort to North-West Chief Mogale – wa – Mogale is recognised as one of the first South African freedom fighters. Generations have been inspired by his bravery and tireless attempts at restoring ancestral land to his people. He was: “A true son of Africa, who is rightfully honoured by naming the Cit after him. LOCATION Mogale City is situated at the Western side of the Gauteng Province (See Annexure V Map I). It also forms part of the broader West Rand District. Mogale City is made up of the following entities (See Annexure V Map 9.2): Kagiso & Rietvallei 1,2 & 3 Krugersdorp Muldersdrift Munsieville Tarlton Sterkfontein Magaliesburg Hekpoort. The city covers an area of approximately 110 000 hectares. It is accessible from all the major centres of Gauteng and North West province, namely Johannesburg, Pretoria, Midrand, Haartebeesportdam, Randfontein, and Soweto to name but a few places. BRIEF DESCRIPTION OF DEVELOPMENT 11 Mogale City is a mixture of urban and rural areas with some very unique features. The urban areas reflect different levels of development. The former black townships are a mixture of clearly laid out sections and a concentration of informal settlements with no or minimum provision for open space. The former townships are also divided into ‘old sections’, which comprises of a mixture formal dwellings and shacks within the same yards. ‘Recently developed sections’ (less than 15 years), comprise of the original formal structures, with no backyard settlements. The former white areas are fully serviced with tarred roads, storm water systems, parks, piped water, electricity and street lighting. The level of service provided in the latter areas is the standard the municipality wants to maintain to provide services throughout its area of jurisdiction. The rural areas provide the scenic beauty of the area, with areas like Magaliesberg hosting primarily tourist-oriented farming activities. The majority of farm labourers have no land of their own and live under difficult conditions. Service provision is a challenge with residences scattered over vast areas on farms. Service provision and land reform are a challenge with residences scattered over vast areas on farms. 2.2 Socio-Economic Profile According to the 2001 Census, Mogale City has the following demographic profile: TOTAL POPULATION Nationality African Coloured Indian / Asian White TOTALS Population number 219 931 2 090 6 459 61 240 289 720 12 Percentage 75.91 0.72 2.22 21.13 100% AGE CATEGORIES 0-4 23 820 8.22 5-9 22 400 7.73 10-14 22 877 7.80 15-19 25 138 8.68 20-24 30 943 10.68 25-29 32 593 11.25 30-34 27 740 9.57 35-39 26 177 9.03 40-44 22 042 7.61 45-49 16 887 5.83 50-54 12 340 4.26 55-59 8 563 2.95 60-64 6 598 2.28 65-69 4 263 1.47 70-74 3 103 1.07 75-79 2 104 0.73 80-84 1 377 0.47 85+ 755 0.26 Total DISABILITY 289 720 100% No disability 276 996 95.61 Sight 3 907 1.35 Hearing 1 443 0.40 Communication 377 0.13 Physical 2 856 0.98 Intellectual 1 015 0.35 Emotional 1 704 0.58 Multiple 1 427 0.49 Total 289 725 100% 12 729 (4.39%) people have disabilities, whilst 276996 (95.61%) have no disabilities. 13 EMPLOYMENT Male Employed 58 727 27.96 Unemployed Not economically active 23 340 27 842 11.11 13.26 TOTAL 109 909 52.33 Employed Unemployed 38 766 27 069 18.46 12.89 Not economically active 34 263 16.31 TOTAL GRAND TOTAL 100 098 210 007 47.66 100% Female 97 493 (46.42%) people are employed, 50 409 (24.00%) people are unemployed and 62 105 (29.57%) people are not economically active. INCOME LEVELS Income category. No income 1 818 1.86 R 1 - R 400 9 190 9.43 R 401 - R 800 18 937 19.42 R 801 - R 1600 23 028 23.62 R 1601 - R 3200 18 240 18.71 R 3201 - R 6400 14 218 14.58 R 6401 - R 12800 7 693 7.89 R 12801 - R 25600 2 921 2.90 R 25601 - R 51200 801 0.82 R 51201 - R 102400 335 0.34 R 102401 - R 204800 158 0.16 R 204801 or more 156 0.16 Total 97 495 100% 14 ILLETERACY RATE 17 917 people are illiterate. TYPES OF DWELLINGS House or brick structure on a separate stand or yard 47 317 58.08 Traditional dwelling/hut/structure traditional materials made of Flat in block of flats Town/cluster/semi-detached duplex: triplex) 1 419 2 347 house (simplex: 2 101 1.74 0.02 2.57 House/flat/room in back yard 4 062 4.98 Informal dwelling/shack in back yard 9 758 11.97 Informal dwelling/shack NOT in back yard e.g. in an 17.75 14 464 informal/squatter settlement Total 81 468 100 % 57 246 (70.28%) residents live in formal housing, while 24 222 (29.75%) live informal housing. ENERGY SOURCES Energy or fuel for cooking. Electricity 57 211 68.49 Gas 1 299 1.56 Paraffin 21 501 25.74 Wood 1 824 2.18 Coal 1 200 1.44 Animal dung 212 0.25 Solar 167 0.10 Other 116 0.14 Total 83 530 100% 54 300 67.77 Energy or fuel for heating. Electricity 15 Gas 1 237 1.54 Paraffin 11 390 14.21 Wood 5 069 6.33 Coal 7 695 9.60 Animal dung 122 0.15 Solar 306 0.38 Total 80 119 100% Energy or fuel for lighting. Electricity 66 848 80.02 Gas 97 0.11 Paraffin 1 295 15.50 Candles 15 004 17.96 Solar 140 1.68 Other 146 0.17 Total WATER SUPPLY 83 530 100 % Piped water inside dwelling Piped water inside yard 32 850 38 074 39.83 46.16 Piped water on community stand: distance less 6 409 than 200m from dwelling Piped water on community stand: distance greater 4 329 than 200m from dwelling 7.77 Borehole Spring 680 21 0.82 0.02 Rain-water tank 108 0.13 Total 82 471 100 % 5.24 REFUSE REMOVAL Removed by local authority at least once a week Removed by local authority less often 61 985 74.20 849 1.01 Communal refuse dump 2 321 Own refuse dump 14 670 17.56 No rubbish disposal Total 3702 4.43 83 527 100 % 16 2.77 SANITATION Flush toilet (connected to sewerage system) 59 622 71.73 Flush toilet (with septic tank) Chemical toilet 5 352 1 384 6.40 1.65 Pit latrine with ventilation (VIP) 1 615 1.93 Pit latrine without ventilation 10 101 12.09 Bucket latrine None 1 891 3 566 2.26 4.26 Total 83 531 100 % 79965 (95.74%) households have access to sanitation, whilst 3566 (4.26%) have no access. TELEPHONE Phone service. Telephone in dwelling and cell-phone 15 964 19.11 Telephone in dwelling only 8 914 10.67 Cell-phone only 19 102 22.86 At a neighbour nearby 3 884 4.65 At a public telephone nearby 31 021 37.14 At another location nearby 1 562 1.87 At another location; not nearby 638 0.76 No access to a telephone 2 446 2.93 Total 83 531 100% 81 085 (97.07%) households have access to telephone service, whilst 2446 (2.93%) have no access. 17 2.2 Economic Potential In the past, gold mining was the core of the region’s economy, but because of closure of mines, the focus has shifted to tourism, manufacturing and agribusiness. Mogale City, the “Treasure chest of the West”, has maintained its standard of economic performance. Businesses in the former white areas/suburbs enjoy the support of a strong business chamber, the Mogale Chamber of Commerce and Industry, whose interest is focused on local economic development and the provision of value adding services. New developments include the Key West Shopping centre, with 130 shops and restaurants, and plans are underway for more developments. Several retail, business and commercial areas have been developed in greater Mogale City. Currently the dominant economic sectors are; retail, service, manufacturing and industrial. 18 The Industrial areas are: Boltonia, Chamdor, Delporton and Luipardsvlei. A number of serviced erven are available in Chamdor, Factoria, Delporton and Boltonia, and a number of potential unserviced erven are also available in Chamdor extension 2, Fariaville, and Muldersdrift. 19 2.4 Key Developmental Challenges And Backlogs Housing The Mogale City Local Municipality is confronted with the challenge of ensuring access to adequate housing to all its inhabitants. The provision of adequate housing or access thereto is underpinned by the principles of promoting economic viability, environmental sustainability, urban integration and most importantly creating sustainable communities where people live in human dignity. The city is progressively working towards reducing the significant housing backlog and to ensure that the rights of its inhabitants to have access to adequate housing is upheld and realised. The major challenge is on delay of EIA approval by GDACEL, objectors and land availability in rural areas. Water and Sanitation The Mogale City boundaries cover an area of approximately 1 520 km 2, of which 8% of the total area is serviced by a waterborne sewer reticulation system of approximately 1200km network and 10 pumpstations. Six drainage areas, with its smaller sub-drainage areas have been identified and recorded in a detailed Wastewater Masterplan. The drainage areas include six outfall sewers, which respectively contribute their wastewater loads to the three Mogale City bulk wastewater treatment plants (Flip Human WCW, Percy Stewart WCW and Magaliesburg WCW). A part of wastewater generated is networked to the Driefontein and Roodepoort treatment works. The majority of stands in Mogale City residential areas are connected to a pressured metered water supply network. The bulk service provider to Mogale City is Rand Water through nineteen connection points, and to lesser extent Johannesburg Water through 2 connection points. The bulk water is distributed through a network of 19 reservoirs/water towers and 1400 m distribution network. 20 The challenges currently facing the city are the following: Provision Of Free Basic Water and Sanitation Reduction Of Service Backlogs particularly in the Rural Communities Revenue Generation Development, Expand, Operate And Maintain Infrastructure Affordable And Financially Viable Services People Development, Capacity Building and retain expertise Optimising Water Resource Utilisation And Demand Management, With Specific Focus On Unaccounted For Water Compliance To Legal And Quality Requirements Lack of Policies and Operating Procedures Ringfencing of water and sanitation units The update and completion of a Water Services Development Plan Electricity Eskom and the municipality supply electricity within the boundaries of the City. This creates a problem due to the variance in terms of service standards rendered by the two service providers. The problem impacts more on the municipality as the area is its governing the area. The major challenges of electricity distribution within Mogale City are the following: Provision Of Free Basic Electricity Particularly In Rural Areas Electrification Of Rural Areas Service Backlogs Poor Payment Levels 21 New Connections And Upgrading Of Existing Networks Legal Compliance Illegal Connections Metering Problems Roads and Storm Water The responsibility of roads within the demarcated municipal area is shared between the national, provincial and local government, with the municipality responsible for the majority of the network. The challenge is to address the roads, storm water and kerbing backlogs in townships, informal settlement and rural areas. There is also a need to upgrade roads in the former Black areas to meet minimum acceptable development standards. Environmental Management Environment Stability is one of Mogale City’s Strategic Objectives, and therefore a Key Performance Area. Some of the major challenges faced by the city are the following: Competent Authority Status at Local Level for resourced Municipalities Establishment Of Environmental Co-Operative Agreements with Mining Houses and relevant Stakeholders Statutory Compliance by Developers and integration of Intra-Departmental programmes 22 Municipal Service Partnership Development Of An Auditing Programme For Industries Within MCLM In Order To Ensure Proper Environmental Performance Implementation Of The State Of the Environment Report And Environment Management Framework Recommendations Implementation Of The Integrated Pest Control Policy Ensuring Effective Management Of Disasters Within MCLM Ensuring Effective Legal Compliance Waste Management Increase in waste generation is an inevitable consequence of development and must be systematically managed in order to conserve resources and protect the Environment (DWAF, 1997). The lack of proper waste management policies results in pollution of the air, land and fresh water systems, and subsequently disruption of ecosystem processes, habitat destruction and species loss. It also has negative impact on people’s health. The amount of waste produced also places increasing pressure on the landfills where the waste is discarded. Increasing amounts of land set aside for landfills could lead to further habitat destruction and species loss. MCLM currently operates two Landfill Sites, Luipaardsvlei Landfill (servicing Urban Areas) & Magaliesburg (servicing Rural Areas). Mogale City Local Municipality is faced with various pressures in terms of waste management. The most salient pressures being the following: Development and Implementation Management Plan. 23 of municipalities Integrated Waste Refuse Removal, With Particular Focus On Rural Areas And Informal Settlements Statutory Compliance Establishment Of A Facility For The Disposal Of Hazardous And Medical Waste- Regional Inceneration Facility Addressing Illegal Dumping in a sustainable manner Illegal Dumping Waste Minimisation In Accordance With The White Paper On Integrated Pollution And Waste Management In South Africa (March, 2002). Parks and Cemeteries: The are numerous parks and seven cemeteries in City. The standard of parks and cemeteries in the former Black areas differs from those in the former White areas due to historical background. The major challenges currently facing the management of parks and cemeteries in Mogale City are the following: Managing Grass Cutting And Garden Maintenance Functions Implementation Of The Urban Greening Strategy The Impact Of HIV Aids On Burial Space and MCLM workforce Improvement Of Parks And Cemeteries In Previously Disadvantaged Areas Delay in EIA process for The Development Of Cemeteries In Rural Areas Procurement Of Land For The Development Of Cemeteries In Rural Areas High Crime Rates Mogale City is one of the low crime areas of Gauteng. Private security companies provide security in commercial, industrial and residential areas and there is a working relationship between the police and private sector organizations in fighting crime. There is also a new drive to work with business to secure the city centre. There is also a new initiative to establish a Municipal Police force. 24 Unemployment According to 2001 census figures (where the term employment applies to those between 15 and 65 years who are employed), 97 493 (46.42%) people are employed, 50 409 (24.00%) people are unemployed. HIV AND AIDS And Related Matters The following HIV/Aids related issues are still a challenge for Mogale City: Issue CONSTRAINTS/ CAUSAL FACTORS OPPORTUNITIES HIV & AIDS Pandemic Lack Of Institutional And Social behaviour Home Based Care Rape and sex abuse Facilities Sex work for Stigmatisation survival – poverty Family Disintegration and unemployment Aids Orphans And Low educational Households Managed By levels Minors Family dysfunction Unemployment And Poverty Of HIV & AIDS Affected People Loss Of The Breadwinner Indigence 25 Rural Development The richness of Mogale City as well as its competitve advantage within the West Rand District and the Gauteng region lies in the fact that it has a mixture of both rural and urban areas. This mixture gives Mogale city an edge over its counter parts in terms of local economic development opportunities. The reality is that rural areas are less developed than the urban areas, and thus, offer an opportunity for more economic growth within the municipality. The challenges currently facing rural development and management are the following: Development Of A Comprehensive Rural Development And Tourism Strategy And Implementation Plan For The City Raising Of Awareness On Land Tenure, Labour Rights, Rural Development Establishment Of Partnerships With Key Role Players In Rural Development Reduction In The Number Of Evictions Taking Place In Rural Areas Increase In Security Of Land Tenure Among Rural Communities Availability of suitable land for development closer/closest to Developmental nodes as identified in SDF Establishment Of Sustainable Rural Settlements. Tourism Mogale City is the ‘Treasure Chest of the West’. It boasts of its rich Heritage and being on the map of the World’s Heritage Sites. It is one of the Tourist’s destinations not only within the West Rand and Gauteng regions, but also in the whole country. 26 Tourism as one of the fast-growing industries in the country, within Mogale city it offers an opportunity for Local Economic Development through the development of local SMME and previously disadvantaged entrepreneurs. The challenges currently facing the tourism industry of Mogale city are the following: Development Of A Comprehensive Tourism Development Strategy Development Marketing Strategy And Implementation Plan For The City Integration Of The Tourism Industry Operators And Tourism Offering In Mogale City Establishment Of Heritage, Arts & Culture Institutions In Mogale City. Establishment Of Partnerships With Key Role Players In Rural Development & Tourism. Transport Infrastructure As one of the tourist’s destinations in the country, it is important that our transport infrastructure does not only facilitate access from all major cities, town and ports, but it also complies with world class standards in order to ensure that Mogale City is the first stop point for tourists before they move to other areas. The transport infrastructure issues facing Mogale City are shown below: 27 Constraints/challenges Causal Factors Public Lack of infrastructure Transport No public transport – with local major areas not accessible government being competency – we render only support No transport policy and/or services planning Transport is not a Available Cost of commuting transport not – Increase in petrol affordable – people spend price more on transport than on Devaluation of the basic needs, e.g. food Rand – money does Cost of petrol impacts on the not go so far movement of people 28 2.5 KEY INSTITUTIONAL CHALLENGES Mogale City continues to improve the alignment of its operations with the vision of making the city a desirable place to work in. The delivery of quality services rests on the efforts of a committed, skilled and professional work force. It is envisaged that during this financial year the following key institutional capacity issues will be addressed. Staff Placement 90% of management posts have been filled. The re-designing of the microstructure has also been completed and it is envisaged that the placement of staff will be completed during the 2004/5 financial year. Policies, Strategies And Systems All the departments and sections are making tremendous progress in reviewing and updating their policies, strategies and systems. The areas that are covered are the following: Support Services Strategic Services Marketing and Communications Information Technology Human Resources Finance Socio-Economic Development Sector Rural Development and Tourism Local Economic Development Community Services Public Safety 29 Infrastructure Management Sector Housing Water and Sanitation Integrated Environmental Management Infrastructure Management 2.6 IMPLICATIONS OF THE SITUATIONAL ANALYSIS The situational analysis of the city implies that there is an urgent need to address the following issues: Unemployment Poverty Alleviation Indigence Housing backlog Services backlog including Free Basic Services HIV/AIDS Health Care Local Economic Development Infrastructure Upgrade Rural Development Land Acquisition Environmental Conservation Community Development Skills development Institutional Development 30 SECTION: III VISION & STRATEGIES 31 3.1 VISION AND MISSION Our Vision is: That Mogale City will be a desirable place to live, invest and visit; where all people may enjoy a sustainable quality of life. Our Mission is: To create a people centred and economically viable city where all: Have equal access to Basic social services; Education and skills enhancement programmes; and Job and entrepreneurial opportunities. Enjoy: A clean and sustainable environment; and Safety and security. Are governed by a: 3.2 Participative, professional, transparent and accountable administration. STRATEGIC OBJECTIVES 32 3.2.1 Social Development To promote social and economic development within Mogale City through the provision of: Basic services and equal access to health; Education; Welfare; Safety; Housing; Sport; and Recreation. 3.2.2 Economic Vitality To create an enabling environment for sustained economic growth and development by: Marketing the city to potential investors and tourists; Developing a strong and integrated road, rail, air, pipeline and information systems infrastructure; Creating job opportunities through the promotion and support of SMMEs and the development of human resources; Putting in place favourable policies and legislation (land use, rates and taxes, tariffs, etc); Reducing crime through the effective implementation of the National Crime Prevention Strategy; Promoting the development of agri-business and eco-tourism; Establishing an information technology hub for the region; and Building financial and economic management capacity (both for the institutional and the people). 33 To develop the infrastructure and asset base of Mogale City by: Reducing the housing backlog; Upgrading the city infrastructure; and Promoting the integration of residential and business areas Through the development of appropriate land utilisation Policies and legislation. 3.2.3 Environmental Stability Promote a sustainable environment by: Promoting environmental awareness; Preserving the heritage and cultural sites; Promoting and maintaining parks, fauna and flora; Effectively managing waste and pollution; and Developing relevant legislation and regulations to protect the environment and ensure sustainable development. 3.2.4 Good Governance To promote a seamless, open, ethical, professional and accountable system of governance by: Continuously engaging the broader community in the decision making process through appropriate public, private and development sector partnerships; Ensuring social, ethical and political accountability; Developing appropriate monitoring, evaluation and reporting systems and processes; and Building the capacity and capability of all relevant governance bodies within Mogale city. 34 3.2.5 People Development To invest in the development of human resource capacity by: Linking educational institutions, at all levels, with government and business organisations; Promoting a culture of life-long learning and innovation throughout all educational, governmental, business and community organisations; Developing comprehensive education, training and leadership development programmes that focus on the most disadvantaged sectors of the community (i.e. youth, women, the disabled and the aged); Accelerating the implementation of all policies and legislation related to the development of human resources (Skills Development Act, Employment Equity Act, SAQA, NQF, LRA, BCEA etc.); and Promoting the rights of children, women and the disabled as enshrined in their respective Charters and the Constitution. SECTION: IV PRIORITY NEEDS, 35 PROGRAMMES AND PROJECTS 4.1 PRIORITY NEEDS The community needs of Mogale City that were identified for 2000-2006 IDP, have not changed significantly during the recent review processes and they are still prioritised as follows: Urgent Needs Important Needs Less pressing needs Housing Recreational facilities Street paving Job creation Improved service delivery Conversion of hostels into family units Public safety SMME development Health facilities Demarcation of areas for Construction of an old street vendors Development of parks age home 36 Roads and street Community Development maintenance Skills Projects Development Cleaning dumping sites Projects Education facilities Community consultation and feedback Electricity Clean water Council to address racism and farm evictions 4.2 PROGRAMMES AND PROJECTS This section provides a list of projects that have been identified by Mogale City Local Municipality through an intensive consultation with the communities. The projects were influenced by Sector plans and prioritized according to the following criteria: Financial Sustainability - Revenue Collection Social Development - Poverty Alleviation - Health Care - Access to Basic Services - Combating Crime and Corruption - Environmental Stability Economic Development - Job Creation - Promotion of Investment 37 - Promotion BEE - Skills Development Governance - Community Participation - Equity and Empowerment - Policies, Systems and Procedures The projects are outlined in accordance with the five key performance areas of the municipality. STRATEGIC OBJETIVE 1: SOCIAL DEVELOPMENT Housing Projects PERFORMANCE TARGETS 2004/05 Sinqobile (Phase 2) Sinqobile (Phase 3) 2005/06 430 Toilets & Top Structures 470 Toilets & Top Structures 338 Serviced Erven Munsieville X 4 (Phase 2) Kagiso X 15 Riet Vallei X 4 Sinqobile X 1 Tudor Shaft/Soul City Purchase Land & Develop Plan 1730 Serviced Erven Land Purchase & Develop Plan Land Purchase & Develop Plan 250 Plans Vlakplaats Rietfontein Village Tarlton Village 1 Tarlton Village 2 Magaliesburg 203 Serviced Erven 250 Planned Erven 250 Planned Erven 250 Planned Erven 38 338 Top Structures 161 Affordable Housing 1000 Top Structure 5000 Serviced Erven 500 Serviced Erven 250 Top Structures 203 Top Structures 250 Serviced Erven 250 Serviced Erven 250 Serviced Erven 2006/07 730 Affordable Housing 2500 Top Structures 500 Top Structures 250 Top Structures 250 Top Structures 250 Top Structures Projects PERFORMANCE TARGETS 2004/05 Nooitgedacht Hekpoort Muldersdrift Munsieville Hostel Munsieville Horse Shoe Kagiso Old Hostel 2005/06 2006/07 150 Social Housing Units 300 Med Density Units 250 Planned Erven 200 Social Housing Units 150 Med Density Units 500 Affordable Rental Units 500 Affordable Rental Units Business Plans & designs 40 Social; Housing Units 250 Planned Erven 250 Planned Erven Business Plans & designs Business Plans, designs & 100 Med Density Units Business Plans, designs &300 Affordable Rental Units Joshua Doore Hostel Kagiso Ext. 12 - Php 1000 Top structures Rietvallei Proper & Ext. 1 - Php 2029 Top structures 39 COMMUNITY SERVICES: Projects PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Poverty Alleviation Food security: Holiday Feeding Scheme 2800 children 400 per facility 10 Areas of Mogale City Job creation Magaliesburg Project (10) 2 Areas of Hekpoort and Tarlton Food Parcels for indigents, 2000 and 2500 aged 10 000 soup recipients Identified poor families 40 per month Poor families identified by social workers 60 per month 2500 indigents 3500 aged 10 000 soup recipients 3 Areas of Moglae City, Muldersdrift and urban 80 Poor families identified by social workers 60 per month 3000 indigents 4500 aged 10 000 soup recipients Indigent Support Programme Indigent Support Indigent Volunteer Support Subsidise indigents Support volunteers 750 Subsidise 1000 indigents 96 Support 96 volunteers Holiday Feeding scheme 2800 children per facility Indigent Pauper Burial Helping 100 indigents Helping 120 indigent families with pauper families with pauper burials burials Helping 130 indigents families with pauper burials 100 Women trained (3 per ward) Award ceremony 320 women trained in flower arrangement 320 women trained in fabric painting 224 women trained (7 per ward) 30 MCLM women 320 women trained in toilet paper making 320 women trained in fabric painting 320 women trained in advanced baking - 400 3010 children - 430 per facility Subsidise 1500 indigents Support 96 volunteers 3220 children 460 per facility Women Empowerment Domestic Violence Skills Development 40 90 women trained (3 per ward) 70 MCLM women 320 women trained in advanced sowing (home industry) Projects 16 Days Of Activism PERFORMANCE TARGETS 2004/05 2005/06 2006/07 March in partnership with 250 men (2 men & 3 women per ward) Seminars and workshops March in partnership with 500 men (10 per ward) Conference on abuse (10 men & 10 women per ward) March in partnership with 750 men Summit on abuse (10 men & 10 women) Shelter For Abused Women And Children Local Programme Of Action For Children Parenting Skills One shelter in urban area 2 Support groups 64 women (2 women per ward) Entertainment 1200 and Awareness for children Awareness Campaign 4 support groups 64 women (2 per ward) Life Skills and aftercare training for For Orphaned Children Lifeskills training for 320 orphaned children & Aftercare centre per area Lifeskills training for 320 orphaned children & Aftercare centre per area LPAC Committee (Workshops and research) 12 L-PAC Committees 12 L-PAC (10 committees per Committees (10 area) committees per area) Counselling sessions e.g. trauma debriefing perpretor programme in partnership with Government Depts, NGO and CBO Arts & Culture 5 sessions per client 5 sessions per client (10 per area) (10 per area) 5 sessions per client (10 per area) 50 children per area 50 children per area 50 children per area After Care Centre for vulnerable children Youth Development Building of after care center and furniture Youth Month Campaign 3200 youth involved in substance abuse and crime prevention (100 per ward) 3200 youth involved in substance abuse and crime prevention (100 per ward) 3200 youth involved in substance abuse and crime prevention (100 per ward) Children Festival Child Protection Week 41 1500 Children Involved Awareness Campaign 6 Support Group 64 women (2 per ward) 2000 Children Awareness Campaign Lifeskills training for 320 orphaned children & Aftercare centre per area 12 LAPC Committees Projects PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Coordination of Youth Seminars & workshops on topics 32 Youth Forums 32 Youth Forums 32 Youth Forums Skills Development 320 trained youth in technical skills 320 youth attended supplementary for grd 12 320 youth trained in arts and craft 320 trained 320 trained youth in technical skills 320 youth attended supplementary for grd 12 320 youth trained in arts and craft 320 trained 320 trained youth in technical skills 320 youth attended supplementary for grd 12 320 youth trained in arts and craft 320 trained Youth camp (life skills) Youth involved in project work Care For The Aged 1600 youth ward) (50 per 1600 youth ward) Craft Work For The Aged 160 trained aged (5 per ward) 160 trained aged (5 per ward) 160 trained aged (5 per ward) Luncheon Clubs 4 Clubs Developed 4 Clubs Developed 4 Clubs Developed Soup Kitchens Soup area kitchen (50 per 1600 youth per ward) per Soup kitchen per area (50 Soup kitchen per area Disability Awareness in Kagiso All ward committee 20% of youth leaders members reached reached All principals in the area reached Awareness in Lusaka All ward members All ward members 20% of youth leaders reached 20% of youth leaders reached All principals in the area reached All principals in the area reached Coordinate disabled in MC. Coordinate organizations of disabled in MC. Coordinate directorates disability projects Attendance of 400 disabled persons Coordinate directorates disability projects Attendance of 1000 disabled persons Awareness in KDP, Rural areas Disability Forum Interdirectorate Forum International day of the disabled committee reached committee reached Coordinate organizations disabled in MC. of organizations of Coordinate directorates disability projects Attendance of 300 disabled persons 42 Projects PERFORMANCE TARGETS 2004/05 2005/06 2006/07 1 Primary Health Clinic In Tarlton Improved Access To Primary Health Care In Tarlton Improved Access To Primary Heath Care In Rietvallei Improved Access To Primary Health Care Service In Vlakplaats Improved Access To Primary Health Care In Tarlton Improved Access To Primary Heath Care In Rietvallei Improved Access To Primary Health Care Service In Vlakplaats 1 Mobile Clinic For Rietfontein Improved Access To Primary Health Care Service In Vlakplaats 1 HIAV/AIDS Haven In Mogale City Improved Access To Primary Health Care Service For HIV People All Clinics Are Well Equipped Improved Access To Primary Health Care Service In Rietfontein Improved Access To Primary Health Care Service For HIV People All Clinics Are Well Equipped Health Services Construction Of Clinics For Primary Health Care 1 Primary Health Care Clinic In Rietvallei 1 Mobile Clinic For Vlakplaats Purchase Of Equipment All Clinics Are Well Equipped Air Quality Monitoring Station Station Established And Operational Health Communication Campaign 3 000 Households Reached In Letsema World AIDS Day 5000 Youth Reached During World AIDS Day 1 December 2004 Air Quality Monitoring Records/ Readings and Corrective measures undertaken 43 Air Quality Monitoring Records / Readings and Corrective measures undertaken 3500 Households 3 500 Households Reached In Letsema Reached In Letsema 5000 Youth Reached World During AIDS Day 1 December 2005 5000 Youth Reached During World AIDS Day 1 December 2006 Projects Management of the HIV/AIDS programme Establishment of Clinic Committees (Governance) Health Information Management Sports, Recreation, & Libraries Upgrading Of Sport Facilities PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Documented HIV/AIDS Management Standard Developed & the Implementation Plan to address gaps. 8 Clinic Health Committees Established Health Information Management System For Mogale City Developed Standards Monitored & Sustained; Improvements initiated where applicable. Developed Standards Monitored & Sustained; Improvements initiated where applicable. 8 Clinic Health Committees Functioning Kagiso Sport Complex Phase 1 completed and consisted of construction of clubhouse ablution with home and away teams change rooms with public toilets, office, tuck shop and caretakers room and electric power installation. Phase 2 consisting of standardised 400m Athletic grass tract with proper drainage which will include soccer field and pavilions and will have standardised fence to allow only Officials and players in the field of play and bar spectators from entering the field of play Phase 3 with fencing and installation of floodlights to accommodate night games. Phase 2 consisting of standardised athletics track with soccer field, an erection of fencing around the complex, construction of caretaker’s house, combo courts and public toilets will be done in the new year. Phase 3 will consist of floodlights, pavilions and extra practice fields Kagiso Extension 13 Sports Complex Phase 1 completed and consisted of ablution block with toilets and change rooms for both males and females. The complex is not handed over to Council, awaiting Electrical connection from Eskom. Director to seek funds for electric installation to building 44 8 Clinic Health Committees Functioning Health Information Management System For Mogale City Construction of Bowling green. Construction of an academy by Provincial Government. Projects PERFORMANCE TARGETS 2004/05 Lusaka Sport Complex Phase 1 completed and consists of ablution block with public and change rooms for both males and females. Office with boardroom and storeroom, grassed soccer field that accommodates athletics track. 2 extra soccer fields not grassed, with uneven Cricket pitch. Rietvallei 2 & 3 sports complex Phase 1 completed and consists of a Community Recreation Hall, with public toilets, tuck shop, caretaker’s room and office. 45 2005/06 2006/07 Phase 2 applied for and approved. It will consist of two extra fields that will accommodate Soccer, Athletics and Rugby, construction of Cricket pitch, combo courts accommodating Netball, Basketball, Volleyball and Handball, Sitting Pavilions and Floodlights. Phase 3 will include perimeter fence around the entire complex, with parking bays and turnstile gates. Phase 2 will consist of grassed football field, with ablution block consisting of both public and change rooms to accommodate home and away teams. Combo courts for Netball, Volleyball, Basketball and Handball Phase 3 will be the additional fields to accommodate Rugby, Cricket and Floodlights. Projects PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Phase 2 will consist of extension of ablution building to include upstairs to include VIP rooms, Caretakers room floodlights, Lapa and pavilions Phase 3 will be an application for more sporting fields Munsieville Sports complex Phase 1 completed and consists of ablution block consisting of change rooms, public toilets, office with kitchen and tuck shop, storeroom used as caretakers room, grassed football field with tennis courts, netball, basketball and volleyball. Fencing of wall around the entire facility with entrance gates. Muldersdrift Sport Complex Phase 1 completed and consists of open soccer field with fencing. Phase 2 is on and consists of ablution block with public and change rooms for both males and females, caretaker’s room, office and lapa. Grassed soccer field with sitting embankment, construction of combo courts to accommodate Netball, Volleyball, Handball and Tennis. 46 Phase 3 will consist of pavilions and floodlights, with additional sports fields.. Projects PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Phase 2 to include pavilions, public toilets for males and females, Caretaker’s room, combi courts to include Netball, Volleyball, Handball, Tennis and fencing around the entire complex. Phase 3 to include pavilions and floodlights. Ga-Mogale sports complex Phase 1 completed. It consisted of grassed soccer field with ablution block consisting of changerooms for both home and away teams. Waiting for handing over from contractor after electrical installation by Eskom. Bob Van Reenen and Jan Lotz Stadium Johanna Botha Park Coronation Swimming pool West Krugersdorp Swimming pool Literacy Enhancement Kagiso Library Building completed Need to procure furniture Muldersdrift & Hekpoort Library two new libraries were completed as part of the MPCC but no furniture was procured 47 Application for funding: additional pavilions, upgrading of kombi courts surface and fencing and floodlight upgrading Application for upgrading of building, fencing around the stadium, caretaker’s room and office furniture and maintenance equipments Application for funding to upgrade the swimming pool Application for funding to upgrade the Swimming pool Projects PERFORMANCE TARGETS 2004/05 2005/06 Lusaka Library extension phase 2. 2x study rooms will be added to the existing library Magaliesburg Library Library Orientation 2250 Learners And 90 Teachers SA Library Week, 1350 Users Participating Multi-Purpose Community Centres Readathon 1800 Users Literacy Education; Training Of 18 Facilitators Magaliesburg MultiPurpose Community Centre 48 2006/07 Rural Development and Tourism KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 80% of Mogale citizens involved 10% of identified sites upgraded 90% of Mogale citizens involved 30% of identified sites upgraded 100% of Mogale citizens involved 50% of identified sites upgraded 50% of the sites covered 70% of the sites covered 90% of the sites covered 40% of the workscope completed 60% of the workscope completed 60% of the workscope completed Development of heritage and cultural routes and precincts One route and precinct developed Hosting heritage day celebrations Hosting heritage day celebrations Erection of tourism signage 50% of facilities have signage 70% of facilities have signage 90% of facilities have signage Tourism promotion Integrated brochure developed and tourism website upgraded 5 MICE projects supported Continues maintenance of the website Continues maintenance of the website 5 MICE projects supported 5 MICE projects supported 50% support to all forms of arts and culture No. of Recommendations Implemented 80% support to all forms of arts and culture No. of beneficiaries 4 workshops conducted 4 workshops conducted 6 exhibitions Heritage Resources Management Heritage conservancy Upgrading and maintenance of heritage sites Heritage and historical sites signage’s and plagues Upgrading of the museum Tourism Promotion of Meetings, Incentives, Conferences and Events Arts and Culture Promotion Local arts and culture 30% support to all development forms of arts and culture Investigation & No. of Feasibility Development of the studies conducted arts and culture industries Visual art and ceramic 4 workshops design workshops conducted Gallery exhibitions 6 exhibitions Travelling exhibitions 4 traveling exhibitions arranged and staged 6 exhibitions 4 traveling exhibitions arranged and staged 49 traveling exhibitions arranged and staged KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Ongoing support and development of the settlements Ongoing support and development of the settlements Rural Development Establishment of Legal Aid Clinics in the rural Areas of Mogale City Legal aid centres function effectively Land acquisition Establishment of sustainable rural settlements in Mogale City Purchase of Carmel Estate 60 ha acquired 4Township establishment applications approved 80 % of the Ongoing productivity of the estate maintained 100 % of the land put Ongoing in effective use Development of land purchased in rural areas Revitalisation of 50 % of the land Tswelopele and portions put into Vlakdrift (Tarlton) Land productive use reform projects Ongoing Ongoing 70 % of the land 90 % of the land portions put into portions put into productive use productive use 50 Public Safety KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 MCMPD is successfully launched Gazetting of Establishment of Municipal Police MCMPD launched in the media on 1 September 2004 37 Additional personnel appointed Vehicles procured firearms procured portable radios procured % Increase in operational law enforcement personnel % Increase in citations issued or arrests % Decrease in reporting statistics for specific crime types % Increase in satisfaction levels of policing service and feelings of safety 5 Additional Officers Appointed. 15 Additional Officers Appointed. Increase in satisfaction levels of policing service and feelings of safety Improving institutional capacity to ensure public safety Establishing municipal Police Department Increase in satisfaction levels of policing service and feelings of safety 1st Anniversary celebration 51 2nd Anniversary celebration KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Establishment of municipal court Fully functioning dedicated municipal court Prosecutor appointed Infrastructure in place Magistrate salary allocated Productivity 50% Increase overall in successful prosecutions % Increase in multisectoral By-Law prosecutions Fully functioning dedicated municipal court Additional Prosecutors appointed Additional Magistrate salary appointed Productivity 70% Increase overall in successful prosecutions 90% Increase in multi-sectoral By-Law prosecutions Fully functioning dedicated municipal court Prosecutor appointed Infrastructure in place Magistrate salary allocated Productivity 95% Increase overall in successful prosecutions 95% Increase in multi-sectoral By-Law prosecutions 52 KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Safer Cities Project Safer Cities Coordinator appointed Strategy developed and approved Safety audit conducted 20 Stakeholder consultation sessions held (UNHABITAT, ICPC, IFUP, Youth Commission NGOs and CBOs) Safer Cities Coalition established and launched Implementation of Social crime prevention projects. Victim Empowerment project approved and functional · Youth Empowerment project approved and functional · Diversion project approved and functional · CPTED project approved and functional ·. Project for the support of CPFs and CSFs approved and functional Youth Empowerment (2400 Youth trained at public safety self defence academy) International meeting of Safer Cities Initiatives held in Mogale City Full rollout of strategy Projects implemented: Women Empowerment Youth Empowerment CPFs and Ward Committees Projects implemented: MCCI Partnership Victim Support Services Safer Cities empowerment initiatives/Various community centres Crime Prevention through environmental design (CSIR, Town Planning etc) Public Participation (Work shops) 53 KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Road safety campaigns Law Enforcement 52 Road blocks executed % increase in citations issued % increase in arrests made % increase in successful prosecutions Education 12 Education sessions conducted 6000 Motorists reached 12 Workshops/seminars conducted 1million various Publications produced and distributed Law Enforcement 100 Road blocks executed % increase in citations issued % increase in arrests made % increase in successful prosecutions Education 24 Education sessions conducted 24 000 Motorists reached 12 Workshops/seminars conducted 1million various Publications produced and distributed Law Enforcement 150 Road blocks executed % increase in citations issued % increase in arrests made % increase in successful prosecutions Education 36 Education sessions conducted 36 000 Motorists reached 12 Workshops/seminars conducted 1million various Publications produced and distributed 54 KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Rural safety strategy Strategy developed and approved Education 10 Stakeholder Meetings/Workshops held (SAPS, SANDF, CPFs, etc.) 10 Training community sessions held Memorandums of understanding i.t.o. community partnerships formed Crime combatting % Increase in citations issued % Increase in arrests made % Increase in prosecutions 12 Law enforcement operations (roadblocks) conducted Projects identified. Project Plans documented and costed. Memorandums of understanding i.t.o. community partnerships formed Education 12 Stakeholder Meetings/Workshops held (SAPS, SANDF, CPFs, etc.) 120 000 Information leaflets produced and distributed 20 Training community sessions held Crime combatting % Increase in citations issued % Increase in arrests made % Increase in prosecutions 24 Law enforcement operations (roadblocks) conducted Projects evaluated Education 12 Stakeholder Meetings/Workshops held (SAPS, SANDF, CPFs, etc.) 150 000 Information leaflets produced and distributed 20 Training community sessions held Crime combatting % Increase in citations issued % Increase in arrests made % Increase in prosecutions 24 Law enforcement operations (roadblocks) conducted Joint Taxi operation (Operation Lungisa) 100% Reduction in unroadworty vehicles & Increase in the number of roadworthy vehicles % decrease in Taxi related road accidents % decrease in vehicle defect related accidents involving taxis 100% Reduction in unroadworty vehicles & Increase in the number of roadworthy vehicles % decrease in Taxi related road accidents % decrease in vehicle defect related accidents involving taxis 100% Reduction in unroadworty vehicles & Increase in the number of roadworthy vehicles % decrease in Taxi related road accidents % decrease in vehicle defect related accidents involving taxis 55 KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Road safety training (Scholar Patrols) 168 Children trained to operate scholar patrols 24 Scholar patrol teams operational at schools 15 schools with functional scholar patrols 105 Children trained to operate scholar patrols 15 Scholar patrol teams operational at schools 15 schools with functional scholar patrols 70 Children trained to operate scholar patrols 10 Scholar patrol teams operational at schools 10 schools with functional scholar patrols Tourist ambassador training Training programme for officers developed 50 Officers are trained as tourist ambassadors. 30 Tourist ambassadors are placed at key locations Bench mark Perception study on tourist safety initiatives conducted 100 Officers are trained as tourist ambassadors 60 Tourist ambassadors are placed at key locations Perception study on tourist safety initiatives conducted 150 Officers are trained as tourist ambassadors (Additional staff and refresher course) 90 Tourist ambassadors are placed at key locations Effectiveness of the tourism intervention is evaluated Safer schools 24 Schools visited for education purposes and distribution of educational material 24 Identified schools raided for weapons and drugs amongst pupils 48 Schools nominated for education purposes and distribution of educational material 48 identified schools raided for concealed weapons and drugs 100 Schools nominated for education purposes and distribution of educational material 100 identified schools raided for concealed weapons and drugs Access control training 80 Security officers trained in respect of access control 80 Security officers trained in respect of access control 80 Refresher training and advance training Firearm training Peace officers training 120 Officers Trained 140 Officers Trained 80 Security officers trained in respect of access control and refresher courses as well as additional training 40 Officers Trained 20 Municipal Police members trained 20 Mogale City Council employees trained 20 Mogale City Council employees trained 56 KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Crime awareness campaigns 4 Road shows conducted 24 Print media publications 500 000 Brochures produced and distributed 1000 000 Pamphlets produced and distributed 10 000 T-shirts 5000 Posters 10 Banners 12 Road shows conducted 24 Print media publications 500 000 Brochures produced and distributed 1000 000 Pamphlets produced and distributed 10 000 T-shirts 5000 Posters 10 Banners 24 Road shows conducted 24 Print media publications 500 000 Brochures produced and distributed 1000 000 Pamphlets produced and distributed 10 000 T-shirts 5000 Posters 10 Banners Execution of Warrants of arrest and outstanding fines 3000 Warrants of arrest finalized 3000 Warrants of arrest finalized 3000 Warrants of arrest finalized City surveillance Pilot project implemented 20 Cameras installed in Mogale City CBD Surveillance Centre operational 30 Additional Cameras installed Increased capacity of Surveylance Centre 30 Additional Cameras installed Increased capacity of Surveylance Centre Neighbourhood watch Policy for neighbourhood watch programmes produced 10 Neighbourhood Watch Programmes supported Framework for Constitution produced Code of Conduct produced and distributed Emergency information packs produced and distributed 20 Neighborhood Watch Programmes supported 20 Copies of Code of Conduct distributed 10 000 Copies of Emergency information packs distributed 30 Neighborhood Watch Programmes supported 40 Copies of Code of Conduct distributed 20 000 Copies of Emergency information packs distributed Anti corruption strategy Strategy Document developed and approved Strategy implemented Strategy analysed, evaluated and refined Strategy evaluated and refined 57 KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Regional Policing Sattellite Stations Secure operational premises in Kagiso Mall Secure operational premises in Hekpoort Secure operational premises in Magaliesburg Secure operation police head office space Maintain operational premises in Kagiso Mall Maintain operational premises in Hekpoort Maintain operational premises in Magaliesburg Maintain operation police head office space Maintain operational premises in Kagiso Mall Maintain operational premises in Hekpoort Maintain operational premises in Magaliesburg Maintain operation police head office space Back to basics (By-law enforcement) Secure operational premises in Kagiso Mall Secure operational premises in Hekpoort Secure operational premises in Magaliesburg Secure operation police head office space Maintain operational premises in Kagiso Mall Maintain operational premises in Hekpoort Maintain operational premises in Magaliesburg Maintain operation police head office space Maintain operational premises in Kagiso Mall Maintain operational premises in Hekpoort Maintain operational premises in Magaliesburg Maintain operation police head office space Road traffic signs to comply with SADC Protocol 50% Compliance to the SADC Protocol on all road traffic signs 800 Signs replaced 300 km Road markings painted 80% Compliance to the SADC Protocol on all road traffic signs 800 Signs replaced 300 km Road markings painted 100% Compliance to the SADC Protocol on all road traffic signs 800 Signs replaced 300 km Road markings painted Purchase of Vehicles 15 Vehicles purchased 15 Vehicles branded and fitted with radio and blue lights and sirens 15 Vehicles purchased 15 Vehicles branded and fitted with radio and blue lights and sirens 15 Vehicles purchased 15 Vehicles branded and fitted with radio and blue lights and sirens Public/Passeng er Transport Operations Strategy Document developed and approved Transport forum established 5000 citations issued 195 vehicles discontinued 12 Meetings held Strategy evaluated and realigned Transport forum revitalised 3000 citations issued 120 vehicles discontinued 12 Meetings held Strategy evaluated and realigned Transport forum revitalised 3000 citations issued 80 vehicles discontinued 12 Meetings held 58 KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Regional Licensing Satellite Stations Operational premises in Kagiso Oerational premises in Key West Operational premises in Magaliesburg 3 L-Grade examiners appointed 3 Cashiers appointed 3 Senior Clerks appointed 3 Satellite station personnel trained IT infrastructure installed 4 live scanning unit acquired 10 560 Learners Licence applications processed 10 560 Learners Licence tests conducted Operational premises in Kagiso and Magalies expanded to provide motor license renewals Operational premises in Kagiso and magalies expanded to provide driver's license renewals 2 L-Grade examiners appointed 2 Cashiers appointed 4 Satellite station personnel trained IT infrastructure upgraded 15 840 Learners License applications processed 15 840 Learners License tests conducted 600 motor license renewals processed 1450 driver license renewals processed Operational premises in Kagiso and Magalies expanded to provide motor license renewals Operational premises in Kagiso and magalies expanded to provide driver's license renewals 2 L-Grade examiners appointed 2 Cashiers appointed 4 Satellite station personnel trained IT infrastructure upgraded 15 840 Learners License applications processed 15 840 Learners License tests conducted 600 motor license renewals processed 1450 driver license renewals processed Operation follow-up Discontinued vehicles are investigated to ensure that they are not illegally re-registered and licensed investigation of fraud and corruption with regards to discontinued vehicles Discontinued vehicles are investigated to ensure that they are not illegally reregistered and licensed investigation of fraud and corruption with regards to discontinued vehicles Discontinued vehicles are investigated to ensure that they are not illegally reroadworthied investigation of fraud and corruption with regards to discontinued vehicles 59 Water and Sanitation Projects Upgrade Flip Human WCW PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Upgrade of aerators to maintain 95% compliance with DWAF Upgrade of aerators & mixers to maintain 95% compliance with DWAF Preventative maintenance of aerators & mixers to maintain 95% compliance with DWAF Electrical lightning Protection devices on all motor driven equipment Electrical lightning Protection devices on all motor driven equipment Electrical lightning Protection devices on all motor driven equipment Stabilize concrete structures to minimize pollution of environment Increase wcw capacity, minimize pollution of environment Investigation & monitoring report of ground movement Upgrade/replace equipment to maintain 95% compliance with DWAF Improved sludge pumping system to maintain 95% compliance with DWAF Upgrade Percy Stewart WCW Wastewater strategy for Muldersdrift long term plan Capacity evaluation, impact study 2.5km reroute pipe and discharge point Re-route Flip Human Discharge Point Upgrade of pump stations Engineering building Upgrade/replace equipment to maintain 95% compliance with DWAF Electrical/mechanical Electrical/mechanical Electrical/mechanical refurbs and/or refurbs and/or refurbs and/or replacements replacements replacements Repairs to the roof at Flip human wcw 60 Repair and maintenance to roof and concrete structure Repair and maintenance to roof and concrete structure Projects PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Reclamation and reuse of water Building of breeding tanks, cultivation of breeding fish, quality compliance Create 15 jobs for woman, selling of 200 kg fish/month, quality compliance WMC (PPP), SMME) Selling of 200 kg fish/month (income), quality compliance WMC (PPP), SMME) Construction of a building at Magaliesburg WCW A building subdivided to accommodate a control-, conference, store-, cloak room, maintenance, kitchen By-laws Implementation of compliance at industries, consultant fees Review of Trade Effluent Implementation of penalties for industries, consultant fees Equipment, network Equipment, network Data and customer interface management (ISO), Consultant fees Data management, consultant fees Maintenance, audit fees Maintenance, audit fees LIMS System ISO Accreditation Biogas Accredited - Water Laboratory (SANS), consultant fees PPP (Watergy) utilize 2 WCW, 40% reduced fuel cost, consultant fees Conversion of 50% of councils vehicles 61 PPP (Watergy) utilize 2 WCW, 40% reduced fuel cost, consultant fees Conversion of 50% of councils vehicles Projects PERFORMANCE TARGETS 2004/05 Upgrade sludge disposal - Flip Human 2005/06 Pipeline, installed at 6 ha lawn Cultivation of instant lawn on 6 ha Sludge handling Magaliesburg Cultivation, harvesting of instant lawn on 6 ha, SMME Pump sludge to 1 ha lawn area Spray irrigation of 1 ha lawn 1 ha lawn, SMME, income R 30 000 p/a 1 ha lawn, SMME, income R 30 000 p/a 1 ha lawn, SMME, income R 30 000 p/a Fencing in of instant lawn 10 000 m of fencing for protection to community Rural Upgrade - Water and Sanitation Provide services on demand within 4 weeks of request Basic water facilities 6 kl Free basic water to all households Basic sanitation facilities Basic sanitation to all households Upgrade of baseline audit to Master Plan, and implementation of services. Backlog reduced by 20%/year Infrastructure Development - Rural areas Development of Master Plan Water infrastructure Sewer infrastructure Noordheuwel/Rangeview Noordheuwel Infrastructure Extensions 62 Noordheuwel Extension 4 2006/07 Projects PERFORMANCE TARGETS 2004/05 Sewer service connections No. Of Sewer connections Water service connections FBW, 700 connections/a Renewals - CBD and Kagiso Renew reticulation for 4000 erven / annum Water reticulation and connections Water reticulation and connections Reduce Unaccounted for water 2005/06 2006/07 CBD and Munsieville Kagiso Reduce with 15% /3 yrs Vehicles and trucks Enable delivery on all DWS projects Water Engineering LDV 4X4 (2X) LDV 4X2 (2X) TLB (1X) LDV 4X4 (2X) Tipper 3tn (1x) crane truck 5tn (1x) Wastewater Engineering Cleaning machine, crane for truck, water truck, panel van (1x) LDV 4X2 (2X) Tipper 3tn (1x) LDV 4X2 (2X) Scientific Services and Wastewater Treatment LDV 4X2 (2X) trailer (1x) cranetruck (1x) LDV 4X2 (2X) LDV 4X2 (2X) Computer hardware and software (DWS) Computers, printers, software Mechanical and Spesialized Equipment Waterpumps, generators, radios, compactors, drills, etc Cutting machine, grinders, feather bags, radios, water pumps, welding mach, generators, etc. 63 Projects PERFORMANCE TARGETS 2004/05 Refurbish Kenmare Sump Improve structure to ensure stabilitySafety Unmetered Fire Connections Increase income, reduce water losses Renewal of Luipaard & Sanner str. Service delivery, reduce UAW Seal of Reservoirs Reduce water losses, Service delivery Pre-paid Water meters Install 4000 / annum Management Information System Increase service delivery, reduce maintenance Purchase of prepaid water meters All areas, increase income, 6kl FBW Release of retention Sinqobile Phase 2 2005/06 2006/07 Facilitators, Accesses, NQF 3-6 level for ww operations, 12 school groups per annum Assessing, mentoring NQF 3-6 level to external ww operations (income), 12 school groups per annum Sinqobile Phase 3 Fencing for pump stations and reservoirs Pump stations (5x) Reservoirs (10x) Alarm/monitoring systems Pump stations (9x) Reservoirs (10x) Policies, Procedures and Plans Update by-laws, tariffs, WSDP Electronic Base of Technical drawings Update & maintain electronic data Training Excellence Programme NQF 3-6 level (ww operations), 12 school groups per annum 64 ELECTRICITY Projects PERFORMANCE TARGETS 2004/05 Lighting of streetlights and public areas Streetlight on Hendrik Potgieter Streetlight on the R28 Muldersdrift to Beyers Naude Streetlights on the K13 from Windsor Road to K198 Streetlights on the road between magaliesburg and Tarlton Streetlights on the Hekpoort road from Oktree crossing Streetlights in Ga-Mohale 1 2005/06 2006/07 3,5 km of street lights (high mast in the median) 3,5 km of street lights (high mast in the median) 3,5 km of street lights (high mast in the median) 6 km of street lights (one side of the road) 6 km of street lights (one side of the road) 7,5 km of street lights (one side of the road) 7,5 km of street lights (one side of the road) 5 km of street lights (one side of the road) 5,5 km of street lights (one side of the road) Street lights (one side of the road) phase 2 Street lights (one Streetlights in side of the road) Sinqobile phase 1, Streetlights in Street lights (one Munsieville side of the road) the Phase 3 last phase lighting of rural Area lighting in open areas and open spaces and parks parks (phase 1) Replacement of Street lights (on the streetlights on median of the road) Voortrekker & the first Paardekraal refurbishment phase Replacement of Street lights (one old streetlights side of the road) the in Krugersdorp first refurbishment West, phase Burgershoop 5,5 km of street lights (one side of the road) Street lights (one side of the road) phase 3 Street lights (one side of the road) phase 4 Street lights (one side of the road) phase 2 Street lights (one side of the road) phase 3 Area lighting in open spaces and parks (phase 2) Street lights (on the median of the road) the first refurbishment phase Street lights (one side of the road) the first refurbishment phase Area lighting in open spaces and parks (phase 3) 65 Street lights (one side of the road) the first refurbishment phase Projects PERFORMANCE TARGETS 2004/05 Traffic light on the intersection of Kagiso Drive & K198 Traffic light on the intersection of K13 & K198 Traffic Light on the entrances to Munsieville and inside Upgrading of traffic lights to meet legislation Addition to existing traffic lights as requested by Public Safety Replacing outdated technology traffic controllers Muldersdrift 33 kV Substation 33 kV Transmission line to Muldersdrift Muldersdrift distribution Substations Upgrade 33 kV Substation fencing Alteration to Chamdor & Factoria 33 kV substations Conversion of overhead wire to cable 2005/06 2006/07 First phase of traffic lights refurbishment Second phase of traffic lights refurbishment Third phase of traffic lights refurbishment As per community demand As per community demand As per community demand Modern synchronisable traffic lights Modern synchronisable traffic lights Modern synchronisable traffic lights Electricity meters outside the properties Electricity meters outside the properties One three phase traffic light One three phase traffic light Three phase traffic lights 33 kV Sub station in Muldersdrift Electricity supply to the Substation Distribution 11kV substations Security fence around Substations Replaced old oil cables with transmission (aluminium) lines Electricity meters outside the properties 66 Projects Overhead conductor to bundle cable in Krugersdorp West, Burgershoop Munsieville prepaid conversion Rangeview Electrical reticulation Bulk supply to heritage heights 11 Kv upgrade in Chancliff Bulk supply to Protea Dal Muldersdrift 33 Kv Substation Bulk supply to Blouberg Developments Electrical distribution supplies for Oatlands holdings Conversion of 6,6 kV to 11 kV network Refurbishment of substations older than 50 years PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Bundle conductors instead of bare copper conductors Bundle conductors instead of bare copper conductors Bundle conductors instead of bare copper conductors Electrical networks in the area Electrical networks in the area Establishment of electrical networks in the area Establishment of electrical networks in the area Upgrading electrical networks in the area Upgrading electrical networks in the area Upgrading electrical networks in the area Upgrading electrical networks in the area Upgrading electrical networks in the area Upgrading electrical networks in the area Maintaining of old electrical networks in the area Maintaining of old electrical networks in the area Maintaining of old electrical networks in the area Pre payment meters. Electrical networks in the area Electrical networks in the area Upgrading electrical networks in the area Establishment of electrical networks in the area 33 kV Sub station in Muldersdrift Upgrading electrical networks in the area 67 ROADS Projects PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Kagiso road backlog 6,3 km 6,3 km 6,3 km Lusaka road backlog Agricultural holdings road backlog Magaliesburg road backlog Kerbing and sidewalk backlog Commuter transport and taxi facilities Speed calming measures and armco barriers Stormwater infrastructure Mogale City (sms) Surveyor vehicle and equipment Electronic plan and recording system 8,3 km 8,3 km 8,3 km 5,8 km 5,8 km 5,8 km 5,0 km 5,0 km 5,0 km 4,0 km 4,0 km 4,0 km Number Number Number As per community demand As per community demand As per community Demand Evaluation Number Number Procurement Replacement 68 Building and Maintenance Projects Renovations Of Kagiso Sports Complex Renovations Of Munsieville Sports Complex Renovations Of Kagiso Hall Renovations Of Centenary Hall Replacement Of Infrastructure Management Carpets Jacksmiet BuildingRenovations Waterproofing Of Jack Cotton Homes Waterproofing Of Old Age Home Renovations Of Kagiso Swimming Pool Bob Van Reenen Installation Of New Lights And Renovations Traffic Department Repair Of Windows And New Burglar Proofing Central LibraryRenovations Performance Targets 2004/05 2005/06 Painting, Waterproofing, New Ceiling Etc Painting, Waterproofing, New Ceiling, Doors And Burglar Proofing New Flooring, Sealing Of Roofs, Ceiling Painting, Renovations Of Ablution Block Etc Painting, Of Ablution Block Etc, Repair Ceiling And Waterproofing New Carpets Waterproofing Of Roofs, Painting Of Walls, Ceiling, Tiles Etc Waterproofing Of Roofs Waterproofing Of Roofs Painting, New Ceiling New Lights, Painting, Repair Plaster, Waterproofing Of Roofs, R Repaint Of Steel Chairs Varnish Windows, New Burglar Proofing Waterproofing Of Roofs, Painting Of Walls, New Ceiling, Palisade Fencing, New Burglar Proofing 69 2006/07 Projects Azaadville LibraryRenovations Renovations Of Kagiso Clinic 1,2 And Ext 12 Renovations Of Munsieville Clinics And Offices Renovations-Civil Maintenance Workshop(Chamdor Yard) Renovation Of Azaadville Clinic RenovationsRietvallei Clinic Renovations - Jan Maree Clinic Renovations Paul Kruger Kall Krugersdorp Swimming PoolUpgrading And Renovations Performance Targets 2004/05 2005/06 Waterproofing Of Roofs, Painting Of Walls, New Ceiling, Palisade Fencing, Ablution Block, Signage Board Internal And External Painting, Roofs, Etc 2006/07 Waterproofing Of Roofs, Painting Of Walls, Ceiling Etc Renovate Kitchen, Ablution Block, Offices Roofs Etc Painting, New Ramp, Paraplegic Toilets, Maintenance Of Roofs Painting, Roofs Etc Painting, Floors, Roofs Varnish Floors, Painting, Ceiling, Ramp, Paraplegic Toilets Revamp Swimming Pool, Painting, New Doors, Ablution Block, New Roller Doors Maintenance Of Roofs, Painting, Fire Extinguishers Painting Of Walls, New Ramp, New Paraplegic Toilets, Maintenance Of Roofs Painting Of Walls, New Ramp, New Paraplegic Toilets, Maintenance Of Roofs Painting, Waterproofing Of Roofs, Security Gates Etc Dr Nelson Mandela Community Centre Renovations Magalies Library Munsieville Comminity Hall Muldersdrift Houses 70 Projects Performance Targets 2004/05 2005/06 Renovations Of Burgershoop Community Centre 2006/07 Painting Of Windows, Walls Etc Painting Of Walls, Paraplegic Toilets, New Ramp Azaadville Swimming Polls Renovations Of Kagiso Library Waterproofing Of Roofs, Painting Of Walls, New Ceiling, Palisade Fencing, Ablution Block, Signage Board Waterproofing Of Roofs, Painting Of Walls, New Ceiling, Ablution Block, Signage Board Azaadville Community HallRenovations Jubileum HallLewisham Fleet Management Projects Fleet Management System Workshop Management System Tracking System Replace Vehicles Renovate Workshop Purchase Tools Parking Area For Completed Vehicles And Staff Performance Targets 2004/05 2005/06 100% June 2005 100% 100% June 2005 30 Vehicles 25% Entire Fleet 100% Utilised 100% Utilised Parking For 30 Vehicles 2006/07 50 Vehicles 25% Fleet 50 Vehicles 25% Fleet Maintenance 100% Utilised 100% Procurement Park 30 Vehicles 71 STRATEGIC OBJECTIVE: 2 ECONOMIC VITALITY KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/7 LED Strategy Increased Business start-ups, business growth and retention. Targeted enterprise development Increased Business start-ups, business growth and retention. Targeted enterprise development Increased Business startups, business growth and retention. Targeted enterprise development Business Development & investor attraction strategy Increase in investment and business development in Mogale City Increase in investment and business development in Mogale City Update Business Profile of MCLM Mogale City Business Profile Report Mogale City Business Profile Report Business Development Support Services 200 SMME assisted to start, grow and sustain their businesses; 500 jobs created. 3 cooperatives established. 10 Businesses information platforms 300 SMME assisted to start, grow and sustain their businesses; 600 jobs created Increase in investment and business development in Mogale City Mogale City Business Profile Report 400 SMME assisted to start, grow and sustain their businesses; 700 jobs created Skills Development and Training 300 SMME assisted to start, grow and sustain their businesses; 600 jobs created 500 youth and indigents trained 400 SMME assisted to start, grow and sustain their businesses; 700 jobs created R500 000 SMME infrastructure development 2 SMME infrastructure developed R4 million Trade, Investment and market development 2 export awareness courses; 20 SMME trained. A record of SMME products and services marketed Documented SMME development Strategy 2 export awareness courses; 20 SMME trained 2 export awareness courses; 20 SMME trained Ongoing implementation and Ongoing implementation SMME development strategy 72 KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/7 review of the SMME development strategy and review of the SMME development strategy SMME database Electronic SMME database Electronic SMME database Electronic SMME database SMME finance guarantee fund 20 SMME access business loans. 40 SMME access business loans through a retail finance intermediary. 60 SMME access business loans through a retail finance intermediary Compilation of Precinct Plans & MCLM Land Use Management System (town Planning Scheme) Precinct plans and land use management system to guide and manage development and land uses Precinct plans and land use management system to guide and manage development and land uses Precinct plans and land use management system to guide and manage development and land uses Urban edge Delineate urban edge in consultation with the province redelineate and designate new edges in consultation with bordering municipalities, Jo'burg & Tswane Revision of SDF compilation local area plans Delineate urban edge in consultation with the province redelineate and designate new edges in consultation with bordering municipalities, Jo'burg & Tswane CBD Urban Renewal Policy that will encourage investments in the CBD Urban regeneration and upgrade of the CBD area Implementation of policy to attract investors Revitalization K13/ land use/SMME of mine land (hospitality industry and related uses To establish an environment conducive to investment and public health Appropriate business plans to attract investment Negotiate the clearance of mining land to be environmentally 73 KEY PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/7 acceptable & formulate strategy to attract investment Address integration and create a tax base for dormitory townships Establish high tech industries along R28 (Muldersdrift area) R 28 high tech development corridor Precinct plan & nodal development plan GIS Updating and integration of all design programs/directorates aerial photographs Put in place infrastructure to enable the modernization of the system finalize the training of personnel maintenance and further development of the GIS maintenance and further development of the GIS digitising of building plans digitising of building plans Digitising of building plans 74 STRATEGIC OBJECTIVE: 3 ENVIRONMENTAL STABILITY PROJECTS PERFORMANCE TARGETS 2004/05 Parks Development & Cemeteries Parks Development Development of one regional park in Kagiso ext 1. Urban Greening. Creation of 25 temporary jobs. Preferential procurement from SMME's. 2005/06 2006/07 Development of a regional park in Kagiso ext. 8. Urban Greening. Creation of 25 temporary jobs. Preferential procurement from SMME's. Development of a regional park in Munsieville. Creation of 25 temporary jobs. Preferential procurement from SMME's. Kagiso Cemetery Roads, communication syst, concrete paths, grave numbers, new sections, trees, laptop computer, ablution block, landscaping, Create 18 permanent jobs, SMME empowerment. Roads, concrete paths, grave numbers, new sections, trees, landscaping, create 18 permanent jobs, SMME empowerment. Roads, concrete paths, grave numbers, new sections, trees, landscaping, create 18 permanent jobs, Second Ablution Facility, SMME empowerment. Sterkfontein Cemetery Road network, grave numbers, complete fence, foot paths, new section, trees, create 15 permanent jobs, SMME empowerment Road network, grave numbers, foot paths, new section, trees, create 15 permanent jobs, SMME empowerment Road network, grave numbers, foot paths, new section, trees, create 15 permanent jobs, SMME empowerment Muldersdrift Cemetery Road network, fencing, grave numbers, landscaping, ablution block, create 8 permanent jobs, SMME empowerment Road network, fencing, grave numbers, landscaping, create 8 permanent jobs, SMME empowerment Road network, fencing, grave numbers, landscaping, create 8 permanent jobs, SMME empowerment 75 PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Hekpoort Cemetery Road network, fencing, gravenumbers, landscaping, ablution block, create 8 permanent jobs, SMME Road network, fencing, gravenumbers, landscaping, create 8 permanent jobs, SMME empowerment Road network, fencing, gravenumbers, landscaping, create 8 permanent jobs, SMME empowerment Talton Cemetery Road network, fencing, gravenumbers, landscaping, ablution block, create 8 permanent jobs, SMME empowerment Road network, fencing, gravenumbers, landscaping, ablution block, create 8 permanent jobs, SMME empowerment Road network, fencing, gravenumbers, landscaping, ablution block, create 8 permanent jobs, SMME empowerment Food gardens Six greenhouses, irrigation systems and water supply, seeds and seedlings, food security, poverty alleviation for 50 households, addressing malnutrition Six greenhouses, irrigation systems and water supply, seeds and seedlings, food security, poverty alleviation for 60 households, addressing malnutrition Six greenhouses, irrigation systems and water supply, seeds and seedlings, food security, poverty alleviation for 70 households, addressing malnutrition Replace Old Machinery & Equipment 12 new lawnmowers, 8 bushcutters. 5 chainsaws and 4 pole pruners, 1 new baling machine, 1 rotavator, 2 Ride-on lawnowers, better maintained parks & sidewalks 12 new lawnmowers, 8 bushcutters. 5 chainsaws and 4 pole pruners, better maintained parks & sidewalks 12 new lawnmowers, 8 bushcutters. 5 chainsaws and 4 pole pruners, better maintained parks & sidewalks 76 PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Grass cutting of all play parks, main routes, city entrances to ensure a better maintained Mogale City and environmental stability. Creation of 30 permanent jobs Grass cutting of all play parks, main routes, city entrances to ensure a better maintained Mogale City and environmental stability. Creation of 30 permanent jobs Grass cutting of all play parks, main routes, city entrances to ensure a better maintained Mogale City and environmental stability. Creation of 30 permanent jobs At R300/bin – (4933) – 240L Bins 12121 bins – 240L @ R330/bin additional 12778 bins @ R360/bin Finalization Construction of drop-off facilities Drop-off facilities in Munsieville and Kagiso Two additional drop-off facilities (Apple Park & Muldersdrift area) Finalization of two drop-off facilities (Apple Park & Munsieville Purchasing mass containers 6m3 (5); 12m3 (6); 5m3 (4) Provision of new mass containers and replacement of old containers Provision of new mass containers 6m3; 5m3; 12m3 Provision of new mass containers 6m3; 5m3; 12m3 Management of landfill sites – Luipaardsvlei Expansion of the Luipaardsvlei site EIA; Permit; Construction (Complete Site office; Roads + Cell + storm water drainage & Ponds etc.) Construction & expansion landfill site (ongoing) Construction & expansion landfill site (ongoing) Magaliesburg Permitting and management of Magaliesburg landfill site (EIA & Permit & Cover) Management of landfill site according to regulations Management of landfill site according to regulations Job Creation Partnerships With Abe's - Grass Cutting Function 2. Waste Management 240 l bins 77 PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Implementation of integrated waste management plan Waste Info Management System; Waste Min Programmes (2); Cleaner Tech Strategy 70% Implementation of the IWMP and improvement 100% Implementation of IWMP Rural Waste management (RWM) Rural Waste Management strategy 90% statutory compliance with implementation 95% stat compliance & implementation Risk Waste management Risk Waste Management strategy 70% Compliance with risk management regulations 80% Compliance with risk management regulations Satellite tracking for DIEM vehicles (60) Installation of tracking device in all vehicles used by the Directorate DIEM(60) Replacement of waste management fleet 19m3 (4); Double axle Lugger (2); Roll on truck (1); Vtanker (1); Road Cleaner; Bcat FEL; Pay off Street sweeper & Office Equipment 19m3 (4); Daxle Lugger (2); Roll on truck (1); LDV’s 19m3 (2); Daxle Lugger (1);Roll on truck(1);7 Ton trucks Purchasing of 85L Concrete Street Litter Bins 500 – 85L Street Bins 1000 – 85L Street Bins 1500 – 85L Street Bins Env Planning & Management Alien Eradicated (Hectares cleared) Env policies & strategies LA 21 Programmes Alien Eradicated (Hectares cleared) Env policies & strategies LA 21 Programmes Env Auditing EMCA’s Environmental Auditing Programmes (2) Alien Eradicated (Hectares cleared) Env policies & strategies LA 21 Programmes EMCA’s Environmental Auditing Programmes (2) 78 EMCA’s Environmental Auditing Programmes (2) PROJECTS PERFORMANCE TARGETS 2004/05 2005/06 2006/07 Environmental Education Workshops (4) Environmental Resource Material (5000) Environmental Education Centre (Phase 1) Environmental Education Centre Magaliesburg Area Environmental Education Programmes (4) Workshops (4) Resource material (10 000) Disaster Management & Conservation Management Tents Water Tanks Dry Sanitation Toilets Emergency lights Transformer Borehole pumps & cabling Electrodes Tents Water Tanks Dry Sanitation Toilets Emergency lights Transformer Borehole pumps & cabling Electrodes (Ongoing) Tents Water Tanks Dry Sanitation Toilets Emergency lights Transformer Borehole pumps & cabling Electrodes (Ongoing) Pest Control Knap sacks Bee suits Rodent boxes Snake pliers Secure tool box Pest control LDV Fogger/Mister Chemicals SS HP Sprays Rodent boxes Knap sacks Snake pliers Fogger/Mister Chemicals Rodent boxes Knap sacks Snake pliers Fogger/Mister Chemicals Env Education & Awareness 79 Env Education Workshops (6) Env Resource material (5900) STRATEGIC OBJECTIVE:4 PEOPLE DEVELOPMENT Projects Performance Targets 2004/05 Skills Audit 2005/06 2006/07 Implementation Of Leanerships Sustain Experiential Training programme Update Annual Skills Audit report Statistics of learners who are literate Stats of qualified Learners Stats of competency certificate acquired Recognition of Prior Learning Employee Wellness Programme Stats of Formal certificates acquired Decreased absenteeism Establish internal Bursary scheme Stats of Learners utilising the scheme Bursaries granted to deserving employees Accreditation Of Computer Learning Center Certificate of Accreditation Equipped centre Cascading Of Pms To All Employees Roll-out the Induction Programme Climate Survey Signed PM Contracts Signed PM Contracts Monitoring of performance Inducted Employees Orientated employees Trained Managers Monitoring of performance ABET Programme Alignment of employee benefits to BCEA Orientated employees Implemented steps of the Strategy for implementation Adopted document for implementation 30 Employees on ABET level 3 4 Learnerships Implemented 6 employees participate in the programme 20 employees RPL Decreased absenteeism Uniform conditions of Service Integrated HR Maintenance of a healthy environment Identification of health hazards OHASA Maintenance of a healthy environment Identification of health hazards Building of sound labour relations Adopted code of conduct Decreased disputes 80 30 Employees on ABET level 3 4 Learnerships Implemented 20 employees for RPL 20 employees RPL Decreased absenteeism Bursaries granted to deserving employees Functional centre Uniform conditions of Service Maintenance of a healthy environment Maintenance of a healthy environment Maintenance of DC code STRATEGIC OBJECTIVE:5 GOOD GOVERNANCE Projects Performance Targets 2004/5 2005/6 2006/7 To be installed on all Spars by December 2004. First phase to be completed on January 2005. To be installed on all Friendly Grocer by June 2005. Completed and review the effective of the machines. Relocating Of Water And Electricity Meters To The Pavements. First phase to be completed on February 2005. Relocating meters to have access to get meter readings and also to implement credit control. Continuing with the relocation of meters. Continuing with the relocation of meters. Data Cleansing Verifying the present data collected by PSU from the pilot areas by July 2004. Switching the correct data by September 2004. Continuous process by Revenue and PSU to other areas. Second phase to be completed by January 2005 Last phase by June 2005. Prepaid Meters For All Indigents. Installation of prepaid meters by October 2004 for the approved indigents. Continuing with the installation of new approved indigents. Continuing with the installation of new approved indigents. Absa-Kiosk Pilot machine at Krugersdorp Civic Centre by September 2004. Install to the next five points by January 2005. Review and install to other identified points. Install cameras and card swiping system at Krugersdorp Civic Centre by August 2004. Install security in Azaadville, Kagiso Main and Munsinvlle points by January 2005. Complete the installation of all other pay points. Connecting the pay points to the Main Civic Centre by July 2004. Train all Kagiso ward Continuous maintenance Continuous maintenance Identify the next Continue with REVENUE ENHANCEMENT Vending Machines. Revenue Enhancement Security Of Main Cash Office And Sattelites Points. . Networking Of Satellites Points Training Of Ward 81 Projects Committees Re Revenue Operations. Performance Targets 2004/5 committees by October 2004. Traing And MultiPay point staff Skilling Of Staff And multiskilled by June Extending Credut 2004. Control Services To All Paypoints. Mapping And Documenting All Processes And Procedures. Cash Receipting System Customer Care processes mapped and documented by June 2004. 2005/6 area with very low payment levels and train the ward committees. Extend services to all pay points by Jan.2005. Train and multi-skill all revenue staff by October 2005. Billing processes mapped and documented by Feb 2005. 2006/7 training of ward committees. Monitor and review. Credit Control processes mapped and documented. Integrated Development Planning Co-Ordination And Compilation Of The Idp Document Revised Idp Is Approved By The Municipal Council Revised Idp Is Approved By The Municipal Council Revised Idp Is Approved By The Municipal Council Managing Community Participation During The Review Of The Idp 3 Community Road Shows Are Held Annually 3 Community Road Shows Are Held Annually 3 Community Road Shows Are Held Annually Responding To Community Queries And Comments On The Idp All Community Queries And Comments Are Responded To All Community Queries And Comments Are Responded To All Community Queries And Comments Are Responded To Research And Information Management Development And Implementation Of A Database For The Idp Continues Update And Maintenance Of The Idp Database Continues Update And Maintenance Of The Idp Database All Ward Committees Are Trained On The Application Of The Pms Ward Committees Are Continuously Involved In Performance Reviews Ongoing Support For Directors / Ward Committees Are Continuously Involved In Performance Reviews Ongoing Support For Directors / Organisational Performance Management Training Of Ward Committees On The Application Of The Pms Training Of Directors/Deputy All Directors / Deputy Directors Are Trained 82 Directors On The Application Pms Internal Reporting External Reporting Reviewing And Evaluating The Pms With Internal Auditors On The Application Of The Performance Management Framework Monthly And Quarterly Reports Per Directorate 3 Quarterly And 1 Annual Report Annual Review Of The Pms Framework Marketing And Communication Mogale City Website Upgrading Of Mogale Management City’s Website Deputy Directors Deputy Directors Monthly And Quarterly Reports Per Directorate 3 Quarterly And 1 Annual Report Annual Review Of The Pms Framework Monthly And Quarterly Reports Per Directorate 3 Quarterly And 1 Annual Report Annual Review Of The Pms Framework Ongoing Maintenance Of Website Publishing Monthly Newspaper Ongoing Maintenance Of Website Publishing Monthly Newspaper Continues Upgrading Of The Corporate Image Of Mogale City Monthly Publications Publishing Monthly Newspaper Corporate Branding Of Mogale City Corporate Branding Of City Structure Design And Erection Of Welcome Signs; Branding Of City Parks, Cemeteries; Call Centre A Fully Operational 24/7 Call Center Ongoing Upgrading And Maintenance Of Call Center Batho Pele Principles Ongoing Upgrading And Maintenance Of Call Center Development Of Batho Pele Poster For All Council Offices Internal Auditing Performance Of The Annual Risk Assessment Perform Adequacy And Effectiveness Audits In Accordance With Internal Audit Strategic And Operational Plans. Update Of The Risk Profiles The Risk Management Strategies For The Council. Ongoing Review And Assessment Of Internal Controls. 83 Ongoing Assessment Ongoing Assessment Ongoing Review And Assessment Of Internal Controls. Ongoing Review And Assessment Of Internal Controls. Perform Adhoc Investigation On Alleged Irregularities. Facilitate Audit Committee Meetings As Per Management Request As Per Management Request Quarterly Meetings Of The Audit Committee Implementation Of Council Fraud Prevention Plan & Fraud Policy. Audit Of Performance Measurements Monitoring Compliance Quarterly Meetings Of The Audit Committee Monitoring Compliance As Per Management Request Quarterly Meetings Of The Audit Committee Monitoring Compliance It & Forensic Audit Annual Review Of The IT General And Application Controls. Outsource Complex Forensic Audit Work. Quarterly Assessments As Per Municipal Systems Act Annual Review Of The IT General And Application Controls. Outsource Complex Forensic Audit Work. Quarterly Assessments As Per Municipal Systems Act Annual Review Of The IT General And Application Controls. Outsource Complex Forensic Audit Work. Signing of Twinning Agreement by Mogale City Local Municipality and Klerksdorp City Council Maintenance of the signed Twinning Agreement between Mogale City Local Municipality and Klerksdorp City Council Formalise Cooperation With Ghana, And Cuba Preliminary discussions with one Municipality in Ghana and one Municipality in Cuba Maintenance of the signed Twinning Agreement between Mogale City Local Municipality and Klerksdorp City Council Revival of Dormant Twinning Agreement with Wujiang Municipality (Chinese) Establishment Of An Igr Forum Re-establishment of relations with Wujiang Municipality Maintenance of relationship with Wujiang Municipality Operational Intergovernmental Relations Forum Maintenance of the signed Twinning Agreement between Mogale City Local Municipality and Klerksdorp City Council Maintenance of signed Twinning Agreement between Mogale City Local Municipality and the identified Municipal partners in Ghana and Cuba Maintenance of relationship with Wujiang Municipality Operational Intergovernmental Relations Forum Intergovernmental Relations Twinning Agreement With Klerksdorp City Quarterly Assessments As Per Municipal Systems Act Operational Intergovernmental Relations Forum 84 Administration Services Upgrading Of The Pa System In Council Chamber Reduced chances of wear and tear due to constant relocation of the PA System Proper recording of Council Committee meetings Installation of an online Committee Administrating system Proper recording of Council Committee meetings Protocol Training Protocol compliance by both Administration and Councilors Protocol compliance by both Administration and Councilors Corporate Signage Installation of corporate signage at the President Building, Civic Centre and the Old Receiver of Revenue Building Installation of corporate signage at the remote municipal offices Name tags Council and Mayoral Committee Chambers Installation of 30 Mayoral Committee Chamber name tags and 80 Council Chamber name tags Submission of MCLM bid for consideration by AULGA Bid Committee Maintenance of Mayoral and Council Committee Chambers Maintenance of Mayoral and Council Committee Chambers Rollout Of Munadministration System Purchase of scanners and desktops Operational MunAdmin System Operational MunAdmin System Establishment of Resource Centre (MPCC) Established Resource Centre in 4 MPCC Integrated service delivery mechanism by the Municipality in conjunction with government departments and parastatals Facilitation of an integrated service delivery mechanism by the Municipality in conjunction with government departments and parastatals 350 Microsoft licenses procured 50 desktop Microsoft licenses procured 70 desktop Microsoft licenses procured Acquisition Of Voice Recorders Bidding to host the AULGA Installation of an online Committee Administrating system Proper recording of Council Committee meetings Protocol compliance by both Administration and Councilors Installation of corporate signage at the remote municipal offices Archive Information Technology System Microsoft Licenses 85 IT Firewall 50% protection of unauthorized access to data and computer network Painting, flooring, cabling, and installation of computer cabinets & CF2 gas Establishment of disaster recovery site at Licensing office 70% protection of unauthorized access to data and computer network Maintenance and upgrade of back-up data system at Civic centre computer room Maintenance and upgrade of disaster recovery site. Data Back Up System 50%data recovery 70%data recovery Network linkages 4 remote sites linked Servers & Computer equipment 2 Windows login servers, Intranet server, Financial server, Project Management server Hardware & software 3 remote sites linked Maintenance and upgrade of servers Upgrade Of Computer Room Disaster Recovery System Upgrade of GIS server 100% protection of unauthorized access to data and computer network Maintenance and upgrade of backup data system at Civic centre computer room Maintenance and upgrade of disaster recovery site. 100%data recovery 3 remote sites linked Maintenance and upgrade of servers Hardware & software Hardware & software Addition 50 hectares of acquired land to land register Provision for office furniture for an improved working enviromment to support sound labour relations. Renovated and usable office space Legal Services Land acquisition Addition 100 hectares of acquired to land the register Addition 80 hectares of acquired land to land register Office Furniture Provision for office furniture for an improved working enviromment to support sound labour relations. Renovated and usable office space Provision for office furniture for an improved working enviromment to support sound labour relations. Renovated and usable office space Addition of two (2) buildings of office space to promote sound labour practice and a sound environment for community liaison and participation. Additional 200 square metres of office space to promote sound labour practice and a sound environment for community liasion ans participation. Office Renovations and Equipment Building Acquisition 86 Additional 100 square metres of office space to promote sound labour practice and a sound environment for community liasion ans participation. Legal Technical Literature Implement a transparent and effective process of acquiring and disposing land. Easily accessible record of contracts and SLA that are in force for effective administration. Fully resourced legal library for improved quality research and skills Efficient and effective administrative and decision-making process. Implement a transparent and effective process of acquiring and disposing land. Easily accessible record of contracts and SLA that are in force for effective administration. Graduate Trainee Programme 4 Graduates trained 4 Graduates trained Revision of Policies Adopted revised policies Adopted revised policies Adopted revised policies Legislative Compliance 100% compliance 100% compliance 100% compliance Property Management and Maintenance Plan Implementation Establishment of database for properties and a system of regular inspection. 40% of By-laws reviewed Database maintenance and regular inspection Database maintenance and regular inspection 60% of By-laws reviewed 80% of By-laws reviewed Review of Contracts and SLA's 50% of contracts 75% of contracts reviewed 100% of contracts reviewed Review the Engagement of Panel of Attorneys Implementation of Revised Property Rentals 30% of PDI attorneys engaged 50% of PDI attorneys engaged 70% of PDI attorneys engaged 100% enforcement 100% enforcement 100% enforcement Delegation Of Powers Strategy for Property Alienation and Acquisition Establishment and Management of Contracts and SLA Database Review of By-Laws Fully resourced legal library for improved quality research and skills Efficient and effective administrative and decision-making process. reviewed 87 Fully resourced legal library for improved quality research and skills Efficient and effective administrative and decision-making process. Implement a transparent and effective process of acquiring and disposing land. Easily accessible record of contracts and SLA that are in force for effective administration. 4 Graduates trained SECTION: V SECTOR PLANS 88 5.1 SOCIAL DEVELOPMENT PROGRAMME INCLUDING HIV/AIDS 5.1.1 introduction The process for formulating the Social Development Programme has complied with the five phases outlined in the national IDP guidelines. However, only three first phases form the focal point of this programme and they are: Analysis, Strategies, and Projects development phases. 5.1.2 Analysis In the analysis process, the following were identified as priority communities: Rietvallei, Muldersdrift, Magaliesburg, Hekpoort and Tarlton. These communities present development challenges faced by both urban and rural areas. Analysis of these communities identified the following priority issues/ problems: Poverty and unemployment. Low levels of literacy. Landlessness and homelessness. Infrastructure development problems associated with both rural and periurban areas. HIV/AIDS pandemic. 89 5.1.3 Strategies The vision of Mogale City is to make the city ‘a desirable place to live, invest and visit: where all people may enjoy a sustainable quality of life’, the following strategies were developed to deal with the above-mentioned issues. Below are themes of strategic objectives for each priority issue. A detailed discussion of the actual objectives is provided in the main document: Priority Issue Strategic Objective Theme Priority issue 1: Poverty And Unemployment “Initiate, support and facilitate development of SMME that are informed by both local, economic and export needs and are geared towards poverty alleviation and job creation to stimulate local economic development” Priority Issue 2: Low levels of Literacy. “Facilitation of the processes for the provision of Adult Basic Education and Training (ABET) programmes as well as building early childhood centres”. Priority Issue 3 Landlessness and Homelessness “Contribute, mediate and facilitate the process for ensuring that landless rural people gain access to land and farm evictions are stopped” Priority Issue 4: Infrastructure Development Problems (Associated with both rural and peri-urban areas) “Facilitate the process for building multipurpose one-stop service centres”. Priority Issue 5: HIV/AIDS Pandemic “Facilitate the process of offering support services to the infected and affected especially AIDS orphans 90 There are two main strategic initiatives identified to address the above strategic objectives, namely: Strategic Initiative 1: Build and/or improve existing facilities and multi- purpose centres in all communities. Strategic Initiative 2: Initiate and/or support sector generic programmes that are largely targeted to vulnerable groups. 5.1.4 Projects The two strategic initiatives identified elicited a series of projects that were costed and are found in Appendix A of the main document. Following is a selected list of some of these projects: Multi-purpose centres that cater for services such as: SMME development advisory services. Library services. Older persons pay points. Sport and Recreation services. Cultural enrichment. SMME that are geared to poverty alleviation. Direct services to children. Direct services to youth. All the strategic initiatives and projects identified above are supported by legislation, a summary of which is included in the main document. 91 5.1.5 Conclusion Five communities of Rietvallei, Muldersdrift, Magaliesburg, Hekpoort and Tarlton were identified for the Social Development Programme. Based on the available information about these communities, issues of poverty and unemployment, low levels of literacy, landlessness and homelessness, HIV/AIDS and infrastructure development problems associated with both rural and peri-urban areas were identified. Strategic objectives for each of these social issues were developed. To achieve these strategic objectives, various projects ranging from infrastructure development to land acquisition were identified for implementation. It must be noted that similar projects are planned for implementation in other parts of Mogale City that are not targeted as priority areas. 92 5.2 SPATIAL DEVELOPMENT FRAMEWORK Executive Summary This report provides a concise overview with regard to guidelines that form the basis of the relevant planning approach, as well as the proposals pertaining to the study area based on these principles. This report is the second of three reports: the first being the Status Quo Report, and the third being the Map Book. These three reports should be read in conjunction with one another. This summary provides a short overview of the most strategic that determines the character of the final Spatial Development Framework (SDF). • The relevant area of its jurisdiction was constituted by the amalgamation of the Magaliesburg and Magaliesberg Rural Councils with the Krugersdorp Local Council to form a new local municipality covering approximately 1100 square Kilometers. The purpose of the amalgamation was to establish an economy of scale and thereby achieve sustainable and manageable integrated development within a local authority demarcated by functional boundaries. • It is firstly of utmost importance to realise the strategic ‘fit’ of this Spatial Development Framework. As in integral part of the Integrated Development Plan, it structures all the other sectoral programmes and policies in terms of their relevant spatial implication. It also serves to integrate and align other SDFs of the surrounding Local Municipalities, the District Municipality, and the Provincial Government. • In terms of relevant policy and legal requirements, a SDF for a Local Municipality in Gauteng must be on an appropriate scale in terms of detail and application. Accordingly, this SDF must be followed up by detailed Precinct Plans for the 93 Relevant Zones as delineated in Map 17 and Map 18. Spatial planning and development issues pertaining to a urban-level scale (e.g. the Muldersdrift Nodal development) will be dealt with in the Precinct Plans. • The aim of the Status Quo Report was to identify spatial constraints and opportunities from a regional and provincial perspective. This second Report aims to formulate guidelines for spatial planning within the study area, as well as to formulate a spatial framework to guide the future development of the municipality. • It is imperative to note that this SDF is not meant to serve as a blueprintplanning tool that allocates land uses to every portion of land in the study area. It is meant to provide strategic guidelines and principles in terms of which development initiatives or land use applications can be evaluated. • The main strategic issues that must be dealt with in this SDF, are the following: • Leratong crossing • Soweto interface • Re-alignment of Hendrik Potgieter Road • Proposed casino development • Urban renewal • Urbanization boundary • Cosmo city • Formal housing and land acquisition • Mining land • World Heritage Site • Urban integration • Rural development • Nodal development • Public transportation 94 • Although all these strategic issues are not necessarily appropriate at this level, they have a relevant spatial implication and provide direction for the Precinct Plans in terms of focus and prioritisation. Based on input through public participation, the issues that need to be dealt with most critically refer to the Urbanisation Boundary, Urban Renewal, Hendrik Potgieter re-alignment, and the Leratong Node. • It is proposed in this document that the urbanisation boundary be shifted to include some parcels of land in Krugersdorp and areas to the east of the R28 (N14) around Muldersdrift. The highest urbanisation pressures are focused on these parcels of land (see Map 17). • One of the main findings of this SDF is the inherent potential of Mogale City to development increasingly as a dormitory city structure as a result of its location with regard to the rest of Gauteng. People seem to be migrating from the metropolitan core centres to Mogale City, mainly because of its excellent accessibility and environmental quality. • The economic base of Mogale City has changed significantly in the past decades, away from the primary mining function. The potential Mogale City has in terms of its location relative to the metropolitan core must be utilized to its full potential for the city to expand and diversify its economic base. The realignment of the urbanization boundary is critical in this regard. Muldersdrift seems to be experiencing the highest urbanisation pressures, and a significant shift of the urbanisation boundary is proposed in this regard – especially as a result of the quarries in this area that sterilises large sections of land for future development. • For the purposes of guiding future development in the municipality, the study area was structured according to four broad planning regions (see Map 18), as well as 18 detailed functional planning zones. All these zones are spatially structured as a result of the nodal hierarchy and the relevant interlinking 95 development corridors. • Lastly, it is of utmost importance that a Land Use Management System and Precinct Plans be compiled to support the guidelines formulated in this SDF. 96 5.3 TRANSPORTATION STRATEGY 5.3.1 introduction Transport plan will be developed so as to enhance the effective functioning of the city. It will be developed to ensure the integration of transport infrastructure with other facilities. The plan will cover transport, operational including Freight movements, bulk services and public transport services within the context of integrated development planning within the region broadly and Mogale city in particular. 5.3.2 Purpose Of The Sector Plan The plan provides the general terms of reference for transport planning within the West Rand District Municipality area. The WRDM is the recognized transport authority (TA) for this area. An agreement has been reached with the WRDM to allow Mogale City to develop and manage its own Public Transport Policy and Plan. The latter will be linked to that of the District. 5.3.3. Compilation Of Process Since the transport function was devolved to Gautrans, funding had originally only been provided by WGSC for all projects. However, more recently, additional funding was received from Gautrans as well. The ITP for 2001/2002 is a continuation of the previous planning process. In fact it is a continuous revision and update of the previous planning processes and reports that were submitted and approved. The Mogale plan will also take into consideration the ITP. 97 5.3.4. Situation Analysis The advantages and benefits of an integrated transport plan are briefly the following: Improved public transport services for all. Meeting local transport needs Improved public transport infrastructure The opportunities are the following Eradication of fragmentation of public transport services Minimization of route over trading resulting in conflicts Securing funds from both National and Provincial Government Better integration of all modes of transport 5.3.5. Development Rational Transport plans will direct employment opportunities and activities, mixed land uses and high-density residential development into high utilisation. It will furthermore enhance accessibility to public transport services and facilities. In addition, it will be developed so as to minimize adverse impacts on the environment 5.3.6. Key strategic objectives The planning for functioning transport systems and facilities is the key objective of the transport plan. The aim is to execute such planning to the benefits of all the people within the WRDM. Reviews and updates are essential given the changing circumstances, 98 additional statutory requirements and new directives and priorities that have emerged. 5.3.7. Projects Mogale City Local Municipality has secured the services of a professional consulting institution to undertake its mini transport strategy and policy during the 2002/03 financial year budget. The Taxi ranks of Munsieville and Magalisburg were refurbished during 2002/03 financial year. 5.3.8. Alignemnt The ITP is aligned to the IDPs of both the Local Municipality and the District Municipality. 99 5.4 . LOCAL ECONOMIC DEVELOPEMNT 5.4.1. Introduction The key objective of the LED strategy will be to provide the framework within which LED-focused projects and programmes can be identified and selected in support of the Mogale City Local Municipality IDP. The economic base and focus of the Mogale City area is evolving from mining and industrial related activities to residential, services and tourism related activities over the last number of years. The north-eastern sector of Mogale City (Muldersdrift to the east of the R28 and the north of the Ridge) is currently experiencing the greatest residential and business related development pressures. Tourism development potential is the greatest in the northern rural territory, especially adjacent to the Cradle of Humankind World Heritage Site and Magaliesburg. Due to the limited resources available and the urgency of the need for economic growth, the LED-strategy will be targeted with those areas in which it is believed that Mogale City Local Municipality has a comparative advantage. These are: Tourism; Small, Micro and Medium Enterprises (SMMEs); and Higher Income housing. 5.4.2. Purpose Of The Sector Plan To compile a strategy that will address the following: To create a conducive environment for the growth and establishment of SMME 100 Tourism Development in order to encourage investment, promote cultural, historical and architectural heritage, create a community-based entrepreneurship, to develop SMME and crafters, and to promote township and rural tourism focussed on marginalized community sectors. Ensure skills transfer and also to align the strategy to the available skills in Mogale City Rural and urban development strategies including the alignment thereof to the available resources, housing needs and infrastructure Marketing of Mogale City Industrial revitalization and development 5.4.3. Compilation Of Process Mogale City is still in the process of compiling its LED Strategy. The Strategy as well as the prioritisation of the implementation stages thereof will be compiled in consultation with Local Business and other stakeholders. 5.4.4. Situation Analysis The following are the key issues to be considered in the LED Strategy: The size/scale of the local economy Social/demographic issues The natural environment Geophysical conditions Culture Urban/rural distinctions Infrastructure availability Municipal human capacity 101 5.4.5. Development Rationale The attraction, creation and retention of sustainable business activities to create quality job opportunities, build a diverse economy (activity and employment base) and to contribute towards the tax base of Mogale City (Encourage and attract new businesses to Mogale as well expand existing business) SMME Development – by growing existing SMME and to create a supportive and conducive environment for the establishment of emerging SMME – especially amongst the marginalized communities by stimulating innovation and entrepreneurship within the community The development and establishment of Housing and Tourism Sectors with a focus on the marginalized communities and targeted groups in order to have representative participation in the community and improve the quality of life of the communities of Mogale City. To formulate policies and to investigate procedures in order to promote the suitable development of the Urban and rural areas and to advance investor security Establishment of a Regional Chamber of Commerce in order to have a more integrated strategy towards the development and growth of the wider economy and to create proper business linkages and support towards increasing inward investment in Mogale City in addition to the promotion and development of BEE Entities. Focus on skills development and the promotion of the use of local labour in order to promote employment growth and minimise unemployment. 102 5.4.6. Key Strategic Objectives The general Strategic Objectives relating to the LED strategy are the promotion and development of the following: Sustainability - To ensure that the strategy is aligned to the principle of sustainability with reference to the economy of the region, the community, the environment and the availability of resources in Mogale City. Equality - To create opportunities for all sectors of the community with a focus of assisting marginalized communities and targeted groups such as BEE entities, women, children, youth and rural communities in Mogale City who currently does not play a sufficiently significant role in the local economy and the labour market Innovation -To establish the competitive advantage of Mogale City and to develop innovative projects and opportunities responding to the local stakeholder needs Partnerships - Improvement of linkages between the Mogale City Local Municipality, Public and Private institutions as well as the voluntary and community sectors and to promote partnerships toward reaching common developmental, regeneration and integration goals Quality - Towards the improvement of the quality of service delivery by Mogale City but also to improve the quality of jobs created, the quality of businesses and SMME locating in the area and the quality of Spatial Development in the area. More specific Strategic Objective relating to the specific areas of economic focus are as follows: 6.2.1 Tourism Strategic create job opportunities; Objectives attract tourism related enterprises and industries to support 103 SMME activities; increase the revenue potential of the City; develop the business potential of Mogale City as small and micro tourism enterprises often develop into medium enterprises creating capital, investment and job opportunities; and establish Mogale city as a City of Preference for national and international visitors to Gauteng and South Africa. 6.2.2 SMME Strategic create job opportunities; Objectives increase the revenue potential of the City; and develop the business potential of Mogale City as small and micro enterprises often develop into medium enterprises creating capital, investment and job opportunities. 6.2.3 Housing Strategic To ensure that: Objectives land for low income group is identified well in advance so as to prevent illegal settlement which may require expensive in site upgrading, resettlement or lead to settlement in areas where it may be detrimental to the people staying in the settlement and/or Mogale City; to utilise the opportunities provided by high income housing in the scenic parts of Mogale City for the generation of rates and taxes, associated retail and office developments and the location of industries owned or operated by the higher income residents of these houses in Mogale City; the apartheid landscape of Mogale City is broken down; and Mogale City addresses the needs of all its inhabitants, rich and 104 poor, and is seen as a residential area of choice. 6.2.4 Spatial Development Strategic The following objectives are pursued: Objectives Co-ordination of development; Creating a positive image for Mogale City; Effective land development facilitation and fast tracking of development where desired; Effective land use management in areas where development is not desired; Identification and making available of land; and Maintaining the existing, and building out a new rates and tax base. 105 5.4.7. PROJECTS Possible projects identified for the main areas of Economic Development focus are the following: 7.1 Tourism Potential Projects Programmes and The tourism-SMMEs that could be promoted through specific projects, programmes and kick start funding are inter alia located in the following categories: anthropological tourism (e.g. Cradle of Humankind) rural tourism (e.g. Muldersdrift) scenic tourism (e.g. Magaliesburg) indigenous tourism (e.g. shebeens) industrial/mining tourism (old mining sites) hospitality related enterprises (adjacent to World Heritage site and the nature reserve) food and beverage related enterprises (city centre). Additional projects to ensure that the tourism strategy is successful include the following. provide a shuttle service (from international airport and Lanseria; grade available accommodation; assure safety by strong crime prevention measures; co-ordinate the activities of tourist guides (currently various operators act independently and often in competition with one another); and train hospitality staff to ensure a culture of high quality service delivery. Requirements/Pre- tourism must involve 106 communities and previously conditions for success disadvantaged groups; the general environment must be both safe and stable; the industry must be competitive and offer quality services and value for money; the industry must be demand-driven, innovative and responsive to changing consumer needs; attention must be given to training and education for tourism; creative and aggressive marketing and promotion must be undertaken; economic linkages must be developed; appropriate institutional structures must be put in place; and land development must be done in such a way that it does not harm the tourism sector. Detail regarding spatial Areas in which tourism should be focused, include: dimension intervention of the Sterkfontein Caves (Cradle of humankind); the Krugersdorp game reserve; Magaliesburg (Ubuntu Craft Centre) Ha-Mogale; the First Gold Mine (Bloubank); Magaliesburg (Magalies Meander); the Paardekraal Monuments; Krugersdorp Museum; the Craft Centre at Muldersdrift; Oldest House in the City of Mogale (Commissioner St 5); CBD Krugersdorp; the Magaliesburg Area; Kagiso Township; and Munsieville Township. 107 7.2 SMME Potential Projects Programmes and Positive discrimination: In terms of this approach the municipality will formulate and actively pursue measures that would support LED, and more specifically the SMME-sector. The municipality could: set aside, or provide specific areas/sites as market places for the sale of goods produced by the SMMEs; improve access to domestic and international markets by setting up “selling organisations” or market offices; provide incentives to larger firms that buy from small firms; provide better operating premises where required; build partnerships between local government and the private sector, promoting private investment and assisting in the provision of finances to SMMEs; ensure that the public sector buys from small firms; provide tax incentives and financial “rewards” to successful small firms; build links between small suppliers and large firms in the municipality and the region, as well as in overseas countries; start a “Buy Mogale”-strategy with a distinct focus on the goods and services produced by SMMEs in the municipal area; initiate capacity-building through the provision of training, information (including information on tenders), advisory services and assistance; breed an entrepreneurial culture at school level through competitions (as is already done in many schools); set up a databank of SMMEs and make this available to 108 the public; assist the operators in the sector in setting up an association of sorts to represent them in matters that affect them and to lobby for causes that will facilitate their business; and provide assistance in the setting up of co-operation networks between SMMEs, so as to enable them to compete in wider area. Active neutrality: In terms of this approach the Municipality would not take any measure to intervene in support of SMMEs or on behalf of the sector, but would make sure that all restrictive measures and red tape are removed so as to support the SMME sector. Some of these measures that the local government could pursue are to: earmark certain parts of its municipal area for mixed land use, treating applications for SMME land uses in such areas in a favourable light; being sympathetic to the needs of SMMEs in the application of council regulations and town planning rules and requirements; doing an audit of the current local regulatory framework and remove all unnecessary hindrances on SMMEestablishment, leaving a minimum set of measures in place; providing for an “SMME Impact Assessment” in all policy, plan and strategy formulation exercises whereby all such measures accordance with would their impact on approval or implementation; 109 need to be SMMEs tested in prior to negotiating favourable policies/regimes from rates banks and/or that operate lending in the municipal area; and ensuring that small firms are addressed in all local government plans and policies. Requirements/Pre- SMMEs could thrive in Mogale city if the following are conditions for success done: clear policy guidelines from Council regarding type and locality of specific categories of SMMEs are set; financial support to create infrastructure conducive to the development of SMMEs is provided; training facilities are created to enhance the management and operational skills of small, micro and medium entrepreneurs; and mentorship for especially emerging entrepreneurs in the micro enterprise sector is provided. Detail regarding spatial Areas that need to be targeted for SMME-development dimension of are: intervention Leratong; Rietvallei; Muldersdrftt; and The CBD. 7.3 Housing Potential Projects Programmes and The following projects and programmes can be pursued: Identify pockets of land for development within the urban edge and in full consideration of the existing infrastructure backlog; Formalise informal housing areas through appropriate legislation; 110 Facilitate a process of formalising land rights and provision of tenure security with the Department of Land Affairs; Co-ordinate and facilitate applications for housing subsidies; Market land for high income housing with property developers; Consolidate land use management regulations and legislation in the rural areas to streamline administrative processes. Do a comprehensive geo-technical study to determine which lands cannot be developed. Challenges The prospect of a large influx of people from other areas when it becomes known that Mogale City has land available for settlement. Ensuring that the no to low income areas become viable entities in which the communities enjoy a good quality of life and (can) pay for their services. Dolomatic & Ecologically sensitive areas that are limiting Housing development as highlighted in SoER & EMF Pre-conditions success for Clear guidance on preferred and strategic localities for housing developments; Ensure investor confidence; Pro-active role of council in terms of identifying land and localities for development; Strong co-ordination and facilitation role for council; Take into account financial implications for council and residents in terms 111 of land, development and maintenance and long term affordability; Strategically decide on the utilisation of council contributions and consider both the short and long term financial implications for council in creating quality settlements; Sustainability of housing developments; Avoid ad hoc housing development and ensure synergy in terms of existing infrastructure (services and transport) and social and economic opportunities; Consistent decisions and procedures from Council; Strategically consider alternatives in terms of types of housing, use of subsidies, social housing, quality of structures, etc.; Take cognisance of the locality, scale and image of housing projects and the impact of the projects on the image of the city, tourism and other potential income generating opportunities; and Support the use of local labour and contractors in housing construction. Detail regarding spatial Muldersdrift area: dimension intervention of Identify small pockets of land for low income housing, integrated into the area; Reserve prime land for high income housing; Utilise opportunity for integrating the segregated city; and Ensure that the various housing segments are harmonised well to avoid sterilising the area for income generating development; Provide adequate infrastructure services. Rural Areas (Magaliesburg): Ensure that impact on the environment and tourism 112 potential of the area is minimised; Ensure that upgrading of services can be done in an economically viable way. Central Business District: Consider providing alternative housing options for medium income housing; Utilise the opportunity to redevelop under- utilised office blocks for residential purposes; Ensure that engineering services and social, recreational, education etc. services are adequate; and Involve business chamber/s. South of old Krugersdorp: Identify pockets of land suitable for development; Commission once-off geo-technical analysis to determine the location of no-go mining land; and Utilise the opportunity to integrate the segregated city. Consider the following areas for high-income housing: along Hendrik Potgieter; at the intersection of Hendrik Potgieter and the R28; and in the vicinity of the new Casino development on the R28. 113 7.4 Spatial Potential Projects and Develop Programmes an incentive scheme to attract suitable investors. Commission a study into perceptions of the West Rand and Mogale City and ways of addressing negative views/images. Develop a new land use management system for the whole municipal area of Mogale City. Challenges The following are regarded as the main challenges: The prevailing negative Perception/image of Mogale City. Inadequate road links to the south & east. Integration of Kagiso & “the old Krugersdorp”. Supporting Tools and The Gauteng Urban Edge as structuring element. Measures Providing incentives for selected land uses and localities, such as: Property tax-pinning; Waiving bulk service contributions; Reduced municipal charges; Providing inexpensive, serviced land; and Fast-tracking land development applications. Facilitating higher densities through creative use of the housing subsidy system Making provision for informal activities in the land use management system. Detail regarding spatial Areas deserving special attention are: 114 dimension of The CBD; intervention Existing Industrial & office areas; The Lerathong corridor; Muldersdrift area: demand-driven housing and tourism; Casino area: tourism, retail, demand-driven housing; The R28/Hendrik Potgieter “‘node”: demand- driven housing; Alongside Hendrik Potgieter: demand-driven housing; Magalies and rural areas: tourism; The World Heritage site and surroundings: tourism; South of former Krugersdorp: needs-driven housing; and Kagiso, Munsieville: needs-driven housing and tourism. 5.4.8. Alignment The Mogale City LED Strategy will be aligned to the IDP and therefore be subject to constant monitoring and review in consultation with stakeholders. The Strategy will further be aligned to the following sectoral plans to ensure the success thereof: Spatial Development Framework Environmental Management Framework Water Services Plan Integrated Transport Plan Housing Strategy Financial Management Plan The strategy will additionally be aligned to the LED strategies of the following: City of Johannesburg (Specifically in relation to Regions 1,3,5, 6 and 9); City of Tswane Randfontein LM; 115 Merafong City LM; West Rand District Municipality; Madibeng LM; Gauteng Provincial LED Strategy 116 5.5 INTEGRATED ENVIRONMENTAL MANAGEMENT 5.5.1 STATE OF THE ENVIRONMENT REPORT EXECUTIVE SUMMARY State of Environment Report Mogale City Local Municipality (MCLM) protects, conserves and improves all elements of the environment in its Jurisdiction including water and other natural resources, through robust, integrated systems and judicious decision-making that advances sustainable development for all its citizens. MCLM vision, 2002 BACKGROUND This City State of the Environment Report was commissioned by the Mogale City Local Municipality (MCLM) and compiled by Strategic Environmental Focus (SEF). The Mogale Integrated Development Plan (IDP), 2002 formed an important basis for the formulation of this document. The IDP identifies environmental stability as one of its key strategic priorities, addressing environmental awareness, preserving heritage and cultural sites, promoting parks, fauna and flora, effectively managing waste and pollution and developing relevant legislation and regulations to protect the environment. It is the aim of this report to assist in achieving these strategic priorities. The main objectives of a State of the Environment Report are to: State of the Environment Report for Mogale City Local Municipality, Gauteng Prepared by Strategic Environmental Focus Page 2 117 Increase awareness and understanding of environmental trends and conditions and their causes and consequences among all stakeholders; Provide a foundation for improved decision making at all levels, from the individual to national governments, as well as international organisations; and facilitate the measurement of progress towards sustainability. Making the information available on the Internet allows the information to be more easily accessible and also allows city comparison at a global level. A SOER can also form the basis to a Strategic Environmental Assessment. The reporting system, which was used, reports on each theme in terms of cause, what the current status is, and what is being done or should be done to alleviate environmental problems which impact on human health and quality of life. This approach is called, Pressure – State – Response. Some of the most important themes that emerged from this SoER are the following: The Natural Environment • Air quality • Water quality and quantity • Habitat and Biodiversity • Geomorphology The Built Environment • Agriculture, Housing, Industrial, Mining • Open Space • Cultural Heritage • Infrastructure Socio Economic Environment • Local Economy • Health 118 • Education • Safety and Security • Governance • Tourism In compiling this SoER, the municipality joins five other cities in South Africa who have also compiled their SoER, and have therefore responded to Agenda 21, which calls for improved environmental information for decision making. The closing paragraph of the "Local Government Declaration", delivered during the recent World Summit on Sustainable Development, states the following: "We live in an increasingly interconnected world. The local and the global are intertwined. Local Government cannot afford to be insular and inward-looking. Fighting poverty, exclusion and environmental decay is a moral issue, but also one of self-interest. Ten years after Rio, it is time for action by all spheres of government, all partners. And local action, undertaken in solidarity, can move the world". 119 5.5.2 ENVIRONMENT MANAGEMENT FRAMEWORK (EMF) The Mogale City EMF is a decision support tool that aims to pro-actively identify areas of potential conflict between development proposals and critical/sensitive environments. It has been directly informed by the Mogale City SoER and MCLM IDP. The Mogale City EMF is GIS-based product. A complex methodology was developed to assess the value/importance of land in MCLM. For this purpose, land categories were mapped using a nomenclature of thirty classes. The land categories utilised for the Mogale City EMF are a combination of land cover and land use. In order to assess the value of land categories, an Importance Rating (IR) system was developed. The intention of the IR rating is to highlight specific aspects of land categories that are important when managing EIA applications and making strategic planning decisions. A variety of criteria were selected to determine the importance of land categories within the MCLM area in terms of their heritage, agricultural, social, infrastructural and ecological values (see below). Importance Rating (IR) Heritage IR Agricultural IR Social IR Infrastructural IR Ecological IR Criteria Public Amenity Value Community Land Use Preference Economic Value Visual Absorption Capacity Major Pollution Sources Development Suitability Essential Services Floral Biodiversity Faunal Biodiversity Disturbance Circularity Ratio Ecological Function Ecological Sensitivity Connectivity Conservation of Biodiversity Status Ridges Protected Areas 120 Public participation formed an integral component in drawing up the Mogale City EMF. It was conducted in such a way as to involve as many potential interested and affected people as possible. The process comprised a Public Open Day, a series of Focus Group Meetings and a questionnaire. All comments received and issues raised from the public participation exercise have been incorporated into the Mogale City EMF where possible. The final product comprises a report accompanied by a GIS tool and a set of management guidelines. The user of the final product will be able to determine the ranking of each of the IR categories for a particular land parcel in the GIS. After completing the “Development Application Checklist”, the user will access the relevant management guidelines from the interactive “Management Guideline Tool”. MCLM has responded positively to sustainable development challenges by initiating the Mogale City EMF. The Mogale City EMF provides municipality\ with a point of departure not only for assessing development applications but, at a larger scale, the opportunity to incorporate various environmental provisions into policies. The implementation of these policies should lead to improved environmental management practice and guide development onto a more sustainable path. 121 5.5.3 MOGALE CITY OPEN SPACE PROJECT Strategic Environmental Focus (SEF) was appointed by the Mogale City Local Municipality to undertake the creation of an Urban Open Space System for the Directorate for Integrated Environmental Management of Mogale City Local Municipality. This process is captured as a Sector Plan in Mogale City’s Integrated Development Plan for 2003/2004. The city’s green spaces are a unique and vital part of its urban structure, as are open spaces for any city throughout the world. Open spaces are critical components of our basic infrastructure, just like roads, telecommunications and housing. They are an attractive and economic means of meeting a wide range of social and environmental needs. Many city planners over the last couple of years have become increasingly interested and knowledgeable about the importance of utilising all existing vegetated lands within the city landscape as open space areas. This realisation has partially been a result of planners identifying the role that these areas can play in terms of flood attenuation and reducing air pollution, water contamination, health risks, heat, noise and excessive wind (An Introduction to Sustainable Urban Greening Strategies For Local Government and Partnerships With Local Government, Undated). A greening strategy for Mogale needs to address open space standards, as these are required to act as guidelines in the Local Integrated Development Plans (IDP) planning and decision making process. Public open spaces do and will continue to play a crucial role in the history of Mogale. They will be among the few places left in the urban environment in their natural or landscaped form for future generations to enjoy. However, for them to remain as green areas, they are going to need protection against development pressure, and thus the need to develop standards that may identify differential importance. This will ensure that these areas remain functional for whatever purpose they are/were designed. 122 The absence of a comprehensive policy framework or guideline document for the protection, management and optimization of open space areas can result in the ongoing loss of valuable resources. Mogale City Local Municipality has realised this and has thus initiated the process of identifying all open spaces within the Mogale urban edge. Once this preliminary study has been completed and the MCLM has identified where all the open spaces are and what their ownership and zoning is, the council will have an accurate GIS database from which they will be able to formulate open space management strategies that are in line with the principles of sustainable development as set out in Local Agenda 21. MCLM has further realised that the lack of such plans can impact negatively on the future planning of its urban environment and other planning processes, such as the formulation of Integrated Development Plans (IDP), which have previously not been adequately informed by open space considerations. In addition, assessments regarding impacts of new developments on open spaces are largely being undertaken on an ad-hoc basis without being contextualised within a broader open space network. Therefore, it is essential that open space systems should form an important and integral part of and inform both the Local Integrated Development Plans (LIDP) and Strategic Development Framework (SDF), encouraging the effective management of Mogale City’s natural resources in a way that will promote sustainable development. MCLM have thus requested the assistance of SEF to create an up to date database and GIS map of all existing open spaces within the urban edge. This phase of the Mogale Urban Open Spaces project has largely been a desktop study that has included the assistance of various people from the MCLM for the purposes of the open spaces within the study area. To ensure that this product does not become another document and tool that is not utilised, it is suggested that the next phase include policy suggestions and management guidelines for Mogale’s open spaces that draw on national and international experience in preserving these precious resources. 123 The identification of open spaces for this phase of the Mogale Urban Open Space (MCUOS) project required that GIS data from a wide and varied number of sources be used to build a complex overall GIS open space system for the Mogale city area. Although the best available GIS datasets were used, the accuracy of the spatial information is not always guaranteed. This is particularly evident with the erven dataset that was sourced from the municipality that has been used as a GIS layer to assist in the calculation of statistics, such as the total amount of open space zoned as residential. As such, the results obtained are not 100% accurate, but are as accurate as they can be with current datasets. The study area of approximately 10317.032ha is defined by the urban edge of Mogale City Local Municipality (Figure 1). This area was increased by 1404.335ha by adding a two-kilometre buffer around the urban edge. Open spaces within the urban edge and within a 2 kilometre buffer of the urban edge were captured and investigated, with the intention of maintaining a linked Metropolitan Open Space System (MOSS), even as the urban edge boundary is revised to accommodate future development needs. The urban edge represents the maximum permissible extent of urban development at the present time, the determination of which takes as the point of departure the existing extent of this development. Urban edges are demarcated through sub-regional and local planning, with the aim to establish a clear urban growth boundary that has legal or statutory standing. Statistical findings for the six open space categories. OPEN SPACE CATEGORY AREA (ha) % OF TOTAL AREA Ecological 3927.241 80% Social 248.46 5% Institutional 391.916 8% Heritage 19.236 0.4% Agricultural 193.941 4% Prospective 119.559 2.4% Total 4900.353 100% 124 Mogale City has a very high open space to residential/ industrial/ commercial ration, which is in excess of 48%. The generally accepted benchmark for Town Planners in South Africa is at least 10%. This provides great opportunities for open space conservation and development. The topography of the area within the urban edge plays a pertinent role in the extent of open space in Mogale City. Steep cliffs and ridges as well as waterways are unsuitable to development and has been cast aside for public open space. This initial Phase of the MCUOS has resulted in and open space system for Mogale City, based on a precautionary ‘catch all’ approach, ensuring that all existing open spaces are captured and taken into account during the initial development of this MOSS. This product therefore allows Mogale City Local Municipality to work with the product and identify areas in which they would like to refine the product in subsequent phases to this project. As an outflow of this project the following now needs to be addressed: Involvement of stakeholders at all levels within all communities of Mogale. An urban greening strategy that identifies priority open space that require attention, including those areas that form part of the prospective open space category. Forging partnerships between the public and private sector to ensure the implementation of the urban greening strategy. Ascribing costs and responsibility to the urban greening strategy. The identification of a set of natural assets, from which performance indicators can be determined and measured over time. Once the above factors have been addressed then the MCUOS will be: A tool, which can be used to ensure that development, takes place in a sustainable manner. Mogale City officials will be able to use it to ensure that areas of high conservation value are kept as open spaces for conservation purposes. There will be a general acceptance of the value of open spaces as apposed to these areas 125 being viewed as waste lands. There will be a common goal between officials, residents and developers for each of the open spaces that have been identified. Until such time as the above steps have been carried out and Mogale City has received public input, it is strongly recommended that permission for development in those areas with high connectivity and within the ecological open spaces is withheld, as these are the ecologically sensitive “green” open spaces of the MOSS. It would further be advisable that development of the “connecting” supplementary open spaces be avoided, as far as this is possible, as these areas form vital links between the ecological open spaces and hence have a potential to play an important part in the open space network. The Mayoral Committee has nonetheless decided in principle on 18 September 2003 that the Municipality should no longer permit the sale of public open spaces for development. 126 5.5.4 CRADLE OF HUMANKIND WORLD HERITAGE SITE – INTEGRATED MANAGEMENT PLAN 1 Introduction: The Cradle of Humankind was declared a World Heritage Site in December 1999, together with Robben Island and the Greater St Lucia Wetland Park. In Gauteng, the Cradle of Humankind World Heritage Site (hereafter COH-WHS) is one of the Province’s “Blue IQ” projects. In other words, it has been identified as one of ten special projects of the Provincial Government, designed to maximise jobs in the area and to stimulate economic development. The economy of this area does not currently provide full employment for residents and work seekers. It is believed that if government carefully invests in bulk public infrastructure and works with the private sector in marketing initiatives to attract domestic and international tourists, there could be a significant increase in benefits to the local community. In terms of the World Heritage Convention Act, every WHS Authority must prepare and implement an integrated management plan (hereafter IMP) to ensure the protection and management of the World Heritage Site concerned in a manner consistent with the objectives and principles of the Act. The document, Cradle of Humankind – towards a Management Plan, DACEL 2000, proposes a vision and lists the principles and objectives that drive the project. 2 Purpose of the IMP for the COH-WHS: “To achieve an acceptable balance in the World Heritage Site between the conservation of cultural and natural resources, access, education and scientific research, the interests of those living and working in the Area, and its use for the economic and social benefit of the population at large, within the framework of the World Heritage Convention.” (Cradle of Humankind –towards a Management Plan, DACEL 2000). 127 3 Process: GDACEL and the Office of the MEC is driving the whole process. 4 Situation Analysis: Strengths – Tourism & Economic growth Weaknesses – WRDM & MCLM full involvement Opportunities – Tourism; SMME empowerment Threats – Policy implementation – uniform application by GDACEL for development 5 Development Rationale Covered already under (2.2). 6 Key Strategic Objectives: The Objectives of the IMP are aimed at protecting and preserving the scientific, natural and cultural assets of the site and of managing the site for the benefit of all. Key objectives, of particular relevance to development, management and activities within the COH-WHS are: To preserve identified paleontology and paleo-anthropology sites To protect the Iron Age and Stone Age relics and other archaeology and rock art sites To promote scientific research To promote educational and learning opportunities To facilitate appropriate access strategies To integrate, coordinate and optimize the sustainable use of resources To develop a coordinated interpretation strategy To provide new and upgraded business opportunities To provide a tourist attraction of international and national significance 128 To provide a tourist attraction of local significance To provide skills training and capacity building particularly within the local community 7 Projects/Programmes for 2003/04: To be confirmed with GDACEL. 8 Alignment: The sector plans for the Directorate: Integrated Environmental Management are all aligned with the IMP for the COH-WHS. 129 5.5.5 DISASTER MANAGEMENT PLAN FOR MCLM 1 Introduction: All Local Authorities will be forced by the Disaster Management Act to play a much more proactive and leading role with regard to the integration of Disaster Management in the Integrated Development Planning processes. For this purpose, knowledgeable capacity, competency and commitment at Local Authority level – as a support function for other lead agents (i.e. relevant Government Departments) – is considered crucially important to ensure environmental, social & economic sustainability. The impact of unsustainable development, global warming, and the El Nino/La Nina phenomena now reached the stage where the world could no longer simply talk about sustainable development, but procedures & mechanisms must be put in place in order to ensure real sustainability and avoid disasters through proper planning. It is significant that the Local Government: Municipal Systems Act, 2000 in section 26 identifies disaster management plan as a “core component” of the IDP. Disaster management legislation in South Africa will therefore compel all three spheres of government to focus on prevention and mitigation measures. It will challenge in particular municipalities to plan and commit resources. This would be done with the view to reduce the vulnerability of our people. Municipalities are compelled by section 28(g) of the Local Government: Municipal Systems Act, 2000 to regard disaster management plans as a core element of its IDP’s. Disaster management has become an essential part of the rebuilding and development of and the disaster management legislation will pose specific challenges to all three spheres of government. 130 2 Purpose of the DMP for MCLM The Directorate: Integrated Environmental Management has been appointed by the Municipal Manager to coordinate & facilitate Disaster Management in MCLM. Although the accountability of Disaster Management as a regional function lies with the WRDM, assistance is provided on request, or in cases where resources (equipment, manpower and knowledgeable capacity) are needed. MCLM has its own challenges with regard to Disaster Management, especially where communities have to be evacuated due to natural disasters (e.g. Orient Hills & Vlakplaats). Several sinkholes have also been reported in close proximity to those communities situated on dolomites (e.g. Le Grange Brick Yard). Evictions also add to the challenges that MCLM face (e.g. Rietfontein; Zwartkops; White Stones; etc.) where affected communities had to be accommodated and provided with essential services. 3 Process: Diagrammatically the process could be depicted as follows: IDP Social Vulnerability Plan Directorate Public Safety (WRDM) Mission Statement Pro-active Objectives Reactive Objectives 131 Activities Goals Activities Budget Methods Goals Methods Performance Management 4 Situation Analysis: Strengths – Competent staff to handle the situation Weaknesses – Availability of funds to address the Assessment Report Opportunities – Enter into Co-operation agreements with the WRDM to conduct certain specialist functions; to co-fund projects/procurement of equipment; partial training needs to be accommodated by the WRDM at no costs to MCLM Threats – Limited support from Commerce & Industry; high prices of specialised services (i.e. toxic & chemical spills) and equipment; unpredictability of weather patterns (flood; hail; wind) that could affect poor communities with limited available services; Limited staff for back-up & relief purposes) 5 Development Rationale: Already covered under (5.5.3.1) & (5.5.3.2). 6 Key Strategic Objectives: Visibly and recognizably carry the banner of effective disaster management — promoting and realizing prevention and mitigation; Mobilise local stakeholders, with the assistance of regional and provincial resources, into effective, efficient and assertive teams preventing and mitigating the consequences of environmental degradation, disease, infrastructural decline, social crime, escalating occurrences of devastating 132 fires, flooding, the abuse of hazardous materials and the persistent eroding of the social fibre of our society; Manage outcomes rather than simply conducting and communicating risk and vulnerability assessments; Improve awareness and capacity levels within communities turning vulnerable communities into robust communities. 7 Projects/Programmes for 2003/04: To purchase nine tents for temporary housing & shelter To purchase a generator and pump to supply limited electricity and water to affected communities; To purchase storage tanks for water – for affected communities; To purchase mobile toilets for affected communities in order to prevent pollution 8 Alignment: This strategic initiative is in line with the Environmental Stability Strategic Objective of Mogale City. It is therefore in line with the Council’s vision and strategic direction. This is a challenge for MCLM to plan for and commit resources to risk reductions measures with the view to reduce the vulnerability of our people — and in particular those marginalized communities, which cannot recover from disasters themselves. 133 5.5.6 Urban Greening Strategy 1. Introduction The Department of Water Affairs and Forestry is currently, in cooperation with the Institute of Environment and Recreation Management, leading the establishment of a strategic framework for urban greening in the Gauteng Province. The SubDirectorate of Parks is represented in the steering committee. Urban Greening aims to improve the quality of life of urban residents. The positive impact of a green urban environment on residents is seen across sociological, health, economical and political spheres, which leaves it to be an undisputable necessity. It is unfortunately the poor, who make up the majority of urban populations, whose residential areas are most lacking in terms of urban greenery. This is largely attributed to poor planning and inequitable access to resources resultant from a legacy of apartheid. Given the numbers and needs of the lower income population, it is imperative that they play a central role in planning and implementing urban greening and become architects in the heritage they will leave for future generations. The mandate given to Local Authorities for urban greening implementation is prominent in various national policies and legislation and leaves no justifiable grounds for noncompliance. South Africa has been a signatory of the Rio Declaration on Environment and Development (1992). The Internationally endorsed Agenda 21 captures the principles of the Rio conference in a practical set of recommendations for sustainable development. Most of the problems and solutions addressed by Agenda 21 have their roots in local activities. It was therefore highlighted that that the cooperation and participation of local authorities will be a determining factor in fulfilling the Agenda 21 objectives. 134 It is therefore necessary that Mogale City aligns itself with national directives and includes urban greening in its Integrated Development Plan. 2. Purpose The purpose of this sector plan is to set about a platform from which a strategic framework for the implementation for urban greening in Mogale City can be formulated. 3. Compilation of process Phase one will involve the identification of key priority areas through GIS system, consultation with stakeholders to gather information, determining specific needs and identification of stakeholders and responsible parties. Phase two will focus on the formulation of an Urban Greening Plan based on the feedback of phase one. Phase three will be the implementation phase where urban greening can take effect. Phase four will ensure the maintenance, monitoring and evaluation of urban greening. Running concurrently with this process will be the review and alignment of policies and By-Laws with the urban greening plan. 4. Situation analysis Strengths: Operational Municipal Nursery GIS system enabled with open space data as handy decision-making Resource. Well established parks and natural areas available to the residents of Mogale City. A keen focus towards urban greening among top management. A complete Environmental Management Framework. Weaknesses: 135 Lack of an urban greening strategy Limited experience and exposure to urban greening concepts among horticulturists. Limited environmental awareness in local community. Shortage of human and capital resources. Opportunities: Ensure equitable access to green resources in a sustainable manner though reasonable policies and by-laws. Upgrade former ‘black townships’ to the same standard and quality of former ‘white areas’ and doing away with the racial, socio-economic and political divide of the past. To improve the living environment of all Mogale City residents by improving the natural environment. Educate the community about the value of urban greening through constructive programs. For Mogale City to align itself with national and provincial initiatives and to be a leader rather that a follower in the field. Threats: That urban greening tends to receive the smallest portion of the budget and is rated least important due to ignorance. Lack of urban greening leads to environmental degradation, devaluation of open spaces and socio-economic downfall of the urban environment. 5. Development Rationale The Bill of Rights as reflected in our constitution provides for all South Africans to have an environment that is not harmful to their health or well-being and that is protected from degradation. It should be a key priority for Local Government to ensure that the urban areas where people reside are greened and developed so that amenity value is added to their living environment. This forms the rationale behind Urban Greening. 136 6. Key Strategic Objectives The objective of this plan is in line with Mogale City’s strategic objectives of which the most relevant are; To create an environment where people want to live and invest. To ensure a sustainable quality of life for its residents This plan will certainly drive Mogale City, in collaboration with other efforts, towards achieving these objectives as is captured in the City’s vision. 7. Projects Parks Development and Food Gardens are sub-categories of urban greening and are funded in the 2003/2004 capital budget with R1’000’000 and R170’000 respectively. No significant provision has been made for the purchasing of trees for sidewalks though and this needs to be addressed in future budgets. These projects are summarised as follows: 7.1 Parks Development 7.1.1 Aim of the Project The main aim of the project is to create a beautiful urban environment which improves the living condition of Mogale City’s residents and which provides the necessary recreational facilities, that promotes relaxation and recreational behaviour. This is in line with the Council’s vision and mission for Mogale City. 7.1.2 Objectives of the project To procure all necessary services through the MCLM procurement procedure. To upgrade existing park facilities in Kagiso 1 and Munsieville. To provide more street trees throughout Mogale City with main focus on Main Routes. 137 To appoint a Landscape Architect to assist with the Parks development project. To secure existing parks and open spaces where security has become a major concern To provide more secure shelters for animals at the animal farm as required by the Performing Animals Protection Act, Act 24 of 1935. To improve infrastructure at the animal farm that will be conducive to increased visits. To fence the remainder of the park on Johan Jonker roadside for it to be safer and to allow access control. 7.1.3 Benefits Better parks infrastructure meeting the recreational needs of its residents. An improved environment leading to healthier residents, better climate and aesthetically appealing facilities and an improved face-value of Mogale City. Well-maintained and improved infrastructure capable of absorbing increased demand. A boost in tourism attraction. Job creation and possible economic growth. 7.2 Food Gardens 7.2.1 Aim of the Project Food gardens links up directly with four of the major cornerstones of community development as; health, education and training, economic development and job creation. To get involved in community development programmes to the importance of sound partnerships, not only with words but with deeds, as well as the important role of food gardens as tool to promote the upliftment of quality of life. To provide food to the poor, unemployed people, especially woman from previously disadvantaged areas with the necessary resources to produce food for them and perhaps even provide and income. 138 7.2.2 Objectives of the Project Procurement as per MCLM procurement policy Identify beneficiaries (Social Development) Identify suitable land. Assist with land preparation. Assist with training Provide water and irrigation – boreholes preferable. Provide seedlings and seed to communities. Erection of green houses and shade netting structures. 7.2.3 Benefits The food gardens at Kagiso 9 and Munsieville has literally grabbed the attention of an enormous amount of people and groups. The existing food gardens is very special to all, and holds a wonderful message of development as far as the community is concerned Providing a food security base for poor communities. Involving women, children and schools. Effective co-operation and uniformity between MCLM, the community, NGO groups and schools. Fighting the impact of malnutrition. Establishing a sense of belonging and self worth in communities especially with aids victims. Developing the skills of communities. Instilling the calming psychological influence of gardening on people. Better utilization of open spaces and therefore reducing illegal dumping and the spreading of weeds. 8. Alignment The Urban Open Spaces Project had informed the SDF and EMF. The Urban Open Space Project would inform the Urban Greening Strategy. Furthermore, the Precint 139 Plans and other developments would be informed by the Urban Greening Strategy. It is also of paramount importance that Town Planning and housing projects are aligned with the Urban Greening Strategy in that a holistic approach is followed during such planning processes. 140 5.5.7. Integrated Waste Management 5.5.7.1 WASTE MANAGEMENT SERVICES 1. Introduction Increase in waste generation is an inevitable consequence of development and must be systematically managed in order to conserve resources and protect the Environment (DWAF, 1997). The lack of proper waste management services results in pollution of the air, land and fresh water systems, and subsequently disruption of ecosystem processes, habitat destruction and species loss. It also has negative impact on people’s health. It is therefore imperative to provide a sustainable refuse collection, transportation and disposal service to all businesses and residential areas within Mogale City. However in line with the Polokwane Declaration, waste generated within Mogale City has been reduced by 20% since 2002. 2. Purpose The purposes of the waste management services are the following A daily refuse removal service is provided for businesses as per request and need. A weekly refuse collection, transportation and subsequent disposal service provided to all premises. A street sweeping and litter picking service to clean main routes in and around business is being provided. A cleaning service to clear all illegal dumping on the Municipality owned land on a regular basis. Vacuum tanks services 141 3. Process: The waste management services are provided for, on an on-going basis to residents and businesses within urban areas of Mogale City, however, a phased approach would be instituted to address Rural Areas as a job creation programme. Currently, 90% of waste management service is being provided for and the 10% would be rolled out in FY 2004/2005. Other specific projects related to the provision of this service are illustrated below: Provision of mass containers: an on-doing process Provision of pavement bins: an on-going process 240l bin Project: A phased process is being followed where all premises in the urban areas (newly developed areas) would be supplied with 240L bins for refuse removal. The process will also unfold in the rural areas during the 2005/2006 financial year. Replacement Waste Management fleet and purchasing new vehicles: This will be a on-going process to be guided by the proposed Fleet Management Strategy 4. Situation Analysis The strengths of this Section include: The existence of a well-motivated work force. Institutionalisation of legal requirements The main weaknesses are the following: Lack of appropriate equipment and vehicles in view of poor replacement of vehicles and equipment Shortage of personnel that is able to deliver. Financial and Human Resources Poor status of some fleet Old By-Laws 142 Many opportunities exist: Income generation through proper billing system of the refuse bins, improvement of the container services, opening washbay for public use Littering and illegal dumping reduction through awareness programmes, clean-up campaigns and provision of pavement litter bins and provision of drop-off facilities while the most important challenge remains the commitment to extend the full service to all rural areas. The main threat to this service is that, because of poor equipment and vehicles, the service cannot be executed satisfactorily with the resultant frustrated customers. Furthermore, co-operation from Environmental Health with regard to follow-up’s of By-Laws. 5. Development Rationale To achieve a satisfactory and sustainable Waste Management Service for all residents/businesses and clients of Mogale City. 6. Key Strategic Objectives This Section’s key objective is to contribute in achieving the vision of Mogale City, particularly with regard to the provision of a clean and safe environment for everyone and in line with the Strategic Objective – Environmental stability. 7. Projects Purchasing pavement litter bins and no dumping signage Purchasing of 240l bins Landfill Management - Permitting & Construction of Luipaardsvlei Landfill & Magaliesburg Landfill Sites Placement of fleet and equipment [Refuse Removal Trucks etc. Purchase mass refuse containers Fit satellite tracking system to all vehicles 143 8. Alignment This sector plan makes up a part of the MCLM IDP as a whole and is in line with IWMP’s, WRDM and all National & Provincial Legislation/Policies. 144 5.5.7.2 LANDFILL MANAGEMENT 1. Introduction Mogale City Local Municipality presently operates two landfill sites in which nonhazardous solid waste is disposed; the Luipaardsvlei Landfill Site and the Magaliesburg Landfill Site. It is a fact that the amount of waste produced places increasing pressure on the landfills where the waste is discarded. Increasing amounts of land set aside for landfills could lead to further habitat destruction and species loss. However, it is also a fact that due to expanding economy, increased production of goods together with expanding population, more waste is generated and it is therefore necessary to have a place to dispose of the waste. The Luipaardsvlei and Magaliesburg landfill sites are presently operating without permits, which is statutory non-compliance. It is therefore critical to permit the two landfill sites in order to acquire a permit from the Department of Water Affairs and Forestry (DWAF) and to operate the site in accordance with DWAF’s Minimum Requirements for Waste Disposal by Landfill (2nd Ed.) 1998. All Waste Management Systems and programmes of Mogale city are aligned to all National and Provincial Legislation/Policies in particular, the Polokwane Declaration (2001). 2. Purpose The purpose of the landfill management service is the following Permitting, Construction and operation of two Landfill Sites that can handle all non-toxic waste in accordance with the Minimum Requirements for Waste Disposal by Landfill. Provision of Composting Site at the Landfill Site Construction and proper management of Recycling Plant on Site. Provision of building rubble and garden waste disposal facilities nearer to communities in the form of Drop-off facilities to reduce amount of waste dumped at the Landfill Site. 145 3. Process: The following process will be followed in this regard: Permitting, Expansion and Construction of Luipaardsvlei Landfill Site: A phased approach is instituted to this project, which will reach completion in 2013. The various phases include: 1. Permitting of the closure and expansion of the landfill site by DWAF 2. Building infrastructure (in the form of formal site offices, paving, landscaping) on the landfill site construction and access to the new site. 3. Extension of the landfill site, which includes the construction of the landfill cells. 4. Closure and Rehabilitation of the old site Permitting of the Magaliesburg landfill site: the process to take place during in 2004/5 following which the landfill will be managed in accordance with the statutory requirements Construction of Drop-Off facilities: It is envisaged that to cater for the whole of Mogale City, it will be necessary to build 20 drop-off facilities in total. A phased approach is therefore being ins 4. Situation Analysis The strengths of this Section include: The existence of a well-motivated work force. Institutionalisation of legal requirements Well experienced and skilled waste contractors managing the Site. The main weaknesses are the following: Delay in the permitting process Financial resources. Many opportunities exist: Better management of the landfill sites 146 statutory compliance conversion of the landfill into a regional landfill site The main threat to this service: Permitting process finalisation before the landfill runs out of airspaces Development Rationale To ensure Statutory Compliance and achieve environmental stability 6. Key Strategic Objectives This Section’s key objective is to contribute in achieving the vision of Mogale City, particularly with regard to the provision of a clean and safe environment for everyone to live in. 7. 8. Projects Construction and Permitting of Luipaardsvlei Landfill Site Permitting of the Magaliesburg landfill site Finalization of two drop-off facilities each financial year Alignment This sector plan make up a part of the MCLM IDP as a whole and are in line with IWMP’s, WRDM and National & Provincial Legislation/ Policies. 147 5.5.7.3 RURAL WASTE MANAGEMENT 1. Introduction There is minimum refuse removal in a large part of the rural areas of MCLM thus causing various forms of pollution. The refuse removal service is provided for businesses. This is exacerbated by the increase in population in rural areas and lack of housing, which has resulted in the growth of numerous informal settlements around rural areas of MCLM. This was inherited from the former Western Gauteng Service Council. Some of these lack formal waste management service with their waste often disposed of in nearby open spaces and rivers. The development of a Rural Waste Management Strategy commenced in the 2003/4 financial year and would be finalised in the 2004/5 financial year. This will be followed by implementation of the strategy, which will be an on-going process. 2. Purpose The purposes of the rural waste management strategy are the following: Develop and implement a strategy for waste removal in the rural areas. As the communities and businesses in the rural area have different needs from the urban areas in terms of waste management, it is important to develop and implement strategy best suited for the rural areas specific situation. Provide a weekly refuse collection, transportation and subsequent disposal service to rural areas 3. Process: The following process will be undertaken: Development of the strategy Call from proposals from various groupings including SMMEs, community & youth groups etc. in Rural Areas Implementation of waste management service 148 4. Capacity building for SMME/Youth and Community groups Situation Analysis The strengths of this Section include: The able people in rural areas who will be contracted to undertake refuse removal initiative for Council The main weaknesses are the following: Lack of appropriate equipment and vehicles in view of poor replacement of vehicles and equipment Shortage of personnel that is able to deliver. Many opportunities exist: Income generation through proper billing system of the refuse bins, improvement of the container services, opening washbay for public use The main threat commitment to extending the full service to all rural areas. 5. Development Rationale The purpose of the plan is to implement a waste management service for the rural areas of Mogale City by delivering a refuse removal and cleansing service to all rural areas in Mogale City in a sustainable way. 6. Key Strategic Objectives This Section’s key objective is to contribute in achieving the vision of Mogale City, particularly with regard to the provision of a clean and safe environment for everyone to live in. 7. Projects Call for proposal to provide waste management service to rural areas Implementation of the rural waste management strategy through provision of waste management services and other initiatives 149 8. Alignment This plan is premised from various pieces of South African legislation including the Constitution, the National Environmental Management Act (Act 107 of 1998), the Environment Conservation Act (Act 73 of 1989) and in particular, the Local Government Municipal Systems Act (Act 32 of 2000), which provide for core principles, mechanisms and processes for Municipalities. 150 5.5.7.4 RISK WASTE MANAGEMENT 1. Introduction MCLM does not have a facility for the disposal of hazardous and medical waste, resulting in expensive transportation of this waste to other facilities for disposal. This increases illegal dumping in order to avoid the cost of proper disposal. The Waste Sub-Directorate is initiating the Risk Waste Management Strategy, which will incorporate a strategic approach in dealing with this hazardous waste. 2. Purpose To develop a Risk waste management strategy for MCLM 3. Process: Development of a Risk waste strategy for Mogale City Implementation of initiatives of risk waste management 4. Situation Analysis The strengths of this Section include: The existence well established Ward Committees and Environmental Groupings within communities who will assist in driving the process. A developed Risk Waste Management Strategy The main weaknesses are the following: Lack of environmental protection in the communities Shortage of human resources within the Municipality to drive the process to full capacity Financial resources Many opportunities exist: Development of a Regional Incinerator A community that is aware of implications of unmanaged waste and how it affects the environment 151 Business opportunities for the SMME The main threat to this plan will be non-receptiveness of business, the community and industry to the programmes 5. Development Rationale This Section wants to use this plan to achieve a satisfactory and sustainable Risk Waste Management for all inhabitants of Mogale City. 6. Key Strategic Objectives This Section’s key objective is to contribute in achieving the vision of Mogale City, particularly with regard to the provision of a clean and safe environment for everyone to live in. 7. Projects Development of the Risk Waste Management Strategy including: Health Care Waste Management Hazardous waste management Implementation of the Risk Waste Management strategy 8. Alignment These sector plans make up a part of the South African legislation including the Gauteng Province Health Care Risk Waste Management Bill, the White Paper on Integrated Pollution and Waste Management in South Africa, National Environmental Management Act and the Environment Conservation Act. 152 5.6 MUNICIPAL PERFORMANCE MANAGEMENT SYSTEM Institutional Arrangements For PMS The following table below depicts various role and responsibilities of various stakeholders, ROLE PLAYER RESPONSIBILITY Municipal Council Approving the PMS, monitoring and reviewing the IDP in terms of the PMS. Councillors Encouraging the community to get involve in the development, implementation and review of the municipality’s performance, management system and, in the setting of appropriate key performance indicators and performance targets for the municipality. Providing input into the development and implementation of the PMS and the annual performance report. Municipal Manager Overall management and coordination responsibility to ensure that all relevant role players are involved and that the process is proceeding as planned. PMS Co-ordinator Day to day co-ordination and facilitation of the application of the PMS; fulfil the role of the “Performance Champion” which entails Supporting 153 other components in the ROLE PLAYER RESPONSIBILITY implementation of PMS Maintaining and managing the PMS database Heads of Departments Providing technical and sector expertise and (Directors) information relating to performance measures and targets. Implement and manage the PMS in their departments. Internal Auditor Auditing performance measures & performance report. ROLES AND RESPONSIBILITIES OF IDP STRUCTURES Structures Composition Roles and Responsibilities IDP Steering Committee Municipal Manager (IDP Provides Terms of Reference Manager) - Chair for planning activities Secretariat Commission Research Heads of Departments Considers inputs Chief Financial Officer Processes, summarises and documents outputs Makes content recommendations Prepares, facilitates and documents meetings IDP Forum Representative Executive Mayor/Mayoral Represent Committee Member the interests of their constituents IDP Steering Committee Provide Forum for discussion, (provide secretariat) 154 negotiation and decision Mayoral Committee making between stakeholders Councillors Ensure Heads of Departments between Organised communication stakeholders and Stakeholder representatives Groups Monitor performance of the Resource Persons planning and implementation Community process Representatives 7.2 Following below is diagrammatic representation of the institutional arrangement to be utilised in the development, implementation and review of the performance management framework: Mogale City Council Executive Mayoral Committee IDP Steering Committee Municipal Manager & Executive Management IDP Steering Committee IDP Representative Forum Project Task Team Ward Committees 155 The IDP planning and implementation structure we will be utilised in the development, implementation and review of the Performance Management Framework as follows: How the Performance Management is structured? a. Integrated Development Plan The Municipal System Act (2000) requires municipalities to develop a five-year based strategic plan, popularly known as the Integrated Development Plan, which will document the strategic vision, mission of the municipality and outline services delivery targets and development targets. In addition to this municipalities are furthered obliged by the Act to develop a performance management framework, which will clearly outline how the performance targets set for the IDP will be monitored. b. Strategic Imperatives and Objectives Mogale City’s performance management framework is anchored by the abovementioned five strategic imperatives set in the 2002/06 Integrated Development Planning: Following below is diagrammatic representation of the performance management framework. This diagrammatic representation reflects the interconnectedness of the key elements that constitute framework. The IDP projects falls within the set of structure strategic priorities as identified by Mogale City communities, council, and administrative arm. 156 Governance People Development Environmental Stability PMS Local Economic Growth The are five Social Development performance management areas aligned to the strategic imperatives and under each there are specific programmes that there the municipal administration undertakes. A structured set of generic key performance indicators have been developed for each of the performance area. These performance indicators are generic in the sense that the municipality determines specific targets for each year on an annual basis. 157 Key Performance Municipal Goal and Objectives Key Performance Indicators To promote a seamless, open, ethical, 98% debt recovery professional and accountable system 100% compliance with code of Area 1. Good Governance of governance through: conduct Promoting community participation; Ensuring social, ethical, Organisational structures in place 100% budget spent efficiently and political accountability; and effectively Annual IDP & Budget approved Developing credible information; by Council on time Achieving financial viability; Community Participation Fulfilling Batho principles 100% compliance with applicable legislative framework Publicity of the performance progress reports quarterly and annually 2. Development Social Top improve access to social services and infrastructure coordinating provision through of equitable % Reduction in basic services backlogs access to: % Increase of the households earning less than R1100 Water and Sanitation receiving free access to water Electricity and electricity Transport Roads Welfare Safety Health Housing Increase of BEE companies providing service to MCLM No of jobs created through the various MCLM programmes No of people benefiting from the poverty alleviation programme No of programmes targeting women, youth, and elderly % Of budget spent % Of budget funded through the grants % of budget spent on poverty alleviation Number of people benefiting from poverty alleviation 158 3. Environmental stability Facilitate integrated development that does not harm the ability of future generations to sustain themselves through: Preserve the heritage and awareness % Reduction in pollution levels 100% compliance with legislative obligations and Applicable policies and By-laws in place cultural sites No of SMME supported Promote fauna and flora of the 100% compliance on land fill site management Ensure appropriate waste and pollution education area of raising programmes co-ordinate the promotion of environmental awareness No No of jobs created through various programmes Coordinate the creation of an % Of income generated integrated set of by-laws and % Of budget spent regulations for environmental % budget funded through grants management No of joint ventures established 5 of budget spent of poverty alleviation Number of people benefiting from poverty alleviation 159 Key Performance Municipal area Objectives 4. Goal and Economic To coordinate the creation of & an enabling environment for Growth Development Key Performance Indicators Marketing and Communication Plan in place sustained economic growth and Public Transport plan in place development No of women, youth & disabled, through relevant the development initiatives Marketing the City to potential investors empowered in rural areas Develop a strong and integrated and Promote No of public private partnerships established transport Enabling policies an by-laws in place information No of jobs created through various infrastructure No of people with security of tenure programmes Agri-business % Of income generated and Eco-Tourism % Of budget spent Establish % Budget funded through grants No of joint ventures established % a regional chamber Budget alleviation 160 spent on poverty 5. People Ensuring excellence through No of Councillors and staff trained Management and competent and committed % Development personnel who reflect profiles development Developing 100% compliance to Human 100% compliance to applicable employment equity targets Promote sound labour Sound labour relations practices relations % Ensure levy legislation Resources skills received n rebate community demographic of institutional Reduction in grievance compliance transformation All performance contracts signed Promote % Reduction in staff turnover employment equity 161 and Monitoring And Performance Reporting The following reporting schedule will be followed: Performance Data Deliverable By whom To whom Supervisors Directors Gathering Timeframe Monthly Monthly Reports PMS Co-ordinator Quarterly Quarterly Directors Municipal Manager Performance Executive Directors Reports PMS Co-ordinator Mayoral Committee Municipal Council Provincial DDPLG Annual Annual Director Executive Director Performance Municipal Manager Reports PMS Co-ordinator Mayoral Committee Municipal Council Provincial DDPLG Each level in the municipal hierarchy takes responsibility for the performance of the organisation: At operational level Supervisors And Managers oversee the execution of action steps that contribute to the accomplishment of performance targets. The directors monitor the accomplishment of performance targets and submit regular reports to their respective executive manager. 162 At cluster level the Executive Directors consolidate the reports received and, together with their management teams, evaluate to what extent the performance targets and KPIs are being achieved. At strategic level the Municipal Manager and the Executive Management team review the performance of departments and evaluate to what extent the strategic goals of the municipality are being achieved. Linking Organisational And Individual Performance Management The performance of a municipality is integrally linked to that of the staff. If all the steps described in the preceding Chapters are expertly executed the municipality will still fail if the employees do not perform. It is therefore important to link organisational performance to individual performance and to manage both at the same time, but separately. The legislative mandate for measuring individual performance is found in section 57 of the Municipal Systems Act that requires the municipal manager and heads of department to sign performance contracts that must include, inter alia: Performance objectives, targets and timeframes; Standards and procedures for evaluating performance with the intervals for evaluation being indicated; and The performance objectives and targets must be practical, measurable and based on key performance indicators set out in the IDP. In order to ensure that this is achieved the Human Resource policy provides that the employment contracts of each employee has the following: Workscope Profile – This consists of the job description that sets out the requirements of the post and a profile of the incumbent that describes the 163 skills and competencies that an individual would require in order to succeed in the position. Individual Performance Plan – This consists of the details of the deliverables with key performance indicators, performance targets and target dates. Individual Skills Development and Performance Improvement Plan – This plan sets out the training needs of the individual and a programme for addressing these needs. Although the legislation only requires the municipal manager and heads of department to sign formal performance contracts it is also a requirement that all employees have job descriptions. These job descriptions must be aligned with the individual performance plan of the head of department. In this way all employees are working towards a common goal. It is however the responsibility of the employer to create an environment in which the employees can deliver on the objectives and targets set for them in their performance contracts and job descriptions. Auditing Of Performance Management System The Municipal Systems Act, 2000 (section 41(1)(c)) requires that as part of the municipality’s internal auditing process, the results of its performance measures be audited. Section 45 of the Act requires that the results of performance measurements in terms of section 41 (1)(c), must be audited as part of the internal auditing process and annually by the Auditor-General. All auditing must comply with section 14 of the Municipal Planning and Performance Management Regulations, 2001. In terms of regulation 14(1) it is the municipality’s responsibility to develop and implement mechanisms, systems and processes for auditing the results of performance measurements as part if its internal audit processes. The Regulations further recommend that the municipality establish a ‘performance management audit committee’ or utilise the audit committee. The operation of this committee is governed by section 14 (2) and (3) of the Regulations. 164 The Regulations require auditors to assess the functionality of the municipality’s performance management system as well as to ensure that it complies with the Municipal Systems Act. As part of the internal auditing process, the results of a municipality’s performance measurements must be audited. The internal auditor must: Continuously audit the performance measurements of the municipality; Report on the extent to which the performance indicators, comprising the social, economic and service delivery indicators are reliable in measuring performance on indicators; Submit quarterly reports on audits to the Municipal Manager and the Performance Audit Committee. The framework will be implemented according to the following schedule: 165 Requirements Developing that a PMS meets all legislative What Needs To Be Done By Whom By When Development of PMS linked to IDP MM Done HOD Writing up of PMS Framework PMS Coordinator requirements 20 February 2004 Implementation of PMS PMS framework to be approved by PMS Coordinator 28 February Executive Management Team MM 2004 PMS framework to be adopted by MM 31 Mayoral Committee PMS Coordinator 2004 PMS framework to be approved by MM 31 Municipal Council PMS Coordinator 2004 PMS Coordinator 31 arrangements for PMS and IDP IDP Coordinator 2004 Identifying suitable PMS database/ PMS Coordinator 31 Developing institutional software May May April 2004 Training of HODs or staff in the PMS Coordinator application of the PMS database Internal Reporting May Collecting April 2004 PMS Coordinator Monthly of PMS Coordinator Quarterly Presentation of quarterly reports PMS Coordinator Quarterly to Mayoral Committee MM reports monthly 31 from feedback HODs in the prescribed formats Prepare and submission quarterly reports to EXCO External Reporting Prepare and performance Submit reports quarterly to PMS Coordinator Quarterly PMS Coordinator Quarterly Annual Ward Committees; Province Prepare Annual Report for the Community, Province and national government Re-viewing evaluating system the and 5.1 Performance Audit Committee Internal Auditor PMS to review PMS framework, and OAG application of PMS System 5.2Implementation of the PMS Coordinator recommendation of the Internal MM Audit HOD 166 Annual 5.7 WATER SERVICE DEVELOPMENT PLAN The Mogale City Water Services Development Plan (WSDP) provides a comprehensive plan which deals with socio-economic, technical, financial, organisational and environmental issues. The document is a strategic plan and relates to- and impacting on the delivery of water and sanitation in Mogale City. The WSDP is seen as central to all other planning processes relating to the water sector in Mogale City, and provides extensive support to the IDP process. The water supply and sanitation services strategy is based on the Mogale City Local Municipality vision to provide a desirable city to live in, invest in and visit – it is a place where all people can enjoy a sustainable quality of life. Concurrently, it is the strive and responsibility of Mogale City Directorate Water and Sanitation to provide potable water in the correct quantity and quality to all registered water customers throughout Mogale City in the most efficient, affordable and sustainable manner and to progressively extend this service to those who do presently have access to the same; and to collect, treat and release all wastewater generated in Mogale City in a cost effective and environmentally sound manner, striving to minimise the potentially adverse impacts, while enhancing those with promise and potential. Key components to service delivery are considered to be the following: Service delivery to local and regional customers; community health; environmental quality; development, expand, operate and maintain infrastructure; affordable and financially viable services; people development and capacity building; optimise water resource utilisation and demand management; and compliance to legal and quality requirements. The Mogale City boundaries cover an area of more than 1 500 km2, of which 8% of the total area is serviced by a waterborne sewer reticulation system of approximately 1200 km network and 10 pumpstations. Six drainage areas, with its smaller sub-drainage areas have been identified and recorded in a detailed 167 Wastewater Masterplan. The drainage areas include 6 outfall sewers, which respectively contribute their wastewater loads to the three Mogale City bulk wastewater treatment plants (Flip Human WCW, Percy Stewart WCW and Magaliesburg WCW). A part of wastewater generated is reticulated to the Driefontein treatment works. The Mogale City treatment works are modern installations and were upgraded and extended as recently as 2002. The plants have total hydraulic capacities in excess of 71 Ml/day and organic capacities of up to 76 000 kg COD /day, with current status being under utilised hydraulically. Sludge are produced at a rate of 850 kl/day with a total solids concentration of 1.5 to 3.0% and are irrigated to a total of 130 ha of farmland for the beneficial use of instant lawn cultivation. All water and wastewater analysis and monitoring are done by a centralised support services unit – Scientific Services, which are completing preparation for ISO accreditation by December 2004. This unit is also responsible for the proactive monitoring, sampling and tariffing of 69 major wet industries in Mogale City, as well as the most predominant natural water environments and all reservoirs, through the implementation of the WRC developed NATSURV Industrial Classification System. The majority of stands in Mogale City residential areas are connected to a pressured metered water supply network. The bulk service provider to Mogale City is Rand Water through 19 connection points, and to lesser extent Johannesburg Water through 2 connection points. The bulk water is distributed through a network of 20 reservoirs/water towers and 1400 m distribution network, for which maintenance Mogale City is responsible. The demand distribution for the major areas shows highest consumption by Krugersdorp area (60%), Azaadville (19%) and Kagiso (16%). Water quality remains within the required SABS standards. A policy of Free Basic Water has been implemented and all connected consumers receive 6 kl free water 168 per month. Indigents receive free basic water, as part of a program to provide free services to registered indigents. Free Basic Water is also provided to informal settlements via standpipe installations. Substantial progress has been made in zone identification and metering, as part of a partnership program with Rand Water. The 45 zones in Mogale City are measured through 48 zone meters, many of which are supplied with pressure reducing valves (139 in total). Proactive programmes on pressure management have been undertaken, which include servicing and installation of PRV’s, setting at a minimum of 30 m pressure at critical points, (55 m averaged) and installation of pressure controllers. Such pressure management has resulted in a 10% reduction in Average Annual Daily Demand over the period 1998 - 2002. Unaccounted for water needs to be confirmed, but is estimated at 35%. The billed average consumption for water services equates to 1 22 097 kl, whilst the consumption bought by Mogale City is 1 861 636 kl. The average value of water bought amounts to R 4 297 608 for 2003/04. The provision of services to rural areas is in need of serious attention, both on policy / strategic level, as well as in terms of technical and budgetary viability. A niche area of backlog which has been identified in the replacement of existing water meters and installation of new prepayment water meters, following a policy decision to proceed the prepayment route. A total amount of 19 655-prepayment meters have been installed, amounting to more than R 8 million water purchases through this system. Mogale City remains one of the largest prepayment implementer in Southern Africa. Financial resources in terms of operational budget are being met at an average 6% escalation per annum. The total budgeted expenditure for FY 2002/03 was R 103 747 468, with an estimated total income for water and sanitation services of R 112 058 000. Actual OPEX and CAPEX to the fiscal year of 2003/04 will be available at year end June 2003. Dedicated auditing and financial assessment are being conducted in Mogale City during 2004 on aspects of revenue enhancement, to include prepayment. The capital budget is aligned with the IDP, as established 169 and supported through a process of proactive community consultation and participation. These processes include two extensive roadshows in December 2003 and March 2004, the implementation of Performance Management System, and close involvement amongst Portfolio Chairpersons, municipal officials, stakeholders and the community. The IDP programs related to water and sanitation in the Mogale City area for 2003/04 include; Prepayment water metering, water and sanitation to rural areas, 6 kl free water and free sanitation, reduce unaccounted water by 8%, Kagiso and CBD water renewals, new infrastructure in the Muldersdrift area, pumpstations security and upgrades, Lusaka 2&3 upgrades, and innovative programs such as biogas and reuse and reclamation of wastewater. Various partnerships, with amongst other Rand Water, Mvula Trust and Rand Water, will enhance delivery on these projects. The WSDP covers organisational capacity extensively, and points out the critical needs in terms of specialist human resources, especially on managerial and specialist levels 3 – 6. Efficient and sustainable development and maintenance of services may be compromised should these needs not be addressed as a matter of urgency. The baseline of progress in this regard is the implementation of the organisational microstructure, which was approved in 2003. The WSDP further identify key sector projects, based on forecasting - in detail (with budget estimates and time frames). These sector drivers include service delivery and customer care initiatives, water and wastewater infrastructure, institutional and management initiatives, human resource development, community health and environmental quality. The existing WSDP have been developed and updated with-in Mogale City Directorate Water and Sanitation, and will be further updated to meet the national target of October 2004. The plan was developed parallel with the PMS, IDP, SDF, Environmental Framework and Housing Strategies. The WDSP 170 update is due for completion by end April 2004 and will be submitted to Council after discussions with all relevant stakeholders (District, Provincial and others). 171 SECTION: VI ANNEXURES 172