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