Integrated Development Plan
2012 – 2013 towards 2016
“A Development Strategy for
Randfontein”
CONTENTS
1.
Preface
2.
Overview
3.
The Randfontein Context
4.
Institutional Framework
5.
Development Strategies
6.
Key Performance Areas
7.
Development Projects
8.
Planning and Outreach
Annexure:
A.
Legislative Framework
B.
Sector Plans
C.
IDP Action plan 2012/2013
D.
SALGA Letter
E.
Council Resolution 2011
F.
Council Resolution 30 March 2012
G.
Steering Committee Prioritised list 2012/2013
PART ONE – PREFACE
The Integrated Development Plan translates the long-term Strategy for Randfontein Local
Municipality – and in so doing shows how we will implement Randfontein’s future
development.
The Integrated Development Plan (IDP) and the associated Annual Performance Plans and
Budgets, as stipulated in the Municipal Systems Act (MSA) and the Municipal Finance
Management Act (MFMA), contain the detailed Operational Planning of Service Delivery, by
Department, for the financial year ahead.
These plans are directed by and anchored in our Long-Term Development Strategy. This
ensures that the Municipality delivers services in line with the Political and Community
ambitions and makes sure that the correct overarching decisions that relate to accelerated
economic growth and human development take place. In this way we drive all of our
developmental outcomes.
In achieving the above, the IDP also takes into account the key drivers in the Local Government
Development Landscape, some of which are listed below.

The African National Congress’ (ANC) discussion document “Building Developmental
Local Government”, which informed the 2006 Municipal Strategic Principles and
Imperatives. It remains important and continues to influence our thinking.

The Presidency’s Outcomes
The Presidency developed 12 key outcomes in terms of Municipal Service Delivery
(Cabinet Lekgotla, 20 to 22 January 2010). These outcomes include:

Improving the quality of basic education;

A long and healthy life for all South Africans;

All people in South Africa feeling safe;

Decent employment through inclusive economic growth;

A skilled and capable workforce to support an inclusive growth path;

An efficient, competitive and responsive economic infrastructure network;

Vibrant, equitable and sustainable rural Communities with food security for all;

Sustainable Human Settlements and improved quality of household life;

A responsive, accountable, effective and efficient Local Government System;


Environmental assets and natural resources – well protected and enhanced;

The creation of a better South Africa and contribution to a better and safer Africa and
World; and

An efficient, effective and development oriented Public service and an empowered,
fair and inclusive Citizenship.
The Gauteng 2055 Strategy
The Gauteng Provincial Government is soon to launch its long-term Vision and Strategy
entitled “Gauteng 2055”. It is beneficial that this process is taking place at the same time
as our own Strategic Planning, thus allowing for full alignment.

The 2011 Local Government Manifesto
The Manifesto addresses the main challenges we face in our Communities and within
Local Government (i.e.: reducing unemployment; access to better quality basic services;
overcoming the legacy of apartheid spatial development; strengthening Community
Participation; and building effective, accountable and clean Local Government).
This Manifesto has been adopted by Randfontein Local Municipality and it is our
commitment to address these challenges, namely:

Creating the conditions needed for an inclusive economy that will reduce
unemployment, poverty and inequality and produce decent jobs and sustainable
livelihoods;

Available access for more of our People, especially the Youth, to adequate education
and training to enable them to participate productively in the economy and society;

Better quality health care that is accessible, including the introduction of National
Health Insurance;

More and more Rural Communities benefitting from investment in basic services
(Water, Electricity, Sanitation and Roads) and empowered to end hunger by
productive use of available land. A modernized Countryside and brings dignity to
Rural Dwellers;

Safer Communities with serious and priority crimes reduced, corruption defeated
and the Criminal Justice System radically improved.

Improving all Public Services and broadening the access to them;

Building more united, non-racial, integrated Communities;

Promoting more active Community Participation in Local Government; and

Ensuring more effective, accountable and clean Local Government, working together
with National and Provincial Government.
Local Government has the critical role in the implementation of these Manifesto
Commitments, being the closest sphere of Government to the People and the first point of
contact with Communities.
Setting the Political Priorities
A range of consultative processes have been completed in the writing of this IDP and they have
enabled us to develop and refine Randfontein’s long-term Political Priorities (See below):
Political Priorities 2011 - 2016


To add to the solid foundation already in place for:
-
Supporting the poor;
-
Building a diverse and inclusive economy;
-
Building quality Communities;
-
Ensuring resources are secure and environments sustainable;
-
Achieving social inclusion; and
Promoting good Governance.
To focus on social cohesion and Citizen commitment when transforming
Randfontein;

To serve Citizens in the role of an Activist Local Government, demonstrating
our belief in the importance of transforming any Apartheid divisions;

To deal with the tough challenges and make the hard Strategic choices; and

To collectively own this Strategy through Stakeholder engagement and widespread consultation.

To further strengthen the voice of Communities and ensure that adequate
support is provided for empowerment of Communities on decision-making
processes affecting their lives;

To review and strengthen the Legislative Framework where necessary for
Ward Committees and Community Participation;

To ensure that all Ward Committees are fully functional and better resourced;
and

To work together with Communities to support Community-initiated Social
Activities such as burial societies, stokvels, religious groups and so on.
In summary, this IDP contains our chosen development path for Randfontein. It provides us
with a clear and solid foundation to:

Confront complex challenges and make long-term strategic choices;

Stimulate public interest in and action towards future outcomes;

Initiate Development Projects; and

Implement our Operational Plans.
In the event of any tensions arising between conflicting priorities, it will require careful
mediation using:

All available know-how;

Effective Intergovernmental Partnerships;

The Participation of Communities; and

Appropriate Legislation and Regulations.
PART TWO – OVERVIEW
The Municipal Systems Act (2000) states that each elected Council should develop and adopt an
Integrated Development Plan at the start of its elected term of Office. In compliance with this,
Randfontein has developed its 2011/12 IDP.
This Plan is informed by National and Provincial Government Priorities, Political Priorities,
Emerging Trends and Community-Related Issues.
A depiction of the planning relationship between all of these components is shown below:
National,
Provincial and
Community
National trends
Provincial trends
Inputs from the Public Participation and Petitions Processes
Political Office
Bearers of
Randfontein
Prioritisation of the above into a Long-Term Development
Strategy for Randfontein
Municipal
Administration
Translation of the above Development Strategy into an Integrated
Development Plan, which breaks down Randfontein’s Long-Term
Development Objectives into a 5-Year/and Annual Action Plan
for implementation
Operational
Annual Action Planning for Service Delivery by Directorate
linked to budgets and performance agreements.
This IDP is made up of eight parts, outlined below:
Part 3: The Randfontein Context
This provides a brief overview of the Randfontein area and presents a context within which
Planning can take place.
Part 4: Institutional Framework
This Chapter articulates the broad institutional framework of Randfontein Local Municipality as
well as Randfontein’s Governance Model.
Part 5: Randfontein’s Development Strategies
This Section aims to provide an overview of the Development Goals and Vision of Randfontein.
Part 6: Key Performance Areas
In order to measure performance, Randfontein has developed Key Performance Areas and
Indicators for its programmes. This section will be reviewed and updated on an annual basis, to
ensure that Randfontein’s performance is measured accurately and that interventions respond to
the emerging development imperatives.
Part 7: Development Projects
This section gives details of the actions planned for implementation in the current year.
Part 8: Planning and Outreach
This Chapter includes details of Randfontein’s approach to Integrated Development Planning
and Community Participation.
PART THREE – THE RANDFONTEIN CONTEXT
Randfontein Local Municipality serves as local municipality in the Municipal Management Area
GT482, which is ±475km² in extent. The locality is depicted on Map 1 below.
Map 1
The West Rand District’s provincial roads, namely, the N-12, N-14, R28 and R559, offer
potential in terms of future economic development.
Randfontein‘s contribution to the Province lies within the mining sector and Randfontein also
fulfils a residential function for many people working in Johannesburg, Pretoria, Potchefstroom
and Van der Bijl Park.
DEMOGRAPHICS
Total Population
Total population for Randfontein is as follows:
MUNICIPALITY
Randfontein
Source:
2008
139878
2009
140302
2010
147232
2012
149285
Global Insight Data & Stats SA Census 2012
Population Growth
The total population of Randfontein was estimated at 136 700 in 2006. The population growth
from 2006 to 2010 is 5%, with the current population estimated at 147232.
The total population of Randfontein was sitting at 149 285 in 2012 as per results from the Stats
SA Census 2012.
Age and Gender
The figure below illustrates the age and gender profile:
Percentage
Source:
Global Insight Data 2011
Randfontein differs slightly from other parts of the West Rand, in that it is slightly female
dominant (50.6%) This trend is throughout the gender structure with the exception of the age
group “younger than 14” which is slightly male dominant. The working age-group (15 to 64) is
the largest and makes up 65.5% of the local population. The elderly group (above 65) constitutes
only 6.1% of the population.
Racial Composition
The racial composition is dominated by the African group (79.2%), followed by White (10.7%),
Coloured (10.1%) and Asian/Indian (0.1%):
2012 (%)
69.18
20.06
9.79
0.43
100.0
POPULATION GROUP
2001 (%)
2011 (%)
African
68.9
79.0
White
20.6
17.9
Coloured
10.3
1.9
Asian/Indian
0.2
1.0
Total
100.0
100.0
Source:
Global Insight Data 2011 & Stats SA Census 2012
The proportion of the Coloured group has decreased between 2001 and 2006. The White group
has also declined and the African group increased proportionately from 68.9% in 2001 to79.0%
in 2011.
In 2012 we see the African group take a turn and decrease by a full 10%, the white group
increases in 2012.
Household composition
More than half (54%) of households in Randfontein are made up of core families.
Other
4.5%
Household headed by child
1.7%
Extended Family
8.1%
Single Parent
14.6%
3.4%
Grand Parents with grandchildren
Single Person
10.0%
Communal
3.7%
Core Family
54.0%
0%
10%
20%
Source: Randfontein Socio-Economic Survey (2006)
30%
40%
50%
60%
2012 Household Composition
Total
Male
Female
Black African
19810
11010
Coloured
2169
1475
Indian or Asian
123
23
White
6466
2034
Other
167
21
Total
28735
14563
30820
3644
146
8500
188
43298
Source: Stats SA Census (2012)
A core family is defined as “parents who live with their own children in a house”. This is
followed by single parent families (14.6%), single people (10%) and extended families (8.1%).
The majority of households are headed by men (60.3%) and then women (29.1%):
Pensioner/Retired
Person
Child
9.6%
1.1%
Woman
29.1%
60.3%
Man
0%
10%
20%
30%
40%
50%
60%
70%
Source: Randfontein Socio-Economic Survey (2006)
It should be noted that 1.1% of households are headed by children.
Pensioners and retired adults account for 9.6% of household heads.
In terms of dependents:

90% of household heads have less than 6 dependants to support on their income;

while another 9% have to support between 5 and 11 dependants; and

0.7% of household heads have to support more than 10 dependants with their income.
More than 80% of households in Randfontein have less than 6 people who reside there on a
permanent basis.
NUMBER OF DEPENDANTS PERCENTAGE OF HOUSEHOLDS
5 Dependants or less
90.3
6 To 10 dependants
9.0
11 To 15 dependants
0.6
16 Dependants or more
0.1
Total
100.0
Source: Randfontein Socio-Economic Survey (2006)
Head/Acting head
Husband/Wife/Partner
Son/daughter
Adopted Son/Daughter
Stepchild
Brother/sister
Parent Mother/Father
Parent-in-law
Grand/Great-Grandchild
Son/Daughter-in-law
Brother/Sister-in-law
Grandmother/Father
Other relative
Non-related person
Unspecified
Not applicable
Total
Source: Stats SA Census (2012)
Male
Female Total
32377
15423
47800
2344
20054
22398
23130
22728
45858
313
319
632
592
490
1082
2332
1661
3993
206
643
849
70
209
279
6346
6315
12661
383
448
831
381
317
698
27
84
111
3993
3744
7737
1120
1156
2276
1271
808
2079
74885
74399 149284
Household size is generally regarded as average and in line with other metropolitan regions of
South Africa.
Within Randfontein, the household sizes are as follows.
NUMBER
PERCENTAGE OF HOUSEHOLDS
1 person
9.0
2 people
19.0
3 people
19.2
4 people
19.8
5 people
13.9
6 people
7.8
7 people
4.7
8 people
3.0
9 people
1.6
10 people
0.9
More than 10 people
1.1
Total
100.0
Source: Randfontein Socio-Economic Survey (2006)
No. of People/Persons
1 Person
2 People
3 People
4 People
5 People
6 People
7 People
8 People
9 People
10+ People
Total
No. of Households
11270
9357
7299
6690
3881
2165
1246
613
348
428
43297
Source: Stats SA Census (2012)
Provision of Housing
The Table below illustrates percentage distribution of dwelling types in Randfontein. The
majority of households reside in brick structures on separate stands (62.1% during 2006). This is
followed by informal dwellings (9.7%).
DWELLING TYPE
Very formal
Formal
Formal
Other
Total
Source:
2011
48.5
33.8
15.4
2.2
100%
Global Insight Data 2011
The distribution of dwelling types in Randfontein has remained fairly constant since 1996 with
the following exceptions:

The number of households residing in brick houses on separate stands has increased.

The portion of informal dwellings on their own stands has increased, but the percentage of
informal dwellings in backyards has decreased.
The number of households in Randfontein has grown from 27000 in 1996 to 44 596 in 2011, an
increase of 65%.
Type of Main Dwelling
House or brick/concrete block structure on a separate stand or yard or on a farm
Traditional dwelling/hut/structure made of traditional materials
Flat or apartment in a block of flats
Cluster house in complex
Townhouse (semi-detached house in a complex)
Semi-detached house
House/flat/room in backyard
Informal dwelling (shack; in backyard)
Informal dwelling (shack; not in backyard; e.g. in an informal/squatter settlement or on a farm)
Room/flatlet on a property or larger dwelling/servants quarters/granny flat
Caravan/tent
Other
Unspecified
Not applicable
Total
Source: Stats SA Census (2012)
No. of Dwellings
27344
83
1813
252
763
186
3782
4722
3639
501
57
158
43300
Income Levels
As indicated in the table below, the distribution of income among employed people grew from
R3 414 in 2001 to R3 514 in 2006. In 2012 the average income per person was estimated at
R 1 500 per month.
INCOME AMONG THE EMPLOYED IN RANDFONTEIN LM, 2001, 2006 &
2012
2012
Individual monthly income
2001
2006
(%)
(%)
(%)
R 1 – R 400
9.7
10.1
11.79
R 401 – R 800
16.5
15.9
3.33
R 801 – R 1 600
25.7
25.2
10.37
R 1 601 – R 3 200
22.5
22.0
7.80
R 3 201 – R 6 400
15.7
15.7
6.69
R 6 401 – R 12 800
7.2
7.7
5.63
R 12 801 – R 25 600
1.9
2.4
3.82
R 25 601 – R 51 200
0.4
0.6
1.08
R 51 201 – R 102 400
0.2
0.3
0.19
R 102 400 – R 204 800
0.1
0.1
0.10
R 204 801 – and more
0.0
0.0
0.07
Total
100.0
100.0
100.0
Average weighted monthly income
R 3 414 R 3 514
R 1 500
Source: Randfontein Socio-Economic Survey - 2006 and Stats SA – 2001 & 2012
Household income is shown below:
Randfontein LM Monthly household income, 2006
(Calculated at 2001 prices)
Total Monthly Household Income
2001
2006
(%)¹
(%)
R 1 – R 400
2.0
2.4
R 401 – R 800
9.5
12.1
R 801 – R 1 600
16.2
24.8
R 1 601 – R 3 200
25.2
25.5
R 3 201 – R 6 400
22.0
14.7
R 6 401 – R 12 800
15.4
13.4
R 12 801 – R 25 600
7.1
5.4
R 25 601 – R 51 200
1.9
1.0
R 51 201 – R 102 400
0.4
0.1
R 102 400 – R 204 800
0.2
0.4
R 204 801 – and more
0.1
0.3
Total
100.0
100.0
Weighted monthly income
R 5 241 R 5 798
(1) Statistics South Africa (2001) (2) Randfontein Socio-Economic Survey - 2006
Total Monthly Income
No. of
Households
No Income
R 1 - R 4800
R 4801 - R 9600
R 9601 - R 19 600
R 19 601 - R 38 200
R 38 201 - R 76 400
R 76 401 - R 153 800
R 153 801 - R 307 600
R 307 601 - R 614 400
R 614 001 - R 1 228 800
R 1 228 801 - R 2 457 600
R 2 457 601 or more
Total
Source: Stats SA Census (2012)
Percentage
5344
1427
2301
6474
7704
6720
5327
4542
2565
675
115
102
43296
12.34%
3.30%
5.31%
14.95%
17.79%
15.52%
12.30%
10.49%
5.92%
1.56%
0.27%
0.24%
100.00%
The poverty line (MLL – Minimum Living Level) is R 1 950 according to the BMR (average
household size). A recent survey indicated that there has been an increase nationally in the
number of households living under the MLL to an estimated 39.4%.
The percentage distribution of monthly income among households in Randfontein shows that the
majority of households (60.7%) earn above the MLL poverty line with 27.7% of households
classified as poor.
Household Access to Municipal Services
Energy
Electricity usage per household is shown below:
ELECTRICITY USAGE
Electricity for lighting only
Electricity of lighting and other purposes
Not using electricity
Total
Source:
Global Insight Data 2011
Usage
Electricity
Gas
Paraffin
HOUSEHOLDS
329
32978
11289
44596
Households
36588
100
1336
Candles (not a valid option)
Solar
None
Unspecified
Not applicable
Total
Source: Stats SA Census (2012)
5088
87
100
43299
Refuse removal
The frequency and method of refuse removal and disposal in Randfontein is illustrated below.
The majority of households receive a weekly refuse removal service by the Municipality.
FREQUENCY / METHOD
1996
2001
(%)
(%)
Removed by local municipality once a week
70.5
74.4
Removed by local authority less often
5.7
3.0
Communal Refuse Dump
1.2
0.8
Own Refuse dump
16.1
19.8
No refuse dump
3.3
2.1
Other
2.5
0.0
Total
100.0
100.0
Source:
(1) (2) Statistics South Africa (1996 to 2001)
(3) Randfontein Socio-Economic Survey (2006)
2006
(%)
70.1
2.7
1.5
23.4
2.3
0.0
100.0
23.4% of households make use of their own refuse dump, but 2.3% have no access to a refuse
disposal facility at all.
Method
Removed by local authority/private company at least once a week
Removed by local authority/private company less often
Communal refuse dump
Own refuse dump
No rubbish disposal
Other
Unspecified
Not applicable
Total
Source: Stats SA Census (2012)
No. of Households
34111
437
925
5785
1746
297
43301
Sanitation
The majority (81.5%) of households in Randfontein have access to a water-borne flush toilet.
Another 0.5% makes use of chemical toilets.
This means that 18% of households have to make use of alternative toilet facilities. (i.e.: pit
latrines). It should also be noted that 0.5% of households still make use of buckets.
SANITATION FACILITY
Flush toilet connected to sewerage system
Flush toilet with septic tank
Chemical toilet
Pit latrine with ventilation
Pit latrine without ventilation
Bucket Latrine
Other
Total
Source:
Global Insight Data 2011
SANITATION FACILITY
None
Flush toilet (connected to sewerage system)
Flush toilet (with septic tank)
Chemical toilet
Pit toilet with ventilation (VIP)
Pit toilet without ventilation
Bucket toilet
Other
Unspecified
Not applicable
Total
Source: Stats SA Census (2012)
1996
(%)1
85.9
2011
85.2%
9.8
7.5%
0.5
3.7
100.0
0.7%
6.6%
100%
No. of Households
481
34347
2384
122
642
4893
241
189
43299
The next Table illustrates the level of household access to water in Randfontein. The majority
(95.5%) of local households have access to piped water (2006). This implies that 4.5% of
households have to make use of alternative sources of water.
In this regard, 1.2% of households depend on boreholes while another 1.1% use rain water tanks.
Water vendors have become active within Randfontein and typically charge a higher rate for
drinking water than the Municipality.
SANITATION FACILITY
Piped water in dwelling
Piped water inside yard
Piped water on community stand (less 200m)
Piped water on community stand (more than
200m)
Borehole
Spring
Rain Water Tank
Dam/pool/stagnant water
River/Stream
Water vendor
Other
Total
Source:
Global Insight Data 2011
Sanitation Facility
Regional/local water scheme (operated by
municipality or other water services
provider)
Borehole
Spring
Rain water tank
Dam/pool/stagnant water
River/stream
Water vendor
Water tanker
Other
Not applicable
Total
Source: Stats SA Census (2012)
2001
52.4
33.9
2011
58.1
16.9
5.1
14.9
7.2
0.9
0.0
0.0
0.0
0.1
0.0
0.3
100.0
1.2
8.8
100.0
No. of Households
36797
5294
35
78
19
17
128
640
293
43301
Access to telephone facilities in Randfontein shows the majority (53.1%) of households have
direct access to a landline based phone or a cell phone.
TELEPHONE ACCESS
1996
(%)
Telephone in dwelling and cell phone
Telephone in dwelling only
Cell phone only
At a neighbour nearby
At a public telephone nearby
At another location nearby
At another location not nearby
No access to a telephone
Other
Total
43.2
7.3
36.5
4.1
0.8
6.6
1.2
100.0
2001
(%)
17.5
11.2
23.9
5.3
37.9
1.2
0.7
2.2
0.0
100.0
2006
(%)
16.7
12.3
24.1
7.1
36.2
1.2
1.1
1.3
0.0
100.0
Telephone access in 2012 was summarised to everyone that had access or not.
Yes
No
6466
Source: Stats SA Census (2012)
36834
Total
43300
ECONOMIC PROFILE
Economic Development Profile
Formal employment in Randfontein grew from an estimated 27 506 jobs in 2001 to about 29 000
during 2006 (i.e. 0.9% p.a.).
The following figure illustrates the sectoral contribution to formal employment in Randfontein.
Source: Randfontein Socio-Economic Survey - 2006 and Quantec Research - 2006
It is clear that the formal employment opportunities are in Governmental Services (34.3%),
followed by Trade (17.3%) and Manufacturing (16.0%).
Economic Analysis
The West Rand Region‘s Gross Domestic Product (GDP-R) in comparison to the Gauteng
Province at current prices (R 1000), shows that it is still the poorest region in contributing to the
Gauteng GDP. One reason could be that most of the people residing in the West Rand work in
other areas such as Johannesburg and Pretoria.
Economic performance
Sector Contribution (to GDP (2011 average :)
AVERAGE GROWTH IN GDP
Agriculture
Mining
Manufacturing
Electricity
Construction
Trade
Transport
Finance
Community Services
Total Industries
2011%
1.3
40.3
11.9
1.7
3.3
8.4
3.6
12.3
17.2
100%
PART FOUR – INSTITUTIONAL FRAMEWORK
The key role of Randfontein Council is to focus on Legislative, Public Participatory and
Oversight Roles. Its principal and most substantive role is however that of a lawmaker and to
facilitate political debate and discussion.
The Executive Function is delegated to the Executive Mayor and the Mayoral Committee and is
responsible for day-to-day decision-making and operational oversight.
Section 79 Portfolio Committees hold the Executive Mayor, Members of the Mayoral Committee
(MMCs) and Officials accountable for executive decisions about planning, spending and service
delivery. These committees are chaired by a councillor other than an MMC.
Political Leadership
Councillor Mzikayifane Khumalo is the Speaker of Council and is the chairperson of Council
presiding over Council meetings. Other responsibilities include ensuring that Council meets and
that the meetings are held in an orderly fashion in accordance with the rules and orders of
Council.
Section 79 Portfolio Committee Chairpersons have been appointed to lead portfolio committees
whose responsibility is to oversee the work of related sectors. These committees monitor the
delivery of the Executive and report to Council.
Political Party Whips are representatives of all the recognized political parties represented in
Council and collectively are called the Whippery. The whips are the political managers of their
individual parties but also have the responsibility to ensure cross-party co-ordination of the
political work of Council.
Standing Committees are permanent committees established to deal with Council matters. Unlike
Section 79 Portfolio Committees, Standing Committees have delegated decision-making powers
relating specifically to the legislative branch of Council and are required to submit reports to
Council.
With the exception of the Municipal Public Accounts Committee, all Standing Committees are
chaired by the Speaker of Council.
Committee
Rules Committee
Petitions and Public
Participation





Ethics Committee




Programming
Committee

Municipal Public
Accounts
Audit Committee



Roles
Develops and approves rules for proceedings;
Determines focus areas to capacitate Councillors; and
Allocates members to various committees.
Ensures proper and on time responses to petitions
directed to Randfontein’s departments;
Ensures enhancement of public participation with
rigorous monitoring of all public participation processes
and systems;
Monitors functioning of Ward Committees; and
Ensures incorporation of Ward need.
Ensures declarations of financial interest and compiles
the Register of Financial interest annually; and
Considers any alleged breaches of the Code of Conduct
of Councillors.
Considers and approves items/motions for the Council
agenda and refers to section 79 Committee for oversight
and Scrutiny. The Whippery through the Council Whip
determines the allocation of speaking time.
Provides political oversight of financial management
and accounts.
Reviews the financial reporting by the external auditors
and reviews the activities of internal audit; and
Provides independent oversight of financial
management and accounts.
The Executive Mayor, assisted by the Mayoral Committee, leads the executive arm of the
Municipality. All executive powers are vested in the Executive Mayor.
The Executive Mayor is accountable for the overarching strategic direction of Randfontein and
takes political responsibility as directed by Council and assigned by legislation.
Councillors are appointed at the behest of the Executive Mayor as Members of the Mayoral
Committee (MMC). Each MMC is responsible for a portfolio and is accountable directly to the
Executive Mayor.
The Executive Mayor Councillor Sylvia Thebenare is supported by her Mayoral Committee
made up as follows:
PORTFOLIO
Development Planning
Social Services
Corporate and Support Services
Finance
Infrastructure
Waste & Environment
MMC
Cllr. S. Matakane
Cllr. T. Matuwane
Cllr. X. Ntsepo
Cllr. T. Grobler
Cllr. A. Sampson
Cllr. T. Kimane
Public Safety
Local Economic Development
Cllr. B. Mahuma
Cllr. L. Matshuisa
Administration
The institutional framework consists of the Office of the Mayor and the Municipal Manager that
serve as the administrative centre. The Municipal Manager is the overall manager of municipal
affairs and the Chief Accounting Officer.
She has overall strategic as well as day-to-day responsibility for the operations of the Executive.
All Directors are answerable to the Municipal Manager, who chairs the management team.
The Administration Structure is shown below:
EXECUTIVE MAYOR
Executive Mayor
OM01
3X Driver/VIP protection
(L9) (1V)
OM 02
Personal Assistant
(L6)
OM03
Receptionist
Secondment from
Traffic
OM04
Office Manager
(L3) TCT
OM05
Special Projects
Coordinator
OM06
Office of the Chief Whip
Administrator (L10)(TCT)
Mr.
OM07
Communications
Coordinator
(L5)
OM08
Youth Development
Coordinator (L8)
OM11
Admin Assistant (6)
OM09
Support Staff (L13)
Secondment
from CSS
OM10
1
SPEAKER
Speaker
(CTC)
OS01
Personal Assistant
(L 7)
OS02
Office Manager
(L3) CTC
OS03
Ward Committee
Coordinator
(L7) CTC
OS04
Councilor Support
Officer (L7) CTC
OS05
2x Community Liaison
Officers (L9) CTC
OS06
Administrator MPAC (L8)
MM15
2
COUNCIL WHIP
Council Whip
Personal Assistant (L6)
DP02
Office Manager &
Secretary of Caucus (L3)
Administration Officer
(L6)
6
CORPORATE SUPPORT SERVICES
High Level:
CORPORATE
SERVICES
Director Corporate
Support Services (L1)
CTC
CSS01
Personal Assistant (L7)
CSS02
Unit Head Admin and
Legal (L2)
CSS03
Section Manager
Administration (L3)
(CTC)
CSS07
Unit Head: IT (L2) CTC
CSS26
Legal Advisor
(L3) CTC
CSS04
Section Manager IT (L3)
CSS27
Unit Head: HR (L2) (V)
CTC
CSS26
Section Manager HR (L3)
CTC
CSS31
4
FINANCE
High Level:
FINANCE
Director Finance/CFO
(L1) CTC
FN01
Personal Assistant (L8)
FN02
Unit Head: Finance (L2)
FN03
Section: Fin Planning
and Treasury
Section Manager: Fin
Planning . TCT
(L3)
FN04
Sub-Section:
Fin Planning
Su-Section:
Treasury
Fin Admin
Assets
Section: SCM
Section Manager SCM
(L3)TCT
FN10
Sub-Section:
Suppl Perf &
Disp Man
Section: Expenditure
Section Manager Exp
(L3) TCT
FN37
Consumable
Assets
Section: Revenue
Section Manager: Rev
(L3)CTC.
FN20
Payroll
SubSect:Debtors
Sub-Sect:
Billing
Creditors
SubSect:Admin
Sub-Sect:
Pay Point &
Cash Admin
Sub-Sect:
Demand &
Acquisition
Sub-Sect:
Assets Man
Section: credit Control &
Debtors. Sect Man credit
Control (L3) TCT
FN29
Logistics
5
DEVELOPMENT PLANNING
Directorate
Development Planning
High Level
Director: Development Planning
and Human Settlement(L1) TCT
DP01
Personal Assistant (L7)
DP02
Unit Head: Development
& Town Planning (L2) (V)
DP03
Unit Head: Housing &
Property Administration
(L2) TCT
DP17
Section Manager:
Building Maintenance &
Auxiliary Services
DP 25
Unit Head Valuation
Services (L2) TCT
DP24
Section Manager:
Town Planning (L3)TCT
DP04
6
LOCAL ECONOMIC DEVELOPMENT
Directorate: Economic
Development- High
Level (Proposed for the
long term)
Director: Economic
Development (L1) (V)
Personal Assistant (L7)
(V)
Section Manager: LED
(L3) TCT
DP11
LED Officer:
Urban & Industrial
Development (L7)
DP12
1X LED Assistant
(L9) (V)
DP15
LED Officer:
SMME Dev (L7)
DP13
1x LED Admin(L10)
DP10
LED Officer: Rural &
Agric Dev (L7)
DP14
1X LED Assistant (L9)
(V) Rural & Agric
Dev
DP16
7
SOCIAL SERVICES
SOCIAL SERVICES
DIRECTORATE
Director Social Services (L1)
TCT
SS01
Administrator (L10) (V)
New Post
SS03
Personal Assistant (L7)
SS02
Unit Head: Sports, Recreation,
Arts and Culture (L2)
SS21
Unit Head: Health and Social
Development (L2)(V)
SS04
Booking Clerk(L11)
SS22
Section Manager:
Health and Social
Development(L3)
SS05
Section Manager:
Sports, Recreation, Arts
and Culture (L3)
SS23
Supervisor : Health and
Social Development(L4)
SS06
Supervisor Libraries and
Information services
(L5)
SS24
Supervisor Sports ,
Arts, Culture and
Recreation(L5)(v)
SS30
8
PUBLIC SAFETY
PUBLIC SAFETY
DIRECTORATE
Director Public Safety (L1)
TCT
PS01
Personal Assistant (L7)
PS02
Unit Head: Licensing(L3)
TCT
PS03
Senior Licensing
Officer (L6)
PS05
Management
Representative (L5)
PS11
Unit Head: Law
Enforcement (L3) TCT
PS18
Sup Law Enforcement
Operations(L5)
PS20
Sup Law Enforcement
Admin (L5)
PS29
Senior Testing Officer
(L6)
PS13
9
WASTE AND ENVIRONMENTAL SERVICES
Directorate Environment &
Waste Management
Services
Director: Waste and
Environmental Services (V)
Unit Head: Waste &
Environmental Services (L2)
TCT
Section Man: Waste
Management(L3) TCT
IF76
Section Man:
Environmental
Services(L3) TCT (V)
IF76
Section Man: Parks,
Cemetry,Streets(L3) TCT.
IF90
10
INFRASTRUCTURE
INFRASTRUCTURE
DIRECTORATE
DIRECTOR: INFRASTRUCTURE
(L1) TCT
IF01
Super: Administration.
(L5)
IF03
Personal Assistant (L7)
IF02
4x Administrators. (L10)
IF04
3x Help Desk Operators
(L11 )
IF05
Unit Head Civil Services
(L2) (V)
IF33
Unit Head Electrical
Services (L2) (V)
IF06
Section
Manager:
Electrical
Services (L3)
TCT
IF12
Section
Man:
Roads &
Storm
Water
(L3) TCT
IF34
Section
Man:
Water
and
Sanitation
(L3)TCT
IF47
Section Man:
Building
Maintenance
and Auxiliary
Services(L3)
IF74
Manager
PMU(L3)
TCT
MM05
11
Municipal Directorates
Randfontein Local Municipality has a number of Directorates, each delivering key public
services to the residents of Randfontein:


Social Services
This function includes arts, culture and heritage; sports and recreation; libraries and
information services; social services; and health services. The function encompasses policy
development and support services.
The Vision of Randfontein includes personal growth and social mobility to overcome
challenges of poverty and vulnerability, inequality and social exclusion. In support of this,
long-term goals include:


Addressing poverty through extension of basic service infrastructure;

Uplifting marginalised communities through community-based initiatives and
programmes; and

Social cohesion through integrated community development initiatives in arts,
heritage and cultural programmes as well as sports.
Corporate Support Services
This ensures the efficient and effective utilization of common resources, systems and
administrative processes to enable management and for the service delivery Directorates to
perform optimally. The primary services include Human Resources Services; Labour
Relations; Occupational Health and Safety; Facilities Management and Maintenance; Fleet
and Contract Management; and Administration and Support.
Its long term goals include:


Safe, clean and accessible buildings;

World-class Human Resource services;

Comprehensive fleet and asset management services; and

A comprehensive administrative ICT and support service to the Municipality and its
stakeholders.
Local Economic Development
Responsible for the implementation of the Municipality’s long-term economic
development actions. Its primary role is to facilitate economic growth for Randfontein,
collaborating with other spheres of government, the private sector and other stakeholders.
Its long-term goals include:


Diversification of the local economy so;

A local economy with strong links to the national, regional and global economy;

A robust and growing domestic market for locally produced goods and services and
sustainable expansion of household demands; and

Equitable sharing of the gains from economic growth.
Environmental Management
Focuses on environmental policy, air quality control conservation, open spaces and
management of environmental regulatory services.
Its long-term goals include:


Environmental Regulation;

Sustainable management and response to impacts of climate change;

Protection of ecosystems, water conservation biodiversity conservation and
management of environmental heritage;

Response to air pollution; and

Environmental Awareness and Capacity Development.
Finance
Primarily responsible for the financial wellbeing of Randfontein.
Its long-term goals include:

Long-term fiscal stability and growth and optimal spending to support accelerated
and sustainable development;

Stable and growing revenue streams;


A range of capital funding options, supported by strong capital finance risk
management;

Equitable and competitive tariffing systems;

Sustained excellence in financial management; and

Empowered customers enjoying highest standards of customer care and
responsiveness.
Health
The Mandate is to deliver primary healthcare, addressing: clinic support; professional
development; health and pharmaceutical services; public health; non-communicable
diseases; communicable diseases and health information services. The focus is also on the
prevention of HIV/AIDS and the care of people infected.
Its long-term goals include:


Systematic improvement in environmental health conditions;

Within a broader disaster management response capacity, maintenance of the ability
to respond to any and all public health threats;

Massive reduction in HIV and AIDS prevalence/incidence rates and reduced impact
of HIV and AIDS on communities; and

All citizens to have access to a comprehensive basket of health services, especially
primary health care.
Housing
Tasked with project development and coordination of housing initiatives, regulatory and
support services, policy and research, contract management, funding, service level
agreements, operating expenditure, debtors, sales and transfer and capital expenditure.
Its long-term goals include:

On a progressive basis, for all residents to live in housing which is affordable, safe
and decent;

Meet needs at all levels of the housing ladder, through direct delivery or facilitation
(partnerships with private sector, financial institutions, community organizations);


Enhance and maintain the quality of existing and future housing stock;

Increase the sustainability and liveability of all residential communities; and

Give access to adequate accommodation that is suitable, relevant, appropriately
located, affordable and fiscally sustainable.
Infrastructure
Responsible for the delivery and management of four basic services: water, power,
sanitation and waste removal, in an efficient and sustainable manner.
Its long-term goals include:


In accordance with commitments provide a package of services that fit for purpose,
affordable and reliable to all households;

Extend and maintain reliable and competitively priced services for commercial and
institutional consumers;

Deliver service through well-designed, well-integrated and well-maintained
generation/supply, processing and distribution networks; and

Leadership adopting innovative, technologies and delivery capabilities that enable
new service offerings and on-going efficiency improvement across all service areas;
and
Public Safety
Its long-term goals include:

A safe and secure urban environment;

A town free of fears of crime and violence;

Effective regulation of road-traffic in the interests of road-safety across the
Municipality; and

A proactive and effective emergency response and disaster management capability.

Spatial and Urban Management
Responsible for development planning, land use management, development management
and geographic management systems.
Its long-term goals include:

A town with an urban form that is efficient, sustainable and accessible;

A town with quality urban environments, providing for integrated and sustainable
settlements and well-designed urban spaces;

An appropriate and efficient land use management system that facilitates investment
and continuous regeneration; and

Effective urban management that ensures maintenance of appropriate standards of
safety, cleanliness and orderliness across the city.
PART FIVE – DEVELOPMENT STRATEGIES
THE DEVELOPMENT VISION
The Development Vision for Randfontein, 2011 – 2016, is as follows:
“Randfontein will be”:
1.
A home to a skilled and healthy populations;
2.
A vibrant economic landscape offering new opportunities to all;
3.
A place where public confidence in a shared, bright future is high;
4.
An appealing and coherent tourism and leisure experience; and
5.
An attractive and well-used natural, historic and built environment.”
THE DEVELOPMENT MISSION
The Development Mission remains concise and identifies the one key factor needed to support
our Vision.
“To accelerate the provision of effective, efficient and quality Municipal services.”
The Core Values:
As we go about implementing the Vision, we will conform to the following value in our
behaviour:
1.
Quality and excellence;
2.
Commitment and Teamwork;
3.
Integrity and Respect;
4.
Accountability and Transparency;
5.
Participation and Empowerment; and
6.
Learning and Development.
THE DEVELOPMENT GOALS FOR RANDFONTEIN
The IDP is built upon the Political Priorities, which are in themselves a reflection of the five
priority themes making up our VISION.
For each of these five priority themes we have painted the picture of:

Where we want to be by 2016 (Our Strategic Goals);

How we intend to get there (Our Strategic Objectives); and

What Governance Initiatives are necessary to support the above (Our Governance Goals
and Objectives)?
There are five Development Goals, namely:
1.
A Skilled and Healthy Population in Randfontein;
2.
A Vibrant Economy which offers New Opportunities;
3.
Public Confidence in a Shared, Bright Future for Randfontein;
4.
An Appealing Tourism and Leisure Experience; and
5.
An Attractive, Well-Used Natural, Historic and Built Environment.
DEVELOPMENT GOAL ONE: “A SKILLED AND HEALTHY POPULATION
IN RANDFONTEIN”
By 2016, all children and youth of Randfontein will have a flying start in life, whatever
their background. People will have the knowledge, skills and opportunities to maintain
their best possible levels of physical and mental health.
There will be better access to a comprehensive range of Academic and Vocational
Education and Learning Opportunities, including personal and social skills.
There will be the opportunity for some to go on to tertiary learning in the Municipal area.
Community-Focus within our Schools will promote better health, nutrition and fitness and
offer customized out of hours learning.
OBJECTIVES
1.1 Improve the Quality of Health Through use of Extensive Prevention Measures
Working alongside the Provincial Structures, Randfontein will add value to HealthyLifestyle Initiatives and Primary Health Care Services within our Communities.
By sharing expertise, information and ideas, we will identify and apply best practices
across the Municipality to prevent ill health.
1.2 Health-Impact Assessments
These will mean that we can identify opportunities for maximising health. We will
encourage Randfontein’s employers to use the best employment practices, employ
good corporate citizenship and provide healthy, sustainable workplaces. We will
promote engagement of people with health problems in work situation and/or
training.
1.3
Capitalising on the Investment in Leisure Facilities
This will include improved access to the countryside and encouragement for people
to participate in physical activity.
1.4 Integrated Lifelong Learning
We will support the “Life by Learning” agenda through the effective roll-out of
Childcare and Early Childhood Development Strategies, the support of mature
students and the continuation of professional development. We will ensure that basic
and key skills are at the heart of our learning opportunities and are linked to
employability.
We will link businesses with education. We will ensure that appropriate guidance is
given on workforce skills development, including the implementation of social
clauses.
WHAT SUCCESS WILL LOOK LIKE…?
A Randfontein where the population has:
1.
Access to good quality Education and Health Services;
2.
Higher levels of Educational attainment;
3.
Healthier lifestyles; and
4.
Better career opportunities.
DEVELOPMENT GOAL TWO: “A VIBRANT ECONOMY WHICH OFFERS
NEW OPPORTUNITIES”
By 2016, Randfontein will be seen across Gauteng as a competitive business and
investment location. The majority of residents will be in work and making a positive
contribution to the economy. There will be accessible and integrated Public Transport.
Individuals will have access to a more diverse range of business and employment
opportunities, with social enterprises and the voluntary sector playing an important role.
There will be higher levels of entrepreneurship and essential support services to employees
such as affordable and convenient childcare.
OBJECTIVES
2.1
Linking Randfontein’s People to their Work
We will implement a coordinated approach to reducing levels of economic inactivity.
A programme of support and advice addressing the individual needs of the
unemployed will be rolled out.
We will facilitate sector-specific support to help employers manage their skills
needs. Innovative engagement tools such as work experience, volunteering and sport
will be used to uplift the unemployed and match these needs.
2.2
Integrated Support for Businesses
As informed by market demand, we will encourage Developers to improve and
expand the range of business premises in the Municipal area, especially within the
Town Centre and the Townships. This will help Randfontein to become a realistic
investment option in Gauteng.
This must be supported by good Community and Public Transport links, connecting
people with jobs and services.
We will encourage the provision of ICT and promote stronger links between the
Universities and the Public and Private Sectors to exploit the knowledge economy.
We will help the Services Sector, Environmental Technology Sector and
Manufacturing Sector to be successful by ensuring that business development and
support programmes are delivered as needed.
2.3
Opportunities for Business Start-up
We will provide programmes for business-birth and incubation, supply-chain
activity and enterprise development.
Knowledge transfer and clustering will be in place in Randfontein, linked to the
major investment activities of housing renewal, roads and infrastructure,
construction, environmental technology, energy efficiency, leisure and tourism.
We will create opportunities for the growth and development of indigenous
businesses and attract new ones to the area.
We recognise the key role played by the Municipality as an employer and will
encourage the wider use of social clauses in investment programmes. This will help
local people to take advantage of business opportunities and ensure that education
and training provision is in line with labour market needs.
WHAT SUCCESS WILL LOOK LIKE…?
A Randfontein with:
1.
Most of its economically-active people are in work;
2.
Better roads, rail links and public transport;
3.
More diverse employment opportunities;
4.
More social enterprises; and
5.
Greater levels of innovation and entrepreneurship.
DEVELOPMENT GOAL THREE: “PUBLIC CONFIDENCE IN A SHARED,
BRIGHT FUTURE FOR RANDFONTEIN”
By 2016, the residents of Randfontein will be proud of their past and their present. They
will be looking forward to an exciting future.
They will experience: a renewed prosperity; a higher quality of life; a feeling of economic
sustainability; and security in their neighbourhoods.
Randfontein will be regarded as a role model of active citizenship – where Communities,
Partnerships, the Private Sector and others work together towards our Vision.
Randfontein will be a place where Plans and Programmes are delivered, investment well
managed and people see for themselves how value and progress are created.
OBJECTIVES
3.1 Visualising Randfontein’s Future
Within the context of this Long-Term Strategy and the Municipal IDP we will amend
the Spatial Development Framework. This will include a visual representation of
the changes that will happen in the area, on the ground.
The Spatial Development Framework will help the Public, Private and
Voluntary/Community Sectors to make their investment decisions and help us to
identify where Strategic Development is most needed to best serve the interests of
the area as a whole.
It will ensure that those living in, working in and visiting the area – as well as
investors – are informed about the changes taking place and foster community pride.
3.2 Communicating and Engaging
We support positive attitudes in the area by raising awareness of our Development
Strategy. We will promote opportunities for participation in Development
Programmes.
WHAT SUCCESS WILL LOOK LIKE…?
A Randfontein with:
1.
A Positive image - Locally and Nationally;
2.
Better informed and active Communities;
3.
Greater public and business confidence; and
4.
Plans which are achieved and promises which are kept.
DEVELOPMENT GOAL FOUR: “AN APPEALING TOURISM AND LEISURE
EXPERIENCE”
By 2016, Randfontein will be an attractive place to live and stay in. It will offer local
people and visitors high quality facilities and attractions.
The Tourism and Leisure Sector will play a significant role in the economic prosperity of
the area. People will spend increasingly longer periods of time in the area and enjoy a
memorable experience.
OBJECTIVES
4.1 Local and Regional Attractions and Facilities
Firstly we will establish Randfontein as a successful day-visitor destination. Next
we will encourage its development as a short-break location.
We will do this by making the most of existing offerings (including sites within the
Heritage Sector) and expand this by adding more family-oriented facilities. We will
encourage the development of an Integrated Support Network of Cultural, Heritage,
Leisure, Retail and Tourist Facilities within Townships and the Town Centre.
4.2 The “Tourism Offer”
Within the context of promoting Randfontein as a visitor destination, we will work
with partners to ensure that there is an increased focus on tourism in Randfontein.
A unified, well-branded proposition, which clearly illustrates what the area has to
offer, will be developed. We will organise events to help change perceptions and
raise the profile and image of the area. We will use the marketing skills of
Stakeholders, as well as Literature, Public Arts and well-placed and creatively
designed signage to tell the story.
We will recognise the cultural and historical character of the area and through all
forms of media, reinforce the advantages of Randfontein as a base for exploring.
WHAT SUCCESS WILL LOOK LIKE…?
A Randfontein with:
1.
A range of Tourism and Leisure Facilities;
2.
More visitors who are staying for longer;
3.
Changed perceptions about the nature of Randfontein;
4.
Increased use of Local Facilities; and
5.
More local employment opportunities in the Sector.
DEVELOPMENT GOAL FIVE: “AN ATTRACTIVE, WELL-USED NATURAL,
HISTORIC AND BUILT ENVIRONMENT”
By 2016, people in Randfontein will live in vibrant towns and villages, set in wellmanaged environment. The area will be a model of good practice in Economic and
Environmental Sustainability, with particular emphasis on developing capabilities in:
recycling; use of renewables; micro generation; and resource and energy efficiency.
Residents and the ever-increasing number of visitors will be actively using and enjoying
the area (e.g. cycling, walking and other outdoor pursuits). This will give rise to a wide
range of economic, social and health benefits.
People will have fundamentally changed their attitudes towards Randfontein, which will
now be regarded on equal terms with other environmentally attractive locations.
Businesses across all sectors of the economy will have the confidence to invest in
Randfontein. Homebuyers will be attracted by the unique opportunity to enjoy all the
benefits of modern urban living set within a high quality rural environment.
OBJECTIVES
5.1
The Regeneration of Existing Settlements
We will act to preserve and make the most of non-apartheid patterns of settlement,
identifying clear roles for each Town and Village in Randfontein. This will enable
them to create employment and to complement each other and by serving the diverse
needs of those who live in, work in and visit the area. Our focus will be on Retailing
and Service Centres, Tourist Towns, and Employment Hubs.
We will work with house-builders to provide high quality and affordable housing.
This will attract: professionals; key workers; young families; and first time buyers.
We will assist with planned upgrades of rental housing stock and actively upheld
environmental standards.
5.2
A Perception-Changing Landscape
We will develop and implement a number of Key Landscape Enhancements,
concentrating on access corridors and gateways. We will focus on areas that are
visually unattractive or derelict (acquiring sites if necessary) and ensure the early
removal of eyesores. We will seek to protect, enhance and manage the natural and
semi-natural environment, its resources and its biodiversity. We will develop a
comprehensive design-code to encourage consistent standards of urban and
landscape design.
5.3 Provision of Well-Used and Easily Accessed Amenities
We will target our investment on improving the quality and maintenance of public
spaces and amenities. This will include: creating cleaner river corridors; ensuring that
areas are not blighted by graffiti; and controlling littering and illegal dumping.
We will ensure that paths and cycle routes are accessible and pleasant. We will find
new uses for the vast network of underused mine land, using clear advertising and
signposting to encourage such use.
WHAT SUCCESS WILL LOOK LIKE…?
A Randfontein with:
1.
Regenerated and well-connected Centres;
2.
A quality, cared-for environment;
3.
Wide use of the outdoors;
4.
Changed attitudes; and
5.
Business confidence.
The Key Performance Areas (KPAs) of the Strategy are:
Service Delivery
Randfontein will meet the basic needs and services of the community with emphasis on
housing, water, sanitation, refuse removal, electricity and roads.
Spatial Planning
Randfontein will:

Approach development to address out-dated spatial planning patterns; and

Use Spatial Development Frameworks to empower and enable it to manage local
development.
Accountability
Randfontein will be:

Responsive and accountable by communicating and accounting more to
communities, addresses corruption and performance management.
Financial Management
Randfontein will:

Budget and effectively Manage its income; and

Inter-governmental fiscal system to obtain and distribute grants.
Local Economic Development
Randfontein will:

Encourage investment in Randfontein;

Develop of Local Small Businesses and Tourism; and

Focusing on large sector economic management e.g. mining, manufacturing and
farming.
Employee Relations
Randfontein will:

Strengthen all aspects of labour relations to enhance and sustain performance.
PART SIX –KEY PERFORMANCE AREAS
The Key performance Areas used in the IDP Programme and Project Planning are:
Sport and Recreation
In improving recreational facilities for the residents the following projects have been planned to
augment existing hubs and encourage tourism development in the town, region, and ultimately
the province:









Riebeeck lake
Greehnhills Sports Precinct
Randfontein Golf Course
Bird Sanctuary
Aquarium
Italian Museum - Finsbury
Mining Museum
Kocksoord Museum - Finsbury
Extreme Sports Zone





Social cohesion through the process of sport and recreation;
To contribute to a healthy lifestyle through provision of recreation programmes;
Provide equal access in Randfontein to sport and recreation;
Support local sport and recreation organizations and NGO‘s; and
Increase the level of participation in sport and recreation and integrate it into the
mainstream programmes of Federations.
Arts and Culture

Social cohesion through arts and culture;

Upgrade and maintain arts and culture facilities;

Identify, preserve and promoting Heritage sites;

Commemorate National Days; and


Develop and nurture local artistic talents.
Inculcates a culture of reading, life-long learning through access to educational,
informational; resource, services and programme (including internet access).
Library and Information Services
There are libraries in Randfontein to serve the community, namely:
 Kocksoord Library –
Market Street, Kocksoord;
 Toekomsrus Library –
1492 Oranjerivier Street;
 Randfontein Library –
Cnr Sutherland Pollock Street;
 Randgate Library
–
Cnr Union and Van Devender Street; and
 Mohlakeng Library –
Ralerarata Street.
 Badirile (container) –
Brandvlei (Road N14)
 Mohlakeng Ext. 7
–
New Project

Inculcate a culture of reading, life-long learning through access to educational,
informational; resources, services and programmes;

Provide internet access and email facilities to communities; and

Establish literacy, reading and learning centres in informal settlements.
Primary Health Care

Increase focus on TB and other communicable diseases;

Implement PMTCT, Paediatric and Adult treatment guidelines;

Strengthen programmes focusing on Maternal, Child and Women‘s Health;

Follow the Expanded program on Immunization for all children;

Early detection of cervical, breast and prostate cancer;

Implementation of male circumcisions;

24 Hour access to primary health care services; and

ARV services at all facilities.
HIV/AIDS

Reduce the rate of new infections by 50%;

Reduce HIV and AIDS mobility and mortality;

Provide Initiated Counselling and Testing rates;

Enable people living with HIV and Aids to live healthy and productive lives;

Provision of male and female condoms; and

Integrate HIV/Aids services with all other services.
CHALLENGE
Prevention
STRATEGY





Campaigns where all role players are involved.
Availability of condoms at municipal contact points.
Improve access to treatment
PMTC Services at all clinics
Provider initiated counselling and testing at all clinics
(PICT)
 Promote a multi sartorial approach
 To reduce the new infection rate with 50%
Testing and Counselling Provision for adequate testing and counselling facilities
Training of voluntary counsellors
Treatment and Care
Home-based care driven through NGO’s and volunteers
Social Development

Promote children‘s rights;

Implement poverty alleviation programmes; and

Promote Early Childhood Development Centres and train care givers.
Public Safety



To ensure that all the citizens living in Randfontein and passing through Randfontein are
safe and adhere to all the provisions of the National Road Traffic Act, 93 of 1996 and the
Criminal Procedure Act, 51 of 1977;
Ensure that vehicles using our roads are licensed and roadworthy; and
Ensure that citizens using our roads are in possession of valid driver‘s licenses.
Corporate Support

Sound secretarial support, administrative support, archiving and records management and
development to Service Development function;
Develop, improve and maintain information technology systems and provide support to all
service delivery staff;
To provide sound and professional legal support to the municipality; and
To provide sound human resources management and development.



Spatial Planning
 Manages local development.
SPATIAL ANALYSIS

THE RANDFONTEIN SPATIAL DEVELOPMENT FRAMEWORK
The main aim of the SDF for Randfontein Municipality will be to promote a consistent
urban development policy approach for effective urban reconstruction and development,
to guide development policies, strategies and actions of all stakeholders in the urban
development process and to steer them towards the achievement of a collective vision.
The compilation of a Spatial Development Framework (SDF) is a requirement as set out
in terms of Section 2(4) of the Local Government: Municipal Planning and Performance
Management Regulations 2001 (Government Notice R796). Municipal Spatial
Development Framework should also give effect to the DFA principles.
The SDF will form an integrated part (sector plan) of the Integrated Development Plan
(IDP) of the Randfontein Local Municipality. It should not only provide spatial
guidelines with regard to development projects, but should also assist the Local
Municipality to prioritize their projects.

AREAS INCLUDED IN RANDFONTEIN MUNICIPAL AREA
The area of jurisdiction of the Randfontein Local Municipality consists of the following
areas, as listed in the Table and depicted on Map 1 below:
FARM PORTIONS
NAME
Avalon 159 IQ
Brandvlei 259 IQ
Brandvlei 261 IQ
Delmas 254 IQ
Dippenaar Park 654 IQ
Doornfontein 47 IQ
Doornfontein 50 IQ
NAME
Hartebeesfontein 258 IQ
Groenplaats 646 IQ
Hartebeesfontein 258 IQ
Luipaardsvlei 243 IQ
Middelvlei 255 IQ
Milling 275 IQ
Randfontein 247 IQ
Droogeheuvel 251 IQ
Eigendom 266 IQ
Elandsfontein 277 IQ
Elandsvlei 249 IQ
Eucalyptus 158 IQ
Froneman Park 655 IQ
Greenway Farm 680 IQ
Groenplaats 157 IQ
Groenplaats 646 IQ
Avalonia
Bootha
Dancornia
Dwarskloof
Elands
Hillside
Hillside Ext. 1
Loumarina
Middelvlei
Rietfontein 162 IQ
Rietfontein 256 IQ
Rietvallei 241 IQ
Rykdom 276 IQ
Uitvalfontein 244 IQ
Vogelstruisfontein 263 IQ
Wheatlands 260 IQ
Witfontein 262 IQ
Witstinkhoutboom 155 IQ
AGRICLTURAL HOLDINGS
Ooster
Pelzvale
Randfontein South
Randridge
Rikasrus
Tenacre (northern portion)
Vleikop
Wheatlands
Wilbotsdal
Aureus
Aureus Ext. 1
Aureus Ext. 3
Azaadville Gardens
Culemborgpark
Culemborgpark Ext. 1
Eikepark
Fairview Estate
Finsbury
Greenfountain Estates
Greenhills
Greenhills Ext. 3
Greenhills Ext. 5
Greenhills Ext. 7
Greenhills Gardens Ext. 1
Hectorton
Hectorton Ext. 1
Helikonpark
Homelake
Homelake Ext. 1
Homelake Ext. 2
Kocksoord
TOWNSHIPS
Mohlakeng
Mohlakeng Ext. 1
Mohlakeng Ext. 3
Mohlakeng Ext. 4
Mohlakeng Ext. 5
Mohlakeng Ext. 7
Mohlakeng Ext. 8
Oasis Manor
Orion Park
Randfontein
Randfontein Ext. 1
Randgate
Randpoort
Robinpark
Robinpark Ext. 2
Toekomsrus
Toekomsrus Ext. 1
West Porges
West Porges Ext. 1
Westergloor
Wilbotsdal Ext. 3
Mohlakeng Ext.11
Map 1
INFORMAL SETTLEMENTS
Apart from formal residential development, a number of informal settlements are also present in
the municipal area, as listed in the Table below: Name
Total Numb (
NO. SETTLEMENT
NAME
1
Zenzele
2N Bundu Inn
3
Jabulani
4
Siyahlala/Badirile
5
Elandsvlei Plot 43
6
Master
7
Manganese
8
Dumping Site
9
O. R Tambo
10 Baipei/Bootha Plot
11 Groenplaas Withuise
12 Klein Elandsvlei
13 Middelvlei Station
NUMBER OF
HOUSEHOLDS
5010
390
159159
640
128
408
48
200
468
700
31
83
45
14
15
Scrapyard
Witfontein
125
9
4
LAND OWNERSHIP

Most of the land within the municipal area is privately owned land – especially in
the central and western parts.
The land north, east and south of the urban area is owned by mining companies.
Vacant municipal land is scattered within the urban area.
The municipality also owns two farms namely;
The farm south-east of Mohlakeng (Luipaardsvlei 243 IQ)
The farm in the south-western part of the municipal area (Elandsfontein).



The Land Ownership is as follows:
-
Municipal Land – 1426.01 ha
Mining Land – 2878.70 ha
State Land – 129.69 ha
Although the Randfontein Spatial Development Planning is out-dated there is a consultant that is
updating it, below is an extract from the draft document which will be ready by November 2012.
Demographic Profile
The total population in RLM in 2008 was estimated to be 139 878 as compared to 140302 in
2009 as projected by Global insight. The population growth rate was therefore at an average of
1.1% which is fairly insignificant. Between 2010 and 2011, the population increased from 147
202 to 148 852, the population therefore grew by 1650 amount of people. In 2012 to 2013, the
population will grow from 150 489 to 152 144, which is not a significant amount. In 2013 to
2016, the population will increase from 153 144 to 157 220, meaning the population will grow
by 4046 amount of people.
180000
160000
140000
120000
100000
80000
Year
60000
Population
40000
20000
0
Year
1
2
3
4
5
6
7
8
9
2008
2009
2010
2011
2012
2013
2014
2015
2016
Population 139,878140,302147,232 148852 150489 152144 153818 155510 157220
Population Growth trend in Randfontein (source: Global insight cited in randfontein IDP
2011 to 2016)
Migration
As recorded in Stats SA, the Western Cape, Kwa-Zulu Natal and Gauteng are experiencing
positive net migration. The highest outflow of people recorded was recorded to be from the
Eastern Cape and Limpopo. The Bureau of Market Research recorded the number of illegal
immigrants in South Africa to be between 100 000 and 2million. A study was done to calculate
the level of household permanency and respondents were also asked questions relating to
migratory movement. The diagram below indicates the time periods when people moved to their
current suburbs within Randfontein LM. Majority of people (66.6%) moved to their respective
suburbs over the last 16 years (i.e. since 1990). The group which settled before 1980 accounted
for 26.5% and is thus regarded to have the highest level of permanency.
Source: Source: Global insight cited in Randfontein IDP 2011 to 2016
Population Distribution according to Age and Gender
The level of household permanency in RLM is relatively low with the majority of households
being fairly new to the Municipality. During the 2006 survey, household respondents were then
asked if they are planning to relocate within the next 12 months; 67% of interviewees noted that
they were not planning to relocate within the next 12 months while 32.3% indicated that they
were planning to migrate. Migration is fairly depended on the level of economic opportunities
that exist within the area, the higher the economic opportunities the higher the in migration.
Performance Accountability

Any programme or project whereby Randfontein improves its responsiveness and
accountability to communities for its performance, and specifically battling corruption.
Financial Management
Any programme or project whereby Randfontein


Effectively Manages its revenue to contribute to capital projects; and/or
Obtains and distributes grant funding.
Economic Development










The creation of job opportunities;
Enabling mechanisms for self-employment opportunities;
Improving access to start-up capital for small business;
Diversification of the economic base;
Encouraging participation of marginalised groups in the economy;
Addressing gender inequalities as they affect access to jobs, housing, land; and
Focusing resources and efforts on improving the quality of life of the most disadvantaged
(e.g. women, youths and the disabled)
Bring in investment into Randfontein;
Develop Local Small Businesses and Tourism opportunities;
Leverage large sector economic players e.g. mining, manufacturing and farming in support
of the above;
Social Services



Improved social cohesion through the process of sport and recreation, arts and culture;
Contribute to healthy lifestyle through provision of creation programmes; and
Provide equal access to sport and recreation.
Infrastructure
The following responses have been recommended in order to improve the infrastructure as well
as access to infrastructure in the Randfontein Local Municipality:






Efficient utilisation of existing services spare capacity, where this is available;
Education and informing of the community with respect to electricity supply and usage;
Utilisation of local labour for construction and maintenance, where possible;
Implementation of the Masakhane programme in order to achieve cost recovery;
Development of appropriate transportation corridors that will enhance and stimulate
development and accommodate existing and future vehicle traffic volumes (including
heavy vehicles); and
Increase in the availability of public transport facilities in rural areas.
North West-Gauteng Corridor
The development of R559 (Zuurbekom Road) as an alternative gateway to the North West,
Botswana and Namibia , to name but few destinations, is a critical and expensive yet necessary
economic strategy in order to achieve the envisaged growth and economic development in the
area. The expansion of this road into a double lane dual road will no doubt encourage traffic into
the area. This development will also enhance the effective use of envisaged cargo business hub.
The Randfontein Local Municipality Offices
According to available documentation, all the Randfontein Local Municipality offices were built
more than 45 years ago. Since then there has been significant growth in the municipality and the
town as a whole. In addition, the amalgamation of municipalities in the early 90’s resulted in the
need for services to be centralized and customized.
The envisaged benefits included but are not limited:
The town positioning itself as a possible seat in the Metro to be established in 2016
Provide quality and sustainable:





Electrical Services;
Road Network, Storm Water Drainage;
Water and Sanitation;
Waste Management Service; and
Public open spaces and Cemeteries.
Development Planning


Infill planning and densification;
Land management system;



Use of existing infrastructure;
The process of land redistribution; and
Agricultural development.
Tourism Development
The Randfontein Municipality has been actively involved in the marketing and development of
the tourism through our LED unit. The WRDM has an array of strategies that seek to improve
tourism throughout the region.
Potential tourism assets for Randfontein Municipality
1
Bundu Inn
Acc, Conf
2
Cottage Lodge
Acc, Conf
3
Crisley’s Guest
House
Gloriosa Guest
House
Griffin's Estate
Country Venue
Hamilton Guest
House
Acc
4
5
6
7
8
9
10
11
HelDre Guest
House
Soetkysi B&B
Wild West Guest
House
Linger Longer
BB
Randfontein
Estates Golf
Acc
Acc, Conf, Wed.V
Acc, Conf,
Wed.V, Coffee
Shop
Acc, Conf, Wed.
V
Acc
Acc
Accommodation
Golf Club, Conf,
Venues,
36 Finsbury road,
Aureus, Randfontein
3 Bloekom street,
Greenhills
8 Palm Street,
Greenhills,
Plot 2 Susanna Ave,
Loumarina
Portion 16, Farm
Elandsvlei 249
48 Robinson Hospital
Street, Randfontein
58 (70
people)
96
280 Campbell street,
Hillside
64 Jan Fiskaal Str,
Helikonpark
105/103 Unie street,
Greenhills Ex 3
115 Kenneth Road,
Greenhills
Hospital Road,
Randfontein
8
16
12
38
12
6
11
Club
Restaurant
12
Daniels Den
13
San Pedro Spur
Conf. & Wedding
Venue
Restaurant
14
Tranquillo
Coffee Shop
15
Grill Master
Restaurant
Main Road (R559)
Cnr. Homestead Ave &
Kenneth Road,
Greenhills
6 Homestead Ave,
Randfontein
Frans du Toit Centre,
Cnr. Tambotie St. &
Tulbach Ave.
Culemborg Park
16
The Boulevard
Restaurant
17
Ou Van’s
Pub & Restaurant
18
Da Vincies
Pizza Restaurant
19
Wimpy
Restaurant
20
Nando’s
Restaurant
21
Debonairs
Pizza Restaurant
22
Pizza Perfect
Pizza Restaurant
23
Scooters Pizzas
Pizza Restaurant
24
KFC
Restaurant
25
26
Uncle Harry’s
Roadhouse
Steers
Restaurant, Road
House
Restaurant
27
The Cottage
Coffee Shop
28
Lalicia Coffee
Shop
Coffee Shop
Kameel Street,
Greenhills
Kenneth Road,
Greenhills Circle
Kenneth Road,
Greenhills Circle
Main Reef Road,
Randfontein
Main Reef Road,
Randfontein
Kenneth Road,
Greenhills Circle
Kingfisher Street,
Helikonpark
Cormorant Street,
Helikonpark
Main Reef Road,
Randfontein
Main Reef Road,
Randfontein
Main Reef Road,
Randfontein, Village
Square Mall and Cnr.
Homestead Ave &
Kenneth Road,
Greenhills
Kenneth Road,
Greenhills
Cnr. Tenth- & Village
Street, Randfontein
INDIGENT POPULATION
The municipality has developed an indigent register, although not all people have been captured,
but all efforts are being made to ensure that people do register on the database. The Municipality
currently applies a universal approach with regards to electricity provision and water viz: 10kl of
water and 50kw free respectively.
CRIME
Crime reported in the West Rand Region (Global Insight Data 2008)
It is clear from data available that the following 4 means of crime are the most common:

Burglary at residential premises – 22%

Common assault – 19%

Assault – grievous bodily harm – 15%

Robbery- aggravation – 5
ENVIRONMENTAL ANALYSIS
Randfontein State of Environment Report
 The Randfontein Local Municipality, with financial aid from the Development Bank of
South Africa (DBSA), has undertaken during 2005 a State of the Environment Report
(SoER) for its jurisdictional area. SoERs provide information on the current state of the
environment of a particular area, making them effective tools used to monitor and assess
changes in the environment and to plan for effective environmental management (DEAT,
2001).
 Thirteen themes were selected based on current literature, specialist input and recent
trends in SoE reporting. From these, indicators were selected and specialists appointed to
collect information in order to determine the state of each theme. Stakeholder
engagement was an integral part of the process in terms of both awareness raising and
gaining local knowledge of the area.
 The results of the various studies revealed a number of critical findings that need to be
addressed through the continuous monitoring and updating of the SoER. The following is
a summary of the recommendations made throughout the report:
Atmosphere and Climate
The key response for the atmosphere and climate theme comes in light of the recent
promulgation of the National Environmental Management: Air Quality Act, 2004 (Act No. 39 of
2004). This new Act promotes the decentralisation of air quality management responsibilities to
provincial and local government and the implementation of coherent air quality management
planning. This will require reactivating existing monitoring stations as well as establishing more
stations in strategic positions throughout the District. The identification, quantification and
regulation of all significant sources of atmospheric emissions in a fair, equitable and costeffective manner are fundamental to many aspects of the environment from human health to
biodiversity.
Biodiversity
 An open space system is recommended to prevent fragmentation of the Municipality,
which would restrict the movement of species and bring about loss of biodiversity. Such
a tool would be instrumental in decision-making processes and development planning.
 Awareness raising about indigenous and Red Data species as well as alien invader
species found in the area will aide in the eradication of alien vegetation and the protection
of Red Data species.
 Awareness raising may also bring about more recorded sightings of Red Data species and
improved data sharing and information availability.
Cultural Heritage
The primary concern of cultural resource management (CRM) is to minimize the loss or
degradation of culturally significant material. Closely related issues include:

Compatibility between cultural resources and new development;

Consideration of visitor needs;

Incorporation of sustainable design principles in resource protection strategies;
and

Support for the interpretation of resources.
To achieve this, a long-term cultural resource management (CRM) plan should be developed,
implemented and continually updated.
Education
The most important responses in terms of improving education in the Randfontein Local
Municipality are to:






Improve co-operative governance between the Department of Education, the
District and Local Municipalities;
Improve facilities in order to extend the services offered and the standard of
education received at schools;
Carry out a survey of school needs to focus and improve the quality of education;
Ensure the provision of textbooks and other material;
Subsidise higher education; and
Improve access to facilities.
Geomorphology
The Cradle of Humankind World Heritage Site has a Karst Management Plan and guidelines for
development in dolomitic areas. Such plans should be extended to all areas of the West Rand
District Municipality in correspondence with the Council for Geosciences.
Integrated & Environmental Management
A number of plans and strategies have already been drawn up, and these need to be implemented
and audited to assess their success in achieving their goals. In addition, the District can assist
local municipalities in motivating for particular budgets and allocating those budgets efficiently,
MTEF development, accounts and funds management, development of revenue collection and
credit control strategies, financial risk assessment and debt management strategies.
Land Use
Agriculture Land Use Responses:












Formulate an urban agriculture policy to broaden the economic base of the area;
and
Implement best environmental practice.
Housing Land Use Responses:
Management plan for the DMA; and
Undertake a land audit to determine areas for possible residential development.
Industry, Commerce and Mining Land Use Responses:
Optimise the opportunities provided by the mining sector;
Implement development strategies in the short- and medium-term in order to
actively diversify the economy with a gradual shift from the mining sector due to
the already diminishing net contribution to the local economy;
The development of agro-industrial activities; and
New policies and programs must be aligned with the strategies and programs of
Government.
Open Space Responses:
Establish an open space system to protect fragmentation of open spaces and
thereby loss of biodiversity;
Local Economy
The local economy is a complex area to improve, as it is reliant on many external elements
beyond its control. However, areas that, with some improvement, will have accumulative
impacts on the economy are:









Improving the skills base literacy;
Increasing the attractiveness of the Randfontein Local Municipality for new
investment;
Optimising the opportunity provided by the mining sector;
Investigating sectors that show potential to sustain projects that might revitalize
the economy, e.g. agriculture and manufacturing;
Establishing agro-industries involved in the processing of agricultural produce
from both small scale and commercial farming activities;
Initiating an economic study to ensure that proposed industrial land development
can successfully meet the demands of the private sector;
Harnessing local skills in Public Works Programmes related to housing and other
major infrastructure projects;
Formulating a strategy to address the formalisation of the informal sector; and
Investigating the possibility of establishing Small Business Development Centres
in each of the local municipalities.
Safety and Security
Key responses to improve safety and security in the Randfontein Local Municipality, which is
paramount to the growth of the local economy, are to:




Increase the efficiency and effectiveness of the criminal justice system as a
deterrent to crime and a source of relief and support to victims;
Improve access of disempowered groups to the criminal justice process. These
include women, children and victims in general;
Improve public understanding of the criminal justice system, to enable greater
participation; and
Promote non-violent conflict resolution, awareness of gender issues and the
empowerment of sectors prone to victimisation.
Tourism
The following responses are proposed in light of the findings of this study:



Protection of natural assets through ecotourism and land conservation;
Implementation of environmental awareness programmes for the tourism
industry; and
Marketing initiatives for the District as a tourist destination, which will also
encourage foreign investment and economic growth.
Water
In order to determine the state of water quality, a monitoring programme for the water resources
in any area is required. Monitoring is a process that can address various questions regarding the
cause, nature, effects and processes of water pollution.
Water resources should be managed on a catchment basis, and an Integrated Catchment
Management plan should be drawn up in consultation with the key role players. A catchment
management forum should also be formed where representative stakeholders can provide
continued input. In order to manage water resources in this manner, co-operative governance is
key, as catchment systems run across political boundaries.
The West Rand District Municipality appointed service providers (BKS) for the
formulation of its Environmental Management Framework (EMF) which was completed
during 2006. The report covers the entire West Rand District area in a broader
perspective. The same service provider was appointed to update the State of Environment
Report (SOER) for the West Rand District, but to specifically zoom in at each local
municipality’s environmental issues. The first draft of the SOER is expected to be
completed by end April 2011. After approval of the SOER, the Environmental
Management Framework will be formulated for the region.
In addition to the above-mentioned information, the following aspects also need to be addressed:
Informal Settlements
The shortage of housing is a serious problem. Squatters living under unhygienic conditions such
as overcrowding, poor sanitation, lack of clean water etc. Overcrowding and poor living
conditions also causes a risk of increasing diseases such as tuberculosis, aids and lung infections.
Dolomitic Conditions
The existing Zenzele informal settlement needs to be relocated due to unstable soil conditions as
geotechnical reports indicated that the area cannot be formalised.
Pollution Caused by Mines
Dust pollution from mine dumps continuously occurs from a northern-astern wind direction. The
mining company did make changes to the slimes dump. The top of the dump is kept wet and
windy brakes were built on top of the dump according to specifications. Dust pollution only
occurs from the top quarter of the dump.
Acid water caused by acid mine drainage became a threat to the West Rand as the mines reduced
or even ceased pumping of acid water. This situation led to a very dangerous situation as the
underground acid water level started to approach the natural (potable) water table. Such acid
water is very harmful for the environment, human and other forms of life.
Landfill Site
Landfill site: recycling that takes place at the site attracts vagrants as well as the development of
informal settlements.
SOCIAL DEVELOPMENT ANALYSIS
CHALLENGES

The Randfontein community is a diversified community and has Whites, Coloureds,
Blacks and Indians. The integration of the various race groups is one the biggest
challenges RLM is facing.

The high unemployment rate is also contribution to the large number of youth who are
engaged in anti-social activities such as drugs. In addition youth that have completed
their studies leave Randfontein to find employment elsewhere.

The lack of enough old age homes in the area is a major problem.

The rapid mushrooming of backyard crèches is a major problem. Continuous assessment
of the social problems must be done in order to manage and ensure all anti-social
behavior problems are dealt with adequately.
CLINICS
The following clinics were established to render health care services to the communities of
Randfontein:
CLINIC NAME
M L Pessen Clinic
TOWNSHIP
Cnr. Sutherland Ave & Park Street,
Randfontein
P J Maree Clinic
1513 Clinic Street, Toekomsrus
Mohlakeng Clinic
904 Mzolo Street, Mohlakeng
CCMT Clinic
Ralerata Street, Mohlakeng
Ya Rona Clinic
Ralerata Street, Mohlakeng
Zenzele Clinic
501 Hani Street, Zenzele
Kocksoord Clinic
Cnr. Mark & Human Streets, Kocksoord
Randgate Clinic (Radpoort Old Age 100 Van Deventer Street, Randgate
Home)
Badirile Clinic
Badirile – Brandvlei (Road N14)
Elandsfontein Clinic
Portion 1 – 19 of the Farm Elandsfontein 277
IQ
Mobile Clinic based at M L Pessen Cnr. Sutherland Ave & Park Street,
clinic but service the rural areas
Randfontein
PHARMACIES RENDERING PRIMARY HEALTH CARE SERVICES
Randfontein Village Pharmacy
Main Reef Road, Randfontein
Helikonpark Pharmacy
3 Cormorant Street, Helikonpark
Randgate Pharmacy
Union Street, Randgate
HOSPITALS
There are three private hospitals in Randfontein, namely:
NAME OF HOSPITAL
Robinson Private Hospital
Sir Albert Medical Centre
Randfontein Care Centre
ADDRESS
TEL. NO.
Hospital Road, Randfontein
(011) 278-8700
Estates Road behind Tiger (011) 411-3000
Milling (Delmas)
Behind Judas Klass Hall (turn (011) 693-5243
right off Maugham Road)
SCHOOLS
The following schools in Randfontein as listed in the Table below are providing the necessary
educational services:
SCHOOL
L/S Avantè
Bulelani Primary
FJL Wells Primary
Hartz Straat Primèr
West Gold Primary
L/S Randfontein
L/S Rapportryer
Malerato Primary
Matlapaneng Primary
Mohlakano Primary
Mohlakeng Primary
Phandulwazi Primary
Randfontein Primary
Sedimosang Primary
Toekomsrus Primary
Tswelelo Primary
Rhodara Primary
PRINCIPLE
PRIMARY SCHOOLS
Mr H Fourie
Ms Matshuisa
Ms P Molefe
Ms M Dick
Mnr J J Swart
Mr F van den Berg
Mr C Stoop
Mr N L Tlhale
Mrs Mpotoane
Mrs Magome
Mr H. Modise
Mr S. Siko
Me J K van Wyk
Mr Z.Lekgatle
Mrs N Henniy
Mr Sibisi
Thuto Bokamoso
TEL. NO.
415 – 1301
414 – 1140 / 1190
412 – 3023
693 – 5403
412 – 3108
412 – 2902 / 3
412 – 2804 / 5
414 – 1103
414 – 1995
414 – 1284
414 – 1203
414 – 3852
693 – 5333 / 4
414 – 1452
693 – 5025
414 – 4358
416 – 3415
SECONDARY SCHOOLS
AB Phokompe Secondary
Mr Shella
Jan Viljoen H/S
Mr J Katzke
Riebeeckrand H/S
Mr G Buhner
Phahama Secondary
Ms N Mayekiso
Randfontein High School
Ms M Henning
Randfontein Secondary School
Mr. W A Morris
Thuto Lehakwe Secondary
Mr D Ngobeni
Ithuteng Secondary
Lukhanyo Secondary
Mr B Molefe
Mr
RURAL SCHOOLS
Setholela Primary
Me E Rapoo
Brandvlei Primary
Ms E M Moganyedi
Mablomong Primary
Ms E D Nkele
Lourensia Primary
Ms E T
INDEPENDENT SCHOOLS
Barachel Christian Academy
Mr Atanasiu
Carol Shaw
414 – 0002
693 – 5930
693 – 3771 / 2
414 – 1303 / 1952
693 – 5220 / 1
693 – 5026
414 – 0360 / 084 520
3607
416 – 2132
082 409 1998
696 – 1819
416 – 2122
416 – 1200
416 – 3612
082 429 7835
CRECHES
The Randfontein is facing a challenge in that applications are being received on a weekly basis
for new crèches/day care centres. An audit was done of all the crèches/day care centres and a
database is now available.
Listed on the existing database are the following:
Day care centres
Early Childhood Development Centres (not registered)
Early Childhood Development Centres (registered)
Prototype ECD in Mohlakeng Ext. 4
76
40
37
1
COMMUNITY HALLS




Mohlakeng Hall
Mohlakeng Art and Culture Hall
Toekomsrus Hall
Greenhills Hall
–
–
–


Judas Klass Hall
Randgate Hall
–
-
Thebenare Street, Mohlakeng
Ralerata Street, Mohlakeng
Toekomsrus
Greenhills Sport Stadium, Homestead
Avenue
Maugham Road, Randfontein
Cnr. Sauer- and Tudhope Street,
Randgate
SPORT STADIUMS





Mohlakeng Stadium
Greenhills Stadium
Toekomsrus Stadium
Finsbury Sprotsfields
Elandsvlei Stadium
-
Mohlakeng
Homestead Avenue, Greenhills
Toekomsrus
Finsbury
Elandsvlei, Jabulani
Cnr. Main Reef Road and Maugham
Street, Randfontein
21 to 43 Buiten Street, Randpoort
Van Deventer Street, Randgate
3431 Nhlapo Street, Mohlakeng
Josua Nkomo Street, Mohlakeng
Ext.7
RECREATIONAL FACILITIES






Mohlakeng Tennis Court
Mohlakeng Swimming Pool
Toekomsrus Swimming Pool
Greenhills Swimming Pool
Finsbury Swimming Pool
Jonkersbraai
OLD AGE HOMES/RETIREMENT VILLAGES

Friendships Haven
-




Renaissance
Randpoort
Mohlakeng Old Age Home
Mohlakeng Old Age Home
-
SPECIAL INSTITUTIONS
INSTITUTION
LOCATION
Connie Mulder Centre (for the
Betty Street, Elandsvlei 249 IQ.
mentally handicapped
Carol Shaw Rehab Centre
Randfontein Road, Brandvlei 259 IQ
Sascha Care Centre (medical care Betty Street, Elandsvlei 249 IQ
centre
Hillside Clinic
Cnr. Robson Road & Road No. 3,
Hillside
Itumeleng Centre
Ralerata Street, Mohlakeng
Rainbow Day Care Centre
Main Reef Road, Randfontein
Toekomsrus workshop for the Diamond Street, Toekomsrus
disabled
PART SEVEN – DEVELOPMENT PROJECTS
DEVELOPMENT PROJECTS: OFFICE OF THE MUNICIPAL MANAGER
DEVELOPMENT MEASURABLE
GOAL
OBJECTIVES
Public confidence
in a shared, bright
future for
Randfontein
An appealing
tourism and leisure
experience
Visualising
Randfontein’s
future
Local and
Regional
Attractions and
Facilities
KPA
PROJECTS
DEFINITION
PROJ.
NO.
BUDGET
Enhancement of
administrative
efficiency
Increase in/more
efficient utilization
of office
accommodation
To reduce Audio
Visual Hire costs
by 50% per year
The development
of Riebeeck Lake
MM01
R10 000 000
MM02
R230 000
RLM
Greater
Randfontein
MM03
R2 000 000
RLM
Greater
Randfontein
Improved
access to/and
quality of
Recreational
Facilities in
Randfontein
SOURCE
OF
FUNDING
RLM
WARD
Greater
Randfontein
DEVELOPMENT PROJECTS: LEGAL AND ADMINISTRATION
DEVELOPMENT MEASURABLE
GOAL
OBJECTIVES
Public confidence
in a shared, bright
future for
Randfontein
Communicating
and engaging
Visualising
Randfontein’s
future
A vibrant economy
which offers new
opportunities
Integrated
support for
Businesses
KPA
Effective and
reliable
communications
between all
components of
the Municipality
Safe and
accessible
Municipal
Records
Improved
Governance and
Regulation of
Randfontein
through
appropriate and
enforceable ByLaws
PROJECTS
DEFINITION
PROJ.
NO.
To expand the IP
Phone System to
cover the Civic
Centre and
Satellite Offices
11430
R240 000
SOURCE
OF
FUNDING
RLM
11430
R80 000
RLM
Greater
Randfontein
11519
R500 000
RLM
Greater
Randfontein
(NOTE:
IT Network
expansion to be
based on results of
an assessment for
“voice-over” IP
Network Phone
System)
To scan and backup the Municipal
Archive
To eradicate outdated/
inapplicable ByLaws through
Legal drafting of
amendments
and/or new Laws
BUDGET
WARD
Greater
Randfontein
DEVELOPMENT PROJECTS: INFORMATION TECHNOLOGY
DEVELOPM
ENT GOAL
Taken from
Political
Office
Bearer's 5
Year
Development
Strategy
MEASUR
ABLE
OBJECTI
VES
Taken from
Political
Office
Bearer's 5
Year
Developme
nt Strategy
KPA
KPI
PROJECT/
PROGRAM
ME
The functional
area in your
Directorate
where work will
take place in
support of
Development
Goal and
Measurable
Objectives
How we
can
measure
the
activity in
KPA and
input to
PMS
The
Programme/
Project
description
incorporating
both what is to
be done
technically and
what
Community
need it is
addressing
Unique
project
identifier
number
INSTITUTION
AL
TRANSFORM
ATION AND
ORGANISATI
ONAL
DEVELOPME
N
Training
provided
to 572
employees
in terms of
2011/12
WSP
Training
provided in
terms of the
Work Place
Skills Plan
1111
BULDING
PROJECT
PROGRAM
ME ID NO.
BUDGET
Budget
required to
complete the
project and
status of that
Budget:
 Approved
and
allocated;
 Indicative
but not
approved;
Etc.
R500 000
SOURCE
OF
FUNDIN
G
Source of
funding, whether
already
secured,
applied for
or targeted
in the
future.
Include
level of
confidence
that this
will be
achieved
Internal /
LGSETA
INPUTS
TIMING
Impact in
terms of
individual
Wards
affected or
other
Geographic
Areas.
Timing
showing start
and end date,
phases and
multi-year
plans
Customer
/Citizen
interface is
improved
2012 and
beyond
Employees
are
capacitated
to perform
their
respective
duties
MORE
EFFECTIVE,
ACCOUNTAB
LE AND
CLEAN
LOCAL
GOVERNMEN
T
INSTITUTION
AL
TRANSFORM
ATION AND
ORGANISATI
ONAL
DEVELOPME
N
BULDING
MORE
EFFECTIVE,
ACCOUNTAB
LE AND
CLEAN
LOCAL
GOVERNMEN
T
15Internship
s rolled
out
Skills
Development
rolled out
through:
40
Employee
s on
ABET.
Internship
1012
R500 000
ABET
1113
R150 000
Lerner-ships
1112
R2 700 000
20Learnerships
rolled
Internal/
LGSETA
Capacitated
and Skilful
pool of local
graduates.
Promotion of
literacy
among
employees.
Local
unemployed
Graduates
provided
with
experience
and training.
June 2012.
INSTITUTION
AL
TRANSFORM
ATION AND
ORGANISATI
ONAL
DEVELOPME
N
Complianc To procure,
e with
roll out and
OHS Act. maintain:
Protective
Clothing and
Uniforms
Internal
1110
R1 300 000
Fire fighting
Equipment
21766
R88 0000
Improvem
ent on
assistance
rendered
on the
To contribute
to employee
well- being
through
Employee
1115
R350 000
June 2012
Reduction in
the number
of accidents
in the work
place
BULDING
MORE
EFFECTIVE,
ACCOUNTAB
LE AND
CLEAN
LOCAL
GOVERNMEN
T
INSTITUTION
AL
TRANSFORM
ATION AND
ORGANISATI
Conducive
working
environment
for
employees
and all other
stakeholders
Internal
Improved
well- being
of employees
2012 and
beyond
ONAL
DEVELOPME
N
welfare of
employees
.
Wellness
Programme
Study
assistance
provided
to
employees
who meet
the
requireme
nts and in
line with
the council
policy.
To promote
Career
Development
through Study
Assistance
BULDING
MORE
EFFECTIVE,
ACCOUNTAB
LE AND
CLEAN
LOCAL
GOVERNMEN
T
INSTITUTION
AL
TRANSFORM
ATION AND
ORGANISATI
ONAL
DEVELOPME
N
BULDING
MORE
EFFECTIVE,
ACCOUNTAB
1154
R600 000
Internal
An improved
work ethics
and better
skilled
workforce.
2012 and
beyond
LE AND
CLEAN
LOCAL
GOVERNMEN
T
INSTITUTIO
NAL
TRANSFORM
ATION AND
ORGANISATI
ONAL
DEVELOPME
NT
100%
filling of
prioritized
vacancies
To build the
capacity of the
Municipality
through filling
of critical
positions
1153
R5 500 000
Internal
Improved
Municipal
Performance
July 2012
Progressiv
e
achieveme
nts of
To achieve
Employment
Equity
Numeric Goals
-
-
Internal
Compliance
with EE
Legislation.
2012 and
beyond
TRANFORMIN
G AND
BUILDING
THE
CAPACITY OF
THE LOCAL
STATE
INSTITUTIO
NAL
TRANSFORM
ATION AND
ORGANISATI
ONAL
DEVELOPME
NT
employee
equity
goals.
through
recruitment
practices
Effective
and
functionin
g Local
Labour
Forum
To sustain
good labour
relations
through
training and
engagement on
issues
Achievement
of Equity in
the
workplace
TRANFORMIN
G AND
BUILDING
THE
CAPACITY OF
THE LOCAL
STATE
BULDING
MORE
EFFECTIVE,
ACCOUNTA
BLE AND
CLEAN
LOCAL
GOVERNME
NT
11434
R50 000
Internal
INFORMATION TECHNOLOGY: PROJECTS/PROGRAMMES
A conducive
environment
to labour
peace
On-going
Programme.
INSTITUTIO
NAL
TRANSFOR
MATION
AND
ORGANISA
TIONAL
DEVELOPM
ENT
IT Master
Systems
Plan and
place and
implemente
d
Development
and
Implementatio
n of MSP
11430
Implementat
ion of the
Action Plan
emanating
from the
DRP
Development
11430
and
implementatio
n of Phase 1 of
Disaster
Recovery Plan.
R800 000
Internal
Integrated IT
Systems that
support
Municipal
business
processes
2012
700 000
Internal
Ensure
Business
Continuity in
an event of a
disaster
2012
BULDING
MORE
EFFECTIVE,
ACCOUNTA
BLE AND
CLEAN
LOCAL
GOVERNM
ENT
INSTITUTIO
NAL
TRANSFOR
MATION
AND
ORGANISA
TIONAL
DEVELOPM
ENT
BULDING
MORE
EFFECTIVE,
ACCOUNTA
BLE AND
CLEAN
LOCAL
GOVERNM
ENT
INSTITUTIO
NAL
TRANSFOR
MATION
AND
ORGANISA
TIONAL
DEVELOPM
ENT
A secured
Municipal
IT
Environmen
t
Development
and
implementatio
n of the IT
Perimeter
Security
Environment
Plan.
11430
R300 000
Internal
A Secured
Business
Information
for the
Municipality
2012
IT
Information
Back-ups
Server
Upgrade and
Information
11430
R300 000
Internal
IT
information
is Backups
2012
BULDING
MORE
EFFECTIVE,
ACCOUNTA
BLE AND
CLEAN
LOCAL
GOVERNM
ENT
INSTITUTIO
NAL
TRANSFOR
MATION
AND
ORGANISA
TIONAL
DEVELOPM
ENT
are created
backups
Licensing
Measures.
Sourcing or
renewal of
Microsoft
License and
other Software
Licenses.
resulting in
Information
storage and
memory
BULDING
MORE
EFFECTIVE,
ACCOUNTA
BLE AND
CLEAN
LOCAL
GOVERNM
ENT
INSTITUTIO
NAL
TRANSFOR
MATION
AND
ORGANISA
TIONAL
DEVELOPM
ENT
BULDING
MORE
EFFECTIVE,
ACCOUNTAB
LE AND
CLEAN
IT
Availability
measures.
Systems
reliability
measures
11290
R1 100 000
Internal
Reliability
and
availability
of IT System
to
continually
support
business
processes
2012
LOCAL
GOVERNMEN
T
INSTITUTIO
NAL
TRANSFOR
MATION
AND
ORGANISA
TIONAL
DEVELOPM
ENT
Availability
of IT
Equipment
that support
business
processes.
Replacement/a
cquisition of
IT Equipment
Leasing of IT
Equipment
CSS01
R1 100 000
11761
R2 300 000
11435
R800 000
Internal
Ensures
availability
of Municipal
Services at
all times
2012
Internal
Minimize
down time
due to
systems
failure and
repairs
2012 and
beyond
BULDING
MORE
EFFECTIVE,
ACCOUNTAB
LE AND
CLEAN
LOCAL
GOVERNMEN
T
INSTITUTIO
NAL
TRANSFOR
MATION
AND
ORGANISA
TIONAL
Proper
maintenance
of Hardware
and
Software
Conclude
service level
agreements for
all specialized
products (both
hardware &
software
DEVELOPM
ENT
BULDING
MORE
EFFECTIVE,
ACCOUNTAB
LE AND
CLEAN
LOCAL
GOVERNMEN
T
LEGAL AND ADMINISTRATION: PROJECTS/PROGRAMMES
INSTITUTIO
NAL
TRANSFOR
MATION
AND
ORGANISA
TIONAL
DEVELOPM
ENT
BULDING
MORE
EFFECTIVE,
ACCOUNTAB
LE AND
CLEAN
Effective
and reliable
telephone
management
system.
Expansion of
11430
IP Telephone
System to
cover the Civic
Centre and
Satellite
Offices
R240 000
Internal
Improved
2012. and
Internal &
beyond
External
Communicati
on
LOCAL
GOVERNMEN
T
INSTITUTIO
NAL
TRANSFORM
ATION AND
ORGANISATI
ONAL
DEVELOPME
NT
All
Municipal
Information
(Hard
copies)
safely stored
Back-scanning
of Municipal
Archives
11430
R80 000
Internal
Safe and
accessible
Municipal
Records
2012 and
beyond
Appropriate
By-Laws
Development
and
11519
R500 000
Internal
Improved
Governance
2012 and
beyond
BULDING
MORE
EFFECTIVE,
ACCOUNTAB
LE AND
CLEAN
LOCAL
GOVERNMEN
T
INSTITUTIO
NAL
TRANSFORM
ATION AND
ORGANISATI
ONAL
DEVELOPME
NT
BULDING
MORE
EFFECTIVE,
ACCOUNTAB
LE AND
CLEAN
LOCAL
GOVERNMEN
T
and Policies
in place
Rationalization
of Municipal
By-Laws.
and
Regulation of
the
Municipality
through
appropriate
and
enforceable
By-Laws and
Policies
DEVELOPMENT PROJECTS: FINANCE
DEVELOPM
ENT GOAL
A vibrant
economy
which offers
new
opportunities
MEASURA
BLE
OBJECTIV
ES
KPA
KPI
To
Increase in
increase
revenue
revenue to collection
Randfonte
in Local
Municipali
ty
PROJECT/
PROGRAM
ME
Identification
of illegal
consumption
of municipal
Services
Instruction of
Directorate
Infrastructure
to implement
corrective
action
Increase in Identification
rental
of incidence
collected
and causes of
non-collection
of revenue
from Rental
Housing Stock.
Instruction of
Directorate
Development
Planning to
implement
corrective
action
PROJECT
PROGRAM
ME ID NO.
BUDGET
SOURCE
OF
FUNDIN
G
R200 000,00 Randfonte
in Local
Municipali
ty
INPUTS
TIMING
Greater
Randfont
ein
2012 - 2013
R150 000,00 Randfonte Greater
in Local
Randfont
Municipali ein
ty
2012 - 2013
Accuracy Validation of
of indigent current
register
members and
applicant of
Increase in Indigent
revenue
Register
generated through
physical
checking
R500 000,00 Randfonte Greater
in Local
Randfont
Municipali ein
ty
2012 - 2013
DEVELOPMENT PROJECTS: WATER AND SANITATION
Developme
nt Goal
A skilled
and healthy
population
in
Randfontein
A vibrant
economy
which offers
new
opportunitie
s
Public
confidence
in a shared,
bright future
for
Randfontein
Measurabl
e
Objectives
Improve
the quality
of Health
through use
of
extensive
prevention
measure
KPA
KPI
Project/
Programme
Improv
e local
public
service
s and
broade
n
access
to them
KM of
water
pipes
replaced.
Integrated
support for
businesses
KM of
new water
pipes
installed
Project /
Programm
e Id No.
Budget
R’000
Funding
Source
Impact
Upgrading of
Water
Infrastructure
(replacing
existing
midblock
distribution
system with
new water
pipes installed
in the road
reserve)
Complete
Water main
ring in order to
extend the
supply of water
R
1,000pa
Internal
R 800
Unfunde
d
Replacement of
R 600pa
Internal
Improved
2011-2016
water
supply,
water
metering
and
maintenanc
e of water
supply
infrastructur
e in
Mohlakeng
Extension
2011/2012
of
municipal
water
supply to
the
following
areas and
facilities:
Robinpark,
Randfontein
Golf Course
and
Robinson
Golf Course
New meters 2011-2016
Visualising
Randfontei
n’s future
No. of
Timing
water
meters
replaced
residential
water meters (
replace old
water meters
with new ones)
No. of
Replacement of
bulk water old bulk water
meters
meters
replaced
R
1,000pa
To
source
funding
KM of
pipe
repaired
Pressure testing
and
maintenance
(repair leaks)
on the Badirile
Water supply
pipeline
R 1,000
Internal
KM of
sewer
pipes
upgraded
Upgrade sewer
network in
Mohlakeng
(replace
existing
110mm sewer
R 500pa
Internal
to address
correct
billing,
water losses
and revenue
generation
in Greater
RLM
New Bulk
meters to
address
correct
billing,
water losses
and revenue
generation
in Greater
RLM
Programme
to ensure
uninterrupti
ble supply
of water to
Badirile
(Ward 1)
and prevent
water losses
Upgraded
sewer
networks to
prevent
sewer
blockages
2011-2016
2011/2012
2011 2016
pipes with
200mm pipes)
Approved
designs
for
Defontein
sewer
pump
station
Phasing out of
Bussing street
sewer pump
station and
designing of
Defontein
sewer pump
station.
R 400
Internal
%
Upgraded
Randfonte
in
WWTW
Phase 2
Upgrade of
Randfontein
WWTW -phase
2. (to ensure
compliance
with legislation
and prolong
useful lifespan
of equipment)
R 500pa
Internal
Mohlakeng
Ext 4 (Ward
15)
Efficient
2011/2012
and
effective
managemen
t of sewer
from
Aureus and
Greenhills
Ext 3 (Ward
5 and Ward
4)
Programme 2011-2016
to extend
WWTW
end use life,
ensure
efficient
and
effective
treatment of
sewer and
waste water
to comply
with DWA
regulations
(Ward 9,
the work
serves the
Greater
RLM)
DEVELOPMENT PROJECTS: ELECTRICITY
Developme
nt Goal
A skilled
and healthy
population
in
Randfontein
A vibrant
economy
which offers
new
opportunitie
s
Public
confidence
in a shared,
bright future
for
Randfontein
Measurabl
e
Objectives
Improve
the quality
of Health
through use
of
extensive
prevention
measures
Integrated
support for
businesses
Visualising
Randfontei
n’s future
Linking
Randfontei
KPA
KPI
Project/
Programme
Project
Budget
/Programm R’000
e Id No.
R 1,000pa
Funding
Source
Impact
Timing
Improv
e local
public
service
s and
broade
n
access
to them
No. of
Bridges
rehabilitat
ed
Rehabilitation
of Bridge
Structures
WRDM
Improve
the safety
of
bridges for
motorists
and
pedestrian
Ward
2,5,7
Improved
and safer
road
network
for public
use
Ward
6,5,1,2
Improved
and proper
manageme
nt of storm
water, and
prolong
the end
use life of
storm
water
infrastruct
2011 2016
KM of
primary
roads and
arterials
rehabilitat
ed/
upgraded
Upgrading and
rehabilitation
of primary
roads and
arterials
R10 000
pa
Internal
No. of
storm
water
systems
upgraded
and
rehabilitat
ed
Upgrading and
rehabilitation
of the storm
water system
R2, 000pa
Internal
2011-2016
2011 2016
n’s people
to their
work
An
attractive,
well-used
natural,
historic and
built
environment
Communic
ating and
engaging
The
regeneratio
n of
existing
Settlements
A
perception
changing
landscape
Provision
of well
used easily
accessed
amenities
ure
DEVELOPMENT PROJECTS: ROADS AND STORMWATER
Developme
nt Goal
A skilled
and healthy
population
in
Randfontein
Measurabl
e
Objectives
Improve
the quality
of Health
through use
of
extensive
prevention
measures
Public
confidence
in a shared,
bright future
for
Randfontein
Visualising
Randfontei
n’s future
An
attractive,
well-used
natural,
historic and
built
environment
A
perceptionchanging
landscape
KPA
KPI
Project/
Programme
Project
Budget
/Programm R’000
e Id No.
R
1,000pa
Fundin
g
Source
Internal
Improv
e local
public
service
s and
broade
n
access
to them
No. of
waste
receptacle
s procured
Provision of
waste
receptacles
New
landfill
licence
Landfill
License
Application
R 650
Internal
No. of
illegal
dumping
spots
Removal and
rehabilitation
of illegal
dumping spots
R 200pa
Internal
Impact
Timing
Modernizatio
n&
Standardizati
on of waste
management
services in
the Greater
Randfontein
Area
Licensed
landfill site
accessible for
use by
business and
residents
from within
and outside
of
Randfontein
area of
jurisdiction.
Landfill
based in
Ward 5.
Eliminating
illegal
dumping
spots by
2011-2016
2011-2013
2011-2016
cleaned
and
rehabilitat
ed
Rural
waste
managem
ent
strategy
approved
by
Council
Develop a rural
waste
management
strategy
R 650
To
source
funding
through
job
fund
No. of
implement
s acquired
to support
provision
of waste
services
Acquire
implements to
provide waste
management
services
R 7000
To
source
funding
through
job
fund
Landfill
improvement
programme:
new waste
disposal site
R 3,000
To
source
funding
Establish a
waste transfer
stations
R 5000
To
source
funding
converting
them into
community
assets within
the Greater
RLM
Strategy to
give effect to
the provision
of waste
management
service to un
– service
rural parts of
RLM
Provide
effective and
efficient
waste
management
services
Extend the
landfill end
use life for
public use,
improve
compliance
to permit
conditions,
Facilities to
cater for
garden and
2012 2014
2013 2016
2012 2016
2012 2016
through
job
fund
Mechanic
al street
sweeper
machine
procured
Procurement of
a mechanical
street sweeper
machine
R 500
Internal
19m3 Rear
end waste
compactor
procured
Procurement of
193m rear end
waste
compactors
R 1,900
Internal
bulky waste,
support
recycling
initiatives
Implement to
improve the
levels of
cleanliness
especially
within the
CBD (Ward
5)
Implement to
improve
refuse
removal
services
within
Greater RLM
2011-2012
2011-2012
DEVELOPMENT PROJECTS: PARKS, STREET TREES AND CEMETERIES
Developme
nt Goal
An
attractive,
well-used
natural,
historic and
built
environment
Measurabl
e
Objectives
A
perceptionchanging
landscape
Public
confidence
in a share,
bright future
for
Randfontein
An
appealing
tourism and
leisure
experience
Local and
Regional
attractions
and
facilities
KPA
KPI
Project/
Programme
Project /
Programm
e Id No.
Budget
R’000
Buildin
g more
united,
no
racial,
integrat
ed and
safer
Comm
unities
Master
Plan
Approved
by
Council
Develop an
Open Space
Management
Plan
R 1,000
No. of
existing
river
streams
cleaned
Removal of
alien aquatic
invasive
plants from
water bodies
(mainly
hyacinth)
R 700pa
No. of
regional
parks
developed
Regional Park
Development
R 1,500
Fundin
g
Source
Internal
Impact
Timing
Efficient and 2012-2013
effective
open space
management
planning &
budgeting for
RLM
Internal Improved
2013-2016
water quality;
Clean,
aesthetical
pleasant
streams;
Conserved
biodiversity
both fauna
and flora in
RLM
DEAT User friendly, 2011-2013
(Depart safe
ment
aesthetical
Of
pleasant
Environ parks
ment
developed in
Agricul Mohlakeng
ture &
Ext. 4
Touris
m
No. of
Greening of
spots
RLM
beautified
and No. of
trees
planted
R 500pa
No. of
existing
parks
upgraded
Upgrading
existing parks
R 1,500
pa
No. of
new parks
developed
Develop new
parks
R 1,200
pa
No. of
rehabilitat
ed nursery
structures
Rehabilitation
and upgrade of
nursery
Structures
(phase 1)
R 700pa
No. of
compostin
Establishment
of composting
R 500
Internal
Aesthetically
pleasant
environment
and
mitigating
against the
impact of
Climate
Change in
RLM
Internal Refurbish
dilapidated
parks for
public use in
Greater RLM
Internal User friendly,
and
safe
sourced aesthetical
funding pleasant
external parks for
ly
public use in
in the Greater
RLM
Internal Fully
functional
nurseries to
growing
plants to
support the
beautification
programme
Internal Fully
functional
2011-2016
2011-2016
2011-2016
2012-2016
2013-2015
g facilities plant
establishe (Phase 1)
d
No. of
rural
cemetery
developed
Rural cemetery
development
R 5000
Source
funding
No. of
Upgrade of
cemeteries existing
beautified cemeteries
including
Landscaping
No. of
New cemetery
cemeteries development
developed (urban),
including
feasibility
studies
R 500 pa
Internal
R 4,500
Source
funding
No. of
Parks play
park play equipment
equipment
installed
R 500
Internal
composting
facility to
support the
beautification
programme
Legal and
well
established
cemetery for
public use in
the rural area
of RLM
Beautified
and well
landscaped
cemeteries in
Greater RLM
Legal and
well
established
cemetery for
public use in
the urban
areas of RLM
Safer, well
established
and user
friendly
recreation
facilities for
the general
public in the
Greater RLM
2011-2016
2011-2016
2011-2016
2012-2013
DEVELOPMENT PROJECTS: WASTE MANAGEMENT
Developme
nt Goal
A skilled
and healthy
population
in
Randfontein
A vibrant
economy
which offers
new
opportunitie
s
Public
confidence
in a shared,
bright future
for
Randfontein
Measurabl
e
Objectives
Improve
the quality
of Health
through use
of
extensive
prevention
measures
Integrated
support for
businesses
Visualising
Randfontei
n’s future
KPA
KPI
Project /
Programme
Improv
e local
public
service
s and
broade
n
access
to
them.
No. of
new
substation
points
constructe
d
New
substation
Points:
1.) New
132/11-kv
Eskom intake
substation
point at
Middelvlei
ext.11 with
internal
reticulation.
2.) Additional
20-MVA
transformer at
existing
Drowell main
intake
substation
point.
3.) New
Mohlakeng
132/11-kv
Eskom intake
substation
point. (Replace
Project
Budget
/Programm R’000
e Id No.
Fundin
g
Source
R 35 000
Internal
/ INEP
R20 000
Internal
INEP/
R35 000
Internal
/INEP
Impact
Programme
to extend
power to
supply to
new
(development
) and
existing
customers,
project to be
implemented
in the
following
areas:
Middelvlei
Finsbury
Mohlakeng
Wilbotsdal
Loumarina
Timing
2011 –
2016
2015
2012 2016
existing 44/11kv substation
point.)
R3 000
4.) New
switching
station –
Connie Mulder
with
switchgear.
R3 000
Internal
2013 2016
Internal
2013 2016
R35 000
Internal
5.) New
Loumarina
switching
station with
switchgear.
No. of
new
feeder
lines
(links)
between
substation
6.) New
Finsbury
132/11-kv
substation
point.
New Link
Feeder Lines
1.) New feeder
lines between
Drowell and
Loumarina
switching
station.
2.) New feeder
201 – 2016
R5 000
Internal
R5 000
Internal
Feeder lines
provide bulk
supply
between new
substation
points thus
enabling the
extension of
power to
supply to
2011/2016
2011/2016
lines between
Connie Mulder
switching
station and
Ponie
switching
station.
3.) New link /
feeder lines
between
existing
Lafarge
substation and
new Middelvlei
/Mohlakeng
ext.11 132/11kv substation
point.
4.) Link/feeder
lines from
Finsbury to
existing
Lafarge
substation
point.
5.) Link feeder
lines between
new Finsbury
substation and
New
new
(development
) and
existing
customers,
project to be
implemented
in the
following
areas:
Middelvlei
Finsbury
Mohlakeng
Wilbotsdal
Loumarina.
R8 000
Internal
/ INEP
2011/2016
R8 000
Internal
2011/2016
R8 000
Internal
2011/2016
KM of
medium
voltage
cable
replaced
between
Lewerik
and
Cormoran
t
Substation
KM of
medium
voltage
cable
installed
between
Wilbotsda
l and
Ponie
switching
stations
Middelvlei/Mo
hlakeng ext.11
substation
point.
Replace
existing
medium
voltage cable
between
Lewerik
switching
station and
Cormorant
substation.
(Phase.2)
Install One (1)
– Additional
standby
medium
voltage feeder
cable between
Wilbotsdal
and Ponie
switching
station in
Greenhills
ext.5 feeding
to the
R 4 000
R3 000
Internal
Internal
2012/2016
Improve the
quality of
power supply
at Helikonark
(Ward 7), and
also comply
with
NRS0147/8
Standards.
(Quality of
supply)
2012 2016
Ensure
uninterruptibl
e power
supply at
waste water
purification
works (Ward
4)
KM of
medium
voltage
cable
replaced
between
Da Gama
and Van
Der Stel
switching
station
No. of
electrical
meters
replaced
KM of
medium
voltage
replaced
Purifications
works.
Replace
existing
medium
voltage cable
between Da
Gama
switching
station and
Van der Stel
switching
station,
Culemborgpark
.
(Phase.1 years)
Replace all
existing
residential
conventional
and old
prepaid
meters with
new smart
type split
meters.
Replace
existing
medium
voltage cable -
R 3 000
Internal
Improve the
quality of
power supply
at
Culemborgpa
rk, and also
comply with
NRS0147/8
Standards.
2012 2016
R 6 000
Internal
Reduce
electrical
losses,
improve
metering and
revenue
generation
from the
Greater RLM
2012/2016
R 3 000
Internal
Improve the
quality of
power supply
in Greater
2012/2016
in Greater
Randfonte
in
KM of
overhead
lines
network
upgraded
%
Randfontein,
distribution
area.
(Phase.1)
Upgrading of
existing
overhead
networks – of
its lifespan
RLM in line
with NRS
047/048
R 4 000
Internal
Improve the
quality of
power supply
in Greater
RLM in line
with NRS
047/048 in
following
areas:
Pelzvale,
Randfontein
South,
Wheatlands,
Elandsvlei,
Loumarina
and Bootha
small
holdings.
(Ward.3)
2011/2016
External
funding
acquired
for
electrificat
ion
Bridge
funding
required:
Electrification
of 574 – New
RDP houses in
R5 000
INEP
funds
receive
d:
R3,800
Interna
l
R2 000
Funds to be
used to
electrify
Mohlakeng
ext.11
(Ward.12)
No. new
traffic
lights
installed
New set of
traffic lights –
C/o Tambotie
and Homestead
avenue.
No. of
high mast
installed
Installation of
High Mast
Lighting
2011/2012
R 500pa
Internal
R1
000pa
Internal
Reduce
2012-2014
traffic
congestions
and accidents
in Homelake.
(Ward.7)
Improve area 2011 –
lighting and
2016
security,
project to be
implemented
in Mohlakeng
ext.3/4/5/7,
Toekomsrus,
Project
phases
required
until
completio
n
(1 - year)
Westergloor,
Aureus,
Pelzvale,
Randfontein
South and
Finsbury.
No. of
Minisubstation
s secured
Securing of
miniature
substations and
pillar boxes
with new safe
type cubicles –
Randfontein
distribution
area.
R6 000
Internal
No. of
medium
voltage
switches
replaced
in main
substation
s
Replace
existing
medium
voltage
switchgear in
main
substations.
(Phase.2)
R 5 000
Internal
(Ward.2/5/8/
10/12/ 14/
15)
Secure
uninterruptab
le power
supply and
prevent
illegal
connections
in
Randfontein,
Mohlakeng
and
Toekomsrus.
(Ward.2-19)
Secure
uninterruptibl
e power
supply to
customers to
customers
connected to
the following
substations:
Westergloor,
2011 –
2016
2011-2016
No. of
NMD
applicatio
n to
Eskom
KM of
medium
voltage
cable
replaced
KM of
medium
voltage
cable
replaced
KM of
Increase NMD
notified
maximum
demand at the
following
main Eskom
intake
substations:
1.)Westergloor
2.)Munic
3.)Industries
4.)Drowell
5.)Mohlakeng
Aureus Ext.1
and 3 –
Industrial
area.
Replace
existing
medium
voltage cable.
Toekomsrus
distribution
Area
Replace
existing
medium
voltage cable.
Toekomsrus
Internal
Munic and
Industries.
(Ward.8/5/9)
Increase in
capacity to
supply the
Greater
Randfontein
Area
2012–
2016
R3 000
R2 000
R3 000
R3 000
R1 000
R10 000
Internal
Improve the
quality of
power supply
in line with
NRS 047
/048 in
Aureus.1 / 3
2012-2016
R10 000
Internal
2012-2016
R 5 000
Internal
Improve the
quality of
power supply
in line with
NRS 047
/048 in
Toekomsrus.
Improve the
2012-2016
overhead
lines
network
upgraded
distribution
Area
Replace/
upgrade
existing lowvoltage
overhead
quality of
power supply
in Greater
RLM in line
with NRS
047/048 in
Toekomsrus
DEVELOPMENT PROJECTS: SOCIAL DEVELOPMENT
DEVELOPM
ENT GOAL
MEASURA
BLE
OBJECTIV
ES
Public
Improve the
confidence in a quality of
shared, bright
Health
future for
through use
Randfontein
of extensive
prevention
measures
Public
confidence in a
shared, bright
future for
Randfontein
Public
confidence in a
shared, bright
future for
Randfontein
Capitalising
on the
investment in
Leisure
Facilities
Capitalising
on the
investment in
Leisure
Facilities
KPA
KPI
PROJECT/
PROGRAM
ME
PROJECT
PROGRAM
ME ID NO.
BUDGET
SOURCE
OF
FUNDIN
G
RLM
The
functional
area in
your
Directorat
e where
work will
take place
in support
of
Developm
ent Goal
and
Measurabl
e
Objectives
Communit
y hall
provided
in
Finsbury
Provide a
community
Hall for
Finsbury
 R 12800
000
Sport
complex
upgraded
Upgrade of
Finsbury Sport
Complex
(Phase 2)
 R21000
000
RLM
Hall
upgraded
Upgrade
Toekomsrus
Hall
 R 2800
000
Funded
from
maintenan
ce budget
INPUTS
Ward 2
TIMING
2013-2016
2012-2014
Greater
Randfont
ein
2015-2017
Public
confidence in a
shared, bright
future for
Randfontein
Public
confidence in a
shared, bright
future for
Randfontein
Public
confidence in a
shared, bright
future for
Randfontein
Public
confidence in a
shared, bright
future for
Randfontein
Public
confidence in a
shared, bright
future for
Randfontein
Public
confidence in a
shared, bright
future for
Randfontein
Public
confidence in a
Local and
Regional
attractions
and facilities
sport
complex
provided
Provide a new
Sport Complex
in Toekomsrus
 R 64 000
000
RLM and
MIG
Greater
Randfont
ein
2012-2015
Provision of
well-used and
easily
accessed
amenities
Capitalising
on the
investment in
Leisure
Facilities
Capitalising
on the
investment in
Leisure
Facilities
Provision of
well-used and
easily
accessed
amenities
Provision of
well-used and
easily
accessed
amenities
Sport
complex
upgraded
Upgrade of
Sport Complex
in Jabulani
 R 600.000
 R
1 000 000
 R 2 000
000
 R21 000
000
 R
 R
Lotto and
internal
Greater
Randfont
ein
2012-15
RLM
And
LOTTO
Ward 19 2013-15
 R
2 000 000
 R 2 500
000
Lotto
Internal
Greater
Randfont
ein
2012- 2016
Kocksoord Kocksoord
Library
Library
upgraded
upgrade
 R
5 000 000
 R 5 000
000
Unfunded
Ward
2014- 2016
Hall
provided
Kocksoord
Community
Hall
Unfunded
Ward
2014-2016
Maintaine
d halls
Maintenance
of Halls
 R
10 000 00
0
 R 10 000
000
 R1
500 000
internal
greater
Randfont
2012-2016
Recreation Provide new
hall
recreation Hall
provided
in Ward 19
Mohlaken
g Sport
Complex
upgraded
Upgrade
Mohlakeng
Sport Complex
shared, bright
future for
Randfontein
Public
confidence in a
shared, bright
future for
Randfontein
Sustained
sport and
recreation
programm
es
Public
confidence in a
shared, bright
future for
Randfontein
Public
confidence in a
shared, bright
future for
Randfontein
Public
confidence in a
shared, bright
future for
Randfontein
Public
confidence in a
shared, bright
future for
Randfontein
Public
confidence in a
OR
TAMBO
GAMES
celebrated
Promotion/
sustaining
coordinated
sport and
recreation
programmes
Celebration of
OR TAMBO
GAMES
 R
2 000 000
 R 2 500
000
 R 400 000
 R 450 000
 R 500 000
ein
Internal
Greater
Randfont
ein
2012-2016
 R 200 000
 R250 000
 R 300 000
Internal
Greater
Randfont
ein
2012-2016
Arts and
Culture
programm
es
promoted
No Learn
to swim
programm
es
Promoting
Arts and
Culture
programmes
 R 200 000
 R 250 000
 R 300 000
Internal
Greater
Randfont
ein
2012-2016
Learn to swim
programme
 R 30 000
 R 40 000
 R 50 000
Internal
Greater
Randfont
ein
2012c2015
No
National
events
celebrated
Celebration of
events as per
National
Calendar
 R 20 000
 R 30 000
 R 40 000
Internal
Greater
Randfont
ein
2012c2015
No Mass
participati
Mass
Participation
 R 20 000
 R 30 000
Internal
Greater
Randfont
2012c2015
shared, bright
future for
Randfontein
Public
confidence in a
shared, bright
future for
Randfontein
Public
confidence in a
shared, bright
future for
Randfontein
Public
confidence in a
shared, bright
future for
Randfontein
Promotion of
culture of
reading
programs for
the
community
of
Randfontein
To empower
employees of
the
Directorate
by providing
them access
and
assistance to
information
and
knowledge to
increase
efficiency in
the
workplace
Building
more
united,
nonracial,
integrated
and safer
communit
ies
Transfor
mation
and
building
of
capacity
of staff
on
programm
e
Randfonte
in Sport
Council
supported
programme
 R 40 000
Support for
Greater
Randfontein
Sport Council
 R 20 000
 R 30 000
 40 000
Internal
Greater
Randfont
ein
2012c2015
5x
Programm
es for
schools
9x high
schools
25x
participant
s
24 staff
members
to be
trained.
Readathon for
Primary
Schools
R50 000
DAC
Grant
Funding
Promote
the
culture
of
reading
amongst
the youth
Trough out
2011/2012
Financial
year
R50 000
DAC
Grant
Funding
Improve
service
delivery
to the
public in
all
libraries
Training to
be
completed
end of May
2012
Public
Speaking
competition
for secondary
schools
Employee
Skills
development
ein
Public
confidence in a
shared, bright
future for
Randfontein
Improve the
Book stock in
Libraries
On-going
review of
services
Building
more
united,
nonracial,
integrated
and safer
communit
ies
improve
Procurement
the book
of Library
stock in all material
libraries
R106 613
Public
confidence in a
shared, bright
future for
Randfontein
Provide
access to
library
services
Appointm
ent of 04
new staff
members
for
libraries
Filling vacant
posts
R1m
Public
confidence in a
shared, bright
future for
Randfontein
To extend
distribution
of
community
libraries
including
upgrading
existing ones.
Additional
library in
Mohlaken
g
New Library
Mohlakeng
ext7
R1m Internal
R3,544,979
Province
Public
confidence in a
shared, bright
future for
Randfontein
Increase
accessibility
of LIS & ICT
services
Building
more
united,
nonracial,
integrated
and safer
communit
ies
Building
more
united,
nonracial,
integrated
and safer
communit
ies
Building
more
united,
nonracial,
DAC
Grant
Funding
To
provide
relevant
study
materials
to the
public
Trough out
2011/2012
Financial
year
DAC
Grant
Funding
Provisio
n of
library
services
to the
communi
ty
Trough out
2011/2012
Financial
year
DAC
Grant
Funding
Provisio
ning of
library
services
to the
communi
ty
To be
completed
end of May
2012
Commun
ity has
access to
Internet
and
Trough out
2011/2012
Financial
year
Operation
al Budget
Internal
Capital
Budget
7 Libraries
need ICT
to support
Library
network
Procurement
of ICT &
Information
resources
R 400 000
DAC
Grant
Funding
integrated
and safer
communit
ies
and
provide
services to
the public.
computer
s and email.
To
secure
Library
books
and
materials
New 3M
Security
System for
Toekomsr
us Library
Public
confidence in a
shared, bright
future for
Randfontein
Increase
accessibility
of LIS & ICT
services
Building
more
united,
nonracial,
integrated
and safer
communit
ies
Rendering
LIS
services to
the
communit
y of
Zenzele
Future
Projects:
Container
Library for
Zenzele
R500 000
DAC
Grant
funding
Provisio 2012/ 2013
ning of
Financial
library
Year
services
to the
communi
ty
DEVELOPMENT PROJECTS: LED
DEVELOPMENT MEASURABLE
GOAL
OBJECTIVES
A vibrant economy
which offers new
opportunities
Linking
Randfontein’s
people to their
work
Integrated
support for
Businesses
Integrated
support for
Businesses
Opportunities for
Business start-up
Linking
Randfontein’s
people to their
work
KPA
PROJECTS
DEFINITION
PROJ.
NO.
SMME
development and
support:
11552
R250 000
SOURCE
OF
FUNDING
RLM
11552
R100 000
RLM
Greater
Randfontein
DP03
R1 000 000
MIG
Greater
Randfontein
11529
R3 300 000
DPW
Greater
Randfontein
 Markets;
 Business
Development;
 Information
Trading
Development;
and
 Targeted
procurement
Development and
support of
cooperatives
Set up a Small
Business
Development Onestop Centre
Implement EPWP
for:
 Labour
intensive
opportunities;
 Use of
emerging
BUDGET
WARD
Greater
Randfontein
contractors;
and
 Skills transfer
A vibrant economy
which offers new
opportunities
Integrated
support for
Businesses
Linking
Randfontein’s
people to their
work
Integrated
support for
Businesses
Help to sustain
Local Business
through:
 Reducing cost
to do business;
and
 Advice Council
Establish Food
Production Units at
Elandsfontein
Establish
Vegetable
Production and
Nursery Business
at Badirile
Host Farmers Day
and Agricultural
Expo
Planning:
 Develop
Industrial
Development
Strategy; and
 Develop
Growth and
Development
Strategy.
11552
R500 000
R1 700 000
R1 000 000
RLM
Greater
Randfontein
MIG
First
Uranium
MIG
Greater
Randfontein
Greater
Randfontein
11552
R100 000
RLM
Greater
Randfontein
11552
R100 000
RLM
Greater
Randfontein
Unfunded
Greater
Randfontein
Implement:
 Inner City
Revitalisation
Strategy;
 Marketing and
Investment
Strategy; and
 Marketing of
Aureus
Industrial Park
11552
R200 000
RLM
Greater
Randfontein
DEVELOPMENT PROJECTS: TOWN PLANNING AND BUILDING CONTROL
DEVELOPMENT MEASURABLE
GOAL
OBJECTIVES
Public confidence
in a shared, bright
future for
Randfontein
KPA
PROJECTS
DEFINITION
Visualising
Randfontein’s
future
Township
establishments
Planning:
Communicating
and engaging
 Update SDF;
and
 Precinct nodes
Revise SG Plans
for Mohlakeng Ext
7, 8, 11 (including
street names)
Establish GIS
The regeneration
of existing
Settlements
Update
Amendment
Scheme Maps
Formalise Jabulani
Information
Settlement
Registration of
Subdivisions:
 Sweet Valley;
 Dick Powell;
 Trichardt Oord;
and
 Van Rensburg
Oord
PROJ.
NO.
11540
21940
BUDGET
R400 000
SOURCE
OF
FUNDING
RLM
WARD
R1000 000
GD WARD
GD WARD
Greater
Randfontein
R250 000
RLM
Greater
Randfontein
Unfunded
Greater
Randfontein
Greater
Randfontein
Greater
Randfontein
11540
R150 000
RLM
21890
R400 000
RLM
Ward 1
11540
R450 000
RLM
Greater
Randfontein
Procurement of
land for Township
establishment:
 The Farm
Middlevlei;
 Mohlakeng Ext
11;
 Brandvlei; and
 Bongweni and
Phumlani
Procurement of
Building Plans
Scanner
Unfunded
Unfunded
Unfunded
Possible
partner First
Uranium
Unfunded
Greater
Randfontein
Ward 8
Greater
Randfontein
DEVELOPMENT PROJECTS: SUSTAINABLE HUMAN SETTLEMENT
DEVELOPMENT MEASURABLE
GOAL
OBJECTIVES
Public confidence
in a shared, bright
future for
Randfontein
Visualising
Randfontein’s
future
Communicating
and engaging
An attractive, well- The regeneration
used natural,
of existing
historic and built
Settlements
environment
A perceptionchanging
landscape
KPA
PROJECTS
DEFINITION
PROJ.
NO.
BUDGET
SOURCE
OF
FUNDING
WARD
GO303
113/1
R6 500 000
GDHLG
Ward 11
GO812
0546/1
GO212
0015
R9 358 608
GDHLG
Ward 1
R2 500 000
GDHLG
Greater
Randfontein
GO212
0015
R1 000 000
GDHLG
Greater
Randfontein
GO9040
004
R450 000
GDHLG
Ward 1
1040
R125 000
RLM
Provision of
Housing:
 Mohlakeng Ext
11, mixed
Housing
Development
(installation of
Services);
 Badirile, 300
top structures;
 Feasibility
Study for
construction/
renovation of
Units
Town Planning
Processes for
Mohlakeng Old
Hostel
Complete
Township
Establishment for
Badirile Portion 18
Management of
Land Invasion/
Informal
Settlement
Greater
Randfontein
On-going transfer
of Houses to
Beneficiaries
Manage and
maintain
Municipal Housing
Stock
Regularise and
transfer old
Housing Stock
11541
R125 000
RLM
Greater
Randfontein
21720
R275 000
RLM
Greater
Randfontein
Unfunded
Greater
Randfontein
DEVELOPMENT PROJECTS: PROPERTY VALUATION SERVICES
DEVELOPMENT MEASURABLE
GOAL
OBJECTIVES
Public confidence
in a shared, bright
future for
Randfontein
Visualising
Randfontein’s
future
KPA
PROJECTS
DEFINITION
PROJ.
NO.
BUDGET
Performance of
supplementary
valuation
Valuations to
determine marketrelated values
Procurement of
Deeds Information
for the Billing
System
11430
R800 000
SOURCE
OF
FUNDING
RLM
WARD
11430
R450 000
RLM
Greater
Randfontein
11433
R500 000
RLM
Greater
Randfontein
Greater
Randfontein
DEVELOPMENT PROJECTS: BUILDING MAINTENANCE AND AUXILLIARY SERVICES
DEVELOPMENT MEASURABLE
GOAL
OBJECTIVES
Public confidence
in a shared, bright
future for
Randfontein
Visualising
Randfontein’s
future
An attractive, well- The regeneration
used natural,
of existing
historic and built
Settlements
environment
KPA
PROJECTS
DEFINITION
PROJ.
NO.
Refurbishment of
Council Facilities
To make Council
Facilities
accessible for
People with
Disabilities
Review and amend
the Fire Protection
Plan
Preventative
maintenance of
Vehicles, Plant and
Equipment
Upgrade Car Wash
Bay and Steam
Plant
11433
BUDGET
R500 000
R
SOURCE
OF
FUNDING
RLM
RLM
WARD
Greater
Randfontein
Greater
Randfontein
Unfunded
Greater
Randfontein
20702
R1 269 876
RLM
Greater
Randfontein
DP02
R80 000
RLM
Randfontein
Local
Municipality
DEVELOPMENT PROJECTS: PUBLIC SAFETY
DEVELOPM
ENT GOAL
A skilled and
healthy
population in
Randfontein
A vibrant
economy
which offers
new
opportunities
MEASURA
BLE
OBJECTIV
ES
Integrated
lifelong
learning
Integrated
support for
Businesses
Visualising
Public
Randfontein’
confidence in a s future
shared, bright
future for
Communicati
Randfontein
ng and
engaging
KPA
KPI
Provide
safe and
secure
Licensing
grounds of
Randfonte
in Local
Municipali
ty for
testing.
Schedule
of
activities
implement
ed in
Licensing
grounds
PROJECT/
PROGRAM
ME
Licensing:
 Satellite
DLTC in
Mohlakeng
 Refurbish
Main Test
Yard
PROJECT
PROGRAM
ME ID NO.
BUDGET
SOURCE
OF
FUNDIN
G
INPUTS
TIMING
PS01
R1 300 Unfunded
000.00
PS02
 High Mast
Light at
Testing
Ground
 CCTV at
Testing
Ground
PS03
 Security
Fencing at
Testing
Ground
Office
furniture and
equipment
PS05
PS04
PS06
Greater
Randfont
ein
R100 000.00 Randfonte Greater
in Local
Randfont
Municipali ein
ty
R250 000.00 Randfonte
in Local
Municipali
ty
R100 000.00 Randfonte
in Local
Municipali
ty
Greater
Randfont
ein
R150 000.00 Randfonte
in Local
Municipali
ty
R300 000.00 Randfonte
in Local
Municipali
ty
Greater
Randfont
ein
Greater
Randfont
ein
Greater
Randfont
ein
85%
complete
Remainder
in 2012 –
2013
2012 – 2013
60%
complete
Remainder
in 2012 –
2013
2012 – 2013
Complete
Enhance ByLaw
Enforcement
through
integration of
Municipal
Enforcement
Agencies
Improvement
of Road
Traffic Signs
and Marketing
Implement a
School Road
Safety
Deployment of
Accident
Reconstruction
Unit to Hot
Spots
Develop an
Intelligence
Deployment
Programme
- OPEX
Greater
Randfont
ein
2012 – 2013
1246
21930
22050
- OPEX
Greater
Randfont
ein
2012 - 2013
4171
1010
- OPEX
2012 – 2013
4171
1010
n/a Operation
al Budget
Greater
Randfont
ein
Greater
Randfont
ein
Greater
Randfont
ein
2012 – 2013
n/a Unfunded
Complete
PART EIGHT- PLANNING AND OUTREACH
THE PLANNING PROCESS
INTRODUCTION
Integrated Development Planning is the process by which Randfontein Local Municipality plans service delivery; it results in the
Integrated Development Plan (IDP). The IDP informs all Operational Planning, Budgeting, Management Control and Decisionmaking in the Municipality.
According to the Municipal Systems Act of 2000, the IDP is a legislated requirement of local government and its legal status
supersedes all other plans at Local Government level.
The IDP covers a period of 5 years and is linked to the Term of Office of Council. A new Council has the option to adopt the IDP of
its predecessor or develop a new IDP, but always for a period of 5 years.
The Responsibility for Planning
In Randfontein Local Municipality, the Executive Mayor has the responsibility for preparation of the IDP but assigns this to the
Municipal Manager.
The Purpose of the IDP
Integrated Development Planning is a continuous process whereby Municipality goes back annually to consult Communities and
Stakeholders on the effectiveness of the plan and the impact of achievement.
The Core Benefits of the IDP
The core benefits are as follows, it:
.

Assists the Municipality in fulfilling its role as Developmental Local Government;

Makes more effective use of scarce resources;

Integrates and co-ordinates all of Randfontein’s service delivery, accelerating delivery;






Is the foundation upon which Budgets are based;
Qualifies the Municipality for Grant and Investment Funding;
Eliminates the impact of the “Apartheid Legacy”;
Informs decisions at Management Level;
Aligns Sector Planning and Spatial Development Planning; and
Prioritises Projects/Programmes.
The Preparation of the IDP
Preparation of the IDP follows five sequential phases of activity:
PURPOSE
To identify:
PROCESS
PHASE 1 - ANALYSIS
To:





Community needs and
issues;
Availability of resources;
Dynamics currently
influencing any
development in
Randfontein; and
Long term-development
patterns and trends.
To develop:

Analyse the current
situation in terms of
service delivery and
development needs;
and
Prioritisation of such
developments/ needs.
OUTPUT



PHASE 2 – STRATEGIC PLANNING

Workshopping.

Quantified
assessment of the
existing situation
for service delivery
and development;
Understanding of
the causes of any
emerging issues;
and
Quantification of
available resources
and any sources of
additional
resources.
Goals and

Development Goals
which take into
consideration National
and Provincial,
Guidelines and
Principles and
community identified
needs.



Objectives for each
Priority Issue;
Options for
addressing each
Issue;
Tentative Financial
Allocation
addressing each
Issue; and
Identification of
Projects.
PHASE 3 – PROJECT PLANNING
Action to address each
Scoping of Projects
Determine:
Development and/or service

Indicators to
delivery Issue
measure delivery
and impact;

Project Outputs
with targets;

Timeframes;

Roles and
Responsibilities for
implementation;
and

Costing, Budget
estimates and
sources of funding.
PHASE 4 – INTEGRATION
To consolidate:

Presentation of

Municipal Action
Programme and
Plan;
All actions into Integrated
Project Proposals to 
Financial Plan;
Project and Programme Plans
the IDP

Capital Investment
Representative
Programme;
Forum for input and

validation;
Compilation of Final
Project Proposals.




To ensure: that, before
adoption by the Municipal
Council, all relevant
Stakeholders and interested
Parties, including other
Spheres of Government have
been afforded the opportunity
to comment.
PHASE 5 – APPROVAL

Alignment with all
National and
Provincial Policies
and Programmes;

Legal compliance
check;

Sector alignment
check;

Feasibility check;
and

Adoption by
Council.
Integrated Sector
Plans;
Institutional Plan for
Implementation ;
Consolidated
Monitoring/
Performance
Management Plan;
and
Disaster Management
Plan.
An adopted Integrated
Development Plan (2011 –
2016) for Randfontein
Local Municipality.
The Annual IDP Review
Randfontein Local Municipality is required to review the achievements made through implementation of the IDP annually
and make any necessary changes for the following financial year. (Section 34 of the Municipal Systems Act, 32 of 2000)
(a)
(b)
must review its Integrated Development Plan
(i)
annually in accordance with an assessment of its performance measurements in terms of section 41; and
(ii)
to the extent that changing circumstances so demand; and
may amend its integrated development plan in accordance with a prescribed process.”
The IDP Review and subsequent Amendment Process must adhere to the requirements for Public Participation.
In the Review the sources of amendments to the IDP, changes to the IDP may be derived from four sources:
1.
The MEC‘s comments;
2.
Unexpected emergency events;
3.
Not satisfying the requirements that the IDP be:
4.
-
Implementation oriented;
-
Strategic;
-
Integrated; and
-
Participatory.
Any changes to the Randfontein environment that:

Has a substantial impact on the nature, understanding or Priority of Issues;

Is related to changes in Budget; and/or

Presents new opportunities that require a quick response from the Municipality.
5. WRDM inputs:
The Roles and Responsibilities for IDP
The roles and responsibilities of the respective Stakeholders in respect of IDP are as follows:

Randfontein Local Municipality
Randfontein Local Municipality must:

Prepare and adopt the IDP Process Plan;

Manage and co-ordinate the IDP planning process which includes:
o
All relevant stakeholders; and
o
Mechanisms and procedures for Public Participation.

Undertake planning events in accordance with the schedule;

Planning Process make sure that the deals with the “burning issues” in the Municipality;

Make sure that the Sector Planning requirements are satisfied;

Adjust the IDP in light of inputs by the MEC for Local Government as appropriate; and


Ensure that the Annual Performance Plans, Budget and Land Use Management decisions are based on the IDP.
West Rand District Municipality
West Rand District Municipality prepares the District IDP and has the responsibility to coordinate each Local
Municipality within its jurisdiction, to ensure:


Alignment of IDPs within the District area;

Alignment of IDPs between the District and Local Municipalities; and

Alignment of IDPs with other Spheres of Government.
Provincial Government
Provincial Government has the responsibility of ensuring the alignment of District Municipal IDP within the
Province, specifically:

The efficient Financial Management of Provincial IDP Grants;


The monitoring of progress of IDP processes;

Assisting Municipalities with the IDP drafting process where required;

Facilitating resolution of disputes related to the IDP process;

IDP-related training where required; and

Coordination of the MEC's assessment and comments.
Civil Society
Provision must be made for Civil Society to participate in the IDP process in order to ensure that the interests of the
different groups are represented. This happens through the IDP Representative Forum where we will achieve the:


Informing of interest groups, Communities and Organizations on relevant planning activities and their
expected outcomes;

Analysis of issues and determination of priorities;

Participation in the design of project proposals and the assessment thereof;

Discussion and comment on the draft IDP; and

Monitoring performance of the implementation of the IDP.
Support Providers/Planning Professionals
External Service Providers may be engaged to:

Provide technical guidance to aspects the IDP process; and

Facilitate workshops;

Support groups and Communities; and

Ensure alignment of IDP with Provincial and National Department.
Institutional Arrangements
The roles and responsibilities of the Role-Players is summarised below:
POSITION
Council
Mayoral Committee






Section 80 Councilors


Ward Committees




Executive Mayor

Speaker

Municipal Manager


ROLES AND RESPONSIBILITIES
Approve the IDP and Budget;
Monitor implementation of the IDP;
Approve Implementation
Plans/Programmes; and
Approve changes to the Budget.
Provide inputs into the IDP/Budget
Processes; and
Deal with strategic Issues with regard to the
priority of Plans and Programmes.
Provide input on the planning of Strategies,
Programmes and Projects; and
Monitor and assess sector delivery with
regard to the agreed programme of delivery.
Identify Community needs/issues and
ensure input of such in the IDP/Budget
process;
Monitor progress with project delivery in
their areas;
Liaise with Ward Members on perceived
progress and the quality of work performed;
and
Facilitate Community involvement and
buy-in in project delivery.
Preparing an IDP and Annual Budget with a
5 year Financial Plan according to the
Legislative Guidelines.
Manage the activities of Ward Councillors
in the Public Participation Process
Manage the IDP and budgeting process and
the 5 year Financial Plan;
Manage the revision of the IDP annually;
IDP Manager
Chief Financial Officer
Directors
IDP/Budget Steering Committee
IDP Representative Forum
 Ensure that the IDP is delivered on time;
 Ensure that plans are allocated available
resources.
 Responsible for the Process Plan;
 Make sure that the Budget process runs
concurrently with the IDP process; and
 Ensure the flow of information from the
Budget process and the IDP outputs into the
Performance Management Process.
 Management of the Budget Process; and
 Alignment and integration of the Budget
process with the IDP.
 Identify programmes and projects;
 Ensure that SDBIP‘s are aligned with the
IDP;
 Ensure compliance with all specific
Legislation and By-Laws;
 Compile Business Plans; and
 Submit regular Progress Reports.
 Oversee the effective management of the
IDP process plan;
 Input to the identification and prioritization
of projects; and
 Monitor management of the IDP
Implementation Plans.
 Provide Community/Stakeholder inputs
throughout the IDP and Budgeting life
spans;
 Monitor and evaluate performance and
progress; and
 To provide inputs/suggestions on ways of
improving delivery.

The IDP Steering Committee (INTERNAL ARRANGEMENT)
The IDP Steering Committee at Randfontein Local Municipality comprises:
Chairperson: IDP Manager
Secretariat:
An Official of the Municipality
Composition: All Mayoral Committee Members
Trade Union x2
Directors (all)
Managers in 3 Political offices :( Executive Mayor, Council Speaker and Chief Whip)
CWP

The IDP Representative Forum
The IDP Representative Forum comprises:
Chairperson: Member of the Mayoral Committee responsible for that specific Sector
Secretariat:
An official of the Municipality
Composition:
Members of the Mayoral Committee (all)
Ward Committee Chairpersons (all)
Directors (all)
Stakeholder representatives of organized groups
Community Representatives

The IDP Process Plan
Before embarking upon the IDP Annual review Process, a Process Plan is prepared and adopted by Council. The Process Plan
sets out the following:


A programme of planning activities and timeframes;

Mechanisms and procedures for participation;

The Institutional Arrangements to manage the IDP; and

Plans and planning requirements binding the Municipality in terms of Legislation.
The Mechanisms and Procedures for Community and Stakeholder Participation
Community and Stakeholder Participation promote democracy, accountability and transparency in Municipal affairs.

Consultation
The Community is informed by means of Public Notices, Billboards, Information Leaflets and Ward Committee Meetings.

Ward Committees
Ward Committees are the organizational framework through which Communities participate in the IDP planning process.
Problems/issues raised at Ward Committee Meetings are listed in the Table below:
ANNEXURE A: LEGISLATIVE AND POLICY FRAMEWORK
LEGISLATIVE FRAMEWORK

The Constitution of the Republic of South Africa (Act No. 108 of 1996)
In terms of the Constitution, Local Government must ensure:

-
The provision of services to ensure the maintenance and the promotion of the wellbeing of all Citizens within
its area of jurisdiction;
-
The provision of access for all Citizens in its area of jurisdiction to Water, Sanitation, Transportation Facilities,
Electricity, Primary Health Care Facilities, Education and Housing; and
-
A safe environment.
The Municipal Systems Act (Act No. 32 of 2000)
The said Act mandates the Municipality by the following:
Chapter 5
Each Municipal Council shall, upon election, adopt a single inclusive and
Strategic Plan which:
 Links, integrates and co-ordinates Municipal Implementation Plans;
 Aligns the available resources and capacity with the Implementation
Plan.
Each Municipal Council shall adopt an IDP Process Plan to guide all phases
of the IDP.
Each Municipal Council shall review its IDP annually, taking into
consideration the following aspects:
Section 28
Section 34

 An assessment of its Performance Measurements;
 To the extent that changing circumstances so demand; and
 May amend its IDP according to a prescribed process if deem necessary.
The Municipal Structures Act (Act 117 of 1998)
The said Act provides for the following:
Chapter 5
Section 83(1)
Section 83(2)

Stipulates the general functions and powers of Municipalities.
Each Municipal has powers and functions assigned to it in terms of the
provisions of the Constitution.
Powers and functions must be divided between the District Municipality
and the Local Municipalities.
Municipal Finance Management Act (Act No. 56 of 3003) (MFMA).
This Act addresses three critical aspects in the IDP Implementation Plan, namely:

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Transformation of the procurement approach;
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Alignment of the IDP, Budgeting and Performance Management Processes; and
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Linkage of IDP Timeframes with Budget Timeframes.
Other Statues which impacts on the Governance and service delivery of a Municipality include the following:

The Local Government: Transitional Act (Act 209 of 1993);

The Local Government Ordinance, 1939;

The Local Government: Municipal Demarcation Act (27 of 1998);

The Property Rates Act (Act 6 of 2004);

The Water Services Act (Act 108 of 1997);

The National Water Act (Act 36 of 1998);

The National Environmental Management Act (Act 107 of 1998);

The Electoral Act, 1998 (Act 73 of 1998);

The Promotion of Local Government Affairs Act (Act 91 of 1983);

The Electricity Act (Act 41 of 1987);

The Promotion of Access to Information Act (Act 2 of 2000);

The Promotion of Administrative Justice Act (Act 3 of 2000);

The National Health Act (Act 61 of 2003);

The Occupational Health And Safety Act (Act 85 of 1993;

The Labour Relations Act (Act 66 of 1995);

The Basic Conditions of Employment Act (Act 75 of 1997);

The Employment Equity Act (Act 55 of 1998);

The Skills Development Act (Act 97 of 1998);

The Unemployment Insurance Act (Act 63 of 2001);

The Pension Funds Act (Act 24 of 1956);

The Housing Act (Act 107 of 1997);

The Prevention of Illegal Eviction from and Unlawful Occupation of Land Act (Act 19 of 1998);

The Removal of Restrictions Act (Act 84 of 1967);

The Development facilitation Act, 1995;

The Town Planning and Townships Ordinance, Ordinance 15 of 1986;

The Division of Land Ordinance, Ordinance 20 of 1986;

Development Facilitation Act (Act 67 of 1995;

The Building Regulations and Building Standards Act (Act 103 of 1977);

The Rationalisation of Local Government Affairs Act (10 of 1998);

The Organised Local Government Act (Act 52 of 2003);

The Expropriation Act (Act 63 Of 1975);

The Institution of Legal Proceedings Against Certain Organs of State Act (Act 40 of 2002);


The Arbitration Act (Act 42 of 1965);

The Public Audit Act (Act 25 of 2004); and

The National Road Traffic Act (Act 93 of 1996)
Municipal By-Laws/Policies
Section 156 of the Constitution provides for Local Municipalities to make and administer Municipal By-Laws.
The Randfontein Local Municipality has promulgated the following By-Laws:

Abattoir By-Laws;
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Advertising By-Laws;
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Beer Hall Regulations;
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Building By-Laws;

Bursary Loans By-Laws;

Barber and Hairdressers By-Laws;

By-Laws governing the hire of halls;

By-Laws relating to Licenses and Business Control;

By-Laws for over population in respect of residence;

By-Laws relating to the keeping of animals, birds and poultry and businesses involving the keeping of animals,
birds, poultry and pets;

By-Laws relating to cafes, restaurants and eating houses;

By-Laws relating to dipping tanks;

By-Laws for prohibiting smoking in theatres and bioscopes;

Capital Development Fund By-Laws;

Cemetery By-Laws;

Cycle Dealers By-Laws;

Dog Licenses By-Laws;

Electricity By-Laws;

Electricity By-Laws – Penalties;

Financial By-Laws;

Flammable liquids and other substances By-Laws;

Food Handling By-Laws;

Food Vending By-Laws;

Hawkers and Peddlers By-Laws;

Health By-Laws;

Library By-Laws;

Market By-Laws;

Parking meter By-Laws;

Pound By-Laws;

Public Amenities By-Laws;

Riebeeck Lake By-Laws;

Sanitary and Refuse removal By-Laws;

Sewerage By-Laws;

Solid Waste By-Laws;

Standard By-Laws in respect of Legal Aid to Officers and Servants of Local Authorities involved in criminal
proceedings;

Standard Health By-Laws for crèches and crèches-cum-nursery schools;

Standard By-Laws relating to Public Facilities;

Standard Financial By-Laws;

Standard Milk By-Laws;

Standard Standing Orders;


Standard Street and Miscellaneous By-Laws;

Standard Traffic Control By-Laws;

Street Trading By-Laws;

Swimming Pool and Spa-bath By-Laws;

The Peri-Urban Town Planning Scheme, 1975;

The Randfontein Town Planning Scheme, 1988;

Water By-Laws; and

Water Services By-Laws.
Policies
The Randfontein Council has approved the following Policies:

Attraction Policy;
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Attraction of Retention Policy;
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Cellphone Policy;
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Communication and information Disclosure Policy;

Compulsory Group Scheme and Memorial Services;

Computer Notebooks Policy;
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Confidentiality Policy;
Contract Management Policy;
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Discipline Policy;

Electronic Mail Policy;
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Employee Assistance Policy;

Employment Equity Policy;

Funeral Policy;
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Grievance Procedure Policy;

Group Scheme & Memorial Service Policy;

Housing Allowance Policy;

HIV/AIDS Workplace Policy;

Illegal Land Use Policy;

Indigent Burial Policy;

ICT Internal Policy;

Indigent Policy;

Induction for New Employees Policy;

Information Security Policy;
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Internet Usage Policy;

Land Alienation Policy;

Language Policy;
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Leave Policy;
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Overtime and Stand-by Policy;

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Payment of Acting Allowance Policy;
Payment of Long Service Award;

Performance Management Policy;

Policy for the Disabled;

Policy on Communication and information Disclosure;
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Policy on Experiential Training;

Policy on Medical Aid;

Policy on Pension Fund;

Policy on the Use of Council Property & Employees;

Policy on the Naming and Renaming of Public Places and Streets;

Property Rates Policy;

Randfontein Rental Stock Policy and Procedure Guide;

Records Management Policy;

Recruitment and Selection Policy;

Registry Procedure Manual;

Relocation Policy;

Risk Management Policy;

Salaries Policy;

Sexual Harassment Policy;

Smoking Policy;

Spaza Shop Policy;

Street Closure Policy;

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Study Assistance Policy;
Substance Abuse Policy;

Succession Planning and Career Pathing Policy;

Tavern Policy;

Telephone Booth Policy;

Telephone Policy;

Termination of Service;

Training and Development Policy;

Transport Allowance and Allocated Vehicle Policy;

Travel and Substance Policy;

Uniform & Protective Clothing Policy;

Whistle Blowing Policy;

Working Hours Policy; and

Work Related Function Policy.
Status of Existing Planning Documents

Randfontein Town Planning Scheme, 1988 and the Peri Urban Town Planning Scheme, 1975
These two schemes are still in operation.
Randfontein Local Municipality has embarked on a process of compiling a new Integrated Land Use Scheme for its
area of jurisdiction and the first draft of the Scheme was circulated to all Stakeholders for inputs/comments by mid
May 2011. The second draft of the Land Use Scheme was submitted to Council for approval by June 2011.
The new Land Use Scheme, as a By-Law, will be used as part of the Land Use Management System together with
the Spatial Development Framework.
The Randfontein Land Use Scheme will be the first new Scheme in the Province.
It is important to note that all the issues raised in different fora can only be addressed by the IDP Steering Committee.
Review of the Randfontein Sectoral Integrated Development Plan (SIDP) 2012/2013
Date for the sector based meetings is reflected in the table below:
Note has to be taken that all these sector meetings were held in the Randfontein Local Municipality Council Chamber.
No
1
2
3
4
5
6
Directorate
Infrastructure
Social Services
Development Planning
Directorate Finance
Public Safety
Corporate Support Services
Date
28 February 2012
29 February 2012
23 February 2012
02 March 2012
27 February 2012
01 March 2012
Time
17h00
17h00
10h00
17h00
14h00
10h00
RANDFONTEIN LOCAL MUNICIPALITY IDP SECTOR MEETING 2012/2013.
ISSUES RAISED
Trend in communities regarding the erection of speed humps – a destructive nature of humps – it can’t be the only solution as a
speed calming measure;
 Community safety in general is of great concern – visible policing needed;
 How many ambulances are we having servicing Randfontein and how many people should be in ambulance when transporting
patients?
 Security of municipal vehicles – how do identify them as not all are branded and how do we trace vehicles (theft/out of
jurisdiction);
 Access control at municipal building to be looked at – suggest searching of bags and recording of serial numbers of laptops
when entering & exiting – too many reports lately of missing /stolen items from the building;
 CAPEX projects too administrative – should have positive impact on the community.
 Visiting of schools by various departments had become disturbing and many of these institutions are repeating therefore its
now requirement to liaise with Dept. to get permission;
 Propose that Road Safety matters be integrated.
 Community services outreach to be looked at – public safety and youth desk to work closely;
 SAPS not present at meeting – are they not supposed to be part of Public Safety – should be strong relation between the two
departments to jointly look at community safety;
 Patrollers of great concern – no budget indication for assistance;
 The costs indicated for construction – Test Yard project are estimates.
 Commented on bicycles;
 How are tests for motorcycles conducted?
 RLM evangelical – Gates at test yard cost at R 80 000? Where are we getting these prices?
 Hawker’s licenses to be issued very carefully as hawkers are selling fake goods, i.e. clothing and undercover something else is
sold;
 Floods in Ext 11 at the bottom to be looked at – PS to liaise with Infrastructure – suggest storm water drains – water into
houses with rains;
 Ext 11 needs road signs – road segmentation: R28 Ext 11 – too many accidents: when planning ahead – Province to design
and/or construct access road for pedestrians;
 Proposal for security at Municipal building – electronically monitored computerized access control.
 Too many stop missing/stolen – suggest that we partner with security companies (EPR, ADT, etc.) who patrol 24/7 to catch
and/or report culprits;
 PS to assign Peace Officers/Reservists to patrol / investigate and record & report missing signs per ward;
 In ward 3 alone – 81 signs were found missing when Cllr van Tonder did patrol
 PS not doing enough to cure/avoid assets getting lost – scrap metal yards to be visited with SAPS and stolen signs to be
retrieved.
 Safety of councilors when having public meetings to be looked at – suggest Traffic Officers visibility;
 Roadworthy checks on busses doing long distances – should be done – checking relevant documents;
 CCTV cameras – is it assisting in reducing criminal activities – how do we ensure and also in our own buildings;
 Patrollers – propose a programme of action – to be adopted by council – on fighting crime and doing by-law enforcement
together with Peace officers.
 Cnr Homestead and Tambotie Ave – Point Duty needed;
 Encourage schools to do scholar education on road safety matters;
 Too many parents allow small children to sit in front seats and dash board;
 Jay walking;
 Traffic Officers to lead by example;
 Traffic Officers to be trained on customer service/care;
 Government hospital needed for Randfontein.
 New licensing law - done learners last year – need clarity;
 Need to budget for rural areas as well – OR Tambo area;
 No Traffic Officer seen in rural area – funeral escorts not done in rural area – is there procedures to be followed to get escorts.
 Traffic Officers visibility in Toekomsrus – non-existent;
 Park in Diamond Street – invaded by drunkards – becoming a nuisance – utilized for parties by hooligans;
 Spinning of cars at the Engen garage intersection – disastrous;
 By-laws are being ignored – erection of structures all over – claiming that previous Cllrs gave them permission;
 Underground water in Toekomsrus problematic – Hartzrivier Street – cold;
 Customer service/care at licensing section to be looked at.
 Home affairs – access control;
 Road Marking – technical team short staffed – when are we intending to advertise?
 PS to visit schools with SAPS – AB Phokompe – drugs amongst learners;
 Health risk at old lady house – sewerage drains – Cnr Mahabane and Rakale streets, Mohlakeng;
 Taxi rank at robot in Mohlakeng – very dangerous for school children – taxis taking short cuts;
 Learners license for scholars – are they free of charge – what procedure to follow to get it.
 Director to differentiate – Public Safety / Disaster management / Infrastructure / Health / other departments;
 Need traffic assistance in the morning at Ext 11 – Children to be educated
 Vibrant campaigns not conducted;
 Public participation – what’s the role of the youth;
 Where’s service delivery if members are standing so long in queues – suggest that issuing of forms to be done on Saturdays?
FINANCE
 The total income for the household should be taken into account for qualification as an indigent household and the system
should not be abused.
 Is the inaccessible meters estimated? As only the 83.9% of meters is accessible.
 Clarity on the reduction of long term liabilities, what is it about?
 Is the IMQS assisting the finance directorate only or also Infrastructure?
 Are all the prepaid meters registered on the system?
 Clarity on the 14m liability, is it a loan?
 Reason for the deficit of 71m, what is it?
 Who is managing or owning the prepaid meters? How are the charges calculated for block of flats or townhouses?
 How are free units of electricity and kilos of water distributed to flats as they have the bulk meters?
 Households are disconnected due to non-payment whereas the hostel is using the services for free. Please explain?
 There are a lot of leakages in the town which are not fixed leading to the loss of water, what is the council doing about that?
 The contracts should be awarded to the locals so that the rand must circulate within Randfontein.
 The water loss is caused by the leakages not fixed especially in EXT 7 Mohlakeng, pipes burst and they are not fixed
immediately.
 More Indigents households to be registered as there are a lot of retrenchments.
 The municipality’s income to be used for services is now used for creating positions?
 People staying in the hostel are not paying for services and other households cannot afford to pay for services which will lead
to them losing their properties?
 Research to be conducted on why are the clients not paying for services?
 How is the municipality addressing the high rate of unemployment?
 The illegal connection in households is caused by the grand children not the pensioners?
 Why are estimates charged? What if it is over estimated?
 There should be campaigns on the saving of electricity and water in the community.
 The community needs to be taught on how to read the meters.
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The electrical danger boxes needs to be fixed.
SCM-the preference should be given to SMME’S when coming to procurement.
The SCM process is too long before the contracts can the awarded to the service provider.
The SCM policy is meant to disempower the local people.
The service providers are not informed of the preferred bidder.
If there is no access to the meter, reading is estimated on the average of the previous three months’ reading.
RLM provides a friendly services, Batho Pele oriented.
Money is needed for service delivery projects.
Meter reading is also done on Saturdays to access the meters not accessible during the normal reading cycle to avoid estimated
readings.
IMQS system for assets is very useful to assist in compliance with Grap 17.
All the prepaid meters are registered in the system the only challenge is the integration with the billing system.
RLM has a loan of 22m taken in 1980 to finance the infrastructure projects.
The budget did not fully cover the depreciation as it was not budgeted enough hence we have the deficit.
The cash flow statement will be included in the presentation in future.
Hostel of Mohlakeng will be upgraded; people will be registered so that they can pay the people staying at the hostel should
not be called the foreigners as they are part of the RLM community.
Issues of retrenchments should be discussed with the stakeholders.
The leadership and administration should turnaround the Indigent process but the challenge is that the process is too slow;
Requesting more funding from the government to subsidise the Indigent households.
A good achievement that RLM does not have any debt, borrowings for the financial year.
SCM processes are too long which causes the roll-over in the budget.
Workshop is needed to simplify the SCM processes.
The service providers need to be educated on the SCM requirements e.g. Vat registration so that they are not disqualified.
Presentation does not have solutions to the challenges raised:
Reduction of debtor’s book.
How to encourage the clients to pay.
Interpretation of the municipal water and lights accounts.
Community to be encouraged to pay?
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How to save water?
How will the leakages of toilets and taps be fixed?
Toll free number to be created to report fraud and illegal connections.
Mobile customer service to be created to assist the community.
Policies and procedures to be transparent and easily accessible to everyone.
Tender process to be clarified.
Budget to be publicised.
Is the Audit Report available for the community?
The invoices should be paid within 30 days.
What happens to the free electricity and water for the town houses?
What is the correct tariff for the water and electricity for town houses?
Clarity on the issue of Judes Klaas Hall?
How can the municipality assist the workers who are not paid their wages by the contractors?
In future the sectorial meeting invites must be hand delivered to Local businesses, including all industries in town.
Such forms needs us to strive to being professional, cause they are the ones that have latitude to underminer and dibregoro
efforts taken to serve their household account.
Lets further include NGO’s, CBO’s and structures exsiting in the soceity.
Can you please make use of our ward committees to make sure that we help you in any way. Keeping in mind that we were
chosen by the community to lead them, so their trust is in us the ward committees:
We need to capacitate our ward committees for the future sustanability.
The danger boxes are at high risk for our childfens lives. Can we propose that we go for more hard steel doors that can only be
open with a number combination.
It is evident that most asset are unaccountaed for. Hence the reports is qualified.
Secondly, certain members of the community are subsidising those who are illegally using resources of the municipality, its
unfair to those who are abiding by the system.
Lastly, it seems that accounting packages are not utilised, primitive methods are still being used.
Make road shoes to educate commnities about the importance of saving water & elctricity.
Make sure that income generated does not go to salaries instead of service delivery.
IDP presentaton was well explained to us and all the questions were answered by the Chief Financial Officer.
 Sewerage corner Rakale and Legodi, corner Rakale and Selopethema, please take a look at that sewrage. Let us encourage our
people to pay services because without paying the Municipality we can’t make it. Advise community not to do illegal
connection of electricity. Municipality must hire people who will teach people how to read their bills.
 Community members would appreciate if their be a solid budget for disaster management which is an unplanned and
inexpected occasion. Which should show that Randfontein Local Municipality keeps our community and less fortunate at
heart. Short falls aint an excuse because finance are spent, like renaming of streets which could have solved 80% of disaster
management section in our greater Randfontein.
 We achieve meeting our challenges with our short and long term planning.
 I was asking about pensioners who live with their children and grand children applying for indigent should they be charged
more money because of there are more people living in that house, if so those children are not working now, will that problem
be solved.
 About electricity, it costs more but the units are less so the electricity bought at the end of the month will not last that month
what will the municipality do about that.
 What is the liability that was taken up R14,8 m. what was the reason of the R71,334,387 loss. If you have a town house
complex, what happens to the 6kl and 50kWh electricity? Who gets it? Are there only rules and regulations regarding prepaid
meters and companies? Could there be an insitive investigation to imvrubb prepaid company? Residential town houses are
being charged at business rates. The body corporates name is Flaninco. What’s happening to internal settlement as for
electricity and water and sanitation.
 What is the main source of income for our municipality? Does the municipality utilise its properly to generate income? i.e.
Jonkersbraai farm.
DEVELOPMENT PLANNING




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

Establishment of the SBDC – where will it be?
Development around Toekomsrus – no development planned within Toekomsrus
IDP meeting postponed on 23/11/2011 to Jan 2012. Why was the meeting not held?
Sweet valley residents have been renting for more than 12 years, when will the houses be transferred to them?
What is happening with the containers at Mohlakeng Hostel as they are hampering sports activities
Jabulani projects, can’t it be brought to the level of the residents?
Dickpowell and Westergloor – when are they getting Title Deeds.
 No development in Toekomsrus, no houses. The speaker’s response is unacceptable.
 Trucks stopping neat Tribach Avenue, trucks should be re – routed so that they do not enter near the CBD. The project will
be linked to all the concerned Directorates.
 Clear timelines be put in place for all the projects listed.
 LED issues be considered within the Housing development projects by the Province, they should give local contractors the
oppurtunity to partake in the developments.
 Tenders must be publicized and there must be transparency with local contractors being prioritized.
 Walk – ups in Mohlakeng Ext 11 are not user friendly for the beneficiaries. House plans / sizes be improved as residents
are struggling with the structure of the houses.
 I request clear marking of parking space in front of our offices.
 Long distance buses leaving Randfontein need to be checked for roadworthy permit and licensing before starting their
operation for the first time.
 Traffic visibility is urgently required in Toekomsrus especially over weekends at the garage and the park in Diamond
Street. The problem is spinning of cars, illegal drinking, unlicensed drivers and breaking of municipal by laws.
 High most lights needed in Pelzvale, Randfontein south and Ext 11. CCTV needed in the greater Randfontein areas to
assist fight crime and cable theft.
 Speed humps on Rangaka and Sechoaro streets respectively need to be painted.
 Residents of O.R. Tambo need Apollo lights in the area and police vans to patrol and help patrollers with the crime
situation.
 Illegal squatters and more visible policing
 Storm water drains needed on the R28, residents of Ext 11 are affected by the storm water from the rain.
 Ext 11 Mohlakeng detour roads from R28 road and main road in Ext 11 is flooded due to rain and also road needs to be
tarred.
 Zuurbekom road we ask that there is some traffic control at the junction due to the many accidents
 Train ward committee those who held a public safety portfolio. Traffic officer must be placed at Matlapaneng P. School
and Malerato P. School
 Invites to meetings to be informed by messages or by phone.
 A weight bridge for heavy vehicles should be implemented.
 Extend/Enlarge Ralerata street – congestion, especially Saturdays and Peak hours
 The lawn outside the newly refurbished vehicle compound is disgraceful
 In town parking – why do you have to pay for parking while waiting for someone who takes less than 5 mins
Issues raised in IDP document 2011/2016
WARD
1
2
3
4
5
6
7
8
ISSUES RAISED
 Electrification of the RDP houses
 Need high mast lights and 3 x jojo tanks for water at Vleikop
 Completion of the sewer plant
 Job creation
 Need of a clinic at Vleikop
 Street names at Badirile
 Tarring of roads in Peace Haven
 Need for a police station, secondary school, clinic
 Recreational facilities, community hall
 Develop a park between peace haven and Kocksoord
 Need for a cemetery
None- see inputs/comments received at the public meeting held at Judas
Klass Hall – 25 March 2011
None- see inputs/comments received at the public meeting held at Judas
Klass Hall – 25 March 2011
None- see inputs/comments received at the public meeting held at Judas
Klass Hall – 25 March 2011
None- see inputs/comments received at the public meeting held at Judas
Klass Hall – 25 March 2011
None- see inputs/comments received at the public meeting held at Judas
Klass Hall – 25 March 2011
 Housing development
 Need a community crèche
 Proper recreational facilities
 Cleaning of streets
9
10
11
12
13
 Speed humps
 Completion of Sports complex
 Taxi / bus shelters
 Street names are being removed – must be replaced
 Upgrading of the community hall and the clinic
 Build and old age home in Toekomsrus
None- see inputs/comments received at the public meeting held at Judas
Klass Hall – 25 March 2011
None- see inputs/comments received at the public meeting held at
Toekomsrus Community Hall – 22 March 2011
 Crime and illegal electrical connections
 Vandalism of street names and meter boxes
 Theft of cables from RDP Houses
 Storm water drainage
 Illegal dumping
 Sports ground to be upgraded and maintained
 Need humps at Rangaka street
 Establishment of street committees
 High mast lights not working
 Why is Zenzele regarded as a transit camp while declared unsuitable
for human settlement because of dolomite?
 Approval of subsidies for youth as young as 16 while the elderly
people is still waiting for their approval.
 What is the backup plan to assist Zenzele during disaster times?
 Youth from Zenzele are not getting equal opportunities as the youth
from Mohlakeng
 Clarity on relocation
 Water taps to be installed in the yards
 Electrification and gravelling of roads
 Bundu Inn residents need wheelie bins and electricity
 High rate of kids being raped
 RDP Houses ext 3 – illegal dumping
14
15
16
 Water problems at Madala hostel - leaking of pipes
 Seme street – rubble needs to be removal
 Concern about the R50 000 that was won from Bontle ke Botho (where
is the money?)
 Grass cutting at Ngqonyela Street and Bundu Inn
 Potholes at Johny Mokua street
 When will the residents from Bundu Inn be allocated houses at
Mohlakeng Ext. 11
 Hostel renovations
 Removal of rubble at 4526
 Need of patrollers at Bundu Inn.
 Gravelling of roads
 Speed humps
 Storm water drainage system
 Electricity cut off
 Grass cutting
 Regular grass cutting
 High rate of unemployment
 Illegal dumping
 Cable theft
 Installation of high mast lights in Mohlakeng Ext. 5
 High municipal billing
 Upgrading of the clinic in Mohlakeng Ext. 4
 Tarring of gravel road
 Upgrading of the park
 Storm water at Mpephu street
 New drainage system at Moroka Street
 Speed humps at Moroka Street
 Upgrading the existing storm water drainage at Moiloa street
 Sewerage system at ext 3
 Installation of kerbs in Khama street
17
18
19
None- see inputs/comments received at the public meeting held at
Mohlakeng – Ramosa Hall – 17 March 2011
 Electricity cut off
 Unemployment
 Sewer system blockage and it occurs frequently
 High mast lights to be installed
 Park maintenance
 Illegal dumping
 Fire hydrants to be painted
 Speed humps between Ngqonyela and Diale Street, Matsitse str, Jacob
Tshweu and Mohapi Street
 Resurfacing of the road – Boas- and Makhele Crescent
 Potholes to be filled
 Tripping of electricity at Matlala Lebengula
 Open danger boxes
 Water meter reading estimations create problems
 Stormwater problem at Ralerata Street
 Transparency and equal service delivery from the side of
administration
 Community education on how to save water and electricity
 Expedite the erection of street humps and re–organize those at Seme
Street.
 Complaints of attitude from municipal officials, especially from the
following departments, Infrastructure and Finance
 Sewerage blockages
 Re-surfacing of roads
 Tripping of electricity
 Two roomed houses, when is the municipality going to sort out this
matter.
 Water meter readings(estimations causes high billing)
 Recreational facility needed
Public Meetings
The municipality held a number of integrated planning open days to present the Draft Integrated Development Plan and
Budget. The following public meetings were held:
DATE
TIME
WARD
17 March 2011
17h00
22 March 2011
17h00
11, 13, 14, 15, 16, 17, 18
and 19
8 and 10
23 March 2011
25 March 2011
17h00
17h00
2
3, 4, 5, 6, 7 and 9
26 March 2011
27 March 2011
14h00
14h00
1
12
VENUE
Ramosa Hall, Mohlakeng
Toekomsrus Community
Hall
Swimming Pool, Finsbury
Judas Klass Hall,
Randfontein
Badirile Clinic, Brandvlei
Zenzele Sports Grounds
At the meeting held on 17 March 2011 in the Ramosa Hall, Mohlakeng, the following issues were
raised:
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The Mohlakeng Ext 11 project – who are the beneficiaries and when will they be allocated.
Mohlakeng Hostel – what is happening with the decanting units that have been standing idle for 3 years now. When will
the project resume and be finalised.
Electricity cut-offs at odd and unreasonable hours in Ext 4 are an inconvenience because residents are left without
electricity for days.
Applications for RDP houses – why are applicants from 1996 still not benefiting.
Waste removal is not done properly after grass cutting has happened. The request for a golf spot in Mohlakeng has not
been realized and it’s been years since they submitted to Council.
Tarring of roads in Ext 4 must be prioritized; it’s been 13 years since the area was established buts still no tar roads.
Simelane Street in Ward 17 has been in a very bad state for more than 10 years, when will it be tarred properly. Refuse
removal is required next to Simelane Street.
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Stormwater drainage project in Mzilikazi Street was poorly executed. Will the municipality reimburse the community for
damages caused by the contractor? When is the rubble being collected in front of the gates?
Potholes in Ward 13, they must be repaired. Where is the R75 000-00 funding for Bontle-ke-Botho project.
Street lights in Ralerata Street have been out of order for ages, when are they being repaired.
Sewerage blockage in Nokwe Street is unbearable, something must be done.
Some of the Ext 4 residents could not register to vote as they do not know where to register or who their current ward
Councillor is.
Two roomed houses – billing is a problem as they are billing one family when there are two families in one yard. Cllr
Nawa has promised that one family will be moved to Mohlakeng Ext 11, when is that happening.
There are no opportunities for the development of SMME’s in Ward 11 as contractors are not benefiting from the Private
Sector Development taking place in the ward. The community was never given the opportunity to input in the IDP
Document.
Nkuna Street in Ward 16 has been forgotten by the ward Councillor, as there are no developments taking place. The road
needs tarring.
The danger box in Ward 16 – the community is breaking the box and stealing the switch.
RDP houses should be meant for people who can’t afford – please conduct inspections regarding sub-letting to Pakistanis.
Ward 14 & 19, since demarcation has taken place the ward Councillor is neglecting the needs of the community. Job
allocations in the ward are not conducted properly as the same individuals keep benefiting from different projects.
Private stands along the cemetery (ward 16) – why is the services bill high when they have developed the stands
themselves.
Street names in Ext 7 need to be looked into by the municipality. There are prominent people who have contributed to the
community, why not use their names.
When is scrapping of arrears taking place in ward 18. Projects must also be allocated for the community to benefit.
Why was the president taken to Toekomsrus and not Mohlakeng?
Police visibility especially at midnight.
We need learnerships for people older than 30 as we also need jobs.
Grass cutting on empty stands should be done at least 4 times a year.
We need open and transparent practices and we also need to fastrack service delivery in a manner of open communication
and feedback on quarterly basis.
We need to be informed of ward delimitations to enable us to know our ward boundaries.
Cleaning of cemeteries around Randfontein must be prioritized.
The yellow line on the Westonaria – Randfontein road must be considered due to accidents.
Purchasing of electricity from Eskom and water from the water board must be considered as it will assist with low bills.
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Budget for the youth in Randfontein be increased from R120 000-00 P/A to R500 000-00 for proper allocation of youth
programmes.
The municipality must create an independent youth office which will not be based in the Mayor’s office but that will be
more accessible to the community and must have all sorts of resources that are necessary to assist the youth, i.e. computers
with internet access, copy machines and phones.
Establishment of satellite library and municipal office at Ramosa hall for electricity sales, service accounts and complaints
office.
Water cut-offs in ward 15 has led to water meter leakages caused by the device installed.
Prioritise underground electricity cables, continuous sewerage blockages and re-surfacing of tar roads.
Storm water drainage around Mphephu, Nkuna and Ramasia Streets.
Water bills are too high, need a flat rate.
There are no street lights in Ext 7 and it becomes dangerous at night.
Clarity on the empty house in Crusaders Street as it is harboring criminals.
At the meeting held on 22 March 2011 in the Toekomsrus Community Hall, the following issues were
raised:
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The Title Deeds process is taking too long, why have some beneficiaries not received Title Deeds.
Job creation is vital in Toekomsrus. How were IDP Forums established?
Crime prevention is necessary in the area.
Provision of RDP Houses in Toekomsrus.
Grass cutting, especially next to Randfontein Secondary School and the Stadium should be done on a monthly basis.
Street lights/high mast lights are not in proper working order, either off at night or on during the day. Also erect more high
mast lights.
Sewerage has been running for months along Diamond Street.
Council to consider budgeting for land restitution in Toekomsrus.
The Municipality should hold bi-lateral meetings with the National and Provincial Government to speed up the mixed
housing problem.
Land should be bought back from the mines as the land is now standing vacant.
The library in Toekomsrus is inefficient and it needs to be upgraded as it does not have facilities such as internet access.
The clinic staff is providing very poor service to the community as there is lack of respect and privacy. The municipality
should come up with proper structures and systems to regulate the service at the clinic.
When will the wheelie bins be issued in Toekomsrus?
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The police station in Toekomsrus needs to be re-opened as a matter of urgency as crime has escalated.
Peace officers must be employed to patrol Toekomsrus so as to combat illegal dumping.
There is a need for Youth Programmes – this will help alleviate crime.
High mast switches are accessible for the community which causes a problem as some people switch them on and off
whenever they please.
Electricity boxes are lying open for the public to switch on/off anytime, anywhere. It’s an inconvenience for the
community.
Storm water drainage must be installed around the area.
Council to look into the matter of fencing off Toekomsrus cemetery, installing water taps, cleaning of the cemetery roads
and permanent maintenance of the cemetery.
A Post Office must be built in Toekomsrus.
Resurfacing of potholes should be done in all the streets, not only curtain streets
More learnership for the youth of Toekomsrus.
Job creation is not happening in Toekomsrus.
Poor attendance means the community was given short notice. Why not use churches, shops, schools, clinics and libraries
as points of distribution information.
Lack of sports facilities leads to the youth abusing drugs. Bring recreational facilities for the community.
Salary increment for the CWP Project workers, the money is too little.
Services bills are too high, we cannot afford to pay.
Uplift the moratorium on the sale of stands to assist with housing delivery. Engage the Provincial & National
Governments to fast-track housing.
RDP Houses be built in Toekomsrus, we are not prepared to relocate to other areas.
Fast track service delivery and deal with corruption.
At the meeting held on 23 March 2011 in Finsbury, the following issues were raised:
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There is a great need for a community hall in ward 2.
Speeding up the provision of RDP Houses in the ward.
There are no recreational facilities in ward 2, the sports complex construction was kept on hold, for how long is it still
going to be held up.
There is a need for a police station in ward 2 – the one in Kocksoord has been closed, the community needs the services of
the SAPS.
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The current library needs to be extended as it has been turned into a museum and the information is outdated – we need
new books.
Kocksoord clinic needs to be extended and a mobile clinic be provided for the Highway community.
Construction of a High School within ward 2 as scholars have to travel to Brandvlei and Mohlakeng which is quiet a
distance.
The Kocksoord and Peace Haven communities need their own sports facilities as it is far and dangerous to travel to and
from Finsbury after practice.
We need an MPCC to bring Government services closer to the people.
High mast lights must be erected for the whole ward 2 – from Highway to Finsbury.
The sewer in Tafelberg Street was repaired after the commencement of the La Farge project.
Electricity cut offs are minimal since the La Farge project started.
Tarring of Peace Haven Roads is underway.
Why is a ward 2 only getting service in 2011 – why not in the past years, what happened to the funds allocated for the
ward?
The Executive Mayor never visits his communities, why?
There is no Youth Development in this ward which leads to drug abuse – THIS IS A SERIOUS CONCERN
Our gratitude goes to Cllrs Matuwane, Mangope, Nawa and Mr. Mgengo for their efforts in ensuring the development of
this ward.
There is no police visibility/patrol – it is unsafe for the community. SAPS take their time to respond to calls and their
service is poor.
Why does the municipality only approve shebeen/tavern applications and not applications for church stands?
CWP workers just roam the streets and sleep under trees not doing their work as they are supposed to.
Main contractors doing work in ward 2 do not give the sub-contractors room for development. Local contractors must be
considered for phase 2 of the Sports complex development.
The CPF together with the community have approved a community safety plan.
The Municipality to consider providing a pay point for the Hillside community.
Gravel roads in Hillside need to be scraped.
Why is development only taken to Mohlakeng – what about other areas.
There is a great need for grass cutting in ward 2.
An EIA was submitted for perusal to the Municipality but there has been no response.
Waste removal is irregular in the ward and we also need wheelie bins to stop illegal dumping.
The La Farge project is not benefitting the community of Finsbury.
The alternative main road in Finsbury needs to be re-surfaced.
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Why was the ward 2 community not consulted regarding the construction of tar roads? The municipality must tar all the
roads in Peace Haven not only one.
The contractors must use local labour and not source it from Mohlakeng.
IDP issues are never realized in the community – there is no service delivery.
Grass cutting around Kocksoord clinic – there is overgrown grass.
The Director Infrastructure to avail the breakdown of the funds for the tarring of roads in Peace Haven – explain the R1.5m
and the R2.5m.
Property valuation in Randfontein is too high, the residents cannot afford.
Why is the municipality sending us electricity bills when we are buying it?
Meter readers are not reading meters properly, they are always estimating – we need proper reading.
Cleaning of streets in the ward needs to be done regularly.
At the meeting held on 25 March 2011 in the Judas Klass Hall, Randfontein, the following issues were
raised:
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When will Council implement the by-laws as illegal dumping is out of control?
What is the progress with regards to Mohlakeng Ext 5?
Municipal rental houses at sewerage farm are dilapidated, why are they not being maintained.
There is a need for provision of basic services at O.R. Tambo, Master and Bartlett informal settlements i.e. refuse removal,
water, electricity and electricity.
People in farming areas are still experiencing evictions from farm owners; they need to be relocated to state owned land.
Ward 4 residents are never given the opportunity to work in the CWP or EPWP projects, they also need jobs to be able to
feed their families – where is job creation in the ward.
This meeting is poorly attended as the Municipality gave the community a late notice, the community must be informed a
week in advance.
There is no public transport for the O.R. Tambo community; they must rely on hiking to get to town.
The living conditions at Master Informal Settlement are unacceptable, Council needs to act swiftly to remedy the situation.
Council to consider providing alternative accommodation for tenants in the CBD as they are being exploited by their
landlords – they live in atrocious conditions.
Provisions of RDP Houses in Ward 3, people are tired of living in shacks.
Provision of both Primary and High schools in Ward 4 as children have to travel to Brandvlei and Mohlakeng to go to
school and sometimes they do not attend due to transport problems which leads to dropping out and drug abuse. Please
help!
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Roads are in a bad state in ward 9, and the Eureka Informal community needs to be relocated to a much safer place.
We need grass cutting around the station houses – it was reported at Infrastructure Department and were informed that the
properties belong to Spoornet, therefore the municipality cannot assist.
High mast lights for O.R. Tambo and Eureka Informal Settlements.
Speed humps in Suikerbos Street next to Randfontein High School.
Speed humps need in Westergloor next to the park, there are speeding cars which are dangerous for children playing at the
park.
Speed humps next to Eureka Informal Settlement.
There is no Youth Development in ward 9.
What is the municipality doing about Land Reform, Rural Development and Infrastructure in rural areas?
Provision of a library in ward 9 is necessary for students and the community at large.
Infrastructure Directorate takes too long to respond to the community’s complaints, we need prompt responses.
The ward councilor must call meetings on a regular basis so to keep the community informed of developments.
When is the formalization of Mater Informal Settlement going to happen?
A waste container is needed at corners: Union & Van Deventer, Union & Bailey and Union & Sauer Street as illegal
dumping is rampant.
Grass cutting at corner Langerman & Malan Street on a regular basis.
The Randgate Clinic needs to be extended as it is too small for the community of Randgate and surrounding areas.
Stop sign are missing and roads need to be resurfaced.
We do not have a CDW in ward 3. Why do you appoint someone from Mohlakeng as a CDW in ward 3 because they are
not helping the community and we do not even know him/her?
When will Jabulani Informal Settlement be formalized?
We need our leaders to visit our informal settlements to see for themselves the conditions we live in.
Randfontein, Wheatland’s and Elandsvlei Roads are in a hectic state and need to be re-sealed urgently.
The youth in ward 5 has an Arts & Culture group but no facility. It would be appreciated if we could be provided a venue
for this activity and many others.
The Bhongweni community is in need of infrastructure, maintenance of roads, tree/grass cutting, clinic services, electricity,
street lights, refuse removal. Where does Bhongweni fall, under the Municipality or the mine?
Council to consider increasing the EPWP / CWP working days as the limited salary each month is too little, does not do
much.
Storm water lids next to Fruit & Veg were reported stolen long ago but have not been replaced and they are a safety hazard.
General maintenance of the area under the bridge next to Fruit & Veg as the grass is overgrown and illegal dumping is
taking place.
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There is no Youth representation and development for rural areas – please consider appointing someone for this purpose.
At the meeting held on 26 March 2011 in Badirile, the following issues were raised:
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There is a need for a permanent clinic in the area as the community needs this service over the weekend.
Road construction has not been completed in the newly built RDP Houses, why?
High mast lights were erected but are not working why?
The community needs the services that were provided at the Raid Centre, the community with assistance of the Council
must re-build the Centre.
The rural community is not taken seriously by the Municipality.
When are the wheelie bins being rolled out in Badirile?
The community requests that the Municipality, in liaison with Denny Mushrooms, consider allocating PRASA tenants
rooms after relocating the current tenants at Denny Mushrooms Rental Houses.
Funds were allocated for construction of a crèche and a clinic. Where are those funds?
Youth Programmes/Development is not happening in the area. THIS IS A SERIOUS CONCERN!
Job creation is only happening in Mohlakeng, what about the rural areas.
Grass cutting, overgrown grass has turned in a crime spot.
Communication from the municipality about development in the area is very poor.
Phase 1 of the housing project has not been supplied with running water in their houses, why is it taking so long?
Is the LED Department aware of the two new companies (Quality Flowers and Poultry Farming) in the area and is the
community going to benefit.
The municipality is only providing bursaries to student in Mohlakeng and around Randfontein only, why are students from
rural areas not considered?
The Municipality bought the Elandsvlei farm but the tenants of the houses in the farm do not have title deeds to show
ownership.
There are two vandalized houses in the farm which the community has requested to use as a crèche but there has been no
response from the municipality about this request.
The Elandsvlei farm community also requested land from the municipality for a food garden project, there is not progress
in this regard.
Some RDP applicants were informed that they have been archived but they are not informed of where they are supposed to
go for assistance.
The procedure of allocating RDP Houses needs to be looked into as some beneficiaries have not been allocated houses.
The ambulance services take long to respond to our requests, why?
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What is the delay with regards to installation of sewer in the RDP houses?
There is no Police Station in this area and crime is rampant.
The Municipality to consider the roll-out of church stands and sports grounds in this area.
There is a great need for RDP Houses as we still live in shacks.
House no. 619 needs to be repaired, requests have been forwarded to the Municipality but nothing has been done yet.
We are grateful for the provision of the CCMT Clinic in the area because now we can get treatment regularly and are
healthy.
- What is being done about the RDP applicants who applied in 1996 and have not benefited anything until today?
The IDP Consultative meeting as scheduled on 27 March 2011 did not take place due to public resistance as they were not keen
to listen to the municipality at that particular time.
Inputs for Ward 10
The following items arise from meetings conducted between different Stakeholders at the Toekomsrus Community Hall
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Members of the Community
The Toekomsrus Awareness Movement
The Toekomsrus Ministers Fraternal
The Pinkster Bond Pastors Forum
The CPF
The following items were discussed and are now forwarded for the IDP and for your consideration:
1. Housing
There is a major need for housing
2. Stormwater Drainage System
Stormwater Drains for Ruby, Hartz, Vaalrivier, Rietrivier and Banna Streets residence are having problems with water flooding their
houses on rainy days
3. Library for Ward 10
The need is for Hartz primary school children and members of the public
4. Mobile Health Clinic
The distance between community of Ward 10 and the clinic poses a challenge to our elderly people who have no transport
5. The Multi-Purpose Sports Complex
The project on the Sporting Complex needs to be completed
6.
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Basic Services
Removal of waste of illegal dumping from open spaces
Fixing of street lights in Oliphant, Hartz and Rietrivier streets
Increase of High Mass Lighting
Cutting of grass in Port Jackson and Oliphant streets
Fixing of potholes to be done under proper supervision
Street humps for Oliphant street
Paving in Diamond street
More Job creation projects
Inputs for Ward 8
Communities have highlighted the following issues as pertinent issues for development, poverty alleviation and sustainable job
creation in ward 8.
1.
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Short Term issues
Increase the capacity of light to all High Mass Lighting
Fill up all potholes and a thorough inspection after the filling of potholes
Install two (2) street humps per street, including Home Lake and Bhongweni [All streets in the ward]
Completion of the only dirt road in the ward / Pearl street extension 1 Toekomsrus
Cleaning of all open spaces in the ward, especially in Home Lake
Cutting the grass alongside the roads and on all street corners, especially the road leading to Bhongweni and Dumping site area
The free usage of the library and community hall facilities for activities of the senior citizens of Toekomsrus
Removing the refuse twice a week, to keep the area clean and dump free
Wheelie bins for Dick Powell and Home Lake area
The stipend for ward committee members to implemented immediately
Greening of Diamond Street, Toekomsrus
2.
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Medium Term Goals
Closure of open spaces between Mine Property and residential area in Ruby street, Toekomsrus
Donate all open and unused sites to churches for the building of church sites in the ward
Paving all sidewalks in the ward
Rezoning of erf 2425, corner Komatie revier street and Ruby street, Toekomsrus
Refurbishment of the Toekomsrus community hall
Upgrading of the PG Marais Clinic in Toekomsrus
Name changing of the Old Age PG Marais Clinic in Toekomsrus
Rezoning erf 1580 Toekomsrus as a residential premises, that can be used for a day care centre for the OVC (Social Welfare)
Increase the number of High Mass Lighting in Sweet Valley, Ext 1
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New high mass lighting poles for: The Biscuithuise, Grens, Sweet Valley Home Lake, Bhongweni and the dumping site area
The open space next to the Toekomsrus stadium must be included as part of the stadium premises
Installation of drains on the road for Redwood street, and the corner of Redwood and Pretorius street, on the bend of Braam
street, Zinc street, the corner of Ster and Gold street
Outsourcing of all grass cutting and tree pruning operations to a person who live in that particular ward
Proper signage of the Toekomsrus, Bhongweni and Home Lake names to all entrances to these areas
A medical doctor to render services at PG Marais Clinic
SAPS Station to be open 24 hrs. a day
3.
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Long Terms Issues
Completion of the BenMinnaar housing Project
Transfer of houses to improve ownership in Sweet Valley, Dick Powell and Bhongweni
Completion of the Toekomsrus multi-purpose sport complex, by people of Toekomsrus
Old age home to be built in Toekomsrus
Inputs for Ward 20
Storm Water Drain
Streets indicated:
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Peach
Pear
Appel
Diamond
Visrivier
Arries
Sonneblom
Asteroid
Mecury
Bananarivier
Apricot
Gouritz
Pineapple
These streets need to be looked at urgently
Resurfacing of Tar Roads
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Peach
Pear
Appel
Jacobregop
Leeubekkie
Katjiepiering
Diamond
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Asteroid
Hartsrivier
Sonneblom
Aries
Visrivier
Most of these streets are over 20 years and its time they must be tarred
Speed Humps
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Peach
Pear
Appel
Jacobregop
Leeubekkie
Katjiepiering
Diamond
Asteroid
Hartsrivier
Sonneblom
Aries
Visrivier
Mecury
Sakrivier
Vetrivier
Groutis
Apricot
Pynappel
Banana
Storemrivier
Strawberry
Traffic Signs
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Peach
Pear
Appel
Jacobregop
Leeubekkie
Katjiepiering
Diamond
Asteroid
Hartsrivier
Sonneblom
Plakkies
Aries
Visrivier
Mecury
Sakrivier
Vetrivier
Groutis
Apricot
Pynappel
Banana
Storemrivier
Strawberry
Cherry
Pajapa
Liesbeeck
Dumping Sites
Dumping sites must be cleaned evey month
Electricity Cut Off Due To Lighting
There is a lot of electricity cuts this summer in ward 20 as we know that the infrastructure is vey old, and must be renewed.
High Mast Lights
Ward 20 needs four more high mast lights than there won’t be a problem of dark spots in the ward.
Housing
The housing problem in Toekomsrus is getting worse every year our municipality is doing nothing to relief the Toekomsrus
community of housing problem.
Completion of the Title Deed Process
Youth Development
Due to the community problem e.g. unemployment or youth lack social skills as well as education and this is adding to the school
dropout we as a community is experiencing in Toekomsrus. Social skills need to be addressed in the community there are no
recreation facilities. Bursary should be awarded with a broader choice.
Job Creation
We need more sustainable job creation
Outstanding IDP concerns for 2010-2011 that was never addressed
Please refer back to the minutes of last IDP proposals that was never addressed
Side Walks
All the streets in ward 20 must get paving because we have disabled people and lots of children are getting hit by cars
Underground Water
In Hartzrivier Street is becoming problematic.
Toekomsrus Multi-Purpose Sports Complex
Completion of Toekomsrus Multi-Purpose Sports Complex
UNFUNDED PROJECTS
ALL UNFUNDED PROJECTS WIIL BE INDICATED SEPARATE FROM FUNDED PROJECTS AS PER MEC
RECOMMENDATION
Unfunded projects
DEVELOPMENT PROJECTS: WATER AND SANITATION
Development
Goal
Measurable
Objectives
KPA
KPI
Project/
Programme
KM of
new
water
pipes
installe
d
Complete
Water main
ring in order to
extend the
supply of water
Project /
Programme
Id No.
Budget
R’000
R 800
Funding
Source
Unfunded
Impact
Timing
Extension
2011/2012
of
municipal
water
supply to
the
following
areas and
facilities:
Robinpark,
Randfontein
Golf Course
DEVELOPMENT PROJECTS: SOCIAL DEVELOPMENT
Development
Goal
Measurable
Objectives
Taken from
Political Office
Bearer's 5 Year
Development
Strategy
Taken from
Political Office
Bearer's 5 Year
Development
Strategy
Provision of
well-used and
easily
accessed
amenities
Provision of
well-used and
easily
accessed
amenities
KPA
KPI
Kockso
ord
Library
upgrade
d
Hall
provide
d
Project/
Programme
Project
Program
me Id No.
Budget
Source Of
Funding
Inputs
Timing
Kocksoord
Library
upgrade
 R
5 000 000
 R 5 000
000
Unfunded
Ward
20142016
Kocksoord
Community
Hall
 R
10 000 000
 R 10 000
000
Unfunded
Ward
2014-2016
Source Of
Funding
Unfunded
Ward
DEVELOPMENT PROJECTS: LED
Development
Goal
Measurable
Objectives
KPA
Projects Definition
 Develop Growth and
Development
Strategy.
Project. No.
Budget
Greater
Randfonte
in
DEVELOPMENT PROJECTS: TOWN PLANNING AND BUILDING CONTROL
Development
Goal
Measurable
Objectives
KPA
Projects Definition
Establish GIS
Project. No.
Budget
Source Of
Funding
Unfunded
Ward
Greater
Randfontein
Procurement of land
for Township
establishment:
 The Farm
Middlevlei;
 Mohlakeng Ext 11;
 Brandvlei; and
 Bongweni and
Phumlani
Procurement of
Building Plans
Scanner
Unfunded
Unfunded
Unfunded
Possible
partner
First
Uranium
Unfunded
Greater
Randfontein
Ward 8
Greater
Randfontein
DEVELOPMENT PROJECTS: SUSTAINABLE HUMAN SETTLEMENT
Development
Goal
Measurable
Objectives
KPA
Projects Definition
Project. No.
Budget
Regularise and
transfer old Housing
Stock
Source Of
Funding
Unfunded
Ward
Greater
Randfontein
DEVELOPMENT PROJECTS: PROPERTY VALUATION SERVICES
Development
Goal
Measurable
Objectives
KPA
Projects Definition
Project. No.
Budget
Review and amend the
Fire Protection Plan
Source Of
Funding
Unfunded
Ward
Greater
Randfontein
DEVELOPMENT PROJECTS: BUILDING MAINTENANCE AND AUXILLIARY SERVICES
Development
Goal
Measurable
Objectives
KPA
Projects Definition
Review and amend the
Fire Protection Plan
Project. No.
Budget
Source Of
Funding
Unfunded
Ward
Greater
Randfontein
DEVELOPMENT PROJECTS: PUBLIC SAFETY
Development
Goal
Measurable
Objectives
KPA
KPI
Project/
Programme
Licensing:
 Satellite
DLTC in
Mohlakeng
Develop an
Intelligence
Deployment
Programme
Project
Programme
Id No.
PS01
Budget
Source Of
Funding
Inputs
R1 300 Unfunded
000.00
Greater
Randfont
ein
n/a Unfunded
Greater
Randfont
ein
Timing
2012 – 2013
DEVELOPMENT PROJECTS: ELECTRICITY
Development
Goal
A skilled and
healthy
population in
Randfontein
Measurable
Objectives
Improve the
quality of
Health
through use
of extensive
prevention
measures
A vibrant
economy
which offers
new
opportunities
Integrated
support for
Businesses
Public
confidence in a
shared, bright
future for
Randfontein
KPA
Provision
of safe,
reliable
Electricity
to
Randfonte
in
Projects Definition
 Replacement of MV
Cables:
Project. No.
Source Of
Funding
Ward
R900 000
Unfunded
Greater
Randfontein
R4 000 000
Unfunded
Greater
Randfontein
R3 000 000
Unfunded
Greater
Randfontein
R3 000 000
Unfunded
Greater
Randfontein
R3 500 000
Unfunded
Greater
Randfontein
INFR36
- Uncle Harry’s to
Robinson Hospital
(Phase 3);
- Lewerik Substation to
Cormorant Switching
Station (Phase 2);
- Da Gama and Van Der
Stel Switching Station
(Phase 1);
Visualising
Randfontein’
s future
- Additional MV Cable
Wilbotsdal and Ponie
Switching Stations
 Replace existing
conventional KWH
meters with “smart type”
meters;
Budget
-
 New Mohlakeng 132/11
KV Substation Point;
R50 000
000
Unfunded
Greater
Randfontein
 Replace traffic lights
(Cnr Tombotie and
Homestead);
-
R1 000 000
Unfunded
Ward 7
 Securing of miniature
substations:
- Randfontein;
- Mohlakeng; and
- Toekomsrus
-
R3 000 000
Unfunded
Greater
Randfontein
Project. No.
Budget
Source Of
Funding
Unfunded
Ward
DEVELOPMENT PROJECTS: ROADS AND STORMWATER
Development
Goal
Measurable
Objectives
KPA
Projects Definition
Review and amend
Pavement Management
System
-
R600 000
Greater
Randfontein
DEVELOPMENT PROJECTS: PARKS, STREET TREES AND CEMETERIES
Development
Goal
An attractive,
well-used
natural,
historic and
built
environment
An appealing
tourism and
leisure
experience
Measurable
Objectives
A
perceptionchanging
landscape
Local and
Regional
attractions
and facilities
KPA
Projects Definition
Project. No.
Budget
Development of an Open
Space Management Plan
R1 000
000
Rehabilitation of the Bird
Sanctuary:
R2 500
000
 Plan for development
on ongoing
management;
 Conservation of the
Wetland; and
 Bird Watching
Facilities
Source Of
Funding
Unfunded
Unfunded
Ward
Greater
Randfontein
Greater
Randfontein
DEVELOPMENT PROJECTS: WASTE MANAGEMENT
Development
Goal
Measurable
Objectives
KPA
Projects Definition
Project. No.
Budget
Source Of
Funding
Ward
R650 000
Unfunded
Greater
Randfontein
R650 000
Unfunded
R3 000
000
Unfunded
Planning:
 Develop a plan to
manage waste in
unserviced rural areas.
Landfill:
 Renew the
Uitvalfontein Landfill
License;
 Establish a new
landfill site;
 Develop a Waste
Transfer Facility for
bulky and garden
walls in support of
recycling; and
 Procurement of plant
and equipment
Unfunded
R2 500
000
Support:
Greater
Randfontein
Greater
Randfontein
Unfunded
R2 000
000
Greater
Randfontein
Greater
Randfontein
COMPLETED PROJECTS BY 2011
Performance Project Planned Delivered
Budget
Expenditure
Comments
indicator as
size
delivery
to date
allocation for
to date
per APP /
for
2011/12
2011/12
Project
2011/12
financial
financial year
name
financial
year
year
Badirile
300
300
292
R 9, 358, 608 R 7, 760, 300  The project has
Phase 2
Houses
been completed
during August
2011 with a total
of 292 houses
built 2011/12
 The total phase 2
has a total of 292
houses – yet to be
allocated
 The remaining 8
houses could not
be built because
they are on a low
laying area
Mohlakeng
Ext 11
629
Stands
629
600
R 14, 819,
137
R 10, 000, 000  The project is
progressing well,
it was planned to
be completed
during May 2012
 It will be
completed during
February 2012
Mohlakeng
Hostel
340
units
49
30
R 7, 995, 832
R 4, 532, 000  Only 30 of the 49
units could be
built, the
remaining 19
units could not be
developed due to
refusal by
occupants to
relocate to
decanting units
 Un-built houses
will be carried
over to 2012/13
fiscal year
Future delivery projects outer years 2012 onwards
Future planned
project (Name)
Project size
Badirile Denny
Mushroom
Mohlakeng two
rooms
500 Houses
Planned year of
delivery 2012/13
financial year
500 Stands
350
350 Units
Badirile Portion 48
700 Houses
0
Jabulani (Elandsvlei)
400 Houses
0
Comments + Current
status
Service planned to
commence
Initial development plans
have been reviewed and
50% of the current
occupants will be relocated
onto another development –
planned 2012/13
Pre-planning studies are
planned to commence
during 2012/13
Pre-planning studies are
planned to commence
during 2012/13
Electricity
Project name
Replace / install
15000 – new street
light fittings in
Randfontein.
Budget
R 2, 000, 000
Status
100%
Comments
Tender only made
provision of supply
and install
Where after we have
appointed (3) local
electrical contractors
with their teams to
replace
We have utilized
internal personnel.
4 x Sub-stations were R 5, 210, 000
inspected and
maintained
1. Market
substation
2. Nirene
substation
3. Drowell
substation
4. Cormorant
substation
100%
85 x High-mast poles
were inspected and
maintained
R 506, 524, 84
100%
We have utilized
internal personnel.
45 x km overhead
lines were inspected
on the holdings.
Special attention was
given on line taps for
loose connections.
R 5, 000, 000
100%
We have utilized
internal personnel.
65 x Pole
transformers were
inspected and some
were replaced with
new ones.
R 5, 000, 000
100%
We have utilized
internal personnel.
10 x Miniature
substations were
R 5, 000, 000
100%
We have utilized
internal personnel.
inspected, secured
and painted.
Challenges










Insufficient supply from Eskom
Un-firm electricity capacity in our sub-stations
Ageing infrastructure. Not compliance on NRSA 0147/0148 – Electrical License Authority
Vandalism of electrical assets and networks
Theft – No effective security process to curb copper theft.
Electricity losses high.
Resources i.e. skills and fleet
Weather (Severe winds/lightning)
Tree branches in between overhead lines causing power trips
Abnormal loads – Damaging poles
Highlights
Highlights
New 250-Watt street-lights fittings
installed on the Wheatland’s
Agricultural Holdings main road
New High mast poles erected
High mast poles inspected / repaired
Totals – Work completed
100
6
60
Street-lights repaired / attended to
1611
New electrical connections made
222
Complaints attended to
6116
Miniature substations secured against
theft
Traffic intersections upgraded
10
8
Roads and Storm water
Completed projects 2010/11 Resurfacing/rehabilitation of roads
Project
Vilakazi Street
Ralerata/Nhalpo Street
Gamtoosrivier Street
Plakkie Street
Brandig Street
Gregory Street
Elands Street
Main access road Badirile
Tambotie Street
Work opportunities
Male=6
Female=3
Youth=8
Adult=1
Male=6
Female=3
Youth=8
Adult=1
Male=10
Female=4
Youth=14
Male=10
Female=4
Youth=14
Male=10
Female=6
Youth=16
Male=10
Female=6
Youth=16
Male=10
Female=6
Youth=16
Male=12
Female=7
Youth=19
Male=5
Female=3
Comments
On liability period
On liability period
On liability period
On liability period
On liability period
On liability period
On liability period
On liability period
On liability period
R 28
Chevrolet Street
Maughamn / Marina Street
Mzilikazi Street
Youth=8
Male=5
Female=3
Youth=8
4 male youth
7 male youth
8 male youth
On liability period
Completed
Completed
Completed
Completed projects 2010/11 Storm water system
Projects
Aries street
Strawberry street
Corner Ralerata street and
Nhlapo street
Skhosana street
Road master plan
Storm water plan
Work opportunities
5 Male youth
7 Male youth
Male=8
Adult=2
Youth=6
Male=10
Adult=4
Youth=6
Male=2
Female=1
Youth=1
Comments
Completed
Completed
Completed
Completed
Completed
Completed
Current projects 2010/11
Project
Street names
Road / Traffic signs
Storm water – Maintenance and
Replacement
Storm water Mphephu street
Storm water Mohlakeng cemetery
to Mphephu street
Storm water Banana and Chevy
streets
Storm water Papaya street
Sub soil drain Kenneth road
Maintenance of potholes
Blading and regravelling of
Budget
R 500 000
R 35 000
R 100 000
Progress
Awaiting official order
Delivered and in use
On going
R 250 000
R 250 000
Awaiting official order
Awaiting official order
R 250 000
Awaiting official order
R 250 000
R 250 000
R 200 000
R 50 000
Awaiting official order
Re – Advert
On going
On going
unpaved roads
Chip and spray
Upgrading Mzilikazi street
Upgrading Moletsane street
Upgrading Phiri / Simelane street
R 50 000
R 50 000
R 50 000
R 50 000
On going
30% completed
30% completed
30% completed
Challenges
1. Inadequate resources
 Personnel (Aging and new machine operators required)
 Yellow plant (Slurry machine)
2. Budget ±R500m backlog to rehabilitate greater Randfontein road infrastructure
3. Heavy and abnormal vehicles on wrong routes
4. Theft on recyclable material
Recommendation
That all the above mentioned challenges be addressed in order to eradicate the backlogs
Water
Projects completed – 2010/11
Project name
Budget
Replacement of R 7 000 000
water network in
Mohlakeng
(phase2)
Status
Completed
Design and
install pressure
management
system and
establish district
water areas in
Mohlakeng
R 1 300 000
Completed
Upgrading of
sewer network
in Mohlakeng
ext. 4
R 700 000
Completed
Upgrading of
Randfontein
wastewater
treatment works
R 300 000
Completed
Upgrading of
sewer line along
Rakale street
R 600 000
Completed
Comments
Job creation
Phase 2 –
30
Moteane, Rakale
and Maboe
streets
10
Kabelo, Biyane,
Segaetsho and
Khoza streets
20
Current projects – 2011/12
Project name
Upgrading of
sewer network
in Mohlakeng
ext 4
Budget
R 500 000
Status
Implementation
stage
Replacement of
residential water
meters in
Greater
Randfontein
R 600 000
Procurement
stage
Implementation
of WC/WDM
strategy
Installation of
some water
meters and PRV
in Greater
Randfontein
R 1 000 000
Implantation
deferred to
2012/13
Insufficient
budget
Pressure repair
R 1 000 000
of Badirile water
supply pipeline
Phasing out of
R 400 000
Bussing road
sewer pump
station and
Upgrading of
Driefontein
sewer pump
station
Procurement
stage
Upgrading of
Implementation
R 500 000
Planning stage
Comments
Job creation
Prevention of
environmental
pollution and
potential health
risks.
15
sewer network
in Mohlakeng
ext. 4
stage
Upgrade
Randfontein
WWTW (phase
2)
R 500 000
Implementation
stage
Review and
update WSDP
R 200 000
Procurement
stage
Water quality
monitoring
programme
R 1 000 000
develop WRAP
and process
audit for
Randfontein
WWTW
R 400 000
Procurement
stage
Challenges
 Insufficient Human Resources
 Insufficient budget
 Ageing infrastructure which requires high maintenance budget
 Illegal water connections
Highlights

Achieved Blue Drop certification


Scored 80.4% in the Green Drop certification (improvement from 65%)
Improved basic water supply to information settlements
Solid Waste management
Completed projects – 2010/11
Project name
Budget
Status
Job
creation
Comments
Supply wheelie
bins
R 2, 000 000
100% completed
 Procured 5554 wheelie bins
 2nd Phase of the roll out
process was effected in
Toekomsrus, Sweetvalley
and Westergloor.
Removal of
illegal dumping
R 200 000
100% completed 12
Development of
an IWMP Phase
II
R 900 000
100% completed 13
 2 Contractors were appointed
to remove illegal dumping
 8 illegal dumping spots were
rehabilitated. Rehabilitated
spots were used as part of
education and awareness
 The IWMP was and
approved
Landfill fence II
R 500 000
100% completed 6
Landfill
weighbridge
R 1, 350 000
100% completed 4
Procure a wood
chipper machine
R 150 000
100% completed
 The entire landfill site has
been fenced off
 New 60 ton steel deck
landfill weighbridge with
robots, boom gates, control
room and integrated software
was successfully installed
 A wood chipper machine was
procured and is now in
service
Current projects – 2011/12
Project name
Budget
Status
Job
creation
Supply of
wheelie bins
R 1 000 000
40% complete
Removal of
illegal dumping
sites
R 200 000
100% completed 11
Renew landfill
licence
R 600 000
40% complete
Procure a waste
compact and
Street sweeper
R 2 400 000
100% completed
Comments
 Council
approved
the
procurement strategy for
buying at least 2,760 wheelie
bins.
 Cleared more than 40 illegal
dumping spots.
 1 illegal dumping spot was
rehabilitated.
 TOR compiled. Panel of
consultants approved by
Council to be used for this
purpose.
 The procurement of a new
3
3
19m , a 12m rear end waste
compactors, and mechanical
street sweeper complete.
CHALLENGES

Misuse of wheelie bins and other approved waste receptacles;

Proximity of the informal settlement to the landfill site (landfill fires, no buffer zone etc.);

Packaging waste produced daily by businesses;

Prevalence of illegal dumping;

Prevalence of indiscriminate public littering;

Vandalism of street litter bins;
HIGHLIGHTS

Procured two waste compactor trucks to service wheelie bins;

Procured a skip loader truck to service skip bins;

Installed an additional weighbridge and this is yielding positive results in terms of landfill use turnaround time, data capturing,
income generation and compliance to permit conditions;

Newly acquired street sweeping machine has improved the level of cleanliness within the CDB;

Approval of the Integrated Waste Management Plan;

Extended the use of wheelie bins to Toekomsrus; Sweet valley, Kocksoord, Peace haven, Finsbury and Westergloor;
Environmental Health
Completed projects – 2010/11
Programme
Vector Control
Output
Prevent pest infestation
Monitoring of food
Preparation premises
 Issuing of certificates of
acceptability
 Taking food samples
Health surveillance of
premises
Cleaning of overgrown
privately owned vacant
stands
Coordinate burials of
unclaimed deceased persons
Ensure building plans
comply with health
requirements
Prevent spreading of diseases
Pauper burials
Building plans
Investigation of
communicable diseases
Programme
Health Education &
Awareness
Output
Environmental education and
awareness
Status
 Fumigation :70
 Bait Station : 7
Total
:77
 Business Licenses Issued
:7
 Milk Sample
:11
 Food Samples
:16
 200 unoccupied / vacant
stands cleaned
 26 Burials arranged
 165 approved
 23 cases investigated
Remark
 World environmental
Day celebrated with a
cleanup campaign in
Badirile
 Environmental
Awareness Campaign
with Schools
Training of ECDC managers
Training on basic food safety
and hygiene
Control of environmental
hazards
Water, Air , land, and Noise
120 ECDC managers were
trained
 29 food vendors were
trained on food safety
before trading at the
Randfontein show
 75 food handlers trained
on basic hygiene at
premises
 Water Samples: 10
Current projects – 2011/12
Programme
Output
Vector Control
Prevent pest infestation
Monitoring of Food preparation business
 Issuing of certificates of acceptability
 Taking food samples
Surveillance of premises
Cleaning and grass cutting of overgrown
privately owned vacant stands
Pauper Burials
 30
Investigation of communicable diseases
Arranging burials unclaimed deceased
persons
Ensure building plans comply with health
requirements
Prevent spreading of diseases
Health Education & Awareness
Environmental education and awareness
 Reached 150 people with World food
day celebration
 On-site training of 40 food handlers
 Zenzele and Baipei informal
settlements
Monitoring of environmental hazards
Water, Air , land, and Noise
 Water Samples: 3
Building plan
Challenges

Human and financial resources
Remark






Fumigation 35
Bait Stations 5
Business Licenses Issued : 34
Milk Sample:
1
Food Samples : 8
200 Privately owned stand inspected
and notice issued
 135 approved
 17 cases investigated

District bylaws promulgated for implementation without fines schedules
Parks, Cemeteries & Street Trees Section
Completed projects – 2010/11
Jobs
Created
Comments
Project Name
Budget
Allocated
Status
Beautification
of Main reef
road
R1 mil
Completed
n/a
Cemeteries
maintenance
R992 000
Completed
46
Upgrade of
Greenhills
cemetery
R2,6 mil
Completed
6
 Installation of concrete
palisade fence
Fencing of
Mohlakeng
Cemetery
R1 mil
Completed
10
 Installation of concrete
palisade fence
Purchasing of
ride on lawn
mowers
Parks upgrade
R230 000
Completed
n/a
 3 x ride on lawn mowers
R1 mil
Completed
15
3 new parks were developed
 Madupe str - Mohlakeng
 Diale str - Mohlakeng
 Diamant str - Toekomsrus
 Amatola str - Finsbury
Parks play equipment, rubber matting,
fence , lawn, paving, were installed








Cnr R559 & R28
R28 Uncle Harris
R28 CBD
Cnr R28 & Segaetsho str
Cnr R28 & Ngconyela str
Cnr R28 & Diamant str
Cnr R559 & Ralerata str
5 x cemeteries
The following parks were
refurbished /upgraded:
 Ralerata str park - Mohlakeng
 Mohlakeng Swimming pool
park
 Oranjie str park - Toekomsrus
 Palm str park - Greenhills
 Trichardt str park –
Westergloor
Upgrading of
Rikasrus
Cemetery
Maintenance of
parks &
cemeteries
Cemeteries data
Management
System
R150,00
Completed
11
 Phase 1 of fencing completed
R1,1 mil
Completed
45
Monthly maintenance of parks
R150,000
Completed
n/a
Fully converted burial data to
electronic for effective cemetery
data management
Current projects – 2011/12
Project Name
Upgrade of
Rikasrus
cemetery
Purchasing of
parks play
equipment
Budget
Allocated
R150,000
Status
In progress
Jobs
Created
11
R110,000
In progress
n/a
Comments
Project to start in march 2012



Mahlangu crescent str
Trichardt str
Orange rivier str
Parks upgrade
R650,000
In progress
n/a
Parks &
Cemeteries
maintenance
R1,3 mil
In progress
45
 Amatola str
 Swimming pool park
 Darius Mhlongo
 Mahlangu crescent str
 Trichardt str
 Orange rivier str
 Amatola str
 Madupe str
 Swimming pool park
 Darius Mhlongo
5 x cemeteries maintained on a
monthly basis
LAW ENFORCEMENT UNIT
Current projects 2011/12
Projects
Process
90% Finalized
Awaiting permit release
Installation of security fencing at new Traffic
 20% progress
Office
 Service provider appointed
Purchasing of Office furniture for new Traffic
 100% Finalized
Offices
Refurbishment of the Army Camp (new
 15% progress
traffic offices – phase 3)
 Evaluation process
Erection of Vehicle Pound
15% progress
Evaluation process
Purchasing of guns for Traffic Officers
IDP Midterm Progress & Challenges 2011/2012
ANNUAL TARGET
ACHIEVEMENTS
Q1 + Q2
Conduct 40 Roadblocks
 21 Own roadblocks /
(own)
operations conducted
 13 Joint Roadblocks
Conduct 30 Joint Operations
conducted with SAPS
with SAPS, Provincial
Cluster Team & Local
Traffic
SAPS
Conduct 60 Road Safety
promotions at schools
 18 Schools visited
Stakeholder
 9 x meetings held with
CHALLENGES /
INTERVENTION PLAN
Target will be realised part of
the operation plan
Accommodate SAPS
programmes in our plans as
part of stakeholder
participation
No written manual and clear
programs with visible impact
(Limited access – consent
from DET)
Continuous
interaction/operational
meetings x 12
various stakeholders
180 Drunken drivers arrests
 57 Drunken drivers
arrested
Improved speed prosecution
offences – 3600
infringements
 8631 infringements
Installation of Road signs as
per operational plan
 82 road signs installed at
various intersections
Painting roads &
intersections as per
operational plan
 97 x 20 litres used on
various intersections
 14 x issued
Issuing of trading licenses for
 Process of identifying
hawkers
alternative space, on-going
Issuing 1200 citations for by 425 citations issued
law contraventions
Conduct monthly coordinated by-law
enforcement operations
 Operations conducted as
per Peace Officers
programme
Usage of Drager machines
embargoed
Period of blood results is
tedious
Motorists disregard the rules
of the road – 40% collection
on fines issued
Continuous theft and
damages - budget gets
exhausted very quickly
Buying of stolen road traffic
signs by scrap metals
Staff shortage
Hawkers demarcated space
occupied by taxis
Influx of hawkers in the area
a concern
Space for allocation of
trading limited
Hawkers, illegal dumping
and littering main problems
By-law enforcement not
integrated
Guards deployed at all
municipal points and at
identified prioritized
municipal facilities
 Guards deployed as per
cash points and prioritized
facilities identified
Theft of motor vehicles in the
parking area
Many hotspots / Town hall
entrance/exit must have
access control
LICENSING UNIT
Current projects 2011/12
ANNUAL TARGET
Refurbishment of test yard
ACHIEVEMENTS
85% Finalized
Installation of High Mast Lights
0% All submitted quotes above budget
amount
Installation of CCTV cameras
60% Finalized
2011/12 MIDTERM PROGRESS AND CHALLENGES
ANNUAL TARGET
ACHIEVEMENTS
Additional learners license
tests to be conducted (3
classes daily)
Driver’s License Tests to be
conducted at least twice on
Saturdays
Total number of learners
license tests = 4608
Consolidated report on both
learners and driver’s license
applicants who failed and
passed
Learners License :
Passed = 3009
Failed = 1599
Driver’s License :
Passed = 1926
Failed = 1328
Total number of transactions
= 196 049
Opening of MVRA on
Saturdays twice a month
Total number of driver’s
license tests = 3254
CHALLENGES/
INTERVENTION PLAN
No adequate number to fill
the classes
There is very little interest
from the community and
ending up paying overtime
unnecessary
Driving Schools , Tauters –
implied corruption
There is very little interest
from the community and
ending up paying Saturday
Strict adherence and
Collected = R 22’042’777.97
compliance to National
for licensing transactions
Traffic Road Act by
reconciling all cash takings
and banking on daily basis.
To conduct 3 annual road
Old machines / Obsolete
worthy tests free of charge on
public transport vehicles
to improve road safety
overtime unnecessary
It is proposed by the MEC
that the function be
transferred to the West Rand
District Municipality
 No available parts
 Awaiting new financial
year for revamping
SOCIAL DEVELOPMENT
Current projects – 2012/16
PROJECT/
PROGRAMME
Provide a community
Hall for Finsbury
SOURCE OF
FUNDING
R 12 800 000 RLM
Upgrade of Finsbury
Sport Complex (Phase
2)
Upgrade Toekomsrus
Hall
R21 mil
Provide a new Sport
Complex in
Toekomsrus
Upgrade of Sport
Complex in Jabulani
Provide new
recreation Hall in
Ward 19
Upgrade Mohlakeng
Sport Complex
Kocksoord Library
upgrade
Kocksoord
Community Hall
Maintenance of Halls
BUDGET
INPUTS
Ward 2
RLM
R 2 800 000
TIMING
2013-2016
2012-2014
Funded from
maintenance
budget
R 64 000 000 RLM and MIG
Greater
Randfontein
2015-2017
Greater
Randfontein
2012-2015
R 600 000
R 1 000 000
R 2 000 000
R21 mil
Lotto and internal
Greater
Randfontein
2012-15
RLM
And LOTTO
Ward 19
2013-15
R 2 mil
R 2 500 000
R 5 000 000
R 5 000 000
R 10 000 000
R 10 000 000
R 1 500 000
R 2 mil
R 2 500 000
Lotto
Internal
Unfunded
Greater
Randfontein
Ward
2012- 2016
Unfunded
Ward
2014-2016
Internal
Greater
Randfontein
2012-2016
2014- 2016
Promotion/ sustaining
coordinated sport and
recreation
programmes
Celebration of OR
TAMBO GAMES
Promoting Arts and
Culture programmes
Learn to swim
programme
Celebration of events
as per National
Calendar
Mass Participation
programme
Support for Greater
Randfontein Sport
Council
Readathon for
Primary Schools
Public Speaking
competition for
secondary schools
Employee Skills
development
Procurement of
R 400 000
R 450 000
R 500 000
Internal
Greater
Randfontein
2012-2016
R 200 000
R250 000
R 300 000
R 200 000
R 250 000
R 300 000
R 30 000
R 40 000
R 50 000
R 20 000
R 30 000
R 40 000
R 20 000
R 30 000
R 40 000
R 20 000
R 30 000
R 40 000
R50 000
Internal
Greater
Randfontein
2012-2016
Internal
Greater
Randfontein
2012-2016
Internal
Greater
Randfontein
2012- 2015
Internal
Greater
Randfontein
2012- 2015
Internal
Greater
Randfontein
2012- 2015
Internal
Greater
Randfontein
2012- 2015
DAC Grant
Funding
Promote the
culture of reading
amongst the
youth
Trough out
2011/2012
Financial year
R50 000
DAC Grant
Funding
Training to be
completed end
of May 2012
R106 613
DAC Grant
Improve service
delivery to the
public in all
libraries
To provide
Trough out
Library material
Funding
Filling vacant posts
R1m
Operational Budget
DAC Grant
Funding
New Library
Mohlakeng ext7
R1m Internal
R3,544,979
Province
Procurement of ICT
& Information
resources
Future Projects:
Container Library for
Zenzele
R 400 000
R500 000
DAC Grant
Funding
Internal Capital
Budget
DAC Grant
Funding
DAC Grant
funding
relevant study
materials to the
public
Provision of
library services to
the community
Provisioning of
library services to
the community
2011/2012
Financial year
Community has
access to Internet
and computers
and e- mail.
Trough out
2011/2012
Financial year
To secure Library
books and
materials
Provisioning of
library services to
the community
Trough out
2011/2012
Financial year
To be
completed end
of May 2012
2012/ 2013
Financial Year
Annexure D
Annexure E
Annexure F
SP.1/30/03/2012
INTEGRATED DEVELOPMENT PLAN (IDP): REVIEW AND APPROVAL OF THE 2012 – 2013 DRAFT
DOCUMENT:
16/1/9/5
30/03/2012
//Council was of the opinion that the Draft IDP 2012 – 2013 should be approved subject thereto that the required corrections
as identified by council, be made to the document. Council was further of the opinion that the corrections be made before
circulating the document.//
RESOLVED:
(a)
that cognizance be taken of the report of the Municipal Manager regarding the IDP Review process;
(b)
that cognizance be taken of some of the political and administrative processes that have unfolded to facilitate the
compilation and finalization of the Draft Integrated Development Planning (IDP):
(i)
(ii)
(iii)
(iv)
assessing the implementation, performances and achievements of targets and strategic objectives;
reflecting on the impact of the successes, as well as corrective measures to challenges;
the incorporation of changing internal and external circumstances that impact on progress;
addressing, and including the MEC’s comments into the draft document;
(v)
(vi)
the presentation by different directorates on their achievements and challenges, to their respective sectoral
meetings as part of the IDP review;
that the objectives are aligned with National and Provincial Key Performance Areas, that is –
(a) Infrastructural development and service delivery;
(b) Local Economic Development and growth;
(c) Financial management and viability;
(d) Institutional development and transformation, and
(e) Democracy and Good Governance;
(vii)
that the strategic issues are the following –
(viii) that water, electricity, roads, sanitation, waste management, housing, job creation, health, sports, arts
and culture, education, public safety, skills development, equity, revenue collection, community
participation, compliances and others;
(ix)
that the Draft Integrated Development Planning further captured the following –




(x)
the extend of the backlog and cost in each strategic area and the period that it will take to address it
and the future needs, for proper planning;
that make it easier to assess the performance of the Municipality and staff, once the above information
is correctly included in the document;
that the Municipality and the community will be able to measure progress of development in the
Municipal area;
that the municipality will also be able to measure its own contribution to National, Provincial and District
goals.
that the high level strategic issues as outlined above will further be unpacked or broken down into localised
projects in the SDBIP’s (Service Delivery and Budget Implementation Plans);
M/M
(xi)
that the draft Integrated Development Plan, reviewed in terms of Section 34 of the Local Government:
Municipal Systems Act, 2000 (Act No. 32 of 2000) and attached hereto as Annexure “A”, be adopted,
for the purpose of public participation and public comments for the prescribed Twenty One (21) days
period and that the following actions be taken:
M/M
IDP
(a) that the draft IDP be open to the community for perusal and comments, for a period of Twenty One [21]
days;
(b) that a notice with regard to the perusal of the IDP be published in the local newspaper and on all available
billboards;
(c) that the Draft Integrated Development Planning document be presented to the ward public meetings;
(d) that the Draft Integrated Development Planning be circulated to neighbouring Municipalities in order to
enhance horizontal alignment; and
(e) that the Draft Integrated Development Plan be circulated to the West Rand District Municipality and MEC
for Local Development Government and Housing.
(f)
that the required corrections be made to the document before circulating it.
Annexure G
IDP STEERING COMMITTEE
PRIORITIZATION TEMPLATE: COMMUNITY INPUTS:
NO.
ISSUE RAISED
CAPEX/
PROGRAMME
CAPEX/
OPEX
OPEX/
PROGRAMME
IMPLEMENTATION
SCHEDULE
COORDINATING
DEPARTMENT
Ward 01
Water and lights to be
permanently installed
1
2
3
4
5
6
Tarred roads
Toilets
Title Deeds
Formalisation of all informal
settlements
Allocation of RDP houses
7
8
Public transport system
Fencing grave yard in township
CAPEX /
OPEX
2012/ 2013
Infrastructure
RLM/GDLGH
2012/ 2013
2012/ 2013
2012/2013
2012/2013
RLM/GDLGH
2012/2013
Infrastructure
Infrastructure
Development planning
Development planning
GDLGH
Development planning
GDLGH
Public safety
Infrastructure
OPEX
CAPEX
OPEX
2012/2013
2012/2013
Ward 02
1
Speed Humps
OPEX
2012/ 2013
2
3
Power cuts
Roads & Maintenance/ Grading
OPEX
OPEX
2012/2013
2012/ 2013
Public Safety/
Infrastructure
Communications
Infrastructure
4
Building low cost housing
RLM/GDLGH
5
Completion of Sports complex
Finsbury
Recreational Facility Finsbury
Community Hall
Secondary School
Extension of Clinic
New Library
Grass cutting
Opening police station
Improper Billing system
Empowerment of SMME
CAPEX
6
7
8
9
10
11
12
13
14
2012/2013
CAPEX
CAPEX
OPEX
2012/2013
2012/2013
2012/2013
CAPEX/OPEX
Development Planning
GDLGH
Social Services
Social services
Social Services
Social Development
Social Development
Social Services
Infrastructure
Public Safety
Finance
LED
Ward 03
1
2
3
4
5
6
Water, electricity
VIP Toilets
Land Ownership/ Acquisition
Vacant Government owned land
Rampant Crime
Road crossing/ Zithulele intersection
OPEX
Infrastructure
Infrastructure
Development Planning
Development Planning
Public Safety
CAPEX
OPEX
RLM/GDLGH
OPEX
Ward 04
1
2
Servicing Toilets
Low cost housing
3
4
5
Vacant stand concern
ECD Centre
Confusing Billing system
OPEX
2012/ 2013
2012/2013
OPEX
2012/2013
RLM/GDLGH
2012/ 2013
Infrastructure
Development Planning
GDLGH
Development Planning
Social Services
Finance
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
CAPEX
OPEX
Ward 05
1
2
Speed Humps
Pot Holes
OPEX
OPEX
3
4
5
6
7
8
9
10
Storm Water Drainage
High mast Lights
Water Meters
Pavement at Traffic Dept
Street pole advertising
Title Deeds
Temporary Soccer Fields
Supply Wheelie Bins
OPEX/ CAPEX
OPEX
OPEX CAPEX
CAPEX
OPEX
OPEX
OPEX
OPEX
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
Infrastructure
Development Planning
Development Planning
Development Planning
Social Services
Infrastructure
2012/2013
2012/ 2013
Development Planning
GDLGH
LED
Infrastructure
2012/2013
PRASA
LED
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
Infrastructure
Infrastructure
Ward 06
1
Low cost housing
2
3
Job creation
Fencing and equipment for
parks
RLM/GDLGH
OPEX
CAPEX
Ward 07
1
2
3
Construction of bridge
Job creation
CAPEX
Ward 08
1
2
3
4
5
Speed humps
High mast lights
Water tank at Dumping site
Increase Number of High Mast
lights
Low cost housing
6
Relocation of dumping site
7
8
9
Title deeds/ Sweet valley
Renovation of stadium
Crime
OPEX
OPEX
OPEX
CAPEX
RLM/GDLGH
Development planning
GDLGH
Development Planning
RLM/Gold
one mine
OPEX
CAPEX/ OPEX
2012/ 2013
2012/ 2013
2012/2013
Development Planning
Social Services
Public Safety
10
11
12
13
Grass cutting
Illegal dumping
Opening of police station
Youth Development
14
15
Skills development
Unemployment
OPEX
OPEX
2012/ 2013
2012/ 2013
OPEX
2012/ 2013
OPEX
2012/ 2013
2012/2013
CAPEX
CAPEX/ OPEX
Infrastructure
Infrastructure
Public Safety
Social Services/
Youth- Desk
LED
LED
Ward 09
1
2
3
Water (jojo tanks)
High Mast lights
Formalising settlement
CAPEX
RLM/GDLGH
4
Housing Development
RLM/GDLGH
OPEX
2012/ 2013
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
Development Planning
GDLGH
Development Planning
GDLGH
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
Development planning
Infrastructure
Infrastructure
Development Planning
GDLGH
Development Planning
Social Development
Ward 10
1
2
3
4
5
6
Storm water drains
High mast lights
Side walk paving
Fix potholes
Fencing grave yard
Low cost Housing
7
8
9
Title deeds
Quality health care
Employment of people with
Disabilities
Crime
Incomplete sports complex
Grass cutting
Illegal dumping sites
Clarity regarding rates
10
11
12
13
14
OPEX CAPEX
CAPEX
CAPEX
OPEX
CAPEX
RLM/GDLGH
2012/2013
OPEX
OPEX
OPEX
CAPEX
OPEX
2012/2013
2012/2013
2012/2013
Public Safety
Social Services
Infrastructure
Infrastructure
Finance
15
16
Clarity regarding letters received
from attorneys for title deeds
received
Youth skills development
OPEX
2012/2013
Development Planning/ Finance
OPEX
2012/2013
Youth Desk
2012/ 2013
2012/ 2013
2012/ 2013
Ward 11
1
2
3
4
5
6
7
8
9
10
Pedestrian crossing
Electricity supply
Pot holes
Allocation of houses to
beneficiaries
Grading of sports grounds
High Crime
Grass cutting
Illegal dumping
Traffic signs Lesotho & Joshua
Nkomo str
Skills development
CAPEX
CAPEX
OPEX
OPEX
OPEX
OPEX
OPEX
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
Public safety
Infrastructure
Infrastructure
Development Planning
GDLGH
Social Services
Public Safety
Infrastructure
Infrastructure
Public Safety
OPEX
2012/ 2013
LED
2012/ 2013
Development Planning
GDLGH
Social Services
OPEX
OPEX
Ward 12
1
Formalising settlement
2
3
Sports Grounds
RLM/GDLGH
OPEX
2012/ 2013
Ward 13
1
2
3
4
5
6
Tarred roads
Speed humps
Water, sanitation, toilets
Storm water drainage
Renovation of hostels
CAPEX
OPEX
OPEX
CAPEX
OPEX
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
Infrastructure
Infrastructure
Development Planning
GDLGH
7
8
9
10
Bontle ke Botho Programme
Illegal dumping at hostel
Assistance for cooperatives
Soccer field
OPEX
OPEX
OPEX
OPEX
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
LED
Social services
OPEX
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
Infrastructure
Infrastructure
Infrastructure
Infrastructure
Infrastructure
Public Safety
Infrastructure
Public Safety
OPEX
2012/ 2013
Finance
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
Infrastructure
Infrastructure
Infrastructure
Infrastructure
Social development
Finance
2012/ 2013
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
Infrastructure
Ward 14
1
2
3
4
5
6
7
8
9
10
11
Speed Humps
Laying of side walks
Water tanks
Mobile toilets no. 10
High mast lights
Road tarring Ext 7,8
Storm water & sewerage system
Crime
Grass cutting
Stop sign at Selope Thema &
Nhlapo str
Inconsistent Billing
OPEX
CAPEX
OPEX
OPEX
CAPEX
CAPEX
CAPEX
OPEX
Ward 15
1
2
3
4
5
6
7
8
Electricity supply
High mast lights
Tarred roads
Basic services
Street humps
Sewerage connection
ECD centre
Inconsistent Billing
CAPEX
CAPEX
CAPEX
CAPEX
OPEX
CAPEX/ OPEX
CAPEX
OPEX
Ward 16
1
2
3
High mast lights ext3
Exposed electrical boxes
Road to connect ext 11 to 16
CAPEX
OPEX/ CAPEX
CAPEX
4
Two room houses is a concern
5
High levels of poverty/
unemployment
Information centre
Sports grounds
Food Garden
Inconsistent billing
Support for NGO and NPO and
small businesses
6
7
8
9
10
RLM/GDLGH
2012/ 2013
2012/ 2013
Development Planning
GDLGH
Social Services
OPEX
OPEX
OPEX
OPEX
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
Social services
Social services
Social services
Finance
LED
OPEX
2012/ 2013
Infrastructure
OPEX
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
OPEX
2012/ 2013
Public safety
CAPEX/ OPEX
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
CAPEX/ OPEX
2012/ 2013
Infrastructure
OPEX
OPEX
OPEX
OPEX
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
Development Planning
Social services
Infrastructure
Finance
2012/ 2013
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
Infrastructure
CAPEX OPEX
CAPEX
Ward 17
1
2
3
4
Street humps revamping Seme
str
Roads & drainage system
Sewer pipes blockage Sebone
str
Stop sign at Sebone and
Rantsane str
CAPEX/ OPEX
Ward 18
1
2
3
4
5
6
7
New sewer system
Repairing electrical supply
boxes
Storm water drainage
Moshoeshoe - str
Title deeds
Sports development
Illegal dumping sites
Scrapping of arrears
CAPEX
Ward 19
1
2
3
Speed humps
Pot holes
Exposed electrical boxes
OPEX
OPEX
CAPEX/ OPEX
4
5
Sports facilities
Rat infestation
6
7
8
9
Cut trees (Manganese)
Need for a Park
Grass cutting
Clarity on R10 deposits for
Municipal statements
CAPEX
OPEX
OPEX
OPEX
OPEX
OPEX
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
Social services
Environmental
Management
Infrastructure
Parks Department
Infrastructure
Finance
2012/ 2013
2012/ 2013
2012/ 2013
Infrastructure
Development Planning
Development Planning
2012/ 2013
Development Planning
GDLGH
Social Development
Social Services
Social Development
Social development
Infrastructure
Public Safety
LED
Youth Desk/ Social
Development/
Corporate support
LED
Ward 20
1
2
3
Storm water drainage
Title deeds
Lifting of moratorium on sale of
stands
Building of low cost housing
4
5
6
7
8
9
10
11
12
New Old age Home
Sports complex
Drug abuse on the rise
Need for mobile clinic
Grass cutting
Re opening of police station
Job opportunities
Need for more learner ships for
the Youth
13
Need for tradesman
development
CAPEX/ OPEX
OPEX
RLM/GDLGH
CAPEX
CAPEX
OPEX
OPEX
OPEX
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
OPEX
2012/ 2013
2012/ 2013
OPEX
CAPEX
Ward 21
1
2
3
High mast lights
Water drainage system
Building of low cost housing
CAPEX
CAPEX/ OPEX
RLM/GDLGH
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
Development Planning
GDLGH
4
5
6
Removal of trees
Inconsistent billing
Assistance to small businesses
OPEX
OPEX
OPEX
1
Re arrange street humps Seme
str
Street humps Nokwe Str
Street humps Xuma Str
Street hump Rakale str
Road markings, street names
and Stop signs
2012/2013
2012/2013
2012/2013
Parks Department
Finance
LED
OPEX
2012/ 2013
Infrastructure
OPEX
OPEX
OPEX
OPEX
2012/ 2013
2012/ 2013
2012/ 2013
2012/ 2013
Infrastructure
Infrastructure
Infrastructure
Public safety
Ward 22
2
3
4
5
General ward Issues
1
2
3
Financial cycle
March
Activities
Date
Draft budget and revised IDP& PMS are tabled
together in council for consideration.
Draft budget and revised IDP together with all
March 2012
related documents to be posted onto the
municipal website so that the budget is
accessible to the public.
Council to consider and adopt an oversight
March 2012
report
Hard copies of draft budget and all other April 2012
related documents are made available to the
public and the local communities are invited to
make written submissions to the Council on the
budget and to make representation at the budget
hearing.
Responsible
official
PMS & IDP
BTO and
MM
PMS
CFO
Financial cycle
Activities
Date
Due date for budget written comments
May
Consultation with national and provincial
treasuries and finalise sector plans for water,
sanitation, electricity etc. MFMA s 21
Accounting officer assists the Mayor in revising
budget documentation in accordance with
consultative processes and taking into account
the results from the third quarterly review of the
current year
 Publicise an Annual Report with
oversight
report.
 Submit an Annual Report with oversight
report
to Provincial
Legislature/MEC of local
Government
Update IDP projects based on final DORA
allocations
Complete financial plan
IDP Steering Committee
 3rd quarter report;
 Draft budget 2012/13; and
 Discuss final draft IDP.
IDP Representative Forum
 Consider the final draft IDP; and
 Recommend for the adoption of the IDP
by the Council
Advertise IDP for Public Comments (21 days)
April 2012
Council to consider the budget
for approval
May 2012
and IDP
Responsible
official
CFO
Mayor
MM
April 2012
PMS
Manager
May 2012
IDP
Manager
CFO
IDP
Manager
May 2012
May 2012
IDP
Manager
May 2012
IDP
Manager
IDP, PMS
& CFO
Financial cycle
Activities
Submit IDP Review to the MEC
Date
01 June 2012
Responsible
official
IDP/MM
CFO/PMS
June
Mayor must approve SDBIP within 28 days
after approval of the budget of the budget and
ensure that annual performance contracts are
concluded in accordance with s 57(2) of the
MSA. Mayor to ensure that the annual
performance agreements are linked to the
measurable performance objectives approved
with the budget and SDBIP. The mayor submits
the approved SDBIP and performance
agreements to council, MEC for local
government and makes public within 14 days
after approval.
MFMA s 53; MSA s 38-45, 57(2)
Council must finalise a system of delegations.
MFMA s 59, 79, 82; MSA s 59-65
30 June 2012
Financial cycle
August
September
2nd Quarter
October
Activities
IDP Steering Committee
 Process plan; and
 Performance Management System.
Notice to the community of the process to be
followed.
Council consider and approve the Process Plan
Submission of the Annual Financial Statements
to Council for approval
Submission of the annual financial statements to
auditor general.
Mayor obtains the views from the community on
budget issues.
Chief financial officer of municipality
determine revenue projections and proposed rate
and service changes and drafts initial allocations to
functions and departments for the next financial
year after taking into account strategic objectives
IDP Representative Forum
 Process plan;
 Submission of new projects (capital projects);
and
 Presentation by service providers
First Quarter Assessments & Reports for 12/13
IDP Steering Committee
 Revision of objectives, strategies and projects
 Performance Management system (KPAs, KPIs
and targets)
 S 57 Managers Quarterly Performance
Assessments; and
 First performance quarterly report.
First quarterly report to council
Date
August 2012
August 2012
Responsible
official
IDP& PMS
Managers
IDP Manager
IDP Manager
August 2012
31 august 2012 BTO & MM
IDP
Sept 2012
CFO
IDP Manager
PMS
IDP
Manager
& PMS
MM
PMS
Financial cycle
Activities
Chief Financial Officer does initial review of
national policies and budget plans and potential
price increases of bulk resources with function
and department officials
MFMAs 35, 36, 42; MTBPS
Budget public meeting
Date
Responsible
official
October 2012
CFO
October 2012
IDP
November
Budget public meeting
Budget public meeting
Budget public meeting
IDP Representative Forum
 1st quarter report
 Objectives, strategies and projects;
 Sector plans;
 Annual performance report; and
 Recommend to Council the approval of the
IDP
draft document.
Budget public meeting
3rd Quarter
December
January
Accounting officer, Chief Financial Officer and
senior officials consolidate and prepare proposed
budget and plans for the next financial year
taking into account previous year performance as
per audited financial statements
Submission of draft IDP to Province
October 2012
November
2012
November
2012
November
2012
IDP
Manager
PMS
November
2012
November
2012
CSS
December
2012
December
2012
IDP
Manager
All
Department heads to finalise detailed estimates
of capital and operational expenditure and
income and submit same to Budget and Treasury
Office
Submission of the Auditor General’s report to
council for consideration.
December
2012
Second Quarter Assessment for 12/13
January 2013
 S 57 Managers Quarterly Performance
Assessments; and
 Second performance quarterly report.
 Mid-term report Tabled and
Submitted to Province. (DECEMBER)
MAYCO
CFO
PMS
Due 25 January 2013
Annual report tabled to Council.
29 January
2013
PMS
Chief Financial Officer combines various
departmental
Estimates and calculates total income and
expenditure of the municipality.
Chief Financial Officer reviews proposed
national and provincial allocations to
municipality for incorporation into the draft
budget for tabling. (Proposed national and
CFO
January 2013